Ordinance 23-10RECORD OF ORDINANCES
Dayton Legal Bunk [nc.
Ordinance No.
23 -10
Passed 20
AN ORDINANCE AMENDING SECTION 2 (WAGE AND
SALARY STRUCTURE /ADMINISTRATION), PARAGRAPH
A, OF ORDINANCE NO. 73 -06 ("COMPENSATION PLAN
FOR NON -UNION PERSONNEL ") FOR THE PURPOSE OF
REASSIGNING CERTAIN JOB CLASSIFICATIONS TO
DIFFERENT PAY GRADES IN CONJUNCTION WITH THE
RECLASSIFICATION OF THREE POSITIONS.
WHEREAS, pursuant to Section 33.28 of the Dublin Codified Ordinances, the
Compensation Plan may be amended by Council on the recommendation of the City
Manager from time to time as circumstances require through the reassignment of
classifications to different pay grades; and
WHEREAS, Council has determined, upon the recommendation of the City Manager,
that Section 2, paragraph A ( "Salary Structure /Administration ") of the Compensation Plan
(Ordinance 73 -06) should be amended for such purpose; and
WHEREAS, Council has determined that these amendments are necessary for the
administrative and operational effectiveness of the City of Dublin,
NOW, T�REFORE, BE IT ORDAINED by the Council of the City of Dublin, State
of Ohio, of the elected members concurring, that:
Section 1. 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 Events Administration functional categorical heading,
as follows:
Events Administration
Classification Title
Pay Grade
Events Manager
3.3
Section 2. Section 2 (Wage & Salary Structure /Administration), paragraph A, of
Ordinance No. 73 -06 be amended by deleting the Parks & Recreation Reservations
Coordinator, Membership Coordinator, and Parks & Recreation Reservations Supervisor
job classification titles and corresponding pay grades under the Recreation functional
categorical heading and replacing them with the following:
Recreation
Classification Title
Pay Grade
Parks & Recreation Operation Supervisor
5.1
Parks & Recreation Facilities Coordinator
5.2
Section 3 . This Ordinance shall take effect and be in force at the earliest point
permitted by law.
Passed this day of 2010.
_ O fficer
ATTEST:
Clerk of Council
Office of the City Manager
5200 Emerald Parkway • Dublin, OH 43017 -1090 Memo
CITY OF DUBLIN,. Phone: 614 - 410 -4400 • Fax: 614 - 410 -4490
To: Members of Dublin City Council
From: Terry Foegler, City Manager
Date: June 25, 2010
Initiated By: Mike Epperson, Deputy City Manager
David Harding, Director of Human Resources
Re: Ordinance No. 23 -10 —Additional Information Requested by Council
Summary
During the first reading of Ordinance No. 23 -10 (Amendments to Compensation Plan) regarding the
reclassification of three positions and the subsequent reassignment of pay grades, Council requested the
following additional information:
■ a comparison of each affected incumbent's current salary and location in his/her current
pay range and his/her projected new salary and location in the new pay range; and
information comparing the operational cost of Community Relations and Events
Administration before (2009) and after (2010) the organizational restructuring.
Position Reclassifications /Pay Grade Reassignments
In response to Council's request for additional information related to the three position reclassifications
and pay grade reassignments, staff has prepared the following table showing the requested comparison of
each incumbent's current salary and location in the current range together with each incumbent's
projected new salary and location in the new pay range.
It is important to reiterate that, as discussed in staff s June 10, 2010 memo accompanying Ordinance 23-
10, these reclassifications will result in an overall net reduction in personnel costs of approximately
$31,000. This $31,000 reduction in personnel costs includes the anticipated salary adjustments for the
employees assuming more significant roles in the organization, with higher levels of responsibility,
complexity, and accountability. The proposed amendments to the Compensation Plan do not result in any
changes to the number of full -time staff positions. The amendments will result in the elimination of the
part-time permanent position (Membership Coordinator) in Recreation Services.
Ord. 23 -10 — Memo re. Additional Information
June 25, 2010
Page 2 of 3
Current
Classification
Current
Pay
Grade
Current
Pay
Range
Incumbent
Current
Salary
Current
Range
Position
New
Classification
New
Pay
Grade
New Pay
Range
Projected
New Salary
New
Range
Position
Events
Administrator
4.2
Market:
$52,600-
$63,100
$76,235.50*
Target
Events
Manager
3.3
Market:
$69,500-
$83,300
$76,235.50*
Market
Target:
$63,100-
Target:
$83,300-
$77,100
$101,900
Parks & Rec.
5.3
Market:
$42,197.00
Target
Parks & Rec.
5.1
Market:
$44,729.00
Market
Reservations
Coordinator
$35,000-
$41,900
Operations
Supervisor
$42,200-
$50,700
Target:
$41,900-
Target:
$50,700-
$51,300
$61,900
Membership
Services
5.3
Market:
$35,000-
$44,947.00
Target
Parks & Rec.
Facility
5.2
Market:
$38,000 -
$46,520.00
Target
Coordinator
$41,900
Coordinator
$45,600
Target:
Target:
$41,900-
$45,600-
$51,300
$55,800
Sum Total of Current Salaries: $163,379.50 Sum Total of New Salaries: $167,484.50
* CUrreut salary includes the Temporary Pay Supplement provided when additional responsibilities were assumed as part of the
organizational restructutin . Prior to the pay sup2lement, incumbent's salary was $69,305.
During the discussion at the first reading of Ordinance No. 23 -10, staff responded to a question fi•om
Council regarding the proposed pay grade of 3.3 for the Events Manager classification. Staff briefly
explained that given the Career Band Description for the Operations Band (attached to Ordinance No. 23-
10) relative to this classification's nature, scope, complexity, and level of responsibility /accountability,
the appropriate pay grade would be 3.3. In reference to that discussion, staff would like to provide a more
detailed explanation of its analysis, which may be helpful to Council in understanding the level at which
staff is recommending the Events Manager classification be slotted.
The process for evaluating this position's placement, as well as the two in Recreation, in the classification
and compensation structure involved an initial analysis conducted by HR Director Harding in conjunction
with Deputy City Manager Epperson. Mr. Harding's and Mr. Epperson's recommendation was then
reviewed by the senior management group (Deputy City Managers) who concurred with the
recommendation. Council will recall that the Career Band structure is the keystone of our Classification
system and is used in all instances that involve the slotting of job classifications due to the creation of
new positions or the reclassification of existing positions within the classification structure. (Attached for
Council's reference is a copy of the Career Band Descriptions that accompanied Ordinance No. 23 -10,
with particular focus drawn to the Operation Band (Band 3).
It is important to remember that the definition for each respective Career Band description serves as the
anchor for judging the relative size and strength of the role and its impact on the success of the
organization. Roles judged to fit substantially within the description are slotted at level 3.2; roles judged
to be larger, stronger, with greater impact on the success of the organization are slotted at the 3.1 level;
Ord. 23 -10 — Memo re. Additional Information
June 25, 2010
Page 3 of 3
and roles judged to be smaller, less complex, with less impact on the success of the organization are
slotted at the 3.3 level.
Three particular distinguishing characteristics in the Operations Band (Band 3) description that staff
believe are important in reaching its decision on the placement of the Events Manager, are the following:
serving as head of an important function focusing on translating strategic and tactical plans to operational
plans for his /her specific function; reporting directly to a member of the City Manager's executive team
(Deputy City Managers); and leading a function that provides important City services, including the
direct management of human and capital resources. In contrast, classifications placed in Implementation
Band (Band 4) are core professionals (non - managerial) and are often individual contributors with a solid
foundation in a specific function or discipline, as was the case when the position in question was
previously classified as an Events Administrator at level 4.2.
Budget Information - Community Relations and Events Administration
The following information addresses Council's request regarding the operational cost of Community
Relations and Events Administration. The legislation amending the City's organizational structure,
Ordinance No. 63 -09, was passed by Council on November 16, 2009 and the 2010 Operating Budget was
prepared based on the new structure, including the adjusted salary for the proposed Events Manager
position.
As reflected in the attached 2009 and 2010 Operating Budget pages, the total amount budgeted for
Community Relations in 2010 reflects a decrease of $39,945 compared to the amount budgeted in 2009.
The 2010 Events Administration budget reflects a decrease of $258,827 compared to the amount
budgeted in 2009. The total 2010 Operating Budget for the two (2) work units has a combined budget
decrease of $298,772 as compared to the 2009 Operating Budget.
An additional question was raised with regard to the recently engaged outside professional services in
Community Relations. To provide context to the cost information that follows, additional background
information is necessary. Authorized within the 2009 Operating Budget was a position entitled Public
Affairs Officer, which later became vacant in August 2009. This position subsequently remained unfilled
for the remainder of 2009 and was eliminated and replaced with a Public Informiation Officer position in
the 2010 Operating Budget; however, this position was not funded. In addition to the unfunded Public
Information Officer position, an employee in one of the two funded and staffed Public Information
Officer positions qualified for short -term disability and has been on disability leave since late -March
2010. Consequently, an administrative decision was made to utilize outside professional services to off-
set the current staffing shortage.
The use of the outside professional services also provides an opportunity to evaluate contracting for
specific communication needs versus utilizing City employees. The type of services being provided by
the three outside professional service providers involve professional written communication, media
relations, marketing, social media policy development, and web test editing. The total monthly
professional service fees for the three professional service providers amount to $5,000 per month, which
covers a combined total of 75 hours of services per month. The total amount paid through June 15, 2010
for services rendered equals $9,564.50.
Recommendation
Staff recommends adoption of Ordinance No. 23 -10 at the second reading/public hearing on July 1, 2010.
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 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 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 nrograms consistent with Citv standards of nerfonnance, cmality. 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 maybe 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 of Dublin Classification & Compensation Study, BSMC Consulting, City of Dublin Administrative Order 2.64.
Community Relations
STATEMENT OF FUNCTIONS
Community Relations /Communications serves as in -house support to all City functions for communication counsel, public
information campaigns, message and issues management, graphic design and branding, publications, cable TV services and
ceremonial and special project needs; in 2009 these include the Grounds of Remembrance, the Parade of Homes and the
Bicentennial Celebration. Communications is responsible for internal communications, external communications, media
relations, and the City and Dublin Irish Festival web sites and Intranet sites. Community Relations also coordinates City
services rewired for events held within the City of Dublin through the Special Event Permit process.
OBJECTIVES AND ACTIVITIES
• To serve as media relations and public information officers for all City departments.
• To promote City Council goals, achievements and initiatives, including economic development, environmental
sustainability and Historic Dublin.
• To develop and administer the City's internal communications program, employee recognition events program
and the City's overall recognition program.
• To manage citywide social media efforts including online video, blogging, social networking and podcasts.
• To conduct biennial citywide Public Opinion and Citizen Satisfaction survey.
• To research and prepare speeches and talking points for City Council members, City Manager, directors and other
key officials.
• To coordinate press conferences, dedications and special projects such as the State of the City Address, park
dedications, Arbor Day, Grounds of Remembrance and the City's Bicentennial Celebration.
• To manage the City's web sites including City of Dublin, Dublin Irish Festival, DubNet, and Economic
Development.
• To manage the City's cable TV programming including "It's Happening in Dublin," bulletin board and
community programming, i.e. Dublin Schools.
• To implement the Civic Association Initiative via regular correspondence, bi -annual meetings, block party
package and float initiative.
• To coordinate citywide Memorial Tournament activities to enhance relationships with community leaders and
VIPs for economic development, relationship building and international recognition.
• To support the special events team in coordinating and implementing the Dublin Irish Festival, Independence Day
Celebration, St. Patrick's Day Parade and Spooktaculan
• To serve as a liaison to Historic Dublin to promote their events and special projects and facilitate the banner and
pennant program.
PERSONNEL DATA
2008
2009
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Community Relations
1
1
Public Affairs Officer
1
I
Public Information Officer
2
2
Website Editor
1
l
Website Specialist
1
1
Administrative Assistant
1
1
Office Assistant 11
1
1
Community Relations Assistant
1
1
Intern
2
2
Office Assistant I- Seasonal/ 3
1
1
months
TOTAL
12
12
NOTES & ADJUSTMENTS
The Personal Services costs for the Director, Administrative Assistant, Community Relations Assistant, Office Assistant 11
and seasonal Office Assistant I are allocated fifty percent (50 %) to this budget and fifty percent (50 %) to the Hotel/Motel
Tax Fund.
CommRelations -61- 1 2/08/08
2009 Budget - City of Dublin, Ohio
General Fund
City Manager
Community Relations 2007 2008 2008 2008 2009
Actual Budget Revised Budget Estimate Budget
101 -1130
Personal Services
2110 Salaries/Wages
345,105
433,020
433,020
402,500
478,675
2111 Overtime Wages
6,551
7,750
7,750
5,000
7,750
2112 Other Wages
18,750
36,100
36,100
31,572
36,700
2120 Employee Benefits
128,594
164,100
164,100
142,000
158,285
499,000 640,970 640,970 581,072 681,410
Other Expenses
2201
Conference /Mileage
7,431
10,250
10,250
6,508
11,250
2211
Meeting Expenses
888
1,300
1,300
1,300
1,300
2320
Communications
9,471
7,350
6,750
5,950
1,100
2330
Rents /Leases
1,085
0
0
0
0
2349
Professional Services
64,184
88,700
91,380
82,200
164,400
2351
Maint, of Equipment
0
600
600
0
1,100
2370
Advertising
23,800
22,000
23,732
23,732
23,000
2380
Printing & Reproductions
12,561
41,500
48,614
41,700
20,500
2390
Misc Contractual Services
3,305
2,050
2,563
2,400
3,600
2391
Memberships /Subscriptions
4,821
5,100
5,100
5,100
4,135
2410
Office Supplies
6,427
6,500
7,543
6,500
7,300
2420
Operating Supplies
6,637
10,500
15,397
10,000
15,000
2440
Small Tools & Minor Equip
724
9,500
10,800
10,800
1,500
2812
Special Projects /Programs
143,503
205,100
208,713
167,707
105,800
2813
Promotional Programs
162,481
178,300
178,860
178,856
196,500
447,318 588,750 611,602 542,753 556,485
Capital Outlay
2520 Equipment & Furniture 0
5,000
5,000
5,000
0
0
TOTALS $946,318
5,000
$1,234,720
5,000
$1,257,572
5,000
$1,128,825
0
$1,237,895
-62-
Community Relations
STATEMENT OF FUNCTIONS
Hotel/Motel Tax Fund. 75% of the hotel /motel tax revenues are credited to Hotel/Motel Tax Fund in accordance with City
Ordinance No. 133 -87. The remaining 25% is distributed to the Dublin Convention and Visitors Bureau (DCVB). From
the Hotel/Motel Tax Fund, the City allocates 25% of the total revenue to the Dublin Arts Council (DAC), up to a maximum
as specified in a lease agreement executed for the DAC's use of a City -owned facility. Funds may be distributed to other
organizations through City Council review of submitted hotel /motel tax grant applications.
Community Relations/Special Events. City - sponsored events are approved through the normal budget process. For 2009,
these include the St. Patrick's Day Parade, Independence Day Celebration, Dublin Irish Festival (DIF) and Spooktacular.
Community Relations plans, implements, and manages special events that enhance the City's international image, build
community, provide fundraising opportunities for community organizations, and support the mission of the DCVB by
attracting overnight visitors to Dublin hotels.
OBJECTIVES AND ACTIVITIES
• To plan, implement, and manage City- sponsored festivals, events and parades in a professional and fiscally
responsible manner.
• To ensure that City Council's goals of fostering community pride and spirit by creating events and encouraging
community participation are achieved.
• To establish, develop, and cultivate effective relations among the City, community organizations and schools
involved in special events.
• To cultivate relationships with cultural and tourism boards in the United States, Canada and Ireland to enhance
artistic and cultural elements and increase overnight attendance in Dublin hotels.
• To secure cash, media and in -kind donations for City of Dublin events by creating and maintaining mutually
beneficial partnerships with local, regional and national corporations.
• To secure and build relationships with media partners to reach targeted audiences
• To promote events to local, regional, national and international markets
• To cultivate relationships with community organizations by providing fundraising opportunities in support of
community initiatives.
• To lead and organize other City divisions to ensure the safety and comfort of visitors to events.
• To develop and negotiate contracts in conjunction with risk management and legal counsel.
• To develop and manage a wide range of entertainment and activities targeting children, youth and adults.
• To plan and implement special event support services including transportation, accommodations, equipment
rentals, electrical and sound services and hospitality.
• To implement safe events through efforts with NIMS training and a comprehensive and citywide safety plan.
• To serve on the Board of Trustees of the Dublin Convention and Visitors Bureau as an ex- officio member.
PERSONNEL DATA 2008 2009
POSITION TITLE CURRENT NUMBER ADOPTED
Event Administrator 3 3
Intern 1 I
TOTAL 4 4
NOTES AND ADJUSTMENTS
As noted in the General Fund, the Director of Community Relations, the Administrative Assistant, Community Relations
Assistant, Office Assistant II and seasonal Office Assistant I are allocated 50% to this budget. Numerous temporary
employees are used throughout the year to staff City- sponsored special events.
SpEvents -185- 12/08/08
2009 Budget - City of Dublin, Ohio
Hotel /Motel Tax
City Manager
Community Relations 2007 2008 2008 2008 2009
Actual Budget Revised Budget Estimate Budget
217 -1130
Personal Services
2110
Salaries/Wages
296,503
312,000
312,000
310,500
336,969
2111
Overtime Wages
15,071
15,000
15,000
10,000
15,000
2112
Other Wages
34,522
47,850
47,850
35,000
50,568
2120
Employee Benefits
116,172
126,500
126,500
117,500
126,000
2140
Uniform & Clothing
1,400
1,500
1,710
1,710
1,900
463,668 502,850 503,060 474,710 532,437
Other Expenses
2201
Conferences /Mileage
13,693
15,350
15,350
14,000
16,200
2211
Meeting Expenses
3,788
4,650
4,650
4,650
5,000
2320
Communications
5,606
7,000
6,000
4,000
4,000
2349
Other Professional Sery
1,481,136
1,429,600
1,400,300
1,400,000
1,521,350
2370
Advertising
74,049
77,000
77,700
75,000
77,000
2380
Printing & Reproductions
31,316
37,600
42,390
35,000
32,250
2390
Misc Contractual Services
1,083
1,000
1,000
1,000
1,000
2391
Memberships /Subscriptions
2,020
1,800
1,800
1,800
1,800
2410
Office Supplies
2,647
5,000
5,000
2,500
5,800
2420
Operating Supplies
209,191
202,900
235,000
235,000
258,900
2440
Small Tools & Minor Equip
1,865
18,000
19,000
14,000
3,500
2812
Special Projects /Programs
37,634
30,500
37,025
35,000
10,500
2813
Promotional Programs
972
2,250
2,250
1,000
9,900
2815
Volunteer Program
21,325
25,900
25,900
25,900
26,280
2910
Refunds
2,170
0
1,675
1,500
200
1,888,495
1,858,550
1,875,040
1,850,350
1,973,680
TOTALS
$2,352,163
$2,361,400
$2,378,100
$2,325,060
$2,506,117
-186-
Communications
STATEMENT OF FUNCTIONS
Co serves as in-house support to all City functions for communication counsel, public information
campaigns, message and issues management, graphic design and branding, publications, cable TV services and
ceremonial and special project needs; in 2010 these include the Community Survey, Resident guide, and the Bicentennial
Celebration. Communications is responsible for internal communications, external communications, media relations, and
the City and Dublin Irish Festival web sites and Intranet sites.
OBJECTIVES AND ACTIVITIES
To serve as media relations and public information officers for all City departments.
« To promote City Council goals, achievements and initiatives, including economic development, environmental
sustainability and historic Dublin.
E To develop and administer the City's internal communications program, employee recognition events program
and the City's overall recognition program.
To manage citywide social media efforts including online video, blogging, social networking and podcasts.
o- To conduct biennial citywide Public Opinion and Citizen Satisfaction survey.
• To research and prepare speeches and talking points for City Council members, City Manager, directors and
other key officials.
• To coordinate press conferences, dedications and special projects such as the State of the City Address, park
dedications, arbor Day and the City's Bicentennial Celebration.
• To manage the City's web sites including City of Dublin, Dublin Irish Festival, DubNet, and Economic
Development.
• To manage the City's cable TV pro grammin g including "It's Happening in Dublin," bulletin board and
community programming, i.e. Dublin Schools.
• To implement the Civic Association Initiative via regular correspondence, bi- annual meetings, block party
package and float initiative.
To coordinate citywide Memorial To »mam a tactivities to enhance relationships with community leaders and
VIPs for economic development, relationship building and international recognition.
To serve as a liaison to Historic Dublin to promote their events and special projects andfacilitate the banner and
pennant program.
PERSONNEL DATA
2009
2010
POSITION TITLE
CURRENT HUMMER
ADOPTED
Director, Communications
1
1
Public Affairs Officer
1
0
Public Information Officer
2
3
Website Editor
1
1
Website Specialist
1
1
Administrative Assistant
1
I
Administrative Specialist
0
1
Intern
1
.1
TOTAL
8
9
NOTES & ADJUSTMENTS
The personnel and funding requests shown here are based on the revised organizational structure approved by City
Council on November 16, 2009. The personnel shown was reallocated from Community Relations. Two of the
positions, the Director and Administrative .Assistant, previously were allocated 50 percent to this budget and 50 percent
to the HotellMotel Tax Fund. The Public Affairs Officer is replaced by an additional Public1nformation Officer (PIO)
position; however, the third PIO position is proposed but no funding is reflected in 2010. An Administrative Specialist
position, formerly included within the Office of the Public Service Director, has been reallocated to Communications due
to the reorganization.
Communications -65- 12/07/09
2010 Budget - City of bulb, Ohio
General Fund
City Manager
Communications 2008 2009 2009, 2009 2010
Actual Budget Revised: Budget Estimate Budget
101 -1130
Personal Services
2110
2111
2112
2113
2120
Salaries/Wages
Overtime Wages
Other Wages
Short Term Disability
Employee Benefits
403,606
4,932
29,075
0
139,719
478,675
7,750
36,700
0
158,285
468,293
7,750
36,700
10,382
166,785
447,700
4,650
27,000
3,410
165,610
489,620
7,800
32,700
0
157,380
2211
Meeting Expenses
1,299
1,300
1,300
1,300
1,300
2320
Communications
577,332
681,410
689,910
648,370
687,500
Other Expenses
2201
Conference /Mileage
8,435
11,250
2,750.
1,650
2,250
2211
Meeting Expenses
1,299
1,300
1,300
1,300
1,300
2320
Communications
5,777
1,100
1,100
1,100
10,900
2330
Rents/Leases
0
0
0
0
0
2349
Professional Services
64,336
164,400
168,000
144,400
183,400
2351
Maint. of Equipment
0
1,100
1,100
0
1,100
2370
Advertising
23,204
23,000
23,528
23,528
24,000
2380
Printing & Reproductions
32,756
20,500
31
9,500
20,500
2390
Misc Contractual Services
1,407
3,600
3,600
3,600
3,400
2391
Memberships/Subscription:
3,567
4,135
4,135
4,135
3,800
2490
Office Supplies
4,489
7,300
7,300
4,500
4,800
2420
Operating Supplies
3,370
15,000
26,448
16,000
4,000
2440
Small Tools & Minor Equip
10,726
1,500
1,500
1,500
800
2812
Special Projects /Programs
167,711
105,800
118,300
73,600
55,700
2813
Promotional Programs
179,997
196,500
196,500
181,000
194,500
507,074 556,485 587,027 465 510,450
Capital Outlay
2520 Equi pment & Furniture 100 0 0 0 0
100 0 0 0 0
TOTALS $1,084,506 $1,237,895 $1,276,937 $1,114,183 $1,197,950
M .
Events Administration
STATEMENT OF FUNCTIONS
Hotel/Motel Tax Fund. 75% of the hotel/motel tax revenues are credited to Hotel/Motel Tax Fund in accordance with
City Ordinance No. 133-87 and the Ohio Revised Code. The remaining 25% is distributed to the Dublin Convention and
Visitors Bureau (DCVB). From the Hotel/Motel Tax Fund, the City allocates approximately 25% of the total revenue to
the Dublin Arts Council (DAC), up to a maximum as specified in a lease agreement executed for the DAC's use of a
City-owned facility. Funds may be distributed to other organizations through City Council review of submitted
hotel/motel tax grant applications.
Events Admininstration. City- sponsored events are approved through the normal budget process. For 2010, these
include the St. Patrick's Day Parade, Independence Day Celebration, Dublin Irish Festival (DIF) and Spooktacular.
Events Administration plans, implements, and manages special events that enhance the City's international image, build
community, provide fundraising opportunities for community organizations, and support the mission of the DCVB by
attracting overnight visitors to Dublin hotels.
OBJECTIVES AND ACTIVITIES
• To plan, implement, and manage City- sponsored festivals, events and parades in a professional and fiscally
responsible manner.
• To ensure that City Council's goals of fostering community pride and spirit by creating events and encouraging
community participation are achieved.
• To establish, develop, and cultivate effective relations among the City, community organizations and schools
involved in special events.
To cultivate relationships with cultural and tourism boards in the United States, Canada and Ireland to enhance
artistic and cultural elements and increase overnight attendance in Dublin hotels.
• To secure cash, media and in -kind donations for City of Dublin events by creating and maintaining mutually
beneficial partnerships with local, regional and national corporations.
• To secure and build relationships with media partners to reach targeted audiences
• To promote events to local, regional, national and international markets
• To cultivate relationships with community organizations by providing fundraising opportunities in support of
community initiatives.
• To lead and organize other City divisions to ensure the safety and comfort of visitors to events.
• To develop and negotiate contracts in conjunction with risk management and legal counsel.
• To develop and manage a wide range of entertainment and activities targeting children, youth and adults.
• To plan and implement special event support services including transportation, accommodations, equipment
rentals, electrical and sound services and hospitality.
• To implement safe events through efforts with NIMS training and a comprehensive and citywide safety plan.
• To serve on the Board of Trustees of the Dublin Convention and Visitors Bureau as an ex -officio member.
PERSONNEL DATA
POSITION TITLE
Event Administrator
Office Assistant II
Community Relations Assistant
Intern
Office Assistant I/seasonal (3 months)
TOTAL
2009 2010
CURRENT NUMBER ADOPTED
3 3
1 1
1 1
1 1
] 1
7 7
NOTES AND ADJUSTMENTS
As noted in the General Fund, two of these positions, Office Assistant II and Community Relations Assistant, previously
were allocated 50% to this budget and 50% to the Hotel/Motel Tax Fund. The Director of Community Relations and an
Administrative Assistant, formerly funded 50% in this budget, are now funded entirely in the General Fund in
Communications. Numerous temporary employees are used throughout the year to staff City- sponsored special events.
SpEvents -193- 12/07/09
2410 Budget - City of Dublin, Ohio
Hotel/Motel Tax
City Manager
Events Administration 2008 2009 2009 2009 2010
Actual Budget Revised Budget Estimate Budget
217 -1130
Personal Services
2110
Salaries/Wages
306,983
336,969
328,781
312,060
302,500
2111
Overtime Wages
8,942
15,000
15,000
14,000
13,000
2112
Other Wages
47,710
50,568
55,068
55,000
43,600
2113
Short Term Disability
0
0
6,484
2,562
0
2120
Employee Benefits
111,164
128,000
128,000
120,000
87,410
2140
Uniforms & Clothing
1,710
1,900
1,900
910
1,050
476,509 532,437 535,233 504,532 447,560
Other Expenses
2201
Conferences/Mileage
14,270
16,200
16,955
6,000
6,300
2211
Meeting Expenses
3,615
5,000
5,000
3,700
2,850
2320
Communications
5,263
4,000
4,000
4,000
4,550
2349
Other Professional Sery
1,349,637
1,521,350
1,521,350
1,400,000
1,420,300
2370
Advertising
77,619
77,000
77,800
70,000
71,000
2380
Printing & Reproductions
30,161
32,250
32,250
24,950
26,450
2390
Misc Contractual Services
1,771
1,000
1,000
1,000
1,000
2391
Memberships/Subscriptions
1,721
1,800
1,800
1,800
1,700
2410
Office Supplies
3,630
5,800
5,800
4,000
4,250
2420
Operating Supplies
230,906
258,900
258,900
250,000
234,200
2440
Small Tools & Minor Equip
16,982
3,500
3,500
2,000
1,500
2812
Special Projects /Programs
21,060
10,500
10,500
500
250
2813
Promotional Programs
1,291
9,900
9,900
4,900
3,100
2815
Volunteer Program
22,437
26,280
26,280
16,000
22,080
2910
Refunds
1,475
200
200
0
200
1,781,838 1,973,680 1,975,235 1,788,850 1,799,730
TOTALS $2,258,347 $2,506,117 $2,510,468 $2,293,382 $2,247,290
-194-
RECORD OF ORDINANCES
23 -10
Ordinance No. Passed
AN ORDINANCE AMENDING SECTION 2 (WAGE AND
SALARY STRUCTURE /ADMINISTRATION), PARAGRAPH
A, OF ORDINANCE NO. 73 -06 ( "COMPENSATION PLAN
FOR NON -UNION PERSONNEL ") FOR THE PURPOSE OF
REASSIGNING CERTAIN JOB CLASSIFICATIONS TO
DIFFERENT PAY GRADES IN CONJUNCTION WITH THE
RECLASSIFICATION OF THREE POSITIONS.
20
WHEREAS, pursuant to Section 33.28 of the Dublin Codified Ordinances, the
Compensation Plan may be amended by Council on the recommendation of the City
Manager from time to time as circumstances require through the reassignment of
classifications to different pay grades; and
WHEREAS, Council has determined, upon the recommendation of the City Manager,
that Section 2, paragraph A ( "Salary Structure /Administration ") of the Compensation Plan
(Ordinance 73 -06) should be amended for such purpose; and
WHEREAS, Council has determined that these amendments are necessary for the
administrative and operational effectiveness of the City of Dublin,
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of Dublin, State
of Ohio, of the elected members concurring, that:
Section 1. 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 Events Administration functional categorical heading,
as follows:
Events Administration
Classification Title
Pay Grade
Events Manager
3.3
Section 2. Section 2 (Wage & Salary Structure /Administration), paragraph A, of
Ordinance No. 73 -06 be amended by deleting the Parks & Recreation Reservations
Coordinator, Membership Coordinator, and Parks & Recreation Reservations Supervisor
job classification titles and corresponding pay grades under the Recreation functional
categorical heading and replacing them with the following:
Recreation
Classification Title
Pay Grade
Parks & Recreation Operation Supervisor
5.1
Parks & Recreation Facilities Coordinator
5.2
Section 3 . This Ordinance shall take effect and be in force at the earliest point
permitted by law.
Passed this day of 1 2010.
Mayor — Presiding Officer
ATTEST:
Clerk of Council
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" /Sr
Date: June 10, 2010
Initiated By: Mike Epperson, Deputy City Manager /Chief of Police
David Harding, Director of Human Resources
Re: Ordinance No. 23 -10 -Amending the Compensation Plan
Summary
As Council will recall, in late 2009 the City Manager recommended an organizational restructuring,
which was subsequently approved by Council. During the discussion surrounding this restructuring,
Council was advised that there may be some transition issues that would require further study by staff,
and that staff would report back to Council mid -year regarding the proposed resolution of such issues or
the need for additional resources. One of these transition issues involved identifying any gaps in the
organization resulting from this restructuring, where the reassignment of existing staff or the hiring of
additional staff may be necessary. Human Resources has conducted an analysis of these organizational
gaps and has recommended that these gaps be addressed by the reclassification of certain positions and
the reassignment of personnel.
In addition, in early 2010 staff strengthened its commitment on an organization -wide basis to
conducting such in -depth workforce /talent analyses for position vacancies (funded positions) occurring
during the course of the year to determine whether the critical work could be redistributed elsewhere in
our existing workforce where additional capacity may exist. (Council may recall that during the first
quarter 2010 financial update presentation in April, Deputy City Manager /Finance Director Grigsby
made reference to these kinds of workforce analyses in the context of pending position vacancies.)
Conducting such a workforce and talent analysis, especially in the context of recent position vacancies
and the current economic conditions, is a sound management practice. This enables management to take
a fresh look at the nature of the work relative to the talent already in our workforce and reassign that
talent accordingly. Several position vacancies have indeed occurred in the first half of 2010, which have
resulted in opportunities for management within the affected operating units to re- examine the structure
and nature of the work and determine whether the existing talent within the organization could absorb
the critical functions. HR has assisted departmental directors in conducting such workforce /talent
analyses, which has resulted in the recommendation to reclassify certain positions and reassign
personnel.
After careful consideration of the recommendations from Human Resources in both of the above
scenarios, senior management concurs with such recommendations. These recommendations result
I — These are positions fully funded by the 2010 Operating Budget and Annual Appropriations, not to be confused with
the position vacancies identified in the Budget as "unfunded."
Memo re. Ordinance 23 -10 - Amending the Compensation Plan
June 10, 2010
Page 2 of 3
in the need to reassign certain classifications to different pay grades in the City salary range structure in
Section 2, paragraph A of the Compensation Plan. Attached, therefore, for your consideration is
Ordinance No. 23 -10 amending Section 2, paragraph A of the Compensation Plan to reassign such
positions to the appropriate pay range in the City salary range structure.' Also attached for your
reference is a redlined version of Section 2.A of the Compensation Plan showing the proposed
amendments, in addition to the current Salary Range Structure as adopted in Section 23 of the
Compensation Plan.
A brief summary of the amendments referenced in Sections 1 and 2 of the attached legislation is
provided as follows.
Section 1 . This amendment relates to a job reclassification and proposed pay grade reassignment within
Events Administration.
• Events Manager — The organizational restructuring approved in late 2009, in part, included the
separation of the Community Relations /Communications function and the Special Events
function from one combined operating unit into two separate operating units. This restructuring
resulted in a leadership /management gap within the new Events Administration unit.
Consequently, Deputy City Manager Epperson and HR Director Harding conducted an analysis
of the work structure, nature of work, and talent within the new Events Administration unit to
determine how the leadership /management gap should be addressed. This workforce /talent
analysis included an in -depth examination of the job classification titles and duties of the
positions comprising this operating unit. The outcome of this analysis has resulted in the need to
reclassify one of the existing "Events Administrator' positions to "Events Manager' to assume
the leadership role in that unit. Since this reclassification results in a larger role in the
organization, with an elevated level of responsibility, complexity, and accountability, it requires
a commensurate reassignment in pay grade from pay grade 4.2 ($52,600 - $77,100) to pay grade
3.3 (S 69,500 - $101,900) in the City salary range structure. (Attached for your reference is the
Events Manager Classification Description.)
Section 2 . These amendments relate to job reclassifications and proposed pay grade reassignments in
Recreation Services.
• Parks & Recreation Operations Supervisor — As the result of a recent vacancy within the Parks
& Recreation Facility Reservations Supervisor position and, under the advice and direction of
Deputy City Manager Epperson and HR Director Harding, Matt Earman, Director of Recreation
Services, conducted a workforce and talent analysis of his operations unit to determine whether
the work of that unit could be restructured to enhance the unit's overall effectiveness, yet reduce
personnel costs. As a result of his analysis, Mr. Earman recommended the restructuring of the
unit's work, which includes the consolidation of certain functions and operations, the
realignment of certain roles, and the reclassification of the existing "Parks & Recreation
Reservations Coordinator' position to "Parks & Recreation Operations Supervisor," thereby
eliminating the need to re -fill the position vacancy. This restructuring of the work, consolidation
of functions, and position reclassification achieves alignment of all facility scheduling, rental,
2 - Section 33.27 of the Dublin Codified Ordinances requires the Compensation Plan to be adopted by Council in
the form of an ordinance. Section 33.28 further establishes that the Compensation Plan may be amended on the
recommendation of the City Manager from time to time as circumstances require, either by the adjustment of
pay ranges or by the reassignment ofjob classifications to different pay ranges.
Memo re. Ordinance 23 -10 - Amending the Compensation Plan
June 10, 2010
Page 3 of 3
and manager on duty functions and personnel under the supervision of a single operations
supervisor responsible for managing all day to day logistical activities, plus reduces personnel
costs by approximately $9,000. (Under the current structure, the facility planning, scheduling,
rental, and manager on duty functions, operations, and personnel are assigned to different
sections of the unit and report to different supervisors.) Since this reclassification results in a
larger role within the organization, with a higher level of responsibility, complexity, and
accountability, it requires a commensurate reassignment in pay grade from pay grade 5.3
($35,000 — $51,300) to pay grade 5.1 ($42,200 - $61,900) in the City salary range structure.
(Attached is the Parks & Recreation Operations Supervisor classification description.)
Parks & Recreation Facility Coordinator - As part of the workforce /talent analysis conducted by
Mr. Earman regarding the restructuring of work in the operations unit and the subsequent
consolidation of functions and realignment of roles, Mr. Earman has recommended the
reclassification and change in status of the Part-Time Permanent "Membership Coordinator'
position to Full -Time Permanent "Parks & Recreation Facility Coordinator." This modified role
would now be responsible for coordinating the consolidated functions involving the DCRC
Manager on Duty shifts, membership sales processing, refund processing, transaction balancing,
and inquiries related to facility reservations, under the direction of the Parks & Recreation
Operations Supervisor referenced above. This restructuring of work and consolidation of roles
would result in the net reduction of one Part-Time Permanent position and reduction in
personnel costs of approximately $34,000 annually. Since this reclassification results in a larger
role within the organization, with an elevated level of responsibility, complexity, and
accountability, it requires a commensurate reassignment in pay grade from pay grade 5.3
($35,000 - S51,300) to pay grade 5.2 ($38,000 - $55,800) in the City salary range structure.
Attached is the Parks & Recreation Facility Coordinator classification description.
Recommendation
Staff recommends adoption of Ordinance No. 23 -10 at the second reading/public hearing on July 1,
2010.
Attachments:
Section 2.A of Compensation Plan (Job Classifications and Pay Grades)
Section 23 of Compensation Plan (Salary Structure Table)
Events Manager Classification Description
Parks & Recreation Operations Supervisor Description
Parks & Recreation Operations Coordinator Description
SECTION (2) (A) OF COMPENSATION PLAN (ORDINANCE NO. 73 -06)
(WAGE & SALARY STRUCTURE /ADMINISTRATION)
Job Classifications and Pay Grades
The following is a listing of City job classifications and corresponding pay grades
grouped categorically:
Administrative Support
Classification
Pay Grade
Staff Assistant
5.3
Administrative Assistant
5.2
Administrative Specialist
5.1
Executive Assistant
5.1
Building Regulation
Classification
Pay Grade
Development Review Specialist I
5.2
Development Review Specialist II
5.1
Residential Plans Examiner
4.3
Building Inspector
4.3
Electrical Inspector
4.3
Senior Building Inspector
4.2
Review Services Administrator
4.2
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
6.2
Office Assistant II
6.1
Criminal Justice
Classification
Pay Grade
Court Clerk
5.2
Community Justice Officer
5.1
Court Administrator
4.1
Communitv Relations /Public Information
Classification
Pay Grade
Website Specialist
4.3
Public Information Officer
4.3
Senior Public Information Officer
4.2
Public Affairs Officer
4.1
Website Editor
4.1
Director of Community Relations
3.1
Economic Development
Classification
Pay Grade
Economic Development Administrator
4.2
Deputy City Manager /Director of Economic Development
2
EnLineerine /Electrical
Classification
Pay Grade
Electrical Worker
5.3
Engineering Assistant
5.3
Engineering Project Inspector
5.1
Engineering Project Coordinator
4.3
Civil Engineer I
4.3
Civil Engineer II
4.2
Senior Civil Engineer
4.1
Engineering Manager
3.3
Director of Engineering
3.1
Events Administration
Classification
Pay Grade
Community Relations Assistant
5.3
Event Administrator
4.2
Events Manager
3.3
Environmental Sustainabilitv
Classification Pay Grade
Sustainability Programs Administrator 4.2
Finance/Accounting /Procurement
Classification
Pay Grade
Procurement Assistant
6.1
Accounting Assistant
5.3
Accounting Specialist
5.2
Payroll Specialist
4.3
Accountant
4.3
Budget Analyst
4.2
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 Manager /Director of Finance
2
General Manaeement/Administration
Classification
Pay Grade
Management Assistant
4.3
Volunteer Administrator
4.2
Senior Project Manager
3.3
Director of Administrative Services
3.1
Human Resources
Classification
Pay Grade
Human Resource Assistant
5.3
Risk Management Assistant
5.2
Human Resource Specialist
4.3
Safety Administrator/Risk Manager
4.1
Human Resource Manager
3.3
Director of Human Resources
3.1
Information Technology
Classification
Pay Grade
Support Services Analyst
5.1
GIS Analyst
5.1
Software Application Specialist
4.3
Senior Support Services Analyst
4.3
Senior GIS Analyst
4.3
Network Administrator
4.2
Information Technology Project Leader
4.1
GIS Administrator
4.1
IT Manager
3.3
Network Operations Manager
3.3
Director of Information Technology
3.2
Landscape Architecture
Classification Pay Grade
Landscape Architect 4.2
Land Use Planning /Zoning
Classification
Pay Grade
Landscape Inspector
5.2
Zoning 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
Law Enforcement/Emereency Management
Classification
Pay Grade
Police Property Technician
5.2
Communications Supervisor
4.3
Emergency Mgmt. Coord. /Law Enforcement Planner
4.2
Technical Services Bureau Commander
3.2
Police Lieutenant
3.2
Deputy City Manager /Chief of Police
2
Legislative Affairs
Classification Pay Grade
Deputy Clerk of Council 5.1
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 Management
Classification Pay Grade
Records Management Technician 5.3
Recreation
Classification
Pay Grade
33
U.. «L.. P. Uop r o a ti on R Psg4 .. a ti enq C eer di na t eF
Parks & Recreation Facility Coordinator
5.2
Recreation Operations Coordinator
5.2
Recreation Program Coordinator
5.2
Membership Services Supervisor
5.1
Parks & Recreation Operations Supervisor
5.1
Recreation Program Supervisor
5.1
Theater Supervisor
5.1
Recreation Administrator
4.2
Director of Recreation Services
3.2
Service /Maintenance/Utilities /Facilities
Classification
Pay Grade
Crew Supervisor
5.1
Operations Administrator
4.2
Fleet Administrator
4.2
Director of Streets & Utilities
3.2
Facilities Manager
3.3
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 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 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.
CITY OF DUBLIN
CLASSIFICATION DESCRIPTION
Classification Title: Events Manager Classification #:
FLSA Status: Exempt Service Type: Classified
Pay Grade: 3.3 Date:
Primary Focus
This position manages the Events Administration work unit, which was established through the
Organizational Restructuring in late 2009. The restructuring created the need for a
leader /manager position to oversee the unit. This is professional and managerial work directing
the Events Administration unit, which reports to the Deputy City Manager — Safety, Leisure
Services, Strategic Planning and Organizational Development. The incumbent oversees the
planning, management, coordination, and implementation of city- sponsored events, which
includes the marketing of such events as well as working with community and business groups to
secure financial and in -kind sponsorship for City events. Work includes developing programs,
standards, policies and procedures to promote special events. Incumbent manages a $2.2 Million
Operating Budget.
Incumbent must model the following established core values: Integrity, Respect,
Communication, Teamwork, Accountability, Positive Attitude, and Dedication to Service.
Given the nature of this classification's duties /responsibilities, it has been designated as Exempt
under the governing Fair Labor Standards Act regulations and, therefore, is not entitled to formal
overtime compensation and /or formal compensatory time.
Supervisory Responsibilities:
This position supervises two core professionals (Events Administrator) engaged in the planning,
implementation, and administration of City- sponsored special events (i.e. Dublin Irish Festival,
Independence Day Celebration, St. Patrick's, Spooktacular), in addition to fundraising for such
events. Also supervises two administrative /technical support positions (Staff Assistant, Events
Assistant) responsible for supporting the planning, implementation, and administration of all
City- sponsored events. This position also oversees the activities of various seasonal employees
and interns responsible for the operation of events.
Essential Functions
Manages all functions and personnel engaged in the planning, development, and execution of
signature events and community parades. (These functions include securing paid entertainment,
coordinating applications and community groups, and logistics planning and support.)
Develops all event policies for the promotion and marketing of events. Oversees the development
of specific marketing and fundraising programs designed to highlight signature events and seek
direct and in -kind financial sponsorships for events. Reviews and approves the Marketing and
Fundraising Plans for events.
Oversees and reviews action plans for events including resource and staffing allocation, action
timelines and activity coordination. Provides guidance and direction to other City work units
engaged in the planning of events and the provision of support functions for events.
Events Manager Classification Description
Page 2
Manages the process for negotiating and securing contracts with suppliers and vendors for the
provision of needed goods and services for events; works with legal counsel in the development
of contract terms and provisions that are most favorable to the City.
Prepares, develops and presents the Event Administration unit's annual operating budget;
presents budget to City Council and provides relevant information regarding programs,
operations, functions, and activities.
Evaluates organizational performance of the Events Administration unit and improves functions,
operations, policies, and procedures governing the planning and administration of all special
events.
Evaluates individual employee performance in meeting established performance goals and
objectives.
Core Competencies:
Decision Quality - Makes good decisions (without considering how much time it takes) based
upon a mixture of analysis, wisdom, experience, and judgment; most of his /her solutions and
suggestions turn out to be correct and accurate when judged over time; sought out by others for
advice and solutions.
Delegation - Clearly and comfortably delegates both routine and important tasks and decisions;
broadly shares both responsibility and accountability; tends to trust people to perform; lets direct
reports and others finish their own work.
Developing Direct Reports - Provides challenging and stretching tasks and assignments; holds
frequent development discussions; is aware of each person's career goals; constructs compelling
development plans and executes them; pushes people to accept development moves; will take on
those who need help and further development; cooperates with the developmental system in the
organization; is a people builder
Managing and Measuring Work - Clearly assigns responsibility for tasks and decisions; sets clear
objectives and measures; monitors process, progress, and results; designs feedback loops into
work.
Planning - Accurately scopes out length and difficulty of tasks and projects; sets objectives and
goals; breaks down work into the process steps; develops schedules and task /people assignments;
anticipates and adjusts for problems and roadblocks; measures performance against goals;
evaluates results.
Confronting Direct Reports - Deals with problem direct reports firmly and in a timely manner;
doesn't allow problems to fester; regularly reviews performance and hold timely discussions; can
make negative decisions when all other efforts fail; deals effectively with troublemakers.
Hiring and Staffing - Has a nose for talent; hires the best people available from inside or outside;
is not afraid of selecting strong people; assembles talented staffs.
Action Oriented - Enjoys working hard; is action oriented and full of energy for the things he /she
sees as challenging; not fearful of acting with a minimum of planning; seizes more opportunities
than others.
Events Manager Classification Description
Page 3
Comfort Around Higher Management - Can deal comfortably with more senior managers; can
present to more senior managers without undue tension and nervousness; understands how senior
managers think and work; can determine the best way to get things done with them by talking
their language and responding to their needs; can craft approaches likely to be seen as appropriate
and positive.
Customer Focus - Is dedicated to meeting the expectations and requirements of internal and
external customers; gets first -hand customer information and uses it for improvements in products
and services; acts with customers in mind; establishes and maintains effective relationships with
customers and gains their trust and respect.
Fairness to Direct Reports - Treats direct reports equitably; acts fairly; has candid discussions;
doesn't have hidden agenda; doesn't give preferential treatment.
Motivating Others - Creates a climate in which people want to do their best; can motivate many
kinds of direct reports and team or project members; can assess each person's hot button and use
it to get the best out of him /her; pushes tasks and decisions down; empowers others; invites input
from each person and shares ownership and visibility; makes each individual feel his /her work is
important; is someone people like working for and with.
Ethics and Values - Adheres to an appropriate (for the setting) and effective set of core values and
beliefs during both good and bad times; acts in line with those values; rewards the right values
and disapproves of others; practices what he /she preaches.
Minimum Qualifications
Possession of a Bachelor's Degree in Public Relations, Marketing, or other relevant field and
considerable experience in Events Management or any equivalent combination of education and
experience.
Other Requirements
Regular attendance, as governed by and in accordance with applicable rules, regulations,
procedures and laws, is regarded as an essential requirement of this classification.
Compliance with training directives established by supervisory /managerial personnel.
Adherence to all applicable Federal and State safety laws, rules, and regulations and City safety
policies /procedures.
Certification of Approval:
David L. Harding, Director of Human Resources Date
CITY OF DUBLIN
CLASSIFICATION DESCRIPTION
Classification Title: Parks & Recreation Operations Supervisor Classification #:
FLSA Status: Exempt Service Type: Classified
Pay Grade: 5.1 Date:
Primary Focus
Oversees and manages the operations unit which is responsible for operations at the City of Dublin Parks
and Recreation facility, including facility planning, the centralized facility reservations system and DCRC
Managers on Duty program.
Incumbent must model the following established core values: Integrity, Respect, Communication,
Teamwork, Accountability, Positive Attitude, and Dedication to Service.
Given the nature of this classification's duties /responsibilities, it has been designated as Exempt under the
governing Fair Labor Standards Act regulations and, therefore, is not entitled to formal overtime
compensation and/or formal compensatory time.
Supervisory Responsibilities:
Supervision exercised over two Reservations Coordinator positions and approximately 10 part-
time /seasonal staff..
Essential Functions
Supervises and oversees all day to day and park facility and DCRC coverage, logistical planning
including facility reservations, park use permits, facility managers on duty and event planning.
Develops, recommends and implements facility reservation processes. Participates in active development
of local business relationships and community involvement that will enhance the operation and usage of
parks and recreation facilities.
Develops marketing strategies and tools for promoting parks and recreation facility rentals. Evaluates and
makes recommendations to policies and procedures to ensure quality services provided.
Develop centralized facility reservations system and DCRC Operations budget recommendations; justifies
operational and budgetary improvements and expenditures; monitors budget expenditures, procurement,
invoicing and reports. Assists and participates in special projects as recommended by Operations
Administrator.
Provides excellent customer service and correspondence to patrons and internal customers through pre -
event consultation, event planning, reservations and permit requests for use in all Parks and Recreation
facilities. Assists in the daily operating activities of the operations work unit.
Liaison with various City of Dublin departments to elicit suggestions and feedback that enhance and
refine the parks and recreation operations system. Conducts post -event evaluations and makes
modifications or recommendations to policies and procedures to minimize future issues or conflicts.
P &R Operations Supervisor Classification Description
Page 2
Core Competencies
Composure - Is cool under pressure; does not become defensive or irritated when times are tough; is
considered mature; can be counted on to hold things together during tough times; can handle stress; is not
knocked off balance by the unexpected; doesn't show frustration when resisted or blocked; is a settling
influence in a crisis.
Creativity - Comes up with a lot of new and unique ideas; easily makes connections among previously
unrelated notations; tends to be seen as original and value -added in brainstorming settings.
Customer Focus - Is dedicated to meeting the expectations and requirements of internal and external
customers; gets first -hand customer information and uses it for improvements in products and services;
acts with customers in mind; establishes and maintains effective relationships with customers and gains
their trust and respect.
Directing Others - Is good at stabling clear directions; sets stretching objectives; distributes the workload
appropriately; lays out work in a well - planned and organized manner; maintains two -way dialogue with
others on work and results; brings out the best in people; is a clear communicator.
Interpersonal Savvy - Relates well to all kinds of people — up, down, and sideways, inside and outside the
organization; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy
and tact; can diffuse even high- tension situations comfortably.
Planning - Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals;
breaks down work into the process steps; develops schedules and task /people assigninents; anticipates and
adjusts for problems and roadblocks; measures performance against goals; evaluates results.
Problem Solving - Uses rigorous logic and methods to solve difficult problems with effective solutions;
probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks
beyond the obvious and doesn't stop at the first answers.
Time Management - Uses his /her time effectively and efficiently; values time; concentrates his /her efforts
on the more important priorities; gets more done in less time than others; can attend to a broader range of
activities.
Written Communications - Is able to write clearly and succinctly in a variety of communication settings
and styles; can get messages across that have the desired effect.
Minimum Qualifications
Possession of a Bachelor's Degree in Recreation or Hospitality Administration or relevant field and
considerable recreation facility operations experience or any equivalent combination of education and
experience. Previous experience in a supervisory capacity required, preferably in similar industry.
Physical Requirements:
Ability to lift up to 50 lbs. for occasional room setup.
Ability to operate standard office equipment in performing essential functions of work.
P &R Operations Supervisor Classification Description
Page 3
Other Requirements
Regular attendance, as governed by and in accordance with applicable rules, regulations, procedures and
laws, is regarded as an essential requirement of this classification.
Compliance with training directives established by supervisory /managerial personnel.
Adherence to all applicable Federal and State safety laws, rules, and regulations and City safety
policies /procedures.
Certification of Approval:
David L. Harding, Director of Human Resources Date
CITY OF DUBLIN
CLASSIFICATION DESCRIPTION
Classification Title: Parks and Rec. Operations Coordinator Classification #:
FLSA Status: Non - Exempt
Pay Grade: 5.2
Service Type: Classified
Date:
Primary Focus
Supports and assists in the daily operation of the City of Dublin, Recreation Operations Work Unit by
coordinating tasks and projects related to the day to day logistical operations of the DCRC, coordinating
parks and recreation event set -ups, reservations and event consultation.
Incumbent must model the following established core values: Integrity, Respect, Communication,
Teamwork, Accountability, Positive Attitude, and Dedication to Service.
Given the nature of this classification's duties /responsibilities, it has been designated as Exempt under the
governing Fair Labor Standards Act regulations and, therefore, is entitled to formal overtime
compensation and/or formal compensatory time.
Suoervisory Responsibilities
None
Essential Functions
Responsible for coverage of manager on duty and related day to day operations of the DCRC, logistical
planning including parks and recreation facility reservations, park use permits, part-time staff
coordination of facility managers on duty and event planning.
Provides excellent customer service and correspondence to patrons and internal customers through direct
facility operations management, pre -event consultation, event planning, reservations and permit requests
for use in all Parks and Recreation facilities.
Processes and inputs DCRC facility membership /activity registrations, payments and refund requests.
Inputs reservations data and logistics into specialized software program. Processes contracts and basic
financial documents including billing, refunds and permits.
Creates facility set -up diagrams and communicates directly with city staff and clients regarding event
layout and needs. Coordinates with other work units for various set -up requests or changes. Conducts
post -event evaluations and makes recommendations to minimize future conflicts and issues.
Assists in the development and proposal of work unit marketing tools used to promote the Centralized
Facility Reservations system.
Maintains statistical data as support to the Parks and Recreation strategic planning process. Assists and
participates in special projects as recommended by Reservations Supervisor.
P &R Operations Coordinator Classification Description
Page 2
Core Competencies
Dealing w/ Ambiguity - Can effectively cope with change; can shift gears comfortably; can decide and act
without having the total picture; isn't upset when things are up in the air; doesn't have to finish things
before moving on; can comfortably handle risk and uncertainty.
Approachability - Is easy to approach and talk to; spends the extra effort to put others at ease; can be
warm, pleasant, and gracious; is sensitive to and patient with the interpersonal anxieties of others; builds
rapport well; is a good listener; is an early knower, getting informal and incomplete information in time to
do something about it.
Composure - Is cool under pressure; does not become defensive or irritated when times are tough; is
considered mature; can be counted on to hold things together during tough times; can handle stress; is not
knocked off balance by the unexpected; doesn't show frustration when resisted or blocked; is a settling
influence in a crisis.
Customer Focus - Is dedicated to meeting the expectations and requirements of internal and external
customers; gets first -hand customer information and uses it for improvements in products and services;
acts with customers in mind; establishes and maintains effective relationships with customers and gains
their trust and respect.
Managing Diversity - Manages all kinds and classes of people equitably; deals effectively with all races,
nationalities, cultures, disabilities, ages, and both sexes; hires variety and diversity without regard to
class; supports equal and fair treatment and opportunity for all.
Patience - Is tolerant with people and processes; listens and checks before acting; tries to understand the
people and the data before making judgments and acting; waits for others to catch up before acting;
sensitive to due process and proper pacing; follows established process.
Problem Solving - Uses rigorous logic and methods to solve difficult problems with effective solutions;
probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks
beyond the obvious and doesn't stop at the first answers.
Technical Learning - Picks up on technical things quickly; can learn new skills and knowledge; is good at
learning new industry, company, product, or technical knowledge — like intemet technology; does well in
technical courses and seminars.
Time Management - Uses his /her time effectively and efficiently; values time; concentrates his /her efforts
on the more important priorities; gets more done in less time than others; can attend to a broader range of
activities.
Written Communications - Is able to write clearly and succinctly in a variety of communication settings
and styles; can get messages across that have the desired effect.
Minimum Qualifications
High School Diploma or GED equivalent and considerable direct customer service and/or
facility /reservation experience for a wide range of clientele requiring ability to manage levels of
professionalism for each particular situation or any equivalent combination of education and experience.
Prior experience using facility reservation and room design software is preferred.
P &R Operations Coordinator Classification Description
Page 3
Physical Requirements
Ability to lift up to 50 lbs. for occasional room setup.
Ability to operate standard office equipment in performing essential functions of work.
Other Requirements
Regular attendance, as governed by and in accordance with applicable axles, regulations, procedures and
laws, is regarded as an essential requirement of this classification.
Compliance with training directives established by supervisory /managerial personnel.
Adherence to all applicable Federal and State safety laws, axles, and regulations and City safety
policies /procedures.
Certification of Approval
David L. Harding, Director of Human Resources
Date