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Ordinance 18-12RECORD OF ORDINANCES 18-12 — Ordinance No. Passed Fo,, N 20 AN ORDINANCE AMENDING SECTION 2 (WAGE & SALARY STRUCTURE /ADMINISTRATION), PARAGRAPH (A) OF ORDINANCE NO. 73 -06 ( - COMPENSATION PLAN FOR NON -UNION PERSONNEL") FOR THE PURPOSE OF INCORPORATING CERTAIN JOB CLASSIFICATIONS AND CORRESPONDING PAY GRADES. 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, TH 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 the following new job classification titles and corresponding pay grades under the following functional categories: General Management /Administration Classification Title I Pay Grade Director of Strategic Initiatives /Special Projects I 2 Human Resources Classification Title I Pay Grade Human Resource Coordinator 1 5.1 Section 3 . This Ordinance shall take effect and be in force at the earliest point permitted by law. Passed this f7� day of .Qi 2012. F 0 IN • /VEFas Clerk of Council Office of the City Manager Prkway* f c , ity of Dublin Pho 614 - 1 410-4400 • Fax:b614- 0410 -4490 1090 Memo To: Members of Dublin City Council From: Marsha I. Grigsby, City Manager Date: March 22, 2012 Initiated By: David L. Harding, Director of Human Resources Re: Ordinance 18 -12 Amendments to City Compensation Plan (Ordinance No. 73 -06) and Section 33.04 of the Dublin Codified Ordinances Summary At the Council meeting on March 12, 2012, Council authorized by Motion the creation of a new position entitled "Director of Strategic Initiatives /Special Projects" at Pay Grade 2 in the City's Salary Structure. Council's action was based on the recommendation of the City Manager to create such a position whose primary focus would be to achieve Council's adopted vision for the Bridge Street Corridor. The Bridge Street Corridor project is of the highest strategic importance to the future of the City of Dublin, with the potential to shape the economic vibrancy of our community. In addition, this project represents an incredible opportunity for the City of Dublin to remain on the leading edge of the emerging trend in the field of community development. In conjunction with the recommendation for the creation of this position Council motion, staff advised Council that as a follow up to this action, staff would prepare the necessary legislation amending the City Compensation Plan (Ordinance No. 73 -06) to formally reflect the incorporation of this classification title and pay grade. Attached, therefore, for your consideration is Ordinance No. 18 -12 amending the City Compensation Plan (Ordinance No. 73 -06) to formally incorporate the Director of Strategic Initiatives /Special Projects classification title and corresponding pay grade (Pay Grade 2) therein. Also attached for Council's reference is a redline version of the City's listing of job classifications and pay grades reflecting the incorporation of the Director of Strategic Initiatives /Special Projects title and pay grade (under the "General Management /Administration" categorical group), as well as the City's adopted Salary Structure reflecting the salary range for Pay Grade 2. As a secondary, unrelated matter, staff would also like to take this opportunity to reflect an amendment to the Compensation Plan regarding one other job classification title. This matter involves the incorporation of the title "HR Coordinator ". This classification title is the result of the "downgrading" of an existing, vacant HR Specialist position from Pay Grade 4.3 to Pay Grade 5.1). (Please refer to the above referenced listing of job classifications /pay grades and salary structure attachments, which reflect the incorporation of the HR Coordinator title and the salary ranges for Pay Grades 4.3 and 5.1.) To elaborate further, one of the HR Specialist positions became vacant in late- December 2011 when the incumbent accepted a position within another organization. Consistent with the City's established practice of analyzing duties, responsibilities, and needs when position vacancies occur, the HR team re- evaluated their needs prior to recommending that the position be re- filled and determined that the appropriate course of action in this case would be to Memo re. Ordinance 18 -12 Compensation Plan Amendments March 22, 2012 Page 2 of 2 "downgrade" the level of the position from a mid -level HR Professional to an entry-level HR Professional. This action was prompted, in part, by the realization that a primary focus of our HR function has transitioned from the management of high volumes of recruitment and selection to the management of consistently evolving, sophisticated employee wellness and benefit strategies /programs. Inherent to this transition is the need to implement and administer intricate support systems to coordinate considerable volumes of quantitative information and analyze /measure that information in the attainment of meaningful results -based goals. Consequently, this position's role will be focused on providing professional -level support to mid- level and higher -level HR Management through the operational coordination of these and other HR programs, services, and activities. HR's goal in filling this re- configured role will be to hire a qualified entry-level HR professional at a salary level significantly below the prior incumbent of the previous higher -level position. In addition to the amendment of the Compensation Plan, there is a need to amend Chapter 33, Section 33.04 of the Dublin Codified Ordinances to reflect the addition of the Director of Strategic Initiatives /Special Projects to the list of "Unclassified" positions shown in Section 33.04 (B) (3). Council will recall that Section 33.04 (B) establishes the "Unclassified Service" of the City and defines the "Unclassified Service" as those employees who "serve at the pleasure of the City, do not serve a probationary period, and may be dismissed, disciplined or reduced in pay or position at any time without regard to the procedures contained in this Code ". ( "Unclassified" status is synonymous with "At Will Employment ".) The requirement to establish a "Classified and Unclassified Service" is contained in Section 6.06 (Personnel Systems), subsection (b) (Classified and Unclassified Service) of the Revised Dublin Charter, a copy of which is attached for reference purposes. The specified procedure for amending Chapter 33 of the Dublin Codified Ordinances is contained in Section 33.07 (Amendments), which establishes that amendments shall be reported to Council and, unless Council amends or disapproves such amendments by Resolution of Council within 30 days after such report, or such amendments are contrary to the Charter, they shall become effective. Therefore, as required by the specified amendment procedure in Section 33.07, staff is reporting the proposed amendment in the form of written text, attached as "Exhibit A ". "Exhibit A" is a redline version of the code language in Section 33.04 showing the proposed amendment. Please note that "Exhibit A" also contains a "housekeeping" update to the title of one other position, which involves the revision of the title of Deputy City Manager /Chief of Police to Chief of Police. (The "Deputy City Manager" part of the title is no longer relevant following the departure of Michael Epperson and the subsequent appointment of Heinz vonEckartsberg as our new "Chief of Police ".) Recommendation Staff recommends the adoption of Ordinance No. 18 -12 at its second reading /public hearing on April 9, 2012. In addition, staff further recommends that Council permit the proposed amendment to Section 33.04 (B) (3) of the Dublin Codified Ordinances to become effective on April 26, 2012 (requiring no action of Council). Attachments CITY OF DUBLIN LISTING OF JOB CLASSIFICATIONS & 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 Review Services Analyst 4.3 Senior Building Inspector 4.2 Commercial Plans Examiner 4.2 Director of Building Standards /Chief Building Official 3.2 Clerical Support Classification Pay Grade Office Assistant 6.2 Office Assistant 11 6.1 Criminal Justice Classification Pay Grade Court Clerk 5.2 Community Justice Officer 5.1 Court Administrator 4.1 Community Relations /Public Information Classification Pay Grade Web Developer 4.3 Public Information Officer 4.3 Senior Public Information Officer 4.2 Public Affairs Officer 4.1 Web Administrator 4.1 Director of Community Relations 3.1 Economic Development Classification Pay Grade Economic Development Administrator 4.2 Economic Development Manager 3.3 Deputy City Manager /Director of Economic Development 2 Engineering /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 Events Assistant 5.3 Event Administrator 4.2 Events Manager 3.3 Environmental Sustainability Classification I Pay Grade Sustainability Programs Administrator I 4.2 I 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 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 Management /Administration Classification Pay Grade Management Assistant 4.3 Volunteer Administrator 4.2 Senior Project Manager 3.3 Director of Administrative Services 3.1 Director of Strategic Initiatives /Special Projects 2 Human Resources Classification Pay Grade Human Resource Assistant 5.3 Risk Management Assistant 5.2 Human Resource Coordinator 5.1 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 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/Emergency Management Iq 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 Chief of Police 3.1 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 Recreation Classification Pay Grade Recreation Operations Specialist 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 Fleet Manager 3.3 Facilities Manager 3.3 Director of Streets & Utilities 3.2 CITY OF DUBLIN SALARY STRUCTURE TABLE 2011-2012 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. REVISED DUBLIN CHARTER SECTION 6.06 PERSONNEL SYSTEMS 6.06. PERSONNEL SYSTEMS. (a) MERITPRINCIPLE. All appointments and promotions of City employees shall be made on the basis of merit and fitness demonstrated through a competitive selection process to the extent practicable and except as otherwise provided by Council. (b) CLASSIFIED AND UNCLASSIFIED SERVICE. Council shall establish a classified and unclassified service for employees of the City. Council shall adopt a Code of Personnel Practices and Procedures to define and govern the classified and unclassified service of the City. All original appointments and promotions to full -time positions below the level of Chief within the divisions of police and fire shall be within the classified service. (c) ELECTED AND APPOINTED OFFICES, Appointments to and removal from all elected and appointed offices, including the City's boards, commissions and committees, shall be made in accordance with the specific applicable provision of this Revised Charter or the specific applicable legislation of the City, and shall not be subject to Sections 6.06(a) and 6.06(b). (d) RE77REMEVTSY57EM. The laws of the State of Ohio governing the retirement of employees of a city shall be applicable to City employees under this Revised Charter. "EXHIBIT A" § 33.04 CLASSIFIED AND UNCLASSIFIED SERVICE. Pursuant to Section 6.06(b) of the Dublin Charter, Council shall establish a classified and unclassified service for employees of the municipality. Therefore, in accordance with the mandate of Section 6.06(b), the classified and unclassified service is hereby established as follows. (A) All employees of the city are presumed to be classified employees unless the positions which they occupy have been exempted from the classified service pursuant to Section 6.06(b) of the Dublin Charter. After completion of the original probationary period, or the probationary period following a promotion, classified employees may only be disciplined for just cause and in accordance with the procedures contained within this Code. (B) Some employees of the city serve in the unclassified service, or occupy positions which have been exempted from the classified service. Such employees serve at the pleasure of the city, do not serve a probationary period, and may be dismissed, disciplined or reduced in pay or position at any time without regard to the procedures contained within this code. The following positions /personnel are hereby designated as unclassified: (1) All seasonal, temporary and /or emergency personnel. (2) All previous City of Dublin employees rehired pursuant to § 33.54 (D). (3) Other positions /personnel identified as follows: Budget Manager City Manager Clerk of Council Court Administrator Deputy City Manager /Director of Economic Development Deputy City Manager /Director of Finance Deputy Director of Finance Director of Accounting & Auditing Director of Administrative Services Director of Building Standards Director of Community Relations Director of Engineering Director of Human Resources Director of Information Technology Director of Land Use and Long Range Planning Director of Parks & Open Space Director of Recreation Services Director of Strategic Initiatives /Special Projects Director of Streets and Utilities Director of Taxation Engineering Manager Executive Assistant Planning Manager Management Assistant Senior Project Manager With the exception of the City Manager and Clerk of Council who serve at the pleasure of City Council, and the Director of Finance who serves at the pleasure of the City Manager and Council, all above referenced personnel shall serve at the pleasure of the City Manager. (Amended pursuant to § 163.02(f)) ('80 Code, § 163.02(c)) (Ord. 3 -80, passed 1 -7 -80) (Amendment effective 6- 20 -07; 5- 21-08; 10- 15 -09)