096-79 Ordinance
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Natton.-.J, ~r.pbiOll (::Qrp" Cola., O. ~ Form No.U06-A
Ordinance N 0 .___~~_~_'1.'__n___ p assed_mm___nEC._3.mm19ZQ____n_~____"_19 _0_._'._
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AN ORDINANCE AMENDING ORDINANCE NO: 61-77,
THE COMPENSATION PLAN FOR THE VILLAGE OF
I DUBlI N, OHIO.
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WHEREAS, some. Village Employees are currently being paid at, or
. very near the maximum permitted for their classifications, and;
WHEREAS, new Employees who were not classified in the original
Ordinance have been hired, and;
WHEREAS, as a result of the Charter, other classification titles
should be established;
NOW, THEREFORE, BE IT ORDAINED, by the Council of the Village of
Dublin, State of Ohio, ~ of the elected members concurring:
SECT I ON I.. That the fol lowing existing Classifications be amend-
ed as follows:
Clerical Assistants $ 7,500 per year to 1',500 per year
Police Patrol Persons $ 9,400 per year to ~OOO per year
Maintenance Persons $ 9,400 per year to ,000 per year
Police Sergeants $10,400 per year tol',.nO per year
Police Lieutenant $11,400 per year to ",troo per year
I Maintenance Superintendent $13,000 per year to ~.,OOO per year
Po lice Ch i ef $13,000 per year to At"OOO per year
A II Part-time Employees - from prevai ling migimum wage up to a
maximum of $6.00 per hour.
SECTION 2. The following listed positions, established by Council
or the Charter, are hereby added to "The Compensation Plan":
Clerk of Counci I $ ".OO.~ per year to $ I'~~.~ per year
Finance Director $ S-".~ per year to $ .1.. .~..o per year
Engineering Inspectors $13,000 per year to $1',500 per year
Building Inspectors $14,000 per year to $1',500 per year
Administrative Assistants $15,000 per year to $tl,'OO per year
Vii lage/City Manager $ ~s: .00 per year to $ J~: 0.00 per year
SECTION 3. The words "CITY/VILLAGE MANAGER" s~all replace the
words "MAYOR AND/OR VILLAGE ADMINISTRATOR" in ~tl applicable Sec-
tions of Ordinance No: 61-77.
SECTION 4. Article 7, Section 7.01, of the Charter, states that
all appointments and pr~otions shall be made according to merit
and fitness and, therefore, an "Employee Service Evaluation" (COp)
I attached) is hereby established and adopted, to aid in the evalu-
ation of all full-time employees of the Village/City of Dublin.
In determining increases or promotions the Manager shall refer to
the subject employees most recent "Employee Service Evaluation".
In addition, the following factors shall be considered:
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'. RECOR~ ORDINANCES 239
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National Graphics Corp.. Cols.. 0.. ~ Form No. 2806-A
Ordinance No ._m_m_nn___mmn p assedn_______n___n______n__n_n_nn________n_n_19 _____. --
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I A. The financial position and policies of the Village/City.
B. local, Regional and National econoMic conditions.
C. Other relevant factors as determined by the Council and the
Manager.
SECTION 5. All Sections in "The Co.pensati~n Plan" now existing
which are not affected by these amendments, shall re.ain in full
force and effect.
SECTION 6. This Ordinance .h.11 take effect and be in force fro.
and after the earliest period allow.d by law.
Pa..ed ~hi. ~ day of ;~.CIl. , 1979.
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M.yor~" Pres i ding Off i cer President Pro Te.pore
ATTEST:
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C erk - Treasurer
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VILLAGE OF DUBLIN
EMPLOYEE SERVICE EVALUATION
CHECK ONE:
OS I T I ON TIT LE 0 6 MONTHS
EPARTMENT/DIVISION 0 12 MONTHS
ATE ASSIGNED PRESENT POSITION o ANNUAL
ERIOD THIS EVALUATION COVERS: FROM TO 0 OTHER
INSTRUCTIONS TO RATER
To complete this evaluation, read each scale carefuil~ and thoUQhtfully, and
insert the score which m~st accurately describes the employee. For example, if
ou feel that the employee rates in the first category (8-7) for Scale I, then
ssign an 8 or a 7 and insert it in the space provided. All ratings must be ..i.!4.ii-
'fied in wri i in the Comments section, eSDecial'y ratings in the 8-7 and 2-1
ategory. In addition, appropriate comments or suggestions should be made regard-
ing work exceptionally well done or how work performance may be improved. BE !J
OGICAl AND REALISTIC! ~
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ECTION A.
CA LE I. KNOWLEDGE OF WORK: Consider how well the employee understands work duties
and obligations. Does the employee understand his/her role and the relat1
ionship of his/her job to the work of others in the Department/Division? (
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B-7 6-5 4-3 2-1 \
Oonsistently displays Displays an above Displays adequate Displays in-
. sound understanding average understand- understanding of su ffi c ient
pf his/her duties and ing of his/her duties. duties and func- understanding
is very flexible in Can be flexible in t i on s . Needs to of duties and
neeting new obligations performing new duties. improve. funct ions and
rnd duties assigned. their relatio"l
ship to the
work of others
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~OMMENTS: -
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RATING:
,CALE 2. COMPETENCE: How skillfully does the employee perform? Consider neatness,
accuracy and effectiveness. Does performance conform to the
standards and qua I i fi cat ions of the pos it ion?
B-7 6-5 4-3 2-1
Consistently demon- Quality of performance Usually performs Performance is
strates ability to is above average, how- adequately with poor; unable to
achieve effective ever, some direct sup- minimal guidance perform sat is-
pesults without dir- ervision is required. and supervision. factor i I y w ith-
Bct supervision out constant sup-
ervision.
COMME NTS :
RATING:
SCALE 3. EFFICIENCY: Consider the volume, amount and speed of work output. Does
employee do what is expected of him/her?
8-7 6-5 4-3 2-1
Consistently ex- Frequent,J,)1 . accomp I i shes Usually completes Seldom completes
ceeds the work more thari' is requ i'red". the work output the work output
output required. expected, but I it- expected.
tie more.
COMMENTS:
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RATING:
JUDGEMENT: Consider the employee's abili~y ~o plan, and make logical
decisions. Does he/she reach sound opinions and decisions?
-7 6-5 4-3 2-1
onsistently re- Recognizes need for Usually recognizes Seldom recognizes a
ognizes need for making decisions and need for making fun- need for making de-
aking sound de- usually makes decis- damen~al decisions cisions. Exercises
isions on his/her ions on his/her own. on own; needs im- limi~ed .Judgement~
wn, demons~ra~ing provement in decis-
reativityand in- ion making skills.
itiative.
OMMENTS:
RATING:
CAlE 5. COOPERATION: Consider employee's ability ~o work with o~hers. Does
he/she work effect ive Iy wi~h o~hers?
-7 6-5 4-3 2-1
ons i sten~ I y est- Eas i I y estab Ii shes Genera II y responds Has I i tt I e understand~
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blishes and main- and maintains sup- to ~he needs of ing of the responsi- I
ains support with port wi~h others. others and usually bi I ities of o~hers, I
thers. Works ef- Works effec~ively works effectively and has difficulty I
iciently with all' with others. with o~hers. working effectively II
ssociates at all with o~hers.
imes. !
COMMENTS:
I _ RATING:
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CA LE 6. RE LA T IONS HIP W Consi der ......'........ -...._tfty to relete effect-
ive Iy to r.~. .' j. ..,... eRlp' oyee d i sp ley
t.ct and . . ...1 ino with the publ ic11
Does s.' .,.. ,,~,.od '_ge for the I
V II I a 94' ? ' [
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~-7 6-5 4-3 2-1 .,
~onsistently projects E..I I, ._ab' i shes Generellyprojects Has poor pub I i c
. good, positive image a ff_d ...",ortw i th 8 good (but ~ot pos- re ( at ion s sk i II s.
.nd attitude. Always the pub"c. Usually itlv.,strong imags. AI ienates resi-
~actful and courteous. d'.,..,. tact end Diapl.ys .ome tact dents. Projects
courte.y 1ft public end court..y, but negative image.
deat lng_ n..d. More work in
thi.......
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~OMMENTS: I
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RATING:
SCALE 7. RES PONS I BI L ITla Con.id... the .mploye.'. aCC.ptanc. of responsibility in
... i _..nt of dut I.s. Does he'sh. accept respons I b I I i ty
,..,t'..ly, ......tt".ly or htdlff.rently?
8-7 6-5 4-3 2-1
Consistently accepts Displaya an above Gen.retly responds Seldom accepts re-
responsibility read- average acceptance to responsibility. sponsibi I ity. .'Com-
i I y. Has a high I ev- of ...sponai b i I i ty. Marked area for i.- pletes minimum re-
el of completing tasks Add"..... dutl.s prov....nt. quir.d of position.
we I I . well.
COMMENTS:
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RATING:
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;CAlE 8. DEPENDABiliTY: The.employee's dependability and punctuality is rated in
comparison to other departntent/division employees. Doe.
he/she report timely to work, account for. full day's
work, and .tay on the Job unti I the end of day/shift?
~-7 6-5 4-3 2-1 r
3etter than average S.ti.factory record. L.ess. than ..tis- Unsatisfac.tory re- "
.ecord. Seldom re- Occasionally I.te in. f.ctoryrecord. cord of depend.bil-
)orts late and com- reporting. Area for improve- ity. Requires im- I
) I etes a full day. ....nt. med i ate attent i on .
~ OMME NTS :
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RATING:
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FOR SUPERVISORY EMPLOYEES 9NLY.
SCALE 9. ABiliTY TO SUPERvt~E 9TjERS. How well does he/she perform his/her super-
visory responsibilities? Consider planning,
organizing and assigning subordinates' work;
disciplinary control; proficiency in struct-
uring and leading subordinates, etc.
B-7 6-5 4-3 2-1
Oisp.la!ys outstandi'ng Displays definite, Displays some .uper- Displays- a gen-
supervisory abilities. good supervisory . visory ability, but eral lack of
Frequently establishe. capabilities. Needs I.cks quelities which supervisory skill
good rapport with em- more work in this would make him/her a Lacks the judge-
ployees. Effective. are. though. truly effective lead- ment .nd under-
er. Marked are. for standing necess-
. .~; . .i\~'1v.ment. ..~ ~~~. in superv i .-
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COMMENTS: . ','.
RATING:
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SECTION 8.
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MOST SIGNIFICANT ASSET: What is the most important attribute which this employee
gives to his job. Consider benefit to the dep.rt....nt/div-
ision .ndthe Village .. . whole. In wh.t w.y does this
employee perform which is most outst.nding? I
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C OMME NTS :
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SECTION C.
MOST SIGNIFICANT JOB LIMITATION: What is th i s emp I oyee' s Most undes i rab I e work at- i
tribute or trait? Inwh i ch ....e. of respon sib i lit
within the job doesth.s employee need .ssistance
.nd development most?
COMMENTS:
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EMPLOYEE RAT I NG:. TOTAL POINTS-
AVERAGE-
(Tot. I Pts. ; 8; .: 9 For Supervisors)
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EMPLOYEE COMMENTS: Is there .nything not covered in the ev.lu.tion which you
would like to mention?
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EMPLOYEE OBJECTIVES FOR NEXT REPORTING PERIOD
To be establ ished by 'the employee in I ight of SECTION C.above and with the input,
advice and agreement of the supervieor/rater...Objective. should be set for each
maj or area of job ...spone i b i I i ty, ..an ked in prio.. ity order, and be .s_.eurab Ie, '
as possible. Personal development objective. .ay be .included.
(Supervisor-Rat...) (Date)
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(Employ.e) (Date)
*My signature above does not neces.er i Iy mean I agree with the rat ing. It does,
;however, signify review of its content. and al80 the opportunity to discus. any
questions I might have with the rater.
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(V i Ilege/C ity Me_ger).. (Date )
COMMENTS: