Ordinance 74-12RECORD OF ORDINANCES
AN ORDINANCE AMENDING SECTION 2 (WAGE & SALARY
STRUCTURE /ADMINISTRATION) OF ORDINANCE NO. 73 -06
( COMPENSATION PLAN FOR NON -UNION PERSONNEL")
WHEREAS, Council has determined, upon the recommendation of the City Manager,
that certain sections of the Compensation Plan for non -union personnel should be
amended; and
WHEREAS, Council has determined, that these amendments are necessary for the
administrative and operational effectiveness of the City of Dublin and will enhance
the City of Dublin's competitive position in the labor market, thus aiding in the
recruitment and retention of a talented, high quality workforce; and
WHEREAS, Council desires that the City of Dublin remain an "Employer of Choice" in
the Central Ohio region.
NOW, TORE, BE IT ORDAINED By the Council of the City of Dublin, State
of Ohio, of the elected members concurring that:
Section 1 . That Section 2 (Wage & Salary Structure/ Administration), paragraph B
of Ordinance No. 73 -06 be amended by deleting the wage /salary structure contained
therein and replacing it with the following:
Inc.
Ordinance No.
74-12
Passed 20
Pay
Grade
Market
Target
1
$126,700
152,000
$152,000
- $185,800
2
$100
$120
$120,900
$147,700
3.1
1 $80,600 -
$96,700
$96,700
118,100
3.2
$76,100 -
$91,300
$91,300
- $111,500
3.3
$72 -
$86,700
$86,700
105,900
4.1
$62,500 -
$75,000
$75,000
- $91,600
4.2
$55,200
$66,200
$66,200
81,000
4.3
$48,800
$58
$58,600
$71
5.1
$43,700
$52,400
$52
$64
5.2
38 600
$46,300
$46,300
$56 500
5.3
35 000 -
41 900
41 900
51 300
6.1
32,000
$38
$38
$46
6.2
29 400
35 300
35 300
43 100
6.3
$27,400 -
$32,900
$32,900
- $40
Premium
$185
- $219
$ 147,700
$174
$118,100
- $139,600
$111500
- $131,800
$105,900
- $125,200
$91,600
- $104100
$81,000
- $92,000
71600
- $81400
$ 64 , 000
$72,800
$56,500
64,300
$ 51,300
$58,300
$ 46 , 900
$51,100
$ 43,100
$47,000
$40
$43,800
RECORD OF ORDINANCES
Information Technology
Classification Title Pay Grade
Support Services Administrator 4.1
Blank, Inc.
Ordinance No,
74 -12
Section 2. That Section 2 (Wage & Salary Structure /Administration), paragraph A.
of Ordinance No. 73 -06 be amended by incorporating the following new classification
titles and corresponding pay grades under the following functional categorical
headings:
Natural Resources
Classification Title Pay Grade
Public Art Conserva /Contract Specialist 5.2
Section 3. That Section 2 (Wage & Salary Structure /Administration), paragraph A of
Ordinance No. 73 -06 be amended by deleting the following functional categorical
heading as well as job classification title and corresponding pay grade:
Environmental Sustainability
Classification Title I Pay Grade
Sustainability Programs Administrator 1 4.2
Page 2 of 2
Passed 20
Section 4. That this Ordinance shall take effect and be in force at the earliest point
permitted by law.
Passed this /" day of —2013.
Mayor — re iding Officer
ATTEST:
6411-1� 0 0
Clerk of Council
Law Enforcement
Classification Title
Pay Grade
Court Liaison
5.2
Accreditation Manager
4.1
Office of the City Manager
City of Dublin Pho 614-410.4400* Fax:b614- 0410 -4490 100
Memo
To: Members of Dublin City Council
From: Marsha I. Grigsby, City Manager
Date: December 6, 2012
Initiated By: David L. Harding, Director of Human Resources
Mary Kay Ruwette, Human Resources Manager
Re: Ordinance No. 74 -12 - Amending the "Compensation Plan"
Summary
As Council will recall, the City implemented a market -based pay system beginning in 2007, with
systematic review of market pay data at regular intervals to keep the City pay range structure
competitive with the market. The overarching goal of this systematic, regular review of the City
pay range structure is to continue our ability to attract and retain a talented, high - quality
workforce, thus sustaining the City as an "Employer of Choice" in the central Ohio region.
Provisions within the City's Classification and Compensation system, as established by Ordinance
No. 73 -06, require the City's pay range structure to be reviewed biennially, based on market
factors. The last scheduled review took place in late 2010, with no adjustments to the 2011 —
2012 pay range structure, based on the results of the market -based review. Ms. Solano, the City's
compensation consultant, with the assistance of HR staff, recently completed the 2012 market -
based analysis and has projected a revised pay range structure for a two -year policy period
extending from January 2013 through December 2014. Ms. Solano's market analysis and pay
range recommendations have been reviewed by senior management with the recommendation to
adopt Ms. Solano's proposed pay range structure for 2013 — 2014.
Attached for your consideration is Ordinance No. 74 -12, amending Ordinance No. 73 -06
( "Compensation Plan" for non -union personnel). Adoption of this ordinance will accomplish three
objectives:
• Implement the scheduled 2013 - 2014 biennial adjustment to the City pay
range structure;
• Incorporate several new job classifications as identified in the proposed 2013
Operating Budget; and
• Delete one particular job classification as identified in the proposed 2013
Operating Budget.
The amendments contained within this legislation regarding the creation of several new job
classifications are consistent with those identified in the proposed 2013 Operating Budget currently
under Council consideration. Funding to support these actions has been programmed into the
proposed 2013 Operating Budget. Any budget impact associated with the proposed pay range
Memo re. Ord. 74 -12 Compensation Plan Amendments
December 6, 2012
Page 2 of 4
structure adjustments will be absorbed within the 2.5% projection for wage /salary increases
programmed into the proposed 2013 Operating Budget.
2013 -2014 Biennial Adjustment to Pay Range Structure
Consistent with the methodology used every two years in establishing the pay range structures
since 2006 when the market -based pay system was established, the proposed 2013 -2014 pay
range structure in the attached legislation is supported by extensive market pay data. Market pay
data was gathered and analyzed for 281 different jobs in the combined Columbus market, which
represented over 10,000 incumbents. The composition of this market data was one third private
sector and two thirds public sector. The private sector market data was obtained from the Mercer
Survey for the Columbus region, while the public sector data was obtained from the Mid -Ohio
Regional Planning Commission's Salary Survey and the State of Ohio compensation structure.
(These are the same sources from which market pay data was gathered in the 2006 Classification
and Compensation Study and the 2008 and 2010 biennial market pay data reviews.)
Also consistent with the methodology used in the past Classification and Compensation study and
subsequent market reviews, the proposed pay range structure is designed to remain competitive
for a two -year period (2013 - 2014). The proposed adjustments to the pay ranges in the attached
legislation involve an increase to the currently established minimum and maximum of the
"market," "target," and "premium" range segments (last adjusted in 2009) for certain pay grades.
From a specific, individual pay grade standpoint, the proposed adjustment to pay grades 1 through
3.3 is 4% above the currently established 2009 pay rates; the proposed adjustment to pay grades
4.1 and 4.2 is 5% above current rates; the proposed adjustment for pay grade 4.3 is 4 %; the
proposed adjustment for pay grade 5.1 is 3.4 %; the proposed adjustment for pay grade 5.2 is
1.4 %; and there are no proposed adjustments for pay grades 5.3 through 6.3. This will be the
first adjustment to the pay range structure since the 2008 market analysis, which increased pay
rates in the grade structure for 2009 and 2010. The 2010 market analysis showed no, or little,
movement in the market, so no changes were proposed to the pay structure for the years 2011-
2012.
For reference purposes, attached is Exhibit A labeled "City of Dub /in Pay Ranges 2013- 2014,"
which is a redline version of the proposed 2013 -2014 pay range structure showing the
adjustments to each individual pay range. One important note on the pay ranges in Exhibit A is
that there is no uniform "across- the - board" percentage by which all ranges were adjusted. This is
due to the fact that the market does not move in a linear fashion for all classes of jobs; it moves in
differing amounts for differing job classes. Pay systems based on an "across- the - board"
adjustment philosophy, unlike those supported by a market -based philosophy, are more likely to
become skewed over time, given that some classes of jobs end up being over compensated while
others end up being under compensated. A market -based pay system, like the City of Dublin's,
more accurately compensates jobs based on the movement in the market for their respective job
classes.
Also referenced in Exhibit A is a description of the "City of Dublin Career Bands, "which provides a
definition of the six (6) Career Bands associated with the pay grades in the City's pay range
structure. These definitions explain the scope and nature of responsibility and level of contribution
inherent in each career band. (This information is provided for background and review purposes.)
Memo re. Ord. 74 -12 Compensation Plan Amendments
December 6, 2012
Page 3 of 4
Further referenced in Exhibit A is a description of the "City of Dublin Pay Range Segments, "which
provides a definition of each of the three range segments comprising the City of Dublin pay range
structure. This exhibit explains the purpose each of these range segments serve in our
compensation system and the skill, knowledge, or capability level expected for each range
segment. (This information is also provided for background and review purposes.)
Exhibit A concludes with a reference to the City of Dublin policy regarding adjustments to the
City's Pay Range Structure. This policy requires that the pay range structure be reviewed by staff
on a biennial basis and that recommendations regarding any adjustments be forwarded to Council.
Also for background purposes, attached is Exhibit B labeled "City of Dublin Pay Adjustment Policy,"
which explains the provisions governing pay adjustments within the "market," 'target," and
"premium" range segments of the City pay range structure. (This information is being provided for
review purposes.)
New Classifications
Several new job classifications were proposed as part of the 2013 Operating Budget. The new
classifications recommended relate to the need for new roles in the organization in order to
accomplish important goals, administer new programs or operations, or enhance the effectiveness
of existing organizational functions; the recommended job reclassifications relate to the
reallocation of duties /responsibilities and /or the restructuring of functions within certain
departments.
After considerable deliberation, staff is recommending that the amendments reflected in Section 2
of the attached legislation be adopted. A brief summary of each of these amendments is provided
as follows:
Support Services Administrator Classification. This amendment involves the
creation of a new Support Services Administrator classification within the Information
Technology functional categorical area. The creation of this classification is necessary
to provide overall general management of the Support Services (helpdesk) function
within Information Technology. Due to the visibility and the utilization of the helpdesk
operations across the City, there is a need for day -to -day management to ensure that
internal customer needs are met and that trending is analyzed and evaluated. The
number of applications, servers and new technologies (i.e. Whones and Pads) has
increased significantly over the last three years. The Support Services Administrator's
role will include promoting the utilization of the applications and the increased training
of internal customers as well as to coordinate communication between the Network and
Support Services teams. Staff is recommending that the Support Services Administrator
classification be assigned to pay grade 4.1 in the City pay range structure. (Please refer
to attached Exhibit A labeled "City of Dublin Pay Ranges 2013 - 2014 "for the range of
compensation associated with Pay Grade 4.1.)
Accreditation Manager and Court Liaison Classifications. These amendments
involve the creation of new Civilian Accreditation Manager and Civilian Court Liaison
classifications in the Law Enforcement /Emergency Management functional categorical
area. The creation of the new Accreditation Manager and Court Liaison classifications is
part of a restructuring plan that would allow the creation of a new Community Impact
Memo re. Ord. 74 -12 Compensation Plan Amendments
December 6, 2012
Page 4 of 4
Unit (CIU) within the Division of Police. Currently, the court liaison and accreditation
functions are accomplished with sworn officers. By civilianizing both functions,
additional officers would be available to staff the new CIU. The main function of the
CIU would be to conduct pro - active policing measures to enhance the ability to prevent
crimes and address traffic issues. Staff is recommending that the Accreditation Manager
classification be assigned to pay grade 4.1 in the City pay range structure and the Court
Liaison be assigned to pay grade 5.2. (Please refer to attached Exhibit A labeled "City
of Dublin Pay Ranges 2013 -2014 "for the range of compensation associated with Pay
Grades 4.1 and 5.2.)
Public Art Conservation /Contract Specialist Classification. This amendment
involves the creation of a new Public Art Conservation /Contract Specialist classification
in the Natural Resources functional categorical area. The creation of this position will
help protect the City's significant investment in public art by assisting in developing,
managing and implementing maintenance and conservation activities for artwork
purchased by the City. Staff is recommending that the Public Art Conservation /Contract
Specialist classification be assigned to pay grade 5.2 in the City pay range structure.
(Please refer to attached Exhibit A labeled "City of Dublin Pay Ranges 2013- 2014'for
the range of compensation associated with Pay Grade 5.2.)
For reference purposes, attached is Exhibit C labeled "City of Dublin Job Classifications and Pay
Grades, "which is a redline version of this section of our "Compensation Plan" showing the
incorporation of the Support Services Administrator, Accreditation Manager, Court Liaison, and
Public Art Conservation /Contract Specialist job classification titles and corresponding pay grades
under the Information Technology, Law Enforcement /Emergency Planning, and Natural Resources
functional categorical headings, respectively. (Please refer to pages 5, 6, and 7 of this Exhibit for
the respective amendments.) This Exhibit is a catalogue of all job classifications and corresponding
pay grades in the City Classification & Compensation system.
Classification Title Deletions
One particular job classification title deletion was proposed as part of the proposed 2013
Operating Budget. This job classification deletion involves the Sustainability Programs
Administrator position within the Office of the City Manager. The Sustainability Programs
Administrator position became vacant in October 2011. After careful consideration of this position,
staff has determined that this position is not needed at this time. Therefore, staff is proposing
that this classification, as well as the Environmental Sustainability functional categorical area be
deleted from the Compensation Plan. (See page 3 of Exhibit C as referenced immediately above,
which shows the deletion of the Environmental Sustainability functional categorical area and
Sustainability Programs Administrator job classification.)
Recommendation
Staff recommends that Ordinance No. 74 -12 be adopted at the second reading /public hearing
on January 14, 2013. Ms. Solano will be in attendance at the January 14, 2013 Council
meeting as the subject matter expert in the event there are questions regarding the
methodology for analyzing the market pay data and recommending the proposed 2013 -2014
pay range structure.
Attachments
RECORD OF ORDINANCES
Damn Legal Blank Inc.
74-12
Form No 30143
I
Passed 20_
AN ORDINANCE AMENDING SECTION 2 (WAGE & SALARY
STRUCTURE /ADMINISTRATION) OF ORDINANCE NO. 73 -06
( PLAN FOR NON -UNION PERSONNEL")
WHEREAS, Council has determined, upon the recommendation of the City Manager,
that certain sections of the Compensation Plan for non -union personnel should be
amended; and
WHEREAS, Council has determined, that these amendments are necessary for the
administrative and operational effectiveness of the City of Dublin and will enhance
the City of Dublin's competitive position in the labor market, thus aiding in the
recruitment and retention of a talented, high quality workforce; and
WHEREAS, Council desires that the City of Dublin remain an "Employer of Choice" in
the Central Ohio region.
NOW, THEREFORE, BE IT ORDAINED By the Council of the City of Dublin, State
of Ohio, of the elected members concurring that:
Section 1 . That Section 2 (Wage & Salary Structure/ Administration), paragraph B
of Ordinance No. 73 -06 be amended by deleting the wage /salary structure contained
therein and replacing it with the following:
Pay
Grade
Market
Target
1
$126,700
152,000
$152
$185
2
$100
$120
$120
$147
3.1
$80,600 -
$96,700
$96,700
118,100
3.2
76,100 -
$91,300
$91300
- $111,500
3.3
72 200
86 700
$86,700
$105 900
4.1
62,500
$75,000
$75,000
$91,600
4.2
$55,200 -
$66
$66,200
- $81,000
4.3
$48 -
$58,600
$58,600
$71
5.1
$43,700
$52,400
$52,400
$64
5.2
$38,600 -
$46,300
$46,300
- $56,500
5.3
$35,000
$41
$41
$51,300
6.1
$32
$38,300
$38,300
$46
6.2
$29,400
$35,300
$35,300
$43,100
6.3
$27,400
- $32,900
$32,900
- $40
Ordinance No
Premium
$ 185,800 -
$219,600
$ 147,700
$174
118,100
- $139,600
$111500
- $131,800
$105
- $125
$91,600
- $104100
$81,000
- $92,000
$71600
81400
$ 64 , 000
$72
$56,500
$64
$ 51,300
$58,300
$ 46,900
$51,100
$ 43,100
$47,000
$ 40,200
43,800
RECORD OF ORDINANCES
74 -12 Page 2 of 2
Ordinance No. Passed 20
Section 2. That Section 2 (Wage & Salary Structure /Administration), paragraph A.
of Ordinance No. 73 -06 be amended by incorporating the following new classification
titles and corresponding pay grades under the following functional categorical
headings:
Information Technology
Classification Title Pay Grade
Support Services Administrator 4.1
Law Enforcement
Classification Title
Pay Grade
Court Liaison
5.2
Accreditation Manager
4.1
Natural Resources
Classification Title Pay Grade
Public Art Conservation /Contract Specialist 5.2
Section 3. That Section 2 (Wage & Salary Structure /Administration), paragraph A of
Ordinance No. 73 -06 be amended by deleting the following functional categorical
heading as well as job classification title and corresponding pay grade:
Environmental Sustainability
Classification Title I Pay Grade
Sustainability Programs Administrator 1 4.2
Section 4. That this Ordinance shall take effect and be in force at the earliest point
permitted by law.
Passed this day of . 2013.
Mayor — Presiding Officer
ATTEST:
Clerk of Council
EXHIBIT A
CITY OF DUBLIN
PAY RANGES
2013-2014
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.
Career Band
Pay Grade
Market
Target
Guidance
1
$126
152
152 -
185
s , ...
Leadership
2
100 -
120
120 -
147
$64 , 3 00
Operations
3.1
$80 -
$96,700
$ 93,000 $96 -
$118
.. $40
Operations
3.2
$ 7� $ 76,100 - $-- 87-,BN
$ 91,300
$ 87,800 $91,300 - $10;L,309
$111,500
Operations
3.3
$72
$86
$86 -
$105
Implementation
4.1
4- $ 62,600 - +-74-,400
$ 75,000
+-71,400 $75,000 - +-&T,2490
$ 91,600
Implementation
4.2
55 -
$66
$66 -
$81
Implementation
4.3
48 -
58,600
$58 -
$71
Implementation
Services
5.1
43 -
52
$52 -
$64
Implementation
Services
5.2
38 -
$46
$46 -
56
Implementation
Services
5.3
35 -
$41
$41 -
51
Specialized
Services
6.1
32 -
$38
$38 -
$46
Specialized
Services
6.2
$- 29 $ 29,400 - $ -35300
$ 35,300
+-35 $35,300 - $- 43,100
$ 43,100
Specialized
Services
6.3
$27
$32
$32 -
$40
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.
s , ...
..._
$ $ "aaas ,qOO
$
$
$64 , 3 00
�, ..
.._
...
..
.. $40
,..
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 Ci 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 City standards of
Derformance. quality. and service.
Band 5 - Implementation Services
Critical roles in office, clerical, technical, skilled craft, or administrative functions that enable others in the organization to focus on their specific goals and objectives. Incumbents may be
individual contributors or team members with in -depth and highly specialized knowledge of the practices and procedures in their area or craft; or supervisors /work leaders with responsibility for
providing work direction to others in support or service roles. Their focus is on the completion of multiple assigned activities, balancing time and priorities appropriately and maintaining
consistency with their work group's or team's objectives.
Band 6 - Specialized Services
Important support roles in clerical, technical or service functions that provide routine and standardized services in their assigned work group or service area. Incumbents are typically members of
a work group or team with responsibilities for performing well- defined and specific work assignments. Alternatively, incumbents at this level may be involved in a formal apprenticeship or training
program in a skilled craft or technical job family. Their focus is on the immediate achievement of defined activities consistent with City standards and procedures.
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
ADJUSTMENTS TO WAGE & SALARY STRUCTURE
The pay ranges in the City's wage and salary structure will be reviewed on a biennial basis by the staff classification & compensation committee and any adjustment deemed necessary shall be
proposed to Council in the form of an Ordinance. If adopted by Council, these pay ranges shall become effective January 1 of the following year.
Source Section 2 (Wage & Salary Structure /Administration), subsection G. of Ordinance No. 73 -06
EXHIBIT B
CITY OF DUBLIN
PAY ADJUSTMENT POLICY
The City Manager shall have the authority to approve pay adjustments for employees
within the established pay range structure. These pay adjustments shall be based on
each individual employee's performance, conduct and position in his /her pay range, as
described below:
"Market" Segment
Employees in the "market" segment of their pay range, whose performance meets
the City's standards and who consistently demonstrate the core values of the
organization, shall be eligible for larger and, if warranted by performance, more
frequent pay adjustments to move them into the "target" segment of their ranges
within a reasonable period of time.
"Target" Seament
Employees in the "target" segment of their pay ranges shall be eligible for normal
adjustments to remain competitive with the market, provided their performance
meets the City's standards and they consistently demonstrate the core values of the
organization. Once an employee reaches the maximum of his /her "target" segment,
the employee shall no longer be eligible for pay adjustments unless he /she is
approved for entrance into the "Premium" segment.
"Premium" Seament
Employees who are approved for entrance into the "premium" segment of their pay
range will be eligible for normal pay adjustments, provided they continue to meet
defined criteria, continue to demonstrate a premium /value added contribution, and
continue to demonstrate the core values of the organization. Gaining access to the
"premium" segment shall be a rare occurrence and only a small percentage of the
workforce shall be approved for entrance into the "premium" segment. Gaining
access to the "premium" segment shall be based on defined criteria and shall
require the approval of the Classification & Compensation Committee. Approval by
the Classification & Compensation Committee shall be based on substantial
justification.
All pay adjustments within the wage & salary structure shall be subject to the funding
levels authorized by Council within the adopted Annual Operating Budget and
Appropriations.
Source Section 2 (Wage & Salary Structure /Administration, subsection D. of
Ordinance No. 73 -06.
Timing of Pay Adiustments
All Pay adjustments will be effective March 1 of each year; however, employees in the
"Market" segment of their range may receive additional adjustments on a more frequent
basis, provided their performance warrants such adjustments. All Directors /Managers
should develop a written plan for each employee in the "market" segment, identifying
the planned increase dates and time frame for moving the employee into the "target"
segment.
Source Section II (Salary Structure /Administration), paragraph B (Pay Adjustments) of
City of Dublin Administrative Order 2.30.
"Premium Ranae Seament" — Defined Criteria
Access into the "Premium" segment, as well as the award of future pay adjustments
while in the "Premium" segment, shall be based on satisfaction of multiple elements
in the following criteria:
1. Sustained and consistent high job performance that is measurably and
noticeably exceptional on a consistent year -to -year basis. Performance is
distinguishable from peers. Incumbent of the job requires minimal guidance,
direction, and /or supervision, and is so efficient that he /she is able to complete a
higher level of work and /or outcomes as compared to other peers.
2. Informal leadership role in a work group, unit, or team. Incumbent is the go-
to person for new or less experienced staff and is responsible for providing formal
and informal training.
3. Organization know /edge that is unique and adds measurable value to work
product. Incumbent has extensive and specific knowledge of organization
systems, procedures, people, and /or services that allows him /her to complete
work significantly more efficiently than normal, provide guidance and direction to
others, and /or identify potential issues that might not be obvious to others.
Premium value may diminish significantly if the systems or procedures are
changed.
4. Strategic impact on the organization's future. Incumbent has a combination of
capabilities and proven results in an area that is of significant strategic importance
to the long -term success of the organization. The incumbent (or candidate) is
expected to capitalize on those capabilities and experiences by starting up a new
program or service area, bringing in new customers, facilitating complex
negotiations, and the like.
5. Behavior that models the City's Core Values. Incumbent performs his /her job in
such a way that he /she consistently exhibits behaviors emulating the core values.
The incumbent treats others with a high level of respect, upholds integrity,
encourages and creates an environment of open communication; accepts
responsibility, maintains a positive attitude, is dedicated to being a public servant,
and consistently demonstrates his /her ability to work on and with a team.
6, Market Premiums for transportable and specialized capabilities. Incumbents are
fully qualified to work in jobs that are paid a premium in the market. The actual
premium may vary based on the type of job, the market supply and demand
condition, and /or an incumbent's specific skill set. The key here is whether the
incumbent's capabilities are, in fact, transportable and of value to other
organizations.
7, Unique Capabilities in a discipline, function, or service area that is not readily
available in the relevant employment market. Incumbents may be one of a few
people in the region or country with the specific capabilities required where it is
necessary to pay a premium to attract and retain them. Care should be taken in
these areas that the organization will, in fact, receive a return on these premium
capabilities and that hiring a consultant or contract person will not be sufficient.
Source Section III ('Premium Range Segment " — Defined Criteria) of City of Dublin
Administrative Order 2.30.
Page 2
EXHIBIT C
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 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
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
--
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
Support Services 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
Classification
Pay Grade
Police Property Technician
5.2
Court Liaison
5.2
Communications Supervisor
4.3
Accreditation Manager
4.1
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
Public Art Conservation /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