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001-94 Ordinance Amended -'-'---,--'------,,,-',,,-,-- - OF ORDINANCES RECORD Dayton Legal Blank Co. Form No. 30043 ~ I Ordinance No. nmO.1-94.n(Aaended) Passed..m ------------ nnm19n m~ AIf ORDINAlfCE AMEHDING CERTAIN SECTIONS OF ORDINAlfCE NO. 23-93 ("COMPEHSATION PLAN") I WHEREAS, Council has determined, upon the recommendation of the City ,..... Manager and Director of Personnel & Purchasing, that certain sections of Ordinance No. 23-93 ("Compensation Plan") should be amended; ...... NOW, TBEREFORE,~T ORDAIRED 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), Sub- Sections 2.A. and 2.B. of Ordinance No. 23-93 be amended by deleting said Sections in their entirety and replacing them with the following: section 2. WAGE & SALARY STRUCTURE/ADMINISTRATION A. The following schedule includes a complete listing of all City job classifications and corresponding pay grades, grouped categorically by function, covered by this Compensation Plan: Financial. Accountinq. & Taxation Classification Pav Grade Accounting Assistant 7 Financial Analyst 14 Tax Administrator 17 Assistant Finance Director 18 Director of Finance 24 Buildinq Requlation Classification Pav Grade Permit Technician 4 Building Inspector (Certified) 12 Electrical Inspector (Certified) 13 Director of Building Standards ,... (Certified Building Official) 22 General Clerical ....... Classification Pav Grade Records Clerk 2 Clerk/Typist 2 Clerical Specialist 4 Secretary 4 Administrative Secretary 7 Executive Secretary 9 Computer & Information Svstems Classification Pav Grade Information Systems Coordinator 14 Criminal Justice Classification pav Grade Community Service Coordinator 10 Court Administrator/Probation Officer 17 Desiqn. Draftinq. & Graphics Classification pav Grade GIS/CAD Technician 7 Enqineerinq Classification pav Grade Engineering Project Inspector 11 Traffic Signal Technician 15 Chief Engineering Technician 15 Chief Engineering Project Inspector 16 ",... Assistant Director of Engineering L (Assistant City Engineer) 20 Director of Engineering (City Engineer) 22 Law Enforcement Classification Pav Grade Police Clerk 3 Communications Technician 7 Chief Communications Technician 10 Police Lieutenant 21 Chief of Police 23 I Leqislative Classification Pav Grade Clerk of Council 12 ""'-~--"._~'-'--' .,~~-_. 'l:mu. ~' 11 . RECORD OF ORDINANCES Dayton Legal Blank Co. Form No. 30043 Ordinance NO.nn.Ol-94nfADaended) Passedn......n................... m......mn m.19.unn Page 2 Service & Maintenance Classification Pay Grade Custodial Worker 1 ,.." Automotive Service/Custodial Worker 1 Maintenance Worker 6 Sign Worker 7 ~ Maintenance Crew Leader 11 Automotive Mechanic (Certified) 11 Maintenance Supervisor 14 Superintendent of Maintenance 21 Assistant Director of Service 23 Parks & Recreation Classification Pay Grade Parks Maintenance Worker 5 Parks Horticultura1ist 10 Urban Forester 10 Parks Maintenance Crew Leader 10 Recreation Program Supervisor 13 Recreation Administrator 16 Parks Administrator 16 Director of Parks & Recreation 21 Personnel. Purchasinq. & General Administration Classification Pay Grade Personnel & Purchasing Assistant 7 Management Assistant 16 Director of Personnel & Purchasing 21 Development. Planninq & Zoninq Classification Pay Grade Zoning Inspector 11 Planner 16 ..... Landscape Architectural/Design Planner 16 Senior Planner 17 Director of Planning 22 -- Director of Development 25 Public Information/Soecial Events Classification Pay Grade Communication Specialist 11 Public Information/Special Events Administrator 17 In accordance with the provisions contained in Section 163.04 (g) (3) of the Dublin Administrative Code, the City Manager may, at his discretion, establish the classification title of Assistant City Manager to be used in conjunction with any existing Depart- ment/Division Head classification title and designate the incum- bent employed within such classification to serve in this joint capacity at the pleasure of the City Manager. Under such condi- tions, the incumbent designated to serve in such capacity shall assume the title of Assistant City Manager in conjunction with his/her existing permanent job title. If under the aforemen- tioned conditions, the City Manager desires to reassign the pay grade and range of the affected classification, such reassignment shall be subject to the approval of Council by Ordinance amending Section 2 A. and B. of the "Compensation Plan". B. The following schedule includes a listing of pay grades with their corresponding pay ranges for all City job classifications specified in Section 2 A. ..... Pay Grade Pay Ranqe 1 $17,057 - $24,747 ...... 2 $17,696 - $25,538 3 $18,656 - $26,555 4 $19,402 - $28,476 5 $19,936 - $29,487 6 $20,788 - $29,946 7 $21,321 - $30,511 8 $21,855 - $31,188 9 $23,453 - $32,770 10 $24,519 - $33,900 11 $25,585 - $35,596 12 $26,119 - $36,160 13 $27,185 - $37,290 ".'.' .""".""'~~;;.t""-<;~'"",,_'Mi_',",,,""''''''--'''':<''''''''''''''_'''''''~ , .. RECORD OF ORDINANCES Dayton Legal Blank Co. Form No. 30043 . 01-94 Passednmn.nuunm .mm.UnUnn nm.nu19w... Ordmance NO.n ....unnnmn Page 3 Pay Grade Pay Ranqe 14 $27,717 - $37,856 15 $28,251 - $38,420 "C'Y.~ $28,783 - $40,906 16 I 17 $34,647 - $48,026 - 18 $36,246 - $49,720 19 $37,312 - $53,111 20 $38,378 - $54,241 21 $38,911 - $54,805 22 $42,109 - $60,456 23 $43,706 - $62,151 24 $44,774 - $63,281 25 $49,038 - $70,061 Section 2. Section 2 (WAGE & SALARY STRUCTURE/ADMINISTRATION), Subsection 2 D. of Ordinance No. 23-93 be amended by deleting said Subsection in its entirety and replacing it with the following: D. The City Manager shall have the authority to approve "merit" pay increases within the aforementioned pay ranges specified in Section 2B. Said "merit" pay increases shall be determined based on a written evaluation of the indi- vidual employee's job performance by the employee's super- visor and Department/Division Head. Said evaluation shall be accompanied by a pay increase recommendation from the employee's Department/Division Head which, in no instance, shall exceed 5.0%. Said evaluation and recommendation ....... shall be processed on the appropriate forms as prescribed by the Director of Personnel & purchasing or the City ~ Manager. section 3. section 2 (WAGE & SALARY STRUCTURE/ADMINISTRATION), Subsection 2. I. of Ordinance No. 23-93 be amended by deleting said subsection in its entirety and replacing it with the following: I. The pay ranges listed in Section 2. B. of this Ordinance shall be reviewed biennially by the Director of Personnel & Purchasing and the City Manager for the purpose of propo- sing inflationary adjustments to said ranges. Any infla- tionary adjustments deemed necessary shall be proposed to Council in the form of an Ordinance and if approved by Council, shall be effective January 1 of that particular year. Section 4. Section 4. (HOLIDAYS) (APPLICABLE ONLY TO POLICE RADIO DISPATCHERS) of Ordinance No. 23-93 be deleted in its entirety as Dispatchers will be covered by a collective bargaining agreement already addressing this topic. Section 5. Section 7. (VACATION LEAVE) of Ordinance 23-93, Subsection 7 D. be amended by deleting said Subsection in its entirety and replacing it with the following: D. A new employee of the City, with more than one (1) year of prior public service as identified under Section 7B. above, shall be entitled to accrue vacation leave immediately upon ".. appointment, pursuant to the schedule identified in Section 7A., provided that proper verification of said prior public service is received by the City, and said employee shall be ...... entitled to use vacation leave after the mid-point of the his/her probationary period. Section 6. Section 8. (Lonaevitv pav), subsection 8. B. of Ordinance No. 23-93 be amended by deleting said subsection in its entirety and replacing it with the following: B. Longevity pay shall be issued during the pay period in which the employee's anniversary date of appointment falls. The employee shall be paid in a lump sum which shall be in- cluded in hiS/her normal payroll check for that particular pay period. In the event the employee wishes to receive his/her longevity pay on December 15th of the year, he/she must deliver a memorandum directly to the payroll clerk, at least thirty (30) days prior to his/her anniversary date, requesting such payment. If an employee's anniversary date has already passed at the time this Ordinance should legal- ly take effect and the employee wishes to receive his/her ..... ',,, .,. , "'---~' RECORD OF ORDINANCES Dayton Legal Blank Co. Form No. 30043 Ordinance NO...mOl__94mnm. Passed mmmnmoo.mnnn....mm nnnnn19mmu Page 4 longevity pay on December 15th, the employee shall deliver a memorandum directly to the payroll clerk within thirty .~~" (30) days of such effective date. Any memorandum request- ing a change in payment date to December 15th shall remain in effect until otherwise amended by the employee. "1th",.,,'''' Section 7 . Section 8. (LONGEVITY PAY) of Ordinance No. 23-93 be amended by adding a new subsection as follows: C. In the event an employee is on Leave Without Pay for more than six (6) months within the particular year for which employee would normally be entitled to longevity pay, he/she shall forfeit his/her entitlement to such pay. Section 8. Section 11- (TUITION REIMBURSEMENT) of Ordinance 23-93 be amended by adding the following new subsection: E. In the event an employee receives reimbursement under the program and voluntarily separates service with the City within the first year following reimbursement, he/she shall pay 100% of the reimbursement amount back to the City. Furthermore, in the event an employee voluntarily separates services during the second year following reimbursement, he/she shall pay 50% of the reimbursement amount back to the city. Section 9. Section 12. (EXEMPT AND NON-EXEMPT JOB CLASSIFICATIONS), Subsection 12. A. of Ordinance No. 23-93 be amended by adding the following job classifications to the listing of Exempt job classifications under the following categorical grouping: Administrative .... Financial Analyst Recreation Administrator _.. Section 10. Section 12. (EXEMPT AND NON-EXEMPT JOB CLASSIFICATIONS), Subsection 12. A. of Ordinance No. 23-93 be amended by revising the classification title of Public Information/Special Events Coordinator, listed under the following Exempt categorical heading, to the following: Administrative Public Information/Special Events Administrator Section 11. Section 12 (EXEMPT AND NON-EXEMPT JOB CLASSIFICATIONS), Subsection 12. A. of Ordinance No. 23-93 be amended by deleting the Development Review specialist classification title from the listing of Exempt classifications under the "Administrative" heading contained therein. Section 12. Section 12 (EXEMPT AND NON-EXEMPT JOB CLASSIFICATIONS), subsection 12. B. of Ordinance No. 23-93 be amended by deleting the Clerk of Court classification title from the listing of Non-Exempt classifications contained therein. Section 13. This Ordinance shall take effect and be in force on the earliest date permitted by law. Passed this 20th day of June , 1994. (/!fIi""" "'- ~~ing Officer rI' .. ~ I"",.' " ",,-w~re posted in t1\i b by certify that copies of this Or: !l":'~. ~ ',,;"ed Cod.. 1 ere '.1. S~d ,,,. Oty of Dublin in accordance VI' . ATTEST: ~r!-~ - Clerk of cou;i, O'lbl:n Ob:o ~(L~ C erk of Council Sponsor: City Manager Director of Personnel & purchasing , I MEMORANDUM TO: Members of Dublin City Council FROM: Timothy C. Hansley, City Manager! SUBJECT: Recommendation of Personnel Committee Regarding Proposed Amendments to Ordinance No. 23-93 ("Compensation Plan") rfIIIiy4~ DATE: June 10, 1994 "~';"".~""- INITIATED BY: David L. Harding, Director of Personnel & Purchasing ~ The Personnel Committee of Council, at its June 2, 1994 meeting, recommended the adoption of the proposed amendments to Ordinance No. 23-93 ("Compensation Plan") outlined by Staff in their Staff Reports dated December 28, 1993 and January 24, 1994. At the request of Mr. Kranstuber, Chair of the Personnel Committee, this memo has been prepared to provide a brief summary of the Commit- tee's actions and recommendations in order that final action can be taken by Council on Ordinance No. 01-94 at the June 20, 1994 Council Meeting. Council will recall that the proposed legiSlation outlining these amendments (Ordinance No. 01-94) was referred to the Personnel Committee at the January 4, 1994 meeting of Council. Since that time, the Committee has met with Staff on several occasions to discuss the proposed amendments, solicited advice from the Person- nel Board of Review, and has studied all pertinent issues. The minutes of all Committee meetings and the information discussed during these meetings are on file within the Clerk of Council's office. ...-#''''- The result of the Personnel Committee's study was a motion passed by a vote of 3 - 0 to refer the legiSlation back to Council with a recommendation to adopt the amendments as proposed by Staff, except for one modification. This modification involves an amendment to section 2. I. of Ordinance No. 23-93 and establishes that infla- tionary adjustments to the pay ran e wage/salary structure will be considered by Council on bi-annua basis. This modifica- tion can be found under section 3. ded Ordinance No. 01-94, as attached. It should be noted that two other amendments have been made to Ordinance No. 01-94 from when it was originally introduced at the January 4, 1994 council Meeting. The first of these amendments involves an administrati ve oversight when the legislation was originally drafted. When originally drafted, section 1. of Ordin- ance No. 01-94 displayed a "Recreation Coordinator/Supervisor" ti tle at a "paygrade 14" under the Parks & Recreation heading. The title should have appeared as "Recreation Program Supervisor" and the paygrade should have been a "13". Amended Ordinance No. 01-94 (attached) contains this correction. (Council may recall that this 1""'- .w"....,. ,', ',~~~_' 0-....____- matter was discussed briefly at the January 17, 1994 Council Meet- ing at which time it was decided that this oversight would be corrected at the time the final version of Ordinance 01-94 came before Council for ratification.) The second of these amendments involves a situation that came to Staff's attention well after the original legislation was intro- duced and necessitates a change to section 8. (Longevity Pay) as it presently exists in Ordinance No. 23-93. Section 8. of Ordinance No. 23-93 presently contains a provision stating that employees will receive their longevity bonus in the form of a separate check. Recent research involving certain IRS regulations has revealed that """.. should the City wish to continue such a practice, the Finance staff would be required to go through a series of manual calculations in order to establish the proper rate of taxation. Staff believes that to continue such a practice would create inefficiencies in the payroll processing function. From an administrative standpoint, combining the longevity bonus with the normal payroll check would allow the tax calculation to be done automatically through the normal computerized payroll package. Therefore, Staff is recom- mending a change in the language of Section 8. B. of Ordinance No. 23-93 to reflect that the longevity bonus will be combined with the normal payroll check. This change can be found in section 6. of Amended Ordinance No. 01-94 (attached). Also, attached for your reference are the previously mentioned Staff Reports dated December 28, 1994 and January 24, 1994 out- lining the proposed amendments recommended by Staff. Also attached are the various analyses and salary surveys supporting the recom- mendations contained in these reports. Since several months have elapsed since these Reports were originally introduced, copies are being attached at this time to provide a recap of the amendments in question. ~"'...". ~ #! D'lJ ,. ~o"-',Tr," _~t-,~t,~,'W"-=- 'I , '~ . ~. '. . "!;- . SUPPLEMENTAL STAFF REPORT TO: Members of Dublin City Council FROH: TimothY:o HansleYr city ~anager I~ SUBJECT: Amendment to Ordinance No. 23-93 Not Previously Addressed in staff Report Dated 12-28-93 DATE: January 24, 1994 'lIr' INITIATED BY: David L. Harding, Director of Personnel & Purchasing \)1t SUMMARY , ACTION RECOMMENDED The purpose of this supplemental report is to advise Council that the Staff Report dated December 28, 1993, which accompanied Ordinance No. 01-94, failed to address one substantive amendment to section 2. (WAGE & SALARY STRUCTURE/ADMINISTRATION), subsection 2. A. of the existing "Compensation Plan" (Ordinance No. 23-93) . This amendment involves a proposed pay grade reassignment for the Chief communications 'Technician classi-fication from pay grade 9 to 10. Although Ordinance No. 01-94 depicts the pay grade for said classification as 10, such change was not outlined or discussed in the Staff Report dated 12-28-93. This was an inadvertent oversight on the part of staff in the drafting of the report. I apologize for any inconvenience to council; nevertheless, Staff believes the change in pay grade is warranted and, therefore, recommends that such change be adopted. The following is an analysis of factors supporting this change in pay grade. ANALYSIS When originally created, the Chief Communications Technician was assigned to pay grade 9 ($22,770 - $31,816). When the position/ classification was onginally conceived in 1990, the scope and level of responsibility did not include formal supervisory auth- ority over the Dispatcher classification. The basic concept of the job originally was to function as the lead dispatcher providing guidance to the corp of dispatchers and to coordinate the schedul- ing of work hours and training opportunities. The level of auth- ority, independent judgement, and discretion was, by design, limited in nature. The formal supervisory authority was, by design, left to the Administrative Services Sergeant. These formal supervisory characteristics included the following: approving leave requests; conducting performance evaluations; determining merit pay increases; monitoring compliance with Divisional rules, regulations, and policies; and taking disciplinary/correction action when necessary. (The attached classification description will document that these formal supervisory characteristics were -. not envisioned as part of the overall level of responsibility when this classification was conceived.) Oyer the past three (3) years, the concept of the Chief Communication's Technician has evolved ~" lli~~r: " '~ , ., """'.1.. . _.~ substantially to the point it has now assumed such formal supervisory Characteristics. As functions/operations within the Division of police have become more complex and diverse, not to mention the fact that the Division has 'grown in size, these- supervisory characteristics have b~en delegated ~rom the Adminis- trative services Sergeant to the Chief co~unication's Technician. (Attached is a memorandum from Chief Ferrell outlining the evolution in this classification's overall level of responsibility and author i ty . ) It is important to note that it has always been the philosophy of __ the City'S management staff that when a position/classification's duties and responsibilities evolve to a significantly higher level and this evolution in level is expected to be permanent in nature, management has a moral/ethical obligation to formally recommend to Council that such evolution in responsibility be recognized by reallocating the position/classification to a higher pay grade. When considering the relative overall level of responsibility of this classification compared to others in the wage/salary structure already assigned to pay grade 10, this classification appears to have at least a comparable level of responsibility. These other classifications include: Urban Forester, Parks Horticulturalist, community service Coordinator, and Parks Maintenance Crew Leader. Of these four classifications, the Parks Maintenance Crew Leader, Parks Horticulturalist, and Urban Forester all have formal supervisory authority. In the case of the latter two, such authority is over a group of seasonal workers 6-9 months per year. The community service Coordinator does not have formal supervisory authority over a staff, however, other factors have placed this classification at a 10 (i.e. the number of community service workers the incumbent places, moniturs, and controls throughout the year through the Dublin Mayor'S court). When seeking to compare this cluster of classifications on the whole with one another, it appears the Chief communications Technician should also be assigned to pay grade 10. ~ . It should also be emphasized that this reassignment in pay grade from 9 to 10 results in no immediate financial impact to the City. At most, over the next three (3) years, such a reassignment would result in a maximum impact of $1,130/year as that is the difference between the maximum of pay grades 9 and 10 .;;:"~.:~c c:.~_=~"~-_,-_.- . _.-':~. '-'-,.c.,.CONCLUS:ION --, --'--'-"-- In conclusion, when considering the aforementioned evolution in . level of formal supervisory responsibility and the internal compar- '.-~'ison with other positions/classifications having comparable levels ._-::~.:'~~ rtCo~,r;sPo::,1,;~;~~~::e .5:assignment in paJ~5l;~~.~~:~~~?"~~..'~ --- '~--.'~,",-,"~-~_.'~'--,'~- '- _' .<_.~m~~'=~_~''''''_,,",,'''''____'~u!><-~~._~_~",~"~,_' ~ . -" , ,~ .f)uCtut .J\Ge0 D-~? 06 \\-\~ POLICE. ,. " TO: Dave Harding ~ l' FROM: Chief Farell E ,. REF: Pay Grado Increase DATE: July 14t 1993 Over the past several m01)ths we have .spoken frequently on the topic of increasing =:I the pay grade for Chief Radio Di...~atcher. The curtetlt pay grade. as 1 understand it, is 9. The pay range for this position being $22,770-$31,816. " . .;-"..-- In reviewing the list of general descriptions and duties, the position has exceeded what . was set forth. With the position being relatively new, it is not surprising that the duties have exceeded what was originally drafted. C Specifically in addition to those duties listed the Chi io Di~atcher is required -to con Dct crfonnance evaluations on all dis atchers. With the performance D evaluations she is also onsible for recommendin s ad "ustments. The Chief . Ra 0 Dis'Pa er is also responsible or reVlewmg violations of radio policy and/or depanrnental General Orders. initiating the disQpJin~cess wb~ aJ>p~te. .. The position is also required to act as our LEADS Terminal Agency Coordinator (TAC) and our 911 Manager. The position of LEADS TAC requires her to maintain 0 security on the comptrtcr system and make sure a1l personnel are adequately trained, following established procedure while using the system. The position of 911 ManalleT requires coordination with th~Fran1din County 911 Managers board, making sue that E our system operates within guidelines set forth by that group. The position on the 911 Managers' group also carries with it the responsibility of represc;o.ting our- best interest with respect to police decisions county wide. The other two major responsibilities of this position are assisting with maintenance C>> of radio equipment and training. The original job description included training of new personnel, however the position has expanded to include the coordination of training for all personnel on an ongoing basis. The other responsibility with this position is E overseeing the communication equipment maintenance, and assisting in the coordination of service. I I think it is evident that the position of ...CUei Radio Dispatcher has grown to encompass mtlch more responsibility than orls!na))y envisioned. Please take all of these facts into accotlot in considering my request to u.pgrade the pay grade for this position to a 10. .. ., -, , - -- . . ...."'.........."". ,....., ,....,." ~",...,,,,,,. .'T_""''' t~L . "',. 'If""'" """'" ,., .,....., . . . ~ . .' - . Est. 1-15-90 CITY OF DUBLIN CLASSIFICATION DESCRIPrION CHII(}4' RADIO ~ISPATC~ ~ ~. General Descriotion of Classification & Duties Onder the administrative direction of a Police Sergeant (Administrative Sergeant) within the Services Bureau, the Chief Radio Dispatcher coordinates the scheduling of police Radio Dispatchers and provides the required technical, operational quidance and direction to said Dispatchers on a routine basis within the communi- · cations section. The Chief Radio Dispatcher coordinates in-service and field training activities for new police Radio Dispatchers; monitors the overall activities and performance of all police Radio Dispatchers in the communications section; and makes recommendations to the Administrative Sergeant regarding operational improvements within the communications section. The Chief Radio Dispatcher also prepares all necessary reports and documentation required by superiors, applicable Accreditation standards, or other applicable State or City law, rules, or r.egulations. In addition, the Chief Radio Dispatcher also works as the primary Dispatcher on a given shift and performs the normal radio, tele- phone, and automated data communications duties associated with the Police Radio Dibpatcher cla&sification. In regard to the performance of the normal duties associated with the police Radio Dispatcher classification, the Chief Radio Dispatcher will receive general direction from shift sergeants or Officers-in- Charge (O.I.C.). The Chief Radio Dispatcher also performs other related duties as assigned by the Chief of police or Administrative Sergeant. Reauired Knowledqes. Skills & Abilities . Knowledge of municipal government structure and process. . Knowledge of agency policies, procedures, practices, rules, and regula- tions. * Knowledge of communications equipment. * Knowledge of Federal Communications Commission (FCC) rules and regula- tions. * Knowledge of LEADS AND NCIC regulations. * Knowledge of 9-1-1 system operations. * Knowledge of computer-aided dispatch (CAD) automated information! communications system. * Knowledge of the Cit~ geography, corporate boundaries, and service area. * Skill in the operation of radio and automated data communications equip- ment. . Excellent written and verbal communication skills. * Good interpersonal and human relations skills. * Ability to exercise considerable independent judgement. * Ability to organize, coordinate, and prioritize own tasks, activities, assignments and those of others on a daily basis. 'u * Ability to recognize unusual or threatening conditions and take appro- priate action. * Ability to use sound reasoning and good judgement under emergency or stressful conditions. * Ability to act and react quickly and appropriately under emergency or stressful conditions. * Ability to carry out instructions in written, verbal, picture, or schedule ..- form. '. , .. "-,ih-)(".<"",;;.;~.. .U.' .",.,~-c-. ,,<.~___:c-:, .' '-,.:-"': - .'. ."~",::, * Ability to coordinate the activities and assignment. of other8~~~~~i~~~~~ ~i ~~~t;~i~~sdefineprobl~~',~C:~':::7_::,,,::~:~,,,~~~~~~~~.2-!=a!,,!a,~~~,t~l~~":'" c . .~ :>..'~~' ~,,~...- T_~".~ <.';... ,~ ^ ~~~.s:~~W:1liff. ~ ~~1i~::~~ ~ . Ability to type 30 ~M Wloth few errors. :""~~',:-!'~.:'~~~~iii;~~~ .---' - Ability to arrange lot ems in numerical or alphabetical order.--'~'''A;~..c.:.:c. ,.~-)~ d inf i t 1 - . . . ;:::-'f.i:!l'---"'~""-"~""''''''~!!IJfll Ability to recor ormat on accura e y. ',-" '.~,- -" ",'.' - " fC," .,.,:",..::"'1;l;;,,.~:'f>;;',,:~ . -" -- ... '.~ .- . "~,:~ii~~i!~iti!L . '..;...,__~,>,;,. -:._~l~~ -,"~'----''''~',_._- - ,-~'""----,-,.~="---~-- ~' _ .~ ii':', -1 J,i,' ,tJ :, : . .' .. '."... ,.. . Reauired Knowledaes. Skill. & Abili~ies ICOHTrRUEDl * Abili~y to sort items into categories according to established methods and to gather, collate, and classify information and data regarding people, ~-- places, events, activities, and incidents. * Ability to complete and maintain ac~urate records. . * Ability to prepare meaningful, concise, and.-accurate reports. * Ability to communicate with superiors, peers, other City employees, City- officials, and the public in an effective, tactful, courteous, and pro- fessional manner. * Ability to transmit information verbally in a clear, concise, and accurate manner. * Ability to establish and maintain effective working relationships with superiors, peers, other city employees, and City officials. * Ability to interact and relate with the public, superiors, peers, other city employees, peers, other City employees, and City officials. * Ability to interact and relate with the public, superiors, peers, other city employees, and City officials in an effective, tactful, courteous, and professional manner and to establish, present, and maintain a favor- able and professional image. - * Ability to handle routine and sensitive inquiries from ~nd contacts with officials and the public in an effective, tactful, courteous, and pro- fessional manner. * Ability to maintain confidentiality in the handling -of sensitive inquiries, events, and issues unless otherwise instructed by superiors. Reauired Experience, Education, Trainina. & Certification * possession of a High School Diploma, G.E.D., or equivalent certificate. * Minimum of one (1) year of experience as a Police Radio Dispatcher within the Dublin Division of police. * Experience with Computer-Aided Dispatch (CAD) automated informationl communications system. * possession of LEADS certification. * possession of NCIC certification. other Reauirements * possession of a valid Motor Vehicle Operator's License. * Must establish and maintain a primary place of residence within a 20 mile radius of the Division of police facility prior to appointment and main- tain such a place of residence during employment as a Chief Radio Dispatcher. ~ ~ * The nature of this position/classification requires incumbent to be sub- ject to periodic shift changes, varied hours of work involving daytime, evening, and nighttime hours, holiday work, overtime as required, irreg- ular days off, and emergency call-ins. ~ '" ~i.t::;,! :~~"~~'~~_&~~l;rt'T~~~~=~~---~:~ ;~~~.~.~.~~14IJ'~~:.c>:f~:~._~~~ .-.. , . STAFF REPORT TO: Members of Dublin City Council FROM: Timothy C. Hansley, City Manager SUBJECT: Amendments to Ordinance No. 23-93 ("Compensation Plan") DATE: December 28, 1993 .. INITIATED BY: David L. Harding, Director of Personnel & Purchasing Qt!- SUMMARY , ACTION RECOMMENDED Attached for your consideration is Ordinance No. 01-94 amending certain sections of Ordinance No. 23-93 ("Compensation Plan"). As Council is aware, each year Staff evaluates the competitiveness of various elements within the "Compensation Plan" and proposes amend- ments to the "Plan" it believes are appropriate in maintaining a competitive posture in the marketplace. The overall objective of Staff is to maintain a system which enables the City to recruit and retain well-qualified personnel at all levels within the organiza- tional structure. In some cases, the attached proposed amendments involve substantive changes to the provisions of the "Plan", how- ever, in most cases said admendments involve changes that are of a "housekeeping" nature. The following is a discussion of both substantive as well as "housekeeping" changes to the "Plan". Staff recommends that for the reasons discussed below, these amendments be adopted by Council. SUMMARY OF PROPOSED AMENDMENTS ~ section 1. Section 1 of the attached legislation amends Section 2. (WAGE & SALARY STRUCTURE/ADMINISTRATION) of the existing "Compensation Plan" by deleting sections 2. A. and B. in their entirety and replacing them with the proposed sections contained in Ordinance No. 01-94. The only substantive changes to section 2. A. are as follows: · The Public Information/Special Events Coordinator classifi- cation title and pay grade (pay grade 16) has been upgraded to Public Information/Special Events Administrator at a pay grade of 17. This proposed upgrade was addressed during the 1994 budget hearings at which time staff provided justification for such upgrade. '~"-~----""'--'''-''-'~''-_._"' .' I ~-:' ~-. ..- ~ , , * A Financial Analvst classification title and pay grade has been added under the Financial, Accounting, and Taxation functional group. The addition of this new position was also addressed during the 1994 budget hearings and was authorized as part of the '94 Budget. Staff has slotted this classifica- tion in at a pay grade 14. Staff determined that pay grade 14 was appropriate for this classification by surveying other comparable governmental entities having similar positions. After considering the external survey results relative to our ongoing concern for maintaining internal equity within our existing wage/salary structure, Staff determined pay grade 14 to be appropriate for this classification. 'liiliNl"' * A Recreation Administrator classification has been added to the Parks & Recreation functional group. The addition of two new positions within this title was also discussed during the 1994 Budget hearings and both positions were ultimately auth- orized as part of the 1994 Budget. Using the same procedure as identified for the Financial Analyst classification, Staff determined that an appropriate pay grade for the Recreation Administrator classification would be pay grade 16. The amendments to section 2. B. of Ordinance No. 23-93 involve adjustments to the minimum and maximum of each pay range listed therein of 3.0% to account for inflationary factors during 1993. As a matter of philosophy the City does not provide "across-the- board" pay increases to each employee of the City, but instead chooses to adjust the wage/salary structure, based on inflationary factors, when deemed necessary. The intent of these adjustments to the ranges is to keep the pay range competitive giving due consid- eration to the annual inflation rate. It should be noted that Staff did not recommend any inflationary adjustment to the pay ranges as part of last year's amendments to the "compensation Plan". Given the fact that other cities in the Central Ohio area made "across-the-board" adjustments in 1993 indicates that the City of Dublin lost ground from a relative competitiveness standpoint in 1993. '- ,.- To check the overall competitiveness of our wage/salary structure with other comparable jurisdictions in the area, Staff conducted a fairly comprehensive salary survey in which 32 individual City of Dublin jOb classifications were compared to comparable classifica- tions in nine other jurisdictions. The results of this survey are provided as an attachment to this report for references purposes. The general conclusion which seems to emerge from the survey results seems to be that on the average, the City of Dublin tends to rank around the middle of those jurisdictions surveyed. In addition to the public sector survey, the City also surveyed the private sector and sought to identify salary levels for comparable positions. The results of this survey are also attached for reference purposes. The general conclusion to be drawn from this survey seems to be that in some cases the City of Dublin is reasonably competitive with the private sector, but in a majority of cases is not competitive with the private sector. .' ~ '~_"'_~"~""''''''",",~~,.._~,~_~_,_~,,~ _.'*'w""~" ~__.""..,, ~ ,,"' -, - When considering that other organizations will make adjustments to their compensation systems for inflationary factors for 1994, the proposed 3% adjustment to the minimum and maximum of each pay range should keep our structure as competitive in 1994 as it was in 1993. The 3% rate of adjustment was used based upon the latest data obtained from the U. S. Bureau of Labor statistics. This data indicates that the inflation rate during 1993 was 2.8% within the Cleveland standard metropolitan statistical area (SMSA) and 2.9% in Cincinnati. (The U.S. Bureau of Labor statistics does not track trends in the Columbus SMSA and therefore could not provide any comparable data.) ~ section 2. The only substantive change reflected in this particular section involves the maximum percentage merit increase an employee may receive. The maximum percentage increase for which an employee would be eligible under this provision is 5%, down from 5.5% in 1993. This change is consistent with the 1994 merit increase guidelines staff discussed with and provided to Council during the 1994 Budget hearings. section 3. The proposed amendments under this particular section are of a "housekeeping" nature. As Council is aware, "Holidays" are covered under the proposed new collective bargaining agreement between the City and the Dispatcher bargaining unit. Hence, such a section is no longer needed within the "Compensation Plan". section 4. The proposed amendment within this particular section involves a change in verbiage that relates to the probationary period served by City employees. The old language referenced a six (6) month probationary period. Given that Staff has recommended a change in the length of the probationary period for certain classifications from six (6) months to one (1) full year, the previous reference to a six (6) month probationary period as a general rule needs to be _. amended. (The proposed change in the length of the probationary - period for certain classifications is found elsewhere in the Council packet under a separate cover memo.) section 5. The proposed amendment to this particular section involves the addition of language to "tighten-up" the eligibility requirements for longevity pay and, therefore, restrict entitlement to such pay. The proposed amendment requires that in order for an employee to be eligible for longevity pay, that employee must be in active pay status for more than six (6) months within the particular year for which the employee would normally be entitled to the longevity pay. section 8. of the existing Ordinance (23-93) is silent on such an issue and, therefore, Staff is proposing that language be added to section 8. to address this situation. ~ '~-,~~- ll!l ."r , ,~ .. . , .. . section 6. The proposed amendment identified in this section involves the addition of language that places a "pay back" responsibility on the employee who receives tuition reimbursement and then separates his/her service with the City of Dublin within two (2) years after receiving such reimbursement. Council will recall that this issue was discussed during the 1994 Budget Hearings at which time staff indicated it would research the matter further and would evaluate whether modifications to the Tuition Reimbursement Program were advisable. ~ sections 7. 8. 9. and 10. The proposed amendments within these sections involve an array of "housekeeping" changes. Due to the addition of the two new classi- fication titles (Financial Analyst, Recreation Administrator) to the City's classification structure, such classifications need to be listed as "Exempt" positions within the existing list in section 12. A. of Ordinance 23-93. Likewise, the change in classification title from Public Information/Special Events Coordinator to Administrator needs to be reflected in this same listing within Ordinance No. 23-93. Furthermore, two particular classification titles no longer utilized by the City are being deleted from the existing list of "Non-Exempt" positions within Ordinance No. 23-93. Y