Ordinance 002-15RECORD OF ORDINANCES
Dayton Legal Blank, Inc. Form No. 30043
Ordinance No.
02 -15
Passed
20
iL
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, THrEFORE, BE IT ORDAINED By the Council of the City of Dublin, State
of Ohio, 9 of the elected members concurring that:
Section 1 . Section 1 (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
$ 189, 600 -
Market
$ 151,000 -
$178,500
Target
$143,800
1
$129,300 -
$155,200
$155,200 - $189
$ 96,300 -
2
$103,000 -
$123,600
$123, 600 - $151
$85,400
3.1
$83,000
-
$99,500
$ 53,800 -
$99,500
- $121,700
$53,500
3.2
$77,000
-
$92
92
300 - $112
3.3
$72,200
-
$86,700
86
700 - $105,900
4.1
$65,600
-
$78,800
78
800 - $96
4.2
$58,000
-
$69,600
69
600 - $85,000
4.3
$51
-
$61
61500
- $75
5.1
$45,800
-
$55,000
55
000 - $67,200
5.2
$40,400
-
$48,500
48
500 - $59,300
5.3
$36,700
-
$44,000
$44 - $53,800
6.1
$33,500
-
$40,100
40
100 - $49
6.2
$30
-
$36,600
$36
- $44
6.3
$28,100
-
$33
$33,800
-
41 300
Premium
$ 189, 600 -
$224,100
$ 151,000 -
$178,500
121 700 -
$143,800
$ 112,900 -
$133,400
$ 105,900 -
$125,200
$ 96,300 -
$109,400
$ 85 , 000 -
$96,600
$ 75 , 100 -
$85,400
$ 67,200 -
$76,400
$ 59,300 -
$67
$ 53,800 -
$61,100
$ 49,100 -
$53,500
$ 44,8 0 -
$48,800
1 $ 41,300 -
$45,000
RECORD OF ORDINANCES
Da Legal Blank, Inc. Form No. 30043
02 -15
Ordinance No.
Page 2of3
Passed . 20
Section 2. 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:
Finance /Accounting/ Procurement
Classification Title I Pay Grade
Tax Manager 1 3.3
Law Enforcement /Emergency Management
Classification Title Pay Grade
Communications Manager 4.1
Public Service
Classification Title Pay Grade
Contract and Procurement Coordinator 5.1
Section 3. Section 3 (Wage & Salary Structure /Administration), paragraph A of
Ordinance No. 73 -06 be amended by changing the pay grades of the following job
classification titles:
Public Service
Classification Title Pay Grade
Land Acquisition and Utilities Mgr. 4.2
Law Enforcement/ Emergency Management
Classification Title Pay Grade
Communications Supervisor 4.2
Section 4: That Section 4 (Wage & Salary Structure /Administration), paragraph A of
Ordinance No. 73 -06 be amended by eliminating the "Grandfathered" Pay Range
Structure:
" "Grandfathered" Pay Range Structure
The following pay range structure shall be applicable in cases where the employee's
2006 pay range maximum is higher that the "Target" maximum of the 2007 pay
range structure. All employees in this situation will have their previous 2006 pay
range maximum "grandfathered" (preserved) until which time market pay catches up
to this "grandfathered" range maximum and shall be eligible for normal pay
adjustments up to this "grandfathered" range maximum, provided their performance
continues to meet the City's standards and they consistently demonstrate the Core
Values of the City.
RECORD OF ORDINANCES
Dayton Legal Blank, Inc.
02 -15
Ordinance No.
Passe
Form No. 30043
SCHEDULE OF PAY GRADES & WAGES
PAY GRADE
PAY RANGE
1
$24,672 - $37,009
2
$26,916 - $39,366
3
$29,365 - $42,947
4
$32,038 - $46,856
5
$35,185 - $51,119
6
$37,054 - $55,586
7
$40,428 - $60,641
8
$45,391 - $66,383
9
$49,520 - $72,424
10
$54,026 - $79,016
11
$58,945 - $86,205
12
$64,309 - $94,051
13
$70,161 - $102,609
Section S. This Ordinance shall take effect and be in force upon the earliest date
permitted by law.
Passed this day of 1 2015.
yor — Presiding ffi r
ATTEST:
Clerk of Council
Office of the City Manager
5200 Emerald Parkway • Dublin, OH 43017 -1090
70ty of Dublin Phone: 614 - 410 -4400 • Fax: 614 - 410 -4490
Memo
To: Members of Dublin City Council
From: Marsha I. Grigsby, City Manager lg71;4G
Date: December 31, 2014
Initiated By: Tim D. Wagner, Director of Human Resources
Re: Ordinance 02 -15 — Amending the "'Compensation Plan"
Background
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 review is to continue our
ability to attract and retain a talented, high - quality workforce, thus sustaining the City as a
" "Preferred Employer" 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 2012. The City's compensation consultant,
with the assistance of HR staff, recently completed the 2014 market -based analysis and has
projected a revised pay range structure for a two -year policy period extending from January 2015
through December 2016. The consultant's market analysis and pay range recommendations have
been reviewed by senior management. Herein, with slight modification is the recommendation to
adopt the proposed pay range structure for 2015 — 2016.
Summary
Attached for your consideration is Ordinance No. 02 -15, amending Ordinance No. 73 -06
("Compensation Plan" for non -union personnel). Adoption of this ordinance will accomplish four
objectives:
■ Implement the scheduled 2015 - 2016 biennial adjustment to the City pay
range structure;
■ Incorporate three (3) new job classifications as identified in the 2015 Operating
Budget adopted by City Council on December 8, 2014; and
■ Modify the pay range of two particular job classifications as discussed in the
2015 Operating Budget.
■ Eliminate the "'Grandfathered" Pay Range Structure because it is no longer
applicable.
The amendments contained within this legislation regarding the creation of new job classifications
and the upgrading of two other classifications are consistent with those identified in the recently
approved 2015 Operating Budget. Funding to support these actions has been programmed into
the 2015 Operating Budget. Any budget impact associated with the proposed pay range structure
Memo re. Ord. 02 -15 — Amending the Compensation Plan
December 31, 2014
Page 2 of 3
adjustments will be absorbed within the 2.5% allocation for wage /salary increases programmed
into the 2015 Operating Budget.
Section 1: 2015 -2016 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 2015 -2016 pay
range structure in the attached legislation is supported by extensive market pay data. Market pay
data was gathered and analyzed for 280 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 data was gathered in our previous 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 (2015- 2016). 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 2012) for certain pay grades.
For reference purposes, attached is Exhibit A which is a redline version of the proposed 2015 -2016
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 overcompensated while others end up being undercompensated. 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.
In summary, the proposed pay range adjustments on average are recommended as follows:
Pay Range 1 Guidance -2%
Pay Range 2 Leadership -2%
Pay Range 3 Operations -1.3%
Pay Range 4 Implementation -5%
Pay Range 5 Implementation Services -5%
Pay Range 6 Specialized Services 4%
The attached Exhibit B 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.)
Also for background purposes, Exhibit B includes the "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.
Memo re. Ord. 02 -15 — Amending the Compensation Plan
December 31, 2014
Page 3 of 3
Section 2: New Classifications
Three new job classifications were approved as part of the 2015 Operating Budget. The new
classifications relate to the need for new roles in the organization in order to accomplish important
goals, administer new programs and /or operations, and /or enhance the effectiveness of existing
organizational functions. Those new classifications are:
Tax Manager Pay Grade 3.3
Contract and Procurement Coordinator Pay Grade 5.1
Communications Manager Pay Grade 4.1
Section 3: Adjusted Classifications
Discussions at budget hearings involved the upgrading of two classifications due to difficulty in
recruitment. Those classifications are:
Land Acquisition and Utilities Manager
After reviewing the duties, responsibilities and experience necessary to be successful and also
reviewing other organizations from which the City must compete to attract employees to fill this
position, there is a need to upgrade this position from the current pay grade 4.3 to a 4.2.
Communications Supervisor
As a result of limited or no interest from our Communications Technicians during recent hiring
processes for the Communications Supervisor position, we completed a formal review of the
position and its classification. The review identified significant wage compression between
bargaining unit Communications Technician position and the Communications Supervisor position.
Based on the review we are requesting the Communications Supervisor position to be adjusted
from a pay range 4.3 -4.2.
Section 4: Grandfathered Pay Range Structure
This Pay Range structure was developed in 2006 -07 when the new compensation system was
established. In order to prevent adverse impact of the new system to long -term employees, this
'"'Grandfathered" Pay Structure was temporarily maintained. Staff who remained in the
"'Grandfathered" structure were to remain in their current pay ranges until such time as they left
the City or until the Target Section of the new Pay Ranges surpassed that of the "Grandfathered"
pay range. At this point, all of the criteria have been met to abolish the "Grandfathered" Pay
Structure.
Recommendation
Staff recommends adoption of Ordinance 02 -15 at the second reading /public hearing on
January 26, 2015.
Attachments: Exhibit A- Redline of Pay Ranges
Exhibit B- Definitions of Market - Target- Premium Ranges and Career Bands
Exhibit A
Pay
$189
Market
Target
Grade
$39:899
$121
$139-,669
- $143
$19-369
$ 112 , 900
$131,869
$133
$105
- $125
026,799
$109 00
052,999
6
$9
6
$ 7
1
$129 -
$155
$155
- $189
2
$99&9
$103
$129'39
- $123
$129'39
$123 600
$1999
- $151
3.1
$89,666
$83
$43,599
- $45
$96&6
- $99
$96&9
$99
$31899
- $121
3.2
$;z6,l86
$77
$9i,399
$92
$9i
$92
$111 569
$112
3.3
$72200
- $86
$86
- $105
4.1
$fig
$65
$s,00g
- $78
$s,009
$78
$91,600
- $96
4.2
$fig
$58
$fig
- $69
$669
$69
$81,009
- $85
4.3
$48,599
$51200
$35 699
- $61500
$35 699
$61500
$31,669
- $75100
5.1
$43,;
$45
$52,qog
- $55
$52;469
$55
$61,009
- $67
5.2
$38,9
$40
$46;3og
- $48
$46;3oo
$48
$56;569
- $59
5.3
$35
$36
$41,969
- $44
$41,969
$44
$51,3og
- $53
6.1
$32oog
$33
$38,3og
- $40
$35369
$40
$46;969
- $49
6.2
$29;466
$30
$35;366
- $36
$35;369
$36
$93199
- $44
6.3
$2;
$28
$32,qog
- $33
$32,qoo
$33
$qe,2o9
- $41
Premium
$189
- $224
$151
$39;669
- $178
$39:899
$121
$139-,669
- $143
$19-369
$ 112 , 900
$131,869
$133
$105
- $125
$
$9 6 00
$109 00
6
$ 8
6
$9
6
$ 7
6
$8
6
$ 6
6
$7
56
$5 300
61 $6 00
$53800
$61
$
$4 9 00
$53 , 500
13
$ 00
$ $4 8 00
$46,269
$41
$43,599
- $45
Finance /Accounting /Procurement
Classification
Pay Grade
Procurement Assistant
6.1
Accounting Assistant
5.3
Accounting Specialist
5.2
Accountant
4.3
Payroll Specialist
4.3
Financial Analyst
4.2
Budget Manager
3.3
Chief Accountant
3.3
Tax Manaaer
3_3
Deputy Director of Finance
3.2
Director of Taxation
3.2
Director of Finance
2
Law Enforcement /Emergency Management
Classification
Pay Grade
Court Liaison
5.2
Police Property Technician
5.2
Communications Supervisor
4.-34.2
Emergency Mgmt. Coord. /Law Enforcement Planner
4.2
Accreditation Manager
4.1
Communications Manaaer
4.1
Police Lieutenant
3.2
Technical Services Bureau Commander
3.2
Chief of Police
3.1
Public Service
Classification
Pay Grade
Contract and Procurement Coordinator
5.1
Land Acquisition and Utility Manager
4.-34.2
Infrastructure Asset Management Engineer
3.3
Director of Public Service
2
SGHEDYLE
GF PA* GRADES
8t WAGES
PA* GRADE
PA* RAN GE
rriirr�w�r�ww�roarrare�r�
} q,6� Z 2
$3�
-2
$6,916
$39,366
Mrrr�rrrsYS�rwr
$29,365—
$42,94
4
ON
$35,155
,319
6
$gq,g28
$69,64f
ZIL
SGHEDYLE
GF PA* GRADES
8t WAGES
PA* GRADE
PA* RAN GE
} q,6� Z 2
$3�
-2
$6,916
$39,366
3
$29,365—
$42,94
4
$35,155
,319
6
$gq,g28
$69,64f
8
$9s,391
$66,383
9
$19,529�^
�$
$59
$�Z4,&1b
34
$58,945$86,295
37
$643A9l
$192
Exhibit B
Ranee 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.
Adiustments to Waae & 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.
Career Bands
Level 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.
Level 2 - Leadership Heads of major City service areas (e.g. Public Safety, Public
Services, Community Services, City Development, 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 management 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 successful
implementation of strategic and tactical plans within their assigned function or
discipline.
Level 3 - Operations Heads of important City functions that 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, Planning,
and the like) that impact the entire City. They maintain an appropriate balance
between vision for the future of their function and the successful implementation of
strategic and tactical plans for their assigned function or discipline.
Level 4 - Implementation Core professional, technical, or service roles that provide
ongoing services and support for other City functions, residents, 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 performance, quality, and
service.
Level 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.
Level 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.