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HomeMy WebLinkAboutCouncil Resolution 1276RESOLUTION NO. `~~Q A RESOLUTION A®OPTING A Nil4NAGE1IAENT COMPENSATION PLAN WHEREAS, Chapter 2.48 of the Central Point Code authorizes and directs the City Council to adopt rules relating to personnel matters, and WHEREAS, Section 36 of the City Charter approved by the voters to take effect on January 1, 2011 provides that, "The compensation for the services of each City officer and employee shall be under the supervision of the city manager in accordance with an employee compensation .plan adopted by the City Council" and the City Council deems it to be in the best interest of the City to adopt such a plan; now, therefore, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF CENTRAL POINT, OREGON, that the Management Compensation Plan for management employees, as attached, and by this reference incorporated hereto, be, and the same are, hereby ratified and adopted. ~ Passed by the Council and signed by me in authentication of its passage this day of December, 2010. `_ Mayor Hank Williams ~ ATTEST: City Representative Approved by me this ~~ay of December, 2010. Mayor Hank Williams PROP®SED REVISED November 28, 2010 To become effective January 1, 2011 (Contingent upon approval of Council 12/9/2010) Executive Manataement Team: Bev Adams, Finance Director Deanna Casey, City Recorder Chris Clayton, Assistant City Manager Tom Humphrey, Community Development Director Barbara Robson, Human Resources Director Matt Samitore, Interim Parks and Public Works Director Jon Zeliff, Police Chief First Tier ManaCaers: Kris Allison, Police Captain Jennifer Boardman, Parks & Recreation Manager Debbie Dunlap, Accountant Chuck Newell, Police Captain Max Woody, Public Works Operations Manager Second Tier Manaraers: Jeff Britton, Police Lieutenant Dave Croft, Police Lieutenant Brian Day, Police Lieutenant Scott Logue, Police Lieutenant Josh Moulin, Police Lieutenant INTItODUCTI®N Our City Central Point is a small town, with a population of 17,000, in beautiful southern Oregon. It borders a city of approximately 70,000 and smaller communities with populations of less than 7,500. Central Point is bisected by both a major interstate highway and a rail line. An international airport is within 2 miles. Local medical and educational facilities are excellent, including several hospitals, clinics, a community college and state university. The area enjoys warm summers and mild winters and, although it is 200 or more miles in any direction to larger metropolitan areas, Central Point has wonderful theater, musical, and indoor and outdoor recreational opportunities within minutes of driving time. The City of Central Point is afull-service municipal organization-with acouncil-manager form of government. Although the town has been incorporated for over 100 years, as recently as 10 years ago the population was less than half the currentfigure and, as the city grows, so grows the organization.,.It is currently in the growth phase of its organizational life cycle. Due to the geographic pl-oximity to its larger neighbor, Central Point struggles to create its own identity. Central Point is`not'~epen listed separately on most maps. ~. Our Mission ~--~-~ It is the Mission of the, City of Central Point to bu~ld~and ma;rn;tain a highly livable community by working in harmony and bei~~g'~, a catalyst for partnership with all the members of the community, public and priiate. , ~ y ., ~ __ ~~ ~~ '~ Statement.of Values; ~ `~ `` ~_~~ Growth We value planned,growth that-,will retain our small town atmosphere. ~~~ ,.., Public Safety~~We'value a professional service oriented public safety policy that promotes a sense of safety aiid' security inl'our city. ~, .~f Transportation: We va~l~u'e'a'`system of transportation and infrastructure that is modern, efficient and sensitive to~tle~environment. Community: We value a clean and attractive city with parks, open space and recreational opportunities. Service: Provide highest level of service possible in the most efficient and responsible manner. City of Central Point Management Compensation Plan Page 1 Goals The Council and Staff will fulfill the Mission by working to achieve the following goals: 1. Enhance and protect Central Point's "small town" qualities: pride, safety, friendliness; 2. Support programs and services to ensure the highest levels of public safety; 3. Manage our community's growth, and strive for the best use of available land to improve the quality of life; 4. Improve housing stock, encourage housing for variety of economic groups; 1 economically invigorate the business districts ands revitalize the downtown; 5. Provide for adequate City infrastructure~ncludhi g\streets and transportation systems, water, storm drainage and sidewal~ s• ~ ~``~ ~' \ 6. Develop parks facilities and recreation programs for young~and old; 7. Strive for successful public/private~par&tnerships with the bus Hess community, the school district, the library, and other egio \ govern_•ments; 8. Create a unique identity for-Central Point; `~,~`' r 9. Strive for excellent service~ao•alie community' by\supporting a staff of well trained, motivated and professional city,employees; \` 10. Improve communication with the residents and other partners of Central Point. In a nutshell, our mission is to,create, maintain,. and 'sustain livability of the community. We ~~; recognize that to provide the best, service to •our clients, the citizens of Central Point, we must seek to have a management aeam that shares the mission and goals of the City. To ':,: that end, an= .aligned management• compensation plan has been created to encourage current ~and'G future managers .of ,the City of Cerifral Point to work as a team to create a government organization that puts the needs and desires of the citizens of Central Point above their.-'own preferences, and •strive to provide the necessary services in the most efficient and'effective manner possible: City of Central Point Management Compensation Plan Page 2 Section 1. The Nianagenlent 'Team 1.1 Management Team The City's Management Team is comprised of the Executive Management Team and First and Second Tier Managers. The Management Team's job duties include: governmental accounting; budget; records management; City governance; public safety and law enforcement; public works including street construction, water distribution, storm water and flood hazard; land use and urban planning; parks maintenance and recreation programming; human resources management; risk management; and facilities management. The City's Management Team is composed of professional employees who have a number of years in their positions. It is not unusual for these managers' to have twenty or more years of experience working in their profession or in local government. At a minimum, most positions in the management team recjuire a bachelor's degree or equivalent experience and training. These jobs are professional level p~osi:pons 'that require specialized training, certification and/or extensive experience. The e" `,area professional :people in key positions of responsibility. It is irnpera~tive~•that the~`City recogn-ze~<t~his and compensate them at a fair, ,` professional level. ~ ,~ ~-~ ~~~~ '~ ~~._~~ ,~ ~,~. ~ ,~ ~~; ~ ~ ~~~ 1.2 Executive Management: Team members report directly to the City Manager and include the f-na~-ic`e~directo-, corri-nunty~~development director, parks and public works direct~o~ human e`soin ces director, police chief; assistant city manager, and city recorder. \ ~ ~ `~ ~ ~ 1.3 First .Tier Managers,,, repo- t Ito a department director and include the police captains, parks~~nd recreat on_and public works operations managers, and accountant. ~~ 1.4 Second Tier ~Manag ~rs.` report to a first tier manager and include the police lieutenants. \' ~ ~'°.,F ~' ~; '., y `~~: 1.5 Non-Covered Positions This Plan shall not cover any position in a collective bargaining unit or anyone with an individual employment agreement. City of Central Point Management Compensation Plan Page 3 Section 2. Management Compensation 2.1 Previous Strategy The previous management compensation strategy had not been reviewed in at least five years. It was basically an extension of the negotiated compensation for the two bargaining units, taking into consideration what other cities in the region are paying for management- level positions. There was no written pay strategy. When a position became vacant, which was not often, the pay was reviewed at that time. The City prefers to promote current employees when possible and there is a written policy to'ths effect. 2.2 Management Compensation Plan - StrategrPurpose ~, The purpose of having a written management compensation plan is to develop a compensation strategy that is tied to the mission and the goals ~of,flie City of Central Point and the 2007 Strategic Plan. The compensation plan must be fair; legal, consistent, and understood by all. Having a written compensatiori:plan,should eliminate, or.at least reduce, the likelihood of inconsistencies, o perceived or real discrimination. ~ ~. ~`- 2.3 Compensation Philosophy ~.; ~~,.~ The City of Central Pomt s~management~.~compensat~on program is designed to provide adequate pay for 1 ~ management ernf ~ploye s:. The goal ~^of our total management ~~ ~ ~ ~ .~` compensation program is to foster and reward performance and dedication, while at the same time attracting su~ita'ble candi~d~ates, when needed, to fill vacancies. ~~ ~ ~ ~_ 2.3.1::. Principles. ~'~.;,` ~~~ j ' •. Management~pay ranges-will be`de\ t mined, in part, by using the market average t `~, for the appropriate labor market as a target. Individual pay within the range will be merit-based and; performance-driven. • Benefit`s' will include adequate health insurance at a reasonable cost to employees;.,and other benefits that promote a comfortable, secure workforce and encourage ded'icatioi to the City. • Incentives will •include deferred compensation, health reimbursement arrangements, and paid time off. 2.3.2 Strategies • Because the City of Central Point's success is dependent on capable and dedicated employees, our compensation goals will strive to attract and retain individuals who share the mission and vision of the City. City of Central Point Management Compensation Plan Page ¢ • Our total compensation will be industry competitive and appeal to the type of professional employees we wish to attract and retain. • We will adequately pay all managers but we will reward those who go above and beyond in the furtherance of our mission. • We will hold managers accountable for the duties and responsibilities of their positions. Regular and meaningful evaluations will be conducted to gauge accomplishments and assess deficiencies. • We will endeavor to provide benefits that offer the most value to, and are appreciated by, our employees. • We will promote dedication by provi~d!i~nggrowth and development opportunities to employees at all levels. ~ • We will strive to cultivate and promote~ut •r~e~managers from within the organization whenever it is practi~a!ble;to do so. • We will embrace an organizational!,culture that rewards excellent service to the citizens of Central Point. ~ <~` 2.4 This compensation plan is NOT A CONTRACT jjThis plan and~the salary and benefits outlined herein may '~be changed at anytime with approval of the City Council. ~'`~. t~ Section 3. `\'Plan Structure.;.. .; 3.1 Salaries ~ - . Management pay is determined; y. the position, individual qualifications, and market comparison..The City Manager sets tli'e..parameters of a salary range established for each position or position class. The'<City Council shall approve the salary ranges as part of the classification pa`y plan. All managers will receive pay in the form of monthly salary which will be within the approved minimum and maximum set for the position or position class. 3.2 Establishing Ranges'' Each manager's .pay will be established on a scale that includes a minimum and maximum range for the position or position class. Ranges will be proposed by the City Manager, with average salaries for comparable positions in comparable cities (as determined by a wage study of the appropriate labor market) being considered a "target" point. The market will be surveyed not less than every three years. Factors to be considered in determining the range for each position or position class include: Ciry of Central Point Management Compensation Plan Page 5 • Market Survey: average minimum and maximum pay for comparable positions in comparable cities and cost of living changes • Scope of the position: duties and responsibilities, authority, liability, number of employees supervised, size and complexity of budget administered • Total compensation value: takes into consideration the comparability of total compensation and benefits. The salary range for each position or position class may be adjusted by the City Manager not more than once each fiscal year and, generally, any change in either the minimum or maximum of the range shall not cause the range to deviate from the average minimum or maximum by more than 10%. Any changes to the salary`ranges shall be brought to the City Council for approval in the form of a resolution setting forth _the employee compensation plan. ~. 3.3 New Positions Any new management positions shall be brought before,the City Councilin accordance with City policy. The Council shall be provided a job description and proposed salary range for the new position and Council approval shall be regwred,,prior to filling the position. New ~~ ~~ positions that are designated as managemen~t~positionswill be covered under this Plan and shall be incorporated into the Plan~i~n~the frrst~'~revision.~of-.the Plan following council approval of the position ; . ~ ~_,,~ ~,~, ~`~., ~ '~ - 3.4 Initial Placem nt on Salary Ranges.. ~ ~~ Managers will--be~placed`w_ithiri the appr_,oved salary ranges for their position according to their qualifications;, competencies, and;~the,~rel!ative value of those qualifications and competencies to the position t Mana~ r:, ;Factors to be co range include~but~are not lim~te ^ Competeincy: demon'sti training ~~ j`~to the City~of Central Point, as determined by the City ed inn determining individual pay within the established to: ~~3 level of relevant knowledge, skills and abilities and ^ Credentials: fornal education degrees and certifications Experience: job p rformance and relevant work history in comparable position(s) ^ Responsibility: authority, liability, or other responsibility not already considered in establishing the range for the position ^ Performance: performance of the duties and responsibilities of the position as documented in an annual performance evaluation ^ Any other relevant factor(s) that warrant consideration Placement on the salary range shall be at the discretion of the City Manager, except that such decision shall not be arbitrary or discriminatory. City of Central Point Management Compensation Plan Page 6 3.4.1 Initial Placement upon Promotion In the event an employee is promoted from anon-management position to a management position, the employee shall be placed on the salary range for the new position in accordance with this plan. The employee's pay at the time of promotion, including any incentive pay, shall be considered when determining the initial placement on the salary range for the new position, but in all cases, no initial placement shall cause the manager's pay to fall outside of the approved salary range for that position or position class. Incentive pay received by a bargaining unit employee prior to promotion shall be considered in respect to competency, credentials, and experience asset forth above, but shall not be continued as incentive pay. ~:. ~~. 3.5 Substantiation of Performance-Driven Pay Changes': , Performance-driven pay changes will be ..based, in part, on 'the- .outcome of an annual performance evaluation. To qualify for "any performance-driven .pay increase, the manager's final, annual performance evaluation -score must be "above average" in all areas. However, receiving above average cores alone shall riot-6e an automafc`~;basis for a pay increase. The City Manager shall~be~the~s,ole grantor of pay changes for any manager, but the recommendation of the department d~i'rector shall~~ be considered prior to the City Mana er makin an a chap es for -first r-aecond tier mana ers. An chan es in a g g YPY. g ,~ ~ g Y g pY must be justified in writing via the P rsonnel c ~on~Fo m'(PAF), and supported by the evaluation documentation. k~ :,' ~ ~ ~%~~~~ .1 3.6 Procedure for Changing Pay, .,: ,~. Following the conclusion of performance' evaluations for all managers in a given group (i.e., all executive team`managers or all first tier managers), and prior to January 1 each year, the City Manager shall determine the° amount of pay change, if any, to be made for each ,. manager for-.the following fiscal year:. In all cases, no change in pay shall cause the ;. manager's pay to:.fall outside of the approved salary range for that position or position class. For exampl'e;:if a manager;is paid at the top of the approved salary range, he or she may not receive a pay'increase,until such time as the salary range is adjusted upward. The Council shall approve the pay'ranges set for each position or position class annually in the form of a resolution to approve the Classification Pay Plan. The City Manager shall have the sole authority to approve changes in individual managers' pay, provided the change does not result in more than a six percent (6%) increase in any one fiscal year, and provided the salary remains within the approved pay range. In the event the City Manager wishes to increase any managers' pay by more than 6%, the City Manager must consult with the Mayor and justify the reason(s) for the increase. City of Central Point Management Compensation Plan Page 7 3.7 Appeals If a manager believes that he or she is not paid fairly, he or she may challenge the City Manager's decision to grant, or not grant, a pay change. Any challenge must be made, in writing, to the City Manager within 15 calendar days after notification of any decision about pay. The written challenge must contain the specific amount of pay the manager believes he or she should receive, and a clear explanation of why the manager believes the City Manager's decision is unjust. The City Manager shall review the challenge and meet with the manager regarding the appeal before making a final decision. The City Manager's decision shall be final. ~~.:. ; .: If a manager believes any decision is discrimina~tory:~liased on race, color, gender, age, ~,;~ national origin, religion, sexual orientation, or other protected! class, they should notify the Human Resources Director. ~ ;~` Y~ ~\~~/ Section 4. Performance Eva~lu~a`tion ;. 4.1 Annual Evaluation Any performance dri:ven'pay changes will be based on the outcome of an annual evaluation of the managers' overall.job performance Tle City Manager;~or department director, in the case of a first or second:~tier ,rimanager, will take into consideration the manager's self evaluation, ;peer evaluation, ;and/or. staff evaluation in preparing the final performance -~ evaluation, The overall score ;from the final eyal'uation will be used to substantiate any performance-driven pay;change: ~ ,~ '. 4.2 Self Evaluation .,:; The self evaluation`is an opportunity for the manager to expound on his or her goals and accomplishments during theeyaluation period. The evaluator (City Manager or department director) will review the self evaluation prior to evaluating the manager. The self evaluation is to be completed and submitted, in accordance with the established format, to the evaluator on or before the date set by the evaluator, except that the manager shall be afforded not less than two weeks to complete and submit the self evaluation. Goal Setting and Attainment: The self evaluation will focus on goal setting and attainment, professional development, and overall contribution to the organization, and include such information as: City of Central Point Management Compensation Plan Page $ • Has the employee set and attained at least one goal from the city's' strategic plan or City Mission and Values? • Has the employee set and attained at least one departmental goal? • Has the employee kept up with the latest issues in their profession? • Has the employee set and attained at least one professional development goal? • How has the employee contributed to the overall success of the organization? • How do the employees' peers and subordinates assess their contribution to the organization/job performance? (response to staff and peer evaluation) 4.3 Peer and Staff Evaluation The peer and staff evaluation results will not be used independently in the final evaluation, but rather, will be provided to the manager and the''evaluator for incorporation into the self evaluation and administrator/director's evaluations. ~`'~ 4.3.1 Peer Evaluation ~'~ ' . Cooperation and Teamwork: T~ e.~., weer evaluation will > concentrate on, cooperation & teamwork, respect, impact on the .organization, etc. as witnessed, experienced, and perceived by the managers' peers. ~.~ '~ ~~~ Peer evaluators shall befidentified as indrv~duals~holdmg peer-level positions. For example, each member of the~xecutive management to m'~w~lTl' evaluate the other executive team " ' ~ ~ ~' ~~ ' ~ ~ "' The eer evaluation surve members using thee, Executive -M~anagemen~t :Peer Survey: p y document maybe adjusted for each position to ensure relevance, as appropriate. 4.3.2 , Staff':Evaluati'on ~~ ~ 4 5 ~~ -~ ~.,`~, ~~:~, Le ders ~i~ Su er is~~ nd Con~trib tion: The staff evaluation will provide input on the managers'' work perfor a~nce in respect to leadership, policy application, responsiveness, supervisio\co munication, rganiz do ,and training. For supervising in~anagers, the: °staff evaluation will survey a sample of individuals who report directly or ndirectly to~the manager. The sample of evaluators will be random except that each dep rt4ent director's "second in command" shall be an automatic evaluator and each division shall be represented by evaluators. The number of evaluators shall be proportionate to the number of direct and indirect reports but the number of evaluators shall not be less than four or more than eight. For non-supervising managers, the staff evaluation will survey a random sample of individuals who work directly or indirectly with the manager and have first-hand knowledge of the non-supervising manager's work performance. The number of evaluators shall not be less than three or more than six. City of Central Point Management Compensation Plan Page 9 The staff evaluation survey document may be adjusted for relevance for each position, as appropriate. 4.4 Final Performance Evaluation The City Manager's evaluation, or department director's evaluation with the City Manager's approval, will be the final, official performance evaluation and will be the instrument used to substantiate any performance-driven pay changes. The final evaluation will take into consideration the self evaluation, the peer evaluation, and the staff evaluation, as well as the City Manager's or department director's own assessment of the manager's job performance. The City Manager shall meet with the department director regarding all first and second tier manager evaluations and the department<'director shall defend his or her assessment of the manager's performance and final ~eval.uation score prior to the department director meeting with the manager about the evaluation. The City Manager must sign off on all evaluations, and no manager's evaluation shal',l~be considered official without the City Manager's signature and date of signature, 4.5 Evaluation Scoring The factors used in the determinaton,of.performance wily. be rated on a 5 point scale where 5 =truly exceptional, 4 =above average;- 3 _. average; ~>2 =below average, and 1 = :. unacceptable. Although~:what is considered exceptional or average will be subjective, it is _ _ ~ .. . understood that the`evaluator`;will inform a manager .of his/her expectations of what is required to attain a.;rating of average (3 00) or ~~higher. The final evaluation "score" shall take into consideration~the,,self evaluation, peer,~and staff evaluation, department director's assessment for first. and~secorid tier._managers.and City Manager's assessment, as well as any other source of input the`City. Manager deems appropriate to make the assessment. ~.,; ~-t. While each. manager's' evaluation will be done independently, all evaluations for a particular group (i.e., executive management team, first tier managers, second tier managers) shall be completed and signed off on by the City Manager prior to finalizing any recommendatiori~for: pay chan°ges within that group. 4.6 Evaluation Factors The performance evaluation factors used for the final evaluation will be: a. Job Knowledge and Job Performance How well has the manager demonstrated the knowledge, skills and abilities required to accomplish the assigned tasks and goals of their job? b. Integrity, Respect and Ethics City of Central Point Management Compensation Plan Page 10 How dependable is this manager in respect to honesty, follow through, fairness, accountability, respecting others, ethical standards, and adhering to City policies and collective bargaining agreements? c. Performance Management/Supervision and Administrative Duties How well does this manager manage the personnel aspect of his or her department? Are personnel matters dealt with appropriately and in a timely manner?Are meaningful and timely performance evaluations completed? Does the department head hold supervisors accountable? Is proper documentation maintained? Are~t~mesheets turned in on time and correctly? Does this manager adequately account for h s'or~er time? dershi and Goals cit de t rofessiona` d. Lea p ( y, p , p ~,~ /~``~ How well has this manager furthered the m~ss~on of the city anal, values and goals of the strategic plan, set and attained departmentgoals, and set and tta ed professional ~ z goals? How do this manager's peers and staff feel about his or her leadership ability and contribution to the organization? \~,~ \~~ ,.., - \ e. Commitment to Organization/Teamwork, Risk~Ma~nagement and Safety :. How well does this manager demonstrate a commitm\ Ito-the organization and to teamwork, focusing on~the whole orga.nizat~on as opposed to~a~,,department first focus?Are they committed to ernployee;"and citizen.safety"bs evidenced by training, type and frequency of injuries or incidents relatwe`to the position%department? Do theygive effort and commitment to reducing,'habilityfoi the city, including following and applying policies"and leading byYexam`ple? -" ": f. `~, Gommunication~ . ";, Does this manager effectwely communicate with others?Are his or her interactions effective and appropriate~Are they responsive to staff and coworkers? Does he or she provide timely nformation_'maintain cooperative business relationships; and is communication respectful, courteous and focused on the issue at hand? g. Problem Solving and~judgment How effectively and efficiently does the manager contribute to solving problems encountered by the organization as the organization works toward accomplishing its goals? h. Overall Overall, how well does this manager perform the duties and responsibilities of his or her job? City of Central Point Management Compensation Plan Page 11 4.7 Timeline Performance evaluations for all managers will be conducted between September and December of each year, with all management evaluations being completed prior to December 31St. 4.8 Unsatisfactory Performance In addition to being ineligible to receive any performance-driven pay increase, any manager who receives a final performance evaluation score ;of less than 3.00 overall, or a rating of below average or unacceptable in any evaluation;-factor on the final evaluation shall be placed on a work plan for the purpose of improving performance. A performance review will be scheduled not less than three (3) months and'not more than six (6) months after receipt of the work plan, at which time the manage'r's performance will be re- assessed. If satisfactory improvement has been made, a subsequent re-evaluation may be scheduled or the manager may be deemed to have satisfactory performance. Every effort will be made to assist the manager in making the„ necessary improvement to successfully perform the job duties. However;.~f the manager fails' to improve after being given adequate time and resources for imp:rouement, the manager may be subject to disciplinary action, up to and including terminatj~on~., ,, 4.9 Appeals ~ ~ The criterion established fort designed to identify th se~who believes that he or, she w ~ nq't City Manager"'s~'decs~on. Any within 15~alendar ys fter rE must c retain the spec~f c~ ve alu why the man' ger believes the review the c a~llen~~e and me:e,1 final decision. The°City~Managei ,'>~./ - f ~~~~. ~, rm at,`! fairly in "t ,'~.``, aluations~:-is intentionally rigorous and /e, or below expectations. If a manager e, evaluation he or she may challenge the ie~made, in writing, to the City Manager of the performance evaluation. The written challenge tion factor(s) being challenged and a clear explanation of ty Mari ger's evaluation is unjust. The City Manager shall with the manager regarding the appeal before making a s decision shall be final. If a manager believes a~nvdecision is discriminatory based on race, color, gender, age, national origin, religion, sexual orientation, or other protected class, they should notify the Human Resources Director. City of Central Point Management Compensation Plan Page 12 Section S. Total Compensation Package In addition to the pay outlined in Section 3, the total management compensation package will consist of other benefits as detailed below. 5.1 Additional Compensation 5.1.1 Health Reimbursement Arrangement The City will contribute monthly to an established HRA account for each manager covered under this compensation plan. The amount of contribution to the HRA shall be capped at $1,45:per' month. _~, 5.1.2 Retirement: PERS The City will pay'`both`.the employer's and employee's contribution to the Public Employee Retirement~S~ tem .. 5.1.3 Deferred Compensation M ~ gers will be allowed to take advantage of the City's deferred compensation "457" program by.~,`having any , or all monetary compensation contributed, pre-tax, into deferred comp nsa.tion, subject to_ I:R.S. rules. _ ~~ 5.1.4 Sign on Bonus At the sole discretion oftthe. City Manager, aone-time sign on \~~ bonus of up to $7,500 may be offered at the time of recruitment for any management ~ ~ position. The decision to;offer a sign on bonus shall normally ~ driven by the difficulty in recruiting qualified.applicants;for aposition, and industry expectations. The amount of the sign on bonus shall` be at they, discretion of th`e City ,Manager, except that the Human Resources Director slialhbe consulted. In the :event a manager receives a sign on bonus and subsequently resigns from the position : within two years of `receiving the bonus, the bonus benefit amount shall be refunded,to the City on a prorated basis as follows: Less than 6 months of service ~ 100% refunded to city ~,~~ ~~ 6 months to 1 year of service 75% refunded to the city 1 year ~to 2=years of service 50% refunded to the city The manager will be required to sign a sign on bonus agreement stipulating to this reimbursement arrangement as a condition of employment. Under certain circumstances, the-City Manager may elect to not institute the reimbursement provision of this section of the Plan. 5.1.5 Relocation Assistance At the sole discretion of the City Manager, relocation assistance may be negotiated during the job offer phase of hiring a new manager from out of the area. Only those individuals who are relocating from more than 50 miles shall be City of Central Point Management Compensation Plan Page 13 eligible for relocation assistance, and the amount of the assistance benefit shall be limited to $5,000. The maximum amount of relocation assistance shall only be made available to an individual who relocates to within the city limits or Urban Growth Boundary of Central Point. The maximum amount of relocation assistance for a new manager relocating to an area outside of the Central Point city limits or UGB shall be $2,500. In the event a manager receives relocation assistance and subsequently resigns from the position or is terminated for cause within two years of receiving the assistance, the assistance benefit amount shall be refunded to the city on a prorated basis as follows: Less than 6 months of service 10Q% refunded to city 6 months to 1 year of service 75%~efunded to the city 1 year to 2 years of service 'S0%.refunded to the city ,~` \``~. Refunding of relocation assistance shall apply n'ly in the event of a voluntary resignation or termination for cause. Additionally, i'f"relocation assistanc\s provided to relocate within the Central Point city limits or UBG nd within 2.years, the manager subsequently moves from the City limits or UGB but remains ~n, their management pos~rt,~on, the amount of relocation assistance paid beyond -$2;500 shall~e~~ref~ ded to the City using the above pro rata scale. The manager will be' required to sign~.aR relocation assistance agreement stipulating to this reimbursement arrangement as a condition of employment. Under certain circumstances,'~the City Manager may .elect to no~i~titute the reimbursement provision of this se,ction'of the Plan. • ` 5.2 Non-Monetary`Beinefits.' • ' :__ . _ - •..;~ _ Eligible -`managers .shall receive„ the following`-benefits in addition to the monetary compensation outlined in this pYan: All benefits will be taxed in accordance with applicable Internal,Revenue Service`(I;RS) regulations. 5.2.1 I=Ie'alth Insurance• Full-time managers will receive medical, dental, i prescription and vision coverage under the city's health insurance plan. The City and the manager will share the cost of health insurance premiums with the City paying 90% and the full-time manager paying 10% of the premium. Managers working less than full-time will be allowed to participate in the City's insurance plan, provided they meet the eligibility requirements of the insurance plan, and the premium cost will be shared as follows: a .5 FTE manager will pay 50% of the premium with the City paying 50%, and a .75 FTE manager will pay 30% with the City paying 70%. Where feasible, health insurance cost savings measures will be implemented. In the event any cost savings measures result in coverage that is less than comparable to current City of Central Point Management Compensation Plan Page 14 coverage, managers will be notified as early as possible of the change and given the opportunity to propose an alternative to the cost savings measure. Proposed alternatives must be presented, in writing, within 60 calendar days of the notice. The City shall maintain the sole right to implement or reject any proposed changes. 5.2.2 Life Insurance The city will pay the premium on a group term life insurance policy in the amount of 1x the annual base salary to a maximum of $100,000. The manager shall have, at their own expense, the option of purchasing additional life insurance for themselves and/or family members pursuant to the insurance policy provisions. 5.2.3 Long Term Disability The city will payrthe premium on a long term disability policy with a 90 day elimination period that provides a benefit of 2/3 of base salary, up to a maximum of $3,000 per month. 5.2.4 &125 Flexible Spending Account Managers will have the opportunity to participate in a flexible spending account to use pre-tax,:dollars fordependent and health care expenses pursuant to LR.S. regulations. ~.~,~~ 5.2.5 Cell Qhone allowance ~A~monahly stipend\may be paid to managers who are ;~ ~ : ~. required to be available by phone while away £r`om the office.or outside of business hours, ~~ ~.t in accordance with city-poli~cy.,~ anagers~who elect to.,use a City,-owned cell phone are not eligible for this stipend, ~ ~ / ~f !~~~~' ~',.. 5.2.6 Use of Car::-~At the sole discreti~o~n~of the City Manager, the use of an assigned City veh ~ e may be n go~ to ~ . a manage ~ ,Any such use shall be based solely on approprrateness~for.`the,positron>and sublect`'to applicable LR.S. rules. ~~. 5~2 7. Air Miles and other purchase-related benefits Although managers are \~. issued purchasing cards for making authorized work-related purchases, it is understood that, occasio al'ily sunder certain limited circumstances, the use of a personal purchasing '~ .~ f:.. card for making wor,k~elated p~ rchases may be warranted. If a manager uses a personal purchasing card to a~ke~w~ork""-related purchases, the manager shall be entitled to any ~... :~ benefits or rewards, such:: as;air miles, associated with the use of the personal card and such benefits or rewards shall be considered part of the managers' salary and compensation. Such use of personal cards shall be infrequent. 5.2.8 Miscellaneous Use of City resources on a limited and occasional basis shall be considered part of the manager's total salary and compensation. Examples of such use may include photocopiers, printers, computers, phones and other technology, provided such use does not violate the acceptable use policy. Additionally, except for items such as portable information technology (i.e., laptop, iPad, etc.) such use of city resources shall not City of Central Point Management Compensation Plan Page IS include taking items off of City premises (i.e., this provision does not allow for taking tools or equipment home). 5.3 Paid Time Off The City recognizes the importance of time away from work for personal lives, and believes managers should receive paid time off for certain holidays, vacations, personal time, and for when they are unable to come to work due to illness or injury. To this end, managers shall be granted time off under the following provisions. ~ 5.3.1 Paid Holidays Full-time managers s_h~a~l.l'"receive the following days off without loss of pay. However, in the event a manag~eliooses~to or is required to work on a holiday, no additional compensation shallfb~granted~Al~paid holidays shall be considered 8-hour days. Part-time managers covered under th~isr~plan shall be eligible for holiday pay only for those days they wo ~ld~~normally be schedu ed~ to work and on a prorated basis. ~'`~ ir^~ ~ ~ ~ ., ~`. New Year's Day ~ Independence Day The day after Thanksgiving Martin Luther King Jr. Birthday `Labor Day The day before Christmas President's Day Veteran`s Day Christmas Day Memorial Day Thanksgiving Day If the holiday falls on:aJSaturday,.the preceding Friday wi1~P be the paid day off unless that Friday is already a paid loliday,'th'en the following Monday will be the paid day off. If the holiday falls on a Sunday; the following Monday will be the paid day off unless that Monday is already _a>pad holiday, then,tH~e previous Friday vvill be the paid day off. In addition ,to the above -:paid holidays, managers will be granted two "floating holidays" ~~ each year.~`Floating holidays_,are to be aken as whole days. One floating holiday will accrue on January 1 and :one will accrue on July 1. Floating holidays must be used in the calendar ~~ year in which they: accrue. Unused floating holidays will be lost each year and will not "roll" from one caleridai- year~to the next. ~. 5.3.2 Paid Vacation The City encourages managers to take time off occasionally for vacations away from work. It is expected that managers will take at least one week of vacation each year in a block of five consecutive days. Notice of the intent to take vacation shall be submitted to the City Manager as far in advance as practicable, and shall be noted on the City's "Department Head Vacation Calendar." Vacation accrual for full time managers shall be as follows, except that the City Manager may, at his or her sole discretion and when circumstances warrant it, place a new manager on the accrual chart at any level, to a maximum of 20 days per year, at the time of hire: City of Central Point Management Compensation Plan Page 16 1St through 4t" year of service 5t" through 9t" year of service 10t" through 14t" year of service 1St" year of service and beyond On the anniversary of the 20t" year of service On the anniversary of the 25t" year of service On the anniversary of the 30t" year of service 10 days (80 hours) 15 days (120 hours) 20 days (160 hours) 25 days (200 hours) a one-time award of 5 additional days (40 hrs) a one-time award of 5 additional days (40 hrs) a one-time award of 5 additional days (40 hrs) Vacation shall be allowed to accrue to a maximum of two times the annual accrual rate, but in no case shall accrual be more than 400 hours. Additio al awards for longevity shall be considered vacation hours/days and shall be counted~i~n'th maximum accrual. ~ ~ Employees who are promoted from within City service into~a;~managment position under this management compensation plan shall h(ave~their years of'se.rvice with the City count toward their vacation accrual in the man ger position. One time longevity awards shall only be awarded for current service milesto es ``~\ r example, a 23 ye~~e,\mployee who is promoted into a position covered by,this Managent~~ pensation Pla~n~shall be eligible for the 25 year award at 25 years, of',service, but would not be awarded a 20 year award retroactively. ~. `~' The maximum amount _of vacation that, will bepaid out at the time of separation is 200 hours. The maxim~u`m ,riumber~;o~f days that may be `taken. as paid days off between the notice of separation and last dayo:f work is~~tweity (20) days. Managers will be allowed to sell back unused vacat~ori,hours,n accordance with current City policy. i- ;: 5:3 3 Sick~Leave Full-time managers shall accrue 1 day (8 hours) of sick leave for each full "calendar moritli~worked: Sick leave shall be allowed to accrue without limit. Except \as :,provided for in a>, curr`ent `City policy, unused sick leave hours shall not be compensated: for in any manner. Part=time managers covered under this plan shall accrue paid sick leave'on a.prorated basis. 5.4 Changes in Benef is lpon Moving to a Management Position Managers shall only receiveF benefits that are afforded to management employees under this management compensation plan or approved City personnel policy. At any given time, an employee shall only have accrued time "on the books" that other employees in the same employee group accrue. When an employee changes from a bargaining unit position to a management position, accrued compensatory time and any leaves not also accrued in the new management position shall be paid out at the previous hourly rate at the time of the change and in accordance with the applicable bargaining agreement or policy. By way of example, a sworn employee in the police bargaining unit who changes to an exempt, City of Central Point Management Compensation Plan Page 17 management position shall have all accrued comp time and holiday leave bank time paid out upon changing positions because exempt, management employees do not accrue comp time or holiday bank time. This provision shall apply to managers appointed after adoption of this plan but shall not be applied retroactively to any current manager. 5.5 Work Time / FLSA Exemption Positions covered by this plan that are exempt under the Fair Labor Standards Act are not subject to, or eligible for, overtime compensation for hours worked in excess of 40 in a week or any specific amount in a given day. Exempt managers are paid on a monthly salary basis to perform the duties of their position and are not required, nor expected, to keep track of the number of hours they work. However,:it is expected that exempt managers will work sufficient hours to complete their job duties in a tirriely manner and that they will generally be available during working hours: Additionally, managers are expected to attend meetings, conferences and other functions appropriate to their work. assignment, which may fall outside the typical Monday through Friday, 8 to 5<schedule. Although exempt managers are not e'quired to keep track of their hours `worked for the purpose of pay, they are required`to`keep track of their use of accrued or banked leaves. ~ ~ \._ The general practice shall be that if the manager is aliserit~.from work for more than a partial day, accrued or~banked leave shall~be used ~t account for, all of the time away. It is understood that managers may, on occas~~on, trade time where appropriate, but this practice shall not result in an hour-for-hour' trade of all time worked beyond a 40-hour workweek and shall b~do e only infrequent y a d under exceptional circumstances. Any non-exempt°management: p` osition,,cover\ed under this plan shall be eligible for overtime:.m accordance~~with the~Fair Labor-Standards Act and state law. Non-exempt managers ,must record al h u,rs orke:d and leave taken on an approved timesheet. 5.6 n~of Plan Managers are covered' b'y~an'd expected to follow all City policies. Where City policy and the ~, Management Compensat oniPlan differ, the Management Compensation Plan shall be applied except that where the Management Compensation Plan is silent on a benefit that is provided for in a current City policy, the policy shall apply. An example might be the Sick Leave Bank. The Management Compensation Plan does not specifically address the Sick Leave Bank but City Policy states that employees are eligible except as otherwise provided for in a collective bargaining agreement or management compensation plan. Since the Management Compensation Plan does not preclude participation, the policy shall govern. City of Central Point Management Compensation Plan Page IS Section 6. Comparable Market Defined The cities selected for the market comparison shall be determined at the time any market survey is done based on criteria set forth in this document. The "comps" may vary from year to year as a city may meet the criteria one year but not the next, or a city that did not meet the criteria one year may meet it the next. 6.1 Defining the Market The criteria for market comparables will be: a. Ore on cities with a o ulation of between 10,.0:00 nd 25, 000, based on the most g p p recent Portland State University population'~estim~ate (this criterion is based on current Central Point population of 17,2.0an~ ou`ld. be adjusted for population changes); y b. Located within a metropolitan area of at~least 100,000; ; , c. Median housing prices within 25% of Ce ~ al Point's mediari~housing prices at the time of the survey. \~;~., 6.2 Additional Considerations . Additionally, the total compensation package, ~nclud~ng monetary compensation and non- monetary benefits such asPERS.contributons,heslth msura ce premium sharing, and H12A contributions, should b-e considered in determining the relative comparability of the cities meeting the market~coriiparables, criteria. J: Within the cities that m'eet~= all of `the' above 'criteria, only those positions that are legitimately analogous ~ will ~be ~ compared:' Criteria to determine the comparability of positions-will include, but -riot necessarily be limited to, the following: ,;; . ,_t. a. Reportirig.structure (both up aril down) b. Scope of position as se`t forth in the position description c. Department`bu~d~get ,~' City of Central Point Management Compensation Plan Page 19 Section 7. Conclusion The goal of this management compensation plan is to fulfill the various functions for which it was created: ^ To align management compensation for the City of Central Point with the mission and goals of the City. ^ To incentivize exceptional performance of managers. ^ To move toward meeting the wishes of the City'~Council and the needs of the managers, who have indicated a preference fora performance-based pay plan to that of an entitlement-based plan. ^ To lay the foundation for incorporating pay. foi''perfor ance organization-wide. ~\ The City of Central Point, although now,~'120 "years old, is iri th~e;~growth phase of the or anizational life c cle. We are refinin ~ oJicies and rocedur s and makin Chan es g Y g~ l? ,,, P ~~ g g where change is needed in order to move forward as organization:°~,In the current ~' ~ 'r economic climate, we find ourselves having to do more with less. Efficiency~a~nd exceptional performance, now more than ever, are crucial to how~well we weather this economic storm. This Plan is designed to encourage and reward both`', ~~ , <~ ~~;; /~ ~~,, ., \, Appendices ~:.~~ ~ `~ A: Salary~Ranges for Management Positions (proposed) Effective January 1, ,~ ,. B: 2011Salary'Survey F`'dings ~~ r ~~, . City of Central Point Management Compensation Plan Page 20 Appendix A Salary Ranges for Management Positions (proposed) effective January 1, 2011 Band Tier Position Minimum Maximum I T1 Accountant confidential, non-exem t $4,150 $5,400 I ET Ci Recorder $4,150 $5,400 II T2 Police Lieutenant non-exem t $5,125 $6,560 II T1 Parks and Recreation Mana er $5,125 $6,560 II T1 Public Works 0 erations Mana er $5,125 $6,560 III T1 Police Ca tain $6,000 $8,000 III ET Human Resources Director $6,000 $8,000 IV ET Comm Dev, Parks & PW and Finance Directors $6,500 $8,500 IV ET Assistant Cit Mana er $6,500 $8,500 V ET Police Chief $6,500 $8,750 "T1" =Tier 1 Manager "T2" =Tier 2 Manager "ET" =Executive Management Team Appendix B 2010 Salary Survey Findings -updated November 8, 2010 (see spreadsheet) ~' ' ,,\ City of Central Point Management Compensation Plan Page 21 lD YO V N n n T 0~0 ~ CO N H~1 g m~ N~ 5 ~ ~ 'c z g y H Q m yq{ ~o n~ m n m gn n ~ w n ~ ~ ~ 6 e ° n S ~ ~ ` ~ ~ u5 ~ in n in 3 .o ~ m~a~n °nnm.O1. u'"i ."'. ~ ~~F~~~~~~F~ ~~~~' ~ e mom i S 6 ~ {Q~ {pp ^ y ap gyp b ~ N 1~1f N l0 V n n lD M ~ ~. ~ ~ ~ 8 lD ~ Q ~ ~ ~dSn ~nn~m{~`~ nad `O~ g`D~ O = $ LL - ~ o tD ~ N l0 ~0 ~ I~ 0 l0 W lN0 N ~ ~ ~ ~ N aC ~ Z m in °n n e ~ ~ ~ rv ~ ~ °i ro 0 C yy a0 m ~ ti ~ ° n m m n ~ n ~ ~ w '^ L pp N tp ~ .mi ~ ~ ~ ~~ F ~ ~ ~~ m ~~ ~ $$ ~ n`~n~v~nim nab ~,az,. q ~~ rv a~ ~ i ~ pp ~ n lD ~mn emYl n~ O O N n n ~ ~ 0 O n ~ N = 3 6 v t D u i ,,,~ ~ 1 ~ V ~D Q ~ pp T N m h Im~1 n n fn Of ~ °e ~ N OG t~D I~ h b n b ~ n ~ n n OOD N n ~ m q y 6 i W ~ ~ b ~ N ~ m N ~ b 25 O oe 4 p tD il f N l T~ N ~ N O~1 O o NN 00 m ~ ~ a ~ ° ~ v~ e n v i ~ u i 44 DD ~ o . ~ f ~ N e11 pp ~~n N lD ~ N 8 N v~ M H p ~ $ h uc'i a h vi u mi "~ ~ ~ ` ' ~ ~°v°~~°v+°iou~ v~iid~~^ f. $m,g f ~ ~~~~. ~` D 2 E ~ ~ o vO1i ~ m ~ o e n ~ ~ 4~ ~n ~nameau+a eve ~ M o ~n fe 8S ~o '~ a `~ ~ v'^i io ~o e ~ e'~' ~ o $ m n L 'e"~~' i0 ~ m ~ ' ~ ~ ~ e~g N~~O ~ o a L i ain u e v+ i e m. 7 ' ~ ~ aMpf Oi n OVMp~ 6 N t0Gp N ~ltppp ID ~ ~ '.~i b lO imn Q !~ m Q VOI Yf Yf N < O 8 - o YO1 .~i m t ~ y D ~ n ~ N .N-1 h 10 ~ w lG q °~°~ N ~ $u1Oia ~iomvmam ad~ ~ I~ v~ . ~ 0 C ~ Ca N 01~N ~ N n~ O OI a rv $ O~ O g c ~ a m e~,mar+~ m3'^ amp c_e'~.R$ a.n;eo v W p~ tai W Z a c q ~~„ ~ y~ E .c a ~ c u w E g m w -°e 5 0~ ~~ g $ v v- 3 33o"t~~°fizsr3 a~oom doo o z c c r « '^ w w `o `o `o v E E !'o I~ ~w~ <Y c {{ 0 iiw` a ~t- u «`c ~S _lJ. `o `w 0 a