HomeMy WebLinkAboutCouncil Resolutions 1555 RESOLUTION NO. J SSS
A RESOLUTION ADOPTING THE REVISED MANAGEMENT COMPENSATION PLAN
RECITALS:
1. Section 36 of the City Charter 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
2. The Central Point City Council adopted a Management Compensation Plan by
Resolution No. 1276 in December 2010 and revisions were made by Resolution
No. 1490 in February 2017; and
3. The Management Compensation Plan contains a provision updating the salary
scale annually by the Consumer Price Index (CPI-U) July to July, not to exceed
2.5%; and
4. The CPI-U increased 2.9%from July 2017 to July 2018; and
5. The resulting proposed change effective 1/1/19 of 2.5% is reflected in the
management salary scale contained in the Management Compensation Plan; and
6. Language changes have been made to update the Plan.
The City of Central Point resolves as follows:
The Management Compensation Plan for City of Central Point management
employees, as revised and attached, is hereby ratified and adopted.
Passed by the Council and signed by me in authentication of its passage this day
of October, 2018.
Mayor Hank Williams
ATTE
City Recorder
A
CENTRAL
POINT
City of Central Point
Management Compensation Plan
Chris Clayton, City Manager
ADOPTED BY COUNCIL December 9, 2010
REVISED EFFECTIVE October 25, 2018
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Contents
Introduction 1
Section 1 -The Management Team 4
Section 2 - Management Compensation Plan 5
Section 3 - Salary Ranges 7
Section 4 - Performance Evaluation 11
Section 5 -Total Compensation Package 15
Section 6 - Comparable Market Defined 22
Section 7 - Conclusion 23
Appendix A - Salary Schedule 24
This compensation plan is NOT A CONTRACT or bargained agreement.
This plan and the salary and benefits outlined herein may be changed
at any time with approval of the City Council.
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INTRODUCTION
Our City
Central Point is a small town,with a population of just over 17,700, in beautiful southern Oregon. It
borders a city of approximately 82,000 and smaller communities with populations of less than
8,000. 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 a larger metropolitan area,
Central Point has wonderful theater, musical, and indoor and outdoor recreational opportunities
within minutes of driving time.
The City of Central Point is a full-service municipal organization with a council-manager form of
government. Although the town has been incorporated for over 125 years, as recently as 15 years
ago the population was less than half the current figure and, as the city grows, so grows the
organization. It is currently in the growth phase of its organizational life cycle. In 2007, the City
Council adopted the following mission as part of the City's strategic plan update. In 2017, the City
Manager adopted the following vision,values,and expectations for our employees.
Our Mission
It is the Mission of the City of Central Point to build and maintain a highly livable community by
working in harmony and being a catalyst for partnership with all the members of the community,
public and private.
Vision Statement
A better experience for those living in,working in,or doing business with,the City of Central
Point.
Statement of Values:
1. Be Owners-We own the work that is produced at the City of Central Point. To that
end, we only allow quality products, documents and services to be delivered from
our organization. Furthermore, when we fail to meet expectations, we accept
responsibility,apply what we have learned,and move forward in a positive direction.
2. Be Real - Simply stated, be authentic/genuine in your communications with the
public and with your colleagues.
3. Be Bold-Take appropriate risk and make compelling/constructive arguments; don't
take unnecessary risks or be argumentative.
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4. $e Better - Know your strengths and weaknesses and constantly seek ways to
improve self, perspective, and performance.To "Be Better" requires being self-aware
which promotes pluralism, allows us to be open to new ideas/solutions, and find
long-term positive outcomes via our short-term failures.
Expectations:
1. Embrace the concept and ideals of"public service." The City of Central Point was
incorporated in 1889 in order to serve the community and citizens. It is essential
that those employed by, or volunteering for,the City of Central Point never lose sight
of the fact that we exist to serve the Central Point community. The concept of
commitment to the principles of civic duty should be at the heart of everything the
City of Central Point does each and every day.
2. place an emphasis on excellent customer service, It is essential that we serve the
public in a courteous and professional manner. It is also important for the Central
Point staff to be perceived as fair and equitable. Of course,as an organization we will
not be able to say "yes" to every request or inquiry. However, in those instances
when we must say "no," it is important to deliver this message in a professional
manner and to constantly seek alternate solutions for the public.
3. Maintain the highest ethical standards, It is essential that the City of Central Point
staff earn and maintain the trust and respect of the organization and community.
Consequently, it is essential that the City of Central Point establish and maintain a
positive culture that is based on honesty and integrity. Each and every member of
the city organization should always lead by example. We do the right thing, for the
right reason, regardless of circumstance.
4. Value cooperation. teamwork coordination. and partnership, It remains
essential that the City's various departments and divisions work together to improve
our community. The City of Central Point is an organization increasing in size and
complexity. A primary component of our success depends on the willingness of
every employee and volunteer to work in concert and have a unified organization
mind-set.
It is also essential for the Central Point management team to work with various
stakeholders in the community and the community itself to solve the challenges and
problems that face Central Point. The City of Central Point has earned the reputation
as a "partner" to business, development and citizens, and we must do all we can to
foster this well-deserved reputation.
5. Hold ourselves accountable to the community for our actions, It is appropriate
to tout organizational accomplishments; however, it is also just as important to take
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responsibility for our failures and shortcomings, and work as a group to solve
problems and minimize our shortcomings. This approach will help the entire
organization earn the trust and respect of the community.
6. Be innovative and results-oriented, Each and every member of the Central Point
staff should continuously seek out new strategies, ideas and solutions to improve the
organization. The organization should continually strive for excellence and
consistently question the"status quo."
7. Genuinely listen and treat each other with respect, The quality of our employees
dictates how well the City of Central Point is able to serve the community. Therefore,
it is essential that we value each other and provide support needed in order to be
successful. In addition, it is important to empower each other via communication so
our decisions are well informed. Finally, the City's management team and City's
labor organizations must work well together and embrace common goals and
objectives. If differences arise, we must solve them in a professional and productive
manner.
8. Maintain a strong financial position, It is imperative Central Point staff manage
fiscal resources in a responsible and conservative manner. The City of Central Point's
taxpayer and ratepayers deserve nothing less than this level of care. Likewise, it is
necessary for all employees to ensure that the City operates in an efficient and
economical manner.
9. Communicate very well.both within the organization and with the community.
It is essential that staff communicate in an honest and straightforward manner with
each other and with the community as a whole. The City of Central Point should be
candid and forthright, regardless if the news is positive or negative. It is also
essential to maintain good lines of communication within the organization. We
should actively listen to employees and follow up on ideas and suggestions. Finally,
staff should always be open to new ideas,approaches,and solutions.
10. Maintain a strong work ethic, Regardless of circumstance, we should always do
our best.
In summary, the City's mission is to create, maintain, and sustain livability of the community. As a
City, we recognize that to provide the best service to our clients, the citizens of Central Point, we
must seek to have a management team that shares the mission, vision, values, and expectations of
the City. To that end, an aligned management compensation plan has been created to encourage
current and future managers of the City of Central 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.
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Section 1. The Management Team
1.1 Management Team
The City's Management Team is comprised of the Executive Management Team and First and
Second Tier Managers and confidential employees. 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 management; land use and urban planning; parks maintenance and recreation
programming; human resources management; risk management; information technology; and
facilities management.
The City's Management Team is composed of professional employees who have years of experience
working in their profession or in local government. At a minimum, most positions in the
management team require a college degree or equivalent experience,training,and certification.
The jobs covered by this plan are professional-level positions that require specialized training,
certification and/or extensive experience. These are professional people in key positions of
responsibility; it is important for the City to recognize this and compensate them at a fair,
professional level.
1.2 Executive Management Team members report directly to the City Manager and include
the Finance Director, Community Development Director, Parks and Public Works Director, Human
Resources Director, Police Chief, Information Technology Director,and City Recorder.
1.3 First Tier Managers report to a department director and include Police Captain, Parks and
Recreation Manager, Public Works Operations Manager, Building Division Manager, Principal
Planner,and Accountant/Finance Supervisor.
1.4 Second Tier Managers report to a first tier manager and include the Police Office Manager,
Police Lieutenants,and Park/Public Works Supervisor.
1.5 Confidential Employee is an employee classified as a confidential employee under ORS
243.650.
1.6 Non-Covered Positions This Plan shall not cover anyone in a temporary position, in a
position covered by a collective bargaining agreement, or anyone with an individual employment
agreement.
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Section 2. Management Compensation Plan
2.1 Previous Strategy
At the time this plan was originally adopted in 2010, the 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
were paying for management-level positions. There was no written pay strategy. When a position
became vacant, the pay was reviewed at that time. The City prefers to promote current employees
when possible and there is a written policy to this effect, but there was no established plan to
address pay changes for promotional situations.
2.2 Management Compensation Plan-Strategic Purpose
The purpose of having a written management compensation plan is to develop a compensation
strategy that is tied to the mission, vision, values, and expectations of the City of Central Point and
the 2007 Strategic Plan. The compensation plan must be fair, legal, consistent, and understood by
all. Having a written plan should eliminate, or at least reduce, the likelihood of inconsistencies,
misunderstandings,and real or perceived discrimination.
2.3 Compensation Philosophy
This management compensation program is designed to provide adequate pay for all management
employees. The goal of our total management compensation program is to foster and reward
performance and dedication,while at the same time attracting suitable candidates,when needed,to
fill vacancies.
2.3.1 Principles
• Management pay ranges will be determined, by using the market average for the
appropriate labor market as a target. Individual pay within the range will be merit-
based and performance-driven.
• Benefits will include adequate health insurance at a reasonable cost to employees, and
other benefits that promote a comfortable, secure workforce and encourage dedication
to the City.
• Additional perquisites will include deferred compensation, health reimbursement
arrangements,paid time off,and other consideration as specified in this plan.
• Incentives may be offered as part of the performance-driven pay structure codified in
this plan,provided the parameters of the plan are adhered to.
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2.3.2 Strategies
• Because the City of Central Point's success is dependent on capable and dedicated
leaders, our compensation goals will strive to attract and retain individuals who share
the mission and vision of the City.
• Our total compensation will be industry competitive and appeal to the type of
professional employees we wish to attract and retain.
• We will adequately compensate 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 providing growth and development opportunities to
employees at all levels.
• We will strive to cultivate and promote future managers from within the organization
whenever it is practical to do so.
• We will embrace an organizational culture that rewards excellent service to the citizens
of Central Point.
This compensation plan is NOT A CONTRACT or bargained agreement. This plan and
the salary and benefits outlined herein may be changed at any time with
approval of the City Council.
.
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Section 3. Salary Ranges
3.1 Establishing Ranges
Each manager's pay will be established on a scale that includes a minimum and maximum range.
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 should include:
• 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
Pay bands will be established by grouping similar positions and pay ranges.
3.1.1 Changes to Salary Ranges
To attract and retain high quality professional employees, it is important to maintain a competitive
compensation plan that incorporates current economic conditions. Beginning January 1, 2018, the
minimum and maximum salary for each band will increase based on the U.S.City Average CPI-U July
—July; not to exceed 2.5%. Changes to the salary schedule do not change a manager's salary unless
the manager's salary is less than the minimum for the band; in such case, the manager's salary
would increase to the minimum salary.
The salary range for each pay band may be adjusted by the City Manager not more than once in any
12-month period and, generally, any change in either the minimum or maximum of the range shall
not be more than 10%. Any changes to the pay bands shall be brought to the City Council for
approval in the form of a resolution setting forth the employee compensation plan.
3.2 Assigning Positions to Pay Bands
3. 2.1 New Positions
Any new management position shall be approved in accordance with City policy. New positions
shall be assigned a pay band based on the recommendation of the Human Resources Director as
supported by a market study described in Section 6 of this Plan and similarity with existing
management positions. New management positions covered under this Plan shall be incorporated
into the first revision of the Plan following approval of the position.
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3.2.2 Revised Positions/Job Changes
When a current management position covered under this Plan substantive changes in job duties,
requirements or responsibilities, as delineated in an approved, written position description, the
revised position shall be assessed. A market study of the revised position will be conducted and the
position will be placed in the appropriate pay band and placement of the incumbent within the pay
band's salary range will be done in accordance with 3.3 Individual Placement within Salary Ranges.
A change in job title or job duties will not necessarily result in a change in pay band.
3.3 Individual Placement within Salary Ranges
Each manager's pay will be set within the approved salary range of the pay band for their position
according to their qualifications, competencies, and the relative value of those qualifications and
competencies to the position and to the City of Central Point, as determined by the City Manager.
Factors to be considered in determining individual pay within the established range include,but are
not limited to:
• Competency: demonstrated level of relevant knowledge,skills and abilities and training
• Credentials: formal education degrees and certifications
• Experience: job performance 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.
3.3.1 Initial Placement linen Prmmntien
In the event an employee is promoted from a non-management position to a management position,
the employee shall be placed on the salary range for the management position in accordance with
this plan. Incentive pay received by a bargaining unit employee prior to promotion shall be
considered in respect to competency, credentials, and experience, but shall not be continued as
incentive pay,except as specifically allowed for under this plan.
3.4 Individual Pay Changes
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 6% increase in any one calendar 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.
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In no case shall a change cause a manager's pay to fall outside of the approved salary range for that
position's pay band. For example, 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,
substantive changes to the position warrant a change in pay bands,or other circumstances result in
the decision of the city council to approve pay outside the approved salary range.
3.4.1 Market-driven pay changes When a salary survey conducted pursuant to this plan
indicates that the pay range for positions in that pay band is significantly lower or higher than
comparable positions in comparable cities, the pay range may be adjusted up or down accordingly.
When the salary range for any individual position(s) within a band is significantly higher or lower
than comparable positions in comparable cities, and other positions in the same pay band, the City
Manager may propose moving a position from one pay band to another.
3.4.2 Performance-driven pay Individual salary changes will be based on the outcome of a
bi-annual performance evaluation or goal setting session. To qualify for any performance-driven
pay increase, the manager's final, bi-annual performance evaluation must, at a minimum, be "fully
satisfactory" or from the outcome of the goal setting session. However, receiving satisfactory
ratings alone shall not be an automatic basis for a pay increase. In the event a manager's
performance falls below average or "need improvement," the City Manager may reduce the
manager's pay. The City Manager shall be the sole grantor of pay changes for all managers, but the
recommendation of the department director shall be considered prior to the City Manager making
any pay changes for first or second tier managers. All performance-driven changes in pay must be
specified in writing via the Personnel Action Form (PAF).
3.4.3 Timing Prior to January 1 each year, or following the completion of performance
evaluations or goal setting sessions, whichever is later, the City Manager shall determine the
amount of pay change, if any, to be made for each manager for the following calendar year. If
performance evaluations or goal setting sessions are not completed prior to January 1, the City
Manager may, in his or her judgment, opt to make pay changes retroactive to January 1 for some or
all managers.
3.5 FLSA Exemption/Overtime
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
except as noted in Section 5.4.5 Recordkeeping. However, it is expected that exempt managers will
work sufficient hours to complete their job duties in a timely 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.
Non-exempt positions covered under this plan are eligible for overtime in accordance with the Fair
Labor Standards Act and state law for hours actually worked in excess of 40 in a workweek. Non-
exempt managers must submit an approved timesheet accounting for all hours worked. A non-
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exempt employee may elect to receive compensatory time (comp-time) in lieu of overtime pay as
the form of compensation for any approved overtime worked. Comp-time shall accrue at a rate of
1-1/2 the overtime hours actually worked with accrual balances reflecting the number of hours
available to the employee. Compensatory time may be accumulated to a maximum of 80 hours. At
the end of the fiscal or calendar year,comp-time balances may be paid off,at the City's option,at the
employee's straight-time hourly rate.
3.6 Appealing Pay Decisions
If a manager believes that he or she is not paid fairly, he or she may challenge the City Manager's
decision to increase, decrease, or make no change to the Manager's pay. 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 discriminatory based on race, color, gender, age, national
origin, religion, sexual orientation, or other protected class, they should notify the Human
Resources Director.
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Section 4. Performance Evaluation
4.1 Bi-Annual Evaluation and Goal Setting Sessions
The performance of all managers covered by this plan shall be evaluated at least bi-annually. Any
performance-driven pay changes will be based on the outcome of an annual evaluation of the
managers' overall job performance or based on the goal setting session. The City Manager, or
department director, in the case of a first or second tier manager, will take into consideration the
manager's self-evaluation as well as peer and/or staff evaluations in preparing the final
performance evaluation. The results of the final evaluation must support any performance-driven
pay change.
4.2 Self Evaluation
The annual self-evaluation is an opportunity for the manager to expound on his or her goals and
accomplishments during the evaluation 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 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,as an example,
such information as:
• Has the manager set and attained departmental and professional development goals,and do
these goals serve to further the city's'strategic plan or City Mission and Values?
• Has the manager kept up with the latest issues in their profession?
• How has the manager contributed to the overall success of the organization?
• How does the manager perceive his or her peers and subordinates to view the manager's
contribution to the organization/job performance?
• A list of accomplishments for the year should be provided
4.3 Peer and Staff Evaluation
The peer and staff evaluations will be conducted bi-annually prior to the bi-annual performance
evaluation and will focus on cooperation and teamwork, integrity and respect, leadership,
supervision, policy application, communication, responsiveness and the manager's impact on the
organization as perceived by peers,subordinates and others.
Like the self-evaluation, the peer and staff evaluation results will not be used independently in the
final evaluation,but rather,will be provided to the manager for use in the self-evaluation and to the
City Manager/department director for incorporation into the final evaluation.
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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 be based on the City
Manager's or department director's own assessment of the manager's job performance, taking into
consideration the self-evaluation and peer and/or staff evaluation. The City Manager shall consult
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
evaluation rating(s) prior to the department director meeting with the manager about the
evaluation. The City Manager's signature on a Personnel Action Form approving a performance-
based pay change shall serve as evidence of the City Manager's concurrence with the department
director's evaluation of a first or second tier manager.
4.5 Evaluation Factors
The evaluation factors used for the final performance evaluation will include the following, or
variations thereof at the City Manager's discretion:
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
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 timesheets turned in on time and correctly?Does this manager
adequately account for his or her time?
d. Leadership and Goals (city,department,professional)
How well has this manager furthered the mission of the city and vision,values,goals and
expectations of the organization,set and attained department goals,and set and attained
professional 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
How well does this manager demonstrate a commitment to the organization and to teamwork,
focusing on the whole organization as opposed to a department first focus?
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f. Commitment to Safety and Limiting Liability to the City
How committed is this manager to employee and citizen safety as evidenced by training, type and
frequency of injuries or incidents relative to the position/department?Do they give effort and
commitment to reducing liability for the city,including following and applying policies and
leading by example?
g. Communication
Does this manager effectively communicate with others?Are his or her interactions effective and
appropriate?Are they responsive to staff and coworkers?Does he or she provide timely
information;maintain cooperative business relationships;and is communication respectful,
courteous and focused on the issue at hand?
h. 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?
i. Attitude, Motivation and Work Ethic
How does this manager's attitude,motivation and work ethic impact their job performance and
overall contribution to the success of the city?
j. Overall
Overall,how well does this manager perform, taking into consideration the performance of the
various duties and responsibilities of his or her job;their attendance as it relates to availability,
participation and reliability;and their general conduct with respect to honesty,integrity,
accountability,dependability, trust,teamwork and respect?
4.6 Evaluation Ratings
The factors used in the determination of performance will be rated on a scale such as 3 = exceeds
expectations, 2 = fully satisfactory, 1 = below average, and 0 = unacceptable. Each evaluation
rating shall be supported by comments provided in the evaluation document. The final evaluation
shall take into consideration the self-evaluation, peer and staff evaluation, department director's
assessment for first and second tier managers, and City Manager's assessment, as well as any other
source of input the City Manager deems appropriate to make the assessment. The City Manager
may revise the evaluation criteria, provided that any substantive change in evaluation criteria be
communicated to the managers.
Managers should have completed evaluations of their own subordinate employees prior to their
own evaluation being done.
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4.7 Timeline
Performance evaluations or goal setting sessions for managers are to be completed prior to
December 31st.
4.8 Unsatisfactory Performance
In addition to being subject to a potential performance-driven pay decrease that year,any manager
who receives a rating of below average or unacceptable in any factor on the final evaluation may be
placed on a work plan for the purpose of improving performance. A work plan will normally be in
the form of a written plan but, depending on circumstances, may be in the form of a documented
verbal discussion at the time of the evaluation meeting. Except when circumstances warrant, a
performance review will be scheduled not less than 45 days and not more than 180 days after
receipt of the work plan, at which time the manager's performance will be re-assessed. If
improvement has been made, the manager may be deemed to have satisfactory performance, or a
subsequent re-evaluation may be scheduled. Every effort will be made to assist the manager in
making the necessary improvement to successfully perform the job duties. However, if the
manager fails to improve after being given adequate time and resources for improvement, the
manager may be subject to disciplinary action, up to and including termination.
4.9 Appealing Performance Evaluations
The criterion established for performance evaluations is intentionally rigorous and designed to
identify those who perform at, above, or below expectations. If a manager believes that he or she
was not rated fairly in the evaluation, he or she may challenge the City Manager's decision. Any
challenge must be made, in writing,to the City Manager within 15 calendar days after receipt of the
performance evaluation. The written challenge must contain the specific evaluation factor(s) being
challenged and a clear explanation of why the manager believes the City Manager's evaluation 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 discriminatory based on race,color,gender,age,national
origin,religion,sexual orientation,or other protected class,they should notify the Human
Resources Director.
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Section 5. Total Compensation Package
5.1 Salaries
Salaries are determined by the position, individual qualifications, performance, and market
comparison. The City Manager proposes the salary range for each pay band and determines which
pay band positions or position classes will be assigned. The City Council shall approve the salary
ranges and pay bands as part of the classification pay plan. All managers will receive pay in the
form of monthly salary, which will be within the approved minimum and maximum set for the pay
band.
In addition to the pay outlined in Section 3 of this Plan, the total management compensation
package will consist of other benefits as detailed below for all positions listed in Appendix A.
5.2 Additional Compensation
5.2.1 Health Reimbursement Arrangement The City has adopted the HRA VEBA standard
plan offered and administered by the Voluntary Employee's Beneficiary Association Trust for Public
Employees in the Northwest. The standard plan shall be integrated with the City's group medical
plan and the City shall remit contributions only on behalf of eligible employees who are enrolled in
or covered by the City's group medical plan. The City will contribute semi-monthly to an
established HRA VEBA account for each manager covered under this compensation plan who is also
enrolled in or covered by the City's group health insurance plan. Eligible employees must submit a
completed and signed enrollment form to become an eligible participant and become eligible for
benefits under the plan.
Contributions on behalf of each eligible manager shall be based on direct employer contributions.
The amount of contribution to the HRA, until changed by way of adoption of revisions to this Plan,
shall be $72.50 each pay period worked, contributed on a semi-monthly basis on behalf of eligible
full-time managers. Part-time managers are eligible for a prorated contribution based on FTE if
they are an active participant in the City's group health insurance plan.
5.2.2 Retirement: PERS The City will pay both the employer's and employee's
contribution to the Oregon Public Employee Retirement System.
5.2.3 Deferred Compensation Managers will be allowed to take advantage of any "457"
deferred compensation program offered by the City by having any or all monetary compensation
contributed to such account(s),subject to I.R.S.rules.
At the sole discretion of the City, the City may elect to implement any configuration of tax
deferral,retirement,or"money purchase" plan and make contributions to such plans as an optional
method of compensation. For example,in any given year,the City may elect to give pay increases in
the form of a 457 or 401a contribution, or a contribution match of up to the maximum of 6%. Any
option to make a contribution to such program(s) as a method of providing a pay increase will
normally apply to all employees in a given group (executive team,Tier 1,Tier 2) covered under this
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Management Compensation Plan (not made on an individual basis). Any option to make matching
contributions will require the manager to contribute to an account. Options described in this
section may be used in lieu of, or in combination with, traditional salary increases. Managers
understand that any matching contributions will be contingent upon the manager contributing at
least the amount of the match to their account and that the amount of total compensation received
might be decreased if the manager does not contribute at least the amount of the proposed match.
5.2.4 Sign on Bonus At the sole discretion of the City Manager, a one-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 be driven by difficulty in recruiting qualified
applicants for a position,and industry expectations. The amount of the sign on bonus shall be at the
discretion of the City Manager,except that the Human Resources Director shall be 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.
5.2.5 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 meet the following criteria shall be eligible to negotiate relocation
assistance: 1) must be relocating from more than 50 miles away, 2) must be relocating to at least
within 50 miles of Central Point, and 3) must be relocating a distance of at least SO miles. Up to
$5,000 relocation assistance may be offered to an individual who relocates to within the city limits
or Urban Growth Boundary (UGB) of Central Point. A new manager relocating to an area outside of
the Central Point city limits or UGB may be offered a maximum of$2,500. In the event a manager
negotiates 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 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
Refunding of relocation assistance shall apply only in the event of a voluntary resignation or
termination for cause. Additionally, if relocation assistance is provided to relocate within the
Central Point city limits or UBG and,within 2 years,the manager subsequently moves from the City
limits or UGB but remains in their management position, any amount of relocation assistance paid
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in excess of$2,500 shall be refunded to the City using the above pro rata scale. The manager will be
required to sign a relocation assistance 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.
5.2.6 Police Management Fitness Incentive The Police Management Fitness Incentive
Program is based on the fundamental belief that an active lifestyle is likely to increase productivity,
optimize health and decrease absenteeism while maintaining a higher level of readiness. The goal
is to motivate sworn members of the police administrative team to prepare for and participate in an
approved physical fitness assessment designed to measure both aerobic conditioning and muscular
strength. Fitness testing is offered two times per year. Police Lieutenant and Police Captain who
successfully complete the semi-annual fitness testing are eligible for the Fitness Incentive. The
incentive is 1%of the average hourly salary for all employees in that position,times 1040 hours,
and rounded to the nearest dollar. The Fitness Incentive is paid out in January and July. Employees
who do not participate or do not pass are not eligible for the Fitness Incentive.
5.2.7 Gym/Weight Management membership reimbursement. The City will reimburse
managers up to twenty-five dollars ($25) per month towards membership in a recognized fitness
club,weight loss program,or City of Central Point Recreation health/fitness program they are
actively participating in. The City has the sole discretion in determining which clubs/programs it
will reimburse. Reimbursements will be made quarterly through payroll provided itemized
receipts are received within six months.
5.3 Non-Monetary Benefits
In addition to the monetary compensation outlined in this plan, eligible managers shall receive the
following benefits. All benefits will be taxed in accordance with applicable Internal Revenue
Service (IRS) regulations.
5.3.1 Health Insurance 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 meeting the eligibility requirements of the insurance plan will
participate in the City's insurance plan. The part-time employee premium cost will be the lesser
of20% of the total premium or the maximum allowed to comply with the affordability provision in
the Affordable Care Act or subsequent act.
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 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 45 calendar
days of the notice. The City shall maintain the sole right to implement or reject any proposed
changes.
5.3.2 §125 Flexible Spending Account The City offers an IRS Section 125 plan for the
purpose of allowing the employee contribution toward health insurance premiums to be a tax free
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deduction. Additionally, managers will have the opportunity to participate in a flexible spending
account to use pre-tax dollars for dependent and health care expenses pursuant to I.R.S.
regulations.
5.3.3 Life Insurance The city will pay the premium on a group term life insurance policy
in the amount of the annual base salary to a maximum of $100,000 for managers meeting the
eligibility requirement of the insurance carrier. The manager shall have the option of purchasing,
at their own expense, additional life insurance for themselves and/or family members pursuant to
the insurance policy provisions.
5.3.4 Long Term Disability. The city will pay the premium on a long term disability policy
with a 90 day elimination period that provides a benefit of 66-2/3% of base salary, up to a
maximum of$3,000 per month for managers meeting the eligibility requirements of the insurance
carrier.
5.3.5 Cell Phone Allowance A monthly stipend may be paid to managers who are
required to be available by phone while away from the office or outside of business hours, in
accordance with city policy. Managers who elect to use a City-owned cell phone are not eligible for
a stipend.
5.3.6 Use of Car At the sole discretion of the City Manager, the use of an assigned City
vehicle may be negotiated for a manager. Any such use shall be based solely on appropriateness for
the position,and subject to applicable I.R.S.rules.
5.3.7 Air Miles and Other Purchase-Related Benefits Although managers are issued
purchasing cards for making authorized, work-related purchases, it is understood that,
occasionally,under certain limited circumstances, the use of a personal purchasing card for making
work-related purchases may be warranted. The use of personal cards for work-related purchases
shall be infrequent. A manager shall be entitled to any benefits or rewards, such as air miles, hotel
points or cash back, associated with work related purchases and such benefits or rewards shall be
considered part of the managers'salary and compensation.
5.3.8 Use of City Resources The 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,tablets,phones and other technology,provided such use
does not violate the City's acceptable use policy. Additionally, except for items such as portable
information technology (i.e., laptop, iPad, etc.) such use of city resources shall not include taking
items off City premises (i.e.,this provision does not allow for taking tools or equipment home).
5.3.9 City sponsored events The City sponsors community events such as the Wild Rogue
Pro Rodeo and Red, White, and BOOM. Gifts such as event tickets, special seating, prizes, etc. that
are given from the event organizer to the City may be accepted by the manager and are considered
part of their official compensation package per ORS 244.040 (2) (a) and City of Central Point
Resolution No. 1450.
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5.3.10 Travel. Training and Education Exnenses Managers are covered by city policy
regarding travel, training and tuition reimbursement, and such reimbursements are taxed in
accordance with IRS rules. Furthermore, it is understood that managers attending training or
conferences may receive training materials, training aids, devices, gifts, prizes, etc. Managers shall
be allowed to personally keep such materials provided to, or received by, attendees at training,
conferences, or courses paid for or reimbursed by the City as part of the manager's total salary and
compensation.
5.4 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.
5.4.1 Paid Holidays Except as otherwise specified in 5.4.1(a) and (b), managers shall
receive the following holidays off without loss of pay.
New Year's Day Independence Day The day after Thanksgiving
Martin Luther King Jr. Birthday Labor Day Christmas Eve
President's Day Veteran's Day Christmas Day
Memorial Day Thanksgiving Day Two Floating Holidays
Floating holidays are to be taken as whole days (8 hours). 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
calendar year to the next and will be forfeited.
Except for floating holidays, if the holiday falls on a Saturday, the preceding Friday will be the paid
day off unless that Friday is already a paid holiday,then 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 paid holiday,then the previous Friday will be the paid day off.
If a manager chooses to or is required to work on a holiday, no additional compensation shall be
granted.
5.4.1(a) Part-time managers covered under this plan shall be eligible for holiday pay
only for the days and hours they would normally be scheduled to work. Floating holidays shall be
granted on a prorated basis.
5.4.1(b) Non-exempt full time police lieutenants shall receive 104 holiday bank hours in
lieu of receiving the above holidays off. The holiday accrual bank shall be credited in a lump sum
twice each year with 52 hours accruing on January 1 and 52 hours accruing on July 1. Holiday bank
hours must be used within 12 calendar months of accrual or the hours will be forfeited. Holiday
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bank hours shall not accrue beyond 104 hours at any one time for any reason. If a manager's
holiday bank hours are greater than 52 hours on January 1 or July 1,the number of hours added to
the bank shall be such that the total is not more than 104 hours. No payment will be made for the
loss of any hours due to failure to use them within the 12 calendar month limit. Whenever
practicable, non-exempt, full time managers who accrue holiday bank hours under this provision
are expected to use holiday bank hours on paid holiday dates as described in this section. The 104
hours of holiday bank is equivalent to the 11 paid holidays and 2 floating holidays provided to other
full-time managers covered under this plan.
5.4.2 Paid Vacation The City encourages managers to take time off occasionally for
vacations away from work. It is expected that managers will, at a minimum, take at least one week
of vacation each year in a block of at least one full workweek. Executive Management Team
members' 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." First
and second tier managers shall submit notice of the intent to take vacation to the department head
as far in advance as practicable. 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
manager on the accrual chart at any level.,
1st through 4th year of service 10 days (80 hours)
5th through 9th year of service 15 days (120 hours)
10th through 14th year of service 20 days (160 hours)
15th year of service and beyond 25 days (200 hours)
On the anniversary of the 20th year of service a one-time award of 5 additional days (40 hrs)
On the anniversary of the 25th year of service a one-time award of 5 additional days (40 hrs)
On the anniversary of the 30th year of service a one-time award of 5 additional days (40 hrs)
The maximum vacation accrual for any manager at any time shall be 25 days (200 hours) per year.
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. Additional awards for longevity shall be counted in the
maximum accrual.
Vacation will be paid out at the time of separation. Managers will be allowed to sell back unused
vacation hours in accordance with current City policy.
Employees who are promoted from within City service into a management position under this
management compensation plan shall have their years of service with the City count toward their
vacation accrual in the manager position. One-time longevity awards shall only be awarded for
current service milestones. For example, a 23-year employee who is promoted into a position
covered by this Management Compensation Plan shall be eligible for the 25 year award at 25 years
of service,but would not be awarded a 20 year award retroactively.
Part-time managers covered under this plan shall accrue vacation on a prorated basis.
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5.4.3 Sick Leave Full-time managers shall accrue four hours of sick leave for each pay
period worked. Sick leave shall be allowed to accrue without limit. Except as provided for in a
current City policy or separation agreement, unused sick leave hours shall not be compensated at
separation, but will be reported to PERS. Part-time managers covered under this plan shall accrue
paid sick leave on a prorated basis.
5.4.4 Management Leave It is recognized that full-time,exempt managers covered by this
plan are compensated on a salary basis and do not receive additional compensation for meetings,
travel and work outside of the"regular work week." However, in recognition of the additional time
commitments of exempt managers, each exempt manager shall receive 56 hours of Management
Leave annually on July 1. Management leave must be used within one year of being received. Any
management leave remaining on June 30 will be forfeited. Management leave accrual shall be
prorated for new managers.
5.4.5 Record Keeping FLSA non-exempt employees are required to submit a timely
timesheet,signed by their supervisor,that accurately reflects their hours worked and leaves taken
during each pay period. Although exempt managers are not required 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 and submit a timely leave report,signed by their supervisor,that accurately reflects leaves
used during each pay period.
5.5 Changes in Benefits upon Moving to a Management Position
Managers shall only receive benefits that are afforded to management employees under this
management compensation plan or approved City personnel policy(s). 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, all accrued
compensatory time and, if applicable, holiday bank time 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.
An employee changing to a non-exempt management position shall be allowed to accrue comp time
in lieu of overtime in accordance with the provisions of this plan,but shall enter the position with a
zero balance of accrued comp time. An employee changing to a non-exempt Lieutenant position
shall accrue holiday bank leave in accordance with the provisions of this plan, but shall not be
allowed to exceed the holiday bank hours caps described in this plan.
5.6 Application of this Plan and City Policies
Managers are covered by and expected to follow all City policies. Where City policy and the
Management Compensation Plan 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 Donation Bank. The
Management Compensation Plan does not specifically address the Sick Leave Donation Bank but
City Policy states that employees are eligible except as otherwise provided for in a collective
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bargaining agreement or management compensation plan. Since the Management Compensation
Plan does not preclude participation,the policy shall govern.
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. Oregon cities with a population of between 9,000 and 26,000, based on the most recent
Portland State University population estimate (this criterion is based on current Central
Point population of 17,700 and would be adjusted for population changes);
b. Located within a metropolitan area of at least 100,000;
c. Median housing prices within 25% of Central Point's median housing prices at the time of
the survey.
d. If in any year an inordinately large or insufficient number of cities meet these criteria the
median housing range may be reasonably adjusted up or down.
6.2 Additional Considerations
Additionally, to the extent practical, the total compensation package, including monetary
compensation and monetary and non-monetary benefits such as PERS contributions, health
insurance premium sharing and out of pocket expense, HRA contributions, and paid leaves, should
be considered in determining the relative comparability of the cities meeting the market
comparables criteria.
Within the cities that meet the above criteria, only those positions that are legitimately analogous
will be compared. Criteria to determine the comparability of positions will include, but not
necessarily be limited to,the following:
a. Reporting structure (both up and down)
b. Scope of position as set forth in the position description
c. Department budget
The City will make every effort to obtain compensation information from comparable cities.
However, it is understood that obtaining such information is dependent upon the cooperation of
the surveyed cities. Where survey information is not provided, the City will attempt to gather the
information from other sources in an effort to fairly determine appropriate salary ranges for City of
Central Point management positions.
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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 for a performance-based pay plan to that of an entitlement-
based plan.
• To lay the foundation for incorporating pay for performance organization-wide.
The City of Central Point, although more than 125 years old, is in the growth phase of the
organizational life cycle. We are refining policies and procedures and making changes where
change is needed in order to move forward as an organization. The recent economic climate placed
the City in a position of having to do more with less year after year. As the economy rebounds and
begins to grow again, the efficiency and exceptional performance encouraged and rewarded by this
Plan will continue to contribute to the City's prosperity.
This compensation plan is NOT A CONTRACT or bargained agreement.
This plan and the salary and benefits outlined herein may be changed
at any time with approval of the City Council.
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Appendix A
Salary Schedule for Management Positions effective January 1, 2019
Band Tier Position Minimum Maximum
I T2 Parks & Public Works Supervisor $5,382 $7,227
I T2 Police Office Manager $5,382 $7,227
I T1 Accountant/Finance Supervisor $5,382 $7,227
I T1 Parks and Recreation Manager $5,382 $7,227
I ET City Recorder $5,382 $7,227
II T1 Building Division Manager $6,458 $8,354
II T1 Parks & Public Works Operations Manager $6,458 $8,354
II T1 Principal Planner $6,458 $8,354
III ET Information Technology Director $6,817 $9,584
III ET Human Resources Director $6,817 $9,584
III ET Community Development Director $6,817 $9,584
III ET Parks & Public Works Director $6,817 $9,584
III ET Finance Director $6,817 $9,584
Police Tier Position Minimum Maximum
Band
PI I T2 I Police Lieutenant (non-exempt) I $5,945 I $7,944
PII I T1 I Police Captain I $7,124 $9,174
PILI I ET I Police Chief I $8,252 I $10,507
Band I Tier I Position I Minimum I Maximum
C I Cl I Human Resources Assistant $15.38/hr I $ 20.50/hr
"T1" =Tier 1 Manager
"T2" =Tier 2 Manager
"ET" = Executive Management Team
"C1" = Confidential employee
This compensation plan is NOT A CONTRACT or bargained agreement.
This plan and the salary and benefits outlined herein may be changed
at any time with approval of the City Council.
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