HomeMy WebLinkAboutCouncil Resolution 1387RESOLUTION NO.
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
3. The 2010 Management Compensation Plan contains a provision requiring a
review of the management salary scale at least every third year; and
4. Three years has passed since the management salary scale was last reviewed;
and
5. A management salary survey was conducted, resulting in proposed revisions to
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.
`rn
Passed by the Council and signed by me in authentication of its passage this day
of December, 2013.
Mayor Hank Williams
n
City Recorder
City of Central Point
Management Compensation Plan
Chris Clayton, City Manager
ADOPTED BY COUNCIL December 9, 2010
REVISED December 12, 2013
EFFECTIVE January 1, 2014
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Contents
Management Team Members
Introduction page 1
Section 1 - The Management Team page 3
Section 2 - Management Compensation Plan page 4
Section 3 - Salary Ranges page 6
Section 4 - Performance Evaluation page 9
Section 5 - Total Compensation Package page 13
Section 6 - Comparable Market Defined page 20
Section 7 - Conclusion page 21
Appendices
Appendix A - Salary Ranges page 22
Appendix B - Salary Survey page 23
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2014 Executive Management Team:
Bev Adams, Finance Director
Kris Allison, Police Chief
Deanna Casey, City Recorder
Tom Humphrey, Community Development Director
Jason Richmond, Information Technology Director
Barbara Robson, Human Resources Director
Matt Samitore, Parks and Public Works Director
First Tier Managers:
Jennifer Boardman, Parks and Recreation Manager
Brian Day, Police Captain
Debbie Dunlap, Accountant
Max Woody, Public Works Operations Manager
Derek Zwagerman, Building Division Manager
Second Tier Managers:
Mike Anderson, Police Lieutenant
Greg Bruce, Police Lieutenant
Dave Croft, Police Lieutenant
Scott Logue, Police Lieutenant
Bobbie Pomeroy, Police Office Manager
Jared Pomeroy, Police Lieutenant
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 1.7,000, 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 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 120 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. Due to the
geographic proximity to its larger neighbor, Central Point struggles to create its own identity.
Central Point is not even listed separately on most maps.
In 2007, the City Council adopted the following mission, values, and goals as part of the City's
strategic plan update.
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.
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 and security in our city.
Transportation: We value a system of transportation and infrastructure that is modern, efficient and
sensitive to the 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.
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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 a variety of economic groups; economically
invigorate the business districts and revitalize the downtown;
5. Provide for adequate City infrastructure including streets and transportation systems,
water, storm drainage and sidewalks;
6. Develop parks facilities and recreation programs for young and old;
7. Strive for successful public/private partnerships with the business community, the school
district, the library, and other regional governments;
8. Create a unique identity for Central Point;
9. Strive for excellent service to the 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 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 and goals 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. 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 several 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, and accountant.
1.4 Second Tier Managers report to a first tier manager and include the police office manager
and lieutenants.
1.5 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, values, and goals 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
employees, our compensation goals will strive to attract and retain individuals who
share the mission and vision of Che 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.
2.4 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 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
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. 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 maxinnun 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 New Positions
Any new management positions shall be approved in accordance with City policy. New, approved
management positions will be covered under this Plan and shall be incorporated into the first
revision of the Plan following approval of the position.
3.3 Initial Placement on Salary Ranges
Each manager's pay will be set within the approved salary 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
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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 upon Promotion
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. 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, but shall
not be continued as incentive pay, except as specifically allowed for under this plan.
3.4 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.
In no case shall a change cause a manager's pay to fall outside of the approved salary range for that
position or position class. 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.
3.4.1 Market-driven pay changes When a salary survey conducted pursuant to this plan
indicates that a position's pay range is significantly lower or higher than comparable positions in
comparable cities, the pay range may he adjusted up or down accordingly. When the salary range
for any individual position(s) is significantly higher or lower than comparable positions in
comparable cities, the City Manager may propose moving a position from one pay hand to another.
3.4.2 Performance -driven oav Individual salary changes will be based on the outcome of
an annual performance evaluation. To qualify for any performance -driven pay increase, the
manager's final, annual performance evaluation must, at a minimum, reflect "hilly satisfactory" in
all areas. However, receiving such ratings alone shall not be an automatic basis for a pay increase.
In the event a manager's performance falls below average, 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), and supported by the evaluation
documentation.
3.4.3 Timine Prior to January 1 each year, and following the completion of all
performance evaluations, the City Manager shall determine the amount of pay change, if any, to be
made for each manager for the following calendar year.
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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. 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 homy.
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.
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 Annual Evaluation
The performance of all managers covered by this plan shall be evaluated at least annually. Any
performance -driven pay changes will be based on the outcome of an annual evaluation of the
managers' overall job performance. 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 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 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 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?
• 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?
• Attach a list of accomplishments
4.3 Peer and Staff Evaluation
The peer and staff evaluations will concentrate 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 evaluator for incorporation into the City
Manager's/director's evaluations. A copy of the peer and staff evaluation results will be provided to
the manager.
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
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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, the peer evaluation, and the staff evaluation, as well. 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 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 shall be considered official without the City Manager's signature and date of signature.
4.5 Evaluation Scoring
The factors used in the determination of performance will be rated on a scale where 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
"score" 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.
Managers are to have completed evaluations of their own subordinate employees prior to their own
evaluation being completed, and all evaluations are to be signed off on by the City Manager prior to
any recommendations for pay changes being made.
4.6 Evaluation Factors
The performance evaluation factors used for the final evaluation will include the following,
although variations of this specific list may be substituted 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 munoge 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?
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d. Leadership and Goals (city, dept, professional)
How well has this manager furthered the mission of the city and values and goals of the strategic
plan, set and attained departm en t goals, and set and attained professional gouls? How do this
manager's peers and staff about his or her leadership ability and contribution to the
organization?
e. Commitmentto Organization/Teamwork, Risk Management and Safety
How well does this manager demonstrate a commitment to the organization and to teamwork,
focusing on the whole organization as opposed to a departmentfirstfocus?Are they committed 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 liabilityfor
the city, includingfollowing and applying policies and leading by example?
f. 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?
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 itsgoals?
h. Overall
Overall, how well does this manager perform the duties and responsibilities of his orherjob?
4.7 Timeline
Performance evaluations for managers will be conducted between September and December of
each year, with all management evaluations being completed prior to December 315t.
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 shall he
placed on a work plan for the purpose of improving performance. The 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 of at the time of the evaluation meeting. Except when circumstances warrant, a
performance review will be scheduled not less than 45 clays 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
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manager fails to improve after being given adequate time and resources for improvement, the
manager will 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, and market comparison. The City
Manager sets the salary range for bands of positions or position classes. The City Council shall
approve the salary ranges 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, the total management compensation package will
consist of other benefits as detailed below.
5.2 Additional Compensation
5.2.1 Health Reimbursement Arrangement The City will contribute monthly to an
established HRA VEBA account for each manager covered under this compensation plan who is also
enrolled in the City's health insurance coverage. The amount of contribution to the HRA shall $145
per month until changed by way of adoption of revisions to this Plan.
5.2.2 Retirement: PERS The City will pay both the employer's and employee's
contribution to the 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
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
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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,
Inthe 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
6 months to 1 year of service
1 year to 2 years of service
100% refunded to city
75% refunded to the city
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 50 miles. Up to
$5,000 relocation assistance may be offered to an individual who relocates to within the city limits
or Urban Growth Boundary 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 he 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
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.
5.3 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.
City of Cen trol Point - Manogement Compensation Plan 12/2013 revised
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5.3.1 Health Insurance Eligible managers will receive medical, dental, 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 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 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. 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.
5.3.3 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 2/3 of base salary, up to a maximum of
$3,000 per month.
5.3.4 6125 Flexible Spending Account 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.
5.3.5 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. If a manager uses a personal purchasing card to make
work-related purchases, the manager shall be entitled to any benefits or rewards, such as air miles
City ofContra I Point- Monogernent Compensation Plon 12/2013 revised
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or cash back, associated with the use of the personal card and such benefits or rewards shall be
considered part of the managers' salary and compensation. The use of personal cards for work-
related purchases shall be infrequent.
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, Wad, etc.) such use of city resources shall not include taking
items off of City premises (i.e., this provision does not allow for taking tools or equipment home).
5.3.9 Travel Training and Education Expenses 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, prized, 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 The day before Christmas
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.
City of Central Point - Management Compensation Plan 121201.3 revised
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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 ander 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 perorated 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
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 hank 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
new manager on the accrual chart at any level, to a maximum of 15 days per year, at the time of
hire:
hr through 4th year of service
Sit through 9th year of service
10th through 140, year of service
151, year of service and beyond
On the anniversary of the 20th year of service
On the anniversary of the 25th year of service
On the anniversary of the 3001 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 urs)
a one-time award of 5 additional days (40 hrs)
a one-time award of 5 additional days (40 urs)
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.
City of Central Point - Management Compensation Plan 1212013 revised
Council Resolution #138712112113
Page 1 18
The maximum amount of vacation that will be paid out at the time of separation is 200 hours.
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.
5.4.3 Sick Leave Full-time managers shall accrue S hours of sick leave for each full
calendar month 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 he prorated for new managers.
5.4.5 Recording 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
dining 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.
S.S 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. 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
City of Central Point - Management Compensation Plan 12/2013 revised
Council Resolution #138712/12113
Page 1 19
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 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.
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.
City of Central Point- Management Compensation Plan 12/2013 revised
Council Resolution #138712/12113
Page 120
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 10,000 and 25, 000, based on the most recent
Portland State University population estimate (this criterion is based on current Central
Point population of 17,200 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 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 non -monetary benefits such as PERS contributions, health insurance premium
sharing, and HRA contributions, should be considered in determining the relative comparability of
the cities meeting the market comparables criteria.
Within the cities that meet 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
not necessarily be limited to, the following:
a. Reporting structure (both up and (lown)
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.
City of Central Point - Management Corn pensation Plan 12/2D13 revised
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Page 121
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 120 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. In the current economic climate, we
find ourselves having to do more with less. Efficiency and 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.
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.
Appendices
A: Salary Ranges for Management Positions Effective January 1, 2014 as revised December 12,
2013
B: November 2013 Salary Survey Findings
City of Central Point- Monayement Compensation Plan 1212013 revised
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Page 122
Appendix A
Salary Ranges for Management Positions (proposed) effective January 1, 2014
Band
Tier
Position
Minimum
Maximum
I
T1
Accountant confidential, non-exempt)
$4,150
$5,600
1
T2
Police Office Manager
$4,150
$5,600
11
T2
Police Lieutenant (non-exempt)
$5,150
$6,900
11
T1
Parks and Recreation Manager
$5,150
$6,900
11
T1
Public Works Operations Manager
$5,150
$6,900
11
ET
Cit Recorder
$5,150
$6,900
III
T1
Building Division Manager
$6,150
$8,000
III
T1
Police Captain
$6,150
$8,000
IV
ET
Information Technology Director
$6,500
$8,700
IV
ET
Human Resources Director
$6,500
$8,700
IV
ET
Community Develo ment Director
$6,500
$8,700
IV
ET
Parks & Public Works Director
$6,500
$8,700
IV
ET
Finance Director
$6,500
$8,700
V
ET
Police Chief
$7,150
$9,100
71" = Tier 1 Manager
"72" = Tier 2 Manager
"ET" = Executive Management Team
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.
City of Central Point - Management Compensation Plan 1212013 revised
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