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HomeMy WebLinkAboutResolution No. 4352 RESOLUTION NO. 4352. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DOWNEY ADOPTING A MANAGEMENT PERFORMANCE /COMPENSATION PLAN. WHEREAS, the City Council has reviewed and given careful consideration to the Management Performance /Compensation Plan recommended by the City Manager. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF DOWNEY DOES RESOLVE AS FOLLOWS: SECTION 1. The Management Performance /Compensation Plan, marked as Exhibit A and incorporated as part of this resolution, is hereby adopted. SECTION 2. The City Clerk shall certify to the adoption of this resolution and provide for the appropriate distribution thereof. f APPROVED AND ADOPTED this 24th day of January, 1984. � ,r //''''--Y { r f l "' ayor ATTEST: -- N/ 4/ 9 / 70 X ' - Robert L. Shand, City Clerk I HEREBY CERTIFY that the foregoing resolution was approved and adopted at a regular meeting of the City Council of the City of Downey on the 24thday of January , 1984, by the following vote, to wit: AYES: 5 Council Members: Jackman, Barb, Davila, Quinn, Cormack NOES: 0 Council Members: None I ABSENT: 0 Council Members: None r City Clerk ' Administrative Regulation Exhibit A (date) Number: 423 Sections: I through VII Effective Date: . January 1, 1984 SUBJECT: Management Performance /Compensation Plan I. Purpose. To establish salary administration guidelines for Executive Management and Middle Management classifications pursuant to the following goals and objectives. 1. Promote better job performance and increased productivity by giving recognition to the employee for individual level of performance. 2. Promote increased commitment to goals and objectives of the City Council and City Manager. 3. Strengthen the role of the supervisor in the compensation program. 4. Promote further commitment towards the philosophy of "team management" and increase employee understanding of associated roles, responsibilities and loyalties. 5. Establish a system of compensation which results in appropriate internal salary relationship and competitive salary rates. II. Authority. City Council Resolution No. 4352 . III. Application. The compensation plan shall apply to all employees occupying positions in classifications designated by t! City Council as Executive Management and Middle Management. IV. Policy. 1. Establishment of Salary Ranges - The City Council shall adopt a resolution identifying the minimum and maximum salary for each Executive Management and Middle Management classification. The salary range will have a spread of approximately 22% from the minimum to maximum figures with no set steps in between. Salary ranges shall be established to reflect the relative value of positions taking into account both internal and external considerations. Measures shall be taken to ensure that appropriate internal relationships and alignments are maintained within the organization. Accordingly, no supervisor shall receive less total compensation than his /her highest paid subordinate if a similar amount of time is worked. In addition, efforts will be made to ensure that a competitive position within the labor market is maintained for all classifications in order to attract and retain highly qualified personnel. 2. 2. Adjustment of Salary Ranges - The established salary ranges will be reviewed, based on benchmark salary surveys and internal relationship consider- ations, for possible adjustments to be effective in the first pay period of July of odd - numbered years. In years in which the survey is conducted, the results shall be available by the date of February 28. The objective of salary surveys will be to maintain City of Downey salaries at a competitive level within the relevant labor market as defined in Section VII of the Plan. The benchmark positions to be surveyed will be selected by the City Manager with input from the Management Compensation Review Committee (as established in Section VI). Also, salary ranges shall be adjusted at such other times as the City grants cost -of- living adjustments to the rank -and -file employees unless the City Council directs to the contrary. The amount of such cost-of-living adjustments granted to the management classifications will be no less than that granted to the predominate recognized bargaining unit in the department to which the management position is assigned. In such instances where salary ranges are increased for cost -of- living purposes, the individual employee salaries will be increased in proportion to the amount of the range adjustment, provided that for reasons of unsatisfactory performance an individual employee may be denied such an adjustment. All salary range adjustments shall require the adoption of a resolution by the City Council. 3. Progressions Within the Salary Range - The minimum salary in the range would be appropriate for a new employee who minimally satisfies job requirements. The top of the range is reserved for employees who perform at the highest level expected proficiency. Employees, both upon appointment and during the course of their employment, may receive any salary amount not to exceed the maximum of their range. Generally, a new employee is not considered for a merit increase before 12 months of employ- ment. Thereafter, employees will be reviewed for merit salary increases annually in conjunction with the employee's anniversary date. However, employees will not be considered for merit increases after reaching the end of the respective salary range. Employees may be granted merit salary adjustments more frequently than every 12 months with prior City Manager approval. The sole consideration in the granting of merit increases shall be job performance as indicated in a detailed corresponding Management Performance Evaluation Report. The following shall apply in the granting of merit salary increases: 3. a. Merit salary adjustments for Department Heads shall be determined and approved by the City Manager. Merit salary adjustments for Division Managers shall be made upon recommendation and approval of the concerned Department Head. b. The a4ount of merit salary adjustment shall bear a direct relationship to the progress of the employee toward satisfying performance expectations. Generally, an employee who performs meritoriously will receive a merit increase of approximately 5 %. Adjustments of up to 10% within the salary range are permitted. Also, while salary adjustments will normally involve increases, reductions may be made in instances of unsatisfactory performance. c. After an employee reaches the top of the salary range, the level of proficiency appropriate to that salary rate must be maintained or the employee's salary may drop below the maximum. This may occur through a direct salary reduction or the employee may not be granted increases which may be possible due to adjustments in the range. All approved salary adjustments shall be implemented by the submission of a Personnel Status Report (PSR) form to the Personnel Office. The PSR and the corresponding evaluation shall be reviewed by the Personnel Director for consistency with the provisions of this Plan. 4. Elimination of Merit Longevity Pay - Merit longevity pay differentials shall be eliminated for all Executive and Middle Management personnel hired or promoted into the management /unclassified service after the adoption of this Plan. Employees in Executive or Middle Management positions prior to the adoption of this Plan shall be "grandfathered" and will continue to be eligible for the merit longevity pay increases provided to classified employees. 5. Exceptional Performance Pay - In order to recognize superior performance, an individual employee may be granted Exceptional Performance Pay of up to 10% above his /her annual salary in the form of a one -time, lump sum payment. Exceptional Performance Pay awards are separate from, and in addition to, the salary adjustments discussed in Section III (3) of this Plan. Exceptional Performance Pay awards may be granted at any time during the year, and in no event shall an employee receive awards totaling more than 10% of his /her annual salary in any fiscal year period. Exceptional Performance Pay is not an award for past service but for ongoing and future expected exceptional performance. Awards will not be made to employees who have informed the City of their intention to resign or retire from City employment. a. The provision of Exceptional Performance Pay may be granted when an employee's performance and value to the City clearly exceed normal expectations. Examples of possible justifying activities include: 1. Development of new programs which result in significant, definable cost savings or improvements in City services or efficiency. 2. Within the employee's area of responsibility, there is a consistent, exceptionally high level of productivity with repeated successful implementation of progressive and up -tp -day managerial systems. 4. 3. Development of management or operational programs which' may be applied in units other than the one in which the employee works. 4. Willingness to accept management or special assignments of responsibilities which are atypical to the normal functions of the employee's classification. .5 5. Implementation of cost saving measures in the form of significant budget reductions without reducing productivity and /or efficiency. b. If it is determined by a Department Head that a Middle Management employee is deserving of Exceptional Performance Pay, such recommendation shall be forwarded to the City Manager and the Management Compensation Review Committee for review and approval. Department Heads may be granted Exceptional Performance Pay upon recommendation and approval of the City Manager. c. Funding Mechanism - Funds for Exceptional Performance Pay will come from, and in no event exceed, a special pool established as follows: 1. Each September 1, the difference between actual operating expenditures and operating revenues for the previous fiscal year will be calculated. If the difference is negative, then no pool will exist. 2. If .the difference is positive, then twenty -five percent (25 %) of such amount will constitute the pool from which Exceptional Performance Pay funds will be derived. 3. The pool amount will be available to fund Exceptional Performance Pay for the twelve -month period from September 1 to August 31. 4. The Management Compensation Review Committee will be responsible for insuring that the total amount of Exceptional Performance Pay granted does not exceed the available pool amount. 5. Operating expenditures and operating revenues will be considered those operating expenditures and operating revenues of the General Fund. 6. The pool will in no event exceed an amount equal to five percent (5 %) of the total current annual salaries of eligible management employees. d. Eligibility - Employees in Executive and Middle Management positions who receive longevity pay are not eligible to receive Exceptional Performance Pay Awards. However, such employees may elect irrevocably to forfeit their longevity pay in order to become eligible for Exceptional Performance Pay Awards. 6. Performance Evaluation - The performance evaluation process will entail a detailed planning process as well as a review of past achievements and performance in various job behavior categories. Both functions will be accomplished on the Management Performance Evaluation Report (attachment). a. Planning - Upon initial appointment and annually thereafter, the employee and his /her supervisor shall meet together and prepare an agreed Performance Plan for the upcoming evaluation period. The Performance Plan shall if the specific objectives during the upcoming e ident y h spe �ecti es to be accomplished ur ng val uation period, including dates of completion and the criteria to be used in evaluating the employee's performance in achieving the objectives. 5. b. Review - At the conclusion of an evaluation period, the supervisor shall review the Performance Plan and evaluate the employee's performance according to the planned oyjectives and standard behaviorial categories. Annual Review Procedure - At least one month prior to the employee's anniversary date, the Personnel Office will forward a copy of the Management Performance Evaluation Report to the employee's supervisor. Step 1 - Review 1. The supervisor shall complete the review portions of the Management Performance Evaluation Report including detailed narrative comments on the employee's performance during the past review period. 2. Upon completion of the report, the supervisor shall meet with the employee to review and discuss the Management Performance Evaluation Report and recommendation for any corresponding salary adjustment. The employee should feel free to propose any alterations or omissions which may be pertinent to the report. 3. If alterations or additions are to be made, the Management Performance Evaluation Report should be retyped to reflect the modifications and prepared for signature. 4. The form should be signed by the supervisor and forwarded to the employee for completion of the section entitled "Overall Comments by Employee" and signature. 5. Complete a Personnel Status Report (PSR) reflecting any salary adjustment if appropriate. 6. Any recommendations for Exceptional Performance Pay must be forwarded on a memorandum to the City Manager and the Management Compensation Review Committee for review and approval. Step 2 - Planning - Shortly following the "review" meeting, the supervisor will schedule a "planning" meeting with the employee to do the following: 1. To reach a mutual understanding of the duties of the job and how the job fits into the total work of the unit. 2. To establish performance goals or objectives expected during the upcoming evaluation period. 3. To agree on how the employee's accomplishments will be measured at the end of the upcoming evaluation period. Although some discussion of past performance may be useful in this meeting, the primary concern at this stage is on planning, not on evaluation. At the conclusion of this discussion, the Performance Plan should be typed on the appropriate section (final page) of the Management Performance Evaluation Report which will be used for the upcoming evaluation period. 6. V. Appeal Procedure 1. An employee may appeal a recommended salary adjustment or performance evaluation under the following circumstances: a. If the employee feels his /her job performance has not been accurately documented in the performance review process. b. If the employee feels that the amount of recommended salary adjustment is not appropriate. 2. The following procedure shall be followed in the event that an employee wishes to file an appeal. a. The employee shall advise the supervisor of his /her concerns and shall attempt to resolve the matter with the supervisor. The supervisor may require the employee to submit his /her concerns in writing. b. If the matter is not resolved through review with his /her supervisor, the employee shall outline the specific concerns in writing and indicate that a review before the Department Head is requested. c. If the matter is still not resolved, the employee may request a review by the City Manager. The City Manager shall review the matter and issue a decision. d. The decision of the City Manager is final. Executive Management and Middle Management employees shall not have the right to appeal a decision regarding salary adjustment and performance evaluation to the Personnel Advisory Board. VI. Management Compensation Review Committee - A Management Team committee comprised of the Director of Administrative Services, Director of Community Develop- ment, Director of Community Services, Director of Public Works, Police Chief and Fire Chief will be accountable to the City Manager and have the following charges: 1. To meet at least twice each fiscal year for the purpose of monitoring the administration of this Plan in order to maintain consistency of practice and to make recommendations for modifications where needed. 2. To review and comment on the survey of salary ranges which is to be conducted every other year as outlined in Section IV(2) of this Plan. 3. To review, evaluate and comment to the City Manager on recommendations for the provision of Exceptional Performance Pay for Middle Management employees. 4. To monitor the Exceptional Performance Pay funding pool to determine if adequate funds exist to insure that awards granted from the funding pool do not exceed the authorized amount. VII. Salary Survey Agencies - As stated in Section IV(2) of this Plan, a compre- hensive salary survey shall be conducted in odd - numbered years to determine if range adjustments are necessary. Criteria used in the selection of survey agencies shall primarily emphasize population served, services offered and kind of 7. government. In addition, all agencies selected will be within the Los Angeles - Long Beach - Anaheim Standard Metropolitan Statistical Area (SMSA). The survey agencies which will be used are as follows: Buena Park Burbank Compton Costa Mesa El Monte Inglewood Orange Santa Monica West Covina Westminster This list will be maintained in subsequent years in order to maintain consistency. Any deletions or additions will be made only after substantial justification. NOTE: The survey of the cities will compare "total compensation" including salary, retirement, insurance benefits, automobile allowance, executive leave and special services pay. (Draft) CITY OF DOWNEY MANAGEMENT PERFORMANCE EVALUATION REPORT J Employee's Name Period Covered by Evaluation Classification From to Dept. /Division Executive Management Q Supervisor's Name Middle Management Q REVIEW OF PREVIOUS PERFORMANCE PLAN 1. Describe specific achievements or deficiencies during the past evaluation period. Supervisor's Signature Date Employee's Signature Date C7 r) I-'' d Cy fn H x cn 0 0 0 0 fD E rt -H H rt w H 'C H 0' ?' 0" x t f (D u) 0 0 0 (D i N• � E n w fD . 0 "0 0 �, 0 •• fD m 0 m I-6 rt N x O f E rt x p E N. < a Ul CD U)i E a 2) 0 Ch PI O fn O E rt E w (D rt rt rt W 0" 0 rt (D m fD C 0 M 7 E 0 p rt X fD fa. b 0 n k (D < rt fD W GO b fD C x n t- . 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"d O m m M I H'• 0 m rt rt W •■ m W a m II rt rt 0 •o W m r' W rt pi 0— m 1- m 0 H. w W 9 m n W rr m m 0" O 0 I m ri m to rt ''' 1 m 0" m g m a. m rt m 0 N• m m Outstanding Meets /Exceeds Requirements Needs Improvement Unsatisfactory c 0 0 9 m G rt m I OVERALL EVALUATION OF EMPLOYEE STRENGTHS AND IMPROVEMENT NEEDS 1 SALARY RECOMMENDATION: I have prepared this report which represents my best judgment of the employee's performance. Supervisor's Signature Date Overall Comments by Employee (Not Required) This report and my salary recommendation have been discussed with me. Employee's Signature Date PERFORMANCE PLAN FOR UPCOMING EVALUATION PERIOD Projected Date Evaluation Objectives of Completion Criteria Supervisor's Signature Date Employee's Signature Date INSTRUCTIONS: Salary or other recommendations, if any, are to be submitted on the Personnel Status Report form to the Personnel Office. Upon completion, distribute one copy of the entire form to the employee, Department Head and Personnel Director.