04-12-10 CC WS AgPCITY OF SHE REWOOD
CITY COUNCIL WORK SESSION
MONDAY, APRIL 12,2010
5755 COUNTRY CLUB ROAD
CITY HALL
6:00 P.Mn
�4016 M.
Mayor Liz& _
Bailey
Turgeon,
Woodruff
Zerby _
Administrator's CAF
C U ' l - 1 ACTION FORM
Description/Background/Previous Action
The Council adopted a revised method for compensating employees at the end of 2008 and staff worked
with a consultant to develop and receive training on the new model —a performance based system in
2009. Implementation of the program began at the end of 2009 / start of 2010.
The one piece missing isupdating the policy manual tn conform to the new system. |n the initial
discussion Council also wanted staff to look at other areas in the Policy Manual that might need
updating.
What the Council has before it tonight is essentially two parts of the same item. Part I deals with policy
manual changes and Part || deals with compensation.
Recommendation
Staff is looking for direction on the compensation issue and policy revisions.
Council Action:
CITY OF S HOR . EWOOD
MEMORANDUM
City ("'ouncil
FROM.- Brian ileck�, ('It- Adniihlisfiratt)N-
. A !eo n. , Mai 16, 010
SUBJECT. Poficy Manuall Revisions
The City Council approved changes to the methodology to compensate employees in 2008 from
a hybrid step / merit to a full merit type system. The implementation plan called for development
of the system and training on evaluations during 2009. This training and was completed at the
end of 2009. Individual merit, performance in the position and the successful achievement of
individual expectations determines an increase in compensation for 2011, if granted by the
Council.
To ensure there is equity in the system, the policy on compensation needs revision so it reflects
the merit based system and not the hybrid system. Staff presented suggested language
changes to Council at the end of 2009. The council reviewed the language and wanted to have
more discussion on the policy implications as well as for staff to review the policy manual for
other possible changes.
As I went through the policy manual, I identified the following areas for revision:
1. Page 6 — the organizational chart needs updating.
2. Page 9 — there is reference to a pre - employment physical for all new employees. This
requirement is applicable to Public Works, but not necessarily all staff.
3. Page 16 — Policy 4.09 related to use of communications resources. The Council adopted
a policy on use of mobile data devices; however, this policy was not merged with policy
4.09. 1 suggest a policy that covers cell - phones, mobile data devices, laptops, desktops,
e -mail, phones, social media sites, e -mail between council members, etc. I have a model
policy I want the Technology Committee to review.
4. Page 30, Policy 7.01. The Council discussed providing incentive pay not to enroll in the
city's heath care plan. The current policy is to provide $100.00 to employees who
receive coverage through a spouse /partners plan.
5. Page 32, Policy 7.08. The City provides reimbursement to employees who belong to a
health club, participate in health education classes, diet or nutrition programs, etc. The
employee is eligible to "cash in" 2 hours of sick leave for up to $40.00. Reimbursement
for a portion of an employee's monthly health club dues is dependent on visiting the club
3 or more times a month. I am suggesting removing the visits per month from the policy
language, as we have no way to track usage.
6. Page 36, Policy 6.03 — sick leave. The city provides each employee eight (3) hours of
sick leave a month. Employees can accumulate up to 300 hours of sick leave.
I did not see much more in the manual that is out of date or needs significant up dating. This is a
document that needs regular review to ensure the policies and procedures remain consistent
with changes in state or federal law.
With the exception of the computer use policy, suggested changes to the various policies are
attached.
Compensation
The compensation procedure and policy requires a bit more discussion than the other changes.
Things to consider in this discussion include:
• How often is a market analysis conducted?
• How close to the market average does the city want to be?
• Does the city use average low, average median, or average high compensation.
• Does the city want to provide for compensation above the market average, as is now the
practice?
• What amount does the City set aside annually for performance increases.
• What level of increase or range of increase should be applied for employees who are
successful in meeting expectations, completing goals, etc?
• What level of increase or range should be applied for employees who exceed
expectations, are successful in achieving goals, etc?
I am providing the document I prepared for Council late last year regarding compensation, a
document prepared by Council member Woodruff on his suggestions, and performance criteria.
3.0 EMPLOYMENT
t:
All new full and regular part -time it Pubtic Work_ empl oye�s shall be required to have a
job - related physical examination after a conditional offer of employment has been made. The
cost of any such examinations shall be paid by the City.
Job applicants seeking employment for Commercial Motor Vehicle Driver positions shall be
required to undergo testing for the presence of drugs after they have received an offer of
conditional employment.
At any time, employees may also be required to undergo drug and alcohol testing in accordance
with the City's drug and alcohol testing policy (see Sections 3.09 and 4.13).
3.07. Drug and Alcohol "resting for Positions Requiring CDL
Employment offers will be made contingent upon taking the required test and withdrawn in the
event that the test is reftzsed or there is a verified positive test result. If the employment offer is
withdrawn following testing, the applicant will be informed of the reasons for the withdrawal.
The City's complete Drug and Alcohol Policy is attached in Appendix A.
25910180
-9-
3.0 EMPLOYMENT
OYMENT
Subdivision 1. Duration and Purpose
All new, rehired, promoted, or reassigned employees shall complete a six (6) month probationary
period upon assuming their new positions. This period shall be used to observe the employee's
work habits and ability to perform the work that they are required to do.
Subdivision 2. Extension
An employee's probationary period may be extended for an additional six ('6) months by the City
Administrator.
Subdivision 3. Termination
The City Council may terminate a probationary employee anytime during the probationary period
if in the City Administrator's opinion the employee's performance indicates that the employee is
unable or unwilling to perform the duties of the position satisfactorily or that his /her work habits
and dependability do not merit continuance in the position. The employee so terminated shall be
notified in writing of the reasons for the termination and shall not have the right to appeal unless
he /she is a Veteran, in which case the procedure prescribed in Minnesota Statutes Section 197.46
shall be followed.
Subdivision 4. Completion
At the end of the probationary period, the City Administrator will recommend, with Council
approval, one (1) of the following actions.
1. Extension of the probationary period;
2. Regular Employment; or
3. Termination.
Subdivision 5. Vacation and Sick Leave
During a new or rehired employee's probationary period, vacation leave and sick leave shall be
earned, but the employee shall not be allowed to take vacation until after completion of the
probationary period. Sick leave may be taken during the probationary period not to exceed the
sick leave time earned.
Subdivision 6. Performance Reports
l t d- oftile p t iE� t I he employee's supervisor shall conduct a revie« at
thr (3) months. The rev iew sha be docurne_i and outline the rgs vtihe the emir lovee is
sticceedme_.and_identil4 irc as,that rc(mite additional t ainiiig <tnd n n_,I7rovcmc t 13c;lorc (he end
of, {6) month the super v iso r shah submit a written report to the City Administrator of
the docanrentifig the supervisor's observation of the employee's performance, the supervisor's
judgment as to the employee's continued satisfactory performance, and whether the supervisor
intends to retain the employee in this position. The supervisor of a probationary employee shall
discuss the employee's performance with the employee. Copies of the written perforrrrance
reports shall be submitted to the City Administrator and the employee.
(Formatted _
25910181 - 10-
4.0 RESPONSIBILITIES OF EMPLOYEES
4.09 Use of City Communications Resources f Comment [cl]. I suggest this be deleted and
re
placed a more comprehensive .policy.
Electronic Mail (e- mail), voicemail, telephone, on -line subscriber services and the Internet are all
information management and communications tools that are important parts of the way that the
City operates. In order to ensure that the City complies with the business and legal requirements
created by the use of these services, we have established the guidelines listed below to assist each
employee in determining the ways in which these tools should be used.
E -Mail. Voicemail and Telephone
The City maintains computer, e -mail, voicemail, and telephone systems (our "communication
systems ") to assist in the conduct of its business. It provides the following guidelines for the
authorized use of these communication systems.
Although the City recognizes that there will be incidental non -work related use of
communication systems, these systems are intended to be used primarily for business purposes
associated with the performance of each employee's job. Any use of these systems for non -work
related purposes beyond limited incidental use, is prohibited.
Prohibited Uses
The use of our communication systems for the following purposes is strictly prohibited:
1. Any communications which would violate the City's Offensive Behavior policy
including abusive, harassing, vulgar, obscene and offensive communications;
2. Disparaging communications or jokes which are based on race, national origin,
marital status, sex, sexual orientation, disability, age, religion, or any other characteristic
protected under federal, state or local law; disparaging communications include communications
which disparage or defame the products or services of vendors or competitors;
3. Communications of any copyrighted materials, trade secrets, proprietary
information, or any other highly sensitive confidential information, except with management
permission in the course of your job;
4. Solicitation of employees, including solicitation for commercial ventures,
religious, social or political causes, fund raisers or outside organizations.
E -Mail Messages Referring to the City
Any e -mail messages sent externally, including messages placed on the Internet, which
refer to the City or its services in a way which could be interpreted as stating the organization's
position, policy or viewpoint must be approved in advance by the City Administrator.
2591018v2 - 16-
a
imm r ,
All regular employees of the City are eligible for the Pre -Tax Benefit Program. The program
incorporates three (3) separate plans: The Pre -Tax Premium Plan, the Dependent Care
Reimbursement Plan, and the Health Care Reimbursement Plan. To be eligible for any of the
three plans, the employee must submit the amount they would like converted from their salary to
the Plan Administrator (Finance Director) before January I of the upcoming year. Only those
employees eligible for health and other insured benefits are eligible to participate in the Pre -Tax
Premium Plan. The City will allow the maximum amount in accordance with federal law. At the
end of each Period of Coverage, any Pre -Tax Premium Salary Conversions of a Participant which
have not been applied as employer contributions shall be forfeited to the employer; likewise, any
amounts remaining under a Participant's Health Care Expenses or Dependent Care Expenses
shall be forfeited to the Employer.
7.08. Health Management and Wellness Program
In an attempt to promote health management, wellness, and fitness, the City of Shorewood has
implemented a voluntary program for its regular full- and part-time city employees. Employees
may exchange up to 2 hours of sick leave for participation in programs promoting health and
wellness, up to a value of $40.00 per month (1 hour of sick leave equivalent to $20).
1. Employees may convert accumulated sick leave, provided that the employee maintains a
sick leave balance of eighty (80) hours at all times, to pay for the employee's health and wellness
program, such as:
• monthly health club membership dues, i1 atter�aJ+nt�es# B tJrrti#u {� } tl� }�r nN ,
• class fees or monthly dues for:
➢ smoking cessation
➢ diet and nutrition
➢ substance abuse
➢ stress management.
2. For example, on a monthly basis, the amount of sick leave that may be used for monthly
health club membership dues may be up to and no more than 2 hours per month. For the purposes
of this program, I hour of sick leave is equivalent to $20.00. The amount of the reimbursement
shall not be more than the actual amount of the employee's membership dues.
3. The Finance Department will reimburse employees for membership dues on a monthly
basis upon receipt of a properly completed form to be provided by the Finance Department, and
upon receipt of evidence of payment by the employee to the health club or wellness program.
The reimbursement will be Federal, State and FICA (if applicable) taxable.
259 1018v2 -34-
.0 TIME (31"+x`
8.03. Sick )weave
I . General Sick Leave Rules
A. Length of Service /Earnings Rate
All full -time employees shall earn sick leave at the rate of one (1) day (eight [8] hours)
per month of employment after the first full calendar month of employment. If the
employment date is the 15th of the month or prior, one full day of sick leave is earned. If
the employment date is the 16th of the month or later, the employee must wait until after
the end of the next calendar month to begin to earn sick leave. Sick leave may be taken
during the probationary period not to exceed the time earned.
Part-time employees working more than 20 hours per week, but less than 40 hours per
week shall earn sick -leave on a pro -rated basis. Sick leave will be granted in not less than
one hour units, which is to mean that if any time less than one (l) hour is used, one (1)
hour will be charged.
The maximum sick leave earning limit is 800 hours.-At the end of ov err YeAir, «ne- ltalfof
th aecf�u Iitl�ka� lr?u} ri nt e �84I0 htatrt -any fvel tf t��tl� + 1 r f tt
tiel R as delcrreE dd am m a t +r ltlasrilad r+rtht ve r? s
-- �'ic£trt }I£ I �: �- 1 } Ir]H'rlE'£E1iki2E.,...1.3fk}fl £1FIt- e}ti- eaNl}� ( -3T-tfi D ?ibE;t`tt?EI t(3 i3-£t3l�ii b ? }li }(i§? }l f31 <)I;ll{� {
4enefqS4. Upon termination, accrued sick leave will be paid as provided in Section 11.02.
B. When Taken
Employees must inform their supervisor at the earliest possible time when they will be
absent due to illness or injury.
Sick leave shall be granted only in case of necessity and actual sickness or disability
injury to the employee or for dental appointments and physical examinations. Dental
appointments and physical examinations must receive prior approval by the employee's
supervisor. Sick leave is also granted in the case of attending to the employee's
spouse /partner or child (see Section 8.04). Employees may also take vacation or leave
without pay for the purpose of attending to their spouse /partner /parent or child (see
Section 8.06 FMLA Leave).
C. Worker's Compensation
In case of disability caused by sickness or injury and covered by Worker's Compensation,
the City will compensate the employee the difference between their regular base pay and
that received from Workers' Compensation payments, but never for a longer period than
their accumulated sick leave. In such case, the time deducted from accumulated sick leave
shall be in the same amount as the proportion of wages paid by the City as to the entire
base pay of the employee. No sick leave will be paid to employees while actually working
for others.
25910]81 -39-
Compensation thoughts
Employees will undergo formal evaluation at six and twelve months (generally June and December) and
will have informal discussions with their department manager at least every quarter.
The formal semi - annual meeting is to provide more complete and formal feedback and information on
how the employee is doing related to their expectations, goals, objectives, priorities and projects. The
department manager will identify for the employee ongoing concerns that have not been adequately
addressed from the informal discussions of other formal evaluations. The formal evaluation is
completed in writing and endorsed by the employee.
Ratings
Employees will be rated as— Meeting Expectations, Exceeding Expectations, or Not Meeting
Expectations.
Not Meeting Expectations means the employee has not completed projects or tasks on time or within
the guidelines established by the department manager and employee and did not have or report to the
department manager issues and problems that prevented or delayed the completion of the task or
project. The employee has not made improvement on issues identified by the department manager
during informal discussions. An employee may also be "downgraded" by having or exhibiting a poor or
negative attitude about the work, other employee's, Council, etc; not responding to residents and
others in a timely manner; shows general disrespect for residents, council, other staff; does not seek to
improve their knowledge, skills, or abilities; reluctant to participate with others in problem solving,
adheres to the "old way" of doing things, is a general road block to change and improvement; etc.
Meeting Expectations means an employee completed their projects and /or tasks and successfully met
the expectations as agreed between the employee and department manager. An employee can be
considered as meeting expectations even if the projects and /or tasks were not completed on time as
originally anticipated if they clearly communicated the potential delays and what they were doing to
overcome the delays. An employee who meets expectations will have a generally positive attitude;
address team members directly and professionally when there are issues, participates in collaborative
problem solving, completes assignments in a timely manner; etc.
Exceeds Expectations means the employee not only completes the projects and /or tasks assigned and
meets the expectations identified by the employee and department manager, the employee is also self -
motivated and seeks creative solutions to overcome issues; is a self- starter and self motivated. The
employee will seek out opportunities to improve their skills and abilities on their own; will participate in
group problem solving and is willing to take measured risks and offer new ideas and ways of operating.
The employee maintains a generally positive attitude; encourages and seeks opportunities to assist
team members; is timely in their response to requests from the public or other staff; etc.
Potential Pay Increases
Employees who Meet Expectations will be eligible for an increase in their base rate equal to the
Consumer Price Index for the Minneapolis/ St. Paul Metropolitan Area (CPI) or 3.5% whichever is less.
Most employees will fall into this category.
Employees who Exceed Expectations will receive the base increase to their base wage equal to the
amount received by those who Meet Expectations and will be provided the following additional
compensation.
1. In the first year an employee achieves Exceeds Expectations, they will received a lump sum
payment equal to 1% of their base annual salary.
2. If an employee achieves Exceeds Expectations in two or more consecutive years, the
employee will receive the base increase awarded to those who Meet Expectations as well as an
additional 1.5% on their base.
Adjusting for Market
The City will conduct a survey of like positions using the league of Minnesota Cities salary survey tool in
the odd year. The survey shall be completed by September of the year. The city's salary table will be
adjusted as necessary using the average maximum wage for each position as the "market" rate. The
starting rate will be 75% of the "market" and the maximum attainable salary shall be 110% of the
"market ".
This analysis is done to ensure the city's salaries are competitive with the general market for like
positions. Market adjustments will be made only for employees whose actual wage falls below the
minimum and the employee has an evaluation rating of Meets or Exceeds Expectations and the increase
provided does not bring them up to the minimum wage.
6.0 COMPENSATION
6,01. Wage Administration Plan, Comment fc2]c Needs revision to comply with
' the n ew method of compensation
The salary structure of the City of Shorewood is based upon the following:
I) Competitive wages for the labor market
2) Compliance with the Minnesota Pay Equity Act (also known as the "Comparable Worth
Act "), to insure equitable compensation relationships among positions within the City
3) Providing incentive and recognizing good performance
4) Providing appropriate flexibility in administration
1 Classification and Compensation Plan
A classification and compensation plan was adopted in July 2006. It identified the job points for
each position and established the pay relationships among them. Data from a survey of other
cities' salary ranges established the market for each position's compensation. By combining the
internal relationships and external salary ranges, pay ranges were established for each City
position.
The compensation system is a "pay band" system. A salary range is established for each
position, with the beginning of the range at 76% of the top of the pay range (also referred to as
the "market" pay)..h is d €signed ilrat.at din 1loved wllo 4aAszat tltti 1 n4w) 4 � l tha range. •art
�?Fr. Tiit�- pri�nt�ts- t= �- p€ et�ttic�ir�l�� .= 1r- �t+h- bE- itl�l� -tea r��i��Irthe- Et�f-sof flat- pa�,- r�+t�ge -�
�� � at;Tr rat F ates �-m, �',- Ott - Etta- e'rrt{�lF �r lc� r1 -ttbcr a�- {-1-tt # ��1= t}at- r� +rts;c -File
eFrlployee- sa „�nsist.asrtlk pert�t,>rmirFg t11 :- ` expectations”" levek will at( in thc� lop of the paa�-
rant�� hasc:d o n an em X105 cc's :r rmance in tilt:
t�osition.
l!pon- r•€t�- tli�top- Eel- tlrt- p�t�- �a ^„ -=c.- er n- enaplF �al�i+'y- +iatti�be i +3er�;x+s�l -orgy bl=- ��:�, +a<>araie
cee. . rantt llorr t I ,; ci�c r'�,` t cz' ttH£ -t1: E> r- 13�= t3�}• i- k- t; ?-+- FI- r1- F�.'n'; rrr'''a� �?c�cEls
e�- p�tattkita
An employee may move through the pay range more quickly if, on the basis of the annual
assessment, performance exceeds expectations.
I - . FTiplt)'t'i t',i- 44-1}E3 -1' rtf.'ll top e31 thl'.....pa) range find per Fort -.:i.n a-inann r eNeeedink? �Y13�('ktillf>i }`i
arse- lig+ ble- 4tar�ltl+ titat�r}- rilait�x3} ustttttnFs- fve; r- t+ n��ral�t+ p# s a- nhlti+r }t+n�f:>f 1 f� 4 r�thovc tilt =tc }p
�k�tlte- l }a;�rtiiag;~
3. Budget Considerations
The City Council ttd}ustnacaai, !turn tine lo-1 iino whie-ll will- nao.ve tlac
saliit�y- 1z }ngt`i- it�tiltar+n}y 1ii�ea�h- pr�sit- iu� =1� E'r�tt�i- nrt�;= <alse- ���ith +ct- its- xitlaorit�- et�rike
4ec-kaons t guF l+rag tilt lauel t th tt nait� -rtt tiff the dM #� F�1 tirrployc k3 in } ltrFat +t =h t }fi it
25910181 -26-
stalratg rag pad liio =etstemn , A ill dgtenninl: durimg the hud act,
proce how tnuc i am nlon , wi he set as ide l6rperlon lsc I61 lnotl -union staff.
IncrG tses ti tc }rill tnc will he allotted in accordance itith this p hc\
6.01. Wage Administration Plan, continued
4. Performance Assessment
Each employee's performance is form lly 4t; -lie- assessed by his /her supervisor Hrt- k €;a -,t -anti ually.,
ai n+ 11 cca ncc ide -with thti =1{ kt+ ~ Wiz: For new employees, a
performance assessment weis conducted at the end of the six -month probationary period.
The purposes of the performance assessment are to:
• Determine -hose well art € atpkwee is per €i�rsining- in assigned rivets ol as
ed its- him =lies- past ;it+F>n- t#�:n+i{3tie�trA55�: ;s ho« r� c11 t hy; � 't >��e_; in
assi"lie d b r_the
emplot ee sand ti i o ,
• Provide a formal opportunity for two -way communication between the supervisor and
employee about the employee's performance.
• Identify areas or items for improved performance; for personal and professional
development; and specific work projects or priorities for the next assessment period.
• Identify areas where responsibilities have changed and /or deserve to be re- evaluated.
There is a form for the assessment of performance for each position. These forms become a
permanent part of the employee's personnel file. The supervisor's and employee's assessments
will be submitted to the City Administrator when completed. The results of the total
performance assessment will be used when determining salary adjustments. The City
Administrator will review the assessment for purposes of consistency in performance assessment
and salary administration throughout the organization.
J. i'erf'ormance Administrati 1Formatted: Left
In order to maintain market competiON the Salad• ranges tom each classification will he
co mp<:trec l to
the ma rket every I�,vo - v clrs POSition classifi where the market rate (_t eragc
ma\i1nunt salary _l6r that classifi itl -on) is at 955 o or lower will receive to adjustment to bring [li
market rate on the scale to 100% of the averaae rnar rate. The bala i ce - oftlie s c sit; will Ml iUst
accorddingl "1'he adiustrnent o t he scale will not inct- ise [lie current 1v age of -sta in the
claSSiftC_rt On hciu21 ldiUSted.
Stan is r at ed inn a thre point sca le: I does not me et expectations. 2_nlc t5 exf>e t= ititsns and
i_ xeeeci ix pcctttiops (itin-pon n S C aluated include Jcc iftaplts'hrncnt of stated oblcct: �
gene al y ob tasks, zinc] Yencral anit ude: So ofthe ite ms__il n the va luation a re Si nnply rated as
"p ass f a il ". that i the en can the task or thev c annot .
25910180 -27-
`A. DOGS nof MCC[ ex o_ \14crin 1, h-c- -erfl-p-13) y_c e J ias no-t-, coo pi et I rmdcc, ts ki
on time or within the guidcline establishcd bythe dem rtinent - - ,md emplovoe mid did
-------- — -------- - -
not. have or renort to the depart tile ajjjd Lprtihleins thal. prev , enled or delaved the
w1111.1letion ofthe task or prqjccL. I he efriptoyce has not . made ininrovellicrit on issucs identified
.... .... .. ...
orinal discussions. An efuroloyce ma 1, be
b\ --the CIMI—Irtm—C Lit _ —inf- -_-------- y - 0 ___
"dowitaraded" by havine- oi exhibiting a poor or nCpL[tiVC Altin_idc about the \, other
CounciL ctc; no! i
respondllL to ohCrS ill U tilnCIN ITM MICr: ',11OW's
......... . ... ...... ... .... . ........... j
. . . . .. . ... .- . ......
nerr disres, �gct for - -----
- rcsidents council, other Staff, does not Seek to ifurrove their
skills. or abilifieS° rein tLlrlt kUM LC With OtllCrS in problem sok . adheres to the "old
vvav" ofdointo thinLs. is a L)enrol road block to change and
. e
.. ... ....... ... . .... -, roar{ ........... . ... . .. ................. .. .... . ..... . , i m pro vcment,
11
B. Meets Expectations Means an employee completed 01 -il projects andLortasks and
10 _1 er.
successfLilyniett�og?ipeLtL'-t�_ns a employ L p� 1(n
n , t ma -- An
mtri 111-1 9
2Mployee carLbe considered as nreetir expp s _s
�v f proje and orjaLLs��, no
_g n__L_tIje - L _ t e_r__
completed on time as dpatcd if they clearly corrinjuniccLatcd the potential delays arid what
the __e will have _ a &e - 1�ej Hy
_v�erg ging to ovei come thLe ays mp _g ALf) o meets �D _1 ri . a
positive attitude; team members directly and professionally when there are issue�s _pa,!j tes
in collaborative problern solvin completes assipnme:nts in a timely manner; etc.
C. Exceeds e xpectation Means pipe employee not only completes the projects and o tasks
assigned and meets the expectations identified by the employee and depar manager the
ernpl )y is al self - motivated tedaaLs creative solutions to overcome issues; is a self-startet and
self motivated. The employee will _e
s ee k ou t opport unities th eir
—in-gogtp a and offer new ideas
gand is willing _12 _t:,jL�ejrrq ure risks-,---_
and wa Y sCTf -P2-eLq Ll U _.1!h_q_eJ DPj gy ee r114:i r1t a i r i s . a _g e i i e r q I I y pos itive _ a I t i tr i-d. L e 1 1 CO u K gges an_d seeks
opportunities to assist team members is timely in their response to request from the iblic or other
Ltnloye�s_�VJo receive
'111 overall rat of lite rrotreceiveLin
- etexpectlitions
inc I I in con perisation for that period. Ali en ILL in to this catc� will develop
WR _L1___-_______
With hiAlCr supervisor a comple ,[LCt J_ I � �cc I III c be I �)C I I I I I air ks an t i I I i c- I i ri c
a detLLitcdworkj,�kin with
benchimirks will be achieved. 'I he srpervijjor can recommend the eirrolOvee be faced in a
probationary SWILIS or have his/her probation extended ll'this is the recornincndl the
supervisor and eniplowe Must complete a dcuiited benchmarks and tin - ie-
line benchmarks will be aclrievc,d. In Some instances. art who is rated as "Cloes not
meet expect atilons - will have their ernplo%incrit with the C
j?,rrrp achieve the rating "meets c\pectations" will receive all increas
— jo\ees %Vllo _111lSo1Lll)
to their haSC P' wt the arnount est Wished by the Council in the bdg& \Olich is t�en ralK
4 - - - -- . ....
.. ... .... . . . .......... ..... . .... . ..... �e__ ------
C 11 to the increase in the Conmincr Price Index WPI) for the —INfinfleapolis."St. PUL11 St',l1i!StiCrlI
)
.are lt (fl,ahor Statistics,
ea as re led by the 1jul -ea
E1111110 achieve the rating " pe
exceed cxctations will rccci\ e an increuse to their hLise
�jees Nvho
v v-age similar to tile ern Dl0VeC'S WhO Q In tiddition. the lirst time an employee
achieves afi
s ibi rnla 'v wi H recei _111CF11 COU, Pi Ai
The iVc_rt_IrlrT_ip__s L1j_1_1pt1\ __ . ............. dia ... 101 (( ) . . . ...... ... c
......... - - their .. . .......... - .. l
.... ..... .
......... . ibis - — ---------- -orm" cc in t� Or filore COFISCCUltiVC, Wal ill [UlVC tile,
g
)lo),ec MIL(Lq&licv�Lsthis lcwt (jt�)cl_ f in
additional 1 added to their base
Formatted: Left, Indent: First line: 0.5"
Formatted: Indent: First line: 0.5"
25910181 -28-
to �.n�l�lo�e vhc is at the Maximum ol'the su lc stn 3 achieve Eh rattrt _ � «f snce f� ter c-vC ecls
e-" Icc,tati will r eceive the. r Compens ill the t rill cif a Silt YI}_ c IL rnII_ Stlill _Pa5 snent;_t11
incr \u not. be added to tile cn to ec's («c wat e until Such time &' tile maximum on the
salary scale exceeds tile cmplowc rittc of'pay..
2591018»2 -29-
Compensation Policy for Non-union Staff - draft not for circulation, 12/12/09
Dick Woodruff
Employees ranked as not meeting performance expectations shall not be advanced in the
salary range or otherwise receive additional compensation until they at least meet
expectations.
Council shall establish annually, during the budgeting process, a pool of dollars to be
allocated to performance-based salary base increases and one-time Jump sum payments
for exceeding performance
The annual pool of performance compensation dollars shall be allocated on a pro-rat
basis to staff by the City Administrator as stated herein. i
Council shall specify what, if any, portion of the pool shall be awarded to the City
Administrator based on market rate adjustment and the Administrator's performance. The
remainder of the pool shall be eligible for award to staff. The total dollar amount awarded
shall not exceed that approved by Council, but may be less than that approved if market
rate adjustments and staff performance does not warrant it
The semi-annual salary range review shall result in an adjustment of the existing market
rate for each job classification if the City's market rate is below the actual market on a
position by position basis. The bottom, mid-point and top of each salary range shall be
adjusted upward by the dollar amount increase required to got the existing market salary
to the actual market.
Following the semi-annual salary market rate review and at the next annual compensation
increase date, usually in January, staff meeting or exceeding expectations shall receive a
base salary increase equal to the lesser of the percentage of increase of their salary range
market rate or four percent (4%). This is a market rate adjustment.