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HomeMy WebLinkAboutPackets - Council Packets (871) AGENDA ORO VALLEY TOWN COUNCIL STUDY/SPECIAL SESSION DECEMBER 12, 2007 ORO VALLEY TOWN COUNCIL CHAMBERS 11000 N. LA CANADA DRIVE STUDY SESSION - AT OR AFTER 5:30 p.m. CALL TO ORDER ROLL CALL 1. GREATER ORO VALLEY ARTS COUNCIL (GOVAC) DISCUSSION OF ORGANIZATIONAL DIRECTION, SPECIAL EVENTS, AND RECOMMENDED FUNDING LEVELS 2. REVIEW OF THE RECOMMENDED CHANGES TO THE EMPLOYEE COMPENSATION AND CLASSIFICATION POLICIES AND PROCEDURES ADJOURN STUDY SESSION CALL TO ORDER SPECIAL SESSION EXECUTIVE SESSION - AT OR AFTER 5:30 p.m. 1. Pursuant to ARS §§38-431.03(A)(3), discussion and consultation for legal advice, and (A)(4), discussion and consultation with legal counsel regarding moving forward and presenting an economic development agreement to Sanofi- Aventis Tucson Research Center ADJOURNMENT POSTED: 12/05/07 4:00 p.m. cp The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs any type of accommodation, please notify the Town Clerk's Office at (520)229-4700. TOWN OF ORO VALLEY Page 1 of 1 COUNCIL COMMUNICATION STUDY SESSION DATE: DECEMBER 12, 2007 TO: HONORABLE MAYOR AND COUNCIL FROM: AINSLEY REEDER, PARKS AND RECREATION DIRECTOR SUBJECT: GREATER ORO VALLEY ARTS COUNCIL (GOVAC) DISCUSSION OF ORGANIZATIONAL DIRECTION, SPECIAL EVENTS, AND RECOMMENDED FUNDING LEVELS SUMMARY: The Greater Oro Valley Arts Council (GOVAC) has developed a strategic plan which sets the organization's direction for the future. In tonight's presentation, GOVAC would like the opportunity to outline that plan and discuss the opportunities and challenges for future joint programming of special events with the Town. Additionally, GOVAC has provided draft funding strategy which they are recommending for the 2008-2009 budget cycle. The funding strategy outlined as outlined by GOVAC in the attached documents is for direct costs to provide the programs and special events as listed. It does not include in-kind contributions made by the Town. The cash value of the in-kind contributions made by the Town are outlined below, with the total cost (including the in-kind value) provided for a more complete assessment of the cost for the events. GOVAC Proposed Monetary Support for Events Including In-Kind Costs: Special Event Cash Contribution In-Kind Total Cost Contribution Independence Day Celebration w/TSO $75,000 $21,672 $96,672 Fall ArtsFest 2008 $40,000 $ 2,900 $42,900 Tucson Symphony Orchestra Concerts $50,000 $ 0 $50,000 Spring Family Festival in the Park $20,000 $ 2,540 $22,540 Summer Family Season (5 performances) $25,000 $ 500 $25,500 Total $210,000 $27,612 $237,612 ATTACHMENTS: 1) Town of Oro Valley Support document 2) Event Budgets Ainsley Reeder, P ks and Recreation Director EtgLt.-Fiz_ Jere e Watson, Assistant Town Manager David Andrews, Town Manager . • Greater Oro Valley Arts Council Special Study Session Town of Oro Valley Mayor and Council Meeting December 12, 2007 The Greater Oro Valley Arts Council remains... • The official arts advocacy organization for Oro Valley as designated by the Town of Oro Valley Council in the Master Operating Agreement. • A catalyst for partnering with all of the Oro Valley School Districts, it's teachers and administrators to improve, expand and enhance the arts and the overall higher education for our children. • We are a key component in the development of our Public Art and the relative landscape and visual stimulation for the very place we live, work, and exist. • We support and promote the cultural and artistic efforts of all local arts organizations • GOVAC brings dynamic community and cultural events to Oro Valley ultimately defining the very fabric and color of our community as well as the cultural tourism and attraction of our Town. • We provide local and international artists the opportunity to share and promote their artistic perspectives and work to our residents. Simply put, we are the glue that holds this community together while providing bridges to our surrounding communities to interact collaboratively. We are committed to remain the voice and reflection of all Oro Valley residents, both young and old. GOVAC is committed to ensure the equal yet permanent access and exposure to the Arts for everyone. This December, the Arts Council will celebrate our 10th anniversary serving our community, and after a comprehensive study of our growing and changing constituent base, our findings now warrant aggressive tactics to remain the organization that defines a community most authentically. Over the past 10 years, the demographics of our Town have shifted to comprise nothing short of a dynamic family structure, the working professional as well as the retired individual. In response to this shift, we have spent much time and reflection and have now committed our efforts to include a proactive solution that will better serve the residents of this Town, as well as defining the culture and economy of this region for years to come. Our efforts have played a key role in designing a "Community of Excellence" while prompting both cultural and economic growth for our region warranting national acclaim for the quality and enrichment of life we offer here in Oro Valley. GOVAC is committed to furthering the following programs in accordance with the change in demographics and will be using internal funding for the events listed below. GOVAC remains committed to serving the families and youth of our communities as well as all other constituencies of the area. Without the TOV support for the proposed 08/09 TOV program support, these programs and events will be in jeopardy. CURRENT EVENTS & PROGRAMS NEW EVENTS & PROGRAMS -Musicians In The Classroom (in addition to current events&programs) -Musical Magic For Kids -Musical Gold In The Mornings -Summer Youth Art Project -The Formation of a Teen Advisory Panel -Concert For All Ages -Children's Theater Performances -Chamber Concert -Youth Scholarship Funding -Holiday Family Concert -Family/Cultural Festival of the Arts -Jazz Legends Concert -Children's Opera Productions -Teen Event -Partnership with the U of A -Adult Theater Performances -Town Of Oro Valley Parade -OV "Community of Excellence" Book Project TOWN of ORO VALLEY SUPPORT Per the Master Operating Agreement with the Town of Oro Valley and the Greater Oro Valley Arts Council, G&A funding coming from the TOV will be slowly weaned off over the course of several years while all monetary support coming from the Town will become "events/ programming only" based. As our events and programming have grown, so have the costs incurred to manage, present and maintain each event individually as well as our ability to bring in earned revenue and larger crowds. Looking ahead in the years to come, it is our desire to expand our current programming and events, to better accommodate and serve the ever changing needs and demographics of our Oro Valley constituency all the while remaining committed to our mission of promoting a vibrant and inspirational arts and cultural core for the community and for our schools. TOV Historical Funding to GOVAC FY Total G&A Support+ Total Program Support = Total FY Support Increase/Decrease from prior year 05/06 G&A $125,678 + Program Support $61,247 = $ 186,925 + $ 53,745 06/07 G&A $49,500 + Program Support $60,992 = $ 110,492 - $ 76,433 07/08 G&A $39,350 + Program Support $71,141 = $ 110,491 - $ 1 08/09 G&A $0 + Program Support $210,000 = $ 210,000 + $ 99,509 *proposed Budget HiSto FY 08/09 FY 07/08 FY 06/07 FY 05/06 rY Proposed Earned Revenue from Programs and Events $225,000 $159,918 $170,369 $220,242 Private Support (Individual, Corporate, Foundations) $280,000 $238,975 $205,943 $197,488 Special Event Fundraising $300,000 $239,150 $204,107 $68,460 TOV Government Support $210,000 $110,491 $110,492 $186,925 Totals $1,015,000 $748,534 $690,911 $673,115 Proposed TOV 08/09 MonetarySupport for GOVAC Events These programs will be eliminated if not funded by the TOV ZERO G & A Funding GOVAC Direct Costs All expense budgets attached • July 4, 2008 — Independence Day Celebration with the TSO $75,000 • Attendance: approx. 8,000— 10,000 people (75%Oro Valley Residents, 15%Visitors&Tourists, 10%Greater Arizona Regions) • Age Range: 5yrs-12yrs (20%) 13yrs-18yrs (10%) 18yrs-25yrs(10%) 25yrs-40yrs (20%) 40yrs+ (40%) • This is a one-of a kind regional event that brings a world class orchestra to the families and residents of Oro Valley in a once a year FREE performance and fireworks display bringing visitors and residents from all over Southern Arizona. • Exposure— This event is advertised in the AZ Daily Star, Caliente, NW&Foothills Star, 7 radio stations, advertised on all Comcast Television Coverage, Explorer Newspaper, Oro Valley Water Bill Insert, Flyers throughout Southern AZ, TSO Website, All local homeowners associations, Hilton Website, etc. • Fall ArtsFest 2008 $40,000 • Attendance: approx. /0,000- 12,000 people (50%Oro Valley Residents, 25%Visitors&Tourists,25%Greater Arizona Regions) • Age Range: 5yrs-12yrs (20%) 13yrs-18yrs (15%) 18yrs-25yrs(5%) 25yrs-40yrs (20%) 40yrs+ (40%) • This is a one-of a kind fine and craft art show and 2 days family arts spectacular that has earned the reputation for evolving into one of Southern Arizona's finest and well revered art events. • Exposure— This event is advertised in the AZ Daily Star, Caliente, NW&Foothills Star, 7 radio stations, advertised on all Comcast Television Coverage, Explorer Newspaper, Oro Valley Water Bill Insert, Flyers throughout Southern AZ, All local homeowners associations, National Tourist Websites &Artisan Databases. • Tucson Symphony Orchestra Concerts $50,000 • Attendance: approx. 2,800 individuals annually (4 concerts/700 estimated attendance each) • Attendee Demographics: 8-18 yrs (10%) 50 yrs + (80%) • Exposure— This event is advertised in the AZ Daily Star, Caliente, NW& Foothills Star, 7 radio stations, advertised on all Comcast Television Coverage, Explorer Newspaper • Spring Family Festival in the Park — NEW EVENT $20,000 A one day festival celebrating family and community for all ages (Children, Teens, and Adults). This event will take the place of the annual Spring Festival of the Arts two day festival. The event will include a myriad of family activities for all ages including interactive arts, live music for all ages, theatre, dance and much, much more. • Summer Family Season — NEW EVENT $25,000 A summer long music, film and entertainment activity series providing a comprehensive arts exposure to all ages FREE OF CHARGE. (5 performances throughout the summer) Additional Challenges GOVAC Faces In order for the above events and programs to remain successful, the below listed restrictions need to be modified for all events sponsored by the Town of Oro Valley. Parking on Lambert Signage Allowances Outside of Current Standing Code for all TOV Sponsored Events Police Support for Events Taking Place after current park hours (10pm and later) Inflatable Entertainment (i.e. Slip'N'Slide,Jumping Castle, Back Yard Water Slide, Dunk Tank,Water Maze) Alcohol Sales within contained environment Greater Oro Valley Arts Counci Expense Budgets 4th of July Independence Day Celebration with the Tucson Symphony Orchestra 4-Jul-08 FY '08/09 Proposed DIRECT EXPENSES Budget 1) Guest Artists/Talent Fees $30,000 a. Tucson Symphony Orchestra $30,000 2) Production Expenses $25,500 a. Sound Reinforcement $8,000 b. Lighting $3,000 c. Staging, tents, chairs & coolers $13,000 d. Set-up/Tear-down Labor $1,500 e. 3) Facilty/Rehearsal Space Rental $0 a. Describe: $p 4) Advertising & Promotions $10,800 a. Print Advertisements $6,000 b. Radio $1,500 c. N- $500 d. NPCC, advertising $1,800 e. Other: Signage $1,000 5) Supplies & Materials $2,000 a. Describe: $2,000 6) Remaining Event Expenses: $7,600 a. Bus shuttle 5 a�5PM+4@9PM $6,000 b. Mileage $100 c. so d. Security, etc $1,500 7) Allocable Costs $0 a. Staff Time (to be paid by GOVAC) $p b. $0 8) Tota/Direct Expenses $75,900 9) Amount Requested from the Town of Oro Valley $75,000 2008 ArtsFest at the CDO Riverfront Park October 25 & 26, 2008 FY'08/09 Proposed DIRECT EXPENSES Budget 1) Guest Artists/Talent Fees $8,000 a. Live Music and Performers $6,000 b. Children's Activities & Games $2,000 2) Production Expenses $16,700 a. Sound Reinforcement $2,000 b. Lighting $1,000 c. Staging, tents, chairs $12,000 d. Set-up/Tear-down Labor $1,000 e. Other $700 3) Facilty/Rehearsal Space Rental $0 a. Describe: Riverfront Park so 4) Advertising & Promotions $8,500 a. Print $4,500 b. Radio $1,000 c. TV $500 d. Signs and Banners $1,500 e. Other: Total All Media $1,000 5) Supplies & Materials $2,000 a. Describe: $2,000 6) Remaining Event Expenses: $6,175 a. Postage/Printing/Signs/Ribbons $3,000 b. Telephone & Mileage $175 c. Other: Truck Rental & Security $3,000 7) Allocable Costs $0 a. Staff Time (to be paid by GOVAC) $0 b. $0 c. $0 8) Total Direct Expenses $41,375 9) Amount Requested from the Town of Oro Valley $40,000 Tucson Symphony Orchestra Masterworks Concert Series 3,000 attendees November 08-April 09 FY '08/09 Proposed DIRECT EXPENSES Budget 1) Guest Artists/Talent Fees $37,000 a. Tucson Symphony Orchestra $37,000 2) Production Expenses $300 a. Sound Reinforcement $300 b. Lighting $0 c. Staging, tents, chairs $0 d. Security $0 e. Other: Piano rental $0 3) Facilty/Rehearsal Space Rental $4,000 a. Facilty Rental and Cleaning Fees $4,000 4) Advertising & Promotions $8,500 a. Print Advertising $6,000 b. Radio & N $1,000 c. Postage & Printing (brochure, Subsribers, etc.) $1,500 5) Supplies & Materials $1,000 a. Miscellaneous $1,000 6) Remaining Event Expenses: $1,650 a. Program & Ticket Printing $500 b. Signage and Flyers $1,000 c. Other: mileage $150 7) Allocable Costs $0 a. Staff Time(to be paid by GOVAC) $0 8) Total Direct Expenses $52,450 9) Amount Requested from the Town of Oro Valley $50,000 Spring Family Arts Festival in the Park at the CDO Riverfront Park Spring 2009 FY'08/09 Proposed DIRECT EXPENSES Budget 1) Guest Artists/Talent Fees $2,000 a. Live Music and Performers $2,000 b. Children's Activities & Games $2,000 2) Production Expenses $10,300 a. Sound Reinforcement $1,500 b. Lighting $1,000 c. Staging, tents, chairs $7,000 d. Set-up/Tear-down Labor $500 e. Other $300 3) Facilty/Rehearsal Space Rental $0 a. Describe: Riverfront Park $0 4) Advertising & Promotions $6,500 a. Print $3,000 b. Radio $1,000 c. TV $500 d. Signs and Banners $1,000 e. Other: All Additional Media $1,000 5) Supplies & Materials $700 a. Describe: $700 6) Remaining Event Expenses: $2,175 a. Postage/Printing $1,000 b. Telephone & Mileage $175 c. Other: Truck Rental & Security $1,000 7) Allocable Costs $0 a. Staff Time(to be paid by GOVAC) $0 b. $0 c. $0 8) Total Direct Expenses $21,675 9) Amount Requested from the Town of Oro Valley $20,000 Summer Family Concert Series at the Riverfront Park Summer 2009 - 3 Concerts FY '08/09 Proposed DIRECT EXPENSES Budget 1) Guest Artists/Talent Fees $10,000 a. Performer Fees (3 concerts) $10,000 2) Production Expenses $5,000 a. Sound Reinforcement $2,000 b. Lighting $0 c. Staging, tents, chairs $3,000 d. Security $0 e. Other: Piano rental $0 3) Facilty/Rehearsal Space Rental $0 a. Facilty Rental (Riverfront Park) $0 4) Advertising & Promotions $8,500 a. Print Advertising $6,000 b. Radio &N $1,000 c. Postage & Printing (brochure, Subsribers, etc.) $1,500 5) Supplies & Materials $1,000 a. Miscellaneous $1,000 6) Remaining Event Expenses: $2,150 a. Signage and Flyers $2,000 b. Other: mileage $150 7) Allocable Costs $0 a. Staff Time(to be paid by GOVAC) $0 8) Total Direct Expenses $26,650 9) Amount Requested from the Town of Oro Valley $25,000 2 TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: December 12, 2007 TO: HONORABLE MAYOR& COUNCIL FROM: Sandra L. Abbey, Human Resources Director SUBJECT: Recommended Changes to the Compensation and Classification Policies and Procedures SUMMARY: Following an August 8, 2007 study session, the human resources office has prepared detailed procedural recommendations for enacting a "combination" classification plan to include a modified point factor job evaluation process in conjunction with salary surveys to maintain competitive pay practices (ATTACHMENT 1); a compensation procedure to include more detailed definitions and guidelines for employee pay and status change processes(ATTACHMENT 2); sample salary structures to be finalized upon competing job evaluations (ATTACHMENT 3); and draft policy changes for policies 6 and 12 from the Employee Policy and Procedures Manual (ATTACHMENT 4). ATTACHMENTS: 1. Draft Compensation Procedures 2. Draft Classification Procedures 3. Sample classification bands with salary ranges structure (recommended), and sample step plan structure 4. Draft Policy Changes REQUEST: Direction to proceed as recommended and to bring final changes to the Mayor and Council for approval in conjunction with the 2008-2009 budget process. Department Head 0:44.‘;1 Town Manager Compensation Procedure Recommendation •Recommend developing administrative directive to provide comprehensive definitions and procedural guidance in administering Base Pay, Annual Adjustments, Merit or Step Increases, Lump Sum awards. And to provide more clear direction to staff for implementing status changes such as transfers, promotions, interim assignments, etc. Compensation Philosophy •Equitable compensation based on internal job evaluation (point factor), plus competitive alignment with relevant market(normally local area or similar jurisdictions) • Purpose of compensation plan is to attract, retain and motivate employees to the extent possible through compensation. BASE PAY •Town Manager approves all initial salary offers • Must be no less than minimum for pay range and no more than maximum for pay range. •Salary offers take into consideration internal equity and pay compression as well as market competitiveness. 1 ANNUAL ADJUSTMENTS • Across the board increases for staff(normally at beginning of fiscal year), includes consideration of cost of living changes,wage inflation, public safety MOU agreements, market competition, budgetary constraints and other factors. • Market adjustments are included with annual adjustment and only affect positions with a midpoint more than 10% below salary survey comparable midpoints. MERIT OR STEP INCREASES • Provided to individual employees at anniversary date based on merited performance evaluation. • Merit increases are expressed as a percentage added to the current salary depending on the performance evaluation rating. Step increases are to the next available step depending on earning at least meets expectations performance evaluation rating. LUMP SUM PAYMENT •One time cash compensation based on special circumstances and approved through chain of command with Town Manager making final approval. 2 Step Plan versus Merit Plan • Pros of traditional step plans: —Clearly designated pay rates—easy to explain to employees —Costs to fund plan are easy to budget, provided there are funds available each fiscal year —Employees know what their next salary increase will be without needing a calculator Step Plan versus Merit Plan • Cons of Traditional Step Plans —If not funded annually employees lose confidence in the plan —Highly producing employees may express dissatisfaction when they receive same pay as average producing employees. —Can promote turnover of higher producing employees who leave for organizations that have merit pay. Normally does not affect turnover of average producing employees. —Restricts flexibility of organization to change the budgeted step levels annually based on funds available without having to alter the entire pay structure. Step Plan versus Merit Plan • Pros of merit plans: — Employees who are higher producers earn a larger salary increase than average producing employees. — May provide incentive for average producing employees to work harder to earn a better salary increase. —According to our Finance Director,costs of merit increases have been easy to project and budget. — Employees know what their salary increase percentage will be based on their performance evaluation rating and the budgeted amount approved for merit increases for that fiscal year. — Is flexible for unpredictable budgets since differing merit increase percentages can be budgeted annually without altering the pay structure 3 Step Plan versus Merit Plan •Cons of Merit Plan —If not funded annually employees lose confidence in the plan —Average producing employees may express dissatisfaction that higher performing employees, perhaps with fewer years of service,are earning higher salaries —Employees may know the percentage of their increase, but don't know the exact dollar amount without using a calculator Merit/Step Combinations • Step plans can be constructed to include merit by having numerous steps approximately 1.5%to 2%apart. Merit ratings of 3(5 point rating scale)would receive 1 step; ratings of 4 would receive 2 steps; ratings of 5 would receive 3 steps. • This preserves most"pros"of both step and merit plans. • Remaining"cons"include the inflexibility of funding the plan in difficult budget years without altering the structure of the pay plan;and dissatisfaction from employees in the event the step plan is not funded each year. Using Lump Sum Merit Increases • Step plans may be used in which the step increase replaces the annual adjustment and merit increases are paid through lump sum bonuses rather than added to base salary. • Must stay aware that base salaries will fall below market competitive levels and that bonuses will have to be considered in salary comparisons. • Lower base salaries over time will affect the amount of pension payment employees will be entitled to—since pension payments are calculated on the base salary only and will not take into consideration other types of compensation. • For the pension-related reason I am not recommending this option. 4 UPDATED CLASSIFICATION PROPOSAL Classification is an objective,structured method for evaluating jobs and assigning the jobs to a salary range. This proposal uses objective point factors for evaluating jobs, in combination with salary and procedure surveys to remain competitive with the recruitment market. Current Classification Method ■ Looks at each job as a"whole"and compares our job with similar positions in the labor market. Salary survey results alone determine which pay range a job will be placed into. ■ During August Study Session —Council expressed support for a new"combination" classification method. Proposed "Combination" Classification Plan Uses objective criteria for evaluating multiple factors—PLUS looks at market salaries to stay in touch with the competition. • FACTORS to be evaluated: 1. Required Skills,Knowledge and Abilities 2. Scope of Responsibility and/or Supervisory Requirements 3. Decision-Making Authority and/or effects of decisions 4. Complexity of job and required problem-solving or creativity 5. Hazardous physical working conditions such as outdoor work,operating heavy equipment,etc. 5 How Would Jobs Be Evaluated? ■Each of the Factors has pre-defined complexity levels that have certain Points'assigned. Jobs can earn up to 8 points in each factor. •Reminder—the"job" is evaluated, not the individual in the job. Classification Bands •After all factors are evaluated and points are assigned , the job evaluation is reviewed by the HR Director for consistency and internal equity. •Based on the points the position is assigned to a Classification Band •The job description is updated with the new classification band, the job family and the career path for the position. Classification Band Assignments • Classification Band A—entry-level to moderately experienced administrative and operational support staff(up to 8 points) • Classification Band B—experienced administrative,operational and technical support staff, (9- 17 points) • Classification Band C—highly skilled technical, administrative and operational professionals, managers and administrators(18-26 points) • Classification Band D—senior management and executives(27 or more points) 6 Salary Ranges Within Bands • In order to remain competitive with the labor market, there are several salary ranges within each classification band. • An annual salary and compensation procedures survey will be conducted annually for positions in the classification bands and in the public safety step plans. •There are no plans presently to modify the current step plans unless this is part of an approved MOU. How does this affect promotions or reclassifications? • Most reclassifications will be unnecessary unless a job changes so dramatically that it no longer meets the job evaluation criteria for it's current classification band. • Promotions within the career path of a recognized job family will not require a job vacancy and would not increase the number of staff members. These promotions would have to follow the promotional opportunity procedure outlined in the new administrative directive. ■ Promotions to vacant positions would continue to follow existing recruitment procedures already outlined in existing procedures. What would happen if a job is evaluated and ends up in a lower salary range? ■ The recommended procedure allows for maintaining the current salary for any employee who moves to a salary range with a lower maximum salary. This would include"freezing" the salary if it is higher than the maximum salary of the new range,and using lump sum awards in lieu of annual or merit increases until the salary range"catches up"to the employee's frozen salary. • This situation is not anticipated to occur, but a process is outline as a contingency. 7 What other changes are included? • The compensation plan will include better definitions and procedural guidance on how each element of pay is administered. • All elements of the compensation plan are still subject to sufficient funds in the budget as approved by the Mayor and Town Council annually. • An annual salary survey would be conducted,to include reviewing the policies and procedures of otherjurisdictions related to compensation— including compensatory time,vacation or other leave policies on-call pay and call-out pay procedures,shift differentials,etc.in order to maintain our competitive position. Thank You • Questions? • Request authorization to proceed in finalizing administrative directives,evaluating jobs, and enacting other provisions. • Policy changes and structure changes will be brought to the council for final approval as required, before implementing the new programs, probably in conjunction with budget planning. 8 LT?AFF Y QOJ ,a �� opy 9 Abuz:o+4'' ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Compensation Procedures PAGE ISSUE DATE PURPOSE The Town's compensation philosophy is to provide externally competitive and internally equitable compensation for all employees. Each employee's base salary shall reflect this philosophy, with additions to the base salary available through merited increases or progression along the public safety step plan based on performance. These procedures provide guidelines in carrying out Policy 12—Compensation. Changes to the compensation policy require approval by majority vote of the Town Council;whereas changes to the administrative procedures contained herein, in order to enact the policy, are management actions requiring approval of the Town Manager. II. DEFINITIONS A. Base Pay—The pay rate, not including any overtime or additional compensation for an employee. The base pay rate may not be below the minimum or above the maximum of the salary range for the job. B. Annual Adjustment—Once per year adjustment of the base pay rate for an employee either through across the board or market adjustment, normally in conjunction with the beginning of the fiscal year. Such adjustments may be based on a number of factors such as cost of living changes,wage inflation, or market changes that necessitate adjusting the base pay in order to remain competitive. C. Merit Increase—annual salary increase applied to an individual's pay in conjunction with the annual performance evaluation, based on the performance rating. D. Step Plan Increase—annual salary increase for an individual on the public safety step plan, in conjunction with the annual performance evaluation, based on achieving at least a meets expectations level of performance. E. Lump Sum Payment—a one time payment that does not increase the base pay of an individual salary, but that is considered part of the total annual compensation. F. Lateral Transfer—movement of an employee from one position in the organization to a different position within the same salary range. 1 IDIAFF .4.40E00. ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Compensation Procedures PAGE ISSUE DATE G. Promotion—movement of an employee from one position in the organization to a different position in a higher salary range. This can include promotional opportunities within the same job family, or promotion into an unrelated, vacant position for which the employee meets the minimum job requirements. H. Demotion—movement of an employee from one position in the organization to a different position in a lower salary range. I. Special Assignment—assignment to a position requiring specialized skill or work not normally assigned to all staff members in a given job. J. Interim Responsibilities—assignment to a position involving management or unique professional or leadership skills, for a temporary period of time normally at least two months in duration. III. ADMINISTRATION OF THE COMPENSATION PLAN A. Pay Philosophy The Town of Oro Valley strives to provide an equitable compensation program for all employees. The Town's pay system provides a method to evaluate jobs based on internal equity using a modified point factoring system,while also recognizing the relevant labor market as a determining factor in paying competitively. The compensation plan is used to attract, retain and motivate employees through financial compensation. This program is designed to achieve internal equity, externally competitive market compensation, and to recognize and reward meritorious performance. Base pay, annual adjustments, merit awards or step plan progression, and special pay circumstances are parts of the compensation plan. 1. Base pay is initially established at the time of hire. The Town Manager reviews and approves all salary offers before the new employee begins work. Base pay will be no less than the minimum pay rate of the salary range for the job and no more than the maximum pay rate of the salary range. For payroll administration purposes,the pay rate is expressed as an hourly amount.To approximate the annual salary for a full-time position,the pay rate should be multiplied by 2,080. For example a pay rate of$15/hour equates to a full-time salary of 15 X 2080= $31,200 annually. 2 DAFT �91 ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Compensation Procedures PAGE ISSUE DATE 2. Annual Adjustments to Base Pay may be made as across the board adjustments to all employees or via market adjustments that are applied as needed to ensure a position remains competitive with the relevant market. Across the board increases may be approved by the Town Council during the budget planning process for a given fiscal year(July 1st through June 30th annually). Across the board adjustments are applied to all employee pay rates. Salary ranges are also adjusted commensurate with any across the board increase in order to retain competitive market positioning. Cost of living changes,wage inflation, public safety MOU agreements, budgetary constraints, and other factors may be considered by the Council in determining if an across the board adjustment will be authorized in a given fiscal year. Market adjustments are an annual adjustment applied only to those positions requiring an adjustment in order to maintain externally competitive salary ranges. This type of adjustment is recommended by the Human Resources Director in the event a salary study indicates a job is assigned to a pay range with a midpoint more than 10% below the average midpoint in the relevant labor market. Market adjustments are applied to the job(by moving it to a new salary range). Additionally, individual pay for incumbents in the job requiring adjustment may be increased commensurate with the market change, as long as such adjustments are approved by the Town Council during the budget process. Market adjustments normally will not exceed the midpoint of the new pay range, since this is the salary benchmark tied to market competitiveness. Positions affected by a market adjustment may be moved to the appropriate pay range within the current classification band,however,may not be moved to a different classification band without going through the reclassification process. 3. Progression through the salary range and/or step plan is possible by way of the performance evaluation process. If merit increases are approved and budgeted by the Town Council in any given fiscal year, employees being paid through the classification plan will receive a merit increase based on the overall rating score of their annual performance evaluation. Merit increases will be expressed in terms of a percentage added to the current base salary and will not be reduced based on the employee's pay position within the salary range, except that employees may not receive a salary increase that will place their pay rate above the maximum pay rate of their salary range. 3 IDI?AFE O� �O ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Compensation Procedures PAGE ISSUE DATE If step plan increases are approved and budgeted by the Town Council in any given fiscal year, employees being paid through the public safety step plan will receive a one-step increase as long as their performance evaluation rating at least"meets" expectations. If an employee on the public safety step plan is at the highest step of the plan, no further step increases will be provided. 4. Lump sum compensation may be approved in special circumstances. Such lump sum awards must be requested by the department director via memorandum to the town manager,justifying the lump sum award,with concurrence of the human resources director and final approval of the town manager. IV. STATUS CHANGES The Town recognizes that in order to allow for promotional opportunities, growth and development, or to meet changing departmental or Town-wide reorganization requirements, it is important to provide procedural guidance for completing employee status changes. In the event a change not listed herein becomes necessary, it must be approved by the Town Manager with sufficient documentation and justification. A. Employee Status Changes 1) Lateral Transfers occur when an employee changes from one position to another position having the same pay range. Normally, lateral transfers are voluntary and include the employee applying for a vacant position. In the case of reorganization within the Town, a transfer may be required involuntarily. Pay and performance evaluation dates will normally remain unchanged for employees who are part of a lateral transfer. 2) Promotions occur when an employee changes from one position to another position in a pay range with a higher maximum rate. Promotions may include progression within a job family, or may include a change to a new job family. Promotions within the job family normally include a salary increase of at least 5% or to the minimum of the new pay range and without a change in the performance evaluation date. Promotions to a position in a new job family normally include a salary increase based on the requirements of the position and the employee's commensurate qualifications,these promotions include a change in the performance 4 I 1 AFT 0 Y 0, 40,ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Compensation Procedures PAGE ISSUE DATE evaluation date and may include a provision for an introductory period evaluation. Promotions within a designated job family are not automatic, but are based on the needs of the department or Town. Such promotions require that the employee meet the minimum requirements for the new level of position, and that there is a promotional opportunity available either due to a job vacancy or through posting of a departmental promotional process. Such postings will normally be internal to the specific department offering the promotional opportunity. Promotions within a job family, internal to a department without a job vacancy require coordination with the human resources department and will include posting the promotional opportunity within the department for a minimum of 3 days, completion of a promotional opportunity questionnaire to determine qualification of minimum requirements for the new level, and an interview with the Department Director. Additional requirements may include a variety of assessments and exercises to determine readiness for promotion. The internal promotional opportunity posting will outline the specific requirements for selection. Promotions due to a job vacancy will be filled through the recruitment policies and procedures(see A.D. 20 Recruitment Process). 3) Demotions occur when an employee moves from one position to another position having a pay range with a lower maximum rate. Normally, demotions are voluntary and include the employee applying for a vacant position. In the case of reorganization or demotion for cause,the demotion may be involuntary. Demotions may, but are not required to, include a decrease in salary and normally do not change the performance evaluation date. 4) Special Assignments may be made by the department head in the event an employee is required to perform work of a specialized nature, for example on a regional or inter jurisdictional public safety task force. The Chief of Police has authority to make special assignments in accordance with Policy 6 of the Personnel Policy and Procedures Manual. Special assignments made by other department directors require approval and 5 IDI?AFE Arf .6)4 ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Compensation Procedures PAGE ISSUE DATE authorization of the town manager and must be sufficiently justified and documented. 5) Interim Responsibilities may be assigned when a management position or a position of unique importance to the Town becomes vacant for a period anticipated to be at least two months. In such situation, an existing staff member may be assigned interim responsibilities until such vacancy is filled. The staff member assigned interim responsibilities shall receive a temporary salary increase of 10%. Upon completion of the interim assignment,the salary shall return to the former rate. Town Manager Date 6 IDIAFF �N.LEY4k 44e- 4021 '441/40E0 4 ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE PURPOSE The Town's classification system provides a structured, consistent method and objective, quantitative techniques for arriving at job evaluation and classification decisions. Criteria used for evaluating jobs to determine the classification band include: • Required Skills, Knowledge and Abilities • Scope of Responsibility/Supervision Exercised • Decision-making Authority and Effects of Decisions • Complexity/Problem-Solving/Creativity Required • Physical working conditions/hazard exposure Additionally, competitive market salary data is taken into consideration in order to remain competitive and annual salary study data is used for determining salary ranges within the broader classification bands. The Town Manager (or designee) will ensure the preparation of a classification plan that includes position descriptions with specifications and qualifications. Positions with similar duties, responsibilities, authority and character of work will be similarly classified and compensated in accordance with Policy 6— Classification, in the Personnel Policy and Procedures Manual. After being objectively classified by the Human Resources Director(or designee), a position will be assigned a pay range within a classification band. Changes to the classification policy require approval by majority vote of the Town Council. Changes to administrative procedures contained herein, in order to enact the policy, are management actions and require approval of the Town Manager. II. DEFINITIONS A. Job Evaluation - a systematic process to determine how a job compares with other jobs within the Town in order to appropriately classify the job. 1 IDI?AFT J�LEY 4_4e0 ,g9► ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE B. Job Description—a written description of the general purpose of a job, including the essential functions and job duties, specifications and requirements such as the knowledge, skills, abilities and other criteria normally needed for successful performance of the job. Job descriptions shall also include the job family to which a job belongs, and normal career pathways for the job family if applicable. C. Classification —following job evaluation, a method of grouping positions with similar skills, knowledge, abilities, scope of responsibility, supervisor and decision-making authority, problem-solving, nature and physical characteristics of work into similar classification bands using internal job evaluation data; and then assigning each position to a pay range within the classification band using external market salary data. D. Reclassification —applying the classification system to an existing job that has significantly changed and no longer meets the criteria for inclusion in the current classification band. E. Job Family—a grouping of jobs, which are inter-related and form a natural progression along a career path. III. ADMINISTRATION OF THE CLASSIFICATION PLAN A. Job Descriptions The supervisor for a position will create and/or update the job description for each job as required. The human resources director or analyst will be available to consult with the supervisor as needed. The supervisor may gather comparative salary or classification data, however no classification band or salary range will be assigned until the human resources office has completed the job evaluation and classification in accordance with the procedures contained herein. 2 D F?AFT 16) 4 I. ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE The job description will include a general description of the work to be performed; the job family and any identified career path progression; the essential functions of the position; required skills,knowledge and abilities; minimum education, experience and other requirements; and pertinent work environment information. B. Job Evaluation Upon completion of the Job Description, the Human Resources Director (or designee) will complete a job evaluation and assign points, using the following criteria: 1) Required Skills, Knowledge and Abilities a. Entry-level position requires the ability to learn to perform routine tasks. Normally does not require a high school diploma and/or more than one year of work experience. (1 point) b. Requires general knowledge, skills, or abilities of how to perform a task normally acquired through at least one year of on the job work experience and/or completion of high-school, vocational programs or related training. (2 points) c. Requires specialized knowledge, skills or abilities of how to complete complex or varied assignments, determining procedures or resources needed to carry out steps or complete processes. Knowledge of rules, regulations, principles, methods, practices and procedures within a specific area of training. Normally requires completion of an associates degree plus 2-3 years of experience; or bachelor's degree in the specific related career field; or equivalent combination of education and experience. (3 points) d. Requires extensive knowledge, skills or abilities to carry out broad operations, apply conceptual and analytical knowledge to new projects or work assignments, or complete a wide variety of atypical assignments using theory, concepts, practices and principles within the broader career field. 3 IDIAFE JMLEYk 4> 44#. 7 "..JNppY p ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE Normally requires completion of bachelor degree in addition to several years of work experience, or a very specialized bachelors or master's degree with less work experience; or equivalent combination of education and experience. (4 points) e. Requires advanced or principal-level knowledge, skills or abilities within a profession that is applied to difficult and highly complex assignments that are new, unusual or unprecedented in nature. Normally requires at least a bachelors or masters degree plus 5-8 years of experience, and may include supervisory or management abilities. (5 points) f. Requires management-level knowledge, skills or abilities to coordinate and supervise program activities and goals into the general mission of the department. Includes division managers; administrators; or supervisors who primarily manage a work unit (as opposed to working supervisors who carry out first line work while leading a team, crew or other staff workers). (6 points.) g. Requires director level knowledge, skills or abilities to manage large departments or complex multi-faceted departmental functions or major organizational units. Knowledge includes developing and implementing broad policies, goals and objectives and dealing with highly sensitive public and external agency relations. (7 points) h. Requires executive knowledge, skills and abilities to manage the entire organization including determining and implementing effective policies, carrying out long-term and strategic planning, making decisions with broad, far-reaching and critical ramifications, and dealing effectively with highly important, controversial and politically sensitive issues. (8 points) 4 DAFT JY O ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE 2) Scope of Responsibility/Supervision Exercised a. Responsible for own work product involving specific, routine tasks and processes according to established procedures. Does not supervise others. (1 point) b. Responsible for own work product involving completing specific tasks or a variety of tasks according to established rules, policies and procedures. May use discretion to prioritize tasks. Does not supervise others. (2 points) c. Responsible for own work product and may give guidance and assistance to less knowledgeable employees within same department or work team. Follows established rules, policies and procedures and exercises discretion in prioritizing a variety of tasks within the work process. (3 points) d. Responsible for own work product and may give guidance in a lead or supervisory capacity within a recognized professional field. Work includes planning, guiding, coordinating a variety of problems, questions and situations in conformance with established criteria and includes using own judgment and discretion in completing the work. May includes non-supervisory professional and administrative exempt employees, as well as supervisors of non-exempt staff. (4 points) e. Responsible for planning, directing and coordinating and evaluating the work of two or more employees in a recognized work unit within a department or division. (5 points) f. Responsible for managerial direction of a recognized division within a larger department of the organization. (6 points) g. Responsible for giving managerial direction through subordinate managers or division heads, also includes heads of smaller departments working in highly complex and critical program areas. (7 points) 5 IDIAFF Ig1 ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE h. Responsible for providing executive level direction through department heads in carrying out the full-scope of services of the entire organization. (8 points) 3) Decision-Making Authority/Effects of Decisions a. Work is closely supervised and/or routine in nature. The employee receives specific assignments and consults with supervisor on any non-routine tasks. The work product is easily reviewed and checked for accuracy and varies little from standard practices. (1 point) b. Employee receives continuing or individual assignments from supervisor and handles routine, day to day work without specific instruction. The supervisor provides information on the limitations, quality and quantity expected, deadlines and priorities. The employee uses initiative in carrying out assignments without additional instruction unless new or unusual situations arise. (2 points) c. Employee receives assignments from supervisor, which may be routine or non-routine. Supervisor defines objectives, priorities and deadlines, and my assist employee with unusual situations that do not have clear precedents. The employee plans the work to be done, steps to be taken, and resolves any problems that arise, making changes to the plans as necessary within accepted policies and practices. (3 points) d. The employee receives overall objectives and resources available. Employee develops own deadlines, projects and work to be done in consultation with the supervisor. The employee plans and carries out the work, sometimes supervising or coordinating with others as necessary. Employee interprets policy on own initiative and keeps supervisor informed on progress, potentially controversial matters, or far-reaching implications. (4 points) 6 LT2AFF kNe o Yy ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE e. Employee receives managerial direction with assignments in terms of broad practice, precedents, policies and goals. Employee generally reports to a department director, and may be a supervisor, division manager or administrator who is responsible for a significant program or unit of the department. (5 points) f. Employee receives executive direction in terms of organization-wide policies and objectives, strategic planning and may receive advice from town manager or assistant town manager on dealing with potentially major controversies, emergencies or crises. (6 points) g. Employee normally receives executive direction from town manager and/or directly from Mayor/Council. (7 points) h. Receives direction from Mayor/Council and is the top executive for the organization. (8 points) 4) Complexity/Problem-Solving/Innovation Required a. Performs duties that are routine or similar in nature, or may vary but normally is related work. Work procedures are well defined and there are limited choices available for the employee in determining what to do or how to do it. Employee may be responsible for choosing appropriate equipment, tools, or sources of information to use in completing the work if options are available. However, most work is covered by clear methods and guidelines. (1 point) b. Performs various duties involving different or unrelated processes and methods. Employee makes decisions regarding what needs to be done and evaluates situation or project to choose the best course of action from several possible alternatives. Guidelines are generally available for how to complete the work, but there may be gaps or some specific information may not be in detail. Also, best practices may change frequently, requiring the employee to stay up to date 7 DRAFT lko APP iq1 ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE and learn new processes from time to time, or to deal with emergency situations occasionally. (2 points) c. Performs complex duties requiring many different and/or unrelated processes. Normally, there are standard or accepted methods, practices and procedures that are used by professionals or administrative staff in the field, which the employee is expected to know and apply based on the circumstances. Often the employee may provide supervision to others or assist others in interpreting and applying solutions to problems encountered by less experienced staff. The employee uses own judgment and sound decision- making in resolving new or unusual problems and may consult with superiors in responding to emergency or crisis situations. (3 points) d. Performs varied duties requiring many different and unrelated processes and methods applied to difficult, complex, and/or sensitive problems affecting the division or work unit. The work moves beyond understanding and applying standard professional practices, in order to solve difficult and complex problems. Precedents may not exist, and policies may need to be interpreted broadly in identifying the correct approach or application required. (4 points) e. Performs varied duties requiring many different and unrelated approaches and methods applied to a broad range of activities or substantial depth of analysis typical of an administrative or professional field of work. Decisions regarding what needs to be done include major areas of uncertainty in approach, methods, or interpretation or may require continuous education and updating in a field that is rapidly changing or developing new technology or unknown situations or conflicting requirements for compliance. Problems may be state-of-the-art, unique, experimental or going through significant change. Guidelines for handling problems may not exist and the work may involve developing new guidelines where none existed before, or were highly out of date or inadequate. (5 points) 8 IDIAFT ;�Y�O O� e "�hOED ' ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE f. Employee defines, plans, implements and maintains broad and/or various programs and develops appropriate policies to guide subordinate managers or professionals in carrying out the work. Guidelines consist of system and department-wide policies, principles, practices, theories and methods of management. Normally applies to management staff with broad program responsibilities. (6 points) g. Employee defines, plans, implements coordinates and maintains large, critical, complex and essential public services and develops policies to guide managers in the work. Guidelines are provided in terms of broad mission statements, policies and legislation. Employee must be aware of underlying complexities of the organization and sensitive to political situations of the jurisdiction. Generally includes heads of large departments or major program areas. (7 points) h. Employee provides top level direction, coordination, planning and policy determination and ultimate decision making for the entire organization. Guidelines are in the form of legislation and Town and State laws and include influencing and reporting to legislative body (Mayor and Council). (8 points) 5) Physical Working Conditions/Hazards a. Work is normally sedentary, with occasional walking and/or lifting or other physical activities. (0 points) b. Work involves frequent walking; standing; lifting and carrying of objects of moderate weight (10-20 pounds); and or the operation of vehicles, office, shop, or hand tools. Duties may require occasional exposure to adverse weather conditions. (0 points) c. Work involves regular, and sometimes sustained, performance of heavier physical tasks such as walking over rough or uneven surfaces, bending, stooping, working in confined spaces, and lifting or carry moderately heavy (20-50 9 IDF?AFT 8,;(7,4 -tk ,ou,oez;;;-, ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE pounds) items, and occasionally very heavy items; or may involve complex operation of machinery or shop equipment or continuous operation of office equipment with repetitive movements. (1 point) d. Work involves frequent use of coordinative and manipulative skills in performing a variety of tasks with a full range of hand and power tools and shop equipment, or operation of complex and heavy equipment; or may include work performed in adverse weather or potentially hazardous situations on a recurring basis. (2 points) C. Classification Bands Jobs that have been evaluated by the Human Resources Director (or Designee) will be assigned to a classification band based on the total points from the job evaluation. The classification pay bands include the following: Jobs with up to 8 points— Classification Band A—entry-level to moderately experienced administrative and operational support staff Jobs with 9-17 points—Classification Band B —experienced administrative, operational and technical support staff Jobs with 18-26 points—Classification Band C—highly skilled technical, administrative, and operational professionals, managers and administrators. Jobs with 27 or more—Classification Band D —Directors and Executives. 10 IDIAFT J�,►,1,EY O _ �p 04,„ ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE D. Salary Ranges Within Bands Classification bands serve to establish objective factors for grouping jobs into categories with positions of similar responsibility, scope, decision- making and supervisory authority to provide for internal equity across Town departments. However, the Town recognizes that in order to be competitive in the relevant labor market, external salary factors must also be considered. Therefore, within each classification band several pay ranges are available. Each job classified within a specific band will be included in a salary study annually. The salary study will normally be conducted by the human resources staff; however an outside consultant may be used from time to time. Based on the results of the salary study, the job will be assigned into the salary range (within the classification band)that has a midpoint closest to the average midpoint established for that job during the salary study. Once a job is assigned to a salary range, employees in that job will be paid no less than the minimum rate of pay in the salary range and no more than the maximum rate of pay in the salary range. The annual salary survey will also include a survey of relevant compensation practices and policies such as shift pay, comp-time and leave accrual, on-call and call-out pay, etc. E. Step Plan Classifications The following public safety positions within the Police Department are not included in the above classification system; however they will be included in the annual salary study: Police Officer Lead Police Officer Detective Sergeant Dispatcher Lead Dispatcher Communications Supervisor Records Specialist Records Supervisor Property/Forensics Tech Lead IT/Forensics Tech 11 IDF?AF1 J�LEY QJ �y ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE IV. CHANGES TO THE CLASSIFICATION PLAN The Town recognizes that in order to remain competitive in our classification procedures and to meet changing departmental or Town-wide reorganization requirements, it is important to provide procedural guidance for enacting changes to the classification bands or salary range structures. In the event a change not contemplated herein becomes necessary, it must be approved by the Town Manager with sufficient documentation and justification. A. Responsibilities of the Mayor and Town Council Changes to the Classification Policy require an update to the Personnel Policy and Procedures Manual, and must be adopted by resolution of the Town Council. Authorization for new positions, significant changes to designated classification bands, pay ranges within the bands, or changes to the step plan require approval of the Town Council, normally in conjunction with overall budget approval procedures. B. Responsibilities of the Town Manager Changes to these administrative procedures for carrying out the policies require approval of the Town Manager. Changes to job titles, reclassifications, reorganization, or promotional progression within an established job family in accordance with the procedures contained herein shall also be approved by the Town Manager. C. Responsibilities of the Human Resources Director Updates or creation of job descriptions, evaluation of jobs and assignment of jobs to previously approved classification bands and salary ranges, require approval of the Human Resources Director. 12 DAFT J�,tEY icilk ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE D. Responsibilities of Directors/Department Heads Directors shall initiate creation or updates to job descriptions, requests for department reorganizations, or requests for reclassification, and must include documentation providing justification or support for such changes. E. Reclassifications Reclassification may be required when the responsibilities of a position have changed significantly, or when reorganization occurs requiring a significant change in responsibilities for existing staff. Reclassifications may be considered for vacant or non-vacant positions. 1) When there is a vacant position, the Human Resources office will consult with the hiring department to determine if the position requires a new classification study prior to being advertised and filled. If a classification study is indicated, the procedures outlined in this administrative directive will be carried out by Human Resources in order to apply the modified point system and assign the appropriate classification band. Also, a salary study will be conducted to assign the position to a salary range within the classification band. The results of the classification study will be forwarded to the Town Manager for approval along with the requisition for filling the vacant position. 2) For non-vacant positions, In the event a Department Head indicates that an existing non-vacant position requires reclassification, the Department Head will request that Human Resources conduct a classification study for the position in question. This may or may not occur in conjunction with department reorganization or as a result of a management study. However, if a reorganization plan or management study results are available these should be submitted to the Human Resources Director for inclusion in the classification study. The study shall be carried out by Human Resources in accordance with the classification procedures outlined in this 13 DRAFT p ADMINISTRATIVE DIRECTIVE SUBJECT NUMBER PAGE Classification Procedures PAGE ISSUE DATE administrative directive to apply the modified point system and assign the appropriate classification band. Also, a salary study will be conducted to assign the position to a salary range within the classification band. The results of the classification study, along with any supporting documentation to justify the reclassification will be forwarded to the Town Manager for approval E. Transitional Considerations When initially transitioning from the current market-only classification and salary structure, it is not anticipated that any individual employee's salary shall be reduced. If, upon classification using these new procedures, an employee would be placed in a salary range with a lower maximum salary than the current salary the employee would receive a one-time lump sum payment in an amount equal to the difference between the former pay range maximum and the new pay range maximum. Additionally, in the event an employee's current base pay is higher than the maximum of their new salary range, the employee's current base pay will not be lowered and the employee's current base pay will be preserved until such time that the current salary is within the new salary range. During any period of time that the employee's base pay is higher than the maximum of the salary range, the employee will not receive any base pay salary increases, but instead any salary increases will be in the form of a lump sum payment. As soon as the employee's salary falls within the new salary range, this transitional plan will be discontinued for that employee. Town Manager Date 14 DRAFT SAMPLE SALARY STRUCTURE Classification Band A:jobs with up to 8 factor points Salary Grade Minimum Midpoint Maximum Position Titles Al $ 9.50 $ 11.40 $ 13.30 A2 $ 10.07 $ 12.08 $ 14.10 to be determined upon completing A3 $ 10.67 $ 12.81 $ 14.94 job evaluation for all positions A4 $ 11.31 $ 13.58 $ 15.84 A5 $ 11.99 $ 14.39 $ 16.79 A6 $ 12.71 $ 15.26 $ 17.80 Classification Band B:jobs with 9 to 17 factor points Salary Grade Minimum Midpoint Maximum Position Titles B1 $ 12.85 $ 15.42 $ 17.99 B2 $ 13.88 $ 16.65 $ 19.43 B3 $ 14.99 $ 17.99 $ 20.98 B4 $ 16.19 $ 19.42 $ 22.66 to be determined upon completing B5 $ 17.48 $ 20.98 $ 24.48 job evaluation for all positions B6 $ 18.88 $ 22.66 $ 26.43 B7 $ 20.39 $ 24.47 $ 28.55 B8 $ 22.02 $ 26.43 $ 30.83 B9 $ 23.78 $ 28.54 $ 33.30 B10 $ 25.69 $ 30.82 $ 35.96 Classification Band C:jobs with 18 to 26 factor points Salary Grade Minimum Midpoint Maximum Position Titles Cl $ 17.25 $ 22.43 $ 27.60 C2 $ 18.98 $ 24.67 $ 30.36 C3 $ 20.87 $ 27.13 $ 33.40 to be determined upon completing C4 $ 22.96 $ 29.85 $ 36.74 job evaluation for all positions C5 $ 25.26 $ 32.83 $ 40.41 C6 $ 27.78 $ 36.12 $ 44.45 C7 $ 30.56 $ 39.73 $ 48.90 C8 $ 33.62 $ 43.70 $ 53.78 C9 $ 36.98 $ 48.07 $ 59.16 Classification Band D:jobs with 27 or more factor points Salary Grade Minimum Midpoint Maximum Position Titles D1 $ 37.50 $ 48.75 $ 60.00 D2 $ 42.00 $ 54.60 $ 67.20 D3 $ 47.04 $ 61.15 $ 75.26 to be determined upon completing D4 $ 52.68 $ 68.49 $ 84.30 job evaluation for all positions D5 $ 59.01 $ 76.71 $ 94.41 O O 4 4 a) O co co •-- O) co ti co • M d 4 tri CD N. a a) c U)U)tod96969 4 N to CO CD to ti O CO CD to 't '[t' ,- M M 4 to CD ti a a) 69 Eft.69 69 69 69 O) to CD N 4 w- CD ti LO CO N T-- N M 4 to co N.: a a) w 69 69 69 69 69 69 't O) 00 N N N- ln to N O O) CO 1,- ',- `',- N M 4 4 to CD a a) w 64 69 69 63 69 69 CO> C. 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U >`N C .5O O O N 5 O C CO c1 U)69 69 69 69 69 69 n W •> r0 N a) a o c0 a) >,) = Z' 3 W 1-3 (r) CVN CO�l CO (7) 4-._c_ y.: O (Do w- ,C CO E, F- 0O- N O) O O N N 3 .` a N O '0 cCo CO U) u) co a E 52 a) ai° H > Q N t0 69 69 69 69 64 69 n1 C Vj O�«- j, C a +, O a) a 0 .0 N CO 10al E E 95 To eL a) -C to O CD M O) I,- a) N a) a) a) k_ U a) O O O r N C ca 0 .] C 4 ( (.1-6- Ea) N a cn C C � N696969696969 U) > E N Q) .c >, E C7 N O -- 22 u) U > O'.0a U -v U •C N CD .0 to�) m . NCNC 0 UON ` 2 ° 0 = OO L _ u) Nm d m L i- .0Lo a) O U (7 'n 0 + >. 3 U) CO c0 10 CO <4<<<< C N. N DRAFT POLICY 6 - CLASSIFICATION SECTION 1. Preparation of Plan: The Town Manager will ensure the preparation of a classification plan consisting of :: • •: • :- --: : job evaluations and written job descriptions including, and specifications, qualifications, identification of job family and potential career pathways if applicable. The classification plan should be so developed and maintained that all positions substantially similar with respect to duties, responsibilities, authority, and character of work are similarly classified and compensated. SECTION 2. Adoption, Amendment, and Revision of Plan: The classification plan may be amended from time to time by action of the Town Council. SECTION 3. New Positions: When a new position is created, the classification plan shall be amended to pro •:- -- - . - -- - •• • - • • •• • - - . - - . •• *- - the Town's Classification Plan. New positions shall be approved by action of the Town Council. The classification plan shall be updated by the human resources department within 30 days of such approval. SECTION 4. ' - ... .- - - .. . ._• • •- - -- • •. . . accordingly. Administrative Procedures: The Town Manager will ensure preparation of administrative directives to provide standard operational procedures in carrying out this policy. Changes to the procedures shall be authorized by the Town Manager. SECTION 5. Special Assignment: Police officers may be temporarily assigned by the Chief of Police to positions or special assignments of law enforcement outside the classified service. Special assignments may be for indefinite periods of time, and officers while on special assignment, continue to accrue benefits pursuant to all other policies of the Town. Selection, assignment and reassignment are not grievable under POLICY 18, "Grievance Procedures". Section 4. When relieved from special assignment the officer shall be returned to his/her former position. Any special assignments for departments other than the Police department, require sufficient justification and approval of the Town Manager (or designee) DRAFT POUICY12-COMPENSATION SECTION 1. Compensation Philosophy: The Town of Oro Valley strives to provide an equitable compensation program for all employees. The Town's pay system provides a method to evaluate jobs based on internal equity using a modified point factoring system, while also recognizing the relevant labor market as a determining factor in paying competitively. SECTION 2.Preparation of Plan: The Town Manager shall ensure that a pay plan is created in order to attract, retain and motivate employees through financial compensation. This program will be designed to achieve internal equity, externally competitive market compensation, and to recognize and reward meritorious performance. • • •.• .• ••• *ea am. .• •• . •• . ..• •.• . • r •••• _ • . •• • •� • • .•• •• •• •. •• • SECTION 3. Adoption of Plan: The pay plan shall be adopted and may be amended from time to time by action of the Town Council. Amendments and revisions shall be SECTION 4. Administrative Procedures: The Town Manager will ensure preparation of administrative directives to provide standard operational procedures in carrying out this policy. Changes to the procedures shall be authorized by the Town Manager.