HomeMy WebLinkAbout85-145***RESCINDED BY RES. 86-59 ADOPTED 7/7/86*****
P~SOLUTION NO, 85-145
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA
REESTABLISHING THE BASIC COMPENSATION PLAN FOR CLASSES OF
~MPLOYMENT DESIGNATED AS UNREPRESENTED EXECUTIVE AND MIDDLE-
~L~iNAGEMENT AND RESCINDING PROVISIONS OF RESOLUTION 82-110
INCONSISTANT THEREWIT}I
WHEREAS, on August 2, 1982, the City Council passed and adopted
Resolution No. 82-110, revising and re-establishing the Basic
Compensation Plan for all officers and employees of the City of Santa
Aha, including provisions for a special performance-based compensation
plan for unrepresented management personnel; and
WHEREAS, the City Council has from time to time amended said
Resolution; and
WHEREAS, the City Council previously contracted with a management
consulting firm for a comprehensive review of the City's management
classiftcationand compensation program and performance evaluation and
incentive system; and
WREREAS, the final report of the findings and recommendedation of
said study was submitted to the City Council during August 1985; and
WHEREAS, after considerable additional study and evaluation by
staff, it is now desired to establish a classification and compensation
program for unrepresented executive and middle-management officers and
employees of the City, including a new performance-based evaluation
system, that is entirely separate and distinct from the City's Basic
Class~fication and Compensation Plan for represented non-management
employees set forth in Resolution 82-110.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF SANTA ANA:
Section 1. There is hereby re-established a Management
Compensation Plan for unrepresented Executive and Middle-Management
officers and employees of the City of Santa Aha.
Section 2. Schedule of Salaries. The basic salary schedule
attached hereto as Attachment A, and made a part hereof as though set
forth in full herein, provides numerous salary rate ranges, each
comprised of fifteen (15) separate rates of pay shown in monthly
The respective rate ranges are identified by a two digit number
preceded by the capital letter "M". The separate rates of pay or steps
within each salary rate range are identified by the numbers "1" through
"15" inclusive, with Step "1" being the lowest or minimum rate of the
range, Step "8" the middle or midpoint rate of the range, and Step "15"
being the highest or maximum rate of the range. The purpose pi the
minimum, midpoint and maximum are set forth in the Section ? below,
Section 3. Designation of Management Classes and the Assi~nment
of Such Classes to Salary Rate Ranges. Classes of employment listed in
Subsection A below shall be designated as unrepresented Executive
Management and should be identified by the capital letters "E~' in
parenthesis next to following each class title. Classes of employment
listed in Subsection B below shall be designaged as unrepresented
Middle-Management and shall be identified by the capital letters "MM"
in parenthesis next to following each class title.
The basic salary compensation plan for all officers and employees
of the City of Santa Aha who are now employed or will in the future be
employed in any of the management classes listed in A and B below shall
be allocated to salary rate ranges as next hereinafter set forth,
effective January 1, 1986.
CLASS TITLE
SALARY RATE RANGE
A. Unrepresented Executive Management Classes
Deputy City Manager-Development Services (EM) M~34
Deputy City Manager-Operations (EM) M-34
Executive Director of Communications
Marketing (EM) M-30
Executive Director of Community Development
and Housing (EM) M-31
Executive Director of Cultural, Recreation and
Community Services (EM) M-31
Executive Director of Economic Development (EM)
Executive Director of Finance and Management
Services (EM) M-32
Executive Director of Human Resources (EM)
Executive Director of Intergovernments Relations(EM)
Executive Director of Public Services (F.,M)
Executive Director of Utilities (EM) M~31
Fire Chief (EM) M-32
Library Director (EM) M-28
Museum Director (EM) M~28
Police Chief (EM) M-34
B. Unrepresented Middle Management Classes
Accounting Manager (MM) M-22
Administrative Assistant II (MM) M-18
Administrative Services Supervisor (MM) M-18
Assistant City Attorney (MM) M-30
Assistant Clerks of the Council (MM) M-18
Assistant Downtown Development (Commission)
Managers (MM) M-22
A~i~t~nt Director.of _~co~omicOeYelo~ertt (~M) M-26
2
Business Enterprises Manager (t~l) M~22
Budget and Research Officer (MM) M~22
Cable Television Manager (MM)
Chief Engineer and Assistant Executive Director
Utilities (MM) M-28
City Engineer (MM) M-29
Community Preservation Officer (MM) M-26
Computer Services Manager (MM) M-25
Construction Engineer (MM) M~I7
Corporate Records Manager (MM) M~I6
Deputy Chief of Police (MM) M-30
Deputy City Attorney III (MM) M-28
Deputy City Attorney II (MM) M~22
Deputy City Attorney I (MM) M-12
Deputy Director of Finance (MM) M-28
Deputy Fire Chief (MM) M~28
Development Manager (MM) M~26
Downtown Development (Commission) Manager (MM) M-26
Emergency Medical Services Coordinator (MM) M~26
Employment Development Manager (MM) M-26
Executive Assistant II (MM) M~I6
Executive Assistant I (MM) M-Il
Fleet Services Manager (MM) M-21
Grants Coordinator (MM) M-18
Housing Manager (MM) M~26
Human Resources Manager (MM) M~26
Human Resources Supervisor (MM) M-22
Librarian III (MM) M-22
Management Analyst (MM) M-18
Operations and Finance Manager (MM) M~26
Operations and Maintenance Manager-Utilities (MM) M-26
Park Maintenance Superintendent (MM) M~22
Payroll Accounts Supervisor (MM) M-17
Permit and Inspection Services Coordinator (MM) M-26
Plan Check Engineering Coordinator (MM) M-17
Planning Manager (MM) M-26
Purchasing Manager (MM) M-22
Real Estate Manager (MM) M-26
Recreation, Parks and Community Services Mgr (MM) M-26
Recreation Superintendent (MM) M~22
Redevelopment Officer (MM) M-26
Regional Transportation Center Manager (MM) M~22
Resources Development Associate (MM) M-22
Risk Manager (MM) M~26
Senior Civil Engineer (MM) M-19
Special Employment and Training Programs Manager(MM)
Street Maintenance Superintendent (MM) M-26
Traffic Engineer (MM) M-28
Trafffic Operations Engineer (MM) M-25
Transportation Development Engineer (MM) M-25
Treasury Manager (MM) M~22
Visitors and Cultural Events Manager (MM) M-26
Zoo Manager (MM)
M~22
Section 4. Special Salary Compensation Prqvisions.
4.1 Registered Engineer Pay. An incumbent of the class of
Construction Engineer (MM) or Plan Check Engineering Coordinator (MM)
who is a Registered Engineer in the State of California will be paid at
a rate set two (2) salary rate ranges (5%) above his or her base
monthly salary step.
4.2 Bilingual Skill Pay. Qualified employees who are assigned to
positions involving the regular and frequent use of bilingual skill in
both English and either Spanish, Vietnamese or other language
designated by the City Manager will be paid a monthly pay differential
of thirty dollars ($30.00) above his or her then current base monthly
salary step. Incumbent of positions where bilingual proficiency is
essential to the performance of duties and responsibilities of a
critical and/or emergency nature, or of positions where bilingual
public contact is a major, essential or integral element of the work
being performed, will be paid a monthly differential of sixty dollars
($60.00) above his or her then current base monthly salary step.
Section 5. Officers and employees in the classes of employment
listed in Section 3 of this Resolution shall be covered by the
following management pay policies, effective January 1, 1986. To the
extent that these policies are inconsistent with any other City of
Santa Aha employee compensation policies, the terms of these policies
shall prevail.
5.1 Management Compensation Plan Implementation. Upon
implementation of the basic salary schedule set forth in Section 2 of
this Resolution, a current incumbent of a management class listed
here~nabove will be placed at the monthly rate in the newly assigned
salary rate range which most closely approximates, but is not less
than, the incumbent's assigned base monthly salary rate on the day
preceding the effective date of the Resolution.
A current management employee whose assigned base monthly salary
rate on the day preceding the effective date of this Resolution is
below the minimum rate of the newly assigned rate range for his or her
classification, will be placed at the minimum of such rate range upon
the effective date of this Resolution.
5.2 Hiring Pay Policy. Newly hired management employees shall be
compensated at any rate within the lower third of the salary range
(Steps I through 5) for their job classification as authorized by the
appointing authority. When economic conditions, unusual employment
conditions, or exceptional qualification of a candidate for employment
indicate a higher rate would be in the City's best interest, the City
Manager may authorize hiring at a higher rate In the salary range but
this higher rate generally shall not be above the midpoint.
5.3 Rates of Pa~ for Temporar~ and Part-Time Work. Ail officers
and employees working in classes of employment included in this
Resolution shall be compensated at a monthly rate, except that an
employee hired for temporary work in a position which has an
anticipated duration of less than six (6) months, and employees
employed on a part-time basis; forty (40) hours or less per
semi-monthly pay period, shall be paid at a rate per hour for actual
time spent in the duties of his or her employment. Any hourly rate of
pay, defined as the regular hourly rate of pay, shall be computed by
dividing the monthly salary rate by 173.33. In determining the hourly
rate as herein provided, computation shall be made to the nearest whole
cent and a computation resulting in exactly one-half cent shall fix the
rate at the next higher whole cent.
Nothwithstanding the above, the regular hourly rate for uniformed,
safety-member fire suppression personnel assigned to the twenty-four
(24) work shift schedule shall be computed by dividing the employee's
regular monthly base rate of pay be two hundred forty-four (244).
5.4 Service. The word "service" as used in this Resolution
shall be deemed to mean continuous, full-time service in the
classification in which the officer or employee is being considered for
salary advancement, service in a higher classification or service in a
classification allocated to the same salary rate range and having
generally similar duties and requirements. Employees hired after the
first (lst) working day of the month shall not be credited with "time
in service" for that month when determining the length of service
required for salary step advancement. A lapse of service by an officer
or employee for a period of time longer than ten (10) calendar days by
reason of resignation, quit, or discharge, shall serve to eliminate the
accumulated length of service time of such officer or employee for the
purpose of this Resolution and any such officer or employee reentering
the s~ervice of the City shall be considered as a new officer or
employee, except that he or she may be reemployed within two (2) years
and may be placed in the same salary step in the appropriate salary
rate range as he or she was at the time of termination of employment.
5.5 Promotion. An employer who is promoted to a management class
from a non-management class of the City service shall be placed at a
salary rate in the management salary rate range which provides a five
percent (5%) pay increase.
5.6 Demotion.
A. When an officer or employee is demoted to a position in a
lower classification, he or she shall be placed at a rate in the lower
salary rate range which provides at least a five percent (5%) reduction
in pay.
B. A promotional employee who is rejected during the
probationary period from a management class shall be returned to the
classification in which he or she holds regular status and at hie or
her former salary step, unless the reasons for failure to complete
probation would also be cause for dismissal from City service.
5.7 Layoff from a Management Class. An employee, whose position
has been abolished due to lack of work or lack of funds and who is
reassigned to another position, shall be placed at a rate or step in
the new salary range which does not provide an increase in pay.
5.8 Reduction in Pay for Management Employees. A management
employee may receive a reduction in salary on the basis of
unsatisfactory work performance or conduct, subject to Civil Service
Rules and Regulations where applicable.
5.9 Acting Pay. An unrepresented management employee may be
appointed by the City Manager to serve in an acting capacity during an
unplanned absence from work of thirty calendar days or more of another
unrepresented management employee. Management employees who are
granted acting pay by the City Manager shall receive a 5% increase in
pay or the minimum rate of the higher salary range while serving in an
"acting" capacity.
5.10 Upgrade to a Management Class. Regular employees of the
City who are incumbents of classes of employment not included in this
Resolution and who are temporarily upgraded to a management class shall
receive a 5% increase or the minimum rate of the management salary
range, in accordance with current upgrade provisions.
5.11 Reallocation of Salary Rate Ranges. Any officer or employee
who is employed in a classification which is reallocated to a different
salary rate range from ~hat previously assigned shall be retained in
the same salary step in the new salary rate range as he or she had
previously held in the prior rate range and shall retain credit for
length of service in such step towards advancement to the next higher
step.
Section 6 Employee Benefits. Officers and employees regularly
employed in the classes of employment listed in Section 3 of this
Resolution shall receive as additional compensation the following
employee benefits:
6.1 Retirement Plan Contributions.
A. General. The terms of the existing contract between the
City and the California Public Employee's Retirement System (PERS)
governing the retirement benefits for eligible affected management
employees are incorporated by reference herein. The City shall
continue to make contributions to PERS in accordance with its contract
with the system for affected employees covered by said contrast.
B. Deferred Retirement. The City shall continue to make
payment to the PERS on behalf of each eligible affected employee in an
amount required to pay one hundred percent (100%) of the employee's
individual retirement contribution, Such payments shall be credited to
the individual employee's PERS account,
Such payments are not increases in base salary and no salary
rate range applicable to any of the employees covered by this
Resolution, shall be changed or deemed to have been changed by reason
thereof. As a result, the City will not treat these payments as
ordinary income and, thus will not withhold federal or state income tax
from said payments. The City previously received a ruling from the
lnternal Revenue Service confirming that such payments are deferred
compensation and not ordinary income. In the event that the City
receives a new ruling from the Internal Revenue Service that such
payments are ordinary income of the employees instead of deferred
compensation, the City's obligation to make such payments shall
discontinue and in place thereof the base salary of each said employee
shall forthwith be increased by seven percent (7%), except for
"safety-member" employees eligible for coverage under the 2% at Age 50
Benefits Formula where the base salary shall be increased by nine
percent (9%).
For the purpose of reporting an employee's compensation to
PERS, the City shall include these payments as if they were a part of
the employee's base salary.
6.2 Deferred Compensation. Each affected employee shall continue
to receive as deferred compensation an amount equal to one percent
(1.0%) of his or her monthly salary rate. The amounts contributed by
the City under this provision shall be subject to the general terms and
conditions of the City of Santa Aha Deferred Compensation Plan, and
subject further to the conditions that the employee shall have no
vested rights in the amounts contributed by the City until termination
of employment with the City and that the City will pay the total amount
of c~ntributions plus any earnings to the employee upon termination,
resignation, retirement, dismissal or death.
6.3 Health and Dental Insurance. The City will continue to
contribute the following amounts toward the payment of premiums for
affected employees and their eligible dependents under the existing
health and dental insurance programs (or new programs providing
substantially similar coverage and benefits).
A. With respect to employees who do not have dependents
included under the programs, an amount equal to the highest amount of
City contribution applicable to the "employee-only" health and dental
coverages for employees as specified in any current operative
Memorandum of Understanding between the City and a recognized employee
organization.
B. With respect to employees who have dependents included
under the programs, an amount equal to the highest amount of City
contribution applicable to the "family-plan" health and dental
coverages for employees and their dependents as specified in any
current operative Memorandum of Understanding between the City and a
recognized employee organization.
6.4 Disability Insurance. The City shall continue to pay 100% of
the premium cost for a long-term disability insurance plan for affected
employe~s as said plan was amended effective November 1, 1985, to
provide unrepresented management personnel a monthly benefit of
sixty-six and two-thirds percent (66 2/3%) of base monthly salary
(insured payroll), less offsets contained in the existing plan, to a
maximum monthly benefit of $5,000.
6.5 Life Insurance. The City shall continue to pay 100% of the
premium cost for term life insurance coverage under the policy it
maintains on behalf of its officers and employees in order to provide
each person designated as Unrepresented Executive Management (EM) with
life insurance coverage in an amount equal to three times such
employee's annual rate of salary to a maximum of $300,000, and each.
person designated as Unrepresented Middle-Management (MM) with life
insurance coverage in an amount equal to twice such employee's annual
rate of salary to a maximum of $300,000, provided said affected
employees can provide evidence of insurability for coverage above
$150,000 if so required by the terms and conditions of said term life
insurance policy.
In the event any such affected employee is determined to be
ineligible for said insurance coverage, the City will attempt to
provide as much coverage as may be obtained at a reasonable cost
without having to provide evidence of insurability.
6.6 Paid Holiday Time Off. Affected employees are not required
to appear for work, except in emergencies, and will receive payment at
his Or her current base salary rate for the following eleven (11)
holida~ys during each year: January 1st, third Monday in February, last
Monday in May, July 4th, first Monday in September, November llth,
Thanksgiving Day and the day immediately following (Friday), Christmas
Day, the last working day before Christmas Day (unless such day falls
on Wednesday, in which instance the day following Christmas Day will be
observed), and one (1) floating holiday.
Any holiday which falls on Sunday will be observed on the
following Monday and any holiday which falls on a Saturday will be
observed on the Friday preceding the holiday.
6.7 Vacation Time Off. Affected employees shall be granted
regular and longevity paid vacation leave on the same basis as provided
represented employees of the City, with the exception that such
affected employees will be granted:
A. Regular vacation with pay at the annual rate of fifteen
(15) working days for each of his or her first and second completed
year of service.
g. An additional five (5) working days per year over the
regular and longevity vacation schedules applicable to represented
employees of the City subject to the following restrictions on the
accrual o£ vacation leave: Unrepresented Executive Hanagement (EH)
employees, no restrictions. Unrepresented Hiddle-Hanagement (MM)
employees, twenty-five (25) days maximum accrual of such additional
five days per year.
Affected management employees must take at least five (5)
consecutive days of vacation leave each year.
6.8 Vacation Pay Option. Affected employees shall be given the
option to receive cash compensation, computed on a straight time basis,
in lieu of up to five (5) working days of earned, unused vacation leave
benefits set forth in Section 6.7 above.
6.9 Sick Leave Credits for New Hires. The City Manager is
authorized to grant a newly appointed incumbent of an unrepresented
management position sick leave credits up to an amount equal to any
earned but unused sick leave credits available to such appointee at the
time of his or her separation from his or her most recent previous
employer.
6.10 Payment for Unused Sick Leave. Affected employees shall be
granted payment for unused sick leave on the same basis as provided
represented employees of the City, with the exception that such
affected employees who have completed twenty-five (25) years or more of
full-time service with the City shall be entitled to payment for
one~half (1/2) of the total sick leave benefit credlted to his or her
account upon the effective date of his or her termination, not to
exceed a maximum limit of 100 working days at the rate of base pay
effective on the date of such termination.
~.11 Administrative Leave Policy. The City Manager is authorized
to grant, at his or her discretion, paid or unpaid leave for management
personnel.
6.12 Residency ~ Middle.Management Personnel. The City shall
continue to permit officers and employees employed in classes of
employment designated as Unrepresented or Represented Middie~Management
(MM or PM) to reside outside the limits of Orange County, so long as
such residency is not an unreasonable distance nor requires an
unreasonable response time to the particular employee's place of
employment. Any affected employee who desires to take advantage of the
opportunity to reside outside of Orange County shall first request
permission to do so from his or her department head. Said requast
shall be granted by the department head if it is determined that the
intended residence is not an unreasonable distance nor requires an
unreasonable response time to the employee's place of employment.
Should the department head refuse any such request, the
employee shall have the right of appeal of said determination to the
City Manager for reconsideration.
6.13 Wellness and Physical Fitness. Incentive. Effective January
1, 1986~ affected employees shall be eligible to receive cash payment
to defray a portion of the membership cost of a City-approved but
privately operated health and physical fitness program in accordance
with the following cost-sharing schedule:
A. For each Executive Management participant, 80% of the
annual membership cost up to a maximum City contribution of $500 per
year.
B. For each Middle-Management participant, 40% of the annual
membership cost up to a maximum City. contribution of $300 per year.
6.14 Tuition Reimbursement. Affected employees shall continue to
be eligible to participate in the existing Training and Education
Assistance Program provided for all regular, full-time employees of the
City; except, however, affected employees shall be eligible to receive
one hundred percent (100%) reimbursement for tuition and registration
costs up to a maximum of three hundred dollars ($300.00) per semester
in accordance with the provisions of that Program.
6.15 Option to Redesi~nate Certain Contributions. Affected
employees shall have the option of waiving coverage under any
City-sponsored group insurance plan, such as medical, dental, long-term
disability and life coverages, and applying the above specified amount
of City contribution toward each such coverage waived to deferred
compensation and/or earned income.
6.16 Carry Over Benefits. In addition to the benefits specified
in Section 6.1 through 6.15 above, said officers and employees shall
continue to receive any and all employee benefits which they were
entitled to receive on December 31, 1985, by reason of prior action of
the City Council.
Section 7. Management Performance - Based Evaluation System.
There is hereby established a performance-based evaluation system for
officers and employees employed in classes herein designated as
unrepresented Executive Management (EM) or Middle-Management (MM), the
provisions of which are hereinbelow set forth.
7.1 Purpose. The basic purpose of the performance-based
evaluation system is. to help attract, retain and motivate highly
competent managers and to provide them with a strong incentive to
7.2 Specific Compensation Determination.
A. The City Manager is hereby given the authority to set the
individual compensation, to make adjustments thereto and to make
appointments at any salary within the established range for all
10
executive positions except the City Manager, the City Attorney, and the
Clerk of the Council, which shall be made by the City Council.
E; Executive Managers subject to the authority of the City
Manager shall be ~overned by the provisions of Section 5 supra and
those set forth hereinbelow in making appointments to salary rates
within authorized salary rate ranges and in making adjustments to the
individual compensation for middle~managers subject to their authority.
C. The City Manager shall establish performance criteria and
appraisal guidelines tn be utilized by appropriate appointing
authorities in setting individual compensation for management
personnel. The terms "appropriate appointing authorities", as used in
this Section, shall mean the City Manager regarding Executive Managers
subject to his or her authority, and each Executive Manager regarding
Middle-Managers subject to his or her authority.
D. After the salary of an officer or employee has been first
established and fixed under this plan, salary advancement through the
remaining steps of the 15-step salary rate range shall be based on the
results of an annual performance evaluation.
7.3 Evaluation System Components. The evaluation system shall be
comprised of the following components:
A. Annual Objectives. The system shall include a list of
outcome-based, measurable objectives to be achieved which have been
mutually agreed upon between the appropriate appointing authority and
each individual manager subject to his or her authority. A relative
weight will be assigned to each objective listed with a minimum weight
of 10% and all must total 100%.
B. q~nalerial Behaviors. In addition to his or her
performance in achieving agreed-upon objectives, each manager shall
also be evaluated for his or her managerial behavior performance,
including such behaviors as communication (oral or written), analysis
and problem solving, decision-making and Judgment, planning and
organization, management control, leadership, enterpersonal relations,
time-managements technical knowledge, handling of stress, etc.
7.4 Performance Evaluation Guidelines.
A. It shall be the duty and responsibility of each
appropriate appointing authority to annually evaluate the performance
of each of his or her subordinate managers to determine their
individual eligibility for a performance increase and how much such
increase; if any wil be. Such annual performance evaluation shall
occur immediately following each individual manager's employment
anniversary date and cover the twelve month period preceding that date.
Additionally, at least one informal mid-year progress review shall be
held between each appropriate appointing authority and each of his or
her subordinate managers.
11
B. Performance Ratings. Each manager's performance in
relation to his or her agreed upon annual objectives and managerial
behaviors will be evaluated according to the following performance
rating scale:
Point Rating
Performance Levels
Significantly Exceeds Expectations:
Consistently exceeds all
objectives requirements and
expectations by a wide margin.
Exceeds Expectations:
Consistently meets all objectives
and requirements and exceeds
several.
Meets Expectations:
Meets objectives and requirements.
Below Expectations:
Fails to meet some objectives and
requirements.
~1
Unacceptable:
Performance is significantly below
the minimum required.
7.5 Performance-Based Salary Adjustments. Each management
officer or employee covered by this plan may be eligible to receive au
annual performance-based salary increase and/or one-time monetary
payment, or be subject to a performance-based salary reduction, in
accordance with the following:
A. For overall performance rated as "Significantly Exceed
Expectations", advancement of one step (2.5%) within the salary rate
range plus one of the following options:
i. One-time monetary payment equal to five percent (5%)
of current base salary; or
ii. One additional step advancement of 2.5% within the
salary rate range and a one-time monetary incentive payment equal to
two and one-half percent (2.5%) of current base salary; or
iii. Two additional step advancements of 2.5% each within
the salary rate range.
B. For overall performance rated as "Exceeds Expectations",
advancement of one step (2.5%) within the salary rate range plus one of
the following options:
12
i. One additional step advancement of 2.5% within the
salary rate range; or
ii, A one-time monetary incentive payment equal to two
and one-half percent (2.5%) of current base salary.
C. For overall performance rated as "Meets Expectatfons"~
advancement of one step (2.5%) within the salary rate range ony.
D. For overall performance rated as "Below Expectations", no
performance salary increase or monetary incentive payment,
E. For overall performance rated as "Unacceptable", no
performance salary increase or monetary incentive payment.
Additionally, any officer or employee who has received such a rating
and who is being paid at a step higher than the minimum rate of the
salary rate range, may be reduced by one or more steps upon the
recommendation of the department head and the approval of the City
Manager.
F Application,of Guideline,
i, If a officer or employee who is recommended for a
performance increase is at the maximum of his or her salary rate range,
then the entire performance increase must be awarded the equivalent
amount in a one-time monetary incentive payment.
ii. Any one-time monetary incentive payment granted under
this plan is not an increase in base salary and no salary rate range
applicable to any management employee covered by this Resolution shall
be changed or deemed to have been changed by reason of such payment.
iii. Performance increase and/or monetary payment amounts
for Middle-Management personnel in City Manager-controlled departments
require the approval of the City Manager.
iv. The City Manager shall be responsible for the
development and administration of detailed administrative procedures
and guidelines for the consistent and effective application of the
management performance-based evaluation system. Such procedures and
guidelines shall define how performance objectives, measures and
standards are developed; when and how performance reviews are to be
carried out; how performance component ratings and composite rating
will be scored; and how performance salary increase end monetary
incentive payment opfions are to be exercised.
BE IT FURTHER RESOLVED: that Resolution No. 82-110 is hereby
further amended by rescinding Section 12 in its entirety, deleting all
classification titles in Section 3 designated as unrepresented
executive management (EM) and middle-management (MM), and deleting any
other provisions of Section 3 and 3.1 pertaining to or referring EM and
MM classifications.
BE IT FURTHER RESOLVED:
from and after Jaouary 6,
ADOPTED this 3rd
that this Resolution shall be operative
1986.
day of December , 1983'.
Daniel E. Griset
Mayor
ATTEST:
COUNCILMEMBERS:
Griset Aye
Johnson Aye
Acosta Absent
Hart Aye
Luxembourger Aye
McGuigan A~e
Young Aye
APPROVED AS TO FORM:
14
~edule of S~1~ P~te P~es for
U~es~nt~ Executive ar~ Mio~le-Ma~t ~ of ~plo~t
Effect/ye Jammry 1, 1985
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
M 39
M37
M36
M 35
M34
' M33
M 32
M 31
M30
M 29
M28
M 27
M 26
M25
M24
M23
M22
M 21
M20
M 19
M 18
M 17
M 16
M 15
M 14
M 13
M 12
M 1!
M 10
M 9
M 6
M 5
M 4
M 2
M !
5,527 5,665 5,807 5,952 6,101 6,254 6,410 6,570 6,734 6,903 7,075 7,252 7,434 7,619 7,810
5,392 5,527 5,665 5,807 5,9.52 6,101 6,254 6,410 6,570 6,734 6,903 7,075 7,252 7,434 7,619
5,261 5,392 5,527 5,665 5,807 5,952 6,101 6,254 6,410 6,570 6,734 6,903 7,075 7,252 7,434
5,133 5,261 5,392 5,527 5,665 5,807 5,952 6,101 6,254 6,410 6,570 6,734 6,903 7,075 7,252
5,007 5,133 5,261 5,392 5,527 5,665 5,807 5,952 6,101 6,254 6,410 6,570 6,734 6,903 7,075
4,885 5,007 5,133 5,261 5,392 5,527 5,665 5,807 5,952 6,101 6,254 6,410 6,570 6,734 6,903
4,766 4,885 5,007 5,133 5,261 5,392 5,527 5,665 5,807 5,952 6,101 6,254 6,410 6,570 6,734
4,650 4,766 4,885 5,CD7 5,133 5,261 5,392 5,527 5,665 5,807 5,952 6,101 6,254 6,410 6,570
4,537 4,650 4,766 4,885 5,007 5,133 5,261 5,392 5,527 5,665 5,807 5,952 6,101 6,254. 6,410
4,426 4,537 4,650 4,766 4,885 5,007 5,133 5,261 5,392 5,527 5,665 5,807 5,952 6,101 6,254
4,318 4,426 4,537 4,650 4,766 4,885 5,007 5,133 5,261 5,392 5,527 5,665 5,807 5,952 6,101
4,213 4,318 4,426 4,537 4,650 4,766 4,885 5,007 5,133 5,261 5,392 5,527 5,665 5,807 5,952
4,110 4,213 4,318 4,426 4,537 4,650 4,766 4,885 5,007 5,133 5,261 5,392 5,527 5,665 5,807
4,010 4,110 4,213 4,318 4,426 4,537 4,650 4,766 4,885 5,007 5,133 5,261 5,392 5,527 5,665
3,912 4,010 4,110 4,213 4,318 4,426 4,537 4,650 4,766 4,885 5,007 5,133 5,261 5,392 5,527
3,816 3,912 4,010 4,110 4,213 4,318 4,426 4,537 4,650 4,766 4,885 5,007 5,133 5,261 5,392
3,723 3,816 3,912 4,010 4,110 4,213 4,318 4,426 4,537 4,6~0 4,766 4,885 5,007 5,133 5,261
3,633 3,723 3,816 3,912 4,010 4,110 4,213 4,318 4,426 4,537 4,650 4,766 4,885 5,007 5,133
3,5~4 3,633 3,723 3,816 3,912 4,010 4,110 4,213 4,318 4,426 4,537 4,650 4,766 4,885 5,007
3,457 3,544 3,633 3,723 3,816 3,912 4,010 4,110 4,213 4,318 4,426 4,537 4,650 4,766 4,885
3,373 3,457 3,544 3,633 3,723 3,816 3,912 4,010 4,110 4,213 4,318 4,426 4,537 4,6~0 4,766
3,291 3,373 3,457 3,544 3,633 3,723 3,816 3,912 4,010 4,110 4,213 4,318 4,426 4,537 4,650
3,211 3,291 3,373 3,457 3,544 3,633 3,723 3,816 3,912 4,010 4,110 4,213 4,318 4,426 4,537
3,132 3,211 3,291 3,373 3,457 3,544 3,633 3,723 3,816 3,912 4,010 4,110 4,213 4,318 4,426
3,056 3,13/ 3,211 3,291 3,373 3,457 3,544 3,633 3,723 3,816 3,912 4,010 4,110 4,213 4,318
2,981 3,056 3,132 3,211 3,291 3,373 3,457 3,544 3,633 3,723 3,816 3,912 4,010 4,110 4,213
2,909 2,~1 3,056 3,132 3,211 3,291 3,373 3,457 3,544 3,633 3,723 3,816 3,912 4,010 4,110
2,838 2,909 2,~1 3,056 3,132 3,211 3,291 3,373 3,457 3,544 3,633 3,723 3,816 3,912 4,010
2,769 2,838 2,909 2,981 3,056 3,132 3,211 3,291 3,373 3,457 3,544 3,633 3,723 3,816 3,912
2,701 2,769 2,838 2,909 2,~1 3,056 3,132 3,211 3,291 3,373 3,457 3,544 3,633 3,723 3,816
2,635 2,701 2,769 2,838 2,909 2,961 3,056 3,132 3,211 3,291 3,373 3,457 3,544 3,633 3,723
2,571 2,635 2,701 2,769 2,838 2,909 2,981 3,056 3,132 3,211 3,291 3,373 3,457 3,544 3,633
2,~08 2,571 2,635 2,701. 2,769 2,838 2,909 2,981 3,056 3,132 3,211 3,291 3,373 3,457 3,544
2,447 2,508 2,571 2,635 2,701 2,769 2,838 2,909 2,981 3,056 3,132 3,211 3,291 3,373 3,457
2,387 2,447 2,508 2,571 2,635 2,701 2,769 2,838 2,909 2,981 3,056 3,132 3,211 3,291 3,373
2,329 2,387 2,447 2,5~8 2,571 2,635 2,701 2,769 2,838 2,909 2,981 3,056 3,132 3,211 3,291
2,272 2,329 2,387 2,447 2,508 2,571 2,635 2,701 2,769 2,838 2,909 2,981 3,056 3,132 -3,211
2,217 2,272 2,329 2,38'7 2,;**47 2,508 2,571 2,635 2,701 2,769 2,838 2,909 2,981 3,056 3,132
2,163 2,217 2,272 2,329 2,387 2,~47 2,508 2,571 2,635 2,701 2,769 2,838 2,909 2,981 3,056
2,110 2,163 2,217 2,272 2,329 2,387 2,~7 2,508 2,571 2,635 2,701 2,769 2,838 2,909 2,981
Attachment A
CITY OF SANTA ANA
MANAGEMENT PERFORMANCE EVALUATION PROGRAM
SEPTEMBER, 1985
The new program ~s designed specifically to provide our
emplQyees with:
Salaries that reward individual performance
through salary increases based on agreements
between supervisors and employees and periodic
performance appraisals,
Salaries that compare favorably with salaries for
similar positions outside the City,
Salaries that relate equitably to other salaries
within the City, and
Salaries that reflect changing pay trends and
economic conditions as revealed through regular
surveys conducted by the City.
Performance Appraisal
Your performance appraisal will determine whether you are
eligible for a performance increase and how much the
increase will be. Your salary moves through a 15-step range
only from performance appraisals. Each step is separated by
2 1/2%. You may receive a salary increase from 2 1/2 to 7
1/2 percentage points, depending on your meeting of pre-
established standards, objectives, project deliverables aad
managerial behaviors factors.
As part of your annual appraisal, you will receive one of
five ~ossible performance ratings=
1. Significantly Exceeds Expectations
2. Exceeds Expectations
3. Meets E~pectations
Below Expectations
Unacceptable
2
Performance Review Schedule
Your performance will be reviewed by your supervisor at
least every six months. Salary increase consideration will
be given on your annual employment anniversary date.
Your supervisor is encouraged to review your performance
every quarter, in order to adjust your annual performance
objectives, identify job performance factors which require
immediate improvement, and advise you on positive aspects of
your performance.
YOU'RE IN CHARGE
The City's Performance-Based Merit Salary Program gives you
the opportunity to increase your own salary. The degree to
which you take advantage of this opportunity depends on you.
Your day-in, day-out performance on the job is the most
important factor in determining how fast your salary can
increase and how high it can be.
Performance Factors
Your performance appraisal
which you have met your
behavior.
will be based on the extent to
objectives, and your managerial
Objectives Component:
You and your supervisor must jointly establish several
objectives for you to accomplish during the year. The
objectives must be based on outcomes rather than
processes, and must meet the following criteria:
a. Identifies a single, specific and significant
outcome.
b. Uses an action verb.
c. States when the objective is to be completed.
d. Serves to accomplish City-wide visions and
objectives.
The number of ~objectives should be limited to the major
outcomes of your job, with no more than lO specified.
Further, a relative weight should be assigned to each
objective, based on its complexity or difficulty and
.relative importance to your other objectives.
2. Behavioral Component:
Since your performance affects that of others, your
managerial behavior will also be appraised. You will
be evaluated on the basis of how well you perform
various management functions.
In contrast to the accomplishment of an objective,
which measures what you achieved, the evaluation of
your managerial behavior will consider how you
accomplished your objectives and carried out the
managerial responsibilities of your position.
4
PART I: ANNUAL OBJECTIVES
A. Guidelines for Developing Objectives
At lease one month prior to your anniversary date~.
you and your supervisor must develop your one-year
objectives (at least 5).
List objectives in order of importance. Each
objective must represent a specific outcome and
state when the objective will be completed.
Assign a relative weight to each objective. Must
be at least 10%, and all must total 100%.
4. Identify how the.objective will be measured.
Guidelines for Evaluating Employee at 6 month (and
quarterly) review
1. Review objective and determine level of achievement.
2. Identify specific progress to date, areas of
improvement needed or modification of objective.
Both supervisor and employee to note, sign and
date comments, modified objectives and standards,
and plan for improvement.
C. Guidelines for Rating Employee at end of year
1.. Circle performance rating (see definitions) for
each objective.
Multiply the rating .by the assigned relative
weight..
3. Add the scores of each objective and divide by 10.
Write a brief statement supporting the evaluation
rating.
5, Both supervisor and employee to note comments;
sign and date.
5
DEFINITIONS/RATING
Ratin~
3
1
-1
Performance Levels
Significantly Exceeds Expectations=
Consistently exceeds all objectives,
requirements and expectations by a
wide margin.
Exceeds Expectations:
Consistently meets all objectives
and requirements and exceeds several.
Meets ~xpectations:
Meets objectives and requirements.
Below Expectations:
Fails to meet some objectives and
requirements.
Unacceptable:
Performance is significantly below
the minimum required.
Non-Rated
To ~e 6sed when performance
performance, period because
for a substantial amount
circumstance.
cannot be rated for the current
the employee has been off work
of time due to an unavoidable
pART II: MANAGERIAL BEHAVIOR PERFORMANCE
Score (Circle One)
M~nagerial Behaviors
3 2 i 0 -1
2 I 0 -1
(a) Organizes time, resources, and personnel t6
achieve objectives.
(b)
Evaluates the effectiveness and efficiency
of operation and takes action to improve
both. .
'~ 2 1 0 -1 (c)
3 2 I 0 -1 (d)
3 2 I 0 -1 (e)
Identifies performance and knowledge of
subordinates which need development and
establishes a program to address needs.
Anticipates needs and issues and recommends
or implements improvements.
Communicates and coordinates directly and
effectively with other employees in all City
departments.
3 2 1 0 -1 (f)
Identifies behaviors in subordinates that
need improvement through coaching,
tKaining and discipline.
3 2
I 0 -1 (g) Effectively manages assigned budget(s).
3 2 1 0 -1
3 2 1 0 -1
(h) Assists other employees and departments in
achieving their objectives and City-wide
visions.
(i) Demonstrates creativity and innovation.
3 .- 2 1 0 -1 {j)
3 2 I 0 *-1 (k)
2 I 0 -1 (m)
Participates in special events sponsored by
City departments.
Assigns tasks and responds to problems of
peers and subordinates in a manner that ge~s
results.
Makes decisions that are beneficial to the
achievement of departmental and City-wide
objectives.
Demonstrates commitment to affirmative.
action.
2 1 0 -1 (n) Directs resources toward priorities
identified by supervisor.
Optional=
3 2 1 0 -1 (o)
3 2 1 0 -1
(p)
(List other behaviors for evaluation)
10
SCORING
Objectives
1. Multiply rating by relative weight.
2. Add all scores and divide by 10.
3. Record number below.
Subscore J
(counts as 65
percent toward
composite score)
Hanagerial Behaviors
1. Add all circled numbers.
2. Divide by 14 (or total #
3. Record number below.
of behaviors evaluated)
Subscore
(Counts as 3S
percent toward
composite score)
Composi~? Score
1. Hultiply subscores above by weiihting indicated.
2. Add and divide by 10. ·"
3. Record number below. COmposite
Score
Final Composite Score
1. Add to score above, the Unplanned SiGnificant Achievement score
(Maximum of .2)
2. Record nomber below.
Final Score
Composite Score
2.5- 3.0
1.8 - 2.4
1.0- 1.7
.4 and below
Significantly
Exceeds
Expectations
Exceeds
Expectations
Meets
Expectations
Below
Expectations
Unacceptable
7 1/2%
5%
SEE SALARY AWARD
OPTIONS ATTACHED
2 1/2%
No Increase
Reduction of 2 1/2% and/or
other disciplinary action
Final Score:
Salary Increases
Option elected:
Signed: ,
Sgpervisor
Date
Employee
Date
Approved:
Deputy City Manager
Approved:
City Manager
Date
14
Salary Options*
Significantly Exceeds Expectations: Consistently exceeds all
objectives, requirements and expectations by a wide margin.
· Performance Increase:
Move one step (2 1/2%) plus one
of the following options:
a) 5% one time payment
(intended for recent
performance--one-two years--
at the SoE.E. level)
b) An additional step (2 1/2%)
plus 2 1/2 one time payment
c) Two additional steps (5%)
(intended for consistent
performance at the S.EoE.
level over time)
Exceeds Expectations: Consistently meets all objectives and
requirements and exceeds several.
Performance Increase:
Move one step (2 1/2%) plus one
of the following options:
a) An additional step (2 1/2%)
b) 2 1/2% one time payment
Meets Expectations: Meets objectives and requirements.
Performance Increase: Move one step (2 1/2%)
Below Expectations: Fails to meet some objectives and requirements.
No'Performance Increase: Must develop plan for improvement
with quarterly evaluations.
Unacceptable: Performance is significantly below the minimum
required. Salary may be reduced one (or more) step(s) and other
disciplinary action may be taken.
*[Note A: If the employee is at the top of the range, then the
e~t--~-~ performance increase must be awarded in a one-time payment.]
*[Note B: If the employee is a Battalion Fire Chief, Police
L~ant or Police Captain, the entire increase will be in the
form of a one-time payment. In addition, any decreases in steps
will be 5% increments.]
15