HomeMy WebLinkAbout1982-08 Management Pay & EvalRESOLUTION NO. 82-~
A RESOLUTION APPROVING A PERFORMANCE EVALUATION
AND PAY PLAN FOR MANAGEMENT AND CONFIDENTIAL
EMPLOYEES.
the City Administrator has prepared a salary plan
which gives cognizance to similar positions in
comparable communities in Oregon; internal relation-
ships between positions by virtue of education,
training and responsibilities; and provides a system
for salary administration based on both longevity and
performance evaluation; and
the City Administrator has prepared a performance
evaluation plan which is intended to assist in improv-
ing communications concerning work performance; in
making complete and objective evaluations of the City's
management staff; and in applying the ten Essential
Management Functions in the assessment of work perform-
ance; and
implementation of these plans are essential and critical
to the City of Ashland's ability to attract and retain
competent, experienced, and highly motivated personnel.
NOW THEREFORE, BE IT RESOLVED by the Mayor and City Council as
follows:
SECTION 1. The Salary Schedule attached hereto and marked
Appendix "A" is hereby adopted, and shall be effective on
January 1, 1982.
SECTION 2. The Management Performance Evaluation Plan and instruct-
~ons attached hereto and marked Appendix "B" are hereby adopted,
and shall be effective on January 1, 1982. The City Administrator
shall prepare guidelines for the administration of the foregoing
plan, including a system of appeals, which shall be presented to
the City Council for ratification.
SECTION 3. Employees shall be placed on the salary step designated
by an asterisk (*) on Appendix "A", effective January 1, 1982.
New employees shall normally begin at Step A, unless approved by
the City Administrator in special circumstances.
SECTION 4. Employees will be eligible for salary increases beyond
~tep D after twelve months in that step, but not before July 1, 1983.
Such increases will be for the ensuing twelve months, at the con-
clusion of which the employee will return to Step D, unless a new
increase is granted.
SECTION 5. The title of the Electric Line Foreman shall be changed
to Electric Line Superintendent, the title of Street Supervisor shall
be changed to Street Superintendent; and the classification of the
Public Works Secretary shall be changed to Administrative Secretary.
-1-
The foregoing Resolution was READ and DULY ADOPTED at a regular
meeting of the City Council of the City of Ashland on the /~
day of_ ~ ~o~. ~ , 1982.
City Recorder
SIGNED and APPROVED this ~D-~day
, 1982.
L. Gordon Medaris
Mayor
APPENDIX "A"
CITY OF ASHLAND
MANAGEMENT AND CONFIDENTIAL EMPLOYEES
SALARY SCHEDULE (1)
1981-82
A(2)
Effective 1/1/82
(3)
B C D MERIT
12 mos. 12 mos. 12 mos. (Max)
Electric
Director ~f Electric Utilities
Electric Line Superintendent
Public Works
Director of Public Works/City Engineer
Water Quality Supe~intenden~
Water Quality Foreman
Water Quality Plant Foreman
Street Superintendent
'Chief Building Inspector®
Engineering Technician III
Finance & Utility Services
Director of Finance/A.S.
General Services Supervisor
Supervising Accountant
Cemetery Superintendent
2979 - - - 3217
2837 - ,- - 3064
2635 *2740' 2850 2964 3201
2191 2279 *2370 ~'~ o ~
1789 '1861 '1935 2012 2173
1712 1780 1851 '1925 2079
~7 '1942 ,. 2020 2101 2269
193.0 2007 2087 ..'2170 . 2344..
1923 *2000 2080 2163 2336
2409 2505 2605 *2709 2926
1559 1621 '1686 1753 1893
'1712 1780 1851 1925 2079
1449 '1507 1567 1630 1760
Police
Chief of Police
Lieutenant
Sergeant
2307 2399 *2495 2595 2806
1907 1983 *2063 2145 2317
1807 1879 '1954 2032 2195
Fire
Fire Chief
Battalion Chief(5)
2224 2702
1781 2163
2313 *2406 2502
'1852 1926 2003
.O,t~er
~,~y Administrator
Director of Planning
Senior Program Director
Administrative Assistant
City Recorder/Treasurer
Municipal Judge(p/t)
City Attorney(p/t)
3421 3558 *3700 3848 4156
2258 2348 *2442 2540 2743
1092 '1136 1181 1228 1326
1547 1609 '1673 1740 1879
1965 ....
1580 ....
1786 ....
Confidential
Executive Secretary
Administrative Secretary
(1)
(2)
(3)
(4)
(5)
A-6 mos B-12 mos C-12 mos D-12 mos E-Thereafter
1034 1096 1162 1232 '1307(2)
* 908 965 1019 1081 1147
Salary paid bi-weekly at hourly rate determined by dividing monthly rate by 173.33.
Advancement through Step D based on satisfactory work performance.
Compensation within Merit Step based on performance evaluation after reaching Step D.
Includes $50 for certification as Building Official.
Includes $25 for E.M.T. Certification. Plus $50 for Assistant Fire Chief.
Ap, pen. dix "B"
CITY OF ASHLAND
MANAG~IENT PERFORMANCE EVALUATION REPORT
Date:
Name: Job Title: Dept:
Months in present position: This evaluation covers time from to
The purpose of this performance evaluation form is to assist in improving communications concern-
ing work performance and in making complete and objective evaluations of the City's management
staff according to criteria approved by the Ashland City Council. The City Council adopted the
following ten "Essential Management Functions" and their definitions as those to be used to
assess management work performance. Please indicate the level of demonstrated work performance
in each of the following function areas, for the employee named above, by circling the rating
which most closely describes that employee's work performance. If a specific function is not a
part of that employee's ~ob, write N/A (not applicable). If demonstrated work performance is
other than satisfactory, written cormments and detailing of work performance are required. If
additional space is needed, attach a'separate page.
WORK PERFORMANCE RATING SCALE:
EXCEPTIONAL: Performance in this area is consistently far above the normal expected satisfactory
level of competence in most aspects of the work within this function.
VERY GOOD: Performance in this area is usually above the normal expected satisfactory level of
competence in many aspects of the work within this function.
SATISFACTORY: Performance in this area is at the normal expected satisfactory level of compe-
tence in most aspects of the work within this function.
IMPROVEMENT NEEDED: Performance in this area is usually below the normal expected satisfactory
level of competence in many aspects of the work within this function.
UNACCEPTABLE: Performance in this area is consistently far below the normal expected satisfac-
tory level of competence in most aspects of the work within this function, and
significant improvement is mandatory immediately.
ESSENTIAL MANAGEMENT FUNCTIONS:
Planning - The manager anticipates future needs and makes plans for meeting them; recognizes
potential problems and develops strategies for averting them; makes long and short range
plans to accomplish City and/or department goals, etc.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
Organizing - The manager efficiently and economically organizes and carries out assigned
operations; carries out responsibilities in a sound logical manner; operates the unit
smoothly and in a well organized manner; effectively delegates authority, establishes
appropriate work rules, etc.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
Coordinating - The manager coordinates all activities related to work objectives; maintains
coordination and cooperation with other departments and divisions; maintains good communica-
tion with employees; and allows employees to make significant contributions to the
accomplishment of objectives, etc.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
MANAGEMENT PERFORMANCE EVALUATION REPORT Page 2
4. Leadership Motivation - Manager creates a climate providing challenge and motivation to
employees, etc.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
Decision Making/Problem Solving - Manager is able to analyze situations and problems, weigh
the pros and cons of alternative solutions, exercise logical thinking and good Judgement, is
creative, and is able to make decisions, etc.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
Employee Relations - Manager equitably adjusts grievances among subordinate employees, pro-
perly administers union contracts, and administers discipline in a fair and progressive
manner; trains and develops subordinate employees, etc.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
Public Relations - Managermaintains a high level of contact with the public, maintains a
sensitivity to the public's needs, and meets the needs of the public within available
resources, etc.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
Budgeting - Manager prepares operational and capital budgets to meet the public's needs, and
expends funds within adopted budgeted limits, etc.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
Safety - Manager maintains a safe, clean, pleasant work enviromment, and supports the City's
overall safety program, etc.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
10.
Self Development - Manager stays current with new ideas and procedures in his or her field
of responsibility, etc.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
'MANAGEMENT PERFORMANCE EVALUATION REPORT Page 3
ACCOMPLISHMENT OF SIGNIFICANT OBJECTIVES:
Manager did everything reasonable, within his power, to accomplish significant objectives
established six months ago.
Exceptional Very Good Satisfactory Improvement Needed Unacceptable
OVERALL EVALUATION:
oserali demonstrated work performed as define~ by the ten management functions iqdividually
rated above and rating of accomplishment of significant.obJect~ves.
Exceptional
Very Good Satisfactory Improvement Needed
EMPLOYEE COMMENTS:
Each individual evaluated is encouraged to add any comments tolthis review.
space is needed, attach a separate sheet.
Unacceptable
If additional
My signature indicates that my supervisor and I have had a discussion of the above comments,
but does not necessarilyindicate agreement.
Employee Signature
Employee's Supervisor Signature
Department Head Signature ......
Da~:e
Date
Da~e
HOW TO PREPARE YOUR GOAL STATEMENTS
1. Your goal statements should cover broad categories which indicate major responsibilities
of your position.
2. Your goal statements can be of two types: normal work output and innovative or improvement
efforts.
3. Your goal statements should not be activities, but rather broad categories within which
results will occur.
4. Your goal statements will not be measurable, but can be broken down into objectives
which can be measured.
5. Your first goal statement is always to be an "exceptional" manager in the ten Essential
Management Functions as defined by the Ashland City Council.
HOW TO PREPARE Your SIGNIFICANT OBJECTIVES STATEMENTS
Significant Objectives are those work related activities that have significant, specific,
measurable end results, in support of a goal, which are determined by you and your supervisor.
You will be held accountable for these end results during the next six months. The results
should be things you hope and expect to MAKE HAPPEN in the next six months. The objectives
should be stated in a way that will affect your behavior and work results. They should be
stated in a form which permits their use during the coming six months for self-guidance and
self-feedback, and not etched on copper and buried in a cornerstone to be disinterred six
months later during a performance evaluation meeting.
A significant objective should contain three elements:
1. An action or accomplishment verb.
2. A single measurable result.
3. A date or time period within which the result is to be accomplished.
A significant objective should follow this model:
To (action or accomplishment verb) (single result) by (target date).
For example: "To develop and implement a new workflow plan by March 1."
"To reduce turnaround time on requests for service to a maximum of two
working days by July 1."
"To have a minimum of three people fully qualified to operate the computer
terminal by March 31."
There are 7 important criteria for a well written significant objective:
1. Be consistent with the philosophy and purpose of the City and the goals of your
department and position.
2. Be within the scope and function of your department and your position.
3. Be within your ability or obtainable with instruction or assistance.
4. Be financially attainable.
5. Specify the results desired in some measurable way; ideally all objectives will
be quantified in some way so that their achievement can be measured.
It is not satisfactory for objectives to use such word~ as the following without~
specific quantification: increase, decrease, maximize, minimize, satisfy, optimize.
6. Specify only the "what" and "when" and avoid venturing into the "why" and "how".
7. Be significant to the City, your department and your position.
In summary, objectives should be significant, understandable, achievable, feasible and
measurable.
If you can't count it, measure it, or describe it, you probably don't know what you want and
you need to forget it or spend more time thinking about it before you put it down as a
significant objective.