HomeMy WebLinkAboutCC Resolution 9733 (Management Evaluations)RESOLUTION NO. 9733
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
SAN RAFAEL AMENDING RESOLUTION NO. 9652 TO
ESTABLISH A MANAGEMENT EVALUATION AND
COMPENSATION PROGRAM.
The City Council of the City of San Rafael does find as follows:
WHEREAS, the methods of evaluating the effectiveness and efficiencies of
program services can be enhanced through the establishment of a Management Evaluation
and Compensation Program; and
WHEREAS, it is the desire of the City Council that Management employees
establish goals and objectives for their respective departments and be evaluated on the
accomplishment of these goals and objectives; and
WHEREAS, this Management Evaluation and Compensation Program provides
uniform guidelines for the evaluation and compensation, based on performance, of
Management employees.
NOW THEREFORE, THE CITY OF SAN RAFAEL DOES HEREBY
RESOLVE AS FOLLOWS:
From and after the date of adoption of this Resolution, Resolution No. 9652 shall
be amended to incorporate this Management Evaluation and Compensation Program as
Exhibit B to said Resolution.
I, JEANNE M. LEONCINI, Clerk of the City of San Rafael, hereby certify that
the foregoing resolution was duly and regularly introduced and adopted at a regular meeting
of the Council of said City on Mondav, the 21st day of October, 1996 by the following
vote, to wit:
AYES: COUNCILMEMBERS: Cohen, Heller, Miller, Phillips & Mayor Boro
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
JEA(gN-'P- M. LEONCINI, CITY CLERK
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CITY OF SAN RAFAEL
MANAGEMENT EVALUATION
COMPENSATION PROGRAM
October 1996
TABLE OF CONTENTS
COMPENSATION PLAN FOR MANAGEMENT
EMPLOYEES
II. PERFORMANCE APPRAISAL SYSTEM FOR
MANAGEMENT EMPLOYEES
III. PERFORMANCE EVALUATION FACTORS AND
FORMS
IV. SALARY SCALE FOR MANAGEMENT POSITIONS
I. COMPENSATION PLAN FOR
MANAGEMENT EMPLOYEES
CITY OF SAN RAFAEL
COMPENSATION PLAN FOR MANAGEMENT PERSONNEL
SECTION I. COMPENSATION
This applies to all regular (non -elected) management positions. The City Manager
shall be the responsible decision -maker under this Plan.
A. Management Compensation Policy
The City's policy for management compensation is to establish and maintain a
general structure based on marketplace norms and internal job alignment with
broad compensation ranges. Structures and ranges will be reviewed annually and
updated as necessary based on marketplace survey data, internal relationships,
and City financial conditions.
Individual compensation adjustments will be considered by the City Manager
based on performance factors including achievement of predetermined objectives;
pay structure adjustments; and City financial conditions.
B. Basic Plan Elements
Structure. Each grade will have a control point. All management positions will
be assigned an appropriate pay grade (wage class) based on salary survey data
and internal relationships (see attached salary schedule). All positions assigned to
a pay grade will receive compensation which is no less than 15% below the
control point and no more than 10% above the control point. Actual salary within
the range is determined by performance.
As needed competitive market place studies will be made of the ten agencies used
for the primary bargaining unit the manager oversees. These studies will focus on
general salary trends for similar (like) management positions and the total
compensation provided to these management positions.
Periodically, studies will more specifically include position by position
comparisons using market place and internal relationship data. Depending on the
results of these studies, the entire pay grade (wage class) structure may be
adjusted or individual positions may be reassigned to different pay grades. Such
adjustments will only affect the salary administration framework. No individual
salaries will be automatically changed because of structural adjustments.
Fixed and Variable Compensation. Management compensation includes
fixed semi-monthly salary and Variable Management Compensation (VMC).
Fixed semi-monthly salary is paid on a continuing basis. Variable Management
Compensation is a one-time cash award (Pay for Performance) in an amount not
to exceed five percent (5%) of the employee's current base salary.
Fixed salary increases may be earned in accordance with administrative
guidelines based on growth within the position and performance which meets or
exceeds position standards. In addition, employees may earn Variable
Management Compensation by meeting or exceeding objectives established under
the annual performance planning and appraisal system. The primary source of
funding for approved Variable Management Compensation is fiscal year savings
from the assigned manager's department. Variable Management Compensation
re -qualification is necessary each fiscal year based on a new appraisal period.
Compensation Adiustment Authorization. At the conclusion of each Salary
Resolution period, the City Manager will propose for Council approval, a
compensation adjustment authorization. The compensation adjustment
authorization will be based on the following factors: competitive market, changes
in internal position relationships, and the City's ability to pay.
Performance Plannine and Appraisal. Performance planning and appraisal will
be conducted at least annually by the City Manager prior to reviewing the
management employees' fixed and variable compensation. This process includes
both the review of previous performance plan and the preparation of the
performance plan for the next planning period (usually the fiscal year).
Performance plans are jointly prepared by the management employee and the
City Manager. The performance plans shall contain measurable objectives which
place special emphasis on job class specification duties and/or specific
assignments. Progress toward meeting objectives shall be monitored periodically.
At the conclusion of the fiscal year (or other review period), the management
employee and the City Manager shall review and discuss general performance
and performance plan achievement. Based upon this review, and funding ability
within the respective departments, the City Manager shall then determine
individual fixed and variable compensation adjustments according to the
provisions of the compensation plan.
Performance Planning and Appraisal policies and procedures are outlined in the
City's Administrative Procedure for Pay for Performance for Management
employees (see attached).
SECTION II. BENEFITS
This applies to all regular (non -elected) management positions. The benefits
outlined below are part of the managers' total compensation and changes are
approved through Council Resolution.
A. Health Insurance.
The City shall pay all premium payments on behalf of employees and dependents
who are eligible for the employee -selected group health insurance plan options.
Employees who retire from the City within 120 days of leaving their City
management position receive the same contribution as active employees towards
their continued enrollment in City provided group health plans (Note: this
benefit is not provided to management employees who take a deferred
retirement).
B. Dental Insurance.
The City shall pay all premium payments on behalf of employees and dependents
who are eligible for the group dental insurance plan. The maximum benefits per
calendar year shall be $1,500. In addition, the City's dental plan will provide 50%
of "usual, customary and reasonable' charges up to $1,000 lifetime maximum for
eligible dependent children for orthodontic benefits.
C. Life Insurance.
The City shall provide a basic term life and AD & D insurance plan for the
employee in an amount of $5,000. The City shall also provide an additional term
life and AD & D insurance plan for the employee in an amount equal to two times
the employee's annual basic compensation not to exceed $150,000.
A $1,000 basic term life insurance policy is provided by the City for all eligible
employee dependents.
D. Long Term Disabilitv Insurance.
The City shall provide long term disability insurance with a benefit of 2/3
monthly salary to a maximum of $7,500 (maximum disability pay under this plan
is $5,000 per month)
E. Car Allowance.
All regular, full-time management employees shall receive the benefit of a city car
or a car allowance of $250 per month.
II. PERFORMANCE APPRAISAL
SYSTEM FOR MANAGEMENT
EMPLOYEES
CITY OF SAN RAFAEL
MANAGEMENT EMPLOYEES
PAY FOR PERFORMANCE PROGRAM
I. PURPOSE: This procedure is developed to tie the Management
employees' performance evaluation system to a pay for
performance program.
II. POLICY: The City of San Rafael shall recognize and reward
Management employees, who achieve defined
performance objectives, each fiscal year, through a pay for
performance system.
III. PROCEDURES: A. Annually, at the beginning of the fiscal year, the City
Manager and the Manager establish a performance
evaluation plan utilizing the appropriate evaluation form
(Phase I)
B. Periodically, during the fiscal year, the supervisor and
employee meet to discuss progress towards achieving
stated performance goals and objectives; documenting
status and noting any changes in goals and objectives that
may be made during this review (Phase II).
C. During the first month following the completion of the
fiscal year, the supervisor and employee meet to complete
the employees' performance evaluation for the fiscal year
just completed (Phase III).
D. Based on the overall performance of the employee, as
described on the annual evaluation form, the employee
may, subject to the availability of funds, receive a
performance bonus. The performance bonus may be
equivalent to one (1) to five (5) percent of the employee's
annual base salary and is provided to the employee
through the payroll system in one lump sum payment.
E. The performance bonus is applicable to the evaluation
period documented by the annual evaluation form.
IV. EFFECTIVE DATE: The effective date of this Administrative Procedure is
November 1, 1996.
dgc/ wordata/mgtcomp.doc
CITY OF SAN RAFAEL
PERFORMANCE APPRAISAL SYSTEM
FOR MANAGEMENT EMPLOYEES
CITY OF SAN RAFAEL
PERFORMANCE APPRAISAL SYSTEM
MANAGEMENT EMPLOYEES
PURPOSE:
There are a number of reasons for the development and use of formal performance
appraisal systems: but the "bottom line" is that a good performance appraisal system can
improve the productivity and morale of the employee.
Performance appraisal happens almost continuously, sometimes on paper but more often
in the head of the supervisor. It is a natural part of supervising that can result in positive
benefits for the supervisor, the employee and the City.
From the City's standpoint, a good performance appraisal system can:
1. Pinpoint individual and organization strengths and areas that need improvement.
2. Be used to support decisions regarding promotion or discipline.
3. Be used as a fair tool for recognition or reward.
4. Be used to determine the need for training.
5. Assess an employee's suitability for a position during the probationary period.
6. Provide documentation to support supervisory decisions.
From the employee's standpoint, a good performance appraisal system can:
1. Help identify individual development needs and plans.
2. Result in recognition or reward for high levels of performance.
3. Identify what performance is expected.
4. Facilitate communication with the supervisor.
5. Identify needed changes in behavior or work habits.
PERFORMANCE APPRAISAL CYCLE:
There are three phases in the performance appraisal cycle.
First, before the rating period begins (or at least within the first 30 days of the rating
period), the supervisor and employee engage in PERFORMANCE PLANNING (Phase
I). The Planning phase is designed to acquaint the employee with the process, the factors
that will be used in rating performance, and to share expectations about job performance.
Secondly, during the rating period the supervisor should meet with the employee
periodically and discuss performance in PROGRESS (Phase II). It is suggested these
progress review meetings be held quarterly and summary comments (not ratings) be
made in writing.
Finally, the formal PERFORMANCE APPRAISAL (Phase III), which generally occurs
annually for all employees.
PROCEDURES:
PHASE I: PERFORMANCE PLANNING
TIMING Planning shall be accomplished annually at the beginning of the appraisal
period or at least within the first 30 days of the appraisal period. For new
employees, a performance plan shall be completed within 30 days of the
first day on the job.
STEPS Although the order of the steps may vary, the objective is that the
supervisor discuss with the employee and seek consensus on
performance expectations. NOTE: Although consensus should be
reached ultimately it is the supervisor who is responsible for setting these
expectations.
STEP 1 Supervisor and employee schedule the performance planning meeting.
STEP 2 Prior to the meeting, the supervisor and the employee should gather
necessary information, i.e., job description; department goal and objective
statements; current project listing.
STEP 3 At the meeting, determine which factors will be used for evaluating
performance. Develop any special performance factors.
STEP 4 Review the entire performance plan; complete the appraisal form and
complete the signature blocks for the Planning Phase.
PHASE II: PROGRESS REVIEW
TIMING Periodic progress reviews give the supervisor an opportunity to provide
helpful feedback to the employee regarding their performance, and
provide an opportunity to revise plans to meet changing circumstances
and expectations.
STEP 1 Supervisor and employee schedule the progress review meeting.
STEP 2 Gather the information needed to conduct a productive review session.
STEP 3 Supervisor and employee meet to discuss progress and confer on any
changes in the performance plan that may be necessary.
STEP 4 Summary comments are made on the progress review form. Changes to
the plan, if any, are noted on the appraisal form and initialed and dated
by the employee and supervisor.
STEP 5 After the employee and supervisor sign the progress review form both
receive and maintain copies. Progress reviews are forwarded to the
Personnel Department if the employee being evaluated is a probationary
employee and/or if the overall rating is unsatisfactory.
PHASE III: PERFORMANCE APPRAISAL
TIMING The annual performance appraisal should be completed thirty (30) days
prior to the employee's anniversary date.
STEP 1 Supervisor gathers all performance related information accumulated
during the year, i.e., performance plan, progress reviews.
STEP 2 Supervisor makes a preliminary evaluation of the employee based upon
accumulated documentation.
STEP 3 Supervisor schedules a meeting with the employee to discuss the
evaluation, including the employee's own evaluation.
STEP 4 Supervisor and employee meet and discuss the positive and negative
aspects of the performance. At the end of the meeting both should feel
that they have thoroughly discussed the employee's performance.
STEP 5 Supervisor and employee sign and date the evaluation and provide any
written comments they wish to add to the narrative section of the
evaluation form.
STEP 6 The completed evaluation is routed through the department to the
Personnel Department.
dgc/worddata/forms/mmeval.doc
III. PERFORMANCE EVALUATION
FACTORS AND FORMS
CITY OF SAN RAFAEL
PERFORMANCE EVAL DATION FORM
MUNICIPAL MANAGER
Part I: Summary
EMPLOYEE IDENTIFICATION
LAST NAME: FIRST NAME:
JOB TITLE: DEPARTMENT:
EVALUATION PERIOD
FROM:
OVERALL EVALUATION RATING
EXCELLENT
GOOD
ACCEPTABLE
POOR
UNACCEPTABLE
TO:
SIGNATURES
BEGINNING OF EVALUATION END OF EVALLIA77ON PERIOD --
PERIOD --PLANNING PHASE EVALUATION PHASE
Employee Signature Date Employee Signature Date
Rater Signature Date Rater Signature Date
Part II. Performance Rating Scale
Excellent Exemplary performance for exceeding performance criteria
and achievement of goals and objectives.
Good Performance indicates good understanding of the essential
funcitonns of the position. Results achieved are often better
than: expected of perfomiance rated "acceptable'
Acceptable Performs assigned duties at an acceptable level through
demonstrated application of skills.
Poor Erratic performance falling short ofthat required to be
"acceptable" in: one or more areas.
Unacceptable Perfonnnance is consistently below that required on the
evaluation.
Not Applicable This particular penfomiance factor does not apply.
Part III: Duties, Goals & Objectives (List or referenced by
document)
Part N: Performance Evaluation Factors for
a Municipal Manager
JOB KNOWLEDGE - has a solid understanding of all phases of municipal government.
not applicable unacceptable poor acceptable good excellent
Comment.
PLANNING - ability to anticipate and analyze problems; maps effective solutions.
not applicable unacceptable poor acceptable good excellent
Comment.
ORGANIZING - ability to arrange work and efficiently apply resources.
not applicable unacceptable poor acceptable good excellent
Comment.
SUPERVISION - recognizes the value of excellent employees and uses all reasonable efforts to insure the
best available individuals are recruited, hired and retained, builds and motivates a team, provides
direction and sufficient informantion to keep employees productive; effectively delegates work to others
and builds their skills; monitors and adjusts performance as necessary.
not applicable unacceptable poor acceptable good excellent
Comment:
LEADERSHIP - guides effectively; implements effective risk management programs to limit liability and
loss; and is at all times ethical, conforming to the high standards of the profession.
not applicable unacceptable poor acceptable good excellent
Comment:
DECISION MAKING - timing, i.e., makes decisions when sufficient information is available, implements
action when conditions are ripe for success, forges compromise, i.e., has the ability to resolve the
numerous conflicts inherent in municipal government - is a good negotiator, and analytical, Le, in making
decisions considers the best available facts, projections and scientific evidence. To the extent that
resources permit, insures that these tools are available.
not applicable unacceptable poor acceptable good excellent
Comment.
FINANCIAL MANAGEMENT - accurately and concisely reports (and projects) the financial condition of
assigned department, management practices and policies are designed to maintain (or achieve) a sound
long range financial condition of assigned department.
not applicable unacceptable poor acceptable good excellent
Comment.
QUALITY OF MUNICIPAL SERVICES - how well do the services directed meet the needs of the city and
the community it serves. (City Manager and employee to identify services during planning phase of this
evaluation program)
Services Unacceptable Poor Acceptable Good Excellent
OPERATIONAL EFFICIENCY - obtains the best possible end result for the money spent, makes things
happen.
not applicable unacceptable poor acceptable good excellent
Comment.
COMMUNICATIONS WITH CITY MANAGER - accurately interprets the direction given by the City
Manager, keeps you well informed with concise oral and written communication.
not applicable unacceptable poor acceptable good excellent
Comment:
COMMUNICATIONS WITH THE PUBLIC - is open and available to the public, takes their concerns and
problems seriously, listens and understands the positions and circumstances of others and communicates
that understanding recognizes the publics right and need to be well informed; is visible in the community.
not applicable unacceptable poor acceptable good excellent
Comment:
COMMUNICATIONS WITH EMPLOYEES - provides sufficient information to keep the employees
productive, motivated and part of the team, is an effective listener, understands their concerns and
communicates that understanding.
not applicable unacceptable poor acceptable good excellent
Comment:
CREATTWIVADAPTABILITY - ability to reach for effective, and when necessary, inventive solutions; and
responds positively to a changing world and changing local conditions; does not cling to the status quo for
its own sake.
not applicable unacceptable poor acceptable good excellent
Comment:
RESILIENT - energy and motivation maintained in spite of constant demands, handles stress well, and
maintains and shares an appropriate sense of humor to lighten the load.
not applicable unacceptable poor acceptable good excellent
Comment:
PROFESSIONAL DEVELOPMENT - takes action to acquire new knowledge and skills - encourages
employees to do the same.
not applicable unacceptable poor acceptable good excellent
Comment.
COMPLETION OF PRIOR OBJECTIVES - considering the resources available, how well the manager
implemented prior objectives.
not applicable unacceptable poor acceptable good excellent
Comment:
NEW OBJECTIVES - list new priorities (jointly developed by City Manager and manager).
OTHER AREAS OF DEVELOPMENT - list other areas that are in need of improvement.
OTHER STRENGTHS - list other strengths.
COMMENTS BY EMPLOYEE, i.e., achievements, support, problem areas (additional comments may be
attached if additional space is necessary).
signature of employee evaluation period date
CITY OF SAN RAFAEL
PERFORMANCE APPRAISAL FOR MANAGEMENT EMPLOYEES
PERFORMANCE REVIEW FORM
IDENTIFICATION SECTION
Employee Name:
Employee Title
Supervisor Name
PERFORMANCE REVIEW FACTORS
A. Job Knowledge
B. Planning
C. Organizing
D. Supervision
Performance Review Period
Department - Section/Unit
Supervisor Title
E. Leadership
F. Decision Making
G. Financial Management
H. Quality of Municipal Services
I. Operational Efficiency
J. Communications With the City Manager/ the Public / Employees
K. Creativity/Adaptability
L. Resilient
M. Professional Development
Employee Signature
Supervisor Signature
dgc/vrorddata/mgmtrev.doc
Date
Date
IV. SALARY SCALE FOR
MANAGEMENT POSITIONS
Range
30
29
28
27
26
25
24
23
22
21
20
19
18
17
16
15
14
13
12
11
10
09
08
07
06
05
04
03
02
01
MANAGEMENT SALARY SCHEDULE
Bottom Step
$7,471.22
$7,289.24
$7,106.58
$6,928.92
$6,755.69
$6,586.80
1$6,422.13
1 $6,261.58
$6,105.04
1$5,952.41
1$5803.60
1$5,658.51
1$5,517.05
$5,379.12
$5,244.64
$5,113.53
$4,985.69
$4,861.05
$4,739.52
$4,621.03
$4,505.51
$4,392.87
$4,283.05
$4,175.97
$4,071.57
$3,969.78
$3,870.54
$3,773.78
$3,679.43
$3,587.45
dgclword&td&wILdoc
Top Step
$9,338.78
$9,111.74
$8,883.23
$8,661.15
$8,444.62
$8,233.51
1$8,027.67
1$7,826.98
$7,631.30
$7,440.52
$7,254.51
$7,073.14
1$6,896.31
1$6,723.91
1$6,555.81
$6,391.91
1$62232.12
1$6,076.31
1$5.,924.41
1$5,776.30
$5,631.89
$5,491.09
1$5,353.81
1 $5,219.97
$5,089.47
$4,962.23
1$4,838.18
$4,717.22
$4,599.29
1$4,484.31
Job Class Title
Public Works Director
Chief of Police Fire Chief
Director of Administrative Services
Asst. City Mgr.; Planning Dir.;
Economic Dev. Dir.
Library Director
Personnel Director
Recreation Director