2003-034 Amends Personnel Rules on Pay for Performance Program•
RESOLUTION N0.34-2003
A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF
NORTH PALM BEACH, FLORIDA, AMENDING SECTION 12, PAY FOR
PERFORMANCE PROGRAM AND GUIDELINES FOR ITS
ADMINISTRATION, OF THE PERSONNEL RULES AND REGULATIONS
OF THE VILLAGE, WHICH AMENDMENT IS ATTACHED AS EXHIBIT "A"
AND MADE PART HEREOF; AND, PROVIDING FOR AN EFFECTIVE
DATE.
BE IT RESOLVED BY THE VILLAGE COUNCIL OF NORTH PALM BEACH,
FLORIDA:
Section 1. The Village Council of the Village of North Palm Beach, Florida, does
hereby amend Section 12, Pay for Performance Program and Guidelines for its
Administration, of the Personnel Rules and Regulations of the Village, which amendment is
attached as Exhibit "A" and made part hereof.
Section 2. These amendments are not applicable to bargaining unit members until
notice has been provided in accordance with the collective bargaining agreements.
Section3. This resolution shall take effect immediately upon its adoption.
2003.
A
resolution\Section-l2-Amend
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12.01 POLICY STATEMENT
• 12.01.01. PURPOSE:
To define the various components of the Personnel Rules & Regulations Pay For
Performance Program and to provide guidelines for its administration.
12.01.02. POLICY:
The Village of North Palm Beach recognizes that some employees perform above and
beyond the call of duty, or consistently maintain a level of performance that distinguishes
them from their co-workers. It is the policy of the Village to measure, as objectively as
possible, how an employee's job responsibilities are performed. The Pay for Performance
Program is designed to acknowledge employees who have made special efforts in a
project, program, or in rendering service or have consistently maintained an outstanding
level of performance, or exceeded expectations. The Village will measure employees based
on stated, well defined goals and objectives to the greatest extent possible. These goals
and objectives will be reduced to writing and made a part of the Village's budget and
other policies.
12.01.03. OBJECTIVES: The objectives of the Pay for Performance Program are as follows:
a. To encourage and enhance communication between the supervisor and the employee.
b. To identify, recognize and reward employees whose job performance warrants the
same.
c. To improve job performance by identifying areas where acceptable performance is
lacking and by developing an action plan for improvement.
d. To provide a review of job performance.
e. To document employees with the capacity for assuming greater responsibility and
leadership.
12.01.04. ELIGIBILITY:
The evaluation period shall begin on June 1 of the previous year and end on May 31 of
the current year. All regular full-time employees as of the end of the evaluation period
(from here forward referred to as "employees") shall participate in the Pay for
Performance Program (referred to as "program"). All full-time employees who have
completed at least 90 days of service prior to the end of the evaluation period shall also
participate in the Program. For purposes of the Program, base salary is defined as the
basic salary earned by the employee, excluding overtime and fringe benefits, as described
in the Village's annual budget or Departmental Orders, or Village Codes, Ordinances and
Personnel Rules and Regulations and Village policies.
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12.01.05. GUIDELINES:
• The Village places a high value on: caring, helpful service to the public; creative,
workable solutions to problems; dedication and hard work; self-improvement; and
enhancing the Village's positive image. On-going performance that is consistent with these
values is recognized through the performance evaluation and a pay for performance
program to the extent that there remains room to advance within a salary range. The
Village recognizes the advantages of rewarding the consistently high performer through
the Program.
a. Pay for Performance Increases: A pay for performance increase, as budgeted by the
Village Council, may be granted to an employee based on an annual evaluation of his
or her performance.
b. In all respects, where a pay for performance increase would cause an employee to
exceed the maximum of that employee's pay range, the distribution of the pay for
performance increase will be such that the employee will be topped out at the
maximum of the range and will not receive a base salary increase beyond the
maximum of the range. In recognition of the e.~ctraordinary service of an employee, a
bonus incentive (not added to base salary) will be afforded to those employees who
have attained the maximum of their pay range. Said bonus incentive will be based on
the annual evaluation and applicable to those employees who receive an evaluation
rating of "Exceptional" or "Successful". The bonus incentive amount shall equal the
designated rate increase for the rating attained.
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• 12.02 PERFORMANCE EVALUATION POLICY
12.02.01 PURPOSE:
To establish guidelines for the completion and submission of performance evaluations and
recommendations for pay for performance increases.
12.02.02 POLICY:
All employees shall be reviewed annually. Pay for Performance increases shall be based
on performance in accordance with the Village's annual budget, Collective Bargaining
Agreements, Departmental Orders, or Village Codes, Ordinances and Personnel Rules
and Regulations, and other Village Policies. All proposed Pay for Performance increases
will require a performance evaluation.
12.02.03 RESPONSIBILITY FOR CONDUCTING PERFORMANCE EVALUATIONS:
Under the direction of the Village iVfanager, the Department Head and supervisors shall
be responsible for conducting performance evaluations of employees under their direct
supervision.
a. Evaluation process.
1). Performance evaluations for eligible employees shall be prepared and
conducted by the immediate supervisor. The supervisor and the employee
shall both independently prepare in writing an evaluation prior to the review.
The supervisor is responsible for completing the evaluation form, and the
employee is responsible for completing the self-evaluation form.
2). Prior to the evaluating supervisor's review meeting with the employee, the
evaluating supervisor must review the completed evaluation form with the
next level supervisor. If the two levels of supervision disagree on the
performance evaluation for an employee, the Department Head will review
the form and make a determination on the areas of disagreement before the
form is reviewed with the employee.
3). After the supervisor has completed the evaluation, the performance evaluation
form shall be discussed with the employee. The review meeting provides the
supervisor the opportunity to review the position requirements with the
employee and to discuss the employee's overall performance, covering both
strong points and areas for improvements. The employee may include written
• comments on the evaluation form. The employee self-evaluation should also
be discussed during the review meeting.
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• 4). It is possible that during the evaluation interview, based on additional
information and insights from the employee on hislher performance, the
supervisor may determine the need to modify a rating on a specific
performance criterion. Any changes must be shown on the evaluation form
and must be initialed by the evaluating supervisor.
5). After the evaluation has been discussed, and any modifications made, the
employee and supervisor shall sign and date the performance evaluation Form.
After the employee and supervisor have signed the evaluation Form, the form
shall be reviewed and signed by the Department Head. The Department Head
may include additional written comments.
~. Once the evaluation form has been completed and signed by the employee,
supervisor, and Department Head, the original copy of the evaluation form,
and the employee's self-evaluation shall be forwarded to the Village
Manager's Oftice. The Village Manager or his designee will be responsible
for tracking, analyzing and controlling the distribution of funds in accordance
with the pay for performance policy. A copy of the evaluation form will be
distributed to the employee. The original copy of the evaluation form will be
placed in the employee's personnel file.
b. Evaluation period and due dates:
I). The Evaluation Period for employee performance shall be from June 1 of the
previous year through May 31 of the current year.
2). Completion and timely submission of performance evaluations are the
responsibility of all supervisors and the Department Head. All evaluations
shall be submitted to the Village Manager no later than June 30 of each
year.
3). Evaluations for all eligible employees shall be completed every twelve (12)
months, but may be completed more frequently if performance warrants.
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12.02.04 SCALES:
• For each category a scale of 0-3 is used when evaluating an employee. The evaluator
should use the following definitions:
SCALE
Below Standards Development Required Successful Exceptional
a. Exceptional -Performance consistently exceeds job requirements. This rating is
reserved for employees whose performance is truly outstanding.
b. Successful -Performance fully meets job requirements. This rating applies to
employees whose performance fully meets job requirements on a regular basis.
c. Development Required -Performance meets only minimum job requirements.
This rating applies to employees whose performance meets minimum job
requirements, but requires improvement to fully meet job requirements on a
regular basis.
d. Below Standards Performance is unacceptable and below minimum job
requirements. This rating applies to employees whose performance is inadequate
and requires substantial improvement to successfully meet job requirements.
(Individuals with an overall performance score at this level sho~Uld either move up
in performance level or out of the position in a short period®Ib time).
It is imperative that each employee understand the relationship between job
performance and rate of pay and the relationship between the attainment of job
standards and the level of performance. There must remain a consistency between
performance evaluations and the employee's rate of pay.
12.02.05. PRIORITY WEIGHTS:
Each of the dimensions set forth in the evaluation form has been assigned a priority
weight, which is a measure of its importance to the organization. The dimensions
considered to be important have higher priority weights than those dimensions
considered to be less important. The priority for each dimension is set on a scale of
one to nine (1-9). Although the priority weights are constant in terms of definition,
their applicability to a particular dimension of measurement will vary from year to
year. That variance is predicated on the importance of that dimension as it relates to
the organization's needs, goals and objectives for a given year.
The scale is an arithmetic progression in which a priority of five (5) is five (S~ times
• more important than a priority of one (1). For scoring purposes, the weights act as
multipliers.
• The priority weights are defined as follows:
Priority Weight 1: Of minor importance to the position and to goat attainment.
Priority Weight 2: Of lesser importance to the position and to goal attainment.
Priority Weight 3: Important to the position and to goal attainment.
Priority Weight 4: Very important to the position and to goal attainment.
Priority Weight 5: Critical to the position and to the goal attainment.
Priority Weight 6,7 ,8,9: Special weight granted for obtaining key certifications
and management responsibilities for supervisors,
division chiefs, or department heads.
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12.03 DISTRIBUTION OF FUNDS POLICY
12.03.01 PURPOSE:
To define the methodology of distributing funds and maintaining cost control on
distribution of funds for the Program For employees.
12.03.02. POLICY:
The Village of North Palm Beach, in an effort to maintain control on the cost of
distribution of funds for the Program, recognizes the need to distribute funds
equitably and fairly. Furthermore, it is the policy of the Village to not allow the
Program to be circumvented by inappropriate application of the evaluation process.
12.03.03. OBJECTIVES:
The objectives of the distribution policy are as follows:
a. Pay for performance increases are to reflect an equitable and fair response to
performance evaluations as described in the Policy Statement and Performance
Evaluation Policy.
b. To avoid top-loading of funds available for pay for performance to one category of
evaluation, thereby circumventing the intent of the program.
c. To maintain flexible criteria on an annual basis that will be in response to the
amount of funds available.
d. To effectively manage the evaluators by including their objectivity and efficiency
in evaluating as part of their evaluation.
12.03.04. GUIDELINES:
The Village Council will determine the distribution of funds through the budget
process with the Village staff.
a. In all cases, the Village will withhold 10% of the total departmental distribution
amount as a set aside to be used for adjustments by the Village Manager to round
out mathematical fractions and correct any inequities in the program.
b. Performance evaluations and fund distributions will not be subject to appeal or the
• grievance process.
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• c. Evaluations will be completed during June of each year. Pay for performance
increases will be distributed based on the employee's annual performance
evaluation score as budgeted by the Village Council. The Village Manager or his
designee will be responsible for reviewing the distribution of evaluation ratings
within Departments and across Departments. The Village Manager may require
supplemental evaluations as needed to correct inequities in the program.
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