1990-049-Amending Management Performance And Compensation Plan Effective February 18, 1990 Through June 30,1991RESOLUTION NO. 1990 -49
RESOLUTION OF THE TOWN OF LOS GATOS
AMENDING MANAGEMENT PERFORMANCE AND COMPENSATION PLAN
EFFECTIVE FEBRUARY 18, 1990 THROUGH JUNE 30, 1991
BE IT RESOLVED, by the Town Council of the Town of Los Gatos, that the
Management and Compensation Plan for the Town effective February 18 through June 30,
1991 (a copy of which is attached hereto) is hereby approved.
PASSED AND ADOPTED at a regular meeting of the Town Council of the
Town of Los Gatos, California, held on the 5th day of March, 1990 by the following vote:
COUNCILMEMBERS:
AYES: Joanne Benjamin, Eric D. Carlson, Robert L. Hamilton, Brent N.
NOES:
ABSTAIN:
ABSENT.
Ventura, Mayor Thomas J. Ferrito
SIGNED.
,ATTEST.
r y '
TOWN CLERK OF THE TOWN 9F LOS GATOS
MG RORDRES:A: \3 -5 -9. MGT
TOWN OF LOS GATOS
MANAGEMENT PERFORMANCE AND COMPENSATION PLAN
BACKGROUND
The Town management performance and compensation plan emphasizes performance
demands while at the same time provides adequate compensatory incentives. This
plan is based upon the assumptions that:
1. Managers are not extended technicians but rather are individuals
with the unique responsibility for analyzing and synthesizing the
input of subordinates, peers, and the public in making decisions
regarding the allocation of human and financial resources for which
they should be held accountable; and
2. A compensation plan for management should not just provide a
financial gain for employees but should also create direct benefits
to the Town organization and the public it serves.
The overall objective of the plan is to establish regularly utilized, practical,
and uniform performance measurement and related compensation procedures. It is
intended that adoption and implementation of this plan will solidify management
from a labor relations and morale standpoint and will facilitate increased
productivity in response to Town Council policy decisions, administrative
direction, and resident needs. The processes by which compensation is set will
help to attract and retain competent personnel and to encourage their
professional development. Individual salaries and the supplemental benefits
which form the compensation package are not set based upon historical precedent
but upon standards of performance understood by all levels of management.
PLAN ELEMENTS
Participants
Attached as Appendix A is a list of the positions designated as management. The
list includes department heads, division heads, and other professional and
administrative level personnel whose scope of responsibility have a major impact
upon the organization and the services it provides.
Salary
Sound personnel practices dictate that maximum salary levels should be based on
the following considerations:
1. Prevailing labor market conditions.
2. Ability of the Town to pay.
3. Local cost of living.
4. Organized employee group increases.
5. Internal organizational relationships.
6. Each position has a maximum dollar value to the community.
Good management practice dictates that individual management salaries should
relate the above considerations to predetermined levels of performance. The
salary setting process outlined in this section and the procedures recommended
for future utilization are intended to weight the above elements appropriately
and apply them systematically.
At least every two years, the Town Manager's office will complete a survey of
local and similar municipal employers and review various internal salary
relationships among Town management personnel. On the basis of this analysis,
management salary will be established for the fiscal year (see Appendix B). See
Appendix C for applicable cities.
1. Additionally, in non - survey years, recommendations for adjustments
to levels may be offered in order to maintain the competitiveness
of the Town's salary structure.
2. Funding for management salary increases will be requested by the
Town Manager in the proposed operating budget. These requests will
take into consideration the Town's ability to pay, prevailing wage
concept, and increases provided organized employees. The same
requested will be sufficient to provide both prevailing wage
maintenance adjustments and incentive increases to deserving
employees. However, all funds will be allocated based upon the
outcome of performance evaluations.
3. After adoption of the Town's operating budget, management
compensation will be allocated to departments on the basis of the
relation each department's management payroll has to total
management payroll. Department heads will allocate these
appropriations to subordinates based upon the results of the
completed performance evaluation process described in the evaluation
element of the program. Increases will be granted to department
heads by the Town Manager on the same basis.
The Town Manager will review all completed performance evaluations
and will have final authority to approve all salary changes for
management employees.
4. An amount equal to two percent (2%) of management compensation will
be budgeted and reserved for use by the Town Manager. The Manager
may utilize these funds and funds remaining after performance
increases are allocated by department heads to recognize exemplary
performance as defined in the Evaluation element. Exemplary
performance increases will be provided on a one -time, lump -sum
basis, and shall not be considered part of an employee's base pay.
5. All management employees have the option to assume payment of their
own PERS contribution at the beginning and during the last one year
of their employment with the Town. The monies previously paid to
PERS by the Town to cover the employee's contribution will be added
to the employee's salary. Employees may opt to include vehicle
allowance as part of gross salary in their last year for purposes
of final year compensation calculations. An employee who does opt
for this conversion and proceeds to pay the employee's contribution
shall not be forced to retire within one year nor shall the
employees have the option to revert back to Town -paid employee
contribution.
The Town shall amend its contract with PERS to permit Management
employees to purchase credit for military service time.
SUDDlemental Benefits
Benefits should be considered part of compensation paid. As such, the benefits
provided by the Town should be competitive with the market. In order to
determine the position of the Town's benefit package in relation to the
"competition ", benefit information is also included in the survey of other
municipalities.
In addition to being competitive, a benefit program should be feasible from an
administrative standpoint and should be integrated fully into the compensation
and performance plan. The benefit package should be complementary and supportive
and viewed in perspective with the Town's ability to pay, the program provided
organized employees, and internal classification relationships.
The full implementation of the total compensation and performance concepts
outlined in this plan will require that changes be made in the methodology by
which supplemental benefits are allocated. The actual dollar amount (up to the
maximum specified for each grouping) granted to each individual will be
supported by his /her performance evaluation. Each individual may then use
his /her benefit grant to "purchase" those items which best suit his /her personal
needs. A list of dollar cost items will be developed by staff and made available
to employees. The list will contain a variety of benefits limited by
administrative load and market availability. Appendix D lists the current
benefit schedule and benefit selection guidelines.
Evaluation
The key element of this plan is the performance evaluation system. The
effectiveness of the system is dependent upon the planning that supports it and
may be measured by the quality of actual employee performance. The primary
purpose of an evaluation is feedback between the Manager, Department Heads and
other levels of the organization. Another purpose of the appraisal program is
to motivate each employee to work at his /her capacity and to provide a basis for
recognizing personnel in accordance with their individual performance and to
identify where work could be improved as it does not meet expected standards.
In the absence of a uniform and practical methodology for evaluation
performance, the overall goals and objectives of the organization may not be
translated into action plans, compensation adjustments may be made on the basis
of intuition or haphazard observation, and employees may not be held accountable
for important decisions.
As conceived in this report, the Town's management appraisal program is designed
as a communications process which not only permits but requires input and
feedback from all organizational levels in establishing goals, objectives, work
responsibilities and standards of performance measurement. The methods and
techniques proposed are intended to be applied uniformly in all departments and
divisions. The program is flexible enough to be adaptable to the philosophy,
characteristics and operational methods of various organizational units.
Adoption and implementation of this plan element will establish a more accurate,
objective, and reliable method of measuring performance that will benefit the
Town and develop the individual manager.
The process of establishing performance standards begins with the adoption by
the Town Council of the budget. The budget represents the resources allocated
to attain certain organizational objectives. From the objectives set in the
budget, the manager responsible for each organizational segment (department
division, section) will develop a management plan which will indicate each
segment's goals, objectives, and work program as they tie into the goals,
objectives, and work programs of the next highest organizational segment. All
performance targets will contain milestone dates for interim measurement
purposes. It is anticipated that factors outside the individual employee's
control may occur affecting due dates. These conditions will be discussed and,
at the direction of the evaluator, dates and points may be modified.
All contract projects completed in the assigned year will receive a numerical
score depending on final completion date and alternative value of the project.
The performance targets (management performance contract) for an individual will
consist of his /her specific work responsibilities to be accomplished during the
fiscal year. Each performance target will be accompanied by performance
measurements (quantitative or qualitative) . This approach assumes that extensive
dialogue will occur between an individual and his /her immediate superior in the
establishment of work programs. It also assumes that there will be a continuing
dialogue regarding work programs throughout the term of the contract. Contracts
may be changed at any time with mutual consent of the parties to the contract.
Performance targets will be defined in quantifiable terms where possible.
However, it is recognized that not all programs can be fully evaluated in
quantifiable terms. It is also recognized that many programs are influenced by
uncontrollable external forces. Therefore, performance contracts may include a
performance target entitled "Program Evaluation" with a value not to exceed 25%
of the point value assigned to the program. The point score awarded this
performance target will be based on an overall program evaluation considering
any factors not measured by specific performance targets, and the response of
the program to uncontrollable external forces. The performance target may also
be used to recognize where negative performance can be improved.
It should be noted that each objective and activity will be weighed by assigning
a point value to it. Performance values are derived by multiplying point values
by the percentage of results achieved. Completion of all work programs will
result in the attainment of all objectives and a performance value score of 100.
Incomplete accomplishment of work programs will result in a score of less than
100.
An employe may have up to ten (10) points added to his /her score based upon
elements not contained in the formal management performance contract. These
points may be granted by a supervisor based upon items such as the development
and implementation of new programs; efficient and effective operation of on-
going programs; completion of special projects; or accomplishments in areas of
concern, such as conservation, inter - departmental communications, improved
community relations, staff development, and quality of written or oral
communications addressed to superiors or the Town Council. Points added in this
manner must be accompanied by written documentation as to the accomplishment or
achievement and the basis for establishing the relative value. An employee may
become eligible for an exemplary performance award by achieving a total
performance score of 100 or more. The performance of such employees will be
reviewed by the Town Manager, who may grant exemplary performance increases in
the manner and up to the maximum dollar amount provided as discussed previously.
All other performance appraisals will also be reviewed by the Town Manager. A
list of special projects will be identified annually by the Manager with the
adoption of the plans for which the individual may receive points on the
management contract or be considered for an exemplary performance award.
For compensation purposes, the total performance score is expressed as a
percentage and multiplied by the maximum percentage salary increase available
to management employees.
The minimum salary increase available to Management employees will be that
available to bargaining unit employees.
Salary ranges for Management personnel will be reviewed annually by
classification and will be adjusted by either the % available to the Town's
bargaining units or adjusted to reflect the results of the market survey (see
description of market survey) whichever is greater. The top of the range is
considered the control point. An individual's pay can exceed the control point,
but any increase above the control point is subject to re- evaluation annually.
An individual's compensation adjustment will be based on performance as
demonstrated by the review of the Management Plan and the % accomplished. An
individual may receive no increase or any amount up to the total $'s available
for annual increases, subject to a maximum of 10 %. As indicated above, the top
of the salary range for the classification will be adjusted at a minimum by that
percentage granted to the bargaining unit, but may be adjusted higher based on
the Management compensation survey. No individual, however, is guaranteed to
receive the same increase. All increases will be based on performance.
To determine the total available for Management increases, the following will
occur:
Market survey of comparable positions in similar organizations. See
Attachment C for list of selected agencies.
Ranges by classification will then be adjusted considering the
market survey average and the % granted to the Town's bargaining
units.
- The dollar difference between the current actual Management salaries
paid and the dollar change in Management ranges will be available
for Management compensation increases.
Management employees will then be eligible to receive an increase
from 0 to 10% based on performance limited to the total dollars
available for Management personnel. Department heads will recommend
increases for their Management personnel to the Town Manager who
will give final approval to the increases on a Town -wide basis.
As indicated, individuals may exceed the top of their salary range
(control point) but will be re- evaluated annually and may
subsequently be paid an amount lower than the top of the range.
Draft management contracts shall be submitted to the appropriate manager no
later than July 15 of each year. Contracts will be finalized no later than
August 1 of each year. If a contract is not prepared and finalized no increase
will be considered.
Management performance shall be formally evaluated on a quarterly basis. The
Manager or superior have a continuing responsibility throughout the year to
review efforts vis -a -vis work program milestones and to take actions necessary
to ensure performance targets are achieved. Any modifications which result from
quarterly review will be considered by higher levels of management in accordance
with the establishment of the employee's initial goals and objectives. It is
anticipated that assumptions outside the individual employee's control under
which goals and objectives are established may be altered. Through periodic
performance review sessions (which may occur throughout the year), these
conditions should be discussed and performance plans modified to include
additions, deletions, and data changes with mutual consent of the employee and
his /her immediate supervisor. The importance of the appraisal process cannot be
under - estimated. It is recognized that competent managers will regard this
process as an ongoing responsibility and participate with subordinate managers
on programming objectives, planning work programs, establishing and revising
measurement standards as appropriate, and counseling and training newly
appointed managers. The actual performance evaluation and allocation of
compensation are the culmination of the entire evaluation program. Completed
evaluations will be retained as part of an employee's personnel history. The
evaluated employee may attach to the evaluation form any written comments and
these will become a part of the report as well.
SALARY ADJUSTMENTS FOR NEW HIRES
Management employees hired during the fiscal year will complete a management
plan within 30 days of their appointment. The employee will then be eligible for
a salary increase based on what portion of the plan is completed by year -end.
The general duties will be pro -rated by the number of months of employment with
the Town. For example, an employee hired on January lst of the fiscal year would
be eligible for 6/12 of the points for general projects. Specific projects
completed will receive full- value.
Bonus points may be added to an individuals performance based on specific
documented accomplishments which could warrant up to the full increase available
under the management compensation plan.
SALARY ADJUSTMENTS FOR MANAGEMENT EMPLOYEES ON EXTENDED LEAVE
An incumbent management employee who is on extended leave from his /her position
due to sickness, disability, or employee- initiated leave without pay status
shall receive no salary adjustment until returning to full -time work. The
employee will then be considered for an adjustment when a complete year of work
has elapsed since their last evaluation. Time absent will rounded to the closest
month. Salary adjustments, if any, will become effective after the employee has
completed a full year since their last evaluation /increase.
Vacation or sick leave may not be used intermittently during an extended leave
to interrupt a determination that an employee is absent for any full calendar
month period. Vacation or sick leave may be used to assure continuation of
payroll status in order to retain insurance benefits under the cafeteria
benefits program.
Employees who are absent from work due to work - related disability shall not be
subject to the provision above and will be considered for a salary adjustment
on their anniversary date.
LEAVE ACCRUALS
Management employees shall not accrue vacation or sick leave during any period
of unauthorized leave, suspension without pay, or leave without pay.
EXEMPLARY PERFORMANCE AWARDS
As provided in the plan, these awards are discretionary on the part of the Town
Manager, Awards are available only for employees scoring 100 points or more on
their individual performance evaluations. Awards may be made on either a
percentage or flat dollar amount basis each year so long as all awards during
any one year shall be either on a percentage basis or a flat dollar amount and
shall be considered one -time, non - recurring awards.
OVERTIME COMPENSATION FOR PUBLIC WORKS AND PARKS MAINTENANCE SUPERVISORS
All overtime worked shall be compensated at time and one -half. The employee may
choose whether overtime worked shall be accumulated as CTO or paid out subject
to a maximum accumulated overtime (CTO) of one hundred (100) hours.
No more than 50 working hours maximum time off will be allowed in conjunction
with any other leave. Annual review of the impact of those changes will occur
to determine if there is any adverse impact on department operations.
CONTINUATION OF BENEFITS
Management employees shall continue to receive cafeteria fringe benefits so long
as those employees remain on the Town payroll.
PLAN REVIEW
In order to assure the continued relevance of the Management Compensation Plan
to both the Town and its management personnel, the Plan shall be reviewed in its
entirety annually or as necessary throughout the year. That review shall include
discussions with affected management personnel.
PERSONAL LEAVE
Each management employee will be eligible for a maximum of 40 hours personal
leave each calendar year. Personal leave is to be taken at employee discretion.
Personal leave may not be carried over from year to year, nor may it be cashed
out.
SICK LEAVE CASH -OUT
Beginning with the 12 month period from 12/01/81 to 11/30/82, and annually
thereafter, management employees may, at their individual discretion, cash -out
accumulated sick leave as follows:
Sick
Leave Use
Eligible
for
12/01
to 11/30
Cash -out
00 -
24 hours
6 days at
75% value
25 -
32 hours
6 days at
2/3 value
33 -
48 hours
6 days at
50% value
In order to be eligible for the annual sick leave cash -out program, an employee
must have a sick leave accrual balance of at least 22 days on November 30 of the
year cash -out is taken.
CAR ALLOWANCE
All management personnel shall receive a car allowance of at least $200 /month
unless an incumbent is not required to possess a valid California driver's
license as a condition of employment.
If exceptional work circumstances warrant, the Town Manager may assign a Town
vehicle to a management employee for official use only. Town vehicles so
assigned may be used by employees for transportation to and from home /work;
vehicles may not be used for any personal business whatsoever.
ADMINISTRATIVE LEAVE
Upon approval of his /her department head (or by the Town Manager in the case of
department heads) , management employees are eligible for up to 40 hours
administrative leave with pay per calendar year. This leave is not cumulative
from year to year; not may this leave be cashed out.
Administrative leave may be granted in recognition of extraordinary work hours
by management personnel. Specific examples include unanticipated emergency
situations, extraordinary Council or Commission meetings, and extensive weekend
work.
DISABILITY INSURANCE
Management employees shall receive Town paid disability insurance providing
disability benefits equal to sixty percent (60%) of salary subject to a thirty
(30) day waiting period for insurance benefits.
LIFE INSURANCE
Management employees shall receive Town paid life insurance coverage providing
cover of $50,000 life and $50,000 accidental death benefit.
Additional life insurance is available through the management cafeteria plan.
EMPLOYEE ASSISTANT PROGRAM
Management employees shall have the employee assistance program available to
them. The premium shall be paid by the Town.
VISION CARE
Reimbursement for vision care shall be available for employees only at a rate
of $120 annually. Reimbursement will be available for eye exams and the cost of
prescription eyeglasses /contact lenses only. Employees shall utilize any medical
coverage provided by their medical carrier prior to requesting Town
reimbursement. Additional reimbursement shall be available from the Management
Cafeteria Plan.
CAFETERIA BENEFIT OPTIONS
FY 1989 -90
Medical Coverage
Single
Kaiser $1,261.80
Lifeguard 1,486.29
Stateco (Preferred 100) 2,226.84
Dental Program
California Dental Health Plan
Additional Life Insurance
Deferred Compensation
Uniform Allowance
Medical Examination
Local Memberships
Management Development
TOTAL
Double
$2,511.16
2,972.40
4.395.12
Family
$3,357.60
4,086.60
4,395.12
NOTE: Medical examination allocations may be used for eye examination and
the purchase of prescription eyewear.
Local membership allocations may be used for reimbursement of
membership costs for "in- Town" facilities and organizations only.
AMOUNT
$407.16
See Appendix D for current allocation to Management supplemental benefits.
1. For all current employee, benefit selections must be made prior to
the beginning of each fiscal year. No changes to selected dollar ($)
allocations may be made after that time. Dependent status changes
may be made during the fiscal year. However, changes increasing
contribution rates must be borne by employees through payroll
deductions. No refunds or reallocations of benefit dollars may be
made for reductions in dependent coverage or insurance rate changes.
Insurance rate increases beyond those already incorporated in the
rates listed will be borne by the Town.
2. All benefits selected from the cafeteria plan must be paid for in
full from the maximum benefit provided except when the maximum is
insufficient to cover all insurance coverage selected. In such case,
the premium amount not funded by the Town - provided benefit shall be
paid through an employee deduction applied against the medical
premiums.
3. Funding for deferred compensation may only be provided after all
other benefits selected by the employee be paid for in full from the
maximum benefit provided.
4. No unexpended dollar amounts associated with selected benefits may
be disbursed to a terminating employee.
5. All benefit selections are subject to State and Federal rules,
regulations, and laws regarding employee benefits and tax status.
No guarantee is made regarding the tax - exempt status of any and all
benefits presented or selected.
6. Management employees will be eligible for benefits on the first day
of the month following their hire date. They will be eligible for
a total benefit calculated as follows:
Number of months left in fiscal year divided by 12 multiplied by
appropriate group benefit - total benefit.
7. All requests for reimbursement must be approved in advance on a
Request for Reimbursement Form. The employee may select to receive
reimbursement before or after completion of the course. All expenses
must be documented, however, with a copy of the course description,
flyer, registration packet, etc. Receipts must also be submitted for
any books.
Following completion of the course, documentation must be submitted
to reflect satisfactory completion, i.e., passing grade, or
verification of completion of the course. If reimbursement (or
advance) is requested prior to course completion, documentation of
satisfactory course completion must be submitted within 3 months of
the completion of the course. Documentation within the prescribed
time frames is the responsibility of the employee.
If documentation is not received, a deduction will occur on the
paycheck to cover the expenses advanced the employee will be
notified in advance prior to any deduction from the pay check. All other
finance and paperwork procedures must also be followed.
8. Claims for medical examination reimbursement shall be signed by the
individual employee and the department head. Requests for approval
of claims for reimbursement for medical examinations shall show the
total charges for medical examination up to the maximum
reimbursement allowable. The claim form shall be signed by the
individual employee and shall be accompanied by an invoice from the
physician.
APPENDIX A
MANAGEMENT POSITIONS
Assistant Town Manager
Associate Civil Engineer
Community Services manager
Director of Building Services
Director of Parks, Forestry, and Maintenance Services
Finance Manager
Information Systems Technician
Library Director
Maintenance Superintendent
Parks and Forestry Superintendent
Parks Maintenance Supervisor
Planning Director
Police Chief
Police Captain
Public Works Maintenance Supervisor
Records and Communications Supervisor
Senior Planner
Town Engineer
REV. 02/28/90
APPENDIX B
MANAGEMENT SALARY LEVELS
1990 -91
Miscellaneous Management
Police Chief
Planning Director
Assistant Town Manager
Director of PFM
Town Engineer
Police Captain
Library Director
Director of Building Services
Associate Civil Engineer
Senior Planner
Finance Manager
Parks /Forestry Superintendent
Maintenance Superintendent
Community Services Manager
PM Supervisor
PW Supervisor
Records and Communications Supervisor
Information Systems Technician
02/90
$74,152
67,829
63,918
66,040
66,040
63,274
60,902
60,902
56,805
56,805
55,973
55,973
55,973
55.973
48,672
48,672
48,672
41,995
APPENDIX C
*Campbell
Cupertino
*Gilroy
*Los Altos
Milpitas
*Morgan Hill
Mountain View
Palo Alto
San Jose
Santa Clara
Santa Clara County
*Saratoga
Sunnyvale
Review to include:
- Average of all agencies listed
- Average of agencies starred
APPENDIX D
MANAGEMENT SUPPLEMENTAL BENEFITS
FY 1990 -91
Vacation
Years of Accrual
Item Service (Days)
Group I
Assistant Town Manager
Director of Building Services
Planning Director 0 -4
Police Chief 5 -10
Town Engineer 10+
Director of Parks,
Forestry and
Maintenance Services
Library Director
Group II
Associate Civil Engineer
Maintenance Superintendent 0 -5
Parks Maintenance Super 6 -14
Parks /Forestry Supt
Police Captain 15+
Public Works Maint.
Supervisor
Police Captain
Police Lieutenant
Senior Planner
Community Services Manager
Finance Manager
15 days
20 days
25 days
15 days
20 days
25 days
Cafeteria
Sick Life Benefits
Leave Insurance Allocation
1. All management employees must take at least ten (10) days of
vacation per calendar year. (Employees are exempt from this
provision until their second calendar year of employment with the
Town.)
2. a. An employee with 0 -5 years of service who has a vacation
balance after meeting the requirements of #1 above may
request to be paid in full for up to ten (10) days'
accrued vacation in any one calendar year. Annual cash -
outs will be available during December of each calendar
year.
$5,746
per year
$5,246
per year
b. An employee with 6 -14 years of service who has a
vacation balance after meeting the requirements of #1
above may request to be paid in full for up to twelve
(12) days accrued vacation in any one calendar year.
Annual cash -outs will be available during December of
each calendar year.
C. An employee with 15+ years of service who has a vacation
balance after meeting the requirements of #1 above may
request to be paid in full for up to fifteen (15) days'
accrued vacation in any one calendar year. Annual cash -
outs will be available during December of each calendar
year.
OCT -04 -1999 07 :28 FROM 8696 63 567 42867
woe
TO:
FROM:
SUBJECT
DATE:
TO
OFFICE OF THE TORN MANAGER
ALDO GIORDANO, PW MAINTENANCE SUPERVISOR
STEVE REGAN, PW MAINTENANCE SUPERVISOR
AL TERRA, PW MAINTENANCE SUPERVISOR
GORDON BOWERS, PARKS SUPERVISOR
DEBRA J. FIGONE, ASSISTANT TOWN MANAGER
AMENDMENT TO MANAGEMENT PLAN REGARDING
FEBRUARY 27, 1990
3548431 P.01
As you are aware, the Town Council has conceptually approved amending the
Management Compensation Plan to provide overtime for your classification. The
Council will take official action on this with the adoption of the Management
Plan on Monday, March 5, 1990, Upon adoption, the effective date for this
amendment would be February 18, 1990.
Consistent with what is currently available for the Sergeants, you will be able
to accrue compensation time up to a cap of 100 hours. No more than 50
compensation time hours'will be allowed as time off in conjunction with any
other leave. The use of compensation time is subject to approval by the Town.
If you have any other questions, please feel to contact me.
cc: Bob Bryant, Director PFM
Larry Todd, Deputy Town Manager /Police Chief
Michele Braucht, Finance Manager
Martha Escobedo, Administrative Technician
Personnel File
NGi01 S :o: \rrF.MOS':r�nENo- OT.OJF
TOTAL P.01