That's an awful lot to pack into an incentive program
I was on a committee that looked at them for our bank and my final theory on this is....hire a consultant who can help with some industry standards
(I'm not one so I'm not advertising)
There are so many regional questions to be answered (ie on the amounts, etc) and competitive concerns.
One thing I highly suggest, from experience at banks with different programs, is that you do not link the basic job skills into the incentive program. Instead, link incentive to performance of those basic skills (ie you do not receive incentive if your review is not X level).
The other thing that I think is HIGHLY important, is that incentive be somewhat team driven. While you can have discression in rewarding a top preformer, if you don't link it to team performance you can end up with some serious problems. For instance, I used to lock my office at night because the incentive program at a bank I used to work at rewarded anyone who closed a loan. This meant that if docs were faxed to the branch, people would RUSH to the fax machine and call the client to come in and close, then they'd receive the incentive. It didn't matter that the relationship was with one banker, and that the work had all been done by that banker, it was purely based on who initialed the docs at closing. It meant we had a low trust, slimey envirnment to work in. The clients could see what was happening. It was just ugly!!!