HomeMy Public PortalAbout11) 7H Reso 13-4921 Employee Classification Plan_Page_01ADMINISTRATIVE SERVICES DEPARTMENT
DATE: June 4, 2013
TO: The Honorable City Council
MEMORANDUM
AGENDA
ITEM 7.H.
FROM: Jose E. Pulido, City Manager
By: Tracey L. Hause, Administrative Services Director
SUBJECT: ADOPTION OF RESOLUTION NO. 13-4921 ADOPTING AN EMPLOYEE
CLASSIFICATION PLAN
RECOMMENDATION:
The City Council is requested to adopt Resolution No. 13-4921 (Attachment "A"), adopting
an Employee Classification Plan.
BACKGROUND:
1. On June 10, 1999, a compensation survey, proposed reclassifications, and
recommendations regarding salary grids and cost of living adjustment were
considered by the City Council. The minutes indicate that after a lengthy discussion,
the City Council agreed the previously approved plan should remain the same.
There is no other record found of the City adopting a formal classification plan.
2. On June 19, 2012, the City Council adopted the Fiscal Year (FY) 2012-13 City
Budget. The adopted City Budget included an appropriation of $30,000 for a City
Classification and Compensation Study ("Study") in which plans for Classification
and Compensation ("Plans') would be developed.
3. On June 26, 2012, the City issued a Request for Proposals (RFP) for the Study.
4. On July 13, 2012 at 6:00 p.m., the deadline for proposals, the City received three
proposals from Public Sector Personnel Consultants, Ralph Anderson &
Associates and RSG (Reward Strategy Group).
5. On August 7, 2012, the City Council authorized the City Manager to negotiate a
professional services agreement with Ralph Anderson & Associates ("consultant') for
a Study.
City Council
June 4, 2013
Page 2 of 4
6. On August 8, 2012, the City executed a professional services agreement with Ralph
Anderson R Associates for the Study. This Study covered both full time and part-
time employees.
7. During the week of September 24, 2012, the consultant met with all available City
staff members to discuss current duties in order to ensure all job classifications could
be accurately updated.
8. On December 18, 2012, the City Council adopted revised Personnel Rules for full
time and part-time employees.
9. On December 21, 2012, staff met with the then City Council Mid -Year Budget Ad Hoc
Committee (i.e., Mayor Pro Tem Blum and Councilmember Vincent Yu) to review the
draft Plans.
10. On January 1, 2013, the staff administratively implemented a revised evaluation
process for all City staff.
11. On April 24 and April 29, 2013, staff met with the City Council Budget Ad Hoc
Committee, (i.e., Mayor Sternquist and Councilmember Vizcarra) to review the
draft Pians and the ray for Performance bonus Tian ana tney recommenaea tnat
the City Council adopt Plans for all City employees. Further they recommended the
City Council adopt the Pay for Performance Bonus Plan for employees in the City's
personnel system (i.e., regular employees). Pay for Performance Bonuses for at -
will employees are stipulated by their employment agreements.
With the reorganization, merging Finance, Personnel and Information Technology into a
new Administrative Services Department approved by the City Council as part of the FY
2011-12 City Budget, the Administrative Services Department has been addressing
inconsistencies with the current practices related to personnel matters and has
recommended up-to-date best practices. Staff has approached this project in 'three
phases:
• The First Phase was to complete a thorough review and revision of the current
Personnel Policies to ensure consistency with the City's Charter and Municipal
Code and make sure they are not in conflict with Federal and State law and in
accordance with personnel best practices;
• The Second Phase was to administratively revise the current employee
performance evaluation process; and
City Council
June 4, 2013
Page 3 of 4
• The Third Phase was to complete a review of all current job classifications
(Classification Plan) and compensation (Compensation Plan) and request that
the City Council consider a Pay for Performance Bonus Plan for regular
employees.
In order to execute this Third Phase, staff has prepared three separate this staff reports
for implementation of the plans:
1) Adoption of an Employee Classification Plan;
2) Adoption of a Compensation Plan; and
3) Adoption of a Pay for Performance Bonus Plan.
This first report addresses the proposed Classification Plan. Staff reports addressing
compensation and Pay for Performance follow in the next two staff reports.
A classification plan is designed to provide a defensible and understandable rationale for
assigning individuals classifications based on the responsibilities they assume and
ultimately serve as the foundation for establishing salary recommendations. Specifically,
an ettectnve aassmcation pian proviaes for tree touowing:
• A current and accurate description of the various jobs performed;
• A basis for establishing a compensation program that is related to the nature of
the work performed; and
• A means of ensuring interval equity among the overall work force.
A classification plan can also be helpful by:
• Providing an improved basis for recruiting, testing and selecting employees;
• Establishing a framework for evaluating employee performance during
probationary and continuing periods of employment; and
• Identifying areas that are basic to employee training and programs.
The consultant has completed the attached Classification Plan (Exhibit "1" of Resolution
No. 134921), which has updated the job classification system to reflect current roles,
duties and responsibilities. Further, the consultant has also recommended six title
changes (found on Pages 131-3 of the consultant's report), of which staff concurs. The
consultant recommended title changes more accurately reflect industry standards for
comparable positions.
City Council
June 4, 2013
Page 4 of 4
Cdd.[d4,9Is] .F
In an effort to update the Administrative Services with the best practice policies and
procedures, the City completed an Employee Classification and Compensation Plan. City
staff has found the Classification Plan to be complete, thorough and concurs with the
recommendations of the consultant, including the proposed title changes.
FISCAL IMPACT:
This action does not have an impact FY 2012-13 City Budget or the FY 2013-14 City
Budget.
ATTACHMENT:
A. Resolution No. 13-4831, adopting an Employee Classification Plan
ATTACHMENT A_
RESOLUTION NO. 134921
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TEMPLE
CITY, CALIFORNIA, ADOPTING AN EMPLOYEE CLASSIFICATION
PLAN
WHEREAS, the City Council of the City of Temple City adopted revised Personnel Rules for full
time and part-time employees on December 18, 2012.
WHEREAS, Article 5, Section 2, of the revised Personnel Rules hereby states that the
Classification Plan shall be adopted by and may be amended from time to time by Resolution of the City
Council.
WHEREAS, Article 5, Section 1, of the revised Personnel Rules hereby states that, "The position
classification plan shall be so developed and maintained and that all positions substantially similar with
respect to duties, authority, responsibility and working conditions are included within the same class, and
that the same schedules of compensation may be made to apply with equity under the working conditions to
all positions in the same class."
WHEREAS, The City Manager has ascertained and recorded the duties and responsibilities of all
positions in the Classified Service, after consulting with Department Heads, and has recommended a
position classification plan for such positions in the attached Compensation Plan (Exhibit 1).
NOW, THEREFORE, the City Council of the City of Temple City does hereby resolve as follows:
SECTION 1. The City Council hereby approves the Employee Classification Plan dated March
2013.
SECTION 2. The City Clerk shall certify to the adoption of this resolution.
PASSED, APPROVED, AND ADOPTED on this 4th day of June 2013.
MAYOR
ATTEST: APPROVED AS TO FORM:
City Clerk City Attorney
(pi &Associates Ralph Andersen
CLASSIFICATION REPORT
CITY OF TEMPLE CITY
MARCH 2013
EXHIBIT 1
1 T r n el i t i o n a f' E c c e (l c n e e S i n c e 1 9
9800,'(,m/oN Row b Road, Sutle 4i 0, R .klm V5-05 1 k wc, 916'630,-I'IOo (4n. 910,104'LW] Wol,ite , of,, ralpliemlvm,
TABLE OF CONTENTS
11V 11CULUUllUN...................................................................................................................1
CONCEPTSDEFINED...........................................................................................................................................
1
STUDYPROCESS.................................................................................................................................................
1
REPORT ORGANIZATION AND FORMAT...............................................................................................................2
SECTION I CONCEPTS OF THE PROPOSED CLASSIFICATION PLAN .................................
3
DEVELOPING AN EFFECTIVE CLASSIFICATION PLAN...........................................................................................
3
CLASSIFICATION LEVELS....................................................................................................................................
¢
TITLING GUIDELINES: CLERICAL, MAINTENANCE, AND TECHNICAL...................................................................
5
TITLING GUIDELINES: PROFESSIONAL...............................................................................................................5
TITLING GUIDELINES: SUPERVISORY AND MANAGEMENT CLASS LEVELS...........................................................6
ADDITIONAL TITLING GUIDELINES....................................................................................................................
S
SECTION II RECOMMENDED CLASSIFICATION PLAN .......................................................
9
MASTER LIST OF CLASS TITLES..........................................................................................................................9
COMPARISON OF THE PROPOSED CLASSIFICATION FLAN W PPH THE CURRENT FLAN..........................................9
EMPLOYEEALLOCATIONS..................................................................................................................................11
SUMMARY.........................................................................................................................................................11
SECTION III GUIDELINES FOR PREPARING CLASS SPECIFICATIONS
............................12
OVERVIEWOFADA..........................................................................................................................................
12
ESSENTTAL JOB FUNCTIONS.............................................................................................................................
12
CLASS SPECIFICATION FORMAT........................................................................................................................
12
APPENDIX A MASTER LIST OF CLASS TITLES................................................................ A-1
APPENDIX B EMPLOYEE ALLOCATION LIST.................................................................. B-1
Ralph Andersen & Associates
INTRODUCTION
Ralph Andersen & Associates was retained by the City of Temple City to conduct a
comprehensive classification and compensation study encompassing approximately 85 positions
currently allocated to approximately 38 classes. This report presents the classification concepts
and recommendations supporting changes to the classification plan.
Concepts Defined
The first section of this report presents the Classification Concepts. Classification Concepts
provide information regarding the structure and guidelines used in defining the classification
plan. This section is followed by the recommended classification plan, which includes an
explanation of the major changes. The recommendations provided in this document were
reviewed with the City's management staff. Following this review, each employee received a
copy of their respective draft class specification in order to provide an opportunity to review and
comment on the preliminary recommendation for their particular position.
The concepts and recommendations presented in this document are based on Ralph Andersen &
Associates' analysis of the iob duties and related knowledge, skills, and abilities of all City
positions included in the scope of this study. Supporting this analysis, job analysis
questionnaires, class specifications, current organizational charts, and other background
materials were reviewed.
Study Process
A classification plan provides the basis for all classification and compensation study end
products. The processes employed to develop the classification plan included the following
tasks:
• Review and finalization of the study process with appropriate City staff
• Briefings with employees to explain the purpose of the study, the process, and the job
analysis questionnaires as well as to respond to questions from employees
• Completion of job analysis questionnaires by employees
• Review and analysis of completed questionnaires by the consultants
• Conduct of management conference interviews with department heads and appropriate
management staff to identify and clarify specific classification and compensation
concerns
• Conduct of employee interviews with a majority of employees to clarify
duties/responsibilities assumed and qualifications required by each position.
In developing the proposed classification plan for the City of Temple City, sound principles of
job analysis were used. The method of job analysis applied was the "whole job" analysis method,
which identifies classes that reflect distinct differences in levels and types of work performed as
Pagel
Ralph Andersen & Associates
determined through the application of relevant job analysis criteria. The criteria applied
included expertise, decision-making, management control, contacts, and working conditions.
Report Organization and Format
To facilitate review, the remainder of this report is organized into three sections and two
appendices containing the following information:
• Section I — Contents of the Prouosed Classification Plan — A summary and
description of the classification concepts used to define the proposed classification plan.
• Section 11 — Recommended Classification Plan — A written narrative of the
significant changes. The changes presented in the narrative follow the same order as the
attached Master List of Class Titles (Attachment A), which is organized generally by
Organization -Wide classes and then by job family within each department.
• Section III — Guidelines for Preuarine Class Specifications — An overview of the
Americans with Disabilities Act (ADA) requirements and a proposed format for the
revised classification specifications that supports implementation of the ADA.
• Attachment A — Master List of Class Titles — This table provides a master listing of
current titles and the corresponding recommended title. The classes are organized
generally by Organization -Wide classes and then by job family within each department.
• Attachment B — Emplovee Allocation List — This spreadsheet identifies all
employees within each department who are included in this study and the
wzC-_TM
The guidelines contained in this report will provide City staff with the tools necessary to
maintain the system over time as existing jobs change and/or new jobs are created.
Page 2
Ralph Andersen & Associates
SECTION I
CONCEPTS OF THE PROPOSED
CLASSIFICATION PLAN
The classification plan is the foundation of any personnel management system. As such, it must
be designed to provide a defensible and understandable rationale for assigning individuals to
classifications based on the responsibilities they assume, and ultimately serve as the foundation
for establishing defensible salary recommendations.
Developing an Effective Classification Plan
A classification plan provides materials that can be used for recruitment, compensation, legal
documentation, and a variety of other purposes. Specifically, an effective classification plan
provides the following:
• A current and accurate description of the various jobs that are performed
• A basis for establishing a compensation program that is related to the nature of the work
performed
• A--gpgafap+ .
rt
A classification plan can also be helpful by:
• Providing an improved basis for recruiting, testing, and selecting employees
• Establishing a framework for evaluating employee performance during probationary and
continuing periods of employment
• Identifying areas that are basic to employee training programs.
The job classes emerging from this analysis represent a carefully designed classification
structure based upon a clear definition and consistent use of class levels, class series, and titling
conventions,. For example, the titling of classes utilizes terms having consistent meaning across
all departments in the City, and the number of levels within a class series reflects clear
differences in levels of work performed by, or expected of, positions.
It is important to note that the classification plan is a "snapshot" of the organization, in
classification terms, at the time of the analysis. It is not static and, as the organization grows or
changes, must be amended and updated. The concepts, terms, and definitions included in this
report form the basis for that ongoing management and growth.
This chapter elaborates upon the classification concepts used to construct the classification plan
developed for the City of Temple City. The concepts addressed include the following:
• Classification Levels
• Titling Guidelines — Clerical, Maintenance, and Technical
• Titling Guidelines — Professional
• Titling Guidelines — Supervisory and Management Class Levels
Page 3
Ralph Andersen & Associates
• Additional Titling Guidelines
The specific classes recommended to be included within the revised classification plan are
presented in Section II.
Classification Levels
A job family is a group of two or more classes similar with respect to the duties performed but
different in terms of the complexity and level of responsibilities assumed. Within a job family
there may exist a classification at every level, or only at selected levels. It is important to note
that while two given job families may both contain, for example, a journey level classification,
the two journey level classes will likely be substantially different in the nature of the work
performed and may be evaluated quite differently for compensation purposes. Distinctions
between class levels within all job families may be expressed in terms of the complexity of
assigned duties and the amount of responsibility assumed at each level. For supervisory and
management classes, the levels are reflective of the City s organizational structure and thus
provide a picture of how the classes fit into the City's organization. The following definitions
generally describe the responsibilities assumed at each classification level identified.
• Ent ry level classes reflect positions responsible for performing more routine and
repetitive duties assigned within a series. In some instances, this class level is designed
to provide an on-the-job training opportunity under immediate supervision to an
employee who has limited directly related work experience. Generally, positions at this
level are not performing the full range of work assigned to the journey level class.
• .TonrnPy 1PIIP1 P1n CCPC ATP designed to recognize those positions flint renuire. the.
incumbent to perform a broad range of tasks relevant to the assumed duties, usually
under general supervision. A journey level position is fully trained in the scope of duties
associated with this class and performs the full range of assigned duties.
• Advanced Journev level classes possess a specialized, technical, or functional
expertise. Incumbents are typically assigned significant responsibilities above the
journey level, possess specialized knowledge, abilities, skills, and experience, and often
exercise independent judgment in the performance of job duties. Advanced journey level
classes may lead, oversee, and train subordinate positions. While advanced journey level
positions may plan, assign, and evaluate the work of subordinates, they are not
responsible for a major department work unit or section.
• The Supervisor class level recognizes supervisory positions that plan, assign, and
evaluate the work of subordinates and are responsible for a major departmental work
unit or section; positions at this level typically participate in the more complex functions
of the work unit in addition to having direct supervisory responsibility.
• The Division Head class level recognizes positions assigned full management,
administrative, and supervisory responsibility for a major division within a department.
• The Department Head class level recognizes positions with full management
responsibility for a major City department and report directly to the City Manager or
Assistant City Manager.
The following sections clarify more fully the scope of duties assumed, nature of supervision
received, and titling guidelines used to reflect each class level within the clerical/maintenance/
technical, professional, and supervisory/management job families.
Ralph Andersen & Associates
Titling Guidelines: Clerical, Maintenance, and
Technical
For the clerical, maintenance, and technical job families, distinctions between levels in a class
series are expressed in terms of the scope of duties assumed and the nature of supervision
received and exercised. The following subsections identify the scope of duties assumed and the
nature of supervision received and exercised, which typically reflect each level within the
clerical, maintenance, and technical job families, as well as the associated titling guideline.
Entry Level — "P' or "Assistant" Classes — Entry level classes recognize positions in
which assignments are generally limited in scope, contain fairly routine tasks, and are
performed within a procedural framework established by higher level employees. This
class may provide on-the-job training to employees with limited related work experience.
Typically, the employee works under immediate supervision, and as experience is
acquired, the employee performs with less immediate supervision. Although many entry
level classes are intended to provide training to incumbents for advancement to the
journey level, some entry level positions are assigned primarily routine work and are not
considered to be training positions. The "I" or "Assistant" designations are commonly
used in the title of classes at this level.
Journev Level — "IP' or "Associate" Classes — Journey level classes recognize
positions that require the incumbent to work under general supervision and within a
framework of established procedures. Incumbents are expected to perform a full range of
duties with only occasional instruction or assistance. Positions at this level frequently
work outside the immediate proximity of a supervisor. Work normally is reviewed only
on emmriletion and fur overall rPsiilts- Jonrnev level nositinns mavhe. exneeted to n_ rovide
limited training and assistance to less experienced staff, as appropriate. The "II" or
"Associate" designations are commonly used for this class level. For classes where there
is no designation after the title, it is assumed that employees in those classes perform
their duties at the journey level.
Advanced Journev Level — "Senior" or "Lead" Classes — Advanced journey level
classes recognize positions that assume responsibility for more specialized and complex
functions assigned to the class series. This class level is often used to recognize positions
that (1) require a technical or functional expertise beyond the journey level and/or (2)
are considered strong lead positions that are expected to regularly provide functional
and technical supervision over subordinate positions. Advanced journey level classes
with lead supervisory responsibility perform the full scope of work assigned to classes
within the series and, in addition, have daily responsibility for leading, overseeing, and
training subordinate staff. The "Senior" or "Lead" is used to denote this level.
Titling Guidelines: Professional
Professional classes perform duties of a complex analytical nature requiring a skill and ability
level typically achieved through a formal, higher education or training program. Professional job
families may include classes at the entry through advanced journey levels.
The following subsections define the scope of duties typically assumed and the nature of
supervision received and exercised at the entry, journey, and advanced journey level within a
professional class series. As compared to other class levels within the City, distinctions between
professional class levels differ primarily in terms of the level of training and education required,
decision-making, and supervision received and exercised.
Page 5
Ralph Andersen & Associates
Entry Level Classes — Entry level professional classes are designed to provide on-the-
job training opportunities. Incumbents typically have appropriate specialized training
with little or no job-related experience. Positions at this level perform a significant
portion of the work assigned to the journey level, but without the independence or full
responsibility expected of positions at the journey level. Assignments are generally
limited in scope and set within procedural frameworks established by higher-level
positions. As experience accrues, however, the incumbent is expected to perform with
increasing independence. The "I" or "Assistant' designations are commonly used to
denote this class level.
Journey Level Classes — Journey level professional classes include positions that
perform a full range of complex analytical tasks and work under direction within a
framework of established procedures. At this level, incumbents work with only
occasional instruction or assistance and, therefore, require some level of prior related
work experience. Employees in a professional journey level classification may be
expected to exercise supervision over subordinate clerical or technical staff; however,
supervisory responsibilities are ancillary to the main intent and focus of the position.
Positions at this level may assume responsibility for a specific program area. Work is
normally reviewed only upon completion and for overall results. The "II" or "Associate"
designations are commonly used to reflect classes at this level. Where there is no
designation after the title, it is assumed that the incumbent performs the assigned duties
at the journey level.
Advanced Journev Level Classes — Advanced journey level professional classes
possess a significant level of specialized, technical, or functional expertise beyond that
expected at the journey level. Positions at this level require highly specialized knowledge,
abilities_ skills. and exnerience. and often exercise indenendent iudement in the
performance of their duties. Advanced journey level classes may exercise supervision
over professional subordinate positions, or assume responsibility for coordinating a
defined program. The term "Senior" is typically used to designate classes at this level.
Titling Guidelines: Supervisory and Management
Class Levels
Distinctions between class levels and the scope of duties assumed at each level within the
supervisory and management group are clarified below and on the following pages. As indicated,
distinctions between class levels take into account organizational impact, decision-making
responsibilities, and management control.
• Supervisor —The term "Supervisor" is used in the job title of those classes where the
focus of the class is on the direct supervision and coordination of a significant work unit
within a division or department and includes hands-on work activities. Classes at this
level:
— Supervise, assign, and review the work of subordinates in assigned section or
work unit
— Work under direction or general direction, assuming responsibility for a program
or function(s) and carrying out necessary activities without direction except as
new or unusual circumstances require
— Monitor and review work in progress, and provide technical assistance and
guidance
— Ensure that appropriate policies and procedures are followed by subordinates
Page 6
Ralph Andersen & Associates
— Assume responsibility for recommending a variety of personnel actions in such
areas as performance evaluation, training, selection, and disciplinary measures
— Perform the most difficult and complex duties of the work unit
— Recommend procedures consistent with departmental directives, policies, and
regulations, which are developed by higher-level management staff
— Participate in monitoring, coordinating, and developing the budget for assigned
area.
In comparing this class level to that of "Manager" the scope of supervision is more limited
to the supervision of a work unit within the division and there is greater emphasis on
participating in the work of the unit.
• Manager — When the term "Manager" appears in a job title, the predominant focus of
the class is on the management of a division or multiple significant work units and also
involves hands-on work activities. Specifically, classes at this level:
— Manage, plan, supervise, and coordinate the operations and activities of a City
division or multiple significant work units
— Work under general direction, exercising discretion in applying general goals and
policy statements and in resolving organizational and service delivery problems
— Organize and direct the work of subordinate staff
— Assume significant responsibility for a variety of personnel activities in such
areas as selection, training, and disciplinary actions
— Pnrtipipatp in the proparatinn nnrd n dminictrntinn-Uf the nacLanpll hildapt(a)_
In comparing this class level to that of "Director," the scope of managerial responsibility
is more limited and may involve a higher degree of hands-on work activities.
• Denartment Director —When the term "Director" is used in a job title, it designates
classes that assume full management responsibility for a City department and that:
— Plan, direct, manage, and oversee the activities and operations of an assigned
department
— Work under general administrative direction, fulfilling assigned responsibilities
within broad guidelines
— Assume management responsibility for all divisions and programs within the
Department
— Assume responsibility for program development and management including
responsibility for the development and implementation of goals, objectives,
policies, and priorities for all department activities
— Assume responsibility for a variety of personnel activities including training,
selection, and disciplinary actions for a department
— Assume responsibility for the preparation and administration of a department
budget.
The above serves to establish consistency in titling; however, in some cases industry standard
titles are used to describe classes with management and/or supervisory responsibilities.
Examples of classes in the City that have distinct industry standard titles include the Assistant
City Manager and City Clerk.
Page 7
Ralph Andersen & Associates
Additional Titling Guidelines
In addition to the above titling guidelines, particular terms are sometimes used to more clearly
delineate level of responsibility and associated knowledge within a job family. The following
provides a general explanation of these terms:
• Coordinator — The term "Coordinator" is used in job titles where the focus of the class
is on the coordination and administration of an assigned program, service, or activities.
These duties include assuming responsibility for implementing program goals and
objectives, participating in the preparation and administration of the budget, and
monitoring program performance. Duties may also include promoting and marketing
specific program activities and eliciting community support for the assigned program.
Positions at this level may have supervisory responsibility or be expected to exercise
technical and functional supervision over professional, technical, clerical, part-time, or
volunteer staff.
• Analyst — The term "Analyst' is used in the job titles of those classes where the focus of
the class is on the collection, examination, and interpretation of data for purposes of
improving or amending policies, procedures, goals, objectives, or guidelines. Analyst
classes typically deal with issues that are more conceptual in nature and require the
ability to analyze problems, identify solutions, project consequences of proposed actions,
and implement recommendations in support of goals. This is considered a professional,
level and may be expected to exercise direct or technical and functional supervision over
lower level classifications.
• Specialist — The term "Specialist' is used in job titles where the focus of the job
requires significant knowledge, skills, and abilities of a highly specialized nature. Duties
require the application of significant expertise in a specific area or professional field in
combination with technical and analytical skills. Positions at this level may be expected
to exercise direct or technical and functional supervision over lower level classifications.
• Technician — The term "Technician" is used in job titles where the focus of the class is
on the performance of various duties that are considered complex and at a technical
level. Positions at this level perform work of a specialized nature, requiring experience,
knowledge, skills, and abilities of greater breadth and depth than other classes in the
series, but not at the specialist or professional level.
• Assistant/Worker — The terms "Assistant' and "Worker" are used throughout the City
to describe clerical, maintenance, administrative, and program support classifications
where the focus of the class is on the performance of general duties in support of the
assigned function or program.
In maintaining a class plan, it is important that titles be clearly defined and applied consistently
across an organization. To the extent practical, the above guidelines and definitions of terms can
assist the City in maintaining the class plan over time. It is important to emphasize that these
definitions serve only as guidelines and, in some cases, a title may be used that reflects an
industry standard but may not be consistent with the definitions that have been developed for
the City.
'M
Ralph Andersen & Associates
SECTION II
RECOMMENDED
CLASSIFICATION PLAN
Based upon the classification concepts presented in Section I, a revised classification plan has
been prepared for the City. To introduce and summarize the new plan, this chapter discusses
major issues and/or changes proposed in the new system, including the deletion, merging, and
creation of new classes.
Master List of Class Titles
The classification plan developed for the City consists of a total of 38 classes. These classes have
been identified based on an analysis of the specific duties, responsibilities, knowledge, skills,
and abilities assumed by current employees.
ADpendix A summarizes the classes proposed to be incorporated into the City's classification
plan by providing a master listing of current titles and the corresponding recommended title.
The classes are organized generally by Organization -Wide classes and then by job family within
each department. In some instances, a class may be located in more than one department. If not
used City-wide, the job tamny ana taervined classes are preserved in rhe deparrmenr where the
majority of classes are found. All classes have been developed consistently with the defined
classification levels discussed in Section I, and are based on an analysis of the specific duties,
responsibilities, knowledge, skills, and abilities assumed by current employees. The proposed
employee allocation list, which is presented in Appendix B, clearly identifies the linkage of the
current plan to the proposed classification system by summarizing recommendations for each
individual employee.
Comparison of the Proposed Classification Plan
With the Current Plan
The proposed classification plan reflects revisions and a general update of the current plan.
Among other things, the proposed plan:
• Defines classification levels and titling guidelines that are consistently applied
throughout the organization
• Documents the key factors that distinguish one classification level from another.
In achieving the above, new class series have been created, existing classes have been deleted or
merged into the revised class series, and certain titling changes have been made to facilitate
overall consistency. This section highlights some of the more significant changes proposed.
Page 9
Ralph Andersen & Associates
CITY-WIDE CLASSES - PROFESSIONAL SUPPORT
Parks & Recreation Administrative Coordinator
Recommendation — Change title to Administrative Coordinator.
Discussion — The recommendation removes the Parks & Recreation distinction and
establishes a broad Administrative Coordinator class that can be used in other
departments throughout the City for positions responsible for performing a wide variety
of special projects as well as responsible, confidential, and complex administrative,
technical, programmatic, and secretarial duties for an assigned department.
CITY-WIDE CLASSES - ADMINISTRATIVE/SECRETARIAL/CLERICAL SUPPORT
Cashier Tvnist
Receptionist
Recommendation — Consolidate into a new broad classification of Office Assistant.
Discussion — This classification will be defined broadly to encompass positions that
perform general clerical duties in support of assigned department and/or division.
ADMINISTRATIVE SERVICES DEPARTMENT
Account Analvst
Recommendation — Change title to Accounting Technician.
Discussion — This title change more accurately reflects the duties and responsibilities
assigned to the position, i.e. responsible for performing technical accounting duties.
Accountine Assistant
Recommendation — Create the new class of Accounting Assistant.
Discussion — This classification will be responsible for performing a variety of clerical
accounting work as well as assisting higher level accounting staff with their duties.
COMMUNITY DEVELOPMENT DEPARTMENT
Maintenance Worker
Maintenance Helper (part-time)
Recommendation — Consolidate the Maintenance Helper (part-time) into the
Maintenance Worker classification.
Discussion — Our analysis indicates that these two classifications perform the same type
of work at the same level. As such, there is no justification for two distinct classifications.
Public Safetv Officer
Recommendation — Change title to Public Safety Supervisor.
Discussion — This is a minor title change to better reflect the supervisory responsibility
of the position.
Pageio
Ralph Andersen & Associates
PARKS & RECREATION DEPARTMENT
Recreation Sunervisor
Recommendation — Create the new class of Recreation Supervisor.
Discussion — This classification will be responsible for overseeing all recreation
programs.
Although not intended to identify all changes proposed between the current and proposed
classification plan, the more significant modifications have been highlighted in this section.
Employee Allocations
Each position included within the scope of the study has been allocated to a classification contained
in the new plan. The recommended allocations are included in Appendix B. The allocations are
organized by department and division. Shown for each employee/position is the current class title
as well as the final class title.
Summary
This chapter has provided a summary of the proposed classification plan for the City of Temple
City, including an explanation of proposed changes. A comprehensive Master List of Class Titles
that lists all classes within the plan, organized by department and by job family, is provided in
Appendix A.
Page 11
Ralph Andersen & Associates
SECTION III
GUIDELINES FOR PREPARING
CLASS SPECIFICATIONS
This section of the report provides an overview of the Americans with Disabilities Act (ADA) as
it relates to the classification plan.
Overview of ADA
The Americans with Disabilities Act became effective in January of 1992. This legislation is
designed to protect disabled individuals from discrimination in selection, hiring, promotion,
and all other rights and privileges of employment. The Act encompasses a requirement for
reasonable accommodation on the part of the organization to employ a disabled individual. The
documentation of essential duties and responsibilities is useful in determining the degree of
accommodation that may be considered reasonable. Since City management staff is ultimately
responsible for assigning appropriate duties and tasks to positions in the City, it is important
that their suggestions and comments be incorporated into the determination of what duties are
to be considered essential and related working conditions.
Essential Job Functions
For purposes of consistency, one or more of the following characteristics typically defines an
essential job function:
• The position exists to perform the function/duty
• The number of employees who perform the function/duty is limited
• A position exists specifically to perform a specialized function/duty.
To further support the implementation of the ADA, the revised class specifications will include
specific sections summarizing general environmental and physical working conditions required
by each class.
Class Specification Format
The class specifications, which were developed following the full review and confirmation of the
classification concepts/recommendations contained in this document, are intended to be
descriptive and explanatory in defining classes. When reviewing the class specifications, they
should be interpreted in their entirety and in relation to one another; particular phrases or
examples should not be isolated and treated as the full definition of any class.
Each class specification may contain all or part of the following information:
Page 12
Ralph Andersen & Associates
• Class Title — The class title is a brief and descriptive designation of the type of work
performed. The class title on payrolls, budgets, personnel reports and other official forms
and reports dealing with positions or personnel will provide a common reference to the
position. It should be understood that the class title is selected to serve this purpose and
is not to be construed as limiting the use of working titles.
• Definition — This section is a general description of the work and includes a brief,
concise definition of the primary responsibilities assigned to positions in the class. This
section also describes the type or level of supervision received by positions in this
classification as well as the type of supervision exercised, if any, over other employees.
• Identifvine Characteristics — This section, when used, describes the level of work in
relation to higher or lower classes in the same series. It is typically only included in
specifications for entry, journey and advanced journey classes within a series.
• Example of Duties — This section is intended to enable the reader to obtain a more
complete concept of the actual work performed by positions allocated to this class. The
sections list typical essential duties that are common to positions of the class. These
examples further show the range of duties performed by employees in the class. The lists
are descriptive but are not intended to describe all the work performed by all positions
allocated to the class. This section merely serves to illustrate the more typical portions of
the work performed.
• Oualifications — This section is broken down into subsections containing the
following:
— Knowledee of and Abilitv to subsections list the knowledge, skills, and
abilities that the duties of the class typically require and that applicants should
psss--ss—far pssitions in `hs 21ass. It 6 _
does not in any way refer to the qualifications of present employees.
Personal characteristics commonly required of all employees, such as honesty,
industry, freedom from habitual use of intoxicating beverages to excess, or drug
addiction, have not been listed since they are to be implied as required
qualifications for all classes.
— Education and Experience Guidelines subsections of the classification
description are intended to describe the minimum qualifications that may be
needed to adequately perform the job. The requirements are not intended to limit
the City from hiring the most qualified individual. The purpose of stating
minimum experience and training requirements is to comply with Equal
Employment Opportunity Commission selection and hiring guidelines.
• Other Oualifications — This section lists the other qualifications required for the job
including licenses or certifications and/or physical demands required for the class jobs.
The format used for the new class specifications is presented in Exhibit B.
Page 13
Ralph Andersen & Associates
TEMPLE CITY CLASS
SPECIFICATIONS
DEFINITION:
IDENTIFYING CHARACTERISTICS
EXAMPLE OF DUTIES:
DESIRABLE QUALIFICATIONS:
Knowledae of:
Ability to:
Education and Experience:
OTHER QUALIFICATIONS:
CLASS TITLE
Page 14
Ralph Andersen & Associates
Implementation of ADA
The participation of management staff is critical in implementing ADA requirements. In
reviewing the class specifications, management staff is requested to review the essential duties
and related working conditions to ensure they have been identified accurately.
Page 15
Appendices
FOR "w Co\ I 1
MASTER LIST OF CLASS TITLES
PageA-1
City of Temple City
Master List of Class Titles
Organized by Job Family within Each Organizational Unit
Master List of Class Titles
Personnel Analyst
Accountant
Account Analyst
New Class
City Clerk
City Clerk
Deputy City Clerk
Community Development
Community Development Director
Planning Manager
Associate Planne-
Building Inspector
Building/Housing Assistant
Public Safety and Services Manager
Senior Community Preservation Officer
Community Preservation Officer
Maintenance Lead Worker
Maintenance Worker
Maintenance Helper (part-time)
Personnel Analyst
Accountant
Accounting Technician
Accounting Assistant
City Clerk
Deputy City Clerk
Community Development Director
Planning Manager
Associate Planner
Building Inspector
Building/Housing Assistant
Public Safety and Services Manager
Senior Community Preservation Officer
Community Preservation Officer
Maintenance Lead Worker
Maintenance Worker
Page 1 of 2
City Manager
City Manager
City Manager
Professional Support
Parks & Rec Administrative Coordinator
Coordinator
Management Analyst (part-time)
(Administrative
Management Analyst (part-time)
Administrative/Secretarial/Clerical Support
Executive Assistant to the City Manager
Executive Assistant to the City Manager
Secretary
Secretary
Cashier/Typist
Office Assistant
Receptionist
Intern
Intern
Economic Development
Asst. to the City Manager/Econ. Dev. Mgr.
jAsst. to the City Manager/Econ. Dev. Mgr.
Administrative Services
Administrative Services Director
Administrative Services Director
Personnel Analyst
Accountant
Account Analyst
New Class
City Clerk
City Clerk
Deputy City Clerk
Community Development
Community Development Director
Planning Manager
Associate Planne-
Building Inspector
Building/Housing Assistant
Public Safety and Services Manager
Senior Community Preservation Officer
Community Preservation Officer
Maintenance Lead Worker
Maintenance Worker
Maintenance Helper (part-time)
Personnel Analyst
Accountant
Accounting Technician
Accounting Assistant
City Clerk
Deputy City Clerk
Community Development Director
Planning Manager
Associate Planner
Building Inspector
Building/Housing Assistant
Public Safety and Services Manager
Senior Community Preservation Officer
Community Preservation Officer
Maintenance Lead Worker
Maintenance Worker
Page 1 of 2
City of Temple City
Master List of Class Titles
Organized by Job Family within Each Organizational Unit
Public Safety Officer
Parking Control Officer
Parks & Recreation
Parks & Recreation Director
Community Services Specialist
New Class
Parks & Recreation Coordinator
Senior Recreation Leader
Recreation Leader II
Recreation Leader
Recreation Aide
P—ark maintenance Lead vvorker
Park Maintenance Worker
Tree Trimmer Lead Worker
Tree Trimmer
Master List of Class Titles
Public Safety Supervisor
Parking Control Officer
Parks & Recreation Director
Community Services Specialist
Parks & Recreation Supervisor
Parks & Recreation Coordinator
Senior Recreation Leader
Recreation Leader II
Recreation Leader
Recreation Aide
rark maimenance Lead vvorker
Park Maintenance Worker
Tree Trimmer Lead Worker
Tree Trimmer
Page 2 of 2
Appendices
APPENDIX B
EMPLOYEE ALLOCATION LIST
Page B -1
Q4Q
QQQ
c
Cc
C C
O
'2
.�2t
an
d E
EE
0000
m m
u
d
v�i4
o
m 3m
000
v
d
`o d
EE a E
❑r w 2000 rf `w car r
C 4 1Q U y C C= 4 Y YC d
m Ta
v v $ v a 2 v v v N
A
a`Q`
o " Eo.o.a u 0 10aa_
27
OE
O'o to 2'0=j= EE 10G�Cc C'm_`m_ vJ E q•Q
U E m c 5 3$ E E E m m ,v. 0
Z 0 E m -o o � v w a 0 0 0 w S. 'm iaz'.2` •m ..
U❑ 02 mm ammUUU 22 222'22 a¢Q 2mEi
N
E
U_ e
v � o$^ d O
E m a m `m $ E E v E EE
d v E
u�cv u_ __ -
❑ti c zoo o
m
Y dm $o a 2EEE rvm
0 X0111 $cc ulm
v v v v v
,Z 2d 0d JO v E--- wa c•u oou 'aaa Fv _
=E Sx y,��v=_==_ FE
d?
E O C C .9 m J J O ted, d W d d C d d O d p
U d a.a Er $ E E E c
n E c u c E E E
Z d O d J J J d d O O O N d nt d d d Af N N •o d d
�❑ U2 mm amNUUU 22 22222 a¢¢ amwm
m w
d
` > o E >
c d ry �vm >'�• cmvE� E,c�o
`rm gy aK v az'3<'• gcmJm a�� ¢mgE
s.EH�EO v oammN uEm OvE�
N a a o a
-
0 0 0 0 0 0 0. m mmm m
-
N d N N N d d N C C C C C
E E E E E E E E v v a v v
E E E C E
vm v v
0 00 0oo'o 'o oo a. v'vv
m N N m m 2.2.2;2.22 J.n C70 00U
c v J m m m m
v E E E E E E �E E �,m v
E � d E E E E _= E E E E E E E E c ccc c '_ `c a a a a
a v c a s a s 0 0 0 0 0 0 o o aa d d v d N d
¢ a iiLLLL ¢¢ ¢¢ mm UUUUUU 0 C'.CD U' 0O aaa a'a'a'a'
F
E
E
U
C C
C C
uv
'2
.�2t
d
E
E E
00°0
d E
EE
0000
�
000
O
00
0
0
>>
>>
N N N
m
N N
d
d
wvlm
d d d
d d
d d
12
N N d
N
d N
N
N
N N N
N N R
g
d
N N
d d
O U
J J
E E
J J
E E
2.2.2
2
O2
E
E
E E E
�•
000Gv
a
a
a
¢aQa
aaa
vv
00
UU
00
vU
F
E
E
U
A A A A
Y Y Y Y
aaaa
o— o
C A C
Y a
O y
O 0 9 0 O
N d d U N d J J J J J J J J J J Q Q Q Q Q Q Q U J J J J J
EE0 ococLocAococococo oc0 0 0 0 0 0 E 0 oc_ocococ
r F F O N A N A A N N A A A A A A A A A A A A A N N
N E o m v v v m m w v v v@ m v m m m Y m d m v
d d d x E 2
F T �C' d U w K K K K K W K K K
O O
d V p
Y O 0 d O
a C U J C
J N Z a A A A A A A A A A A d W d W d d d N A A A A A
d d
V N d J J J J J J J J J J Q Q Q Q Q Q Q U
E J J J J J
E E E
F F F O�
N E o d d d i.d v d d v d d d v v d N d d d d v
v a d E c u o V v u u U . v u b L x v v u
d d d A
00
d d d v d d v d a d v d d d d v d A v d d d v
K K ¢ a' K a' K K K K K K K K K K K a C K K¢ K
`c
d
0 o v' m N o v c n o t0 0
d N 9> O U S rc C Y N O N ry E A A O N
K d A O v O UN y O> C W J
2 U a a ay(7 u y c E OZi
OyNjO VOU 'C�AdD'J AAAOD'AU�d.� iCLuu��C�A
K F K W w m J Q LL K K a Q `L S w fq Y LL Q Q Q F
a 0 0
c c c
E E E. c c c c c
E E E 0 0
0 co o co 0 0 0 0 0 o c0 0.0 0 0.0.0.0 0 0 0 0 0 0
Fc- ti Fc- m m m m `A m m m m m m m m m m m m m is m m m m m `m m
C C C C C c C C C C C C C C C C C C C C C C C C C C C
O O O O O O O O O O O O O O O O O 0 O O 0 0 0 0 0 0 0 0 O O O O O O
A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A
wvauim vmm a ma aui w v u m v v a m wmwauiv adv v a w aui v v
KK h'K a'D:K Kd'K K C K K C K K K K KKa:KKKCK K a' K K K a'
N` MI N1 M of aU kl aL aU M M M W k1 4J oL of M M of W M1 of M M o1 oL of a1 of ro Nl 01
N N N N N N N N N N N
A A A A A N A A A A A A A A A A A A A A A A A A A A A A A N A N N
aaaa aaa aaa a a a a a a a a a aaaaaaao. a a a a a o.
s
ry
a
aaa
J J J J J J J Q Q Q
C C C
co co a co co co co 0 0 0
m mLD m m m m'm m''a
v v N v v v a a a a
v a w w v w waw w
K K K K K K KKKK
a a
avv
J J J J J J JQQQ
C C C C C C C C C C
a v v v a W W N W
a w w w d w w v a w
K K K K K K KKK K
N
a
N C j 7
N E a
v°
Y, 0 0 0 Y m
C C C c c
O O O O O O O O O O
N N N N N N A N N N
QI d N d QI N N N d N
K a a a K a Ka a Ka
O_ O_ O_ O O O O O O O
A N N N N N N N N N
LII `l W QI N 0 N 0 a
wwvwdwdwaw 0
K K K K K K KKK K
m m m m m m mmmm
4' 12 Y Y Y Y Y Y JL ]L
N N N N N N N N N N