HomeMy Public PortalAboutResolution 02-97 Compensation PlanRESOLUTION NO. 2-97
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCCALL, IDAHO,
PERTAINING TO ADMINISTRATION; ADOPTING AN EMPLOYEE
COMPENSATION PLAN; AND SETTING AND EFFECTIVE DATE.
WHEREAS:
The City Council has previously established in its personnel policy
manual, that the city's compensation plan should be competitive with wages paid
by other employers for similar jobs in the community.
The City Council finds that the compensation plan annexed to this
resolution as Exhibit "A" represents the compensation paid by other employers
for similar jobs and where jobs are not similar, represents the compensation paid
by other employers for jobs requiring the same level of skills, knowledge and
abilities.
The City Council further finds that the differences in pay ranges contained
in the plan annexed as Exhibit "A" are based on differences in the duties and
required knowledge, skills and abilities.
NOW, therefore, be it resolved by the City Council of the City of McCall, Idaho
as follows:
The compensation plan annexed to this resolution as Exhibit "A" which is
hereby made a part of this resolution as if contained in full herein, is approved
and adopted.
The personnel officer is hereby directed to set an hourly compensation
rate for each employee subject to this plan which shall be at the same point
between the lower and upper ranges in this plan as the employee's hourly
compensation appears between the lower and upper ranges in the plan adopted
by the council effective October 1, 1996.
This compensation plan adopted by this resolution shall be in full force
and effect from April 1, 1997.
Adopted and approved this
ATTEST:
if y `2
James H. Henderson, City Clerk
1997.
William M. Killen, Mayor
Exhibit "A"
COMPENSATION PLAN
Position ,
Low Wage
High Wage
1 Assistant
110 81
S14 77
Pont
Building Maintenance Worker
$7.00
$9.55
Building Inspector
$13.97
$18.25
Cashier -Receptionist
$7.60
$10.35
Deputy City Clerk
$8.90
$12.35
Staff Accountant I
$10.35
$13.00
Staff Accountant II
$13.00
$16.25
Assistant Golf Superintendent
$10.60
$14.10
Golf Equipment Mechanic
$8.75
$11.80
Golf Maintenance Worker
$4.75
$7.60
Assistant Librarian
$8.45
$11.25
Librarian
$11.25
$16.60
Library Clerk
$5.65
$8.45
Library Page
$4.75
$5.65
Maintenance Supervisor
$7.60
$10.60
_Parks
Parks Maintenance Worker
$4.75
$7.60
Recreation Worker
$4.75
$7.60
Code Enforcement Officer
$9.50
$11.59
Police Corporal
$13.39
$15.19
Police Lieutenant
$16.73
$18.27
Police Officer (P.O.S.T. Certified)
$11.59
$13.19
Police Officer (Not Certified)
$9.50
$11.59
Police Sergeant
$15.19
$16.73
Records Clerk
$8.30
$9.95
Senior Administrative Assistant Police Department
$12.52
$15.62
Administrative Assistant
$9.95
$12.52
$15.70
$17.00
$17.38
Shon Supervisor/Mechanic:
$11 50
Street Supervisor
$13.00
$15 55
Utility Services Crew Supervisor
Utility Services Worker I
$10.00
$11.85
Utility Services Worker II
$11.85
$13 70
Utility Services Worker III
$13.70
$15.55
Water Treatment Plant Onerator
$9.68
$12.38
Water Treatment Plant Superintendent
$12.38
$9.68
$17.44
$12.38
$17.44
Wastewater Treatment Plant Operator
Wastewater Treatment Plant Superintendent
$12.38
City of McCall
Memo
To: Council
From:Jim Henderson
CC:
Date: April 17, 1997
Re: Finance and Administration Department Organization and Compensation
Plan
Background Last summer, staff presented a proposed compensation plan based
on the 1995 Wage and Salary Survey published by the Department of Labor. Noting
that departmental budgets would not support implementation at the beginning of the
fiscal year and considering comments from employees, you asked that the plan be
brought back with more up-to-date job descriptions and that it include an incentive
plan. I have prepared new job descriptions have been prepared for this department,
have been reviewed by employees in the department.
We have written these and all job descriptions for positions in such a manner as the
requirements of the positions are identified, rather than designing the job around a
specific employee. We should develop compensation plans in the same manner.
The sequence of events for a newly created position should therefore be: (1) Define
and describe the job; (2) Determine the compensation plan for the job; (3) recruit and
select the best qualified person possessing at least the minimum requirements of the
position; and (4) determine the compensation for the selected employee consistent
with the compensation plan, policy and budgetary constraints.
We are here to carry out the second step in the above sequence. Again the
compensation plan should be geared to the requirements of the position, but at the
same time be flexible enough attract and retain employees with extraordinary
qualifications.
Clerk -Treasurer's Department (To be Renamed Department of Finance and
Administration) This department is comprised of the Clerk -Treasurer who serves
as Director, a Staff Accountant II, a .Staff Accountant I, a Deputy City Clerk, a
• Page 1
Cashier -Receptionist and a Building Maintenance Work. The mission of the
department is to carry out the statutory duties of the City Clerk and the City
Treasurer; to assist other departments in administrative, financial, budgeting, risk
management and personnel matters.
The wide range of responsibilities and relative small size of the department staff
requires that the staff possess a broad range of somewhat unrelated skills. The
small staff also requires that the staff be thoroughly cross -trained to ensure that
duties are carried out even during absences of personnel.
Exhibit A is an updated Organizational Chart of the department. The department is
primarily funded as a part of the general funds although some of its costs are
charged to streets and enterprise funds through the Internal Cost Recovery Program
(Management Transfer).
Department Personnel The department has enjoyed a relatively low turnover rate.
A staff accountant was added in October. Another change occurred when Dolores
Ray our long-time custodian retired last summer, we decided to hire a full time
Building Maintenance Worker who would be responsible for not only cleaning but
also assume the duties of building maintenance supervisor which had previously
been an additional duty of the building inspector. The job description was rewritten
to reflect this change and the current employee, Gene Turkle was hired within the
current range for a custodian, but not at the bottom in view of the additional
responsibilities of the position.
Exhibit "B" is an updated version of the study for this career group. It has been
revised to reflect the changes noted above.
The following table shows the current compensation plan and the recommended
plan based on the 1995 survey and other factors as discussed in the exhibit.
Current Plan
Proposed
Low Wage
Plan
High Wage
Position
Low Wage
High Wage
Staff Accountant 111
$9.26
$14.02
$13.00
$16.25
Staff Accountant!
$9.26
$14.02
$10.35
$13.00
Deputy City Clerk
$7.08
$9.53
$8.90
$12.35
Cashier -Receptionist
$7.08
$9.26
$7.60
$10.35
Building Maintenance Worker`
$5.45
$8.18
$7.00
$9.55
These are both the same position under the current plan
2 Current Classification is for a custodian
• Page 2
Memo
To: Council
From:Jim Henderson
CC: Mike Combs
Bob Peckham
Gloria Cantrell
Jackie DeClue
Date: April 12, 1997
Re: Compensation Plan for Library, Recreation, Golf and Parks Employees and
the Building Inspector
Background
Last summer, staff presented a proposed compensation plan based on the 1995
Wage and Salary Survey published by the Department of Labor. Noting that
departmental budgets would not support implementation at the beginning of the
fiscal year and considering comments from employees, you asked that the plan be
brought back with more up-to-date job descriptions and that it include an incentive
plan. New job descriptions have been prepared for the all departments, including
seasonal and part-time positions. The job descriptions have been reviewed by both
affected employees and supervisors and approved.
Library
The McCall Public Library staff is made up of the Librarian, Assistant Librarian, three
Library Clerks and two Library Pages. The Librarian and one Library Clerk work 32
hours per week. The assistant Librarian works 22 hours per week and the remaining
Library Clerks work 17 hours per week. The Library Pages are high school students
who work about 10 hours per week on Saturday and after school.
Exhibit A is a discussion of how the compensation plan was developed.
• Page 1
Recreation
The proposed plan simply adds generic "Recreation Worker" position. This position
is presently a seasonal one but the job description could describe a full time position
as well.
Golf Course and Parks
The golf superintendent and mechanic has been full time positions for a number of
years. The assistant superintendent was added a couple of years ago, but with an
estimated compensation plant. The golf maintenance worker positions are presently
seasonal as are the parks supervisor and parks maintenance workers.
Current Plan
Proposed
Low Wage
Plan
High Wage
Position
Low Wage
High Wage
Librarian
$9.80
$13.62
$11.25
$16.60
Assistant Librarian
$8.18
$9.80
$8.45
$11.25
Library Clerk
$5.45
$8.18
$5.65
$8.45
Library Page
$4.75
$5.65
Assistant Gotf Superintendent
$9.60
$13.15
$10.60
$14.10
Golf Equipment Mechanic
$8.61
$10.42
$8.75
$11.80
Golf Maintenance Worker
$4.75
$7.60
Parks Maintenance Supervisor
$7.60
$10.60
Parks Maintenance Worker
$4.75
$7.60
Recreation Worker
$4.75
$7.60
Building Inspector
$11.99
$17.44
$13.97
$18.25
Building Inspector
This is the only non-exempt position in the Community Development Department.
Last summer, there was some discussion about whether this position should be
classified as a "Building Official" or a "Building Inspector". The OWS does not
address Building Officials but provides a very definite description of a Building
Inspector. According to the AIC Survey, a Building Official is a Department Head
level exempt position that reports directly to the mayor or city manager. Generally,
Building Officials supervise Building Inspectors. In our organization, one could argue
that our Building Official is the City Engineer. Consequently, the plan recommended
above is an exact match for the OWS recommended range for Construction and
Building Inspectors.
This memo summarizes the recommended compensation plan for the last of the
departments. A report showing financial implications will be provided separately.
• Page 2
Exhibit "A"
Career Group - Library
The occupations for this group compare to two occupations that are for some reason not
classified closely together in the Occupational Wage Survey but both are identical (less
the bookmobile driving duties) to our positions.
Librarian - Professional 31502
Library Assistants & Bookmobile Drivers 53902
5 6 7 8 9 10 11 12 13 14 15 16 17
Librarian - Professional 31502
8.89 12.25 15.60
M 1 1992 n=42
11.94 14.91 17.32
1995 n=73
Library Assistants & Bookmobile Drivers
6.16 7.63 8.84
M 1 1992 n=48
5.38 6.22 9.46
1 M l 1995 n=177
5 6 7 8 9 10 11 12 13 14 15 16 17
Current Plan
Recommended Plan
Library Clerks
Librarian
1 Librarian
Assistant Librarian
1 Assistant Librarian
Library Clerks
5 6 7 8 9 10 11 12 13 14 15 16 17
Rational for Recommended Plan
The Library Assistant occupation has show little movement at the bottom end, but the
distribution has "spread out" showing a greater diversity in wages among respondents.
The recommended plan starts with an increase of the same degree that would be allowed
if not survey analysis was done at this time, a 2.9% Cost of Living Allowance. Then the
recommended plan is expanded to include the broader ranges permitted in the
Occupational Wage Survey.
Exhibit "A"
Career Group - Library
Page A-1
EXHIBIT "B"
Recreation, Golf Course and Parks Departments
Most of the jobs in these departments have not been previously classified and
have not had job descriptions before consequently they have not be a part of the
compensation plan. Another difficulty is that some of these positions are not
surveyed. For example, Golf superintendents are not included in the OWS, the
AIC Survey nor the Ketchum study.
Appropriate comparisons may be draw from:
68014 Amusement and Recreation Attendents.
72002 First Line Supervisors (Agricultural, forestry, fishing and related occupa-
tions.
79030 Gardeners & Groundskeepers, (excluding Farmers)
79041 Laborers, Landscaping and Groundskeeping
85328 Small Engine Mechanics
5 6 7 8 • 9 10 11 12 13 14 15 16 17
10.64 12.70 16.86
First Line Supervisors 72002 n=127 I M ---
6.25 6.78 7.50
---M---I Gardeners and Grounds Keepers 79030 n=117
6.00 6.50 8.33
I Laborers -Landscaping & Goundskeeping 79041 n=503
8.63 9.14 11.56
I----M (Small Engine Mechanics 85328 n=16
4.95 5.50 6.50
---M I Amusement & Recreation Attendants: N=298
5 6 7 8 9 10 11 12 13 14 15 16 17
Current Plan
Assistant Golf Superintendent I
Golf Equipment Mech. I ------------I
Laborer
5 6 7 8 9 10 11 12 13 14 15 16 • 17
5 6 7 8 9 10 11 12 13 14 .15 16 17
Recommended Plan
Assistant Golf Superintendent
I Golf Maintenance Worker
Parks Maintenance Supervisor
I Parks Maintenance Worker
Golf Equipment Mechanic I
I Recreation Worker
5 6 7 8 9 10 11 12 13 14 15 16 17
The Assistant Golf Superintendent and the Golf Equipment Mechanic are both
full-time, year-round positions. The remaining are summer for summer hires.
Generally these employees would be started at or near minimum wage and re-
ceive hire wages as they return year after year. The Parks Maintenance Super-
visor is also a summer hire but is the most experienced of the parks workers.
The recommend plan recognizes the Southwest Idaho prevailing wages for
similar positions as well as our own unique circumstances.
Memo
To: Council
From: Jim Hendetson
CC: All City Employees
Date: April 17, 1997
Re: Nonexempt Employee Compensation Plan
In your packets for the April 17th meeting is the final portion of the recommended compensation plan for
nonexempt city employees. The table below summarizes the recommended plan for all of the city's
nonexempt positions.
PROPOSED COMPENSATION PLAN
Current Plan
Proposed Plan
Position
Dept
Low
High
Low Wage
High Wage
Leaal Assistant
Attomev
$9.99
$9.11
$13.56
$11.62
$10.81
$9.95
$14.77
$12.52
Administrative Assistant
City Manaaer
Building Inspector
Comm. Dev
$11.99
$17.44
$13.97
$1825
Building Maintenance Worker
Fin. & Admin
$5.45
$8.18
$7.00
$9.55
Cashier -Receptionist
Fin. & Admin
$7.08
$9.26
$7.60
$10.35
Deputy City Clerk
Fin. & Admin
$7.08
$9.53
$8.90
$12.35
Staff Accountant I
Fin. & Admin
$9.26
$14.02
$10.35
$13.00
Staff Accountant II
Fin. & Admin
$9.26
$14.02
$13.00
$1625
Assistant Golf Superintendent
Golf
$9.60
$13.15
$10.60
$14.10
Golf Equipment Mechanic
Golf
$8.61
$10.42
$8.75
$11.80
Golf Maintenance Worker
Goff
$4.75
$7.60
Assistant Librarian
Library
$8.18
$9.80
$8.45
$1125
Librarian
Library
$9.80
$13.62
$11.25
$16.60
Library Clerk
Library
$5.45
$8.18
$5.65
$8.45
Library Page
Library
$4.75
$5.65
Parks Maintenance Supervisor
Parks
$7.60
$10.60
Parks Maintenance Worker
Parks
$4.75
$7.60
Administrative Assistant
Police
$9.11
$11.62
Code Enforcement Officer
Police
$8.72
$10.08
$9.50
$11.59
Police Corporal
Police
$11.99
$13.89
$13.39
$15.19
Police Lieutenant
Police
$15.80
17.44
$16.73
$18.27
Police Officer (Certified)
Police
$10.08
$11.99
$11.59
$13.19
Police Officer (Not Cert.)
Police
$8.72
$10.08
$9.50
$11.59
Police Sergeant
Police
$13.89
$15.80
$15.19
$16.73
Records Clerk
Senior Admin Assistant
Administrative Assistant
Shoo Sucenrisor/Mechanic
Street Supervisor
Utility Services Crew Suov
Utility Services Worker t
Utility Services Worker II
Utility Services Worker III
WTP Operator
WTP Superintendent
WWTP Operator
WWTP Superintendent
Police
Police
$7.62
$10.08
Pub
Pub
Pub
Pub
Pub
Pub
Pub!
is Works
is Works
is Works
is Works
is Works
is Works
is Works
Public Works
Public Works
PUblic_Works
Public Works
$9.11
$9.80
$11.96
$14.16
$7.90
$9.80
$12.48
$8 72
$10.89
$11.62
$12.81
$15.64
$15.93
$9.80
$12.48
$14.16
$10.89_
$17.44
$8.30
$12.52
$9.95
$11.50
$13.00
$15.55
$10.00
$11.85
$13.70
$9.68
$12.38
$9.68
$12.38
$9.95
$15.62
$12.52
$15.70
$17.00
$17.38
$11.85
$13.70
$15.55
$12.38
$17.44
$12.38
$17.44
BUDGET IMPLICATIONS
When the proposed plan was submitted last summer, it was estimated that department budgets would
accommodate about $50,000 in pay raises and that the proposal would cost about $100,000. For that
reason among others, you decided to delay implementation at least until April 1, 1997. The attached
spread sheet shows the budget implications of implementing this plan. Virtually all departments are
significantly below budget on personnel items. The reasons are: (1) The salary increases included in
budget estimates have not been implemented; (2) turnover and hiring delays have somewhat reduced
anticipated personnel costs; and (3) the budget includes contingencies that have not occurred at the
rate anticipated. These include an allowance for unemployment benefits, drug testing and the like.
They also include an allowance for worker's compensation insurance equal to past years. We
however, received an unexpected dividend of nearly $10,000 which reduced our costs by an equal
amount.
RECOMMENDATION
That council adopt the enclosed proposed Resolution No. 2-97 which will implement the above plan.
E -
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5 • Page ..,`2 t ° . 0- 0 {
4 w
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`F. tii s a
Fund/Department
City Manager
City Clerk
City Attomey
Community Development
.Police
Public Works
Parks
General Fund
Library
Recreation
Water Fund
Sewer Fund
Golf Fund
Airport Fund
Budget Implications
Difference
City of McCall
Budget Implications of Proposed Compensation Plan
Without Proposed Plan
Dollar Amounts Percentages
Personal Year to Projected Percent Projected
Services Date on on on
Budget 3/31/97 9/30/97 3/31/97 9/30/97
$ 79,640
$ 188,080
$ 85,485
$ 146,890
$ 514,690
$ 363,690
$ 41,780
$1,420,255
$ 76,420
$ 55,710
$ 51,460
$ 77,095
$ 188,940
$ 12,925
$ 31,480 $ 67,130
$ 84,202 $ 167,156
$ 36,862 $ 73,443
$ 63,655 $ 126,538
$ 238,846 $ 468,569
$ 161,799 $ 282,975
$ 9,624 $ 41,100
$ 626,467 $1,226,911
$ 34,947
$ 19,521
$ 18,554
$ 35,009
$ 56,489
$ 6,772
$ 69,691
$ 43,825
$ 42,665
$ 67,229
$ 180,189
$ 13,544
39.53%
44.77%
43.12%
43.33%
46.41 %
44.49%
23.03%
44.11 %
45.73%
35.04%
36.06%
45.41 %
29.90%
52.39%
84.29%
88.88%
85.91 %
86.14%
91.04%
77.81 %
98.37%
86.39%
91.19%
78.67%
82.91 %
87.20%
95.37%
104.79%
$ 1,882,805 $ 797,758 $1,644,054 42.37% 87.32%
With Proposed Plan
Incremental Dollar Amounts Percentages
Salary Year to Projected Percent Projected
Cost Date on on on
of Plan 3/31/97 9/30/97 3/31/97 9/30/97
281.73
6,581.48
1,211.82
1,295.63
11,713.99
15,473.92
449.80
37,008.37
$ 31,480
$ 84,202
$ 36,862
$ 63,655
$ 238,846
$ 161,799
$ 9,624
$ 626,467
2,831.71 $ 34,947
$ 19,521
2,161.61 $ 18,554
1,520.22 $ 35,009
1,683.70 $ 56,489
$ 6,772
$ 67,468
$ 175,054
$ 74,897
$ 128,093
$ 482,625
$ 301,543
$ 41,640
$1,271,321
$ 73,089
$ 43,825
$ 45,259
$ 69,053
$ 182,210
$ 13,544
39.53%
44.77%
. 43.12%
43.33%
46.41 %
44.49%
23.03%
44.11%
45.73%
35.04%
36.06%
45.41 %
29.90%
52.39%
84.72%
93.07%
87.61 %
87.20%
93.77%
82.91 %
99.66%
89.51 %
95.64%
78.67%
87.95%
89.57%
96.44%
104.79%
$ 45,205.61 $ 797,758 $1,698,301 42.37% 90.20%
$ 54.247
%
Page 1 Budget Implications
RESOLUTION NO. 2-97
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCCALL, IDAHO,
PERTAINING TO ADMINISTRATION; ADOPTING AN EMPLOYEE
COMPENSATION PLAN; AND SETTING AND EFFECTIVE DATE.
WHEREAS:
The City Council has previously established in its personnel policy
manual, that the city's compensation plan should be competitive with wages paid
by other employers for similar jobs in the community.
The City Council finds that the compensation plan annexed to this
resolution as Exhibit "A" represents that paid by other employers for similar jobs
and where jobs are not similar, represents that paid by other employers for jobs
requiring the same level of skills, knowledge and abilities.
The City Council further finds that the differences in pay ranges contained
in the plan annexed as Exhibit "A" are based on differences in the duties and
required knowledge, skills and abilities.
NOW, therefore, be it resolved by the City Council of the City of McCall, Idaho
as follows:
The compensation plan annexed to this resolution as Exhibit "A" which is
hereby made a part of this resolution as if contained in full herein, is approved
and adopted.
The personnel officer is hereby directed to set an hourly compensation
rate for each employee subject to this plan which shall be at the same point
between the lower and upper ranges in this plan as the employee's hourly
compensation appears between the lower and upper ranges in the plan adopted
by the council effective October 1, 1996.
This compensation plan adopted by this resolution shall be in full force
and effect from April 1, 1997.
Adopted and approved this 1997.
ATTEST:
William M. Killen, Mayor
James H. Henderson, City Clerk
Exhibit "A
COMPENSATION PLAN
Position
Low Wage
High Wage
I eclat Assistant
Sin R1
S14 77
Building Maintenance Worker
$7.00
$9.55
Building Inspector
$13.97
$18.25
Cashier -Receptionist
$7.60
$10.35
Deputy City Clerk
$8.90
$12.35
Staff Accountant I
$10.35
$13.00
Staff Accountant II
$13.00
$16.25
Assistant Golf Superintendent
$10.60
$14.10
Golf Equipment Mechanic
$8.75
$11.80
Golf Maintenance Worker
$4 75
$7.60
Assistant Librarian
$8.45
$11.25
Librarian
$11.25
$16.60
Library Clerk
$5.65
$8.45
Library Page
$4.75
$5.65
Parks Maintenance Supervisor
$7.60
$10.60
Parks Maintenance Worker
$4 75
$7.60
Code Enforcement Officer
$9.50
$11.59
Police Corporal
$13.39
$15.19
Police Lieutenant
$16.73
$18.27
Police Officer (P.O.S.T. Certified)
$11.59
$13.19
Police Officer (Not Certified)
$9.50
$11.59
Police Sergeant
$15.19
$16.73
Records Clerk
$8 30
$9 95
Senior Administrative Assistant Police Department
$12.52
$15.62
Administrative Assistant
$9.95
$12.52
$15.70
$17 00
Shop Supervisor/Mechanic
$11.50
$13.00
Street Supervisor
Utility Services Crew Supervisor
$15.55
$17.38
Utility Services Worker I
$10.00
$11.85
Utility Services Worker II
$11.85
$13.70
Utility Services Worker III
$13.70
$15.55
Water Treatment Plant Operator
$g 68
$12.38
$17 44
Water Treatment Plant Superintendent
$12.38
Wastewater Treatment Plant Operator
$9.68
$12 38
Wastewater Treatment Plant Superintendent
$12.38
$17 44
Page
1
Memo
City of McCall
C�
To: Council
From:Jim Henderson
CC: Bill Keating
Date: April 17, 1997
Re: Public Works Department Organization and Compensation Plan
Background
Last summer, staff presented a proposed compensation plan based on the 1995
Wage and Salary Survey published by the Department of Labor. Noting that
departmental budgets would not support implementation at the beginning of the
fiscal year and considering comments from employees, you asked that the plan be
brought back with more up-to-date job descriptions and that it include an incentive
plan. Since this is an enormously time consuming operation, only the Public Works
Department is complete at this time. New job descriptions have been prepared for
the Police Department and are currently being reviewed by that department.
Public Works Department
With 14 full-time, permanent employees, this is the city's largest department. The
mission of the department is essentially to operate and maintain the city's
infrastructure. The department operates the wastewater treatment plant, such
portions of the wastewater collection system not included in the maintenance
contract with PLWSD, the water distribution system, and streets. The department
will also operate the water treatment plant when it goes on-line. One should not
overlook the number of "odd jobs" which this department performs. One such task
was the construction of a drainage system to prevent flooding the council chambers.
Exhibit A is an updated Organizational Chart of the department. Two elements, the
water plant and the wastewater plant are funded directly by the water and sewer
funds respectively. These two plants are staff with a superintendent and an operator
each. The remaining ten positions include five utility services workers at various
• Page 1
levels, a streets supervisor and four "overhead" positions including the director, crew
supervisor, administrative assistant and shop supervisor/mechanic.
Traditionally, public works employees work in several aspects of city maintenance,
although more recently there has been a trend toward specialization. Nevertheless,
the street supervisor may well be put to work repairing a broken water main, for
example.
Utility Services Workers
These five make up the so called "city crew." New employees are generally hired as
Utility Services Workers I, the entry level for this department. Promotion depends for
the most part on achieving water distribution and/or wastewater collection
certificates. These certificates require an employee have certain amount of
experience in the field and pass an examination. Traditionally, employees have
started with the wastewater certificate because it is somewhat easier to get. It
requires one year of experience which in effect means that eligibility for promotion to
Utility Services Worker II requires at least one year of experience. If an employee
does not pass an exam, he or she must wait at least six months to try again.
When the first certificate is achieved, an employee then becomes eligible for
promotion to Utility Services Worker II. Promotion to Utility Services Worker III
requires the attainment of a second certificate (usually in water distribution.)
This approach is flawed for two reasons:
1. Since maintenance of the sewer collection system has been contracted to
PLWSD, the need for certificates is sewer collection is not as great. Qualification
as a wastewater collection operator is still a benefit to the city however.
2. The traditional system does not recognize, nor provide an incentive for higher
level certificates such as class II or class III.
Therefore in consultation with Mr. Keating we have revised the job descriptions to
require a Water Distribution I Certificate for promotion to USW II and a Water
Distribution II Certificate for promotion to USW III. This would apply to employees
hired after January 1, 1997. Current employees would still qualify for promotion
under the existing rules.
Other Positions
The street supervisor and administrative assistant positions were discussed in
October as these were new, previously unclassified positions. At that time you
approved a compensation plan based on the 1992 survey adjusted by previous cost
of living adjustments which was the basis for our present compensation plan.
• Page 2
The job descriptions for the Wastewater Treatment Plant Superintendent and
Operator positions have also been updated. We have also revised the job
descriptions for the Water Treatment Plant Superintendent and Operator positions.
Exhibit "B" is an updated version of the study for this career group. It has been
revised to include the new positions and to incorporate the two treatment plants'
position.
The following table shows the current compensation plan and the recommended
plan based on the 1995 survey and other factors as discussed in the exhibit.
Current Plan
Proposed Plan
Position
Low
Wage
High
Wage
Low
Wage
High Wage
Utility Services Crew Supervisor
$14.16
$15.93
$15.55
$17.38
Utility Services Worker III
$12.48
$14.16
$13.70
$15.55
Utility Services Worker II
$9.80
$12.48
$11.85
$13.70
Utility Services Worker I
$7.90
$9.80
$10.00
$11.85
Shop Supervisor/Mechanic
$9.80
$12.81
$11.50
$15.70
Street Supervisor
$11.96
$15.64
$13.00
$17.00
Administrative Assistant
$9.11
$11.62
$9.95
$12.52
WWTP Superintendent
$10.89
$17.44
$12.38
$17.44
WWTP Operator
$8.72
$10.89
$9.68
$12.38
WTP Superintendent
None
None
$12.38
$17.44
WTP Operator
None
None
$9.68
$12.38
Incentive Program
As a department incentive program, it is proposed that any employee who attains a
Sewer Collection Certificate at any level, excluding those that were previously
promoted on the basis of such a certificate, would receive an incentive pay of $0.50
per hour or $40 per pay period. Similarly, a USW III promoted on the basis of a
Water Distribution II Certificate could receive incentive pay by upgrading his or her
• Page 3
certificate to a Class III or a USW III promoted under the existing rules could receive
incentive pay for upgrading to a water Class II certificate and additional incentive for
upgrading to Class III. In short any certificate over and above that required of the
employee's position would be justification for incentive pay. We do not however see
any particular benefit to the department for a Sewer Certificate above Class I other
than at the wastewater treatment plant.
Mr. Keating has also suggested that employees that take on additional duties
receive incentive pay. Specifically, the department safety officer who is responsible
for organizing and conducting safety training and the water meter reader who must
have some technical skills that are not normally required of a USW. Both of these
tasks are currently carried out by Mike McCoy.
• Page 4
Exhibit "B"
Career Group - Public Works
There are no close or identical matches for this group in the Occupational Wage and
Employment Survey. The job descriptions for our "Utility Service Workers" contain
many and varied tasks. Incumbents are required to possess a Commercial Drivers
License and promotions require among other things Water and Wastewater Certifications.
The broad category "Production, Construction, Maintenance, Material Handling
Occupations" is the nearest match. The following occupations in that category each
incorporate part of what incumbents in this group do.
81002 First Line Supervisors, Mechanics, Installers and Repairs
81005 First Line Supervisors, Construction and Extraction
81011 First Line Supervisors, Transportation and Material Movers
85110 Machinery Maintenance Mechanics
85314 Mobile Heavy Equipment Mechanics
87711 Highway Maintenance Workers
95002 Water and Liquid Waste Treatment System Operators
97102 Truck Drivers -Heavy or Tractor Trailer
97923 Excavating and Loading Machine Operators
97938 Grader, Dozer & Scraper Operators
7 8 9 10 11 12 13 14 15 16 17 18 19 20
1st Line Supv Install & Repair 81002
10.42 12.12 14.87
M I 1992 n=204
11.55 14.28 17.31
M 11995 n=341
1st Line Supv Constr & Extract. 81005
13.02 14.81 17.41
1 M 1992 n=171
13.50 16.00 18.65
M 11995
n=177
1st Line Supv Trans & Material Moving 81011
9.31 12.30 15.20
M 1 1992 n=66
10.95 13.56 17.38
1 M 11995 n=425
i---+--- 1---+--- 1---+--- 1---+--- 1---+--- i---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Exhibit `B"
Career Group - Public Works
Page B-1
1---+--- i---+--- 1---+--- 1---+--- 1---+--- 1---+--- i---+--- 1---+--- 1---+--- i---+--- 1---+--- 1---+--- i---+--- 1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Machinery Maintenance Mechanics 85110
9.10 12.50 14.44
1 M I 1992 n=206
11.51
13.18 15.70
M 11995 n=362
1---+---I---+---1---+---1---+---1---+---1---+---i---+---1---+---1---+---1---+---1---+---1---+---1---+---I
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Highway Maintenance Workers 87711
8.19 9.35 11.91
M 11992 n=77
10.00 11.82 13.40
M 11995 n=166
Water and Liquid Waste Treatment System Operators 95002
8.41 10.21 11.57
1 M I 1992 n=36
9.68 10.92 12.38
M 11995 n=78
Excavating and Loading Machine Operators 97923
9.16 9.81 14.11
1---M I 1992 n=33
10.88 12.75 14.50
M 11995 n=61
Grader, Dozer & Scraper Operators 97938
9.00 10.00 12.20
M 11992 n=57
9.67 10.63 14.22
1 M I 1995 n=104
i---+---1---+---1---+---i---+---1---+---i---+---1---+---i---+---1---+---1---+---i---+---I---+---1---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Water and Wastewater Treatment
At first, this appears to be an easy match because the Occupational Wage Survey has an
Occupation called "Water and Liquid Waste Treatment System Operator"; however, the
description of this occupation does not include the laboratory work required.
Consequently, two occupations are used:
Water and Liquid Waste Treatment System Operator 95002
Chemical Technician 24505
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1
Exhibit `B"
Career Group - Public Works
Page B-2
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Water and Liquid Waste Treatment System Operators 95002
8.41 10.21 11.57
M 1 1992 n=36
9.68 10.92 12.38
M 1 1995 n=78
Chemical Technician
9.34 13.97 16.83
I M 11992 n=631
9.52 11.78 16.07
I M I 1995 n=171
i---+---1---+---i---+---i---+---1---+---1---+---1---+---i---+---1---+---1---+---i---+---i---+---i---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Statewide data given. There were no cases listed for Southwest Idaho
Exhibit `B"
Career Group - Public Works
Page B-3
1---+---1---+---I---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---1---+---I
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Current Plan for Public Works Department
Utility Services Crew Foreman
Utility Services Worker III
Utility Services Worker II
Utility Services Worker I
WWTP Operator I
Shop Supervisor/Mechanic
Administrative Assistant
WWTP Super.
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---I
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Recommended Plan for Public Works Department
I---+---I---+---1---+---I---+---1---+---I---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1
7 8 9 10 11 12 .13 14 15 16 17 18 19 20
Utility Services Crew Supervisor
Utility Services Worker III
Utility Services Worker II
Utility Services Worker I
WWTP Super
WWTP Operator I
WTP Operator I
Shop Supervisor Mechanic I I
Street Supervisor
Administrative Assistant
WTP Super
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---1---+---1---+---I
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Compensation for the Utility Services Workers and Supervisor were simply pegged at the
averages of the lowest and highest rates for the related positions and apportioned among
the various positions.
The water and wastewater treatment positions are a bit troublesome since one of the
related positions came down. This plan leaves the upper range where it is but raises the
compensation for the operator. This in turn raises the floor for the plant superintendent.
The shop supervisor -mechanic is pegged at the range for its related positions. The Street
Supervisor and Administrative Assistant positions were discussed in October as these are
Exhibit `B"
Career Group - Public Works
Page B-4
new previously unclassified positions. You will recall that in October the compensation
was set using the 1992 survey adjusted by the cost of living adjustments made since 1994
(when the current compensation plan was formulated) The proposed plan simply adjusts
these to the 1995 survey.
Exhibit `B"
Career Group - Public Works
Page B-5
CC)1).Y
Memo
City of McCall
To: Council
From:Jim Henderson
CC: Mike Combs
Bob Peckham
Gloria Cantrell
Jackie DeClue
Date: April 17, 1997
Re: Compensation Plan for Library, Recreation, Golf and Parks Employees and
the Building Inspector
Background
Last summer, staff presented a proposed compensation plan based on the 1995
Wage and Salary Survey published by the Department of Labor. Noting that
departmental budgets would not support implementation at the beginning of the
fiscal year and considering comments from employees, you asked that the plan be
brought back with more up-to-date job descriptions and that it include an incentive
plan. New job descriptions have been prepared for the all departments, including
seasonal and part-time positions. The job descriptions have been reviewed by both
affected employees and supervisors and approved.
Library
The McCall Public Library staff is made up of the Librarian, Assistant Librarian, three
Library Clerks and two Library Pages. The Librarian and one Library Clerk work 32
hours per week. The assistant Librarian works 22 hours per week and the remaining
Library Clerks work 17 hours per week. The Library Pages are high school students
who work about 10 hours per week on Saturday and after school.
Exhibit A is a discussion of how the compensation plan was developed.
• Page 1
Recreation
The proposed plan simply adds generic "Recreation Worker" position. This position
is presently a seasonal one but the job description could describe a full time position
as well.
Golf Course and Parks
The golf superintendent and mechanic has been full time positions for a number of
years. The assistant superintendent was added a couple of years ago, but with an
estimated compensation plant. The golf maintenance worker positions are presently
seasonal as are the parks supervisor and parks maintenance workers.
Current Plan
Proposed Plan
Position
Low Wage
High Wage
Low Wage
High Wage
Librarian
$9.80
$13.62
$11.25
$16.60
Assistant Librarian
$8.18
$9.80
$8.45
$11.25
Library Clerk
$5.45
$8.18
$5.65
$8.45
Library Page
$4.75
$5.65
Assistant Golf Superintendent
$9.60
$13.15
$10.60
$14.10
Golf Equipment Mechanic
$8.61
$10.42
$8.75
$11.80
Golf Maintenance Worker
$4.75
$7.60
Parks Maintenance Supervisor
$7.60
$10.60
Parks Maintenance Worker
$4.75
$7.60
Recreation Worker
$4.75
$7.60
Building Inspector
$11.99
$17.44
$13.97
$18.25
Building Inspector
This is the only non-exempt position in the Community Development Department.
Last summer, there was some discussion about whether this position should be
classified as a "Building Official' or a "Building Inspector". The OWS does not
address Building Officials but provides a very definite description of a Building
Inspector. According to the AIC Survey, a Building Official is a Department Head
level exempt position that reports directly to the mayor or city manager. Generally,
Building Officials supervise Building Inspectors. In our organization, one could argue
that our Building Official is the City Engineer. Consequently, the plan recommended
above is an exact match for the OWS recommended range for Construction and
Building Inspectors.
This memo summarizes the recommended compensation plan for the last of the
departments. A report showing financial implications will be provided separately.
• Page 2
EXHIBIT "B"
Recreation, Golf Course and Parks Departments
Most of the jobs in these departments have not been previously classified and
have not had job descriptions before consequently they have not be a part of the
compensation plan. Another difficulty is that some of these positions are not
surveyed. For example, Golf superintendents are not included in the OWS, the
AIC Survey nor the Ketchum study.
Appropriate comparisons may be draw from:
68014 Amusement and Recreation Attendents.
72002 First Line Supervisors (Agricultural, forestry, fishing and related occupa-
tions.
79030 Gardeners & Groundskeepers, (excluding Farmers)
79041 Laborers, Landscaping and Groundskeeping
85328 Small Engine Mechanics
5 6 7 8 9 10 11 12 13 14 15 16 17
10.64 12.70 16.86
First Line Supervisors 72002 n=127 I M I
6.25 6.78 7.50
I---M---I Gardeners and Grounds Keepers 79030 n=117
6.00 6.50 8.33
I___M I Laborers -Landscaping & Goundskeeping 79041 n=503
8.63 9.14 11.56
M 'Small Engine Mechanics 85328 n=16
4.95 5.50 6.50
I---M I Amusement & Recreation Attendants: N=298
5 6 7 8 9 10 11 12 13 14 15 16 17
Current Plan
Assistant Golf Superintendent I
Golf Equipment Mech. I
I Laborer
5 6 7 8 9 10 11 12 13 14 15 16 17
5 6 7 8 9 10 11 12 13 14 15 16 17
Recommended Plan
Assistant Golf Superintendent
I Golf Maintenance Worker
I Parks Maintenance Supervisor
I Parks Maintenance Worker
Golf Equipment Mechanic I
1
I Recreation Worker
5 6 7 8 9 10 11 12 13 14 15 16 17
The Assistant Golf Superintendent and the Golf Equipment Mechanic are both
full-time, year-round positions. The remaining are summer for summer hires.
Generally these employees would be started at or near minimum wage and re-
ceive hire wages as they return year after year. The Parks Maintenance Super-
visor is also a summer hire but is the most experienced of the parks workers.
The recommend plan recognizes the Southwest Idaho prevailing wages for
similar positions as well as our own unique circumstances.
Exhibit "A"
Career Group - Library
The occupations for this group compare to two occupations that are for some reason not
classified closely together in the Occupational Wage Survey but both are identical (less
the bookmobile driving duties) to our positions.
Librarian - Professional 31502
Library Assistants & Bookmobile Drivers 53902
5 6 7 8 9 10 11 12 13 14 15 16 17
Librarian - Professional 31502
8.89 12.25 15.60
M 1 1992 n=42
11.94
1995 n=73
Library Assistants & Bookmobile Drivers
6.16 7.63 8.84
M 1 1992 n=48
5.38 6.22 9.46
M 1 1995 n=177
14.91 17.32
M
5 6 7 8 9 10 11 12 13 14 15 16 17
Current Plan
Recommended Plan
Librarian
Assistant Librarian
1 Library Clerks
Librarian
1 Assistant Librarian
Library Clerks
5 6 7 8 9 10 11 12 13 14 15 16 17
Rational for Recommended Plan
The Library Assistant occupation has show little movement at the bottom end, but the
distribution has "spread out" showing a greater diversity in wages among respondents.
The recommended plan starts with an increase of the same degree that would be allowed
if not survey analysis was done at this time, a 2.9% Cost of Living Allowance. Then the
recommended plan is expanded to include the broader ranges permitted in the
Occupational Wage Survey.
Exhibit "A"
Career Group - Library
Page A-1
_i
City of McCall
Memo
To: Council
From:Jim Henders
CC: Bill Keating
Date: January 28, 1997
Re: Public Works Department Organization and Compensation Plan
Background
Last summer, staff presented a proposed compensation plan based on the 1995
Wage and Salary Survey published by the Department of Labor. Noting that
departmental budgets would not support implementation at the beginning of the
fiscal year and considering comments from employees, you asked that the plan be
brought back with more up-to-date job descriptions and that it include an incentive
plan. Since this is an enormously time consuming operation, only the Public Works
Department is complete at this time. New job descriptions have been prepared for
the Police Department and are currently being reviewed by that department.
Public Works Department
With 14 full-time, permanent employees, this is the city's largest department. The
mission of the department is essentially to operate and maintain the city's
infrastructure. The department operates the wastewater treatment plant, such
portions of the wastewater collection system not included in the maintenance
contract with PLWSD, the water distribution system, and streets. The department
will also operate the water treatment plant when it goes on-line. One should not
overlook the number of "odd jobs" which this department performs. One such task
was the construction of a drainage system to prevent flooding the council chambers.
Exhibit A is an updated Organizational Chart of the department. Two elements, the
water plant and the wastewater plant are funded directly by the water and sewer
funds respectively. These two plants are staff,; "with a superintendent and an operator
each. The remaining ten positions include five utility services workers at various
• Page 1
levels, a streets supervisor and four "overhead" positions including the director, crew
supervisor, administrative assistant and shop supervisor/mechanic.
Traditionally, public works employees work in several aspects of city maintenance,
although more recently there has been a trend toward specialization. Nevertheless,
the street supervisor may well be put to work repairing a broken water main, for
example.
Utility Services Workers
These five make up the so called "city crew." New employees are generally hired as
Utility Services Workers I, the entry level for this department. Promotion depends for
the most part on achieving water distribution and/or wastewater collection
certificates. These certificates require an employee have certain amount of
experience in the field and pass an examination. Traditionally, employees have
started with the wastewater certificate because it is somewhat easier to get. It
requires one year of experience which in effect means that eligibility for promotion to
Utility Services Worker II requires at least one year of experience. If an employee
does not pass an exam, he or she must wait at least six months to try again.
When the first certificate is achieved, an employee then becomes eligible for
promotion to Utility Services Worker II. Promotion to Utility Services Worker III
requires the attainment of a second certificate (usually in water distribution.)
This approach is flawed for two reasons:
1. Since maintenance of the sewer collection system has been contracted to
PLWSD, the need for certificates is sewer collection is not as great. Qualification
as a wastewater collection operator is still a benefit to the city however.
2. The traditional system does not recognize, nor provide an incentive for higher
level certificates such as class 11 or class III.
Therefore in consultation with Mr. Keating we have revised the job descriptions to
require a Water Distribution I Certificate for promotion to USW II and a Water
Distribution II Certificate for promotion to USW III. This would apply to employees
hired after January 1, 1997. Current employees would still qualify for promotion
under the existing rules.
Other Positions
The street supervisor and administrative assistant positions were discussed in
October as these were new, previously unclassified positions. At that time you
approved a compensation plan based on the 1992 survey adjusted by previous cost
of living adjustments which was the basis for our present compensation plan.
• Page 2
The job descriptions for the Wastewater Treatment Plant Superintendent and
Operator positions have also been updated. We have also revised the job
descriptions for the Water Treatment Plant Superintendent and Operator positions.
Exhibit "B" is an updated version of the study for this career group. It has been
revised to include the new .positions and to incorporate the two treatment plants'
position.
The following table shows the current compensation plan and the recommended
plan based on the 1995 survey and other factors as discussed in the exhibit.
Current Plan
Proposed Plan
Position
Low
Wage
High
Wage
Low
Wage
High Wage
Utility Services Crew Supervisor
$14.16
$15.93
$15.55
$17.38
Utility Services Worker III
$12.48
$14.16
$13.70
$15.55
Utility Services Worker 11
$9.80
$12.48
$11.85
$13.70
Utility Services Worker 1
$7.90
$9.80
$10.00
$11.85
Shop Supervisor/Mechanic
$9.80
$12.81
$11.50
$15.70
Street Supervisor
$11.96
$15.64
$13.00
$17.00
Administrative Assistant
$9.11
$11.62
$9.95
$12.52
WWTP Superintendent
$10.89
$17.44
$12.38
$17.44
WWTP Operator
$8.72
$10.89
$9.68
$12.38
WTP Superintendent
None
None
$12.38
$17.44
WTP Operator
None
None
$9.68
$12.38
Incentive Program
As a department incentive program, it is proposed that any employee who attains a
Sewer Collection Certificate at any level, excluding those that were previously
promoted on the basis of such a certificate, would receive an incentive pay of $0.50
per hour or $40 per pay period. Similarly, a USW III promoted on the basis of a
Water Distribution II Certificate could receive incentive pay by upgrading his or her
• Page 3
certificate to a Class III or a USW III promoted under the existing rules could receive
incentive pay for upgrading to a water Class II certificate and additional incentive for
upgrading to Class III. In short any certificate over and above that required of the
employee's position would be justification for incentive pay. We do not however see
any particular benefit to the department for a Sewer Certificate above Class I other
than at the wastewater treatment plant.
Mr. Keating has also suggested that employees that take on additional duties
receive incentive pay. Specifically, the department safety officer who is responsible
for organizing and conducting safety training and the water meter reader who must
have some technical skills that are not normally required of a USW. Both of these
tasks are currently carried out by Mike McCoy.
• Page 4
Public Works Organization Chart
Bill Keating
Public Works Director
Roger Bates
Utility Foreman
Public Works
Gary Kimball
Water Trotment Plant Superintendent
Water Dept.
Jerry Harris
Streets Supervisor
Vacant N6
Crack Sealer
Part -Tim•
Streets
Liz Tash
Office Manager
Public Works
Jesse Maln
Crew/USWI i
Scott Woods
Crew/USWI
Vacant X1
Water Meter Installer
Seasonal
Water Dept.
Vacant/41
Crew/USWI
Publle Works
pla..lnsr Gary Kblftr 01
/✓fi?iNiWe/
Vacant •2
Water Meter Installer
Seasonal
Water Dept.
John Lewinski
Wastewater Treatment Plant Superintendent
Sewer Dopt.
Lonnie King
Plant Operator
Sewer Dept.
Rob Sargent
Shop Foreman/Mechanic
SNOW PLOW POOL
Seasonal
2-3 Operators
Vacant/2
Snow PlowerX1
Vacant X3
Snow Plower art
VacantX4
Snow Plower M3
Exhibit "B"
Career Group - Public Works
There are no close or identical matches for this group in the Occupational Wage and
Employment Survey. The job descriptions for our "Utility Service Workers" contain
many and varied tasks. Incumbents are required to possess a Commercial Drivers
License and promotions require among other things Water and Wastewater Certifications.
The broad category "Production, Construction, Maintenance, Material Handling
Occupations" is the nearest match. The following occupations in that category each
incorporate part of what incumbents in this group do.
81002 First Line Supervisors, Mechanics, Installers and Repairs
81005 First Line Supervisors, Construction and Extraction
81011 First Line Supervisors, Transportation and Material Movers
85110 Machinery Maintenance Mechanics
85314 Mobile Heavy Equipment Mechanics
87711 Highway Maintenance Workers
95002 Water and Liquid Waste Treatment System Operators
97102 Truck Drivers -Heavy or Tractor Trailer
97923 Excavating and Loading Machine Operators
97938 Grader, Dozer & Scraper Operators
7 8 9 10 11 12 13 14 15 16 17 18 19 20
1st Line Supv Install & Repair 81002
10.42 12.12 14.87
M I 1992 n=204
11.55 14.28 17.31
M 11995 n=341
1st Line Supv Constr & Extract. 81005
13.02 14.81 17.41
M 1 1992 n=171
13.50 16.00 18.65
M 11995
n=177
1st Line Supv Trans & Material Moving 81011
9.31 12.30 15.20
M 11992 n=66
10.95 13.56 17.38
M 11995 n=425
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Exhibit `B"
Career Group - Public Works
Page B-1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Machinery Maintenance Mechanics 85110
9.10 12.50 14.44
M I 1992 n=206
11.51 13.18 15.70
M 11995 n=362
1---+--- 1---+--- 1---+--- 1---+--- 1--=+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Highway Maintenance Workers 87711
8.19 9.35 11.91
M 1992 n=77
10.00 11.82 13.40
M 11995 n=166
Water and Liquid Waste Treatment System Operators 95002
8.41 10.21 11.57
M I 1992 n=36
9.68 10.92 12.38
M 11995 n=78
Excavating and Loading Machine Operators 97923
9.16 9.81 14.11
1---M I 1992 n=33
10.88 12.75 14.50
M 11995 n=61
Grader, Dozer & Scraper Operators 97938
9.00 10.00 12.20
M 11992 n=57
9.67 10.63 14.22
M I 1995 n=104
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Water and Wastewater Treatment
At first, this appears to be an easy match because the Occupational Wage Survey has an
Occupation called "Water and Liquid Waste Treatment System Operator"; however, the
description of this occupation does not include the laboratory work required.
Consequently, two occupations are used:
Water and Liquid Waste Treatment System Operator 95002
Chemical Technician 24505
Exhibit `B"
Career Group - Public Works
Page B-2
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Water and Liquid Waste Treatment System Operators 95002
8.41 10.21 11.57
M 1 1992 n=36
9.68 10.92 12.38
1 M 1 1995 n=78
Chemical Technician
9.34 13.97 16.83
M 11992 n=631
9.52 11.78 16.07
1 M 1995 n=171
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
' Statewide data given. There were no cases listed for Southwest Idaho
Exhibit `B"
Career Group - Public Works
Page B-3
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Current Plan for Public Works Department
Utility Services Crew Foreman
Utility Services Worker III
Utility Services Worker II
Utility Services Worker I
1 I
WWTP Operator I
Shop Supervisor/Mechanic
1
Administrative Assistant
WWTP Super.
i---+---1---+---1---+---1---+---I---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---1---+---I
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Recommended Plan for Public Works Department
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---i---+---i---+---1---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Utility Services Crew Supervisor I 1
Utility Services Worker III I 1
1 I Utility Services Worker II
1 1 Utility Services Worker I
i
WWTP Operator I
Shop Supervisor Mechanic
1
WTP Operator I
Street Supervisor
Administrative Assistant
WWTP Super
WTP Super
1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- I
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Compensation for the Utility Services Workers and Supervisor were simply pegged at the
averages of the lowest and highest rates for the related positions and apportioned among
the various positions.
The water and wastewater treatment positions are a bit troublesome since one of the
related positions came down. This plan leaves the upper range where it is but raises the
compensation for the operator. This in turn raises the floor for the plant superintendent.
The shop supervisor -mechanic is pegged at the range for its related positions. The Street
Supervisor and Administrative Assistant positions were discussed in October as these are
Exhibit `B"
Career Group - Public Works
Page B-4
Exhibit "B"
Career Group - Public Works
There are no close or identical matches for this group in the Occupational Wage and
Employment Survey. The job descriptions for our "Utility Service Workers" contain
many and varied tasks. Incumbents are required to possess a Commercial Drivers
License and promotions require among other things Water and Wastewater Certifications.
The broad category "Production, Construction, Maintenance, Material Handling
Occupations" is the nearest match. The following occupations in that category each
incorporate part of what incumbents in this group do.
81002 First Line Supervisors, Mechanics, Installers and Repairs
81005 First Line Supervisors, Construction and Extraction
81011 First Line Supervisors, Transportation and Material Movers
85110 Machinery Maintenance Mechanics
85314 Mobile Heavy Equipment Mechanics
87711 Highway Maintenance Workers
95002 Water and Liquid Waste Treatment System Operators
97102 Truck Drivers -Heavy or Tractor Trailer
97923 Excavating and Loading Machine Operators
97938 Grader, Dozer & Scraper Operators
1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
1st Line Supv Install & Repair 81002
10.42 12.12 14.87
i M I 1992 n=204
11.55 14.28 17.31
M 11995 n=341
1st Line Supv Constr & Extract. 81005
13.02 14.81 17.41
1 M 1 1992 n=171
13.50 16.00 18.65
1 M 11995
n=177
1st Line Supv Trans & Material Moving 81011
9.31 12.30 15.20
i M 11992 n=66
10.95 13.56 17.38
1 M 11995 n=425
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---i---+---i---+---1---+---1---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Exhibit `B"
Career Group - Public Works
Page B-1
new previously unclassified positions. You will recall that in October the compensation
was set using the 1992 survey adjusted by the cost of living adjustments made since 1994
(when the current compensation plan was formulated) The proposed plan simply adjusts
these to the 1995 survey.
Exhibit `B"
Career Group - Public Works
Page B-5
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Machinery Maintenance Mechanics 85110
9.10 12.50 14.44
M 1 1992 n=206
11.51 13.18 15.70
M 1995 n=362
1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- 1---+--- i---+--- 1---+--- 1---+--- 1---+--- 1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Highway Maintenance Workers 87711
8.19 9.35 11.91
M 1 1992 n=77
10.00 11.82 13.40
M 1 1995 n=166
Water and Liquid Waste Treatment System Operators 95002
8.41 10.21 11.57
M I 1992 n=36
9.68 10.92 12.38
M 1995 n=78
Excavating and Loading Machine Operators 97923
9.16 9.81 14.11
1---M 1992 n=33
10.88 12.75 14.50
M 1995 n=61
Grader, Dozer & Scraper Operators 97938
9.00 10.00 12.20
M 1 1992 n=57
9.67 10.63 14.22
M I 1995 n=104
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Water and Wastewater Treatment
At first, this appears to be an easy match because the Occupational Wage Survey has an
Occupation called "Water and Liquid Waste Treatment System Operator"; however, the
description of this occupation does not include the laboratory work required.
Consequently, two occupations are used:
Water and Liquid Waste Treatment System Operator 95002
Chemical Technician 24505
Exhibit `B"
Career Group - Public Works
Page B-2
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Water and Liquid Waste Treatment System Operators 95002
8.41 10.21 11.57
M 1 1992 n=36
9.68 10.92 12.38
M 1995 n=78
Chemical Technician
9.34 13.97 16.83
M 1992 n=631
9.52 11.78 16.07
i M 1 1995 n=171
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
' Statewide data given. There were no cases listed for Southwest Idaho
Exhibit `B"
Career Group - Public Works
Page B-3
I---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Current Plan for Public Works Department
Utility Services Crew Foreman I 1
Utility Services Worker III I 1
1
1 1
1
Utility Services Worker II
Utility Services Worker I
1
WWTP Operator I
Shop Supervisor/Mechanic
1 1
Administrative Assistant
WWTP Super.
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Recommended Plan for Public Works Department
1---+--- 1---+--- 1---+--- I---+--- 1---+--- i---+--- I---+--- 1---+--- 1---+--- 1---+--- i---+--- 1---+--- 1---+--- I
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Utility Services Crew Supervisor
Utility Services Worker III
Utility Services Worker II
1 I Utility Services Worker I
1 WWTP Operator I
1
Shop Supervisor Mechanic
Street Supervisor
1
WTP Operator I
1
Administrative Assistant
1 WWTP Super
WTP Super
1---+---1---+---1---+---1---+---1---+---i---+---i---+---1---+---1---+---I---+---1---+---1---+---1---+---I
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Compensation for the Utility Services Workers and Supervisor were simply pegged at the
averages of the lowest and highest rates for the related positions and apportioned among
the various positions.
The water and wastewater treatment positions are a bit troublesome since one of the
related positions came down. This plan leaves the upper range where it is but raises the
compensation for the operator. This in turn raises the floor for the plant superintendent.
The shop supervisor -mechanic is pegged at the range for its related positions. The Street
Supervisor and Administrative Assistant positions were discussed in October as these are
Exhibit `B"
Career Group - Public Works
Page B-4
new previously unclassified positions. You will recall that in October the compensation
was set using the 1992 survey adjusted by the cost of living adjustments made since 1994
(when the current compensation plan was formulated) The proposed plan simply adjusts
these to the 1995 survey.
Exhibit `B"
Career Group - Public Works
Page B-5
"
M e m o
T o : C o u n c i l
F r o m : J i m H e n d e r s o n
C C : B i l l K e a t i n g
D a t e : J a n u a r y 2 3 , 1 9 9 7
R e : P u b l i c W o r k s D e p a r t m e n t O r g a n i z a t i o n a n d C o m p e n s a t i o n P l a n
B a c k g r o u n d
L a s t s u m m e r , s t a f f p r e s e n t e d a p r o p o s e d c o m p e n s a t i o n p l a n b a s e d o n t h e 1 9 9 5
W a g e a n d S a l a r y S u r v e y p u b l i s h e d b y t h e D e p a r t m e n t o f L a b o r . N o t i n g t h a t
d e p a r t m e n t a l b u d g e t s w o u l d n o t s u p p o r t i m p l e m e n t a t i o n a t t h e b e g i n n i n g o f t h e
f i s c a l y e a r a n d c o n s i d e r i n g c o m m e n t s f r o m e m p l o y e e s , y o u a s k e d t h a t t h e p l a n b e
b r o u g h t b a c k w i t h m o r e u p - t o - d a t e j o b d e s c r i p t i o n s a n d t h a t i t i n c l u d e a n i n c e n t i v e
p l a n . S i n c e t h i s i s a n e n o r m o u s l y t i m e c o n s u m i n g o p e r a t i o n , o n l y t h e P u b l i c W o r k s
D e p a r t m e n t i s c o m p l e t e a t t h i s t i m e . N e w j o b d e s c r i p t i o n s h a v e b e e n p r e p a r e d f o r
t h e P o l i c e D e p a r t m e n t a n d a r e c u r r e n t l y b e i n g r e v i e w e d b y t h a t d e p a r t m e n t .
P u b l i c W o r k s D e p a r t m e n t
W i t h 1 4 f u l l - t i m e , p e r m a n e n t e m p l o y e e s , t h i s i s t h e c i t y ' s l a r g e s t d e p a r t m e n t . T h e
m i s s i o n o f t h e d e p a r t m e n t i s e s s e n t i a l l y t o o p e r a t e a n d m a i n t a i n t h e c i t y ' s
i n f r a s t r u c t u r e . T h e d e p a r t m e n t o p e r a t e s t h e w a s t e w a t e r t r e a t m e n t p l a n t , s u c h
p o r t i o n s o f t h e w a s t e w a t e r c o l l e c t i o n s y s t e m n o t i n c l u d e d i n t h e m a i n t e n a n c e
c o n t r a c t w i t h P L W S D , t h e w a t e r d i s t r i b u t i o n s y s t e m , a n d s t r e e t s . T h e d e p a r t m e n t
w i l l a l s o o p e r a t e t h e w a t e r t r e a t m e n t p l a n t w h e n i t g o e s o n - l i n e . O n e s h o u l d n o t
o v e r l o o k t h e n u m b e r o f " o d d j o b s " w h i c h t h i s d e p a r t m e n t p e r f o r m s . O n e s u c h t a s k
w a s t h e c o n s t r u c t i o n o f a d r a i n a g e s y s t e m t o p r e v e n t f l o o d i n g t h e c o u n c i l c h a m b e r s .
E x h i b i t A i s a n u p d a t e d O r g a n i z a t i o n a l C h a r t o f t h e d e p a r t m e n t . T w o e l e m e n t s , t h e
w a t e r p l a n t a n d t h e w a s t e w a t e r p l a n t a r e f u R d e d d i r e c t l y b y t h e w a t e r a n d s e w e r
f u n d s r e s p e c t i v e l y . T h e s e t w o p l a n t s a r e s t a f f w i t h a s u p e r i n t e n d e n t a n d a n o p e r a t o r
e a c h . T h e r e m a i n i n g t e n p o s i t i o n s i n c l u d e ' f i v e u t i l i t y s e r v i c e s w o r k e r s a t v a r i o u s
" P a g e 1
The job descriptions for the Wastewater Treatment Plant Superintendent and
Operator positions have also been updated. We have also revised the job
descriptions for the Water Treatment Plant Superintendent and Operator positions.
Exhibit "B" is an updated version of the study for this career group. It has been
revised to include the new positions and to incorporate the two treatment plants'
position.
The following table shows the current compensation plan and the recommended
plan based on the 1995 survey and other factors as discussed in the exhibit.
Current Plan
Proposed Plan
Position
Low
Wage
High
Wage
Low
Wage
High Wage
Utility Services Crew Supervisor
'$14.16
$15.93
$15.55
$17.38
Utility Services Worker III
$12.48
$14.16
$13.70
$15.55
Utility Services Worker II
$9.80
$12.48
$11.85
$13.70
Utility Services Worker I
$7.90
$9.80
$10.00
$11.85
Shop Supervisor/Mechanic
$9.80
$12.81
$11.50
$15.70
Street Supervisor
$11.96
$15.64
$13.00
$17.00
Administrative Assistant
$9.11
$11.62
$9.95
$12.52
WWTP Superintendent
$10.89
$17.44
$12.38
$17.44
WWTP Operator
$8.72
$10.89
$9.68
$12.38
WTP Superintendent
None
None
$12.38
$17.44
WTP Operator
None
None
$9.68
$12.38
Incentive Program
As a department incentive program, it is proposed that any employee who attains a
Sewer Collection Certificate at any level, excluding those that were previously
promoted on the basis of such a certificate, would receive an incentive pay of $0.50
per hour or $40 per pay period. Similarly, a USW III promoted on the basis of a
Water Distribution II Certificate could receive incentive pay by upgrading his or her
• Page 3
Public Works Organization Chart
Jesse Main
Crew/USWII
• Bill Keating
Public Works Director
Roger Bates
Utility Foreman
Public Works
Gary Kimball
Water Trotment Plant Superintendent
Water Dept.
Pcepeee4-34•••
Plant Operator
Water Dept.
DoNN1G FAIIJ
Jerry Harris
Streets Supervisor,
Vacant 05
Crack Sealer
Part -Time
Streets
F
Liz Tash
Office Manager
Public,Works
John Lewlnskl
Wastewater Treatment Plant Superintendent
Sewer Dept.
Lonnie King
Plant Operator
Sewer Dept.
Rob Sargent
Shop Foreman/Mechanic
Mik, McCoy
Crew/USWI'
Scott Woods
Crew/USWI
Vacant01
Crew/USWI
Public Works
,Co-vi .BR/�►Kica%
F
Chris Breuhig
Crew/USWI
Vacant #1
Water Meter Installer
S I
Water Dept.
Vacant #2
Water Meter Installer
S 1
Water Dept.
SNOW PLOW POOL
S 1
2-3 Operators
i
Vacant #2
Snow Plower#1
Vacant #3
Snow Plower 02
Vacant #4
Snow PlowerW3
d�
"
"
7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0
M a c h i n e r y M a i n t e n a n c e M e c h a n i c s 8 5 1 1 0
9 . 1 0 1 2 . 5 0 1 4 . 4 4
M I 1 9 9 2 n = 2 0 6
1 1 . 5 1 1 3 . 1 8 1 5 . 7 0
M 1 9 9 5 n = 3 6 2
7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0
H i g h w a y M a i n t e n a n c e W o r k e r s 8 7 7 1 1
8 . 1 9 9 . 3 5 1 1 . 9 1
1 M 1 1 9 9 2 n = 7 7
1 0 . 0 0 1 1 . 8 2 1 3 . 4 0
M 1 9 9 5 n = 1 6 6
W a t e r a n d L i q u i d W a s t e T r e a t m e n t S y s t e m O p e r a t o r s 9 5 0 0 2
8 . 4 1 1 0 . 2 1 1 1 . 5 7
M 1 1 9 9 2 n = 3 6
9 . 6 8 1 0 . 9 2 1 2 . 3 8
M 1 1 9 9 5 n = 7 8
E x c a v a t i n g a n d L o a d i n g M a c h i n e O p e r a t o r s 9 7 9 2 3
9 . 1 6 9 . 8 1 1 4 . 1 1
1 - - - M 1 9 9 2 n = 3 3
1 0 . 8 8 1 2 . 7 5 1 4 . 5 0
M 1 1 9 9 5 n = 6 1
G r a d e r , D o z e r & S c r a p e r O p e r a t o r s 9 7 9 3 8
9 . 0 0 1 0 . 0 0 1 2 . 2 0
M 1 1 9 9 2 n = 5 7
9 . 6 7 1 0 . 6 3 1 4 . 2 2
1 M I 1 9 9 5 n = 1 0 4
7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0
W a t e r a n d W a s t e w a t e r T r e a t m e n t
A t f i r s t , t h i s a p p e a r s t o b e a n e a s y m a t c h b e c a u s e t h e O c c u p a t i o n a l W a g e S u r v e y h a s a n
O c c u p a t i o n c a l l e d " W a t e r a n d L i q u i d W a s t e T r e a t m e n t S y s t e m O p e r a t o r " ; h o w e v e r , t h e
d e s c r i p t i o n o f t h i s o c c u p a t i o n d o e s n o t i n c l u d e t h e l a b o r a t o r y w o r k r e q u i r e d .
C o n s e q u e n t l y , t w o o c c u p a t i o n s a r e u s e d :
W a t e r a n d L i q u i d W a s t e T r e a t m e n t S y s t e m O p e r a t o r 9 5 0 0 2
C h e m i c a l T e c h n i c i a n 2 4 5 0 5
E x h i b i t ` B "
C a r e e r G r o u p - P u b l i c W o r k s
P a g e B - 2
i�
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Current Plan for Public Works Department
Utility Services Crew Foreman 1 1
Utility Services Worker III 1 1
1 1 Utility Services Worker II
1 Utility Services Worker I
1
1
1
1
1 WWTP Operator I
1 Shop Supervisor/Mechanic
1
1 Administrative Assistant
I WWTP Super.
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Recommended Plan for Public Works Department
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Utility Services Crew Supervisor 1
Utility Services Worker DI 1 1
1 1 Utility Services Worker II
1 1 Utility Services Worker I
1
1 1 WWTP Operator I
1
1
Shop Supervisor Mechanic I
I WTP Operator I
Street Supervisor
1
1 1
1 Administrative Assistant
WWTP Super
WTP Super
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Compensation for the Utility Services Workers and Supervisor were simply pegged at the
averages of the lowest and highest rates for the related positions and apportioned among
the various positions.
The water and wastewater treatment positions are a bit troublesome since one of the
related positions came down. This plan leaves the upper range where it is but raises the
compensation for the operator. This in turn raises the floor for the plant superintendent.
The shop supervisor -mechanic is pegged at the range for its related positions. The Street
Supervisor and Administrative Assistant positions were discussed in October as these are
Exhibit `B"
Career Group - Public Works
Page B-4
"
M e m o
T o : C o u n c i l
F r o m : J i m H e n d e r s o n
C C : C h i e f P a r k e r
L T D o n i c a
D a t e : A p r i l 1 7 , 1 9 9 7
R e : P o l i c e D e p a r t m e n t O r g a n i z a t i o n a n d C o m p e n s a t i o n P l a n
B a c k g r o u n d
L a s t s u m m e r , s t a f f p r e s e n t e d a p r o p o s e d c o m p e n s a t i o n p l a n b a s e d o n t h e 1 9 9 5
W a g e a n d S a l a r y S u r v e y p u b l i s h e d b y t h e D e p a r t m e n t o f L a b o r . N o t i n g t h a t
d e p a r t m e n t a l b u d g e t s w o u l d n o t s u p p o r t i m p l e m e n t a t i o n a t t h e b e g i n n i n g o f t h e
f i s c a l y e a r a n d c o n s i d e r i n g c o m m e n t s f r o m e m p l o y e e s , y o u a s k e d t h a t t h e p l a n b e
b r o u g h t b a c k w i t h m o r e u p - t o - d a t e j o b d e s c r i p t i o n s a n d t h a t i t i n c l u d e a n i n c e n t i v e
p l a n . N e w j o b d e s c r i p t i o n s h a v e b e e n p r e p a r e d f o r t h e P o l i c e D e p a r t m e n t , h a v e
b e e n r e v i e w e d , b y b o t h a f f e c t e d e m p l o y e e s a n d s u p e r v i s o r s i n t h e d e p a r t m e n t a n d
a p p r o v e d b y t h e C h i e f o f P o l i c e .
P o l i c e D e p a r t m e n t
W i t h 1 3 f u l l - t i m e , p e r m a n e n t e m p l o y e e s , t h i s i s t h e c i t y ' s s e c o n d l a r g e s t d e p a r t m e n t .
T h e m i s s i o n o f t h e d e p a r t m e n t i s t o e n f o r c e l a w s a n d l o c a l o r d i n a n c e s t h r o u g h
d e t e c t i o n a n d a p p r e h e n s i o n o f s u s p e c t e d l a w v i o l a t o r s ; p r e v e n t i o n o f c r i m e a n d
p r o t e c t i o n o f l i v e s a n d p r o p e r t y . T h e d e p a r t m e n t a l s o e n f o r c e s a n i m a l c o n t r o l ,
n u i s a n c e , a n d s n o w m o b i l e o r d i n a n c e s a n d a s s i s t s t h e p l a n n i n g o f f i c e w i t h z o n i n g
a n d s i g n c o d e o r d i n a n c e s . W i t h i n t h e l a s t y e a r , t h e d e p a r t m e n t h a s f o c u s e d o n
C o m m u n i t y O r i e n t e d P o l i c i n g w h i c h e m p h a s i z e s p r o b l e m s o l v i n g a s o p p o s e d t o
m e r e l y e n f o r c e m e n t .
E x h i b i t A i s a n u p d a t e d O r g a n i z a t i o n a l C h a r t o f t h e d e p a r t m e n t . T h e d e p a r t m e n t i s
p r i m a r i l y f u n d e d a s a p a r t o f t h e g e n e r a l f u n d s a l t h o u g h s o m e d r u g e n f o r c e m e n t
r e l a t e d e x p e n s e s a r e p a i d f r o m t h e D r u g E n f o r c e m e n t F u n d . T h e D r u g E n f o r c e m e n t
" P a g e 1
"
"
F u n d c o m e s f r o m f i n e s , f o r f e i t s , a n d o c c a s i o n a l l y f r o m d r u g t a s k f o r c e a n d o t h e r
f u n d s . T h e d e p a r t m e n t i s o r g a n i z e d b y t h r e e m a j o r f u n c t i o n s : ( a ) A d m i n i s t r a t i v e ,
w h i c h i n c l u d e s t w o s u p p o r t e m p l o y e e s ; ( b ) P a t r o l , w h i c h i s m a d e u p o f t w o
S e r g e a n t s a n d f o u r P a t r o l O f f i c e r s , o n e o f w h i c h i s a C o r p o r a l ; a n d ( c ) D e t e c t i v e ,
w h i c h i s m a d e u p o f a D e t e c t i v e L i e u t e n a n t , C o m m u n i t y S e r v i c e s O f f i c e r , a n d C o d e
E n f o r c e m e n t O f f i c e r . T h e N a r c o t i c s D e t e c t i v e r e p o r t s d i r e c t l y t o t h e C h i e f o f P o l i c e
o n n a r c o t i c s e n f o r c e m e n t m a t t e r s . T h e C o m m u n i t y S e r v i c e s O f f i c e r a n d N a r c o t i c s
D e t e c t i v e s a r e a C o r p o r a l a n d a S e r g e a n t p o s i t i o n r e s p e c t i v e l y .
P o l i c e P e r s o n n e l
E n t r y l e v e l o f f i c e r s a r e g e n e r a l l y h i r e d a t a s p e c i a l r a t e f o r o f f i c e r s t h a t h a v e n o t y e t
a c h i e v e d t h e i r B a s i c C e r t i f i c a t e w h i c h r e q u i r e s a t t e n d a n c e a t P O S T A c a d e m y o r
e q u i v a l e n t . U p o n c o m p l e t i o n o f P O S T a n d r e c e i p t o f a B a s i c C e r t i f i c a t e , t h e y
r e c e i v e a p a y r a i s e t o t h e h i g h e r " c e r t i f i e d " r a t e . P r o m o t i o n s t o c o r p o r a l a n d b e y o n d
d e p e n d u p o n v a c a n c i e s a n d e x p e r i e n c e . G e n e r a l l y , O f f i c e r s , C o r p o r a l s a n d t h e
C o d e E n f o r c e m e n t O f f i c e r a r e n o n - s u p e r v i s o r y w h i l e , S e r g e a n t s a n d L i e u t e n a n t s a r e
s u p e r v i s o r s i n t h e i r r e s p e c t i v e a r e a s .
E x h i b i t " B " i s a n u p d a t e d v e r s i o n o f t h e s t u d y f o r t h i s c a r e e r g r o u p . I t h a s b e e n
r e v i s e d t o i n c l u d e t h e n e w p o s i t i o n s a n d t o i n c o r p o r a t e t h e t w o t r e a t m e n t p l a n t s '
p o s i t i o n .
T h e f o l l o w i n g t a b l e s h o w s t h e c u r r e n t c o m p e n s a t i o n p l a n a n d t h e r e c o m m e n d e d
p l a n b a s e d o n t h e 1 9 9 5 s u r v e y a n d o t h e r f a c t o r s a s d i s c u s s e d i n t h e e x h i b i t .
C u r r e n t P l a n
P r o p o s e d
L o w W a g e
P l a n
H i g h W a g e
P o s i t i o n
L o w W a g e
H i g h W a g e
P o l i c e L i e u t e n a n t
$ 1 5 . 8 0
1 7 . 4 4
$ 1 6 . 7 3
$ 1 8 . 2 7
P o l i c e S e r g e a n t
$ 1 3 . 8 9
$ 1 5 . 8 0
$ 1 5 . 1 9
$ 1 6 . 7 3
N a r c o t i c s D e t e c t i v e
$ 1 3 . 8 9
$ 1 5 . 8 0
$ 1 5 . 1 9
$ 1 6 . 7 3
P o l i c e C o r p o r a l
$ 1 1 . 9 9
$ 1 3 . 8 9
$ 1 3 . 3 9
$ 1 5 . 1 9
J u v e n i l e D e t e c t i v e
$ 1 1 . 9 9
$ 1 3 . 8 9
$ 1 3 . 1 9
$ 1 5 . 1 9
P o l i c e O f f i c e r ( C e r t i f i e d )
$ 1 0 . 0 8
$ 1 1 . 9 9
$ 1 1 . 5 9
$ 1 3 . 1 9
P o l i c e O f f i c e r ( N o t P O S T C e r t i f i e d )
$ 8 . 7 2
$ 1 0 . 0 8
$ 9 . 5 0
$ 1 1 . 5 9
C o d e E n f o r c e m e n t O f f i c e r
$ 8 . 7 2
$ 1 0 . 0 8
$ 9 . 5 0
$ 1 1 . 5 9
S e n i o r A d m i n i s t r a t i v e A s s i s t a n t
$ 1 2 . 5 2
$ 1 5 . 6 2
A d m i n i s t r a t i v e A s s i s t a n t
$ 9 . 1 1
$ 1 1 . 6 2
R e c o r d s C l e r k
$ 7 . 6 2
$ 1 0 . 0 8
$ 8 . 3 0
$ 9 . 9 5
P e a c e O f f i c e r s S t a n d a r d s a n d T r a i n i n g A c a d e m y - o p e r a t e d b y t h e I d a h o D e p a r t m e n t o f L a w E n f o r c e m e n t
" P a g e 2
"
"
I n c e n t i v e P r o g r a m
A s a d e p a r t m e n t i n c e n t i v e p r o g r a m , i t i s p r o p o s e d t h a t O f f i c e r s a n d C o r p o r a l s w h o
a t t a i n a P O S T I n t e r m e d i a t e C e r t i f i c a t e a n d S e r g e a n t s a n d L i e u t e n a n t s w h o a t t a i n a
P O S T A d v a n c e d C e r t i f i c a t e r e c e i v e a n i n c e n t i v e p a y o f $ 0 . 5 0 p e r h o u r o r $ 4 0 p e r
p a y p e r i o d . A l t e r n a t i v e l y , O f f i c e r s , C o r p o r a l s , S u p p o r t S t a f f a n d C o d e E n f o r c e m e n t
O f f i c e r s w h o a t t a i n a n A s s o c i a t e D e g r e e a n d S e r g e a n t s a n d L i e u t e n a n t s w h o a t t a i n
a B a c h e l o r ' s D e g r e e s h o u l d r e c e i v e i n c e n t i v e p a y .
C h i e f P a r k e r h a s a l s o s u g g e s t e d t h a t e m p l o y e e s w h o b e c o m e q u a l i f i e d i n
s p e c i a l i z e d a r e a s w h e r e t h e r e i s n o r e q u i r e m e n t t h a t a l l o f f i c e r s b e c o m e s i m i l a r l y
q u a l i f i e d s h o u l d a l s o r e c e i v e i n c e n t i v e p a y . T w o e x a m p l e s o f t h i s a r e a c c i d e n t
i n v e s t i g a t i o n a n d K - 9 .
" P a g e 3
"
E x h i b i t " B "
P o l i c e D e p a r t m e n t
T h e I d a h o O c c u p a t i o n a l W a g e a n d E m p l o y m e n t S u r v e y o f c l a s s i f i e s p o s i t i o n s i n t h i s
g r o u p a s " S e r v i c e O c c u p a t i o n s " i n t h e s u b g r o u p " P r o t e c t i v e S e r v i c e s . " T h e r e a r e t h r e e
p e r t i n e n t o c c u p a t i o n s w h i c h a r e j u d g e d t o m a t c h w i t h t h e d u t i e s o f o u r p o l i c e d e p a r t m e n t
i d e n t i c a l l y . T h e o c c u p a t i o n s a r e :
6 1 0 0 5 P o l i c e a n d D e t e c t i v e S u p e r v i s o r s
6 3 0 1 1 P o l i c e D e t e c t i v e s
6 3 0 1 4 P o l i c e P a t r o l O f f i c e r s
A d m i n i s t r a t i v e O c c u p a t i o n s c o n s i d e r e d i n c l u d e d :
C l e r i c a l a n d A d m i n i s t r a t i v e S u p p o r t O c c u p a t i o n s
5 1 0 0 2 - A F i r s t L i n e S u p e r v i s o r s / M a n a g e r
5 1 0 0 2 - B O f f i c e M a n a g e r s - C l e r i c a l
5 5 1 0 8 - A A d m i n i s t r a t i v e S e c r e t a r i e s
5 5 1 0 8 - B S e c r e t a r i e s - G e n e r a l O f f i c e
T h e f o l l o w i n g i s a c o m p a r i s o n 1 9 9 2 a n d 1 9 9 5 S u r v e y s f o r S o u t h w e s t I d a h o :
1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1
9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2
1 2 . 7 4 1 4 . 7 6 1 7 . 0 8
1 9 9 2 I M 1
1 5 . 1 9 1 8 . 2 7 $ 2 2 . 3 9
1 9 9 5 1 M
P o l i c e a n d D e t e c t i v e S u p e r v i s o r s - 6 1 0 0 5 P o p u l a t i o n S u r v e y e d = 1 0 7 ( 1 9 9 2 )
1 5 6 ( 1 9 9 5 )
1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1
9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2
8 . 1 0 1 1 . 1 7 1 4 . 9 1
M 1 1 9 9 2
1 6 . 0 0 - 1 7 . 3 3 - 1 7 . 3 7
I - - - - M - 1 1 9 9 5
P o l i c e D e t e c t i v e s - 6 3 0 1 1 P o p u l a t i o n S u r v e y = 8 2 ( 1 9 9 2 )
9 5 ( 1 9 9 5 )
1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - 1 - - - + - - - i - - - + - - - 1 - - - + - - - 1
9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2
8 . 9 0 1 1 . 0 9 1 3 . 6 7
M 1 1 9 9 2
1 1 . 0 2 1 4 . 2 1 1 7 . 3 3
1 M I 1 9 9 5
P o l i c e P a t r o l O f f i c e r s - 6 3 0 1 3 P o p u l a t i o n S u r v e y e d = 1 5 6 ( 1 9 9 2 )
E x h i b i t ` B "
C a r e e r G r o u p - L a w E n f o r c e m e n t
P a g e B - 1
"
"
2 7 4 ( 1 9 9 5 )
1 - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I
9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2
T h e c u r r e n t c o m p e n s a t i o n p l a n f o r t h i s g r o u p i s a s f o l l o w s :
I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I
9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2
L i e u t e n a n t I I ( $ 1 5 . 8 0 - $ 1 7 . 4 4 p e r h o u r )
S e r g e a n t * I I ( $ 1 3 . 8 9 - $ 1 5 . 8 0 )
C o r p o r a l * * - > I I ( $ 1 1 . 9 9 - $ 1 3 . 8 9 )
< - P a t r o l O f f i c e r ( P O S T G r a d u a t e ) ( $ 1 0 . 0 8 - $ 1 1 . 9 9 )
< - - - - I C o d e E n f o r c e m e n t a n d P r e - P o s t P a t r o l O f f i c e r ( $ 8 . 7 2 - $ 1 0 . 0 8 )
* I n c l u d e s N a r c o t i c s D e t e c t i v e
* * I n c l u d e s C o m m u n i t y S e r v i c e s O f f i c e r
T h e r e c o m m e n d p l a n f o r t h i s g r o u p i s :
I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I
9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2
L i e u t e n a n t I I ( $ 1 6 . 7 3 - $ 1 8 . 2 7 )
S e r g e a n t * I I ( $ 1 5 . 1 9 - $ 1 6 . 7 3 )
C o r p o r a l - > I I ( $ 1 3 . 3 9 - $ 1 5 . 1 9 )
< - P a t r o l O f f i c e r ( P O S T G r a d u a t e ) ( $ 1 1 . 5 9 - $ 1 3 . 3 9 )
I I C o d e E n f o r c e m e n t , P r e - P O S T P a t r o l O f f i c e r , ( $ 9 . 5 0 - $ 1 1 . 5 9 )
* I n c l u d e s N a r c o t i c s D e t e c t i v e
* * I n c l u d e s C o m m u n i t y S e r v i c e s O f f i c e r
I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I - - - + - - - I
9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2
R a t i o n a l f o r t h e R e c o m m e n d e d P l a n
L a w E n f o r c e m e n t P o s i t i o n s
T h e r e c o m m e n d e d p l a n r a n g e s f r o m t h e f i r s t q u a r t i l e f o r P o l i c e P a t r o l O f f i c e r s t o t h e
m e d i a n f o r P o l i c e a n d D e t e c t i v e S u p e r v i s o r s . T h e s u r v e y r a n g e f o r P o l i c e a n d D e t e c t i v e
a n d D e t e c t i v e s S u p e r v i s o r s i n c l u d e s s u p e r v i s o r s a t a l l l e v e l s i n c l u d i n g , p r e s u m a b l y ,
C h i e f s o f P o l i c e . C o n s e q u e n t l y , t h e L i e u t e n a n t ' s r a n g e i s " p e g g e d " a t t h e m e d i a n f o r t h i s
o c c u p a t i o n . T h e s u p e r v i s o r s ' r a n g e o v e r l a p s t h a t o f p a t r o l o f f i c e r s . T h e r e f o r e , w e h a v e
" p e g g e d " t h e b o t t o m o f t h e r a n g e f o r S e r g e a n t s t o t h e b o t t o m o f t h e s u p e r v i s o r s ' s a l a r y
r a n g e a n d d i v i d e d t h e r a n g e b e t w e e n S e r g e a n t a n d L i e u t e n a n t . S i m i l a r l y w e h a v e u s e d
t h e f i r s t q u a r t i l e o f t h e P a t r o l O f f i c e r r a n g e t o t h e b o t t o m o f o u r P O S T - c e r t i f i e d P a t r o l
O f f i c e r s a n d t h e t o p o f t h e r a n g e f o r C o r p o r a l t o t h e b o t t o m o f t h e r a n g e f o r S e r g e a n t a n d
d i v i d e d t h e r a n g e e q u a l l y b e t w e e n P a t r o l O f f i c e r a n d C o r p o r a l . T h e R a n g e f o r
u n c e r t i f i e d o f f i c e r s , i n c l u d i n g t h e C o d e E n f o r c e m e n t O f f i c e r i s e x t r a p o l a t e d b e l o w t h e
f i r s t q u a r t i l e .
E x h i b i t ` B "
C a r e e r G r o u p - L a w E n f o r c e m e n t
P a g e B - 2
r•
M
•
Administrative Positions
Compensation for the Administrative Assistant position was previously drawn from the
Administrative Secretaries occupation earlier this fiscal year. The Police Chief and LT
Donica have requested a reevaluation because Adminstrative Secretary occupation
description does not fully capture the qualifications and duties required of this position.
After reviewing the revised job description and the discussing duties and responsibilities
with the incumbent Nancy Lockhart. I concur. The occupant of this position is required
to supervise and evaluate the performance of the Police Records Clerk, is required to be
certified on the Alco-Sensor and to train patrol officers on its use.
LT Donica suggests that we designate this position as "Senior Administrative Assistant"
to differentiate it from other Administrative Assistants in the city. Since there will be a
gap between the Records Clerk and the newly designated position, she also suggests that
we set a salary range for an Administrative Assistant between the two. While I concur in
the concept, I am reluctant to set a salary range in our compensation plan for a position
that we do not intend to fill. There is too great an opportunity for this to be either
assumed an authorized position and filled with a third person, or to promote the junior
person into it, leaving the junior position unfilled. If this position becomes an authorized
one, the compensation should be dealt with as a part of the budget process at that time.
Other Sources of Salary Information
The City now has available two additional surveys with which to validate our analysis.
The first is the Association of Idaho Cities 1995 Survey of Salaries and Benefits
applicable portions of which are summarized below:
Lowest
Highest
AIC Position
Wage
City
Wage
City
Our Equivalent_
Police Chief
Police Chief
$9.09
Inkom (800)
$40.77
Boise
(125,000)
Police Captain
$9.00
St Anthony
3,010
$36.74
Boise
(125,000)
Police Lieutenant
Police Lieutenant
$8.66
Aberdeen
(1,500)
$29.07
Boise
(125,000)
None
Police Sergeant
$9.03
Wendell
(1,963)
$20.30
Boise
(125,000)
Police Sergeant
Police Officer III
$8.04
Inkom (800)
$17.34
Boise
(125,000)
None
Police Officer II
$7.94
Wendell
(1,963)
$16.55
Meridian
(21,620)
Police Corporal
Police Officer I
$7.00
Firth (429)
$16.44
Meridian*
(21,620)
Patrol Officer
(POST Certified)
Probationary
Police Officer
$8.00
Fruitland
(2,668)
$15.32
Lewiston*
(31,138)
Patrol Officer (Pre -
Post)
Exhibit `B"
Career Group - Law Enforcement
Page B-3
"
"
P o l i c e R e c o r d s
C l e r k
$ 6 . 3 0
G l e n n s F e r r y
( 1 , 3 0 4 )
$ 1 2 . 6 4
C o e u r d '
A l e n e
( 2 6 , 0 0 0 )
P o l i c e R e c o r d s
C l e r k
C o d e E n f o r c e m e n t
O f f i c e r
$ 7 . 6 5
R a t h d r u m
( 2 , 7 5 0 )
$ 1 7 . 4 6
L e w i s t o n *
( 3 1 , 1 3 8 )
C o d e E n f o r c e m e n t
O f f i c e r
* H i g h e s t w a g e i s s i g n i f i c a n t l y h i g h e r t h a n s e c o n d h i g h e s t w a g e .
T h e a b o v e i s t a k e n f r o m a r e p o r t b y A I C o f a s u r v e y o f p o s i t i o n s i n 1 5 2 c i t i e s s t a t e w i d e .
M c C a l l r e s p o n d e d t o a n d w a s i n c l u d e d i n t h a t s u r v e y . S i n c e i t i s a s t a t e w i d e s u r v e y , t h e
g e o g r a p h i c a l c o v e r a g e i s b r o a d e r t h a n t h a t u s e d i n t h e O W S a n a l y s i s . I n t h e s e n s e t h a t i n
i n c l u d e s f a r f e w p o s i t i o n s t h a n t h e O W S i t i s m u c h n a r r o w i n s c o p e . O f c o u r s e n o t a l l
c i t i e s h a d a l l p o s i t i o n s . T h e p o s i t i o n d e s c r i p t i o n s w e r e d e v e l o p e d b y A I C a n d l i k e t h e
O W S a r e v e r y g e n e r a l . T h e d a t a f o r t h e A I C s u r v e y w a s c o l l e c t e d i n F e b r u a r y 1 9 9 5 a n d
i s t h e r e f o r e t h e o l d e s t o f t h e t h r e e s u r v e y s .
T h e a b o v e i l l u s t r a t e s t h e f u l l r a n g e o f t h e s a l a r i e s f o r e a c h p o s i t i o n . A I C d o e s n o t p r o v i d e
s u m m a r y d a t a s u c h a s m e d i a n , m e a n o r q u a r t i l e s .
T h e s e c o n d s o u r c e o f i n f o r m a t i o n i s a s u r v e y c o m m i s s i o n e d b y t h e C i t y o f K e t c h u m a n d
c o n d u c t e d b y I E C G r o u p , H u m a n R e s o u r c e s S p e c i a l i s t s . T h e p e r t i n e n t p o r t i o n s
( c o n v e r t e d t o h o u r l y r a t e s ) a r e s u m m a r i z e d b e l o w :
R a n g e
K e t c h u m
P o s i t i o n
A v e r a g e
M i n i m u m
A v e r a g e
M a x i m u m
A c t u a l
A v e r a g e
O u r
E q u i v a l e n t
P o l i c e C h i e f
$ 2 1 . 7 0
$ 2 9 . 3 3
$ 2 6 . 5 3
P o l i c e C h i e f
P o l i c e C a p t a i n
( 2 d i n C h a r g e )
$ 1 7 . 8 8
$ 2 3 . 5 1
$ 2 1 . 9 5
P o l i c e
L i e u t e n a n t
I n v e s t i g a t o r /
D e t e c t i v e
$ 1 4 . 2 0
$ 1 8 . 5 4
$ 1 7 . 0 5
N a r c o t i c s
D e t e c t i v e
S e r g e a n t
$ 1 5 . 3 9
$ 2 0 . 3 7
$ 1 8 . 8 8
P o l i c e S e r g e a n t
P a t r o l O f f i c e r
$ 1 2 . 2 8
$ 1 6 . 5 1
$ 1 4 . 6 3
P a t r o l O f f i c e r
C o d e E n f o r c e -
m e n t O f f i c e r
$ 9 . 4 8
$ 1 2 . 3 1
$ 1 0 . 4 5
C o d e E n f o r c e -
m e n t O f f i c e r
T h i s s u r v e y w a s c o m m i s s i o n e d b y t h e C i t y o f K e t c h u m a n d i n c l u d e d t h e f o l l o w i n g i n -
s t a t e c i t i e s : C o e u r d ' A l e n e , K e t c h u m , M c C a l l , P o s t F a l l s , S a n d p o i n t a n d S u n V a l l e y , a s
w e l l a s t h e f o l l o w i n g o u t - o f - s t a t e c i t i e s : B e n d , O R , B r e c k e n r i d g e , C O , J a c k s o n , W Y ,
P a r k C i t y , U T , S t e a m b o a t S p r i n g s , C O , V a i l , C O a n d W h i t e f i s h , M T . T h e I E C s u r v e y
w h i c h w a s a f o l l o w u p t o a s i m i l a r s u r v e y c o n d u c t e d i n 1 9 9 4 , w a s c o m p l e t e d i n N o v e m b e r
1 9 9 6 a n d i s t h e r e f o r e t h e m o s t r e c e n t o f t h e t h r e e . T h e p o s i t i o n d e s c r i p t i o n s a r e
s u m m a r i z e d f r o m t h o s e o f t h e C i t y o f K e t c h u m a n d a r e a l s o v e r y g e n e r a l . T h i s s u r v e y
c o v e r s a n e v e n b r o a d e r g e o g r a p h i c a l a r e a b u t i n t e r m s o f t h e n u m b e r o f p o s i t i o n s i s e v e n
n a r r o w e r i n s c o p e t h a n t h e A I C s u r v e y . I t t e n d e d t o f o c u s o n r e s o r t c i t i e s w h i c h a l s o
n a r r o w e d i t s f o c u s .
E x h i b i t ` B "
C a r e e r G r o u p - L a w E n f o r c e m e n t
P a g e B - 4
"
N o
"
C o m p a r i n g t h e s e t h r e e a n a l y s e s i s a l i t t l e l i k e c o m p a r i n g a p p l e s t o o r a n g e s t o c a n t a l o u p e s
s i n c e t h e y r e p r e s e n t v a s t l y d i f f e r e n t p o p u l a t i o n s , l a b o r m a r k e t s , m e t h o d s o f c o l l e c t i o n a n d
a n a l y t i c a l p r o c e s s e s . T h e m o s t w e c a n d e t e r m i n e f r o m t h e t w o a d d i t i o n a l s t u d i e s i s t h a t
w e a r e a t l e a s t w i t h i n t h e o u t s i d e r a n g e s o f e a c h . T h e O W S u s e s t h e l a r g e s t p o p u l a t i o n
a n d t h e r e f o r e i s t h e m o s t s t a t i s t i c a l l y r e l i a b l e . S i n c e w e a r e u s i n g t h e S o u t h w e s t I d a h o
d a t a s u b s e t , i t a l s o f o c u s e s m o r e c l o s e l y o n w h a t i s o u r l a b o r m a r k e t . A f l a w i n i t s u s e i s
t h a t i t i s o v e r a y e a r o l d .
E x h i b i t ` B "
C a r e e r G r o u p - L a w E n f o r c e m e n t
P a g e B - 5
Memo
To: Council
From:Jim Henderso
CC: Chief Parker
LT Donica
Date: February 11, 1997
Re: Police Department Organization and Compensation Plan
Background
Last summer, staff presented a proposed compensation plan based on the 1995
Wage and Salary Survey published by the Department of Labor. Noting that
departmental budgets would not support implementation at the beginning of the
fiscal year and considering comments from employees, you asked that the plan be
brought back with more up-to-date job descriptions and that it include an incentive
plan. New job descriptions have been prepared for the Police Department, have
been reviewed, by both affected employees and supervisors in the department and
approved by the Chief of Police.
Police Department
With 13 full-time, pemianent employees, this is the city's second largest department.
The mission of the department is to enforce laws and local ordinances through
detection and apprehension of suspected law violators; prevention of crime and
protection of lives and property. The department also enforces animal control,
nuisance, and snowmobile ordinances and assists the planning office with zoning
and sign code ordinances. Within the last year, the department has focused on
Community Oriented Policing which emphasizes problem solving as opposed to
merely enforcement.
Exhibit A is an updated Organizational Chart of the department. The department is
primarily funded as a part of the general funds although some drug enforcement
related expenses are paid from the Drug Enforcement Fund. The Drug Enforcement
• Page 1
Fund comes from fines, forfeits, and occasionally from drug task force and other
funds. The department is organized by three major functions: (a) Administrative,
which includes two support employees; (b) Patrol, which is made up of two
Sergeants and four Patrol Officers, one of which is a Corporal; and (c) Detective,
which is made up of a Detective Lieutenant, Community Services Officer, and Code
Enforcement Officer. The Narcotics Detective reports directly to the Chief of Police
on narcotics enforcement matters. The Community Services Officer and Narcotics
Detectives are a Corporal and a Sergeant position respectively.
Police Personnel
Entry level officers are generally hired at a special rate for officers that have not yet
achieved their Basic Certificate which requires attendance at POST' Academy or
equivalent. Upon completion of POST and receipt of a Basic Certificate, they
receive a pay raise to the higher "certified" rate. Promotions to corporal and beyond
depend upon vacancies and experience. Generally, Officers, Corporals and the
Code Enforcement Officer are non -supervisory while, Sergeants and Lieutenants are
supervisors in their respective areas.
Exhibit "B" is an updated version of the study for this career group. It has been
revised to include the new positions and to incorporate the two treatment plants'
position.
The following table shows the current compensation plan and the recommended
plan based on the 1995 survey and other factors as discussed in the exhibit.
Current Plan
Proposed Plan
Position
Low Wage
High Wage
Low Wage
High Wage
Police Lieutenant
$15.80
17.44
$16.73
$18.27
Police Sergeant
$13.89
$15.80
$15.19
$16.73
Narcotics Detective
$13.89
$15.80
$15.19
$16.73
Police Corporal
$11.99
$13.89
$13.39
$15.19
Juvenile Detective
$11.99
$13.89
$13.19
$15.19
Police Officer (Certified)
$10.08
$11.99
$11.59
$13.19
Police Officer (Not POST Certified)
$8.72
$10.08
$9.50
$11.59
Code Enforcement Officer
$8.72
$10.08
$9.50
$11.59
Senior Administrative Assistant
$12.52
$15.62
Administrative Assistant
$9.11
$11.62
Records Clerk
$7.62
$10.08
$8.30
S9.95
' Peace Officers Standards and Training Academy - operated by the Idaho Department of Law Enforcement
• Page 2
Incentive Program
As a department incentive program, it is proposed that Officers and Corporals who
attain a POST Intermediate Certificate and Sergeants and Lieutenants who attain a
POST Advanced Certificate receive an incentive pay of $0.50 per hour or $40 per
pay period. Altematively, Officers, Corporals, Support Staff and Code Enforcement
Officers who attain an Associate Degree and Sergeants and Lieutenants who attain
a Bachelors Degree should receive incentive pay.
Chief Parker has also suggested that employees who become qualified in
specialized areas where there is no requirement that all officers become similarly
qualified should also receive incentive pay. Two examples of this are accident
investigation and K-9.
• Page 3
McCALL POLICE DEPARTMENT
ORGANIZATIONAL CHART
Admin
Assistant
Records
Clerk
Chief
of Police
Sergeant
Patrol
Sergeant
Patrol
Patrol
Officer
Patrol
Officer
Patrol
Officer
Lieutenant
Detective
Comm/ Sery
Detective
Patrol
Officer
Narcotics
Detective
Code
Enforcement
Exhibit "B"
' Police Department
The Idaho Occupational Wage and Employment Survey of classifies positions in this
group as "Service Occupations" in the subgroup "Protective Services." There are three
pertinent occupations which are judged to match with the duties of our police department
identically. The occupations are:
61005 Police and Detective Supervisors
63011 Police Detectives
63014 Police Patrol Officers
Administrative Occupations considered included:
Clerical and Administrative Support Occupations
51002-A First Line Supervisors/Manager
51002-B Office Managers - Clerical
55108-A Administrative Secretaries
55108-B Secretaries - General Office
The following is a comparison 1992 and 1995 Surveys for Southwest Idaho:
9 10 11 12 13 14 15 16 17 18 19 20 21 22
12.74 _ 14.76 17.08
1992 —M ---
15.19 18.27 $22.39
1995 I M
Police and Detective Supervisors - 61005 Population Surveyed = 107(1992)
156(1995)
9 10 11 12 13 14 15 16 17 18 19 20 21 22
8.10 11.17 14.91
G---------M 1 1992
16.00-17.33-17.37
----M-I 1995
Police Detectives - 63011 Population Survey = 82 (1992)
95 (1995)
9 10 11 12 13 14 15 16 17 18 19 20 21 22
8.90 11.09 13.67
G----------M I 1992
11.02 14.21 17.33
—M I 1995
Police Patrol Officers - 63013 Population Surveyed = 156 (1992)
Exhibit `B"
Career Group - Law Enforcement
Page B-1
274 (1995)
I---+---I---+---I---+---I---+---I---+---I---+---I---+---I---+--I---+---I---+---I---+---I---+---I---+---I
9 10 11 12 13 14 15 16 17 18 19 20 21 22
The current compensation plan for this group is as follows:
I---+---I---+---I---+---I---+---I---+---I---+---I---+---I---+--I---+---I---+---I---+---I---+---I---+---I
9 10 11 12, 13 14 15 16 17 18 19 20 21 22
Lieutenant I----- I ($15.80 - $17.44 per hour)
Sergeant* I I ($13.89 - $15.80)
Corporal** ->I I ($11.99 - $13.89)
I <-Patrol Officer (POST Graduate) ($10.08 - $11.99)
<----I Code Enforcement and Pre -Post Patrol Officer ($8.72 - $10.08)
* Includes Narcotics Detective
** Includes Community Services Officer
The recommend plan for this group is:
9 10 11 12 13 14 15 16 17 18 19 20 21 22
Lieutenant I I ($16.73 - $18.27)
Sergeant *I —I ($15.19 - $16.73)
Corporal-> I I ($13.39 - $15.19)
<- Patrol Officer (POST Graduate) ($11.59 - $13.39)
I Code Enforcement, Pre -POST Patrol Officer, ($9.50-$11.59)
* Includes Narcotics Detective
** Includes Community Services Officer
I---+---I---+---I---+---I---+---I---+---I---+---I---+---I---+--I---+---I---+---I---+---I---+---1---+---I
9 10 11 12 13 14 15 16 17 18 19 20 21 22
Rational for the Recommended Plan
Law Enforcement Positions
The recommended plan ranges from the first quartile for Police Patrol Officers to the
median for Police and Detective Supervisors. The survey range for Police and Detective
and Detectives Supervisors includes supervisors at all levels including, presumably,
Chiefs of Police. Consequently, the Lieutenant's range is "pegged" at the median for this
occupation. The supervisors' range overlaps that of patrol officers. Therefore, we have
"pegged" the bottom of the range for Sergeants to the bottom of the supervisors' salary
range and divided the range between Sergeant and Lieutenant. Similarly we have used
the first quartile of the Patrol Officer range to the bottom of our POST -certified Patrol
Officers and the top of the range for Corporal to the bottom of the range for Sergeant and
divided the range equally between Patrol Officer and Corporal. The Range for
uncertified officers, including the Code Enforcement Officer is extrapolated below the
first quartile.
Exhibit `B"
Career Group - Law Enforcement
Page B-2
Administrative Positions
Compensation for the Administrative Assistant position was previously drawn from the
Administrative Secretaries occupation earlier this fiscal year. The Police Chief and LT
Donica have requested a reevaluation because Adminstrative Secretary occupation
description does not fully capture the qualifications and duties required of this position.
After reviewing the revised job description and the discussing duties and responsibilities
with the incumbent Nancy Lockhart. I concur. The occupant of this position is required
to supervise and evaluate the performance of the Police Records Clerk, is required to be
certified on the Alco-Sensor and to train patrol officers on its use.
LT Donica suggests that we designate this position as "Senior Administrative Assistant"
to differentiate it from other Administrative Assistants in the city. Since there will be a
gap between the Records Clerk and the newly designated position, she also suggests that
we set a salary range for an Administrative Assistant between the two. While I concur in
the concept, I am reluctant to set a salary range in our compensation plan for a position
that we do not intend to fill. There is too great an opportunity for this to be either
assumed an authorized position and filled with a third person, or to promote the junior
person into it, leaving the junior position unfilled. If this position becomes an authorized
one, the compensation should be dealt with as a part of the budget process at that time.
Other Sources of Salary Information
The City now has available two additional surveys with which to validate our analysis.
The first is the Association of Idaho Cities 1995 Survey of Salaries and Benefits
applicable portions of which are summarized below:
Lowest
Highest
AIC Position
Wage
C
Wage
City
Our Equivalent
Police Chief
$9.09
Inkom (800)
$40.77
Boise
(125,000)
Police Chief
Police Captain
$9.00
St Anthony
3,010
$36.74
Boise
(125,000)
Police Lieutenant
Police Lieutenant
$8.66
Aberdeen
(1,500)
$29.07
Boise
(125,000)
None
Police Sergeant
$9.03
Wendell
(1,963)
$20.30
Boise
(125,000)
Police Sergeant
Police Officer III
$8.04
Inkom (800)
.
$17.34
Boise
(125,000)
None
Police Officer II
$7.94
Wendell
(1,963)
$16.55
Meridian
(21,620)
Police Corporal
Police Officer I
$7.00
Firth (429)
$16.44
Meridian*
(21,620)
Patrol Officer
(POST Certified)
Probationary
Police Officer
$8.00
Fruitland
(2,668)
$15.32
Lewiston*
(31,138)
Patrol Officer (Pre -
Post)
Exhibit `B"
Career Group - Law Enforcement
Page B-3
Police Records
Clerk
$6.30
Glenns Ferry
(1,304)
$12.64
Coeur d'
Alene
(26,000)
Police Records
Clerk
Code Enforcement
Officer
$7.65
Rathdrum
(2,750)
$17.46
Lewiston*
(31,138)
Code Enforcement
Officer
* Highest wage is significantly higher than second highest wage.
The above is taken from a report by AIC of a survey of positions in 152 cities statewide.
McCall responded to and was included in that survey. Since it is a statewide survey, the
geographical coverage is broader than that used in the OWS analysis. In the sense that in
includes far few positions than the OWS it is much narrow in scope. Of course not all
cities had all positions. The position descriptions were developed by AIC and like the
OWS are very general. The data for the AIC survey was collected in February 1995 and
is therefore the oldest of the three surveys.
The above illustrates the full range of the salaries for each position. AIC does not provide
summary data such as median, mean or quartiles.
The second source of information is a survey commissioned by the City of Ketchum and
conducted by IEC Group, Human Resources Specialists. The pertinent portions
(converted to hourly rates) are summarized below:
Range
Ketchum
Position
Average
Minimum
Average
Maximum
Actual
Average
Our
Equivalent
Police Chief
$21.70
$29.33
$26.53
Police Chief
Police Captain
(2d in Charge)
$17.88
$23.51
$21.95
Police
Lieutenant
Investigator/
Detective
$14.20
$18.54
$17.05
Narcotics
Detective
Sergeant
$15.39
$20.37
$18.88
Police Sergeant
Patrol Officer
Patrol Officer
$12.28
$16.51
$14.63
Code Enforce-
ment Officer
$9.48
$12.31
$10.45
Code Enforce-
ment Officer
This survey was commissioned by the City of Ketchum and included the following in-
state cities: Coeur d'Alene, Ketchum, McCall, Post Falls, Sandpoint and Sun Valley, as
well as the following out-of-state cities: Bend, OR, Breckenridge, CO, Jackson, WY,
Park City; UT, Steamboat Springs, CO, Vail, CO and Whitefish, MT. The IEC survey
which was a followup to a similar survey conducted in 1994, was completed in November
1996 and is therefore the most recent of the three. The position descriptions are
summarized from those of the City of Ketchum and are also very general. This survey
covers an even broader geographical area but in terms of the number of positions is even
narrower in scope than the AIC survey. It tended to focus on resort cities which also
narrowed its focus.
Exhibit `B"
Career Group - Law Enforcement •
Page B-4
Comparing these three analyses is a little like comparing apples to oranges to cantaloupes
since they represent vastly different populations, labor markets, methods of collection and
analytical processes. The most we can determine from the two additional studies is that
we are at least within the outside ranges of each. The OWS uses the largest population
and therefore is the most statistically reliable. Since we are using the Southwest Idaho
data subset, it also focuses more closely on what is our labor market. A flaw in its use is
that it is over a year old.
Exhibit `B"
Career Group - Law Enforcement
Page B-5
Hay
Management
Consultants
Hay Management Consultants
Broadway Plaza, Suite 1500
700 South Flower Street
Los Angeles, CA 90017-4234
Tel: (213) 629-3921
Fax: (213) 623-7538
September 19, 1996
Confidential
Mr Gary Shimun
City Manager
City of McCall
P. O. Box 986
McCall, ID 83638
Dear Gary:
I refer to your letter to Dick Hutchison at the Idaho Personnel Commission dated
August 30, 1996 and our conversation earlier this week regarding your recent
classification and compensation study.
My understanding of your situation is that you recently conducted an internal study
and you are experiencing some internal credibility with the outcomes of the study.
Hindsight is always "20/20" so rather than spell out what you should or shouldn't
have done, the purpose of this letter is to set out the steps we would have gone
through if you had asked Hay to assist you in this project. This will then enable you
to match this against the steps you have undertaken, see where there are any gaps,
and then for us to jointly work out how we can assist you to get completion to your
study.
If an organization of your size, with the number of employees and classes you have
requests us to undertake a classification and compensation study, we would propose
the following steps:
• Establishing a Steering Committee to provide project oversight and to get
project buy -off from a cross-section of the City employees
• Preparation of a 1 page memo introducing the project
• Preparation and distribution of a self-administered Job Description
Questionnaire which enables each employee to describe their current role. This
JDQ is signed off by both the employee and their supervisor/manager.
• A review of all JDQ's against current classification specifications and
preparation of new/revised class specs as deemed necessary
• Ranking of positions using a job evaluation methodology and the placing of
jobs into grades
• Buy -off on the ranking of positions by the Steering Committee
Mr Gary Shimun
September 19, 1996
Page 2
• A comparison of your jobs with your chosen market and the development of
pay ranges
• Preparation of your new classification and salary plan showing a classification
structure, grade structure, salary structure, the allocation of individuals to
classes.
• Presentation of the plan to the Elected officials for decision
• A transition and implementation plan.
One of the keys to getting employee buy -in at the back -end of such a project is to
ensure they have the opportunity to describe their jobs at the front-end. Even though
you may know their jobs have not changed, they feel they had the opportunity to
have an input.
Gary, I suggest you now compare these steps with the steps you have undertaken
and we can then work out a plan as to how I can assist you to get the study back on
track. Once we've done that, I can then provide you with an indication of the
professional fees involved.
For your information, I was the consultant who conducted the review of the State of
Idaho's plan in 1993-94 and am known to Mayor Killen from that study.
I look forward to discussing the content of this letter with you further.
Sincerely,
o74,6
Neville Kenning
Senior Consultant
IDAPA 11.11. 7,4,1(b.)i. - 7,5,3(b.)
i. Basic, advanced and specialized courses certified by the Council
will be approved.
ii. When college credit is awarded for law enforcement -related sub-
jects, it may be counted for either training or college credit,
whichever is to the advantage of the applicant. (8/24/88)
7,5 eTHE.:BASICICERT-i-P GATE
In addition to the requirements set forth in Section 7,2 of these Rules the following
requirements are necessary for award of the basic certificate.
7,5,1 Th_e_-applicant must=have: comftted=a lb-d t=six-_(6)_ month_- satisfactory=:pitba=
--tionary-perioga(may include basic training academy time). Probationary period
may be extended by the agency which could delay certification until the
probationary period is satisfactorily completed.�Thisr.-ix=months' = time, must= -be
sontin_uous-with-the department.-the--offiver-is__employed-with-.when applying -for
certification.d robationary -period-may-not-extend-over one-•(1) =year= -for ceftifi=
vcation=purposes- (.1 /17/88)
7,5,2 Ale�applicanrshall--have==comprdtkFthe=Bdisic=Training-Course=-as=recommend-
�eth-by=the:Council.:in.Secti.on_6;1 �or_zbaTal:graduate:.of:_a:law-enforcement -vo-
�tech,program, .the=cur-r-iculumzot which=hasv.be_en aapproved=by=-the---Council- as
Ebeing�eq.uivalent �to�the._�CST:_Bas'rc_ Training _Co.urse, and-shalLhavacpassedha
c_qualifeying-cexamination.°approv_edl-by-the-Council. The applicant shall be al-
lowed two attempts to pass the examination. The attempts must be no less
than thirty (30) days apart and no more than six (6) months apart. If an
officer fails both attempts, he /she must successfully complete the POST
Basic Training Academy Course to be certified. (12/17/87)
7,5,3 Any peace officer employed by a duly constituted law enforcement agency
who has previously been certified by another state as a peace officer shall be
eligible for certification in the state of Idaho:
a. Provided the officer submits an Out -of -State Eligibility Packet, passes a
qualifying examination approved by the Council, qualifies with his/her fire-
arm on the POST Short Course, and passes the fitness test. These
qualifications must be administered by a POST Training
Specialist. (11/17/88)
b. Completes a six (6) month probationary period with one Idaho law en-
forcement agency and meets other requirements set forth by the Council.
In addition to the above requirements, the said officer shall attend the
Idaho Law portion of the POST Basic -Training Course. (12/17/87)
An officer is allowed two attempts to pass the qualifying examination. The
attempts must be no less than thirty (30) days apart and no more than
26
IDAPA 11.11. 7,5,3,(c.) - 7,6,2(b.)
six (6) months apart. If an officer fails both attempts, he/she must suc-
cessfully complete the POST Basic Training Academy Course to be cer-
tified. (12/17/87)
c. Education and training must be supported by copies of transcripts, certifi-
cates, diplomas, or other verifying documents attached to the application.
d. The officer must have completed the required probationary period re-
quired by their department when making application for higher certifi-
cation.
7,6 HIGHER CERTIFICATION
7,6,1 General Provisions
a. In addition to the requirements set forth above for the Basic Certificate,
each applicant for the award of an Intermediate, Supervisory, Advanced,
Master, Management, or Executive Certificate shall have completed the
designated education and training, combined with the prescribed law en-
forcement experience, or shall hold the college degree designated, com-
bined with the prescribed law enforcement experience. (11/17/88)
b. Of the minimum college credits required, at least one-half must be
courses related to law enforcement. (8/24/88)
7,6,2 Intermediate Certificate
In addition to the requirements set forth in Section 7,2 of these Rules, the fol-
lowing are required for the award of an Intermediate Certificate:
a. The applicant shall possess, or be eligible to possess, a Basic Certificate.
b. The applicant shall have acquired the following combinations of college
credits and/or training hours, combined with the prescribed years of law
enforcement experience:
Total Hours Training
Including POST Basic
Course
600
hours
800
hours
1,200
hours
1,600
hours
1,800
hours
POST Basic Course
One College Credit
Equals 20 Classroom •
Hours
The above can either be a combination of
College Credits or Training Hours
Academic
Associate
Degree
Baccalaureate
Degree
Years of
Law Enforcement
Experience
8
7
6
5
4
4
2
(8/24/88)
27
SEP. -23' 96 (MON) 11:47
P. 002
IDAPA 11.11. 7,6,z - 7,6,3
7,6,2 Intermediate Certificate
In addition to the requirements set forth in Section 7.2 of these Rules,
the following are required for the award of an Intermediate Certificate:
a The applicant shall possess, or be eligible to possess, a Basic
Certificate.
b. The applicant shall have acauired the following combinations of
academic credits and/or training hours, combined with the prescribed
years of law enforcement experience:
Total Hours Training
Including POST Basic
Course
600
hrs
Boo I
hrs
1z00 I
hrs
1600 1
• , hrs
1800
hrs
POST BASIC COURSE
One Academic Credit
Equals 20 Classroom
Hours
The above can .either by a combination
of Academic Credits or Training Hours
_
Academic
Associate
Degree
Baccalaureate
Degree
YEARS OF
LAW ENFORCEMENT
EXPERIENCE
8
7
6
5
1 4
. 4
2
7,6,3 Advanced Certificate
In addition to the requirements set forth in Section 7.2 of these Rules,
the following are required for the award of the Advanced Certificate:
a. The applicant shall possess, or be eligible to possess, an Intermediate
Certificate.
b. The applicant shall have acquired the following combination of academic
credit and training combined with the prescribed years of law enforcement
experience, or the college degree desionated from an accredited university,
combined with the prescribed years of law enforcement experience, and a
graduate from the POST Basic Academy. Graduation from the ten -week Drug
Enforcement Administration School in Washinc_ton or the FBI National Academy
will be accepted in lieu of the 15 academic credits required for the
Advanced Certificate with 13 years experience. (POST Council 10/11/79).
T
Minimum Training
Including POST
Basic Course
500
hrs
600
hrs
700
hrs
800
hrs
900
hrs
1200
hrs
POST Basic Course
V b - i kC. N
Academic Credits
15
20
30
40
45
60
A.A.
Deg.
B.A.
B.S.
Dea.
Masters
Degree
YEARS OF LAW
ENFORCEMENT
EXPERIENCE
13
12
11
10
9
8
9
6
4
MERIDIAN POLICE DEPT
*Intermediate Post Certificate = $75.00/month
*Advanced Post Certificate = $150.00/month
*B.A./A.A. Degree - No Pay Increase
*Tuition Reimbursement - Reimbursement for college courses
_ in career field. Must maintain a
3.00 GPA and remain with agency for
one year after classes are taken.
BOISE POLICE DEPT
*A.A. Degree - Base Salary
*Intermediate Certificate - $106.00 Increase Over Base
*B.A. Degree-.$213.00 Increase over Base
*Tuition Reimbursement - Reimbursement for college courses
in career field. Must maintain a
3.00 GPA and remain with agency for
one year after classes are taken.
TWIN FALLS POLICE DEPT
*Intermediate Certificate - $25.00/month Over Base
*Advanced Certificate - $50.00/month Over Base
LEWISTON POLICE DEPT
*Intermediate Certificate - $.30/hour Over Base
*Advanced Certificate - $.60/hour Over Base
*Tuition Reimbursement - Reimbursement for college courses
in career field. Must Maintain a
3.00 GPA and remain with agency for
one year after classes are taken.
EMMETT POLICE DEPT
*No Pay Increases*•
POCATELLO POLICE DEPT
*Intermediate Certificate $.72/hour Over Basic Certificate
Pay Rate
*Advanced Certificate - $1.16/hour Over Basic Certificate
Pay Rate
*Tuition Reimbursement - Reimbursement for college courses
in career field. Must maintain a
3.00 GPA and remain with agency for
one year after classes are taken.
City of McCall
Memo
To: Council
From: Jim Henderson
CC: Chief Parker, Bill Keating; Ted Burton
Date: October 17, 1996
Re: Compensation Plan for New and Restructured Positions
Background
During the Fiscal Year 1996-97 budget preparation, several department heads proposed new and
restructured positions for which no classification plan had been developed. These department heads
estimated a salary which was used in their budget computations. Recently I was approached by two
of the department heads about putting these new positions into place. At your October 10t meeting,
you asked that the analysis be completed and brought to you for approval.
Attached is a summary of the positions, their job descriptions and the basis for arriving at the
recommended salary ranges as well as the effect the on the affected employees. This summary is
being provided to the department heads for separate comment directly to you if they wish.
The recommended salary ranges are as follows:
Position Low Wage High Wage
Police Department $10.24 $12.89
Administrative Assistant
Public Works Department $10.24 $12.89
Administrative Assistant
City Manager -Administrative $10.24 $12.89
Assistant
Legal Assistant
Street Supervisor
• Page
$11.13 $15.20
$13.00 $17.00
�4
Compensation Plan
for Newly Classified Positions
During the latest budget preparation effort, several department heads proposed new or
reclassified positions. In four of the five instances incumbent employees have been identified for
promotion to the proposed position. At your October 10th meeting you directed that a proposed
compensation plan be brought back for each of these positions.
When analyzing these positions, one must consider the requirements of the position not the
qualifications of the proposed incumbent. It is more difficult to be objective in these instances
because an employee has already been identified to fill the position.
The job descriptions submitted at budget time do reflect changing requirements for the positions
being considered. The job descriptions are attached.
The following analysis was developed using, as before, the Occupational Wage and Employment
Survey: 1995 (OWS) published by the Idaho Department of Labor by comparing the
compensation paid to incumbents of similar positions. The OWS suggests that an effective
wage range is between the first and third quartiles or the middle 50% of the distribution. This has
been the approach used in the past.
Given that the OWS is to be used, a second question is which subset of the survey to consider.
The OWS is organized by Industry, Region and by Category Rural vs. Urban. The choices
available are to use the undivided survey, to use the table pertaining to govemments (state and
local but not federal), to use the table pertaining to Southwest Idaho, or to use the table
pertaining to rural counties (defined as counties that do not have a city with a population in
excess of 20,000). This question ought to be resolved by considering just where we are
competing for employees. The answer depends upon the position. For police officers we are
competing with other govemmental units on a regional basis (government, southwest Idaho,
Rural). For Utility Services Workers we are competing with local contractors (southwest Idaho,
Rural). For Clerical Workers we are competing with all industries on a regional basis (southwest
Idaho). Since Southwest Idaho is a common thread for all of these positions, that is the table
used in this 'analysis.
Police Department Administrative Corporal, Public Works Department
Office Manager, Citv Manager's Administrative Assistant and Legal
Assistant
These four positions all relate to the OWS Category `Clerical and Administrative Support
Positions"
The following occupations from the 1995 Occupation and Wage Survey were considered:
51002AFirst Line Supervisors and Manager/Supervisors-Clerical and Administrative Support
Occupations. Directly supervise and coordinate the activities of clerical and administrative
support workers. May perform management functions, such as accounting; marketing and
personnel work.' May also engage, in part, in the same clerical work as the workers they
supervise. Exclude Office Managers -Clerical.
Compensation: First Quartile: $9.72; Median: $12.11; Third Quartile: $15.62; Cases: 688
1 Clerical workers at many levels routinely perform accounting and personnel tasks. As used here, the
incumbent would have primary responsibility for these task rather than assist the person who has primary
responsibility.
51002E Office Managers -Clerical. Perform a variety of clerical functions including typing,
bookkeeping, payroll preparation, correspondence, purchasing or requisitioning supplies, and
other clerical and administrative support services. Workers in this category are usually found in
smaller establishments, where one person performs all clerical duties. May supervise one or two
clerical workers. Exclude supervisors of larger clerical and administrative support units or
offices. Exclude Administrative Services Managers.2
Compensation: First Quartile: $8.00; Median: $10.12; Third Quartile: $12.98; Cases: 667
55108A Administrative Secretaries. Provide executive secretarial services involving effective
public relations and typing of executive, sensitive, and confidential material. Responsible for
maintaining official records related to executive decisions. Also research files to reconstruct
details of past executive decisions or actions. Compose routine letters and sign responses to
general requisitions., Requires a thorough knowledge of the organization. Include
Administrative Assistants.
Compensation: First Quartile: $9.95; Median: $11.00; Third Quartile: $12.52; Cases: 834
551088 Secretaries, Except Legal, Medical and Administrative (General Office Secretaries).
Relieve officials of clerical work and minor administrative and business detail by scheduling
appointments, giving information to callers, taking dictation, composing and typing routine
correspondence (using typewriter or wont processor), reading and routing incoming mail, and
filing correspondence and other records. May perform various other assigned clerical duties.
Compensation: First Quartile: $8.30; Median: $9.00; Third Quartile: $10.82; Cases: 1,413
The 1995 Association of Idaho Cities (AIC) Salary Survey includes only one position that is
comparable —Secretary II/Administrative Secretary. Joumey level secretarial work including the
more complex clerical and administrative tasks. May report to a Department Head or Director -
level supervisor. Does not include supervisory duties.
Lowest Compensation: $6.88 (Rexburg --Pop: 14,430); Highest: $14.15 (Idaho Falls —Pop.
50, 000); Cases: 70
Police Administrative Corporal
This position comes about partly because the police department will soon open a public
entrance. The current police records clerk (Nancy Lockhart) is slated for this position and the
grant funded administrative support officer will transfer to the records clerk position. (The COPS
MORE grant has expired.) Ms. Lockhart is currently compensated at the rate of $10.37 per hour
which is the top of the current range for a police records clerk. The police chief has used a rate
of $12.50 per hour in computing his personnel budget.
Analysis
The first determination made was to the effect that this is a clerical position, not a law
enforcement one. The above four positions were extracted from the OWS and represent the
closest matches to the requirements of this position. The First Line Supervisor Category
exceed the requirements of this position in that it includes certain managerial functions not
needed ork carried out by the incumbent of this position. On the other hand, the Office
Manage and the General Office Secretary both come short of the knowledge, skills and abilities
required of this position. The Administrative Secretary Manager occupation appears to be a very
close match and is recommended for use as the basis for the compensation plan for this
position.
Recommendation.
2 Administrative Services Managers manage a department level administrative support organization and
report directly to the general manager.
Accordingly the compensation range for this position is $10.24 - $12.89. (The above range for
Administrative Secretaries plus 2.9%) Under the personnel policy manual an employee who is
promoted is entitled to a salary increase to the lowest step in the new range or 5% whichever
would result in the highest salary. Consequently, if promoted Ms. Lockhart would be entitled to a
salary increase to $10.90 and would again be eligible for future merit increases.
It is further suggested that the job title for this position be changed to "Administrative Assistant."
Public Works Office Manager
This is a reevaluation and restructure of an existing position which has been in existence for only
two years. The public works director has leamed to delegate many routine and clerical tasks and
found that greater department efficiency is achieved with a trained and experienced office
manager. The current public works clerk, Liz Tash, will fill this position if approved. The public
works director used a rate of $9.25 to compute his budget.
Analysis.
Again, the Administrative Secretary occupation is a very close match. Therefore the
compensation range for this position is recommended as $10.24 - $12.89. Ms. Tash is currently
compensated at the rate of $7.61 per hour. Upon approval, Ms. Tash would be entitled to an
increase to $10.24 per hour.
It is further recommended that the title for this position be changed to Administrative Assistant.
City Manager's Administrative Assistant
This is a new position authorized in the current budget. The city manager used a salary rate of
$10 per hour in his department budget.
This position is also a close match to the Administrative Secretaries occupation. Recommend a
compensation range of $10.24 - $12.89.
Legal Assistant
55102 Legal Secretaries. Prepare legal papers and correspondence of a legal nature, such as
summonses, complaints, motions, and subpoenas. Must be familiar with legal terminology,
procedures and documents, as well as legal research. May review law journals and other legal
publications to identify court decisions pertinent to pending cases and submit articles to company
officials.
Compensation: First Quartile: $10.81; Median: $12.66; Third Quartile: $14.77; Cases: 262
28305 Paralegal Personnel. Assist lawyers by doing research in the preparation of lawsuits
and/or legal documents as a career professional, usually having either a four-year college
degree or a degree from an institute specializing in the paralegal profession. May gather
research data for use as evidence to formulate defense or to initiate legal action.
Compensation: First Quartile: $13.78; Median: $15.14; Third Quartile: $17.30; Cases: 91
There are no similar positions in the AIC Survey.
This is also a reevaluation and restructuring of a position. The current incumbent, Larraine
Hawes is currently paid $7.03 per hour. The city attorney used a rate of. $11 in preparing his
budget. A review of the job description and the occupational description (55102) reveals a very
close match. Therefore, it is recommended that the compensation range for this position be set
at $11.13 - $15.20)
Street Supervisor
87711 Highway Maintenance Workers. Maintain highways, municipal and rural roads, airport
runways, and rights -of -way in safe Condition by performing a combination of the following duties:
patch broken or eroded pavement or erect and repair guard rails, highway markers, and snow
fences using posthole digger, shovel, ax, saw, hammer and nails and power tools. May also
clear brush or plant trees along rights -of -way.
Compensation: First Quartile: $10.00; Median: $11.82; Third Quartile: $13.40; Cases: 166
81005 First Line Supervisors and Manager/Supervisors-Construction Trades and Extractive
Workers. Directly supervise and coordinate the activities or constructions or extractive workers.
Manager/Supervisors are generally found in smaller establishments where they perform both
supervisory and management functions, such as accounting, marketing, and personnel work. In
addition, Manager/Supervisors may also engage, in part, in the same construction work as the
workers they supervise. Exclude work leaders who spend 20% or more of their time at tasks
similar to those of employees under their supervision and report them in the occupations which
are most closely related to their specific work duties.
Compensation: First Quartile: $13.50; Median: 16.00; Third Quartile: $18.65; Cases: 177
The AIC Survey position is Street Superintendent/Street Maintenance Manager Plans, directs
and coordinates activities of street department including repair, maintenance and construction of
city rights of way. Some management level experience required. Reports to Public Works
Director/City Engineer or, in some case, directly to Mayor (City Manager.)
Compensation: Low: $6.74 (Cul de Sac —Pop: 400); High: $24.95 (Couer `d Alene—Pop:
26,000) Positions in cities of a size similar to McCall range from about $13.00 to $17.00
This is also a restructured position. The city currently has no positions dedicated to streets,
water or sewer. The purpose here is to identify a position that will 'lake charge" whenever the
crew is doing street work. Jerry Hams who is a Utility Services Worker III being paid $13.45 per
hour is slated for this position. The public works director has computed his budget using $15.15
per hour.
The OWS is a bit troublesome here because the Highway Maintenance Worker is just that, a
worker. The first line supervisor position excludes work leaders that spend more than 20% of
their time doing the same work as those they supervise. It is nearly certain that the incumbent of
this position will spend more than 20% of his time doing the same work as the crew. It is also
necessary to consider that Mr. Hams will still be called upon to do Water and Sewer work.
Compensation on the basis of the First Line Supervisor Position is probably not justified without
some adjustment. It is also clear that this position requires abilities well beyond that required of
highway maintenance workers. The AIC Salary Survey less positions in cities both larger and
smaller than McCall seems to provide some middle ground. Therefore, it is recommended that
the salary for this position be set at $13.00 - $17.00. Mr. Hams would, upon promotion be
eligible for a raise to $14.13 per hour.
)01a-5 6
Job Title: Administrative Corporal Date: June 11, 1996
Department: Police
Supervisor: Chief of Police
JOB SUMMARY
Perform administrative assignments for the Chief of Police;
provide administrative support; perform .related work.
JOB DUTIES
Essential duties or functions: Interprets and explains rules,
policies and procedures to staff and others; recommends,
develops, distributes and implements policies and procedures;
participates in the preparation and submission of the
department budget; participates in administrative activities
such as planning, staffing, training, reporting, purchasing,
research and development, and public relations; maintains
official records, policies, procedures and rules; may maintain
and coordinate an element of a department program such as
computer purchasing and usage, inventory or other department
related functions.
Other Duties: Oversee and supervise records section operations
& personnel; designs, maintains and/or supervises maintenance
of office records systems; composes and edits reports and/or
correspondence; may occasionally type executive and/or
confidential letters, memos and reports; monitors budget and
expenditures; may be required to perform the duties of records
clerk.
QUALIFICATIONS
Required Skills, Knowledge and Abilities: Some knowledge of
supervisory practices; bookkeeping; computer usage; working
knowledge of laws, codes, statutes and ordinances; skill in
using computer programs with the ability to learn and instruct
in the operation of programs used or adopted by the department.
Administrative Assistant
Page 2
kEaucation and Experience: Must nave high school diploma or
?equivalent; five years experience in police records management;
experience producing typed or word processed material in a
variety of business formats from copy or rough draft;
bookkeeping experience; experience with electronic file
management; experience manipulating data base software to
store, retrieve and compile information into report format;
experience using several types of software.
Special Requirements:
COMPENSATION
The appointee will - be hired At the lowest step_ vn _the:.,Corporal
classification. Upon completion of a six (6) Month probation,
up to a 5% salary increase may be granted by the Chief of
Police based upon performance. Thereafter, increases up to the
top step in the class may be authorized by the City Manager
upon recommendation by the Chief of Police.
JOB DESCRIPTION
Job Title: Public Works Office Manager
Date: June 13, 1996
Department: Public Works
Supervisor: Public Works Director
Job Summary
Aids Public Works in staff capacity by coordinating office services such as personnel,
budget preparation, budget management and control. Housekeeping, records control and
time keeping..
Job Duties
Job Duties:
1. Participates in the preparation and submission of various department budgets
including Public Works, Water, Sewer, Streets, Water Treatment Plant and
Wastewater Treatment Plant.
2 Administer Right -of -Way Permits and schedule water taps, line locations and
meetings between contractors and Public Works staff.
3. Participates in administrative activities such as bookkeeping, staffing, planning and
purchasing.
4. Works as liaison between contractors, the general public and Public Works staff.
5. Assists the general public with information concerning mapping, water and sewer
locations; offers advice as to where to get assistance.
6. Coordinates collection and preparation of operating reports, such as time and
attendance records, terminations, new hires, budget expenditures and statistical
records.
7. Reviews and answers correspondence. Works with the local media to assist with
public awareness.
8. May direct services such as maintenance, repair, supplies, mail and files.
9. Using a computer, may compile, store and retrieve information. May occasionally
type confidential letters, memos and reports.
10. Performs other duties as assigned.
Qualifications
Required Skills & Abilities:
1. Some knowledge of supervisory practices.
2. Working knowledge of general office procedures and methods such as English,
spelling, grammar and punctuation.
3. Ability to meet the public well and to deal effectively with their questions or
problems.
4. Ability to establish and maintain working relationships with co-workers, employees
and officials in other departments.
5. Ability to communicate orally and in writing.
PS38.doc 6/15/96
JOB DESCRIPTION (Page Two)
Job Title: Public Works Office Manager
Date: June 13, 1996
Special Requirements:
1. Type a minimum of 40 wpm.
2. Personal computer knowledge with word processing and data entry experience.
3. Experience with MS Word, MS Excel, Powerpoint and MS Access software
applications.
Education and Experience:
High School graduation or equivalent.
Two (2) years experience in general office practices and secretarial duties, or an
equivalent combination of education and experience that provides the required skills
and knowledge.
Approved by:
Date:
PS38.doc 6/15/96
POSITION DESCRIPTION
Class Title: Administrative Assistant Department: City Manager
GENERAL PURPOSE
Performs a variety of routine and complex clerical, secretarial and administrative work in keeping
official records, providing administrative support to the City Manager, and assisting in the
administration of the standard operating policies and procedures of the department.
SUPERVISION RECEIVED:
Works under the close supervision of the City Manager.
SUPERVISION EXERCISED
Generally none, except when temporary help is assigned to the department.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Performs routine clerical and administrative work in answering phones, receiving the public, and
providing customer assistance.
Answers in -coming calls and routes callers or provides information as required.
Receives the public and answers questions; responds to inquiries from employees, citizens and others
and refers, when necesgary, to appropriate persons.
Assists in the procurement of department materials and supplies.
Operates listed office machines as required.
Prepares and monitors work orders;
Receives, stamps and distributes incoming department mail, processes outgoing mail;
Composes, types, and edits a variety of correspondence, reports, memoranda, and other material
requiring judgment as to content, accuracy, and completeness.
Inputs data to standard office and department forms; compiles data for various reports.
Plans conferences and training sessions. Coordinates travel plans for the City Manager.
Prepares records such as notices, minutes, and resolutions.
Acts as custodian of departmental documents and records. Establishes and maintains filing systems,
control records and indexes using moderate independent judgment.
Maintains inventories and orders office supplies and materials.
Schedules appointments, and performs other administrative and clerical duties.
PERIPHERAL DUTIES
Serves as backup front dest clerk.
Operates a vehicle to run errands.
DESIRED MINIMUM QUALIFICATIONS
Education and Experience:
(A) Graduation from a high school or GED equivalent with specialized course work in general
office practices such as typing, filing, accounting and bookkeeping, and
(B) two (2) years of increasingly responsible related experience, or any equivalent combination
of related education and experience.
Necessary Knowledge, Skills and Abilities:
(A) Working knowledge of computers and electronic data processing; working knowledge of
modem office practices and procedures; some knowledge of accounting principles and practices.
(B) Skill in operation of listed tools and equipment.
(C) Ability to perform cashier duties accurately; ability to effectively meet and deal with the
public; ability to communicate effectively verbally and in writing; ability to handle stressful situations.
TOOLS AND EQUIPMENT USED
Phone switchboard; personal computer including word processing software; copy machine; postage
machine; fax machine; calculator.
PHYSICAL DEMANDS
The physical demands described here are representative of those that must be met by an employee
to successfully perform the essential functions of this job. Reasonable accommodations may be made
to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee is frequently required to sit and talk or hear.
The employee is occasionally required to walk; use hands to finger, handle, or feel objects, tools, or
controls; and reach with hands and arms.
The employee must occasionally lift and/or move up to 25 pounds.
Specific vision abilities required by this job include close vision and the -ability -to adjust -focus.
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
The noise level in the work environment is usually quiet.
SELECTION GUIDELINES
Formal application, rating of education and experience; oral interview and reference check; job related
tests may be required.
The duties listed above are intended only as illustrations of the various types of work that may be
performed. The omission of specific statements of duties does not exclude them from the position if
the work is similar, related or a logical assignment to the position.
The job description does not constitute an employment agreement between the employer and
employee and is subject to change by the employer as the needs of the employer and requirements
of the job change.
Approval:
VA41/1.4
Approval: "C].
Supervisor Appointing Authority
Effective Date: October 1, 1996
Revision History: July 23, 1996
JOB DESCRIPTION
Job Title: Legal Assistant
Department: City Attorney's Office
Date: November, 1995
Supervisor. City Attomey
'Job Summary
Performs a variety of clerical tasks combining the common conceptions of paralegal, legal
secretary, and file clerk, to facilitate legal matters and court advocacy. Works under
supervision of City Attorney and Legal Assistant. Upon occasion may assist Deputy City
Clerks with preparation of material for consideration by City Council. Cross trains for
back-up as clerk at Planning & Zoning Commission and City Council meetings.
Job Duties
Essential Duties:
Sets up individual case and matter files according to standard format.
Maintains City Attorney's files and records, promptly filing all papers, either returning file
to cabinet, or to City Attorney for action, as indicated by the City Attorney.
Prepares and obtains issuance of subpoenas, and assists with preparation of criminal
discovery documents. Prepares certain routine letters and transmittals. After review and
signature by the City Attorney, mails all correspondence, and files in Court and serves on
opposing counsel all pleadings, maintaining a log of the same.
Maintains City Attorney's calendar and a status file of each active case; identifies cases
requiring action and brings them to the attention of the City Attomey at the appropriate time;
prepares caseload analysis reports. Notifies City Attorney and stays informed concerning
hearings, trials, court orders, etc. Attends certain Court calendars with City attomey to
assist in maintaining accurate case status records.
Notifies interested parties of Court hearings and other proceedings, and handles citizen
inquiries concerning case status and other matters as the City Attorney directs or when the
City Attomey is unavailable, keeping in mind that giving legal advice and making
predictions of outcomes are not the job of the Legal Assistant.
Other duties:
Other duties as assigned.
Qualifications
Requires a high school diploma; college level courses will be recognized as an advantage of
the successful applicant. At least two years of legal office experience, including public
contact, preparing letters, and filing. Prior paralegal experience will be an advantage. Able
to converse with another party on a telephone not equipped with any special telephone
equipment. Able to maintain a polite, helpful, and intelligent telephone personality without
revealing confidences or exceeding authority. Able to maintain in strictest confidence City
Attorney and police matters, and other matters learned around the office. Prior experience
and skill with desktop computers a must, with Microsoft Word and Macintosh experience a
plus.
This position requires a favorable police and traffic records check, and will be subject to
random drug testing.
JOB DESCRIPTION
5./
Job Title: Streets Supervisor
Date: June 13, 1996
-
Department: Streets' .
- --
Supervisor: Public Works Director
Job Summary
Provides leadership support on streets and other Public Works projects including,
materials estimating, new construction, painting, paving, fine grading and reconstruction.
Works under the supervision of the Public Works Director. May supervise multiple work
groups.
Job Duties
Job Duties:
I. Provides project management for the construction of municipal public works projects.
2. Provide solutions to surface drainage problems.
3. Oversees assigned projects to ensure proper material placement and compaction
requirements are met.
4. Operates heavy equipment and gives instruction in the safe operation of heavy
construction equipment.
5. Plans and estimates materials for striping and street painting projects.
6. Coordinates snow removal efforts.
7. Responds to transportation and other public safety emergencies.
8. Coordinates airport snow removal and runway shoulder restoration.
9. Ordering and stocking inventory.
10. Performs other duties as assigned.
Qualifications
Required Skills & Abilities:
1. Working knowledge and experience in the operation of heavy equipment.
2. Ability to understand and carry out oral and written instructions and to request
clarification when needed.
3. Ability to meet the public well and to deal with their questions and problems, seeking
assistance when needed.
4. Ability to establish and maintain effective working relationship with co-workers,
employees and officials in other departments.
5. Ability to perform manual labor.
6. Ability to follow written and verbal instructions.
7. Ability to maintain good physical condition and appearance.
PS37.doc 6/13/96
JOB DESCRIPTION (Page Two)
Job Title: Streets Supervisor
Date: June 13, 1996
Training and Experience:
High School graduation or equivalent.
At least six months experience operating heavy construction equipment..
Any combination of education, experience and training that provides the required
skills and knowledge.
Idaho Class B CDL
Approved by:
Date:
PS37.doc 6/13/96
Compensation Plan
for Newly Classified Positions
During the latest budget preparation effort, several department heads proposed new or
reclassified positions. In four of the five instances incumbent employees have been identified for
promotion to the proposed position. At your October 10t' meeting you directed that a proposed
compensation plan be brought back for each of these positions.
When analyzing these positions, one must consider the requirements of the position not the
qualifications of the proposed incumbent. It is more difficult to be objective in these instances
because an employee has already been identified to fill the position.
The job descriptions submitted at budget time do reflect changing requirements for the positions
being considered. The job descriptions are attached.
The following analysis was developed using, as before, the Occupational Wage and Employment
Survey: 1995 (OWS) published by the Idaho Department of Labor by comparing the
compensation paid to incumbents of similar positions. The OWS suggests that an effective wage
range is between the first and third quartiles or the middle 50% of the distribution. This has been
the approached used in the past.
Given that the OWS is to be used, a second question is which subset of the survey to consider.
The OWS is organized by Industry, Region and by Category Rural vs. Urban. The choices
available are to use the undivided survey, to use the table pertaining to governments (state and
local but not federal), to use the table pertaining to Southwest Idaho, or to use the table pertaining
to rural counties (defined as counties that do not have a city with a population in excess of
20,000). This question ought to be resolved by considering just where we are competing for
employees. The answer depends upon the position. For police officers we are competing with
other governmental units on a regional basis (Government, Southwest Idaho, Rural). For Utility
Services Workers we are competing with local contractors (Southwest Idaho, Rural). For Clerical
Workers we are competing with all industries on a regional basis (Southwest Idaho). Since
Southwest Idaho is a common thread for all of these positions, that is the table used in this
analysis.
Police Department Administrative Corporal, Public Works Department
Office Manager, City Manager's Administrative Assistant and Legal
Assistant
These four positions all relate to the OWS Category "Clerical and Administrative Support
Positions"
The following occupations from the 1995 Occupation and Wage Survey were considered:
51002A First Line Supervisors and Manager/Supervisors-Clerical and Administrative Support
Occupations. Directly supervise and coordinate the activities of clerical and administrative
support workers. May perform management functions, such as accounting, marketing and
personnel work.' May also engage, in part, in the same clerical work as the workers they
supervise. Exclude Office Managers -Clerical.
Compensation: First Quartile: $9.72; Median: $12.11; Third Quartile: $15.62; Cases: 688
Clerical workers at many levels routinely perform accounting and personnel tasks. As used here, the
incumbent would have primary responsibility for these task rather than assist the person who has primary
responsibility.
4
51002B Office Managers -Clerical. Perform a variety of clerical functions including typing,
bookkeeping, payroll preparation, correspondence, purchasing or requisitioning supplies, and
other clerical and administrative support services. Workers in this category are usually found in
smaller establishments, where one person performs all clerical duties. May supervise one or two
clerical workers. Exclude supervisors of larger clerical and administrative support units or offices.
Exclude Administrative Services Managers.
Compensation: First Quartile: $8.00; Median: $10.12; Third Quartile: $12.98; Cases: 667
55108A Administrative Secretaries. Provide executive secretarial services involving effective
public relations and typing of executive, sensitive, and confidential material. Responsible for
maintaining official records related to executive decisions. Also research files to reconstruct
details of past executive decisions or actions. Compose routine letters and sign responses to
general requisitions., Requires a thorough knowledge of the organization. Include Administrative
Assistants.
Compensation: First Quartile: $9.95; Median: $11.00; Third Quartile: $12.52; Cases: 834
55108B Secretaries, Except Legal, Medical and Administrative (General Office Secretaries).
Relieve officials of clerical work and minor administrative and business detail by scheduling
appointments, giving information to callers, taking dictation, composing and typing routine
correspondence (using typewriter or word processor), reading and routing incoming mail, and
filing correspondence and other records. May perform various other assigned clerical duties.
Compensation: First Quartile: $8.30; Median: $9.00; Third Quartile: $10.82; Cases: 1,413
The 1995 Association of Idaho Cities (AIC) Salary Survey includes only one position that is
comparable --Secretary II/Administrative Secretary. Journey level secretarial work including the
more complex clerical and administrative tasks. May report to a Department Head or Director -
level supervisor. Does not include supervisory duties.
Lowest Compensation: $6.88 (Rexburg —Pop: 14,430); Highest: $14.15 (Idaho Falls —Pop.
50,000); Cases: 70
Police Administrative Corporal
This position comes about partly because the police department will soon open a public entrance.
The current police records clerk (Nancy Lockhart) is slated for this position and the grant funded
administrative support officer will transfer to the records clerk position. (The COPS MORE grant
has expired.) Ms. Lockhart is currently compensated at the rate of $10.37 per hour which is the
top of the current range for a police records clerk. The police chief has used a rate of $12.50 per
hour in computing his personnel budget.
Analysis
The first determination made was to the effect that this is a clerical position, not a law
enforcement one. The above four positions were extracted from the OWS and represent the
closest matches to the requirements of this position. The First Line Supervisor Category exceeds
the requirements of this position in that it includes certain managerial functions not needed work
carried out by the incumbent of this position. On the other hand, the Office Manager and the
General Office Secretary both come short of the knowledge, skills and abilities required of this
position. The Administrative Secretary Manager occupation appears to be a very close match and
is recommended for use as the basis for the compensation plan for this position.
Recommendation.
2 Administrative Services Managers manage a department level administrative support organization and
report directly to the general manager.
Accordingly the compensation range for this position is $10.24 - $12.89. (The above range for
Administrative Secretaries plus 2.9%) Under the personnel policy manual an employee who is
promoted is entitled to a salary increase to the lowest step in the new range or 5% whichever
would result in the highest salary. Consequently, if promoted Ms. Lockhart would be entitled to a
salary increase to $10.90 and would again be eligible for future merit increases.
It is further suggested that the job title for this position be changed to "Administrative Assistant."
Public Works Office Manager
This is a reevaluation and restructure of an existing position which has been in existence for only
two years. The public works director has learned to delegate many routine and clerical tasks and
found that greater department efficiency is achieved with a trained and experienced office
manager. The current public works clerk, Liz Tash, will fill this position if approved. The public
works director used a rate of $9.25 to compute his budget.
Analysis.
Again, the Administrative Secretary occupation is a very close match. Therefore the
compensation range for this position is recommended as $10.24 - $12.89. Ms. Tash is currently
compensated at the rate of $7.61 per hour. Upon approval, Ms. Tash would be entitled to an
increase to $10.24 per hour.
It is further recommended that the title for this position be changed to Administrative Assistant.
City Manager's Administrative Assistant
This is a new position authorized in the current budget. The city manager used a salary rate of
$10 per hour in his department budget.
This position is also a close match to the Administrative Secretaries occupation. Recommend a
compensation range of $10.24 - $12.89.
Legal Assistant
55102 Legal Secretaries. Prepare legal papers and correspondence of a legal nature, such as
summonses, complaints, motions, and subpoenas. Must be familiar with legal terminology,
procedures and documents, as well as legal research. May review law journals and other legal
publications to identify court decisions pertinent to pending cases and submit articles to company
officials.
Compensation: First Quartile: $10.81; Median: $12.66; Third Quartile: $14.77; Cases: 262
28305 Paralegal Personnel. Assist lawyers by doing research in the preparation of lawsuits
and/or legal documents as a career professional, usually having either a four-year college degree
or a degree from an institute specializing in the paralegal profession. May gather research data
for use as evidence to formulate defense or to initiate legal action.
Compensation: First Quartile: $13.78; Median: $15.14; Third Quartile: $17.30; Cases: 91
There are no similar positions in the AIC Survey.
This is also a reevaluation and restructuring of a position. The current incumbent, Larraine
Hawes is currently paid $7.03 per hour. The city attorney used a rate of $11 in preparing his
budget. A review of the job description and the occupational description (55102) reveals a very
close match. Therefore, it is recommended that the compensation range for this position be set at
$11.13 - $15.20)
Street Supervisor
87711 Highway Maintenance Workers. Maintain highways, municipal and rural roads, airport
runways, and rights -of -way in safe condition by performing a combination of the following duties:
patch broken or eroded pavement or erect and repair guard rails, highway markers, and snow
fences using posthole digger, shovel, ax, saw, hammer and nails and power tools. May also clear
brush or plant trees along rights -of -way.
Compensation: First Quartile: $10.00; Median: $11.82; Third Quartile: $13.40; Cases: 166
81005 First Line Supervisors and Manager/Supervisors-Construction Trades and Extractive
Workers. Directly supervise and coordinate the activities or constructions or extractive workers.
Manager/Supervisors are generally found in smaller establishments where they perform both
supervisory and management functions, such as accounting, marketing, and personnel work. In
addition, Manager/Supervisors may also engage, in part, in the same construction work as the
workers they supervise. Exclude work leaders who spend 20% or more of their time at tasks
similar to those of employees under their supervision and report them in the occupations which
are most closely related to their specific work duties.
Compensation: First Quartile: $13.50; Median: 16.00; Third Quartile: $18.65; Cases: 177
The AIC Survey position is Street Superintendent/Street Maintenance Manager Plans, directs and
coordinates activities of street department including repair, maintenance and construction of city
rights of way. Some management level experience required. Reports to Public Works
Director/City Engineer or, in some case, directly to Mayor (City Manager.)
Compensation: Low: $6.74 (Cul de Sac —Pop: 400); High: $24.95 (Couer `d Alene—Pop:
26, 000) Positions in cities of a size similar to McCall range from about $13.00 to $17.00
This is also a restructured position. The city currently has no positions dedicated to streets, water
or sewer. The purpose here is to identify a position that will "take charge" whenever the crew is
doing street work. Jerry Harris who is a Utility Services Worker III being paid $13.45 per hour is
slated for this position. The public works director has computed his budget using $15.15 per hour.
The OWS is a bit troublesome here because the Highway Maintenance Worker is just that, a
worker. The first line supervisor position excludes work leaders that spend more than 20% of
their time doing the same work as those they supervise. It is nearly certain that the incumbent of
this position will spend more than 20% of his time doing the same work as the crew. It is also
necessary to consider that Mr. Harris will still be called upon to do Water and Sewer work.
Compensation on the basis of the First Line Supervisor Position is probably not justified without
some adjustment. It is also clear that this position requires abilities well beyond that required of
highway maintenance workers. The AIC Salary Survey less positions in cities both larger and
smaller than McCall seems to provide some middle ground. Therefore, it is recommended that
the salary for this position be set at $13.00 - $17.00. Mr. Harris would, upon promotion be eligible
for a raise to $14.13 per hour.
RESOLUTION NO. 23-95
A RESOLUTION OF THE CITY OF MCCALL, RELATING TO ADMINISTRATION; REPEALING
RESOLUTION NO. 28-94; ADOPTING AN EMPLOYEE COMPENSATION PLAN, AND PROVIDING FOR
AN EFFECTIVE DATE.
WHEREAS:
The City of cCall has employees who perform valuable services for the health, safety, recreation and
well- being of the citizens of McCall and other persons.
The Mayor nd City Council find that compensation ought to be related to performance, education,
training and experien
The Mayor and i . uncil find that compensation for the various positions of the City ought to be
equitable when compared with other positions of the City based on similar levels of performance, education,
training and experience.
The Mayor and City Council find that compensation for the various positions of City ought to be equitable •
when compared with similar positions with other employers in the State of Idaho.
The Mayor and City Council find it desirable insofar as practical to provide for career advancement in an
employee's profession by proving equitable compensation for positions of increased skill and responsibility to the
degree that the increase skill and responsibility is required in the City's organizational structure.
The Mayor and City Council find that since the adoption of Resolution No. 28-94 and the included
Compensation Plan, the Consumer Price Index -All Urban Consumers has increased by 3.2% according to the US
Bureau of Labor Statistics. The Mayor and City Council further find that compensation of City employees ought to
keep pace with the employee's purchasing power as evidenced by changes in the Consumer Price Index.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF MCCALL, IDAHO, as
follows:
Section 1. That Resolution No. 28-94 be, and the same is hereby repealed.
Section 2. That the Compensation Plan annexed to and made a part of this resolution be and the
same is hereby adopted.
Section3. That this resolution be in full force and effect on and after October 1, 1995.
PASSED AND APPROVED this 28th Day of September 1995.
ATTEST:
Zcom/
Mayor
COMPENSATION PLAN
The purpose of this plan is to provide a structure for personnel matters. It provides supervisors with flexibility in
hiring employees with various levels of skill and experience. It provides an incentive for employees to perform by
providing monetary rewards for above -average performance and it provides employees with a career path for future
advancement.
This plan uses a "Career Group" approach. A Career Group is a group of related jobs that provide a logical
progression from entry level through mid -level and department management.
Certain employees are designated "Department Heads" in Title One of the McCall City Code, which specifies that
compensation shall be set by resolution of the City Council. Their compensation is given as the currently approved
annual rate of pay. All other positions are shown with the lowest and highest authorized hourly rates of pay.
Individual employees are compensated at some rate between the lowest and highest hourly rate.
DEPARTMENT HEADS EXCLUSIVE OF CAREER GROUP
Position
Salary
City Manager
$47,296
City Attorney/Prosecutor
$45,781
Fire Chief
$30,750
Golf Superintendent
$34,055
Recreation Director
$22,295
Police Chief
$36,770
Public Works Director
$33,852
City Clerk/Treasurer
$37,248
CAREER GROUP - LAW ENFORCEMENT
Position
Lowest Hourly Rate
Highest Hourly Rate
Police Lieutenant
$15.35
$16.94
Police Sergeant
$13.49
$15.35
Police Corporal
$11.65
$13.49
Juvenile Officer (Corporal)
$11.65
$13.49
Patrol Officer (POST Graduate)
$9.79
$11.65
Patrol Officer (Pre -POST)
$8.47
$9.79
Code Enforcement Officer
$8.47
$9.79
Support Technician
. $7.40
$9.79
CAREER GROUP - PUBLIC WORKS
Position
Lowest Hourly Rate
Highest Hourly Rate
Utility Services Crew Foreman
$13.76
$15.48
Utility Services Worker III
$12.12
$13.76
Utility Services Worker II
$9.52
$12.12
Utility Services Worker I
$7.67
$9.52
Shop Foreman/Mechanic
$9.52
$12.44
CAREER GROUP - FINANCE
Position
Lowest Hourly Rate
Highest Hourly Rate
Staff Accountant
$8.99
$13.62
Cashier/Receptionist
$6.88
$8.99
CAREER GROUP - LIBRARY
Position
Lowest Hourly Rate
Highest Hourly Rate
Librarian
$9.52
$13.24
Assistant Librarian
$7.94
$9.52
Library Clerk
$5.29
$7.94
CAREER GROUP - WASTEWATER TREATMENT
Position
Lowest Hourly Rate
Highest Hourly Rate
W WTP Superintendent
$10.58
$16.94
WWTP Operator I
$8.47
$10.58
OTHER POSITIONS (NO CAREER GROUP)
Position
Lowest Hourly Rate
Highest Hourly Rate
Building Inspector (ICBO Certified)
$11.65
$16.94
Building Inspector (Pending Cert.)
$10.06
$11.65
Planning & Zoning Technician
$8.73
$11.38
Golf Equipment Mechanic
$8.36
$10.12
Legal Secretary
$6.61
$9.15
Police Records Clerk
$7.40
$9.79
Deputy Court Clerk
$6.88
$9.26
Deputy City Clerk
$6.88
$9.26
File Clerk
$6.61
$9.15
Laborer
$4.25
$7.94
Custodian
$5.29
$7.94
RESOLUTION NO. 28-94
A RESOLUTION OF THE CITY OF MCCALL, RELATING TO ADMINISTRATION; REPEALING
RESOLUTION NO. 3-94; ADOPTING AN EMPLOYEE COMPENSATION PLAN, AND PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS:
The City of McCall has employees who perform valuable services for the health, safety, recreation and
well- being of the citizens of McCa11 and other persons.
The Mayor and City Council find that compensation ought to be related to performance, education,
training and experience.
The Mayor and City Council find that compensation for the various positions of the City ought to be
equitable when compared with other positions of the City based on similar levels of performance, education,
training and experience.
The Mayor and City Council find that compensation for the various positions of City ought to be equitable
when compared with similar positions with other employers in the State of Idaho.
The Mayor and City Council find it desirable insofar as practical to provide for career advancement in an
employee's profession by proving equitable compensation for positions of increased skill and responsibility to the
degree that the increase skill and responsibility is required in the City's organizational structure.
The Mayor and City Council find that since the adoption of Resolution No. 3-94 and the included
Compensation Plan, the Consumer Price Index-A11 Urban Consumers has increased by 2.6% according to the US
Bureau of Labor Statistics. The Mayor and City Council further find that compensation of City employees ought to
keep pace with the employee's purchasing power as evidenced by changes in the Consumer Price Index
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL • OF MCCALL, IDAHO, as
follows:
Section 1. That Resolution No. 3-94 be, and the same is hereby repealed.
Section 2. That the Compensation Plan annexed to and made a part of this resolution be and the
same is hereby adopted.
Section 3. That this resolution be in full force and effect on and after October 1, 1994.
PASSED AND APPROVED this 13th Day of October 1994.
ATTEST:
Mayor
COMPENSATION PLAN
The purpose of this plan is to provide a structure for personnel matters. It provides supervisors with flexibility in
hiring employees with various levels of skill and experience. It provides an incentive for employees to perform by
providing monetary rewards for above -average performance and it provides employees with a career path for future
advancement.
This plan uses a "Career Group" approach. A Career Group is a group of related jobs that provide a logical
progression from entry level through mid -level and department management.
Certain employees are designated "Department Heads" in Title One of the McCa11 City Code, which specifies that
compensation shall be set by resolution of the City Council. This positions are denoted by an asterisk (*) next to
their position title. Their compensation is given as the currently approved annual rate of pay. All other positions
are shown with the lowest and highest authorized hourly rates of pay. Individual employees are compensated at
some rate between the lowest and highest hourly rate.
DEPARTMENT HEADS EXCLUSIVE OF CAREER GROUP
Position
Salary
City Manager
$43.606
City Attomey/Prosecutor
$43,620
Fire Chief
$29,802
Golf Superintendent
$27,508
Recreation Director
$22,879
Police Chief
$35,629
Public Works Director
$31,247
City Clerk/Treasurer
$32,737
CAREER GROUP - LAW ENFORCEMENT
Position
Lowest Hourly Rate
Highest Hourly Rate
Police Lieutenant
$14.88
$16.42
Police Sergeant
$13.08
$14.88
Police Corporal
$11.29
$13.08
Patrol Officer (POST Graduate)
$9.49
$11.29
Patrol Officer (Pre -POST)
$8.21
$9.49
Code Enforcement Officer
$8.21
$9.49
CAREER GROUP - PUBLIC WORKS
Position
Lowest Hourly Rate
Highest Hourly Rate
Utility Services Crew Foreman
$13.34
$15.00
Utility Services Worker III
$11.75
$13.00
Utility Services Worker II
' $9.23
-$12.06
Utility Services Worker I
$7.44
$9.23
Shop Foreman/Mechanic
$9.23
$12.06
CAREER GROUP - FINANCE
Position
Lowest Hourly Rate
Highest Hourly Rate
Staff Accountant
$8.72
$12.83
Cashier/Receptionist
$6.67
$8.72
CAREER GROUP - LIBRARY
Position
Lowest Hourly Rate
Highest Hourly Rate
Librarian
$9.23
$12.83
Assistant Librarian
$7.70
$9.23
Library Clerk
$5.13
$7.70
CAREER GROUP - WASTEWATER TREATMENT
Position
Lowest Hourly Rate
Highest Hourly Rate
W WTP Superintendent
$10.26
$16.42
WWTP Operator I
$8.21
$10.26
OTHER POSMONS (NO CAREER GROUP)
Position
Lowest Hourly Rate
Highest Hourly Rate
Building Inspector (ICBO Certified)
$11.29
$16.42
Building Inspector (Pending Cert.)
$9.75
$11.29
Planning & Zoning Technician
$8.46
$11,03
Golf Equipment Mechanic
$8.11
$9.81
Legal Secretary
$6.41
$8.87
Police Records Clerk
$7.18
$9.49
Deputy Court Clerk
$6.67
$8.98
Deputy City Clerk
$6.67
$8.98
File Clerk
$6,41
$8.87
Laborer
$4.25
$7.70
Custodian
$5.13
$7.70
RESOLUTION NO. 37-93
CLASSIFICATION PLAN
PURPOSE:
A position classification plan is the keystone of a modern
personnel system and it benefits both employer and
employee. Employees can refer to it for promotion
potential in their occupation and can learn what additional
training and experience they will need to perform at higher
level positions. Employees can know job requirements have
been analyzed properly and they will receive the same
salary and other treatment as do employees who perform
similar work.
By using the plan, supervisors and department heads can
determine the proper classification for new or additional
positions. Councils, Commissioners and department heads
can use it for setting equitable compensation for various
positions. They can also use if for budget development.
Fundamentally, a classification plan provides a structure
for dealing with personnel matters and permits matching pay
policy with duties, responsibilities, and other
requirements rather than to subjective factors. (Local
Government Personnel Handbook, AIC 1979).
CLASSIFICATION CRITERIA:
For purposes of the plan, five classes of employment are
used. These are:
1. Management Staff
2. Technical and Supervisory Personnel
3. Program Staff
4. Semi -Skilled
5. Clerical and Support Staff
6. Labor, Trainee and nonskilled personnel
The following criteria have been used to define and assign.
positions to this classes:
CLASSIFICATION GROUPS:
I. Management Staff
- Supervision of five or more employees
- Multi-department program and budget management
responsibilities.
-Responsibilities for planning, coordinating and
scheduling work.
- Other city-wide responsibilities, e.g., overall
financial management.
Exempt .from overtime/compensatory;., time
- High liability risk.
- Frequent use of judgement, decision making skills.
II. Technical and Supervisory Personnel
- Execution of duties requires special skills,
knowledge, ability or training.
- Single department or division budget and program
responsibilities.
-May supervise 1 - 5 people.
- May or may not be exempt for overtime/compensatory
time, depending on position and Fair Labor Standards
Act Provisions.
-Moderate liability risk
- Moderate use of judgment, decision making skills
III. Program Staff
-May be required to act as leadworker/foreman
-Often works independently
-Responsibility for limited program elements/services
within department/division.
-Frequent and direct contact with serviced public
- Pay based on hourly rates, earns
overtime/compensatory time
- Moderate liability risk
-Moderate use of individual judgement and decision -
making skills.
IV. Clerical and Support Personnel
- Provides support services to Classes I, II and III
- Basic office and communication skills required
- Frequent initial contact with the public
V. Labor, Trainee and Nonskilled Personnel
-Frequently trained on the job, previous experience
seldom required.
-Positions seldom require independent work
ASSIGNMENT OF POSITIONS TO PAY CLASSES:
A series of assumptions underlie the following assignment
of positions to classes. There are:
1. That positions within the
compensated based on relative
defined by class criteria;
2. That pay scales within the
within a distinct range;
3. That the City wishes to compensate for
experience, education, and training;
4. That the City wishes to remain competitive in the
regional and local labor markets. Salary
surveys, when applicable, of comparable cities
and regional labor information have been
undertaken and the assignments are based upon a
"mid -range" criteria;
5. Finally, this recommendation is also premise upon
the judgement of City staff;
6. That the plan is not intended to be fixed for all
time. Changed assignments and changing
responsibilities require periodic reconsideration
and reclassification of positions.
Reclassification implies only reassignment of pay
ranges to the position and is not related to a
class should be
responsibilities as
classes shall fall
particular individual's compensation. Creation
of new positions or job titles is not precluded
by this plan.
7. Certain positions are designated by Title I,
Chapter 9, MCC as City Officers. In accordance
with the MCC salaries for these positions shall
be determined and set by the City Council by
resolution. Accordingly salary ranges for the
positions designated by an asterik (*) are the
current approved salaries for these officers.
Based upon these assumptions, the following pay ranges are
recommended:
City of McCall Classification Plan
I.
II.
Management Staff
- *City Administrator/City Clerk
- *City Attorney
- *Public Works Director
- *Police Chief
-*Fire Chief
Technical and Supervisor Staff
- *City Treasurer
- *Golf Superintendent
- *Recreation Director
-Librarian $
- Planning and Zoning Techician$
- Wastewater Treatment Plant
Superintendent
-Utility Services Crew
- Building Inspector
-Building Maint. Supervisor
- Police Lieutenant
- Police Sergeant
III. Program Staff/Skilled Labor
-Utility Services Worker IV/
Specialist
- Utility Services Worker III
- Utility Services Worker II
- Wastewater Treatment Plant
Operator I
- Police Corporal
-Patrolman
- Firefighter
IV.
Semi -Skilled Labor
- Code Enforcement Officer
-Utility Services Worker I
- Recreation Aide II
-Golf Equipment Mechanic
Foreman$
$
$
$38,230.40
$40,674.40
$29,009.76
$33,072.00
$27,678.56
$25,746.24
$25,159.68
$21,245.12
8.694 - $10.929
8.509 - $ 9.360
9.809 - $13.810
8.694 - $12.942
8.669 - $12.820
8.669 - $12.820
8.669 - $13.510
9.651 - $12.290
9.603
9.108
8.182
- $11.721
- $11.810
- $11.323
7.563 - $ 9.231
8.319 - $11.209
7.752 - $10.386
Not classified
$ 7.106
$ 7.072
$ 5.840
$ 7.908
Clerical and Support Personnel
- Secretary $
-Library Clerk $
-Legal Clerk/Secretary $
5.934
5.484
8.247
- $ 8.167
- $ 9.158
$ 7.871
- $ 9.557
- $ 7.920
- $ 7.410
- $ 8.660
VI.
ADOPTED
REVISED
REVISED
REVISED
REVISED
REVISED
REVISED
REVISED
REVISED
ATTEST:
- Recreation Instructor
-Police Records Clerk
- Assistant Librarian
- Cashier/Bookkeeper
-Deputy Court Clerk
Labor, Trainee
- All positions
the $4.25 -
qualifications
the department
Not Classified
$ 8.2.47 - $ 8.650
$ 6.881 - $ 8.397
$ 6.328 - $ 8.441
$ 6.593 - $ 8.641
and Non -Skilled Staff
in this class will be paid within
$6.621 range depending upon
and experience as determined by
head.
-Laborer
-Custodian
by City Council April 9, 1987
October 1, 1987 per COLA 1987-88 Budget
November 1, 1988 per COLA 1988-89 Budget
October 1, 1989 per COLA 1989-90 Budget
October 1, 1990
October 1, 1991 per COLA 1991-92 Budget
October 1, 1992 per COLA 1992-93 Budget
October 1, 1993 per COLA 1993-94 Budget
January 1, 1994
Mayor
MEMORANDUM
i
Date: July 18, 1996
To: Council
From: Jim Henderson
Subject: Compensation Plan
The development of a compensation plan is a difficult undertaken, primarily due
to the stake the employees, including the participants have in the outcome.
There are a number of empirical methodologies including the Boston Consulting
Group's Hay system and the KSA or Knowledge,' Skills and Abilities system.
These require detailed job analysis and measurement byexperts in the field. It
is also common practice to observe compensation plans of other employers. On
the other hand, you are required to do none of these. You may develop a
compensation plan as you see fit and unless an employee can prove the plan or
its effects violate a civil rights statute, your plan is immune from attack.
In 1994, I presented an Employee Compensation Plan that used as a resource,
the 1992 Occupational Wage and Employment. Survey published by the Idaho
Department of Labor. Based on the analysis at that time, you adopted
Resolution No. 3-94 which enacted the compensation plan now in use. As
provided in the Personnel Policy Manual, the salary ranges contained in the plan
have been updated twice based on increases in the Consumer Price Index.
Under the Personnel Policy Manual, you are required to again consider a cost -of -
living increase based on the changes in the Consumer Price Index which this
year would indicate that a cost of living increase of 2.9% would be in order. You
have committed to doing nothing more than considering such an increase.
The city recently received the 1995 Occupational Wage and Employment
Survey. Two weeks ago, I presented a proposed update to the compensation
plan based on that survey. I subsequently withdrew my recommendation since
several employees had pointed out flaws in the recommendation. I have since
completely revised my analysis and present a new recommended plan.
When using any salary survey, it is important to not apply the survey too rigidly.
There is a tendency to compare job title to job title. In fact duties of a given job
title may vary widely from one organization to the next. In preparing this
analysis, I attempted to compare the duties of the city's jobs with those stated for
the occupation in the survey. In some cases the two were identical and the
survey was used virtually intact. In other cases, it was necessary to•group
several jobs together to get a complete comparison. In still other cases it was
necessary to adjust the plan up or down to compensate for differences in the job
descriptions.
Exhibits 'A' through 'F' contain charts showing the selected survey occupations
their city counterparts, a discussion of the degree to which the two positions
match and the rationale for arriving at the recommended compensation plan.
Exhibit 'G' is a table showing the recommended plan compared with the current
plan and analysis of the changes. The recommended plan also changes some
position titles to gender -neutral titles.
JULY 18, 1996 1
>
MEMORANDUM
Finally, Exhibit 'H' provides similar analysis and recommendations for exempt
employees which you should address on case -by -case basis.
In two or three cases, the analysis would support a salary increase of less than
2.9%. The implementation of the recommended plan should provide for an
increase of AT LEAST 2.9% for all employees and for each employee to
maintain her or his relative position within the new salary range.
JULY 18, 1996 2
Exhibit "A"
Career Group - Law Enforcement
The Idaho Occupational Wage and Employment Survey classifies positions in this group
as "Service Occupations" in the subgroup "Protective Services." There are three
pertinent occupations which are judged to match with the duties of our police department
identically. The occupations are:
61005 Police and Detective Supervisors
63011 Police Detectives
63014 Police Patrol Officers
The 1992 Survey had the following ranges:
+--- +--- +--- +--- +--- +--- +--- +--- +--- +--- +--- +--- +---
9 10 11 12 13 14 15 16 17 18 19 20 21 22
12.74 14.76 17.32
1992 M
14.61 17.15 20.30
1995 M--
Police and Detective Supervisors - 61005 Population Surveyed = 221(1992)
286(1995)
Percent of Change: First Quartile 14.7% - Median 16.2% - Third Quartile 17.2%
I---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---1---+---1---+---1---+---I---+---I---+---I
9 10 11 12 13 14 15 16 17 18 19 20 21 22
9.82 13.71 15.50
M 1 1992
13.90 17.21-17.39
M-I 1995
Police Detectives - 63011 Population Survey =183 (1992)
202 (1995)
Percent of Change: First Quartile 41.5% - Median 20.3% - Third Quartile 12.2%
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---1---+---1---+---1---+---I---+---1
9 10 11 12 13 14 15 16 17 18 19 20 21 22
9.52 11.58 14.28
M 1 1992
11.02 13.51 16.14
M 1995
Police Patrol Officers - 63013 Population Surveyed = 526 (1992)
611 (1995)
Percent of Change: First Quartile 15.8% - Median 16.7% - Third Quartile 13.0%
I---+---1---+---1---+---i---+---1---+---1---+---1---+1---+---1---+---1---+---1---+---1---+---I---+---1
9 10 11 12 13 14 15 16 17 18 19 20 21 22
Exhibit "A"
Career Group - Law Enforcement
Page A-1
The current compensation plan for this group is as follows:
1---+---1---+---1---+---1---+---I---+---1---+---1---+---1--+---1---+---1---+---1---+--1---+---1---+---1
9 10 11 12 13 14 15 16 17 18 19 20 21 22
Lieutenant I I ($15.35 - $16.94 per hour)
Sergeant I ($13.49 - $15.35)
Corporal ->1 I ($11.65 - $13.49)
<-patrol Officer (POST Graduate) ($9.79 - $11.65)
<----I Code Enforcement and Pre -Post Patrol Officer ($8.47 - $9.79)
The recommend plan for this group is:
9 10 11 12 13 14 15 16 17 18 19 20 21 22
Lieutentant ($16.57 $18.29)
Sergeant I I ($14.56 - $16.57)
Corporal-> ($12.50 - $14.56)
<- Patrol Officer (Post Graduate) ($11.02 - $12.50)
Code Enforcement, Pre -Post Patrol Officer, Support Tech. ($9.14-$11.02)
9 10 11 12 13 ' 14. 15 16 17 18 19 20 21 22
Rational for the Recommended Plan
The difference between the lowest level for a Sergeant in our current classification plan
and the lowest level for Police and Detective Supervisors is approximately 8%. This
percentage was applied to the current plan for Sergeant and Lieutenant. These two
positions are 'supervisory and comparable to the statewide survey. Police Chiefs are
included in the statewide survey as Police and Detective Supervisors and although our
plan does not require the establishment of a range for exempt personnel, if we did, the
Chief would appropriately be classifed in the $18.29 - $20.30 range.
The next step was to bring the POST -Graduate entry level Patrol Officers to the lowest
level for Patrol .Officers. Then the highest hourly wage for Patrol Officers and the lowest
hourly wage for Corporals was set at approximately the mid -point between the lowest
wage for Patrol Officers and the lowest wage for Sergeants._ This establishes a two-step
progression for non -supervisory police officers.
Exhibit "A"
Career Group - Law Enforcement
Page A-2
Exhibit "B"
Career Group - Public Works
There are no close or identical matches for this group in the Occupational Wage and
Employment Survey. The job descriptions for our "Utility Service Workers" contain
many and varied tasks. Incumbents are required to possess a Commercial Drivers
License and promotions require among other things Water and Wastewater Certifications.
The broad category "Production, Construction, Maintenance, Material Handling
Occupations" is the nearest match. The following occupations in that category each
incorporate part of what incumbents in this group do.
81002 First Line Supervisors, Mechanics, Installers and Repairs
81005 First Line Supervisors, Construction and Extraction
81011 First Line Supervisors, Transportation and Material Movers
85110 Machinery Maintenance Mechanics
85314 Mobile Heavy Equipment Mechanics
87711 Highway Maintenance Workers
95002 Water and Liquid Waste Treatment System Operators
97102 Truck Drivers -Heavy or Tractor Trailer
97923 Excavating and Loading Machine Operators
97938 Grader, Dozer & Scraper Operators
7 8 9 10 11 12 13 14 15 16 17 18 19 20
1st Line Supv Install & Repair 81002
10.67 12.94
� M
15.58
1992 n=626
11.94 14.29 17.43
I M 1995 n=854
1st Line Supv Constr & Extract. 81005
13.00 15.00 17.50
I M 11992 n=418
14.26 16.38 18.46
M 1995
n=504
1st Line Supv Trans & Material Moving 81011
10.91 12.94 15.48
M 1992 n=174
13.75 16.40
M 11995 n=225
11.20
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Exhibit "B"
Career Group - Public Works
Page B-1
1---+---1---+---i---+---1---+---1---+---1---+---1---+---I---+---1---+---1---+---1---+---1---+---i---+---
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Recommended Plan for Public Works Career Group
Utility Services Crew Foreman i 1
Utility Services Worker III 1 1
Utility Services Worker II
1 1 Utility Services Worker I
i---+---1---+---1---+---1---+---1---+---1---+---i---+---1---+---1---+---1---+---1---+---1---+---1---+---I
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Rationale for the Recommended Plan
As previously pointed out, there are no close matches for this group in the Occupational
Wage Survey. The above occupations were selected because collectively they capture the
wide range of tasks we require of this department.
The difference between the lowest wage for a Utility Services Crew Foreman is
approximately 3.6%. Applying this percentage to the current plan fixed the range for that
position. The remaining ranges were determined from the 1995 survey for the lowest of
the applicable occupations and divided approximately equally among them.
Exhibit "B"
Career Group - Public Works
Page B-3
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Machinery Maintenance Mechanics 85110
10.00 12.60 14.50
i M I 1992 n=570
11.51 13.00 16.01
1 M 11995 n=892
Mobile Heavy Equipment Mechanics 85314
11.00 13.40 15.60
1 M 11992 n=228
10.66 12.00 14.13
1 M I 1995 n=171
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Highway Maintenance Workers 87711
9.35 10.97 12.25
M 1992 n=419
10.47 11.97 13.90
M 11995 n=473
Water and Liquid Waste Treatment System Operators 95002
8.68 9.80 11.73
M 1992 n=126
9.71 11.80 12.80
M 11995 n=143
Excavating and Loading Machine Operators 97923
10.00 12.13 15.71
M 1992 n=108
11.00 12.33 14.00
M 1995 n=194
Grader, Dozer & Scraper Operators 97938
9.60 12.00 14.26
M 1992 n=218
10.00 11.84 13.75
M 1995 n=282
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Current Plan for Public Works Career Group
Utility Services Crew Foreman
Utility Services Worker III
Utility Services Worker II
Utility Services Worker I
1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Exhibit "B"
Career Group - Public Works
Page B-2
Exhibit "C"
Career Group - Finance
Comparable occupations for this group come from two groups "Professional,
Paraprofessional, & Technical Occupations" and "Clerical and Administrative Support
Occupations." The following are pertinent occupations:
Accountants 21114-A
Bookkeeping, Accounting & Audit Clerks 55338
Payroll & Timekeeping Clerks 55341
Billing, Cost & Rate Clerks 55344
The difference between the last three and the first is that Accountants generally have a
Bachelor's Degree in Accounting and have the necessary skills not only to record
financial information, but to develop and assess accounting systems (including control
systems), to analyze and summarize financial data and to prepare financial statements.
The last three occupations generally record information in books of original entry which
have already been set up for them and do not have the skills necessary to develop and
assess systems nor to summarize and report financial data.
7 8 9 10 11 12 13 14 15 16 17 18 19
Accountants 21114-A
11.84
13.60
M
13.34
17.02
1992 n=659
16.07 19.60
1995 n=911 M
Bookkeeping, Accounting & Audit Clerks 55338
6.88 8.04 9.89
M I 1992 n=1790
8.00 9.40 11.06
M I 1995 n=2245
Payroll & Timekeeping Clerks 55341
7.21 8.40 9.80
M I 1992 n=223
8.05 9.49 11.22
M 11995 n=268
Billing, Cost & Rate Clerks 55344
6.47 7.93 9.15
M 11992 n=270
7.47 8.70 11.06
M I 1995 n=350
+---1---+---1---+---1---+---1---+---1+---1---+---1---+---i---+---1---+---1---+---1---+---1---+---1---+
7 8 9 10 11 12 13 14 15 16 17 18 19
Exhibit "C"
Career Group - Finance
Page C-1
I
+---i---+---1---+---i---+---1---+---1---+---i---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+
7 8 9 10 11 12 13 14 15 16 17 18 19
Current Plan for Career Group - Finance
Cashier Receptionist
Recommended Plan
Staff Accountant
Staff Accountant
Cashier/Receptionist
+---i---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+
7 8 9 10 11 12 13 14 15 16 17 18 19
Rationale for the Current Plan
The city's Staff Accountant position has many of the duties of the "accountant"
occupation in the statewide survey but also includes many of the duties of the other three
positions which have lower compensation. Consequently, the plan for the Staff
Accountant is set to begin where the more senior billing clerks, payroll clerks and the like
leave off and at the same time recognize the higher degree of education required.
Exhibit "C"
Career Group - Finance
Page C-2
Exhibit "D"
Career Group - Library
The occupations for this group compare to two occupations that are for some reason not
classified closely together in the Occupational Wage Survey but both are identical (less
the bookmobile driving duties) to our positions.
Librarian - Professional 31502
Library Assistants & Bookmobile Drivers 53902
+--- +--- -+--- +---+---1---+---1---+---1---+---1---+---1---+
5 6 7 8 9 10 11 12 13 14 15 16 17
Librarian - Professional 31502 15.22
8.84 12.19
M 11992 n=111
11.30 14.29 16.60
1995 n=146 1 M 1
Library Assistants & Bookmobile Drivers
4.83 6.58 8.21
1 M 1 1992 n=181
5.26 6.24 9.78
M 11995 n=177
+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---i---+---1---+---1---+---1---+
5 6 7 8 9 10 11 12 13 14 15 16 17
Current Plan
1
1
Recommended Plan
Librarian
1 Assistant Librarian
Library Clerks
+---1---+---1---+---1---+---1---+---1---+---i---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+
5 6 7 8 9 10 11 12 13 14 15 16 17
Rational for Recommended Plan
The Library Assistant occupation has show little movement at the bottom end, but the
distribution has "spread out" showing a greater diversity in wages among respondents.
The recommended plan starts with an increase of the same degree that would be allowed
if not survey analysis was done at this time, a 2.9% Cost of Living Allowance. Then the
recommended plan is expanded to include the broader ranges permitted in the
Occupational Wage Survey.
1
Assistant Librarian
Librarian
Library Clerks
Exhibit "D"
Career Group - Library
Page D-1
Exhibit "E"
Career Group - Wastewater Treatment
At first, this appears to be an easy match because the Occupational Wage Survey has an
Occupation called "Water and. Liquid Waste Treatment System Operator"; however, the
description of this occupation does not include the laboratory work required.
Consequently, two occupations are used:
Water and Liquid Waste Treatment System Operator 95002
Chemical Technician 24505
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Water and Liquid Waste Treatment System Operator 95002
8.68 9.80 11.73
1 M 1 1992 n=126
9.71 11.80 12.80
M I 1995 n=143
Chemical Technician
9.34 13.97 16.83
M 1 1992 n=63
9.52 11.53 15.52
M 1 1995 n=223
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Current Plan
Recommended Plan
WWTP Operator I
WWTP Super.
1 1 WWTP Super
1 1 WWTP Operator I
I---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1
7 8 9 10 11 12 13 14 15 16 17 18 19 20
Rational for Recommended Plan
This group is a bit more troublesome than some because the upper wage range in the
occupational survey went down. Part of the problem is the small population. With small
populations, statistical measures are less stable than with large populations. This
recommended plan leaves the upper range for the plant superintendent where it is, but
moves the floor upward. This in turn moves the ceiling for an Operator I. At the same
time, the floor for an Operator I is also increased to the level suggested by the state
survey.
Exhibit "E"
Career Group - Wastewater Treatment
Page E-1
I
Exhibit "F"
Single Position Occupations
The following are City occupations for which the career group is impractical.
5 6 7 8 9 10 11 12 13 14 15 16 17
Mobile Heavy Equipment Mechanics 85314
11.00 13.40 15.60
M 11992 n=228
10.66 12.00 14.13
M 1995 n=171
Current Plan
Recommended Plan
Shop Foreman/Mechanic
This position was added since the 1994 study and has not had an extensive analysis. The
statewide survey is judged to be an identical match to our position and it is appropriate to
realign the wages to match the survey.
5 6 7 8 9 10 11 12 13 14 15 16 17
First Line Supervisors Agricultural, Forest and Related. 72002
10.23 12.55 14.88
M 11992 n=102
10.97 13.27 16.73
M 1995
• n=269
Recommended Plan - Assistant Golf Sup.
This occupation somewhat matches the duties of the Golf Superintendent and Assistant
Superintendent. The Assistant position was added after the last plan was developed and
has no current plan. The current assistant is paid $9.69 per hour. The above
recommendation applies to the assistant only. The superintendent is not subject to the
plan but probably should be compensated at a rate between $15 and $16.75
+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---I---+---1---+---I---+
5 6 7 8 9 10 11 12 13 14 15 16 17
Con ion & Building Inspectors 21908 11.92 13.18 17.08
ftteho'K. 1992 n=159 i M
13.15 15.00 18.25
1995 n=227 1 M >
Current Plan
Recommended Plan
Exhibit "F"
Single Position Occupations
Page F-1
The 1994 analysis was held somewhat lower than the first quartile because of the
skewness of the distribution which is demonstrated by how close the median is to the first
quartile. The distribution is now more normal and the statewide survey is deemed to be
an identical match.
+---1---+---I---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---1---+---1---+---I---+
5 6 7 8 9 10 11 12 13 14 15 16 17
Maintenance Repairers - General Utility 85132
7.27 9.49 11.15
M I 1992 n=1316
8.27 10.05 12.00
M 11995 n=1468
Current Plan
Golf Equipment Mechanic
Recommended Plan
This is a close match in duties and responsibilities. This position was also not included in
the 1994 analysis. The current salary range starts above that of the statewide survey.
Accordingly, the recommended plan brings the starting salary down a bit but increases the
potential for higher salaries as time goes on.
5 6 7 8 9 10 11 12 13 14 15 16 17
Legal Secretaries 55102
8.00 9.55 11.52
M 1 1992 n=460
9.05 10.86 13.26
M 11995 n=543
Current Plan
Recommended Plan
Legal Assistant
This position was added this past year and was not a part of the 1994 analysis
+---1---+---1---+---1---+---I---+---1---+---1---+---1---+---1---+---1---+---I---+---I---+---1---+---1---+
5 6 7 8 9 10 11 12 13 14 15 16 17
General Office Secretaries 55108-B
7.00 7.85 9.06
M 1 1992 n=2865
8.02 8.77 10.00
----M 1995 n=3243
Current Plan Police Records Clerk - General Office Secretaries
Recommended Plan
5 6 7 8 9 10 11 12 13 14 15 16 17
Exhibit "F"
Single Position Occupations
Page F-2
+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1—+
5 6 7 8 9 10 11 12 13 14 15 16 17
Municipal Clerks 53705
8.30 10.23 15.10
M 11992 n=40
9.08 12.22 13.81
M 11995 n=56
Current Plan
Deputy Court Clerk
Deputy City Clerk
File Clerk
Recommended Plan
Deputy City Clerk
5 6 7 8 9 10 11 12 13 14 15 16 17
The three positions described in the current plan all came from the same position.
Originally the Court Clerk and the Police Records Clerk were the same person. Later a
separate part-time Court Clerk was hired. Later still, a the Deputy Court Clerk combined
with a newly created Deputy City Clerk position. This however was found to be
untenable due to demands from the courts. Accordingly, a new, separate position, called
a File Clerk was created. At approximately the same time the Court Clerk function was
transferred to the county, the File Clerk position was renamed Deputy City Clerk. The
duties of the position remained essentially the same.
Our position of Deputy Court Clerk and the Occupational Wage Survey's description of
the Municipal Clerk Occupation is only a partial match. First our position is for a
"Deputy" City Clerk whereas, the survey is of City Clerks who bear the full statutory and
other responsibilities of the job. This distinction is significant. Secondly, the survey
includes cities that have no City Manager or City Administrator in which case the City
Clerk is the chief administrative and operating officer of the city.
+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---I---+---1---+---1---+---1---+---1—+
5 6 7 8 9 10 11 12 13 14 15 16 17
Janitors & Cleaners, 67005
5.00 6.47 7.50
M I 1992 n=3386
5.50 7.00 8.03
M I 1995 n=4, 447
Current Plan
Recommended Plan
+---1---+---1---+---1---+---1---+---I---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+---1---+
5 6 7 8 9 10 11 12 13 14 15 16 17
Custodian
Building Maintenance Worker
Exhibit "F"
Single Position Occupations
Page F=3
This position has also evolved somewhat from the 1994 analysis. At that time, there was
a custodian who performed cleaning duties and a building maintenance supervisor which
was an additional duty of the building inspector. The job description was revised to
incorporate both the cleaning and the maintenance duties. The above plan provides a
slightly higher compensation level to take into account the maintenance responsibilities.
aea (ith-4"44-44
Exhibit "F"
Single Position Occupations
Page F-4
Sheetl
Exhibit G
City of McCall
Recommended Classification Plan
- - --
Current Plan '
Recommended Plan
Percent of Change
Occu•ation
Low I
High
Low
High
Low
High
Career Group - Law Enforcement_
1
Police Lieutenant
$ 15.35 I $ 16.94
$ 16.57
$ 18.29
7.9%
8.0%
Police Sergeant
$ 13.49 ;
$ 15.35 ;
$ 14.56
$ 16.57
7.9%
7.9%
Police Corporal
$ 11.65 !
$ 13.49 '
$ 12.50
$ 14.56
7.3%
7.9%
Patrol Officer w/POST
$ 9.79
$ 11.65
$ 11.02
$ 12.50
12.6%
7.3%
Patrol Office PrePOST
$ 8.47 ,
• $ 9.79
$ 9.14
' $ 11.02
7.9%
12.6%
Code Enforcement
$ 8.47 1
$ 9.79
$ 9.14
$ 11.02
7.9%
12.6%
Support Tech
$ 7.40 !
$ 9.79
$ 9.14
$ 11.02
23.5%
12.6%
Career Group - Public Works
1
Utility Services Crew Supervisor
$ 13.76 1 $ 15.48 $ 14.50
$ 16.25
5.4%
5.0%
Utility Services Worker III
$ 12.12 I $ 13.76 i $ 12.85
$ 14.50
6.0%
5.4%
Utility Services Worker II
$ 9.52 '
$ 12.12 i $ 11.25
$ 12.85
18.2%
6.0%
Utility Services Worker I
$ 7.67 ',
$ 9.52 !
$ 9.75 j
$ 11.25
27.1 %
18.2%
Career Group - Finance
Staff Accountant
$ 8.99
$ 13.62
$ 11.50
$ 15.75
27.9/0
15.6/0
Cashier/Receptionist
$ 6.88 :
$ 8.99
$ 7.45
$ 11.50 8.3/0
27.9/0
Career Group - Library
Librarian
$ 9.52
$ 13.24
$ 11.50
$ 16.65
20.8%
25.8%
Assistant Librarian
$ 7.94 j
$ 9.52 !
$ 8.45
$ 11.50
6.4%
20.8%
Library Clerk
$ 5.29
$ 7.94
$ 5.50
$ 8.45 4.0%
6.4%
Career Group - astewater Treatment
Wifi i'P Superintendent
$ 10.58
$ 16.94
$ 12.75
$ 16.95 20.5%
0.1 %
14.4AFFP Operator I
$ 8.47
$ 10.58
$ 9.75
$ 12.75 15.1 %
20.5%
Single Position Occupations
I
j
Shop Supervisor/Mechanic
$ 9.52 j
$ 12.44 ; $ 10.65 1
$ 14.15
11.9%
13.7%
Assistant Golf Superintendent*
$ 9.69 I
$ 9.69 j $ 10.95 !
$ 15.00
13.0%
54.8%
Golf Equipment Mechanic
$ 8.36 '
$ 10.12 '
$ 8.25
$ 12.00
-1.3%
18.6%
Legal Assistant
$ 6.61
$ 7.40
$ 9.15
$ 9.00
$ 13.15
36.2%
43.7%
Police Records Clerk
$ 9.79
$ 8.05
$ 10.00 8.8%
2.1 %
Deputy City Clerk
$ 6.88
$ 9.26
$ 7.75
$ 10.95 12.6%
18.3%
Building Maintenance Worker
$ 5.29
$ 7.94 `
$ 6.00
$ 8.60 13.4%
8.3%
Average Change 13.2%
15.2%
Page 1
Exhibit "H"
Exempt Positions
The city's exempt' employees (primarily department heads) are not covered by
the compensation plan. In practice you determine compensation on a case -by -
case basis.. We have in the past set the compensation for this group of
employees in the same resolution that sets the compensation plan for
nonexempt employees. Staff recommends that you issue two separate
resolutions in order to more clearly assert the claimed exemption.
Determining appropriate compensation for these positions on a rational,
empirical basis is a bit more difficult, partially because of the freedom you have
with them. Secondly, the resource document, the Occupational Wage and
Employment Survey results reflect differing changes in the 1st quartile, median
and 3rd quartile for each of these positions. It appears that the only way to
determine how the compensation for the comparable positions have "moved" is
to use the "Average Wage." The enclosed table shows the differences between
the averages from the 1992 survey and the 1995 survey, and an adjustment for
COLA previously approved. I have also included a column showing what is in
my judgment, the degree that the city's position "matches" the survey
occupation. These are: (1) Identical match, (2) a Close match or (3) Somewhat
matches. Obviously, the closer to identical the two positions are, the more useful
the survey is in establishing an appropriate level of compensation. A plus (+) or
minus (-) added to Close Match and Somewhat Matches indicates that the city's
position requires greater or lesser qualifications than those called for in the
survey occupation: This should assist in setting compensation in relation to the
average for the survey occupation.
"Exempt" refers to an administrative or managerial exemption from the overtime requirements of
the Fair Labor Standards Act.
Exhibit "H"
Exempt Positions
Page H-1
Enclosure 1 to Exhibit "H"
Code
Occupation
City of McCall
Salary Analysis of Exempt Positions
Changes in Average Hourly Wage 1992-1995
Less I
% Previous Degree of
Change Change COLA Match
1992 1995
13002 Fin. Mgr.
19005 Gen Mgr
22121 Civ. Engr
27105 Urban & Reg Planners
27311 Rec. Wkrs
28108 Lawyers
61005 Police Supv
72002 AG Supv
81099 Supv Prod.
$ 21.71 $
$ 24.02 $
$ 19.61 $
$ 14.94 $
$ 8.24
$ 24.51
$ 15.20
$ 13.50
$ 14.03
25.95
24.04
23.61
17.00
8.58
26.63
18.86
14.76
16.30
$ 4.24
$ 0.02
$ 4.00
$ 2.06
$ 0.34
$ 2.12
$ 3.66
$ 1.26
$ 2.27
19.5%
0.1%
20.4%
-13.8%
4.1%
8.6%
24.1%
9.3%
16.2%
Incumbent
13.7°A.Close - Henderson
- 5.7%.Identical Shimun*
14.6"Yot Close - DeClue**
8.0%,Close - Locke**
- 1.7% Somewhat + Peckham*
2.8%, Identical Burton*
18.3%,Close + Parker
3.5%; Close + Combs
10.4% Somewhat + Keating
* Percent Change less Previous COLA equals less than 2.9% - 2.9% increase recommended
** New Position created after last analysis.
i
Current
Hourly
Rate
$ 18.80
$ 23.84
$ 20.19
$ 13.22
$ 10.57
$ 21.63
$ 17.67
$ 15.38
$ 17.07
Recom-
mended
Rate
$ 21.38
$ 24.53
$ 23.14
$ 14.28
$ 10.88
$ 22.25
$ 20.90
$ 15.92
$ 18.84
Prepared by James H. Henderson 7/18/96
Page 1