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Home My Public Portal AboutResolution 17-90 Classification plan as the keystone of a modern personnel system CITY OF McCALL RESOLUTION NO. 17-90 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 it 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 non-skilled personnel The following criteria have been used to define and assign positions to these classes: CLASSIFICATION GROUPS: I. Management Staff -Supervision of f ike; or more employees. -Multi-department program & budget management responsibilities. -Responsibilities for planning , coordinating and scheduling work. -Other city-wide responsibilities , e . g . , overall financial management. -Exempt from overtime/comp time. -High liability risk. -Frequent use of judgment, decision making skills. II . Technical and Supervisory Personnel -Execution of duties requires special skills, knowledge, ability or training►r -Single department or division budget and program responsibilities. -May supervise 1 - 5 people. -May or may not be exempt from OT/CT , depending on position and FLSA exemptions. -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 OT/CT. -Moderate liability risk. -Moderate use of individual judgment 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 public. V. Labor, Trainee and Non-skilled 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 recommendations for assignment of positions to classes. These are: 1 . That positions within the class should be compensated based on relative responsibilities as defined by the class criteria; t 2 . That pay scales within the classes shall fail within a distinct range; 3 . That the city wishes to compensate for experience, education, 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 recommendations are based upon a "mid-range" criteria; 5. Finally, this' recommendation is also premised 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 particular individual's compensation. Creation of new positions or job titles is not precluded by this plan. Based upon these assumptions, the following pay ranges are recommended: CITY OF McCALL CLASSIFICATION PLAN: I. Management Staff -City Administrator 142.5 - 154.5 -Public Works Director 131.4 - 142 .4 -Police Chief 127 - 149 -Fire Chief 105 - 127 II. Technical & Supervisory Staff -Treasurer 83 - 107 -Librarian 79.4 - 102.4 -Golf Course Superintendent 93 - 115 -Recreation Superintendent 79.4 - 106 -WWTP Plant Supervisor 92 - 121 -Utility Services Crew Super. 79.4 - 119.4 -Building Inspector 79.4 - 99. 4 -Building Maint. Supervisor 79.4 - 99.4 -Police Lieutenant 89. 4 - 119.4 -Police Sergeant 90 - 110 III. Program Staff/Skil4.e8 Labor r . -Utility Serv. Working IV/Speck 89.4 - 109.4 -Utility Serv. Worker III ' 84.4 - 104.4 -Utility Serv.' Worker II 73.4 - 96.4 -WWTP Operator I '65. 4 - 85. 4 -Police Corporal 74 .4 - 104. 4 -Patrolman 67 - 96 . 4 -Firefighter Not Classified IV. Semi-Skilled Labor -Code Enforcement Officer 57 - 71 -Utility Serv. Worker I 57 . 4 - 83 .4 -Recreation Aide II 39 . 4 - 69 . 4 -Golf Equipment Mechanic 69 - 88 V. Clerical and Suppo]rtlyersonnel -Secretary 41 - 70 -Library Clerk 29 .4 - 59.4 -Recreation Instructor Not Classified -Assistant Librarian 54 .4 - 74 .4 -Cashier/Bookkeeper 45. 4 - 74 . 4 -Deputy Court Clerk 50 - 77 VI. Labor, Trainee and Non-Skilled Staff -All positions in this class will be paid within the 19 -49 . 4 range depending upon qualifications and experience as determined by department head. -Laborer -Custodian ADOPTED by City Council April 9 , 1987 REVISED October 1, 1987 per COLA 1987-88 Budget REVISED November 1, 1988 per COLA 1988-89 Budget REVISED October 1, 1989 per COLA 1989-90 Budget REVISED October 1, 1990 JOHN J. AL] EN1 Mayor ATTEST: ARTHUR J: /;CHMIDT City Adm istrator/Clem CITY OF McCALL RESOLUTION NO. 17-90 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 laairn 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 it 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 non-skilled personnel The following criteria have been used to define and assign positions to these classes: CLASSIFICATION GROUPS: • I. Management Staff -Supervision of f iie, or more employees. -Multi-department program & budget management responsibilities. -Responsibilities for planning , coordinating and scheduling work. -Other city-wide responsibilities , e . g . , overall financial management. -Exempt from overtime/comp time. -High liability risk. -Frequent use of judgment, decision making skills. II . Technical and Supervisory Personnel -Execution of duties requires special skills, knowledge, ability or trainingr -Single department or division budget and program responsibilities. -May supervise 1 - 5 people. -May or may not be exempt from OT/CT , depending on position and FLSA exemptions. -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 OT/CT. -Moderate liability risk. -Moderate use of individual judgment 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 public. V. Labor, Trainee and Non-skilled 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 recommendations for assignment of positions to classes. These are: • 1 . That posit,lohs within the class should be compensated based on relative responsibilities as defined by the class criteria; 2 . That pay scales within the classes shall fail within a distinct range; 3 . That the city wishes to compensate for experience, education, 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 recommendations are based upon a "mid-range" criteria; 5. Finally, this! recommendation is also premised 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 particular individual's compensation. Creation of new positions or job titles is not precluded by this plan. Based upon these assumptions, the following pay ranges are recommended: CITY OF McCALL CLASSIFICATION PLAN: I. Management Staff -City Administrator 142.5 — 154.5 -Public Works Director 131 .4 - 142 .4 -Police Chief 127 - 149 -Fire Chief 105 - 127 II. Technical & Supervisory Staff -Treasurer 83 - 107 -Librarian 79.4 - 102.4 -Golf Course Superintendent 93 - 115 -Recreation Superintendent 79.4 - 106 -WWTP Plant Supervisor 92 - 121 -Utility Services Crew Super. 79.4 - 119.4 -Building Inspector 79.4 - 99.4 -Building Maint. Supervisor 79.4 - 99.4 -Police Lieutenant 89.4 - 119.4 -Police Sergeant 90 - 110 III. Program Staff/Skill.e0 Labor r . -Utility Serv. Working IV/Spec\ 89.4 - 109.4 -Utility Serv. Worker III 84. 4 - 104.4 -Utility Serv.. Worker II 73.4 - 96.4 -WWTP Operator I 65.4 - 85.4 -Police Corporal 74. 4 - 104.4 -Patrolman 67 - 96 . 4 -Firefighter Not Classified IV. Semi-Skilled Labor -Code Enforcement Officer 57 - 71 -Utility Serv. Worker I 57 .4 - 83 .4 -Recreation Aide II 39 . 4 - 69.4 -Golf Equipment Mechanic 69 - 88 V. Clerical and Support1yersonnel -Secretary 41 - 70 -Library Clerk 29 . 4 - 59.4 -Recreation Instructor Not Classified -Assistant Librarian 54 .4 - 74 .4 -Cashier/Bookkeeper 45.4 - 74 . 4 -Deputy Court. Clerk 50 - 77 VI . Labor, Trainee and Non-Skilled Staff -All positions in this class will be paid within the 19 - 49 . 4 range depending upon qualifications and experience as determined by department head. -Laborer -Custodian ADOPTED by City Council April 9, 1987 REVISED October 1, 1987 per COLA 1987-88 Budget REVISED November 1, 1988 per COLA 1988-89 Budget REVISED October 1, 1989 per COLA 1989-90 Budget REVISED October 1, 1990 JO} N\J. ALLEN Mayor ATTEST: ARTHU-. J. 'CHMIDT City Administrator/Clem r