HomeMy Public PortalAboutResolution 37-93 Personnel classification plan 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) .
1110 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
-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
S -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 class should be
compensated based on relative responsibilities as
defined by class criteria;
2 . That pay scales within the classes shall fall
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
411 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.
M 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 . Management Staff
-*City Administrator/City Clerk $38,230 .40
-*City Attorney $40,674 .40
-*Public Works Director $29,009 . 76
-*Police Chief $33,072 . 00
-*Fire Chief $27,678 .56
II . Technical and Supervisor Staff
-*City Treasurer $25, 746 .24
-*Golf Superintendent $25, 159 . 68
-*Recreation Director $21,245 . 12
-Librarian $ 8 . 694 - $10 . 929
4110 -Planning and Zoning Techician$ 8 .509 - $ 9 . 360
-Wastewater Treatment Plant
Superintendent $ 9 . 809 - $13 . 810
-Utility Services Crew Foreman$ 8 . 694 - $12 . 942
-Building Inspector $ 8 . 669 - $12 . 820
-Building Maint. Supervisor $ 8 . 669 - $12 . 820
-Police Lieutenant $ 8 . 669. - $13 .510
-Police Sergeant $ 9 . 651 - $12 . 290
III . Program Staff/Skilled Labor
-Utility Services Worker IV/
Specialist $ 9 . 603 - $11 . 721
-Utility Services Worker III $ 9 . 108 - $11 . 810
-Utility Services Worker II $ 8 . 182 - $11 . 323
-Wastewater Treatment Plant
Operator I $ 7 . 563 - $ 9 .231
-Police Corporal $ 8 . 319 - $11 .209
-Patrolman $ 7 . 752 - $10 . 386
-Firefighter Not classified
IV. Semi-Skilled Labor
-Code Enforcement Officer $ 7 . 106 - $ 8 . 167
-Utility Services Worker I $ 7 . 072 - $ 9 . 158
-Recreation Aide II $ 5 . 840 - $ 7 . 871
-Golf Equipment Mechanic $ 7 . 908 - $ 9 . 557
411 V. Clerical and Support Personnel
-Secretary $ 5 . 934 - $ 7 . 920
-Library Clerk $ 5 .484 - $ 7 .410
-Legal Clerk/Secretary $ 8 . 247 - $ 8 . 660
-Recreation Instructor Not Classified
-Police Records Clerk $ 8 .247 - $ 8 . 650
-Assistant Librarian $ 6 . 881 - $ 8 . 397
-Cashier/Bookkeeper $ 6 . 328 - $ 8 .441
-Deputy Court Clerk $ 6 . 593 - $ 8 . 641
VI . Labor, Trainee and Non-Skilled Staff
-All positions in this class will be paid within
the $4 .25 - $6 . 621 range depending upon
qualifications and experience as determined by
the 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
REVISED October 1, 1991 per COLA 1991-92 Budget
REVISED October 1, 1992 per COLA 1992-93 Budget
REVISED October 1, 1993 per COLA 1993-94 Budget
REVISED January 1, 1994
7-\(- 11V--1411
C` v'
Mayor
ATTEST:
4111Affil
City C :erk
24
a�-Imo ? t
MEMORANDUM•
Date: February 7, 1994
From: City Treasurer Renders . . 21
To: Council
RE: Classification Plan
1 . Enclosed is an analysis of the City's Classification Plan as
approved on December 23, 1993 as it compares to the Idaho
Occupational Waq.e and Employment Survey. This study was
undertaken to resolve some inequities in our present plan. The
recommended changes are contained in exhibits B through F.
2 . We believe that these changes will achieve the equity we
desire. Salary adjustments required as a result of adopting
these recommendations are limited to exempt employees for whom
budgeted increases have not been enacted.
3 . Staff recommends that you approve this plan by adopting
proposed resolution 3-94 which is also attached.
Enclosures
Employee Compensation Plan Analysis w/attachments
Proposed Resolution 3-94
• •
i•
Employee Compensation Plan
•
An Analysis of The City of McCall's Classification Plan
and One Approach to a Solution
Background. On December 23, 1993,the City Council approved Resolution No.37-93,Classification Plan.
This resolution presented the ninth iteration of a plan initially adopted in 1987. Most revisions have come about
on a piecemeal basis, with little attention given to how each revised position fits in with the whole plan. The
result is a plan that is satisfactory to practically no one. My discussions with employees lead me to believe that
there is a widespread perception of inequity both internally and externally. Internal equity refers to how the
various positions of the City are compensated compared with one another. External equity refers to how City
compensation ranks in the local job market.
The existing plan (attached as Annex A)grouped positions by organizational level. Although various objective
approaches to analyze jobs has been presented from time to time, these have largely been rejected in favor
of an intuitive approach. Again this evolution has brought the City's plan to its present unsatisfactory state. This
document will present another approach by grouping jobs by career groups and then comparing those jobs with
other similar jobs throughout the state as reported in the Department of Employment's Idaho Occupational Wage
and Employment Survey.'- This analysis then leads to a recommended plan which should compare with the job
market thereby achieving external equity. If one assumes that the Survey contains a sufficiently large sample
of the various jobs that they compare accurately with one another based on knowledge and skill requirements,
special qualifications and so forth, internal equity is achieved as well.
Dorio2 listsnine factors which should be considered when developing a compensation plan. They include:
•
1. Competitiveness: What do other employers pay?
•
2. Financial Position: What can you afford to pay? A local government variation to this question
might be: What portion of the finite revenues are you willing to commit to compensation?
3. The organization's culture and values.
4. Pay-for-Performance: how compensation affects employee behavior.
5. The union: What compensation do they want? Although City employees have not organized
themselves, there have been inquiries into doing so and this activity can be expected to
• continue if employee dissatisfaction continues at its present level. -
6. Cost of Living: What do employees need to keep up. •
7. Legal requirements: What do you have to pay? .
8. Supply and Demand: Paying more for workers in short supply.
9. Employee needs: Paying employees what they want,the way they want it.
Clearly the development of a compensation plan is a balancing act. The allocation of scarce resources,
determining just how valid employee perceptions are, and determining how the need for compensation
Idaho Occupational Wage Survey, 1992, Idaho Department of Employment, 1993
• 2Dorio, Marc C.,Personnel Manager's Desk Book,Prentice Hail, 1989,pp 242-3
compares with other needs of the City. Complicating the matter are questions such as what is the-real ow of
enhanced employee performance through better compensation when compared to the cost of degraded
performance due to dissatisfaction with current compensation.
A Career-Group Approach. This approach is designed to provide a path of progression which the si
employee may follow throughout his or her work life. The intent is to improve employee retention but there are
other advantages as well. By identifying and grooming capable employees,the City is provided with a pool of
qualified employees ready for promotion to middle and top management positions as they become vacant.
Secondly, employees have an incentive to increase their value to the City by attaining higher levels of skill and
increased responsibility.
Obviously in a relatively small organization, the career-group approach cannot be applied universally. This
analysis will discuss three departments which appear to be ripe for the career group approach. For single-
employee positions, an individual career development plan should be developed which will accomplish many
of the objectives of a career-group. _ _ _
As the following discussion will illustrate, a career-group is a group of similar positions that progress to higher
levels of skill and responsibility. At some point, the employee is introduced to supervision and management.
Promotion from one level to another involves some achievement,such as the completion of a course of training,
the completion of a specified period of service at the lower level, the attainment of a license or certification or
a combination of any or all of these. The recommendation of the employee's supervisor is critical to a
promotion, but it should not be the only determining factor.
Salary Ranges. Both the current plan and the proposed plan provide for salary ranges. Generally,a newly
hired employee would be hired at or near the bottom of a range. As skills increase the employee could receive
periodic merit increases up to the top of the range for that position. Once an employee reaches the top of his
or her salary range,no further merit increase could be approved. To receive a higher salary,the employee must
be promoted within his or her career group or be reclassified to another position.
Departments Recommended for Career-Group Organization. The following departments have
been identified for the career-group approach: 111111
Police Department. (Annex B)The Police department is divided functionally between patrol and detectives.
Our plan also calls for various ranks:Patrolman,Corporal,Sergeant and Lieutenant. The comparison presented
in Annex B is also divided by function with the rank structure superimposed.
Detectives. The state survey of 186 detectives is compared to the existing plan for sergeants. Please note
Annex B that the first quartile (the top of the bottom 25%) is $9.82 per hour. This means that 47 of the
detectives received $9.82 or less. The median, which is the middle of the distribution, is$13.71. This means
that 93 of the detectives in the survey were paid less than$13.71 and 93 were paid more. It also means that
46 detectives were paid between $9.82 per hour and $13.71 per hour. The third quartile, which is the top of
the bottom 75%, is $15.50 per hour. This means that 140 detectives in the survey were paid $15.50 or less
and 46 were paid more. It also means that 47 were paid between$13.71 and$15.50 per hour. The statewide
survey suggests using the range between the first and third quartile as the effective wage range. That
suggestion has been followed throughout this analysis.
Please also that in Annex B that the bottom of the City's range for Sergeants is nearly identical to the first
quartile in the statewide survey but that the high range for the City is considerable below the third quartile and
even the median of the statewide survey. Please note that both detectives are at the top of the current range
and are blocked from further increases without some significant career change. This pattern appears throughout
this analysis. Wherever the City's compensation plan is significantly below the statewide survey, we have
employees who have risen to the top of their range and are therefore blocked from further salary increases
under the current plan.
Patrol Officers. The effective range from the statewide survey of 526 patrol officers is shown as$9.52 per hour
s -1
to $14.28 per hour. Please note that only the City range for Lieutenant is comparable. Also apparent from
Annex B is another pervasive pattern. There is a great deal of overlap among the ranges. Indeed the starting
M wage for a newly hired patrolman is less than one dollar less than that of a Lieutenant. This overlap stifles the
incentive to qualify for higher rank.
Recommendation. The recommended classification plan for this career group is presented at the bottom of
Annex B. It adds a range for new hires that have not yet completed the POST academy,what could be a fairly
significant increase immediately upon graduation from post and increasing salary ranges with no overlap. This
plan would make the City's plan comparable with the rates being paid throughout the state.
Public Works Department. The ranges for the Public Works Department are shown in Annex C. You
will note again the overlapping pattern previously pointed out.. The main qualification necessary for promotion
in this department is state certification in water and sewer. Generally an employee is hired as a Utility Services
Worker I and when qualified in either water or sewer promoted to Utility Services Worker II. Attainment of both
certifications qualifies the eriipiuyee-as a unify Services Worker lli. The Utility Services Worker IV/Specialist
was created to provide for hiring a journeyman electrician, plumber, carpenter or the like. This classification
has never been used. The Crew foreman is in charge of on-the-job supervision of the crew, freeing the Public
Works Director for managerial duties. There has been little specialization in this department, mainly because
the director wanted the flexibility to assign the entire crew to certain tasks as needed, such as plowing snow.
Not considered in the current plan is the fact that there are three classes in each certification. There is no
incentive to pursue a class II or class III certification. In fact, we believe that a water class III certification will
be necessary to operate the water treatment plant. The City currently has two employees with water class Ill
certifications: John Lewinski who has been doing the water tests in addition to his duties at the wastewater
treatment plant, and Gary Kimball who performed many of the operator tasks on the pilot plant project.
Another difficulty in adequately comparing the jobs in this department is the fact that they are unique. These
employees do a part of many classifications. The jobs selected from the statewide survey are those that these
employees typically perform.
Recommended Plan. The recommended plan eliminates the overlap previously noted. It also eliminates the
position of Utility Services Worker IV/Specialist which has never been used. The recommended salary ranges
compare favorably with the classifications that include many of the tasks these employees perform.
Library. The compensation plan for librarians is shown in Annex D. The City's plan is consistent with the
statewide survey except at the top end. What is not apparent from the chart is that three of the four library
employees have been so employed in excess of ten years,yet Gloria Cantrell's current salary is barely over that
of the first quartile in the statewide survey.
Recommended Plan. The recommended plan provides for some upward mobility at the top end of the salary
ranges. The statewide survey had no "Assistant Librarian" but this position is retained since it does identify a
successor for the Librarian position. The ranges for Library Clerk and Assistant Librarian could just as easily
be combined into a single range and would provide satisfactory results.
Single Employee Positions. There are a number of these in the City and while no clear path of
progression exists beyond the position itself. These are compared with the most comparable positions in the
statewide survey. The graphic representation of this comparison is shown in Annex E.
Police Records Clerk. There is no approved job description for this position; however, the duties performed
by the incumbent are generally the same as that of a General Office Secretary. The recommended plan forthis
position provides for a minor adjustment to correspond with the statewide survey.
Legal Secretary. This position was created during the budget process and has not been filled. The intent was
to have the incumbent's time divided between the City Attorney and the Mayor. Since this all preceded the
• council-manager form election in August,there are organizational decisions to be made before this position can
be clarified. There is no approved job description. It is recommended that the classification plan for this position
be developed along with the job description when the organization of the City Staff is clarified.
Planning and Zoning Technician. This position was created last year to better define the duties associated
with administrative support of planning and zoning activities. Many of the duties of Municipal Clerk such as
taking minutes are similar. The recommend plan compares to the statewide range, but only the lower third.
The survey population for Municipal Clerks is small (40)and includes cities that have no City Administrator or
Manager thereby making the City Clerk the chief administrator.
Deputy Court Clerk. The recommended range makes a minor adjustment to correspond with the statewide
survey.
Accounting. The primary difference between a "bookkeeper"and an 'accountant° is a baccalaureate degree
in accounting. The City's range does not take into account this distinction even though some of the duties in
the job description are those of a college.trained accountant. The recommended plan provides for a new
` classification to accomplish this.,
Building Inspector. The duties listed in the statewide survey for this classification and those in the job
description are virtually identical,yet the City's salary range is markedly below the range given in the statewide
survey. The recommended plan corrects this and provides for a lower salary for any inspectors we hire who
are awaiting their certification.
Custodian. The recommended plan makes a minor adjustment to correspond with the statewide survey.
Wastewater Treatment Plant Operator/Superintendent. A review of the duties of job number 95002 in the
statewide survey revealed that the duties were not completely comparable. The duties in the survey relate to
plant operation but do not address the significant amount of laboratory analysis the job description contemplates.
Therefore a second job relating to these tasks is also presented.
Exempt Employees This term refers to employees who are exempt from the overtime requirements of
the Fair Labor Standards Act. Under the FLSA nonexempt employees must be compensated at one and one
half times their regular hourly rate either in wages or in future time off. Exempt employees on the other hand
receive a fixed salary for forty or more hours per week,yet must use vacation or forfeit salary if they work less.
This "negative benefit° is usually offset by a significantly higher salary. When one looks at the salary rate
without considering the effect of additional hours and the lack of additional compensation for those hours the
gap between exempt and nonexempt compensation appears to be wider than it actually is. For example:
(a) A nonexempt employee who.is paid at the rate of$10.00 an hour and works an additional 220
hours in a year at overtime rates actually has an average rate of nearly$10.50 per hour.
(b) An exempt employee who is paid at the rate of$15.00 per hour and works an additional 220
hours in a year actually has an average rate of less than $14.00 per hour. The time card
records demonstrate that an additional 220 hours per year(about 4.25 hours per week) is not
out of the ordinary for exempt employees.
Annex F lists the City's exempt employees and compares them with similar positions in the statewide survey.
While the rates for several do not seem out of line with the statewide survey, there is room for improvement.
The narrowing gap between salaries of exempt and nonexempt employees has already created a situation •
where exempt employees are paid less than nonexempt employees several organization levels below them.
This is illustrated in Annex G where employees were ranked according to their pay rate then ranked according
to their actual salary and the two rankings compared. Not only do a number of exempt employees and others
"lose' standing but the gap between exempt and nonexempt employee salaries narrows. Annex G is based
on salaries before the adoption of Resolution 37-93. The Council's action in not granting salary increases for
exempt employees has exacerbated this problem. There certainly isn't much incentive to take on the additional
responsibilities associated with these nonexempt positions. As discussed earlier,the present plan is satisfactory
to practically no one. No group of employees is less satisfied than your exempt employees,i.e.your department
heads.
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 o and department heads
-l" 1t.�i v l.�Or.� ucrui�.iuci��: aiG[aun -' 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.
"igh liability risk.
- _-equent use of judgement, decision making skills .
II . Tec._ 'al and Supervisory Personnel
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: U
A series of assumptions underlie the following assignment
of positions to classes . There are:
1. That positions within the class should be
compensated based on relative responsibilities as
defined by class criteria;
2 . That pay scales within the classes shall fall
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 •
•
a 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
MO 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:
1
_ City of McCall Classification Plan
i
_.. . . i anageMUnt Staff
-*City Administrator/City'Clerk $38,230.40
-*City Attorney $40,674 .40
-*Public Works Director $29,009 .76
-*Police Chief $33,072 . 00
-*Fire Chief $27,678.56
II . Technical and Supervisor Staff
-*City Treasurer $25-,746 .24
-*Golf Superintendent $25, 159 . 68
-*Recreation Director $21,245 . 12
-Librarian $ 8. 694 - $10.929
-Planning and Zoning Techician$ 8.509 - $ 9 .360
-Wastewater Treatment Plant
w Superintendent $ 9.809 -$13.810
-Utility Services Crew Foreman$ 8. 694 $12 .942
-Building Inspector $ 8.669 - $12.820.
-Building Maint. Supervisor $ 8. 669 - $12 .820
-Police Lieutenant $ 8.669 - $13.510
-Police Sergeant 4 9 . 651 - $12.290
III . Program Staff/Skilled Labor
-Utility Services Worker IV/
Specialist $ 9 . 603 - $11.721
-Utility Services Worker III $ 9 . 108 - $11.810
-Utility Services Worker II $ 8. 182 - $11.323
-Wastewater Treatment Plant.
Operator I $ 7 .563 - $ 9.231
-Police Corporal $ 8.319 - $11.209
-Patrolman $ 7. 752 -. $10 .386
-Firefighter Not classified
IV. Semi-Skilled Labor
-Code Enforcement Officer $ 7 . 106 - $ 8. 167
-Utility Services Worker I $ 7. 072 - $ 9 . 158
-Recreation Aide II • $ 5 .840 - $ 7 .871
-Golf Equipment Mechanic $ 7 .908 - $ 9 .557 .
V. Clerical and Support Personnel
IP -Secretary $ 5.934 - $ 7.920
-Library Clerk $ 5 .484 - $ 7 .410
-Legal Clerk/Secretary $ 8.247 - $ 8.660
a�c�.icaL1V11 InbLrucLor Not Classified
-Police Records Clerk $ 8.247 - $ 8. 650
-Assistant Librarian $ 6 . 881 - $ 8.397
-Cashier/Bookkeeper $ 6 . 328 - $ 8.441
-Deputy Court Clerk $ 6.593 - `$ 8. 641
VI . Labor, Trainee and Non-Skilled Staff
4111
-All positions in this class will be paid within
the $4 .25 - $6 . 621 range depending upon
qualifications and experience as determined by
the 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 1MR9-90 Budget
REVISED October 1, 1990
REVISED October 1, 1991 per COLA 1991-92 Budget
REVISED October 1, 1992 per COLA 1992-93 Budget
REVISED October 1, 1993 per COLA 1993-94 Budget
REVISED January 1, 1994
Mayor
ATTEST:
City C -rk
U
•
Annex B
Analysis of Career Group - Police •
IIIIIIIIIIIIIIIIIIIfIIIIIILIIIII
5 6 . 7 8 9 10 11 12 13 14 15 16 17 18 19 20
DETECTIVES
• State Range
9 . 82 i 15 .50
Detectives 63011
n=183 13.71
City Range •
9 . 65 12 .29
Sergeant - I
• * - Chuba ($12 .28)
Donica ($12 .28)
PATROL OFFICERS
State Range
Patrol Officers 9 .52 M 14.28
63014 n=526 I I I
11.58
City Range
8. 67 13 .51
•
Lieutenant I I
(No incumbents)
9 . 65 . 12 .29
M Sergeant I I
*Stowe ($12 .28)
8. 32 11 .209
Corporal I I
'* Allen ($11 . 17)
7 . 75 10 . 39
Patrolman I I •
.* Cline ($10. 15)
* Hill '($$10. 15
• IIIIIIIIIIIIII. IIIII. IIIIIIIIIII. II
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
RECOMMENDED CLASSIFICATION PLAN
Lieutenant I
Sergeant-
Corpora).
Patrol Off. I I I •
(pre-POST) I
Code Enforcement Officer
No comparable state position)
5 IIIIIIIIIIIIIFIIIIIIIIIIIIIIIIII
6 .7 .8 9 10 11 12 13 14 15 16 17 18 19 20
•
Annex C
Analysis of Career Group - Public Works4111
IIIIIIIIIIIIIIIIII1 . 1II1I111111111I1
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
8 . 69 12 . 94
I I Utility Services Crew Foreman
9 . 60 11 . 72
1 I Utility Services Worker IV/Specialist
9 . 10 11 . 81
1 1 Utility Services Worker III
* Bates ($11 . 81 )
* Kimball ( $10 . 91 )
8 18 11 . 32
1 1 Utility Services Worker II
* Harris ( $11 . 30)
7 . 07 9 . 16
1 1 • Utility Services Worker I
* Reinke ($8 .35)
* Sargant ($7 . 84)
* Taylor ($7 . 84)
* Wilson ($8 .27)
STATEWIDE SALARY SURVEY
111111111I1111111111111111111111111
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
First Line Supvsrs 10 . 67 M 15 . 58
Inst/Repair 81002 n=626 1 1 1
12 . 94
7 .27 M 11. 15 Maintenance Repairers-General Utility
1 1 1 85132 n=1316
9 . 49
8 . 68 M 11 . 73 Water & Liquid Waste Treatment System
1 I. 1 Operators 95002 n=126
9 . 80
Exac & Loader Oper. 10 . 00 M 15 . 71
97923 n=108 1 1 1
12 . 13
9 . 60 M 14 .26 Grader/Dozer/Scraper Oper
1 1 1 97938 n=218
12 . 00
9 . 35 M 12 .25 Highway Maintenance Workers
1 1 1 87711 n=419
10 . 96
RECOMMENDED COMPENSTATION PLAN
111111IIIIIIIIIIII11—IIIIII111111111
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
I 1 Utility Services Crew Finn
I Utility Services Worker III
1 I Utility Services Worker II
Utility Services Worker I
•
•
1011 Annex D
Analysis of Career Group — Librar
111111111111111 1 11111111IT1111111
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
State Range
9 . 84 M 15 . 22 Librarian, Prof.
1 I I 31502 n=111
12 . 19
City Range
8 . 69 10 .29
1 1 Librarian
* Cantrell ($10 . 10 )
State Range
4 . 83 M 8 .21
I I Library Assistants & Bookmobile Drivers
6 .58 53902 n=181
City Range
6 . 88 8 .40
I I Assistant Librarian
* Liberty ($7 . 99 )
5148 7 . 42
* Hearne ( $7 . 42 )
* Arnold ($5 . 89 )
11111111111IIIIII 1IIII 11111111
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
RECOMMENDED CLASSIFICATION PLAN
I Librarian
Assistant Librarian
Library Clerk
111111111 11 11111111111111111111
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Annex E
Analysis of Single Employee Positions
1111111111111111111 .1111111111111
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
State Range
7 . 001 9 . 06 General Office Secretaries 55108-B n=2865
7 . 85
City Range
6 .25 8 . 65 Police Records Clerk
1 1
* Lockhart ($8. 65)
1 Recon ended Range... _;_:. -..
IIII IIIIIIII111111111111IIIIII1
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
State Range
8 . 00 M 11 .52 Legal Secretaries 55102 n=460
1 1 1
9 .55
City Range
6 .25 8 . 66
1 1
(No incumbents)
Recommend no change to the Compensation Plan for this position
until it is clarified.
11111111111111111111111111111111
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
State Range
8 . 30 M 15 . 10 Municipal Clerks
1 1 1 53705 n=40
City Range 10 .23
8.51 9 . 36
1-1 Planning and Zoning Technician
* Davidson ($9 . 36)
I I I I I l 111 1 1 1 1 11 IeI �II Ind lel lalge l I I I I I I I I I I
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
State 'Range
6 . 49M 8 . 82 Court Clerks 53702 n=192
1 1 I.
7 . 38
City Range
6 .59 8. 64
1 1 Deputy Court Clerk
* Moon ( $7 .44)
1111111 III I I I Term Intel IaIgI I . 1 I I I I I I i l l
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
1 •
A
•
Annex F
I I I I I I I I I I I I I I IXIM9TIEIMPIOYE±S1
10 11 12 13 14 15 16 17 18 19 20 21 I22 123 124 125 126 1
General Managers-Top Executives 19005 n=3365
14. 10 M 29 .40
1 I
20 . 19
* Schmidt. ($18 . 38)
Lawyers-28108 n=627 16 . 80 29 . 34
20.44
* Burton ($19 .55)
Police and Detective Supervisors 61005 n=221
12 . 74 i 17 . 32
14 . 74
* Parker ($15 . 90)
Firefighting and Prevention Supervisors 61002 n=87
9 . 70 M 15 . 74
1 1 I .
11 . 86
* Points ( $13.30)
1110 First Line Supervisors All Other Production, etc.
81099 n=178
9 .45 ' 18 .47
12 . 69 .
* Keating ($13 . 94)
Financial Managers 13002 n=626
15 . 34 M 25 . 00
1 I 1 .
19 . 78
* Henderson ($12 . 37) .
Recreation Workers 27311 n=54
5 . 04 10 . 35
* Baker ( $10 .21)
First Line Supervisors AG-Forest Related 72002 n=25
10. 64 M 14 .50
1 . 1 1
12 .89
* Denham (S12 . 091
11111111111111111111111111111111111
10 11 12 13 14 . 15 16 17 18 19 20 21 . 22 23 24 25 26
O
•
•
le 1 1 1 I Analysis of Single Em loyee Positions (Continue
IIIIIIIIII � IIIIIIIIIIId). IIIII
5 16 7 8 9 10 11 12 13 14 15 16 17 18 19 20
State Ranges
Accountants 21114-A 11 . 84f 17 . 02
n=659 1
13 . 60
6. 88 M 9 . 89 Bookkeeping Accounting & Audit Clerks
1 1 1 55338 n=1790
8 . 04
City Range
6. 33 8 .44
I I Cashier/Bookkeeper
* Harris ($6.50)
* Sargent ($7 .97)
I Staff Accountant (Deputy Treas . )
11I IFI IICahier/Reeptinist
III. lllllllll
5 6 7 8 - 9 10 11 12 13 14 15 16 17 18 19 20
State Range 11 . 92 M • 17 .08
Construct & Building Insp. I 1 1
21908 n=159 13 . 18
City Range 8 . 67 12 . 87
1 1 Building Inspector
* Housdorf ($12 .82)
S Remmcendtd iRea
ge I I I
IIeeI1
1111 111111111111111111111
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
State Range
5 . 00 M 7 .50 Janitors & Cleaners 67005 n=3386 •
1 I I
6.47
City Range
4.25 6. 62
< -I Custodian
* Ray ($6. 34)
RecommendRan e
III , IIIIIIIedIII � IIIIIIIIIIIIIII
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
• 2
I I I Analysis 'f Single IEmlpl`Employee Positions iiIii
sitions (Conti u d)i I I i
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
State Ranges
8 . 68 M 11 . 73 Water and Liquid Waste System
I I I Operator 95002 n=126
9 . 80
Chemical Tech. 9 . 34 M 16. 83
24505 n=63 I I I
13 . 97
City Ranges 9 . 81 13 . 81
I I WWTP Superintendent
7 -56 . 9- 23. - * T iiiiia 'i ($13. 81)
" i+viw
WWTP Operator I
* Binning ($8 . 10)
1
IIIIIIIIII IIIIIIIIIIIIIIIIIIIII
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
4111
3 S
Annex G
ity of McCall
alaries of Employees who worked all of 1993
Order Order
Reputed** Actual Based on Based on
Annual Annual Positive Reputed Actual
ast Name Initial Department Salary Salary Difference Salary Salary Change
urton* E Attorney $40, 674 $39, 352 1 1 0
chmidt* A Admin. $38,230 $37, 106 2 2 0
arker* E Police $33, 072 $32, 108 3 3 0
eating W Pub Wks $29, 010 $29, 386 $376 4 4 0
Unica C Police $21, 711 $27, 063 $5, 352 12 5 7
Dints* D Fire $27, 679 $26, 848 5 6 -1
ewinski J WWTP $27,240 $26,523 .6 7 -1
Dusdorf W Bldg $25, 085 $25, 150 $65 9 8 1
3nderson*J. Treas . $25, 746 $24, 951 7 9 -2
anham* C Golf $25, 160 $24, 384 8 10 -2
rtes R Pub Wks $23, 150 $23, 071 10 11 -1
tuba K Police $22,260 $22,582 $322 11 12 -1
Llen M Police $ 18, 672 $22, 179 $3,507 17 13 4
arris J Pub Wks $ 21, 393 $20, 882 13 14 -1
iker* C Recr. $ 21,245 $20, 541 14 15 -1
Lmball G Pub Wks $20, 638 $20,246 15 16 -1
L11 H Police $ 18, 011 $19,487 $1, 476 19 17 2
Line S Police $17, 553 $19, 176 $1, 623 21 18 3
ividson S P & Z $:18, 745 $18, 180 16 19 -3
)ckhart N Police $:L7, 867 $17, 890 $23 20 20 0
Linke J Pub Wks $:L7,532 $17, 642 $110 22 21 1
_nning B WWTP $:L4, 394 $17,287 $2, 893 25 22 3
_lson D Pub Wks $:.8, 162 $17, 066 18 23 -5
Lntrell G Library $15, 974 $16, 189 $215 23 24 -1
.ancis K Police $:L4, 335 $15, 591 $1, 256 26 25 1
con E Court $15, 475 $13, 777 24 26 -2
,arne R Library $11, 618 $11,402 27 27 0
berty M Library $8, 746 $8, 746 28 28 0
•
Denotes exempt employees
Reputed salary based on current salary and may be higher than actual
,due ,to mid-year salary increase such as COLA.
2 III •
RESOLUTION NO. 3-94
CLASSIFICATION PLAN
1011 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.
_-Freciuent_..and.._direct...-_contact._._with._Gprvi,r-Pc�_. p,_,h.i.
-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 class should be
compensated based on relative responsibilities as
defined by class criteria;
2 . That pay scales within •the classes shall fall
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
(1, 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,, as City Officers. The compensation
for these persons shall be determined and set by
the City. Council by Resolution. Accordingly
salary ranges for the positionsdesignated 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 . `_ Management Staff
-*City Manager $42, 161
r -*City Attorney $42,515
-*Public Works Director $30,445
.---*Police Chief $34,726
% ' Fire Chief $29,047
L*City Treasurer $31,907
II . Technical and Supervisor Staff
tfLibrarian $ 9 . 000 - $12 .250
rte*Golf Superintendent $26,811
i/*Recreation Director. $22,299
-Wastewater Treatment Plant
Superintendent $10. 000 - $16 .000
Eility Services Crew Foreman$13. 000 - $15 .500
-Building Inspector $ 8. 669 - $10.579
-Building Inspector (Pending $11.000 - $16 . 000
Certification) $ 9.500 - $11 .000
-Building Maint. Supervisor ,$ .8. 669 - $10.579
(/Police Lieutenant $14 .500 - $16 .000
'-Police Sergeant $12 . 750 - $14 .500
III . Program Staff/Skilled Labor
b-7tility Services Worker III $11. 750 - $13.000
motility Services Worker II $ 9 . 000 - $11 .750
'wstewater Treatment Plant
Operator I $ 8.000 - $10 .000
olice Corporal $11. 000 - $12 . 750
"Patrolman $ 9 .250 - $11.000
-Planning and Zoning Tech. $ 8.250 - $10.750
IV. Semi-Skilled Labor .
Vfode Enforcement Officer $ 8 . 000 - $ 9 .250
yfatrolman (Not POST Certified) $8.000 - $ 9 .250
, £'ility,Services Worker I $ 7 .250 - $ 9 . 000
t-Staff Accountant 8.50. 0 - $12 .500
5.840 - $ 7.
-Golf Equipment Mechanic $ 7.908 - $ 9 .557
• V. Clerical and Support Personnel
-Legal Secretary $ 6 .250 - $ 8.650
-Police . Records Clerk $ 7. 000 - $ 9 .250
-Assistant Librarian $ 7 .500 - $ 9 . 000
ary Clerk -$ 5 . 000 - $ 7 .500
LpRgcreation Instructor Not Classified ' '
shier/Receptionist $ 6 .500 - $ 8.500
-Deputy Court Clerk $ 6 .500 - $ 8 . 750
VI . Labor, Trainee and Non-Skilled Staff U
-Laborer $ 4 .250 - $ 7 .500
-Custodian $ 5 . 000 - $ 7 .500
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
REVISED October 1, 1991 per COLA 1991-92 Budget
REVISED October 1, 1992 per COLA 1,9.92-93 _ Budget
REVISED October 1, 1993 per COLA 1993-94 Budget
REVISED January 1, 1994
•
REVISED February 10, 1994 •
Mayor
ATTEST:
Arthur J. Schmidt, City Clerk
U
•