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HomeMy WebLinkAboutCC RESO 13,820RESOLUTION NO. 13,820 A RESOLUTION APPROVING THE IMPLEMENTATION OF CLASSIFICATION AND COMPENSATION PLAN FOR CITY MUNICIPAL EMPLOYEE ASSOCIATION WHEREAS, on January 19, 1982, under Resolution No. 13,730, the City Council of the City of National City authorized the consulting group of Arthur Young and Company to perform a comprehensive classification and salary study for all positions covered by the City's Municipal Employees Association; and; WHEREAS, Arthur Young and Company conducted said study in accordance with its proposal of October 28, 1981 and in accordance with guidelines specified and approved by the City, including a separately performed analysis of the duties and responsibilities, of said positions, review and revision of existing class specifications including creation of new ones where needed, collection and analysis of salary survey data and the allocation of all positions to the City's salary schedule; and, WHEREAS, Arthur Young and Company entertained appeals from individual employees regarding the classification and salary recommendations, and; WHEREAS, the final report, including final recommend- ations of Arthur Young and Company are now complete; THEREFORE, BE IT RESOLVED by the Cty Council of National City that: SECTION 1: Said compensation of classification is hereby adopted. SECTION 2: The City Manager is authorised to implement said study as relevant portions City and contained in appendices I and II in accordance with all of the Memorandum of Under tanding between the the Municipal Employees Association and the City's Civil Service rules. SECTION 3: The effective date of imple4entation shall be July 1, 1982. SECTION 4: A copy of said report is attached hereto as Exhibit A and reference made thereto for all particulars contained therein. PASSED AND ADOPTED this 8th day of June, 1982. ATTEST: CITY CLERK THE CITY OF NATIONAL CITY Classification and Salary Study Final Report Prepared for: The City Council May 1982 - - I • `7,.;.- L •L'. rLts.,':,./ iLF CCC CC 110 ::EST A STREET, SUITE 1400 C n.� JIE GO, O,-;.Ir O-, i.e. 9: L1 ITi 4, 23E-1:i44 May 28, 1982 The City Council of National City The Honorable Kile Morgan, Mayor The City of National City 1243 National City Blvd. National City, CA 92050 Dear Sirs: Our final report on the classification and salary study, as described in our proposal dated October 28, 1981, has been. completed. The preliminary report was delivered to the City on May 14, 1982. On that same date we held a meeting with members of the City's Communications Committee in order to explain the con— tents of the report. Employees who disagreed with the findings and recommendations were given one week in which -to submit a written appeal. We have reviewed the appeals and adjusted our preliminary recommendations as deemed appropriate. All modifications made as a result of the appeals process are incorporated in the report that follows. Again, we are grateful to those individuals who participated in the study. Without their cooperation and assistance the study could not have been completed. We appreciate this opportunity to have served the City of National City. If there are any questions regarding this report, we will be pleased to discuss them with you. Very truly yours, CkL-k4sik_Oit&T,GposiKk THE CITY OF NATIONAL CITY Classification and Salary Study Final Report Prepared for: The City Council May 1982 TABLE OF CONTENTS Page I. BACKGROUND, SCOPE AND METHODOLOGY OF THE STUDY 1 II. CLASSIFICATION CHANGES 6 III SALARY SURVEY 11 IV. JOB EVALUATION AND SALARY DETERMINATION 17 V. APPEALS PROCESS AND CONCLUSIONS 20 APPENDICES LIST OF APPENDICES I. CLASSIFICATION AND SALARY INDEX II. INDIVIDUAL RECLASSIFICATIONS III. SALARY SURVEY DATA IV. EVALUATION FACTORS I. BACKGROUND, SCOPE AND METHODOLOGY OF THE STUDY I. BACKGROUND, SCOPE AND METHODOLOGY OF THE STUDY A. Background The last classification and salary study of job classifica- tions covered by the City's Municipal Employee's Association was conducted approximately ten years ago. It is our understanding that the recommendations made were never implemented, and that no major revisions in the salary structure and related classifi- cations have taken place since. Over the years, modifications have been made, but in most cases these changes focused on only a few specific job classes. It became apparent that an overall updating of the structure was necessary in order for the City to continue to achieve its personnel goals and objectives. The City Council selected Arthur Young & Company to conduct a classification and salary study of all jobs covered by the City's Municipal Employee's Association. Authority for the City to conduct this type of study is granted through the City's Employer -Employee Relations Policy, adopted by Council Resolution 10,596. This policy states as a City right "...(to) determine the methods, means and personnel by which government operations -are to be conducted; determine the content of class specifications..." B. Scope As outlined in our proposal dated October 28, 198r, the study was to be comprised of the following tasks: • Analysis of the duties and responsibilities of approx- imately 106 employees representing 48 job classifica- tions • Recommendation of appropriate classification changes (additions, deletions, combinations) • Recommendation for the reclassification of indivi duals • Review and revision of existing class specifications, and creation of new ones as needed • Collection and analysis of salary survey data Allocation of jobs to the City's salary schedule using an appropriate evaluation method • Preparation of a final report to be presented to the City Council. The scope of the study was acknowledged and approved on January 19, 1982, by the City Council of the City of National City. C. Methodology 1. Study Initiation The study was initiated on February 1, 1982, in a meeting with Mr. Ron Ballard, Assistant City Manager, and Mr. Steve Wheeler, Administrative Analyst. During that session, an overview was obtained of the City's existing classification plan and salary schedule, personnel administration policies and organizational structure. All relevant documentation was collected. The project workplan, and methods to be used for obtaining and disseminating information were discussed. Three employee orientation meetings were held on February 15, 1982, for the purpose of introducing the consultants, explaining the objectives and methodology of the study and answering employee questions. The meetings were attended by approximately 95 employees. 2. Job Analysis Detailed information about the actual duties and responsi- bilities associated with each position in the City was obtained during this phase. The job analysis was accom- plished through the use of a Position Analysis Question- naire and in-depth interviews with selected employees. The questionnaires, which were distributed and explained at the orientation meetings*, required employees to describe their own positions in terms of the following: job duties; tools and equipment used; skills, knowledge and abilities required; licenses, certificates or academic degrees required; scope of outside contacts; and working relationships. Space was also provided to allow respon- dents to express any concerns they had about their job classifications or salary ranges. Employees were given one week to complete the questionnaires, which were then forwarded to their immediate supervisors for review. The supervisors were asked to indicate whether they agreed or disagreed with the employees' statements, and to provide clarification where necessary. No changes were to be made in the employees' original statements, and all question- naires were to be sent intact to the consultants. One hundred and one completed questionnaires were received. The consultant team thoroughly analyzed each questionnaire, comparing the statements of duties to the existing job des- criptions and to the statements of other employees in the same classification. Notes were made of apparent discrep- ancies and of areas where additional information was re- quired. Personal interviews were then conducted with a total of 56 employees. The purpose of the interviews was to gain a clearer understanding of various functions being performed and of potential problems with classifications or salary .levels. The interview sample was chosen to be representa- tive of all job families. Some employees were selected because clarification of items on their questionnaires was desired. Each interview lasted 15 to 45 minutes. In some cases employees were asked to demonstrate certain tasks or to provide examples of their work. *Employees who did not attend received their questionnaires from their supervisors or co-workers. 0 Rased on the information obtained from the questionnaires and personal interviews, tentative recommendations for modifications to the classification system and for re- classification of specific individuals were developed. The proposed changes were then reviewed with top manage- ment to ensure that they were consistent with the organi- zational needs of the City. The recommendations for classification changes and the rationale behind them are discussed in Section II. 3 Salary Survey A comprehensive salary survey was conducted in order to assess the competitiveness of the City's pay rates and to provide.a starting point for determining salary ranges for City jobs. The mix of organizations to be surveyed for each benchmark was based on an analysis of the relevant labor market and recruitment area for that job. A complete list of the survey sample and of the benchmarks appears in Section III. Participating organizations were asked to provide complete sets of job descriptions and salary schedules. Additional information (e.g., organiza- tional size and structure, etc.) was obtained to aid in the comparison process. Job descriptions from the surveyed organizations were reviewed to identify the jobs most comparable to the benchmarks from the City. Where necessary, additional information was obtained directly from the organizations to clarify the differences or similarities between a surveyed job and the benchmark. It should be noted that all comparisons were" based on job content, not job title, and that relevant factors, such as reporting relationships, type of equipment used, requisite qualifications and so on, were taken into consideration. Only those jobs which were equivalent in duties and level of responsibility were included_in the final comparisons. The results of the salary survey appear in Appendix III and are discussed in Section TII. 4. Job Evaluation and Salary Determination The advantages and disadvantages of various accepted job evaluation methods were reviewed, taking into account the City's unique needs and constraints. The method ultimately chosen and modified for use in this study involved systematic comparisons that were made on the basis of common and readily assessable job factors. This process - resulted in a rank ordering of classifications within the various job families. Comparisons were then made across job families to produce an overall hierarchy that reflected the assessed value of each job to the City. Assignment of the City's jobs to pay ranges in the salary schedule incorporated the results of both the salary survey and the job evaluation. First, each benchmark was placed at the salary range whose maximum monthly rate was closest to the median of the top one third of maximum rates paid for that job by the surveyed organizations. The benchmarks were then used as pivot points around which the other jobs were slotted. Placement of non -benchmark jobs in specific salary ranges was based on their ranking from the job evaluation. Adjustments were made as needed to produce salary differentials that would reflect the degree of difference between jobs based on the relevant factor comparisons. -5- II. CLASSIFICATION CHANGES CLASSIFICATION CHANGES A. Overview The existence of a well -designed and up-to-date classification system can do much to facilitate organizational effectiveness. When duties and responsibilities are clearly defined through the use of formal job descriptions and informative classification titles, employees are more likely to understand their specific roles in the organization and the performance expected of them. Moreover, by distinguishing between the various levels of diffi- culty and responsibility involved, the hierarchical arrangement of jobs within a classification system provides the basis for determining appropriate pay rates and for establishing meaning- ful career paths. The classification changes proposed in this report were made with the following thoughts in mind. First, the number of classifications in a given organization should be kept to -a realistic minimum in order to avoid redundancy and/or unneces- sary specialization. Classifications should therefore be created or retained in the'system only when their critical job elements differ significantly from those of other classifica- tions. Secondly, classification titles should be descriptive without becoming unwieldy. Wherever possible, standard termi- nology should be used to facilitate understanding and to make comparisons of jobs easier. Finally, recommendations concerning the classification of individual employees should be based on their duties and responsibilities at the time they are studied. Tasks performed in the distant past or to be assumed at some unspecified point in the future should not be considered as part of the current job. B. Findings The results of the job analysis suggested the need for certain modifications to be made to the existing classification plan. Appendix I presents a classification index detailing all title changes and additions and deletions of classifications. A list of the eleven employees who have been recommended for reclassi- fication, along with a summary regarding each employee, appears in Appendix II. The proposed changes were based on the following findings: • Some job titles were changed to better convey the essence of the classifications they represented • Certain job descriptions were out-of-date and were revised or rewritten to more accurately detail the tasks currently performed by the incumbents • Certain incumbents were found to be performing duties more closely resembling those of other jobs within the City's classification system; these employees were recommended for reclassification • Several employees were performing duties not accu- rately described by existing class specifications; thus, we recommended the creation of new classifica- tions When an existing classification did not adequately reflect the duties and responsibilities performed, we recommended the deletion of classifications; the incumbents were then reclassified to either new or existing classifications. C. Recommendations • Adopt the classification and titling recommendations summarized in Appendices I and II. -7- • Create additional classes only when the proposed jobs differ significantly in duties and responsibilities from existing classes. Require that all future requests for reclasssification or addition of new classifications be evaluated by Personnel and that a written recommendation from the Personnel Department accompany every such request presented to the Civil Service Commission. D. Discussion of Recommendations and Findings • The duties of the incumbents in the Recreation Leader IV and Senior Recreation Leader classifications were found to be essentially the same, but not accurately reflected in either job description. These duties included planning, organizing and directing a major recreation program; selecting, scheduling, supervising and evaluating subordinate staff; conducting staff training; and assisting in budget preparation for a major program. Because the duties performed were not accurately described by either the Recreation Leader IV or Senior Recreation Leader classifications, they were eliminated. The new classification of Recrea- tion Supervisor was created, and the incumbents were reclassified accordingly. It was determined that the PBX Operator classification did not accurately reflect the duties being performed by the single incumbent. While some of the duties of the PBX Operator were performed, the majority of time was spent performing duties that included typing from draft, notes and verbal instruction; maintaining a variety of records and files; receiving the public and looking up information for public use; and compiling, tabulating and checking statistical data. As these duties more closely resembled those of the existing Typist Clerk II class, the PBX Operator classification was eliminated and the single incumbent was reclassi- fied accordingly. -8- • The classification of Library Clerk has been created to more specifically describe the types of duties being performed by an employee currently classified as a Typist Clerk I in the Library. Our job audit revealed that duties being performed were signifi- cantly different from those of the general clerical classifications, and that the Typist Clerk I typing requirement was inappropriate given the small amount of typing actually done. The significantly'different duties performed included providing routine informa- tion to patrons regarding Library procedures and practices; checking out of Library materials for patron use; maintaining and operating audio-visual materials for patron use; and operating the cash drawer and preparing receipts. • The classification of Account Clerk has been created to more specifically describe duties very recently assumed by an incumbent in the Finance Department. This class differs from the existing class of Senior Account Clerk in the degree of clerical and mathe- matical skill required, and in the level of depart- mental program responsibility assumed. This recom- mendation was based on limited data, and should be reviewed and verified by the Personnel Department within six months. As we have interpreted it, the Account Clerk classification will deal with the more routine and repetitive accounting applications, while the Senior Account Clerk class involves knowledge of and expertise in a wide variety of accounting -related activities. These activities include computer input, generation of computer reports and accountability for payroll or the computer. • The classification of Associate Planner has been created. It was determined that this proposed posi- tion will require a specialized area of expertise, include extensive public contact, and involve a greater degree of accountability than the existing Assistant Planner classification. There is currently no incumbent in this classification; thus our recom- mendation is based on limited data and should be reviewed by the Personnel Department once there is an incumbent functioning within the new classification. The Associate Planner class will specialize in en- vironmental planning, with responsibility for the coordination of environmental impact reviews on all proposed public and private projects. -9- • Two job descriptions have been generated for the Civil Engineering Technician II class to reflect the differ- ences in emphasis within the classification. Although the job titles and job descriptions differ somewhat, they fall within the same classification rate and range. • The following title changes were found to result in more accurate and appropriate identification of the jobs involved: - Sanitation Pump Maintenance Mechanic to Sanitation Equipment Maintenance Worker - Street Supervisor to Street Maintenance Supervisor. -10- III. SALARY SURVEY III. SALARY SURVEY A. Overview The survey sample a was comprised of cities within the San Diego County limits, as well as the County of San Diego itself. Fourteen organizations were asked to participate. One of the cities (Vista) was unable to provide sufficient information to make necessary comparisons and was thus dropped from the study. The names of the organizations which were included in the final sample appear in Exhibit I, page 14. In order to provide sufficient reference points for evaluating the City's salary plan as a whole, the benchmarks chosen in- cluded jobs which were representative of all of the job families and of varying levels of difficulty and responsibility. At the same time, the list was limited to those jobs which were rela- tively stable --in job content and likely to be comparable to jobs in other organizations. Twenty-three benchmarks were initially selected. The following jobs had to be dropped from the list, however, because an insufficient number of comparable jobs were found in the surveyed organizations: - Assistant Civil Engineer Maintenance Electrician - Street Supervisor The final list of benchmarks appears in Exhibit II, page 15. Salaries for -the City's benchmark jobs were compared to "pre- vailing rates" in the marketplace. As per the policy set by City management and the City Council, this rate was calculated using the median of the maximum for the top one-third of the organizations surveyed for each benchmark. For example, if ..comparable jobs for one benchmark were found in nine surveyed )rganizations, the median of the three highest maximums was ised. -11- The salary survey covered base rates of pay only. Excluded from the quoted ranges are overtime, shift differentials, incentives and bonuses. All salary data reflect current rates, and are based on an 173.33 hour month. B. Findings A rough estimate of how National City's salaries are relative to the local labor market is provided by. comparing its maximum salaries for the benchmarks to the median of the top one-third maximums from the survey. Use of median of the top one-third of surveyed organizations was approved by the City in determining where the City wanted to place its salaries relative to the labor market. As shown in Exhibit III, page 16, the City is paying salaries higher than the median of the top one-third for twelve of the twenty benchmark jobs. The average percent variation above the median is 5.42 percent. Of the benchmark jobs, seven have salaries _below the median of the top one-third, with the average percent variation below being 4.60 percent. C. Recommendations • Implement the Arthur Young & Company salary recom- mendations, summarized in the Classification and Salary Index, Appendix I. • ".dopt the methodology utilized by Arthur Young & Company for future salary surveys. Discussion of Findings and Recommendations • e believe that the comprehensive survey of salaries .aidby the local labor market provides the City with information essential to conducting more objective salary negotiations with its employees and insures -.hat the salary plan is externally competitive. In <:ddition, the survey information provides a foundation -_pon which the internal salary structure can be built. -12- • In order to keep up with changes in the marketplace, the City should conduct salary surveys on a regular basis. It is suggested that prior to initiating future studies, the City should review the list of survey participants and benchmarks used in the current study, as well as the market position it wishes to maintain. Changes in recruitment practices, personnel needs, and the supply of qualified candidates should all be considered before deciding on the approach to be used. • Care should be taken in the collection and use of salary survey data. Of major concern is the com- parison of other organizations' jobs to the bench- marks. Inclusion of jobs which are not equivalent can skew the "prevailing •rate" estimate and result in inappropriate salary recommendations. The survey process described in our methodology section increases the Iikelihood of proper comparisons being made. • It should also be noted that using survey data to adjust the salaries of individual jobs, without considering the structure as a whole, can lead to serious distortions in the salary plan. SURVEYED ORGANIZATIONS Carlsbad, City of Chula Vista, City of Coronado, City of E1 Cajon, City of Escondido, City of Imperial Beach, City of La Mesa, City of Lemon Grove, City of Oceanside, City of Poway, City of San Diego, City of San Diego, County of San Marcos, City of EXHIBIT I -14- EXHIBIT II BENCHMARKS USED IN THE SURVEY Assistant Planner Building Inspector Business License Inspector Civil Engineering Technician I Communications Dispatcher 2ustodian Equipment Maintenance Mechanic Equipment Operator II Fire Inspector Librarian Library Technician Maintenance Worker Park Caretaker I Park Supervisor Recreation Supervisor Secretary Senior Account Clerk Traffic Devices Technician Tree Trimmer Typist Clerk II EXHIBIT III SUMMARY QF SALARY SURVEY RESULTS National National City Median City % Salary of Top 1/3 Variation B ,nchmark Classification Maximum Maximums from Survey A sistant Planner $2176 $1962 + 9.8 F ilding Inspector 2045 2042 + .2 Business License Inspector 1354 1529 -12.9 Civil Engineering Technician I 1950 1781 + 8.7 Communications Dispatcher 1354 1408 - 4.0 Custodian 1294 1084 +16.2 Equipment Maintenance Mechanic 1830 1735 + 5.2 Equipment Operator II 1718 1821 - 6.0 Fire Inspector 2006 1985 + 1.1 Librarian 1748 1784 - 2.1 Library Technician 1476 1436 + 2.7 Maintenance Worker 1399 1343 + 4.0 Park•Caretaker I 1344 1323 + 1.6 Park Supervisor 2006 2028 - 1.1 Recreation Supervisor N/A 1792 Secretary N/A 1476 1422 + 3.6 Senior Account Clerk 1476 1442 + 2.3 Traffic Devices Technician 1916 1966 - 2.6 Tree Trimmer 1506 1558 - 3.5 typist Clerk II 1262 1141 + 9.6 jobs below the median of the top one-third; variation below = 4.60%. 2,4obs above the median of the top one-third; variation above•= 5.42%. IV. JOB EVALUATION AND SALARY DETERMINATION IV. JOB EVALUATION AND SALARY DETERMINATON A. Overview The job evaluation plan chosen to compare the variou.s•classifi- cations in a given organization must satisfy several require- ments. First, it must provide a systematic means for deter- mining the relative worth of each class.. The rankings of jobs and resultant distribution of salaries must properly reflect ach job's contribution to the organization and be perceived as quitable by the personnel it effects. Finally, the ease of tilizing the chosen evaluation plan must be considered, as the System will ultimately be administered and maintained by staff 'members.•' Thus, the method chosen must be appropriate to their level of experience and professional ability. A number of job evaluation methods are in current use, the more prevalent being point factor, factor comparison, whole job ranking and market pricing. Claims that one system has "greater scientific validity" or "total objectivity" should be viewed with suspicion since even the more quantitative methods involve subjective assignments of value to job elements. Experience has also shown that the.results of the more complex methods do not differ markedly from those of the simpler methods. Due to the relatively small size of the City's work -force and the high cost of maintaining quantitative evaluation plans, a simple factor comparison method was chosen for use in this study. The following job factors, defined in Appendix IV, were chosen to evaluate and compare City jobs: • Experience/certification/education • Technical skills • Judgment • Discretionary limits • Working conditions • Outside contacts • Direction of others -17- The procedural guidelines followed during the evaluation process were designed to produce reliable and unbiased results. For example, the consultants were each required to make their own evaluations of the jobs prior to the final analysis. These in- dependent ratings were then discussed and a consensus achieved. Source materials such as interview notes and questionnaires were heavily utilized to insure accurate assessmentof the job factors, and notes were kept on the comparisons being made. Results • Current and recommended salary ranges for all evalu- ated jobs are listed in Appendix I. • As a result of the salary survey ..and job evaluation, twenty-one jobs were recommended for salary increases, with the average increase being 3.95 percent. The highest increase (14 percent) was for the Business License Inspector classification. • The salaries of two jobs were kept at their current levels. Twenty-four decreases in salary range were recommended as.a result of the salary survey and job evaluation, with the average decrease being 5.91 percent. C. Recommendations • Adopt the Arthur Young & Company salary recommenda- tions detailed in Appendix I. The proposed changes are modifications to the salary plan itself and thus should be separate and distinct from individual merit increases. It also is preferable for all range changes to go into effect at the same time. D. Discussion of Results and Recommendations • Salary range increases were- recommended for certain classifications because: 1) the salary survey revealed them to be under -compensated, 2) they moved up with increases for the benchmark jobs, or 3) the increase was needed to maintain internal equity. -18- Some classifications were left at their current level of compensation because: 1) the salary survey showed them to be appropriately compensated, or 2) no adjust- ment was required to produce an equitable alignment with other classifications within the City. • Salary range decreases were recommended for certain classifications because: 1) the salary survey re- vealed them to be overcompensated, 2) they moved down with decreases for the benchmark jobs, or 3) the decrease was necessary to maintain internal equity. It should be emphasized that employees currently earning in excess of the recommended range maximum will not experience a reduction in salary. Employees in this situation will instead have their salaries frozen (y-rated) until such time as the range maximum exceeds the employee's current salary. As an example; an employee is currently at Step D of rate range 100. The employee's salary is $1580, and the rate range maximum is $1660. The proposed rate range for the employee's classification is 90, with a maximum salary of $1518. The employee is being paid over the maximum of the proposed rate range. The employee's salary will not be decreased to the level of the proposed rate range, but wi•11 be frozen until the maximum of rate range 90-exceeds $1580. • The salary spreads used between classifications within job families were determined by reviewing existing spreads between specific classes. Existing relation- ships were maintained, unless judged to be inconsis- tent and/or inequitable as a result of our job evalua- tion. • Salary spreads between supervisor -level and journey_ level personnel were increased, where appropriate, to eliminate compaction problems inherent in the existing classification plan. This action will serve to more accurately reflect the differences in the levels of responsibility and accountability within job families. • In the past, the City consciously chose to compensate certain classifications above market rate. The salary recommendations made in this report are the result of an objective salary survey and job evaluation process. It is left to the City to modify our recommendations per specific Compensation policies. -_19— V. APPEALS PROCESS AND CONCLUSIONS V. APPEALS PROCESS AND CONCLUSIONS A. Process Following the release of our preliminary report, National City employees who participated in the classification and compensa- tion study were given one week in which to file appeals, if they disagreed with the recommendations made. All appeals were t'n forwarded to the consultant team for review and evaluation. WII reviewed every appeal received and found some appeals which • el-ther: 1) contained no new information, or 2) contained new information which was not sufficient to warrant a change to our original classification and/or salary recommendations. Where clarification concerning the information presented was required, we spoke with the employee concerned and/or the appropriate supervisor or department head. Some appeals did contain information which had not previously been available for our consideration. We substantiated such information through conversations with the employee, the super- visor and, where necessary, with outside agencies utilized in the salary survey. .tie have completed our review and evaluation of the appeals which were submitted. The following sections document our conclusions Ind any changes to our original recommendations. 3. Conclusions and Discussions 1. Appeals Denied Upon examination by the consultant team, the following appeals were found to have insufficient justification for f -20- reclassification or salary modification. In all cases, the primary basis for denial was that the information presented did not materially change the original evaluation. No change in the original recommendation is warranted for the following: Baker, F. W. Bergman, R. Candelaria, C David, C. Dee, J. Drake, G. Dudas, R. Hill, P. Lemus, L. Martinez, E. McGonigle, P. Navarro, M. Robertson, E. Smith, J. Surber, G. Thompson, L. Watson, D. Westbrook, D. Here, we would like to reiterate a few key concepts involved in a classification and salary study of this type. The purpose of such a study is not to evaluate individuals' "potential" for performing a job nor to determine the "most qualified" candidate for a position. Neither is such a study concerned with the volume of work required of an individual incumbent. Our recommendations are based solely on the nature and complexity of the actual duties the incumbents were performing at the time of the study. 2. Appeals Granted Upon examination and evaluation of new information presented in the appeals, as well as a review of our initial recom- mendations, we found the following individual appeal to be warranted. __ 0 1 CURRENT RECOMMENDED Name Classification Range Classification Range Maintenance Equipment Servatius, J. Worker 81 Operator I 98 See Appendix II of this report for the justification regard- ing this individual classification. 3. Summary Appropriate changes have been made to the text of this report and to Appendix II' to reflect our final recommenda- tions. Final decisions regarding implementation will be made by the City Council following their review of this report. -22- APPENDICES CITY OF NATIONAL CITY CLASSIFICATION AND SALARY INDEX APPENDIX I Page 1 of 5 CLASSIFICATION TITLES SALARY RANGE Current Recommended Current Recommended Building and Safety Code Conformance Officer Same 121 123 Building Inspector Same 123 123 Building/Land Use Technician Same 99 98 Clerical and Miscellaneous Business License Inspector Same 77 Senior Account Clerk 9 Same 87 84 Personnel Clerk Same 87 Secretary 83 Same 87 83 Account Clerk (2) 72 PBX Operator (4) 59 Typist Clerk II Same 69 57 Typist Clerk I Same 55 47 (1) New title (2) New classification (3) Job description significantly revised (4) Deleted classification (5) No incumbent; included for reasons explained in text ash♦ 4 \I 1 J CITY OF NATIONAL CITY CLASSIFICATION AND SALARY INDEX CLASSIFICATION TITLES SALARY RANGE Current Recommended Current. Recommended Engineering Assistant Civil Engineer Same 143 143 Civil. Engineering Technician II (3) Civil Engineering Technician II -Design (1) 133 123 Civil Engineering Technician II -Field Service (1) 133 123 Civil Engineering Technician I (3) Same 118 108 Senior Engineering Aide (3) Same 104 98 Library Librarian Same Library Technician Same Library Clerk (2) (1) New title (2) New classification (3) Job description significantly revised (4) Deleted classification (5) No incumbent; included for reasons explained in text 106 87 108 84 50 Ci'1'Y Of NATi0ivAC CITY CLASSIFICATION AND SALARY INDEX CLASSIFICATION TITLES SALARY RANGE Current Recommended Current. Recommended Parks and Recreation Park Supervisor Assistant Park Supervisor Equipment Operator I Senior Recreation Leader (4) Tree Trimmer Park Caretaker III Assistant Tree Trimmer Park Caretaker II Recreation Leader IV (4) Park Caretaker I Planning Assistant. Planner Building/Land Use Technician Same 121 122 Same 108 109 Recreation Supervisor (2) -- 109 Same 94 98 -- 94 -- Same 89 93 Same 94 92 Same 79 83 Same 84 82 -- 81 -- Same 76 74 Associate Planner (2)(5) Same Same (1) New title (2) New classification (3) Job description significantly revised (4) Deleted classification (5) No incumbent; included for reasons explained in text 130 99 130 119 98 Current CLASSIFICATION AND SALARY INDEX CLASSIFICATION TITLES SALARY RANGE Recommended Current Recommended Police and Fire Fire Inspector Same 121 120 Police Records Manager Same 121 120 Communications Dispatcher Same 77 82 Police Services Officer Same 60 67 Public Works Equipment Maintenance Supervisor Same 123 125 Facilities Maintenance Supervisor Same 113 122 Street Supervisor Street Maintenance Supervisor (1) 115 122 Traffic Devices Technician Same 116 119 Sewer Crew Chief Same 108 112 Equipment Operator II Same 104 110 Equipment Maintenance Mechanic Same 111 105 Building Trades Specialist Same 101 102 Maintenance Carpenter Same 101 102 (1) New title (2) New classification (3) Job description significantly revised (4) Deleted classification (5) No incumbent; included for reasons explained in text CITY OF NATIONAL CITY CLASSIFICATION AND SALARY INDEX CLASSIFICATION TITLES Current Recommended APPENDIX 1 Page 5 of 5 SALARY RANGE Current: Recommended Public Works (Continued) Maintenance Electrician Same 101 102 Maintenance Plumber Equipment Operator I Same 101 Same 302 Street Sweeper Operator 99 98 S Sanitation Pump - Sanitation �� Sani.tation Equipment8 Maintenance Mechanic Maintenance Worker (1) 96 Maintenance Worker 92 Supervising Custodian Same 81 Same p 76 CustodianU1. 67 Same 72 52 (1) New title (2) New classification (3) Job description significantly revised (4) Deleted classification (5) No incumbent; included for reasons explained in text Page 1 of 4 Name Bachand, Edna Candelaria, Grace Carillo, Aurora Fox, Barbara Goo, Von Hill, Patricia Kohls, Lynn Martz, Peter Schmidt, Mary Servatius, Jeffrey Stephenson, Donna CITY OF NATIONAL CITY INDIVIDUAL RECLASSIFICATIONS Current Classification Senior Recreation.Leader Typist Clerk I PBX Operator Communications Dispatcher Recreation Leader IV Typist Clerk I Typist Clerk I Senior Engineering Aide Recreation Leader IV Maintenance Worker Typist Clerk II Current Range -Recommended Recommended Classification 94 Recreation Supervisor 55 Library Clerk 59 Typist Clerk II 77 Secretary 81 Recreation Supervisor 55 Typist Clerk II 55 Typist Clerk II 104 Civil Engineering Technician 81 Recreation Supervisor 81 Equipment. Operator I 69 Account Clerk Range 109 50 57 83 109 57 57 I 108 109 98 72 These recommendations do not waive the examination requirements regarding reclassifications and promotional testing as specified in Civil Service Rule II, 203, and III, 308. APPENDIX II Page 2 of 4 Bachand, Edna - Ms. Bachand's current classification of Senior Recreation Leader and the Recreation Leader IV class have been eliminated, as they did not accurately reflect duties performed and responsibilities assumed. She has been reclassified to the newly created Recreation Supervisor classification, and a new job description has been generated that adequately outlines actual duties per- formed. These duties include planning, organizing an-d directing a major recreation program; selecting, sched- uling, supervising and evaluating subordinate staff; con- ducting staff training; and assisting in budget preparation for a major program. • Candelaria, Grace - Ms. Candelaria has been reclassified from the existing classification of Typist Clerk I to the newly created classification of Library Clerk. Duties she performs were found to be significantly different from those of the general clerical classifications, most notably the small amount of typing required by the Library staff. Other significantly different duties performed include providing routine information to patrons regarding Library procedures and policies; checking out of Library materials for patron use; maintaining and operating audiovisual materials and equipment; and operating the cash drawer and preparing receipts. • Carillo, Aurora Ms. Carillo's current classification, PBX Operator, has been eliminated, as it did not accurately reflect the duties she performs. While she does perform some of the duties of PBX Operator, this accounts for only thirty percent of her time. The remaining seventy percent is spent performing the duties of a Typist Clerk II. Such duties include typing from draft, notes and verbal instruc- tion; maintaining a variety of records and files; receiv- ing the public and looking up information for public use; and compiling, tabulating and checking statistical data. Thus, Ms. Carillo has been reclassified to Typist Clerk II. • Fox, Barbara - As a result of a change in Fire Department procedure, Ms. Fox' duties have changed significantly. Currently classified as Communications Dispatcher, she is performing duties as outlined in the Secretary classifica- tion ninety percent of the time. Duties currently per- formed include relieving superior of routine personnel, budget and other- operating details; screening calls; maintaining confidential files; and taking and transcribing minutes of conferences and meetings. Because her duties have changed so significantly, Ms. Fox has been reclassi- fied to Secretary. APPENDIX II Page 3 of 4 • Goo, Von - Mr. Goo's current classification, Recreation Leader IV, has been eliminated, and he has been reclas- sified to the newly created Recreation Supervisor class. The same summary applies to Mr. Goo as to Edna, Bachand. • Hill, Patricia - Currently classified as a Typist Clerk I, it was determined that the duties Ms. Hill is performing are comparable to those of other Typist Clerk II's in the Police Department. Representative duties include indexing, processing, tallying and filing police reports; receiving the public and looking up information for public use; com- piling, tabulating and checking statistical data; answering routine phone calls; and fingerprinting. Thus, Ms. Hill has been reclassified to Typist Clerk II. • Kohls, Lynn - Classified as a Typist Clerk I in the Public Works Department, Ms. Kohls' duties have expanded to include typing from draft, notes and vague instructions; compiling and tabulating department data and reports; maintaining files and records; and performing elementary bookkeeping. Because such duties are those reflected by the Typist Clerk II classification, Ms. Kohls has been reclassified accordingly. • Martz, Peter - Mr. Martz has been reclassified from Senior Engineering Aide to Civil Engineering Technician I. Our job audit revealed that the duties he is performing are comparable to those of the Civil Engineering Technician I, as outlined by its revised job description. Such duties involve performing engineering design work for the con struction or improvement of streets, alleys, sewers and drainage structures; preparing plats, maps and plans; and calculating quantity estimates. • Schmidt, Mary Ms. Schmidt's current classification, Recreation Leader IV, has been eliminated, and she has been reclassified to the newly created Recreation Supervisor class. The same summary applies to Ms. Schmidt as to Edna Bachand. • Servatius, Jeffrey - As a result of the appeals process,__ it was brought to our attention that Mr. Servatius, cur- rently classified as a Maintenance Worker, functions as an Equipment Operator I sixty to seventy percent of the time. Duties performed involve the operation of light and moder- ately heavy power -driven equipment including backhoe, skip loader, dump truck, grader, roller and street sweeper. As a result, Mr. Servatius has been reclassified to Equipment Operator I. APPENDIX II Page 4 of 4 • Stephenson, Donna Ms. Stephenson has been reclassified from Typist Clerk II to the newly created Account Clerk classification. It was determined that the duties she has recently assumed do not compare to the Senior Account Clerk classification in either the degree of skill required, or level of responsibility assumed. Neither do they compare with the strictly clerical, non -accounting• related duties as outlined in the Typist Clerk II classification. Ms. Stephenson's duties are the more repetitive and routine tasks of the accounting department, and are much more accu- rately reflected by the new classification and accompanying job description. APPENDIX III Page 1 of 9 SALARY SURVEY DATA Agency Salary Range ASSISTANT PLANNER Carlsbad C '""'1a Vista Ca onado El Cajon E= ondido L, Mesa Lemon Grove Oceanside Poway San Diego City San Diego County San Marcos Median of Top 1/3 Maximums National City - Present National City - Proposed BUILDING INSPECTOR Carlsbad Chula Vista Coronado El Cajon Escondido Imperial Beach La Mesa Oceanside San Diego City San Diego County Median of Top 1/3 Maximums National City Present .National City - Proposed 1502 - 1794 1617 - 1966 1540 - 1872 1574 - 1915 1623 - 1973 1566 - 1903 1505 - 1830 1601 - 1917 1461 - 1958 1525 - 1847 1518 - 1844 1491 - 1812 1962 1790 - 2176 1618 - 1967 1721 1699 1540 1593 1580 1472 1566 1601 1670 1622 2061 2063 1872 1938 1921 1789 1903 1917 2023 1974 2042 1682 - 2045 1682 - 2045 APPENDIX III Page 2 of 9 Agency Salary Range BUSINESS LICENSE INSPECTOR (" hula Vista ;1 Cajon scondido .a Mesa 1 Oceanside San Diego County Median of Top 1/3 Maximums National City - Present National City - Proposed CIVIL ENGINEERING TECHNICIAN I Carlsbad Chula Vista Coronado El Cajon Escondido Oceanside San Diego City San Diego County San Marcos Median of Top 1/3 Maximums National City - Present. National City - Proposed 1182 - 1439 1026 - 1249 1156 - 1405 1112 - 1352 1352 - 1618 1180 - 1435 1529 1114 - 1354 1259 - 1531 1379 - 1645 1404 - 1706 1419 - 1725 1360 - 1654 1409 - 1713 1493 - 1784 1416 - 1711 1501 - 1825 1355 - 1647 1784 1604 - 1950 1465 - 1781 APPENDIX III Page 3 of 9 Agency Salary Range COMMUNICATIONS DISPATCHER ..oronado El Cajon Imperial Beach a Mesa (—ceanside San Diego City Median of Top 1/3 Maximums National City - Present National City - Proposed CUSTODIAN Carlsbad Chula Vista El Cajon Escondido Imperial Beach La Mesa Lemon Grove San Diego City San Diego County 1025 - 1246 1078 - 1311 1120 - 1361 1137 - 1385 1134 - 1350 1186 - 1430 1408 1114 - 1354 1164 - 1415 937 - 1111 887 - 1080 887 - 1078 864 - 1050 800 - 974 893 - 1084 799 - 971 878 - 1044 809 - 983 Median of Top 1/3 Maximums 1084 National City - Present 1065 - 1294 National City - Proposed 895 - 1087 APPENDIX III Page 4 of 9 Agency Salary Range EQUIPMENT MAINTENANCE MECHANIC Carlsbad Chula Vista Coronado El Cajon Escondido Irnperia-1 Beach La Mesa Oceanside Poway San Diego City Median of Top 1/3 Maximums National City - Present National City - Proposed EQUIPMENT OPERATOR II Chula Vista Escondido Imperial Beach La Mesa San Diego City San Diego County Median of .Top 1/3 Maximums National City - Present National City - Proposed 1263 1505 1404 - 1706 1319 - 1604 1411 1715 1379 - 1677 1200 - 1459 1385 - 1683 1369 - 1632 1404 - 1754 1485 - 1778 1735 1505 - 1830 1427 - 1735 1324 - 1610 1298 - 1578 1204 - 1465 1318 1604 1381 - 1652 1636 - 1990 1821 1413 - 1718 1493 - 1814 APPENDIX III Page 5 of 9 Agency Salary Range LIBRARIAN "‘Carlsbad Chula Vista Coronado Escondido ',,,,,Oceanside San Diego City San Diego County Median of Top 1/3 Maximums National City - Present National City - Proposed LIBRARY TECHNICIAN Carlsbad Chula Vista Oceanside San Diego City 1454 - 1738 1600 - 1947 1431 - 1739 1368 - 1663 1493 - 1784 1264 - 1525 1498 - 1650 1784 1438 - 1748 1505 - 1830 1237 - 1472 1094 - 1329 1178 - 1399 1071 - 1294 Median of Top 1/3 Maximums 1436 National City - Present 1214 - 1476 National City Proposed 1182 - 1437 APPENDIX III Page 6 of 9 Agency Salary Range MAINTENANCE WORKER e-.Carlsbad 1041 - 1237 Thula Vista 1068 - 1298 :oronado 957 - 1163 :;1 Cajon 1092 - 1327 • Escondido 1039 - 1263 Imperial Beach 974 - 1183 - La Mesa 1034 - 1257 Oceanside 1013 - 1201 Poway 1217 - 1520 San Diego City 1019 - 1212 San Marcos 1116 - 1358 Median of Top 1/3 Maximums National City - Present National City - Proposed PARK CARETAKER I Carlsbad Chula Vista El Cajon Escondido Imperial Beach La Mesa Lemon Grove San Diego City San Diego County San Marcos Median of Top 1/3 Maximums National City - Present National City - Proposed 1343 1151 - 1399 1133 - 1377 1134 - 1348 1068 - 1298 1002 - 1219 1039 - 1263 974 - 1183 1034 - 1257 947 - 1152 1019 - 1212 1109 - 1347 1011 1230 1323 1105 - 1344 1085 - 1319 APPENDIX III Page 7 of 9 Agency Salary Range PARK SUPERVISOR Carlsbad Chula Vista Imperial Beach La Mesa Oceanside San Marcos Median of Top 1/3 Maximums National City - Present National City - Pro_csed CREATION SUPERVISOR Carlsbad Chula Vista El Cajon Escondido Imperial Beach La Mesa Poway San Diego City Median of Top 1/3 Ma -_mums National City - Pre=__t National City - Proc:_ed 1472 - 1759 1459 - 1773 1341 - 1633 1566 - 1903 1790 - 2152 1500 - 1824 2028 1650 - 2006 1665 - 2024 1320 - 1573 1475 - 1792 1343 - 1633 1385 - 1683' 1022 - 1241 1420 - 1726 1376 - 1727 1562 - 1892 1792 N/A 1479 - 1797 APPENDIX III Page 8 of 9 Agency Salary Range SECRETARY Carlsbad Chula Vista '""oronado 'condido a Mesa ceanside .oway San Diego City San Diego County San Marcos Median of Top 1/3 Maximums National City - Present National City - Proposed SENIOR ACCOUNT CLERK Chula Vista El Cajon Imperial Beach La Mesa San Diego City San Diego County Median of Top 1/3 Maximums National City - Present National City - Proposed 1134 - 1348 1094 - 1329 1093 - 1330 1152 - 1400 1112 - 1352 1124 - 1336 1394 - 1444 1108 - 1332 1193 - 1449 1145 - 1391 1422 1214 - 1476 1173 - 1425 1121 - 1364 1146 - 1393 1015 - 1235 1225 - 1490 1080 - 1299 1014 - 1234 1442 1214 - 1476 1182 - 1437 APPENDIX III Page 9 of 9 Agency Salary Range TRAFFIC DEVICES TECHNICIAN Chula Vista• San Diego City San Diego County Median of Top 1/3 Maximums National City - Present National City - Proposed TREE TRIMMER Carlsbad Chula Vista El Cajon La Mesa San Diego City San Diego County Median of Top 1/3 Maximums National City - Present National City - Proposed TYPIST CLERK II Carlsbad Chula Vista Coronado Escondido Imperial Beach La Mesa Oceanside Poway San Diego City San Diego County Median of Top 1/3 Maximums National City — Present National City - Proposed 1617 1966 1576 - 1891 1596 1941 1966 1576 - 1916 1618 - 1967 1183 - 1408 1279 - 1555 1160 - 1411 1169 - 1420 -1111 - 1325 1284 - 1560 1558 1239 - 1506 1283 - 1559 958 - 1134 901 - 1094 913 - 1111 852 - 1035 946 - 1148 893 - 1084 877 - 1037 933 - 1165 896 - 1080 861 - 1047 1141 1038 - 1262 937 - 1139 APPENDIX IV Page 1 of 2 DEFINITION OF JOB EVALUATION FACTORS Experience/Education/Certification Refers to the type, amount and degree of education, experience and/or certification normally considered necessary for satis- factory job performance. Although job skills may be attained in a number of ways, the selection of the appropriate level for this factor is based upon "normal" or "usual" experience or education which will provide the minimum desirable skills for appointment to the position. Technical Skills Refers to (1) the type of skills required (e.g., typing, short- hand, drafting), (2) the degree of skill required (e.g., skilled to journey -level, words per minute), and (3) the plexity of the field in which the skill is needed. un- com- Judgment Refers to the degree of judgment required to perform the work as measured by (1) the extent to which the job is governed by established policies and procedures, and (2) the nature of the duties performed (e.g., from routine and repetitve in nature to highly complex). Discretionary Limits Refers to the degree of discretion or independent decision - making allowed or required by the position as measured by (1) the degree of supervision exercised over the position, (2) how well defined the work procedures, methods and policies are, (3) the amount of independent decision -making delegated for deter- mining work methods and procedures, and (4) the latitude within which decisions can be made without specific approval by higher authority. APPENDIX IV Page 2 of 2 Working Conditions Refers to the nature and extent of undesirable or dangerous conditions or surroundings usually associated with. the work. Undesirable conditions include the elements of temperature, humidity, dirt, dust, smoke, fumes, water, grease, noise, odors and organic waste. Some of these conditions might be considered very or highly undesirable depending upon their extent or intensity in a particular job situation. Dangerous conditions include accident and health hazards present, even when reason- able safety precautions have been taken. Levels of this factor are determined by the frequency of exposure to' undesirable elements and hazards, the scope of these elements and hazards, and the severity of accidents which might occur. Outside Contacts Refers to the responsibility for making direct contacts with others for the purpose of providing services, exchanging infor- mation, securing cooperation and agreement, or enforcing policy. Determination of the appropriate degree is based upon the frequency, extent, purpose, and importance of contacts. Con- tacts with co-workers in the same unit, direct subordinates, and direct supervisors are not included. Direction of Others Refers to responsibility for the selection, orientation, train- ing, assignment, appraisal and discipline of personnel, and other related supervisory tasks. Only the formal assignment of such responsibility to a position is covered by this factor. Informal work relationships not covered include periodic or temporary assignments.