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HomeMy WebLinkAbout2010i f 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 ORDINANCE NO. ,W /I0 AN ORDINANCE establishing and setting salaries and fringe benefits for Administrative, Technical and Clerical Personnel (non- union) employed by the City of Port Angeles for the year 1979 and providing for the payment thereof. WHEREAS, it is necessary that a salary and fringe benefit schedule be established at this time for Administrative, Technical, and Clerical (non- union) personnel employed by the City of Port Angeles and providing for the payment thereof; and, WHEREAS, it is necessary that a clear delineation be made between the management group and union personnel; NOW, THEREFORE, the City Council of the City of Port Angeles do ordain as follows: Section 1. That as of January 1, 1979, the salaries for Administrative, Technical and Clerical (non- union) personnel shall be as set forth in Schedule A attached to this ordinance and made part thereof by reference. Section 2. All of the salaries set forth in Schedule A shall be paid in bi- weekly installments to be as nearly equal as the established accounting procedure of the City of Port Angeles will permit, and shall be paid within five working days after the close of the established payroll period for each month during the year, or as soon thereafter as the established accounting procedure of the City of Port Angeles will permit, except that the last installment shall be paid on the last working day of December. Section 3. Any of the salaries set forth in Schedule A may be reviewed as of three, six or nine month intervals at the direction of the City Manager and the City Council. Section 4. That as of January 1, 1979, the fringe benefits for Administrative, Technical and Clerical (non- union) personnel shall be as set forth in Schedule B attached to this ordinance and made a part thereof by reference. Fringe benefits • 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 shall include mandatory requirements of state and federal government on retirement programs, sick leave, vacation, medical, dental and optical insurance,, and holidays. Section 5. That as of January 1, 1979, the classification plan, salary administration procedures and the job descriptions for the Administrative, Technical and Clerical (non - union) personnel shall be as set forth in Schedule C, attached to this ordinance and made a part thereof by reference. Section 6. The salary of the City Manager shall be * pad for the year 1979. PASSED by the City Council of the City of Port Angeles at a regular meeting of the Council held on the ///' day of December, 1978. Attest: Marian C Parrish, City Clerk Approved as to Form: t Walrath, City Attorney PUBLISHED: 07,/979 CITY OF PORT ANGELES ADMINISTRATIVE, TECHNICAL AND CLERICAL PERSONNEL Schedule A- Master Job Title Index SALARY GRADE POSITION TITLE 24 Department. Secretary 25 Senior Citizens Center Coordinator Deputy. City Clerk Legal Secretary . 27.5 Executive Secretary _ 28 Draftsman '(Light) • 30 Engineering Aide #3 (Light) 31 Senior Citizens Center Director 32 Swimming Pool Manager Cemetery Manager 32.5 Assistant City Attorney 33 Electrical Engineer 34 Water Superintendent Street Superintendent, Sewer Superintendent Equipment Rental Superintendent Sanitation Superintendent Parks Superintendent Chief Building Official Personnel Director / City Clerk City Treasurer Accounting Supervisor 35.5 Assistant Police Chief Assistant Fire Chief 36.5 City Engineer_ Distribution Engineer Superintendent of Utilities 38 Planning Director City Attorney 39 Fire Chief Police Chief Recreation and Parks Director 39.5 Administrative Services Director 42 City Light Director SCHEDULE A - SALARY PLAN Adrinistrativa, Technical 6 Clerical Personnel Monthly Salaries 1979 Salary PROFICIENCY LEVELS Grade A 8 C D E F G 20 $ 727 $ 746 $ 770 $ 743 $ 815 $ $ 20.5 749 770 793 816 841 21 770 793 815 839 866 21.5 793 816 841 866 893 22 815 839 866 892 919 22.5 841 866 893 919 947 23 866 892 919 946 975 23 5 893 919 947 975 1005 24 919 946 975 1003 1034 24.5 947 975 1005 1033 1066 25 975 1003 1034 1063- 1097 25.5 1005 1033 1066 1097 1130 26 • 1034 1063 1097 1130 1162 - 26.5 1066 1097 1130. 1364 1196 _ 27 1097 1130- 1162 1198. 1230 $1267 -27.5 1130 1164 1196 1233 1267 1397 28 1162 1198 1230 1267 1304 1346 28.5 1196 1233 1267 1307 1346 1387 29 1230 1267 1304 1346 1385 1427 29.5 1267 -1307 1346 • 1387 1427 .1471 30 1304 -1346 1385 1427 1469 1515 30.5 1346 1387 1427 1471 1514 1561. 31 - 1385 1427 2469 1515 1558 1606 31.5 1427 ' 1471 1514 . 1561 1605 1654 32 1469 1515 1558 1606 1652 1702 32.5 1514 1561 1605 1654 1702 1753 33 1558 -1606 1652 1702- 1752 1804 33.5 1605 1654 . 1702 1753 1806 1859 34 1652 1702 1752 1804 1859 • 1914 $1971 34.5 1702 1753 1806 1859 1915 1974 2032 35 1752 1804 1859 1914 1971 2033 2092 35.5 1806 1859 1915 1974 2032 2094 2156 36 1059 1914 1971 2033 2092 2155 2219 36.5 1915 1974 2032 2094 215 2220 2287 37 1971 2033 2092 2155 . 2219 2285 2354 37.5 2032 2094 2156 2220 2287 2355 2426 38 2092 2155 2219 2285 2354 2424 2498 38.5 2156 2220 2287 2355 2426 2499 2573 39 2219 2285 2354 2424 2498 2573 2648 39.5 2287 2355 2426 2499 2573 2650 2730 40 2354 2424 2499 2573 2648' 2727 2811 40.5 2426 2499 2573 2650 2730 2511 2896 91 2498 2573 2648 2727 2811 2894 2981 41.5 2573 - 2650 2730 2811 2896 2981 3073- 42 2648 2727 2811 2894 2981 3071 3164 42.5 2730 2811 2896 2981 3073 3165 4] 3260 28I1 2894 2981 3071 3164 3258 3355 43.5 2896 2951 3073 3165 3260 3358 3459 44 2981 3071 3164 3258 3355 3456 3550 44.5 3073 3165 3260 3358 3459 3563 3670 45 3164 3258 3355 3456 3560 3666 3776 45.5 3260 3353 3459 3563 3670 46 3780 3893 3355 3456 3560 3566 3776 3040 4006 3 City of Port Angeles Schedule B - Fringe Benefit Program Administrative, Technical and Clerical Personnel Section I Retirement Program A. Social Security In accordance with laws established by the U. S. Government. B. State Retirement Program In accordance with the provisions of the Public Employee Retirement System and the Law Enforcements Firefighters System as established by the Washington State Legislature. Section II Holidays In accordance with the statutes established by the Washington State Legislature,holidays shall be as listed below: New Years Day Lincoln's Birthday Washington's Birthday Memorial Day Independence Day Labor Day Veterans Day Thanksgiving Day The day after Thanksgiving Christmas Day One floating holiday January 1 February )2 Third Monday in February Last Monday in May July 4 First Monday in September November 11 Fourth Thursday in November Fourth Friday in November December 25 Employees choice Section 111 Leave Policies A. Leave policies for the City Manager and Department Heads. 1. Positions entitled to leave privileges set forth in this subsection. City Manager Director of Public Works Director of City Light Director of Administrative Services Director of Recreation and Parks Director of Planning Fire Chief Police Chief City Attorney 2. Each department head. and City Manager shall receive for each month of service, 2.5 days of General Leave to be used as they desire within the guidelines established below: Page -2- ) Section III (cont.) A. cont. a) It is to be used for vacation, sick leave or other leave requirements. b) Maximum accumulation shall be 120 days. c) Each department head is expected to use at least fourteen (14) days leave each year. .Permission to accrue above this level must be given by'the City Manager. d) Leave may be sold to the City for cash at prevailing rates. of pay only in accordance with the following guidelines: 1. A miminum accumulation of sixty (60) days must be achieved before any leave may be converted to cash. - 2. Sale of leave to the City will be approved only in cases of emergency, contingency, . or hardship, as determined by the City Manager. 3. The City Manager will (on a case by case basis) approve all sales of leave, and the extent to which such sales will be allowed. e) All time off shall be taken at the employee's convenience and with permission of the City Manager except when it may interfere with operational functions of the city demanding the employees' service or knowledge. All vacation and sick leave accumulated on the effective date of this resolution or presently credited to the employee shall be placed to his credit in the records of the city. g) It shall be the responsibility of the Department Head to use accumulated leave in a prudent and careful manner. • h) The City Manager may permit sick leave for employees with less than one year of service or who have not been able to accumulate sufficient time to cover the injury or sickness. i) Upon termination, a Department Head would receive general leave pay in accordance with the following schedule at his current rate of pay: Years of Service Cash -Out Rate • 0 -3 years 25% 4 -5 years 50% 6-7 years 75% 8 or more years 100% B. Leave policies for non-department head employees in the exempt group. 1. All employees of the administrative, technical and clerical group (non- union) not included in Section III -n. shall be known as the Administrative Group. 2. Vacation leave shall be accrued by the Administrative Grou at the following rates: Page -3- Section 111 (cont.) B. Cont. 2. cont. 1 through 5 years service 6 through 10 years service 11 through 15 years service 16 through 20 years service 21 and over 10 days 15 days 20 days 25 days. 30 days Annual leave shall be granted after one year of employ- ment. Thereafter, leave credited for any month of service may be taken in any subsequent month provided such leave is approved by the employee's superior. b) Annual leave may be accumulated provided the employee uses a minimum of 10 working days per year and the total does not exceed 120 days. c) Vacation leave may be sold to the City for cash at prevailing rates of pay only in accordance with the following guidelines. d) Leave may be sold to the City for cash at prevailing rates of pay only in accordance with the following guidelines: 1. A minimum accumulation of sixty (60) days must be achieved before any leave may be converted to cash. 2. Sale of leave to the City will be approved only in cases of emergency, contingency, of hardship, as determined by the City Manager. 3. The City Manager will (on a case by case basis) approve all sales of leave, and the extent to which such sales will be allowed. • 3. Sick leave for the Administrative Group shall be accrued and used in accordance with the guidelines set forth below: a) Sick leave shall be only used in the case of necessity and actual sickness or disability. b). Sick leave with pay shall. accumulate at the rate of one work day for each calendar month of service with no maximum. - c) The City Manager has the authority to grant additional sick leave in emergencies.. d) Sick leave used by the employee shall be deducted from his total accumulation. e) In order to receive compensation while on sick Leave, the employee must: 1. Give immediate superior prior notice. 2. For absences of more than five days, a doctors certificate is required. 3. Less than five days absence, the employee must file a personal affidavit stating the reason for his absence. Page -4-- Section III, (cont.) 3. cont. f) Sick leave may be used for the following reasons: 1. Because of illness in the immediate family requiring the attendance of the employee one day sick leave allowed. Immediate family is wife, husband, and children. 2. Because of illness or injury incapacitating the employee to perform his employment. 3. Because of death in the immediate family requiring the employee's attendance. Three days are allowed for any one incident. Immediate family shall include only persons related by blood, marriage or legal adoption in the degree of consanguinity of which includes parent, wife, husband, brother, sister, child, grand- parents, or grandchild, and.any relative living in the employees household. 4. Maternity leave up to 30 days. 5. Employees on sick leave shall continue to accure sick leave at the regular rate. 6. When an employee is injured on the job and there is time lost, he shall go on industrial insurance and draw work- man's compensation disability pay. He will be paid sick leave pay equal to the difference between his regular pay less the amount of workman's compensation pay.• The portion of sick leave paid will be deducted from accumulated sick leave. 7. Twenty percent of accumulated sick leave will be paid the employee upon retirement, death, or termination. • Section IV Longevity Due to the distortions and inequities it creates among positions in the salary plan,longevity will be deleted from the fringe benefit program in 1979. All longevity benefits earned by December 31, 197a were taken into consideration when assigning positions to their ranges and steps on the salary plan. - Section V Deferred Compensation The City shall continue to make the ICMA - RC deferred compensation program available to the administrative,-technical and clerical employees. Page -5-- Section VI Medical Insurance Programs The City will provide a combined medical, dental, vision care, and disability insurance program for all employees so eligible under this schedule. City compensation for such program will be in proportion to currently budgeted amounts for existing medical coverages, with reasonable allowance for premium increases.. Program costs exceeding approved budgeted amounts will be at the expense of the employee. Section VII Tuition Reimbursement Any employee in administrative, technical and clerical group is entitled to one -half of their tuition costs reimbursed for any course directly related to their job provided permission is granted by the City Manager prior to the start of the course. SECTION THE CLASSIFICATION PLAN The development of an up to date classification plan gives a solid foundation for a sound personnel system. Broadly speaking, a classification system is not an end by itself, but a means for facilitating the accomplishment of the many ends of personnel administration. Unfortunately, it is a popular misconception that the classification of positions is synonymous with salary . equilization and standardization, and the impression is thus created that the sole purpose of classification is to set the basis of equal pay for equal work. In and of itself, a classifi- cation plan solves only two problems directly. It overcomes the limitations of the human mind in not being able to grasp a large unorganized mass of information about various positions and to decide which positions warrant like treatment and which justify different treatment. Secondly, it solves the problem of establishing a uniform, defined terminology for positions in order that everyone involved in the personnel process may have a common basis of understanding. Indirectly, the classification plan facilitates the preparation of informative budgets for personal services; serves as a foundation for the recruiting, testing and certification procedures; serves as a base for an equitable and logical pay plan; clarifies promotion and - transfer transactions; aids in developing service rating plans and training programs; makes it possible to conduct meaningful . organizational studies; and in general, tends to systematize the personnel process. Generally, the creation of a classification plan is based on the division of positions into classes determined by the activities performed by the various positions. The classification or grouping of activities into classes is dependent upon the following conditions: (1) they have substantially the same duties and responsibilities; (2) the same basic minimum qualifications are required for adequate performance; (3) the same tests of fitness may be applied in order to qualify.employees; and (4) a common title may be assigned which will describe the activities performed. Following the allocation of positions to tentative classes, the development of specifications which define and describe the duties and .responsibilities .and minimum qualifications of the class is undertaken. The final step in the classification procedure is to notify the employees of any changes in the classification plan which will affect them. Page -2- The classification procedure is confusing to many individuals' because of the tendency to equate a position with the employee who is occupying the position. In order to assure proper position classification, it is necessary to stress the distinction between the characteristics of a position and the characteristics which the employee in the position may happen to possess or lack. For classification purposes, a position is defined as a group of duties and responsibilities, assigned or delegated by competent authority requiring the full or part time employment of one person. The duties and responsibilities of a position, however, are not always fixed and unchangeable as they may evolve gradually over a period of time or abruptly as the result of some organizational change. The basis for classification, however, remains always the duties and responsibilities of the position as they currently exist. An employee, on the other hand, is an individual assigned by higher authority to.carry out the duties and responsibilities of a particular position. Confusion in thinking that the classifica- tion of a position depends upon the employee occupying it usually results from one or more of the following errors: 1. Failure to discriminate between (a) the causes of changes in the duties and responsibilities of a position and (b) the effect .of such change on the position. 2. Failure to distinguish between (a) the qualification require - ments of a position and (b) the actual qualifications of the particular employee who happens to occupy the position at the moment. • 3. Failure to differentiate between (a) the duties and responsi- bilities performed or exercised by the employee, and (b) the relative efficiency with which he carries them out. Finally, if a classification plan is to remain a valuable tool, it must reflect all changes -which would tend to alter materially the duties and responsibilities of a position. It is incumbent upon the personnel officer to conduct a position analysis whenever reasonable doubt about a particular position exists. Only in this manner can employees and management have full confidence in the decisions based on the classification plan. • Page -3- SECTION INTERPRETATION OF CLASS SPECIFICATIONS A "class specification" is a word picture of description of a class. It normally contains the class title, a short definition, a des- cription of the scope of duties and responsibilities of the class, examples of work or typical tasks, and a statement of the qualifications required in order to perform the work of the class. The statement of qualification standards usually includes such elements as education, experience, knowledge, abilities, skills, and personal and physical attributes. Class specifications are not descriptions of individual positions (except for single position classes) but rather . descriptions of groups of comparable positions. It will be noted that there are some areas of overlap in the class specifications just as there are areas of overlap in the functions performed by employees in various classes. For this reason, it is important to interpret the activities mentioned in terms of the composite picture that they present-rather than individually. Set forth below are the elements contained in a job description and an explanation of it. Class Title The title is selected so as to be as short and descriptive as possible and where necessary to indicate the level and area of work. The titles are intended primarily for use for personnel administration purposes. The use of working titles within the departments is permissible where necessary or convenient for operating purposes. However, working titles should never be used on documents going outside of the department. Definition The definition appearing at the top of each class specification is intended as a short summary of the class content and level. Its principal purpose is to describe the kind of work involved and show in a broad fashion its level of difficulty and responsi- bility. It is introduced by a phrase indicating the general type .of supervision received in terms of the following catagories: Under supervision - indicating that methods of performing tasks are explained in specific terms and details of the tasks are reviewed by a supervisor while work is in progress and upon completion. Under general supervision - indicating that methods of performing tasks are outlined or explained in general terms and work is reviewed by a superior at regular intervals during progress and upon completion. Page -4- Definition (cont.) Under direction - indicating that methods of performing tasks are usually left to the judgment of the employee with a super- visor giving occasional instructions, advice and decisions_ and that work is reviewed occasionally. . Under general direction - indicating that methods of performing tasks are the responsibility of the employee so long as performed within established policies or as prescribed by rules and regu- lations and that work is reviewed only periodically to assure •"- formance and to measure results. . Under general administrative direction - indicating that methods of performing tasks are the full responsibility of the employee who has wide latitude in interpreting and applying policies, rules and regulations and whose performance is measured by overall results. The definition concludes with the statement "and to perform any related duties that may be required." This is inserted to indicate that the specification is not restrictive and that reasonably related duties and responsibilities may be assigned as necessary. This phrase is not to be used for the assignment of unrelated duties for extended periods of time. If this occurs a review of the classification should be undertaken. •Typical Duties The duties shown in each specification are illustrations•o•f work which is characteristic of the class. The purposes of including such examples are to amplify and clarify the definition, to sharpen and energize the whole specification. The examples also assist in delineating the lines of demarcation among the classes by minimizing the possibility of confusion that is inherent in any general language . appearing in. other parts of the specifications. To this end, the examples illustrate not only the actual operation or activity involved in the task, but also other factors - such as difficulty of work independence of action, degree of supervision or responsibility for directing the work of others. Any other task which is similar to the tasks included in the typical duties may • logically be Considered a part of the work assignment of an employee whose work is allocated to the Class. As stated above, the duties listed are examples only. In most of the classes, none of the positions will include all of the duties listed and most positions will includes duties not listed in the specification. Distinguishing Characteristics Occasionally, the job description for two classes will be very similar and in those situations, it may be necessary to insert a paragraph defining the difference between the next highest or the next lowest classification. Page -5- Qualifications The qualifications portion of the job description is generally divided into two major sections with a third occasionally added to cover the requirement for a license or certificate. The data set forth in this section is an outline of the qualifications pattern needed to perform the duties of the class. The formulation of these standards reflects the following considerations. 1. The standards are intended primarily for future use in filling future vacancies and do not necessarily apply to present occupants of positions. 2. The education and experience standards are intended as general guides only. It is understood that any combination of education and,experience which is reasonably equivalent to the requirements specified will be acceptable in future employment of personnel. 3 -. The training and experience standards are not intended as fixed and unchangeable minimum requirements for consideration for employment, but rather as an indication of the minimum pattern that ordinarily will produce an acceptable level of . knowledges, abilities and skills. The standards are designed to serve as a kind of base point on the scale for measuring and evaluating the training and experience of prospective employees. 4. The list of knowledges and abilities is not intended to be all that are required. Qualifications desirable in all • employees, such as honesty and loyalty are not mentioned nor is the ability to get along well with others unless the job requires this trait in more than the ordinary degree. It is also understood that prospective employees will have to be able to meet established standards as to age, sex, physical condition and related matters.. 5. Where possession of a license or certificate is specified it is assumed that a valid and current document is required. The requirement of a license to operate an automobile . is not specifically listed because this is almost a universal requirement under present day conditions. • Page _6_ SECTION SALARY ADMINISTRATION PROCEDURES The one constant'in'a salary and classification plan is the need for continual updating of the plan. In order for the plan to retain its value and effectiveness, everyone involved with the plan must be alert to changing conditions which would necessitate a change in the plan. The necessity of changing an individual's status, a job classi- fication or other elements of the plan arise from several different factors. Among these factors are reorganization in the way a basic function is carried out, the assignment or deletion - of tasks to a particular position, -a change in work methods or equipment and the expansion or contraction of certain activities.' Consequently, the .plan and its application shall be reviewed continually to verify the adequacy of job descriptions, the proper allocation of the positions to job classifications and that employees are properly classified. Any organization is a reflection of the personnel who make up the organization and since any rela- tively large organization such as the City of Port Angeles has a relatively large turnover, the policy making body should consider a total classification study of all personnel every four to five - qkc.t years. The basic responsibility for the administration of this plan shall belong to the City Manager. Its administration shall be in accordance with all applicable state statutes, local ordinances and resolutions, Civil Service rules and regulations, duly approved collective bargaining agreements and finally, within the spirit and intent of the salary and classification plan. • In the administration of the plan, the actual salary or wage to be paid to an employee shall be determined by the City Manager based on his judgment and recommendations from the department head, Personnel Director and in accordance with the policies and procedures set forth in this plan. Such determination shall also be subject to the condition that_gross salaries do not. exceed the budgeted amount for the department and further provided such determination . is based on the individual's per- formance, ability, experience and other relevant qualifications_ Page -7- 1. Hiring Rate Normally, employees shall be hired for permanent positions at Proficiency Level (step) A. However, a new hire may be employed above Step A when experience, training or proven capability or when competitive labor market conditions require a higher starting salary. Provided that the above conditions of remaining within the gross salaries for the department are met. The department head and Personnel Office may make recommendations to the City manager prior to his making a final decision on the starting salary. 2. Proficiency Level Salary or Step Increases Progression into Steps B and C of the salary range normally occur on an annual basis with the actual increase beginning at the start of the next pay period following the annual anniversary date. Upon promotion to a job of higher salary grade, the employee's future annual proficiency level increases shall date from the date of reclassification. In the.event of a performance deficiency of an employee, the progression to the next pay level may withheld for up to nine months upon recoktu«endation of the individual's supervisor' • and approval of the department head and City Manager. If per- formance does not improve satisfactorily, other appropriate action shall be taken. The employee is to be fully informed of reasons for deficiencies and steps which must be taken for performance to become satisfactory. Employees who may currently be above the level they should be due to reclassification downward or for some other reason are normally not eligible for proficiency level increases until the range has moved up with the individual's actual pay. This provision does not apply to individuals who may have received meritorious increases ahead of their normal anniversary date due to their oustanding performance, The Personnel Office shall notify each department at least two weeks before the end of each month of those individual's eligible for the increase. Such increases through Level C will become effective automatically unless the Personnel. Office is authorized by the City Manager to withhold the increase. The appraisal will normally be made by the end of the month in which the employee's hiring in anniversary occurs. Page -8- 2. Cont. The Personnel Office will provide the appraisal form and notify . each supervisor thirty (30) days in advance of the due date of the names of the employees who are to be reviewed. Progression to Proficiency Level D and above may occur as the individual demonstrates progressive and sustained outstanding performance. Such an increase requires the supervisor's recommendation and approval of the department head and the City.Manager. The annual Performance. Appraisal on the indi- vidual must reflect the level of performance that justifies Level D or above. General Definition for Performance in Relation to Salary Grade Proficiency Level . Level: A B and C (minimum $) D and above (maximum $) Criteria for paying Level A: Employee has desired capability and potential but lacks maturity in job. (Normally, the hiring level.) Criteria ' f_or paying Levels B and C: Employee is performing adequately or at satis- factory rate of improve- ment; is fully matured in the job at Level C. (Normal performances expectancy range.) Criteria for payinc Levels D and above: Pay at these .levels should be only for progressi vely more outstanc ing effectiveness and results. 3. Performance Evaluation All employees will receive a formal appraisal of their performance on or about their anniversary date by their supervisor. The purpose of .the appraisal is to establish systematic procedures for: -- opening lines of communication up and down the chain of command. - letting the employee know.how he is doing his job. - assisting in employee's growth and development to enable them to do a better job and to prepare them for advancement -- establishing job and performance objectives for the coming yAiF and the future. - establishing personal goals to assist the employee in his .career development. - determining if a merit increase is warranted. • Page -9- 3. Cont. It is the responsibility of the supervisor and department head to assure that assigned employees are properly classified and receiving the proper rate of pay. When an employee is reassigned to or gradually assumes duties that are not within his classifi- cation and is working a majority of the time in a higher lower, or otherwise different classification than that to which officailly classified, either an appropriate reclassification action shall be initiated or steps taken to reassign duties to more properly reflect the official classification. Upon promotion to a job of higher slaary grade, the employee should receive an increase to a salary which is at least one level higher than currently paid. 4. Job Description Changes When the duties and responsibilities in any job change signifi- cantly, the job description shall be revised accordingly and the job re- evaluated into the appropriate salary grade - up or down. It is the responsibility of the supervisor over the job to initiate the appropriate action where the duties of the position have changed gradually over a period of time. However, the department head in conjunction with the Personnel Office shall be responsible for reclassification actions resulting from re- organization changes, adding new higher -level positions through the budget, etc. It is the responsibility of the supervisor over the job to initiate the appropriate action. 5. The Personnel Manager The Personnel Manager shall have specific responsibility for the following: Assure that new or revised jobs are adequately described in a .standard job description, . utilizing questionnaire (s) as appro- priate and applying concept of job descriptions, provided in Section III. Determine when salary survey data is needed, assure that such surveys are properly made, and up -date benchmark salary survey charts. - Recommend to the City Manager the proper evaluation and salary grade for new or revised jobs. - Assure that individuals assigned to the new or revised jobs are properly classified and appropriately adjusted in salary in a timely manner. • Page -10- Note: It is particularly critical that benchmark jobs be re- evaluated only after a thorough study and evaluation, and then appropriate survey data indicates that a change is necessary; otherwise a dominoe effect could easily occur since other jobs are evaluated in relation to the, benchmark jobs. 6. Budgets for Salary Increases Provisions for salary increases due to proficiency level increases, promotions, job re- evaluations or other personnel changes shall be provided for by department heads during the establishment of annual budgets. 7. Salary Administration Manuals Each supervisor shall be provided with a Salary Administration Manual, containing the current Salary Plans, Job Classification Index and Job Descriptions which pertain to his operations, and all relevant administrative procedures. •