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HomeMy WebLinkAbout2051P 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. oZ0457 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 1980 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, 1980, 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 Raid 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 discretion of the City Manager and the City Council. Section 4. That as of January 1, 1980, 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 7 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, 1980, the classifica- tion plan, salary administration procedures and the job descrip- tions 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 for the year 1980. PASSED by the City Council of the City of Port Angeles raa at a regular meeting of the Council held on the /41. day of , 19zQ. City M y rk Marian C. Parris Approved as to Form: Craig . Miller, City Attorney BLISHED: • CITY OF PORT ANGELES ADMINISTRATIVE, TECHNICAL AND CLERICAL PERSONNEL Schedule A - Master Job Title Index 1950 SALARY GRADE POSITION TITLE 24 Department Secretary 25 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 Senior Accountant 34 Water Superintendent Street Superintendent Sewer Superintendent Equipment Rental Superintendent Sanitation Superintendent Parks Superintendent Chief Building Official Personnel Director /City Clerk City Treasurer Rate and Conservation Analyst Accounting Supervisor 35 Police Lieutenant 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 & Parks Director 39.5 Administrative Services Director 42 City Light Director Public Works Director 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 ADMINISTRATIVE, TECHNICAL & CLERICAL PERSONNEL Monthly Salaries 1980 SALARY Proficiency Levels GRADE A B C D E F G 20 $ 800 $ 821 $ 847 $ 872 $ 897 $ $ 20.5 824 847 872 898 925 21 847 872 897 923 953 21.5 872 898 925 953 982 22. 897 923 953 981 1011 22.5 925 953 982 1011 1042 23 953 981 1011 1041 1073 23.5 982 1011 1042 1073 1106 24 1011 1041 1073 1103 1137 24.5 1042 1073 1106 1136 1173 25 1073 1103 1137 1169 1207 25.5 1106 1136 1173 1207 1243 26 1137 1169 1207 1243 1278 26.5 1173 1207 1243 1280 1316 27 1207 1243 1278 1318 1353 1394 27.5 1243 1280 1316 1356 1394 1438 28 1278 1318 1353 1394 1434 1481 28.5 1316 1356 1394 1438 1481 1526 29 1353 1394 1434 1481 1524 1570 29.5 1394 1438 1481 1526 1570 1618 30 1434 1481 1524 1570 1616 1667 30.5 1481 1526 1570 1618 1665 1717 31 1524 1570 1616 1667 1714 1767 31.5 1570 1618 1665 1717 1766 1819 32 1616 1667 1714 1767 1817 1872 32.5 1665 1717 1766 1819 1872 1928 33 1714 1767 1817 1872 1927 1984 33.5 1766 1819 1872 1928 1987 2045 34 1817 1872 1927 1984 2045 2105 - 2168 34.5 1872 1928 1987 2045 2107 2171 2235 35 1927 1984 2045 2105 2168 2236 2301 35.5 1987 , 2045 2107 2171 2235 2303 2372 36 2045 2105 2168 2236 2301 2371 2441 36.5 2107 2171 2235 2303 2372 2442 2516 37 2168 2236 2301 2371 2441 2514 2589 37.5 2235 2303 2372 2442 2516 2591 2669 38 2301 2371 2441 2514 2589 2666 2748 38.5 2372 2442 2516 2591 2669 2749 2830 39 2441 2514 2589 2666 2748 2830 2913 39.5 2516 2591 2669 2749 2830 2915 3003 40 2589 2666 2748 2830 2913 3000 3092 40.5 2669 2749 2830 2915 3003 3092 3186 41 2748 2830 2913 3000 3092 3183 3279 41.5 2830 2915 3003 3092 3186 3279 3380 42 2913 3000 3092 3183 3279 3378 3480 42.5 3003 3092 3186 3279 3380 3482 3586 43 3092 3183 3279 3378 3480 3584 3691 43.5 3186 32.79 3380 3482 3586 3694 3805 44 3279 3378 3480 3584 3691 3802 3916. 44.5 3380 3482 3586 3694 3805 3919 4037 45 3480 3584 3691 3802 3916 4033 4154 45.5 3586 3694 3805 3919 4037 4158 4282 46 3691 3802 3916 4033 4154 4279 4407 SCHEDULE C 1980 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 411 that the classification of positions is synonymous with salary equalization 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 classifi- cation 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 organ- izational studies; and in general, tends to systematize the personnel processes. 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 minumum 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. 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 Page -2- 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 an 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 positon 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. 0 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 depart -. ment. 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 categories: 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 judgement of the employee with a super- visor giving occasional instructions, advice and decisions and that work is reviewed occasionally. Under General Direction - indicating that metods 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 performance 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 under- taken. Typical Duties The duties shown in each specification are illustrations of 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 demarcatibn among the classes by minimizing the possibility of confu- sion 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 any 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 include 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 standard 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 ih 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 assignement 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 position 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 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 judgement 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 performance, ability, experience and other relevant qualifications. 1 • 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 than 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 be withheld for up to nine months upon reconunendation 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. Thi,s provision does not apply to individuals who may have received meritorious increases ahead of their normal anniversary date due to their outstanding performance. The Personnel Office shall notify each department at least_ two weeks before the end of each month of those individuals 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. The Personnel Office will provide the appraisal forms and notify each supervisor thirty (30) days in advance of the due. date of the names of the employees who are to be reviewed. Page -•8-- 2 Cont. 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 B & C D and Above Level: A (Minimum $ ) Criteria for paying Level A: Employee has desired., capability and potential but lacks maturity in job.' (Normally, the hiring level.) Criteria for paying Levels B & C: Employee is perform_: ing adequately or at satisfactory rate of improvement; is fully matured in the job at Level C. (Normal per- formances expectancy range:) (Maximum $) Criteria for paying Levels D and above: Pay at these levels should be only for progressively more outstanding effect- iveness 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 pur- pose of the appraisal is to establish systematic procedures for: -- Opening Lines of communication up and down the chain of conunand. - 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 comming year 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 officially 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 salary 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 ih 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 responsibilities for the following: - Assure that new or revised jobs are adequately described in a standard job description, utilizing questionnaire(s) as appropriate and apply 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 when 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 bench- mark 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. • City of Port Angeles Schedule B - Fringe Benefit Program Administrative, Technical and Clerical Personnel 1980 Section 1. 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 January 1 Lincoln's Birthday February 12 Washington's Birthday Third Monday in February Memorial Day Last Monday in May Independence Day July 4 Labor Day First Monday in September Veterans Day November 11'. Thanksgiving Day Fourth Thursday in November The day after Thanksgiving Fourth Friday in November Christmas Day December 25 One floating holiday Employees choice Section III. 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 • Section III. (Continued) A. (Cont.) • • 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: (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 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, 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 employee's service or knowledge. (f) All vacation and sick leave accumulated on the effective date of the resolution or presently\.credited to the employee shall -be placed to his credit in the_records of the City. (g) (?It shall be the rresponsibility :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 -A shall be known as the Administrative Group. -2- Section III. (Continued) B. (Cont.) 2. Vacation leave shall be accrued by the Administrative Group at the following rates: 1 through 5 years service 6 through 10 years service 11 through 15 years service 16 through 20 years service 21 and over 11 days 16 days 21 days 26 days 31 days (a) Annual leave shall be granted after one year of employment. 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 sold to the City for cash_at prevailing rates of pay•only in accordance with the following guide -- - lines: 1. A minimurnaccumulation 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 ease 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 doctor's certificate is required. 3. Less than five days absence, the employee must file a personal affidavit stating the reason -for his absence. -3- 7 Section III. (Continued) 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 if 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, grandparents, or grandchildren, and any relative living in the employee's household. 4 Maternity leave up to 30 days. 5 Employees on sick leave shall continue to accrue 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 workman's compensation disability pay. He will be paid sick leave pay equal to the difference be- tween his regular pay less the amount of workman's compensation pay. The portion of sick leave paid will be deducted from accumulate sick leave. 7 Twenty -five 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 positons in the salary plan, longevity was deleted from the fringe benefit program in 1979. All longevity benefits earned by December 31, 1978 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. 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. • -4- Section VI. (Continued) 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 employed. Section VII. Tuition Reimbursement 0 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.