HomeMy WebLinkAbout4F - Employee Classification
AGENDA NO.
PREPARED BY:
SUBJECT:
DATE:
BACKGROUND:
STAFF AGENDA REPORT
4F
BLAIR TREMERE, ASSISTANT CITY MANAGER
COMPREHENSIVE EMPLOYEE CLASSIFICATION
PLAN
DECEMBER 16, 1996
The City has maintained a position classification and
compensation system responsive to the state pay equity
system since 1985. The City originally joined with other
cities to establish a position classification system based
upon points assigned to all positions, reflecting their
comparable worth ranking (the "FOCAS" system). Later
the City worked with the Stanton DCA Group to refine the
system to Prior Lake's needs. Once the position
classification hierarchies were completed, comparative
wage data were used to assign each job class to one of 16
pay grades which could be used as a base for wage and
salary decisions.
U nti! early 1995, this system remained in tact with salary
schedules generally similar for most positions: salary
ranges in three zones, plus longevity pay. Negotiations
with one of the four bargaining units, AFSCME, resulted
in expansion of ranges in order to roll in the longevity pay
in accordance with City Council objectives. A relative
disparity in the width of pay ranges was observed (wider
for AFSCME members, narrower for managers and
supervisors). An arbitration award with the LELS (police
officers) contract left longevity pay in tact for members of
that bargaining unit.
As uniformity diminishes, it becomes harder to stay in
compliance with the State pay equity law requirements.
The State law and sound management practice are
compelling reasons to seek a contemporary and more
comparable position structure across all city jobs.
16200 Eagle Creek Ave. S.E., Prior Lake, Minnesota 55372-1714 / Ph. (612) 447-4230 / Fax (612) 447-4245
AN EQUAL OPPORTUNITY EMPLOYER
Dr. Miriam Kragness of ROI Consultants was retained by
the City earlier this year to thoroughly examine and
evaluate the personnel classification plan. Her expertise
includes determining compliance with the State pay equity
requirements and overall appraisal of classification and
compensation systems.
Ms. Kragness has finished her work on the classification
plan. The compensation plan portion of the system is
being refined and will be submitted to the council at a
later date. Council approval of the classification plan only
is recommended at this time.
DISCUSSION:
The City will continue to experience growth in the various
city functions and in the number of personnel hired, over
time, to perform those functions.. Some new positions
have been placed into the wage and salary structure
rather subjectively without formal evaluation as to
comparable worth ranking to respond to the pressures of
hiring newly authorized positions. Other position's reflect
duties and responsibilities that are evolving. New
positions need to be accurately assigned a classification
and pay grade in the future and accuracy of current
assignments needs to be confirmed.
It is therefore essential to have an efficient, accurate and
fair method for assessing the comparable worth of new
positions and for placing them into the appropriate place
in the city's wage and salary structure.
Miriam Kragness assisted in setting specific goals for
developing a forward-looking system for classifying jobs
which can also serve as a sound foundation for
compensating employees:
1. Have a system which can be described in
understandable and defensible terms--one which
employees can understand if they inquire and one
which meets common sense expectations.
2. Have a system which accommodates growth in city
functions and classifications.
3. Provide a framework within which wage and salary
negotiations can be managed and internal and
external equity are maintained.
AG12164F.DOC
2
4. Obtain a structure for paying people which allows
the City to compete successfully with other
employers while limiting the extent to which pay
can escalate over time so costs are within adopted
budget policies and amounts.
The classification plan also needs to be consistent with
and supportive of the city's existing pay-for-performance
system.
Over several months the following items have been
addressed and have either been accomplished or are in
process for implementation:
1. Job Classification and Comparable Worth:
reviewed current job descriptions to determine
whether they were placed in the appropriate order
in the City's comparable worth hierarchy and
whether additional pay grades or classifications
were needed to reflect differences in responsibility
and qualifications among jobs. Ensured that Prior
Lake positions align with norms for similar
Metropolitan Area cities.
2. Job Classification Structure: utilized the
consultant's municipal job classification system or
model, modified to represent jobs performed by Prior
Lake employees now and in the future, to provide an
understandable tool which can be used to (a)
familiarize and educate city administrators, and to
(b) develop complete documentation and assurances
that the classification criteria represent necessary
knowledge and skills, responsibilities, qualifications,
and working conditions required by law.
3. Listen and educate. Meet with employees,
representatives, and City Council to gain
understanding of concerns and proposals and to
explain findings and recommendations.
4. Compensation Plan: after developing the
classification structure, (a) examine the present
wage and salary structure, with particular attention
on the following characteristics:
. range widths from minimum to maximum
. overlap of wage ranges
AG12164F.DOC 3
· effect of incorporating longevity pay into new
ranges
· differences in pay between exempt and non-
exempt personnel
. impact upon pay equity of proposed changes
. the employment market;
and, (b) propose a new pay structure which meets
acceptable compensation practices, i.e., offers equal-
to-greater range widths for higher-level positions,
provides a reasonable incentive to accept promotion
from non-exempt to exempt, meets pay equity
requirements, and accounts for competition with
similarly situated cities.
ISSUES:
1. The need for and desirability of a realistic and
effective position classification structure is
fundamental for the City. Effective management
requires it due to a variety of factors:
. virtually all personnel are represented by
formal bargaining units under existing or
future contracts;
. the state pay equity law ( the next three-year
review is due in 1997);
. the highly competitive employment
marketplace wherein municipalities
constantly monitor hiring practices and rates
of others;
. the value of a stable and understandable
classification of all jobs with consistent
descriptions and performance criteria; and,
. the need for a predictable and sound
compensation system.
2. The several bargaining units were informed of the
comprehensive studies during labor negotiations
during the past year. The ratified AFSCME
agreement specifically called for a review of
community service officer position in the police
department, the receptionist/secretary positions in
the police and parks and recreation departments,
AG12164F.DOC
4
and the maintenance worker positions in the public
works and parks and recreation departments.
Input from employees was obtained via interviews
by Miriam Kragness who was accompanied by the
respective supervisors.
The classification structure findings and
recommendations as it pertains to the above
positions has been presented to the AFSCME
business agent. Upon approval of the classification
structure, we will be prepared to meet in
negotiations with regard to wages for the above
positions before the end of the year, as required by
the contract. The study found that grade
adjustments are warranted with respect to the
community service officer and certain maintenance
worker positions only.
Attention to concerns about the classification for
the various maintenance positions, regardless of
department, indicated the need to adjust the grade
of certain positions and to consider the creation of a
lead worker or crew chief position. Supervisors
have for some time proposed the creation of the
position in the budget process.
3. The analysis relative to the salary structure
commenced with: (a) the wages contemplated by
the three ratified labor agreements (AFSCME,
LELS, and the Teamsters Sergeants Unit); (b) the
pay levels in the pending negotiation proposals
between the City and the Teamsters Professional-
Management Unit; and, (c) existing pay levels for
all employees.
The resulting pay structure will be designed to
establish ranges for each of the position
classification pay grades. It is important to
recognize these are ranges of potential, not actual
compensation, even for those positions which now
use a negotiated step-pay system (LELS and
Teamster Sergeants).
Attached are several products from the ROI
position classification study. The data includes:
1. A memorandum detailing the findings with
respect to five AFSCME positions.
AG12164F.DOC
5
2. A Reclassification Results sheet comparing
current position classifications under the
existing 16 level and proposed 19 level plans.
3. A Job Classification structure organized by
occupational groups with pay grades to allow
comparison of position classifications across
departments. Note: existing position titles
have been used; some will change to reflect
new level designations.
4. A copy of a classification description from
each of the several occupation groups to
demonstrate the format of the system. Note:
there are classifications in the groups which
are not filled at this time. These positions
are designed to accommodate promotions and
growth over time as the City Council
authorizes additional personnel.
ALTERNATIVES:
Council consideration requested at this time is
for approval of the position classification plan
only. The alternatives are:
Alternative No. I-Approve the proposed
Comprehensive Employee Classification Plan;
Alternative No.2-Direct modifications or
request additional data;
RECOMMENDATION:
Alternative No.1, to enable staff to complete an
updated compensation plan which will be
consistent with the job structure and approved
wages and benefits for future Council
consideration.
ACTION REQUIRED:
Motion to approve the attached Resolution.
AG12164F.DOC
6
RESOLUTION 96-XX
APPROVING COMPREHENSIVE EMPLOYEE CLASSIFICATION PLAN
MOTION BY:
SECOND BY:
WHEREAS,
generally accepted principals and sound practices of personnel administration and the
Minnesota Pay Equity Law support the establishment and maintenance of a
comprehensive employee classification plan; and,
WHEREAS,
updated position descriptions prepared by the City following review by employees
and supervisors were submitted to R.O.1. Consultants, Inc. for evaluation; and,
WHEREAS,
each position has been assigned comparable worth points, and placed in a job family
within an updated position hierarchy utilizing contemporary and professional
analytical methods and rating data; and,
WHEREAS,
the R.O.1. Consultants, Inc. and staff work product is an updated comprehensive
employee classification plan;
NOW THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF THE CITY OF PRIOR
LAKE, MINNESOTA that it should, and hereby does approve the Comprehensive Employee Classification
Plan dated October 20, 1996, together with its supporting documentation prepared by R.O.I. Consultants,
Inc. and City staff; and,
BE IT FURTHER RESOLVED that the City Manager or designee is hereby directed and authorized to
administer the classification system, including the evaluation of new and existing positions which require re-
examination utilizing the documentation and methodologies developed for the City by R.O.I. Consultants,
Inc., to ensure the classification system and its components are maintained to reflect the status of all
positions authorized by the City Council.
Passed and adopted this
day of
, 1996.
YES
NO
Andren
Greenfield
Kedrowski
Mader
Schenck
Andren
Greenfield
Kedrowski
Mader
Schenck
{Seal }
City Manager
City of Prior Lake
162~~ Creek Ave. S.E., Prior Lake, Minnesota 55372-1714 / Ph. (612) 447-4230 / Fax (612) 447-4245
AN EQUAL OPPORTUNITY EMPLOYER
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ROI Consultants Inc.
4055 BlaiscS8l1 Averue. S.. UinneapaUa, MN 55-409
Oembet' 29,. 1996.
&12 J. 822-8232
Blair Treme:e~ Assistant City Manager
Oty ofPricr La1a: '
16200 Eagle C:cek Avenue
Prior ~ Minncscca 55372
Dear BlaD::
I have n:cendy,. a year teqaest. in=:viewed Cmployc:es in several City. job ~J~~ and reviewed.
~....u~nt job descriptions with them. The following paragIaphs describe what r1e:rm.ed about the
duties and q1]3lliications expected of e:1Ch. job. and the extent to wbich they are the same or
different in levels of responsibility. . . .
Maintenanc~ Workers and Parks MaintenanCe Workers: I. made two gene::1l
observations about these positions: . . . . . .
(1) There is no cl.e:lr reason to sepamc stree: and parks mcintc:mnce jobs in rc:ms of bow they
are d~c:~-FM and paid. It is ~propri.atc ro consider them.:ill. '.maintenance wor.ke:rsu and
pay them on the same sch~ule. . .
(2) Thc:rc are mesningful differ:nc:s in levels oi skill required ofmaiIltcnance woria::s in both
street and parks dc-~cntS. Therefore it is appropriate,. I belicv~ to recognize more than
one level of pay witl:1in this ~.lpatiori. .
The difFe:ences I noted are act me:lSUI'ed so much by the kinds of ~~~~"'e:y e:mplovees drive or
even how much tim.e they ~ on each piece ofrn~~mn'"""Y. The signific3nt difference in
mac!:rine:y opcraIiOlJ. has to do with the uses to which machinery is put :md the skill required to .
"~nrl1~ it e:ffec:ive1y :md anticipate risks. The ,c:lpacity to make full use of equipment under any
conditions is partly a function of native ability and pardy a result of experience. With experie;1ce
also comes men: ability to h.:mdle ~i:rgencies in the watcrLwastcwatc:" systcn. ThUS,. it is
approp-riatc to recognize 3. Care::' progression within the occ.lparion of ~tr:nance woIker that
rewanis experie:1ce when it refutes to demonstrated, ~ This conclusion is :cinicrced by the
fact that senior employees spend mare time as a crew le:1der or supervisor than do their
cowcrlccn. .
Other talentS arc also used in bodl the street and parXs depamncntS. Severai mainn::nana: work=s
in both dep~~f.s are capable of welding pam for equipment COllStt'Uc::ion and tepair. All ale
able to penmm routine vchi.clc maintcnanc= Eighc::-lcvel. mai.nTP-nan~ w~ have dc:non-
Stt3t:ed considerable s1Q11 in vebic1e main,.,.,,~nc-.e and. repair. Pam. workers inclndc persons who
use their skills in mechmUcal:builciing and repair,. carpcnr:ry; tree trfn'n'n,ng; and the propagation.
care and disease ~ntrol of plant life.
I am ~ec"'I~!lCii.ng four h:vels of~!1;"~"~n~ Worlccr. The first lcvr:!..is apPUJ{h.iatc for entry-
. level petSOns who require a signific:mt amount of on-dle-job training. The scccnd ~eve1. is 0ccu-
pied cmrently by jobs titled ~:nntftn~nce Worla:rI and ~ ~~;:"1'~~"~ II. The tbi:rd level is
Cc::upied. by the job tided ~ W~ 1L I have created a.!ourm cl.assi1ica.tion. at a.
lcadworla:r 1cve19 for the Parks Mainten:1nce WorXer canying delegated supervisory functions.
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" Blair Tremere
. October 29, 1996
Page two
Receptionists and Secretaries: I reviewed the current job descriptions for all clerical
employees and discussed them with those persons in a "secretary-receptionist" position, as it has
.. . been called. I do perceive meaningful differences between positions, sufficient to justify
. retaining two levels of clerical employee.
. . The full-time department secretaries in Engineering, Planning, and Building Dept. along with the
Police Secretary's position are atone level and the positions that now have ."receptionist" in their
tide, along with the Billing Clerk, are at one level below in the City's job classification system. I
believe this makes no change to the status quo, except that the Billing Clerk is now grouped with
secretary-receptionists rather than department secretaries.
Not all positions in this job family are the same in terms of work requirements; but when a job
evaluation system is applied, the outcome is the same for all jobs at the same classification leveL
For example, employees in the secretary-receptionist position in the Police Department are
required to learn a complex information processing system. The receptionist for City Hall
(administration) does not need this kind of computer knowhow, but she deals with an unusual
number of interruptions. Both requirements contribute to the classification decision and, for
different reasons, place the jobs at the same level.
Within the Police Dept., two levels of clerical suppon are recognized for the following reasons.
Higher-level secretaries are required to demonstrate literacy skills (for composing and editing
correspondence and repons), work organization (for prioritizing, developing a fuing system,
and maintaining records needed for periodic repons), and attention to accuracy. All clerical staff
need to perform their own work accurately; but at the higher level, the secretary is expected to
review the work of others for accuracy, as well. And a department secretary generally has more
discretion to make independent decisions, given the experience and on-the-job training the
. person is expected to have.
"If '~receptionist" isn't a helpful job tide, except perhaps for the City Hall receptionist, perhaps the
.. ..., city can use ~6Secretary In and "Secretary IT' as job titles or refer to the new classification system,
. . where jobs are assigned to classifications "Set:I'etary/Oerk ill" and "Secretary/ClerklV."
C'ommunity Service Officer: This position makes two requirements of the job incumbent
". that clearly set it above a zero-level position: (1) It requires the employee to be in the second
year of the law enforcement training program or a graduate of such a program; and (2) It requires
:. the employee to wear a police uniform. . '. .
. .. .. . It is' evident that duties are required which cannot be done without some police training, such as
'. collecting and preserving evidence and filing repom. The individual also has to recognize some
,,'_ . . ......:. , . ':.. of the requirements of a situation and know his or her limits of authority. Because the employee
.:. :. ....:. . :.. wears a uniform, he or she is not readily distinguished from a sworn officer. And this adds a
:..:. -. .;'. . ... ~ degree of vulnerability to the job that raises the rating for working conditions. Accordingly, this
position has been classified at a level comparable to department secretaries and Maintenance
Worker IIParks Maintenance II.
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. . ". .~. -.: .'.'~.::.' .......:. ;"'You'll n~te in: my corriplere ieport there is aISqa classification for'~ii1tem" in' the. Engmeer/ .
.' . '. ,Engineering Tech. job family, to offer an appropriate pay classification for an intern in this .
;~.:.' . .' . . " .'. department should the City employ one. This person would be. comparable to the eso in. that
. . most of the formal trilining requfred for an engiiteering' tech. will have. to. be completed prior to
". .:;~< :'> ... hire. and assigned duties will ~ect leam~ ~.. ',',' , ' " ".
I hope this letter and the documentation sent previously are sufficient to answer any questions
.' 'that other employees or supervisors may have about the recommendations I am presenting. 'If
not7 feel free to call on me.
Yours sincerely,
ROI Consultants, Inc.
,:. ..
Miriam Kragness7 Ph.D:..
Princip~ -
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ROI Consultants, Inc.
December 5, 1996
City of Prior Lake
Reclassification Results
RECEIVED
Job Title
New Classification:
Job Family/Classification
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New Le~fTY~RC~~rade
Community Service Officer Law Enforcement: 5 AFSCME 0
Nonlicensed II
Receptionist/Secretary Clerical: Office Specialist III 4 AFSCME 1
PT Secretary /Receptionist Clerical: Office Specialist ill 4 AFSCME 1
Billing Clerk Finance/ Acctg: Level I 4 AFSCME 2
Maintenance Worker I Maintenance: Maintenance 5 AFSCME 2
Worker V
Park Maintenance II Maintenance: Maintenance 5 AFSCME 2
Worker V
Accounting Clerk Finance/ Acctg: Level II 5 AFSCME 2
Park Maintenance II - Lead Maintenance: Maint. Lead I 7 AFSCME 2
Secretary Clerical: Office Specialist IV 5 AFSCME 2
Accountant I Finance/ Acctg: Level V 8 AFSCME 3
Engineer Tech. I Engineering: Technician I 6 AFSCME 3
Maintenance Worker II Maintenance: Maintenance 6 AFSCME 4
Worker VI
Planner City Staff: Level II 8 AFSCME 5
Recreation S_",..r.., I So ~ Park And Rec: Level I 8 5
Engineering Tech. IV Engineering: Technician IV 9 AFSCME 6
Building Inspector Inspection: Level III 9 AFSCME 7
Water Resources Coord. Engineering: Engineer II 11 AFSCME 7
Patrolman Law Enforcement: Licensed I 9 Union Equiv. 6
Detective Law Enforcement: Licensed II 10 Union Equiv. 7
Parks Supervisor Maintenance: Supervisor VI 12 7
. . . -
Public Works Supervisor Maintenance: Supervisor VI 12 8
Building Official Dept. Head: Level III 12 8
Reclassification Results, cont' d
Job Title
New Classification Title
New Level Current Salary Grade
Planning Coordinator City Staff: Level N 10 8
Police Sergeant Law Enforcement: Lic' dill 11 8
Assistant City Engineer Engineering: Engineer N 13 8
Police Lieutenant Law Enforcement: Lie'd V 13 9
Assistant City Manager Dept. Head IV 14 9
Park & Recreation Director Dept. Head IV 14 9
Planning Director Dept. Head IV 14 9
Chief of Police Dept. Head VI 15 10
Finance Director Dept. Head VI 15 11
City Engineer Dept. Head VII 16 12
City Manager Dept. Head IX 18 16
ROI Consultants, Inc.
October 20, 1996
f
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City of Prior Lake
New Classification Levels
Based on the ROI Job Rating Scales
The following comparable worth rankings, or classification levels, were obtained without consulting
current rankings or compensation plans. They form a basis for developing and applying a new job
classification system based on the ROI Job Rating Scales.
New Level
Current Job Title
Previous Level
(different rating system)
18
17
16
15
City Manager
16
City Engineer
8
Executive Secretary
Associate Planner
Recreation Supervisor
Accountant I
12
11
10
9
9
9
8
9
8
7
8
7
7
7
8
6
6
7
4
5
5
3
Finance Director
Police Chief
14
Planning Director
Dir. Parks & Recreation
Assistant City Manager
13
Assistant City Engineer
Lieutenant
12
11
Public Works Supervisor
Parks Supervisor
Building Official
Water Resources Coordinator
Sergeant
10
Detective
Planning Coordinator
9
Patrol Officer
Engineering Technician IV
Building Inspector/Code Enforcement Officer
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Jobs from Levels 8 to 18 can be regarded as exempt under most circumstances.
-'
New Level
Cnrrent rob Title
Previous Level
7 Parks Maintenance Leadworker (new title)
6
Engineering Teclmi~~n I
Code EnfO!~tlBuilding InspectDr (temporary)
MainJen~nce Woda:r II
3
2
1 Public Warks Laborer
lK~ntPl'l~1'\Ce Worker r (experienced)*
Parks Maintenance Wodccr II (cxperienced)*
ColuAuunity Service Officer
Police Secretary
Secretary: Engineering
Planning
Building
Parla Maintenance Worker (entry level)*
Maintenance Worm (entry-level only)*
Receptionist: Administration
Sccrcrary/Receptionist: Parlcs & Recreation
SecretarylReceptionist: Police Dept.
Billing aerk.
Secretary~ Building Dept. (temper&)')
3
4
2
2
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2
2
s
4
2
2
1
1
1
2
2
. New Levels 4. 5,6 and 7 represent a career progression for Maintenance Workers in
Parks and Public Warks. Present employees ~ at Level 5 and above. Consider placing
DCW hires at Lcve14 in the future, W1til they qualify for reclassification (minimum one
year).
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City of Prior Lake
1996
Occupational Group:
CLERICAL
Classification:
Secretary/Clerk IV
Comparable Worth:
Grade 5 (98 pts)
Classification Summary: This classification requires experience in all aspects of office work (e.g.,
keyboarding, filing, reporting, phone etiquette, work management and scheduling). Skills in basic math
and computer use are required. The work generally requires ability to handle numerous interruptions and
perform detail work accurately.
Specific Criteria:
Reading Requirements
Writing Requirements
Interpersonal Communication
Numerical Requirements
Information Processing
Planning
Knowledge and Skills
Education Requirements (minimum)
Work Experience (minimum)
On-the-Job Learning Time
Unusual Effort
Discretion to Act (decision level)
Source of Work Direction
Read and understand memos, reports, policies letters for the
purpose of responding to them oneself
Rewrite or edit (Le., shorten, correct, or clarify) materials
prepared by others. May also write letters or notes oneself.
Exhibit courtesy and consideration regardless of how others
behave. May need to use considerable tact in answering
questions and relaying information to the public.
Add, subtract, multiply, and/or divide numbers. Accurate
financial recordkeeping may be required.
Assemble information and use it to prepare periodic reports.
Prioritize own work tasks to meet objectives on time; may also
schedule appointments, rooms, and/or meetings and organize the
work of others whose tasks are familiar.
Skilled secretarial work required and, in addition, facility with
the computer and other office machines and knowledge of
department or city policies and procedures.
High school diploma or equivalent; one or more continuing ed.
courses may be necessary.
One to three years of secretarial experience .
One to six months
One or more of the followin ~ is required:
A high degree of accuracy in work performed oneself;
Many interruptions during the work day;
Facing frequent deadlines and rush jobs, with few breaks.
How to carry out job functions and what materials, equipment
and/or information are needed.
Duties are described in a job description or initial interview.
The incumbent is expected to know how to perform them with
the supervisor or coworkers as an information resource.
The following criteria are not applicable to this classification: Vigilence, Supervision, Management
Budget Responsibility, difficult Working Environment, Hazards
City of Prior Lake
Secretary/Clerk IV
Date:
June 1996
June 1996
June 1996
Oct. 1996
1996
Job Titles Assigned
Secretary, Planning Dept.
Secretary, Building Dept.
Secretary, Engineering Dept.
Police Secretary
City of Prior Lake
1996
Occupational Group:
FINANCE/ACCOUNTING
Classification:
Accounting Technician II
Comparable Worth:
Grade 8 (143 pts)
Classification Summary: This is a skilled accounting classification, in which employees are
responsible for setting up as well as using audit-ready accounting procedures. A deputy clerk-treasurer
or utilities accountant may be assigned to this classification.
Specific Criteria:
Reading Requirements
Writing Requirements
Interpersonal Communication
Numerical Requirements
Information Processing
Planning
Vigilence
Knowledge and Skills
Education Requirement (minimum)
Work Experience (minimum)
On-the-Job Learning Time
Unusual Effort
Discretion to Act (decision level)
Source of Work Direction
Fiscal Responsibility
continued
Read and understand memos, reports, policies, letters, etc.
for the purpose of responding to them oneself. Terms specific to
accounting, finance and government reporting may be used.
Write original memos, letters, instructions, case notes, and
other documentation, applying English as commonly used Also
inspect forms for accuracy and correct if needed.
Exhibit courtesy and consideration regardless of how others
behave. Required to use considerable tact in answering
questions and relaying information to the public.
Set up and manage spreadsheets according to generally
accepted accounting practices and software capabilities. Respon-
sible for accurate financial reporting.
Design recordkeeping systems and use information to prepare
periodic reports. Analyze information to pick out what is
important or determine if criteria are met.
Prioritize a series of work tasks for oneself, to meet objectives
efficiently and on time. May also plan the work of other book-
keepers or clerks.
Responsible for spotting errors in reports submitted by others
or in the work performed by others.
Accounting and computer skills along with a knowledge of
government reporting requirements.
Two years of formal training in after high school, including
including courses in accounting and business.
Three to five years
One to six months
Persistent deadlines and time pressures combined with a need
for 100% accuracy.
How to carry out job functions and what information, equip-
men4 or materials are needed. The employee is able to develop
new procedures as needed within broader city/department
policies and statutory requirements.
Goals and objectives direct how the incumbent plans his or her
work efforts within discretion limits.
Responsible for accurate record keeping and reporting, but not
res onsible to the fundin authorit for bud et decisions.
City of Prior Lake
1996
Accounting Technician IT, cont'd
One of folIowin~ mav also apply:
Physical Requirements
Unusual Effort
Long periods in one position or extended concentration.
May need to respond to numerous interruptions in the work day.
The following criteria are not applicable to this classification: Supervision, Management, Budget
Accountability, difficult Working Environment, Hazards.
Date:
June 1996
Job Titles Assigned
Accountant
City of Prior Lake
1996
Occupational Group:
DEPARTMENT HEAD
Classification:
Administrator V
Comparable Worth:
Grade 14 (223 pts)
lassi lcation ummary: This classification includes positions with accountability for a major
program, process, or unit reporting to the city administrator and/or city council. The scope of
res nsibili , formal trainin , ex ertise and sometimes risks differentiate classification level.
Specific Criteria:
Reading Requirements
Writing Requirements
Interpersonal Communication
Numerical Requirements
Information Processing
Planning
Vigilence
Knowledge and Skills
Education Requirement (minimum)
Work Experience (minimum)
On-the-Job Learning Time
Unusual Effort
Supervision
Discretion to Act (decision level)
Read and understand reports and other written materials that use
many legal, technical, or scientific terms not usually understood
by the general population--for example, legal briefs, technical
procedures, statistical reports.
Write original communication in common and familiar language
to inform or persuade, to describe a plan, offer recommenda-
tions, report on research, and the like. May also use technical
terms common to an occupation.
Find ways to inspire voluntary cooperation and problem solving
in resistant persons--e.g., other employees, the general public.
Skills in negotiation and persuasion are required.
Most positions require basic arithmetic for calculation. They may
also use a computerized spreadsheet for budget tracking and/or
statistical analyses common to an occupation.
Analyze information from several sources to recommend a plan,
process or judgment when others rely on one's expertise.
Develop future-oriented plans for one's organizational unit that
consider relevant goals and objectives, present status, issues,
constraints, opportunities, and resources required.
The employee is required to apply keen visual discrimination--
usually to discern errors in material prepared by others.
Proficiency in two or more areas of expertise and familiarity with
all other functions managed.
At least two years of formal training after high school are
required. A baccalaureate or advanced degree may be preferred
or required for some positions.
From five to ten years.
Six months to one year.
Most positions must work overtime to meet normal requirements
of the job.
Supervise and train other employees, on an ongoing basis, with
full authority to discipline, approve leave, and initiate changes in
employment status.
Must make decisions that have not been implemented before;
where guidelines are missing, conflicting or unclear; and where
the organization and/or whole groups of people are placed at risk
(politically, financially, personally).
continued
City of Prior Lake
1996
Administrator V, cont' d
Source of Work Direction
Needs assessment and law/policy, as interpreted by the job
holder, determines what is done. Precedents may exist in cenain
. areas; but in addition, the incumbent is fairly free to do what
he/she likes within functional accountabilities and the law.
This is a first-level management position. None of the people
reponing to this position are supervisors.
Typically works with an authorized budget of up to $500,000.
Management Accountability
Budget Accountability
One of the fonowin~ is required:
Physical Requirements
May perform mentally demanding work in an area where long
hours or concentration are needed.
Coping with life-threatening circumstances affecting the job
incumbent and/or people he/she is trying to assist or protect.
Consequences have hanned a similar incumbent in the recent
past.
Hazards
The following criteria are not applicable to this classitication: unpleasant Physical Environment
Date:
June 1996
Oct. 1996
Oct. 1996
Job Titles Assigned
Planning Director
Dir., Parks and Recreation
Assistant City Manager
.; """'"
,..
City of Prior Lake
1996
Occupational Group:
MAINTENANCE
Classification:
Maintenance Worker V
Comparable Worth:
5 (98 points)
Classification Summary: This classification includes experienced laborers and equipment operators.
Employees carry out their work assignments fairly independently, based on training and experience.
Specific Criteria:
Reading Requirement
Knowledge and Skills
Read and follow written instructions--for example, to fill out
forms, relay information and/or complete a process correctly.
Write brief notes or fill out forms.
In working with the public, is required to exhibit courtesy and
consideration regardless of how others behave.
Assemble information by identifying appropriate sources and
applying it to an assigned function.
Prioritize a series of work tasks for oneself, to meet objectives
efficiently and on time.
Notice dissimilarities among shapes or patterns that appear
similar overall. Visual discrimination, learned through
experience, is required.
Applies learned procedures and skills in carrying out functional
accountabilities. Must have mechanical aptitude and one or more
special driver's licenses. A pesticide license may be required.
High school diploma or equivalent
One up to three years
One to six months
Having overtime assigned at the last minute due to equipment
failure, weather conditions, unexpected crisis, management
directive, etc.
Physical Requirements Regular and required bending, twisting, reaching, and lifting to
carry weights of 25 to 50 lbs; occasionally more.
Discretion to Act (decision level) How to carry out job functions and what materials, equipment
and/or information is needed.
Source of Work Direction Duties are described in a job description or initial interview.
The incumbent is expected to know how to perform them with
the supervisor or coworkers as an information resource.
Physical Environment: May experience discomfort outdoors during hot and cold
seasons. May risk falling from heights or injuring oneself
on/near machinery. May be exposed to unpleasant smells and/or
extremely dirty materials.
Hazards Sensible precautions and learned procedures can prevent
physical injury or stress-related disability. Exceptions are rare.
Optional: Supervision May assist a foreman or supervisor by providing work direction
to part-time or seasonal workers.
The following criteria are not applicable to this classification: Numerical Requirements, Management,
Budget Accountability
Writing Requirement
Interpersonal Communication
Information Processing
Planning
Vigilence
Education Required (minimum)
Work Experience (minimum)
On-the-Job Learning Time
Unusual Effort
City of Prior Lake
1996
Maintenance Worker V, cont'd
Date:
Oct. 1996
Oct 1996
Job Titles Assigned
Maintenance Worker I
Parks Maintenance Worker II
City of Prior Lake
1996
Occupational Group:
TECHNICALIENGINEERING
Classification:
Technician ill
Comparable Worth:
8 (143 points)
Classification Summary: This classification includes positions with two years of technical training
in drafting, surveying, computer-assisted design, electronics, laboratory methods, environmental science
etc., who erform skilled work and assi~t in trainin or overseein the work of .unior technicians.
Specific Criteria:
Reading Requirement
Writing Requirement
Interpersonal Communication
Numerical Requirement
Information Processing
Planning
Vigilence
Knowledge and Skills
Education Required (minimum)
Work Experience (minimum)
On-the-Job Learning Time
Unusual Effort
Physical Requirements
Supervision
Discretion to Act (decision level)
Source of Work Direction
Read and understand reports and other written materials that use
many technical or scientific terms and concepts not usually
understood by the general population.
Write original memos, instructions, case notes, and other docu-
mentation using technical terms common to an occupation.
Exhibit courtesy and consideration regardless of how others
behave.
Use higher mathematics to set up and calculate equations and/or
calibrate and take measurements using instruments of a trade
and/or write/adapt computer programs.
Analyze information to pick out what is important and summarize
prioritize, note trends, and/or determine if criteria are met.
Prioritize a series of work tasks for oneself, to meet objectives
efficiently and on time.
Notice dissimilarities among shapes or patterns that appear
similar overall, based on training and experience. May also
check the work of others to make sure it is accurate.
Proficiency in assigned technical function along with skills
in use of equipment Cinc!. computer) and relevant city ordinances
and policies.
Two years of relevant technical training resulting in a diploma.
Two to three years.
About six months.
Having to complete work with 100% accuracy. Requires
unusual attention to detail. May also deal with seasonal
deadlines.
May require regular and prolonged periods of standing, walking
or crouching, or extended periods of concentration.
May provide on-the-job training to technicians with less
experience.
Determine the plan or strategy that will support the objectives
assigned. The employee draws on a variety of past experience,
training, research, statutes, and/or consultation with experts.
The incumbent has certain objectives to meet, and these generally
guide what is done. Specific methods and materials are selected
or adapted by the employee, as appropriate.
continued
City of Prior Lake
1996
Technician lIT, cont'd
Physical Environment
May need to sample and test unpleasant material--e.g., sewage,
other organic waste.
May experience discomfort outdoors during hot or cold seasons.
Sensible precautions and learned procedures can prevent
physical injury or stress-related disability. Exceptions are rare.
Hazards
The following criteria are not applicable to this classification: Management Responsibility, Budget
Accountability
Job Titles Assigned
Date:
City of Prior Lake
1996
Occupational Group:
ADMINISTRATIVE STAFF
Classification:
Administrative Staff II
Comparable Worth:
8 (143 points)
Read and understand documents using technical terms unknown
to the general population--e.g., blueprints, geological surveys,
plat descriptions, and the like.
Write original communications in common and familiar language
to inform or persuade, describe a plan, offer recommendations,
or report on research.
Exhibit courtesy and consideration at all times, regardless of
how others behave. May need to use considerable tact in
addressing the public.
Add, subtract, multiply, and/or divide numbers.
Analyze information to pick out what is important and summar-
ize, prioritize, note trends, or determine if criteria are met.
Prioritize a series of work tasks for oneself, to meet objectives
efficiently and on time.
Able to spot errors in work prepared by others.
Proficiency in an assigned function plus knowledge of pertinent
city plans, policies, ordinances, procedures. May also need
computer skills.
At least two years of post-secondary education is preferred.
Three years or more.
Six months to one year.
One or both of the following:
Having to complete work with 100% accuracy.
Deadlines and rush jobs result in seasonal, time-related stress.
Coordinate the activities of coworkers or citizens, individually or
in groups, to implement a plan or other decisions affecting them.
Determine the plan or strategy that will support the objectives
assigned. The employee draws on a variety of past experience,
training, research, statutes, and/or consultation with experts.
Goals and objectives direct how the incumbent plans his or her
work efforts within discretionary limits.
The following criteria are not applicable to this classification: Management, Physical Requirements,
unpleasant Physical Environment, Hazards
Specific Criteria:
Reading Requirement
Writing Requirement
Interpersonal Communication
Numerical Requirement
Information Processing
Planning
Vigilence
Knowledge and Skill
Education Requirement (minimum)
Work Experience (minimum)
On-the-Job Learning Time
Unusual Effort
Supervision
Discretion to Act (decision level)
Source of Work Direction
continued
City of Prior Lake
1996
Administrative Staff II, cont' d
Job Titles Assigned
Date:
June 1996
June 1996
Associate Planner
Executive Secretary (Administration)
City of Prior Lake
1996
Occupational Group:
PARKS AND RECREATION
Classification:
Program Supervisor II
Comparable Worth:
9 (158 points)
Classification Summary: This classification applies generally to positions who have been assigned a
leadershi role in one or more broad ro am areas.
Specific Criteria:
Reading Requirement
Writing Requirement
Interpersonal Communication
Numerical Requirement
Information Processing
Planning
Vigilence
Knowledge and Skill
Education Requirement (minimum)
Work Experience (minimum)
On-the-Job Learning Time
Unusual Effort
Supervision
Discretion to Act (decision level)
Source of Work Direction
Fiscal Responsibility
Read and understand memos, reports, policies letters or other
documents written in common and familiar language.
Write original communications in common and familiar language
to inform or persuade, describe a plan, offer recommendations,
or report on research.
Exhibit courtesy and consideration, regardless of how others
behave. May need to use considerable tact in addressing the
public.
Add, subtract, multiply, and/or divide numbers.
Analyze information from several sources to recommend a plan,
program, or judgment affecting city services in one's area.
Develop future-oriented plans for oneself and/or one's work
group in order to deliver expected services. Consider relevant
goals and objectives, present status, resources available, and
tasks to be performed.
Remain alert to information or events that seldom occur.
(A primary function of the job is surveillance.)
Proficiency in an area of expertise plus knowledge of city/
department policies and procedures and the local community (its
organizations, culture, interests, needs). May also provide work
direction to volunteers or part-time assistants.
Completion of a baccalaureate degree is usually required.
One to three years
Six months to one year
One of the following:
Receiving frequent interruptions (Ave. 8-10/hour or more).
Regularly working evenings and/or weekends in addition to
regular office hours.
Monitor and evaluate the efforts of citizens or other employees,
and provide orientation, training, and/or problem solving
assistance.
Determine the plan or strategy that will support the objectives
assigned. The employee draws on a variety of past experience,
training, research, statutes, and/or consultation with experts.
Work direction is based on occupational practice and precedent,
learned through formal training and experience.
Has a budget for supplies and materials of under $10,000.
The following criteria are not applicable to this classification: Management, Physical Requirements,
Hazards
City of Prior Lake
1996
Program Supervisor II, cont'd
Job Titles Assigned
Date:
City of Prior Lake
1996
Occupational Group:
1A W ENFORCEMENT
Classification:
Community Service Officer IT
Comparable Worth:
5 (98 points)
Classification Summary: This classification includes positions responsible for enforcement of
municipal ordinances and delegated support functions. The job requires at least one year of formal
training in law enforcement environment. Addition training is provided on the job as needed.
Read and understand memos, reports, policies, and other litera-
ture written in common and familiar language. Recognizes terms
common to an occupation.
Write original memos, letters, case notes, or other documenta-
tion using common and familiar language with certain technical
terms common to an occupation.
Exhibit courtesy and consideration regardless of how others
behave. May also have to use tact and sensitivity in dealing with
the public under certain circumstances.
Obtain information using a standard procedure.
Prioritize a series of work tasks for oneself, to meet objectives
efficiently and on time.
Remain alert to events that seldom occur.
Must know the geography of the city, including buildings and
streets. Must have fIrst aid and CPR certification.
At least one year of training in a law enforcement program.
None required
One month up to six months.
Observe the behavior of others to ensure order is maintained,
laws are followed, propeny is protected, and no one is hanned.
Decisions about what law, policy, or procedure applies to a
situation, whether a deviation is significant, and when help is
needed.
Receives on-the-job training from a supervisor or work leader.
Works independently once duties are learned.
Exposed occasionally to threatening people or animals. May also
experience discomfort outdoors during very hot or cold weather.
Sensible precautions and learned procedures can prevent
physical injury or stress-related disability. Exceptions are rare.
The following criteria are not applicable to this classification: Numerical Requirements, Unusual Effort,
Physical Requirements, Management, Fiscal Accountability.
Specific Criteria:
Reading Requirement
Writing Requirement
Interpersonal Communication
Information Processing
Planning
Vigilence
Know ledge and Skills
Education Required (minimum)
Work Experience (minimum)
On-the-Job Learning Time
Supervision
Discretion to Act (decision level)
Source of Work Direction
Physical Environment
Hazards
City of Prior Lake
CSO IT, cont'd
1996
Date:
June 1996
Job Titles Assigned
Communitv Service Officer
..
City of Prior Lake
1996
Occupational Group:
LA W ENFORCE:MENT
Classification:
Investigator/Special Officer
Comparable Worth:
Grade 10 ( 173 points)
-Classification Summary: This classification includes licensed peace officers handling investigation
and follow-up or working on special assignment.
Specific Criteria:
Reading Requirement
Writing Requirement
Interpersonal Communication
Numerical Requirement
Information Processing
Planning
Vigilence
Knowledge and Skills
Education Required (minimum)
Work Experience (minimum)
On-the-Job Learning Time
Unusual Effort
Physical Requirement
Supervision
Discretion to Act (decision level)
Read and understand reports, policies and procedures, and other
documents that use many legal and technical terms not
understood by the general public.
Write original reports and other documentation using common
and familiar language and technical terms common to an
occupation.
Persuade others to voluntarily give up an attitude, judgment,
behavior or possession in favor of an alternative. No
compromises are allowed.
Add, subtract, multiply, or divide numbers.
Analyze information to pick out what is important and summar-
ize, prioritize, note trends, or determine if criteria are met.
Prioritize a series of work task for oneself, to meet objectives
efficiently and on time. May also schedule appointments for
cases one is handling.
Notice subtle clues that something is abnormal or unusual, based
on training and experience. Remain alert to events that rarely
occur.
Proficiency in law enforcement and community education. May
also need to be familiar with a specialized area of law enforce-
ment or training and resources available in other jurisdictions.
An associate degree from a law enforcement program. Addi-
tional training as required to maintain license.
Two or three years minimum
One month to six months
Having to complete work with 100% accuracy. May also have
to work overtime to respond to emergencies or calls for help.
May experience physical discomfort due to lack of physical
activity or to standing and walking throughout most of a shift.
Observe the behavior of others to ensure order is maintained,
laws are followed, property is protected, and no one is harmed.
May also coordinate the activities of other officers without
supervisory authority-e.g., oversee POST compliance, offer
inservice to staff, monitor investigative efforts of patrol officers.
Determine the plan, program and/or strategy that will meet a
service need in the community. The employee draws on a
variety of past experience, training, research, statutes, and/or
consultation with experts.
continued
City of Prior Lake
1996
Investigator, cont'd
Source of Work Direction
Wark direction is based on occupational practice and precedent,
learned through fonnal training and on the job.
Facing life-threatening circumstances affecting the employee
and/or people he/she is trying to protect. Consequences cannot
always be anticipated or controlled.
Typical disabilities are permanent and require major adjust-
ments to live with them. Harmful effects of stress may require
modifications in the work schedule, time off, or treatment.
Physical Environment
Hazards
The following criteria are not applicable to this classification: Management, Fiscal Accountability
Job Titles Assigned
Date:
June 1996
Detective