Loading...
HomeMy WebLinkAboutC-3426 - Classification and Compensation Study for Key and Management PositionsKey and Management Classification and Total Compensation Study National Center for Education Research .& Technology 22 Center Court Laguna Niguel, CA 92677 -5708. (949)495 -0045 Fax (949) 495-0038 E-mail: ncert @home.com www.ncert.org +1 n a t i o n a l center for education research & technology [\iCUTIVE DIRECTOR Anita Johnson .ADMINISTRATIVE OFFICER Norman Eisen 8 GENERAL COUNSEL Erik Johnson NATIONAL DIRECTORS Bryan Blavatt loone County, KY Randy Bos Waterloo, NY James Carter Selma, AL Barbara Erwin Scottsdale, AZ N IHerman Gaither Beaufort, SC Douglas Little JDL Associates 22 Center Court kna Niguel, CA 92677 949.495.0045 Fax 949.495.0038 all: ncert @home.com • 0 November 30, 2001 Ms. Linnea Livingston, Director of Human Resources City of Newport Beach 3300 Newport Blvd Newport Beach, CA 92663 RE: Key & Management Classification & Total Compensation Study Final Report Dear Ms. Livingston: Enclosed please find a report of the classification and compensation study NCERT conducted for the City of Newport Beach. At the request of Homer Bludau, City Manager, we have not included the compensation and benefit analysis work done by John Pesche and Mike Cochran of TCG Consulting in the final report. Instead, TCG Consulting's work has been provided to the City Manager for future use. A complicating factor in conducting a classification and compensation study for management positions is the paucity of benchmark classes available for comparison. As you know, the City of Newport Beach is fairly unique in the breadth of services it provides, its geography, tourism, as well as the high level of service it is committed to provide. Those factors lead to organizational structure and classifications that are not necessarily consistent with other municipalities in southern California. I look forward to the opportunity to discuss the findings and recommendations of this report with you. As you know, I am more than willing to make a personal presentation to the council upon request. Sincerely, Anita Johnson Executive Director Linda Marks Morton Grove, IL d< 7 David Meaney Sacramento, 4t� CA ;i. Samuel Stewart ,fir mouth Junction, NJ .JF Dodge Watkins Garnervllle, NY 22 Center Court kna Niguel, CA 92677 949.495.0045 Fax 949.495.0038 all: ncert @home.com • 0 November 30, 2001 Ms. Linnea Livingston, Director of Human Resources City of Newport Beach 3300 Newport Blvd Newport Beach, CA 92663 RE: Key & Management Classification & Total Compensation Study Final Report Dear Ms. Livingston: Enclosed please find a report of the classification and compensation study NCERT conducted for the City of Newport Beach. At the request of Homer Bludau, City Manager, we have not included the compensation and benefit analysis work done by John Pesche and Mike Cochran of TCG Consulting in the final report. Instead, TCG Consulting's work has been provided to the City Manager for future use. A complicating factor in conducting a classification and compensation study for management positions is the paucity of benchmark classes available for comparison. As you know, the City of Newport Beach is fairly unique in the breadth of services it provides, its geography, tourism, as well as the high level of service it is committed to provide. Those factors lead to organizational structure and classifications that are not necessarily consistent with other municipalities in southern California. I look forward to the opportunity to discuss the findings and recommendations of this report with you. As you know, I am more than willing to make a personal presentation to the council upon request. Sincerely, Anita Johnson Executive Director 11 City of Newport Beach 9 INTRODUCTION Study Objectives 1] The primary objectives in conducting this study were to recommend revisions in the existing classification and compensation plans to ensure that they accurately reflect the kinds and levels of duties assigned to Key and Management employees, as well as equitable compensation for assigned work, and to recommend any appropriate modifications of the unit determination for positions in the study. As approved by the City of Newport Beach, this study was designed to meet the following specifications: 1. Consultant would conduct orientation meetings with staff to explain study objectives and procedures and to instruct participants in the proper completion of the job analysis questionnaire. 2. Consultant would meet with a committee of Key and Management staff representatives to gather needed information and input, to identify problem areas and to develop a general study schedule. 3. Consultant would conduct classification interviews with all available Key and Management staff members whose positions were included in the study. 4. Consultant would interview each department head to discuss the organizational structure of the department, the duties assigned to each position and any additional information that would be helpful to the process. 5. Consultant would develop appropriate series/units, construct a classification framework, develop internally consistent class specifications, and allocate each position to the appropriate class. 6. Consultant would identify benchmark classifications for an external compensation study, analyze the internal salary relationships existing among classifications in the City of Newport Beach, and recommend modification where appropriate. 7. Consultant would develop salary schedules with ranges and steps for each unit. National Center for Education Research and Technology 1 November 2001 City of Newport Beach . • 6. Consultant would submit to the City of Newport Beach a preliminary report including draft classification and salary recommendations, salary schedules, class specifications and unit recommendations for appropriate distribution to employees. 7. Consultant would provide an opportunity for review of preliminary study recommendations by City of Newport Beach staff. 8. Consultant would prepare and submit a final classification and compensation study report reflecting any modifications to the recommended classification and compensation plans based upon the consideration of staff comments on the preliminary report. Study Procedures The procedures followed in meeting the study objectives and specifications consisted of the following sequential steps: 1. Job analysis/classification questionnaire forms were approved by City of Newport Beach. 2. Job analysis Classification Questionnaire forms were distributed to employees in an informational group meeting. Key and Management were asked to complete the special questionnaires by describing their duties and responsibilities in the form of tasks and ratings. The orientation stressed that the study is concerned with what work is being done, not how much of it is being done, or how well it is being done. 3. Employees independently completed job questionnaires and submitted them to the Human Resources Department and to supervisory personnel. The original copies of the job analysis questionnaires were used by the consultant during the study and returned to the Human Resources Department upon submission of the final report. 4. Consultant made a thorough analysis of each job description questionnaire, together with other pertinent classification materials, such as organization charts and class specifications. 5. Consultant supplemented the information gained from the above sources with interviews of all available Key and Management staff members. Most department heads were contacted two or more times to discuss their position, the positions in their department and other similar positions in the municipal labor market. The National Center for Education Research and Technology 2 November 2001 City of Newport Beach interviews gave the Consultant the opportunity to discuss with the incumbent elements of the position that are not readily recorded on the questionnaire, as well as any item on the questionnaire, which was unclear to the consultant. 6. Based upon information gathered, positions, which were similar in kind, and level were grouped into series, units and classes. 7. Consultant developed or revised class specifications, as necessary. 8. Internal class relationships were reviewed and adjusted where necessary, to ensure equitable salary differentials among classes within the same or closely related occupational groups. 9. Benchmark classes within the recommended classification plan were identified for use in the external compensation comparison process. Human resources professionals traditionally view management classes as marginal benchmark classes, in that there is rarely a strong match among positions. Organizational differences, size of organization or department, level of service and other factors result in a less than perfect match between management classes. The consultant and the guidance committee selected the City of Newport Beach management classes that had the best prospects for comparison. The consultant interviewed human resources professionals and collected class specifications and organization charts to identify the best matches available in order to collect data that would assist in determining the external labor market for management classes. 10. Employers from the local labor market were selected by the guidance committee and approved by the City Manager for the external compensation study. External salary comparisons made by the consultant were based upon minimum and maximum base salary rates. Other compensation data such as, deferred compensation, retirement plan employer contributions, performance pay, health and welfare employer contributions, longevity pay, professional growth funds, leave benefits, and other forms of compensation and benefits were surveyed and reported. 11. Consultant reported to the guidance committee at key points in the study to discuss procedures, receive input, and exchange information regarding City of Newport Beach and employee concerns. 12. Consultant provided drafts of the Position Allocation List and Schematic List of Classes, salary schedules for each unit, class specifications, and summaries of National Center for Education Research and Technology K November 2001 City of Newport Beach • • compensation data collected from the comparison employers for review and comment. 13. Consultant prepared a final report of findings and recommendations for consideration by Key and Management employees, the Director of Human Resources, the City Manager and the City Council. National Center for Education Research and Technology November 2001 4 City of Newport Beach • CLASSIFICATION PLAN Explanation Proper understanding of common classification terms facilitates an understanding of the study's purpose and results. The most common and important terms in classification work are as follows: 1. Position: A group of duties and responsibilities assigned by an authorized/competent authority which one person can satisfactorily perform. 2. Class: A group of positions whose duties and responsibilities are sufficiently similar that the same descriptive title may be used to designate each position; the same requirements of education, experience, knowledge and ability can be required of class incumbents; the same tests of fitness may be used in choosing qualified appointees; and the same salary range may be applied with equity. The phrase "sufficiently similar" is the criterion. Jobs in a class do not have to be, and seldom are, identical. Example: advanced journey level professional engineering positions that are responsible for a designated engineering unit and staff are grouped into the class of Principal Civil Engineer. 3. Class Title: A definite, descriptive designation for a class and all positions in the class. The class specification will define its meaning. Titles should be brief, yet indicate the kind and level of work performed. Class titles in a classification plan are used as payroll and "official" titles. They should not be confused with, or in anyway prevent the proper use of, organizational or "working" titles. Example: An Administrative Analyst could use working titles, such as Community Development Administrative Services Coordinator or Utilities Customer Services Coordinator. A Human Resources Analyst could use the working title Risk Management Analyst. 4. Class Specifications ( Job Description): A written description of the essential class characteristics, factors and conditions, which distinguish it from other classes. The description is written in terms of typical duties and tasks, and the knowledge, ability and other requirements needed to successfully perform within the class. Example: The "job Description" for Emergency Medical Services Manager is, in formal terms, a class specification. National Center for Education Research and Technology November 2001 City of Newport Beach 0 0 Classification Plan Characteristics A classification plan is a way of systematically describing the working environment and structure of an organization. It is derived from the smallest element of the organization - -the position - -whose characteristics, like those of the overall organization, are continually changing. Consequently, in order to describe the working situation at the moment, classification plans should be reviewed and changed as job assignments to individual positions change. The intent of this study is to develop a descriptive classification plan, which reflects what is in existence, rather than to develop a prescriptive plan. The organization creates what is; classification merely describes it systematically at a given time. Since the organization undergoes constant change, periodic study and revision of the classification plan are important. Amidst the constant changes and problems encountered as a result of organizational change, human resources administration should be objective and equitable as viewed by the employees, City Council and community. By emphasizing the job rather than the person doing the job, the classification process objectively identifies job elements that can be rated against a criterion or minimum standard requirement. In essence, what the classification plan does is to provide a standard set of requirements and descriptions of duties that allow for equitable and objective employment and compensation practices. Use of a Classification Plan The classification plan is a key personnel management tool which: 1. Serves as a basis for an organized and equitable compensation plan. 2. Aids in the translation of broad organizational and program plans into the assignment of appropriate duties and responsibilities to individual positions. 3. Aids in the recruitment and selection of qualified personnel. The "class specification' provides a description of a particular class that informs applicants what the job involves. It also helps the City of Newport Beach to determine what should be included in the selection process to select employees who possess the necessary skills for successful job performance. 4. Provides a basis for analyzing training needs, developing training programs and fostering the development of career ladders within the organization. National Center for Education Research and Technology 6 November 2001 MI city of Newport Beach 0 • 5. Provides information in a standardized way that is useful in preparation, review and control of the budgetary process and clarification of organizational problems. 6. Assists management in planning for future growth and changes in service. Properly utilized and maintained, it helps integrate the essential elements of a management program into a unified, purposeful and efficient force. Factors Affecting Classification Classification results from an in -depth study, analysis and comparison of jobs or positions. The process of classifying a job concerns itself only with what work is being performed, not with the quality or quantity of work being done. The process of allocating a position to an appropriate class involves a degree of judgment once the duties and responsibilities of the position have been determined. Allocation factors are used to evaluate the relative complexity and responsibility levels in comparison to other like or kind positions. Allocation factors are job requirements that can be compared in order to measure the similarities and differences among positions. The most important of these allocation factors are: Kind or nature of work. Occupational family appropriate to the position; level of the position within the family and series. 2. Difficulty of work. Difficulty of decisions; skills, mentality, training, experience and analytical requirements; initiative, cooperation and contact with others; complexity of duties and organization managed; variety of programs, elements or tasks assigned; abstract concepts dealt with; number of new procedures to be learned. 3. Supervision. Given and received; size and level of staff; variety of work supervised; 4. Responsibility for decisions. Degree, level and consequence of error. 5. Entry and performance requirements. Knowledge, abilities, education, certificates, licenses and experience needed to perform the work. 6. Working conditions. Any hazards of the job physically, emotionally and mentally. National Center for Education Research and Technology November 2001 City of Newport Beach • • 6. Personal relationships. The nature and purpose of personal contacts with citizens, business and other public elements. Relationship of Work Load to Classification Positions are classified according to the nature, kind and level of the duties and responsibilities assigned to the position. The addition of more duties of the same kind or level to a position does not justify a higher classification. Problems of excessive workload are properly solved by redistributing the work or adding employees, not by reclassifying existing positions. Internal Class Relationships An integral part of this study is the development of the logical salary relationship of classes within the City of Newport Beach's classification and compensation structure to recommend appropriate differentials among classes. In so doing, it is the Consultants' task to indicate the internal differences between job classifications within the same series and within related series that, in our professional judgment, should prevail. In pursuing this task, our primary consideration is to arrange classes in relationship to each other so that orderly, logical and meaningful differentials are maintained between classes. Salary differentials must recognize definable differences in levels of ability and knowledge required and the degrees and kinds of responsibility involved. Comparisons have been made and evaluations applied between the classes within a given series of classes and between related series of classes where appropriate. It should be noted that the internal class relationship recommendations are based upon our review of all jobs in the occupational group. Once adopted, such internal relationships should not be changed unless salary data or thorough restudy of the specific jobs involved strongly indicates that adjustments are necessary. National Center for Education Research and Technology November 2001 City of Newport Beach • COMPENSATION STUDY Objectives NCERT believes that the major considerations that should guide the City of Newport Beach in the establishment and administration of a sound compensation plan are to: 1. Provide compensation that will enable the City of Newport Beach to recruit qualified employees in each management and confidential position. 2. Provide compensation that will encourage competent employees to remain in City of Newport Beach service. 3. Recognize compensation trends in the City of Newport Beach's recruitment area and keep salaries generally in line with these trends. 4. Observe the principle of equal pay for equal work by grouping positions that involve similar duties into classes and setting salaries for these classes in proper relationship to each other. 5. Provide compensation that recognizes differences in organizational responsibility, consequence of error, responsibility for decision - making, complexity of work, and skill required. 6. Provide incentives for employee work performance and job development. Basis for Compensation Recommendations In determining appropriate compensation levels for classes of employment, NCERT believes two major considerations govern: 1. The City of Newport Beach must provide reasonably comparable compensation to those paid within its recruitment area for comparable positions in order to recruit and retain qualified and competent staff. 2. Compensation for positions within the City of Newport Beach must bear logical relationships to one another. They should reflect lines of authority in the National Center for Education Research and Technology November 2001 9 City of Newport Beach • • organization as well as differences of responsibility and the amount and variety of skill and specialized knowledge required. The latter factor is actually a by- product of the analysis of individual positions. The very process of grouping jobs according to kind and level of work involves the recognition and establishment of a system of internal quantitative relationships. Internal relationships among similar jobs require sound judgment when establishing base salary levels. Once such internal relationships are established they should be changed only after full consideration of problems involved. The Compensation Study NCERT conducted the compensation survey by interviewing human resources professionals in each of the comparison organizations to identify comparable classes (or similar positions that could assist in identifying labor market trends when comparability could not be established). In addition, the consultant reviewed salary schedules, and when available, analyzed organizational charts and official class specifications. The following employers were utilized for salary comparison: City of Anaheim City of Costa Mesa City of Garden Grove` City of Huntington Beach City of Irvine City of Laguna Beach City of Long Beach City of Orange City of Santa Ana City of Santa Monica Irvine Ranch Water District Mesa Consolidated Water District (utility benchmark classes only) Orange County Sanitation District (utility benchmark classes only) City of Garden Grove did not participate I National Center for Education Research and Technology November 2001 10 City of Newport Beach Benchmark Classes As noted earlier in this report, management classes are marginal benchmark classes, in that there is rarely a strong match among positions. Organizational differences, size of organization or department, level of service and other factors result in a less than perfect match between management classes. Despite the imperfections associated with using management classes as "benchmarks" it was necessary to identify the classes most likely to have external matches within the identified competing organizations in order to establish some reasonable labor market compensation parameters. The following classes were identified as potential benchmark classes: Accounting Manager Administrative Assistant to Police Chief Administrative Services Director/Treasurer Assistant City Attorney Assistant City Manager Chief Building Inspector Deputy City Clerk Executive Assistant to The City Manager Field Maintenance Superintendent Fire Chief Human Resources Operations Manager Data Collection and Reporting Human Resources Director MIS Manager Parks Superintendent Planning Director Police Chief Principal Civil Engineer Public Works Director Recreation Services Manager Risk Manager Senior Services Manager Utilities Superintendent A summary of the compensation information reported for the benchmark classes is reported in an appendix provided electronically to the Human Resources Director. The data presented were collected through personal interviews and telephone contacts, class specifications, organization charts, and classification structure and salary schedules of the survey agencies. In some cases, comparability could not be established; therefore, those rates were not used. The consultant collected data regarding benefits and other benefits of employment from each of the comparison organizations. A summary of the additional compensation data is reported in an appendix provided electronically to the Human Resources Director. Additionally, the Total Compensation Group (TCG) prepared an analysis of current compensation for each management and confidential position and provided several options for additional forms of compensation to complement the base salary recommendations made by NCERT. The TCG report was presented to the City Manager for his consideration. National Center for Education Research and Technology November 2001 11 N O W N U O H J V O E d L N a c l0 N 0 O a N a 2 0 5] Abi I I� E Q i y I o Cy0 CV 0 T —w C =V OOH G 7 C � I Z uj uj Z N rz xW W N i H I c E E T F- w C6 U c E to Z H I m i � I rl �i rI ;Z! y N NI N O CO NI Co. CO MI N Lo LO C�I aI co O' N M: C� M 00 Go GO T CO T T i Q% O y T N r� COI CO; T CO co: CAS OTI M Goi N I C'4; M� LO MI o M. N' (7) ; 00; Go M O' O c1 c; Lo co rI n of co I i C \ NI OI O T N� T T T I 0 Y 3. = U a m M m Ti COI ! I I rl �i rI N y N Lo N O CO NI Co. CO MI N C', M N N� LOI O N M: C� O I r CO r! O I T CO T T T Q% TI T r� Go CO; N LO TI f" LO co N I co CO: LO CO O M. N' �. �I N; M O' O c1 c; CD co 8 oo: CA co m; O� (7�i N� N ISO- Ml; U) (7) m Gow � 00j Oi Oi I COI O1 OLO i i ^eO LO NI nt F; t l QI m . �r Ti OI Oi M CO Oi M- Ni N; LO I OI co CD r TI NI LOI T I T T T a5l 6j 6i 5 6i I d� O y N L N cn (C{ co; Q C Co U O � U_ ♦r 0 C O j o U) :. -5I m. do QI I a5l 6j 6i 5 6i a> °� O ! U ca CD ca = aI c7 ii o Q ! I i N p N ca c 0) �- I C' Ca d N ca co c co L U Co CD a> O C', C 3 m Ui c y � � _ `� y co N _N Ca m U D ¢ 2 a C07 o.. CO Z OC O w = ir � O Q 0 M J LL z Q Q m W LL j �I �W J w O W Y Y J Zi m I I- y pT O C c t0 w 0 m CC� O 2 I d� y N N O � � N Ni O O c i N p N ca c 0) �- I C' Ca d N ca co c co L U Co CD a> O C', C 3 m Ui c y � � _ `� y co N _N Ca m U D ¢ 2 a C07 o.. CO Z OC O w = ir � O Q 0 M J LL z Q Q m W LL j �I �W J w O W Y Y J Zi m I I- y pT O C c t0 w 0 m CC� O 2 y pT O C c t0 w 0 m CC� O 2 § . 0 � k M \ � \ � %.J R § ALL 0 0 § 2 ) £ ] k ] � � k w ca k k § Co CD % �� � q� /� 7 :o _ �, »I $, f� fi $ $ d) r �. . \ ~ / /' �; co co '© ■ G1 gi 93 10 GI G % $ @ m �m p co /' ml _g G: G� k 2 I1 81 2 0) !a �. LO& � �' co c� G � ;� q Z' m is 40 00 co G Cl Co $/ � � & ; �/ P \ \ �\ k $ _§ fA k k k it c b q© a u G § ° k k E © o� o + ° Cc _ 2� cm :3 $� k ■ .I � ' k 2(D R�O36;J � � ■ � � � ■ f 2 $ `2 ) �! § $ \ q 0 37 . ¥ ; 2 _ k / e k cz § / b § / CL J $ @ $$cc =� 2 2� k LU \ kk�oA . A3i �2 $ / R �1 % E k w k z k / k Cl) < m w V 0 0 § 2 ) £ ] k ] � � k w ca k k U) LO O Vl CO O 0 0 IL 9 0 0 cis f cd cr O cCi O z CM E 1 Lo 1 Ln m M: A41 Lo' Lo 1 Lo i C'J' m i m MI CS M MI CM (D (M co! 4; Cni M, 1�1 Lol I C\l R, R 8 C r,� 001 r� r�-! r-, r--, co co oo CO 0 .0 m I CD CO 6� M; CO Cb. CO i TLi cbi TI r� - r �r TI Co, r� r� co 1 0) .W! LO 1 LO; c5i r, --Ct Lo. LO LO: Ce) � CO C> obi CD 1 C%j CO co CD CM 00 (D! CO (.01 1 C�! I C�o i r., (D. CO; (0, col co Lo! LO, CO CO • co r.- r--; co I'- CDi m col co CO! COI coi I-ct -W LO i CO Cod (0 r, col mt cm Cf) 00 co �; 'Itt CD COI F o co r� co C.0 Lo co 1 M CD; 1— COI n LO i (.01 r.-, to LO CO co LO co co CO CO C CO. ID, 20 coi c 2 F-- m co I- a Lo� CO. 'Loi '01 Lo! .* r� Go! CO w co co m to Lo o M 0 Co co rl- 1 CO 1 C41 I LO I Cal rl-. U"), in. CO Lo cc m m r�; co cm ca • CO z r co� A co C'i C.0 r� :3 C) W1 I-rr LO rl- 4 CO: O mi [-- co (D CO I-T LO rl- T m CM m I • L% Cc Lqi UI) Cli LO r r- CV) CD - Loj LO - - "0 to r-:I -4- CNJ CO I -W e r-:� Co LO CO m r-: co Ld co Ld co g col co cn, MI co 0-1 co F, I r-- co; m co r-- m cn C) IQ N 0 (A Mcc ca 0 s CC (o C13 (1) CD (D 4) 4) E 0 LU LU .> .5 cm cu cts u -j = LU LU co cm 43) c C1i c 43) �a :3 cn CD CL E(D 0 CL 0 a — cu a- m Cc$ w a ca C 0 C-) :2 .—. M J C40 MI " c c co T cc a cc i 0 al Q) ca CO a) R CL Cf) 0 ?D Q) or-L a- CL (D ol co 0 LL to CO (L a M L cm co o ca to CL C.) -�L 0 CL .&S Cal (a >1 cc m a a (D CIS cc CD co 0) S2 E co CL cm J CO c (a a a 03 = cO L� 0 C T) -r, (OD) 0' IWS, a) CD :a F- — C/3 0) m CD U5 -(OD CA C Z3 CU cr, :3 C/) G 0) cis co CO CO G)c OC uj LU UU71 a M S u) LU LLJ m 5; LA " CL CL CO So 21 a Tr 0 LL U 01 CC cr- Q 0 D U U to 0 LL cl) CL Q1= U) 0 Z 0) cn cv z z UJ Lu M LLI LU cr 0 U) >- LU Z F— cc cc LLI —1 Cf) LL �e 0 w LU !�e to =D 5 Lu cr LU LL. 8 s cc H 2 '< cYno�a > cr =) 0 < 0 LU 0 (91 = _3 2 0 cis f cd cr O cCi O z ■ MI Ll cr C 0 w 0 r C � 1 V u , f i T � cm I M M r D 0 IRt; , GO c5 OD r� 00 r, 00 5 1-tr cr 00 I LOI 00 LO (D (2! i LO A 0 cc m:»; C5 LO .T co I col I-T iw ■ to: r. COI M CM 0 co co: r�l ( (D: R ------------ N O 01 o II c i , ro col O m D Lol col co, i�, cco 31 R Lci I c 3 � ol c Q I * 0 l CD p 0 cr, co OA co (a cc m 0 0. CD cn Cc$ a cn E 0 cO I §� Z .>— 0) �0 E cni 2 so? S. E co E 0 a a 1 m 06 cL = cr L = U = d 4D CO) cc 2,2 a CO 2' (L CD .2 1 a 0 0. G)l z 4) - r (D Co M a '00) E cc a) (D z co co LU LU LU ui .= 0) !l > > (n co a_ cr C5 5 Lff (n z E Cl) 9 z C, 27 c 0 cc w CO) u ru cn PC cu- cr 0 z z b 85 cr C 0 w 0 N d N U) R U 0 Vl J V l� d t V N cc J C O V L HJ O a `o • S c H C ld m N m C O w a m c 0 I 2 r I d O E CC E ao O CD CA M O co CA( CAi CMi CD� N U')' O Cp ! M 00 O CD OO CO to Co. r— CV M �CO� c} M� NI ICI OBI O M O I t to : co I m Op I00 C� W (A I�f MI �' co: N' ^ ICI OD' D)� ' M COI O! 1�, MI //d� N COI LC) II T CA . N ! N CO N CO '.I T�• I� I O ; to CD : P I M` M M! MI �t Cl) MI M M co vl V'I� M O (O C10, Q T Q. M! O� M O)i 0 (A CA O f rI T (AI �{ IA! t}' QI CO3 QI T•� 01+ co O r. N I M � f N t CA CA et i M CO T CD I� 100 N M ! !4 Z j I� CAI CAI m � I CA M Lo C � ; ! t .r c O�M,1-tr OI CA', co n OICA ', O�In Oi �I r�I O! p• N N I U') �� `711 d'I +- I �' CDC CDI t In �I I� � M 1 I� 1 CD i COI M I OD ! OD MI d': co I CAI M: c> co � lA 00 00, co ��}}tl CO � N ^i CAI U) CODI N' Cp T �tt{�, . OO' T: Cp O �! OV I O j O N CA Ot ' 1� co C °i � j r I � Lf) v, � LO I,- -ilk a CL HI _ N 8- I i U h a7� .. V) CO 1 c CO CO ! C y CA 8I N 0) d .... y L.L y ! y C'� U CO'I � C C � cn y Qy a N I C I O a m` I' O Q y C N N N N U• Y CO C ` 0) d Cy O I i i Q .�.., I C ;' c.i �'. 0 Q m 0o7 y d CD U> _N U��'•1N y ..0' N> > CD> NI O f O! U U UI Q N t0 N O N ov, d y G> o s CC Q, C N N �E al EIEI a`> a� 5.G SIRS! �I �3 ti _! cc� 3 WOWS m vI X v QISS QQOi QS'WaSQUQ I I I IN ._ ! 0) Y N •..� ! I ! ' O .« 1 COI O U) NI y y m y ca COI �' y.C/q' l0 C � >. C I ` fn 8 C .� y y � C O `Ji 7 CIL V Q Q Q ¢ a� 8, U Q m Q U cts y� N 41 0) CA O L _� N _ CV N e:: ! CU C7 VN CO ;S d 4 U (D cc c N y 0) U C�_A O Q i C N U U Ry c co c a W v g ;S N Sa O 7 C g � co U O c a �a C v co ca co 0u.0 :- :: 0 0 Co 2 a� O C0 cc 2 x I� W CL c0 o Qd Q Z O h- S W U O �! Z OTC W O Z Z u CD O m w OLIO Y ¢ n. Z! Uoz_ cn0 a LLf gyp= �z.UO z0 O, v! J QQs Z O mm S J U W oWU- J C7 W -7J W; Q W Iz S U)F- S S c H C ld m N m C O w a m c 0 I 2 r N d N N R v w O N J v i+ l0 d V N C t0 N J C O i+ t0 v O Q C O i+ .y O a �i I Z 6 0 0 li 8 ,h m :y c t H v m r CD CD N m cr C O 7 U W m C W C O Z Executive Management Salary Schedule National Center for Education Research and Technology A. Revised 11130/2001 Schd. Class Titles Minimum Monthly Salary Minimum Annual Salary Maximum Monthly Salary Maximum Annual Salary 100 6300 75600 7676 92111 101 6458 77490 1 7868 94414 102 6619 79427 8065 96774 103 6784 1 81413 8266 99194 104 6954 83448 8473 101674 105 7128 85534 1 8685 104215 106 Deputy City Manager 7306 87673 8902 1 106821 or Er 107 7489 89865 9124 109491 106 7676 92111 9352 112229 109 7868 94414 9586 115034 41110 Building Director Human Resources Director Planning Director Utilities Director 8065 96774 9826 117910 111 Community Services Director /City Librarian 8266 99194 10071 120858 112 8473 101674 10323 123879 113 General Services Director 8685 104215 10581 126976 114 Public Works Director Administrative Sevices Director/Treasurer 8902 106821 10846 130151 115 9124 109491 11117 133405 116 Assistant City Manager 9352 112229 11395 136740 117 9586 115034 11680 140158 j 116 Fire Chief 9826 117910 11972 1 143662 119 Police Chief 10071 120858 12271 147254 120 10323 123879 12578 150935 121 10581 126976 12892 154708 National Center for Education Research and Technology A. Revised 11130/2001 0 E City of Newport Beach Administrative Management Salary Schedule Schd. Class Titles Monthly Salary Steps P71 A B C D E 01 5138 5395 5665 5948 6245 02 5267 5530 5806 6097 6402 03 5398 5668 5952 6249 6562 oa 5533 5810 6100 6405 6726 05 5671 5955 6253 6565 6894 06 5813 6104 6409 6730 7066 07 1 5959 6257 6569 6898 7243 08 6108 6413 6734 7070 7424 09 6260 6573 6902 7247 7609 10 Utility Operations Manager 6417 6738 7074 7428 7800 11 6577 6906 7251 7614 7995 12 6742 7079 7433 7804 8194 13 6910 7256 7618 7999 8399 14 7083 7437 7809 8199 8609 15 Deputy General Services Director 7260 7623 8004 8404 8825 16 7441 7814 8204 8614 9045 17 Deputy Admininistrative Services Director Development and Transportation Manager City Enineer 7628 8009 8409 8830 9271 18 7818 8209 8620 9051 9503 19 8014 8414 8835 9277 9741 20 Assistant City Attorney 8214 8625 9056 9509 9984 21 8419 8840 9282 9746 10234 22 8630 9061 9514 9990 10490 23 8846 9288 9752 10240 10752 24 9067 9520 1 9996 10496 11021 25 9293 9758 10246 10758 11296 26 9526 10002 10502 11027 11579 27 9764 10252 10765 11303 11868 National Center for Education Research and Technology L Revised 11130/'1001 IkA m c cc 0 Division Head Salary Schedule SO& Class Titles Monthly Salary Steps P72 A B C D E 01 5138 5395 5665 5948 6245 02 5267 5530 5806 6097 6402 03 Senior Services Manager 5398 5668 5952 6249 6562 04 Chief Building Inspector 5533 5810 6100 6405 6726 05 5671 5955 6253 6565 6894 06 Human Resources Operations Manager Fire Support Services Manager 5813 6104 6409 6730 7066 07 5959 6257 6569 6898 7243 08 General Services Superintendents Recreation Superintendent 6108 6413 6734 7070 7424 09 6260 6573 6902 7247 7609 10 Assistant City Librarian Fiscal Operations Manager 6417 67381 7074 7428 7800 11 1 Principal Civil Engineer 6577 6906 7251 7614 7995 12 Risk Manager Deputy Building Official 6742 7079 7433 7804 8194 13 6910 7256 76181 7999 8399 14 Finance Officer Revenue Manager MIS Manager Deputy City Attorney 7083 7437 7809 8199 8609 15 7260 7623 8004 8404 8825 16 7441 7814 8204 8614 9045 17 7628 8009 8409 8830 9271 18 78181 8209 8620 9051 9503 19 1 1 8014 8414 8835 9277 9741 National Center for Education Research and Teduplogy RedwiirdOMlgoi Confidential Salary Schedule National Center for Education Research and Technology Revised 11/30/2001 SChd. Class Titles Monthly Salary Steps 1 2 3 4 5 6 7 8 1 2870 3014 3165 3323 3489 3664 3848 4040 2 2943 3091 3245 3408 3578 3756 3943 4141 3 Administrative Assistant (HR) 3016 3167 3325 3491 3666 3850 4042 4245 4 3092 3247 3409 3579 37581 3945 4143 4351 5 Administrative Assistant (Police Chief & Fire Chief, City Atty) 3169 3326 3493 3668 3851 4044 4247 4460 6 3248 3411 3581 3760 3947 4144 4352 4571 7 Deputy City Clerk 3328 3494 3669 3853 4046 4248 4462 4685 8 Human Resources Assistant 3413 3583 3761 39501 4148 43561 4574 4803 N C 9 3498 3673 3857 4049 4252 4465 46891 4923 0 cc 10 3585 3763 3952 4150 4358 4576 4805 5046 11 Executive Assistant to City Manager 3676 38601 4053 4255 44691 4692 4926 5172 12 Administrative Analyst 3767 3955 4153 4361 4579 4808 5049 5302 13 3864 4056 4259 4472 4696 4930 5176 5434 14 Emergency Services Coordinator 3957 4155 4363 4581 4810 5051 5304 5569 15 4058 42611 4474 46971 49311 5177 5436 5708 16 Human Resources Analyst 4157 4365 4583 4812 5053 5306 5571 5850 17 4261 4474 4697 4933 5179 5437 57101 5996 18 4366 4585 4813 5054 5307 5573 5852 6145 i 19 Administrative Manager 4477 47011 4937 51831 5441 5713 5999 6299 20 Public Information Officer 4590 4819 5060 5313 5578 5857 6150 6457 21 4703 4938 5184 5444 5717 6003 63021 6618 22 Emergency Medical Services Manager 4822 5063 5316 5581 5860 6153 6460 6783 23 4940 5188 5448 5720 6006 6306 6621 6952 I I I National Center for Education Research and Technology Revised 11/30/2001 lag /col ��) OF NEWPORT BEACH c c/P AGENDA ITEM NO. 13 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: Homer L. Bludau, City Manager DATE: June 12, 2001 SUBJECT: Classification and Compensation Study for Key and Management Positions RECOMMENDATION 1. Appropriate $75,000 from unallocated General Fund Revenue to Account #0410 -8080 (Professional and Technical Services). 2. Enter into contract with the National Center for Educational Research and Technology (NCERT) for the development of a comprehensive classification and compensation plan for all Key and Management positions (60) for a contract price of $75,000. BACKGROUND The City's Key and Management employees number 60, this group is composed of mostly upper level management, including department directors, which are not affiliated with an employee bargaining unit. Some positions are included with this group based on the confidential nature of their positions. Some positions are currently in this group that probably better belong within an existing bargaining unit or a new unrepresented group. The Key and Management Group has had a checkered past in terms of how this group has been treated regarding salary and benefit issues. In reality, there appear to be few guidelines for managing a salary structure, and those that exist are confusing. This has caused inequities among Key and Management positions and the internal salary relationships they are a part of. City Hall • 3300 Newport Boulevard 9 Post Office Box 1768 • Newport Beach, California 92659 -1768 • Classificattand Compensation Study Page 2 The best way of dealing with these issues is to hire a consultant to perform a Class and Compensation study for this group. A classification and compensation study would result in the development of a comprehensive classification plan for all Key and Management positions, internal salary alignment of classes, the allocation of each position to an appropriate class and series, an external base salary, and the preparation of class specifications that reflect the current duties and responsibilities of each class. This study is expected to take twelve weeks to complete. It is a complex study that can't be accomplished internally with the personnel resources that we have. A classification and compensation study is important for it will provide the framework for the salary relationships throughout the organization. It will reconstitute Key and Management as a smaller group that has clear salary ranges and guidelines for movement within those ranges. It currently poses the largest problem area of any group within the organization in treating employees. For example, some of the Key and Management -positions currently have no ranges and position recruitment poses a real dilemma for establishing salaries and how those employees are treated salary-wise after they have been hired. • Key and Management Positions Class Code 7005 Position Title Accounting Manager 7326 Admin Assistant to Fire & Marine Chief 7328 Admin Assistant to Police Chief 7275 Admin Coordinator, Public Works 7360 Admin Coordinator, Utilities ' 8110 Admin Services Director/Treasurer 7185 Applications Coordinator 7010 Assistant City Attorney 7030 Assistant City Librarian 8142 Assistant City Manager (2) 8100 Building Director 7045 Chief Building Inspector 7060 Civil Engineer, Principal (3) 7070 Civil Engineer, Senior (3) 8105 Community Services Director 7100 Deputy Admin Services Director 7040 Deputy Building Director 7020 Deputy City Clerk (2) 7011 Deputy City Attorney - Litigation 7110 Deputy General Services Director 7122 Development Services Manager 7125 Division Manager (2) 7130 Equipment Maintenance Superintendent 7320 Executive Assistant to the City Manager 7150 Field Operations Superintendent 8115 Fire & Marine Chief 7135 Fire EMS Manager 7002 Fiscal Services Manager 7140 Fiscal /Information Services Manager 8120 General Services Manager 7175 Information Systems /GIS Coordinator 7180 Library Information Systems Coordinator 7190 Management Analyst (4) 7080 Management Information Systems Manager 7195 Operations Coordinator 8150 Public Works Director 7230 Park & Tree Maintenance Supervisor 8140 Planning Director 8145 Police Chief 7245 Public Information Officer 7290 Recreation Services Manager 7300 Refuse Superintendent 7305 Revenue Manager 7310 Risk Manager 7292 Senior Services Manager 7370 Utilities Superintendent qty of Newport Beach BUDGET AMENDMENT 2000 -01 EFFECT ON BUDGETARY FUND BALANCE: Increase Revenue Estimates X Increase Expenditure Appropriations Transfer Budget Appropriations SOURCE: from existing budget appropriations from additional estimated revenues PX from unappropriated fund balance EXPLANATION: N0, BA- 058 AMOUNT: S75,p00A0 Increase in Budgetary Fund Balance AND X Decrease in Budgetary Fund Balance No effect on Budgetary Fund Balance This budget amendment is requested to provide for the following: To increase expenditure estimates for Classification and Compensation Study for Key and Management positions. ACCOUNTING ENTRY: BUDGETARY FUND BALANCE Fund Account 010 3605 REVENUE ESTIMATES (3601) Fund/Division Account EXPENDITURE APPROPRIATIONS (3603) Division Number Account Number Division Number Account Number Division Number Account Number Division Number Account Number Signed: Signed: Administrative Description General Fund Balance Description - Description 0410 Human Resources 8080 Services - Professional & Technical al: Administrativ Sen ppro City Manager Amount Debit Credit $75,000.00 $75,000.00 Director Date s D Signed: City Council Approval: City Clerk Date *y of Newport Beach BUDGET AMENDMENT 2000 -01 EFFECT ON BUDGETARY FUND BALANCE: Increase Revenue Estimates Pq Increase Expenditure Appropriations Transfer Budget Appropriations SOURCE: from existing budget appropriations from additional estimated revenues X from unappropriated fund balance EXPLANATION: NO. BA- 058 AMOUNT: i�5,000.00 Increase in Budgetary Fund Balance AND X Decrease in Budgetary Fund Balance No effect on Budgetary Fund Balance This budget amendment is requested to provide for the following: To increase expenditure estimates for Classification and Compensation Study for Key and Management positions. ACCOUNTING ENTRY: BUDGETARY FUND BALANCE Fund Account Description 010 3605 General Fund Balance REVENUE ESTIMATES (3601) Amount Debit Credit $75,000.00 $75,000.00 Autos a0c System Entry. Signed: FiwAcial Approval: Ad777ZZ7 4:�Irrldl ctor Date Signed: Z . Administrative Appro al: NNC��ittty Manager // e Signed: City Council Approval: City Clerk Date Fund/Division Account Description EXPENDITURE APPROPRIATIONS (3603) Description Division Number 0410 Human Resources Account Number 8080 Services - Professional 8: Technical Division Number Account Number Division Number Account Number Division Number Account Number Amount Debit Credit $75,000.00 $75,000.00 Autos a0c System Entry. Signed: FiwAcial Approval: Ad777ZZ7 4:�Irrldl ctor Date Signed: Z . Administrative Appro al: NNC��ittty Manager // e Signed: City Council Approval: City Clerk Date