WIS REPORT ON MAJOR

JOB RECLASSIFICATION AND

COMPENSATION PROJECT

2006

INTRODUCTION

This report is the culmination of a job re-classification and compensation project

undertaken by Waggoner, Irwin, Scheele and Associates, Inc., on behalf of Monroe County. The

project objectives were threefold: 1) to update job descriptions for all County full-time and part-

time positions; 2) to re-classify the job descriptions according to the Factor Evaluation System

(FES), using the guide charts of the system that assign points to the major dimensions of each

job; and 3) to conduct an external salary analysis and make salary recommendations for the

purpose of placing the various positions into a close correspondence with the external labor

markets.

JOB CLASSIFICATION

The project involved preparing new job descriptions from information provided on

existing job descriptions, from job questionnaires, and from department head interviews.

Employees and department heads were asked to make revisions to existing job descriptions and

complete job questionnaires. Using the revised job descriptions and questionnaires, WIS

consultants drafted new job descriptions which were then returned to employees and supervisors

for review and revision. In addition to assisting with classification and compensation, the

completed job descriptions have a variety of uses that are important in establishing and

maintaining a professional human resources system. Among the uses of the job descriptions are:

•Identifying essential functions under provisions of the Americans with Disabilities Act (ADA).

•Establishing and documenting requirements and minimum qualifications in recruiting and selecting new employees.

•Establishing, implementing, and documenting standards for training, promotion, and other conditions of employment.

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•Verifying and documenting compliance with various government regulations, including the Equal Pay Act, Fair Labor Standards Act (FLSA), Family and Medical Leave Act (FMLA), and the Occupational Safety and Health Administration (OSHA). •Establishing a standard set of factors on which job performance can be fairly and objectively measured.

The Factor Evaluation System (FES) format of the job descriptions provides for the

positions to be “factored” using guidecharts of the FES. The FES was developed by the United

States Department of Labor in the early 1970’s and has been implemented by state and local

governments throughout the United States, including the State of Indiana and numerous Indiana

counties and cities. This system separates positions into categories so that similar positions are

compared only to each other (for example, a police officer and secretary have different job

description factors and are categorized in different job categories based on the vastly different

nature of their respective duties).

For this project the following job categories were used: ■ COMOT (Computer, Office Machine Operation, Technician):

COMOT positions usually require on-the-job training and knowledge of basic office skills and procedures. COMOT positions usually require a minimum of a high school diploma or its equivalent, and may require two years of education beyond high school at a university or vocational school. COMOT positions are trained to provide administrative support to other job categories or elected officials. COMOT duties usually involve standardized operations, but can also involve limited supervisory responsibilities, high skill levels in certain fields or processes, or operation of highly technical equipment, such as in laboratories. These positions are usually recruited from the local labor market and compensated according to local labor market trends.

Sample COMOT job titles in Monroe County include Secretary, Administrative Assistant, Court Reporter, and Deputies of Elected Officials.

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■ LTC (Labor, Trades, and Crafts): LTC positions usually involve skills and knowledge that can be learned on-the-job or through prior experience, although some require special certifications, training, or vocational school. These positions include both the skilled and the unskilled labor and trade positions. LTC duties are often manual, requiring varying amounts of physical strain and effort, and involving varying amounts of responsibilities during work projects. LTC positions are sometimes unionized. Recruitment is generally done within the local labor market and compensated according to prevailing local wages.

Sample LTC job titles in Monroe County include General Maintenance Worker, Truck Driver, Mechanic, and Equipment Operators.

■ PAT (Professional, Administrative, Technological): PAT positions usually require a baccalaureate degree or equivalent training and experience. Duties performed by PAT employees often involve direct application of professional principles, development of policies and procedures, or administration of an assigned area of responsibility. Recruitment and compensation of PAT positions is usually determined by state, regional, or in some cases, national trends.

Sample PAT job titles in Monroe County include Licensed Practical Nurse, Environmental Health Specialist, Planner, and Emergency Management Director.

■ Merit POLE (Protective Occupations, Law Enforcement):

Merit POLE positions require specialized training and may require two or more years of college education. Positions in this category are involved in protecting life and property, maintaining order, responding to emergencies, policing and enforcing laws, or supervising such operations. Merit POLE officers must complete the Indiana Law Enforcement Academy training for law enforcement officers and are subject to the merit rules according to Indiana Code. Merit POLE positions are generally recruited from and compensated according to regional trends.

Sample Merit POLE job titles in Monroe County include Deputy Officer, Merit Captain/Detective, and Merit Sergeant.

■ Civilian POLE (Protective Occupations, Law Enforcement):

Civilian POLE positions may require specialized training, on-the-job training, and usually require a minimum of a high school diploma or its equivalent. Positions in this category are involved in protecting life and property, maintaining order, responding to emergencies, policing and enforcing laws, or supervising such operations. Civilian POLE officers may be required to complete specialized training by the Indiana Law Enforcement Academy. These positions are usually recruited from the local labor market and compensated according to regional labor market trends.

Sample Civilian POLE job titles in Monroe County include Animal Management Officers, Corrections Officers, Court Bailiffs, Investigators, and Jail Sergeants.

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■ EXE (Executives): Executive positions are held by approximately two percent of an organization’s employees, who usually plan, direct, and implement major programs, with salaries determined by regional and national patterns. Sample EXE job titles in Monroe County include Health Administrator, Parks & Recreation Administrator, Deputy Prosecutor, Deputy Public Defender, Highway Director, Planning Director, and County Attorney.

■ SO (Special Occupations): SO positions are separated from the classification system for various reasons, usually for special terms and conditions of employment, rules, or laws governing compensation. Compensation and recruitment for SO positions are determined by the unique circumstances for each position. For example, Probation Officers are classified as SO’s due to the requirement of following the 2006 Minimum Salary Schedule for Probation Officers as issued by the Judicial Conference of Indiana. Chief Deputies of elected officials are classified as SO’s due to their unique relationship to the elected officials and their role as politically appointed positions. Other positions may be considered SO’s (such as Network Operations Manager) because of the technical nature of the position and the labor market for qualified employees drives the compensation levels beyond what can be accommodated by the classification system.

A different set of guide charts exists for each job category, except for the SO category.

Factor evaluation training was provided to the County Attorney and three members of the

Monroe County Council.

All position descriptions were factored and points were assigned to the various

dimensions of each job, e.g. knowledge and skill, job requirements, responsibility, physical

effort, working environment, and personal work relationships. Point totals were compared to

other similar positions outside of employment with Monroe County. A statistical analysis was

performed that compared the “worth of the job” (i.e. the factor points) to the salaries. This

analysis provided data on the overall integrity of the current pay structure, identified positions

that were either “low-outliers” or “high-outliers” (positions paid either less or more than other

similar positions within the County), and provided a basis for comparing Monroe County

positions to the external market.

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PAY GRADES Jobs that are very close in total points are viewed as being in a “classification pay grade”

that will ensure that all jobs within that cluster have the same base salary or wage. For purposes

of analysis, the positions in Monroe County have been grouped into pay grades within the

various job categories.

EXTERNAL JOB MARKETS Salaries and wages paid in the external job markets for each job category were obtained.

A database of salaries and wages is maintained and continually updated, with special surveys

where organizations are asked for compensation information on COMOT, LTC, PAT, and POLE

jobs. An external pay line has been calculated based on 35 and 40-hour work weeks as noted.

ELEMENTS OF A PAY PHILOSOPHY

The County Council is responsible for defining the elements that establish the overall pay

philosophy of the organization. Apart from the various legal requirements pertaining to

compensation (e.g. overtime compensation, equal pay for equal work, minimum wage), other

elements of the pay structure need to be defined.

One of the most important questions to be answered is: Where do we want our

employees to be paid in relation to the external labor market? Some employers have a “pay

philosophy” that they will “lead” the market, meaning that their employees will be the best paid

employees within the labor markets in which they compete. This commitment brings with it

very high expectations for performance in a profit-making environment.

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Obviously, most organizations cannot be the leaders in the labor market. This is

especially true of public employers and county government. But the responsibility nonetheless

remains to establish an objective for the organization to be at a specified level in relation to the

external labor markets; 70%, 80%, 85%, 90%, 100%, or more. The intent is to strive to maintain

that relationship through time.

MODIFICATIONS TO CURRENT CLASSIFICATION SYSTEM

As part of this re-classification and compensation project, we evaluated the County’s

current classification system and made several modifications. In the COMOT, PAT, LTC,

Civilian POLE, and Merit POLE job categories an empty pay class has been established that

provides the County with the future option of placing new entry-level positions in this pay class.

Specific modifications to each job category are noted below.

1) COMOT (Computer, Office Machine Operation, Technician) The majority of the County’s positions are concentrated in the COMOT job category. Under the current system, COMOT positions are segmented into six (6) different classification levels as listed below:

COMOT I (Less than 300 points) COMOT II (a) (300 to 355 points) COMOT II (b) (365 to 395 points) COMOT III (a) (400 to 455 points) COMOT III (b) (465 to 495 points) COMOT IV (500 points and above)

Our review of the job descriptions for these positions indicates that there are some distinct differences in job duties and responsibilities among the COMOT positions. Under the modified FES classification system, COMOT positions are segmented into five (5) different classification levels. As a result, the classification levels are wider and contain more positions in each level than in the previous classification system. The modified COMOT schedule is listed below: COMOT I (Less than 200 points) COMOT II (200 to 295 points) COMOT III (300 to 395 points) COMOT IV (400 to 495 points) COMOT V (500 points and above)

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The classification level has changed for many of the COMOT positions, with some positions moving up a level and other positions moving down. This has resulted in some pay discrepancies among positions classified at the same level. For example, the current salary for the Administrative Assistant in the Auditor’s Office is $25,530 and the current salary for the Administrative Assistant in the Probation Department is $23,070. It is recommended in the subsequent phase-in plan that the County make salary adjustments within each classification level to equalize pay among like positions.

2) PAT (Professional, Administrative, Technological) Under the current classification system, PAT positions are segmented into four (4) different classification levels as listed below: PAT I (295 points and below) PAT II (300 to 395 points) PAT III (400 to 495 points) PAT IV (500 points and above) Under the modified classification system, PAT positions are segmented into five (5) classification levels as listed below: PAT I (Less than 200 points) PAT II (200 to 295 points) PAT III (300 to 395 points) PAT IV (400 to 495 points) PAT V (500 points and above) As mentioned with the COMOT positions, the classification levels have changed for many of the PAT positions. Again, this has created several pay discrepancies among positions classified at the same level. For example in the PAT II classification level, current salaries range from $23,066 to $33,218. In the PAT III classification level, salaries range from $26,689 to $35,536. Salaries range from $30,260 to $37,944 in the PAT IV classification level and $33,200 to $43,260 in the PAT V classification level. It is recommended in the subsequent phase-in plan that the County make salary adjustments within each classification level to equalize pay among like positions.

3) LTC (Labor, Trades, and Crafts) Positions in the LTC job category have previously not been classified. Under the recommended classification system, LTC positions are segmented into five (5) classification levels as listed below: LTC I (Less than 200 points) LTC II (200 to 295 points) LTC III (300 to 355 points) LTC IV (360 to 395 points) LTC V (400 points and above)

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Overall, positions in the LTC job category possess internal pay equity among the various positions. However, a few pay discrepancies were identified, including salaries for maintenance positions. For example, the General Maintenance position in the Aviation department is paid $28,563, the Maintenance and Security Building Assistant for the Commissioners is paid $27,568, and the salary for the Park Maintenance Technician is currently $24,632. It is recommended in the subsequent phase-in plan that the County make salary adjustments within each classification level to equalize pay among like positions.

4) Civilian POLE (Protective Occupations, Law Enforcement)

Positions in the Civilian POLE job category have previously not been classified. Under the recommended classification system, Civilian POLE positions are segmented into seven (7) classification levels as listed below: Civilian POLE I (Less than 200 points) Civilian POLE II (200 to 295 points) Civilian POLE III (300 to 350 points) Civilian POLE IV (355 to 395 points) Civilian POLE V (400 to 495 points) Civilian POLE VI (500 to 595 points) Civilian POLE VII (600 points and above) As a result of classifying positions in the Civilian POLE category, we identified several pay discrepancies. Salaries for Corrections Officers vary between $26,145.60 and $28,100.80. It was reported that the salary of $26,145.60 is the entry-level salary for Corrections Officers and after one (1) year salaries are increased to $28,100.80. Community Corrections Field Officers, who are classified at the same level as Corrections Officers, are paid $2,118.80 less than the one year rate for Corrections Officers. It is recommended in the subsequent phase-in plan that the County make salary adjustments within each classification level to equalize pay among like positions.

5) Merit POLE (Protective Occupations, Law Enforcement) Positions in the Merit POLE job category have previously not been classified. Under the

recommended classification system, Merit POLE positions are segmented into four (4) classification levels as listed below:

Merit POLE I (300 to 395 points) Merit POLE II (400 to 495 points) Merit POLE III (500 to 555 points) Merit POLE IV (560 points and above) As a result of the current rank structure present in the Sheriff’s department, the Merit

POLE job category possesses the best internal pay equity among positions compared to other job categories.

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6) EXE (Executives)

Under the current classification system, EXE positions are segmented into two (2) different classification levels as listed below: EXE I (39 points and below) EXE II (40 to 48 points) No changes have been made to the current structure of the EXE classification levels. However, the Executive Director position in the Prosecutor’s Office has been moved from the PAT IV level to an EXE I level. In addition, the Planning Director has been moved from an EXE I to an EXE II.

COMPARISONS TO EXTERNAL MARKET BY JOB CATEGORY The term “midpoint” as used in this report refers to the mean or average pay rate for jobs

surveyed in the external market. For a listing of individual job titles, their proposed FES

classification, and comparison between current compensation and the external market

compensation, please refer to the appendices at the end of this report. Following are comparative

compensation analyses by job category:

1) COMOT (Computer, Office Machine Operation, Technician)

External Midpoint Current Range

COMOT I $21,694 N/A ($11.92 per hour)

COMOT II $23,587 $23,070-$24,786 ($12.96 per hour) ($12.67-$13.62 per hour) COMOT III $25,516 $23,070-$27,990 ($14.02 per hour) ($12.67-$15.38 per hour) COMOT IV $27,810 $23,543-$30,950 ($15.28 per hour) ($12.94-$14.88 per hour) COMOT V $30,194 $26,453-$32,281 ($16.59 per hour) ($14.53-$17.74 per hour) Note: External midpoint salaries based on 35-hour work week.

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Throughout the COMOT job category, there are instances of positions classified together in the FES system but paid at greatly varying rates. When we compared the current COMOT salaries to the external midpoint, we identified two (2) high-outliers in the COMOT II pay grade, ten (10) high-outliers in COMOT III, ten (10) high-outliers in COMOT IV, and eight (8) high-outliers in COMOT V. The remaining COMOT positions are below the external market. The total cost to move all COMOT positions to the external midpoint is $230,671. 2) LTC (Labor, Trades, Crafts) External Midpoint Current Range LTC I $27,248 N/A ($13.10 per hour) LTC II $29,304 $24,632-$28,563 ($14.09 per hour) ($13.53-$15.69 per hour) LTC III $31,514 $29,494-$30,804 ($15.15 per hour) ($14.18-$14.81 per hour) LTC IV $33,725 $31,262-$33,467 ($16.21 per hour) ($15.03-$16.09 per hour) LTC V $35,689 $30,260-$35,157 ($17.16 per hour) ($14.55-$16.90 per hour) Note: External midpoint salaries based on 40-hour work week. Overall, positions in the LTC job category in Monroe County vary in competitiveness with the external market. When comparing the current LTC salaries to the external midpoint, twenty-seven (27) of the forty-four (44) positions are within 6% of the external midpoint. Only three (3) positions require more than a 10% increase to reach the external midpoint. We identified just five (5) high-outlier positions in the LTC job category. The total cost to move all LTC positions to the external midpoint is $64,504.

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3) Civilian POLE (Protective Occupations, Law Enforcement) External Midpoint Current Salary/Range Civilian POLE I $26,790 N/A Civilian POLE II $28,207 $27,511 Civilian POLE III $29,788 $25,982-$30,284 Civilian POLE IV $31,895 $29,591-$31,449 Civilian POLE V $36,978 $30,857-$34,372 Civilian POLE VI $39,937 $40,984 Civilian POLE VII $43,727 $44,166 Note: External midpoint salaries based on 40-hour work week. The Civilian POLE job classification showed the positions of Court Bailiff, Jail Sergeant, Assistant Jail Commander, and Jail Commander to be very competitive with the external market. However, the CASP Field Officer and Corrections Officer positions in the Civilian POLE III classification level lag behind the external midpoint by 13.93% to 14.65%. The total cost to move all Civilian POLE positions to the external midpoint is $156,037. 4) Merit POLE (Protective Occupations, Law Enforcement) External Midpoint Current Salary Merit POLE I $34,000 N/A Merit POLE II $36,978 $33,557 Merit POLE III $39,937 $35,379 Merit POLE IV $41,629 $40,984 Note: External midpoint salaries based on 40-hour work week. Merit POLE job classifications and compensation follow the rank structure of the department. The current salaries for all Merit POLE classifications lag behind the external market midpoints. The total cost to move all Merit POLE positions to the external midpoint is $104,382.

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5) PAT (Professional, Administrative, Technological) External Midpoint Current Range PAT I $29,257 N/A PAT II $31,286 $23,066-$33,218 PAT III $33,361 $26,689-$35,536 PAT IV $35,454 $30,260-$37,944 PAT V $38,912 $33,200-$43,260 Note: External midpoint salaries based on 35-hour work week. Overall, positions in the PAT job category lag behind the external market by a total of 9.27%. When comparing the current PAT salaries to the external midpoint, positions in the PAT II classification level are the least competitive. The majority of these positions lag behind the external market by a range of 11.52% to 35.64%. Despite the overall lack of competitiveness in the PAT job category, seventeen (17) positions were identified as high-outliers. The total cost to move all PAT positions to the external midpoint is $227,155. 6) EXE (Executives) External Midpoint Current Salary/Range EXE I $50,322 $40,403-$51,500 EXE II $59,033 $54,023-$59,868 Note: External midpoint salaries based on 35-hour work week. Overall, positions in the EXE job category are fairly competitive in comparison to the external market. The majority of the positions lag behind the external midpoint by less than 7%. In addition, only four (4) high-outliers were identified. The total cost to move all EXE positions to the external midpoint is $108,945. 7) Special Occupations As discussed earlier in this report, positions classified as Special Occupations are done so for various reasons unique to each position. The Special Occupations category has been divided into three (3) groups: Chief Deputies, Professional and Technical, and Probation.

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Chief Deputy Group: Chief Deputies to elected officials are recommended as Special Occupations due to their status as political appointees of respective elected officials. It is recommended that compensation for Chief Deputies of elected officials be tied directly to that of their elected official. The market data provided on the pay plans represents 75% of the elected official’s salary. There is one position, the Chief Deputy position, in the Sheriff’s Department that is based on external salary data and is not directly tied to the salary of the Sheriff. Professional/Technical Group: Positions in this group include several positions from the Technical Services department, the Highway Drainage Engineer, Title IV-D Court Commissioner, Health Commissioner, and Advanced Practice Nurse. These positions are recommended as SO’s because of their technical nature. The labor market to recruit qualified employees for these positions drives compensation levels beyond what can be accommodated by the classification system. Probation Officer Group: Probation Officers are recommended as Special Occupations based on Indiana Code, granting authority for setting their compensation to the Judicial Conference of Indiana. The Judicial Conference issued a 2006 Minimum Salary schedule for Probation Officers. While counties may exceed these minimum levels, it is recommended that Monroe County adhere to the schedule adopted by the Judicial Conference. The cost to bring the SO positions up to the external midpoint is $50,004, excluding

Probation Officer salaries.

8) Elected Officials Overall, positions for the elected officials vary in competitiveness with the external

market. When comparing the current salaries of elected officials to the external midpoint, nine (9) of the twenty-two (22) positions are within 7% of the external midpoint. However, twelve (12) positions require more than a 16% increase to reach the external midpoint. The total cost to move all elected officials’ positions to the external midpoint is $53,615.

PROPOSED PHASE-IN PLAN

The total cost to move all positions to the external midpoint is $995,313, which is

equivalent to a 7.26% increase. While it is understood that such a large adjustment in salaries is

difficult to implement in one year, it is more attainable to allocate salary adjustments over two

(2) or three (3) years. If not feasible in two (2) years, it is recommended that Monroe County

implement a three (3) year phase-in plan that will allow all positions below the external midpoint

to reach the midpoint salary by the end of three (3) years.

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In the first year, it is recommended that the County Council make salary adjustments to

the external midpoint with a $2,000 cap. The total cost of adjustments for the first year is

$654,055, which equals a 4.77% increase. The second year, adjustments to the external midpoint

are made with a $3,000 cap. The total cost of adjustments for year two is $303,862, a 2.11%

increase. Finally, in the third year, the cost to bring all remaining positions up to the midpoint is

$37,396, a 0.25% increase. If this cost could be absorbed in the second year, the third year

projection would be based on standardized base salaries for all classifications.

The effectiveness of the new classification system will decrease with each year salary

adjustments are extended much beyond three years. There are several positions that are currently

paid above the external midpoint and will receive no pay increases over the course of the phase-

in plan. In addition, please note that with each year the County is working to meet the current

external midpoint, the external market is continually moving.

FUTURE PAY INCREASES

When the determination is made regarding the appropriate relationship with external

markets, then future pay increases should be tied to a prescribed percentage. For example, if the

labor market moves upward by 3%, then the objective is to provide 3% new dollars to maintain

each position in its relation to the market. If that revenue is not available that year, it does not

mean the objective is abandoned. Rather, all employees must understand that salary dollars

depend on available revenue. If and when revenue improves, the effort should be made to

“catch-up” in relation to the market. Obviously, labor markets for the different job categories

may move at different rates, and even in different directions.

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For example, the labor market increase for PAT positions might be 3%, but for LTC jobs

the market might move upward by only 2% in the same year. Moreover, each pay grade can

change at different rates. The movements in the external labor markets are determined by an

annual wage and salary survey.

FAIR LABOR STANDARDS ACT

Each job description prepared for Monroe County has a designation for compliance with

the overtime requirements of the Fair Labor Standards Act (FLSA). These designations are

“EXEMPT” and “NON-EXEMPT.”

“EXEMPT” positions are positions that are exempt from the overtime requirements of the

FLSA, meaning that Monroe County is not required to pay an overtime rate of 1.5 times the

regular hourly rate for overtime hours. “NON-EXEMPT” positions are positions that Monroe

County is required to pay an overtime rate of 1.5 times the regular hourly rate for overtime hours

or compensatory time-off at the rate of 1.5 times the time worked over 40 hours in a workweek.

As positions change overtime, and as new regulations concerning the FLSA status of positions

are released by the U.S. Department of Labor (DOL), the FLSA status should be reviewed to

ensure Monroe County’s compliance. (See compensation plans for designated FLSA status.)

LONGEVITY PAY Longevity pay rewards employees for their tenure with an organization. Like vacation

schedules it is a benefit that normally increases with years of service. Longevity is readily

understood by managers and employees alike and has been a part of employer [particularly

public employers] pay structures for a long time. Longevity pay does provide a means to ensure

that new hires are not paid an equal amount of compensation of senior employees who train them

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in their new job. Absent a well-documented performance based system, it provides for a non-

discriminatory method to recognize loyal service to the organization.

Part of the longevity pay philosophy between employer and employee involves the

learning curve of the job relative to increased amounts and intervals of longevity pay. The

County’s existing schedule is:

Years of Service Longevity Amount Less than 1 $0 1 $200 2 $400 5 $600 10 $800 15 $1,200 20 $1,400 25 $1,700 30 $2,000 35 $2,300 In 2006 the County’s longevity appropriation is $385,350. It is reported that the actual longevity

pay out will be $322,500.

PERFORMANCE PAY

Monroe County could establish and implement a performance-based pay system. The

objective of the performance-based pay system is to motivate employees by linking pay to

performance. Performance pay could be either in addition to, or an alternative to longevity pay,

or designed as a combination of both; a pay philosophy question for the County Council to

weigh.

A performance based system would allow elected officials and department heads to

award merit-based pay adjustments to recognize truly superior employee performance. This

added bonus for performance would be tied directly to an annual performance evaluation

completed by elected officials and department heads. In moving to a pay-for-performance

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system there should be a clear link between payouts and results, employees need to believe that

the plan is fair, and the performance measures must be well-defined. Implementing a

performance system will require adopting a standardized performance evaluation form, policy,

and procedures for recordkeeping and reporting purposes. Moreover, evaluators will need to be

provided training in administration of such forms and procedures.

Performance pay could be awarded in the following manner: Performance Evaluation Rating Performance Bonus Amount Satisfactory = Competent, dependable performance. $500 Understands performance standards of the job. Very Good = Results clearly exceed most position $750 requirements. Performance is of high quality and is achieved consistently. Outstanding = Performance is exceptional and $1,000 recognizable as being far superior to others. If implemented, it is recommended that the performance bonus be paid annually as a separate check, and not rolled into the base salary. Otherwise, embedding performance pay with base salary will make it difficult to track through time; also it will increase the probability of new hires inheriting performance pay from terminating employees. SUPPLEMENTAL/TECHNICAL PAY Monroe County provides employees with supplemental pay or technical pay for specific

positions in which duties are performed outside of the normal job requirements or for certain

certifications achieved. We sampled other counties of similar population size to Monroe County

on whether supplemental or technical pay was provided to employees. Out of the eight (8)

counties sampled, only two (2) counties, (Delaware County and Madison County) reported

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paying any supplemental or technical pay. Both Delaware and Madison Counties only offer

supplemental pay in the Sheriff’s departments.

In addition to Delaware County and Madison County, three other counties, St. Joseph

County, Allen County, and Henry County, were examined to show comparisons of technical pay

in counties of different population sizes.

Listed below are the types and amounts of supplemental/technical pay provided by the

counties sampled:

Delaware County Madison County Tactical Team $300 per year Tactical Team $500 per year Allen County Henry County SWAT Team $520 per year SWAT Team $400 per year K-9 Unit $693 per year K-9 Unit $400 per year St. Joseph County Scuba Diver $500 per year Tactical Team $500 per year DRT-Jailers $500 per year This system of supplemental/technical pay has proven to be positive overall in Monroe

County. While Monroe County seems to be one of the few counties offering such a wide array

of supplemental pay, many counties that were sampled stated that they would like to see such a

system implemented in their county in the future. It is recommended that if the County

continues to offer such pay to its employees, that all supplemental and technical pay be added to

employees’ base salaries for purposes of accurately computing overtime pay rates. However, it

is not recommended to roll the supplemental or technical pay into the base salary, but to issue a

separate check for supplemental or technical pay. This practice will lessen the possibility of a

new hire inheriting supplemental or technical pay from a former employee.

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INTERRELATED IMPLEMENTATION CONSIDERATIONS

Implementing the new classification pay schedules is undoubtedly dependent on available

revenue. Nonetheless, there are other interrelated considerations that have an impact on the

County’s ability to make pay adjustments. Health care benefits are a large part of the “total

compensation,” those plans must be regularly monitored to evaluate costs and efficiencies.

However, most public employers have relatively comparable benefit packages.

Besides re-evaluating longevity and performance pay, and converting to a 40-hour work

week there are other relevant operational measures to consider for funding the pay plan:

1. Staffing analysis.

2. Moving certain salaries from the general fund to other discretionary funds or user fees. 3. Permit and user fee analysis.

4. Use of technology.

5. Purchasing review.

6. Vehicle acquisition and use.

7. Facilities analysis.

8. Job restructuring.

MAINTAINING THE JOB CLASSIFICATION SYSTEM As new jobs are added, and as reorganizations occur and jobs change, there must be a

way to write and update job descriptions, evaluate them, and insert them into the appropriate pay

grade. This maintenance plan was developed to ensure that the new Monroe County job

classification system is kept up-to-date and useful through time.

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Maintaining the job classification system for COMOT, LTC, PAT, POLE, and SO jobs

involves establishing a series of procedures. These guidelines will provide for an on-going

review of job classifications and compensation schedules upon request of elected officials,

department heads, and employees. Provisions for adding or deleting positions to the system are

also specified.

Job Classification Based On Position Descriptions

The basis for the classification system is the job description. It is a written statement for

each job and contains the following information:

Title of Position

Department in which the position exists

Job Category (COMOT, LTC, PAT, POLE or SO)

Date Written: Date Revised: (documents a record of the job)

FLSA Status: (documents exempt/non-exempt status for overtime)

Statement of Duties: (specifies key dimensions of the job)

Jobs in any one category cannot be compared to jobs in another category. For example,

COMOT jobs cannot be compared to PAT jobs. The factor evaluation system only compares a

position to jobs within the same job category.

All positions within a job category are classified by assigning numbers (points) to the job

description. These points are called “factor evaluation points” and were assigned to each job

description. After points were assigned to each position, “classes” of jobs were grouped within

each job category. Classifications were compared to salaries and wages to assure there is pay

equity among all positions. Factor guide charts were used by the factor team in arriving at the

total factor evaluation points.

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Monroe County Personnel Advisory Committee

It is recommended that the 3-member Monroe County Personnel Advisory Committee

[PAC] continue overseeing maintenance of the job classification and pay plan. This committee

serves in an advisory capacity and is responsible for overseeing job review procedures and

making job reclassification and pay policy recommendations to the County Council. All requests

shall be heard by the full Council after PAC has completed its review and formed its

recommendation. Emergency PAC meetings may be called by a majority of two (2) of the PAC

members. As secretary to the County Council, the Auditor shall prepare notices of PAC

meetings and transcribe PAC meeting minutes, and records of votes and recommendations.

Job Review/New Position Requests

There are two occasions when a job description should be reviewed:

1. When a position becomes vacant. The department head should review the job description for possible changes before either hiring a new person, or, alternatively, eliminating the position.

2. When a reorganization of an office occurs and there is “significant” shifting of

duties among positions; or when “substantial” new duties are added/deleted to an existing job.

Following the installation of the new job classification, elected officials and department

heads will be provided information on making job review and new position requests for

committee review. Normally, such requests can be made prior to budget hearings, and again,

after the first of each year when the salary ordinance is in force. Reclassification requests for

existing positions shall not be reviewed more than once in a twenty-four (24) month period.

Reclassification of a position may not be filed within the first twelve (12) months of a

new employee’s tenure as a County employee. New position and/or new employees requests

that are disapproved shall not be reconsidered by the PAC for a period of twelve (12) months

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from the date of original submission. New positions and/or employees that are approved shall

not be considered for reclassification for a period of twelve (12) months from the date of the

original submission.

Policies and Procedures

It is recommended that maintenance policies and procedures be adopted by the County

Council with the salary ordinance during budget hearings. When adopting these procedures,

special attention must be made to ensure that standard forms and procedures be used by elected

officials, department heads, and employees requesting an action of the Committee.

Procedures for Reclassification of a Position or Reorganization of an Office The following reclassification/reorganization of office review procedures are established to provide a systematic method to process such requests. Offices or departments submitting a request shall use the following steps to make reclassification/office reorganization requests: STEP 1: Secure “Job Classification Review Form” and a copy of the official job description adopted by the County Council for the position(s) being reviewed from the Monroe County Auditor’s Office. STEP 2: Complete and return “Job Classification Review Form,” including any supportive documentation to the Auditor’s Office. Proposed revisions to the job description should be indicated on the description and be included as part of supportive documentation. STEP 3: The “Job Classification Review Form,” and supportive documentation will be submitted to PAC by the Auditor's Office. PAC will hear a presentation by the department head or elected official and shall decide whether to submit the request to the Council management consultants for their review and recommendation. STEP 4: If requested by PAC, the Council consultants may conduct an assessment including but not limited to the following: reviewing the department's organizational plan, evaluating the factor evaluation points for the position, considering the probable impact on the County's overall classification system and the fiscal impact, and suggesting alternative methods to perform proposed job functions. STEP 5: An Assessment Report will be prepared by Council consultants and submitted to the Auditor's Office for distribution to the PAC and the department head or elected official.

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STEP 6: PAC shall review and evaluate the reclassification/office reorganization request, supporting documentation and Assessment Report; and submit recommendation for approval/disapproval to the County Council. STEP 7: The County Council shall review all pertinent information and make a final determination for approval/disapproval.

Procedures for Adding a New Position and/or New Employee The following new position and/or new employee review procedures are established to provide a systematic method to process such requests. Offices or departments submitting a request shall use the following steps to make new position/new employee requests: STEP 1: Secure “New Position/Employee Request Questionnaire” form from the Auditor’s Office. STEP 2: Complete and return questionnaire including supporting documentation to the Auditor's Office. The department head or elected official shall submit a draft job description as part of the supporting documentation. STEP 3: PAC will hear a presentation by the department head or elected official and shall decide whether to submit the request to the Council management consultants for their review and recommendation. STEP 4: If requested by PAC, the Council consultants may conduct an assessment including but not limited to the following: reviewing the department's organizational plan, evaluating the factor evaluation points for the position, considering the probable impact on the County's overall classification system and the fiscal impact, and suggesting alternative methods to perform proposed job functions.

STEP 5: An Assessment Report will be prepared by Council consultants and submitted to the Auditor's Office for distribution to the PAC and the department head or elected official. STEP 6: PAC shall review and evaluate the new position/employee request, supporting

documentation and assessment report; and submit recommendation for approval/disapproval to the County Council.

STEP 7: The County Council shall review all pertinent information and make a final determination for approval/disapproval.

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Proposals for reorganization of a department

Proposals for reorganization of an office must be filed with PAC and processed according

to these procedures. Offices or departments submitting such requests to PAC will be subject to

an organizational assessment of office or department operations. This may involve considering

alternative methods for accomplishing the proposed job functions. (reorganization, part-time,

independent contracting, adjustment of work hours/shifts, equipment, new technologies, etc.)

Recruitment and Hiring When a job is vacant and the hiring process begins, the following steps should be taken: STEP 1: The job description is reviewed and changes made, pursuant to the Steps above. STEP 2: Consistent with the job description, the department head determines the minimum

qualifications for the position, as well as any preferred qualifications. These are included on the job description, which will be used in posting.

STEP 3: The job description and salary is distributed through normal County recruitment

channels used by the department head, consistent with EEO guidelines, until the position is filled.

Wage and Salary Analysis

Once a year, prior to budget hearings, a wage and salary analysis should be conducted

that will include all positions in the County classification system. This analysis will be presented

to the County Council for use during budget hearings.

County Council Staff

Several years ago Vanderburgh County established a County Council Executive Assistant

position; the incumbent is responsible for coordinating fiscal and legislative functions of the

Council. Job duties and responsibilities involve fiscal and management research, compiling data

for analysis, and ensuring that communications, orders and directives emulating from the

Council are performed. This staff person coordinates the communication and documents needed

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for appropriation requests and transfers; and notifies department representatives of their

requested attendance at Council, Finance, and Personnel Committee meetings. A core function

is coordinating the County’s job classification and compensation activities, assisting County

officials, employees, and consultants with maintenance procedures, salaries and other personnel

related matters such as requests for new positions. This staff person reports directly to the

Council President; attends all Council meetings, and follows-up on Council assignments.

It is recommended that the Monroe Council evaluate the benefit of establishing a similar

position.

Consultant Assistance

Consultant assistance is available for:

1. Implementing the new classification and compensation system.

2. Developing forms, policies, and procedures.

3. Reviewing and updating job descriptions. 4. Assisting in factoring of positions. 5. Conducting an annual independent salary analysis. 6. Providing consultation as requested. REFERENCES

Association of Indiana Counties – Annual County Fact Book

Bureau of Labor Statistics – Metropolitan Area Occupational Employment and Wage Estimates

Compensation in Nonprofit Organizations, 18th Edition – Abbott, Langer & Associates, Inc.

Wage and Salary Survey 2006 – Donald E. Burris CCP

Salary ordinances for counties/cities surrounding Monroe County and counties with similar population sizes.