Agenda - 10/21/1996
AGENDA
SPECIAL MEE'I'ING
.Woodburn City CoundI
October 21, U96 - 7:00 P.M.
270 Montgomery Street * * WoodbUl'll, Oregon
1. CAlL TO OKD1l'.R
2. ROLL CALL
3. WORKSHOP
A. WelcomelIntroductlonlOpeniD&Remarks - ChrIs ChDds, City Adminl~tor
B. Presentation of Management/Non-Union Compensation Study
FlndiDgslRecommendatioDS - PC Northwest, Inc., Oudy CIarkIPam
Harbeck)
C. FB:al cooslderatioDS and Data - Chris ChUds, City Administrator
D. CouncD ~on and Direction
4. ADJOURNMENT
'.
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, .
,
Cl'IY OF WOODBURN
CLASSIFICATION AND COMPENSATION STUDY
Scope or Work - Phase I
The primalJ focus of Phase I was to prepare classification specifications for nonunion
admini~tive staff and management staff. Duties and responsibilities of 31 employees
were reviewed to determine proper classifications.
Study Methodology
Based upon this scope of wort, the following methodology and work plan was utiliZed:
PC Northwest met with designated management staff at City of Woodburn to
discuss and clarify the current c1assific.a.tion system and to identify discrepancies
and/or orpnizational changes. The Citts main concern was that a thorough .
review and analysis be conducted on the current duties and responsibilities of
designated positions, resuldng in new classification specifications. .
The next step was to distribute Job Analysis Questionnaires to all employees.
The questioDDaires were completed by employees and reviewed by their
supervisors. Interviews were conducted by the Project CoD,SUltant with all
employees to clarify information on the questionnaires.
PC Northwest then deve10ped draft classification specifications based off of all
information gathered. Draft classification specifications were reviewed ~
man~ent and employees for accuracy. Based on their cX\llIments, the Project
Consultant contactec1 employees or their supervisors to clarify corrections or
discrepaDdes. Fmal da~tion specifications were completed on~ appropriate
changes were made based on management and employee input.
Summary
Based on the above, the following changes and additions were Ii1ade to the new
classification system:
.
The Recreation Coordinator position has been split into.two positions, Recreation
Coordinator I and n Brian Sjothun will be placed in the n position' and Terry
Williams will be placed in the I position. This change was discussed with the
Recreation and Parks Director who concurs with these new cIa&mications. The
Recreation Coordinator n is distinguished from the I })9Sition in that it manages
two or more major recreational programs with larger participatiOBt has full
supervisory responsibility, and seeks out sponsorships and grants for programs.
".
. The Secretary classification has been retitled to Administrative Secretary. This
position performs considerable in-depth administrative duties, including budgetary
support, desktop publishing, procurement of materials and supplies, and tracking
grants.
Appendix A includes final classification specifications for the City of Woodburn positions
as a result of Phase I.
'II'
~ of Woodburn
Classification and Compensation Swdy
Scope of Work - PhaSe II
The primaI)' focus of Phase n was to conduct a salary and benefits survey. All nonunion
and management positions were induded in the market salary survey. .
Study Methodology
pC Northwest, with the review and approval from City of Woodburn, identified the
following pUblic entities and special districts to participate in the survey:
Oacttimu County Oak Lod&e Saaitaly Dist. Tualatin
aaa-nw; Waf<< DisL Ofe&oa Oty TuaIatin BiDs Park & Rec. Dist.
Forest Grove IlaiIlboW Wat<< Dist. UDifiecI Sewerage Apq
Marioa County Riva'Road Part It. Rec. Dist. wm---I_ne Park It Rec. Dist.
McMinnviIle 1lte Dales Yamhill Comty
Newberg Troatdale
AD participaJlts were contacted first to discuss the scope of the project. Both ClacPm8S
County and ClacPmas Water District declined to participate in the swvey. .
pC Northwest then developed a comprehensive questionnaire to obtain base salary data,
certification pay for ponce and public worts, longevity pay, paid leave, insurance
benefits, and other JI1~1Pl1eoas beaefits, Le., life insurance, retirement, long-term
disab~, and tax deferred anD~. a.~tion descriptions were included with the
questionnaire for participants to use in m-m.g compariSons.
Salary Survey
We asked participants to report compensation data effective July 1, 1996.
It was also determined, through review of ca.n6cation specifications and telephone
discussions, that Oat Lodge SaDituy District, Rainbow Water District, and Ui1ified
Sewerage Agency did not have JOOd job ma1d1es to the Water Superiatendent or
Wastewater Treatment Plant Superintendeat positions at Woodburn. participants
responded that their position had a much higher level of responsibilliJ than the Ci1f of
"', Woodburn positions.
The City Administrator is the only position that reports actual salaries rather than a
m;njmum and maximum of a range. The average salary of the data reported is
$5,834/month. This figure reprcscn1s a control point; that is a salarY amount whieh
represents the desired average pay for this position. Respondents reported this position.
on a contract basis. Hierarchy pay practices for top management typically deviate from
traditional practices. Because the performance of this top management position plays a
major role in the performance of the organization, retention and motivation become
important One requirement for achieving these two goals is a salary that is competitive
externally. Consequently, top management compensation, in contrast to other lower
level positions, is less likely to be based on maintenance of internal relationships/equity .
Page 2
"II'
'7ity of Woodburn
Classification and Compensation Study
and more likely to be based on a market competitive rate. Thus, the position was not
placed within the proposed sala1y structure. Compensation practices usually designate a
pay differential of 10%.to 15% between top management positions and the next leve~ of
management in the 'organization.
There were no matches found to the RSVP Manager. This position was assigned to a
pay grade based on the internal hierarchy to other City positions. .
Overall, the City is slightly under market' in base pay. Approximately one-half of the
positions reflect a need for an increase in pay of 5% or more.
Benefits Survey
A.t. Certification pay for Police:
Seven out of Dine respondents provide certification pay in addition to base salary.
The overall range of premium pay was 2.5% - 5% for BPSST intermediate
certificate and 3% - 10% for BPSST advanced certificate.
Woodburn's certification pay appears equitable to the market, as well as the pay
system for awarding cet1ification pay. .
A.2. Certification pay for Pub~ Works:
Only one eDU1J, Oregon City, pa,s additional compensation to recognize
certificatiOJi 'obtained for water system positions. If Woodburn would choose to
adopt cet1ification pay fOr public worb positioIis, it would mate the Qty a leader
in the m.arket, as weD as provide an incentive for motivating and retaining
employees.
B.
Longevity Pay:
Seven of the participantsprovicle longevity pay. AD but one do mt consider
performance standards when awarding lonJevity pay. . The percent and/or dollar
amount awarded vary SOIIlewhat. Three entities begin prorictiq longevity after ten
years of service, one special district provides longevity after one year of setvice,
and three other entities award longevity pay after five years.
~
'.
Although the majoriq of respondents have longevi~ pay, we would like to offer
the "pros and cons- of this type of compensation;
Pros:
. Does recognize and provide employees increases after long term employment
Cons:
. Provides employees with additional pay for no effort on their part.
· Does not recognize perforinance.
. It adds to base pay and therefore adds to the operating expense of the
organization over time.
Page 3
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'City of Woodburn
Oassification and Compensation Study
However, longevity pay tied to performance brings it back to something that can
benefit the organizatio~ i.e., the employer gives something in e:1d1mge for the
employee giving something. For this to be effective, a sttong, weB designed and
monitored performance management system would need to ~ in place.
C. Paid Leave:
The average vacation days granted annually at one year of employment equals 11.3
days. Vacation days granted annually at five years of employment averages at 15.9
days. At ten years of employment, the average is 19.3 days.
Only six respondents provide paid days off for personal leave, ranging from two to
five days per year.
The average number of holidays granted is 9.5 days.
Woodburn appears to be in line with the market. We feel the City has a very
generous paid leave program and do not see where any adjus1ments need to be
made.
D. Insurance:
Seven~-five percent (75%) of the participants pay III of the premium for medical,
dental and vision insurance for employees, and fifty-eight percent (58%) pay III of
the premium for dependents.
E.
The City's insurance benefits are comparable to the market.
Other Benefits:
Life insurance and retirement is provided by an participants. Employer
contributions to employee's retirement plan are provided in the attac1lments.
Participants provide a varie~ of miscellaneous benefits which includes employee
assistance and wellness programs.
".
The City of Woodburn is comparable to other benefits provided in the market and
above average on employer contribution paid towards a retirement plan for
employees. Under miscenaneous benefits, Woodburn provides a Performance
Bonus Program and Sick Leave Program.
OveralL the City of Woodburn ranks well in the area of benefits as a result of this
survey.
Appendix B includes spreadsheets that detail the results of the total compensation
survey.
Page 4
IT
c;ity of Woodburn
Oassification and Compensation Study
Scope of Work - Phase III
This phase included developing optional sa1aIy structureS for the Oty's consideration in
establishing an appropriate salary structure for the non-union positions.
Study Methodology
Three possible pay structures are presented in this report The ranges proposed in each
structure are traditional in nature and are developed based upon the salary SUIVey
information collected.
The first step in d~ing pay ranges, within the structure, is to determine range
midpoints. The midpoints are determined from the market pay range data that was
gathered from the sala1y suney. The next step .in developiDg ranges is to determine the
appropriate midpoint to midpoint differences between J'UII.CL Martet data revealed a
S% midpoint progression from range to range. After this, we determine range spreads.
A range spread is the difference between the minimum of a range and the maximum of
a range expressed in percentage terms. The range spreads are determined by evaluating
the range spreads collected in the sala1y survey. As a result of this process, the range
spread was calculated at 27.5%.
Merit Pay Stnlc:tu.re
The purpose of the "Merit Pay Structure" is to provide open pay ranges without steps.
Bach range is constructed for merit (percentage of base pay) increases based on
Performance. The size of the ina'ease (measured in percent) generally varies directly
with the individual's performance (the ~tter the performance the bigger the increase)
and, inversely, with the employee's position in the pay range (the lower the posiUon in
the range, the bigger the ina'ease as a percent of current pay). However, man.-gement
must ensure that the merit-pay programs measure performance as objectively as posst"le.
Management must carefully evaluate performance and make judgments regarding pay
differentials.
". Step System Structure
The use of the .Step SyStem Structure. is primarily to acknowledge longevity (though
diHerences in performance also may be reflected). The pay ranges are divided into a
number of pay rates with increases related to length of service.. For length-of-service
only, the employee receives single-step increases up to the range maximum, which is
usually at or just above the competitive going rate. If performance is unsatisfactory, the
step increase is denied. To use a step system for both length-of-service and
performance, a step increase is considered at a particular interval of time, ie., 12 months
of semce. The actual increase is based on the performance rating. For an .outstanding
performance" rating, a two-step increase may be granted; a "meets standards" rating may
warrant a one-step increase; and "does not meet standards" rating receives no increase.
Page S
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Gity of Woodburn
Classification and Compensation Study
Competency/Merit Structure
'The "Conlpetency/Merit Structure" includes elements of the first two. 'The entry rate is
equivalent to the first step of the ruge.. Above the entry rate, there are three"
competency steps which the employee achieves through longevity and satisfactory job
performance much the same as the step system. Above the third competency step, there
is an open merit range. Movement into and through this area of the range requires a
set amount of time in the highest com~tency step (i.e., "one year or more) plus above
satisfactory job performance. The employee who attams the open merit area of the
range needs to maintain above sa1isfactory performance as measured by meeting
~ed goals or "performance targets to receive further doDars. If performance slipped
down to satisfactory. the employee would receive no increase until the highest
competency step moved above the employee.s pay rate due to adjustment of the whole
pay structure. With continued above satisfactory performance, the employee could
progress to the range maximum. Recognition of higher' performance levels is achieved
with this structure while also maintBinu.g most of the aecu~ employees feel with the
step system. As with the open range merit structure, a performance DJAntlgeDlent system
would need to be d~gned and comm~nicated for the open merit area of these ranges.
We realize we haw given you considerable information on optional pay structures. The
resulting pay structure you adopt should reflect the ~I objectiYa; dB philosophy on
how it wishes to relate pay to the market; compensation po1icies. practices and
procedures; and the economic ability of the city to pay at a given levd.
Pay structures and J'el"1VI1mended position .~gJ'ments to pay grades are included in
Appendix C. No specific ,-igynnent regarding placement in the range can be made
until the selection of an appropriate pay structure is completed.
We hope you find this report helpful. and look forward to fina-1mng the documents
based on your decisions. "
"I,
Pam Harbeck. PHR
PC Northwest, Inc.
August 1996
Page 6
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.~ty of Woodburn
Classification and Compensation Study
01HER COMPENSATION ISSUES
PC Northwest was asked to address some significant compensation issues concerning
Woodburn's positions. The following provides some information as a result of this study.
1. One of the current issues at the Oty is that the UJiion and non-union
secretarial positions move at different rates. The union Senior Secretary is
at range 13 and the non-union 'position is at range 12, creating a 5%
difference in pay. Pay for union positions are negotiated. Non-union jobs
in the same classification receive the negotiated increase within a specified
period of time. 1bis is the same for the union positions if non-union are
adjusted.
Salary survey data received on the non-union AdmiDistrative Secretary
(Senior Secrewy) places the position in a recommended pay grade that
will have a range differentiation of 5% (minimum) to 10% (maximum)
from the union Senior Secretary pay range (effective 7196).
The issue has now reversed itself based on the results of this study.
Market data reveals that the sccretaly position is being paid under market
Currently the Cit)r uses two methods of determining salary ranges for
secretaries (even though an positions are doing comparable work), one
through negotiations and one through market. Therefore, findiDg an on-
going solution that is fully equitable is difficult due to the differences in
determining sa1aJy range .~ments. We suggest the Ci1y continue to
strive to maintain a balance among these positions during negotiations and
periods of market saluy ~stments.
Also, as with aD positions, we normally suggest that clients should feel free
to move our initial ~mendations up or down one pay grade based
upon internal equity factors.
2.
Another issue of the City's is compression of pay between Police Officer
and Sergeant, and Sergeant and lieutenant
\
Based on the City's current structure (effective July 1996) there is, 10.4%
difference between the base pay of Officer and Sergeant, and a 10.2%
difference between the base pay of Sergeant and lieutenant. Anoverlap
of pay also exists between Officer and Sergeant when the Officer receives
2% bi-lingual pay and advanced certification pay.
PC Northwest is recommending a new pay range of $2,982 - $3,806 for the
Police Sergeant. This creates a 13.7% - 19.5% (minimum to maximum)
increase between the Police Officer and Police Sergeant ranges.
Page 7
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:City of Woodburn
Classification and Compensation Study
We are also recommending a new pay range of $3,452 - $4,406 for the
Police lieutenant This establishes a 15.8% increase between pay ranges
for Sergeant and lieutenant H recommendations are impleme~ted,
compression problems may be minimhed. These percentages are also
more appropriate for differentials between these level of positions.
'"
Page 8
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APPENDIX B
Cl7Y QF WOOQBURN
TOTAL COMPENSAIJON SURJ(EX
JULY 1996
'.
"Ir
SeCtion I: Salary
EntIty
~GrcMt
I.- "'___
--
.. RoIld P..t & Reaeation DisIrtct
. 0IIIIeI
RUdaIe
UIIdn
UIIatIn ... PaItc: & Reaeation DisIrtct
PaItc: & Reaeation DisIrtct
1Y.mII County
AVERAGES
'"
EntIty
Fcnst Grove
MlIrion County
McMinnviIIe
RMlr Road Park & Recreation DIs1rict
l11e DaJIes
routdaIe
Tualatin
uaJatin Hills Part< & Recreation District
WilIamaIane Park & Recreation District
Yamhift County
AVERAGES
CITY OF WOODBURN
Total Compensation Survey
AdmltUttatJw Secretwy
Aquatic Center Manager
~CIty
EngI"..,.
SeIery Range
MInimum IIuImum
,495 $4,544
,310 ,436
,443 ,384
,410 NT
NJA
NJA
$2,836 1 $3,733
NJA
$3,0161 13,887
NJA
NJA
NJA
$3.252 $4,220
CIty ReconIer
Salary Rqe
Minimum "I. llulmum
52.456 1 $3,193
NlA
NlA
NlA
$2,726 1 $3,478
NlA
$3,120 I $4,106
$2,881 1 $3,502
NlA
NlA
NlA
N/A
$2,796 I 13,570
page 1
,414
,286
Building 0IfIt:MI
$3,217
C<<M EnforcetnMt
omc.
saa.y RMge
Mlnlnun"1 llulmum
NlA
$2.5441 $3,408
$1,956 1 $2,497
NlA
$2.1521 $2,742
NlA
NlA
$2,2571 $2,744
NJA
N/A
N/A
$1,957 I $2,599
$2,173 I $2,798
Aquatic Center
AsslstIInt IIMager
Salary R8nge
Minimum "I MaxImum
$1,9n 1 52.471
NlA
$1,723 1 $2, 199
NlA
NlA
$1,881 I $2,427
NlA
NlA
NlA
$2,549 1 $3.042
$2,<465 I $3,081
NlA
$2, 119 I $2,644
City Admlnlllfrator
SeIery Range
Mlnlmum'l llulmum
S6,118
NlA
,545
,989
987
NlA
$4,950
15,000
$6,250
NJA
NJA
NlA
$5,834
Community Deve/opmMt
Director
Salary Range
Minimum MaxImum
$4,009 $5,212
$4,344 $5,826
$3,956 $5,049
$4,380 $5,575
$4,048 $5,165
NlA
$3,432 I $4,517
$3,862 $4,694
NJA
NlA
NlA
N/A
$4,004 $5.148
lr
SeCtion I: Salary
FONIt Gruve
\
EntItY
Forest Grove
Marton County
McMinnYIIe
RiY8r Road Part & Recreation Olstrlct
he DaIIea
routdaIe
ualatin
ualatin Hills Part & Recreation Olstrlct
WIIIamaIane Park & Recreation Olstrlct
Yamhill County
AVERAGES
CITY OF WOODBURN
Total Compensation Survey
Executive S<<:twttIry
$3,311
881
788
Parb & FacIIItItM
SuperIntendent
$2,910
Pollee SergMnf
SUry Range
MInimum MaxImum
$3.150 53,937
$3.000 $4.020
$2,839 $3,624
$3,024 $3,837
$3,471 $3.835
N/A
$2.579 $3.393
$3.502 $4.258
$3.041 $3,695
N/A
N/A
N/A
$3,076 $3,825
page 2
FInance DIrector
Ubtary Director
Pollee ChIef
$5,185
$5,165
$3,986
Public Wodcs Dlrector/
CIty EngIMer
8*yRMge
Minimum llexlmum
$4,604 $5.985
$4,561 $6,115
$4,368 $5,574
$3,576 $4,539
$4,048 $5,165
N/A
$3,432 I $4.517
$3.862 I $4,694
NJA
NJA
NJA
NJA
$4,064 $5,227
$3,544 $4,563
Police Ueutenant
SaIuy Range
MInimum IIu:Imum
~. .544
.6
$3,443 ,394
NJA
$3,4051 $4,346
NJA
N/A
$3,677 I $4.471
$3.623 I $4,_
N/A
N/A
N/A
$3.611 $4.477
PublIc WCH'b
Progrwn ".,..,.
SaIuy Range
Minimum 'I. MaxImum
$3,261 I $4,239
N/A
N/A
$3,059 1 $3,884
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
$3,160 I $4,062
'II"
Section I: Salary
Aw:RAGS
AVEJrAQES
\
EntItY
Forest Grove
M8rion CoU1lv
McMInrMIe
RiYer Road & Reaeation Dlslrlct
The 0IIIIes
TI'OIIdaIe
TuaIatin
rrualatin Hills Park & Reaeation 0Istrict
WlIIamaIane P8/1( & Reaeation 0Istrict
YamhlU County
AVERAGES
CITY OF WOODBURN
Total Compensation Survey
Ret:IUI/on CoordlnattN I
SaIwy RMge
IIInImum 'I Mulmum
NlA
NlA
&2.019 1 &2.577
NlA
NlA
NlA
NfA
&2.150 1 &2.613
NlA
NlA
NlA
NfA
$2,085 I $2,585
RSVP ".,.".,
...., .......
......... 'I IIaxItnum
NfA
NlA
NlA
NlA
NlA
NJA
NlA
NlA
NlA
NfA
NlA
NlA
NlA
w......,.,. T,Nfment""'"
SupetfnCendent
s.IMy RMae
Minimum 'I IIaxIInum
NJA
NlA
$3 443 I $4394
$3.024 I $3.837
NJA
NlA
NlA
$3 335 1 $4055
NJA
NlA
NlA
NlA
$3,267 1 $4,095
Ret:IUI/on CooI'dInattN II
s.Iery RMae
Minimum "I Mulmum
NlA
NlA
&2.365 1 $3018
NlA
NlA
NfA
NlA
NlA
12.300 1 12.965
NlA
NlA
NlA
$2,333 1 $2,092
Awl
Suped"""_"
$2,786
$3,569
w..... SUf*1nfIIndent
sayl.......
MInImum MaxImum
12.625 I $3283
NlA
NlA
$2.622 I $3.328
NlA
NlA
$2 921 I $3,845
NlA
$2 792 I $3,598
N/A
NlA
NJA
$2,740 1 $3,514
Page 3
Recreation & Plllb
Director
Salary Range
MInimum 'I Mulmum
$3 536 I $4.597
NJA
$3 727 1 $4757
NlA
$3 713 I $4.7<40
NJA
NfA
NfA
$3 623 1 $4.673
N/A
NlA
NJA
$3.850 1 $4.692
w........ T,...",.,., ",.",
....""., SupedtItiendMt
s.IIIry RMge
Minimum 'I MaxImum
NlA
NJA
$3 067 I $3903
&2.622 1 $3.328
NJA
NlA
NJA
NfA
N1A
N/A
N/A
N/A
$2,840 I $3,616
lr
CITY OF WOODBURN
Total Compensation Survey
Section II: Other Pay
A 1. Certification - Police
Police: Is certification pay part of base salary?
OR Is certifICation pay in addition to base salary.
~ ~
II) c c
e ::s J! ~ ::s
8 fn 8
~ I? 0 G) II)
CJ c ca 'is c
10 c c i 0 0 ~ i :2
e .g :E IX E 'ii E
tl I~ .~ I~ I~ .f
Ves X X
~
C
::J
8
Yes
X X X X X
X X
procns for Awarding Police Certification Pay
Fa"'" Grove
Incentive awards are paid to those employees who qualify under the following terms:
1. Must successfully complete their probationary period
2. Must have received a wMeets Standardsw or better rating on their last
perfonnanoe review beginning March 1, 1994.
Eligible employees shaH be paid three percent (3.0%) of base salary for:
1. AA Degree (or equivalent hours) or
2. Oregon BPST Intermediate Certificate
OR
1. BADegree (or equivalent hours) or
2. Oregon BPST Advanced Certificate
".
The employee must make application to receive incentive pay and there shaD be
no retroactivity. Incentive awards shall commence the first of the month following
approval by the Police Chief.
Marlon County
Deputy Sheriff: Goes up one salary range.
Sergeant and Ueutenant: Eligible for promotion with certification.
McMlnnvllle
4 % for BPSST Intermediate Ceritificate.
8 % for BPSST Advanced Certificate.
Page 1
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CITY OF WOODBURN
Total Compensation Survey
Section II: Other Pay
Process for Awarding Police Certification Pay (cont.)
Newberg
They receive a 5% increase for each certification they receive.
Oregon City
5 % for intennediate BPSST certificate.
10% for advanced BPSST certificate.
The DIJI/es
3% with the following qualifications
1. Intermediate ceritificate
2. 2 years with The DaIIes Police Service
3. Satisfactofy merit rating
4. 20 hours approved in-service training without pay.
6% with the following qualifications
1. Advanced ceritificate
2. 4 years with The Dalles Police Service
3. Satisfactory merit rating
4. 20 hours approved in-service training without pay.
Troutdale
Members of the bargaining unit shall be eligible for educational incentive pay to be applied
to the first step of the officer pay range, after meeting each of the following requirements:
",
1. Completion of probation
2. notification by BPSST of award of Intermediate or Advanced certification
3. AA Education degrees generally related to law enforcement
4. BA or B5 form an accredited institution.
Sworn Personnel
Premium
2.5%
BPSST Certification
Intermediate
Educational Achievement
5%
Intermediate
Advanced
Advanced
A.A./B.S.
A.A./B.S.
7.50%
A.A./B.S.
Page 2
"II"
CITY OF WOODBURN
Total Compensation Survey
Section II: Other Pay
Process for Awarding Police Certification Pay (cont.)
TuaJatln
Certification pay shall be computed based upon the employee's base salary.
Police Officers
4.25% Intermediate
725% ~
6.25% Intennediate with AA
8.75% Intennediate with BA
8.75% Advanced with AA
10% Advanced with B.A.
Sergeants
8.75% Intennediate with B.A.
8.75% Advanced with A.A.
10% Advanced with B.A.
10% Supervisoty Cert. with AA or BA
'.
Page 3
11"
CITY OF WOODBURN
Total Compensation Survey
Section II: Other Pay
A2. CertIfIcation - Public Works
Are required certification for public works positions, i.e. wastewater and water, recognized with
additional compensation?
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Yes X X
No X X X X X -x X
CertIfIcation explanations:
MIIrIon County
The following certifications are part of 1he requirement to be eligible for promotion:
Public Works Director - registered engineer and surveyor
Engineering Manager - Err credentials
Civil Engineer - professional engineer registration
Civil Engineering Associate - Err registration
OregGn City
Waterworks Certificate No. 1 - 1 % to base pay
Waterworks Certificate No. 2 - 2% to base pay
Waterworks Certificate No. 3 - 3% to base pay
'\
Page 4
'II"
CITY OF WOODBURN
Total Compensation Survey
Section II: Other Pay
B. longevity Pay
Define longevity pay plan in your organization (pay increaseS based on job tenure):
\
FtJrestGrove
- No longevity pay
limon County
_ The percentage or amount varies with bargaining units
_ Longevity pay occurs after 10 years and 15 years and due to other factors depending
on bargaining units.
_ Performance standards are not considered when awarding longevity pay.
AfdIlnnvllle
_ $75 after 10 years and $150 after 20 years
- Frequency is monthly
_ Performance standards are not considered when awarding longevity pay.
Newberg
_ $10 for 10-15 yrs, $15 for 15-20 yrs, $25 for 20+ years
- Frequency is monthly
_ Perfonnance standards are not considered when awarding longevity pay.
Oregon CIty
_ 1 % is added to base pay for every 5 years of service with a maximum of 6% 0 30 years.
_ Performance standards are not considered when awarding longevity pay.
The Dalles
- No longevity pay
Troutdale
Percentages are of first step of range paid monthly.
_ 2% after 5 yrs., 3% after 10 yrs., 4% after 15 yrs., 5% after 20 yrs.
_ Performance standards are not considered when awarding longevity pay.
Tualatln
- 5% is added to monthly base after 6 years.
_ Performance standards are not considered when awarding longevity pay.
Page 5
lr
CITY OF WOODBURN
Total Compensation Survey
Section II: Other Pay
B. longevity Pay (cont.)
Tulllatln Hills Parle & Recreation
- After 1 year of service. up to 3% paid annually.
- Perfonnance standards are considered when awarding longevity pay.
Wlllamlllane PIUIc & Rsautlon
- No longevity pay
YIJIfIhIlI County
- No longevity pay
\
Page 6
11"
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.... Ill) 0 Q) (J'l Ill)
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AVERAGES
If
CITY OF WOODBURN
Total Compensation Survey
. Section IV: Insurance
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Employer Pays All X X X X X X X X X 9
Employer Pays Part X X X 3
Employer Pays None 0
Employer Pays All X X X X X X X X X X 10
Employer Pays Part X X 2
Employer Pays None 0
Employer Pays All X X X X X X X X X X 10
Employer Pays Part X X 2
Employer Pays None 0
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Employer Pays All X X X X X X X X 8
Employer Pays Part X X X 3
Employer Pays None X 1
YisiQn
Employer Pays All X X X X X X X X 8
Employer Pays Part X X X 3
Employer Pays None X 1
lr
CITY OF WOODBURN
Total Compensation Survey
Section V: Other Benefits
~ ~
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CD :c c
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Forest Grove X X X X 1. Law enforcement retirement
Marion County X X X X 1. weUness Program
2. RnanciaI Planning Workshops
3. Auto & Homeowners Insurance
McMlnnville X X * X 1. Sick leave Bonus
* only for Police & FII'8
Newberg X X X X 1. Employee Assistance Program
Oregon City X X X X 1. Equitable Life
2. AFLAC
3. Section 125 - IRS Pre- Tax Program
for out-of-pocket med'1C81 expense or
child care.
River Road Park & Recreation X X
The DalIes X X X
Troutdale X X X 1. Employee Assistance Program
Tualatin X X X 1. Employee Asslstance Program
2. Nautilus Corporate Membership
3. Deferred Compensation
4. Supplemental Ute Insurance
Tualatin Hills Park & Recreation X X X X 1. Compassionate leave
Willamalane Park & Recreation X X X X 1. Employee Assistance Program
2. Pools & FItneSS Privileges
3.1/2 priced Recreation Programs.
Yamhill County X X
Note: All Tax-Deferrec:l Annuities are at employee's expense.
I,
page 1
11"
Employer's Contribution To Employee's Retirement Plan
Forest Grove 7 % of employee's base pay.
Marion County 8.13 % employer contribution
McMinnville 8.7 % employer contribution
Newberg 9.58 % employer contribution for exempt employees
8.8 % employer contribution for non-exempt employees
20.2% employer contribution for Police and Fire employees
who choose not to go into PEAS
-"" City 6 % employer contribution
River Road Park & Recreation 4 % ernployer contribution
The Dalles 7.5 % employer contribution for general employees
22.6 % employer contribution for Police.
Troutdale 6 % employer contribution
Tualatin 8.73 % employer contribution
Willamalane Park & Recreation 4 % employer contribution
Yamhill County No contribution
\
page 2
11"
APPENDIX C
CI7Y OF WOODBURN
PAY STRUCTURE
ASSIGNMENT OF POSITIONS
JULY 1996
"
...
.
'.
CITY OF WOODBURN
MERIT PAY
SALARY STRUCTURE
Grade Minimum Midpoint MaxI.......
1 2,019 2,281 2,576
2 2,120 2,395 2,705
3 2,225 2,515 2,840
4 2,337 2,641 2.982
5 2,454 2,m 3,131
6 2.676 2.911 3,288
7 2,705 3,057 3,.t52
8 2.840 3.210 3,625
9 2.982 3.370 3.806
10 3,131 3,539 3,997
11 3,288 3.716 4.196
12 3,.t52 3,901 4,406
13 3,625 4,096 4,627
14 3,806 4.301 4.858
15 3.997 4.516 5,101
16 4,196 4,742 5,356
17 4,406 4,979 5.624
5% increase between grades
...
.,
..
CITY OF WOODBURN
STEP SYSTEM
SALARY STRUCTURE
GI'8de Step 1 Step 2 Step 3 Step 4 Step 5 I Step 6
1 2,019 2.120 2.225 2.337 2.454 2.576
2 2.120 2,225 2.337 2.454 2.576 2,705
3 2,225 2.337 2.454 2.576 2.705 2,840
4 2.337 2.454 2$16 2.705 2,840 2.982
5 2,454 2.576 2,705 2,840 2,982 3.131
6 2,576 2.705 2,840 2,982 3.131 3,288
7 2.705 2.840 2,982 3.131 3,288 3.452
8 2,840 2.982 3.131 3,288 3.452 3,625
9 2.982 3.131 3,288 3.452 3,625 3.806
10 3.131 3,288 3,452 3,625 3.806 3,997
11 3,288 3,452 3.625 3.806 3,997 4.196
12 3,452 3.625 3,806 3.997 4.196 4.406
13 3.625 3,806 3,997 4,196 4.406 4,627
14 3,806 3,997 4,196 4.406 4,627 4,858
15 3,997 4.196 4,406 4.627 4,858 5.101
16 4,196 4,406 4.627 4,858 5,101 5.356
17 4,406 4,627 4.858 5.101 5,356 5,624
5% increase between grades
'[
\.
CITY OF WOODBURN
COMPETENCY/MERIT SYSTEM
SALARY STRUCTURE
Competency Step
Grade Entry Step A StepS Step C MerIt Range
1 2,019 2,120 2,225 2,337 2,454 - 2,576
2 2,120 2,225 2.337 2,454 2,576 - 2,705
3 2,225 2,337 2,454 2,676 2,706 - 2,840
4 2,337 2,454 2,516 2,706 2,840 - 2,982
6 2,454 2.576 2,706 2,840 2.982 - 3,131
6 2,576 2,705 2,840 2,982 3,131 - 3.288
7 2,706 2,840 2,982 3,131 3.288 - 3.452
8 2,840 2,982 3.131 3,288 3,452 - 3.625
9 2,982 3.131 3,288 3,452 3.626 - 3.806
10 3.131 3.288 3.452 3,626 3.806 - 3JKJ7
11 3.288 3.452 3~626 3.806 3.997 - 4.196
12 3.452 3.626 3.806 3.997 4.196 - 4.406
13 3,626 3,806 3,997 4,196 4,406 - 4,627
14 3,806 3,997 4,196 4,406 4,62:1 - 4.858
15 3,997 4,196 4,406 4,627 4,858 - 5,101
16 4,196 4,406 4,627 4,858 5,101 - 5,356
17 4,406 4,627 4,858 5,101 5,356 - 5,624
5% increase between grades
lr
CI'IY OF WOODBURN
Recommended Position Assignmenis to Sala1y Structure
RANGE
POSmON GRADE MIN. MAX.
Administrative Secretary 1 2,019 2,576
Code Enforcement Officer 2 2,120 2,705
Aquatics Assistant Manager 3 2,22S 2,840
Executive Secretary
Recreation Coord I
Recreation Coord IT 4 2,337 2,982
RSVP Manager
No position a.<<igJIment 5 2,454 3.131
Aquatic Center Manager 6 4576 3,288
No position a~ment 7 2,705 3.452
City Recorder 8 2,840 3.625
Water Superintendent
Street Superintendent
Parks Superintendent
Wastewater Assistant Superintendent
Police Sergeant 9 2,982 3.806
Building Official
No position 8~ment 10 3.131 3,997
Assistant City Engineer 11 3,288 4,196
Public Works Program Manager
Wastewater Treatment Plant Superintendent
\.
Library Director 12 3,452 4,406
Police Lieutenant
Recreation & Parks Director 13 3,625 4,627
Finance Director 14 3,806 4,858
Community Development Director
Police Chief 15 3,997 5,101
Public Works Director 16 4,196 5,356
citywoodburn/pos-asgn.wp
1I'
paqe 2 - Non-Union Sa1ary Range Schedule
Beqinninq July 1, 1996
17.0 2,323 2,439 2,561 2,689 2,823
17.5 2,384 2,503 2,628 2,759 2,897
18.0 2,439 2,561 2,689 2,823 2,964
18.5 2,503 2,628 2,759 2,897 3,042
AQUATICS CENTER MANAGER
19.0 2,561 2,689 2,823 2,964 3,112
CITY RECORDER
19.5 2,628 2,759 , 2,897 3,042 3,194
20.0 2,689 2,823 2,964 3,112 3,268
20.5 2,759 2,897 3,042 3,194 3,354
BUILDING OFFICIAL
WWTP ASST StJPT
21.0 2,823 2,964 3,112 3,268 3,431
WATER SUPT.
STREET SUPT.
PARK SUPT.
21.5 2,897 3,042 3,194 3,354 3,522
POLICE SERGEANT
22.0 2,.964 3,112 3,268 3,431 3,603
WWTP SUPT.
22.5 3,042 3,194 3,354 3,522 3,698
23.0 3,112 3,268 3,431 3,603 3,783
PUBLJ:C WORKS HAHAGER
.. ASST. CITY EKGINEER
23.5 3,194 3,354 3,522 3,698 3,883
POLICE LT.
'II'
- ~
..
,. MANAGEMENT SALARY RANGE SCHEDULE
FISCAL YEAR 1996-97
Beqinnin9' July 1, 1996
RANGE STEP A STEP B STEP C STEP D STEP E
M-24.0 3,138 3,295 3,460 3,633 3,815
LIBRARY DIRECTOR
K-24.5 3,218 3,379 3,548 3,725 3,911
K-25.0 3,295 3,460 3,633 3,815 4,006
PARK & RECREATION DmECTOR
K-25.5 3,379 3,548 3,725 3,911 4,107
COMMUNITY DEVELOPMENT DIRECTOR
M-26.0 3,460 3,633 3,815 4,006 4,206
M-26.5 3,548 3,725 3,911 4,107 4,312
FDfAHCE DIRECTOR
M-27.0 3,633 3,815 4,006 4,206 4,416
K-27.5 3,725 3,911 4,107 4,312 4,528
K-28.0 3,815 4,006 4,206 4,416 4,637
POLICE CHIEF
K-28.5 3,911 4,107 4,312 4,528 4,754
K-29.0 4,006 4,206 . 4,416 4,637 4,869
M-29.5 4,107 4,312 4,528 4,754 4,992
K-30.0 4,206 4,416 4,637 4,869 5,112
M-30.5 4,312 4,528 4,754 4,992 5,241
PUBLIC WORKS DIRECTOR
, M-31.0 4,416 4,637 4,869 5,112 5,368
I,
M-31.S 4,528 4,754 4,992 5,241 5,503
M-32.0 4,637 4,869 5,112 5,368 5,636
M-32.S 4,754 5,778
CITY ADMINISTRATOR -- Minimum/Maximum ranqe level
11"