R-579 - 03/09/1993 - SALARY ADMIN PLAN - Resolutions R" 9 SA uAay AbM iN. PLAN
1993
RESOLUTION R- 579_
I
A RESOLUTION APPROVING AMENDMENTS TO THE EMPLOYEE
PAY PLAN FOR NOt?-UNIOW ENPI,OYEES roR 1993
AND AMENDMEWTS TO THE SALARY ADMINISTRATION PLAN
WHEREAS, pursuant to Article II (Pay Plan) of the Personnel Rules and
Regulations of the Village of Oak Brook (Appendix D to the Code of
Ordinances) , the Village Manager is charged with developing a uniform and
equitable pay plan with the approval of the Village Board; and
WHEREAS, the President and Board of Trustees, at its committee-of-the-
whole meeting on March 8, 1993, considered the 1993 Employee Pay Plan; and
WHEREAS, after due consideration at its March 8, 1993 meeting, the
Village Ward directed that the midpoint of Ranges 1-13, inclu¢ive, with the
exception of collective bargaining unit employees, be increased by 3.3%; and
WHEREAS, the Act+aq Village Manager has recommended the approval of the
attached Employee Pay Plan for non-union employees commencing January 1, 1993.
A copy of this Pay Plan is attached hereto, labelled Exhibit A and made a part
hereof.
NOW, THEREFORE, BE IT RESOLVED BY THE PRESIDENT AND BOARD OF TRUSTEES OF
THE VILLAGE OF OAK BROOK, DU PAGE AND COOL{ COUNTIES, ILLINOIS as follows:
Sgeti1n ' That the provisions of the preamble hereinabove set forth
are hereby adopted as though fully set forth herein.
sactina 2v This Village Board finds that the attached 1993 Employee Pay
Plan (Exhibit A) conforms with the guidelines set forth in the Salary
Administration Plan which was previously adopted by the Board on February 28,
1984, pursuant to Resolution R-362.
8,on#+n�n 3: That the attached Employee Pay Plan for 1993 (Exhibit A) is
hereby approved; however, the 3.3% salary increase for all ranges 1-13,
inclusive, does not apply to employees in collective bargaining units.
c_gntinn 4: That the Salary Administration Plan be and is hereby amended
to read as set forth in the attached Exhibit B.
i
I
Resolution R--U2—
Approving Amendments to
Employee Pay Plan for Non-
Union Employees for 1993 and
Salary Administration Plan
Page 2 �I
' I
day of March 1993, by the
9th PASSED AND APPROVED this
President and Board of Trustees of the Village of Oak Brook, DuPage and Cook
Counties, Illinois, according to a roll call vote as follows:
Ayes: Trustees Bartecki, YLayer, Payoyich, Shumate, Skinner and Winters II
_-
Nays: None
Absent: None
Abstain: -None
i
i;
f.. i lage President
I
'I
ATTEST:
Village Clerk
i.
r
payplan.ord Q
r. 'r
r..r,J" rtiM1
SAUM PLAN - Wo-ONION WMW
POSITION
GRADE IN GRAD] MINIMUM MIDPOINT MXIMMM RANGE
1 Receptionist Annual $18,556 $21,804 $25,050 $6.,494
Clerk,/Typist Monthly 1,546 1,817 2,088
S.C. ;Laborer Bi-Weekly 714 839 963
Records Mgmt. Clerk
2 Secret ry Annual $21,921 .$25,760 $29,598 $7,677
Comm.l_-%rator Monthly 1,827 2,147 12,466
Golf Pro Bi-weekly 843
3 C.S.O. Annual $23,277 $27,349 $31,423 $8,146
Account Clerk Hi-Weekly 1 895 1,052 1,209
4 Maint.II Annual $25,100 $29,491 $33,884 $8,784
Asst.Librarian Monthly 2,092 2,458 2,824
Secy/Banquet Sales Bi-weekly 965 1,134 1,303
5 Executive Secy. Annual $26,922 $31,634 $36,346 $9,424
Maint.I Monthly 2,243 2,636 3,029
B1dg.Maint. BL-Weekly 1,035 1,217 1,398
Auto Mechanic
S.C. Mechanic
P.W. Journeyman
Food & Bev. Mgr/Chef
6 Inspector II Annual $27,580 $32,468 $37,306 $9,726
Monthly 2,298 2,706 3,109
Bi-Weekly 1,061 1,249 1,435
7 Firefighter Annual $30,816 $36,209 $41,602 $10,786
Librarian Bi-Weekly 1,185 1,393 1,600
Admin. Asst.
8 Foreman (PW) Annual $34,173 $40,154 $46,134 $11,961
Foreman (W) Monthly 2,848 3,346 3,844
Head Mechanic Bi-Weekly 1,314 1,544 1,774
Detective
B1dg.Maint/Journeyman
Civil Engr. I
Senior Inspector
9 Fire Lieutenant asmual $36,911 $43,371 $49,831 $12,920
Police Sergeant Monthly 3,076 3,614 4,153
Greens Supt. Bi-weekly 1,420 1,668 1,917
Plan Reviewer/Chief
Bldg.Inspector
10 Civil Engr. II Annual $39,501 $46,415 $53,328 $13,827
Asst.Finance Off. Bi-Weekly 1,519 1,785 2,051
11 Police Lieutenant Annual $40,528 $47,620 $54,712 $14,184
Fire Captain Monthly 3,377 3,968 4,559
Asst.Village Mgr. Bi-Weekly 1,559 1,832 2,104
Dir.Code Enforcement
12 Finance Officer Annual $45,002 $55,128 $65,255 $20,253
.Village Engineer Monthly 3,750 4,594 5,438
PW. Superintendent Bi-Weekly 1,731 2,120 2,510
Fire Chief
Police Chief
S.C. Manager
13 village Manager Annual $54,656 $68,321 $81,986 $27,330
Monthly 4,555 5,693 6,832
BL-Weekly 2,102 2,628 3,153
Approvedo 3/9/93 saipiaai.f
Blfwctive: 1/1/93 smaxT a (tape 1 of 3)
VILTJM;nOOAK BROOK
k
FIM DEPARZKM
vb1cateer Firefighters $13.68 per hour for lot hour & .$6.84 per hour thereafter responding to fire
ybl=*Awr Firefighters $ 9:78 per hour Zor lot hour & $4.89 per j hour thereafter for training and drill
€. vblaataer Assistant Chiefs $15.62 per hour for lot hour & $7.81 per hour thereafter for emergency calls
volunteer Assistant Chiefs $11.70 per hour for lot hour & $5.85 per hour thereafter for required Rates: i Duty t�. pursuant to Section i1-25 of the Code of Ordinances Applicable to "Mon-Union" employees only
1.5 x Grade 7 Midpoint �Q
1.5 x 36,209 54,313 + 2080 26.11/hr.
Appcoved: 3/9/93
Ufective: 1/1/93
{
EXHIBIT A SPage 2 of 3)
spps2.iss
R-511
VILLAM err on MKM - Sam SCHEDULE
=MM cOLICB F7liS DEPARTNA ET ENRIR8ERIHG RUBLIC WORES LIBRARY IltSPSCTIOA SPCMTS CORE
P08z BM IR 4 w AOYiRilwBIl1T DEPARTMENT BV U
w WK Clark/Typist clerk/Typiat S.C.14"rer
Receptionist
Records Mgat.
Clerk
� '!OD Secretary Secretary Secretary Secretary Secretary Secretary Golf Pm
coms.Oper.
�R f� Acct. Clerk C.S.O. Account Coord.
low Maint.II Aest. Libr. Banquet
Sales/Secy.
MMU ux.Machanic
H1dg.M.M.
FM Exec. Secretary
Maim.I Food a Bev.
Auto Mechanic n9r•/chef j
Journeyman
Sa Inspector II
w�mom Ad in. Asst. Firefighter Librarian
Frfghtr/
Paramedic*
1
13M Detective Civil Engr.I Forman wan Senior Insp.
B1dg.Maint/
Journeyman
Seed
Mechanic
QMW NM Sergeant Lieutenant Plan Reviewer/ Gramme Supt. AA
Chief Bldg. ei1
Inspector
wit Asst. Finance Civil Rngr. iI
Officer
w�is R�i1lt art. to Lieutenant Captain Diractor of
Village Mr. Code Rnf.
w Attorney Chief Chief Village Superintendent Spas Care
Engineer Matu9er
Finance Officer {
was S�RflBDt Village Manager
Adopted and Appm g: 3/9/93 *Additional compensation in the amount of $125 per month for all firefighters who are certified as paramedics
Effective: 1/1/93 and who same such function for the Village of Oak Brook and msintain said certification in good standing.
salplats.frs ffiHIBIT A (Page 3 of 3)
I'
SALARY ADMINISTRATION PLAN - NON-UNION EMPLOYEES
I. INTRODUCTION
is
The Salary Administration Plan is intended to establish an equitable pay
plan which is designed to be competitive with the prevailing wages paid within
Oak Brook's Labor Market Area. Each position and pay grade will be monitored
twice annually to insure that salaries remain competitive. For purposes of
review Region IW of the Regional Governmental Salary and Frin a Benefit Survey
prepared by the Position ClassificatLon Agency of the Cook County Bureau of
Administration will be analyzed to determine the prevailing wage of Oak
Brook's Labor Market Area.
Some positions in the oak Brook municipal service do not lend themselves !i
to direct analysis with the regional survey either because the position
described dcaes not accurately describe the work performed in Oak Brook or the
position is not included in the survey. In these instances, the Village
Manager shall conduct an independent analysis of the position to identify the
prevailing wage.
Upon receipt of the January Survey the Manager shall evaluate the
established pay plan relative to the Average Actual Pay reported in the survey
and communicate his findings to the Board of Trustees. Upon receipt of the
July survey, the Manager shall analyze each position within the pay plan and
determine if adjustments either to a Pay Grade or a position are needed. The
Manager shall forward his findings to the Board of Trustees.
II. GUIDELINES
In reviewing and modifying the Salary Administration Plan, the following
guidelines and direction shall be followed:
A. Review and Adjustment of Plan - The Regional Governmental Salary and
Fringe Benefit Survey (Region IV) prepared by Cook County shall be
used as the reference document for review of the Pay Plan. The
Survey will be analyzed twice annually and adjustments, if necessary,
shall be made in the fall of each year based on the July survey.
B. Pay Grade Midpoint - All positions will be grouped as closely as
possible based on like mean actual salaries paid. Each pay grade
midpoint will be developed. by using the mean actual salary of the
largest group of employees in the grade. When two major groups are
in the same pay grade (e.g., patrolman and firefighter) the higher
salary will be used in establishing the midpoint.
C. Range spread within each pay grade - Grades 1 through 11 shall have a
35% spread from entrance to maximum salary paid. Grade 12 includes
only department heads and shall be developed with a 45% spread. Grade
13 is the Village Manager's grade and hAs a 50% range.
D. Annual adjustments to the Pay Plan - The Salary Administration Plan
Is structured to pay equitable compensation to employees based on
salaries paid in other areas. It is possible therefore that an
adjustment to the Pay Plan may affect only some of the pay grades or
positions in the Village.
III. STEPS
1. List the results of the Regional IV mean salary paid for each Village of
Oak Brook position from the July report of the "Regional Governmental
Salary and Fringe Benefit Survey" prepared by the Position Classification
Agency of the Cook County Bureau of Administration. l
Approved 3_g_Q.,; EXHIBIT B Paqe 1 of 8
Effective 1-1-23
R-51i 0
2. Compare the July Region IV salary paid for aach position with the then
current midpoint of the Village of Oak Brook Salary Plan for the
comparable position.
3. Determine whether Oak Brook goals have been met:
Goal #1: "The current Oak Brook salary plan midpoint for each position
should approximately equal the reported Region IV mean salary paid for
that position in July of the current year."
Positive percent (%) denotes current midpoint higher than Regional IV
July mean salary. Negative percent (8) denotes current midpoint below
Region IV July mean salary and goal not met.
4. Analyze Oak Brook's ranking in Region IV of:
A. Mean salary paid Oak Brook employees by position with mean salary
paid to employees of same position by other Region IV reporting
cities or villages; and
B. Minimum and maximum of Oak Brook's salary range for position with
minimum and maximum of other Region IV reporting agencies to
determine whether the second OakBrook goal is met.
Goal #2: "To seek to maintain salary ranges and salary paid
approximately in the upper 25 percentile of the Region IV area."
5. Forecast the change in the Region IV mean salary paid from the current
reported July mean salary to the estimated mean salary by position to be
paid July of the next year.
6. Compare the forecasted mean salary by position to be paid in July of the
next year with the current midpoint of the Oak Brook Salary Plan for each
position to determine the necessary adjustment of the midpoint in order
to meet Goal #1 July of the next year.
7. After determining the percent change to the pay grades to achieve Goal
#1, determine Performance Salary Guidelines.. The performance salary
adjustment is designed to permit an employee performing at .satisfactory
level to progress through the salary range in approximately a seven year
service period. Employees performing -above satisfactory to outstanding
progress though the salary range within a five to six year service
period.
S. Review any Oak Brook positions where comparison of current midpoint is
10% above or below current Region IV July reported mean salary to
determine if the position should be moved to another Oak Brook grade
which better matches Oak Brook's midpoint to Region IV July mean salary
paid.
IV. MAINTENANCE
The Village Manager will be responsible, twice annually, to make
comparative studies of all factors affecting the salary ranges and will be
responsible to make such recommendations to the Village Board for review and
consideration. General. range adjustments and reclassifications within the
Salary Administration Plan will only be made to reflect reasonably substantial
change.
V. PROCEDURE
A. Starting Rate at initial Employment: Original appointments to any
position shall be made at the entrance rate and advancement from the
entrance rate to the maximum rate within a pay range shall be by
successive steps. Upon recommendation of the department head, the
Approved 3-9-93 EXHIBIT X Page 2 of 8
Xffective 1-1-93
Village Manager may approve initial compensation at a rate higher
than the minimum rate in the pay ranges for the class provided that
any such acceptance is based on the outstanding and unusual c'naracter
of the employee's experience and ability over and ab;�ve the minimum
qualifications required for that position.
B. Merit increases will be determined based upon the employee's
performance as described in the Employee Performance Report and the
recommendation of the employee's department head with review and
approval by the Village Manager. Normally, merit increases shill
occur within the parameters of the Salary Adjustment Schedule and in
no event shall it exceed the maximum of range for the position.
C. Salary Adjustment Schedule: it is the practice of the Village of Oak
Brook that salary adjustments shall be made in a timely and orderly
manner. Frequency of salary adjustments are based upon each
employee's performance and his/her relative position within the
respective grade. The following schedule will be followed when
making adjustments to an employee's salary:
Employees shall be evaluated every six months for the first two years
of their employment. Thereafter, they shall be evaluated annually on
their respective anniversary date. "Anniversary date" shall apply as
follows:
i
(a) For part-time employees, the anniversary date is the date of
hire;
(b) For employees going from part-time to full-time and remaining
in the same pay grade, the anniversary date remains the date of
hire as a part-time employee; if the part-time employee is
moving to a full-time position in a different pay grade, the
employee's anniversary date will be the date starting the full- j
time position; and j
(c) For full-time employees promoted to a new grade and new
position, the date of promotion is the new anniversary date.
However, once an employee has achieved the maximum compensation
listed for the pay range in which the position, filled by the
employee, is classified, the employee's Salary Adjustment Schedule
shall be modified as follows:
Merit Increases, for employees at the maximum rate of pay of
range in which the position occupied is classified, will be
determined based upon the employee's performance as defined in
(b) above and shall be applied within 30 days after the
Adjustment of the Salary Plan Salary Schedule, but in no event
shall it exceed the maximum of the range for the position
occupied.
Employee Performance Ratings shall occur at least once a year or may
occur more frequently if warranted. Special merit advancements will
occur when warranted and are not bound by the Salary Adjustment
Schedule.
D. Merit - Bonus: Top of grade full-time employees who have 10 years or'
more of full time continuous service and who are rated "Above
Satisfactory" or "Exceeding Standards" shall receive a merit bonus
annually in January of each calendar year as follows:
Years of Service Above Standards Exceeding Standards
10-14 $250 $ 500
15-14 $375 $ 750
20 and over $500 $1,000
Approved 3.9-93 EXHIBIT H Page 3 of 8
Elective �..y-g�,
R- 5 071
A A
Any such merit bonus shall not be considered a merit increase as
provided in paragraph IV(B) hereof.
B. Special Merit Advancementss Department heads may recommend to the
Village Manager that special merit increases in pay om
individual employees at intervals more often that the normal
increments. Such special merit increases shall be based upon
exceptional performance of duties far exceeding the normal standards
for the particular position of classification, or based on
exceptional service to the Village beyond the normal scope of duties
expected of the position. Special merit increases, where granted,
shall have no effect on the dates for normal merit increases. These
increases are matters of speciL1 occurrence, and are granted only
with the concurrence of the Village Board.
F. Department head Merit Advancements: Department heads in pay grades
11 and 12 shall be awarded salary adjustments based upon the
recommendation of the Village Manager and subject to the epproval of
the Village Board of Trustees. in addition, any adjustment to the
Village Manager's salary shall be made by the Village, president and
Board of Trustees.
G. Promotions: In a case where an employee is promoted from one
position to another, his salary increase shall not be reviewed as a
merit increase but shall be an increase for the additional
responsibility for that position.
H. Performance Rating: The objectives of a performance evaluation are
several:
1. To implement the development and improvement of employees'
performance and to maintain that performance at the highest
possible standard.
2. To provide a variation in compensation or an incentive based as
directly as possible upon merit.
3. To assist supervisors in personnel administration and
organizational management.
Each employee will be rated at least once annually. The definitions
of levels of performance are included in this booklet. In rating the
employee's performance, the department head must measure each item on
the check list against the definitions based on the levels of
performance. once the rating has been completed, it is the
responsibility of the department head to sit down with the employee
and discuss his area performance thployes is carrying out effectively, and,
first, the
secondly, those areas where the employee is deficient.
I. Working Out of Classification: Any full-time employee performing
authorized work out of that employee's grade for a minimum of 30 days
shall be entitled to compensation during the period of such employ-
went. This compensation shall be 105% of the employee's present
salary but may not be greater than any employee currently working in
the position in question. No such employee working out of
classification shall be entitled to such additional compensation
unless the employee works a majority of his time in such position.
A roved .. - XXHIbIT B Page a of 8
pp ._..
*!Dative �'
i
I
LEVELS OF PERFOSZ'DUM " DEFIUITIGMS
2. unsatisfactory
consistently Selow Standards
ndards I �
Performance so poor that little useful contribution is made- Such
performance calls for removal of the person and ure ation at thisomeeone
who can perform-the required respon sibilities.
will not appear frequently because those employees will have been
recognized and already transferred or terminated.
2. heeds IsproviGNIent
k !
Frequently .Below Stanza
Performance that may be expected during early periods on a new job. i
Usually the individual develops and moves beyond this level in less than !,
a year. If performance does not improve in time, the individual has
probably been entrusted with too great a responsibility and this may call
for planned transfer or termination. May also reflect deteriorating
performance by an employee with significant experience on the job. If
performance doss not improve, transfer or termination may be required.
3. beets ZXpectations
Consistently Meets Expectations
Performance that represents normal expectations. Whi ar a not alikelyo om
for .ia�proveAmQnt, failure of such improvement to apps
impede business operations seriously, nor to jeopardize the employee's
status.
4. Exceeds Expectations
Frequently "Exceeds Standards
-- I
Performance of this caliber will be reflectedl in higher than average 1
quality and quantity of work produced.
5. Excellent
Consistently Exceeds Standards
Performance of this caliber is exceedingly high. it may be reflected in
qu accomplished; however, on complex, high level jobs the
antity
superiority is more apt to be qualitative in terms of relationships,
creativity and quality of analysis produced.
i
i
II '
II '
i
!1pp
iffroved 3-9-93 XXXIBIT 3 PAge 6 of 8
aotive
is
i�
•
0 5-79 0
JOB DNSCRIPTIONS4
The Village Manager shall prepare job descriptions for all positions
Plan. The Village Manager may amend such job
approved in the Employee Pay
descriptions in conformance with the duties and requirements for such
positions. ,
s entirety, and will
The job description should be interpreted in it
jprimarily consist of a joh's essential functions. The title, particular
phrases, and examples of work should not be isolated and considered as a full
sections the' description io
definition position. onand edifferentiatn
below to a d in understanding the respective po" it
between jobs.
NomENCLATURE
1. Position Title
The position or job title is a brief descriptive designation of the type
and level of work performed.
2. Nature of_Work
This section describes the work performed in the position and emphasizes
those factors which distinguish the job from others. Zie initial
statement is a capsule description which the information
expressed in a position title on the type and level of
This part of the section further explains the position title highlighting
the distinguishing characteristics of the job.
3. Examples of Work
This section illustrates typical examples of the work performed within
each position. A list of examples is descriptive and not limiting. This
section does not intend to describe all the work performed in each
position.
4. Desirable Rnowled e, Abilit and Skills
This section lists the knowledge, ability and skills which are desired of
applicants or candidates for a position. These persons should desirably
possess the indicated qualifications or their equivalent. This section
can also be used in determining the contents of tests prepared to examine
for entry to a respective job.
In setting forth these requirements the use has been made of the terms
"some knowledge," "knowledge," "considerable knowledge" and "thorough
knowledge_" to know
Some knowledge implies sufficient familiarity used so as to perform
elementary pr nciples or practices and terminology
in a limited range of work situations under class supervision and to
understand basic work problems encountered.
Knowled a implies familiarity with general types of work required,
independent routines.
manner,
limited proceed ati n and work
after brief familiarization orgy iz
Considerable knowledge implies sufficient knowledge to
orperform most wand
un er genera supervision and to apply
operational knowledge of work processes and to resolve general work
problems independently.
I Approved 3-9-93 3XHISIT N Page 6 of 8
affective
ij
Thorough knowledge implies almost complete coverage of the subject
matter, processes and work area. It implies a sufficient comprehension
of the subject to solve all operating problems and to apply broad
knowledge of the organization and the procedures so as to perform with
great independence and under incidental and general supervision.
Abilities refer to the present state of develcrment of innate capacities
making possible the application of knowledge and skills (physical, mental and
social processes) to work situations. Skills generally refer to manipulative
manual abilities requiring dexterity.
In some of the positions requiring physical capabilities the general
prerequisites for adequate performance in the class are indicated. However,
the indication of this factor is limited to a few job descriptions since the
determination of specific physical capacities are beyond the scope of the
description. This is especially true where, for example, the police and fire
positions are covered by standards established by the Hoard of Fire and Police
commissioners. stated another way, municipal officials would want to evaluate
the individual physical capabilities of particular candidates for specific
kinds of work and would adjust requirements to the particular case.
Desirable Training and E rience. This section of the classification
descr pt on est 1 Ehed the background of training and experience which
ordinarily would provide a person with the knowledge, abilities and the skills
necessary for successful performance in the work of the classes. The section,
as the previous one, does not in any way have reference to the qualifications
of present employees occupying these positions.
Certain qualifications such as honesty, sobriety, neatness and
dependability are normally expected from all municipal employees and are
deemed a part of this section.
In outlining the type and levei of training and experience considered
desirable for appointment to a position the terms "some experience,"
"experience," "considerable experience" and "thorough experience" have been
used. An explanation of these terms is set forth below:
Some ex erience implies a limited amount of experience (usually one
year's duration) sufficient to enable persons to apply general
familiarity with methods and terminology to routine work situations of
the occupational field and to perform work under close supervision.
Experience implies sufficient experience (usually of two years' duration)
to enable a person to work effectively and independently in a limited
range of work situations, with intermittent supervision.
Considerable experience implies sufficient experience (usually of three
years' duration) to have provided familiarity with principles, practices
and processes applicable to a wide range of work characteristics of the
class, involving unusual and commonplace work situations, and which
permits performance under general supervision and review.
Thorough experience implies not only sufficient experience to provide
mastery of the occupational field (usually of six or more years'
duration) but also practical understanding of its interrelationships with
related programs and activities. It means sufficient experience to plan,
administer and coordinate major programs, solve unus+!al work problems,
determine or advise on major policies and to perform all work under the
most limited and occasional supervision. This can be considered. the most
advanced experience possible in the occupational field.
I�.
Approved 3-2-•93 EXHIBIT 8 Page 7 of 8
Zffective 1-1. 93
. - q
The fosegoing desirable requirements are intended to assist municipal
officials. in the future improvement of work performed in the various classes
through the use and application of the cla,.s description as a whole for
recruiting, selecting, promoting or training personnel. j
Use of the word "desirable" in the heading of the section is intended to
provide flexibility in determining acceptable equivalent , of
training and experience in screening candidates who migh best meet the
requirements indicated.
Special qualifications. This section is used in a few positions where
legal requirements limit gractice of a profession or occupation to persons to
possess a specific license issued by an agency or licensee. It is also used
where the position should normally require possession of a more basic kind of
license such as a driver's or vehicle operator's license.
i
i1
mrs(wp)sap
Approved 8XHI82T 8 Page 8 of 8
2ftective 1-1-93