R-557 - 04/14/1992 - SALARY ADMIN PLAN - Resolutions { AD A A�► 199
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RESOLUTION R- 557
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A RESOi.UTION APPAON31Wi ACTS TO THE
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XNPL0TZR PAS( pLAII rM 1992 it
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AED ]Ip=DM" TO THE &V AW ADMINISTRATI00 PLRX
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WHEREAS, pursuant to Article II (Pay Plan) of the P*►rsonnel 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 regular meeting on
March 24, 1992, considered the 1992 Employee Pay Plan; and
WHEREAS, after due con sideration at its March 24, 1992 meeting, the
Village Board directed that the midpoint of Ranges 1-13, inclusive, be
increased by 3.8%; and
WHEREAS, the Village Manager has recommended the approval of the
attached Employee Pay Plan commencing January 1, 1992. A copy Of this Pay
Plan in 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 OAR BROOK, DU PAGE AND COOK COUNTIES, ILLINOIS as follows:
Section 1: That the provisions of the preamble hereinabove set forth
are hereby adopted as though fully set forth herein.
Section 2: This Village Board finds that the attached 1992 Employee Pay
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Plan (Z
A) conforms with the guidelines not forth in the Salary
Administration Plan which was previously adopted by the Board on February 28,
1984, pursuant to Resolution R-362.
Section 3: That the attached Employee Pay Plan for 1992 (Exhibit A) is
' hereby approved.
section 4: That the Salary Administration Plan be and is hereby amended
to read as--set in the attached Exhibit B.
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Resolution R- S_ 57
Approving Amendments to
Employee Pay Plan for 1992
and Salary Administration Plan
Page 2
PASSED AND APPROVED this 14th day of A, ri]___. 1992, by the
president and Board of Trustees of the Village of Oak Brook, DuPage and cook
Counties, Illinois, according to a roll call vot® as follows:
Ayes: Trustees Krafthefer, Pavcwich, Shumate, Skinner and Winters
Nayra: None
Absent
Abstain: None
Village President
ATTEST:
j village Clerk
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paypian.ord
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1PWITION
GRADE INL GRADS MINIMUM MI/NT MhX RUGS
1 Receptionist Annual $17,963 $21,107 $24,250 $6,r-7
Clerk/Typist Monthly 1,497 1,759 812 2 933
S.C. Laborer Bi-Weekly 691
2 Secretary Annual $21,221 $24,937 $28,652 $7,431
Gamn.Operator Monthly 1,768 2,078 2.388
Golf Pro Bi-Weekly 816 959 1,102
3 C.S.O. Annual $22,533 $26,475 $30,419 $7,886
Account Clerk Monthly 1,878 2,206 2,535
Bi-Weekly 867 1,018 1,170
4 Maint.II Annual $24,298 $28,549 $32,802 $8,504
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Asst.Librarian Monthly 2,025 2,379 2,734
Secy/Banquet Sales Bi-weekly 935 1,098 1,262
5 Executive Secy. Annual $26,062 $30,623 $35,185 $9,123
Maint.I Monthly 2,172 2,552 2,932
Bidg.Maint. Bi-Weekly 1,002 1,178 1,353
Auto Mechanic
S.C. Mechanic
P.W. Journeyman
Food & Bev. m(jr/Chef
6 Asst. Bldg. Comm. Annual $26,699 $31,431 $36,114 $9,415 '
monthly x,225 2,619 3,010
inspector II Bi-Weekly 1,027 1,209 1,389
7 Firefighter Annual $29,832 $35,052 $40,273 $10,441
Police Officer Monthly 2,486 %:,921 3,356
Librarian Bi-Weekly 1,147 1,348 1,549
8 Foreman (PW) Annual $33,081 $38,871 $44,660 $11,579
Foreman (W) Monthly 2,757 3,239 3,722
Head Mechanic Bi-weekly 1,272 1,495 1,718
Detective
B1dg.Maint/Journeyman
Civil Engr. I
Senior Inspector
9 Fire Lieutenant Annual $35,732 $41,986 $48,239 $12,507 ,
Police Sergeant Monthly 2,978 3,499 4,020 I'
Greens Supt. Bi-Weekly 1,374 1,615 1,855
10 Civil Et►gr. II Annual $38,239 $44,932 $51,624 $13,385
Asst.Finance Off. Bi-Weekly 1,471 1,728 1,986
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it Police Lieutenant Annual $39,233 $46,099 $52,964 $13,731 II�
Fire Captain Monthly 3,269 3,842 4,414 it
Asst.Village Mgr. Si-Weekly 1,509 1,773 2,037
Dir.Code Enforcement
12 Finance Officer Annual $43,564 $53,367 $63,170 $19,606
Village Engineer Monthly 3,630 4,447 5,264
P.W. Superintendent Bi-Weekly 1,676 2,053 2,430
Fire Chief
Police Chief
S.C. Manager
13 Village Manager Annual $52,910 $66,138 $79,367 $26,457
Monthly 4,409 5,512 6,614
BL-Weekly 2,035 2,544 3,053
Approved: 4/14/92
Sffectives 1/1/92
�.lplans.tr z=IBIT A (Page 1 of 3)
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VIY+LiIiGB OF OAK F:4R M
S,1lI:A" lSCMWM S
FIRE DEPhrtng IT
Volunteer Firefighters $13.25 per hour for lot hour & $6.63 per } hour thereafter responding to fire
Volunteer Firefighters $ 9.47 per hour for tat hour & $4.73 per hour thereafter for training and drill
Volr.:tteer Assistant Chiefs $15.13 per hour for lot hour & $7.57 per hour thereafter for emergency calls
Volunteer Assistant Chiefs $11.33 per hour for 1st hour & $5.67 per hour thereafter for required training
Special Duty Rates Pursuant to section 11-25 of the Code of Ordinances
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1.5 x Grade 7 Midpoint (�
1.5 x 35,052 52,578 + 2080 = 25.27/hr.
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4/14/92
Effective: 1/1/92
EZHIBiT A (Page 2 of 3)
NlpIm2.lrs
Ri 'K-.557
--r%ALARY BMW
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G POLICS FIRMi MW 11RERING PUBLIC WcF4M LIBRARY INSPSCTIOA SPO11TS cm
palm" a lmrII6s! MaXIIIIR! �+L .
wmmaw DBPAR'== MWARMERT
clerk/Typist Clerk/Typist clerk/Typist S.C.Laborer
cm
Asaaal $17,963 $24,250 Receptionist
ncatbly 1,497 2,021
�[ 691 933
�!�p Secretary Secretary Secretary Secretary Secretary Golf Pro
Avenel $21,221 $28,652 Comm.Oper.
NRR99X 1,768 2,388
Bi-Waskly 816 1,102
Acct.Coord.
Qp � Acct. Clerk C.S.O.
Assaal $22,533 $30,419
monthly 1,878 2,535
Di-weekly867 L 1,170
Maint.II Asst. Libr. Banquet
!D= Sls/Sect'.
Annual $24,298 $32,802
Uplatbly 2,025 2,734
id-unany 935 1,262
gg Sys Flt's Executive Maint.I Food GcBev.
4 Asnrl $26,062 $35,185 Secretary Auto I Food i Bev.
Auto Mechanic Mgr./Chef
Nownay 2,172 2,932 Journeyman
BL-Um@UY 1,002 1.353
Asat. to
�is 81dg.Coma.
Aaasal $26,699 $36,114 Inspector II
Naatinl 2,225 3,010
Id-WeeUT 1,027 1,388
Patrolman F�refighter Librarian
Aasaal $29,832 $40,273 F Parame/dic*
MwEthly l
2,486 3,356 Parame f
Id-maguy 1,147 1,549
® � Detective Civil Bngr.i FOSemaailYt/ Senior Inep.
Aanssl $33,081 $44,460 8Journeyman
Journeyman
NaatLl= 2,757 3,722 Head
fi-1asklj 1,272 1,718 Mechanic
d N= sergeant Lieutenant Greens Supt.
Aanssl $35,732 $48,239
(11 mbutyl 2,978 4,020
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21-Naskl 1,374 1,855
§t Est. Civil
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Ammaai $38,239 $51,624 Finance 8ngr.II
mummy 3,187 4,302 Officer
Ei-Ilfsaki 1,471 1,986
Q! Aeat. to Lieutenant captain Director of
Aessal $39,233 $52,964 Vill.Mgr. Code Eif.
Neom 3,269 4,414
Id Nsek'1 1,509 2,037
�. Attorney Chief Chief Vill.Bngr. Supt. image'
Asaaal $43,564 $63,170 Fin.Officer
Noat9et 3,630 5,264
ff-Niaskl
1,676 2.430 Manager
4nagar
Anaual ;52,910 ;79,367
Nowaly 4 409 6,614
H-Msski 2,035 3,053
Adopted and Approved: April 14, 1992 *Additional compensation in the amount of $125 per month for all firefighters who are certified as paramedics
lffectivs: J&%wmT 14, 1992 and who serve such function for the Village of Oak Brook and maintain said certification in good standing.
salplan3.fns EXHIBIT A (Page 3 of 3)
R-557 •
SALARY ADMINISTRATION PLAN
I. INTRODUCTION
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 IV of the Regional Governmental Salary and Frin a Benefit Sun
prepared by the Position ClassifLcatLon Agency o t e Cook County Bureau o
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
to direct analysis with the regional survey either because the position
described does 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 Pali 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.
111. 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.
Approved EXHIBIT a Page i of 6
Effective -
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2. Compare the July Region IV salary paid for each 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 (S) 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 Oak Brook 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 4-14-42 EXHIBIT s Page 2 of 8
Xffsctive 3,1,92 ._.
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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 character
of the employee's experience and ability over and above the minimum
j qualifications required for that position.
B. Merit increases will be determined based upon the employee's
performance as described in the $mployee Performance Report and the
recommendation of the employee's department head with review and
approval by the Village Manager. Normally, merit increases shall
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:
(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-
time position; and
(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.
8mployee 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 "ixceeding Standards" shall receive a merit bonus
annually in January of each calendar year as follows:
Years of Service Above Standards axceedina Standards
10-14 $250 500
15-14 $375 750
20 and over $500 $1,000
Approved 4-14-92, XXHISIT B Page 3 of 8
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R-557
Any such merit bonus shall not be considered a merit increase as
provided in paragraph IV(S) hereof.
E. Special Merit Advancements: Department heads may recommend to the
Village Manager that special merit increases in pay be granted to
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 special 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 approval 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 performance in general and point out to the employee,
first, the area that the employee is carrying out effectively, and,
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-
ment. Said 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 WT,loyee works a majority of his time in such position.
Police officers serving as Field Training Officers shall be subject
to the provisions of this paragraph.
Approved ,�/- EXHIBIT B Page 4 of 6
affective 1.1-99 �
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1. unsatisfactory
hails to meet requirements of the position.
Performance so poor that little useful contribution is made. Such
performance calls for removal of the person and replacement by someone
who can perform the required responsibU ities. Evaluation at this level
will not appear frequently because those employees will have been
recognized and already transferred or terminated.
2. Not Nesting Standards
Performance by a person at the top of their respective grade which is not
satisfactory.
3. h■proving
Meets some requirements of the position.
Performance that may be expected during early periods on a new job.
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.
4. Satisfactory
meets requirements of the position.
Performance that represents normal expectations. While there may be roan
for improvement, failure of such improvement to appear is not likely to
impede business operations seriously, nor to jeopardiz®; the employee's
status.
S. Above Satisfactory
meets all xe uirements of the position but exceeds some requirement
in
several instance*.
Performance of this caliber will be reflected in higher than average
quality and quantity of work produced.
6. ixcesding Standards
zxceeds all requirements of the position.
Performance of this caliber is exceedingly high. It may be reflected in
quantity accomplished; however, on complex, high level jobs the
superiority is more apt to be qualitative in terms of relationships,
creativity and quality of analysis produced.
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F Appggroved 4-14-92 XMI&IT S Pao* 5 of 6
XflMOtire ,yam,__
JW DESCRIPTIONS
The Village Manager shall prepare job descriptions for all positions
approved in the Employee Pay Plan. The Village Manager may amend such job
descriptions in conformance with the duties and requirements for such
positions.
The job description should be interpreted in its entirety. The title,
particular phrases, and examples of work should not be isolated and considered
as a full definition of the position. The sections of the job description are
described below to aid in understanding the respective position and the
differentiation 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. The initial
statement is a capsule description which expands the information
expressed in a position title on the type and level of work performed.
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 Knowledge, Ability and Skills
This section lists the knowledge, ability and skills which are desired of
applicants or candidates for a position. These persons should desirably
poasess 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." '
Some knowled a implies sufficient familiarity with work to know
elementary principles or practices and terminology used so as to perform
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,
su c ent to proceed within limited areas in an independent manner,
after brief familiarization with the organization and work routines.
Considerable knowledge implies sufficient knowledge to perform most work
under general supervision and to apply broad organizational and
operational knowledge of work processes and to resolve general work
problems independently.
Approves EXHIBIT B Page 6 of 6
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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 development 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 Board 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 Experience. This section of the classification
description estab lished the background of training and experience which
ordinarily would provide a person with the knowledge, abilities and the rkills
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 level .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 rience 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.
E�x e�rien�ce 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 hive 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 or 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 unusual 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.
Approved 4-14-N XXHIBIT B Page 7 of 8
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The foregoing 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 class description as a whole for II
recruiting, selecting, promoting or training personnel.
Use of the word "desirable" in the heading of the section is intended to
provide flexibility in determining acceptable equivalent combinations of
training and experience in screening candidates who might best meet the
requirements indicated.
�SS MSi�aal__ ggalifications. This section is used in a few positions where
legal requLre°menn s�limi practice 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 li-ense.
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Approved A-14-92 . XX8ISXT S page 8 of 8
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