HomeMy WebLinkAbout2013-OR-10ORDINANCE NO. 2013 -OR -
BEFORE
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THE COMMON COUNCIL
FOR THE CITY OF JEFFERSONVILLE, INDIANA
AN ORDINANCE ESTABLISHING NON -COLLECTIVE BARGAINING
SALARY/WAGE ADMINISTRATIVE POLICY AND REPEALING PRIOR POLICY
WHEREAS, the City of JeffersonvilleCit""
( y) has previously adopted and
implemented a Non -Collective Bargaining Salary and Wage Administrative Policy;
WHEREAS, as the Common Council ("Council") is the fiscal and legislative body
for the City;
WHEREAS, the Council with the assistance of a third -party has reviewed the
existing Non -Collective Bargaining Salary/Administrative Policy to determine whether it
should be revised and updated;
WHEREAS, the review has revealed the necessity to revise and update the
existing Non -Collective Bargaining Salary/Administrative Policy to ensure the City
recruits, hires and maintains a skilled work force to ensure the on-going uninterrupted
delivery of City services to its citizens;
WHEREAS, the Council recognizes its fiscal responsibility to effectively manage
costs in its administration of the City's salaries and wages;
WHEREAS, an objective of the Non -Collective Bargaining Salary/Wage
Administrative Policy is to pay City employees at a rate competitive with the external
market when business conditions, internal equity, internal value, individual job
performance and the City's ability to pay warrant.
NOW THEREFORE BE IT ORDAINED by the Council that it is necessary to
revise and update the existing Non -Collective Bargaining Salary/Administrative Policy;
and
IT IS FURTHER ORDAINED by the Council that the existing Non -Collective
Bargaining Salary/Administrative Policy is hereby repealed and replaced with the policy
set forth in attached Exhibit "A".
This ordinance shall be in ull force and effect after its passage by the Common
Council and approval by the Ma; or.
Vote. Fpr: / Voted Against:
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PASSED AND ADOPTED by the Common Council of the City of Jeffersonville,
Clark Count, Indiana upon this AO day of m cLit 2013.
1112/14,c,
Connie Sellers, President
Jeffersonville Common Council
ATTEST:
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Vicki Conlin, Clerk
City of Jeffersonville
PRESENTE by me to the Mayor of the City of Jeffersonville Clark County,
Indiana upon this day o GU3 , 2013.
Vicki Conlin, Clerk
City of Jeffersonville
SIGNED and
*kNkck\\
APPROVED by me upon
, 2013. /
this day of
Mike Moore, Mayor
City of Jeffersonville
City of Jeffersonville, Indiana
Non -collective Bargaining Salary/Wage Administration Policy
Table of Contents
TOTAL COMPENSATION PHILOSOPHY 2
SALARY AND WAGE PHILOSOPHY 2
DEFINITIONS 2
PAY RANGE MINIMUM (PR -MIN) 2
PAY RANGE MIDPOINT (PR -MID) 2
PAY RANGE MAXIMUM (PR -MAX) 2
PAY GRADE 2
BENCHMARK JOB(S): 2
RED -CIRCLE PAY RATES 2
GREEN- 2
TRAINING RATES 2
DEPARTMENT HEADS 3
ROLES AND RESPONSIBILITIES 3
CITY COUNCIL MEMBERS 3
THE MAYOR 3
FINANCIAL OFFICER 3
THE HUMAN RESOURCES DIRECTOR 3
THE CORPORATION COUNSEL: 3
DEPARTMENT HEADS 3
ESTABLISHED PAY RANGES AND PAY GRADES 3
MANAGE AND MAINTAIN PAY RANGES AND PAY GRADES 3
BENCHMARKED JOBS 4
GUIDELINES FOR DETERMINING INDIVIDUAL PAY RATES 4
CHECKS AND BALANCES MEASURE: 4
DETERMINING NEW HIRE PAY RATES WITHIN THE PAY RANGE 5
DETERMINING PERFORMANCE BASED PAY INCREASES 5
Performance Based Pay Guidelines 5
DETERMINING PAY RATES DUE TO PROMOTIONS, LATERAL TRANSFERS AND DEMOTIONS 5
Lateral Movement 6
Upward Movement 6
Downward Movement: 6
DETERMINING PAY RATES FOR NEW POSITIONS 6
ADDRESSING RED -CIRCLED PAY RATES 6
ADDRESSING GREEN -CIRCLED PAY RATES: 6
ADDRESSING INTERNAL EQUITY ADJUSTMENTS 6
Jeffersonville_ Pay Admin Policy Revised 5.14/13 Page 1 of 11
Total Compensation Philosophy
The City's initiatives, business goals, competitive outlook, and operating objectives are dependent on attracting, hiring and
retaining skilled, high quality employees for its available positions. The City believes that the basis for a competitive overall
Total Compensation Plan is the development and on-going management of a comprehensive salary/wage administration plan
and policy. This policy addresses this one facet of the total compensation and rewards philosophy for the City of
Jeffersonville, that of salary/wage administration. As such, the City's objectives for this policy are to:
• Define the competitive market philosophy of the City in relation to base pay.
• Describe the current situation of the City regarding its salary/wage administration.
• Define Key terms of this Policy.
• Establish clear roles and responsibilities concerning the on-going administration of the Salary/Wage Policy.
• Provide and maintain pay ranges based on both internal and external market considerations for all non -collective
bargaining positions.
• Define how the City will manage and maintain the established pay ranges. How the City plans to pay competitively,
based on business conditions, competition and ability to pay.
• Establish clear guidelines for determining individual pay rates within the established pay ranges for new hires,
promotions, transfers, demotions and other related "employee life -cycle" pay issue.
• Establish guidelines for addressing "red circle", "green circle" and misaligned employee rates based on business
conditions, competition and ability to pay.
Salary and Wage Philosophy
The City wishes to recruit, hire and maintain a skilled work force to ensure the on-going, uninterrupted delivery of City
Services to its citizens and to better position the City for transition from a Class III city to a Class II city. Additionally the
City recognizes its fiscal responsibility to effectively manage costs (tax dollars) in its administration of its salary/wage
administration objectives. To accomplish this, the City's goal is to pay its employees at a rate competitive with the external
market when business conditions, internal equity, internal value, individual job performance and the City's ability to pay
warrant.
Definitions
Pay Range Minimum (PR -Min): The lowest pay rate established for a pay grade. Typically, this is the entry level
pay rate for individuals meeting the minimum qualifications and/or performance standards for a job/position.
Pay Range Midpoint (PR -Mid): The 50% or "middle" point in a pay grade. Typically, employees who are fully
competent in the performance of their job/position will achieve pay rates at or near the midpoint for their
job/position's pay range within 6 to 10 years. The actual time it takes to reach the midpoint may depend on the
employee's entry pay rate, performance ratings and corresponding performance based pay increases.
Pay Range Maximum (PR -Max): The top pay rate established for a pay grade.
Pay Grade: Refers to an established pay range for a group of similarly compensated jobs.
Benchmark Job(s): A position or positions within a specified pay grade which is/are used to represent the entire pay
grade when determining external market pricing.
Red -Circle Pay Rates: Individual pay rates that exceed the Pay Range -Maximum for their established pay range.
Green -Circle Pay rates: Individual pay rates that fall below the Pay Range -Minimum for their established pay range.
Training Rates: Pay rates for employees which may be below the pay grade minimum of their job/position. Once an
employee has successfully completed his/her training period, pay rates may be brought up to the minimum. The
Jeffersonville_ Pay Admin Policy Revised 5.14/13 Page 2 of 11
1
training rate may be utilized during a training -introductory period for new employees in positions where formal
training periods are established.
Department Heads: Individuals who manage a significant "business unit", i.e. waste water treatment, finance,
engineering, human resources etcetera and report directly to the Mayor.
Roles and Responsibilities
City Council Members: Have the responsibility and authority to review and approve the Non -collective Bargaining
Salary /Wage Administration Policy which includes, in Addendum A, the pay grades and pay ranges established for
city employees who are not covered by a collective bargaining agreement. Review and approval by the City Council
will be required for any individual pay rate changes and/or changes to the approved pay grades or their associated
pay ranges that exceed established limits as specified in the section Checks and Balances Measures.
The Mayor: or his/her designee has the responsibility and authority to present to the City Council Members for their
review and approval, the Non -collective Bargaining Salary /Wage Administration Policy which includes the
established pay grades and ranges. The Mayor consults with the Human Resources Director, Financial Officer, and
Corporation Counsel on all proposed changes to the Non -collective Bargaining Salary /Wage Administration Policy,
individual pay rates and/or the established pay grades and their associated pay ranges.
Financial Officer: Has the responsibility to ensure that the provisions and application of the Non -collective
Bargaining Salary /Wage Administration Policy and the City of Jeffersonville Pay Grades and Ranges are fiscally
sound. The Mayor will consult with the Financial Officer on all proposed changes to the Non -collective Bargaining
Salary /Wage Administration Policy, individual pay rates and/or the established pay grades and their associated pay
ranges.
The Human Resources Director: Has the responsibility and authority to manage the daily implementation of the
Non -collective Bargaining Salary /Wage Administration Policy to ensure adherence to its provisions. The Human
Resources Director reviews all pay rates proposed by Department Heads, the Mayor, and/or the Financial Officer.
Annually the Human Resources Director will review the Non -collective Bargaining Salary /Wage Administration
Policy and the associated pay grades and ranges and recommend revisions or updates to the Mayor for the upcoming
fiscal year. As needed during the course of the fiscal year, the Human Resources Director will recommend to the
Mayor revisions to the Non -collective Bargaining Salary /Wage Administration Policy and/or the pay grades and
their associated pay ranges to address on-going business needs for the City such as adding new or eliminating
jobs/positions.
The Corporation Counsel: Has the responsibility to assist the Human Resources Director and Financial Officer in
reviewing, maintaining and updating the Non -collective Bargaining Salary /Wage Administration Policy and
associated pay grades to ensure adherence to relevant employment law and the consistent, fair and defensible pay
practices.
Department Heads: Have the responsibility to recommend and provide written documented support for pay rates to
the HR Director for their direct reports utilizing the provisions of the Non -collective Bargaining Salary /Wage
Administration Policy and the established pay grades and ranges.
Established Pay Ranges and Pay Grades
See "Attachment A", City of Jeffersonville, Indiana Pay Ranges and Pay Grades for 2013
Manage and Maintain Pay Ranges and Pay Grades
Annually the HR Director will review and recommend to the Mayor any needed changes to the Non -collective Bargaining
Salary /Wage Administration Policy and the associated pay ranges and pay grades. As needed throughout the fiscal year, the
Human Resources Director will recommend to the Mayor, additions/ revisions to the Non -collective Bargaining Salary
/Wage Administration Policy and/or the pay grade structure to account for changing business needs such as the addition of
Jeffersonville_ Pay Admin Policy Revised 5.14/13 Page 3 of 11
new or the elimination of jobs/positions. The HR Director may utilize internal and/or third party resources in the course of
this review and update.
aS
as business needs dictate, the HR Director will oversee the completion of an external
market based salary/wage study for the positions identified as benchmark jobs for each pay grade. The external wage study
will include market data derived from a variety of available comparative resources which may include the following:
• Indiana Association of Cities and Towns, IACT, Salary, Wage and Fringe Benefits Survey rd and/or 3rd Class
Cities
• Salary Ordinances of surrounding and/or comparative cities
• Metropolitan Survey area (MSA) data for Indiana & Louisville MSA Indiana Workforce Development
• Metropolitan Louisville city workers salary data
• Louisville Metropolitan Sewer District, MSD, salary data
• Various on-line salary data resources: Example: salary.com
Benchmarked Jobs
See "Attachment B" Benchmarked Jobs for City of Jeffersonville, Indiana
Guidelines for Determining Individual Pay Rates
In an effort to ensure consistent, fair and defensible pay practices the City has established the following guidelines to assist
Department Heads, the Mayor, the Financial Officer, Corporation Counsel and the HR Director in determining individual pay
rates. The internal value of a job provides a relative ranking or hierarchy of positions, while the external market reflects the
external value of a position and is reflected in the determination of the City's pay ranges. Factors that may impact an
individual's pay rate include, but are not limited to the following:
• The City's ability to pay due to fiscal limitations/constraints
• Business/Operational needs of the City
• Specialized skills, education and/or training required for the position
• External market job value
• Internal hierarchy and/or job value
• Individual job performance
Checks and Balances Measure: The intent of this policy is to provide as much authority and autonomy for the day to day
compensation determinations to the people best suited to determine value of the job and the work performed, the
Department Head, the Human Resources Director, the Corporation Counsel, the Financial Officer and the Mayor. The
Mayor may approve pay rates and pay changes for the City's non -collective bargaining employees within the guidelines
provided by this Policy; however, to ensure that no one individual may exercise too broad a scope in determining
individual pay rates or pay increases during any rolling 12 month period, the President of the City Council (or the
Vice President in the absence of the President) will direct the review any individual employee pay rate change
that would:
1. Provide a pay increase or cumulative pay increases during any rolling 12 month period that exceed 7% of
the individual's base pay at the beginning of the prior 12 month period, and/or exceeds $5000, OR
2. Place a new hire above the first quarter of the assigned pay range (25% of range) for his/her job's pay
grade, OR
Jeffersonville_ Pay Admin Policy Revised 5.14/13 Page 4 of 11
3. Place an employee above the pay range midpoint (50%) of a new pay range in the event of a job change,
job demotion or job promotion for that employee.
Additionally, the Mayor may, at his/her discretion, recommend to the Council the reduction of a "red -circled"
employee's pay rate to the PR -Max of the pay range for the employee's current job/position.
The HR Director will notify the City Council President (or the Vice President in the absence of the President) of any
such occurrences as outlined above in (1) and (2) and provide that individual with documentation to support the
recommended pay level and/or pay increase. The President (or the Vice President in the absence of the President) will
review the pay recommendation and make a recommendation to the remaining Council members and ask for their review
and input. The President (or the Vice President in the absence of the President) will notify the HR Director within a
reasonable period of time so as to not unduly delay the compensation decision, as to the Council's 1) need for additional
information, or 2) the approval of the pay level or pay increase, or 3) the rejection of the pay recommendation. The
Council will provide sufficient reason for the rejection and offer an alternate pay level where appropriate.
Determining New Hire Pay Rates within the Pay Range: Typically new hires will be placed between the PR -Min and up
to 25% of the pay range for his/her job/position's pay grade. The appropriate placement of a new hire within the
job/position's pay range is determined by input from the Department Head, the Human Resources Director, the
Corporation Counsel, the Financial Officer and the Mayor. The Department Head for the new hire will recommend to
the HR Director a pay rate which reflects the new hire's experience, training, education, certifications/licenses and skills
relative to the requirements for the job; the expected level of competency to perform the job; and internal department
equity. The HR Director will review the Department Head's recommendation; review the City's internal equity and the
consult the Salary/Wage Policy to determine the appropriateness of the proposed pay rate. The Mayor, Human
Resources Director, the Corporation Counsel, and Financial Officer will review proposed new hire pay rates and if
approved, sign the corresponding payroll authorization form before pay rates are processed by payroll.
Recommending the placement of a new hire at a pay rate above the 25% (first quarter) of position's pay range is not
advisable and will require written justification of the individual's exceptional skills, abilities, and other credentials for
the job/position. This situation is specifically addressed in the section "Checks and Balances Measures".
Determining Performance Based Pay Increases: The City has implemented a performance review system requiring the
annual job performance review of every regular full-time or part-time City employee. Department Heads and their direct
reports who have supervisory authority have the responsibility to conduct and complete the annual reviews within the
deadline set by the City.
Annually, Department Heads will be provided a budget to use to compensate their direct reports. Department Heads may
propose annual performance based individual pay increases for his/her direct report(s) by providing the appropriate
completed written performance evaluation form(s) to the Director of Human Resources. The performance evaluation
form must provide sufficient justification for the proposed pay increase. The Mayor, Human Resources Director,
Corporation Counsel and Financial Officer will review proposed performance based pay increases and if approved, sign
the corresponding payroll authorization form before new pay rates are processed by payroll. Proposed performance
based pay increases will not be reviewed nor approved without the required written documentation. (See Performance
Based Pay Guidelines below)
Performance Based Pay Guidelines: If sufficient justification is provided, an individual may receive an increase
based on the level of performance. An employee who is fully competent and meeting job expectations may receive
a standard increase; those employees who exceed the job standards may receive above standard increases and those
employees who meet most, but not all expectations for fully competent performance may receive a below standard
increase. An employee who is not satisfactorily meeting minimum performance standards will not be eligible for
performance based pay increases. The Department Head recommended pay increases must not exceed the
department's budget allotted for such increases.
Determining Pay Rates Due to Promotions, Lateral Transfers and Demotions: During an individual's employment with
the City, there may be occasion when an individual will change jobs due to promotion, internal transfer, intemal job
posting or demotion. The term `change jobs" indicates a new job title/position as specified in the City's Non -Bargaining
unit established pay grades, not a change of duties within the employee's current job title classification. The Mayor,
Human Resources Director, Corporation Counsel and Financial Officer will review the appropriateness of proposed pay
Jeffersonville Pay Admin Policy Revised 5.14/13
Page 5 of 11
changes due to the reasons specified in this section and if approved, sign the corresponding payroll authorization form
before pay rates are processed by payroll. Guidelines for pay adjustments:
Lateral Movement: This occurs when an individual changes positions within the same Pay Grade. No pay rate
adjustment is warranted in this case.
Upward Movement: This occurs when an individual moves to a position in a higher pay grade than their previous
position. A pay rate increase may be warranted in this case. To determine if a pay rate increase is warranted, the HR
Director will first determine where the individual's current pay rate falls within the new pay grade range.
1. If the current pay rate is equal to or above the new PR -Mid (50%) for the new pay range, a pay rate
adjustment is not recommended. See section "Checks and Balances Measures".
2. If the current pay rate is below the PR -Min for the new pay range, the individual should be brought up
to the PR -Min of the new pay range. If sufficient justification is provided (see requirements under
Determining Pay Rates for New Hires), an individual may be placed higher in the range, but should not
exceed 25% of the pay range. See section "Checks and Balances Measures".
3. If the current pay rate is equal to or above the PR -Min and below the PR -Mid for the new pay range, a
pay increase may be considered. See section "Checks and Balances Measures".
Downward Movement: This occurs when an individual moves to a position which is in a pay grade below their
previous position. No pay rate increase is warranted; however, a pay rate decrease may be justified. The HR
Director, in consultation with the Mayor, Corporation Counsel the Financial Officer and the Department Head will
follow the guidelines under Determining New Hire Pay Rates to propose any necessary pay adjustments.
Determining Pay Rates for New Positions: The HR Director in consultation with the Financial Officer, Corporation
Counsel and Department Head will recommend to the mayor, the placement of a new position within the existing pay
grade structure. The Mayor or his/her designee will make a recommendation to the City Council regarding the new job's
proper placement in the pay grade structure for the City Councils' review and approval. Criteria used for placement will
include internal value of the new position and similarity of job responsibilities, and the required skills, abilities,
education, and experience of comparable positions. The HR Director may determine that an external market wage study
and/or the consultation of a third party is needed to help determine the appropriate placement for the new position.
Addressing Red -Circled Pay Rates: The City wishes to maintain employees' pay rates within the established pay ranges
for the pay grades by insuring that jobs are properly placed within the pay grades, by managing employee's movement
through the range and by capping pay for individuals whose pay rates reach the maximum for their pay grade.
Employees whose current pay rate exceeds the established maximum for their job's pay grade will also have their pay
rate capped. Employees whose pay rates are capped will not be eligible to receive further pay increases until their pay
rate falls within the established pay range for their job's pay grade. The Mayor may, at his/her discretion, recommend to
the Council the reduction of an employee's pay rate to the PR -Max of the pay range for the employee's job/position.
See "Checks and balance Measures".
Addressing Green -Circled Pay Rates: Occasionally an individual's pay rate may fall below the established pay range
minimum for his/her pay range. This is not uncommon with the establishment of a new pay system or the updating of
an existing system. When this misalignment occurs the City will make reasonable efforts to address this concern as
quickly as possible. The City will first determine if the employee has been properly placed within a job classification,
and if not, reassign the employee to the correct pay range/job classification. If this does not adequately address the issue,
the City will establish a plan to bring the affected employee's pay rate in line within the pay range structure. If the
employee's work performance is below standards for the position, a performance plan should be established to direct the
employee to acceptable/standard work performance levels before adjusting pay. Depending on the extent of the
misalignment, the availability of financial resources to address the concern, the job performance of the affected
individual, and any other pertinent data, an individual should be immediately brought to the pay range minimum for their
position.
Addressing Internal Equity Adjustments: Due to various factors, including pay compression over time, updated market
wage data, realigned or adjusted pay grades and ranges, an individual's pay rate may be significantly less than what
Jeffersonville Pay Admin Policy Revised 5.14/13 Page 6 of 11
City of Jeffersonville Pay Ranges 2013 Addendum A
Pay Range la
Min
MP
Max
R
MPR
$ 21,840
$ 25,106
$ 28,392
30%
$ 10.50
$ 12.07
$ 13.65
30%
Kennel Attendant
Pay Range lb
Min
MP
Max
R
MPR
$ 23,400
$ 28,080
$ 32,760
40%
$ 11.25
$ 13.50
$ 15.75
40%
General Laborer I
Secretary/Receptionist
Pay Range 2
Min
$ 25,792
MP
$ 32,240
Max
R
MPR
$ 38,688
50%
15%
$ 12.40
$ 15.50
$ 18.60
50%
15%
Administrative Assistant I
Animal Control Officer
Accounts Receivable/Accounts Payable Clerks
General Laborer ll -Signage
Court Clerk
Traffic Clerk
League Coordinator -Parks
Office, Utilities & Permit Clerks
Utility Worker I
Pay Range 3
Max
R
MPR
Min
MP
$ 29,536
$ 36,920
$ 44,304
50%
15%
$ 14.20
$ 17.75
$ 21.30
50%
15%
Administrative Assistant 11
Cash Coordinator
Code Enforcement Officer
Court Clerk/Accounting
Driver Operator _
Lab Technician /Plant Operator
Police Dispatcher
Solids Handling Utility Worker
Technology Specialist
Utilities Billing Coordinator
Utility Maintenance Tech I
Utility Worker it
Exempt: Deputy City Clerk -Office Manager
Exempt: Supervisor of Fieldhouse & League/Activity
Jeffersonville Pay Admin Policy Revised 0520'2013
Page 8ofII
Pay Range 4
Min
MP
Max
R
MP.f
$ 34,112
$ _ 42,640
$51,168 51,168
50%
15%
$ 16.40
$ 20.50
$ 24.60
50%
15%
Computer Maintenance Management Systems (CMMS) Administrator
Collections System Utility Worker
Collections System Construction Inspector
Crew Leaders: Streets, Drainage
Crew Leaders/Foreman: Parks, Wastewater Construction
Executive Assistant
Lead Lab Technician /Plant Operator
Payroll Specialist
Planning & Zoning Coordinator/Administrator
Sewer Investigation CCTV Technicians
Skilled Laborers - Auto Body, Diesel Mechanic, Parks Facility Maintenance, Repair Carpenter/Concrete; Heavy
Equipment Operators, and Pipe Layers
Traffic, Lighting & Electrical System Technician
Utilities Maintenance Tech II
Exempt -Billing Office Manager
Exempt -Grant Writer
EXEMPT -Special Events & Riverstage Coordinator
Exempt -Supervisor of Athletic Programs & Leagues
EXEMPT -Supervisor of Recreation Programs & Aquatics
Pay Range 5
Min
MP
Max
R
MPR
$ 39,200
$ 49,000
$ 58,800
50%
15%
$ 18.85
$ 23.56
$ 28.27
50%
15%
Collection System Supervisor
Construction Supervisor (Wastewater)
Electrician (Wastewater Maintenance)
Construction Inspector Engineeer
Engineering Project Coordinator -Drainage
Engineering Technician
GIS Database Administrator
Building Inspector
Electrical Inspector
Maintenance Supervisor - Parks
Maintenance Su•ervisor Wastewater
Paralegal
Streets & Sanitation Supervisor
Traffic, Lighting & Electrical Systems Electrician
Water Resources Construction & Maintenance Coordinator
Exempt -Accountant
Exempt -Director of Vehicle Maintenance
Exempt -HR Generalist
Exempt -Storm Water Coordinator
Exempt -Utility Communications & Operations Coordinator
Jeffersonville Pay Admin Policy Revised 05'202013
Page 9 of I l
Min
Pay Range 6
MP
Max
45,385
59,000
$ 21.82
28.37
$
Assistant City Engineer
72,615
34.91
R MPR
60% 20%
20%
60%
Assistant Director of Finance
Building Commissioner
Director of Animal Shelter
Director of Parks
Director of Planning/Zoning
Director of Streets & Sanitation
Laboratory & Pretreatment Manager
Safety Manager
Pay Range 7
Min
MP
Max
52,308
68,000
83,629
Director Human Resources
Director of IT
MPR
$
60%
15%
Assistant Director WWTP
Pay Range 8
..............
Min MP
$ 60,000
$ 78,000
Max
MPR
96,000
60%
15%
City Engineer
Director of Finance /Controller
Director of Redevelopment
Pay Range 9
Min
MP
Max
MPR
69,231
$
90,000
Pay Range 10
110,770
60%
15%
Corporation Counsel (inactive)
City Attorney (inactive)
Min
MP
Max
R
MPR
76,667 $ 103,500 $ 130,333 70% 15%
Corporation Counsel and Director of Legal Services (job includes redevelopment commission legal work .25 FTE)
Director Wastewater
Jeffersonville Pay Admin Policy Revised 0/20,2013 Page ID of I I
Addendum B
Benchmark Jobs for 2013 Jeffersonville, Indiana
Pay Grade 1 a: Kennel Attendant
Pay Grade 1 b: General Laborer I
Pay Grade 2
• Administrative Assistant I
• Accounting Clerks: AR/AP/Billing/etc
• Animal control Officer
Pay Grade 3
• Administrative Assistant II
• Driver Operator -Streets
Lab Tech/Plant Operator
• Police Dispatcher
• Technology Specialist
Pay Grade 4
• Crew Leaders: Streets, Drainage, Parks
• Skilled Labor: Heavy Equipment Operator
• Skilled Labor: Diesel Mechanic
• Collection System Utility Worker
• Park "recreation" Supervisors
• Payroll Coordinator
• Planning & Zoning Administrator
Pay Grade 5
• Inspectors: Building, Electrical
• Electrician -Wastewater
• Supervisors: Maintenance Parks, Streets & Sanitation, Wastewater
• Dir Vehicle Maintenance
• Accountant
• Engineering Technician
Pay Grade 6
• Assistant Director of Finance
• Building Commissioner
• Director Streets & Sanitation
• Director of Parks
• Safety Manager
Pay Grade 7
• Director of Human Resources
• Director of Information Technology
Pay Grade 8
• City Engineer (Civil)
• Director of Finance
Pay Grade 9
• Corporation Counsel
Pay Grade 10
• Director of Wasterwater
e le sunville Pa% Admin Policy Revised 05.'10 201 3 Page 11 OI 11
Addendum B
Benchmark Jobs for 2013 Jeffersonville, Indiana
Pay Grade 1 a: Kennel Attendant
Pay Grade 1 b: General Laborer I
Pay Grade 2
• Administrative Assistant I
• Accounting Clerks: AR/AP/Billing/etc
• Animal control Officer
Pay Grade 3
• Administrative Assistant II
• Driver Operator -Streets
• Lab Tech/Plant Operator
• Police Dispatcher
• Technology Specialist
Pay Grade 4
• Crew Leaders: Streets, Drainage, Parks
• Skilled Labor: Heavy Equipment Operator
• Skilled Labor: Diesel Mechanic
• Collection System Utility Worker
• Park "recreation" Supervisors
• Payroll Coordinator
• Planning & Zoning Administrator
Pay Grade 5
• Inspectors: Building, Electrical
• Electrician -Wastewater
• Supervisors: Maintenance Parks, Streets & Sanitation, Wastewater
• Dir Vehicle Maintenance
• Accountant
• Engineering Technician
Pay Grade 6
• Assistant Director of Finance
• Building Commissioner
• Director Streets & Sanitation
• Director of Parks
• Safety Manager
Pay Grade 7
• Director of Human Resources
• Director of Information Technology
Pay Grade 8
• City Engineer (Civil)
• Director of Finance
Pay Grade 9
• Corporation Counsel
Pay Grade 10
• Director of Wasterwater
Jeffersonville_ Pay Admin Policy Revised 5.14/13 Page 11 of 11
would be expected given the employee's time in position, level of job performance, relative pay levels of other
individuals within the same pay grade range and other related business factors. Should the City determine a pay
adjustment is needed to correct this misalignment; the City will follow steps similar to Green Circled employees. The
City will first determine if the employee has been properly placed within a job classification, and if not, reassign the
employee to the correct pay range/job classification. If this does not adequately address the issue, the City will establish
a plan to bring the affected employee's pay rate in line within the pay range structure. If the employee's work
performance is below standards for the position, a performance plan should be established to direct the employee to
acceptable/standard work performance levels before adjusting pay. Depending on the extent of the misalignment, the
availability of financial resources to address the concern, the job performance of the affected individual, and any other
pertinent data, the City should provided an action plan for resolving the misalignment over a set period of time, not to
exceed 12 months.
The intent of this policy is to provide guidelines that will assist the Mayor, the Human Resources Director, Corporation
Counsel, the Financial Officer and Department Heads in providing consistent fair practices in determining wages and
salaries for the City of Jeffersonville' non -bargaining unit employees. No policy can cover every circumstance
related to salary/wage administration and the City reserves the right to update and/or modify any of the
provisions of this policy at any time.
Jeffersonville_ Pay Admin Policy Revised 5.14/13 Page 7 of 11