Full Text
CLASSIFICATION STUDY for the CITY OF FERNLEY, NEVADA Final Report Effective 10/1/05 BECKER & BELL, INC. ADMINISTRATIVE OFFICE 1166 - P Broadway Placerville CA 95667-5745 Voice [PHONE REDACTED] FAX [PHONE REDACTED] e-mail: [EMAIL REDACTED] ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 2 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). TABLE OF CONTENTS I. INTRODUCTION 3 II. PURPOSE OF CLASSIFICATION 3 III. GUIDELINES FOR CLASSIFYING POSITIONS 6 IV. DISTINCTION AMONG CLASSES 7 V. FLEXIBLE STAFFING 9 VI. ALLOCATION 11 VII. GENERAL DESCRIPTION OF REVISED 12 VIII. OVERVIEW OF STUDY 13 1 / 1 295 95 21 IX. 13 X. THE CLASS SPECIFICATION DOCUMENT 13 4 CITY OF FERNLEY CLASS 14 XI. IDENTIFICATION OF ESSENTIAL JOB FUNCTIONS 17 XII. WHAT ARE THE ESSENTIAL FUNCTIONS OF A POSITION? 17 XIII. CLASSIFICATION PLAN MAINTENANCE ACTIVITIES 18 ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 3 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). I. INTRODUCTION The following pages contain the preliminary final report on the classification portion of the study conducted by Becker & Bell, Inc., consultants for the City of Fernley, Nevada. We wish to thank all employees for their cooperation and enthusiastic participation in the interview process. The quality of the results of any classification study depends a great deal on the effort of the employees. The City of Fernley was incorporated in July 2001 after being a township for about 70 years and governed by its own Town Board since 1985. Since incorporation population and city services have grown significantly. Along with that growth, a number of employees have been added to provide those services and more are anticipated as other changes occur in the near future. Throughout this period, the City has relied on an initial classification study conducted in 2000 and a patchwork of classifications added along the way. The City has become more sophisticated with a greater division of duties and responsibilities in order to serve the current population of over 15,000. One of the major efforts by BBI consultants was to provide a classification structure to meet the current needs of the City, as well as its future ones. A primary purpose of this classification study is to review all positions working in the City for proper job classification, update or create new class specifications, and to revise the classification structure where appropriate. II. PURPOSE OF CLASSIFICATION PLAN Statement of Purpose The City of Fernley classification plan is established to provide a foundation for its personnel management program. The activity of “classification” is a system of identifying and describing the different kinds of work in an organization and then grouping similar positions together under the same common job titles. It is perhaps easiest to see that several positions belong to the same class when the job duties are identical. In classification practice, however, the duties of the positions do not have to be the same, but rather sufficiently similar to be grouped within the same classification. This also means that within a class there will be some differences between positions in terms of level of responsibility and complexity of the work, but not significantly enough to justify another class. So even though two positions doing the same type of work have different daily assignments, if the same pay rate is appropriate and the entrance qualifications are essentially the same, it is in the City‘s best interest to group them within the same class. This advantage may not be apparent at first glance, but the larger the number of classes, the more cumbersome and difficult the classification and compensation plans are to administer. This classification plan includes this Statement of Purpose plus the sections providing the following information: • Guidelines for classifying positions; • An explanation of the structure and information contained in class specifications; ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 4 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). • Class specifications for each classification; • A list showing the allocation of each position to a job class; and • A procedure for determining when changes in the system are needed. The classification plan contains the basic information used to make decisions in virtually every phase of the employment process beginning when a job is created and continuing throughout the existence of a position and tenure of an employee with the City. Two key points to remember in making the most effective use of the classification plan are: The classification plan must be responsive to the organization's current needs. This requires periodic review of the plan to assure it reflects changes in organization goals, policy, size, and leadership style. It must also be responsive to changes in technology and characteristics of the work force. Changes in the work force may include the training, interests and availability of individuals the City wants or needs to employ. The classification plan must be consistently followed if it is to be a useful tool. Should an anticipated employment-related decision be inconsistent with the plan, it is important to either amend the classification plan or adjust the decision to be consistent with the plan. Decisions consistent with the classification plan will help the City remain fair and consistent in later employment decisions, and will contribute to clear communications with employees. Whether to change the management/organizational decision or change the classification plan is a matter of City policy. The final section of this plan contains a discussion of the circumstances when classification plan modifications are appropriate and the methods for making such modifications. Uses of the Classification Plan Some of the uses of this classification plan are described below. • Defining The Level Of Newly Established Positions. When determining the cost of adding new functions or changing the structure of a work unit, the information found in the class plan is a useful tool. Descriptions found in the class plan document are useful in defining the nature of new positions. The cost of changes in organizations and programs can be estimated using information found in class specifications and the compensation plan. ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 5 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). • Designing Recruitment and Selection Processes. The information contained in class specifications proves useful in determining the appropriate labor market for recruiting new employees and provides the basic information necessary to establish appropriate selection criteria and processes. • Setting Salaries. The class specifications describe the level and type of duties, as well as the qualifications for employment. This information is needed to determine which jobs in other organizations are comparable for salary setting purposes and to determine appropriate internal salary relationships among jobs within the City organization. • Managing Employee Performance. The classification plan can be used in the initial orientation and training process to provide information on job duties of the employee and of other employees in the work unit. The class specification includes the basic information necessary to communicate performance expectations. Information in the classification plan can also be used to assist employees in understanding and preparing for promotional opportunities. Cautions: What a Classification Plan Does Not Do The following expectations are often placed on classification plans. However, classification plans are not designed to address these issues. • Classify the Job based upon an Employee’s Qualifications: A classification does not consider the capabilities of an individual or the efficiency with which the employee performs his/her duties. Frequently a position is best analyzed from the viewpoint of what the job requirements would look like if the position were vacant or filled by another employee. The City has employees whose qualifications exceed what is required for the job. But classification is not the personnel administration tool that rewards individual achievement. Nor are classes created as a way to reward length of service. • Resolve Performance Problems: Frequently managers and employees expect employee performance problems to be solved through the classification process. At times, although not always, performance problems are obvious during the classification interview process, but rarely are those problems solved through the classification allocation. Many times the structure of the organization or department dictates what the level and duties of the position ought to be whether or not the incumbent is actually performing them or how well. The classification system frequently appears unjust to employees because a poor performer is left at a higher rate of pay or perhaps even receives an increase. But, classification is just one system within personnel administration. The other systems such as salary administration and employee performance appraisal must be properly developed and maintained to ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 6 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). have an effective and equitable personnel system. • Consider the Amount of Work Performed: Classification plans account for variety and diversity of duties; they do not consider the quantity of work performed by employees. One of the most common complaints heard during a classification study is how much work one employee has versus another. This is a of poor job design, poor supervisory control or the need for change in the level of staffing. It is not a justification for upward reclassification. III. GUIDELINES FOR CLASSIFYING POSITIONS Job Class Defined A job class is a group of jobs each of which is sufficiently similar in duties and responsibilities that: 1. The same job title can be used to accurately indicate the duties and responsibilities of the positions. 2. Substantially the same job qualifications are required to perform the duties of the positions. 3. The same pre-employment tests show whether an individual is qualified to perform the duties of the positions. 4. The same compensation package is equitable for employees in the positions (assuming a comparable level of employee job performance). Some organizations assign duties from several different occupational fields to one position and/or include duties at various levels of responsibility in one position; this complicates the position classification task. Classifying such positions must, therefore, be based on the preponderance of the duties assigned. The preponderance of duties of any position includes those duties that taken as a group occupy the most time, require the highest qualifications, and are most important to overall job performance. The following examples may help illustrate the application of this standard. Example 1. An employee performs normal computer operator duties during most of every shift. However, periodically, the employee must diagnose a failure in the computer system. The organization will be subject to fines and substantial loss of income if the problem is not diagnosed and repaired within two hours. No contract service is available to perform this work and the training necessary to perform the work is so specialized that no one else can perform it. Thus, the activity of repairing the failures, though an infrequent task, is the preponderant duty of the position and the one on which the position is allocated to a job class. Example 2. An employee spends up to two hours several days each week performing a relatively difficult task for which substantial training is required. However, the job is only done if and when time is available. The supervisor carefully checks the results, and any errors are not important to overall job performance. Other less difficult duties which, taken together, occupy more time on most days and are very important to overall performance. The lower level, time-consuming duties are ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 7 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). preponderant and the ones on which this position is allocated to a job class. IV. DISTINCTION AMONG CLASSES In this plan, classes are assigned to class series and to levels within the series. Definitions for class series and class level are provided below, along with a definition of the concept of flexible staffing. In addition, the factors considered when allocating each position to a class are described. Each of the concepts described was used in determining which job classes to include in the City’s class plan and in preparing the recommendations for allocation of positions to various job classes. Class Series A class series is a group of two or more classes similar with respect to the general type of duties performed and have progressively higher qualifications. An example of class series is the Maintenance Worker or the Building Inspector series. Class Level The level of a class denotes the scope of responsibility assigned to the employee in a position and the independence with which the employee is expected to work. The following levels are either found in the current classification plan or may be needed in future revisions to the plan. (Note: It is important to remember class level is NOT necessarily the same as the level of employee qualification. Even though an employee may be qualified to assume duties of a higher-level class, the City may not have enough higher- level work to take advantage of the employee's qualifications. Similarly, an employee may not adequately perform the assigned duties but the requirements of the position remain unchanged. In both situations, position classification is not generally affected.) Positions allocated to Entry-level classes are assigned a limited scope of duties and responsibilities. Assignments are generally performed within a procedural framework established by higher-level employees. Work is initially performed within a clearly defined procedural framework. As knowledge and ability are gained, the employee performs with less immediate supervision. Positions at this level are usually designed to provide on-the-job training opportunities to employees who have limited, directly-related work experience or who have not yet had sufficient training on information, procedures, and methods unique to the City to perform the full range of work assigned to the working level class. Entry-level, full-time regular employees are generally expected to qualify for the next level class within one to two years from appointment to the class. Within some work units there will be a large enough volume of routine work to justify designating a position at this level on a permanent basis. Part-time and temporary employees may be assigned to entry-level classes because of the limited responsibility assigned. Entry level classes include or “Assistant” in the title. Positions allocated to Working- or Journey-level classes are assigned a broad range of tasks, usually under general supervision. Employees in positions at this level are expected to perform their work within a framework of established ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 8 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). procedures with only occasional instruction or assistance. Positions at this level frequently work outside the general proximity of a supervisor and work is reviewed only upon completion and for overall results. The designation of ”II” or “Associate” is often included in the title. In some series an Advanced Working-level class is included. This level is appropriate for positions requiring independent handling of a broad range of technically complex assignments. Qualification for the advanced level typically includes a certification and/or ability to apply a broader range of regulations in completion of assignments. It also applies to positions that have oversight responsibility for the same or similar work assignments performed by other employees. These positions may be responsible for training, reviewing and counseling others in the work assignments. Very often this level exists where technical knowledge from two or more occupations is required to perform adequately in the position. The designation “III” or ”Specialist” is often included in the title. Positions allocated to Lead-level classes are assigned to assist in the supervision of staff; in addition, these positions perform a full range of tasks including specialized tasks which require application of specialized technical or functional expertise. Ongoing assignment to exercise technical or functional supervision over other positions distinguishes the lead-level class from the working-level class. Lead positions perform assignments requiring significant, independent judgment. The titles of Lead-level classes often include the designation “Senior.” Employees in positions allocated to Supervisor level classes: • plan, assign, supervise and review the work of subordinates; • effectively recommend and/or participate in performance evaluations, selection of new employees, responses to grievances, and disciplinary actions; and • plan and organize the work of a unit under the direction of a higher-level supervisor (generally, a department manager). The titles of supervisor-level classes often include the designation “Supervisor” or ”Principal” in the title. Employees in positions allocated to Manager-level classes assume the following responsibilities in addition to those listed in the Supervisor-level: • develop and implement goals, objectives, operational policies, and priorities in consultation with the City Manager; • prepare and administer department budgets; and • develop and manage whole programs. Positions with full responsibility for all aspects of the management and administration of a department may be allocated to Manager-level positions with the title of “Director” or “Manager.” Within some departments there may be a need for the department director to have an assistant manager-level. The superior may need someone to manage ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 9 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). daily operational responsibilities while the superior is involved in activities within the community or whose responsibilities require an alternate to act in his or her absence. These positions are typically titled “Assistant Director.” V. FLEXIBLE STAFFING The City benefits from using flexible staffing where Entry- and Working- or Journey- class levels exist and the predominance of the work performed is at the journey-level. The City may find it to its advantage to have additional flexibility in hiring and promoting employees for jobs in those class series. The flexibility provides the opportunity to select and appropriately compensate employees with substantially different levels of directly-related experience and training. Positions allocated to Entry/Working level classes are designed to recognize those positionsthat require limited time on the job before an employee is capable of functioning at the full working level. Employees at this level must use previously acquired directly-related work experience while learning the specific requirements and methods used by the City. Classifications having the designation “I/II” fit into this level and within the flexible staffing concept. Under a flexible staffing concept, positions are allocated and budgeted at the working/journey-level. The distinction between Entry and Working level is based upon the degree of independent responsibility and degree of proficiency an employee is actually expected to demonstrate rather than the types of duties assigned. Flexibly staffed positions usually are filled at the entry-level when they become vacant. Upon occasion a candidate capable of assuming full responsibility is placed in a higher level at time of appointment. To be appointed an advanced level a candidate would normally have worked in a substantially similar job for another employer and be able to function without immediate supervision within a very short time. Transitioning from the entry- to the working-level is based upon certification from the department director that the employee is qualified to perform at the working-level and can work with only general supervision on all aspects of the work assigned. Such determination that an employee is at a higher level is vested with the hiring authority and is not automatic. Flexible staffing is recommended for those series into which the City hires candidates who must undergo a training period of more than six months or employees who can be cross-trained and assume responsibilities at the working-level. In some instances, the lower level class can be used to initially fill the higher- level class if an experienced candidate cannot be found. When the majority of the work requires the skills of the working-level and the incumbent is capable, transition to that level could occur. The use of flexible staffing does not preclude the City from identifying certain positions within classes to perform primarily routine tasks and permanently assign those positions to the level. But, it is important to emphasize the potential duties must be different from the other positions in the class, and the employee knows before employment the position is limited to the level. ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 10 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). Classes recommended for flexible staffing are: Accounting Technician I/II Building Inspector I/I/III Court Clerk I/II Public Works Worker I/II Technical Specialist I/II Treatment Plant Operator I/II/III Importantly, the City should not transition an employee because he/she has merely met the “time in grade” requirement outlined in the class specification. It is expected that transitioning to the working level would follow these guidelines: 1. Employees are transitioned to the next level when they demonstrate they are performing the higher-level duties competently and on a consistent basis. 2. Employees must be performing the higher-level duties a majority of their time. 3. Employee’s performance is evaluated against written performance standards developed by the supervisor or manager for transition to the higher class. These standards specify what duties must be performed, the quality of the performance and level of productivity. 4. Employees are generally hired into the series at the lower level regardless of past experience. For recruitment and retention purposes, more highly experienced employees are placed at an advanced salary step of the lower class. The incumbent moves to the higher level as soon as he/she demonstrates performance on a consistent basis at the higher level. This ensures everyone is meeting the standards for the class. In most situations, the employee will probably work at the lower level for at least six months or the length of the initial probationary period. 5. The fact that the City may choose to use flexible staffing within a class series does not obligate the City to use it for all positions within that series. Some positions within class series will remain at the lower level. This occurs as a result of the design of the position (there is no need for higher-level skills) or the inability or unwillingness of the employee to learn and perform the higher-level duties. The latter circumstance may require corrective action if the needs of the work unit are such that the incumbent must perform at the higher level in order to meet the goals and objectives of the unit. However, it is not expected that all employees holding positions within a classification series will proceed to the advanced journey or specialist level since the bulk of the work of most work units requires journey level skills, not specialist skills. In fact, the definition of specialist implies a limited number. Good classification practices dictate specialist or advanced journey positions within any classification plan be few in number. Rarely are there enough duties significantly more complex than the work of the journey-level to justify another level. Journey-level denotes fully skilled and capable in all areas of the ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 11 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). VI. ALLOCATION FACTORS occupation. Exceptions may occur in occupations in which the technology changes at a rapid rate or where the duties require substantial City knowledge and expertise in another occupational area. If the majority of incumbents is working in a class labeled advanced, it is quite likely that class is the true journey-level and the title has been inflated above the City’s needs and value received. Normally we do not make allocation recommendations to a specific level when flexible staffing is used within a class series. No specific recommendation is made since the supervisor/manager must evaluate the competency of the employee. The information gathered from the position description questionnaire, staff interviews and review of current class specifications has been analyzed using the following allocation factors or job dimensions. Expertise, including the type of knowledge and ability required to perform the work of the position, plus the nature and extent of training and education required to become qualified to perform the work of the position. Decision Making, including the impact of the decisions made, the complexity of the decisions, the extent to which expertise is required to make the decisions, and the consequences of errors made. Independence of Action, including the nature, frequency, and extent of supervision received by the employee in the position. Management Control, including nature, level, and size of staff supervised, the nature and complexity of functions and programs directed and the extent of control or authority exercised. Job Related Contacts, including the purpose of the contacts and the types and responsibilities of those contacted. Physical Conditions, including frequency and nature of the physical effort required, the nature of the work environment, the frequency and nature of risk exposure. ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 12 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). VII. GENERAL DESCRIPTION OF REVISED STRUCTURE Chart 1: Classes Requiring Minor Updating of Specifications Overview The proposed class structure is based upon both the use of current classifications and evident needs arising in the future. Several of the current class specifications recommended for no change have some minor revisions reflecting the changes that have taken place over the years. In all cases of flexible staffing classes it states that transition to another level would be contingent upon meeting the minimum qualifications and certification by the appropriate authority that the employee is already performing consistently at the higher level. This requires criteria to be pre-determined in order for the employee to know what is expected and to protect the City from challenges of arbitrary and capricious behavior. Defining expectations is not an easy task but one that is critical to the integrity of the administration of flexible staffing, and once defined can be used for other personnel activities such as testing for new applicants and training current employees. Classes with Minor Revisions There are a number of classes in which, after review of current duties and responsibilities, require little change other than conformity to the new format for class specifications. Classes that require explanations regarding changes are discussed in the New and Deleted Class section of the report. Chart 1 lists 23 current classes requiring minor updating without any significant change in the overall duties and responsibilities. Administrative Services Director (City Treasurer) Animal Control Officer Assistant/Associate Engineer Assistant/Associate Planner Asst Director Administrative Services (Asst City Treasurer) Building Inspector I/II/III Building Official City Clerk City Manager Community Development Director Deputy City Clerk Maintenance Supervisor Maintenance Worker Mechanic Office Assistant I/II Public Works Director Public Works Field Superintendent Public Works Field Supervisor Public Works Worker I/II Senior Planner Senior Plans Examiner Vector Control Assistant Vector Control Supervisor ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 13 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). Chart 2: New Classifications Chart 3: Deleted Classifications VIII. OVERVIEW OF STUDY RESULTS REVISED STRUCTURE BY CLASS SERIES New and Deleted Classes Several classes have been added to the classification plan to, 1) reflect organizational changes authorized by the City Council for the upcoming fiscal year, 2) to respond to increased service demands consistent with the growth of the community and, 3) to effectively manage additional staff both now and in upcoming fiscal years. Some additions establish advanced or lead levels in a class series to accommodate increases in staffing levels or the need to meet a demand for expertise beyond that of the full performance working level. Other classes have been recommended for deletion to streamline the class plan and provide a generic structure that can be used to respond to the cross training efforts exhibited throughout all of the departments and eliminate classes that are limiting in their use. Chart 2 lists the 12 recommended new classifications and Chart 3 lists the six deleted classifications, respectively. Accounting Technician I/II Administrative Specialist Court Clerk I/II Maintenance Helper Permit Technician Plans Examiner Senior Maintenance Worker Senior Public Works Worker Senior Treatment Plant Operator Technical Specialist I/II Treatment Plant Operator I/II/III Water Meter Reader Business Office Administrator Community Development Assistant Driver/Clerk Public Works Administrative Coordinator Senior Office Assistant Wastewater Treatment Plant Operator The above revisions, additions and deletions result in the establishment of a class hierarchy within the classification plan. In addition to changing the class specifications and adding or deleting various classes, it formalizes a class structure divided into several groupings each made up of a progression within a class series. These can be expanded with either additional levels within a discipline or an additional discipline within a series. A chart of the changes is presented in Appendix I, Current and Proposed Class Structure. A detailed explanation of the proposed enhancements to some of the class series is provided to clarify the need for additional levels and provide an understanding of the distinctions between them. Administrative Support Series ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 14 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). CITY OF FERNLEY CLASS SPECIFICATION CLASS TITLE DEFINITION This introductory section provides a general description of the work assigned to positions in this class. Although it is generally quite brief, it contains important information as to the level and degree of supervision or direction received by the subject classification. From the closest supervision to the least, the definitions used were the following: Under supervision means the employee is receiving training or very detailed instructions and control from the supervisor. The employee has no authority to select alternative work methods or to render independent judgments of any consequence. Work is closely checked. Under general supervision means the employee is subject to a minimum of continuous and direct control. This is the most common level of supervision received. Employees working under general supervision usually have learned their job and are expected to perform it on a routine basis within the limits of decision making inherent in the tasks performed. They will receive some instructions with respect to the details of unusual assignments. They are free to develop their own work sequences within established procedures, methods and policies. They may be physically removed from their supervisor and subject only to periodic supervisory checks. Under direction means the employee usually receives a general outline of the work to be performed and is generally free to develop individualized work sequences and methods within the scope of established policies. New, unusual, or complex work situations are almost always referred to a superior for advice. Work is periodically checked for progress and conformance to established policies and requirements. Usually found with technical and professional positions or lower- level supervisory positions where employees are expected to operate independently. Under general direction means the employee is in charge of an organizational unit or function with little supervision. The employee reports regularly to a superior, usually by means of occasional conferences to discuss work progress or new problems that require advice from above. Under administrative direction means the employee is in charge of an organizational unit and is free to plan, develop and organize all phases of the work necessary for its completion, within broad policy and legislative program guidance. Generally, the employee is free to develop and utilize any procedures and methods which do not conflict with major policies. Supervision is generally provided through staff conference-type discussions and a review of progress reports. This "level" is associated with top-level administrative/ management positions. ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 15 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). Under policy direction means the employee is subject to the direction of a legislative body which determines the kind and scope of functions to be performed, but does not directly dictate how it is to be performed. DISTINGUISHING CHARACTERISTICS The information in this section identifies the type and level of duties and responsibilities that differentiate positions in this class from those in other classes. It includes statements: • Identifying the types and level of duties which distinguish positions in this class from those in higher and lower level classes in the same class series and/or classes at the same level with closely related class series; • Briefly describing the differences between levels in a multi-level class; • Describing the nature and level of supervision received and the job class of the position typically providing the supervision; and • Explaining the type and level of supervision exercised by employees in this class (when supervision is a significant job duty). EXAMPLES OF DUTIES The duties listed below are examples of the work typically performed by employees in this class. An employee may not be assigned all duties listed and may be assigned duties which are not listed below. Marginal duties (shown in italics) are those, which are least likely to be essential functions for any single position in this class. 1. This section always starts with the explanation found above. 2. Those duties which are most commonly performed and which are most important to overall job performance are listed before those of lesser importance and those, which are performed less frequently. 3. Any duty which is important to overall job performance and which requires special qualifications is also listed. 4. The list of duties in a class specification is more general and less comprehensive than a list found in a job/position description within that class. 5. Six to twelve duties will typically be listed in a class specification. QUALIFICATIONS FOR EMPLOYMENT Knowledge and Ability Knowledge and abilities needed to perform the job duties listed in the class specification are listed in this section. Each qualification listed relates to one or more duties of the job. The level of qualification described is the level required for acceptable performance of a new employee, not that of a thoroughly trained and experienced employee. Personal characteristics such as honesty, dependability, initiative, and willingness to cooperate are not specifically listed but are considered to be requirements of all City jobs. ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 16 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). Special Requirements This section will be used when specific licenses are required by the job and when the positions in the class have highly unusual working conditions such as exposure to extreme environmental conditions that require a health certificate; sustained physical effort determined by physical agility or strength standards, requirements for rotational shift work or other similar physical or mental demands. Experience and Training The knowledge, ability and skill listed above may be gained through various types of education, training and experience. A typical way to acquire the required knowledge, ability and skill is listed below. (This section heading is used in all specifications.) PHYSICAL DEMANDS WORKING CONDITIONS These two sections are included to give guidance regarding the amount of physical activity and exposure to outdoors or an unpleasant environment or unpleasant or stressful interaction with persons requiring service normally required of an incumbent in the described class. The information should be interpreted as a general guideline and may serve as an indication of the types of physical demands or environmental conditions which will need to be examined when designing medical screening standards. The information in these sections may also be used to inform potential applicants of demands of the job. ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 17 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). XI. IDENTIFICATION OF ESSENTIAL JOB FUNCTIONS The Americans With Disabilities Act (ADA) requires employers to make all employment-related decisions on the basis of the essential functions of each job and upon the capabilities of the individual applicant or employee. The ADA prohibits discrimination against qualified individuals with a disability who can perform the essential functions of a job with or without reasonable accommodation. The factors, which make a function or duty important for a class specification, are very similar to the factors that result in the function being considered essential for ADA purposes. To keep class specifications from becoming documents, they generally describe only the most important functions or duties assigned to positions within the classification. The examples of duties listed in the class specification are generally those identified as essential functions by one or more current City positions. It is possible, however, functions essential for a particular position may not have been included in the Example of Duties section of the class specification. Marginal duties are not generally included in the class specifications prepared for the City. In a few cases, marginal duties have been included in the class specification. Marginal duties are shown in italics. These are duties, which, in the judgment of the consultant, are likely to be found to be essential for some positions as City operations staff change and develop. Caution must be used when applying the information contained in the class specification regarding which duties are essential for another reason. Jobs frequently change as a result of changes in procedures, workload, staffing, and equipment. Therefore, the information regarding essential functions identified in the class specification should be only one of the sources of information used in determining whether a function is essential. Examples of other sources of information regarding which functions are essential include the job function questionnaires most recently completed for the position and interviews with the employees in the work unit. XII. WHAT ARE THE ESSENTIAL FUNCTIONS OF A POSITION? The Equal Employment Opportunity Commission (EEOC) interpretative guidelines state that essential functions are the fundamental job duties of an employment position. An employee must be capable of performing the essential functions of a job unaided, or with the assistance of a reasonable accommodation. Essential functions are contrasted with marginal functions. Employment decisions such as initial hiring, re-employment, return from medical or worker's compensation leave, transfer, rotation, promotion, reclassification, and reorganization must be based on essential not marginal functions. The guidelines suggest considering the following to determine if a duty is essential: • The reason the position exists is to perform that function. • The number of employees available among whom the performance of the function can be distributed. • Whether the function is highly specialized so that the incumbent is ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 18 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). hired for his or her expertise or ability to perform it. • The amount of time spent performing the particular function. • The consequences of not requiring the incumbent to perform the function. • The work experience of present or past job incumbents. • Current work experience of incumbents in similar jobs. • Evidence of whether a particular function is essential may include: -The employer's judgment. -Written job descriptions prepared before advertising or interviewing for a job. -Amount of time spent performing the function. • Terms of the collective bargaining agreement. The EEOC guidelines emphasize that essential functions must be determined for the individual position. Since a class specification contains general statements of duties, which are neither limiting nor exhaustive, information in a class specification alone may not be sufficient to determine the essential functions of any one position. When determining whether an individual with a disability can perform the duties of a position these considerations will be useful: The focus must be on each job not on the broad job classification. There may be more than one way to accomplish an assigned function. A qualified disabled individual may not need accommodation for any particular function. XIII. CLASSIFICATION PLAN MAINTENANCE ACTIVITIES The following is provided as a guide for maintenance activities and are not intended to supplant existing policies or procedures. Periodic Maintenance and Revision Classification plans require periodic review and maintenance. Position allocations and class specifications may require modification as a result of changes in organization, procedures, work assignments, or technology. The changes may also make it desirable to add new classes or eliminate classes no longer being used. Though the need for some revisions will be recognized as they occur, many changes occur slowly or go unrecognized for other reasons. Therefore, a comprehensive review of the classification plan every four or five years is appropriate. New Positions When a new position is to be created, care must be taken to assign the position to the appropriate class. Before submitting grant applications or preparing a request for a new position, the Department Director shall consult the City Manager to determine the appropriate classification for the new position. If the new position is being added to handle increased workload, it can frequently be placed in an existing class. ---PAGE BREAK--- City of Fernley Classification Report BBI July 2005 19 Approved by the Fernley City Council on 9/7/05 to be effective 10/1/05 (Reference added to document by CMO on 1/9/06). If the new position will perform work which has not been previously assigned to a City employee, it will be necessary to create a new class or modify an existing class. Accurate budget projections will require identifying the appropriate salary level for the new position. A complete draft class specification will be the best basis for determining the salary level. Determining the Need for Reclassification The City Manager may authorize a classification review when the request indicates permanent and substantial changes in the duties assigned to a position have occurred. The following circumstances will usually indicate the need for a classification review. 1. New duties have been clearly defined and assigned to a position and those duties require substantially different: • knowledge or ability • physical effort • working environment 2. The level of responsibility of the position has substantially changed in the form of: • greater or lesser independence and responsibility for the work product, or • additional or reduced ongoing responsibility for the work of others. 3. Old duties have been removed which substantially change the nature or the qualifications for the position. A request for classification review from an employee or from management should be made in writing and include at least the following information: • A list of new duties which have been added to the position since the last classification review which are not described in the current class specification • A statement regarding who formerly performed the new duties or how the duties were created • A list of duties which have been removed from the position since the last classification review • A statement regarding who now performs those duties which have been removed. Classification Review If the City Manager finds that a classification review is needed, a new position description questionnaire should be completed. Following analysis of the questionnaire, a decision can be made regarding the need for reallocation. The allocation factors used in this study provide a basis for determining the need for reallocation.