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8. Utilizing the salary data supplied by the competing agencies, the revised class <br /> descriptions, departmental organization charts and Municipal Advisors' factor <br /> ranking system, each class was assigned to the appropriate salary grade in the <br /> proposed Salary Schedule and a Schematic List of Classes Assigned to Salary <br /> Grades was developed. <br /> <br />SUMMARY OF FINDINGS AND RECOMMENDATIONS <br /> <br />A Classification and Pay Plan is made up of three major components; a series of class <br />descriptions, a salary schedule and the assignment of classes to pay grades. Comments <br />and recommendations on each of these components are presented below. <br /> <br />A. CLASS DESCRIPTIONS <br /> <br />An individual position analysis questionnaire was completed by approximately 400 <br />County employees and reviewed by each employee's supervisor. Supervisors also <br />provided certain data about work factors as they related to each job. This data <br />was supported by individual job audit interviews with seventy-five employees. <br />Based on this data the County's class descriptions were updated and each <br />employee was assigned to one of the classes. The new Class Descriptions and <br />class assignments were reviewed by County Staff for accuracy and completeness <br />and adjustments were made, as appropriate, based on staff comments. The <br />proposed Class Descriptions are submitted under separate cover. <br /> <br />IT IS RECOMMENDED that these Class Descriptions be adopted as the Coun _ty's <br />official Classification System. <br /> <br />B. SALARY SCHEDULE <br /> <br />The County's current pay scale (salary schedule) is composed of forty-two salary <br />grades numbered 48 through 89. Each salary grade is approximately five percent <br />(5%) higher than the preceding grade and is made up of nine, five percent (5%) <br />salary steps. Each salary step is divided into ten, one-half percent (~A%) salary <br />levels. The in-grade spread from Step 1, level I to Step 9, level 10) is <br />approximately fifty-four percent (54%). <br /> <br />Based on the survey of other agencies, the County's current salasy schedule is <br />generally competitive in number and size of grades and steps and in-grade spread. <br />The use of one-half percent (;A%) steps is unusual but does provide the County <br />with great flexibility in granting developmental and merit increases. Therefore, it is <br />recommended that the current salary schedule be retained and continue as the <br />County's official Salary Schedule. <br /> <br />3 <br /> <br /> <br />