HomeMy WebLinkAboutCOMPENSATION POLICIES PROCEDURES MANUAL
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APPROVED
AUG 1 B 1998
AUGUSTA, GEORGIA
COMPENSATION POLICIES AND PROCEDURES MANUAL
1736
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Effective August 18,1998
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Augusta, Georgia
Compensation Policies and Procedures Manual
TABLE OF CONTENTS
Page No.
1. Compensation Concepts............................................... ........................................ ....2
. Philosophy
. Administration
. Methodology for Job Evaluation and Development of Salary Grade
Structure
. Probationary Reviews
. Annual Pay For Performance Appraisals
. Annual Merit Structure
. Green Circle Rate
. Red Circle Rate
II. Salary Administration Policies.............. ................ .............................. ......................
. Compliance
. Hiring Guidelines - General Policy
. Hiring Guidelines - Exceptions to Policy
. Hiring Guidelines - Protective Services
. New Jobs/Job Grades
. Promotions - General Policy
. Promotions - Exceptions to Policy
. Department-Specific Certification/Qualification Examinations and
Additional Job Requirements
. Demotions
. Lateral Transfers
. Criteria for Departmental Director Levels
. Interpretations and Exceptions
. Appeals
. Policies Subject to Change
III. APPENDIX................................................................................. .............. ......... ........
. Exhibit 1: Employee Performance Evaluation Report
. Exhibit 2: Merit Matrix
. Exhibit 3: Examination Subjects for Firefighters
. Exhibit 4: Salary Structure Definitions
. Exhibit 5: Salary Ranges
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I.
COMPENSATION CONCEPTS
Philosophy
The goal of the Compensation Administration Program for Augusta, Georgia is to attract,
retain, and motivate employees of a caliber best suited to enhance the operation of our
government.
Augusta, Georgia seeks to compensate its employees at pay levels comparable to similar
governmental and local entities in the State of Georgia for the classification of work.
Augusta, Georgia policy is to provide employees with a pay program which treats each
employee fairly and equitably and which provides financial awards based on an
employee's performance in the job.
Augusta, Georgia believes that the strength of its success lies within its employees and is
dedicated to developing and promoting its people's abilities first and foremost.
Administration
The development and maintenance of Augusta, Georgia's Compensation Policies and
Procedures Manual is the responsibility of the Human Resources department. Each
department's Director and the Human Resources department are responsible for the
implementation of and adherence to all compensation programs and policies at each level
of a department. Augusta, Georgia's Administrator has final approval authority on all
matters relating to compensation policies and procedures and the administrator's actions
are subject to the Commission's approval.
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Methodology for Job Evaluation and Development of Salary Grade Structure
All jobs were evaluated and salary grades were developed based on the content of the
jobs rather than an individual's performance in the job. This was accomplished through
the use of job descriptions. Job descriptions were used to:
. Provide the Human Resources Department and Buck Consultants with the
responsibilities, duties, and essential functions of each job so that levels of skill,
mental and physical effort, responsibility, and working conditions required to perform
each job can be measured;
. Ensure accurate job comparisons during the exchange of survey data and will also
serve as a useful tool in evaluating employee performance.
Additionally, job analysis questionnaires were completed and interviews with each
Department Director or their representative were conducted in order to develop new job
descriptions for each executive job. These included all jobs which reported directly to the
Administrator and other selected jobs.
In order to develop the salary grade structure and salary ranges, surveys were used to
determine the market rate for each job. Ninety-five (95) benchmark jobs were developed
from the survey data, which included wage and salary information from the following
eighteen published sources:
1. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for County
Government; General and Administrative Jobs, October, 1996
2. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for County
Government; Public Safety Jobs, October, 1996
3. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for County
Government; Solid Waste Jobs, October, 1996
4. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for County
Government; Public Works Jobs, October, 1996
5. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for
Municipal Government; General and Administrative Jobs, October, 1996
6. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for
Municipal Government; Public Safety Jobs, October, 1996
7. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for
Municipal Government County; Solid Waste Jobs, October, 1996
8. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for
Municipal Government County; Public Works Jobs, October, 1996
9. United States Department of Labor Bureau of Labor Statistics for Augusta, GA and
Aiken, SC, October, 1996
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10. United States Department of Labor Bureau of Labor Statistics for Augusta, GA, June,
1994
11. United States Department of Labor Bureau of Labor Statistics for Atlanta, GA,
March, 1996 and March, 1995
12. United States Department of Labor Bureau of Labor Statistics for Charlotte-RockhilL
NC, October, 1995
13. Athens-Clarke County, February, 1997
14. City of Marietta, 1996 and 1995 surveys
15. City of Rome, 1995 survey
16. City of Savannah, 1996 survey
17. Georgia Department of Labor Wage and Salary Survey, May, 1995
18. State of Georgia, 1995 County and Municipal Salary Survey
Buck Consultants also conducted a special, customized salary and fringe benefits survey
for the top thirty-four (34) jobs at Augusta, Georgia. This survey was sent to twelve
county and municipal organizations within Georgia that were comparable in population
size to Augusta, Georgia. Of these twelve, ten responded to the survey, which represents
a response rate of over eighty-three (83%) percent. Results obtained from this survey
were incorporated into the final salary structure for Augusta, Georgia.
Based on how each job's responsibilities and duties compared with similar jobs in the
governmental sector, Human Resources and Buck Consultants developed a formal salary
grade structure by grouping together jobs with similar degrees of skill, effort, and
responsibility. Each group of jobs is assigned a job (salary) grade which designates the
range of pay appropriate for these jobs. This structure is designed not only to reflect the
market but also to provide career paths for employees. Additionally, this structure is
designed for all job classifications; therefore, all Trades/Technical,
Supervisory/Management, Professional, Clerical, Protective Services, and Executive jobs
are included in this structure. The following chart illustrates where each job classification
begins and ends:
Classification Salary Grade - Salary Grade - End
Begin
Clerical
Executive
Professional
Protective Services
Supervisory/Management
Trades/Technical
34
46
41
36
40
32
44
65
57
59
55
46
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Salary ranges are the ranges of pay determined to be competitive for any group of jobs
(grades). Salary ranges are based on the value of each group of jobs in relationship to
similar jobs in the outside marketplace. To determine competitive rates of pay for all
jobs in this Classification system, the Human Resources department used survey data that
includes the governmental sector (for a list of survey sources, see the previous page).
Using the information collected through these salary surveys, Human Resources is able to
design appropriate salary ranges for each job grade. As of 7/1/97, there are thirty-six (36)
grades within the salary grade structure. Depending on the needs of Augusta, Georgia,
the number of grades may be adjusted in the future.
Using the midpoint as the foundation, which represents the average market rate for jobs
assigned to that range, the salary ranges were developed. For salary grades 30 through
52, minimum pay rates are established at 80% of the midpoint whereas maximum pay
rates are calculated at 120% of the midpoint. For salary grades 53 and above, the
minimum pay rates are 76.9% of the midpoint whereas the maximum pay rates are
calculated at 123% of the midpoint. The "spread" between salary grades (as measured
between each midpoint) is 5%. Again, depending on the needs of Augusta, Georgia, the
design of the salary ranges may be adjusted in the future.
Each salary range begins with minimum pay rates that are also called "hiring rates."
Minimum pay rates are the amounts normally paid to new employees without related
expenence.
Each range also has a maximum pay rate which represents the upper limit of pay for all
jobs assigned to that range. Although every range has a minimum and maximum pay
rate, these rates are subject to review on an annual basis and therefore, are not
permanently fixed.
The salary ranges will be adjusted on an as needed basis in order to ensure that they
remain competitive with other government Augusta, Georgia al and/or not-for-profit local
organizations. When this occurs and Augusta, Georgia's financial condition permits,
employees may receive an "across the board" broad-based adjustment in all pay grades
("structure adjustment") in order to maintain their rate of pay in the same position in the
new salary range. Because of the deliberate breadth of the current salary ranges and
particularly during periods of low to moderate inflation, it is not anticipated that such
adjustments would occur on an annual basis. Rather, this type of adjustment may occur
much less frequently.
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Probationary Reviews
The probationary period for a new employee is 12 months. During this period
probationary employees will be reviewed quarterly by their immediate supervisor. A
final review will be conducted at the end their 12 month probationary period. This
probationary review will be based upon performance on the job only. A rating of
"Satisfactory" or greater will meet the minimum standards for the review and allows
employees to continue their employment at Augusta, Georgia.
Annual Pay for Performance Appraisals
The annual Appraisal process begins every July and the type of plan that Augusta,
Georgia uses is called a "Pay for Performance" program. In this "Pay for Performance"
plan, the following cycle will occur over the course of each year between supervisors and
employees:
1. Establishment of Performance Expectations and Goals
2. Review of Job Performance
After the supervisor discusses the performance evaluation with an employee (see
Attachment 1 for "Performance Evaluation Guide"), the employee will be given the
opportunity to respond in writing to the supervisor's evaluation. Any salary actions
affecting the employee will also be discussed in this forum. Immediately after the
discussion about the employee's performance in the job for the previous year, the
supervisor and the employee should establish performance expectations and goals for the
next review cycle.
Both steps of this cycle are important because these help determine the expectations and
goals of every employee. However, it is also critical for supervisors to remember that an
employee's job may be impacted by external factors. At the minimum, these factors
should be documented and submitted to the employee's personal file for future reference.
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Annual Performance Appraisal
Augusta, Georgia's "Pay for Performance" plan is a way of rewarding employees for
achieving their goals. Only those employees who receive a minimum rating of
"Satisfactory" in their overall performance evaluation are eligible for salary increases.
Depending upon how well employees achieve their goals, the amount of the salary
increase will differ. For example, an employee who receives an "Outstanding" overall
rating may be rewarded with an larger salary increase whereas an employee whose job
performance warrants a "Satisfactory" rating may receive a lesser increase to salary.
Another factor determining the salary increase is where the employee's current salary is
positioned within their job's salary range (also known as "salary range penetration").
Using the previous example, an employee receiving an "Outstanding" rating and whose
salary is currently 5% from the salary range maximum, should only receive a 5% salary
increase. After an employee's salary reaches the salary range maximum, their salaries are
"frozen" until the structure is adjusted in the future. Until then, they may not receive any
additional salary increases.
The budgetary process will serve as the basis, of fiscal control over total departmental
expenditures for salary increases. Departmental Directors' discretion over these funds is
limited to the approved budgeted salary increase amount for their overall department.
Such discretion does not include budgeted increases not implemented due to employee
turnover. A Salary Matrix will be provided to each Director to serve as an annual
guideline for the Directors' salary increase recommendations. Additionally, Directors
will be directed not to exceed the approved salary increase budget for that fiscal year for
Augusta, Georgia.
The approval process for salary increases involves the following:
1. Each Director will submit to the Director of Human Resources the written
Performance Evaluation report and salary increase recommendation for each
individual employee one month prior to the designated effective date for salary
Increases.
2. A Committee consisting of Augusta, Georgia's Administrator, Director of Human
Resources, Equal Opportunity Director, and the Comptroller will review this
information in the context of budgetary allocations. The Committee may require
additional justification and other considerations from Departmental Directors during
this salary review period.
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3. Performance appraisals for Appointed Departmental Directors will be submitted
directly to the Administrator.
4. Performance Appraisals for Board Appointed employees will be evaluated by their
respective independent board.
5. Contractual Department Directors will be evaluated based on what their individual
contract states in regard to salary increases.
6. The Administrator has final approval authority concerning the entire salary review
process for all employees. Augusta, Georgia's Administrator is responsible for
implementing the performance evaluation process for all employees, with the
exception of elected officials and appointees of Augusta, Georgia's Commission.
7. The effective date of approved salary increases will be in October unless designated
otherwise by Augusta, Georgia's Mayor and Commission.
Green Circle Rate
It is the policy of Augusta, Georgia not to hire any employee below the minimum of their
assigned salary grade.
Red Circle Rate
Employees who are above the maximum of their salary grade are ineligible to receive any
additional increase to the base salary.
However, if an employee is rated "Outstanding" as an overall evaluation during the
annual review process, the employee will be eligible for a lump sum payment equal
to their full amount of merit on an annual basis. If the employee receives an
"Excellent" rating on their review, the employee will be eligible for a lump sum
payment equal to one-half of their merit increase on an annual basis. This policy is
effective 7/1/98.
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II. Salary Administration
Compliance
Augusta, Georgia's Compensation Policies and Procedures Manual have been deyeloped
and implemented in accordance with regulations developed to provide administrative
guidance for compliance with the Fair Labor Standards Act of 1938 and Title VI of the
Civil Rights Act of 1964.
Hiring Guidelines - General Policy
Applicants with less than one year of related experience should be paid at the minimum
hiring rates based on the appropriate grade for the job in which they are being placed.
Applicants with more than one year of related experience may be offered hiring rates
based on the following guidelines:
Salary Offer Requires
Authorization By:
Up to 10% More than Minimum Hiring Rate
*Director of Department
11 % or More, Not to Exceed Midpoint of Salary Range * * Augusta, Georgia
J1 .... ' J JIA_ __ d I'I~/u -/J.t) Administrator and/or Director
~~ 41 ("QfJIfJf l> I J I / ~ of Human Resources
* Requires written justification by the Department Director prior to the extension of
a job offer.
**
A recommendation will be made to the administrative services committee, who
will then make a recommendation to the Mayor and Commission for approval.
Related experience is considered experience in a prior job which closely matches the area
in which the applicant is being placed. Partial credit may be given for non-related
experience provided the experience gained is experience which would benefit the
applicant in their job at Augusta, Georgia. The Human Resources department should be
contacted for approval of hiring rates which allow for non-related experience prior to the
extension of the job offer.
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Hiring Guidelines - Exceptions to Policy
Interns
In general, interns are considered to be individuals who are seeking experience in their
chosen profession or field and therefore, do not have substantial experience, related or
otherwise. As such, interns are to be hired at the minimum hiring rate based on the
appropriate grade for the job in which they are being placed.
Hiring Guidelines - Protective Services (Fire, Marshal, RCCI, Sheriff)
Newly hired and inexperienced employees in a Protective Services classification whose
primary responsibility is concerned with either law enforcement or fire protection are to
be hired at the minimum rate in the salary grade according to the following guidelines:
Department Title Grade
Marshal
Fire
RCCI
Sheriff
Deputy( non-certified)
Firefighter II
Correctional Officer II
Jailer II
41
42
41
41
New Jobs/Job Grades
When a new job is created or when the content of a job changes significantly, a new job
description should be completed, preferably by the Supervisor, Manager, or Director. If a
new job is created, the Human Resources department should be contacted for guidance
about how to complete the job description. Once the job description is completed, it
should be submitted to the Human Resources department for evaluation and classification
or re-classification for a new pay grade.
Human Resources will analyze the job in relation to the benchmark jobs that have been
previously established. Human Resources determines where that job should be slotted
within the salary grade structure according to the following criteria:
. Responsibilities and duties
· Scope of discretionary and decision making authority.
· Number of direct reports and their subordinates (if applicable)
. Budget (Executives only)
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If necessary, Human Resources may obtain survey data from comparable organizations
either by conducting its own surveyor using published survey data from other sources.
This will allow a proper analysis of the proposed job that results in a job that is placed in
the appropriate salary grade.
Promotions - General Policy
Promotional increases are granted when an employee is promoted from a job within a
lower salary range to ajob with a higher salary range on a permanent basis. Specifically,
promotional increases may be granted when the salary range maximum assigned to the
"new" job is at least 5% above the salary range maximum assigned to the former job.
The following factors will be considered when determining the amount of the
promotional increase:
· the amount and timing of any pending or recent pay increase
· the magnitude of the promotion as measured by the difference in salary grades
· the pay equity relationships between the individual being promoted and persons
occupying identical or similar jobs, supervisory staff, and subordinates.
A promotion increase must be at least large enough to bring the employee's salary to the
minimum of the new salary range, if not the employee will be placed at the minimum of
the new salary range.
All proposed promotional increases must be reviewed and approved by the department's
Director and Director of Human Resources.
Promotional increases may be granted when a job is re-evaluated and moved to a higher
salary grade and range if the change in salary grade is due to more complex
responsibilities. If the job content has not changed and a re-evaluation is required to
resolve a previously incorrect job evaluation, then a promotional increase will be
considered on an individual basis.
Employees may be considered for promotion into a higher salary grade based on the
following criteria:
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· Minimum of one year of service in current job
· Satisfies minimum job requirements and qualifications for job that employee is being
promoted into.
. Previous two job evaluations demonstrate that the employee received, at the
minimum, an overall rating of "Satisfactory" or higher.
In general, employees who are promoted will receive the greater of:
. Up to a 15% adjustment to their salary (excludes merit increase received in the year);
OR
· Salary adjusted to the minimum of the new salary range for their new job grade.
Any salary actions that exceed what is stated above must be approved by the Augusta,
Georgia Commission based on a recommendation by the Administrator.
However, if the employee and the supervisor agree that the employee is not performing at
a level expected in the new job, then the employee may be allowed to return to a job
similar to the previous job and their salary will return to what it was prior to the
promotion or the maximum of the previous salary range whichever is greater. The
availability of such a job may depend upon mitigating circumstances, such as whether the
job has already been filled within the same department. Augusta, Georgia will assist the
employee in finding a suitable job that corresponds to their experience, skills, and
knowledge. Should the job previously held be the employee be filled and no other
comparable position exist, the employee will be placed on lay-off status until a
comparable position may be found. However, if within six months a comparable position
is not found the employee will be placed on permanent lay-off status.
Promotions - Exceptions to Policy
The following policies affect employees whose promotional opportunities depend upon:
· Passing specific certification/qualification examinations; degree; or
· Attainment of progressively difficult skill levels within a job progression and the
employee must attain certification /degree within 12 months of the promotion.
In general, employees who are rewarded through these educational Salary increases will
receive either:
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At the minimum, a five (5) percent educational salary increase which is not to exceed
15% adjustment to base pay in any given year (excludes annual salary increase for job
performance); OR
Salary is adjusted to the minimum of the new salary range for the new job grade.
.
For employees to be considered eligible for these promotional opportunities, a minimum
of one year of service is required prior to the employee taking the examination. For an
employee to receive such educational salary increases, they must undertake a course at an
accredited academic institution. Augusta, Georgia's Administrator must approve any
salary actions that exceed what is stated above.
Department-Specific Certification/Qualification Examinations and Additional Job
Requirements:
Fire
The Firefighter I, II, and III Certification examinations must be taken sequentially.
Should an employee fail the Firefighter I, II, or III Certification, a period of six months
must pass before another attempt at an examination is made. If employees fail either the
Firefighter II or Firefighter III oral examinations twice, then the Firefighter II or
Firefighter III testing processes must be repeated.
As Firefighters satisfactorily complete each examination, they will receive salary
Increases.
Firefighters must also satisfactorily complete, in the following order, the Basic Firefighter
Instructional Techniques IS course and the Basic Firefighter Instructor IS course. Both
courses are offered by the Georgia Fire Academy.
After Firefighters complete both courses, they will eligible for salary increases.
License and Inspection
Employees performing inspection work and achieve the Southern Building Code
Congress Certification for Levels I, 2, or 3 shall be eligible for merit increases after each
level is completed.
Marshal
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All employees in the Marshal's department who successfully complete the P.O.S.T.
Certification course will receive an educational merit increase.
Sheriff
Employees who are currently Jailers I and satisfactorily achieve the P.O.S.T. certification
and meet the requirements under the Georgia Mandate Law Enforcement Training
Act/Peace Officer's Standards and Training Act within one year shall be promoted to
Deputy and receive a merit increase.
Officers of the Sheriff s Department may receive an educational merit increase for each
attendance of 240 hours of police-specialized training, exclusive of in-service training
and the school which the department selects the officer to attend. These hours must be
earned on the officer's own time. Further, an officer may receive a merit increase for
each attendance of 48 quarter hours, or 32 semester hours, at an accredited college or
university, and also must be earned on the officer's own time.
No training hours, or college/university hours, earned prior to January 1, 1988, may be
used to compute hours for an educational merit increase. All hours earned must be
independent of previous credit. In no event will an officer receive more than five (5)
percent annually or exceed a total of fifteen (15) percent for educational merit increases.
All hours used in computation are subject to approval by the Sheriff, and approval may be
obtained either prior to attendance or after attendance.
RCCI
Employees who are currently Correction Officers II and satisfactorily complete
Correction Officer Training within one year shall be promoted to Correction Officer I and
receive a merit increase.
Utilities
Employees who achieve Class III, II, or I Certification by the State Board of Examiners
must take the certification examinations sequentially. They will be eligible for a merit
increase after achieving each level of certification.
Lateral Transfers
When an employee is permanently transferred to a salary grade that has a relatively
equivalent salary range maximum (plus or minus less than 5% change in the new salary
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range maximum), that employee will not receive a pay increase or reduction. Employees
who experience a lateral transfer will remain eligible for a merit increase on the next
regularly scheduled review date following their transfer.
Criteria for Departmental Director Salary Grades.
The Salary Grades of each Departmental Director is determined by the following criteria:
. Budget
. Number of direct reports
· Department's impact on the organization and/or the general public
. Scope of responsibilities and duties
Depending upon the needs of Augusta, Georgia, these level assignments may be reviewed
periodically and updated.
Interpretations and Exceptions
Questions concerning the interpretation of these policies and procedures should be
directed to Director of Human Resources.
Exceptions to these policies must be approved by the Administrator. Any disagreement
between line management and Director of Human Resources will be referred to the
Administrator.
Petitions
It is the desire of Augusta, Georgia to adjust employee complaints concerning the
administration of the Plan on an informal basis. Both management and employees are
expected to make every effort to resolve disagreements.
Given the nature of performance evaluation and the inherent obligation of management to
make objective and justifiable decisions about employee performance, formal appeals
under the Grievance Procedure from a performance evaluation report affecting merit
adjustment will be limited to alleged discrimination because of age, sex, race, color,
creed, religion, or national origin. All allegations of discrimination will be handled
through the current process.
Employees may discuss their performance evaluation with their Department Director
related to their complaints.
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Policies Subject to Change
While ~ugusta, Georgia is committed to the policies described herein, the policies and
procedures may be changed by recommendation of the Administrator to the Commission
at any time should conditions warrant such changes.
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APPENDIX
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EXHIBIT 1:
EMPLOYEE PERFORMANCE EVALUATION REPORT
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EXHIBIT 2:
MERIT MATRIX
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EXHIBIT 3:
EXAMINATION SUBJECTS FOR FIREFIGHTERS
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EXAMINATION SUBJECTS FOR FIREFIGHTERS
1. Subjects for the Firefighter I Examination
General Fire Streams
Forcible Entry Ventilation
Protective Breathing Apparatus Sprinklers
Emergency Medical Care Fire Alarms and Communication
Ropes Safety
Salvage Fire Behavior
Fire Hose, Nozzles, Appliances Overhaul
II. Subjects for the Firefighter II Examination
General Fire Streams
Forcible Entry Ventilation
Protective Breathing Apparatus Sprinklers ,
Emergency Medical Care Fire Alarms and Communication
Ropes Safety
Salvage Fire Behavior
Fire Hose, Nozzles, Appliances Overhaul
Ladders Rescue
Inspection Water Supplies
Portable Extinguishers
III. Subjects for the Firefighter III Examination
General Fire Streams
Protective Breathing Apparatus Sprinklers
Fire Hose, Nozzles, Appliances Fire Alarms and Communication
Ladders Safety
Rescue Overhaul
Water Supplies
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EXHIBIT 4:
SALARY STRUCTURE DEFINITIONS
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Salary Structure Definitions
Term Definition
Base rate The annual or hourly rate which an employee receives as wages
based on the regularly scheduled hours of work. This rate does
not include overtime pay.
Permanent A permanent transfer of an employee in one salary grade to
Downward another salary grade that has a lower pay range maximum.
Transfer "Lower" is defined as a salary range maximum that is five (5)
percent less than the current range maximum.
Exempt Exempt salaried employment is defined as work meeting the rules
of exemption from overtime provisions of the FLSA. Employees
with exempt status are compensated for the results they are
expected to accomplish regardless of the number of hours worked.
Each of these employees would qualify under the Administrative,
Professional, Computer-Related Professional, or Executive
exemption standards of the FLSA.
Green-circle rate The rate of pay that is less than the minimum rate for that salary
grade. An employee paid under this circumstance will be eligible
for increases that will bring that person's salary up to the
minimum of the salary range.
Hiring rate The minimum level of compensation to be provided for an
individual performing the expected standards of the job.
Lateral transfer A permanent transfer of an employee in one salary grade to a
relatively equal salary grade. "Relatively equal" is defined as a
change in the new salary range maximum of plus/minus less than
five (5) percent.
Salary Structure Definitions (continued)
Term
Midpoint
Definition
The salary that is halfway between the minimum and maximum of
a salary range. This salary is usually determined to be the market
pay, or the average pay of comparable jobs in similar
organizations.
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Non-exempt Defined as employment which does not meet the provisions of the
FLSA allowing for exemption from overtime payment. Includes
both salaried employees not qualified under the exemption
standards and hourly employees paid for each hour worked.
Overtime Time worked by an employee in addition to regularly scheduled
hours and in excess of the legal maximum hours of work.
Augusta-Richmond County pays overtime at the rate of one and
one-half times the base rate. Compensation may be in the form of
overtime payor compensatory time off. Compensation will be
paid for overtime in accordance with the Fair Labor Standards Act
(FLSA) as applicable to public employment.
Promotion ' A permanent transfer of an employee in one salary grade to
another salary grade that has a higher pay range maximum.
"Higher" is defined as a salary range maximum in excess of five
(5) percent of the current salary range maximum.
Red-circle rate The rate of pay that exceeds the maximum rate for that salary
grade. By definition, an employee paid under this circumstance
will not be eligible for merit longevity or other increases until the
range maXimum for the job IS increased and exceeds the
individual's salary. Or, the employee is promoted to a salary grade
that has a higher salary range maximum.
Salary grades A group of jobs of approximately equivalent worth as determined
by job content evaluation methods. Salary grades are established
as a tool for the administration and control of employee pay.
Salary ranges The minimum and maximum straight-time wages and salaries
assigned to a salary grade, and in select cases, to individual jobs.
Salary structure Defined as hierarchies of rates of pay for jobs or groups of jobs
within an organization. Salary ranges are identified by a minimum
pay rate, a range midpoint, and a maximum rate.
Page 25
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Augusta, Georgia
Compensation Policies and Procedures Manual
EXHIBIT 5:
SALARY RANGES
Page 26
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