Updated Position Rating Manual — File 201568

City of Somerville Position Grade Rating Manual Effective: July 1, 2016 TABLE OF CONTENTS EDUCATION/BASIC ................................................................................................................... 2 EXPERIENCE .............................................................................................................................. 3 ACCOUNTABILITY ................................................................................................................... 4 JUDGEMENT ............................................................................................................................... 6 COMPLEXITY ............................................................................................................................. 8 SUPERVISION ............................................................................................................................. 9 NATURE ...................................................................................................................................... 11 WORK ENVIRONMENT .......................................................................................................... 13 CONFIDENTIALITY ................................................................................................................ 15 SUPERVISORY .......................................................................................................................... 16 OTHER FACTORS ………………………………………………………………………….18 POINT FACTOR RATING WORKSHEET ……………………………………………… 19

EDUCATION/BASIC KNOWLEDGE Education and Basic Knowledge measures the knowledge acquired through either formal education and/or specialized training that is essential to successfully performing the essential functions of the position. 1st Degree – 20 pts Requires basic knowledge of arithmetic, English and grammar. Ability in simple bookkeeping including payroll and accounts payable, posting and filing functions. Operational ability with office equipment such as typewriters, computers, adding machines and calculators. Ability to operate a motor vehicle. Apprenticeship (entry level) knowledge of crafts or trades. Equivalent to a high school degree received through a diploma or an equivalency examination. 2nd Degree – 40 pts Duties involve application of semi-complex procedures requiring special knowledge or ability, e.g., advanced booking or billing procedures, transcription and stenography; ability to operate specialized heavy motor equipment such as a snowplow, grader, backhoe, etc. and include water or wastewater operation licensing. Equivalent to high school plus additional training equal to one to two years of college, attainment of Associates level of post-secondary education Journeyman ability in trades or crafts. 3rd Degree – 60 pts Intensive knowledge of a specialized field (e.g., civil engineering, public health, library science, specific trade) as well as general knowledge of related fields; or broad knowledge of major municipal function activities. Equivalent to a college or university education. Equivalent to a Master Craftsman knowledge level in trades or crafts. 4th Degree – 80 pts Work requires advanced theoretical or technical knowledge of a broad-based professional field (e.g. business administration or public administration). Equivalent to a master's degree. PAGE 2 OF 20

EXPERIENCE Experience measures the length of time usually required by someone with the specified education background or knowledge, to learn to perform the duties effectively under normal supervision. The length of time required to become proficient at a job includes previous qualifying experience from related work or lesser jobs as well as on-the-job training. 1st Degree – 10 pts Up to and including one year of prior work experience. 2nd Degree – 30 pts More than one year, up to and including three years. 3rd Degree – 50 pts More than three years, up to and including five years. 4th Degree – 70 pts More than five years, up to and including seven years. 5th Degree – 90 pts More than seven years, up to and including ten years. 6th Degree – 110 pts More than ten years. PAGE 3 OF 20

ACCOUNTABILITY Accountability measures the degree to which the employee is responsible for preventing errors and the magnitude of those potential errors. In applying this rating factor please consider the following: the likelihood of errors; the possibility of error detection; and the probable effect of errors based on the degree to which the work is checked, either by the procedures themselves, by supervision, or by succeeding operations. Consequences of errors, missed deadlines or poor Judgment can be measured in damage to buildings and equipment, labor and material costs or correction, jeopardy to municipal programs, monetary loss, personal injury, danger to public health and safety, etc. There should be a correlation between this factor and the factor of Supervision Required. 1st Degree – 5 pts The nature of work means that errors can be easily detected, usually by the employee. Consequences of errors, missed deadlines or poor judgment may result in minor confusion, involving minimal time and expense for correction, such as bookkeeping, data entry or failure to follow established procedures. 2nd Degree – 10 pts The nature of work assures that errors are usually detected in succeeding operations. Consequences of errors, missed deadlines or poor judgment may include time loss caused by back checking by others and slowdowns in the processing of the work. Errors are generally confined to a single department, such as billing or accounting errors and/or failure to check a subordinate’s performance. 3rd Degree – 30 pts The nature of the professional or technical work means that errors in analysis, techniques or recommendations would probably be difficult to detect. Consequences of errors, missed deadlines or poor Judgment could result in excessive costs, delay of service delivery, or legal repercussions to the municipality. Other consequences of errors, missed deadlines or poor judgment may include significant monetary losses, waste of material, damage to buildings, equipment or personal injuries. PAGE 4 OF 20

4th Degree – 50 pts Duties include department level responsibility for technical processes, service delivery, and contribution to municipal wide plans and objectives and fiscal responsibility for the department including buildings, equipment and staffing utilization. Consequences of errors, missed deadlines or poor Judgment could severely jeopardize department operations or have extensive financial and/or legal repercussions to the municipality and/or loss of life to the public or employee. 5th Degree – 70 pts Duties include the responsibilities outlined in the 5th Degree but for a major functional segment of the municipality. Duties may involve primary responsibility for entire operation of the municipality. Consequences of errors, missed deadlines or poor Judgment could have far reaching effects on the municipality's ability to deliver services and the public's confidence. PAGE 5 OF 20

JUDGMENT Judgment considers the degree of independent Judgment and involves consideration of how much discretion and application of professional knowledge and experiences an employee exercises in carrying out work assignments. To the extent that guidelines are available and relevant, the requirement of Judgment is reduced. There is a direct correlation between this factor and the Complexity factor. 1st Degree – 10 pts Well defined or detailed rules, instructions and procedures cover all aspects of work. Judgment involves choosing the appropriate practices, procedures, regulations or guidelines to apply in each case. 2nd Degree – 30 pts Numerous standardized practices, procedures, or general instructions govern the work and in some cases, may require additional interpretation. Judgment is needed to locate, select and apply the most pertinent practice, procedure, regulation or guideline. 3rd Degree – 50 pts The work requires examining, analyzing and evaluating facts and circumstances surrounding individual problems, situations or transactions, and determining actions to be taken within the limits of standard or accepted practices. Guidelines include a large body of policies, practices and precedents which may be complex or conflicting, at times. Judgment is used in analyzing specific situations to determine appropriate actions. Employee is expected to weigh efficiency and relative priorities in conjunction with procedural concerns in decision making. Requires understanding, interpreting and applying federal, state and local regulations. 4th Degree – 70 pts Guidelines only provide limited guidance for performing the work. They may be in the form of administrative or organizational policies, general principals, legislation or directives that pertain to a specific department or functional area. Extensive Judgment and ingenuity are required to develop new or adapt existing methods and approaches for accomplishing objectives or to deal with new or unusual requirements within the limits of the guidelines or policies. The employee is recognized as the department or functional area’s authority in interpreting the guidelines, in determining how they should be applied, and in developing operating policies and practices. PAGE 6 OF 20

The 4th degree also covers positions that must be able to direct the overall activity of the municipality by accepting responsibility while exercising authority for planning, operating and oversight. PAGE 7 OF 20

COMPLEXITY Complexity considers the degree to which the duties are complicated or involved. Jobs are made more complex by the range and variety of assignments or duties and the availability of specific guidelines for performing the work. 1st Degree – 5 pts The work consists of simple, routine or repetitive tasks and/or operations with few variations in well known or established procedures. 2nd Degree – 10 pts The work consists of a variety of duties which generally follow standardized practices, procedures, regulations or guidelines. The sequence of work and/or the procedures followed vary according to the nature of the transaction and/or the information involved, or sought, in a particular situation. 3rd Degree – 15 pts The work consists of the practical application of a variety of concepts, practices and specialized techniques relating to a professional or technical field. Assignments typically involve evaluation and interpretation of factors, conditions or unusual circumstances; inspecting, testing or evaluating compliance with established standards or criteria; gathering, analyzing and evaluating facts or data using specialized fact finding techniques; or determining the methods to accomplish the work. 4th Degree – 20 pts The work consists of employing many different concepts, theories, principles, techniques and practices relating to an administrative field. Assignments typically concern such matters as studying trends in the field for application to the work; assessing services and recommending improvements. Also, covers work performed by division or single department heads. 5th Degree – 25 pts The work consists of managerial functions and processes such as planning, organizing, controlling, coordinating, evaluating, integrating activities and programs for multiple divisions or more than one department within the municipality. PAGE 8 OF 20

SUPERVISION REQUIRED Supervision required measures the degree to which an employee’s immediate supervisor outlines the methods to be followed or the results to be attained, checks the progress of work, and handles exceptional cases. Controls are exercised by the supervisor in the way assignments are made, instructions are given to the employee, priorities and deadlines are set, and objectives and boundaries are defined. Responsibility of the employee depends upon the extent to which the employee is expected to develop the sequence and timing of various aspects of the work, to deviate from instructions and to participate in establishing priorities and defining objectives. 1st Degree – 5 pts Under direct supervision, where clear, detailed and specific instructions govern the work or are explained with each assignment. The employee works as instructed and consults with the supervisor as needed on all matters not specifically covered in the guidelines or instructions. The supervisor maintains control by reviewing the work in progress or upon completion. 2nd Degree – 10 pts The employee is familiar with the work routine and uses initiative in carrying out recurring assignments independently with specific instruction. The supervisor provides additional, specific instruction for new, difficult or unusual assignments, including suggested work methods. The employee refers unusual situations to the supervisor for advice and further instructions. Reviews and checks of the employee’s work are applied to an extent sufficient to keep the supervisor aware of progress, and to insure that completed work and methods used are technically accurate and that instructions are being followed. 3rd Degree – 20 pts Under general direction, employee plans and prioritizes the majority of work independently, in accordance with standard practices and previous training. Employee is expected to solve most problems of detail or unusual situations by adapting methods or interpreting instructions accordingly. Instructions for new assignments or special projects usually consist of statements of desired objectives, deadlines and priorities. Technical and policy problems or changes in procedures are discussed with supervisor. Work is generally reviewed only for technical adequacy, appropriateness of actions or decisions, and conformance with policy or other requirements; the methods used in arriving at the end result are not usually reviewed in detail. PAGE 9 OF 20

4th Degree – 30 pts Under administrative direction, working from municipal policies and objectives; individual establishes short-range plans and objectives, own performance standards and assumes direct accountability for department results; and may act as an independently elected official over a department. Consults with supervisor only where clarification, interpretation, or exception to municipal policy may be required. The employee is responsible for the development and implementation of departmental policies, goals, objectives and budgets. The employee is also expected to attempt to resolve conflicts which arise and coordinate with others as necessary. 5th Degree – 40 pts Same as the fourth degree but supervisory controls are over a department of the municipality; and may act as an independently elected official over a major division. Further, employees at this level are expected to exercise whatever means are necessary to resolve conflicts that cannot be addressed at the departmental level. 6th Degree – 50 pts Under policy direction, exercises authority over total operations of a major department of function within the municipality in conformance with general directives and objectives set forth by the governing body. Seeks counsel of governing body only on matters of policy adjustment or where required by law. PAGE 10 OF 20

NATURE AND PURPOSE OF PERSONAL CONTACTS Nature and Purpose of Personal Contacts measures interpersonal skills required in work relationships and their importance to the success of the work. Contacts with supervisors are not considered here. This factor also measures the degree of human interaction and the responsibility which goes with the job for meeting, dealing with and influencing other persons. In rating this factor, consider how often the contacts are made and whether they involve furnishing or obtaining information only, or whether they involve influencing others. Please note that the higher degrees include those relationships listed in the lower degrees. 1st Degree – 10 pts Relationships are primarily with co-workers incidental to the purpose of the work involving giving and receiving factual information about the work. Ordinary courtesy and tact are required. Contacts with the public may be required on an occasional basis. 2nd Degree – 25 pts Relationships are primarily with co-workers and the public involving frequent explanation, discussion or interpretation of practices, procedures, regulations or guidelines in order to render service, plan or coordinate work efforts, or resolve operating problems. Other regular contacts are with service recipients and employees of outside organizations. More than ordinary courtesy, tact and diplomacy may be required to resolve complaints or deal with hostile, uncooperative or uninformed persons. 3rd Degree – 50 pts Relationships are constantly with co-workers, the public, groups and/or individuals such as civic leaders, peers from other organizations, and representatives of professional organizations. The employee serves as a spokesperson or recognized authority of the organization in matters of substance or considerable importance, including departmental practices, procedures, regulations or guidelines. May be required to discuss controversial matters where tact is required to avoid friction and obtain cooperation. 4th Degree – 75 pts Relationships are constantly with co-workers, the public and with groups and/or individuals who have conflicting opinions or objectives, diverse points of view or differences where skillful negotiating and achieving compromise is required to secure support, concurrence and acceptance or compliance; OR one-on-one relationships with a person who may be under severe stress, where gaining a high degree of persuasion may be required to obtain the desired effect. The PAGE 11 OF 20

employee may represent to the public a functional area of the municipality on matters of procedures or policy where perceptiveness is required to analyze circumstances in order to act appropriately. 5th Degree – 100 pts Duties involve constant contact with local, state and federal government officials, community leaders and any other individuals to protect and promote the municipality's overall interest. Employees must possess a high degree of diplomacy and judgment and must be able to work effectively with and influence all types of persons. Duties require a well-developed sense of strategy and timing in representing the municipality effectively in critical and important situations which may influence the well-being of the municipality. PAGE 12 OF 20

WORK ENVIRONMENT Work Environment measures the degree of physical effort required in the performance of job duties. 1st Degree – 25 pts Little or no physical demands are required to perform the work. Work effort principally involves sitting to perform work tasks, with intermittent periods of stooping, walking, and standing. There may also be some occasional lifting of objects such as ledger books, photocopy and computer paper. The 1st Degree also covers work that requires some agility and physical strength, such as moving in or about construction sites or over rough terrain, or standing or walking most of the work period. Occasionally, work may require lifting heavy objects and carrying them. There may be need to stretch and reach to retrieve materials. Usually, the work will require extended physical effort over a significant portion of the work day. Duties generally do not present occupational risk. Injury could occur, however, through employee failure to property follow safety precautions or procedures. Examples of injury include bruises from falls, cuts or burns, or muscular strains from lifting, pushing or carrying heavy equipment or work materials. 2nd Degree – 50 pts Work requires moderate intermittent physical strength and effort daily, such as, lifting heavy objects, carrying the object(s) and stacking them or placing them in a vehicle or storage area. In addition, pulling, pushing, standing or walking for the full work day may also be involved. A great deal of physical effort must be exerted at this level. Travel, particularly during adverse weather conditions and troublesome road conditions and at times during the evening, is required. The 2nd Degree also covers essential functions that involve frequent and recurring assignments requiring strenuous effort and endurance or quick reflexes to perform the work, such as lifting and carrying on a continuous basis for extended periods of time, or regular travel on foot or bicycle over rough terrain or barriers, or the potential need to subdue or restrain violent persons or animals. Duties may involve frequent, recurring exposure to hazardous conditions, such as working at heights in excess of thirty feet or operating dangerous equipment, being exposed to toxic chemicals or high voltage sources. Job frequently entails the possibility for serious injury or PAGE 13 OF 20

exposure to conditions which could result in total permanent disability or loss of life. For example, danger of physical attack or work at heights in excess of thirty feet during extreme weather conditions. Extreme care and following established safety precautions is required at all times. PAGE 14 OF 20

CONFIDENTIALITY Confidentiality measures the discretion and integrity required by those employees with access to confidential information handled or obtained in the normal performance of duties. Confidential information includes: official personnel files, collective bargaining negotiations, law suits and criminal records and investigations. In rating this factor, consider the nature of the information, the degree to which the full significance and meaning of the information is apparent to the employee, and whether disclosure would compromise the position of the municipality or the public, or constitute a breach of security. The factor of Confidentiality does not apply to all employees. 1st Degree – 10 pts Access to some confidential information, not department-wide that is obtained during performance of essential functions, where the effect of any disclosure would probably be negligible or where the full significance of the overall confidential matter would not be apparent in the work performed. 2nd Degree – 20 pts Regular access at the departmental level to a wide variety of confidential information, including personnel records, client records, criminal investigations, court records, financial records. 3rd Degree – 30 pts Access to confidential information on a municipal-wide basis. PAGE 15 OF 20

SUPERVISORY RESPONSIBILITY Supervisory Responsibility measures the extent and nature of supervisory and managerial responsibilities in terms of the degree of involvement in work planning and organization, work assignment and review, and personnel functions. Positions are classified as work leaders, supervisors or managers. Points associated with Supervision Exercised will be based on how the positions are classified in this factor. 1ST Degree – 0 pts: None Employee does not perform any supervisory functions. 2nd Degree – 20 pts: Work Leader Employee, as a regular and continuing part of the job, leads other workers in accomplishing assigned work and also performs non-supervisory work that is usually of the same kind and levels as is done by the group led. The work leader is responsible to his/her supervisor for assuring that the work assignments of other workers are carried out by performing duties which typically consist of most of the following: distributes and balances workload among employees in accordance with established workflow and job specialization; assures timely completion of work; instructs employees in specific tasks or explains work methods to be employed and indicated applicable reference material and guidelines; checks work progress and reviews completed work to see that instructions have been carried out; answers questions and resolves problems that arise in the work; provides on-the-job training to new employees; reports to the supervisor on disciplinary problems, performance and training needs of employees; resolves simple, informal complaints of employees and refers others to the supervisor; may approve leave for a few hours or for emergencies. 3rd Degree – 40 pts: Supervisor Employee, as a regular and continuing part of the job, is accountable for the quality and quantity of work done by subordinates and assures the accomplishment of the assigned work in the prescribed manner. Supervisory functions typically consist of most of the following: plans, schedules and coordinates work operations to meet schedules, deadlines and priorities; revises work schedules to meet changes in workload or availability of manpower; recommends and justifies to higher levels of management changes in the organization of work, work methods or assignment of functions to positions that may affect staffing patterns, costs, work standards, etc.; assigns work based on varying capabilities of employees; assures that completed work meets the required standard of quality, timeliness and cost, taking corrective actions as necessary, including rejecting the work; recommends promotions, reassignments, pay increases or other personnel actions; oversees attendance and leave, typically including approval of ordinary sick and vacation PAGE 16 OF 20

schedules; advises employees of performance requirements and prepares formal evaluations of performance; gives advice and instruction on both administrative and work matters; informs subordinates of organizational policies, goals and procedures; resolves employee complaints and effects disciplinary actions, such as oral warnings and reprimands; has substantial responsibility for technical soundness of subordinates’ work. 4th Degree – 60 pts: Manager Employee is accountable for the direction and success of all department programs accomplished through others. The manager is responsible for analyzing program objectives, determining the various work operations needed to achieve them, estimating the financial and staff resources required, allocating the available funds and staff, reporting periodically on the achievement and status of the program objective; and recommending new goals. The manager typically formulates or recommends program goals and develops plans for achieving short and long-range objectives; determines organizational structure operating guidelines and work operations; formulates, prepares and defends budget and manpower requests and accounts for effective use of funds and staff provided; coordinates program efforts within the unit and with other departments; delegates authority to subordinate supervisors and holds them responsible for the performance of their unit's work; reviews work in terms of accomplishment of program objectives and progress reports, approves standards establishing quality and quantity of work; and assists or oversees the personnel function, including or effectively recommending hiring, training, and disciplining of employees. PAGE 17 OF 20

OTHER FACTORS Organizational structure position placement is a factor in the final assessment. Point values for the ten factors are tallied to assess natural scale placement. However, if the natural scale placement happens to align a position on the same grade as the position’s direct supervisor the position grade will unilaterally be adjusted down one grade. PAGE 18 OF 20

POINT FACTOR RATING WORKSHEET Factors Points Minimum Maximum 1. Education and Basic Knowledge 20 80 2. Experience 10 110 3. Accountability 5 70 4. Judgement 10 70 5. Complexity 5 25 6. Supervision Required 5 50 7. Nature and Purpose of Personal Contacts 10 100 8. Physical & Occupational Demands 25 50 9. Confidentiality 10 30 10. Supervision Responsibility 0 60 Total Available Points 100 645

Grades Point Range Placement Minimum Maximum NU1 620 645 NU2 570 615 NU3 535 565 NU4 525 530 NU5 515 520 NU6 490 510 NU7 430 490 NU8 395 425 NU9 350 390 NU10 345 345 NU11 300 340 NU12 265 295 NU13 150 260 NU14 100 145