HomeMy WebLinkAboutUpdate Documents - Human ResourcesPOSITION MANAGEMENT REVIEW TEAM (PMRT
Form instructions:
.7
■ Complete section one (1). If. form is incomplete, it will be returned.
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■ Form is clue to HR Consultant Thursday by S: 00 pin. �
Section 1 - Department Position Request
Position Title Job # Dept Hiring Manager
Veteran Service Manager 101--19 BOCC County Commissioners
Date of Request 7/1/25
Proposed Start Date 7/6/25 NOTES:
Action Update Position NOTES: reclassification
Workspace Available NOTES:
Budget Status Position NOT Budgeted NOTES:
Proposed Wages es GroupBand Rate
p g N05 - Non -Exempt 13'
$35.06 Hourly
Current Wages GroupBand Rate
g N05 - 30
Non -Exempt 08 .67 H p $ Hourly
Funding Source
As of early July, the job description for this position was revised to incorporate expanded
supervisory duties and increased office management responsibilities. These significant
changes in scope and function necessitate a reclassification of the position to accurately
reflect its current responsibilities. A compensation study conducted using the count 's
y
standard set of comparable counties has identified that the position is currently
u ndercom pensated relative to market benchmarks. Reclassification and appropriate
adjustment are essential to ensure internal equity, market competitiveness, and to support
employee retention and grganizational effectiveness.
Include Power Point for you or a representative of your department to presentation to the PMRT and BOCC. Include the
following:
1. Title slide: title of request, name, role, and date.
2. Introduction/Overview: Briefly explain the business need, why is this request necessary for the department?
3. Current challenges/problems: describe the issue or challenge that the request addresses, provide data or specific
examples that show the importance of addressing this need.
4. Request details: Clearly outline what you are requesting (job description, wage comparison, policy/process
alignment, and budget status).
5. Benefits/impact: explain how fulfilling the request will benefit the department/office (cost savings, productivity
improvements, risk mitigation).
6. Cost/resource requirements (if applicable : outline any costs, resources, or investments re uired for the request.
Position Management Approval (PMA)
FOR OFFICIAL. USE: BOCC
District 1: District 2: District 3:
❑Approve ❑ Deny ❑Abstain ❑Approve ❑ Deny ❑Abstain []Approve []Deny ❑Abstain
BOCC Approval:
Approve ❑ Den Notes:
❑ A
pp y
Page 2 of 2 Revised 02/17/23
Position Management Review Team
Business Need Presentation
CO
A
11IR
0 "5
I
Introduction/Overview
bil
�.em's
Current, Chaii�enges/ Pro
• The primary,challenge addressed by:this request is the misalignment
between the:currenticlassificati�r� and compensation of the position and
the actual scope of. work now,requirec.
• Despite these updates, the. position remains classified and compensated under the previous, more. limited
framework. This misaligm nent creates severalorganizational risks:
• Internal Equity Concerns: The employee now performs dutie's comparable to higher -level roles within
the organization but is'compensated at a much lower rate.'
• External Competitiveness: A:compensation study comparing similar roles in the county's standard set
of comparable counties revealed that the current. pay -is below market averages. For example,
comparable roles in peer counties offer compensation that'is,..on average, 10-15%higher for similar
responsibilities.
Retention Risk: Without reclassification and appropriate compensation,the organization risks losing
skilled personnel due to dissatisfaction or eXternal opportunities, potentially leading. to increased,
turnover costs and operational disruption.
� 1% �
Request Deta-lis
Bener'i'ts,/ ..Mpact
• Approving the requested reclassification and compensation adjustment will yield several tangible
and strategic benefits:
� Improved Employee'Retention and Engagement:
Aligning compensation with current: responsibilities demonstrates the County's commitment to
fairness and professional growth, which strengthens morale and reduces the risk of turnover.
Retaining an experienced employee avoids the high cost of recruitment., onboarding, and lost
productivity associated with vacancy periods.
• Competitive: Positioning in the Talent: iVlarket:
Adjusting compensation in'. line with comparable: coaanties ensures the department remains
competitive in attracting qualified candidates should the position become vacant. It also signals that
the department is proactive in maintaining market-aligned roles.
• Enhanced Operational Oversight:
The individual in this role no plays a _key: part in managing budgets, coordinating staff, and
implementing office procedures —functions that: directly impact the department's performance and
public service delivery. Proper classification and compensation help maintain stability and ensure
these 'critical' duties are fulfi.l[ed effectively.
Grant County Job Description
Title: Veteran Services OZ-ffiFlOo-le-r- ManagerCode(s): 101-19
Dept.: Board of County Commissioners Status: FFull-Time
FLSA: Non -Exempt Not Applicable
Reports to: Board of County Commissioners Pay Band:
8
2/202-
Su��,� ,.� __.�4_
pervisory Authority- 3/ ID
Updated: 14 Revised, 07/02/2r,-
--------- -
POSITION SUMMARY
This position is responsible for the administration of the Grant County Veteran's Se ces Program;
reaching out to Veteran's Organizations and veterans through traditional public relations, community
involvement, and by initiation and implementation of activities that encourage them to access available
benefits, providing quality advocacy for all US Veterans and their dependents and survivors through
benefit counseling and programs, claims, and outreach services; and responding to the needs of Grant
County Veterans, service members, their dependents and survivors, and to provide linkage for them to
other support services. This position reports to the Grant County Commissioners and is coordinated by
the Clerk of the Board. This position provides coordination and leadership for the Veteran's A&isory
Board in accordance with RCW 73.08-Olo and 73.08-080.
ESSENITIAL DIMES AND RESPONSIBILITIES
Updated 05/01/17 Page 1 Of 3
'Fhe following examples of duties and accountabilities illustrate the general range of tasks assigned to
the position but are not intended to define the limits of required duties. Other essential duties may be
l
assigned consistently with the general scope of the position. Employee must comply with all County
g and department policies, procedures, WAC's, or other regulatory bodies.
s
Ins~estigates and inter iews veterans and dependents of veterans in hospitals other facilities to
obtain a comprehensive case history in order to determine eligibili : - for aid which includes, but
is not limited to, pension, dependency and indemnity compensation, loans, medical, burial,
vocational rehabilitation, and education.
• Assists claimants with the application process, obtains necessary supporting documentation,
follows the progress of the claim through channels and takes whatever action required to
expedite the claim, assists clients in preparing appeals where claims have been denied.
• Determines primary eligibility and prepares claims for service -connected disabilities and non -
service people; composes letters with all pertinent facts for same.
• Directs clients to agencies in the community who may be able to provide additional assistance.
i Meets with the Veteran's Advisory Board to discuss Veteran's Services activities, needs and
suggestions for improved services.
• Performs legal work bT reading case law; interpreting lecrislation; preparing `�-ritten replies to
Veterans Administration VA statements regarding assigned cases; filing motions for
reconsideration; and representing clients before Decision Review Officers and Board of Veteran
Appeals Judcres.
• Interpreting relevant laws to applicants and aiding them in making proper claims for benefits or
p g pp g
directing them to the proper authority.
• Develop and maintain the budget for the Veteran's Services Program.
• Interpret and explain written material and laws to veterans and dependents.
Research grant opportunities and write grants for additional funding for veteran's services.
• Manages stored stockpile of winter clothing gear for veterans in need and for the clothing
distribution during the annual Veterans Standdown (typically in September.)
• Maintain VSO accreditation as specified by the VA and WDVA.
• Perform other duties as required.
41
• Receives general supervision instructions regarding the scope and approach to assignments
from the Board of Countv-a Commissioners ' VT
?.., •
• Provides limited crisis intervention counseling and referral to appro riate local resources°
coordinates the delivery of apmopriate sen ces ° refers individuals to senices within
Washington Count* and to outside agencies; and serves as a resource for social service staff when
itp
clients are veterans.
• Leadincr and manacrinor a team
• Su erv-ision over assigned administratlk'? port staff Building Staff interns and volunteers
for training_.pumoses.
• Overseeing daily operations: Ensuring the Office and team runs efficiently
zz
• Coachina and development: Mentorina and her ina em lovees grow professionallv
• PartlCi ate in cross -departmental project teams contributing to lannina execution2---
and
monitoring.
• Develo and maintain strong Working relationshi s `6th colleagues across the County.
• Act as a liaison between different departments, ensuring clear and timely information flow
• Manages a caseload of clients;maintains contact with clients to advance their claims and
appeals; and maintains caseload records and prepares reports.
Updated 05/01/17 Page 2 of 3
EDUCATION, EXPERIENCE, and LICENSING
To perform this job successfully, an individual must be able to perform each e . p essential duty
satisfactorily. The requirements listed below are representative of the knowledge, skill ability g , ,and/or ability
required. Any combination of education and experience may be substituted if it provides ... Y p es the desired
skills, knowledge and abilities to perform the essential functions of thejob. Reasonable ... accommodation
may be made to enable individuals with disabilities to perform the essential functions.
Required:
1. High School Diploma/GED
2. Must meet Washington . State's definition of a Veteran and HonorablyDischarged.
ar ged.
3. Good written and spoken communication skills
4. Good personal computer operations skills, including Word Excel and Desktop Publishing . g p ublishing
5. Must become an Accredited VSO Representative through the WDVA within 6 months ' . g the of hire.
6. Valid Washington State Driver's License: Must have a safe, reliable vehicle wit
h proof of
automobile insurance
7. Must reside within a reasonable commuting distance to Grant County if not already a county
resident
8. Background Check: Must have an acceptable background report, at the time of hire g p a e and every
two years afterward
9. Driving p
Abstract: Must have an acceptable driving report
Preferred
1. in t o c
�-oci
Assate's degree
2. Two years of experience in an office or customer service environment
3. Knowledge of eterans' services and organizations
4. Prior case management experience
5. These skills and abilities typically are acquired through a combination of experience perience and
training. Experience may be substituted for education.
PHYSICAL ABILITIES WORKING CONDITIONS
Must have knowledge of current laws relatingbenefits
toene
for veterans and their dependents,
programs and activities of state, federal and other agencies renderingservices to veterans sand their
dependents; must have knowledge of policies and procedures for developing an ' . p , p g d maintaining a
departmental budget. Must have the ability to establish and maintain effective work' ' working relationships
with individuals, groups, and related organizations. Must be able to communicate clearly, tactfully
and professionally with veterans and their dependents and maintain confidentiality
. ty. Must be able to
work independently and report to the Veteran's Advisory Board and the . , . ry Grant County
Commissioners. Ability to use Microsoft Office programs. Flex time will be factored into the
employees' schedule based on workload and requirements for assistance to count
y fiY veterans as
necessary.
Updated 05/01/17 Page 3 of 3
2025 AWC Compensation Review Veteran Services Manager
COMP
COUNTY
POP#
MIN
MID
MAX
NOTES
Adams County
211200
Asotin County
22,650
Comparable
Benton County
215,500
$5,608.00
$61444.00
$7,280.00
Comparable
Chelan County
81,500
$4,474.11
$5,166.05
$5,857.99
Comparable
Clallam County
78,209
$5,279.37
$5,855.94
$6,432.50
Clark County
527,400
Columbia County
3,950
Comparable
Cowlitz County
113,000
Douglas County
441500
$4,524.80
Ferry County
7,300
Comparable
Franklin County
99,500
Garfield County
Z300
X
Grant County
1OZ400
$4,751.07
$5,171.40
$5,591.73
Grays Harbor County
77,000
Comparable
Island County
88,150
$4,769.60
$5,248.00
$5,726.40
Jefferson County
33,605
King County
21347,800
Kitsap County
283,200
Alternate
Kittitas County
471300
Klickitat County
2.31250
$4,377.00
$4,510.50
$4,644.00
Comparable
Lewis county
84,075
$4,159.00
$4,876.001
$5,593.00
Lincoln County
111232
Alternate
Mason County
67,000
Okanogan County
43,000
Pacific County
23,948
Pend Oreille County
14,000
Pierce County
9461300
San Juan County
18,557
Comparable
Skagit County
132,000
$5,442,66
$6,186.26
$6,929.86
Skamania County
121000
Snohomish County
859,800
$6,533.00
$7,049.50
$7,566.00
Spokane County
554,600
Stevens County
47,426
Thurston County
297,977
$4,021.501
1
Wahkiakum County
4,550
Comparable
Walla Walla County
63,100
$3,437.00
$4,606.00
$7,883.00
Whatcom County
235,800
$5,467.00
Whitman County
481100
Yakima County 256,035 $5,456.00 $5,822.40 $6,188.80
Current; n/a
All Counties---- $5,540.87 ` $4,944.51 $5,486.50 $6,191.61
Standard Comparables (w/Grant)1 $5,371.14 $4,740.10 $5 371.14 $6,002.19
Standard Comparables (w/o Grant) $5,418.26; 4 738.53 $51399.68 $6 116.56
Comparables ._ _ . $
Alternate Comparables (w/ Grant)' $5,171.40 $4,751.07i $5,171.40 $5,591.73
Alternate Comparables (w/o Grant) #DIV/0!E:�DIV/0! #DIV/0! #DIV/0!
.__ _ _._... w _�._..
12 y
13
13 -
13
###
Band Step
Table
Band
02
01
521.65
02
$22.30
03
$72.95
04
$23.59
05
._
$24 '3
06
$24.86
.. :81�8E ::
Current
Proposed
03
$21.93
$22.59
$23.25
$23.90
$24.55
$25.19
04
$23.37
824.07
$24.77
$25.46
$26.15
$26.8;3
`
05
24.29
$25.02
$25.75
$26.47
$27.18
$27.89
<
o6
$25.22
$25.98
$26.73
$27.48
$28.22
$28.95
`
07
$26.25
$27 04
$27.82
$28.60
$29.37
$30.1,j
08
$27.41
$28.23
$29.05
$29.86
-
.$, 0.6
3 7
$31.47
S
09
$28.68
$29.54
$30.40
$31.25
$32.09
$32.92
`
10
$30.07
$30•97
$31.87
,$32.76
,$33.64
$34.51
11
$31.61
$32.56
$33.50
$34.44
$35.37
$36.29
12
$34.24
$35.23
$36.22
$37• 20
,
$38.17
,
13
S.06
$36.11
$37.16
$38.20
$39.23
$40.25
13a
$36 77
837.87
$38.97
$40.o6
$41.14
$42.21
13b
$38.56
$.39.72
$40.87
$42.01
$43.14
$44.26
Current 30.67
Proposed 35.06
13.36%