HomeMy WebLinkAbout1996 06 10 Regular Item E
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COMMISSION AGENDA
ITEM
REGULAR X
CONSENT
INFORMATIONAL
E
June 10, 1996
Meeting
MAR. ~ /DEPT
Authorization
REQUEST: That the City Commission consider approval of Resolution No. _ amending the
existing Personnel Policy, Section 13-3. Vacation Leave with pay, and Section
13-4. Sick Leave replacing them with the attached Paid Time Off (PTO) Policy
and conversion of existing vacation and sick leave hours policies, and consider
alternatives recommended by the City Manager.
PURPOSE:
II
The purpose of this agenda item is to allow the City Commission to consider
adoption of an alternative policy for vacation and sick leave to reduce sick leave
abuse, and provide employees leaving the City prior to age 65 with alternatives to
facilitate conversion of sick leave to severence pay.
Currently, the City has a sick leave and vacation leave policy as stated in Sections
13-3. Vacation Leave and 13-4. Sick Leave, of the Personnel Policy.
The revised Personnel Policy, as recommended by the previous City Manager and
staff, amended the sick and vacation leave policy and combined them into a Paid
Time Off Policy (PTO) (See attached PTO Policy). The proposal was placed on
hold until new City Manager recommended.
The primary purpose of this agenda item is to revisit the proposed PTO Policy,
explain it in its entirety in depth and offer some alternatives that the commission
may want to consider.
CONSIDERA TIONS:
The current vacation and sick leave policy allows employees to accrue sick and
vacation leave at the' following rates:
June 10, 1996
AGENDA ITEM
Page 2
Years of
Service
0-5
6-15
16 +
General Employees
Sick Leave
96 Hrs
96 Hrs
96 Hrs
Vacation Leave Total
80 Hrs 176 Hrs
120 Hrs 216 Hrs
120 Hrs 216 Hrs
Fire Dept Shift
Sick Leave Vacation Leave Total
144 Hrs 144 Hrs 288 Hrs
144 Hrs 216 Hrs 360 Hrs
144 Hrs 216 Hrs 360 Hrs
There is currently no cap on sick leave as it can accumulate in perpetuity without a limit.
Sick leave can be used as sick leave and is paid in full to the employee's beneficiary upon
death of the employee. Sick leave can also be applied against retirement. For instance, an
employee with one (1) year sick leave, can retire one (1) year early (full retirement age is
65), and remain on the payroll, or the employee could wait until 65, retire and be paid for
unused sick leave in full.
The City is currently carrying a liability of $332,000 for unused vacation leave. Unused
sick leave is not carried as a liability, but the value for unused sick leave is $548,301 which
represents 38,975 hours, or 18.74 man years.
The proposed PTO Policy changes the existing policy in four fundamental ways:
1) Accrual Rates
The proposed PTO accrual rates offer modified accrual rates according to the
following comparison table:
Years of
Service
0-5
6-15
16 +
Years of
Service
0-5
6-15
16 +
General Employees
Existing
176 Hrs (22 days)
216 Hrs (27 days)
216 Hrs (27 days)
Proposed
160 Hrs
200 Hrs
240 Hrs
Fire Department Shift Employees
Existing
288 Hrs (12 days)
360 Hrs (15 days)
360 Hrs (15 days)
Proposed
264 Hrs
336 Hrs
408 Hrs
Difference
- 16 Hrs. (2 days)
- 16 Hrs (2 days)
+24 Hrs (3 days)
Difference
-24 Hrs (1 shift)
-24 Hrs (1 shift)
+48 Hrs (2 shift)
June 10, 1996
AGENDA ITEM
Page 3
Ninety-five percent (95%) of City employees fall into service brackets 0-15. The
proposed PTO accrual rates penalize 95% of the work force by reducing their
vacation accrual by two days, (1 day for Firemen). It rewards longevity by
increasing general employees by three (3) days and Firemen by two (2) days in the
sixteen (16) and over service brackets.
Alternative A
The City Manager recommends an alternate vacation accrual rate shown below:
Years of
Service
0-5
5-15
16 +
General Employees
Proposed
Vacation Rate
23 days (184 Hrs)
25 days (200 Hrs)
27 days (216 Hrs)
Difference from
Current Rate
+ 1 Day
- 2 Days
-0-
Fire Dept
Shift Employees Difference from
Proposed Rate Current Rate
13 Shifts (312 Hrs) + 1
14 Shifts (336 Hrs) + 1
15 Shifts (360 Hrs) -0-
Alternative B
Industry standard averages range approximately 15 days/year according to Cody and
Associates.
2. CAPS
The proposed PTO Policy recommends the following caps for PTO time that can
be accumulated. These caps are compared to the existing policy in Table A:
TABLE A
Proposed Pro/Josed Existim! Po/icv
General Fire Department
Years of Service Employees Shift Employees Vacation Sick
0-5 480 Hours 600 Hours 240 Hrs. No Cap
6-15 600 Hours 900 Hours 240 Hrs. No Cap
16 + 720 Hours 1080 Hours 360 Hrs. No Cap
By capping the PTO time, the City's current policy of allowing sick leave to
accumulate indefinitely will be reduced to the leave caps in the previously
referenced table.
June 10, 1996
AGENDA ITEM
Page 4
AL IERNATIVE B
According to Nick Pellegrino of Cody and Associates, Inc., the industry standard
for PIO leave caps are as follows:
Year of Service
0-5
5-16
16 +
General Employees
320 Hours
320 Hours
320 Hours
Fire Department
Shift Employees
400 Hours
400 Hours
400 Hours
Alternative C
The City Manager recommends the following alternate to the proposed caps,
developed as a function of the alternate accrual rates discussed in number one (1)
above:
Years of
Service
0-5
5-15
16 +
General Employees
552 Hrs (69 days)
600 Hrs (75 days)
648 Hrs (81 days)
Fire Department
Shift Employees
552 Hrs (23 shifts)
780 Hrs (32.5 shifts)
960 Hrs ( 40 shifts)
\1 Cash-In Policy
3. Currently, the City is experiencing a sick leave utilization rate of 65%. Since
employees do not have the option of selling unused leave time, many are using sick
leave just like vacation leave. The proposed PTO Policy places caps on unused
PTO leave and offers a cash-in policy of up to 200 hours (General Employees),
and 280 hours for Fire Department Shift employees, (25) days per year (once per
year), of unused PIO leave.
This practice of allowing employees to sell unused PTO leave will tend to
discourage abuse of sick leave.
A cash-in policy will also allow the City to reduce their unfunded leave liability in
present day dollars, which will cost the City less than future dollars because of the
time-value of money principle.
Alternate A - Cash-In Policy
An alternate for the City Commission to consider for the PIO cash-in policy
would be to reduce the cash-in amount to ten (10) days per year. (80 Hours)
June 10, 1996
AGENDA ITEM
Page 5
This would encourage employees to take PTO time off for vacation leave purposes
and sell off unused PTO time that is now being taken as sick leave. The ultimate
effect would be to increase productivity. It is recommended that Alternative A be
given serious consideration to the recommended PTO cash-in policy.
4. Special Class:
There are approximately twenty-three (23) employees whose accumulated sick and
vacation leave time exceed the recommended caps presented in Table A. The total
excess time is 10,097 hours, or 4.87 man years. The value of this time is
$183,118. The proposed PTO Policy allows these employees to use time in excess
of the caps according to the following schedule:
Years of Service
0-5
6-15
16 +
Time to Use Excess over Cap
3 Years
4 Years
5 Years
The proposed PTO Policy may not allow enough time to draw down excess time
over established caps within current and anticipated work loads. As a result some
employees may lose excess time.
It is recommended that 10 years be considered as an alternate to the proposed
PTO Policy.
Maximums
There is no policy in the proposed PTO Policy placing maximums on scheduled
vacation leave. The following schedule is a proposal for consideration:
Year of
Service
0-5
5-15
16 +
Maximum
Vacation Leave Taken
2 weeks (10 days)
3 weeks (15 days)
4 weeks (20 days)
Some maximum is needed for scheduling purposes.
June 10, 1996
AGENDA ITEM
Page 6
ISSUES:
I. Does the City Commission desire to implement the proposed PTO concept or keep
the existing sick/vacation leave policy?
The advantages and disadvantages of leaving the current sick leave/vacation leave
policy are as follows:
ADVANTAGES:
1) Sick leave and vacation leave are segregated. Different approval processes
are assigned to both.
The process is currently in place for sick leave approval and vacation leave
approval.
2.) The City's funded liability is less in the existing policy because accrual rates
for vacation leave are less than accrual rates for combined PTO leave.
3.) Only one leave bank will be needed. The current approval process for
scheduled sick leave will be the same as at present. Unscheduled sick leave
will be approved as Personal Time Off
4.) Abuse of sick leave will cease. Employees who are legitimately sick will
use PTO leave accordingly. Otherwise PTO leave will be reserved for
vacation leave.
5.) Caps will reduce the unfunded liability to the City by eliminating sick leave.
DISADVANTAGES:
1.) The potential funded liability to the City may increase as sick leave will be
combined with vacation leave to form one leave bank available for use,
cash-in, etc.
2.) The City is experiencing a 65% utilization rate for sick leave. That is too
high. It is suspected that sick leave is being abused. The benefits and
detriments of changing to the proposed pro Policy concept are as follows:
II. If the City Commission agrees with the proposed PTO concept. does the
Commission desire to implement the proposed revised accrual rate. maintain the
existing rate. or implement another rate?
June 10, 1996
AGENDA ITEM
Page 7
The benefits and detriments of keeping the accrual rate the same are as follows:
ADVANTAGES:
1.) Combined sick/vacation leave accrual rates are a benefit to City employees.
In the event of catastrophic illness, employees who do not abuse their leave
banks will have accumulated leave time for use up to maximum caps.
DISADVANTAGES:
1.) Existing combined sick/vacation leave accrual rates may increase the
funded liability to the City.
III. Does the City Commission desire to implement proposed PTO Caps. Alternate
Caps. or other Caps?
A. Advantages of proposed caps:
1) Proposed caps are high enough to allow employees and the City to
maximize productivity while retaining an accumulated leave bank.
2) Proposed caps are closer to what employees currently have in their
existing sick/vacation leave policy.
B. Disadvantages of proposed caps:
1) High caps increase the City's funded liability. Employees will be
paid present value of existing capped accumulated leave upon
departure.
IV. Does the City Commission agree with the proposed PTO cash-in policy?
A. Advantages:
1) The proposed PTO Cash-In Policy allows general employees to
cash-in (200 hours) (25 days) per year and Fire Department shift
employees to cash-in (280 hours) per year.
The advantage to the City is the reduction of increased liability in
out years by encouraging depletion of leave banks with present day
dollars, which is less expensive than deferring this cost to future
valued dollars.
June 10, 1996
AGENDA ITEM
Page 8
B. Disadvantages:
The disadvantages to the City of a high cash-in policy are that:
1) Employees will not take PTO leave at all, but rather sell the leave
back to the City.
2) Employees will sell off much needed "sick" leave depleting banks
needed in case of emergency.
3) The proposed policy compares unfavorably to industry standards
(80 hours).
4) It will cost the City an estimated $120,409 to implement the 80
hour cash-in policy for Fiscal Year 1997.
V. Does the City Commission desire to implement the proposed grandfathered class.
or does the Commission desire to abolish it altogether?
A. Advantages of keeping this class:
1) The twenty-three (23) employees whose vacation leave exceeds
recommended caps earned excess leave as a benefit under the
existing system. By keeping this class, the City retains its sick leave
policy and allows these employees to use sick leave as needed.
B. Disadvantages to the City or keeping this class:
1) The City will stand to lose 10,097 hours or 4.87 man years of
productive labor equating to $183,118.00 present day dollars.
VI. If the City Commission keeps the grandfathered class of twenty-three (23)
employees. how does it dispose of the liability?
A. Draw Down Policy
Advantages:
No cash outlay is required from the City. The employee uses leave until it
is depleted.
June 10, 1996
AGENDA ITEM
Page 9
Disadvantages:
The City will lose 4.87 man years of productive labor.
B. Cash-In Policy of 50% of present value.
Advantages:
The City and employee resolve this liability immediately.
Disadvantages:
* Employees lose their "sick leave" bank in the event of catastrophic
illness.
* Employees settle for 50% of the present value of the leave.
* The City incurs a cash outlay of$91,559.
C. Use toward early retirement
Advantages:
'" The City defers immediate cash outlay
'" The employee can retire early or be compensated upon normal retirement
(65) at future value dollars.
'" In the event of the employee's death, the full value ofleave is paid to the
employee's beneficiary.
Disadvantages:
'" The City's current liability of $183,118 will continue to grow to future
value dollars.
D. Allow employees to reserve hours as a special sick leave bank for
catastrophic illness.
Advantages:
* Employees do not lose earned sick leave.
'" Employees may take the leave in case of medical emergencies.
June 10, 1996
AGENDA ITEM
Page 10
Disadvantages:
* Employees may lose the leave if not taken as catastrophic sick leave.
* The City liability will continue to grow with time.
CONCLUSION:
Staff has spent a great deal of time and effort in an attempt to develop a policy that would
accomplish two goals:
1) Reduce sick leave abuse and;
2) Provide employees who leave service prior to retirement age 65 with an equitable
use of unused sick leave.
The results of this effort was development of a Paid Time Off (PTO) Policy that
accomplished their goals with equitable beneficial results for the employees and City.
Unfortunately, the proposed PTO Policy is not feasible at this time due to its estimated
implementable cost of $274,677. The main reason is the amount of funds in the Fiscal
Year 1997 budget that is being prepared to~enhance the retirement system, Cody Study,
pay improvements, and meritlpay.
RECOMMENDATION:
Based upon the staff analysis of the proposed PTO Policy, the following is recommended:
1) That the proposed policy not be implemented at this time, and;
2) That the staff continue its study of the issue to determine if a cost feasible
alternative can be developed.
This alternative could take the form of a different type of policy, a phased
implementation schedule that would make the proposed policy cost feasible over a
period of years, or a revisitation of the policy in a future year when the demand for
other needs is not as great as Fiscal Year 1997.
June 10, 1996
AGENDA ITEM
Page 11
ATTACHMENTS:
1) Proposed Paid Time Off (PTO) Policy
2) Proposed Resolution amending Section 13-3. Vacation Leave and 13-4. Sick
Leave, of the existing Personnel Policy of the City of Winter Springs.
COMMISSION ACTION:
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CITY OF WINTER SPRINGS
November 1, 1995
303 - PAID TIME OFF (PTO)
The City of Winter Springs Paid Time Off (PTO) program gives you flexibility in taking paid time
off from your work. Under the PTO program you decide, with your Department Heads approval,
when and how you wish to use your PTO hours. Time away from your work will make you more
productive when you are at work.
Once you have completed 180 calendar days of continuous employment in a regular full-time,
probationary employee position, you are eligible to schedule your earned PTO hours.
Here's How the Program Works
Under the PTO plan, you make take time off (as you earn it) for vacation, personal business or
personal and family illness. And you can get paid for the PTO time you do not use! This
system encourages you to schedule your time off in advance to allow more efficient staffing
throughout the City of Winter Springs.
PTO Accrual Amounts
The following chart details the amount of hours you may accrue in your PTO plan:
PTO ACCRUALS
YEARS OF ANNUAL OVERALL REGULAR FIRE FIRE FIRE
SERVICE ACCRUAL MAXIMUM FULL DEPT. DEPT. DEPT.
TIME SHIFT SHIFT SHIFT
PER PAY PERS. PERS. PERS. 1
ANNUAL OVERALL PER PAY
ACCRUAL MAXIMUM
0-5 160 hrs. 480 hrs. 6.154 hrs. 264 hrs. 600 hrs. 10.154 hrs.
6 -15 200 hrs. 600 hrs. 7.692 hrs. 336 hrs. 900 hrs. 12.923 hrs.
16 PLUS 240' hrs. 720 hrs. 9.231 hrs. 408 hrs. 1,080 hrs. 15.692 hrs.
Eligible Employees
As either a regular full-time or probationary employee, you accrue PTO hours on a bi-weekly
basis. Full-time employees accrue a set amount of hours.
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CITY OF WINTER SPRINGS
November 1, 19$
Payment Method
PTO hours are paid at your base rate of pay in effect at the time you use your hours. PTO
hours are used in one hour increments.
Period of Accrual
You accrue your hours over 26 pay periods, to a maximum amount, based on your Continuous
Service Date (CSD). The CSD is your date of hire.
Eligibility
Once you have completed 180 days of continuous employment in either a regular full-time or
regular probationary'position, your PTO hours will be available for scheduling. You may
schedule time off based on your available hours on your paycheck stub. Under no
circumstances will you be able to borrow against PTO hours to be earned in the future, or be
paid in advance of the regular payday for PTO hours.
Scheduling Time Off
To receive pay for your hours off from work, you are required to schedule the time off in
advance. Your request will be reviewed by your Department Head, who has the authority to
approve your request based on the department's needs.
You should schedule time off for vacation, personal business and any known extended lengths
of absence due to illness (Le., pregnancy, scheduled surgery, etc.) well in advance to ensure
adequate staffing within your department.
Application for PTO vacation is normally made at least Seven (7) calendar days in advance of
use. In emergency cases, the Department Head may waive this requirement. The
requirements of an employee's job may require the Department Head to restrict the scheduling
of PTO vacation during certain periods of the year. When practical, and in the best interest of
the City of Winter Springs, a Department Head may require the use of vacation time in amounts
of forty (40) or more hours.
Time Off for Personal Illness
The City of Winter Springs realizes that on occasion you will be unable to come to work due to
a personal illness. While your PTO plan is designed to give you flexibility in scheduling when
you want time off from work for relaxation and family emergencies, it also provides you some
flexibility in case of a personal illness.
If you are unable to report to work due to a personal illness, you are required to notify your
Department Head according to your department's policy. With Department Head approval, you
may be paid for your time off due to illness from your available PTO hours.
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CITY OF WINTER SPRINGS
November 1, 1995
When using PTO time for personal illness or physical incapacity, the Department Head may
request a written statement by a licensed medical physician certifying that the employee's
condition prevented the employee from performing the duties of the position. Such statement
may be required if three or more consecutive sick days are claimed, or for Fire Department shift
personnel, two or more 24 hour shifts.
PTO Cash-ln Benefit
Provided you have maintained the required minimum number of PTO hours, you may choose to
cash in some of your available PTO hours one time a year. You have the option of cashing in a
minimum of 8 hours to a maximum of 200 hours; however, you must leave a minimum balance
of 80 hours in your PTO bank. Fire Department shift personnel have the option of cashing in a
minimum of 8 hours-to a maximum of 280 hours; however, you must leave a minimum balance
of 112 hours in your PTO bank.
You may choose to cash in your unused PTO hours by converting them to pay, hour for hour, at
your base rate of pay in effect.
If you do not wish to cash in your unused PTO hours, your available balance will automatiCally
be carried over, up to the overall maximum hour balance, to the next calendar year.
In order to request a cash-in of your PTO, a PTO Cash-in Form should be completed by you,
signed by your Department Head and submitted to the Finance Department no later than
December 1 st. Payment will be made to the employee no later than December 15th.
If you terminate from the City of Winter Springs, your PTO available balance will be paid to you
in full.
All accrued PTO hours will be paid to the employees beneficiary in full if the employee should.
become deceased.
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APPENDIX
"F"
CONVERSION
of
EXISTING VACATION
and
SICK LEAVE HOURS
POLICY
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APPENDIX F
CONVERSION OF EXISTING VACATION AND SICK LEAVE HOURS POLICY
At the time of approval and adoption of the City of Winter Springs Personnel Policy, the
conversion of existing accumulated Vacation and Sick Leave hours as reported by the
Finance Department shall be as follows:
Convert all Vacation and Sick time to PTO time up to the Maximum Hours established
for Years of Service.
Those employees that have hours that exceed the Maximum PTO Hours for years of
service, shall utilize those
hours over the Maximum for all time off before utilization of any PTO hours. After all
hours over the maximum
are utilized, the employee may then use established PTO Time.
The option remains for PTO Cash-in Benefit of up to 200 hours, or 280 hours for Fire
Department shift personnel, in addition to utilization of excess hours over the maximum.
The hours over the Maximum must be utilized during the following time frames upon
adoption of the Personnel Policy. After the time frame expires as listed, all remaining
time will become null and void.
Years Of Service
0-5
6 -15
16 PLUS
Time Over The Maximum Utilized By
3 years
4 years
5 years
NOTE: This Appendix section Conversion of Existing Vacation and Sick Leave
Hours Policy will be removed from the policy after expiration of the time limits
established above.
MRY 15 '96 10:01 CODY & ASSOCIATES 407/783-3720
P.7/12
RECOMMENDED
SALARY PLAN
AL TERNA TIVE B
ENCLOSURE 2
05-!5-9~ 10:02 AM ?O?
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ALTERNAllVE B
RECOMMENDED SALARY RANGB
PRESENT PROPOSED PROPOSED
~RY R~GI; PAY GRADE SALARY RANGE
CITY MANAGER'S DEPARTMENT
CITY MANAGER 50,000 - 67,000 Negotl ;otod
SECRETARY TO CITY MANAGER 20,167 - 28,234 20 21,176 - 29,646
GENERAL SERVICES
GEN ERAl SERVI CES DIRECTOR 39,930 - 55,902 33 41,926 - 60,793
ADMINISTRATIVE SECRETARY 17,421 - 24,390 16 18,292 - 26,523
HEAD CUSTODIAN 15,049 - 21,069 12 15,049 - 21,821
CUSTODIAN 14,333 - 20,066 11 14,333 - 20,783
RECEPTIONIST/CASHIERffYPlST 13,650 - 19,110 12 15,049 - 21,821
0 DA TA PROCESSING MANAGER 27,026 - 37.B36 24 27,026 - 39,188
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111 DIRECTOR OF PURCHASING 32,850 - 45,990 27 31,286 - 45,365
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II) MAINTENANCE WORKER 14,333 - 20,066 13 15,802 - 22,913
- ADMINISTRA llVE SECRETARY 17,421 - 24,390 16 18,292 - 26.523
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). EMPLOYEE RELATIONS COORDINATOR 32,850 - 45,990 28 32,850 - 47,633
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SALARY RANGE PA Y GRADE SALARY RANGE 3:
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CITY CLERK'S DEPARTMENT -
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CITY CLERK 32.850 - 45.990 28 32,850 - 47,633 (S)
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DEPUTY CllY CLERK 23,346 - 32,685 21 23,346 - 33,852 ISl
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RECEPTIONIST/CASHIER 13,650 - 19,110 11 14,333 - 20,783 n
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COMMUNITY DEVElOPMENT DIRECTOR 35 46,224 - 67,025 -I
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COMPREHENSIVE PLANNING COORDINATOR 32.850 - 45,990 29 34,493 - 50.015 .L
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LAND DEVElOPMENT COORDINATOR 29.796 - 41.715 26 29,796 - 43,204 ,J
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CITY ENGINEER 32,850 - 45.990 32 39.930 - 57,899
ENGINEER 25,739 - 36,035 24 27.026 - 39.188
CONSTRUCTION INSPECTOR 20,167 - 20,234 19 21,176 - 30,705
Buildina Department
BUILI)jNG OFRCIAL 32.850 - 45,99D 29 34,493 - 50,015
AESIDENTIAl/COMMEAClAlINSPECTOR 25,739 - 36.035 23 25,739 - 37,322
RESIDENTIAL INSPECTOR 21,176 - 29,646 21 23,346 - 33,852
PERMIT SPECIALIST 17.421 - 24,390 16 18,292 - 26,523
PERMIT CLERK 15,049 - 21,069 13 15,802 - 22,913 1)
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~AlARY RANGE PAY GRADE SALARY RANGE 3:
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ANANCE DIRECTOR 39,930 - 55,902 33 41,926 - 60,793 IS)
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ASSISTANT RNANCE DIRECTOR 28,377 - 39,728 28 32,850 - 47,633 n
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SENIOR ACCOUNTING CLERK 22,234 - 31.128 20 22,234 - 32,239 -<
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OFFICE SUPERVISOR 18,292 - 25,609 17 19,207 - 27,850 D
19,207 - 27,850 l()
SERVICE TECHNICIAN 18,292 - 25.609 17 (f)
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ACCOUNTS PAYABLE Cl..ERK 16.592 - 23,228 15 17,421 - 25,260 ()
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ACCOUNTING CLERK 16,592 - 23,228 15 17,421 - 25,260 -I
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METER READER 16,592 - 23,228 14 16,592 - 24,058 b
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BlUING CLERK 14,333 - 20.066 13 15,802 - 22,913 --J
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BUDGET ANALYST 21 23,346 - 33,852 ill
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PARKS AND RECREA nON DEPARTMENT f'J
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PARKS & RECREATION DIRECTOR 39,930 - 55,902 33 41,926 - 60,793
SENIOR CENTER MANAGER 24,513 - 34,319 23 25,739 - 37,322
SPORTS COORDINATOR 19,207 - 26,890 18 20,167 - 29,243
ADMINISTRATIVE SECRETARY 17.421 - 24,390 16 18,292 - 26,523
SUPERINTENDENT OF PARKS & GROUNDS 21,176 - 29,646 20 22,234 - 32,239
MAINTENANCE FOREMAN 18,292 - 25,609 17 19,207 - 27,850
CONCESSION MANAGER 17,421 - 24,390 15 17,421 - 25,260
MAINTENANCE WORKER (Lead Worker) 15,002 - 22,122 14 16,592 - 24,058
RECREATION ASSISTANT 17.421 - 24,390 15 17.421 - 25,260
MAINTENANCE WORKER 14,333 - 20,066 13 15,802 - 22,913 -u
MECHANIC I 19,207 - 26,890 18 20,167 - 29,243 ()1
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CREW CHIEF t 6,592 - 23,228 15 17,421 - 25,260 .....
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1-21 I
PRESENT
SALARY FlANGE
PROPOSED
PA Y GRADE
PUBLIC WORKS DEPARTMENT
DIRECTOR OF PUBLIC WORKS/UTILITIES
PUBLIC WORKS SUPERINTENDENT
FIELD FOREMAN
HEAVY EQUIPMENT OPERATOR
LIGHT EQUIPMENT OPERATOR
MECHANIC II
MECHANIC I
CARPENTER/ELECTRICIAN
CREW CHIEF
SIGN MAINTENANCE TECHNICIAN
MAINTENANCE WORKER
ADMINISTRATIVE SECRETARY
CONSTRUCTION INSPECTOR
OFFICE SUPERVISOR
39,930 - 55,902
29,796 - 41,715
19,207 - 26,890
18,292 - 25,609
15,802 - 22,122
28,377 - 39,728
19,207 - 26,890
19,207 - 26,890
16,592 - 23,228
16,592 - 23,228
14,333 - 20,066
17,421 - 24,390
20,167 - 28,234
18,29~ - 25,609
35
29
18
17
14
25
18
18
15
15
13
16
19
17
1-22
PROPOSED
SALARY RANGE
46,224 - 67,025
34,493 - 50,015
20,167 - 29,243
19,207 - 27,850
16,592 - 24,058
28,377 - 41,147
20,167 - 29,243
20,167 - 29,243
17,421 - 25,260
17,421 -25,260
15,802 - 22,913
18,292 - 26,523
21,176 - 30,705
19,207 - 27,850
4
PRESENT
SALARY RANGE
PROPOSED
PAY GRADE
UTILITY DEPARTMENT
UTILITIES SUPERINTENDENT
STORMWA TER UTILITY MANAGER
CAPITAL PROJECT COORDINATOR
ADMINISTRATIVE SECRETARY
LEAD WASTEWATER PLANT OPERATOR
WASTEWATER PLANT OPERATOR-
LEAD WATER PLANT OPERA TOR
WATER PLANT OPERATOR-
CHIEF ELECTRICAL EFFLUENT TECHNICIAN
LIFT STATION FOREMAN
FIELD FOREMAN II
MAINTENANCE MECHANIC II
MAINTENANCE MECHANIC I
MAINTENANCE WORKER
REUSE TECHNICIAN
UTILITY INSPECTOR/BACK FLOW COORDINATOR
SEWER SYSTEM EV ALUA TION TECHNICIAN
WASTEWA TER PLANT OPER/LABORA TORY COORD
32,850 - 45,990
29
31
30
16
22
18
22
18
22
22
22
20
18
13
18
22
18
22
17,421 -24,390
23,346 - 32,685
19,207 - 26,890
23,346 - 32,685
19,207 - 26,890
23,346 - 32,685
23,346 - 32,685
23,346 - 32,685
21,176 - 29,646
19,207 - 26,890
14,333 - 20,066
19,207 - 26,890
23,346 - 32,685
19,207 - 26,890
23,346 - 32,885
. 5% far -S- Certification. 5% fOf' -A - Certification
1-23
PROPOSED
SALARY RANGE
34,493 - 50,015
38,028 - 55,141
36,218 - 52,516
18,292 - 26,523
24,513 - 35,544
20,167 - 29,243
24,513 - 35,544
20,167 - 29,243
24,513 - 35,544
24,513 - 35,544
24,513 - 35,544
22,234 - 32,239
20,167 - 29,243
15,802 - 22,913
20,167 - 29,243
24,513 - 35,544
20,167 - 29,243
24,513 - 35,544
~
PRESENT PROPOSED PROPOSED
SALARY RANGE PAY GRADE SALARY RANGE 3
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~
POLICE DEPARTMENT U)
u-'
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..
POUCE a-JIEF 41,926 - 58,697 35 46,224 - 67,025 ISl
w
CAPTAIN 32,850 - 45,990 29 34,493 - 50,015 n
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tl
UEUTENANT . 29,796 - 41,715 29 29,796 - 43,204 -<
9.<l
SERGEANT 23,346 - 32,685 24 27,026 - 39,188 ])
DETECflVE 21 23,346 - 33,852 lD
21,176 - 29,646 lD
0
PROPERlYlEVlDENCE TECHNICIAN 21,176 - 29,646 21 23,346 - 33,852 n
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POUCE OffiCER 21,176 - 29,646 21 23,346 - 33,852 -l
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COMMUNICATIONS SUPERVISOR 17.421 - 24.390 16 18,292 - 26,523 ~
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COMMUNICATIONS OPERA TOR 16,592 - 23,228 15 17,421 - 25,260 "'-l
"-
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ADMINISTRATIVE SECRETARY 17,421 - 24,390 16 t 8,292 - 26,523 CD
w
COMPUTER SYSTEMS MANAGER t 8,292 - 25,609 16 t 8,292 - 26.523 I
w
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COMPUTER SYSTEMS MANAGER ASSISTANT 16,592 - 23,220 14 16,592 - 24,058 [\J
C9
RECORDS CLERK 17,421 - 24,390 15 17.421 - 25,260
CODE ENFORCEMENT SPECIALIST 20,167 - 28,234 18 20,167 - 29,243
DATA ENTRY CLERK 15,049 - 21,069 12 t 5,049 - 21,821
SENIOR RECORDS CLERK 19,207 - 26,890 17 19,207 - 27,850
J TRAINING SPECIALIST t 7.421 - 24,390 15 17,421 - 25,260
n
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-
11
I
0
I,
II
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1-24
PRESENT
~ALARY RANGE
PROPOSED
PAY GRADE
FIRE DEPARTMENT
FIRE CHIEF
DEPUTY FIRE CHIEF
ADMINISTRATIVE SECRETARY
FIFEFIGHTER/EMT
FIREFIGHTER/APPARATUS OPERATOR
LIEUTENANT
CAPT AIN
EMS COORDINATOR/CAPTAIN
FIRE MARSHAL
TRAINING OFFICER/CAPTAIN
39,930 - 55,902
32,850 - 45,990
17.421 - 24,390
20,167 - 28,234
22,234 - 31,128
24,513 - 34,319
28,377 - 39,728
28,377 - 39,728
28,377 - 39,728
28,377 - 39,728
33
28
16
20
22
24
26
26
26
26
1-25
PROPOSED
SALARY RANGE
41,926 - 60,793
32,850 - 47,633
18,292 - 26,523
22,234 - 32,239
24,513 - 35,544
27,026 - 39,188
29,796 - 43,204
29,796 - 43,204
29,796 - 43,204
29,796 - 43,204
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P.10/12
RE.COMMENDED
SALARY PLAN
AL TERNA riVE C
ENCLOSURE 3
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05-15-96 10:02 AM P10
- ..::.-'
ALTERNAllVE C
RECOMMENDED SAlARY RANGES
PRESENT
~8LAflY RAN2E
PROPOSED
PAY G!3AD(;
-
PROPOSED
~ALAf!Y RANGE
CHV MANAGER'S D€PARTMENT
CITY MANAG ER
SECRETARY TO CITY MANAGER
50,000 - 67,000
20,167 - 28,234
'Jegotiilled
20
21,176 - 29,646
GENERAL SERVICES
GENERAL SERVICES DIRECTOR 39,930 - 55,002 33 41,926 - 60,793
ADMINISTRATIVE SECRETARY 17.421 ~ 24,390 16 18,292 - 26,523
HEAD CUSTODIAN 15,049 - 21,069 12 15,049 - 21,821
CUSTODIAN 14,333 - 20,066 11 14,333 - 20,783
RECEPTlONIST ICASHI EH/TYPIST 13,650-19,110 12 15.049 - 21,821
0 DATA PROCESSING MANAGER 27,026 - 37,836 24 27,026 - 39,188
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<1l DIRECTOR OF PURCHASING 32,850 - 45,990 27 31,286 - 45,365
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OJ MAINTENANCE WORKER 14,333 - 20,066 13 15,802 - 22,913
0 ADMINISTRATIVE SECRETARY 17,421 - 24,390 16 18,292 - 26,523
0
N
?:: EMPlOYEE RElATIONS COORDINATOR 32,850 - 45,990 28 32,850 - 47,633
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PRESENT PROPOSED PROPOSED
SALARY RANGE PA Y GRADE SALARY RANGE j
-
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CITY ClERK'S DEPARTMENT
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I-
CITY CLERK 32,050 - 45,990 28 32,850 - 47,633 cs
DEPUTY CITY CLERK 23.346 - 32,685 21 23.346 - 33,852 cs
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RECEPTIONIST/CASHIER 13.650 - 19,110 11 14,333 - 20,783 \
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COMMUNITY DEVELOPMENT If
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COMMUNITY DEVElOPMENT DIRECTOR 35 46.224 - 67,025 -
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COMPREHENSIVE PLANNING COORDINATOR 32,B50 - 45,990 29 34.493 - 50,015 /0
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LAND DEVElOPMENT COORDINATOR 29.796 - 41,715 26 29,796 - 43,204 -,
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Site OeveloomentJEn~ineerina l..
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CITY ENGINEER 32,850 - 45,990 32 39,930 - 57,899
ENGINEER 25,739 - 36,035 24 27,026 - 39,188
CONSTRUCT'ON INSPECTOR 20,167 - 20,234 19 21,176 - 30,705
0 BuiJdjna Deoartment
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I BUIL[)jNG OFRCIAL 32,850 - 45,99D 29 34,493 - 50,015
'0
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RESIDENTIAl/COMMEHClAlINSPECTOR 25,739 - 36,035 23 25,739 - 37,322
:) RESIDENTIAL INSPECTOR 21,176 - 29,646 21 23,346 - 33,852
::1 PERMIT SPECIALIST 17.421 - 24,390 18,292 - 26,523
'v 16
;'.: PERMIT ctERK 15,049 - 21,069 13 15,802 - 22,913
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1-27
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PRESENT PROPOSED PROPOSED
~8lARY RANGE PAY GRADE SALARY RANGE 3:
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111
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fJNANCE DEPARTMENT en
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ANANCE DIRECTOR 39,930 - 55,902 33 41,926 - 60.793 IS)
IS)
ASSISTANT RNANCE DIRECTOR 28,371 - 39,128 28 32,850 - 47.633 ()
0
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SENIOR ACCOUNTING CLERK 22,234 - 31,128 20 22,234 - 32.239 -<
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OFF.CE SUPERVISOR 18,292 - 25,609 11 19,201- 21.850 J)
19,201 - 21,850 (f)
SERVICE TECHNICIAN 18,292 - 25,609 11 (f)
0
ACCOUNTS PAYABLE a..ERK 16,592 - 23,228 15 17,421 - 25,260 ()
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ACCOUNTING CLERK 16.592 - 23,228 15 17,421 - 25,260 -l
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METER READER 16,592 - 23,228 14 16,592 - 24,058 Jo.
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BilliNG CLERK 14,333 - 20.066 13 15,802 - 22,913 --...J
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BUDGET ANALYST 21 23,346 - 33,852 co
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PARKS AND RECREATION DEPARTMENT f'j
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PARKS & RECREAllON DIRECTOR 39.930 - 55,902 33 41,926 - 60,793
SENIOR CENTER MANAGER 24,513 - 34,319 23 25,739 - 37,322
SPORTS COORDINATOR 19,207 - 26,890 18 20,167 - 29,243
ADMINISTRATIVE SECRETARY 17.421 - 24,390 16 18.292 - 26,523
SUPERINTENDENT OF PARKS & GROUNDS 21,116 - 29,646 20 22.234 - 32.239
MAINTENANCE FOREMAN 18,292 - 25,609 17 19,207 - 27,850
CONCESSION MANAGER 11,421 - 24,390 15 17,421 - 25,260
MAINTENANCE WORKER (Lead Worker) 15,802 - 22,122 14 16,592 - 24,058
J
0 RECREATION ASSJSTANT 17.421 - 24,390 15 17,421 - 25,260
,
:: MAINTENANCE WORKER 14.333 - 20,066 13 15.802 - 22.913
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MECHANIC I 19,207 - 26,890 18 20,167 - 29,243 111
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CREW CHIEf 16,592 - 23,228 15 17,421 - 25,260 ~
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PRESENT
~ALARY RANGE
PROPOSED
PAY GRADE
PUBLIC WORKS DEPARTMENT
DIRECTOR OF PUBLIC WORKS/UTILITIES
PUBLIC WORKS SUPERINTENDENT
FIELD FOREMAN
HEA VY EQUIPMENT OPERATOR
LIGHT EQUIPMENT OPERATOR
MECHANIC II
MECHANIC I
CARPENTER/ELECTRICIAN
CREW CHIEF
SIGN MAINTENANCE TECHNICIAN
MAINTENANCE WORKER
ADMINISTRATIVE SECRETARY
CONSTRUCTION INSPECTOR
OFFICE SUPERVISOR
39,930 - 55,902
29,796 - 41,715
19,207 - 26,890
18,292 - 25,609
15,802 - 22,122
28,377 - 39,728
19,207 - 26,890
19,207 - 26,890
16,592 - 23,228
16,592 - 23,228
14,333 - 20,066
17,421 - 24,390
20,167 - 28,234
18,292 - 25,609
1-29
35
29
18
17
14
25
18
18
15
15
13
16
19
17
PROPOSED
SALARY RANGE
46,224 - 67,025
34,493 - 50,015
20,167 - 29,243
19,207 - 27,850
16,592 - 24,058
28,377 - 41,147
20,167 - 29,243
20,167 - 29,243
17,421 - 25,260
17,421 - 25,260
15,802 - 22,913
18,292 - 26,523
21,176 - 30,705
19,207 - 27,850
4
PRESENT
SALARY RANG~
PROPOSED
PAY GRADE
-
UTILITY DEPARTMENT
UTILITIES SUPERINTENDENT
STORMWATER UTILITY MANAGER
CAPITAL PROJECT COORDINATOR
ADMINISTRATIVE SECRETARY
LEAD WASTEWATER PLANT OPERATOR
WASTEWATER PLANT OPERATOR*
LEAD WATER PLANT OPERATOR
WATER PLANT OPERATOR*
CHIEF ELECTRICAL EFFLUENT TECHNICIAN
LIFT STATION FOREMAN
FIELD FOREMAN II
MAINTENANCE MECHANIC II
MAINTENANCE MECHANIC I
MAINTENANCE WORKER
REUSE TECHNICIAN
UTILITY INSPECTOR/BACK FLOW COORDINATOR
SEWER SYSTEM EV ALUA TION TECHNICIAN
WASTEWATER PLANT OPER/LABORATORY COORD
32,850 - 45,990
29
31
30
16
22
18
22
18
22
22
22
20
18
13
18
22
18
22
17,421 - 24,390
23.346 - 32.685
19,207 - 26,890
23,346 - 32,685
19,207 - 26,890
23,346 - 32,685
23,346 - 32,685
23,346 - 32,685
21,176 - 29,646
19,207 - 26,890
14,333 - 20,066
19,207 - 26,890
23,346 - 32,685
19,207 - 26,890
23.346 - 32,885
. 6% for "8" Certification, 6% for "A" Certification
1-30
PROPOSED
SALARY RANGE
34,493 - 50,015
38,028 - 55,141
36,218 - 52,516
18,292 - 26,523
24,513 - 35,544
20,167 - 29,243
24,513 - 35,544
20,167 - 29,243
24,513 - 35,544
24,513 - 35,544
24,513 - 35,544
22,234 -.32,239
20,167 - 29,243
15,802 - 22,913
20,167 - 29,243
24,513 - 35,544
20,167 - 29,243
24,513 - 35,544
l
PRESENT PROPOSED PROPOSED
SAlARY RANGE PAY GRADE SALARY RANGE 3:
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POUCE DEPARTMENT e/'l
t->
t->
..
POLICE CHIEF 41,926 - 58,697 35 46,224 - 67,025 (S)
b
CAPTAIN 32,850 - 45,990 28 32,850 - 47,633 ()
0
0
UEUTENANT 29,796 - 41,715 25 28,377 - 41,147 --<
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SERGEANT 23,346 - 32,685 23 25,739 - 37,322 ])
22,234 - 32,239 01
DETECTIVE 21,176 - 29,646 20 (f)
0
PROPERTY IEVIDEN CE TECHNICIAN 21,176 - 29,646 20 22,234 - 32,239 ()
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POLICE OffICER 21,176 - 29,646 20 22,234 - 32,239 --l
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(f)
COMMUNICATIONS SUPERVISOR 17,421 - 24,390 15 17,421 - 25,260 b
(S)
COMMUNICATIONS OPERATOR 16,592 - 23,228 14 16,592 - 24,058 -.J
"-
~
ADMINISTRA TIVE SECRETARY 17,421 - 24,390 16 1 8,292 - 26,523 OJ
lJJ
17,421 - 25,260 I
COMPUTER SYSTEMS MANAGER 18,292 - 25,609 15 w
,)
COMPUTER SYSTEMS MANAGER ASSISTANT 16,592 - 23,220 14 16,592 - 24,058 I\J
(S)
RECORDS CLERK 17.421 - 24,390 14 16,592 - 24,058
CODE ENFORCEMENT SPECIALIST 20,167 - 28,234 17 19,207 - 27,850
DA T A ENTRY CLERK 15,049 - 21,069 12 15,049 ~ 21.821
SENIOR RECORDS CLERK 19,207 - 26,890 16 18,292 - 26,523
TRAINING SPECIAUST 17,421 - 24,390 14 16,592 - 24,058
-0
~
"-
~
1-31
6
PRESENT
SALARY RANGE
PROPOSED
PA Y GRADE
FIRE DEPARTMENT
FIRE CHIEF
DEPUTY FIRE CHIEF
ADMINISTRATIVE SECRETARY
FIFEFIGHTER/EMT
FIREFIGHTER/APPARATUS OPERA TOR
LIEUTENANT
CAPTAIN
EMS COORDINATOR/CAPTAIN
FIRE MARSHAL
TRAINING OFFICER/CAPTAIN
39,930 - 55,902
32,850 - 45,990
17,421 - 24,390
20,167 - 28,234
22,234 - 31,128
24,513 - 34,319
28,377 - 39,728
28,377 - 39,728
28,377 - 39,728
28,377 - 39,728
33
27
16
19
21
23
25
25
25
25
1-:-32
PROPOSED
SALARY RANGE
41,926 - 60,793
31,286 - 45,365
18,292 - 26,523
21,176 - 307052
23,346 - 33,852
25,739 - 37,322
28,377 - 41,147
28,377 - 41,147
28,377 - 41,147
28,377 - 41,147
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