HomeMy WebLinkAbout2000 04 24 Regular B Time and Date For Workshop
COMMISSION AGENDA
ITEM B
April 24, 2000
Meeting
;2----
Consent
Informational
Public Hearing
Regular X
Mgr.
/
Authorization
CllL
Dept.
REQUEST:
The General Services Department requests that the City Commission designate
a time and date for a Workshop to evaluate and discuss (a) possible changes to
the employee pension plan, and (b) the contents of a salary
survey/compensation study.
PURPOSE:
The purpose of this agenda item is to establish a time and date for thorough
examination of data which has been generated to (a) possibly change the benefit
structure in the employee pension plan, and (b) illustrate comparative salary/pay
information from the surrounding labor market.
APPLICABLE LAW AND PUBLIC POLICY:
City Charter and Administrative Code
CONSIDERATIONS:
The general employee population has requested changes in benefit levels in
the current pension plan, and the costs of those possible changes have been
determined and submitted for consideration by the City Commission.
Bi-annually, the city engages the services of an outside consultant to conduct
a labor market survey of salary/pay plans, which requires evaluation by the
City Commission.
- Actuarial information regarding possible pension plan changes, as well as the
completed salary survey, will be transmitted to the City Commission for its
review well in advance of the workshop.
"
April 24, 2000
City Commission Regular Agenda
Item "8"
FUNDING:
Not applicable at this time.
STAFF RECOMMENDATION:
Staff recommends the City Commission designate a workshop for pension plan
and salary study discussions on May 15, 2000, at a time certain, or another date
suitable to the Commission if May 15th is not available.
ATTACHMENTS:
(To be transmitted.)
COMMISSION ACTION:
.;. .
MEMORANI)UM
DATE: May 1, 2000
TO: Board of Trustees
FROM: Ronald McLemore, City Manager
~
. SUBJECT: Possible Changes to Employee Pension Plan
Please consider the following during your meeting of May 2, 2000: ..
BACKGROUND
During the past two years, city employees - particularly employees of
the Police and Fire Departments - have expressed dissatisfaction with
benefit levels of the current pension plan. They have surveyed benefit
levels in other jurisdictions and have found that cities and counties in
the surrounding area generally provide higher benefit levels, with the
costs usually paid totally by the employee.
CURRENT PLAN
The city's current plan provides that employees contribute 20/0 of
their compensation, with the city contributing 80/0, to a combined
defiped benefit/defined contribution plan. The city's contribution is
split evenly, with 40/0 going to each side of the plan.
When an employee becomes eligible for retirement, an average of the
three highest years of earnings is calculated, and the employees pension
is then determined by multiplying 20/0 times the number of years of
service times the average compensation. The result is the employees
annual benefit entitlement, paid on a monthly basis.
As a rough example, if an employee worked for the city for 20 years
and retired with an average compensation of $30,000, his/her yearly
entitlement would be 20/0 times 20 years (400/0) times $30,000, or
$12,000 pcr" ycar' ($1,000 per month).
.... .
The defined contribution funds are used as an "offset" whereby the
employee may elect to increase the monthly benefit by using those
funds, or helshe may take those funds in cash.
CONSIDERA TIONS
The attached spreadsheet was prepared by our plan actuary, and
explains the available options to increase the 20/0 per year of service
credit to 30/0, and the cost impact of each.
CUI'rent Plan
A. The cun'ent plan requires the satisfaction of an initial unfunded ,.
liability, which is a cost of plan administration. The next three
percentage columns explain the breakdown of employee and
employet. contributions as explained above.
Options Under the Current Plan
B. Raising the benefit to 30/0 beginning on 101/01/2000 and going
forward would continue the unfunded liability, and require an
increase of 2.30/0 of compensation contribution to the defined
benefit plan.
C. A 30/0 benefit applied to an employee's total years of set'vice would
require an increase of 6.10/0.
Proposed Plan Design
(Note: Under the following two options, the defined contribution
plan would be discontinued, and the account balances would be rolled
into the defined benefit plan pool of funds, satisfying the unfunded
liability.)
D. Under this option - and considering the contents of the above note
- employees would get a 30/0 benefit starting 10101/2000 and going
forward. The increase in payroll costs would be 10/0.
E. A 30/0 benefit for all years of service would require a 4.90/0
increase in payroll costs.
;- .
Other considerations are contained in a supplemental piece of
cOITespondence from our actuary, which is attached.
RECOMMENDA TION
It appears that the best option to recommend to th~ City Commission
would be Option "D" which satisfies requests for an increased benefit
level at the least amount of cost.
cc: Gene DeMarie, Dir. of General Services
":~
CITY OF WINTER SPRINGS DEFINED BENEFIT PENSION PLAN
COSTS OF BENEFIT INCREASE
Initial Unfunded
A Current Plan $
Proposed Plans
B 2% per year of service to 10/01/00
plus 3% up to 30 years total
C 3% up to 30 years total-
Proposed Plan Design. DB Only
No Money Purchase Plan
0 2% per year of service to 10/01/00
plus 3% up to 30 years total
E 3% up to 30 years total
1,343,893.46
$1,343,893.46
$1,343,893.46
$0.00
$0.00
% of Current
Payroll to DB Plan
4.0%
6.3%
10.1%
10.7%
14.9%
% of Payroll to
Money Purchase
6.0%
6,0%
6.0%
0.0%
0,0%
% of Payroll for
Both Plans
10.0%
12.3%
16.1%
10.7%
14.9%
.Increase in %
of Payroll
0.0%
2.3%
6.1%
1.0%
4.9%
. This percentage could be contributed by the City of Winter Springs or the employee or a combination of both.
Under the current plan design, the City of Winter Springs is contributing 4% to the Money Purchase Plan and 4% to the Defined Benefit Plan:
the Employee is contributing a mandatory 2% of compensation to the Money Purchase Plan
,f'
If the employer chooses items D or E, it is possible to design the plan to allow the employee contribution to buy an employee
accrued benefit which is 100% vested. This will enhance the program for employees who are concerned about losing their contributions
to the money purchase pension plan.
.~ Reti~.emcZRt Pl<Il~l S1l~eci<Illists,
IJ/D.Co
Employee Benefits Administrators & Consultants
2 Lawn Street
P. O. Box 621582
Oviedo, Florida 32762-1582
407-365-3490 (ojjice)
407-366-5154 {fax}
1-8()()-618-/8/3 (tollfree)
Visit us at www.srlllrner.coltl
April 20, 2000
Gene DeMarie
City of Winter Springs
1126 East State Road 434
Winter Springs, FL 32708
RE: Winter Springs Plan Proformas
Dear Gene:
Attached is the revised schedule, per our meeting with Ron McLemore. As we discussed at
the meeting, I have provided some issues to consider between the various plans:
A. One plan costs less to maintain than two plans:
1. One set of plan documents
2. One set of administrative forms, for example, terminees/retirees will only need to
execute one set of distribution forms (when applicable), one set of participation forms,
beneficiary forms, etc.
3. Assets combined into one trust (creating a larger pool of money) should reduce or
eliminate trust asset and asset manager costs. (As you know, the larger amount of
money under investment, the higher level of respect and services you can expect.)
3. Administration fees would be substantially reduced.
4. One plan is easier to explain to the employees. Currently, the offset plan is difficult to
communicate; though your employee group has done a good job at studying the two
plan arrangement.
B. Two plan design offers more options:
1. Under the floor offset design, the participant can:
a. Take the money purchase plan account balance in a lump sum distribution and
elect to receive a reduced monthly benefit at retirement, or
b. Transfer the money purchase plan to the defined benefrt plan and receive the full
monthly benefit at retirement. .
2. Participant gets the greater benefit. If the market performs well over a long period of
time, the participant's retirement benefit could be greater than the floor benefit under
the defined benefit plan. (This effect is reduced if the floor benefit is increased from
2% per year to 3% per year). (see C (2) below,)
;;.
Page 2
C. Effect of increasing the benefit from 2% to 3% per year (either retro or just going forward)
1. Enhances program for employees, especially fire and police.
2. Reduces the reasons for having two plans. The money purchase plan account
balance was projected to surpass 60% of compensation floor benefit under the defined benefit
plan for the younger employees (at some point in their future), but it is not as effective in
surpassing 90% of compensation. This means the defined benefit plan will be "picking up"
more of the responsibility in funding employees' future benefits. Under the current plan design,
it was anticipated the defined benefit plan would eventually be unneeded. This would not be
the case with a 3% per year formula (retro or going forward). Consequently, using just the
defined benefit plan would probably meet the needs of the employees and employer more
effectively. .
D. Handling of employee contributions and 100% vested employee account balance. Options
are:
1. Employee accounts and contributions "forfeited" upon conversion and placed on the
same vesting schedule as employer contributions. No payouts until retirement permitted.
2. Convert the current 100% vested employee account balance to a "paid up benefit" (i.e.
employee accrued benefit) due at retirement. This will always be theirs. If you are feeling
really generous, you can allow for distribution of this account if under $5,000.00,
3. Convert current 100% vested employee account balance to paid up benefrt at
retirement and add to it the amount purchased with employee contributions (only) each year.
This would eliminate the fear of them "losing" their 2% contribution to the plan. Payouts of
amounts under $5,000.00 also can be added here.
I hope this helps with this part of the discussion, If you need assistance or have any
questions, please give me a call.
W~t2~
Sandra R. Turner, CPC QPA
cc: Ron McLemore, City Manager
Enclosures
COMMISSION AGENDA
Workshop -
Consider New
Pay Plan
Information
May 15, 2000
Workshop
I~
Mgr. /
Authorization
REQUEST:
Staff requests that the City Commission evaluate information in the enclosed
Compensation Study and Internal Equity Analysis by Cody and Associates, Inc.,
and consider staff-recommended options for implementation.
PURPOSE:
This matter is brought before the Commission to provide information and
recommendations regarding proposed changes to the employee pay ranges, as
well as adjustments to salaries for internal equity purposes.
APPLICABLE LAW AND PUBLIC POLICY:
City Charter
City Administrative Code
CONSIDERATIONS:
- On a bi-annual basis, the City retains the services of an outside consulting firm
to conduct an in-depth analysis of the city's pay ranges and salaries, and to
conduct a comparative survey of that data with employers in the surrounding
area.
- This year's work by the consultant was particularly relevant in light of a higher-
than-average turnover rate in the police and fire departments over the last two
years.
- In general, the city has not kept pace with increases received by employees in
other jurisdictions, and according to the Consultant, our pay ranges are now
below average as compared to surrounding cities, counties, and other
employers.
May 15, 2000
City Commission Workshop to
Consider New Pay Plan Information
- The consultant has completed and submitted a two-part comprehensive study
which recommends several adjustments to pay grades and ranges, as well as
other measures to address the internal equity issue.
- The Commission is asked to consider three salary enhancement factors as
noted below:
THREE FACTORS
Dollars
% of Payroll
Range Adjustment
Internal Equity Adjustments
Merit Increases
110,000
130,000
250,000
1.8
2.1
4.0
Five alternatives are provided below in order of cost:
ALTERNATIVES
1. Merit Increases Only 250,000 4.0
2. Range Adjustments Only 110,000 1.8
3. Merit Increases 250,000 4.0
Range Adjustments 110,000 il
360,000 5.8
4. Merit Increases 250,000 4.0
Internal Equity Adjustments 130,000 b1
380,000 6.1
5. Merit Increases 250,000 4.0
Range Adjustments 110,000 1.8
Internal Equity Adjustments 130.000 b1
590,000 7.9
FUNDING:
To be determined.
May 15, 2000
City Commission Workshop to
Consider New Pay Plan Information
STAFF RECOMMENDATION:
To provide guidance in the budgeting process so that any changes can be
made effective October 1,2000.
ATTACHMENTS:
Compensation Study, Cody and Associates, Inc.
Internal Equity Analysis, Cody and Associates, Inc.
Requested Salary Cost Comparison Between FY 1994/1995 and
FY 1999/2000.
COMMISSION ACTION:
n
CONWENSATIONSTUDY
City of Winter Springs
Coay & .fJLssociates} Inc.
MANAGEMENT CONSULTANTS
305 Jack Drive; Cocoa Beach/ Florida 32931
(321) 783-3720; FAX (321) 783-4353
Cody & d/j,j,OCiatEj,,[/nC.
MANAGEMENT CONSULTANTS
305 Jack Drive
Cocoa Beach, FL 32931
(407) 783-3720
March 15, 2000
Mr. Ronald McLemore
City Manager
City of Winter Springs
1126 East State Road 434
Winter Springs, Florida 32708
Dear Mr. McLemore:
We have completed our assignment and are submitting the Final report of our
Compensation Study for all positions in the service of the City.
This report has been prepared as an accounting of our assignment and to record our
approach. The recommendations and comments in the report reflect our objective appraisal
based on analysis and discussion to the extent possible within the scope of the assignment.
Our objective was to develop a Classification and Pay Plan that is equitable to both the
employees and to the taxpayers of the City.
We appreciate this opportunity to be of service to you and express our thanks for the
cooperation and courtesy which was extended to us by all of your employees during the
Study.
Respectfully submitted,
4f f~.."C
N. E. Pellegrino
Senior Partner
....
COMPENSATION STUDY
City of Winter Springs
Table of Contents
Section
Page
LETTER OF TRANSMITTAL
INTRODUCTION .........................................
I STUDY ASSIGNMENT AND OBJECTIVES ....................... 2
II SALARY PHASE .......................................... 4
A. SALARY SURVEY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1 . Selection of Survey Classes . . . . . . . . . . . . . . . . . . . . . . . . . . 4
2. Identification of Labor Market. . . . . . . . . . . . . . . . . . . . . . . . 4
3. Management, Administrative, Professional Positions ........ 5
4. Secondary Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
5. Survey Method .................................. 6
B. DEVELOPMENT OF THE SALARY SCHEDULES ................ 7
C. GENERAL SALARY FINDINGS AND COMMENTS .............. 7
D. OTHER SALARY SURVEY CONSIDERATIONS ................. 7
E. RECOMMENDATIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
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Coay & Jilssociates, Inc. I
Section Page
III COMPENSATION PLAN. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
A. PURPOSE .......................................... 9
B. COMPENSATION PlAN DESIGN . . . . . . . . . . . . . . . . . . . . . . . . . . 9
C. APPOINTMENT AND STARTING RATE GUIDELINES. . . . . . . . . . . . 10
D. SAlARY RANGES AND PROGRESSION ..................... 11
E. PERFORMANCE (PRODUCTIVITY) INCREASES . . . . . . . . . . . . . . . . 1 1
F. PROBATIONARY PERIOD ............................... 12
G. PROMOTIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
H. DEMOTIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
I. TRANSFERS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
J. PAY GRADE ADJUSTMENT .............................. 14
K. REClASSIFICA TION/ORGANIZA TIONAL CHANGES ........... 14
L. TRAINEE CATEGORY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
M. SPECIAL ASSIGNMENT CATEGORY ....................... 15
N. "COSTOF L1VING"ANDTHE PAY PlAN .................... 16
O. POST-MAXIMUM INCENTIVE. . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
ENCLOSURE 1 - RECOMMENDED ClASSIFICATION AND PAY PlAN (By Department)
ENCLOSURE 2 - RECOMMENDED ClASSIFICATION AND PAY PlAN (Internal Relationship)
ENCLOSURE 3 - SAlARY SCHEDULE
.n............ _._.... _._.................................................................................. _. .................................................................... .... _.............................
Coay & Jtssociates, Inc. II
INTRODUCTION
This Report, on the Study of the Salaries for the City of Winter Springs, contains details of all
elements of the Study. In preparing this report, Cody 8[ Associ3te~ Inc has used its best
efforts and has taken reasonable care. To an extent, the Report relies on information and data
received from third parties in which Cody 8[ Associ3te~ Inc has assumed the accuracy and
completeness thereof.
Cody 8[ Associ3te~ Inc Cannot guarantee that any particular result will follow from any action
taken on the Basis of this Report. The information and opinions expressed in this Report have
significance only within the context of the entire Report. No parts of this report should be
used or relied upon outside of that context.
This Study is not an end in itself, but a vital element in a sound management program for the
City. A good overall management system requires continuous work and polishing, once the
plan is implemented.
Adjustments will continually have to be made to reflect changes in the labor market place in
order to maintain a current and equitable classification system and pay plan.
Coay & .filssociates, Inc.
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I
STUDY ASSIGNMENT AND OBJECTIVES
The City Commission of Winter Springs, Florida, retained the services of Cody 8lAssociate~
Ine. to conduct a Pay Study for all positions under their jurisdiction.
In our approach to updating the Pay Plan, we were concerned with the following basic
obiectives:
A. Formulating a Pay Plan that will assist in reducinR turnover costs and promote careers
with the City.
B. Designing a Pay Plan that will attract qualified personnel to render the services that the
City provides.
C. Establishing objective, standardized, methods establishing salary ranges, and determining
individual salary levels.
D. Establishing equitable relationships of one job to another within the work force (equal
pay for equal work).
E. To insure fair and equal compensation opportunities for equal contributions to the
effective operations of the City.
Coay & J21.ssociates, Inc.
.2.
F. Designing current Salary Ran$!es which are competitive with reasonably similar positions
in the labor market where the City recruits for employees and which are consistent with
the economic conditions in Seminole County and surrounding counties.
G. Establishing or maintaining normal lines of promotion to and from the various classes
of positions in the Personnel System.
H. Assuring that department heads, supervisors and other employees have an opportunity
to participate in the Survey.
To achieve these objectives, we divided the assignment into two (2) major segments:
A. Wage Survey.
B. Report Preparation and Presentation.
Coay & JIssociates, Inc.
.3.
II
SALARY PHASE
The Salary Study included the following:
A. SALARYSURVEY
The objective of this survey was to determine what must be provided in terms of salaries
in order to obtain or retain personneli in other words, to be competitive with other
employers recruiting from the same labor market. The steps included:
1 . SELECTION OF SURVEY CLASSES (Bench Marks)
We tried to utilized as many as possible of the present classes in the salary
survey in order to get the best possible data. These benchmark jobs represented
all of the occupations and levels in the City's organization and those occupations
which could be compared with other employers.
2. IDENTIFICATION OF LABOR MARKET
The relevant labor markets to be surveyed were identified. One market was the
local operating area of Seminole and adjoining counties for the positions which
are recruited from this geographical location.
Coay & .9tssociates, Inc.
.4.
We included both public and some private agencies in the survey from the
following areas: Seminole County; Seminole County Sheriff's Department; City
of Longwood; City of Maitland; City of Lake Mary; City of Winter Park; City of
Casselberry; City of Apopka; City of Altamonte Springs; City of Sanford; City
of Ocoee; City of Ovieda; Seminole Community College; State of Florida (Local
Offices); Survey of Area (Seminole County) Businesses; Florida Labor
Departments Occupational Wage and Benefit Survey.
3. MANAGEMENT, ADMINISTRATIVE and PROFESSIONAL POSITIONS
For management, administrative, an some professional positions where the City
must remain competitive on a State-wide basis, our staff studied salary data from
other comparable g-overnmental ag-encies in the Reg-ion and State.
Another source used was the Florida League of Cities Cooperative Salary Survey
and Florida Government Consortium Study 2000.
This information was used as guide, along with local data in arriving at our
recommendations to determine general pay levels.
We realize that there are significant differences in Cost of Living in other areas
of the State in comparison to Seminole County, so, when using data outside of
Seminole County, we made appropriate adjustments to this data to reflect the
Cost of Living differences. The formula used was: Cost of Living Index
difference (between reporting cities and Winter Springs) X Reported SalaJy
Range = Adjusted SalaJy Range. The Cost of Living data source used was the
most recent "F1orida Price Level Index 1999". These Cost of Living adjustments
afford greater validity to the survey data.
Coay & .9I.ssociates, Inc.
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4. SECONDARY INFORMATION
Secondary salary data included regional surveys recently completed by our
company and information from our data base. This information was used as a
lwide in developing the salary schedule recommendations.
5. SURVEY METHOD
In compiling this data, we not only obtained their minimum and maximum
salaries but the number of positions in each classification. This separates the
larger agencies from the smaller ones and equitably indicates what the market is.
(Example: City "A" might have seventy (70) Police Officers in a range of
$21,000 - $36,000j City "B" may have only ten (10) Police Officers, with a
range of $26,000 - $38,000. In averaging these two agencies, we would use
this formula: (70 x 21,000) + (lOx 26,000) -;- 80 = Average minimum
salary of these two agencies.
Another step we use in our calculations, in order to provide the most accurate
data possible, is to apply the standard deviation principle. The standard
deviation is the most commonly used indicator of variability of a distribution of
data. The usual and most accepted interpretation is in terms of the percentage
of cases included within one standard deviation below the mean to one standard
deviation above the mean. This range on the scale includes about two-thirds
e/3) of the cases in the distribution. Data was entered into our data base and
then edited to ensure that the data was reasonable and representative and had
been accurately reported and recorded. Responses were eliminated when they
appeared atypical or exhibited extreme values in wages.
Coiy & .9tssociatesJ Inc.
.6-
B. DEVELOPMENT OF THE SALARY SCHEDULES
The objective of this aspect of the Study was to compile the results of the salary sUlV'ey
and to design appropriate salary schedules and plans for all the positions covered.
C GENERAL SALARY FINDINGS AND COMMENTS
We found most of the minimum and maximum rates were below the results in the
sUlV'ey findings. Therefore, ranges were adjusted to reflect the sUlV'ey results. A
complete list of the recommendations can be found in Enclosure 1 and 2.
D. OTHER SALARYSURVEYCONSIDERATIONS
The salaries in Seminole County and the surrounding counties have had a moderate
increase over the past few years. Seminole County is ranked as the ninth (9th out of
67 counties) cost of living area in the State, according to the recent Florida Price Level
Index Study. This means that Seminole County is equal to the State-wide average cost
of living. This was considered in the overall analysis of the State-wide salary data
collected for certain jobs and drawing appropriate comparisons.
The salary increase considerations for the next fiscal year throughout the region and
State of other governmental agencies range from approximately four to five percent
(4%-5%) on an average.
Coay & jIssociates, Inc.
-7.
E. RECOMMENDATIONS
1 . Adopt the recommended salary ranges and schedules as submitted in this report,
when it is economically feasible to do so (Enclosures 1 and 2).
2. To adjust employees who are below the minimum of their recommended pay
grade would be approximately One Hundred Ten Thousand Dollars ($110,000).
3. Cody 8{ Associdte~ loe. will assist the City further in the implementation
process, as requested.
c~4' .&;JiL;;~~i;;t~; ;.j~~:".""'''''.'''''''''''''.'''''.' h...... ................. :8.:....................... m.............................................................................
III
COMPENSATION PLAN
A. PURPOSE
The Compensation Plan is intended to provide all employees with an equitable and
competitive pay, relative to pay received by other employees performing similar work
in other areas of the City's organization and also relative to rates received by other
employees in the labor market from which the City employees are recruited.
The Compensation Plan includes the basic Salary Schedule and the schedule of salary
ranges for all classes of positions included in the Classification Plan.
B. COMPENSATION PLAN DESIGN
We are recommending the City continue the present Minimum to Maximum pay plan
structure.
This is the most flexible systems in use today, especially in the public sector. Some of
the advantages in this type of structure are:
1 . The employer is not limited to the rigid intervals between steps when considering
salary increases as is the case when a step pay plan is used.
2. The employee can usually be compensated by whatever percentage increase,
based upon job performance, the employer desires.
..................................__..-..............-.............................................-.--.......................................................................-.............................
Coay & 5il.ssociates, Inc. .g.
3. The Minimum-Maximum Plan provides more flexibility when ability to fund is a
problem.
4. The Minimum-Maximum Plan is easier to administer.
The present pay schedules have a minimum to maximum pay spread of approximately
forty-five percent (45%). We found that this spread was comparable in the market area
surveyed.
This would continued to position the City favorably in relationship to the market place
and in internal equity conditions.
C APPOINTMENT AND STARTING RATE GUIDELINES
1 . The minimum rate for a position is the appointment (in-hiring) rate for a new
employee. This rate reflects the "market place" value of the position based upon
the minimum qualifications needed to perform the work. We are recommending
the City adopt the minimums proposed as a result of our Study and that these
minimums be used as the appointment rates. However! more latitude and some
flexibility must be exercised when determining actual in-hiring rates for
applicants in hard to fill positions since experience and availability are key
factors.
2. Generally! appointments below or above the minimum salary may be authorized
in the following situations:
a. If the applicants training! experience or other qualifications are above
those required for the position appointments may be approved at a rate
of up to the mid-point of the range established for the position.
... on......................................................................... _............... ................................ ...... 0_................ n........._....... _.. On... on......... h...... _...... n _"
Coay & J1Lssociates, Inc. .1 Q.
b. Appointments below the minimum salary can be handled as described in
Section L.
J}. SALARY RANGES ANJ} PROGRESSION
1 . The Pay Plan consists of a Salary Schedule containing salary ranges, the
compensation attached to the ranges, and a schedule listing the assignments of
each class in the Classification Plan to a range in the Salary Schedule.
2. Employees can receive a salary increase by one or more of the following way:
performance salary advancement; across-the-board increase; cost of living;
adiustments; promotion; reclassification; or pay range adiustment.
3. Salary ranges are used to develop incentives among employees to improve their
work performance and quality. In the present climate of fiscal concerns it is
essential to have some type of salary program geared to improving overall
productivity and efficiency of work. The City presently has a program in effect.
E. PERFORMANCE {PROOUCTIVITYj INCREASES
1 . An increase within the same pay range should not be automatic, but should be
based upon a Performance Evaluation System or other system which measures
an individual's effort and effectiveness. At the present time the City's increases
are based upon this concept and we recommend this be continued.
2. At the present time an employee is eligible for a salary advancement annually on
an anniversary year basis and as warranted by performance. This is a sound
program and should be continued.
Cocfy & fllssociates, Inc.
.11.
3. Salary advancement to the mid-point of the salary range is considered as the
developmental phase of the salary progression. Increase to this point are usually
more rapid then after the mid-point is reached.
The developmental phase includes the probationary period and signifies the time
an individual should become totally effective and productive according to the
established City standards and/or desires.
The area beyond the mid-point of the salary range is referred to as the incentive
phase. Movement in this phase of the range should be reserved for performance
over and above that considered as an average, acceptable job.
F. PROBATlONARYPERIOD
The probationary period is used as an integral part of the examination process, to
closely observe the employee's work, to secure the most effective adjustment of the new
employee to the position, and to reject any employee whose performance or conduct
is unsatisfactory. The average probationary period for general employees is six (6)
months. For certified Police and Fire positions the probationary period is usually one
(1) year. A wage increase is recommended at the conclusion of the probationary
period.
G. PROMOTIONS
A promotion occurs when an employee is moved from a position in one class to
another position in a different class which has a higher maximum salary.
Caay & J1l.ssaciatesJ Inc.
.12.
The promoted employee should receive a salary increase to at least the minimum rate
of the new pay range. An amount higher than minimum can be considered by the City
Manager or his designee if the individuals experience, skills or qualifications merit a
higher then minimum rate adjustment.
In some situations, an employee who is promoted from a position which receives paid
overtime to an exempt position which receives no paid overtime could experience an
actual pay loss in his/her annual salary earnings. In cases such as this the City should
consider a higher promotional pay adjustment to compensate for this inequity.
The first six (6) months of the promotion will be used by the supervisor to evaluate the
performance of the employee and to assure that the employee can satisfactorily perform
the duties of the new position. At the end of this period, the employee's supervisor will
certify that the employee is satisfactorily performing his/her duties and the promotional
increase discussed above may be instituted.
H. DEMOTIONS
If an employee is demoted for cause, the demotion will be to a lesser job classification
which may include a reduction in pay.
Employees receiving demotions at their own request or due to inability to perform the
work may be adjusted to a lower job classification. When a demotion of this nature
occurs, there should be a reduction made in the employee's pay. Some circumstances
may dictate, however, that the employee remain at the same pay level attained prior to
the demotion. This will be at the discretion of the City Manager or his designee, but
in no case should this exceed the maximum rate of the lower pay range.
Caay & J1l.ssaciatesJ Inc.
-13-
l TRANSFERS
Employees transferred to a position in the same classification or to a different position
with the same pay grade should not be eligible for an increase.
Employees transferred to another position in a lower classification or grade shall be
handled in accordance with the rule established for Demotions.
.J. PA Y GRADE ADJUSTMENT
1 . Where the pay range of an existing classification is raised, it is important to
maintain established pay relationships and pay spreads within a work unit and
not unduly compress pay between new and longer service employees.
2. In instances where the total pay plan is being revised, adjustments and
implementation should be determined at that time, which will consider cost
impact and other factors.
K. RECLASSIFICA TION/ORGANIZA TIONAL CHANGES
When a position is reclassified to a higher class, adjustments to salary should be
handled in the same manner as Promotion.
When a reclassification results in assignment to a lower class, adjustment should be
made in accordance with the rules for Demotion.
.............................................................-_...............................................-............................................................................--......................
Caay & J1l.ssaciatesJ Inc. .14.
L. TRAINEE CATEGORY
If an applicant for a position does not meet the minimum qualifications, but is otherwise
qualified for the position, the department head may request the appointment as a
"TRAINEE". In such cases, the employee could be hired at a rate of ten to fifteen
percent (10%-15%) below the minimum salary, until the minimum qualifications have
been satisfied.
The individual's probationary period should not begin until he/she has completed the
trainee period.
This category is used to train people on-the-job who have the potential to do the work,
but lack some of the skills or experience needed. The normal time a person remains in
a trainee category would be a minimum of six (6) months and a maximum of twenty-four
(24) months. This time period would depend upon the skills or experience needed in
individual cases and when certification requirements are completed.
H. SPECIAL ASSIGNMENT CA TEGORY(SACj
This category can be used when an individual in a position is given an assignment(s)
which encompasses duties and responsibilities of a different, advanced, and/or
supervisory nature. These assignments are usually for a speCified limited period of
time. This type assignment is of a temporary nature and can be rescinded unilaterally
by the City and does not constitute a promotion. A pay supplement may be given for
the period of time of the assignment. All assignments must be approved by the City
Manager or his designee.
Caay & J1l.ssaciatesJ Inc.
-15-
N. ''COST OF LIVING" AND THE PA Y PLAN
We are not discounting the impact that "Cost of Living" has on the purchasing power of
the employees' dollar. However, there is a general misconception about the "Cost of
Living" and its relationship to setting salaries.
The Consumer Price Index or other market basket indicators do not affect the "going
rate" for a particular occupation in the labor market. The competitive rate of a position
is determined by supply and demand and what other comparable agencies are paying in
the market place.
There is always the dilemma whether the City should adjust their salary schedule based
on the change in "Cost of Living." Some agencies follow this practice but we dre not
recommending the City ddjuSt their sdldry schedules every time a "cost of living"
adjustment is given. We do not feel this is appropriate or necessary. To maintain the
City's competitive edge in the salary market area, the City should survey their
appropriate competitive market areas each year to see if their current salary ranges
remain competitive and make any needed adjustment based upon the survey results.
O. POST-MAXIMUM INCENTIVE
The maximums of the recommended pay ranges are the point where an employee's pay
progression usually stops. This marks the place where the "worth" of the position,
according to the market place and comparable jobs, have reached its' limit. However,
many agencies feel some type of pay incentives past this maximum point are necessary
to continue the productivity of the individual at an acceptable level. We feel there is
some merit to this practice and have seen most agencies in the survey sampled, utilizing
some form of an incentive.
Caay & J1l.ssaciatesJ Inc.
-16.
We are recommending a valid merit incentive program for your consideration and
implementation.
1 . When the individual has reached the maximum of the pay range, they will be
eligible for a merit type increase annually. This increase will be given in a lump
sum payment and would not be added to the individual's base pay. The amount
of the increase will be determined by the City. Some cities using this concept
allot the same level of increase all other employees would receive, while other
cities give lesser amounts. There is no real trend that has been established. This
bonus type arrangement has the effect of not compounding salary or fringe
benefit costs and limits the overall short and long term impact on the City. It
also helps in the retention of productive long term employees.
We are also recommending that individuals who receive approved incentives be allowed
to exceed the maximums of their range by the amount of the incentive[s) when they
reach the top-out point.
Caay & J1l.ssaciatesJ Inc.
.17-
IV
IMPLEMENTATION
To implement the proposed Classification and Pay Plan, we recommend the following:
1 . Adopt the Class Titles, Class Descriptions, and Salary Schedule as recommended
in this report.
2. Adjust employees into their recommended pay range according to the number
of years "in grade". No one, no matter how many years in grade, should be
advanced further than the mid-point of their appropriate salary range.
3. Any employee presently being paid above the maximum for their pay range,
should be "frozen" at their present pay rate.
This approach would establish both external [market) equity and internal equity within the City.
.........nn.....................................__.................................__.....................................................................................__._..............................._...
Caay & J1l.ssaciatesJ Inc. .18-
RECOMMENDED
ClASSIFICATION AND PAY PIAN
(By Department)
ENCLOSURE 1
RECOMMENDED SALARY PLAN
(By Department)
C LASS I FICA TION PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PAY GRADE MINIMUM MAXIMUM
CITY MANAGER
City Manager ungraded ungraded
Secretary to the City Manager 21 23,346 33,852 23 25,739 37,322
Computer Technician new 23 25,739 37,322
Data Processing Manager 28 32,850 47,633 31 38,028 55,141
Assistant to the City Manager 29 34,493 50,015 30 36,218 52,516
CITY CLERK
City Clerk 29 34,493 50,015 31 38,028 55,141
Deputy City Clerk 22 24,513 35,544 23 25,739 37,322
GENERAL SERVICES
General Services Director 33 41,926 60,793 36 48,535 70,376
Purchasing Specialist 18 20,167 29,243 19 21,176 30,705
Employee Relations Coordinator 29 34,493 50,015 29 34,493 50,015
ClASS I fiCA TION PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PAY GRADE MINIMUM MAXIMUM
FINANCE
Finance Director 35 46,224 67,025 38 53,510 77,590
Accounting Manager 31 38,028 55,141 32 39,930 57,899
Accountant 23 25,739 37,322 25 28,377 41,147
Senior Accounting Clerk 21 23,346 33,852 21 23,346 33,852
Service Technician 18 20,167 29,243 19 21,176 30,705
Accounts Payable Clerk 16 18,292 26,523 18 20,167 29,243
Meter Reader 14 16,592 24,058 15 17,421 25,260
Customer Service Representative 14 16,592 24,058 16 18,292 26,523
Meter Service Manager 29 34,493 50,015 29 34,493 50,015
Revenue Officer 26 29,796 43,204 27 31,286 45,365
COMMUNITY DEVELOPMENT
Community Development Director 35 46,224 67,025 38 53,510 77,590
Comprehensive Planning Coordinator 30 36,218 52,516 32 39,930 57,899
land Development Coordinator 26 29,796 43,204 28 32,850 47,633
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
2
CLASSifiCATION PRESENT PROPOSED
PA V GRADE MINIMUM MAXIMUM PA V GRADE MINIMUM MAXIMUM
COMMUNITY DEVELOPMENT
(Code Enforcement)
Environmental Inspector 21 23,346 33,852 24 27,026 39,188
Code Enforcement Specialist 21 23,346 33,852 24 27,026 39,188
Code Enforcement Manager 26 29,796 43,204 28 32,850 47,633
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
COMMUNITY DEVELOPMENT
(Engineering)
City Engineer 33 41,926 60,793 37 50,961 73,894
Engineer 27 31,286 45,365 30 36,218 52,516
Construction Inspector 21 23,346 33,852 23 25,739 37,322
COMMUNITY DEVELOPMENT
(Building)
Building Official 31 38,028 55,141 33 41,926 60,793
Senior Building Inspector*** 26 29,796 43,204 28 32,850 47,633
Residential/Commercial Building Inspector* * * 24 27,026 39,188 26 29,796 43,204
Residential Building Inspector* * * 22 24,513 35,544 24 27,026 39,188
Permit Specialist 17 19,207 27,850 18 20,167 29,243
* * * $1,500 Added to the base for additional licenses
3
CLASS I FICA TION PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PA V GRADE MINIMUM MAXIMUM
PUBLIC WORKS
Public Works Superintendent 29 34,493 50,015 31 38,028 55,141
Mechanic II 25 28,377 41,147 25 28,377 41,147
T earn leader 22 24,513 35,544 23 25,739 37,322
Facilities Maintenance Technician 21 23,346 33,852 22 24,513 35,544
Mechanic I 19 21,176 30,705 21 23,346 33,852
Heavy Equipment Operator 17 19,207 27,850 19 21,176 30,705
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
Sign Maintenance Technician 16 18,292 26,523 18 20,167 29,243
Light Equipment Operator 15 17,421 25,260 17 19,207 27,850
Maintenance Worker 14 16,592 24,058 16 18,292 26,523
Custodian 12 15,049 21,821 14 16,592 24,058
Capital Projects Coordinator new 30 36,218 52,516
STORMWATER
T earn leader 22 24,513 35,544 23 25,739 37,322
Light Equipment Operator 15 17,421 25,260 17 19,207 27,850
Maintenance Worker 14 16,592 24,058 16 18,292 26,523
Stormwater Utility Manager 31 38,028 55,141 32 39,930 57,899
4
CLASS I FICA TION PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PAY GRADE MINIMUM MAXIMUM
PARKS and RECREATION
Director of Parks and Recreation 33 41,926 60,793 36 48,535 70,376
Senior Center Manager 25 28,377 41,147 25 28,377 41,147
Superintendent of Parks and Grounds 25 28,377 41,147 26 29,796 43,204
Sports Coordinator 20 22,234 32,239 22 24,513 35,544
Recreation Activities Program Supervisor 20 22,234 32,239 22 24,513 35,544
Mechanic I 19 21,176 30,705 21 23,346 33,852
Administrative Secretary 18 20,167 29,243 19 21,176 30,239
Crew Chief 16 18,292 26,523 18 20,167 29,243
Recreation Assistant 15 17,421 25,260 16 18,292 26,523
Concession Manager 15 17,421 25,260 16 18,292 26,523
lead Maintenance Worker 15 17,421 25,260 17 19,207 27,850
Maintenance Worker 14 16,592 24,058 16 18,292 26,523
5
CLASS I FICA TION PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PAY GRADE MINIMUM MAXIMUM
UTILITIES
Utility/Public Works Director 36 48,535 70,376 39 56,185 81,468
Assistant Utility Director 29 34,493 50,015 30 36,218 52,516
T earn leader 22 24,513 35,544 23 25,739 37,322
Inspector/Backflow Coordinator 22 24,513 35,544 23 25,739 37,322
lead Wastewater Plant Operator 23 25,739 37,322 24 27,026 39,188
lead Water Plant Operator 23 25,739 37,322 24 27,026 39,188
Wastewater Operator/laboratory Coordinator 23 25,739 37,322 24 27,026 39,188
Water Plant Operator** 19 21,176 30,705 20 22,234 32,239
Waste Water Plant Operator** 19 21,176 30,705 20 22,234 32,239
Maintenance Mechanic II 21 23,346 33,852 22 24,513 35,544
Maintenance Mechanic I 19 21,176 30,705 20 22,234 32,239
Sewer System Evaluation Technician 19 21,176 30,705 20 22,234 32,239
Reuse Technician/Maintenance Mechanic II 21 23,346 33,852 22 24,513 35,544
Office Supervisor 19 21,176 30,705 20 22,234 32,239
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
Maintenance Worker 14 16,592 24,058 16 18,292 26,523
* * 5% increase for uB" and U A" Certifications
6
CLASSIFICATION PRESENT PROPOSED
PA V GRADE MINIMUM MAXIMUM PA V GRADE MINIMUM MAXIMUM
POLICE
Police Chief 36 48,535 70,376 39 56,185 81,468
Police Captain 32 39,930 57,899 34 44,022 63,832
Police Lieutenant 28 32,850 47,633 30 36,218 52,516
Police Oetective 23 25,739 37,322 26 29,796 43,204
Internal Affairs Investigator 23 25,739 37,322 26 29,796 43,204
Special Investigations Oetective 23 25,739 37,322 26 29,796 43,204
Technical Services Specialist 23 25,739 37,322 26 29,796 43,204
Community Relations Officer 23 25,739 37,322 26 29,796 43,204
Property/Evidence Technician 23 25,739 37,322 26 29,796 43,204
Police Training Officer 23 25,739 37,322 26 29,796 43,204
School Resource Officer 23 25,739 37,322 26 29,796 43,204
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
Senior Records Clerk 18 20,167 29,243 19 21,176 30,705
Computer Systems Manager 19 21,176 30,705 21 23,346 33,852
Communications Operator II 18 20,167 29,243 20 22,234 32,239
Communications Operator I 16 18,292 26,523 18 20,167 29,243
Records Clerk 16 18,292 26,523 18 20,167 29,243
Receptionist 14 16,592 24,058 15 17,421 25,260
7
CLASSIFICATION PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PAY GRADE MINIMUM MAXIMUM
POLICE (Continued)
Head Custodian 13 15,802 22,913 15 17,421 25,260
Data Entry Clerk 13 15,802 22,913 14 16,592 24,058
Police Officer III - Corporal 23 25,739 37,322 26 29,796 43,204
Police Officer II - lance Corporal 22 24,513 35,544 25 28,377 41,147
Police Officer I - Private First Class 21 23,346 33,852 23 25,739 37,322
FIRE
-
Fire Chief 35 46,224 67,025 38 53,510 77,590
Deputy Fire Chief 31 38,028 55,141 33 41,926 60,793
Battalion Chief 28 32,850 47,633 30 36,218 52,516
EMS Division Chief 28 32,850 47,633 30 36,218 52,516
Fire Marshal 28 32,850 47,633 30 36,218 52,516
Fire Training Division Chief 28 32,850 47,633 30 36,218 52,516
Fire lieutenant* 26 29,796 43,204 28 32,850 47,633
Firefighterl Apparatus Operator* 23 25,739 37,322 25 28,377 41,147
Firefighter 21 23,346 33,852 23 25,739 37,322
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
* $3,900 Added for Paramedic Certification
8
RECOMMENDED
CLASSIFICATION AND PAY PLAN
(Internal Relationship)
ENCLOSURE 2
RECOMMENDED SALARY PLAN
(Internal Relationship)
CLASSIFICATION PRESENT PROPOSED
PA V GRADE MINIMUM MAXIMUM PA V GRADE MINIMUM MAXIMUM
Custodian 12 15,049 21,821 14 16,592 24,058
Data Entry Clerk 13 15,802 22,913 14 16,592 24,058
Head Custodian 13 15,802 22,913 15 17,421 25,260
Meter Reader 14 16,592 24,058 15 17,421 25,260
Receptionist 14 16,592 24,058 15 17,421 25,260
Concession Manager 15 17,421 25,260 16 18,292 26,523
Customer Service Representative 14 16,592 24,058 16 18,292 26,523
Maintenance Worker 14 16,592 24,058 16 18,292 26,523
Maintenance Worker 14 16,592 24,058 16 18,292 26,523
Maintenance Worker 14 16,592 24,058 16 18,292 26,523
Maintenance Worker 14 16,592 24,058 16 18,292 26,523
Recreation Assistant 15 17,421 25,260 16 18,292 26,523
Lead Maintenance Worker 15 17,421 25,260 17 19,207 27,850
Light Equipment Operator 15 17,421 25,260 17 19,207 27,850
Light Equipment Operator 15 17,421 25,260 17 19,207 27,850
Accounts Payable Clerk 16 18,292 26,523 18 20,167 29,243
Communications Operator I 16 18,292 26,523 18 20,167 29,243
CLASS I FICA TlON PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PAY GRADE MINIMUM MAXIMUM
Crew Chief 16 18,292 26,523 18 20,167 29,243
Permit Specialist 17 19,207 27,850 18 20,167 29,243
Records Clerk 16 18,292 26,523 18 20,167 29,243
Sign Maintenance Technician 16 18,292 26,523 18 20,167 29,243
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
Administrative Secretary 18 20,167 29,243 19 21,176 30,239
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
Administrative Secretary 18 20,167 29,243 19 21,176 30,705
Heavy Equipment Operator 17 19,207 27,850 19 21,176 30,705
Purchasing Specialist 18 20,167 29,243 19 21,176 30,705
Senior Records Clerk 18 20,167 29,243 19 21,176 30,705
Service Technician 18 20,167 29,243 19 21,176 30,705
Communications Operator II 18 20,167 29,243 20 22,234 32,239
Maintenance Mechanic I 19 21,176 30,705 20 22,234 32,239
Office Supervisor 19 21,176 30,705 20 22,234 32,239
Sewer System Evaluation Technician 19 21,176 30,705 20 22,234 32,239
Waste Water Plant Operator 19 21,176 30,705 20 22,234 32,239
2
CLASS I FICA TION PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PAY GRADE MINIMUM MAXIMUM
Water Plant Operator 19 21,176 30,705 20 22,234 32,239
Computer Systems Manager 19 21,176 30,705 21 23,346 33,852
Mechanic I 19 21,176 30,705 21 23,346 33,852
Mechanic I 19 21,176 30,705 21 23,346 33,852
Senior Accounting Clerk 21 23,346 33,852 21 23,346 33,852
Facilities Maintenance Technician 21 23,346 33,852 22 24,513 35,544
Maintenance Mechanic II 21 23,346 33,852 22 24,513 35,544
Recreation Activities Program Supervisor 20 22,234 32,239 22 24,513 35,544
Reuse T echnician/Maintenance Mechanic II 21 23,346 33,852 22 24,513 35,544
Sports Coordinator 20 22,234 32,239 22 24,513 35,544
Computer Technician new 23 25,739 37,322
Construction Inspector 21 23,346 33,852 23 25,739 37,322
Deputy City Clerk 22 24,513 35,544 23 25,739 37,322
Firefighter 21 23,346 33,852 23 25,739 37,322
Inspector/Backflow Coordinator 22 24,513 35,544 23 25,739 37,322
Police Officer I - Private First Class 21 23,346 33,852 23 25,739 37,322
Secretary to the City Manager 21 23,346 33,852 23 25,739 37,322
T earn leader 22 24,513 35,544 23 25,739 37,322
T earn leader 22 24,513 35,544 23 25,739 37,322
T earn leader 22 24,513 35,544 23 25,739 37,322
Code Enforcement Specialist 21 23,346 33,852 24 27,026 39,188
3
ClASS I FICA TION PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PAY GRADE MINIMUM MAXIMUM
Environmental Inspector 21 23,346 33,852 24 27,026 39,188
Lead Wastewater Plant Operator 23 25,739 37,322 24 27,026 39,188
Lead Water Plant Operator 23 25,739 37,322 24 27,026 39,188
Residential Building Inspector 22 24,513 35,544 24 27,026 39,188
Wastewater Operator/Laboratory Coordinator 23 25,739 37,322 24 27,026 39,188
Accountant 23 25,739 37,322 25 28,377 41,147
Firefighter/ Apparatus Operator 23 25,739 37,322 25 28,377 41,147
Mechanic II 25 28,377 41,147 25 28,377 41,147
Police Officer II . Lance Corporal 22 24,513 35,544 25 28,377 41,147
Senior Center Manager 25 28,377 41,147 25 28,377 41,147
Community Relations Officer 23 25,739 37,322 26 29,796 43,204
Internal Affairs Investigator 23 25,739 37,322 26 29,796 43,204
Police Detective 23 25,739 37,322 26 29,796 43,204
Police Training Officer 23 25,739 37,322 26 29,796 43,204
Police Officer III - Corporal 23 25,739 37,322 26 29,796 43,204
Property/Evidence Technician 23 25,739 37,322 26 29,796 43,204
Residential/Commercial Building Inspector 24 27,026 39,188 26 29,796 43,204
School Resource Officer 23 25,739 37,322 26 29,796 43,204
Special Investigations Detective 23 25,739 37,322 26 29,796 43,204
Superintendent of Parks and Grounds 25 28,377 41,147 26 29,796 43,204
4
CLASS I fiCA TION PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PAY GRADE MINIMUM MAXIMUM
Technical Services Specialist 23 25,739 37,322 26 29,796 43,204
Revenue Officer 26 29,796 43,204 27 31,286 45,365
Code Enforcement Manager 26 29,796 43,204 28 32,850 47,633
Fire Lieutenant 26 29,796 43,204 28 32,850 47,633
land Development Coordinator 26 29,796 43,204 28 32,850 47,633
Senior Building Inspector 26 29,796 43,204 28 32,850 47,633
Employee Relations Coordinator 29 34,493 50,015 29 34,493 50,015
Meter Service Manager 29 34,493 50,015 29 34,493 50,015
Assistant to the City Manager 29 34,493 50,015 30 36,218 52,516
Assistant Utility Director 29 34,493 50,015 30 36,218 52,516
Battalion Chief 28 32,850 47,633 30 36,218 52,516
Capital Projects Coordinator new 30 36,218 52,516
EMS Division Chief 28 32,850 47,633 30 36,218 52,516
Engineer 27 31,286 45,365 30 36,218 52,516
Fire Marshal 28 32,850 47,633 30 36,218 52,516
Fire Training Division Chief 28 32,850 47,633 30 36,218 52,516
Police lieutenant 28 32,850 47,633 30 36,218 52,516
City Clerk 29 34,493 50,015 31 38,028 55,141
Data Processing Manager 28 32,850 47,633 31 38,028 55,141
Public Works Superintendent 29 34,493 50,015 31 38,028 55,141
5
CLASS I FICA liON PRESENT PROPOSED
PAY GRADE MINIMUM MAXIMUM PAY GRADE MINIMUM MAXIMUM
Accounting Manager 31 38,028 55,141 32 39,930 57,899
Comprehensive Planning Coordinator 30 36,218 52,516 32 39,930 57,899
Storm Water Utility Manager 31 38,028 55,141 32 39,930 57,899
Building Official 31 38,028 55,141 33 41,926 60,793
Deputy Fire Chief 31 38,028 55,141 33 41,926 60,793
Police Captain 32 39,930 57,899 34 44,022 63,832
Director of Parks and Recreation 33 41,926 60,793 36 48,535 70,376
General Services Director 33 41,926 60,793 36 48,535 70,376
City Engineer 33 41,926 60,793 37 50,961 73,894
Community Development Director 35 46,224 67,025 38 53,510 77,590
Finance Director 35 46,224 67,025 38 53,510 77,590
Fire Chief 35 46,224 67,025 38 53,510 77,590
Police Chief 36 48,535 70,376 39 56,185 81,468
Utility/Public Works Director 36 48,535 70,376 39 56,185 81,468
Citv Manaaer unQraded unmaded
6
SALARY SCHEDULE
ENCLOSURE 3
RECOMMENDED SALARY SCHEDULE
PAY GRADE MINIMUM MID-POINT MAXIMUM
11 14,333 17,558 20,783
12 15,049 18,435 21,821
13 15,802 19,358 22,913
14 16,592 20,325 24,058
15 17,421 21,341 25,260
16 18,292 22,408 26,523
17 19,207 23,529 27,850
18 20,167 24,705 29,243
19 21,176 25,941 30,705
20 22,234 27,237 32,239
21 23,346 28,599 33,852
22 24,513 30,029 35,544
-
23 25,739 31,531 37,322
24 27,026 33,107 39,188
25 28,377 34,762 41,147
PAY GRADE MINIMUM MID-POINT MAXIMUM
26 29,796 36,500 43,204
27 31,286 38,326 45,365
28 32,850 40,242 47,633
29 34,493 42,254 50,015
30 36,218 44,367 52,516
31 38,028 46,585 55,141
32 39,930 48,915 57,899
33 41,926 51,360 60,793
34 44,022 53,927 63,832
35 46,224 56,625 67,025
36 48,535 59,456 70,376
37 50,961 62,428 73,894
38 53,510 65,550 77,590
39 56,185 68,827 81,468
40 58,995 72,269 85,543
41 61,944 75,882 89,819
42 65,042 79,676 94,310
n
INfERNAL EQUITY ANALYSIS
City of Winter Springs
eorly & J2Lssociates, Inc.
MANAGEMENT CONSULTANTS
305 Jack Drive; Cocoa Beach, Florida 32931
(321) 783-3720; FAX (321) 783-4353
Cody & dl1.1.oc.iatE.1., [/ nc..
MANAGEMENT CONSULTANTS
305 Jack Drive
Cocoa Beach, FL 32931
(407) 783-3720.
March 15, 2000
Mr. Ronald McLemore
City Manager
City of Winter Springs
1126 East State Road 434
Winter Springs, Florida 32708
Dear Mr. McLemore:
We have completed our assignment and are submitting this report of our Internal Equity
Analysis conducted of all positions in the service of the City of Winter Springs.
This report has been prepared as an accounting of our assignment, to record our approach to
the Study and to recommend a plan of implementation. The recommendations and comments
in the report reflect our objective appraisal based on analysis and discussion to the extent
pOSSible within the scope of the assignment.
Our objective was to conduct a Internal Equity Analysis and make recommendations which
reflect the data and economic conditions. .
We appreciate this opportunity to be service to City and express our thanks for the
cooperation and courtesy which was extended to us during the Study.
Respectfully submitted,
4ff~
N. E. Pellegrino
Senior Partner
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INfERNAL EQUITY ANALYSIS
City of Winter Springs
Table of Contents
Section
Page
LETTER OF TRANSMITTAL
A. OBJECTIVE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
B. STUDY METHOD .....................................
c. FINDINGS/RESULTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
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~TERNAL EQUITY ANAL YS:{S
A. OBJECTIVE
1. To establish internal (compensation) equity for all City employees based upon
an individual's years of service within his/her classification.
2. To establish internal equity which will effectively help in retaining personnel and
establishing careers within the City.
3. To improve the "relative fairness" of the City's compensation plan.
B. STUDY METHOD
To establish internal compensation the equity following standard procedures were used:
1 . The City's current pay ranges were divided into twenty (20) increments spaced
two percent (2%) apart from the minimum rate to the maximum rate. These
increments correspond to and represent the ''years of service" an individual has
attained in his/her representative classification range: (example: an employee
with four (4) years of service should be placed at Step Four (4) of his/her
respective pay range). This is known as the individual equity level.
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2. After establishing the individual equity level as described in step one above, a
comparison of the individuals current salary to the individual equity level was
made. The individual was then placed in either the current salary level or
individual equity level, whichever was greater.
C FINDINGS/RESULTS
As a result of this internal equity analysis each employee was properly placed in his/her
range, based upon years in grade. Approximately sixty-five percent [65%) of the
employees received increases which amounted to a total cost of Two Hundred and Forty
Thousand Dollars and [$240,000.00) annually.
Because of past practices and the City's recognized management's fleXibility in hiring and
promoting, some isolated cases remain where an employee with less years of service in
a specific classification has a higher salary level than others (in the same classification)
with more time in grade. These situations will continue to occur since management's
fleXibility in hiring is important in attracting the most qualified applicant available.
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