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HomeMy WebLinkAboutMinutes_Workshop_06/30/2006MINUTES VILLAGE OF TEQUESTA • VILLAGE COUNCIL WORKSHOP JUNE 30, 2006 TEQUESTA, FLORIDA I. CALL TO ORDER AND ROLL CALL The Tequesta Village Council held a Village Council Workshop Meeting at the Public Safety Facility, Emergency Operations Center (EOC), 357 Tequesta Drive, Tequesta, Florida, on Friday, June 30, 2006. The meeting was called to order at 2:28 p.m. A roll call was taken by Village Clerk Gwen Carlisle. Council Members present were: Mayor Jim Humpage, Vice Mayor Tom Paterno, Council Member Geraldine A. Genco, and Council Member Pat Watkins. Also in attendance were: Village Manager Michael R. Couzzo, Jr., Attorney Scott Hawkins, Village Clerk Gwen Carlisle, and Human Resources Manager Merlene Reid. II. PLEDGE OF ALLEGIANCE Mayor Humpage led in the pledge of allegiance to the flag. III. APPROVAL OF AGENDA MOTION: Council Member Watkins moved to approve the agenda, as submitted; seconded by Vice Mayor Paterno; motion passed 4-0. • 1. Discussion of the Compensation and Classification Study for Village employees. Mayor Humpage commented in reviewing the material of the PEPIE study and the Village study, which was done by Mr. Evertson, he has come to a number of conclusions. He felt Council has two goals; The first, he explained was in looking at both studies, the Council would have to ask the question of whether the Village was alright at this point in the study; and if so, then no action needed to be taken. He stated the second goal would be if the Council would need to make changes, what would be needed to take action. He suggested if changes were needed, Council would need to make a decision on how much and decide on how long it would take. Mayor Humpage stated he must make mention about his appreciation for Human Resources Manager, Ms. Reid's insight from a conference she attended. He explained she contributed additional information that was e-mailed to Council Members of the past employees that had been lost, or moved on. Ms. Merlene Reid, Human Resources Manager distributed additional information. Mayor Humpage said he was in the office picking up his mail, and Ms. Reid was looking through past employees and he asked her for the information in its printed form. He asked what SHRM stood for. Ms. Reid responded it was the Society of Human Resource Management. Mayor Humpage asked Mr. Dave Evertson to explain his findings and recommendations. Mr. Dave Evertson of Municipal Solutions, Inc started by reminding Council to keep in mind what is valued in the community, what is valued to the employees, and the operations of the Village. C7 Minutes -Village Council Workshop Meeting June 30, 2006 Page 2 • Mr. Evertson asked Council to ask themselves how many ways could they determine what a job is worth, what a position is worth, how it is relevant to the Council members, and what it means to employees and to the residents m the community. He explained his study was designed to address the question: What does the market pay for a life position? He explained there are a variety of different ways to determine what the market pays for a life position. He explained they used communities of comparable size, of comparable budget, of comparable service types, regional factors, and locations compared to the Village of Tequesta. He stated he wanted to back up a moment in his presentation and give Council something to think about. He explained that in any personnel system, in compensation, in the job descriptions, and in classification, they are all tied together. Mr. Evertson gave an example stating that 2 degrees in one direction was not a lot, but over a period of time, if someone was flying and that person was trying to get to a location, 2 degrees is not a lot, but over 1000 miles it can be a big distance. Mr. Evertson stated the reason he used that example was because if any one of those factors from job descriptions to classifications, the 8 ranges, the current salaries, or the evaluations of employees, if any one of those factors lag, the entire system becomes skewed. Mr. Evertson explained where he started was not only an observation in methodology, but he had to do a detailed review of job descriptions to understand what these positions require. Knowledge, skills, abilities, education, training were looked at, and not what the person in the specific position had, but what was required if the Village had to hire someone in that position. He stated this in itself was not easy, and explained they had to provide a survey to each one of the employees and ask them to respond. Some of the responses from fire fighters from the same classification were substantially different, so they had to classify those in a standard way of what the job required. He pointed out there were also other positions that • were job titles that had substantially different responsibility of jobs. He used an example stating that one may have a manager, and the manager acts as a Director, and the other acts as a Superintendent. He explained he had to try to come up with a system that ensured those positions were classified correctly. Mr. Evertson explained that for whatever reason if someone decided to add titles, that single title alone may have increased their salary or may have changed their classification or their duties. He felt certain positions were properly or improperly classified. Mr. Evertson continued to explain if one takes a look at the survey that was developed for the employees, it was to help in the incorporation of the job descriptions, but also used to create a "compensable factor criteria". He felt every position in the Village could be compared at least on some sort of an even playing field. He said that he had to start there; and once he got that information, he had to come up with what those factors were and then look at the market, and the current classifications. Mr. Evertson stated there were substantial differences between positions that looked equal on the organizational chart; and when one looks at their knowledge, skills, abilities, education, they are further substantially apart. Then he looks at what the market is paying for some of those positions and they could be even further apart. He explained that what they had to do was say, they have all this information, and so they had to come up with a system that showed what needed to be fixed. One of the things identified was there were some positions that appeared to be below the minimum or above the maximum (he referred to page 21). He stated the first question that should come to mind was why, and what is the cause. He pointed out in some positions there were people wearing multiple hats. • 2 Minutes -Village Council Workshop Meeting June 30, 2006 Page 3 • Mr. Evertson commented when that happens there should be a differential pay. He gave a scenario stating if there was a Planning Director, and they were also wearing the hat of the Chief Building official, that person should have a base salary, but they should also have a differential pay. He used the example of the Police and the Fire Department in which they have additional certification. He said there were some that really stood out, and he paid special attention to Fire Department positions. He noted they were below the minimum and so he wondered what was the reason for it; then it dawned on him that the Fire Department had enough turn over that the Fire chief was bringing in new employees at the minimum. Mr. Evertson explained in some of the departments and if somebody meets the job description or exceeds the job description, that person could start employment at the mid-point of the range. It works for the Law enforcement and the Fire Department, but it doesn't always work as it gets to higher positions or to other types of departments. Mr. Evertson said he found some of these positions were below the market average, and some were above the market average and some were above for longevity. He felt the Village Manager's salary should not be in the Classification and Compensation study because it is a completely different position. He stated the Village Manager's salary is a Council position. He stated he just wanted to make it clear just in case someone looks at it and says "gosh, he gets paid this much." He stated that it should not even be a discussion because it is a unique position, and a contract position. Mr. Evertson referred to Benefits on page 22 and 23 and explained one of the things they wanted to do was get an idea of the percentage of the total operating budget that goes to personnel expenses. He pointed out the Village's total percentage of the fiscal budget is 63 percent personnel related, and the average going to the community is 57%. He expressed it is not a bad thing but it is a reflection of where the Village currently places value. He said some • communities like Jupiter Island, their Council wanted to have the best benefits possible because they wanted to retain their employees for the longest period of time. That is the way their culture was established and maintained. The new employees in the Town of Jupiter Island wanted greater income. The older employees wanted obviously to retire with 25 percent of the benefit plan. He stated it is pretty good but if someone is a baby boomer or if someone is a generation `X'er, or if someone is a newer generation employee, those values were now different; and so once again he went back to the question what does Council value. He felt it is important what the Staff values. Mr. Evertson referred to Table 7; the percentage of personnel cost and benefits. He stated it appears the Village puts less towards salaries than the average, and a little more towards benefits. The benefit package is competitive and has some wonderful attributes to it. He asked Council the question of whether the current salaries were appropriate. He stated he would spend some time discussing the findings on that: Specifically the recommendations were there are certain positions that are obviously below the range. He questioned why that was, and said it could be for a variety of reasons; for example in the Fire Department those are new employees and lower positions. He referred back to page 21, and felt it was a reflection on whether the person had been accurately evaluated over the years, or whether there was a policy that says they have a maximum 7% increase in salary. Council Member Genco asked what does that mean; to which Mr. Evertson explained a maximum amount of salary increase could give 3% percent to the CPI (COLA) plus 3% for merit. So the maximum increase employees could get a year is 5 or 6 percent. If policy is unclear there is no specific defining range. C] 3 Minutes -Village Council Workshop Meeting June 30, 2006 Page 4 • Council Member Genco asked how would this be compared to the Village's policy. Mr. Evertson answered it can be found in the benefits section. He referred to Appendix B, under the heading of Salaries on page 2. He explained some cities use the range, and then they increase the employee salary on an annual basis by whatever the CPI is, but in the meantime what is forgotten is to adjust the range by the CPI. The pay scale is a complete grid, they do not adjust the whole grid based upon the CPI, they adjust the salary within it but the grid remains the same. The adopted salary range becomes obsolete, because it is not adjusting to the grid. Council Member Genco asked if Council needed to adjust it across the board every year. Mr. Evertson answered it should be adjusted in addition to salary, and Council should make sure that it does not create a deviation. Council Member Genco felt the last four years Council had been adjusting the Village salaries. Mr. Evertson responded the study shows based on the communities used the Village's positions were average to slightly above that position. He went on to explain that each position, for example the Finance Director; the market range was between $67,900 and $144,000 dollars but the Village's range was between $66,000 and $106,497. He commented it is pretty close to being right on. Mr. Evertson used Martin County communities but when one also looked at the types of services that the Village was providing, the Village by all comparisons it is more like Martin County on paper. He told Council they initially looked at those signs; he used the example of the Parks and Recreation Director; so in many respects the Village is compared to the types of services that it is providing while the Village's size is like that of Martin County. He stated the service that the Village is providing is more like Palm Beach County, and because of this, when the Village is trying to attract employees to provide these services, it is competing against communities in Palm Beach County. He stated • one of the challenges Council has, is to decide what the benchmark is going to be. He said the PEPIE study shows Palm Beach, Broward, Tequesta and some of Martin County as part of it. Mr. Evertson wished he could say the Village was well above average, but it is not. One of the key issues that was discovered is there is a challenge finding good people for these jobs. The Village may have 4 or 5 people applying to a job, but it is the people that Council is not aware of who do not apply, because of the competitive salary range. He stated it is interesting that in the last 3'/z years the Village has lost 37 full time employees. He commented that is significant. Council Member Genco stated it was not because of a salary issue. Mr. Evertson responded the feedback that he received in the survey and from the heads of the Departments, is that salaries were a significant issue all across the board. Council Member Genco said she has heard it was because they were married, they wanted to live in a different region, closer to family, or that they wanted a different job, or a higher paying job, but not because of the salary. She said from looking at the study obviously some of the minimum salaries were below, but in a lot of cases the maximum ranges were significantly higher. Mr. Evertson explained in some communities there was a strict adherence to a salary range, or a salary range as used as a guide. He elaborated by explaining that some communities increase above a minimum, or they have increased it to a certain maximum dollar amount, or a certain percentage increase above the minimum. Mr. Evertson used the example of the City Manager's position. He said that $85,000 was the maximum, and they increased it to $125,000 and they did it all across the board for all employees. He explained they expanded the maximum cap. Council Member Genco commented the Village was adjusting the maximum cap. Mayor Humpage commented in . looking at the two studies the high-end people were ok. 4 Minutes -Village Council Workshop Meeting June 30, 2006 Page 5 • Council Member Genco commented what surprised her is that Mr. Evertson agreed the PEPIE study was not a good one to utilize for comparisons, and for some reason or the other he decided to use it. She felt the PEPIE study does not apply comparatively to the demographics of the Village of Tequesta. Mr. Evertson explained what they used from the PEPIE study, he was not able to get information from the municipality to include in comparable positions, and it was less than 5% of the case, but he wanted to make sure he had the information in there. He used the information provided by the PEPIE study for that position and for that community. Council Member Genco responded it seemed strange to her he decided to include that information. Mr. Evertson explained the information was not as complete as it should be, and the goal was to make the information as complete as possible. He stated it is relevant and it would be foolish not to include it in the study, and he did not have the results of the PEPIE study at the time. He said he found out about it after the study was discussed at the Council Meeting, so he wanted to make sure he had it to at least look at it. Council Member Genco stated she was happy an independent consultant was going to bring to the table their own work experience and evaluation without the input of internal steering. Mr. Evertson stated he always gives both Council members and Staff members the opportunity to give feedback, and whether he decides to include that feedback or not, it is at his own discretion. He stated he hoped Council Member Genco did not think that Staff influenced his report. He elaborated that in Jupiter and Palm Beach Gardens there were several of these positions, for example, the Parks and Recreation Director, there would have been only 3 comparables, and as he stated in the Methodology, there always had to be a minimum of 6 to be comparable in results. He commented the information was gathered independently, but where the PEPIE was used, he wanted to make sure the information collected was absolutely current. • Council Member Genco said she agreed with that, but out of 94 employees there were 2 that come from Broward, and the study basically was of Broward County. Mr. Evertson agreed, noting a lot of the communities that were used in the PEPIE study, the reason he thought it was not appropriate to use it was that Council asked for comparable Martin County communities to be used, and second, the Broward County communities are so far away they were not comparable. He explained the only reason some of the PEPIE numbers were used was if he had the primary or alternate communities that were applied in the initial study, or to double check the current information. Council Member Genco stated she just wanted to know because she was following up on the study even though she did not talk to Mr. Evertson every time, she remembered they talked quiet a bit on the phone. Vice Mayor Tom Paterno said one thing he finds about the study is sometimes the outside people who consult do dispute the inside people. He explained if one speaks to certain people more, influence is inevitable without even knowing it, so he can understand what Mr. Evertson is saying. He added another thing is there are few Parks and Recreation positions to compare to; and second the Village Parks and Recreation is not on the same scale as some of the comparables. He commented it is trying to take someone in two different cities, without making judgment on what they make, but that the maximum in Palm Beach County may be $100,000, with 500 full time employees, compared to someone with 3 employees. He specified if they compare title to title that is irrelevant, so they have to look at the positions and say a Water Plant Superintendent in Highland Beach makes so much, and a Water Resources Division Manager in Palm Beach makes so much. • 5 Minutes -Village Council Workshop Meeting June 30, 2006 Page 6 Vice Mayor Paterno commented that is not easy to compare. Mr. Evertson said he took care to ensure they were comparable positions, with similar responsibilities, and hierarchy and duties in those municipalities. Mayor Humpage commented excluding the department heads, he thought the Village was in pretty good shape. He said he looked back and compared benefit factors, and felt the Village was right there with everybody else. He added the biggest thing he saw was it came down to the actual salaries of the individuals. So for his own benefit he took the biggest goal that he thought the Village had, and that was Public Safety. He described it as the biggest consumer. He tried to look at the police officers and fire fighters, but he had difficulty just saying police, because there were police officers that have 3 years experience with the Village, and then there are police officers who have 7 years experience. He expressed there is no such thing as Police Officer I, II III positions in the Village. He stated he did not want to say an increase in salary was based on longevity, there are programs in the Village related to reimbursement for education, but he felt performance was more valuable than longevity. Mayor Humpage explained he was at a meeting for the Palm Beach County Fire Department. He spoke to Chief Brice and Lt. St. Pierre and they were talking about what was coming up with the fire department. It appeared to him in October, Palm Beach County would be hiring 120 fire fighters or more. He explained he went in 3 directions, not to say that everyone in the Village does not get some consideration, but he wanted comparisons for clerical, police and fire from the PEPIE study, and Mr. Evertson's study. He mentioned he tried to come up with some kind of average that the benefits being equal, it comes down to money. He stated typically it is easier to see when one looks at the PEPIE study because of the way it is lined up, that when one looks at Tequesta. He commented when one looks at police officers in the 28 municipalities, the Village ranks 24, but the Village typically thought it was in the top 30 percent. He indicated when he looked at the PEPIE study and Mr. Evertson's it had some correlation, it gave the Village of Tequesta a higher range, but still a range that was lower than he would prefer to see those employees. Mayor Humpage felt the Village was well below where they should be. Council Member Genco felt it depended on the position, for example the fire department, which holds to more than any other department in the Village. Mayor Humpage specified the numbers show that the fire department was the biggest part of the Village's budget. He continued to say he thinks the higher positions, for example, the detectives are in the top 30 percent, but the patrol officers and the fire fighters, and the average paramedic is where the problem is, and needs to be addressed. He suggested they should scrutinize it. Council Member Genco referred to page 1 and 2, just before Appendix C. She stated she did not know if Current Base Salary was averaged among the positions. She stated she understands what it is, but when she tries put those into the grades she can not, based on what Mr. Evertson was saying. Mr. Evertson referred to page 1 of 2 in Appendix D, and explained the spreadsheet showed all the positions, the current base salaries, the ranges the market showed, and then next to it the current grade, and the proposed grade. He pointed out how out of order some of the classifications were, some of the pay ranges based upon the market, based upon the internal classification system. He said he used the compensable factors as one tool, the second one being the market study, and the third being the current classification system. He explained that is why it is the number one thing in the findings that the positions did not match up. 6 Minutes -Village Council Workshop Meeting June 30, 2006 Page 7 Council Member Genco asked if they averaged, because typically when she averages she has • the highs and the lows, and then she averages it. Mr. Evertson explained on the pay ranges there are a variety of ways it can be done. One can take the low of the low, and the high of the high; so if one goes back to each of the positions and picks any one of them, the low of the low can be taken, or one can take the average and use that as the new range. Mr. Evertson referred to page 8 of 23 in Appendix A. He stated some communities he has worked with have adopted that as the range, and some of them have adopted an average; some of them have adopted 10 percent above the average, or 20 percent above the average as their policy. Council Member Genco asked if all of his findings were based on market range averages. Mr. Evertson said there are both the highs, and the averages. Council Member Genco specified she was referring to Appendix D, item 1 of 2. She pointed out Mr. Evertson was proposing the standardized scale, which means there was a choice of either. Mr. Evertson responded yes. He pointed out those are two examples on one spreadsheet of what the result would have been if two were chosen. He explained the averages, or the high/low can be adopted, or something completely different. Council Member Genco explained she was not certain of what it was depicting. She pointed out it shows some variances, and in some conditions there was quiet a different range. Mr. Evertson stated the policy comes down to the Village Manager. He explained the Village could believe the average was acceptable or the Village could say they want to be 10 percent, or 20 percent above the average, or they want to beat the average. Council Member Genco stated for the best part the average was more accurate than the demographic salaries ranges were. Council Member Watkins commented in looking at the study she was very enthused at what • the study showed about the Village of Tequesta because the Village was a unique municipality, and it is difficult to do a study such as Mr. Evertson's because they have a lot of services a town the Village's size does not usually have. She expressed the reason for such a study and subsequently her concern was the Village do the best job to attract the best employees and keep the salaries up. She recommended taking a serious look at what could be done to make sure the employees were in the top third, which would take time; but indicated she would like to direct the Manager to move in that direction to both keep and attract the best employees. Council Member Watkins suggested all of this be studied, and it would be up to the Village Manager to implement it. Council Member Watkins advised that the second issue now hurting everybody was the housing market, a crucial factor that would have to be considered along with salaries. She commented she wanted to do whatever could be done to let employees know the Village valued them and keep their salaries at a place so that the Village could keep the employees they had. Mr. Evertson agreed, and responded that a factor was the competitiveness of the private sector. There were a number of jobs in the private sector that had the same positions-planning and zoning, plans examiners, building inspectors, finance personnel, etc., and the gap was widening nationwide between private and public sector salaries. From his own observation and conversations with personnel managers, he saw a future loss of public employees to the private sector. The Village was not only competing with other cities, but a lot of cities were beginning to adjust their salaries to try to retain employees rather than losing them to private employers. Council Member Genco agreed with the retention issue and thought it came into play basically with loyalty of longer term employees, and stated she did not think you could take someone who had just started and pay them in the upper quadrant unless they had ten years experience. r~ U 7 Minutes -Village Council Workshop Meeting June 30, 2006 Page 8 • Council Member Genco thought consideration must be given to the fact that everyone got paid for experience, and not just for having a degree. Council Member Genco commented most although not all of the Village employees were getting compensated, depending on the position, at least at the minimum, and most of them at midpoint or above. Council Member Genco felt the focus should be on entry level salaries for some of the positions that were underpaid and she would really like the Village to encourage management to give everyone cost of living increase which everyone was entitled to, but not to automatically give merit increases, since merit increases should based on dedication and contribution, not only for the job but how good they were about getting the work on time. She was not sure that had been the policy, and she was against giving everybody across the board the same thing every time, which did not encourage people to try to do better. In her career, she had never worked for a company that gave the same merit increases across the board. Mr. Evertson noted there were two issues: performance based versus merit. Payment for knowledge, skills and abilities usually came down to evaluations. Performance based systems were highly effective, but they were affected by your ability to implement and maintain the system. If you did not strictly adhere to a standard it could slip away, particularly in a small community, and it just became a standard evaluation, just giving possibly 3% as opposed to a tangible performance measuring system that was always applied. The second part of it was dedication, skill, and abilities were a part of any job and if you took a group and looked at their dollar skills and abilities and experience in the job, and asked, if we were to hire this person as a new employee what would they be paid; four or five of those he had looked at would be paid at a higher rate. Council Member Genco commented • that was a call that had to be made, but the Fire Department might be an exception, because you want to hire someone based on having as many skills and as much education as possible versus bringing them on as a trainee and then providing them with the skills and education. She expressed a lot of other positions could be looked at as entry level-clerical would be the best example-you would need initially someone who could write letters and file, but after three years you might find out this person was doing a lot more than that, and they had been compensated hopefully by the merit increases and by the COLA, but maybe they could move into a position that would be a higher pay grade. Mr. Evertson commented a position like Police Chief, Planning Director, or Director of Community Development was based on not only on knowledge, skills and abilities, and the candidate pool, but if the person had additional skills that might be utilized. There was a lot more massaging or evaluating and looking at individual positions on a management level than on entry-level positions. He was sometimes torn between what the market said a position was worth, and what value the Village placed on that position, which was really the essence of what was being discussed here. Council Member Genco stated that was where the Manager had to reevaluate initial job expectations, but from an entry level position, which was much different than a department manager, unless you needed to replace someone with ten years experience; she thought hiring someone at entry level would be acceptable. Mr. Evertson commented he had seen some cities adopt aperformance-based system for management and none for non-management- • and there was a range of options that could be done. 8 Minutes -Village Council Workshop Meeting June 30, 2006 Page 9 Council Member Genco commented Mr. Evertson had provided the Village with a way of evaluating and ranking people for increases for job performance, evaluation ranking 1 to 5. She asked if that what the Village would be adopting. Village Manager Couzzo commented the evaluation system used to be based on who was rating, and who had an inclination to rate high, with 0 to 5% giving everyone in the system the same analysis. He noted the average rate was 4.2%. When he came to the Village, salaries were jumping at a rate of 13% to 15% to 18% annually. One of the Council goals had been to contain costs to a degree. Then when talking about the plan currently in place, both unions had completely embraced it, because it treated everyone basically equal and did not leave the discretion to the manager. Council Member Genco commented unions were a whole different matter. She commented if that was what they chose to do, the Village knew what their salary expectations and costs were. The employees had decided that and the Council had not, and she thought it was a very altruistic way of dealing with things, and it did not represent what happened out in real corporate life. Mr. Evertson responded the evaluation process provided was a suggestion based on the discussion of the performance-based system. A problem with the evaluation system was a lot of times it was one person doing the evaluation and if the employee did not get feedback, that evaluation became meaningless. Vice Mayor Paterno commented he liked merit. The problem he found in this system was managers were sometimes put into an awkward position if they were the only one doing the evaluationif they only gave someone 1 % that was a reflection on them since you could ask why was the person still here. It took a very strong . manager to make those decisions as opposed to having more people doing the evaluation, so maybe the system had to change--there was pressure on a manager to keep his employees. Mr. Evertson asked to turn to page 3, section M, explaining the whole purpose of this evaluation was to allow the employee and the manager, plus two peers selected by the employee and two peers selected by the manager, to do an evaluation, and it could be done in 20-30 minutes tops. The issues were practical knowledge, theoretical knowledge, quality of work, quantity of work-a lot of times an employee would think his manager wanted him to put out a lot of work, when in reality what the manager wanted was quality rather than quantity. Many times those things were not clearly communicated-but assumed or misunderstood. In an example, evaluators evaluated what they thought the relevance of quantity of work was to that position, but also what they thought the person's performance was. The employee thought the relevance of quantity was relevant but not important or crucial-the manager had evaluated at a 3 while everybody else evaluated at 2-3. In that case the manager could say, we need to discuss this because his perception of the position was it required a higher quantity of work, the peers as a whole had the perception it required a higher quantity of work, but the employee's perception was below that; however, the average showed this position required a higher quantity of work. Each item on the list could be evaluated this way. The other thing was quality of work based on performance. Sometimes a person rated themselves higher, but in a survey were continually evaluated lower. r~ 9 Minutes -Village Council Workshop Meeting June 30, 2006 Page 10 He had discovered this unintended consequence with the survey and that there was an issue here. Sometimes an employee constantly thought they were doing worse than they really were, and through this process a manager could say, look, not only did I evaluate your performance high, your peers evaluated it high, give yourself some credit that you are doing a good job;' and then he could note tangible areas where the employee could improve and then could tie it to performance, by saying, I want you to improve in this specific area, I want you to go to this training and get this certification, and if you do that your hourly wage will increase if you can perform accordingly. Ms. Reid commented she had gone to all the department heads and gotten feedback from within and found there was high pressure. Council Member Genco asked to go back to exhibit D regarding proposed grade. In cases she had randomly selected, the proposed grade in a lot of instances did not result in any changes to salaries; yet if she looked at the material under appendix A, a lot of the positions did require increases, and she asked how to work with these two things. Mr. Evertson responded to look at market survey results along with appendix A, page 4, for Parks and Recreation Director. The average salary range for Parks and Recreation Director based on the study was $60,000 to $90,000. The current salary was $52,200, which told him that either that employee was improperly classified or improperly compensated. That brought him back to a comment from Vice Mayor Paterno as to whether that person was functioning as a director or as a recreation supervisor. Ms. Reid noted you must look at both internal and external factors, because people judged their peers both internally and compared to external peers, so when you were doing classification studies you were really looking at the value and stating this is what we value and you are here, here, and here, compared to • what we are looking for. The scale being presented was only addressing internal workings, and not how much of a role of responsibility you had. After you had decided on your internal workings and everybody was evaluated, then you took that and looked at it with the market. For example, in an insurance company there might be a position that was so scarce outside that you had to pay high to attract someone, and you must understand classification internally then take that job externally, matching it to the market, and the market would determine the external salary. Also, one could have a lot of responsibility internally but the market might not be paying that high for that position. Mayor Humpage distributed information from 1993 when the Fire Department had been established and by using other departments to compare came up with the recommended Tequesta wage, but now it was 30% below market. Council Member Genco noted that on some positions where they were topped out and only getting COLA, there was an opportunity to go into a higher salary range. Mayor Humpage commented in his business he went to the county to pull permits and felt there were not enough people in Building and Planning, because they had lost positions, and the same thing was happening here. The overtime that had been paid could be distributed in another fashion, and Tequesta would no longer have the issue with people leaving, since some people had left because of the money. He thought that in October the Sheriff's department was going to be hiring people, and he thought the Village should get serious about what they paid people, and if you wanted the quality of life and quality of service to remain, you must pay the people. • 10 Minutes -Village Council Workshop Meeting June 30, 2006 Page 11 Council Member Genco stated she agreed, but questioned that the Village seemed to have a • label that they were not paying reasonable wages, which she felt was unfair. Mr. Evertson responded the Village was paying reasonable wages but the question was whether it was enough. Council Member Genco commented the classification system Mr. Evertson was giving the Village allowed more ability to give increases-the example she was looking at paid $52,000 and by changing the classification from 12 to 14 it would go as high as $54,607. That told her there was $2,000 worth of ability in there for all those people. Mr. Evertson explained that was an adjustment to the range but did not mean anything in regard to actual salary. Council Member Genco commented if most people were making salaries in the maximum range, why did the salaries need to be adjusted, and looking at the majority of positions with the exceptions of those that were minimum, most of the people were being paid well-they were in the mid or maximum of every range. She was looking at page 6 and 7 of 23, which showed fair salaries, and the majority was that way. Council Member Watkins noted that you were going to have some people that met the criteria and they were trying the address the ones that didn't. Council Member Genco responded she looking at an executive assistant who had the job a year and was within less than $500 of everyone's range average, and asked how much appendix D affected making changes in entry level with those grades. This was her area of most concern. Council Member Watkins expressed her opinion that some of Tequesta's employees definitely fell below where she felt they needed to be and that was what should be addressed. Vice Mayor Paterno commented some adjustments needed to be made, but the Village must operate within budgets. For the people who had most value, no matter where they were, it was very difficult. Using the Manager as an example, if you gave him more money he might save the Village more money by getting grants, using one person versus two, etc., and it was a difficult thing. Some positions were more routine, but in some a person made a bigger difference, and that was when they should move into a higher category. Council Member Watkins noted this would take time to evolve. Council Member Genco commented if people would stay with the Village long term and came in at entry level or a little higher, they would end up in the maximum salary ranges, as it should be. Vice Mayor Paterno commented some people only wanted to do their job and go home, and did not want to supervise, they just wanted to do their job, while others with incentive wanted to go higher. Mayor Humpage stated his opinion it was middle-of--the- road people-using Public Safety as an example since it was the largest middle-of-the-road group-that needed to be looked at, and it was a serious issue that the county was going to try to steal those people. Council Member Genco agreed the Manager must look at that and the Fire Chief must look at that, but if new hires didn't have accreditation you couldn't expect them to come in at mid-range. Mayor Humpage indicated he did not expect them to come in at mid- range but he also did not expect them to come in at what they were coming in at now. n 11 Minutes -Village Council Workshop Meeting June 30, 2006 Page 12 Council Member Genco commented she did not disagree on entry level ranges, what she did disagree with was that everyone deserved to be in the top max. She thought that was something you attained by staying with the job, by proving your worth on the job, getting educated on the job, and working your way into, and she did not think it was an entitlement. Mr. Evertson commented in his opinion one of the most important things was you had the internal and external issues and the external issue was whether the Village's ranges were comparable and high enough to keep employees from going to another job. In talking with the department heads he found they had challenges in training new employees and were starting to see an increase in inability to get what they perceived as a good candidate. Vice Mayor Paterno pointed out that was not a unique situation, it also occurred in the private sector-if you were an electrician and wanted to hire a really good electrician you had to pay to get that person. The problem was everyone could not be top, so with length of time and knowledge it must be staggered across the spectrum, and sell something outside the box. Village Manager Couzzo cautioned you also take into consideration you were dealing with collective bargaining units for half of public safety, all utility employees, and the dispatchers. Mayor Humpage responded it was their call if they decided to share among themselves and the Village could do nothing about that. Mr. Evertson reminded everyone the discussion was only for salaries that were too low to be regionally competitive. Council Member Genco noted she could not agree because there were 50% --eight that were competitive and eight that were not. Mr. Evertson clarified they should consider the employee salaries that were currently below the market, and this was addressing current employees, some of who were misclassified. It was noted the Manager wore two hats-that was the reali -and the Mana er at Ju iter tY g P did not, and a differential needed to be considered. Each employee should be evaluated as to whether their salary was appropriate to what it should be, also considering the market range. Council Member Genco commented that was valid. Mayor Humpage expressed his opinion the department size mattered, and in the police department officers, sergeants, lieutenants, and corporals should each have requirements to do different things to get more money, to give them something to work for, just like there were requirements for the Chief. There was now only one classification for paramedics, and they needed different categories to split this up and give them something to work toward. Discussion ensued. Village Manager commented a fireman could become a fire paramedic, there were different ranges with different pay ranges and it was usually large corporations that had all the classifications. There were also budgets and contract negotiations to consider. Mayor Humpage commented there had to be revenue available to do this; sometimes taxes might even have to be raised. Right now reserves were going for the bridge. Village Manager Couzzo commented that only a section of the bridge might have to be replaced as opposed to the whole bridge. Attorney Hawkins commented the character of the Village might be changing, in terms of demand for services, which no one had mentioned. Population was changing, the values of homes were increasing, the demand for real estate had tripled prices, and the Village had taken on a radically different character from when he first started here as an attorney, and he was curious that no one had said anything about that. • 12 Minutes -Village Council Workshop Meeting June 30, 2006 Page 13 Mr. Evertson commented laborers in Tequesta had always been the neighbors, but that was • going to change and the Village would be pulling in labor from 50-60 miles away instead of within the Village. This happened very, very slowly and often times you did not see a service level deficiency until it was too late, and by the time you saw it, it was too late. Turnover might slowly increase, and it might seem like a normal transition, but if the demographic was changing, then that whole service level could completely change. Attorney Hawkins noted his firm represented Jupiter Island, which was a very different place, and they had made a value choice as to personnel, which was the issue here. Human Resource Director Reid commented you had to make a decision regarding compensation as to whether you were going to get that much more value by leading the market. Mayor Humpage noted it was sometimes circumstances with the employee's situation that dictated a changea policeman's wife might be having another baby and if he could get $8,000 more by going to the Sheriff's Department, he had to make a choice, and it was difficult to make that choice. Vice Mayor Paterno recommended utilizing technology and to keep moving that along by putting money into technology. The Village Manager agreed that was part of the equationit was not just one or two components. Mayor Humpage asked Council if they would like to take a short break. Mayor Humpage recessed the meeting at 4:10 p. m., and reconvened the meeting at 4:18. P. M. Mayor Humpage indicated he needed to leave the meeting for a few minutes to take care of some business. He passed the gavel to Vice Mayor Paterno, and left the meeting. • Mr. Evertson reviewed Section 3. Pages 17-25. Finding #1- "Some position Titles in Classification System, Organization Chart, Job Surveys and Payroll System do not match". Mr. Evertson recommended the Human Resources Manager and the Village Manager implement this by clarifying all the titles and positions within the organization chart and the payroll system, and job titles. Consensus of Council agreed. Finding #9 - "Use of "Director", "Manager", "Supervisor", and "Superintendent" designations are unclear appear to be used interchangeably and inconsistently. Mr. Evertson recommended the Village Manager along with the Human Resources Manager be allowed to implement these changes, as appropriate. Consensus of Council agreed. Finding #2 - "Some very similar positions have different Job Descriptions while other positions with considerably different duties are covered by the same Job Description". Mr. Everstson noted he spoke with the Human Resources Manager last week regarding the job descriptions and how they are properly classified. He recommended increasing the number of pay grades from 26 to 30, so this could accommodate part time and seasonal, and hourly positions. • 13 Minutes -Village Council Workshop Meeting June 30, 2006 Page 14 He noted looking at Appendix D Table of pay grades he recommended Council direct the • Village Manager to look at all the positions, and also consider the classified positions. He noted for example take the Village Clerk, there was no Deputy Clerk Position, and the Village really needs to have a Deputy Clerk classification. Vice Mayor Paterno mentioned the Village does not have a Deputy Clerk position. Mr. Everston mentioned these are things there are no classified positions where someone is wearing the hat, or multiple hats what would normally be two or three separate classifications. He recommended adopt a classification, even though they are not filling the position, the Village would have the appropriate classification in place, so that Council knows this person is fulfilling job duties of this classification and that classification. Council Member Genco asked whether Mr. Evertson was proposing a Stormwater Superintendent. Mr. Evertson responded no, this would just allow for the adoption of the classification. He recommended this Finding be done internally. Ms. Merlene Reid, Human Resources Manager asked Mr. Evertson the difference between part time classification versus full time designation. Mr. Evertson commented part time is a designation of frequency, and benefits. He noted positions should be classified whether they are part time or full time. Ms. Reid questioned Appendix D, Page 1 or 2 regarding the part time classifications. Mr. Evertson mentioned there currently is no classifications or pay grades for part time positions or seasonal. He commented the reason he included Grade 1 through 5, because if you are a classification of 6 do you really want to be at the bottom. Mr. Evertson noted a part of this is a reflection of where you are, and so what that did was basically to start the scale at Pay grade 6, instead of starting at Pay grade 1. He indicated the Village could hire a part time • person that would be annually starting at $16,000 a year that could be a Pay grade 2. He noted not only is it cosmetic but there is some function to it as well. Consensus of Council agreed. Finding #3- "The Village of Tequesta's current job descriptions varied in format. Most descriptions were not uniformly consistent or tied to compensation in any quantifiable method, and many were not consistent with the requirements of the Fair Labor Standards Act (FLSA) and the American with Disabilities Act (ADA)". He mentioned he wanted to make sure the current job descriptions were consistent with the FLSA, such as if it says the position needs to be able to lift 25 pounds occasionally; the employee will sue the employer because the Village said occasionally, and they hurt their back, so the job description states the employee must be able to lift 25 pounds, or heavy objects. He noted he has gone through to make sure the education, the experience, the knowledge and duties are all refined. He commented Assistant Village Manager Robert Garlo did an exceptional job on half of them, but the rest have not been updated. He recommended all of this could be done and completed internally by the Village Manager. Consensus of Council agreed. Finding #4 - "The Village of Tequesta's current pay structure appears to be "internally" consistent and appropriate. Externally however, current Pay Ranges are at or slightly above the Market Range, but are not competitive enough to attract and retain high-quality employees. Appendix B". • 14 Minutes -Village Council Workshop Meeting June 30, 2006 Page 15 Mr. Evertson suggested coming back to this item, because there was a lot to it. Council • Member Genco asked is this where the Village Manager needs to give Council the input. Village Manager Couzzo agreed, noting Council could do (2) regarding the Consumer Price Index (CPI) and the Cost of Living Adjustment (COLA). He pointed out he felt the Village was very consistent with the COLA. Ms. Reid commented the first sentence in Finding 4, seems fine, because it is internal versus external, and the pay structure appears to be internally consistent, so they could adopt the first sentence. She felt the Village was fine with the internal. Council Member Genco noted the discussion would be how to handle the external part. Vice Mayor questioned if the internal within the same classification or across the proposed pay scales. He commented some of Council may not agree to Mr. Evertson's pay grades. Mr. Evertson stated for example in Appendix D Market Survey Pay Ranges, there were a few identified that appeared to be misclassified or mispaid, but under those they identified that appeared to be possibly misclassified, the rest of the system appeared to be internally consistent. Vice Mayor Paterno asked if Mr. Evertson was recommending the Village Manager be allowed to adjust the grade and range on some of the positions. Mr. Evertson stated yes in his observation; he noted the Village Manager might want to tweak this some. Vice Mayor Paterno indicated he would like to see this information before it is implemented. Council Member Genco suggested holding off on item (1) under later in the meeting, and move forward with (2). Consensus of Council agreed. Finding #5 - "The Village of Tequesta's current salary ranges are too low to be regionally • competitive in employee attraction and retention. Eight (8) of Village employee salary are below the comparable market average minimum salary and eight (8) are above the maximum average". Mr. Evertson recommended considering an immediate increase in the employee salaries that are below the market minimum, misclassified, or fulfilling the duties of multiple job classifications. Council Member Genco noted she found information on 1(a) but did not see information on 1 (b) or 1(c). Mr. Evertson commented this would be done on a case by case basis with the information he provided, such as the Parks and Recreation Director. He pointed out the position is called Director, but it may not serve at the same level as the rest of directors in other municipalities. He felt the Village Manager and the Human Resources Manager should be able to make the call whether the classification was based upon the person's capabilities and experience, not what the job required. He commented the job was designed as a Director, and it should be a classification of something else, but if the person does not function within that capacity then the Village should adjust the classification, or adjust the salary. He recommended the Village Manager and the Finance section review this position. Council Member Watkins asked whether the Village Manager would just change it or bring it back to Council. Village Manager Couzzo stated it does not necessarily have to come back to Council if they give direction. • 15 Minutes -Village Council Workshop Meeting June 30, 2006 Page 16 He mentioned he did not believe Council could do it across the board, because of the existing union contracts. He agreed it had to be looked at, other than those that would be restricted by collective bargaining. Council Member Genco suggested the minimum entry-level positions were the ones that the Village Manager needed to address. Council Member Genco asked if the Village Manager was going to identify recommendations for Finding 5, item (2). She felt there was not much that could be done since the people were on the top, because the Village could not take it away from them. Mr. Evertson mentioned the Human Resources Manager was going to look at that over the next year. Council Member Genco commented unless there is attrition in the job the Village can not decrease someone's salary. Vice Mayor Paterno pointed out at least the Village could identify them. Council Member Genco commented they are identified already in the report. Vice Mayor Paterno commented the other thing that could happen, if their salary is higher, there may be an opportunity for some of those people to take on more responsibility to bring the position in line. Mr. Evertson agreed if the salary is higher they could add additional duties or responsibilities to compensate, as opposed to reducing their salary. Village Manager Couzzo asked for clarification that all of these recommendations were based on Mr. Evertson's market. Council Member Genco commented that is what she understood. She explained Mr. Everston gave Council the averages, highs and lows, so that is what she would like to see if the Village Manager is going to make the adjustments that it comes back to Council with what he plans to do with each one of the grades. Village Manager Couzzo agreed to bring back the information. Council Member Genco commented it would also help if he could give titles to go with the grades. • Vice Mayor Paterno asked the Village Manager his opinion on how he planned to make this study work. Village Manager Couzzo stated the first thing was to determine the level of service; he believed everyone had determined the service level, the quality, be toward the top. He stated Council has to determine the market, noting every study has a market, and that they have to be sensitive to changing factors in a variety of markets. He noted one thing the Mayor mentioned was the Sheriffs Department and the County Fire Rescue departments will be hiring tremendous amount of people. He felt it would put a strain on the Village in recruitment with all the same people in those markets if the Village's benefits and pay were not comparable. Vice Mayor Paterno commented at the same time everyone is talking about new employees, what about retaining the great employees the Village has. He commented the hardest part, the reason we need new employees is because the Village can not retain the ones that they want to retain. He stated turnover creates a need for new employees. Council Member Genco commented the majority was not leaving because salary issues. Vice Mayor Paterno agreed, and stated maybe the Village needs to go about this in a way that is a combination of salary and some other benefit. Council Member Genco commented she did not know what the attrition levels were for a normal corporation versus a municipality. She noted that would be an appropriate thing to look at. Council Member Genco commented our municipality is not growing, and there is not a lot the Village can do about that. • 16 Minutes -Village Council Workshop Meeting June 30, 2006 Page 17 Village Manager Couzzo commented that is one of the things that makes it harder, we are not • growing at a different rate, but somehow the Village has to compete with everyone else for policemen, firemen, and building inspectors. He pointed out the Village had to go to The Keys to get our current Community Development Director, and Delray to get Police Chief McCollum. Council Member Genco noted for Department Directors that was not bad. Village Manager Couzzo agreed, and felt they probably would not do that with a police officer, but with firefighters they might, because of their schedule so many days off and so many days on, they could make the drive. He explained the Village was going to have to find out what the market bears, and be sensitive and adjust to it. Mr. Evertson felt item 1 was very straight-forward; the Village currently has in their current pay ranges employees below the minimum that need to be adjusted. Village Manager Couzzo agreed it could only be done with those employees not covered by collective bargaining. Consensus of Council agreed they are good with that. Village Manager Couzzo stated the Village would be going into contract negotiations with police department and communication workers very soon. Mr. Evertson mentioned on items 1(b) and 2, he recommended those be done over the next year as part of the normal HR process; and item 3, he commented may take a full year to evaluate all the other positions and then they could come back to Council next budget season and say this is what we wanted to do with ones we did not previously adjust. Council Member Genco indicated she would like to see item 3 information. Village Manager Couzzo asked for clarification if anyone who makes a recommendation to change the pay status, do they want that to come back to Council. . Council Member Genco commented Council agreed anyone below the minimum, the Village Manager have discretion on, but on all the other employees that is what Council would like to see back. Vice Mayor Paterno suggested Council should have a brief discussion about how this would economically impact the Village. Village Manager Couzzo stated the ones below the minimum would not be that much, but could create a situation this year some additional funding would be needed, but felt it would not be a burden on the budget. Council Member Genco agreed, and stated it would not be essential as the other issue could end up. Mr. Evertson clarified Finding 5, any adjustments that are made are based upon current ranges, it is assuming no adjustments are made the ranges, and that any of these recommendations are within the current ranges. He commented it is separate from Finding 4, because on Finding 4 when you adjust the ranges to a certain number, then it applies to Finding 5. Consensus of Council agreed (2) and (3) are on hold for feedback, and (1) do immediately, adjust the below market to at least the minimum market. Finding #6 - " h1 comparison to other communities, employees benefits in the Village of Tequesta are better, but more costly". Mr. Evertson commented this finding was recommending there be an internal committee to review benefits and recommend changes. Council Member Genco commented she would love to see a committee, and suggested someone from the public participate in the committee. Village Manager Couzzo indicated he was open to suggestions. • 17 Minutes -Village Council Workshop Meeting June 30, 2006 Page 18 Mr. Evertson pointed out the Manager has been great in keeping the Village costs unchanged • on the health insurance. Council Member Genco noted the Village has been very lucky. Mr. Evertson explained he has kept it at bay for 4 years, but felt it was going to change. He mentioned Ms. Reid suggested sending a general survey out to the employees to address benefits versus salaries. He mentioned in a national last year survey benefits were the number one choice, and compensation was second, but this year the survey found compensation is now the number one issue, and benefits are number 2. Council Member Genco commented lets see what the Village employees say. Ms. Reid indicated she was going to use the same scale for determining importance of the issues to the employee. Mr. Evertson recommended for Finding #6, (1) and (2) to direct the Manager to implement the changes appropriate over the next year. Council Member Genco indicated she would like some feedback on this also. Mayor Humpage returned to the meeting at 4:45 P. M. Vice Mayor Paterno returned the gavel to Mayor Humpage. Council Member Genco felt Findings 7 and 8 should be reviewed together. Finding #7 - "The Village of Tequesta pays more of its budgeted personnel expenses towards benefits (5% higher) and less to salaries (5% lower) than the comparable average". Finding #8 - "Without conducting personnel performance interviews, it was difficult to • determine whether the Village's personnel evaluation format encourages higher performance or is tied to pre-determined pay increases". Mr. Evertson explained it sounded the direction of Council was to have the Village Manager and the Human Resources Manager to come back with some performance incentive type solutions, something other then merit. Council Member Genco indicated that would be great; she suggested setting aside a percentage of what the Manager is holding for merit, and let the employees vote on how to give it out. Village Manager Couzzo commented that is an interesting idea, and noted the Village tried the performance recognition compensation with both unions, and both unions said no, because they did not want a differentiation between what the employees were going to get, because you have a manager determining it, and the variables were subjective. Vice Mayor Paterno suggested taking the union people, and only discuss the non-union people. Village Manager Couzzo stated as it stands today the managers have that discretion for outstanding performance. Council Member Genco stated the Village is spending 33% versus the median of 23%. Village Manager Couzzo stated there are factors associated with that. He pointed out the Village is a full service community, a lot of the communities, Jupiter for example is not a full service community as Tequesta is, they contract out for fire service. He commented what they are paying for fire service is a different category, which is a huge number. • 18 Minutes -Village Council Workshop Meeting June 30, 2006 Page 19 He indicated Tequesta has the cost of personnel, so that kicks the percentage up. He noted so . Jupiter's number looks down. Mr. Evertson commented another thing is when a city is working with a huge Capital budget. Village Manager Couzzo stated everyone's number is different. Mr. Evertson commented this was just an illustration; there are so many other factors in each municipal budget. Mr. Evertson indicated Finding #4 was the only remaining item to discuss. Finding #4 - "The Village of Tequesta's current pay structure appears to be "internally" consistent and appropriate. Externally however, current Pay Ranges are at or slightly above the Market Range, but are not competitive enough to attract and retain high-quality employees. Appendix B". Recommendation (1) - "Adjust salary ranges to the proposed market-based Pay Grades for all job classifications and consider ranges that are 5 to 10% above thaos market ranges to remain regionally competitive in attracting and retaining quality employees". Mr. Evertson noted if Council uses his study, he recommended Council consider using a 5%, 10% or 20% instead of that average and use it on a regular basis. He commented if they use the PEPIE study, he recommended that Council use the Palm Beach County communities, and that they decide on a certain core the where they would want the Village to always remain. He stated it does not matter to him it could be either way. Council Member Genco clarified what he was saying was to take the low, median, high and adjusting that percentage • every year. Mr. Evertson commented the communities that he used in his study; what he was saying is the Village approve policy that states the Council wants to remain, for example, at 10% higher on the minimum and maximum; that they want the ranges to be 10% higher than that average for every position. Council Member Genco asked whether the Human Resources Manager would look at these on a set date every year, average them, and let Council know what the numbers are. Village Manager Couzzo noted the adjusted numbers would be placed in the budget. Council Member Genco asked since the Village already has a minimum, and if they adopt Finding 4, that means all the numbers they already got for the minimum and maximum would be adjusted 5 or 10%. Mr. Evertson felt what Council had agreed on was the ranges would change, the relative position of the employee in that would remain constant, and they would have to go back and change the employee. Council Member Genco commented they are trying to get them to what the minimums are. She suggested Council may not want to do this now; she felt it may be something Council would want to look at next year, and see how the Village was holding compared to what the minimum and maximum were for these same communities. She commented if Council feels there is disparity, then at that time it would be appropriate to do an adjustment. Mr. Evertson recommended giving the Village Manager direction to look what the impact would be on a 10% adjustment on the market range. Vice Mayor Paterno commented Council had agreed the Village Manager would go to the minimum, as it is current. Consensus of Council agreed. He asked how long would it take to get a study on what it would cost to go to the 5 or 10% above the averages. 19 Minutes -Village Council Workshop Meeting June 30, 2006 Page 20 Village Manager Couzzo stated certainly by the next Regular Council Meeting date. Vice Mayor Paterno suggested August 1, 2006, then Council could review the numbers and discuss it. Mr. Evertson clarified that is 5% and 10% of the market range that he used; he asked if Council also wanted aside-by-side comparison of Palm Beach County communities. Village Manager Couzzo stated they could do that. Council Member Genco asked if the communities would be the same as listed in Mr. Evertson's study. She felt the communities in Mr. Evertson's study were really the regional demographic comparatives. She suggested keeping everything consistent, so that something new was not thrown into the mix, unless for some reason it was no longer in existence. Village Manager Couzzo commented what the committee would do if Council desired was look at Mr. Evertson's study, but would also show aside-by-side comparison of where it fits with the PEPIE study. He indicated they would just recreate the data, but that it would be unadjusted for the upcoming fiscal year. He stated that would show what they are doing as it currently stands for this year, but the data would be a year old in three months. Council Member Genco asked if all the adjustments they were doing now were based on what is currently in Appendix A or Appendix D. Mr. Evertson stated the ranges are based on the current Appendix A. Vice Mayor Paterno clarified not the new pay grades. Council Member Genco indicated she agreed, but commented if the adjustments are based upon what Mr. Evertson was adjusting based on the minimums in Appendix D and Appendix A, otherwise there would be no adjustments. Mr. Evertson stated the adjustments would be based upon the average of his study. Vice Mayor Paterno commented the market range average. Mr. • Evertson agreed. Village Manager Couzzo indicated he would provide Council with the numbers at 5% and 10% from Mr. Evertson's study. Consensus of Council agreed the average of the market according to Mr. Evertson's study. Vice Mayor Paterno returned the gavel to Mayor Humpage. IV. ADJOURNMENT Mayor Humpage noted the meeting is adjourned. MOTION: Council Member Genco moved to adjourn the meeting at 4:50 P.M.; seconded by Council Member Watkins; motion passed 4-0. wen Carlisle Village Clerk • 20