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Home My WebLink AboutDocumentation_Workshop_Tab 01_06/30/2006 . MEMORANDUM .. DATE: 06/23/06 TO: The Mayor and Members of Council FROM: Michael R. Couzzo, Jr., Village Man�a,�,�=�--�""�� ' RE: COUNCIL WORKSHOP MEETING — DISCUSSION OF THE COMPENSATION AND CLASSIFICATZON STUDY FOR VILLAGE EMPLOYEES The purpose of this Workshop is to discuss the compensation and classif cation study for� Village Employees. Mr. Dave Evertson, Municipal Solutions will be present to review the study, and will be availab�e to answer any questions Council may have. Please bring your Compensation and Classification Study that was previously distributed to you at the April 13, 2006 Regular Council Meeting. FULL-TIME TURNOVER DATA: 1/1/2003 - 6/30/2006 Voluntar Involuntar Retired TOTAL 2003 8 2 2 12 2004 4 3 0 7 2005 12 1 0 13 Jan- Jun 2006 3 2 0 5 TOTAL 27 8 2 37 FULL-TIME TURNOVER BY DEPT lfl/2003 - 6/3012006 2003 2004 2005 Jan-Jun �06 TOTAL Administration 1 2 0 0 3 Comm. Development 0 0 2 1 3 Finance 3 1 1 0 5 Fire-Rescue 2 1 3 1 7 Police 5 2 5 1 13 Utilities 0 1 2 2 5 Water 1 0 0 0 1 TOTAL 12 7 13 5 37 ! .,, _ � , - � ' ' . r ' �;' . . . 1 �� . , ( ' S" ' . . . . �+ ifSr-d il.. y�� y. � �� 7- r �� a " ; r-q ,} i �� f d � � j „� �' ' � � 31 r � . �� 2 � - ' j � ■ ��:� _ �--., M �� .o'i .r�, � � � � �' . � �� F% P . �.. 0� � � _ - -� , � � �� t � � � v� .� �� :j�� ,/�'�\� .�. ,;r ',' , �' .., k � ,a- �{ u^ _ > r �` �' �� ° � �� i .' �"��"� R f �Q s « a; � a,, � �� _� ,.- , ��J � "✓ qO h. GuuMt� . , y,"�:: .��.,.!_.�-•:� -=,.. , �� r �� a ; � - . .��.� � �� " �.. � 4z .�,_+k _ � ' �'. � �,�:-�s.._ ';,"„L.:�.�< �,i�' .ii�.- � i . . . _ ., . . ' : . _. i . . . � �__ � ..Y . . ,- :. , ♦ �.. � ��:. ' ' . _:. ..� . .-.�... _a-�.. J�_. � �� ( .',... � �: . . _ . .. , : . .... .. . . . .- :., -. . . � , � � i . , ' . � .�.. �. 1'. �� I �� i �, ' ••/ . I / I' /' ee► i ,, . . i �o � 1 �f��:�� :�� r�� :PROF'ESSIONAL CONSULTI�I�G S�RVtCES FOR CLIEN7'S 1�1� 7'HE PUBLIC SE�`TUR. � ,; � ; : ,.. , ; . �, � � , i __. ._< 3 April 2006 , �+� , The Village of 7equesta 250 Tequesta Drive, Suite 300 Tequesta, Florida 33469 , ' Mayor, Vice Mayor, Council and Mr. Couzzo, I am pleased to present the final report for the Employee Pay Classification Ct Compensation Study for the Village of �'equesta to you. This project has been a tremendous assignment that was given � the greatest attention to detail. The Villa�e of Tequesta had many unique situations within this study that presented challenges for us to overcome and opportunities to offer you a more comprehensive report and findings that f am sure you witl be very pleased with. ' This project could not have been completed with out the full cooperation and support of the entire Village Staff and all of the employees. You should congratulate yourself and all of your employees on an exceptionally well done job. r Within the final report are detailed findings that I would be pleased to discuss with you at any time. ' It has been my sincere pteasure to work with all of you and to be a part of this Study. t Sincerely, _ u.i:-%% - <> . � David A. Evertsen, Principal Municipal Solutions, LlC ' � r � _ � _ _ _- : M061LE 928.220.2611 OFfICE 1 FAX 623.386.0901 P.O. Box 5038 Goo�YEaR, ARIZONA 85338 I ' Munici a( Solutions, (lc Vi(lage of Tequesta, FL p C(assification £t Compensation Study Co(in Baenziger £t Associates � EMPLOYEE PAY CLASSIFICATION 1 �t C4MPENSATiON STUDY i � for � VILLAGE CJF TEQUESTA, FL4RIDA ' F � + 15� � � r �� ' ,� } _ F��' � �� , 1 fs`ys. l�,, _ � �; � � FI NAL REPORT 1 ` April 2006 � � � Prepared by: ' ��i��,��r. �c��c��s ' PROFESSIONAL CONSUlTING SERVICES FOR CLIENT'S IN THE PUBLIC SECTOR GOODYEAR, ARIZONA ' Revised: 4/3/2006 Page 1 of 25 � Munici a( Solutions, llc , Village of Tequesta, FL P C(assification & Compensation Study Co(in Baenziger ft Associates ' ' ' ' � ' , ' ' , ' , ' ' ' ' Revised: 4/3/2006 Page 2 of 25 ' ' ' Vif(age of Tequesto, FL Municiperl Solutions, llc Classification Ft Compensation Study Co(in Baenziger & Associates TABLE OF CONfiENTS I SECTION # St TITLE PAGE # ' I� INTRODUCTION. Study Goats and Objectives ............................................................................� ExQCUtfve Summary , Fir�dings .................................................................................................� Recommendations.........,� .....................................................................$ ' U. METHODOLOGY Mana�emertt &t Department Mead Qrientafiion,,,,,,,,,,,�,,,,,,,,,,,,,,,,,,,,,,,,,,,,19 Internal Job Survey F� Jab Analysis, ...........................................................19 ' Compensakale Factors; Classification Anatysis Toot,,,�,,,,,,,,,,,,,,�,,,,,,,,,,_„9 9 Comparison: Regtonal Salary & Benefits Study,,,,,,,,,,,,,,,,,,,,,,,,,,�_,,,,,,,,,,,13 Management, Mayar, vice-Mayar Ft Council Interviews,,,,,,,,.,,�,,,,,,,,,,,,,14 ' Rev�sed Job Qescriptions Explained ..........................................................15 III. FI;NDING� �t RECOMMENQATIONS , Position Titles� ............................................................................................... Confiusing Jab Descriptions �t Positions ....................................................18 Job Qescription Format, ApA and FLSA .......................................�............19 ' Classif"ications &t Pay Grade EquitY,..... ......................................................2U Salary Range Competitiveness ,,,,,,,21 ............................................................ Employee Benefits �t Personnel Exper�se CQmpetitiveness,,,,,,,,,,,,,,,,,,,22 ' Mana�ement, SupervTSar &t Salaried Terms 25 ............................................. ' IV. RECOMMEND IM:PLEMENTATION 27 V. APPENDIC:E� A. Re�iona! Salary Survey Results. .................................................,(insert) ' B. Re�ianal Benefits Survey �t Resutfis ...........................................finsert� C. Compensabte Factors: ' Classificafiron Analysis Tool Et Assessment Results,,,,(insert,) Q. Proposed Pay Gr�de � R�n�es ...................................................(i�sert) E. Job Sun!ey &t Job Descriptions ...................................................(insect) ' F. �r�pfoy�� Incenti�� Pay bt Performance �v�luat�on,,,,,,,,,,,,,,,(insert) Accompanying Attachment: Management Resource CD ' ' ' Revised: 4/3/2006 Page 3 of 25 ' Vil(age of Tequesta, FL Municipal So(utions, llc ' Ctassification ft Compensation Study Colin 8aenziger ft Associates ' ' ' ' ' i ► ' � * � , - +�� ; � �_ ; ,� ' .� , i �. _ 4- � �� i. . - ' , ' ' ' , , , Revised: 4/3/2006 Page 4 of 25 , ' ' Vi((aqe of Tequesta, FL Municipal Solutions, !(c C(assification & Compensation Study Colin Baenziger £t Associates r SECTION 1: INTRODUCTION r Study Goals and Objectives ' Municipal Solutions, llc of Goodyear, AZ was retained to review and recommend improvements in the Village of Tequesta's employee pay classification and compensation system. To do so, it undertook the following tasks: r 1. Conducted a formal audit of all positions. ' 2. Conducted a Salarv and Benefits survev of re�ionallv-comparable communities with similar services. 3. Conducted telephone, email and face-to-face interviews with Mana�ement staff. ' 4. Rewrote or amended all classified 'ob descri tions , 5. Recommended improvements and / or adiustments to the VillaQe's compensation and benefits structure. ' The study involved active participation of the Village Manager, Assistant Village Manager, Management Staff, and members of the Vitlage Council including the Mayor and vice- Mayor. , The study commenced with a meeting between David Evertsen, Princi al and De artment P P Heads to review the purpose of the study, the process to be followed, and discussion ' regarding their participation in it. The initial meeting was fotlowed by job surveys to each employee to clarify appropriate compensable factors and duties, a salary and benefits survey was sent to 14 primary communities, and numerous face to face and telephone ' interviews with Staff and Council were conducted to answer questions and ctarify all data. Initially, benefit and job classification and salary ran�e information was gathered from the , followin� communities based on: (1) regional proximity to the Viltage of Tequesta, (2) similarity to the Village in size and tax base, (3) those that provided similar services. Council members also indicated that they wanted to use appropriate communities in Martin ' County in addition to Palm Beach County. Communities used as primary comparisons inc(uded: Gutf Stream, Highland Beach, Hypoluxo, Indian River Shores, Juno Beach, Jupiter Island, Lake Park, Lantana, Manalapan, Ocean Ridge, Palm Beach, Sewetl's Point, South t Palm Beach, and Stuart. After initial results were analyzed, many communities could not provide exact service type ' comparisons and some ctassifications tacked sufficient data. A meeting with Department Heads clarified what we observed in the initial results: that services in the Villa�e of ' Tequesta more closely resemble larger communities in Palm Beach County and that communities in Palm Beach County (appeared to have the greatest impact on the Village's ' Revised: 4/3/2006 Page 5 of 25 � Vil(age of Tequesta, FL Municipal Solutions, ((c , Classification 8 Compensation Study Colrn Baenziger £r Associates ability to attract and retain quatity management staff should be used as alternates. As a � result, additional salary and benefit surveys were sent to 9 alternate communities which included: Jupiter, Lake Worth, Palm Springs, Patm Beach Gardens, North Palm Seach, Key ' Biscayne, Long Boat Key, Marco Island, and Port Royal. Information from Jupiter and Palm Beach Gardens appeared to be the most universally acceptable and was uttimately used in the results of this study. ' Salary information for certain positions was also obtained through one other source: the Florida League of Cities Cooperative Salary Survey, 2005. The 2006 Public Employers ' Personnel Information Exchan�e (PEPIE) Study was referenced after the study was compiete to ensure that appropriate comparisons were used. In addition to the external market data obtained and used, each job survey and current ' job description was used to determine which positions performed certain municipal functions to ensure that the most appropriate comparison was used. Job Surveys ' completed by each employee helped to determine the appropriate levels of education, knowledge, experience for each position. Management employees were asked to identify the position's levels of skill (education, experience, and knowledge), responsibility , (budget, operations, and interpersona! work) and community (networking), and non- management employees identified the level of effort (physical and mental demand) and working conditions to be expected in their position. Each job survey was weighted and ' scor�d, and the data was used to evaluate whether certain classifications were internally equitable or needing adjustment. Findings of the study provided much more information than whether classification pay ' ranges were internally equitable and externally competitive, it illustrated that some employees shoutd also be reevaluated to determine whether the volume of work (duties) ' they perform requires a current salary adjustment. David Evertsen, principal consultant conducted and administered all phases of this project ' using local HR personnel to conduct the salary and benefits research and maintain contact with communities surveyed for this project. This Final Report represents the effort of Municipal Solutions, tic of Goodyear, AZ with the ' ongoing assistance of Colin Baenziger bt Associates of Wellington, FL. Special thanks to Don and Kaytynne McDougat of Port St. Lucie for their time and effort on compensation data ' gathering and job description revision, and to Robin Matteson for revisions and final editin� of this document. This project was conducted between November 2005 and March 2006, and completed ' March 30, 2006. ' ' Revised: 4/3/2006 Page 6 of 25 , ' ' ' ' ' ' ' ' I EXECUTIVE SUl��IMAR� 1 1 1 1 � � � � � � � ' Village of Tequestcr, FL Municipa( Solutions, (fc C(assification & Compensation Study Co(in Baenzi�er & Associates , Executive Summary � Findings Finding #1: Some Position Titles in Classification System, Organizational Chart, Job Surveys � Payrott System do not match. ' Finding #2: Some very similar positions have different Job Descriptions while other ' positions with considerably different duties are covered by the same Job Description. ' 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 Americans with Disabilities Act (ADA). ' 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 not competitive enough to attract and retain hi�h-quality employees. , Finding #5: The Village of Tequesta's current salary ranges are too low to be re�ionatly competitive in employee attraction and retention. Eight (8) of the Villa�e , employee salaries are below and above the market average maximum satary, and eight (8) are above the maximum average. ' Finding #6: In comparison to other communities, employee benefits in the Village of Tequesta are better, but more costly. ' 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. t Finding #8: Without conducting personnet performance interviews, it was difficutt to determine whether the Village's personnel evaluation format encourages higher ' performance or is tied to pre-determined pay increases. ' Finding #9: Use of `Director', `Manager', `Supervisor', and `Superintendent', terms appear to be used in an interchangeable and inconsistently. ' Revised: 4/3/2006 Paqe 7 of 25 ' Vrllage of Tequesta, FL Municipa( Solutions, Ilc ' Classification & Compensation Study Co(in Baenzi�er Ft Associates Recommendations ' Recommendation #1: � (9 ) Consider adopting the proposed, retitled, renamed and revised Job Ctassifications (Tittes) and make changes to Organizational Chart, Pay Scale and Payroll System and ensure all titles correspond accurately. � Recommendation #2: (1) Consider expanding the number of Pay Grades from 26 to 30 to accommodate part- i time / seasonat / hourly emptoyees and to altow for new or unique positions to be put into an appropriate pay �rade. (2) Consider adopting the 11 proposed classified positions to help address current , employees who wear multiple hats, and to have approved positions ready to be filted should the departure of a mutti-faceted employee leave the Village and � create a vacancy. Positions filled only when need arises. Recommendation #3: � (1) Adopt reformatted Job Descriptions which used previous Job Descriptions as the base, information provided in the job surveys, and revisions as necessary to bring them into compliance with ADA and FLSA standards. ' (2) Review and rewrite retated references in the Policies and Procedures manuat to ensure continuity. , Recommendatian #4: (1) Adjust salary ranges to the proposed market-based Pay Grades for atl Job � Classifications and consider ranges that are 5 to 10% above those market ranges to remain regionally competitive in attracting and retaining quality employees. (2) Adjust the range annually by the regionat Consumer Price index (CPI} or estab(ished � Cost of Living Adjustment (COLA). Recommendation #5: ' (1) Consider an immediate incr�ase or adjust employee sataries that are currently: ' (a) below the market minimum, (b) misctassified, or (c} fulfil(ing the duties of multiple job classifications. , (2) Evatuate all employees who are above the market salary range to determine if: (a) the employee has significant longevity within the organization, � (b) the employee has a speciat skill, qualification or fitls a speciat niche, (c) the employee may be improperly classified, ' Revised: 4/3/2006 Page 8 of 25 ' ' ' Vi(laqe of Tequesta, FL Municipal So(utions, flc Classification £t Compensation Study Co(in Boenziger Fr Associates � (d) the use of certain comparable positions may not be accurate. (3) Evaluate all other employees throughout the next fiscat year and adjust sataries as � deemed appropriate. Recommendation #6: ' (1) Forming an internal committee to review current benefits and recommend changes to the Village Council might be useful. Staff and Council should begin discussion on the possible redistribution of salaries and benefits in anticipation of the increase � after the current health care agreement expires. (2) Department Heads have communicated a greater need for more regionally , competitive salaries, and have clearly indicated that if given the choice between salaries and benefits, staff would prefer higher salaries, however, if the Councit or Management feels there is not an immediate and compelling need for a change, leave current benefits as they are: , Recommendation #7: Same as #6 above. ' Recommendation #8: (1) Consider adopting the sample Incentive pay Goals and Vatues in Appendix F. ' (2) Consider adopting the proposed 360°Employee Performance Evaluation and work planning tool in Appendix F. ' Recommendation #9: (1) Consider adopting a more uniform definitions of Management, non-Mana�ement, , and Supervisory designations and incorporate into the Personnel Policies and Procedures Manual. Suggestions might include: `Administrator', `Manager', `Supervisor', and `Generat Labor'. , , ' ' ' ' ' Revised: 4/3/2006 Page 9 of 25 ' Village of Tequesta, FL Municipa! Solutions, Itc ' C(assification 8 Compensation Study Cotin Baenziger 8 Associates ' ' ' ' i ! 1 . �� _ .� _ 1 �. { 1 � 1 1 1 1 1 1 i 1 Revised: 4/3/2006 Page 10 of 25 ' ' ' ' ' ' , , , � METHODOLOGY � � � � � � � � � � � ' Village of Tequesta, FL Municipaf So(utions, f(c Classification Ft Compensation Study Co(in Baenziger & Associcrtes ' SECTION 2: METHODOLOGY ' Management �t Department Head Orientation ' Municipal Solutions' Project Manager David Evertsen met with the Village's Department Heads, Village Manager and Assistant Manager, and the Mayor, vice-Mayor, and Council members to review the goals and objectives of the project, and issues that were very � important to Staff and Council were discussed, investigated and considered during analysis and in this Final report. ' Internat Job Survey Et Job Analysis The first and most important step in conducting a comparative analysis of classified ' positions is to understand the positions which are being compared. The Job Anatysis of all the Village'.s positions included a Job Survey / Audit in which all employees were asked to respond to a series of questions regarding the knowledge, skills, abilities, education and ' other key factors their position requires. This information was used to: o Determine whether current job descriptions contain necessary language regarding the position's required edu�ation, skill level, knowledge, ability and other ' requirements, o Qetermine whether the hierarchical relationships between classified positions are ' appropriate, o Update job descriptions with most recent requirements for training, education, knowledge, experience and skilt levels, and , o Determine which positions are properly and improperly ctassified. ' The response was rapid and complete, and in only a few instances was information received excessive or incomplete. Revised job descriptions are contained in Appendix E. Results of the Job Audit are displayed in Tables 1&t 2 below or Appendix C. , Interna! Job Survey, Job Analysis &t Compensable Factors , Data collected from the Job Surveys was also used in determining appropriate levels of compensation. A Compensable Factors tool was used to allow a comparison of different positions within the Village's or�anization. Each position was evaluated, ratings were ' assigned and a total score developed for each position. Discussions with Department Heads further clarified the scores. ' Results allowed us to: o Determine whether a position's associated satary range was appropriately assi�ned, ' o Determine whether certain changes to existin� classifications should be considered, ' Revised: 4/3/2006 Page 11 of 25 ' Village of Tequesta, FL Municipal So(utions, (Ic ' C(assification 8 Compensotion Study Colin Baenziger & Associates o Determine (with the results of the salary study) whether all positions are correctly ' compensated, and o Recommend adjustments to the current Classification System. ' Table 1: Compensable Factors for Tequesta's non-ManaQement Positions , =- .� . _ �; _ - -_ _= Sk�fl.,_ __ � Effort(Demand) _-_ Job'Cond�tions_ fino Management Rarige -��= wo.ki�g "- � _ � _ = Education Experience Knowledge Physical MenWl ?otal -� , _ _ :._� = -- = Conditions �.� '. P osition Degree Points Degree Points Degree Points Degree Points Degree Points Degree Points �� : m ing icfa ) 3 30.0 3 50.0 3 60.0 7 10.0 3 30.0 7 50.0 �_=�8=-` - Chie Water Plant Operator / Supenn[e ent 2 75.0 3 50.0 3 60.0 2 20.0 3 30.0 3 50.0 �35 p� Instrument Tech. / Plant Operaror (Utiliry) 2 15A 2 25.0 3 60.0 3 40.0 3 30.0 3 50.0 .�ZDA i ' Detective / Investigator (Police) 2 75.0 3 50.0 3 60.0 2 20.0 3 30.0 2 25.0 �W.O �; Execu[ive �Secretary) Assis[an[ ( min) 2 15.0 3 50.0 3 60.0 2 20.0 3 30.0 2 25.0 _ 3Q0� _� Communications Supervisor (PO ice) 2 15.0 3 SOA Z 30.0 3 40.0 - 2 15.0 3 SOA -3E10,Yi= _ � Accounting Manager / Accoun[ing Qerk IU (Finance) � 3 30.0 3 50.0 3 60.0 7 70.0 3 30.0 7 12.5 :_�-'(92�== ......____ Execu[ive Secretary Assistan[ (Po ice) 3 30.0 3 50.0 3 60.0 1 10.0 3 30.0 7 72.5 792 S- ' Bui ing P ans Examiner / Reviewer (CDD) 3 30.0 3 50.0 3 60.0 2 20.0 1 30.0 2 25.0 _21§4_ _ Plant Opera[or II (U[ility) 2 15.0 2 25.0 3 60.0 2. 20.0 2 75.0 3 50.0 '--=785�� Po ice Lieu[enant (Po ice) 3 3D.0 3 50.0 2 30.0 2 20.0 3 30.0 2 25.0 _=a85:�-: Planner(CDD) - 3 30.0 2 25.0 3 60.0 1 10.0 3 30.0 2 25.0 180Q�- PIanlOperatorlNtflicy) 2 15.0 2 25.0 2 30.0 3 40.0 2 15.0 3 SOA t�,'Si�. ' Fire ig ter-Param �c 7 7,5 7 72.5 2 30.0 3 40.0 3 30.0 3 50.0 Y�tlA ` Po ice Sergeant (Police) 2 15.0 3 50.0 2 30.0 2 20.0 3� 30.0 2 25.0 :..�i71k��- Public Works Crew Leader (Utiti[y) 1 7.5 2 25.0 2 30.0 3 40.0 2 75.0 3 50.0 16�3 Field / Service Tech SuperinL (Stormwater/Water U[ility) 2 15.0 2 Z5.0 3 60A 2 20.0 2 15.0 2 25.0 �60i1 - Accounting Cler II / Ac<oun[ant 1 inarice) 3 30.0 3 50.0 2 30.0 i� 10.0 2 15.0 1 72.5 1#i b- � ' Fie / Service Tec nician / Main[enance worker II (U[i ity) 7 7,5 2 25.0 2 30.0 2 20.0 2 75.0 J 50.0 1�4"]�a ' Customer Service Representative 111 (U[ility) 2 15.0 3 50.0 2 30.0 7 10.0 3 30.0 1 72.5 ,� Executive (Secre[ary) Assistan[ ( ire) 2 15.0 2 25.0 2 30.0 2 20.0 3 30.0 2 25.0 , 143_D =-� Planning Assistant (CDD) 2 15.0 2 25.0 2 30.0 2 20.0 3 30.0 1 12.5 - '13?.�'= ie rnce ec maan am[enance or er [i �ty 1 7,5 2 25.0 1 15.0 2 20.0 2 75.0 3 50.0 y32;a`-_ ' Building Inspector (WD) 2 15.0 2 25.0 2 30.0 2 20.0 2 75.0 2 25A i340 �- Parks oreman Maintenance uperviwr(Par Req Z 15.0 2 25.0 2 30.0 2 20.0 2 75.0 2 25.0 __130:D.-3 Police Of icer (POlice) 1 7,5 2 25.0 1 15.0 2 20.0 1 7.5 3 50.0 t35D -� Accounting Clerk l(Finance) 3 30.0 2 25.0 2 30.0 7 10.0 2� 15.0 1 12.5 ��'•_122�=- � ministrative ( cretary) AssisWn[ (CDD) 2 ;0.0 2 25.0 2 30.0 7 10.0 2 75.0 1 12.5 q33 ,: ' Human Resources / Personnet Specia ist (Finance) 2 15.0 2 25A 2 30.0 7 70.0 3 30.0 1 72.5 4323 � RiskManagementSpecialis[(Finance) 2 75.0 2 25.0 2 30.0 1 10.0 3 30.0 1 12.5 ._.>7�2.�-s Fiel Tec (Maintenance / Uti ity Worker) (U[ifiry) _ 1 7,5 1 72.5 1 75A 2 20.0 2 15.0 3 50.0 =1=1ZUFA�.�-'� Fire ig [er (Fire) 1 7,5 1 12.5 7 15.0 2 20.0 2 15.0 3 50.0 J2Q A`; Communicatior�sOfficer Police) 7 7,5 1 72.5 7 15.0 1 10A 2 15.0 3 50.0 �t1(tQ..;, ' Deputy Vi Lage C er 2 75.0 2 25.0 2 30.0 1 10.0 Z 15.0 1 12S � i07�� _ (Occupationap Licensing Official (COD) 2 15.0 2 25.0 2 30.0 7 70.0 2 15.0 1 72.5 �'107� -, Adminis[ra[ive (Secre[ary) Assis[an[ (Parks fl Ret.) 2 15A 2 25.0 2 30.0 1 10.0 2 15.0 1 12.5 ='-'fpl�:,�_- (Bui ing) Permit ec nician (CDD 2 15.0 2 25.0 2 30.0 1 10.0 2 15.0 1 12.5 _J€lf3 _c Atlministrative(Secre[ary)ASSistan[ (Admin) 2 75.0 2 25A 2 30.0 7 10.0 2 75.0 7 72.5 107�i-_- ' AAministra[ive (Secretary) Assiztan[ (Finance) 2 15.0 2 25A 2 30.0 1 10.0 2 15.0 7 12.5 tD�� - A minis[ra[ive (Secretary) AssisUnt (Police ) 2 15.0 2 25A 2 30.0 1 10A 2 75.0 1 125 -4,7_Q�i Wstomer Service Representative II (U[i ity) 2 15.0 2 25.0 2 30.0 1 10.0 2 15.0 1 12.5 76�� _' Main[enance Worker 1All pepartments) 2 15.0 1 72.5 7 15.0 2 20.0 2 15.0 2 25.0 _-�'.t02� �€, � Parks & Re<reation Attendan[ / Camp & Skace Parks (Parks & Rx) Z 15.0 1 12.5 1 i5A 2 20.0 2 15.0 2 25A ff)73� ' Records Cterk {Police) 7 7.5 1 12.5 2 30.0 1 10.0 2 15.0 2 25.0 '[tIB�3�, Co e Comp iance / En(orcement 0 icer (CDD) 1 7.5 1 72.5 2 30.0 7 10.0 2 75.0 2 25.0 _�9Q:[i� Cusmmer Service Representative I(U[i i[y) 2 15.0 2 25.0 1 15.0 7 10.0 2 15.0 1 12.5 yTL`�t.._ - Atlminis[rative (Secre[ary) AssisWnt (U[ility) 1 7,5 1 12.5 7� 75.0 1 10.0 2 15.0 2 25.0 85�1 ' mims ra rve re ry sa an �re escue � 7.5 1 12.5 7 15.0 7 10.0 2 15.0 2 25A �5-0 = ' ' ' Revised: 4/3/2006 Page 12 of 25 , ' ' Village of Tequesta, FL Municipa( Solutions, (lc Classification & Compensation Study Co(in Baenziger £c Associotes ' Table 2: Compensable Factors for Tequesta's ManaQement Positions _ - - _ - ; :: ,° _° j _ : � _ . _: espons � Y = �_ - r ommum y' t - Manag�inent ffange: oversee work wi 7ota " _ - _ � Education Experience Knowledge 6udget Networking Palrsts ;. ' _ _ ._ - _- _ operetions others De Points De Points D Pom[s De f Pointz De Points De Poin�s De Poin[s � Position s s�� sree s ee s s��e s�re � i age nager 3 50.00 3 60.00 3 70.00 3 40.00 3 25.00 3 25.00 3 50.00 920 d0'-�_ Assis[ant Village Manager 3 50.00 3 60.00 3 70.00 2 20.00 3. 25.00 3 25.00 3 50.00 _"3a000_ 1 ' mance vector 3 50.00 3 60.00 3 70.00 3 40.00 3 25.00 3 25.OD 2 25.00 245-fl9 � ommumTy eve opment irector 3 50.00 3 60.00 3 70.00 3 40.00 3 25.00 3 25.00 3 50.00 320 ESp = u ic Services irector ( ropose ) 2 25.00 3 60.OD 3 70.00 2 20.00 3 25.00 3 25.00 3 50.00 .�.:ZTS.Qb.," �re �e 2 25.00 3 60.00 3 70.00 2 26.0a 3 25.W 3 25.00 3 50.00 2%Sfl6= ' � o �ce te 2 25.00 3 60.00 3 70.00 2 20.00 3 25.00 3 25.00 3 50.00 275-W - Utiity irec[or 3 50.00 3 60.00 3 70.00 3 40.00 3 25.00 2 12.50 1 12.50 --?7400. Assistan[ ire ie - Opera[ions 2 25.00 3 60.00 3 70.00 2 20.00 3 25.OD 2 12.50 3 50.00 `362 50 , �rx[or o ar s ecrea[ion 2 25.00 3 60.OD 3 70.00 2 20.00 3 25.00 3 25.00 2 25.00 �aU �0 �' Assis[ant oice ie - ieutenan[ 2 25.00 3 60.00 2 35.00 2 20.00 3 25.00 3 25.00 3 50.00 2�Ofl0�; ..._.. .__. . ' u�c ervices anager n ity upennten ent 1 72.50 3 60.00 2 35.00 2 20.00 3 25.00 3 25.00 3 50.00 2N 5Q � Assis[an[ inance irecmr y 25.00 3 60.00 3 70.00 2 20.00 2 12.50 3 25.00 7 12.50 �S �i0 ' treets Supennten enC 2 25.00 3 60.00 2 35.00 2 20.00 2 12.50 2 12.50 3 50.00 ;�215:02 . tormwa[er upennten nt 2 25.00 3 60.00 2 35.00 2 20.00 2 12.50 2 72.50 3 50.00 375.00- ' ire Captain 2 25.00 3 60.00 2 35.00 2 20.00 2 12.50 Z 12.50 2 25.00 'C4D OD ' Vi age er 2 25.00 2 30.W 2 35.00 1 10.00 2 12.50 3 25.00 3 50.00 S67 50 � ie ater ant peraror / upennren ent 1 12.50 3 60.00 2� 35.00 2 20.00 1 6.25 2 12.50 2 25.00 : �CT7 = 25, : � ecreat�on rograms upernsor 2 25.00 2 30.00 2 35.00 2 20.00 2 12.50 2 72.50 2 25.00 - 'Sb013D:; Fire lieuCenant 2 25.00 2 30.00 2 35.00 2 20.00 2 12.50 2 12.50 2 25.00 _ 1,6iJ ' 7 12.50 2 30.00 2 35.00 1 10.00 1 6.25 2 12.50 2 25.00 133.25 � ' It is a simple system that can be understood by everyone and which can be maintained by the Village staff in the future. It should be used to evaluate, rate and classify future positions as well. A more complete explanation of the Classification 5ystem, the , Compensable Factors and their application is included in Appendix C. Compensation: Regional Salary &t Benefits Study ' With the necessary evaluation tools in place, Municipal Solutions, llc consulted with Colin Baenziger &t Associates and the Village's management staff to determine appropriate ' comparable communities. Initially, we contacted 14 communities which were deemed to be relatively similar and collected data. If fewer than 6 comparable positions resulted from the original sampling, the 9 Alternate Communities were examined to identify which , appeared to have comparable services, then information was obtained and used as appropriate alternate comparables. Tabte 3 below is a list of the Communities and Agencies surveyed. Our approach: ' 1. We worked with Vitlage staff to determine the most comparable communities to cotlect data from, called Primary and Alternate Communities; � 2. We contacted each community to obtain personnel salary information (including minimums, midpoints and maximums as well as current salaries) for each position; ' 3. We gathered data from these communities concerning benefits. Our desire was to identify at least six comparable positions from Primary Communities for comparison purposes. Where we did not have six comparisons, contacted Alternate Communities for comparison , purposes; ' Revised: 4/3l2006 Page 13 of 25 ' Vi(lage of Tequesta, FL Municipa( So(utions, l(c ' Classification & Compensation Study Colin Baenziger 8 Associates 4. We communicated with the agencies until we either obtained the data or exhausted alt ' possibitities; Table 3: Communities and A�encies Surveyed ' _ __ __ __ _ __ _ ___ Pr�mar�r - : =Alternate � � ' �_ _ � �� Carnm�n�ty - +�oz�rnun�ty =�� i Gulf Stream Jupiter Highland Beach Lake Worth ' Hypoluxo Palm Springs Indian River Shores Palm Beach Gardens Juno Beach North Palm Beach ' Jupiter Island Key Biscayne Lake Park Long Baat Key Lantana Marco Island ' Manalapan Port Royale Ocean Ridge Palm Beach , Sewell's Point South Palm Beach Stuart ' Obtaining comparison data for most of the positions was not easy as some communities did not have staff resources to accommodate the request for information or had higher ' priorities. It is important to note that many smatl towns do not have formatized pay or compensation ' plans. Even they do, many do not have step systems - only ranges per position. Also, many small communities distribute key municipal functions to positions that do not exactly compare to positions in the Village. Fotlow-up to clarify the duties and responsibilities of ' certain positions was important. This issue is important when considering the results of the salary survey. Since all of our primary communities offered benefits, no need existed to survey the Alternate Communities. See Appendix A for the market Survey Results for each ' of the Vitlage's job classifications. Appendix B of this report contains the results of the Benefits Comparisons. Appendix B contains a copy of the Survey we used to collect the salary �t benefit information. ' Management, Mayor, vice-Mayor &� Council member Interviews Ongoing meetings with the Department Heads to review the preliminary findings of this ' report was a key component of `dialin�-in' the accuracy and relevancy of the findings of our analysis. We were successful in obtaining Staff and Council input in revising the Salary ' Survey comparables where there were obvious errors, and in developing accurate job descriptions. Where an organizational structure or job description in some communities ' Revised: 4/3/2006 Page 14 of 25 , ' ' Vil(age of Tequesto, FL Municipal So(utions, (lc Classification & Compensation Study Colin Baenziger Ft Associates , itlustrated an effective structure or form that might benefit the Village, those position descriptions were obtained and incorporated into the Viltage's revised job descriptions. ' Revised Job Descriptions � Most of the position descriptions that we reviewed needed to be re-worked. They were not consistent with the duties the employee currently performs some serious re-working and/or out of date with respect to current ADA or FLSA law. The four basic benefits of ' this analysis are: 1. Clorify duties, responsibi(ities and reporting relationships of each position, 2. Provide Management the ability to ho(d employees accountab(e, ' 3. Provide Management with the abi(ity to take necessary disciplinary actions whi(e reducing the risk of leqol action, and 4. Provide a reliable bosis for eva(uating the position for salary increases. ' All job descriptions should include also clear understanding of reporting relationships, work hours, environment and effort to be expected. Additionally, all position descriptions ' were reviewed to determine if they met the requirements of the Fair Labor Standards Act (FLSA) and Americans with Disabilities Act (ADA). ' As a result of the Job Analysis, it was decided to develop revise many of the Job Descriptions. Working from the prior job descriptions and based on interviews with Department Heads, new and revised job descriptions were developed. Each was then , reviewed by both the Department Head and the employee, their comments evaluated and incorporated as were appropriate. Att revised Job Descriptions can be found in Appendix E. , ' , , ' � ' , Revised: 4/3/2006 Page 15 of 25 ' Vil(age of Tequesta, FL Municipa( So(utions, ((c � Classification & Compensation Study Co(in Baenziqer Ft Associates ' � ' , , ' ,# ' ;.�.. ' ;- � ' - � � a ' , ' , ' , ' � � Revised: 4/3/2006 Poge 16 of 25 ' ' / , ' ' ' ' ' , FINDINGS AND RECOMMENDATIONS 1 1 � 1 � 1 � � � � � � � . ..._ --'----"- "- C(assification 8 Compensation Study Colin Baenziger fc Associates ' SECTION 3: FINDINGS &t RECOMMENDATIONS , Finding #1: Some position Titles in Classification System, Organizational Chart, Job Surveys and Payrotl System do not match. ' Accounting for and reconciling all positions into similar and unique pay classifications were the most challenging and most important aspects of this study. In the process of ' reconciliation, it was discovered that there were many inconsistencies between the Position Classifications, Position Titles within the Organizational Charts and Job Surveys and titles or classifications within the Payroll system itself. For example, Fire Captain ' was not a position title but rather a rank of the Fire Officer I�t 2 positions. Fire Lieutenant was not a position title but rather a rank of Rescue Officers I, II, �t III positions. Firefighter-Paramedic was not a position; rather the Paramedic was a ' certification in addition to the Firefighter position. Other examples included difficutt to distinguish titles of `Field Technician', `Service Technician' and the accountant positions within the Finance Department. See Appendix E for Classified Job Titles and ' all Job Descriptions. Recommendation: , (1) Consider adopting the proposed, re-titled, renamed and revised Job Classifications (Titles) and make changes to Organizational Chart, Pay Scale and Payroll System and ensure all titles correspond accurately. ' Findin #2: Some ver similar ositions have different Job Descriptions while other g Y P positions with considerably different duties are covered by the same Job Description. , Internall most of the Villa e's current 'ob classifications a ear to be unique and Y� � J PP distinguishable. Unfortunately, a few job descriptions combine the duties and ' responsibilities of several positions, positions which generally have separate and distinct job descriptions in similar communities. This a�gregation blurs what are separate and distinct positions which should have separate job descriptions based on their unique ' requirements (in terms of education, knowled�e, skills, and experience). If the classification is not accurate, chances are compensation will be disproportionate. On the ' other hand, in some cases, very similar positions have separate job descriptions meaning that employees doing the same work could be placed in different tiers in the compensation scheme. See also F�nding #4 below. , • Utifities Director* • Pub(ic Services Manager / Superintendent* ' • Director of Parks and Recreation • Fire Lieutenant • Firefiqhter Paramedic , • Human Resources Mana�er (old) • Communications (Dispatch) Supervisor • Firefi�hter ' Revised: 4/3/2006 Page 17 of 25 ' ' ""�.�_ _ ' _-,'."__ , C(assification & Compensotion Study Co(in Baenziger & Associates • Administrative Secretar / Assistant in Administration, Communit , y y Deve(opment £t Uti(ity Department (combine) ' • Customer Service Representatives 1�t 11 (combine) � Fie(d Service / Maint. Technicians l Maintenance Workers 1 Ft II (combine) Persons within these positions might be inappropriately classified �t compensated. , Recommendation: � ' (1) Consider expanding the number of Pay Grodes from 26 to 30 to accommodnte part- time, seasonal, and hour(y emp(oyees and to attow for new or unique positions to be put into an appropriate pay sca(e. We encouraQe the Vi(la�e Mona�er to take a ' closer look at a(( positions and adiust the pav clossification (Qrades) as he feels is appropriate. (2) Consider adopting the 11 proposed classified positions to he(p address current ' employees who wear mu(tiple hats, and to have approved positions ready to be fi(led shou(d the departure of a mutti-faceted emp(oyee (eove the Village and ' create a vacancy. Positions filled only when need arises. See Appendix E. Proposed classified positions inc(ude: ' o Risk Management Specia(ist o Street Superintendent ' o Stormwater Superintendent o Building Plans Examiner / Reviewer o Bui(ding Inspector ' o Deputy Vil(age Clerk o P(anning Assistant o Building Permit Technician ' o Occupationa( Licensing Technician o Records Clerk (Potice Department) o Parks and Recreation (Camp or Skate Park) Attendant ' 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 Americans with Disabilities Act (ADA). More than '/z Village of Tequesta's Job Descriptions were consistent with a standard ' format, as they had recently been revised by the Assistant Village Manager. The remaining job descriptions were in need of update. Also, Job Descriptions failed to articulate how , they were tied to compensation in any identifiabte method, and many contained langua�e that coutd be difficult to defend or enforce in an FLSA legal proceeding. Many positions were not consistent with the requirements of the Fair Labor Standards Act (FLSA) and/or ' the Americans with Disabitities Act (ADA). Language such as "must be of strong moral character" or "must not have used illegal drugs, including steroids within the past 3 years" , Revised: 4/3/2006 Page 18 of 25 ' ' , Village of Tequesta, FL Municipa( Solutions, llc C(assification £t Compensation Study Colin Baenziger & Associates can be properly mitigated through properly written Employee Policies and Procedures as , well as ctearly articulated professional standards and mandatory annual physical examinations, CDL or Professional recertification and random drug testing. ' Recommendation: (1) Adopt reformatted Job Descriptions which used previous Job Descriptions as the base, information provided in the job surveys, and revisions as necessary to brinq , them into comp(iance with ADA and FLSA standards. (2) Review and rewrite related references in the Policies and Procedures manual to ensure continuity. Appendix E contains the Job Descriptions. ' Finding #4: The Village of Tequesta's current pay structure appears to be `internal(y' consistent and appropriate. Externatly however, current Pay Ranges are at or slightly ' above the Market Range but not are not competitive enough to attract and retain high- quality employees. See Appendix B for complete details. ' While many of the comparable positions were relativety straightforward, a number of them were not. In smatl community government organizations, employees often double up and perform duties that might normally be shared by several emptoyees in a larger , organization. It was important to determine who within each organization performed similar functions and match those positions with the Village as appropriatety as possible. ' Properly identifying and discussing unusual characteristics of positions which significantly blended duties was very important. In the Village, those positions which require special consideration for compensation where the employee is taking on duties of multiple classified ' positions. Special considerations were discussed with Council members �t include: o Village Manager (atso performing administrative duties of the Utility Director), , o Assistant Village Manager (also performing as the Public Works Director and Human Resources Manager), o Community Development Director (who atso performs a variety of Occupationat ' Licensing, Plan Review and Ptanning functions), o Permit Technician (also performing as the building official's secretary and receptionist). Additionally, several emptoyees (the two police corporals and the ' senior dispatcher) have taken on responsibilities beyond their basic jobs. Recommendation: ' (1) Adjust salary ranges to the proposed market-based Pay Grades for a(l Job C(assifications and consider ranges that are 5 to 10% above those market ranges to remain reqionally competitive in attracting and retaining qua(ity employees. ' (2) Adjust the ranqe annua(ly by the re�ional Consumer Price Index (CPI) or established Cost of Living Adjustment (COLA). ' , Revised: 4/3/2006 Page 19 of 25 ' , Villaqe of Tequesta, FL Municipal Solutions, Ilc Classification Fr Compensation Study Colin Baenziger fc Associates ' Finding #5: The Vitlage of Tequesta's current salarv ran�es are too low to be regionally competitive in employee attraction and retention. Eight (8) of Vitlage employee ' salaries are below the comparable market average minimum salary and eight (8) are above the maximum average. The salaries for most of Tequesta's classified positions appear to be within the avera�e , salarv ran�es for comparable positions, but not hi�h enou�h to compete with the tar�er re�ional communities with services not unlike the smatler comparables used in this study. , Employee attraction and retention is a real issue for a community like Tequesta because it offers services that are more tike larger communities where the smalter ones often don't. Table 4: Current £t Market Salaries ' �5.��.�� :«,�� ' $,�.� -- --- ---- ----- - , $�o.� _�,� _�,� $120.000 —i,y�vpyrw:�,n�.� $�•� `._�_� —n.x,iapgu�e�.m.� nawwgr�Wv � $50.000 e.amn9�ucl�r+ i . � $'100.000 . _ —r�trw _' � - — �k+ + ' _) $40.000 '; � $80�000 � - ��I $30.000 � � $60.000 � � 820�000 _ _ - .I $40.000 - • �L:�I $10�000 _ Sz0,0oo . ��, r a { � ' e '� a � a 2 ' e' a€�° ' e�' t� t " d a � , �. . - �. ._ �� t ��'x� �� ° �P q ��E� ie � � pb � � p �� f j� � �� ,3 �p�B �° �� 6�0£�,a g e 9 °$,� �� Q�A' � tr ,�� ,F o �� ,�6` �� '� � � � �� .�e ��` � �� P � � � �° °� � � � d� �� a � � � � a ��,�� ;`� � � � ,;`� � ' � � � aaes�nea wsmas � aasiflea PbsiHana current salaries are barel above the market com arable minimum. There ' Too manv v q Survey results illustrate that there are 8 positions whose sa(aries appear to be be(ow the ' market average satary ranges for comparable positions. Conversely, there are 8 positions whose salaries appear to be above the comparable market average. Table 4 above and Tabte 5 below illustrate this discovery. See also Appendix B for more detail. , Recommendation: (1) Consider an immediate increase or adjust emp(oyee sa(aries that are currently: ' (a) be(ow the market minimum, (b) misclassified, or ' (c) fulfi(ling the duties of multiple job classifications. (2) Eva(uate all employees who are above the market sa(ary rcange to determine if: ' (a) the employee has significant (ongevity within the organization, (b) the employee has a specia( skill, qualification or fil(s a specia( niche, (c) the emp(oyee may be improper(y classified, ' ' Revised: 4/3/2006 Page 20 of 25 ' ' , . ...`.... .�..�. ...,,,..�,,.. ..� C(assification & Com St udy Co(in Baenziger Fr Associates (d) the use of certain comparabfe positions may not be accuratee (3) Eva(uat�e al( other erj�plc,vees �hrou�hout the next fisccal year and a�'j��s� sc�laries as deemed appropriate. Table 5: Comparab9e Classifications with Salaries Above and Below Market Ran�es �urren� Survey ,4verage ' Cfassified Position : �ase �inimum Midpoint P�aximum _ Sa(ary � Village Manager $ 118,640 $ 73,962 $ 93,86'i $� 9 3,141 PoticeChief $ 97,701 $ 65,048 $ 81,956 $ 96,867 Director of Parks & Recreation $ 53,200 $ 60,450 $ 75,988 $ 92,982 Public Services Manager / Utility Superintendent $ 80,365 $ 48,539 $ 61,740 $ 74,411 Fire�ieutenant $ 46,565 $ 49,510 $ 60,365 $ 71,370 Firefighter (Fire) $ 36,005 $ 40,060 $ 50,514 $ 61,098 Recreation Programs Supervisor $ 28,800 $ 37,567 $ 46,788 $ 56,088 Executive (Secretary)Assistant (Admin) $ 36,918 $ 37,344 $ 47,341 $ 57,174 Executive (secretary) Assistant (Fire) $ 56,736 $ 36,109 $ 45,514 $ 54,738 Code Compliance / Enforcement Officer (CDD) $ 32,136 $ 34,869 $ 44,177 $ 53,325 Plant Operator I(Utility $ 45,889 $ 30,361 $ 37,778 $ 45,377 Administrative (Secretary) Assistant (Parks & Rec.) $ 17,680 $ 29,943 $ 36,752 $ 43,402 Administrative(Secretary)Assistant (CDD) $ 44,357 $ 29,209 $ 36,180 $ 42,988 Parks Foreman / Maintenance Supervisor (Parks & Rec) $ 49,368 $ 28,830 $ 35,955 $ 42,�66 Field / Service Technician / Maintenance Worker �(ucitity} $ 42,313 $ 26,589 $ 32,711 $ 38,592 Parks & Recreation Attendan[ / Camp & Skate Parks (Parks & Rec) $ 17,680 $ 23,591 $ 28,025 $ 32,455 Findireg #6: 9n comparison to other cornrnunities, employee benef�ts in the Vil6age ofi Tequesta are better, but more costly. A maximum 7% pay increase is among the most generous of the comparable communities, This is not a ne�ative - particularly of tha� % above the CPI can be tied to performance or incentives. Vacation benefits are provided on a smaller scale than the comparable communities - meaning - that comparabte vacation benefits are achieved in a sooner amount of time than comparable communities. The maximum accrual of 500 hours is amon� the highest of all communities surveyed. Pay for unused sick leave is becoming a tess-frequent practice as municipalities work to curb personnet expenses. The Villa�e's continued policy of pay for unused sick leave is an attractive employee benefit - but only to the emptoyee that continues to remain employed with the Villa�e (longevity) and who remains healthy. The payment of the employee's dependent health care covera�e is also becomin� less frequent as municipalities look to tighten the belt as health care premiums Revised: 4/3/2006 Page 21 of 25 .. _��..-. �.....✓�v....v �.., continue to rise at a national average increase of 15%. To the credit of the current Village Manager, he negotiated a very rare 0% increase in health care premiums for the next several years. �he Village wilt almost certainly see an increase when the term of the current agreement expireso �ecomrne�dat�ono (1) Forming an interna( committee to review current benefits and recommend changes to the Vi(lage Counci( miyht be useful. Staff and Council shou(d begin discussion on the possible redistrrbution of sa(ar►es and benefits in anticipation of the incr�ase after the current health care Qgreement expires. (2) Department Heads have communicated a greater need for more regiona((y competitive sQlaries and have clear(y indicated thot if �iven the choice between salaries and benefits, staff wou(d prefer higher sa(aries, however, if the Council or Mana�ement feels there is not an immediate and compe((ing need for o ch�nge, leave current benefits as they are. F�nding �7e The i/illage of Tequesta pays more of its budgeted persor�nel expec�ses �ovvards benef��s (5% higher� and less to salaries (5% lower) than the comparable averagea While the numbers in Tables 6�t 7 below should not be used for accounting purposes, they clearly reflect the personnel decisions and costs in various communities, �°ab9e 6a Cocnpar�son of �ud�eted Personnel Expenses Total F/7 Persorcnel�,Expense - � �Total FY�.Geheral� � Employee �'TotalPe.rsonnel. �� asa � � �'Operating Budgat,-� Equivalent` in Budget . C'ity / Town eudget � � G.d'BudgeN° . . Jupiter Inlet Cotony $ � 918,990 9 5 516,750 �56% Martalapan ..... .:_.. .. .; $- ..3,115,3t8- ..�3:0 � .�5 1�2Ibq,386_� 3'9:% � ��. Ocean Ridge $ q,747,852 26 5 2,048,909 v 43% � Stua�rt��. -�-:-. � . �: 5 7��7,461,4;J4. ��:270 " �5.. 13..,3�18,306.�-�. - . - 78%�. :; . Lake Park 5 3,936,552 36 5 2,252,715 � 57% Juno�Be:ach - .. �� 5 . .r-5,598;585'� � �.�'38.5 . - �. �5 3;�i':50,�5:8 � -- - � Gulf Stream $ 1,990,994 16.5 5 1,778,500 59% Higli'la��nd Beacb � ... �. .. .. .< , 5�. ::.b,,968;0:00 ' 4'A ... :5 3��,.42b,4:80-- � � 4�9% . Patm Beach (pending) S 56,200,000 404.5 S 32,625,000 58q Se.w.eits;Point� .. � .�� $��.� � >�_�'T,775,8.03.,. .- 44:.5�� ,.: � � 5 1';Z'SA,489 �•- -�.Ti:%. . - own o uptter s an S 5,493,000 43.5 $ 3,284,907� 60% age�o �eques a S�� 70,074,794� Bb .$ 6,302 381 - 63.% � � Comparison _ � � 84 4]- Average�" 57% Me�dian 57`% � ��COPP'PB�'9�/1ClQ t601'�0 See #5 £� #6 above. Revised: 4/3/2006 Page 22 of 25 ��u��,�� u ��C�„uuv�� wuy �oun t�aenz�qer tc Associates �able �o �o�parr�son o� �alarv arad �enef�ts Expense Distribution __ _�_ �� _- -� -- ---�-- Salaries as a Benefits asa ToealSalary �, pf Average Total Benefits ;� of Average per Expenditure Employee Expenditure Employee""°'Benefit ud et ' Personnel Personnel Llfiy / ToWh B , S «) Costs Salary'#' Budget ($) CosCS Expense Jupiter Inlet Colony $ 416,250 81°� S 46,250 S 100,500 79; 5 11,167 Manatapan $ 936,779 78% $ 31,22b � 267,607 2?% $ 8;920 Ocean Ridge $ 1,577,660 773o 5 60,679 $ 471,249 23q 5 18,125 Stuart $ 10;148,789 77� S 37,588 $ 3;1'h8,570 24% . $ 11,735 Lake Park $ 1,709,628 76% 5 47,490 $ 543,087 24 0 $ 15,086 Juno Beach $ 2,377,401 75% " 5 772,028 , �25% 5 6'T,75! : S 20;053- Gulf SUeam $ 872,052 74% $ 52,852 S 306,448 26% $ 18,573 Highland Beach , $, 2,398,536 70Y "` S 59,963 S:' 7&6,fi8D ._ '3Q% ; $ '' 19,1i62 . . Palm Beach (pending) $ 22,500,000 69% $ 55,624 5 10,787,690 339b 5 26,669 Sewell's Point .. ` `�. i: 5- " 792,716 - 63% S 59,670 S' 4b1,773 37% '$ 31: own o upiter s an $ 1,879,123 57% $ 43,798 $ 1,405,784 43% $ 32,317 i a e e e :5; 9,202.547 ':-67% 5 48,867 $" 2,099,807 33% _ r.! $' 24,416: ' Comparison Average 72% ' S 50,917" Average 38% 5 19,423 Median 75°10 $ = 52 832' Metlian 25% :: $ ' 18;573 Note: Note: Operating Budget [otals omit Transfers-out and Capitol expenses. These numbers '" Employee Equivenant indudes Ff employees at multiplyer of 1.0 and PT employees ot o multiplyer of .5. "' This number shoufd no[ be used for accounting purposes because it re/lects a illustrative number on(y - derived from a compounded average. Finding #�e Vditt��out conducting personnel perforonance iratervlevvs �t was difficult to determine wh�ther the Village's persorsnel eva(uatior� format eneour��es higher p�rforo�ar�ce o� is tied to pre-dete�rn�ned pay �ncreases. The Viltage Manager, Mayor and Councit expressed interest in implementin� more of a `performance-based' pay ptan. If a`performance-based' employee pay system is the objective, the existing pay grade structure wifih a formalized policy for salary increases would adequately address the agency's needs without the need for a step system with pre- determined % or $ between steps. A new emptoyee evaluation form and process might more adequately address employee accountability �t performance management. An example has been provided in Appendix F. While Y.hese are only examples, the Village of Tequesta could easily develop these for each department (Police and Fire already have very good incentive criteria)e These incentives could also be used for professional development of atl staff, A 360° Employee Performance Evaluation tool is designed to be completed by the employee and supervisor, as well as four other employee co-workers - two selected by the supervisor and two selected by the emptoyee. The evalua�ion is designed to illustrate �the perceived differences in a position's skills, behavior and attributes as perceived by the employee, his or her piers, and the supervisor, and facititate discussion regarding the importance of those issues, and the perceived and expected performance of the employee - from both employee, and supervisor perspectiveso While many differences may be illustrated, the toot provides employee and supervisor the ability to desi�n and agree on an effective professional devetopment work ptan. Revised: 4/3/2006 Page 23 of 25 Classification t� Compensation Stuay �o��n aaenz�ger u Hssvuu�es Recommendation: (1) Establish and adopt Emp(oyee Incentive pay goa(s and values for each department. Appendix F contains a sampte of Emp(oyee Incentive Pay Goa(s and $ va(ues for each. (2) Adopt the proposed 360°Empfoyee Performance Evaluation and work p(anning toot in Appendix F. Finding #9: Use of `Director', `Manager', `Supervisor', and `Superintendent' designations are unclear appear to be used interchangeably and inconsistently. The Job Survey used in the Job Analysis illustrated a probtem with intermediate supervisory positions in that they were considered `management' white having no clear definition for the term. The Job Survey was desi�ned specifically for this purpose: to provide Senior Management the ability to clearly identify which positions were clearty management, and which were not. (Refer to Appendix C for the definitions of Management and non-management Compensabte Factors.) The Fair Labor Standards Act clearly states that while hourty employees are entitled to overtime compensation, it also states that nothin� prohibits an agency from offering overtime compensation to sataried employees. Whether to ctassify an employee exempt or non-exempt in Tequesta appears to me more a matter of whether an hourly-based position is getting too much overtime. Recommendotion: (1) Consider adopting more uniform or c(ear definitions of Management, non- Management, and Supervisory designation and incorporate into the Personnef Policies and Procedures Manual. Sug�estions might include: `Administrator', `Manager', `Supervisor', and General Labor'. Revised: 4/3/2006 Poge 24 of 25 ' ' ' ' ' ' ' RECOMMENDED IMPLEMENTATION � 1 � � � � � � � � � � -,--------�---- •-- , Ctassification & Compensation Study Co(in Baenziger & Associates RECOMMENDED IMPLEMENTATION � Once the Council has had an opportunity to review the findings, we suggest that: ' (1) Allow or direct Village Mana�er to implement the changes as appropriate. (2) Adopt the new Job Descriptions and make provisions to maintain them. � (3) Adopt the new Classification System and Pay Ranges based on 5 to 10% of the market range. Consider whether maintaining salary ranges are regionally competitive and whether attraction and retention of high-quality employees are � essential to maintaining high quality levels of service. (4) Discuss changes to salaries and salary ranges, FLSA designations, Personnel Policy ' Manuat revisions, employee benefits, and appropriate budget adjustments as presented in this report. , ' , ' ' � i ! 1 1 I Revised: 4/3/2006 Page 25 of 25 , ' � t t � , APPENDIX A ' REGIONAL SALARY SURVEY RESULTS 1 i � 1 1 1 1 1 1 1 1 1 1 ' Village Manager o es (comparable City/Town) (comparable position title) Min Mid Max ity Manager in equesta a so serves as n ity vector. Gulf S[ream Town Manager / Finance Manager Current Salary 583,000. Highland Beach Town Manager 5 69,000 5 92,000 5 175,000 Current Salary 5104,438 ' Hypo(uxo NC Indian RiverShores Town Manager S 60,000 5 80,000 S 10Q 000 A�erage Salary: 592,700. Juno Beach Town Manager S 88,941 $ 113,983 5 739,024 Current Salary 599,000. Qess [han 1 year in position) Jupiterlsland Town Manager 5 72,338 S 92,774 S 113,320 Current Salary 5120,000. ' Lake Park Town Manager 5 85,000 $ 100,000 5 115,000 Lantana Town Manager S 68,384 $ 87,184 5 105,984 CurrentSalary 594,779. Manalapan NC Curren[ Salary 596,987. Ocean Ridge Town Manager 5 59,7V S 67,965 S 76,213 Curren[ Salary 584,000. ' Palm Beach Town Manager $ 87,998 $ 114,284 5 134,885 CurrentSalary 5165,653. SeweU's Point Town Manager (Part-time) Max 550,335 (2005) South Palm Beach NC Stuart City Manager 5 74,279 5 96,562 5 118,846 A�erage 5111,644 (2005) ' Alt 1: Jupi[er Town Manager Current 5750,000. Alt 2: Pa(m Beach Gardens City Manager Current 5174,948. Market Range (Average) 5 73,962 5 93,861 $ 113,141 Delray Beach: 5747,200. Tequesta �� FY Current $ 118,640 West Palm Beach: 5159,672. CurrenCFY'�Range � 5 77,655 5 100,950 5 124,247 ' Assistant Village Manager / Public Works Director o es ' (comparable City/Town) (comparable position title) Min Mid Max Smaller communities do not have a stand alone Assis[ant position. Gulf Stream NC Highland Beach Direcmr of Public Works 5 55,500 S 74,000 5 92,500 Asst to [he Town Manager. 537.Sk�50k-62.Sk Hypoluxo Town Clerk / Assistant Administrator S 47,000 S 58,000 5 75,000 Indian River Shores NC � Juno Beach Finance Director / Ass[ Town Manager 5 73,165 5 93,759 5 114,353 Jupi[er Island AssL Town Mgr / Public Works Dir. S 70,228 S 88,927 S 107,625 Lake Park NC Asst [o the Town Manager: 547k to 65k. Lantana NC ' Manatapan NC Ocean Ridge NC Palm Beach Deputy Town Manager 5 84,069 $ 109,180 5 131,016 SeweU's Point NC ' South Palm Beach NC Stuart Public Works Director 5 63,113 5 78,562 5 98,125 Alt 1:Jupiter Assis[ant Town Manager 5 88,295 S 106,619 5 127,943 Alt 2: Palm Beach Gardens Assistant m the City Manager S 70,145 S 93,340 5 116,535 � Market Range (Average) $ 68,189 S 87,798 5 107,887 Tequesta FY Curren[ $ 86,374 Current FY��Rane,e S 66;561 $ 8fi.528 S 106,497 � Finance Director o es (comparable City/Town) (comparaGle positiun tiCie) Min Mid Max Gulf Stream NA Highland Beach Finance Direc[or 5 51,000 S 68,000 S 85,000 ' Hypoluxo NA Indian RiverShores Town Treasurer $ 46,309 5 59,043 5 71,779 Juno Beach finance Dir/Assist. Town Manager 5 73,165 S 93,759 S 114,353 Jupiter Island Finance Diredor 5 73,938 5 92,422 S 110,907 � Lake Park Finance Director S 62,000 5 73,500 5 85,000 Lantana Finance & Admin Services Dir 5 63,939 5 78,395 5 99,154 Manalapan NA Ocean Ridge NA ' Patm Beach Finance Direc[or $ 84,069 5 709,180 5 737,076 Sewell's Point NC South Palm Beach NC S[uart Finance Services Director 5 75,421 5 91,914 5 117,997 Alt 1: Jupiter Director, Finance 5 79,078 $ 98,848 5 118,617 ' Alt 2: Palm Beach Gardens Finance Administrator 5 70,145 $ 93,340 5 116,535 Market Range (Average) $ 67,906 $ 85,840� $ 104,435 Tequesta FY Current S 88,751 Current FY Range $� 66.SG1 S 86,528 S 106,497 1 � Revised: 4/3I2006 Page 1 of 23 ' Community Development Director o es � (comparable City/Town) (comparable posi[ion tiUe) Min Mid Max Note: 'Thiz positSon in Tequesta is unique because it fulfills the duties Gulf SVeam NC of positions normally fiUed by multiple persons. Important to refer to the alternate communities for comparable salary ranges, or aggregate Highland Beach NC then prorate the results for [his position. Hypoluxo tJC � Indian River Shores NC Juno Beach Director of Planning & Zoning 5 66,388 5 85,077 S 103,765 Jupi[er Island Director of Planning & Zoning S 59,373 S 75,445 S 92,045 Lake Park NC ' Lan[ana Devetopment Services Director S 55,266 5 67,080 5 85,675 Manalapan NC Ocean Ridge NC Palm Beach Director of Planning & Zoning 5 76,138 S 98,880 S 110,656 , Sewelfs Coin[ Building Official Current 578,168 annual. South Palm Beach NC Stuart Developmen[ Direc[or 5 56,278 5 69,911 S 83,545 Alt 1: Jupiter Director Building, Planning & Zoning S 77,005 $ 96,257 5 115,508 ' AI[2: Palm Beach Gardens Growth Management Adminis[rator 5 73,535 5 99,238 5 124,940 Market Range (Average) 5 66,283 5 SA,555 $ '102,305 Tequesta FY Current 5 88.000 Curzent FY Range S 62,723 5 80,759 S 99,397 Public Works Director o es ' (comparable Ciry/Town) (comparable position title) Min Mid Max Gulf Stream NC . ' " Note: In Teques[a, this Position equivaleM [o a Streets Highland Beach Direttor of Public Works 5 55,500 5 74,000 S 92,500 Superintendent. If [his Position remains Streets only, position is Hypoluxo NC improperty dassified and should be titled Streets Manager / Indian RiverShores NC Supenntendent. "' Juno Beach Public Works Director 5 54,635 S 69,988 S 85,341 Jupiter Island Public Works Administrative Supervisor 5 43,669 S 54,428 5 65,645 � Lake Park Public Works Director S 62,000 5 73,500 5 85,000 Lantana Operations Director 5 60,882 S 73,944 5 94,411 Manalapan NC Ocean Ridge NC , Palm Beach Director of Public Works 5 88,827 5 115,360 $ 138,432 SewelCs Poin[ NC South Palm Beach NC Stuart Direc[or of Public Works 5 68,426 $ 84,993 5 101,560 ' Alt i: Jupiter Director, Public Works & Engineenng 5 79,078 S 98,848 $ 118,617 Alt 2: Palm Beach Gardens Operations Direc[or - Public Works 5 57,679 S 60,692 $ 63,705 Market Range (AVCrage) 5 63,41�1 5 78,417 $ 93,912 Teques[a FY Current S 91.258 Previous Director Salary. <vacanh ' Current FY Range 5 62,i23� $ 80,759 5 99,397 Fire Chief o es (comparable City/Town) (comparable position ti[le) � Min Mid Max � Gulf Stream NC Highland Beach NC Con[ractvri[h Delray Beach. HypoWxo NC Indian River Shores Public Safety Director 5 51,406 5 65,542 S 79,679 Tnple Certification ' Juno Beach NC Jupiter Island Public Safety Chief (Tri�certified) S 60,272 $ 75,199 S 91,654 Lake Park NC Contract wi[h PBCFD. Lantana NC Palm Beach County Fire/Rescue ' Manalapan NC Gontract wifh PBCFD. Ocean Ridge NC Contract with Boynton Beach FD. Palm Beach Fire Chief 5 87,241 S 713,300 5 135,960 SewelCs Point NC Contract vnth Martin County FD. ' South Palm Beach NC Contract with PBCFD. Stuart Fire Chief S 55,243 5 70,292 S 96,887 Alt 7: Jupi[er NC Alt 2: Palm Beach Gardens Fire Chief 5 70,745 5 93,340 S 116,535 � Alt 3: North Palm Beach Fire Chief S 6Q547 5 75,602 5 95,316 Public Safety Dir Min585.1k to Max5136.3 Market Range (Average) 5 64,732 $ 82,213 5 702,672 Tequesta FY Current �- 5 91,142 Current FY Range 5 66,561 S 86.528 5 106,497 ' Revised: 4/312006 Page 2 of 23 � ' ' Police Chief o es (comparable City/Town) (comparabie posi[ion title) Min Mid Max Gulf Stream Police Chief $ 49,129 5 55,916 S 62,702 Current 575,320. Highland Beach Police Chiet 5 55,500 S 74,000 5 92,500 ' Hypoluxo NC Indian River Shores Public Sa(ety Director S 51,406 5 65,542 5 79,679 Tripte Certification Juno Beach Police Chief S 73,165 5 93,759 S 114,353 Jupiter Island Public Safety Chief (Tn-certi(ied) S 60,272 S 75,199 S 91,654 ' Lake Park NC Contract wi[h PBSO. Lantana Chief of Police S 67,080 S 82,285 S 103,875 Manalapan NC Ocean Ridge Fire Chief / Public Sa(ety Director S 57,584 5 58,710 5 65,836 ' Palm Beach Golice Chief S 92,793 5 120,510 S 774,612 Sewell�s Poin[ Police Chief Current 568,965 � 51,560 incentive. South Palm Beach NA Stuart Police Chief S 62,045 S 77,507 5 96,774 ' AI[ 1: Jupiter Police Chie( 5 79,078 $ 98,848 5 118,677 Alt2: Palm Beach Gardens Police Chief 5 73,535 5 99,238 5 724,940 Market Range (Average) 5 65,048 5 87,956 5 96,867 Tequesta FY Current � � � S 97.701 �� . - Current FY Range � S 66,561 S 86,528 S 106,497 � Utilities Director o es (comparable Ciry/Town) (comparable position [iUe) Min Mid Max ' Gulf Stream NC " Note: In Tequesta, this Position is equivalent to a Utility Direc[or / Highland Beach Utilities Maintenance Supt. 5 42,000 $ 56,000 5 70,000 SuperintendenL In most communities a Utility Director manages HypoWxo NC Treatmen[, Distnbu[ion, Construction, etc. If this Position remains Indian River Shores NC Utility only, position may be improperty titled and dassified. "' Juno Beach Public Works Direc[or $ 54,635 5 69,988 S 85,341 � Jupiter Island Utility Director 5 63,328 5 78,462 5 93,707 Lake Park NC Lan[ana UtilitiesManager 5 43,222 S 52,458 $ 64,002 Manalapan NC ' Ocean Ridge NC Palm Beach Water Resources Division Manager S 62,835 $ 81,604 5 96,292 Mos[ comparable. Sewetl's Point NC South Palm Beach NC ' Stuart Azsistant Public Works Director $ 53,602 S 66,598 5 79,594 Alt 7: Jupiter Director, Utilities $ 79,078 S 98,848 5 118,617 Alt 2� Palm Beach Gardens NC Market Range (Average) 5 56,957 S 71,994 5 86,792 ' Tequesta FY.Current - . _ . .. _. . . . .. . . Current�FY Range 5 66,567 S 86,528 �$ 106,497 Assistant Fire Chief o es , (comparable City/Town) (comparable position tiUe) Min Mid Max Gulf Stream NC Highland Beach NC Contract wi[h Delray Beach. Hypoluxo NC � Indian River Shores Public Safety Captain 5 42,485 5 54,168 S 65,852 Tnple Certification Juno Beach NC Jupi[er Island Public Safety Asst Chief S 53,009 S 64,890 $ 75,598 Tnple Certification Lake Park NC Contrac[ with PBCFD. , Lantana NC Palm Beach County Fire/Rescue Manalapan NC Contract wi[h PBCFD. Ocean Ridge NC Con[ract with Boyn[on Beach FD. Palm Beach Division Chief- Training & Safety 5 66,867 S 86,840 5 102,472 � SewelCs Point NC Contract with Mar[in County FD. South Patm Beach NC Contract wi[h PBCFD. Stuart EMS Specialist / Coordina[or 5 55,458 S 75,504 5 95,550 Nearest comparable. Alt 7: Jupiter NC Aft 2: Palm Beach Gardens Deputy Fire Chief 5 63,506 S 83,382 $ 703,257 , Alt 3: Nor[h Palm Beach Assis[ant Fire Chief S 60,547 S 75,602 5 95,316 Market Range (Average) 5 56,979 5 73,398 S 89,674 Tequesta FY Curxent - Current FY Range S 58,795 $ 76,434 S 94,073 ' ' Revised: 4l3/2006 Page 3 of 23 ' Parks 8 Recreation Director o es ' Icomparable City/Town� Icomparable posihon title) Min M�d Max "'This position may be improperty dassified. May serve more like a Gulf Stream NC Reueation Coordinator. "' Highland Beach NC Hypoluxo NC ' Indian River Shores NC Juno Beach NC Jupiter Island NC Lake Park Recreation / Community Affairs Dir. 5 47.000 S 56,000 5 65,000 , Lantana NC Manalapan NC Ocean Ridge NC Palm Beach Director of Recreation S 69,793 S 90,640 5 108,768 Parks Maintenance is a Public Works Division. ' SewelCs Point NC SouthPalm Beach NC Stuart Parks & Recrea[ion Director S 53,602 5 65,309 $ 79,594 Alt 1: Jupiter Director of Parks and Recreation S 77,005 S 96,257 S 115,508 , Alt 2: Palm Beach Gardens Director, Reueation Division 5 57,679 5 75,692 $ 93,705 Alt 3: North Palm Beach Recreation Direcror S 57,623 5 72,029 5 95,316 A1arket Range (Average) S 6Q450 $ 75,988 $ 92,982 Tequesta FY Current 5 53,200 � Current FY Range 5 43,396 S 56.415 $ 69,434 � Assistant Police Chief - Lieutenant o es (comparable City/Town) (comparable position title) Min Mid Max � GultStream No Range. Current: 561,400 Highland Beach NC S 42,000 5 56.000 5 70,000 Police Lt. MinS42k-MaxS70k. Hypoluxo NC Indian River Shores Public Sa(ety Captain S 46,309 5 59,044 5 71,779 Triple Certifica[ion Juno Beach Assistant Police Chief S 63,212 5 81,000 5 98,788 � Jupiter Island Public Safety Asst Chief (Fire-Pol-Ems) 5 53,009 $ 64,890 S 75,598 Tnple Certification Lake Park NC Lan[ana Uniform Division Commander S 57,970 S 70,408 5 89,773 Nanalapan NC ' Ocean Ridge Lieutenant S 48,125 5 54,773 5 61,421 Palm Beach Captain (mos[comparable) 5 68,207 S 88,580 S 104,524 Major:577.6k�101k-119k. SewelCs Poin[ Police Lieutenant Current 562,830 � 51,600 incen[ive annual. Sou[h Palm Beach NC , Stuart Assistan[ Police Chief S 53,602 S 68,613 5 83,623 Alt t: Jupiter Police Captain S 62,498 5 78,122 S 93,746 A1t2:Palm Beach Gardens Police Captain S 60,487 5 79,362 S 98,243 Market Range (AVerage) S 55,541 S 67,913 S 84,750 � Tequesta FY Current 5 77,635 Highest paid, should be exempt. Current FY Range 5 52.378 S 68,090 S 83,804 �Curren[ range appears to neetl adjusbng. Building Official (COD) o es , (comparable City/Town1 (comparable position title) Min Mid Max Gulf Stream NC Highland Beach Building Official S 51,000 S 68,000 S 85,000 Hypoluxo NC � Indian River Shores Building Official S 39,037 S 48,796 S 58,556 Juno Beach Director of Building Planning & Zoning S 66,388 5 85,077 S 703,765 Jupi[er Island Direccor of Building Planning & Zoning 5 59,373 S 75,445 5 92,045 Building Official and Director are same person, multiple roles. Lake Park NC ' Lan[ana Building Official S 49,982 S 60,715 5 74,006 Manalapan NC Ocean Ridge Building Official 5 42,438 $ 48,301 5 54,163 Palm Beach Director of Building Planning & Zoning S 76,138 S 98,880 5 178,656 Asst CBO is 556.3k-73.ik�86.3k Sev+ell's Point Building Official Curren[ 578,168 annual. � South Palm Beach NC SWart Developmen[ Director S 56,278 5 69,911 5 � 83,545 AI[ i: Jupi[er Director, Building Department 5 77.005 5 96,257 S 115,508 Alt 2: Paim Beach Gardens Building Official S 54,878 5 72 5 89,738 , Market Ranv,e (Average) $ 57,252 5 72,339 $ 87,438 Tequesta FY Curren[ - �<vacanh. Currently, CDD wears both hats. Current FY Range 5 58.795 S 76.434 S 94.073 ' Revised: 4/311006 Page 4 of 23 � ' � Public Services Manager / Utilities Superintendent o es "' The person in this position or the position may be mis-classified. (comparable City/Town) (comparable position tiUe) Min Mid Max Recommend redassi(y as Utility Manager."' Gulf Stream NC , Highland Beach WaterPlant Supenntendent S 42,000 5 56,000 5 70,000 Hypoluxo NC Indian River Shores NC Juno Beach Public Works Direc[or 5 54,635 $ 69,988 S 85,341 ' Jupiter lsland Public Works Operations Supervisor S 42,007 5 52,187 5 62,372 Lake Dark NC Lan[ana Public Works Manager / Chief Operator S 37,814 $ 47,216 5 56,992 Manalapan NC ' Ocean Ridge NC Palm Beach Water Resources Division Manager 5 62,835 S 81,604 S 96,292 SewelCs Point NC South Palm Beach NC , Stuart Deputy Public Works Diret[or S 44,204 5 54,831 S 65,457 Att 1: Jupiter Utilities Facili[ies Manager $ 56,281 5 70,352 5 84,422 Alt 2: Palm Beach Gardens NC Market Range (Average) S 45,539 S 61,740 5 74,417 � Tequesta FY Current S 80,365 Longevity. {uerent FY Range 5 57,006 �$ 74.108 5 99.,210 Assistant Finance Director o es (comparable City/Town) (comparable position title) Min Mid Max ' Gulf SVeam NC Highland Beach NC Hypo(uxo NC Indian River Shores NC � Juno Beach Assistant Finance Director $ 57,388 S 73,535 S 89,682 Jupi[er Island NC Lake Park Asstto the Finance Director 5 47,000 S 56,000 5 65,000 Lantana Assistant Finance Director 5 52,562 5 63,814 5 77,792 , Manalapan NC Ocean Ridge NC Palm Beach Assistant Finance Direc[or 5 6Z,927 5 81,723 S 96,433 SewelCs Point NC , Sou[h Palm Beach NC S[uart Assistan[ Financial5ervices Director $ 53,602 5 66,598 S 79,594 Alt 1: Jupiter Assistant Direc[or, Finance 5 54,208 S 67,761 5 81,313 Alt 2: Palm Beach Gardens Deputy Finance Adminis[rator S 60,481 S 79,362 5 98,243 ' Marke[ Range (AVerage) 5 55,453 5 69,828 5 84,008 �Existing vacant dassificatiom Tequesta FY Current Current FY Range 5 52,378 S 68,090 $ 83,804 ' Jnstrument Technician / Ptant Operator (Utility) o es (comparable City/Town) (comparable position tiUe) Min Mid Max Gulf SVeam NC Highland Beach Water Plant Opera[or A& B S 33,000 5 44,000 S 55,000 ' Hypoluxo NC Indian River Shores NC Juno Beach Public WorksSupervisor S 40,765 5 50,982 5 61,200 Jupiter Island NC Sou[h Martin Regional Utility Distnct - Pnvate � Lake Park NC Lantana WaterPlant Operatorll S 30,722 $ 36,982 5 43,805 Manalapan NC Ocean Ridge NC ' Palm 8each MechanicalMainL Unit Supervisor WRD S 45,239 5 58,752 5 69,328 Sewell's Point NC South Palm Beach NC Stuart Ins[rumentation Tech 5 38,501 S 47,809 5 57,117 Al[ 1: Jupiter Water Plan[ Opera[or A 5 35,556 S 44,445 S 53,334 ' Alt 2: Palm Beach Gardens NC Alt 3: Lake Worth Treatment Operator A 5 46,613 $ 50,326 5 54,038 Markei Range (AVerage) 5 38,628 S 47,674 S 56,260 Tequesta � FY�Current S 50,021 � ' Current Teyuesta Pay Scale $ 36,918 S 47,99q 5 59,069 ' Revised: 4l3I2006 Page 5 of 23 � Stormwater Superintendent o es � (comparable City/Town) (comparable position tiUe) Min Mid Max Gulf Stream NC Highland Beach Maintenance Supenntenden[ (U[il/Waq S 42,000 $ 56,000 S 70,000 Hypoluxo NC ' Indian River Shores NC Juno Beach Public WorksSupervisor S 40,765 S 50,982 S 61,200 Jupiter lsland Public Works Operations 5upervisor 5 42,001 S 52,187 S 62,372 Lake Park NC ' Lantana Street Maintenance & Sanita[ion Foreman S 30,722 5 36,982 S 43,SD5 Manalapan NC Ocean Ridge NC Palm Beach Generai Maintenance Supervisor S 46,400 S 60,260 $ 71,107 ' SewelCs Point NC South Palm Beach NC S[uart Stormwater Specialist S 29,869 5 37,097 S 44,325 Alt i: Jupiter Public Works Superintenden[ 5 52,136 S 65,170 5 78,204 AIt2:Palm Beach Gardens Streets5upenntendent S 45,101 5 59,207 S 73,312 ' Market Range (Average) 5 41,724 5 52,236 5 63,041 Tequesta FY Current � - <proposed new dassificatiom <Proposed> FY Range $ 52,754 5 54,800 S 67,446 Streets Superintendent o es � (comparable City/Town) komparable position title) Min Mid Max Gul( Stream NC Highland Beach Maintenance Superin[endent(UtiVWa[) 5 42,000 S 56,000 5 70,000 , Hypoluxo NC indian River Shores NC luno Beach Public Works Supervisor S 40,765 5 50,982 S 67,200 Jupiter Island Public Works Opera[ions Supervisor $ 42,001 S 52,187 S 62,372 ' Lake Park NC Lantana Street Maintenance & Sanita[ion Foreman S 30,722 S 36,982 S 43,805 Manalapan NC Ocean Ridge NC ' Palm Beach General Maintenance Supervisor 5 46,400 S 60,260 5 71,707 SewelCs Point NC South Palm Beach NC Stuart NC ' AIt i:Jupiter Public worksSupenntendent 5 52,136 S 65,170 $ 78,204 Alt 2: Palm 8each Gardens Streets Supenntendent 5 45,101 5 59,207 S 73,312 Market Range (Average) $ 42,732 $ 54,398 $ 65,774 Tequesta FY Current � <proposed new dassificatiom , .� <Proposed> FY Range �5 42,754 5 54,800 S 67,446 Detectivs / Investigator (Police) o es (comparable Ciry/Town) (comparable position [itle) Min Mid Max � Gul( Stream NC Highland Beach NC Hypoluxo NC Indian River Shores Public Safety Officer (Police/Fire/Paramec S 40,131 S 47,754 S 54,050 Triple Certification ('Neares[ Comparable) ' Juno Beach NC Jupicer Island NC Lake Park NC Lantana NC Manalapan NC , Ocean Ridge NC Palm Beach Cnme Scene Evidence / Prop. Specialist 5 31,724 $ 41,200 S 48,616 SewelCs Point NC South Palm Beach NC ' Stuart Evidence & Crime Scene Tech S 25,873 5 32,042 5 38,272 Fire Inves[igator: Min544.4k�Max576.4. Alt 1: Jupi[er Cnme Analyst 5 45,917 S 57,397 5 68,877 Alt 2: Palm Beach Gardens Cnme Analyst & Records Superrisor 5 39,051 5 50,523 5 61,994 Ali 3: North Palm Beach Sergeant, Detective Bureau 5 47,441 S 59,355 S 73,545 , Market Range (Averagel S 38,346 S 48,045 S 57,559 Tequesta FY Curren[ S 52,623 <same classification as Police Officen Current F1'Range S 36,978 5 47.994 5 59,059 � Revised: 413/2006 Page 6 of 23 � ' � Executive Assistant 1 Secretary (Admin) o es (comparable City/Town) (tomparable position title) Min Mid Max Gulf Stream NC Highland Beach Assistantto Town Manager S 37,500 S 50,000 S 62,500 ' Hypoluxo NC Indian RiverShores Executive Secretary 5 27,455 $ 33,633 5 39,811 Juno Beach Administrative Assistant S 36,953 5 46,218 S 55,482 Jupiter Island Executive Secretary (Admin) 5 35,328 S 43,890 5 52,837 ' Lake Park Administra[ive Assistant Curren[ 535,727 annual Lantana Administrative Assistant II S 33,883 5 40,685 S 48,256 Manalapan NC Ocean Ridge NC , Palm Beach Executive Assistant 5 40,605 5 52,734 S 62,226 Sewell�s Point NC South Palm Beach NC Stuart Executive Sec to City Managers Office 5 36,3 V $ 45,094 $ 53,872 ' Alt 1: Jupiter Administrative Assistant Sr 5 47,774 5 52,277 5 62,660 At[ 2:Galm Beach Gardens Executive Assistantto City Manager S 46,279 $ 61,602 S 76,925 Market Range (Average) $ 37,344 5 47,341 S 57,174 Tequesta � FY Curren[ 5 3b,918 ' CurrenL FY�Range 5 36,918 5 47,994 5 59,069 Communications Supervisor (Police) o es (comparable City/Town) (comparable position title) Min Mid Max � Gult Stream NC Highland Beach NC Hypoluxo NC Indian River Shores NC Juno Beach Communications & Records Supervisor $ 38,859 $ 48,547 $ 58,235 I Jupiter Island Public Safety Senior Dispatcher S 24,884 S 30,017 $ 35,074 Lake Park NC Lan[ana Support Services Division Comm. 5 57,970 5 70,408 S 89,773 Manalapan NC � Ocean Ridge Dispatch Coordinator S 33,251 5 37,845 $ 42,436 Palm Beach TelecommunicatorSupervisor 5 41,310 $ 53,650 5 63,307 SewelCs Point NC South Palm Beach NC , Stuart Master Pofice Dispatcher / Disp Super $ 33,758 $ 41,897 5 50,024 Al[ 7: Jupiter Communications Supervisor 5 47,990 S 59,989 5 77,987 Alt 2: Palm 6each Gardens Communications Opera[orManager $ 45,701 $ 59,207 5 73,312 Market Range (Average) 5 40,390 S 50,194 $ 60,519 � Tequesta FY�Current � 5 a4.71�5 Current FY Range 5 35,307 S 46,413 S 57,124 Current Grade 1 i. Check comp factors, adjust if necessary. Accounting Mgr! Accountant III Accounting Technician) (Finance) o es , (comparabte City/Town) (comparable position [itle) Min Mid Max Gulf Stream NC Highland Beach NC Accounting / Payroll Ofcr: 537.5k-SOk-62.Sk. Hypoluxo NC ' Indian River Shores NG Juno Beach Assistant Finance Direc[or S 57,388 5 73,535 5 89,682 Jupiter Island NC Lake Park NC � Lantana Aaounting Manager $ 47,611 S 57,845 S 70,491 Manalapan NC Otean Ridge NC Palm Beach Accounting Supervisor $ 46,000 $ 50,740 5 70,493 , Sewell's Point NC Sou[h Palm Beach NC Stuart NC Purchasing Agent Min544.2k - Max 565.4. Alt 7:Jupiter Accoun[ant,Senior S 47,990 $ 59,989 S 77,987 Alt 2: Palm Beach Gardens Senior Accountant 5 43,000 5 55,649 S 68,297 � Alt 3: North Palm Beach Direc[or of Accounting $ 47,441 $ 59,355 S 73,545 Market Range (Averav,e) $ 48,238 $ 59,519 $ 74,083 Tequesta FY Curren[ S 61 J98 Current FY Range 5 52,378 5 68,090 5 83,804 � ' Revised: 4I3/2006 Page 7 of 23 ' Executive Assistant i Secretary (Police) o es � (comparable City/Town1 (comparable position title) Min Mid Max Gulf 5[ream 1JC Highland Beach Administra[ive Assis[an[ / Law Enf 5 28,500 5 38,000 5 47,500 Hypoluxo NC , Indian RiverShores Executive Secretary 5 27,455 S 33,633 5 39,811 Juno Beach Adminis[ra[ive Assistant $ 36,953 S 46,218 S 55,482 Jupiter Island Executive Secretary (Admin) 5 35,328 5 43,890 5 52,837 Lake Park NC ' Lantana Adminis[rative Assistant II 5 33,883 S 4Q685 5 48,256 Manalapan NC Ocean Ridge NC Palm Beach Adminis[rative Assis[ant S 34,449 5 44,738 S 52,791 , SewelPs Point NC South Palm Beach NC Stuart Execu[ive Sec to City Managers Office 5 36,317 5 45,094 S 53,872 AIt 7: Jupi[er Administra[ive Assistan[ Senior 5 41,774 5 52,217 S 62,660 Alt 2: Palm Beach Gardens Executive AssistaM to the City Manager S 46.279 5 67,602 $ 76,925 ' Market Range (Average) S 35,660 5 45,120 $ 54,459 Tequesta FY Current S 40.771 Current FY Range S 36.918 5 47,994 S 59,Ob9 Fire Captain o es ' (comparable City/Town) (comparable position [itle) Min Mid Max Gulf Stream NC Highland Beach NC Contrac[ with Delray Beach. � Nypoluxo NC indian River Shores Public Safety Captain' S 42,485 5 54,168 5 65,852 Tnple Certification'unadjusted. Juno Beach NC Jupiter Island Public Safety Sergeant 5 43,112 5 49,225 S 54,977 Triple Certifica[ion'unadjusted. � Lake Park NC Lantana NC Palm Beach County Fire/Rescue Manalapan NC Ocean Ridge NC Contract with Boynton Beach FD. � Palm Beach Admin. Lieutenant / Fire Prevention Officf S 62,935 S 76,268 5 89,600 SewelCs Point NC Sou[h Palm Beath NC Stuart Battalion Chief 5 49,825 5 67,817 5 85,810 ' Al[ 1: Jupi[er NC Alt 2: Palm Beach Gardens Fire Cap[ain S 60,642 5 70,954 5 81,266 Al[ 3: North Palm Beach Team Leader S 47,441 5 59,355 5 73,545 Market Range (Average) $ 51,073 S 62,964 $ 75,175 � Tequesta FY Current 5 68,487 Ireflects the mediani 3 employees in dassification. Max salary 569.2k, Average $67.1. Curzent Pl' Range 5 41,329 5 54,800 $ 69,434 Building Plans Examiner / Reviewer (CDD) o es � (comparable City/Town) (comparable position title) Min Mid Max Gul( Stream NC Highland Beach Mul[i-line Inspector / Code Enf Officer S 42,000 S 56,000 5 70,000 Hypoluxo NC , Indian River Shores NC Juno Beach NC Jupiter Island Building Inspector / Plans Examiner S 40,750 S 45,467 S 50.185 Lake Park NC � Lantana NC � Manalapan NC Ocean Ridge NC Palm Beach Combination Plan Reviewer 5 47,586 S 61,800 5 72,924 ' SewelCs Point 8uilding Inspector 5z3.00 / hr South Palm Beach NC SWart ComplianceTechnician 5 28,413 S 41,548 S 54,683 Alt 7: Jupiter Chief Building Inspector S 47,990 5 59,989 5 71,987 ' Alt 2: Palm Beath Gardens Chief Inspector / Chiet Plans Examiner S 45,101 $ 59,207 5 73,312 Market Range (AVerage) 5 39,687 5 51,204 $ 61,948 ?equesta � FY Current - <Proposed> Current F1' Range 5 39,687 S 51.204 $ 61,948 �curren[ly con[ract posi[ioro � Revised: 4/3/1006 Page 8 of 23 ' ' � Village Clerk o es (comparable City/Town) (comparable position ti[le) Min Mid Max Gul( Stream Town Clerk Current 563,950. Hie,hland Beach Town Qerk S 46,500 S 62,OOD S 77,500 ' Hypoluxo Town Clerk / Assis[ant Administrator 5 41,000 $ 58,000 5 75,000 Indian River Shores Town Clerk 5 39,037 S 48,796 S 58,556 Juno Beach Town Clerk S - 54,635 S 69,988 S 85,341 Jupiter Island Town Clerk / HR Manager S 53,665 S 64,874 5 76,082 ' Lake Park NC Lantana Town Clerk S 47,611 5 57,845 S 7Q491 Manalapan Town Clerk S 41,000 5 58,000 5 75,000 Ocean Ridge Town Qerk $ 46,788 5 53,251 5 59,775 Current: 563,000. ' Palm Beach Town Clerk 5 59,700 S 77,533 S 88,823 Sewell's Point Town Clerk Current 568,047. Sou[h Palm Beach NC Stuart City Qerk 5 46,288 S 57,517 5 68,746 ' Alt 1: Jupiter Town Qerk 5 66,642 S 83,303 5 99,694 Alt 2: Palm Beach Gardens City Clcrk 5 70,145 S 93,340 $ 116,535 Market Range (Average) 5 51,084 5 60,780 $ 79,290 Teques[a FY Curren[ 5 52,285 ' � Curren[ FY Range $ 52,378 5 68,090 $ 83,804 Plant Operator II (Utility) o es (tomparable City/Town) (comparable position tiUe) Min Mid Max Gulf SVeam NC � Highland 8each Plant Operatorll 5 28,500 5 38,000 5 55,000 Hypoluxo NC Indian River Shores NC Juno Beach Maintenance Worker II S 26,259 S 32,824 5 39,388 neares[ compareble � recommend take out. ' Jupiter Island NC South Martin Regional Utility Distnd - Pnvate Lake Park NC Lantana Trea[ment Plant Operator S 3Q722 $ 36,982 5 43,805 Manalapan NC � Ocean Ridge NC Palm Beach Wastewater Operator I $ 43,130 5 56,013 5 66,096 Sewelfs Point NC Sou[h Palm 8each NC , StuaR Plant Operator III / Specialists S 31,699 5 39,343 $ 46,987 Alt 1: Jupi[er Water Plant Operator A $ 35,556 S 44,445 $ 53,334 Alt 2: Palm 8each Gardens NC Alt 3: Lake Worth Treatment Operator A 5 46,613 $ 50,326 S 54,038 � Market Range (Average) 5 34,640 $ 42,562 $ 51,235 Tequesta FY CurreM �S 38,3b0 Current P1'Range 5 33,846 S 43,999 5 54,154 , Police Lieutenant (Police) o es (comparable City/Town) �comparable posi[ion ti[le) Min Mid Max Gulf Stream Police Lieutenant Curren[ 561,400. Highland Beach Police Lieutenant 5 42,000 5 56,000 5 70,000 1 Hypoluxo NC Indian River Shores Public Safety Sergean[ (Paramed) 5 43,U3 $ 51,559 5 58,402 Tnple Certification Juno Beach Police Captain S 54,635 $ 69,988 S 85,341 Jupiter Island NC � Lake Park NC Lantana Uniform Division Comm. 5 57,970 5 70,408 S 89,773 Manalapan NC Ocean Ridge Lieu[enan[ 5 48,725 S 54,773 S 61,421 ' Palm Beach Police Captain 5 68,207 S 88,580 5 104,524 Sewelfs Point NC South Palm Beach NC Stuart Police Lieu[enan[ 5 51,064 5 65,343 5 79,622 Alt 1: Jupiter Police Lieutenant Current 581,396 annual. ' Alt2: Palm Beach Gardens Police Lieutenant 5 57,403 5 77,972 5 98,420 Alt 3: North Palm Beach Public Safe[y Lieutenant 5 54,914 S 68,670 S 85,735 Market Range (Average) S 53,066 $ 67,026 $ 81,404 Tequesta FY Current 5 77,635 � Recommend Exemp[ ' Current FY Range S 52,378 5 68,D90 $ 83.804 ' Revised: 4/3/2006 Page 9 of 23 ' Planner (CDD} o es � (comparable Ciry/Town) (comparable posiUOn titlel Min Mid Max Gulf S[ream NC Highland Beach NC Hypoluxo NC , Indian River Shores NC Juno Beach PrincipalPlanner 5 47,224 S 59,029 5 70,835 Jupiter Island Director of Building Planning & Zoning S 59,373 5 75.445 S 92,045 guilding Otficial and Director are same person, multiple roles. Lake Park NC 1 Lantana Community Planner S 37,357 5 44,907 5 53,810 Manalapan NC Ocean Ridge Project Coordina[or 5 38,493 S 43,810 5 49,127 Best Comparable. Palm Beach Ptanning Administrator S 48,379 5 63,830 5 74.139 Sewell's Point NC ' Sou[h Palm Beach NC Stuart Plannerll 5 38,126 S 47,549 5 56,971 Alt 1:Jupi[er Planner 5 47,774 S 52,217 5 62,660 Alt2: Palm Beach Gardens Planner 5 39,051 S 50,523 5 61,994 ' Market Range (Average) 5 41,722 S 54,664 S 65,198 Tequesta fY Current � <vacanb Current FY Range S 35,703 5 46,473 S 57,124 Plant Operator I(Utility) o es ' (comparable City/Town) (mmparable position tiUe) Min Mid Max Gulf Stream NC Highland Beach Water Plant Operator C 5 28,500 5 38,000 5 47,500 � ' Hypoluxo NC Indian River Shores NC Juno Beach Maintenance Workerll 5 26,259 5 32,824 5 39,388 nearestcomparable Jupiter Island NC South Mar[in Regional Utility Distnct - Pnvate , Lake Park NC Lantana Treatment Plant Operator S 30,722 5 36,982 5 43,805 Manalapan NC Ocean Ridge NC � Paim Beach Wastewa[er Opera[orl 5 33,837 5 43,944 S 51,854 SewelCs Point NC Sou[h Palm Beach NC Stuart Plant Operatorl S 28,704 S 35,651 5 42,598 ' Alt 1: Jupi[er Wa[er Plant Operator C $ 34,144 5 39,264 5 � 47,116 Alt 2: Palm Beach Gardens NC Market Range (AVerage) 5 30,361 S 37,778 $ 45,377 Tequesta FY Current . 5 45,889 highest paid posi[ion Curzent FY Range S 30,853 5 39,758 S 48,933 ' Chief Water Plant Operator o es (comparable City/Town) (comparable position [itle) Min Mid Max � Gult Stream NC Highland Beach Water Plan[Superintenden[ S 42,000 S 56,000 S 7Q 000 Hypoluxo NC Indian River Shores NC luno Beach Public Works Supervisor S 40,765 5 50,982 5 61,200 � Jupiter Island NC Sou[h Mar[in Regional U[ility District - Pnvate Lake Park NC Lantana Chief Water Plant Opera[or 5 37,874 S 47,216 $ 56,992 Manalapan NC � Ocean Ridge NC Palm Beach Water Resources Division Nanager 5 62,835 $ 79,564 5 96,292 Sewell's Poin[ NC South Palm Beach NC ' 5[uart WWTP Plant Operacorlll $ 31,699 S 39,343 5 46,987 AI[ 1: Jupi[er Utility Facilities Manager 5 56,281 5 70,352 5 84,422 AIt 2: Palm Beach Gardens NC Market Range IAverage) S 45,232 S 57.Z43 S 69,316 , Tequesta Pf Current 5 68.9J5 Current FY Range S 42,754 S 54,800 S 67,44b ' Revised: 4/3/2006 Page 10 of 23 , ' � Firefighter-Paramedic o es ° Note: aU firefighters can receive various tertifications and (comparable City/Town) (comparable position tiUe) Min Mid Max corresponding pay increases."' Gulf Stream NC ' Highland Beach NC Contratt with Delray Beach. Hypoluxo NC Indian River Shores Public Safery Officer II (Paramed) S 40,137 S 47,754 $ 54,050 Tnple Certifxation Juno Beach NC , Jupiter Island NC Lake Park NC Lantana NC Palm Beach County Fire/Rescue. Manalapan NC ' Ocean Ridge NC ConVact with Boynton Beach FD. Palm Beach Firefigh[er� Paramedic 5 49,489 $ 59,973 5 70,457 SewelCs Point NC South Palm Beach NC ' S[uart Firemedic / Relief Paramedic $ 40,404 $ 54,938 S 69,472 Alt i: Jupiter NC Alt 2: Palm Beach Gardens Firefighter / Firemedic S 46,238 5 55,606 S 65,973 Alt JJ: North Palm Beach Pubtic Safety Officer(Fire / Paramedic) 5 45,167 S 56,430 $ 69,971 , Marke[ Range (Average) 5 44,286 5 54,94D �5 65,985 Tequesta F'! Gurcen[ S 44;889 Ireftects Che median) 5 employees in [his [tassification. Max551.6k, Avg543.8k. Current PY�Range S 38,360 S 51,170 S� 63,849 , Po:lice Sergeant (Police) o es (comparable City/TOwn) (comparable position title) Min Mid Max Gulf Stream Police Sergeant $ 56,500 Highiand Beach NC , Hypoluxo NC Indian River Shores Public Safety Officer Sergeant (Paramed) S 43,273 S 51,559 5 58,402 Tnple Certification Juno Beach Police Sergeant $ 49,224 $ 61,029 $ 72,835 Jupiterlsland Police Sergeant 5 43,112 $ 49,225 5 54,977 Lake Park NC , Lantana Marine Safety Manager $ 49,982 S 60,715 S 74,006 Manalapan NC Ocean Ridge Sergeant S 43,651 5 48,354 5 53,058 Palm Beach Police Sergeant S 53,947 5 70,062 5 82,673 , SewelCs Poin[ NC South Palm Beach NC Stuart Police Sergeant 5 56,098 5 65,177 $ 74,256 A(t 1: Jupiter Police Sergeant $ 46,097 5 60,155 5 74,213 � Alt 2: Palm Beach Gardens Police Sergeant 5 63,727 5 68,750 5 73,772 Alt 3: North Palm Beach Public Safety Sergeant 5 47,441 S 59,355 5 73,545 Market Range (AVerage) $ 50,277 $ 59,438 $ 69,174 Tequesta �FY turrent � S 60;512 � Curren[ FY Range S 45,566 S 59,235 S 72,906 - Public Works Crew Leader (Utilities) o es (comparable City/Town) (comparable position title) Min Mid Max � GuUSVeam NC Highfand Beach Utili[ies Foreman 5 33,000 S 44,000 S 55,000 Hypoluxo NC Indian River Shores NC ' Juno Beach Pubtic Works Grounds Technician 5 30,388 5 38,012 5 45,635 Jupi[er Island Publit Works Foreman 5 25,338 5 37,971 5 39,509 Lake Park NC Lantana Street Maintenance & Sanitation Foreman 5 30,722 5 36,982 $ 43,805 � Manalapan NC Ocean Ridge NC Palm Beach Supervisorl / Streets $ 35,386 5 45,956 $ 54,228 Sewe11's Point NC South Patm Beach NC , Stuart Stormwater Specialist $ 28,870 5 35,849 $ 42,827 Alt 1: Jupiter Water Gtant Operator A $ 35,556 5 44,445 $ 53,334 Alt 2: Patm Beach Gardens Maintenance / Chief Lead Worker S 32,550 5 41,G46 S 50,7A1 Market Range (Average) S 31,476 5 39,858 5 48,135 � Tequesta FY Current ... . � $ 43.852 � Cun�ent FY Range 5 33,005 5 42,907 S 52,008 � Revised: 4/3I1006 Page 11 of 23 ' Recreation Program Supervisor (Parks & Recreation) o es � (comparable City/Town) Icomparable position title) Min Mid Max Gul( Stream NC Highland Bea�h NC Hypoluxo N� � Indian River Shores NC Juno Beach NC Jupiter Island NC Lake Park NC ' Lantana Spor[s Complex Manager S 39,270 5 47,216 5 56,992 Manalapan NC Ocean Ridge NC Palm Beach Recreation Supervisor I S 34,703 5 44,290 S 52,262 Rec Super II: 479k - 62.2k �73.4 SeweU's Poin[ NC ' South Palm Beath NC Stuart Parks & Recreation Ass[ Director S 46,289 S 57,517 S 68,746 Alt 1: Jupiter Reueation Ac[ivities Supervisor S 41,525 S 49,977 S 58,530 AI[ 2: Palm Beach Gardens Recreation Supervisor S 32,048 S 41,545 5 51,041 ' Alt 3: North Palm Beach Recrea[ion Programs Supervisor 5 32,769 5 40,184 S 48,956 Market Range(Average) S 37,567 5 46,788 5 56,088 Tequesta FY Current 5 28,800 � <proposed dassification, > Cvrrent FY Range S 38,301� S 49,790 5� 67,281 ' Fire Lieutenant o es (comparable City/Town) (comparable position title) Min Mid Nax Gulf S[ream N� ' Highland Beach NC Contrac[ with Delroy Beach. Hypoluxo NC Indian River Shores Public Safety Officer SergeaM (Paramed) 5 43,273 $ 51,559 S 58,402 Tnple Certification Juno Beach NC , Jupiterlsland Police Sergean[ 5 43,112 5 49,225 S 54,977 Lake Park NC Lantana (Palm 8each County Fire/Rescue) Manalapan NC � Ocean Ridge NC Contract with Boynton Beach FD. Palm Beach Fire-Reswe Lieutenan[' S 55,598 S 67,377 S 79, 756 ' Does not indude Paramedic Certification. SewelCs Point NC Sou[h Palm Beach NC ' Stuart Fire Lieu[enant 5 45,032 $ 60,853 $ 76,674 50 hour week x hourly Alt 1: Jupiter NC Al[ 2: Palm Beach Gardens Fire Lieu[enant 5 55,129 S 64,504 5 73,878 AI[ 3: North Palm Beach Public Sa(ety Lieu[enant S 54,914 5 68,670 5 85,135 � Market Range (Averagel S 49,510 $ 60,365 $ 71,370 Tequesia FY Curren[ 5 45,565� Ireflecu the median) 3 employees in this dassi(ication. MaxS58.2k, AvgS49.9. Current P'! Range 5 45,Sb6 S 60.969 $ 76.371 Comb9ned range of 18 and 19. Accounting Clerk il (Finance) o es � (comparable City/Town) (comparable position title) Min Mid Max Gulf Sveam NC Highland Beach Aaounting Clerk/Admin Assistant S 24,000 S 32,000 S 40,000 � Hypoluxo N� Indian River Shores NC Juno 8each Finance Technician S 31,977 5 39,971 $ 47,965 Jupiter Island NC , Lake Park Accountant Clerkl S 20,132 5 24,229 5 28,326 Lantana Accountantll S 37,357 S 44,907 S 53,870 Manalapan N� Ocean Ridge NC Palm Beach Accounting Azsistant S 33,535 5 43,553 S 51,392 Office Asst III: 531.9k-41.4k-48.Sk ' SewelCs Poin[ NC South Palm Beach NC Stuart FiscalAssis[antll 5 27,061 S 33,673 S 40,165 A1t 1:Jupi[er Accoun[ing Clerk 5 27,266 5 34,083 5 40,900 ' Alt 2: Palm Beach Gardens Finance / Accounting Technician 5 26,446 5 33,917 5 41,376 Market Range (Average) S 28,472 S 35,783 5 42,992 Tequesta � FY Curren[ 5 40,000 turrentfY Range S 29.340 S 38.142 5 46,944 ' Revised: 41312006 Page 12 of 23 ' , - -.... .. ., . . . .... .... .. ' Utility Service Technician II i Maintenance Worker II (Utilities) o es (comparable City/Townl Icomparable position ti[le) Min Mid Max Gulf Stream NC High(and Beach Water Plant Operator C 5 28,500 S 38,000 $ 47,500 � Hypoluxo IJC �ndian River Shores NC Juno Beach Public Works Grounds Technician S 30,388 $ 38,012 S 45,635 Jupiter Island NC South Martin Regional U[i(ity Distnct � Pnvate � Lake Park NC Lantana System Service Worker II S 3Q722 5 37,263 5 45,098 Manalapan NC Ocean Ridge Maintenance Worker $ 31,668 S 36,043 5 40,417 , Palm Beach Water / Was[ewater Operator III S 43,130 5 54,613 5 66,096 Most tomparable other= Methanic 11:541.5k-54k-63.7k Sewelfs Point NC South Palm Beach NC Stuart Maintenance Mechanic 5 26,062 5 32,781 5 39,499 ' Alt 1: Jupiter Water Plant Opera[or A 5 35,556 5 44,445 S 53,334 AI[ 2: Palm Beach Gardens NC Market Range (AVerage) $ 32,290 5 40,165 $ 48,226 Tequesta FY Current S 45,845 Highest paid. Longevity. � Curren[ FY Range 5 29,340 S 38,742 5 46.944 CustomerService RepreseMative III F Supervisor (Utility 1 Finance) o es (comparable City/Town) (comparable position title) Min Mid Max � Gulf Stream NC Highland Beach Accounting / Payroll Of(icer S 37,500 5 50,000 $ 62,500 Hypofuxo NC Indian River Shores Public Works / Grounds Supervisor 5 40,764 5 SQ982 S 61,200 , Juno Beach Finance Technician S 31,977 S 39,971 S 47,965 Jupi[er Island NC Sou[h Martin Regional Utility Dis[nd � Pnvate Lake Park NC Lantana Accountantll S 37,357 5 44,907 5 53,810 ' Manatapan NC Ocean Ridge NC Palm Beach Accoun[ing Assis[ant S 33,535 S 43,553 S 51,392 SewelCs Point NC South Palm Beach NC ' S[uart Customer Service Supervisor 5 32,937 S 40,889 S 48,841 Alt 1: Jupiter Customer Service Coordinator S 35,556 S 44,445 S 56,664 Alt 2: Palm Beach Gardens NC Marke[ Range (Average) S 35,661 S 44,964 S 54,624 � Tequesta FY Current . . . . 5 39,392 Current FY Range 5 36,918 5 47,994 $ 59;069 Executive Assistant / Secretary (Fire) o es � (comparable City/Town) (comparable position title) Min Mid Max Gulf Stream NC Highland Beach NC Hypoluxo NC 1 Indian RiverShores Executive Secre[ary $ 27,455 $ 33,633 5 39,811 Juno Beach NC Jupi[erlsland Executive Secretary 5 35,328 5 43,890 5 52,837 Lake Park Adminis[ra[ive Assis[an[ Current 535,727 annual. ' Lantana Administrative Assistant II $ 33,883 5 40,685 S 48,256 Manalapan NC Ocean Ridge NC Con[ract wi[h Boynton Beach FD. Palm Beach Office Manager 5 36,655 5 47,604 S 56,727 � Sewell's Point NC South Palm Beach NC Stuart Executive Adminirtrative Secretary S 37,387 $ 38,969 $ 46,550 Alt 1: Jupiter Senior Administrative Assistan[ 5 41,774 S 52,217 $ 62,660 ' Alt 2: Palm Beach Gardens Exec Assistant to the City Manager 5 46,279 5 61,602 5 76,925 Market Range (Average) $ 36,109 $ 45,514 $ 54,738 Tequesta FV Current S 56.735 Current FY Range 5 36,978 S 47.994 $ 59.069 , ' Revised: 4/3/2006 Page 13 of 23 i Planning Assistant (CDD) o es _ , (comparable City/Town) �comparable position tiilel Min Mid Max Gulf S[ream �� Hightand Beath NC Hypoluxo NC � Indian RiverShores Clerkll S 23,440 5 27,542 5 31,644 Juno Beach Planning Technician S 31,977 S 38,471 $ 44.965 Jupiter Island (Building) Permitting Qerk S 27,004 5 33,517 5 40,029 Lake Park NC ' Lan[ana NC Manalapan NC Ocean Ridge NC Palm Beach Administrative Aide (Planning) S 36,655 5 47,604 5 56,172 , SevrelCs Point NC South Palm Beach NC Stuart Plannerl S 34,590 $ 42,942 5 57,293 Alt 1: Jupiter Planning Technician S 33,483 S 41,854 5 50,225 , AIt2: Palm Beach Gardens Planning Technician S 30,647 S 39,569 $ 48.491 Narket Range (Average) 5 31,114 5 38,785 $ 46,117 Tequesta - FY Current - cProposed> Current Ff Range S 30.583 S 39,758 S 48,933 Field / Service Technician I/ Maintenance Worker I(Utility) o es � (comparable Ci[y/Town) (comparable position [itlel Min Mid Max Gulf Stream N� , Highland Beach Utility Main[enance Worker 5 24,000 S 32,000 S 40,000 Hypoluxo NC Indian River Shores NC Juno 8each Maintenance Workerl S 23,824 $ 29,806 S 35,788 Jupiter Island NC South Martin Regional U[ility Distnct - Pnvate , Lake Park Maintenance Workerll S 21,000 S 24,500 5 28,000 Lantana System Service Workerl 5 25,210 5 30,056 5 34,882 Manalapan NC Ocean Ridge Maintenance Worker S 31,668 S 35,081 5 38,493 ' Palm Beach Equipment Operatorl / Mechanicl S 33,127 S 43,022 S 50,766 SewelCs Point NC Sou[h Palm Beach NC Stuart Stormwater Specialis[ S 28,870 S 35,849 5 42,827 ' Alt 1: Jupiter U[ility Worker 5 27,266 5 34,083 S 40,900 Alt2: Palm Beach Gardens Maintenance Techl 5 24,333 5 30,007 5 35,668 Market Range (AVerage) S 26,589 $ 32,711 S 38,592 Tequesta FY Current $ 42,313 Highes[ paid. Longevity. � CurrenttY Range S 25,970 S 33,767 $ 41.553 Field I Service Supervisor / Technician III (5tormwater & Utilities) o es (wmparable City/Town) (comparable position [i[le) Min Mid Max � Gulf Sfream NC Highland Beach Utility Maintenance Foreman S 33,000 S 44,000 S 55,000 Hypoluxo NC Indian River Shores NC ' Juno Beath Public Works Supervisor 5 40,764 5 50,982 5 61,200 Jupiter Island Public Works Operations Supervisor S 42,001 S 52,187 5 62,372 Lake Park NC Lan[ana Stree[ Maintenance & Sanita[ion Foreman 5 30,722 $ 36,982 5 43,805 ' Manalapan N� Ocean Ridge NC Palm Beach Generel Main[enance Supervisor S 46,400 5 60,260 5 71,107 No Stormwater Division - most comparable. Sewelfs Poin[ NC , Sou[h Palm Beach NC Stuart Instrumentation Tech 5 38,501 5 43,919 5 49,338 Alt 1: Jupi[er Utility Worker Coordinator 5 35,556 5 44,445 S 53,334 Alt 2:Palm Beach Gardens S[reetsSuperin[enden[ S 45,101 S 59,207 S 73,312 Market Range (Average) $ 39,006 5 48,998 S 58,683 , Teques[a FY Current 5 51,663 .� CurrenCFY Range - 5 42,754 5 54,800 5 67,446 ' Revised: 41312006 Page 14 of 23 ' ' _...... �....... , ,��....�u.�o ' Building Inspector (CDD) o es (comparable City/Town) (comparable position tiUe) Min Mid Max GuU Stream NC Highland Beach Multi Line Insp/Code Enf Officer 5 42,000 S 56,000 S 70,000 ' Hypoluxo Building Official $ 24,000 S 33,500 S 43,000 Indian River Shores Code Compliance Officer II 5 36,953 S 46,278 S 55,482 Juno Beach NC Jupiterlsland Buildinglnspector / Plans Examiner 5 40,750 5 45,467 S 50,185 , Lake Park NC Lantana Occupancylnspector 5 30,�22 5 37,263 5 43,805 Manalapan NC Ocean Ridge Building Official S 40,419 S 44,774 5 49,129 � Palm Beach Buildinglnspec[or (Combina[ion) $ 42,401 $ 55,066 S 64,978 SewelCs Point NC Sou[h Palm Beach NC Stuart Public Workslnspector 5 36,317 5 44,200 S 53,872 ' Alt 1:Jupiter Buildinglnspector 5 39,701 S 49,626 5 59,551 Alt 2: Palm Beach Gardens Buildinglnspectorll 5 39,051 S 50,523 S 61,994 Market Range (Average) S 37,231 S 46,264 S 55,200 Teques[a FY �Current - <currently contracted> ��Proposed� Current FY��Range .� 5 37,231 S 46,264 5 55,200 No curren[ salary range. ' Parks Foreman ! Maintenance Supervisor (Parks 8!Recreation) o es (comparable City/Town) (comparable position tiUe) Min Mid Max ' Gulf Stream NC Highland Beach NC Hypoluxo NC Indian RiverShores Building & Grounds Maintenance S 23,162 S 27,795 S 32,427 Juno Beach Maintenance Workerll S 26,259 5 32,824 S 39,388 , Jupiter Island NC Lake Park Crew Chief / Lead Worker $ 24,000 5 29,500 $ 35,000 Lantana Grounds / Building MainL Foreman S 3Q722 S 36,982 5 43,805 Public Grounds & Forestry Manager $43.8k�56Ak. Manalapan NC , Ocean Ridge NC Palm Beach Parks Supervisorl 5 31,632 5 41,081 S 48,475 Street / ParksSupervisor-S45k-59k-69k Sewell's Point NC South Palm Beach NC , Stuart NC Alt 1: Jupiter Public Works Field Crew Supervisor S 33,483 $ 41,854 S 50,225 Alt 2: Palm Beach Gardens Maintenante V/ Chief Lead Worker 5 32,550 5 41,646 $ 50,741 Market Range (Average) 5 28,830 S 35,955 $ 42,866 ' Tequesta FY Current �. � � $ 49,368 � longevity. Look at redassifying. Current FY Range $ 29,340 S 38,14Z $ 46,944 'Police Officer (Police) o es , (comparable City/Town) (comparable position title) Min Mid Max Gulf Stream Police Of(icer S 35,200 5 43,850 S 52,500 Highland Beach Police Officer S 35,000 S 45,000 5 55,000 Hypoluxo NC ' Indian River Shores Safety Officer I(Police / Fire / EMT) S 37,781 $ 45,404 5 51,700 Triple Certification JunoBeach Police0(ficer 5 38,859 5 48,547 S 58,235 Jupi[er Island Public Safety Officer (Fire�Po6ENS) S 36,692 $ 45,753 S 54,556 'combined Fire / Police Lake Park NC ' Lan[ana Manne Safety Officer S 33,883 5 40,685 $ 48,256 Manalapan NC Ocean Ridge Officer 5 39,593 $ 45,062 S 50,537 Palm Beach Potice O(ficer 5 46,003 $ 59,744 S 70,498 � Sewelfs Point NC South Palm Beach Police Officer $ 34,500 $ 42,442 $ SD,384 Stuart Potice Ofticer 5 36,005 5 49,171 S 62,338 Alt t: Jupiter Police Officer 5 38,463 S 50,463 5 62,462 Alt Z: Palm Beach Gardens Police Of(icer (Certified) 5 40,675 5 54,785 5 68,894 ' Market Range (Averagel , . S 37,727 5 47,576 $ 57,113 Tequesta FY.Current S 40,893 �reftects medianl 77 employees in [his dass. High 555.9k, w 51,500 incentive pay. Current FY Range 5 36,978 S 47,994 S 59,069 A�erage: $41, 638 ' ' Revised: 4/311006 Page 15 of 23 , ...................... �....�_..__.._.. _.-._� Accounting Clerk 1(Finance) o es �comparable City/Town) (comparable position titlel Min Mid Max � Guff Stream IJC Highland Beach Accounting Qerk / Admin Assistant 5 24,000 S 32,000 S 40,000 Hypoluzo NG ' Indian River Shores Clerk I $ 19,550 S 22,971 S 26,392 �heck this...may be p/t position luno Beach Office Assisfant / Receptionist S 23,824 S 29,806 5 35,788 Jupiter Island NC lake Park Accountant 5 32,000 S 38,500 S 45,000 � Lantana Acct asst / Accountantl 5 25,270 S 35,495 S 45,787 Combined range. Manalapan NC Ocean Ridge NC Palm Beach accounting Clerk 5 29,897 5 38,837 S 45,816 Sewelfs Aoint NG , South Palm Beach NC Stuart Fiscal Assis[ant I 5 25,813 5 32,042 S 38,272 A([ t: Jupi[er Accounting Tech Sr 5 33,483 5 41,854 S 50,225 Alt 2: Palm Beach Gardens Accoun[ant S 35,297 5 45,676 S 65,055 � Market Range (average) 5 27,675 5 35,242 5 43.592 Teques[a FY Current � 5 30,954 Curtent FY Range 5 25,970 5 33,761 5 41,553 Administrative Assistant! Secretary (CDD) o es � Icomparable Ci[y/Town) (comparable posi[ion [itle) Min Mid Max Gulf Stream NC HighlandBeach Adminis[ra[ive5ecre[ary 5 79,000 S 26,000 5 32,500 ' Hypoluxo NC Indian RiverShores Administretive Assis[ant S 23,�62 S 27,795 5 32,427 luno Beach Administrative Secre[ary S 33,565 5 41,929 5 50,294 Jupiter Island Adminis[rative Secretary S 33,059 S 36,560 5 41,277 ' Lake Park Administrative Secretary S 25,000 S 30,000 S 35.000 Lan[ana Administrative Secretary S 25,210 5 30,05h 5 34,882 Nanalapan NC Ocean Ridge NC , Palm Beach Office Assistant III $ 33,120 5 43,103 $ 50,755 Most comparable. SewelCs Poin[ NC Sou[h Palm Beach NC Stuart Ezecutive Administra[ive Secretary S 31,387 5 38,969 5 46,550 ' Al[ 1: Jupi[er AdminisVative Secretary S 37,417 5 39,264 S 47,116 AIf 2: Palm Beach Gardens Administrative Assis[ant $ 37,174 5 48,127 5 59,080 Market Range (Average) $ 29,209 5 36,780 S 42,988 TeqUesta FY Current . $ 44,357 Curren[F1' Range S 28,704 5 36,534 $ 44,956 ' Human Resources / Personnel Specialist (Finance) o es (comparable City/Town) (comparebfe posifion tiUe) Min Mid Max ropose rep acemen or e irec or , Gulf Stream NC Highland Beach NC Acct / Payroll Officer. S37.Sk�50k-625k. Hypoluxo NC Indian River Shores NC luno Beach NC , lupiterlsland Tovm Clerk / HR Manager 5 53,665 5 64,874 S 76,082 Lake Park NC Lantana Human Resources / Administrative Asst 5 29,266 5 35,235 5 41,627 Manalapan NC ' Ocean Ridge NC Palm Beach Human ResourcesAnalyst S 41,7}4 5 54,174 S 63,925 HR Assistant: 534.4k-44.7k�52.8k Sewelfs Poin[ NC Sou[h Palm Beach NC � Stuart Human Resources Specialis[ S 36,317 $ 45,094 5 53,872 Payroil Specialist Min525.8k - Max538.3. Alt 7: Jupiter Human Resources Analyst 5 43,846 S 54,808 S 65,769 al[ 2: Palm Beach Gardens Human Resources Generalist S 46,279 S 61,602 S 76.925 Alt 3: North Palm Beach Human Resources Manager S 40,942 5 51,724 S 63,472 ' Marke[ Range (AVerage) 5 97,718 5 52,416 5 63,095 Tequesta FY Current � <Proposed> Current FY RanQe S 35,703 S 46,473 5 57,124 Proposetl replacemen[�orche HR Director � Revrsed: 4/3/2006 Page 16 of 23 � ' , Risk Management Specialist o es (comparable City/Town) (comparable position title) Min Mid Max Gulf Stream NC Highiand Beach NC ' Hypoluxo NC Indian River Shores NC Juno Beach NC Jupi[er Island Finance Director 5 73,938 5 92,422 $ 170,907 � Lake Park NC Lantana NC Manalapan NC Ocean Ridge NC , Palm Beach Risk Manager S 49,172 5 63,860 5 75,355 Risk Asst MinS31,574-Max548,385. Sewell's Poin[ NC Sou[h Palm Beach NC Stuart Risk & Emergency Management Coord 5 41,993 5 52,179 5 62,364 ' Alt 1: Jupiter NC Alt 2: Palm Beach Gardens Risk Management / Training Coordina[or $ 43,000 5 55,649 5 68,297 Market Range (Average) S 52,026 S 66,027 S 79,231 7equesta � FY Current �� 5 60,590 <former employee salary FT equivalent. ' - CurrencfY Range S 45,566 S 59,235 S 72,906 Fietd Technician (Maintenance Worker / Laborer) (Utilities) o es (comparable City/Town) (comparable position title) Min Mid Max ' Gulf Stream Maintenance Person Current 532,725 Highland Beach Maintenance Worker 5 79,500 S 26,000 S 32,500 Hypoluxo NC Indian River Shores Building & Grounds Main[enance 5 23,162 $ 27,795 S 32,427 , Juno Beach Main[enance Workerl S 23,824 S 29,806 $ 35,788 Jupiter Island NC South Mar[in Regional U[ility Distnct � Pnvate Lake Park Maintenance Workerll 5 21,000 S 24,500 5 28,000 Lan[ana Sys[ems Service Worker 5 25,210 S 30,046 $ 34,882 Manalapan NC ' Ocean Ridge Main[enance Workerl 5 31,668 5 36,043 $ 40,4V Palm Beach Laborerll(Water & Parks) 5 25,424 5 33,019 S 38,962 SeweU's Poin[ NC Sou[h Palm Beach NC , Stuart Utility Service Worker I 5 20,405 5 25,334 5 30,264 Alt 1: Jupi[er Utility Worker 5 27,266 5 34,083 5 4Q900 Alt2: Palm Beach Gardens Maintenance Techl 5 24,333 5 30,001 5 35,668 Market Range (Average) $ 24,179 $ 29,663 $ 34,981 � Tequesta FY Current � . .. . S 31,184 .. Current FY Raoge S 22,291� S 28,978 S 35,666 Firefighter o es , (comparable Ciry/Town) (comparable position title) Min Mid __ Max Gulf Stream NC Highland Beach NC ConVatt with Delrey Beach. Hypoluxo NC ' Indian River Shores Safety Officer I(Police / Fire / EMT) 5 37,781 5 45,404 5 51,700 Tnple Certification Juno Beach NC Jupiter Island Public Safety Officer (Fire-PoI-EMS) 5 36,692 5 45,753 S 54,556 `�ombined Fire / Police Lake Park NC ' Lantana (Palm Beach County Fire/Rescue) Manalapan NC Ocean Ridge NC Contract with 8oynton Beach FD. Palm Beach Pirefighter/ EMT S 43,842 5 53,130 5 62,418 ' Sewell's Point NC South Palm Beach NC Stuart Firefighter / Relie( Paramedic 5 34,866 S 52,169 $ 69,472 Alt 1: Jupiter NC ' Alt 2: Palm Beach Gardens Firefighter / Firemedic 5 46,238 S 55,506 S 64,973 Alt 3: North Palm Beach Firefigh[er 5 40,942 S 51,124 S 63,472 Markct Range (Average) $ 40,060 5 50,514 S 61,098 Tequesta FY Current 5 36,005 (represents the median) Grades 9-12. Highes[ paid FP 545k. Combines min range FF and max � �� Curren2�fY'Range $� 33,005 5 46,037 5 59,069 range FFII. Average $37,871. ' Revised: 4/3I2006 Page 17 of 23 1 Communications Officer (Police) o es ' (comparable City/Town) (comparable position ti[le1 Min Mid Max Gulf Stream NC Highland Beach NC Hypoluxo NC ' Indian River Shores NC Juno Beach Communications fl Records Specialist 5 33,565 5 45,900 5 58,235 Jupiter Island Public Safety Dispa[cher 5 29,362 S 35,597 S 42,196 Lake Park NC � Lantana Police Dispa[cher S 29,266 S 35,235 5 41,627 Manalapan NC Ocean Ridge Dispa[ther 5 30,160 5 34,326 S 38,493 Palm Beach Telecommunica[or 5 34,950 S 45,390 S 53,560 ' Sewell's Point NC South Palm Beach Police Officer S 34,500 5 42,442 S 50,384 5[uart Dispatcher 5 32,715 S 39,894 $ 47,674 Al[ 7; Jupiter Communications Officer S 34,752 S 47,851 5 49,549 ' al[ 2: Palm Beach Gardens Emergency Communica[ion Operator S 37,228 5 43,937 5 SQ645 Marke[ Range (Average) 5 32,811 $ 4Q508 S 48,040 Tequesta FY Current 5 33,969 Irepresents the median) 8 employees in this dassifica[ion. Average $33,672. Curcent FY Range 5 33.846 S 43,999 $ 54,154� Current Gratle 10. Check comp factors, atljus[ if necessary. (Occupationai) Licensing Clerk (CDD) o es , (comparable City/Town) (comparable position title) Min Mid Max Gulf Stream NC � Highland Beach NC Hypoluxo NC Indian River Shores NC Juno Beach Code Compliance Officer I 5 33,565 S 41,929 S 50,294 lupiter Island NC ' Lake Park NC Lantana Permit & Licensing Technician $ 25,270 S 30,056 S 34,882 Manalapan NC Ocean Ridge NC , Palm Beach UNK SewelCs Point NC Sou[h Palm Beach NC Stuart Planning / Occupational Licensing Tech S 29,890 S 37,107 S 44,325 ' Alt 1: Jupiter Occupational License Technician S 25,194 S 31,493 $ 37,791 Alt 2: Palm Beach Gardens Otcupational Licensing Specialist 5 29,124 5 34,286 5 45,438 Alt 3: North Palm Beach Permit & Licensing Technician S 26,428 5 33,036 5 39,968 Market Range (Average) 5 28,235 5 34,651 S 42,116 � Tequesta FY Current 5 35,000 Current FY Range 5 28,235 5 34,651 S 42,116 No current Grade assigned. (Building) Permit Technicia� (CDD) o es ' (comparable City/Town) (comparable position [itle) Min Mid Max Gulf Stream NC Highland Beach Building Sec/Permit Clerk S 24,000 S 32,000 S 40,000 Hypoluxo NC ' Indian River Shores NC luno Beach Code Compliance Officer I S 33,565 $ 41,929 S 50,294 Planning Tech Min$31.9 - MaxS47.9k Jupi[er Island (8uilding) Permi[ting Qerk 5 27,004 S 33,517 5 40,029 Lake Park ' Lantana Permi[ & Licensing Technician S 35,568 S 43,410 S 51,251 Manalapan NC Ocean Ridge NC Palm Beach Development Review Specialist S 33,120 5 43,073 S SQ755 ' Sewell's Poin[ NC South Palm Beach NC S[uart Permit Technician S 25,813 5 3Z,042 5 38,272 AI[ i:Jupi[er Buitding Permi[ Technician 5 27,266 $ 24,083 5 40,900 AIt2: Palm Beach Gardens Permits Technician S 26,445 S 33,917 S 41,376 , Market RangelAverage) S 29,098 S 35,488 S 44,710 Tequesta FY Current S 35,000 Current FY Range 5 29,098 5 35.488 $ qq.��0 ��0 curren[ Graae assignetl. ' Revised: 4/312006 Page 18 of 23 ' ' ' Administrative Secretary ! Assistant (Parks & Recreation) o es (comparable City/Town) (tomparable position title) Min Mid Max Gulf S[ream NC Highland Beach Administrative Secretary 5 19,000 5 26,000 S 32,500 ' Hypoluxo NC Indian River Shores Administrative Secretary 5 23,162 S 27,795 5 32,427 Juno Beach Administrative Secretary S 33,565 5 41,929 5 50,294 Jupiter Island Administra[ive Secretary (Bldg/Util) S 33,059 5 36,560 $ 41,U7 , Lake Park Administrative Secretary 5 25,000 S 30,000 S 35,000 Lan[ana Administra[ive Secretary S 25,210 S 30,056 5 34,882 Manalapan NC Ocean Ridge Projed Coordinator S 38,493 S 43,810 $ 49,127 ' Palm Beach Office Manager 5 37,486 S 48,683 5 57,446 Registration Cterk: 521.3k-22.4k�23.5k Sewell's Point NC South Palm Beach NC Stuart Division Secre[ary S 25,813 S 32,042 5 38,272 ' Alt 1: Jupiter Administrative Secretary S 31,411 S 39,264 5 47,116 Alt 2: Palm Beach Gardens Administra[ive Assistant $ 37,174 S 48,127 S 59,080 Market Range (Average) S 29,943 $ 36,752 �$ 43,402 Tequesta FY Curren[ S 17,680 New position. Salary based on Hourly rate of Office Ass[ position. ' Current FY Range 5 28,104 S 36,534 �$ a4,966 Administrative Secretary / Assistant (Admin) o es (comparable Ciry/Town) (comparable position title� Min Mid Max , Gulf S[ream NC Highland Beach Administrative Secretary S 19,000 5 26,000 5 32,500 Hypoluxo NC Indian River Shores Adminis[rative Secretary $ 23,162 S 27,795 5 32,427 � Juno Beach Administrative Secretary 5 33,565 S 41,929 $ 50,294 Jupiterlsland Execu[ive Secretary (Admin) $ 35,328 S 43,890 $ 5Z,837 Lake Park Adminis[rative Secretary S 25,000 S 30,000 5 35,000 Lantana Adminis[rative Seu'e[ary 5 25,210 $ 30,056 S 34,882 Manalapan NC , Ocean Ridge Projed Coordina[or S 38,493 5 43,810 5 49,127 Palm Beach Administrative Assistant 5 31,872 5 41,393 5 48,843 Sewell's Point NC South Palm Beach NC ' Stuart Division Secretary $ 25,813 S 32,042 $ 38,272 Al[ 1: Jupiter Adminis[ra[ive Secre[ary S 31,411 5 39,264 S 47,716 AII 2: Palm Beach Gardens Administrative Assistant S 37,174 S 48,127 5 59,080 Market Rangc (Average) $ 29,639 $ 36,755 $ 43,677 , Tequesta � fY Current S� 34,790 Current FY Range 5 28,104 5 36,53A $ 44,956 Administrative Secretary / Assistant'jFinance) o es ' (comparable City/Town) (comparable position tiUe) _Min Mid Max Gulf Stream NC Highland Beach Accoun[ing Clerk / Admin Assistant $ 24,000 S 32,000 5 40,000 A«oun[ing Secre[ary: S19k-26k-32.5k. Hypoluxo NC ' Indian River Shores Administra[ive Secretary $ 23,162 S 27,795 5 32,427 Juno Beach Administrative Secretary S 33,565 5 47,929 5 SQ294 Jupi[er Island Administrative Secretary (BldgNtil) $ 33,059 S 36,560 S 41,277 Lake Park Administrative Secre[ary S 25,000 S 30,000 S 35,000 ' Lan[ana Administrative Assistan[I 5 30,722 $ 36,982 5 43,805 Manalapan NC Ocean Ridge Project Coordinator 5 38,493 S 43,810 S 49,127 Palm Beach Account Clerk / Receptionist 5 29,897 S 38,827 5 45,816 ' SeweU's Point NC South Palm Beach NC Swart Execu[ive Administrative Secretary S 37,387 $ 38,969 S 46,550 Alt 1: Jupiter Administra[iveSecre[ary 5 31,411 5 39,264 S 47,176 ' Alt 2: Palm Beach Gardens Adminis[rative Assis[an[ S 37,174 5 48,127 5 59,080 Market Range (AVerage) 5 30,715 5 37,660 S 44,590 Teq�esta fl' Current 5 35,693 �CUrrent FY Range 5 33,846 5 43,999 5 54,754 ' � Revised: 4/3/2006 Page 19 of 23 , Administrative Secretary I Assistant (Police) o es � (comparable City/Townl fcomparable position tiUe) Min Mid Max Gulf Stream NC Highland Beach Admin AssisVLaw Enforcement S 28,500 S 38,000 5 47,500 Hypoluxo NC ' Indian River Shores Administrative Secretary 5 25,247 $ 30,297 5 35,345 Juno Beach Adminis[rative Secretary S 33,565 S 41,929 $ 50,294 Jupiter Island Administrative Secretary (Bldg/Util) S 33,059 5 36,560 S 47,277 Lake Park AdminisVa[ive Secre[ary 5 25,000 S 30,000 S 35,000 � Lantana Administrative Secre[ary (Police) 5 29,266 $ 35,387 5 42,619 Manalapan NC Ocean Ridge NC Palm Beach Adminis[rative Coordinator S 31,872 S 41.393 5 48.843 SewelCs Goin[ NC ' Sou[h Palm Beach NC Stuart Fiscal Assistant S 25,813 $ 32,042 5 38,272 Alt 1: Jupiter AdministrativeSecretary S 31,411 5 39,264 5 47,116 Alt 2: Palm Beach Gardens Adminis[rative Assistant S 37,174 5 48,127 $ 59,080 , Market Range (Average) 5 30,097 S 37,299 S 44.535 Tequesta FY Current 5 40,771 Current FY Range S 33,846 S 43,999 S 54,154 Customer Service Representative II (Utility / Finance) o es ' (comparable Ciry/Town) Icomparable position tiUe) Min Mid Max GuU Stream NC Highland Beach Accoun[ing Clerk / Adminis[rative Asst 5 24,000 S 32,000 $ 40,000 ' Hypoluxo NC Indian River Shores Clerk II 5 21,505 S 25,268 5 29,031 luno Beach Finance Technician 5 31,976 5 39,970 5 47,964 Jupiter Island NC South Mar[in Regional Utility Distnct - Pnva[e ' Lake Park NC Lan[ana Accoun[antl S 32,198 S 38,709 $ 45,781 Manalapan NC Ocean Ridge NC ' Palm Beach Accoun[ing Assistant S 33,535 S 43,553 S 51,392 Sewell's Point NC South Palm Beach NC Stuart Fiscal Assistant II S 27,061 5 33,673 S 40,165 ' Attl:Jupiter Customer5erviceCoordinator 5 35,556 S 44,445 5 53,334 Alt 2: Palm Beach Gardens NC Narke[ Range (Average) 5 29,404 S 36,794 S 43,952 Tequesta FY Current .- S 29.865 ' Current FY Range S 28,704 5 36,534 S 44,966 Maintenance Wocker (All) o es (comparable City/Town) (comparable position ti[le) Min Mid Max ' Gulf Stream Building Maintenance Worker Curren[ 532,725. Highland Beach Maintenance Worker 5 19,500 5 26,000 S 32,500 Hypoluxo NC Indian RiverShores Building & Grounds Main[enance S 23,162 S 27,795 S 32,427 ' Juno Beach Maintenance Workerl $ 23,824 5 29,806 5 35,788 Jupiterlsland Public Works Laborer S 24,523 5 28,905 S 33,272 Lake Park Maintenance Workerll 5 21,000 $ 24,500 5 28,000 Lantana Generai Maintenance Worker S 21,840 $ 26,000 5 30,160 Manalapan NC � Ocean Ridge NC Palm Beach Laborerl S 25,424 $ 33,019 5 38,962 SewelCs Point NC South Palm Beach NC ' Stuart Laborerl / Groundskeeper 5 18,512 5 23,005 S 27,498 Alt 1: Jupiter Service Worker S 35,194 5 31,493 5 37,791 Alt 2: Palm Beach Gardens Maintenance Tech I- Facili[ies S 24,333 5 30,001 S 35,668 Market Range (Average) S 23,731 5 28,052 S 33.207 , Tequesta Pl' Current S 31,784 � Current FY Range 5 22.291 S 28,978 S 35.666 ' Revised: 4l3/2006 Page 20 of 23 ' ' � Parks 8 Recreation Attendant I Camp & Skate Park (Parks & Recreation) o es (comparable City/Town) (comparable position titte) Min Mid Mar. Gulf Stream NC Highland Beach NC � Hypoluxo NC Indian RiverShores NC Juno Beach NC Jupiter Island NC � Lake Park NC Lantana Ocean Lifeguard 26,562 31,637 36,691 Manalapan NC Otean Ridge NC � Palm Beach Activity Leader 21,283 22,402 23,523 Nearest comparable. SewelCs Poin[ NC South Palm Beach NC Stuart Recreation Leader 23,400 29,162 34,923 ' Alt 1: Jupiter Recreation Specialist 23,121 28,901 34,681 Alt 2: Palm Beach Gardens NC Market Range (Avcrage) $23,591 528,025 532,455 Rename Activity Leader Tequesta � FY{urrent � 517,680 Part tine / Seasonal & Hourly Position. No range necessary. ' <Proposed> FY Range $23,.591 $28,025 $32,455 No Grade assigned. Records Clerk / Speciatist (Police) o es (comparable City/Town) (comparable position title) Min Mid Max ' Gult 5[ream NC Highland Beach Admin Assist/Law Enforcement S 28,500 S 38,000 S 47,500 Hypoluxo NC Indian River Shores Cterk II S 21,505 5 25,268 5 29,031 Juno Beach Communica[ions Records Specialis[ 5 33,564 5 47,929 $ 50,294 , Jupi[er lsland Public Safery Senior Dispatcher S 24,884 $ 30,077 S 35,074 Lake Park NC Lantana NC Manalapan NC � Ocean Ridge NC Palm Beach Records Assistant S 27,713 5 35,991 5 42,471 SewelCs Point NC South 7alm Beach NC , S[uart Dispa[cher S 29,162 5 36,234 S 43,306 Alt 1: Jupiter Police Services Specialist 5 25,194 S 31,493 S 37,791 Alt 2: Patm Beach Gardens Police Services Specialist 5 27,6N 5 35,493 $ 43,365 AIt 3: North Palm Beach Records Clerk 5 25,237 S 31,519 5 38,126 ' Market Range (Averae,e) $ 27,042 $ 33,994 $ 40,773 Tequesta FY Current 5 29,994 Highest paid position. Current FYRange S 27,042 5 33,994 5 40,773 No curren[ Grade assigned. ' Code Compliance / Zoning Enforcement Officer (CDD) o es (comparable City/Town) (comparable posi[ion title) Min Mid Max Gul( Stream NC Highland Beach Multi-line Code Enforcement Offiwr 5 42,000 5 56,000 S 7Q000 ' Hypoluxo NC Indian River Shores NC Juno Beach Code Compliance Otficer II $ 36,953 5 46,218 $ 55,482 CC01-5335k � 50.3. Jupiter Island NC ' Lake Park Code Compliance Officer $ 28,000 5 35,000 5 42,000 Lantana Code Enforcemen[ Officer S 30,722 5 36,982 S 43,805 Manalapan NC Ocean Ridge NC ' Palm Beach Code Compliance Officer II S 42,401 S 55,066 S 64,978 CCO7-S34.7k-45k-53k SewelCs Point NC South Palm Beach NC Stuart Code Comptiance $ 38,116 $ 47,332 S 56,548 �ode Enf Ofcr: Min529.9k-Max544.3k. Alt 1: Jupiter Code Compliance Officer $ 31,411 $ 39,264 S 47,116 ' AIt 2:Palm Beach Gardens Code Enforcement Officer 5 32,048 5 41,545 $ 51,041 Alt 3: North Palm Beach Code Enforcement Officer II 5 32,169 S 40,184 5 48,958 Market Range (AVerage) 5 34,869 S 44,177 5 53,325 Tequesta F1' Current 5 32,136 � Current FY Range 5 33,846 5 43.999 S 54.154 � Revised: 413/2006 Page 21 of 23 ' Deputy City Cierk o es , (comparable City/Tov+n) Icomparable posi[ion titte) Min Mid Max Gul( Stream Assistant / Deputy City Clerk Curren[ 537,500. Highland Beach Deputy Tovm Clerk 5 28,500 S 38,000 5 47,500 Hypoluxo Deputy Tovm Clerk S 28,000 S 41,500 S 55,000 , Indian RiverShores Clerkll 5 21,505 5 25,268 S 29,031 Juno Beach Depury Town Glerk S 35,259 5 44,047 5 52,835 Jupiter Isiand NC Lake Park Deputy Town Clerk S 32,000 5 38,500 S 45 ' Lantana NC Manalapan NC Ocean Ridge Deputy Tovm Clerk 5 34,914 5 39,737 S 44,560 Palm Beach Deputy Town Clerk S 38,599 5 50,128 S 59,751 SewelCs Point NC � South Palm Beach NC Stuart NC Alt 1: Jupiter Deputy Tovm Qerk 5 39,701 5 49,626 S 59,551 Alt 2: Palm Beath Gardens Deputy City Clerk 5 57,9N $ 67,771 5 77,620 ' Market Range (Average) S 35,155 5 43,842 S 52,250 Tequesta FY Curren[ � � . <Proposed� FY Range S 35,155 S 43.842 S 52,250 CustomerService Representative I(Utility ! Finance) o es ' (comparable City/Town) (comparable position [itle) Min Mid hlax Gulf Stream NC Highland Beach Accounting Clerk / Admin Assistan[ $ 24,000 S 32,000 S 40,000 ' Hypoluxo NC Indian River Shores Clerkl 5 19,550 5 22,971 5 26,392 Juno 8each O(fice Assistan[ 5 23,824 5 29,806 S 35,788 Nearest appropnate comparable. Jupiter Island NC South Martin Regional Utility Distnct - Priva[e , Lake Park NC Lantana Accountantl 5 32,198 5 38,709 5 45,781 Manalapan NC Ocean Ridge NC ' Palm Beach Accounting Clerk 5 29,897 5 38,827 5 45,876 Nearest appropnate comparabie. SeweU's Point NC Sou[h Palm Beach NC Stuart Fixal Assistant I 5 25,813 S 32,042 $ 38,272 ' Al[ 7: Jupi[er Cus[omer Service Coordinator 5 35,556 S 44,445 5 53,334 Alt 2: Palm Beach Gardens IJC Market Range (Average) 5 27,263 S 34,1�4 S 40,769 Tequesta � fY Current S 28,000 ' Current P'f Range S 24,816 S 32,260 S 39,704 Administrative 5ecretary / Assistant (Utilities) o es (comparable City/Town) (comparabte posi[ion [i[le) Min Mid Max ' Gul( Stream NC Highland Beach Administrative Secretary 5 19,000 5 26,000 S 32,500 Hypoluxo NC Indian River Shores Administra[ive Secretary S 23,162 5 27,795 5 32,427 ' Juno Beach � Administrative Secretary 5 33,565 S 41,929 5 SQ294 Jupi[er Island Administrative Secre[ary (Bldg/Util) 5 33,059 S 36,560 $ 41,277 Lake Park Administra[ive Secretary S 25,000 S 30,000 S 35,000 Lantana Operations Adminis[rative Assistant S 27,914 5 31,117 $ 38,501 Manalapan NC , Ocean Ridge NC Palm Beach Office Assistant II 5 29,897 5 38,827 $ 45,816 SewelCs Point NC South Palm Beach NC , Stuart Executive Administrative Secretary S 31,387 5 38,969 5 46,550 Alt 1: Jupiter Administrative Secre[ary 5 31,411 S 39,264 5 47,116 Al[ 2: Palm Beach Gardens Administra[ive Assistant S 37,174 5 48,127 5 59,080 Market Range (Average) 5 29,157 5 35,859 S 42,856 ' Tequesta FY Curren[ 5 31,137 New position. Salary based on Admin Asst Water P&S. Current�FY Range � S 30.583 S 39,758 $ 48,993 � Revised: 4/311006 Page 22 of 23 � ' � Administrative Secretary ! Assistant (Fire Rescue) o es (comparable City/Town) (comparable position title) Min Mid Max Gulf Stream NC Highland Beach Admin Assst/Law Enforcement S 28,500 5 38,000 $ 47,500 � Hypoluxo NC Indian River Shores Administrative Secretary 5 25,247 $ 30,297 S 35,345 Juno Beach NC Jupiter Island Administrative Secretary (B(dg/U[il) 5 33,059 S 36,560 5 41,277 � Lake Park Administrative Secretary 5 25,000 $ 30,000 S 35,000 Lantana Administrative Secretary (Police) 5 29,266 5 35,381 5 42,619 Manalapan NC Ocean Ridge NC ' Palm Beach Administrative Coordinator 5 31,872 5 41,393 5 48,843 Medical Billing Tech: MinS29.3k to MaxS44.9k. SeweU's Point NC South Palm Beach NC Stuart Executive Administrative Secretary S 31,387 5 38,969 5 46,550 � Alt 1: Jupiter Administrative Secretary 5 37,471 5 39,264 S 47,176 Alt 2: Palm Beach Gardens Administrative Assistan[ S 37,174 S 48,127 5 59,080 Merket Range (Average) S 30,324 S 37,555 S 44,874 Tequesta FV Current 5 33,846 Current FY Range � S 33,846 5 43,999 S 54,154 , � , , , , ' ' ' ' � ' � Revised: 413/2006 Page 23 of 23 t � � � � � � � � � � � � � � � � � ! � �-- - -- - - - - -- - -- - - ---- -- ---, i �' SALARIES: CURRENT & MARKET RANGES ; ; i � � i $140,000 � I I —.— Current Salary I � $120,000 � Minimum ;� ; Market Avg Midpoint � I � $100,000 � f — --i -- Market Avg Maximum ' ' ,. �^"�./ . �, _ .__ =-- -- I �- r ... _ _.. ..._ � . __ _ . `� $80,000 -_ _ __ ca � ��'�/� / . .. i � � _. i � $60,000 --� \ t _ c • • .�___.,� : Q $40,000 — _----- , --- ------------- -- � i $20,000 ' I $- ' � � � �� ,c °� ,c � ° �\ . o °� a� "�°� ��' �` �� a e�� o� m� �� o� a �c O� �,c` �� O� � ...� ¢� ,,� � �a �a �� G �¢, V o� �`� `� �p �� `�� o G� �� Q` �a m � �� a o � �a V� �a �c � V � o� :� o� � � �m �`° O �a� O �¢, o Q c ,� � a ,` p` J p Q v, c V,�� c j,�� Q aF �� 2 c < � Q J Q ` i � � � c � � Q e` �� : `� �' °�' �c � � `�' � \ " � �` Q� � c� p� � o�c,� S'� °� a ,�°` �.°` I ��d � C 0 Q F �p� 47 0 � J� � C rp C ��C � � � J Q � � J Q 2 �t J Q �� J Q � � ; `O �d <� � � '� � � ��' a �� G� � :� �c; `� ��`� � � ��' o` � Q g �:� �: �a, Q �� ,�� y�' �Q I a� � O Q �a V y c " � � � •.,�� i � � �Q i �� s'� c c I � '� � ��' o �a �, y� '� �� o� � � � � � � J c � �'�� Q � �<� �F c� F� � �°�� . ��' Q ' P �c "� � Q y Q � '� i F �� y �a� P ¢ � m�' c,� � �`� y �� ,-��° c,` c� �� F � � � y �� a� � �m Q �� J � �`� ;� V° �o P � `� � � Q � �a F � o � , QJ P � c,�� c a� �v ��'� °' G�� F� � i � c .� �� Q' ��' �� yo a �� \c � i I � i Q ,o° c c °j C� ��Q" � �� I � � �°° �' � I � P � � � � Class P o s ition s � � � w w� ai■� .�. .�. .� � � � SALARIES: CURRENT & MARKET RANGES � � $70,000 �--Current Salaries $60,000 ----- -- -- — - ----- —Market Avg Minimum . � � - ` _ _. .� ,1t._..____ Market Avg Midpoint ; � � _... . . � $50,000 _._ , _.. _... --Market Avg Maximum _.__ . � —.---- __._ `� $40,000 _. _- - __ —. _ __�� ----�� _ _� , ! � - ----- ------------ ._` � -- � �--; � $30,000 i --- Q $20,000 -i- --_ _ _—____-------- ---- --- --- ----- -- - — --- --- � $10,000 � i $_ � , , , , � �i � � -� � � � � � �- � -� � � � � � � � � � -� -� � � � � � -. � � I o� y° r O <� �� p��,� \� �. `�, �v, O p � Q p � �� c �,� :� O:� �� ' p� �� :� J � c y ' o c' a� C�� `. � o G� G �� `� o G � U m o � a Q J'c G� J `. qt m � m � V o J � J � ¢, � I Q � � ` •., Q �- a� � � � Q ` � ` c Q � � q> � � � � c c � Q � � � F v � Q � c � � < < ` '` � c � Q' � �. �t- � ¢, � �' Q � �Q � o� ��. � �� a, � c � y . � w � � � m� . � m �`'� � �`° Q � `� � y � p` �� `m` �o� �` `�`"� y ` D ``d `cc � ��`' �� y � Q ,�� y � Q� a � �`. �� U �' � ��` °�� Q��a I O � � y a Q � ,� .�,� � � .. 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Classification Compensation Stu , Colin Baenziger Associates ' Survey Avera�e Llassified Position Current Base Salary Minimum Midpoint Maximum ' Villagen4anager $ 118,640 $ 73,962 $ 93,861 $ 113,141 AssistantVivageManager s $6,314 $ 68,189 $ 87,798 $ 107,887 Finance Director $ 88,751 $ 67,906 $ 85,840 $ 104,435 , FireChief $ 99,1#2 $ 64,132 $ 82,213 $ 102,672 Community Development Director $ 88,000 $ 66,283 $ 84,555 $ 102,305 Police Chiet S 97,701 $ 65,048 � $ 96,867 � Public Services Director (Proposed) $ 91,2'58 $ 63 ,411 � 78,417 5 93,912 Director of Parks 8 Recreation $ 53,200 $ 60,450 $ 75,988 S 92,982 BuildingOfficial(CDD) $ 72,339 $ 57,252 $ 72,339 $ 87,438 � Assis[ant Fire Chief - Operations $ 73,398 $ 56,979 $ 73,398 $ 89,674 UtilityDirector $ 71,994 $ 56,957 $ 71,994 $ 86,792 Assistant Police Chief - Lieutenant $ 77,635 '$ 55,541 $ 67,913 $ 84,750 � Assistant Finance Director $ 69,828 $ 55,453 $ 69,828 $ 84,008 Police Lieutenan[ (Police) s 77, $ 53,066 $ 67,026 $ 81,404 VillageClerk $ 52,285 $ 51,084 $ 60,780 $ 79,290 Risk Management Specialist (Finance) $ 60,590 $ 52,026 $ 66,027 $ 79,231 � FireCaptain $ 68,487 $ 51,073 $ 62,964 $ 75,175 PublicServicesManager/UtilitySuperintendent $ $0,365 S 48 ,539 $ 61,740 S 74,411 Accounting Manager / Accounting Clerk III (Finance) $ 61,798 $ 48,238 $ 59,519 $ 74,083 ' Fire �ieutenant $ 46,565 $ 49,510 $ 60,365 $ 71,370 Chief water Plant Operator / Superintendent $ 68,935 $ 45,232 $ 57,243 $ 69,316 PoliceSergeant(Police) $ 60,512 $ 50,277 $ 59,438 $ 69,174 ' FirefighterParamedic $ 44,86'9 $ 44,286 $ 54,940 $ 65,985 Streetssuperintendent $ 54,398 $ 42,732 5 54,398 $ 65,714 Ptanner(CDD) $ 54,664 $ 43,722 $ 54,664 $ 65,198 ' Stormwater5uperintendent $ 52,236 $ 41,124 $ 52,236 $ 63,041 Human Resources / Personnel Specialist (Finance) S 52,416 $ 41,718 $ 52,416 5 63,095 Firefighter (Fire) $ 36,005 $ 40,060 $ 50,514 $ 61,098 Building Plans Examiner / Reviewer (CDD) $ 51,204 $ 39,687 $ 51,204 $ 61,948 ' Communications Supervisor (Police) $ 44,715 $ 40, 390 $ 50,194 S 60, 519 Field / Service Tech Superint. (Stormwater/Water Utility) $ 51,663 $ 39,006 $ 48,998 $ 58,683 Detective / Investigator (Police) $ 52,623 $ 38,346 $ 48,045 $ 57,559 ' Instrument Tech. / Plan[ Operator (Utility) $ 50;021 $ 38,628 $ 47,614 $ 56,260 Police0fficer(Potice) $ 40,893 $ 37,721 $ 47,576 $ 57,113 Recreation Programs Supervisor $ 28,800 $ 37,567 S 46,788 $ 56,088 � Executive (Secretary) Assistant (Admin) $ 3fi,918 $ 37,344 $ 47,341 $ 57,174 Building Inspector (CDD) $ 46,264 $ 37,231 $ 46,264 $ 55,200 Customer Service Representative III (Utility) $ 39,392 $ 35,661 $ 44,964 $ 54,624 � Executive(Secretary)Assistant(Fire) $ 56,736 $ 36,109 $ 45,514 $ 54,738 Executive (Secretary) Assistant (Police) $ 40,771 $ 35,660 $ 45,120 $ 54,459 Code Compliance / Enforcement Officer (CDD) $ 32,136 $ 34,869 $ 44,177 $ 53,325 Deputy vitlage Clerk $ 43,842 $ 35,155 $ 43,842 $ 52,250 � Ptant Operator II (Utility) $ 38,360 $ 34,640 $ 42,562 $ 51,235 Field / Service Technician / Maintenance Worker II (Utility) $ 45,845 $ 32,290 $ 40,165 $ 48,226 Public Works Crew Leader (Utility) $ 43,852 $ 31,476 $ 39,858 $ 48,135 ' Communications Officer (Police) $ 33,969 $ 32,811 $ 40,508 $ 48,040 PlanningAssistant(CDD) $ 38,785 $ 31,114 $ 38,785 $ 46,117 Plant Operator I(Utility) $ 45,889 $ 30,361 $ 37,778 $ 45,377 � (Building) Permit Technician (CDD) $ 35,000 $ 29,098 $ 35,488 $ 44,110 Administrative (Secretary) Assistant (Finance) $ 35,693 $ 30,715 $ 37,660 $ 44,590 Revised: 4/3/2006 ►'age ► of � � ' - �-- � - - -, - • .......,. .,.,,.. �............ ...... .... ..... . C/assification Compensafion Stu y Colin Baenziger Associates ' Classified Position � U11e11 � Base Salary Minimum hlidpoint Maximum ndministrative (Secretary) Assistant (Police ) $ 40,771 $ 30,091 $ 37,299 S 44,535 ' Administrative (Secretary) Assistant (Fire Rescue) $ 33,846 $ 30,324 $ 37,555 $ 44,814 Administrative (Secretary) Assistant (Admin) S 34,790 S 29,639 $ 36,755 $ 43,671 Administrative (Secretary) Assistant (Parks & Rec.) $ 17,680 $ 29,943 $ 36,752 $ 43,402 Customer Service Representative II (Utitity) $ 29,865 $ 29,404 $ 36,794 $ 43,952 � Administrative (Secretary) Assistant (CDD) $ 44,357 $ 29,209 $ 36,180 $ 42,988 ndministrative (Secretary) Assistant (Utility� $ 31,137 $ 29,157 $ 35,859 $ 42,856 Parks Foreman / Maintenance Supervisor (Parks 8 Rec1 5 49,368 $ 28,830 $ 35,955 $ 42,866 � Accounting Clerk II / Accountant (Finance) $ 40,000 $ 28,472 $ 35,783 $ 42,992 Accounting Clerk I(Finance) $ 30,954 $ 27,675 $ 35,242 $ 43,592 (Occupational) Licensing Official (CDD) $ 35,000 $ 28,235 $ 34,651 $ 42,116 , Records Clerk (Police) $ 29,994 $ 27,042 $ 33,994 $ 40,773 Customer Service Representative I(Utility) � 28,000 $ 27,263 $ 34,114 5 40,769 Field / Service Technician / nnaintenance Worker I(Utility) $ 42,313 $ 26,589 $ 32,711 $ 38,592 ' Field Tech (Maintenance / Utility Worker) (Utility) $ 31,184 $ 24,179 $ 29,663 $ 34,981 Mainrenance Worker (All Departments) S 31,1$4 $ 23,731 $ 28,052 $ 33,207 Parks Et Recreation Attendant / Camp 8 Skate Parks (Parks @ Rec) $ �7�680 5 23 ,591 S 28,025 S 32 ,455 � ' , 1 ' ' � � � , � Revised: 4/3/2006 P°Se Z°f 2 � ' � apPENnix s ' REGIONAL BENEFITS SURVEY 1 1 1 Vilfage of Tequesta, FL Municipal Solutions, llc Classification Compensation Study Colin BaenzigerAssociates Basic Structural Information City / Town �urrent 7otal Services Provided # of Steps Et Grades in Frequency of Pay Increase (FY or Resident Employees Salary Scale Anniversary Date) Population (FT/PTlTemp) No Stepi or Ranoes. Salaries �ulf Stream 714 16/1 All Services but Fire, EMS or Sotid Waste. adjusted annuatly. Annualty, on fiscal year 4150 Year . _ iighland Beach Round 8,000 during the peak Alt Services, but Fire (contract w! Delray Beach) and buy season 36/8 water, residents use septic. 12 Grades with ranges Annually Town Clerk, Administrative Clerk, Deputy Town Cterk, iypoluxo 2500 5 Buitdino Officiat, Maintenance Worker. No Step<_ in the salary ranges Annually on October 1st ndian River Shores 29/1 (atl but 7 are 1Z General Pay Grades. Step for 3647 public safetp) Atl services except water, sewer, garbage Public Safety only and it is 5 steps. Annualty on October 1st Juno Beach Police, 911-Dispatch, Planning 8 Zonino, Public Works, Code Based on market range per 3592 37/3 Comptiance, Finance 8 Administrative Services. dassified position. Annually on October 1st Finance, Administration, Combined Public Safety (Fire, lupiter Island Potice, EMS), Pubtic Utility {waterlSewer) 8 Public Works Anniversary date, based on CPl 616 42/3 (Streets, Bldgs, Grounds, Solid Waste, etc) 5 Grades, no steps. +discretionary supervisory adjustments. _ake Park 8700 35/2 Police, Fire, Utilities 5 steps, no �rades. Annualty on October tst Benefits are in three separate categories: General Officers, .antana 9800 110/10 Police Officers and Exempt Employees, - _ Dispatch: 5 steps, Non for non-law Aanalapan enforcement. Police: 7 steps for 329 26l8 Water, Wastewater cotlection, Police, Buildings & Grounds. officer, 5 steps for Sergeant. Annuatly on October 1st )cean Ridge 1700 27 Utilities, Police Service (Contract w/ Boynton for Fire ft EMS) 6 AnnuaUy. COLA on October 1 of 3Y. Merit Increase of 'alm Beach 9,700 Full service- Finance, IT, Fire, Police, Water, Wastewater 0 to 7.5q Job performance bonus based on permanent, treatment, Storm water, Recreation, Facilities Maintenance, Firefighter 10 steps 4q between performance of tasts year. 25,000 seasonal 399 / 10 / 95 Sewer, Bulk Water Purchaser steps. Eligibility for bonus Dec. 1 . Palm Beach 1531 12/4 All services except Water, Sewer & Fire Rescue. Only for Potice. Unspecified. Not reported ewalPs Point 2000 13/3 Att services except Water 8 Fire Services. Onty for Police: 8 Steps. New FY. Non-union has 17 steps, Fire 23 tuart steps, Potice has 8, 18 or 19 COLA on October 1, Merit on Anniversary depending on grade and IUOE (Btue Date, can be 0 steps to 2 steps for No 247/46 None Collar) has 17 sceps outstanding Water, Storm water, Streets, Solid Waste, Planning, Finance equesta 6000 75l22 8 Personnel, �ire, Buildings 8 Grounds Maint. 26 Pay Grades Annually on October 1 st Basic Information Revrsed: 4/3/2006 �� i � r � � � � i � � � � � � /!�� ► �s � �s Village of Tequesta, FL Municipal Solutions, llc Classification Compensation Study Colin BaenzigerAssociates Salary Scale �t Pay Increases Salary Scale Pay Increases y/ Town # of Steps % Between CPI - Date % Gen. increase % Merit Increase % Total Lon evit Pa Education Pay or Grades St eps Inerease April but adjust to qnnual CPI Annual CPI 2 x CPI No Tuition Reimbursement. f Stream 0 0 September la[er Min, Mid Et Max Aprit CPI but do Annual CPI , adjusted Education Reimb all 12 Grades Up to 5�, Increase given hland Beach used as not move salary on calendar year, CPI + up to 5q Yes employees C� 509� for C with ranges on Anniv Date. benchmarks range 4.7%. grade or better Annuat CPI considered At the discretion of the Usually between 3 No No �oluxo None None 10/1/2005 part of the total. Mayor and 5% Variable - based q varies considerabty, Yes, after 5 yrs, 5 in public on time and Follow FPO Contract on recommendation of Public Services does, 3Y, total of b ian River Shores N/A for both Police and Town Manager £x 3% after 10 rs, 9Yo others per approval of safety acquired Y certifications. General Employees confirmed by Town Y TM Council after 15 rs. None. Ranges Varies. Ranges � o Yes. $100 / year io Beach based on based on market Z.5°o Appears to 2.5% COLA Yes. 0-5/ Appears to be 7 5% Max after 3 years Tuition: 75°o for A, 50% be based on Oct 1. based on Oct 1. for B or C. market avgs. avgs. 52,000 max. Regional CPI 3.2Y Comptetion of Nothing (based on 6 month steps or length of �iter Island 5 grades formalized or average prior to 3.2% (FY 2006 CPI) 1% of CPI 3.2% + ment. service. +6 years 50% of expenses up to pre-determined. budget Adoption =$600; +10 years S500 per year. _ $1,200; +15 in July). years = $1,500. ke Park NA NA NA NA NA NA NA NA ntana NA NA NA NA NA NA NA NA Potice only - 7 At 5yrs, 575, 10yrs W�ll pay for education steps for (only COLA FY $150, 15 is SZ25. up to $1500/yr. Pay nalapan Officer; 5 No Scale October 1, 2005 3.25% CPI 0.00% 2006 and beyond) ZO yrs is $300 and 100% for A, 75% for B, steps for 25 yrs is $375 and 50% for C others. 30 yrs is $450 ean Ridge 6 5% - 5% No. 5% NO NO Discontinued for Will have 10 October 1st, October 1st, Survey employees hired Survey the ranges the ranges of other If ineetin ex ectations after 9/30/04 - steps for Fire 4% for Fire � P of other cities, cities, take the Police and Fire get state Im Beach Fighters Fi�hters starting and better can get from 7.5 % Max. New employees take the average average increase and mandated incentives beginning in Oc[ober 3% to 7.5% are eli�ible for a 10/1 /05 increase and appl apply it to everyone, bonus for it to everyone Last year was 3% performance Salary & Pay Increases Revised: 4/3/2006 Village of Tequesta, FL Municipal So/utions, llc ClassificaYion Compensation Study Colin BaenzigerAssociates _ Fixed $ is used. Ranges Palm Beach Police only. Potice only. None. 2% (FY 2005) from $1,000 to $2,000 N!A Not reported Not reported Unspecified. Unspecified. maximum. awall's Point Police only: 8 5% None. 3°o COLA (FY 2005} No. 3% (F'( 2005) Not reported Not reported steps. Depends on Every fifth year, performance, 0 to 5%, $et a gift no increase for certificate. $100 See rior Supposed to be for each 5 years uart P 2.5% between October 1st 2.5% COLA unsatisfactory or for Z_5 to 7.5% of service so at 30 Mandated by State sheet satisfactory. For IUOE, steps years, you would if topped out, get a e,t get $6�0 while at : bonus based on performance. 5 years, you woutd get $100 Yes. law enforcement, utilities Et fire/EMS. �' Annual COLA Police are dictated by equat to any Up to 3% based on A�so have performance FDLE $60/month for a aquesta 26 Pay Grades No set ry or $ 9ncrease in the "satisfactory" recognition bonuses. �q ��OL4 + 3%) None bathe(ors meeting FDLE between steps. re ional CPI - u Must be approved criteria, $30 for an � p performance. Vitla e Mana er. to max of 43�. � � Associates +$20 for 80 hours of career incentive training approved by FDLE. Salary & Pay Increases Revised: 4/3/2006 _ _ _ � � � � � _ � _ � _ � � � � � � � � � � � � � � � � � � � � � � � � � Vilfage of Tequesta, FL Municipal Solutions, llc Classification Compensation Study Colin BaenzigerAssociates Vacation Policies City / Town Months of Service Required Annual Rate of Accruat: Years of Maximum # Days Allowed Carry Pay for Unused? Service / Days per Year over from Year to Year Immediate. Police wait 18 months to Start w/ 10 days per year, additional day per Must use half of accrued vacation each Yes. Paid for any unused Gulf Stream accrue, but given 10 days in last 12 year of service. Police accrue at year. Carry-over 5 days. after carryover. months of probation. Regular Employees: accrue at hire, cant use until 1 year anniv, get 10 days for 0-3 yrs; 15/ 10 years; +10 / 20 years Exempt Employees: Yes, 100 % upon terminatio Highland Beach 1 year Can accumulate no more than 25 days. . accrue at hire, cant use until 1 year anniv, get only. 15 days for 1-3 yrs; 20/3-10 years; 25 /+10 years Combined Vacation 8 Sick Leave. 1-5 years Immediate. FT/PT prorated based on 3.75hrs/wk (195hrs/yr), 6-8 years 4hrs/wk (20 1-5 years 195hrs/yr, 6-8 years 208 Yes, with strict co�ditions. Hypoluxo hrs/yr, 9-15 years 234hrs/yr, 16+ No limit-100% if conditions time. hrs/yr), 9-15 years 4.5hrs/wk (234hrs/yr), 16+ 5.25hrs/wk (273hrs/yr) 5.25hrs/wk 273hrs/yr. met. General Employees: After t year - two weeks, After 5 years - 3 weeks, After 10 years - 4 indian River Shores One Year weeks. Directors: After 1 year - three weeks, No No After 5 years - 4 weeks Combined Sick,Vac, Personal Time. 1-4 Combined Sick,Vac.PersTime. 1-4 years 19.5 Years 19.5 days (must use 10); 5-9 years Yes. Any amount over 240 Juno Beach Must be on payroll for 6 months days (must use 10); 5-9 years 26 days (must us z6 days (must use 15); 10-15 years 29.2 may be cashed in 1st week 15); 10-15 years 29.25 (must use 20); +16 year (must use 20); +16 years 34.125 days of Nov. at prior years rate. 34.125 days (must use 20). (must use 20). Rolling 2-year period. At any given time Accrue during probationary period, 1-5 years=80 hours; 6-10 years=120 hours; 11+ Yes, 100 % upon terminatio Jupiter Istand cannot use untit completion. years=160 hours. You can have no more than 2 years only. worth of accruals on the books. Lake Park Not reported Not reported Not reported Not reported 1-5 years=l0 days, 6-8 years=12 days, 9-15 years=15 days, 16 or more years=20 days. Yes, up to 500 hours of Lantana Not reported Bonus: any emptoyee who gocs 6 consecutive Yes, 500 hours. months without using any sick leave receives 1 unused. (8 hour) day vacation. Manatapan Can't use vacation until after first 1 6 years (10 days / year); 7-11 (15 days / 300 Yes, at Retirement only, up year. year); >12 (20 days / year) to 300 hours. Ocean Ridge 0 to 5 yrs., 10 Days; 5 to 10 yrs. 15 Days; P More then 10 yrs, 20 Days $� Yes u to 40 hrs. Paid Vacation Revised: 4/3/2006 Village of Tequesta, FL Municipal Solutions, llc Classificafion Compensafion Siudy Colin BaenzigerAssociates 1-4 yrs: Gen Empl 80 hrs, FF 120 hrs, Police Can contribute to vacation, 152 hrs; 5-9 yrs: Gen Empl 120 hrs, FF 144 hrs, Can accumulate no more than two Palm Beach 6 months Police 192 hr 10-14 yrs: Gen Empl 136 hrs, FF times your annual rate of earning sick and personal into a 168 hrs, Potice 208 hr 15+ yrs: Gen Empl 160 vacation time Retirement Health Savings hrs, FF 216 hrs, Potice 232 hrs Plan. No, but can be transferred South Palm Beach 6 1 to 4 years 160 hours, 5 to 9 years 240 hours, Maximum 2 X annual accural to retirement savings 10 to14 years 272 hours, 15 years + 320 hours account based on value once per year. 1-4 years (10 days); 5-9 years (75 days); 10 or SewalCs Point Not reported more (20 days). Zo days inaximum accrual. Yes, upon separation. First 5 yrs, 10 days annually; second five yrs, Stuart 6 15 days; third 5 yrs, 15 days; 4th 5 yrs, 17 Unlimited Pay 1�0� on separation up days; 5th 5 yrs, 20 days; to 240 hours. Non-potice FTEs: 1-4 years (10 days/80hrs); 5- Non- olice FTEs: 12 months - accrual 9 years (15 days/120hrs); >10 years (20 P days/160hrs). Max-40days / 500 hours. Police 500 hours, anything over maximum is Yes, paid at separation Tequesta begins upon hire date. Police FTEs: 6 �Es: 0-4 years (10 days/80hrs); 5-9 years (15 forfeited. Maximum total: 320 hours / onl months - accrual begins immediately. 40 days. Y ' days/120hrs); >10 years (20days/160hrs). Max- 40days / 320 hours. Paid Vacation Revised: 4/3/2006 _ � _ � � � � � � � � � � � _ � � � _ � � � � � � � � � � � � � � � � � � � Village of Tequesta, FL Municipal Solutions, llc Classification Compensation Study Colin Baenziger Associates Sick Leave Po(icies Citv / Town Months of Service # Days allowed per year # of Days Annual Carryover Pay for Unused? # of Days for Which Paid Required Allowed All Staff get 12 days per year; if use less than b days they Paid out at 1/3 of unused in Gulf Stream Immediately, Police get 1/3 day bonus for every day they don't 120 days Maximum. Yes. wait 6 months. use. (if had 12, used 3 get paid for 3 days). previous year. Yes, can cash-out up to 4 days per year. If Atl emptoyees, 1 day they don't use any in 12 months. If used 1, If 2-5 years, 30� not to exceed Highland [ieach per month. � 2 AlL No Maximum Limit cash-out three, if use 2 cash out 2; use 3 560 hours; 6-10 years 40% and convert one. Termination: can only convert +10 years 50% conversion. 56Q max at % based on rate to the right. Yes. All FTEs must use 80 hours of leave 12 (accrues through 1-5 years (3.75 hours / week); 6-8 years (4.0 1-5 years (195 hours); 6-8 years time annually. Must elect to buy back 6 Hypoluxo hours/week); 9-15 (4.5 hours/week); and >1 (208); 9-15 (234); and 16+ years months prior to payment month. 10 hour 100% if election done correctly/ probationary period) years )5.35 hours / week). (273 hours). minimum, no max buy-back limit. Must maintain a minimum balance of 40 hours 50% of unused from current year, Indian River Shores 0 One day per month No limit Yes at Retirement 25% of prior years total Combined Sick. Vacation, Personat Time. 1-4 Combined Sick, Vacation Personal Time. Max. Accumulation 480 hour Any amount over 240 may be Must be on payrotl for years 19.5 days (must use 10); 5-9 years 26 Juno Beach per year. 1-4 years 9.5 days; 5-9 Yes. Undefined. cashed in 1st week of Nov. at 6 months days (must use 15); 10-15 years 29.25 (must use 20); +16 years 34.125 days (must use 20) Years-11 days; 10-15 years-9.25 prior years rate. days; 16+ years-14 days. Retirement: up to 50% not to 12 months exceed 8 weeks pay. Separation: Jupiter Isla�d Probationary Period, 12 (8 hours per month) Untimited Yes over 10 years service get paid accrued during. 50% not to exceed 4 weeks pay. Separation for cause: $0. Lake Park Not reported Not reported Not reporfed Not reported Not reported No max. Accrue at rate of .04b2 hours for Yes, non-probationary emptoyees shatl each hour paid = 8 hours per month. 500 Max convert to payment up to 40 hours per year, Max 500 hours at separation. Lantana Not reported. per year. Bonus: any employee who goes 6 100% but must declare by Dec 1 of each year, Staggered payout, sliding % consecutive months without using any sick minus # of sick hours taken between scale. leave receives t(8 hour) day vacation. proceeding Dec 1 to Nov 30. Sick Leave Policies Revised: 4/3/2006 Village of Tequesta, FL Municipal Solutions, llc Classification Compensation Study Colin BaenzigerAssociates Accrue durin� 6 Not paid, but if you is don't use any sick Manatapan months probationary � Z Yes, no cap, no pay-out time from Jan to June get one vacation day None period but can't use and the same is true from Juty to December until 7th month. 1/4 of unused sick leave up to a maximum Ocean Ridge Not eported 10 days per year No Maximum Accruat of 20 days Not Reported Palm Beach 6 12 Can accrue up to 1600 hours no 12 days 5. Palm Beach 6 Police (12j, other Employees (8) Not reported Not reported Not reported Sewalls Poini Not reported 12 Not reported Not reported Not reported With 50 sick days accumula[ed, can be converted to vacation on Stuart 6 12 No limit Yes a 2 day Sick Leave to 1 Day Vacation ratio; If you resign and fiave Z to 5 years of service, pai for 7/3, over 5 years, paid of 50� Yes, requires 480 hours in sick bank, no use Made retroacttive upon No Limit. (1,296 max of more than 4� hours in previous 12 1-4 years (25%�, 5-9 years (33%�, Tequesta completion of 6 All unused accumutation) months, may surrender up to 40 hours at 10-19 years (40%), and 20+ years monThs probation. 100%, additional at 50%, must have at least (50q). 354 remainting in bank. Sick Leave Poiicies Revised: 4/3/2006 _ .� .� � .�.. �. ■� � � ■� � � � � � i � � � � � � � � � � � � � � � � � � � � � Village of Tequesta, FL Municipal Solutions, 1!c Classification Compensation Study Colin Baenziger Associates Group Insurance Type (Employer Paid, Cost) % or $ Paid by the City / Town Ci•tV / Life Health Dental Short-term Long-term Employee Health Dependants Benefit Provider's & Detail Town Disability Disability Package Package S30/month stipend for any kind of City offers an allowance of $15,000 - all insurance, most 700%. Cost: 51,000 per Gulf Stream employees Yes, employees only. use it for dental No No family $40/month - Flex benefit FMIT and that does to be applied to insurance cover it for the employee only Yes, employee 100%,0 Pay all but 100;G of 100� paid by Highland $150 per month for employee, no Town at 60� of �00% Paid by town, Yes, 550,000 60% of salary, covers 100% 0% United Heatth Beach spouse or $250 for contribution for salary up Co 6 entire family, 5100 dependents months 6 months to 2 years. for children only FT 100% After 90 days; PT After 90 days; Yes. Accrue 2.0 100% for hours per week. Employee must pay Yes (after 90 days), 100% for employee 100% for first 3 employee don't 360 max. PTEs months; 50% the Hypoluxo 5100,000 for don't cover any of cover any of the 1.0 hour per No Employee pays all. Florida League of Cities management. the cost for second three months; cost for week, max 515,000 for staff dependants dependents accrual 180 and 25% of premium for third three months; hours. then. Cost is about 5500/month General employees 100% for tOD% for 100% for emptoyee Indian River 515,000; Director's - emptoyee and employee and 100% Cost: Town pays 78% of and 78% for Yes Florida League of Cities Shores 525,000; Town dependents 78� for 78% for $400/month employee, dependent coverage. Manager-50,000 dependents dependents Juno Beach �00%. 25,000 Term, 100Y Employee, 100% Employee , 100% Employee. 100% Employee. 100% 50% - 5102.00 annually. 50� dependants. 50% dependants. Yes. 525,000 regular Yes, town pays 100% employees; $50,000 Yes. 100% for Yes. 100% for of premium; benefit 2 pla�s, 4 levels of 2 plans, 4 tevels of Jupiter Department Heads; emptoyees, 100% for employees, 100% No is 2/3 of max cap of premiums (8 variances premiums (8 variances HMO & PPO offered. Island 5100,000 Town dependents. for dependents. 560,0�0 (get 540,00 total). tota(). Manager. per year max). Group Insurance Revised: 4/3/2006 Village of Tequesta, FL Municipal Solutions, 1Ic C(assification Compensation Study Colin BaenzigerAssociates Providers: Medical & DentaL Btue Yes. ?P0. Town Cross / Blue Shield; Flex spending: Yes. Basic Life: 1x pays 100%, Nq but option Yes. Accidental annual salary or Ftorida Combined Life; Vision: Employee opt in for Emptoyees Death 8 Not re orted Not re orted Vision Care; Dental: Ameritas; Life lake Park 550,000 max. Not reported through payroll ihrough payrotl Dismemberment up P P employee can opt-in and AD&D: Standard Insurance; deduction deduction. to 550,000. ftex Cafeteria: AFLAC; Pension Fz for greater coverage. 564.04. Deferred Comp: VALIC A!l pre-tax. HMO: Yes, commence tst Yes. $0 Single Employee-Ghitd: S91 bi- month after 90 days. and $6 bi-weekly weekly; Emptoyee-Spouse: Yes. Life and AD&D. . riM0 & PPO. Healt pretax HMO: Employee pays 598 br-weekly; Family: 59 Lantana 515,000 coverage per care costs for deduction. Yes. 100% No, S0. PPO: Employee bi-weekty. PPO: Employee- - employee employee and Provider: pays 510 bi-weekly. Child:$100 bi-weekly, dependents are Guardian Dentat Employee-Spouse:$105 bi- deducted pre-cax. PPO_ weekty, Family: 5118 biweekly. 50% , family pay 5333, S20 1.5 times salary for Yes. 100% for Yes. 100% for 10Q%, 5336 pes month for spouse, 5146 for department heads of Health, 526.77 for employees children only; Aetna for Health, Jefferson Pilot Manalapan and $20,000 all other employees, 50% for employees, 50� No No. Dental and tife is 57.20 Dental -- $28.24 for for Dental employees dependents for dependents per month employee with children, Famity is $54.81 per month S50/Month Flex Ocean Ridge $15,000 100% toward health 100% 100% 100% 0 - Ins. 30 day wait, 100% 04 100 o Paid by Town. Employee. For 100% emptoyee, Em lo ee a s Pa s 66.7% of 7own a s 100% of Town a s 75% of I t9mes earns up to P Y P Y Y p Y p Y Self Insured Palm Beach employees' families employee pays 100q earnin s u to em to ees medical de eodant Medical $100,000 City pays 75� for dependenCs � P P Y P $4000/month Employee pays 25� 50%.Dependent 5. Palm yes. 550,000 policy. �00% {includes 100% (indudes Yes. 100% Uncertain. 100%. 5480 costs=S1,Z00 for <2 51,50 - Beach Dental E� Vision) Health & Vision) for >2. Yes, 100% (54,656 or Yes, 100% (5488 5388/mo) for or S41/mo) for Sewall's Employee; 100% Emptoyees; Yes, 100% �00% Paid by Town. Not reported iJot reported Not reported Point (54,764 or 5397/mo) Employee pays (5320). for famity. �00% (5499 or $42 / mo). Group insurance Revised: 4/3/2006 �` ��. �.. ..�� r �� _ _� � � r � � � Village of Tequesta, FL Municipal Solutions, llc Classification Compensation Study Colin Baenziger Associates $50,000 for elected officials and employees with salaries over PPO, City pays for $40,000; $40,000 for employee; employee Yes, 100% for those w/ salary b/t City pays $825.99 to cover pays $77.16 to cover employee; $434.65 for employee 30 and 40; $30,000 spouse, $684.38 to cover Blue Cross / Blue Shield for Stuart for employees b/t 20 spouse, $53.37 .7 employee pays No No for health and $25.64 one child and $879.50 to Health, Comp Benefits for Dental Et 30; $20,000 for cover kids, $141.75 $12.82 per pay for dental to cover spouse and period for family cover famil y employees b/t 15 & kids 20; $15,000 for employees b/t 10 8 15; $8,000 for retirees None. Union contracts (police, utility and some Yes, equal to 1 1/2 100% employee, 75% 100% employee, admin) provide $355.07 for spouse; Tequesta times the employee's dependents if 75% dependents for the No $415.29 /month for $264.74 for children; Cigna Point of Service. Village may annual salary employee pays 25 %, if employee pays individual paid employee; $622.93 for full family alter coverage at any time. $5,000. 25 %. for 90 days at the full pay rate, can be extended another 90 days. Group Insurance Revised: 41312006 n .- - � �5 - n � � � °- - 3 O - m , � � N � � a � n � o o � y � - .� -V w fI' � � O O n' o • Z`� o� o N C' ^. �1 v� „ f � _ o 0 _ ,� # � a , n c o � < Z D u < � � N £ � r � "m 3 � � � � x � v a � � v m v � ' a a ' K N H T � - a ° a o ,� a ' � ` � o � �. m ' a � o � '< a m n ' � v m m v� � o ' n 0 _ 0 3 � o . c � a , � a � " °—'. 'w „ a � -� N ' N � d N � 5. w' ' � o a a � .� x' �t � w _. m , w \ � � _ n � � � � < �. a � � N �. N 1 3 � d N� � 3 � � N z £ o m < -< � N w ' � � a � =w �� m o �� o � �` n � � � "' �o ^ �I`° `� a ° ° ° ' � M l ~ � o o l a a� A m a a � °' � J m � � `� o " o d � � �� " � ,� � � 3 A o '� _ � . � � � N - °a � o ° . ° � $ o p o , � ' y _ n a a °° o� � o �' ? o °? y o ° - o � �.. - p � » , � ° c ° � � � _ O � - � � ,' c � a � w�H � _ m � , � � � � � � � � � � � � � � � � � � � Village of Tequesta, FL Municipal Solutions, Ilc Classi(ication Compensa[ion Sfudy Colin Baenziqer Associates Miscellaneous Benefits Police Fire Public Works Vehicle or Mileage Tuition Reimburse Other Pension :itv ! Town Allowance Educational Provides Uniform as Assistance: Provide uniforms and Defined contribution, ICMA plan, Town contributes 1 Z.6%, employee Stream N/A needed and a pair of yes, omcall personnel only. Unlimited. reimbursement of dry deaning contributes 7%, star[s, after 6 months employment steel toed shoe tuition on case by case basis. Employees who did (Yes)Town Manager gets not take any health Course must apply to job, Done by Contract with 56000 per year and others insurance for 401 wi[h ICMA, 4% employee, Town contnbutes 12ry but switching to iland Beach 5780 per officer Delray Beach N � ge[ mileage allowance 50% if you gets grade of C �ependents get an FRS based on IRS su�gestion or better additional 5200 per month No[ Public Works Staff Not Public Works Staff -- Not Public Works Staff - Reimbursed for authonzed Yes, but has never been Yes, after 1 year, Town pays 10;0 of employee's actual compensation. oluxo -- done through Nothing done through Interlocal �nterlocal done through Interlocal travel at IRS rate used. Stepped vesting up to 6 years, 100% ves(ing after b years. Two plans. Eligible after a 1D00 hours - Can do either defined benefit Tnple Certified w! Reimburse a[ $.29 cen[s or defined contribut9on. Def Contr [own puts 11�K or Defined benefits an River Shores Uniforms and laundry. Uniforms, no laundry. Yes, 100%. N/A police per mile. just over 15%. Employee puts 5% for defined contr and 6.9% for the defined benefit. o Beach S25 per pay period Not applicabte. Done One pair of shoes per Town business, at federal �5 0 of A; 50% of B or C N/A N/A by Palm Beach County yearfor public works mileage rate 50%of expenses. Will Town provides uniforms Provides Laundered reimburse. Up to $500 & laundry $50 / year shoe allowance, and 575 Uniforms, $SO/year for Town Manager geis $6000 //year. Financial Incentive: Employee Assistance / month phone Combined with shoe allowance. year ATM, Utility Direc[ors $30 per month Assoc. Program for Yes. Defined benefit plan. Town pays 100%, vested after 5 years. i[er Island ��o� for Officers; Police. Building Department and Building Ofticial get Degree; $80 Bachelo�s employee and Benefit is 3% per year of service x averagc of the highest 36 months D"upatchers $150 / year 5100 for pants, Town $4,800 / year (5400 / Degree per mon[h. Police dependants. Town salary. No COLA in [he plan. No stepped vesting. for shoes and pants, provides shirts, and 550 month). officers get additfonal pays 100Y. / year for shoes. incentive pay based on Town provides shirts. state mandated training. Vision Care: City pays t00q of employee cos[, Dependent coverage Town will contribute 5%, + 1/2 of employee contribu[ion up to Sq (7.5% e Park No[ reported No[ reported Not repor[ed Not reported No[ reported by Employee employer match possible). Provider: VALIC �$12.10/mo. Also, Employee Assistance Plan (legal assist, financial assist, etc) Miscellaneous Revised: 4/3/2006 ♦ iiiagc VL 1G44UG3C4� V IVI IUU SALARY Et BENEFITS SURVEY ' Municipal Solutions and Colin Baenziger Et Associates are conducting a salary and benefits survey for the Village of Tequesta. As we did for Jupiter Island, we are surveying communities in Martin and Palm Beach Counties who have comparable positions and characteristics. Once we are done, we will provide you with a copy of the ' results. Please return via facsimile to Don McDougal (772) 408 -6643 or via email at dkmcdougal@adelphia.net. Should ' you have questions, please contact Don at (561) 793 -2624. Please return the completed survey as soon as possible. If you prefer to mail the information, please give Don a call for the address. CITY / TOWN: POPULATION: ## FULL -TIME EMPLOYEES NUMBER OF PART -TIME EMPLOYEES GENERAL OPERATING BUDGET: $ TOTAL PERSONNEL- RELATED COSTS: $ Salaries $ or Benefits $ or ' Are you a Full - service community? Y _ N What other services does the City / Town not directly provide or contract with another agency to provide? SURVEY COMPLETED BY: ' NAME: TITLE: i TELEPHONE: Email: i We will send you a copy of the study when it is completed. O Don't forget to attach your pay plan & salary schedule. O ' THANK YOU !!! 0 Colin Baenziger and Associates Et Municipal Solutions, LLC, 2005. Page 1 ♦111NrV V1 1{,li li �+J 6N' 1'lVl luN Pay Plan Does your City / Town has a pay plan? yes no. ' How many steps are there in the pay plan? Is there a set percentage between steps? yes no. If yes, what is it? ' Salary Increases ' Does your City / Town give: A cost of living increase each year? yes no. If yes, what was it last year? ' A Merit Increase? yes no. $ or If yes, what was the maximum amount someone could receive? ' Longevity? yes no. $ or Certifications, Education yes no. ' Policy /Conditions: Vacation ' How is vacation accrued? (for example, 0 to 5 years of service, 10 days/ year; 6 to 10 years, 15 days per ' years and so on). to years: days vacation per year to years: days vacation per year to years: days vacation per year ' to years: days vacation per year How many days can they carry forward from one year to the next? ' Do employees get paid for unused vacation? yes no. If yes, how much can they get paid for and what are the criteria? ' Sick Leave How is sick leave accrued? ## days per year rate or % per hour Policy / Conditions: Can employees carry or bank unused sick leave? (Y /N) Is there a maximum accrual? ' Policy / Conditions: Does sick leave have Cash or cash -out value? (Y / N) ' Policy / Conditions: © Colin Baenziger and Associates & Municipal Solutions, LLC, 2005. Page 2 ♦ laala�r va. 1Vl�Ua.J I.LI' 1'1V1 lUL{ Personal Days or floating holidays) y ( f S Do your employees get floating holidays or personal days off? yes no If yes, how days per year do they get? days per year ' Policy / Conditions: Benefits Please provide the following information regarding the employees' benefits, % or actual $ costs: ' Employee. Dependent / Family Type of Coverage City / Town Employee City / Town Employee Contribution Contribution Contribution Contribution (if any) For Family MEDICAL PLAN (preferably in % of cost) ' DENTAL PLAN ' VISION PLAN ' LIFE INSURANCE AMOUNT: SHORT TERM DISABILITY LONG TERM DISABILITY EMPLOYER- PROVIDED PENSION PLAN DEFERRED COMP PLAN 0 Colin Baenziger and Associates It Municipal Solutions, LLC, 2005. Page 3 ♦ lull ��+ Vl 1VliUVJIN' 1 1V11MK Holidays What holiday does your City / Town give? Please check all that apply. New Years Day Martin Luther King's Birthday President's Day Cinco De Mayo Memorial Day July 4 th , Labor Day Columbus Day Veterans' Day Thanksgiving Day Day after Thanksgiving Day Christmas Eve Christmas Day Day after Christmas New Year's Eve Does your City / Town provides other holidays to employees? Other Benefits Does your City / Town provide other benefits? Uniform / Shoe Allowance: Does your provide uniform or shoe allowance for (write amounts or "no" on all that apply): public works utility police firefighters Policy / Conditions: , Mileage Reimbursement: Does your City / Town provide a reimburse mileage? yes no. Policy / Conditions: , OTHER INFORMATION AND /OR OTHER PAY AND /OR BENEFITS NOT INCLUDED ABOVE ' i 1 1 THANK YOU H 1 , 0 Colin Baenziger and Associates Et Municipal Solutions, LLC, 2005. Page 4 Classification Et Compensation Study Colin Boenziger Et Associates ' APPENDIX C: COMPENSABLE FACTORS: CLASSIFICATION ANALYSIS TOOL Et ASSESSMENT RESULTS Basic Approach: ' The following outlines how the consultants compared positions. First, Compensable Factors were developed (complete list and a definition for each ' follows this introduction). These factors involve quantifying the knowledge, skills, abilities and experience necessary to perform each job. They vary from position to position and depend on supervisory requirements as well as the ' manual requirements. For example, a mechanic must perform physical labor in a potentially hazardous working environment. It does not require, however, that the position oversee a budget or network with the community. The Village ' Manager, on the hand, must do the latter but not the former (unless, of course, he has a hostile council creating an environment which is hazardous to his health). An example for how our compensable factor for education works is below. Skills Example Education: First Degree: High school diploma or equivalent. Second Degree: Two year degree from an accredited college or junior college. Third Degree: Bachelor's degree in Public Administration, Business, Accounting ' or other related advanced degree pertaining to a relevant field. If the position required a high school degree, the position would be considered ' first degree in terms of education. If it required a Bachelors degree, it would be considered a third degree position in terms of education. Note that a full explanation of the compensable factors is provided in this Appendix. Additionally the weighting of the factors varies according to the level of the position. It is, for example, very important for the Village Manager to have a Bachelors Degree while is it not for a mechanic. See below. Revised: 41312006 1 Classification Ft Compensation Study Colin Baenziger 8 Associates Management Com ensable Factors , � P Skill , Education: First Degree: Holder of High School Diploma or equivalent education. ' Second Degree: Holder of a Bachelors degree in Engineering, Science, Public Administration, Business, Accounting or other related degree ' pertaining to a relevant field. Third Degree: Holder of an advanced degree above the Bachelors degree. Preferable in Masters Public Administration, Masters in Business ' Administration, Masters of Accountancy or other related advanced degree pertaining to a relevant field. Experience: , First Degree: Less than 3 years experience in a comparable position at another Village or city or in the private sector. ' Second Degree: Three to five years experience in a comparable position at another Village or city or in the private sector. Third Degree: More than 5 years experience in a comparable position at another ' Village or city or in the private sector. Knowledge: ' First Degree: Use of mathematics with the use of complicated drawing, specifications, charts, tables; various types of precision measuring ' interments. Equivalent to one to three years' applied trades training in a particular or specialized occupation. Second Degree: Use of intermediate knowledge of law, mathematics, finance, , budgeting, personnel management and public administration and or the use of complicated drawings, specifications, charts, tables, handbooks formulas; all varieties of precision measuring instruments. ' Equivalent to complete accredited apprenticeship in a recognized trade, craft or occupation; or equivalent to a four -year college. Third Degree: Use of a high mathematics involved in the application of business , principles and the performance of related practical operation, together with a comprehensive knowledge of the theories and practices of law, public administration, finance, budgeting, ' personnel management, mechanical, electrical, chemical, civil, or like engineering field. Equivalent to completing an advanced degree form an accredited university. Revised: 41312006 2 ' APPENDIX C ' COMPENSABLE FACTORS 1 1 1 Classification & Compensation Study Colin Baenziger & Associates ' Responsibility P Y ' Bud et: First Degree: Responsible for general oversight of funds and some distribution to t various entities. Second Degree: Responsible for oversight of funds, assisting in the writing of grants and proposals to support the Department's operations budget, and / or facilitating intergovernmental financial support for municipal operations. Third Degree: Responsible for the oversight of Department funds, evaluating and ' recommending rate restructuring, writing grants and proposals as a principal source to the Department's operations budget or the Village's General Fund, and / or facilitating intergovernmental ' financial support for operations. Oversee Operations: ' First Degree: General oversight of operation with in a functional area. Second Degree: Responsibility of an area with moderate control of various staff and ' resource support within a functional area. Third Degree: Major oversight of multiple department operations and / or multiple functional areas, various staff and resource support within this ' department and among other departments within the Village. Work with Others: ' First Degree: Works with others within a functional area. Second Degree: Works with others within functional area and occasionally into other areas, and coordinates activities that require cross - functional support. Third Degree: Works in an extensive capacity within other functional areas, ' including making recommendations to the Village Council (or other Boards and Commissions) on various issues. Community ' Networking: First Degree Works with community on various issues and internal matters dealing with managers in functional area. Second Degree Work with community on various issues for internal matters and ' external matters. Handles all cross - functional interactions as needed. Occasionally informs the public or responds to public comment, or informs residents and groups on Village issues. ' Third Degree Works with community on various issues in community development and business issues. Regularly informs the public, responds to public comment, or informs residents and groups on Village issues. Revised: 41312006 3 Classification Et Compensation Study Colin Baenziger £t Associates om ' Non - Management C ensable Factors p Skill , Education: Fourth Degree: Holder of High School Diploma or equivalent education. ' Fifth Degree: Holder of an applied science degree or at least two year of secondary education at an accredited college. ' Sixth Degree: Holder of a Bachelors degree in Public Administration, Business, Accounting or other related advanced degree pertaining to a relevant field. ' Experience: First Degree: Less than five years of experience in a similar position. ' Second Degree: Five years experience at a related position or at least three years of experience in the next lower position. ' Third Degree: Eight years or more experience at a related position or at least five years of experience in the next lower position. ' Knowledge: First Degree: Use of reading and writing, adding and subtraction of whole numbers; , following of instructions; use of fixed gauges, direct reading of instruments, and similar devices; where interpretation is not required. Beginner's knowledge of basic computer and technical skills. ' Second Degree: Use of addition, subtraction, multiplication and division of numbers including decimals and fractions. Simple use of formulas, charts, ' tables, drawing, specifications, schedules, wiring diagrams, use of adjustable measuring instruments, checking of reports, forms, records and comparable data where interpretation is required. Intermediate knowledge of basic computer and technical skills. ' Third Degree: Use of mathematics with the use of complicated drawings, specifications, charts, tables, and various types of precision , measuring instruments. Equivalent to one to three years applied trades training in a particular or specialized occupation. Advanced knowledge of basic computer and technical skills. Effort ' Physical Demand: ' First Degree: Light lifting of objects that are generally less than 20 pounds with assistance. General office work with limited (organizational) filling ' of documents. Minimal standing, walking, crawling or climbing. Revised: 41312006 4 ' Classification 8 Compensation Study Colin Baenziger & Associates Second Degree Medium to heavy lifting of objects that are generally less than 50 pounds with assistance, occasional climbing and carrying of objects. General office or file and documents maintenance work with recurring movement, lifting or frequency. Recurring standing, walking, crawling or climbing. ' Third Degree Medium to heavy lifting of objects that may exceed more than 50 pounds with assistance. General office work and medium to heavy file and document maintenance work with movement, lifting or high ' frequency including operation of office and / or heavy equipment. High frequency of standing, walking, crawling or climbing. ' Mental Demand: First Degree: Requires little or no decision making for day to day operations of a functional area. Often takes direction from superiors when ' performing tasks. Second Degree: Requires moderate independent decision making / interpretation within duties or daily operations within a functional area. Superiors ' have delegated certain authority over general tasks. Third Degree: Requires moderate to heavy independent decision making within ' duties or daily operations and within in the allocation of resources, time or equipment. Job Conditions ' Working Conditions: First Degree Works in non - hazardous conditions and have general contact with internal and external customers. Second Degree Occasionally works in semi - hazardous or occasionally hazardous conditions. Interfaces with internal and external customers on special projects that require employee to consult external help from other functional areas. ' Third Degree Regularly works in hazardous or potentially hazardous conditions with heavy equipment that is sensitive to over - handling. Frequently works ' with external customers on a regular basis. Revised: 41312006 5 - - - - - - � �--� -- -- - ------- - • • g , Classification Compensation Study Colin Baenzi er Associates ' Mana�ement: Wei�hted Factors , Factors Degrees 1st 2nd 3rd , Skill 1 Education 12.5 25.0 50.0 2 Experience 15.0 30.0 60.0 , 3 Knowledge 17.5 35.0 70.0 Responsi bi lity 4 Budget 10.0 20.0 40.0 ' 5 Oversee Operations 6.3 12.5 25.0 6 Work with others 6.3 12.5 25.0 Community ' 7 Networking 12.5 25.0 50.0 80.0 160.0 320.0 ' non-Mana�ement Wei�hted Factors Factors Degrees 1st 2nd 3rd ' Skill 1 Education 7.5 15.0 30.0 ' 2 Experience 12.5 25.0 50.0 3 Knowledge 15.0 30.0 60.0 Effort ' 4 Physical Demand 10.0 20.0 40.0 5 Mental Demand 7.5 15.0 30.0 Job Conditions ' 6 Working Conditions 12.5 25.0 50.0 65.0 130.0 260.0 ' ' , ' ' Revised:4/3/2006 Page � �f � ' ' Vi((age of Tequesta, FL Compensable Factors - ManaQement Municipal Solutions, I(c Uassification Compensation Study Collin Baenziger Associates � esponsi i rty ommumty Mana�ement Range Oversee Work w/ Total Education Experience Knowledge Budget Networking Points operations others POSitlOfl Degree Points Degree Poin[s Degree Points Degree Poin[s Degree Points Degree Points Degree Points Vi age Manager 3 50.00 3 60.00 3 70.00 3 40.00 3 25.00 3 25.00 3 50.00 320.00 Assistant Viltage Manager 3 50.00 3 60.00 3 70.00 2 20.00 3 25.00 3 25.00 3 50.00 300.00 Finance Director 3 50.00 3 60.00 3 70.00 3 40.00 3 25.00 3 25.00 2 25.00 295.00 Community Developmen[ Director 3 50.00 3 60.00 3 70.00 3 40.00 3 25.00 3 25.00 3 50.00 320.00 Public Services Director(Proposed) 2 25.00 3 60.00 3 70.00 2 20.00 3 25.00 3 25.00 3 50.00 275.00 Fire Chief 2 25.00 3 60.00 3 70.00 2 20.00 3 25.00 3 25.00 3 50.00 275.00 Police Chief 2 25.00 3 60.00 3 70.00 2 20.00 3 25.00 3 25.00 3 50.00 275.00 Utility Director 3 50.00 3 60.00 3 70.00 3 40.00 3 25.00 2 12.50 1 12.50 270.00 Assistant Fire Chief- Operations 2 25.00 3 60.00 3 70.00 2 20.00 3 25.00 2 12.50 3 50.00 262.50 Director of Parks & Recreation 2 25.00 3 60.00 3 70.00 2 20.00 3 25.00 3 25.00 2 25.00 250.00 Assistant Police Chief - Lieutenant 2 25.00 3 60.00 2 35.00 2 20.00 3 25.00 3 25.00 3 50.00 240.00 Public Services Manager / Utility Superintendent 1 12.50 3 60.00 2 35.00 2 20.00 3 25.00 3 25.00 3 50.00 227.50 Assistant Finance Director 2 25.00 3 60.00 3 70.00 2 20.00 2 12.50 3 25.00 1 12.50 225.00 Streets Superintendent 2 25.00 3 60.00 2 35.00 2 20.00 2 12.50 2 12.50 3 50.00 215.00 Stormwater Superintendent 2 25.00 3 60.00 2 35.00 2 20.00 2 12.50 2 12.50 3 50.00 215.00 Fire Cap[ain 2 25.00 3 60.00 2 35.00 2 20.00 2 12.50 2 12.50 2 25.00 190.00 Village Clerk 2 25.00 2 30.00 2 35.00 1 10.00 2 12.50 3 25.00 3 50.00 187.50 Chief Water Ptant Operator / Superintendent 1 12.50 3 60.00 2 35.00 2 20.00 1 6.25 2 1Z.50 2 25.00 171.25 Recreation Progra ms Supervisor 2 25.00 2 30.00 2 35.00 2 20.00 2 12.50 2 12.50 2 25.00 160.00 Fire Lieutenant 2 25.00 2 30.00 2 35.00 2 20.00 2 12.50 2 12.50 2 25.00 160.00 ie ervue ec upenn . ormwa er a er >> y � 12.50 2 30.00 2 35.00 1 10.00 1 6.25 2 12.50 2 25.00 131.25 Revised: 4/3/2006 Page 1 of 1 � � r � � � � � � � � _ � � � � � � � Village of Tequesta, FL Compensable Factors - Combined Scale Municipal Solutions, nc Clossrficotion Compensotion Study Colin Baenziger Associates i esponsi i ity ommunrty Management Range: o�e�see Work w/ Education Experience Knowledge Budget Networking operations others Skill Effo�rt (Demand) Total Point Non-Management Range: Education Experience Knowledge Physical Mental � Conditions O51 10� Degree Points Degrec Poin[s Degree Poin[s Degree Poin[s Degree Poin[s Degree Poin[s Dev,ree Pom[s Village Manager 3 50.00 3 60.00 3 70.00 3 40.00 3 25.00 3 25.00 3 50 00 320.00 Community Development Director 3 50.00 3 60.00 3 70.00 3 40.00 3 25.00 3 25.00 3 50.00 320 00 Assistant Village Manager 3 50.00 3 60.00 3 70.00 2 20.00 3 25.00 3 25.00 3 50.00 300 00 Finance Director 3 50 00 3 60 00 3 70 00 3 40.00 3 25 00 3 25 00 2 25.00 295.00 Public Services Director (Proposed) 2 25.00 3 60.00 3 70.00 2 20.00 3 25.00 3 25.00 3 50.00 275-00 Fire Chief 2 25.00 3 60.00 3 70.00 2 20.00 3 25.00 3 25.00 3 50.00 275.00 Police Chief 2 25.00 3 60.00 3 70.00 2 20.00 3 25.00 3 25_00 3 50.00 275.00 Utiliry Director 3 50 00 3 60.00 3 �0.00 3 40.00 3 25 00 2 12.50 1 12 50 270 00 Assistant Fire Chief - Operations 2 25 00 3 60.00 3 70.00 2 20.00 3 25.00 2 12.50 3 50.00 262.50 Director of Parks & Recreation 2 25 00 3 60.00 3 70.00 2 20A0 3 25.00 3 25 00 2 25.00 250.00 Assfstani Police Chief - �ieutenant 2 25.00 3 60.00 2 35.00 2 20.00 3 25.00 3 25.00 3 S0 00 240.00 Building Official (CDD) 3 30.00 3 50.00 3 60.00 I 10.00 3 30.00 3 50 00 230.00 Public Services Manager / Utility Superintendent 1 12.50 3 60A0 2 35.00 2 20.00 3 25.00 3 25_00 3 50 00 227.50 Assistant Finance Director 2 25.00 3 60.00 3 70.00 2 20.00 2 12.50 3 25_00 1 12.50 225.D0 InstrumeM Tech. / Plant Operaror (Utility) 2 15_00 2 25 00 3 60.00 3 40.00 3 30.00 3 50 00 220.00 Stormwater Superintendent 2 25.00 3 60.00 2 35.00 2 20.00 2 12.50 2 12.50 3 50.00 215.00 Streeis Superiniendent 2 25 00 3 60.00 2 35.00 2 20.00 2 �2.50 2 12 50 3 50 00 215.00 Detective / Investigator (Police) 2 15.00 3 50.00 3 60.00 2 20.00 3 30.00 2 25.00 200.00 Executive (Secretary) Assistant (Admin) 2 15.00 3 50.00 3 60 00 2 20.00 3 30.00 2 25 00 200.00 Communications Supervisor (Police) 2 �5.00 3 50.00 2 30.00 3 40.00 2 15.00 3 50.00 200 00 Accounting Manager / Accounting Clerk III (Finance) 3 30.00 3 50.00 3 60.00 1 10.00 3 30.00 1 12.50 192.50 Executive (Secretary) Assistant (Police) 3 30-00 3 50.00 3 60.00 1 10.00 3 30.00 1 �250 �92 50 Buildfng Plans Examfner / Reviewer (CDD) 3 30.00 3 50.00 3 60.00 2 20.00 3 30.00 2 25.00 2'i5.00 Fire Captain 2 25.00 3 60.00 2 35.00 2 20.00 2 12.50 2 12.50 2 25 00 '190.00 Village Clerk 2 25 00 2 30.00 2 35.00 1 10.00 2 12.50 3 25.00 3 50.00 187.50 Plant Operator II (Utility) 2 15.00 2 25.00 3 60.00 2 20.00 2 15.00 3 50.00 185.00 Police LieutenaM (Police) 3 30.00 3 50 00 2 30 00 2 20.00 3 30.00 2 25.00 185.00 Planner (CDD) 3 30_00 2 25 00 3 60.00 1 10.00 3 30_00 2 25.00 180.00 Plant Operator I(Utility) 2 15.00 2 25.00 2 30.00 3 40.00 2 15.00 3 50.00 175.00 Chief Water Plant Operator / Superintendent 1 12.50 3 60 00 2 35.00 2 20 00 1 625 2 12.50 2 25 00 17125 Firefighter-Paramedic 1 7 50 1 12 50 2 30.00 3 40 00 3 30.00 3 50.00 170.00 Police Sergeant (Police) 2 15.00 3 50.00 2 30.00 2 20.00 3 30 00 2 25.00 170.00 Public Works Crew Leader (Utility) 1 7.50 2 25.00 2 30 00 3 40.00 2 15.00 3 50.00 167.50 Recreation Programs Supervisor 2 25.00 2 30.00 2 35.00 2 20.00 2 12 50 2 12 50 2 25 00 160.00 Fire Lieutenant 2 25.00 2 30.00 2 35.00 2 20.00 2 12.50 2 12.50 2 25.00 160.00 Accounting Clerk II ! Accountant (Finance) 3 30.00 3 50.00 2 30.00 1 10.00 2 15.00 1 12.50 �47.50 Field / Service Technician / Maintenance Worker II (Utility) 1 7.50 2 25.00 2 30.00 2 20.00 2 I5.00 3 50.00 147.50 Customer Service Representative III (Utility) 2 15_00 3 50.00 2 30.00 1 10.00 3 30.00 1 12.50 147.50 Executive (Secretary) Assistant (Fire) 2 15.00 2 25.00 2 30.00 2 20.00 3 30.00 2 25.00 145.00 Planning Assistant (CDD) 2 I5.00 2 25.00 2 30A0 2 20.00 3 30.00 1 12.50 132.50 Revised: 4/3/2006 Page 1 of 2 � � r � � � � � � � � � � � � i � � � � � � � � � � � � � � � � � � � � � � Village of Tequesto, FL Compensable Factors - Combined Scale Municipal Solutions, uc Classification Compensation Study Colin Baenziger Associates Field / Service Technician / Maintenance Worker I(Utility) 1 7.50 2 25A0 1 15.00 2 20.00 2 15.00 3 50 00 132.50 Field / Service Tech Superint. (Stormwater/Water Utility) 1 12.50 2 30.00 2 35.00 1 10.00 1 6.25 2 12.50 2 25.00 131 25 Building Inspector (CDD) 2 15.00 2 25.00 2 30.00 2 20.00 2 15.00 2 25.00 130.00 Parks Foreman / Maintenance Supervisor (Parks & Rec) 2 15.00 2 25.00 2 30.00 2 20.00 2 15.00 2 25.00 130.00 Police Officer (Police) 1 7 50 2 25.00 1 15.00 2 20.00 1 7 50 3 50 00 125.00 Accounting Clerk I(Finance) 3 30.00 2 25.00 2 30.00 1 10.00 2 15.00 1 12 50 122.50 Administrative (Secretary) Assistant (CDD) 2 30.00 2 25.00 2 30.00 1 10.00 2 15.00 1 12.50 122.50 Human Resources ! Personnel Specialist (Finance) 2 �5.00 2 25.00 2 30.00 1 10.00 3 30.00 1 12.50 122 50 Risk Management Specialist (Finance) 2 15 00 2 25.00 2 30.00 1 10.00 3 30.00 1 12.50 122.50 Field Tech (Maintenance / Utility Worker) (Utility) 1 7.50 1 12.50 1 15.00 2 20,00 2 15.00 3 50.00 120A0 Firefighter (Fire) 1 7 50 1 12.50 1 15.00 2 20.00 2 I5.00 3 50,00 120.00 Communications Officer (Police) 1 7.50 1 12.50 1 15.00 1 10.00 2 15.00 3 50.00 110,00 Deputy Village Clerk 2 15.00 2 25.00 2 30.00 1 10.00 2 15.00 1 12.50 107.50 (Occupational) Licensing Official (CDD) 2 15.00 2 25.00 2 30.00 1 10.00 2 15.00 1 12.50 107 50 Administrative (Secretary) Assistant (Parks & Rec.) 2 15.00 2 25.00 2 30.00 1 10.00 2 15.00 1 12.50 1U7.50 (Building) Permd Technician (CDD) 2 15.00 2 25.00 2 30.00 1 10.00 2 15.00 1 12.50 107.50 Administrative (Secretary) Assistant (Admin) 2 15.00 2 25.00 2 30.00 1 10.00 2 15.00 1 �250 107.50 Administrative (Secretary) Assistant (Finance) 2 15.00 2 25.00 2 30.00 1 10.00 2 15.00 1 12 50 107.50 Administrative (Secretary) Assistant (Police ) 2 15.00 2 25.00 2 30.00 1 10.00 2 15-00 1 12 50 107.50 Customer Service Representative II (Utility) 2 15.00 2 25.00 2 30.00 1 10.00 2 15.00 1 12 50 107.50 Maintenance Worker (All Departments) 2 15.00 1 �2.50 1 15.00 2 20.00 2 15.00 2 25.00 �02.50 Parks & Recreation Attendant / Camp & Skate Parks (Parks & Rec) 2 15.00 1 12.50 1 15.00 2 20.00 2 15.00 2 25.00 902.50 Records Clerk (Police) 1 7.50 1 12.50 2 30.00 1 10.00 2 15.00 2 25.00 100.00 Code Compliance / Enforcement Officer (CDD) 1 7.50 1 12.50 2 30.00 1 10.00 2 15.00 2 25.00 100.00 Customer Service Representative I(Utility) 2 15.00 2 25.00 1 15.00 1 10 00 2 15A0 1 12.50 9250 Administrative (Secretary) Assistant (Utility) 1 7.50 1 12.50 1 15.00 1 10.00 2 15.00 2 25.00 85.00 Administrative (Secretary) Assistant (Fire Rescue) 1 7.50 1 12.50 1 15.00 1 10.00 2 15.00 2 25.00 85.00 Revised: 4/3/2006 Page 2 of 2 � � � � � � � � � � � ! � � � � � � � Village of Tequesta, FL Compensable Factors - Non-ManaQement Municipal Solutions, �tc Classification Compensation Study Colin Baenziger Associates Skili Effort (Demand) Job Conditions Non-Management Range: work;n� Education Experience Knowledge Physical Mental Total Conditions Points Position Degree Points Degree Points Degree Points Degree Points De�ree Points Degree Points Building Officiat (CDD) 3 30.0 3 50.0 3 60.0 1 10.0 3 30.0 3 50.0 230.0 Chief Water Plant Operator / Superintendent 2 15.0 3 50.0 3 60.0 2 20.0 3 30.0 3 50.0 225.0 Instrument Tech. / Plant Operator (Utitity) 2 15.0 2 25.0 3 60.0 3 40.0 3 30.0 3 50.0 220.0 Detective / Investi�ator (Police) 2 15.0 3 50.0 3 60.0 2 20.0 3 30.0 2 25A 200.0 Executive (Secretary) Assistant (Admin) 2 15.0 3 50.0 3 60.0 2 20.0 3 30.0 2 25.0 200.0 Communications Supervisor (Police) 2 15.0 3 50.0 2 30.0 3 40.0 2 15.0 3 50.0 200.0 Accounting Manager / Accountin� Clerk III (Finance) 3 30.0 3 50.0 3 60.0 1 10.0 3 30.0 1 12.5 192.5 Executive (Secretary) Assistant (Potice) 3 30.0 3 50.0 3 60.0 1 10.0 3 30.0 1 12.5 192.5 Buitding Plans Examiner / Reviewer (CDD) 3 30.0 3 50.0 3 60.0 2 20.0 3 30.0 2 25.0 215.0 Plant Operator II (Utility) 2 15.0 2 25.0 3 60.0 2 20.0 2 15.0 3 50.0 185.0 Police Lieutenant (Police) 3 30.0 3 50.0 2 30.0 2 20.0 3 30.0 2 25.0 185.0 Ptanner(CDD) 3 30.0 2 25.0 3 60.0 1 10.0 3 30.0 2 25.0 180.0 Ptant Operator I(Utility) 2 15.0 2 25.0 2 30.0 3 40.0 2 15.0 3 50.0 175.0 Firefighter-Paramedic 1 7.5 1 12.5 2 30.0 3 40.0 3 30.0 3 50.0 170.0 Police Sergeant (Police) 2 15.0 3 50.0 2 30.0 2 20.0 3 30.0 2 25.0 170.0 Public Works Crew Leader (Utility) 1 7.5 2 25.0 2 30.0 3 40.0 2 15.0 3 50.0 167.5 Field / Service Tech Superint. (Stormwater/Water Utitity) 2 15.0 2 25.0 3 60.0 2 20.0 2 15.0 2 25.0 160.0 Accounting Clerkll/ Accountant(Finance) 3 30.0 3 50.0 2 30.0 1 10.0 Z 15.0 1 12.5 147.5 Field / Service Technician / Maintenance Worker II (Utility) � 7.5 2 25.0 2 30.0 2 20.0 2 15.0 3 50.0 147.5 Customer Service Representative Iil (Utility) 2 15.0 3 50.0 2 30.0 1 10.0 3 30.0 1 12.5 147.5 Executive (Secretary) Assistant (Fire) 2 15.0 2 25A 2 30A 2 20.0 3 30.0 2 25A 145.0 Ptanning Assistant (CDD) 2 15.0 2 25.0 2 30.0 2 20.0 3 30.0 1 12.5 132.5 ie ervue ec nician aintenance or er ti ity � 7.5 2 25.0 1 15.0 2 20.0 2 15.0 3 50.0 132.5 Building Inspector(CDD) 2 15.0 2 25.0 2 30.0 2 20.0 2 15.0 2 25.0 130.0 Parks Foreman / Maintenance Supervisor (Parks Fr Rec) 2 15.0 2 Z5.0 2 30.0 Z 20.0 2 15.0 2 25.0 130.0 Police Officer (Police) 1 7.5 2 25.0 1 15.0 2 20.0 1 7.5 3 50.0 125.0 Accounting Clerk I(Finance) 3 30.0 2 25.0 2 30.0 1 10.0 2 15.0 1 12.5 122.5 Administrative (Secretary) Assistant (CDD) 2 30.0 2 25.0 Z 30.0 1 10.0 2 15.0 1 12.5 122.5 Human Resources / PersonnelSpecialist(Finance) 2 15.0 2 25.0 2 30.0 1 10.0 3 30.0 1 12.5 122,5 Risk Management Specialist (Finance) 2 15.0 2 25.0 2 30.0 1 10.0 3 30.0 1 125 122.5 Field Tech (Maintenance / Utility Worker) (Utility) � 7.5 1 t2.5 1 15.0 2 20.0 2 15.0 3 50.0 120.0 Firefighter(Fire) 1 7.5 1 12.5 1 15.0 Z 20.0 2 15.0 3 50.0 1Z0.0 Communications Officer (Police) � 7,5 1 12.5 1 15.0 1 10.0 2 15.0 3 50.0 110.0 Revised: 4/3/2006 Page 1 Of 2 Villaye of Tequesta, FL Compensable Factors - Non-ManaQement Municipal Solutions, �ic Classification Compensation Study Colin Baenziqer Associates Deputy Village Cterk 2 15.0 2 25.0 2 30.0 1 10.0 2 15.0 1 12.5 107.5 (Occupational) Licensing Official(CD D) 2 15.0 2 25.0 2 30.0 1 10.0 2 15.0 1 12.5 107.5 Ad ministrative (Secretary) Assistant (Parks 8 Rec.) 2 15.0 2 25.0 2 30.0 1 10.0 Z 15.0 1 12.5 107.5 (Building) Permit Technician (CDD) 2 15.0 2 25.0 2 30.0 1 10.0 2 15.0 1 12.5 107.5 Administrative (Secretary) Assistant (Admin) 2 15.0 2 25.0 2 30.0 1 10.0 2 15.0 1 12.5 107.5 Administrative (Secretary) Assistant (Finance) 2 15.0 2 25.0 2 30.0 1 10.0 2 15.0 1 12.5 107.5 Administrative (Secretary) Assistant (Police ) Z 15.0 2 25.0 2 30.0 1 10.0 2 15.0 1 12.5 107.5 Customer Service Representative il (Utility) 2 15.0 Z 25.0 2 30.0 1 10.0 2 15.0 1 12.5 107.5 Maintenance Worker(Atl Departments) 2 15.0 1 12.5 1 15.0 2 20.0 2 15.0 2 25.0 102.5 Parks 8 Recreation Attendant / Ca m p 8 Skate Parks(Parks 8 Rec) Z 15.0 1 12.5 1 15.0 2 20.0 2 15.0 2 25.0 102:5 Records Clerk (Police) 1 7.5 1 12.5 2 30.0 1 10.0 2 15.0 2 25.0 100.0 Code Comptiance / Enforcement Officer (CDD) � 7.5 1 12.5 2 30.0 1 10.0 2 15.0 2 25.0 100.0 Customer Service Representa[ive I(Utility) 2 15.0 2 25.0 7 15.0 1 10.0 2 15.0 1 12.5 92.5 Administrative (Secretary) Assistant (Utility) � 7.5 1 12.5 1 15.0 1 10.0 2 15.0 2 25.0 85.0 ministratrve ecretary ssistant ire escue 1 7.5 1 12.5 1 15.0 1 10.0 2 15.0 2 25.0 85.0 Revised: 4/3/2006 Page 2 of 2 r .. .. � .. .. .. � � � .. a■ � .. .. �. � � �. i i i i i � APPENDIX D I Pl�OPOSED PAY�RADE ANI� RANGES � � � � � � � � 1 � � � _ _�� • Classification Compensation Study Colin BaenzigerAssociates L Grade Raa�ge Type Mir��mum Midpoint Max9m�m ' 1 PT Average : � - Hi�h - Low 2 PT Avera�e - - - ' High - Low - - - 3 PT Average - - - ' High - Low _ � : 4 PT Average - - - High - Low - - - ' : _ _ __ _ _ � . _ __ _. _ . . _._ _ _ 5 PT Average - - - High - Low - - - - _ _ _ ' 6 Average $ 23,661.22 $ 28,245.89 $ 32,830.56 Hi�h - Low $ 23,591.29 $ 28,398.94 $ 33,206.59 ' 7 Average $ 25,383.88 $ 31,085.04 $ 36,786.21 Hi�h- Low $ 24,179.14 $ 29,580.00 $ 34,980.86 8 Average $ 27,513.24 $ 34,366.34 $ 41,219.45 ' High - Low $ 27,042.18 $ 33,905.60 $ 40,769.01 9 Average $ 29,573.57 $ 36,781.85 $ 43,990.13 , High - Low $ 27,674.77 $ 35,265.46 $ 42,856.14 10 Average $ 32,804.11 $ 40,856.52 $ 48,908.92 High - Low $ 31,476.29 $ 41,355.88 $ 51,235.47 , 11 Average $ 35,012.11 $ 43,899.84 $ 52,787.57 High - Low $ 34,868.80 $ 43,559.31 $ 52,249.83 ' 12 Average $ 35,809.77 $ 45,208.54 $ 54,607.31 High - Low $ 35,659.78 $ 45,198.92 $ 54,738.06 13 Average $ 37,231.38 $ 46,215.51 $ 55,199.64 , Hi�ii - L�w $ 37,231.38 $ 46,2i5.51 $ 55,i99.64 14 Average $ 43,486.47 $ 50,316.40 $ 57,146.33 , High - Low $ 28,799.94 $ 43,741.68 $ 58,683.43 15 Average $ 40,045.91 $ 50,617.18 $ 61,188.44 , Hi�h - Low $ 39,687.20 $ 50,817.63 $ 61,948.05 16 Average $ 41,124.18 $ 52,096.02 $ 63,067.87 High - Low $ 41,124.18 $ 52,109.65 $ 63,095.11 ' 17 Average $ 43,579.96 $ 54,606.07 $ 65,632.18 High - Low $ 42,732.05 $ 54,358.31 $ 65,984.57 ' 18 Average $ 47,754.87 $ 58,499 J6 $ 69,244.65 High - Low $ 45,232.39 $ 57,273.97 $ 69,315.55 19 Average $ 48,762.25 $ 61,025.09 $ 73,287.94 ' Hi�h - Low $ 48,238.42 $ 61,324.64 $ 74,410.86 Revised: 4/3/2006 Page I o f 2 , ' Classification Compensation Study Colin BaenzigerAssociates � 20 Avera�e $ 51,394.44 $ 64,646.57 $ 77,898.71 Hi�h - Low $ 51,073.27 $ 65,181.75 $ 79,290.23 ' 21 Average $ 53,065.60 $ 67,234.94 $ 81,404.27 Hi�h - Low $ 53,065.60 $ 67,234.94 $ 81,404.27 22 Average $ 55,496.94 $ 69,937.89 $ 84,378.83 ' High - Low $ 55,452.61 $ 69,730.39 $ 84,008.16 23 Average $ 57,062.57 $ 72,515.41 $ 87,968.26 ' High - Low $ 56,957.31 $ 71,874.83 $ 86,792.36 24 Average $ 60,450.33 $ 76,716.08 $ 92,981.83 Hi�h - Low $ 60,450.33 $ 76,716.08 $ 92,981.83 , 25 Average $ 63,410.72 $ 78,661.55 $ 93,912.37 High - Low $ 63,410.72 $ 78,661.55 $ 93,912.37 , 26 Average $ 65,154.48 $ 82,884.60 $ 100,614.72 Hi�h - Low $ 64,132.33 $ 80,499.88 $ 96,867.44 ' 27 Average $ 67,906.40 $ 86,170.79 $ 104,435.17 High - Low $ 67,906.40 $ 86,170.79 $ 104,435.17 28 Average $ 68,189.35 $ 88,038.24 $ 107,887.14 ' High - Low $ 68,189.35 $ 88,038.24 $ 107,887.14 29 Average $ 71,075.63 $ 90,794.92 $ 110,514.21 ' High - Low $ 71,075.63 $ 90,794.92 $ 110,514.21 30 Avera�e $ 73,961.90 $ 93,551.59 $ 113,141.28 High - Low $ 73,961.90 $ 93,551.59 $ 113,141.28 ' ' ' ' , ' ' Revised: 4/3/2006 Page 2 o f 2 , ' ' Classification Compensation Study Ma►'ket SurveV PaV Ranqes Colin BaenzigerAssociates ' Current Proposed ' Classified Position Grade Grade Village Manager 26 30 ' Assista�t Village Manager 25 2$ Finance Director 25 27 Fire Chief 25 26 , Community Development Director 24 26 Police Chief 25 26 Public Services Director (Proposed) 24 25 ' Director of Parks & Recreation 17 24 Building Official (CDD) 23 23 Assistant Fire Chief - Operations 23 23 , Utility Director 25 23 Assistant Police Chief - Lieutenant 2� 22 ' Assistant Finance Director 20 22 Police Lieutenant (Police) 20 21 Village Clerk 20 20 ' Risk Management Specialist (Finance) - 2� Fire Captain 18 to 19 20 Public Services Manager / Utility Superintendent 22 19 ' Accounting Manager / Accounting Clerk III (Finance) 18 19 Fire Lieutenant 14 t0 17 19 Chief Water Plant Operator / Superintendent 16 18 ' Potice Sergeant (Police) 18 18 Firefighter-Paramedic 9 t0 12 17 Streets Superintendent - 17 ' Planner (CDD) 11 17 Stormwater Superintendent 16 Human Resources / Personnel Specialist (Finance) 11 16 ' Firefighter (Fire) 9 15 Building Plans Examiner / Reviewer (CDD) - 1 5 ' Communications Supervisor (Police) 11 15 Field / Service Tech Superint. (Stormwater/Water Utility) 16 14 Detective / Investigator (Potice) 12 14 ' Instrument Tech. / Plant Operator (Utility) 12 14 Police Officer (Police) 12 14 Recreation Programs Supervisor 13 14 ' Executive (Secretary) Assistant (Admin) 12 14 Building Inspector (CDD) 13 Customer Service Representative III (Utility) 12 12 ' Executive (Secretary) Assistant (Fire) 12 12 Executive (Secretary) Assistant (Potice) 12 12 Code Compliance / Enforcement Officer (CDD) 10 11 ' Deputy Village Clerk - 1 1 R e v i s e d: 4/ 4/ 2 0 0 6 Pa ge 1 o f 2 ' ' Classification Compensation Study Market Su►veV PaY Ranqes Colin BaenzigerAssociafes l.Ul I CI�L rl V�JV�CU ' Classified Position Grade Grade Plant Operator II (Utility) 1 � 1 � � Field / Service Technician / Maintenance Worker II (Utility) ] 1 � Public Works Crew Leader (Utility) 9 10 ' Communications Officer (Police) � Q 1 Q Planning Assistant (CDD) - 9 Plant Operator I (Utility) $ 9 , (Building) Permit Technician (CDD) . 9 Administrative (Secretary) Assistant (Finance) 10 9 Administrative (Secretary) Assistant (Police ) 6 9 , Administrative (Secretary) Assistant (Fire Rescue) 10 9 Administrative (Secretary) Assistant (Admin) 6 9 ' Administrative (Secretary) Assistant (Parks � Rec. ) $ J Customer Service Representative II (Utiliry) g g Administrative (Secretary) Assistant (CDD) 6 9 ' Administrative (Secretary) Assistant (Utitity) g g Parks Foreman / Maintenance Supervisor (Parks & Rec) 7 9 Accounting Clerk II / Accountant (Finance) 7 9 , Accounting Clerk I(Finance) 4 9 (Occupational) Licensing Official (CDD) - $ Records Clerk (Police) - $ ' Customer Service Representative I(Utility) 3 g Field / Service Technician / Maintenance Worker I(Utility) 4 7 Fietd Tech (Maintenance / Utility Worker) (Utility) 4 7 ' Maintenance Worker (All Departments) 1 6 Parks 8 Recreation Attendant / Camp 8 Skate Parks (Parks & Rec; _ 6 , ' ' ' ' , ' Revised: 4/4/2006 Page 2 o f 2 � ' ' APPENDIX E JOB SURVEY AND JOB DESCRIPTIONS 1 1 ' CLASSIFICATION Et COMPENSATION STUDY COLIN BAENZIGER ht ASSOCIATES EMPLOYEE JOB DESCRIPTION SURVEY MANAGEMENT POSITIONS - KEY ELEMENTS ' Municipal Solutions, llc is currently gathering salary and compensation data from other comparable communities throughout the region to ensure employee salaries and benefits in Tequesta are competitive and appropriate. This survey is used to determine whether certain key elements are properly identified and contained in current job description to adequately reflect the essential levels ' of experience, education, skill and effort that distinguish one position from another. Such distinction and similarities help to ensure appropriate levels of compensation between all Village staff and among similar positions other communities. ' Please take a few minutes to consider your position and suggest appropriate responses for each question. In order to ensure the results from regional research, they need to clearly understand the KSAs (levels of knowledge, skills and abilities), levels of education, experience, and levels of effort and responsibility that is appropriate for someone in your osp ition The survey is designed to be completed by the person currently employed in this position, but is not an evaluation of the person currently ' employed in this position, nor should it reflect the current employee's KSAs. NOTE: Whether or not you meet these requirements is not important, They are not changing the ' functional duties of the job descriptions at this time. Instructions ' 1. ALL employees (including part -time) should complete the following survey today. 2. If your position is considered `Management', fill out the Management survey only. 3. If your position is considered `non - Management', fill out the non - Management survey only. 4. Give the results to Bob Garlo or Mike Couzzo by Friday of this week. 5. Bob or Mike, please call to fax these to me Friday and photocopy responses for your records Et mail the originals via USPS to: David Evertsen Teguesta Compensation Study, 22331 W. La Pasada Blvd., Buckeye, AZ 85338. ' If you have any questions, please call David at 928 - 220 -2611 (mobile) or 623.386.0901 (office). MUNICIPAL SOLUTIONS, LLC, 2006 41312006 PAGE 1 OF 9 CLASSIFICATION Et COMPENSATION STUDY C OLIN B A E NZIGER $ ASSOCIATES Management Position Questions , Department: ' Position Title: Your Name: ' Reports To: Total # I Supervise , My position is currently (check most appropriate) ' ❑ Management ❑ non - Management ❑ Salary ❑ Hourly ❑ Full -time ❑ Part -time ESSENTIAL KNOWLEDGE, SKILLS Et ABILITIES: ' When determining what level of knowledge, skills, experience and abilities are essential for , your position, think about the following statements and check the one which most appropriately applies. You should reflect upon what the position would require if the Village needed to fill your position. Do not include what your current education level or ability is. , Example You may have been in this position for 12 years, though you worked up into the position. You may feel that someone following you in that position should have a minimum of 5 years experience in certain trades or skills. List the standard, and any details. , Sk ill Education: ' Are there any certificates, licenses or registrations required to perform the essential duties and responsibilities? X Mark the appropriate box below and please list any additional detail. ❑ Hold a High School diploma, general education degree, professional certificate from ' college or technical school or equivalent education. ❑ Hold a Four -year degree (Bachelor's (B.A.)) from an accredited college or university in ' Engineering, Science, Public Administration, Business, Accounting or other related degree relevant to current position. ❑ Hold an advanced degree above the Bachelors degree. Preferable in Masters Public ' Administration, Masters in Business Administration, Masters of Accountancy or other related advanced degree pertaining to a relevant field. Details: ' O MUNICIPAL SOLUTIONS, LLc, 2006 41312006 PAGE 2 OF 9 ' CLASSIFICATION & COMPENSATION STUDY COLIN BAENZIGER & ASSOCIATES Experience: Select the level of education needed to successfully accomplish the essential duties of this position. This will not necessarily reflect your level, but the level needed for the job. If your level of needed education is not listed below, simply write it in below. X Mark the appropriate box below and please list any additional detail. ' ❑ Less than 3 years experience in a comparable position at another municipality or in the private sector. ' ❑ Three to five years experience in a comparable position at another municipality or in the private sector. ' ❑ More than 5 years experience in a comparable position at another municipality or in the private sector. Details: ' Knowledge: Please select the level of knowledge or technical skills needed to successfully accomplish the essential duties of this position. This will not necessarily reflect your level, but the level needed for the job. Please provide details (such as specific technical, computer, language, or ' other skills or knowledge) below if necessary. X Mark the appropriate box below and please list any additional detail. ❑ Use of basic knowledge in mathematics or equivalent technical skills necessary to review and prepare of complicated drawing, specifications, charts, tables; various types of precision measuring interments and techniques. Equivalent to one to three years' applied trades training in a particular or specialized occupation. ' ❑ Use of intermediate knowledge of law, mathematics, finance, budgeting, personnel management and public administration and or the use of complicated drawings, ' specifications, charts, tables, handbooks formulas; all varieties of precision measuring instruments. Equivalent to complete accredited apprenticeship in a recognized trade, craft or occupation; or equivalent to a four -year college degree. ❑ Use of an advanced knowledge of mathematics or equivalent technical skills used in the application of business principles and the performance of related practical operation, together with a comprehensive knowledge of the theories and practices of law, public ' administration, finance, budgeting, personnel management, mechanical, electrical, chemical, civil, or like engineering field. Equivalent to completing an advanced degree (Masters, Juris Doctorate or Doctorate) from an accredited university. ' Details: MUNICIPAL SOLUTIONS, LLC, 2006 41312006 PAGE 3 OF 9 CLASSIFICATION Et COMPENSATION STUDY CO LIN BAENZIGER Et ASSOCIATES Responsibility ' Budget: What level of finance / budget oversight does this position require? To what degree is this position responsible for the department's budget, expenses, purchasing, revenue, and rates for services it provides ?. X Mark the appropriate box below. ' ❑ Responsible for occasional or limited oversight of funds and some distribution to various entities, including purchasing, payroll, and documentation. In this position, , such authority is generally delegated, infrequent or limited in authority. ❑ Responsible for oversight of funds, assisting in the writing of grants and proposals to support the Department's operational budget, and / or facilitating intergovernmental , financial support for municipal operations. Significant oversight of funds Et distribution, processing Ft overseeing purchasing, payroll, Et documentation for example. ❑ Responsible for the oversight of department funds, evaluating and recommending rate ' restructuring, writing grants and proposals as a principal source to the department's operations budget or the General Fund, and / or facilitating intergovernmental financial support for operations. Principal accountability for Department's budget ' and fiscal management falls under this position's responsibility. Details: ' Oversee Operations: ' Please select the level of oversight needed to successfully accomplish the essential duties of this position. This will not necessarily reflect your level, but the level needed for the job. X Mark the appropriate box below and please list any additional detail ❑ Requires responsibility for and general oversight over one or two departmental , operations or functional areas with limited control of staff and financial resources within the department. ' ❑ Requires an intermediate level of responsibility for and oversight of multiple departmental operations or functional areas with moderate control of various staff ' and resource support within those functional areas, sometimes requiring interdepartmental coordination of staff and resources. ❑ Requires major oversight of multiple department operations and / or multiple ' functional areas, various staff and resource support within this department and among other departments within the Village. Details: ' ©MUNICIPAL SOLUTIONS, LLC, 2006 41312006 PAGE 4OF 9 ' CLASSIFICATION & COMPENSATION STUDY COLIN BAENZIGER $ ASSOCIATES Working with Others: Please select the level of interaction needed to successfully accomplish the essential duties of this position. This will not necessarily reflect your level, but the level needed for the job. X Mark the appropriate box below and please list any additional detail ❑ Works with others within a functional area. ❑ Works with others within functional area and occasionally into other areas, and coordinates activities that require cross - functional support. ❑ Works in an extensive capacity within other functional areas, including making recommendations to the Council (or other Boards and Commissions) on various issues. Details: ' Community: ' Networking: Does this position require that a person interact with people within and outside of the organization? Select one of the following characteristics that most appropriately describe the networking responsibilities and duties of the position. Please mark the appropriate box. Provide additional detail below if necessary. ❑ Work to resolve various issues and internal matters through managers or supervisors ' dealing with community residents or businesses only within my department or functional area. ❑ Work with community residents or businesses, elected officials or other community ' groups on various issues for internal and external matters and / or handle some cross - departmental or cross - functional interactions as necessary. This position is required to inform the public or responds to public comment, informs residents and groups on Village issues. ❑ Frequently work with community residents or businesses, elected officials or other community groups on various issues for internal and external matters media or press on ' various issues in community development and business issues. Regularly informs the public, responds to public comment, meets or corresponds with press or media, and informs residents and groups on Village issues often in person. ' X Mark all that apply. ® Residents (Youth) ❑ Residents (Adults) ' ❑ Local Elected Officials ❑ Regional 8 State Elected Officials ❑ Local News Media ❑ Regional Et State Media ❑ County Department Heads ❑ State Agency / Department Heads ' ❑ Local Businesses ❑ Regional Professional Associations ❑ Council of Gove rnments ❑ Community Groups (Rotary, Lions, other...) ❑ I Others: ❑ I Others: ' Q MUNICIPAL SOLUTIONS, LLc, 2006 41312006 PAGE 5 OF 9 CLASSIFICATION Et COMPENSATION STUDY COLIN BAENZIGER Et ASSOCIATES Additional Comments: Are there any other circumstances or details about this position which may require special qualifications, skills or abilities. Please provide additional information below. Thank you for taking the time to complete this survey. Please return this to the Bob Garlo or Mike Couzzo immediately. Results will be available for viewing in the coming weeks. ' ©MUNICIPAL SOLUTIONS, LLC, 2006 41312006 PAGE 6 OF 9 ' ' EMPLOYEE JOB DESCRIPTION SURVEY NONMANAGEMENT POSITIONS KEY ELEMENTS Municipal Solutions, tic is currently gathering salary and compensation data from other comparable communities throughout the region to ensure employee salaries and benefits in Tequesta are competitive and appropriate. This survey is used to determine whether certain key elements are properly identified and contained in current job description to.adequately reflect the essential levels of experience, education, skill and effort that distinguish one position from another. Such distinction ' and similarities help to ensure appropriate levels of compensation between all Village staff and among similar positions other communities. Please take a few minutes to consider your position and suggest appropriate responses for each question. In order to ensure the results from regional research, they need to clearly understand the KSAs (levels ' of knowledge, skills and abilities), levels of education, experience, and levels of effort and responsibility that is appropriate for someone in your position. The survey is designed to be completed by the person currently employed in this position, but is not an evaluation of the person currently employed in this position, nor should it reflect the current employee's KSAs. ' NOTE: Whether or not you meet these requirements is not important, They are not changing the functional duties of the job descriptions at this time. Instructions ' 1. All employees (including part -time) should complete the following survey today. 2. If your position is considered 'Management', fill out the Management survey only. 3. If your position is considered 'non - Management', fill out the non - Management survey only. ' 4. Give the results to your Department Head by Friday of this week. 5. Department Heads, please photocopy responses for your records and mail the originals via USPS to: ' David Evertsen, Tequesta Compensation Study, 22331 W. La Pasada Blvd., Buckeye, AZ 85338. ' If you have any questions, please call David at 928 - 220 -2611 (mobile) or 623.386.0901 (office). t Q MUNICIPAL SOLUTIONS, LLC, 2005 PAGE I OF 9 Non - Management Position Questions , Department: Position Title: ' Your Name:. Reports To: , Total # I Supervise My position is currently (check most appropriate) ' ❑ Management ❑ non - Management ❑ Salary ❑ Hourly ❑ Full -time ❑ Part -time ESSENTIAL KNOWLEDGE, SKILLS Et ABILITIES: When determining what level of knowledge, skills, experience and abilities are essential for ' your position, think about the following statements and check the one which most appropriately applies. You should reflect upon what the position would require if the Village , needed to fill your position. Do not include what your current education level or ability is. Example: You may have been in this position for 12 years, though you worked up into the position. You may feel that someone following you in that position should have a minimum i of 5 years experience in certain trades or skills. List the standard, and any details. Skill ' Education: Are there any certificates, licenses or registrations required to perform the essential duties and responsibilities? X Mark the appropriate box below and please list any additional detail. ' ❑ No prior training; Less than high school education. ❑ High school diploma or general education degree (GED); or professional certificate from ' college or technical school. ❑ Two or Four -year degree (Associate's (A.A.) or Bachelor's (B.A.)) from an accredited ' college or university. Details: ' Experience: ' Select the level of education needed to successfully accomplish the essential duties of this position. This will not necessarily reflect your level, but the level needed for the job. If your ' level of needed education is not listed below, simply write it in below. X Mark the appropriate box below and please list any additional detail. ❑ No prior experience to one year experience. ' ❑ One to three years experience at a related or next lower position. ❑ More than three years experience (please detail below) at a related or next lower position. © MUNICIPAL SOLUTIONS, LLC, 2005 PAGE 2 OF 9 ' ' Details: Knowledge: ' Please select the level of knowledge or technical skills needed to successfully accomplish the essential duties of this position. This will not necessarily reflect your level, but the level needed for the job. Please provide details (such as specific technical, computer, language, or ' other skills or knowledge) below if necessary. X Mark the appropriate box below and please list any additional detail. ❑ Use of reading and writing, adding and subtraction of whole numbers; following of ' instructions; use of fixed gauges, direct reading of instruments, and similar devices; where interpretation is not required. Beginner's knowledge of basic computer and technical skills. ❑ Use of addition, subtraction, multiplication and division of numbers including decimals and fractions. Use of simple formulas, charts, tables, drawing, specifications, schedules, wiring diagrams, use of adjustable measuring instruments, checking of reports, forms, records and comparable data where some interpretation is required. Intermediate knowledge of basic computer and technical skills. ' ❑ Use of mathematics with the use of complex drawings, specifications, charts, tables, and various types of precision measuring instruments - where regular interpretation is required. Advanced knowledge of basic computer and technical skills. ' Details: 1 Effort Physical Demand: Does this position require that weight be lifted or force be exerted? if so, how much and how ' often? (e.g. once a day, once a week, twice a year, etc.). X Mark the appropriate box below. ❑ Infrequent lifting of heavy objects that generally does not require assistance. General ' office work with minimal recurring movement including filling of documents, lifting standing, bending, stooping, walking, crawling or climbing. ❑ Potential for recurring lifting of heavy objects that generally requires assistance. General office or file and documents maintenance work or work with recurring movement, lifting, standing, bending, walking, crawling or climbing. ❑ Potential for frequent lifting of objects that often requires assistance. General office work and medium to heavy file and document maintenance work with movement, lifting or high frequency including operation of office and / or heavy equipment, and standing, walking, crawling or climbing. Details: ' 0 MUNICIPAL SOLUTIONS, LLc, 2005 PAGE 3 OF 9 Mental Demand: i Please select the level mental effort needed to successfully accomplish the essential duties of this position. This will not necessarily reflect your level, but the level needed for the job. X ' Mark the appropriate box below and please list any additional detail ❑ Requires little or no decision making for day to day operations of a functional area. Often takes direction from superiors when performing tasks. ❑ Requires moderate independent decision making / interpretation within duties or daily operations within a functional area. Requires reading and comprehending simple , instructions, preparation of simple correspondence and memos, and the ability to effectively present information to the supervisor. ❑ Requires moderate to heavy independent decision making within duties or daily , operations and within in the allocation of resources, time or equipment. Superiors have delegated certain authority over general tasks. Requires ability to read and interpret documents such as safety rules, operating and maintenance instructions, and procedure manuals. Requires ability to write routine reports and correspondence, and the ability to speak effectively before groups of employees or residents. Details: ' Job Conditions ' Workinq Conditions: Select one of the following characteristics that most appropriately describe the working ' conditions of the position. Provide additional detail below if necessary. ❑ Works in non - hazardous conditions and limited general contact with other employees and / or external customers. ' ❑ Works in semi - hazardous or occasionally hazardous conditions and has regular contact with employees and external customers. Position can require attention to special , projects that require employee to consult external help from other functional areas. ❑ Regularly works in hazardous or potentially hazardous conditions with heavy equipment , that is sensitive to over - handling. Frequently works with external customers on a regular basis. X Mark all that apply. ' Noise: Environmental Conditions: Other Conditions: (describe) ❑ None ❑ Wet or Humid ❑ ❑ Low ❑ Work near moving parts ❑ E] Moderate ❑ Work in high, precarious places ❑ ' ❑ High ❑ Fumes or Airborne Particles El El Toxic or Caustic chemicals El ❑ Outdoor weather conditions ❑ ' ❑ Extreme Cold (non- weather) ❑ ❑ Extreme Heat (non - weather) ❑ ❑ Risk of Electrical Shock ❑ ' ❑ Work with Explosives ❑ ❑ Risk of Radiation ❑ ❑ I Vibration ❑ © MUNICIPAL SOLUTIONS, LLC, 2005 PAGE 4 OF 9 ' ' Contact with Others: Does this position require that a person interact with people within and outside of the 1 organization? Please mark the appropriate box. X Mark all that apply. ' ❑ Residents (Adults, Youth) ❑ Developers ❑ Vendors ' ❑ Council Members ❑ Other elected officials ❑ County or State Agencies ❑ Others: Additional Comments: Are there any other circumstances or details about this position which may require special qualifications, skills or abilities. Please provide additional information below. 1 i Thank you for taking the time to complete this survey. Please return this to your Department Head immediately. Results will be available for viewing in the coming weeks. i 1 1 ' cp MUNICIPAL SOLUTIONS, LLC, 2005 PAGE 5 OF 9 APPENDIX F ' INCENTIVE PAY AND PERFORANCE EVALUATION 1 1 1 1 1 1 i.tuliet.1PUE wiuuv11a ttL Classification £t Compensation Study Colin Baenziger & Associates • Insufficient Training and Process Understanding: Employees who will ' participate in a 360 process need training about the process, how to provide constructive feedback, how to interpret results, and more. Failure to provide the appropriate amount of training and information ' can sink a process quickly. • Insufficient Information: Since 360 degree feedback processes are currently usually anonymous, people receiving feedback have no recourse if they want to further understand the feedback. They have no one to ask for clarification of unclear comments or more information ' about particular ratings and their basis. For this reason and for the points listed in the several bullet points following this one, developing 360 process coaches is important. Supervisors, HR staff people, interested managers and others are taught to assist people to understand their feedback. They are trained to help people develop action plans based upon the feedback. ' Focus on Negatives and Weaknesses: At least one recent book, First Break All the Rules: What Great Managers Do Differently, advises that ' great managers focus on employee strengths, not weaknesses. The authors said, "People don't change that much, Don't waste time trying to put in what was left out. Try to draw out what was left in. That is hard ' enough." • Rater Inexperience and Ineffectiveness: In addition to the insufficient training organizations provide both people receiving feedback and people providing feedback, there are numerous ways raters go wrong. They may inflate ratings to make an employee look good. They may deflate ratings to make an individual look bad. They may informally band together to make the system artificially inflate everyone's performance. Checks and balances must prevent these pitfalls. ' Paperwork / Computer Data Entry Overload: Need I say much more here? Traditional evaluations required two people and one form. Multirater feedback ups the sheer number of people participating in the ' process and the consequent organization time invested. ' Conclusion I imagine you can think of a variety of additional plusses and minuses about 360 degree feedback processes. As with any performance feedback process, it can provide you with a profoundly supportive, organization affirming method for promoting employee growth and development. Or, in the worst cases, it saps ' morale, destroys motivation, enables disenfranchised employees to go for the jugular or plot and scheme revenge scenarios. It can increase positive, powerful problem solving for customers or set people off on journeys to Revised: 41112006 Page 6 of 9 Classification ft Compensation Study Colin Baenziger ft Associates identify guilty, the the feedback provider who rated their performance less ' than perfect. Which scenario will ur organization choose? It's all in the details. Think Y g profoundly before you move forward; learn from the mistakes of others; assess your organization's readiness. Apply effective change management strategies ' to planning and implementation. Do the right things right and you will add a powerful tool to your performance management and enhancement toolkit! ' 1 1 i 1 1 1 Revised: 41112006 Page 7 of 9 Classification & Compensation Study Colin Baenziger & Associates INCENTIVE PAY GOALS 8t VALUES ' Overview Career development is an important factor which should be an integral part of ' any personnel program and budget. Facilitating the career and skills development of staff has the potential to create a better educated staff, making them more qualified and capable to meet a higher quality and quantity ' of work. As part of the evaluation feedback and work planning process, the Village should consider implementing a system for rewarding employees who acquire certain licenses, achieve professional designations, and achieve other ' specified objectives pertaining to professional development. The following examples are sited for consideration. Communities with more ' departments (Fire, Police, Library, etc) should develop similar goals and values for as appropriate. (SAMPLE) ' ADMINISTRATIVE Hourly Rate Increase ' Clerk or Deputy Clerk 25 points - Municipal Clerk's Certification $0.25 50 points - Municipal Clerk's Certification $0.50 75 points - Municipal Clerk's Certification $0.75 ' IIMC Certification $1.25 Other incentive goals as appropriate. ' Finance Director or Accounting Staff Certified Public Finance (CPFO) Officer Exams $0.50 Certified Public Finance Officer (CPFO) Designation $1.50 Unqualified Audit Opinion $0.25 ' GFOA Recognized Outstanding Budget $0.50 GFOA Recognized Outstanding Financial Statements $0.50 Training towards Risk Manager Certification $0.25 Risk Manager Certification $0.25 Other incentive goals as appropriate. Administrative Assistants / Secretaries / Office Support MOUS Certification - Access $0.25 MOUS Certification - Excel $0.25 MOUS Certification - Word $0.25 MOUS Certification - Power Point $0.25 Other incentive goals as appropriate. Village Manager / Assistant Village Administrator Accomplishment of Annual Council Goals $ undetermined Expenditures <95% of Budgeted Expenditures $ undetermined Tax Revenues > 20% Above Budgeted Revenue $ undetermined Annual Council Goals Achievement - Bonus $ undetermined ' Other incentive goals as appropriate. Revised: 41112006 Page 8 of 9 Classification & Compensation Study Colin Baenziger Et Associates GENERAL / WATER / SEWER / STREETS / PARK General Commercial Drivers License (CDL) $0.50 Commercial Pesticide Applicator $0.50 Water D Water Treatment License $0.25 C Water Treatment License $0.75 B Water Treatment License $1.25 A Water Treatment License $2.00 Class I Water Distribution Certificate $0.25 Class II Water Distribution Certificate $0.50 Class III Water Distribution Certificate $0.75 Back Flow Testor Certificate $0..50 Waste Water ' D Waste Water Treatment License $0.25 C Waste Water Treatment License $0.75 B Waste Water Treatment License $1.25 A Waster Water Treatment License $2.00 OTHER 40 hours Continuing Education $0.25 ' New Service Implementation $0.10 Grant Revenue ($5,000 to $12,000) - Bonus 2% of Revenue Grant Revenue ( >$12,500) - Bonus $250 or % of Revenue 1 Recreation Program Enrollment - 10% Increase Bonus $ undetermined Revised: 41112006 Page 9 of 9 . ,,... .,� . ..y..,..,_-, - Clossification Ft Compensation Study Co(in Baenziger ft Associates , APPENDIX F: 360 ° EMPLOYEE PERFORMANCE EVALUATION TOOL I �t EMPLOYEE INCENTIVE PAY , EMPLOYEE PERFORMANCE EVALUATION TOOL ' The 360 ° Evaluation ' 360 de�ree feedback is a method and a tool that provides each employee the ' opportunity to receive performance feedback from his or her supervisor and four to eight peers, reportin� staff inembers, or co-workers. Most 360 degree feedback tools are atso responded to by each individual in a self assessment. ' 360 degree feedback allows each individual to understand how his or her effectiveness as an employee, co-worker, or staff inember is viewed by others. The most effective processes provide feedback that is based on behaviors and , performance that other employees can see. The feedback provides insight about the skills, attributes and behaviors desired in the organization to accomplish the mission, vision, and goals and live the values that are important � to most any organization. The feedback is firmly planted in behaviors needed to exceed customer and organizational expectations. With that said, this tool has many positive aspects and many proponents which are outlined below. , The 1999 State of the Industry Report, from the American Society for Trainin� and Development (ASTD), reviewed the training practices of more than 750 ' firms. Fifty-five firms, described by ASTD as leading edge in their trainin� approaches, rely heavily on employee feedback, includin� 360 degree feedback and peer review, for individual development plans and annual performance ' reviews. Seventy-five percent of these companies provided individual devetopment plans, and 33 percent provided 360 degree feedback for most of their employees in 1998, compared to 50 percent and 10 percent in 1997, ' according to ASTD. Using the Evaluation ' There are four essentials to benefitin� from the 360 ° evaluation method: Selectin the Evaluators: Peo le who are chosen as Evaluators usuall ' • g p , Y choices shared by the organization and employee, generally interact ' routinely with the person receivin� feedback. ' Revised: 4/ 1/ 2006 Page 1 of 9 ' ' .....-�.. .-, ... , � muinuNu� ww��viu, uc. ' Classification & Compensation Study Co(in Baenziger & Associates • The Evaluation Process: One of the key purposes of the 360 ° Evaluation ' is the opportunity to address the misperceptions employees and supervisors have regarding the importance a position's skills and attributes requires. The overall purpose of the feedback evaluation tool ' is to assist each individual to understand his or her strengths and weaknesses, to contribute insights into aspects of his or her work needing professional development, and to facititate a productive , dialogue between employee and supervisor. Each evaluation contains a series of 15 questions, and the evaluator is asked to respond to what he or she feels is the Relevont Importance of a certain skilt or attribute to , the position, then respond to what they feel is the Performance Leve( Tables 1�t 2 illustrates how this is done. 1 Table 1: Wei�hted Factors &� Performance Ratin� , PERFORMANCE RATING WEIGHT LEVEL OF PERFORMANCE , O=Does not apply to position 1=Unsatisfactory 1=Relevant to position 2=Needs Improvement 2=lmportant to position 3=Good � 3=Crucial to position 4=Very Good 5=Excellent ' Table 2: Evaluatin� the Position and the Employee , A. PRACTICAL KNOWLEDGE OF WORK • Understands routine methods and procedures required for effective job performance. Comments: ' Weight X Performance Level = , B. THEORETICAL KNOWLEDGE OF WORK - Understands technical background and scientific principals behind ' work methods and procedures. Demonstrates this knowledge in problem sotving or quality control measures. Comments: ' Weight X Performance Level = ' ' Revised: 4/ 1/2006 Page 2 of 9 , ' r �<<u3., v� , ....�......,...,� . _ Classification & Compensation Study Cofin Baenziger & Associates • Using / reviewing the feedback report: Employee and mana�er have , the opportunity to discuss perceived and actuat performance, identify areas of excellence and areas of improvement, and develop a work plan ' by establishin� specific performance expectations and �oals that are to be achieved within a defined timeframe. Table 3: Evaluation Re ort: Individual �t Su ervisor ' P Quantity of Work Quantity of Work ' � �. � Evaluators �� 5 �� '� � e� 5 0 �� O� � Q Evaluators t o c � �, e o e< <� a�e e � � �� e �� Q � ) v- 0 Q. 0 � 0 G ) v- 0� �� e � 0 , Evaluator Mgr Average Evaluator Mgr Average 3 3 2 2 1 3 2.3 4 3 2 4 5 3 3.5 • Managing / integrating the report into performance management: ' Generally, each or�anization already has a defined pay and incentive program. Rather than completely modify this system, the 360* evaluation tool can be integrated into the existing salary and � compensation plan with little or no changes whatsoever. It is generally recommended that organizations without a pay-for-performance standard adopt a pay incentive or reward system to increase � effectiveness of this tool. See Incentive Pay Goals and Values in the next section. The following sections will describe the pros and cons of the 360 degree ' feedback evaluation tool. Positive Attributes of the 360 ° Evaluation Tool � Organizations that are happy with the 360 de�ree component of their ' performance management systems identify these positive features of the process. These features will manifest themsetves in well-managed, well- inte�rated 360 degree processes. ' • Improved Feedback From More Sources: Provides welt-rounded feedback from peers, reporting staff, co-workers, and supervisors. This ' can be a definite improvement over feedback from a sing(e individual. 360 feedback can also save managers' time in that they can spend less energy providing feedback as more people participate in the process. ' Co-worker perception is important and the process helps peopte understand how other employees view their work. . Team Development: Helps team members learn to work more � effectively together. (Teams know more about how team members are performing than their supervisor.) Multirater feedback makes team ' members more accountable to each other as they share the knowledge ' Revised: 4/ 1/200b Page 3 of 9 ' ' ""'J -! . �`I"""`�� • ` /YIUIIIl1�.lUl .lVIUlIVl1J� lti. Classification & Compensation Study Colin Baenziger & Associates l that they will provide input on each members' performance. A well- planned process can improve communication and team development. 1 Table 4: Evaluation Report: Team Development I TOTAL MANAGEMENT TEAM 360* EUALUATION � ��' �� G�'� t i �� v-� '� e o'` ° � \ �e ° � p`�e ao,e I Evaluators O� o c� �� G r`�' `� �� o� �a .� O � �� a ��' P`` ,o ��o \G e e C' r `a �� e C� F�� G�� Q J Q� �� Q \ac �� verage core Department Head Received Finance Dir 2.0 3.9 4.3 3.0 3.3 3.8 4.1 3.8 4.2 3.6 ' Cit Attorne 3.6 4.0 4.8 3.6 3.3 4.0 4.7 3.8 3.9 4.0 Public Works Director 2.4 4.2 4.2 2.7 3.2 3.5 4.7 3.8 3.3 3.6 Police Chief 3.7 4.9 4.7 3.4 3.7 4.0 4.9 4.0 4.1 4.2 � Fire Chief 3.4 4.1 4.7 3.6 3.1 3.9 4.5 3.7 4.0 3.9 Libra Director 3.2 3.8 4.0 3.0 3.0 4.3 3.6 3.5 3.7 3.6 Plannin Director 3.0 4.0 4.9 2.8 3.0 3.0 3.0 4.2 3.5 3.5 Recreation Qirector 3.3 4.0 4.5 3.2 3.1 3.9 4.0 3.7 3.4 3.7 ` 'fown Manager 3.1 3.8 4.0 X 3.7 2.6 4.6 X 3.3 3.6 Avg A{{ Eva{uations 3.1 4.1 4.5 3.2 3.3 3.7 4.2 3.8 3.7 ' • Personal and Organizational Performance Development: 360 degree feedback is one of the best methods for understanding personal and � organizationat developmental needs. • Responsibility for Career Development: For many reasons, arganizations are no longer responsible for developing the careers of , their employees, if they ever were. Multirater feedback can provide excellent information to an individual about what she needs to do to enhance her career. Additionally, many employees feel 360 degree , feedback is more accurate, more reflective of their performance, and more validating than prior feedback from the supervisor alone. This makes the information more useful for both career and personal , development. See Incentive Pay Goals and Values in the next section. • Reduced Discrimination Risk: When feedback comes from a number of ' individuals in various job functions, discrimination because of race, age, gender, and so on, is reduced. The "horns and halo" effect, in which a supervisor rates performance based on her most recent interactions with ' the employee, is also minimized. • Improved Customer Service: Especially in feedback processes that ' involve the internal or external customer, each person receives valuable feedback about the quality of his product or services. This feedback , Revised: 411 /2006 Poge 4 of 9 ' , Classification £t Compensation Study Colin Baenziger 8 A should enable the individual to improve the quality, reliability, promptness, and comprehensiveness of these products and services. • Training Needs Assessment: Multirater feedback provides comprehensive information about organization training needs and thus allows planning for classes, cross - functional responsibilities, and cross- , training. Drawbacks of the 360 ° Evaluation Tool ' For every good point about 360 degree feedback systems, detractors and ' people who have had bad experiences with such systems, can offer the down side. Understanding the down side is important because it gives you a roadmap of the things to avoid when you implement a 360 degree evaluation process. ' Helping an organization determine if such a tool will be effective in improving the overall performance or an organization and its personnel is important when considering any performance measurement tool. Following are potential problems with 360 degree feedback processes and a recommended solution for each. , • Exceptional Expectations for the Process: 360 degree feedback is not the same as a performance management system. It is merely a part of the feedback and development that such a system offers within an organization. Additionally, proponents may lead participants to expect too much from this feedback system in their efforts to obtain ' organizational support for implementation. Make sure the 360 feedback is integrated into a complete performance management system. • Design Process Downfalls: Often, a 360 process arrives as a ' recommendation from the HR department or is shepherded in by an executive who learned about the process at a seminar or in a book. Just as an organization implements any planned change, the implementation of 360 feedback should follow effective change management guidelines. A cross - section of the people who will have to live with and utilize the ' process should explore and develop the process for your organization. • Failure to Connect the Process: For a 360 feedback process to work, it , must be connected with the overall strategic aims of your organization. If you have identified competencies or have comprehensive job descriptions, give people feedback on their performance of the expected ' competencies and job duties. The system will fail if it is an add -on rather than a supporter of your organization's fundamental direction and requirements. It must function as a measure of your accomplishment of ' your organization's big and long term picture. Revised: 41112006 Page 5 of 9 Colin Baenziger Assocrates ' Performance Evaluation ' For 360° Evaluation, see attached information. Employee Name: PERFORMANCE RATING Position Title: WEIGHT LEVEL OF PERFORMANCE ' Department: O=Does not apply to position 1=Unsatisfactory In Position Since: 1=Relevant to position 2=Needs Improvement � Hire Date: 2=lmportant to position 3=Good Evo(uotor: Dote: 3=Crucial to position 4=Very Good 5=Excellent ' A. PRACTICAL KNOWLEDGE OF WORK - Understands routine methods and procedures required for effective job performance. , Comments: ' Weight X Performance Level = ' B. THEORETICAL KNOWLEDGE OF WORK - Understands technical background and scientific principals behind , work methods and procedures. Demonstrates this knowledge in problem solving or quality control measures. Comments: ' Weight X Performance Level = ' C. JUDGEMENT - Understands im act of actions in advance• includes the de ree to which the em lo e' p , � p y es , decisions are sound. Comments: ' Weight X Performance Level = ' D. QUANTITY OF WORK - Volume of acceptable work produced. Comments: , ' Weight X Performance Level = , Page 1 of 5 Revised: 3/28/2006 ' ' Colin Baenziger Associates E. QUALITY OF WORK - Effective application of work knowledge to produce accurate, repeatable results. ' Comments: ' Weight X Performance Level = ' F. FOLLOW-THROUGH - Takes independent action as needed to move assigned projects to completion, � constantly monitors work in progress. Comments: ' Weight X Performance Level = ' G. INITIATIVE / MOTIVATION - Independantly seeks ways to improve efficiency of unit and its contribution to the goals of the entire organization; works with supervisor on implementation or improvements. ' Comments: ' Wei�ht X Performance Level = H. PROBLEM SOLVING - Identifies problems, gathers and anatyzes facts to determine probable causes; ' proposes viable solutions to supervisor. Comments: ' Weight X Performance Level = ' I. COOPERATION - Relates effectively to co-workers and supervisors in all units to maximize efficient ' achievement of Department and organization-wide goals. Comments: ' Weight X Performance Level = ' J. PLANNING / ORGANIZATION - Ability to establish in advancean appropriate course of action to accomplish , assigned tasks within the limits of time and budget. Comments: ' Weight X Performance Level = ' Page 2 of 5 Revised: 3/28/2006 � ' Colin Baenziger Associates r K. ORAL COMMUNICATIONS - Ability to effectively express ideas in individual or group situations. Ideas are ' clear, concise, and easily understood. Comments: ' ' Wei�ht X Performance Level = L. WRITTEN COMMUNICATIONS - Written work conveys message in clear, concise language with proper , grammatical form. Comments: , Weight X Performance Level = ' M. LEADERSHIP - In a supervisory role, the emptoyee is effective in getting work accomplished through ' others. Comments: , Weight X Performance Level = ' N. ATTENTION TO SAFETY - Understands and applies safe working practices. Observes work methods to detect ' and correct unsafe practices. Comments: � Wei�ht X Performance Level = , O. DEPENDABILITY - Can be relied upon to be punctual to work; is flexible in adjusting to chan�in� priorities , and willingly makes self available for extra work at critical times. Comments: ' Weight X Performance Level = , ' Page 3 of 5 Revised: 3/28/2006 , ' Colin Baenziger Associates GRAND TOTALS � r A B OVERALLPERFORMANCE � , (B/A Rounded to the nearest tenth) TOTAL SCORE OVERALLLEVEL OF PERFORMANCE , � UNSATISFACTORY - Extended unacceptable performance calting for immediate and substantial improvement, or serving as grounds for disciplinary action, up to and including grounds for ' dismissal 2 NEEDS IMPROVEMENT - Performance which does not meet minimum level of acceptability, and is not good enough to warrant recognition or greater responsibity. � 3 GOOD - Consistantly dependable and compotent performance of the job. 4 VERY GOOD - Significant and clearly identifiable contributions to the job. Overall performance is ' noticeably better than good. 5 EXCELLENT - Demonstrably distinguished performance of all aspects of the job responsibilities. An extremely valuable performer. , , ' ' ' ' , ' ' ' ' Page 4 of 5 Revised: 3/28/2006 ' ' � Colin Baenziger Associates TO BE FiLLED OUT BY VILLAGE MANAGER AND EMPLOYEE ONLY Appraiser's Comments on Overall Levet of Performance: � II. EMPLOYEE'S PRESENT POSITION: Is the employee properly placed? Y N ' If no, please explain: ' III. SIGNIFICANT EMPLOYEE ACCOMPLISHMENTS: Indicate any significant employee accomplishments durin� the appraisal period. ' ' IV. SPECIFIC PERFORMANCE OBJECTIVES: Indicate specific performance objectives to be accomplished by the ' employee before the next appraisal. ' V. DEVELOPMENT PLAN: Indicate formal training and / or projects required of employee during the next 12 ' months or Budget Year. ' , SPECIAL NOTE In signing this form, the employee acknowledges only that this appraisal has been reviewed by the employee � and the supervisor. This signature does not imply that the employee agrees with the appraisal, either in whole or in part. , EMPLOYEE'S SIGNATURE DATE SUPERVISOR'S SIGNATURE DATE VILLAGE MANAGER'S SIGNATURE DATE , `Employee comments (optional): ' ' ' Page 5 of 5 Revised: 3/28/2006 , � ' Weight of Skill or Attribute Level of Performance Practical Knowledge of Work Prectical Knowledge of Work � Evaluators Evaluators �. ry ^� b h 6 1 0 '� '1• 'S b h 6 '� 0 Evaluator M gr Average valuator M gr Average 0 0 ' 0 0 0 0 0 0 0 0 � 0 0 0 0 0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 ' Theoretical Knowledge of Work Theoretical Knowledge of Work Evaluators Evaluators �. ti �s a y 6 � m � ti �s k h e � m va uator Mgr Average valuator Mgr Average , 0 0 0 0 0 0 0 0 0 0 � o 0 0 0 0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 Avg Score 0.0 0.0 0.0 0.0 0 0 0.0 0.0 0.0 0.0 0 ' Judgement Judgement Evaluators Evaluators �. ti � a y 6 � a � ti � o- h 6 � e ' Evaluator Mgr Average Evaluator Mgr Average 0 0 0 0 0 0 0 0 ' o 0 0 0 0 0 0 0 ' Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 D.0 0.0 0 0 0 Avg Score 0.0 0.0 0 0 0.0 0.0 0.0 0.0 0.0 0.0 0 Quantity of Work Quantity of Work Evaluators Evaluators , '� 'L 'S b h C� 1 0 '� `l. ^� P h �o '� 0 Evaluator Mgr Average Evaluator Mgr Average 0 0 0 0 0 0 , o 0 0 0 0 0 0 0 , o 0 Avg Score 0 0 0.0 0 0 0.0 0.0 0.0 0.0 0.0 0.0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 ' , ' ' Revised: 4/3/2006 Page 1 of 4 ' Quality of Work Quality of Work ' Evaluators Evaluators � ti �s a h 6 � a � 'L � a h 6 1 0 � Evaluator Mgr Average Evaluator Mgr Average A 0 0 a o 0 c o o � D 0 0 E 0 0 F 0 0 G 0 0 H 0 0 ' Avg Score 0 0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 D.0 0 Follow Through Follow Through Evaluators Evaluators ' �. ry '� b 5 0 1 0 '� `y "� A 5 6 '� 0 Evaluator Mgr Average Evaluator Mgr Average 0 0 0 0 0 0 ' 0 0 0 0 0 0 0 ' 0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0.0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 Initiative / Motivation Initiative I Motivation Evaluators Evaluators ' �. �. ^� b 5 6 1 0 '� 'L 'S b 5 6 '� 0 Evaluator Mgr Average Evaluator Mgr Average 0 0 0 0 ' 0 0 0 0 0 0 0 0 ' 0 0 0 0 Avg Score 0.0 0.0 0.0 0 0 D.0 0.0 0.0 0.0 0.0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 Problem Solving Prohlem Solving , Evaluators Evaluators � '1. 'S b 5 6 '� 0 '� `L ^� b h �o '1 0 Evaluator Mgr Average Evaluator Mgr Average 0 0 , 0 0 0 0 0 0 0 0 0 0 ' 0 0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0 0 0.0 0.0 0.0 0 Avg Score 0.0 0.0 0.0 0.0 0_0 0 0 0.0 0.0 0.0 0 ' , ' � Revised: 4/3/2006 Page 2 of 4 ' , ( � Cooperation Cooperation ' Evaluators Evaluators � ti �s a 5 6 � e � ti ^� a h � � w Evaluator Mgr Average Evaluator Mgr Average 0 0 0 D i o 0 0 0 0 0 0 0 0 0 � o 0 Avg Score 0.0 0.0 D.0 0.0 0 0 0.0 0.0 0.0 0.0 0 Avg Score OA 0.0 0.0 0 0 0.0 0.0 0.0 0.0 0.0 0 I Planning / Organization Planning I Organization � Evaluators Evaluators � ti � a h 6 � e � ti �s a 5 �o � 0 Evaluator Mgr Average Evaluator Mgr Average 0 0 0 0 � � 0 0 0 0 0 0 0 0 i o 0 i� o 0 � Avg Score 0.0 0.0 0.0 0.0 0 0 0.0 0.0 0.0 0.0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 Oral Communications Oral Communications �� Evaluators ^ ry � b y 6 ^ � Evaluators ^ ry � a � 6 1 � Evaluator Mgr Average Evaluator ' Mgr Average 0 0 � ' 0 0 0 0 � 0 0 0 0 0 0 i 0 0 I 0 0 Avg Score 0.0 0 0 0 0 0.0 0.0 0.0 0.0 0.0 0.0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 � Written Communications Written Communications Evaluators Evaluators � `4 ^� b h 6 '1 0 �. �L ^.+ M h 6 1 � Evaluator Mgr Average Evaluator Mgr Average j I 0 0 0 0 0 0 0 0 � o 0 � o 0 � o 0 0 0 Avg Score 0.0 0.0 0 0 0.0 0.0 0 0 0 0 0.0 0 0 0 Avg Score 0.0 0.0 0.0 0.0 0 0 0.0 0.0 0_0 0.0 0 I ' I I I I� �� I Revised: 4/3/2006 Page 3 of 4 Leadership Leadership Evaluators Evaluators Evaluator Mgr Average Evaluator Mgr Average 0 0 0 0 ° ° i o ° 0 0 0 0 0 0 1 Avg Score 0 0 0.0 0.0 0 0 0.0 0.0 0.0 00 0.0 0 Avg Score 0.0 0.0 0.0 00 0.0 0.0 0 0 0.0 0.0 0 Attention to Safety Attention to Safety Evaluators Evaluators b b h 0 1 0 N A Evaluator Mgr Average Evaluator Mgr Average 0 0 0 0 ° ° 0 0 0 0 0 0 ° ° 0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 Dependability Dependability Evaluators Evaluators , ti a h e ti , a h Evaluator Mgr Average Evaluator Mgr Average 0 0 ° ° 0 0 0 0 0 0 ° ° 0 0 0 0 Avg Score 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 Avg Score D.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 Revised: 41312006 Page 4 of 4 '