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R06-030 " 1 2 3 4 RESOLUTION R06 - O~O 5 6 A RESOLUTION OF THE CITY COMMISSION OF 7 THE CITY OF BOYNTON BEACH, FLORIDA, 8 APPROVING AND ADOPTING THE 2005-06 9 CLASSIFICATION AND COMPENSATION STUDY; 10 AND PROVIDING AN EFFECTIVE DATE. 11 12 13 WHEREAS, MGT of America has undertaken a study to evaluate the City's 14 compensation structure compared to the local market place, determine where the City's 15 compensation program ranked and make recommendations on how to achieve the 16 desired organizational compensation structure; and 17; WHEREAS, it is vitally important that the City maintain an equitable 18 compensation plan in place, to ensure that we are able to compete for, and retain 19 qualified employees; and 20 WHEREAS, the attached study contains the outcome of this comprehensive 21 review; and 22 NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION 23 OF THE CITY OF BOYNTON BEACH, FLORIDA, THAT: Section 1. The foregoing "Whereas" clauses are hereby ratified and 24 25 confirmed as being true and correct and are hereby made a specific part of this 26 Resolution upon adoption. 27 Section 2. The City Commission of the City of Boynton Beach, Florida does 28 hereby approve and adopt the 2005-06 Classification and Compensation Study as 29 presented by MGT of America, a copy of which is attached hereto as Exhibit "A", and 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 " made a part hereof. 2 Section 3. This Resolution will become effective immediately upon passage 3 but the compensation adjustments for any employee who is a member of a collective 4 bargaining unit will not take effect until the ratification of a Memorandum of 5 Understanding entered into between the City and the employees' bargaining 6 representative (Union) authorizing the increases, or written waiver from the employees' 7 bargaining representative (Union) acknowledging the increase and waiving pre- 8 implementation or impact bargaining. PASSED AND ADOPTED this 17 day of January, 2006. ATTEST: CITY OF BOYNTON BEACH, FLORIDA ^---~ '"" ~ / ~ Commissioner ~~rw TABLE OF CONTENTS PAGE EXECUTIVE SUMMARy..................................................................................... ;-1 ;.1 Background ...................................... ................ ......................................... ;-1 ;.2 Methodology.............................................................................................. ;-2 ;.2.1 Review of Current Pay and Classification Structures....................... ;-2 ;.2.2 Job Evaluation and Market Pay Data ............................................... ;-2 ;.2.3 Qualitative Review............................................................................ ;-3 ;-3 Salary Survey Results ............................................ ................................... ;-3 ;-4 Proposed Solution............................... ...................................................... ;-4 ;.4.1 Internal Equity Relationships and Reclassifications ......................... ;-4 ;.4.2 Changes to the Pay Plan.................................................................. ;-6 ;.4.3 Compensation Administration Recommendations .........................;-10 1.0 INTRODUCTION................................................................................................ 1-1 1.1 Background ..............................................................................................1-4 1.2 Major Project Activities.............................................................................1-4 2.0 METHODOLOGY FOR THE COMPENSATION AND CLASSIFICATION STUDy............................................................................................................... 2-1 2.1 Review of Current Pay and Classification Structures............................... 2-1 2.2 Job Evaluation.......................................................................................... 2-2 2.3 Market Pay Data ................................ ...................................................... 2-3 3.0 CURRENT ENVI RONMENT ............................................................ ..................3-1 3.1 Current Compensation Structure ............................................................. 3-1 3.2 Demographics.......................................................................................... 3-3 4.0 QUALITATIVE REVI EW..................................................................................... 4-1 4.1 Background.............................................................................................. 4-1 4.1.1 General Issues............................................................................... 4-2 4.1.2 Compensation Issues ....................................................................4-3 4.1.3 Classification Issues ......................................................................4-4 5.0 SALARY SURVEY RESULTS ............................................................................5-1 5.1 Introduction.............................................................................................. 5-1 5.2 Defining the Market........................ .......................................................... 5-3 5.3 Survey Analysis........................................................................................ 5-5 TABLE OF CONTENTS (Continued) PAGE 5.3.1 Salary Minimums ...........................................................................5-5 5.3.2 Midpoints....................................................................................... 5-8 5.3.3 Market Maximums.. .................................. ................ .................... 5-1 0 5.4 Summary................................................................................................ 5-13 6.0 PROPOSED SOLUTION.................................................................................... 6-1 6.1 Internal Equity Relationships. ......................... ............. .......................... ...6-1 6.1.1 Reclassifications ............................................................................6-2 6.2 Changes to the Pay Plan .........................................................................6-6 6.3 Implementation Cost .......................................... .................................... 6-11 6.3.1 75'h Percentile Alternative ............................................................6-13 6.4 Compensation Administration Recommendations .................................6-14 APPENDICES Appendix A: Job Content Questionnaire'" Appendix B: Management Issues Pape~ Appendix C: Salary Survey Letter to City Commissioners ERRATA Corrections to the final report... .................. ...... ........................ ...1-3 i EXECUTIVE SUMMARY EXECUfIVE SUMMARY The City of Boynton Beach (City), Florida, contracted with MGT of America, Inc., in April 2005 to conduct a compensation and classification study. As part of the study, MGT was tasked with . Analyzing the current compensation and classification system for strengths and weaknesses; . Determining how well the current system meets organizational objectives; . Developing a comprehensive and well-reasoned compensation and classification system for the City; . Providing specific implementation recommendations at both the class and individual levels; . Determining how the system will be administered; and . Provide the City with the tools and training necessary to maintain the system. To determine employee compensation levels, organizations develop classification systems that are directly linked to compensation; especially for salary administration. The City of Boynton Beach is responsible for establishing a compensation and classification system for employees that meets their needs and provides fairness to all. This report presents the findings of a review of the City's current structures and recommendations for modifications in classification and compensation practices. MGT's findings and recommendations are based on: . a comprehensive analysis of data provided by the City and its employees; . internal equity considerations; and . a review of relevant market considerations. i.l Backuound MGT recognizes the focus of this effort is to produce a compensation and classification plan that will allow the City of Boynton Beach to fairly compensate its employees for the work that they perform. This requires regular checks for internal and external pay equity. Therefore, the following objectives formed the foundation for the study: . To ensure the appropriate classification of jobs based on job task assignments and internal equity. To ensure the appropriate levels and ranges of compensation for all job classes. . -- Page i-l Proposed Solution Summary i.2 MethodoIol!V Upon agreement to proceed with the compensation and classification study, MGT's team members met with City of Boynton Beach officials and other personnel to discuss the study's objectives and the current system's strengths and limitations. MGT's representatives requested documentation about current compensation and classification programs, met to discuss these systems, and developed an understanding of critical issues. i.2.1 Review of Current Pav and Classification Structures MGT's approach to making recommendations was centered on improving the systems already in place. The major contributing factors surrounding MGT's recommendations are as follows: . Job Content Questionnaire@ - employee descriptions and responses; . Total factor rating resulting from JCQ points; . Management Issue Papers@ (MIP); . Current job descriptions; . Current Classification and Compensation System (Internal Equity); and . Salary Survey Results (External Equity). A well-structured foundation has been built for the City's current systems and MGT has made recommendations for strengthening it. i.2.2 Job Evaluation and Market Pav Data The job evaluation system used was based on regression analysis to examine internal (organizational) and external (market) pay influences. Employees and supervisors provided data regarding current job tasks, responsibilities, and judgment requirements. These data were combined with information from job descriptions and interviews to provide an assessment of the estimated compensable factors for each position. The regression analysis was helpful in identifying positions that are potentially underpaid or inappropriately classified. MGT reviewed these positions on a class-by- class basis for organizational equity. Specifically, MGT analyzed current pay, job requirements, reporting relationships, and feedback from incumbents, supervisors, and department directors. MGT conducted a salary survey of other cities and peer organizations that provided comparative market salary ranges for selected City of Boynton Beach benchmark positions. The salary survey results were used as a reference to provide recommended adjustments and propose a revised compensation and classification system. The survey requested salary data for each benchmark classification, including a matching classification title and a salary range (minimum and maximum) for the matching classification. Once the data were received, a summary of survey results was prepared, which was compared to the current City of Boynton Beach compensation data. -- Page 1w2 Proposed Solution Summary Although internal relationships are primary considerations, market data provide additional insight into an equitable and competitive pay structure. i.2.3 Oualitative Review A series of focus groups and interviews were conducted with City of Boynton Beach employees. Information collected during this outreach process, including issues with particular classifications and pay grades, as well as overall concerns about and praise for the current compensation and classification system, proved invaluable to the study. More detailed results will be included in the final report. i.3 Salarv Survey Results It is important to note that a salary survey is but a starting point in the examination of compensation practices. The reader is cautioned to not over-generalize the significance of the results. With this in mind, following are proper and improper uses of salary survey data: . Provide framework for analysis of overall salary structures. Provide a snapshot of the overall labor market for the surveyed positions. In aggregate, provide a general impression of market conditions by department and grade. . Provide framework for analysis of salary range width. Proper Uses . . Improper Uses . Determine individual salaries. . Determine overall compensation philosophy. . Make inferences to unsurveyed positions. . Make recommendations on work performed or quality of work. Once the market was defined and data was gathered, MGT performed a comparison of minimums, midpoints, and maximums. Midpoint analysis is typically one of the most accurate methods of determining relative salary competitiveness because midpoints typically represent neither the starting nor ending pay earned by employees. Usually, pay at the midpoint is most closely associated with what a fully trained employee earns when performing the job at an acceptable level of proficiency. For this reason, midpoint comparison is most frequently employed by analysts when they are trying to summarize salary competitiveness with a single measure. Across all surveyed classes at the midpoint, Boynton Beach was on average approximately 17.3 percent below market or 20.6 percent below market for general employees excluding Police and Fire. Fire classes were on average 2.2 percent above market at the midpoint, while Police classifications were 11.1 percent above average at the midpoint. City leaders expressed interest in moving compensation in the City to the 75th percentile of its peers. Boynton Beach is approximately 24.2 percent below the 751h -- Page i-3 Proposed Solution Summary percentile for all classifications surveyed at the midpoint, and 28.5 percent below the 75'h percentile for general employees, excluding police and fire. Fire positions were 4.81 percent below the 75'h percentile of market pay on average, while Police positions were 8.85 percent above on average. i.4 Prouosed Solution i.4.1 Internal Equity Relationshios and Reclassifications Based on the information provided in the completed JCQs, each job class was evaluated by MGT personnel using our customized Job Evaluation Tool (JET) software. The evaluations from this system results in a quantitative score for each job and establishes the relative ranking of positions within the compensation system. As a result of the examination of the JCQ scores, MGT recommends the following classification changes. Recommended revisions include title changes, class-based pay grade changes for internal equity, and market-based pay grade changes for external equity. '.c. .i~ REe. : RECO~ CLASS':rm...E . PAY )fC,Df. 'D' GRADE Golf Course Player ASSistant 2 Golf Course Player ASSistant 3 Library Page 2 Library Page 3 Custodian 3 Custodian 4 Parking Attendant 3 Parking Attendant 4 Greenskeeper 4 Greenskeeper 5 Recreation leader 4 Recreation leader 5 Office Assistant 4 Office Assistant 6 Assistant Golf Professional 5 Assistant Golf Professional 6 Crew Worker 5 Crew Worker 6 MechaniclGreenskeeper 5 Assistant Mechanic 7 Office Assistant Senior 6 Office Assistant 6 Crew Worker, Senior 6 Crew Worker, Senior 7 Golf Course Player Assistant, Sr 6 Golf Course Player Assistant, Sr 7 Library Aide 6 Library Aide 8 Crew leader 7 Crew leader 8 Recreation Specialist 7 Recreation Specialist 10 Administrative Clerk 8 Administrative Associate 9 Crew leader, Senior 8 Crew leader, Senior 9 Payroll Technician 8 Payroll Technician 9 Accounting Technician 8 Accounting Technician 10 Customer Relations Clerk, Sr 8 Customer Relations Clerk, Sr 10 Library Associate 8 Library Associate 10 Lifeguard 8 Ocean Lifeguard 10 Lifeguard-On call 8 Ocean Lifeguard (on-call) 10 Youth Program Assistant 8 Youth Program Assistant 10 E- Page i-4 Proposed Solution Summary ..... . ...... CU1tR. DC. ~~'frrLE PAY REC9MMENDED CLASS 'frrLE PAY G~ .... ~ c. '. .. GMDE Secretary 9 Administrative Associate 9 Communications Dispatcher 10 Communications Dispatcher 12 Crime Scene Technician 10 Crime Scene Technician 12 Criminal Intelligence Analyst 10 Criminal Intelligence Analyst 12 Permit Application Technician 10 Application Technician 11 Public Affairs Specialist 10 Public Affairs Specialist 14 Recording Secretary 11 Recording Secretary 12 Lifeguard, Senior 11 Ocean Lifeguard Lieutenant 13 Communications Specialist 12 Communications Specialist 14 Victim Advocate 12 Victim Advocate 14 Golf Course Restaurant/Bar Mgr 13 Golf Course Restaurant/Bar Mgr 14 Payroll Administrator 13 Payroll Administrator 15 Recreation Supervisor 13 Recreation Supervisor 14 Communications Supervisor 14 Communications Supervisor 16 Aquatics Supervisor 15 Ocean Rescue Captain 16 Crew Supervisor 15 Crew Supervisor 17 Fleet Mechanic, Senior 15 Fleet Mechanic, Senior 17 Plan Review Analyst 16 Plan Review Analyst 17 Crew Supervisor Senior 16 Crew Supervisor Senior 18 Librarian 16 Librarian 18 Computer Support Specialist. Sr. 17 Webmaster 18 Plumbing/Mechanicallnspector 17 Plumbing/Mechanicallnspector 18 Electrical Inspector 17 Electricai Inspector 18 Building Inspector 17 Building Inspector 18 Plan Review Analyst, Senior 18 Plan Review Analyst, Senior 19 Planner 18 Planner 20 Plumbing/Mech. Inspector, Sr 19 Plumbing/Mech. Inspector. Sr 20 Electrical Inspector, Sr 19 Electrical Inspector, Sr 20 Revenue Manager 19 Revenue Manager 20 Building Inspector, Sr. 19 Building Inspector, Sr. 20 Network Administrator 19 Network Administrator 22 Aquatics Manager 20 Ocean Rescue Chief 20 Division Head Librarian 22 Division Head Librarian 23 Manager, Warehouse 23 Manager, Warehouse 24 Building Code Administrator 24 Deputy Building Official 25 Senior Planner 24 Senior Planner 25 Supv, Inspection & Locations 24 Supervisor, Inspection &Locations 26 Supervisor, Meter Reading/Svcs 24 Supervisor, Meter Reading/Svcs 26 Supervisor, Water Quality 24 Supervisor, Water Quality 26 Fleet Administrator 25 Fleet Administrator 26 -- Page i.5 Proposed Solution Summary ,C . . ~CI:ASSTITLE Manager, Forestry & Grounds Manager, Parks Mgr, Community Redevelopment Supervisor, Wastewater Utilities System Administrator Civil Engineer Utility Engineer Ass!. Dir., Human Resources Building Officiai Director, Planning & Zoning Assistant Director, Public Works Human Resources Director Police Major Assistant Chief Of Police Utilities Director Public Works Director ctrRR. PA.~. ~RAJ)E 25 25 25 27 27 29 29 30 30 32 34 36 39 42 43 43 .... ..' ,,>;. .' . .... lUlCOl\ofMEiiIDED ClASS'ITtl:.E . Manager, Forestry & Grounds Manager, Parks Mgr, Community Redevelopment Supervisor, Wastewater Utilities System Administrator Engineer Engineer Ass!. Director, Human Resources Building Official Director, Planning & Zoning Assistant Director. Public Works Human Resources Director Police Major Assistant Chief Of Police Utilities Director Public Works Director tmCi PAY GRAJ)E 26 26 27 26 29 30 30 32 32 34 36 39 43 43 45 45 MGT has recommended creation of a new classification-Customer Relations Assistant-and has proposed placement of this class in pay grade 11. During the course of the study, several new positions were created and duties for vacant positions were revised. Recommended placement of these positions is included below. I> PROPOSED CLASS 'ffll,E PAY ;;e> ....GRADE Chief Field Inspector 24 Public Arts Administrator 25 Assistant to the City Manager 34 Division Manager, Engineering 37 Division Manager, Water Quality & Treatment 37 Division Manager, Field Operations 37 Manager, Administration & Finance 36 i.4.2 Chane:es to the Pav Plan Overall, the Boynton Beach pay schedule, including grade order structure, is fairly consistent with the marketplace. MGT has recommended only one major structural change - removal of pay grade 2. The two classes in pay grade 2 were moved into pay 9rade 3. Further, MGT has recommended increasing the midpoint progression of the general pay plan beginning at pay grade 37 and continuing through pay grade 46. By increasing the distance between pay grades at the highest levels of the pay plan, the City can create space between senior/executive managers and their direct reports and can further clarify the internal equity relationships. -- Page i-6 Proposed Solution Summary Between fiscal years 2001-02 and 2003-04, Boynton Beach provided 2 percent salary increases to employees for market and up to a 4 percent increase for merit each year, and in fiscal year 2004-05, the City provided a 3 percent market increase and up to 6 percent for merit, but the pay schedule has not been increased to maintain market competitiveness. To bring City compensation to market average, MGT has recommended a phased-in implementation plan, as depicted below in graphic format. Classification adjustments presented in the previous section resulted in a decreased distance from market for general employees of 16.47 percent on average at the midpoint. STEP 1 Provide 5% increase to employees who were upgraded as a result of classification or market changes STEP 2 Increase general pay plan by 8.47% (5.47% for market adjustment & 3% for COLA) & Police and Fire schedules by3% STEP 3 Provide 4% market increase for general employees & 3% market increase for Police and Fire employees. STEP 1 Increase general pay plan by 8.5% (5.5% for market adjustment & 3% for COLA) & Police and Fire plans by 3% ... r ... Ir- STEP 2 Provide 5% market increase for general employees & 3% market increase for Police and Fire employees. STEP 1 Increase general pay plan by 8.5% (5.5% for market adjustment & 3% for COLA) & Police and Fire plans by 3% . ... ... r STEP 2 Provide 5% market increase for general employees & 3% market increase for Police and Fire employees. '* Increase provided to all employees except those above their proposed maximums. Some employees may have received a partial increase based on their proximity to their proposed maximum. Total cost for implementing the recommended plan, including Police and Fire, is approximately $5,447,853. A breakdown of cost by year and by component is included below. Additional charts show the cost by employee type-General employees, Fire employees, and Police employees. -- Page i-7 Proposed Solution Summary ,~ COMPONENT COST 5% adjustment for grade movement $ 397,480.87 Year One Market & COLA increase $ 1, 789,970.45 Total Increase $ 2,187,451.33 A verage Percent Increase 4.48% Year Two Total Increase (Market & COLA) $ 1,565,986.67 A verage Percent Increase 4.77% Year Three Total Increase (Market & COLA) $ 1,694,414.97 A verage Percent Increase 4.95% GENERAL EMPLOYEES YEAR COMPONENT COST Year 1 Class Changes Increase $ 397,480.87 1 1 Average % Increase 4.47% Year 2 Average % Increase 5.43% Year 3 Average % Increase 5.66% GRAND TOTAL $ 4,210,887.00 -- Page i-8 Proposed Solution Summary FIRE EMPLOYEES YEAR Year 1 COMPONENT COST Class Changes Increase $ Market/COLA Increase Year 3 Market/COLA Increase Average % Increase 3.26% GRAND TOTAL $ 582,087.82 POLICE EMPLOYEES YEAR Year 1 COMPONENT COST Class Changes Increase $ Market/COLA Increase Average % Increase Average % Increase 2.99% GRAND TOTAL $ 654,878.14 The percent increases in the implementation plan include the City's budgeted performance increase. Additionally, when the final report is presented. the City will have provided 2 percent salary increases to employees. This 2 percent is included in the calculations shown above. -- Page i~9 Proposed Solution Summary It is important to remember that the compensation and classification study for the City is based on a snapshot in time. As such, there may be changes that have been made to individual salaries or positions that have been added that were not included in the study. Further, while recommendations have been made to implement the plan over a three-year period, the predicted salaries may change based on employee performance, incumbent job movement, and other factors. During interviews with MGT, City Commissioners expressed an interest in bringing the City to the 75th percentile of its peers in terms of compensation. The initial estimated cost for implementation of a plan that brings the City to the 75th percentile of its peers is included in the following table. The cost includes adjustment of the general employees pay plan in year one by 11.15 percent (8.15 percent for market equity and 3 percent for COLA), and in years two and three by 11 percent (8 percent for market equity and 3 percent for COLA). Police and Fire pay plans and increases would remain at the union-negotiated rate. General employee increases in year one would total 8 percent, then 7 percent each in years two and three. COMPONENT Year One 5% adjustment for grade movement Market & COLA increase Total Increase A verage Percent Increase Total Increase (Market & COLA) A verage Percent Increase Total increase (Market & COLA) A verage Percent Increase Year Two Year Three COST $ 397,480.87 $ 2,606,331.78 $ 3,003,812.65 7.38% $ 2,105,448.48 6.79% $ 2,323,058.30 7.08% i.4.3 ComDensation Administration Recommendations Finally, MGT has recommended that the City take additional steps to maintain the market competitiveness of the system. First, to determine the appropriate annual rate to move the pay schedules, the City should conduct an informal survey of peers to ascertain the average percent increase they are moving their schedules. This will help the City keep pace with its peers and avoid falling further behind the market. Next, Boynton Beach should select a small number of classes to gauge their market competitiveness on an annual basis. Not only will these annual reviews provide valuable data for classes that the City may have trouble recruiting or retaining, but the reviews can provide a snapshot of where the City stands in relation to the labor market. Every three to five years, the City should conduct a comprehensive review of market equity to maintain competitiveness across the board. JIJ Page i-:10 1.0 INTRODUCTION 1.0 INTRODUcnON The City of Boynton Beach contracted with MGT of America, Inc., in April 2005 to conduct a compensation and classification study of city employees. Compensation and classification studies are commissioned by local governments, typically every few years, to gauge market competitiveness and internal equity and boost the ability to recruit and retain high-quality employees. This report presents the results of the study in six chapters: . 1.0-lntroduction; . 2.o-Methodology; . 3.0-Current Environment; . 4.0-Salary Survey Results; . 5.0-Proposed Solution; and . 6.0-Recommendations. The City of Boynton Beach (City) is a rapidly growing South Florida municipality- the third largest in Palm Beach County. Boynton Beach functions under a Council/Manager (also known as Commission/Manager) form of government and currently has 17 departments performing a wide range of functions for City residents. In "One Vision, One Boynton," the City set a goal of creating a community that fosters the principles of the National Civic League's "All American City." For the City to be able to achieve this goal, each employee should be diligent in supporting achievement of City objectives and contributing to a harmonious culture. Employees perform best when they believe they are treated fairly at their place of employment. Return on their labor investment is one of the primary measures employees use to determine fairness. More specifically, they want to know if they are receiving the compensation that they deserve for their jobs. Compensation offered to employees may come in various forms including the following: . Page J-l Introduction . Salary and monetary increases and incentives; . Services and allowances; . Time away from work (holidays, vacation, and sick time); . Protection programs (health benefits); . Recognition and status; . Employment security; and . Learning opportunities. A common goal for every organization is to provide employees with equitable compensation that will motivate them to perform the necessary work and attain the specified goals. Whether a private company, church or other non-profit organization, school or government entity, organizations must develop orderly business relationships to avoid a chaotic work environment. An equitable and effective compensation system should be an integral part of these operations. From the smallest to the largest operational unit, hierarchies are developed to ensure accountability and leadership. Reporting procedures are established and areas of interest are classified. For example, those working to protect and defend people in the community are classified as defense or safety personnel and those supporting the everyday operations through decision-making processes are classified as administrative. Proper job classification allows employees to identify their roles and distinguish their responsibilities from others. Classification is the systematic grouping of people, data, or things into classes or categories based on common characteristics, relations or affinities. Job classification involves the designation of job titles to types of work involving similar responsibilities and duties. In the same way that people who play various musical instruments such as a saxophone, guitar, or piano are considered part of the same broad classification known as musicians, similar jobs can be designated into one broad classification. For example, the Secretary classification is a broad class that may include Executive and . Page 1-2 Introduction Administrative Secretaries. The degree to which organizations define and use job classifications depends on their unique needs and desires. Employees must understand that their job classifications do not indicate their exact likeness to others in the same classification. Likewise, job classification assignments do not emphasize or de-emphasize the importance of individual employee's contributions to the entire organization. Classification simply provides a method of creating a hierarchical system representing the organizational structure. Similarly, employees may be separated into classifications such as Accounting Clerk I and Accounting Clerk II, but this does not mean that the Accounting Clerk I employee could not perform the same duties as the Accounting Clerk II. It does mean that the Accounting Clerk II is charged with distinctly different requirements, responsibilities and duties for which the Accounting Clerk I is not liable. To determine employee compensation levels, organizations develop classification systems that are directly linked to compensation; especially for salary administration. The City is responsible for establishing a compensation and classification system for employees that meets their needs and provides fairness to all. MGT's overriding goal in conducting the classification and compensation study for the City is to provide recommendations to align compensation and classification policy with the City's goals. This report presents the findings of a review of the City's current structures and recommendations for modifications in classification and compensation practices. MGT's findings and recommendations are based on: . a comprehensive analysis of data provided by the City and its employees; internal equity considerations; and a review of relevant market considerations. . . . Page 1-3 Introduction 1.1 Backuound MGT recognizes the focus of this effort is to produce a compensation and classification plan that will allow the City of Boynton Beach to fairly compensate its employees for the work that they perform. This requires regular checks for internal and external pay equity. Therefore, the following objectives formed the foundation for the study: . To ensure the appropriate classification of jobs based on job task assignments and internal equity. . To ensure the appropriate levels and ranges of compensation for all job classes. This study included approximately 260 original job classifications and 866 employees assigned to positions within those classifications. 1.2 Maior Proiect Activities The classification and compensation study consisted of several major activities designed to provide valid, reliable information for classification and compensation analysis. Boynton Beach employees completed MGT's Job Content Questionnaires@ to provide information on current job duties as well as certification, experience, and education requirements. Supervisors and directors were able to review and provide feedback relating to each incumbent's responses. This information was combined with focus group summaries and current job descriptions to support the evaluation of jobs. A data set was provided to MGT that contains employee data such as names, positions, and current salaries. This information served as a directory of current positions to be analyzed and was used as a basis to determine the costs of implementing a new pay plan. The methods used to gather and analyze new and existing data for the classification study are described in detail in Chapter 2.0 of this report. Although . Page 1-4 Introduction generally accepted procedures, methodologies, and formats were used to conduct the study and prepare deliverable products, the content of all final products has been specifically tailored to the unique circumstances, requirements, business needs, and financial disposition of the City of Boynton Beach. Chapter 3.0 provides an analysis of the current system, Chapter 4.0 includes a detailed summary of qualitative data findings, and Chapter 5.0 provides results of the salary survey. Chapter 6.0 outlines MGT's proposed solution, including recommendations to improve the current classification and compensation plan. Appendix A contains the Job Content Questionnaire used to collect the job data used in the job analysis. A copy of the Management Issues Paper, used by managers to identify potential internal equity issues, is shown in Appendix B. Appendix C is a copy of the letter presented to City Commissioners regarding salary survey targets and benchmarks. Exhibit 1-1 lists the major project activities, including those that have been completed and those to be prepared/conducted soon. MGT would like to thank all of the City of Boynton Beach employees and the management team for their participation and assistance with making this study possible. . Page 1-5 Introduction EXHIBIT 1-1 MAJOR STUDY ACTIVITIES Conducted Orientation Meetinas - MGT project team met with a committee to review the project plans, related materials, and time line. Conducted Focus Group Sessions - Project team members conducted focus group sessions for employees to explain the purpose and scope of the study and gather employee input. Developed and Distributed Job Content Questionnaire~ - MGT distributed the Job Content Questionnaires'" for employees to complete. MGT discussed how the questionnaires would be used to aid in the identification of essential job functions, responsibilities, qualifications, education and experience, and other compensable factors. Management Issue Papers<CI were also distributed, which provided management staff to the opportunity to express concerns for specific issues related to compensation and classifications. Collected and Reviewed Questionnaires/Oraanizational Data - MGT collected and reviewed completed questionnaires and conducted job evaluations to determine internal equity issues. Analvzed Compensation Data - MGT gathered salary data through a salary survey to determine external equity issues. A summary of the salary survey results is included as Appendix B. Developed Recommendations for Current Classification and Compensation Plan _ MGT developed recommendations to enhance the current plan. Draft Report - MGT provided a draft report for City review. Draft Final Report - MGT prepared a Draft Final Report for City review. Final Report -MGT has prepared and provided a Final Report. ACTIVITIES REMAINING: Conduct Final Presentation - MGT will conduct an on-site presentation of the Final Report at a designated location and time. -- Page 1-6 2.0 METHODOLOGY FOR THE COMPENSATION AND CLASSIFICATION STUDY 2.0 METHODOLOGY FOR THE COMPENSATION AND CLASSIFICATION STUDY Upon agreement to proceed with the compensation and classification study, MGT's team members met with City of Boynton Beach officials and other personnel to discuss the study's objectives and the current system's strengths and limitations. MGT's representatives requested documentation about current compensation and classification programs, met to discuss these systems, and developed an understanding of critical issues. This chapter provides an overview of the methodology used to provide an appropriate solution to the City's compensation and classification needs according to its unique structure and functions. 2.1 Review oCCurrent Pay and Classification Structures Boynton Beach's current pay and classification practices are a key part of the study's foundation. MGT's approach to making recommendations was centered on improving the systems already in place. The major contributing factors surrounding MGT's recommendations are as follows: . Job Content Questionnaire@ - employee descriptions and responses; . Total factor rating resulting from JCQ points; . Management Issue Papers@(MIP); . Current job descriptions; . Current Classification and Compensation System (Internal Equity); and . Salary Survey Results (External Equity). A well-structured foundation has been built for Boynton Beach's current systems and MGT has made recommendations for strengthening it. Operating policies should be reviewed and revised according to any adopted changes in order to manage the system and maintain consistency. JI! Page 2-1 Methodologyfor the Compensation and Classification Study Some key issues should be considered in the overall evaluation of the current pay plan, including: . turnover rate/the amount of time employees spend in their respective positions; . potential for mobility/promotion within the system; . typical hiring rates and rates required to retain qualified employees; and . policies/procedures for pay increases (e.g., seniority, performance, certification ). 2.2 Job Evaluation The job evaluation system used was based on regression analysis, which examines internal (organizational) and external (market) pay influences. Regression is a statistical technique that uses known information about the relationship between two factors (variables) and creates a "line of best fit" between these two variables. This line of regression is then used to make determinations about one variable depending on a given value of the related variable. In the realm of compensation and classification analysis, the variable to be approximated (the dependent variable) is the salary range that associated with a given classification. The determining factor is total job worth (the independent variable), which in this case is measured by total JCQ points. Since employee perceptions of equity can impact their willingness to undertake additional training, internal pay equity can have important impact on organizational performance. Other areas that internal equity may affect include reducing turnover (thereby increasing experience and institutional knowledge), producing knowledgeable leaders through participation in career paths, and reducing pay equity complaints. 1 Employees and supervisors provided data regarding current job tasks, responsibilities, and judgement requirements. These data were combined with 1 Milkovich, G., and Newman, J. (1999). "Compensation,M Boston: McGraw-HilI. MGT ~ Page 2-2 Methodologyfol' the Compensation and Classification Study information from job descriptions and interviews to provide an assessment of the estimated compensable factors for each position. The regression analysis was helpful in identifying positions that are potentially underpaid or inappropriately classified. MGT reviewed these positions on a c1ass-by-class basis for organizational equity. Specifically, MGT analyzed current pay, job requirements, reporting relationships, and feedback from incumbents, supervisors, and directors. MGT assigned values to the compensable factors included in the Job Content Questionnaires@ This resulted in scores for each classification depending on the values chosen (and agreed on by supervisors). Classes that had more than one incumbent potentially had more than one option chosen for each factor. In these cases, averages were calculated to represent the entire class. Using total values for each class, MGT team members were able to determine a hierarchy that provided a guide to placing the classifications within a proposed compensation system. MIPs were also summarized and MGT made recommendations concerning each paper submitted. After performing the internal equity analysis, current pay data were compared with market compensation to examine external equity. Making market adjustments to the compensation plan offers the City the opportunity to provide competitive salaries for attracting, selecting, and retaining qualified employees. Market data were incorporated into the overall job evaluation process to review the impact on current pay. 2.3 Market Pay Data MGT conducted a salary survey of other cities and peer organizations that provided comparative market salary ranges for selected Boynton Beach benchmark positions. The salary survey results were used as a reference to provide recommended adjustments and propose a revised compensation and classification system. Analysis of the current labor market is a key component in assessing an organization's competitive position against its peers/competitors. In order to assess the -- Page 2-3 Methodologyfol' the Compensation and Classification Study City's market position, MGT collected suggestions for peer organizations and benchmark positions from interviewees, focus group participants, and available data sources (i.e., U.S. Census Bureau). MGT then produced a recommended list and provided the information to the City Commission for approval (included as Appendix D). The survey was used to gather relevant market data for comparison. The 51 benchmark classifications used for the salary survey are listed in Exhibit 2-1. The salary survey was sent to the cities and peer organizations listed in Exhibit 2-2. The selection of benchmark positions to be surveyed is a critical component in the compensation process. Although it would be ideal to survey all positions, this is usually not possible, since the survey response rate is directly related to the survey's length. Put simply, the more positions that are included, the lower the response rate tends to be. As discussed above, benchmark positions were selected in consultation with the City and reflected a broad range of departments, pay grades, and work functions. The survey requested salary data for each benchmark classification, including a matching classification title and a salary range (minimum and maximum) for the matching classification. Once the responses were received, a summary of survey responses was prepared, which was compared to the current Boynton Beach compensation data. Although internal relationships are primary considerations, market data provide additional insight into an equitable and competitive pay structure. Chapter 4.0 provides a summary of the salary survey results. JIJ- Page 2-4 Methodologyfor the Compensation and Classification Study EXHIBIT 2-1 SALARY SURVEY BENCHMARKS FOR CITY OF BOYNTON BEACH SALARY SURVEY <<\;;; BJ,<;NCBMARK.:1'Il'l'.Ji'S' , ..' Accounting Technician Custodian Administrative Assistant Customer Relations Clerk, Sr. Administrative Clerk Deputy Fire Chief Assistant Golf Professional Director, ITS Automated Truck Operator Equipment Operator Budget Coordinator Equipment Operator, Senior Building Inspector Fire Battalion Chief City Clerk Fire Captain Civil Engineer Fire Lieutenant Code Compliance Officer Firefighter II Communications Dispatcher Fleet Mechanic Community Service Officer Golf Course Player Assistant Computer Support Specialist Golf Equipment Mechanic Crew Leader Greenskeeper Crew Supervisor Heavy Equipment Operator Crew Worker, Senior Librarian Crime Scene Technician Library Aide Lifeguard Police Officer Manager, Solid Waste Police Sergeant Network Administrator Recording Secretary Parking Attendant Recreation Specialist Parks Maintenance Worker Utilities System Administrator Plan Review Analyst Utility Maintenance Mechanic Planner Water Treatment Plant Operator I Plumb/Mechanicallnspector Zoning & Licensing Manager Police Lieutenant II! Page 2-5 Methodologyfor the Compensation and Classification Study EXHIBIT 2-2 CITIES AND PEER ORGANIZATIONS FOR CITY OF BOYNTON BEACH SALARY SURVEY Broward County Broward County Fire Department Broward County School District Broward County Sheriff City of Belle Glade City of Boca Raton City of Coconut Creek City of Deerfield Beach City of Greenacres City of Pahokee City of Palm Beach Gardens City of Pompano Beach City of Riviera Beach City of West Palm Beach Palm Beach County Palm Beach County Fire Rescue Palm Beach County School District Palm Beach County Sheriff Town of Hillsboro Beach Town of Jupiter Town of Lake Park Town of Lantana Town of Palm Beach Village of North Palm Beach Village of Palm Springs Village of Royal Palm Beach Village of Tequesta Village of Wellington -!I!- Page 2-6 3.0 CURRENT ENVIRONMENT 3.0 CURRENT ENVIRONMENT This chapter contains a summary of the current compensation structure present within the City of Boynton Beach. The intent of the chapter is to present a baseline for further analysis and recommendations for change. By reviewing the current compensation and classification environment in the City, MGT was able to gain a clear and full understanding of the systems in place and identify potential problem areas to address through the course of the study. 3.1 Current Comuensation Structure The pay structure of the City of Boynton Beach consists of three pay schedules- one each for General employees (including NCF&O), Fire employees, and Police employees. As seen in Exhibits 3-1 through 3-3, the most pay grades can be found in the General Employees pay plan (40 grades), which is to be expected, given the majority of employees are in this plan. Pay range spreads for general employees are consistent across all pay grades. All general employee pay grades exhibit a 50 percent range spread. Fire and police schedules exhibit a range between 50 and 72 percent spread across all grades. -!I! Page 3.1 Current Environment EXHIBIT 3-1 2004 PAY PLAN FOR CITY OF BOYNTON BEACH GENERAL EMPLOYEES Pay Annual Annual Annual '~',,"ge Minimum Midpoint Maximum 2 $15,850 $19,032 $23,774 3 $16,994 I $20,397 $25,496 4 $18,138 $21,771 $27,214 5 $19,282 $23,143 $28,929 6........ l20,426 $24,515 $30,~44 .-.- - ........ .... 7 $21,570 $25,888 $32,360 .. 8 $22,714 I $27,260 $34,075 9 I $23,858 $28,632 $35,790 ... 10 $25,002 I $30,005 $37,506 11 $26,146 $31,378 $39,223 12_ $27,290 $32,751 $40,939 13 $28,434 $34,123 $42,654 14 $29,578 I $35,495 $44,369 15 I $30,722 $36,868 . $46,085 16 $31,866 $38,240 $47,800 17 $33,010 $39,612 $49,515 18 $.34,154 $40,986 ~51 ,233 19 $35,298 I $42,358 $52,948 20 $36,442 $43,730 $54,663 21 $37,586 I $45,101 $56,389 22 $38,730 $46,475 $58,094 23 $39,874 $47,847 $59,809 24 .. ~4,1,018 $49,220 $61,525 25 $42,162 $50,592 $63,240 26 $43,306 $51,966 $64,958 27 I $44,450 $53,338 $66,673 28 $45,594 $54,710 $68,388 29 I $46,738 $56,083 $70,104 30 $47,8.82 . ~~7,455 F1&19 32 I $50,170 $60,200 $75,250 33 I $51,314 $61,573 $76,966 34 I $52,458 I $62,945 $78,681 36 $54,746 $65,690 I $82,113 37 $55,890 $67,062 I $83,828 39 $58,178 $69,807 I $87,259 42 I $61,610 $73,925 I $92,406 43 $62,754 $75,298 $94,123 45 I ~65,083 $78,109 $97,636 46 $66,186 $79,415 $99,269 * Non-Classified Employees Not Included In Exhibit. -- Page 3-2 Current Environment EXHIBIT 3-2 2005 PAY PLAN FOR CITY OF BOYNTON BEACH FIRE EMPLOYEES . ...."pay Annual A"'p'JIIlI An~i...l'." Rangtl .,.:i ">~um ~t M~lllum Firefighter 1 $38,611 $49,304 $59,898 Firefighter 2 $40,541 $51 ,672 $62,893 Firefighter 3 $42,568 $54,303 $66,037 Lieutenant $46,135 $62,521 $78,907 Captain $48,442 $65,647 $82,852 Battalion Chief $50,864 $68,930 $86,995 EXHIBIT 3-3 2005 PAY PLAN FOR CITY OF BOYNTON BEACH POLICE EMPLOYEES Pay Range' . Police Officer Recruit Police Officer Police Detective Police Sergeant Police Lieutenant Almual ''MimDR1m $30,150 $40,200 $42,210 $53,560 A.j.nual Midpoint $38,992 $51,989 $54,588 $65,653 No Formal Range . Annual Maximum $47,834 $63,778 $66,967 $77,745 3.2 Demo2l"aohics The City of Boynton Beach had 866 filled and active positions that were included in the study, per April 2005 data. Approximately 8.7 percent (76) of employees are considered part-time employees and 91.3 percent (790) are considered full-time employees. As shown in Exhibit 4, Police employees comprise the largest group of City employees (180 or 20.8 percent), followed by Utilities employees (135 or 15.6 percent) and Fire Employees (132 or 15.2 percent). Public Works employees represent 11.9 percent (103) of total City employees, and Recreation & Parks employees constitute - "I Amrn<u Page 3.3 Current Environment 10.6 percent (92). The remaining departments and the number of employees per department are shown below. EXHIBIT 3-4 NUMBER OF EMPLOYEES FOR CITY OF BOYNTON BEACH BY DEPARTMENT City Manager 6 0.69% Public Affairs 2 0.23% City Clerk 7 0.81% Finance 20 2.31% ITS 12 1.39% Human Resources 7 0.81% Risk 3 0.35% Communications 19 2.19% Legal 1 0.12% Police Department 180 20.79% Fire Department 132 15.24% Development 60 6.93% Public Works 103 11.89% Library 36 4.16% Recreation & Parks 92 10.62% Utilities 135 15.59% Golf Course 46 5.31% Non-Classified 5 0.58% Total 866 100.00% Twenty City employees, or about 2.3 percent, are at the maximum of their pay ranges, or "topped out." Exhibit 3-5 shows a breakdown by pay grade for these 20 employees: -- Page 3-4 Current Environment EXHIBIT 3-5 NUMBER OF EMPLOYEES AT THE MAXIMUM OF THE CURRENT PAY SCALE BY PAY GRADE .... . ";;",;. . ~~tJer Of EmP1~~1I11 At .CC'C'.,;"0.;77.' , ;~mum of Pay . 8, 14, 19, 22, 24, 25, 30, 37, 1 Each Grade 42, 43 and POF 15, 20 and 45 2 Each Grade 39 3 The number and percentage of Boynton Beach employees paid at the minimum of their pay scale is significantly higher than those paid at the maximum. More than 5.5 percent, or 48 positions, with 16 of these positions in the pay grade 8. Forty-five of the forty eight positions are in pay grades 17 or lower. Exhibit 3-6 depicts the percentage of employees paid at the grade minimum and maximum by pay grade. EXHIBIT 3-6 PERCENTAGE OF EMPLOYEES AT THE MINIMUM AND MAXIMUM OF THE CURRENT PAY SCALE BY PAY GRADE ~~~~~ . ..~R,CE!\IT PAID PERCMTPAlD PERCENT ;MD.ii\.1i'..' PAID AT GRADE G~" ";',\tGR,A1.U: GRADE ATGR4DE GRADE ..> MIN~" ~ .".; ", MAX:IMUM MAXIMUM .,., ""~.. . 2 0.00% 0.00% 24 0.00% 8.33% 3 7.14% 0.00% 25 0"00% 12.50% 4 14"81% 0.00% 26 0.00% 0.00% 5 6.67% 0.00% 27 0.00% 0.00% 6 10.00% 0.00% 28 0.00% 0.00% 7 3.45% 0.00% 29 0.00% 0.00% 8 18.18% 1.14% 30 0.00% 16.67% 9 0.00% 0.00% 32 0.00% 0.00% 10 16.00% 0.00% 33 0.00% 0.00% 11 0.00% 0.00% 34 0.00% 0.00% 12 11.63% 0.00% 36 0.00% 0.00% 13 0.00% 0.00% 37 0.00% 50.00% 14 2.70% 2.70% 39 0.00% 50.00% 15 0.00% 12.50% 42 0.00% 33.33% 16 0.00% 0.00% 43 0.00% 12.50% 17 11.76% 0.00% 45 0.00% 10000% 18 0.00% 0.00% 46 0.00% 0.00% 19 0.00% 5.88% F1 0.00% 0.00% 20 0.00% 14.29% F2 0.00% 0.00% 21 0.00% 0.00% F3 0.00% 0.00% 22 0.00% 50.00% F4 0.00% 0.00% 23 0.00% 0.00% F5 0.00% 0.00% -- Page 3.5 Current Environment EXHIBIT 3-6 (Continued) PERCENTAGE OF EMPLOYEES AT THE MINIMUM AND MAXIMUM OF THE CURRENT PAY SCALE BY PAY GRADE F6 POR POF PDV Total PERCENT PAID AT GRADE MINIMUM 0.00% 0.00% 0.00% 0.00% 5.54% PERCENT PAID AT GRADE MAXIMUM 0.00% 0.00% 1.15% 0.00% 2.31% PERCENT PAm GRADE AT GIW)E MAXIMUM " PSG 4.55% PLT 0.00% NC 17.65% PERCENT PAID AT GRADE MAXIMUM 0.00% 0.00% 0.00% GR..UlE Source: City of Boynton Beach, MGT of America. Inc., 2005. Grade midpoint is often considered the most accepted market average. Therefore, it is important to examine the percentages of employees in Boynton Beach who fall above and below this midpoint. Exhibit 3-7 details this information for each pay grade. Overall, 55.89 percent (484) of the staff are currently paid above the midpoint while 43.30 percent (375) are paid below the midpoint. MST ~ Page 3-6 Current Environment EXHIBIT 3-7 PERCENTAGE OF EMPLOYEES PAID ABOVE AND BELOW THE MIDPOINT BY PAY GRADE PAID PERCENT '.. [II G W PAID GRADE ABOVE !NT MIOPO!NT 0.00% !! 2 6.67% 93.33% 28 100.00% 3 57.14% 42.86% 29 100.00% 0.00% 4 29.63% 70.37% 30 83.33% 16.67% 5 60.00% 40.00% 32 100.00% 0.00% 6 34.00% 64.00% 33 100.00% 0.00% 7 55.17% 44.83% 34 100.00% 0.00% 8 35.23% 62.50% 36 50.00% 50.00% 9 64.00% 36.00% 37 50.00% 50.00% 10 62.00% 3800% 39 83.33% 16.67% 11 57.14% 42.86% 42 100.00% 0.00% 12 62.79% 37.21% 43 87.50% 12.50% 13 80.00% 20.00% 45 100.00% 0.00% 14 67.57% 32.43% 46 100.00% 0.00% 15 93.75% 6.25% F1 0.00% 100.00% 16 70.37% 22.22% F2 10.00% 90.00% 17 64.71% 23.53% F3 95.45% 4.55% 18 88.89% 11.11% F4 100.00% 0.00% 19 88.24% 11.76% F5 100.00% 0.00% 20 78.57% 21.43% F6 100.00% 0.00% 21 100.00% 0.00% POR 14.29% 85.71% 22 50.00% 50.00% POF 28.74% 71.26% 23 100.00% 0.00% PDV 100.00% 0.00% 24 75.00% 25.00% PSG 50.00% 50.00% 25 75.00% 25.00% PLT 20.00% 80.00% 26 80.00% 20.00% NC 23.53% 76.47% 27 100.00% 0.00% Total 55.89% 43.30% Source: City of Boynton Beach, MGT of America, Inc., 2005. Note - Remaining 0.81% are paid exactly at the midpoint salary range. Analysis of average employee tenure by pay grade also provides some insight into the current pay structure. Tenure was calculated by averaging the number of years employees have been with the City of Boynton Beach. Across all units, employees have been employed by the City for just over nine years on average. As seen in Exhibit 3-8, pay grade 39 has the most tenured staff, on average, while pay grade F1 (Firefighter) has the least tenured staff. 1m- Page 3-7 Current Environment EXHIBIT 3-8 AVERAGE TENURE BY HIRE DATE AVERAGE. N'l,lMBER,OF GRADE AVERAG~NUMBER OF GRADE YEARS~:HmE FRmvt:HmE DATE ~TE 2 3.40 28 4.32 3 9.14 29 9.86 4 6.17 30 702 5 8.52 32 11.72 6 6.74 33 14.08 7 9.00 34 18.48 8 5.80 36 6.13 9 9.70 37 12.38 10 8.68 39 2308 11 10.85 42 18.00 12 9.30 43 5.56 13 11.05 45 8.72 14 10.41 46 16.97 15 12.39 F1 1.06 16 10.72 F2 3.07 17 9.54 F3 6.45 18 11.11 F4 13.21 19 8.57 F5 13.82 20 12.87 F6 21.87 21 21.12 POR 2.07 22 9.86 POF 6.58 23 11.61 PDV 21.56 24 4.92 PSG 12.56 25 13.19 PLT 16.39 26 12.33 NC 4.80 27 17.04 Total 9.43 Source: City of Boynton Beach, MGT of America. Inc., 2005. Exhibit 3-9 shows the average salary by job title and the number of incumbent employees within each job title. The job title "Police Officer" has the highest number of employees as can be seen in the chart below. -- Page 3-8 Current Environment EXHIBIT 3-9 AVERAGE SALARY BY JOB TITLE 17 Accountant $22.55 $46904.00 1 8 Accountina Technician $12.71 $26,429.94 6 11 Accounts Pavable Soecialist $14.03 $29.182.40 1 14 Administrative Assistant $18.59 $38,665.74 15 9 Administrative Associate $1479 $30,752.80 4 8 Administrative Cierk $13,90 $28,907.42 23 11 Administrative SecretarY $16.73 $34,798.82 6 16 Affordable Housina Admin $18.80 $39,104.00 1 NC Animal Control Officer $18.63 $38,750.40 1 20 Aauatics Manaaer $25.58 $53,206,40 1 15 Aouatics Suoervisor $16.75 $34,840,00 1 12 Arborist $17.10 $35,568.00 1 42 Assistant Chief Of Police $44.43 $92,408.78 3 46 Assistant City Manaaer $47.52 $98,834.11 1 30 Ass!. Dir., Human Resources $27.89 $58,011.20 1 30 Assistant Director. Libra;;! $26.44 $54.999.98 1 34 Ass!. Director, Public Works $31,98 $66.518.40 1 19 Assistant Fire Marshall $20.78 $43,217.20 4 5 Assistant Goif Professional $10,94 $22,758.11 7 10 Assistant Tv Sr>ecialist $16.71 $34,756.80 2 39 Asst Dir, Pwks I City Enoineer $40.11 $83,428.80 1 36 Asst Director, Develooment $31.43 $65.374.40 1 16 Asst Mnr, Customer Relations $19.22 $39,977.60 1 15 Asst Mnr, Warehouse $18.53 $38,542.40 1 20 Asst Suev, Utilities $21.26 $44,227.66 3 20 Asst To Director, Recreation $23.42 $48,713,60 1 20 Ass!. To Director, ITS $26,28 $54,662.40 1 12 Automated Truck Ooerator $16,15 $33,583.06 7 20 Benefits Administrator $19.66 $40,892.80 1 26 BUdrlet Coordinator $29.50 $61,360.00 1 24 Buildina Code Administrator $29.06 $60,444.80 1 17 Buiidina lnsoector $17.73 $36,878.40 2 19 Buildina lnseector, Sr. $20.45 $42,536,00 1 12 Buildi;:;;;- Maint Mechanic, Sr $15.94 $33,162.06 3 9 Buildina Maintenance Mechanic $14,38 $29,900.00 4 30 Buildina Officiai $34.53 $71,822.40 1 8 Bus Driver $1190 $24,746.80 4 12 Bu;;E,r $14.43 $30,014.40 1 15 Buver, Sr. $22.16 $46,092.80 1 15 CADD Technician/Desian Suev $19.18 $39,894.40 1 20 ChemisVQualitvAssur Officer $20.83 $43,326.40 1 18 Chief Electrician $24,88 $51,750.40 1 27 Chief Plant OOerator $3237 $67,329.60 2 33 Citv Clerk $30,79 $64,043.20 1 -IS- Page 3-9 Current Environment EXHIBIT 3-9 (Continued) AVERAGE SALARY BY JOB TITLE 29 Civil Enaineer $32.68 $67,974.40 1 19 Claims Analvst $20.80 $43,264.00 1 17 Code & Rehabilitation Officer $23.01 $47,860.80 1 25 Code Comoliance Admin $30.70 $63,856.00 1 11 Code Comoliance Insoector $14.50 $30,160.00 1 14 Code Comaliance Officer $17.39 $36,176.40 4 16 Code Comoliance Officer, Sr $22.56 $46,917.94 3 NC Colleoe Student $12.61 $26,228.80 1 10 Communications Disaatcher $16.61 $34,548.80 5 14 Communications Shift Suov $22.00 $45,760.00 5 12 Communications Soecialist $16.57 $34,463.10 8 10 Communitv Service Officer $12.11 $25,191.71 7 17 Com-;:;-uter Sunnort snec Sr $2071 $43,076.80 1 15 Com outer Suooort Soecialist $20.29 $42,196.34 3 18 Construction Coordinator $20.69 $43,024.80 2 18 Construction Insaector $18.19 $37.835.20 1 14 Contract Coordinator $1905 $39,624.00 1 4 Cook $12.11 $25,188.80 1 7 Crew leader $15.50 $32,237.30 8 8 Crew leader, Senior $16.63 $34,582.08 5 15 Crew Su;;ervisor $19.41 $40,376.34 6 16 Crew Suaervisor, Senior $21 .49 $44,688.80 2 5 Crew Worker $1403 $29,188.43 7 6 Crew Worker, Senior $11.97 $24,889.49 18 10 Crime Scene Technician $13.44 $27,955.20 3 10 Criminallntelliaence Anaivst $12.02 $25,001.60 1 3 Custodian $13.79 $28,67280 4 8 Customer Relations Cierk, Sr $13.00 $27,031.06 14 24 De;;u;;;- Citv Clerk $19.72 $41,015.94 1 37 Deautv Director, Utilities $40.30 $83,824.00 1 43 Deautv Fire Chief $40.41 $84,045.94 3 43 Dir, Public Works & Enaineer $44.84 $93,267.20 1 32 Dir., Media & Public Comm $34.12 $70,969.60 1 37 Dir., Ora. And Strateaic Devel $30.66 $63,763.44 1 43 Director, Develonment $46.76 $97,260.80 1 45 Director, Fire & EMS Services $46.90 $97,552.00 1 43 Director, Its $45.25 $94,122.91 1 32 Director, Plannino & Zonina $35.77 $74,401.60 1 39 Director, Recreation & Parks $30.85 $64,168.00 1 22 Division Head Librarian $24.88 $51,750.40 2 17 Electricallnsoectar $19.04 $39,603.20 2 14 Electrician $20.88 $43,430.40 1 JI! Page 3-10 Current Environment EXHIBIT 3-9 (Continued) AVERAGE SALARY BY JOB TITLE 18 Electrician, Master $24.06 $50,034.40 2 16 Electrician, Senior $20.76 $43,180.80 1 10 EMS BiliinaSOecialist $15.40 $32,032.00 1 23 EMS Coordinator $27.27 $56,724.72 1 18 Enaineerino Technician $20.02 $41,641.60 1 18 Ennr Plans AnalvsUlnsoector $22 72 $47,247.20 2 27 Environ Coord/Uti! Safetv Offi $32.27 $67.121.60 1 16 Environmentallnsoector $17.93 $37.294.40 1 8 Eauioment Ooerator $12.65 $26,318.86 9 10 Eni.Jinment Ooerator, Senior $16.07 $33,420.61 21 43 Finance Director $45.25 $94,120.00 1 10 Finaerorint Examiner $16.15 $33,592.00 1 39 Fire Battalion Chief $35.36 $73,548.80 3 F6 Fire C8J;iain $31.47 $65,458.85 3 24 Fire Community Relation Sol $23.05 $47,944.00 1 NC Fire Insoector $15.87 $33,010.02 1 F5 Fire Lieutenant $25.40 $52,824.72 24 18 Fire Plans Reviewerllnsoector $19.70 $40,985.98 1 26 Fire Trainina Officer $30.40 $63,232.00 1 F1 Firefulhter $14.19 $29,520.82 18 F2 Firefir;hter I $16.35 $34,015.70 19 F2 Firefiahter II $26.42 $54.955.68 1 F3 Firefiohter II $19.49 $40,530.88 21 F3 Firefir;hter III $20.97 $43,615.73 1 F4 Firefir;hter III $22.79 $47,402.58 21 25 Fleet Administrator $27.46 $57,116.80 1 14 Fleet Mechanic $18.11 $37,677.12 5 15 Fleet Mechanic, Senior $19.86 $41,298.40 2 15 Forester/Environmentaiist $27.52 $57,241.60 1 17 GIS Analvst $19.99 $41,579.20 1 2 Golf Course PI aver Assistant $8.14 $16,920.80 10 6 Golf Course Plaver Asst, Sr $10.61 $22,068.80 1 NC Golf Course Ranae Attendant $6.20 $12,890.80 4 NC Golf Course ResUBar Server $6.06 $12,604.80 4 13 Golf Course Rest./Bar Mnr $14.87 $30,929.60 1 12 Golf En"uloment Mechanic $15.00 $31,200.00 1 18 Grants Coordinator $25.00 $52,000.00 1 4 Greenskeeoer $9.56 $19,874.40 10 12 HeawEni.Jinment Ooerator $18.27 $38,004.72 13 14 Hvac Mechanic $19.32 $40,175.20 2 14 Imaoina Technician $19.10 $39,728.00 1 29 Information-Comm Coord $30.07 $62,539.15 1 17 Instrument. & Controi Tech $24.05 $50.024.00 1 NC Kennel Maintenance Worker $10.60 $22,037.60 2 9 Laboratorv Field Technician $18.80 $39,104.00 1 E- Page 3.11 Current Environment EXHIBIT 3-9 (Continued) AVERAGE SALARY BY JOB TITLE - 14 Laboratorv Technician Sr $1589 $33,051.20 1 16 Librarian $17.55 $36,499.84 5 6 Library Aide $11.46 $23,845.12 10 8 Library Associate $11.54 $23,992.80 4 39 Library Director $42.36 $88,108.80 1 2 Library Page $8.49 $17.650.88 5 8 Lifeguard $12.17 $25,305.28 5 11 Lifeguard, Senior $17.09 $35,547.20 2 8 Lifeguard-On Cail $11.55 $24,013.60 4 7 Maintenance Technician $15.50 $32,229.60 2 24 Manager, Customer Relations $29.58 $61,526.40 1 25 Manaaer, Forestrv & Grounds $27.70 $57.616.00 1 NC Manager, Golf Administration $26.54 $55,203.20 1 27 Manager, Golf Maintenance $26.91 $55,972.80 1 21 Manaaer, Goif Qcerations $24.89 $51,763.50 1 36 Manaaer, ITS $35.89 $74,651.20 1 25 Manager, Parks $24.27 $50,481.60 1 30 Manaaer, Risk Manaament $30.96 $64,396.80 1 30 Manaaer, Solid Waste $30.57 $63.585.60 1 29 Mgr, Utilities Administration $27.77 $57,761.60 1 23 Manaaer, Warehouse $29.04 $60,403.20 1 5 MechaniclGreenskeecer $10.62 $22,089.60 1 25 Mgr, Comm. Redevelocment $27.17 $56,513.60 1 20 Mgr, Recreation Programs $25.81 $53,684.80 1 26 Mar, Sr., Recreatin Proarams $27.05 $56,253.60 2 24 Museum/Scecial Svcs Coord $26.44 $54,995.20 1 24 Neighborhood Proiect Spec $26.74 $55,619.20 1 19 Network Administrator $23.79 $49,490.06 6 11 Occuc. License Insoector $14.72 $30,617.60 1 4 Office Assistant $10.07 $20,935.20 2 6 Office Assistant. Senior $11.70 $24,336.00 6 7 Painter $12.05 $25,064.00 1 20 Paraleaal $24.52 $51.001.60 1 3 Parking Attendant $9.60 $19,972.16 10 16 Parks & Landscace Planner $22.30 $46,384.00 1 10 Parks Maintenance Scecialist $15.79 $32,843.20 4 6 Parks Maintenance Worker $11.84 $24,625.74 14 7 Parks Maintenance Worker, Sr $13.95 $29,022.86 3 NC Parks Sucerintendent $26.53 $55,184.06 1 13 Parks/Recreation Crew Leader $17.46 $36,323.66 3 13 Pavroil Administrator $20.89 $43,451.20 1 8 Pavroil Technician $13.75 $28,600.00 1 10 Permit Acolication Technician $15.89 $33,051.20 3 7 Pipeiayer $12.05 $25,064.00 2 It at Am<ri<a Page 3-12 Current Environment EXHIBIT 3-9 {Continued} AVERAGE SALARY BY JOB TITLE 16 Plan Review Analvst $18.07 $37,575.20 4 18 Plan Review Analvst, Sr. $2312 $48,089.60 3 18 Planner $21.93 $45,604.00 2 17 Plumb/Mechanicallnspector $15.87 $33,009.60 1 19 Plumb/Mech. Inspector, Sr $20.71 $43,076.80 1 45 Police Chief $46.90 $97,552.00 1 P3 Police Detective $29.66 $61,684.27 4 12 Police Forf SpeclEvid Cust $15.02 $31,241.60 2 P5 Police Lieutenant $39.34 $81,830.32 5 P2 Police Officer $20.82 $43,303.73 87 P1 Police Officer Recruit $13.81 $28,719.39 7 8 Police Records Clerk $1210 $25,170.08 10 13 Police Records Clerk Suov $15.52 $32,281.60 1 P4 Police SerQeant $28.55 $59,392.32 22 17 Police Sunnort Services Admin $31.37 $65,249.60 1 30 Princioal Planner $28.65 $59,583.47 1 20 Proarammer/Analyst $26.28 $54,662.40 1 24 Proiect ManaQer $25.58 $53,206.40 2 28 prOiect Manaaer, Senior $32.88 $68,387.90 1 10 Public Affairs Soecialist $17.21 $35,796.80 1 11 Recordina Secretary $16.59 $34,507.20 2 10 Recards SpeCialist $15.69 $32,635.20 1 4 Recreation Leader $10.45 $21,740.37 14 7 Recreation Soecialist $12.46 $25,911.60 12 13 Recreation Supervisor $17.62 $36,65314 6 20 Recruil./Emplovment Coord $21.77 $45,281.60 1 19 Revenue Manaaer $22.99 $47,819.20 1 6 Risk Assistant $10.52 $21.881.60 1 9 Secretarv $14.32 $29,786.43 3 24 Senior Planner $29.05 $60,424.00 1 9 Senior Storekeeper $13.80 $28,704.00 1 9 Service Writer $15.82 $32,905.60 2 8 Sian & Markina Technician $12.55 $26,104.00 1 20 Solid Waste Suoervisor $25.09 $52.187.20 1 24 Sr GIS Analyst $24.09 $50,107.20 1 24 Sr GIS Network Administrator $25.50 $53,040.00 1 7 Store keener $12.04 $25,043.20 1 NC Student Cierk $6.18 $12,854.40 2 26 SUDV., Construcl./Stormwater $30.75 $63,960.00 1 17 Sunervisor, Records/Permit $20.73 $43.118.40 1 18 sUrly. Animal Control $24.88 $51,750.40 1 25 suny. Meter Readina & Svcs $28.42 $59,113.60 1 25 Suny, Streets Maintenance $20.67 $42,993.60 1 18 SUDV, Transoortation Services $19.73 $41,038.40 1 E- Page 3-13 Current Environment EXHIBIT 3-9 (Continued) AVERAGE SALARY BY JOB TITLE 27 $27.19 $56,555.20 1 25 $30.40 $63,23200 1 13 $15.11 $31,428.80 1 20 $24.40 $50,752.00 1 16 $23.21 $48,276.80 1 13 $21.21 $44,106.40 2 43 $46.63 $96,999.97 1 16 $22.36 $46,508.80 2 11 $16.08 $33,446.40 1 9 $16.04 $33,370.06 3 27 $27.12 $56,409.60 1 16 $21.16 $44,012.80 5 13 $18.48 $38,428.00 10 12 $15.96 $33,196.80 1 19 $24.20 $50,329.14 3 9 $13.99 $29,096.29 7 12 $14.99 $31,187.52 5 14 $15.78 $32,822.40 1 17 $20.68 $43,006.08 5 14 $18.04 $37,523.20 1 8 $13.42 $27,903.20 2 24 $22.48 $46,758.40 1 Finally, Exhibit 3-10 indicates a pattern in which tenure is related to salary. This chart shows the average number of years a City of Boynton Beach employee has worked for the City, the number of employees currently employed, and the average salary rate of these employees by tenure year. -- Page 3-14 Current Environment EXHIBIT 3-10 AVERAGE SALARY BY YEARS OF TENURE 0 $13.89 $28,894.76 36 1 $14.69 $30,550.04 92 2 $13.50 $28,080.65 62 3 $14.43 $30,014.30 50 4 $16.92 $35,194.51 79 5 $18.39 $38,250.20 75 6 $17.44 $36,274.99 52 7 $17.16 $35,697.39 51 8 $20.58 $42,810.54 46 9 $21.55 $44,829.95 26 10 $19.68 $40,925.27 24 11 $17.89 $37.220.09 16 12 $17.65 $36,701.58 23 13 $18.94 $39,403.84 20 14 $20.20 $42,014.56 12 15 $22.03 $45.815.64 23 16 $19.50 $40,552.71 18 17 $25.02 $52,034.14 34 18 $25.05 $52,104.04 24 19 $23.92 $49.752.22 19 20 $24.21 $50,366.13 13 21 $26.58 $55,280.73 12 22 $27.54 $57,287.88 8 23 $25.36 $52,749.22 2 24 $24.48 $50,908.69 12 25 $23.57 $49.028.72 12 26 $26.32 $54,743.66 9 27 $33.83 $70,363.99 5 28 $24.81 $51,604.80 2 29 $30.64 $63,730.71 3 30 $20.03 $41,662.40 1 32 $13.45 $27,976.00 1 33 $12.96 $26,956.80 1 34 $21.78 $45,302.40 1 35 $32.68 $67,974.40 2 . Page 3-15 4.0 QUALITATIVE REVIEW 4.0 QUALITATIVE REVIEW This chapter provides a summary of qualitative data collection for the City of Boynton Beach from focus groups and interviews. The information presented in this chapter is a summary of employee perceptions and opinions communicated to MGT through focus groups and interviews. 4.1 Backal'ound As part of MGT's compensation and classification analysis, a series of focus groups and interviews was conducted with City of Boynton Beach employees. Focus groups are an essential part of the classification and compensation process because they serve as a forum to uncover issues harbored by rank and file employees and allow employees to provide more direct input into the classification and compensation process. While the key employee input is still provided by their completion of the Job Content Questionnaires@, focus groups allow employees an opportunity to provide their unique insights concerning the classification and compensation system. Often, these insights are different from the insights provided by department heads and senior managers. The focus group sessions also allow employees to ask questions about the nature of the project and serve as an educational forum where the mechanics of the classification and compensation study can be discussed and clarified. In addition to employee focus groups, input was gathered from City management staff through personal interviews conducted in February 2005. The interviews were designed to allow managers the opportunity to provide MGT consultants with specific information about their department, job classifications, and any relevant compensation issues. JI! Page 4-~ Qualitative Review compensation issues. Primary general issues and compensation issues discussed Interview and focus group participants focused almost exclusively on during interviews and focus groups are arranged by topic area below. 4.1.1 General Issues and classification study recommendations to make clear how reclassifications would Both department heads and employees indicated a desire for the compensation occur. Additionally, both groups of employees felt it was important for the compensation plan to be updated regularly. included: Additional general opinions expressed during focus groups and interviews . Compression may be an issue in several areas or departments in the City; Union negotiations may negatively impact employee morale and hold up increases for general employees; Supervisor training should be offered and would be beneficial; Overtime pay practices may favor senior employees; Overlap in pay grades is creating some perceived compression; City job descriptions may be inconsistent and too specific; Some employees have a perception that new employees may be negatively impacted with regard to annual reviews and merit increases based on what time of year they begin work; City recruitment processes may be nepotistic, and there's not clear communication to applicants about the processes; Some employees have a perception that part-time employees are treated unfairly in relation to full-time employees in terms of annual increases; . . . . . . . . . Performance evaluation instruments are not objective and there is not clearly or well-linked to percent increases; Particular classifications would like additional pay for certifications not required in job descriptions; and Managers cannot give additional pay to union employees, even if a small increase would help retain employees. . . II! Page 4-2 Qualitative Review 4.1.2 Compensation Issues Focus group and interview participants generally communicated that the City's current pay levels are below the market and are contributing to recruitment and retention problems for many positions. Opinions about the current compensation system presented during interviews and focus groups include: · Police employees may be experiencing compression between union and non-union employees; . City's early retirement program is resulting in significant turnover in some departments; . Annual maximums for particular contract positions may be too low and not consistent with the market; . Engineer and Engineering Technician compensation is not in line with market value; . Fleet and Mechanic positions are compensated too little; . Crime Scene Analyst, Crime Scene Technician, and Dispatcher pay is not competitive; . Building Inspector and Plan Reviewer compensation is lower than the market dictates; . Golf positions (Head Mechanic, Equipment Mechanic, Greens- keeper) pay is too low and not competitive; . Pay for Lifeguard positions is lower than the local market, even though experience and certification requirements at the City are higher; . Recreation positions (Supervisor, Specialist, Leader) are not paid competitively; . Compensation for professional Librarian positions is lower than market; . Internal equity issues may be present among some directors; and . Some clerical/administrative positions have taken on technical duties but have not been compensated accordingly. Some employees noted a desire for the City to move to a broadband pay system. Many employees felt that City pay is incongruous with the cost of living in the area. MST ~ Page 4-3 Qualitative Review 4.1.3 Classification Issues lnterviewees and focus group participants identified many specific c1assification- related issues, especially relating to internal equity. Employee opinions related to classification include: . Series progressions need to be clearer to employees so they are aware of the knowledge, skills, abilities, and experience needed to move to the next level in a series; Clerical and administrative positions do not always have clear differences in duties but are in different pay grades, potentially creating internal inequity; Career ladders are needed for several technical positions; Crew Leaders and Supervisors in different departments are at different levels but may have the same types and level of duties; and Certain classifications that are found in more than one department may not have the same level or types of duties. . . . . E- Page 4-4 5.0 SALARY SURVEY RESULTS 5.0 SALARY SURVEY RESULTS 5.1 Introduction The results from the salary survey are presented in this chapter. Prior to presenting the results, it is useful to provide a summary for which the results can and cannot be used. It is important to remember that a salary survey is but a starting point in the examination of compensation practices. The reader is cautioned to not over-generalize the significance of the results. With this in mind, listed below in Exhibit 5-1 is a summary of the utility of survey analysis. EXHIBIT 5-1 UTILITY OF SALARY SURVEY ANALYSIS PROPER USES OF SALARY~~DATA '. Provide framework for analysis of overall salary structure Provide a snapshot of the overall labor market for the surveyed positions In aggregate, provide a general impression of market conditions by department and grade Provide framework for analysis of salary range width IMPltcrmm;.mS.'QF:9'~'fiilfci.YSURvEYD'A.TA \,',..':.L"'-...'....;....;;.;..;...:;;..,............:............ .:>,..:.................;;...... .. .... ......."'...... Determine individual salaries Determine overall compensation philosophy Make inferences to unsurveyed positions Make recommendations on work performed or quality of work As seen in the exhibit above, salary survey data is useful for analytical purposes but must be used carefully and in the proper context. Salary survey information is particularly useful in macro-level analysis. A good deal of information can be gleaned from salary survey data, especially at the aggregate level. Patterns in the data can be quite illustrative of systemic problems. For example, if an organization is consistently below the average salary minimum, it is indicative of a situation where starting salaries JI! Page 5-1 Salary Survey Results may be too low to attract quality applicants. This type of analysis can suggest a potential reason for recruitment problems. Likewise, if an organization is consistently above salary maximums, it may indicate that the organization is overpaying current employees and not using resources efficiently. Salary survey data is very useful for providing a "snapshot" of current market conditions. However, it must be remembered that market conditions change, and in some cases change quickly. So while market surveys are useful for making updates to a salary structure, they must be done at regular intervals if the organization wishes to stay current with the marketplace. Generally, market surveys provide good information at the macro-level, providing good data on the overall structure, grade widths and speCific information concerning key classes and benchmarks. However, the results should not be over-generalized. For example, organizations are sometimes tempted to use the data to make individual recommendations based only on market data. This can be a mistake because salary surveys do not reflect small differences in job duties, nor do they reflect how well employees are performing their jobs. The proper approach for determining individual salaries is to use a combination of market data, job analysis and performance reviews. An approach that uses all three facets will take into account performance, internal equity and external equity. When used properly, market data can help organizations make informed decisions about their compensation structures. When used improperly, market data can lead to wild shifts in compensation levels, and can cause more confusion than clarity. With this in mind, the emphasis now shifts to the survey results themselves. II!- Page 5-2 Salary Survey Results 5.2 DefiniDlz the Market At the project's outset, City of Boynton Beach human resources personnel, supervisory staff, and MGT staff decided on the benchmark classifications that would be used in the salary survey. As discussed in Chapter 2.0, interviewees and focus group participants suggested job titles and localities for inclusion in the survey. A copy of the letter provided to City Commissioners is provided as Appendix C. Several additional criteria were used to make the selections. The selected positions needed to reflect a variety of departments and salary ranges. Where possible, classes with multiple incumbents were used instead of single incumbent classes. The classes listed below were the ones selected: EXHIBIT 5-2 CITY OF BOYNTON BEACH BENCHMARKS ..C. BENCHMARK TrtLEs .... Accounting Technician Custodian Administrative Assistant Customer Relations Clerk, Sr. Administrative Clerk Deputy Fire Chief Assistant Golf Professional Director, ITS Automated Truck Operator Equipment Operator Budget Coordinator Equipment Operator, Senior Building Inspector Fire Battalion Chief City Clerk Fire Captain Civil Engineer Fire Lieutenant Code Compliance Officer Firefighter" Communications Dispatcher Fleet Mechanic Community Service Officer Golf Course Player Assistant Computer Support Specialist Golf Equipment Mechanic Crew Leader Greenskeeper Crew Supervisor Heavy Equipment Operator Crew Worker, Senior Librarian Crime Scene Technician Library Aide Lifeguard Police Officer Manager, Solid Waste Police Sergeant Network Administrator Recording Secretary Parking Attendant Recreation Specialist Page 5-3 -- Salary Survey Results EXHIBIT 5-2 (Continued) CITY OF BOYNTON BEACH BENCHMARKS = "T.~jE~~'t"'fl"iES .".. ~ Parks Maintenance Worker Utilities System Administrator Plan Review Analyst Utility Maintenance Mechanic Planner Water Treatment Plant Operator I Plumb/Mechanical Inspector Zoning & Licensing Manager Police Lieutenant With the benchmarks selected, the next step was to determine which peers would be selected for comparison. Typically, several factors, geographic proximity, organizational size, available revenue, and historical comparisons usually drive peer selection. Of these factors, geographic proximity and organizational size are usually considered to be the most important. Geographic proximity helps capture the local flavor of the labor market while organizational size is usually a good indicator of the similarity of work responsibilities faced by the incumbents. MGT surveyed a selection of cities in Palm Beach and Broward counties, as well as the counties themselves. Exhibit 5-3 shows the surveyed organizations. Data was included for each of these organizations. EXHIBIT 5-3 CITY OF BOYNTON BEACH SALARY SURVEY TARGETS AND RESPONDENTS Broward County Broward County Fire Department Broward County School District Broward County Sheriff City of Belle Glade City of Boca Raton City of Coconut Creek City of Deerfield Beach City of Greenacres City of Pahokee City of Palm Beach Gardens E- Page 5-4 Sala11J Survey Results EXHIBIT 5-3 (Continued) CITY OF BOYNTON BEACH SALARY SURVEY TARGETS AND RESPONDENTS City of Pompano Beach City of Riviera Beach City of West Palm Beach Palm Beach County Palm Beach County Fire Rescue Palm Beach County School District Palm Beach County Sheriff Town of Hillsboro Beach Town of Jupiter Town of Lake Park Town of Lantana Town of Palm Beach Village of North Palm Beach Village of Palm Springs Village of Royal Palm Beach Village of Tequesta Village of Wellington 5.3 Survev Analvsis This section contains a summary of the survey analysis conducted by MGT. Particular emphasis is placed on the salary range minimums, midpoints, and maximums. While the data can be used to comment on the individual classes examined, the primary intent is to use the data to comment on the overall structure used by the City of Boynton Beach. 5.3.1 SalaMI Minimums Exhibit 5-4 shows the salary minimums for City of Boynton Beach benchmarks and the average salary minimums for the comparative peers. -- Page 5-5 Salary Survey Results EXHIBIT 5-4 CITY OF BOYNTON BEACH SALARY RANGE MINIMUM COMPARISONS jJtt( ,,^~.>::..,; Accounting Technician $ 22,717.00 $ 28,330.04 -24.71% Administrative Assistant $ 29,579.00 $ 29,936.46 -1.21% Administrative Clerk $ 22,717.00 $ 28,354.82 -24.82% Assistant Golf Professional $ 19,286.00 - 1 - 1 Automated Truck Operator $ 27,292.00 $ 26,436.17 3.14% Budget Coordinator $ 43,305.00 $ 37,732.15 12.87% Building Inspector $ 33,010.00 $ 39,447.61 -19.50% City Clerk $ 51,311.00 $ 55,629.62 -8.42% Civil Engineer $ 46,736.00 $ 54,876.78 -17.42% Code Compliance Officer $ 29,579.00 $ 30,013.79 -1 .4 7% Communications Dispatcher $ 25,004.00 $ 28,441.76 -13.75% Community Service Officer $ 25,004.00 $ 26,167.89 -4.65% Computer Support Specialist $ 30,723.00 $ 34,335.09 -11.76% ~~~'.'-- ." ~ Crew Leader $ 21,573.00 $ 30,101.79 -39.53% Crew Supervisor $ 30,723.00 $ 32,375.45 -5.38% Crew Worker, Senior $ 20,429.00 $ 26,170.87 -28.11% Crime Scene Technician $ 25,004.00 $ 31,243.00 -24.95% Custodian $ 16,997.00 $ 21,164.67 -24.52% Customer Relations Clerk, Sr. $ 22,717.00 $ 35,282.55 -55.31% Deputy Fire Chief $ 62,748.00 $ 69,749.88 -11.16% Director, ITS $ 62,742.00 $ 71,647.03 -14.19% Equipment Operator $ 22,717.00 $ 24,881.04 -9.53% Equipment Operator, Senior $ 25,004.00 $ 27,156.52 -8.61% Fire Battalion Chief $ 50,864.23 $ 58,690.13 -15.39% Fire Captain $ 48,442.12 $ 52,175.13 -7.71% Fire Lieutenant $ 46,135.35 $ 50,483.33 -9.42% Firefighter II $ 40,541.09 $ 39,883.83 1.62% Fleet Mechanic $ 29,579.00 $ 27,971.34 5.44% Golf Course Player Assistant $ 15,854.00 - 1 1 - Golf Equipment Mechanic $ 27,292.00 $ 29,153.00 -6.82% Greenskeeper $ 18,142.00 $ 21,203.00 -16.87% Heavy Equipment Operator $ 27,292.00 $ 30,206.94 -10.68% . Page 5-6 Salary SUMJey Results EXHIBIT 5-4 (Continued) CITY OF BOYNTON BEACH SALARY RANGE MINIMUM COMPARISONS Librarian $ 31,867.00 $ 35,578.58 -11.65% Library Aide $ 20,429.00 $ 21,666.95 -6.06% Lifeguard $ 22,717.00 $ 25,757.12 -13.38% Manager, Solid Waste $ 47,879.00 $ 36,406.08 23.96% Network Administrator $ 35,298,00 $ 45,810.57 -29,78% Parking Attendant $ 16,997,00 - 1 - 1 Parks Maintenance Worker $ 20,429,00 $ 22,886.49 -12.03% Plan Review Analyst $ 31,867,00 $ 38,749.34 -21.60% Planner $ 34,155.00 $ 40,334.43 -18.09% Plumb/Mechanicallnspector $ 33,010.00 $ 39,847.64 -20.71% Police Lieutenant - 2 $ 54,206.30 - 2 Police Officer $ 40,200.00 $ 37,656.31 6.33% Police Sergeant $ 53,560.00 $ 47,295.43 11.70% Recording Secretary $ 26,148.00 $ 35,104.02 -34.25% Recreation Specialist $ 21,573.00 $ 27,261.45 -26.37% Utilities System Administrator $ 44,448.00 $ 66,958.27 -50.64% Utility Maintenance Mechanic $ 28,436.00 $ 28,952.85 -1.82% Water Treatment Plant Operator I $ 27,292.00 $ 29,243.25 -7.15% Zoning & Licensing Manager $ 41,017.60 $ 43,020.42 -4.88% Average -12.96% 1 Salary data not provided by survey targets, 2 Police Lieutenant classification does not have a formal pay range. The City of Boynton Beach is below the market minimum for 38 of the 47 classes for which data was available. Three classifications were 10 percent or more above the market minimum expectations. Collectively, when all benchmark class differences are combined and averaged, the overall difference shows the City of Boynton Beach to be approximately 12.96 percent below market at the minimum of the range. When public safety positions are isolated, Police positions are on average 9.0 percent above the market, and Fire . Page 5-7 Salary Survey Results positions are 7.7 percent below market at the minimum. When Fire and Police positions are excluded from the analysis, general employees are on average 14.55 percent below average at the minimum. As is typical of most analysis of salary range data, the City of Boynton Beach is below the market average in some areas and above the market in others. 5.3.2 Midvoints Exhibit 5-5 shows the salary midpoints for City of Boynton Beach benchmarks and the average salary midpoints for the comparative peers. EXHIBIT 5-5 CITY OF BOYNTON BEACH SALARY RANGE MIDPOINT COMPARISONS Accounting Technician $ 27,260.00 $ 36,105.27 -32.45% Administrative Assistant $ 35,495.00 $ 37,460.95 -5.54% Administrative Clerk $ 27,260.00 $ 36,209.70 -32.83% Assistant Golf Professional $ 23,143.00 - 1 Automated Truck Operator $ 32,751.00 $ 34,701.79 -5.96% Budget Coordinator $ 51 ,966.00 $ 47,473.78 8.64% Building Inspector $ 39,612.00 $ 49,253.45 -24.34% City Clerk $ 61,573.00 $ 69,639.50 -13.10% Civil Engineer $ 56,083.00 $ 68,813.26 -22.70% Code Compliance Officer $ 35,495.00 $ 38,204.44 -7.63% Communications Dispatcher $ 30,005.00 $ 35,108.82 -17.01% Community Service Officer $ 30,005.00 $ 33,282.83 -10.92% Computer Support Specialist $ 36,868.00 $ 44,272.02 -20.08% Crew Leader $ 25,888.00 $ 38,322.49 -48.03% Crew Supervisor $ 36,868.00 $ 40,674.31 -10.32% Crew Worker, Senior $ 24,515.00 $ 34,057.91 -38.93% Crime Scene Technician $ 30,005.00 $ 39,861.92 -32.85% Custodian $ 20,397.00 $ 26,527.99 -30.06% Customer Relations Clerk, Sr. $ 27,260.00 $ 44,790.56 -64.31% Deputy Fire Chief $ 75,298.00 $ 84,933.56 -12.80% . Page 5-8 Salal'lJ Survey Results EXHIBIT 5-5 CITY OF BOYNTON BEACH SALARY RANGE MIDPOINT COMPARISONS Director, ITS $ 75,208.00 $ 86,060.96 -14.43% Equipment Operator $ 27,260.00 $ 31,042.74 -13.88% Equipment Operator, Senior $ 30,005.00 $ 34,503.87 -14.99% Fire Battalion Chief $ 68,929.66 $ 70,317.81 -2.01% Fire Captain $ 65,647.29 $ 62,877.25 4.22% Fire Lieutenant $ 62,521.23 $ 61,272.44 2.00% Firefighter II $ 51,671.81 $ 49,252.88 4.68% Fleet Mechanic $ 35,495.00 $ 35,539.74 -0.13% Golf Course Player Assistant $ 19,025.00 - 1 - 1 Golf Equipment Mechanic $ 32,751.00 $ 36,984.00 -12.92% Greenskeeper $ 21,771.00 $ 27,080.75 -24.39% Heavy Equipment Operator $ 32,751.00 $ 38,942.73 -18.91% Librarian $ 38,240.00 $ 48,500.27 -26.83% Library Aide $ 24,515.00 $ 28,429.93 -15.97% Lifeguard $ 27,260.00 $ 32,468.10 -19.11% Manager, Solid Waste $ 57,455.00 $ 46,281.36 1 9.45% ^^~^ ^~U..U Network Administrator $ 42,358.00 $ 57,872.14 -36.63% Parking Attendant $ 20,397.00 - 1 - 1 Parks Maintenance Worker $ 24,515.00 $ 29,469.04 -20.21% Plan Review Analyst $ 38,240.00 $ 48,603.1 g -27.10% Planner $ 40,986.00 $ 50,072.71 -22.17% Plumb/Mechanicallnspector $ 39,612.00 $ 49,428.64 -24.78% Police Lieutenant $ 80,692.00 $ 66,713.32 - 2 Police Officer $ 51 ,989.00 $ 47,205.75 g.20% Police Sergeant $ 65,652.50 $ 57,088.69 13.04% Recording Secretary $ 31,378.00 $ 43,078.72 -37.29% Recreation Specialist $ 25,888.00 $ 34,812.27 -34.47% -- Page 5-9 Salary SUMJey Results EXHIBIT 5-5 CITY OF BOYNTON BEACH SALARY RANGE MIDPOINT COMPARISONS Utilities System Administrator $ 53,338.00 $ 81,409.52 -52.63% Utility Maintenance Mechanic $ 34,123.00 $ 36,933.12 -8.24% Water Treatment Plant Operator I $ 32,751.00 $ 36,637.54 -11.87% ~"."'~._~'_.'_... Zoning & Licensing Manager $ 51,272.00 $ 54,803.22 -6.89% Average -17.33% 1 Salary data not provided by swvey targets. 2 Police Lieutenant classification does not have a formal pay range. The exhibit above shows 40 of the surveyed classes below the average market midpoint and seven classes above the average market midpoint. Further, 31 of the 47 positions are 10 percent or more below the average market midpoint. The cumulative midpoint data shows Boynton Beach to be 17.3 percent behind the market midpoint standards. The City is on average 20.6 percent behind for general employees, 2.22 percent above market at the midpoint for Fire employees, and 11.12 above market midpoint average for Police employees. 5.3.3 Market Maximums Exhibit 5-6 shows Boynton Beach maximums and the average market salary maximums. -!I! Page 5-JO Salary Survey Results EXHIBIT 5-6 CITY OF BOYNTON BEACH SALARY RANGE MAXIMUM COMPARISONS Accounting Technician $ 34,075.00 $ 43,880.50 -28.78% Administrative Assistant $ 44,369.00 $ 44,985.44 -1.39% Administrative Clerk $ 34,075.00 $ 44,064.57 -29.32% Assistant Golf Professional $ 28,929.00 1 - 1 - Automated Truck Operator $ 40,939.00 $ 42,967.41 -4.95% Budget Coordinator $ 64,958.00 $ 57,215.42 11.92% Building Inspector $ 49,515.00 $ 59,059.28 -19.28% City Clerk $ 76,966.00 $ 83,649.38 -8.68% Civil Engineer $ 70,104.00 $ 82,749.74 -18.04% .~.n_.~.~~ Code Compliance Officer $ 44,369.00 $ 46,395.10 -4.57% Communications Dispatcher $ 37,506.00 $ 41,775.89 -11.38% Community Service Officer $ 37,506.00 $ 40,397.78 -7.71% Computer Support Specialist $ 46,085.00 $ 54,208.96 -17.63% Crew Leader $ 32,360.00 $ 46,543.18 -36.59% Crew Supervisor $ 46,085.00 $ 48,973.18 -6.27% Crew Worker, Senior $ 30,644.00 $ 41,944.96 -36.88% Crime Scene Technician $ 37,506.00 $ 48,480.83 -29.26% Custodian $ 25,496.00 $ 31,891.30 -25.08% Customer Relations Clerk, Sr. $ 34,075.00 $ 54,298.56 -59.35% Deputy Fire Chief $ 94,123.00 $100,117.25 -6.37% Director, ITS $ 94,123.00 $ 107,709.54 -14.43% Equipment Operator $ 34,075.00 $ 37,204.45 -9.18% Equipment Operator, Senior $ 37,506.00 $ 41,851.23 -11.59% Fire Battalion Chief $ 86,995.06 $ 81,945.50 5.80% Fire Captain $ 82,852.47 $ 73,579.38 11.19% Fire Lieutenant $ 78,907.11 $ 72,061.56 8.68% Firefighter II $ 62,892.53 $ 58,621.92 6.79% Fleet Mechanic $ 44,369.00 $ 43,108.14 2.84% Golf Course Player Assistant $ 23,781.00 - 1 - 1 Golf Equipment Mechanic $ 40,939.00 $ 44,815.00 -9.47% Greenskeeper $ 27,214.00 $ 32,958.50 -21.11% Heavy Equipment Operator $ 40,939.00 $ 47,678.51 -16.46% . Page 5-11 Salary Survey Results EXHIBIT 5-6 (Continued) CITY OF BOYNTON BEACH SALARY RANGE MAXIMUM COMPARISONS Librarian $ 47,800.00 $ 61,421.97 -28.50% Library Aide $ 30,644.00 $ 35,192.90 -14.84% Lifeguard $ 34,075.00 $ 39,179.07 -14.98% Manager, Solid Waste $ 71,819.00 $ 56,156.63 21.81% Network Administrator $ 52,948.00 $ 69,933.71 -32.08% Parking Attendant $ 25,496.00 - 1 - 1 Parks Maintenance Worker $ 30,644.00 $ 36,051.58 -17.65% Plan Review Analyst $ 47,800.00 $ 58,457.04 -22.30% Planner $ 51,233.00 $ 59,811.00 -16.74% Plumb/Mechanicallnspector $ 49,515.00 $ 59,009.65 -19.18% Police Lieutenant - 2 $ 79,220.33 2 Police Officer $ 63,778.00 $ 56,755.1 g 11.01% Police Sergeant $ 77,745.00 $ 66,881.95 13.97% Recording Secretary $ 39,223.00 $ 51,053.42 -30.16% Recreation Specialist $ 32,360.00 $ 42,363.09 -30.91% Utilities System Administrator $ 66,673.00 $ 95,860.77 -43.78% ~ ..~~ ~ ._..~.._~..~..... Utility Maintenance Mechanic $ 42,654.00 $ 44,913.39 -5.30% Water Treatment Plant Operator I $ 40,939.00 $ 44,031.83 -7.55% Zoning & Licensing Manager $ 61,526.40 $ 66,586.02 -8.22% Average -13.60% 1 Salary data not provided by survey targets. 2 Police Lieutenant classification does not have a formal pay range. As seen in Exhibit 5-6, the maximums for 37 of 47 included classifications are below the average market maximums for the classes represented. Further, 24 classes are 10 percent or more below market average maximum. Ten of the 47 classifications were above the market maximum. The cumulative maximum data shows Boynton Beach positions to be 13.6 percent behind the market maximum standards for benchmark classes. The City is 17.0 percent -- Page 5-12 Salary Survey Results below average market maximum for general positions, 8.12 above market maximum for Fire positions, and 12.49 percent above for Police positions. 5-4 Summary Based on the information received from the City of Boynton Beach and organizations surveyed by MGT, the following conclusions can be made: . The City of Boynton Beach's minimum range data set shows that 38 of the 47 surveyed positions for which data was available are below the average market minimums with a collective average of 13 percent below market for all surveyed classes, or 14.6 percent below market for general employees. Police classes were 9.0 percent above and Fire positions were 7.7 percent below market minimums. . At the midpoint of the range, 40 of 47 surveyed classes were below the market midpoint averages, and 31 of the surveyed classes were more than 10 percent below market midpoint. Boynton Beach is on average 17.3 percent below market average for all surveyed classes, or 20.6 percent below for general employees. Fire positions are 2.2 percent above market midpoints, while Police classes are on average 11.1 above market midpoints. . The City is below market for 37 of 47 of included classes, and 10 percent or more below market for half of the classes. Across all surveyed classifications, the City is 13.6 percent below market at the maximum of the range, or 17.0 percent for general employees. Police positions are on average 12.5 percent above market maximums and Fire classes are 8.1 percent above market average maximums. JI! Page 5-13 6.0 PROPOSED SOLUTION 6.0 PROPOSED SOLUTION In this chapter, MGT presents our proposed solution for the current compensation situation at the City of Boynton Beach. In Chapter 5.0, the external equity situation was reviewed, and overall, Boynton Beach was shown to be behind the market at the minimum, midpoint, and maximum of the pay range. Prior to presenting the proposed solution, the internal equity relationships will be examined and the results from the analysis presented. The final component that will be presented is the proposed implementation cost associated with the proposed solution. 6.1 Internal EQuity ReIationshius The primary purpose of job evaluation is to determine if classes that contribute roughly equal value to an organization are compensated at roughly the same levels. MGT used the Job Content Questionnaire@ to gain a thorough understanding of the work performed by each City employee. All employees were encouraged to fill out a Job Content Questionnaire@ The questionnaires were used to: . document job duties; . analyze each job; . assist in determining necessary education, experience, and training (including certification and licenses) for individual positions; and . produce job factor scores. These job factor scores range from zero to 1,000. The higher a class is scored, the more valuable the job is considered to be to the organization. Employees filled out the forms and their supervisors reviewed the forms for accuracy. While the Job Content Questionnaire@ includes many sections, not all factors are considered to be compensable factors. The five key areas include work performed, responsibility, problem solving, financial authority and -- Page 6.1 Proposed Solution equipment utilized. Overall, the Job Content Questionnaire includes questions related to the following concepts: . Judgment/Decisions about Data, People, and Things; . Cognitive Requirements; . Reasoning Requirements; . Mathematical Requirements; . Language Requirements; . Mental Requirements; . Vocational/Educational and Experience Preparation; . Americans with Disabilities Act Requirements; . Physical and Dexterity Requirements; . Environmental Hazards; and . Sensory Requirements. Based on the information provided in the completed JCQs, each job class was evaluated by MGT personnel using our customized JET software. The evaluations from this system results in a quantitative score for each job and establishes the relative ranking of positions within the compensation system. As expected, as the pay grades move up in value, so do the JCQ score ranges. The correlation between pay grade and JCQ point ranges is strong but not perfect. The implication here is that some classes are ranked either above or below where they are expected to be based purely on the point totals. However, this is not an unusual occurrence, especially given the need to align classes not only with each other but also the outside market. 6.1.1 Reclassifications As a result of the examination of the JCQ scores, MGT recommends the following classification changes. Some of the changes in the exhibit below are recommended class title changes to better reflect duties of the class, while others are a result of class consolidation. By consolidating classifications, the City will be able to more easily manage the classification system, and internal equity relationships will be made clearer to employees. As part of the -- Page 6-2 Proposed Solution study, MGT will revise and create new class descriptions to reflect the duties of the consolidated classes. Other changes recommended are creation of new classifications and pay grade adjustments for internal and external equity. EXHIBIT 6-1 RECOMMENDED RECLASSIFICATIONS L .. nI}E~~""~~ . ~i~~ PIt.O'tOSED ...........EE_ CURRENT ~~~~l~~LE ...........E... S . ".....E..... ....P~V.. ....i\..VL.. .. .E...GJ.W:)EE GRADE Golf Course Player Assistant 2 Golf Course Player Assistant 3 library Page 2 library Page 3 Custodian 3 Custodian 4 Parking Attendant 3 Parking Attendant 4 Greenskeeper 4 Greenskeeper 5 Recreation Leader 4 Recreation Leader 5 Office Assistant 4 Office Assistant 6 Assistant Golf Professional 5 Assistant Golf Professional 6 Crew Worker 5 Crew Worker 6 MechaniclGreenskeeper 5 Assistant Mechanic 7 Office Assistant Senior 6 Office Assistant 6 Crew Worker, Senior 6 Crew Worker, Senior 7 Golf Course Player Assistant. Sr 6 Golf Course Player Assistant, Sr 7 library Aide 6 library Aide 8 Risk Assistant 6 Risk Manager Assistant 6 Crew Leader 7 Crew Leader 8 Recreation Specialist 7 Recreation Specialist 10 Administrative Clerk 8 Administrative Associate 9 Crew Leader, Senior 8 Crew Leader, Senior 9 Payroll Technician 8 Payroll Technician 9 Accounting Technician 8 Accounting Technician 10 Customer Relations Clerk, Sr 8 Customer Relations Clerk, Sr 10 library Associate 8 library Associate 10 Lifeguard 8 Ocean lifeguard 10 lifeguard-On call 8 Ocean lifeguard (on-call) 10 Youth Program Assistant 8 Youth Program Assistant 10 Secretary 9 Administrative Associate 9 Communications Dispatcher 10 Communications Dispatcher 12 Crime Scene Technician 10 Crime Scene Technician 12 Criminal Intelligence Analyst 10 Criminal Intelligence Analyst 12 Permit Application Technician 10 Application Technician 11 -!IJ- Page 6-3 Proposed Solution EXHIBIT 6-1 (Continued) RECOMMENDED RECLASSIFICATIONS :. all:ttE CURRENT RECOMMPD'ED CLASPf; PROPOSED PAY 'l'tl'LE PAY GRADE ..... GRADE Public Affairs Specialist 10 Public Affairs Specialist 14 Recording Secretary 11 Recording Secretary 12 Lifeguard, Senior 11 Ocean Lifeguard Lieutenant 13 Communications Specialist 12 Communications Specialist 14 Victim Advocate 12 Victim Advocate 14 Golf Course RestauranUBar Mgr 13 Golf Course RestauranUBar Mgr 14 Payroll Administrator 13 Payroll Administrator 15 Recreation Supervisor 13 Recreation Supervisor 14 Communications Supervisor 14 Communications Supervisor 16 Aquatics Supervisor 15 Ocean Rescue Captain 16 Crew Supervisor 15 Crew Supervisor 17 Fleet Mechanic, Senior 15 Fleet Mechanic. Senior 17 Plan Review Analyst 16 Pian Review Analyst 17 Crew Supervisor Senior 16 Crew Supervisor Senior 18 Librarian 16 Librarian 18 Computer Support Specialist, Sr. 17 Webmaster 18 Plumbing/Mechanicallnspector 17 Piumbing/Mechanicallnspector 18 Electrical Inspector 17 Electrical Inspector 18 Building Inspector 17 Building Inspector 18 Pian Review Analyst, Senior 18 Plan Review Analyst, Senior 19 Planner 18 Planner 20 Plumbing/Mech. Inspector, Sr 19 Plumbing/Mech. Inspector, Sr 20 Electrical Inspector, Sr 19 Electrical Inspector, Sr 20 Revenue Manager 19 Revenue Manager 20 Building Inspector. Sr. 19 Building Inspector, Sr. 20 Network Administrator 19 Network Administrator 22 Aquatics Manager 20 Ocean Rescue Chief 20 Division Head Librarian 22 Division Head Librarian 23 Manager, Warehouse 23 Manager, Warehouse 24 Buiiding Code Administrator 24 Deputy Building Official 25 Senior Planner 24 Senior Planner 25 Supv, Inspection & Locations 24 Supervisor, Inspection &Locations 26 Supervisor, Meter Reading/Svcs 24 Supervisor, Meter Reading/Svcs 26 Supervisor, Water Quality 24 Supervisor, Water Quality 26 Fleet Administrator 25 Fleet Administrator 26 Manager, Forestry & Grounds 25 Manager, Forestry & Grounds 26 JIJ- Page 6-4 Proposed Solution EXHIBIT 6-1 (Continued) RECOMMENDED RECLASSIFICATIONS :". "~, ",..". A.... ',,' '.: ......", .... .. H ~N'l' PAY GRADE , :. , " REcOMMENDEOc.tZ.lt\8s TITLE; .- Manager, Parks 25 Mgr, Community Redevelopment 25 Supervisor. Wastewater 27 Utilities System Administrator 27 Civil Engineer 29 Utility Engineer 29 Ass!. DiL, Human Resources 30 Building Official 30 Director, Planning & Zoning 32 Assistant Director, Public Works 34 Human Resources Director 36 Police Major 39 Assistant Chief Of Police 42 Utilities Director 43 Public Works Director 43 '. ....' Manager, Parks Mgr, Community Redevelopment Supervisor, Wastewater Utilities System Administrator Engineer Engineer Ass!. Director. Human Resources Building Official Director, Planning & Zoning Assistant Director, Public Works Human Resources Director Police Major Assistant Chief Of Police Utilities Director Public Works Director PROPOSED PAY GRADE 26 27 26 29 30 30 32 32 34 36 39 43 43 45 45 MGT has recommended creation of a new classification-Customer Relations Assistant-and has proposed placement of this class in pay grade 11. During the course of the study, several new positions were created and duties for vacant positions were revised. MGT's recommended placement of these positions in the current system is presented in Exhibit 6-2. EXHIBIT 6-2 RECOMMENDED PLACEMENT OF NEW CLASSIFICATIONS .' PROPOS~D CLASS TITLE PAY :< :.: GRADE Chief Fieid Inspector 24 Public Arts Administrator 25 Assistant to the City Manager 34 Division Manager, Engineering 37 Division Manager, Water Quaiity & Treatment 37 Division Manager, Field Operations 37 Manager, Administration & Finance 36 JI!- Page 6-S Proposed Solution 6.2 Chanl!:es to the Pav Plan Overall, the Boynton Beach pay schedule, including grade order structure, is fairly consistent with the marketplace. MGT has recommended one major structural change- removal of pay grade 2. The two classes in pay grade 2 were moved into pay grade 3 through reclassification, so the pay grade is not being utilized. Additionally, MGT has recommended increasing the midpoint progression for grades 37 through 46 to clearly delineate between senior managers and the positions that report to them. Between fiscal years 2001-02 and 2003-04, Boynton Beach provided 2 percent salary increases to employees for market and up to a 4 percent increase for merit each year, and in fiscal year 2004-05, the City provided a 3 percent market increase and up to 6 percent for merit, but the pay schedule has not been increased to maintain market competitiveness. To address the City's position below market average, MGT has recommended an increase over three years to the pay schedule. Additionally, MGT has recommended a 5-percent salary increase for positions that increased pay grades as a result of classification- or market-based changes. When market-based pay grade adjustments and classification changes are taken into account, Boynton Beach is approximately 16.47 percent below market average for general employees. As such, MGT has recommended that the general employee pay schedule increase incrementally by 8.47 percent in the first year, 8.5 percent in year two, and 8.5 percent in year three. In all three years, 3 percent of the increases would be cost-of-living adjustments to help maintain market competitiveness. Total increases to the general pay schedule across all years would total 25.47 percent (16.47 percent market differential and three separate 3 percent COLAs). MGT has recommended no additional changes to the Police or Fire schedules outside of adjusting the schedules for a 3 percent cost of living adjustment. Since City employees have received increases even though the pay plan has remained static, employees have moved through their pay ranges at a faster rate than typically occurs. -- Page 6-6 Proposed Solution As such, MGT is recommending employee salary increases that are smaller than the pay range increases. This will help curb cases of employees topping out, or hitting the top of their prevent pay compression. pay range, but it will allow employees to maintain relative placement in their pay grade to help A graphic depiction of the increases is included as Exhibit 6-3. The exhibit shows increases by type and by year. Exhibit 6-4 below depicts the recommended pay ranges by grade and by implementation shown in Exhibit 6-6. year for general employees. Police positions are included in Exhibit 6-5, and Fire positions are EXHIBIT 6-3 CITY OF BOYNTON BEACH IMPLEMENTATION PLAN INCREASES BY YEAR STEP 1 Provide 5% increase to employees who were upgraded as a result of classification or market changes .., - , ~ STEP 2 Increase general pay plan by 8.47% (5.47% for market adjustment & 3% for COLA) & Police and Fire pay plans by 3% .., - . L". STEP 3 Provide 4% market increase for general employees & 3% market increase for Police and Fire employees. 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'" .,. .,. .,. .,. .,. .,. ~ N '" 'E .. ~ ~ ~ !: C '" 2 '" I1l 0- >,I:ll :'E .c :'E " '" =0) -.. C '" i5. :mE Cl Cl Cl - ca.. ., "" "" "" :J '" II:: i!' i!' i!' '" u ",U u:: u:: u:: :::; '" Q ':' 'C ~ ~ ~! Proposed Solution 6.3 Implementation Cost The cost over three years for implementing the revised pay plan as noted above is approximately $5,447,853. For all employees, this breaks out on a year-by-year basis as follows: "YEAR cOMPONENT Year One 5% adjustment for grade movement Market & COLA increase Total Increase Average Percent Increase Total Increase (Market & COLA) Average Percent Increase Total Increase (Market & COLA) Average Percent Increase Year Two Year Three COST $ 397,480.87 $ 1,789,970.45 $ 2,187,451.33 4.48% $ 1,565,986.67 4.77% $ 1,694,414.97 4.95% The following tables depict implementation cost by type of employee (General, Fire, and Police), as well as average percent increase. The percent increases in the implementation plan include the City's budgeted performance increase. Additionally, when the final report is is included in the calculations shown above and in the following tables. presented, the City will have provided 2 percent salary increases to employees. This 2 percent It is important to remember that the compensation and classification study for the City is based on a snapshot in time. As such, there may be changes that have been made to individual salaries or positions that have been added that were not included in the study. Further, while recommendations have been made to implement the plan over a three-year movement, and other factors. period, the predicted salaries may change based on employee performance, incumbent job -II! Page 6-1.1 Proposed Solution GENERAL EMPLOYEES YEAR COMPONENT COST Year 1 Class Changes Increase 397,480.87 Market/COLA Increase 1 1 Average % Increase 4.47% Year 2 Market/COLA Increase Average % Increase 5.43% Year 3 Average % Increase 5.66% GRAND TOTAL $ 4,210,887.00 FIRE EMPLOYEES Class Changes Increase $ Market/COLA Increase Average % Increase 3.89% Year 2 Average % Increase 3.12% $ Average % Increase 3.26% GRAND TOTAL $ 582,087.82 -- Page 6-12 Proposed Solution POLICE EMPLOYEES YEAR Year 1 COMPONENT Class Changes Increase $ Market/COLA Increase COST Average % Increase ~75c06~?57 27'6',"'... 5.06% Year 2 Average % Increase 2.97% Year 3 Market/COLA Increase TOta{ {nen/sss Average % Increase 2.99% GRAND TOTAL $ 654,878.14 6.3.1 ZS!!! Percentile Alternative During interviews with Commissioners, a majority of Commissioners expressed a desire to implement pay ranges and employee pay that is at or near the 75th percentile of peer organizations. Since the City does not have a compensation philosophy that states the City must compensate employees at the market average, Commissioners have some additional flexibility and are not obligated to implement a market average plan. The initial estimated cost for implementation of a plan that brings the City to the 75th percentile of its peers is included in the following table. The cost includes adjustment of the general employees pay plan in year one by 11.15 percent (8.15 percent for market equity and 3 percent for COLA), and in years two and three by 11 percent (8.5 percent for market equity and 3 percent for COLA). Police and Fire pay plans and increases would remain at the union-negotiated rate. General employee increases in year one would total 8 percent, then 7 percent each in years two and three. E- Page 6.:13 Proposed Solution YEAll COMPONENT Year One 5% adjustment for grade movement Market & COLA increase Total Increase A verage Percent Increase Total Increase (Market & COLA) Average Percent Increase Total Increase (Market & COLA) Average Percent Increase Year Two Year Three ~ $ 397,480.87 $ 2,606,331.78 $ 3,003,812.65 7.38% $ 2,105,448.48 6.79% $ 2,323,058.30 7.08% 6.4 ComlJensation Administration Recommendations MGT recommends the following compensation administration guidelines: Recommendation 1 To determine the appropriate annual rate to move the pay schedules, the City should conduct an informal survey of peers to ascertain the average percent increase they are further behind the market. moving their schedules. This will help the City keep pace with its peers and avoid falling Recommendation 2 Boynton Beach should select a small number of classes to gauge their market competitiveness on an annual basis. Not only will these annual reviews provide valuable data for classes that the City may have trouble recruiting or retaining, but the reviews can provide a snapshot of where the City stands in relation to the labor market. Every three to five years, the across the board. City should conduct a comprehensive review of market equity to maintain competitiveness . Page 6-14 APPENDICES APPENDIX A: JOB CONTENT QUESTIONNAIRE@ JOB CONTENT QUESTIONNAIRE@ PREPARED FOR: City of Boynton Beach NAME PHONE/EXT. CLASSIFIED/UNCLASSIFIED JOB TITLE DEPARTMENT YOUR WORKING JOB TITLE (Unofficial Title - if different than Official Job Title) EMPLOYEE NUMBER (this is the number assigned you by MGT) DATE PREPARED Web Users: Please submit by. Hard Copy Users: Please return the completed JCQ to your department designee by. 1ST -of ~rica 2123 Centre Pointe Blvd. Tallahassee, Florida 32308 850-386-3191 850-385-3501 (fax) www.MGTofAmerica.com Job Content Questionnoire@ INTRODUCTION The following pages are designed to collect information about your role in the City of Boynton Beach and the job that you perform. The information that you submit will be used to examine intemal salary equity, after it is reviewed by your supervisor. Additional survey data and salary reports will be used to determine extemal salary equity (that is, how well your position is compensated compared to other positions in the marketplace). Together, the data collected during this study will be analyzed to develop a classification structure for the City of Boynton Beach that is equitable, valid, and stable over time. The results may be used to . IdentifY positions requiring additional job analysis . Make pay adjustments to align individuals performing substantially similar jobs with the City of Boynton Beach or in other organizations This tool will NOT . Determine how well you perform your job . Decide whether there are individuals who should be released or demoted from their current position . Reduce individual salaries This tool will include the following sections . Basic Job-Related Information . Job Description and Responsibilities . Work Performed, Responsibility and Leadership, and Decision Making Job Factors . Financial and Physical Job Factors BASIC JOB INFORMATION SECTION 1.0 EMPLOYMENT STATUS Standard Workweek in hours D Less than I 5 D 15 - 20 D 21 - 30 D 31-37.5 D 37.6 - 40 D Greater than 40 Status (please choose one) D Full time D Part time J!! Human Resources Management Consulting Practice Pare 2 Job Content Questionnaire JOB DESCRIPTION AND RESPONSIBILITIES SECTION 2.0 JOB DESCRIPTION In the space provided below, please give a brief general description of the purpose of your position. This description does not have to be the same as your formal job description, but it can be if you choose. Indicate the number offull-time and part-time individuals you supervise: Directly*: full-time part-time, reduced hours, and temporary Indirectly**: full-time part-time, reduced hours, and temporary . *Direct supervision is the management or supervision of employees who report work to you and who you rate without the coordination of anyone else. Please do not include subcontractors. . **Indirect supervision is the management or oversight of employees who report to you through another supervisor who reports directly to you. Please do not include subcontractors. MIiT -o{~ Human Resources Management ConsultIng Practice Pare 3 Job Content Questionnaire SECTION 3.0 JOB DUTIES In the space provided below, please /istthe major job duties of your position, For each duty, indicate whether you complete the duty Daily, Weekly, Monthly, Semi-Annually or Annually. Also, please indicate the percent of your time that you spend on each duty on a monthly basis. Finally, check the five duties that most clearly define your job. FREOUENCY % OF TIME FIVE (5) MOST D- DAILY, SPENT ON IMPORTANT W-WEEKLY, EACH DUTIES M-MTHLY, DUTY ESSENnAL DUnES S-SEMI- (MONTHLY) ANNUAL A-ANNUAL Example J - Prepare briefing documents on cash availability Weekly 5- 4 Example 2 - Answer resident phone calls on City services Daily 70 I Example 3 ~ Utili=e productivity software to create letters Daily 15 2 Example 4 - Set up meetings for the staff Weekly 10 3 (If you need more space, continue on a sheet of paper and staple it to the back of the questionnaire.) (Please only rank five essential duties - "1" is the highest and ~~5" is the lowest in importance. The 010 of Time column should total 100 percent *5% OfWOTk time is: 1 day or 8 hours DeT month.) MIt OfA:.erica Human Resources Mana,ement Consulting Practice Pa,e 4 Job Content Questionnaire SECTION 4.0 RESPONSIBILITY WITHIN THE ORGANIZATION Please check the box next to the statement that most close/v matches the work that you perform on a regular basis. If there is more than one statement that seems to apply to the type of work that you perform, please check the boxes for those that may also apply. MAY ALSO CLOSEST FACTOR ApPLY FACTOR I work according to well defined procedures. My supervisor checks my work daily. I work according to some procedures but decide how or when to do things. My supervisor reviews my work about once a week. I am given a general outline of work to be performed and am free to develop work methods and sequences. My supervisor reviews mv work periodically. I work within broad policy and organizational guidelines and do independent planning and implementation. I report progress of major activities through periodic conferences and meetings. I plan, organize, and implement programs within major organizational policies. I report program progress to executive level administration throul!h reports and conferences. I research and formulate long-range goals for the organization. I develop policy and position papers and negotiate with chief administrative officers and/or elected officials. Please give examples of job duties performed to support the choices above. (Please use the duty statements you provided in Section 3.0. If you feel that additional detail is helpful for understanding the duty, please provide a short supporting statement.) SECTION 5.0 ROLE WITHIN THE ORGANIZATION Please indicate which of the following statements most c10selv matches the work that you perform on a regular basis. o Clerical/Manual o TechnicallParaprofessional o Administrator o ManageriallProfessional D Executive/Advanced Professional o LaborertTrade-Based Occupations If you chose Clerical/Manual or Technical Paraprofessional, please skip to SECTION 6.0. If you chose Administrator, please skip to SECTION 5.1. If you chose Manae:eriallProfessional, please skip to SECTION 5.2. If you chose Executive/Advanced Professional, please skip to SECTION 5.3. MGt -;;j~rica Human Resources Mana,ement Consultln, Practice Page 5 Job Content Questionnaire SECTION 5.0 ROLE WITHIN THE ORGANIZATION SECTION 5.1 ADMINISTRATIVE ROLE Please read the following descript;on of an administrative job role and check whether it applies to your job. My work requires the exercise of discretion and independent judgment with respect to matters of significance. I regularly compare and evaluate possible courses of conduct, and then act or make a decision after the various possibilities have been considered. My decisions and recommendations may be reviewed at a higher level and, upon occasion, revised or reversed. I customarily and regularly exercise independent judgment in performing my essential tasks because: (The following are examDles of the exercise of "discretion and judgment" with respect to "matters of significance". Your job may require one or more duties or responsibilities that are the same or similar to those listed.) . I have authority to formulate, affect, interpret, or implement management policies or operating procedures. . My work affects City business operations to a substantial degree even though assignments are related to a particular segment. . I can commit the City in matters that have significant financial impact. . I have authority to waive or deviate from established policies or procedures without prior approval. . I can negotiate and bind the City on significant matters. . I provide consultation or expert advice to management. . I am involved in planning long- or short-term business objectives. . 1 investigate and resolve matters of significance on behalf of management. . I represent the City in handling complaints, arbitrating disputes or resolving grievances. . The manuals, guidelines or other established procedures I use contain or relate to highly technical, scientific, legal, financial or other similarly complex matters. (These materials can only be understood or interpreted with advanced or specialized knowledge and skills.) If at least one of these applies to your job, check "Yes" I:J Yes I:J No SECTION 5.2 PROFESSIONAL ROLE Please read the following description of a professional job role and check whether it applies to your job. My primary duty is performance of work requiring advanced knowledge in a field of science or learning. This advanced knowledge was acquired through a prolonged course of specialized intellectual instruction and academic training. I am in a professional job role because: . I use my advanced knowledge to analyze, interpret or make deductions from varying facts or circumstances. . My job does not involve routine mental, manual, mechanical, or physical work and knowledge cannot be attained at the high school level. . My occupation has recognized professional status, as distinguished from the mechanical arts or skilled trades. . My job requires possession of an appropriate academic degree. However, the necessary advanced knowledge can be attained through a combination of work experience and intellectual instruction. (For example: a Chemist who does not have a degree in Chemistry.) I:J Yes I:J No Is your professional work considered computer-related? Computer-related occupations have primary duties that include at least one of the following (or similar) tasks: . Application of systems analysis teChniques and procedures, including consulting with users, to determine hardware, software, or system functional specifications . Design, development, documentation, analysis, creation, testing or modification of computer systems or programs . Design, documentation, testing, creation, or modification of computer programs related to machine operating systems 1:1 Yes 1:1 No MIT -c1f~ Human Resources Mana,ement Consult;n, Practice Pare 6 Job Content Questionnaire SECTION 5.3 EXECUTIVE/MANAGEMENT ROLE Please read the following description of an executive/management role and check whether it applies to your job. My primary duty is management of a recognized City division or subdivision. I regularly direct the work of two or more other full-time employees. I have the authority to hire or fire other employees; or, my suggestions and recommendations as to hiring, firing, advancement and promotion or other change of status of other employees are frequently requested and relied upon. I am in an executive and/or management role because: . I determine policies and work procedures; or the type of materials, supplies, machinery, and equipment of tools to be used. . I also provide for the safety and security of employees or property; plan and control the budget; and monitor or implement legal compliance measures. DYes o No SECTION 6.0 VOCATIONALIEDUCATlONAL PREPARATION What level of education should be reuuiredfor your position? o Up to and including some high school 0 Some graduate work # of Hours_ (Semester/Quarter) o Completion of high school/OED 0 Completion of master's degree o Some College # of Hours (Semester/Quarter) 0 Completion of doctorate degree o Completion of associate's degree 0 Other o Completion of bachelor's degree 0 Other What certifications, licenses, or professional designations, if any are reuuired for your position? What certifications, licenses, or professional designations, if any are Dreferredfor your position? SECTION 7.0 EXPERIENCE REQUIRED How much experience should be reuuiredfor your position? Q No experience required o Six Months o 1 Year o 2 Years o 3 Years o 4 Years o 5 Years o 6 Years o 7 Years o 8 Years DOver 8 Years Can education be substitutedfor experience? Can experience be substitutedfor education? DYes o No DYes o No MIT Uf~ric4 Human Resources Mana,ement Consult;n, Practice Pa,e 7 Job Content Questionnaire JOB FACTORS SECTION 8.0 WORK PERFORMED This section relates to the broad type of work you perform in your job (the essential duties you identified in Section 3.0). Please read each of the sentences below, and check the box representing the closest match to the work that you described on the previous page. . If there is more than one statement that seems to apply to the type of work that you perform, please check the boxes for those that may also apply. MA Y ALSO CLOSEST FACTOR ApPLY FACTOR *Perform clerical or manual duties; *May copy, compile, maintain basic files systems or enter data, or compute data using addition, subtraction, multiplication, and division; or compare items against a standard; or use or operate light equipment such as lawn mowers, weed eaters, pick ax, sedan, pickup truck, van; or serve as a flag person on a road crew; or perform ~eneral housekeepinJl!custodial duties. *Perform clerical or manual duties involving intensive understanding of a restricted field, unit or division; *May summarize, tabulate, or format data or information, or gather data and information for later evaluation; or perform arithmetic operations including basic geometry or algebra, including computing discounts, interest rates, ratios and/or percents; or uses or operates medium use equipment such as chain saws, concrete or stump grinders, commercial mowing equipment, dump trucks, backhoe, front-end loader; or journeyman level trades work. *Perform specialized technical work involving data collection, evaluation, analysis, and troubleshooting, or reports on operations and activities of a department, or performs general coordination of individual or departmental activities; *May use descriptive statistics, advanced geometry or algebra; requires the use of a wide range of administrative and/or technical methods in the solution of problems; or operate heavy construction equipment such as bulldozers, graders, cranes, excavators, jet vac trucks; or operates 16/18 wheel tractor trailers; or perform master level trades duties. *Perform entry level professional work including basic data analysis and synthesis, or report on operations and activities of an organization; or perform quality assurance and compliance activities; *May use advanced algebra, inferential statistics, and/or financial models. *Perform professional level work requiring a wide range of administrative, technical, scientific, engineering, accounting, legal, or managerial methods applied to complex oroblems; *Mav olan or direct the seauence of department or division activities. *Perform professional or managerial work including advanced data analysis and synthesis; *May develop policies, procedures, or methodologies based on new facts or knowledge; or intewret or applv established policies. *Perform advanced professional work methods to formulate important recommendations or make technical decisions that have an organization-wide impact; *May require the use of creative ability and resourcefulness in the analysis and solution of complex problems; may develoo new aooroaches or methodologies to solve problems not previously encountered. *Perform executive or expert professional work to establish policy, long-range plans, and programs, identify funding sources and allocate funds; *May develop or use theoretical mathematical concepts to formulate new techniques, or make decisions that impact both the onzanization and the discipline. Please give examples of job duties performed to support the choices above. (Please use the duty statements you provided in Section 3.0. If you feel that additional detail is helpful for understanding the duty, please provide a short supporting statement.) Mil -oi~ric4 Humon Resources Mono,ement Consult;", Practice Po,e 8 Job Content Questionnaire SECTION 9.0 RESPONSIBILITY AND LEADERSHIP This section relates to the amount of leadership your job requires. Please read each of the sentences below, and check the box representing the closest match to the work that you described on the previous page. If there is more than one statement that seems to apply to the type of work that you perform, please check the boxes for those that may also apply. MAY ALSO CLOSEST FACTOR ApPLY FACTOR *Follow instructions or work orders; or read routine sentences, instructions, regulations, or procedures; *Communicate using routine sentences, complete routine job forms and incident reports, or communicate routine information regarding daily activities. *Follow technical instructions, procedure manuals and charts to solve practical problems, or compose routine or specialized reports or forms and business letters, or ensure compliance with clear guidelines and standards; *Communicate to conveyor exchange general work- related information or service to internal or external customers. *Follow complex technical instructions, solve technical problems, or disseminate information regarding policies and procedures; may compose unique reports or analysis, or provide extensive customer service to internal or external customers; *Communicate information to Imide or assist oeoole; mav !live instructions or assi!lnments to heloers or assistants. *Follow complex rules or systems, using professional literature and technical reports; or enforce laws, rules, regulations, or ordinances; *Communicate with internal and external groups, write manuals and complex reports, persuade or influence others in favor of a service, point of view, or course of action. *Supervise, instruct, or train others through explanation, demonstration, and supervised practice or make recommendations based on technical expertise; *May have first-level supervisory duties including administration of performance feedback; or coordinate work activity schedules for teams; *Communicate information among co-workers, customers, vendors, and management; or speak before professional and civic groups; may write complex articles and reports or develop presentations for specialized audiences; may read scientific or technical iournals or reoorts. * Direct, manage, or lead others; may determine work procedures, assign duties, maintain harmonious relations, or promote efficiency; may develop and administer operational programs; or may write or present extremely complex papers and reports; *Communicate with operational and functional leaders; read and interpret professional materials involving advanced bodies of knowledge. *Formulate and issue policies, procedures, and instructions; responsible for long term planning within a department or division; *Communicates through negotiation and consensus building to exchange ideas, information, and opinions or develop decisions, conclusions, or solutions. *Guide organization-wide development; leads the development of organization mission, vision, and principles; directs capital improvement initiatives; *Communicate with key stakeholders to effect long term planning and to secure organization position and resources. Please give examples of job duties performed to support the choices above. (Please use the duty statements you provided in Section 3.0. Uyon feel that additional detail is helpful for understanding the duty, please provide a short supporting statement.) -- Human Resources Manarement Consultlnr Practice Pare 9 Job Content Questionnaire SECTION 10.0 DECISION MAKING This section relates to the amount of decision-making your job requires. Please read each of the sentences be/ow, and check the box representing the closest match to the work that you described on the previous page. If there is more than one statement that seems to apply to the type of work that you perform, please check the boxes for those that may also apply. MA V ALSO CLOSEST FACTOR ApPLY FACTOR "'Perform routine or semi-routine work under immediate supervision; "'Work in a very stable environment with clear and uncomplicated written/oral instructions; "'Requires very few decisions, affecting only the individual. "'Perform semi-routine work involving set procedures, but which may require problem~solving, serve customers or co-workers, or respond to requests; "'Work in a stable environment with clear and uncomplicated written/oral instructions but with some variations from the routine; may be responsible for providing information to others; "'Requires some decisions that affect a few co- workers. "'Perform semi-skilled work involving some set procedures and frequent problem solving; "'Work in a somewhat fluid environment with rules and procedures having many variations from the routine "'Requires frequent decision making affecting co-workers or the general public; may be resnonsible for Drovidi~2: information to those who depend on a service or product. "'Perform skilled work involving almost constant problem solving; 'Work in a moderately fluid environment with guidelines and rules having frequent variations from the routine; "'May be responsible for actions of others, requiring almost constant decisions affecting co~workers, crime victims, patients, customers, clients or others in the general public. "'Perform coordinating work involving guidelines and rules with constant problem solving; "'Work in a very fluid environment with guidelines having significant variation; 'May be responsible for actions of others requiring development of procedures and constant decisions affecting subordinate workers, crime victims, patients, customers, clients, or others in the general ! public. "'Perform management and supervisory work involving policy and guideline interpretation, solving both people and work related problems; "'Work in a dynamic environment, responsible to assist in developing policies and practice; "'Decision-making is a significant part of job, affecting a large segment ofthe organization and the general public. "'Perform advanced professional work involving the application of principles of logical thinking to diagnose or define problems, collect data and solve abstract problems with widespread unit or organization impact "'Decision-making is almost the entire focus of job, affecting most segments of the organization and the general public; "'Work in a highly dynamic environment, responsible to establish 2:oals, objectives and nolicies. '" Perform executive work involving the application of broad principles of professional management and leadership to new problems for which conventional solutions mayor may nor exist; "'Decision-making is the primary aspect of the job, affecting organization, related organizations, and major segments of the general population. * Responsible for long-range goals, planning, and methodologies; works in an evolving environment with emerging knowledge and technologies, competing oriorities, and changing politics. Please give examples of job duties performed to support the choices above. (Please use the duty statements you provided in Section 3.0. If you feel that additional detail is helpful for understanding the duty, please provide a short supporting statement.) MIit Of~ Human Resources Mana,ement Consultln, Practice Pa,e 10 Job Content Questionnaire SECTION 11.0 FINANCIAL AUTHORITV Please read each of the sentences below, and check the boxes next to each factor representing thejinancial authority your job entails. o None/Not Applicable D Handle cash transactions; prepare and process purchase orders D Bill or reconcile records, including departmental budget records and other related information such as subcontracts D Manage inventory, property, or loss control D Administer benefits by determining individual eligibility and coverage levels or determining compensation levels D Purchasing authority: the ability to purchase goods or services worth more than $100 without securing approval from another authority or Financial Recommendations: the ability to make recommendations that impact resource allocation D Manage or administer budget within assigned department D Budget or allocate funds within or across departments or divisions Please give examples of job duties performed to support the choices above. (Please use the duty statements you provided in Section 3.0. If you feel that additional detail is helpful for understanding the duty, please provide a short supporting statement.) JI! Human Resources Manarement Consuhinr PractJce Pare " Job Content Questionnoire SECTION 12.0 TOOLS AND EQUIPMENT USAGE AND REPAIR Please read each a/the sentences be/ow, and check the boxes next to eachfactor representing the tools or equipment you use in various ways to complete your job. D NonelNot Applicable o Use office machines such as copiers or calculators D Use computers for data entry; handle, use, or repair hand-held power equipment or light machinery D Use computers for word processing, spreadsheets, PowerPoint presentations or custom applications; operate or repair large shop equipment and machines, vehicles, or fireanns Q Use, develop, or repair electronics or complex software (management information systems), hardware, or network systems; operate, install, test or inspect heavy or complex machinery (construction equipment, heating and cooling systems, and automated service equipment) o Supervise the activities of those operating or repairing comvlex machinery or technology systems D Interpret policy and establish methods and procedures for acquiring, installing, testing, operating or repairing machinery or technology systems D Establish policy for the acquisition, installation, testing, operation, and maintenance of machinery or technology systems o Establish long-range plans and programs for capital improvements, major construction projects, or new technology systems Please give examples of job duties performed to support the choices above. (Please use the duty statements you provided in Section 3.0. If you feel that additional detail is helpful for understanding the duty, please provide a short supporting statement,) Mlt Of~ric:a Human Resources Management Consulting Practice Page 12 Job Content Questionnaire SECTION 13.0 PHYSICAL REQUIREMENTS This section relates to the amount of physical ability your job requires. Please check each factor that is required to complete an essential job function (which you identified in Section 2.0 - Job Descriptions and Responsibilities). 0 None/ Not Applicable 0 Lift more than 20 Ibs. 0 Lift more than 40 Ibs. 0 Lift more than 60 Ibs. 0 Vision: any 0 Vision: color perception 0 Sense of Smell 0 Sense of Taste 0 Hearing: any 0 Hearing: above average 0 Speaking 0 Depth perception 0 Texture perception 0 Any other physical requirement for essential job duties: Please give examples of job duties performed to support the choices above. (Please use the duty statements you provided in Section 3.0. If you feel that additional detail is helpful for understanding the duty, please provide a short supporting statement.) MGT -oj~ric4 Human Resources Manal'ement Consult'nl' Practice Pare 13 Job Content Questionnaire SECTION 14.0 SUPERVISOR'S COMMENTS Instructions: Please review the questionnaire carefully and check if you agree or disagree with the employee's choices or statements. Note any additional information that you feel is important to the understanding of this employee's work. If you disagree with any of the levels checked or statements made in this questionnaire, Dlease include vaur rationale. If you need additional room, please add a page and staple it securely to this questionnaire. Each section must be reviewed. Failure to review each section thoroughly and to complete this section of the questionnaire will result in a delay in the evaluation process. Thankyoufor your time and careful attention to this process. SECTION AGREE DISAGREE CoMMENTS 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 I certify that I have read and reviewed this questionnaire and that I have noted any additional infonnation or areas of disagreement to the best of my ability. Supervisor's Signature Date Additional Comments: MIT Uj~ Human Resources Management Consult'n, Practice Pa,e '4 APPENDIX B: MANAGEMENT ISSUES PAPER@ Management Issues Pape~ Author of Manaaement Issue PaDef": Your Name: Your Classification Title: OFFICIAL Department and Division Names: Manaaement Issue Detail: I. OFFICIAL CLASSIFICATION TITLE: II. EMPLOYEES IN CLASS RELATED TO THE ISSUE (please list names of class incumbents): III. DESCRIPTION/RESOLUTION OF ISSUE: o o o o o Recruitment/Retention of qualified employees Current Pay Grade/Salary Range should be revised/updated Recommended New Salary Range: Classification Title should be revised/updated Recommended New Title: Career Path/Advancement for this Classification New Series should include: Other (please briefly describe) IV. BACKGROUND OF ISSUE A. Please briefly describe the nature of the issue(s) checked in Part III: B. Are other relaled classifications comparable to Ihis ciassification in terms of required skill, effort, responsibility or working conditions? Please list titles and pay grades: . Page 1 of1 APPENDIX C: SALARY SURVEY LEITER TO CITY COMMISSIONERS yearso! innovative manuge:ment consulting June 13, 2005 Mayor Jerry Taylor Vice Mayor Mack McCray City Commissioner Bob Ensler City Commissioner Muir Ferguson City Commissioner Carl McKoy City of Boynton Beach Post Office Box 310 Boynton Beach, Florida 33425-0310 Dear Mayor, Vice Mayor, and Commissioners: As you know, MGT of America, Inc., is conducting a Compensation and Classification Study for the City of Boynton Beach. As part of the study, we are surveying the local labor market to determine Ihe market value of City positions. On the following pages, we have included our proposed survey targels and the benchmark classifications for which we have proposed to collect data. The survey targets and benchmark classes were determined using information collected from interviews and focus groups, as well as statistical analyses. The detailed melhodology for selection is included below. Should you have any questions regarding this information, please feel free to contacl Amy Brown at (512) 476-4697 or abrown@mgtamer.com. If I can be of further assistance, I can be reached at (850) 386-3191 or jling@mgtamer.com. Sincerely, Dr. Jeffrey Ling Partner Mayor, Vice Mayor, City Commissioners June 13, 2005 Page 2 Survey Targets and Benchmarks Methodolol!V for Selection As part of the Labor Markel Survey portion of the Classification and Compensation study for the City of Boynton Beach, MGT was tasked with identifying private and public sector entities to targel for submission of the City's salary survey and "benchmark" classifications to be included in the survey. The methodology with which the survey targets and benchmarks were identified is included below in Sections 1 and 2. It is important to note Ihat this salary survey is intended to provide a framework for analysis of overall salary structures and a snapshot of the overall labor market for Ihe surveyed positions. Salary surveys are but one slep in the process of reviewing and revising a compensation and classification plan. Survey Tarl!:ets While public sector enlities generally are in competition among themselves for high-quality employees, private sector companies, particularly on a local and regional level, also can present direct competition for employees. As such, it is important to include both public and private entities in a salary survey. Of the 42 targets selected for the City of Boynton Beach, 71 percent are public entities in Palm Beach and Broward counties, and approximately 30 percent are private sector companies in Palm Beach County. Counties and municipalities were identified for geographic proximity and/or for size comparability. Exhibit 1 includes municipalities in Palm Beach and Broward Counties identified through initial research. Municipalities smaller than 20,000 are shown in the shaded area of the exhibit, though they have been excluded as survey targets. Experience has shown that Ihe likelihood of local governments of this size to respond 10 salary surveys is very low. Given the significant differences in departments included in the survey, targets also were selected based on specific department needs. For example, it would not be beneficial to survey private sector companies about classifications in the Fire or Sheriff departments, as privale companies are not likely to have many of the classes found in these departments. Exhibits 1 and 2 depict the survey targets identified for comparison. Exhibit 1 includes counties and municipalities (with associated population data from the 2000 U.S. Census), fire departments, sheriffs offices, and schools. Exhibit 2 provides a list of the private sector targets with associated data regarding the location of the company and the type of industry. E Mayor, Vice Mayor, City Commissioners June 13, 2005 Page 3 EXHIBIT 1 MUNICIPAL SURVEY TARGETS-PUBLIC .' '.'>'. ...... 2000 .. PERCENT SUR~"f.\\.RGET POPULATIOl'tl'+, ... . DIF'FElU!.NCE ~ ,'.".\C.",,,,.,.,, '. ....." City of West Palm Beach 82,103 30.48% City of Pompano Beach 78,191 25.69% City of Boca Raton 74,764 21.27% City of Deerfield Beach 64,583 6.71% City of Delray Beach 60,020 -0.60% City of Coconut Creek 43,566 -32.37% Town of Jupiter 39,328 -42.24% Village of Wellington 38,216 -44.97% City of Lake Worth 35,133 -52.88% City of Palm Beach Gardens 35,058 -53.08% City of Riviera Beach 29,884 -67.58% City of Greenacres 27,569 -74.63% Village of Royal Palm Beach 21,523 -94.90% City of BelJeGlade 14,906 -120.81% Village of North Palm Beach 12,064 -133.40% Village of Palm Springs 11,699 -135.08% Town of Palm Beach 10,468 -140.91% Town of Lantana 9,437 -145.94% TOwn of Lake Park 8,721 -149.52% City of Pahokee 5,985 -163.93% Village of Teqlles(a 5,273 -167.88% City of Southlilay 3,859 -175.97% Town ofl.{jgnland Beach 3,775 -176.47% Town of Lake Clarke Shores 3,451 -178.38% Town of JJi.II"lO Iileach 3,262 -179.50% Town of Hypo lux 0 2,015 -187.08% City of~"tis 2,005 -187.15% Town of Ocean Ridge 1,636 -189.45% Town of Haverhill 1 ,454 -190.60% Town of Mangonia Park 1,283 -191.68% Town of Palm Beach Shores 1,269 -191.77% Source: U. S. Census Bureau, 2000 Census data. E Mayor, Vice Mayor, City Commissioners June 13, 2005 Page 4 EXHIBIT 1 (Continued) OTHER SURVEY TARGETS-PUBLIC SURVEY TARGET Palm Beach County Broward County Palm Beach County Sheriff Broward County Sheriff Palm Beach County Fire Rescue Broward County Fire Department Palm Beach County School Dislrict Broward County School District EXHIBIT 2 SURVEY TARGETS-PRIVATE GENERAL EMPLOYEE COMPARISONS 'SURVEY TARGET LOCATION 'I'YPE OF INDUSTRY Hollander Home Fashions Corp. Boca Raton Manufacturing Purity Wholesale Grocers, Inc. Boca Ralon Wholesaling American Media Operalions, Inc. Boca Ralon Publishing Florida Crylals Corp. West Palm Beach Manufacturing Meyer Jabara Holels West Palm Beach Hospitality Breakers Palm Beach Palm Beach Hospitality Calalfumo Conslruclion & Dev., Inc. Palm Beach Gardens Construction Bethesda Memorial Hospital Boynlon Beach Healthcare Waste Management West Palm Beach Solid Waste Wellington Regional Medical Cenler Wellington Healthcare Washington Mutual Boynlon Beach Banking/Financial Services Bank of America Boynlon Beach Banking/Financial Services Source: Florida Trend, 2005. Benchmarks Benchmark classifications also were identified by MGT, with several guiding principles. First, benchmark classifications should be relatively common across surveyed agencies, in order to get a sufficient response rate. Second, benchmarks should take into account the number of employees in a particular classification. For the classifications identified here, the number of employees by class range from one for specific management personnel to 85 for Police Officers. Additionally, identification of benchmark classificalions should be segmented across ranks and include a range of lower- and upper-level classes. Lastly, benchmarks should not be too heavily weighted in particular departments. Rather, Ihey should include a diversity of !II Mayor, Vice Mayor, City Commissioners June 13, 2005 Page 5 classifications across all City departments. Exhibit 3 presents the benchmark classifications identified for use in the salary survey. EXHIBIT 3 BENCHMARK CLASSIFICATIONS cc,cc .......... CLASSIFICATION ACCOUNTING TECHNICIAN EQUIPMENT OPERATOR ADMINISTRATIVE ASSISTANT EQUIPMENT OPERATOR, SENIOR ADMINISTRATIVE CLERK FIRE BATTALION CHIEF ASSISTANT GOLF PROFESSIONAL FIRE CAPTAIN AUTOMATED TRUCK OPERATOR FIRE LIEUTENANT BUDGET COORDINATOR FIREFIGHTER II BUILDING INSPECTOR FLEET MECHANIC CITY CLERK GOLF COURSE PLAYER ASSISTANT CIVIL ENGINEER GOLF EQUIPMENT MECHANIC CODE COMPLIANCE OFFICER GREENSKEEPER COMMUNICATIONS DISPATCHER HEAVY EQUIPMENT OPERATOR COMMUNITY SERVICE OFFICER LIBRARIAN COMPUTER SUPPORT SPECIALIST LIBRARY AIDE CREW LEADER LIFEGUARD CREW SUPERVISOR MANAGER, SOLID WASTE CREW WORKER, SENIOR NETWORK ADMINISTRATOR CRIME SCENE TECHNICIAN PARKING ATTENDANT CUSTODIAN PARKS MAINTENANCE WORKER CUSTOMER RELATIONS CLERK, SR PLAN REVIEW ANALYST DEPUTY FIRE CHIEF PLANNER DIRECTOR, ITS PLUMB/MECHANICAL INSPECTOR POLICE LIEUTENANT UTILITIES SYSTEM ADMINISTRATOR POLICE OFFICER UTILITY MAINTENANCE MECHANIC POLICE SERGEANT WATER TREATMENT PLANT OPER I RECORDING SECRETARY ZONING & LICENSING MANAGER RECREATION SPECIALIST II! ERRATA The following are correclions to items in the final report for the Compensation and Classification Study for the City of Boynton Beach. Chapter 6, page 6-3 Exhibit 6-1 should appear as follows: CUR:ItENT CLASS TITLE Golf Course Player Assistant Library Page Custodian Parking Attendant Greenskeeper Recrealion Leader Office Assislanl Assistant Golf Professional Crew Worker MechaniclGreenskeeper Office Assislant Senior Crew Worker, Senior Golf Course Player Assistant, Sr Library Aide Crew Leader Recreation Specialisl Administralive Clerk Crew Leader, Senior Payroll Technician Accounting Technician Customer Relations Clerk, Sr Library Associate Lifeguard Lifeguard-On cali Youth Program Assistant Secretary Communications Dispatcher Crime Scene Technician Criminallnleliigence Analyst Permit Application Technician Public Affairs Specialisl Recording Secrelary ct:rRR. PAY GRADE 2 2 3 3 4 4 4 5 5 5 6 6 6 6 7 7 8 8 8 8 8 8 8 8 8 9 10 10 10 10 10 11 ...................... ... .... ~NDEDCJAssTITLE REC. PAY GRADE 3 3 4 4 5 5 6 6 6 7 6 7 7 8 8 10 9 9 9 10 10 10 10 10 10 9 12 12 12 11 14 12 Golf Course Player Assistant Library Page Custodian Parking Attendant Greenskeeper Recreation Leader Office Assistant Assistanl Golf Professional Crew Worker Assistant Mechanic Office Assistant Crew Worker, Senior Golf Course Player Assislant, Sr Library Aide Crew Leader Recreation Specialist Administrative Associate Crew Leader, Senior Payroll Technician Accounling Technician Customer Relations Clerk, Sr Library Associale Ocean Lifeguard Ocean Lifeguard (on-call) Youth Program Assistanl Adminlslrative Associate Communicalions Dispatcher Crime Scene Technician Criminal Intelligence Analyst Applicalion Technician Public Affairs Specialist Recording Secrelary . Page ~ Errata ~~.2' ctJRR. REC. PAY RECOMMEl'l'~ CLA$$/i<fb.Jl. PAY ..GllADE GllADE Lifeguard, Senior 11 Ocean Lifeguard Lieulenant 13 Communications Specialist 12 Communications Specialist 14 Victim Advocale 12 Victim Advocate 14 Golf Course Restaurant/Bar Mgr 13 Golf Course Restaurant/Bar Mgr 14 Payroll Administrator 13 Payroll Administralor 15 Recreation Supervisor 13 Recreation Supervisor 14 Communications Supervisor 14 Communications Supervisor 16 Aquatics Supervisor 15 Ocean Rescue Caplain 16 Crew Supervisor 15 Crew Supervisor 17 Fleet Mechanic, Senior 15 Fleet Mechanic, Senior 17 Plan Review Anaiyst 16 Plan Review Analyst 17 Crew Supervisor Senior 16 Crew Supervisor Senior 18 Librarian 16 Librarian 18 Computer Support Specialist, Sr. 17 Webmasler 18 Piumbing/Mechanicallnspector 17 Plumbing/Mechanical Inspector 18 Electrical Inspector 17 Electrical Inspector 18 Building Inspeclor 17 Building Inspector 18 Plan Review Analyst, Senior 18 Plan Review Analysl, Senior 19 Planner 18 Planner 20 Plumbing/Mech. Inspector, Sr 19 Plumbing/Mech. Inspector, Sr 20 Electrical Inspector, Sr 19 Electricai Inspeclor, Sr 20 Revenue Manager 19 Revenue Manager 20 Building Inspector, Sr. 19 Building Inspector, Sr. 20 Network Administrator 19 Network Administrator 22 Aqualics Manager 20 Ocean Rescue Chief 20 Division Head Librarian 22 Division Head Librarian 23 Manager, Warehouse 23 Manager, Warehouse 24 Building Code Administralor 24 Deputy Building Official 25 Senior Pianner 24 Senior Planner 25 Supv, Inspection & Locations 24 Supervisor, Inspeclion &Locations 26 Supervisor, Meter Reading/Svcs 24 Supervisor, Meter Reading/Svcs 26 Supervisor, Water Quality 24 Supervisor, Water Qualily 26 Fleet Adminislrator 25 Fleet Administrator 26 Manager, Forestry & Grounds 25 Manager, Foreslry & Grounds 26 Manager, Parks 25 Manager, Parks 26 Mgr, Community Redevelopment 25 Mgr, Community Redevelopment 27 Supervisor, Waslewater 27 Supervisor, Wastewater 26 Utilities System Administrator 27 Utilities System Administrator 29 Civil Engineer 29 Engineer 30 Utility Engineer 29 Engineer 30 JI!- Page 2 Errata JJ~NT CLAS6'1171~ . ..'~ RECO~C~tft'h.iE IH REC. PAY PAY ....J "-,.,- GRADE GRADE Assl. Dir., Human Resources 30 Assl. Director, Human Resources 32 Building Official 30 Building Official 32 Director, Planning & Zoning 32 Direclor, Planning & Zoning 34 Assistanl Director, Public Works 34 Assistant Director, Public Works 36 Human Resources Direclor 36 Human Resources Director 39 Police Major 39 Police Major 43 Assistant Chief Of Police 42 Assistanl Chief Of Police 43 Utililies Director 43 Ulilities Director 45 Public Works Director 43 Public Works Director 45 Chapter 6, page 6.5 Exhibit 6-2 should appear as follows: PRQPOSED pAy > GRADE 24 25 34 37 37 37 36 Chief Field Inspector Public Arts Administrator Assislantto the City Manager Division Manager, Engineering Division Manager, Waler Quality & Treatment Division Manager, Field Operations Manager, Administralion & Finance -- Page 3