R06-030
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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.
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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
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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
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Commissioner
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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.
.
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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.
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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
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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
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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
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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.
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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.
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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
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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.
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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.
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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.
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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
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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.
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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:
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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%
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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
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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.
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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.
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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.
STEP 1
Increase general pay plan by
8.5% (5.5% for market
adjustment & 3% for COLA)
& Police and Fire pay plans
by3%
. ... .., -
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 pay plans
by 3%
.., ... , ..
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
--
Page 6-7
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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
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Human Resources Management ConsultIng Practice
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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
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Human Resources Mana,ement Consulting Practice
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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
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Human Resources Mana,ement Consultln, Practice
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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
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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
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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.)
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Humon Resources Mono,ement Consult;", Practice
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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.)
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Human Resources Manarement Consultlnr Practice
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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.)
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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
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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,)
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Human Resources Management Consulting Practice
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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
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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:
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Human Resources Management Consult'n, Practice
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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
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Page 3