HomeMy WebLinkAboutCity of Tamarac Resolution R-2005-2281
Temp. Reso. No. 10865
12/08/05
Page 1
CITY OF TAMARAC, FLORIDA
RESOLUTION NO. R-2005-_�,,g
A RESOLUTION OF THE CITY COMMISSION OF THE CITY
OF TAMARAC, FLORIDA, AUTHORIZING THE
IMPLEMENTATION OF THE CLASSIFICATION AND
COMPENSATION STUDY PREPARED BY MGT OF
AMERICA EFFECTIVE OCTOBER 1, 2005; PROVIDING FOR
CONFLICTS; PROVIDING FOR SEVERABILITY; AND
PROVIDING FOR AN EFFECTIVE DATE
WHEREAS, in order to meet our strategic objective to attract and retain a
highly talented and motivated workforce, the City initiated a Classification and
Compensation Study in early 2005; and
WHEREAS, the City contracted with MGT of America to evaluate, update
and recommend a comprehensive classification and compensation system that
supports the City's mission and strategic objectives, and is designed to support a
more competitive, flexible, customer and results -oriented organization; and
WHEREAS, after a comprehensive review and evaluation process, MGT
submitted a draft report in October, 2005 with recommendations to adjust the
classifications and compensation for bargaining and non -bargaining employees;
and
WHEREAS, City staff worked closely with MGT of America consultants to
ensure that the issues identified by employees and managers were addressed in
the study; and
WHEREAS, MGT of America submitted a comprehensive Classification
and Compensation Study that included the methodology and process used to
conduct the study, a description of the City's current classification and
Temp. Reso. No. 10865
12/08/05
Page 2
compensation environment, data and findings from the analysis of positions and
salary surveys, and proposed solutions and recommendations; and
WHEREAS, the Federation of Public Employees approved the collective
bargaining agreement which included implementation of the Classification and
Compensation Study effective October 1, 2005; and
WHEREAS, it is the recommendation of the City Manager and the Director
of Human Resources that the Classification and Compensation Study be
implemented effective October 1, 2005 for bargaining and non -bargaining
employees; and
WHEREAS, funds were approved in the FY 2006 budget to cover the
costs of implementing the Classification and Compensation Study.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF TAMARAC, FLORIDA:
SECTION 1: That the foregoing "WHEREAS" clauses are hereby ratified and
confirmed as being true and correct and hereby made a specific part of this Resolution.
SECTION 2: That the City Commission approves the implementation of
Classification and Compensation Study attached as "Exhibit I".
SECTION 3: That the City Commission approves the implementation of the
proposed Classification and Pay Plans as detailed in "Exhibit I" for Bargaining, Non -
Bargaining, Fire Management, and Executive classifications.
SECTION 4: That all appropriate budget transfers required to fund the provision
of this Resolution are hereby approved.
SECTION 5: All resolutions or parts in conflict herewith are hereby repealed to
the extent of such conflict.
SECTION 6: If any clause, section, or other part of application of this
Resolution is held by any court of competent jurisdiction to be unconstitutional or invalid,
Temp. Reso. No. 10865
12/08/05
Page 3
I in part or application, it shall not affect Ile validity of the remaining portions or
applications of this Resolution.
SECTION 7: This Resolution shall become effective immediately upon its
passage and adoption.
PASSED, ADOPTED AND APPROVED this of December 2005.
JOE SCHREIBER
Mayor
ATTEST:
RECORD OF COMMISSION VOTE:
.kh"�ZICL -
-6-Z MARION r- N, CMC MAYOR SCHREIBER Aic
CITY CLERK DIST 1: COMM. PORTNER
DIST 2: WM TALABISCO
DIST 3: COMM. SULTANOF
I HEREBY CERTIFY that DIST 4: COMM. ROBERTS
I have approved this
RESOLUTION as to form.
�j
UEL S. G6REN
4SM I",
CITY ATTORNEY
I
EXHIBIT I
TR 10865
C of Tamarac
d
Classiffication an,
Compensation Study
F 7110
i,, n a I R,- " e, p o
submitted by:
2123 Centre Pointe Blvd.
Tallahassee, Florida 323o8
(850) 386-3:191
www.mgtofamerica.com
December 2005
IL-0 INTRODUCTION
The City of Tamarac contracted with MGT of America, Inc., in May 2005 to
conduct a compensation and classification study of city employees. This report
presents the results of the study in six chapters:
* 1.0—Introduction;
* 2.0—Methodology;
* 3.0—Current Environment;
* 4-O—Qualitative Data;
* 5.0— Salary Survey Results; and
* 6.0— Proposed Solutions/Recommendations.
The City of Tamarac (City) is a full service, progressive, award -winning
municipality serving approximately 59,000 residents. The City operates under a
Commission/Manager plan and the City Manager is responsible for the day-to-day
operations of the City. The City currently has 12 departments performing a wide range
of functions for City residents,
The City's labor/management climate is one of cooperation and collaboration. In
order for the City to reach to its maximum potential, each City 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:
• Salary and monetary increases and incentives;
• Time away from work (holidays, vacation, and sick time);
• Protection programs (health benefits);
Page 1-1
Introduction
• Peer and City recognition and awards programs;
• 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 maintain orderly business relationships
to avoid a chaotic work environment. Equitable and effective compensation systems
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
Administrative Secretaries. The degree to which organizations define and use job
classifications depends on their unique needs and desires.
PUge 1-2
Introduction
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 11, but this does not mean that the Accounting Clerk I employee
could not perform the same duties as the Accounting Clerk 11. It does mean that the
Accounting Clerk 11 is charged with distinctly different requirements, responsibilities and
duties for which the Accounting Clerk I is not responsible.
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. IVIGT'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 Ba�Lk=ound
MGT recognizes the focus of this effort is to produce a compensation and
classification plan that will allow the City of Tamarac 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 input from 311 employees. In addition, the study examined
the City's four pay plans: Bargaining, Non -bargaining, Executive, and Fire Management.
1.2 Mgjor PrQigct Activities
The classification and compensation study consisted of several major activities
designed to provide valid, reliable information for classification and compensation
analysis. Tamarac 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
generally accepted procedures, methodologies, and formats were used to conduct the
Page 1-4
-.7 7
Introduction
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 Tamarac. Chapter 3.0 provides an analysis of the
current systems, 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 solutions, including recommendations to restructure and improve the current
classification and compensation plans.
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.
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 Tamarac employees and the
management team for their participation and assistance with making this study possible.
Page 1-5
Introdue"on
EXHIBIT i-i
MUOR STUDY ACTIVITIES
Conducted Orientation Meetings — 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 Questionnairee — MGT distributed the Job
Content Questionnairee for employees to complete. MGT discussed how the
questionnaires would be used to aid in the identification of essential job functions,
ibilities, qualifications, education and experience, and other compensable
responsl
factors. Management Issue Paperso were also distributed, which provided
management staff to the opportunity to express concerns for specific issues related to
compensation and classifications.
Collected and Reviewed Question na i res/0 man izati ona I Data — MGT collected and
reviewed completed questionnaires and conducted job evaluations to determine
internal equity issues.
Analyzed Compensation Data — MGT gathered salary data through a salary survey to
determine external equity issues.
Developed Recommendations for Classification and Compensation Plans — MGT
developed recommendations for the City.
Draft Report — MGT provided a draft report for City review.
Final Report — Once feedback has been provided on the Draft Report, MGT will
prepare a Final Report.
Conduct Final Presentation — MGT will conduct an on -site presentation of the Final
Report at a designated location and time.
NWPage 1-6
-; -A.C_ i _.
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 Tamarac 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.
2A Review of CurrtnLfty and Classification Structures
Tamarac'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'o — employee descriptions and
responses;
• Total factor rating resulting from JCQ points;
• Management Issue Paperso (M I Ps);
• Current job descriptions;
• Current Classification and Compensation System (internal Equity);
and
• Salary Survey Results (External Equity).
A well -structured foundation has been built for Tamarac'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
Page 2-1
Methodologyfor the Compensation and Classiftcation Study
and maintain consistency. MGT has provided recommendations and addressed some
related policies in Chapter 6.0 of this report.
Some key issues should be considered in the overall evaluation of the four current
pay plans, 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
m policies/procedures for pay increases (e.g., seniority, performance,
certification).
2.2 Job Evaluation
The job evaluation system used was based on regression analysis to examine
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
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
Milkovich, G., and Newman, J. (1999). "Compensation." Boston: McGraw-Hill,
Page 2-2
Methodologyfor the Compensation and Classiflcation Study
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 directors.
MGT assigned values to the compensable factors included in the Job Content
Questionnaires'5. 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. In some instances, MGT recommended
revision of classification titles to align positions performing similar functions and to create
separation of classifications in which employees were performing functions different from
one another. 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. Additionally, MGT reviewed all MIPs submitted by
managers and supervisors and used this information to help make classification
recommendations,
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.
Page 2-3
Methodologyfor the Compensation and Classifleation Study
2.3 Market Pay Hange Data
To determine whether or not the City's classification systems (pay plans) were
comparable to the market, MGT conducted two methods of information gLithering for
analysis: a salary range survey of other cities and peer organizations and review of
available salary range data that provided comparative market salary ranges for selected
Tamarac benchmark positions. The salary range survey results were used as a
reference to provide recommended adjustments and propose revised bargaining, non -
bargaining, executive and fire management classification systems.
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
Tamarac's market position, MGT worked with City leadership and established the list of
benchmark positions and peer organizations to be included in a salary range survey. A
benchmark position is a classification within an existing pay plan. In order to ensure a
valid response rate, MGT was not able to survey for all City classifications. Rather,
benchmark positions were selected to represent a variety of functions, job types, pay
schedules, and pay ranges. By selecting a variety of benchmark positions, we are able
to develop a realistic representation of current pay plans and evaluate how they
compare to the market. The survey was used to gather relevant market data for
comparison.
2-3.1 BaMaining Pgy Plan Survey Benchmarks
Fifty benchmark classifications were selected from the bargaining pay plan for the
survey. The survey collected salary range data for each benchmark classification,
including a matching classification title and a salary range (minimum and maximum) for
the matching classification. Responses were reviewed and combined with the available
existing data, and a comparison to the current Tamarac classification data was
Page 2-4
Methodologyfor the Compensation and Classiflcation Study
conducted. Although internal relationships are primary considerations, market data
provide additional insight into an equitable and competitive pay structure. Chapter 5.0
provides a summary of the salary range survey results. The classifications selected for
the survey are listed below:
BARGAINING BENCHMARK TITLES
Accounting Clerk
Parks Maintenance Supervisor
Bus Driver
Purchasing Clerk
Chief Inspector
Purchasing Coordinator
Engineering Construction Inspector
Recreation Programmer I
Maintenance Worker 11 (Groundskeeper)
Utilities Supervisor Meter Reading
Maintenance Worker 11 (Streets)
Utilities Supervisor Transmission
ro—ffice Specialist
Streets Crewleader
Custodian
Electrician Building Maintenance
Permit Clerk I
Electrician Wastewater
Records Clerk
Chemist -- Water System
Customer Service Representative/Cashier
Customer Service Supervisor
Equipment Operator I
Engineering Technician
Customer Service Representative
Senior Mechanic -- Fleet Services
Utilities Service Worker I
Senior Tradesperson -- Building Maintenance
Water System Operator I
Technical Support Representative 11
Building Maintenance Technician
Wastewater Supervisor -- WW System
Equipment Operator 11
Water Plant Operator A
Occupational License Specialist
Instrument & Control Technician
Records Coordinator
Facility Management Supervisor
Code Officers
Stormwater Supervisor
Carpenter
Landscape Supervisor
Drafter 11
Fleet Service Supervisor
uyer
Streets Supervisor
Fleet Mechanic 11
Water Plant Operator C
Mechanic 11
Structural Inspector (Building)
Page 2-5
Methodologyfor the Compensation and Classification Study
2.3.2 Non -Bargaining Pay Plan SuInLey Benchmarks
Forty-three benchmark classifications were selected from the non -bargaining pay
plan for the survey. The survey collected salary range 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, the
responses were analyzed and combined with the existing available data and compared
to the current Tamarac compensation data. Although internal relationships are primary
considerations, market data provide additional insight into an equitable and competitive
pay structure. Chapter 5.0 provides a summary of the salary survey results. The
classifications selected for the survey are listed as follows:
NON -BARGAINING BENCHMARK TITLES
Accounting and Revenue Specialist
Economic Development Manager
Administrative Coordinator
Management Analyst
Administrative Services Manager
Office Supervisor
Asst. Dir. of Public Works/Capital Projects Mgr
Public Works Operations Manager
Budget Administrator
Senior Executive Assistant
Code Enforcement Manager
Social Services Supervisor
Controller
Training Specialist
Administrative Coordinator
Accountant II
Human Resources Support Specialist 11
Recreation Superintendent
Payroll Coordinator
Special Projects Coordinator
Accountant I
Senior Planner
Parks & Recreation Site Supervisor
Engineer 11
Assistant City Clerk
Water Plant Superintendent
Assistant Planner
Public Information Officer
Parks Superintendent
Planning & Zoning Manager
Human Resources Analyst
Purchasing & Contracts Manager
Engineer I
Risk & Safety Manager
Management & Budget Analyst
Systems Analyst
GIS Manager
Systems & Network Manager
Network Analyst
Assistant Director of Human Resources
Senior Procurement Specialist
Laboratory Manager
Construction Superintendent
ME Pagea-6
-jA_,'.=_
Methodologyfor the Compensation and Classification Study
2.3.3 Executive and Fire Manggement Survey Benchmarks
All Executive positions and Fire Management positions were included in the salary
range comparison.
2-3-4 SunLey Ta — ts
Survey data was gathered from the following comparable municipalities:
EXHIBIT 2-1
CITIES AND PEER ORGANIZATIONS
FOR CITY OF TAMARAC SALARY SURVEY
T A
_
—Boynton Beach
Coconut Creek
—Coral Springs
Davie
Deerfield Beach
—D Iray Beach
Hallandale Beach
Lauderhill
Miramar
North Lauderdale
—Pornpano Beach
Sunrise
Page 2-7
3.0 CURRENT ENVIRONMENT
This chapter contains a summary of the current compensation structure present
within the City of Tamarac. The intent of the chapter is to present a baseline for further
analysis and recommendations for change.
3-1 Current Compensation Structure
The pay structure of the City of Tamarac consists of four pay structures that reflect
the scope of work and levels of responsibility for City positions:
(1) Bargaining positions,
(2) Non -bargaining positions
(3) Fire Department managerial positions, and
(4) Senior City Executives.
VL.1 Bargaining PMX Plan
The City of Tamarac employs a classification and pay structure for bargaining
positions that has 18 pay grades and ranges. Each pay grade has a pay range with a
clearly defined minimum, midpoint, and maximum salary, with 46 percent range spreads.
The pay plan, applicable to all bargaining employees except those covered by the
firefighter collective bargaining agreement, is a compensation hierarchy comprised of
separate pay grades. Every City position is assigned to a specific pay grade within the
pay plan.
Four of these grades are "broadband ranges" established to accommodate and
implement special pay practices in effect within a few City departments. For example,
there is a special pay grade or band dedicated to water plant operator positions, The
positions assigned to this grade have special in -range progression procedures that are
Page 3-1
Current Environment
tied to achievement of incremental certification levels. As such, these four broadband
ranges have wider range spreads than those of the other 14 pay grades.
Exhibit 3-1 shows a midpoint progression for bargaining positions that begins at
6.25 percent between grades 6 and 7, and steadily diminishes to 3.45 percent between
grades 19 and 20. The next two pay grade differentials jump to 6.66 percent and 6.24
percent. The midpoint progression concludes at 2.94 percent and 5.71 percent between
the last two midpoints of the grade structure.
EXHIBIT 3-1
CURRENT PAY PLAN FOR CITY OF TAMARAC
BARGAINING SCHEDULE
Pay
Range
Annual
Minimurn
Annual
Midpoint
An ual
Maximum
Midpoint
Progression
6
$21,130
$26,017
$30,903
7
$22,451
$27,642
$32,832
6.25%
8
.$23,76.9.
$29,268
$34,764
5,88%
$25,091
$30,892
$36,693
5,55 %
9/11
$.25,091
$32,821
$40,551
10
$26,407
$32,514
$38,620
. . . . . . . . . . . . . .
5.25%
WRO
$26,407
$40,234
1 $54,060
FROMENNEX
11
$27,728
$34,140
1 $40,551
5.00%
12
$29,050
1 $35,764
$4 2 4 80
4 7 6%
12/14*
$29,050
$37,694
$46,339
13
$30,365
$37,388
$44,411
4.54%
14
$31,687
$39,013
$46,339
4,35%
15
$33,005
$40,638 1
$48,271
4.17%
16
$34,324
$42,262
$50,200
3.99%
17
$35,643
$43,887
$52,130
3.84%
18
$36,964
$45,512
$54',060
3.70%
.19
$38, 282 1
$47,136
$55,988
3 .57%
20
$39,604
$48,761
$57,919
3.45%
22
$42,242
$52,011
$61,779
6.66%
2.0/22*.
$39,.604
$50,691
$61,779
24
$44,879
$55,267
$65,636
6.24%
215.
.$46,200
$56,884
$67,568
2.94%
27
$48,838
$60,131
$71,425
5.71%
Page 3-2
Current Environment
3.1.2 Non-barZaining Pay Plan
The City's non -bargaining pay structure effectively has 23 pay grades and
ranges —grades 11 through 33—with grades 8, 9, and 10 not used. Virtually all non -
bargaining positions have a 65 percent range spread.
Midpoint progression refers to the percent difference between pay grade
midpoints —the larger the midpoint progression, the fewer the number of grades within a
pay structure. Conversely, the smaller the midpoint progression, the larger the number of
pay grades within the pay structure.
Exhibit 3-2 depicts the current non -bargaining pay schedule, including associated
midpoint progressions. Non -bargaining midpoint differentials range from a high of 10.51
percent to a low of 2.33 percent. However, since pay grade 11 is the first filled grade in
the schedule, the highest midpoint progression for ranges filled is 5.13 percent. These
differentials are much smaller than one would expect to find in such a pay schedule and
may be leading to compression and, since many of the classes in the non -bargaining
schedule are single -incumbent classes, an inordinate amount of requests for
reclassification.
Page 3-3
Current Environment
EXHIBIT 3-2
CURRENT PAY PLAN FOR CITY OF TAALARAC
NON -BARGAINING SCHEDULE
Pay,
Range
Annual
Minimum
Annual
Midpoint
Annual
Maximum
Midpoint
Progression
8
$22,457
$29,798
$37,139
ONE=
9
$23,705
$39,202
5.56%
11
$26,196
$34,759
$43,322
10.51%
1.2
$27,444
$365,415
$45,385
4.76%
13
$28,690
$38,068
$47,446
4.54%
14
$29,938
$39,724
$49,510
4.35%
15
$31,183
$41,376
$51,569
4.16%
16
$32,430
U3,031
'$53,'631
4.00%
17
....$3.3,676
$44,684
$55,692
3.84%
1.8
$34,923
$46,339
$5 7 , 754
3.70%
$36,169
$47,992
$59,814
3.57%
20
$37,417
.$49,648
$61,879
3.45%'
21
$38,663
$51,301
$63,939
3. 33%
22,
$39,911
$52,957
$66,003
3.23%
23
$'41,155
$5 . 4,608
$68,0''60
-3.12%
$42,401.
$56,261
$7 0,121
3.03%
251.
$43,649
$57,917
$72,184
2.94%
26
$44,896
$59,572
$74,247
2.86%
27
$46,142
$61,225
$76,30 8
278%
.28
$47,389
$62,880
$78,370
2.70%
29
$48,635
$64,533
'$80,430
2. . 63%
31
$51,128
$67,841
$84,553
5-.13%
32
.$.5.2..,375
$69,496
$86,616
2.44%
33
$53,621
$71,149
$88,676
2. 38%
34
$54)868
$72,803
$.902LL�2.3.3%
wPage34
-TA_=Z;_
Current Environment
3.1.3 Executive and Fire Management Pay Plans
The Executive and Fire schedules in Exhibits 3-3 and 3-4, respectively, show
midpoint differentials of between 10 and 16 percent for Executive ranges and just more
than 3 percent for Fire ranges. Executive grades have a 65-percent range spread, while
the Fire Rescue Department management jobs have an assigned pay range spread of
58 percent.
EXHIBIT 3-3
CURRENT PAY RANGES FOR CITY OF TAMARAC
NON -BARGAINING SCHEDULE —EXECUTIVE CLASSES
Pay
Range
Annual
Minimum
Annual
Midpoint
Annual
Maximum
Midpoint
Progression
1
$52,500
$69,661
$86,822
11
$60,900
$80,807
$100,714
16.00%
111
$67,200
$89,166
$111,132
10.34%
IV
$73,920
$98,08.3
$122,245
10-00%
EXHIBIT 3-4
CURRENT PAY RANGES FOR CITY OF TAMARAC
NON -BARGAINING SCHEDULE —FIRE MANAGEMENT CLASSES
Pay
Range
Annual
Minimum
Annual
Midpoint
Annual
Maximum
Midpoint
Progression
FBC
$58,695
$75,570
$92,445
FDC
$60,585
$78,004
$95,422
3.22%
FAC
$62,475
$80,437
$98,399
3.12%
DFC
$64,365
$82,947
$101,529
:3.12%
3.2 Demographics
Positions included in the study total 311. Utilities Department employees comprise
the largest group of City employees (68 or 21,9 percent), followed by Public Works
employees (67 or 21.5 percent) and Parks and Recreation employees (60 or 19.3
Page 3-5
Current Environment
Percent). Finance employees represent 9.3 percent (29) of total City employees, Building
and Code Compliance employees constitute 8.4 percent (26), and Human Resources,
Community Development, and Fire Administration employees make up 3.9 percent (12)
each. City Manager employees comprise 2.9 percent (9), Information Technology
employees make up 2.6 percent (8), City Clerk employees total 1.9 percent (6), and City
Commission employees represent 0.6 percent of employees (2).
3.2.:1 BarminimDemop-ralDhics
Approximately 16.4 percent of City bargaining employees currently are
compensated at the minimum of their respective pay ranges. Additionally, no City
bargaining employees are compensated at the maximum of the pay range. Exhibit 3-5
depicts percentages of bargaining employees compensated by quartile of their
respective pay range.
As the table illustrates, over two thirds of the bargaining employees are currently
compensated at a rate falling within the first quartile of their pay range. Additionally,
when analyzing the compensation rate for employees in the lower half of their respective
Pay range, over 85 percent of bargaining employees are compensated in the first half of
their respective pay range. Only 3.37 percent of employees in the bargaining pay plan
are compensated in the fourth quartile of their respective range.
Page 3-6
Current Environment
EXHIBIT 3-5
PERCENTAGE OF BARGAINING EMPLOYEES PAID
BY QUARTILE BY PAY GRADE
BARGAINING
PAYGRADE
iST
QUARTILE
2 ND
QUARTILE
3 RD
QUARTILE
4 TH
QUARTILE
6
90.00%
10.00%
0,00%
0. 00%
7
86.67%
0.00%
13.33%
0.00%
8
76.19%
14.29%
9.52%
0,00%
9
71.43%
28.57%
0.00%
0.00%
10
80.77%
11,54%
7.69%
0.00%
WPO
42.86%
28.57%
14.29%
14.29%
11
79,31%
17.24%
0.00%
3.45%
12
61.90%
19.05%
14,29%
4.76%
CCO
0.00%
100.00%
0.00%
0.00%
13
80-00%
0.00%
20.00%
0,00%
14
63.64%
18-18%
9.09%
9.09%
15
53.85%
38.46%
0.00%
7.69%
16
0.00%
0.00%
100.0%
0,00%
17
62.50%
18.75%
18.75%
0.00%
18
0,00%
50.00%
50.00%
0.00%
19
66-67%
0.00%
33.33%
0.00%
20
0.00%
25.00%
25,00%
60.00%
INS
60.00%
0.00%
40.00%
0.00%
22
100.00%
0.00%
0.00%
0.00%
24
100.00%
0.00%
0.00%
0.00%
27
25.00%
50-00%
25,00%
0.00%
1 046
C060/9
'11%
3.2.2 Tenure of Bargaining Employees
Analysis of average employee tenure for bargaining employees 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 Tamarac, Across all grades,
bargaining employees have been employed by the City for approximately 6.75 years, on
average. When vacant positions are excluded from the analysis, bargaining employees
have been employed by the City for more than seven years, as seen in Exhibit 3-6.
Page 3-7
Current Environment
EXHIBIT 3-6
AVERAGE TENURE BY HIRE DATE
(BARGAINING EMPLOYEES)
AVERAGE NUMBER OF YEAR S
AVERAGE NUMBER OF YEARS
FROM HIRE DATE
'FROM HIRE DATE'EXCLUDING
VACANCIES
Total
6.75
7.43
Analysis of this data reveals that although the average tenure of employees is
greater than 6 years (seven years if vacant positions are not included), the vast majority
of individuals have remained within the first quartile of their respective pay plan. This
indicates that these employees have received salary increases that have been
comparable to the increase in the salary ranges. For example, if the annual salary
increase was 3 percent and the pay range minimum also moved 3 percent, the
employee's salary increases at the same rate as the pay plan. Over time, the employee
continues to move at a rate relatively comparable to the pay plan; however the employee
does not move through the pay plan.
3.2.3 Non-baMaining Demographics
In the non -bargaining plan, approximately 10.6 percent of employees are
compensated at the minimum of their respective pay grades, though no non -bargaining
employees are compensated at the maximum of their pay range. Employee salaries are
dispersed among quartiles with a similar percentage of employees with salaries in the
first and third quartiles, and a similar percentage of employees with salaries in the
second and fourth quartiles. Exhibit 3-7 depicts percentages of non -bargaining
employees compensated by quartile of their respective pay range,
Page 3-8
Current Environment
EXHIBIT 3-7
PERCENTAGE OF NON -BARGAINING EMPLOYEES PAID
BY QUARTILE BY PAY GRADE
NOW .
13ARGAI NIN G
PAY�GRADE.
iST
QUARTILE
ND
.2
QUARTILE
RD
3
QUARTILE
TH
4
QUARTILE
11
66.67%
33.33%
0.00%
0,00%
12
100.00%
0.00%
0.00%
0.00%
13
36-36%
27-27%
18.18%
18.18%
15
33.33%
33-33%
33.33%
0.00%
16
0.00%
0.00%
50,00%
50.00%
17
0.00%
25.00%
50.00%
25-00%
18
100,00%
0.00%
0.00%
0.00%
19
0.00%
100.00%
0.00%
0.00%
20
42.86%
28-57%
28,57%
0.00%
21
0.00%
25.00%
62-50%
12.50%
22
25.00%
50-00%
25.00%
0.00%
23
33.33%
22.22%
44,44%
0.00%
24
100.00%
0.00%
0,00%
0.00%
25
50-00%
0,00%
0.00%
50.00%
27
71.43%
0.00%
0.00%
28,57%
28
50.00%
50.00%
0.00%
0.00%
29
33.33%
0.00%
33.33%
33-33%
31
0,00%
16.67%
83.33%
0.00%
32
0,00%
0.00%
100.00%
0.00%
33
0.00%
0.00%
0.00%
100.00%
Tolia"t,
36.14,r/o.
20.00%'
30-59,%
0
12.947/61
Source: City of Tamarac, MGT of Ametica, Inc., 2005.
Grade midpoint is often considered the most accepted market average.
Therefore, it is important to examine the percentages of non -bargaining employees in
Tamarac who fall above and below this midpoint. Overall, just more than half of the
City's non -bargaining employees (48) are compensated at a rate below the midpoint of
their respective pay grades, and just less than half are compensated above the midpoint
(37). This is to be expected, given the differences in skill set, education, and experience
requirements.
Page 3-9
Current Environment
3.2.4 Tenure of Non -Bargaining Emplqyees
Analysis of average employee tenure for non -bargaining employees 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 Tamarac. Across
all grades, non -bargaining employees have been employed by the City for approximately
6.21 years, on average. When vacant positions are excluded from the analysis, non -
bargaining employees have been employed by the City for nearly the same period of
time, as seen in Exhibit 3-8.
EXHIBIT 3-8
AVERAGE TENURE BY HIRE DATE
(NON -BARGAINING EMPLOYEES)
AVERAGE NUMBER OF YEARS
AVERAGE NUMBER ' OFYEARS;
FROM HIRE DATE
FROM HIRE DATE EXCLUDING
VACANCIES
1
Total
6.21
5.98
Source: City of Tamarac, MGT of America, Inc., 2005.
When taken together, the tenure and quartile analyses indicate that non -bargaining employees'
salaries are relatively equally spread across their respective pay ranges in relation to their tenure. This is to
be expected, as non -bargaining employees have the ability to earn their increases through a "pay for
performance" system, which allows them to earn salary increases of up to five percent (5 percent) based on
job performance.
3.2.5 Fire Administration Demographics
There are no Fire Administration employees compensated at the minimum or
maximum of their pay range. Given there are only four positions, three of which are
encumbered in this schedule, Exhibit 3-9 depicts the quartile break-out for Fire
Administration employees on average. As depicted below, eighty percent of Fire
Administration employees are compensated in the fourth quartile. This may indicate that
No Page 3-10
.TA -a - _k.
Current Environment
the ranges are too low, the employees have extended tenure, or a combination of both.
EXHIBIT 3-9
PERCENTAGE OF FIRE ADMINISRATION EMPLOYEES PAID
BY QUARTILE BY PAY GRADE
iST
QUARTILE
2 ND
QUARTILE
3 RD
QUARTILE
4 TH
QUARTILE
Total
0.00%
0.00%
20.00%
80.00%
Source: City of Tamarac, MGT of Ametica, Inc,, 2005,
3.2.6 Tenure of Fire Administration EMployees
As depicted in Exhibit 3-10, on average, Fire Administration employees have been
employed by the City for approximately 4.35 years. However, when one current vacancy
Js removed from the analysis, tenure with the City increases to 7.03 years on average.
EXHIBIT 3-10
AVERAGE TENURE BY HIRE DATE
(FIRE ADMINISTRATION EMPLOYEES)
AVERAGE NUM ER OF YEARS
AVERAGE NUMBER OF YEARS
FROM HIRE DATE
FROM HIRE DATE EXCLUDING
VACANCIES
Total
4.35
7.03
Source: City of Tamarac, MGT of America, Inc., 2005.
3.2.7 Executive DemogrMhics
Similar to Fire Administration, there are no Executive employees compensated at
the minimum or maximum of their respective ranges. On average across all Executive
employees, more than 80 percent fall within the third and fourth quartiles. Again, this
may indicate that the pay ranges are too low, the employees may have extensive tenure
with the City, or a combination of the two. Exhibit 3-11 depicts the average quartile
placement of employee salaries in the Executive pay schedule.
EXHIBIT 3-11
Page 3-11
Current Environment
PERCENTAGE OF EXECUTIVE EMPLOYEES PAID
BY QUARTILE BY PAY GRADE
iST
QUARTILE
2 ND
QUARTILE
3 RD
QUARTILIE,
4 TH
QUARTILE
Total
0.00%
16.67%
50.00%
33.33%
Source: City of Tamarac, MGT of America, Inc., 2005.
3.2.8 Tenure of Executive Employees
Tenure of Executive employees is included in Exhibit 3-12 below. Due to one
Executive position vacancy, average tenure with the City is just more than seven years.
When the vacant position is removed from the analysis, Executive employees have been
employed by the City for approximately 8.10 years on average.
EXHIBIT 3-12
AVERAGE TENURE BY HIRE DATE
(EXECUTIVE EMPLOYEES)
AVERAGE NUMBER OF YEARS
AVERAGE NUMBER OF YEARS
FROMHIRE DATE
FROM HIRE DATE EXCLUDING
VACANCIES
Total
7.30
. . . . . . . . . . . . . . .
8.10 :1
Source; City of Tamarac, MGT of America, Inc., 2005.
Page 3-12
4-0 QUALITATIVE REVIEW
This chapter provides a summary of qualitative data collection for the City of
Tamarac from focus groups, interviews, and Management Issues Papers (MIPS). While
MIPS provided valuable information to help make classification recommendations, many
also provided information concerning general compensation and classification issues in
the City.
4.1 Background
As part of MGT's compensation and classification analysis, a series of focus
groups and interviews was conducted with City of Tamarac 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.
MGT conducted 12 focus group sessions. Separate sessions were held —eight
groups with staff members, two with supervisors, and two with managers. Employees
were invited to participate on a random sample basis and represented all departments,
job families, and pay levels. The goal was to have a cross section of individuals
participate in order to. obtain a solid sampling throughout the City of Tamarac.
Participants included 95 employees, 18 supervisors, and 25 managers. Whenever
Page 4-1
Current Environment
practical, employees from single departments or from similar job families were grouped
together.
Participants were encouraged to freely express their concerns and were assured
that their remarks would remain confidential with no one being directly quoted.
Participation can be described as generally candid and positive with very few comments
expressed negatively or with antagonism. This is particularly commendable and in
contrast to some sessions conducted for other organizations as part of MGT
classification and compensation studies.
General issues and compensation issues discussed during interviews and focus
groups are arranged by topic area below.
4.1.1 General Issues
Focus group participants noted a strong satisfaction with the current employee
benefits package. Participants also stated that in the past, relations with the city
manager had been more antagonistic. However, participants agreed that top
management is now much more open and employee oriented, Several participants also
noted that they have remained with the City because of:
a) the challenges and variety of tasks in their jobs; and
b) the relationships with other City employees.
4.1.2 Issu !s Related to Bargaining Compensation
Focus group participants in both bargaining and non -bargaining positions
discussed challenges that they faced under City's current bargaining pay schedule and
classification system, whether as bargaining employees or as managers/supervisors of
bargaining employees. Participants noted that as responsibilities change, the City lacks
a timely and simple process to revise pay scales and/or offer any one time adjustments.
Employees also expressed frustration that budget availability occasionally dictates who
Page 4-2
Current Environment
will be classified at a senior level, even though a larger number of employees are
actually doing the work. Many employees stated frustration with not being able to ever
attain the top rate in their pay range. Many cited this as a large reason for frequent
turnover. Additionally, many employees feel it is not fair that part-time employees
(including long-time part-timers) do not get benefits.
Some additional compensation issues affecting bargaining unit employees were
discussed during interviews and focus groups and include:
• Equity between Construction Laborers and Maintenance Laborers;
• Difficulty in progressing beyond midpoint;
• Too many classes have pre -determined 1, 11, 111 levels that are not
based on job content differences;
• Inequities are primarily interdepartmental not within departments;
• Equity of Maintenance Worker positions in Parks, DPW, and Utilities;
• Interdepartmental equity regarding Crew Leaders;
• Supervisors and their subordinates being in the same union; and
• Parks and Recreation is seen as a training ground for higher paid
jobs in Utilities or DPW.
During the course of interviews, participants identified retention problems and
concerns with employee compensation in relation to the market. Some participants
asserted that Parks Maintenance Worker I and Recreation Assistant positions are paid
too low. Participants also said that supervisory pay ranges in service/maintenance/utility
areas are not high enough to attract candidates. Focus group participants also
discussed several perceived inequities between DPW and Utilities, and opined that DPW
supervisors are graded too high.
There was mention by both bargaining employees and non -bargaining managers
that there is some difficulty recruiting and retaining particular positions that require a
significant amount of technical expertise, such as Inspectors and scientific positions,
Page 4-3
Current Environment
Problems with both recruitment and retainment of these positions relate to their level of
compensation.
In regard to the labor market, participants did not foresee people leaving to take
jobs with Broward or Dade County Governments.
4.1-2.1 Career Ladder Issues
Participants also discussed positions they felt needed career ladders. Participants
agreed that they would like to see 1, 11, and III levels eliminated and go to all broad
bands. Employees also wanted more help with career planning and career ladders.
A few employees expressed concern that some department heads may allow
people to be promoted based on educational attainment instead of knowledge and skills
gained through total work experience.
4.1.2.2 Me7it Pgy Issues
Focus group participants discussed the City's current approach to performance
evaluation. Issues discussed included:
• Desire to see a simple checklist form for union employees;
• Noted that reviews are meaningless for union employees because
there is not a direct link to compensation;
• Concern that some employees are getting marked down if they take
legitimate time off; and
n Noted that merit pay will not work until there is an improved
evaluation tool.
4.1.2.3 Additional Issues
Focus group participants approved of skill -based progression in broadband grades
that were created to relieve recruiting difficulties for Building Inspectors, Water Plant
Operators, and Code Enforcement Officers and suggested that a similar progression
would be helpful in other areas.
Page 4-4
Current Environment
Additionally, participants expressed:
• Concern about supervisor/subordinate compression problems;
• Desire that hazardous duty pay be reevaluated (e.g. sewage work);
• Concern about compression issues that occurred following a prior
study;
• Concern that length of time to fill some positions impacts workload of
other employees, forcing some to work outside of their classification;
• Desire to see internal candidates given first consideration;
• Concern that new employees are always,hired at the minimum even
if the required qualifications say "education plus three years";
• Concern that some crew leaders are performing supervisors' jobs;
In conclusion, the focus groups proved beneficial in presenting issues important to
employees, supervisors, and managers. While not all issues fall within the scope of the
classification and compensation study, they are perceived as items that deserve
attention by City administration as part of future improvement initiatives.
4.1.3 Issues Related to Non -Bargaining Compensation
Issues discussed during focus groups, interviews, and in MIPs related to non -
bargaining include the current pay for performance system as well as a variety of other
issues, including:
• Concern that if merit increase max is 5 percent, cost -of -living eats up
at least I -to-2 percent of it;
• Perception that some non -bargaining supervisory or professional
positions have similar levels of duties but are not at the same pay
r ange or level; and
• Concern that. Administrative Coordinators are classified at the same
level, but there is a perception that they have different levels of
duties.
Employees expressed some concern that non -bargaining administrative and
clerical positions are compensated at rates below the market and that pay for these jobs
is not competitive. Further, employees noted that the duties of non -bargaining
Page 4-5
Current Environment
administrative and clerical positions are similar, though the classifications and pay
ranges may not be, creating potential for internal inequity.
In conclusion, qualitative input from both the bargaining and non -bargaining
classifications provided an in-depth perspective on the current systems and the issues
which are of concern to them. This information was very helpful in developing proposed
solutions to the City.
Page 4-6
5-0 SALARY SURVEY RANGE RESULTS
5.1 Introduction
An extremely important portion of any classification study is the surveying of salary
ranges for comparable positions. Therefore, as a part of this study, MGT conducted a
survey of salary ranges for a number of comparable positions in municipalities with
comparable positions. The data gathered was analyzed to determine whether salary
ranges in the City of Tamarac are comparable to ranges for similar positions in similar
cities.
The results from the salary range 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 range 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 SURVEY 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
IMPROPER USES OF SALARY SURVEY DATA
Determine individual salaries
Determine overall compensation philosophy
Make inferences to unsurveyed positions
Make recommendations on work performed or quality of work
Page 5-1
qTA
Salary fjLrve
g Results
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 i's
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 range minimum, it is indicative of a situation where starting salaries
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 range 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.
It is important to note that the market survey focused on market pay ranges, rather
than just actual salaries. While actual salaries may provide additional insight into market
peers' pay practices, they do not take into account factors impacting individual pay, such
as tenure and performance. Generally, market surveys provide good information at the
macro -level, providing good data on the overall structure, grade width$ 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 under a pay -for -performance system is to use a
POge 5-2
Salaa Survey Results
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.
5.2 Defining the Market
At the project's outset, MGT Staff proposed several benchmark classifications for
study. After review and discussion, the City of Tamarac Human Resources Department
and MGT staff decided on the benchmark classifications that would be used in the salary
range surveys. Several 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.
With the benchmarks selected, the next step was to determine which peers
would be selected for comparison. Typically, several factors, including 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 Staff proposed a listing
of comparable Cities for the survey, The City of Tamarac Human Resource staff closely
considered the listing of cities and solicited input from Department Directors to finalize
the list of cities included in the Salary Range Study. Of the 12 possible survey
respondents, MGT received data from all 12 organizations.
Page 5-3
Salary Surveu Results
5.3 Survey Airtalysis
This section contains a summary of the survey analysis conducted by MGT.
Particular emphasis is placed on the salary range midpoints and their equivalents. 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 Tamarac.
The analysis of the survey range data gathered from comparable cities, as well as
the analysis of existing data representative of the local market reveals that the City of
Tamarac is overall comparable with its external market within the bargaining and non -
bargaining pay plans. However, certain classifications were found to be inconsistent
with market trends and the internal analysis conducted during this survey, Those
positions were re-evaluated in terms of the job duties described in the Job Content
Questionnaires, the actual Job Descriptions, the Management Issue Papers and the
survey of the market. As a result, those positions were recommended for reclassification
within the new framework, according to their proper classification level. In most
instances, this recommended classification resulted in a higher pay range; however,
there were some reclassifications that resulted in a lower pay range.
5.3.1 Market Minimums
At the minimum of the pay range, Tamarac was approximately 6.68 percent below
market on average across all benchmark positions. There are several factors
contributing to this difference from market. First, the City has instituted relatively wide
pay range spreads (46 percent for Bargaining, 65 percent for Non -bargaining, 58 percent
for Fire Administration, and 65 percent for Executive). While more cities are moving
toward wider pay range spreads, not all of the City's market peers have made the strides
that Tamarac has in this regard. Also, there are several positions for which the City is
well behind or well above market at the minimum of the range. By addressing market
Page 5-4
Salary SurvSU Results
differentials for these positions on an individual basis (i.e., recommending
reclassifications where appropriate), the City's overall difference from market at the
minimum of the range can be reconciled.
5.3.2 Market Mid
�Voints
On average, City benchmark positions are much closer to market at the midpoint
of the pay range. Analyses of market midpoints reveal the City to be 1.33 percent
behind the market at the midpoint across all surveyed classes. This lends further
credence to the impact of the City's pay range spreads on the difference from market at
the minimum of the range —while the difference at minimum is more significant,
reflecting expanded ranges, the market midpoints are very close to City midpoint on
average. Again, particular positions are further behind or ahead of market, and
recommendations for reclassification can be made to address these differentials where
internal equity can be maintained, bringing City positions overall closer to market.
5.3.3 Market Maximums
At the maximum of the pay range, Tamarac is approximately 1.89 percent above
the market maximum on average across all surveyed classes. Similar to the minimum
and midpoint analyses, this difference may be due in part to wider pay range spreads.
Also similar to the previous analyses, specific classes are further below or above the
market maximum, contributing to the overall difference from market at the maximum of
the range. By recommending changes to these classes on an individual basis, the City's
overall difference from market can be best addressed.
5.4 Summary
Based on the salary survey analyses conducted by MGT, the following
conclusions can be made:
Puge 5-5
Salary Survey Results
• On average across all surveyed classes, the City is somewhat below
market at the minimum of the pay range. This may be due in part to
the width of the City's pay range spreads. Additionally, the
difference from market for specific positions is contributing to the
overall market differential. When the positions that are furthest from
market are reclassified where appropriate, the City's overall
difference from market will be addressed.
• At the midpoint of the range, Tamarac is on average 1.33 percent
below market average for all surveyed classes. This is well within
the expected difference from market. Again, when classes that are
further from market are reclassified where appropriate, this
difference from market will be addressed,
• Across all surveyed classes, the City is approximately 1.89 percent
above market on average at the maximum of the pay range. Similar
to the market minimum analyses, this may be due in part to wider
pay range spreads in Tamarac, as well as particular positions'
difference from market,
Page 5-6
6.o PROPOSED SOLUTION
In this chapter, MGT presents our proposed solution for the current classification and
compensation systems at the City of Tamarac. In Chapter 5.0, the external equity situation
was reviewed, and overall, Tamarac was shown to be relatively competitive with the market in
its bargaining and non -bargaining plans. Prior to presenting the proposed solutions, 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 Equily Relationships
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 Questionnaireo. 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 factors are assigned a score in a range. Generally, the higher a class is
scored, the higher level of compensation is expected within the organization. Employees filled
out the forms and their supervisors reviewed the forms for accuracy. While the Job Content
Questionnairec includes many sections, not all factors are considered to be compensable
factors. The five key areas include work performed, responsibility, problem solving, financial
Page 6-1
Proposed Solution
authority, and 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
a 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 can be expected, as pay grades move up in
value, so do the JCQ score ranges, but it is important to note that the correlation between pay
grade and JCQ point ranges is strong though not perfect. The implication 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.
Overall, the Tamarac pay schedules are fairly consistent with the marketplace.
However, MGT has recommended some structural changes to the Non -bargaining pay plan,
including pay range consolidation. Additional recommendations include renumbering of the
Bargaining, Non -bargaining, and Executive schedules, and increases to maintain market
competitiveness.
Page 6-2
Proposed Solution
6.2 Classification and PaU Plan Changes —Bargaining
As a result of a review of the JCQ information, the job description and the market
survey range data, MGT recommends a new Bargaining Job Classification Pay Plan. The
bargaining schedule as illustrated below shows a three -percent increase to all grades except
the Inspector broadband through pay grade 120, which received a 5-percent increase for
market equity. Further, the bargaining schedule is recommended for renumbering to the "100
series." The bargaining schedule also includes changes to several job classifications as a
result of the data gathered during the study, The recommended new bargaining pay schedule
is presented in Exhibit 6-1.
Page 6-3
Alrwriw
XT_
Proposed Solution
EXHIBIT 6-1
CITY OF TAMARAC
RECOMMENDED BARGAINING PAY PLAN
New ANNUAL SALARY RANGE
Grade Minimum Midpoint Maximum
Title
102 21,764 26,797 31,830
Utilities Service Apprentice (Utilities -Construction)
Utilities Service Apprentice (Utilities -Maintenance)
Service Worker Apprentice (Public Works)
103 23,124 28,471 33,817
Bus Driver (Parks and Recr)
Bus Driver P/T (Parks and Recr)
Recreation Assistant P/T (Parks and Rec)
Recreation Assistant (Parks and Rec)
Building Custodian — Building Maintenance (Public Works)
104 24,482 30,145 35,806
Permit Clerk (Building)
Records Clerk (City Clerk's Office)
Groundskeeperi(Landscape)
Groundskeeper I (Parks and Rec)
105 25,844 31,819 37,794
Customer Service Rep./Cashier PIT (Parks & Recreation)
Transportation Dispatch Clerk (Parks/Rec)
Purchasing Clerk (Purchasing)
Service Worker I (Streets)
Service Worker I (Stormwater)
CSR 25,844 33,806 41,768
Customer Service Representative Broadband (Customer Serv)
106 27,199 33,489 39,779
Building Custodian Crewleader (PW Bldg. Maint.)
Senior Bus Driver (Social Services)
Utilities Service Worker I — (Utilities — Construction)
Water System Operator I — (Utilities — Support Services)
Wastewater Service Worker I — (Utilities — Maintenance)
Water Plant Operator Trainee (Utilities)
Equipment Operator I (PW Field Ops.)
Groundskeeper 11 (Landscape)
Groundskeeper 11 (Parks and Rec)
WPO 27,199 41,441 55,682
Water Plant Operator Broadband
Page 6-4
Proposed Solution
EXHIBIT 6-1 (Continued)
CITY OF TAMARAC
RECOMMENDED BARGAINING PAY PLAN
New ANNUAL SALARY RANGE
Grade Minimum Midpoint Maximum
Title
107 28,559 35,164 41,768 Accounting Clerk (Accounting)
Building Maintenance Technician (PW Bldg. Maint.)
Building Maintenance Technician (Parks & Recreation)
Mechanic I — Maintenance (Utilities)
Office Specialist (City Clerk)
Office Specialist (Fire)
Office Specialist (PW Administration)
Office Specialist (PW Stormwater)
Office Specialist (Social Services)
Office Specialist (PW Fleet)
Office Special ist-S u pport Services (Utilities)
Senior Permit Clerk (Building)
Service Worker 11 (Streets)
Service Worker 11 (Stormwater)
108 29,921 36,837 43,754 Field Technician — Engineering (Utilities)
Mechanic I — Fleet Services (Public Works)
Occupational License Specialist (Community Development)
Records Coordinator (City Clerk)
Senior Customer Service Representative (Finance)
Utilities Service Worker 11 — (Utilities — Construction)
Utility Material Resource Coordinator (Utilities)
Wastewater Service Worker 11-Maintenance (Utilities)
Water System Operator 11-Support Svcs. (Utilities)
Recreation Programmer I (Parks & Recreation)
Office Coordinator (Building and Code Compliance)
Office Coordinator (Public Works)
Office Coordinator (City Clerk)
Office Coordinator (Community Development/Planning)
Office Coordinator (Community Development/Housing)
Office Coordinator (Utilities)
Equipment Operator 11 — Stormwater (Public Works)
Equipment Operator 11 — Streets (Public Works)
Equipment Operator 11-Trans. & Distrib. (Utilities)
Aquatic Spray Technician (Public Works)
CCO 29,921 , 38,825 47,729 Code Officer Series (Building and Code Compliance)
109 31,276 38,510 45,743 Groundskeeper Crewleader (Pks. & Rec. Field Maint.)
Groundskeeper Crewleader (Landscape)
Assistant Buyer (Purchasing)
UPT Page 6-5
EXHIBIT 6-1 (Continued)
CITY OF TAMARAC
RECOMMENDED BARGAINING PAY PLAN
New ANNUAL SALARY RANGE
Grade Minimum Midpoint Maximum
Title
Proposed Solution
110 32,638 40,183 47,729 Fleet Mechanic 11 — (Public Works)
Mechanic 11 — WW System (Utilities)
Utilities Service Worker III — Construction (Utilities)
Utility Services Representative — Construction
Wastewater Service Worker III (Utilities)
Service Worker Crewleader (Public Works Stormwater)
Service Worker Crewleader (Streets)
Carpenter — Building Maintenance (Public Works)
ill 33,995 41,857 49,720 Mechanic Ill — WW System (Utilities)
Fleet Mechanic Ill (Public Works)
Recreation Programmer 11 (Parks & Recreation)
Special Events Specialist (Parks & Recreation)
Systems Coordinator (Public Works)
Technical Support Representative I (MIS)
Buyer (Purchasing)
Drafter (Utilities Engineering)
112 35,353 43,529 51,706 Transportation Supervisor (Social Services)
Electrician — Building Maintenance (Public Works)
Electrician — Wastewater (Utilities)
113 36,712 45,203 53,694 Backflow Technician (Utilities)
Engineering Review Technician (Public Works)
Engineering Technician (Utilities)
Senior Code Officer (Building and Code Compliance)
Senior Mechanic — Fleet Services (Public Works)
Senior Tradesperson — Building Maintenance (Public Works)
Technical Support Representative 11 (IT)
Senior Occupational License Spec. (Community Development)
Water Conservation Specialist
114 38,073 46,877 55,682 SCADA System Specialist (Utilities)
Instrument & Control Technician (Utilities)
Customer Service Supervisor (Customer Service)
Page 6-6
Proposed Solution
EXHIBIT 6-1 (Continued)
CIrIY OF TAMARAC
RECOMMENDED BARGAINING PAY PIAN
Now ANNUAL SALARY RANGE
Grade Minimum Midpoin Maximum Title
115 39,430 48,549 57,668 Facility Management Sup. — Bldg. Maint. (Public Works)
116 40,792 50,224 59,656
117 43,510 53,571 63,633
INS 41,584 53,226 64,868
118 47,123 58,020 68,917
119 48,510 59,728 70,946
Landscape Supervisor (Public Works)
Distribution Supervisor -Trans. & Distrib. (Utilities)
Water Accountability Supervisor (Utilities)
Transmission Supervisor -Trans. & Distrib. (Utilities)
Wastewater Supervisor — WW System (Utilities)
Maintenance Supervisor -Wastewater (Utilities)
Parks Maintenance Supervisor (Parks & Rec. Field Maint.)
Chemist — Water System (Utilities)
Fleet Service Supervisor — Fleet Services (Public Works)
Streets Supervisor (Public Works Field Ops.)
Water Plant Lead Operator (Utilities)
Stormwater Supervisor — Field Ops. (Public Works)
Engineering Construction Inspector (Utilities)
Engineering Const. Insp./Plans Exam. -Engineering
Electrical Inspector/Plans Examiner (Building)
Plumbing Inspector (Building)
Plumbing Inspector -Will Call (Building)
Structural Inspector (Building)
Structural Inspector/Plans Exam. P/T (Building)
Senior Engineering Construction Inspector (Public Works)
120 51,279 63,138 74,997 Chief Electrical Inspector (Building)
Chief Mechanical Inspector (Building)
Chief Plumbing Inspector (Building)
Chief Structural Inspector (Building)
Page 6-7
Proposed Solution
EXHIBIT 6-iL (Continued)
CITYOFTAMARAC
RECOMMENDED BARGAINING PAY PLAN
SKILL -BASED PROGRESSION BROADBAND
Building Inspector Pay Plan
$19.99
$20.60
$21.42
$23.33
Pre -Provisional
Provisional
Licensed
Plans
$31.19
Inspector
Inspector
Inspector
Examiner
mAx
$41,584
$42,849
$44,545
$48,519
$64,868
Code Enforcement Officer Pay Plan
$14-39
$15.14
$15.90
$16.66
$17.42
$18-18
Pre-
Milestone
Milestone
I Milestone
Milestone
Milestone!
$22.95
Certified
1
2
1-3
4
5 1
MAX
$29,921
$31,497
$33,073
$34,651
$36,227
$37,806 $47,729
Water Plant Operator Pay Plan
$13.08 $15.69 S 17 65 V A In
Water Plant
Water Plant
Water
Plant
Water
I Plant
Oper Trainee
Operator C
Operator B
I Operator A
$21,199 $32,638 $36,712 $38,073
Customer Service Pay Plan
$12.43 $13.79
Cust Sery Cust Sery
Representative I Representative
$25,844 $28,687
$26.77
Maximum
$55,682
To further clarify the transition from the current to the proposed plan, Exhibit 6-2
provides a side -by -side comparison of the current and proposed plans.
Page 6-8
Proposed Solution
EXHIBIT 6-2
CITY OF TANIARAC
CURRENT AND PROPOSED BARGAINING PAY PLAN
6
$21,130
$26,016
$30,903
102
$21,764
$26,797
$31,830
7
$22,450
$27,641
$32,832,
103
$23,124
$28,471
$33,817
8
$23,769
$29,267
$34,764
104
$24,482
$30,145
$36,806
9
$25,091
$30,892
$36,693
105
$25,844
$31,819
$37,794
9/11*
$25,091
$32,821
$40,551
CSR
$25,844
$33,806
$41,768
10
$26,407
$32,514
$38,620
106
$27,199
$33,489
$39,779
WPO
$26,407
$40,234
$54,060
WPO
$27,199
$41,441
$55,682
11
$27,728
$34,139
$40,551
107
$28,559
$35,164
$41,768
12
$29,049
$35,764
$42,480
108
$29,921
$36,837
$43,754
12/14*
$29,049
$37,694
$46,339
cco
$29,921
$38,825
$47,729
13
$30,365
$37,388
$44,411
109
$31,276
$38,510
$45,743
14
$31,687
$39,013
$46,339
110
$32,638
$40,183
$47,729
15
$33,005
$40,638
$48,271
ill
$33,995
$41,857
$49,720
16
$34,324
$42,262
$50,200
112
$35,353
$43,529
$51,706
17
$35,643
$43,887
$52,130
113
$36,712
$45,203
$53,694
18
$36,964
$45,512
$54,060
114
$38,073
$46,877
$55,682
19
$38,282
$47,135
$55,988
115
$39,430
$48,549
$57,668
20
$39,604
$48,761
$57,919
116
$40,792
$50,224
$59,656
22
$42,242
$52,011
$61,779
117
$43,510
$53,571
$63,633
20/22*
$39,604
$50,691
$61,779
INS
$41,584
$53,226
$64,868
24
$44,879
$55,257
$65,636
118
$47,123
$58,020
$68,917
25
$46,200
$56,884
$67,568
119
$ 48,510 1
$59,728
$70,946
27
$48,837
$60,131
$71,425
120
$51,279 1
$63,138
$ 74,997
Finally, through the analysis of the study data, MGT recommends the following
classification changes within the bargaining pay plan, as depicted in Exhibit 6-3.
Page 6-9
P'roposed Solution
EXHIBIT 6-3
CITY OF TAMARAC BARGAINING PAY PLAN
RECOMMENDED CLASSIFICATION CHANGES
CLASS TITLE
CURRENT
PAY
GRADE
RECOMMENDED CLASS TITLE
PROPOSED
PAYGRADE
Building Custodian
6
Building Custodian
103
Maintenance Worker I (Parks)
6
Abolished
N/A
Maintenance Worker I (Public Wks)
6
Service Worker Apprentice
102
Maintenance Worker 11 (Parks &
Landscape)
8
Groundskeeper I (Parks &
Landscap )*
104
Maintenance Worker 11 (Streets &
Stormwaterl __
8
Service Worker I (Streets &
Stormwater)
105
Permit Clerk 1
8
Permit Clerk*
104
Secretary
8
abolish class
Equipment Operator 1
9
Equipment Operator 1
106
Maintenance Worker III (Parks &
Landscape)
10
Groundskeeper 11 (Parks &
Landscapej�__
106
Maintenance Worker III (Streets &
Stormwater)
10
_
Service Worker 11 (Streets &
Stormwater)____
107
Recreation Programmer 1
10
Recreation Programmer 1
108
Stormwater Specialist
10
Aquatic Spray Technician
108
Equipment Operator 11
11
Equipment Operator 11
108
Building Services Coordinator
12
Office Coordinator'
108
Engineering Services Coordinator
12
Office Coordinator*
108
Housing Coordinator
12
Office Coordinator*
108
Information & Resource Coordinator
12
Office Coordinator�
108
Planning Coordinator
12
Office Coordinator*
108
Utility Coordinator
12
Office Coordinator*
108
Parks & Recreation Crewleader
12
Groundskeeper Crewleader
109
Purchasing Coordinator
12
Assistant Buyer
109
Carpenter
13
Carpenter
110
Drafter 11
13
Drafter
ill
Landscape Crewleader
13
Groundskeeper Crewleader*
109
Stormwater Crewleader
13
Service Worker Crewleader
110
Streets Crewleader
14
Service Worker Crewleader*
110
Buyer
14
Buyer
Electrician
15
Electrician
112
Transportation Supervisor
15
Transportation Supervisor
112
N/A — New Classification
N/A
Water Conservation Specialist
113
Chemist
16
Chemist
115
Parks Maintenance Supervisor
16
Parks Maintenance Supervisor
115
Customer Service Supervisor
17
Customer Service Supervisor
114
Page6-10
Proposed Solution
EXHIBIT 6-3 (Continued)
CITY OF TAMARAC BARGAINING PAY PLAN
RECOMMENDED CLASSIFICATION CHANGES
CLASS TITLE
CURRENT
PAY
GRADE
RECOMMENDED CLASS TTrLE
PROPOSED
PAY GRADE
Distribution Supervisor
17
Distribution Supervisor
115
Transmission Supervisor
17
Transmission Supervisor
115
Maintenance Supervisor
17
Maintenance Supervisor
115
Wastewater Supervisor
17
Wastewater Supervisor
115
Water Accountability Supervisor
17
water Accountability Supervisor
115
Stormwater Supervisor
19
Stormwater Supervisor
116
*NOTE: Indicates a change in classification title.
6-3 Classification and Pay Plan Changes—Non-hargaining
As a result of a review of the JCQ information, job descriptions and the market survey
range data, MGT recommends a new Non -bargaining Job Classification Pay Plan. The non -
bargaining schedule shows the most significant number of recommended changes, including
consolidation of pay ranges to address the schedule's small midpoint progressions. Pay
grades 8, 9, and 10 have been recommended for removal, given they are not used. Finally,
the percent increase to the pay ranges is relatively consistent (3 percent) across most grades.
However, some pay grades warranted slightly lower or higher increases to create well -
structured midpoint progressions that will provide room for increases when moving from grade
to grade and will help prevent compression. The recommended non -bargaining pay plan also
provides broader salary ranges consistent with the market that allow managers flexibility in
determining pay of non -bargaining employees. This schedule is recommended for
renumbering to the "200 series," as depicted in Exhibits 6-4 and 6-5.
Page 6-11
Proposed Solution
EXHIBIT 6-4
CITY OF TAMARAC
RECOMMENDED NON -BARGAINING PAY PLAN
New ANNUAL SALARY RANGE
Grade Minimum Midpoint Maximum
Title
202 26,982 35,802 44,622 Administrative Secretary (City Manager)
HR Support Specialist I (Human Resources)
204 29,551 39,210 48,869 Fiscal Services Coordinator (Finance)
HR Support Specialist 11 (Human Resources)
206 32,118 42,617 53,116 Office Supervisor (Building)
Payroll Coordinator (Finance)
Public Information Specialist (City Manager)
Administrative Coordinator
HR Technician (Human Resources)
208 34,686 46,025 67,363
Executive Assistant (Mayor/Commission)
Executive Assistant (City Manager)
Accountant I (Accounting)
Accounting and Revenue Specialist
210 36,145 47,960 59,775 Parks & Recreation Site Supervisor (Parks & Recreation)
Assistant Planner (Community Development)
Special Events Coordinator (Parks and Recreation)
Social Services Supervisor
212 38,540 51,137 63,735 Accountant 11 (Accounting)
Management & Budget Analyst (Budget)
Revenue Analyst (Finance)
Assistant City Clerk (City Clerk)
Human Resources Analyst (HR)
214 40,596 53,866 67,136 Special Events Manager (Parks & Recreation)
Community Education Preparedness Specialist (Fire)
Procurement Specialist (Finance)
Benefits Specialist (HR)
Safety Specialist (HR)
Management Analyst (CM)
Training Specialist (HR)
Project Manager (Public Works)
Senior Human Resources Analyst (Human Resources)
GIS Manager (Community Development)
-No Page 6-12
.TA a'--
Proposed Solution
EXHIBIT 6-4 (Continued)
CIr1Y OF TAMARAC
RECOMMENDED NON -BARGAINING PAY PLAN
New ANNUAL SALARY RANGE
Grade Minimum Midpoint Maximum
Title
216 43,007 57,065 71,123 Special Projects Coordinator (City Manager's Office)
Budget and Contracts Manager (Public Works)
Support Services Manager (Utilities)
Administrative Services Manager (Parks and Recreation)
Engineer I (Public Works)
Network Analyst (IT)
Systems Analyst (IT)
THE Support Specialist P/T (information Technology)
Housing Administrator (Community Development)
218 45,177 59,944 74,710 Engineering Coordinator (Utilities -Engineering)
Senior Planner (Community Development)
Laboratory Manager (Utilities Administration)
Construction Superintendent -Trans. & Distrib. (Utilities)
Maintenance Superintendent-WW System (Utilities)
Parks Superintendent (Parks & Recreation)
Recreation Superintendent (Parks and Recreation)
Public Works Superintendent (Public Works)
220 47,526 63,062 78,597 Code Enforcement Manager (Building and Code)
Water Plant Superintendent -Water System (Utilities)
Building Operations Manager
Economic Development Manager (Community
Development)
Public Information Officer (City Manager)
222 50,094 66,468 82,843 Management & Budget Officer
Controller (Accounting)
Planning & Zoning Manager (Community Development)
Engineer 11 (Public Works)
224 52,917 70,215 87,512 Purchasing & Contracts Manager (Purchasing)
Operations Manager (Utilities)
Operations Manager (Public Works)
Risk and Safety Manager (Human Resources)
Assistant City Engineer (Public Works)
Systems and Network Manager (information Technology)
226 56,041 74,360 92,679 Asst. Director of Human Resources (Human Resources)
Asst. Director of Parks and Recreation
228 57,643 76,485 95,327 Asst. Director of Public Works/Capital Projects Manager
Asst. Director of Utilities
APT Page 6-13
Proposed Solution
To further clarify the transition from the current to the proposed plan, Exhibit 6-5
provides a side -by -side comparison of the current and proposed plans, Some of the
transitional changes reflect IVIGT's recommendation to consolidate pay grades to reduce the
overall number of pay grades in the non -bargaining schedule, In order to accomplish this,
positions were moved into the most appropriate new non -bargaining pay grade. This
movement as a result of pay grade consolidation was not an "upgrade" or "downgrade" of
positions. Therefore, equity adjustments were not recommended as a result of the pay plan
consolidation above,
EXHIBIT 6-5
CITY OF TAMARAC
CURRENT AND PROPOSED NON -BARGAINING PAY PLAN
%
a 7
8
$
22,457
$
29,798
$
37,139
9
$
23,705
$
31,454
$
39,202
11
$
26,196
$
34,759
$
43,322
202
$
26,982
$
35,802
$
44,622
12
-
$
27,444
$
36,415
$
45,385
204
$
29,551
$
39,210
$
48,869
13
$ 28,690
$ 38,068
$ 47,446
14
$
29,938
$
39,724
$
49,510
206
$
32,118
$
42,617
$
53,116
$ 31,183
$ 41,376
$ 51,569
16
$
32,430
$
43,031
$
53,631
208
$
34,686
$
46,025
$
57,363
17
$
33,676
$
44,684
$
55,692
18
$
34,923
$
46,339
$
57,754
210
$
36,145
$
47,960
$
59,775
19
-
$
36,169
$
47,992
$
59,814
212
$
38,540
$
51,137
$
63,735
20
$ 37,417
$ 49,648
$ 61,879
21
$
38,663
$
51,301
$
63,939
214
$
40,696
$
53,866
$
67,136
22
$ 39,911
$ 52,957
$ 66,003
23
$
41,155
$
54,608
$
68,060
216
$
43,007
$
57,065
$
71,123
24
-
$
42,401
$
56,261
$
70,121
218
$
45,177
$
59,944
$
74,710
25
$ 43,649
$ 57,917
$ 72,184
26
$
44,896
$
59,572
$
74,247
220
$
47,526
$
63,062
$
78,597
27
$ 46,142
$ 61,225 -
$ 76,308
Page 6-14
Proposed Solution
EXHIBIT 6-5 (Continued)
CITY OF TAMARAC
CURRENT AND PROPOSED NON -BARGAINING PAY PLAN
28
$
47,389
$
652,880
$
78,370
222
$
50,094
$
66,468
$
82,843
29
$
48,635
$
64,533
$
80,430
31
$
51,128
$
67,841
$
84,553
224
$
52,917
$
70,215
$
87,512
32
$
52,375
$
69,496
$
86,616
226
$
56,041
$
74,360
$
92,679
33
$
53,621
$
71,149
$
88,676
228
$
57,643
$
76,485
$
95,327
L__14
$
54,868
$
72,803
� $
90,738
Finally, MGT proposes changes to several job classifications as detailed in Exhibit 6-6
below. Some of the changes in the table are a result of class consolidation. By consolidating
classifications, the City will be able to provide more flexibility to department managers to
establish and adjust the pay of employees within the broader grades. Other changes are to
title or pay grade to better reflect duties of the class and/or to reflect market competitiveness.
As part of the study, MGT will revise and create new class descriptions to reflect the duties of
the consolidated and revised classes.
Page 6-15
Proposed Solution
EXHIBIT 6-6
CITY OF TANLkRAC
RECOMMENDED CLASSIFICATION & MARKET -BASED CHANGES
NON -BARGAINING PAY PLAN
CLASSTITLE
CURRENT
PAY.
GRADE_
RECOMMENDED CLASS TITLE
PROPOSED
PAY GRADE
Legal Secretary
11
abolish class
Administrative Secretary (Risk)
11
HR Technician
206
Administrative Coordinator
13
Administrative Coordinator
206
Accounting and Revenue Specialist
16
Accounting and Revenue Specialist
208
Senior Executive Assistant
17
Executive Assistant*
208
Assistant City Clerk
18
Assistant City Clerk
212
Engineer 1
20
Engineer 1
216
Management Analyst
20
Management Analyst
214
Training Specialist
20
Training Specialist
214
GIS Manager
21
GIS Manager
214
Network Analyst
21
Network Analyst
216
N/A — New Classification
N/A
Housing Administrator
216
Senior Procurement Specialist
21
Procurement Specialist*
214
Systems Analyst
21
Systems Analyst
216
Admin Services Manager
22
Admin Services Manager
216
Laboratory Manager
23
Laboratory Manager
218
Parks Superintendent
23
Parks Superintendent
218
Recreation Superintendent
23
Recreation Superintendent
218
Public Works Superintendent
23
Public Works Superintendent
218
Construction Superintendent
23
Construction Superintendent
218
Maintenance Superintendent
23
Maintenance Superintendent
218
HTE Support Specialist
24
HTE Support Specialist
216
Public Information Officer
28 L-Public
Information Officer
220
*NOTE: Indicates a change in classification title.
6.4 Fire Administration Pay Plan
Exhibit 6-7 depicts the recommended pay plan for Fire Administration positions. Exhibit
6-8 depicts Fire pay ranges comprising Fire Administration classes, Similar to the non -
bargaining ranges discussed above, the midpoint progression was fairly small. As such, the
increases provided to the ranges are not uniform and range between five and six percent.
MGT has not proposed to rename the Fire ranges.
Page 6-16
f
Proposed Solution .
EXHIBIT 6-7
CITY OF TAMARAC
RECOMMENDED FIRE ADMINISTRATION PAY PLAN
FBC
$62,217
$80,104
$97,992
Battalion Chief - Fire Rescue
FDC
$65,328
$84,109
$102,891
Fire Division Chief - Fire Rescue
DFC
$68,594
$88,315
$108,036
Deputy Fire Chief - Fire Rescue
EXHIBIT 6-8
CITY OF TAMARAC
RECOMMENDED FIRE ADMINISTRATION SCHEDULE
FBC
$
62,217
$
80,104
$
97,992
FDC
$
65,328
$
84,109
$
102,891
DFC
$
68,594
$
88,315
$
108,036
6..5 Executive Pay Plan
Finally, Exhibit 6-9 depicts the recommended pay plan for the Executive positions,
Exhibit 6-10 includes the recommended Executive ranges. The numbering scheme is the
"300 series" and includes some minor revisions to midpoint progression.
Page 6-17
Proposed Solution
EXHIBIT 6-9
CITY OF TA31ARAC
RECOMMENDED EXECUTIVE SCHEDULE
301 $56,175 $74,537 $92,900 City Clerk
Director of Building and Code
303 $65,163 $86,463 $107,764 Compliance
Director of Information Technology
Director of Human Resources
305 $71,904 $95,408 $118,911 Assistant City Manager
Director of Community Development
Director of Finance
Director of Parks & Recreation
Director of Public Works
Director of Utilities
307 $76,877 $102,006 $127,135 Deputy City Manager
Fire Chief
EXHIBIT 6-io
CITY OF TAMARAC
RECOMMENDED EXECUTIVE SCHEDULE
301
$
56,175
$
74,537
$
92,900
303
$
65,163
$
86,463
$
107,764
305
$
71,904
$
95,408
$
118,911
307
$
76,877
$
102,006
$
127,135
6.6 Implementation Plan
Implementation plans for each schedule are included below.
6-3A Bargaining Im
�plementation Plan
In order to address problems concerning where employees' salaries fall within the
bargaining schedule, MGT has proposed an approach to implementation that includes several
types of increases. First, all employees should receive a 3 percent across-the-board
Page 6-iS
Proposed Solution
adjustment. Second, particular employees should receive equity adjustments in order to
maintain internal and/or external equity. Equity increases are recommended to be five percent
for employees in classes that were recommended for a market or internal equity -based
upgrade. Next, any employee whose salary is below the proposed minimum should move at
least to the minimum of their proposed pay range.
Next, MGT recommends that employees should receive a '!comparatio" increase based
on which quartile of the pay range their salary is in after the across-the-board adjustment,
equity adjustment, and adjustment to the minimum (if below). This increase is a percentage of
their pay range midpoint, though the percentage varies according to the quartile their salary
falls within. Those employees in the first quartile will receive a greater percentage of midpoint
than those in the fourth quartile in order to help move employees through the pay range.
Finally, bargaining employees are recommended to receive an increase based on tenure with
the City. The increases are described below in Exhibit 6-11 and Exhibit 6-12 provides a
graphic depiction of the increase recommendations for bargaining employees.
it is important to note that the increases build on one another but are mutually exclusive,
so employees may receive one or more increases as needed. All bargaining employees are
recommended to receive at least the 3 percent across-the-board adjustment and comparatio
increases as long as the increase does not put them above the proposed maximum of their
pay range.
While this implementation plan will help to move bargaining employees through their pay
ranges, this solution is but the first step toward rectifying this problem. In order to allow
bargaining employees to properly move through their pay ranges, the City should establish a
system to provide performance increases or other types of increases as a part of or in addition
to an annual across-the-board adjustment.
Page 6-19
Proposed Solution
EXHIBIT 6-1i
CITY OF TAMARAC PROPOSED BARGAINING EMPLOYEE
SALARY INCREASE PERCENTAGES
COMPARATIO
INCREASE
First Quartile
Increase of 1.5 percent of midpoint
Second Quartile
Increase of 1.0 percent of midpoint
Third Quartile
Increase of 0.5 percent of midpoint
Fourth Quartile
Increase of 0.25 percent of midpoint
TENURE
INCREASE
Between 1 and 2 years of service
0.5 percent increase
Between 2 and 3 years of service
1.0 percent increase
Between 3 and 4 years of service
1.5 percent increase
Between 4 and 5 years of service
1.75 percent increase
5 or more years of service
2.0 percent increase
EXHIBIT 6-12
CITY OF TAMARAC PROPOSED BARGAINING EMPLOYEE
SALARY INCREASE METHODOLOGY
STEP 1
3 percent across-the-board adjustment
STEP 2
Equity Adjustment for Identified Positions to
Address Internal and/or External Equity
STEP 3
Adjustment to Minimum for Reclassified
Positions, if Needed
STEP 4
Comparatio Adjustment
STEP 5
Tenure Adjustment
Page 6-2o
Proposed Solution
6.3.2 No bargaining Implementation Plan
Some of the increases recommended for non -bargaining employees are similar to those
recommended for bargaining employees. However, the non -bargaining pay schedule lacks
some of the problems found in the bargaining schedule, so tenure and comparatio
adjustments were not warranted. Further, non -bargaining employees receive up to a 5
percent performance increase each year, so additional increases of this type are not included
in the recommended implementation plan. Increases provided to non -bargaining employees
included equity adjustments to achieve internal and external equity, and an adjustment to the
proposed minimum if needed.
6.3.3 Fi %I Lge -,ntl aple nentation Ian
No changes were recommended to Fire Management positions, and equity adjustments
were not warranted.
6.3.4 Executive IMDleme-ntation Plan
Similar to Fire Management, no position or classification changes were recommended,
and no equity adjustments were warranted.
While no individual salary adjustments are recommended for Executives, it is important
to note that there are two executive positions below the midpoint, with one position
significantly below the midpoint. This is to be expected, given differences in tenure and
performance, However, the City should consider providing an equity adjustment to the
incumbent in this position, given the position supervises other executives with higher salaries.
Such an equity adjustment would help remedy the potential internal inequity.
6.4 Implementation Cost
The cost of pay adjustments for implementing the revised pay plans as noted above is
approximately $598,678. A detailed cost breakout by pay schedule is depicted below in
Exhibit 6-13. While it would be ideal to implement all recommended changes in the next fiscal
page &-21
Proposed Solution
year, given the cost associated with the recommendations, MGT recognizes that fiscal
constraints may prevent the City from proceeding to implement all of these changes at once.
Therefore, these recommendations and pay adjustments may be implemented in phases over
multiple years.
EXHIBIT 6-13
CITY OF TAMARAC PROPOSED COST FOR IMPLEMENTATION
PAYSCHEDULE SALARY COST SALARY +
BENEFITS COST
Bargaining Schedule $ 475,924 $ 599,664
Non -bargaining Schedule $ 122,754 $ 154,670
Executive Schedule $ 0.00 $ 0.00
Fire Management Schedule $ 0.00 $ 0.0 0
t
8''. 4''.7s4a14,'�'
598A7,
Page 6-22
Appendix A
JOB, CONTENT QUESTIONNAIREC'
PREPARED FOR:
The City of Tamarac
Classification & Compensation Study
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 June 3, 2005.
Hard Copy Users: Please return the completed JCQ to your department designee by June 3,2005.
ST
km�-'
2123 Centre Pointe Blvd.
Tallahassee, Florida 32308
850-386-3191
850-385-3501 (fax)
www.MGTofAmerica.com
job Content Questionnaire'
INTRODUCTION
The following pages are designed to collect information about your role in the City of Tamarac and the job that
you perform.
The information that you submit will be used to examine internal 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 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 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
LJ Less than 15 Ll 15 — 2o L] 21 —3o Ll 31 - 37,5 Q 37.6 - 40 U Greater than 40
5jq!!Ls (please choose one)
E3 Full t'ime
0
MGT
Ll Part time
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JOB DESCRIPTION AND RESPONSIBILITIES
SECTION 2.0 JOB DESCRIPTION
In the space provided below, please give a brief, general description of the purpose ofyour position. This description does
not have to be the same as yourformaljob description, but it can be ifyou choose.
Indicate the number offull-time andpart-time individuals you supervise:
Directly*: full-time
Indirectly": full-time
part-time, reduced hours, and temporary
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 donot 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.
ig
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SECTION 3.0 JOB DUTIES
In the space provided below, please list the major job duties ofyour 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 thefive duties that most clearly define
yourjob.
FREQUENCY % OF TIME FIVE (5) MOST
D- DAILY, SPENT ON IMPORTANT
W-WEEKLY, EACH DUTIES.
M-MTHLY, DUTY
S-SEMI- (MONTHLY)
ESSENTIAL DUTIES
ANNUAL
A -ANNUAL
Example I — Prepare briefing documents on cash availability Weekly 5 4
Example 2 — Answer residentphone calls on City services Daily 70 1
Example 3 — Utilizeproductivity software to create letters Daily 15 2
Example 4 — Set up meetingsfor 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 — �111' is the highest and "5" is the lowest in importance. The % of Time column
should total 100 percent *5% of work time is: I day or 8 hours per month
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SECTION 4.0 RESPONSIBILITY WITHIN THE ORGANIZATION
Please check the box next to the statement that most closely 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 youperform, please check the,boxesfor those that may
also apply.
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 thefollowing statements most CIOSeIV matches the work that you perform on a regular basis.
U Clerical/Manual
U Technical/Paraprofessional
Ll Administrator
13 Managerial[Professional
Ll Executive/Advanced Professional
L3 Laborer/Trade-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 Managerial/Professional, please skip to SECTION 5.2.
If you chose Exec utive/Advanced Professional, please skip to SECTION 5.3.
0
N9F
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job Content Questionnaire
SECTION 5.0 ROLE WITHIN THE ORGANIZATION
SECTION 5.1 ADMINISTRATIVE ROLE
Please read the following description of an administrative job role and check whether it applies to yourjob.
My work requires the exercise of discretion and independentjudgment with respect to matters of significance. Iregularly
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: (Thef6flowingare
examples of the exercise of "discretion andjudgment" with respect to "matters of significance". Youriob 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.
0 My work affects City business operations to a substantial degree even though assignments are related to a particular
segment.
0 1 can commit the City in matters that have significant financial impact.
0 1 have authority to waive or deviate from established policies or procedures without prior approval.
0 1 can negotiate and bind the City on significant matters.
0 1 provide consultation or expert advice to management.
0 1 am involved in planning long- or short-term business objectives.
I investigate and resolve matters of significance on behalf of management.
0 1 represent the City in handling complaints, arbitrating disputes or resolving grievances.
0 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 orinteipreted with advanced or
specialized knowledge and skills.)
If at least one of these applies to your job, check "Yes"
LJ Yes LJ No
SECTION 5.2 PROFESSIONAL ROLE
Please read the following description of a professionaijob role and check whether it applies to yourjob.
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.)
LJ Yes U 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
El Yes U No
MST 0
0
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SECTION 5.3 EXECUTIVE/MANAGEMENT ROLE
Please read the following description of an executivelmanagement role and check whether it applies to youriob.
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:
0 1 determine policies and work procedures; or the type of materials, supplies, machinery, and equipment of tools to be
used.
0 1 also provide for the safety and security of employees or property; plan and control the budget; and monitor or implement
legal compliance measures.
13 Yes LJ No
SECTION 6.0 VOCATIONAL/EDUCATIONAL PREPARATION
What level of education should be reau
for your position?
L] Up to and including some high school
L] Completion of high school/GED
U Some College 4 of Hours (Semester/Quarter)
• Completion of associate's degree Lj
• Completion of bachelor's degree Lj
Some graduate work # of Hours (Semester/Quarter)
Completion of master's degree
Completion of doctorate degree
Other
Other
What certificalions, licenses, or professional designations, if any are requ . for your position?
What certifications, licenses, or professional designations, if any are preft oryourposition?
f
SECTION 7.0 EXPERIENCE REQUIRED
How much experience should be requ for Your Position?
Ll
No experience required
L3
5 Years
L3
Six Months
Ll
6 Years
U
I Year
U
7 Years
U
2 Years
L3
8 Years
U
3 Years
Ll
Over 8 Years
U
4 Years
Can education be substitutedfor experience? Can experience be'substitutedfor education?
Ll Yes U No Q Yes LJ No
0
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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
theprevious page. . If there is more than one statement that seems to apply to the type of work thatyouperform, please check
the boxesfor those that may also apply.
MAY 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 general housekeeping/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 perf6 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; *.�_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
problems; *May plan or direct the sequence 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
interpret or apply 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
develop newapproaches 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
n and the disciprine._____
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.)
IT 0
4W
A!
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SECTION 9.0 RESPONSIBILITY AND LEADERSUIP
This section relates to the amount of leadership your job requires. Please read each of the sentences below, and check the
box representing the closestmatc 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 boxesfor 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 instructionS7 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 convey or 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
guide or assist people; ni�y give instructions or assignments to helpers 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,
_p2 A�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 journals )r rep rts.
*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 Iona term planniap,
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.)
gGT
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SECTION 10.0 DECISION MAKING
This section relates to the amount of'decision-making yourjob 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 boxesfor those that may also apply.
MAY 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
responsible for providing information to those who de2end 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 of the organization and the general public.
Verform 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 goals, o�iectives and policies,
*Perform executive work involving the application of broad principles of professional
management and leadership to new problems for which conventional solutions may or 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
I
I technoloEies, competing priorities, 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.)
a
MGT
Human Resources Management Consulting Practice
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job Content Questionnaire
SECTION 11.0 FINANCIAL AUTHORITY
Please read each of the sentences below, and check the boxes next to each factor representing the financial authority your
job entails.
Q None[Not Applicable
LJ Handle cash transactions; prepare and process purchase orders
L1 Bill or reconcile records, including departmental budget records and other related information such as
subcontracts
El Manage inventory, property, or loss control
L3 Administer benefits by determining individual eligibility and coverage levels or determining compensation levels
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
El 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.)
0
M91
Human Resources Management Consulting Practice
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job Content Questionnaire
SECTION 12.0 TOOLS AND EQUIPMENT USAGE AND REPAIR
Please read each of the sentences below, and check the boxes next to each factor representing the tools or equipment you
use in various ways to complete yourjob.
El None/Not Applicable
U Use office machines such as copiers or calculators
LJ Use computers for data entry; handle, use, or repair hand-held power equipment or light machinery
Ll Use computers for word processing, spreadsheets, PowerPoint presentations or custom applications; operate or
repair large shop equipment and machines, vehicles, or firearms
L] Use, develop, or Eepair 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)
U Supervise the activities of those operating or repairing complex machinery or technology systems
Ll Interpret policy and establish methods and procedures for acquiring, installing, testing, operating or repairing
machinery or technology systems
L3 Establish policy for the acquisition, installation, testing, operation, and maintenance of machinery or technology
systems
L3 Establish long-range plans arid 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.)
0
)§T- 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 essentialjobfunction (which you identified in Section 2. 0 - Job Descriptions and Responsibilities).
13 None/ Not Applicable U Lift more than 20 lbs. Ll Lift more than 40 lbs.
L]
Lift more than 60 lbs.
L3
Vision: any
El
Vision: color perception
L3
Sense of Smell
D
Sense of Taste
C3
Hearing: any
Hearing: above average
Speaking
Q
Depth perception
Ll Texture perception
U 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.)
0
MGTHuman Resources Management Consulting Practice
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job Content Questionnaire
SECTION 14.0 SUPERVISOR'S COMMENTS
Instructions:
Please review the questionnaire carefully and check ifyou agree or disagree with the employee's choices or statements.
Note any additional information that youfeel is important to the understanding of this employee's work Ifyou disagree
with any of the levels checked or statements made in this questionnaire, please include Xour 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.o
TO
8,0
9.0
1 10,0
11.0
12.0
_F3 -0
I certify that I have read and reviewed this questionnaire and that I have noted any additional information or areas of disagreement to the best of my
ability.
Supervisor's Signature Date
Additional Comments:
Human Resources Management Consulting Practice
Page 14
Appendix B
Management Issues Paperc
Author of Manac
lement.issue Paperp:
Your Name:
Your Classification Title:
OFFICIAL Department and Division Names:
Management Issue Detail:
1. OFFICIAL CLASSIFICATION TITLE:
11. EMPLOYEES IN CLASS RELATED TO THE ISSUE (please list names of class incumbents):
Ill. DESCRIPTIONIRESOLUTION
OF ISSUE:
'T
Recruitment/Retention of
E3qualified
employees
Curre rit Pay Grade/Salary
C u r e n t P a y
should be revised/updated
R a n 9 e s h ou
Recommended New Salary Range:
F1Range
tio e should be
Clas 0fication Titl�
C I a s s i f ica
ecommended New Title:
revised/updated
PEF1
Career Path/Advancement for
New Series should include:
this Classification
ot r
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 related classifications comparable to this classification in terms of required skill, effort,
responsibility or working conditions? Please list titles and pay grades: