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McGrath - Sample_Final_Procedure_Manual_3.12.20_1
Classification & Compensation Study Policy and Procedure Manual for City of Alcoa March 2020 [AUTHOR NAME] 2 McGrath Human Resources Group, Inc. P.O. Box 190 Wonder Lake, IL 60097 Office (815) 728-9111 Fax (815) 331-0215 www.mcgrathconsulting.com ©Copyright 2020 McGrath Human Resources Group. All rights reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopy, recording or otherwise without the expressed written permission of McGrath Human Resources Group, Inc. [AUTHOR NAME] 3 Table of Contents Study Overview ...................................................................................................................................5 Definitions ...........................................................................................................................................5 Current Compensation Systems...........................................................................................................7 Employee Demographics .....................................................................................................................9 Methodology .....................................................................................................................................13 Data Collection ...............................................................................................................................13 Labor Market ..................................................................................................................................13 Market Data Solicited .....................................................................................................................14 Pay Range Market Analysis ................................................................................................................17 Minimum Salary Comparison ..........................................................................................................18 Market Rate Salary Comparison .....................................................................................................21 Midpoint Analysis ...........................................................................................................................25 Maximum Analysis .........................................................................................................................27 Summary ........................................................................................................................................28 Other Considerations .....................................................................................................................31 Levels..........................................................................................................................................31 Fire Department .....................................................................................................................31 Public Works ...........................................................................................................................32 Finance Department ...............................................................................................................32 Fire Department & Meals ...............................................................................................................33 General Operational Guidelines ........................................................................................................33 Annual Adjustments .......................................................................................................................33 New Hires .......................................................................................................................................34 Annual Step Increases ....................................................................................................................34 Promotions .....................................................................................................................................34 Demotions ......................................................................................................................................35 Changes in Pay Grade .....................................................................................................................35 Top of the Range ............................................................................................................................36 Life Cycle of Salary Schedule ...........................................................................................................36 Benefit Statements .........................................................................................................................37 Benefit Analysis .................................................................................................................................38 Health Insurance ............................................................................................................................38 Plan Design Overview .................................................................................................................38 Premiums ...................................................................................................................................39 Time Off Benefits ............................................................................................................................40 Vacation .....................................................................................................................................40 Sick Time ....................................................................................................................................41 Holiday .......................................................................................................................................42 Time Off Payouts ............................................................................................................................42 Alternative Paid Time Off Program .................................................................................................43 Summary ...........................................................................................................................................43 [AUTHOR NAME] 4 Appendix A: Recommended Salary Schedule ...................................................................................45 Appendix: B Recommended Step Schedule .......................................................................................51 Appendix C: Electric Schedule ...........................................................................................................57 Table of Tables Table 1: Turnover Rates 2016-2018 ...................................................................................................10 Table 2: Comparable Organizations ....................................................................................................14 Table 3: Survey Positions ....................................................................................................................15 Table 4: Average Minimum Salary Schedule Market Comparison .......................................................18 Table 5: Average Market Rate Comparison to Average Incumbent Salary ...........................................21 Table 6: Average Market Rate Summary Full-time Positions ...............................................................24 Table 7: Midpoint to Average Market Rate Analysis ...........................................................................25 Table 8: Recommended Title Changed - Public Works ........................................................................32 Table of Figures Figure 1: Alcoa Demographics by Years of Service ..............................................................................11 Figure 2: Alcoa Demographics by Age Group ......................................................................................11 Figure 3: Alcoa Demographics Years of Service ...................................................................................12 Figure 4: Minimum Market Analysis ...................................................................................................21 Figure 5: Step 5 to Average Market Rate ............................................................................................27 [AUTHOR NAME] 5 Study Overview McGrath Human Resources Group, Inc., an organization that specializes in public sector consulting, was commissioned by City of Alcoa to conduct a Classification and Compensation Study of all non - union City positions. The purpose of this study is to: ✓ Guide the City in creating or confirming the pay philosophy including desired position in the market, recognition of tenure, recruitment and retention priorities, usage of performance-based pay, and other aspects of a sound compensation philosophy. ✓ Develop a cooperative plan of action utilizing the basic methodology, outlined in this proposal, and tailored to your specific project. ✓ Obtain and establish compensation within the external market through a survey of mutually identified, comparable entities. ✓ Obtain information on each job title for a job audit through position description questionnaires, existing positions descriptions and employee interviews. ✓ Establish internal equity among positions within the City. ✓ Complete a compression analysis and, if found to be a problem, develop strategies to address compression during the design and implementation of the new system. ✓ Analyze and evaluate total compensation in relation to comparables. ✓ Integrate the data from the external market, internal market, and job audit to a tailored classification and compensation system(s). ✓ Support implementation of approved compensation system. ✓ Provide a plan for on-going maintenance of the system(s), in accordance with all applicable compensation practices by the City (movement through the range; COLA; merit, etc.) including projections for a projection of the ongoing budget commitments necessary to provide a sustainable and consistent compensation system. ✓ Review and recommend compensation policy and procedure changes that will assure consistent implementation and application of the compensation system. ✓ Analyze positions against Fair Labor Standards Act to confirm or update appropriate exemption status as necessary. The Consultant would like to extend appreciation to the Human Resources staff for their time, cooperation, and sharing of information and perceptions with McGrath Human Resources Group. Definitions In order to ensure that all parties are ‘speaking the same language’, the following are definitions that helped guide the development of the compensation system for the City of Alcoa. [AUTHOR NAME] 6 Benchmark Position: A job that is commonly found and defined, used to make pay comparisons, either within the organization or to comparable jobs outside the organization. Classifications: Job titles Compensation System: A system developed to compensate employees. This system includes a balance between internal equity and external competitiveness. Compensation Data: Data derived from information regarding the salary range and the rate of pay of the incumbent(s) holding a benchmark position of the identified labor market. Comp Ratio: The ratio of the current salary range minimum, midpoint, and maximum (numerator) to the market data (denominator). The Comp Ratio is used to measure and assess the comparability of the City’s pay range in relation to the external market. Positions were evaluated based upon the 50th percentile (+/- 10%). Compression: Pay differentials too small to be considered equitable. The term may apply to differences between (1) the pay of supervisors and subordinates; (2) the pay of experienced and newly hired personnel of the same job; and (3) pay range midpoints in successive job grades or related grades across pay structures; and (4) limited movement through the pay range . CPI-U: Consumer Price Index – Urban: A measure of the average change over time in the prices paid by urban consumers for a market of consumer goods and services. It reflects spending pattern for two population groups: all urban consumers and urban wage earners and clerical workers. This group represents approximately 87% of the total U.S. population. Labor Market: A location where labor is exchanged for wages. These locations are identified and defined by a combination of the following factors: geography; industry; education, experience and licensing or certification required; and job responsibilities. Market Data: The technique of creating the financial value of a position based on the ‘going rate’ for benchmark positions in the relevant labor markets. Minimum Salary Range (Minimum): The minimum amount of compensation the organization has deemed appropriate for a position. Maximum Salary Range (Maximum): The highest amount of compensation the organization has deemed appropriate for a position. Market Rate (Market): The organization’s best estimate of the wage rate that is prevailing in the external market for a given position. [AUTHOR NAME] 7 Market Range: A pay range in which the minimum and maximum of the range is established around the 50th percentile. Merit Increase: An adjustment to an individual’s base pay rate based on performance or some other individual measure. Pay Grade: The grade, or placement of a position within the salary structure. Pay Grade Evaluation: The (re)assignment of a job to a higher or lower pay grade or pay range in the salary structure due to a job content (re)evaluation and/or significant change in the average market rate in the external labor market. Percentile: A percentile is a measure that defines where a given percentage fall. For example, the 50th percentile is the point of comparison as to where the data falls – either higher or lower than 50 percent. Point Factor: A quantitative form of job content evaluation that uses defined factors. Each factor / competency is weighted according to its importance to the organization. Position Questionnaires (PQ) is used to compare to the definitions of the factor levels and corresponding points are awarded to the job and added for all factors/competencies to determine the total job score. The total scores are used to help create a job worth hierarchy. Promotion: The (re)assignment of an employee to a position in a higher pay grade or range in the organization’s salary structure. Salary Schedule Adjustment: An adjustment to the salary structure; the increase or decrease of a pay range, minimum – maximum. This is a method to maintain the salary range in relation to external market conditions. Step Schedule: Standardized progression pay rates that are established within a pay range. To move to the next step, one must have met acceptable performance standards. Salary Schedule: The hierarchy of job grades and pay ranges established within an organization. Spread: The range of pay rates, from minimum to maximum, established for a pay grade. Typically used to set individual employee pay rates. Current Compensation Systems The City technically has one salary schedule; however, in the past year or so, the electric division and water treatment plant have moved to a step system that has a progression plan. The general City [AUTHOR NAME] 8 salary schedule consists of 27 pay grades or skill levels. The compensation schedule is a salary range with an 81% range from minimum to maximum. Except for level 2002 to 2004, there is 5% bet ween each level; there is 14% between level 2002 and 2004. The electric and water treatment plant divisions have developed, with the assistance of human resources, a step model. The movement to each step takes into account the achievement of required certifications and increased job responsibilities. The salary system has not been adjusted on an annual basis. Although human resources has attempted to work with the schedule to ensure market competitiveness; however, that has been difficult. In 2018 and 2019 the salary schedule was first adjusted by approximately 2%. Employees in the general system move – in the past couple of years – based upon the entire schedule adjustment and then a 2.5% increase. Employees who are above the salary schedule and receive an exceptional performance review mayreceive the equivalent of the 2.5% increase in a lump sum payment. The Human Resources Director works with each department director when new employees are hired. In most situations, the City has had to start new employees above the minimum in order to be competitive. This has caused some internal compression between new and current employees. Compression Compression is when salaries of job classifications of a higher rank or authority are paid less than positions of a lower rank or authority. This usually occurs in public safety departments where salary plus overtime of lower ranks exceeds the higher ranks. Although the City was not able to produce an overtime report, compression would exist in the police and electric departments. With this in mind, the recommended schedule was constructed to help minimize the compression between subordinate and supervisory personnel. [AUTHOR NAME] 9 Due to compression in the electric department, it is recommended that Electric Line Supervisors, who qualify as exempt employees, be treated as hourly employees. The earning of overtime will help minimize the distance between their position and those they supervise. Employee Demographics Turnover Employee turnover refers to the number or percentage of employees who leave an organization and are replaced by new employees. Turnover often has a negative connotation, yet turnover is not always a negative event. For example, desirable turnover occurs when an employee whose performance falls below the organizations expectations is replaced by someone whose performance meets or exceeds expectations. It is desirable because poor job performance can be costly both financially and culturally. Desirable turnover occurs when replacing employees infuses new talent and skills, which can be positive to an organization. Conversely, undesirable turnover means the organization is losing employees whose performance, skills and qualifications are valuable resources. High turnover rates can negatively affect an organization and its employees in many ways. With the constant need to hire and train new employees, it is easy to veer from the true miss ion and vision of the organization. By retaining employees, an organization can provide a higher caliber workforce. Employee turnover also has a direct impact on budgets. One such cost to the City is Turnover Cost, the actual financial cost to the City when an employee vacates, and a new hire is brought in for replacement. Turnover can be calculated as Total Payout Cost + Recruitment Cost + Replacement Compensation/Benefit Cost + Training Cost. Turnover Costs will typically calculate around 1.5 times the cost of the original position, but given the significant amount of training and equipment associated with public safety positions, turnover costs can be as high as double the cost of the original positions; which is in addition to the impact to operations that can be felt to its constituents over time. [AUTHOR NAME] 10 Because turnover is expected in every organization, and welcomed in some cases, no organization should expect a zero-turnover rate. The generally accepted industry standard for an organization is approximately 10% turnover each year. However, even a 10% turnover rate may not be a healthy percentage if the employees who are leaving are strong performers. Healthy turnover is described as employment separation from low performers, which then cultivates an e ngaged and high-performing workforce. In addition, the Bureau of Labor Statistics (BLS) reports state and local government turnover rates (excluding education) at 20% nationwide for the year 2018, which has been constant over the last several years. In reviewing the City’s turnover for the time period 2016-2018, the following Table summarizes the City’s turnover per year. This includes all reasons for separation. Table 1: Turnover Rates 2016-2018 Reason* 2016 2017 2018 Retired 6 7 9 Resigned 1 12 7 Terminated 7 5 3 Other 1 1 0 Total 15 25 19 % Turnover 5.84% 10% 7.39% *All reasons for separation provided by City Overall, the City’s turnover is under the industry standard, and less than reported turnover from the Bureau of Labor Statistics for local government. However, turnover has an increasing trend from the previous year, so the City is recommended to continue to monitor this metric in future years, as the City should be focusing on ways to retain its current workforce. Employee Demographics In reviewing the City’s employee demographics, the tenure of the organization ranges from new hire to long term employees with 40 years. The overall tenure average of employees is 12.56 years. The current national average in the public sector is currently 6.8 years (Local Government-Bureau of Labor Statistics, September 2018), so the City is above average in overall tenure, which is very positive. However, in order to have a full picture of Alcoa, one needs to explore those demographics further. These findings are found in the following Tables. [AUTHOR NAME] 11 Figure 1: Alcoa Demographics by Years of Service Figure 2: Alcoa Demographics by Age Group 18-29 30-39 40-49 50-59 60+ Avg Yrs of Service 2.22 5.98 13.16 18.4 20 2.22 5.98 13.16 18.4 20 AVERAGE YEARS OF SERVICE BY AGE GROUP AVERAGE YEARS OF SERVICE: 12.5 18-29 30-39 40-49 50-59 60+ Number of Employees 36 59 93 78 31 % of Employees 12%20%31%26%10% 36 59 93 78 31 12%20%31%26%10% PERCENTAGE OF EMPLOYEES BY AGE GROUP AVERAGE AGE: 45 [AUTHOR NAME] 12 Figure 3: Alcoa Demographics Years of Service The above Tables show that those in age groups 40-65+ have the longest tenure of the organization and represent 67% of all employees. However, what is interesting is that 43% of employees have less than 10 years of service. This would indicate that as the City hires, it is not catering to the ‘younger’ population or the millennials; rather the new workforce is hiring individuals above the age of 30, and one would anticipate employees with experience. This will have an impact on the salary structure, as more flexibility is needed in hiring higher in the salary range. Further, the City should expect steady turnover due to retirements over the next decade, without concern of “spikes” of turnover. Approximately 23% of the employees are currently or will be eligible for one of the retirement plans. What the City needs to consider is succession planning. Looking at the eligibility of years and service/age of 80 – 36 of 296 employees or 12% have the years of service and age to equal 80. Of that number – 36% (13) are in a management capacity. Within the next five (5) years, there are another 22 employees eligible for retirement (with the 80 years/age combination). Thus, a turnover spike may be an indication of a decline in job satisfaction, or a wage/benefit issue, so this data should be monitored at least annually. 0-9 10-19 20-29 30+ Number of Employees 127 103 58 9 % of Employees 43%35%20%3% 127 103 58 943%35%20%3% AVERAGE YEARS OF SERVICE AVERAGE YEARS OF SERVICE: 12.5 [AUTHOR NAME] 13 The City is recommended to monitor its demographics periodically to properly respond to shifts within the organization as needed. Although the Consultants acknowledge compensation is not the only reason for unwanted turnover, it is a consideration of the larger picture. In order to ensure competitive recruitment/retention, the City is recommended to follow the compensation philosophy of average market compensation to ensure the City of Alcoa can stay competitive to support retaining its personnel. Methodology Data Collection The project involved several steps: collection of data, and interviews with specific administrative and department personnel. The first step of this Study involved the gathering of data that pertains to current compensation practices within the City of Alcoa. The Consultant received information relating to current salaries, collected market data, specific policies, and current job descriptions. This provided a basis on which to build a compensation system. Interviews were conducted with department heads within the City representing the various job titles within the organization. The purpose of these meetings was to first, gain an understanding of the municipality’s current compensation practices and philosophy; second, solicit ideas and input from these stakeholders for future compensation methodologies and practices ; and finally, determine if there were any ‘problem’ positions within the City that were difficult to recruit, retain, or were ‘unique’ in the positions responsibilities. Labor Market In order to gain information from the external market, the City , through interviews with the City and department heads, established a list of comparables. A survey was established and sent to the [AUTHOR NAME] 14 following organizations. The organization either completed the survey or provided the Consultant information as to where on the website the information could be ascertained. In those situations, McGrath Human Resources had better control of the data as it completed the survey. The following organizations were utilized: Table 2: Comparable Organizations Belle Meade Blount Co Brentwood Cleveland Clinton Farragut Franklin Gatlinburg Johnson City Kingsport Knoxville LaFollette Lenoir City Maryville Morristown Oakridge Pigeon Forge Sevierville City of Athens Utilities only Fort Loudon Electric Sevier County DNP Athens Utilities DNP KUBnoxville Utility Board Lenoir City Utility Board DNP Greeneville Light & Power Market Data Solicited Salary data was solicited for 141 different positions. Data included the minimum, midpoint and maximum, as well as the average salary of the incumbents. Positions with less than two (2) participants were excluded since it was considered an insufficient sa mple size. When computing the [AUTHOR NAME] 15 statistical average or the 50th percentile, salaries that were considered statistically too high or low were eliminated. A percentile is a measure that defines where a given percentage falls. Thus, the 50th percentile is the point of comparison as to where the data falls – either higher or lower than 50%. Table 3: Survey Positions Survey Title Accountant (BA) IT Systems Support Specialist (supports hardware/software) Accounts Payable Tech Landfill General laborer no CDL Accreditation Manager Landfill General Laborer w/CDL Animal Control Officer Landfill Heavy Equipment Operator Animal Control Supervisor Landfill Heavy Equipment/Machinery Mechanic Assistant City Recorder/Deputy City Clerk Landfill Lead Worker - certified Assistant Electric Director/ Chief Electric Engineer Landfill Scale Operator Assistant Finance Director Lead Meter Dispatcher Assistant Police Chief Lead Meter Installer Asst PW Director (Streets, Landfill, Drainage) Lead Sign Tech Asst PW Director (Water/WW/Sewer) Lead Street Operator Battalion Chief Marketing/PIO Administrator (PIO; website, social media - develop/implement) Building Inspector - ICC certifications Mechanic - ASE licenses Building Inspector (no ICC certifications Mechanic - no certifications Cashier (receipt of all payments) Mechanic III - EVT certification Chief Building Official Meter Installer I - entry level City Manager Meter Installer II - trained City Planner - AICP Meter Reader City Planner - entry level Payroll Specialist City Planner -no AICP Permit Tech (Assists Building Department with contractors) Code Enforcement Officer (nuisance code violations) Police Administration Assistant Commercial Meter Installation (3- phase meter installation) Police Captain Community Liaison Coordinator Police Chief Court Clerk (certified) Police Detective Custodian (janitorial/cleaning only) Police Lieutenant [AUTHOR NAME] 16 Survey Title Deputy Fire Chief (2nd in command) POLICE OFFICER Deputy/Assistant City Manager Police Records Clerk Detective Sergeant Police Sergeant Economic/Community Development Director Public Works/Utility Inspector - no certifications Electric & Operations Superintendent Public Service/Electric Utility Director Electric Admin Asst Public Works / Utility Inspector - certifications Electric Assistant Buyer/Inventory Tech Purchasing Agent Electric Dispatcher PW Director Administrative Asst Electric Engineer - Degreed PW Receptionist Electric Engineer Associate - no degree Receptionist (greet/data entry) Electric General Worker II School Resource Officer Electric GIS Mapping Tech Sign Tech Electric Journey Line Tech Solid Waste General Laborer - groundskeeper (no CDL) Electric Line Crew Leader Solid Waste General Laborer (assists Solid Waste Driver)(no CDL) Electric Line Supervisor Solid Waste Lead Worker Electric Line Tech-Apprentice Solid Waste Operator (Driver) Electric service Crew Lead worker Solid Waste Worker - CDL Electric Service Line Tech Solid Waste/Landfill Manager/Superintendent Engineer Associate - Surveyor Solid Waste/Sanitation Supervisor Engineer I - EIT Special Events Coordinator (some website updates/media releases) Engineer II - Civil Sr Utility Billing Tech (functions as lead worker) Engineer II - PE (funding/budget/lg project) Stormwater Tech (Specialist) Evidence Custodian (civilian) Street Heavy Equipment Operator Evidence Technician (sworn on scene; court) Street Lt Equipment Operator Executive Assistant (AA to City Manager/council) Street Services Supervisor Finance Director Street Sweeper Finance Office Manager Streets Laborer (with CDL) Financial Analyst System Support Specialist - Police Department Fire Administrative Utility Arborist Fire Captain Utility Billing Tech [AUTHOR NAME] 17 Survey Title Fire Chief Utility Customer Service Representative Fire engineer Utility Heavy Equipment Operator Fire Lieutenant Utility Locator Firefighter - EMT-A Utility Service Coordinator (Coordinates crews) Fleet Supervisor Utility Services (electric/water) Supervisor General Laborer - no CDL (Solid Waste, Streets, W/WW) Utility Services Technician (liaison with TVA, Customer service, cashier) GIS Analyst W/WW General Labor (CDL) GIS Supervisor W/WW Heavy Equipment Operator Head Cashier (no supervisory) Water Treatment Plant Assistant Operator HR Benefits Specialist Water Treatment Plant Lab Administrator (no supervision/manages the lab) HR Generalist (recruitment/wellness program/onboarding, etc.) Water Treatment Plant Lead Operator Administrative Service/HR Director Water Treatment Plant Maintenance Tech (Electrical, plumbing, trades) Inventory Specialist (order supplies, equipment, and track inventory) Water Treatment Plant Maintenance Tech Apprentice (Electrical, plumbing, trades) IT Network Administrator Water Treatment Plant Sr Operator/Lead Worker Water Treatment Plant Supervisor Water/Wastewater Operator Lead Worker Pay Range Market Analysis The City’s minimum salary range was compared to the average market minimum salary; and the average incumbent salary of Alcoa employees was compared to the average market data for incumbents in a similar position. The analysis of the salary range gives an initial indication if salaries are within an acceptable market range. For this purpose, 50% is utilized as the basis for comparison – or is considered the average market rate. However, compensation practices look at a range around the average market rate that an employee should be at by the time the employee is fully functioning within his/her position. [AUTHOR NAME] 18 Traditionally, organizations establish a 5%-10% range around the market rate. Thus, if an employee is making between 40%-60% of the market rate, the employee is fairly compensated. Minimum Salary Comparison Minimum starting salaries below the 40% Comp Ratio would require further evaluation. It could be an indication that the minimum of the salary range has fallen below the market average. However, a starting salary below the average market minimum may not necessarily be a problem, depending upon the speed in which individuals advance to the established market rate. When building a salary schedule, one wants to consult this information to ensure the City’s minimums are within an acceptable range to the average market minimum. However, this analysis is only the beginning in the development of a compensation schedule. Overall, the City’s salary schedules initially appears to have fared well in comparison to the external market whereas 61% of the minimum are in line (between the 40% – 60% Comp Ratio). There are 39% of the positions that are in need of some adjustment (below the acceptable range). However, as one digs deeper, even though positions within the 40% Comp Ratio are considered to be in line, it is necessary to evaluate those positions within the lower portion, within the 40%-44% Comp Ratio of that range, as they are subject to falling into the unacceptable range if nothing is done to the schedule. Therefore, when taking this segment into account, 73% of the City’s benchmark positions are at or below an acceptable starting rate. Positions where the minimum of the salary structure are below an acceptable minimum are highlighted. Table 4: Average Minimum Salary Schedule Market Comparison Survey Title City Min Avg Mkt Min Comp Ratio Electric Journey Line Tech 38,390.42 72,198.30 3% Electric Line Supervisor 46,775.00 78,111.50 10% [AUTHOR NAME] 19 Survey Title City Min Avg Mkt Min Comp Ratio Water Treatment Plant Maintenance Tech (Electrical, plumbing, trades) 33,103.94 47,834.68 19% Inventory Specialist (order supplies, equipment, and track inventory) 28,545.43 41,166.54 19% Assistant Police Chief 54,244.67 76,607.80 21% Electric Service Line Tech 40,333.94 55,249.50 23% Executive Assistant (AA to City Manager/council) 29,990.54 40,691.91 24% Purchasing Agent 42,375.85 57,495.17 24% Police Chief 66,091.86 89,186.98 24% Deputy Fire Chief (2nd in command) 51,630.86 68,818.94 25% GIS Analyst (Eng Assoc II) 33,103.94 43,980.09 25% Meter Reader 24,614.64 32,651.29 25% Electric Engineer Associate - no degree 38,390.42 50,800.00 26% Payroll Specialist 29,990.54 39,503.05 26% Custodian (janitorial/cleaning only) 20,202.38 26,498.39 26% Fire Chief 66,091.86 86,348.81 27% Electric Dispatcher 27,169.95 35,350.00 27% Police Captain 54,244.67 70,005.91 27% HR Generalist (recruitment/wellness program/onboarding, etc.) 33,103.94 42,371.81 28% Chief Building Official 46,775.00 59,321.51 29% Electric Engineer - Degreed 51,630.86 65,380.00 29% Fire engineer 34,779.83 43,676.51 30% Fleet Supervisor 40,333.94 50,483.31 30% Solid Waste/Sanitation Supervisor 42,375.85 53,002.19 30% Police Lieutenant 44,521.10 55,218.26 31% Utility Customer Service Representative (II) 28,545.43 35,174.13 31% Police Detective (Police officer) 34,779.83 42,663.57 32% Mechanic - no certifications 28,545.43 34,976.50 32% Code Enforcement Officer (nuisance code violations) 34,779.83 42,359.74 32% Water Treatment Plant Assistant Operator 33,103.94 40,185.60 32% W/WW Heavy Equipment Operator 28,545.43 34,542.50 33% Evidence Custodian (civilian) 28,545.43 34,506.01 33% Lead Street Operator 33,103.94 39,943.00 33% W/WW General Labor (CDL) (Service Wkr I) 27,169.95 32,625.82 33% PW Director 66,091.86 78,210.19 35% Finance Director 69,437.76 82,107.47 35% Stormwater Tech (Specialist) (Eng Assoc II) 33,103.94 38,933.00 35% Court Clerk (certified) 25,860.75 30,412.04 35% Utility Billing Tech 28,545.43 33,275.00 36% Sign Tech 27,169.95 31,600.30 36% [AUTHOR NAME] 20 Survey Title City Min Avg Mkt Min Comp Ratio Administrative Service/HR Director 66,091.86 76,765.17 36% Mechanic - ASE licenses (Auto Mechanic II) 31,508.81 36,586.14 36% Accountant (BA) 38,390.42 43,999.81 37% Deputy/Assistant City Manager 76,646.31 87,837.57 37% Police Sergeant 40,333.94 45,879.46 38% HR Benefits Specialist 40,333.94 45,584.10 38% Accounts Payable Tech 29,990.54 33,765.61 39% Animal Control Officer 28,545.43 32,001.65 39% Police Records Clerk 25,860.75 28,754.56 40% Street Lt Equipment Operator 27,169.95 29,772.95 41% Fire Captain 49,142.99 53,714.67 41% Receptionist (greet/data entry) 23,428.56 25,606.06 41% Landfill Scale Operator 25,860.75 28,256.93 42% Fire Lieutenant 40,333.94 44,014.44 42% Cashier (receipt of all payments) 25,860.75 28,197.08 42% Permit Tech (Assists Building Department with contractors) 29,990.54 32,574.41 42% City Planner - entry level 42,375.85 45,623.97 43% Police Administration Assistant 29,990.54 32,215.34 43% Police officer 34,779.83 37,257.74 43% Street Heavy Equipment Operator 29,990.54 31,794.16 44% Water/Wastewater Services Manager (Distribution) 49,142.99 51,877.56 45% Water Treatment Plant Supervisor 49,142.99 51,397.33 46% Water Treatment Plant Lab Administrator (no supervision/manages the lab) 34,779.83 35,899.54 47% City Planner -no AICP 49,142.99 46,501.72 56% Solid Waste Operator (Driver) 29,990.54 25,506.08 68% Assistant Electric Director/ Chief Electric Engineer 62,907.18 50,582.00 74% [AUTHOR NAME] 21 Figure 4: Minimum Market Analysis Based upon this analysis, the salary schedule needs to be adjusted to bring the minimum salaries in line with the external market. Market Rate Salary Comparison The next step in developing a compensation structure is to compare the current incumbent’s salaries to average of incumbents currently in the position. For this purpose, positions where there is more than one (1) incumbent, an average of the current City employees is utilized. Later in the Study, an analysis has been conducted for each individual City employee in relation to the recommended market rate and is submitted under separate cover. Table 5: Average Market Rate Comparison to Average Incumbent Salary Survey Title Incumbent Avg Mkt Incumbent Comp Ratio Electric & Operations Superintendent 80,526.52 157,210.00 1% Electric Admin Asst 35,649.33 57,485.60 12% Firefighter - EMT-A 26,748.80 42,986.16 12% Meter Installer II - trained 36,108.80 56,160.00 14% Electric Assistant Buyer/Inventory Tech 46,775.01 71,821.80 15% Fire engineer 34,715.20 52,505.61 16% Electric Line Tech-Apprentice 42,806.40 63,263.20 18% Meter Reader 28,870.40 39,334.22 23% Mechanic - no certifications 31,508.82 42,687.96 24% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 0-29 30-39 40-44 45-49 50-59 60+ 0-29 30-39 40-44 45-49 50-59 60+ % of Positions 32%41%18%5%2%3% [AUTHOR NAME] 22 Survey Title Incumbent Avg Mkt Incumbent Comp Ratio Water Treatment Plant Assistant Operator 32,296.54 42,832.40 25% Assistant Finance Director 88,886.20 113,070.18 29% Fire Lieutenant 42,681.60 54,100.90 29% Court Clerk (certified) 33,103.95 41,597.13 30% Landfill General laborer no CDL 22,857.14 28,705.16 30% Custodian (janitorial/cleaning only) 27,169.96 33,282.87 32% GIS Analyst (Eng Assoc II) 46,779.20 55,813.14 34% HR Generalist (recruitment/wellness program/onboarding, etc.) 43,435.24 51,490.78 34% Public Service/Electric Utility Director 131,952.08 154,647.73 35% Purchasing Agent 59,875.98 70,047.76 35% IT Network Administrator 62,907.18 73,465.37 36% Electric Journey Line Tech 65,540.80 76,325.92 36% Electric Line Supervisor 80,526.51 93,208.34 36% Police Detective (Police officer) 46,775.00 53,213.23 38% Utility Service Coordinator (Coordinates crews) 56,990.80 63,263.20 40% Accounts Payable Tech 35,297.60 39,139.09 40% Electric service Crew Lead worker 76,646.31 84,708.00 40% Electric Line Crew Leader 80,516.80 88,802.13 41% Police Records Clerk 30,035.20 33,012.67 41% Solid Waste Worker - CDL 31,508.82 34,517.91 41% Police Chief 100,566.58 109,721.05 42% W/WW Heavy Equipment Operator 41,100.80 44,509.50 42% Electric Engineer - Degreed 90,001.60 96,697.43 43% Street Heavy Equipment Operator 37,065.60 39,631.78 44% Sign Tech 37,772.80 40,338.93 44% Fire Captain 60,819.20 64,685.34 44% Utility Customer Service Representative (II) 37,481.60 39,680.33 44% POLICE OFFICER 42,536.00 44,813.13 45% Water/Wastewater Operator Lead Worker 51,269.07 53,622.40 46% IT Systems Support Specialist (supports hardware/software) 55,600.78 57,289.65 47% W/WW General Labor (CDL) (Service Wkr I) 32,760.00 33,724.51 47% PW Director 93,386.07 96,063.20 47% Deputy Fire Chief (2nd in command) 80,526.52 82,397.71 48% Finance Director 105,657.76 105,701.83 50% Police Lieutenant 65,998.40 65,617.22 51% Police Sergeant 56,451.20 56,042.46 51% Code Enforcement Officer (nuisance code violations) 50,371.56 49,891.24 51% Inventory Specialist (order supplies, equipment, and track inventory) 51,630.87 50,836.06 52% [AUTHOR NAME] 23 Survey Title Incumbent Avg Mkt Incumbent Comp Ratio Electric Dispatcher 47,944.39 46,623.20 53% Landfill Lead Worker - certified 52,353.60 50,709.18 53% Administrative Service/HR Director 108,299.20 104,773.35 53% Cashier (receipt of all payments) 34,028.80 32,723.48 54% Stormwater Tech (Specialist) (Eng Assoc II) 53,913.60 51,325.07 55% Assistant Police Chief 98,113.75 92,574.34 56% City Planner - entry level 59,875.98 56,231.13 56% Fire Chief 111,006.68 103,361.20 57% Solid Waste Operator (Driver) 37,273.60 34,581.84 58% Evidence Custodian (civilian) 51,630.87 47,741.27 58% Utility Services (electric/water) Supervisor 80,526.51 74,252.46 58% Mechanic - ASE licenses (Auto Mechanic II) 51,646.40 47,573.47 59% Street Lt Equipment Operator 37,772.80 34,730.79 59% Water Treatment Plant Maintenance Tech (Electrical, plumbing, trades) 59,875.96 54,972.04 59% Water Treatment Plant Supervisor 67,744.16 61,889.60 59% Electric Service Line Tech 72,945.60 66,118.00 60% City Manager 160,620.00 142,305.68 63% Accountant (BA) 62,940.80 55,696.58 63% Lead Street Operator 53,144.00 46,707.00 64% Electric Engineer Associate - no degree 66,091.86 57,827.47 64% Deputy/Assistant City Manager 122,530.64 106,812.65 65% Assistant Electric Director/ Chief Electric Engineer 108,299.20 91,228.54 69% Water Treatment Plant Lab Administrator (no supervision/manages the lab) 55,600.78 46,645.43 69% Landfill Scale Operator 40,310.40 33,737.00 69% Electric GIS Mapping Tech 66,091.86 54,961.86 70% Chief Building Official 84,603.16 70,190.59 71% Utility Billing Tech 47,944.39 38,984.69 73% General Laborer - no CDL (Solid Waste, Streets, W/WW) 33,931.56 27,552.63 73% Receptionist (greet/data entry) 39,350.19 31,934.74 73% Executive Assistant (AA to City Manager/council) 58,415.57 46,756.21 75% Permit Tech (Assists Building Department with contractors) 47,465.60 37,752.81 76% Police Captain 98,113.75 78,001.06 76% Payroll Specialist 59,883.20 47,584.36 76% Water/Wastewater Services Manager (Distribution) 88,886.20 69,263.55 78% Animal Control Officer 51,630.87 39,737.92 80% Solid Waste Lead Worker 55,140.80 41,729.10 82% Asst PW Director (Streets, Landfill, Drainage) 91,811.20 65,858.49 89% HR Benefits Specialist 71,173.72 50,539.66 91% [AUTHOR NAME] 24 Survey Title Incumbent Avg Mkt Incumbent Comp Ratio Animal Control Supervisor 55,600.78 39,021.05 92% Fire Administrative Asst 54,244.66 37,898.33 93% City Planner -no AICP 78,562.45 54,776.69 93% To summarize: Table 6: Average Market Rate Summary Full-time Positions Comp Ratio % of Positions 0-29 14% 30-39 13% 40-44 15% 45-49 7% 50-59 21% 60-69 10% 70+ 20% Of the benchmark positions 27% of the positions appear to have fallen below the 50th percentile of market rate (below 40%). Whereas, 73% of the positions are at or above the 50th within the acceptable range of 40-60%. There are an additional 15% that are in the lower 40% Comp Ratio. Although they are currently within the acceptable range, if nothing is done to the salary schedule, 42% of the incumbents are below the average market rate (between 0%-44%). Much of this analysis indicates that employees are moving through the salary schedule to an average market rate. One reason for the number of incumbents within the lower portion of the acceptable range and below could be due to the tenure of the staff. This could be disconcerting if the City is experiencing a lot of turnover. Thus, the salary schedule, is in need of adjustment to ensure that it is market competitive. [AUTHOR NAME] 25 Midpoint Analysis The current salary system has a salary range. One would assume that the midpoint represents the average market rate. An analysis of the City’s current midpoint to the average external market rate is illustrated below. Table 7: Midpoint to Average Market Rate Analysis Survey Title Mid-point Avg Market Comp Ratio Assistant Finance Director 64,479.86 113,070.18 7% Public Service/Electric Utility Director 95,720.73 154,647.73 12% Electric Line Crew Leader 55,600.80 88,802.13 13% Electric Journey Line Tech 50,371.56 76,325.92 16% Meter Installer II - trained 37,454.08 56,160.00 17% Electric Line Supervisor 64,479.86 93,208.34 19% Electric Engineer - Degreed 67,744.17 96,697.43 20% Inventory Specialist (order supplies, equipment, and track inventory) 37,454.08 50,836.06 24% Electric Dispatcher 35,649.34 46,623.20 26% Assistant Police Chief 71,173.71 92,574.34 27% Custodian (janitorial/cleaning only) 25,607.28 33,282.87 27% Evidence Custodian (civilian) 37,454.08 47,741.27 28% Police Chief 86,718.24 109,721.05 29% Electric Service Line Tech 52,921.64 66,118.00 30% Court Clerk (certified) 33,931.55 41,597.13 32% Meter Reader 32,296.55 39,334.22 32% Deputy Fire Chief (2nd in command) 67,744.17 82,397.71 32% Utility Services (electric/water) Supervisor 61,372.86 74,252.46 33% Payroll Specialist 39,350.18 47,584.36 33% Administrative Service/HR Director 86,718.24 104,773.35 33% GIS Analyst (Eng Assoc II) 46,435.24 55,813.14 33% Fire Chief 86,718.24 103,361.20 34% W/WW Heavy Equipment Operator 37,454.08 44,509.50 34% Water Treatment Plant Maintenance Tech (Electrical, plumbing, trades) 46,435.24 54,972.04 34% Police Detective (Police officer) 45,634.15 53,213.23 36% Finance Director 91,108.36 105,701.83 36% Mechanic - ASE licenses (Auto Mechanic II) 41,350.18 47,573.47 37% Electric Engineer Associate - no degree 50,371.56 57,827.47 37% [AUTHOR NAME] 26 Survey Title Mid-point Avg Market Comp Ratio Mechanic - no certifications 37,454.08 42,687.96 38% Sign Tech 35,649.34 40,338.93 38% Police Lieutenant 58,415.57 65,617.22 39% HR Generalist (recruitment/wellness program/onboarding, etc.) 46,435.24 51,490.78 40% PW Director 86,718.24 96,063.20 40% Accountant (BA) 50,371.56 55,696.58 40% Stormwater Tech (Specialist) (Eng Assoc II) 46,435.24 51,325.07 40% Assistant Electric Director/ Chief Electric Engineer 82,539.67 91,228.54 40% Police Captain 71,173.71 78,001.06 41% Water/Wastewater Services Manager (Distribution) 64,479.86 69,263.55 43% Deputy/Assistant City Manager 100,566.60 106,812.65 44% Animal Control Officer 37,454.08 39,737.92 44% Utility Customer Service Representative (II) 37,454.08 39,680.33 44% Police Sergeant 52,921.64 56,042.46 44% Utility Billing Tech 37,454.08 38,984.69 46% Receptionist (greet/data entry) 30,740.31 31,934.74 46% Fire Lieutenant 52,921.64 54,100.90 48% Water Treatment Plant Lab Administrator (no supervision/manages the lab) 45,634.15 46,645.43 48% City Planner - entry level 55,600.80 56,231.13 49% Street Heavy Equipment Operator 39,350.18 39,631.78 49% Lead Street Operator 46,435.24 46,707.00 49% Fire Captain 64,479.86 64,685.34 50% Accounts Payable Tech 39,350.18 39,139.09 51% Landfill Scale Operator 33,931.55 33,737.00 51% Solid Waste/Sanitation Supervisor 55,600.80 54,616.38 52% POLICE OFFICER 45,634.15 44,813.13 52% Landfill General laborer no CDL 29,259.08 28,705.16 52% Street Lt Equipment Operator 35,649.34 34,730.79 53% Police Records Clerk 33,931.55 33,012.67 53% Solid Waste Worker - CDL 35,649.34 34,517.91 53% Cashier (receipt of all payments) 33,931.55 32,723.48 54% Water Treatment Plant Supervisor 64,479.86 61,889.60 54% Permit Tech (Assists Building Department with contractors) 39,350.18 37,752.81 54% HR Benefits Specialist 52,921.64 50,539.66 55% W/WW General Labor (CDL) (Service Wkr I) 35,649.34 33,724.51 56% General Laborer - no CDL (Solid Waste, Streets, W/WW) 29,259.08 27,552.63 56% Asst PW Director (Streets, Landfill, Drainage) 71,173.71 65,858.49 58% Solid Waste Lead Worker 46,435.24 41,729.10 61% [AUTHOR NAME] 27 Survey Title Mid-point Avg Market Comp Ratio Solid Waste Operator (Driver) 39,350.18 34,581.84 64% City Planner -no AICP 64,479.86 54,776.69 68% Animal Control Supervisor 46,435.24 39,021.05 69% Figure 5: Step 5 to Average Market Rate If the midpoint represents the average market rate, 50% of the benchmark positions are below the acceptable range (below 40%). There are an additional 16% that are in the acceptable range, but in the lower 40% Comp Ratio and will most likely be falling below acceptable if the City does not do anything to the current compensation practices. Thus 61% of the positions are at or below the average market rate. Thus, the City needs to develop and adopt a compensation system that provides realistic salary ranges that maintain the City as a competitive employer. Maximum Analysis Typically, in compensation studies, an analysis of the maximum does not yield information that is pertinent as compensation systems vary so significantly. Thus, no analysis of the maximums to the average market maximums has been conducted. 0% 5% 10% 15% 20% 25% 30% 0-29 30-39 40-44 45-49 50-59 60-69 19% 26% 16% 10% 23% 6% 0-29 30-39 40-44 45-49 50-59 60-69 % of Positions 19%26%16%10%23%6% [AUTHOR NAME] 28 Summary When evaluating the position of the salary schedule minimums and midpoint to the external average market rate, the salary schedules have not kept pace. This is indicative as the City is having problems with recruitment, and to some extent retention. In addition, when comparing current incumbent salaries to the average salary of external incumbents, the City is not that far behind the market. However, this could be more in relation to the tenure of the employee, rather than the compensation system. In order to attract and retain a qualified workforce – to provide the services citizens expect, the City needs to develop a more competitive compensation system. Pay Philosophy A compensation philosophy is an organization’s commitment of compensation for its employees. The goal of a compensation philosophy is to attract, retain, and motivate qualified people. A consistent philosophy sets the direction for determining the compensation package to offer employees. The City is in business to provide services to the citizens, businesses and visitors of the community. It does that through hiring qualified employees who lend their skills and talents to various positions within the organization. Without those individuals, the City would cease to provide adequate roads, parks, safety, recreation, and process the necessary functions to keep those systems in place. In order to be competitive for retention of existing personnel and have successful recruitment efforts, the City needs to be competitive with targeted comparable organizations. Employees expect a compensation system that pays a fair wage for the skills, education, and responsibilities of the position. In order to be competitive for retention of existing personnel and have successful recruitment efforts to replace future turnover, the City needs to be competitive with targeted comparables. [AUTHOR NAME] 29 The following compensation philosophy has been developed for the City: The City of Alcoa strives to attract and retain an engaged, skilled, flexible workforce to serve the residents of our community by providing market -competitive compensation and benefits, and opportunities to self-motivate the enhancement and advancement of their career wit h the City. Recommended Salary Schedule The recommended compensation system is a 14-step schedule (Appendix A). The percent between Steps 1 -6 is 3%; Steps 7 – 10 are a 2.5% step increase, and Steps 11 and 14 are a 2.0% increase. This results in a 38% salary range, which is within a traditional salary schedule. The schedule is built off the 50th percentile of the market, which is at Step 6 of the recommended salary schedule. The current salary range is considered larger than normal and as a result, there is significant overlap with positions. The recommended schedule reduces the range; however, in doing so, there are a number of employees above the recommended schedule. Thus, five (5) additional steps have been added. Therefore, reducing the number of employees above the schedule. All current employees who, upon implementation of the salary schedule, are placed at the top of the recommended salary schedule may move into the grandfathered range – provided acceptable performance. All new and current employees placed on the schedule below the top of the schedule will max out at step 14. Positions in pay grades T and above are department director positions. The steps have been greyed and can be used as a guideline for increases. Thus, performance-based increases may be more appropriate at this level within the organization. [AUTHOR NAME] 30 A separate salary schedule has been developed for Electrical Line personnel. The schedule is in line with what is commonly scene within the industry. Based upon experience, a new employee will be hired at the level and step commensurate with his/her certification and experience. Placement Positions have been placed into the recommended compensation based on three (3) factors: • Point factor analysis • Minimum and market analysis • Consideration of compression – movement from a level I to a level II The Point Factor System is a system that eval uates a position based on 15 competencies. The System evaluates a position on the following criteria: • Records, Reports & Programs • Problem-Solving/ Decision Making • Impact of Decisions • Planning • Confidentiality • Personal Contacts & Purpose of Contacts • Equipment, Machines & Tools • Technology • Budget, Cash Handling / Fiscal Responsibilities • Supervision of Others • Education & Certifications (required) • Experience & Training • Working Conditions (includes non-traditional work hours/ evening/ weekends) • Physical Requirements • Adjustment for the labor market This Point Factor System will remain confidential. Often when supervisors and employees know the Point Factor System, an objective evaluation of the position becomes suspect, as the position questionnaire is written to the points rather than the true responsibilities of the position. [AUTHOR NAME] 31 The City must understand that it is the combination of the minimum salary, market salary, points, and maintaining a sufficient spread between positions that make s up the recommended compensation plan – it is not just one factor. For purposes of implementation, employees currently below minimum of the new pay range Step 1 will be placed on Step 1. Employees above Step 1 are placed on the step closest to their c urrent salary without a decrease. This may not be a significant increase and should only be viewed as a wage adjustment to move onto the new salary schedule. It is not considered a performance increase; rather a re-set of the schedule. In most organizations, this type of placement proves problematic, as employees feel that if they have more tenure in the position, they should be higher within the salary range. Although there is merit to this argument, placement on the schedule by years in the position proves to be very costly – something most municipalities cannot afford. Other Considerations Levels A number of positions have levels. It will be incumbent for the Human Resources Director and the department director to clearly identify the skills, education, and responsibilities to differentiate the level. It must be clearly identified so both employees and supervisors understand the differences. Fire Department Ranks have been created with specific criteria. Firefighter I: First three steps used to hire individuals with little to no experience. Steps four and above, used to bring in those with experience. Employees stay in Firefighter I until completion of FFI, EMT, and HazMat. Other criteria should be developed by the department such as responsibilities and performance standards. Firefighter II: Once all of the criteria established in Firefighter I have been successfully completed; the employee can be promoted to the Firefighter II level. The department should work with human resources to develop continuing education and responsibilities to remain and maint ain the Firefighter II level. Employees at the Firefighter II level will also become fire engineers. [AUTHOR NAME] 32 Public Works Table 8: Recommended Title Changed - Public Works Current Title Department New Title PG Criteria Custodian General Worker I Service Worker Municipal Sanitation Custodian Sanitation Worker I D Entry level; general labor; cleaning; mow General Worker II Sanitation Sanitation Worker II E Minimal experience, ability to use light equipment General Worker I, II Maintenance Tech I Service Worker I Service Worker I Assistant Water Oper Electric; Sanitation WTP Streets WTP Maintenance Apprentice Sanitation Worker III Street Worker I WTP Operator I F Lt maint/mow/ use of some equipment; general laborer CDL; run appropriate equipment. Streets laborer Ditch dig/manhole line/clean/repair No certifications Utility Equip Oper Service Worker II Electric/Streets Streets Equipment Operator Streets Worker II G Light equipment – examples, skid ster; backhoe; set poles, etc. Extra street duties: vac truck; sign/stripe Maintenance Tech I Mechanic I Service Worker I Service Worker II WTP Operator PW Streets Water/WW/Landfill WTP WTP Heavy Equipment Operator Maintenance Tech I Mechanic I Street Worker III WTP Operator II H Clean/repair storm tiles; GIS update Appropriate certifications Heavy Equip Mechanic Lead Worker Maintenance Worker II Sr Meter Installer PW Water/WW; Utility; Sanitation; Streets WTP Leadworker – Water Leadworker – Meters Leadworker – Sanitation Leadworker – Streets Maintenance Tech II Mechanic II I Heavy equip/ASE or required Certs Sr Leadworker Landfill, Water, Electric Sr Leadworker – Landfill Sr Leadworker - Water J Responsibilities of Leadworker; certifications required for the position Sr Leadworker Water/WTP Foreman – Water Foreman - WTP K Supervisory duties begin Finance Department During the study, the Finance department was in discussions for a reorganization. A couple of variations in the organization chart were delineated. The Consultant has made recommendations for [AUTHOR NAME] 33 changes in the titles were for consistency and were not reflective of any performance consideration of the incumbents. The title of Assistance Finance Director is recommended to change to Financial Services Manager; and a corresponding Accounting Manager position is developed. The two (2) accountants would report t o the Accounting Manager; and AP, Billing, and Purchasing report to the Financial Services Manager. Fire Department & Meals Section §553.223 of the Fair Labor Standards Act allows for time off for mealtime if the employee is completely relieved of duty for the allotted period. The Fire Department currently does not pay for an hour of mealtime. The Department should track the mealtime and ensure that ‘most’ of the time the mealtime period is uninterrupted. There may come a time when the time all 24 hours should be counted as work time. General Operational Guidelines Annual Adjustments Each year (suggested July 1st), the City should adjust the salary schedule, taking into consideration cost of living increases. The amount of the schedule increase plus the percent step increase should be close to some defined index – such as CPI-U, or similar economic index. Without maintaining the schedule, salaries will fall behind the market, and the City will be in a position of expending dollars to keep up. Employees then advance to their next step on January 1st (or their anniversary date) based upon acceptable performance standards are met. Separating the schedule lift, to maintain the market, from the performance step allows a clear separation from a cost of living adjustment (COLA) and performance. If the City, in the future, wants to move toward a performance -based system, this will [AUTHOR NAME] 34 provide the groundwork for such a system. Further, from a financial perspect ive, it allows for the two increases to occur, as the entire amount is not being placed at the start of the fiscal year. New Hires Employees start on Step 1 of the pay grade if he/she has the minimum skills and abilities required in the job description. The hiring supervisor, with the approval of the Administrative Service/HR Director, can start experienced individuals within Steps 2 – 5. Placement above Step 5 requires the approval of the City Manager. Employees hired on Step 1 may be eligible for a probationary increase, after six (6) months of employment to Step 2. Movement to Step 3 will be in January or anniversary date along with all other performance step increases. Annual Step Increases Employees will continue to receive a step increase, with acceptable performance, to the maximum step. Employees on a performance improvement plan will have their step increase held until such time as performance improves, or when approved by the Human Resources Director. Step increases will occur on January 1st of each year. For employees hired in the last quarter of the year, the January increase will not be provided; rather, the July range increase will be given. The City may determine if the July increase is just the range increase, or range and a step increase. Determination should be based on date of hire, performance, and completion of probationary period. It is suggested that the hire letter specify the upcoming increase schedule. Promotions An individual who moves to a position of a higher pay grade, will be placed on Step 1 of the new salary range; OR the step closest to a 5% increase. There may be situations in which a 5% increase [AUTHOR NAME] 35 may be insufficient, and compression may still be a problem – in those rare situations, the Administrative Service/HR Director may utilize the most appropriate step close to (+/-) 5%. Demotions There are a number of situations that result in an employee’s pay being lowered, and, as a result, the pay may not be within the established salary range. Dependent upon the circumstances, an individual’s pay can be handled differently. It will be the responsibility of the Administrative Service/HR Director and City Manager to determine the pay implications due to employee demotions. The following are guidelines to follow: A. Demotions that occur because of position changes and/or position consolidations (not based on the performance of the employee), the salary can be “red circled” and frozen at that level until the salary range of the new pay grade catches up to the employee’s salary. When this occurs, the employee may still be eligible for any merit increases through a bonus system. B. Demotions that occur because the employee voluntarily applied for and accepted a position in a lower pay grade, the salary will be reduced within the new salary range. C. Demotions that are a result of the employee’s performance, the employee’s salary is decreased to within the salary range of the new pay grade, as determined by the Administrative Service/HR Director and City Manager. Demotions of this nature are rare circumstances. Changes in Pay Grade When positions change, or new positions are being considered, negotiations of the position will occur; however, the following consistent methodology should be utilized: The request should be in writing, including job duty changes or other circumstances that have precipitated the evaluation. This should include the old job description along with either a new job description or a document that illustrates the changes. The Administrative Service/HR Director will meet with the parties and discuss the changes. The initial placement will be through completion of the Point Factor System by the Administrative Service/HR Director (or Consultant). Once the points have been determined, then an analysis of the external market data, if necessary, any compression [AUTHOR NAME] 36 issues will be reviewed. It will then be the responsibility of the Administrative Service/HR Director to recommend if the position has a pay grade change. If, after a pay grade evaluation, it is determined the employee’s current salary is below the minimum rate of the new pay grade, the employee should be placed at the Minimum Rate of the new pay grade. If the current salary is within the new salary range, it will be at the discretion of the Administrative Service/HR Director as to whether any further adjustment occurs. Top of the Range When employees, who maintain performance expectations reach the maximum rate of their pay grade, they will only be eligible for the salary schedule increases. However, as an option, employees who reach the maximum rate may receive a onetime lump-sum bonus. This method of payment still provides additional compensation to a performing employee but does not compromise the Schedule. If this option is selected, the City should establish a policy, so it is consistent in its treatment of employees. Note, for Fair Labor Standards Act (FLSA) purposes, the lump sum may be divided by 24 and added to the base for the year period and utilized in overtime calculations – for non-exempt employees. The lump sum amount would be removed from the base in the next anniversary year period and would have to be ‘re-earned’. Life Cycle of Salary Schedule One of the main concerns in any salary schedule is the ability to keep it current. Often, an organization spends a lot of time and money to review and re-evaluate their salary schedule, resulting in giving individuals or pay grades significant increases because either the position or the schedule is out of sync with the external market. Therefore, when developing a salary schedule, one must build in some mechanism for maintaining the System with the avera ge cost-of-living increases. [AUTHOR NAME] 37 A salary schedule has a typical life span of three to five years, at which time market conditions typically dictate a review. The City can attempt to prolong the life of the Schedule if it commits to maintaining its competitiveness with the external market. Benefit Statements Employees, especially in government where salaries and/or benefits have traditionally been above those in the private sector, may not realize the true cost to the municipality for providing benefits. It is suggested that the City provide benefit statements to employees that details the total cost of compensation for an employee and confirm it includes all of the following benefit information: Gross Salary +Employer cost of FICA, FUTA +Employer cost of federal and state taxes +Employer cost of insurances (health, STD, LTD, etc.) +Employer cost for employees to participate in a sponsored EAP +Employer cost of unemployment +Employer cost of worker’s compensation +Employer cost of pension fund(s) +Employer cost of other benefits provided =Total compensation for the employee This often has a dramatic effect on employees who only see their net pay, rather than the total cost an employer actually pays for an employee. [AUTHOR NAME] 38 Benefit Analysis The relationship between compensation and benefits is important because benefits are tools used to assist in attracting, motivating, and retaining a quality workforce. Benefits do not, however, put food on the table, so there needs to be a balance between wag es and benefits, to support the overall compensation philosophy of an organization. There are fewer workers to replace retiring employees, the economy is stronger so there is more competition for qualified human capital, the workforce is more mobile, younger generations in the workforce have different work behaviors than older generations, and there is an increasing push for flexibility and freedoms from the workforce that does not yet align with most traditional government roles. Many government organiza tions are not prepared for this and strive to maintain tradition, to a detriment. Traditionally, government has offered average wages with a generous benefit package. Over the last 10+ years, the tide in the United States has shifted such that public sector benefits are simply average given rising costs to health care and pensions, and most wages are held at market to maintain competitiveness as much as possible, but employees feel they lose ground. So, while an organization is considering market competitive wages, the question is sometimes asked if wages can be lower if balanced with enriched benefits. This is not typically recommended unless the benefits are very enriched, which is not the case with the City of Alcoa. As a result, a comparison of vari ous benefits was conducted based on information provided by the comparable organizations. The following is a summary of these comparisons. It should be noted the recommendations contained in the Benefit Analysis will take time to evaluate with a benefits broker, and most cannot be quickly changed. Health Insurance Plan Design Overview The City currently offers one (1) heath plan option, designed with a $1,500/$3,000 in -network deductible. The employees are responsible for a flat rate premium contribution which equates to 2% of the single premium contribution, and just under 5% of the family premium contribution. The City also provides for a contribution to a Health Reimbursement Account (HRA) up to $500/$1,000 based on wellness activity participation. The City has introduced the concept of lower premiums in [AUTHOR NAME] 39 exchange for higher financial risk (higher deductibles) based on actual utilization. It is becoming more common for municipalities to have lower employee contribution amounts for higher deductible plans because employees can save on monthly premium costs, which then shifts their fi nancial responsibilities from that of a guaranteed monthly premium deduction, to an actual expense should they need to use the health plan while being a good consumer of health care. In addition, the City is offering the Health Reimbursement Account (HRA) to provide for a financial cushion to the employee, although the account was described as not being portable after termination of employment. HRA’s are an attractive benefit for recruitment/retention, as these types of health plan models are now becoming a standard plan design model throughout the United States although few others were reported within the City’s comparable market. The City may wish to consider allowing the HRA to be a portable benefit, so employees may grow their accounts for future reti rement health care costs. The City also has an onsite health care clinic for minor injury/illness, chronic disease maintenance, and vaccinations/immunizations, and some prescription dispensing for a low or no cost to employees. Onsite clinics normally result in reducing health care costs for both the employee and employer, improve employee access to health care, and is considered an attractive benefit for recruiting purposes. Although onsite clinics are not normally the reason applicants consider employm ent with a respective employer, employers may be viewed as more flexible and strategic toward employee benefits, which is important in this recruiting environment. Premiums It is extremely difficult to compare health insurance, as the number of plans and the plan designs are significantly different among organizations . What can be compared is the amount the City contributes toward the cost of that insurance. As the City is aware, the cost of health insurance is a large budget item for any organization. Health insurance is also often the single largest benefit looked at by potential new hires with the City, so a review of employee contributions to this benefit is imperative for offering a comprehensive benefit package. [AUTHOR NAME] 40 The Consultants compared the contribution of the City against comparable municipalities, when reported. Overall, employee contributions for single coverage ranged from 0% - 22%, which puts the City in a market competitive place with their 2% contribution. Family coverage contribut ions paid by employees in comparable organizations ranged from 3%-40%, which puts Alcoa’s employee contribution rate for family coverage also in a competitive market placement with their 5% contribution. This outcome, in combination with an average market compensation system will help the City maintain overall average total compensation. Wellness Program The City does offer a third-party Wellness Program for employees by offering an annual Health Risk Assessment and Biometric Screening (located internally in the City’s clinic). A Wellness Program is an effective method to promote health and wellness amongst employees and spouse/dependents. Programs can be developed to encourage awareness of health-related issues, improve productivity and morale, decrease absenteeism and injury, and often times reduce cost of healthcare. However, employees often will only participate for a reward or outcome that has an impact to them. The City offers financial incentives for participation in the form of additional funds deposited into their HRA account. The City is commended for the program they offer its employees and dependents. Time Off Benefits Vacation The City’s vacation schedule consists of three (3) levels of accrual that increase based upon years of service. Accruals range from the minimum of 80 hours during the first year, up to a maximum accrual that results in 160 hours of vacation per year at 16 years and beyond. Organizations that provided vacation information reported the following: • Vacation schedules range from 3-5 levels of accrual within their systems. • Minimum accruals range from 80-96 hours, with most reporting 80 hours. [AUTHOR NAME] 41 • Maximum accrual levels range from 160-192 hours, with only one (1) comparable reporting 160 hours. • Schedules range from 13-20 years to reach maximum accrual levels. Based on reporting municipalities, the City is generally in alignment with other organizations in terms of vacation. However, most other comparable organizations reported higher maximum ranges, so the City of Alcoa is on the low end. It appears the City adjusted their vacation accruals in 1994, reducing them from 200 down to 160, yet grandfathering current employees. The City may wish to consider adding a fourth level of accrual back to the vacation schedule, to provide for 176-200 hours of vacation at 20 years of service and beyond. This will not only put the City at the top end of vacation maximums but will also bring parity between the multiple vacation schedules. In addition, it is not uncommon for department directors to receive additional vacation at a higher amount than all other positions. This would be an enhancement above what the comparable organizations currently offer in this area. This is often the singl e difference in benefit offered to these high-level positions. As a result, each department director should be provided an additional three (3) days of vacation annually. Sick Time The City accumulates sick time at the rate of 8 hours per month, or 96 hours per year. This is a standard accrual in the public sector, and the comparable organizations. Sick time maximums range between 1200-unlimited hours from the comparable market. The City has no limits to accrue but holds the payout at time of a qualified retirement to a maximum of 640 hours. Most reporting organizations provide some type of percentage or formula payout, which is consistent with the City. No sick time changes are recommended, other than an option for payouts, which will be discussed in a separate section of this Report. [AUTHOR NAME] 42 Holiday The City currently has ten (10) observed holidays, one of which is designated by the City Manager. Participating comparable organizations reported a range of holidays between 9 days – 12 days. As a result, the City is comparable with the market. It should be noted the City does not currently designate December 24th as a holiday. This is often a day many employees seek time away from work as it is a significant day for many people. The City is recommended to consider this day as a future designated holiday, after considering operational need and minimum staffing required to conduct those operations, if necessary. In addition, the City is recommended to consider a floating holiday, in which the employee determines the day off, in lieu of the City Manager. Floating holidays can then be used by the employees as they desire, including time off for a holiday that is not observed by the City, but is important to the employee. Both the floating holiday and December 24th designation are enhancements to the current benefit program. Time Off Payouts Currently, the City’s payout provisions for vacation and sick is in the form of cash. This payment is then considered taxable to the employee, and the City pays related employment taxes on these amounts. Further, these payments need to be recorded as liabilities on the City’s financial statements. The City could consider enhancing the payout provisions in a way that will assist employees with their future health care needs since the main reason employees choose not to retire is because they financially are not able to or cann ot afford to continue health care coverage. These payouts could be developed to create a post-employment medical trust for the employee in which deposits are tax free for both the employee and employer, is not considered income to the employee, and is to be used for medical expenses by the employee/qualified beneficiaries. [AUTHOR NAME] 43 Alternative Paid Time Off Program The City currently has vacation, sick, and bereavement programs, as well as other basic time off polices, in which there are various rules for the use of each type of leave category. The City also has a vacation buy back and vacation conversion to sick time policy in place. Having the rules and variations may be confusing and frustrating for employees and managers, and it is very likely a significant administrative burden to the administrative staff who setup and monitor the use of these forms of leave. Many organizations add rules for the use of benefits to help the employees manage their personal situations, but that often makes programs diffi cult to manage. Paid Time Off (PTO) is a single bank of time off, which is then used for sick, vacation, and bereavement time, instead of having different banks of time for different purposes. Some organizations include holidays into this program, whil e others do not. Generally, PTO has a larger overall rate than vacation, but less than vacation and sick time combined, and there is an overall payout on the benefit. The benefit has administrative ease, simplification, and new flexibility for employees. Often, the biggest challenge is transitioning accumulated sick and vacation hours into a new program, but this can be done successfully. Organizations that have done this are satisfied with the end result, once the transition is complete. Although the City’s comparable organizations did not identify PTO as a program they offer, the City may wish to research the concept of PTO, as the new generation of employees prefer flexibility within their benefits. Summary Overall, the City’s salary schedule has not kept pace with the external market. As the City begins to experience turnover due to retirements, with the current tight labor market, it will find it increasingly difficult to attract employees with the current salary ranges. Although longer tenured employees may fare well within the salary range, newer employees are not moving through the range with sufficient increases. The City’s benefits may need a little tweaking – the City must consider that if it attempts to attract ‘younger’ employees, these benefits do not have the same incentive as generations from the past. With that said, increasing the salary schedule to being more competitive [AUTHOR NAME] 44 and maintaining/enhancing vacation/holiday benefits, will assist the City in attracting more experienced employees. [AUTHOR NAME] 45 Appendix A: Recommended Salary Schedule SALARY RANGE Grandfather Range* Pay Grade Old Title New Title Hours Minimum Step 6 Maximum 15 19 D $ 13.00 $ 15.07 $ 18.02 $ 18.38 $ 19.90 D Custodian Custodian $ 27,040.00 $ 31,345.60 $ 37,481.60 $ 38,230.40 $ 41,392.00 D General Worker I Sanitation Worker I D Receptionist Office Assistant E $ 14.04 $ 16.27 $ 19.45 $ 19.84 $ 21.47 E Receptionist Business Office Coordinator $ 29,203.20 $ 33,841.60 $ 40,456.00 $ 41,267.20 $ 44,657.60 E General Worker II General Maintenance - Electric E General Worker II Sanitation Worker II F $ 15.16 $ 17.58 $ 21.00 $ 21.42 $ 23.19 F Cashier Customer Service Associate $ 31,539.46 $ 36,566.40 $ 43,680.00 $ 44,553.60 $ 48,235.20 F Maintenance Tech I Maintenance Apprentice F Meter Reader Meter Reader F Police Records Clerk Police Records Clerk F Service Worker I Sanitation Worker III F Scale Operator Scale Operator F Service Worker I Street Worker I F Assistant Water Operator WTP Operator I G $ 16.38 $ 18.99 $ 22.70 $ 23.15 $ 25.05 G Animal Control Officer Animal Control Officer $ 34,062.61 $ 39,499.20 $ 47,216.00 $ 48,152.00 $ 52,104.00 G Inventory Tech/Asst Buyer Assistant Buyer/Inventory Tech 2756 $ 12.36 $ 14.33 $ 17.13 $ 17.47 $ 18.91 G Court Clerk Court Clerk G Customer Service Rep II Customer Account Rep G Sanitation Operator Equipment Operator G Utility Equipment Operator Equipment Operator G Utility Equipment Operator Equipment Operator G Firefighter [AUTHOR NAME] 46 SALARY RANGE Grandfather Range* Pay Grade Old Title New Title Hours Minimum Step 6 Maximum 15 19 G Service Worker II Street Worker II G Utility Billing Tech Utility Billing Tech H $ 17.85 $ 20.70 $ 24.75 $ 25.25 $ 27.35 H Account Payable Tech II Account Payable Tech $ 37,128.25 $ 43,056.00 $ 51,480.00 $ 52,520.00 $ 56,888.00 H Administrative Assistant Administrative Assistant 2756 $ 13.47 $ 15.62 $ 18.68 $ 19.06 $ 20.64 H Animal Control Supervisor Animal Control Coordinator H Business Office Tech Customer Service Representative H Electric Dispatcher Electric Dispatcher H Firefighter Engineer Fire Engineer H Firefighter - EMTA Firefighter EMT-A H Service Worker I Heavy Equipment Operator H Service Worker I Heavy Equipment Operator H Maintenance Tech I Maintenance Technician I H Mechanic Mechanic I H Meter Installer II Meter Installer H Administrative Assistant Permit Tech H Police Evidence Custodian Police Evidence Custodian H Police Officer Police Officer H Service Worker II Streets Worker III H Service Worker II Utility Locator H WTP Operator WTP Operator II I $ 19.64 $ 22.75 $ 27.17 $ 27.71 $ 30.00 I Assistant City Recorder Assistant City Recorder $ 40,841.07 $ 47,320.00 $ 56,513.60 $ 57,636.80 $ 62,400.00 I Electric Systems Tech I 2756 $ 14.82 $ 17.17 $ 20.51 $ 20.91 $ 22.64 I Engineering Associate I Engineer Associate I I HR Generalist Human Resource Specialist I Lead Customer Service I Leadworker Leadworker - Water [AUTHOR NAME] 47 SALARY RANGE Grandfather Range* Pay Grade Old Title New Title Hours Minimum Step 6 Maximum 15 19 I Sr Meter Installer Leadworker - Meters I Leadworker Leadworker - Sanitation I Leadworker Leadworker - Streets I Maintenance Tech II Maintenance Technician II I Master Police Officer I Heavy Equipment Mechanic Mechanic II I Payroll Specialist Payroll Specialist I Public Works Inspector I Public Works Inspector I I Sr Electric Dispatcher Sr Electric Dispatcher I Sr Firefighter I Substation Tech I I WTP Lab Manager WTP Lab Coordinator I Leadworker WTP Operator III J $ 21.60 $ 25.05 $ 29.93 $ 30.53 $ 33.05 J Associate Planner $ 44,925.18 $ 52,104.00 $ 62,254.40 $ 63,502.40 $ 68,744.00 J Codes Enforcement Officer Codes Enforcement Officer 2756 $ 16.30 $ 18.91 $ 22.59 $ 23.04 $ 24.94 J Engineer Assistant I Electric Engineer Assistant I J Electric Systems Operator J Electric Systems Tech II J Engineering Associate II Engineering Associate II J Executive Admin Asst Executive Administrative Assistant J Electric Mapping Tech GIS Analyst - Electric J Systems Support Specialist IS Systems Support Specialist J Systems Support Specialist IS Systems Support Specialist J Heavy Equipment Mechanic Mechanic III J Public Works Inspector II Public Works Inspector II J Leadworker - Certified Sr Leadworker - Landfill J Leadworker - Certified Sr Leadworker - Water [AUTHOR NAME] 48 SALARY RANGE Grandfather Range* Pay Grade Old Title New Title Hours Minimum Step 6 Maximum 15 19 J Substation Tech II J Utility Billing Coordinator Utility Billing Coordinator I Utility Arborist Utility Vegetation Administrator K $ 23.33 $ 27.04 $ 32.31 $ 32.96 $ 35.68 K Accountant Accountant $ 48,519.19 $ 56,243.20 $ 67,204.80 $ 68,556.80 $ 74,214.40 K Engineer Assistant II Electric Engineer Assistant II 2756 $ 17.60 $ 20.41 $ 24.38 $ 24.88 $ 26.93 K Sr Leadworker Foreman - Water K GIS Coordinator GIS Coordinator K PIO/Special Projects Coord Marketing/PIO Specialist K Sr Maintenance Tech Sr Maintenance Tech K Sr WTP Operator Sr WTP Operator K Stormwater Coordinator L $ 25.66 $ 29.75 $ 35.54 $ 36.25 $ 39.24 L Fire Lieutenant Fire Lieutenant $ 53,371.11 $ 61,880.00 $ 73,923.20 $ 75,400.00 $ 81,619.20 L Fleet Services Supervisor Fleet Services Supervisor $ 19.37 $ 22.45 $ 26.82 $ 27.36 $ 29.62 L Sr HR Generalist HR Benefits Specialist L Network Administrator Network Administrator L Assistant City Planner Planner L Police Sergeant Police Sergeant L Purchasing Agent Purchasing Agent M $ 27.71 $ 32.13 $ 38.37 $ 39.14 $ 42.36 M Civil Engineer I $ 57,640.80 $ 66,830.40 $ 79,809.60 $ 81,411.20 $ 88,108.80 M Business Office Manager Customer Service Supervisor M Sanitation Supervisor Sanitation Supervisor M Street Services Supervisor Street Services Supervisor N $ 29.93 $ 34.69 $ 41.45 $ 42.28 $ 45.77 N Electric Engineer I $ 62,252.07 $ 72,155.20 $ 86,216.00 $ 87,942.40 $ 95,201.60 [AUTHOR NAME] 49 SALARY RANGE Grandfather Range* Pay Grade Old Title New Title Hours Minimum Step 6 Maximum 15 19 N Fire Captain Fire Captain 2756 $ 22.59 $ 26.18 $ 31.28 $ 31.91 $ 34.54 N Police Lieutenant Police Lieutenant N Utility Services Supervisor Utility Services Supervisor O $ 32.92 $ 38.17 $ 45.60 $ 46.51 $ 50.35 O Civil Engineer Civil Engineer II $ 68,477.27 $ 79,393.60 $ 94,848.00 $ 96,740.80 $ 104,728.00 O P $ 36.21 $ 41.98 $ 50.16 $ 51.16 $ 55.37 P Utilities Billing Manager Accounting Manager $ 75,325.00 $ 87,318.40 $ 104,332.80 $ 106,412.80 $ 115,169.60 P Chief Building Official Chief Building Official P Construction Services Manager Construction Services Manager P Electric Engineer II Electric Engineer II P Engineer Manager P Assistant Finance Director Financial Services Manager P Fire Marshall Fire Marshall P Information Services Supervisor Information Services Manager P Police Captain Police Captain P Solid Waste Manager Solid Waste Manager P WTP Supv/Chief Operator WTP Plant Manager Q $ 39.11 $ 45.33 $ 54.15 $ 55.23 $ 59.78 Q City Planner City Planner $ 81,351.00 $ 94,286.40 $ 112,632.00 $ 114,878.40 $ 124,342.40 Q Sr Civil Engineer R $ 43.02 $ 49.87 $ 59.59 $ 60.78 $ 65.79 R Electric Line Supervisor Electric Line Supervisor $ 89,486.10 $ 103,729.60 $ 123,947.20 $ 126,422.40 $ 136,843.20 R Sr Electric Engineer Sr Electric Engineer S $ 47.32 $ 54.86 $ 60.56 S Assistant Police Chief $ 98,434.71 $ 114,108.80 $ 125,964.80 S Assistant Dir/Chief Engineer Assistant PW Director [AUTHOR NAME] 50 SALARY RANGE Grandfather Range* Pay Grade Old Title New Title Hours Minimum Step 6 Maximum 15 19 S Assistant Dir/Chief Engineer Assistant PW Director S Deputy Fire Chief Deputy Fire Chief S Assistant Director/Chief Eng Elec Assistant Director T $ 52.06 $ 60.36 $ 67.97 T Director of Human Resources Administrative Services/HR Director $ 108,278.18 $ 125,548.80 $ 141,377.60 T Fire Chief Fire Chief T Police Chief Police Chief U $ 54.66 $ 63.37 $ 71.34 U Electric Services Director $ 113,692.09 $ 131,809.60 $ 148,387.20 U Finance Director Finance Director U Public Works Director Public Works Director V $ 57.39 $ 66.53 $ 74.90 V Deputy City Manager Deputy City Manager $ 119,376.70 $ 138,382.40 $ 155,792.00 W W City Manager City Manager $ 67.72 $ 78.52 $ 88.39 $ 140,864.50 $ 163,321.60 $ 183,851.20 *Grandfather range for employees on step 13 and above as of the start of the schedule. All employees on Step 12 and below will not go beyond the maximum. [AUTHOR NAME] 51 Appendix: B Recommended Step Schedule SALARY RANGE Grandfather Range P G Old Title New Title 1 2 3 4 5 6(M) 7 8 9 10 11 12 13 14 15 16 17 18 19 $0.50 3% 3% 3% 3% 3% 3% 3% 3% 3% 2% 2% 2% 2% 2% 2% 2% 2% 2% $13.00 $13.39 $13.79 $14.20 $14.63 $15.07 $15.45 $15.84 $16.24 $16.65 $16.98 $17.32 $17.67 $18.02 $18.38 $18.75 $19.13 $19.51 $19.90 D Custodian Custodian $27,040 $27,851 $28,683 $29,536 $30,430 $31,346 $32,136 $32,947 $33,779 $34,632 $35,318 $36,026 $36,754 $37,482 $38,230 $39,000 $39,790 $40,581 $41,392 D General Worker I Sanitation Worker I D Receptionist Office Assistant 1.08 $14.04 $14.46 $14.89 $15.34 $15.80 $16.27 $16.68 $17.10 $17.53 $17.97 $18.33 $18.70 $19.07 $19.45 $19.84 $20.24 $20.64 $21.05 $21.47 E Receptionist Business Office Coordinator $29,203 $30,077 $30,971 $31,907 $32,864 $33,842 $34,694 $35,568 $36,462 $37,378 $38,126 $38,896 $39,666 $40,456 $41,267 $42,099 $42,931 $43,784 $44,658 E General Worker II General Maintenance - Electric E General Worker II Sanitation Worker II 1.08 $15.16 $15.62 $16.09 $16.57 $17.07 $17.58 $18.02 $18.47 $18.93 $19.40 $19.79 $20.19 $20.59 $21.00 $21.42 $21.85 $22.29 $22.74 $23.19 F Cashier Customer Service Associate $31,539 $32,490 $33,467 $34,466 $35,506 $36,566 $37,482 $38,418 $39,374 $40,352 $41,163 $41,995 $42,827 $43,680 $44,554 $45,448 $46,363 $47,299 $48,235 F Maintenance Tech I Maintenance Apprentice F Meter Reader Meter Reader F Police Records Clerk Police Records Clerk F Service Worker I Sanitation Worker III F Scale Operator Scale Operator F Service Worker I Street Worker I F Assistant Water Operator WTP Operator I 1.08 $16.38 $16.87 $17.38 $17.90 $18.44 $18.99 $19.46 $19.95 $20.45 $20.96 $21.38 $21.81 $22.25 $22.70 $23.15 $23.61 $24.08 $24.56 $25.05 G Animal Control Officer Animal Control Officer $34,063 $35,090 $36,150 $37,232 $38,355 $39,499 $40,477 $41,496 $42,536 $43,597 $44,470 $45,365 $46,280 $47,216 $48,152 $49,109 $50,086 $51,085 $52,104 G Inventory Tech/Asst Buyer Assistant Buyer/Invent ory Tech 275 6 $12.36 $12.73 $13.12 $13.51 $13.92 $14.33 $14.69 $15.06 $15.43 $15.82 $16.14 $16.46 $16.79 $17.13 $17.47 $17.82 $18.17 $18.54 $18.91 G Court Clerk Court Clerk G Customer Service Rep II Customer Account Rep [AUTHOR NAME] 52 SALARY RANGE Grandfather Range P G Old Title New Title 1 2 3 4 5 6(M) 7 8 9 10 11 12 13 14 15 16 17 18 19 G Sanitation Operator Equipment Operator G Utility Equipment Operator Equipment Operator G Utility Equipment Operator Equipment Operator G Firefighter G Service Worker II Street Worker II G Utility Billing Tech Utility Billing Tech 1.09 $17.85 $18.39 $18.94 $19.51 $20.10 $20.70 $21.22 $21.75 $22.29 $22.85 $23.31 $23.78 $24.26 $24.75 $25.25 $25.76 $26.28 $26.81 $27.35 H Account Payable Tech II Account Payable Tech $37,128 $38,251 $39,395 $40,581 $41,808 $43,056 $44,138 $45,240 $46,363 $47,528 $48,485 $49,462 $50,461 $51,480 $52,520 $53,581 $54,662 $55,765 $56,888 H Administrative Assistant Administrativ e Assistant 275 6 $13.47 $13.88 $14.29 $14.72 $15.17 $15.62 $16.02 $16.42 $16.82 $17.25 $17.59 $17.95 $18.31 $18.68 $19.06 $19.44 $19.83 $20.23 $20.64 H Animal Control Supervisor Animal Control Coordinator H Business Office Tech Customer Service Representativ e H Electric Dispatcher Electric Dispatcher H Firefighter Engineer Fire Engineer H Firefighter - EMTA Firefighter EMT-A H Service Worker I Heavy Equipment Operator H Service Worker I Heavy Equipment Operator H Maintenance Tech I Maintenance Technician I H Mechanic Mechanic I H Meter Installer II Meter Installer H Administrative Assistant Permit Tech H Police Evidence Custodian Police Evidence Custodian H Police Officer Police Officer H Service Worker II Streets Worker III H Service Worker II Utility Locator H WTP Operator WTP Operator II 1.10 $19.64 $20.22 $20.83 $21.45 $22.09 $22.75 $23.32 $23.90 $24.50 $25.11 $25.61 $26.12 $26.64 $27.17 $27.71 $28.26 $28.83 $29.41 $30.00 I Assistant City Recorder Assistant City Recorder $40,841 $42,058 $43,326 $44,616 $45,947 $47,320 $48,506 $49,712 $50,960 $52,229 $53,269 $54,330 $55,411 $56,514 $57,637 $58,781 $59,966 $61,173 $62,400 [AUTHOR NAME] 53 SALARY RANGE Grandfather Range P G Old Title New Title 1 2 3 4 5 6(M) 7 8 9 10 11 12 13 14 15 16 17 18 19 I Electric Systems Tech I 275 6 $14.82 $15.26 $15.72 $16.19 $16.67 $17.17 $17.60 $18.04 $18.49 $18.95 $19.33 $19.71 $20.11 $20.51 $20.91 $21.33 $21.76 $22.20 $22.64 I Engineering Associate I Engineer Associate I I HR Generalist Human Resource Specialist I Lead Customer Service I Leadworker Leadworker - Water I Sr Meter Installer Leadworker - Meters I Leadworker Leadworker - Sanitation I Leadworker Leadworker - Streets I Maintenance Tech II Maintenance Technician II I Master Police Officer I Heavy Equipment Mechanic Mechanic II I Payroll Specialist Payroll Specialist I Public Works Inspector I Public Works Inspector I I Sr Electric Dispatcher Sr Electric Dispatcher I Sr Firefighter I Substation Tech I I WTP Lab Manager WTP Lab Coordinator I Leadworker WTP Operator III 1.10 $21.60 $22.25 $22.92 $23.61 $24.32 $25.05 $25.68 $26.32 $26.98 $27.65 $28.20 $28.76 $29.34 $29.93 $30.53 $31.14 $31.76 $32.40 $33.05 J Associate Planner $44,925 $46,280 $47,674 $49,109 $50,586 $52,104 $53,414 $54,746 $56,118 $57,512 $58,656 $59,821 $61,027 $62,254 $63,502 $64,771 $66,061 $67,392 $68,744 J Codes Enforcement Officer Codes Enforcement Officer 275 6 $16.30 $16.79 $17.30 $17.82 $18.35 $18.91 $19.38 $19.86 $20.36 $20.87 $21.28 $21.71 $22.14 $22.59 $23.04 $23.50 $23.97 $24.45 $24.94 J Engineer Assistant I Electric Engineer Assistant I J Electric Systems Operator J Electric Systems Tech II [AUTHOR NAME] 54 SALARY RANGE Grandfather Range P G Old Title New Title 1 2 3 4 5 6(M) 7 8 9 10 11 12 13 14 15 16 17 18 19 J Engineering Associate II Engineering Associate II J Executive Admin Asst Executive Administrativ e Assistant J Electric Mapping Tech GIS Analyst - Electric J Systems Support Specialist IS Systems Support Specialist J Systems Support Specialist IS Systems Support Specialist J Heavy Equipment Mechanic Mechanic III J Public Works Inspector II Public Works Inspector II J Leadworker - Certified Sr Leadworker - Landfill J Leadworker - Certified Sr Leadworker - Water J Substation Tech II J Utility Billing Coordinator Utility Billing Coordinator I Utility Arborist Utility Vegetation Administrator 1.08 $23.33 $24.03 $24.75 $25.49 $26.25 $27.04 $27.72 $28.41 $29.12 $29.85 $30.45 $31.06 $31.68 $32.31 $32.96 $33.62 $34.29 $34.98 $35.68 K Accountant Accountant $48,519 $49,982 $51,480 $53,019 $54,600 $56,243 $57,658 $59,093 $60,570 $62,088 $63,336 $64,605 $65,894 $67,205 $68,557 $69,930 $71,323 $72,758 $74,214 K Engineer Assistant II Electric Engineer Assistant II 275 6 $17.60 $18.14 $18.68 $19.24 $19.81 $20.41 $20.92 $21.44 $21.98 $22.53 $22.98 $23.44 $23.91 $24.38 $24.88 $25.37 $25.88 $26.40 $26.93 K Sr Leadworker Foreman - Water K GIS Coordinator GIS Coordinator K PIO/Special Projects Coord Marketing/PI O Specialist K Sr Maintenance Tech Sr Maintenance Tech K Sr WTP Operator Sr WTP Operator K Stormwater Coordinator 1.10 $25.66 $26.43 $27.22 $28.04 $28.88 $29.75 $30.49 $31.25 $32.03 $32.83 $33.49 $34.16 $34.84 $35.54 $36.25 $36.98 $37.72 $38.47 $39.24 L Fire Lieutenant Fire Lieutenant $53,371 $54,974 $56,618 $58,323 $60,070 $61,880 $63,419 $65,000 $66,622 $68,286 $69,659 $71,053 $72,467 $73,923 $75,400 $76,918 $78,458 $80,018 $81,619 L Fleet Services Supervisor Fleet Services Supervisor $19.37 $19.95 $20.54 $21.16 $21.80 $22.45 $23.01 $23.58 $24.17 $24.78 $25.28 $25.78 $26.29 $26.82 $27.36 $27.91 $28.47 $29.03 $29.62 L Sr HR Generalist HR Benefits Specialist [AUTHOR NAME] 55 SALARY RANGE Grandfather Range P G Old Title New Title 1 2 3 4 5 6(M) 7 8 9 10 11 12 13 14 15 16 17 18 19 L Network Administrator Network Administrator L Assistant City Planner Planner L Police Sergeant Police Sergeant L Purchasing Agent Purchasing Agent 1.08 $27.71 $28.54 $29.40 $30.28 $31.19 $32.13 $32.93 $33.75 $34.59 $35.45 $36.16 $36.88 $37.62 $38.37 $39.14 $39.92 $40.72 $41.53 $42.36 M Civil Engineer I $57,641 $59,363 $61,152 $62,982 $64,875 $66,830 $68,494 $70,200 $71,947 $73,736 $75,213 $76,710 $78,250 $79,810 $81,411 $83,034 $84,698 $86,382 $88,109 M Business Office Manager Customer Service Supervisor M Sanitation Supervisor Sanitation Supervisor M Street Services Supervisor Street Services Supervisor 1.08 $29.93 $30.83 $31.75 $32.70 $33.68 $34.69 $35.56 $36.45 $37.36 $38.29 $39.06 $39.84 $40.64 $41.45 $42.28 $43.13 $43.99 $44.87 $45.77 N Electric Engineer I $62,252 $64,126 $66,040 $68,016 $70,054 $72,155 $73,965 $75,816 $77,709 $79,643 $81,245 $82,867 $84,531 $86,216 $87,942 $89,710 $91,499 $93,330 $95,202 N Fire Captain Fire Captain 275 6 $22.59 $23.27 $23.96 $24.68 $25.42 $26.18 $26.84 $27.51 $28.20 $28.90 $29.48 $30.07 $30.67 $31.28 $31.91 $32.55 $33.20 $33.86 $34.54 N Police Lieutenant Police Lieutenant N Utility Services Supervisor Utility Services Supervisor 1.10 $32.92 $33.91 $34.93 $35.98 $37.06 $38.17 $39.12 $40.10 $41.10 $42.13 $42.97 $43.83 $44.71 $45.60 $46.51 $47.44 $48.39 $49.36 $50.35 O Civil Engineer Civil Engineer II $68,477 $70,533 $72,654 $74,838 $77,085 $79,394 $81,370 $83,408 $85,488 $87,630 $89,378 $91,166 $92,997 $94,848 $96,741 $98,675 $100,65 1 $102,66 9 $104,72 8 O 1.10 $36.21 $37.30 $38.42 $39.57 $40.76 $41.98 $43.03 $44.11 $45.21 $46.34 $47.27 $48.22 $49.18 $50.16 $51.16 $52.18 $53.22 $54.28 $55.37 P Utilities Billing Manager Accounting Manager $75,325 $77,584 $79,914 $82,306 $84,781 $87,318 $89,502 $91,749 $94,037 $96,387 $98,322 $100,29 8 $102,29 4 $104,33 3 $106,41 3 $108,53 4 $110,69 8 $112,90 2 $115,17 0 P Chief Building Officcial Chief Building Official P Construction Services Manager Construction Services Manager P Electric Engineer II Electric Engineer II P Engineer Manager P Assistant Finance Director Financial Services Manager P Fire Marshall Fire Marshall P Information Services Supervisor Information Services Manager P Police Captain Police Captain [AUTHOR NAME] 56 SALARY RANGE Grandfather Range P G Old Title New Title 1 2 3 4 5 6(M) 7 8 9 10 11 12 13 14 15 16 17 18 19 P Solid Waste Manager Solid Waste Manager P WTP Supv/Chief Operator WTP Plant Manager 1.08 $39.11 $40.28 $41.49 $42.73 $44.01 $45.33 $46.46 $47.62 $48.81 $50.03 $51.03 $52.05 $53.09 $54.15 $55.23 $56.33 $57.46 $58.61 $59.78 Q City Planner City Planner $81,351 $83,782 $86,299 $88,878 $91,541 $94,286 $96,637 $99,050 $101,52 5 $104,06 2 $106,14 2 $108,26 4 $110,42 7 $112,63 2 $114,87 8 $117,16 6 $119,51 7 $121,90 9 $124,34 2 Q Sr Civil Engineer 1.10 $43.02 $44.31 $45.64 $47.01 $48.42 $49.87 $51.12 $52.40 $53.71 $55.05 $56.15 $57.27 $58.42 $59.59 $60.78 $62.00 $63.24 $64.50 $65.79 R Electric Line Supervisor Electric Line Supervisor $89,486 $92,165 $94,931 $97,781 $100,71 4 $103,73 0 $106,33 0 $108,99 2 $111,71 7 $114,50 4 $116,79 2 $119,12 2 $121,51 4 $123,94 7 $126,42 2 $128,96 0 $131,53 9 $134,16 0 $136,84 3 R Sr Electric Engineer Sr Electric Engineer 1.10 $47.32 $48.74 $50.20 $51.71 $53.26 $54.86 $56.23 $57.64 $59.08 $60.56 $60.56 S Assistant Police Chief $98,435 $101,37 9 $104,41 6 $107,55 7 $110,78 1 $114,10 9 $116,95 8 $119,89 1 $122,88 6 $125,96 5 $125,96 5 S Assistant Dir/Chief Engineer Assistant PW Director S Assistant Dir/Chief Engineer Assistant PW Director S Deputy Fire Chief Deputy Fire Chief S Assistant Director/Chief Eng Elec Assistant Director 1.10 $52.06 $53.62 $55.23 $56.89 $58.60 $60.36 $61.87 $63.42 $65.01 $66.64 $67.97 T Director of Human Resources Administrativ e Services/HR Director $108,27 8 $111,53 0 $114,87 8 $118,33 1 $121,88 8 $125,54 9 $128,69 0 $131,91 4 $135,22 1 $138,61 1 $141,37 8 T Fire Chief Fire Chief T Police Chief Police Chief 1.05 $54.66 $56.30 $57.99 $59.73 $61.52 $63.37 $64.95 $66.57 $68.23 $69.94 $71.34 U Electric Services Director $113,69 2 $117,10 4 $120,61 9 $124,23 8 $127,96 2 $131,81 0 $135,09 6 $138,46 6 $141,91 8 $145,47 5 $148,38 7 U Finance Director Finance Director U Public Works Director Public Works Director 1.05 $57.39 $59.11 $60.88 $62.71 $64.59 $66.53 $68.19 $69.89 $71.64 $73.43 $74.90 V Deputy City Manager Deputy City Manager $119,37 7 $122,94 9 $126,63 0 $130,43 7 $134,34 7 $138,38 2 $141,83 5 $145,37 1 $149,01 1 $152,73 4 $155,79 2 W City Manager City Manager 1.18 $67.72 $69.76 $71.85 $74.01 $76.23 $78.52 $80.48 $82.49 $84.55 $86.66 $88.39 $140,86 5 $145,10 1 $149,44 8 $153,94 1 $158,55 8 $163,32 2 $167,39 8 $171,57 9 $175,86 4 $180,25 3 $183,85 1 [AUTHOR NAME] 57 Appendix C: Electric Schedule New Pay Grade New Title 1 2 3 4 5 6(M) 7 8 9 10 11 Range Max 6 mo 1 yr ED Electric Line Tech Apprentice $21.99 $22.43 $22.88 $23.56 $24.27 $25.00 $45,739.49 $46,654.28 $47,587.37 $49,014.99 $50,485.44 $52,000.00 EE Electric Line Tech- Journeyman $34.50 $35.54 $37.95 $71,760.00 $73,912.80 $78,936.00 EF Sr Electric Line Tech $37.31 $41.04 $77,608.44 $85,369.28 EG Electric Service Crew Leader $38.43 $42.27 $79,936.69 $87,930.36 EH Electric Line Crew Leader $40.35 $44.39 $83,933.53 $92,326.88