07/28/1993
M.C.A. Inst. i)07
En~losure (l)
BOJl..FJ) OF COUNTY COMMISSIONERS
AGENDA ITEM SUMMARY
Meeting Date: 7/28/93
Division: County Administration
Bulk Item:
Yes
No X Department: Administration
AGENDA ITEM WORDING: Presentation of Cody & Associates, Inc.
recommended Classification, Pay Plan and Organizational/Staffing
Analysis for MCBOCC employees - Nick E. Pellegrino.
ITEM BACKGROUND: The overall employee classification and pay plan
structure and administrative organization and staffing levels should be
the subject of a professional comprehensive and comparative analysis
every three to five years. The resultant report should be used to
accordingly adjust the pay plan, staffing levels and organization to
reflect the impact of inflation, changes in the jab market, and
revisions to the overall mission of Monroe County government.
PREVIOUS RELEVANT BOCC ACTION:
& Associates, Inc. to complete
organization/staffing study.
The MCBOCC commissioned the firm of Cody
a employee classification, pay plan and
STAFF RECOMMENDATION:
Approve the Cody & Associates recommendations.
TOTAL COST: UNK
BUDGETED: Yes
No X
APPROVED BY: County Atty __
OMB/p~agement
(Signature)
Thomas W. Brown
Print Name
DIVISION DIRECTOR APPROVAL:
DOCUMENTATION: Included: X
To Follow:
Not. Required:
Agenda
Item ~ QlJlJ .3
DISPOSITION:
Cody & c111-1-ociatE1-,[]nc.
MANAGEMENT CONSULTANTS
305 Jack Drive
Cocoa Beach, FL 32931
(407) 783-3720
July 27, 1993
Board of County Commissioners
Monroe County
5100 College Road
Public service Building
Wing I I
Key West, FL 33040
The enclosed is an ADDENDUM TO THE CLASSIFICATION/PAY STUDY
s u bm i t t e d J u 1 y 1 9 j 1 99 3 .
The following positions are added:
PRESENT PROPOSED
PAY GRADE PAY GRADE
1.
GROUP INSURANCE SPECIALIST
211
213
2.
WoRKERS COMPENSATION
SPECIALIST
211
213
3.
INSURANCE TECHNICIAN
209
212
~~~~~
N. E. Pellegrino
Senior Partner
Cody & Associates, Inc.
POSITION CLASSIFICATION
AND PAY STUDY
FOR
r-t>NROE <XXJNTY
BOARD OF OOJNTY
(XJ-Jt11 SS lONERS
...JULY. 1993
Cody 5- c:II~~oalatE.~, Dna.
MANAGEMENT CONSULTANTS
Cody & d/j.j.ociatej.,[fnc.
MANAGEMENT CONSULTANTS
305 Jack Drive
Cocoa Beach, FL 32931
(407) 783-3720
July 19, 1993
captain Thomas Brown
County Administrator
Monroe County
5100 Junior college Road
public service Building
Wing II
Key West, FL 33040
Dear captain Brown:
We have completed our assignment and are submitting the final
report of our position classification and Pay study for all
positions in the service of the Monroe County Board of county
commission.
This report has been prepared as an accounting of our assignment
and to record our approach. The recommendations and comments in
the report reflect our objective appraisal based on analysis and
discussion to the extent possible within the scope of the assign-
ment.
our objective was to develop a classification and Pay plan that is
fair to both the employees and the County.
We appreciate this opportunity to be of service to you and express
our thanks for the cooperation and courtesy which was extended to
us by all of your employees during the study.
Respectfully submitted,
COHPREHENS I VE CLASS I FICA T I ON AND PA Y STUDY
FOR
MONROE: C::::OUNTV BOARD OF C::::OUNTV CX:X. 11 55 ION
Section
Table of Contents
Pa~e
LETTER OF TRANSMITTAL
INTRODUCTION
. . . . . . . . . . . . . . . .
1
STUDY ASSIGNMENT AND OBJECTIVES. . . . . . . 2
I I
POSITION CLASSIFICATION
4
A.
I I I
WAGE
A.
B.
C.
D.
E.
REVIEW OF POSITIONS
4
1.
2.
3.
4.
5 .
6.
7 .
8.
Position Questionnaires
Job Audits . . . . . . .
Point Evaluation System
Classification by Position
Check and Review . . . . . .
Preparation of ADA Job Descriptions
Findings . . .
Reconmendat ions . . . . . . . . . .
4
5
6
6
7
7
8
8
AND SALARY PHASE . . . . .
SALARY SURVEY . . . .
1. Selection of Survey Classes
2. Identification of Labor Market
3. Management and Administrative
Positions . . .
4. Secondary Information
5. Survey Method. . . .
10
10
10
10
12
13
13
DEVELOPMENT OF THE SALARY SCHEDULES
OTHER SALARY SURVEY CONSIDERATIONS
SURVEY FINDINGS
RECOMMENDATIONS
14
14
15
15
Section
IV
v
ENCLOSURES
COMPENSAT I ON PLAN . . . . . . . . . . . . . .
A.
B.
C.
D.
E.
PURPOSE . . . . . .
COMPENSATION PLAN DESIGN
APPOINTMENT AND STARTING RATE GUIDELINES
SALARY RANGES AND PROGRESSION
MERIT (PRODUCTIVITY) INCREASES
FRINGE BENEFIT SURVEY
A. APPROACH
B. FINDINGS
C. RECOMMENDATIONS
- POSITION QUESTIONNAIRES
2 - RECOMMENDED CLASSIFICATION/PAY PLAN
3 - SALARY SCHEDULE
4 - ALLOCATION LIST
5 - INTERNAL RELATIONSHIPS
6 - FLORIDA PRICE INDEX - 1992
Page
17
17
17
18
19
19
21
21
21
22
I NTRODUCT ION
This report, on the study of the Classification and the
Salary for all positions in the service of the Board of
County Comm i ss i on of Monroe, conta i ns deta i 1 s of all
elements of the Study.
Counties are being challenged and tested like never be-
fore to prov i de the highest qua I i ty and var i ety of
serVlces whi le maintaining or reducing operational costs.
This study is one vital method in maintaining the effective-
ness of the over all per sonne 1 management system, equ i ty in
dealing with all employees and in maintaining a qualified
staff to perform the needed services to the taxpayers of the
County.
1
STUDY ASS {GNMENT AND OBJECTiVES
The Board of County Commissioners of Monroe retained the serVlces
of Cody & Associates, Inc. to conduct a Position Classification and
Pay Plan study for all positions under their jurisdiction.
In our approach to establishing a Position Classification and Pay
Plan, we were concerned with the following basic objectives:
A. Formulating a Position Classification and Pay Plan that will
assists in reducin~ turnover costs and promote careers with
the County.
B. Designing a Classification and Pay Plan that wi 11 attract
qua 1 if i ed per sonne 1 to render the serv ices that the County
provides.
C. Establishing equitable relationships of one job to another
within the work force (equal pay for equal work).
D. Designing a current Salary Schedule which is competitive with
reasonably similar positions in the labor market where the
County recruits for employees.
2
E. Establishing or maintaining normal 1 ines ~f pramot;on to and
from the various classes of positions in the Personnel System.
F. Creating realistic Class Descriptions which adhere to the
Americans With Disabilities Act (ADA) requirements and
guidelines.
G.
Designing a tailor-made plan which is
eas i 1 y under stood by emp 1 oyees , and
implementation and maintenance.
technically clear, lS
lS aimed at practical
H. Assuring that department heads, supervisors and other
employees have an opportunity to participate in the survey.
To achieve these objectives, we divided the assignment into four
(4) major segments:
A. Position Classification and Evaluation.
B. Wage Survey (including Fringe Benefits).
C. Class Description Review.
D. Report Preparation and Presentation.
3
! I
POSITION CLASS/FICATION
The Position Classification Phase or the study included the
following:
A. REVIEW OF POSITIONS
The objective of this phase was to gather information about
the pos i t ions in the County's organ i zat i on and prov i de a
factual basis for classifying and allocating the positions to
the proper pay level.
1 .
Position Questionnaires
a. Position questionnaires were
employees included in the study.
completed by all
(Enclosure 1)
b. The completed position questionnaires were routed
to the employee's supervisor for comments relating
to the content of the position.
c. Supervisory and management personnel were asked to
make comments concerning the duties of the position
without commenting upon the abilities of the incum-
bent or changing the employee's statements.
4
2. Job Audits
The object~ves of the pos~t~on revlews were to provlde
detailed information on each class of positions to
determine their nature of work, duties, responsibilities
and functions.
Job Audits were made to:
a. Determine the relationships of each position to
others in the study.
b. Determine the features of each position which may
distinguish the level of difficulty and respon-
sibility between it and other positions.
c. Collect specific job information not clear ln the
position questionnaire.
d. Ga in a thorough understand i ng of the 1 eve 1 s of
responsibility in each unit.
e. Receive input from management regarding the type of
work and scope of duties assigned.
5
f. Receive information from the superVlsor about the
relative levels of difficulty of jobs under their
supervision.
3. Point Evaluation System
Each job was point evaluated with consideration to the
following job related factors:
a. Knowledge and skills;
b. Supervision (type and number);
c. Analytical/other skills;
d. Responsibility for policy and methods;
e. Effects of i~dividual actions;
f. Personal contacts (level and purpose);
g. Initiative and achievement;
h. Mental demands;
1. Physical demands; and,
j. Environmental demands.
4. Classifications by Position
After the quest i onna i res were processed and ana 1 yzed,
positions were grouped into classes based on:
a. Identical or reasonably similar duties.
b. Similar requirements for education and experience.
c.
Assurance that the same tit 1 e and range of
could be assigned to all positions within
class.
pay
the
6
~ Check and Review
Adequate checks and controls must be established during
the development or the plan.
are built into our procedure:
Some or the controls that
a. Job i nformat ion obta i ned from each emp loyee was
reviewed, commented upon and added to by a super-
visor.
Corrections and additions were made where
needed or as attachments without disturb i ng the
em p 1 0 y e e . s 0 rig i n a 1 i n put .
b. Each PCQ was carefu 11 y checked by our staff and
confirmed by field observation and/or discussion.
c. Our Consu 1 tant 's" know jobs" and can detect clear 1 y
erroneous, inflated or deflated job descriptions.
d. An Allocation List which has the classifications
and title changes recommended as a result of this
evaluation is included in Enclosure 4.
6. Preparation of ADA Job Descriptions
The preparation of ADA Job Descriptions was the last step
in the development of the program.
The Job Description
is the documentation of the class title; essential
function; essential knowledge, abilities and skills;
7
minimum qualifications; and, essential physical and
environmental skills.
The Job Description is not an unalterable document.
Wi th organ i zat iona 1 structure and job content changes
that do occur, the revision and updating of Job Descrip-
tions will be required as appropriate. Minimum qualifi-
cation requirements may also have to be changed from time
to time on the basis of experience in recruiting.
7. Findin~s
Since our last review in 1990 certain modifications and
changes have taken place which have affected the organi-
zational structure and various positions. This activity
created the need for some classification changes, con-
solidations, additions, deletions, etc. to the Classifi-
cation Plan. These changes can be found in the Alloca-
tion List by individual employee in Enclosure 4.
8. Recommendations
a. Consider reclassifying individual positions as
indicated in the Allocation List.
b. Establish new classifications as indicated in
Enclosure 2 and the Allocation List.
8
c. Consider the consolidation of the classifications
as indicated in the Al location List.
d. Consider changing the titles of the classifications
as indicated in the Allocation List and Enclosure
2.
9
I I I
WAGE AND SALARY PHASE
The Wage and Sa 1 ary Phase of the Study was conducted in the
following manner.
A. SALARY SURVEY
The objective of this survey was to determine what must be
prov i ded in terms of sa 1 ar i es ; n order to obta in or reta in
per sonne 1; in other words, to be compet i t i ve with other
employers recruiting from the same labor market. The steps
included:
1. Selection of Survey Classes
We selected approximately one hundred twenty (120) bench
mark jobs to use in our salary survey. These jobs repre-
sented all of the occupations in the County's organiza-
tion and those occupations which could be compared with
other employers.
2. Identification of Labor Market
I n conduct i ng the Wage Survey, we comp 1 i ed data from
1 oca 1, reg i ona 1 and State governmenta 1 emp 1 oyers. In
addition, we utilized extensive current wage and salary
data from our library. For use as a guide to determine
trends in other regions of the State, our staff studied
salary schedules from other governmental agencies which
10
were representat i ve of the 1 abor market and conta i ned
occupations similar to those positions found in Monroe
County. Counties and other agencies were selected based
upon the size and make-up of the organization; number of
employees; the population which the agency serves and the
geographic and economic make-up of the area served.
a. Local Survey Participants (Not inclusive)
For class i f i cat ions recru i ted for in the Monroe
County region we used the following:
MONROE COUNTY SCHOOL DISTRICT
MONROE COUNTY TAX COLLECTOR
MONROE COUNTY CLERK
MONROE COUNTY PROPERTY APPRAISER
CITY OF KEY WEST
CITY OF HOMESTEAD
CITY ELECTRIC
MEMORIAL HOSPITAL
FLORIDA KEYS AQUEDUCT AUTHORITY
FLORIDA KEYS COMMUNITY COLLEGE
STATE OF FLORIDA
FEDERAL WAGE SYSTEM
FLORIDA DEPARTMENT OF LABOR AND WAGE STATISTICS
(Private Business Survey)
Several companies and businesses have not granted
perm i ss i on to pub 1 ish the i r names but supp 1 i ed
individual data requested.
11
3. Management. Administrative and Professional Positions
For management, admi n i strat i ve, and some prof ess i ona 1
positions where the County must remain competitive on a
state-wide or regional basis, our staff studied salary
data from other comparable governmental agencies in the
state.
Another source used was the Florida League of Cities
Cooperative Salary Survey and Florida Government Consor-
tium Study, 1993.
The information was used as a guide, along with local
data in arriving at our recommendations to determine
general pay levels.
We realize that there are significant differences in Cost
of Living in other areas of the state in comparison to
Monroe County, so we made appropriate adjustments to the
data received to reflect the Cost of Living differences.
The formula used was: Cost of Living Index difference
(between reporting counties and Monroe County) X Reported
Sa 1 ary Range = Adjusted Sa 1 ary Range. The Cost of L i v i ng
data source used was the most recent "F 1 or i da Pr i ce Leve 1
Index 1992" (Enclosure 6). These Cost of Living adjust-
ments affords more validity to the survey data.
12
4. Secondary Information
Secondary salary data included regional surveys recently
completed by our company and information from our data
base. This information was used as a ~uide in developing
the salary schedule recommendations.
5. Survey Method
Our staff secured wage data by requesting the m1n1mum
rate (start i ng pay) and the max i mum wage at ta i nab 1 e
within a normal salary range. We chose this method as it
has been our experience that it 1S more equitable than
other methods, such as ana 1 y zing the "actua 1 pay" for the
job (the pay of incumbents in the part i c i pat i ng em-
ployers) .
"Actual pay" for the class may involve surveying the es-
tablished organization that has a low turnover rate and
find i ng the i r pay above the area average. "Actua 1 pay"
for newer organizations in an area is typically found to
be closer to the minimum hiring rate in the labor market.
Both of these examples tend to obscure a major objective
of a wage survey, the establishment of competitive hiring
rates for a given job. Some agencies provide very lucra-
tive fringe benefits but sub-par salaries; others concen-
trate on good salaries and minimal benefits. Our study
13
of these facts is reflected in our final wage recommenda-
tions.
B. DEVELOPMENT OF THE SALARY SCHEDULES
The objective of this aspect of the study was to compile the
results of the salary survey and to develop a salary schedule
and plan for the position covered.
C. OTHER SALARY SURVEY CONSIDERATIONS
The salaries in Monroe County, the surrounding counties and
throughout the state have moved slowly over the past two (2)
years due to unfavorable economic conditions agencies faced
and are still facing. Monroe County is still ranked as the
first (1st out of 67 counties) in cost of livinQ area in the
State, accord i ng to the recent F 1 or i da Pr i ce Leve 1 Index
Study. Th i s means that Monroe County is 13.87% above the
state-wide average cost of 1 iving. This is a significant
problem which has a considerable effect on the compensation
worth factor of salaries paid County employees. This was
considered in the overall analysis of the State-wide salary
data collected for certain jobs.
The 1993-94 salary (raise) considerations throughout the State
in other governmental agencies range approximately from two to
four percent (2%-4%) on an average, which is slightly higher
14
than last year (0%-2 1/2%).
Cities and counties are sti 11
feeling the financial "pinch" and are being very conservative
in budgeting increases for the next fiscal year. (1993-1994)
Nationwide last year wages failed to keep up with inflation
and posted the sma 11 est increases in the 1 ast ten years.
Wages went up 2.9% while inflation for the same period was
3.1%. From all indications next year looks a slight bit
better with increases ranging in the 3.5% to 4.5% range
nation-wide.
D. SURVEY FINDINGS
The County has not conducted a formal salary study for the
past three (3) years. Since that time the ranges have
remained static. Over this period the market has moved
stead i 1 y ahead. We found the major i ty (70%) of a 11 the
positions had to be adjusted and have recommended these in
Enclosure 2.
E. RECOMMENDATIONS
1 . Adopt the recommended sa 1 ary ranges and schedu 1 es as sub-
mitted in this report. when it is economically feasible
to do so. (Enclosures 2 and 3)
15
2. Cody & Associates, Inc. wi 11 assist the County further in
the implementation process and will assist in developing
other alternatives to meet the County's needs and cir-
cumstances, as requested.
16
IV
COMPENSATION PLAN
A. PURPOSE
The Compensat ion Plan is i nt ended to prov i de all emp loyees
with an equitable and competitive pay, relative to pay
received by other employees performing similar work ln other
areas of the County's organization and also relative to rates
received by other employees in the labor market from which the
County employees are recruited.
The Compensation Plan includes the basic Salary Schedule and
the schedule of salary ranges for all classes of positions
included in the Classification Plan.
8. COMPENSATION PLAN DESIGN
At the present time the County is using a Minimum to Maximum
Pay Plan design.
The minimum-maximum pay structure is the most widely used and
flexible management system there is in use today, especially
in the pub 1 i c sector. Some of the advantages in th is type
structure are:
17
1. The em p 1 0 y e r i s not 1 i m i t e d tot her i g i din t e r val s be-
tween steps when considering salary increases as is the
case when a step pay plan is used.
2. The employee can usually be compensated by whatever per-
centage increase, based upon job performance, the employ-
er desires.
3. The Minimum-Maximum Plan provides more flexibility when
ability to fund is a problem.
4. The Minimum-Maximum Plan is eaSler to administer.
C. APPOINTMENT AND STARTING RATE GUIDELINES
1. The minimum rate for a position is the appointment (in-
hiring) rate for a new employee. This rate reflects the
"market place" value of the position based upon the mini-
mum qualifications needed to perform the work.
We are
recommending the County adopt the minimums proposed as a
result of our study and these be used as the appointment
rates.
2. Generally, appointments above the minimum salary may be
authorized in the following situation:
a. I f the app 1 i cants tra i n i ng, exper i ence or other
qualifications are above those required for the
18
position and there are no qualified applicants
avai lable who are wi 11 ing to accept the minimum
rate, appointments may be approved at a rate of up
to the mid-point of the range established for the
position.
D. SALARY RANGES AND PROGRESSION
1 . The Pay Plan cons i sts of a Sa 1 ary Schedu 1 e conta i n i ng
salary ranges, the compensation attached to the ranges,
and a schedule listing the assignments of each class in
the Classification Plan to a range in the Salary Sched-
ule.
2. Employees can receive a salary increase by means of an
across-the-board increase, cost of livin~. promotion,
reclassification. or pay range adjustment.
3. Salary ranges are used to develop incentives among em-
ployees to improve their work performance and Quality.
I n the present climate of f i sca 1 concerns it is essent i a 1
to have some type of salary program geared to improving
overall productivity and efficiency of work.
E. MERIT (PRODUCTIVITY) INCREASES
1 . An increase with i n the same pay range shou 1 d not be
automatic, but should be based upon a Performance Eval-
19
uation System or other system which measures an indivi-
dual's effort and effectiveness.
2. The County discontinued merit increases a few years ago
for fiscal reasons. This has contributed to the substan-
tial lowering of morale and discontent amongst most
employees. Of the approximately forty-five to fifty
percent (45%- 50%) of the emp loyees i nterv i ewed by the
consu 1 tant, the vast major i ty expressed th i s concern.
This has also been singled out as the primary reason for
increased union activity and organization taking place at
this time. We are recommending this merit system be re-
instated. This is the most equitable and valid method
used today awarding salary increases.
20
V
FRINGE BENEFIT SURVEY
A. APPROACH
In compiling information for the Fringe Benefit phase of the
study we proceeded as follows:
1. Fringe benefit data was compiled from the same agencies
used in our salary survey.
2. Data from other Florida agencles was also secured. This
data was used to determine the trends being set in the
benefits area and as a guide post in our overall analy-
sis.
3. The total benefit package was evaluated taking into con-
sideration that some agencies may be providing more of
one benefit but less in other areas.
B. FINDINGS
1. Trends over the last two (2) years indicate employers are
slowly decreasing their fringe benefit package (non-wage
compensation). In similar size Counties ;n Florida the
average non-wage compensat; on or emp 1 oyee benef its 1 s
21
between twenty-eight and thirty-five percent (28%-35%) of
straight time wages.
2. The County's fr i nge benef it cost is approx imate 1 y th i rty-
three percent (33%). We feel the County is providing an
overall competitive and fair employee fringe benefit
package in relationship to individual agencies surveyed
and other pub 1 i c and pr i vate agenc i es throughout the
State.
C. RECOMMENDATIONS
1 . Do not increase any i nd i v i dua 1 fr i n~e benef i ts or the
total benefit packa~e at the present time.
In a comprehensive study, such as we have done, salary
and fringe benefit data have to be evaluated to~ether,
since each impacts the other. As an example, some em-
ployers participating in this survey paid higher wages
than the County but provided less in their overall bene-
fit package. While on the other hand, some pay less and
provide more benefits. These factors were considered in
our professional analysis and recommendations.
2. The County should continued to monitor very closely the
impact and cost of the Med i ca 1 I nsurance Pro~ram.
22
I nsurance premiums state-wide have increased approximate-
ly twenty-five percent (25%) per year over the past five
(5) years according to a state Survey of Public and
Private Employers in Florida.
With the i ntroduct i on of "managed care programs", by
insurance compan1es and employers, premiums may not
increase at such a fast rate in future years. This 1S,
however, very speculative and only time will tell what
will happen in the health care areas.
At this time the County is paying one hundred percent
(100%) of the premium costs for the individual employee
and nothing towards the dependent's premium costs. The
County's overall health insurance benefits are excellent
in comparison to other agencies.
3. Monitor future frin~e benefits carefully.
Fringe benefits are obviously very costly and their im-
pact on the total budget expenditures is becoming greater
every year. Unfortunate 1 y, fr i nge benef i ts are forgotten
once awarded and in most cases are not viewed as part of
the total compensation package by employees and unions.
23
E
N
C
L
o
S
U
R
E
S
JOB DESCRIPTION
this fori ,ill provide fOU ,ith the opportunitf to describe the kind of ,ort fOU presentlf perforl. the iDforlation .ill be
supplelented bf discussioBs .ith superivsors and in sOle cases bf intervie.s .ith e.plofees at .ork locations.
PART I: TO BE COMPLETED BY THE EMPLOYEE
NAME: SUPERVISOR:
(Last)
(Pirst)
DIV:
(Iiddle )
DEPT:
WORK SITE:
OFFICIAL JOB TITLE: PAY GRADE:
GENERAL DESCRIPTION: (Summarize The Major Duties Of Your Job)
ESSENT I AL JOB FUNCT IONS: (List onlf those hndalental job duties lid lOt thse that are largilal or secondarf.
the tile spent on each functioD sholld be elpresse4 i. perceatage or fractiols of the .eek, IODth or fear.)
!IIE SPEI!
I
I
I
I
I
I
I
I
I
I
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---+-------1
-1-
ENCLOSURE 1
ESSENTIAL PHYSICAL SKILLS
CHECK THE BLOCKS TO SHOW THE TYPES OF PHYSICAL SKILLS REQUIRED TO PERFORM THE ESSENTIAL
JOB FUNCTIONS AND HOW FREQUENTLY THEY OCCUR DURING THE WORK WEEK.
CODE: CONSTANT: More than 80\ (6 1/2 hours or more per 8 hour day. )
VERY FREQUENT: 51\-79\ (41/2 - 6 hours per 8 hour day.)
FREQUENT: 21\-50\ (2 1/2 - 4 hours per 8 hour day.)
OCCASIONAL: 6\-20\ (I - 2 hours per 8 hour day.)
RARELY: 0%-5% (Less than 1 hour per 8 hour day.)
VERY
TYPE OF PHYSICAL SKILLS CONSTANT FREQUENT FREQUENT OCCASIONAL RARELY
Heavy liftina (45 Dounds and oved
Moderate I iftina 05 to 44 Dounds)
Liaht liftina (under 15 Dounds)
Heavy carryina (45 oounds and over)
Moderate carryina 715 to 44 Dounds)
Liaht carryina (under 15 oounds)
Reachina above shoulder
Use of finaers
Both hands reauired
Climbina (use of leas and arms)
Climbina (leas only)
Good near vision
Good distant vision
Both eyes reauired
DeDth DerceDtion
Distinauishina basic colors
Distinauishin shades of colors
Good hearina with hearina aid)
Good hearina without hearina aid)
Straiaht oullina
Pullina hand over hand
Pushina
Walkina
Standina
Crawlina
Kneelina
Bendina
Ba lancino
Smellina
Tastina
StooDina
Jumoina
Runnina
Throwina
Drivino(cars small vans.oick-uos etc
Drivina and ooeratina (heavy eauio-
ment. trucks. etc.)
OTHER (List below)
-2-
ENVIRONMENTAL CONDITIONS
CHECK THE BLOCKS THAT SHOW THE ENVIRONMENTAL CONDITIONS UNDER WHICH YOU PERFORM YOUR
ESSENTIAL JOB FUNCTIONS AND HOW FREQUENTLY THEY OCCUR DURING THE WORK WEEK.
CODE: CONSTANT: More than 80% (6 1/2 hours or more per 8 hour day.)
VERY FREQUENT: 51%-79% (41/2 - 6 hours per 8 hour day.)
FREQUENT: 21%-50% (2 1/2 - 4 hours per 8 hour day.)
OCCASIONAL: 6%-20% (1 - 2 hours per 8 hour day.)
RARELY: 0%-5% (Less than 1 hour per 8 hour day.)
VERY
TYPE OF ENVIRONMENTAL CONDITIONS CONSTANT FREQUENT FREQUENT OCCASIONAL RARELY
Work Inside
Work Outside
In Heat
In Cold
In Hiqh Humiditv
In Dampness or Chilliness
In Dry Conditions
In or with Noisv Conditions
In Darkness - Where?
In or with Dustv Conditions
With Silica. Asbestos etc.
With Fumes or Gases
With Smoke or Flames
With Chemicals - What types?
With Solvents - What types?
With Grease or Oils
With Radiant Enerqy
With Electrical Enerov
On Sl ippery Surfaces
On Uneven Surfaces
In or With Movino Objects
In or With Movino Vehicles
On or With Ladders/Scaffolding
At Heiohts above Ground Level UP
to feet
Below Ground Level (Ditches
tunnels etc.) Where?
Withf ] feet I ] legs or
r lhands in water
With Explosives
With Vibrations
Workino Closely with Others
Workino Alone
With Poor Liohtino - Where?
With Poor Ventilation - Where?
With Odors - Where?
OTHER: (Describe any other conditions not covered above in this bloc
WORK HAZARDS:
SAFETY EQUIPMENT USED OR NEEDED:
-3-
OTHER JOB FUNCTIONS: (List all other job tasts Ihich are Dot iDchded iD the IsseDtial Job FuDCtiOD List. Shol the
aloUlt of tile speDt OR each fUDctioD.)
!I1l1 SPIt!
I I
I I
I I
I I
I I
I I
-I I
I I
I I
----i I
I I
I I
, I
I I
I I
I I
I I
I I
I I
I I
I I
I I
I I
I I
I I
I I
I I
I I
I I
The foregoing statements on this form are complete and accurate to the best
of my knowledge.
DATE:
EMPLOYEE SIGNATURE:
-4-
PART II: TO BE COMPLETED BY THE SUPERVISOR
1. Indicate if 70U agree or disagree lith the list of Essential Job Functions as stated b7 the elpl07ee. If 70U disagree,
uplain vh7.
I. List In7 Essential Job FRnctions Ihich IIJ hafe been olitted b7 the elplo7ee. Indicate tile spent on each function.
C. Denote additions or lodifications to the elplo7ee's statelents relating to Essential Ph7sical Skills and IDfironlental
Cond it i ODS.
D. List the Knowledge, Abilities and stills needed to perforl the Essential Job Punctions of this position.
lDovledQe:
Abilities:
Stills:
-5-
E. state the linilum qualifications needed to perforl the Essential Job Punctions of this position:
Education:
EIPerience: (Lenqth in years and type ofl
Licenses, Certification, or Reqistration:
DATE:
SUPERVISOR:
STATEMENT OF DEPARTMENT HEAD OR OTHER ADMINISTRATOR.
DATE:
SIGNATURE:
JOB ANALYST NOTES AND COMMENTS:
-6-
RECOMMENDED CLASSIFICATION AND PAY PLAN
PRESENT PROPOSED
CLASSIFICATION PAY GRADE PAY GRADE
<:X:>UNTY ADMINISTRATION
COUNTY ADMINISTRATOR 417 (82,556-97,500)
EXECUTIVE DIRECTOR - LAND AUTHORITY 414 415
PUBLIC INFORMATION MANAGER 410 411
AIDE TO THE COUNTY ADMINISTRATOR 215 216
SAFETY
SAFETY MANAGER
210
405
LOSS CONTROL SPECIALIST
206
208
VETERANS AFFAIRS
VETERANS SERVICES OFFICER/DIRECTOR
408
409
ASSISTANT VETERANS SERVICES OFFICER/
DEPUTY DIRECTOR
404
405
ASSISTANT VETERANS SERVICE OFFICER
211
213
VETERANS SERVICES COUNSELOR
208
210
UPPER KEYS HEALTH CARE TAXING DISTRICT
EMERGENCY MANAGEMENT DIRECTOR - TRAUMA
410
411
ENCLOSURE 2
2-1
PRESENT PROPOSED
CLASSIFICATION PAY GRADE PAY GRADE
COUNTY ATTORNEY
ASSISTANT COUNTY ATTORNEY 412
CHIEF ASSISTANT COUNTY ATTORNEY 416
LEGAL SECRETARIAL ASSISTANT 208 209
LEGAL SECRETARY I 21 1 21 1
LEGAL SECRETARY/OFFICE MANAGER 215 216
CLERICAL/ADMINISTRATIVE
OFFICE ASSISTANT I 203 205
OFFICE ASSISTANT I I 206 207
SENIOR OFFICE ASSISTANT 208 209
STAFF ASSISTANT I 209 210
STAFF ASSISTANT I I 210 21 1
SENIOR STAFF ASSISTANT 212 213
COMMISSIONER'S AIDE 213 214
MAYOR'S AIDE 213 214
HEARING REPORT/TYPIST 212 213
COMMUNITY SERVICES DIVISION
ADMINISTRATION
COMMUNITY SERVICES DIVISION DIRECTOR
414
415
CODE ENFORCEMENT
CODE ENFORCEMENT DIRECTOR
410
411
CODE ENFORCEMENT INSPECTOR
214
215
2-2
PRESENT
PAY GRADE
PROPOSED
PAY GRADE
CLASSIFICATION
COMMUNITY SERVICES DIVISION (CONTINUED)
AIRPORT SERVICES
DIRECTOR OF AIRPORTS 407 410
AIRPORT MANAGER - MARATHON 407 408
AIRPORT OPERATIONS MANAGER 207 212
AIRPORT SECURITY GUARD 206 207
SHIFT CAPTAIN - AIRPORT RESCUE 211
AIRPORT RESCUE FIRE FIGHTER 209 210
AIRPORT MAINTENANCE TECHNICIAN 207 207
CUSTODIAN FOREMAN 205 206
CUSTODIAN 203 204
EXTENSION SERVICES
MARINE PROJECT COORDINATOR
213
215
STAFF ASSISTANT I I
210
211
JTPA
JTPA PROJECT DIRECTOR
405
405
SUMMER YOUTH EMPLOYMENT TRAINING
INSTRUCTOR
214
214
JTPA INTAKE ASSISTANT
208
208
2-3
CLASSiFICATION
PRESENT
PAY GRADE
COMMUNITY SERVICES DIVISION (CONTINUED)
LIBRARY SERVICES
LIBRARIES DIRECTOR
EXTENSION SERVICES COORDINATOR
HEAD OF TECHNICAL SERVICES
JUVENILE LIBRARIAN
ASSISTANT EXTENSION LIBRARIAN
BRANCH LIBRARY MANAGER
REFERENCE LIBRARIAN
HEAD OF LOCAL HISTORY
213
BUSINESS MANAGER (LIBRARY)
210
ASSISTANT HEAD TECHNICAL SERVICES
209
BOOKMOBILE MANAGER
209
REFERENCE ASSISTANT
208
HEAD OF CIRCULATION
208
ASSISTANT TECHNICAL PROCESSING
208
LIBRARY CLERK
207
LIBRARY ASSISTANT
207
2-4
408
217
217
217
214
213
213
PROPOSED
PAY GRADE
411
219
219
219
217
215
215
215
212
211
211
210
210
210
208
208
CLASSIFICATION
PRESENT
PAY GRADE
COMMUNITY SERVICES DIVISION (CONTINUED)
SOCIAL SERVICES
Administration
SOCIAL SERVICES EXECUTIVE DIRECTOR
WELFARE DIRECTOR
GRANTS ACCOUNTANT
COMPUTER OPERATIONS SPECIALIST
SCSEP
SCSEP PROJECT DIRECTOR
407
In-Home
IN-HOME SERVICES DIRECTOR
407
CASE MANAGER SUPERVISOR
CASE MANAGER
211
210
HOMEMAKER/PERSONAL CARE PROVIDER
205
DRIVER/RESPITE CARE WORKER
205
CHORE WORKER
204
HOMEMAKER
204
RESPITE CARE WORKER
203
Bavshore Manor
BAYSHORE MANOR DIRECTOR
407
ATTENDANT SUPERVISOR
205
ATTENDANT
204
2-5
412
407
211
PROPOSED
PAY GRADE
414
410
216
212
410
410
218
216
207
205
206
206
204
410
209
207
ENVIRONMENTAL MANAGEMENT DIVISION
ADMINISTRATION
ENVIRONMENTAL MANAGEMENT
DIVISION DIRECTOR
414
415
ENVIRONMENTAL MANAGEMENT BILLING/
CUSTOMER SERVICE COORDINATOR
212
212
ENVIRONMENTAL MANAGEMENT BILLING/
CUSTOMER SERVICE REPRESENTATIVE
209
209
2-6
PRESENT
PAY GRADE
PROPOSED
PAY GRADE
CLASSIFICATION
ENVIRONMENTAL MANAGEMENT DIVISION
RECYCLING
DIRECTOR OF OPERATIONS 411 411
RECYCLING COORDINATOR 410 407
RECYCLING EDUCATION SPECIALIST 408 405
SUPERINTENDENT OF RECYCLING 215 215
PLANT OPERATIONS SUPERINTENDENT 215 215
MASTER MECHANIC 215 214
HAZARDOUS WASTE SUPERVISOR 213 213
RECYCLING SUPERVISOR 212 212
HAZARDOUS WASTE INSPECTOR 210 210
INSPECTOR - HAZ MAT QUANTITY
GENERATORS 210
HEAVY EQUIPMENT OPERATOR 212
CREW CHIEF (RECYCLING) 210 210
WEIGH MASTER 208 208
OPERATOR/HELPER 208 208
SENIOR STAFF ASSISTANT 212 213
STAFF ASSISTANT I I 211 211
QROWTH MANAGEMENT DIVISION
ADMINISTRATION
GROWTH MANAGEMENT DIVISION DIRECTOR
414
415
PLANNING DIRECTOR
412
413
LAND USE ATTORNEY
412
RECOVERY/REIMBURSEMENT SPECIALIST
212
214
2-7
CLASSIFICATION
PRESENT
PAY GRADE
GROWTH MANAGEMENT DIVISION (CONTINUED)
BUILDING DEPARTMENT
BUILDING OFFICIAL/DIRECTOR
ASSISTANT BUILDING OFFICIAL
FEMA PROJECTS COORDINATOR
SENIOR PLANS EXAMINER/BUILDING INSPECTOR 216
ELECTRICAL INSPECTOR
PLUMBING INSPECTOR
INSPECTOR/PLANS EXAMINER
214
214
BUILDING OFFICE COORDINATOR
211
BUILDING AIDE
209
ENVIRONMENTAL RESOURCES
ENVIRONMENTAL RESOURCES DIRECTOR
409
BIOLOGIST
214
MARINE RESOURCES
DIRECTOR OF MARINE RESOURCES
410
MARINE RESOURCES PLANNER
214
PLANNING AND DEVELOPMENT REVIEW
DEVELOPMENT REVIEW COORDINATOR
COMPREHENSIVE PLANNING MANAGER
408
408
ENVIRONMENTAL PLANNER
PARKS AND RECREATION PLANNER
SENIOR PLANNER
218
218
218
2-8
412
408
408
214
PROPOSED
PAY GRADE
413
409
409
217
216
216
216
211
209
410
214
410
215
409
409
218
218
218
PRESENT
PAY GRADE
PROPOSED
PAY GRADE
CLASSIFiCATION
GROWTH MANAGEMENT DIVISION (CONTINUED)
PLANNING AND DEVELOPMENT REVIEW (CONTINUED)
DEVELOPMENT REVIEW PLANNER
PLANNER
215
215
215
215
PLANNING COMMISSION COORDINATOR
214
214
SENIOR GRAPHICS TECHNICIAN
213
214
PLANNING TECHNICIAN
212
213
MANAGEMENT SERVICES DIVISION
GRANTS
DIRECTOR OF GRANTS MANAGEMENT
409
409
GRANTS PROGRAM COORDINATOR
216
216
HUMAN RESOURCES
HUMAN RESOURCES DIRECTOR
410 412
217 218
217 218
217 218
212 212
210 212
210 212
210 212
RISK MANAGER
PERSONNEL COORDINATOR
EMPLOYEE BENEFITS COORDINATOR
PERSONNEL ASSISTANT
RISK MANAGEMENT TECHNICIAN
PERSONNEL TECHNICIAN/EEO
HUMAN RESOURCES TECHNICIAN
2-9
CLASSIFiCATiON
PRESENT
PAY GRADE
MANAGEMENT SERVICES DIVISION (CONTINUED)
INFORMATION SYSTEMS
DIRECTOR OF INFORMATION SYSTEMS
SENIOR INFORMATION SYSTEMS MANAGER
GIS SPECIALIST
MULTI-MEDIA SPECIALIST
SYSTEMS MANAGER/AS-400
GIS PROJECT MANAGER
SYSTEMS ANALYST
INFORMATION SYSTEM COORDINATOR
TRAINING COORDINATOR
INFORMATION SYSTEMS SPECIALIST
TELECOMMUNICATIONS SPECIALIST
PBX SUPERVISOR
PBX OPERATOR
DUPLICATION/MAIL CLERK
OFFICE OF MANAGEMENT AND BUDGET
OFFICE MANAGEMENT AND BUDGET DIRECTOR
SENIOR FINANCIAL ANALYST
FINANCIAL ANALYST
AIRPORT BUSINESS COORDINATOR
2-10
410
409
408
216
219
218
218
214
213
211
205
206
205
206
410
218
212
215
PROPOSED
PAY GRADE
412
41 1
408
222
222
221
221
214
214
214
208
208
207
207
412
407
212
216
CLASSIFICATION
PRESENT
PAY GRADE
MANAGEMENT SERVICES DIVISION (CONTINUED)
PURCHASING
PURCHASING AGENT
409
BUYER I I
BUYER I
209
206
PURCHASING INFORMATION SPECIALIST
206
PUBLIC SAFETY DIVISION
ADMINISTRATION
PUBLIC SAFETY DIVISION DIRECTOR
ADMINISTRATIVE COORDINATOR
COMMUNICATIONS
COMMUNICATIONS FOREMAN
COMMUNICATIONS TECHNICIAN
COMMUNICATIONS ASSISTANT
COMMUNICATION SYSTEMS AND PROGRAM
DIRECTOR
414
212
217
214
208
409
EMERGENCY MANAGEMENT
EMERGENCY MANAGEMENT DIRECTOR
410
2-"
PROPOSED
PAY GRADE
409
210
208
207
415
214
217
215
208
411
41'
CLASSIFICATION
PRESENT
PAY GRADE
PROPOSED
PAY GRADE
PUBLIC SAFETY DIVISION (CONTINUED)
EMERGENCY MEDICAL SERVICES (EMS)
RADIOLOGICAL EMERGENCY PREPAREDNESS
COORDINATOR/PLANNER
EMERGENCY MEDICAL SERVICE OPERATIONS
MANAGER
EMS SUPPORT SERVICES MANAGER
EMERGENCY MANAGEMENT SENIOR
COORDINATOR/PLANNER
PARAMEDIC SHIFT SUPERVISOR
AMBULANCE BilliNG COORDINATOR
AMBULANCE SUPPLY AND MAINTENANCE
COORDINATOR
PARAMEDIC
EMT/DRIVER
SUPPLY CLERK
OFFICE OF FIRE MARSHAL
FIRE MARSHAL
DEPUTY FIRE MARSHAL
FIRE INSPECTOR
FIRE RESCUE
FIRE SERVICE INSTRUCTOR
SUPPLY AND MAINTENANCE COORDINATOR
FIRE RESCUE DIRECTOR
2-12
408 408
408 409
407 407
218 409
214 216
214 214
212 213
212 214
209 21 1
203 204
410
411
407
408
214
215
215
216
212
213
41 1
CLASSIFICATION
PRESENT
PAY GRADE
PROPOSED
PAY GRADE
PUBLIC WORKS DIVISION
ADMINISTRATION
PUBLIC WORKS DIVISION DIRECTOR
414
415
ADMINISTRATIVE COORDINATOR
212
214
ANIMAL CONTROL
ANIMAL CONTROL MANAGER
404
406
ANIMAL CONTROL SUPERVISOR
208
210
RECORDS OFFICER
209-
210
ANIMAL CONTROL OFFICER
207
208
ANIMAL TENDER
206
206
CARD SOUND
CARD SOUND MANAGER
214
214
MAINTENANCE/TOLL COLLECTOR
208
207
208
TOLL COLLECTOR
207
BRIDGE TENDER LEADWORKER
BRIDGE TENDER
205
204
205
204
ENGINEERING
ENGINEERING DIRECTOR
413
414
PROJECT ENGINEER
CONSTRUCTION ENGINEER
223
220
224
222
220
DESIGN ENGINEER
218
SURVEYOR/CONSTRUCTION INSPECTOR
215
216
2-13
PRESENT
PAY GRADE
PROPOSED
PAY GRADE
CLASSIFiCATION
PUBLIC WORKS DIVISION (CONTINUED)
ENGINEERING (CONTINUED)
ENGINEERING TECHNICIAN/INSPECTOR I I I
ENGINEERING TECHNICIAN/INSPECTOR I I
ENGINEERING TECHNICIAN/INSPECTOR I
214
212
208
215
213
209
INSTRUMENT PERSON
209
209
DRAFT PERSON
208
209
ROD PERSON/OFFICE ASSISTANT I I
206
206
FLEET MANAGEMENT SERVICES
FLEET MANAGEMENT DIRECTOR 410 412
OPERATIONS MANAGER 217 218
FOREMAN/MASTER MECHANIC 215 215
MASTER MECHANIC 214 214
PAINT AND BODY SHOP FOREMAN 213 214
BODY MECHANIC 210 212
SERVICE TECHNICIAN NEW 210
MECHANIC/HELPER 209 209
PARKS AND BEACHES
FOREMAN
212
214
RESIDENT PARK ATTENDANT
203
204
PARK ATTENDANT
203
204
2-14
CLASSIFICATION
PRESENT
PAY GRADE
PUBLIC WORKS DIVISION (CONTINUED)
PUBLIC FACILITIES MAINTENANCE
FACILITIES MAINTENANCE DIRECTOR
BUILDING MAINTENANCE MANAGER
FACILITIES MAINTENANCE OPERATIONS
SUPERINTENDENT
BUILDING MAINTENANCE TECHNICIAN
AREA SUPERINTENDENT I I
ACCOUNTING SPECIALIST
FOREMAN
CARPENTER FOREMAN
ELECTRICIAN FOREMAN
PLUMBER FOREMAN
212
212
212
CARPENTER
ELECTRICIAN
PLUMBER
MASON
ROOFER
210
210
210
210
PAINTER FOREMAN
PAINTER
210
208
MAINTENANCE MECHANIC
207
CUSTODIAN
203
ROAD AND BRIDGES
ROAD AND BRIDGES DIRECTOR
410
AREA SUPERINTENDENT I I
AREA SUPERINTENDENT I
214
213
2-15
410
407
407
214
214
212
PROPOSED
PAY GRADE
412
409
408
217
217
212
214
214
214
214
212
212
212
212
212
212
209
208
204
412
217
215
CLASSIFICATION
PRESENT
PAY GRADE
ROAD AND BRIDGES (CONTINUED)
PUBLIC WORKS DIVISION (CONTINUED)
FOREMAN
HEAVY EQUIPMENT OPERATOR
EQUIPMENT OPERATOR
MAINTENANCE MECHANIC
ROAD STRIPER
TRAFFIC SIGN COORDINATOR
SECURITY GUARD/CORRECTIONS
FOREMAN
MAINTENANCE WORKER I
MAINTENANCE WORKER I I
212
21 1
209
207
208
207
212
205
207
2-16
PROPOSED
PAY GRADE
214
212
209
208
208
208
214
206
208
SALARY SCHEDULE
(200 SERIES)
PAY
SERIES MINIMUM MAXIMUM
200 11,690 16,951 40 Hrs Annually)
5.62 8.15 Hourly Rate)
201 12,272 17,794
5.90 8.56
202 1 2 , 917 18,730
6.21 9.00
203 13,562 19,665
6.52 9.45
204 14,248 20,660
6.85 9.93
205 14,955 21,685
7.19 10.43
206 15,704 22,771
7.55 10.95
207 16,494 23,916
7.93 11 .50
208 17 , 326 25,123
8.33 12.08
209 18,200 26,390
8.75 12.69
210 19,115 27,717
9.19 13.33
211 20,072 29, 104
9.65 13.99
212 21,070 30,552
10. 13 14.69
ENCLOSURE 3
3-1
PAY
SERIES MINIMUM MAXIMUM
213 22,131 32,090 (40 Hrs Annually)
10.64 15.43 (Hourly Rate)
214 23,234 33,689
11 . 17 16.20
215 24,390 35,377
11 .73 17 .01
216 25,626 37,158
12.32 17.86
217 26,915 39,027
12.94 18.76
218 28,267 40,987
13.59 19.71
219 29,682 43,039
14.27 20.69
220 31,158 45,179
14.98 21 .72
221 32,718 47,441
15.73 22.81
222 34,362 49,825
16.52 23.95
223 36,088 52,328
17.35 25. 16
224 37,892 54,944
18.22 26.42
225 39,787 57,691
19. 13 27.74
226 41,776 60,576
20.09 29.13
3-2
SALARY SCHEDULE
(400 SERIES)
PAY
SERIES MINIMUM MAXIMUM
401 17 , 000 24,650
402 18,360 26,620
403 19,830 28,750
404 21 ,420 31,060
405 23,130 33,540
406 24,980 36,220
407 26,980 39,120
408 29, 140 42,250
409 31,470 45,630
410 33,980 49,270
411 36,700 53,220
412 39,640 57,480 r
413 42,800 62,060
414 46,230 67,030
415 49,930 72,400
416 53,930 78,200
417 58,240 84,450
418 62,900 91,205
3-3
ALLOCATIONS LIST
RECLASSIFICATION RECOMMENDATIONS
DEPARTMENT
EMPLOYEE
PRESENT TITLE
PROPOSED TITLE
PURCHASING
PEREZ, S.
OFFICE ASSISTANT
BUYER
PURCHASING
CHERRY, L.
STAFF ASSISTANT I
BUYER I I
PURCHASING
PINDER, N.
OFFICE ASSISTANT I I
SENIOR OFFICE
ASSISTANT
HUMAN RES
DIAZ, C.
STAFF ASSISTANT I I
HUMAN RESOURCES
TECHNICIAN
COUNTY ATT
RICE, P.
LEGAL SECRETARY I I
LEGAL SECRETARY/
OFFICE MANAGER
SAFETY
VOGEL-ARTZ, J. OFFICE ASSISTANT I I
LOSS CONTROL
SPECIALIST
GROWTH MGT
NAVARRO, S.
ACCOUNTING SPECIALIST
RECOVERY/REIMBURSE-
MENT SPECIALIST
FAC MAINT USTRANOWSH I , A . CARPENTER MAINTENANCE MECHANIC
FAC MAINT RIVERO, O. CARPENTER ROOFER
FAC MAlNT LUSAIN, J. MAINT WORKER MAINTENANCE MECHANIC
FAC MAINT GARTENMAYER,F. PLUMBER PLUMBER FOREMAN
FAC MAINT PEREZ, J. PAINTER PAINTER FOREMAN
FAC MAINT WILLIAMS, H. EQUIPMENT OPERATOR HEAVY EQUIPMENT
OPERATOR
FAC MAlNT KING, J. FAC MAINT SUPT BUILDING MAINTENANCE
MANAGER
ENCLOSURE 4
4-1
DEPARTMENT
EMPLOYEE
PRESENT TITLE
PROPOSED TITLE
COMM SVCS
MARVIC, K.
SR OFFICE ASSISTANT
STAFF ASSISTANT I I
COMM SVCS
LIPSKY, L.
SR OFFICE ASSISTANT
STAFF ASSISTANT I I
COMM SVCS
YANtZ, H.
STAFF ASSISTANT I I
SENIOR STAFF ASSI STANT
BAYSHORE
SMITH, C.
OFFICE ASSISTANT I I
STAFF ASSISTANT I
SOC SVCS/WEL
TYLER, J.
OFFICE ASSISTANT I I
STAFF ASSISTANT I
SOC SVCS
OWENS, D.
INFO SYSTEMS SPEC
COMPUTER OPERATIONS
SPECIALIST
SOC SVCS
ACCOUNTING SPECIALIST
GRANTS ACCOUNTANT
PARKS/BCH JONBERT, V. RESIDENT PARK ATTD STAFF ASSISTANT I
PARKS/BCH DUCK, R. MAINT WORKER MAINTENANCE MECHANIC
PARKS/BCH FORMIER, R. MAINT MECHANIC MAINTENANCE MECHANIC
LEAD WORKER
PARKS/BCH KELLEY, W. FOREMAN AREA SUPER I NTENDENT I
PARKS/BCH WARREN, G. MAINT WORKER I I MAINTENANCE MECHANIC
PARKS/BCH BAKER, R. MAINT WORKER I I MAINTENANCE MECHANIC
ENG
LAYNE, J.
ACCOUNTING SPEC
SENIOR STAFF ASSISTANT
PUB SAFETY
LUBERT, P.
EMS OPER MANAGER
EMS SUPPORT SERVICES
MANAGER
PUB SAFETY
Vacant
ADMIN SVC MANAGER
EMS OPERAT IONS MANAGER
PUB SAFETY
TEASDALE, P.
STAFF ASSISTANT I
STAFF ASSISTANT I I
4-2
DEPARTMENT EMPLOYEE PRESENT TITLE PROPOSED TITLE
AIRPORT CASTILLO,M. AIRPORT RES FF SHIFT CAPTAIN
AIRPORT RESCUE
AIRPORT GARCIA E. AIRPORT RES FF SHIFT CAPTAIN
AIRPORT RESCUE
AIRPORT SAWYER, A. AIRPORT SECURITY SUPV AIRPORT OPERATIONS
MANAGER
PUBLIC WKS KEY, W. SENIOR STAFF ASS'T ADMIN/STRATI VE
COORDINATOR
PUBLIC WKS SALIK, N. STAFF ASSISTANT I I STAFF ASSISTANT I
PLANNING LARSON, H. PLANNER SENIOR PLANNER
INFO SYS
LALAMA, B.
I.S. CUST SVC REP
INFORMATION SYSTEMS
SPECIALIST
INFO SYS
ACHESON, J.
TRAINING ASSOCIATE
TRAINING COORDINATOR
INFO SYS
ZACE, W.
SYSTEMS MANAGER
GIS PROJECT MANAGER
ENVIRON MGT CREECH, L. CREW WORKER HEAVY EQUIPMENT
OPERATOR
ENVIRON MGT SMITH, S. CREW WORKER HEAVY EQUIPMENT
OPERATOR
ENVIRON MGT SHAUBERGER, M. OPERATOR/HELPER HEAVY EQUIPMENT
OPERATOR
ENVIRON MGT COBB, C. E.M. ADMIN SPEC STAFF ASSISTANT I I
ENVIRON MGT LEBO, C. PLANT MECHANIC HEAVY EQUIPMENT
OPERATOR
ENVIRON MGT HOLLEY, R. EQUIP & PLANT MECH MASTER MECHANIC
KLVAC
GANNAWAY, E.
OFFICE ASSISTANT
STAFF ASSISTANT I
KLVAC
APREA, P. A.
OFFICE ASSISTANT I I
STAFF ASSISTANT I
4-3
TITLE CHANGES ONLY
PRESENT TITLE
SAFETY DIRECTOR
BUDGET DIRECTOR
FINANCIAL ANALYST
PURCHASING DIRECTOR
AIRPORT DIRECTOR
INFORMATION SYSTEMS/TRAINING
DIRECTOR
PROGRAMMER
SENIOR ENGINEERING TECH/
INSPECTOR
INSPECTOR/TECHNICIAN I
ENGINEERING TECH/INSPECTOR I
ENGINEERING TECH/INSPECTOR I I
MAINTENANCE WORKER
CENTRAL SERVICES DIRECTOR
TRAFFIC SIGN TECHNICIAN
CARD SOUND SUPERINTENDENT
RECYCLING DIRECTOR
RECYCLING EDUCATION COORDINATOR
RECYCLING ADMIN SPECIALIST
CAPITAL IMPROVEMENT COORDINATOR
MANPOWER & TRAINING COORDINATOR
MARINE RESOURCE TECHNICIAN
GRAPHIC TECHNICIAN
HOME AND DELIVERY MANAGER
PROPOSED TITLE
SAFETY MANAGER
OFFICE OF MANAGEMENT AND BUDGET DIRECTOR
FINANCIAL ANALYST
PURCHASING AGENT
DIRECTOR OF AIRPORTS
DIRECTOR OF INFORMATION SYSTEMS
MULTI-MEDIA SPECIALIST
SURVEYOR/CONSTRUCTION INSPECTOR
ENGINEERING TECHNICIAN/INSPECTOR I
ENGINEERING TECHNICIAN/INSPECTOR I I
ENGINEERING TECHNICIAN/INSPECTOR I I I
MAINTENANCE WORKER I
FLEET MANAGEMENT DIRECTOR
TRAFFIC SIGN COORDINATOR
CARD SOUND MANAGER
RECYCLING COORDINATOR
RECYCLING EDUCATION SPECIALIST
STAFF ASSISTANT I I
COMPREHENSIVE PLANNING MANAGER
FIRE SERVICE INSTRUCTOR
MARINE RESOURCE PLANNER
SENIOR GRAPHIC TECHNICIAN
NUTRITION SITE SUPERVISOR
4-4
PAY
GRADE
204
205
206
207
INTERNAL RELATIONSHIPS
CLASSIFICATION
BRIDGE TENDER
CUSTODIAN
PARK ATTENDANT
RESIDENT PARK ATTENDANT
RESPITE CARE WORKER
SUPPLY CLERK
BRIDGE TENDER LEAD WORKER
DRIVER/RESPITE CARE WORKER
NUTRITION DRIVER
OFFICE ASSISTANT I
ANIMAL TENDER
CHORE WORKER
CUSTODIAN FOREMAN
HOMEMAKER
MAINTENANCE WORKER I
NUTRITION SITE MANAGER I
ROD PERSON/OFFICE ASSISTANT I I
AIRPORT MAINTENANCE TECHNICIAN
AIRPORT SECURITY GUARD
ATTENDANT
DUPLICATION/MAIL CLERK
HOMEMAKER/PERSONAL CARE PROVIDER
NUTRITION SITE MANAGER I I
PBX OPERATOR
PURCHASING INFORMATION SPECIALIST
OFFICE ASSISTANT I I
TOLL COLLECTOR
TRANSPORTATION DISPATCHER
5-1
ENCLOSURE 5
PAY
GRADE
CLASSIFICATION
208
ANIMAL CONTROL OFFICER
BUYER I
COMMUNICATIONS ASSISTANT
JTPA INTAKE ASSISTANT
LIBRARY ASSISTANT
LIBRARY CLERK
LOSS CONTROL SPECIALIST
MAINTENANCE MECHANIC
MAINTENANCE/TOLL COLLECTOR
MAINTENANCE WORKER I I
OPERATOR/HELPER
PBX SUPERVISOR
ROAD STRIPER
TELECOMMUNICATIONS SPECIALIST
TRAFFIC SIGN COORDINATOR
WEIGH MASTER
209
ATTENDANT SUPERVISOR
BUILDING AIDE
DRAFT PERSON
ENGINEERING TECHNICIAN/INSPECTOR I
ENVIRONMENTAL MANAGEMENT BILLING/CUSTOMER
REPRESENTATIVE
EQUIPMENT OPERATOR
INSTRUMENT PERSON
LEGAL SECRETARIAL ASSISTANT
MECHANIC/HELPER
NUTRITION SITE SUPERVISOR
PAINTER
SENIOR OFFICE ASSISTANT
TRANSPORTATION DRIVER
210 AIRPORT RESCUE FIRE FIGHTER
ANIMAL CONTROL SUPERVISOR
ASSISTANT TECHNICAL PROCESSING
BUYER I I
CREW CHIEF (RECYCLING)
HAZARDOUS WASTE INSPECTOR
HEAD OF CIRCULATION
INSPECTOR - HAZ MAT QUANTITY GENERATORS
RECORDS OFFICER
REFERENCE ASSISTANT
SERVICE TECHNICIAN
STAFF ASSISTANT I
VETERANS SERVICES COUNSELOR
5-2
SERVICE
PAY
GRADE
CLASSIFICATION
211
ASSISTANT HEAD TECHNICAL SERVICES
BOOKMOBILE MANGER
BUILDING OFFICE COORDINATOR
EMT/DRIVER
LEGAL SECRETARY I
SHIFT CAPTAIN - AIRPORT RESCUE
STAFF ASSISTANT I I
212 ACCOUNTING SPECIALIST
AIRPORT OPERATIONS MANAGER
BODY MECHANIC
BUSINESS MANAGER (LIBRARY)
CARPENTER
COMPUTER OPERATIONS SPECIALIST
ELECTRICIAN
ENVIRONMENTAL MANAGEMENT BILLING/CUSTOMER SERVICE COORDINATOR
FINANCIAL ANALYST
HEAVY EQUIPMENT OPERATOR
HUMAN RESOURCES TECHNICIAN
MASON
PAINTER FOREMAN
PERSONNEL ASSISTANT
PERSONNEL TECHNICIAN/EEO
PLUMBER
RECYCLING SUPERVISOR
RISK MANAGEMENT TECHNICIAN
ROOFER
213 AMBULANCE SUPPLY AND MAINTENANCE COORDINATOR
ASSISTANT VETERANS SERVICE OFFICER
ENGINEERING TECHNICIAN/INSPECTOR I I
HAZARDOUS WASTE SUPERVISOR
HEARING REPORT/TYPIST
PLANNING TECHNICIAN
SENIOR STAFF ASSISTANT
SUPPLY AND MAINTENANCE COORDINATOR
5-3
PAY
GRADE
214
CLASSIFICATION
ADMINISTRATIVE COORDINATOR
AMBULANCE BILLING COORDINATOR
BIOLOGIST
CARD SOUND MANAGER
CARPENTER FOREMAN
COMMISSIONER'S AIDE
ELECTRICIAN FOREMAN
FOREMAN
INFORMATION SYSTEM COORDINATOR
INFORMATION SYSTEM SPECIALIST
MASTER MECHANIC
MAYOR'S AIDE
PAINT AND BODY SHOP FOREMAN
PARAMEDIC
PLANNING COMMISSION COORDINATOR
PLUMBER FOREMAN
RECOVERY/REIMBURSEMENT SPECIALIST
SECURITY GUARD/CORRECTIONS FOREMAN
SENIOR GRAPHICS TECHNICIAN
SUMMER YOUTH EMPLOYMENT TRAINING INSTRUCTOR
TRAINING COORDINATOR
215 AREA SUPERINTENDENT I
BRANCH LIBRARY MANAGER
CODE ENFORCEMENT INSPECTOR
COMMUNICATIONS TECHNICIAN
DEVELOPMENT REVIEW PLANNER
ENGINEERING TECHNICIAN/INSPECTOR I I I
FIRE INSPECTOR
FOREMAN/MASTER MECHANIC
HEAD OF LOCAL HISTORY
MARINE PROJECT COORDINATOR
MARINE RESOURCES PLANNER
PLANNER
PLANT OPERATIONS SUPERINTENDENT
REFERENCE LIBRARIAN
SUPERINTENDENT OF RECYCLING
5-4
PAY
GRADE
CLASSIFICATION
216
AIDE TO THE COUNTY ADMINISTRATOR
AIRPORT BUSINESS COORDINATOR
CASE MANAGER
ELECTRICAL INSPECTOR
FIRE SERVICE INSTRUCTOR
GRANTS ACCOUNTANT
GRANTS PROGRAM COORDINATOR
INSPECTOR/PLANS EXAMINER
LEGAL SECRETARY/OFFICE MANAGER
PARAMEDIC SHIFT SUPERVISOR
PLUMBING INSPECTOR
SOCIAL WORKER
SURVEYOR/CONSTRUCTION INSPECTOR
217 AREA SUPERINTENDENT I I
ASSISTANT EXTENSION LIBRARIAN
BUILDING MAINTENANCE TECHNICIAN
COMMUNICATIONS FOREMAN
SENIOR PLANS EXAMINER/BUILDING INSPECTOR
218 CASE MANAGER SUPERVISOR
EMPLOYEE BENEFITS COORDINATOR
ENVIRONMENTAL PLANNER
OPERATIONS MANAGER
PARKS AND RECREATION PLANNER
PERSONNEL COORDINATOR
RISK MANAGER
SENIOR PLANNER
SOCIAL WORKER SUPERVISOR
219 EXTENSION SERVICES COORDINATOR
HEAD OF TECHNICAL SERVICES
JUVENILE LIBRARIAN
220 DESIGN ENGINEER
221 GIS PROJECT MANAGER
SYSTEMS ANALYST
222 CONSTRUCTION ENGINEER
MULTI MEDIA SPECIALIST
SYSTEMS MANAGER/AS-400
223 Vacant
224 PROJECT ENGINEER
5-5
PAY
GRADE
405
406
407
408
409
410
CLASSIFICATION
ASSISTANT VETERANS SERVICES OFFICER/DEPUTY DIRECTOR
JTPA PROJECT DIRECTOR
RECYCLING EDUCATION SPECIALIST
SAFETY MANAGER
ANIMAL CONTROL MANAGER
EMS SUPPORT SERVICES MANAGER
RECYCLING COORDINATOR
SENIOR FINANCIAL ANALYST
AIRPORT MANAGER - MARATHON
DEPUTY FIRE MARSHAL
FACILITIES MAINTENANCE OPERATIONS SUPERINTENDENT
GiS SPECIALIST
RADIOLOGICAL EMERGENCY PREPAREDNESS COORDINATOR/PLANNER
ASSISTANT BUILDING OFFICIAL
BUILDING MAINTENANCE MANAGER
COMPREHENSIVE PLANNING MANAGER
DEVELOPMENT REVIEW COORDINATOR
DIRECTOR OF GRANTS MANAGEMENT
EMERGENCY MANAGEMENT SENIOR COORDINATOR/PLANNER
EMERGENCY MEDICAL SERVICE OPERATIONS MANAGER
FEMA PROJECTS COORDINATOR
PURCHASING AGENT
VETERANS SERVICES OFFICER/DIRECTOR
BAYSHORE MANOR DIRECTOR
DIRECTOR OF AIRPORTS
DIRECTOR OF MARINE RESOURCES
ENVIRONMENTAL RESOURCES DIRECTOR
IN-HOME SERVICES DIRECTOR
NUTRITION PROJECT DIRECTOR
SCSEP PROJECT DIRECTOR
TRANSPORTATION DIRECTOR
WELFARE DIRECTOR
5-6
PAY
GRADE
CLASSiFiCATiON
41 1
CODE ENFORCEMENT DIRECTOR
COMMUNICATION SYSTEMS AND PROGRAMS DIRECTOR
DIRECTORS OF OPERATIONS
EMERGENCY MANAGEMENT DIRECTOR
EMERGENCY MANAGEMENT DIRECTOR - TRAUMA
FIRE MARSHAL
FIRE RESCUE DIRECTOR
LIBRARIES DIRECTOR
PUBLIC INFORMATION MANAGER
SENIOR INFORMATION SYSTEMS MANAGER
412 ASSISTANT COUNTY ATTORNEY
DIRECTOR OF INFORMATION SYSTEMS
FACILITIES MAINTENANCE DIRECTOR
FLEET MANAGEMENT DIRECTOR
HUMAN RESOURCES DIRECTOR
LAND USE ATl0RNEY
OFFICE OF MANAGEMENT AND BUDGET DIRECTOR
ROAD AND BRIDGES DIRECTOR
413 BUILDING OFFICIAL/DIRECTOR
PLANNING DIRECTOR
414 ENGINEERING DIRECTOR
SOCIAL SERVICES EXECUTIVE DIRECTOR
415 COMMUNITY SERVICES DIVISION DIRECTOR
ENVIRONMENTAL MANAGEMENT DIVISION DIRECTOR
EXECUTIVE DIRECTOR - LAND AUTHORITY
GROWTH MANAGEMENT DIVISION DIRECTOR
PUBLIC SAFETY DIVISION DIRECTOR
PUBLIC WORKS DIVISION DIRECTOR
416 CHIEF ASSISTANT COUNTY ATTORNEY
417 Vacant
5-7