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Item R1 R.1 G BOARD OF COUNTY COMMISSIONERS County of Monroe Mayor Sylvia Murphy,District 5 The Florida Keys l'U � � Mayor Pro Tern Danny Kolhage,District 1 �pw° Michelle Coldiron,District 2 Heather Carruthers,District 3 David Rice,District 4 County Commission Meeting June 19, 2019 Agenda Item Number: R.1 Agenda Item Summary #5655 BULK ITEM: No DEPARTMENT: Employee Services TIME APPROXIMATE: STAFF CONTACT: Pam Pumar(305) 292-4459 N/A AGENDA ITEM WORDING: Presentation by Evergreen Solutions, LLC, on results of the Pay and Classification Study conducted in 2018-19. ITEM BACKGROUND: Presentation by Evergreen Solutions, LLC on results of Pay and Classification Study conducted in 2018 and 2019. PREVIOUS RELEVANT BOCC ACTION: On May 17, 2017, the Contractor and the County entered into an agreement to perform a Compensation and Classification study for County non-union employees, Teamsters bargaining unit employees and Fire Rescue employees. On January 18, 2017, the BOCC accepted and implemented recommendation by Evergreen Solutions LLC to increase the minimum wage for County employees to $15.00 per hour. On May 1, 2014 meeting, the Monroe County Board of County Commissioners (BOCC) accepted and approved the implementation of the results contained in the Contractor's 2013 study; and one of the recommendations contained in the Contractor's 2013 report was to conduct a pay plan analysis every 3 —5 years. CONTRACT/AGREEMENT CHANGES: N/A STAFF RECOMMENDATION: Presentation DOCUMENTATION: DR 6-4-19 -Pay and Class Study for Monroe County (6 4 19) Monroe County Final Presentation DRAFT 6.03.19 - BC EDITS (6 4 19) Packet Pg. 1699 R.1 FINANCIAL IMPACT: Effective Date: N/A Expiration Date: N/A Total Dollar Value of Contract: N/A Total Cost to County: N/A Current Year Portion: N/A Budgeted: N/A Source of Funds: N/A CPI: N/A Indirect Costs: N/A Estimated Ongoing Costs Not Included in above dollar amounts: N/A Revenue Producing: No If yes, amount: N/A Grant: No County Match: No Insurance Required: N/A Additional Details: N/A REVIEWED BY: Bryan Cook Skipped 06/04/2019 3:59 PM Assistant County Administrator Christine Hurley Skipped 06/04/2019 4:15 PM Cynthia Hall Completed 06/06/2019 12:28 PM Budget and Finance Completed 06/06/2019 12:47 PM Maria Slavik Completed 06/06/2019 2:00 PM Kathy Peters Completed 06/06/2019 2:06 PM Board of County Commissioners Pending 06/19/2019 9:00 AM Packet Pg. 1700 R.1.a Pay and Classification Study for Monroe County, FL DRAFT REPORT 1 w N I I i uuuum m � f!5 IL June 4, 2019 Packet Pg. 1701 R.1.a EVERGREEN SOLUTIONS, LLC Table of Contents PAGE U) U) 1.0 INTRODUCTION 1-1 1.1 Study Methodology............................................................................................1-1 1.2 Report Organization...........................................................................................1-2 2.0 SUMMARY OF EMPLOYEE OUTREACH 2-1 2.1 General Feedback.............................................................................................2-1 2.2 Compensation....................................................................................................2-2 2.6 Summary............................................................................................................2-5 U) 2 3.0 ASSESSMENT OF CURRENT CONDITIONS................................................................ 3-1 3.1 Pay Plan Analysis...............................................................................................3-1 3.2 Employee Salary Placement by Grade.............................................................3-3 3.3 Salary Quartile Analysis.....................................................................................3-6 3.4 Employees by Department................................................................................3-7 3.5 Summary 3-9 0 0 4.0 MARKET AND BENEFITS SURVEY RESULTS............................................................. 4-1 1- 0 4.1 Salary Survey Results........................................................................................4-3 4.2 Benefits Survey Results Summary................................................................ 4-11 4.3 Market Summary............................................................................................ 4-20 U) �s 5.0 RECOMMENDATIONS 5-1 5.1 Classification System ........................................................................................5-1 5.2 Compensation System Recommendations .....................................................5-4 5.3 Compensation and Classification System Administration ................... 5-12 5.4 Summary......................................................................................................... 5-13 5.5 Additional Recommendations - Employee Housing Issues................ 5-14 Packet Pg. 1702 Lv RGREEN SOLUTIONS, LLC apter 1 - Introduction Monroe County, Florida ("County") contracted with Evergreen Solutions, LLC, ("Evergreen") to conduct a compensation and classification study. As part of the study, Evergreen Solutions, LLC was tasked with: • Analyzing the current environment within Monroe County and its compensation and classification practices; • Designing a fair, equitable, and easy to administer classification system for the County; • Review and provide recommendations for the existing compensation plan; 0 • Provide a specific implementation recommendation; • Update job descriptions to reflect the work being performed; and • Determine how the system will be maintained overtime. A compensation and classification study by design addresses internal and external equity. Internal equity relates to the fairness of compensation practices of an organization among its current employees. Specifically, by reviewing the skills, capabilities, and duties of each position, it can be determined whether similar combinations are being compensated in a 0 similar manner within the organization. External equity addresses the differences between what an organization's employees are compensated and what compensation is available in the market place for the same skills, capabilities, and duties. 0 iA STUDY METHODOLOGY Evergreen employed human resources best practice methods for conducting the study that U) maximized participation and results validity. The major tasks completed include: • Conducted a project start-up meeting • Conducted orientation sessions with employees • Facilitated employee and supervisor focus group sessions • Conducted interviews with senior leaders • Collected and reviewed Job Assessment Tools (JATs) • Conducted salary and benefits survey • Analyzed compensation data • Developed recommendations for compensation and classification management • Developed detailed implementation plans • Created draft and final reports Evergreen Solutions,LLC Page 1-1 Packet Pg. 1703 R.1.a Chapter 1-Introduction Pay and Classification Study for Monroe County,FL By combining qualitative as well as quantitative data, a fair solution was produced for Monroe County. 75 Background Evergreen Solutions, LLC recognizes the County's need to produce a compensation and classification plan that will allow for its employees to be fairly compensated for the work performed, reward high performers, and attract and retain the "best and brightest" employees. Regional growth, development, remote location, weather related impacts to U) include significant cost of housing challenges, and population increases over the past U several years have resulted in significant increases in cost of living in Florida, and particular Monroe County. Like many other entities in the region, the County has identified changes in the job market due in part to marketplace growth. Major Recommendations Recommendations are the heart of a compensation and classification study and provide the > basis for real improvement in the future. The number and scope of recommendations are less important than the relevance of recommendations. Based on strengths and weaknesses of the County's current plan, we have proposed a number of recommendations to ensure internal and external equity. U) Organization of the Report The methods used to gather and analyze new and existing data for the compensation and classification study are described in detail in Chapter 4 of this report. Although generally accepted procedures, methodologies, and formats were used to conduct the study and prepare deliverables, the content of all final reports have been specifically tailored to the unique circumstances, requirements, business needs, and financial disposition of the County. Chapter 2 includes findings from employee outreach. Chapter 3 provides an analysis of the current compensation structures, and Chapter 4 includes results of the salary and benefits survey. Chapter 5 outlines Evergreen's proposed solution, including recommendations to improve the current classification and compensation plan and recommendations for maintaining the plan overtime. 1.2 REPORT ORGANIZATION U) �s This report includes the following chapters: • Chapter 1- Introduction • Chapter 2 - Summary of Employee Outreach • Chapter 3 - Assessment of Current Conditions • Chapter 4 - Market and Benefits Survey Results • Chapter 5 - Recommendations Evergreen Solutions,LLC Page 1-2 Packet Pg. 1704 R.1.a EVERGREEN SOLUTIONS, LLC 'hapter 2 - Summary of Employee C utrea h' May 22 through 25, 2018 following the study kick-off, Evergreen Solutions visited Monroe U) County to conduct employee outreach. This process consisted of orientation and employee U) focus group meetings with County employees. The orientation meetings were designed to provide participants with an understanding of the goals of the study and to explain their role. Specific instructions for completing the Job Assessment Tool (JAT) for each position was reviewed and employees were encouraged to participate in the process. Immediately following the orientation briefings, focus group sessions were held with employees to collect feedback on several topics related to the study. Evergreen conducted a separate meeting with the County's senior management team which was similar in structure to the employee focus groups and designed to gain their perspective, insight and recommendations forthe County's classification and compensation systems going forward. The comments from all outreach participants were valuable and are summarized below. 2 Evergreen used the frequency of comments made by focus group participants as a mechanism to identify key issues and concerns and prioritize the concerns of the focus groups.The observations in this chapter are designed to suggest a generalized summarization of opinions of the prevalent themes and trends expressed by all employees interviewed.These observations are not intended to reflect the opinions of any given individual or group. Information provided by employees are separated by category below. 0 2A GENERAL FEEDBACK 0 Overall, employees regarded the County as a good place to work and were especially happy the work opportunity is within the community in which they lived. They were committed to serving the County, appreciate the opportunity to work in an environment that is enjoyable U) and has a collaborative and supportive team. While the participants suggested potential areas U) for improvement to the classification and compensation system,they also provided additional positive comments that the County affords to them that include: • opportunity for professional development and growth within organization • good working environment • friendly and family-like atmosphere • an opportunity to give back to the community Evergreen Solutions,LLC Page 2-1 Packet Pg. 1705 R.1.a Chapter 2-Summary of Employee Outreach Pay and Classification Study for Monroe County,FL 2.2 COMPENSATION U) Employees from across the County believed that wages are low in comparison to employers they consider to be competitors. When factoring in the cost of housing, they felt the compensation at the County lagged behind similarly situated locations. Additionally, they expressed a desire to continue to have a performance evaluation system that specifically is linked to merit pay and is consistently and regularly funded. Employees shared several positive comments regarding their employment with the County, including the following: U) U) • Many employees have grown up in the County and enjoyed the opportunity to work where they have family. • The County's team environment was also mentioned as a positive influence on their commitment to remain employed with the County. • Employees generally believed that employment with the County remains stable and secure. W 4- 0 • Health and retirement benefits provided by the County were believed by most employees to be very competitive with their peers. Employees also provided suggestions for areas of improvement: U) 2 • All groups expressed an ardent desire to receive increases to employees' pay relative to their market peers that have comparable cost of living and housing challenges. The Senior Management Team offered the following general comments: U • The County has a talented workforce that takes seriously their charge of serving the citizens of the community. • There is a strong need and desire to address the affordable housing issues facing the County that allows the County to keep pace with its market peers. Benefits Observations U) U) A strong majority of employees were pleased with the employee benefits package offered by U the County. Positive comments provided, as well as areas for improvement, are listed below: • The health plan in general, particularly the medical coverage paid by the County for employees, is viewed as very good. A few employees expressed a desire to receive a higher County contribution paid towards family medical insurance benefits. • Most employees valued the flexible schedules that allowed opportunities to conduct personal business and handle family matters. ram" Evergreen Solutions,LLC Page 2-2 Packet Pg. 1706 R.1.a Chapter 2-Summary of Employee Outreach Pay and Classification Study for Monroe County,FL Compensation Issues U) During focus group meetings participants also offered the following related to compensation: • Many departments cited issues with recruitment and retention due to limited ability to hire at competitive salaries, and some instances of attrition due to an employee's ability to attain a higher salary at neighboring organizations. The cost of housing was always mentioned as a major factor regarding compensation. U) U) • Some employees cited discontent with minimal merit increases they have received U recently or cited that they have not benefited from previous salary studies or living wage adjustments. • All groups expressed the desire to have an equitable pay structure developed, implemented, reviewed and updated periodically. Classification Issues > 4- 0 Focus group participants provided Evergreen Solutions with issues specific to individual classifications. These issues and others were analyzed during the Job Assessment Tool (JAT) and Management Issues Tool (MIT) review processes. Listed below is a list of some of the general issues employees highlighted: U) • More than one department had employees who perform job functions for more than one job classification. Described as wearing many hats but felt the compensation does not equate to the level of responsibility of the job duties. • All groups believed classification titles and job descriptions need to be updated to reflect current actual duties and responsibilities that are performed. U 0 0 Performance Management The County has a formal performance management process in which employees' performance is evaluated on an annual basis. Employees were asked what was working well and what could be improved regarding this current system. There is appreciation of the performance management system and that it is intended to link performance to salary U) increases. However, participants cited this linkage was not evident, and suggested U) improvements that could be made to the process. Some of these suggestions are listed U below: • Both employees and supervisors would like to see the system funded on a consistent, annual basis. • Many employees suggested supervisors receive training on the performance evaluation system to increase consistency of evaluations across the organization. • Several employees would like to have a system that provides the ability to reward top performance with merit increases. ram" Evergreen Solutions,LLC Page 2-3 Packet Pg. 1707 R.1.a Chapter 2-Summary of Employee Outreach Pay and Classification Study for Monroe County,FL Market Peers U) The focus group participants were asked to name organizations they considered to be market peers. Listed below is a group that were considered when developing the list of peers for the salary survey: • Florida Keys Electric Co-Op, FL • Florida Keys Aqueduct Authority, FL • Florida Highway Patrol (State of Florida) U) • Sanibel Island, Florida U • City of Key West, Florida • Florida Keys Community College, Florida • Monroe County School District, Florida • Miami Dade County, Florida • Broward County, Florida • City of Jacksonville, Florida • City of Tampa, Florida W • City of Colorado Springs, Colorado • Palm Beach County, Florida • City of N. Miami Beach, Florida • City of Pompano, Florida • City of Miami, Florida • South Florida Water District, Florida Benchmark Positions Responses provided when employees were asked which positions within the County present the greatest challenges regarding recruitment and retention. Some of the positions mentioned by the groups were: U 0 0 • Nutrition Coordinator • Senior Budget Analyst • Purchasing Agent • Firefighter, (EMT and/or Paramedic) • Maintenance (none plumbing or electrical) • Library Assistants U) • Building Inspectors U • Mechanics • Salary Schedules are too low to recruit. People apply and decline. • Mechanics • Electricians • Carpenters • Equipment Operators • Road Workers • Fleet Management • Flight nurses • Biologists ram" Evergreen Solutions,LLC Page 2-4 Packet Pg. 1708 R.1.a Chapter 2-Summary of Employee Outreach Pay and Classification Study for Monroe County,FL 2.3 SUMMARY During the outreach meetings, many employees stated that the County is a very good place to work. A few of the reasons employees enjoy working and remain with the County include: • employee health insurance; • flexible work schedules; • holidays - more than most employers; U) • wellness program and other incentives; U) • County's commitment to serving the community through public service; and • the work environment. The County will benefit from continuingto seek feedback and suggestions from employees on a regular basis regarding compensation and classification topics. Information received during these outreach meetings served to provide Evergreen Solutions with a good insight to employees' perceptions regarding the County's overall work 4- environment, compensation, and classification system. The team considered their suggestions for improvements when developing the recommendations found in Chapter 5 of this report. U) 0 0 0 0 U) U) ram" Evergreen Solutions,LLC Page 2-5 Packet Pg. 1709 R.1.a EVERGREEN SOLUTIONS, LLC ChC Coapter Assessment of Current U onditions The purpose of this review was to provide an overall assessment of the County's current U) compensation structure, employee salary progression, and number of employees in each department. Data included in this review is a reflection of when the study began, and should be considered, as such, a snapshot in time. The original data has been adjusted to accommodate for the time since original data collection until now. The insights gained from this evaluation provided the basis for further analysis through the course of this study, and were not considered sufficient cause for recommendations independently. Instead, the results of this evaluation were considered during the development of appropriate compensation related recommendations which are described in Chapter 5 of this report. W 4- 0 3A PAY PLAID ANALYSIS The County administered an open range pay plan for 410 of its employees. Fire and Rescue made up 144 full and part time employees in classifications that did not have salary ranges and were not part of the pay plan or included in the following exhibits. Exhibit 3A summarizes the pay plan for the 410 employees occupying a grade. Grades are numbered 105 - 133, however grades 126, 127, 129, 130, and 131 were not occupied at the time of this assessment.The pay plan had grades with minimum and maximum amounts and a calculated midpoint. Most pay grades had a range spread, the percentage difference between the minimum and maximum of the pay grades, relative to the grade's minimum, of 55 percent. �s 0 Historically, Evergreen proposed a pay plan for the County and the plan was partially adopted in 2014. The County adopted the recommended pay grades and new minimum, midpoint and maximum salary recommendations. However, the County did not recognize total experience when slotting the employees into the recommended pay grades. Instead, employees whose salaries were below the recommended pay grade's minimum salary were placed at the minimum. U) U) Further, in 2017, the Board of County Commissioners created a minimum $15 per hour pay rate, which gave employees at the lowest end of the pay plan significant salary increase and required the pay plan to start at pay grade 105 as follows. Exhibit 3A shows the distribution of the 410 County employees in the 24 occupied grades in the current pay plan after this historic change in the same year. Evergreen Solutions,LLC Page 3-1 Packet Pg. 1710 R.1.a Chapter 3-Assessment of Current Conditions Pay and Classification Study for Monroe County,EL EXHIBIT 3A HAY PLAN 105 $ 31,957 $ 40,746 $ 49,534 55% 24 106 $ 33,635 $ 42,885 $ 52,135 55% 54 107 $ 35,401 $ 45,136 $ 54,872 55% 21 108 $ 37,260 $ 47,506 $ 57,752 55% 43 109 $ 39,216 $ 50,000 $ 60,784 55% 40 110 $ 41,275 $ 52,625 $ 63,976 55% 30 111 $ 43,401 $ 55,368 $ 67,334 55% 10 112 $ 45,722 $ 58,296 $ 70,869 55% 17 113 $ 48,123 $ 61,356 $ 74,590 55% 25 CD 114 $ 50,649 $ 64,578 $ 78,506 55% 37 115 $ 53,308 $ 67,968 $ 82,628 55% 12 116 $ 56,107 $ 71,536 $ 86,966 55% 18 117 $ 59,052 $ 75,292 $ 91,531 55% 20 118 $ 62,153 $ 79,245 $ 96,337 55% 14 119 $ 65,416 $ 83,405 $101,394 55% 10 120 $ 68,850 $ 87,784 $106,717 55% 3 .� 121 $ 72,465 $ 92,392 $112,320 55% 2 122 $ 76,269 $ 97,243 $118,217 55% 7 123 $ 80,273 $102,348 $124,423 55% 9 124 $ 84,487 $107,722 $130,956 55% 7 125 $ 88,923 $113,377 $137,831 55% 3 126 $ 93,592 $119,329 $145,067 55% 0 127 $ 98,505 $125,594 $152,683 55% 0 128 $103,677 $132,188 $160,699 55% 1 129 $109,120 $139,127 $169,135 55% 0 130 $114,848 $146,432 $178,015 55% 0 131 $120,878 $154,119 $187,361 55% 0 U) 132 $127,224 $162,211 $197,197 55% 2 U) 133 $133,903 $170,727 $207,550 55% 1 55% 410 Source:Created by Evergreen Solutions from data provided by the County as of May 2018. Evergreen Solutions,LLC Page 3-2 Packet Pg. 1711 R.1.a Chapter 3-Assessment of Current Conditions Pay and Classification Study for Monroe County,FL 3.2 EMPLOYEE SALARY PLACEMENT BY GRADE When assessing the effectiveness of the County's pay plan and practices, it is important to analyze where employees' salaries fell within each pay range. Identifying those areas where there may be clusters of employees' salaries could illuminate potential pay progression concerns within the current pay plan. It should be noted that employee salaries, and the progression of the same, is associated with an organization's compensation philosophy specifically, the method of salary progression and the availability of resources. Therefore, the placement of employees' salaries should be viewed with this context in mind. Upon adoption of the 2014 Evergreen Pay Plan, the County embraced a philosophy that indicated a pay range represented 30 years of relevant experience. Through new hires and equity adjustments, employees compensated under this philosophy should be placed in a range commensurate with their experience. Exhibit 3E provides a breakdown of the placement of employees' salaries at or below each grade's minimum and at or above each grade's maximum in the pay plans. The exhibits > contains the following: • the pay grades, • the number of employees in classifications assigned to the pay grade, • the number and percentage of employees with salaries below the minimum, • the number and percentage of employees with salaries at the minimum, • the number and percentage of employees with salaries at the maximum, and • the number and percentage of employees with salaries above the maximum. 0 0 0 0 U) U) Evergreen Solutions,LLC Page 3-3 Packet Pg. 1712 R.1.a Chapter 3-Assessment of Current Conditions Pay and Classification Study for Monroe County,EL EXHIBIT 3B PLACEMENT BELOW MINIMUM AND ABOVE MAXIMUM ��1111111120 11111 rim,lill 11111iii,ME �11111111 011111 li 3111 105 24 0 0.0% 2 8.3% 0 0.0% 0 0.00/0 106 54 0 0.0% 6 11.1% 0 0.0% 0 0.00/0 107 21 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 108 43 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 109 40 0 0.0% 9 22.5% 1 2.5% 0 0.00/0 U) 110 30 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 111 10 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 112 17 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 113 25 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 114 37 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 115 12 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 116 18 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 117 20 0 0.0% 1 5.0% 0 0.0% 0 0.00/0 > 118 14 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 119 10 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 120 3 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 121 2 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 122 7 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 123 9 0 0.0% 0 0.0% 1 11.1% 0 0.00/0 124 7 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 .d 125 3 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 128 1 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 132 2 0 0.0% 0 0.0% 0 0.0% 0 0.00/0 _ 133 1 0 0.0% 0 0.0% 0 0.0% 0 0,0% Source:Created by Evergreen Solutions from data provided by the County as of May 2018. �3 0 0 Employees that are paid at the grade minimum are typically new hires or are new to their particular classification following a recent promotion; and employees with salaries at the grade maximum are typically highly experienced and proficient in their classification. In the pay plan at the time of this study, there were 18 (4.4 percent) employees with salaries at the minimum. U) Exhibit 3C illustrates the placement of salaries within grades for classifications assigned to each employee pay plan. The exhibits contains the following: • the pay grades, • the number of employees in classifications assigned to the pay grade, • the number and percentage of employees with salaries below the midpoint, • the number and percentage of employees with salaries near the midpoint, and • the number and percentage of employees with salaries above the midpoint of each pay grade. Evergreen Solutions,LLC Page 3-4 Packet Pg. 1713 R.1.a Chapter 3-Assessment of Current Conditions Pay and Classification Study for Monroe County,EL EXHIBIT 3C PLACEMENTAIROUN® MIDPOINT I'll :M z 105 24 18 75.0% 5 20.8% 1 4.2% 106 54 47 87.0% 4 7.4% 3 5.6% 107 21 13 61.9% 4 19.0% 4 19.0% 108 43 33 76.7% 7 16.3% 3 7.0% U) U) 109 40 25 62.5% 5 12.5% 10 25.0% 110 30 13 43.3% 8 26.7/° 9 30.0/° 111 10 2 20.0% 5 50.0% 3 30.0% 112 17 7 41.2% 5 29.4% 5 29.4% 113 25 14 56.0% 6 24.0% 5 20.0% 114 37 14 37.8% 15 40.5% 8 21.6% 115 12 6 50.0% 4 33.3% 2 16.7% 116 18 8 44.4% 8 44.4% 2 11.1% y 117 20 10 50.0% 8 40.0% 2 10.0% 118 14 3 21.4% 4 28.6% 7 50.0% 119 10 1 10.0% 1 10.0% 8 80.0% 120 3 2 66.7% 1 33.3% 0 0.0% 121 2 0 0.0% 1 50.0% 1 50.0% 122 7 0 0.0% 1 14.3% 6 85.7% 123 9 1 11.1% 2 22.2% 6 66.7% 124 7 1 14.3% 0 0.0% 6 85.7% 125 3 0 0.0% 1 33.3% 2 66.7% 128 1 0 0.0% 0 0.0% 1 100.0% 132 2 1 50.0% 1 50.0% 0 0.0% 133 1 1 1 0 1 0.0% 1 0 0.0% 1 1 100.0% 00 U 0 Source:Created by Evergreen Solutions from data provided by the County as of May 2018. 0 0 Employees with salaries close to the midpoint of a pay range should be fully proficient in their position with the classification and require minimal supervision to complete their job duties while performing satisfactorily. Within this framework, grade midpoint is commonly U) considered to be the salary an individual could reasonably expect to be at for 15 years' U) experience in similar work in the market. Therefore, it is important to examine the percentage and number of employees with salaries above and below the calculated midpoint. Of the 410 employees with classifications in the County's pay plan, • 219 employees (53.4 percent) had salaries below the midpoint of their respective range, 96 had salaries within 5 percent in either direction of the midpoint, while 95 employees (23.2 percent) had salaries above the midpoint. Evergreen Solutions,LLC Page 3-5 Packet Pg. 1714 R.1.a Chapter 3-Assessment of Current Conditions Pay and Classification Study for Monroe County,FL 3.3 SALARY QUARTILE ANALYSIS U) This section provides an analysis of the distribution of employees' salaries across the pay grades that existed at the time of this study. Examining employee salary placement by grade quartile provided insight into whether clustering of employees' salaries existed within each cis pay grade. For this analysis, employees' salaries were slotted within one of four equal distributions. The first quartile (0-25) represents the lowest 25.0 percent of the pay range. The second quartile (26-50) represents the segment of the pay range above the first quartile up to the pay range's midpoint. The third quartile (51-75) represents the part of the pay range U) above the midpoint up to the 75th percentile of the pay range. The fourth quartile (76-100) is .s the highest 25.0 percent of the pay range. This analytical method provided an opportunity to assess how employees' salaries are disbursed throughout each grade (pay range). Exhibit 3® provides a breakdown of the total number of employees assigned to classifications in the pay plan. The exhibit provides the number of employees per pay grade, and the location (by quartile) of employees' salaries within each grade. As previously noted, the majority of the County's employees'salaries fell below the midpoint;and with this analysis, it can be observed 4- that the majority of these employees had salaries in the first quartile of their respective pay plan ranges. For example, Exhibit 3® reveals that 165 (or 40.2 percent) of 410 employees in the pay plan are in the first quartile. In this analysis, the next largest cluster of employees' salaries was found in the second quartile (107 employees); additionally, 82 employees had salaries in the third quartile of their respective pay ranges, while the fewest number of employees (56) had salaries in the fourth quartile of their respective pay ranges. 0 0 0 0 U) U) Evergreen Solutions,LLC Page 3-6 Packet Pg. 1715 R.1.a Chapter 3-Assessment of Current Conditions Pay and Classification Study for Monroe County,EL EXHIBIT 3® QUARTILE ANALYSIS ,. MEECEMM RUI f!5 105 24 16 6 2 0 106 54 40 10 3 1 107 21 10 5 3 3 108 43 26 12 4 1 U) 109 40 23 3 11 3 110 30 11 6 7 6 111 10 2 2 5 1 112 17 7 4 3 3 113 25 10 7 4 4 114 37 9 12 9 7 115 12 2 6 2 2 116 18 4 10 3 1 y 117 20 4 10 5 1 , 118 14 0 5 5 4 119 10 0 1 6 3 120 3 1 1 1 0 121 2 0 1 1 0 122 7 0 1 1 5 123 9 0 2 2 5 124 7 0 1 3 3 125 3 0 0 2 1 128 1 0 0 0 1 132 2 0 2 0 0 133 1 0 0 0 1 Owelal1 total_ 410, 165 , 107 l 82 1 56 Source:Created by Evergreen Solutions from data provided by the County as of May 2018. 0 0 0 3.4 EMPLOYEES BY OFFICE At the time the study commenced, the County employed 554 individuals across 46 offices. U) Exhibit 3E depicts the number of employees and the number of classifications in each department and is intended only to provide basic information regarding how employees are distributed among offices.Also provided is the percentage breakdown of employees by office. Evergreen Solutions,LLC Page 3-7 Packet Pg. 1716 R.1.a Chapter 3-Assessment of Current Conditions Pay and Classification Study for Monroe County,EL EXHIBIT H EMPLOYEES BY OFFICE Airports 17 15 3.1% Bayshore Manor 10 6 1.8% BOCC 4 1 0.7% Building 44 22 7.9% Card Sound Toll 3 3 0.5% Code Compliance 11 8 2.0% U) Corrections Facilities 9 6 1.6% U County Administrator 9 7 1.6% County Attorney 14 9 2.5% Emergency Management 8 6 1.4% Employee Benefits 3 3 0.5% Employee Services 2 2 0.4% Engineering Services 5 5 0.9% Extension Services 1 1 0.2% y Facilities Maintenance 42 12 7.6% 4- Fire-Rescue Services 149 22 26.9% Fleet Management 15 9 2.7% Growth Management 4 4 0.7% Guardian ad Litem 1 1 0.2% Hazardous Waste 2 1 0.4% U) Higgs Beach 2 2 0.4% ,L Human Resources 3 3 0.5% Information Technology 12 9 2.2% In-Home Services 7 2 1.3% Library 42 18 7.6% Marine Resources 1 1 0.2% Nutrition 4 3 0.7% OMB 7 7 1.3% Planning 8 8 1.4% Planning& Environmental Resources 15 8 2.7% Pollution Control 4 1 0.7% Project Management 9 5 1.6% Project Management/Wastewater 1 1 0.2% Public Defender 3 3 0.5% Purchasing 1 1 0.2% Risk Management 1 1 0.2% U) Roads & Bridges 25 10 4.5% gj Social Services 9 7 1.6% Solid Waste Administration 2 2 0.4% Solid Waste Transfer 7 3 1.3% State Attorney 1 1 0.2% Transportation 10 3 1.8% Unincorporated Areas 13 3 2.3% Veteran Affairs 9 8 1.6% Welfare 4 2 0.7% Workers Compensation/Safety 1 1 0.2% Total 554 256 100,0% Source:Created by Evergreen Solutions from data provided by the County as of May 2018. Evergreen Solutions,LLC Page 3-8 Packet Pg. 1717 R.1.a Chapter 3-Assessment of Current Conditions Pay and Classification Study for Monroe County,FL As the exhibit illustrates, the largest department in the County was the Fire-Rescue Services Department, with 149 employees representing 26.9 percent of the County's regular workforce. 3.5 SUMMARY Overall, the County's compensation structure offered a good foundation on which to improve. The key points of the current structure were: U) U) • The County administered an open range pay plan for employees with pay grades. Each grade had constant range spreads of approximately 55 percent. • The majority of the employees' salaries fell below the midpoint (272 out of 410 or 66%); furthermore, the majority of employees' salaries were observed in the first quartile of the respective pay ranges. (165 of 410 employees or 40%). This indicates that the pay plan is hindering recruitment of highly experienced employees. 4- The County's compensation plan provided employees with a clear pay structure, although some clustering of employees' salaries has occurred over time. As a pay system is intended to encourage employee salary growth based on an organization's compensation philosophy, this clustering of salaries indicated that salary growth did not occur as would be expected. This was likely exaggerated by the $15 per hour policy, thereby clustering employees into the 1st quartile. The information gained from this review of current conditions was used in conjunction with the market analysis data and internal equity review to develop recommendations for a competitive compensation plan that would best align with the County's compensation philosophy moving forward. These recommendations can be found in Chapter 5 of this report. 0 0 0 0 U) U) �s Evergreen Solutions,LLC Page 3-9 Packet Pg. 1718 R.1.a EVERGREEN SOLUTIONS, LLC chapter 4 - Market and Benefits Su, uy Results Market comparisons provide the best and most direct methods of determining an U) organization's relative position in the marketplace. Specifically, market comparisons focus U on the average of the market and range characteristics. Market data can be used to evaluate overall structure, to include pay ranges; summarize overall market competitiveness; and capture current highs and lows of the County's pay plan at a fixed point in time. Using this methodology to collect market data is not an ideal tool for comparing individual salaries. Rather, its intent is to provide an analysis of overall market competiveness of the organization's salary structure. When using a sampling approach of market characteristics, a market comparison is not typically the sole determiner of recommended pay levels by 4- classification as it does not allow for specific, quantifiable salary recommendations for individuals. Based on these factors, market analysis does not translate well at the individual level, as individual pay is determined through a combination of factors including geographical job market, performance, prior experience, and the individual's negotiation skills during the hiring process, and the demand for the type of job. High demand fields can dictate higher salaries in today's labor market in much the same way as IT professionals have in years past. Prior to presenting the market analysis, it should be noted that these comparisons are best thought of as a snapshot of current market conditions. Since market conditions change, and in some cases change quickly, periodic market surveys are useful for making updates to a salary structure. However, surveys must be performed at regular intervals if an organization wishes to stay current with the marketplace. Market data are most useful in making adjustments to overall pay plans and making job classification placements within the overall pay structure. Evergreen Solutions conducted a comprehensive market salary survey for Monroe County (County). A representative sample of 65 job classifications were selected with input and approval from the County's project team for the market survey. U) U) Survey results for the salary minimums, midpoints, and maximums from the following list of targets are presented in Exhibit 4A. When comparing the County to its national peers, a number of factors were considered, such as geographic location and relative population size. A list of 30 survey targets was developed and approved by the County prior to commencing the survey. The following list provides the targets for this survey: ram" Evergreen Solutions,LLC Page 4-1 Packet Pg. 1719 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL Breckenridge, CO* Broward County, FL Cape Cod, MA* City of Aspen, CO* City of Homestead, FL* City of Jacksonville, FL City of Key West, FL City of Marathon, FL City of Miami, FL City of Orlando, FL City of St. Petersburg, FL City of Tampa, FL City of West Palm Beach, FL Collier County, FL El Dorado County, CA Florida Keys Aqueduct Authority, FL Florida Keys CC, FL Hawaii County, HI Martha's Vineyard, MA Miami-Dade County, FL Monroe County School Board, FL* Nantucket, MA 0 Palm Beach County, FL 0 Park City, UT Pinellas County, FL South Florida Water Management District, FL Teton County, WY (n U) Town of Hilton Head Island, SC U) Town of Jackson, WY* Village of Islamorada, FL * Did not respond L Market data was submitted by 24 of the 30 desired target organizations, equating to an 80 percent response rate. A high rate of participation strengthens the conclusions drawn by this survey. The study resulted in finding that Monroe County is below the market peers at the minimums, midpoints, and maximums of its corresponding pay grades. r Evergreen Solutions,LLC Page 4-2 Packet Pg. 1720 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL It should be noted; the data has been adjusted to allow for cost of living changes since the time of initial collection until present date. Evergreen also broke the survey market data into two groups consisting of the County's local peers, and South Florida Peers since the South Florida peers are more direct competition for jobs. 4A SALARY SURVEY RESULTS Market Minimums U) Exhibit 4A on page 4-6 displays the salary differentials between the County's pay plan and the average of the targets surveyed. Based on the data gathered at the surveyed market minimum for these benchmark positions, the following can be determined: • The surveyed position differences ranged from a low of 37.1 percent below market, in the case of the Fire Chief/Director Emergency Services classification, to a high of 36.3 percent above market for the On-call Personal Care Worker/Homemaker classification. • Of the 65 County positions for which market minimum data was collected, 41 reported to be below market and represents 63.1 percent of all benchmarks. • Seven positions indicated market differentials at the pay range minimum were greater than 20 percent below market. • Two positions indicated market differentials at the pay range minimum that were greater than ten percent above market. 0 Market Midpoints 0 The midpoint of the range is the level at which the most statistically accurate representation of the actual value of a position can be measured. When examining the overall competitive position of a specific classification, many organizations look solely at the midpoint in ascertaining a specific "market value." While this is a practical method to quickly evaluate a classification vis-a-vis a group of peers, it is not a statistically viable method for developing a U) new or revised compensation structure for an entire organization. Nevertheless, looking atthe �s organization's competitive position against the market peer average at the midpoint is helpful in building the pieces for a comprehensive solution that fits the overall needs of the organization. Exhibit 4A also depicts salary comparison data at the range midpoints for both the County and its survey peers. At the market midpoint, the benchmark positions ranged from a low of 32.9 percent below market for the Fire Chief/Director Emergency Services classification to a high of 41.4 percent above market for the On-call Personal Care Worker/Homemaker classification. Evergreen Solutions,LLC Page 4-3 Packet Pg. 1721 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,EL EXHIBIT 4A SALARY SURVEY MARKET DIFFERENTIALS 1 ADMINISTRATIVE ASSISTANT $37,195.16 2.2% $47,526.04 2.0% $57,856.91 1.9% 55.0% 24.0 2 ADMINISTRATOR BUILDING&PARKS&BEACHES $63,628.80 -23.0% $80,164.66 -21.6% $96,700.52 -20.6% 50.7% 19.0 3 ADMINISTRATOR HUMAN RESOURCES $71,485.95 -18.6% $91,002.10 -18.4% $110,686.91 -18.4% 52.7% 20.0 4 ADMINISTRATOR LIBRARIES $68,491.55 -7.9% $87,704.64 -8.4% $106,917.72 -8.7% 55.2% 10.0 5 AIRPORT MAINTENANCE TECHNICIAN $37,781.87 -4.5% $47,393.69 -2.8% $57,005.51 -1.8% 50.6% 8.0 6 AIRPORT OPERATIONS&SECURITY MANAGER $70,714.59 -5.9% $90,470.76 -6.2% $110,226.93 -6.5% 55.3% 8.0U) 7 ASSISTANT COUNTY ADMINISTRATOR $141,752.27 -9.1% $176,789.97 -6.7% $211,827.67 -5.2% 48.8% 10.0 8 ASSISTANT COUNTY ATTORNEY II $87,013.38 -11.7% $114,553.93 -15.4% $142,094.47 -17.7% 62.2% 8.0 9 BUILDING INSPECTOR II/PLANS EXAMINER $58,754.11 2.6% $74,208.07 3.5% $89,662.03 4.1% 52.0% 21.0 10 CERTIFIED NURSING ASSISTANT $34,726.70 8.7% $44,559.84 8.1% $54,392.97 7.8% 56.6% 1.0 11 COORDINATOR HUMAN RESOURCES $43,682.76 -3.7% $56,310.50 -4.8% $68,643.76 -5.1% 55.3% 19.0 12 COUNTY ADMINISTRATOR $154,232.40 -12.8% $191,492.15 -9.9% $228,751.89 -7.9% 47.3% 8.0 13 COUNTY ATTORNEY $138,491.63 - $164,085.92 - $189,680.21 - 36.2% 10.0 14 CUSTODIAN $29,971.95 8.1% $36,805.20 11.5% $43,638.44 13.7% 44.4% 18.0 15 CUSTOMER SERVICE REPRESENTATIVE 1 $36,645.95 8.5% $47,551.24 6.9% $58,456.54 5.8% 59.0% 18.0 16 ADMINISTRATOR,DATABASE $69,947.30 -4.7% $88,899.93 -4.4% $107,852.57 -4.2% 53.6% 17.0 17 DIRECTOR EMPLOYEE SERVICES $106,039.43 -16.8% $133,615.73 -15.4% $161,192.03 -14.5% 50.8% 19.0 18 DIRECTOR INFORMATION TECHNOLOGY $97,776.40 -19.3% $125,318.86 -19.9% $152,861.33 -20.3% 56.1% 19.0 > 19 DIRECTOR,ENGINEERING SERVICES&ROADS $97,386.99 -18.8% $128,325.81 -22.8% $159,264.64 -25.4% 63.2% 18.0 20 DIRECTOR VETERANS AFFAIRS $87,111.39 -17.7% $111,233.32 -17.9% $135,355.25 -18.0% 53.7% 9.0 4- 0 21 ELECTRICIAN $43,887.15 -15.4% $55,778.34 -15.0% $67,669.54 -14.8% 53.3% 17.0 r- 22 EQUIPMENT OPERATOR $38,134.33 4.8% $47,315.06 7.3% $56,495.79 9.0% 47.2% 16.0 23 EXECUTIVE ASSISTANT $43,589.29 -3.4% $55,429.55 -3.2% $67,269.81 -3.0% 53.8% 18.0 24 FIRE CHIEF/DIRECTOR EMERGENCY SERVICES $124,442.34 -37.1% $153,784.90 -32.9% $183,127.47 -30.1% 46.9% 15.0 25 FIRE RESCUE DEPUTY CHIEF $103,899.72 -33.4% $127,987.82 -28.9% $152,075.92 -26.0% 46.1% 14.0 QS 26 FIREFIGHTER EMT $46,306.52 - $58,170.65 - $70,034.79 - 50.0% 14.0 U) 27 FIREFIGHTER PARAMEDIC $50,120.13 - $62,729.23 - $75,338.34 - 49.9% 14.0 28 HEAVY EQUIPMENT OPERATOR $41,414.21 1.7% $51,796.52 3.6% $62,178.84 4.8% 49.2% 18.0 •L 29 INSPECTOR CODE COMPLIANCE $49,134.69 -5.3% $61,540.31 -3.4% $73,945.92 -2.2% 49.6% 19.0 30 LANDFILL OPERATOR $36,831.68 -12.9% $45,421.24 -9.2% $54,010.80 -6.8% 44.8% 10.0 31 LIBRARIAN TECHNICAL SERVICES $41,522.88 6.3% $49,865.27 11.8% $58,207.65 15.3% 39.4% 8.0 32 LIBRARY ASSISTANT $32,449.11 5.5% $41,133.02 6.1% $49,816.94 6.4% 52.4% 10.0 33 UNLICENSED CONTRACTOR CODE INVESTIGATOR $50,888.48 -9.0% $63,757.51 -7.1% $76,626.55 -5.9% 49.5% 11.0 34 MAINTENANCE WORKER 4 $37,134.90 2.4% $46,283.47 4.6% $55,432.05 6.0% 48.3% 23.0 35 MANAGER BRANCH LIBRARY $56,318.89 1.7% $72,259.79 1.1% $88,200.69 0.7% 55.4% 8.0 36 MECHANIC 2 $45,391.88 7.6% $56,483.07 9.8% $67,574.25 11.3% 47.9% 19.0 0 37 OPERATIONS MANAGER/FLEET $67,144.17 -5.8% $85,398.49 -5.5% $103,652.81 -5.4% 53.4% 17.0 38 PARALEGAL $47,130.76 -1.0% $60,497.66 -1.6% $73,864.56 -2.1% 56.4% 16.0 0 39 ON CALL PERSONAL CARE WORKER/HOMEMAKER $24,244.45 36.3% $28,442.43 41.4% $32,640.42 44.6% 33.2% 2.0 40 PLANNER $52,567.09 -1.7% $66,704.09 -1.2% $80,841.09 -0.9% 53.0% 21.0 41 PLANS EXAMINER $62,635.25 1.3% $78,180.88 3.4% $93,726.51 4.7% 48.8% 17.0 42 PROJECT MANAGER 2 $63,101.48 -22.0% $80,316.48 -21.8% $97,531.47 -21.7% 53.9% 17.0 43 PUBLIC INFORMATION OFFICER $69,201.56 -14.8% $88,745.25 -15.4% $108,288.93 -15.9% 55.8% 18.0 44 SENIOR GRANTS&FINANCE ANALYST $55,335.19 -24.9% $70,503.91 -24.7% $85,672.63 -24.6% 53.7% 15.0 45 SIGN TECHNICIAN INSTALLER $39,363.52 6.6% $50,083.25 6.8% $60,802.97 6.9% 53.4% 13.0 46 SR ADMINISTRATOR MARINE RESOURCES $62,579.68 6.3% $81,350.48 4.5% $100,121.27 3.3% 59.7% 9.0 47 SR AIRPORT MAINTENANCE TECHNICIAN $41,500.38 -9.1% $52,144.70 -7.5% $62,789.02 -6.5% 51.0% 8.0 48 SR BIOLOGIST $59,654.56 -4.1% $74,789.33 -2.4% $89,924.09 -1.3% 50.0% 11.0 U) 49 SR BUDGET ANALYST $54,051.02 -22.0% $69,197.17 -22.4% $84,313.28 -22.6% 57.2% 18.0 2 50 SR COORDINATOR CODE COMPLIANCE $51,008.40 -9.3% $65,303.73 -9.7% $79,599.05 -10.0% 55.6% 13.0 51 SR COORDINATOR PERMITTING $48,417.28 -9.3% $62,092.85 -9.8% $75,768.42 -10.2% 55.6% 18.0 52 SR DIRECTOR OF BUDGET&FINANCE $107,874.64 -18.8% $140,608.46 -21.5% $173,342.29 -23.2% 60.4% 15.0 53 SR LIBRARIAN YOUTH SERVICES $45,903.84 6.6% $58,206.61 7.1% $70,509.37 7.4% 52.2% 6.0 54 SR PLANNER $59,016.24 -3.0% $75,658.38 -3.6% $92,300.52 -4.0% 55.8% 19.0 55 SR TECHNICIAN AIR CONDITIONING $45,148.29 -7.1% $56,336.84 -4.9% $67,525.39 -3.4% 48.1% 13.0 56 SR TECHNICIAN FLEET $50,977.71 11.0% $64,327.37 11.9% $77,677.04 12.5% 51.3% 16.0 57 SR TECHNICIAN MAINTENANCE $39,487.73 -9.2% $48,913.13 -6.1% $58,338.52 -4.1% 47.0% 9.0 58 STAFF ACCOUNTANT $54,985.68 8.8% $70,201.27 8.7% $85,416.85 8.6% 54.6% 20.0 59 STAFF ASSISTANT $35,523.86 1.7% $45,382.05 1.5% $55,240.24 1.4% 55.2% 20.0 60 SUPERVISOR ROADS&BRIDGES $56,916.83 -10.1% $71,512.68 -8.5% $86,108.53 -7.4% 49.6% 15.0 61 SUPERVISOR SOLID WASTE/RECYCLING $54,494.59 -23.0% $68,213.65 -20.7% $81,932.72 -19.2% 48.8% 14.0 62 SYSTEMS ANALYST 1 $53,211.12 -8.3% $66,988.03 -6.9% $80,764.94 -6.1% 51.3% 16.0 63 SYSTEMS ANALYST 11 $58,468.84 -7.4% $74,439.76 -7.3% $90,410.69 -7.2% 54.1% 21.0 64 TECHNICIAN FLEET $42,817.46 -1.6% $53,326.03 0.8% $63,834.60 2.3% 48.2% 15.0 65 VETERANS SERVICE COUNSELOR $39,372.54 1.7% $50,806.98 0.5% $62,241.42 -0.3% 56.2% 10.0 Source:Evergreen Solutions r Evergreen Solutions,LLC Page 4-4 Packet Pg. 1722 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL Based on the data gathered at the market midpoint of the salary range, the following can be determined: U) • Of the 65 County positions for which market midpoint data was collected, 40 classifications were found to be below market at the midpoint and represents 61.5 percent of all benchmarks. • Of the positions below market, nine classifications were greater than 20 percent below market. U) U) • Of the positions above market, four classifications were greater than ten percent above market. Market Maximums The market maximum is significant because it represents the most that an organization would typically spend to retain qualified incumbents. If incumbents' salaries are clustered at or near > the maximum, however, this maybe an indication that the salary range widths are too narrow, and that the salary maximums may be below the market average. Salary range maximum values as they compare to the survey respondents are also illustrated in Exhibit 4A. This point of analysis shows the continuation of the trends noted in the minimum and midpoint comparisons. U) 2 The comparison of market maximums yielded the following considerations: • At the survey maximum, differentials range from 30.1 percent below market for the Fire Chief/Director Emergency Services classification to a high of 44.6 above market for the On-call Personal Care Worker/Homemaker classification. 0 U • Of the 65 positions included in the survey, 41 classifications (63.1 percent of all benchmarks) reported maximum salaries higher than the market maximum. 0 • Of classifications below market, nine reported range maximums greater than 20 percent below market. It should be noted that the standing of a classification's pay range compared to the market is not a definitive assessment of the individual employee's salaries being equally above or below U) market. It does, however, speak to the County's ability to recruit and retain talent over time. U Since starting pay is below what the market would offer, the County may experience the potential of losing employees to their market peers or lose out to other competitor cities when recruiting to fill a position. With the ranges at all levels being below that of the County's peers, Iongtenured employees may consider other options based on salary differences being offered by the competition. r Evergreen Solutions,LLC Page 4-5 Packet Pg. 1723 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL Exhibit 4B below shows the same market data analysis, however, the peer averages are limited to the South Florida peers only, listed below. Broward County, FL City of Miami, FL City of West Palm Beach, FL U Collier County, FL Miami-Dade County, FL Palm Beach County, FL South Florida Water Management District, FL Exhibit 4C below shows the maximums at each point in the range (e.g.,the minimum, midpoint and maximum) reported by any of the 24 peers that provided data for each of the benchmark positions. Exhibit 4D below shows a comparison of the midpoints for all the benchmarked positions along with proposed grade midpoints. The proposed grades and ranges will be discussed in Chapter 5. Exhibit 4E below shows a comparison of the midpoints for all the benchmarked Fire Department positions along with proposed grade midpoints. 0 Exhibit 4E below shows a comparison of the minimums for all the benchmarked Firefighter 0 positions along with proposed grade minimums. 0 0 U) U) Evergreen Solutions,LLC Page 4-6 Packet Pg. 1724 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 4H SALARY SURVEY MARKET DIFFERENTIALS SOUTH FLORIDA BEERS ONLY 11 mom, 1 ADM INISTRATIVE ASS I STANT $39,369.65712 $52,5.70.24 8.4% $65,770.83 -11.5% 67.0% 7.0 2 ADMINISTRATOR BUILDING&PARKS&BEACHES $57,954.93 $75,705.41 -14.8% $93,455.88 -16.6% 61.2% 4.0 3 ADMINISTRATOR HUMAN RESOURCES $71,050.13 $93,937.28 -22.2% $116,824.42 -25.0% 64.3% 6.0 4 ADMINISTRATOR LIBRARIES $67,133.09 $87,396.44 -8.0% $107,659.79 -9.5% 60.4% 5.0 °U) 5 AIRPORT MAINTENANCE TECHNICIAN $36,859.36 -2.0% $47,385.20 -2.8% $57,911.05 -3.4% 57.2% 4.0 U) 6 AIRPORT OPERATIONS&SECURITY MANAGER $74,569.67 -11.6% $97,374.27 -14.3% $120,178.86 -16.1% 61.1% 4.0 7 ASSISTANT COUNTY ADMINISTRATOR $135,877.91 -4.6% $181,270.47 -9.5% $226,663.02 -12.6% 66.8% 5.0 8 ASSISTANT COUNTY ATTORNEY II $83,424.63 -7.1% $119,965.84 -20.8% $156,507.06 -29.7% 87.3% 4.0 9 BUILDING INSPECTOR II/PLANS EXAMINER $63,926.18 -6.0% $82,690.19 -7.6% $101,454.19 -8.6% 58.8% 7.0 4� 10 CERTIFIED NURSING ASSISTANT - - - - - - - 0.0 11 COORDINATOR HUMAN RESOURCES $43,351.48 -2.9% $58,079.86 -8.1% $72,808.24 -11.5% 67.9% 5.0 12 COU NTY AD M I N ISTRATOR $198,944.57 -45.5% $258,129.73 -48.1% $317,314.89 -49.7% 59.5% 2.0 13 COUNTY ATTORNEY $119,871.03 - $142,841.85 - $165,812.66 - 38.0% 2.0 14 CUSTODIAN $30,865.15 5.4% $40,503.90 2.6% $50,142.64 0.9% 62.4% 6.0 15 CUSTOMER SERVICE REPRESENTATIVE 1 $36,861.96 7.9% $48,995.34 4.0% $61,128.71 1.5% 65.8% 6.0 16 ADMINISTRATOR,DATABASE $74,286.36 -11.2% $98,536.25 -15.7% $122,786.14 -18.6% 65.2% 5.0 17 DIRECTOR EMPLOYEE SERVICES $108,995.58 -20.1% $144,984.21 -25.2% $180,972.85 -28.6% 66.0% 6.0 18 DIRECTOR INFORMATION TECHNOLOGY $102,986.46 -25.7% $137,538.53 -31.6% $172,090.60 -35.5% 67.0% 6.0 19 DIRECTOR,ENGINEERING SERVICES&ROADS $109,424.71 -33.5% $145,464.36 -39.2% $181,504.02 -42.9% 65.8% 6.0 20 DIRECTOR VETERANS AFFAIRS $81,491.85 -10.1% $108,873.05 -15.4% $136,254.25 -18.8% 67.1% 5.0 21 ELECTRICIAN $44,566.45 -17.2% $58,811.92 -21.3% $73,057.38 -23.9% 63.9% 7.0 r- 0 22 EQUIPMENT OPERATOR $38,013.55 5.1% $49,987.27 2.1% $61,960.98 0.2% 63.0% 5.0 23 EXECUTIVE ASSISTANT $43,551.62 -3.3% $57,876.00 -7.7% $72,200.38 -10.5% 65.8% 5.0 24 FIRE CHIEF/DIRECTOR EMERGENCY SERVICES $152,342.96 -67.8% $188,459.80 -62.8% $224,576.65 -59.6% 47.5% 5.0 25 FIRE RESCUE DEPUTY CHIEF $134,563.76 -72.8% $164,233.21 -65.4% $193,902.66 -60.6% 44.2% 5.0 U) 26 FIREFIGHTER EMT $46,306.27 - $62,257.46 - $78,208.64 - 68.7% 3.0 27 FIREFIGHTER PARAMEDIC $50,751.26 - $65,984.86 - $81,218.46 - 60.0% 4.0 28 HEAVY EQUIPMENT OPERATOR $42,526.31 -0.9% $55,925.48 -4.1% $69,324.65 -6.1% 63.0% 7.0 29 INSPECTOR CODE COMPLIANCE $47,706.80 -2.2% $63,839.12 -7.3% $79,971.44 -10.5% 67.5% 6.0 30 LAND FI LL OPERATOR $39,103.38 -19.8% $51,616.51 -24.1% $64,129.65 -26.8% 64.0% 3.0 31 LIBRARIAN TECHNICAL SERVICES $44,593.55 -0.6% $50,674.42 10.4% $56,755.28 17.4% 27.0% 4.0 32 LIBRARY ASSISTANT $32,586.97 5.1% $42,637.09 2.6% $52,687.21 1.0% 61.7% 5.0 33 UNLICENSED CONTRACTOR CODE INVESTIGATOR $48,837.18 -4.6% $66,526.07 -11.8% $84,214.97 -16.4% 72.3% 4.0 34 MAINTENANCE WORKER 4 $37,419.95 1.6% $49,131.10 -1.3% $60,842.26 -3.2% 62.6% 6.0 35 MANAGER BRANCH LIBRARY $63,816.34 -11.4% $81,502.58 -11.6% $99,188.81 -11.7% 55.5% 4.0 36 MECHANIC 2 $50,043.32 -1.9% $64,400.58 -2.8% $78,757.84 -3.4% 57.4% 6.0 37 OPERATIONS MANAGER/FLEET $67,849.71 -6.9% $90,399.74 -11.7% $112,949.76 -14.8% 66.3% 6.0 38 PARALEGAL $47,288.60 -1.3% $64,046.27 -7.6% $80,803.95 -11.7% 70.7% 5.0 39 ON CALL PERSONAL CARE WORKER/HOMEMAKER $23,039.65 39.4% $28,693.80 40.8% $34,347.94 41.7% 49.1% 1.0 40 PLANNER $53,235.47 -2.9% $71,041.61 -7.7% $88,847.75 -10.8% 66.8% 7.0 41 PLANS EXAMINER $66,284.23 -4.5% $88,428.48 -9.3% $110,572.73 -12.4% 66.7% 5.0 42 PROJECT MANAGER 2 $63,280.69 -22.4% $85,565.90 -29.8% $107,851.10 -34.6% 70.3% 4.0 43 PUBLIC INFORMATION OFFICER $63,103.47 -4.7% $84,154.47 -9.5% $105,205.46 -12.6% 66.6% 7.0 44 SENIOR GRANTS&FINANCE ANALYST $57,688.87 -30.2% $79,146.25 -40.0% $100,603.63 -46.3% 74.3% 3.0 45 SIGN TECHNICIAN INSTALLER $41,651.49 1.2% $55,689.47 -3.6% $69,727.46 -6.7% 67.3% 6.0 46 SR ADMINISTRATOR MARINE RESOURCES $68,150.16 -2.0% $91,071.89 -6.9% $113,993.63 -10.1% 67.3% 1.0 47 SR AIRPORT MAINTENANCE TECHNICIAN $43,180.58 -13.5% $55,719.11 -14.9% $68,257.64 -15.8% 58.2% 4.0 48 SR BIOLOGIST $65,646.28 -14.6% $82,744.08 -13.3% $99,841.88 -12.4% 51.7% 2.0 8) 49 SR BUDGET ANALYST $55,925.90 -26.2% $74,359.77 -31.5% $92,793.64 -35.0% 65.8% 6.0 U) 50 SR COORDINATOR CODE COMPLIANCE $54,622.96 -17.0% $73,461.37 -23.4% $92,299.77 -27.6% 68.8% 4.0 51 SR COORDINATOR PERMITTING $54,681.57 -23.4% $73,451.78 -29.9% $92,221.99 -34.1% 68.6% 6.0 52 SR DIRECTOR OF BUDGET&FINANCE $118,960.15 -31.0% $161,299.75 -39.3% $203,639.36 -44.7% 71.0% 5.0 53 SR LIBRARIAN YOUTH SERVICES $40,405.70 17.8% $53,045.15 15.3% $65,684.59 13.8% 62.6% 1.0 4� 54 SR PLANNER $61,944.41 -8.1% $82,454.40 -12.9% $102,964.40 -16.0% 66.1% 7.0 55 SR TECHNICIAN AIR CONDITIONING $48,381.50 -14.8% $63,491.63 -18.2% $78,601.76 -20.3% 62.4% 5.0 56 SR TECHNICIAN FLEET $60,283.54 -5.2% $78,957.86 -8.1% $97,632.18 -10.0% 61.9% 5.0 57 SR TECHNICIAN MAINTENANCE $37,784.67 -4.5% $48,604.89 -5.5% $59,425.11 -6.1% 57.4% 4.0 58 STAFF ACCOUNTANT $59,111.46 2.0% $78,457.00 -2.1% $97,802.53 -4.7% 65.3% 6.0 59 STAFF ASSISTANT $37,376.69 -3.4% $50,524.62 -9.6% $63,672.56 -13.7% 70.2% 5.0 60 SUPERVISOR ROADS&BRIDGES $59,241.47 -14.6% $79,337.01 -20.3% $99,432.55 -24.1% 67.7% 5.0 61 SUPERVISOR SOLID WASTE/RECYCLING $53,783.92 -21.4% $71,986.53 -27.3% $90,189.15 -31.2% 67.5% 4.0 62 SYSTEMS ANALYST 1 $53,128.29 -8.1% $70,855.06 -13.1% $88,581.82 -16.3% 66.5% 4.0 63 SYSTEMS ANALYST 11 $60,454.46 -11.1% $80,031.38 -15.3% $99,608.30 -18.1% 64.7% 6.0 64 TECHNICIAN FLEET $45,467.92 -7.9% $58,943.16 -9.7% $72,418.40 -10.9% 59.3% 5.0 65 VETERANS SERVICE COUNSELOR $43,617.89 -8.9% $57,866.61 -13.4% $72,115.33 -16.2% 1 65.2% 1 5.0 Q) 4� r Evergreen Solutions,LLC Page 4-7 Packet Pg. 1725 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 4C SALARY SURVEY MARKET MAXIMUMS w ,w 1 ADM IN ISTRATIVE ASSISTANT $44,984 $59,353 $74,488 59.5% 24.0 2 ADMINISTRATOR BUILDING&PARKS&BEACHES $91,503 $116,666 $141,830 55.0% 19.0 3 ADMINISTRATOR HUMAN RESOURCES $104,779 $137,923 $171,067 63.3% 20.0 4 ADMINISTRATOR LIBRARIES $84,505 $112,959 $141,736 41.3% 10.0 � 5 AIRPORT MAINTENANCE TECHNICIAN $42,665 $55,379 $68,092 57.5% 8.0 6 AIRPORT OPERATIONS&SECURITY MANAGER $81,798 $106,173 $130,549 59.6% 8.0 7 ASSISTANT COUNTY ADMINISTRATOR $218,307 $218,307 $254,744 17.7% 10.0 U) U) 8 ASSISTANT COUNTY ATTORNEY II $99,786 $148,430 $219,897 111.1% 8.0 9 BUILDING INSPECTOR II/PLANS EXAMINER $76,953 $100,584 $131,455 42.5% 21.0 10 CERTIFIED NURSING ASSISTANT $34,727 $44,560 $54,393 56.6% 1.0 11 COORDINATOR HUMAN RESOURCES $59,744 $76,173 $92,602 55.0% 19.0 12 COUNTY ADMINISTRATOR $225,143 $292,236 $359,328 59.6% 8.0 13 COUNTY ATTORNEY $218,307 $255,285 $316,633 35.7% 10.0 4� 14 CUSTODIAN $39,391 $46,079 $60,221 30.5% 18.0 15 CUSTOMER SERVICE REPRESENTATIVE 1 $56,648 $75,522 $94,396 66.6% 18.0 16 ADMINISTRATOR,DATABASE $86,452 $110,894 $144,929 66.9% 17.0 Q� 17 DIRECTOR EMPLOYEE SERVICES $141,794 $184,345 $226,896 50.9% 19.0 18 DIRECTOR INFORMATION TECHNOLOGY $141,009 $173,743 $215,495 43.8% 19.0 19 DIRECTOR, ENGINEERING SERVICES&ROADS $141,009 $163,035 $203,929 43.1% 18.0 GS 20 DIRECTOR VETERANS AFFAIRS $140,955 $160,873 $199,533 21.5% 9.0 > 21 ELECTRICIAN $57,967 $72,747 $89,189 50.4% 17.0 22 EQUIPMENT OPERATOR $51,507 $65,187 $78,868 36.1% 16.0 23 EXECUTIVE ASSISTANT $60,041 $74,940 $89,840 50.2% 18.0 r- 24 FIRE CHIEF/DIRECTOR EMERGENCY SERVICES $208,805 $234,541 $299,989 43.7% 15.0 25 FIRE RESCUE DEPUTY CHIEF $190,457 $202,906 $254,829 33.8% 14.0 4� 26 FIREFIGHTER EMT $54,619 $68,271 $88,513 46.1% 14.0 27 FIREFIGHTER PARAMEDIC $60,218 $74,387 $88,556 41.2% 14.0 Q) 28 HEAVY EQUIPMENT OPERATOR $51,507 $65,187 $78,868 33.5% 18.0 U) 29 INSPECTOR CODE COMPLIANCE $82,542 $86,692 $98,093 10.1% 19.0 30 LANDFILL OPERATOR $50,139 $62,615 $75,092 49.8% 10.0 v. 31 LIBRARIAN TECHNICAL SERVICES $52,731 $64,706 $79,426 55.9% 8.0 32 LIBRARY ASSISTANT $36,919 $50,574 $66,065 68.5% 10.0 �8 33 UNLICENSED CONTRACTOR CODE INVESTIGATOR $73,732 $86,888 $113,556 23.1% 11.0 34 MAINTENANCE WORKER 4 $49,105 $62,148 $75,191 40.0% 23.0 35 MANAGER BRANCH LIBRARY $69,795 $85,676 $108,742 51.9% 8.0 36 MECHANIC 2 $61,058 $75,191 $93,422 43.5% 19.0 37 OPERATIONS MANAGER/FLEET $95,420 $124,042 $152,663 60.0% 17.0 38 PARALEGAL $60,041 $78,810 $102,998 74.8% 16.0 39 ON CALL PERSONAL CARE WORKER/HOMEMAKER $25,449 $28,694 $34,348 21.5% 2.0 40 PLANNER $66,989 $86,888 $113,556 35.5% 21.0 41 PLANS EXAMINER $88,267 $100,584 $131,455 43.7% 17.0 0 42 PROJECT MANAGER 2 $83,947 $112,892 $144,929 44.8% 17.0 43 PUBLIC INFORMATION OFFICER $121,851 $161,453 $201,055 65.0% 18.0 44 SENIOR GRANTS&FINANCE ANALYST $73,278 $97,705 $122,131 65.8% 15.0 45 SIGN TECHNICIAN INSTALLER $47,185 $68,079 $88,974 79.7% 13.0 46 SR ADMINISTRATOR MARINE RESOURCES $79,006 $101,489 $123,973 56.9% 9.0 47 SR AIRPORT MAINTENANCE TECHNICIAN $52,137 $68,795 $85,454 63.9% 8.0 48 SR BIOLOGIST $100,907 $126,151 $151,396 50.0% 11.0 49 SR BUDGET ANALYST $64,203 $86,888 $113,556 70.9% 18.0 50 SR COORDINATOR CODE COMPLIANCE $62,906 $84,410 $108,148 65.0% 13.0 (/) 51 SR COORDINATOR PERMITTING $66,394 $95,794 $125,195 64.0% 18.0 U) 52 SR DIRECTOR OF BUDGET&FINANCE $144,324 $199,576 $254,829 76.6% 15.0 U) 53 SR LIBRARIAN YOUTH SERVICES $53,465 $66,921 $89,347 48.9% 6.0 54 SR PLANNER $66,058 $87,155 $113,556 45.1% 19.0 55 SR TECHNICIAN AIR CONDITIONING $53,517 $71,483 $93,422 57.8% 13.0 56 SR TECHNICIAN FLEET $65,844 $85,466 $105,087 59.6% 16.0 4� 57 SR TECHNICIAN MAINTENANCE $47,646 $57,723 $68,092 25.7% 9.0 58 STAFF ACCOUNTANT $68,793 $87,013 $109,061 63.7% 20.0 59 STAFF ASSISTANT $44,306 $56,074 $73,199 60.7% 20.0 60 SUPERVISOR ROADS&BRIDGES $69,713 $100,584 $131,455 75.9% 15.0 61 SUPERVISOR SOLID WASTE/RECYCLING $70,202 $79,884 $102,998 26.1% 14.0 62 SYSTEMS ANALYST I $76,607 $97,673 $118,739 55.0% 16.0 63 SYSTEMS ANALYST 11 $76,607 $97,673 $118,739 46.8% 21.0 64 TECHNICIAN FLEET $52,877 $71,483 $93,422 75.0% 15.0 65 VETERANS SERVICE COUNSELOR $53,002 $68,796 $84,591 59.6% 10.0 f� 4� r Evergreen Solutions,LLC Page 4-8 Packet Pg. 1726 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 4® SALARY SURVEY MIDPOINT COMPARISONS w �s 1 ADMINISTRATIVE ASSISTANT $47,526.04 $52,570.24 $59,353.43 304 $48,489.03 2 ADMINISTRATOR BUILDING&PARKS&BEACHES $80,164.66 $75,705.41 $116,666.11 313 $79,661.16 3 ADMINISTRATOR HUMAN RESOURCES $91,002.10 $93,937.28 $137,922.69 316 $94,8TT.T1 4 ADMINISTRATOR LIBRARIES $87,704.64 $87,396.44 $112,958.99 315 $89,507.28 2 5 AIRPORT MAINTENANCE TECHNICIAN* $47,393.69 $47,385.20 $55,378.56 308 $58,938.T2 6 AIRPORT OPERATIONS&SECURITY MANAGER* $90,470.76 $97,374.27 $106,173.48 318 $106,604.60 7 ASSISTANT COUNTY ADMINISTRATOR $176,789.97 $181,270.47 $218,307.49 326 $1T9,8OT.19 8 ASSISTANT COUNTY ATTORNEY II $114,553.93 $119,965.84 $148,430.41 319 $113,000.88 9 BUILDING INSPECTOR II/PLANS EXAMINER $74,208.07 $82,690.19 $100,583.88 313 $T9,661.16 10 CERTIFIED NURSING ASSISTANT** $44.559.84 - $44.559.84 305 $50,913.48 4� 11 COORDINATOR HUMAN RESOURCES $56,310.50 $58,079.86 $76,172.62 308 $58,938.T2 14 CUSTODIAN** $36,805.20 $40,503.90 $46,078.74 301 $41,886.65 15 CUSTOMER SERVICE REPRESENTATIVE 1 $47,551.24 $48,995.34 $75,521.77 306 $53,459.16 16 ADMINISTRATOR.DATABASE*** $88,899.93 $98,536.25 $110,893.81 17 DIRECTOR EMPLOYEE SERVICES $133,615.73 $144,984.21 $184,344.87 322 $134,585.85 18 DIRECTOR INFORMATION TECHNOLOGY $125,318.86 $137,538.53 $173,742.89 321 $1.26,967.78 19 DIRECTOR,ENGINEERING SERVICES&ROADS $128,325.81 $145,464.36 $163,035.19 321 $126,96T.T8 20 DIRECTOR VETERANS AFFAIRS $111,233.32 $108,873.05 $160,873.06 319 $113,000.88 > 21 ELECTRICIAN $55,778.34 $58,811.92 $72,747.46 307 $56,132.11 22 EQUIPMENT OPERATOR $47,315.06 $49,987.27 $65,187.09 305 $50,913.48 23 EXECUTIVE ASSISTANT $55,429.55 $57,876.00 $74,940.16 307 $56,132.11 28 HEAVY EQUIPMENT OPERATOR $51,796.52 $55,925.48 $65,187.09 306 $53,459.16 29 INSPECTOR CODE COMPLIANCE $61,540.31 $63,839.12 $86,692.41 309 $61,885.65 30 LANDFILL OPERATOR $45,421.24 $51,616.51 $62,615.26 303 $46,180.03 31 LIBRARIAN TECHNICAL SERVICES $49,865.27 $50,674.42 $64,706.48 305 $50,913.48 888 32 LIBRARY ASSISTANT $41,133.02 $42,637.09 $50,574.26 302 $43,980.98 33 UNLICENSED CONTRACTOR CODE INVESTIGATOR $63,757.51 $66,526.07 $86,888.28 309 $61,885.65 34 MAINTENANCE WORKER 4 $46,283.47 $49,131.10 $62,148.13 304 $48,489.03 35 MANAGER BRANCH LIBRARY $72,259.79 $81,502.58 $85,676.17 312 $T5,152.O4 36 MECHANIC 2 $56,483.07 $64,400.58 $75,190.75 309 $61,885.65 37 OPERATIONS MANAGER/FLEET $85,398.49 $90,399.74 $124,041.74 315 $89,5OT.28 38 PARALEGAL $60,497.66 $64,046.27 $78,810.16 309 $61,885.65 39 ON CALL PERSONAL CARE WORKER/HOMEMAKER** $28,442.43 $28,693.80 $28,693.80 301 $41,886.65 40 PLANNER $66,704.09 $71,041.61 $86,888.28 310 $66,885.05 41 PLANS EXAMINER $78,180.88 $88,428.48 $100,583.88 314 $84,440.83 0 42 PROJECT MANAGER 2 $80,316.48 $85,565.90 $112,892.32 314 $84,440.83 (� 43 PUBLIC INFORMATION OFFICER $88,745.25 $84,154.47 $161,453.05 314 $84,440.83 44 SENIOR GRANTS&FINANCE ANALYST $70,503.91 $79,146.25 $97,704.65 313 $79,661.16 45 SIGN TECHNICIAN INSTALLER $50,083.25 $55,689.47 $68,079.09 306 $53,459.16 46 SR ADMINISTRATOR MARINE RESOURCES $81,350.48 $91,071.89 $101,489.16 315 $89,507.28 47 SR AIRPORT MAINTENANCE TECHNICIAN* $52,144.70 $55,719.11 $68,795.22 309 $61,885.65 48 SR BIOLOGIST $74,789.33 $82,744.08 $126,151.28 312 $75,152.04 49 SR BUDGET ANALYST $69,197.17 $74,359.77 $86,888.28 312 $75,152.04 50 SR COORDINATOR CODE COMPLIANCE $65.303.73 $73.461.37 $84.409.58 311 $70,898.15 51 SR COORDINATOR PERMITTING $62,092.85 $73,451.78 $95,794.26 311 $70,898.15 52 SR DIRECTOR OF BUDGET&FINANCE $140,608.46 $161,299.75 $199,576.32 323 $146,776.22 f� 53 SR LIBRARIAN YOUTH SERVICES $58,206.61 $53,045.15 $66,920.54 308 $58,938.T2 U) 54 SR PLANNER $75,658.38 $82,454.40 $87,155.36 313 $79,661.16 8) 4� 55 SR TECHNICIAN AIR CONDITIONING $56,336.84 $63,491.63 $71,483.07 307 $56,132.11 56 SR TECHNICIAN FLEET*** $64,327.37 $78,957.86 $85,465.52 57 SR TECHNICIAN MAINTENANCE* $48,913.13 $48,604.89 $57,723.05 309 $61,885.65 58 STAFF ACCOUNTANT $70,201.27 $78,457.00 $87,012.74 313 $79,661.16 59 STAFF ASSISTANT $45,382.05 $50,524.62 $56,074.08 303 $46,1130.03 4� 60 SUPERVISOR ROADS&BRIDGES $71,512.68 $79,337.01 $100,583.88 312 $75,152.04 61 SUPERVISOR SOLID WASTE/RECYCLING $68,213.65 $71,986.53 $79,883.84 310 $66,885.05 62 SYSTEMS ANALYST 1 $66,988.03 $70,855.06 $97,672.82 310 $66,885.05 63 SYSTEMS ANALYST 11 $74,439.76 $80,031.38 $97,672.82 312 $75,152.04 64 TECHNICIAN FLEET $53,326.03 $58,943.16 $71,483.07 308 $58,938.72 65 1 VETERANS SERVICE COUNSELOR $50,806.98 $57,866.61 $68,796.40 308 $58,938.T2 *Airport is combining the study with a reorganization and adjustment of pay grades to reflect newjob description responsibilities. Therefore proposed pay grades for Airport positions are further above peer values which were collected for previousjob descriptions. .. **Certain positions at lower pay grades reflect higher midpoint differentials than all peers and SFL peers due to the County's$15.00 per hour minimum wage, which results in bottom-end compression on the pay table. ***Position eliminated due to reorganization 4� r Evergreen Solutions,LLC Page 4-9 Packet Pg. 1727 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 4E SALARY SURVEY MIDPOINT COMPARISONS FIRE DEPARTMENT 24 FIRECHIEF/DIRECTOR EMERGENCY SERVICES $153,784.90 $188,459.80 $234,541.45 323 $146,776.22 25 FIRE RESCUE DEPUTY CHIEF $127,987.82 $164,233.21 $202,906.27 321 $126,967.78 2 U) U) EXHIBIT 4F SALARY SURVEY MINIMUM COMPARISONS FIRE DEPARTMENT IL ril 111111 ME "IN 26 FIREFIGHTER EMT $46,306.52 $46,306.52 $54,619.00 N/A $48,537.77 W 27 FIREFIGHTER PARAMEDIC $50,120.13 $50,751.26 $,60,218.00 N/A $48,537.77 0 Evergreen surveyed 2 positions, Firefighter EMT and Firefighter Paramedic and now reports the market midpoints reflected in Exhibit 4F. U) Monroe County Fire Rescue effectively treats Firefighter EMT and Paramedic as one position. Upon completion of training the Firefighter is designated as EMT. Then upon signature of the Medical Director to certify training, the Firefighter is designated Paramedic. Some organizations classify separate positions for EMT and Paramedic, whereas Monroe County classifies one position with the difference between EMT and Paramedic being certification of the Medical Director. 0 From the analysis of the data gathered in the external labor market assessment,the following major conclusions can be reached: 0 • More benchmark classifications were behind market than those above market at all points of the salary survey comparison. U) U) • Many of the benchmark classifications below market were in higher grade classifications(e.g.,Administrators& Directors). Most of these classifications were not adjusted during the last Compensation and Classification study completed in 2014 because the Board of County Commissioners adjusted onlythose employees' salaries that were paid below the minimum salary of each grade. Another factor that contributed to positions that are currently below the minimum grade is the minimum $15 per hour rate corrected pay ranges for lower grade positions only. r Evergreen Solutions,LLC Page 4-10 Packet Pg. 1728 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 4G AVERAGE DIFFERENCE BELOW MARKET MIDPOINT Admin.Assts./ Maint.Workers !((301—306) - 1.69%. Coordinators (307—309) - 7.7% U) Senior Coordinators (310—312) -13.0% U) Administrators (313—317) -20.0% Directors (318—324) -18.9% EXHIBIT 4H SALARY SURVEY MIDPOINT COMPARISONS W CONTRACT POSITIONS 12 COUNTY ADUNISTRTOR $1914�2.15 $255129.73 $292235.75 327 11112 � 13 COUNTY ATTORNEY 515+1,QUS5.92 5142,541.55 3255,235.24 325 1779 H17.113 Exhibit 4H - Salary Survey Midpoint analysis is provided for reference only for these Contract Positions. The pay plan in place at the County is structurally consistent, well-conceived, and easy to administer. Market average range spread observed in this survey is 51.8 percent while the County's pay plan has an average range spread of 55.0 percent. r_ 0 4.2 BENEFITS SURVEY RESULTS SUMMARY In addition to the salary survey, Evergreen conducted a benefit survey to compare the (n County's current benefits to those of its peers. The information provided in this section is a U) result of the analysis of the current benefits at the County and at each peer organization, and are subject to change. Benefit plans have intricacies that are not represented in this chapter; therefore, the data should not be used for a line-by-line comparison since benefits can be weighted differently depending on the importance to an organization. It should also be noted that benefits are usually negotiated and acquired through third parties, so one-to-one comparisons can be difficult. The analysis highlights the results of the benefits survey, data that was submitted by 16 of the 30 desired target organizations, equating to a 53.3 percent response rate. r Evergreen Solutions,LLC Page 4-11 Packet Pg. 1729 R.1.a 0hapter 4-Market and Benefits Survey Results Pay and 0lasslflcatlon Study for Monroe 0ounty,FL General Benefits U) Exhibit 41 provides counts and percentage of the peers. On average, the peer organizations were comprised of 90.4 percent full-time employees and 9.6 percent part-time employees. For the County, this percentage was 94.2 percent full-time, and 5.8 percent part-time. The number of full-time and part-time employees can influence benefits provided by an organization and is reflected in the information provided below: U) U) EXHIBIT 41 PERCENT OF FULL-TIME AND PART-TIME EMPLOYEES w 0 SEE= � 181377 90.4% 533 94.2% 192 9.6% 33 5.8% Total compensation refers to the compensation package (salary and benefits) an employee receives from its organization. The percentage of benefits in relation to total compensation is a common broad indicator used to assess how generous the discretionary benefits are at individual organizations. Benefits as a percentage of total compensation was calculated by the peers and the County by dividing benefits(expressed as a dollar amount) and provided as an amount of total compensation (salary plus benefits). As seen in Exhibit 4.1, the market average for benefits as a percentage of total compensation was approximately 32.4 percent based on the information provided,for the County,this percentage was 27.7. The results were calculated by the respondents and by the County and may not precisely reflect the monetized value of all discretionary benefits as intended. 0 EXHIBIT 4J BENEFITS AS PERCENT OF TOTAL COMPENSATION 0 0 32.4% Benefits as a percentage of total compensation U) U) Employee Health Plans Exhibit 4K shows the number of health plans provided to current employees by the responding peers and the County.The average number of health plans provided (any combination of HMO, PPO, HSA, PPO, or other plans such as EPO, Open Access, etc.) was 2.4 based on the market data. The County provided two (2) health plan (PPO and HDHP) options. r Evergreen Solutions,LLC Page 4-12 Packet Pg. 1730 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 4K NUMBER OF HEALTH PLANS M1517Number of health plans offered 2.4 2.0 cis 0 Exhibit 4L displays information regarding the health plans of peers compared to the County's plans. Regarding health plan premiums, the County's employee paid portion of the premium L_ was less than the peer's average for PPO plans. Therefore, the County paid a higher portion V) of the health plan premiums than the surveyed peers. EXHIBIT 4L HEALTH PLAN PREMIUMS AND DEDUCTIBLES CL Percentage of peers offering each plan 30.8% 57.1% 28.6% 71.4% PPO HDHPw/Health Savings DOLLAR AMOUNT(monthly)of $302.76 $584.25 $714.40 $543.11 $689.00 $629.00 employee premium paid byemployer PERCENTAGE(monthly)of employee 49.3% 69.5% 84.9% 71.2% 90.2% 100.0% C: DOLLAR AMOUNT(monthly)of $231.39 $274.32 $144.04 $189.87 $75.00 $0.00 employee premium paid by PERCENTAGE(monthly)ofemployee 50.7% 30.5% 15.1% 28.8% 9.8% 0.0'% Individual Maximum Deductible In $1,394.12 $1,783.76 $1,500.00 $2,214.29 $400.00 $2,000.00 Natwnrk Combined with In- � Individual Maximum Deductible Out $3,000.00 $4,452.81 $3,000.00 $4,300.00 Combined with In-Network Network Applies to .�. of Network Appliesto Pharmacy Benefit Pharmacy Benefit DOLLARAMOUNT(monthly)of employee plus child premium paid by $575.74 $1,097.85 $1,618.22 $832.22 $970.00 $874.00 PERCENTAGE(monthly)of employee 46.1% 60.4% 80.3% 58.4% 76.3% 82.2% plus child premium paid by employer DOLLARAMOUNT(monthly)of employee plus child premium paid by $480.51 $951.52 $369.29 $435.96 $301.00 $189.00 PERCENTAGE(monthly)of employee 53.9% 39.6% 19.7% 41.6% 23.7% 17.8% plus child premium paid by employee U Employee Plus Child Maximum $2,712.50 $3,102.11 $3,000.00 $3,942.31 $800.00 $4,000.00 4) Combined with In- EmployeePlusChild Maximum pDIV/01 $7,359.40 pDIV/01 $8,857.14 $800.00 Network Applies to C: Deductible Out of Network Pharmacy Benefit DOLLARAMOUNT(monthly)of employee plus spouse/domestic $579.83 $1,108.61 $1,618.22 $865.76 $1,322.00 $1,180.00 PERCENTAGE(monthly)of employee plus spouse/domestic partner 45.9% 61.5% 80.3% 58.3% 69.4% 73.5% DOLLARAMOUNT(monthly)of employee plus spouse/domestic $495.43 $659.10 $369.29 $483.65 $583.00 $425.00 PERCENTAGE(monthly)of employee V) plus spouse/domestic partner 54.1% 38.5% 19.7% 41.7°% 30.6% 26.5% Employee Plus Spouse Maximum $2,314.29 $3,102.11 $3,000.00 $3,942.31 $800.00 $4,000.00 (� Employee Plus Spouse Maximum Combined with In- DeductibleOutofNetwork pDIV/01 $7,359.33 pDIV/01 $8,857.14 $800.00 Network Applies to Pharmacy Benefit DOLLARAMOUNT(monthly)of $763.88 $1,260.85 $1,842.10 $1,020.81 $2,027.00 $1,791.00 employee plusfamily premium paid PERCENTAGE(monthly)of employee 44.8% 56.6% 65.5% 57.6% 63.9% 80.8% plus family premium paid by DOLLARAMOUNT(monthly)of employee plusfamily premium paid $722.86 $975.22 $443.92 $714.37 $1,147.00 $425.00 PERCENTAGE(monthly)of employee 55.2% 43.4% 34.5% 42.4% 36.1% 19.2% plus family premium paid by Employee Plus Family Maximum $2,314.29 $3,037.00 $3,000.00 $4,000.00 $800.00 $4,000.00 no,l ,+�l,lo in niot.,,..L Combined with In- Employee Plus Family Maximum pDIV/01 $7,359.33 $6,000.00 $8,857.14 $800.00 Network Applies to Deductible Out of Network Pharmacy Benefit 4� r Evergreen Solutions,LLC Page 4-13 Packet Pg. 1731 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL Other Insurance Plans r) Exhibit 4M displays information from the responding peers regarding provided or offered dental and vision insurance plans. The County, as did most of its peers, provided dental and vision insurance plans at a cost to the employee. EXHIBIT 4M DENTAL AND VISION PLANS U) r) Employer Paid 57.1% 1.9 - - $23.32 $44.71 Dental Insurance MONROE COUNTY,FL NO Employee Paid 85.7% 0.0 $19.87 $55.4 - - MONROE COUNT,FL YES 2.0 $4&60 $143.77 - - Employer Paid 35.7% 2 - - $U1 $19.58 Vision Plan MONROE COUNTY,FL NO Employee Paid 64.3% 1.6 $7.15 $16.35 - - MONROECOUNTY,FL YES 2.0 $9.27 $3L67 - - Welln—Pro Employer Paid 64.3% - - - - - gram MONROE COUNTY,FL YES Exhibit 4N displays the percentage of responding peers who provided short and long-term disability insurance. Of the responding peers, 25.0 percent provided employer paid short-term disability insurance. Most of the County's peers offered employer paid options for long-term disability, however Monroe County did not. r) 2 EXHIBIT 4N DISABILITY INSURANCE Employer Paid 25.0% 1.0 Not Provided $0.00 Not Provided � Short-Term Disability MONROE COUNTY,FL NO Employee Paid 41.7% 1.3 No Provided No Provided - Not Provided MONROE COUNTY,FL NO Employer Paid 58.3% 1.2 Not Provided $0.00 Not Provided MONROE COUNTY,FL NO Long-Term Disability Employee Paid 25% 0.5 #DIV/0! #DIV/0! Not Provided MONROE COUNTY,FL NO (!) U) U) Life Insurance Exhibit 40 summarizes the life insurance offerings of responding peers and the County. Employer-paid life insurance is provided by all peers (100.0 percent) as well as the County. Most of the peers offer optional dependent coverage, additional employee paid life insurance, and accidental death insurance. r Evergreen Solutions,LLC Page 4-14 Packet Pg. 1732 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 40 LIFE INSURANCE all= a.11fflZ"JM;` ;, II f!) Is employer-paid life 100.0% - YES Cost(monthly) to employer - $4.03 $11.00 Dollar amount of death - $32,692.31 $20,000 Is Optional dependent 84.6% NO coverage offered? - t,an the empioyee purcnase (additional) life insurance if 85.7% - YES r__:-_r'I is acciaentai aeatn insurance 100.0% - YES Exhibit 4P summarizes the Employee Assistance Programs (EAP) offering. EAP services are 4- provided by 93.3 percent of responding peers and those same peers offer these benefits to employees' families. On average, about 5.3 annual visits are provided by peers. The County offers Employee Assistance Programs (EAP) with benefits to the employee's families and similar to the peers, the County provides eight annual visits. EXHIBIT 4P EMPLOYEE ASSISTANCE PROGRAM I�II�El, mil, Is an EAP offered? 93.3% YES U Are benefits available to family members as well as the 85.7% YES 0 employee? 0 Number of Annual EAP Visits Provided 5.3 8 visits per individual - Exhibit 4Q shows tuition reimbursement among peers and the County. Tuition reimbursement for employees is provided by 66.7 percent of responding peers, with an average U) reimbursement limit of$2,766.50 per fiscal year. EXHIBIT 4Q TUITION REIMBURSEMENT BENEFITS Fam Is Tuition Reimbursement 66.7% - YES offered? Tuition Reimbursement Limitj $2,766.50 1 Unlimited r Evergreen Solutions,LLC Page 4-15 Packet Pg. 1733 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL Employee Leave and Holidays Exhibit 4R provides the average accrual rates for sick, annual/vacation, personal, and paid time off for employees for both responding peers and the County. Responding peers provided an average minimum and maximum monthly accrual rate for sick leave of 8.0 hours per pay period or accrual period. Responding peers provided an average minimum monthly accrual rate for annual/vacation leave of 7.9 hours and a maximum rate of 17.1. The County offers sick leave and annual/vacation leave with a minimum monthly accrual rate of 8.0 hours for sick leave and a minimum accrual rate of 8.0 hours and a maximum accrual rate of 16.0 U) hours for annual leave. U EXHIBIT 4R LEAVE TIME ACCRUAL �I II Peer Percentage 85.7% 8.0 0.0 8.0 0.4 524.6 Sick Leave Yes/Average MONROE COUNTY,FL YES 8.0 0 N/A Peer Percentage 92.9% 7.9 0.1 17.1 20.5 228.2 Annual/Vacation Leave Yes/Average MONROE COUNTY,FL YES 8.0 0.0 14.0 16.0 480 Peer Percentage 41.7% 8.2 0.0 16.3 11.7 181.5 Personal Leave Yes/Average MONROE COUNTY,FL YES LWOP approval afterone(1)year of service Peer Percentage 100.0% N/A 4days Funeral/Bereavement Leave Yes/Average MONROE COUNTY,FL YES N/A 2days Administrative Leave PeerPercentage 83.3% N/A Yes/Average MONROECOUNTY,FL YES N/A Peer Percentage 92.9% N/A 20days Military Leave Yes/Average MONROECOUNTY,FL YES N/A 17days Peer Percentage 38.5% N/A 3days DomesticVlolence/Sexual Battery Leave Yes/Average MONROE COUNTY,FL YES N/A 3days Peer Percentage As Needed U) Leave Without Pay Yes/Average 66.7% MON ROE COUNTY,FL YES Approval byAdministrator Exhibit 4S summarizes respondents' policies regarding the payout of sick leave upon employee termination. Like most peers, the County does provide sick leave payout upon separation. r Evergreen Solutions,LLC Page 4-16 Packet Pg. 1734 R.1.a Chapter 4—Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 4S SICK LEAVE PAYOUT "11111111111111, �11 IIII IIIIIIII III II 66.7% Is unused sick leave paid out upon voluntary separation? YES 960.0 Max hours of sick leave paid out upon voluntary separation cy Is unused sick leave paid out upon involuntary separation? 33.3% - U) Max hours of sick leave paid out upon involuntary - 720.0 Depends on years of separation Can unused sick leave count towards retirement? 33.3% - service M Max hours of sick leave that can count towards retirement 0.0 Exhibit 4T summarizes respondents' policies regarding annual/vacation leave payout. > Annual/vacation leave was paid out by 100.0 percent of respondents for voluntary separation and 80.0 percent of respondents for involuntary separation.The County also pays out vacation leave for voluntary separation. EXHIBIT 4T U) ANNUAL/VACATION LEAVE PAYOUT M11 �11Mil, EliIllnil Is unused annual/vacation leave paid out upon voluntary 100.0% separation? YES Max hours of annual/vacation leave paid out upon g, 303.5 voluntary separation 0 Is unused annual/vacation leave paid out upon involuntary 80.0% - separation? All accrued Max hours of annual/vacation leave paid out upon involuntary separation 186.1 The percentages of peers recognizing various holidays and the holidays at the County are U) shown in Exhibit 4U. All peers recognized New Year's Day, Dr. Martin Luther King, Jr. Day, Memorial Day, Independence Day, Labor Day, Veteran's Day, Thanksgiving Day, and Christmas Day. The County recognizes these eight holidays, as well as Washington's Birthday, Presidents' Day, Good Friday and Columbus Day for a total of 13 paid holidays each year, which was slightly higher than the peer average of 12. r Evergreen Solutions,LLC Page 4-17 Packet Pg. 1735 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 4U RECOGNIZED HOLIDAYS New Year's Day 100.0% YES New Year's Eve 7.1% VARIES Dr. Martin Luther King,Jr. Day 100.0% YES Lincoln's Birthday 0.0% NO Washington's Birthday 7.1% YES Presidents Day 78.6% YES Good Friday 21.4% YES IL Memorial Day 100.0% YES Independence Day 100.0% YES Labor Day 100.0% YES Veteran's Day 100.0% YES Thanksgiving Day 100.0% YES Day after Thanksgiving 92.9% YES Christmas Eve 42.9% VARIES Christmas Day 100.0% YES Personal Holiday 35.7% NO Employee Birthday 21.4% NO Columbus Day 42.9% YES Other-Police Memorial Dayor Floating Holiday 1 14.3% NO 0 w w Total Number of holidays observed(include breaks L- and other special days off not included as annual, 12 13 How are employees paid for holidays? Straight time 60.0% YES cis for straight time 10.0% U) classification 30.0% N O Retired Employee Benefits IL Exhibit 4V displays the number of retirement plans provided and whether the peers and the County participated in, or provided retirement options other than the State of Florida plan. Of the peer respondents, 70.0 percent participated in the State of Florida Retirement System, and 81.8 percent provided other plans. Evergreen Solutions,LLC Page 4-18 Packet Pg. 1736 R.1.a Chapter 4—Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 4V RETIREMENT Number of retirement plans offered 2.5 2 U) U) Im mill I1II 11111110 Does the organization participate in a State Retirement System? 70.0% YES Is a retirement option other than a state plan offered? 81.8% YES Is D.R.O.P.offered? 25.0% YES IL Is a 401k,401a,403(b),or 457 offered? 62.5% YES Is a type of plan other than a 401k,401a,403(b)or 457 offered? 12.5% NO w w mwow u i n i mM1 i n ih�Q hl��hl ihli i��l�'ii i� n ihli III. Years to Fully Vest 6.6 8years COLA Offered to Retiree Pensions 60.9% YES Does the organization's retirement plan offer a disability provision? 73.9% YES What percent of salary does the organization contribute to this U) retirement option? 12.5% 8.3% What percent of salary does the employee contribute to this retirement option? 5.2% 3.0% Additional Benefits Questions 0 When surveying the peer organizations for benefits provided,the County requested additional 0 benefits related information (Exhibit 4W). 0 EXHIBIT 4W I- ADDITIONAL QUESTIONS lU'ii I�I'ii IIII li'iil k.. "` u U) Does your organization offer:Longevity Pay? 54.5% NO Does your organization offer:Merit Raises? 50.01/6 SOME Does your organization offer:Merit Bonuses? 20.01/6 NO Does your organization offer:Housing Incentive? 10.01/6 NO Does your organization offer:Auto Allowances? 40.01/6 County Administrator ONLYIL Does your organization offer:Take Home Vehicle? 50.01/6 Varies Does your organization offer:Uniform Cleaning? 54.5% NO Does your organization offer:Travel Reimbursement? 80.01/6 YES Does your organization offer:Degree Obtained Incentive? 50.01/6 YES Does your organization offer:Certification Obtained Incentive? 70.01/6 YES Does your organization offer:Maternity/Paternity Pay? 20.01/6 NO Does your organization offer:Paid FMLA(other) 20.01/6 NO Does your organization offer:other programs? 1 10.01/6 1 NO Y Evergreen Solutions,LLC Page 4-19 Packet Pg. 1737 R.1.a Chapter 4-Market and Benefits Survey Results Pay and Classification Study for Monroe County,FL EXHIBIT 4W ADDITIONAL QUESTIONS (CONTINUED) Yes,Teladoc unlimited Does your organization offer an employer-paid medical services for assistance./referral programs such as Teledoc and any 54.5% employee as other plans? well as family members IL 4.3 MARKET SUMMARY 0 2 From the analysis of the data gathered in the external assessment and discussed above, many of the County's classifications were generally found to be below the desired market 4- position at the minimum, midpoint and maximum. The review of data for public sector peers 0 indicates the County could benefit from the development and implementation of a more competitive pay plan, this is especially true when comparing Monroe County to its' South Florida peers. When comparing employee benefits, the County was found to be generally competitive. All study findings and subsequent recommendations are provided in the next chapter of this report. 0 0 0 0 U) U) r Evergreen Solutions,LLC Page 4-20 Packet Pg. 1738 R.1.a EVERGREEN SOLUTIONS, LLC Cha ter 5 - Recommendations P U) Evergreen Solutions reviewed the information provided in the preceding chapters of this report U) and developed recommendations to improve the County's current classification and compensation system. The recommendations, as well as the findings that led to each recommendation, are discussed in detail in this chapter. The recommendations are organized into three sections: classification, compensation, and administration of the system. 5A CLASSIFICATION SYSTEM 4- An organization's classification system establishes how its human resources are employed to perform its core services. The classification system consists of the titles and descriptions of the different classifications or positions, which define how work is organized and assigned. It is essential that the titles and descriptions of an organization's classifications accurately depict the work being performed by employees in the classifications in order to ensure equity within the organization and to enable comparisons with positions at peer organizations. The purpose of a classification analysis is to identify such issues as incorrect titles, outdated job descriptions, and inconsistent titles across departments. Recommendations are then made to remedy the identified concerns based on human resources best practices. In the analysis of the County's classification system, Evergreen Solutions collected classification data through the Job Assessment Tool (JAT) and Management Issues Tool (MIT) processes. The JATs, which were completed by employees and reviewed by their immediate supervisors, provided information about the type and level of work being performed for each of the County's classifications. The MIT process provided supervisors an opportunity to offer specific recommendations regarding compensation/grade and classification/job title issues that positions in their respective areas faced. Evergreen Solutions reviewed and utilized the data provided in the JATs and MITs as a basis for the classification recommendations below. U) U) FINDING Overall, the classification system utilized by the County was generally accurate and well organized. There were instances, however, of titles that if modified would better reflect the tasks assigned to the position. RECOMMENDATION 1: Revise the titles of some classifications, establish unique titles for some positions, and establish new titles for new positions. Exhibit 5A provides a list of the recommended changes to the classification system. The foundation for these recommendations are based on the work performed by employees in each classifications as described in their JATs, suggestions made by supervisors on MITs, and Evergreen Solutions,LLC Page 5-1 Packet Pg. 1739 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL feedback received during Employee Outreach. Not listed are minor changes e.g., spelling out abbreviated words; however, listed are modifications to entire classifications and new classifications added during the study. EXHIBIT 5A PROPOSE® CLASSIFICATION CHANGES 2 a� ADMINISTRATIVE ASSISTANT Administrative Assistant 3 U) ADMINISTRATIVE ASSISTANT Eligibility Specialist () ADMINISTRATIVE ASSISTANT Executive Assistant ADMINISTRATOR SOCIAL SERVICES Administrator,Transportation 4� AIRPORT BUSINESS MANAGER Deputy Director,Airport Finance&Administration AIRPORT FACILITIES MANAGER Manager,Airport Facilities AIRPORT MAINTENANCE FOREMAN Supervisor,Airport Maintenance and Facilities AIRPORT MAINTENANCE TECHNICIAN Coordinator,Airport Maintenance AIRPORT OPERATIONS&SECURITY MANAGER Deputy Director,Airport Operations&Security AIRPORT SYSTEMS TECHNICIAN Manager,Terminal Operations > ASSISTANT AIRPORT OPERATIONS MANAGER Manager,Airport Airfield and Landside Operations 4- ASSISTANT AIRPORTSECURITY MANAGER Manager,Airport Security ASSISTANT AIRPORT SYSTEMS TECHNICIAN Assistant Manager,Airfield&Terminal Systems ASSISTANT DIRECTOR Manager,Guardian ad Litem ATTENDANT Maintenance Worker 1 BUSINESS MANAGER Business Manager,Library U) BUSINESS MANAGER Manager,Fleet CODE COMPLIANCE VR COORDINATOR Coordinator,Code Compliance COMPLIANCE MANAGER Senior Administrator,Fiscal and Program Compliance COORDINATOR FLEET MANAGEMENT Administrator,Fleet Management COORDINATOR HUMAN RESOURCES Senior Coordinator,Human Resources COORDINATOR NUTRITION SERVICES Senior Coordinator,Nutrition Services COORDINATOR ROADS&BRIDGES Assistant Supervisor,Roads&Bridges COORDINATOR SPECIAL NEEDS Senior Coordinator,Special Projects 0 CUSTODIAN Maintenance Worker 1 DIRECTOR CORRECTIONS FACILITIES Administrator,Correction Facilities 0 ELECTRICIAN Maintenance Worker 5,Team Leader � EXECUTIVE ADMINISTRATOR FLEET Executive Administrator EXECUTIVE ADMINISTRATOR SOLID WASTE Executive Administrator EXECUTIVE ADMINISTRATOR/PERSONNEL LIAISON Executive Administrator FINANCE&SHARED SERVICES MANAGER Manager,Grants&Finance FOREMAN MAINTENANCE WORKER Maintenance Worker 5,Team Leader HEARING REPORTER Reporter,Public Defender Hearings INDIGENCE EXAMINER Examiner,Indigence Cases U) LANDFILL OPERATOR Scale&Landfill Operator LEAD MECHANIC Supervisory Lead Mechanic LIBRARIAN TECHNICAL SERVICES Cataloging Manager LIBRARY ASSISTANT Technician,Library LIBRARY ASSISTANT/PERSONNELLIAISON Technician,Library L LIBRARY TECHNICAL SERVICES CATALOGING SPECIALIST Library Cataloging Specialist MAINTENANCE WORKER 2 Maintenance Worker 1 MAINTENANCE WORKER 3 Maintenance Worker 2 MAINTENANCE WORKER 4 Maintenance Worker 3 MAINTENANCE WORKER 5 Maintenance Worker MANAGER BRANCH LIBRARY Branch Manager,Library MANAGER LIBRARY TECHNICAL SERVICES Cataloging Librarian MECHANIC 2 Mechanic NETWORK ARCHITECT Architect,Network Evergreen Solutions,LLC Page 5-2 Packet Pg. 1740 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL EXHIBIT 5A (CONTINUE®) PROPOSED CLASSIFICATION CHANGES New Title Administrator,Affordable Housing New Title Administrator,Code Compliance 0 New Title Assistant Planning Director New Title Coordinator-PlanningCommission c� New Title GIS Technician U) New Title Lead Mechanic,Generator Technician U) New Title Marine Biologist/Planner New Title On-Call Certified Nursing Assistant New Title Planning and Development Services Manager M New Title Senior Administrator,Marine Resources New Title Transportation Planner IL OFFICE ASSISTANT Administrative Assistant 2 ON CALL PERSONAL CARE WORKER/HOMEMAKER On-Call In-Home Services Worker PARALEGAL ADMINISTRATIVE LIAISON Senior Paralegal CD PARALEGAL GROWTH MANAGEMENT DIVISION Paralegal 4) PLANNER Land Steward PROJECT MANAGER 1 CONSTRUCTION INSPECTOR Project Manager 1,Construction 0 PROJECT MANAGER 2 Project Manager 2,Construction PURCHASING COORDINATOR Senior Coordinator,Purchasing RECEPTIONIST Administrative Assistant 1 M RECEPTIONIST Site Assistant,Nutrition Program � RESERVATIONIST/SCHEDULER/DISPATCHER Administrative Assistant 2 U) SENIOR FLOODPLAIN COORDINATOR Inspector I/Plans Examiner,Floodplain IL SENIOR GRANTS&FINANCE ANALYST Senior Coordinator,Grants SITE MANAGER CONGREGATE MEALS Site Leader,Nutrition Program �8 SR AIRPORT MAINTENANCE TECHNICIAN Coordinator,Airport Maintenance SR BUDGET CONTRACT ADMINISTRATOR Administrator,Budget Contract _ SR CODE COMPLIANCE RESEARCH ANALYST Administrator,Code Compliance Research SR COORDINATOR AIRPORT GRANTS&FINANCE Administrator,Airport Grants&Finance SR COORDINATOR COUNTYATTORNEY Senior Coordinator,Public Records SR COORDINATOR TV MULTIMEDIA Manager,TV Multimedia f.3 SR LIBRARY ASSISTANT BRANCH Assistant Manager,Branch Library 0 SR LIBRARY ASSISTANT REFERENCE&LEGAL RESEARCH Senior Technician,Library Reference&Legal Research SR SYSTEMS ANALYST Systems Analyst II SRTECHNICIAN AIR CONDITIONING Maintenance Worker 5,Team Leader L_ SRTECHNICIAN MAINTENANCE Coordinator,Airport Maintenance SRTECHNICIAN POLLUTION CONTROL Technician,Pollution Control STAFF ACCOUNTANT Chief Accountant,Budget&Finance STAFF ASSISTANT Administrative Assistant 2 f!) STAFF ASSISTANT Administrative Assistant 3 U) U) SUPERVISOR CONSTRUCTION INSPECTOR Construction Inspector SYSTEMS ANALYST II NETWORK Engineer,Infrastructure TALENT ACQUISITION SPECIALIST Talent Acquisition Coordinator TECHNICIAN FLEET Mechanic M VETERANS SERVICE COUNSELOR Veterans Service Officer M IL VETERANS TRANSPORTATION ADMINISTRATOR/SERVICE COUNSELOR Administrator,Veterans Affairs WEIGHMASTER Scale&Landfill Operator �8 Evergreen Solutions,LLC Page 5-3 Packet Pg. 1741 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL FINDING U) When comparing the County's current job descriptions to the work described by employees in the JATs, Evergreen Solutions noted some tasks that were either missing from the job descriptions or were inappropriate to the current title. It is common for the tasks outlined in job descriptions to be reassigned to different classifications over time. As such, it is necessary for an organization to update its job descriptions regularly to ensure each job description accurately reflects the work performed. U) U) RECOMMENDATION 2: Revise all job descriptions to include updated classification information provided in the JAT, and review job descriptions annually for accuracy. The process of reviewing and updating the County's job descriptions as well as comments received from employees and supervisors during outreach revealed they did not, in some cases, accurately reflect current work performed. To minimize this from becoming a concern again in the future, Evergreen Solutions recommends a regular review of these descriptions, and FLSA status determinations. To the extent possible, a review of the employee's assigned > job classification (description) should occur concurrently with his/her annual performance evaluation. Bythis review and necessary updates the job description should accurately representthe work the employee has and will perform during the evaluation periods. Review of the FLSA U) determination as well as other aspects of the job, such as physical requirements required to a. a perform essential functions of the job will ensure consistent, continuous compliance with the American's with Disabilities Act (ADA) protection. Updated, draft job descriptions will be provided to the County under separate cover. 5.2 COMPENSATI0N SYSTEM RECOMMENDATIONS 0 The compensation system analysis consisted of two parts: an external market assessment and an internal equity assessment. During the external market assessment, the County's pay ranges for selected benchmark classifications were compared to the average of the identified market. Details regarding the external market assessment were provided in Chapter 4 of this report. As presented in Chapter 4, the County's current compensation structure, when compared against the cost of living adjusted averages of peers was, on average, below the U) salary ranges of the benchmarked positions(even further behind when compared to the South U) Florida peers). During the internal equity assessment, consideration of the relationships between and the type of work being performed by the County's employees were reviewed and analyzed. Specifically, a composite score was assigned to each of the County's classifications that quantified the classification's level of five separate compensatory factors that are inherent in any position across an organization: Leadership, Working Conditions, Complexity, Decision Making and Relationships. The level for each factor was determined based on responses to the JAT. Evergreen Solutions,LLC Page 5-4 Packet Pg. 1742 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL FINDING The County's salary ranges were behind the desired market position for many of the benchmarked classifications indicating a need for revision to the County's pay plan. A new, competitive open-range plan which replaces the current open-range plan provides the County with the ability to remain competitive in the labor market with its peers. RECOMMENDATION 3: Implement a new, competitive open-range pay plan aligned with the County's compensation philosophy that reflects the desired market position and best practices; slot all classifications into the plan based on external and internal equity; and implement the new structure by transitioning employees' salaries into the plan. Exhibit 6R shows the new open-range pay plan developed by Evergreen Solutions which has 26 open range pay grades, numbered 301 through 326. The range spreads of the pay grades begin at 55.0 percent in grades 301 through 309, increases to 60.0 percent in grades 310 through 322, and increases to a spread of 65.0 percent in grades 323 through 326. This fan shaped design with narrower ranges for lower grade positions and wider range spreads for > higher level positions is consistent with HR best practices. Employees in higher grade positions tend to have less frequent upward movement from grade to grade. The proposed plan provides employees a greater ability to remain in a pay grade longer without achieving the maximum. U) 2 0 0 0 0 U) U) Evergreen Solutions,LLC Page 5-5 Packet Pg. 1743 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL EXHIBIT 5B RR®R®SE® OPEN RANGE BAY PLAN m iu f!5 301 $ 32,852 $ 41,887 $ 50,921 55% 302 $ 34,495 $ 43,981 $ 53,467 55% 5% 303 $ 36,220 $ 46,180 $ 56,140 55% 5% U) 304 $ 38,031 $ 48,489 $ 58,947 55% 5% 305 $ 39,932 $ 50,913 $ 61,895 55% 5% 306 $ 41,929 $ 53,459 $ 64,990 55% 5% 307 $ 44,025 $ 56,132 $ 68,239 55% 5% 308 $ 46,226 $ 58,939 $ 71,651 55% 5% 309 $ 48,538 $ 61,886 $ 75,234 55% 5% 310 $ 51,450 $ 66,885 $ 82,320 60% 6% 311 $ 54,537 $ 70,898 $ 87,259 60% 6% 312 $ 57,809 $ 75,152 $ 92,495 60% 6% 313 $ 61,278 $ 79,661 $ 98,045 60% 6% 314 $ 64,954 $ 84,441 $ 103,927 60% 6% 315 $ 68,852 $ 89,507 $ 110,163 60% 6% 316 $ 72,983 $ 94,878 $ 116,773 60% 6% .� 317 $ 77,362 $ 100,570 $ 123,779 60% 6% 318 $ 82,004 $ 106,605 $ 131,206 60% 6% 319 $ 86,924 $ 113,001 $ 139,078 60% 6% 320 $ 92,139 $ 119,781 $ 147,423 60% 6% 321 $ 97,668 $ 126,968 $ 156,268 60% 6% 322 $ 103,528 $ 134,586 $ 165,644 60% 6% 323 $ 110,775 $ 146,776 $ 182,778 65°% 7°% 324 $ 118,529 $ 157,051 $ 195,572 65°% 7°% 325 $ 126,826 $ 168,044 $ 209,262 65°% 7°% 326 $ 135,704 $ 179,807 $ 223,911 65°% 7°% U) Evergreen Solutions slotted each proposed classification into the appropriate pay grade in the U) recommended pay plan. Both internal and external equity were analyzed when slotting the U classifications. The JAT scores were statistically combined via regression analysis with the market survey data and the resulting projections were used to individually slot each classification in the appropriate proposed grade. Assigning pay grades to classifications requires a balance of internal equity, desired market position, and recruitment and retention concerns. Thus, market range data shown in Chapter 4 were not the sole criteria for the proposed pay ranges. Some classifications' grade assignments varied from their associated market range due to the other factors mentioned above. The resulting recommended pay grades for each of the County's classifications are shown in Exhibit 5C. It should be noted that the recommended classification titles are utilized in the exhibits. E Evergreen Solutions,LLC Page 5-6 Packet Pg. 1744 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL EXHIBIT 5C PROPOSED RAY GRADES MEN Maintenance Worked 301 $ 32,852 $ 41,887 $ 50,921 On-Call In-Home Services Worker Administrative Assistant 1 Technician,Library 302 $ 34,495 $ 43,981 $ 53,467 Site Assistant,Nutrition Program f� Administrative Assistant 2 Maintenance Worker U) Reporter,Public Defender Hearings 4� 303 $ 36,220 $ 46,180 $ 56,140 Scale&Landfill Operator Site Leader,Nutrition Program Transportation Driver Administrative Assistant 3 Administrative Assistant,Logistics Apprentice Mechanic Coordinator,Records 304 $ 38,031 $ 48,489 $ 58,947 Library Cataloging Specialist Maintenance Worker Technician,Pollution Control Cataloging Manager Certified Nursing Assistant Coordinator,Code Compliance Coordinator,Licensing Eligibility Specialist 305 $ 39,932 $ 50,913 $ 61,895 Equipment Operator Maintenance Worker On-Call Certified Nursing Assistant Specialist,Environmental Technician,GIS Billing Specialist,Fire Rescue EMS Coordinator,Extension Services Customer Service Representative I 306 $ 41,929 $ 53,459 $ 64,990 Operator,Heavy Equipment Technician,Sign Installation Coordinator,Equal Employment Customer Service Representative II Executive Assistant 307 $ 44,025 $ 56,132 $ 68,239 Maintenance Worker S,Team Leader Senior Technician,Library Reference&Legal Research 0 Assistant Coordinator,Airport Maintenance Coordinator,Corrections Coordinator,Employee Benefits Mechanic Senior Coordinator,Human Resources Senior Librarian,Archivist Senior Librarian,Circulation 308 $ 46,226 $ 58,939 $ 71,651 Senior Librarian,Florida History Senior Librarian,Reference Senior Librarian,Youth Services Examiner,Indigence Cases Marine Biologist/Planner U) Talent Acquisition Coordinator 4� Veterans Service Officer (� Analyst,Permitting Assistant Manager,Branch Library Assistant Supervisor,Roads&Bridges Business Manager,Library Case Manager Construction Inspector Coordinator-Planning Commission Coordinator,Airport Maintenance 309 $ 48,538 $ 61,886 $ 75,234 Foreman,Roads&Bridges Inspector,Code Compliance Investigator,Code Unlicensed Contractor Monitor,Contracts Paralegal Senior Coordinator,IT Superintendent,Card Sound Operations Superintendent,Corrections Maintenance 4� Evergreen Solutions,LLC Page 5-7 Packet Pg. 1745 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL EXHIBIT 5C (CONTINUE®) PROPOSED RAY GRADES Elm=, �a Analyst I,Systems Biologist GIS Technician Land Steward Assistant U) U) Logistics Officer Marine Biologist/Planner Mechanic,Generator Technician M Planner Project Manager 1,Construction 310 $ 51,450 $ 66,885 $ 82,320 IL Senior Coordinator,Corrections Senior Coordinator,Nutrition Services Senior Coordinator,Records y Senior Coordinator,Special Projects Supervisor,Airport Maintenance and Facilities Supervisor,Fire Rescue EMS Billing Supervisor,Solid Waste/Recycling Technician,TV Multimedia U) Cataloging Librarian IL Executive Administrator Planner,Environmental Senior Coordinator,CEB Senior Coordinator,Code Compliance 311 $ 54,537 $ 70,898 $ 87,259 Senior Coordinator,Permitting Senior Coordinator,Planning Commission Senior Coordinator,Solid Waste Management Senior Inspector,Code Compliance Assistant Manager,Airfield&Terminal Systems Branch Manager,Library Inspector I/Plans Examiner,Electrical Inspector I/Plans Examiner,Floodplain Inspector I/Plans Examiner,Plumbing Mechanical Inspector I/Plans Examiner,Building U) Lead Mechanic,Generator Technician Manager,Guardian ad Litem 312 $ 57,809 $ 75,152 $ 92,495 Senior Analyst,Budget Senior Biologist Senior Engineering Technician/Engineering IL Senior Engineering Technician/Wastewater Supervisor,Roads&Bridges Supervisory Lead Mechanic Systems Analyst II Evergreen Solutions,LLC Page 5-8 Packet Pg. 1746 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL EXHIBIT 5C (CONTINUE®) PROPOSED RAY GRADES Administrator,Bayshore Manor Administrator,Building&Parks&Beaches Administrator,Fleet Management Administrator,Library Headquarters M Administrator,Permitting Administrator,Public Records e) U) Administrator,Transportation Budget/Contract Administrator Project Management �$ Chief Accountant,Budget&Finance 313 $ 61,278 $ 79,661 $ 98,045 Inspector II/Plans Examiner,Electrical M Inspector II/Plans Examiner,Plumbing Mechanical Inspector I I/Plans Examiner,Building M IL Senior Coordinator,Grants Senior Coordinator,Purchasing Senior Paralegal Senior Planner Senior Planner Special Needs y Administrator,Development Administrator,Veterans Affairs Analyst,Airport Finance Chief of Operations,Floodplain Regulatory Engineer,Infrastructure Manager,Airport Airfield and Landside Operations Manager,Airport Security U) Manager,Terminal Operations 314 $ 64,954 $ 84,441 $ 103,927 Planner,Transportation Plans Examiner Principal Planner Project Manager 2,Construction Project Manager,Engineering Services _ Project Manager,IT Public Information Officer Quality Control And Safety Project Manager 0 Administrator,Airport Grants&Finance Administrator,Budget Administrator,Budget Contract Administrator,Code Compliance 0 Administrator,Code Compliance Research Administrator,Libraries Administrator,Management&Business Services Administrator,Radiological Emergency Preparedness Administrator,Risk Management 315 $ 68,852 $ 89,507 $ 110,163 Administrator,Workers Compensation and Safety Manager,Fleet Operations U) Manager,Service Desk e) Manager,TV Multimedia Master Mechanic,Fire Rescue Senior Administrator,Bayshore Senior Administrator,Marine Resources Senior Coordinator,Emergency Management M Transportation Planner IL Administrator,Benefits Administrator,Correction Facilities Administrator,Human Resources Assistant County Attorney I Business Manager,Airport 316 $ 72,983 $ 94,878 $ 116,773 Deputy Director Land Steward Manager,Airport Facilities Manager,Fleet Senior Project Manager 3 Evergreen Solutions,LLC Page 5-9 Packet Pg. 1747 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL EXHIBIT 5C (CONTINUE®) PROPOSED RAY GRADES Administrator,Affordable Housing Architect,Network Chief of Building Operations Manager,Comprehensive Planning Manager,Grants&Finance U) Manager,Infrastructure U) Planning&Development Review Manager U Planning and Development Services Manager 317 $ 77,362 $ 100,570 $ 123,779 Senior Administrator,Environmental Resources Senior Administrator,Fiscal and Program Compliance Senior Administrator,Floodplain Program IL Senior Administrator,GIS Senior Administrator,Social Services Senior Application Administrator CD Senior Project Administrator Deputy Director,Airport Finance&Administration Deputy Director,Airport Operations&Security 318 $ 82,004 $ 106,605 $ 131,206 Deputy Director,Emergency Management Director,Libraries Assistant Building Official Assistant County Attorney 11 Director,Intergovernmental/Legislative Affairs And Grants Acquisition U) 319 $ 86,924 $ 113,001 $ 139,078 Director,Veterans Affairs Senior Director Code Compliance Senior Director Strategic Planning Administrative Director Assistant County Attorney III Assistant Director, Airports Assistant Planning Director Director of Solid Waste 320 $ 92,139 $ 119,781 $ 147,423 0 Director Sustainability&Special Projects () Director,Facilities Maintenance Director,Fleet Management Senior Director Building Official 0 Senior Director Social Services Deputy Chief Fire Rescue Operations 0 Deputy Chief,Emergency Management Deputy Chief,Fire Rescue 321 $ 97,668 $ 126,968 $ 156,268 Director,Engineering Services&Roads Director,Information Technology U) Director,Project Management U) M Director,Employee Services 322 $ 103,528 $ 134,586 $ 165,644 (� Fire Chief/Director Emergency Services Senior Directorof Budget&Finance 323 $ 110,775 $ 146,776 $ 182,778 Senior Director, Planning&Environmental Resources Senior Directorof Airports 324 $ 118,529 $ 157,051 $ 195,572 IL Assistant County Administrator 326 $ 135,704 $ 179,807 $ 223,911 Evergreen Solutions,LLC Page 5-10 Packet Pg. 1748 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL After assigning pay grades to classifications, the next step was to develop a method for transitioning employees' salaries into the new pay plan. This was accomplished by utilizing an equitable approach for calculating salaries in the new pay grades and determining whether adjustments were necessary to individual salaries to bring them to their calculated salary. Evergreen Solutions utilized the following methods in calculating employees' salaries. Bring Employees' Salaries to New Minimums: In this option, each employee's salary was adjusted to the minimum of their classification's U) proposed pay grade. If the current salary was already within the proposed pay range, no U adjustment was made. Utilizing this approach, adjustments were recommended for 68 employees with an approximate annualized cost of $216,369. This is the approximate cost for salary adjustments (only) and does not include the associated costs for employee benefits. Current Range Penetration: > 4- If this option is implemented, a calculation is performed to determine the relative position of an employee's salary in the current pay range. The employee's recommended salary calculation is based on the employee's new salary being placed at the same relative position in the proposed range. For example, if an employee's salary is 40.0 percent of the waythrough the classification's current pay range (range penetration), the salary is adjusted to the same range penetration (40.0 percent) of the proposed range. This method places an employee's salary in the new range based on the relative position in the current range. Evergreen does not make recommendations to reduce any employee salaries in this study. This option includes the Bring to Minimum Cost. Utilizingthis approach, salary adjustments are recommended for 291 County employees, with an approximate annualized cost of $2,579,787. This includes the bring employees' salaries to minimum cost, as illustrated above, and is the approximate cost for salary adjustments only and does not include associated costs for employee benefits. 0 IAFF Contract Positions: Evergreen determined the current Firefighter entry rate of $45,625 should be increased to U) $48,538, a 6.38 percent increase. The $48,538 is equivalent to the minimum of Pay Grade U) 309 on the new Pay Plan. The 6.38 percent adjustment represents the necessary increase to make the County's IAFF employees' salaries competitive with Firefighter wages in the local market. Utilizing this approach, salary adjustments are recommended for 134 IAFF contract employees, at an approximate annualized cost of$510,933. This is the approximate cost for salary adjustments (only) and does not include the associated costs for employee benefits. Evergreen Solutions,LLC Page 5-11 Packet Pg. 1749 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL 5.3 COMPENSATI0N AND CLASSIFICATI0N SYSTEM ADMINISTRATI0N The County's compensation and classification system will need periodic maintenance to ensure competitiveness and desired market position. The recommendations provided to improve the competiveness of the classification and compensation structure were developed based on conditions at the time the data were collected. Without proper upkeep, the potential for recruitment and retention issues may increase as the compensation and classification system becomes dated and less competitive. U) U) RECOMMENDATION 4: Conduct small-scale salary surveys as needed to assess the market competitiveness of hard-to-fill classifications and/or classifications with retention issues and make adjustments to pay grade assignments if necessary. While it is unlikely that the pay plan as a whole will need to be adjusted for several years, a small number of classifications' pay grades may need to be reassigned more frequently. If one or more classifications are exhibiting high turnover or the County is having difficulty with recruitment,the County should collect salary range data from peer organizations to determine > whether an adjustment is needed for the pay grade of the classification(s). If increasing a classification's pay grade based on market data does not help with the recruitment and/or retention issues, it may be necessary for the County to offer incentives to attract employees to the position and/or to encourage employees to remain in the position. U) 2 RECOMMENDATION 5: Conduct a comprehensive classification and compensation study every three to five years. Small-scale salary surveys can improve the market position of specific classifications, but it is recommended that a full classification and compensation study be conducted every three to five years to preserve both internal and external equity for the County. Changes to classification and compensation do occur, and while the increments of change may seem �s minor, they can compound over time. A failure to react to these changes quickly has the potential to place the County in a less than desirable position for recruiting and retaining quality employees. 0 While the previous two recommendations are intended to maintain the competitiveness over time of particular classifications and the classification and compensation structure as a whole, it is also necessary to review and if necessary establish guidelines for determining U) equitable pay practices for employees. U RECOMMENDATION 6: Review and revise, as appropriate, guidelines for progressing employee salaries through the pay plan, including procedures for determining salaries of newly hired employees and employees who have been promoted or transferred to a different classification or department. The method of moving salaries through the pay plan and setting new salaries for new hires, promotions, and transfers depends largely on an organization's compensation philosophy. It is important for the County to have established guidelines for each of these situations, and to ensure that they are followed consistently for all employees. Common practices for progressing and establishing employee salaries are outlined below. Evergreen Solutions,LLC Page 5-12 Packet Pg. 1750 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL Salary Progression U) There are several common methods for salary progression including cost of living adjustments (COLA)/across the board, time based, and employee performance based. The County intends to utilize both across the board and individual performance-based methods to progress employees' salaries in his or her classification's assigned pay range. As it is the County's desire to continue to link employee's performance with eligibility for salary advancement, it will be important to continue to review this process and as appropriate, make improvements. Training staff, regarding the purpose of performance evaluations and the desired results is U) important in order to maintain consistency and impartiality of this method of salary progression. New Hires A new employee's starting salary typically depends on the amount of education and experience the employee possesses beyond the minimum requirements for the job. Typically, an employee holding only the minimum education and experience requirements for a > classification is hired at or near the classification's pay grade minimum. However, for recruiting and retention purposes the County needs the ability to offer salaries to new employees that consider prior related experience. It is recommended that the County maintain this flexibility when establishing new employee salaries. U) Promotions When an employee is promoted to a new classification, it is important to have guidelines for calculating the employee's new salary that rewards the employee for his or her new responsibilities, moving the salary into the new pay grade, and ensuring internal equity in the new classification. For example, a range of three to seven percent increase is common today, with consideration given to preserving the internal equity of employees' salaries within the U classification. 0 Transfers 0 An employee transfer occurs when an employee is reassigned to a classification at the same pay grade as his or her current classification or when an employee's classification stays the same, but his or her department changes. In either of these cases, it is likely that no U) adjustment is necessary to the employee's salary. The only situation in which a salary U) adjustment would be needed for a transferred employee would be if his or her current salary is not aligned with the salaries of employees in the new classification or department. If that occurs, it may be necessary to adjust the salary of the employee or the incumbents of the IL classification to ensure salary equity within the new classification. 5.4 SUMMARY The recommendations in this chapter establish a total compensation system that would place the County at its desired market position. By implementing the new competitive pay plan and E supportive administration practices, the County will have a responsive compensation and Evergreen Solutions,LLC Page 5-13 Packet Pg. 1751 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL classification structure for years to come. While the upkeep of these recommended systems will require work, the County will find that having a competitive compensation and classification system that encourages strong recruitment and employee retention is well worth this commitment. 5.5 ADDITIONAL RECOMMENDATIONS - EMPLOYEE HOUSING ISSUES As part of the Pay and Classification Study the County requested Evergreen Solutions explore U) options for addressing the County's ever-increasing challenge of affordable housing for its employees. 5.5.1 Research Extensive research was conducted among similarly situated Evergreen clients and other public sector employers. Specific emphasis was focused on public sector employers in vacation destinations to learn how affordable housing issues are addressed for their > employees. Our research sought to find public sector employers that provided programs for employees in all job classifications as well as programs for managers and other employees required to travel extensive distances necessary to manage their departments and commonly require overnight travel for extended and frequent periods of time. U) 2 Programs designed to address rising housing prices and affordability for employees are more prevalent in school districts and public university communities. FINDING Option I: Allowing teachers to live at school.This program addresses plans forthe construction of new apartments on school property, and rented out to low-income people but give preference to school staff. Because the district can sidestep the area's high land prices, they can charge cheaper rates. The first step proposed would be to construct residential units for County employees. Next, the countywould build a complex with as many as 300 units on an elementary school campus. Option II. School districts purchase property and build houses, apartments, etc. and lease to U) employees at below-market rates. Projects are underway in some districts big and small that are exploring building their own housing or collaborating with external partners. The factors that drive these initiatives are that recruiting and retaining good teachers will shift from hard to impossible as housing costs rise. Compounding the problem is a school funding squeeze and the lagging teacher salaries. Option III: Housing Resources Benefits - City of Aspen, Colorado: The City has two policies to help their employees with affordable housing. Requirements are that the recipient must be employed by the City of Aspen. .. Evergreen Solutions,LLC Page 5-14 Packet Pg. 1752 R.1.a Chapter 5-Recommendations Pay and Classification Study for Monroe County,FL a. Rental Assistance U) Full-time or part-time employees may apply for an interest free rental advance loan for one- half of the cost to secure housing including first and last month's rent plus damage deposit. The loan must be repaid in biweekly payroll deductions within one year. b. Homeowner Assistance Loan Program U) The City of Aspen helps to provide a secured, subordinate loan to assist regular full-time U) employees in good standing with a down payment, closing costs, and/or interest rate buy U down of a primary mortgage for an Aspen/Pitkin County Housing Authority (APCHA) housing purchase in the amount of 10% of the purchase price or $30,000, whichever is less. The maximum loan term is 15 years and the fixed interest rate is equal to the most recently published 10-year U.S. Treasury rate. Teton County and Town of Jackson, Wyoming > 4- 0 The Jackson/Teton County Affordable Housing Department supplies and catalyzes workforce housing by providing development incentives; and using tax revenue, developer fees and exactions. Currently, the Housing Department manages 20 rental units and ensures compliance on another 831 deed restricted units throughout Teton County. Clay County, Missouri The County owns houses that are assigned based on the essential functions of the county's positions. Such positions include the County's deputies that are required to patrol specific county sectors, especially during inclement weather conditions. Housing is provided as part 0 of these employee's benefits package. 0 Greenville Water, Greenville, South Carolina The Watershed Manager is required to be on site and manage the authority's water resources. Since this is an around the clock (24/7) position the agency requires the manager to live on- site in an agency owned house. Housing is considered part of the employee's total compensation package for this specific job classification. U) 5.5.2 Summary Affordable housing for organization's employees is a common and shared issue for many employers not only in the public sector but in the private sector as well. Counties and cities with a large, thriving commercial footprint and revenue stream are finding ways to incentivize large corporations to build housing units for their employees by providing tax incentives, reduced permitting and other services fees. However, our research did not yield specific values assigned to housing allowances/benefits for the school districts, county, city or water authority that offer these programs. 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