HomeMy WebLinkAboutR-2019-062 City Adopting the Compensation & Classification Study from Evergreen Solutions, LLC for the Implementation of a New Open-Range Pay Plan that aligns w/ the City's Compensation Philosophy RESOLUTION NO. 2019-062
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF DANIA
BEACH, FLORIDA, ADOPTING THE COMPENSATION AND
CLASSIFICATION STUDY FROM EVERGREEN SOLUTIONS,LLC FOR THE
IMPLEMENTATION OF A NEW OPEN-RANGE PAY PLAN THAT ALIGNS
WITH THE CITY'S COMPENSATION PHILOSOPHY TO RETAIN AND
RECRUIT EXPERIENCED AND QUALIFIED EMPLOYEES;PROVIDING FOR
CONFLICTS; FURTHER, PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS,the City Commission desires to retain and recruit employees by providing an
open and competitive compensation pay plan that reflects current market positions to align the City
with both its peers and best practices in order to provide a high level of quality services to its
residents; and
WHEREAS, under City Commission direction the City entered into an agreement with
Evergreen Solutions, LLC on January 9, 2018, to provide a comprehensive Compensation and
Classification Plan; and
WHEREAS,at the April 19,2019 budget workshop,the proposed plan was presented to the
City Commission by Evergreen Solutions, LLC and City staff; and
WHEREAS,it was the consensus of the City Commission to adopt the Compensation and
Classification Study presented by Evergreen Solution, LLC, attached as Exhibit "A" and
incorporated into this Resolution by this reference; and
WHEREAS, it is recommended that the City Commission adopt and implement the
Compensation and Classification Study conducted by Evergreen Solution, LLC which includes
revised City pay plans,j ob titles,j ob descriptions,and changes in compensation for certain positions
necessary to bring these positions to market rate;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF DANIA BEACH, FLORIDA:
Section 1. That the above"Whereas"clauses are ratified and confirmed as being true and
correct, and they are made a part of and incorporated into this Resolution by this reference.
Section 2. That the City Commission adopts the Compensation and Classification Study,
attached as Exhibit"A" and incorporated into this Resolution by this reference.
Section 3. That the proper City officials are authorized to implement the Compensation
and Classification Study with market rate adjustments effective October 1, 2019.
Section 4. That the cost for the implementation of proposed salary adjustments resulting
from the adoption of this plan are currently estimated at Two Hundred Five Thousand Dollars
($205,000.00)and funding will be planned and appropriated in the FY 2019-2020 budget under the
various salary and benefits expenditure accounts.
Section 5. That all resolutions or parts of resolutions in conflict with this Resolution are
repealed to the extent of such conflict.
Section 6. That this Resolution shall be in full force and take effect immediately upon its
passage and adoption.
PASSED AND ADOPTED on June 25, 2019.
ATTEST:
THOMAS SCHNEIDER, CMC LORI E<WELLEN
CITY CLERK MAYOR
IISHE
APPROVE S FORM AND CO ESS:
f
T OM S J. SB
CI ATTORNEY
2 RESOLUTION#2019-062
Classification and Compensation Study for the
City of Dania Beach, FL
FINAL REPORT
}
Evergreen Solutions, LLC
June 18, 2019
EVERGREEN SOLUTIONS, LLC
Table of Contents
PAGE
1.0 INTRODUCTION.......................................................................................................... 1-1
2.0 SUMMARY OF EMPLOYEE OUTREACH ................................................................... 2-1
2.1 General Feedback .............................................................................................2-1
2.2 Compensation Issues........................................................................................2-2
2.3 Classification Issues..........................................................................................2-2
2.4 Market Peers .....................................................................................................2-2
2.5 Benchmark Positions........................................................................................2-3
2.6 Summary............................................................................................................2-3
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 Quartile Tenure Analysis ...................................................................................3-6
3.4 Compression Analysis .......................................................................................3-9
3.5 Employee Counts by Department.................................................................. 3-14
3.6 Summary......................................................................................................... 3-14
4.0 MARKET SUMMARY................................................................................................... 4-1
4.1 Salary Survey Results........................................................................................4-1
4.2 Market Summary...............................................................................................4-6
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........................... 5-10
5.4 Summary......................................................................................................... 5-13
s-
EVERGREEN SOLUTIONS, LLC
Chapter 1 - Introduction
Evergreen Solutions, LLC "(Evergreen") conducted a Comprehensive Classification and
Compensation Study for the City of Dania Beach, Florida ("City") beginning in April 2018. The
purpose of the study was to analyze the City's compensation structure and classification
system compared to the market and make recommendations to improve the City's
competitiveness to recruit and retain a diverse and qualified workforce. This review involved
analyzing the internal equity and external competitiveness of the City's current classification
and compensation structure and making recommendations based on the findings.
Evergreen utilized a customized method of an online Job Assessment Tool (JAT)to capture the
essential functions and responsibilities that are being performed by the City employees within
the analyzed classifications. The results provided the data for the internal equity review of the
City's classification system. External competitiveness, referred to as the market comparison,
of the City's current overall compensation structure, was reviewed by conducting and
analyzing the results of a salary survey designed specifically for the job classifications within
Dania Beach. Ultimately, the results of these analyses, both internal and external, were
considered when making recommendations to improve the City's competitive market position.
To achieve this goal, Evergreen Solutions was tasked with:
• Leading orientation and employee discussion group sessions for employees,
supervisors and department heads;
• Evaluating the City's current salary structure to determine its strengths and
weaknesses;
• Collecting classification information through the JAT to analyze the internal equity of
the City's classifications;
• Developing recommendations for improvements to classification titles and creation of
new titles, when appropriate;
• Conducting market salary surveys to assess the market competitiveness of the City's
current compensation plan;
• Developing a compensation structure and slotting classifications into that structure
while ensuring internal equity and external competitiveness;
• Developing optional strategies and estimated costs for implementation of
recommendations;
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Chapter 1 -Introduction Classification and Compensation Study for the City of Dania Beach,FL
• Providing the City with information and strategies for compensation and classification
administration;
• Developing and submitting a final report that summarized the study's findings and
Evergreen's recommendations.
Evergreen Solutions used a combination of quantitative and qualitative methods to develop
recommendations to improve the City's competitive position. Study activities included:
• Conducting a study kick-off meeting;
• Conducting on-site employee outreach;
• Conductingjob assessments utilizing the JAT and MIT;
• Analyzing the current conditions of the City of Dania Beach's compensation system;
• Conducting a market salary survey;
• Developing classification and compensation structure recommendations;
• Developing implementation options for the proposed structure;
• Developing recommendations for maintaining the new system;
• Revising job descriptions, and
• Creating draft and final reports.
Kick-off Meeting
The kick-off meeting allowed members of the City's and Evergreen Solutions' project team to
discuss different aspects of the study. During this meeting, information about the City of Dania
Beach's current compensation and classification structures and philosophies were discussed.
The study's work plan, City's employee data that consisted of pay plans, classification
structures, current compensation, longevity, policies and all employment related contracts,
objectives and timeline were identified and used as reference tools for completing the study.
Employee Outreach
Orientation sessions and employee meetings provided an opportunity for City employees to
learn more information about the purpose of the study, and receive specific information
related to their participation in the study process. Specific emphasis was made as to how to
complete the JAT, and what role this tool had in the study.Additionally,these sessions allowed
City employees to identify practices they felt were working well at the City, as well as to suggest
areas of opportunities for improvement regarding compensation and classification. Through
these open meeting conversations, Evergreen was provided with the opportunity to learn
directly from employees their suggestions on organizations that were considered competitors
for quality employees as well as which positions within the City experience retention and
recruitment challenges.
Classification Analysis
To perform an analysis of the City's classification system, all employees were asked to
complete a JAT in which they had the opportunity to describe the work they perform in their
own words. Supervisors were then asked to review the JATs of employees they supervise and
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Chapter 1-Introduction Classification and Compensation Study for the City of Dania Beach,FL
provide additional information as needed about the classifications. The information provided
in the completed JATs was utilized in the classification analysis in two ways. First, the work
described was reviewed to ensure that classification titles were being utilized appropriately.
Second, the JATs were evaluated to quantify, by a scoring method, each classification's
relative value within the organization. Each classification's score was based on employee and
supervisor responses to the JAT, and the scores allowed for a comparison of classifications
across the City. MITs (Management Issue Tools) were also completed by supervisors when
appropriate to provide more information in reference to specific positions that Evergreen
should examine for classification and compensation concerns.All analyses were based on the
essential job functions, span of control and job responsibilities for each classification and not
on an individual employee basis.
Market Analysis
Peer organizations were identified consisting of competitors that provide similar services and
compete with the City for employees. A number of classifications were selected as
benchmarks for the survey. Benchmark positions represented a cross-section of all of the
departments and levels of work at the City. After the selection of peers and benchmarks were
compiled and approved by the City, a survey tool was developed for the collection of salary
range data for each benchmark. The salary data collected during this survey were analyzed,
and a summary of the data is provided in Chapter 4 of this report.
Recommendations
During the recommendations phase of the study, Evergreen Solutions developed a market-
based pay plan and slotted classifications into the plan based on internal equity and external
competitiveness. The next step was to provide implementation options that were developed
to transition employee salaries into the newly proposed pay grades, and associated costs of
adjusting employee salaries were estimated.The City was provided with options to implement
the recommended salary adjustments, as well as instructions on how to maintain the
recommended classification and compensation system over time. A summary of Evergreen
Solutions' recommendations for the City's revised classification and compensation structure
is reflected in Chapter 5 of this report.
It should be noted: All analyses and recommendations were based on the current employee
data provided to Evergreen at the time of the study. Job classifications and pay grade
assignments were based on the analyses of the position and not on individual incumbents
within the classification. Organizations experience a lot of employee movement, i.e. hires,
retirements, terminations, promotions, etc. and it is important to identify that the
recommendations,job description revisions, proposed classification titles, and proposed pay
grades are based on current data at the time of the study's completion. The City will be
required to make edits and changes as employee movement occurs within the City.
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EVERGREEN SOLUTIONS, LLC
Chapter 2 - Summary of Employee
Outreach
One of the best resources to gain a better understanding of an organization's employees'
perspective of its compensation and classification system and learn the perceived strengths
and weaknesses is to interview current employees. To accomplish this, Evergreen Solutions
carried out a series of employee focus groups. The objective of these meetings, held in April
2018, was to give all employees a unique opportunity to identify benchmark positions they
feel can most benefit from an external comparison and suggest target organizations that
should be included in our salary survey of the City of Dania Beach's peers.This chapter's focus
is to summarize overall feedback revealed across all focus groups and interviews.
The observations in this chapter are designed to suggest a generalized summarization of
opinions of the general themes and trends expressed by all employees interviewed.
Comments are not intended to reflect the opinions of any given individual or group and are
provided as summaries from the employee meetings in separate categories provided below.
2.1 GENERAL FEEDBACK
Employees were asked to share why they chose to work for the City, and in each respective
department, and why they continue to work for the City. Additional questions included what
they felt was working well when responding to questions regarding being an employee at
Dania Beach. Many employees suggested several top reasons to include job stability,
retirement programs. Some additional observations expressed by employees and supervisors
include:
• In general, employees appreciate the working relationship between co-workers,
managers and supervisors.
• The majority of employees considered employee health insurance to be good and feel
that the coverage and City's contribution to the premiums is very positive.
• Employees commented on the number of holidays as an attractive benefit not afforded
to private sector employees.
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Chapter 2-Summary of Employee Outreach Classification and Compensation Study for the City of Dania Beach,FL
2.2 COMPENSATION ISSUES
Some staff and supervisors described their pay as being compensated fairly for the level and
type of and work they perform. Employees provided the following observations related to
compensation:
• Employees stated raises and pay are not linked to performance evaluations.
• Salary increases in recent years, have not kept up with changes to cost of living and
the raises do not provide a substantive way to progress through salary ranges.
Increases in benefits are greater than raises and the end result is a decrease rather
than an increase.
• Employees would like to see increases in pay based on a formal program, that is
consistently applied, and also includes a merit structure.
2.3 CLASSIFICATION ISSUES
Many employees provided Evergreen Solutions with issues specific to individual
classifications. These positions will be analyzed during the Job Assessment Tool (JAT) review
and Management Issues Tool (MIT) review.Some of the issues that were highlighted are listed
below:
• Job descriptions do not accurately reflect the work employees are being asked to
perform and job descriptions are not evolving as job duties increase or there are no
descriptions in place for their position.
• Several positions for which the titles do not accurately reflect the current type or level
of work that is performed.
2.4 MARKET PEERS
Focus group participants were asked to name those organizations they considered market-
peer organizations. Responses from employees are considered when selecting organizations
to be surveyed in the salary market study. Participants named with some frequency the
following list of organizations as the City's biggest competitors in terms of employee
compensation, benefits, and other intrinsic qualities such as working conditions:
• Aventura,
• Hollywood,
• Hallandale,
• Town of Davie,
• Broward County,
• City of Pompano,
• City of Sunrise,
• City of Parkland,
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Chapter 2-Summary of Employee Outreach Classification and Compensation Study for the City of Dania Beach,FL
• City of Fort Lauderdale,
• Pembroke Pines,
• Plantation,
• Miramar,
• N. Lauderdale,
• Oakland Park,
• Miami Beach,
• Deerfield Beach,
• Palm Beach County,
• Dade County
• Coral Springs
2.5 BENCHMARK POSITIONS
Employees were asked which positions within the City present the greatest challenges for
recruitment and retention. Evergreen Solutions further emphasized this question and asked
employees which positions were currently experiencing high turnover and recruitment issues.
These positions were used to provide a basic framework for populating the market salary
survey. Employees responded with the following areas and specific positions:
• Planner
• Fleet Mechanic
• Human Resources
• Equipment Operators I, II and III (all departments)
• Maintenance Workers (all departments)
• Code Compliance Manager
• Code Compliance Manager with parking responsibilities
• Lead Code Inspector
2.6 SUMMARY
The feedback received by Evergreen Solutions provides a great foundation for the
development of recommendations for the City. Employees provided a number of reasonable
observations with respect to potential compensation and classification system issues across
the organization.These comments will be taken into consideration when identifying underlying
challenges and formulating the best possible solutions for the City.
In general, even though there were some emphases on several potential problems, many of
these issues are typically found within other publicly funded agencies.
As a whole, the employees of the City take pride in their work and strive to make distinct
contributions to their organization and their overall community.The Evergreen Solutions team
plans to utilize the information gathered from employees throughout the remainder of this
study in order to arrive at appropriate recommendations.
_-;41 Evergreen Solutions,LLC
Page 2-3
EVERGREEN SOLUTIONS, LLC
Chapter 3 - Assessment of Current
Conditions
The assessment of current conditions provides an overall evaluation based on Evergreen's
review and analysis of the City of Dania Beach's compensation structure, employee salary
progression, and employee counts in each department. The assessment is divided into the
following sections:
3.1 Pay Plan Analysis
3.2 Employee Salary Placement by Grade
3.3 Quartile Tenure Analysis
3.4 Compression Analysis
3.5 Employee Counts by Department
3.6 Summary
Information contained in this chapter reflects the conditions when the study began and should
be considered a snapshot in time. Conducting an overall review of the City's current
compensation structure, philosophies, and employee demographics, was instrumental in
providing Evergreen with a better understanding of the structures and methods in place.
Additionally, this review helped identify any issues that may require further review and
potential revision. The results of this evaluation were considered during the analysis of
internal equity and peer market data. Subsequently, appropriate compensation related
recommendations were developed for the City and are described later in this report.
3.1 PAY PLAN ANALYSIS
The City of Dania Beach administered two (2) pay plans (Civil Service and Union) for its
employees. Exhibits 3A and 3B illustrate the pay plans revealing the minimum, midpoint, and
maximum salaries of each grade. The Civil Service pay plan consisted of 16 grades for 44
employees. Each pay grade within the plan had an average range spread (the percentage
difference between the minimum and maximum of the pay grades relative to the grade's
minimum) of 55 percent.The Union pay plan consisted of 17 grades for 100 employees. Each
pay grade within the plan had an average range spread (the percentage difference between
the minimum and maximum of the pay grades relative to the grade's minimum) of 52 percent.
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Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 3A
CIVIL SERVICE PAY PLAN
MidpointGrade Minimum - Employees
Spread
18 $29,902 $ 37,312 $ 44,721 50% 1
22 $36,253 $ 45,779 $ 55,306 53% 2
24 $39,958 $ 50,476 $ 60,995 53% 2
26 $44,192 $ 55,769 $ 67,346 52% 2
27 $46,309 $ 58,481 $ 70,654 53% 1
28 $48,690 $ 62,054 $ 75,417 55% 2
29 $51,072 $ 65,163 $ 79,254 55% 1
30 $53,718 $ 68,471 $ 83,223 55% 15
32 $59,143 $ 75,417 $ 91,691 55% 3
34 $65,229 $ 83,157 $101,085 55% 3
36 $ 71,844 $ 92,551 $113,261 58% 2
38 $79,254 $102,077 $124,901 58% 1
39 $83,223 $107,105 $130,987 57% 3
40 $87,325 $ 112,464 $137,603 58% 1
41 $91,823 $ 118,153 $ 144,483 57% 4
42 1 $96,322 1 $ 124,041 1 $151,760 58% 1
Average/Total 55% 44
Source:Created by Evergreen Solutions from data provided by the City of Dania Beach as of April 2018.
EXHIBIT 3B
UNION PAY PLAN
MidpointGrade Minimum . .
14 $24,610 $ 30,696 $ 36,782 49% 13
15 $25,801 $ 32,284 $ 38,767 50% 4
16 $27,124 $ 33,871 $ 40,619 50% 8
17 $28,447 $ 35,591 $ 42,736 50% 0
18 $29,902 $ 37,312 $ 44,721 50% 5
19 $31,358 $ 39,164 $ 46,970 50% 8
20 $32,945 $ 41,545 $ 50,146 52% 5
21 $34,665 $ 43,729 $ 52,792 52% 1
22 $36,253 $ 45,779 $ 55,306 53% 9
23 $38,105 $ 48,095 $ 58,084 52% 28
24 $39,958 $ 50,476 $ 60,995 53% 8
25 $42,075 $ 53,056 $ 64,038 52% 8
26 $44,192 $ 55,769 $ 67,346 52% 3
27 $46,309 $ 58,481 $ 70,654 53% 0
28 $48,690 $ 62,054 $ 75,417 55% 0
29 $51,072 $ 65,163 $ 79,254 55% 0
31 $56,364 1 $ 71,844 $ 87,325 55% 1 0
n_Average/Total 52% -11001
Source:Created by Evergreen Solutions from data provided by the City of Dania Beach as of April 2018.
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Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
3.2 EMPLOYEE SALARY PLACEMENT BY GRADE
It is important to analyze where employees'salaries fell within each pay range when assessing
the effectiveness of the City's pay plan and practices. It is equally important to determine
where there may have been clusters of employees' salaries within the current pay plan,
illuminating potential pay progression concerns. It should be noted that employees' salaries,
and the progression of the salaries, are 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 in this context.
Exhibit 3C illustrates the placement of employees' salaries relative to pay grade minimums
and maximums. The exhibit 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.
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Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 3C
SALARY PLACEMENT
BELOW MINIMUM AND ABOVE MAXIMUM BY GRADE
14 13 0 0.0% 0 0.0% 0 0.0% 0 0.0%
15 4 0 0.0% 0 0.0% 0 0.0% 0 0.0%
16 8 0 0.0% 0 0.0% 0 0.0% 0 0.0%
18 6 0 0.0% 0 0.0% 0 0.0% 0 0.0%
19 8 0 0.0% 0 0.0% 0 0.0% 1 12.5%
20 5 0 0.0% 3 60.0% 0 0.0% 0 0.0%
21 1 0 0.0% 0 0.0% 0 0.0% 0 0.0%
22 11 0 0.0% 0 0.0% 0 0.0% 0 0.0%
23 28 0 0.0% 0 0.0% 1 3.6% 2 7.1%
24 10 0 0.0% 0 0.0% 0 0.0% 0 0.0%
25 8 0 0.0% 0 0.0% 0 0.0% 0 0.0%
26 5 0 0.0% 0 0.0% 0 0.0% 0 0.0%
27 1 0 0.0% 0 0.0% 0 0.0% 0 0.0%
28 2 0 0.0% 0 0.0% 0 0.0% 0 0.0%
29 1 0 0.0% 0 0.0% 0 0.0% 0 0.0%
30 15 0 0.0% 0 0.0% 0 0.0% 1 6.7%
32 3 0 0.0% 0 0.0% 0 0.0% 0 0.0%
34 3 0 0.0% 0 0.0% 0 0.0% 0 0.0%
36 2 0 0.0% 0 0.0% 0 0.0% 0 0.0%
38 1 0 0.0% 0 0.0% 0 0.0% 0 0.0%
39 3 0 0.0% 0 0.0% 0 0.0% 0 0.0%
40 1 0 0.0% 0 0.0% 0 0.0% 0 0.0%
41 4 0 0.0% 0 0.0% 0 0.0% 0 0.0%
42 1 0 0.0% 0 0.0% 0 0.0% 1 100.0%
Total 144 0 0.0% 3 2.1% 1 0.7% 5 3.5%
Source:Created by Evergreen Solutions from data provided by the City of Dania Beach as of April 2018.
Employees with salaries at the grade minimum are typically new hires or new to the
classification following a recent promotion; also, employees with salaries at the grade
maximum are typically highly experienced and proficient in the classification. As Exhibit 3C
illustrates, at the time of this study, there were no employees with a salary below their
position's grade minimum. However, there were five (5) employees with a salary above their
position's grade maximum.
Exhibit 3D illustrates the placement of employees' salaries relative to pay grade midpoints.
The exhibit 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,
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Chapter 3-Assessment of Current Conditions Ciassification and Compensation Study for the City of Dania Beach,FL
• the number and percentage of employees with salaries near the midpoint (within five
percent), and
• the number and percentage of employees with salaries above the midpoint of each
pay grade.
EXHIBIT 3D
SALARY PLACEMENT AROUND MIDPOINT
BY GRADE
EmployeesGrade
14 13 7 53.8% 2 15.4% 4 30.8%
15 4 0 0.0% 4 100.0% 0 0.0%
16 8 3 37.5% 2 25.0% 3 37.5%
18 6 1 16.7% 3 50.0% 2 33.3%
19 8 3 37.5% 2 25.0% 3 37.5%
20 5 3 60.0% 2 40.0% 0 0.0%
21 1 0 0.0% 0 0.0% 1 100.0%
22 11 3 27.3% 4 36.4% 4 36.4%
23 28 21 75.0% 0 0.0% 7 25.0%
24 10 5 50.0% 1 10.0% 4 40.0%
25 8 4 50.0% 2 25.0% 2 25.0%
26 5 1 20.0% 1 20.0% 3 60.0%
27 1 0 0.0% 0 0.0% 1 100.0%
28 2 1 50.0% 0 0.0% 1 50.0%
29 1 0 0.0% 1 100.0% 0 0.0%
30 15 3 20.0% 5 33.3% 7 46.7%
32 3 1 33.3% 0 0.0% 2 66.7%
34 3 1 33.3% 1 33.3% 1 33.3%
36 2 0 0.0% 1 50.0% 1 50.0%
38 1 0 0.0% 0 0.0% 1 100.0%
39 3 2 66.7% 1 33.3% 0 0.0%
40 1 0 0.0% 1 100.0% 0 0.0%
41 4 0 0.0% 0 0.0% 4 100.0%
42 1 0 0.0% 0 0.0% 1 100.0%
Total 1 144 1 59 1 41.0% 1 33 1 22.9% 1 52 1 36.1%
Source:Created by Evergreen Solutions from data provided by the City of Dania Beach as of April 2018.
Employees with salaries close to the midpoint of a pay range should be fully proficient in their
classification and require minimal supervision to complete their job duties while performing
satisfactorily. Within this framework, grade midpoint is commonly considered to be the salary
an individual could reasonably expect for 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 144 employees within classifications the City's pay plans, 59
employees (41.0 percent) had salaries below the midpoint of their respective range, 33
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Chapter 3-Assessment of Current Cond►tlons Classification and Compensation Study for the City of Dania Beach,FL
employees (22.9 percent) had salaries near the midpoint (defined as within five percent of
either side of the midpoint), while 52 employees (36.1 percent) had salaries above the
midpoint range.
3.3 SALARY QUARTILE ANALYSIS
This section provides an additional analysis of the distribution of employees' salaries across
the pay grades at the time of this study. Examining employee salary placement by grade
quartile provided insight into whether clustering of employees' salaries existed within each
pay grade. For this analysis, employees' salaries were slotted within one of four equal
distributions. The first quartile (0-25) represents the lowest 25 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
above the midpoint up to the 75th percentile of the pay range. The fourth quartile (76-100) is
the highest 25 percent of the pay range. This analytical method provided an opportunity to
assess how employees' salaries are disbursed throughout each grade (pay range).
The quartile analysis is used to determine the location of employee salary clusters. Quartile
analysis helps identify whether clusters exist in specific quartiles of pay grades. Additionally,
the amount of time the employee has spent at the organization is also analyzed, in order to
observe any relationship between organizational tenure and salary progression. This
information, while not definitive alone, can shed light on any root issues within the current
compensation and classification plan when combined with market data and employee
feedback.
Exhibit 3E provides a breakdown of placement of employees' salaries relative to salary
quartile and provides the following:
• the pay grades,
• the number of employees per pay grade,
• the counts of the employees by quartile within each grade, and
• the average total tenure by quartile within each grade.
Exhibit 3F shows the same information graphically.
The City's employees' salaries were slightly clustered below the midpoint of their pay range.
In order of employee concentration, 45 employees (31.3 percent) had salaries in the first
quartile of their respective pay ranges, 35 (24.3 percent) in the third quartile, 33 employees
(22.9 percent) in the fourth quartile and 31 employees (21.5 percent) in the second quartile.
While this distribution does not lead to a conclusion, data for average tenure do lead to
determinations on the relationship between tenure and salary.
Typically, overall average tenure increases as quartile increases and this is the case for City
employees; the average tenure in Quartile 1 is 4.7 years; in Quartile 2 is 4.9 years; in Quartile
3 is 8.6 years; and in Quartile 4 is 13.8 years. This would seem to indicate that employees are
moved through their pay grades equitably, or at the very least a positive linear relationship
exists between tenure and pay.
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Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 3E
QUARTILE ANALYSIS-TENURE
BY GRADE
GRADE Total Average Tenure 1st Quartile 2nd Quartile 3rd Quartile 4th Quartile
Employees #Employees Avg Tenure #Employees AvgTenure #Employees AvgTenure If Employees Avg Tenure
14 13 10.2 6 8.3 3 11.6 0 4 12.1
15 4 1.9 0 - 4 1.9 0 - 0 -
16 8 5.9 0 5 1.6 1 0.9 2 19.2
17 0 - 0 - 0 - 0 - 0 -
18 6 1.9 1 0.3 3 1.8 1 3.4 1 2.6
19 8 10.5 0 - 3 5.2 3 5.7 2 25.6
20 5 4.8 3 2.5 1 5.7 1 10.7 0 -
21 1 17.4 0 - 0 - 0 - 1 17.4
22 11 6.6 3 2.2 1 15.1 4 5.7 3 9.2
23 28 7.6 19 3.6 2 5.7 4 16.0 3 23.1
24 10 9.0 4 4.5 1 4.6 2 14.9 3 12.4
25 8 8.5 4 5.8 1 10.5 2 11.1 1 11.8
26 5 11.7 0 - 1 1.6 2 8.8 2 19.5
27 1 6.3 0 - 0 - 1 6.3 0 -
28 2 5.8 1 5.6 0 - 0 - 1 6.1
29 1 7.8 0 - 1 7.8 0 - 0 -
30 15 9.0 2 7.6 2 6.9 7 7.3 4 13.7
31 0 - 0 - 0 - 0 0 -
32 3 3.6 1 3.8 0 - 2 3.5 0 -
34 3 8.8 0 - 2 5.5 0 - 1 15.2
36 2 14.4 0 0 - 2 14.4 0 -
38 1 3.3 0 - 0 - 0 - 1 3.3
39 3 4.5 1 13.1 1 0.0 1 0.5 0 -
40 1 7.0 0 - 0 - 1 7.0 0 -
41 4 8.6 0 0 1 11.4 3 7,7
42 1 9.2 0 - 0 - 0 - 1 9.2
Overall 144 7.8 1 45 1 4.7 1 31 1 4.9 1 36 1 8.6 1 33 1 13.8
Source:Created by Evergreen Solutions from data provided by the City of Dania Beach as of April 2018.
4 Evergreen Solutions,LLC Page 3-7
Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 3F
QUARTILE PLACEMENT BY PAY GRADE
100,00%
75.00%
N
d
n
E
W 5o00: -
0
M
C
v
V
a
25.00%
0.00% - — — ----
14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 34 36 38 39 40 41 42
Pay Grade
ii 1ST QUARTILE ■2ND QUARTILE 3RD QUARTILE ■4TH QUARTILE
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Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
3.4 COMPRESSION ANALYSIS
Pay compression can be defined as the lack of variation in salaries between employees with
significantly different levels of experience and responsibility. Compression can be seen as a
threat to internal equity and morale. Two common types of pay compression can be observed
when the pay of supervisors and their subordinates are too close, or when the pay of highly
tenured staff and newly hired employees in the same job are too similar.
According to the Society for Human Resources Management (SHRM), specific examples of
actions that may cause pay compression include the following:
• Reorganizations change peer relationships and can create compression if jobs are not
reevaluated.
• In some organizations, certain departments or divisions may be relatively liberal with
salary increases, market adjustments, and promotions—while others are not.
• Some employers have overlooked their Human Resources policies designed to
regulate pay, paying new hires more than incumbents for similar jobs underthe mantra
of"paying what it takes to get the best talent."
• Many organizations have found it easy to hire people who had already performed the
same work for another organization, eliminating the need for training. Rather than
hiring individuals with high potential and developing them for the long term, the
organization opted for employees who they believed could "hit the ground
running"--regardless of their potential.
Exhibit 3G indicates the ratio of subordinate to supervisor salaries by grade graphically and
Exhibit 3H displays these results numerically. Employees were grouped into categories
reflecting whether their actual salary was less than 80 percent, between 80 and 95 percent,
between 95 and 100 percent, and greater than 100 percent of their supervisor's salary. For
example, an employee with a salary of $79,000.00 and a supervisor with a salary of
$100,000.00 would yield a ratio of 0.79, and be placed into the "Less than 80 percent"
category.
An analysis of the data reveals that most positions in the City have employee/supervisor salary
ratios less than 95 percent. Orange and blue areas on Exhibit 3G indicate the need for
examination of supervisor vs. employee salary.
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Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 3G
POTENTIAL COMPRESSION BY PAY GRADE
5J.
aa:
107
14 is lb 17 18 i9 20 21 22 23 24 25 26 27 28 29 30 31 32 36 38 39 A40 `1
■lessthaa801A SN<X<95- 19545<X<100/a ■Greater than 100%
x
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Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 3H
EMPLOYEE TO SUPERVISOR SALARY RATIO BY PAY GRADE
14 13 0 0 0
15 4 0 0 0
16 8 0 0 0
17 0 0 0 0
18 6 0 0 0
19 8 0 0 0
20 5 0 0 0
21 1 0 0 0
22 11 0 0 0
23 22 4 2 0
24 10 0 0 0
25 8 0 0 0
26 4 1 0 0
27 0 1 0 0
28 1 1 0 0
29 1 0 0 0
30 13 0 0 1
31 0 0 0 0
32 3 0 0 0
34 3 0 0 0
36 2 0 0 0
38 0 1 0 0
39 2 0 0 0
40 0 1 0 0
41 2 2 0 0
42 1 0 1 0 1 0 1 0
Totals 1 127 1 11 1 2 1 1 771
Exhibit 31 and Exhibit 3.1 showcase the actual vs. expected salaries of City employees, sorted
by pay grade. Expected salary is calculated using a thirty-year progression assumption for
employees. For example, an employee who had worked at his position for fifteen years would
expect to be at the grade midpoint, while an employee with thirty or more years of class years
would expect to be at the grade maximum. An important distinction between this compression
table and the quartile analysis: this compression table utilizes class years, while the Quartile
analysis uses total tenure. Class years are differentiated from tenure by using the date that
you started working in your current classification as the start date, instead of the date you first
were hired by the City. To illustrate, if an employee had been an accountant for fifteen years,
_�*" Evergreen Solutions,LLC Page 3-11
Chapter 3-Assessment of Current Conditions Ciassification and Compensation Study for the City of Dania Beach,FL
and then was promoted one year ago to Accountant Supervisor that employee would have
fifteen years of tenure, but only one class year.
On Exhibit 31, it is easy to discern that the majority of City employees are being paid wages
that are more than 10 percent above what they would expect to receive, based on their class
years. While this is clearly good for employees, it is not necessarily bad for the City. It could
mean that the City is overpaying employees or that pay grades are too low, forcing the City to
advance employees more quickly through pay grades to keep competitive with the market.
However, it could just as easily be another indicator of employee promotion and advancement
through the ranks. As mentioned in the description of the quartile analysis,when an employee
has advanced to near the top of the pay grade and receives a promotion, they will often not
start at the new pay grade minimum. An employee will not accept a pay decrease, so that
employee is therefore started above the minimum of the new pay grade, placing the employee
above the "expected pay" by definition. So even if an employee has zero class years, the
employee pay is being paid above the minimum. Then, if the employee advances exactly at
the speed expected for the rest of his/her career, the employee will always remain above the
"expected" pay.
EXHIBIT 31
ACTUAL VS. EXPECTED SALARY
14 2 0 4 2 5
15 O O O O 4
16 O O O O 8
17 0 O O O O
18 O 0 1 O 5
19 O O 0 3 5
20 O 0 3 0 2
21 O O O 0 1
22 O 0 4 0 7
23 2 O 8 11 7
24 0 0 4 O 6
25 O 0 2 3 3
26 O O O O 5
27 O O O O 1
28 0 1 O 0 1
29 O O O O 1
30 0 1 1 1 12
31 O O O O O
32 0 1 O O 2
34 O O O 1 2
36 O O O 1 1
38 O O O O 1
39 O O 1 0 2
40 0 O O 0 1
41 O O O O 4
42 O O O O 1
Tota I s 4 3 28 22 87
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Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 3J
ACTUAL VS. EXPECTED SALARY
21) 21 22 23 25 26 27 28 20 3r) 31 32 34 36 38
- Evergreen Solutions,LLC Page 3-13
Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
3.5 EMPLOYEES BY DEPARTMENT
At the time the study commenced,the City employed 144 individuals across 11 departments.
Exhibit 3K 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 departments. Also provided is the percentage breakdown of employees by
department. As the exhibit illustrates, the largest department is Public Services, with 47
employees representing 32.6 percent of the City's workforce.
EXHIBIT 3K
EMPLOYEES BY DEPARTMENT
Department • • of Total
City Attorney 1 1 0.7%
City Clerk 4 3 2.8%
City Manager 3 3 2.1%
Community Development 20 16 13.9%
CRA 8 7 5.6%
Finance 12 10 8.3%
Human Resources& Risk Management 1 1 0.7%
Information System 2 2 1.4%
Parking 4 1 2.8%
Parks& Recreation 42 8 29.2%
Public Services 1 47 1 28 1 32.6%
Total 144 80 100.0%
Source:Created by Evergreen Solutions from data provided by the City of Dania Beach as of April 2018.
3.6 SUMMARY
Overall, the City's compensation structure offered a firm foundation on which to improve. The
key points of the current structure were:
• The City of Dania Beach administered two (2) open range pay plans for its 144
employees.
• Range spread, generally recommended to be between 50-70 percent, average 55
percent for the Civil Service plan and 52 percent for the Union plan.
• The majority of employees' salaries were only slightly clustered below the midpoint,
with 31.3 percent of employees' salaries in the first quartile; Moreover, 22.9 percent
of employees were within 10 percent of the midpoint.
• Pay Compression does not seem to be an issue based on the indicators described
above.
4,11Evergreen Solutions,LLC 3-Page 1
4
Chapter 3-Assessment of Current Conditions Classification and Compensation Study for the City of Dania Beach,FL
The compensation plans provided employees with a pay structure, although it seems that
some clustering of employees' salaries has occurred over time. Although pay may have
progressed somewhat through the range, the grade ranges have not been updated in many
years and this creates an incompatibility between actual pay and the pay structure.
The information gained from the 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 and provide a foundation for the
City's compensation philosophy moving forward. These recommendations can be found in
Chapter 5 of this report.
--;41 Evergreen Solutions,LLC Page 3-15
EVERGREEN SOLUTIONS, LLC
Chapter 4 - Market Summary
The Market Chapter provides an analysis of the City of Dania Beach's salary ranges when
compared to peer organization's salary ranges. Data from targeted market peers were used
to evaluate the overall compensation at Dania Beach at the time of this study. It is important
to note the market comparisons contained in this report do not translate well at the
individual employee level and are used only to provide an overall analysis.
Information in this chapter is not intended to evaluate salaries paid to individuals, since
compensation is determined through a combination of factors, and may include other
factors such as: the demand for a particular job, a candidate's prior experience, or an
individual's negotiation skills during starting pay negotiations. It should also be noted that
market comparisons should be considered as a snapshot of current market conditions since
market conditions can change quickly. When used as an analytical tool, market surveys are
useful for making updates to salary structures provided to employees, however, they must
also be performed at regular intervals if the City wishes to remain current and competitive
with its market peers and market salary trends.
4.1 SALARY SURVEY RESULTS
Pay range information was collected by Evergreen Solutions from target organizations that
were selected by the City, by utilizing a customized salary survey tool. Benchmark
classifications were selected by the City's project team that were surveyed with the desired
outcome of benchmarking positions of a cross-section of the City's entire classifications. The
objective of this methodology was to ensure that the surveyed positions made up a subset
of all work areas and job levels in the City. Job titles, descriptions of assigned duties, and
education and experience requirements were provided in the survey tool for each
benchmarked classification.
Several factors were utilized when developing the peer list including geographic proximity to
the City, organization size, and the relative population being served by the organization. All
collected data were adjusted for cost of living using a national cost of living index factor
which allowed salary dollars from organizations outside of the immediate recruiting area to
be adjusted for the cost of living relative to the City. The cost of living for each peer
organization is determined at the county level. Evergreen utilizes data from the Council for
Community and Economic Research (C2ER) as the source for the COLI (Cost of Living Index).
Exhibit 4A provides the list of 19 market peers from which data were collected for 41
benchmark classifications. One of the 41 positions benchmarked included the City Manager
position. This City Manager is a contracted position and in the initial survey received one
peer response that provided salary range information. However, supplemental survey data
was collected for the City Manager and the City Attorney positions. Exhibit 4C will illustrate
the findings for these positions, rather than Exhibit 4B with the remaining 40 City positions.
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Chapter 4-Market Survey Summary Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 4A
MARKET PEERS
Market Peers
Broward County, FL
City of Coconut Creek,FL
City of Cooper City,FL
City of Coral Springs
City of Deerfield Beach,FL
City of Fort Lauderdale, FL
City of Hallandale Beach, FL
City of Hollywood, FL
City of Miramar,FL
City of North Lauderdale, FL
City of Oakland Park, FL
City of Parkland,FL
City of Pembroke Pines, FL
City of Plantation,FL
City of Pompano Beach,FL
City of Sunrise, FL
Miami-Dade County,FL
Palm Beach County, FL
Town of Davie,FL
Exhibit 4B provides a summary of these results and contains the following information:
• The market salary range information for each classification reflecting the market
minimum, midpoint, and maximum of the peer survey data for each benchmarked
classification.
• The percent differentials (to the City's existing salary ranges). A positive differential
indicates the City was above the market for that classification at the minimum,
midpoint, or maximum. A negative differential indicates the City was below the
desired market position for that classification. The final row on the exhibit provides
the average percentage differentials for the minimum, midpoint, and maximum for all
benchmarked classifications and represents an average of all classifications'
differentials.
• Survey average range width provides the average range width for each classification
surveyed and determined by the average minimum and average maximum salaries of
the respondents, relative to the minimum. The average range width for all the
classifications is provided in the final row. The number of responses collected for
each classification is located in the final column and the average number of
responses for all the classifications is shown in the final row.
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Chapter 4-Market Survey Summary Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 4B
SALARY SURVEY SUMMARY
ID Classification Survey Minimum Survey Midpoint Survey Maximum Survey Avg #Rasp.
Average %DIff Average %Diff Average %Diff Range
1 Accountant $49,249.09 -1.1% $62,614.41 -0.9% $75,979.72 -0.7% 54.3% 18.0
2 Accounting Assistant $36,291.14 -0.1% $45,889.62 -0.2% $55,488.10 -0.3% 52.9% 17.0
3 Administrative Specialist $34,078.19 -14.0% $42,816.39 -14.8% $51,554.60 -15.3% 51.3% 16.0
4 Beach Lifeguard $32,846.94 13.8% $40,959.62 14.8% $49,072.29 15.5% 49.4% 12.0
5 Billing&Collection Accounting Manager $57,437.27 2.9% $74,089.05 1.8% $90,740.83 1.0% 58.0% 14.0
6 Code Compliance Coordinator $39,185.17 1.9% $50,014.81 0.9% $60,844.45 0.2% 55.3% 12.0
7 Code Compliance Inspector $44,505.73 -5.8% $56,179.30 -5.9% $67,852.86 -6.0% 52.5% 15.0
8 Code Compliance Manager $59,158.72 -10.1% $76,273.77 -11.4% $93,388.82 -12.2% 57.9% 17.0
9 Controller $70,811.22 -8.6% $91,323.71 -9.8% $111,836.20 -10.6% 57.9% 16.0
10 Deputy City Clerk $56,625.06 -28.1% $72,867.06 -30.7% $89,109.06 -32.3% 57.4% 15.0
11 Deputy Public Service Director $85,641.05 1.9% $111,594.05 0.8% $137,547.05 0.0% 60.7% 12.0
12 Economic Development Manager $65,418.90 -0.3% $85,483.80 -2.8% $105,548.70 -4.4% 61.4% 11.0
13 Facilities Maintenance Technician $36,247.11 0.0% $46,256.38 -1.0% $56,265.66 -1.7% 55.2% 17.0
14 Fleet Mechanic $40,458.81 -1.3% $51,098.62 -1.2% $61,738.43 -1.2% 52.6% 13.0
15 Human Resources&Risk Management Director $86.122.95 -3.5% $116,681.31 -8.9% $147,239.67 -12.4% 71.0% 18.0
16 Human Resources Assistant $38,066.77 4.7% $48,509.77 3.9% $58,952.77 3.3% 54.9% 15.0
17 Human Resources Generalist $52,225.25 11.7% $67,064.25 11.1% $81,903.25 10.7% 56.8% 17.0
18 Information System Manager $69,964.16 2.6% $90,297.97 2.4% $110,631.79 2.3% 58.1% 16.0
19 Inspection Coordinator $39,333.05 1.6% $49,508.55 1.9% $59,684.05 2.1% 51.7% 8.0
20 IT Systems Technician $42,152.07 -5.5% $53,923.46 -6.8% $65,694.86 -7.7% 55.9% 15.0
21 Landscape Grounds Technician 1 $30,202.60 -11.4% $38,073.16 -12.4% $45,943.72 -13.1% 52.1% 16.0
22 Landscape/Grounds Technician111 $36,979.06 -6.7% $46,702.46 -6.8% $56,425.86 -6.9% 52.6% 16.0
23 Legal Office Manager $51,480.07 4.2% $66,179.80 3.3% $80,879.53 2.8% 57.1% 8.0
24 Maintenance Worker/Equipment Operator 1 $30,152.64 -11.2% $37,718.82 -11.4% $45,285.01 -11.5% 50.2% 12.0
25 Maintenance Worker/Equipment Operator II $33,431.07 -6.6% $42,127.42 -7.6% $50,823.78 -8.2% 52.1% 14.0
26 Maintenance Worker/Equipment Operator III $40,296.47 4.2% $50,825.15 4.2% $61,353.83 4.2% 52.3% 14.0
27 Public Services Office Manager $49,764.95 7.4% $63,832.71 6.8% $77,900.46 6.4% 56.5% 13.0
28 Parking Enforcement Officer $32,008.06 -7.0% $40,212.07 -7.8% $48,416.08 -8.3% 51.3% 7.0
29 Permit Coordinator $40,154.16 -0.5% $51,234.41 -1.5% $62,314.66 -2.2% 55.2% 14.0
30 Permit Service Specialist $34,569.79 4.6% $44,049.50 3.5% $53,529.21 2.7% 54.9% 16.0
31 Planner $51,626.14 3.9% $66,113.20 3.4% $80,600.26 3.2% 56.1% 17.0
32 Public Works&Utilities Manager $64,038.76 -19.2% $82,286.97 -20.2% $100,535.19 -20.8% 57.0% 15.0
33 Recreation Assistant $26,802.47 -8.9% $33,750.92 -10.0% $40,699.36 -10.6% 51.8% 16.0
34 Recreation Program Manager $49,028.95 8.7% $62,983.89 8.0% $76,938.83 7.6% 56.9% 16.0
35 Solid Waste Manager $63,251.65 -17.7% $81,557.03 -19.1% $99,862.41 -20.0% 57.9% 10.0
36 Streets Manager $56,130.31 -4.5% $71,787.28 -4.8% $87,444.25 -5.1% 55.8% 15.0
37 Treatment Operator-A $45,830.51 1.0% $58.026.09 0.8% $70,221.67 0.6% 53.2% 13.0
38 Utilities Mechanic II-Distribution $41,228.31 -8.2% $51,999.96 -8.1% $62,771.61 -8.1% 52.3% 14.0
39 Utilities Mechanic III-Sewer $42,725.32 3.3% $53,514.32 4.1% $64,303.32 4.6% 50.5% 14.0
40 Utility Customer Service Technician $33,779.01 -2.5% $42,185.45 -1.5% $50,591.88 -0.9% 49.8% 13.0
Market Minimums
A starting point of the analysis was to compare the peer's market minimum for each
classification to the City's range minimums. Market minimums are generally considered as
an entry level salary for employees who meet the minimum qualifications of a classification.
Employees with salaries at or near the range minimums generally have not mastered the job
and have not acquired the skills and experience necessary to be fully proficient in their
classification.
As Exhibit 4B illustrates benchmarked classifications in the City that was, on average,
approximately 2.6 percent below market at the minimum of the respective salary ranges.
The following observations can be made based on the collected data:
*�
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Chapter 4-Market Survey Summary Classification and Compensation Study for the City of Dania Beach,FL
• The surveyed position differentials ranged from 28.1 percent below market minimum
in the case of the Deputy City Clerk classification, to 13.8 percent above market for
the Beach Lifeguard classification.
• Of the 40 classifications surveyed with differentials, 24 classifications (58.5 percent)
had differentials below market at the minimum.
Market Midpoints
Salaries for proficient employees performing satisfactorily their work are generally at the
market midpoint. As such, midpoint is often considered as the salary point at which a fully
proficient employee could expect their salary to be placed.
Exhibit 4B illustrates the City was on average, 3.3 percent below market at the midpoint of
the respective salary ranges. Based on the collected data, the following observations can be
made:
• The surveyed position differentials ranged from 30.7 percent below market midpoint
in the case of Deputy City Clerk classification, to 14.8 percent above market for the
Beach Lifeguard classification.
• Of the 40 classifications surveyed with differentials, 24 classifications (61.0 percent)
had differentials below market at the midpoint.
Market Maximums
The average of the peer salary range maximums was compared to the City's range
maximums for each benchmarked classification. This comparison is significant as it
represents the highest salary limit that an organization may provide to retain and/or reward
experienced and high performing employees. When an organization is competitive at the
maximum of the ranges, it positions the organization to attract highly qualified individuals
for in-demand classifications.
Exhibit 413 provides an illustration of the City's benchmarked positions on average, were 3.8
percent below market at the maximum of the respective salary ranges and based on the
collected data,the following observations can be made:
• The surveyed position differentials ranged from 32.3 percent below market maximum
in the case of the Deputy City Clerk classification, to 15.5 percent above market for
the Beach Lifeguard classification.
• Of the 40 classifications surveyed with differentials, 25 classifications (61.0 percent)
were below market at the maximum.
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Chapter 4-Market Survey Summary Classification and Compensation Study for the City of Dania Beach,FL
Actual Salaries
For this study, average actual analysis was also used to examine the overall competitiveness
of the organization's classifications and should not be used as the sole criteria when
comparing salary ranges for these classifications. Exhibit 4C shows the average actual
salaries of market peers as compared to the average actual salaries within the City for the
surveyed classification.
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Chapter 4-Market Survey Summary Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 4C
AVERAGE ACTUAL SALARY SUMMARY
Average Actual Salary
ID ClassificationCITY DANIAPeer Avg. '. Difference
BEACH,FL
1 Accountant $48,696.09 $59,579.37 22.3%
2 Accounting Assistant $38,600.85 $45,174.36 -17.0%
3 Administrative Specialist 1 $44,049.41 $48,146.50 -9.3%
4 Beach Lifeguard $27,778.73 $37,053.88 -33.4%
5 Billing&Collection Accounting Manager $59,150.00 $79,908.25 -35.1%
6 City Manager $169,820.77 $232,767.52 -37.1%
7 Code Compliance Coordinator $46,831.62 $51,512.26 -10.0%
8 Code Compliance Inspector $50,321.29 $52,433.55 -4.2%
9 Code Compliance Manager $83,233.26 $80,226.00 3.6%
10 Controller $76,063.73 $90,359.26 -18.8%
11 Deputy City Clerk $55,775.41 $72,499.66 -30.0%
12 Deputy Public Service Director $112,620.98 $116,279.91 -3.2%
13 Economic Development Manager $79,983.28 $74,945.39 6.3%
14 Facilities Maintenance Technician $54,631.20 $42,625.58 22.0%
15 Fleet Mechanic $53,826.86 $51,657.44 4.0%
16 Human Resources&Risk Management Director $100,000.00 $134,572.04 -34.6%
17 Human Resources Assistant $0.00 $45,331.99
18 Human Resources Generalist $0.00 $57,005.31 -
19 Information System Manager $94,508.75 $83,210.88 12.0%
20 Inspection Coordinator $60,994.75 $62,046.40 -1.7%
21 IT Systems Technician $44,054.61 $52,213.52 -18.5%
22 Landscape Grounds Technician 1 $31,600.40 $39,153.00 -23.9%
23 Landscape/Grounds Technician III $51,886.22 $44,709.67 13.8%
24 Legal Office Manager $68,478.80 $67,909.04 0.8%
25 Maintenance Worker/Equipment Operator 1 $35,441.57 $34,787.21 1.8%
26 Maintenance Worker/Equipment Operator II $44,928.94 $40,002.02 11.0%
27 Maintenance Worker/Equipment Operator III $51,672.68 $48,180.94 6.8%
28 Public Services Office Manager $73,181.06 $57,801.20 21.0%
29 Parking Enforcement Officer $23,319.30 $35,041.19 -50.3%
30 Permit Coordinator $58,218.58 $50,639.79 13.01/6
31 Permit Service Specialist $45,516.22 $38,197.23 16.1%
32 Planner $58,000.18 $53,875.11 7.1%
33 Public Works&Utilities Manager $78,744.64 $92,130.65 -17.0%
34 Recreation Assistant $19,046.87 $35,235.57 -85.00/.
35 Recreation Program Manager $60,847.75 $63,012.24 -3.6%
36 Solid Waste Manager $68,479.01 $114,889.93 -67.8%
37 Streets Manager $68,479.01 $64,096.55 6.4%
38 Treatment Operator-A $61,700.91 $54,022.09 12.4%
39 Utilities Mechanic II-Distribution $51,298.89 $48,651.54 5.2%
40 Utilities Mechanic III-Sewer $64,604.80 $47,461.64 26.5%
41 Utility Customer Service Technician $32,945.25 $41,459.03 -25.8%
Evergreen Solutions,LLC Page 4-6
Chapter 4-Market Survey Summary Classification and Compensation Study for the City of Dania Beach,FL
4.2 MARKET SUMMARY
It should be noted that the positioning of a classification's pay range compared to the
market is not a definitive assessment of an individual employee's salary being equally above
or below market. A salary range does, however, speak to the City's general ability to recruit
and retain talent over time. If a range minimum is significantly lower than the market would
offer, the City may lose out to its market peers when recruiting to fill positions. It is equally
true that range maximums that are lower than the market maximums may serve as a
disincentive for experienced employees to remain at the City. From the analysis of the data
gathered in the external assessment and discussed above, the benchmark classifications'
ranges were generally found to be below the City's desired position at the market minimum,
midpoint and maximum.
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Evergreen Solutions,LLC Page 4-7
EVERGREEN SOLUTIONS, LLC
Chapter 5 - Recommendations
Evergreen Solutions reviewed the information provided in the preceding chapters of this report
and developed recommendations to improve the City'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, job
description revisions, proposed classification titles, and proposed pay grades are based on
current data at the time of the study completion. The recommendations are organized into
three sections: classification, compensation, and administration of the system.
5.1 CLASSIFICATION SYSTEM
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 City'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 City'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.
FINDING
Overall, the classification system utilized by the City was generally accurate and well
organized.There were instances, however, of titles that could be modified to 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
4 Evergreen Solutions,LLC Page 5-1
Chapter 5-Recommendations Classification and Compensation Study for the City of Dania Beach,FL
these classifications as described in their JATs, suggestions made by supervisors on MITs,
and feedback received during Employee Outreach. Not listed are minor changes e.g., spelling
out abbreviated words; however, listed are modifications to entire classifications. New
classification titles(levels)were developed for Coordinator, Mechanic,and Manager positions.
These new titles will provide consistencyfor positions performingthe same essential functions
across the City. These new levels are included in Exhibit 5A.
EXHIBIT 5A
PROPOSED CLASSIFICATION CHANGES
Current Class Title Recommended Class Title
Accounting Assistant Assistant,Accounting
Administrative Coordinator Coordinator II,Community Development Administration
Administrative Coordinator Coordinator II,Parks&Rec.Administration
Administrative Specialist Administrative Specialist I
Assistant Finance Director Deputy Director,Finance
Athletic Director Director,Athletics
Beach Lifeguard Lifeguard,Beach
Beach Lifeguard(OC) Lifeguard,Beach
Beach Lifeguard(PT) Lifeguard, Beach
Bill&Collection Accounting Manager Manager 11,Billing&Collection Accounting
Cemetery Caretaker Caretaker,Cemetery
Chief Ocean Lifeguard Chief Lifeguard, Beach
Chief Treatment Plant Operator Manager II,Treatment Plant
Code Compliance Coordinator Coordinator 11,Code Compliance
Code Compliance Inspector Officer,Code Compliance
Code Compliance Manager Manager I,Code Compliance&Parking Enforcement
Community Development Director Director,Community Development
Community Development Operations Manager Manager III,Community Development Operations
CRA Coordinator Coordinator I,CRA
CRA Director Executive Director,CRA
CRA Manager Manager 11,CRA
Deputy Public Service Director Deputy Director,Public Service
Economic Development Manager Manager 11,Economic Development
Facilities Maintenance Technician Technician,Facilities Maintenance
Finance Director Director,Finance
Fleet Manager Manager I,Fleet
Fleet Mechanic Mechanic II,Fleet
HR&Risk Management Director Director, HR&Risk Management
Information System Manager Manager III,Information System
Inspection Coordinator Coordinator I,Inspection
Irrigation Mechanic Mechanic I, Irrigation
IT Systems Technician Technician, ITSystems
y Evergreen Solutions,LLC Page 5-2
Chapter 5-Recommendations Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 5A (CONTINUED)
PROPOSED CLASSIFICATION CHANGES
RecommendedCurrent Class Title Class Title
Landscape Maintenance Manager Manager Il,Landscape Maintenance
Landscape/Grounds Technician II Maintenance Worker II,Landscape
Landscape/Grounds Technician III Crew Leader,Landscape
Landscape/Grounds Technician I-Parks Maintenance Worker I,Landscape
Lead Code Compliance Inspector Supervisor,Code Compliance&Parking Enforcement
Legal Office Manager Manager II,Legal
Maintenance Worker/Equipment Operator I Equipment Operator I
Maintenance Worker/Equipment Operator II Equipment Operator II
Maintenance Worker/Equipment Operator III Equipment Operator III
Market Manager Coordinator,Farm and Market
Parking Enforcement Officer Enforcement Officer,Parking
Parks&Grounds Technician Maintenance Worker,Parks
Parks&Recreation Director Director,Parks&Recreation
Permit Service Specialist Specialist,Permit Services
Permitting Coordinator Coordinator II,Permitting
Permitting Office Supervisor Supervisor,Permitting Office
Planner Senior Planner
Planning&Zoning Manager Manager III,Planning&Zoning
Planning Associate Associate,Planning
Public Information Officer Information Officer,Public
Public Services Director Director,Public Services
Public Services Office Manager Manager I,Public Services Office
Public Works&Utilities Manager Manager III,Public Works&Utilities
Records Specialist Specialist,Records
Recreation Assistant Assistant,Recreation
Recreation Program Manager Manager I,Recreation Program
Revenue Coordinator Coordinator III,Revenue
Solid Waste Manager Manager I,Solid Waste
Special Permitting Office Coordinator Coordinator III,Special Permitting
Streets Manager Manager Il,Streets
Treatment Operator-A Lead Operator,Treatment Plant
Treatment Operator-B Operator-B,Treatment Plant
Treatment Operator-C Operator-C,Treatment Plant
Treatment Plant Operator-OC Operator-C,Treatment Plant
Urban Farm Coordinator Coordinator,Farm and Market
Utilities Mechanic II-Distribution Service Worker II,Utilities
Utilities Mechanic II-Sewer Service Worker II,Utilities
Utilities Mechanic III-Sewer Service Worker III,Utilities
Utility Billing Specialist Specialist,Utility Billing
Utility Customer Service Technician ITechnician,Utility Customer Service
4 Evergreen Solutions,LLC Page 5-3
Chapter 5-Recommendations Classification and Compensation Study for the City of Dania Beach,FL
FINDING
When comparing the City's currentjob descriptions to the work described by employees in the
JATs, Evergreen Solutions noted some tasks that were either missing from thejob descriptions
or were inappropriate to the currenttitle. 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 itsjob descriptions regularly to ensure each job description accurately
reflects the work performed.
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 City'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 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 concurrent with the employee's annual performance
evaluation.
This would be an appropriate time to review the job description as it should accurately
represent the work the employee has and will perform during the evaluation periods. Review
of the FLSA determination as well as other aspects of the job, such as physical requirements
required to perform essential functions of the job, will ensure consistent, continuous
compliance with the American's with Disabilities Act (ADA). Updated, draft job descriptions
will be provided to the City under separate cover.
5.2 COMPENSATION SYSTEM RECOMMENDATIONS
The compensation system analysis consisted of two parts: an external market assessment
and an internal equity assessment. During the external market assessment, the City'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 City's current compensation structure, when compared
against the cost of living adjusted averages of its peers was, on average, below the salary
ranges of the benchmarked positions.
During the internal equity assessment, consideration of the relationships between and the
type of work being performed by the City's employees were reviewed and analyzed.
Specifically, a composite score was assigned to each of the City'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.
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Chapter 5-Recommendations Classification and Compensation Study for the City of Dania Beach,FL
FINDING
The City's salary ranges were behind the desired market position for many of the
benchmarked classifications indicating a need for revisions to the City's pay plan. A new,
competitive open-range plan which replaces the current open-range plan provides the City
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
City'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 5B shows the new open-range pay plan developed by Evergreen Solutions which has
29 open range pay grades, numbered 101 through 129.The range spreads of the pay grades
begin at 50.0 percent in grades 101 through 109, increases to 55.0 percent in grades 110
through 120, increases to a spread of 60.0 percent in grades 121 through 124, with a 70
percent range spread for grades 125 through 129. Range spreads typically increase for the
higher level positions to allow for employees within these classifications to stay in the position
for longer periods of time without capping out of the pay range. In addition, the higher-level
classifications' range spreads are larger to allow the City the ability to hire or retain employees
with years of relevant experience. Seasoned employees are hired (or promoted) significantly
above the grade minimum based on their acquired knowledge and experience. A larger pay
range allows for growth within the pay range as few employees at the higher ranks are hired
at the minimum of the range.
EXHIBIT 5B
PROPOSED OPEN RANGE PAY PLAN
Grade Minimum Midpoint Maximurn Range
Spread
101 $ 25,840 $ 32,300 $ 38,760 SO%
102 $ 2-7,132 $ 33,915 $ 40,698 50
103 $ 28,489 $ 35,611 $ 42,733 50%
104 $ 29,913 $ 37,392 $ 44,870 50/
105 $ 31,409 $ 39,261 $ 47,113 50
106 $ 32,979 $ 41,224 $ 49,469 50
107 $ 34,628 $ 43,285 $ 51,943 50
108 $ 36,360 $ 45,450 $ 54,540 50%
109 $ 38,178 $ 47,722 $ 57,267 5091.
110 $ 40,468 $ 51,597 $ 62,726 55%
111 $ 42,897 $ 54,693 $ 66,490 SSW.
112 $ 45,470 $ 57,975 $ 70,479 55
113 $ 48,199 $ 61,453 $ 74,708 S S
114 $ 51,090 $ 6S,140 $ 79,190 S5
115 $ 54,156 $ 69,049 $ 83,942 55
116 $ 57,405 $ 73,192 $ 88,978 55
117 $ 60,850 $ 77,583 $ 94,317 S511/6
118 $ 64,500 $ 82,238 $ 99,976 5S
119 5 68,371 $ 87,172 $ 105,974 55
120 $ 72,473 $ 92,403 $ 112,333 551,'.
121 $ 77,546 $ 100,810 $ 124,073 609/8
122 $ 82,974 $ 107,866 $ 132,758 60
123 $ 88,782 $ 115,417 $ 142,052 60%
124 $ 94,997 $ 123,496 $ 1S 1,995 609/6
125 $ 101,647 $ 137,223 $ 172,800 70%
126 $ 108,762 $ 146,829 $ 184,895 709/6
127 $ 116,375 $ 157,107 $ 197,838 70,
128 5 124,522 $ 168,104 $ 211,687 7056
129 5 133,238 $ 179,872 5 226,SOS 709/6
Evergreen Solutions,LLC Page 5-5
Chapter 5-Recommendations Classification and Compensation Study for the City of Dania Beach,FL
Evergreen Solutions slotted each proposed classification into the appropriate pay grade in the
recommended pay plan. Internal equity and external competitiveness were analyzed when
slotting the classifications. 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
City's classifications are shown in Exhibit 5C. It should be noted that the recommended
classification titles are utilized in the exhibits.
EXHIBIT 5C
PROPOSED PAY GRADES
Proposed Class Title Proposed Proposed Proposed Proposed
Grade Minimum Midpoint Maximum
Administrative Technician 101 $ 25,840 $ 32,300 $ 38,760
Assistant,Recreation
102 $ 27,132 $ 33,915 $ 40,698
Park Custodian
Equipment Operator) 104 $ 29,913 $ 37,392 $ 44,870
Maintenance Worker I,Landscape
Caretaker,Cemetery
Maintenance Worker II,Landscape 105 $ 31,409 $ 39,261 $ 47,113
Parks Maintenance Worker
Coordinator,Farm and Market
Enforcement Officer,Parking 106 $ 32,979 $ 41,224 $ 49,469
Equipment Operator II
Administrative Specialist I
Lead Coordinator,Farm and Market 107 $ 34,628 $ 43,285 $ 51,943
Technician,Utility Customer Service
Administrative Specialist II
Landscape Crew Leader
108 $ 36,360 $ 45,450 $ 54,540
Mechanic I,Irrigation
Technician,Facilities Maintenance
Coordinator I,CRA
Coordinator I,Inspection
Lifeguard,Beach 109 $ 38,178 $ 47,722 $ 57,267
Specialist,Permit Services
Specialist,Records
Administrative Assistant
Assistant,Accounting
Coordinator 11,Code Compliance
Coordinator II,Community Development Administration
Coordinator II,Parks&Rec.Administration 110 $ 40,468 $ 51,597 $ 62,726
Coordinator II,Permitting
Mechanic 11,Fleet
Operator-C,Treatment Plant
Service Workerll,Utilities
Associate,Planning
Coordinator III,Revenue
Coordinator III,Special Permitting
Equipment Operator III
HR Assistant ill $ 42,897 $ 54,693 $ 66,490
Officer,Code Compliance
Operator-B,Treatment Plant
Specialist,Utility Billing
Technician,ITSystems
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Chapter 5-Recommendations Classification and Compensation Study for the City of Dania Beach,FL
EXHIBIT 5C (CONTINUED)
PROPOSED PAY GRADES
MidpointProposed Class Title Proposed Proposed Proposed Proposed
Grade Minimum
Executive Assistant to the City Manager 112 $ 45,470 $ 57,975 $ 70,479
Service Worker III,Utilities
Lead Operator,Treatment Plant 113 $ 48,199 $ 61,453 $ 74,708
Supervisor,Code Compliance&Parking Enforcement
Accountant
Deputy City Clerk 114 $ 51,090 $ 65,140 $ 79,190
Supervisor,Permitting Office
Chief Beach Lifeguard
Director,Athletics
Manager I,Code Compliance&Parking Enforcement
Manager1,Fleet
Manager 1,Public Services Office 115 $ 54,156 $ 69,049 $ 83,942
Manager I,Recreation Program
Manager I,Solid Waste
Senior Accountant
Senior Planner
Information Officer,Public
Manager II,Billing&Collection Accounting
Manager II,CRA
Manager II,Economic Development
116 $ 57,405 $ 73,192 $ 88,978
Manager Il,Landscape Maintenance
Manager ll,Legal
Manager ll,Streets
Manager II,Treatment Plant
HR Generalist 117 $ 60,850 $ 77,583 $ 94,317
Manager III,Community Development Operations
Manager III,Information System 119 $ 68,371 $ 87,172 $ 105,974
Manager III,Planning&Zoning
Manager III,Public Works&Utilities
Assistant Director,Community Development
City Clerk 120 $ 72,473 $ 92,403 $ 112,333
Controller
Deputy Director,Finance
Deputy Director,Public Service 122 $ 82,974 $ 107,866 $ 132,758
Executive Director,CRA
Director,HR&Risk Management 123 $ 88,782 $ 115,417 $ 142,052
Director,Parks&Recreation
Director,Community Development
Director,Finance 124 $ 94,997 $ 123,496 $ 151,995
Director,Public Services
Assistant City Manager 126 $ 108,762 $ 146,829 $ 184,895
City Attorney 128 $ 124,522 $ 168,104 $ 211,687
City Manager 129 $ 133,238 $ 179,872 $ 226,505
4 Evergreen Solutions,LLC Page 5-7
Chapter 5-Recommendations Classification and Compensation Study for the City of Dania Beach,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 the correct calculated
salary. Evergreen Solutions utilized the following method 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
proposed pay grade. If the current salary was already within the proposed pay range, no
adjustment was made.
Utilizing this approach, adjustments were recommended for 9 employees with an approximate
annualized cost of$8,902.This is the approximate cost for salary adjustments(only)and does
not include the associated costs for employee benefits.
Move To Midpoint(Market) - 3 Tier(Class Tenure
In this method, employees' salaries are moved to the market point (defined as midpoint of
the proposed range) based on the total amount of tenure in the current classification.
Employees with less than 2 years in current classification (and at least 1 year total tenure) are
moved closer toward the market point of the proposed pay grade range, employees with
between 2 and 5 years class tenure are moved even closer toward the market point, and
employees with more than 5 years class tenure are moved to the midpoint of the pay grade
range. For example, an employee's salary at 75% of the market point (Compa-Ratio) would be
brought to 79% of the market point if class tenure were less than 2 years, but would be
brought to 90% if class tenure were 2 to 5 years, and to midpoint if class tenure were greater
than 5 years. This option is designed to progress employees to the grade midpoint in no more
than 5 years in a classification. Employee salaries at or above the market point are unaffected.
This option includes the Bring to Minimum cost.
Utilizing this approach, adjustments were recommended for 78 employees with an
approximate annualized cost of $150,552. This is the approximate cost for salary
adjustments (only) and does not include the associated costs for employee benefits.
5.3 COMPENSATION AND CLASSIFICATION SYSTEM ADMINISTRATION
The City'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.
4 Evergreen Solutions,LLC Page 5-8
Chapter 5-Recommendations Classification and Compensation Study for the City of Dania Beach,FL
RECOMMENDATION 4: Adopt the Job Assessment Tool and market data-based methodology
from Evergreen to evaluate new and updated position titles.
The City should adopt the JAT and market-driven approach to be used for all future job
evaluations. This process serves as an unbiased means to capture a snapshot of a position's
current duties and requirements, as well as identify a reasonable level of compensation that
aligns with the grade slotting established during the course of this study. Note that upon
completion of this study, Evergreen will provide the City staff with training on using the study
methodology and tools.
With this process in place, and continued use of the JAT and market data in making
classification and compensation decisions, the City will ensure an equitable system is
maintained.As noted, as part of this project, Evergreen will be providing HR staff with JAT and
Job Force Manager training with access to all the tools necessary to continue this process.
RECOMMENDATION 5: 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 City is having difficulty with
recruitment, the City 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, the City may find it necessary to offer incentives to attract employees for
specific positions and/or to encourage current employees to remain in the position with the
City.
RECOMMENDATION 6: Conduct a comprehensive classification and compensation study
every three to five years.
Small-scale salary surveys can improve the market position of specific classifications
however, Evergreen recommends that a full classification and compensation study be
conducted every three to five years to preserve both internal and external equity for the City.
Changes to classification and compensation occur, and while the increments of change may
seem minor,they can compound over time.A failure to react to these changes quickly has the
potential to place the City in a less than desirable position for recruiting and retaining quality
employees.
The two previous recommendations are intended to maintain the competitiveness over time
of particular job classifications, and classification and compensation structure as a whole, it
is also necessary to review, and if necessary, establish guidelines for determining equitable
pay practices for the City's job classifications.
RECOMMENDATION 7: Review and revise, as appropriate, guidelines for progressing
employee salaries through the pay plan, including procedures for determining salaries of
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Chapter 5-Recommendations Classification and Compensation Study for the City of Dania Beach,FL
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 City 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.
Salary Progression
There are several common methods for salary progression including cost of living adjustments
(COLA)/across the board, time based, and employee performance based. The City intends to
utilize both across the board and individual performance-based methods to progress
employees'salaries in the classification's assigned pay range. It is the City's desire to continue
to link employee performance with eligibility for salary advancement, it will be important to
continue to review this process and as appropriate and make improvements.Training staff on
the purpose of performance evaluations and desired results is 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
classification. It is common for an employee that possesses the minimum education and
experience requirements for a classification to be hired at or near the classification's pay
grade minimum. However, for recruiting and retention purposes, the City should have the
ability to offer salaries to new employees and able to consider prior related experience. It is
recommended that the City maintain this flexibility when establishing new employee salaries.
Promotions
When an employee is promoted to a new classification, it is important to ensure guidelines
are in place for calculating the new salary in the new classification that rewards the employee
as new and added responsibilities are taken on. Reviewing the job classification holistically to
ensure internal equity is maintained in the new classification. For example, a range of three
to seven percent increase is a common increase when promoting an employee into a new
classification.The City should also take into consideration and ensure preservation of internal
equity of employees' salaries within the classification.
Transfers
An employee transfer occurs when an employee is reassigned to a classification at the same
pay grade as the current classification or when an employee's classification stays the same,
but the department changes. In either of these cases, it is likely that no adjustment is
necessary to the employee's salary. The only situation in which a salary adjustment would be
needed for a transferred employee would be if the current salary is not aligned with the
salaries of employees in the new classification or department. Should this occur, it may be
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Chapter 5-Recommendations Classification and Compensation Study for the City of Dania Beach,FL
necessary to adjust the salary of the employee or the incumbents of the 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 City at its desired market position. By implementing the new competitive pay plan and
supportive administration practices, the City will have a responsive compensation and
classification structure for years to come. The upkeep of these recommended systems will
require work, however the City will find that having a competitive compensation and
classification system that encourages strong recruitment and employee retention is well worth
this commitment.
As noted at the beginning of this report: All analyses and recommendations were based on
the current employee data provided to Evergreen at the time of the study. Job classifications
and pay grade assignments were based on the analyses of the position and not on individual
incumbents within the classification. Organizations typically experience significant changes
in its human resources over time, and it is important to identify that the recommendations,
job description revisions, proposed classification titles, and proposed pay grades contained
in this report were based on current data at the time of the study's completion. The City will
be required to make edits and changes as employee movement occurs within the City.
Recommendations and analyses were completed independently by Evergreen Solutions, LLC
as provided in the contract for services to complete a comprehensive Classification and
Compensation Study for the City of Dania Beach.
_-;4� Evergreen Solutions,LLC Page 5-11