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11-21-2013 (City Council) Agenda Packet Wylie City Council CITYF WYLIE NOTICE OF MEETING Special Called Meeting Agenda November 21, 2013 — 6:00 pm Wylie Municipal Complex Council Chambers/Council Conference Room 300 Country Club Road, Building #100 Eric Hogue Mayor Rick White Mayor pro tem Keith Stephens Place 1 Nathan Scott Place 2 Todd Wintters Place 3 Bennie Jones Place 4 Diane Culver Place 6 Mindy Manson City Manager Richard Abernathy City Attorney Carole Ehrlich City Secretary In accordance with Section 551.042 of the Texas Government Code, this agenda has been posted at the Wylie Municipal Complex, distributed to the appropriate news media, and posted on the City website: www.wylietexas.gov within the required time frame. As a courtesy, the entire Agenda Packet has also been posted on the City of' Wylie website: www.wylietexas.gov. The Mayor and City Council request that all cell phones and pagers be turned off or set to vibrate. Members of the audience are requested to step outside the Council Chambers to respond to a page or to conduct a phone conversation. The Wylie Municipal Complex is wheelchair accessible. Sign interpretation or other special assistance for disabled attendees must be requested 48 hours in advance by contacting the City Secretary's Office at 972.516.6020. Hearing impaired devices are available from the City Secretary prior to each meeting. CALL TO ORDER Announce the presence of a Quorum. INVOCATION & PLEDGE OF ALLEGIANCE WORK SESSION • Discussion regarding the Waters Consulting Group, Inc. salary survey, compensation results and recommendations. (J. Butters, Asst. City Manager) RECONVENE INTO REGULAR SESSION November 21,2013 Wylie City Council Regular Meeting Agenda Page 2 of 2 ADJOURNMENT If during the course of the meeting covered by this notice, the City Council should determine that a closed or executive meeting or session of the City Council or a consultation with the attorney,for the City should be held or is required, then such closed or executive meeting or session or consultation with attorney as authorized by the Texas Open Meetings Act, Texas Government Code§551.001 et. seq., will be held by the City Council at the date, hour and place given in this notice as the City Council may conveniently meet in such closed or executive meeting or session or consult with the attorney from the City concerning any and all subjects and for any and all purposes permitted by the Act, including, but not limited to, the following sanctions and purposes: Texas Government Code Section: §551.071—Private consultation with the attorney for the City. §551.072—Discussing purchase, exchange, lease or value of real property. §551.074—Discussing personnel or to hear complaints against personnel. CERTIFICATION I certify that this Notice of Meeting was posted on this 15th day of November, 2013 at 5:00 p.m. as required by law in accordance with Section 551.042 of the Texas Government Code and that the appropriate news media was contacted. As a courtesy, this agenda is also posted on the City of Wylie website: www.wylietexas.gov. Carole Ehrlich,City Secretary Date Notice Removed ETHE WATERS CONSULTING R UP,INC. • Innovative uman Resource Management nt Solutions Council Work Session - Market Analysis Presented to: The Mayor and City Council City of Wylie, Texas November 12,2013 resented ,' .. . . : .F°' °tl °C,a uM' Linda G. Wishard, Director and Senior Consultantfif The Waters Consulting Group, Inc, ., „ ., ,, ,. ,, , ,,,,,—s x, t BSc' x axMV � i. ,, - -- 1 ,. . , .,, ,�„ � � ��" dux ,; x � ,„, t ' ' ' t dy,t, --,,k;:.,!ii::!„,, , , , , ., , \ , 4,' r '} p, r 0ra ill j�x 'y4'F',j. Dallas I Austin I Cleveland Denver , ik. a^ „t', % ��.. �s � v t lin„� D �>t t,; '��„„'�^." ri THE WATERS CONSULTING GROUP,INC. 7 itnitgig innovative Human Resource Management Solutions r � ;• re, r Project Overview r --, r .....> � 7 ., Dallas i Austin [ Cleveland i Denver 002 2013-The Waters Consulting Group,Inc, waters i .com CONSULTING GROUP,INC. THE WATERS 7 1/117 .innovative Human Resource Management Solutions CITY OF WYLIE JOB EVALUATION - COMPENSABLE FACTORS Refer to Copy of Job Evaluation Manual (JEM) Provided Dallas! Austin Cleveland I Denver 7 2 11-The Waters Consulting Group,Inc_ wwaters n i com et s , THE WATERS CONSULTING GROUP, NC. 74/1 . Innovative HumanHumanResource Management Solutions CITY OF WYLIE Job Evaluation System to establish internal equity is complete • Evaluation of general positions using factors that are typically paid- for, measurable qualities, and features or requirements common to all jobs. • Performance at an acceptable level is assumed. • Considered what the job requires most of the time under normal circumstances. • Factors consistently applied across departments • Ratings based on JDQ, Job Evaluation Manual, and Subject Matter Experts • Results in an internal hierarchy of jobs defining relative value is Public Safety and Director positions excluded from this process. Dallas 1 Austin Cleveland I Denver 2013-`I•he Waters Consulting Group,Inc, water L t ng com THE WATERS CONSULTING GROUP,INC..innovative Human Resource Management Solutions CITY OF WYLIE Benchmark Organizations Refer to Attachment Provided Dallas Austin Cleveland Denver 0 2013-The Waters Consulting Group,Inc, watery ' in .Com WATERSzoottgagi:Teaortezpoonitis:vatezwti=oilt ri THE CONSULTING G GROUP INC. market Artetoo Innovative Human Resource Management Solutions ' m►pensable Factors: Formal Education Experience This factor measures the Based on the minimum education minimum formalized training or required for the job, this factor education that is required for measures the degree of entry into the position. experience required for entry into the position. Management/Supervision This factor measures the managerial Interpersonal Skills requirements for achieving results This factor measures the job through people. requirements of interaction with others outside direct reporting Freedom to Act relationships. This factor measures the degree of Technical Skills freedom to exercise authority as This factor measures the job well as assesses the impact of difficulty in terms of the application actions. of the knowledge required by the job. Working Conditions This factor measures the Fiscal Responsibility surroundings or physical This factor measures the conditions under which the work accountability for the annual must be performed. budget and financial management for a department or assigned area of responsibility. Dallas i Austin I Cleveland i Denver CtJ2013h Watets ConsOpig t1tC P,Ir c. waters + s lti .corn WATERSTHE CONSULTING G GROUP,I i Innovative Human Resource Management Solutions74( ."1::',P.11115fillikEROSIttatentiottittitpitiv.desAitouricitiNotksho CITY OF WYLIE Base Pay and Structure Analysis completed ▪ Use of Geographic Differential to adjust for regional differences in cost of labor (reference Slide #8) • Aged data (3%) to effective date of implementation - October 1, 2013 • Use of weighted average salaries for data point of comparison for general jobs • Use of average range minimums for Police/Fire Sworn ranks; placed on step based on years of service Dallas Austin Cleveland Denver " {113_The Waters Con sultin; ros. ,Inc, w t�r ' i ,com WATERSri THE CONSULTING GROUP,INCMarket Analysis t km' ., .Innovative Human Resource Management Solutions11)71/11 and Retain Talented.Employees Council Worksko GEOGRAPHIC DIFFERENTIALS City of Wylie,TX ERI Indicator City of Wylie 104.5 Benchmark Organization ERI Indicator Geo Diff% City of Richardson 104.8 -0.3% City of Carrollton 104.3 0.2% City of Frisco 107.6 -3.1% City of Garland 104.7 -0.2% City of Keller 99.9 4.6% City of Lancaster 103.6 0.9% City of McKinney 103.4 1.1V0 City of Murphy 104.8 -0,3% City of New Braunfels 94.9 9.6% City of Plano 104.7 -01% City of Rockwall 104.5 0.0% City of Rowlett 103.5 1.0% City of Sachse 104.7 -0.2% City of San Marcos 100.3 4.2% City of Missouri City 103.2 1.3% City of Wylie -All Industries 104.5 0.0% Completed Survey or Provided New Data Dallas Austin Cleveland I Denver CO 2013-The Wat "rs t r,r si stir „ r p,in;: waters onsultin .corn r" THE WATERS CONSULTING GROUP,INC. 7/4/71 L_ Innovative Human Resource Management olutio s IF SALARY AGING City of Wylie, TX SALARY ADJUSTMENTS REPORTED BY BENCHMARK ORGANIZATIONS Annual Salary Adjustment Percentages 2013 20123 Organization Budgeted Actual 2014 Budgeted City of Frisco 3.00% 3.00% N/A City of New Braunfels 3.00% 3,50% N/A City of Rowlett 3,00% 3,00% 3.00% City of Sachse N/A N/A N/A City of San Marcos 2.00% 2.00% N/A City of Rockwall 4.00% 4.00% N/A City of Garland N/A N/A N/A City of McKinney 3.00% 3.00% 3.00% City of Murphy 3.00% 3.00% N/A Average 3,00% 3.07% 3.00% Dallas l Austin i Cleveland I Denver .00 2013-"rhe Waters Consuftmg Stoup,Inc watersc Wti .com CONSULTING GROUP,INC.THE WATERS L innovative Human Resource Management Solutions74( MARKET ANALYSIS Reference Market Analysis Tab in Workbook • Survey Job 102 - Administrative Assistant (begins on row 49) • Survey Job 123 - Dispatcher (begins on row 990) Dallas Austin Cleveland Denver co 2 1.3- he Wate s nst itin,,Group,Inc, waters n lth .com THE WATERS CONSULTING GROUP,INC. a innovative Human Resource Management olutio s CITY OF WYLIE MARKET SUMMARY - GENERAL Reference Market Summary - General Tab in Workbook • Survey Job 102 - Administrative Assistant (begins on row 22) • Survey Job 123 - Dispatcher (begins on row 35) Dallas i Austin Cleveland I Denver ©2013....she Waters Consulting Group,Inc, waters n a lth n »corm g THE WATERS CONSULTING G GROUP,INC. Innovative Human Resource Management Solutions11)71( CITY OF WYLIE Structure Design Changes for General Positions • Use geographically adjusted, weighted average salaries as midpoint target for structures • Use job evaluation for placement of positions in structures • Using market data, develop structures competitive with market at 100% of benchmark average salaries • Update range spreads (from entry to maximum rate of pay) to reflect market trends 11 s Austin Cleveland Denver 2013 The Waters Consorting Group,inc. waters iti , om ........................................................................................................................................................................................................................................................................................................................................................................................................ THE WATERS CONSULTING GROUP,INClitit ,w. a m ro .�..,,,..Po.,.....,,.:,' W.. !a,�,m. w: ..t".wo,^ro..", 8 d ' , 'and Retain Talented'gmPiCiVoes*Council Wodisli° ' ''' , �.i� gym.:;..", ..;u.-:::"....:e::.:,., .. .¢. . ...... ".., .o roa © Innovative Human Resource Management Solutions �_. 0 I .V"I"\ OF WY1..Ii~Ir City of Wylie, TX Current Pay Structure With Market Geo Adjusted Weighted Average Base Salaries $185,000.00 $175,000.00 $165,000.00 $155,000.00 $145,000.00 $135,000.00 $125,000.00 $115,000.00 $105,000.00 $95,000.00 $85,000.00 $75,000.00 aporOlir iforirrommiowilhigk $65,000.00 $55,000.00 $45,000.00 $35,000.00 $25,000.00 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 Dallas i Austin 1 Cleveland 1 Denver D 201 3-The Waters ConsuIiing Group,Inc, waters r r ,.com ........................................................................................................................................................................................................................................................................................................................................................................................................ THE WATERS CONSULTING GROUP,INCtit ,w. r a m ro ,,..Po.,.....,,:,. W.. !a,�m.aTM,,w: ..t".wo�^ro..". m^?. :,'ia'. ...,. 8 .d.Po... e.,.. " .. .iris ".., .o roa�. ::'�;�;.�° �::5;°�,� �;�^-„�' © Innovative Human Resource Management Solutions { S � .p� , � ir Structure Development Methodology- General Positions Proposed Pay Structure w/o Public Safety With Market Geo Adjusted Weighted Average Base Salaries 1 0,000 100,000 90,000 80,000 <- 70,000 60,000 50,000 40,000 30,000 20,000 r , 100 101 102 I ,,,, Min Mid Max • All Orgs Wtd A 1 1 112 113 114 115 Dallas i Austin Cleveland Denver It)2013-The Wafers Consullea6( r tii0,Inc watersconstsiting.com THE WATERS CONSULTING GROUP,INC. 0 s ilgm Innovative Human Resource Management oluti s CITY OF WYLIE Structure Development Methodology-Police/Fire Sworn Positions • Use market average ranges to develop proposed structure • Each individual rank minimums adjusted to market average minimums • Use market spread for each rank • Designed current steps within each range (2.5% between steps) • Placed incumbents on nearest step based on years of service per client request Dallas Austin Cleveland Denver co 2013-Tse Waters Consulting Group,Inc. waters r sultin, .com ................................................................................................................................................................................................................................................................................................................................................................................................... auliamg 'Ilegt""CC401PensatlRil,SVotaMs to Attract i' THE WATERS CONSULTING GR OVt INC. 74/71 �v.:. ..,. t�>' m.: ,;wpapa:..::';w;.'✓^O'od x7.wg.tro^..1;d i,�,^yi2aN:i:i E w7ld�olaif"^i:��a Innovative Human Resource Management Solutions Ir Structure Development Methodology- Police Sworn Positions Proposed Police Pay Structure With Market Geo Adjusted Average Range Minimum and Maximums 95,000 85,000 75,000 65,000 , 55,000 45,000 1 2 3 4 5 6 Min Mid Max ► Geo Adjusted Market Weighted Average Base Salary Dallas I Austin Cleveland Denver C13 2013.. he Waters ConsuiI n3 Gramp,Inc waters^ rn+ in .eom ........................................................................................................................................................................................................................................................................................................................................................................................................ and Retain Talented.EmplOvena*Ceena WntRalleD THE WATERS CONSULTING GROUP INC ,. gym..�, .:,. .. "1 . �� .�.......:.. �.... .��. ,......a :� .,,'...�.o � ro Innovative Human Resource Management Solutions ���'v'��f'�w `�'���p. � l�U Ir Structure Development Methodology- Fire Sworn Positions Proposed Fire Pay Structure With Market Geo Adjusted Average Range Minimum and Maximums 95,000 85,000 65,000 55,000 45,000 1 2 3 4 5 6 7 Min Mid Max Geo Adjusted Market Weighted Average Base Salary Dallas Austin ! Cleveland Denver co 2013 The Watetrvs onsuhtng Group,Inc. waters ' U g com i THE WATERS CONSULTING G GROUP,INC. market Artelyso km' Innovative Human Resource Management Soiuti s7/1111 anti koala Talented.EmpkiveeS Councif l r ,r;• .1 rid,: i ;n. n rt\ i ) r ,:) WCG Recommendations st Adopt four proposed pay structures at 100% market average mi Adjustment to incumbent pay to minimum of proposed ranges • Estimated cost: $196,752.23 O Affects 110 employees 51 Adjustment of 2.5% of the new range minimum for each full year of service • Estimated cost: $261,202.55 • Affects 113 employees Ni Adjustment to current step for Sworn incumbents (fixed hourly rates for PT Firefighters at client request) o Estimated cost: $456,055.74 o Affects 86 employees • Total Estimated cost: $914,010.52* *does not included associated benefits costs Dallas Austin Cleveland Denver )2C13 TI r Was rs o suin us(,up.Ince waters n i .com CONSULTING GROUP, t., THE WATERS INC.NC. � o ugs t o °ot innovative Human Resource Management Solutions 7/1111 CITY OF WYLIE City of Wylie Recommendation Discussion lead by City management regarding methodology for Compa-Ratio Adjustment versus Time in Position Dallas Austin Cleveland Denver 2013 -- 'e Waters Censuffing Group,Inc, waters t ng com fit( S CONSULTING G GROUP INC. Innovative Human Resource Management Solutions " CITY OF WYLIE One Time Implementation at Client Request • Adopt four proposed pay structures at 1001 market average • Adjustment to match compa ratio in current structure • Estimated cost: $634,823.36 • Affects 180 employees • Adjustment to market (Executives only) o Estimated Cost: $107,229.69 O Affects 8 employees • Adjustment to current step for Sworn incumbents (hourly rates for PT Firefighters at client request) O Estimated cost: $456,055.74 • Affects 86 employees • Total Estimated cost: $1,198,108.79* *does not included associated benefits costs Dallas Austin Cleveland Denver "7 2013..The Wagers Consulting Groupi Pnr. waters tr .eom ...Yologigiastitialtatiomotoolutiamoviidetttr Ana S CONSULTING G GROUP I THE WATERS NC. � � Innovative Human Resource Management Solutions74/1 CITY OF WYLIE Two Year Implementation at Client Request: Year One • Adopt four proposed pay structures at 100% market average • Adjustment to match compa ratio in current structure • Estimated cost: $333,282.27 • Affects 180 employees • Adjustment to market (Executives only) • Estimated cost: $56,295.59 • Affects 8 employees • Adjustment to current step for Sworn incumbents (hourly rates for PT Firefighters at client request) O Estimated cost: $239,429.26 • Affects 86 employees • Total Estimated cost: $629,007.12* *does not included associated benefits costs Dallas Austin Cleveland Denver OD 2°13..lithe Waters Consulting Group,Inc, waters l .com ri and Retain talented.Employees Councif Worksimil market Analysis 1E WATERS CONSULTING GROUP,I Innovative Human Resource Management solutions Two Year Implementation at Client Request: Year Two • Adopt four proposed pay structures at 100% market average • Adjustment to match compa ratio in current structure 0 Estimated cost: $310,541.10 O Affects 180 employees m Adjustment to market (Executives only) O Estimated cost: $50,934.10 • Affects 8 employees 141 Adjustment to current step for Sworn incumbents (hourly rates for PT Firefighters at client request) O Estimated cost: $216,626.47 O Affects 86 employees le 2.5% annual step increase for Public Safety O Estimated Cost: $100,824.03 O Affects 67 employees • Total Estimated cost: $669,925.71* *does not included associated benefits costs Dallas Austin Cleveland Denver c}101L3 The V'Jltnr° Consulting Groiv Inc. waters n i it .corn ........................................................................................................................................................................................................................................................................................................................................................................................................ 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THE WATERS CONSULTING GROUP,INC. km' Innovative Human Resource Management Solutions7/1/It end Retain Talented.Employees Conned Wotiono Market Competitiveness All Market Data (Market Adjusted Weighted Average Salary) Combined Exempt/Non-Exempt Positions at Pay range midpoint -4.7I* • Salaries -5.9%* Executive Positions • Pay range midpoint -8.61* • Salaries -6.71* *Competitiveness varies by position and rank Dallas Austin I Cleveland Denver 23 2013 Thr: Waters Con suit rrs. r.Grtr, wat r ' i .co WYLIE, TX POTENTIAL BENCHMARK ORGANIZATIONS FOR SALARY SURVEY April 2013 ERI Land People Factor Population Median Median Area Per (Cost of Salaries Population Change Household House Value (Sq. Square Geographic Geographic Organization County (July 2011) Since 2000 Income 2009 2009 Miles) Mile Differntial) Differential Wylie,TX Collin 41,753 175 90% $ 67,572 $ 159,514 19.40 2,156 104.5 &a Local Cities- Population size medium 1 Bedford, TX Tarrant 47,183 0.10% $ 59,386 $ 154,325 10.00 4,717 100.0 4.5% 2 DeSoto, TX Dallas 49,194 30.70% $ 57,537 $ 149,561 21.60 2,280 103.9 0.6% 3 Grapevine, TX Tarrant 46,536 10.60% $ 73,131 $ 210,566 32.30 1,442 99.2 5.3% 4 Hurst, TX Tarrant 37,496 3.40% $ 52,094 $ 139,618 9.90 3,786 98.9 5.6% 5 Keller, TX Tarrant 39,804 45.60% $ 113,760 $ 261,421 18.40 2,159 99.9 4.6% 6 Lancaster, TX Dallas 36,470 40.80% $ 47,154 $ 114,579 29.30 1,245 103.E 0.9% 7 Little Elm, TX Denton 26,077 615.20% $ 75,806 $ 156,246 4.85 5,375 104.5 0.0% 8 Mansfield, TX Tarrant 56,611 102.00% $ 84,855 $ 180,944 36.50 1,552 103.0 1.5% 9 Murphy, TX Collin 17,848 475.90% $ 107,806 $ 253,186 5.25 3,397 104.8 -0.3% 10 Rockwall, TX Rockwall 37,937 111.00% $ 76,958 $ 206,497 22.30 1,703 104.5 0.0% 11 Rowlett, TX Dallas 56,406 26.70% $ 79,293 $ 159,904 20.20 2,789 103.5 1.0% 12 Sachse, TX Dallas 20,423 109.40% $ 82,219 $ 171,362 9.73 2,098 104.7 -0.2% 13 The Colony, TX Denton 36,580 37.90% $ 79,176 $ 145,379 13.70 2,678 104.5 0.0% Local Cities- Popluation size large 14 Allen, TX Collin 84,913 95.00% $ 100,843 $ 197,500 26.30 3,224 107.6 -3.1% 15 Carrollton, TX Dallas 119,729 9.30% $ 64,094 $ 172,500 36.50 3,283 104.3 0.2% 16 Frisco, TX Collin 117,871 249.60% $ 101,972 $ 238,600 69.90 1,687 107.6 -3.1% 17 Garland, TX Dallas 227,559 5.50% $ 49,504 $ 117,400 57.10 3,985 104.7 -0.2% 18 McKinney, TX Collin 132,140 143.00% $ 74,784 $ 188,800 58.00 2,277 103.4 1.1% 19 Mesquite, TX Dallas 140,245 12.60% $ 50,057 $ 112,400 43.40 3,230 104.E -0.1% 20 Plano, TX Collin 261,888 18.00% $ 77,140 $ 212,000 71.60 3,659 104.7 -0.2% 21 Richardson, TX Dallas 99,660 8.60% $ 60,059 $ 179,200 28.60 3,489 104.8 -0.3% Regional Cities-Other Texas Metro Areas 22 Conroe, TX Montgomery 57,466 56.10% $ 43,897 $ 125,550 37.80 1,521 103.5 1.0% 23 League City, TX Galveston 83,961 84.80% $ 86,085 $ 177,900 51.20 1,639 103.4 1.1% 24 Missouri City, TX Fort Bend 67,964 28.40% $ 83,424 $ 169,900 29.70 2,289 103.3 1.2% 25 New Braunfels, TX Comal 58,226 59.50% $ 58,584 $ 171,609 29.20 1,991 94.9 9.6% 26 San Marcos, TX Hays 45,205 30.20% $ 26,357 $ 123,301 18.20 2,483 100.3 4.2% Supplemental Information Dallas, TX Dallas 1,201,715 1.10% $ 39,829 $ 135,600 342.50 3,508 105.1 -0.6% Greenville, TX Hunt 25,624 6.90% $ 37,471 $ 86,811 33.90 756 103.6 0.9% Highland Park, TX Dallas 8,591 -2.80% $ 172,353 $ 996,332 2.24 3,836 103.5 1.0% University Park, TX Dallas 23,130 -0.80% $ 139,007 $ 917,648 3.72 6,217 103.5 1.0% Private Sector Data-Published Surveys Economic Research Institute Salary Assessor Job Evaluation Manual Iry Section I — Introduction Point Factor Job Evaluation Job evaluation, more precisely, Point Factor Job Evaluation, is a systematic and formal process by which management creates a job worth hierarchy within an organization. A point factor method of job evaluation determines the relative worth of jobs in terms of the levels of skills, efforts, and responsibilities (job content) associated with the jobs. In this method, the requirements of competent performance of the job are considered, and not the individual in the job. Compensable Factors Section II — Compensable Factors, lists the factors that will be used to evaluate each job within your organization. Compensable factors are paid-for, measurable qualities, features, requirements, or constructs that are common to many different kinds of jobs. These factors are qualities intrinsic to the job and must be addressed in an acceptable manner if the job is to be performed satisfactorily. In addition to being quantifiable, compensable factors should be relatively easy to describe and document, and those Levels With levels attached to the compensable factors, quantitative differences can be developed for different levels of the factor. Levels provide a measurement scale for rating each factor, and make it possible to develop an orderly approach for measuring each job relative to every other job. Weighting Compensable Factors When reviewing the objectives of the organization, it may be that some factors are more important than others. When this occurs, weighting each factor by its relative importance in the plan of organizational philosophy, policy, and objectives is necessary. Name of Person Completing this Document: Job Title of Person Completing this Document: Job Title Being Evaluated: Department: Deadline: Please return your completed JEM via email by Monday, June 3, 2013. Page 1 ©2012-The Waters Consulting Group, Inc. 800.899.1669 www.watersconsulting.com Job Evaluation Manual Iry Section I — Introduction (continued) A Point Factor Job Evaluation System has a unique total number of points assigned to each factor and to each degree/level of a factor. After developing factor weights and measurement levels for determining job point-score differences, the final result is an established hierarchy of jobs with different rates or ranges of pay for each job. Implementation of Job Evaluation Job Evaluation Guidelines and Instructions Guidelines For each compensable factor, select the one level that best describes what is for rating required by the job or is descriptive of the job. In deciding which level is most jobs appropriate, consideration is given to what the job is or requires most of the time and under normal circumstances. Assume the job is being done well and performed in a competent manner. All jobs require each of these factors to some degree. The definitions given for the defined levels are to be considered as guideposts, not as absolutes. Page 2 ©2012-The Waters Consulting Group, Inc. 800.899.1669 www.watersconsulting.com Job Evaluation Manual 1 Yt.tt Section II — Compensable Factor Definitions FORMAL EDUCATION - This factor measures the minimum formalized training or education which is required for entry into the position. Entry Note: This measures minimum requirements, not preferences. into Position FORMAL EDUCATION Work requires the ability to read and understand written instructions, to understand 1. 0 simple processes and the routine operation of machines. Level of knowledge is equivalent to less than high school or equivalency. 2 ❑ Work requires knowledge necessary to understand basic operational, technical, or office processes. Level of knowledge equivalent to four years of high school or equivalency. Work requires knowledge of a specific vocational, administrative, or technical nature that may be obtained with six-months/one year of advanced study or training past the high 3. 0 school equivalency. Community college, vocational, business, technical or correspondence schools are likely sources. Appropriate certification may be awarded upon satisfactory completion of advanced study or training. Work requires knowledge of a specific vocational, administrative, or technical nature ❑ which may be obtained with a two year associate's degree, diploma or equivalent from a 4. college, technical, business, vocational, or correspondence school. Appropriate certification may be awarded upon satisfactory completion of advanced study or training. Work requires broad knowledge in a general professional or technical field. Knowledge 5. 0 is normally acquired through four years of college resulting in a Bachelor's degree or equivalent. Work requires specialized knowledge in a professional or technical field. Work requires 6 0 professional level of knowledge of a discipline equivalent to that which is acquired in a Masters degree-level of study or appropriate certification, Professional Engineer, Law Degree, Certified Public Accountant. Page 3 ©2012-The Waters Consulting Group, Inc. 800.899.1669 www.watersconsulting.com u. Job Evaluation Manual Iry I =t.r Section II — Compensable Factor Definitions EXPERIENCE - Based on the minimum education required for the job, identify the degree of experience required for entry into the position. Entry Note: This measures minimum requirements, not preferences. into Position EXPERIENCE 1. 0 No experience required. 2. 0 Under and including one year. 3. 0 Over one year up to and including three years. 4. 0 ; Over three years up to and including five years. 5. 0 Over five years up to and including seven years. 6. ❑ Over seven years up to and including nine years. 7. 0 Over nine years experience. Page 4 ©2012-The Waters Consulting Group, Inc. 800.899.1669 www.watersconsulting.com 7 lob Evaluation Manual lc1 r ", wy),i"t - - Section II — Compensable Factor Definitions MANAGEMENT & SUPERVISION - This factor measures the managerial requirements for achieving results through people. Check the appropriate number(1a—5b). Degree of Complexity of Work Performed by Those Being Supervised MANAGEMENT & SUPERVISION -NATURE OF SUPERVISION- Semi-complex Complex 1• Job has no responsibility for the direction or supervision of others. ❑ 1a n/a 2. Work requires the occasional direction of helpers, assistants, seasonal employees, interns,or temporary employees. 0 2a 0 2b Work requires functioning as a lead worker performing essentially 3. the same work as those directed, and includes overseeing work ❑ 3a 0 3b quality,training, instructing, and scheduling work. Work requires supervising and monitoring performance for a regular group of employees or department including providing 4. input on hiring/disciplinary actions and work objectives/ ❑ 4a 0 4b effectiveness, performance evaluations, and realigning work as needed. A first line supervisor typically performs these functions. Work requires managing and monitoring work performance of a 5 division including evaluating program/work objectives and effectiveness, establishing broad organizational goals and 0 5a 0 5b realigning work and staffing assignments for the department. Page 5 ©2012-The Waters Consulting Group, Inc. 800.899.1669 www.watersconsulting.com N�� �w��m��N�� ���N�m�� � m�� ���m��mm��� m��mm��m m v Section UU _ CompensabUe Factor Definitions HUMAN COLLABORATION SKILLS ' This factor measures the job requirements of personal interaction with others outside direct reporting relationships as well as the impact the job has on or8onioatimna|, departmental or unit objectives, the output wfservices, or employee or customer satisfaction. Interaction =The general public :� m K8av |nc|udm Vn|untoe U :)Other divisions within the organization and its branches including boards and U commissions :){}ther cities, governmental organizations orofficials ZVendors/Supp|iersof prod uots/sen/ioes Likely Impact on the Organization COLLABORATION SKILLS Moderate High j. Work requires regular interaction involving exchange and [] 1a 0 1b receipt ofinformation. Work may require providing advice to others outside direct reporting relationships on specific problems or general policies. 2' Contacts may require the consideration of different points of [] 2m [] 2b view to reach agreement. Elements of persuasion may be necessary to gain cooperation and acceptance ofideas. Decisions regarding implementation of policies maybe made. Contact may involve support of controversial positions or the 3. negotiation of sensitive issues or important presentations. [] 3m [] 3b Contacts may involve strossfu|, negative interactions with the public requiring high levels of tact and the ability to respond to aggressive interpersonal interactions. Recommendations regarding policy development and implementation are mode and/or recommended. Evaluates customer aaUateodon, dava|upu cooperative euuooiaUona. and 04m 04b 4' utilizes resources to continuously improve customer satisfaction. Final decisions regarding policy development and implementation are made and/or recommended. Interaction 5' with others outside the organization requires exercising [] 5m O 5b participative management skills that support team efforts and quality processes. Page @zo1z'The Waters Consulting Group, Inc. 800a99.1*69 w*mw.=atorsoonvv|bng.00m N�� �w��m��N�� ���N�m�� � m�� ���m��mm��� m��mm��m m v Section UU _ CompensabUe Factor Definitions FREEDOM TO ACT AND IMPACT OF ACTION ' This two-dimensional factor first considers the extent the job incumbent is free to act in the absence of supervision or standard operating policies and procedures. It also assesses the degree to which achieving or mishandling of the situation by the job incumbent could affect financial, public, or employee relations aspects of the organization. Limitations on ZSupervisnryonntnn| |ndmpendoncmK8aV :DTho nature of the work Include :DEstab|ishedprooedunas ZLega| oonshoints Impact oyAction Moderate: Significant: FREEDOM TO ACT Moderate benefits or costs in Considerable benefits o,costs in time,money,o,public/employee time, money o,public/employee relations. relations. Receives Immediate Direction: The employee normally performs the duty assignment after receiving 1' detailed instructions as to methods. [] 1a [] 1b pnnoodunas, and desired end results with little room for deviation. The immediate supervisor may, at times, provide close and constant review. Receives Direction: The employee normally performs the duty assignment after receiving 2 general instructions as to methods, ' procedures, and desired end results. [] 2a [] 2b There is some opportunity for discretion when making selections among a few, easily identifiable choices. The assignment is usually reviewed upon completion. (Continued on Next Page) Page @zo1u'The Waters Consulting Group, Inc. 800a99.1*69 w*mw.=atorsoonvv|bng.00m N�� �w��m��N�� ���N�m�� � m�� ���m��mm��� m��mm��m m v (Continued from Previous Page) PFKEEQOK8 TO ACT AND IMPACT OF ACTION ' This two-dimensional factor first considers the extent the job incumbent is free to act in the absence of supervision or standard operating policies and procedures. It also assesses the degree to which achieving or mishandling of the situation by the job incumbent could affect financial, public, or employee relations aspects of the organization. Limitations on ZSupen/isnryonntnn| |ndapendennaK8oV :)The nature nf the work Include :)Established procedures ZLega| oonshoints Impact ofAction K8qdmnote Significant: FREEDOM TO ACT Moderate benefits nr costs intime, Considerable benefits nr costs in money,orpublic/employee time, money orpublic/employee relations. relations. Receives General Direction: The employee normally performs the job by following established �' standard operating procedures 03a [] 3b and/or policies. There is o choice of the appropriate procedure orpolicy to apply to duties. Performance reviewed periodically. FKonmivoa Limited Direction: The employee normally performs the duty assignment according to 4 his or her uvvnjudgment, requesting ' supervisory assistance only when [] 4a [] 4b necessary. Special projects are managed with little oversight and assignments may bereviewed upon completion. Performance reviewed periodically. Receives Administrative Direction: The employee normally performs S. the duty assignments within broad parameters defined by general 0 Sm 0 Sb organizational requirements and accepted practices. End results determine effectiveness of job performance. Page @zo1z'The Waters Consulting Group, Inc. 800a99.1*69 w*mw.=atorsoonvv|bng.00m Job Evaluation Manual 1 Yf.tt Section II — Compensable Factor Definitions TECHNICAL SKILL — This factor measures the technical job difficulty in terms of the application of the technical skill required by the job. It measures job requirements of complex factors, legislative issues, analysis, and problem solving. The work is performed using technical skills learned either on the job or in an educational setting. Entry Note: This measures minimum requirements, not preferences. into Position Application of Skill TECHNICAL SKILL Standard: Advanced: Comprehensive: Work product Affects accuracy of Consequences of primarily affects unit multiple projects work affect large processes groups as well as the customer-base at large Basic: Work requires the use of standard 1. technical skills appropriate to the work ❑ la 0 lb 0 lc environment of the organization. Skilled: Work requires a comprehensive, practical knowledge of a technical field 2. with use of analytical judgment and ❑ 2a 0 2b 0 2c decision-making abilities appropriate to the work environment of the organization. Advanced: Work requires advanced skills and knowledge in approaches and systems, which affect the design and 3. implementation of major programs ❑ 3a 0 3b 0 3c and/or processes organization-wide. Independent judgment and decision- making abilities are necessary to apply technical skills effectively. Page 9 ©2012-The Waters Consulting Group, Inc. 800.899.1669 www.watersconsulting.com Job Evaluation Manual Iry Section II — Compensable Factor Definitions FISCAL RESPONSIBILITY-This factor measures the accountability and participation, if any, as it relates to the fiscal accountability for one's department or assigned area(s)of responsibility. FISCAL RESPONSIBILITY 1. ❑ Position has no fiscal responsibility. 2. ❑ Position has limited fiscal responsibility. May assist in the collection of data in support of recommendations for departmental budget allocations. May monitor division or program/project level budget and expenditures. 3. ❑ Position has moderate fiscal responsibility. May be responsible for the billing, collection and/or accounting of funds. May be responsible for the handling and balancing of cash. 4. ❑ Position has major fiscal responsibility. Is responsible for department-wide financial decisions. Assures that appropriate linkages exist between budget requests and departmental goals and objectives. Monitors budget plan, and adjusts as necessary. 5. ❑ Position has county-wide fiscal responsibility. Assures that appropriate linkages exist between county-wide budget, funding limitations and services levels, to meet specific departmental and organizational goals. Monitors progress toward fiscal objectives and adjusts plans as necessary to reach them. Prepares county financial statements and budget reports. Page 10 ©2012-The Waters Consulting Group, Inc. 800.899.1669 www.watersconsulting.com �� Jmw� Evamwmatiommm�Manual m ft Section UU _ CompensabKe Factor Definitions WORKING CONDITIONS — This factor measures the surroundings or physical conditions under which the work must be performed, to the extent towhich they make the position disagreeable. Where working conditions vary with specified work assignments the degree selected must represent the avmnaqmmf all the conditions encountered. NOTE: To receive a rating of 2a or higher, the work must be performed while exposed to conditions making the job noticeably unpleasant (dirt, dust, heat, oo|d, noise ndo/o, etc.) and/or while exposed to risk of major injury including loss of life orlimb. Physical Effort Little Occasional Frequent WORKING CONDITIONS Physical effort Physical effort Physical effort is is required. is required. required. Good: Relatively free from unpleasant environmental conditions 0 le 0 1b 0 1n 1' or hazards. Office environment. Satisfactory: Occasional exposure [] 2a [] 2b [] 2c 2. to unpleasant environmental conditions and/or hazards. Occasional outside work. Disagreeable: Frequent exposure tn unpleasant environmental [] 3m [] 3b [] 3m 3. conditions and/or hazards. Majority of work performed outside orwith exposure torisk. _END OF JOB EVALUATION MANUAL- Page 11 @2O12-The Waters Consulting Group, Inc. 800.899.1809 vmww.mmtumoonuuKing.00m DEFINITIONS OF COLUMN AND ROW HEADERS ON MARKET ANALYSIS SHEET Columns Headers from Left to Right: Survey: Survey from which data is provided (WCG represents the custom survey conducted by WCG). A list of published survey used is provided on a separate tab in the Market Analysis File. Survey Participant/Published Survey Cut: Name of the organization that provided data or the survey cut from the published survey. Survey Job Title: City of Wylie's job title that was surveyed. Survey Job Number: Number assigned by WCG for the job surveyed. Participant Matching Title: Title the survey participant matched to the surveyed job title, or title of job from published survey. Part Match Level: Indicates how close a match the participant's position is to the surveyed position, based on the survey job summary. E indicates the participant's job is an equal match, L indicates the participants' job has lower job requirements or responsibilities, and H indicates the participant's has higher requirements and responsibilities. FLSA: Exemption status of the participant's matching job, which indicates if the position is exempt from overtime pay or non-exempt, and therefore eligible for overtime pay. # of Incs.: Number of incumbents reported in the participant's matching job. Max # Incs: If the number of incumbents reported by one participant is significantly higher than the number reported by other participants and the average data is being skewed by the data for that participant, the number of incumbents for that participant is reduced to the next highest number of incumbents. Geo Diff %: WCG uses cost of labor factors from the Economic Research Institute (ERI) to apply geographic differentials to salary data from different geographical areas, thus ensuring data provided by participants from higher and lower cost of labor areas is not skewing the market data. The Geo Diff% is the percent the salary data is increased or decreased to make it comparable to City of Wylie's location. Geo Adjusted Base Salary: The participant's aged base salary that has been geographically adjusted. Aged Avg Base Salary: The average base salary reported by the participant that has been aged by 3.0% to the implementation date of 10/1/13. Aged Low Salary: The lowest base salary reported by the participant that has been aged by 3.0% to the implementation date of 10/1/13. Aged High Salary: The highest base salary reported by the participant that has been aged by 3.0 to the implementation date of 10/1/13. Range Minimum: Actual pay range minimum for the participant's matching positions. Range Midpoint: Actual pay range midpoint for the participant's matching positions. Range Maximum: Actual pay range maximum for the participant's matching position. Geographically Adjusted Range Minimum: Geographically adjusted actual pay range minimum for the participant's matching position. Geographically Adjusted Range Midpoint: Geographically adjusted actual pay range midpoint for the participant's matching position. Geographically Adjusted Range Maximum: Geographically adjusted actual pay range maximum for the participant's matching position Row Headers: No. of Participants: Total number of participants who provided data for a position. No. of Incumbents: Total of incumbents reported by all participants. (If the maximum number of incumbents has been adjusted for any organizations to prevent skewing of the data, this number will reflect the adjusted number of incumbents.) Median Market Data: Represents the data point that is higher than 50% of all other data in the sample. Average Market Data: Simple average of all data reported by all participants. Weighted Average Data: Incumbent weighted average of all data reported (The total of number of incumbents is multiplied by the average geographically adjusted aged salary or aged salary for each participant; the sum of this calculation for all participants is divided by total number of incumbents reported for all organization to obtain the incumbent weighted average). Report by Public Sector, Private Sector and All Organizations (50% weighting for both public and private sector). City of Wylie's Current Average Salary vs. Market Salary: Actual base salary (average base salary for multiple incumbents) for a position compared to the geographically adjusted weighted average, simple average, and weighted average of all salary data for a position. City of Wylie's Midpoint Salary vs. Market Salary: Current pay range midpoint for a position compared to the geographically adjusted weighted average, simple average, and weighted average of all salary data for a position. MARKET SUMMARY SHEET COLUMN DEFINITIONS Survey Job Number: Job number assigned to the surveyed job. Survey Title: Title of the surveyed job City of Wylie's Data: Title: City of Wylie's job title that matches the surveyed job Proposed Title: Title recommended by WCG based on Job Evaluation. FLSA: City of Wylie's Current FLSA designation Grade: City of Wylie's Current Structure # Incs: City of Wylie's current number of employees in the position Average Base Salary: City of Wylie's average salary for all employees in the position Min: City of Wylie's current pay band minimum Midpt: City of Wylie's current pay band midpoint Max: City of Wylie's current pay band maximum Range Spread: The percent of spread from Pay Range Minimum to Pay Range Maximum Current Salary Compa Ratio: City of Wylie's average base salary compared to Pay Range Midpoint. City of Wylie Compared to Market Geographically Adjusted Weighted Average Base Salary: Base Salary: City of Wylie's average base salary for a benchmark position compared to the market geographically weighted average base salary (or market weighted average base salary) for that position, broken out by Public Sector, Private Sector, and All Organizations. Grade Midpoint: City of Wylie's current pay band midpoint compared to the market geographically weighted average base salary (or market weighted average base salary) for that position, broken out by Public Sector, Private Sector, and All Organizations. Survey Data: Participants: Number of participants reporting data for a position, broken out by Public Sector, Private Sector and All Organizations. ERI indicates data is from the ERI Salary Assessor which does not provide number of participants. Incumbents: Number of incumbents reported by all participants broken out by Public Sector, Private Sector and All Organizations. ERI indicates data is from the ERI Salary Assessor, which does not provide number of participants. Weighted Average Base Salary: Market weight average base salary for the position, broken out by Public Sector, Private Sector, and All Organizations. Average Pay Range: Market average range minimum, midpoint and maximum. Market Range Spread: Percent of spread from market average range minimum to market average range maximum. Grade Avg: Average of all Geographically Weighted Average Base Salaries for benchmark positions. Proposed Structure Min: WCG proposed grade minimum Mid: WCG proposed grade midpoint Max: WCG proposed grade maximum Range Spread: Percent spread from proposed range minimum to proposed range maximum Midpt Prog: Percent of progression from a grade midpoint to the next higher grade midpoint New Grade Midpt to Market: The proposed grade midpoint for a position compared to the geographically adjusted weighted average base salary for that position. Avg Client Salary to New Range Midpt: City of Wylie's average base salary for a position compared to the proposed pay range midpoint for that position. Midpt Change %: Percent of change between the current grade midpoint for a position and the proposed range midpoint for that position.