1994-044 Approves Wage & Pay Plan Study1
RESOLUTION NO. 44-94
A RESOLUTION OF THE VILLAGE COUNCIL OF THE
VILLAGE OF NORTH PALM BEACN, FLORIDA,
APPROVING AND ADOPTING THE WAGE AND PAY PLAN
STUDY FOR THE VILLAGE OF NORTH PALM BEACH
DATED JULY, 1994, PREPARED BY CODY AND
ASSOCIATES, INC. ATTACHED AS EXHIBIT "A", AND
SELECTING THE OPTION TO ADJUST THE SALARIES OF
THOS F. EMPLOYEES IN A CLASSIFICATION AT .5$
(PERCENT) PF,R YF,AR AT CURRENT POSITIONS UP TO
A MAXIMUM OF 5$ (PERCENT) WHEN THE PROPOSED
RANGE. AFFECTS MORE. THAN (1) EMPLOYEE IN ANY
CLASSIFICATION; AND, PROVIDING FOR AN
F,FFECTIVE DATE.
~.
BE IT RESOLVED BY THE VILLAGE COUNCIL OF NORTH PALM BEACH,
FLORIDA:
Section 1. The Village Council of the Village of North Palm
Beach, Florida, does hereby approve and adopt the Wage and Pay Plan
Study for the Village of North Palm Beach dated July, 1994,
prepared by Cody and Associates, Inc. attached as Exhibit "A" and
selecting the option to adjust the salaries of those employees in
a classification at .5$ (percent) per year at current positions up
to a maximum of 5$ (percent) when the proposed range affects more
than (1) employee in any classification.
Section 2. This Resolution shall take effect October 1, 1994.
1
PASSED AND ADOPTED THIS 27th DAY OF October 1994.
1
MAYOR
(Vi}lade Seal)
ATTEST:
' /
Village Clerk
1
MEMORANDUM
TO: Mayor & Village Council
PROM: Dennis W. Kelly, Village Man er
DATE: October 27, 1994
SUBJECT: Cody & Associates Pay Plan Update
The attached letter to Kelly from Pellegrino dated October 26, 1994 represents Mr. Pellegrino's
update to the Pay Classification Plan as a result of discussions held with certain department heads
on Tuesday, October 25, 1994. Mr. Pellegrino heard their concerns and returned to his office to
analyze various requests for changes and is submitting his findings, per the attached October 26
letter.
The only issue I raise with Mr. Pellegrino's letter is that he recommends certain classifications be
removed because they are no longer being used by the Village. I feel those classifications should
remain in the Pay Classification Plan and kept up with over the years in the event the Village ever
decides to reinstate any of those classifications in the budget. If we were to remove them from the
Pay Classification Plan and decide to reinstate that position in the budget a year or two later, we
would have to go back and do an analysis on that position to determine a new range.
DWK:sh
Attachment
cc: Department Heads
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TtANAGEMHNT CONSULTANTS
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October 26, 1994
Mr. Dennis W. Kelly
Vlllage Manager
Vlllage of North Palm Beach
601 U.S. Highway 1
North Pdlm Beach, FL 33408
Dear Donnis:
806 Jack Drft•e
Cocoa Bench, PL 8$981
(407) 788-87$0
We analyzed the Information and data received at the meeting yesterday and
recommend the following amendments to the Waga and Pay Plan Study Report of
July, 1994.
1. Club blouse Building Maintenance Man
Proposed Pay Range (22.36) 12.26 - 15.70
Comment: This position was omitted from the report.
2. Delete Laborer I
Change Laborer II to Laborer
Proposed Pay Range (6-19) 7.86 - 10.84
Comment: The Laborer I classification la not in use.
3. Golf Course Supervisor =_
Proposed Pey Range 118-31i 22,004 - 30,322 .
COmmQnt: This position was omitted from the Initial report.
4. Delete Sto'~ekesper and Collector/Operator Classlflcetlona from the Pay
Pion.
~J
~5. Sanitation Supervisor
Proposed Pay Range (18-311 22,004 - 30,322
' Comment: The change Is based upon 'the clarification of the
organizational structure and supervisory responslbllltlea.
6. Goif Course Suporlntendent
Proposed Pay Range (38-50i 36,058 -48,493
Comment. This ohange was based upon new Information end data
submitted.
Theao are the only changes or additions recommended. Other requests which
involved comparable worth and or reclassification were autslde the scope of the study
and were not addressed.
Sincerely,
~~
N. E. Pellegrino
Senior Partner
1
VILLAGE OF NORTH PALM BEACH
TO: Mayor & Village Council
FROM: Dennis W. Kelly, Village Man er
DATE: August 4, 1994
~~ WAGE AND PLAN STUDY
We have this date received and am therefore conveying to you your individual co
and Pay plan Study for the Village of North palm Beach Jul 1994 b Cod
Management Consultants PY of the Wage
minimum/maximum ranges for po ~ionBwat}~in thelVil age, buh does not i to acesthoseeranges'
with current salaries. Therefore b study rceommends new
Y copy of this memorandum to the Finance Director, I am
instructing him to identify each position within each classification and provide a report reflecting
the current salary of that position relative to the new recommended min/max ra es.
have received the Finance Director's report, we can [hen calculate the overall cost to implement
[he salary survey. ~ Once we
' MY suggestion for taking action on this study is to receive the Fina
then place this item on the next available workshop agenda for discussion purposes. We will
need to limit our discussion to general terms of ' nce Director's findings and
NAGS or PBA should be reserved for Executive Session. I am sendi
NAGE and PBA representatives and to Ms. Patrcia TaylooourAlaboreconscultant ogarding
records. Councilman Atwater had suggested that a special workshop sessionpo gotoverothis
material might be appropriate. Perhaps at the next Village Council meeting a time certaintcan
be set for such a meeting.
If you have any questions or comments, please give me a call or contact the Finance Director
during my vacation absence. Again, I want to extend my thanks to the Village Council for taking
a strong leadership role in budgeting the monies we needed to conduct this survey and for your
the survey.
strong commitment in providing the budgeted funds necessary for implementing the results of
DWKah
Attachment
cc: Shaukat Khan, Finance Director
Kitty Kelly, Village Clerk
Department Heads
Patricia Taylor, Labor Consultant
Ralph Pauldine, PBA-Gen.
Scott Jenkins, NAGE Repree ntative [alive
Clay Walker, PBA-Lts. Representative
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1
WAGE AND PAY PLAN STUDY
FOR THE
VILLAGE OF NORTH PALM BEACH
1
JULY, i994
1
Cody ~ ~~.~.ocia.t~s,, J,~~.
biANAGEDIENT CONSULTANTS
body ~- ~~~o~~
~fANAGEME.~'T CO~ISU
' 305 Jack Ddve
Cocoa Beach, FL 3f
(407) 783-3720
July 25, 1994
Mr. Dennis W. Kelly
Village Manager
Village of North Palm Beach
501 U S Highway 1
North Palm Beach, FL 33408
Dear Mr. Kelly:
We have completed our assignment and are subr
and Pay Plan Study for all positions in the service
fE~., ~nc.
A,~TTS
ling the final report of our Wage
the Village cf iJorth Palm Beach.
This report has been prepared as an accounting o'~ our assignment and to record our
' approach. The recommendations and comments in the report reflect our objective
appraisal based on analysis and discussion to the ~xtent possible within the scope of
the assignment.
Our objective was to develop a Pay Plan that is
to the taxpayers of the Village.
We appreciate this opportunity to be of service to
cooperation and courtesy which was extended to
the Study.
Respectfully submitted,
3~
N. E. Pellegrino
Senior Partner
to both the employees and
you and express our thanks for the
us by all of your employees during
WAGE AND PAY PLAN STUDY
FOR
V/LLAGE OF NORTH PALM BEACH
Table of Contents
Sec ion Paoe
LETTER OF TRANSMITTAL
I SALARY PHASE ............................. 1
A. SALARY SURVEY ........................ 1
1 . SELECTION OF SURVEY CLASSES .............. 1
2. IDENTIFICATION OF LABOR MARKET ............ 1
3. REGIONAL MARKETS ....................... 2
4. MANAGEMENT, ADMINISTRATIVE, AND
PROFESSIONAL POSITIONS ................... 3
5. SECONDARY INFORMATION .................. 3
6. SURVEY METHOD .......................... 4
B. DEVELOPMENT OF THE SALARY SCHEDULES .... 4
C. SALARY FINDINGS ....................... 4
D. SALARY SURVEY CONSIDERATIONS .......... 5
E. RECOMMENDATIONS ..................... 5
Section pane
II COMPENSATION PLAN ........................ 6
A. PURPOSE ............................. 6
B. COMPENSATION PLAN DESIGN .............. 6
C. APPOINTMENT AND STARTING RATE GUIDELINES 7
D. SALARY RANGES AND PROGRESSION ......... 8
E. PERFORMANCE (PRODUCTIVITY) INCREASES .... 8
F. PROBATIONARY PERIOD ................... 9
G. PROMOTIONS .......................... 9
H. DEMOTIONS .................. 10
.........
I. TRANSFERS ................... 10
........
J. PAY GRADE ADJUSTMENT ................. 11
K. RECLASSIFICATION/ORGANIZATIONAL CHANGES 11
L. TRAINEE CATEGORY ..................... 11
M. SPECIAL ASSIGNMENT CATEGORY ........... 12
N. "COST OF LIVING" AND THE PAY PLAN ........ 12
O. POST-MAXIMUM INCENTIVE ................ 14
III FRIN GE BENEFIT SURVEY ...................... 15
A. APPROACH ............................ 15
B. FINDINGS ........................ 15
......
C. RECOMMENDATIONS ..................... 16
IV IMPL EMENTATION 18
...........................
ENCLOSURE 1 -FLORIDA PRICE LEVEL INDEX - 1993
ENCLOSURE 2 -RECOMMENDED SALARY RANGES BY CLASSIFICATIONS
ENCLOSURE 3-SALARY SCHEDULE
I
i
Sr~ARy PHASE
The Salary Phase of the Study included the following:
A. SALARY SURVEY
The objective of this survey was to determine what must be provided in terms
of salaries in order to obtain and retain personnel; in other words, to be
competitive with other employers recruiting from the same labor market. The
steps included:
1. SELECTION OF SURVEY CLASSE (Bench Marks)
t~ '
LJ
Because of the small number of different classifications, we tried to
utilized as many as possible of the present classes in the salary survey.
These jobs represented all of the occupations and levels in the Village's
organization and those occupations which could be compared with other
employers.
~.
t'
2. IDENTIFICATION OF LABOR MARKET
The relevant labor market to be surveyed was identified. One market was
the local operating area of Palm Beach for the positions which are
recruited from this geographical location. We included both public and
private agencies in the survey. Some of the agencies used were:
1
a. Cities, Villages, or Villages
' West Palm Beach
Palm Beach
Palm Beach Gardens
Lake Worth
Boca Raton
Boynton Beach
Delray Beach
Greenacres
Juno Beach
Lantana
Jupiter
Palm Springs
Riviera Beach
Royal Palm Beach
West Palm Beach
b. Other
Palm Beach County
Palm Beach Community Col%ge
Pa/m Beach School Board
State of Florida (Local Offices!
Area businesses and companies
3. REGIONAL MARKETS
Other important pertinent markets are the adjoining county areas of
Broward and Martin. Data collected in these areas were used as a
compensation trend guide only.
I1
2
4. MANAGEMENT. ADMINISTRATIVE AND PROFESSIONAL POSITIONS
,' For management, administrative, and some professional positions where
~ the Village must remain competitive on a State-wide basis, our staff
studied salary data from other comparable Cities in the Region and State.
Another source used was the Florida League of Cities Cooperative Salary
Survey (19941, Florida Government Consortium Study 1994, Joint
Town/County Salary Survey (Palm/Browardl, and Florida Occupational
Wage Survey 11994).
This information was used as guide, along with local data in arriving at
our recommendations to determine general pay levels.
We realize that there are significant differences in Cost of living in other
areas of the State in comparison to Palm Beach County, so we made
appropriate adjustments to the data received to reflect the Cost of Living
differences. The formula used was: Cost of Living /ndex difference
(between reporting counties and Palm Beach County) XReported Sa/ary
Range =Adjusted Salary Range. The Cost of Living data source used
was the most recent "Florida Price Level Index 1993" (Enclosure 4).
These Cost of Living adjustments afford more validity to the survey data.
5. SECONDARY INFORMATION
Secondary salary data included surveys recently completed by our
i
company and other information from our data base. This information
was also used as a ui a in developing the salary schedule recommenda-
tions.
~'
3
6. SURVEY METHOD
. ~ Our staff secured wage data by requesting the minimum rate (starting
pay) and the maximum wage attainable within a normal salary range.
We chose this method as it has been our experience that it is more
equitable than other methods, such as analyzing the "actual pay" for the
job (the pay of incumbents in the participating employersl.
"Actual pay" for the class may involve surveying the established
organization that has a low turnover rate and finding their pay above the
area average. "Actual pay" for newer organizations in an area is
typically found to be closer to the minimum hiring rate in the labor
market. Both of these examples tend to obscure a major objective of a
wage survey, the establishment of competitive hiring rates for a given
job. Some agencies provide very lucrative fringe benefits but sub-par-
salaries; others concentrate on good salaries and minimal benefits. Our
' study of these facts is reflected in our final wage recommendations.
B. DEVELOPMENT OF THE SALARY SCHEDULES
' The objective of this aspect of the Study was to compile the results of the
salary survey and to develop a salary schedule and plan for the position
covered.
f
~, C. SALARY F/ND/NGS
Overall, we found some current ranges ahead and some behind the surveyed
market place. Findings by individual classifications are reflected in Enclosure
2 -Recommended Salary Ranges by Classification.
4
D. SALARY SURVEY CONS/DERAT/ONS
The salaries in Palm Beach County, the surrounding counties and throughout
' the State have had a slow to moderate increase over the past three to four (3 -
4) years. Palm Beach County is ranked as the fourth (4°i out of 67 counties)
cost of livinq area in the State, according to the recent Florida Price Level Index
Study. This means that Palm Beach County is 4.10% above the State-wide
average cost of living (Enclosure 1). This, of course, was considered in the
overall analysis of the State-wide salary data collected for certain jobs.
The salary considerations for the next fiscal year throughout the State in other
governmental agencies range from approximately three to five percent (3%-5%)
on an average. This year inflation is predicted to be somewhere in the 3.5 to
4.2 range. Some experts feel, however, that inflation will increase substantially
since we are in a recovery period in the economic cycle. At this point it is
difficult to make any valid forecasts.
Based upon past practices and established precedents of the local and regional
market, the salary ranges of the surveyed agencies will again increase by
approximately 3% to 3.5% (average-. We are recommending that the Village
also consider increasing the recommended ranges by this amount. This will
position the Village in the most equitable and current salary market level.
E. RECOMMENDAT/ONS
1. Adopt the recommended salary ranges and schedules as submitt d in
this report, when it is economically fea ible to do so
g (Enclosures 2 and 31
~., 2. Cody & Associates, /nc. will assist the Village further in the implementa-
l lion process and will assist in developing other alternatives to meet the
Village needs and circumstances, as requested.
E 5
II
COMPENSATION PLAN
A.
B.
PURPOSE
The Compensation Plan is intended to provide all employees with an equitable
and competitive pay, relative to pay received by other employees performing
similar work in other areas of the Village's organization and also relative to rates
received by other employees in the labor market from which the Village
employees are recruited.
The Compensation Plan includes the basic Salary Schedule and the schedule of
salary ranges for all classes of positions included in the Classification Plan.
COMPENSAT/ON PLAN DES/GN
We are recommending the Village continue the present Minimum to Maximum
Pay Plan design.
The minimum-maximum pay structure is the most widely used and flexible
management system there is in use today, especially in the public sector. Some
of the advantages ip this type structure are:
1. The employer is not limited to the rigid intervals between steps when
considering salary increases as is the case when a step pay plan is used.
6
Z. The employee can usually be compensated by whatever percentage
increase, based upon job performance, the employer desires.
1' 3. The Minimum-Maximum Plan provides more flexibility when ability to
fund is a problem.
4. The Minimum-Maximum Plan is easier to administer.
C. APPO/NTMENT AND START/NG RATE GU/DEL/NES
1. The minimum rate for a position is the appointment (in-hiring) rate for a
new employee. This rate reflects the "market place" value of the
position based upon the minimum qualifications needed to perform the
work. We are recommending the Village adopt the minimums proposed
as a result of our Study and these be used as the apoointment rates.
However, more latitude must be exercised when determining actual in-
' hiring rates for key managerial applicants since experience and availabili-
ty are key factors.
2. Generally, appointments below or-above the minimum salary may be
authorized in the following situations:
a. If the applicants training, experience or other qualifications are
above those required for the- position and there are no qualified
. applicants available who are willing to accept the minimum rate,
appointments may be approved at a rate of up to the mid-point of
.~ the range established for the position.
k. b. Appointments below the minimum salary can be handled as
described in Section L.
'f'
7
D
E.
SALARY RANGES AND PROGRESS/ON
1. The Pay Plan consists of a Salary Schedule containing salary ranges, the
compensation attached to the ranges, and a schedule listing the assign-
ments of each class in the Classification Plan to a range in the Salary
Schedule.
2. Employees can receive a salary increase by means of performance salary
advancement, across-the-board in r acR. cost of living promotion
reclassification or oav range adjucrment.
3. Salary ranges are used to develop incentives among employees to
improve their work performance and ali In the present climate of
fiscal concerns it is essential to have some type of salary program geared
to improving overall productivity and efficiency of work.
PERFORMANCE (PRODUCTN/TYJ /NCREASES
1
2
3
An increase within the same pay range should not be automatic, but
should be based upon a Performance Evaluation System or other system
which measures an individual's effort and effectiveness.
An employee should be eligible for a salary advancement annually on an
anniversary or a fiscal year basis and as warranted by performance,
provided there are funds available for the increases.
Salary advancement to the mid-point of the salary range is considered as
the developmental phase of the salary progression. Increase to this point
are usually more rapid then after the mid-point is reached. The develop-
mental phase includes the probationary period and signifies the time an
8
individual should become totally effective and productive according to
the established Village's standards andJor desires.
' The area beyond the mid-point of the salary range is referred to as the
incentive phase. Movement in this phase of the range should be
reserved for performance over and above that considered as an average,
acceptable job. This area should be based truly on oerformance.
F. PROBAT/ONARY PER/OD
The probationary period is used as an integral part of the examination process,
to closely observe the employee's work, to secure the most effective
adjustment of the new employee to the position, and to reject any employee
whose performance or conduct is unsatisfactory. When an individual has
completed the probationary period and is totally qualified to perform all phases
`' of the job independently, a wage increase of up to five percent (5%) may be
, considered if there are funds available.
G. PROMOT/ONS
A promotion occurs when an employee is moved from a position in one class
to another position in a different class which has a higher maximum salary.
The promoted employee should receive a salary increase to at least the
' minimum rate of the new pay range. An amount higher than minimum can be
considered by the Village if the individuals experience, skills or qualifications
~' merit a higher then minimum rate adjustment. The first six (6) months of the
promotion will be used by the supervisor to evaluate the performance of the
employee and to assure that the employee can satisfactorily perform the duties
9
I~
of the new position. At the end of this period, the employee's supervisor will
certify that the employee is satisfactorily performing his/her duties.
H. DEMOT/ONS
If an employee is demoted for cause, the demotion will be to a lesser job
classification which may include a reduction in pay.
Employees receiving demotions at their own request or due to inability to
perform the work because of health or other reasons, may be adjusted to a
lower job classification. When a demotion of this nature occurs, there should
be a reduction made in the employee's pay. Some circumstances may dictate,
however, that the employee remain at the same pay level attained prior to the
demotion. This will be at the discretion of the Village, but in no case should
this exceed the maximum rate of the lower pay range.
' /. TRANSFERS
Employees transferred to a position in the same classification or to a different
position with the same pay grade should no be eligible for an increase.
Employees transferred to another position in a lower classification or grade shall
be handled in accordance with the rule established for Demotions.
e
i
k 10
J. PAY GRADE ADJUSTMENT
' 1. Where the pay range of an existing classification is raised, it is important
to maintain established pay relationships and pay spreads within a work
unit and not unduly compress pay between new and longer service
employees.
2. In instances where the total pay plan is being revised, adjustments and
implementation should be determined at that time, which will consider
cost impact and other factors.
K. RECLASS/F/CAT/ON/ORGAN/ZAT/ONAL CHANGES
When a position is reclassified to a higher class, adjustments to salary should
be handled in the same manner as Promotion.
When a reclassification results in assignment to a Lower class, adjustment
should be made in accordance with the rules for Demotion.
L. TRA/NEE CATEGORY
If an applicant for a position does not meet the minimum qualifications, but is
otherwise qualified for the position, the department head may request the
appointment as a "TRAINEE". In such cases, the employee could be hired at
r;
a rate often to fifteen percent (10%-15%) below the minimum salary, until the
~; minimum qualifications have been satisfied.
11
This category is used to train people on-the-job who have the potential to do
the work, but lack some of the skills or experience needed. The normal time
' a person remains in a trainee category would be a minimum of six (6) months
and a maximum of twenty-four (24) months. This time period would depend
upon the skills or experience needed in individual cases and when certification
requirements are completed.
M. SPEC/AL ASS/GNMENT CATEGORY (SACJ
This category can be used when an individual in a position is given an assign-
ment(s) which encompasses duties and responsibilities of adifferent, advanced,
and/or supervisory nature. These assignments are usually for a specified limited
period of time. This type assignment is of a temporary nature and can be
rescinded unilaterally by the Village and does not constitute a promotion. A pay
supplement may be given for the period of time of the assignment. All assign-
ments must be approved by the Village Manager or his/her designee.
' N. "COST OF L/V/NG" ANU THE PAY PLAN
We are not discounting the impact that "Cost of Living" has on the purchasing
power of the employees' dollar.
However, there is a general misconception about the "Cost of Living" and its
relation to the salary setting process.
The Consumer Price Index or other market basket surveys do no determine the
"going rate" for a particular occupation in the labor market.
F 1
12
We are continually asked if the employer should adjust their salary schedule
based on the change and "Cost of Living." Our answer is "NO." The
~' Consumer Price Index is useful only as a uide in the general maintenance of
a Salary Schedules; it is not a panacea.
The Consumer Price Index is an easy "out" to the problem of when and how to
raise salaries but it has serious limitations. "Cost of living adjustments" are
attractive, appreciated by employees, backed by unions, reduce annual
discussions concerning wages and do assist in maintaining the purchasing
power of employees' dollars. We repeat, we are not discounting or making
light of the impact of the increase in the "Cost of Living."
We are recommending that the Village not be tied specifically to the "Cost of
Living" for setting salaries because:
1. The National Consumer Price Index may II4S reflect your Ioca1 economic
`' conditions or availability of labor in the local area.
2. The Price Index does r~ reflect differences in market value of various
jobs.
3. The salary levels of local occupations may be changing in a different
direction and rate from the Price Index.
4. If the Village is tied to the "Cost of Living" for setting salaries, you may
not be economically able to meet this level in the future without
increasing revenue and/or reduction in services.
~„ We recommend that the Villaoe conduct a wage and salary survey annually
review the "Cost of Living" figures and other data and make salary range
adiustments based on the overall anal is
13
O. POST-MAX/MUM /NCENT/VE
~_J
The maximums of the recommended pay ranges are the point where an
employee's pay progression usually stops. This marks the place where the
"worth" of the position, according to the market place and comparable jobs,
have reached its' limit. However, many agencies feel some type of pay
incentives past this maximum point are necessary to continue the productivity
of the individual at an acceptable level. We feel there is some merit to this
practice and have seen most agencies in the survey sampled, utilizing some
form of an incentive.
We are recommending a valid merit bonus program for your consideration and
implementation.
r,
~1
a
~.
1. When the individual has reached the maximum of the pay range, they
will be eligible for a merit type increase annually. This increase will be
a lump sum payment and would not be added to the individual's base
pay. This bonus type arrangement has the effect of not compounding
salary or fringe benefit costs and limits the overall short and long term
impact on the Village's budget. It also helps in the retention of produc-
tive long term employees.
14
' FRINGE BENEFIT SURVEY
A. APPROACH
In compiling information for the Fringe Benefit phase of the Study we proceeded
as follows:
1. Fringe benefit data was complied from the same agencies used in our
salary survey.
2. Data from other Florida agencies was also secured. This data was used
to determine the trends being set in the benefits area and as a guide post
in our overall analysis.
3. The total benefit package was evaluated taking into consideration that
some agencies may be providing more of one benefit but less in other
areas.
~ B. F/ND/NGS
~_
1. Employers are spending more and more for the fringe benefit package
E (non-wage compensation) each year. If increases in the fringe benefit
packages continue in the direction they have taken over the past years,
it is obvious that some agencies could find their non-wage compensation
as much as two-thirds (2/3) of their payroll expenditures.
~.
1
15
2.
3
In similar size Cities offices in Florida the average non-wage compensa-
tion or employee benefits is between twenty-five and thirty-two percent
(25%-32%) of straight time wages.
The Village's fringe benefit cost is approximately twenty-seven percent
(27%1. We feel the Village is providing an overall competitive and fair
employee fringe benefit package in retationshlp to individual agencies
surveyed and other public and private agencies throughout the State.
C. RECOMMENDATIONS
1
2
D9 not increase anv individual fringe benefits or the total benefit oackaoe
at the present time.
In a comprehensive study, such as we have done, salary and fringe
benefit data have to be evaluated together, since each impacts the other.
As an example, some employers participating in this survey paid higher
wages than the Village but provided less in their overall benefit package.
While on the other hand, some pay less and provide more benefits.
These factors were considered in our professional analysis and recom-
mendations.
The Village should monitor verv closely the impact and cost of the
Medical Insurance Program.
Last year insurance premiums State-wide increased substantially
according to a State Survey of Public and Private Employers in Florida.
16
The result is that an increasing number of employers are having to shift
more medical insurance premium costs to the employees and establishing
' a "fixed rate" for the employer.
The Village could also consider a cafeteria plan for the medical insurance
benefit. It provides the employee the opportunity to customize his/her
medical benefits which best suits their own particular situation. This can
be done with pre-tax dollars. The benefit the Village will experience will
be in a reduction in taxable payroll cost.
3. Monitor future fringe benefits car f Ilv
Fringe benefits are obviously very costly and their impact on the total
budget expenditures is becoming greater every year. Unfortunately,
fringe benefits are forgotten once awarded and in most cases are not
viewed as part of the total compensation package by employees.
1
~'
17
IMPLEMENTATION
To implement the proposed Classification and Pay Plan, we recommend:
A. Adjust the salaries of those employees who are now being paid below the
proposed minimum to the minimum rate of their pay range.
B. If there are funds available, the Village could also consider adjusting any
employee who has one or more years of service in their present classification
and who is presently at the minimum rate of their grade, up to five percent
(5%) above the minimum rate. This is to provide some internal equity between
the newly hired employee and employees in the same classification who have
' been there for some- time.
C. Any employee presently being paid ove the maximum for their pay range,
should be "frozen" at their present pay rate.
L'
18
1
FLORIDA !'RICE LEVEL INDEX
' 1993
~'
ENCLOSURE1
THE 1993
FLQRIDA PRICE LEVEL [NDEX
~^~~ •~
TABLE I
1
1
E
s
1993 FLORIDA PRICE LEVEL INDEg BY COUNTY
ALACHUA
BAKER
BAY
BRADIY~RD
BREVARD
BROWARD
CALHOUN
CHARLOTTE
CTIRUS
CLAY
COLLIER
COLUMBIA
DARE
DESOTO
DDQE
DUVAL
ESCAMBIA
FLAGLER
FRANKI.W
GADSDEN
GII.CHRLSf
GLADES
GuI.F
HAMILTON
HARDEE
HENDRY
HERNANDO
HIGIiLANDS
HILLSBOROUGH
HOLMES
INDIAN RIVER
JACKSON
JEFFERSON
nroEx
93.83
90.16
94.24
91.45
97.06
10653
86.22
97.77
91.13
94.81
98.80
9159
108.93
9431
89.48
95:74
92.30
93.42
93.49
90.64
90.90
99.68
91:29
90.48
9054
'94.93
94.09
94.43
99.16
90.60
99.59
89.99
92:75
(36)
(59)
(33)
(48)
(19)
( 3)
(67)
(16)
(50)
(27)
(13)
(46)
( 2)
(31)
(63)
(22)
(44)
(40)
(38)
(54)
(52)
( 9)
(49)
(57)
(56)
(25)
(34)
(30)
(12)
(55)
(11)
(60)
(42)
The Florida Price Level Index (FPLi) was
established by the Legislature as the basis
for the District Cost Differential in the
Florida Education Finance Program (PEEP)
formula for distribution of funds to local
school districts. The purpose of the FPLI is
to measure the differences from county to
county in the cost of purchasing a specific
market basket of goods and services, at a
particular point in time (August, 1993).
u1DEx RANK
LAFAYETTE 89.93 (62)
LAKE 93.97 (35)
LEE 99.60 (10)
LEON 95.90 (20)
LEVY 89.24 (64)
LIBERTY 90.33 (58)
MADISON 89.95 (61)
MANATEE 98.17 (15)
MARION 93.46 (39)
MARTIN 102.71 (b)
MONROE 113.26 (1)
NASSAU 93.20 (41)
OKALOOSA 94.47 (28)
OKEECHOBEE 94.86 (26)
ORANGE 98.46 (74)
OSCEOLA 95.78 (21)
PALM BEACH 104.10 (4)
PASCO 95.23 (23)
PINELLAS 101.38 (6)
POLL 94.% (24)
PUTNAM 91.04 (51)
sABSr JoI-n~rs 99.s1 (s)
SAWI' LUCiE 9734 (18)
SANTA ROSA 90.83 (53)
SARASOTA 100.61 (7)
SEMINOLE 9737 (17)
BUNTER 93.71 (37)
SUWANNEE 8755 (66)
TAYLOR 91.78 (45)
UNION 9155 (47)
VOLUSIA 94.29 (32)
WAKULLA 94A7 (28)
WAL1l7N 92.75 (42)
WASHINGTON 88.43 (65)
Price level indices generally measure one
of two things: inflation or relative price
levels. The FPLI measures relative price
levels across counties at a particular point in
time; it is across-sectional index. Unlike the
Consumer Price Index, it does not measure
inflation from year to year.
~,. <
T13E 1993 RESULT'S
The map on page 1 gives a visual
repre,entation of the county index shown on
Table T_ Seven counties have an index
above the~stateaverage oE100.00. They are
Browani, Dade;. Martin; Monroe; • Palm
Beach, Pinellas, and Sarasota: The- highest
levels are in- the southern, more populous
part of: the State: However, not only the
counties with. the highest populations. have•
the highest price level indices: Among the
severrcounties:abovethestateaverage; two
are over 1',000,000 population, four am
between 100,000 and T,000,000, and one is
less• than 100,000.
The• northern portion. of the State;
including the Panhandle, tended to have the
lowest index values_ OF the• ten lowest
ranked counties ten were in the northern
portion of the State:. All ten counties with
the lowest ranks had a population less than
50,000.
Table lion page b lasts the index value for
each county by year from 1988 to the
current 1993 value. Kelative rankings are
given th parentheses next to the- index
number for each year. The rankings can be
somewhat misleading; at least for the
counties grouped near the atiddle or lower
range. There, modest changes in the index
value from year' to year can produce large
changes in a county's: relative: ranking. The
relative position of the counties in the upper
range tend to be stable from year to year.
Over the last six years,. only 15 different
counties have been ranked in the top 10.
M -awrq. 3r.~ex.
e•AppaN 6.781%.
C TnnpoMtlon 18.533%.
Q~Food 21.788%.
E FNdth R~uWbn Q~ 14318%.
P«~aW 9avlow-
There was a 3136 percent cost of-living
differential between the counties. with the
highest and the lowest index values. Monroe
County, as in past years, ranked. the highest
with an index oP 113.26, meaning that the
cost of living is 13.26 percent above the
statewide average. This year, Calhoun
County had the lowestindex valueof 86.22,
indicating that its cost of living was. 13.78
percent below the: statewide average of
100.00.
finch item priced for the FPLLwas placed
in one of five major categories< food,
housing; tranuportation, apparel, and health,
recreation and personal services. The pie
chart below shows that approximately 22
cents. of the typical consumer dollar was
spent on food,. 38 cents on housing, and
related items, 7'cents on ciothing;,18 cents
on transportation, and 15 cents on health,
recreation and other personal services.
The category indices for the five item
groupings presented in Table III on page 8
are collected relative to a population
weighted State average of 100, andillustrate
which categories of prices in a county are
above or below the State average For
example, the cost of food in AlachuaCounty
is. estimated to be 4.58 percent lower than
the: Statewide average cost. but its housing
costs are estimated to be 11.50 percent lower
than the State average: Comparisons across
counties. are also possible within each
category. For example, Alachua's-housing
index. is 8850 while Broward's- is 110.22,
which means that Items- in the housing
category tend to be more expensive• in
Broward County than is Alachua County.
<3>
1
i'
r
COST' OF LIVING SURVEY
DESCRIPTION
The 117 items in the mazket basket of
goods are chosen to be representative of the
expenditure categories used by the U.S.
Bureau of Labor Statistics to weight an
item's relative importance in the Consumer
Price Index The items selected are those
most typically used.by the consumer, most
widely available for purchase and with as
much consistency in quality as possible from
county to county.
Some of the prices in the five major FPLI
categories are obtained through mail
surveys, phone surveys and data available
through State agencies. Most of the items,
however, are priced m the "field" by visiting
retail outlets in each county and recording
the sales price. This requires the cooperation
of the merchants, as each pricer is required
to identify him or herself and to state the
purpose of the visit The merchants'
cooperation 35 usually forthcoming. All
information collected is held in strict
confidence.
The retail outlets to be included in the
sample survey are chosen by using a
random selection technique within groups
stratified by outlet size. For. example, full-
line food stores aze selected to obtain most
prices in the food category and some
household and personal items. In a large
county such as Dade, these aze grouped into
five categories according to outlet size.
Within each group, a certain number are
selected to be visited for purposes of this
study. This helps ensure that a variety of
outlets-are represented, ranging fmm "mom
and pop" operations to- the largest
supermarket chains. This technique is
modified to give outlets with poor histories
of item availability a lower chance of
selection while giving those with better
histories a higher chance.
Housing prices for each county are
computed with the help of the Department
of Revenue's Ad Valorem Tax Division. A
standard house is specified and the
Department of Revenue, with the help of
their data bank and property appraisers,
estimates the market value for this house in
<4
each county. The tax roll for each county is
used to estimate the value of a lot which is
less than one acre in size.
Rental prices are estimated using
regression analysis. A sample of residential
rental units is surveyed by mail throughout
the State. Owners or apartment managers
are asked to fill out a detailed questionnaire
in which they describe the apaz'tments.they
rent and the rental price. The regression
analysis estimates how much different
attributes, such as number of bedrooms and
bathrooms, effect the rent. A standard
apartment is established and, by using the
results of the analysis, the rent for a
non-standard apartment is adjusted upward
or downward to reflect the difference.in the
value of the non-standard attributes. These
now standardized apartment rents are
weighted according to the number of units
available to make up the average rent.price
for each county.
Hospital costs and health professional
costs for Eientists and optometrists are also
surveyed by mail to obtain charges for
specific services they perform Health and
automobile insurance costs.aze obtained by
surveying Private insurance companies.
Again, survey results are held in strict
confidence.
Utility rates are available through the
Public Service Commission
COMPUTATION OF INDEX
VALUE
For most items priced in retail outlets,
prices must be obtained at a minimum of
three different outlets per county. When an
Item cannot be priced at the requisite
number of outlets, the average price of the
item in several contiguous counties is used
instead or in part. These contiguous counties
have been established through.a telephone
survey of households designed to estimate
inter-county buying patterns. The usual
pattern is that outlying rural counties are
assigned item prices from a larger adjoining
county.
In some cases, when an item is not
available in a particular county, it is
assumed that it is simply not purchased and
ii
._J
y
a similar item is substituted.. For example, in
counties- where- apartment rentals aze
unavailable, the prices. of other housing
items are: substituted. Similarly, when
municipal buses are not available, certain
automobile costs are substituted
For several items in the survey, no prices
am gathered. Postage doesn't vary from
county to county, but it accounts for a
certain percentage o£ consumer spending-
and is assigned- a~ weight by the-Bureau of
LaborStatistics~Tn thesurvey, this is treated
as a, dummy item, and the price is rnnstant
from county to county. Other items treated.
as constants throughoutthe State•are hotel-
motel rates auto rngistration fees, operator's.
permits, long dtstant phone• service, ands
intercity travel oosfs_
To determine the average price for an.
item in a particular retail outlet,. the prices
collected are weighted by the total sales
volume of the outlet from which they are
collected. For example; the price•of ground
chuck from a large volume grocery store is.
given a higher weight- than. the:- price of
ground chuck from a: small volume grocery
store. For items which are priced ak more
than one type oEoutlet; theaveragepricefor
each. type is weighted- by the mazket share
of each type to determine• the county
average price. for thatitem. Forexample; the
price of white bread from a grocery store is
given a higher weight than the- price- of
white- bread from. a: convenience- store
because grocery stores sell'morewhitebread
and have a higher mazket share than
convenience stores.
Once average prices have been computed
for each item in each county; they are
converted to Dade County relative- prices.
Here, the average price for each item in
Dade County is.converted to the value 1:00,.
which serves as.the base price. The average
price for each. item is every other county is.
then converted. to a fracrion of the Dade
County price:. These relative prices ran be
greater or less than 1:00. For example; if the
average price of milk is determined. to be
$3.00 in Dade County and. $2.80 in Orange
County; Dade• is assigned a relative milk
price of 1.00 arui Orange a. relative milk
price of .93 ($280 divided by$3.00).
Once the retail prices are computed, they
<5>
are put into an initial index foreach county.
This is done by weighting the• county
average relative price for each item by the.
appropriate item weight:. These weights are
listed. in Table- IV on' page 10. As• an
example, the weight for apartment rent is
6.203. This means that 6:203 Percent of the
index is determined by the rent price.
collected. The 11T item weights• sum to a:
total of 100 pemenk.
The final step involves weighting: the
initial index by thepopulation. Theintent is
to determinehow anrch aboveorbelow the
State average it costs to ptmchase this.
collection of goods and services. This is
found by takings weighted average of•'the
indices:. For each county, the index is
multiplied by its population. Theproduct of
each of the 67 rnunties is summed and then
divided. by thetotal population fortheState.
This produces a. statewide average index
that weights each rnunty's index by the
number of people living there. Thisvalueis
divided into the initial index. values. and
multiplieFd by 100 to produce the: fmal
Florida Price-Level Index.
The index value foranyone county can
vary from year to year for several n~sons.
Change in the relative cost of living, in that
county is, of course; one reason andiswhat
the study is designed to measure:
Modification of how the- study is•
conducted, such as sampling. methodology
and item selection, is another reason: Other
causes;. however,. are due to chance and
typically cause minorfluctuations in results.
over time. Using a random sample of retail
outlets each year rnntributes to: the
instability. This tninorfluctuation from year
to year is. unavoidable and does. not
necessarlly imply a. significant change in the
relative- cost of living.
SU1NlMARY
The results of the• 1993 Florida. Cost of
Living Study have been- prc~sertted: along
with. anexplanation- of the methodology
used to compute the index. Note that this is+
a; cross-sectional study that compares: the-
price levels among the 6T Florida counties:.
It is not designed to measure price inflation-
from one year to the next.
TABLE II
FLORIDA PRICE LEVEL INDEX: 1988 TO 1.993
(POPULA710N WEIGN7ED STA7E AVERAGE .700.00)
1993 1992 1991 1990 1989 1968
ALACHUA 93.83(36) 94.54(32) 94.31(33) 95.97(24) 94:93(31) 94.96(27)
BAKER 90.16(59) 91:75(54) 90.06(62) 89.01(64) 90.67(58) 88:19(65)
BAY 94.24(33) 94:76(31) 93.81(36) 93.82(35) 92.22(47) 90.68(51)
BRADFORD 91.45(48) 92.92(43) 92.04(50) 90.61(58) 94.19(35) 92.52(41)
BREVARD 97.06(19) 9T 38(16) 99:12(14) 100.55(11) 97:30(20) 98.31(14)
BROWARD 106.53( 3) 104:73( 3) 105.99( 3) 107.76( 2) 106.59( 3) 107.12(.2)
CALHOUN 86.22(67) 91.39(58) 89.85(64) 90.73(56) 89.01(66) 88.67(62)
CHARLOTTE 97:77(16] 95.61(26) 95.83(26) 96.62(23) 97.62(17) 96.54(20)
CITRUS 91.13(50) 92.45(52) 91.76(51) 91.03(54) 91.61(51) 91.37(45)
CLAY 94.81(27) 92.71(48) 96.07(24) 94.60(32) 96.20(24) 95.16(25)
COLDER 9A..80(13) 102.27( 6) 100.11(7) 103.16( 4) 100.69( 8) 101.37( 8)
COLUMBIA 91.59(46) 90:74(61) 91.46(52) 91.88(46) 91.61(51) 89.74(58)
DADE 108.93(.2) 106.66( 2) 107.98( 2) 105.06( 3) 107.38(2) 107.10( 3)
DESOTO 94.31(31) 95.45(27) 96.30(22) 93.41(36) 96.01(26) 94.56(31)
DIXIE I 89.48(63) 92.63(46) 93.53(37) 91.98(47) 90.62(59) 91.03(48)
DUVAL / 95.74(22) 97.43(17) 95.81(27) 97.42(20) 94.49(34) 95.30(24)
ESCAMBI
FLAG 92.30(44) 93.66(38) 94.67(32) 92.75(42) 93.27(41) 93.22(39)
93.42(40) 95.24(28) 96.90(21) 95.44(29) 97.46(19) 95.45(23)
F KUN 93.49(38) 92.85(45) 95.00(30) 93.07(38) 93.44(38) 93.43(37)
GADSDEN 90.64(54) 92.61(50) 91.00(55) 92.91(39) 90.10(62) 90.60(52)
GILCHRIST 90.90(52) 92.43(53) 90.73(58) 90.97(55) 90.98(56) 91.27(46)
GLADES 99.66( 9) 98.65(13) 99.23(13) 98.07(19) 99.68(11) 97.93(17)
GULF 91.29(49) 92.87(44) 92.29(47) 91.57(49) 91.02(55) 89.24(59)
HAMILTON .90.48(57) 89.40(65) 90.82(57) 91.40(50) 93.34(40) 88.88(61)
HARDEE 90.54(56) 91.30(59) 90.48(59) 91.31(51) 90.25(61) 91:21(47)
HENDRY 94.93(25) 95.77(25) 96.23(23) 96.64(22) 95.66(27) 97.01(19)
HERNANDO 94.09(34) 94.09(35) 92.83(42) 94.23(33) 9635(22) 9334(38)
HIGHLANDS 94.43(30) 94.06(36) 93.33(39) 95:51(28) .94:1'1(37) 94:13(32)
HILLSBOROUGH 99:16(12) 100.19(11) 99.51(12) 100.67(10) 99:01(12)' 100.64(11)
HOLMES 90.60(55) 92.75(47) 89.74(65) 90.55(59) 92.87(43) 90:22(54)
INDIAN RIVER 99.59(11) 98.40(14) 99.61(10) 97.37(21) 97:50(1
8) 100.87(10)
JACKSON 89.99(60) 88.92(67) 88.24(67) 89.82(61) .
-90.40(60) 88.97(60)
JEFFERSON 92.75(42) 96.05(22) 93.40(38) 90.64(57) 92.19(48) .90.52(53)
LAFAYETTE 89.93(62) 89.56(64) 90.40(60) 89.73(62) 91:32(54) 88.65(63)
LAKE 93.97(35) 95.03(30) 95.88(25) 95.17(30) 94.73(32) 93.44(36)
<6>
TABLE II
FLORIDA, PRICE LEVEL INDEX: 1985 TO 1993
' (POPUL4710N WEIGHTED STATEAVEA.4GE- 100.Ob)
1993 1992' 1991 1990 1989 1988'
LEE 99:60(10) 100.33(10) 99.68( 9) 100:09(12) 100:08(10) 99.19(12)
LEON. 95.90(20) 96.55(21) 98:10(18) 98:17(17) 9511(25) 95.52(22)
LEVY 8924(64) 90:42(62) 90.90(56) 89:43(63) 89.08(65) 92:35(42)
LIBERTY 90:33(58) 93:29(41) 92.37(45) 9214(46) 92:73(45) 85.89(56)
MADISON 89.95(61) 89.99(63) 89:93(63) 87:26(67) 88.38(67) 87.86(66)
MANATEE 98.17(15) 98:77(12)- 100:25( 6) 101.20( 9) 101:79( 6) 101:51(7)
MARION 93:46(39) 93:99(37) 92:36(46) 9243(44] 9214(49) 9221(43)
MARTIN. 10271(5) 102.33( 5). 100:51(5) 10248( 6) 102:03( 5) 107.72( 9)
MONROE 113:26(1) 113.87(1) 116.79(1) 11279( 1) 115:03(1) 113.98( 1)
NASSAU 93.20(41) 94.40(33) 94.73(31) 95:69(25) 94.13(36) 93.96(33)
OKALOOSA 94.47(28) 93:49(40) 93.23(41) 94.16(34) 93:11(42) 92.54(4C)
OKEECHOBEE 94.86(26) 93.64(39) 95:47(29) 9290(41) 96.90(21) 93:79(34)
ORANGE 98.46(14) 101.35( 8) 98.90(15) 98.58(14) 98.30(15) 97.78(18)
OSCEOLA 95:78(21) 97:50(16) 94.20(34) 98:33(15) 96:24(23) 98:02(15)
' PALM BEACH 104.10( 4) 102:94( 4) 103:84( 4) 102.35( 7) 105:09( 4) 104:18( 4)
PASCO 95.23(23) 95:84(24) 93.90(35) 94:79(31) 94:58(33) 94:78(28)
PINELLAS 101.38( 6) 101.16( 9) 98.84(17) 101.84( 8) 100.67( 9) 10Y.63( 6)
POLK 94:96(24) 93.00(42) 93.30(40) 9263(43) 95.38(29) 94:98(26)
PUTNAM 91.04(51) 9249(51) 9239(43) 93.28(37) 93:35(39) 9207(44]
SAINTJOHNS 99.81(8) 95:95(23) 98.89(16) 98.08(18) 98.35(14) 96:05(21)
SAINTLUCIE 97.34(18)
SANTA ROSA 90.83(53)
SARASOTA 100.61(7)
' SEMINOLE 97.37(17)
BUNTER 93.71(37)
- SUWANNEE 87.55(66)
TAYLOR 91.78(45)
UNION 91.55(47)-
_ VOLUSIA 94.29(32)
WAKULLA 94.47(28)
~„ WALTON 9275(42)
WASHINGTON 88.43(65)
NOTE NUMBERINI
F
s7.10(20)
91:60(56)
101:90( 7)
97.93(15)
91:55(57)
89.16(66)
9.1.67(55)
92:71(48)
97.25(19)
95.07(29)
94.31(34)
91.04(60)
PARENTHESIS
99:55(11) 98.67(13) 98:15(16) 97.99(16)
91.11(54) 91:07(53) 91:94(50) 8)79(57)
99.93( 8) 10260( 5) 101.66( 7) 101:78( 5)
97.63(20) 98:20(16) 98.79(13) 98.69(13)
92:39(43) 92:36(45) 91.60(53) 93:63(35)
89.07(66) 87:57(66) 89.19(64) 88:49(64)
9207(49) 90.25(60) 9284(44) 89.94(55)
91.30(53) 91:18(52) 9267(46) 90:91(50)
97.90(19) 95:52(27) 95:63(28) 94:71(29)
95:75(28) 95.55(26) 95:00(30) 9465(30)
s21a(48) 92:91(39) 90:95(57) s1:at(asp
90.23(61) 87.97(65) 89.74(63) 87.76(67)•
IS RANK FOR THE APPROPRUITEYEAR'
~, <7>
TABLE III
POPULATION WEIGHTED. CATEGORY INDICES
HEALTH
RECREATION
COUNTY
TOTAL
FOOD
HOUSING
CLOTHING
TRANSPORTATION 4 PERSONAL
SERVICES
ALACHUA 93.83 95.42 88.50 93.89 98.57 97:75
BAKER 90.16 92.18 82.55 99.76 96.80 92.10
BAY 94.24 100.55 86.00 100.93 98.08 95.75
BRADFORD 91.45 9326 87.08 88.01 98.09 92.08
BREVARD 97.06 99.70 95.14 98.55 96.82 97.01
BROWARD 106.53 07.62 110.22 99.01 103.29 103.67
CALHOUN 8622 86.85 76.95 91.77 9821 gg,3g
CHARLOTTE 97.77 102.47 93.26 98.53 96.65 101.86
CITRUS 91.13 92.60 87.46 95.66 94.10 91.62
CLAY 94.81 93.51 93.02 104.72 96.34 94.67
COLLIER 98.80 95.19 ~ 99.09 107.16. 98.20 100.78
COLUMBIA 91.59 94.68 84.98 90.96 99.01 93.19
DARE 108.93 99.54 116.21 108.67 107.56 108
59
DE SOTO 94.31 100.84 89.03 89.63 96.21 .
96.05
DIXIE 89.48 91.93 83.44 90.32 94.04 93.59
DUVAL 95.74 97.70 92.35 10227 98.15 94,64
ESCAMBIA 92.30 95.00 85.85 97.45 9721 94.63
FLAGLER 93.42 - - 100.84 8926 81.05 94.32 95
80
FRANKLIN 93.49 102.61 84.74 98.86 94.42 .
95.93
GADSDEN 90.64 91.59 86.16 81.32 97.87 94.73
GILCHRIST 90.90 96.31 82.35 91.05 96.58 95
14
GLADES 99.68 106.18 100.25 85.30 96.92 .
98.04
GULF 9129 96.93 82.72 102.61 94.35 93
43
HAMILTON 90.48 .98.93 8228 - 90.55 94.93 ,
90.72
HARDEE 90.54 93.79 85.15 85.93 94.95 94.53
HENDRY 94.93 .101.71 87.99 87.97 96.67 gg,83
HERNANDO 94.09 99.46 90.79 83.59 96.30 9526
HIGHLANDS 94.43 97.64 89.01 98.02 97.38 96.72
HILLSBOROUGH99.16 101.30 98.42 101.40 99.09 96
64
HOLMES 90.60 95.98 80.Q4 102.05 96.52 .
94.18
INDIAN RIVER 99.59 97.16 98.84 104.51 100.42 101
87
JACKSON 89.99. 94.16 61.96 95.45 98.44 .
89.21
JEFFERSON 92.75 98.12 82.97 96.68 96.72 100
28
LAFAYETTE 89.93 96.71 81.20 85.09 96.08 .
94
07
LAKE 93.97 96.09 92.43 87.29 96.86 .
93.67
<8>
TABLE III
POPULATION WEIGHTED CATEGORY INDICES
HEALTH
RECREATION
EoPERSONAL
COUNTY TOTAL FOOD HOUSING CLOTHING TRANSPORTATION- SERVICES
LEE 99.60 98.96 101.42 92.42 9928 100.00
LEON 95.90 97.26 93.00 98.91 97.30 97.39
LEVY 89.24 92.06 8425 88.50 9513 89.44
LIBERTY 90.33 99.15 7825 93.17 97.14 94.78.
MADISON 89.95 94.91 83.01 86:59 98:12 89.69
MANATEE 98:1T 95:49• 99.99 99.01 96.86 99.38
MARION 93.46 99.21 86:37 104.47 9573 9321
MARTIN" 10271 102.70 106.65 99.16 99.03 99.75
MONROE 11326 105.25 134.55 93.41 101.25. 100.27
NASSAU 9320 93.05 92.14 93.00 95.34 93.37
OKALOOSA 94.47 104.35 84.73 97:56 96.98 97.06
OKEECHOBEE 94.86 99.69 90.01 8206 99.46 98.49
ORANGE 98.46. 103.36 95.16 101.68 96.69 99.18
OSCEOLA 95.78 101.44 9120 89.90 96.60 99.13
PALM BEACH 104.10 _100:38 105.61 110.80 101.85 106.16"
PASCO 9523. 96.00 91.86 92.86 100.77 96.06
PINELLAS 101.38 100.10 104.15 96.26 99.86 101.15
POLK 94.96 100.61 89.30 91.04 98.94 96.08
PUTNAM 91.04 94.51 87.28 85.11 93.82 93.50
ST. JOHNS 99.81 104.05 100.71 87:12 96.80 100.43
ST. LUCIE 97.34 100.81 93.93 101.20 96:54 99.03
SANTA ROSA 90.83- 89.55 83:36 99.08 96:41" 99.48.
SARASOTA 100.61' 98:76 104.54 113.49 95.30 9528
SEMINOLE 97.37 96.62: 96:03 103.14 97.85 98:50-
SUMTER 93.71 103.54 88.76 8232 96.03 92.00
SUWANEE 87.55 ' 93.57 80.09 78.65 96.27 88:58
TAYLOR 91.78 94.84 86.01 87.75 96.58 96.15
UNION 91.55 94.62 83.82 93.19 97.69 96:30
VOLUSIA 94.29 101.03 90:86 82.75 96:52 94:04
WAKULLA 94.47 100.38 87.70 93.47 9501 100.62:
WALTON 92.75 94.15 87.05 93.80 96.42: 98:67
WASHINGTON 88.43 91.88- 78:72 100.96 98.69 8T.3Z
<9
TABLE IV
ITEMS PRICED FOR THE 1993 FLORIDA PRICE LEVEL INDEX
FOOD (32 ITEMS)
KELLOGGS CORN FLAKES .234 MACARONI ,111
WHITE BREAD .325 CHOCOLATE SANDWICH COOKIES .574
GROUND CHUCK .868 SIRLOIN STEAK ,fig
PORK CHOPS .246 CANNED HAM ,164
BOLOGNA .256 FRYING CHICKEN ,478
TUNA FISH .360 EGGS ,Ogg
WHOLE MILK .630 CHEESE ,448
EVAPORATED MILK .149 APPLES .608
BANANAS .221 LETTUCE .077
CARROTS .592 FROZEN ORANGE JUICE ,34g
PORK & BEANS .221 SUGAR ,~
COOKING OIL .193 COLA DRINK .403
COFFEE IN A CAN .212 CHICKEN NOODLE SOUP .190
BABY FOOD .649 HAMBURGER LUNCH 7,328
CUP OF COFFEE 1.352 SOFT DRINK, SERVED 1,352
BEER 1.604 WINE ,935
TOTAL CATEGORY WEIGHT 21.760
HOUSING (29 ITEMS)
HOMEOWNERS INS
.511 .-
PROPERTY TAXES .w,,,
,g57
PLUMBER SERVICE CHARGE .131 HOUSE PURCHASE PRICE 16.278
~ GAS .080 HAMMER .069
ELECTRICITY, 1000 KWH 1.706 ELECTRICITY, 500 KWH 1.706
RESIDENTIAL TELEPHONE SERVICE .998 NONLOCAL PHONE SERVICE .939
BEDSHEET .354 RESIDENTIAL WATER SERVICE S63
METAL FOLDING CHAIR .341 RECLINER ,641
REFRIGERATOR-FREEZER .054 BABY BED ,412
VIDEO CASSETTE RECORDER .469 WASHING MACHINE ,137
ELECTRIC .DRILL .325 GLASS BAKING DISH 737
SCOURING PADS .218 LAUNDRY DETERGENT ,
.356
POSTAGE .781 PAPER TOWELS ,247
TODDLER DAY CARE EXPENSES .331 BABY SITTER SERVICE 330
TV REPAIR .463 .
TOTAL CATEGORY WEIGHT 37.598
c 10>
TABLE IV
ITE1~1S PRICES FOR THE y993 FLORIDA PRICE LEVEL INDEX
.~'
APPAREL (1 T ITEMS)
f ITEM WEIGHT ITEM WEIGHT
~ MANS BLAZER ,48T MANS UNDERSHIRT .184
MANS BUSINESS SHIRT .29T MANS SLACKS .400
r
BOYS CASUAL SHIRT .210' WOMANSSHIRTWAISTDRESS .882
~
WOMANS:SLACKS .435 WOMANS.PANTIES .348
K WOMANSCASUALSHIRT .435 GIRLS"CASUALSHIRT .24T
MANS DRESSSHOE .393 WOMANS PENNY LOAFER .826
PAMPERS .195 ZIPPER .080
:r WOMANSTIMEX:WATCH .594 DRY CLEANING, MANS.SUIT .374
3 DRY CLEANING,WOMANS DRESS .3T4
.. TOTAL CATEGORY WEIGHT 6:761
,..
r
i
t:~
~.
r.
~!
TRANSPORTATION (74 !TENS)
fTEM WEIGHT ITEM WEIGHT
CHEVROLETCAVAUER 4.018 FORD ESCORT 4.018
GASOLINE, UNLEADED, SEU= 3.72T TIRE STEEL BELTED .315
SPARK PLUG .20T AUTO REPAIR CHARGE 1211
AUTO INSURANCE, PHYSICAL DAM 1.276 AUTO INSURANCE; LIABILITY T.276
AUTO FlNANCE CHARGE .519 AUTO REGISTRATION .094
OPERATORS PERMIT .094 TOW CHARGE .373
NON-LOCALTRAVEL 1.170. BUS FARE .235'
HEALTH,. RECREATION_A_'_N_Q PERSO_N_ AL SERVICES (251TEMS)
M~• •.• • • .~~
I;
ASPIRIN
FiLL1NG
EYE EXAMINATION
.170 BANDAGES-
1.075 EXTRACTION.
.376" SEMI-PRIVATE ROOM RATE
.376
.423
1.075
1'.142
HOSPITAL LAB FEE
NEWSPAPER
KODAK CAMERA FILM:
BOWLING..
TOTALCATEGORY WEIGHT18.533
.979 HEALTH INSURANCE:
.386 TENNIS BALLS
.222 DOG: FOOD
.381 MOVIE RENTAL
CIGARETTES, CARTON, 1.126 TOOTHPASTE
HAND LOTION .192 WOMANS HAIRCUT
MANS HAIRCUT .099- FILLER PAPER'
COLLEGE TU1710N 2:261 SAFETY DEPOSIT' BOX FEE
SOLAR POCKET CALCULATOR .080
TOTAL CATEGORY WEIGHT15.348
.268
.115
.352'
11335
.310.
.453'
aoT
1'.160.
<11
Office of Education Budget and Management
Florlde Department of Education
The Capitol Building
Tallahassee, Florida 32300.0400
Address Correction Requested
BULK RATE
U.S. POSTAGE
PAID
TALLAHASSEE. FL 1739Y
PERYR N0.2d7
The'1993 Florida Price Level Index was prepared by staff of the Fiorlda
Department of Education, Office of Education Budget and Managment,
with support from the staff of the Executive Office of the Governor,
Oftice of Planning and Budgeting, Revenue and Economic Analysis
Unit.
The Cost-of-Living survey and study has received great cooperation
from businesses, agencies and professional organizations throughout
the State. The State of Florida is indeed indebted to everyone whose
cooperation made the study possible.
r
iZECOMMENDED
'' SALARY RANGES BY CLASSIFICATION
ENCLOSURE 2
rNJG 11 '94 09 16 CODY & ASSOCIRTES 407?83-3720
~oclt,f,~' dg~.~.oelate~.,,~ne.
' hrANAG$M$NT CONSUi,TANTS
SOd Jack Drive
Cows Beach, FL a8981
(407) 789.9780
August 11, 1994
Ms. S911y Hert
Village of North Palm Beach
501 U.S. Highway 1
North Palm Beach, FL 33408
Dear Sally:
F. G ~3
' The attaohed are salary recommendations for positions omitted from cur original
report. We were using the Classification and Pay listing (Fiscal year 83/94)
furnished by the Gity which did not include these positions, which led to these
omissions.
The only position not Included Is the Golf Pro's classification since we need
more information oonaerning other monies (outside of salary) that this position
receives.
If you have any questions, please contact me.
Sincerely,
~~iP,c~~'..~
N. E. Pellegrino
Senior partner
~~: ~~Q
''~~ ~
~. ~G~~a
i / o~~~, ~
NUG 11 '&1 09 15 COZY & RSSOCIRTES 407?83-3720
c--+
I NNN
i ~.%~~
PAY GfLADF
FIRE CWIEF (37-49) 35,179 - 47,309
BUILDING TECHNICIAN (11-23) 8.89 - 11.96
GOLF COURSE SUPERVISOR (32-48) 31,091 - 43,931
GOLF COURSE TECHNICIAN (10-22) 8.68 - 11.67
CHEF (24-40) 25,517 - 37,883
dFFICE MANAGER (24-37) 25,517 - 35,179
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SALAtZY SCHEDULE
1
ENCLOSURE 3
L
RECOMMENDED SALARP SC,HEDUX~E
RANGE
HOURLY
ANNUAL
01 6.950 14,456.00
02 7.124 14,817.92
03 7.302 15,188.16
04 7.485 15,568.80
05 7.672 15,957.76
06 7.864 16,357.12
07 8.061 16,766.88
08 8.263 17,187.04
09 8.470 17,617.60
10 8.682 18,058.56
1 1 8.899 18,509.92
12 9.121 18,971.68
13 9.349 19,445.92
14 9.583 19,932.64
15 9.823 20,431.84
16 10.069 20,943.52
17 10.321. 21,467.68
18 10.579 22,004.32
19 10.843 22,553.44
20 11.114 23,117.12
21 1 1.392 23,695.36
22 11.677 24,288.16
RANGE HOURLY ANNUAL
' 23 11.969 24,895.52
24 12.268 25,517.44
25 12.575 26,156.00
26 12.889 26,809.12
27 13.21 1 27,478.88
28 13.541 28,165.28
29 13.880 28,870.40
30 14.227 29,592.16
31 14.583 30,332.64
32 14.948 31,091.84
33 15.322 31,869.76
34 15.705 32,666.40
35 16.098 33,483.84
;' 36 16.500 34,320.00
37 16.913 35,179.04
38 17.336 36,058.88
39 17.769 36,959.52
40 18.213 37,883.04
41 18.663 38,819.04
• 42 19.135 39,800.80
• 43 19.613 40,795.04
44 20.103 41,814.24
45 20.606 42,860.48
i.
46 21.121 43,931.68
47 21.649 45,029.92
['
E
RANGE HOURLY ANNUAL
' 48 22.190 46,155.20
49 22.745 47,309.60
50 23.314 48,493.12
51 23.897 49,705.76
52 24.494 50,947.52
53 25.106 54,222.48
54 25.734 53,526.72
55 26.377 54,864.16
56 27.036 56,234.88
57 27.712 57,640.96
58 28.405 59,082.40
59 29.1 15 60,559.20
' 60 29.843 62,073.44
61 30.589 63,625.12
62 31.354 65,216.32
63 32.138 66,847.04
64 32.941 68,517.28
65 33.765 70,231.20
66 34.609 71,986.72
67 35.474 73,785.92
68 36.361 75,630.88
€.
y
1
SALARY SURVEY
IMPACT ANALYSIS
VILLAGE OF NORTH PALM BEACH
August, 1994
' Prepared by:
Shaukat Khan
Finance Director
' Salary Survey
Impact Analysis
Village of North Palm Beach
Table of Contents
Memorandum ....................................................... 1
Overview ........................................................... 2
Criteria used to Revise the Pay .......................................... 3
Pay Plan Study Impact Highlights ......................................... 4
Impact Analysis Summary -Village ....................................... 5
Impact Analysis Summary -Country Club ................................... 6
Impact Analysis Detail -Village .......................................... 7
Impact Analysis Detail -Country Club ..................................... 12
1
VILLAGE OF NORTH PALM BEACH
MEMORANDUM
To: Dennis Kelly, Village Manager
From: Shaukat Khan, Finance Director ~ /
Re: Salary Survey Impact Analysis
Date: August 22, 1994
I have completed the analysis of the wages and plan study prepared by Cody and Associates,
Inc. for the Village.
' The enclosed report provides the overview and the fiscal impact of the survey and also
highlights the major areas of concern affecting all the employees of Village and Country
Club.
The proposed classification and pay adjustments are prepazed based on the recommendation
suggested by Mr. Nick Pelligrino of Cody and Associates to implement the pay plan.
Please let me know if you have any question or comments on this report.
Thanks.
SK:pe
cc: Village Council
1
1
1
r-.
l-.
OVERVIEW
• The Village has 148 full-time employees (General Fund 126
and Country Club 22)
• There are 64 existing job classifications
• Following are the breakdown of the groups of the Village
employees:
General Fund Country Club To al
(A)
Department Heads 7 1 8
First Line Supervisor 4 2 6
Second Line Supervisor 13 5 18
Staff 102 14 116
Total: ~ 22 148
(B)
PBA 42 - 42
NAGE 59 13 72
Non Union _~ _~
Total: 126 22 14g
2
' CRITERIA USED TO REVISE THE PAY
1. Adjusted the salaries of those employees who are now being paid below the
proposed minimum to at least the minimum rate of their pay range.
2. The classifications in which more than one employee received the upward
adjustment to minimum, their pay are further adjusted by .5% (1/2%) per
year of service up to a maximum of 5% above the minimum rate in that
classification.
' 3. The pay is not changed for the employee whose pay rate falls within the
proposed range or exceeds the range regardless of number of years of service.
4. Paramedics and Detectives are treated the same as Public Safety Officers,
since they receive extra incentive money for these assignments.
5. Sergeants' pay are adjusted to at least the minimum proposed rate and further
adjusted for number of. years of service as Sergeant in accordance with
paragraph 2 above.
1
3
PAY PLAN STUDY IMPACT HIGHLIGHTS
1. Out of the existing 64 classifications, 23 classifications are affected by the pay
plan study.
2. Out of the total of 148 employees (including Country Club), 61 employees are
affected (41%).
3. One employee in the Village and two employees in the Country Club are
making more than the proposed maximum range.
4. Of the 52 employees affected by the study in the general fund, 32 employees
are in the Public Safety Department (62%).
5. Of the $171,637 required to implement the salary survey in the General Fund,
$147,955 are for salary changes in the Public Safety department.
6. Among department heads, only the Recreation Director and Country Club
Manager classifications aze affected.
' 7. No proposed rates are recommended for Golf Pro. They are allowed to earn
money by giving lessons, in addition to the salary.
8. Although the pay for all the collectors in the Sanitation department are within
proposed minimum and maximum rates and no adjustment is suggested, the
collectors with 4 years of service are malting the same amount of money as
the employee with 9 years of service.
9. Fiscal Impact:
General Fund
Funds required to bring $156,627
the employees to minimum
Additional funds to relieve 15,010
the internal compression among
the classifications affected by
the study
' Total:
Country Ctub
$19,522
666
171 37 201 8
4
Total
$176,149
15,676
1 1825
VILLAGE OF NORTH PALM BEACH
' SALARY SURVEY IMPACF ANALYSIS
9319/
• EMPLOYEES A 7. ~
CLASS[FX:AI7ON LFFECiED f A11OI1111' IiESO0N7 t E]~LOYEES ~
YLYY YYYYNYYYY YYYYY 444444444 444 444 YY 444444 444444444 '
VILLAGE
14 CODE OFFICER 1 83.87 0.05% 1.92% ~
17 ELECTRICIAN 1 3700.57 2.16% 1.92% ~
26 LABORER II 5 4533.59 2.64% 9.62% ~
27 LIBRARIAN I t 1216.05 0.71% 1.92% ~
29 LI6. ASSIST. 1 2164.78 1.26% 1.92% ~
I
30 MAINT. MECH. 1 $30.00 0.3146 1.92% ~
32 PARKSKEEPER 4 20$8.66 1.20% 7.69% ~
36 CENTER SUPVSR 1 65.52 0.04% 1.92% ~
41 STOREKEEPER t 1886.98 1.10% 1.92% ~
4E DEPUTY VLG CLK 7 18$0.28 1.08% 1.92%a ~
51 RECREAT.DIR. 7 1792.63 1.04% 1.92% ~
5/ P.SERV.DPUTY DIR 7 3223.58 1.88% 1.92% ~
67 DISPATCHER 6 22268.81 12.97% 11.54% ~
I
78 FIREMAN 3 9037.53 5.27% 5.77% ~
68 PATROLMAN(PSO) 27 109947.$9 64.06% 40.38% ~
I
69 SERGEANT 2 6703.55 3.91% 3.85% ~
73 BUILDING TECH. t 573.96 0.33% 1.92% ~
I
GENERAL FUND TOTALS 52 171637.95 100% 100%
5
VILLAGE OF NORTH PALM BEACH
' SALARY SURVEY IMPACT ANALYSE
93191
M EMPLOYEES R R ~
CLASSII7CATXXi EFFECTED sAl[OONT AtdOQNT sFMPLOYFES ~
4444 44444444444444 444444444 •44444444 444444 4Y4444444 '
f
OOUNTRY CLUH ~
5 POOL ASS137. MGR 1 995.90 4.9346 11.1146 ~
9 CARTMAN 1 1661.59 8.23% 11.11% ~
I
23 HOUSEKEEPER 7 1682.$5 8.33% 11.114~0~
26 LABORER II 3 2639.41. 13.07% 33.33%a ~
I
42 COURT ATTENDANT 1 45$4.9$ 22.$640 11.11% ~
47 CLUB MGR 1 8140.20 40.32% 11.11% ~
' 75 G.C. TECH. 1 513.68 2.5440 11.11°/u
COUNTRY CLUB TOTALS 9 20188.28 100°6 100 °l0 ~
1
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