Agenda 01/25/2022 Item #11C (Resolution - FY2022 Pay & Classification Plan Revisions)01/25/2022
EXECUTIVE SUMMARY
Recommendation to adopt a Resolution approving revisions to the FY2022 Pay and Classification
Plans for the County Manager’s Agency, County Attorney’s Office, and non-union EMS effective
January 1, 2022; to consolidate certain pay grades and adjust the current pay ranges in the County
Manager’s Agency and non-union EMS plans by 10%; to adjust the current pay ranges in the
County Attorney’s Office by 10%; to provide adjustment to minimum and range penetration
increases to address market conditions and internal equity for the County Manager’s Agency,
County Attorney’s Office, and non-union EMS employees; and to provide continued authorization
for the creation of new classifications, modification and/or deletion of classifications and assignm ent
of pay ranges from the proposed Pay and Classification Plans, using the existing point -factor job
evaluation system, and authorize all necessary budget amendments.
OBJECTIVE: To administer a system of compensation based on principles of public accountability,
external competitiveness, internal equity, relative complexity and responsibility between classifications,
market economic conditions, County financial policies, and appropriate federal, state and local laws.
CONSIDERATIONS: Attached with the proposed Resolution (Exhibit 6) approving the pay and
classification plans for the County Manager’s Agency, County Attorney’s Office, and non-union EMS
plans, including increasing the ranges, adjusting to the new range minimum and providing a range
penetration increase, are five exhibits: Exhibit 1 is the County Manager’s Agency Pay and Classification
Plan; Exhibit 2 is the County Manager’s EMS Pay and Classification Plan; Exhibit 3 is the County
Attorney’s Pay Plan; Exhibit 4 is Evergreen Solutions Current State and Market Analysis Draft; and
Exhibit 5 is the Additions, Deletions, and Modifications to the FY2022 Pay and Classification plan. The
proposed Resolution shall apply to all regular full- and part-time employees under the administration of
the County Manager’s Agency and County Attorney’s Office, except those employees under contract or
who are subject to a Collective Bargaining Agreement. Such employees shall continue to be paid and
receive increases in accordance with the applicable contract or governing Collective Bargaining
Agreement.
The County engaged Evergreen Solutions, LLC on June 1, 2021, to perform a Classification and
Compensation Study for the County Manager’s Agency. At the Board of County Commissioners meeting
on September 28, 2021, the Board approved the FY2022 Pay and Classification Plans. The associated
Executive Summary included the potential consideration for early or mid FY2022 adjustments resulting
from the Evergreen analysis, as well as future pay range or base range pay adjustm ents to comply with
increases to the Florida minimum wage.
The County reviews market position on an annual basis. In FY2016 the County confirmed the strategy to
target the market with a competitive pay plan. Since then, maintaining a modest budgetary approach has
resulted in the County falling below, trending from less than 5% below in February 2018 to over 10%
below market in January 2021. Evergreen Solutions has completed their initial assessment of current
conditions at the County Manager’s Agency and provided preliminary market data from comparable
public sector agencies. To summarize the findings, over 75% of County Manager Agency employees’
salaries fall below the midpoint of the pay range. To provide context, midpoint is commonly considered
to be the salary an individual could reasonably expect in the market for satisfactorily performing similar
work. Additionally, preliminary salary survey results show the County’s starting pay is , on average,
almost 13% lower than our surveyed peers when adjusting for the Cost-of-Living Index.
An overview of local conditions provides the following trends that are also impacting the County’s ability
to attract and retain talent:
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1. As economic conditions continue to improve; it is imperative to remain competitive in the
employment market to address Collier County’s historically high cost of living. According to the
most recent State of Florida Relative Price Level Index Study for 2020, Collier County was ranked as
the 2nd highest cost of living County in the State, which was 6.45% above the Statewide average cost
of living.
2. The cost of housing in Collier County continues to rise. This was noted in an ABC7 News article on
Saturday November 27, 2021 covering the story from data found on ApartmentList.com, indicating
“nearly a 28% jump in rent prices in Florida from October 2020. In Naples, the increase is even
higher. The report shows rental prices jumped from an average of $1,544 per month to $2,302 per
month - a 49.1% increase.”
3. The Bureau of Labor Statistics released an updated Consumer Price Index on November 21, 2021. In
this report, the region including Tampa - St. Petersburg - Clearwater, Florida shows All Urban
Consumers experienced an 8% increase in the Consumer Price Index from November 2020 to
November 2021.
4. On November 29, 2021, Naples City Council unanimously approved a two-year wage increase as part
of their new labor contract. This contract included the following wage increases and other benefits.
• 4% raise for fiscal year 2021-22 (retroactive to Oct. 1)
• 5% raise for fiscal year 2022-23
• Christmas bonuses of $300 annually
• Longevity pay annual incentive for long-tenured employees with at least 10 years of
service, ranging from $1,000 to a max of $2,500
5. The Collier County Sheriff offers sign-on bonuses as noted below; the County Manager’s Agency has
no comparable benefit.
• A $1,500 sign on bonus will be awarded to all successful applicants appointed to full-
time non-certified positions.
• A $3,000 sign on bonus will be awarded to all successful applicants appointed to full-
time certified positions.
6. Increasing County Manager Agency Turnover
• At the end of FY2020, turnover was 11.4%, with 239 employees of 2,098 funded
positions separating service.
• At the end of FY2021, County turnover increased over two percent from the previous
year, to 13.5%. 289 employees of 2,147 funded positions separated in that fiscal year.
• To date in FY2022, there have been 92 employees who have separated since 10/1/2021,
with 29 known separations in the coming months. Should that pace continue, the County
could see nearly 370 staff leave before the end of this fiscal year, which would represent
a turnover of 17.2% of funded agency positions.
Evergreen Solutions, LLC estimates the cost to bring the County to a competitive market position ranges
from approximately $16 million to $20 million, depending on whether the County wishes to meet or
exceed today’s market. While best practice suggests that correcting pay in one step is ideal, the County
Manager recommends distributing the budgetary impact across fiscal years with an intermediate step now
and the consideration of another adjustment with the implementation of the FY2023 pay plan on October
1, 2022.
The following actions are recommended for the County Manager’s Agency Pay and Classification Plan,
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inclusive of non-union EMS positions, and County Attorney’s Office (recommendation #4), effective
January 1, 2022:
1) Positions that currently fall into pay grades 102 through 108 in the County Manager’s Plan will
be consolidated into pay grade 109; this will allow the County to proactively get ahead of
Florida’s $15 an hour minimum wage for 2026.
2) Pay ranges for the County Manager’s Agency and non-union EMS Plans, grades 109 through
136, will be increased by 10%, rounded to the nearest hundred, to improve the County’s ability to
recruit and retain individuals in all classifications.
3) Any employee whose pay rate falls below the revised minimum will first receive an increase up
to the minimum of the new range.
4) Pay ranges for the County Attorney’s Office will be increased by 10%, rounded to the nearest
hundred. County Attorney employees will receive a range penetration adjustment ranging from
3% (for those at the maximum of the range) up to 6% (for those at the minimum of the new
range), varying formulaically in between and allowing for marginal differences in hourly rates
due to system rounding.
5) Regular full-time and part-time employees of the County Manager’s Agency will receive a range
penetration adjustment ranging from 4% (for those at the maximum of the new range) up to 10%
(for those at the minimum of the new range), varying formulaically in between and allowing for
marginal differences in hourly rates due to system rounding, and where necessary, pro-rated
based on full-time equivalency (FTE). After the structure adjustments, these range penetration
increases would equate to an average increase of 8.97% for employees in pay ranges BCC109 to
BCC115, 8.81% for employees in pay ranges BCC116 to BCC127, and 8.27% for employees in
pay ranges BCC128 to BCC136.
The formula used to calculate Range Penetration for County Manager Agency employees is noted
below:
(((Max of their pay range]- [Employees Salary]) / ([Max of their pay range] - [Minimum of their
pay range]) * (10% [maximum increase] - 4% [minimum increase]) + 4%) * [Employee Salary]
The County has also been considering the return of merit pay or pay for performance. Evergreen has
recommended deferring pay for performance to follow the introduction of a new pay structure and
compensation/rewards program. If the County implements a new pay structure and
compensation/rewards program on October 1, 2022, the start of FY2023, our consultant recommends
implementing pay for performance no sooner than FY2024.
Pursuant to Ordinance No. 13-40, the Board of County Commissioners has authorized the County
Manager to make additions, modifications and deletions to the Pay and Classification Plan. The proposed
Resolution seeks continued authorization from the Board to do so, as well as to assign pay ranges using
the existing point-factor job evaluation system from the pay ranges set forth in the proposed Pay and
Classification Plans, subject to a quarterly report to the Board. It also authorizes the C ounty Manager to
hire or move employees within the pay plan and classification plan to promote the recruitment and
retention of a highly qualified and professional workforce.
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FISCAL IMPACT: The estimated cost of the associated pay plan and range penetration adjustments is
$7,027,300 for the remainder of FY 2022. Costs allocated to General Governmental funds including the
General Fund, Unincorporated Area General Fund, and those funds which are primarily funded by the
General Fund like Transportation Fund (101) total $3,256,200. Costs connected with the Public Utilities
enterprise family of funds total $1,686,600. Building permit and planning enterprise funds total $965,200
with all remaining funds totaling $1,119,300. While sufficient budget exists to implement the desired
salary and compensation actions, budget amendments may be necessary to align budget within the
appropriate personal service cost centers.
Board members will recall that at the beginning of FY 2022, employees received $1,000 across all pay
classification which averaged approximately 1.7%. This marginal increase was allocated at the beginning
of FY 2022 on October 1 knowing that a complete overhaul of the classification and compensation system
was forthcoming.
Phase two costs intended for implementation in FY 2023 as recommended by Evergreen Solutions is
forecast to cost approximately $10,000,000 with details to be presented as part of the FY 2023 Budget
Policy.
GROWTH MANAGEMENT IMPACT: There are no Growth Management Impacts associated with
this Executive Summary.
LEGAL CONSIDERATIONS: This item has been approved as to form and legality and requires
majority vote for approval. - CMG
RECOMMENDATION: To approve and authorize the Chairman to execute the proposed Resolution;
approve pay range consolidations, pay range increases, and range penetration pay adjustments effective
January 1, 2022; and authorize changes from October 1, 2021 forward, including the creation of new
classifications, modification and/or deletion of classifications, and assignment of pay rates from within
the approved Pay and Classification Plans, subject to a quarterly report to the Board, if actions warrant,
and authorize all necessary budget amendments.
PREPARED BY: Brittney Mahon, Manager - Total Rewards and Talent Acquisition, Division of Human
Resources
ATTACHMENT(S)
1. Exhibit 1 FY22 Pay and Classification Plan (PDF)
2. Exhibit 2 FY22 EMS Pay and Classification Plan (PDF)
3. Exhibit 3 County Attorney's Office Pay Plan (PDF)
4. Exhibit 4 Evergreen Current State and Market Analysis Draft (PDF)
5. Exhibit 5, adds, deletes, mods to pay plan - October through December 2021 (XLSX)
6. Exhibit 6 Resolution for FY 2022 Interim Adjustment FINAL (DOCX)
7. FY22 Pay Plan Updates FINAL January 2022 (PDF)
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COLLIER COUNTY
Board of County Commissioners
Item Number: 11.C
Doc ID: 21110
Item Summary: Recommendation to adopt a Resolution approving revisions to the FY2022 Pay
and Classification Plans for the County Manager’s Agency, County Attorney’s Office, and non-union
EMS effective January 1, 2022; to consolidate certain pay grades and adjust the current pay ranges in the
County Manager’s Agency and non-union EMS plans by 10%; to adjust the current pay ranges in the
County Attorney’s Office by 10%; to provide adjustment to minimum and range penetration increases to
address market conditions and internal equity for the County Manager’s Agency, County Attorney’s
Office, and non-union EMS employees; and to provide continued authorization for the creation of new
classifications, modification and/or deletion of classifications and assignment of pay ranges from the
proposed Pay and Classification Plans, using the existing point-factor job evaluation system, and
authorize all necessary budget amendments. (Amy Lyberg, Human Resources Director)
Meeting Date: 01/25/2022
Prepared by:
Title: Sr. Operations Analyst – County Manager's Office
Name: Geoffrey Willig
01/19/2022 12:03 PM
Submitted by:
Title: Division Director - Corp Fin & Mgmt Svc – County Manager's Office
Name: Mark Isackson
01/19/2022 12:03 PM
Approved By:
Review:
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 01/19/2022 1:09 PM
County Manager's Office Mark Isackson Level 4 County Manager Review Completed 01/19/2022 2:42 PM
Board of County Commissioners Geoffrey Willig Meeting Pending 01/25/2022 9:00 AM
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1/1/2022
GRADE TITLE MIN MIDPOINT MAX
109 Non Exempt - Hourly
15.5769 20.6971 25.8173
15.5769 20.6971 25.8173
15.5769 20.6971 25.8173
15.5769 20.6971 25.8173
15.5769 20.6971 25.8173
15.5769 20.6971 25.8173
15.5769 20.6971 25.8173
15.5769 20.6971 25.8173
ANIMAL CARE SPECIALIST
CHILDCARE WORKER
COURIER
CUSTOMER SERVICE REPRESENTATIVE
LIBRARY ASSISTANT
LIFEGUARD
MAINTENANCE WORKER
PARKS AND RECREATION ASSISTANT
Exempt - Annual
None 32,400 43,050 53,700
110 Non Exempt - Hourly
16.4904 21.9231 27.3558
16.4904 21.9231 27.3558
LINE SERVICE TECHNICIAN I
PARTS CLERK
Exempt - Annual
None 34,300 45,600 56,900
111 Non Exempt - Hourly
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
17.3077 23.0048 28.7019
4-H OUTREACH COORDINATOR
BUILDING AUTOMATION TECHNICIAN
CASE MANAGER ASSISTANT
CUSTOMER SERVICE SPECIALIST
FLEET SERVICES TECHNICIAN
LIBRARY TECHNICIAN
MUSEUM ASSISTANT
PARKS AND RECREATION PROGRAM LEADER
PARK RANGER
PERMITTING TECHNICIAN
PLANT OPERATOR, TRAINEE SOLID WASTE
SPECIALIST
UTILITY TECHNICIAN
VETERINARY TECHNICIAN
Exempt - Annual
None 36,000 47,850 59,700
112 Non Exempt - Hourly
ADMINISTRATIVE SECRETARY 18.1731 24.1587 30.1442
ANIMAL SERVICES DISPATCHER 18.1731 24.1587 30.1442
AUTOMOTIVE TECHNICIAN, APPRENTICE 18.1731 24.1587 30.1442
EQUIPMENT OPERATOR 18.1731 24.1587 30.1442
FISCAL TECHNICIAN 18.1731 24.1587 30.1442
HUMAN RESOURCES TECHNICIAN 18.1731 24.1587 30.1442
INVENTORY CONTROL SPECIALIST 18.1731 24.1587 30.1442
MAINTENANCE SPECIALIST 18.1731 24.1587 30.1442
TRADESWORKER, APPRENTICE 18.1731 24.1587 30.1442
VOLUNTEER COORDINATOR 18.1731 24.1587 30.1442
Exempt - Annual
None 37,800 50,250 62,700
FISCAL YEAR 2022 BOARD OF COLLIER COUNTY
COMMISSIONERS PAY AND CLASSIFICATION PLAN
Page 1 of 9
17.3077 23.0048 28.7019
11.C.a
Packet Pg. 547 Attachment: Exhibit 1 FY22 Pay and Classification Plan (21110 : Classification and Compensation Plan)
GRADE TITLE MIN MIDPOINT MAX
113 Non Exempt - Hourly
ANIMAL CONTROL OFFICER 19.0865 25.3606 31.6346
EQUIPMENT OPERATOR, SENIOR 19.0865 25.3606 31.6346
LABORATORY TECHNICIAN 19.0865 25.3606 31.6346
LINE SERVICE TECHNICIAN II 19.0865 25.3606 31.6346
PURCHASING TECHNICIAN 19.0865 25.3606 31.6346
SUPERVISOR - PARTS/MATERIALS 19.0865 25.3606 31.6346
Exempt - Annual
None 39,700 52,750 65,800
114 Non Exempt - Hourly
ADMINISTRATIVE ASSISTANT 20.0481 26.6346 33.2212
ADMINISTRATIVE SUPERVISOR 20.0481 26.6346 33.2212
AUTOMOTIVE TECHNICIAN, JOURNEYMAN 20.0481 26.6346 33.2212
BUSINESS TECHNOLOGY ANALYST 20.0481 26.6346 33.2212
CODE ENFORCEMENT INVESTIGATOR 20.0481 26.6346 33.2212
COMMUNITY SERVICES ASSISTANT 20.0481 26.6346 33.2212
CREW LEADER 20.0481 26.6346 33.2212
GIS TECHNICIAN 20.0481 26.6346 33.2212
GRANTS SUPPORT SPECIALIST 20.0481 26.6346 33.2212
LIBRARY OPERATIONS COORDINATOR 20.0481 26.6346 33.2212
LIBRARY PROGRAM SPECIALIST 20.0481 26.6346 33.2212
ODOR CONTROL SPECIALIST 20.0481 26.6346 33.2212
OPERATIONS COORDINATOR 20.0481 26.6346 33.2212
PARKS AND RECREATION PROGRAM LEADER, SENIOR 20.0481 26.6346 33.2212
PLANNING TECHNICIAN 20.0481 26.6346 33.2212
RISK TECHNICIAN 20.0481 26.6346 33.2212
TRADESWORKER, JOURNEYMAN 20.0481 26.6346 33.2212
Exempt - Annual
None 41,700 55,400 69,100
115 Non Exempt - Hourly
ACCOUNTING TECHNICIAN 21.0577 28.0529 35.0481
CODE ENFORCEMENT INVESTIGATOR, SENIOR 21.0577 28.0529 35.0481
CODE ENFORCEMENT SPECIALIST 21.0577 28.0529 35.0481
EMS SUPPLY CENTER SPECIALIST 21.0577 28.0529 35.0481
EXECUTIVE SECRETARY 21.0577 28.0529 35.0481
FACILITIES COMPLIANCE OFFICER 21.0577 28.0529 35.0481
HEAVY EQUIPMENT OPERATOR 21.0577 28.0529 35.0481
MANAGER - PARTS 21.0577 28.0529 35.0481
PLANT OPERATOR 21.0577 28.0529 35.0481
PRETREATMENT INSPECTOR 21.0577 28.0529 35.0481
PROPERTY ACQUISITION SPECIALIST 21.0577 28.0529 35.0481
PUBLIC INFORMATION SPECIALIST 21.0577 28.0529 35.0481
RADIO SYSTEM ANALYST 21.0577 28.0529 35.0481
TECHNICIAN 21.0577 28.0529 35.0481
TRAFFIC SIGNAL TECHNICIAN, APPRENTICE 21.0577 28.0529 35.0481
Exempt - Annual
None 43,800 58,350 72,900
Page 2 of 9
11.C.a
Packet Pg. 548 Attachment: Exhibit 1 FY22 Pay and Classification Plan (21110 : Classification and Compensation Plan)
GRADE TITLE MIN MIDPOINT MAX
116 Non Exempt - Hourly
ANIMAL CARE SPECIALIST, SENIOR 23.5577 30.8654 38.1731
ANIMAL CONTROL OFFICER, SENIOR 23.5577 30.8654 38.1731
AUTOMOTIVE TECHNICIAN, MASTER 23.5577 30.8654 38.1731
BENEFITS ANALYST 23.5577 30.8654 38.1731
CREW LEADER, SENIOR 23.5577 30.8654 38.1731
INSTRUMENTATION/ELECTRICAL TECHNICIAN 23.5577 30.8654 38.1731
PARK RANGER, SENIOR 23.5577 30.8654 38.1731
PLANT MECHANIC 23.5577 30.8654 38.1731
PLANT OPERATOR, SENIOR 23.5577 30.8654 38.1731
PROPERTY MAINTENANCE SPECIALIST 23.5577 30.8654 38.1731
TRADESWORKER, MASTER 23.5577 30.8654 38.1731
TRAFFIC SIGNAL TECHNICIAN 23.5577 30.8654 38.1731
Exempt - Annual
BUSINESS TECHNOLOGY ANALYST, SENIOR 49,000 64,200 79,400
LIBRARIAN 49,000 64,200 79,400
RECYCLING SPECIALIST 49,000 64,200 79,400
117 Non Exempt - Hourly
AUTOMOTIVE TECHNICIAN, PRINCIPAL 24.7596 32.4279 40.0962
FIELD SUPERVISOR 24.7596 32.4279 40.0962
INSPECTOR 24.7596 32.4279 40.0962
PLANNER 24.7596 32.4279 40.0962
PLANS REVIEWER - SIGNS 24.7596 32.4279 40.0962
PROPERTY ACQUISITION SPECIALIST, SENIOR 24.7596 32.4279 40.0962
TOTAL REWARDS COORDINATOR 24.7596 32.4279 40.0962
Exempt - Annual
BUSINESS CENTER PROJECT COORDINATOR 51,500 67,450 83,400
CASE MANAGER 51,500 67,450 83,400
CHEMIST 51,500 67,450 83,400
EDITOR/VIDEOGRAPHER 51,500 67,450 83,400
ENVIRONMENTAL SPECIALIST 51,500 67,450 83,400
EVENTS, SALES AND MARKETING COORDINATOR 51,500 67,450 83,400
GRAPHICS SPECIALIST 51,500 67,450 83,400
HUMAN RESOURCES STRATEGIST 51,500 67,450 83,400
LIBRARIAN, SENIOR 51,500 67,450 83,400
SUPERVISOR - FOOD PROGRAMS 51,500 67,450 83,400
SUPERVISOR - OPERATIONS 51,500 67,450 83,400
SUPERVISOR - PARKS PROGRAMS 51,500 67,450 83,400
SUPERVISOR - SPECIAL POPULATION 51,500 67,450 83,400
VETERAN SERVICES OFFICER 51,500 67,450 83,400
WELLNESS HEALTH EDUCATOR 51,500 67,450 83,400
Page 3 of 9
11.C.a
Packet Pg. 549 Attachment: Exhibit 1 FY22 Pay and Classification Plan (21110 : Classification and Compensation Plan)
GRADE TITLE MIN MIDPOINT MAX
118 Non Exempt - Hourly
CAD TECHNICIAN 26.2981 34.4471 42.5962
FIELD SUPERVISOR, SENIOR 26.2981 34.4471 42.5962
GIS TECHNICIAN, SENIOR 26.2981 34.4471 42.5962
INSTRUMENTATION/ELECTRICAL TECHNICIAN, SENIOR 26.2981 34.4471 42.5962
SUPERVISOR - LANDFILL OPERATIONS 26.2981 34.4471 42.5962
TECHNICAL SUPPORT PROFESSIONAL 26.2981 34.4471 42.5962
TRAFFIC SIGNAL TECHNICIAN, SENIOR 26.2981 34.4471 42.5962
Exempt - Annual
ACCOUNTANT 54,700 71,650 88,600
ANIMAL SERVICES PROGRAM COORDINATOR 54,700 71,650 88,600
ECONOMIC RESEARCH ANALYST 54,700 71,650 88,600
ENVIRONMENTAL SPECIALIST, SENIOR 54,700 71,650 88,600
EXTENSION AGENT 54,700 71,650 88,600
PROJECT MANAGER, ASSOCIATE 54,700 71,650 88,600
PUBLIC INFORMATION COORDINATOR 54,700 71,650 88,600
REVIEW APPRAISER 54,700 71,650 88,600
RIGHT OF WAY COORDINATOR 54,700 71,650 88,600
SITE PLANS REVIEWER, ASSOCIATE 54,700 71,650 88,600
SUPERVISOR - AQUATICS 54,700 71,650 88,600
SUPERVISOR - ATHLETICS 54,700 71,650 88,600
119 Non Exempt - Hourly
BUILDING INSPECTOR 27.5481 36.0817 44.6154
Exempt - Annual
HUMAN RESOURCES BUSINESS PARTNER 57,300 75,050 92,800
LABORATORY QUALITY ASSURANCE SPECIALIST 57,300 75,050 92,800
MANAGEMENT AND BUDGET ANALYST 57,300 75,050 92,800
OPERATIONS ANALYST 57,300 75,050 92,800
RISK ANALYST 57,300 75,050 92,800
SAFETY COORDINATOR 57,300 75,050 92,800
SUPERVISOR - COMMUNITY CENTERS 57,300 75,050 92,800
SUPERVISOR - PERMITTING 57,300 75,050 92,800
SUPERVISOR - REVENUE 57,300 75,050 92,800
TOURISM SALES COORDINATOR 57,300 75,050 92,800
TRAINING COORDINATOR 57,300 75,050 92,800
WEB CONTENT ADMINISTRATOR 57,300 75,050 92,800
120 Non Exempt - Hourly
BUILDING INSPECTOR, SENIOR 28.9423 37.9087 46.8750
PLANS REVIEWER 28.9423 37.9087 46.8750
TECHNICAL SUPPORT PROFESSIONAL, SENIOR 28.9423 37.9087 46.8750
Exempt - Annual
APPLICATIONS ANALYST 60,200 78,850 97,500
GRANTS COORDINATOR 60,200 78,850 97,500
IMPACT FEE COORDINATOR 60,200 78,850 97,500
MUSEUM CURATOR - COLLECTIONS 60,200 78,850 97,500
MUSEUM CURATOR - EDUCATION 60,200 78,850 97,500
PROPERTY MANAGEMENT SPECIALIST, SENIOR 60,200 78,850 97,500
RECYCLING COORDINATOR 60,200 78,850 97,500
SUPERVISOR - CODE ENFORCEMENT 60,200 78,850 97,500
SUPERVISOR - LICENSING COMPLIANCE 60,200 78,850 97,500
SUPERVISOR - PARK RANGERS 60,200 78,850 97,500
SUPERVISOR - RECREATION 60,200 78,850 97,500
Page 4 of 9
11.C.a
Packet Pg. 550 Attachment: Exhibit 1 FY22 Pay and Classification Plan (21110 : Classification and Compensation Plan)
GRADE TITLE MIN MIDPOINT MAX
121 Non Exempt - Hourly
CHIEF OPERATOR 30.3846 39.8077 49.2308
SUPERVISOR - BUILDING MAINTENANCE 30.3846 39.8077 49.2308
Exempt - Annual
ACCOUNTANT, SENIOR 63,200 82,800 102,400
ARCHITECT 63,200 82,800 102,400
CONTRACT ADMINISTRATION SPECIALIST 63,200 82,800 102,400
ENVIRONMENTAL HEALTH AND SAFETY SPECIALIST 63,200 82,800 102,400
ENVIRONMENTAL SPECIALIST, PRINCIPAL 63,200 82,800 102,400
FLOODPLAIN COORDINATOR 63,200 82,800 102,400
MANAGER - BRANCH LIBRARY 63,200 82,800 102,400
MANAGER - MUSEUM 63,200 82,800 102,400
MANAGER - SENIOR PROGRAM AND SOCIAL SERVICES 63,200 82,800 102,400
MANAGER - TELEVISION OPERATIONS 63,200 82,800 102,400
NETWORK ADMINISTRATOR 63,200 82,800 102,400
PLANNER, SENIOR 63,200 82,800 102,400
PROCUREMENT STRATEGIST 63,200 82,800 102,400
PUBLIC RELATIONS SPECIALIST - TOURISM 63,200 82,800 102,400
REVIEW APPRAISER, SENIOR 63,200 82,800 102,400
SENIOR GRANTS AND HOUSING COORDINATOR 63,200 82,800 102,400
SENIOR PUBLIC INFORMATION OFFICER 63,200 82,800 102,400
SUPERVISOR - BUILDING AUTOMATION CENTER 63,200 82,800 102,400
SUPERVISOR - FLEET MAINTENANCE 63,200 82,800 102,400
SUPERVISOR - GRANTS COMPLIANCE 63,200 82,800 102,400
SUPERVISOR - IT SERVICE DESK 63,200 82,800 102,400
SUPERVISOR - LABORATORY 63,200 82,800 102,400
SUPERVISOR - LIBRARY 63,200 82,800 102,400
SUPERVISOR - ROAD MAINTENANCE 63,200 82,800 102,400
SUPERVISOR - SIGNAL OPERATIONS 63,200 82,800 102,400
122 Non Exempt - Hourly
FIELD INSPECTOR, SENIOR 31.9231 41.8269 51.7308
Exempt - Annual
MANAGER - AIRPORT OPERATIONS 66,400 87,000 107,600
MANAGER - CULINARY PROGRAMS & DEVELOPMENT 66,400 87,000 107,600
TOURISM SALES SPECIALIST 66,400 87,000 107,600
123 Non Exempt - Hourly
None 33.5096 43.8942 54.2788
Exempt - Annual
CHIEF BUILDING INSPECTOR 69,700 91,300 112,900
COUNTY SURVEYOR 69,700 91,300 112,900
MANAGEMENT AND BUDGET ANALYST, SENIOR 69,700 91,300 112,900
MANAGER - CODE ENFORCEMENT OPERATIONS 69,700 91,300 112,900
MANAGER - ENVIRONMENTAL COMPLIANCE 69,700 91,300 112,900
MANAGER - FED/STATE GRANTS OPERATIONS 69,700 91,300 112,900
MANAGER - GROUP INSURANCE 69,700 91,300 112,900
MANAGER - HOUSING, GRANT DEVELOPMENT AND OPERATIONS 69,700 91,300 112,900
MANAGER - INVENTORY AND DISTRIBUTION CONTROL 69,700 91,300 112,900
MANAGER - INVESTIGATIONS - CODE ENFORCEMENT 69,700 91,300 112,900
MANAGER - IRRIGATION QUALITY 69,700 91,300 112,900
MANAGER - METER SERVICES 69,700 91,300 112,900
MANAGER - PARK OPERATIONS 69,700 91,300 112,900
MANAGER - RISK FINANCE 69,700 91,300 112,900
MANAGER - VETERAN SERVICES 69,700 91,300 112,900
Page 5 of 9
11.C.a
Packet Pg. 551 Attachment: Exhibit 1 FY22 Pay and Classification Plan (21110 : Classification and Compensation Plan)
GRADE TITLE MIN MIDPOINT MAX
123 Exempt - Annual
MANAGER - W/WW ENVIRONMENTAL COMPLIANCE 69,700 91,300 112,900
MANAGER - WASTE REDUCTION AND RECYCLING 69,700 91,300 112,900
MANAGER - WELLNESS PROGRAMS 69,700 91,300 112,900
NETWORK ADMINISTRATOR, SENIOR 69,700 91,300 112,900
OPERATIONS ANALYST, SENIOR 69,700 91,300 112,900
PLANNER, PRINCIPAL 69,700 91,300 112,900
PROCUREMENT STRATEGIST, SENIOR 69,700 91,300 112,900
PROGRAMMER ANALYST, SENIOR 69,700 91,300 112,900
PROJECT MANAGER 69,700 91,300 112,900
REGIONAL MANAGER - PARKS AND RECREATION 69,700 91,300 112,900
SECURITY PROFESSIONAL 69,700 91,300 112,900
SENIOR SUPERVISOR - LIBRARY 69,700 91,300 112,900
SIGNAL SYSTEMS NETWORK SPECIALIST 69,700 91,300 112,900
SITE PLANS REVIEWER 69,700 91,300 112,900
SUPERVISOR - ACCOUNTING 69,700 91,300 112,900
124 Non Exempt - Hourly
None 35.2404 46.1538 57.0673
Exempt- Annual
ARTS & CULTURE MANAGER 73,300 96,000 118,700
CRA OPERATIONS MANAGER 73,300 96,000 118,700
EMERGENCY MANAGEMENT COORDINATOR 73,300 96,000 118,700
MANAGER - DOMESTIC ANIMAL SERVICES OPERATIONS 73,300 96,000 118,700
MANAGER - ENVIRONMENTAL HEALTH AND SAFETY 73,300 96,000 118,700
MANAGER - INTERNAL CONTROLS 73,300 96,000 118,700
MANAGER - PELICAN BAY SERVICES 73,300 96,000 118,700
MANAGER - PROCUREMENT 73,300 96,000 118,700
MANAGER - PUBLIC TRANSIT 73,300 96,000 118,700
MANAGER - ROAD CONSTRUCTION 73,300 96,000 118,700
MANAGER - TECHNICAL SUPPORT - WW 73,300 96,000 118,700
MANAGER - TECHNICAL SYSTEMS OPERATIONS 73,300 96,000 118,700
MANAGER - TELECOMMUNICATIONS 73,300 96,000 118,700
SUPERVISOR - SITE INSPECTIONS 73,300 96,000 118,700
125 Non Exempt - Hourly
None 36.9231 48.3654 59.8077
Exempt - Annual
ASSISTANT DIVISION DIRECTOR - PARKS AND RECREATION 76,800 100,600 124,400
DATABASE ADMINISTRATOR 76,800 100,600 124,400
ENGINEER, SENIOR 76,800 100,600 124,400
MANAGER - COMMUNICATIONS AND CUSTOMER RELATIONS 76,800 100,600 124,400
MANAGER - ENVIRONMENTAL SERVICES 76,800 100,600 124,400
MANAGER - FACILITIES 76,800 100,600 124,400
MANAGER - FINANCIAL AND OPERATIONAL SUPPORT 76,800 100,600 124,400
MANAGER - GRANTS COMPLIANCE 76,800 100,600 124,400
MANAGER - HUMAN RESOURCES 76,800 100,600 124,400
MANAGER - IT CUSTOMER RELATIONS AND APPLICATIONS MGMT 76,800 100,600 124,400
MANAGER - LANDSCAPE OPERATIONS 76,800 100,600 124,400
MANAGER - PLANNING 76,800 100,600 124,400
MANAGER - PLANS REVIEW AND INSPECTIONS 76,800 100,600 124,400
MANAGER - POWER SYSTEMS 76,800 100,600 124,400
MANAGER - RIGHT OF WAY 76,800 100,600 124,400
MANAGER - SOLID WASTE OPERATIONS 76,800 100,600 124,400
MANAGER - STORMWATER MAINTENANCE 76,800 100,600 124,400
MANAGER - UTILITY BILLING AND CUSTOMER SERVICE 76,800 100,600 124,400
MANAGER - WASTEWATER COLLECTIONS 76,800 100,600 124,400
PROJECT MANAGER, SENIOR 76,800 100,600 124,400
SITE PLANS REVIEWER, SENIOR 76,800 100,600 124,400
SUPERINTENDENT - PARKS AND RECREATION 76,800 100,600 124,400
Page 6 of 9
11.C.a
Packet Pg. 552 Attachment: Exhibit 1 FY22 Pay and Classification Plan (21110 : Classification and Compensation Plan)
GRADE TITLE MIN MIDPOINT MAX
126 Non Exempt - Hourly
None 38.7981 50.8173 62.8365
Exempt - Annual
ASSISTANT DIVISION DIRECTOR - LIBRARY 80,700 105,700 130,700
CHIEF BUILDING OFFICIAL 80,700 105,700 130,700
DEPUTY DIVISION DIRECTOR - TOURISM 80,700 105,700 130,700
EXECUTIVE MANAGER - AIRPORT 80,700 105,700 130,700
MANAGER - BUSINESS CENTER 80,700 105,700 130,700
MANAGER - DISTRIBUTION 80,700 105,700 130,700
PLANT MANAGER 80,700 105,700 130,700
PROJECT MANAGER, SENIOR (LICENSED)80,700 105,700 130,700
SUPERINTENDENT - ROADS AND BRIDGES 80,700 105,700 130,700
127 Non Exempt - Hourly
None 40.7212 53.3413 65.9615
Exempt - Annual
MANAGER - INFORMATION SYSTEMS DEVELOPMENT 84,700 110,950 137,200
MANAGER - NETWORK OPERATIONS 84,700 110,950 137,200
MANAGER - OPERATIONS - WATER/WASTEWATER 84,700 110,950 137,200
PROJECT MANAGER, PRINCIPAL 84,700 110,950 137,200
128 Non Exempt - Hourly
None 45.7212 59.9038 74.0865
Exempt - Annual
MANAGER - COASTAL MANAGEMENT PROGRAM 95,100 124,600 154,100
MANAGER - ENGINEERING REVIEW SERVICES 95,100 124,600 154,100
MANAGER - POLLUTION CONTROL 95,100 124,600 154,100
MANAGER - PROPERTY ACQUISITION AND CONSTRUCTION MGMT 95,100 124,600 154,100
MANAGER - TRANSPORTATION PLANNING 95,100 124,600 154,100
PROJECT MANAGER, PRINCIPAL (LICENSED)95,100 124,600 154,100
129 Non Exempt - Hourly
None 48.0288 61.2260 74.4231
Exempt - Annual
CHIEF ENGINEER - TRAFFIC OPERATIONS 99,900 127,350 154,800
SHELTER VETERINARIAN 99,900 127,350 154,800
Page 7 of 9
11.C.a
Packet Pg. 553 Attachment: Exhibit 1 FY22 Pay and Classification Plan (21110 : Classification and Compensation Plan)
GRADE TITLE MIN MIDPOINT MAX
130 Non Exempt - Hourly
None 50.4327 64.3029 78.1731
Exempt - Annual
DIVISION DIRECTOR - BUILDING REVIEW AND PERMITTING 104,900 133,750 162,600
DIVISION DIRECTOR - CODE ENFORCEMENT 104,900 133,750 162,600
DIVISION DIRECTOR - COMMUNICATIONS, GOVERNMENT & PUBLIC AFFAIRS 104,900 133,750 162,600
DIVISION DIRECTOR - COMMUNITY AND HUMAN SERVICES 104,900 133,750 162,600
DIVISION DIRECTOR - COMMUNITY REDEVELOPMENT AGENCIES (CRA)104,900 133,750 162,600
DIVISION DIRECTOR - CORPORATE COMPLIANCE AND CONTINUOUS IMPROVEMENT 104,900 133,750 162,600
DIVISION DIRECTOR - DEVELOPMENT REVIEW 104,900 133,750 162,600
DIVISION DIRECTOR - DOMESTIC ANIMAL SERVICES 104,900 133,750 162,600
DIVISION DIRECTOR - FACILITIES MANAGEMENT 104,900 133,750 162,600
DIVISION DIRECTOR - FLEET MANAGEMENT 104,900 133,750 162,600
DIVISION DIRECTOR - LIBRARY 104,900 133,750 162,600
DIVISION DIRECTOR - MUSEUM 104,900 133,750 162,600
DIVISION DIRECTOR - OPERATIONS SUPPORT 104,900 133,750 162,600
DIVISION DIRECTOR - PARKS AND RECREATION 104,900 133,750 162,600
DIVISION DIRECTOR - PLANNING AND ZONING 104,900 133,750 162,600
DIVISION DIRECTOR - PUBLIC TRANSIT AND NEIGHBORHOOD ENH 104,900 133,750 162,600
DIVISION DIRECTOR - PUBLIC UTILITIES ENGINEERING 104,900 133,750 162,600
DIVISION DIRECTOR - RISK MANAGEMENT 104,900 133,750 162,600
DIVISION DIRECTOR - ROAD MAINTENANCE 104,900 133,750 162,600
DIVISION DIRECTOR - SOLID WASTE 104,900 133,750 162,600
DIVISION DIRECTOR - SUB-REGIONAL UTILITIES 104,900 133,750 162,600
DIVISION DIRECTOR - TOURISM 104,900 133,750 162,600
DIVISION DIRECTOR - TRANSPORTATION ENGINEERING 104,900 133,750 162,600
DIVISION DIRECTOR - UNIVERSITY EXTENSION SERVICES 104,900 133,750 162,600
DIVISION DIRECTOR - WASTEWATER 104,900 133,750 162,600
DIVISION DIRECTOR - WATER 104,900 133,750 162,600
131 Non Exempt - Hourly
None 52.9808 67.5481 82.1154
Exempt - Annual
DIVISION DIRECTOR - BUREAU OF EMERGENCY SVCS 110,200 140,500 170,800
DIVISION DIRECTOR - CORP FINANCIAL AND MGMT SERVICES 110,200 140,500 170,800
DIVISION DIRECTOR - HUMAN RESOURCES 110,200 140,500 170,800
DIVISION DIRECTOR - IMPACT FEE, CAPITAL PROJECT PLANNING AND PROG MGMT 110,200 140,500 170,800
DIVISION DIRECTOR - INFORMATION TECHNOLOGY 110,200 140,500 170,800
DIVISION DIRECTOR - PROCUREMENT SERVICES 110,200 140,500 170,800
DIVISION DIRECTOR - UTILITIES FINANCE 110,200 140,500 170,800
EXECUTIVE DIRECTOR - CORPORATE BUSINESS OPERATIONS 110,200 140,500 170,800
132 Non Exempt - Hourly
None 55.6250 70.9135 86.2019
Exempt - Annual
DEPUTY DEPARTMENT HEAD 115,700 147,500 179,300
133 Non Exempt - Hourly
None 58.3654 74.4231 90.4808
Exempt - Annual
None 121,400 154,800 188,200
Page 8 of 9
11.C.a
Packet Pg. 554 Attachment: Exhibit 1 FY22 Pay and Classification Plan (21110 : Classification and Compensation Plan)
GRADE TITLE MIN MIDPOINT MAX
134 Non Exempt - Hourly
None 61.2981 78.1490 95.0000
Exempt - Annual
None 127,500 162,550 197,600
135 Non Exempt - Hourly
None 64.3750 82.0673 99.7596
Exempt - Annual
DEPARTMENT HEAD 133,900 170,700 207,500
136 Non Exempt - Hourly
None 67.5962 86.1779 104.7596
Exempt - Annual
DEPUTY COUNTY MANAGER 140,600 179,250 217,900
Intern Classification
INTGR GRADUATE STUDENT INTERN 17.0000
INT01 HIGH SCHOOL INTERN 13.0000
INTUG UNDERGRADUATE STUDENT INTERN 15.0000
Page 9 of 9
11.C.a
Packet Pg. 555 Attachment: Exhibit 1 FY22 Pay and Classification Plan (21110 : Classification and Compensation Plan)
1/1/2022
Grade Min Midpoint Max
BCC117 24.7596 32.4279 40.0962
BCC124 35.2404 46.1538 57.0673
BCC125 36.9231 48.3654 59.8077
BCC127 40.7212 53.3413 65.9615
Grade Min Midpoint Max
BCC125 76,800 100,600 124,400
BCC126 80,700 105,700 130,700
BCC128 95,100 124,600 154,100
BCC128 95,100 124,600 154,100
BCC129 99,900 127,350 154,800
BCC130 104,900 133,750 162,600
Years of Service EMT I EMT II Paramedic I Paramedic II Paramedic CO Pilot
0 13.04‐18.70 13.92 15.71 17.18 20.64 31.85
1 14.27 16.10 17.61 21.16 32.65
2 14.62 16.51 18.05 21.68 33.46
3 14.99 16.92 18.50 22.23 34.30
4 15.37 17.34 18.96 22.78 35.16
5 15.75 17.77 19.44 23.35 36.04
6 16.14 18.22 19.92 23.94 36.94
7 16.55 18.67 20.42 24.53 37.86
8 16.96 19.14 20.93 25.15 38.81
9 17.38 19.62 21.46 25.78 39.78
10 17.82 20.11 21.99 26.42 40.77
11 18.26 20.61 22.54 27.08 41.79
12 18.72 21.13 23.11 27.76 42.83
13 19.18 21.66 23.68 28.45 43.91
14 19.66 22.20 24.27 29.16 45.00
15 20.16 22.75 24.88 29.89 46.13
16 20.66 23.32 25.50 30.64 47.28
17 21.17 23.90 26.14 31.41 48.46
18 21.70 24.50 26.79 32.19 49.68
19 22.25 25.11 27.46 33.00 50.92
20 22.80 25.73 28.15 33.83 52.19
EMS Bargaining Unit Step PLAN
BCC Board Approved 7/13/21
Effective 10/1/21
EMS CAPTAIN
Job Title
FISCAL YEAR 2022 BOARD OF COLLIER COUNTY
COMMISSIONERS PAY AND CLASSIFICATION EMS PLAN
Non Exempt - Hourly
Exempt - Annual
CHIEF - EMERGENCY MEDICAL SERVICES
DIVISION DIRECTOR - EMS OPERATIONS
EMS DIVISION CHIEF
DIRECTOR OF OPERATIONS - HELICOPTER OPERATIONS
EMS BATTALION CHIEF
Job Title
CHIEF PILOT
DIRECTOR OF MAINTENANCE - HELICOPTER OPERATIONS
LEAD AIRCRAFT MECHANIC
AIRCRAFT MECHANIC I
11.C.b
Packet Pg. 556 Attachment: Exhibit 2 FY22 EMS Pay and Classification Plan (21110 : Classification and Compensation Plan)
Classification P/G Min.Mid.Max.
Deputy County Attorney ATY120 141,300 189,350 237,400
Managing Assistant County
Attorney
ATY116 107,800 144,450 181,100
Senior County Attorney ATY114 94,200 126,250 158,300
Assistant County Attorney ATY112 82,300 110,300 138,300
Junior County Attorney ATY111 74,800 100,250 125,700
Legal Office Administrator ATY108 62,700 84,000 105,300
Legal Assistant/Paralegal ATY105 51,200 68,600 86,000
Legal Secretary ATY103 44,700 59,900 75,100
Legal Administrative Secretary ATY100 36,500 48,900 61,300
County Attorney's Office Pay Plan
Effective January 1, 2022
11.C.c
Packet Pg. 557 Attachment: Exhibit 3 County Attorney's Office Pay Plan (21110 : Classification and Compensation Plan)
Evergreen Solutions, LLC Page 2-1
The purpose of this evaluation was to provide an overall assessment of the County’s
compensation structure, and employee salary progression. Data included here reflect the
conditions when the study began, and should be considered, as such, a snapshot in time (as
of September 2021). The insights gained from this evaluation provided the basis for further
analysis through the course of this study. The results of this evaluation were considered during
the review of internal equity and the analysis of peer market data. Subsequently, appropriate
compensation related recommendations were developed for the County and are described
later in this report.
2.1 PAY PLAN ANALYSIS
The County administered three open-range pay plans for employees; one designated as the
Board of Collier County Commissioners plan, one as the County Attorney’s Office plan, and
one as the Emergency Medical Services plan. As illustrated in Exhibit 2A, the Board of Collier
County Commissioners plan supported 1,782 employees, and had 35 distinct pay grades. The
range spreads (difference between the minimum and maximum) for these grades ranged from
55 to approximately 65.8 percent. As illustrated in Exhibit 2B, the County Attorney’s Office pay
plan supported 15 employees, and had six pay grades. The range spread for these pay grades
was a uniform 68 percent. Exhibit 2C shows the pay grades for Emergency Medical Services
employees. There were seven grades with 151 employees included and range spreads of
approximately 47 percent.
EVERGREEN SOLUTIONS, LLC
Chapter 2 – Assessment of Current
Conditions
11.C.d
Packet Pg. 558 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-2
EXHIBIT 2A
BOARD OF COLLIER COUNTY COMMISSIONERS PAY PLAN
Source: Created by Evergreen from data provided by the County as of September 2021
Grade Minimum Midpoint Maximum Range
Spread Employees
BCC102 20,932.00$ 27,820.50$ 34,709.00$ 65.82%0
BCC103 21,957.00$ 29,181.50$ 36,406.00$ 65.81%0
BCC104 23,057.00$ 30,644.50$ 38,232.00$ 65.82%0
BCC105 24,209.00$ 32,175.50$ 40,142.00$ 65.81%6
BCC106 25,420.00$ 33,786.00$ 42,152.00$ 65.82%137
BCC107 26,690.00$ 35,473.00$ 44,256.00$ 65.81%4
BCC108 28,023.00$ 37,245.50$ 46,468.00$ 65.82%3
BCC109 29,425.00$ 39,108.00$ 48,791.00$ 65.81%12
BCC110 31,209.00$ 41,479.50$ 51,750.00$ 65.82%28
BCC111 32,770.00$ 43,554.00$ 54,338.00$ 65.82%100
BCC112 34,408.00$ 45,731.50$ 57,055.00$ 65.82%245
BCC113 36,129.00$ 48,018.50$ 59,908.00$ 65.82%34
BCC114 37,936.00$ 50,419.50$ 62,903.00$ 65.81%188
BCC115 39,833.00$ 53,070.00$ 66,307.00$ 66.46%96
BCC116 44,579.00$ 58,398.49$ 72,217.98$ 62.00%96
BCC117 46,809.00$ 61,319.79$ 75,830.58$ 62.00%103
BCC118 49,692.00$ 65,096.52$ 80,501.04$ 62.00%86
BCC119 52,124.00$ 68,282.44$ 84,440.88$ 62.00%124
BCC120 54,733.00$ 71,700.23$ 88,667.46$ 62.00%74
BCC121 57,469.00$ 75,284.39$ 93,099.78$ 62.00%90
BCC122 60,343.00$ 79,049.33$ 97,755.66$ 62.00%21
BCC123 63,360.00$ 83,001.60$ 102,643.20$ 62.00%143
BCC124 66,597.00$ 87,242.07$ 107,887.14$ 62.00%27
BCC125 69,855.00$ 91,510.05$ 113,165.10$ 62.00%52
BCC126 73,347.00$ 96,084.57$ 118,822.14$ 62.00%40
BCC127 77,015.00$ 100,889.65$ 124,764.30$ 62.00%6
BCC128 86,422.00$ 113,212.82$ 140,003.64$ 62.00%23
BCC129 90,834.00$ 115,813.35$ 140,792.70$ 55.00%3
BCC130 95,375.00$ 121,603.13$ 147,831.25$ 55.00%28
BCC131 100,145.00$ 127,684.88$ 155,224.75$ 55.00%7
BCC132 105,152.00$ 134,068.80$ 162,985.60$ 55.00%2
BCC133 110,409.00$ 140,771.48$ 171,133.95$ 55.00%0
BCC134 115,929.00$ 147,809.48$ 179,689.95$ 55.00%0
BCC135 121,726.00$ 155,200.65$ 188,675.30$ 55.00%2
BCC136 127,813.00$ 162,961.58$ 198,110.15$ 55.00%2
11.C.d
Packet Pg. 559 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-3
EXHIBIT 2B
PAY PLAN FOR COUNTY ATTORNEY’S OFFICE
Source: Created by Evergreen from data provided by the County as of September 2021
EXHIBIT 2C
PAY PLAN FOR EMERGENCY MEDICAL SERVICES EMPLOYEES
Source: Created by Evergreen from data provided by the County as of September 2021
All classifications (job titles) in the three plans are displayed in Exhibit 2D. The total number
of classifications was 320.
Grade Minimum Midpoint Maximum Range
Spread Employees
CAO100 33,200.00$ 44,488.00$ 55,776.00$ 68.00%0
CAO103 40,671.00$ 54,499.50$ 68,328.00$ 68.00%2
CAO105 46,565.00$ 62,397.00$ 78,229.00$ 68.00%6
CAO108 57,044.00$ 76,439.00$ 95,834.00$ 68.00%0
CAO111 68,000.00$ 91,120.00$ 114,240.00$ 68.00%1
CAO112 74,773.00$ 100,195.50$ 125,618.00$ 68.00%3
CAO114 85,607.00$ 114,713.50$ 143,820.00$ 68.00%0
CAO116 98,012.00$ 131,336.00$ 164,660.00$ 68.00%2
CAO120 128,474.00$ 172,155.00$ 215,836.00$ 68.00%1
Grade Minimum Midpoint Maximum Range
Spread Employees
EMT02 42,997.76$ 53,114.88$ 63,232.00$ 47.06%37
PAR01 48,949.89$ 60,468.26$ 71,986.64$ 47.06%5
PAR02 53,844.71$ 66,515.07$ 79,185.43$ 47.06%32
PARCO 57,830.66$ 71,438.18$ 85,045.71$ 47.06%46
PFF02 56,537.06$ 69,840.24$ 83,143.42$ 47.06%2
PFFCO 65,353.60$ 80,485.02$ 95,616.44$ 46.31%27
PILOT 70,596.00$ 87,207.00$ 103,818.00$ 47.06%2
11.C.d
Packet Pg. 560 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-4
EXHIBIT 2D
LISTING OF CLASSIFICATIONS
Source: Created by Evergreen from data provided by the County as of September 2021
4-H OUTREACH COORDINATOR CHILDCARE WORKER DIVISION DIRECTOR - PLANNING AND ZONING GIS TECHNICIAN
ACCOUNTANT CODE ENFORCEMENT INVESTIGATOR DIVISION DIRECTOR - PROCUREMENT SERVICES GIS TECHNICIAN, SENIOR
ACCOUNTANT (TL)CODE ENFORCEMENT INVESTIGATOR, SENIOR DIVISION DIRECTOR - PUB TRAN & NBRHD ENH GRANTS COORDINATOR
ACCOUNTANT, SENIOR CODE ENFORCEMENT SPECIALIST DIVISION DIRECTOR - PUBLIC UTILITIES ENG GRANTS COORDINATOR (TL)
ACCOUNTING TECHNICIAN COMMUNITY SERVICES ASSISTANT DIVISION DIRECTOR - RISK MANAGEMENT GRANTS SUPPORT SPECIALIST
ADMINISTRATIVE ASSISTANT CONTRACT ADMINISTRATION SPECIALIST DIVISION DIRECTOR - SOLID WASTE GRAPHICS SPECIALIST
ADMINISTRATIVE SECRETARY COUNTY SURVEYOR DIVISION DIRECTOR - TOURISM HEAVY EQUIPMENT OPERATOR
ADMINISTRATIVE SUPERVISOR COURIER DIVISION DIRECTOR - TRANSPORTATION ENG HELICOPTER PILOT
ANIMAL CARE SPECIALIST CRA OPERATIONS MANAGER DIVISION DIRECTOR - UNIVERSITY EXT SVC HUMAN RESOURCES BUSINESS PARTNER
ANIMAL CARE SPECIALIST, SENIOR CREW LEADER DIVISION DIRECTOR - UTILITIES FINANCE HUMAN RESOURCES STRATEGIST
ANIMAL CONTROL OFFICER CREW LEADER, SENIOR DIVISION DIRECTOR - WASTEWATER HUMAN RESOURCES TECHNICIAN
ANIMAL CONTROL OFFICER, SENIOR CUSTOMER SERVICE REPRESENTATIVE DIVISION DIRECTOR - WATER IMPACT FEE COORDINATOR
ANIMAL SERVICES DISPATCHER CUSTOMER SERVICE SPECIALIST ECONOMIC RESEARCH ANALYST INSPECTOR
ANIMAL SERVICES PROGRAM COORDINATOR DATABASE ADMINISTRATOR EDITOR/VIDEOGRAPHER INSTRUMENTATION/ELECTRICAL TECHNICIAN
APPLICATIONS ANALYST DEPARTMENT HEAD EMERGENCY MANAGEMENT COORDINATOR INSTRUMENTATION/ELECTRICAL TECHNICIAN,SR
ARCHITECT DEPUTY COUNTY ATTORNEY EMERGENCY MEDICAL TECHNICIAN II INVENTORY CONTROL SPECIALIST
ASSISTANT COUNTY ATTORNEY DEPUTY COUNTY MANAGER EMS BATTALION CHIEF JUNIOR COUNTY ATTORNEY
ASSISTANT DIVISION DIRECTOR - LIBRARY DEPUTY DEPARTMENT HEAD EMS CAPTAIN LABORATORY QUALITY ASSURANCE SPECIALIST
ASSISTANT DIVISION DIRECTOR - P & REC DIRECTOR OF MAINTENANCE - HELICOPTER OPS EMS DIVISION CHIEF LABORATORY TECHNICIAN
AUTOMOTIVE TECHNICIAN, APPRENTICE DIRECTOR OF OPERATIONS - HELICOPTER OPS EMS SUPPLY CENTER SPECIALIST LEGAL ASSISTANT/PARALEGAL
AUTOMOTIVE TECHNICIAN, JOURNEYMAN DIVISION DIRECTOR - BLDG RVW & PERMIT ENGINEER, SENIOR LEGAL SECRETARY
AUTOMOTIVE TECHNICIAN, MASTER DIVISION DIRECTOR - BUREAU OF EMER SVC ENVIRONMENTAL HEALTH & SAFETY SPECIALIST LIBRARIAN
AUTOMOTIVE TECHNICIAN, PRINCIPAL DIVISION DIRECTOR - CMNTY & HUMAN SVC ENVIRONMENTAL SPECIALIST LIBRARIAN, SENIOR
BENEFITS ANALYST DIVISION DIRECTOR - CODE ENFORCEMENT ENVIRONMENTAL SPECIALIST, PRINCIPAL LIBRARY ASSISTANT
BUILDING INSPECTOR DIVISION DIRECTOR - COMMS, GOV & PUB AFF ENVIRONMENTAL SPECIALIST, SENIOR LIBRARY OPERATIONS COORDINATOR
BUILDING INSPECTOR, SENIOR DIVISION DIRECTOR - CORP COMP & CONT IMP EQUIPMENT OPERATOR LIBRARY PROGRAM SPECIALIST
BUSINESS CENTER PROJECT COORDINATOR DIVISION DIRECTOR - CORP FIN & MGMT SVC EQUIPMENT OPERATOR, SENIOR LIBRARY TECHNICIAN
BUSINESS TECHNOLOGY ANALYST DIVISION DIRECTOR - CTY REDEVLP AGENCIES EVENTS, SALES & MARKETING COORDINATOR LIFEGUARD
BUSINESS TECHNOLOGY ANALYST, SENIOR DIVISION DIRECTOR - DEVELOPMENT REVIEW EXECUTIVE MANAGER - AIRPORT LINE SERVICE TECHNICIAN I
CAD TECHNICIAN DIVISION DIRECTOR - DOMESTIC ANIMAL SVC EXECUTIVE SECRETARY LINE SERVICE TECHNICIAN II
CASE MANAGER DIVISION DIRECTOR - EMS OPERATIONS EXTENSION AGENT MAINTENANCE SPECIALIST
CASE MANAGER ASSISTANT DIVISION DIRECTOR - FLEET MANAGEMENT FACILITIES COMPLIANCE OFFICER MAINTENANCE WORKER
CHEMIST DIVISION DIRECTOR - HUMAN RESOURCES FIELD INSPECTOR, SENIOR MANAGEMENT/BUDGET ANALYST
CHIEF - EMERGENCY MEDICAL SERVICES DIVISION DIRECTOR - IF, CPP & PM FIELD SUPERVISOR MANAGEMENT/BUDGET ANALYST, SENIOR
CHIEF BUILDING INSPECTOR DIVISION DIRECTOR - INFORMATION TECH FIELD SUPERVISOR, SENIOR MANAGER - AIRPORT OPERATIONS
CHIEF BUILDING OFFICIAL DIVISION DIRECTOR - LIBRARY FISCAL TECHNICIAN MANAGER - BRANCH LIBRARY
CHIEF ENGINEER - TRAFFIC OPERATIONS DIVISION DIRECTOR - MUSEUM FISCAL TECHNICIAN (TL)MANAGER - BUSINESS CENTER
CHIEF OPERATOR DIVISION DIRECTOR - OPERATIONS SUPPORT FLEET SERVICES TECHNICIAN MANAGER - COASTAL MANAGEMENT PROGRAM
CHIEF PILOT DIVISION DIRECTOR - PARKS & RECREATION FLOODPLAIN COORDINATOR MANAGER - CODE ENFORCEMENT OPERATIONS
Classifications
11.C.d
Packet Pg. 561 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-5
EXHIBIT 2D
LISTING OF CLASSIFICATIONS (CONTINUED)
Source: Created by Evergreen from data provided by the County as of September 2021
MANAGER - CULINARY PROGRAMS & DEV MANAGER - STORMWATER MAINTENANCE PLANS REVIEWER - SIGNS SITE PLANS REVIEWER, SENIOR TRAFFIC SIGNAL TECHNICIAN, SENIOR
MANAGER - DAS OPERATIONS MANAGER - TECHNICAL SUPPORT - WW PLANT MANAGER SOLID WASTE SPECIALIST TRAINING COORDINATOR
MANAGER - DISTRIBUTION MANAGER - TECHNICAL SYSTEMS OPERATIONS PLANT MECHANIC SUPERINTENDENT - PARKS & RECREATION UTILITY TECHNICIAN
MANAGER - ENGINEERING REVIEW SERVICES MANAGER - TELECOMMUNICATIONS PLANT OPERATOR SUPERINTENDENT - ROAD & BRIDGES VETERAN SERVICES OFFICER
MANAGER - ENVIRONMENTAL COMPLIANCE MANAGER - TELEVISION OPERATIONS PLANT OPERATOR, SENIOR SUPERVISOR - ACCOUNTING VETERINARIAN TECHNICIAN
MANAGER - ENVIRONMENTAL HEALTH & SAFETY MANAGER - UTILITY BILLING & CUSTOMER SER PLANT OPERATOR, TRAINEE SUPERVISOR - AQUATICS VOLUNTEER COORDINATOR
MANAGER - ENVIRONMENTAL SERVICES MANAGER - VETERAN SERVICES PRETREATMENT INSPECTOR SUPERVISOR - ATHLETICS WEB CONTENT ADMINISTRATOR
MANAGER - FACILITIES MANAGER - WASTE REDUCTION & RECYCLING PROCUREMENT STRATEGIST SUPERVISOR - BUILDING AUTOMATION CENTER WELLNESS HEALTH EDUCATOR
MANAGER - FEDERAL/STATE GRANTS OPERATION MANAGER - WASTEWATER COLLECTIONS PROCUREMENT STRATEGIST, SENIOR SUPERVISOR - BUILDING MAINTENANCE
MANAGER - FEDERAL/STATE GRANTS OPS (TL)MANAGER - WELLNESS PROGRAMS PROGRAMMER ANALYST, SENIOR SUPERVISOR - CODE ENFORCEMENT
MANAGER - FINANCIAL & OPERATIONAL SPRT MANAGER-COMMUNICATIONS & CUST. RELATIONS PROJECT MANAGER SUPERVISOR - COMMUNITY CENTERS
MANAGER - FINANCIAL & OPS SPRT (TL)MANAGER-INVESTIGATIONS-CODE ENFORCEMENT PROJECT MANAGER, ASSOCIATE SUPERVISOR - FLEET MAINTENANCE
MANAGER - GRANTS COMPLIANCE MANAGER-W/WW ENVIRONMENTAL COMPLIANCE PROJECT MANAGER, PRINCIPAL SUPERVISOR - FOOD PROGRAMS
MANAGER - GROUP INSURANCE MANAGING ASSISTANT COUNTY ATTORNEY PROJECT MANAGER, PRINCIPAL (LICENSED)SUPERVISOR - IT SERVICE DESK
MANAGER - HOUSING, GRANT DEVELOPMENT OPS MUSEUM ASSISTANT PROJECT MANAGER, SENIOR SUPERVISOR - LABORATORY
MANAGER - HUMAN RESOURCES MUSEUM CURATOR - COLLECTIONS PROJECT MANAGER, SENIOR (LICENSED)SUPERVISOR - LIBRARY
MANAGER - INTERNAL CONTROLS NETWORK ADMINISTRATOR PROPERTY ACQUISITION SPECIALIST SUPERVISOR - LICENSING COMPLIANCE
MANAGER - INVENTORY & DISTRIBUTION CTRL NETWORK ADMINISTRATOR, SENIOR PROPERTY ACQUISITION SPECIALIST, SENIOR SUPERVISOR - OPERATIONS
MANAGER - IRRIGATION QUALITY ODOR CONTROL SPECIALIST PROPERTY MAINTENANCE SPECIALIST SUPERVISOR - PARK RANGERS
MANAGER - IS DEVELOPMENT OPERATIONS ANALYST PROPERTY MANAGEMENT SPECIALIST, SENIOR SUPERVISOR - PARKS PROGRAMS
MANAGER - LANDSCAPE OPERATIONS OPERATIONS ANALYST, SENIOR PUBLIC INFORMATION COORDINATOR SUPERVISOR - PARTS/MATERIALS
MANAGER - METER SERVICES OPERATIONS COORDINATOR PUBLIC INFORMATION SPECIALIST SUPERVISOR - PERMITTING
MANAGER - MUSEUM PARAMEDIC COMPANY OFFICER PUBLIC RELATIONS SPECIALIST - TOURISM SUPERVISOR - RECREATION
MANAGER - NETWORK OPERATIONS PARAMEDIC I PURCHASING TECHNICIAN SUPERVISOR - REVENUE
MANAGER - PARK OPERATIONS PARAMEDIC II RECYCLING COORDINATOR SUPERVISOR - ROAD MAINTENANCE
MANAGER - PARTS PARAMEDIC/FIREFIGHTER COMPANY OFFICER RECYCLING SPECIALIST SUPERVISOR - SIGNAL OPERATIONS
MANAGER - PELICAN BAY SERVICES PARAMEDIC/FIREFIGHTER II REGIONAL MANAGER - PARKS & RECREATION SUPERVISOR - SITE INSPECTIONS
MANAGER - PLANNING PARK RANGER REVIEW APPRAISER SUPERVISOR - SPECIAL POPULATION
MANAGER - PLANS REVIEW & INSPECTIONS PARK RANGER, SENIOR REVIEW APPRAISER, SENIOR TECHNICAL SUPPORT PROFESSIONAL
MANAGER - POLLUTION CONTROL PARKS & RECREATION ASSISTANT RISK TECHNICIAN TECHNICAL SUPPORT PROFESSIONAL, SENIOR
MANAGER - POWER SYSTEMS PARKS & RECREATION PROGRAM LEADER SAFETY COORDINATOR TECHNICIAN
MANAGER - POWER SYSTEMS - WW PARKS & RECREATION PROGRAM LEADER,SENIOR SECURITY PROFESSIONAL TOTAL REWARDS COORDINATOR
MANAGER - PROCUREMENT PARTS CLERK SENIOR GRANTS AND HOUSING COORDINATOR TOURISM SALES COORDINATOR
MANAGER - PROPERTY ACQUISITION & CONST M PERMITTING TECHNICIAN SENIOR PUBLIC INFORMATION OFFICER TOURISM SALES SPECIALIST
MANAGER - PUBLIC TRANSIT PLANNER SENIOR SUPERVISOR - LIBRARY TRADESWORKER, APPRENTICE
MANAGER - RIGHT OF WAY PLANNER, PRINCIPAL SHELTER VETERINARIAN TRADESWORKER, JOURNEYMAN
MANAGER - ROAD CONSTRUCTION PLANNER, SENIOR SIGNAL SYSTEMS NETWORK SPECIALIST TRADESWORKER, MASTER
MANAGER - SENIOR PRG AND SOCIAL SERVICE PLANNING TECHNICIAN SITE PLANS REVIEWER TRAFFIC SIGNAL TECHNICIAN
MANAGER - SOLID WASTE OPERATIONS PLANS REVIEWER SITE PLANS REVIEWER, ASSOCIATE TRAFFIC SIGNAL TECHNICIAN, APPRENTICE
Classifications
11.C.d
Packet Pg. 562 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-6
2.2 EMPLOYEE SALARY PLACEMENT BY GRADE
When assessing the effectiveness of the County’s pay plan and practices, it is important to
analyze where employees’ salaries fell within each pay range. Identifying those areas where
there may be clusters of employees’ salaries could illuminate potential pay progression
concerns within the current plans. It should be noted that employees’ salaries, and the
progression of the same, is associated with an organization’s compensation philosophy —
specifically, the method of salary progression and the availability of resources. Therefore, the
placement of employees’ salaries should be viewed with this context in mind.
Below and At Minimum and At or Above Maximum
Exhibit 2E, 2F, and 2G illustrate the placement of employees’ salaries relative to pay grade
minimums and maximums. The exhibit contains the following:
• the pay grades,
• the number of employees assigned to the pay grade,
• the number and percentage of employees with salaries below the minimum,
• the number and percentage of employees with salaries at the minimum,
• the number and percentage of employees with salaries at the maximum, and
• the number and percentage of employees with salaries above the maximum.
11.C.d
Packet Pg. 563 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-7
EXHIBIT 2E
SALARY PLACEMENT FOR THE BOARD OF COLLIER COUNTY COMMISSIONERS’ EMPLOYEES
BELOW OR AT MINIMUM AND AT OR ABOVE MAXIMUM BY GRADE
Source: Created by Evergreen from data provided by the County as of September 2021.
EXHIBIT 2F
SALARY PLACEMENT FOR COUNTY ATTORNEY’S OFFICE EMPLOYEES
BELOW OR AT MINIMUM AND AT OR ABOVE MAXIMUM BY GRADE
Source: Created by Evergreen from data provided by the County as of September 2021.
Grade Employees # < Min % < Min # at Min % at Min # at Max % at Max # > Max % > Max
BCC105 6 0 0.0%0 0.0%0 0.0%0 0.0%
BCC106 137 0 0.0%27 19.7%5 3.6%0 0.0%
BCC107 4 0 0.0%0 0.0%0 0.0%0 0.0%
BCC108 3 0 0.0%0 0.0%0 0.0%0 0.0%
BCC109 12 0 0.0%4 33.3%0 0.0%0 0.0%
BCC110 28 0 0.0%4 14.3%0 0.0%1 3.6%
BCC111 100 0 0.0%32 32.0%5 5.0%0 0.0%
BCC112 245 0 0.0%30 12.2%4 1.6%0 0.0%
BCC113 34 0 0.0%4 11.8%5 14.7%0 0.0%
BCC114 188 0 0.0%15 8.0%6 3.2%0 0.0%
BCC115 96 0 0.0%5 5.2%3 3.1%0 0.0%
BCC116 96 0 0.0%0 0.0%0 0.0%0 0.0%
BCC117 103 0 0.0%5 4.9%0 0.0%0 0.0%
BCC118 86 0 0.0%4 4.7%0 0.0%0 0.0%
BCC119 124 0 0.0%10 8.1%0 0.0%0 0.0%
BCC120 74 0 0.0%5 6.8%0 0.0%0 0.0%
BCC121 90 0 0.0%2 2.2%0 0.0%0 0.0%
BCC122 21 0 0.0%0 0.0%0 0.0%0 0.0%
BCC123 143 0 0.0%3 2.1%0 0.0%1 0.7%
BCC124 27 0 0.0%2 7.4%0 0.0%0 0.0%
BCC125 52 0 0.0%3 5.8%0 0.0%0 0.0%
BCC126 40 0 0.0%0 0.0%0 0.0%0 0.0%
BCC127 6 0 0.0%0 0.0%0 0.0%0 0.0%
BCC128 23 0 0.0%0 0.0%0 0.0%0 0.0%
BCC129 3 0 0.0%0 0.0%0 0.0%0 0.0%
BCC130 28 0 0.0%0 0.0%0 0.0%0 0.0%
BCC131 7 0 0.0%0 0.0%0 0.0%0 0.0%
BCC132 2 0 0.0%0 0.0%0 0.0%0 0.0%
BCC135 2 0 0.0%0 0.0%0 0.0%0 0.0%
BCC136 2 0 0.0%0 0.0%0 0.0%0 0.0%
Total 1782 0 0.0%155 8.7%28 1.6%2 0.1%
Grade Employees # < Min % < Min # at Min % at Min # at Max % at Max # > Max % > Max
CAO103 2 0 0.0%0 0.0%0 0.0%0 0.0%
CAO105 6 0 0.0%0 0.0%0 0.0%1 16.7%
CAO111 1 0 0.0%0 0.0%0 0.0%0 0.0%
CAO112 3 0 0.0%0 0.0%0 0.0%0 0.0%
CAO116 2 0 0.0%0 0.0%0 0.0%0 0.0%
CAO120 1 0 0.0%0 0.0%0 0.0%0 0.0%
Total 15 0 0.0%0 0.0%0 0.0%1 6.7%
11.C.d
Packet Pg. 564 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-8
EXHIBIT 2G
SALARY PLACEMENT FOR EMERGENCY MEDICAL SERVICES EMPLOYEES
BELOW OR AT MINIMUM AND AT OR ABOVE MAXIMUM BY GRADE
Source: Created by Evergreen from data provided by the County as of September 2021.
Employees with salaries at the grade minimum are typically new hires or are new to their
classification following a recent promotion; on the other hand, employees with salaries at the
grade maximum are typically highly experienced and proficient in their classification. As
Exhibit 2E illustrates, at the time of this study, there were 155 (8.7 percent) Board of Collier
County Commissioners employees with salaries at their pay grade minimum, 11 (2.0 percent)
at their pay grade maximum, and two (0.1 percent) with salaries over the pay grade maximum.
As Exhibit 2F illustrates, at the time of this study, there were no County Attorney’s Office
employees with a salary at their pay grade minimum or the maximum, and one County
Attorney’s Office employee over the pay grade maximum. Exhibit 2G shows that 13.2 percent
(20) employees in the Emergency Medical Services were at the pay grade minimum and five
were at the maximum. No employees were below the minimum or above the maximum for
their assigned grades. Recommendations for the employee’s salary to fall within a pay grade
range will be provided in Chapter 5 of this report.
Below, At and Above Midpoint
Exhibit 2H, 2I, and 2J illustrate the placement of employees’ salaries in their pay grades
relative to the pay grade midpoints (the average of the pay grade minimum and pay grade
maximum) for the pay plan and the midpoint for the plans. The exhibits contain the following:
• the pay grades,
• the number of employees assigned to the pay grade,
• the number and percentage of employees with salaries below the midpoint,
• the number and percentage of employees with salaries at the midpoint, and
• the number and percentage of employees with salaries above the midpoint of each
pay grade.
Grade Employees # < Min % < Min # at Min % at Min # at Max % at Max # > Max % > Max
EMT02 37 0 0.0%10 0.0%0 0.0%0 0.0%
PAR01 5 0 0.0%2 0.0%1 0.0%0 0.0%
PAR02 32 0 0.0%7 0.0%0 0.0%0 0.0%
PARCO 46 0 0.0%1 0.0%0 0.0%0 0.0%
PFF02 2 0 0.0%0 0.0%0 0.0%0 0.0%
PFFCO 27 0 0.0%0 0.0%4 0.0%0 0.0%
PILOT 2 0 0.0%0 0.0%0 0.0%0 0.0%
Total 151 0 0.0%20 13.2%5 3.3%0 0.0%
11.C.d
Packet Pg. 565 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-9
EXHIBIT 2H
SALARY PLACEMENT FOR THE BOARD OF COLLIER COUNTY COMMISSIONERS PAY PLAN
BELOW, AT AND ABOVE THE MIDPOINT BY GRADE
Source: Created by Evergreen from data provided by the County as of September 2021.
Grade Employees # < Mid % < Mid # at Mid % at Mid # > Mid % > Mid
BCC105 6 4 66.7%0 0.0%2 33.3%
BCC106 137 107 78.1%0 0.0%30 21.9%
BCC107 4 4 100.0%0 0.0%0 0.0%
BCC108 3 0 0.0%0 0.0%3 100.0%
BCC109 12 12 100.0%0 0.0%0 0.0%
BCC110 28 27 96.4%0 0.0%1 3.6%
BCC111 100 85 85.0%0 0.0%15 15.0%
BCC112 245 194 79.2%1 0.4%51 20.8%
BCC113 34 23 67.6%0 0.0%11 32.4%
BCC114 188 135 71.8%0 0.0%53 28.2%
BCC115 96 62 64.6%0 0.0%34 35.4%
BCC116 96 62 64.6%0 0.0%34 35.4%
BCC117 103 75 72.8%0 0.0%28 27.2%
BCC118 86 63 73.3%0 0.0%23 26.7%
BCC119 124 103 83.1%0 0.0%21 16.9%
BCC120 74 63 85.1%0 0.0%11 14.9%
BCC121 90 74 82.2%0 0.0%16 17.8%
BCC122 21 17 81.0%0 0.0%4 19.0%
BCC123 143 107 74.8%0 0.0%36 25.2%
BCC124 27 20 74.1%0 0.0%7 25.9%
BCC125 52 32 61.5%0 0.0%20 38.5%
BCC126 40 26 65.0%0 0.0%14 35.0%
BCC127 6 3 50.0%0 0.0%3 50.0%
BCC128 23 14 60.9%0 0.0%9 39.1%
BCC129 3 1 33.3%1 33.3%2 66.7%
BCC130 28 21 75.0%0 0.0%7 25.0%
BCC131 7 3 42.9%0 0.0%4 57.1%
BCC132 2 0 0.0%0 0.0%2 100.0%
BCC135 2 0 0.0%0 0.0%2 100.0%
BCC136 2 0 0.0%0 0.0%2 100.0%
Total 1782 1337 75.0%2 0.1%445 25.0%
11.C.d
Packet Pg. 566 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-10
EXHIBIT 2I
SALARY PLACEMENT FOR THE COUNTY ATTORNEY’S OFFICE PAY PLAN
BELOW, AT AND ABOVE THE MIDPOINT BY GRADE
Source: Created by Evergreen from data provided by the County as of September 2021.
EXHIBIT 2J
SALARY PLACEMENT FOR THE EMERGENCY MEDICAL SERVICES PAY PLAN
BELOW, AT AND ABOVE THE MIDPOINT BY GRADE
Source: Created by Evergreen from data provided by the County as of September 2021.
Employees with salaries close to the midpoint of a pay range should be fully proficient in their
classification and require minimal supervision to satisfactorily complete their job duties.
Within this framework, grade midpoint is commonly considered to be the salary an individual
could reasonably expect for similar work in the market. Therefore, it is important to examine
the percentage and number of employees with salaries above and below the midpoint.
Grade Employees # < Mid % < Mid # at Mid % at Mid # > Mid % > Mid
CAO103 2 0 0.0%0 0.0%2 100.0%
CAO105 6 2 33.3%0 0.0%4 66.7%
CAO111 1 1 100.0%0 0.0%0 0.0%
CAO112 3 2 66.7%0 0.0%1 33.3%
CAO116 2 0 0.0%0 0.0%2 100.0%
CAO120 1 0 0.0%0 0.0%1 100.0%
Total 15 5 33.3%0 0.0%10 66.7%
Grade Employees # < Mid % < Mid # at Mid % at Mid # > Mid % > Mid
EMT02 37 29 78.4%0 0.0%8 21.6%
PAR01 5 4 80.0%0 0.0%1 20.0%
PAR02 32 32 100.0%0 0.0%0 0.0%
PARCO 46 35 76.1%0 0.0%11 23.9%
PFF02 2 2 100.0%0 0.0%0 0.0%
PFFCO 27 12 44.4%0 0.0%15 55.6%
PILOT 2 0 0.0%0 0.0%2 100.0%
Total 151 114 75.5%0 0.0%37 24.5%
11.C.d
Packet Pg. 567 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-11
As Exhibit 2H illustrates, of the 1,782 employees on the County’s the Board of Collier County
Commissioners pay plan, 1,337 (75 percent) employees had salaries below the midpoint, and
445 (25 percent) employees had salaries above the midpoint. As Exhibit 2I illustrates, of the
15 employees in classifications in the County’s County Attorney’s Office pay plan, five (33.3
percent) employees had salaries below the midpoint, and 10 (66.7 percent) employees had
salaries above the midpoint. Exhibit 2J shows that 114 (75.5 percent) of employees in
classifications in the Emergency Medical Services Pay Plan are below the midpoint and, 37
(24.5 percent) of employees are above the midpoint.
2.3 SALARY QUARTILE ANALYSIS
This section provides an additional analysis of the distribution of employees’ salaries across
their respective pay ranges at the time of this study. For this analysis, employees’ salaries
were slotted within one of four equal distributions. The first quartile (0-25) represents the
lowest 25 percent of the pay range. The second quartile (26 -50) represents the segment of
the pay range above the first quartile up to the pay range’s midpoint. The third quartile (51 -
75) represents the part of the pay range above the midpoint up to the 75th percentile of the
pay range. The fourth quartile (76-100) is the highest 25 percent of the pay range. This
analytical method provided an opportunity to assess how employees’ salaries are disbursed
throughout each pay range, which can indicate whether clustering of employees’ salaries
existed.
Exhibits 2K, 2L and 2M provide a breakdown of placement of employees’ salaries relative to
salary quartiles in the three pay plans and provide the following:
• the pay grades,
• the number of employees per pay grade, and
• the location (by quartile) of the employees’ salaries within each grade.
11.C.d
Packet Pg. 568 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-12
EXHIBIT 2K
SALARY QUARTILE ANALYSIS FOR
THE BOARD OF COLLIER COUNTY COMMISSIONERS PAY PLAN
Source: Created by Evergreen from data provided by the County as of September 2021.
1st Quartile 2nd Quartile 3rd Quartile 4th Quartile
# Employees # Employees # Employees # Employees
BCC105 6 4 0 0 2
BCC106 137 86 21 20 10
BCC107 4 4 0 0 0
BCC108 3 0 0 2 1
BCC109 12 12 0 0 0
BCC110 28 19 8 0 1
BCC111 100 69 16 4 11
BCC112 245 139 55 36 15
BCC113 34 17 6 3 8
BCC114 188 96 39 27 26
BCC115 96 41 21 20 14
BCC116 96 31 31 14 20
BCC117 103 54 21 14 14
BCC118 86 42 21 12 11
BCC119 124 83 20 14 7
BCC120 74 42 21 6 5
BCC121 90 51 23 15 1
BCC122 21 7 10 2 2
BCC123 143 71 36 19 17
BCC124 27 15 5 5 2
BCC125 52 15 17 15 5
BCC126 40 8 18 10 4
BCC127 6 0 3 2 1
BCC128 23 1 13 8 1
BCC129 3 0 1 2 0
BCC130 28 10 11 5 2
BCC131 7 1 2 4 0
BCC132 2 0 0 0 2
BCC135 2 0 0 2 0
BCC136 2 0 0 2 0
Total 1782 918 419 263 182
Percentage 51.52%23.51%14.76%10.21%
GRADE Total
Employees
11.C.d
Packet Pg. 569 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-13
EXHIBIT 2L
SALARY QUARTILE ANALYSIS FOR
THE COUNTY ATTORNEY’S OFFICE PAY PLAN
Source: Created by Evergreen from data provided by the County as of September 2021
EXHIBIT 2M
SALARY QUARTILE ANALYSIS FOR
THE EMERGENCY MEDICAL SERVICES PAY PLAN
Source: Created by Evergreen from data provided by the County as of September 2021.
1st Quartile 2nd Quartile 3rd Quartile 4th Quartile
# Employees # Employees # Employees # Employees
CAO103 2 0 0 1 1
CAO105 6 0 2 3 1
CAO111 1 1 0 0 0
CAO112 3 1 1 1 0
CAO116 2 0 0 1 1
CAO120 1 0 0 1 0
Total 15 2 3 7 3
Percentage 13.33%20.00%46.67%20.00%
GRADE Total Employees
1st Quartile 2nd Quartile 3rd Quartile 4th Quartile
# Employees # Employees # Employees # Employees
EMT02 37 24 5 5 3
PAR01 5 3 1 0 1
PAR02 32 31 1 0 0
PARCO 46 28 7 8 3
PFF02 2 2 0 0 0
PFFCO 27 10 2 4 11
PILOT 2 0 0 1 1
Total 151 98 16 18 19
Percentage 64.90%10.60%11.92%12.58%
GRADE Total
Employees
11.C.d
Packet Pg. 570 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-14
As Exhibit 2K illustrates, employees’ salaries in the Board of Collier County Commissioners
pay plan had the following distribution: 918 employees (51.52 percent) had salaries in the
first quartile, 419 employees (23.51 percent) had salaries in the second quartile, 263
employees (14.76 percent) had salaries in the third quartile, and 263 employees (14.76
percent) had salaries in the fourth quartile. As shown in Exhibit 2L, employees’ salaries in the
County Attorney’s Office pay plan had the following distribution: two employees (13.33
percent) had salaries in the first quartile, three employees (20.0 percent) had salaries in the
second quartile, seven employees (46.67 percent) had salaries in the third quartile, and three
employees (20.0 percent) had salaries in the fourth quartile. As illustrated in Exhibited 2M,
the Emergency Medical Services pay plan had the following distribution of salaries: 98
employees (64.9 percent) in the first quartile, 16 (10.6 percent) in the second quartile, 18
(11.9 percent) in the third quartile, and 19 (12.6 percent) in the fourth quartile. The clustering
of employees in the first quartile of the Board of Collier County Commissioners and Emergency
Medical Services pay plans could suggest some salary compression concerns.
2.3 EMPLOYEE TO SUPERVISOR SALARY RATIO ANALYSIS
Exhibit 2N, 2O, and 2P indicates the ratio of subordinate to supervisor salaries by grade.
Employees were grouped into categories reflecting whether their actual salary was less than
80 percent, less than 95 percent, or greater than 95 percent of their supervisor’s salary. Less
than 80 percent would indicate that the ratio of an employee’s salary to his supervisor’s salary
would yield a result of less than 0.8. For example, an employee with a salary of $79,000.00
and a supervisor with a salary of $100,000.00 would yield a ratio of 0.79, and be placed into
the less than 80 percent category.
An analysis of the data reveals that most employees in the Board of County Commissioner’s
pay plan are paid less than 80% of their supervisor’s salary. Pay grades 126 and 128 are two
grades that have more than 10 employees with most in the ‘less than 95%’. This may warrant
an examination of supervisor vs. employee salary.
11.C.d
Packet Pg. 571 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-15
EXHIBIT 2N
EMPLOYEE TO SUPERVISOR SALARY RATIO BY PAY GRADE
THE BOARD OF COLLIER COUNTY COMMISSIONERS PAY PLAN
Source: Created by Evergreen from data provided by the County as of September 2021.
Grade Less than 80%Less than 95%Greater than 95%
BCC105 6 0 0
BCC106 127 2 0
BCC107 3 0 0
BCC108 1 2 0
BCC109 12 0 0
BCC110 24 2 1
BCC111 85 4 5
BCC112 211 17 1
BCC113 20 5 5
BCC114 152 17 11
BCC115 81 7 0
BCC116 68 15 11
BCC117 73 19 7
BCC118 60 15 4
BCC119 92 17 8
BCC120 42 15 8
BCC121 60 16 12
BCC122 16 2 1
BCC123 87 27 15
BCC124 24 2 0
BCC125 24 18 4
BCC126 14 20 5
BCC127 3 3 0
BCC128 3 11 5
BCC129 0 1 2
BCC130 22 3 0
BCC131 4 3 0
BCC132 0 2 0
BCC135 0 1 1
BCC136 2 0 0
11.C.d
Packet Pg. 572 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-16
EXHIBIT 2O
EMPLOYEE TO SUPERVISOR SALARY RATIO BY PAY GRADE
THE COUNTY ATTORNEY’S OFFICE PAY PLAN
Source: Created by Evergreen from data provided by the County as of September 2021.
Of the 15 employees within the County Attorney’s Office pay plan, only two (13.33 percent)
are within the ‘less than 95%’ category, and 13 (86.67 percent) are within the ‘less than 80%’
category as shown in Exhibit 2O. This likely indicates that employee to supervisor’s salary
compression is not a significant factor.
EXHIBIT 2P
EMPLOYEE TO SUPERVISOR SALARY RATIO BY PAY GRADE
THE EMERGENCY MEDICAL SERVICES PAY PLAN
Source: Created by Evergreen from data provided by the County as of September 2021.
Of the 151 employees within the Emergency Medical Services pay plan, seven (4.6 percent)
are with the ‘Less than 95%’ category and 144 (95.4 percent) are within the ‘Less than 80%’
category as shown in Exhibit 2P. This may indicate that employee to supervisor’s salary
compression is not a significant factor.
Grade Less than 80%Less than 95%Greater than 95%
CAO103 2 0 0
CAO105 6 0 0
CAO111 1 0 0
CAO112 3 0 0
CAO116 1 1 0
CAO120 0 1 0
Grade Less than 80%Less than 95%Greater than 95%
EMT02 37 0 0
PAR01 5 0 0
PAR02 32 0 0
PARCO 46 0 0
PFF02 2 0 0
PFFCO 22 5 0
PILOT 0 2 0
11.C.d
Packet Pg. 573 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study for Collier County, FL
Evergreen Solutions, LLC Page 2-17
2.4 SUMMARY
Overall, the County’s compensation structure offered a firm foundation on which to build. The
key points of the current structure were:
• The Board of Collier County Commissioner’s, County Attorney’s Office, and Emergency
Medical Services all administered open range pay plans.
• 918 (51.5 percent) of the Board of Collier County Commissioner’s employees, two (13.3
percent) of the County Attorney’s Office’s employees, and 98 (64.9 percent) of the
Emergency Medical Services employees’ salaries fell in the first quartile at the time of the
study indicating salaries have likely not advances as expected.
• The Board of Collier County Commissioners, County Attorney’s Office, and Emergency
Medical Services all have a 75 percent or greater number of employees with an employee
to supervisor salary ratio of ‘Less than 80 percent’, this should be reviewed to ensure it’s
in alignment with the County’s compensation philosophy.
The County and the Emergency Medical Services System’s pay structure provided employees
with a structure plan and ranges. However, salary compression is a potential for concern with
a heavy concentration of employee salaries falling within the first quartile. The method by
which salaries have progressed and should continue to progress was examined and included
merit increases, cost of living adjustments, special pay adjustments, and general wage
increases. The County should continue to assess, should budgets permit, salary progression
in accordance with the County’s compensation philosophy which will be discussed further in
detail in Chapter 5.
Additionally, the County Attorney’s office 10 (66.7 percent) employees above the midpoint
may indicate that employees’ salaries are progressing (as expected) through the pay plan.
Also, they do not have any employees with salaries ‘Greater than 95%’ of their supervisors.
The information gained from this review of current conditions was used in conjunction with
the market analysis data to develop recommendations for a competitive compensation
structure (pay plans) that would best align with the County’s compensation philosophy moving
forward. These recommendations can be found in Chapter 5 of this report.
11.C.d
Packet Pg. 574 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Evergreen Solutions, LLC Page 4-1
This chapter provides a market analysis comparing the County’s pay plan (salary ranges)
and benefits to those at peer organizations. The data from targeted market peers were used
to evaluate the overall compensation and benefits at the County at the time of this study. It
is important to note that the market comparisons contained herein do not translate at the
individual level and are instead used to provide an overall analysis. The utilized methodology
is not intended to evaluate salaries paid to individuals. An employee’s total compensation
(salary and benefits) is determined through a combination of factors, which could include:
the market conditions for a job, geographic location of the organization, the candidate’s
prior education and experience, and/or an individual’s negotiation skills during the hiring
process.
It should be noted that market comparisons are best thought of as a snapshot of current
market conditions as of October 2021. In other words, market conditions can change;
therefore, these market survey findings will be helpful for the County to remain current with
its peers under the present market conditions.
4.1 SALARY SURVEY RESULTS
Summary
From the analysis of the data gathered, the benchmark classifications’ salary ranges were
generally found to be below the County’s desired position of being competitive with the labor
market. Furthermore, the analysis of actual annual salaries also showed that the County
lagged the labor market. Detailed discussion of these findings and limitations will be
discussed below.
Salary Survey Findings
Evergreen collected pay range information from target organizations utilizing a salary survey
tool. The development of this tool included selecting the benchmark classifications to be
surveyed. A cross-section of the County’s classifications was selected so that the surveyed
positions made up a subset of all work areas and levels of classifications in the County. The
job title, a description of assigned duties, and the education and experience requirements
for each benchmarked classification were provided in the survey tool so that peers could
determine if the position existed within their organization.
Evergreen received concurrence from the County’s project team regarding the targets to
which the survey was provided. Several factors were utilized when developing this peer list,
including geographic proximity to the County, similar service offerings, organization size,
EVERGREEN SOLUTIONS, LLC
Chapter 4 – Market Summary
11.C.d
Packet Pg. 575 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-2
relative population being served by the organization organizations to which the County is
losing employees, and senior leader recommendations. This list focused on Public Sector
employers as private sector market data is not as accessible. Data were analyzed with
adjustments for cost of living. A total of 18 peer organizations (shown in Exhibit 4A)
responded with data for the 90 benchmark classifications from which salary range data
were collected.
EXHIBIT 4A
MARKET PEERS
*Bold indicates data obtained from peer
The County expressed a desire to examine its pay plan overall as compared to a competitive
position (at the average) with the market. To determine the position of the existing structure,
Evergreen compared the County’s 2021 salary ranges for the benchmark classifications to
the average of the market. It is important to note that the averages in the subsequent
exhibits reflect an average of the salary ranges reported by each peer for a given benchmark
classification. The market range data presented in this chapter were not the sole criteria for
the proposed pay ranges. Some classifications’ grade assignments varied from their
associated market range due to the other factors, such as the results of our internal
hierarchy assessment. More detail on this analysis is provided in Chapter 5 (will be in the
final report).
11.C.d
Packet Pg. 576 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-3
Exhibit 4B contains the following information:
The market salary range information for each classification. This indicates the
average of the minimum, midpoint, and maximum of the peer survey data for each
benchmarked classification.
The percent differentials (to the County’s existing salary ranges). A positive
differential indicates the County pay range for these positions was above the targets’
average for that classification at the minimum, midpoint, or maximum. A negative
differential indicates the County’s pay range was below the average for that
classification. The final row provides the average percent differentials for the ranges’
minimum, midpoint, and maximum for all benchmarked classifications. This
represents an average of all classifications’ differentials.
The survey average range width. This provides the average range width for each
classification surveyed determined by the average minimum and average maximum
salaries of the respondents, relative to the minimum. The average range width for all
the classifications is provided in the final row. The number of responses collected for
each classification is provided in the final column, and the average number of
responses for all the classifications is provided in the final row.
The number of survey responses for each classification is provided in the final
column. The average number of responses for all the classifications is provided in the
final row of the exhibit.
11.C.d
Packet Pg. 577 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-4
EXHIBIT 4B
SALARY SURVEY SUMMARY--AVERAGE
Average % Diff Average % Diff Average % Diff
Accountant $55,357.82 -10.8% $71,403.72 -9.2% $87,449.63 -8.3% 58.0% 11
Administrative Assistant $40,019.35 -5.3% $50,937.11 -1.0% $61,854.87 1.7% 54.8% 11
Animal Care Specialist $33,491.60 -12.9% $42,641.41 -8.6% $51,791.22 -6.0% 54.9% 5
Animal Control Officer $42,900.77 -17.1% $54,437.52 -12.5% $65,974.26 -9.6% 54.1% 3
Applications Analyst $71,277.94 -26.3% $90,826.32 -23.5% $110,374.70 -21.8% 54.9% 5
Automotive Technician, Journeyman $48,308.42 -24.1% $62,116.41 -20.8% $75,924.40 -18.8% 57.5% 7
Building Inspector $52,223.95 -0.2% $67,940.22 0.5% $83,656.50 0.9% 60.1% 12
Case Manager $53,629.14 -13.6% $66,709.70 -8.4% $79,790.25 -5.1% 48.8% 4
Chemist $58,122.32 -21.6% $76,324.85 -21.8% $94,527.37 -21.9% 62.6% 6
Chief Building Official $87,106.84 -17.2% $111,862.20 -15.2% $136,617.55 -13.9% 56.7% 10
Code Enforcement Investigator $46,275.32 -19.8% $58,703.20 -15.2% $71,131.07 -12.3% 53.9% 13
Crew Leader $44,400.01 -15.7% $56,532.94 -11.4% $68,665.87 -8.8% 54.5% 9
Customer Service Specialist $38,040.14 -14.9% $47,833.55 -9.4% $57,626.97 -5.9% 51.7% 16
Department Head $109,097.02 10.9% $142,840.24 8.3% $176,583.46 6.6% 61.6% 3
Division Director - Cmnty & Human Svc $105,963.54 -10.5% $136,080.35 -11.2% $166,197.17 -11.7% 56.5% 4
Division Director - Comms, Gov & Pub Affairs $107,978.29 -12.4% $138,924.08 -13.3% $169,869.87 -13.9% 57.4% 3
Division Director - Corp Fin & Mgmt Svc $96,745.86 13.0% $122,247.00 4.4% $147,748.13 4.9% 52.5% 7
Division Director - Facilities Management $90,005.70 5.8% $117,958.03 3.0% $145,910.36 1.3% 62.1% 2
Division Director - Human Resources $115,010.41 -13.8% $148,404.44 -15.0% $181,798.47 -15.8% 58.0% 8
Division Director - Information Tech $97,752.75 2.4% $138,627.24 -8.2% $179,501.73 -14.5% 82.5% 8
Division Director - Parks & Recreation $119,804.22 -22.7% $151,715.98 -22.0% $183,627.73 -21.6% 53.2% 5
Division Director - Planning And Zoning $109,409.79 -13.7% $137,961.19 -12.6% $166,512.58 -11.9% 51.9% 6
Division Director - Public Utilities Eng $119,463.10 -22.4% $154,472.78 -23.8% $189,482.46 -24.7% 58.5% 8
Division Director - Water $109,366.31 -13.7% $140,295.81 -14.3% $171,225.31 -14.7% 56.4% 5
Emergency Management Coordinator $67,738.56 -1.7% $87,384.28 -0.2% $107,030.00 0.8% 58.1% 6
EMS Battalion Chief $88,087.81 -18.3% $108,901.63 -12.5% $129,715.44 -8.8% 47.4% 5
Environmental Specialist $50,521.49 -7.6% $64,901.08 -5.7% $79,280.68 -4.4% 56.9% 9
Equipment Operator $36,618.58 -6.2% $47,203.50 -3.2% $57,788.41 -1.3% 57.9% 10
Field Supervisor $52,044.77 -10.6% $67,564.34 -9.7% $83,083.91 -9.1% 59.7% 3
Fiscal Technician $43,022.23 -22.3% $55,060.91 -18.5% $67,099.59 -16.2% 56.0% 10
GIS Technician $52,142.37 -31.5% $67,399.24 -28.8% $82,656.11 -27.1% 58.6% 10
Grants Coordinator $58,632.47 -6.9% $75,113.45 -4.7% $91,594.44 -3.2% 56.0% 8
Heavy Equipment Operator $41,554.65 -4.2% $54,035.71 -1.8% $66,516.77 -0.3% 60.2% 9
Human Resources Business Partner $58,054.50 -10.8% $76,234.84 -11.0% $94,415.19 -11.2% 62.4% 10
Human Resources Technician $45,482.93 -27.7% $57,838.27 -23.4% $70,193.61 -20.7% 54.3% 10
Inspector $46,666.77 0.3% $60,750.27 0.9% $74,833.76 1.3% 60.0% 4
Instrumentation/Electrical Technician $48,986.49 -9.4% $63,678.91 -8.7% $78,371.33 -8.2% 60.0% 9
Inventory Control Specialist $39,397.28 -13.5% $49,538.42 -8.0% $59,679.55 -4.5% 51.5% 6
Laboratory Technician $43,071.90 -17.5% $54,641.07 -12.9% $66,210.24 -10.0% 54.4% 9
Librarian $49,278.11 -10.0% $64,843.31 -10.5% $80,408.52 -10.7% 63.4% 6
Library Assistant $34,275.68 -29.7% $43,014.18 -24.0% $51,752.67 -20.4% 51.3% 5
Library Technician $41,635.88 -23.8% $54,760.24 -22.8% $67,884.61 -22.2% 63.3% 3
Classification Survey Minimum Survey Midpoint Survey Maximum # of Data
Points
Survey Avg
Range
11.C.d
Packet Pg. 578 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-5
EXHIBIT 4B (CONTINUED)
SALARY SURVEY SUMMARY--AVERAGE
Average % Diff Average % Diff Average % Diff
Lifeguard $32,651.57 -20.1% $40,608.79 -13.5% $48,566.00 -9.3% 49.2% 11
Maintenance Specialist $36,719.65 -6.5% $47,038.35 -2.8% $57,357.06 -0.5% 56.2% 7
Maintenance Worker $32,858.98 -25.5% $41,981.61 -21.6% $51,104.25 -19.2% 55.5% 9
Management/Budget Analyst $59,293.43 -12.9% $77,667.89 -12.9% $96,042.36 -12.9% 62.1% 9
Manager - Airport Operations $80,075.91 -28.1% $106,032.18 -29.2% $131,988.44 -29.8% 64.8% 4
Manager - Communications & Customer Relations $77,582.53 -10.5% $99,088.74 -8.0% $120,594.95 -6.4% 55.3% 6
Manager - Environmental Services $77,830.68 -10.8% $101,193.24 -10.0% $124,555.80 -9.6% 60.3% 7
Manager - Facilities $80,209.47 -13.8% $104,412.01 -13.2% $128,614.54 -12.8% 60.2% 9
Manager - Federal/State Grants Operation $60,425.88 4.7% $77,168.52 7.3% $93,911.16 8.9% 55.4% 3
Manager - Financial & Operational Support $83,766.73 -18.1% $108,819.07 -17.3% $133,871.41 -16.8% 59.7% 8
Manager - Human Resources $83,818.67 -18.2% $107,716.56 -16.3% $131,614.45 -15.1% 56.9% 10
Manager - Network Operations $84,900.17 -9.7% $107,438.35 -6.3% $129,976.52 -4.1% 53.0% 5
Manager - Planning $85,513.81 -20.2% $108,202.55 -16.7% $130,891.28 -14.5% 53.1% 9
Manager - Procurement $79,015.84 -17.1% $101,443.23 -15.1% $123,870.62 -13.8% 56.6% 10
Manager - Risk Finance $82,433.65 -26.2% $106,467.84 -24.8% $130,502.02 -23.9% 58.5% 7
Manager - Solid Waste Operations $79,235.88 -12.6% $98,937.39 -7.8% $118,638.89 -4.7% 49.6% 5
Manager - Stormwater Maintenance $83,193.80 -17.4% $106,413.85 -15.1% $129,633.90 -13.6% 56.0% 6
Manager - Technical Systems Operations $84,132.90 -23.3% $107,715.42 -21.0% $131,297.94 -19.6% 55.8% 5
Manager - Transportation Planning $86,098.10 0.4% $110,879.17 2.1% $135,660.24 3.2% 57.5% 4
Manager - Utility Billing & Customer Ser $75,214.47 -7.4% $97,821.76 -6.7% $120,429.06 -6.2% 60.0% 8
Manager - Wastewater Collections $84,705.03 -19.2% $109,090.82 -17.5% $133,476.61 -16.5% 57.7% 5
Network Administrator $65,172.59 -12.6% $82,915.26 -9.6% $100,657.93 -7.8% 54.6% 9
Park Ranger $37,907.76 -14.5% $48,825.45 -11.4% $59,743.14 -9.5% 58.0% 7
Parks & Recreation Program Leader $33,002.66 -5.6% $43,016.19 -3.6% $53,029.72 -2.4% 60.7% 3
Permitting Technician $39,218.20 -17.9% $49,077.91 -11.9% $58,937.61 -8.1% 50.5% 12
Planner $51,695.19 -9.9% $66,668.60 -8.4% $81,642.02 -7.4% 57.9% 12
Planning Technician $42,127.47 -10.5% $53,301.34 -5.6% $64,475.20 -2.5% 53.0% 8
Plans Reviewer $57,104.28 -4.2% $73,470.66 -2.4% $89,837.05 -1.3% 57.0% 8
Plant Manager $77,539.27 -5.6% $98,334.24 -2.3% $119,129.20 -0.3% 53.6% 4
Plant Mechanic $44,178.54 0.9% $56,836.82 2.7% $69,495.09 3.8% 57.6% 6
Plant Operator $44,852.00 -11.9% $59,578.57 -11.6% $74,305.13 -11.4% 65.6% 11
Plant Operator - Trainee $38,565.65 -16.2% $49,311.20 -12.4% $60,056.75 -10.0% 55.9% 11
Programmer Analyst - Senior $68,967.98 -8.5% $89,071.94 -7.1% $109,175.89 -6.2% 58.4% 6
Project Manager $64,902.80 -2.4% $86,844.62 -4.5% $108,786.44 -5.8% 67.5% 7
Project Manager - Senior $77,390.25 -10.2% $99,578.74 -8.4% $121,767.23 -7.3% 57.4% 2
Public Information Coordinator $55,786.47 -11.6% $72,880.58 -11.3% $89,974.69 -11.1% 61.3% 6
Purchasing Technician $45,808.57 -23.6% $57,736.95 -18.4% $69,665.33 -15.1% 52.5% 5
Recycling Coordinator $55,242.78 -0.9% $68,937.21 3.9% $82,631.65 7.0% 50.0% 3
Solid Waste Specialist $39,568.67 -18.8% $49,614.61 -13.0% $59,660.56 -9.3% 51.2% 4
Supervisor - Accounting $65,357.85 -3.1% $84,757.00 -2.1% $104,156.14 -1.5% 59.2% 7
Supervisor - Building Maintenance $61,659.89 -7.0% $77,605.08 -3.0% $93,550.26 -0.5% 52.0% 6
Supervisor - Laboratory $75,468.76 -27.1% $97,408.95 -25.6% $119,349.14 -24.7% 58.3% 5
Supervisor - Recreation $57,386.81 -4.7% $74,826.00 -4.3% $92,265.19 -4.0% 60.5% 4
Technical Support Professional $58,197.70 -15.8% $76,578.54 -16.2% $94,959.39 -16.5% 63.1% 5
Tradesworker, Journeyman $42,918.93 -12.3% $54,483.65 -7.7% $66,048.36 -4.9% 54.0% 6
Traffic Signal Technician $46,276.62 -3.7% $58,773.79 -0.6% $71,270.96 1.3% 54.4% 9
Utility Technician $39,195.97 -17.9% $49,979.64 -13.7% $60,763.31 -11.2% 55.1% 7
Veterinarian Technician $34,959.17 -6.5% $43,303.69 0.6% $51,648.21 5.1% 47.8% 3
Overall Average -12.5% -10.5% -9.1% 56.9% 7.0
Classification Survey Minimum Survey Midpoint Survey Maximum Survey Avg
Range
# of Data
Points
11.C.d
Packet Pg. 579 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-6
Market Minimums
A starting point of the analysis was to compare the peer’s market minimum for each
classification to the County’s range minimums. Market minimums are generally considered
an entry level salary for employees who meet the minimum qualifications of a classification.
Employees with salaries at or near the range minimums typically have not mastered the job
and probably have not acquired the skills and experience necessary to be fully proficient in
their classification.
As Exhibit 4B illustrates for benchmarked classifications, the County was, on average,
approximately 12.5 percent below the average market position at the minimum of the
respective salary ranges.
Market Midpoints
Market midpoints are important to consider because they are commonly recognized as the
salary point at which employees are fully proficient in satisfactorily performing their work. As
such, midpoint is often considered as the salary point at which a fully proficient employee
could expect his or her salary to be placed.
As Exhibit 4B illustrates for the benchmarked classifications, the County was, on average,
approximately 10.5 percent below the competitive market position at the midpoint of the
respective salary ranges.
Market Maximums
In this section, salary range maximums are compared to the peers’ average of maximums
for each benchmarked classification. The market maximum is significant as it represents the
upper limit salary that an organization might provide to retain and/or reward experienced
and high performing employees. Additionally, being competitive at the maximum allows
organizations to attract highly qualified individuals for in-demand classifications.
As Exhibit 4B illustrates for the benchmarked classifications in the General pay plan, the
County was, on average, approximately 9.1 percent below the competitive market position
at the maximum of the respective salary ranges.
4.2 ADDITIONAL COMPENSATION QUESTIONS
Included with the salary survey were additional questions related to compensation. The
information provided in this section is a result of the analysis of peers’ compensation
practices compared to the County’s current compensation practices. It should be noted that
only a few peers provided data for this survey, so the comparisons are limited. The analysis
below highlights the results of this survey.
11.C.d
Packet Pg. 580 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-7
Compensation Information and Strategy
Peers were asked questions about their pay philosophy, current pay plan, and how
frequently their pay structure is reviewed. Two peers responded to these questions.
Pay Philosophy—The County did not have a defined pay philosophy at the time of the
study. One of the peers indicated their philosophy was to lead the market with
respect to pay, while the other responded that their philosophy was to match the
market for pay.
Current Pay Plans—The County currently administered an open-range pay plan for its
general employees, which was implemented in 2015, and a step plan for
represented EMS employees, which was implemented in 2021. The two respondent
peers, likewise, have an open-range pay plan for general employees and step plans
for represented employee groups. Their pay plans were implemented in 2016 and
2019, respectively.
Pay Structure Review—The County reviews its pay structure every year, although
changes are not always applied. One peer has its pay plan structure reviewed every
one to three years. The other peer has its structure reviewed every two years.
Merit, General Wage Adjustment, and Other Increases
Additional compensation questions also inquired about organizational practices with respect
to general wage adjustments - or cost of living adjustments (COLAs), merit increases,
bonuses, and profit-sharing. Information was available from four peers, and comparisons to
the County’s practices are summarized below.
General Wage Adjustments—The County provided a $1,000 adjustment up to the
max of the range on October 1, 2021. In the prior fiscal year, the County provided a
two percent or $1,200 adjustment (whichever is higher) to employees.
Cost of Living Adjustments (COLAs)—Three peers indicated that they provided COLAs,
with the average adjustment being around three percent.
Merit Increases and Bonuses—The County did not currently provide merit increases
nor bonuses to its employees. Only one peer indicated they provided annual merit
increases, which came in the form of a salary increase. If the merit increase exceeds
the maximum of the employee’s pay grade, then the remaining increase was given as
a lump sum. The peers did not indicate they offered bonuses to their employees.
Profit-Sharing—Neither the County nor the respondent peers provided profit-sharing
to their employees at the time of the survey.
11.C.d
Packet Pg. 581 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-8
Promotion and Demotion Practices
Questions about pay practices associated with promotions and demotions were also
included in the survey. Below is a summary comparing those practices with the County and
five of its peers.
Promotional Increases—The County’s current promotional practice is to give up to a
10 percent increase in base salary when an employee is promoted, or adjust the
salary to the new pay grade minimum, whichever was higher. The peers had similar
practices of promotion increases ranging between four and ten percent.
Demotion Decreases—In the event of a demotion, the County would decrease the
salary by no more than ten percent of the employee’s current salary. The exception
would be in cases where the employee’s salary would be higher than the maximum of
the lower pay grade, in which case, the salary would be further decreased. These
practices were similar among the peers, who indicated the range of salary decreases
would be between five to ten percent in the event of a demotion.
Special Assignment Pay and Temporary Pay
Additional questions solicited information about practices for special pay and temporary pay
adjustments. Comparisons between the County’s practice and five of its peers are
summarized below.
Temporary Pay—The County allowed for temporary pay for up to six months, which
could be extended in six-month intervals with justification. The peers allowed up to a
five to ten percent increase for temporary pay changes, subject to City Manager or
County Manager approval. Extensions for temporary pay was reviewed in three- to six-
month intervals.
Special Assignment Pay—The County allowed for special assignment pay, with the
increase not to exceed ten percent of the employee’s base salary. Peers also allowed
for special assignment pay, with the exact amounts being subject to City Manager or
County Manager approval.
Degrees and Certification Incentives
Peers were also asked questions about certification and education incentive pay.
Comparisons with four peers are summarized below.
Certification Incentives—The County allowed for certification incentive pay for
certifications that were related but not required for an employee’s position. The
County provided a salary increase for obtaining that certification; however, if the
incentive would bring the employee’s salary beyond the midpoint, the remainder of
that increase would be provided in the form of a lump sum. The peers also provided
certifications that were provided in either lump sums (50 percent) or salary increases
(50 percent).
11.C.d
Packet Pg. 582 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-9
Education Incentives—The County did not provide education incentives to employees
earning degrees that are beyond the minimum qualifications for their position. Two
peers did provide salary increases to employees earning degrees beyond minimum
qualifications; however, one of them indicated they followed State Statute for
providing these incentives for Fire and Police only, and not general employees.
Shift Differential, Overtime, Holiday, and Cost Savings
Peers were also asked questions about shift differential pay, overtime pay, holiday pay, and
whether they offered incentives for suggesting major cost savings related to process
improvement, efficiencies, or safety enhancements. Comparisons between seven peers and
the County are summarized below.
Shift Differential Pay—The County’s current shift differential pay policy was to pay an
additional $0.70 per hour for shifts between 4:00 pm and midnight, and an
additional $1.10 per hour for shifts between midnight and 8:00 am. One peer had
similar differential rates of $0.75 per hour, while others paid shift differential in
percentages ranging from three to five percent for shifts starting between 3:00 pm
and midnight, and five to ten percent for shifts between midnight and 6:00 am.
Overtime Pay—The County and its peers provided overtime pay at a rate of one and a
half times the employee’s base salary.
Holiday Pay—The County and its peers paid straight time to employees working on
observed holidays.
Cost Savings—The County does not currently provide incentives to employees who
may suggest or develop and/or implement a major cost savings, and one only peer
detailed a policy for cost savings. This peer offered a cash award based on ten
percent of net savings plus the cost of determining the savings, with the total
incentive not to exceed $10,000.
4.4 BENEFITS SURVEY RESULTS
In addition to the salary survey, Evergreen conducted a benefit survey to compare the
County’s current employee benefits to those of its peers. The information provided in this
section is a result of the analysis of the current benefits at the County and at each peer
organization, which are subject to change. Benefit plans have intricacies that are not
represented in this chapter; therefore, the data provided should not be used independently
as a line-by-line comparison of benefits. It should also be noted that benefits are usually
negotiated and acquired through third parties, so one-to-one comparisons can be difficult.
The analysis below highlights the results of the benefits survey.
11.C.d
Packet Pg. 583 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-10
Summary
Some strengths of the County’s benefits package include the following:
Medical Deductibles-- The County’s medical deductibles for the Premium and Select
tiers were lower compared to peers’ medical deductibles, which means employees
would have to pay less out of pocket to meet their deductibles.
Employee Medical Premiums-- County employees paid less for family medical
insurance compared to employees at peer organizations. The County’s offering of
multiple dental and vision plans also allow employees to select more premium levels
of coverage, should they need it.
Additional Insurance and Tuition Reimbursement-- The County’s offerings of
additional and fringe benefits such as dental, vision, short term disability, long term
disability, and tuition reimbursement are also aligned with peer benefits offerings.
Leave and Holidays—The County’s leave accrual rates were similar to peers’ accrual
rates, and the County observed similar holidays as the peers.
Some potential areas of improvement or consideration include the following:
More Tiers of Medical Coverage—The County currently has only two tiers of coverage:
employee only and employee plus family. In contrast, all of the surveyed peers had
four tiers of coverage: employee only, employee plus child, employee plus child, and
employee plus family.
Basic Medical Deductible—Compared to the peers’ deductibles, this deductible was
rather high, and the County could revisit options to lower that deductible, if it is
feasible (although this may be intentional or by design based on how their Wellness
incentive levels work).
11.C.d
Packet Pg. 584 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-11
Data were requested from the same peers contacted for the salary survey and subsequently
collected from the ten peer organizations identified in Exhibit 4C.
EXHIBIT 4C
MARKET PEERS
City of Cape Coral
City of Clearwater
City of Fort Myers
City of Marco Island
City of Naples
City of Sarasota
Hillsborough County
Lee County
Manatee County
Miami-Dade County
Market Peers
Employee Health Plans
Exhibit B shows the number of health plans provided to current employees by the
responding peers and the County. The average number of health plans provided any
combination of PPO (Preferred Provider Organization), HMO (Health Maintenance
Organization), HDHP (High Deductible Health Plan), or POS (Point of Service), was 2.0 based
on the market. The County offered PPO plan with three different tiers of premiums and
deductibles, depending on wellness incentives. Therefore, subsequent comparisons will be
based on peers’ PPO plans.
EXHIBIT B
MEDICAL PLAN OFFERINGS
Number of Plans Peer
Average Collier County, FL
Number of health plans offered 2.0 1 plan w/3 tiers
Offering PPO 40% Yes
Offering POS 50% No
Offering HMO 40% No
Offering HDHP 40% No
Incentive for employee to waive medical? No No
11.C.d
Packet Pg. 585 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-12
Premiums and Deductibles
Exhibit C displays information regarding the County’s employer and employee premiums for
medical insurance. There were four different grades (tiers) of employees, and the amount of
employer and employee paid premiums varied by grade. The County also currently offered
only two tiers of coverage: employee only and employee and family, which was not
commonly observed in the market.
EXHIBIT C
COUNTY PPO MEDICAL PREMIUMS
Salary Grades Tier
Grade 1
Semi-Monthly
Employer Rates
Grade 2
Semi-Monthly
Employer Rates
Grade 3
Semi-Monthly
Employer Rates
Grade 4
Semi-Monthly
Employer Rates
Single-Non-Smoker $252.11 $241.52 $230.92 $220.33
Single Smoker $203.14 $184.39 $165.65 $146.89
Family Non-Smoker $573.67 $549.48 $525.29 $501.10
Family Smoker $524.71 $492.36 $460.02 $427.67
Single-Non-Smoker $296.17 $285.58 $274.99 $264.40
Single Smoker $247.22 $228.47 $209.73 $190.98
Family Non-Smoker $676.17 $651.98 $627.79 $603.60
Family Smoker $627.21 $594.86 $562.53 $530.16
Single-Non-Smoker $391.26 $380.67 $370.07 $359.49
Single Smoker n/a n/a n/a n/a
Family Non-Smoker $897.33 $873.14 $858.95 $824.76
Family Smoker n/a n/a n/a n/a
Basic--PPO
Select-PPO
Premium-PPO
Salary Grades Tier
Grade 1
Semi-Monthly
Employee Rates
Grade 2
Semi-Monthly
Employee Rates
Grade 3
Semi-Monthly
Employee Rates
Grade 4
Semi-Monthly
Employee Rates
Single-Non-Smoker $51.99 $62.58 $73.17 $83.76
Single Smoker $100.96 $119.71 $138.46 $157.21
Family Non-Smoker $133.61 $157.80 $181.99 $206.18
Family Smoker $182.57 $214.94 $247.27 $279.62
Single-Non-Smoker $51.99 $62.58 $73.17 $83.76
Single Smoker $100.96 $119.71 $138.46 $157.21
Family Non-Smoker $133.61 $157.80 $181.99 $206.18
Family Smoker $182.57 $214.94 $247.27 $279.62
Single-Non-Smoker $51.99 $62.58 $73.17 $83.76
Single Smoker n/a n/a n/a n/a
Family Non-Smoker $133.61 $157.80 $181.99 $206.18
Family Smoker n/a n/a n/a n/a
Premium-PPO
Basic--PPO
Select-PPO
11.C.d
Packet Pg. 586 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-13
Exhibit D shows the semi-monthly premiums among peer organizations. Comparing the
employer paid premiums, the County paid less for the Basic-PPO family premiums compared
to peers. The County paid about the same for the Select-PPO family medical peers compared
to peers, but more for the Premium-PPO family medical premiums. The County’s employer
paid premiums for single coverage were lower than the peers for the Basic-PPO and Select-
PPO plan, but higher for the Premium-PPO plan.
Comparing employee paid medical premiums, County employees, across the various grades
(tiers), paid less family coverage for their medical insurance compared to peers at other
organizations. Employees paying less for medical coverage, especially at the family level, is
typically seen as a very strong benefit an employer can offer. The caveat to this comparison
is that employees with only one dependent may actually be paying more for health coverage
compared to employees at peer organizations. Comparing the employee only premiums,
employees were, on average, paying higher premiums compared to employees at peer
organizations.
The County may want to consider adding the following tiers of medical coverage: employee
plus spouse and employee plus child. Many organizations offer these intermediary levels of
coverage, which alleviates the cost of health coverage for employees who need only to add
one dependent to their medical coverage.
EXHIBIT D
PEER PPO MEDICAL PREMIUMS
Premium Paid by Employer
Semi-Monthly for:
Peer PPO
Average
Employee coverage $301.14
Employee + Child $410.16
Employee + Spouse $448.83
Employee + Family $569.23
Premium Paid by Employee
Semi-Monthly for:
Peer PPO
Average
Employee coverage $31.70
Employee + Child $122.31
Employee + Spouse $175.40
Employee + Family $263.90
11.C.d
Packet Pg. 587 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-14
Exhibit E shows the comparisons for medical deductibles between the County and its peers.
The deductibles for the County’s Premium and Select medical plans were lower than the
peers’ medical deductibles, on average. The deductibles for the County’s Basic medical plan
were higher, on average, compared to peers’ medical deductibles, and could be a potential
opportunity of improvement for the County.
EXHIBIT E
PPO MEDICAL DEDUCTIBLES
Deductibles Peer PPO
Average Basic Select Premium
Individual Maximum In Network $875.00 $2,000.00 $700.00 $400.00
Individual Maximum Out of Network $1,600.00 $4,000.00 $1,400.00 $800.00
Employee + Family Maximum In Network
$2,250.00 $4,000.00 $1,400.00 $800.00
Employee + Family Maximum Out of
Network Network
$3,600.00 $8,000.00 $2,800.00 $1,600.00
Additional Insurance Offerings
Exhibit F displays information from the responding peers regarding whether they offered the
following insurance: dental, vision, short term disability, long term disability, and life
insurance. All of the peers, as well as the County, offered these insurances to their
employees. Peers were also asked if they offer an incentive for employees to waive medical
insurance coverage. Neither the peers nor the County provided incentives for waiving
medical insurance.
The County offered two different dental and vision plans (basic and premium or buy up),
which provides options for employees who may desire additional coverage for dental and
vision insurances. Offering different levels of coverage for dental and vision insurance
provides the employees a beneficial option of selecting a higher level of coverage (e.g.,
orthodontics, dental implants, specialty eye wear), if they are in need of those services.
The County also offered Basic and Supplemental Life Insurance, with the option for
employees to lower their coverage to $49,999.99.
EXHIBIT F
ADDITIONAL INSURANCE OFFERINGS
Additional Insurance Peer
Average Collier County, FL
Dental Offered?100.0% Yes; Basic and Premium
Vision Offered?100.0% Yes; Basic and Buy Up
Short Term Disabilty Offered? 100.0% Yes
Long Term Disability Offered?100.0% Yes
Life Insurance Offered?100.0% Yes, Basic and Supplemental
11.C.d
Packet Pg. 588 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-15
Retirement Plan Benefits
The peers were also asked about its retirement plan offerings. The County offered two plans
to its employees: Florida Retirement System (FRS) pension plan (required by the State) and
a 457 Deferred Compensation plan. Peers, on average, offered 2.6 retirement plans, which
include FRS, 457, 401(a), and non-FRS pension plans. Among the respondent peers, 40
percent also offered FRS plans to their employees and 60 percent offered a 457 plan to
their employees. FRS contributions are subject to state statute. The County contributed
between $500-$3,000 to employees’ 457 plan, depending on their level in the organization
The match provided is up to $500 for employees below the Division Director level; Division
Directors or equivalents receive up to a $1,500 match; and Department Heads or
equivalents receive up to a $3,000 match. Employees’ contributions were based on
individual selections and subject to IRS limits.
Retiree Benefits
Exhibit G displays the comparisons of the County’s retiree benefits offerings and the peers’
retiree benefits offerings. All of the peers, and the County, offered retiree medical insurance.
The County did not offer retiree dental and vision insurance; however, 80 percent of peers
offered retiree dental insurance and 50 percent offered retiree vision insurance. The County,
however, did offer retiree life insurance and 50 percent of peers offered retiree life
insurance.
EXHIBIT G
RETIREE BENEFITS OFFERINGS
Plan Type Organization
Percentage
Offered
Peer Average 100.0%
Collier County, FL Yes
Peer Average 80.0%
Collier County, FL No
Peer Average 50.0%
Collier County, FL No
Peer Average 50.0%
Collier County, FL Yes
Retiree Health
Retiree Dental
Retiree Life
Retiree Vision
Employee Leave and Holidays
Exhibit H provides the average accrual rates for sick and annual/vacation for peers and the
County. The County’s accrual rates for sick leave were comparable to peers at 8 hours per
month. The County’s minimum (starting) annual/vacation leave accrual rate of 6.7 hours per
month was lower than peers’ average minimum annual/vacation leave accrual rate of 7.5
hours per month. While the average maximum annual/vacation leave accrual rate for the
peers was lower at 13.4 hours per month, compared to 16.7 hours at the County, County
11.C.d
Packet Pg. 589 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-16
employees had to wait until 21 years of service to reach the maximum accrual rate. By
comparison, employee at peer organizations had to wait, on average, 15.5 years before
accruing the maximum rate of annual/vacation leave.
EXHIBIT H
LEAVE ACCRUAL
Leave Accrual Organization Offered?
Minimum
Accrual Rate
in Hours
(Monthly)
Years of
service to
accrue the
minimum
rate
Maximum
Accrual Rate
in Hours
(Monthly)
Years of
service to
accrue the
maximum
rate
Peer Average Offered 70.0% 7.6 0.0 7.6 0.0
Collier County, FL Yes 8.0 0.0 8.0 0.0
Peer Average Offered 70.0% 7.5 0.0 13.4 15.5
Collier County, FL Yes 6.7 0.0 16.7 20.0
Peer Average Offered 30.0% 13.2 0.0 19.0 16.7
Collier County, FL No n/a n/a n/a n/a
Sick Leave
Annual/Vacation Leave
Paid Time Off
Exhibit I provides comparisons the number of holidays observed, and which holidays were
observed. The County currently offered 11 holidays to its employees, which is comparable to
its peers who, on average, observed 11 holidays. The County observed similar holidays as its
peers. Juneteenth is a more recent holiday that the County was considering adding, and 30
percent of peers have indicated they have or confirmed that they will observe that holiday in
the coming year.
EXHIBIT I
HOLIDAYS OBSERVED
Holiday Policies Peer Average Collier County, FL
Total number of holidays observed 11.0 11
11.C.d
Packet Pg. 590 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-17
EXHIBIT I (CONTINUED)
HOLIDAYS OBSERVED
Holidays Observed Peer Average Collier County, FL
New Year's Day 100% Yes
Martin Luther King Jr. Day 100% Yes
Presidents' Day 90% Yes
Memorial Day 100% Yes
Independence Day 100% Yes
Labor Day 100% Yes
Veteran's Day 100% Yes
Thanksgiving Day 100% Yes
Day after Thanksgiving 100% Yes
Christmas Eve 60% Yes
Christmas 100% Yes
New Year's Eve 10% No
Floating Holidays/Birthdays 40% No
Juneteenth 30% No
Columbus Day 10% No
Fringe Benefits Offerings
Exhibit J displays information from the responding peers regarding whether they offered the
following fringe benefits: tuition reimbursement, pet insurance, paternity/maternity leave.
Sabbaticals, and cell phone/reimbursement for cellular devices. Most of the peers (90
percent) and the County offered tuition reimbursement to their employees. This fringe
benefit is typically one that employees appreciate and is frequently offered in the market,
and the County should be commended for offering this program.
The County did not offer pet insurance, paternity/maternity leave, sabbaticals, or cell
phones/reimbursement for devices. These benefits were not commonly offered by peers
either, with only 10 percent offering pet insurance, 30 percent offering paternity/maternity
leave, none were offering sabbaticals, and 20 percent offering cell phones/reimbursement
for devices. While those benefits may not be commonly offered in the current public-sector
market, the County could explore these benefits as innovative ways to create a unique,
competitive advantage for talent by providing low-cost fringe benefits to employees. While
these fringe benefits would not be for every employee, they could offer opportunity for
inclusion and diversity.
11.C.d
Packet Pg. 591 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-18
EXHIBIT J
FRINGE BENEFITS OFFERINGS
Fringe Benefits
Peer
Percentage
(Yes)
Collier County, FL
Tuition Reimbursement 90.0% Yes
Paternity/Maternity Leave 30.0% No
Cell Phone/Reimbursement for Devices 20.0% No
Pet Insurance 10.0% No
Sabbaticals 0% No
4.5 MARKET SUMMARY
It should again be noted that the standing of a benchmark’s pay range compared to the
County’s desired market position is not a definitive assessment of an individual employee’s
salary being equally above or below market. The pay range does, however, speak to the
County’s general ability to recruit and retain talent over time. If a range minimum is
significantly lower than the market would offer, the County could find itself losing out to its
market peers when it seeks to fill a position. It is equally true that range maximums lower
than the market maximums may serve as a disincentive for experienced employees to
remain at the County.
From the analysis of the data gathered in the external assessment discussed above, the
County’s pay plans were found to be below its desired market position. When comparing
employee benefits, the County was found to be generally competitive with its benefits
offerings; however, there were opportunities for improvement for a more enhanced benefits
package. While all study findings and subsequent recommendations can be found in the
next chapter of this report, it is apparent that immediate action may need to be taken by the
County to alleviate current stressors related to unprecedented market conditions.
Preliminary recommendations have been provided to the County to revise the current pay
plan and to make appropriate pay grade changes until more time can be devoted to
developing a total compensation approach. With this recommendation, Evergreen also
provided the County with an implementation plan which could be utilized immediately. The
method, which is referred to as Current Range Penetration best aligns with a compensation
philosophy in which future salaries will be progressed based on factors other than the
amount of time an employee has in the classification or the amount of time an employee
has with the organization.
This method essentially adjusts salaries due to changes in the market with the adjustments
to individual salaries caused by the adjustments to the pay ranges themselves, which are
recommended to be adjusted largely due to the changes seen in the market as presented in
this chapter.
11.C.d
Packet Pg. 592 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Chapter 4 – Market Summary Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-19
If the intermediate step is taken, further adjustments based on range penetration and the
County’s desired market position are estimated at 8 to 12 million.
11.C.d
Packet Pg. 593 Attachment: Exhibit 4 Evergreen Current State and Market Analysis Draft (21110 : Classification and Compensation Plan)
Pay Grade Minimum Maximum
BCC110 $34,300 $56,900
BCC111 $36,000 $59,700
BCC109 $32,400 $53,700
BCC109 $32,400 $53,700
BCC109 $32,400 $53,700
BCC109 $32,400 $53,700
BCC109 $32,400 $53,700
BCC109 $32,400 $53,700
BCC109 $32,400 $53,700
BCC103 $21,957 $36,406
BCC103 $21,957 $36,406
GRADUATE STUDENT INTERN INTGR $17.0000 per hour Increased pay rate based on market conditions
HIGH SCHOOL INTERN INT01 $13.0000 per hour Increased pay rate based on market conditions
UNDERGRADUATE STUDENT INTERN INTUG $15.000 per hour Increased pay rate based on market conditions
Intern Classifications
LIBRARY ASSISTANT
MAINTENANCE WORKER
PARKS AND RECREATION ASSISTANT
Obsolete from pay plan; pending BCC approval;
proposed retroactive grade change to take effect 1/1/22
Reclassified from pay grade BCC107 due to external
market conditions and consolidation of pay grades;
pending BCC approval; proposed retroactive grade
change to take effect 1/1/22
Reclassified from pay grade BCC108 due to external
market conditions and consolidation of pay grades;
pending BCC approval; proposed retroactive grade
change to take effect 1/1/22
RECREATION WORKER - SEASONAL
Obsolete from pay plan; pending BCC approval;
proposed retroactive grade change to take effect 1/1/22
Reclassified from pay grade BCC105 due to external
market conditions and consolidation of pay grades;
pending BCC approval; proposed retroactive grade
change to take effect 1/1/22
Reclassified from pay grade BCC105 due to external
market conditions and consolidation of pay grades;
pending BCC approval; proposed retroactive grade
change to take effect 1/1/22
Reclassified from pay grade BCC106 due to external
market conditions and consolidation of pay grades;
pending BCC approval; proposed retroactive grade
change to take effect 1/1/22
Reclassified from pay grade BCC106 due to external
market conditions and consolidation of pay grades;
pending BCC approval; proposed retroactive grade
change to take effect 1/1/22
Reclassified from pay grade BCC106 due to external
market conditions and consolidation of pay grades;
pending BCC approval; proposed retroactive grade
change to take effect 1/1/22
CHILDCARE WORKER
COURIER
LIFEGUARD
CUSTOMER SERVICE REPRESENTATIVE
LIBRARY PAGE
PARKS & RECREATION PROGRAM LEADER
Reclassified from pay grade BCC109 due to external
market conditions and internal calibration; pending BCC
approval; proposed retroactive grade change to take
effect 1/1/22
Reclassified from pay grade BCC110 due to external
market conditions and internal calibration; pending BCC
approval; proposed retroactive grade change to take
effect 1/1/22
LINE SERVICE TECHNICIAN I
Additions, Deletions and Modifications to the 2021 Fiscal Year
Pay and Classification Plan
October 1, 2021 through December 31, 2021
Pay Range
CommentsClassification
11.C.e
Packet Pg. 594 Attachment: Exhibit 5, adds, deletes, mods to pay plan - October through December 2021 (21110 : Classification and Compensation Plan)
RESOLUTION NO. 2022 -______
A RESOLUTION APPROVING REVISIONS TO THE FY2022 PAY AND
CLASSIFICATION PLANS FOR THE COUNTY MANAGER’S AGENCY, COUNTY
ATTORNEY’S OFFICE, AND NON -UNION EMS EFFECTIVE JANUARY 1, 2022;
TO CONSOLIDATE CERTAIN PAY GRADES AND ADJUST THE CURRENT PAY
RANGES IN THE COUNTY MANAGER’S AGENCY, COUNTY ATTORNEY’S
OFFICE AND NON-UNION EMS PLANS BY 10%; TO PROVIDE ADJUSTMENT TO
MINIMUM AND RANGE PENETRATION INCREASES TO ADDRESS MARKET
CONDITIONS AND INTERNAL EQUITY; AND TO PROVIDE CONTINUED
AUTHORIZATION FOR CREATION OF NEW CLASSIFICATIONS,
MODIFICATIONS AND/OR DELETION OF CLASSIFICATIONS AND
ASSIGNMENT OF PAY RANGES FROM THE PROPOSED PAY AND
CLASSIFICATION PLANS, USING THE EXISTING POINT-FACTOR JOB
EVALUATION SYSTEM.
WHEREAS, it has been the policy of Collier County to establish and administer a
system of compensation based on principles of public accountability, external
competitiveness, internal equity, relative complexity and responsibility between
classifications, market economic conditions, County financial policies and appropriate
federal, state and local laws pertaining to compensation so as to contribute to an
environment conducive to employee motivation and productivity as is more fully set forth
in Ordinance No. 96-40, as amended by Ordinance No. 2001-50; and
WHEREAS, the Board of County Commissioners believes this policy may be
achieved through an annual pay and classification plan for employees under the
administration of the County Manager and the County Attorney, with approval from time
to time, and as appropriate, of market-based, general wage or Cost of Living adjustments;
NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF COUNTY
COMMISSIONERS OF COLLIER COUNTY, FLORIDA, that:
1. The Pay and Classification Plan for employees under the administration of the
County Manager, a copy of which is attached hereto as Exhibit 1, is hereby
approved and adopted.
2. The EMS Pay and Classification Plan for employees under the administration
of the County Manager, a copy of which is attached hereto as Exhibit 2, is
hereby approved and adopted.
3. The Pay and Classification Plan for employees under the administration of the
County Attorney, a copy of which is attached hereto as Exhibit 3, is hereby
approved and adopted.
11.C.f
Packet Pg. 595 Attachment: Exhibit 6 Resolution for FY 2022 Interim Adjustment FINAL (21110 : Classification and Compensation Plan)
4. Pay for County Manager’s Agency ranges 102 to 108 is consolidated and
moved into range 109; and are hereby approved.
5. Pay for County Manager’s Agency ranges 109 to 136 is increased by 10%,
rounding to the nearest hundred, and are hereby approved.
6. Pay for County Attorney’s Office ranges is increased by 10%, rounding to the
nearest hundred, and are hereby approved.
7. Employees whose base pay falls below the new minimum of their pay range
will be brought to the minimum.
8. Regular full-time and part-time non-bargaining, non-contract employees of the
County Manager’s Agency will receive a range penetration adjustment ranging
from 4% (for those at the maximum of the range) up to 10% (for those at the
minimum of the new range), varying formulaically in between and allowing for
marginal differences for hourly rates due to system rounding, and where
necessary, pro-rated based on full-time equivalency (FTE). Employees whose
increase would bring them over the maximum of the range will receive an
increase to their base rate up to the maximum of the range.
9. Regular full-time employees of the County Attorney’s Office will receive a
range penetration adjustment ranging from 3% (for those at the maximum of
the range) up to 6% (for those at the minimum of the new range), varying
formulaically in between and allowing for marginal differences for hourly rates
due to system rounding. Employees whose increase would bring them over the
maximum of the range will receive an increase to their base rate up to the
maximum of the range.
10. Employees under the administration of the County Manager who are under
contract or subject to the provisions of a collective bargaining agreement shall
be paid and receive increases in accordance with the terms of the applicable
contract or governing collective bargaining agreement.
PASSED AND DULY ADOPTED by the Board of County Commissioners of
Collier County, Florida, this 25th day of January 2022.
ATTEST BOARD OF COUNTY COMMISSIONERS
CRYSTAL KINZEL, Clerk COLLIER COUNTY, FLORIDA
By __________________________ By: ________________________________
Deputy Clerk William L. McDaniel, Jr. Chairman
Approved as to form and legality:
11.C.f
Packet Pg. 596 Attachment: Exhibit 6 Resolution for FY 2022 Interim Adjustment FINAL (21110 : Classification and Compensation Plan)
___________________________________
Colleen M. Greene
Managing Assistant County Attorney
11.C.f
Packet Pg. 597 Attachment: Exhibit 6 Resolution for FY 2022 Interim Adjustment FINAL (21110 : Classification and Compensation Plan)
FY22 Pay Plan Adjustments
January 25, 2022
11.C.g
Packet Pg. 598 Attachment: FY22 Pay Plan Updates FINAL January 2022 (21110 : Classification and
County Pay Study Update
•As of the study completed in early 2021, the
County’s pay plan had fallen from less than
5% below the market (Feb 2018) to over 10%
below the market (Jan 2021).
•Evergreen Solutions has completed initial
assessment of current conditions.
•75% of County Manager Agency employee
salaries fall below the pay range midpoint.
•County’s starting pay is, on average, almost
13% lower than surveyed peers.
11.C.g
Packet Pg. 599 Attachment: FY22 Pay Plan Updates FINAL January 2022 (21110 : Classification and
Local Conditions Impacting Talent Pipeline
•County’s historically high cost of living (2nd highest in FL,
at 6.45% above the statewide average).
•Lack of availability of affordable housing; currently
17.3% of employees (332 of 1,924) reside outside Collier
County.
•Competition from local businesses, many of which are
already paying from $15 -$20/hour to attract
employees.
11.C.g
Packet Pg. 600 Attachment: FY22 Pay Plan Updates FINAL January 2022 (21110 : Classification and
Local Conditions Impacting Talent Pipeline
(con’t)
•City of Naples –4% increases approved for FY21/22, 5%
increases for FY22/23, plus holiday bonuses & longevity
pay.
•CCSO paying sign-on bonuses for successful applicants
($1500-$3000).
11.C.g
Packet Pg. 601 Attachment: FY22 Pay Plan Updates FINAL January 2022 (21110 : Classification and
Turnover and County Vacancies
•Increasing County Manager Agency Turnover
•FY20 –239 employees (11.4%)
➢Fully burdened cost of $9,360,409
•FY21 –289 employees (13.5%)
➢Fully burdened cost of $11,124,512
•FY22 to date –92 employees since 10/1/21, with 29 known
separations in coming months. Currently have 199
positions vacant.
➢Fully burdened cost FYTD of $4,165,959
→If the pace continues, the County could have nearly 370 staff leave before the end of the current fiscal year, which would represent
turnover of 17.2% of funded agency positions.
11.C.g
Packet Pg. 602 Attachment: FY22 Pay Plan Updates FINAL January 2022 (21110 : Classification and
FY22 Recommendations for Pay & Classification
Plan Updates
1.Consolidate entry level pay ranges for County
Manager’s Agency; minimum pay rate would be
$15.58/hour.
2. Increase pay ranges by 10%.
11.C.g
Packet Pg. 603 Attachment: FY22 Pay Plan Updates FINAL January 2022 (21110 : Classification and
FY22 Recommendations for Pay & Classification
Plan Updates (con’t)
3. Provide adjustments to minimum (if applicable)
plus range penetration adjustments from 3% to
6% for employees under the County Attorney’s
Office.
→Equates to an average increase of 4.73% or $4,385 per
employee.
11.C.g
Packet Pg. 604 Attachment: FY22 Pay Plan Updates FINAL January 2022 (21110 : Classification and
FY22 Recommendations for Pay & Classification
Plan Updates (con’t)
4. Provide adjustments to minimum (if applicable)
plus range penetration adjustments from 4% to
10% for regular full-and part-time employees
under the County Manager’s Agency.
a.Average increase of 8.97% for employees in pay ranges 109-115.
b.Average increase of 8.81% for employees in pay ranges 116-127.
c.Average increase of 8.28% for employees in pay ranges 128-136.
→Equates to an average adjustment of $5,780 per employee.
11.C.g
Packet Pg. 605 Attachment: FY22 Pay Plan Updates FINAL January 2022 (21110 : Classification and
Next Steps
•Based on Evergreen’s final report, prepare
recommendations for FY23 pay plan changes for County
Manager review.
•Evaluate cost of changes to County for coming fiscal
year, aligned with approved budget guidance.
•Work with County senior management and Division
Directors to ensure pay plan modifications align with
organizational objectives.
11.C.g
Packet Pg. 606 Attachment: FY22 Pay Plan Updates FINAL January 2022 (21110 : Classification and