Agenda 09/27/2022 Item #16E 1 (Resolution - establishing new FY2023 Pay and Classification Plans for the County Manager's Agency, the County Attorneys Office and non union EMS effective 10/8/2022)09/27/2022
EXECUTIVE SUMMARY
Recommendation to adopt a Resolution establishing new FY2023 Pay and Classification Plans for
the County Manager’s Agency, the County Attorney’s Office and non-union EMS effective October
8, 2022; to provide pay adjustments as needed to minimum and varying cost-of-living (COLA)
increases to address market conditions; 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 a point-factor job evaluation system and market data;
to provide authorization for the continued use of the approved FY2022 Pay and Classification Plans
through October 7, 2022 and to authorize any necessary budget amendments in FY2023.
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: As an employer, we continue to feel the effects of record inflation, extremely
low unemployment, lack of affordable housing and competition from other municipalities and businesses
that have progressive and flexible compensation programs. In support of the County’s mission to deliver
high-quality, best-value, public services, programs, and facilities, we must commit to being proactive in
the management of our employee compensation program. To do this, the County engaged Evergreen
Solutions, LLC to perform a Classification and Compensation Study. The primary objective of this study
was to implement a new compensation system to ensure the County competitively recruits new
employees, retains a current high-performing work force, and motivates employee work performance.
Attached with the proposed Resolution approving the new pay and classification plans for the County
Manager’s Agency, the County Attorney’s Office and non-union EMS plans, including new pay ranges
and classifications, providing pay adjustments as needed to the new range minimum and providing
varying cost-of-living adjustments (COLA), are four exhibits:
• Exhibit 1 is the County Manager’s Agency Pay and Classification Plan.
• Exhibit 2 is the County Attorney’s Pay and Classification Plan.
• Exhibit 3 is the County Manager’s EMS Pay and Classification Plan.
• Exhibit 4 is Evergreen Solutions final report.
• Exhibit 5 is the Resolution.
The proposed Resolution shall apply to all regular full- and part-time employees under the administration
of the County Manager, County Attorney and Board office employees, 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.
Evergreen Study: The County engaged Evergreen Solutions, LLC on June 1, 2021, to perform a
Classification and Compensation Study for the County Manager’s Agency. In the fall of 2021, Evergreen
Solutions, LLC initially estimated the cost to bring the County to a competitive market position ranged
from approximately $16 million to $20 million depending on whether the County wanted to meet or
exceed today’s market. The County Manager allocated funding in FY2022 and FY2023 to implement
recommendations from the Evergreen Study, but over the past 15 months, external market conditions
have limited the intended impact of the funds set aside for compensation adjustments.
Evergreen Solutions completed their initial assessment of conditions at the County Manager’s Agency
and provided preliminary market data from comparable public sector agencies in September 2021. To
summarize the findings, over 75% of County Manager Agency employees’ salaries fell below the
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midpoint of the pay range. For 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 showed that the County’s starting pay is on average was 13% lower than
our surveyed peers when adjusting for the Cost-of-Living Index.
These findings were presented to the Board on January 25, 2022, along with a recommendation from the
County Manager to revise 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 adjustments to
minimum and varying range penetration increases to address market conditions and internal equity for the
County Manager’s Agency, County Attorney’s Office, and for non-union EMS employees. The Board
unanimously approved these recommendations, and the changes were retroactively applied effective
January 1, 2022. The intent of these adjustments was to assist with retention and increase hiring rates to
assist with recruitment.
On July 12, 2022, the Board was presented with a market condition update and unanimously approved a
$1 per hour increase in the County Manager’s Agency, County Attorney’s Office, Board Office, and for
non-union EMS employees, with an annual adjustment not to exceed $2,080 per employee. Adjustments
were granted to all County Manager agency employees below the level of Division Director; and County
Attorney employees below the level of Managing Assistant County Attorney; who were under the
maximum of their respective pay ranges. The market conditions highlighted with this request were
increased cost of living and to match local public sector increases issued from the City of Naples, Lee
County and the Collier County Sheriff’s Office in hopes of assisting with retention.
In September 2022, Evergreen Solutions, LLC presented their final pay and classification plan
recommendations to the County. This includes a new competitive open range pay plan for the County
Manager Agency, County Attorney’s Office and non-union EMS. The proposed pay plan for the County
Manager’s Agency has 35 pay grades, revised range spreads and pay grade progression. Starting pay is
recommended at $17.00 per hour, which is about a 9% increase from the current plan, and reflective of
local market data. After designing the plan, Evergreen slotted each proposed classification into a range in
the plan, based on the essential functions being performed and in consideration of like positions in the
external market. Both internal and external equity were analyzed when slotting the classifications.
Evergreen considered several methods for implementing the new plan, but ultimately recommended the
Current Range Penetration model. Under this implementation method, a calculation was performed to
determine the percentage through the current range an employee's salary falls. In this method, the
proposed range spreads are used in place of the current range spreads. The employee's recommended
salary calculation would place them at the same percentage through the proposed range of the new pay
grade. For example, if an individual is at 40% of the current range, they are brought to 40% in the new
recommended range. This option included costs to adjust salaries to the new pay grade minimums and to
provide a 5% cost-of-living adjustment; however, this option was estimated to cost over $18 million.
This amount significantly exceeded initial estimates and budget allotment for FY2023 but was not
surprising given the significant increases this calendar year to cost-of-living and very competitive housing
and labor markets.
Market Conditions: An overview of market conditions was presented at the January 2022 and July 2022
BCC meetings; a current summary of market conditions is noted below. These trends continue to impact
the County’s ability to attract and retain talent.
• The Bureau of Labor Statistics released an updated Consumer Price Index (CPI) for July 2022. In this
report, the region including Tampa - St. Petersburg - Clearwater, Florida shows All Urban Consumers
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experienced an 11.2% increase in the CPI over the previous 12 months. Increases in our region
significantly exceed the nationwide CPI increase of 8.5% for the same period. For historical context,
CPI for the same area was reported at 6.6% in July 2021 and 2.1% for July 2020.
• According to the most recent State of Florida Relative Price Level Index Study for 2021, Collier
County continues to be ranked as the 2nd highest cost of living County in the State, which was 6.7%
above the Statewide average cost of living.
• Median home and rental prices in Collier County are among the highest in both the state and country,
forcing large segments of middle- and working-class families to relocate out of the area or live here
beyond their means. July 2022 real estate data for Collier County shows that home prices are up from
last year, selling for a median price of $550,000.
• 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 294 employees who have separated since 10/1/2021,
with 15 known separations prior to the end of the fiscal year. That represents turnover of
14.3% of funded agency positions.
County Manager Recommendation: In order to remain in alignment with the $10 million programmed
for FY2023 pay plan implementation, the County Manager had to consider more cost -effective
implementation options. Range penetration was considered but salary increase caps to stay within the
budgeted amount limited the effectiveness of these solutions. The recommendation to implement the new
pay plan, adjust each employee's salary to the minimum of their new pay grade and then provide a cost -
of-living adjustment (COLA) was ultimately selected as it provided a more consistent approach and
offered an ease of understanding for employees. In consideration of the national CPI reported at 8.5%,
Evergreen’s recommendation of a 5% COLA (plus range penetration) and loca l area employer increases,
the County developed a sliding scale to provide adjustments. The recommended COLA for employees
below the Division Director level is 8%; the recommend COLA for Division Directors is 6.5%; the
recommended COLA for Department Heads and Deputy County Managers is 5%. Employees of the
Board office are also recommended to receive an 8% cost -of-living increase. The increases will be
applied 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 and will
receive the remainder of the cost-of-living adjustment divided equally and payable during the remaining
twenty-three pay periods and ending with the last check of fiscal year 2023. Individuals whose base pay is
at the maximum, or above in limited cases, of the pay range will receive the cost -of-living adjustment
divided equally and payable during the remaining twenty-three pay periods ending with the last check of
fiscal year 2023.
It is important to note that this option does create salary compression and lessens pay differentials
between new hires and tenured employees. As included in Evergreen’s final report (Exhibit 4), regular
maintenance and updates to the pay plan and compensation systems are necessary. Without proper
upkeep, the potential for recruitment and retention issues will continue to increase as the compensation
system becomes dated and less competitive. There are several common methods for salary progression
that County should consider in the future; these include cost-of-living adjustments (COLA), career
progression and certification adjustments, and merit/performance-based adjustments. It is recommended
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that the County evaluate, annually, whether a COLA needs to be applied (to both the pay plan and
employees’ salaries) to keep pace with cost -of-living. It is also recommended that the County
continuously evaluate its practices to progress employees’ salaries and if necessary, make adjustments to
preserve equitable pay practices, particularly in the administration of the employee performance
evaluation process.
County Attorney Recommendation: The County Attorney recommends compliance with the national
CPI reported at 8.5% and recommends 8% COLA for the entire County Attorney’s Office, including the
County Attorney. The increases will be applied 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 and will receive the remainder of the
cost-of-living adjustment divided equally and payable during the remaining twenty-three pay periods and
ending with the last check of fiscal year 2023.
Collier County Pay Increase History: 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 the market, trending
from less than 5% below in February 2018 to over 10% below market in January 2021. The County has
relied upon annual general wage adjustments as the primary mechanism for providing annual pay
increases for several years; merit pay was last approved in FY2008. The data provided in summary below
is used to illustrate how the County’s pay structure has been administered over time:
FY08 (10/1/2007) 4.1% COLA; Merit = .5%, 1.4%, 2.3%
FY09 (10/1/2008) 4.2% COLA; Merit = 0%
FY10 (10/1/2009) 0% COLA; 0% Merit
FY11 (10/01/2010) 0% COLA; 0% Merit
FY12 (10/01/2011) 0% COLA; 0% Merit
FY13 (10/06/2012) 2% COLA; 0% Merit
FY14 (10/05/2013) $1,000
FY15 (10/04/2014) $1,000 or 2% whichever was greater
FY16 (10/3/2015) $1,000 or 1.5% whichever was greater, range penetration, adjustment to
minimum (Cody Study adjustments)
FY17 (10/01/2016) 3% General Wage Adjustment (GWA)
FY18 (10/01/2017) Ranges moved by 3%; Adjustments to minimum; General Wage
Adjustment 2.9%
FY19 (10/01/2018) 2% General Wage Adjustment; Pay range maximums increased by 2%
FY20 (10/01/2019) $1200 General Wage Adjustment; $500 457 match for all employees
FY21 (10/1/2020): $1200 or 2% GWA (whichever was greater); lump payments over
maximum
FY22 (10/1/2021): $1000 General Wage Adjustment; capped at maximum
FY22 (1/1/2022): Ranges moved 10%; Adjustment to minimum; Range penetration
increases from 4-10%
FY22 (8/1/2022): $1.00/hour COLA (not to exceed $2,080 annually)
Pursuant to Ordinance No. 96-40, as amended by Ordinance No. 2001-50, 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 County Manager to hire or move employees within the Pay and Classification Plan to
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promote the recruitment and retention of a highly qualified and professional workforce.
FISCAL IMPACT: The estimated cost of the associated pay plan and cost of living adjustments to base
pay is $9,500,670.53 for FY2023 starting with the first full pay period in the fiscal year effective October
8, 2022, impacting 24 of 26 pay periods in the fiscal year.
The estimated cost of the associated pay plan adjustments for vacant positions is $1,125,608.50 for the
entire fiscal year but given that vacancies will vary throughout the year that full impact may not be
realized.
Sufficient funding exists to implement the desired compensation actions; but budget amendments may be
necessary to align the budget within the appropriate personnel service cost centers.
GROWTH MANAGEMENT IMPACT: There are no Growth Management Impacts associated with
this Executive Summary.
LEGAL CONSIDERATIONS: This item is 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
establishing the new FY2023 Pay and Classification Plans for the County Manager’s Agency, the County
Attorney’s Office and non-union EMS effective October 8, 2022; to provide pay adjustments to minimum
and varying cost-of-living (COLA) increases to address market conditions; 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, us ing a point-factor job
evaluation system and market data; to provide authorization for the continued use of the approved
FY2022 Pay and Classification Plans through October 7, 2022 and authorize any necessary budget
amendments in FY2023.
PREPARED BY: Brittney Mahon- Manager - Total Rewards and Talent Acquisition, Division of Human
Resources
ATTACHMENT(S)
1. Proposed FY 2023 County Manager's Agency Pay Plan (PDF)
2. Proposed FY 2023 CAO Pay Plan (PDF)
3. Proposed FY 2023 EMS Pay Plan (PDF)
4. Class and Comp Study for Collier County (Final) (PDF)
5. Resolution for Pay Plan 2022 (PDF)
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COLLIER COUNTY
Board of County Commissioners
Item Number: 16.E.1
Doc ID: 23457
Item Summary: Recommendation to adopt a Resolution establishing new FY2023 Pay and
Classification Plans for the County Manager’s Agency, the County Attorney’s Office and non-union EMS
effective October 8, 2022; to provide pay adjustments as needed to minimum and varying cost -of-living
(COLA) increases to address market conditions; 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 a point-factor job evaluation system and market data; to
provide authorization for the continued use of the approved FY2022 Pay and Classification Plans through
October 7, 2022 and to authorize any necessary budget amendments in FY2023.
Meeting Date: 09/27/2022
Prepared by:
Title: Human Resources Generalist – Human Resources
Name: Brittney Mahon
09/21/2022 3:38 PM
Submitted by:
Title: Division Director - Human Resources – Human Resources
Name: Amy Lyberg
09/21/2022 3:38 PM
Approved By:
Review:
Human Resources Amy Lyberg Director Review Completed 09/21/2022 3:53 PM
County Attorney's Office Colleen Greene Level 2 Attorney Review Completed 09/21/2022 3:56 PM
Office of Management and Budget Debra Windsor Level 3 OMB Gatekeeper Review Completed 09/21/2022 3:59 PM
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 09/21/2022 4:06 PM
Office of Management and Budget Susan Usher Additional Reviewer Completed 09/21/2022 4:31 PM
County Manager's Office Dan Rodriguez Level 4 County Manager Review Completed 09/21/2022 5:00 PM
Board of County Commissioners Geoffrey Willig Meeting Pending 09/27/2022 9:00 AM
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Effective 10/8/22
GRADE TITLE MIN MIDPOINT MAX
CCG240
Non-Exempt - Hourly
Courier 17.0000 22.1000 27.2000
Exempt - Annual
None 35,360 45,968 56,576
CCG241
Non-Exempt - Hourly
Customer Service Specialist I 17.5100 22.7630 28.0160
Landscape Technician I 17.5100 22.7630 28.0160
Library Specialist I 17.5100 22.7630 28.0160
Recreation Specialist I 17.5100 22.7630 28.0160
Exempt - Annual
None 36,421 47,347 58,273
CCG242
Non-Exempt - Hourly
Lifeguard I 18.0353 23.4459 28.8565
Exempt - Annual
None 37,513 48,767 60,021
CCG243
Non-Exempt - Hourly
Administrative Support Specialist I 18.5764 24.1493 29.7222
General Maintenance Specialist I 18.5764 24.1493 29.7222
Inventory Specialist I 18.5764 24.1493 29.7222
Exempt - Annual
None 38,639 50,230 61,822
CCG244
Non-Exempt - Hourly
4-H Outreach Coordinator 19.1336 24.8737 30.6138
Animal Care Specialist I 19.1336 24.8737 30.6138
Case Manager Assistant 19.1336 24.8737 30.6138
Landscape Technician II 19.1336 24.8737 30.6138
Recreation Specialist II 19.1336 24.8737 30.6138
Exempt - Annual
None 39,798 51,737 63,677
CCG245
Non-Exempt - Hourly
Customer Service Specialist II 19.7077 25.6200 31.5323
General Maintenance Specialist II 19.7077 25.6200 31.5323
Exempt - Annual
None 40,992 53,290 65,587
CCG246
Non-Exempt - Hourly
Accounting Technician I 20.2989 26.3886 32.4782
Administrative Support Specialist II 20.2989 26.3886 32.4782
Equipment Operator I 20.2989 26.3886 32.4782
Library Specialist II 20.2989 26.3886 32.4782
Line Service Technician I 20.2989 26.3886 32.4782
Museum Assistant I 20.2989 26.3886 32.4782
Park Ranger I 20.2989 26.3886 32.4782
Program Assistant 20.2989 26.3886 32.4782
Recreation Program Leader I 20.2989 26.3886 32.4782
Service Writer 20.2989 26.3886 32.4782
Solid Waste Specialist I 20.2989 26.3886 32.4782
Tradesworker - Structural/General I 20.2989 26.3886 32.4782
Exempt - Annual
None 42,222 54,888 67,555
CCG247
Non-Exempt - Hourly
Automotive Technician I 20.9079 27.1802 33.4526
Grants Support Specialist I 20.9079 27.1802 33.4526
Inventory Specialist II 20.9079 27.1802 33.4526
Operations Support Specialist I 20.9079 27.1802 33.4526
Plant Operator I 20.9079 27.1802 33.4526
Utility Specialist I 20.9079 27.1802 33.4526
Exempt - Annual
None 43,488 56,535 69,581
CCG248
Non-Exempt - Hourly
Animal Services Dispatcher 21.5351 27.9956 34.4561
PROPOSED FISCAL YEAR 2023 BOARD OF COLLIER COUNTY
COMMISSIONERS PAY AND CLASSIFICATION PLAN
*Due to system rounding, actual amounts may differ slightly.
16.E.1.a
Packet Pg. 1503 Attachment: Proposed FY 2023 County Manager's Agency Pay Plan (23457 : FY23 Pay Plans and Pay Adjustments)
Planning and Permitting Technician I 21.5351 27.9956 34.4561
Procurement Specialist 21.5351 27.9956 34.4561
Solid Waste Specialist II 21.5351 27.9956 34.4561
Tradesworker - Specialist I 21.5351 27.9956 34.4561
Volunteer Coordinator 21.5351 27.9956 34.4561
Exempt - Annual
None 44,793 58,231 71,669
CCG249
Non-Exempt - Hourly
Accounting Technician II 22.1811 28.8355 35.4898
Animal Control Officer I 22.1811 28.8355 35.4898
Code Enforcement Officer I 22.1811 28.8355 35.4898
Museum Assistant II 22.1811 28.8355 35.4898
Recreation Program Leader II 22.1811 28.8355 35.4898
Utility Specialist II 22.1811 28.8355 35.4898
Veterinary Technician I 22.1811 28.8355 35.4898
Exempt - Annual
None 46,137 59,978 73,819
CCG250
Non-Exempt - Hourly
Equipment Operator II 22.8466 29.7006 36.5545
Line Service Technician II 22.8466 29.7006 36.5545
Exempt - Annual
None 47,521 61,777 76,033
CCG251
Non-Exempt - Hourly
GIS Technician I 23.5320 30.5916 37.6512
Grants Support Specialist II 23.5320 30.5916 37.6512
Inventory Specialist III 23.5320 30.5916 37.6512
Laboratory Technician 23.5320 30.5916 37.6512
Planning And Permitting Technician II 23.5320 30.5916 37.6512
Public Information Coordinator I 23.5320 30.5916 37.6512
Tradesworker - Structural/General II 23.5320 30.5916 37.6512
Exempt - Annual
None 48,947 63,630 78,314
CCG252
Non-Exempt - Hourly
Code Enforcement Officer II 25.1792 32.9848 40.7903
Crew Leader I 25.1792 32.9848 40.7903
Facilities Compliance Officer 25.1792 32.9848 40.7903
Odor Control Specialist 25.1792 32.9848 40.7903
Operations Support Specialist II 25.1792 32.9848 40.7903
Plant Operator II 25.1792 32.9848 40.7903
Pretreatment Inspector 25.1792 32.9848 40.7903
Property Acquisition Specialist I 25.1792 32.9848 40.7903
Signs Reviewer 25.1792 32.9848 40.7903
Technician 25.1792 32.9848 40.7903
Tradesworker - Specialist II 25.1792 32.9848 40.7903
Traffic Signal Technician I 25.1792 32.9848 40.7903
Exempt - Annual
None 52,373 68,608 84,844
CCG253
Non-Exempt - Hourly
Crew Leader II 26.1864 34.3042 42.4219
Environmental Specialist I 26.1864 34.3042 42.4219
Heavy Equipment Operator 26.1864 34.3042 42.4219
Program Coordinator 26.1864 34.3042 42.4219
Property Maintenance Specialist 26.1864 34.3042 42.4219
Veterinary Technician II 26.1864 34.3042 42.4219
Exempt - Annual
Digital Media Coordinator 54,468 71,353 88,238
Veteran Services Officer 54,468 71,353 88,238
CCG254
Non-Exempt - Hourly
GIS Technician II 27.2338 35.6763 44.1188
Park Ranger II 27.2338 35.6763 44.1188
Planner I 27.2338 35.6763 44.1188
Plant Mechanic 27.2338 35.6763 44.1188
Plant Operator III 27.2338 35.6763 44.1188
Recycling Specialist 27.2338 35.6763 44.1188
Supervisor - Inventory 27.2338 35.6763 44.1188
Tradesworker - Structural/General III 27.2338 35.6763 44.1188
Traffic Signal Technician II 27.2338 35.6763 44.1188
Exempt - Annual
Accountant I 56,646 74,207 91,767
Budget Analyst I 56,646 74,207 91,767
Case Manager 56,646 74,207 91,767
Chemist 56,646 74,207 91,767
*Due to system rounding, actual amounts may differ slightly.
16.E.1.a
Packet Pg. 1504 Attachment: Proposed FY 2023 County Manager's Agency Pay Plan (23457 : FY23 Pay Plans and Pay Adjustments)
Extension Agent 56,646 74,207 91,767
Project Manager I 56,646 74,207 91,767
Public Information Coordinator II 56,646 74,207 91,767
Tourism Sales Manager I 56,646 74,207 91,767
CCG255
Non-Exempt - Hourly
Automotive Technician II 28.3232 37.1034 45.8836
Building Inspector I 28.3232 37.1034 45.8836
CAD Technician 28.3232 37.1034 45.8836
Field Inspector I 28.3232 37.1034 45.8836
Instrumentation/Electrical Technician I 28.3232 37.1034 45.8836
Plans Reviewer I 28.3232 37.1034 45.8836
Supervisor - Field I 28.3232 37.1034 45.8836
Supervisor - Operations I 28.3232 37.1034 45.8836
Technical Support Professional I 28.3232 37.1034 45.8836
Exempt - Annual
Economic Research Analyst 58,912 77,175 95,438
Environmental Specialist II 58,912 77,175 95,438
Grants Coordinator I 58,912 77,175 95,438
Health & Safety Specialist I 58,912 77,175 95,438
Laboratory Quality Assurance Specialist 58,912 77,175 95,438
Librarian I 58,912 77,175 95,438
Program Manager I 58,912 77,175 95,438
Site Plans Reviewer I 58,912 77,175 95,438
Wellness Health Educator 58,912 77,175 95,438
CCG256
Non-Exempt - Hourly
Animal Care Specialist II 29.4561 38.5875 47.7189
Animal Control Officer II 29.4561 38.5875 47.7189
Automotive Technician III 29.4561 38.5875 47.7189
Building Inspector II 29.4561 38.5875 47.7189
Instrumentation/Electrical Technician II 29.4561 38.5875 47.7189
Plans Reviewer II 29.4561 38.5875 47.7189
Property Acquisition Specialist II 29.4561 38.5875 47.7189
Tradesworker - Specialist III 29.4561 38.5875 47.7189
Traffic Signal Technician III 29.4561 38.5875 47.7189
Exempt - Annual
Management Analyst I 61,269 80,262 99,255
Tourism Sales Manager II 61,269 80,262 99,255
CCG257
Non-Exempt - Hourly
Supervisor - Field II 30.6344 40.1310 49.6277
Technical Support Professional II 30.6344 40.1310 49.6277
Exempt - Annual
Accountant II 63,719 83,473 103,226
Applications Analyst I 63,719 83,473 103,226
Architectural Reviewer 63,719 83,473 103,226
Contract Administration Specialist 63,719 83,473 103,226
Environmental Specialist III 63,719 83,473 103,226
Grants Coordinator II 63,719 83,473 103,226
Human Resources Business Partner 63,719 83,473 103,226
Impact Fee Coordinator 63,719 83,473 103,226
Librarian II 63,719 83,473 103,226
Planner II 63,719 83,473 103,226
Procurement Strategist I 63,719 83,473 103,226
Property Management Specialist 63,719 83,473 103,226
Public Information Coordinator III 63,719 83,473 103,226
Recycling Coordinator 63,719 83,473 103,226
Review Appraiser I 63,719 83,473 103,226
Risk Analyst 63,719 83,473 103,226
Supervisor - Parks & Recreation 63,719 83,473 103,226
Tourism Public Relations Manager 63,719 83,473 103,226
CCG258
Non-Exempt - Hourly
Chief Operator 31.8597 41.7363 51.6128
Field Inspector II 31.8597 41.7363 51.6128
Shop Foreman 31.8597 41.7363 51.6128
Exempt - Annual
Budget Analyst II 66,268 86,811 107,355
Employee Relations Assistant Manager 66,268 86,811 107,355
Floodplain Coordinator 66,268 86,811 107,355
Health & Safety Specialist II 66,268 86,811 107,355
Museum Curator 66,268 86,811 107,355
Review Appraiser II 66,268 86,811 107,355
Security Professional 66,268 86,811 107,355
Signal Systems Network Specialist 66,268 86,811 107,355
Site Plans Reviewer II 66,268 86,811 107,355
Supervisor - Environmental 66,268 86,811 107,355
Supervisor - Library 66,268 86,811 107,355
Supervisor - Park Rangers 66,268 86,811 107,355
Supervisor - Permitting 66,268 86,811 107,355
Supervisor - Revenue 66,268 86,811 107,355
*Due to system rounding, actual amounts may differ slightly.
16.E.1.a
Packet Pg. 1505 Attachment: Proposed FY 2023 County Manager's Agency Pay Plan (23457 : FY23 Pay Plans and Pay Adjustments)
Supervisor - Waste Reduction & Recycling 66,268 86,811 107,355
Systems Analyst I 66,268 86,811 107,355
CCG259
Non-Exempt - Hourly
Supervisor - Building Maintenance 33.1341 43.4057 53.6773
Supervisor - Building Operations 33.1341 43.4057 53.6773
Exempt - Annual
County Surveyor 68,919 90,284 111,649
Manager - Branch Library 68,919 90,284 111,649
Network Administrator I 68,919 90,284 111,649
Planner III 68,919 90,284 111,649
Procurement Strategist II 68,919 90,284 111,649
Supervisor - Code Enforcement 68,919 90,284 111,649
Supervisor - Digital Media 68,919 90,284 111,649
Supervisor - Grants 68,919 90,284 111,649
Supervisor - Laboratory 68,919 90,284 111,649
Supervisor - Operations II 68,919 90,284 111,649
Supervisor - Road Maintenance 68,919 90,284 111,649
Supervisor - Service Desk 68,919 90,284 111,649
Tourism Sales Manager III 68,919 90,284 111,649
CCG260
Non-Exempt - Hourly
None 34.4595 45.1419 55.8244
Exempt - Annual
Budget Analyst III 71,676 93,895 116,115
Management Analyst II 71,676 93,895 116,115
Project Manager II 71,676 93,895 116,115
Supervisor - Accounting 71,676 93,895 116,115
Supervisor - Signal Operations 71,676 93,895 116,115
CCG261
Non-Exempt - Hourly
None 35.8379 46.9476 58.0574
Exempt - Annual
Applications Analyst II 74,543 97,651 120,759
Arts & Culture Manager 74,543 97,651 120,759
Chief Building Inspector 74,543 97,651 120,759
Emergency Management Coordinator 74,543 97,651 120,759
Manager - Fleet 74,543 97,651 120,759
Manager - Library 74,543 97,651 120,759
Manager - Museum 74,543 97,651 120,759
CCG262
Non-Exempt - Hourly
None 37.2714 48.8255 60.3796
Exempt - Annual
Database Administrator 77,524 101,557 125,590
Manager - Internal Controls 77,524 101,557 125,590
Regional Manager - Parks & Recreation 77,524 101,557 125,590
Superintendent - Parks & Recreation Maintenance 77,524 101,557 125,590
Superintendent - Road & Bridges 77,524 101,557 125,590
Supervisor - Site Inspections 77,524 101,557 125,590
System Analyst II 77,524 101,557 125,590
CCG263
Non-Exempt - Hourly
None 38.7622 50.7785 62.7948
Exempt - Annual
Manager - Airport Operations 80,625 105,619 130,613
Manager - Code Enforcement 80,625 105,619 130,613
Manager - Communications 80,625 105,619 130,613
Manager - Culinary Programs & Development 80,625 105,619 130,613
Manager - DAS Operations 80,625 105,619 130,613
Manager - Environmental 80,625 105,619 130,613
Manager - Grants 80,625 105,619 130,613
Manager - Inventory & Distribution Control 80,625 105,619 130,613
Manager - Irrigation Quality 80,625 105,619 130,613
Manager - Meter Services 80,625 105,619 130,613
Manager - Pelican Bay Services 80,625 105,619 130,613
Manager - Plans Review & Inspections 80,625 105,619 130,613
Manager - Procurement 80,625 105,619 130,613
Manager - Public Transit 80,625 105,619 130,613
Manager - Risk 80,625 105,619 130,613
Manager - Solid Waste Operations 80,625 105,619 130,613
Manager - Stormwater Maintenance 80,625 105,619 130,613
Manager - Technical Systems Operations 80,625 105,619 130,613
Manager - Utility Billing & Customer Service 80,625 105,619 130,613
Manager - Veteran Services 80,625 105,619 130,613
Manager - Waste Reduction & Recycling 80,625 105,619 130,613
Manager - Wellness Programs 80,625 105,619 130,613
Manager - W/WW Environmental Compliance 80,625 105,619 130,613
Network Administrator II 80,625 105,619 130,613
Project Manager III 80,625 105,619 130,613
Site Plans Reviewer III 80,625 105,619 130,613
*Due to system rounding, actual amounts may differ slightly.
16.E.1.a
Packet Pg. 1506 Attachment: Proposed FY 2023 County Manager's Agency Pay Plan (23457 : FY23 Pay Plans and Pay Adjustments)
CCG264
Non-Exempt - Hourly
None 41.8632 54.8408 67.8184
Exempt - Annual
Deputy Division Director - Tourism 87,076 114,069 141,062
Manager - Business Center 87,076 114,069 141,062
Manager - Customer Relations & Applications Management 87,076 114,069 141,062
Manager - Environmental Services 87,076 114,069 141,062
Manager - Facilities 87,076 114,069 141,062
Manager - Human Resources 87,076 114,069 141,062
Manager - Landscape Operations 87,076 114,069 141,062
Manager - Planning 87,076 114,069 141,062
Manager - Right of Way 87,076 114,069 141,062
Manager - Telecommunications 87,076 114,069 141,062
Manager - Wastewater Collections 87,076 114,069 141,062
Plant Manager 87,076 114,069 141,062
Project Manager - III (Licensed)87,076 114,069 141,062
CCG265
Non-Exempt - Hourly 43.9564 57.5829 71.2093
None
Exempt - Annual 91,429 119,772 148,115
Assistant Division Director - Library 91,429 119,772 148,115
Assistant Division Director - Park & Recreation 91,429 119,772 148,115
Engineer II 91,429 119,772 148,115
Executive Manager - Airport Operations 91,429 119,772 148,115
Manager - Distribution 91,429 119,772 148,115
Manager - Financial Operations 91,429 119,772 148,115
Manager - Information Systems Development 91,429 119,772 148,115
Manager - Network 91,429 119,772 148,115
Manager - Pollution Control 91,429 119,772 148,115
Manager - Power Systems 91,429 119,772 148,115
Manager - Property Acquisition 91,429 119,772 148,115
Manager - Transportation Planning 91,429 119,772 148,115
Supervisor - Project Management 91,429 119,772 148,115
CCG266
Non-Exempt - Hourly
None 46.1542 60.4620 74.7698
Exempt - Annual
Chief Building Official 96,001 125,761 155,521
Manager - Coastal Management Program 96,001 125,761 155,521
Manager - Cyber Security 96,001 125,761 155,521
Manager - Engineering 96,001 125,761 155,521
Manager - Impact Fees 96,001 125,761 155,521
Supervisor - Project Management (Licensed)96,001 125,761 155,521
CCG267
Non-Exempt - Hourly
None 48.4619 63.4851 78.5083
Exempt - Annual
Shelter Veterinarian 100,801 132,049 163,297
CCG268
Non-Exempt - Hourly
None 50.8850 66.6594 82.4337
Exempt - Annual
Chief Engineer - Traffic Operations 105,841 138,651 171,462
CCG269
Non-Exempt - Hourly
None 53.4293 69.9923 86.5554
Exempt - Annual
Division Director - Community Planning & Resiliency 111,133 145,584 180,035
Division Director - Community Redevelopment Agencies 111,133 145,584 180,035
Division Director - Corporate Compliance & Continuous Improvement 111,133 145,584 180,035
Division Director - Corporate Compliance & Internal Review 111,133 145,584 180,035
Division Director - Economic Development & Housing 111,133 145,584 180,035
Division Director - Fleet Management 111,133 145,584 180,035
Division Director - Museum 111,133 145,584 180,035
Division Director - Public Transit & Neighborhood Enhancement 111,133 145,584 180,035
Division Director - Sub-Regional Utilities 111,133 145,584 180,035
Division Director - University Extension Services 111,133 145,584 180,035
CCG270
Non-Exempt - Hourly
None 56.1007 74.3335 92.5662
Exempt - Annual
Division Director - Building Review & Permitting 116,690 154,614 192,538
Division Director - Code Enforcement 116,690 154,614 192,538
Division Director - Communications, Government & Public Affairs 116,690 154,614 192,538
Division Director - Community & Human Services 116,690 154,614 192,538
Division Director - Development Review 116,690 154,614 192,538
Division Director - Domestic Animal Services 116,690 154,614 192,538
*Due to system rounding, actual amounts may differ slightly.
16.E.1.a
Packet Pg. 1507 Attachment: Proposed FY 2023 County Manager's Agency Pay Plan (23457 : FY23 Pay Plans and Pay Adjustments)
Division Director - Library 116,690 154,614 192,538
Division Director - Operations Support 116,690 154,614 192,538
Division Director - Parks & Recreation 116,690 154,614 192,538
Division Director - Planning & Zoning 116,690 154,614 192,538
Division Director - Procurement Services 116,690 154,614 192,538
Division Director - Public Utilities Engineering 116,690 154,614 192,538
Division Director - Risk Management 116,690 154,614 192,538
Division Director - Road Maintenance 116,690 154,614 192,538
Division Director - Solid Waste 116,690 154,614 192,538
Division Director - Tourism 116,690 154,614 192,538
Division Director - Transportation Engineering 116,690 154,614 192,538
Division Director - Wastewater 116,690 154,614 192,538
Division Director - Water 116,690 154,614 192,538
CCG271
Non-Exempt - Hourly
None 58.9058 78.0501 97.1945
Exempt - Annual
Division Director - Bureau of Emergency Services 122,524 162,344 202,165
Division Director - Corporate Financial & Management Services 122,524 162,344 202,165
Division Director - Facilities Management 122,524 162,344 202,165
Division Director - Human Resources 122,524 162,344 202,165
Division Director - Impact Fee, Capital Project Planning & Program Management 122,524 162,344 202,165
Division Director - Information Technology 122,524 162,344 202,165
Division Director - Utilities Finance 122,524 162,344 202,165
Executive Director - Corporate Business Operations 122,524 162,344 202,165
CCG272
Non-Exempt - Hourly
None 61.8510 81.9526 102.0542
Exempt - Annual
None 128,650 170,461 212,273
CCG273
Non-Exempt - Hourly
None 66.7991 88.5088 110.2186
Exempt - Annual
Department Head 138,942 184,098 229,255
CCG274
Non-Exempt - Hourly
None 72.1431 95.5896 119.0360
Exempt - Annual
Deputy County Manager 150,058 198,826 247,595
Intern Classifications
Non-Exempt - Hourly
INT01 High School Intern 13.0000
INTUG Undergraduate Student Intern 15.0000
INTGR Graduate Student Intern 17.0000
*Due to system rounding, actual amounts may differ slightly.
16.E.1.a
Packet Pg. 1508 Attachment: Proposed FY 2023 County Manager's Agency Pay Plan (23457 : FY23 Pay Plans and Pay Adjustments)
Effective 10/8/22
GRADE TITLE MIN MIDPOINT MAX
ATY101
Non-Exempt - Hourly
Legal Secretary 22.5301 29.8523 37.1746
Exempt - Annual
None 46,863 62,093 77,323
ATY102
Non-Exempt - Hourly
Legal Assistant/Paralegal 25.9096 34.3302 42.7508
Exempt - Annual
None 53,892 71,407 88,922
ATY103
Non-Exempt - Hourly 29.7960 39.4797 49.1634
None
Exempt - Annual
None 61,976 82,118 102,260
ATY104
Non-Exempt - Hourly
None 36.3511 49.9828 63.6145
Exempt - Annual
Junior County Attorney 75,610 103,964 132,318
ATY105
Non-Exempt - Hourly
None 41.8038 57.4802 73.1566
Exempt - Annual
None 86,952 119,559 152,166
ATY106
Non-Exempt - Hourly
None 48.0744 66.1022 84.1301
Exempt - Annual
Assistant County Attorney 99,995 137,493 174,991
ATY107
Non-Exempt - Hourly 55.2855 76.0176 96.7496
None
Exempt - Annual
Managing Assistant County Attorney 114,994 158,117 201,239
ATY108
Non-Exempt - Hourly
None 69.1069 95.0220 120.9371
Exempt - Annual
Deputy County Attorney 143,742 197,646 251,549
PROPOSED FISCAL YEAR 2023
COLLIER COUNTY ATTORNEY'S OFFICE PAY PLAN
16.E.1.b
Packet Pg. 1509 Attachment: Proposed FY 2023 CAO Pay Plan (23457 : FY23 Pay Plans and Pay Adjustments)
Effective 10/8/22
GRADE TITLE MIN MIDPOINT MAX
EMSNU100
Non-Exempt - Hourly
Aircraft Mechanic I 30.0481 39.3630 48.6779
Exempt - Annual
None 62,500 81,875 101,250
EMSNU101
Non-Exempt - Hourly
Aircraft Mechanic II 36.0577 47.2356 58.4135
Exempt - Annual
None 75,000 98,250 121,500
EMSNU102
Non-Exempt - Hourly
None 37.2100 48.7451 60.2802
Exempt - Annual
EMS Captain 77,397 101,390 125,382
EMSNU103
Non-Exempt - Hourly
None 40.5927 53.1765 65.7602
Exempt - Annual
EMS Battalion Chief I 84,433 110,607 136,781
EMSNU104
Non-Exempt - Hourly
Chief Pilot 41.8632 54.8408 67.8184
Exempt - Annual
None 87,076 114,069 141,062
EMSNU105
Non-Exempt - Hourly
None 44.6520 58.4941 72.3362
Exempt - Annual
EMS Battalion Chief II 92,876 121,668 150,459
EMSNU106
Non-Exempt - Hourly
Director of Maintenance - Helicopter Operations 46.8868 61.4217 75.9566
Exempt - Annual
Director of Operations - Helicopter Operations 97,525 127,757 157,990
EMS Division Chief 97,525 127,757 157,990
EMSNU107
Non-Exempt - Hourly
None 49.2311 64.4928 79.7545
Exempt - Annual
Assistant Chief - EMS 102,401 134,145 165,889
EMSNU108
Non-Exempt - Hourly
None 51.6927 68.4928 85.2930
Exempt Annual
Chief - Emergency Medical Services 107,521 142,465 177,409
PROPOSED FISCAL YEAR 2023
EMS NON-UNION PAY AND CLASSIFICATION PLAN
16.E.1.c
Packet Pg. 1510 Attachment: Proposed FY 2023 EMS Pay Plan (23457 : FY23 Pay Plans and Pay Adjustments)
September 9, 2022
Employee Classification and Compensation
Study for Collier County, FL
FINAL REPORT
16.E.1.d
Packet Pg. 1511 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
PAGE
1.0 INTRODUCTION ................................................................................................................ 1-1
1.1 Study Methodology ................................................................................................. 1-2
1.2 Report Organization ................................................................................................ 1-3
2.0 ASSESSMENT OF CURRENT CONDITIONS ...................................................................... 2-1
2.1 Pay Plan Analysis .................................................................................................... 2-1
2.2 Employee Salary Placement by Grade .................................................................. 2-3
2.3 Salary Quartile Analysis .......................................................................................... 2-7
2.4 Summary ............................................................................................................... 2-10
3.0 SUMMARY OF EMPLOYEE OUTREACH .......................................................................... 3-1
3.1 Top Areas of Focus ................................................................................................. 3-1
3.2 Compensation ......................................................................................................... 3-2
3.3 Classification ........................................................................................................... 3-3
3.4 Benefits ................................................................................................................... 3-4
3.5 Recruitment and Retention .................................................................................... 3-5
3.6 General Feedback .................................................................................................. 3-6
3.7 Summary ................................................................................................................. 3-9
4.0 MARKET SUMMARY ......................................................................................................... 4-1
4.1 Salary Survey Results ............................................................................................. 4-1
4.2 Additional Compensation Questions ..................................................................... 4-6
4.3 Salary Survey Summary ......................................................................................... 4-9
4.4 Benefits Survey Results ......................................................................................... 4-9
4.5 Benefits Survey Summary .................................................................................... 4-16
4.6 Market Summary .................................................................................................. 4-17
5.0 RECOMMENDATIONS ....................................................................................................... 5-1
5.1 Classification System ............................................................................................. 5-1
5.2 Compensation System ........................................................................................... 5-2
5.3 System Administration ......................................................................................... 5-14
5.4 Summary ............................................................................................................... 5-16
EVERGREEN SOLUTIONS, LLC
Table of Contents
16.E.1.d
Packet Pg. 1512 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Evergreen Solutions, LLC Page 1-1
0
Evergreen Solutions, LLC (Evergreen) conducted an Employee Classification and
Compensation Study for Collier County, FL (the County) beginning in June 2021. The purpose
of the study was to analyze its classification and compensation (pay) system for its employees
and make recommendations to improve the County’s competitive position in the labor market.
The study activities involved analyzing the internal and external equity of the County’s system,
and making recommendations in response to those findings.
Noted throughout this report are references to study data collected and analyzed at multiple
times as the study process spanned a period of just over a year. During this time, the County
implemented both pay system and individual employee salary adjustments while the labor
market continued to advance making it necessary for continued updates of the analyses and
recommendations contained within this report.
Study tasks involved:
holding a study kick-off meeting;
analyzing the County’s current salary structure (pay plans) to determine strengths and
weaknesses;
facilitating discussions with the County’s project team to develop an understanding of
the County’s compensation philosophy today and going forward;
collecting classification information through the Job Assessment Tool (JAT) process to
analyze the internal equity of the County’s classification system;
developing recommendations for improvements to classification titles as appropriate;
conducting salary and benefits surveys to assess the external equity (market
competitiveness) of the County’s current pay system;
revising or developing a new pay structure (plans) and slotting classifications into the
pay ranges while ensuring internal and external equity;
developing the most appropriate methods for transitioning employees’ salaries into
the new pay structure (plans);
providing the County with information and strategies regarding compensation and
classification administration;
EVERGREEN SOLUTIONS, LLC
Chapter 1 - Introduction
16.E.1.d
Packet Pg. 1513 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
hapter 1 – Introduction Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 1-2
preparing and submitting draft and final reports that summarize the study findings and
recommendations; and
updating job descriptions to reflect recommended classification changes and
employee responses to the JAT, and Fair Labor Standards Act (FLSA) status
recommendations.
1.1 STUDY METHODOLOGY
Evergreen used a combination of quantitative and qualitative methods to develop
recommendations to improve the County’s competitive position for its compensation system.
Study activities included:
Kick-off Meeting
The kick-off meeting allowed members of the study team from the County and Evergreen to
discuss different aspects of the study. During the meeting, information about the County’s
compensation (pay plans) and current pay philosophy was shared and the work plan for the
study was finalized. The meeting also provided an opportunity for Evergreen to explain the
types of data needed to begin the study.
Assessment of Current Conditions
This analysis provided an overall assessment of the County’s current pay structure (plans) and
related employee data at the time of the study. The current pay plans and the progression of
employees’ salaries through the pay ranges were examined during this process. The findings
of this analysis are summarized in Chapter 2 of this report. It should be noted while the study
began in 2021 and the related employee data were provided at that time, the employee data
in this analysis were updated by the County in March 2022 – therefore representing
conditions more current.
Employee Outreach
An Evergreen consultant visited the County in July 2021 to conduct interviews with senior
leaders to identify practices that were working well and to suggest areas of opportunities for
improvement regarding the classification and compensation system, employee benefits and
the employee performance evaluation system. Employees were also asked to provide input
related to the same topic areas via a web-based SurveyMonkey questionnaire. Voiceover
slides were made available to all employees, providing an overview of the purpose of the and
their participation in the study rounded out the outreach process. The input from the senior
leader interviews and employee questionnaires is summarized in Chapter 3 of this report.
Compensation Philosophy
Evergreen conducted meetings with the County’s project team to develop an understanding
of its position with regard to employee compensation, i.e., its’ compensation philosophy.
Several key factors (e.g., desired market position, design and type of pay plans to administer,
and method of employee salary progression) were examined and provided the framework for
which to align and provide recommendations for the study.
16.E.1.d
Packet Pg. 1514 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
hapter 1 – Introduction Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 1-3
Classification Review - Internal Equity Analysis
To assess the internal equity of the County’s classification system, all employees were asked
to complete a JAT to describe the work they performed in their own words. Directors were then
asked to review their employees’ JATs and provide additional information as needed about
the position. The information provided in the completed JAT’s was utilized in the classification
analysis in two ways. First, the work described was reviewed to ensure that classification titles
were appropriate. Second, the JAT’s were evaluated to quantify, by a scoring method, each
classification’s relative value within the organization. Each classification’s score was based
on employee and director responses to the JAT, and the scores allowed for a comparison of
classifications across the County.
Salary and Benefits Surveys – External Equity Analysis
For the salary survey, peers were identified that compete with the County for human resources
and provide similar services. Classifications representing a cross-section of the departments
and levels of work were selected as benchmarks. After the selection of peers and
benchmarks, a survey tool was developed for the collection of salary range data for each
benchmark, as well as additional compensation related questions. An employee benefits
survey was conducted as well, concurrently. Due to the length of time over which the study
occurred (and thus the time at which the salary data were initially collected), a second phone
survey was conducted to collect more current data. Subsequently, it was determined that
aging of the market data would be appropriate. A summary of this process, and the external
analysis are provided in Chapter 4 of this report.
Recommendations
During the review of the compensation philosophy, the County identified its desire to be at a
competitive position within the labor market. Understanding this, and utilizing the findings of
both internal and external analyses, a new classification and compensation system was
developed. Optional implementation methods and associated annualized salary cost
estimates were also provided. Recommendations on how to maintain the compensation
system going forward were included as well. A summary of all study findings and
recommendations can be found in Chapter 5 of this report.
1.2 REPORT ORGANIZATION
This report includes the following additional chapters:
Chapter 2 – Assessment of Current Conditions
Chapter 3 – Summary of Employee Outreach
Chapter 4 – Market Summary
Chapter 5 – Recommendations
16.E.1.d
Packet Pg. 1515 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
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 as of March 2022, and as such, should be considered as an analysis at that
specific point in time. The results of this evaluation were considered with the internal and
external equity analyses. Subsequently, appropriate compensation recommendations were
developed for the County and are described later in this report.
2.1 PAY PLAN ANALYSIS
First, it should be noted that included in the following analysis and subsequent analyses, are
data for the County’s Board of Collier County Commissioners’ plan (which included Emergency
Medical Services non-represented employees), and the County Attorney’s Office plan. As
illustrated in Exhibit 2A, the Board of Collier County Commissioners’ plan supported 1,754
employees, and had 26 distinct occupied pay grades (at this snapshot in time). The range
spreads (difference between the minimum and maximum) for these grades ranged from 55
to approximately 65.9 percent. As illustrated in Exhibit 2B, the County Attorney’s Office pay
plan supported 15 employees, and had six occupied pay grades. The range spread for these
pay grades was a uniform 68 percent.
EVERGREEN SOLUTIONS, LLC
Chapter 2 – Assessment of Current
Conditions
16.E.1.d
Packet Pg. 1516 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
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 March 2022.
.
Grade Minimum Midpoint Maximum
Range
Spread Employees
BCC109 32,400$ 43,050$ 53,700$ 65.74% 181
BCC110 34,300$ 45,600$ 56,900$ 65.89% 7
BCC111 36,000$ 47,850$ 59,700$ 65.83% 149
BCC112 37,800$ 50,250$ 62,700$ 65.87% 262
BCC113 39,700$ 52,750$ 65,800$ 65.74% 38
BCC114 41,700$ 55,400$ 69,100$ 65.71% 203
BCC115 43,800$ 58,350$ 72,900$ 66.44% 103
BCC116 49,000$ 64,200$ 79,400$ 62.04% 106
BCC117 51,500$ 67,450$ 83,400$ 61.94% 110
BCC118 54,700$ 71,650$ 88,600$ 61.97% 91
BCC119 57,300$ 75,050$ 92,800$ 61.95% 130
BCC120 60,200$ 78,850$ 97,500$ 61.96% 81
BCC121 63,200$ 82,800$ 102,400$ 62.03% 99
BCC122 66,400$ 87,000$ 107,600$ 62.05% 21
BCC123 69,700$ 91,300$ 112,900$ 61.98% 153
BCC124 73,300$ 96,000$ 118,700$ 61.94% 31
BCC125 76,800$ 100,600$ 124,400$ 61.98% 54
BCC126 80,700$ 105,700$ 130,700$ 61.96% 46
BCC127 84,700$ 110,950$ 137,200$ 61.98% 8
BCC128 95,100$ 124,600$ 154,100$ 62.04% 28
BCC129 99,900$ 127,350$ 154,800$ 54.95% 3
BCC130 104,900$ 133,750$ 162,600$ 55.00% 31
BCC131 110,200$ 140,500$ 170,800$ 54.99% 8
BCC132 115,700$ 147,500$ 179,300$ 54.97% 2
BCC135 133,900$ 170,700$ 207,500$ 54.97% 3
BCC136 140,600$ 179,250$ 217,900$ 54.98% 2
16.E.1.d
Packet Pg. 1517 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
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 THE COUNTY ATTORNEY’S OFFICE
Source: Created by Evergreen from data provided by the County as of March 2022.
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.
At Minimum and At or at Maximum
Exhibit 2C and 2D illustrate the placement of employees’ salaries relative to pay grade
minimums and maximums. 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 at the minimum, and
the number and percentage of employees with salaries at the maximum.
Grade Minimum Midpoint Maximum
Range
Spread Employees
ATY103 44,700$ 59,900$ 75,100$ 68.01% 2
ATY105 51,200$ 68,600$ 86,000$ 67.97% 7
ATY111 74,800$ 100,250$ 125,700$ 68.05% 1
ATY112 82,300$ 110,300$ 138,300$ 68.04% 4
ATY116 107,800$ 144,400$ 181,000$ 67.90% 2
ATY120 141,300$ 189,350$ 237,400$ 68.01% 1
16.E.1.d
Packet Pg. 1518 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 2-4
EXHIBIT 2C
SALARY PLACEMENT FOR BOARD OF COLLIER COUNTY COMMISSIONERS’ EMPLOYEES
AT MINIMUM AND AT MAXIMUM BY GRADE
Source: Created by Evergreen from data provided by the County as of March 2022.
Grade Employees # at Min % at Min # at Max % at Max
BCC109 151 10 6.6% 0 0.0%
BCC110 7 0 0.0% 0 0.0%
BCC111 128 6 4.7% 0 0.0%
BCC112 245 6 2.4% 0 0.0%
BCC113 34 1 2.9% 0 0.0%
BCC114 193 4 2.1% 0 0.0%
BCC115 93 1 1.1% 0 0.0%
BCC116 91 0 0.0% 0 0.0%
BCC117 102 3 2.9% 0 0.0%
BCC118 85 3 3.5% 0 0.0%
BCC119 124 4 3.2% 0 0.0%
BCC120 67 2 3.0% 0 0.0%
BCC121 88 0 0.0% 0 0.0%
BCC122 20 2 10.0% 0 0.0%
BCC123 141 4 2.8% 0 0.0%
BCC124 27 1 3.7% 1 3.7%
BCC125 49 0 0.0% 0 0.0%
BCC126 40 0 0.0% 0 0.0%
BCC127 6 0 0.0% 0 0.0%
BCC128 22 0 0.0% 0 0.0%
BCC129 3 0 0.0% 0 0.0%
BCC130 27 1 3.7% 0 0.0%
BCC131 5 0 0.0% 0 0.0%
BCC132 2 0 0.0% 0 0.0%
BCC135 2 0 0.0% 0 0.0%
BCC136 2 0 0.0% 0 0.0%
Total 1754 48 2.7% 1 0.1%
16.E.1.d
Packet Pg. 1519 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 2-5
EXHIBIT 2D
SALARY PLACEMENT FOR COUNTY ATTORNEY’S OFFICE EMPLOYEES
AT MINIMUM AND AT MAXIMUM BY GRADE
Source: Created by Evergreen from data provided by the County as of March 2022.
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 2C illustrates, at the time of this study, there were 48 (2.7 percent) Board of Collier
County Commissioners employees with salaries at their pay grade minimum, and one (0.1
percent) at their pay grade maximum, and no with salaries over the pay grade maximum.
As Exhibit 2D illustrates, at the time of this study, there is one (5.9 percent) County Attorney’s
Office employee with a salary at their pay grade minimum, two at the maximum (11.8 percent),
and no County Attorney’s Office employee had a salary over the pay grade maximum.
Below and Above Midpoint
Exhibit 2E and 2F 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)
of the pay 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, and
the number and percentage of employees with salaries above the midpoint of each
pay grade.
Grade Employees # at Min % at Min # at Max % at Max
ATY103 2 0 0.0%0 0.0%
ATY105 7 1 14.3%1 14.3%
ATY111 1 0 0.0%0 0.0%
ATY112 4 0 0.0%1 25.0%
ATY116 2 0 0.0%0 0.0%
ATY120 1 0 0.0%0 0.0%
Total 17 1 5.9%2 11.8%
16.E.1.d
Packet Pg. 1520 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 2-6
EXHIBIT 2E
SALARY PLACEMENT FOR THE BOARD OF COLLIER COUNTY COMMISSIONERS’ EMPLOYEES
BELOW AND ABOVE THE MIDPOINT BY GRADE
Source: Created by Evergreen from data provided by the County as of March 2022.
Grade Employees # < Mid % < Mid # > Mid % > Mid
BCC109 151 140 92.7% 11 7.3%
BCC110 7 7 100.0% 0 0.0%
BCC111 128 115 89.8% 13 10.2%
BCC112 245 192 78.4% 53 21.6%
BCC113 34 25 73.5% 9 26.5%
BCC114 193 143 74.1% 50 25.9%
BCC115 93 61 65.6% 32 34.4%
BCC116 91 59 64.8% 32 35.2%
BCC117 102 75 73.5% 27 26.5%
BCC118 85 62 72.9% 23 27.1%
BCC119 124 104 83.9% 20 16.1%
BCC120 67 57 85.1% 10 14.9%
BCC121 88 73 83.0% 15 17.0%
BCC122 20 17 85.0% 3 15.0%
BCC123 141 106 75.2% 35 24.8%
BCC124 27 20 74.1% 7 25.9%
BCC125 49 29 59.2% 20 40.8%
BCC126 40 24 60.0% 16 40.0%
BCC127 6 3 50.0% 3 50.0%
BCC128 22 14 63.6% 8 36.4%
BCC129 3 1 33.3% 2 66.7%
BCC130 27 18 66.7% 9 33.3%
BCC131 5 3 60.0% 2 40.0%
BCC132 2 0 0.0% 2 100.0%
BCC135 2 1 50.0% 1 50.0%
BCC136 2 0 0.0% 2 100.0%
Total 1754 1349 76.9% 405 23.1%
16.E.1.d
Packet Pg. 1521 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 2-7
EXHIBIT 2F
SALARY PLACEMENT FOR THE COUNTY ATTORNEY’S OFFICE EMPLOYEES
BELOW AND ABOVE THE MIDPOINT BY GRADE
Source: Created by Evergreen from data provided by the County as of March 2022.
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 below and above the midpoint.
As Exhibit 2E illustrates, of the 1,754 employees in the Board of Collier County
Commissioners’ plan, 1,349 (76.9 percent) employees had salaries below the midpoint, and
405 (23.1 percent) employees had salaries above the midpoint. As Exhibit 2F illustrates, of
the 17 employees in classifications in the County’s County Attorney’s Office pay plan, six (35.3
percent) employees had salaries below the midpoint, and 11 (64.7 percent) employees had
salaries 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 2G and 2H provide a breakdown of placement of employees’ salaries relative to salary
quartiles in the two 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.
Grade Employees # < Mid % < Mid # > Mid % > Mid
ATY103 2 0 0.0%2 100.0%
ATY105 7 3 42.9%4 57.1%
ATY111 1 1 100.0%0 0.0%
ATY112 4 2 50.0%2 50.0%
ATY116 2 0 0.0%2 100.0%
ATY120 1 0 0.0%1 100.0%
Total 17 6 35.3%11 64.7%
16.E.1.d
Packet Pg. 1522 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 2-8
EXHIBIT 2G
SALARY QUARTILE ANALYSIS FOR
THE BOARD OF COLLIER COUNTY COMMISSIONERS’ EMPLOYEES
Source: Created by Evergreen from data provided by the County as of March 2022.
GRADE Total 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE
BCC109 151 6.72% 1.19% 0.62% 0.00%
BCC110 7 0.28% 0.11% 0.00% 0.00%
BCC111 128 4.91% 1.58% 0.23% 0.51%
BCC112 245 7.57% 3.27% 2.15% 0.85%
BCC113 34 1.13% 0.28% 0.11% 0.40%
BCC114 193 5.93% 2.15% 1.69% 1.13%
BCC115 93 2.15% 1.30% 1.30% 0.51%
BCC116 91 1.24% 2.09% 1.02% 0.79%
BCC117 102 2.82% 1.41% 0.96% 0.56%
BCC118 85 2.32% 1.19% 0.90% 0.40%
BCC119 124 4.63% 1.24% 0.79% 0.34%
BCC120 67 2.32% 0.90% 0.34% 0.23%
BCC121 88 2.77% 1.36% 0.73% 0.11%
BCC122 20 0.40% 0.56% 0.06% 0.11%
BCC123 141 3.95% 2.03% 1.75% 0.23%
BCC124 27 0.79% 0.34% 0.34% 0.06%
BCC125 49 0.56% 1.07% 1.02% 0.11%
BCC126 40 0.17% 1.19% 0.73% 0.17%
BCC127 6 0.00% 0.17% 0.17% 0.00%
BCC128 22 0.06% 0.73% 0.45% 0.00%
BCC129 3 0.00% 0.06% 0.11% 0.00%
BCC130 27 0.40% 0.62% 0.51% 0.00%
BCC131 5 0.06% 0.11% 0.11% 0.00%
BCC132 2 0.00% 0.00% 0.06% 0.06%
BCC135 2 0.06% 0.00% 0.06% 0.00%
BCC136 2 0.00% 0.00% 0.11% 0.00%
Total 100% 51.21% 24.96% 16.32% 6.55%
16.E.1.d
Packet Pg. 1523 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 2-9
EXHIBIT 2H
SALARY QUARTILE ANALYSIS FOR
THE COUNTY ATTORNEY’S OFFICE EMPLOYEES
Source: Created by Evergreen from data provided by the County as of March 2022.
As Exhibit 2G illustrates, employees’ salaries in the Board of Collier County Commissioners
pay plan had the following distribution: 907 employees (51.52 percent) had salaries in the
first quartile, 442 employees (24.96 percent) had salaries in the second quartile, 289
employees (16.32 percent) had salaries in the third quartile, and 116 employees (6.55
percent) had salaries in the fourth quartile. As shown in Exhibit 2H, employees’ salaries in the
County Attorney’s Office pay plan had the following distribution: three employees (17.65
percent) had salaries in the first quartile, three employees (17.65 percent) had salaries in the
second quartile, seven employees (41.18 percent) had salaries in the third quartile, and four
employees (23.53 percent) had salaries in the fourth quartile. The clustering of employees in
the first quartile of the Board of Collier County Commissioners’ pay plan could suggest salary
compression concerns.
GRADE Total 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE
ATY103 2 0.00% 0.00% 11.76% 0.00%
ATY105 7 5.88% 11.76% 11.76% 11.76%
ATY111 1 5.88% 0.00% 0.00% 0.00%
ATY112 4 5.88% 5.88% 5.88% 5.88%
ATY116 2 0.00% 0.00% 5.88% 5.88%
ATY120 1 0.00% 0.00% 5.88% 0.00%
Total 100% 17.65% 17.65% 41.18% 23.53%
16.E.1.d
Packet Pg. 1524 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 2 - Assessment of Current Conditions Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 2-10
2.4 SUMMARY
Overall, the County’s compensation structures for the two analyzed plans offered a firm
foundation on which to build. The key points were:
The Board of Collier County Commissioners’ and the County Attorney’s Office administered
open range pay plans.
A significant amount, 907 (51.52 percent), of the Board of Collier County Commissioners’
employees fell in the first quartile indicating salaries have not advanced as would be
expected.
The pay plans (which were included in this chapter) provided employees with clear pay
plans with pay ranges. However, salary compression (through the ranges) is of potential
concern. The method by which salaries have and should continue to progress was
examined and included merit (performance) increases, cost of living adjustments, special
pay adjustments, and general wage increases. The County should continue to assess, as
budgets permit, individual salary progression, just as it does competitive pay plans, for its
employees.
The information gained from this review of current conditions was used in conjunction with
the market analysis to develop recommendations for more competitive 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.
16.E.1.d
Packet Pg. 1525 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Evergreen Solutions, LLC Page 3-1
Evergreen consultants facilitated a process in July and August 2021 to obtain input from the
County’s senior leaders and employees regarding several topic areas related to the study.
Solicited feedback included areas for improvement with regard to compensation (e.g.,
compression and competitiveness of salaries) and classification (e.g., title revision).
Senior leaders participated in focus groups with an Evergreen consultant who asked a set of
questions to obtain their input on compensation and classification issues for their division.
Employees had the opportunity to respond to the same questions via a web-based tool
through SurveyMonkey. The County’s participation was over 77percent with 1553 employees
completing the SurveyMonkey survey. Feedback from both sources provided the Evergreen
team with valuable information regarding perceptions of the current compensation and
classification system. Summarized below are their comments and perceptions.
3.1 TOP AREAS OF FOCUS
While many issues were identified throughout the course of senior leader interviews and
through the SurveyMonkey questions, employees and senior leaders were asked to identify
the top three issues they believed the Classification and Compensation study should focus
on. Below is a summary of those top three issues:
Market Competitive Pay that Keeps Up with Cost of Living – Most participants
expressed that pay ranges and salaries were not sufficient enough to keep with the
local cost of living. For instance, it is difficult to afford rent and cover local healthcare
costs with the County’s current pay rates. Furthermore, it was expressed that local
competitors (e.g., Lee County), offered pay that better aligned with the local cost of
living.
Merit Based and Education/Certification Incentive Pay – Many respondents expressed
they would like for the County to increase pay based on results of performance
evaluations and would like more compensation for pursuing additional degrees and/or
certifications that enhance employees’ performance.
Career Progression – A majority of participants believed there was inadequate
opportunity for career progression. Many suggestions were provided for career
ladders/progression (e.g.; levels I through III) for various positions to recognize
different levels of expertise and responsibility employees may have as they become
more experienced or attain certifications in their field. Many participants believed a
career ladder could provide pay increases in recognition of this advancement of skills,
certifications and/or responsibilities.
EVERGREEN SOLUTIONS, LLC
Chapter 3 – Summary of Employee
Outreach
16.E.1.d
Packet Pg. 1526 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 3 - Summary of Employee Outreach Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 3-2
3.2 COMPENSATION
Senior leaders and employees were asked to provide feedback on what they perceived was
working well with the County’s compensation practices. Through SurveyMonkey, employees
identified which of the following compensation practices they believed were working well (with
the option to select multiple practices): Starting Pay, General Wage and Pay Plan Adjustments,
Special Pay Assignments, Deferred Compensation Match, Merit Awards, Special/Interim
Assignments and Other, with the opportunity to elaborate on “other” compensation practices
that were working well. Exhibit 3A below shows the percentage of responses corresponding to
each of these options. The top compensation practice employees believed were working well
was Deferred Compensation. Senior leader responses and “other” responses are summarized
below.
EXHIBIT 3A
SUMMARY OF SURVEYMONKEY RESPONSES
WHAT IS WORKING WELL REGARDING COMPENSATION
*Numbers above each bar reflect the number of responses
Senior leaders and employees also cited an additional compensation practice that they
believed was working well:
16.E.1.d
Packet Pg. 1527 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 3 - Summary of Employee Outreach Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 3-3
Educational and Professional Training – Some participants expressed appreciation for
the County’s flexibility in allowing them to pursue additional educational opportunities.
Tuition reimbursement was also cited as a perk that was helpful in this pursuit. Some
respondents also cited the career advancement opportunities were beneficial for
County employees (in specific areas).
Employees and senior leaders also had the opportunity to provide feedback on concerns with
compensation practices and internal equity with those practices. Specific feedback included
the following:
Pay Based on Performance – Several participants (586) conveyed a desire for the
County to provide salary increases based on employee performance evaluation scores.
Many participants believed that was “unfair” that high-achieving employees who “go
above and beyond” received similar increases as employees who “get away with
minimal participation.”
Pay Keeping up with Cost of Living – Many participants (327) expressed concern that
the County’s salary ranges and employees’ individual salaries were not enough to keep
up with the cost of living. For instance, it is difficult to afford rent and/or purchase a
home and pay for childcare in the local area due to the high cost of these services and
relatively low salary. This was a very prominent theme.
Competitive Compensation – Some respondents (253) cited dissatisfaction with their
pay compared to that at surrounding entities. A few respondents (163) even stated
that the technical expertise and level of experience the County was expecting for
certain positions did not align with the starting pay or the pay ranges for various
positions, especially for skilled labor and highly technical positions.
Pay Compression – Many participants (429) also expressed concern with pay
compression. For example, some believed that new hires were brought in at the same
rate as current employees. Other participants (397) believed that the lack of career
ladders (clear progression paths) exacerbated pay inequities among employees with
less experience and more tenured and experienced employees.
3.3 CLASSIFICATION
Feedback was also solicited regarding improvements to the current job classifications/titles.
The following comments were the most commonly expressed concerns among employees and
senior leaders:
Career Path – Many respondents stated that they do not believe there are
opportunities for career advancement. Promotions can often be difficult to obtain—as
the senior level positions are occupied. Therefore, more tiers or levels within a job
family would provide more opportunities to grow in responsibility, grow in subject-
matter expertise, and receive appropriate pay increases. For example, having a
Maintenance Specialist I-III or a Chemist I-III would allow room for professional and
16.E.1.d
Packet Pg. 1528 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 3 - Summary of Employee Outreach Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 3-4
salary progression without having to wait for a senior-level or management role to
become available.
Clarity in Job Titles – Several employees and many senior leaders expressed some job
titles were generic and did not adequately describe their respective positions. The titles
of “Analyst”, “Operations Coordinator”, and “Project Manager” were provided as some
examples of titles that were described as too generic to specifically capture the
positions’ duties and responsibilities.
3.4 BENEFITS
Additional questions inquired about the County’s employee benefits. Through SurveyMonkey,
employees identified which of the following features of the benefits package were “good”
features: Health Benefits Rates, Health Benefits Options, Flexible Spending Accounts, Healthy
Bucks, FRS (Florida Retirement System), Leave (Vacation, Sick, Personal, Holidays), and
Other, with the opportunity to elaborate on “other” positive elements of the benefits package.
Exhibit 3B below shows the percentage of responses corresponding to each of these options.
The top three features of the benefits package employees identified included: Leave
(Vacation, Sick, Personal, Holidays), FRS, and Health Benefits Rates. Senior leader and
“other” responses are also summarized below.
EXHIBIT 3B
SUMMARY OF SURVEYMONKEY RESPONSES
GOOD FEATURES OF THE BENEFITS PACKAGE
*Numbers above each bar reflect the number of responses
16.E.1.d
Packet Pg. 1529 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 3 - Summary of Employee Outreach Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 3-5
In addition to the elements identified in Exhibit 3D, employees and senior leaders identified
other positive features of employee benefits.
Retirement Contributions – Several participants expressed appreciation for the
County’s contributions to the Deferred Compensation plan.
Health Insurance Plan – Many participants were satisfied with the overall medical
coverage provided through the County’s insurance plan.
Gym Memberships – While not a core benefit, quite a few respondents stated
appreciation for the ability to have discounted gym memberships.
Employees and senior leaders also had the opportunity to provide feedback on elements they
would change about the benefits package. Specific feedback included the following:
Increased Deferred Retirement Contribution and Lower FRS Vesting Period – Several
participants expressed that while they appreciated the County’s contributions to
retirement, they would appreciate a higher match to their 457 plan. Many participants
also expressed a shorter vesting period for FRS would be appreciated.
Medical Premiums – Many respondents expressed concern that overall costs of
medical care were increasing every year. Some respondents also voiced perceived
inequity with the cost of employee plus spouse coverage being the same as employee
plus family coverage. Others were concerned with the variable rates of premiums
depending on the position the employee has with the County.
Leave Policies – Many participants conveyed issues with the County’s current leave
policies. Some expressed that the length of time it takes to reach maximum vacation
time accrual was too long. Others indicated that would like more rewards for not using
sick time. Several participants even suggested that the County adopt a single Paid
Time Off pool in lieu of separate vacation and sick leave. Finally, many respondents
suggested more flexibility with selling back vacation time and leave time.
Better Dental and Vision Coverage – Many expressed that for basic services, the dental
and vision insurance provided by the County was sufficient; however, the insurance
falls short for more specialized services. Specifically for dental insurance, orthodontics
and dental surgery had little to no coverage available on the current plan. Participants
expressed that more options for acquiring eye wear (e.g. contact lenses and glasses)
and Lasik surgery would be appreciated.
3.5 RECRUITMENT AND RETENTION
The SurveyMonkey and interview questions also solicited feedback from employees and
senior leaders about which organizations they believed to be some of the biggest competitive
for quality candidates. The most commonly cited are (in alphabetical order):
16.E.1.d
Packet Pg. 1530 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 3 - Summary of Employee Outreach Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 3-6
Broward County;
Lee County;
City of Bonita Springs;
City of Fort Myers;
City of Marco Island;
City of Naples;
Clay County Sheriff’s Office;
Collier County School District; and
Private sector.
Employees and senior leaders were asked for feedback on which positions they believed the
County has noticeable recruitment and retention issues. The following areas/positions (in
alphabetical order) were most commonly cited:
Animal Services;
Code Enforcement;
Customer Service;
EMS;
Engineering;
Equipment Operators;
GIS Technicians;
Library Assistants;
Maintenance Specialists;
Utility Technicians; and
Wastewater Treatment Plant Operators.
3.6 GENERAL FEEDBACK
Although the purpose of outreach was to solicit feedback regarding the compensation and
classification systems, the first two questions pertained to reasons employees came to work
for and remain employed with the County. While this section provides feedback that is not
directly related to compensation and classification, it is nonetheless important in framing the
context of the study.
Through SurveyMonkey, employees identified and were asked to select all of the following
options that were reasons they came to work for the County: Pay, Opportunity for Growth or
Advancement, Benefits, Retirement, Work/Life Balance, Belief in Mission and Values, Needed
a Job, and Other, with the opportunity to elaborate on “other” reasons for coming to the
County. Exhibit 3C below shows the percentage of responses corresponding to each of these
options. Employees were able to select more than one option. The top three reasons
employees selected for coming to the County were: Benefits, Opportunity for Growth or
Advancement, and Retirement. Responses for “Other” are summarized below.
16.E.1.d
Packet Pg. 1531 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 3 - Summary of Employee Outreach Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 3-7
EXHIBIT 3C
SUMMARY OF SURVEYMONKEY RESPONSES
REASONS FOR COMING TO WORK FOR THE COUNTY
*Numbers above each bar reflect the number of responses
Employees also cited additional factors for coming to work for the County, and senior leaders
also had the opportunity to respond to this question during their interviews. The following
factors were highlighted as additional reasons employees came to work for the County:
Serving the Community – Many respondents cited specifically that “public service” and
“giving back to the community” were primary reasons they desired to work for the
County.
Desirable/Convenient Location– Many participants stated that they enjoy working
close to home and to family. Other participants explained that they relocated from a
colder climate and enjoyed the benefits of living and working in a warmer climate close
to the beach. There were even some employees who stated they grew up in the area
and wanted to remain in the area for their professional careers.
Job within Field of Interest – Some participants have positions with unique niches (e.g.
Conventions and Visitors Bureaus, Marine Biology, Industrial Controls/Automation),
16.E.1.d
Packet Pg. 1532 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 3 - Summary of Employee Outreach Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 3-8
that are not widely available with other employers. Employees appreciated that the
County offered positions in these fields and provided some room for advancement
within their professional field of interest.
Stability – Many employees appreciated the job security that comes with working in
the public sector. Local government is commonly respected for its stability compared
to the private sector, and many respondents appreciated the stability of the County as
an organization and the job security it offers to employees.
Through SurveyMonkey, employees also identified and were asked to select all of the following
options that were reasons they came to work for the County: Pay, Opportunity for Growth or
Advancement, Benefits, Retirement, Work/Life Balance, Belief in Mission and Values, Haven’t
Found Another Option, and Other, with the opportunity to elaborate on “other” reasons for
coming to the County. Employees were able to select more than one option. Exhibit 3D below
shows the percentage of responses corresponding to each of these options. The top three
reasons employees selected for staying with the County were: Benefits, Retirement, and
Work/Life Balance. Responses for “Other” are summarized below.
EXHIBIT 3D
SUMMARY OF SURVEYMONKEY RESPONSES
REASONS FOR REMAINING WITH THE COUNTY
*Numbers above each bar reflect the number of responses
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Employees also cited additional factors for staying with the County, and senior leaders also
had the opportunity to respond to this question during their interviews. Important factors
frequently shared as reasons for remaining with the County included:
Rewarding Job – Respondents expressed a high level of satisfaction with the job they
perform. They enjoyed serving the local community and making an impact for local
residents.
Positive Relationships with Co-Workers– In addition to serving the community, many
participants stated that they enjoyed working with their co-workers. They expressed
that they looked forward to working in a “positive” work environment each day and
collaborating with a team of other professionals who, likewise, were passionate about
their work.
Job Security – As expressed before, many participants appreciated the stability and
security associated with local government. They expressed confidence in their ability
to retain their job with the County.
3.7 SUMMARY
Many of the concerns that are reported above are common issues that exist in many
organizations today, with some being more unique to or significant to the County. As with any
organization, employees’ perceptions of weaknesses in certain areas related to the current
compensation and classification system could provide insight for areas of improvement, but
are by no means the only source of assessing the County’s system. Certainly, with the County’s
engagement of Evergreen to conduct this study, and this employee outreach, its commitment
to understanding and seeking improvement in these areas is commendable.
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This chapter provides a market analysis by comparing many of the County’s classifications’
salary ranges and the overall employee benefits package 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 at a snapshot in time. As known, in today’s labor market, these conditions
can and do change quite rapidly. Data were originally obtained from target peer organizations
in late 2021. However, as noted, labor conditions necessitated a review and update of the
data to the bring the analysis as close to today’s market conditions as possible. In other words,
while the original salary survey findings are provided in this chapter, the updated and “aged”
market data for 2022 is presented in detail, and was utilized for all recommendations
presented in Chapter 5.
4.1 SALARY SURVEY RESULTS
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, relative
population being served by the organization, organizations to which the County is losing
employees, and senior leader recommendations. Data were analyzed with any adjustments
required for cost-of-living differences to that of the County. A total of 18 peer organizations
(shown in Exhibit 4A) provided data for the benchmark classifications from which salary range
data were collected.
EVERGREEN SOLUTIONS, LLC
Chapter 4 – Market Summary
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EXHIBIT 4A
MARKET PEERS
*Bold indicates data obtained from peer
November 2021
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 studied pay plans,
in late fall, 2021, Evergreen compared the County’s 2021 salary ranges for the benchmark
classifications to the average (of the results) of the market data collected. Overall, the results
for the benchmark positions are displayed in Exhibit 4B below:
EXHIBIT 4B
MARKET COMPARISON AT MARKET AVERAGE
NOVEMBER 2021
As can be seen, at the time of this comparison, the benchmark classifications, overall, were
behind (or lagging) the market. At the minimum, the differential was 13.3 percent, at the
midpoint, it was 12.0 percent, and at the maximum it was 11.0 percent.
Benchmarks Differential at the
Range Minimum
Differential at the
Range Midpoint
Differential at the
Range Maximum
Overall Average -13.3%-12.0%-11.0%
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April 2022
Subsequently, in April 2022, Evergreen collected updated salary data from peers to determine
if, and by how much, the previously collected salary range data had changed and should be
adjusted, or “aged”. Collecting these results, it was determined the that market, on average,
had moved ahead by approximately three percent. Therefore, calculations were performed to
age the previous collected data; specifically, the data were increased or “aged” by three
percent. As well, the County’s salary ranges had been updated since the previous market
comparison. Utilizing both new data sets, the results were again compared and are provided
in Exhibit 4C. These updated results serve as the snapshot in time of the market and were
utilized as the market results findings for the remainder of the study.
It is important to note that the averages in the subsequent exhibit 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.
Exhibit 4C 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 2022 salary ranges). A positive differential
indicates the County’s 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.
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EXHIBIT 4C
MARKET COMPARISON AT MARKET AVERAGE
APRIL 2022
Average % Diff Average % Diff Average % Diff
Accountant $57,018.55 -4.2% $73,545.83 -2.6% $90,073.12 -1.6% 58.0% 11
Administrative Assistant $41,219.94 1.2% $52,465.23 5.4% $63,710.52 8.1% 54.8% 11
Animal Care Specialist $34,496.35 -6.3% $43,920.66 -2.0% $53,344.96 0.7% 54.9% 5
Animal Control Officer $44,187.79 -10.7% $56,070.64 -6.1% $67,953.49 -3.2% 54.1% 3
Applications Analyst $73,416.28 -19.8% $93,551.11 -17.1% $113,685.94 -15.3% 54.9% 5
Assistant County Attorney $98,892.91 -27.8% $136,476.84 -30.7% $174,060.76 -32.3% 75.4% 8
Automotive Technician, Journeyman $49,757.67 -17.6% $63,979.90 -14.4% $78,202.13 -12.4% 57.5% 7
Building Inspector $53,790.66 6.3% $69,978.43 7.0% $86,166.20 7.4% 60.1% 12
Case Manager $55,238.01 -7.0% $68,710.99 -1.9% $82,183.96 1.5% 48.8% 4
Chemist $59,865.99 -15.0% $78,614.59 -15.3% $97,363.19 -15.4% 62.6% 6
Chief Building Official $89,720.05 -10.6% $115,218.06 -8.6% $140,716.07 -7.4% 56.7% 10
Code Enforcement Investigator $47,663.58 -13.3% $60,464.29 -8.7% $73,265.00 -5.9% 53.9% 13
Crew Leader $45,732.01 -9.2% $58,228.93 -5.0% $70,725.85 -2.3% 54.5% 9
Customer Service Specialist $39,181.34 -8.5% $49,268.56 -2.9% $59,355.78 0.6% 51.7% 16
Department Head $112,369.93 17.5% $147,125.45 14.8% $181,880.97 13.2% 61.6% 3
Division Director - Cmnty & Human Svc $109,142.45 -4.0% $140,162.76 -4.7% $171,183.08 -5.1% 56.5% 4
Division Director - Comms, Gov & Pub Affairs $111,217.64 -5.8% $143,091.81 -6.7% $174,965.97 -7.3% 57.4% 3
Division Director - Corp Fin & Mgmt Svc $99,648.24 10.1% $125,914.41 10.9% $152,180.58 11.5% 52.5% 7
Division Director - Human Resources $118,460.73 -7.2% $152,856.58 -8.4% $187,252.42 -9.2% 58.0% 8
Division Director - Information Tech $100,685.33 9.0% $142,786.06 -1.6% $184,886.78 -7.9% 82.5% 8
Division Director - Parks & Recreation $123,398.34 -16.2% $156,267.45 -15.5% $189,136.57 -15.1% 53.2% 5
Division Director - Planning And Zoning $112,692.09 -7.2% $142,100.02 -6.1% $171,507.96 -5.3% 51.9% 6
Division Director - Public Utilities Eng $123,047.00 -15.9% $159,106.96 -17.3% $195,166.93 -18.2% 58.5% 8
Division Director - Water $112,647.30 -7.1% $144,504.69 -7.7% $176,362.07 -8.1% 56.4% 5
Emergency Management Coordinator $69,770.72 4.9% $90,005.81 6.4% $110,240.90 7.4% 58.1% 6
EMS Battalion Chief $90,730.45 - $112,168.67 - $133,606.90 - 47.4% 5
Environmental Specialist $52,037.13 -1.0% $66,848.12 0.9% $81,659.10 2.1% 56.9% 9
Equipment Operator $37,717.14 0.2% $48,619.60 3.3% $59,522.07 5.2% 57.9% 10
Field Inspector - Senior $56,431.84 16.2% $77,174.29 12.0% $97,916.73 9.4% 72.9% 2
Field Supervisor $53,606.12 -4.0% $69,591.27 -3.1% $85,576.42 -2.6% 59.7% 3
Fiscal Technician $44,312.90 -15.9% $56,712.74 -12.1% $69,112.58 -9.7% 56.0% 10
GIS Technician $53,706.64 -25.2% $69,421.21 -22.5% $85,135.79 -20.8% 58.6% 10
Grants Coordinator $60,391.44 -0.3% $77,366.86 1.9% $94,342.27 3.3% 56.0% 8
Heavy Equipment Operator $42,801.29 2.3% $55,656.79 4.7% $68,512.28 6.2% 60.2% 9
Human Resources Business Partner $59,796.13 -4.3% $78,521.89 -4.5% $97,247.64 -4.7% 62.4% 10
Human Resources Technician $46,847.42 -21.4% $59,573.42 -17.0% $72,299.42 -14.2% 54.3% 10
Inspector $48,066.78 6.9% $62,572.77 7.5% $77,078.77 7.9% 60.0% 4
Instrumentation/Electrical Technician $50,456.08 -2.9% $65,589.28 -2.1% $80,722.47 -1.7% 60.0% 9
Inventory Control Specialist $40,579.20 -7.1% $51,024.57 -1.5% $61,469.94 2.0% 51.5% 6
Laboratory Technician $44,364.06 -11.1% $56,280.31 -6.5% $68,196.55 -3.6% 54.4% 9
Legal Assistant/Paralegal $54,568.59 -15.8% $72,731.32 -15.3% $90,894.05 -15.0% 66.4% 12
Librarian $50,756.45 -3.5% $66,788.61 -4.0% $82,820.77 -4.2% 63.4% 6
Library Assistant $35,303.95 -8.6% $44,304.60 -2.9% $53,305.25 0.7% 51.3% 5
Library Technician $42,884.95 -17.5% $56,403.05 -16.4% $69,921.15 -15.8% 63.3% 3
Lifeguard $33,631.12 -3.7% $41,827.05 2.9% $50,022.98 7.1% 49.2% 11
Maintenance Specialist $37,821.24 -0.1% $48,449.50 3.6% $59,077.77 5.9% 56.2% 7
Maintenance Worker $33,844.75 -4.4% $43,241.06 -0.4% $52,637.38 2.0% 55.5% 9
Management/Budget Analyst $61,072.23 -6.4% $79,997.93 -6.4% $98,923.63 -6.4% 62.1% 9
Manager - Airport Operations $82,478.18 -21.6% $109,213.14 -22.6% $135,948.10 -23.3% 64.8% 4
Manager - Communications & Customer Relations $79,910.01 -4.0% $102,061.40 -1.4% $124,212.79 0.2% 55.3% 6
Classification
Survey Minimum Survey Midpoint Survey Maximum Survey Avg
Range
# of Data
Points
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EXHIBIT 4C (CONTINUED)
MARKET COMPARISON AT MARKET AVERAGE
APRIL 2022
Average % Diff Average % Diff Average % Diff
Manager - Distribution $92,128.54 -13.2% $117,722.20 -10.8% $143,315.86 -9.2% 55.4% 3
Manager - Environmental Services $80,165.60 -4.3% $104,229.04 -3.5% $128,292.48 -3.1% 60.3% 7
Manager - Facilities $82,615.76 -7.3% $107,544.37 -6.7% $132,472.98 -6.3% 60.2% 9
Manager - Federal/State Grants Operation $62,238.66 11.3% $79,483.58 13.8% $96,728.49 15.4% 55.4% 3
Manager - Financial & Operational Support $86,279.73 -11.6% $112,083.64 -10.8% $137,887.55 -10.3% 59.7% 8
Manager - Human Resources $86,333.23 -11.7% $110,948.06 -9.8% $135,562.89 -8.6% 56.9% 10
Manager - Network Operations $87,447.18 -3.2% $110,661.50 0.3% $133,875.82 2.5% 53.0% 5
Manager - Parts $47,286.75 -7.7% $62,270.44 -6.5% $77,254.13 -5.8% 63.2% 4
Manager - Planning $88,079.23 -13.7% $111,448.62 -10.2% $134,818.01 -8.0% 53.1% 9
Manager - Procurement $81,386.32 -10.5% $104,486.53 -8.5% $127,586.74 -7.2% 56.6% 10
Manager - Risk Finance $84,906.66 -19.7% $109,661.87 -18.3% $134,417.08 -17.4% 58.5% 7
Manager - Solid Waste Operations $81,612.96 -6.1% $101,905.51 -1.3% $122,198.06 1.8% 49.6% 5
Manager - Stormwater Maintenance $85,689.61 -10.9% $109,606.26 -8.6% $133,522.92 -7.1% 56.0% 6
Manager - Technical Systems Operations $86,656.89 -16.7% $110,946.88 -14.4% $135,236.87 -13.0% 55.8% 5
Manager - Transportation Planning $88,681.04 7.0% $114,205.55 8.7% $139,730.05 9.8% 57.5% 4
Manager - Utility Billing & Customer Ser $77,470.90 -0.9% $100,756.42 -0.2% $124,041.93 0.3% 60.0% 8
Manager - Wastewater Collections $87,246.18 -12.7% $112,363.55 -11.0% $137,480.91 -10.0% 57.7% 5
Network Administrator $67,127.77 -6.0% $85,402.72 -3.1% $103,677.67 -1.2% 54.6% 9
Park Ranger $39,044.99 -8.1% $50,290.21 -5.0% $61,535.43 -3.0% 58.0% 7
Parks & Recreation Program Leader $33,992.74 5.7% $44,306.68 7.7% $54,620.61 8.9% 60.7% 3
Permitting Technician $40,394.75 -11.5% $50,550.24 -5.5% $60,705.74 -1.7% 50.5% 12
Planner $53,246.04 -3.3% $68,668.66 -1.8% $84,091.28 -0.8% 57.9% 12
Planning Technician $43,391.30 -4.0% $54,900.38 0.9% $66,409.46 4.0% 53.0% 8
Plans Reviewer $58,817.41 2.3% $75,674.78 4.1% $92,532.16 5.2% 57.0% 8
Plant Manager $79,865.45 1.0% $101,284.26 4.3% $122,703.08 6.3% 53.6% 4
Plant Mechanic $45,503.89 7.4% $58,541.92 9.2% $71,579.95 10.4% 57.6% 6
Plant Operator $46,197.56 -5.3% $61,365.92 -5.0% $76,534.29 -4.9% 65.6% 11
Plant Operator - Trainee $39,722.62 -9.8% $50,790.54 -6.0% $61,858.45 -3.6% 55.9% 11
Programmer Analyst - Senior $71,037.02 -1.9% $91,744.09 -0.5% $112,451.16 0.4% 58.4% 6
Project Manager $66,849.88 -20.0% $89,449.96 -22.1% $112,050.04 -23.4% 67.5% 7
Public Information Coordinator $57,460.07 -4.9% $75,067.00 -4.7% $92,673.93 -4.5% 61.3% 6
Purchasing Technician $47,182.82 -17.2% $59,469.05 -12.0% $71,755.29 -8.7% 52.5% 5
Recycling Coordinator $56,900.06 5.6% $71,005.33 10.5% $85,110.60 13.6% 50.0% 3
Solid Waste Specialist $40,755.73 -12.4% $51,103.05 -6.6% $61,450.37 -2.9% 51.2% 4
Supervisor - Accounting $67,318.59 3.5% $87,299.71 4.5% $107,280.83 5.1% 59.2% 7
Supervisor - Building Maintenance $63,509.68 -0.5% $79,933.23 3.5% $96,356.77 6.1% 52.0% 6
Supervisor - Laboratory $77,732.82 -20.6% $100,331.22 -19.1% $122,929.61 -18.2% 58.3% 5
Supervisor - Recreation $59,108.41 1.8% $77,070.78 2.3% $95,033.15 2.6% 60.5% 4
Technical Support Professional $59,943.63 -9.1% $78,875.90 -9.6% $97,808.17 -9.9% 63.1% 5
Tradesworker, Journeyman $44,206.50 -5.8% $56,118.16 -1.3% $68,029.81 1.6% 54.0% 6
Traffic Signal Technician $47,664.92 2.8% $60,537.00 5.9% $73,409.08 7.8% 54.4% 9
Utility Technician $40,371.85 -11.4% $51,479.03 -7.3% $62,586.21 -4.7% 55.1% 7
Veterinarian Technician $36,007.95 0.0% $44,602.80 7.0% $53,197.65 11.5% 47.8% 3
Overall Average -6.7%-5.0%-3.8% 57.8% 5.9
Classification
Survey Minimum Survey Midpoint Survey Maximum Survey Avg
Range
# of Data
Points
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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 4C illustrates for benchmarked classifications, the County was, on average,
approximately 6.8 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 4C illustrates for the benchmarked classifications, the County was, on average,
approximately 5.0 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 4C illustrates for the benchmarked classifications, the County was, on average,
approximately 3.8 percent below the competitive market position at the maximum of the
respective salary ranges.
4.2 ADDITIONAL COMPENSATION QUESTIONS
Included with the salary survey (conducted in November 2021) 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.
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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.
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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).
16.E.1.d
Packet Pg. 1542 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 4 – Market Summary Employee 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.
4.3 SALARY SURVEY 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. The aged results were utilized in the analysis conducted and presented in Chapter 5
of this report.
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
16.E.1.d
Packet Pg. 1543 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 4 – Market Summary Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-10
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.
Data were requested from the same peers contacted for the salary survey and subsequently
collected from the ten peer organizations identified in Exhibit 4D.
EXHIBIT 4D
MARKET PEERS
Employee Health Plans
Exhibit 4E 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.
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
16.E.1.d
Packet Pg. 1544 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 4 – Market Summary Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-11
EXHIBIT 4E
MEDICAL PLAN OFFERINGS
Premiums and Deductibles
Exhibit 4F 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 4F
COUNTY PPO MEDICAL PREMIUMS
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
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 Smokern/an/an/an/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 Smokern/an/an/an/a
Premium-PPO
Basic--PPO
Select-PPO
16.E.1.d
Packet Pg. 1545 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 4 – Market Summary Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-12
Exhibit 4G 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 4G
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:
Pe er PPO
Average
Employee coverage $31.70
Employee + Child $122.31
Employee + Spouse $175.40
Employee + Family $263.90
16.E.1.d
Packet Pg. 1546 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 4 – Market Summary Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-13
Exhibit 4H 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 4H
PPO MEDICAL DEDUCTIBLES
Additional Insurance Offerings
Exhibit 4I 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 4I
ADDITIONAL INSURANCE OFFERINGS
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 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
16.E.1.d
Packet Pg. 1547 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 4 – Market Summary Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-14
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.
Exhibit 4J 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 4J
RETIREE BENEFITS OFFERINGS
Employee Leave and Holidays
Exhibit 4K 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
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.
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
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Packet Pg. 1548 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 4 – Market Summary Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-15
EXHIBIT 4K
LEAVE ACCRUAL
Exhibit 4L 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 4L
HOLIDAYS OBSERVED
HOLIDAYS OBSERVED
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
Holiday Policies Peer Average Collier County, FL
Total number of holidays observed 11.0 11
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
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Chapter 4 – Market Summary Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-16
Fringe Benefits Offerings
Exhibit 4M 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.
EXHIBIT 4M
FRINGE BENEFITS OFFERINGS
4.5 BENEFITS SURVEY 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.
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
16.E.1.d
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Chapter 4 – Market Summary Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 4-17
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).
4.6 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 benchmark classifications were found below its desired market position. While the
County should be commended for taking immediate action in January 2022 to provide some
remedy to improve the results of the November 2021 comparison, it is still behind the market
today, indicating a need for additional salary adjustments.
The County’s benefits offerings were found, generally, to be competitive; however, there are
potential opportunities for improvements. All study findings and subsequent
recommendations can be found in the next chapter of this report.
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*0
The analysis of the County’s classification and compensation system revealed some areas of
opportunity for improvement. Evergreen focused on developing competitive pay plans for its
Board of Collier County Commissioners’ and County Attorney’s Office employees, as well as
reviewing and making recommendations for established classification structures. Evergreen
was also requested to review the current pay systems for its Emergency Medical Services
(EMS) employees. Specifically, Evergreen was asked to provide recommendations for the non-
represented EMS employees based on concerns regarding salary compression between its
represented employees’ pay plan and these (non-represented EMS) employees. All study
recommendations, as well as the findings that led to each, are discussed in this chapter.
5.1 CLASSIFICATION SYSTEM
An organization’s classification system is intended to establish how its human resources are
employed to perform its core services. The classification system should consist of the titles
and descriptions of the different classifications, or positions, which define how work is
organized and assigned. It is essential that the titles and descriptions of an organization’s
classifications accurately depict the work being performed by employees in the classifications
to ensure equity within the organization and to enable comparisons with positions at peer
organizations. The purpose of a classification analysis is to identify such issues as incorrect
titles and inconsistent titles across departments.
In the analysis of the County’s classification system, Evergreen collected classification data
through the Job Assessment Tool (JAT) and Management Issues Tool (MIT) processes. The
JATs, which were completed by employees and reviewed by their supervisors, provided
information about the type and level of work being performed for each of the County’s
classifications. In addition, the MIT process provided supervisors an opportunity to provide
specific recommendations regarding the pay or classification of positions in their areas.
Evergreen reviewed and utilized the data provided in the JATs and MITs as a basis for the
classification recommendations below.
FINDING
Overall, the many of the classification titles utilized by the County were sound. However, there
were instances where the classification (titles) and structure should be modified. These were
reviewed and recommendations for changes were provided to the County.
RECOMMENDATION 1: Revise the titles of some classifications to better reflect job duties.
These should be carefully reviewed by the County, reflected in a revised classification
structure, and the associated classification specifications.
EVERGREEN SOLUTIONS, LLC
Chapter 5 - Recommendations
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Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
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FINDING
When comparing the County’s current classification specifications to the work described by
employees in the JATs, Evergreen noted some tasks that were missing, or not described
accurately. This can happen over a period of time if the specifications are not reviewed and
updated on a regular basis. Some tasks in one classification are often reassigned to another
classification. As such, these changes make it necessary that the County continues to update
its classification specifications periodically to ensure each accurately reflects the current work
performed.
RECOMMENDATION 2: Revise all classification specifications to include updated (current)
information provided in the JAT, and review the specifications annually for accuracy.
The process of reviewing and updating the County’s classification specifications, as well as
comments received from employees and supervisors during outreach, revealed that the
descriptions may not, in some cases, accurately reflect current work performed. To minimize
this becoming a concern again in the future, Evergreen recommends a regular review of these
descriptions, including FLSA status determinations.
A review of the employee’s assigned classification should occur at least annually. Review of
the FLSA determination for exempt or non-exempt status as well as other aspects of the
classification, (such as physical requirements required to perform essential functions) will
also ensure the consistent, continuous compliance with the Americans with Disabilities Act
(ADA) protection. At the time of this report, Evergreen was beginning the process of revising
all classification specifications reviewed in the study. These will be provided to the County
under separate cover.
5.2 COMPENSATION SYSTEM
The compensation system analysis consisted of two parts: an external market assessment
and an internal equity assessment. During the external market assessment, the County’s pay
ranges for its classifications surveyed. Details regarding the external market assessment were
provided in Chapter 4 of this report.
During the internal equity assessment, consideration of the relationships between positions
and the type of work being performed by the County employees were reviewed and analyzed.
Specifically, a composite score was assigned to each of the classifications that quantified the
classification’s level of five separate compensatory factors (leadership, working conditions,
complexity, decision-making, and relationships). The level for each factor was determined
based on responses to the JAT. The results of both analyses were utilized when developing
the recommendations below.
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Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-3
FINDING
At the time of the study, the County’s pay system lagged the labor market in several areas and
required new or adjusted plans. Implementing a new, competitive pay structure (pay plans)
would contribute to the County’s ability to attract, hire and retain employees.
RECOMMENDATION 3: Implement new competitive open-range plans for the Board of Collier
County Commissioners and County Attorneys’ Office; slot all classifications into the plans
based on external and internal equity; and implement the plans by transitioning employees’
salaries into the plans.
Following best practice and the County’s compensation philosophy, Evergreen designed a new
competitive open-range pay plan for Board of Collier County Commissioners employees; then
slotted each proposed classification into the appropriate pay range in the plan. Both internal
and external equity were analyzed when slotting the classifications. Assigning pay grades to
classifications requires a balance of internal equity, desired market position, and recruitment
and retention concerns. Thus, market range data shown in Chapter 4 were not the sole criteria
for the proposed pay ranges. Some classifications’ grade assignments varied from their
associated market range due to the other factors mentioned above.
Exhibit 5A shows the proposed pay plan for which has 35 pay grades, numbered 1 through
35. The range spreads start at 60 percent move to 62 percent and finish at 65 percent.
16.E.1.d
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Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-4
EXHIBIT 5A
PROPOSED PAY PLAN
BOARD OF COLLIER COUNTY COMMISSIONERS
Grade Minimum Midpoint Maximum
Range
Spread
1 35,360.00$ 45,968.00$ 56,576.00$ 60%
2 36,420.80$ 47,347.04$ 58,273.28$ 60%
3 37,513.42$ 48,767.45$ 60,021.48$ 60%
4 38,638.83$ 50,230.47$ 61,822.12$ 60%
5 39,797.99$ 51,737.39$ 63,676.79$ 60%
6 40,991.93$ 53,289.51$ 65,587.09$ 60%
7 42,221.69$ 54,888.20$ 67,554.70$ 60%
8 43,488.34$ 56,534.84$ 69,581.34$ 60%
9 44,792.99$ 58,230.89$ 71,668.78$ 60%
10 46,136.78$ 59,977.81$ 73,818.85$ 60%
11 47,520.88$ 61,777.15$ 76,033.41$ 60%
12 48,946.51$ 63,630.46$ 78,314.42$ 60%
13 52,372.77$ 68,608.32$ 84,843.88$ 62%
14 54,467.68$ 71,352.66$ 88,237.64$ 62%
15 56,646.38$ 74,206.76$ 91,767.14$ 62%
16 58,912.24$ 77,175.03$ 95,437.83$ 62%
17 61,268.73$ 80,262.03$ 99,255.34$ 62%
18 63,719.48$ 83,472.51$ 103,225.55$ 62%
19 66,268.26$ 86,811.42$ 107,354.57$ 62%
20 68,918.99$ 90,283.87$ 111,648.76$ 62%
21 71,675.75$ 93,895.23$ 116,114.71$ 62%
22 74,542.78$ 97,651.04$ 120,759.30$ 62%
23 77,524.49$ 101,557.08$ 125,589.67$ 62%
24 80,625.47$ 105,619.36$ 130,613.26$ 62%
25 87,075.50$ 114,068.91$ 141,062.32$ 62%
26 91,429.28$ 119,772.35$ 148,115.43$ 62%
27 96,000.74$ 125,760.97$ 155,521.20$ 62%
28 100,800.78$ 132,049.02$ 163,297.26$ 62%
29 105,840.82$ 138,651.47$ 171,462.13$ 62%
30 111,132.86$ 145,584.05$ 180,035.23$ 62%
31 116,689.50$ 154,613.59$ 192,537.68$ 65%
32 122,523.98$ 162,344.27$ 202,164.56$ 65%
33 128,650.18$ 170,461.48$ 212,272.79$ 65%
34 138,942.19$ 184,098.40$ 229,254.61$ 65%
35 150,057.57$ 198,826.27$ 247,594.98$ 65%
16.E.1.d
Packet Pg. 1555 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-5
Exhibit 5B shows the proposed new pay plan for the County Attorney’s Office which has nine
pay grades, numbered 100 through 108. The range spreads begin at 65 percent and increase
to 75 percent.
EXHIBIT 5B
PROPOSED PAY PLAN
COUNTY ATTORNEYS’ OFFICE
FINDING
At the time of the study, the County had a Collective Bargaining Agreement and pay schedule
for its represented EMS employees. Concerns were raised that salaries of employees
promoting (or even of new hires) may be compressed based on movement between the two
groups. When reviewed with market data for the non-represented group and this concern, it
was found that indeed, this was a concern that should be addressed. It is recommended,
therefore, to increase the salary ranges as indicated below of the non-represented group to
minimize/alleviate this compression.
RECOMMENDATION 4: Implement a new competitive open-range plan for the EMS non-
represented employees; slot the associated classifications into the plan based on external
and internal equity; and implement the plan by transitioning employees’ salaries into the plan.
Exhibit 5C shows the proposed pay plan for the EMS non-represented employees, which has
nine pay grades, numbered 100 through 108. The range spreads begin at 62 percent and
increase to 65 percent.
Grade Minimum Midpoint Maximum a nge Spreadpoint Progressi
ATY100 39,052.10$ 51,744.03$ 64,435.97$ 65% --
ATY101 46,862.52$ 62,092.84$ 77,323.16$ 65% 20.0%
ATY102 53,891.90$ 71,406.77$ 88,921.63$ 65% 15.0%
ATY103 61,975.68$ 82,117.78$ 102,259.88$ 65% 15.0%
ATY104 75,610.33$ 103,964.21$ 132,318.09$ 75% 22.0%
ATY105 86,951.89$ 119,558.84$ 152,165.80$ 75% 15.0%
ATY106 99,994.67$ 137,492.67$ 174,990.67$ 75% 15.0%
ATY107 114,993.87$ 158,116.57$ 201,239.27$ 75% 15.0%
ATY108 143,742.34$ 197,645.71$ 251,549.09$ 75% 25.0%
16.E.1.d
Packet Pg. 1556 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-6
EXHIBIT 5C
PROPOSED PAY PLAN
EMS NON-REPRESENTED
Evergreen then slotted each proposed classification into the appropriate pay range in the pay
plans. Both internal and external equity were analyzed when slotting the classifications.
Assigning pay grades to classifications requires a balance of internal equity, desired market
position, and recruitment and retention concerns. Thus, market range data shown in Chapter
4 were not the sole criteria for the proposed pay ranges. Some classifications’ grade
assignments varied from their associated market range due to the other factors mentioned
above. Exhibit 5D, 5E, and 5F, show/provide the proposed pay ranges for the three proposed
plans.
Position/Grade Minimum Midpoint Maximum
Range
Spread
EMSNU100 62,500.00$ 81,875.00$ 101,250.00$ 62%
EMSNU101 75,000.00$ 98,250.00$ 121,500.00$ 62%
EMSNU102 77,396.80$ 101,389.81$ 125,382.82$ 62%
EMSNU103 84,432.87$ 110,607.06$ 136,781.25$ 62%
EMSNU104 87,075.50$ 114,068.91$ 141,062.32$ 62%
EMSNU105 92,876.16$ 121,667.77$ 150,459.38$ 62%
EMSNU106 97,524.56$ 127,757.18$ 157,989.79$ 62%
EMSNU107 102,400.79$ 134,145.04$ 165,889.28$ 62%
EMSNU108 107,520.83$ 142,465.10$ 177,409.37$ 65%
16.E.1.d
Packet Pg. 1557 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-7
EXHIBIT 5D
PROPOSED PAY GRADES
BOARD OF COLLIER COUNTY COMMISSIONERS
NOTE: Only those grades with classifications (assigned) are reflected in this exhibit.
Evergreen Proposed Class Title Proposed
Grade Proposed Min Proposed Mid Proposed Max
Courier 1 35,360.00$ 45,968.00$ 56,576.00$
Customer Service Specialist I
Landscape Tech I
Library Specialist I
Recreation Specialist I
Lifeguard I 3 37,513.42$ 48,767.45$ 60,021.48$
Administrative Support Specialist I
General Maintenance Specialist I
Inventory Specialist I
4‐H Outreach Coordinator
Animal Care Specialist I
Case Manager Assistant
Landscape Tech II
Recreation Specialist II
Customer Service Specialist II
General Maint Specialist II
General Maintenance Specialist II
Accounting Technician I
Administrative Support Specialist II
Equipment Operator I
Library Specialist II
Line Service Technician I
Museum Assistant I
Park Ranger I
Program Assistant
Recreation Program Leader I
Service Writer
Solid Waste Specialist I
Tradesworker‐Structural/General I
Automotive Technician I
Grants Support Specialist I
Inventory Specialist II
Operations Support Specialist I
Plant Operator I
Utility Specialist I
Animal Services Dispatcher
Planning And Permitting Tech I
Procurement Specialist
Solid Waste Specialist II
Tradesworker‐Specialist I
Volunteer Coordinator
Accounting Technician II
Animal Control Officer I
Code Compliance Specialist I
Museum Assistant II
Recreation Program Leader II
Utility Specialist II
Veterinary Technician I
8 43,488.34$ 56,534.84$ 69,581.34$
10 46,136.78$ 59,977.81$ 73,818.85$
44,792.99$ 58,230.89$ 71,668.78$
65,587.09$
7 42,221.69$ 54,888.20$ 67,554.70$
58,273.28$
4 38,638.83$ 50,230.47$ 61,822.12$
5 39,797.99$ 51,737.39$ 63,676.79$
2 36,420.80$ 47,347.04$
6 40,991.93$ 53,289.51$
9
16.E.1.d
Packet Pg. 1558 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-8
EXHIBIT 5D (CONTINUED)
PROPOSED PAY GRADES
BOARD OF COLLIER COUNTY COMMISSIONERS
NOTE: Only those grades with classifications (assigned) are reflected in this exhibit.
Evergreen Proposed Class Title Proposed
Grade Proposed Min Proposed Mid Proposed Max
Equipment Operator II
Line Service Technician II
Gis Technician I
Grants Support Specialist II
Inventory Specialist III
Lab Tech
Planning And Permitting Tech II
Public Information Coordinator I
Tradesworker‐Structural/General II
Code Compliance Specialist II
Crew Leader I
Facilities Compliance Officer
Odor Control Specialist
Operations Support Specialist II
Plant Operator II
Pretreatment Inspector
Property Acquisition Specialist I
Signs Reviewer
Technician
Tradesworker‐Specialist II
Traffic Signal Technician I
Crew Leader II
Digital Media Coordinator
Environmental Specialist I
Heavy Equipment Operator
Program Coordinator
Property Maintenance Specialist
Veteran Services Officer
Veterinary Technician II
Accountant I
Budget Analyst I
Case Manager
Chemist
Extension Agent
GIS Technician II
Park Ranger II
Planner I
Plant Mechanic
Plant Operator III
Project Manager I
Public Information Coordinator II
Recycling Specialist
Supv Inventory
Tourism Sales Manager I
Tradesworker‐Structural/General III
Traffic Signal Technician II
13 52,372.77$
15 56,646.38$ 74,206.76$ 91,767.14$
68,608.32$ 84,843.88$
14 54,467.68$ 71,352.66$ 88,237.64$
11 47,520.88$ 61,777.15$ 76,033.41$
12 48,946.51$ 63,630.46$ 78,314.42$
16.E.1.d
Packet Pg. 1559 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-9
EXHIBIT 5D (CONTINUED)
PROPOSED PAY GRADES
BOARD OF COLLIER COUNTY COMMISSIONERS
NOTE: Only those grades with classifications (assigned) are reflected in this exhibit.
Evergreen Proposed Class Title Proposed
Grade Proposed Min Proposed Mid Proposed Max
Automotive Technician II
Building Inspector I
CAD Technician
Economic Research Analyst
Environmental Specialist II
Field Inspector I
Grants Coordinator I
Health & Safety Specialist I
I/E Tech I
Laboratory Quality Assurance Specialist
Librarian I
Plans Reviewer I
Program Manager I
Site Plans Reviewer I
Supervisor ‐ Operations I
Supervisor ‐ Operations I
Supv Field I
Tech Support Professional I
Wellness Health Educator I
Animal Care Specialist II
Animal Control Officer II
Automotive Technician III
Building Inspector II
I/E Tech II
Management Analyst I
Plans Reviewer II
Property Acquisition Specialist II
Tourism Sales Manager II
Tradesworker‐Specialist III
Traffic Signal Technician III
Accountant II
Applications Analyst I
Architectural Reviewer
Contract Administration Specialist II
Environmental Specialist III
Grants Coord II
Hr Business Partner
Impact Fee Coordinator
Librarian II
Planner II
Procurement Strategist I
Property Mgmt. Specialist Public
Information Coordinator III
Recycling Coordinator
Review Appraiser I
Risk Analyst
Supv Field II
Supv Parks & Recreation
Tech Support Professional II
Tourism Public Relations Manager
17 61,268.73$ 80,262.03$ 99,255.34$
16 58,912.24$ 77,175.03$ 95,437.83$
18 63,719.48$ 83,472.51$ 103,225.55$
16.E.1.d
Packet Pg. 1560 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-10
EXHIBIT 5D (CONTINUED)
PROPOSED PAY GRADES
BOARD OF COLLIER COUNTY COMMISSIONERS
NOTE: Only those grades with classifications (assigned) are reflected in this exhibit.
Evergreen Proposed Class Title Proposed
Grade Proposed Min Proposed Mid Proposed Max
Budget Analyst II
Chief Operator
Employee Relations Asst Mgr.
Field Inspector II
Floodplain Coordinator
Health & Safety Specialist II
Museum Curator
Review Appraiser II
Security Professional
Shop Foreman
Signal Systems Network Specialist
Site Plans Reviewer II
Supervisor ‐ Park Rangers
Supv Environmental
Supv Library
Supv Park Programs
Supv Permitting
Supv Revenue
Supv Waste Reduction & Recycling
Systems Analyst I
County Surveyor
Manager ‐ Branch Library
Network Admin I
Planner III
Procurement Strategist II
Supervisor ‐ Operations II
Supv Building Maint
Supv Building Ops
Supv Code Compliance
Supv Digital Media
Supv Grants
Supv Laboratory
Supv Road Maint
Supv Service Desk
Tourism Sales Manager III
Budget Analyst III
Management Analyst II
Project Mgr. II
Supervisor ‐ Signal Operations
Supv Accounting
Applications Analyst II
Arts & Culture Manager
Chief Building Inspector
Emergency Management Coordinator
Manager ‐ Library
Mgr. Fleet
Mgr. Museum
68,918.99$ 90,283.87$ 111,648.76$
19 66,268.26$ 86,811.42$ 107,354.57$
20
21 71,675.75$ 93,895.23$ 116,114.71$
22 74,542.78$ 97,651.04$ 120,759.30$
16.E.1.d
Packet Pg. 1561 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-11
EXHIBIT 5D (CONTINUED)
PROPOSED PAY GRADES
BOARD OF COLLIER COUNTY COMMISSIONERS
NOTE: Only those grades with classifications (assigned) are reflected in this exhibit.
Evergreen Proposed Class Title Proposed
Grade Proposed Min Proposed Mid Proposed Max
Database Administrator
Manager ‐ Internal Controls
Regional Mgr. Parks & Recreation
Superintendent ‐ Parks & Recreation Maintenance
Superintendent ‐ Road & Bridges
Supv Site Inspections
Systems Analyst II
Manager ‐ Culinary Programs & Dev
Manager ‐ Inventory & Distribution Ctrl
Manager ‐ Irrigation Quality
Manager ‐ Meter Services
Manager ‐ Pelican Bay Services
Manager ‐ Procurement
Manager ‐ Public Transit
Manager ‐ Risk
Manager ‐ Stormwater Maintenance
Manager ‐ Utility Billing & Customer Ser
Manager ‐ Wellness Programs
Manager‐W/Ww Environmental Compliance
Mgr Grants
Mgr. Airport Ops
Mgr. Code Compliance
Mgr. Communications
Mgr. Das Operations
Mgr. Environmental
Mgr. Grants
Mgr. Plans Review & Inspections
Mgr. Solid Waste Operations
Mgr. Technical Systems Operations
Mgr. Veteran Services
Mgr. Waste Reduction & Recycling
Network Admin II
Project Mgr. III
Site Plans Reviewer III
Deputy Division Director ‐ Tourism
Manager ‐ Environmental Services
Manager ‐ Landscape Operations
Manager ‐ Telecommunications
Manager ‐ Wastewater Collections
Mgr. Business Center
Mgr. Cust Rel & Apps Mgmt.
Mgr. Facilities
Mgr. Hr
Mgr. Planning
Mgr. Right Of Way
Plant Manager
Project Manager III (Licensed)
Assistant Division Director ‐ Library
Assistant Division Director ‐ Parks & Rec
Engineer II
Exec Mgr. Airport Ops
Manager ‐ Distribution
Manager ‐ Pollution Control
Manager ‐ Power Systems
Manager ‐ Transportation Planning
Mgr. Financial Operations
Mgr. Is Development
Mgr. Network
Mgr. Property Acquisition
Supv Project Mgmt.
119,772.35$ 148,115.43$ 26 91,429.28$
25 87,075.50$ 114,068.91$ 141,062.32$
23 77,524.49$ 101,557.08$ 125,589.67$
24 80,625.47$ 105,619.36$ 130,613.26$
16.E.1.d
Packet Pg. 1562 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-12
EXHIBIT 5D (CONTINUED)
PROPOSED PAY GRADES
BOARD OF COLLIER COUNTY COMMISSIONERS
NOTE: Only those grades with classifications (assigned) are reflected in this exhibit.
Evergreen Proposed Class Title Proposed
Grade Proposed Min Proposed Mid Proposed Max
Chief Building Official
Manager ‐ Coastal Management Program
Manager ‐ Impact Fees
Mgr. Cyber
Mgr. Engineering
Supv Project Mgmt. (Licensed)
Shelter Veterinarian 28 100,800.78$ 132,049.02$ 163,297.26$
Chief Engineer ‐ Traffic Operations 29 105,840.82$ 138,651.47$ 171,462.13$
Division Director ‐ Community Planning & Resiliency
Division Director ‐ Corp Comp & Cont Imp
Division Director ‐ Cty Redevlp Agencies
Division Director ‐ Economic Development And Housing
Division Director ‐ Fleet Management
Division Director ‐ Museum
Division Director ‐ Pub Tran & Nbrhd Enh
Division Director ‐ Sub‐Reg Utilities
Division Director ‐ University Ext Svc
Division Director ‐ Bldg Rvw & Permit
Division Director ‐ Cmnty & Human Svc
Division Director ‐ Code Enforcement
Division Director ‐ Comms, Gov & Pub Aff
Division Director ‐ Development Review
Division Director ‐ Domestic Animal Svc
Division Director ‐ Library
Division Director ‐ Operations Support
Division Director ‐ Parks & Recreation
Division Director ‐ Planning And Zoning
Division Director ‐ Procurement Services
Division Director ‐ Public Utilities Eng
Division Director ‐ Risk Management
Division Director ‐ Road Maintenance
Division Director ‐ Solid Waste
Division Director ‐ Tourism
Division Director ‐ Transportation Eng
Division Director ‐ Wastewater
Division Director ‐ Water
Division Director ‐ Bureau Of Emer Svc
Division Director ‐ Corp Fin & Mgmt Svc
Division Director ‐ Facilities Mgmt
Division Director ‐ Human Resources
Division Director ‐ If, Cpp & Pm
Division Director ‐ Information Tech
Division Director ‐ Utilities Finance
Executive Director ‐ Corp Business Ops
Executive Director‐Mpo
Department Head 34 138,942.19$ 184,098.40$ 229,254.61$
Deputy County Manager 35 150,057.57$ 198,826.27$ 247,594.98$
32 122,523.98$ 162,344.27$ 202,164.56$
30 111,132.86$ 145,584.05$ 180,035.23$
31 116,689.50$ 154,613.59$ 192,537.68$
27 96,000.74$ 125,760.97$ 155,521.20$
16.E.1.d
Packet Pg. 1563 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-13
EXHIBIT 5E
PROPOSED PAY GRADES
COUNTY ATTORNEYS’ OFFICE
NOTE: Only those grades with classifications (assigned) are reflected in this exhibit.
EXHIBIT 5F
PROPOSED PAY GRADES
EMS NON-REPRESENTED
NOTE: Only those grades with classifications (assigned) are reflected in this exhibit.
After assigning pay grades to classifications, the next step was to develop appropriate
methods (options) for transitioning employees’ salaries into the proposed plan. This was done
utilizing equitable methods for calculating salaries in the plans and determining whether
adjustments were necessary to individual salaries to bring them to their calculated salary.
Evergreen calculated and provided the proposed transition method described below for
implementing the new plans.
Range Penetration With 5% COLA
After employees’ salaries are placed (calculated to be) at the minimum of their classification’s
proposed pay grade minimums (in the three plans), a calculation was performed to determine
Evergreen Proposed Class Title Proposed
Grade Proposed Min Proposed Mid Proposed Max
Legal Secretary ATY101 46,862.52$ 62,092.84$ 77,323.16$
Legal Assistant/Paralegal ATY102 53,891.90$ 71,406.77$ 88,921.63$
Junior County Attorney ATY104 75,610.33$ 103,964.21$ 132,318.09$
Assistant County Attorney ATY106 99,994.67$ 137,492.67$ 174,990.67$
Managing Assistant County Attorney ATY107 114,993.87$ 158,116.57$ 201,239.27$
Deputy County Attorney ATY108 143,742.34$ 197,645.71$ 251,549.09$
Evergreen Proposed Class Title Proposed
Grade Proposed Min Proposed Mid Proposed Max
Aircraft Mechanic I EMSNU100 62,500.00$ 81,875.00$ 101,250.00$
Aircraft Mechanic II EMSNU101 75,000.00$ 98,250.00$ 121,500.00$
EMS Captain EMSNU102 77,396.80$ 101,389.81$ 125,382.82$
EMS Battalion Chief I EMSNU103 84,432.87$ 110,607.06$ 136,781.25$
Chief Pilot EMSNU104 87,075.50$ 114,068.91$ 141,062.32$
EMS Battalion Chief II EMSNU105 92,876.16$ 121,667.77$ 150,459.38$
Director Of Maintenance ‐ Helicopter Ops
Director Of Operations ‐ Helicopter Operations
EMS Division Chief
Assistant Chief ‐ EMS EMSNU107 102,400.79$ 134,145.04$ 165,889.28$
Chief ‐ Emergency Medical Services EMSNU108 107,520.83$ 142,465.10$ 177,409.37$
EMSNU106 97,524.56$ 127,757.18$ 157,989.79$
16.E.1.d
Packet Pg. 1564 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-14
the percentage through the current range an employee's salary fell. The employee's
recommended salary calculation would place him/her at the same percentage through the
proposed range. For example, if an individual is at the midpoint (40%) of the current range,
he/she is brought to (40%) the recommended range. This method places employees (salaries)
in the new proposed ranges based on where they (salaries) are in the current range. This
option (cost) includes that which would be required to perform the first calculation of bringing
their salaries to the new minimums. All employees then received a 5% percent COLA.
Utilizing this approach, adjustments were recommended for 1775 employees with an
approximate total annualized (salary only) cost of $18,483,121.
NOTE:
While the County thoroughly considered this recommendation (as well as others provided) it
was determined that its most appropriate approach, at this time, would be to bring employees’
salaries to the new minimums of the proposed plans, and provide an eight percent COLA
salary increase to all employees. This would provide the County with the ability to utilize the
new plans, while providing a COLA increase to all employees. This method, and estimated cost
is described below.
Bring Employees' Salaries to New Minimums, and Provide an 8% COLA
A calculation was performed so that each employee's salary was adjusted to the minimum of
their classification's proposed pay grade. If his/her salary was already within the proposed
pay range, no adjustment was made. After the adjustment to minimum, all employees then
received a 8% percent COLA.
Utilizing this approach, adjustments were recommended for 1771 employees with an
approximate total annualized (salary only) cost of $10,189,636.
5.3 SYSTEM ADMINISTRATION
The County’s compensation system will continue to require periodic maintenance. The
recommendations provided to improve the competitiveness of the plan were developed based
on conditions at the time the data were collected. Without proper upkeep, the potential for
recruitment and retention issues may increase as the compensation system becomes dated
and less competitive.
RECOMMENDATION 5: Conduct small-scale salary surveys as needed to assess the market
competitiveness of hard-to-fill classifications and/or classifications with retention issues, and
make changes to pay grade assignments if necessary.
While it is unlikely that the pay structure (plans) in total will need to be adjusted for several
years, a small number of classifications’ pay grades may need to be reassigned more
frequently. If the County is experiencing difficulty high turnover or challenges with recruiting
one or more classifications, the County should collect salary range data from peer
16.E.1.d
Packet Pg. 1565 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-15
organizations to determine whether an adjustment is needed for the pay grade of the
classification(s).
RECOMMENDATION 6: Conduct a comprehensive classification and compensation study
every three to five years, subject to budget constraints and as market conditions are
warranted.
Small-scale salary surveys can improve the market position of specific classifications, but it is
recommended that a full classification and compensation study be conducted every three to
five years to preserve both internal and external equity. Changes to classification and
compensation do occur, and while the increments of change may seem minor, they can
compound over time. A failure to react to these changes quickly has the potential to place the
County in less than desirable position for recruiting and retaining quality employees.
RECOMMENDATION 7: Review and revise, as appropriate, existing pay practice guidelines
including those for determining salaries of newly hired employees, progressing employee
salaries through the pay plans and determining pay increases for employees who have been
promoted to a different classification.
The method of moving salaries through the pay plan and setting new salaries for new hires,
promotions, and transfers depends largely on an organization’s compensation philosophy. It
is important for the County to have established guidelines for each of these situations, and to
ensure that they are followed consistently for all employees. Common practices for
progressing and establishing employee salaries are outlined below.
New Hire Salaries
Typically, an employee holding the minimum education and experience requirements for an
existing classification is hired at or near the classification’s pay grade minimum. Sometimes,
for recruiting purposes an organization might need to consider the ability to offer salaries to
new employees that consider prior related experience. It is recommended that the County
continue its current practices of establishing new hire salaries while preserving the internal
equity of employees’ salaries within each classification to the extent possible. Current
employees’ salaries should be improved, to some degree with implementation of the new
plans and the proposed potential adjustments to employees’ salaries.
Salary Progression
There are several common methods for salary progression including cost of living adjustments
(COLA)/across the board and performance-based. It is recommended that the County
evaluate, annually, whether a COLA needs to be applied (to both the pay plan and employees’
salaries) to keep up with cost of living. It is recommended that the County continuously
evaluate its practices to progress employees’ salaries and if necessary, make improvements
to preserve equitable pay practices, particularly in the administration of the employee
performance evaluation process.
16.E.1.d
Packet Pg. 1566 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
Chapter 5 – Recommendations Employee Classification and Compensation Study
for Collier County, FL
Evergreen Solutions, LLC Page 5-16
5.4 SUMMARY
The recommendations in this chapter provide an update to the compensation and
classification system for the County’s employees. Upon implementation, the County’s
competitiveness in the labor market will be improved. While the upkeep of these systems will
require work, the County will find that having a competitive compensation system and
structured classification system that enhances strong recruitment and employee retention is
well worth this commitment. Laboratory
16.E.1.d
Packet Pg. 1567 Attachment: Class and Comp Study for Collier County (Final) (23457 : FY23 Pay Plans and Pay Adjustments)
16.E.1.ePacket Pg. 1568Attachment: Resolution for Pay Plan 2022 (23457 : FY23 Pay Plans and Pay Adjustments)
16.E.1.ePacket Pg. 1569Attachment: Resolution for Pay Plan 2022 (23457 : FY23 Pay Plans and Pay Adjustments)