2017 Total Comp Study-Draft

TUD DY AN AND D 2017 TOTAL C OMPENSATION S TU N EW C OMPENSATION P ROGRAM COUNTY OF LANC L ANCASTER, ASTER, PA

DRAFT DRA FT STU STUD DY RES RESUL ULTS TS

THE COUNTY OF LANCASTER, PA TOTAL COMPENSATION STUDY AND NEW COMPENSATION PROGRAM

TABLE OF CONTENTS 1

INTRODUCTION .......................................................... .................................................................................................................... ................................................................ ......1 1

1.1

BACKGROUND .............................................................................. ........................................................................................................................................ ........................................................................ .............. 1-1

1.2

OVERVIEW OF REMAINING CHAPTERS ............................................................................................................... .............................................................................................................. 1-1

2

APPROACH AND METHODOLOGY ............................................................... ............................................................................................. ..............................2 2

2.1

PROJECT ACTIVITIES ............................................................................................................................................. ............................................................................................................................................ 2-1

2.2

PROJECT INITIATION ................................................................................ ......................................................................................................................................... ............................................................ ... 2-2

2.3 2.4

MARKET DATA SOURCE ........................................................................................ ...................................................................................................................................... .............................................. 2-3 DATA COLLECTION ................................................................................... ........................................................................................................................................... ........................................................... ... 2-4

2.5

PLAN DEVELOPMENT AND ASSIGNMENTS ........................................................................................................ ....................................................................................................... 2-6

3

RESULTS AND REPORTS ........................................................ .............................................................................................................. ......................................................3

3.1

PROPOSED SCHEDULE AND IMPLEMENTATION ................................................................................................ 3-1

3.2 3.3

SALARY STUDY REPORTS ...................................................................................................... .................................................................................................................................... ............................... 3-4 BENEFITS REVIEW .............................................................................................................................. ................................................................................................................................................ ................... 3-5

4

ADMINISTRATION AND MAINTENANCE ....................................................... .................................................................................. ...........................4

4.1 5

STANDARD SALARY MANAGEMENT PRACTICES ............................................................................................... 4-1 PERFORMANCE MANAGEMENT PROGRAM ............................................................ ............................................................................. .................5 5

5.1

OBJECTIVE ............................................................................................................................................................. ............................................................................................................................................................ 5-1

5.2

MANAGEMENT SURVEY ........................................................................................................ ...................................................................................................................................... ............................... 5-1

5.3 5.4

COMPETENCY LIBRARY ..................................................................................................................................... ....................................................................................................................................... ... 5-2 PERFORMANCE MANAGEMENT PROGRAM FEATURES ..................................................................................... .................................................................................... 5-3 APPENDIX A: APPENDIX B: APPENDIX C: APPENDIX D: APPENDIX E: APPENDIX F: APPENDIX G: APPENDIX H: APPENDIX I: APPENDIX J: APPENDIX K: APPENDIX L: APPENDIX M: APPENDIX N: APPENDIX O:

MGT CUSTOM MARKET SURVEY MGT CUSTOM MARKET SURVEY RESULTS THIRD CLASS COUNTY DATA SOURCE MANAGEMENT ISSUES PAPER (MIP) CLASS REVIEW RECOMMENDATIONS PRE-STUDY LANCASTER PAY SCHEDULES PROPOSED PAY SCHEDULES GRADE ORDER LIST REPORTS OUTLIERS REPORT IMPLEMENTATION IMPLEMENTATION REPORT IMPLEMENTATION IMPLEMENTATION SUMMARY REPORT IMPLEMENTATION IMPLEMENTATION STRATEGY REPORT PERFORMANCE PERFORMANCE MANAGEMENT SURVEY SUMMARY COMPETENCY LIBRARY PERFORMANCE PROGRAM INSTRUCTIONS, FORMS, AND SAMPLE TEMPLATE

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Theconsultantteamgratefullyacknowledgesthegenerousassistanceextended tousbytheleadershipan tousbythelea dershipandstaffofLanc dstaffofLancasterCounty. asterCounty.

CHAPTER 1. INTRODUCTION

I.I

BACKGROUND

The County of Lancaster, PA (Lancaster) contracted with MGT Consulting Group (MGT) in January 2017 to conduct a Total Compensation Study and New Compensation Program study. The recommendations provided in this report will assist Lancaster in continuing to operate as efficiently as possible while establishing salary competitiveness benchmarks in the labor markets in which the County competes. Lancaster desires to compensate its employees fairly and at rates consistent with job content, scope, responsibility, and other appropriate compensable factors. To accomplish Lancaster’s goals, MGT’s study included:  

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A review of Lancaster’s current salary schedules, organizational charts, and job descriptions. A review of the data gathered through MGT’s Management Issues Paper (MIP) survey completed by Lancaster department heads to identify concerns regarding position levels and descriptions. A comprehensive analysis and review of classification job descriptions to resolve any issues regarding titles, educational requirements, FLSA/ADA compliance, internal and external relationships, and job responsibilities and duties. A review and comparison of salary data from comparable entities (as approved by Lancaster). The development of a compensation system based upon relevant market comparisons, and the assignment of positions to appropriate placement within the system. Revision/development of job descriptions for positions as needed. A summary of costs and implementation strategies to move Lancaster to the proposed competitive compensation structure.

We appreciate the cooperation of Lancaster’s Project Manager and all employees and supervisors who assisted in the development of job information for this study.

1.2

OVERVIEW OF REMAINING CHAPTERS

This report contains four chapters, including this introduction, that focuses on the classification and compensation review portion of the overall study. The remaining chapters include: 

Chapter 2.0 – Approach and Methodology. This chapter presents a summary of MGT’s methodology for the MIP survey data collection, data collection from comparable county organizations, and for conducting a market analysis for all included classifications. A description of each component is provided along with references to appendices containing more detailed information.

County of Lancaster, PA Total Compensation Study and New Compensation Program

Draft Study Results

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CHAPTER 1: INTRODUCT INTRODUCTION ION

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Chapter 3.0 – Results and Reports. This chapter provides information on the proposed compensation system, an overview of salary reports and estimated implementation costs, and a summary of the benefits review. Chapter 4.0 – Administration and Maintenance. This chapter presents detailed information about the construction of the compensation system and guidelines for administering and maintaining the new system. A list of key definitions is included to guide future pay plan management decisions. Chapter 5.0 – Performance Management Program. This chapter presents detailed information about the evaluation and construction of the performance management program developed as part of this study.

Additional information related to this study may be found in the appendices of this report, which include: APPENDIX A:

MGT CUSTOM MARKET SURVEY

APPENDIX B:

MGT CUSTOM MARKET SURVEY RESULTS

APPENDIX C:

THIRD CLASS COUNTY DATA SOURCE

APPENDIX D:

MANAGEMENT ISSUES PAPER (MIP)

APPENDIX E:

CLASS REVIEW RECOMMENDATIONS

APPENDIX F:

PRE-STUDY LANCASTER PAY SCHEDULES

APPENDIX G:

PROPOSED PAY SCHEDULES

APPENDIX H:

GRADE ORDER LIST REPORTS

APPENDIX I:

OUTLIERS REPORT

APPENDIX J:

IMPLEMENTATION REPORT

APPENDIX K:

IMPLEMENTATION SUMMARY REPORT

APPENDIX L:

IMPLEMENTATION STRATEGY REPORT

APPENDIX M:

PERFORMANCE MANAGEMENT SURVEY SUMMARY

APPENDIX N:

COMPETENCY LIBRARY

APPENDIX O:

PERFORMANCE PROGRAM INSTRUCTIONS, FORMS, AND SAMPLE TEMPLATE


Draft Study Results

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CHAPTER 2. APPROACH AND METHODOLOGY 2.I PROJECT ACTIVITIES MGT crafted a methodological approach to address the specific issues, concerns, and objectives of Lancaster. Although generally accepted procedures, methodologies, and formats were used to conduct the study and prepare deliverables, the content of all final products was specifically tailored to the unique circumstances and requirements of Lancaster. The approach used for this engagement consisted of the following project activities: 

TASK 1: CONDUCT INITIAL MEETING(S) AND FINALIZE PROJECT WORK PLAN The objective of this task was to establish a mutually agreed upon project work plan, timeline, deliverables, and monitoring procedures to accomplish all project objectives.

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TASK 2: DEVELOP A COMMUNICATIONS STRATEGY The objective of this task was to develop a strategy for communications during the study.

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TASK 3: REVIEW EXISTING COMPENSATION AND PERFORMANCE EVALUATION SYSTEMS The purpose of this task was to analyze job descriptions, policies, and the placement of classifications in the current system to identify issues within the current salary structure, review existing position compensation and classification plan documents, current organizational charts, prior studies, and databases, and to assess the current performance evaluation system.

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TASK 4: GATHER AND EVALUATE CURRENT EMPLOYEE JOB DATA The purpose of this task was to administer MGT’s Management Issues Paper (MIP) survey to offer department heads the opportunity to identify compensation and classification problems relating to their own areas of responsibility and to review all relevant compensation information received from Lancaster Human Resources.

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TASK 5: IDENTIFY RECRUITMENT MARKETS Identify the appropriate recruitment market(s) for use in the selection of relevant data sources for benchmarking classifications.

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TASK 6: CONDUCT MARKET SURVEY(S) The objective of this task was to determine, in conjunction with Lancaster’s Project Manager, the appropriate comparison organizations to use for benchmarking Lancaster’s classifications.

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TASK 7: DEVELOP PERFORMANCE EVALUATION SYSTEM The purpose of this task was to review and examine Lancaster’s current performance evaluation system to determine its strengths and weaknesses, and to identify the needed components for an updated system.

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TASK 8: DEVELOP COMPENSATION SYSTEM AND PRESENT REPORT The purpose of this task was to provide Lancaster with updated classification and compensation structures and to provide policies and procedures for the maintenance and administration of the County of Lancaster, PA Total Compensation Study and New Compensation Program  Draft Study Results

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CHAPTER 2: APPROACH AND METHODOLOGY

new system in a final report, detailing study methodology, recommendations, and implementation strategies. 

TASK 9: DEVELOP IMPLEMENTATION STRATEGIES The objective of this task was to provide Lancaster with phase‐in options and cost projections for the proposed changes to its classification and pay structures.

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TASK 10: PROVIDE STAFF TRAINING The objective of this task was to provide training to Lancaster’s Project Manager and designated staff on the proposed compensation system to guide administration and maintenance.

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TASK 11: PROVIDE ONGOING ASSISTANCE The objective of this task is to provide consultation to Lancaster’s Project Manager and designated staff on the maintenance of the system for a period of 12 months post‐study.

The remaining sections of this chapter provide an overview of MGT’s key project activities.

2.2

PROJECT INITIATION

Upon agreement to proceed, MGT’s Project Director held a kick‐off conference call on January 13 th, 2017 with Lancaster’s Project Manager and key staff to discuss the study’s objectives, timeline, and the strengths and weaknesses of the current systems. Discussions also focused on Lancaster’s preferences and needs with regard to the systems to be developed. The discussions resulted in a view of Lancaster’s priorities for classification review, salary administration, and long‐range planning. The MGT Project team conducted onsite meetings and orientation sessions with Lancaster employees on February 23 rd. At the start of the study, MGT requested that Lancaster provide a database of employee names, positions, class dates, current salaries, and other pertinent information for for analysis. This information served as a directory of the positions to be analyzed. Lancaster’s Project Manager also provided MGT with copies of current salary schedule, organizational charts, and other related policies and data. MGT maintained frequent contact with the Lancaster’s Project Manager throughout the course of the study to ensure that components of the classification and compensation plan met Lancaster’s needs and desires.

County of Lancaster, PA Total Compensation Study and New Compensation Program  Draft Study Results

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2.3

MARKET DATA SOURCES

One of the key components of a salary study is the market review. Relevant recruitment markets were identified in collaboration with Lancaster’s Project Manager and used to identify relevant market data sources for benchmarking Lancaster’s classifications. classifications. Several market data sources were analyzed during during this study. The primary data sources utilized for this study and discussed in this report are shown in Exhibit 2‐1. EXHIBIT 2‐1: SELECTED MARKET DATA SOURCES USED FOR POSITION BENCHMARKING MGT Right‐To‐Know County Data Collection, 2017

Right‐To‐Know data requests were sent to 10 PA counties (Third Class) to gather salary and benefits data for analyses. These counties included Northampton, Berks, Cumberland, Westmoreland, Chester, Dauphin, Erie, Lackawanna, Lehigh, Luzerne, and York. This data source was used primarily for benchmarking and developing the proposed new system. See Appendix C and Section 2.4 for more information about this source and the counties included. Bureau of Labor Statistics (BLS), Occupational Employment Statistics, May 2016

Multiple recruitment areas were analyzed for market comparisons. The resulting primary recruitment areas used for benchmarking were Lancaster, PA metropolitan statistical area and Harrisburg‐Carlisle, PA metropolitan statistical area. The BLS data source was used as a secondary source for benchmarking where Right‐To‐Know data were unavailable. MGT Custom Market Survey, April 2017

A list of comparable private organizations and the related recruitment markets were provided by Lancaster’s Project Manager. This data source was used in market analyses but was excluded from benchmarking due to the low survey response rate and the availability of other more comprehensive data sources. A copy of the MGT Custom Market Salary Survey is provided in Appendix A. A copy of the Custom Salary Survey results is provided in Appendix B. See Section 2.4 for more information about this source. Sources: MGT Consulting Group, U.S. Bureau of Labor Statistics website, 2017. The findings and recommendations included in this report are the result of this market review and an evaluation of the comparison group data collected. MGT reviewed the market data and benchmarks for relevance and appropriateness. It should be noted that, in any market comparison, there are no mirror images for an organization, and position matches involve judgement in making comparisons. Through a detailed compilation and comprehensive review of the determined competitive markets, one can establish a general guide to assess market conditions. In reviewing Lancaster’s salary structure, a considerable amount of data were generated to select appropriate competitive markets and position benchmarks to conduct comparisons.


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2.4

DATA COLLECTIO N

CUSTOM MARKET SURVEY

Lancaster’s identified comparison organizations were invited to participate in MGT’s Custom Market Survey in April 2017 to gather salary data for benchmarking and analyses. A copy of the survey tool used in this data collection is included in Appendix A. All comparison organizations received a survey invitation via email on April 4 th, and several email reminders and follow‐up calls were made to encourage participation. The survey was closed on April 18 th. The participating comparison organizations included: 1. City of Lancaster 2. Penn Township 3. East Lampeter Township The survey primarily queried comparison organizations about their organization’s minimum, midpoint, and maximum salaries and average salaries associated with selected selected positions. MGT’s custom survey specifically focused on the following classification titles: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

Caseworker Caseworker Senior Caseworker Supervisor Clerical I (Secretary, Administrative Secretary) Clerical II (Secretary, Administrative Secretary) Clerical III (Secretary, Administrative Secretary) Clerical Supervisor Fiscal Technician Payroll Clerk Clerk Maintenance Worker I Maintenance Worker II Court Reporter Planner Accountant I

A copy of the Custom Survey results is provided in Appendix B.


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RIGHT‐TO‐KNOW DATA REQUESTS

MGT referenced the Pennsylvania County Class System to select Lancaster’s peers for Right‐To‐Know public market data collection. The County Class System contains eight class groups organized by population, from least to greatest – 1 being least and 8 being greatest. Lancaster County falls into the 3rd Class grouping based on its population. The counties included in the Third Class group include: 1. 2. 3. 4. 5. 6.

Northampton Berks Cumberland Westmoreland Chester Dauphin

7. 8. 9. 10. 11.

Erie Lackawanna Lehigh Luzerne York

MGT submitted public Right‐To‐Know data requests for each of the Third Class counties to gather information on comparable salary ranges, average salaries, benefits information, and other relevant data to include in this study’s analyses and benchmarking process.


Department heads were invited to participate in an MGT’s online survey, the Management Issues Paper (MIP) (see Appendix D), to collect information about specific concerns related to Lancaster’s current classification and compensation system. Survey respondents identified concerns or issues with specific classifications or job positions, including issues of recruitment, retention, salary grade/range, professional development and advancement, and classification title. The MIP survey was distributed via e‐mail on February 24th, 2017, and the survey closed on March 10 th. A total of 162 MIP submissions were received after excluding blank submissions. The results from the MIP survey were provided to Lancaster’s Project Manager in a supplemental report.

CLASSIFICATION REVIEWS

The MGT team evaluated all Lancaster classifications regarding their duties, responsibilities, and qualifications to determine recommendations for job description updates, class title revisions, FLSA status changes, and EEO category updates. MGT reviewed the primary duties of each classification, the required education, experience, skills, and training for each position, and the classification recommendations were reviewed and finalized jointly with the Lancaster project team. The finalized classifications were then used to benchmark to comparable positions in the identified recruitment markets selected for this study. Appendix E provides a summary of the recommendations from this classification review.


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2.5

PLAN DEVELOPMENT AND ASSIGNMENTS

Appendix F provides an overview of Lancaster’s pay schedules prior to the study. After collecting Lancaster job data and relevant market data, MGT conducted an extensive review of all included classifications relative to the identified recruitment markets, and selected the most appropriate market benchmark classification based upon data availability and validity. The MIP survey data provided by Lancaster department heads and the data collected during the market review were combined and evaluated to determine updates needed for creating new salary schedules, revisions to classification titles and job descriptions, and determining class grade assignments within the proposed compensation system.

Per extensive discussion with the Lancaster project team and a comprehensive review of Lancaster’s employee data and market data, MGT created a new pay schedule set, exempt and non‐exempt, as Lancaster’s new compensation system, and assigned classifications to grade assignments to allow room for career advancement, reduce salary compression, and reflect the competitive market (see Chapter 4.0 and Appendix G for the proposed pay schedules). The midpoint of each grade in the pay grade range represents the market midpoint. After a thorough review and discussion with Lancaster’s Project Team, discounted schedules were created to set the midpoint salaries to 90 percent of the market as Lancaster’s current compensation policy for implementation. Related estimated implementation costs were recalculated based on the discounted schedules. Lancaster’s job classifications were reviewed and benchmarked to comparable market classifications in terms of each classification’s duties, responsibilities, and education and experience requirements. The benchmark selected for each classification were further evaluated to identify those classifications that were strong matches to be first evaluated for developing the proposed pay plans and initial grade assignments. Classification grade adjustments were reviewed relative to recruiting needs, job family hierarchies, assigned supervisors, and classifications were reassigned where necessary. (See Chapter 4.0 for more details regarding salary assignments).


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CHAPTER 3. RESULTS AND REPORTS

3.I

PROPOSED SCHEDULE AND IMPLEMENTATION

MGT created a new compensation system according to the identified recruitment markets, selected benchmarks, and based upon input received from key Lancaster personnel. The proposed competitive pay structures were developed with the following characteristics: 

Two pay structures, exempt and non‐exempt, consisting of 25 pay grades each (plans were provided based on 40‐hour and 37.5‐hour work weeks – see Appendix G for G for the proposed plans).

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Grade midpoint salaries, per the County’s compensation policy related to implementation, represent 90% of the market salary average, and proposed class grade placements were adjusted and calibrated in consideration of internal hierarchies.

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Pay structure and grade assignment based on local/regional recruitment market average salaries (see Chapter 2.0 for 2.0 for more on the selected market data sources).

Each classification included in the study (current, vacant, and potential) was assigned to a pay grade within the proposed pay structure. Employees with seven or more years of service were assigned to salaries reflecting the competitive market midpoint (additional pay based on merit or longevity was not considered and applied, and only base salaries are proposed). It is anticipated that employees with fewer than seven years of service will be at the market point when they have served seven years in their position. Those employees with fewer than seven years of service were calibrated appropriately between the grade minimum and market midpoint based on the number of years served. The seven‐ year experience mark was established in recognition that newly hired employees without experience would be considered fully‐trained in their positions upon attaining the seven‐year service mark. MGT encourages the expeditious implementation of the salary structures and adjustment recommendations proposed in this report as the salary structures and salary assignments are based on the most current competitive market data available. MGT recommends that the following phase‐in priorities be established: 1. All employees below the minimum salary of their assigned pay grade should be brought to the minimum as soon as possible. 2. All employees with seven or more years of service should be brought to the discounted market midpoint as soon as possible. 3. All remaining adjustments should be completed based upon a timed implementation schedule.


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CHAPTER 3: RESULTS AND REPORTS

Exhibit 3‐1 presents 3‐1 presents the proposed discounted non‐exempt pay plan developed for Lancaster. EXHIBIT 3‐1: PROPOSED DISCOUNTED PAY SCHEDULE – NON‐EXEMPT MIDPOINTS REFLECTING 90% OF THE MARKET AVERAGE 40-Hour Schedul e

37.5-Hour Schedul e

25 22,361.17 59,115.54 4.134% 2 5. 0 % 25.0%

Grad Gr ade e Mi Mini nimu mum m ((-25 25%) %) N1 N2 N3 N4 N5 N6 N7 N8 N9 N10 N11 N12 N13 N14 N15 N16 N17 N18 N19 N20 N21 N22 N23 N24 N25

$16,770.87 $17,464.50 $18,186.75 $18,938.25 $19,721.25 $20,536.50 $21,385.50 $22,269.75 $23,190.00 $24,148.50 $25,146.75 $26,186.25 $27,268.50 $28,395.75 $29,569.50 $30,792.00 $32,064.75 $33,390.00 $34,770.00 $36,207.00 $37,704.00 $39,262.50 $40,885.50 $42,576.00 $44,336.66

# of Grades Minimum Value Maximum Value % Between Grades Min Spread (% Below) Max Spr ead (% Above)

Midp Mi dpoi oint nt $22,361.17 $23,286.00 $24,249.00 $25,251.00 $26,295.00 $27,382.00 $28,514.00 $29,693.00 $30,920.00 $32,198.00 $33,529.00 $34,915.00 $36,358.00 $37,861.00 $39,426.00 $41,056.00 $42,753.00 $44,520.00 $46,360.00 $48,276.00 $50,272.00 $52,350.00 $54,514.00 $56,768.00 $59,115.54

Maxi Ma ximu mum m (+ (+25 25%) %) $27,951.46 $29,107.50 $30,311.25 $31,563.75 $32,868.75 $34,227.50 $35,642.50 $37,116.25 $38,650.00 $40,247.50 $41,911.25 $43,643.75 $45,447.50 $47,326.25 $49,282.50 $51,320.00 $53,441.25 $55,650.00 $57,950.00 $60,345.00 $62,840.00 $65,437.50 $68,142.50 $70,960.00 $73,894.43

25 24,845.74 65,683.94 4.134% 25.0% 25.0%


$16,323.65 $16,998.78 $17,701.77 $18,433.23 $19,195.35 $19,988.86 $20,815.22 $21,675.89 $22,571.60 $23,504.54 $24,476.17 $25,487.95 $26,541.34 $27,638.53 $28,780.98 $29,970.88 $31,209.69 $32,499.60 $33,842.80 $35,241.48 $36,698.56 $38,215.50 $39,795.22 $41,440.64 $43,154.35

# of Grades Minimum Value Maximum Value % Between Gr ades Min Spread (% Below) Max Spread (% Above)


Maxi Ma ximu mum m (+ (+25 25%) %) $27,206.09 $28,331.30 $29,502.95 $30,722.05 $31,992.25 $33,314.77 $34,692.03 $36,126.48 $37,619.33 $39,174.23 $40,793.62 $42,479.92 $44,235.57 $46,064.22 $47,968.30 $49,951.47 $52,016.15 $54,166.00 $56,404.67 $58,735.80 $61,164.27 $63,692.50 $66,325.37 $69,067.73 $71,923.91

Source: MGT Consulting Group, 2017. Midpoint salaries represent 90% of the market average.


Draft Study Results

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Exhibit 3‐2 presents 3‐2 presents the proposed discounted exempt pay plan developed for Lancaster. EXHIBIT 3‐2: PROPOSED DISCOUNTED PAY SCHEDULE – EXEMPT MIDPOINTS REFLECTING 90% OF THE MARKET AVERAGE 40-Hour Schedul e

37.5-Hour Schedul e

25 32,174.46 115,027.72 4.491% 25.0% 25.0%

Grad Gr ade e Mi Minim nimum um (-2 (-25% 5%)) E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16 E17 E18 E19 E20 E21 E22 E23 E24 E25 E26 E27 E28 E29 E30

$28,767.00 $30,059.25 $31,409.25 $32,820.00 $34,293.75 $35,834.25 $37,443.75 $39,125.25 $40,882.50 $42,718.50 $44,637.00 $46,641.75 $48,736.50 $50,925.00 $53,211.75 $55,601.25 $58,098.00 $60,707.25 $63,433.50 $66,282.00 $69,258.75 $72,369.00 $75,618.75 $79,014.75 $82,563.00 $86,270.79

Grades Minimum Value Maximum Value % Between Grades Min Spread (% Below) Max Spread (% Above)

25 35,749.40 127,808.57 4.491% 25.0% 25.0%

Midpoi Mid point nt

Maxim Ma ximum um (+ (+25 25%) %)

Grad Gr ade e

$38,356.00 $40,079.00 $41,879.00 $43,760.00 $45,725.00 $47,779.00 $49,925.00 $52,167.00 $54,510.00 $56,958.00 $59,516.00 $62,189.00 $64,982.00 $67,900.00 $70,949.00 $74,135.00 $77,464.00 $80,943.00 $84,578.00 $88,376.00 $92,345.00 $96,492.00 $100,825.00 $105,353.00 $110,084.00 $115,027.72

$47,945.00 $50,098.75 $52,348.75 $54,700.00 $57,156.25 $59,723.75 $62,406.25 $65,208.75 $68,137.50 $71,197.50 $74,395.00 $77,736.25 $81,227.50 $84,875.00 $88,686.25 $92,668.75 $96,830.00 $101,178.75 $105,722.50 $110,470.00 $115,431.25 $120,615.00 $126,031.25 $131,691.25 $137,605.00 $143,784.65

E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16 E17 E18 E19 E20 E21 E22 E23 E24 E25 E26 E27 E28 E29 E30

Mini Mi nimu mum m (-2 (-25% 5%)) $27,999.88 $29,257.67 $30,571.67 $31,944.80 $33,379.25 $34,878.67 $36,445.25 $38,081.91 $39,792.30 $41,579.34 $43,446.68 $45,397.97 $47,436.86 $49,567.00 $51,792.77 $54,118.55 $56,548.72 $59,088.39 $61,741.94 $64,514.48 $67,411.85 $70,439.16 $73,602.25 $76,907.69 $80,361.32 $83,970.23


Midp Mi dpoin ointt $37,333.17 $39,010.23 $40,762.23 $42,593.07 $44,505.67 $46,504.89 $48,593.67 $50,775.88 $53,056.40 $55,439.12 $57,928.91 $60,530.63 $63,249.15 $66,089.33 $69,057.03 $72,158.07 $75,398.29 $78,784.52 $82,322.59 $86,019.31 $89,882.47 $93,918.88 $98,136.33 $102,543.59 $107,148.43 $111,960.31

Maxim Ma ximum um (+ (+25 25%) %) $46,666.47 $48,762.78 $50,952.78 $53,241.33 $55,632.08 $58,131.12 $60,742.08 $63,469.85 $66,320.50 $69,298.90 $72,411.13 $75,663.28 $79,061.43 $82,611.67 $86,321.28 $90,197.58 $94,247.87 $98,480.65 $102,903.23 $107,524.13 $112,353.08 $117,398.60 $122,670.42 $128,179.48 $133,935.53 $139,950.39

Source: MGT Consulting Group, 2017. Midpoint salaries represent 90% of the market average.


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Exhibit 3‐3 summarizes 3‐3 summarizes the total fiscal impact of the proposed discounted pay schedule. The total estimated fiscal cost of the new plan recommendations is $1,815,087.10. It should be noted that the adjustment figures and implementation costs presented in this report do not take into consideration any additional merit pay or other increases or adjustments made by Lancaster per individual employee. Implementation cost data should also be updated with the most current employee information (current salaries, class dates, etc.) before initiating implementation as study data were held constant. EXHIBIT 3‐3: TOTAL PAYROLL AND ADJUSTMENT COSTS 90% OF THE MARKET AVERAGE Total Payroll Of Salaries Reviewed

Total Adjustment Cost

46,158 158,836 46,4 46,492 92,7 ,705 05

Total Adjusted Payroll

1,815, 15,087 1,96 1,966, 6,54 544 4

47,973 973,923 Feb 2017 Data 48,4 48,459 59,2 ,249 49 Dec Dec 2017 2017 Data ata

Source: MGT Consulting Group, 2017. 3.2

SALARY STUDY REPORTS

In the appendices of this report, MGT has developed and provided several study reports that will assist Lancaster in reviewing and implementing the new pay plan. These reports are as follows: Grade Order List Reports ‐ Appendix H indicates the pay grade to which each class title would be assigned under each proposed plan, as well as a full grade order listing by minimum salary for all classifications. These lists further indicate the minimum, midpoint, and maximum salaries for each pay grade. Outliers Report ‐ Appendix I contains a list of employees who fall below the minimum of their assigned pay grade in their proposed pay plan. It also includes the implementation cost to bring each employee to the minimum of their proposed pay grade. Implementation Report ‐ Appendix J provides fiscal implementation costs for the recommended pay structures and grade assignments for all employees in the study. Implementation Summary Report ‐ Appendix K identifies the total fiscal impact of the recommendations and by division. The summary report shows the payroll figures, the change to payroll with implementation, and the total adjustment amount needed within the division and overall. Implementation Strategy Report ‐ Appendix L provides potential implementation strategy.


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3.3

BENEFITS REVIEW

This report section provides an overview of Lancaster’s benefits program and the benefits comparative assessment from this study’s competitive market analysis.

OVERVIEW OF LANCASTER BENEFITS

MGT reviewed the benefits information provided by Lancaster’s Human Resources department to compile benefits available to County employees. This chapter section provides an overview of the health, leave, and retirement benefits offered to Lancaster employees. Lancaster offers its full‐time employees a variety of benefits, including:       

Commuter Program Critical Illness Insurance Plan Dental Insurance Disability Options Employee Assistance Program Health Insurance Vacation & Sick Leave

      

Life and AD&D Insurance Options Retirement Sick Leave Bank Supplemental Retirement Accounts Tuition Reimbursement Vision Insurance Wellness Program

HEALTH BENEFITS

Lancaster offers health coverage to employees at a minimal cost to employees depending on the plan selected. Exhibit 3‐3 through 3‐5 through 3‐5 show show the contributions made by employees per pay period for each health plan. EXHIBIT 3‐3: 2017 EMPLOYEE MEDICAL CONTRIBUTION PER PAY PERIOD COVERAGE

CAPITAL BLUE CROSS

EMPLOYEE ONLY

$8.49

EMPLOYEE + SPOUSE

$16.99

EMPLOYEE + SPOUSE WITH SPOUSAL PREMIUM

$30.45

EMPLOYEE + CHILD(REN)

$13.59

EMPLOYEE + FAMILY

$21.24

EMPLOYEE + FAMILY WITH SPOUSAL PREMIUM

$34.70

Source: County of Lancaster Human Resources, 2017.


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EXHIBIT 3‐4: 2017 EMPLOYEE DENTAL CONTRIBUTION PER PAY PERIOD COVERAGE

UNITED CONCORDIA

EMPLOYEE ONLY

$ .90

EMPLOYEE + SPOUSE

$14.00


$ 22.17

EMPLOYEE + FAMILY

$ 36.87

Source: County of Lancaster Human Resources, 2017

EXHIBIT 3‐5: 2017 EMPLOYEE VISION CONTRIBUTION PER PAY PERIOD COVERAGE

VISION BENEFITS OF AMERICA (VBA) OPTION 1

OPTION 2

EMPLOYEE ONLY

$.15

$.46

EMPLOYEE + SPOUSE

$2.04

$3.71


$2.28

$3.81

EMPLOYEE + FAMILY

$5.10

$7.16


LEAVE BENEFITS

VACATION Vacation leave is offered to Lancaster employees after six months of continuous employment. Vacation is earned at a monthly rate, as shown in the schedule presented in Exhibit 3‐6. 3‐6. Employees may carry a maximum of 20 vacation days from one calendar year to the next with Department Head approval. EXHIBIT 3‐6: VACATION LEAVE ACCRUAL FOR LANCASTER EMPLOYEES YEARS OF EMPLOYMENT AT LANCASTER

LEAVE EARNED PER YEAR

FROM THE DATE OF EMPLOYMENT THROUGH FIFTH YEAR

2 BUSINESS WEEKS (10 DAYS)

SIXTH YEAR THROUGH TENTH YEAR


TENTH YEAR THROUGH FIFTEENTH YEAR


AFTER FIFTEENTH YEAR




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HOLIDAY LEAVE Lancaster offers 12 days of holiday leave and observes the following schedule:      

New Year’s Day Labor Day Martin Luther King Jr. Day Columbus Day Presidents’ Day Veterans Day

     

Good Friday Thanksgiving Day Memorial Day Friday after Thanksgiving Day Independence Day Christmas Day

In addition, employees may request earned sick leave be used as personal leave. A maximum of four days of earned sick leave per year can be used as personal leave.

SICK LEAVE Lancaster provides employees with the opportunity to accumulate sick time credit to be used in the event of absence due to personal illness or injury. An employee may also request a maximum of five days of earned sick leave per year to care for immediate family member(s) with health conditions requiring the employee’s personal care and attention. A maximum of six weeks of earned sick leave may be used immediately following the birth or adoption of a child. Lancaster provides a voluntary Sick Leave Bank for employees with more than 30 sick days accrued. After enrollment and authorization to contribute two sick days to the bank and one sick day to be contributed in their one year anniversary, members may be granted up to 50 sick leave days. RETIREMENT BENEFITS

Participation in the Lancaster County Employees’ Retirement Plan is mandatory. The plan is a contributory system with a minimum of 5% of the employee’s gross salary automatically deducted from their paycheck. Employees may voluntarily contribute an additional 10% maximum. Employees may change contribution percentages during open enrollment. Employees are eligible for retirement if they meet one of the following: Superannuation Retirement:  

60 years old or older and contributing to the retirement system, or Employee has completed 20 years of service at age 55 and contributing to the retirement system.

Voluntary Retirement: 

Employee has completed 20 years of service and has not reached superannuation retirement age.


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Involuntary Retirement: 

Employee has completed eight years of service and discontinued from service involuntarily and not reached superannuation retirement age.

Disability Retirement: 

If the employee has become totally and permanently disabled and has completed 5 years of employment but is not eligible for a superannuation retirement pension.

In addition, there are two tax‐deferred supplemental retirement programs available to employees through AIG‐VALIC and Nationwide Insurance.

BENEFITS COMPARATIVE ANALYSES

Lancaster’s benefits package was analyzed and compared to its peer counties (see Chapter 2 – Methodology). Methodology ). One of the primary indicators of market competitiveness is the value of an organization’s benefits package relative to total compensation. As part of MGT’s data collection, Lancaster’s peer counties and organizations were asked to provide the overall average value of their benefits package as a percentage of total compensation offered to its employees. Exhibit 3‐7 provides 3‐7 provides a summary of their responses. On average, Lancaster’s peer organizations reported a benefits package value of 40.81 % compared to Lancaster’s 39% benefits value, overall ranging from 24.7% to 58.1%. EXHIBIT 3‐7: OVERALL AVERAGE BENEFIT VALUES AS A PERCENTAGE OF TOTAL COMPENSATION PEER ORGANIZATION

BENEFITS PERCENTAGE OF TOTAL COMPENSATION

DAUPHIN COUNTY EAST LAMPETER TOWNSHIP YORK BERKS COUNTY CUMBERLAND COUNTY CITY OF LANCASTER LANCASTER COUNTY NORTHAMPTON COUNTY PENN TOWNSHIP CHESTER COUNTY PEER AVERAGE

58.1% 46.0% 45.0% 43.5% 40.0% 40.0% 39.0% 35.0% 35.0% 24.7% 40.81%

Source: MGT Consulting Group, MGT April 2017 Custom Market Market Survey and County Right‐to‐ Know data collection, 2017. Note: Outreach was conducted with Erie, Lackawanna, Luzerne, and Westmoreland Counties, however, responses for their average benefit value as a percentage of overall compensation was not provided.

As shown in Exhibit 3‐8, 3‐8, most respondents offer retirement options, health, dental, and vision insurance to their employees. A few of the respondents also offer Short Term Disability (36% each). Additionally, Additionally, County of Lancaster, PA Total Compensation Study and New Compensation Program

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most of respondents provide other benefits to their employees, such as wellness programs, Flexible Spending Accounts, tuition reimbursement, and military and bereavement leave. EXHIBIT 3‐8: AVERAGE BENEFITS OFFERED TO EMPLOYEES SHORT TERM DISABILITY

LONG TERM DISABILITY

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

LEHIGH COUNTY

X

X

X

X

X

LUZERNE COUNTY

X

X

X

X

X

NORTHAMPTON COUNTY

X

X

X

X

X

PENN TOWNSHIP

X

X

X

X

X

WESTMORELAND COUNTY

X

X

X

X

X

X

YORK COUNTY

X

X

X

X

X

X

HEALTH INS.

VISION

LIFE INS.

DENTAL

RETIREMENT

LANCASTER COUNTY

X

X

X

X

X

BERKS COUNTY

X

X

X

X

X

CHESTER COUNTY

X

X

X

X

CUMBERLAND COUNTY

X

X

X

DAUPHIN COUNTY EAST LAMPETER TOWNSHIP ERIE COUNTY

X

X

X

X

X

CITY OF LANCASTER

X

LACKAWANNA COUNTY

PEER ORGANIZATI ORGANIZATION ON

X

Source: MGT Consulting Group, MGT April 2017 Custom Market Market Survey and County Right‐to‐Know data collection, 2017.


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Exhibit 3‐9 summarizes 3‐9 summarizes the number of paid leave days offered by Lancaster in comparison to its peers . An average of 23 vacation/annual leave days are offered by responding organizations, 14 sick days, 14 holidays, and 11 “other” days. When totaled, responding employers offer an average of 50 paid days of leave to their employees annually (a range of 12 to 75 days). Respondents offering other employee leaves include Military Leave (15 days), and Bereavement leave (4‐5 days). EXHIBIT 3‐9: AVERAGE NUMBER OF PAID DAYS OFFERED FOR EACH TYPE OF LEAVE PEER ORGANIZATION

VACATION

HOLIDAY

SICK LEAVE

PERSONAL LEAVE

OTHER

TOTAL PAID DAYS

LUZERNE COUNTY

24

24

18

5

4

75

ERIE COUNTY

18

14

15

4

18

69

DAUPHIN COUNTY

23

9

13

3

15

63

BERKS COUNTY

20

13

7

2

20

62

LACKAWANNA COUNTY

15

14

20

4

4

53

LANCASTER COUNTY

19

12

12

4

PENN TOWNSHIP

18

11

12

4

CHESTER COUNTY

18

14

12

3

47 7

52 47

WESTMORELAND COUNTY

13

13

CUMBERLAND COUNTY

12

12

PEER AVERAGE

19

14

14

4

11

50

Source: MGT Consulting Group, County Right‐to‐Know data collection, 2017.

*Relative to the calculated average number of vacation days offered, as the actual vacation day benefit is dependent upon the number of service years for each employee. Exhibit 3‐10 provides more detail on the counties’ leave accrual policies. EXHIBIT 3‐10: NUMBER OF VACATION DAYS OFFERED BY PARTICIPATING PEER ORGANIZATIONS BERKS COUNTY YEARS OF SERVICE 1‐4 YRS. 5‐10 YRS. 11‐15 YRS. 16‐19 YRS. 20+ YRS.

ANNUAL LEAVE 10 15 20 25 30

AVERAGE:

20

CHESTER COUNTY YEARS OF SERVICE 1‐5 YRS. 6‐15 YRS. 16+ YRS.

ANNUAL LEAVE 12 DAYS 18 DAYS 24 DAYS

18

LACKAWANNA COUNTY YEARS OF SERVICE 6 MOS. – 1 YR. 1‐5 YRS. 5‐9 YRS. 10‐14 YRS. 15+ YRS.

ANNUAL LEAVE 5 10 15 20 25

DAUPHIN COUNTY YEARS OF SERVICE 0‐2 YRS. 2 – 5 YRS. 5‐10 YRS. 10‐15 YRS. 15‐19 YRS. 19‐24 YRS. OVER 24 YRS.

15


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ANNUAL LEAVE 12 DAYS 16 DAYS 21 DAYS 24 DAYS 27 DAYS 30 DAYS 35 DAYS 23

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ERIE COUNTY

LUZERNE COUNTY Y

YEARS OF SERVICE 0‐1 YR. 1‐3 YRS. 3‐6 YRS. 6‐10 YRS. 10‐15 YRS.

ANNUAL LEAVE 6 DAYS 12 DAYS 15 DAYS 18 DAYS 21 DAYS

YEARS OF SERVICE FIRST YEAR 2 – 5 YRS. 6‐10 YRS. 11‐14 YRS. 15‐20 YRS.

ANNUAL LEAVE 7 DAYS 15 DAYS 18 DAYS 20 DAYS 22 DAYS

15‐20 YRS.

25 DAYS

21 YRS.

25 DAYS

20+ YRS.

30 DAYS

22 YRS. 23 YRS. 24 YRS. 25 YRS. 26 YRS. 27 YRS. 28 YRS. 29 YRS. 30 YRS. 31 YRS.

AVERAGE :

18

25.5 DAYS 26 DAYS 26.5 DAYS 27 DAYS 27.5 DAYS 28 DAYS 28.5 DAYS 29 DAYS 29.5 DAYS 30 DAYS 15

LANCASTER COUNTY YEARS OF SERVICE 0 – 5TH YR. 6TH – 10TH YR. 10TH‐15TH YR. 15TH + YRS.

ANNUAL LEAVE 10 DAYS 15 DAYS 20 DAYS 25 DAYS

19



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The average amounts paid by employees for Employee Only benefits are shown in Exhibit 3‐11. 3‐11. Most employees pay more for Employee Only Premiums (Avg. (Avg . $55.14), compared to Lancaster Employees (Avg. $18.40). Although the premium costs are lower in Lancaster County, deductibles are higher than a majority of their peer organizations. Exhibit organizations. Exhibit 3‐12 displays 3‐12 displays annual deductible amounts paid by employees for ‘EMPLOYEE ONLY’ health insurance. EXHIBIT 3‐11: AVERAGE MONTHLY AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE ONLY BENEFITS PEER ORGANIZATION

AVERAGE MONTHLY DOLLAR AMOUNT PAID BY EMPLOYEE

CUMBERLAND COUNTY (H.R.A.) PENN TOWNSHIP BERKS COUNTY (AFSCME) CITY OF LANCASTER YORK COUNTY LEHIGH COUNTY LACKAWANNA COUNTY WESTMORELAND COUNTY BERKS COUNTY LUZERNE COUNTY DAUPHIN COUNTY CHESTER COUNTY EAST LAMPETER TOWNSHIP LANCASTER COUNTY CUMBERLAND COUNTY (H.S.A.) PEER AVERAGE

$119.54 $97.00 $77.93 $76.82 $75.79 $66.87 $60.00 $47.62 $42.02 $37.24 $25.00 $24.06 $22.00 $18.40 $0.00 $55.14

Source: MGT Consulting Group, MGT April 2017 Custom Market Survey Survey and County Right‐to‐Know data collection, 2017. Note: Averages were calculated for counties (Berks, Chester, Lehigh, Luzerne, and York) with multiple classifications and plans/tiers of enrollment. Erie, and Northampton Counties did not provide costs for employee only coverage.

EXHIBIT 3‐12: ANNUAL DEDUCTABLE AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE ONLY (SINGLE) HEALTHCARE INSURANCE PREMIUM SINGLE – ANNUAL DEDUCTABLE PEER ORGANIZATION CUMBERLAND COUNTY (H.R.A.) LANCASTER COUNTY CUMBERLAND COUNTY (H.S.A.) CHESTER COUNTY LUZERNE COUNTY DAUPHIN COUNTY BERKS COUNTY BERKS COUNTY (AFSCME)

IN NETWORK $3,300 $1,500 $1,300 $500 $500 $300 $250 $250

PEER ORGANIZATION CUMBERLAND COUNTY (H.R.A.) LANCASTER COUNTY CUMBERLAND COUNTY (H.S.A.) CHESTER COUNTY LEHIGH COUNTY LUZERNE COUNTY DAUPHIN COUNTY BERKS COUNTY


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OUT OF NETWORK $3,300 $3,000 $3,050 $1,500 $1,000 $1,000 $600 $500

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LEHIGH COUNTY ERIE COUNTY LACKAWANNA COUNTY PEER AVERAGE

$250 $100 $0.00 $675

BERKS COUNTY (AFSCME) ERIE COUNTY LACKAWANNA COUNTY

$500 $200

$1,165

Employees who cover dependents in addition to themselves generally pay a higher portion of the cost of insurance as shown in Exhibits 3‐13 through through 3‐16 3‐16.. The cost to employees who cover themselves and one or more dependents is lower in Lancaster than at every other comparison organization, with exception to Cumberland County employees enrolled in a Health Savings Account (H.S.A.). The average cost paid by Lancaster peer organizations for health insurance for (Child(ren), Spouse, and Family) is $111.71. Deductibles are higher for Lancaster County employees. Exhibit 3‐17 displays annual deductible amounts paid by employees for ‘FAMILY ANNUAL DEDUCTABLE’ health insurance.

EXHIBIT 3‐13: AVERAGE MONTHLY AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE + SPOUSE

PEER ORGANIZATION

EMPLOYEE + SPOUSE AVERAGE MONTHLY DOLLAR AMOUNT PAID BY EMPLOYEE

CUMBERLAND COUNTY (H.R.A.) YORK COUNTY LEHIGH COUNTY CHESTER COUNTY WESTMORELAND COUNTY LUZERNE COUNTY BERKS COUNTY DAUPHIN COUNTY LANCASTER COUNTY CUMBERLAND COUNTY (H.S.A.) PEER AVERAGE

$242.85 $159.16 $137.96 $136.26 $101.34 $89.24 $64.80 $50.00 $36.81 $0.00 $111.79

Source: MGT Consulting Group, MGT April 2017 Custom Market Survey Survey and County Right‐to‐Know data collection, 2017. Note: Averages do not include spousal surcharges that may apply. Berks County (AFSCME), East Lampeter Township, Erie County, City of Lancaster, Lackawanna County, Northampton County, and Penn Township did not provide cost for employee + spouse.


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EXHIBIT 3‐14: AVERAGE MONTHLY AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE + CHILD PEER ORGANIZATION

EMPLOYEE + CHILD AVERAGE MONTHLY DOLLAR AMOUNT PAID BY EMPLOYEE

CUMBERLAND COUNTY (H.R.A.) YORK COUNTY EAST LAMPETER TOWNSHIP CHESTER COUNTY WESTMORELAND COUNTY LEHIGH COUNTY BERKS COUNTY LUZERNE COUNTY DAUPHIN COUNTY CITY OF LANCASTER LANCASTER COUNTY CUMBERLAND COUNTY (H.S.A.) PEER AVERAGE

$242.85 $144.00 $134.48 $104.86 $98.14 $82.03 $64.80 $52.27 $50.00 $34.00 $29.45 $0.00 $91.58

Source: MGT Consulting Group, MGT April 2017 Custom Market Market Survey and County Right‐to‐Know data collection, 2017. Berks County (AFSCME), Erie County, Lackawanna County, Northampton County, and Penn Township did not provide cost for employee + child.

EXHIBIT 3‐15: AVERAGE MONTHLY AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE + CHILDREN PEER ORGANIZATION

EMPLOYEE + CHILDREN AVERAGE MONTHLY DOLLAR AMOUNT PAID BY EMPLOYEE –

CUMBERLAND COUNTY (H.R.A.)

$319.85

YORK COUNTY

$144.00

LEHIGH COUNTY

$108.13

CHESTER COUNTY

$104.86

WESTMORELAND COUNTY

$98.14

LUZERNE COUNTY

$74.30

DAUPHIN COUNTY

$50.00

LANCASTER COUNTY

$29.45

CUMBERLAND COUNTY (H.S.A.)

$0.00

PEER AVERAGE

$111.21

Source: MGT Consulting Group, MGT April 2017 Custom Market Market Survey and County Right‐to‐Know data collection, 2017. Berks County, East Lampeter Township, Erie County, City of Lancaster, Lackawanna County, Northampton County, and Penn Township did not provide cost for employee + children.


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EXHIBIT 3 ‐16: AVERAGE MONTHLY AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE + FAMILY

PEER ORGANIZATION

EMPLOYEE + FAMILY AVERAGE MONTHLY DOLLAR AMOUNT PAID BY EMPLOYEE

CUMBERLAND COUNTY (H.R.A.) YORK COUNTY EAST LAMPETER TOWNSHIP LEHIGH COUNTY CHESTER COUNTY WESTMORELAND COUNTY LACKAWANNA COUNTY LUZERNE COUNTY PENN TOWNSHIP BERKS COUNTY CITY OF LANCASTER DAUPHIN COUNTY LANCASTER COUNTY CUMBERLAND COUNTY (H.S.A.) PEER AVERAGE

$319.85 $234.95 $178.14 $175.27 $158.69 $131.06 $120.00 $102.68 $97.00 $92.70 $59.00 $50.00 $46.02 $0.00 $132.26

Source: MGT Consulting Group, MGT April 2017 Custom Market Market Survey and County Right‐to‐Know data collection, 2017. Note: Averages do not include family spousal surcharges/rules. Berks County (AFSCME), Erie County, and Northampton County did not provide cost for employee + family.

EXHIBIT 3‐17: ANNUAL DEDUCTABLE AMOUNT PAID BY EMPLOYEE FOR FAMILY HEALTHCARE INSURANCE PREMIUM FAMILY ANNUAL DEDUCTABLE PEER ORGANIZATION CUMBERLAND COUNTY (H.R.A.) CHESTER COUNTY LANCASTER COUNTY CUMBERLAND COUNTY (H.S.A.) LUZERNE COUNTY LEHIGH COUNTY DAUPHIN COUNTY BERKS COUNTY BERKS COUNTY (AFSCME) ERIE COUNTY LACKAWANNA COUNTY PEER AVERAGE

IN NETWORK $6,600 $5,000 $3,000 $2,600 $1,000 $1,000 $600 $500 $500 $200 $0.00 $1,800

PEER ORGANIZATION CHESTER COUNTY CUMBERLAND COUNTY (H.R.A.) CUMBERLAND COUNTY (H.S.A.) LANCASTER COUNTY LEHIGH COUNTY DAUPHIN COUNTY BERKS COUNTY BERKS COUNTY (AFSCME) ERIE COUNTY LUZERNE COUNTY LACKAWANNA COUNTY PEER AVERAGE

OUT OF NETWORK $15,000 $6,600 $6,100 $6,000 $2,000 $1,200 $1,000 $1,000 $400 $1,000 $0.00 $3,430


Note: Westmoreland, and York Counties, City of Lancaster, East Lampeter Township, and Penn Township did not report annual deductible data County of Lancaster, PA Total Compensation Study and New Compensation Program

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Exhibit 3‐18displays 3‐18displays the retirement plans offered by Lancaster in comparison to its peer organizations. All organizations offered some form of retirement plan. Fifty percent of respondents offer a defined contribution plan (e.g., 457 401(k) plan), and defined benefit plan. All responding organizations offer a defined benefit plan. A few of the respondents indicated they also offer disability retirement plans. EXHIBIT 3‐18: RETIREMENT PLANS OFFERED BY RESPONDENT ORGANIZATIONS PEER ORGANIZATION

DEFINED PENSION PLAN

DEFINED PARTICIPATION /CONTRIBUTION PLAN

VOLUNTARY DEFERRED COMPENSATION PLAN

LANCASTER

X

X

BERKS COUNTY CHESTER COUNTY CUMBERLAND COUNTY

X X X

X

DAUPHIN COUNTY

X

EAST LAMPETER TOWNSHIP

X

ERIE COUNTY

X

LACKAWANNA COUNTY

X

LEHIGH COUNTY

X

X

LUZERNE COUNTY NORTHAMPTON WESTMORELAND COUNTY

X X X

X X X

YORK COUNTY

X

X

X

X

Source: MGT Consulting Group, MGT April 2017 Custom Market Survey Survey and County Right‐to‐Know data collection, 2017.


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Exhibit 3‐19 displays 3‐19 displays the retirement percentage covered by employees offered by Lancaster peer organizations. The average retirement percentage contributed by employees is 6.46%. Participation in the retirement plan is mandatory for Lancaster County employees. The plan is a contributory system with a minimum of 5% of the employee’s gross salary automatically deducted from their paycheck. Employees may voluntarily contribute an additional 10% maximum.

EXHIBIT 3‐19: RETIREMENT PERCENTAGE CONTRIBUTION BY EMPLOYEE OFFERED BY RESPONDENT ORGANIZATIONS PEER ORGANIZATION

RETIREMENT % CONTRIBUTION BY EMPLOYEE 28.0% 9.0%

CITY OF LANCASTER WESTMORELAND COUNTY LACKAWANNA COUNTY LANCASTER COUNTY

8.0% 5.0%

BERKS COUNTY CHESTER COUNTY CUMBERLAND COUNTY

5.0%

DAUPHIN COUNTY ERIE COUNTY LEHIGH COUNTY LUZERNE COUNTY NORTHAMPTON YORK COUNTY PENN TOWNSHIP EAST LAMPETER TOWNSHIP PEER AVERAGE

5.0%

5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% .50% 0.0% 6.4%

Source: MGT Consulting Group, MGT April 2017 Custom Market Survey and County Right‐to‐Know data collection, 2017. Note: The majority of employers’ base retirement contributions on the Actual Present Value (APV) formula per County pension law in determining fund contribution amounts.


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BENEFITS OBSERVATIONS

OBSERVATION 1 

It is common practice in the public sector to provide vacation or annual leave, sick leave, and holiday leave. In addition, military leave and, funeral leave may be included. Among surveyed organizations, an average of 50 leave days are offered to employees, as compared to 47 days by Lancaster County.

OBSERVATION 2 

As depicted in Exhibit 3-7 Lancaster County’s average value of benefits as a percentage of total compensation is 39.0 percent. This is comparable to the overall average of 40.81 percent among survey participants.

OBSERVATION 3 

The largest percentage of Lancaster County’s benefit costs are allocated for health, dental and vision insurance benefits. It is noted that, relative to health care coverage, the cost to Lancaster employees who cover themselves and one or more dependents is lower than other comparison organizations, however Lancaster’s deductibles are much higher. (Exhibit 3-13 – 3-16 ).

OBSERVATION 3 

As depicted in Exhibit 3-18, retirement plans offered by comparison organizations most often include defined contribution, or defined pension plans. In addition to a defined retirement plan, Lancaster offers its employees a voluntary deferred compensation plan. The average employee contribution to retirement is 6.4 percent.

OBSERVATION 4 

All survey respondents provide Health and Dental coverage. In addition, Chester, Cumberland, Westmoreland, and York counties provide Short-term disability for their employees.


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CHAPTER 4. ADMINISTRATION AND MAINTENANCE

Compensation systems should be evaluated annually to address market competitiveness of current salaries and salary ranges, and to adjust individual employee salaries and pay ranges appropriately. Pay schedule and related salary adjustments should be guided by market changes and be applied consistently throughout the compensation system, adjusting all salary ranges. MGT recommends that salary and compensation strategies of all organizations include provisions for internal equity and external competitiveness. Internal equity is essential for maintaining fairness and morale for current employees. Policies should be set to maintain internal equity in the system and to address individual equity concerns. Current employees and potential new hires should be made aware of the salary, insurance benefits, and paid leave provisions that constitute each employee’s total compensation package. External competitiveness through annual salary and compensation improvements is essential for an organization to be able to recruit the most qualified new hires. Salary ranges should be adjusted annually to market based on need, whether such need is dictated by the marketplace, the desire of the organization to remain competitive, or both. In addition, a systematic process for initial placement and advancement according to established salary policies and procedures must be implemented and consistently maintained. This chapter identifies standard practices in salary administration administration and maintenance. Lancaster County can incorporate specific policies and procedures with these suggested standard practices as needed.


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CHAPTER 4: ADMINISTRATION AND MAINTENANCE

4.1

STANDARD SALARY MAINTENANCE PRACTICES

This report section identifies standard practices in salary administration and maintenance. Plan Implementation

The financial disposition, current salary levels, and other variables unique to an organization must be considered when implementing adjustments to salary structures. These factors, among others, should be reviewed in conjunction with the recommendations proposed in this report before any final implementation plan is considered and set into motion. Pay schedules must provide for employee advancement. Regardless of an organization's philosophy concerning advancement opportunities afforded to employees, it is essential that movements in the economy—and, more specifically, the labor market in which the organization competes—are addressed and career ladders are developed. Salary administration procedures should be based based upon organization funding levels and philosophies philosophies of pay. Although MGT cannot dictate a philosophy, philosophy, it is recommended that a balance be achieved between compensation of individual employees and potential compensation ranges to encourage recruitment, retention, and professional advancement.

Current Employee Initial Assignment

When current employees are initially assigned to their new salary placement, they should be assigned to a salary dollar amount on the new schedule that is equal to or greater than their current salary. If an employee’s present salary level exceeds the maximum of the new assigned pay grade, the current salary should be capped or frozen at the current level. The employee would be ineligible for any merit or cost of living increases until the range is adjusted to allow movement. If an employee’s current salary is within the proposed pay grade, the employee should be assigned a salary amount in the appropriate pay grade that is closest to, but not less than, an employee’s current salary. New Hires

Newly hired employees should be compensated according to the pay grade for the position in which they are employed. It is common practice to hire new employees at the minimum of the respective grade. However, under special circumstances, it may be appropriate to hire an individual above the minimum salary. Exceptions to the minimum rule may be made if the individual’s years of experience or qualifications/certifications exceed the minimum required, and/or if there is difficulty in recruiting qualified candidates.


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Minimum Rate

The pay grade and salary allocated to a classification take into account the necessary experience and qualifications to perform the position’s duties. For highly skilled, technical, or managerial positions, or where the above conditions exist in terms of education and experience, it may be necessary to hire above the minimum rate in the range. A recommendation to do so should be documented by the supervisor, and reviewed and approved by the Human Resources. Salary assignment should be determined according to established rules for both initial placement of new hires and for the annual review and/or advancement of current employees. A recommendation to deviate from established rules and procedures should be documented by the supervisor and reviewed and approved by Human Resources. Advancement

Advancement within a salary range and schedule is commonly based upon merit, which is determined by annual performance evaluations. If an employee achieves a “satisfactory” or higher rating, the employee should be considered for a salary increase based upon approved standards. Advancement should be considered on an annual basis in alignment with an employee’s performance evaluation and follow established policies and procedures. Increases should be awarded if funds are available.

Promotion

A promotion is defined as an assignment to a higher‐level position with increased responsibilities and job duties for which the candidate ca ndidate is qualified. All job vacancies should be posted according to approved policies and procedures, and the most qualified candidates should be selected. Promotions may be either inter‐ or intra‐departmental and must be approved by the affected department head(s) and Human Resources. Promotions in every case should involve an increase in duties and responsibilities and should not be made merely for the purpose of affecting an increase in compensation. A promoted employee should receive a salary increase to at least the minimum rate of the salary range of the promoted position. If an employee’s salary is already above the minimum established for the pay grade to which the employee was promoted, the salary may be increased according to current policies. In an emergency, or in cases where it is deemed in the interest of the organization, an employee may be placed in an “acting” status of another position, typically up to 30 days, without additional compensation. Demotion

A demotion is the non‐disciplinary assignment of an employee to a position in a lower classification, with a lower maximum salary, than the classification from which the employee was previously assigned. Demotion is normally due to the removal of higher‐level duties and responsibilities or the inability of the employee to assume or perform duties of the position. A supervisor may recommend the demotion of an employee. Approval to demote an employee should be dictated by personnel rules. Recommendation for a demotion should be made in writing, citing the reasons. County of Lancaster, PA Total Compensation Study and New Compensation Program  Draft Study Results

P a g e | 3


In the event that an employee’s salary is above the maximum established for the pay grade being entered, the salary may be decreased to, at most, the maximum of the the new position. Since a demotion involves a decrease in duties and responsibilities, if the existing salary is already below the maximum of the lower classification, the Director may determine that a salary decrease of at least five percent below current salary is appropriate and necessary to fulfill the cause for the demotion. Employees receiving demotions at their own request or due to inability to perform the work because of health or other reasons should be adjusted to a lower job classification, if possible. possible. When a demotion of this nature occurs, the employee’s pay should should be reduced. Some circumstances may dictate, however, that the employee remain at the same pay level attained prior to the demotion. If the employee’s salary was already below the maximum established for the lower classification, no further reduction may be necessary. In no case should a demoted employee’s salary exceed the maximum rate of the lower pay grade. Employees demoted for reasons of reduction‐in‐force initiated to increase efficiency or to meet budgetary restrictions should be assigned at the same dollar level in the new classification range. Should the present salary of the employee exceed the maximum of the assigned range, it should be capped or frozen at the top of the range, with continued eligibility for any merit awards granted to general employees. Voluntary Reassignment

Voluntary reassignment involves moving an employee to a position at the same classification level in either the same or another department. Employees must apply for a vacant position if they are interested in reassignment. Employees voluntarily reassigned to a position in the same classification or to a different position in the same pay grade should have their salaries maintained at the current level with no increase or decrease. An employee’s new salary should be based on the salary placement for new hires and not exceed the maximum. If the employee’s present salary is above the maximum salary level for the range, it should be capped or reduced to the maximum level indicated by the new range. If the employee is assigned to a comparable position or position previously worked in the organization with no break in service, the employee may be assigned to the corresponding salary and dollar amount the employee would have been assigned if the employee had not left the position or its equivalent. If the employee is assigned to a position not previously worked in the organization, salary placement rules should follow according to new hire requirements. An employee may submit a written request for consideration for a voluntary reassignment to another department or position in the organization for which they are qualified qualified if a position is vacant. Final approval should be obtained from the department head and Human Resources, according to established rules and procedures. Reduction in Force

Employees reassigned to a different position due to a reduction in force initiated by the organization should be assigned at the same salary level in the new classification pay grade. Should the current salary County of Lancaster, PA Total Compensation Study and New Compensation Program  Draft Study Results

P a g e | 4


of the employee exceed the maximum salary of the assigned pay grade, the employee’s salary should be maintained at the current level and capped or frozen until such time as the maximum of the new pay grade exceeds the current salary. If an employee’s combined duties duties are comparable, their salary amount should be increased up to 10 percent. Reclassification

The most common reclassification occurs with an entire classification. Reclassification can take place when the work performed changes substantially over a period of time. Often, these changes take place when new technology is introduced or the mission of an organization or department is modified in response to changing legislation or changing service demands. Reclassification also occurs when jobs change through design or evolution. Reclassifications are generally initiated through Human Resources, but may also be initiated at the request of an individual or his or her supervisor. If an individual or supervisor initiates a request for reclassification, it is usually accompanied by written supporting documentation. An audit should be conducted with the individual(s) being considered for reclassification, or with a representative number of people for classifications with numerous incumbents. The audit results should be compared to the current position description for the classification and weighted to determine the correct classification assignment. Reclassification should also consider other positions within the overall classification system and not be determined independent of these positions and without consideration of the department and overall organizational hierarchy. If it is determined that a reclassification is justified, Human Resources should recommend approval.

Administration of the Plan

Salary systems should be adjusted annually based on the Consumer Price Index to maintain market competitiveness. The guidelines outlined in this chapter may be utilized for salary maintenance and administration of the proposed salary schedule. These guidelines should be applied according to base pay salary schedule dollars, not including additional salaries paid for supplements or additional assignments, etc. In all cases in which a computed salary is greater than the top pay within the new pay grade, the salary may be “frozen” at the top amount until subsequent adjustments are made to the salary schedule that would allow increases. Positions determined to be a high priority may be assigned salaries on a case‐by‐case basis up to the top of the appropriate salary grade range with justification documentation provided in the event of equal pay challenges.


P a g e | 5

CHAPTER 5. PERFORMANCE MANAGEMENT PROGRAM This report chapter provides a summary of the objectives, work completed, and an outline of the final performance management (PM) program for exempt and non‐exempt employees at Lancaster County.

5.1

OBJECTIVE

The overall objective of this phase of the engagement was to develop a new performance management program with the goals to reflect best practices, utilize employee competencies, align with the organization culture and strategy, motivate employee performance, and remain simple, transparent, and fair. To this end, Pay and People Consulting (PPC) used the following work plan:

TASK 1: REVIEW EXISTING INFORMATION ‐ PPC obtained and reviewed information about Lancaster County’s current performance program, technology and competencies included in Lancaster County job descriptions. TASK 2: MANAGEMENT INFORMATION SURVEY – PPC/MGT conducted a survey of Lancaster County supervisors to determine what was and was not working with the current performance management plan. Highlights of survey are listed below. The full survey can be found in the Appendix M. TASK 3: COMPETENCY LIBRARY – PPC developed a broad competency library of behavioral and technical competencies for exempt and non‐exempt positions. Competencies are grouped into clusters with similar attributes attributes for ease in identifying identifying key competencies. Descriptions are provided for each. The full list of competencies is found in the Appendix N. TASK 4: PROGRAM DEVELOPMENT ‐ PPC met with LC Human Resources to home in on fundamental characteristics and features as well as to discuss important decision points in the new Performance Management Program. Features include performance levels, the use use of goals and objectives for exempt employees, employee development as well as employee comments.

5.2

MANAGEMENT SURVEY

Key findings and comments from the performance management survey include the following: 

While the current performance evaluation process itself is not time‐consuming, supervisors do not believe that the process, forms, or factors accurately measure an employee’s performance.



The current system includes a “quota/budgetary/ cap/rationing” (e.g. forced distribution) system for “meets” or “exceeds” performance, which is viewed as a disincentive to improving performance. There is a “disconnect” between performance and pay, as there is generally insufficient budget to reward high performers.

County of Lancaster, PA Total Compensation Study and New Compensation Program  Draft Study Results

P a g e | 1

CHAPTER 5: PERFORMANCE MANAGEMENT PROGRAM



5.3

Supervisors are supportive of improving the methodology to enable to evaluate performance, including adding goals and competencies in addition to essential functions in the performance evaluation.

COMPETENCY LIBRARY

PPC developed a library of key competencies required for Lancaster jobs and reviewed them with Human Resources. They are organized in “clusters” “clusters” of interrelated attributes, including including knowledge, skills, and abilities (KSAs), that give rise to the behaviors needed to perform a given job effectively. Competencies include both technical and behavioral; technical reflects the knowledge required to perform a specific role while behavioral reflect the characteristics needed to be successful for a specific job. The Exempt Competency Library includes 8 broad clusters/groupings and 53 specific competencies along with definitions. The clusters are: Analytical Thinking

Leadership

Communication

Organizational Climate

Contact with Others

Productivity and Work Standards

Knowledge and Skills

Specific Knowledge and Skills

A sample from the Communication cluster is listed below: Clust er

Competency

Definition

Communication

Communication Communication skills Verbal/written

Ability Ability to communicat communicate e with with others others to deliv deliver er information information either either verbally ly or writing. writing. Commun Communication ication can be with with individuals or groups on an informal basis to exchange information or coordinate actions; ability to respond with a favorable and professional image. Good command of the English language and thorough knowledge knowledge of grammar, spelling and punctuation.

Communication Communication

Interpersonal Skills

Ability Ability to relate relate others others in a positiv positive, e, supportiv supportive, e, and respectful respectful manner; manner; actively actively listens listens to to others others and demonstrates understanding of different points of view.

Communication Communication

Presentation Skills

Ability Ability to develop develop and and deliver iver effective effective present presentation ationss to smal small or large groups, groups, internal internal or external external, to convey convey information, provide instruction, explain plans and processes; interacts with internal and external clients/customers presenting information.


P a g e | 2


The Non‐exempt Competency Library has 35 competencies within 8 clusters. There are 6 core competencies which are required for all non‐exempt employees as follows: Quality Focus Knowledge and Skills Organizational Skills and Flexibility Collaboration/Teamwork Interpersonal Skills Professionalism and Ethical Conduct

The full library and definitions are found in Appendix N.

5.4 

PERFORMANCE MANAGEMENT PROGRAM FEATURES Performance Levels: Four levels of performance are included included rather than five. With merit budgets being low, it is extremely difficult to differentiate pay by performance with too many many levels. The four levels are described in terms of competencies and include Advanced, Proficient, Developing, and Needs Improvement. Advanced: performance contribution is far ahead of others; consistently excellent and discernably better than others in completing objectives and in mastery of competencies. Proficient: very competent and skilled performance; successfully completes objectives; meets competency expectations for position; focuses on enhancing knowledge or skills. Developing: contributing and completing most objectives but is still developing; needs some guidance in completing tasks tasks and/or continuing to improve competency skills. Suggest a 6‐ month review. Needs Improvement: requires assistance and close supervision; has difficulty completing objectives and meeting basic competency levels; needs to demonstrate demonstrate improvement. On a performance plan and will require a 6‐month review.



Objectives/Goals and Competencies: For exempt employees, objectives/goals and competencies are weighted at 50%/50%. Objectives and goals are based on essential job duties and any projects; 2‐5 objectives and goals County of Lancaster, PA Total Compensation Study and New Compensation Program  Draft Study Results

P a g e | 3


are required. Eight to 10 competencies are required. Individual Individual goals and competencies are weighted. For non‐exempt (NE) employees, there are six Core Competencies which are the same for all NE employees. They include Quality Focus, Knowledge & Skills, Organizational Organizational Skills & Flexibility, Collaboration/Teamwork, Interpersonal Skills Skills and Professionalism/Ethical Professionalism/Ethical Conduct. Quality Focus relates to how well the employee employee performs his/her job and is fixed at 25%. Supervisors may identify up to 10 competencies in total for each evaluation and except for Quality, they may be individually weighted. Supervisors are requested to comment on each objective/goal and competency in the evaluation. This information is helpful helpful for the employee who needs improvement but it is also an opportunity to recognize high‐performing employees. 

Employee Development An employee development section is included for both both exempt and non‐exempt employees. employees. It is an opportunity to discuss what areas the employee can improve upon in their current role or in any future position. For exempt employees’ development, supervisors are requested to identify areas for improvement and specific opportunities to achieve that in these action plan categories; Work Assignment or Project, Training, Self‐Development and Coaching. There is a general development plan for non‐exempt employees; it includes on‐the‐job training, cross‐training, special projects, and self‐development.







Employee Comments This is an opportunity for the employee to comment on the evaluation. Technology PPC met with an IT staff member assigned to Human Resources to discuss the transition to PeopleSoft 9.2 anticipated for 2017‐2018 and subsequently met with representatives of HyperGen to discuss needs needs for the new Performance Management System. We understand that they have provided Lancaster County with an estimated cost of technology to implement the new performance management program. PPC has prepared templates for for both Exempt and Non‐exempt performance evaluation systems and the County may wish to use them in the interim. Training Training is postponed until the County determines how technology will support the new program.

The Performance Management Instructions, final templates for Exempt and Non‐Exempt employees, and a completed Exempt Sample Template are included in Appendix O.


P a g e | 4

MGT CUSTOM MARKET SURVEY COPY

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

MGT CUSTOM MARKET SURVEY RESULTS

CLASSIFICATION SURVEYED:

Caseworker

RESPONDENT ORG

RESPONDENT ORG MATCHING TITLE

# STAFF

MIN

MID

MAX

AVERAGE

City of Lancaster Penn Township East Lampeter Township #DIV/0! CLASSIFICATION SURVEYED: RESPONDENT ORG City of Lancaster Penn Township East Lampeter Township

Clerical I (Secretary, Administrative Secretary) RESPONDENT ORG MATCHING TITLE Secretary I bargaining unit Receptionist Secretary

# STAFF 1

$ $

MIN 38,408.00 31,200.00

Average: CLASSIFICATION SURVEYED: RESPONDENT ORG City of Lancaster Penn Township East Lampeter Township

Clerical II (Secretary, Administrative Secretary) RESPONDENT ORG MATCHING TITLE Administrative Assistant - bargaing unit

# STAFF $

MIN 39,337.00


Clerical III (Secretary, Administrative Secretary) RESPONDENT ORG MATCHING TITLE Sr. Staff Assistant - non-bargaining Administrative Assistant

# STAFF

1

$

MIN 41,746.00

$

30,485.00


Clerical Supervisor RESPONDENT ORG MATCHING TITLE

# STAFF

$ $

MID 41,738.00 35,000.00

$

38,369.00

$

MID 45,238.00

$

45,238.00

$

MID 45,366.00

$ $

38,086.00 41,726.00

MIN

$ $

$

MAX 44,280.00 38,000.00

MAX 48,128.00

$

MAX 51,139.00

$

45,707.00

MID

MAX

ACTUAL MEDIAN $

31,678.00

$ $

AVERAGE 41,475.33 34,733.33

$

38,104.33

$

AVERAGE 44,234.33

$

44,234.33

$

AVERAGE 46,083.67

$ $

41,896.50 43,990.08

ACTUAL MEDIAN

ACTUAL MEDIAN

$

34,000.00

ACTUAL MEDIAN

AVERAGE

Average:

B-1

CLASSIFICATION SURVEYED: RESPONDENT ORG City of Lancaster Penn Township East Lampeter Township

Accountant I RESPONDENT ORG MATCHING TITLE Accountant I

# STAFF $

MIN 43,623.00


Fiscal Technician RESPONDENT ORG MATCHING TITLE

# STAFF

$

MID 52,369.00

$

52,369.00

MIN

$

MID

MAX 61,072.00

ACTUAL MEDIAN

MAX

ACTUAL MEDIAN

MAX 48,703.00 46,000.00 48,131.00

ACTUAL MEDIAN

$ $ $

$

MAX 37,292.00

$

45,707.00

$

AVERAGE 52,354.67

$

52,354.67

AVERAGE


Payroll Clerk RESPONDENT ORG MATCHING TITLE Payroll Specialist - non-bargaining Financial Coordinator Bookkeeper Average:


Clerk RESPONDENT ORG MATCHING TITLE Clerk Typist I - non-bargaining Administrative Assistant Average:

CLASSIFICATION SURVEYED:

Maintenance Worker I

# STAFF $ 1 $ 1 $

MIN 37,464.00 38,000.00 34,216.00

$

MIN 32,347.00

2 $

23,400.00

# STAFF

$ $ $ $

MID 43,084.00 42,000.00 40,539.00 41,874.33

$

MID 35,152.00

$ $

38,086.00 36,619.00

$

44,762.00

$ $ $ $

AVERAGE 43,083.67 42,000.00 40,962.00 42,015.22

$

AVERAGE 34,930.33

$ $

35,731.00 35,330.67

ACTUAL MEDIAN

$

26,656.00


Accountant I RESPONDENT ORG MATCHING TITLE Accountant I

# STAFF $

MIN 43,623.00


Fiscal Technician RESPONDENT ORG MATCHING TITLE

# STAFF

$

MID 52,369.00

$

52,369.00

MIN

$

MID

MAX 61,072.00

ACTUAL MEDIAN

MAX

ACTUAL MEDIAN

MAX 48,703.00 46,000.00 48,131.00

ACTUAL MEDIAN

$ $ $

$

MAX 37,292.00

$

45,707.00

$ $ $

MAX 42,972.00 47,000.00 58,073.00

$

AVERAGE 52,354.67

$

52,354.67

AVERAGE


Payroll Clerk RESPONDENT ORG MATCHING TITLE Payroll Specialist - non-bargaining Financial Coordinator Bookkeeper Average:


Clerk RESPONDENT ORG MATCHING TITLE Clerk Typist I - non-bargaining

# STAFF $ 1 $ 1 $

MIN 37,464.00 38,000.00 34,216.00

$

MIN 32,347.00

2 $

23,400.00

$ 3 $ 9 $

MIN 37,273.00 37,440.00 34,778.00

# STAFF

Administrative Assistant Average:


Maintenance Worker I RESPONDENT ORG MATCHING TITLE Maintenance Worker - bargaining Maintenance Worker Public Works Average:


Court Reporter RESPONDENT ORG MATCHING TITLE

# STAFF

# STAFF

$ $ $ $

MID 43,084.00 42,000.00 40,539.00 41,874.33

$

MID 35,152.00

$ $

38,086.00 36,619.00

$ $ $ $

MID 40,505.00 43,000.00 41,226.00 41,577.00

MIN

MID

MAX

$

44,762.00

$ $ $ $

AVERAGE 43,083.67 42,000.00 40,962.00 42,015.22

$

AVERAGE 34,930.33

$ $

35,731.00 35,330.67

$ $ $ $

AVERAGE 41,616.56 41,712.49 42,010.48 41,779.84

ACTUAL MEDIAN

$

26,656.00

ACTUAL MEDIAN $ $

44,373.00 54,078.00

ACTUAL MEDIAN

AVERAGE

Average:

B-2


Planner RESPONDENT ORG MATCHING TITLE Senior Planner - non-bargaining Planner Director of Planning/Zoning Average:

# STAFF $ 1 $ 1 $

MIN 45,804.00 65,000.00 48,928.00

$ $ $ $

MID 54,987.00 70,000.00 61,159.00 62,048.67

$ $ $

MAX 64,126.00 75,000.00 73,392.00

ACTUAL MEDIAN $ $

66,100.00 64,331.00

$ $ $ $

AVERAGE 54,972.33 70,000.00 61,159.67 62,044.00


Planner RESPONDENT ORG MATCHING TITLE Senior Planner - non-bargaining Planner Director of Planning/Zoning Average:

# STAFF $ 1 $ 1 $

MIN 45,804.00 65,000.00 48,928.00

$ $ $ $

MID 54,987.00 70,000.00 61,159.00 62,048.67

$ $ $

MAX 64,126.00 75,000.00 73,392.00

ACTUAL MEDIAN $ $

66,100.00 64,331.00

$ $ $ $

AVERAGE 54,972.33 70,000.00 61,159.67 62,044.00

B-3

RESPONDENT ORG.

East Lampeter Township Penn Township City of Lancaster

What percentage of an employee's total compensation is the benefits package (on average)?

Please indicate the percentage of contribution by employer and employee for the retirement plan in which most of your employees participate. EMPLOYER

Please indicate the percentage of contribution by employer and employee for the retirement plan in which most of your employees participate. EMPLOYEE

Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for full-time. employees. EMPLOYEE (EMPLOYEE ONLY)

46% including pension, 40% excluding pension 35% Up to approximately 30-40%

100%

0%

$22.00

99.50% 0

0.50% 28%

$97.00 $76.82

RESPONDENT ORG.


What percentage of an employee's total compensation is the benefits package (on average)?

Please indicate the percentage of contribution by employer and employee for the retirement plan in which most of your employees participate. EMPLOYER

Please indicate the percentage of contribution by employer and employee for the retirement plan in which most of your employees participate. EMPLOYEE

Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for full-time. employees. EMPLOYEE (EMPLOYEE ONLY)

46% including pension, 40% excluding pension 35% Up to approximately 30-40%

100%

0%

$22.00

99.50% 0

0.50% 28%

$97.00 $76.82

B-4

RESPONDENT ORG.


Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for full-time. employees. EMPLOYER (EMPLOYEE ONLY)

Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for full-time. employees. EMPLOYEE (EMPLOYEE + CHILD)

Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for full-time. employees. EMPLOYER (EMPLOYEE + CHILD)

$89.25

$134.48

$89.25

$3.00 $34.00

RESPONDENT ORG.


Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for full-time. employees. EMPLOYER (EMPLOYEE ONLY)

Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for full-time. employees. EMPLOYEE (EMPLOYEE + CHILD)

Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for full-time. employees. EMPLOYER (EMPLOYEE + CHILD)

$89.25

$134.48

$89.25

$3.00 $34.00

B-5

RESPONDENT ORG.


Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for fulltime. employees. EMPLOYEE (EMPLOYEE + FAMILY)

Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for full-time. employees. EMPLOYER (EMPLOYEE + FAMILY)

Indicate the annual deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. DEDUCTABLE (EMPLOYEE ONLY)

$178.14

$89.25

$500.00

$97.00 $59.00

$3.00

$1,000.00 $0

RESPONDENT ORG.


Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for fulltime. employees. EMPLOYEE (EMPLOYEE + FAMILY)

Indicate the average monthly dollar amount paid by a full-time employee for each specific health plan (as applicable) and the percentage of the premium paid by the organization for full-time. employees. EMPLOYER (EMPLOYEE + FAMILY)

Indicate the annual deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. DEDUCTABLE (EMPLOYEE ONLY)

$178.14

$89.25

$500.00

$97.00 $59.00

$3.00

$1,000.00 $0

B-6

RESPONDENT OR ORG.


Indicate th the a an nnual de deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. OUT OF POCKET (EMPLOYEE ONLY)

Indicate the annual deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. DEDUCTABLE (EMPLOYEE + CHILD)

Indicate the annual deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. OUT OF POCKET (EMPLOYEE + CHILD)

Indicate the annual deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. DEDUCTABLE (EMPLOYEE + FAMILY)

Indicate the annual deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. OUT OF POCKET (EMPLOYEE + FAMILY)

$6,600.00

$1,000.00

$13,200.00

$1,500.00

$13,200.00

$7,150.00 $6,350

$0

$12,700

$2,000.00 $0

$14,300.00 $12,700

RESPONDENT OR ORG.


Indicate th the a an nnual de deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. OUT OF POCKET (EMPLOYEE ONLY)

Indicate the annual deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. DEDUCTABLE (EMPLOYEE + CHILD)

Indicate the annual deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. OUT OF POCKET (EMPLOYEE + CHILD)

Indicate the annual deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. DEDUCTABLE (EMPLOYEE + FAMILY)

Indicate the annual deductible and out-of-pocket maximum for the health plan selected by the majority of your employees. OUT OF POCKET (EMPLOYEE + FAMILY)

$6,600.00

$1,000.00

$13,200.00

$1,500.00

$13,200.00

$7,150.00 $6,350

$0

$12,700

$2,000.00 $0

$14,300.00 $12,700

B-7



OVERVIEW OF COUNTIES INCLUDED IN RIGHT-TO-KNOW PUBLIC DATA REQUESTS R EQUESTS MGT referenced the Pennsylvania Pe nnsylvania County Class System to select Lancaster’s peers for R ight-To-Know public market data collection. The Pennsylvania County Class System was created in 1953 to aid legislating and regulating county affairs. The County Class System contains eight c lass groups organized by population, from least to greatest – 1 being least and 8 being greatest. It is important to note that these county classes are used as a guideline rather than an ex act lower and upper boundary for population numbers. Lancaster County falls into the 3rd Class grouping based on its population. Below is a breakdown of this population range, as well as the counties that fall into the same grouping.

Class

Population

Counties

210,000 to 499,999

Third Class

Berks, Chester, Cumberland, Dauphin, Erie, Lackawanna, Lancaster, Lehigh, Luzerne, Northampton, Westmoreland, York

The below chart depicts the 2016 populations of Lancaster County and the other Third Class c ounties. The average population (excluding Lancaster) is 338,345, with L ancaster’s population being 538,500. The peer county with the lowest population is Lackawanna with 211,321, and the peer county with the highest population is Chester with 516,312.

Lancaster and Peer Population Lancaster

538,500

Chester

516,312

York

443,744

Berks

414,812

Lehigh

363,147

Westmoreland

355,358

Luzerne

316,383

Northampton

302,294

Erie

276,207

Dauphin

273,707

Cumberland

248,506

Lackawanna

211,321 0

100,000

200,000

300,000

400,000

500,000

600,000

Source: US Census Bureau- https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk, 2016.

C-1

Below is a map depicting the locations of the peer counties (shaded in gree n) in relation to Lancaster County (shaded in blue).

Source: http://pafamily.net/pafamily/pa-county-map.htm http://pafamily.net/pafamily/pa-county-map.htm , , 2000, 2000, shading and labeling by MGT.

C-2


MANAGEMENT ISSUES PAPER This tool is designed to collect information about specific concerns that you may have related to your organization’s current compensation and classification system. The information that you submit will be used to assist MGT of America, Inc., in the overall position evaluation and to make recommendations for updating and improving the current system. Your Name: __________________________________________ Your Classification Title: ____________________________________ Department Name: _____________________________________________________________________________________________

Management Issue Detail: I. OFFICIAL CLASSIFICATION TITLE (JOB TITLE) RELATED TO ISSUE: ISSUE: __________ ____________________ ___________________ ___________________ ________________ ______ II. EMPLO EMPLOYEES YEES IN CLASS RELATED TO THE ISSUE: (Please list names of class incumbents. The back of this paper may be used for additional space if necessary): _______________ _______ _________________ _________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ _____________ _____

_______________ _______ _________________ _________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ _____________ _____ _______________ _______ _________________ _________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ _____________ _____

III. DESCRIPTION/RES DESCRIPTION/RESOLUTION OLUTION OF ISSUE: CHECK ALL THAT APPLY

NATURE OF ISSUE

RECOMMENDED RESOLUTION

Recruitment/Retention of qualified employees

Current Pay Grade/Salary Range should be revised/updated

Recommended New Pay Grade or Salary Range:

Classification Title should be revised/updated

Recommended New Title:

Career Path/Advancement for this Classification

Recommended New Series or Advancement level::

Other (please briefly describe)

IV. BACKGROUND OF ISSUE: Please briefly describe the nature of the issue(s) checked in Part III : ___________________ __________ ___________________ ___________________ ___________________ ____________________ __________________ __________________ _____________________ _____________________ __________ ___________________ __________ ___________________ ___________________ ___________________ ____________________ __________________ __________________ _____________________ _____________________ __________

Are other related classifications cl assifications comparable to this classification in terms of required skill, effort, responsibility or working conditions? Please list titles and pay grades : ___________________ __________ ___________________ ___________________ __________________ ___________________ __________________ ___________________ ______________________ __________________ _______ ___________________ __________ ___________________ ___________________ __________________ ___________________ __________________ ___________________ ______________________ _____________________ __________ D- 1

|Page

CLASS REVIEW RECOMMENDATIONS

Division

Recommended FLSA Status

Recommended EEO-4 Cat

Ag Preserve

Administrative Coordinator Director, Agric Preserve Board Farmland Preserve Specialist Secretary APPS - Administrative Services Administrative Analyst Clerical Specialist I Clerical Specialist II Clerical Specialist III Clerical Supervisor IV Deputy Director, Adult Probation / Parole Director, Adult Probation Probation Officer Supervisor Secretary APPS - Collections Unit Account Clerk Collections Manager Probation Officer Supervisor Support Services Coordinator APPS - Domestic Violence Unit Training Specialist APPS - Drug Court Specialty Courts Coordinator APPS - Re-entry Unit Probation Officer Supervisor APPS - Supervision Services Division Director (Gen Supv) Intake Support Specialist Probation Officer Supervisor BHDS-Behavioral Health Account Clerk Account Clerk, Senior II Accountant / Auditor Senior Administrative Secretary Assistant Chief Caseworker Behavioral Health Program Planner Caseworker Caseworker, Senior Chief Caseworker Chief of Administrative Services Clerical Specialist I Clerical Specialist II Clerical Supervisor I Clerical Supervisor III Computer Manager Director, BH/DS Fiscal Officer II Nurse RN Personnel Assistant Program Coordinator Program Planner / Evaluator Secretary Senior Program Planner/Evaluator BHDS-Early Intervention Assistant Chief Caseworker Caseworker Caseworker Trainee Caseworker, Senior Clerical Specialist II DS Program Planner

Nonexempt Executive Professional Nonexempt

Administrative Support Officials and Administrators Professionals Administrative Support

Administrative Nonexempt Nonexempt Nonexempt Professional Executive Executive Professional Nonexempt

Professionals Administrative Support Administrative Support Administrative Support Administrative Support Officials and Administrators Officials and Administrators Professionals Administrative Support

Nonexempt Professional Professional Nonexempt

Administrative Support Professionals Professionals Administrative Support

Nonexempt

Professionals

Professional

Professionals

Professional

Professionals

Executive Nonexempt Professional

Officials and Administrators Administrative Support Professionals

Nonexempt Nonexempt Professional Nonexempt Professional Professional Nonexempt Nonexempt Professional Administrative Nonexempt Nonexempt Nonexempt Executive Professional Executive Professional Professional Nonexempt Professional Professional Nonexempt Professional

Administrative Support Administrative Support Professionals Administrative Support Professionals Professionals Professionals Professionals Professionals Officials and Administrators Office/Clerical Office/Clerical Office/Clerical Office/Clerical Technicians Officials and Administrators Professionals Professionals Administrative Support Professionals Professionals Administrative Support Professionals

Professional Nonexempt Nonexempt Nonexempt Nonexempt Professional

Professionals Professionals Professionals Professionals Administrative Support Professionals

Division

Program Planner / Evaluator I BHDS-Intellectual Disabilities Assistant Chief Caseworker Caseworker Caseworker Trainee Caseworker, Senior Director, BH/DS Case Mgmt DS Program Planner Program Planner / Evaluator I Program Planner/Evaluator II Secretary Children & Youth Administrative Secretary Casework Supervisor Chief Caseworker Deputy Director, Children & Youth Admin Deputy Fiscal Officer Director, Children and Youth Agency Fiscal Officer II Fiscal Operations Supervisor Program Planner / Evaluator I Clerk of Courts Office Chief Deputy Clerk Of Courts Deputy Clerk of Courts Commissioners Office Assistant Chief Clerk Chief Clerk Clerical Specialist II Executive Secretary Communications 911 Communications Specialist 911 Communications Specialist, Lead 911 Deputy Director 911 Director - Communications 911 Systems Administrator Administrative Coordinator Assistant Communication Supervisor Clerical Specialist II Communications Su Supervisor Maintenance Painter Maintenance Te T echnician/Communications Operations Manager Telecommunicator I Telecommunicator II Telecommunicator III Telecommunicator Specialist Controllers Office Account Clerk Accountant Accountant - Junior Accountant / Auditor Senior Accounting / Auditing Assistant Manager Accounting / Auditing Manager Accounting System Analyst I Accounting Systems Analyst II Accounting Systems Manager AP-Payroll Assistant Supervisor AP-Payroll Supervisor Chief Deputy Controller Clerical Specialist III Payroll / Account Clerk



Professional

Professionals

Professional Nonexempt Nonexempt Nonexempt Executive Professional Professional Professional Nonexempt

Professionals Professionals Professionals Professionals Professionals Professionals Professionals Professionals Administrative Support

Nonexempt Professional Professional Executive Professional Executive Professional Administrative Professional

Administrative Support Professionals Professionals Officials and Administrators Professionals Officials and Administrators Professionals Professionals Professionals

Administrative Nonexempt

Officials and Administrators Administrative Support

Nonexempt Professionals Nonexempt Nonexempt

Administrative Support Professionals Administrative Support Administrative Support

Nonexempt Nonexempt Administrative Executive Nonexempt Nonexempt Nonexempt Nonexempt Professional Nonexempt Nonexempt Professional Nonexempt Nonexempt Nonexempt Nonexempt

Technicians Technicians Officials and Administrators Officials and Administrators Technicians Administrative Support Administrative Support Administrative Support Professionals Service Maintenance Technicians Professionals Administrative Support Administrative Support Administrative Support Administrative Support

Nonexempt Professional Nonexempt Professional Professional Professional Computer Employee Computer Employee Computer Employee Professional Professional Professional Nonexempt Nonexempt

Administrative Support Professionals Paraprofessional Professionals Professionals Professionals Professionals Professionals Professionals Administrative Support Professionals Officials and Administrators Administrative Support Administrative Support

Division

Payroll Clerk Staff Assistant Coroners Office Chief Deputy Coroner / Administrator Deputy Coroner / Lab Technician Court Administration Account Clerk Administrative Secretary, Senior Assistant Court Administrator Assistant Court Administrator Civil Case Coordinator Clerical Specialist II Clerical Specialist III Project/Business Analyst I Court Reporters Assistant Court Reporter Supervisor Court Reporter Court Reporter Supervisor Secretary District Attorneys Office Assistant District Attorney I Assistant District Attorney Manager Assistant District Attorney Unit Manager Chief County Detective Computer Forensic Analyst I Deputy Chief County Detective Deputy Office Manager Deputy Victim Witness Coordinator First Assistant District Attorney Grants Specialist Office Manager II - District Attorneys Office Program Coordinator Restitution Advocate Victim Advocate Victim Witness Coordinator Outreach Coordinator/ARD Specialist Domestic Relations Account Clerk, Senior I Account Clerk, Senior II Administrative Secretary Administrative Services Specialist Case Management Services Unit Supervisor Clerical Specialist I Clerical Specialist II Clerical Supervisor III Conference Unit Supervisor II Deputy Director, Domestic Relations Director, Domestic Relations Enforcement Supervisor File Clerk / Receptionist Fiscal Technician Hearing Officer Secretary PACSES User Support Specialist Secretary, Senior Staff Attorney Drug & Alcohol Account Clerk Account Clerk, Senior II Administrative Secretary Caseworker Caseworker, Senior



Nonexempt Administrative

Administrative Support Professionals

Professional Nonexempt

Officials and Administrators Technician

Nonexempt Nonexempt Administrative Professional Nonexempt Nonexempt Nonexempt Nonexempt

Administrative Support Administrative Support Professionals Professionals Administrative Support Administrative Support Administrative Support Technician

Professional Professional Professional Nonexempt

Administrative Support Administrative Support Professionals Administrative Support

Professional Professional Professional Professional Nonexempt Professional Nonexempt Nonexempt Professional Nonexempt Nonexempt Professional Nonexempt Nonexempt Executive Professional

Professionals Professionals Professionals Professionals Protective Svc Wkr Professionals Paraprofessional Professionals Professionals Professionals Administrative Support Professionals Administrative Support Professionals Professionals Professionals

Nonexempt Nonexempt Nonexempt Professional Executive Nonexempt Nonexempt Executive Executive Executive Executive Professional Nonexempt Nonexempt Nonexempt Executive Nonexempt Professional

Administrative Support Administrative Support Administrative Support Professionals Officals and Administrators Administrative Support Administrative Support Professionals Professionals Professionals Officials and Administrators Professionals Administrative Support Administrative Support Administrative Support Professionals Administrative Support Professionals

Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt

Administrative Support Administrative Support Administrative Support Professionals Professionals

Division

Director, Drug and Alcohol Drug & Alcohol Prevention Specialist Secretary Emergency Management Administrative Coordinator - EMA Deputy Coordinator, Emergency Management Director, Emergency Management Emergency Management Services Coordinator Emergency Management Technician Radiological Tr Trainer/Planner Training Coordinator Facilities Management Administrative Assistant Administrative Secretary Administrative Secretary, Senior Assistant Grounds Superintendent Assistant Maintenance Superintendent Building Maintenance Mechanic Director, Facilities Management Grounds Superintendent - FMD Maintenance Assistant Maintenance Superintendent - FMD Maintenance Supervisor - Parks Maintenance Supervisor I Maintenance Worker I Maintenance Worker II Trails Coordinator/Arborist Trails/Arborist Supervisor Human Resources Administrative Secretary Benefits Specialist Deputy Director of Human Resources Director of Human Resources Human Resource Program Coordinator Human Resources Analyst Payroll Clerk Information Technology Administrative Secretary, Senior Application Developer I Application Developer II Application Developer III Budget Anaylst Clerical Specialist II Computer Technician Customer Service Manager Database Administrator Deputy Director, Budget Services Deputy Director, Info Tech and Security Deputy Director, Information Technology Director, IT / Budget Services GIS Analyst I GIS Analyst II GIS Anaylst III GIS Technician GIS Technician / Senior Crime Analyst Help Desk I IT Technical Services Manager IT/GIS Manager Micro-Imaging Technician Network Administrator Project/Business Analyst I



Executive Nonexempt Nonexempt

Officials and Administrators Professionals Administrative Support

Nonexempt Executive Executive Nonexempt Nonexempt Nonexempt Nonexempt

Administrative Support Professionals Officials and Administrators Professionals Technicians Professionals Professionals

Nonexempt Nonexempt Nonexempt Nonexempt Professional Nonexempt Executive Professional Nonexempt Professional Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt

Administrative Support Administrative Support Administrative Support Service Maintenance Service Maintenance Skilled Craft Workers Officials and Administrators Service Maintenance Service Maintenance Service Maintenance Service Maintenance Service Maintenance Service Maintenance Service Maintenance Service Maintenance Service Maintenance

Nonexempt Nonexempt Professional Executive Nonexempt Nonexempt Nonexempt

Administrative Support Professionals Professionals Officials and Administrators Professionals Professionals Administrative Support

Nonexempt Computer Employee Computer Employee Computer Employee Nonexempt Nonexempt Nonexempt Professional Professional Professional Professional Professional Executive Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Professional Professional Nonexempt Professional Nonexempt

Administrative Support Technicians Technicians Technicians Professionals Administrative Support Technicians Professionals Professionals Officials and Administrators Professionals Officials and Administrators Officials and Administrators Officials and Administrators Technicians Technicians Technicians Professionals Administrative Support Professionals Professionals Technicians Professionals Technicians

Division

Project/Business Analyst II Records and Archive Specialist Senior Project/Business Analyst Technical Support Specialist I Technical Support Specialist II Customer Service Representative Information Systems Specialist Graphic Arts Specialist Judicial Operations Bailiff Bailiff Supervisor Judicial Secretary Law Clerk Orphan Court Staff Attorney Senior Bailiff Jury Services Clerical Specialist III Juvenile Probation Account Clerk Administrative Secretary Clerical Specialist I Clerical Specialist II Deputy Director, Juvenile Probation Director, Juvenile Probation Probation Officer Supervisor Secretary, Senior Law Library Clerical Specialist I Clerk / Typist Law Librarian Law Library Assistant Legal Department Assistant County Solicitor Executive Secretary Solicitor Magisterial District Court Custodian DJ Training Specialist, Senior Magisterial District Court Clerk Magisterial District Court Clerk Supervisor Magisterial District Court Clerk, Senior MDJ Criminal Night Clerk Office of Aging Accountant Administrative Coordinator Assistant Chief Caseworker Case Aide Senior Caseworker Caseworker, Senior Chief Caseworker Clerical Specialist I Clerical Supervisor I Clerk / Typist Database Administrator - OAG Deputy Director, Office of Aging Director, Office of Aging Employment and Volunteer Manager Employment Program Coordinator Fiscal Officer I Fiscal Technician Health/Activity Coordinator



Computer Nonexempt Professional Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt

Professionals Office/Clerical Professionals Technician Technicians Administrative Support Professionals Professionals

Nonexempt Administrative Nonexempt Professional Professional Nonexempt

Protective Sworn Workers Protective Sworn Workers Administrative Support Professionals Professionals Protective Sworn Workers

Nonexempt

Administrative Support

Nonexempt Nonexempt Nonexempt Nonexempt Executive Executive Professional Nonexempt

Administrative Support Administrative Support Administrative Support Administrative Support Professionals Officials and Administrators Professionals Administrative Support

Nonexempt Nonexempt Professional Nonexempt

Administrative Support Administrative Support Professionals Administrative Support

Professional Nonexempt Executive

Professionals Administrative Support Professionals

Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt

Service Maintenance Administrative Support Administrative Support Administrative Support Administrative Support Administrative Support

Professional Nonexempt Professional Nonexempt Nonexempt Nonexempt Professional Nonexempt Nonexempt Nonexempt Professional Executive Executive Professional Nonexempt Professional Nonexempt Nonexempt

Professionals Administrative Support Professionals Paraprofessionals Professionals Professionals Professionals Administrative Support Administrative Support Administrative Support Professionals Officials and Administrators Officials and Administrators Professionals Professionals Professionals Administrative Support Paraprofessionals

Division

Nurse RN Senior Center Manager Senior Center Program Director Parks Chief Park Ranger Naturalist Park Ranger Park Ranger - Certified Parks and Recreation Administrator Program Manager Secretary Secretary, Senior Planning Administrative Assistant Administrative Secretary Applications Coordinator Deputy Director Deputy Director Trans. Planning Deputy Director, Current Planning Director, Planning Fiscal Technician Planner Planner, Senior Planning Technician Principal Planner Receptionist / Typist Office Manager I - Planning Prison Account Clerk Account Clerk, Senior I Administrative Sergeant - Prison Clerical Specialist III Corrections Corporal Corrections Field Investigator Corrections Lieutenant Corrections Major Deputy Warden Director, Administrative Services File Clerk File Clerk / Receptionist Fiscal Operations Supervisor Human Resource Manager Human Resources Coordinator / Administrative Assistant Inmate Services Supervisor Int Discipline Coordinator/Inv Assistant Operations Coordinator - Logistics Officer Prison Supply II Prison Supply Supervisor Receptionist / Typist Reentry Coordinator Legal Records Supervisor - Prison Legal Records Training Coordinator Warden Work Release Program Manager Records Officer Property Assessment Act 319 Administrator Appraisal Crew Chief Appraisal Statistician Appraiser Appraiser Comm-Indust



Professional Nonexempt Professional

Professionals Paraprofessionals Officials and Administrators

Professional Nonexempt Nonexempt Nonexempt Executive Executive Nonexempt Nonexempt

Protective Service Workers Professionals Protective Service Workers Protective Service Workers Officals and Administrators Professionals Administrative Support Administrative Support

Nonexempt Nonexempt Nonexempt Executive Professional Professional Executive Nonexempt Professional Professional Nonexempt Professional Nonexempt Nonexempt

Administrative Support Administrative Support Administrative Support Professionals Professionals Professionals Officials and Administrators Administrative Support Professionals Professionals Technicians Professionals Administrative Support Administrative Support

Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Professional Professional Professional Executive Executive Nonexempt Nonexempt Administrative Professional Nonexempt Professional Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Administrative Nonexempt Executive Professional Nonexempt

Administrative Support Administrative Support Protective Service Workers Administrative Support Protective Service Workers Professionals Protective Service Workers Protective Service Workers Officials and Administrators Officials and Administrators Administrative Support Administrative Support Professionals Professionals Administrative Support Protective Service Workers Protective Service Workers Protective Service Workers Administrative Support Paraprofessional Administrative Support Administrative Support Administrative Support Professionals Officials and Administrators Professionals Administrative Support

Nonexempt Executive Professional Nonexempt Nonexempt

Administrative Support Professionals Professionals Technicians Technicians

Division

Assessment Operations Manager Clerical Specialist I Clerical Specialist II Clerical Specialist III Computer Appraisal Analyst Director, Tax Assessment Office Manager II - Property Assessment Prothonotary Chief Deputy Prothonotary Deputy Prothonotary Public Defender Assistant Public Defender Assistant Public Defender Manager Deputy Admin - Public Defender Deputy Public Defender First Deputy Public Defender Public Defender Senior Assistant Public Defender Public Safety Training Center Clerical Specialist II Customer Service Clerk Director, Public Safety Training Center Fire Service Coordinator Sanitary Worker Purchasing Assistant Buyer Courier Operations Specialist Director, Purchasing Mail Processor Senior Buyer Warehouse Supervisor/Assistant Buyer Warehouse/Delivery Specialist Recorder of Deeds 911 Communications Specialist Chief Deputy Recorder of Deeds Clerical Specialist I Register of Wills Office Chief Deputy Register of Wills Sheriffs Office Chief Deputy Sheriff Lieutenant Deputy Sheriff Treasurers Office Account Clerk Account Clerk, Senior I Accountant Assistant Deputy Treasurer Clerk Deputy Treasurer Tax Claim Assistant Director Veterans Affairs Administrative Secretary Director, Veterans Affairs Veterans Services Officer Voter Registration Chief Registrar Clerical Specialist I Clerical Specialist II Clerical Specialist III Clerk Deputy Chief Registrar Voting Machine Custodian



Executive Nonexempt Nonexempt Nonexempt Nonexempt Executive Executive

Technicians Technicians Technicians Technicians Technicians Officials and Administrators Administrative Support

Administrative Nonexempt

Officials and Administrators Administrative Support

Professional Professional Executive Executive Executive Executive Professional

Professionals Professionals Officials and Administrators Professionals Officials and Administrators Officials and Administrators Professionals

Nonexempt Nonexempt Executive Professional Nonexempt

Administrative Support Administrative Support Officials and Administrators Professionals Service Maintenance

Nonexempt Nonexempt Executive Nonexempt Nonexempt Nonexempt Nonexempt

Administrative Support Administrative Support Officials and Administrators Administrative Support Paraprofessional Professionals Service Maintenance

Nonexempt Administrative Nonexempt

Technicians Officials and Administrators Administrative Support

Professional

Officials and Administrators

Professional Professional

Protective Service Workers Protective Service Workers

Nonexempt Nonexempt Professional Nonexempt Nonexempt Executive Administrative

Administrative Support Administrative Support Professionals Professionals Administrative Support Officials and Administrators Professionals

Nonexempt Executive Nonexempt

Administrative Support Officials and Administrators Paraprofessional

Professional Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt

Officials and Administrators Administrative Support Administrative Support Administrative Support Administrative Support Professionals Service Maintenance

Division

Voting Machine Team Leader Youth Intervention Center Business Manager Caseworker, Senior Clerical Specialist I Clerical Specialist III Director, Youth Intervention Center Program Director Security Officer Training Coordinator Youth Care Worker Youth Care Worker Supervisor Youth Intervention Center Recreation Coordinator Program Director - PULSE Program Coordinator - YIC



Nonexempt

Service Maintenance

Professional Nonexempt Nonexempt Nonexempt Executive Executive Nonexempt Nonexempt Nonexempt Nonexempt Nonexempt Executive Executive

Professionals Professionals Administrative Support Administrative Support Officials and Administrators Officials and Administrators Protective Service Unsworn Professionals Protective Service Workers Protective Service Workers Professionals Officials and Administrators Professionals

PRE‐STUDY LANCASTER PAY SCHEDULES

2017 Salary Administration Plan (37.50 hour/week) 2017 Salary Administration Plan (40.00 hour/week) 2017 Salary Administration Plan (Non-bargaining) Court 1st Level Supervisors 2017 Schedule for Telecommunicator Assistant District Attorney Salary Plan (2011) Law Clerks Salary Plan (2011) Assistant County Solicitor Salary Administration Plan (2014) Office of Aging / Protective Services Pay Plan DA - Victim/Witness Pay Plan Assistant Public Defender Administration Salary Plan (2013) Swimming Pool 2017 Salary Administration Plan (Seasonal Employees)

F-1

Pay Schedule for Year 2017 - 37.50 Hr/Wk GRADE START 1 $17,628.00 2 $18,700.50 3 $20,026.50 4 $21,138.00 5 $22,249.50 6 $23,400.00 7 $24,706.50 8 $27,319.50 9 $30,030.00 10 $31,434.00 11 $33,423.00 12 $35,568.00 13 $37,830.00 14 $40,579.50 15 $43,641.00 16 $46,800.00 17 $50,310.00 Pay Schedule for Year 2017 - 37.50 Hr/Wk

6 MONTH $18,076.50 $19,168.50 $20,533.50 $21,664.50 $22,815.00 $23,985.00 $25,330.50 $28,002.00 $30,790.50 $32,214.00 $34,261.50 $36,465.00 $38,785.50 $41,593.50 $44,733.00 $47,970.00 $51,577.50 Min

OPERATIONS SUPPORT BROAD BAND 1 1A ADMINISTRATIVE 1 $17,277.00 1B ACCOUNTING $20,728.50 1C OPERATIONS SPECIALIST 1 $17,277.00 1D OPERATIONS SPECIALIST 2 $20,728.50 1E MAINTENANCE $19,636.50 1F ADMINISTRATIVE 2 $22,932.00 1H NURSES AIDES $19,636.50 1I OPERATIONS SPECIALIST 3 $24,219.00 TECHNICAL BROAD BAND 2 22 SHERIFF - Grade 22 $25,974.00 2A MEDICAL $29,289.00 2B COMMUNICATIONS $24,219.00 2C MAINTENANCE $24,219.00 2D COMPUTER $21,219.00 2E SYSTEMS ADMINISTRATOR $32,760.00 2F GIS/MAPPING $26,793.00 2G COURT REPORTER $30,810.00 SPECIALIST BROAD BAND 3 3A HEALTH SERVICES $27,397.50 3B SOCIAL SERVICES $27,397.00 3C FINANCIAL $29,445.00 3D PROTECTIVE/COURTS $26,793.00 3E COMMUNITY DEVELOPMENT $24,219.00 3F LEGAL $49,335.00 3H ADMINISTRATIVE $24,219.00 3I LAW CLERKS $46,000.00 SUPERVISOR BROAD BAND 4 4A SUPERVISOR-NONEXEMPT $20,943.00 4B SUPERVISOR - ADMIN SUP $26,793.00 4C SUPERVISOR - EXEMPT $32,760.00 4D SUPERVISOR - HEALTH SERVICES $37,089.00 4G SUPERVISOR - CAP 1ST LINE $48,184.50

Max

$34,827.00 $42,997.50 $31,161.00 $38,278.50 $37,362.00 $42,997.50 $34,086.00 $40,150.50

$42,139.50 $47,014.50 $42,958.50 $46,156.50 $66,475.50 $74,100.00 $65,793.00 $49,998.00

$64,506.00 $57,232.50 $61,366.50 $57,232.50 $68,601.00 $87,204.00 $57,232.50 $48,000.00

$42,958.50 $53,235.00 $68,172.00 $65,559.00 $70,629.00

F-2

MANAGER/ADVISOR BROAD BAND 5 5A MANAGER 1 5B MANAGER 2 5C MANABER 3 LEADER BROAD BAND 6 6A LEADER BROAD BAND 7 7A SENIOR LEADER

$29,932.50 $39,780.00 $45,883.50

$69,166.50 $82,875.00 $90,109.50

$42,783.00 $1 $ 107,484.00 $42,783.00 $128,232.00

F-3

Pay Schedule for Year 2017 - 40 Hr/Wk GRADE START 1 $18,803.20 2 $19,947.20 3 $21,361.60 4 $22,547.20 5 $23,732.80 6 $24,960.00 7 $26,353.60 8 $29,140.80 9 $32,032.00 10 $33,529.60 11 $35,651.20 12 $37,939.20 13 $40,352.00 14 $43,284.80 15 $46,550.40 16 $49,920.00 17 $53,664.00 18 $58,905.60 19 $61,776.00 20 $66,414.40 Pay Schedule for Year 2017 - 40 Hr/Wk

6 MONTH $1 $19,281.60 $2 $20,446.40 $2 $21,902.40 $2 $23,108.80 $2 $24,336.00 $2 $25,584.00 $2 $27,019.20 $2 $29,868.80 $3 $32,843.20 $3 $ 34,361.60 $3 $ 36,545.60 $3 $ 38,896.00 $4 $ 41,371.20 $4 $ 44,366.40 $4 $ 47,715.20 $5 $ 51,168.00 $5 $ 55,016.00 $6 $ 60,382.40 $6 $ 63,315.20 $6 $ 68,078.40 Min

OPERATIONS SUPPORT BROAD BAND 1 1A ADMINISTRATIVE 1 1B ACCOUNTING 1C OPERATIONS SPECIALIST 1 1D OPERATIONS SPECIALIST 2 1E MAINTENANCE 1F ADMINISTRATIVE 2 1H NURSES AIDES 1I OPERATIONS SPECIALIST 3 TECHNICAL BROAD BAND 2 22 SHERIFF - Grade 22 2A MEDICAL 2B COMMUNICATIONS 2C MAINTENANCE 2D COMPUTER 2E SYSTEMS ADMINISTRATOR 2F GIS/MAPPING 2G COURT REPORTER SPECIALIST BROAD BAND 3 3A HEALTH SERVICES

Max

$18,428.80 $22,110.40 $18,428.80 $22,110.40 $20,945.60 $24,460.80 $20,945.60 $25,833.60

$37,148.80 $45,864.00 $33,238.40 $40,830.40 $39,852.80 $45,864.00 $36,358.40 $42,827.20

$27,705.60 $31,241.60 $25,833.60 $25,833.60 $25,833.60 $34,944.00 $28,579.20 $32,864.00

$44,948.80 $50,148.80 $45,822.40 $49,233.60 $70,907.20 $79,040.00 $70,179.20 $53,331.20

$29,224.00

$68,806.40

F-4

3B SOCIAL SERVICES 3C FINANCIAL 3D PROTECTIVE/COURTS 3E COMMUNITY DEVELOPMENT 3F LEGAL 3H ADMINISTRATIVE SUPERVISOR BROAD BAND 4 4A SUPERVISOR-NONEXEMPT 4B SUPERVISOR - ADMIN SUP 4C SUPERVISOR - EXEMPT 4D SUPERVISOR - HEALTH SERVICES 4G SUPERVISOR - CAP 1ST LINE MANAGER/ADVISOR BROAD BAND 5 5A MANAGER 1 5B MANAGER 2 5C MANABER 3 LEADER BROAD BAND 6 6A LEADER BROAD BAND 7 7A SENIOR LEADER

$29,224.00 $31,408.00 $28,579.20 $25,833.60 $52,624.00 $25,833.60

$61,048.00 $65,457.60 $61,048.00 $73,174.40 $93,017.60 $61,048.00

$22,339.20 $28,579.20 $34,944.00 $39,561.60 $51,396.80

$45,822.40 $56,784.00 $72,716.80 $69,929.60 $75,337.60

$31,928.00 $42,432.00 $48,942.40

$73,777.60 $88,400.00 $96,116.80

$45,635.20 $1 $114,649.60 $45,635.20 $136,780.80

F-5

2017 Salary Administration Plan (Non-Bargaining Unit Employees) GRADE START 6 MONTH 1 $9.04 $9.27 2 $9.59 $9.83 3 $10.27 $10.53 4 $10.84 $11.11 5 $11.41 $11.70 6 $12.00 $12.30 7 $12.67 $12.99 8 $14.01 $14.36 9 $15.40 $15.79 10 $16.12 $16.52 11 $17.14 $17.57 12 $18.24 $18.70 13 $19.40 $19.89 14 $20.81 $21.33 15 $22.38 $22.94 16 $24.00 $24.60 17 $25.80 $26.45 2017 Salary Administration Plan (Non-Bargaining Unit Employees) Min Max OPERATIONS SUPPORT BROAD BAND 1 1A ADMINISTRATIVE 1 $8.86 $17.86 1B ACCOUNTING $10.63 $22.05 1C OPERATIONS SPECIALIST 1 $8.86 $15.98 1D OPERATIONS SPECIALIST 2 $10.63 $19.63 1E MAINTENANCE $10.07 $19.16 1F ADMINISTRATIVE 2 $11.76 $22.05 1H NURSES AIDES $10.07 $17.48 1I OPERATIONS SPECIALIST 3 $12.42 $20.59 TECHNICAL BROAD BAND 2 22 SHERIFF - Grade 22 $13.32 $21.61 2A MEDICAL $15.02 $24.11 2B COMMUNICATIONS $12.42 $22.03 2C MAINTENANCE $12.42 $23.67 2D COMPUTER $12.42 $34.09 2E SYSTEMS ADMINISTRATOR $16.80 $38.00 2F GIS/MAPPING $13.74 $33.74 2G COURT REPORTER $15.80 $25.64 SPECIALIST BROAD BAND 3 3A HEALTH SERVICES $14.05 $33.08 3B SOCIAL SERVICES $14.05 $29.35 3C FINANCIAL $15.10 $31.47 3D PROTECTIVE/COURTS $13.74 $29.35

F-6

3E COMMUNITY DEVELOPMENT 3F LEGAL 3H ADMINISTRATIVE SUPERVISOR BROAD BAND 4 4A SUPERVISOR-NONEXEMPT 4B SUPERVISOR - ADMIN SUP 4C SUPERVISOR - EXEMPT 4D SUPERVISOR - HEALTH SERVICES 4G SUPERVISOR - CAP 1ST LINE MANAGER/ADVISOR BROAD BAND 5 5A MANAGER 1 5B MANAGER 2 5C MANABER 3 LEADER BROAD BAND 6 6A LEADER BROAD BAND 7 7A SENIOR LEADER

$12.42 $25.30 $12.42

$35.18 $44.72 $29.35

$10.74 $13.74 $16.80 $19.02 $24.71

$22.03 $27.30 $34.96 $33.62 $36.22

$15.35 $20.40 $23.53

$35.47 $42.50 $46.21

$21.94

$55.12

$21.94

$65.76

F-7

SALARY SCHEDULES 2017 - 2018 GRADE START 6 - MONTHS 1 - YEAR 2017 $47,476 $48,188 $48,910 13 2018 $48,188 $48,910 $49,644 13

F-8

2017 HOURLY HOURLY LCWC LCWC SALARY SCHEDULE (TELECOMMUNICATORS) GRADE START 6-MONTH MAXIMUM 90 $12.00 $12.29 $22.05 91 $12.67 $12.99 $23.67 92 $14.01 $14.36 $23.67 93 $15.40 $15.79 $34.09 94 $16.12 $16.52 $34.96 95 $17.14 $17.56 $34.96 96 $19.40 $19.89 $42.50 97 $22.38 $22.94 $46.21 98 $25.80 $26.44 $55.12 2017 ANNUAL ANNUAL LCWC LCWC SALARY SCHEDULE (TELECOMMUNICATORS) GRADE START 6-MONTH MAXIMUM 90 $24,960 ,960..00 $25,96 ,960.0 0.00 $45,864 ,864..00 91 $26,353 ,353..60 $27,01 ,019.2 9.20 $49,233 ,233..60 92 $29,140 ,140..80 $29,86 ,868.8 8.80 $49,233 ,233..60 93 $32,032 ,032..00 $32,84 ,843.0 3.00 $70,907 ,907..20 94 $33,529 ,529..60 $34,36 ,361.6 1.60 $72,716 ,716..80 95 $35,651 ,651..00 $36,52 ,524.8 4.80 $72,716 ,716..80 96 $40,352 ,352..00 $41,37 ,371.2 1.20 $88,400 ,400..00 97 $46,550 ,550..40 $47,71 ,715.2 5.20 $96,116 ,116..80 98 $53, $53,66 664. 4.00 00 $54, $54,99 995. 5.20 20 $114 $114,6 ,649 49.6 .60 0

F-9

F-10

TI T L E

ASSISTANT DISTRICT ATTORNEY SALARY ADMINISTRATION PLAN COMPLETION OF STARTING SALARY COMPLETION OF 5T 5TH YE YEAR 3RD YEAR

ASSISTANT COUNTY ATTORNEY

$46,000 UP UP TO $5,000

UP TO $3,000

MAXIMUM $49,335.00

F-11

LAW CLERKS SALARY ADMINISTRATION PLAN TITLE LAW CLERK

STARTING SALARY (ON COMPLETION OF OR AFTER 12/05/2011) 1ST YEAR $46,000.00

$48,000.00

F-12

ASSISTANT COUNTY SOLICITOR SALARY ADMINISTRATION PLAN

TITLE ASSISTANT COUNTY SOLICITOR

STARTING SALARY COMPLETION OF COMPLETION OF (ON OR AFTER 3RD YEAR 5TH YEAR 01/01/2014) $49,335 UP TO $5 $5,000 UP TO $3 $3,000

*Paragraph 4 below amended by 9/12/2016 Salary Board - retroactive to 9/1/2016 1. The 1. The special plan set forth replaces any existing special plan pertaining to attorneys employed in the Solicitor's Office. 2. The 2. The special plan set forth will pertain to employees [hereinafter "affected employees" classified as Assistant County Solicitors hired and/or transferred into the Office at the starting rate (currently $49,335) on or before January 1, 2014] 3. The 3. The starting rate is $49,335, as may be adjusted from time to time in c onnection with County-wide salary increases. 4. The 4. The affected employees shall receive the same annual salary increases (merit, COLA, and general wage increase) as all other County non-bargainingunit employees, if applicable, under the County's general Salary Administration Plan. PROVIDED HOWEVER: There will be no salary adjustment for the affected employees at the 6-month step. 5. Upon 5. Upon completion of an affected employee's third (3rd) year of continuous full-time employment, he/she shall receive a salary increase not to exceed $5,000 based on overall performance of the individual within the discretion of the Solicitor. Such salary increase shall be applied after any increase available to the affected employee under the County's general Salary Administration Plan. 6. Upon 6. Upon completion of an affected employee's fifth (5th) year of continuous full-time employment, he/she shall receive a salary increase not to exceed $3,000 based on overall performance of the individual within the discretion of the Solicitor. Such salary increase shall be applied after any increase available to the affected employee under the County's general Salary Administration Plan. 7. Absent 7. Absent specific authorization of the Salary Board, employees hired above the start rat after January 1, 2014, shall not be entitled to the special increases at Year-3 and Year-5.

F-13

PROTECTIVE SERVICES PROPOSED SALARY INCREASES - JULY 11, 2016 Curr Curre ent Sal Salar ary y Propo ropose sed d Sala Salary ry Star Startt Dat Date Senior Caseworker (new) - Grade 11 Vacant 503759 $32,760.00 $36,760.00 Vacant 503374 $32,760.00 $36,760.00 C. Schott (new hire) 502339 $32,760.00 $36,760.00 2016 (J ( J u n e) M. Tongel (new hire) 504392 $32,760.00 $36,760.00 2016 (J ( J u n e) Senior Caseworker (existing) - Grade 11 E. Rohrbaugh 504391 $34,418.00 $37,418.00 2013 P. Wilkerson 503202 $36,426.00 $39,426.00 2011 A. Joline 503375 $38,045.00 $41,045.00 2007 S. Mehrenberg 503270 $38,252.00 $41,252.00 2008 P. DeJessa 503758 $57,232.00 $60,232.00 1994 Assistant Chief Caseworker (Existing) - Grade 12 (Protective Services Unit Supervisor) M. Fradette Chief Caseworker (Existing) - Grade 13 (Protective Services Unit Supervisor) F. Nitchie Caseworker (Existing) - Grade 9 (Protective Services Backups) Vacant Vacant A. E. Smith B. Cromley E. Goodhart J. Early E. Nellius M. Blazek Notes:

502337

$39,204.00

$42,204.00

2007 (Merit: 5/16/17)

502324

$56,234.00

$59,234.00

2001

501245 502245 502317 502319 502313 502316 502354 502353

$29,445.00 $29,445.00 $30,186.00 $32,675.00 $41,575.00 $43,115.00 $45,168.00 $53,660.00

$30,945.00 $30,945.00 $31,686.00 $34,175.00 $43,075.00 $44,615.00 $46,668.00 $55,160.00

2013 2011 2003 2002 2001 (Merit: 7/11/16) 1996

Request to increase the position start/six month rates for nine Grade 11 Caseworker Senior/designated Protective Services positions from $32,760/$33,579 to $36,760/$37,679, $36,760/$37,679, respectively, effective on 7/11/16, and adjust two recently hired employees to the new start rate. Request to increase the current salaries of five Caseworker Seniors by $3,000 effective 7-11-16 *Request to increase the current salaries of eight Caseworkers/designated Protective Services backup positions by **Request **Request to increase the current salary of one Assistant Chief Caseworker (Protective Services Supervisor) by ***Request ***Request to increase the current salary of one Chief Caseworker (Protective Services Unit Supervisor) by $3,000

F-14

Name

Pamela Grosh

SALARY CORRECTION PLAN FOR VICTIM/WITNESS SERVICES Years of VWS Hourly/PT Salary EOY 2016 Start Date Service EOY 2016 Program Director (Victim/Witness Coordinator) $69,167 00 1/3/1989 28Y

Deanna Weaver

$39,021.00

Deputy Director 4/12/2006

Salary at EOY 2017 based on longivity plan or 5% for grade

Increase

$72,625.00 ..

$3,458 00

10Y 9M

$51,056 00

$12.035 $12. 035..00

17Y 5M

$55,806 00

$2,657 $2 ,657 00

19Y 3M

$50,028.00

S2,382 00

13Y 7M 11Y 10M 4Y 4M

$46,256.00 $46,256 00 $25,298.00

$7,056.00 S9,831.00 $6,058.00

1YR 5M

$32,380.00

$3,139.00

11Y 3M 4Y

$43,397.00 $36,396.00

$7,640.00 $6,757.00

5M

$29,445.00

$2.652 00

Victiim Advocates Vict Karin Young

$53,149 00

Ed Ostrum

$47,646.00

8/17/1998 VWS 1/30/1995 County 10/27/1997

Stephanie Wisler Ellen Elle n Bolen Al Leed

$39,200.00 $36,425 00 $19,240.00

6/18/2003 5/11/2005 9/4/2012

Justina Cruz

Cathy Payne Mehssa Eby

Katrina Tilkens TotallCost Tota

$14.80/hr; 25hr/wk

$29,241.00

8/13/2015 VW V WS 5/15/2012 County Restitution Advocates $35,757.00 10/13/2005 $29,639.00 1/28/2013 VW VWS 7/14/2008 County $26,793.00 7/25/16 VWS 4/14 County

$63,665.00

F-15

ASSISTANT PUBLIC DEFENDERS PAY PLAN

TITLE ASSISTANT PUBLIC DEFENDER I

STARTING SALARY COMPLETION OF COMPLETION OF GRADE (ON OR AFTER 3RD YEAR 5TH YEAR 6/10/2013) $49,335 50 or 15 UP TO $5,000 UP TO $3,000

The starting rate is $49,335, as may be adjusted from time to time in connection with County salary increases (Merit, COLA, and general wage increases Employees hired above the start rate after 3/21/2011 shall not be entitled to the special increases at year 3 and year 5

F-16

Lancaster County Swimming Pool 2017 Salary Administration Plan - Seasonal Employees (Approved 3/12/2012) JOB TITLE Pool Manager Asst. Pool Manager Head Lifeguard Head Lifeguard 1 - W/ WSI Certification Head Lifeguard 2 - w/LGI Certification Head Lifeguard 3 - w/WSI Certification & LGI Certification Asst. Head Lifeguard Asst. Head Lifeguard 1 - W/WSI Certification Asst. Head Lifeguard 2 - W/LGI Certification Asst. Head Lifeguard 3 - W/WSI Certification & LGI Certification

# OF POSITIONS 1 1 2

3

Lifeguard Lifeguard 1 - W/WSI Certification Lifeguard 2 - W/LGI Certification Lifeguard 3 - W/WSI Certification and LGI Certification Senior Lifeguard (min 2 yrs exp. @ comparable facility) Senior Lifeguard 1 - W/WSI Certification Senior Lifeguard 2 - W/LGI Certification Senior Lifeguard 3 - W/WSI Certification and LGI Certification

16

Front Desk Supervisor Asst. Front Desk Supervisor Front Desk Attendant

1 2 7

7

STA AR RT TING ING SA SALAR LARY $16.00 $13.00 $12.50 $12.75 $13.00 $13.25 $11.00 $11.25 $11.50 $11.75

JOB CO CODE 390PT 413PT 571PT 571APT 571BPT 571CPT 570PT 570APT 570BPT 570CPT

$9.50 $9.75 $10.00 $10.25 $10.00 $10.25 $10.50 $11.00

398PT 398APT 398BPT 398CPT 569PT 569APT 569BPT 569CPT

$11.00 $9.00 $7.25

573PT 572PT 397PT

* Per 2017 Lancaster County Salary Administration Plan: Seasonal employees returning to County employment in 2017, who worked for the County as a seasonal employee in 2016 and are hired for the same graded position shall be permitted a re-hire rate increase 2% added to their rate at the time of separation from the County in the previous year provided that: 1) The employee worked until the end of the 2016 season or their supervisor agreed upon final workday; 2) The employee received a minimum of a Meets Expectations rating on their evaluation(s) in the previous previous calendar year; 3) The employee worked a minimum of 200 hours in the last calendar y ear; 4) The employee’s time and attendance was satisfactory.

F-17

PROPOSED PAY SCHEDULES

NON-EXE NON-EXEMPT MPT (Midp (Midp oin t 90% of Market) 40-Ho u r Sc h ed u l e 25 22,361.17 59,115.54 4.134% 25.0% 25.0%


$16,770.87 $17,464.50 $18,186.75 $18,938.25 $19,721.25 $20,536.50 $21,385.50 $22,269.75 $23,190.00 $24,148.50 $25,146.75 $26,186.25 $27,268.50 $28,395.75 $29,569.50 $30,792.00 $32,064.75 $33,390.00 $34,770.00 $36,207.00 $37,704.00 $39,262.50 $40,885.50 $42,576.00 $44,336.66

37.5-Ho u r Sc h ed u l e # of Grades Minimum Value Maximum Value % Between Grades Min Spread (% Below) Max Spread (% Above)

Midp Mi dpoi oint nt

25 24,845.74 65,683.94 4.134% 25.0% 25.0%

Maxi Ma ximu mum m (+ (+25 25%) %)

$22,361.17 $23,286.00 $24,249.00 $25,251.00 $26,295.00 $27,382.00 $28,514.00 $29,693.00 $30,920.00 $32,198.00 $33,529.00 $34,915.00 $36,358.00 $37,861.00 $39,426.00 $41,056.00 $42,753.00 $44,520.00 $46,360.00 $48,276.00 $50,272.00 $52,350.00 $54,514.00 $56,768.00 $59,115.54

Grad Gr ade e

$27,951.46 $29,107.50 $30,311.25 $31,563.75 $32,868.75 $34,227.50 $35,642.50 $37,116.25 $38,650.00 $40,247.50 $41,911.25 $43,643.75 $45,447.50 $47,326.25 $49,282.50 $51,320.00 $53,441.25 $55,650.00 $57,950.00 $60,345.00 $62,840.00 $65,437.50 $68,142.50 $70,960.00 $73,894.43

N1 N2 N3 N4 N5 N6 N7 N8 N9 N10 N11 N12 N13 N14 N15 N16 N17 N18 N19 N20 N21 N22 N23 N24 N25

Mini Mi nimu mum m ((-25 25%) %) $16,323.65 $16,998.78 $17,701.77 $18,433.23 $19,195.35 $19,988.86 $20,815.22 $21,675.89 $22,571.60 $23,504.54 $24,476.17 $25,487.95 $26,541.34 $27,638.53 $28,780.98 $29,970.88 $31,209.69 $32,499.60 $33,842.80 $35,241.48 $36,698.56 $38,215.50 $39,795.22 $41,440.64 $43,154.35

# of Grades Minimum Value Maximum Value % Between Grades Min Spread (% Below) Max Spread (% Above)


Maxi Ma ximu mum m (+ (+25 25%) %) $27,206.09 $28,331.30 $29,502.95 $30,722.05 $31,992.25 $33,314.77 $34,692.03 $36,126.48 $37,619.33 $39,174.23 $40,793.62 $42,479.92 $44,235.57 $46,064.22 $47,968.30 $49,951.47 $52,016.15 $54,166.00 $56,404.67 $58,735.80 $61,164.27 $63,692.50 $66,325.37 $69,067.73 $71,923.91

EXEMPT EXEMPT (Midpo (Midpo int 90% of Market) 40-Ho u r Sc h ed u l e 25 32,174.46 115,027.72 4.491% 25.0% 25.0%

Grad Gr ade e Mi Mini nimu mum m ((-25 25%) %) E5 E6 E7 E8 E9 E10 E11 E12 E13 E14

$28,767.00 $30,059.25 $31,409.25 $32,820.00 $34,293.75 $35,834.25 $37,443.75 $39,125.25 $40,882.50 $42,718.50

37.5-Ho u r Sc h ed u l e Grades Minimum Value Maximum Value % Between Grades Min Spread (% Below) Max Spread (% Above)

25 35,749.40 127,808.57 4.491% 25.0% 25.0%




Grad Gr ade e

Mini Mi nimu mum m ((-25% 25%))



$38,356.00 $40,079.00 $41,879.00 $43,760.00 $45,725.00 $47,779.00 $49,925.00 $52,167.00 $54,510.00 $56,958.00

$47,945.00 $50,098.75 $52,348.75 $54,700.00 $57,156.25 $59,723.75 $62,406.25 $65,208.75 $68,137.50 $71,197.50

E5 E6 E7 E8 E9 E10 E11 E12 E13 E14

$27,999.88 $29,257.67 $30,571.67 $31,944.80 $33,379.25 $34,878.67 $36,445.25 $38,081.91 $39,792.30 $41,579.34

$37,333.17 $39,010.23 $40,762.23 $42,593.07 $44,505.67 $46,504.89 $48,593.67 $50,775.88 $53,056.40 $55,439.12

$46,666.47 $48,762.78 $50,952.78 $53,241.33 $55,632.08 $58,131.12 $60,742.08 $63,469.85 $66,320.50 $69,298.90

EXEMPT EXEMPT (Midpo (Midpo int 90% of Market) 40-Ho u r Sc h ed u l e 25 32,174.46 115,027.72 4.491% 25.0% 25.0%

Grad Gr ade e Mi Mini nimu mum m ((-25 25%) %) E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16 E17 E18 E19 E20 E21 E22 E23 E24 E25 E26 E27 E28 E29 E30

$28,767.00 $30,059.25 $31,409.25 $32,820.00 $34,293.75 $35,834.25 $37,443.75 $39,125.25 $40,882.50 $42,718.50 $44,637.00 $46,641.75 $48,736.50 $50,925.00 $53,211.75 $55,601.25 $58,098.00 $60,707.25 $63,433.50 $66,282.00 $69,258.75 $72,369.00 $75,618.75 $79,014.75 $82,563.00 $86,270.79


25 35,749.40 127,808.57 4.491% 25.0% 25.0%




Grad Gr ade e

Mini Mi nimu mum m ((-25% 25%))



$38,356.00 $40,079.00 $41,879.00 $43,760.00 $45,725.00 $47,779.00 $49,925.00 $52,167.00 $54,510.00 $56,958.00 $59,516.00 $62,189.00 $64,982.00 $67,900.00 $70,949.00 $74,135.00 $77,464.00 $80,943.00 $84,578.00 $88,376.00 $92,345.00 $96,492.00 $100,825.00 $105,353.00 $110,084.00 $115,027.72

$47,945.00 $50,098.75 $52,348.75 $54,700.00 $57,156.25 $59,723.75 $62,406.25 $65,208.75 $68,137.50 $71,197.50 $74,395.00 $77,736.25 $81,227.50 $84,875.00 $88,686.25 $92,668.75 $96,830.00 $101,178.75 $105,722.50 $110,470.00 $115,431.25 $120,615.00 $126,031.25 $131,691.25 $137,605.00 $143,784.65


$27,999.88 $29,257.67 $30,571.67 $31,944.80 $33,379.25 $34,878.67 $36,445.25 $38,081.91 $39,792.30 $41,579.34 $43,446.68 $45,397.97 $47,436.86 $49,567.00 $51,792.77 $54,118.55 $56,548.72 $59,088.39 $61,741.94 $64,514.48 $67,411.85 $70,439.16 $73,602.25 $76,907.69 $80,361.32 $83,970.23

$37,333.17 $39,010.23 $40,762.23 $42,593.07 $44,505.67 $46,504.89 $48,593.67 $50,775.88 $53,056.40 $55,439.12 $57,928.91 $60,530.63 $63,249.15 $66,089.33 $69,057.03 $72,158.07 $75,398.29 $78,784.52 $82,322.59 $86,019.31 $89,882.47 $93,918.88 $98,136.33 $102,543.59 $107,148.43 $111,960.31

$46,666.47 $48,762.78 $50,952.78 $53,241.33 $55,632.08 $58,131.12 $60,742.08 $63,469.85 $66,320.50 $69,298.90 $72,411.13 $75,663.28 $79,061.43 $82,611.67 $86,321.28 $90,197.58 $94,247.87 $98,480.65 $102,903.23 $107,524.13 $112,353.08 $117,398.60 $122,670.42 $128,179.48 $133,935.53 $139,950.39

NON-EXE NON-EXEMPT MPT (Midp (Midp oin t 100% of Market ) 40-Ho u r Sc h ed u l e

37.5-Ho u r Sc h ed u l e

25 24,845.74 65,683.94 4.134% 25.0% 25.0%


Grad Gr ade e

Mini Mi nimu mum m ((-25 25%) %)


N1 N2 N3 N4 N5 N6 N7 N8 N9 N10 N11 N12 N13 N14 N15 N16 N17 N18 N19 N20 N21 N22 N23 N24 N25

$18,634.31 $19,404.75 $20,207.25 $21,042.75 $21,912.75 $22,818.75 $23,762.25 $24,744.75 $25,767.75 $26,832.75 $27,942.00 $29,097.00 $30,300.00 $31,552.50 $32,856.75 $34,215.00 $35,629.50 $37,102.50 $38,636.25 $40,233.75 $41,897.25 $43,629.00 $45,432.75 $47,310.75 $49,262.95

$24,845.74 $25,873.00 $26,943.00 $28,057.00 $29,217.00 $30,425.00 $31,683.00 $32,993.00 $34,357.00 $35,777.00 $37,256.00 $38,796.00 $40,400.00 $42,070.00 $43,809.00 $45,620.00 $47,506.00 $49,470.00 $51,515.00 $53,645.00 $55,863.00 $58,172.00 $60,577.00 $63,081.00 $65,683.94

25 24,845.74 65,683.94 4.134% 25.0% 25.0%

Maxi Ma ximu mum m (+ (+25 25%) %) $31,057.18 $32,341.25 $33,678.75 $35,071.25 $36,521.25 $38,031.25 $39,603.75 $41,241.25 $42,946.25 $44,721.25 $46,570.00 $48,495.00 $50,500.00 $52,587.50 $54,761.25 $57,025.00 $59,382.50 $61,837.50 $64,393.75 $67,056.25 $69,828.75 $72,715.00 $75,721.25 $78,851.25 $82,104.92


Grad Gr ade e Min Minim imum um ((-25 25%) %) N1 N2 N3 N4 N5 N6 N7 N8 N9 N10 N11 N12 N13 N14 N15 N16 N17 N18 N19 N20 N21 N22 N23 N24 N25

$18,137.39 $18,887.29 $19,668.39 $20,481.61 $21,328.41 $22,210.25 $23,128.59 $24,084.89 $25,080.61 $26,117.21 $27,196.88 $28,321.08 $29,492.00 $30,711.10 $31,980.57 $33,302.60 $34,679.38 $36,113.10 $37,605.95 $39,160.85 $40,779.99 $42,465.56 $44,221.21 $46,049.13 $47,949.27


Maxi Ma ximu mum m (+ (+25 25%) %) $30,228.98 $31,478.82 $32,780.65 $34,136.02 $35,547.35 $37,017.08 $38,547.65 $40,141.48 $41,801.02 $43,528.68 $45,328.13 $47,201.80 $49,153.33 $51,185.17 $53,300.95 $55,504.33 $57,798.97 $60,188.50 $62,676.58 $65,268.08 $67,966.65 $70,775.93 $73,702.02 $76,748.55 $79,915.46

G3-1

EXEMPT (Midpoint 100% of Market) 40-Ho u r Sc h ed u l e 25 35,749.40 127,808.57 4.491% 25.0% 25.0%


25 35,749.40 127,808.57 4.491% 25.0% 25.0%


Gra rade de

Min inim imum um ((-25 25% %)

Midp Mi dpo oin intt

Maxi Ma xim mum (+2 +25% 5%))

Grad Gr ade e

Min Mi nim imu um ((-25 25% %)


Maxi Ma ximu mum m (+ (+25 25% %)

E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16

$31,963.50 $33,399.00 $34,899.00 $36,466.50 $38,104.50 $39,816.00 $41,604.00 $43,472.25 $45,424.50 $47,464.50 $49,596.00 $51,823.50

$42,618.00 $44,532.00 $46,532.00 $48,622.00 $50,806.00 $53,088.00 $55,472.00 $57,963.00 $60,566.00 $63,286.00 $66,128.00 $69,098.00

$53,272.50 $55,665.00 $58,165.00 $60,777.50 $63,507.50 $66,360.00 $69,340.00 $72,453.75 $75,707.50 $79,107.50 $82,660.00 $86,372.50

E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16

$31,111.14 $32,508.36 $33,968.36 $35,494.06 $37,088.38 $38,754.24 $40,494.56 $42,312.99 $44,213.18 $46,198.78 $48,273.44 $50,441.54

$41,481.52 $43,344.48 $45,291.15 $47,325.41 $49,451.17 $51,672.32 $53,992.75 $56,417.32 $58,950.91 $61,598.37 $64,364.59 $67,255.39

$51,851.90 $54,180.60 $56,613.93 $59,156.77 $61,813.97 $64,590.40 $67,490.93 $70,521.65 $73,688.63 $76,997.97 $80,455.73 $84,069.23

EXEMPT (Midpoint 100% of Market) 40-Ho u r Sc h ed u l e 25 35,749.40 127,808.57 4.491% 25.0% 25.0%


25 35,749.40 127,808.57 4.491% 25.0% 25.0%


Gra rade de

Min inim imum um ((-25 25% %)


Maxi Ma xim mum (+2 +25% 5%))

Grad Gr ade e

Min Mi nim imu um ((-25 25% %)


Maxi Ma ximu mum m (+ (+25 25% %)


$31,963.50 $33,399.00 $34,899.00 $36,466.50 $38,104.50 $39,816.00 $41,604.00 $43,472.25 $45,424.50 $47,464.50 $49,596.00 $51,823.50 $54,150.75 $56,583.00 $59,124.00 $61,779.00 $64,553.25 $67,452.00 $70,481.25 $73,646.25 $76,953.75 $80,409.75 $84,021.00 $87,794.25 $91,737.00 $95,856.43

$42,618.00 $44,532.00 $46,532.00 $48,622.00 $50,806.00 $53,088.00 $55,472.00 $57,963.00 $60,566.00 $63,286.00 $66,128.00 $69,098.00 $72,201.00 $75,444.00 $78,832.00 $82,372.00 $86,071.00 $89,936.00 $93,975.00 $98,195.00 $102,605.00 $107,213.00 $112,028.00 $117,059.00 $122,316.00 $127,808.57

$53,272.50 $55,665.00 $58,165.00 $60,777.50 $63,507.50 $66,360.00 $69,340.00 $72,453.75 $75,707.50 $79,107.50 $82,660.00 $86,372.50 $90,251.25 $94,305.00 $98,540.00 $102,965.00 $107,588.75 $112,420.00 $117,468.75 $122,743.75 $128,256.25 $134,016.25 $140,035.00 $146,323.75 $152,895.00 $159,760.72


$31,111.14 $32,508.36 $33,968.36 $35,494.06 $37,088.38 $38,754.24 $40,494.56 $42,312.99 $44,213.18 $46,198.78 $48,273.44 $50,441.54 $52,706.73 $55,074.12 $57,547.36 $60,131.56 $62,831.83 $65,653.28 $68,601.75 $71,682.35 $74,901.65 $78,265.49 $81,780.44 $85,453.07 $89,290.68 $93,300.26

$41,481.52 $43,344.48 $45,291.15 $47,325.41 $49,451.17 $51,672.32 $53,992.75 $56,417.32 $58,950.91 $61,598.37 $64,364.59 $67,255.39 $70,275.64 $73,432.16 $76,729.81 $80,175.41 $83,775.77 $87,537.71 $91,469.00 $95,576.47 $99,868.87 $104,353.99 $109,040.59 $113,937.43 $119,054.24 $124,400.35

$51,851.90 $54,180.60 $56,613.93 $59,156.77 $61,813.97 $64,590.40 $67,490.93 $70,521.65 $73,688.63 $76,997.97 $80,455.73 $84,069.23 $87,844.55 $91,790.20 $95,912.27 $100,219.27 $104,719.72 $109,422.13 $114,336.25 $119,470.58 $124,836.08 $130,442.48 $136,300.73 $142,421.78 $148,817.80 $155,500.43

G4-1

GRADE ORDER LIST REPORTS

Class Title

37.5/40

PROPOSED GRADE

NEW MIN

NEW MID

NEW MAX

Bailiff Customer Service Clerk

37.5 40

N01 N0 N01

16,324 16,771

21 21,765 22,361

27 27,206 27,951

Senior Bailiff

37.5

N0 N02

16,999

22,665

28,331

Clerk / Typist Clerk Clerk

37.5 37.5 40

N03 N03 N03

17,702 17,702 18,187

23,602 23,602 24,249

29,503 29,503 30,311

File Clerk Receptionist / Typist Warehouse/Delivery Specialist

40 37.5 37.5

N04 N04 N04

18,938 18,433 18,433

25,251 24,578 24,578

31,564 30,722 30,722

Custodian File Clerk / Receptionist File Clerk / Receptionist Sanitary Worker

37.5 37.5 40 40

N05 N05 N05 N05

19,195 19,195 19,721 19,721

25,594 25,594 26,295 26 26,295

31,992 31,992 32,869 32 32,869

Mail Processor

37.5

N06

19,989

26,652

33,315

Security Officer

40

N0 N 07

21,386

28,514

35,643

Maintenance Assistant Micro-Imaging Technician Courier Operations Specialist

40 37.5 37.5

N08 N08 N08

22,270 21,676 21,676

29,693 28,901 28,901

37,116 36,126 36,126

Clerical Specialist I Clerical Specialist I Law Library Assistant Mag. District Court Clerk MDJ Criminal Night Clerk Secretary Secretary

37.5 40 37.5 37.5 37.5 37.5 40

N09 N09 N09 N09 N09 N09 N09

22,572 23,190 22,572 22,572 22,572 22,572 23,190

30,095 30,920 30,095 30,095 30,095 30,095 30 3 0,920

37,619 38,650 37,619 37,619 37,619 37,619 38 3 8,650

Account Clerk Account Clerk Clerical Specialist II Clerical Specialist II Hearing Officer Secretary Magisterial District Court Clerk, Senior

37.5 40 37.5 40 37.5 37.5

N1 N 10 N1 N10 N10 N10 N10 N10

23,505 24,149 23,505 24,149 23,505 23,505

31,339 32,198 31,339 32,198 31,339 31,339

39,174 40,248 39,174 40,248 39,174 39,174

Administrative Secretary Administrative Secretary Clerical Specialist III Clerical Specialist III Secretary, Senior Secretary, Senior

37.5 40 37.5 40 37.5 40

N11 N11 N11 N11 N11 N11

24,476 25,147 24,476 25,147 24,476 25,147

32,635 33,529 32,635 33,529 32,635 33,529

40,794 41,911 40,794 41,911 40,794 41,911

Account Clerk, Senior I Accountant - Junior Act 319 Administrator Administrative Assistant Administrative Assistant Case Aide Senior Civil Case Coordinator Clerical Supervisor I Health/Activity Coordinator

40 37.5 37.5 37.5 40 37.5 37.5 37.5 37.5

N12 N12 N12 N12 N12 N12 N12 N12 N12

26,186 25,488 25,488 25,488 26,186 25,488 25,488 25,488 25,488

34,915 33,984 33,984 33,984 34,915 33,984 33,984 33,984 33,984

43,644 42,480 42,480 42,480 43,644 42,480 42,480 42,480 42,480

Maintenance Worker I Senior Center Manager

40 37.5

N12 N12

26,186 25,488

34,915 33,984

43,644 42,480

Deputy Office Manager Fiscal Technician Maintenance Painter Naturalist Payroll / Account Clerk Payroll Clerk Personnel Assistant Telecommunicator I Trails Coordinator/Arborist Voting Machine Custodian

37.5 37.5 40 40 37.5 37.5 37.5 40 40 40

N13 N13 N13 N13 N13 N1 N13 N13 N13 N13 N13

26,541 26,541 27,269 27,269 26,541 26,541 26,541 27,269 27,269 27,269

35,388 35,388 36,358 36 3 6,358 35,388 35,388 35,388 36,358 36,358 36,358

44,236 44,236 45,448 45 4 5,448 44,236 44,236 44,236 45,448 45,448 45,448

Caseworker Trainee DJ Training Specialist, Senior Employment Program Coordinator Graphics Arts Specialist Magisterial District Court Clerk Superviso Prison Supply II Telecommunicator II Voting Machine Team Leader

37.5 37.5 37.5 37.5 37.5 40 40 40

N14 N14 N14 N14 N14 N14 N14 N14

27,639 27,639 27,639 27,639 27,639 28,396 28,396 28,396

36,851 36,851 36,851 36,851 36,851 37,861 37,861 37,861

46,064 46,064 46,064 46,064 46,064 47,326 47,326 47,326

Account Clerk, Senior II Building Maintenance Mechanic Help Desk I (Microimaging) Intake Support Specialist Maintenance Worker II Planning Technician Prison Supply Supervisor Radiological Trainer/Planner Restitution Advocate Telecommunicator III Youth Care Worker

37.5 40 37.5 37.5 40 37.5 40 40 37.5 40 40

N15 N15 N15 N15 N15 N15 N15 N15 N15 N15 N15

28,781 29,570 28,781 28,781 29,570 28,781 29,570 29,570 28,781 29,570 29,570

38,375 39,426 38,375 38,375 39,426 38,375 39,426 39,426 38,375 39,426 39,426

47,968 49,283 47,968 47,968 49,283 47,968 49,283 49,283 47,968 49,283 49,283

Administrative Secretary, Senior Applications Coordinator Assistant Buyer Caseworker D&A Prevention Program Spec Deputy Clerk of Courts Deputy Prothonotary Drug & Alcohol Prevention Specialist Executive Secretary Human Resources Coordinator / Adminis Judicial Secretary Maintenance Supervisor - Parks Maintenance Supervisor I Maintenance Technician/Communication Support Services Coordinator Trails/Arborist Supervisor Victim Advocate Warehouse Supervisor/Assistant Buyer

37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40 37.5 40 40 40 37.5 40 37.5 37.5

N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16

29,971 29,971 29,971 29,971 29,971 29,971 29,971 29,971 29,971 30,792 29,971 30,792 30,792 30,792 29,971 30,792 29,971 29,971

39,961 39,961 39,961 39,961 39,961 39,961 39,961 39,961 39,961 41,056 39,961 41,056 41,056 41,056 39,961 41,056 39,961 39,961

49,951 49,951 49,951 49,951 49,951 49,951 49,951 49,951 49,951 51,320 49,951 51,320 51,320 51,320 49,951 51,320 49,951 49,951

Administrative Coordinator Administrative Coordinator Administrative Coordinator - EMA Appraiser Caseworker

37.5 40 40 37.5 37.5

N17 N17 N17 N17 N17

31,210 32,065 32,065 31,210 31,210

41,613 42,753 42,753 41,613 41,613

52,016 53,441 53,441 52,016 52,016

Corrections Corporal Park Ranger Certified Reentry Coordinator Legal Records Telecommunicator Specialist

40 40 40 40

N17 N17 N17 N17

32,065 32,065 32,065 32,065

42,753 42,753 42,753 42,753

53,441 53,441 53,441 53,441

Appraiser Comm-Indust Assistant Chief Clerk Computer Technician GIS Technician Veterans Services Officer Youth Care Worker Supervisor

37.5 37.5 37.5 37.5 37.5 40

N18 N18 N18 N18 N18 N18

32,500 32,500 32,500 32,500 32,500 33,390

43,333 43,333 43,333 43,333 43,333 44,520

54,166 54,166 54,166 54,166 54,166 55,650

911 Communications Specialist Assistant Communication Supervisor Benefits Specialist Budget Anaylst Computer Appraisal Analyst Computer Forensic Analyst I Emergency Management Technician GIS Analyst I GIS Technician / Senior Crime Analyst Grants Specialist Human Resource Program Coordinator Human Resources Analyst Project/Business Analyst I Technical Support Specialist I Training Specialist Youth Intervention Center Recreation Co

40 40 37.5 37.5 37.5 37.5 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40

N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19

34,770 34,770 33,843 33,843 33,843 33,843 34,770 33,843 33,843 33,843 33,843 33,843 33,843 33,843 33,843 34,770

46,360 46,360 45,124 45,124 45,124 45,124 46,360 45,124 45,124 45,124 45,124 45,124 45,124 45,124 45,124 46,360

57,950 57,950 56,405 56,405 56,405 56,405 57,950 56,405 56,405 56,405 56,405 56,405 56,405 56,405 56,405 57,950

911 Communications Specialist, Lead 911 Systems Administrator Administrative Sergeant-Prison Assistant Deputy Treasurer Assistant Grounds Superintendent Deputy Chief Registrar Emergency Management Services Coordi GIS Analyst II Technical Support Specialist II

40 40 40 37.5 40 37.5 40 37.5 37.5

N20 N20 N20 N20 N20 N20 N20 N20 N20

36,207 36,207 36,207 35,241 36,207 35,241 36,207 35,241 35,241

48,276 48,276 48,276 46,989 48,276 46,989 48,276 46,989 46,989

60,345 60,345 60,345 58,736 60,345 58,736 60,345 58,736 58,736

Caseworker, Senior Deputy Victim Witness Coordinator GIS Anaylst III Int Discipline Coordinator/Inv Assistant Senior Buyer Technical Support Specialist II Training Coordinator

37.5 37.5 37.5 40 37.5 37.5 40

N21 N21 N21 N21 N2 N21 N21 N21

36,699 36,699 36,699 37,704 36,699 35,241 37,704

48,931 48,931 48,931 50,272 48,931 46,989 50,272

61,164 61,164 61,164 62,840 61,164 58,736 62,840

Office Manager II - District Attorneys Offi

37.5

N22

38,216

50,954

63,693

Deputy Coroner/Lab Technician Operations Coordinator - Logistics Office

37.5 40

N23 N23

39,795 40,886

53,060 54,514

63,693 68,143

Project/Business Analyst II Project/Business Analyst II

37.5 37.5

N24 N24

41,441 41,441

55,254 55,254

69,068 69,068

Class Title

37.5/40

PROPOSED GRADE

37.5

E05

27,999.88

37,333.17

46,666.47

37.5 37.5 37.5

E06 E06 E06

29,257.67 29,257.67 29,257.67

39,010.23 39,010.23 39,010.23

48,762.78 48,762.78 48,762.78

37.5 37.5

E07 E07

30,571.67 30,571.67

40,762.23 40,762.23

50,952.78 50,952.78

37.5

E08

31,944.80

42,593.07

53,241.33

37.5 37.5 37.5 40 37.5 40

E09 E09 E09 E09 E09 E09

33,379.25 33,379.25 33,379.25 34,293.75 33,379.25 34,293.75

44,505.67 44,505.67 44,505.67 45,725.00 44,505.67 45,725.00

55,632.08 55,632.08 55,632.08 57,156.25 55,632.08 57,156.25

37.5 37.5 37.5 37.5 37.5 37.5 37.5

E10 E10 E10 E10 E10 E10 E10

34,878.67 34,878.67 34,878.67 34,878.67 34,878.67 34,878.67 34,878.67

46,504.89 46,504.89 46,504.89 46,504.89 46,504.89 46,504.89 46,504.89

58,131.12 58,131.12 58,131.12 58,131.12 58,131.12 58,131.12 58,131.12

37.5 37.5 37.5 37.5 37.5 40 37.5

E11 E11 E11 E11 E11 E11 E11

36,445.25 36,445.25 36,445.25 36,445.25 36,445.25 37,443.75 36,445.25

48,593.67 48,593.67 48,593.67 48,593.67 48,593.67 49,925.00 48,593.67

60,742.08 60,742.08 60,742.08 60,742.08 60,742.08 62,406.25 60,742.08

Application Developer III Assistant Chief Caseworker Assistant Court Reporter Supervisor Assistant Maintenance Superintendent Asst. Chief Caseworker Director, Veterans Affairs Fiscal Officer I Office Manager II - Property Assessment Planner, Senior Program Planner / Evaluator I Staff Assistant Work Release Program Manager

37.5 37.5 37.5 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40

E12 E12 E12 E12 E12 E12 E12 E12 E12 E12 E12 E12

38,081.91 38,081.91 38,081.91 39,125.25 38,081.91 38,081.91 38,081.91 38,081.91 38,081.91 38,081.91 38,081.91 39,125.25

50,775.88 50,775.88 50,775.88 52,167.00 50,775.88 50,775.88 50,775.88 50,775.88 50,775.88 50,775.88 50,775.88 52,167.00

63,469.85 63,469.85 63,469.85 65,208.75 63,469.85 63,469.85 63,469.85 63,469.85 63,469.85 63,469.85 63,469.85 65,208.75

Chief Park Ranger Communications Supervisor Court Reporter Supervisor Fiscal Officer II Program Planner/Evaluator II Supervisor - Prison Legal Records

40 40 37.5 37.5 37.5 40

E13 E13 E13 E13 E13 E13

40,882.50 40,882.50 39,792.30 39,792.30 39,792.30 40,882.50

54,510.00 54,510.00 53,056.40 53,056.40 53,056.40 54,510.00

68,137.50 68,137.50 66,320.50 66,320.50 66,320.50 68,137.50

37.5 37.5 37.5 40 37.5 37.5 37.5 40 40 40 40

E14 E14 E14 E14 E14 E14 E14 E14 E14 E14 E14

41,579.34 41,579.34 41,579.34 42,718.50 41,579.34 41,579.34 41,579.34 42,718.50 42,718.50 42,718.50 42,718.50

55,439.12 55,439.12 55,439.12 56,958.00 55,439.12 55,439.12 55,439.12 56,958.00 56,958.00 56,958.00 56,958.00

69,298.90 69,298.90 69,298.90 71,197.50 69,298.90 69,298.90 69,298.90 71,197.50 71,197.50 71,197.50 71,197.50

Clerical Supervisor III

Administrative Services Specialist Bailiff Supervisor Clerical Supervisor IV

Fiscal Operations Supervisor PACSES User Support Specialist

Farmland Preserve Specialist

Accountant Administrative Analyst AP-Payroll Assistant Supervisor Business Manager Collections Manager Program Manager

Application Developer I Appraisal Statistician Database Administrator - OAG Deputy Fiscal Officer Outreach Coordinator/ARD Specialist Planner Program Coordinator AP-Payroll Supervisor Application Developer II Court Reporter Fire Service Coordinator Law Librarian Program Coordinator - YIC Tax Claim Assistant Director

Assistant County Solicitor Behavioral Health Program Planner Chief Caseworker Corrections Lieutenant Director, BH/DS Case Mgmt DS Program Planner Employment and Volunteer Manager Human Resource Manager Inmate Services Supervisor Lieutenant Deputy Sheriff Operations Manager

NEW MIN

NEW MID

NEW MAX

Principal Planner

37.5

E14

41,579.34

55,439.12

69,298.90

911 Deputy Director Accountant/Auditor Senior Casework Supervisor Chief Deputy Clerk Of Courts Chief Deputy Prothonotary Chief Deputy Recorder of Deeds Chief Deputy Register of Wills Computer Manager Corrections Field Investigator Deputy Director, Current Planning Grounds Superintendent - FMD Maintenance Superintendent - FMD Senior Program Planner/Evaluator Victim Witness Coordinator

40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40 37.5 40 40 37.5 37.5

E15 E15 E15 E15 E15 E15 E15 E15 E15 E15 E15 E15 E15 E15

44,637.00 43,446.68 43,446.68 43,446.68 43,446.68 43,446.68 43,446.68 43,446.68 44,637.00 43,446.68 44,637.00 44,637.00 43,446.68 43,446.68

59,516.00 57,928.91 57,928.91 57,928.91 57,928.91 57,928.91 57,928.91 57,928.91 59,516.00 57,928.91 59,516.00 59,516.00 57,928.91 57,928.91

74,395.00 72,411.13 72,411.13 72,411.13 72,411.13 72,411.13 72,411.13 72,411.13 74,395.00 72,411.13 74,395.00 74,395.00 72,411.13 72,411.13

Chief Deputy Sheriff Corrections Major Deputy Coordinator, Emergency Manage Deputy Director Nurse RN Orphan Court Staff Attorney Program Director Staff Attorney

40 40 40 37.5 37.5 37.5 40 37.5

E16 E16 E16 E16 E16 E16 E16 E16

46,641.75 46,641.75 46,641.75 45,397.97 45,397.97 45,397.97 46,641.75 46,641.75

62,189.00 62,189.00 62,189.00 60,530.63 60,530.63 60,530.63 62,189.00 62,189.00

77,736.25 77,736.25 77,736.25 75,663.28 75,663.28 75,663.28 77,736.25 77,736.25

Accounting / Auditing Assistant Manager Assistant Court Administrator Assistant Public Defender Manager Chief Deputy Coroner / Administrator Database Administrator Division Director (Gen Supv) Network Administrator Records and Archive Manager Senior Center Program Director

37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5

E17 E17 E17 E17 E17 E17 E17 E17 E17

47,436.86 47,436.86 47,436.86 47,436.86 47,436.86 47,436.86 47,436.86 47,436.86 47,436.86

63,249.15 63,249.15 63,249.15 63,249.15 63,249.15 63,249.15 63,249.15 63,249.15 63,249.15

79,061.43 79,061.43 79,061.43 79,061.43 79,061.43 79,061.43 79,061.43 79,061.43 79,061.43

Accounting System Analyst I Assessment Operations Manager Dep Warden Deputy Warden Director, Administrative Services

37.5 37.5 40 40 40

E18 E18 E18 E18 E18

49,567.00 49,567.00 50,925.00 50,925.00 50,925.00

66,089.33 66,089.33 67,900.00 67,900.00 67,900.00

82,611.67 82,611.67 84,875.00 84,875.00 84,875.00

Accounting / Auditing Manager Accounting Systems Analyst II Appraisal Crew Chief Customer Service Manager Deputy Chief County Detective Deputy Director Trans. Planning Deputy Director, Adult Probation / Parole Deputy Director, Budget Services Deputy Director, Children & Youth Admin Deputy Director, Domestic Relations Deputy Director, Juvenile Probation Deputy Director, Office of Aging Deputy Treasurer IT Technical Services Manager IT/GIS Manager Senior Assistant Public Defender Senior Project/Business Analyst Manager

37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5

E19 E19 E19 E19 E19 E19 E19 E19 E19 E19 E19 E19 E19 E19 E19 E19 E19

51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77 51,792.77

69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03 69,057.03

86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28 86,321.28

Accounting Systems Manager Assistant District Attorney I Assistant Public Defender Chief County Detective Chief Deputy Controller Chief Registrar Deputy Admin - Public Defender

37.5 37.5 37.5 37.5 37.5 37.5 37.5

E20 E20 E20 E20 E20 E20 E20

54,118.55 54,118.55 54,118.55 54,118.55 54,118.55 54,118.55 54,118.55

72,158.07 72,158.07 72,158.07 72,158.07 72,158.07 72,158.07 72,158.07

90,197.58 90,197.58 90,197.58 90,197.58 90,197.58 90,197.58 90,197.58

Director, Agric Preserve Board

40

E20

55,601.25

74,135.00

92,668.75

Assistant District Attorney Manager Assistant District Attorney Unit Manager Chief of Administrative Services Deputy Director of Human Resources Director, Drug and Alcohol Director, Public Safety Training Center Director, Purchasing

37.5 37.5 37.5 37.5 40 40 37.5

E21 E21 E21 E21 E21 E21 E21

56,548.72 56,548.72 56,548.72 56,548.72 58,098.00 58,098.00 56,548.72

75,398.29 75,398.29 75,398.29 75,398.29 77,464.00 77,464.00 75,398.29

94,247.87 94,247.87 94,247.87 94,247.87 96,830.00 96,830.00 94,247.87

911 Director - Communications Deputy Director, Info Tech and Security Deputy Director, Information Technology Deputy Public Defender Director, Emergency Management Director, Facilities Management Director, Youth Intervention Center Parks and Recreation Administrator

40 37.5 37.5 37.5 40 40 40 40

E22 E22 E22 E22 E22 E22 E22 E22

60,707.25 59,088.39 59,088.39 59,088.39 60,707.25 60,707.25 60,707.25 60,707.25

80,943.00 78,784.52 78,784.52 78,784.52 80,943.00 80,943.00 80,943.00 80,943.00

101,178.75 98,480.65 98,480.65 98,480.65 101,178.75 101,178.75 101,178.75 101,178.75

Director, Adult Probation Director, BH/DS Director, Children and Youth Agency Director, Domestic Relations Director, Juvenile Probation Director, Office of Aging Director, Planning Director, Tax Assessment

40 40 40 37.5 40 40 40 40

E23 E23 E23 E23 E23 E23 E23 E23

63,433.50 63,433.50 63,433.50 61,741.94 63,433.50 63,433.50 63,433.50 63,433.50

84,578.00 84,578.00 84,578.00 82,322.59 84,578.00 84,578.00 84,578.00 84,578.00

105,722.50 105,722.50 105,722.50 102,903.23 105,722.50 105,722.50 105,722.50 105,722.50

First Deputy Public Defender

37.5

E24

64,514.48

86,019.31

107.524.31

40 40 37.5 40 40

E25 E25 E25 E25 E25

69,258.75 69,258.75 67,411.85 69,258.75 69,258.75

92,345.00 92,345.00 89,882.47 92,345.00 92,345.00

115,431.25 115,431.25 112,353.08 115,431.25 115,431.25

37.5

E26

70,439.16

93,918.88

117,398.60

40

E30

86,270.79

115,027.72

143,784.65

Director of Human Resources Director, IT / Budget Services First Assistant District Attorney Public Defender Warden Solicitor Chief Clerk

Class Title Bailiff Customer Service Clerk Senior Bailiff Clerk Clerk / Typist Clerk Receptionist / Typist Warehouse/Delivery Specialist File Clerk Custodian File Clerk / Receptionist File Clerk / Receptionist Sanitary Worker Mail Processor Security Officer Courier Operations Specialist Micro-Imaging Technician Maintenance Assistant Clerical Specialist I Law Library Assistant Mag. District Court Clerk MDJ Criminal Night Clerk Secretary Clerical Specialist I Secretary Account Clerk Clerical Specialist II Hearing Officer Secretary Magisterial District Court Clerk, Senior Account Clerk Clerical Specialist II Administrative Secretary Clerical Specialist III Secretary, Senior Administrative Secretary Clerical Specialist III Secretary, Senior Accountant - Junior Act 319 Administrator Administrative Assistant Case Aide Senior Civil Case Coordinator Clerical Supervisor I Health/Activity Coordinator Senior Center Manager

37.5/40

PROPOSED GRADE

37.5 40 37.5 37.5 37.5 40 37.5 37.5 40 37.5 37.5 40 40 37.5 40 37.5 37.5 40 37.5 37.5 37.5 37.5 37.5 40 40 37.5 37.5 37.5 37.5 40 40 37.5 37.5 37.5 40 40 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5

N01 N01 N02 N03 N03 N03 N04 N04 N04 N05 N05 N05 N05 N06 N07 N08 N08 N08 N09 N09 N09 N09 N09 N09 N09 N10 N10 N10 N10 N10 N10 N11 N11 N11 N11 N11 N11 N12 N12 N12 N12 N12 N12 N12 N12

NEW MIN 1 6 ,3 2 4 1 6 ,7 7 1 1 6 ,9 9 9 1 7 ,7 0 2 1 7 ,7 0 2 1 8 ,1 8 7 1 8 ,4 3 3 1 8 ,4 3 3 1 8 ,9 3 8 1 9 ,1 9 5 1 9 ,1 9 5 1 9 ,7 2 1 1 9 ,7 2 1 1 9 ,9 8 9 2 1 ,3 8 6 2 1 ,6 7 6 2 1 ,6 7 6 2 2 ,2 7 0 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 2 3 ,1 9 0 2 3 ,1 9 0 2 3 ,5 0 5 2 3 ,5 0 5 2 3 ,5 0 5 2 3 ,5 0 5 2 4 ,1 4 9 2 4 ,1 4 9 2 4 ,4 7 6 2 4 ,4 7 6 2 4 ,4 7 6 2 5 ,1 4 7 2 5 ,1 4 7 2 5 ,1 4 7 2 5 ,4 8 8 2 5 ,4 8 8 2 5 ,4 8 8 2 5 ,4 8 8 2 5 ,4 8 8 2 5 ,4 8 8 2 5 ,4 8 8 2 5 ,4 8 8

Account Clerk, Senior I Administrative Assistant Maintenance Worker I Deputy Office Manager Fiscal Technician Payroll / Account Clerk Payroll Clerk Personnel Assistant Maintenance Painter Naturalist Telecommunicator I Trails Coordinator/Arborist Voting Machine Custodian Caseworker Trainee DJ Training Specialist, Senior Employment Program Coordinator Graphics Arts Specialist Magisterial District Court Clerk Superviso Prison Supply II Telecommunicator II Voting Machine Team Leader Account Clerk, Senior II Help Desk I (Microimaging) Intake Support Specialist Planning Technician Restitution Advocate Building Maintenance Mechanic Maintenance Worker II Prison Supply Supervisor Radiological Trainer/Planner Telecommunicator III Youth Care Worker Administrative Secretary, Senior Applications Coordinator Assistant Buyer Caseworker D&A Prevention Program Spec Deputy Clerk of Courts Deputy Prothonotary Drug & Alcohol Prevention Specialist Executive Secretary Judicial Secretary Support Services Coordinator Victim Advocate Warehouse Supervisor/Assistant Buyer Human Re Resources Co Coordinator / Adminis Maintenance Supervisor - Parks

40 40 40 37.5 37.5 37.5 37.5 37.5 40 40 40 40 40 37.5 37.5 37.5 37.5 37.5 40 40 40 37.5 37.5 37.5 37.5 37.5 40 40 40 40 40 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40 40

N12 N12 N12 N13 N13 N13 N13 N13 N13 N13 N13 N13 N13 N14 N14 N14 N14 N14 N14 N14 N14 N15 N15 N15 N15 N15 N15 N15 N15 N15 N15 N15 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16 N16

2 6 ,1 8 6 2 6 ,1 8 6 2 6 ,1 8 6 2 6 ,5 4 1 2 6 ,5 4 1 2 6 ,5 4 1 2 6 ,5 4 1 2 6 ,5 4 1 2 7 ,2 6 9 2 7 ,2 6 9 2 7 ,2 6 9 2 7 ,2 6 9 2 7 ,2 6 9 2 7 ,6 3 9 2 7 ,6 3 9 2 7 ,6 3 9 2 7 ,6 3 9 2 7 ,6 3 9 2 8 ,3 9 6 2 8 ,3 9 6 2 8 ,3 9 6 2 8 ,7 8 1 2 8 ,7 8 1 2 8 ,7 8 1 2 8 ,7 8 1 2 8 ,7 8 1 2 9 ,5 7 0 2 9 ,5 7 0 2 9 ,5 7 0 2 9 ,5 7 0 2 9 ,5 7 0 2 9 ,5 7 0 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 2 9 ,9 7 1 3 0 ,7 9 2 3 0 ,7 9 2

Maintenance Supervisor I Maintenance Technician/Communication Trails/Arborist Supervisor Administrative Coordinator Appraiser Caseworker Administrative Coordinator Administrative Coordinator - EMA Corrections Corporal Park Ranger Certified Reentry Coordinator Legal Records Telecommunicator Specialist Appraiser Comm-Indust Assistant Chief Clerk Computer Technician GIS Technician Veterans Services Officer Youth Care Worker Supervisor Benefits Specialist Budget Anaylst Computer Appraisal Analyst Computer Forensic Analyst I GIS Analyst I GIS Technician / Senior Crime Analyst Grants Specialist Human Resource Program Coordinator Human Resources Analyst Project/Business Analyst I Technical Support Specialist I Training Specialist 911 Communications Specialist Assistant Communication Supervisor Emergency Management Technician Youth Intervention Center Recreation Co Assistant Deputy Treasurer Deputy Chief Registrar GIS Analyst II Technical Support Specialist II 911 Communications Specialist, Lead 911 Systems Administrator Administrative Sergeant-Prison Assistant Grounds Superintendent Emergency Management Services Coordi Technical Support Specialist II Caseworker, Senior Deputy Victim Witness Coordinator GIS Anaylst III

40 40 40 37.5 37.5 37.5 40 40 40 40 40 40 37.5 37.5 37.5 37.5 37.5 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40 40 40 40 37.5 37.5 37.5 37.5 40 40 40 40 40 37.5 37.5 37.5 37.5

N16 N16 N16 N17 N17 N17 N17 N17 N17 N17 N17 N17 N18 N18 N18 N18 N18 N18 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N19 N20 N20 N20 N20 N20 N20 N20 N20 N20 N21 N21 N21 N21

3 0 ,7 9 2 3 0 ,7 9 2 3 0 ,7 9 2 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 3 2 ,0 6 5 3 2 ,0 6 5 3 2 ,0 6 5 3 2 ,0 6 5 3 2 ,0 6 5 3 2 ,0 6 5 3 2 ,5 0 0 3 2 ,5 0 0 3 2 ,5 0 0 3 2 ,5 0 0 3 2 ,5 0 0 3 3 ,3 9 0 3 3 ,8 4 3 3 3 ,8 4 3 3 3 ,8 4 3 3 3 ,8 4 3 3 3 ,8 4 3 3 3 ,8 4 3 3 3 ,8 4 3 3 3 ,8 4 3 3 3 ,8 4 3 3 3 ,8 4 3 3 3 ,8 4 3 3 3 ,8 4 3 3 4 ,7 7 0 3 4 ,7 7 0 3 4 ,7 7 0 3 4 ,7 7 0 3 5 ,2 4 1 3 5 ,2 4 1 3 5 ,2 4 1 3 5 ,2 4 1 3 6 ,2 0 7 3 6 ,2 0 7 3 6 ,2 0 7 3 6 ,2 0 7 3 6 ,2 0 7 3 5 ,2 4 1 3 6 ,6 9 9 3 6 ,6 9 9 3 6 ,6 9 9

Senior Buyer Int Discipline Coordinator/Inv Assistant Training Coordinator Office Manager II - District Attorneys Offi Deputy Coroner/Lab Technician Operations Coordinator - Logistics Officer Project/Business Analyst II Project/Business Analyst II Clerical Supervisor III Administrative Services Specialist Bailiff Supervisor Clerical Supervisor IV Fiscal Operations Supervisor PACSES User Support Specialist Farmland Preserve Specialist Accountant Administrative Analyst AP-Payroll Assistant Supervisor Collections Manager Business Manager Program Manager Application Developer I Appraisal Statistician Database Administrator - OAG Deputy Fiscal Officer Outreach Coordinator/ARD Specialist Planner Program Coordinator AP-Payroll Supervisor Application Developer II Court Reporter Fire Service Coordinator Law Librarian Tax Claim Assistant Director Program Coordinator - YIC Application Developer III Assistant Chief Caseworker Assistant Court Reporter Supervisor Asst. Chief Caseworker Director, Veterans Affairs Fiscal Officer I Office Manager II - Property Assessment Planner, Senior Program Planner / Evaluator I Staff Assistant Assistant Maintenance Superintendent Work Release Program Manager

37.5 40 40 37.5 37.5 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40 40

N21 N21 N21 N22 N23 N23 N24 N24 E0 5 E0 6 E0 6 E0 6 E0 7 E0 7 E0 8 E0 9 E0 9 E0 9 E0 9 E0 9 E0 9 E1 0 E1 0 E1 0 E1 0 E1 0 E1 0 E1 0 E1 1 E1 1 E1 1 E1 1 E1 1 E1 1 E1 1 E1 2 E1 2 E1 2 E1 2 E1 2 E1 2 E1 2 E1 2 E1 2 E1 2 E1 2 E1 2

3 6 ,6 9 9 3 7 ,7 0 4 3 7 ,7 0 4 3 8 ,2 1 6 3 9 ,7 9 5 4 0 ,8 8 6 4 1 ,4 4 1 4 1 ,4 4 1 2 8 ,0 0 0 2 9 ,2 5 8 2 9 ,2 5 8 2 9 ,2 5 8 3 0 ,5 7 2 3 0 ,5 7 2 3 1 ,9 4 5 3 3 ,3 7 9 3 3 ,3 7 9 3 3 ,3 7 9 3 3 ,3 7 9 3 4 ,2 9 4 3 4 ,2 9 4 3 4 ,8 7 9 3 4 ,8 7 9 3 4 ,8 7 9 3 4 ,8 7 9 3 4 ,8 7 9 3 4 ,8 7 9 3 4 ,8 7 9 3 6 ,4 4 5 3 6 ,4 4 5 3 6 ,4 4 5 3 6 ,4 4 5 3 6 ,4 4 5 3 6 ,4 4 5 3 7 ,4 4 4 3 8 ,0 8 2 3 8 ,0 8 2 3 8 ,0 8 2 3 8 ,0 8 2 3 8 ,0 8 2 3 8 ,0 8 2 3 8 ,0 8 2 3 8 ,0 8 2 3 8 ,0 8 2 3 8 ,0 8 2 3 9 ,1 2 5 3 9 ,1 2 5

Court Reporter Supervisor Fiscal Officer II Program Planner/Evaluator II Chief Park Ranger Communications Supervisor Supervisor - Prison Legal Records Assistant County Solicitor Behavioral Health Program Planner Chief Caseworker Director, BH/DS Case Mgmt DS Program Planner Employment and Volunteer Manager Principal Planner Corrections Lieutenant Human Resource Manager Inmate Services Supervisor Lieutenant Deputy Sheriff Operations Manager Accountant/Auditor Senior Casework Supervisor Chief Deputy Clerk Of Courts Chief Deputy Prothonotary Chief Deputy Recorder of Deeds Chief Deputy Register of Wills Computer Manager Deputy Director, Current Planning Senior Program Planner/Evaluator Victim Witness Coordinator 911 Deputy Director Corrections Field Investigator Grounds Superintendent - FMD Maintenance Superintendent - FMD Deputy Director Nurse RN Orphan Court Staff Attorney Chief Deputy Sheriff Corrections Major Deputy Coordinator, Emergency Manage Program Director Staff Attorney Accounting / Auditing Assistant Manager Assistant Court Administrator Assistant Public Defender Manager Chief Deputy Coroner / Administrator Database Administrator Division Director (Gen Supv) Network Administrator

37.5 37.5 37.5 40 40 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40 40 40 40 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40 40 40 40 37.5 37.5 37.5 40 40 40 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5

E1 3 E1 3 E1 3 E1 3 E1 3 E1 3 E1 4 E1 4 E1 4 E1 4 E1 4 E1 4 E1 4 E1 4 E1 4 E1 4 E1 4 E1 4 E1 5 E1 5 E1 5 E1 5 E1 5 E1 5 E1 5 E1 5 E1 5 E1 5 E1 5 E1 5 E1 5 E1 5 E1 6 E1 6 E1 6 E1 6 E1 6 E1 6 E1 6 E1 6 E1 7 E1 7 E1 7 E1 7 E1 7 E1 7 E1 7

3 9 ,7 9 2 3 9 ,7 9 2 3 9 ,7 9 2 4 0 ,8 8 3 4 0 ,8 8 3 4 0 ,8 8 3 4 1 ,5 7 9 4 1 ,5 7 9 4 1 ,5 7 9 4 1 ,5 7 9 4 1 ,5 7 9 4 1 ,5 7 9 4 1 ,5 7 9 4 2 ,7 1 9 4 2 ,7 1 9 4 2 ,7 1 9 4 2 ,7 1 9 4 2 ,7 1 9 4 3 ,4 4 7 4 3 ,4 4 7 4 3 ,4 4 7 4 3 ,4 4 7 4 3 ,4 4 7 4 3 ,4 4 7 4 3 ,4 4 7 4 3 ,4 4 7 4 3 ,4 4 7 4 3 ,4 4 7 4 4 ,6 3 7 4 4 ,6 3 7 4 4 ,6 3 7 4 4 ,6 3 7 4 5 ,3 9 8 4 5 ,3 9 8 4 5 ,3 9 8 4 6 ,6 4 2 4 6 ,6 4 2 4 6 ,6 4 2 4 6 ,6 4 2 4 6 ,6 4 2 4 7 ,4 3 7 4 7 ,4 3 7 4 7 ,4 3 7 4 7 ,4 3 7 4 7 ,4 3 7 4 7 ,4 3 7 4 7 ,4 3 7

Records and Archive Manager Senior Center Program Director Accounting System Analyst I Assessment Operations Manager Dep Warden Deputy Warden Director, Administrative Services Accounting / Auditing Manager Accounting Systems Analyst II Appraisal Crew Chief Customer Service Manager Deputy Chief County Detective Deputy Director Trans. Planning Deputy Director, Adult Probation / Parole Deputy Director, Budget Services Deputy Director, Children & Youth Admin Deputy Director, Domestic Relations Deputy Director, Juvenile Probation Deputy Director, Office of Aging Deputy Treasurer IT Technical Services Manager IT/GIS Manager Senior Assistant Public Defender Senior Project/Business Analyst Manager Accounting Systems Manager Assistant District Attorney I Assistant Public Defender Chief County Detective Chief Deputy Controller Chief Registrar Deputy Admin - Public Defender Director, Agric Preserve Board Assistant District Attorney Manager Assistant District Attorney Unit Manager Chief of Administrative Services Deputy Director of Human Resources Director, Purchasing Director, Drug and Alcohol Director, Public Safety Training Center Deputy Director, Info Tech and Security Deputy Director, Information Technology Deputy Public Defender 911 Director - Communications Director, Emergency Management Director, Facilities Management Director, Youth Intervention Center Parks and Recreation Administrator

37.5 37.5 37.5 37.5 40 40 40 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 37.5 40 37.5 37.5 37.5 37.5 37.5 40 40 37.5 37.5 37.5 40 40 40 40 40

E1 7 E1 7 E1 8 E1 8 E1 8 E1 8 E1 8 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E1 9 E2 0 E2 0 E2 0 E2 0 E2 0 E2 0 E2 0 E2 0 E2 1 E2 1 E2 1 E2 1 E2 1 E2 1 E2 1 E2 2 E2 2 E2 2 E2 2 E2 2 E2 2 E2 2 E2 2

4 7 ,4 3 7 4 7 ,4 3 7 4 9 ,5 6 7 4 9 ,5 6 7 5 0 ,9 2 5 5 0 ,9 2 5 5 0 ,9 2 5 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 1 ,7 9 3 5 4 ,1 1 9 5 4 ,1 1 9 5 4 ,1 1 9 5 4 ,1 1 9 5 4 ,1 1 9 5 4 ,1 1 9 5 4 ,1 1 9 5 5 ,6 0 1 5 6 ,5 4 9 5 6 ,5 4 9 5 6 ,5 4 9 5 6 ,5 4 9 5 6 ,5 4 9 5 8 ,0 9 8 5 8 ,0 9 8 5 9 ,0 8 8 5 9 ,0 8 8 5 9 ,0 8 8 6 0 ,7 0 7 6 0 ,7 0 7 6 0 ,7 0 7 6 0 ,7 0 7 6 0 ,7 0 7

Director, Domestic Relations Director, Adult Probation Director, BH/DS Director, Children and Youth Agency Director, Juvenile Probation Director, Office of Aging Director, Planning Director, Tax Assessment First Deputy Public Defender First Assistant District Attorney Director of Human Resources Director, IT / Budget Services Public Defender Warden Solicitor Chief Clerk

37.5 40 40 40 40 40 40 40 37.5 37.5 40 40 40 40 37.5 40

E2 3 E2 3 E2 3 E2 3 E2 3 E2 3 E2 3 E2 3 E2 4 E2 5 E2 5 E2 5 E2 5 E2 5 E2 6 E3 0

6 1 ,7 4 2 6 3 ,4 3 4 6 3 ,4 3 4 6 3 ,4 3 4 6 3 ,4 3 4 6 3 ,4 3 4 6 3 ,4 3 4 6 3 ,4 3 4 6 4 ,5 1 4 6 7 ,4 1 2 6 9 ,2 5 9 6 9 ,2 5 9 6 9 ,2 5 9 6 9 ,2 5 9 7 0 ,4 3 9 8 6 ,2 7 1

OUTLIERS REPORT

Division Name

BHDS-Behavioral Health Information Technology Office of Aging Information Technology Information Technology Public Defender Communications Communications Information Technology Communications Communications Office of Aging District Attorneys Office District Attorneys Office District Attorneys Office District Attorneys Office District Attorneys Office District Attorneys Office District Attorneys Office MDJ Judicial Operations Register of Wills Office Information Technology Office of Aging Prison BHDS-Behavioral Health BHDS-Early Intervention BHDS-Intellectual Disabilities BHDS-Intellectual Disabilities BHDS-Intellectual Disabilities Judicial Operations BHDS District Attorneys Office Public Defender Public Defender Public Defender Public Defender Magisterial District Court District Attorneys Office Court Reporters Judicial Operations Domestic Relations Magisterial District Court Purchasing Office of Aging Commissioners Office Judicial Operations Office of Aging APPS - Administrative Service APPS - Administrative Service Domestic Relations

Position # 504322 500624 504490 500653 500619 504191 500459 500531 504324 500548 500502 502355 500993 503248 500975 503659 503785 500979 503898 504592 500664 501017 500622 503822 504419 502402 503529 502483 503564 504070 500662 504586 502840 500433 500443 500446 502803 501063 502883 504133 504190 502581 501069 503810 502352 500041 503333 502305 500811 500813 500724

Class Title Accountant / Auditor Senior Database Administrator Assistant Chief Caseworker Records and Archive Manager Customer Service Manager Assistant Public Defender Telecommunicator Specialist Telecommunicator Specialist Administrative Secretary, Senior Telecommunicator Specialist Telecommunicator Specialist Clerical Specialist I Assistant District Attorney I Assistant District Attorney I Assistant District Attorney I Assistant District Attorney I Assistant District Attorney I Assistant District Attorney I Assistant District Attorney I Mag. District Court Clerk Sup. Judicial Secretary Chief Deputy Register of Wills Administrative Secretary, Senior Caseworker Inmate Services Supervisor Caseworker Caseworker Caseworker Caseworker Caseworker Judicial Secretary Chf Caseworker Assistant District Attorney I Assistant Public Defender Assistant Public Defender Assistant Public Defender Assistant Public Defender Magisterial District Court Clerk Supervisor Assistant District Attorney I Court Reporter Judicial Secretary Secretary, Senior Magisterial District Court Clerk Supervisor Assistant Buyer Accountant Executive Secretary Judicial Secretary Clerical Supervisor I Clerical Specialist I Secretary Clerical Specialist I

Adj To min 10,257.44 8,651.36 8,180.75 7,526.09 7,059.77 6,118.55 5,711.15 5,711.15 5,264.38 5,045.55 5,045.55 4,954.45 4,783.55 4,783.55 4,783.55 4,783.55 4,783.55 4,783.55 4,783.55 4,706.53 4,640.38 4,496.68 4,007.12 3,977.19 3,822.50 3,812.19 3,812.19 3,812.19 3,812.19 3,812.19 3,763.47 3,749.34 3,550.17 3,550.17 3,550.17 3,550.17 3,550.17 3,487.49 3,426.84 3,425.90 3,012.92 2,811.67 2,762.14 2,651.38 2,588.75 2,586.13 2,567.22 2,555.95 2,545.10 2,545.10 2,545.10

Magisterial District Court Magisterial District Court Magisterial District Court Magisterial District Court Magisterial District Court Voter Registration BHDS BHDS-Intellectual Disabilities BHDS-Intellectual Disabilities Facilities Management BHDS-Intellectual Disabilities BHDS-Behavioral Health BHDS-Behavioral Health Controllers Office Domestic Relations Domestic Relations Court Reporters Court Reporters District Attorneys Office Public Defender Public Defender Domestic Relations Domestic Relations Parks BHDS-Behavioral Health Communications Communications Communications Communications Domestic Relations BHDS-Behavioral Health Juvenile Probation Juvenile Probation Magisterial District Court Magisterial District Court Magisterial District Court Magisterial District Court MDJ Recorder of Deeds Treasurers Office APPS - Administrative Service Domestic Relations Facilities Management Emergency Management Facilities Management Domestic Relations BHDS-Behavioral Health Magisterial District Court BHDS-Intellectual Disabilities Drug & Alcohol Juvenile Probation Magisterial District Court Magisterial District Court

501074 503199 501070 501089 501073 504100 503133 502496 502480 500264 502498 503002 504162 500188 502789 502860 500709 500708 500983 500432 503515 500722 500741 503963 503874 502677 503307 503309 500487 503460 502447 500842 500843 501084 501056 501050 502528 503408 500229 503554 500883 500754 504264 503585 503964 500783 502435 501116 502450 502911 502810 501060 501072

Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Clerical Specialist I Program Planner / Evaluator Caseworker Caseworker Maintenance Worker I Caseworker-Senior Clerical Specialist I Caseworker, Senior Account Clerk Clerical Specialist II Clerical Specialist II Court Reporter Court Reporter Assistant District Attorney I Assistant Public Defender Assistant Public Defender Secretary, Senior Secretary, Senior Park Ranger Certified Account Clerk, Senior II Telecommunicator II Telecommunicator II Telecommunicator II Telecommunicator II Account Clerk, Senior I Secretary Clerical Specialist I Clerical Specialist I Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Mag. District Court Clerk Clerical Specialist I Secretary Clerical Specialist I Account Clerk, Senior I Administrative Secretary, Senior Administrative Coordinator - EMA Maintenance Worker II Clerical Specialist II Caseworker, Senior Magisterial District Court Clerk Secretary Secretary Clerical Specialist I Magisterial District Court Clerk Magisterial District Court Clerk

2,545.10 2,545.10 2,545.10 2,545.10 2,545.10 2,545.10 2,513.91 2,507.64 2,507.19 2,499.73 2,462.56 2,444.19 2,437.06 2,366.54 2,366.54 2,366.54 2,343.30 2,343.30 2,285.97 2,285.97 2,285.97 2,270.06 2,270.06 2,177.95 2,065.87 2,042.15 2,042.15 2,042.15 2,042.15 2,040.36 2,038.10 2,038.10 2,038.10 2,038.10 2,038.10 2,038.10 2,038.10 2,038.10 2,038.10 2,038.10 2,018.10 1,989.15 1,946.04 1,945.36 1,874.82 1,840.04 1,580.52 1,524.76 1,524.76 1,524.76 1,524.76 1,524.76 1,524.76

Magisterial District Court Magisterial District Court Magisterial District Court Magisterial District Court Magisterial District Court Office of Aging Office of Aging Parks Information Technology BHDS-Behavioral Health Magisterial District Court Magisterial District Court Magisterial District Court Voter Registration Communications Parks Magisterial District Court APPS - Collections Unit Court Administration Domestic Relations Domestic Relations Domestic Relations Domestic Relations Treasurers Office Purchasing Judicial Operations Emergency Management BHDS-Behavioral Health BHDS-Behavioral Health BHDS-Intellectual Disabilities Office of Aging Controllers Office Clerk of Courts Office Prison BHDS-Behavioral Health Court Administration Prison Information Technology Purchasing Voter Registration Facilities Management Communications Communications Communications Voter Registration Voter Registration APPS - Administrative Service Magisterial District Court Magisterial District Court Recorder of Deeds Public Defender Recorder of Deeds Magisterial District Court

501099 501111 501139 501066 501100 502370 502558 500275 500606 502417 501133 501058 501107 500105 500542 500299 501119 504286 503833 500782 500785 503896 500789 500184 504506 500665 500450 504158 504039 502482 502316 500194 503470 501227 502349 500635 504415 502772 503825 503527 504333 502582 500533 500540 504488 503915 500902 501059 501049 500215 502758 500213 501051

Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Clerical Specialist I Clerical Specialist I Secretary Application Developer I Secretary Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Voting Machine Custodian Telecommunicator II Park Ranger - Certified Magisterial District Court Clerk Account Clerk Account Clerk Clerical Specialist II Clerical Specialist II Clerical Specialist II Hearing Officer Secretary Account Clerk Senior Buyer Judicial Secretary Training Coordinator Caseworker Caseworker Caseworker Caseworker AP-Payroll Assistant Supervisor Deputy Clerk of Courts Account Clerk, Senior I Account Clerk Clerical Specialist III Prison Supply II GIS Analyst II Assistant Buyer Clerical Specialist III Maintenance Worker II Telecommunicator I 9-1-1 Telecommunicator I Telecommunicator I Clerical Specialist I Clerical Specialist II Secretary Magisterial District Court Clerk Magisterial District Court Clerk Clerical Specialist I Assistant Public Defender Clerical Specialist I Magisterial District Court Clerk

1,524.76 1,524.76 1,524.76 1,524.76 1,524.76 1,524.76 1,524.76 1,465.80 1,455.67 1,428.82 1,428.82 1,428.82 1,428.82 1,424.65 1,376.55 1,374.56 1,325.56 1,298.43 1,298.43 1,298.43 1,298.43 1,298.43 1,298.43 1,298.43 1,246.98 1,234.22 1,221.75 1,179.69 1,179.69 1,179.69 1,179.69 1,165.25 1,134.91 1,120.86 1,119.04 1,090.79 1,021.08 979.98 970.88 970.87 916.33 914.90 914.90 914.90 914.20 907.10 900.25 900.25 900.25 900.25 860.57 847.40 847.40

Planning Treasurers Office Domestic Relations BHDS-Intellectual Disabilities BHDS-Intellectual Disabilities BHDS-Early Intervention Parks APPS - Collections Unit Children & Youth Magisterial District Court Magisterial District Court Magisterial District Court Public Defender BHDS-Intellectual Disabilities Controllers Office Domestic Relations BHDS-Early Intervention Planning Controllers Office Prison BHDS-Intellectual Disabilities Youth Intervention Center Youth Intervention Center BHDS-Early Intervention BHDS-Intellectual Disabilities BHDS-Intellectual Disabilities Office of Aging Office of Aging Office of Aging Office of Aging Prison Controller Magisterial District Court Youth Intervention Center Voter Registration Controllers Office Facilities Management Magisterial District Court MDJ Voter Registration Domestic Relations Prison Communications Communications Communications Communications Information Technology Parks Parks Youth Intervention Center Youth Intervention Center Youth Intervention Center Youth Intervention Center

503791 500182 504194 502469 502476 503846 500277 500186 503770 501094 501109 503877 503913 502497 504494 504564 503831 503098 503801 504153 502578 503593 504569 504542 503732 503488 502354 501245 502319 502338 504152 500206 501141 504565 503678 500187 500262 503494 503052 502685 500801 504414 500508 500541 500456 500484 500626 504598 502701 503679 503682 504283 501465

Planner Account Clerk Account Clerk, Senior I Program Planner / Evaluator I Assistant Chief Caseworker Clerical Specialist II Secretary Account Clerk Mag. District Court Clerk PT Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Assistant Public Defender Caseworker, Senior Payroll / Account Clerk Account Clerk Senior I PT Caseworker, Senior Administrative Secretary I Account Clerk Account Clerk Assistant Chief Caseworker Youth Care Worker Youth Care Worker Caseworker Caseworker Caseworker Caseworker Caseworker Caseworker Caseworker Account Clerk Accountant/Auditor Senior Magisterial District Court Clerk Supervisor Clerical Specialist I Voting Machine Team Leader Account Clerk Maintenance Worker I Magisterial District Court Clerk Mag. District Court Clerk PT Clerical Specialist I Secretary, Senior Prison Supply II Telecommunicator I 9-1-1 Telecommunicator I Telecommunicator I Telecommunicator I Computer Technician PT Naturalist PT Naturalist PT Youth Care Worker Youth Care Worker Youth Care Worker Youth Care Worker

776.72 749.63 739.30 705.28 705.28 694.13 643.80 615.23 605.00 605.00 605.00 605.00 600.77 598.00 577.58 575.98 537.65 491.17 478.67 461.98 436.78 428.70 428.70 419.19 419.19 419.19 419.19 419.19 419.19 419.19 404.21 396.68 379.08 373.40 355.48 354.40 346.81 334.60 334.60 321.40 310.64 288.44 249.30 249.30 249.30 249.30 233.80 228.73 228.73 214.35 214.35 214.35 214.35

Youth Intervention Center Youth Intervention Center Youth Intervention Center Youth Intervention Center Youth Intervention Center Youth Intervention Center Domestic Relations BHDS-Behavioral Health Facilities Management BHDS-Intellectual Disabilities Domestic Relations Information Technology Children & Youth Magisterial District Court Magisterial District Court Magisterial District Court Children & Youth

501460 503761 501475 501453 503680 501458 503122 502433 503236 503834 500755 502733 502120 501098 504292 503287 503278

Youth Care Worker Youth Care Worker Youth Care Worker Youth Care Worker Youth Care Worker Youth Care Worker PT Account Clerk, Senior I Caseworker Maintenance Assistant Assistant Chief Caseworker Account Clerk, Senior I GIS Analyst II Deputy Director, Children & Youth Admin Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Chief Caseworker

214.35 214.35 214.35 214.35 214.35 214.35 211.98 193.69 183.68 146.55 114.14 37.79 31.50 12.20 12.20 12.20 5.34 424,628.33

IMPLEMENTATION REPORT

Position # 500624 500653 5 0 4 32 2 500548 502497 503822 501017 502402 500993 503248 500459 500531 500664 502352 503810 504490 502305 501074 5 0 2 45 4 5 0 2 46 0 503874 500712 501084 500842 501056 501050 504419 500975 503659 503785 502354 504003 500199 500604 500709 500632 502120 502480 500659 502891 500662 504324 503460 503864 502411 500450 500994 502477 502792 501077 500226 500020 502789 500262 500983 500275 503811 500180 501069 502483 503593 500703 500665 502224 500542 500801 500883 500619 500441 502395 501051 504193 500611 503579 500708 504205 502576 503341 503074 502758 502321 5 0 3 84 9 500019 502638 501101 501120 500062 504158 502482 501081 500290 504191 503791 502449

Class Title Database Administrator Records and Archive Manager Accountant / Auditor Senior Te T elecommunicator Specialist Caseworker, Senior Caseworker Chief Deputy Register of Wills Caseworker Assistant District Attorney I Assistant District Attorney I Te T elecommunicator Specialist Te T elecommunicator Specialist Judicial Secretary Accountant Assistant Buyer Assistant Chief Caseworker Cl Clerical Supervisor I Magisterial District Court Clerk Accountant / Auditor Senior Accountant / Auditor Senior Account Clerk, Senior II Court Reporter Magisterial District Court Clerk Cl Clerical Specialist I Magisterial District Court Clerk Magisterial District Court Clerk Inmate Services Supervisor Assistant District Attorney I Assistant District Attorney I Assistant District Attorney I Caseworker Court Reporter Staff Assistant Deputy Director, Budget Services Court Reporter Network Administrator Deputy Director, Children & Youth Admin Caseworker Judicial Secretary Nurse RN Judicial Secretary Administrative Secretary, Senior Account Clerk, Senior I Director, Administrative Services Caseworker, Senior Training Coordinator Assistant District Attorney I As Assistant Chief Caseworker Technical Support Specialist I Magisterial District Court Clerk Supervisor 911 Communications Specialist Senior Buyer Cl Clerical Specialist II Ma M aintenance Worker I Assistant District Attorney I Secretary Senior Buyer Tax Claim Assistant Director Magisterial District Court Clerk Supervisor Caseworker Yo Youth Care Worker Court Reporter Judicial Secretary Chief Caseworker Telecommunicator II Secretary, Senior Cl Clerical Specialist I Cu C ustomer Service Manager As A ssistant Public Defender As Assistant Chief Caseworker Magisterial District Court Clerk Account Clerk, Senior I Ap Application Developer II Fiscal Technician Court Reporter Court Reporter Caseworker, Senior Caseworker, Senior Caseworker As A ssistant Public Defender Caseworker Accountant / Auditor Senior Director, Purchasing Caseworker Magisterial District Court Clerk Magisterial District Court Clerk Appraiser Caseworker Caseworker Magisterial District Court Clerk Maintenance Supervisor ‐ Parks As A ssistant Public Defender Planner Secretary

Current Salary 38,786 39,911 33,189 27,019 36,101 27,233 38,950 27,398 49,335 49,335 26,354 26,354 25,331 30,791 27,320 29,901 22,932 20,027 45,627 45,627 26,715 36,780 20,534 20,534 20,534 20,534 38,896 49,335 49,335 49,335 30,791 37,801 40,000 53,998 34,102 48,663 51,761 28,703 30,173 50,785 26,207 24,707 23,448 55,070 39,814 36,482 57,085 40,737 35,118 28,415 36,703 37,155 21,138 25,839 51,833 21,724 37,702 39,348 24,876 27,398 29,141 40,934 28,737 46,570 27,019 24,166 20,554 44,733 59,872 38,680 21,724 27,160 40,737 28,702 34,102 42,114 37,935 37,946 34,304 53,258 34,319 51,678 66,715 34,388 22,880 22,880 34,403 30,030 30,030 22,937 32,485 48,000 34,102 22,991

PROPOSED G RA RA DE DE E1 E17 E17 E15 N1 N 17 N21 N17 E15 N17 E20 E20 N1 N 17 N1 N 17 N16 E09 N16 E12 N1 N12 N09 E15 E15 N15 E11 N09 N0 N09 N09 N09 E14 E20 E20 E20 N17 E11 E12 E19 E11 E17 E19 N17 N16 E16 N16 N1 6 N12 E18 N21 N21 E20 E1 E 12 N19 N14 N 19 N21 N1 N10 N1 N12 E20 N09 N21 E11 N14 N17 N1 N15 E11 N16 E14 N14 N11 N0 N09 E 19 E 20 E1 E 12 N09 N 12 E1 E11 N13 E11 E11 N21 N21 N17 E20 N17 E15 E21 N17 N09 N09 N17 N17 N17 N09 N16 E 20 E10 N09

N EW EW M IN IN 4 7 ,4 3 7 47,437 4 3 ,4 4 7 32,065 3 6 ,6 9 9 3 1 ,2 1 0 4 3 , 44 7 3 1 ,2 1 0 5 4 ,1 1 9 5 4 ,1 1 9 32,065 32,065 29,971 3 3 ,3 7 9 29,971 38,082 25,488 2 2 ,5 7 2 43,447 43,447 28,781 36,445 2 2 ,5 7 2 22,572 2 2 ,5 7 2 2 2 ,5 7 2 42,719 5 4 ,1 1 9 5 4 ,1 1 9 5 4 ,1 1 9 3 1 ,2 1 0 36,445 3 8 ,0 8 2 51,793 36,445 47,437 51,793 3 1 ,2 1 0 29,971 45,398 29,971 29,971 2 5 , 48 8 5 0 ,9 2 5 3 6 ,6 9 9 3 7 , 70 4 5 4 ,1 1 9 3 8 ,0 8 2 3 3 ,8 4 3 27,639 3 3 ,8 4 3 3 6 ,6 9 9 23,505 2 6 , 18 6 5 4 ,1 1 9 2 3 ,1 9 0 3 6 ,6 9 9 3 6 ,4 4 5 27,639 3 1 ,2 1 0 29,570 36,445 29,971 41,579 28,396 24,476 22,572 51,793 54,119 3 8 ,0 8 2 2 2 ,5 7 2 2 5 , 48 8 36,445 2 6 , 54 1 36,445 36,445 3 6 ,6 9 9 3 6 ,6 9 9 3 1 ,2 1 0 54,119 3 1 ,2 1 0 43,447 5 6 ,5 4 9 3 1 ,2 1 0 2 2 ,5 7 2 2 2 ,5 7 2 31,210 3 1 ,2 1 0 3 1 ,2 1 0 2 2 ,5 7 2 3 0 ,7 9 2 54,119 3 4 ,8 7 9 2 2 ,5 7 2

1

N EW EW M ID ID 63,249 63,249 57,929 42,753 48,931 41 41,613 57,929 41 41,613 72,158 72,158 42,753 42,753 39,961 44 44,506 39,961 50,776 33,984 30,095 5 7 ,9 2 9 5 7 ,9 2 9 3 8 ,3 7 5 48,594 30,095 30,095 30,095 30,095 56,958 72,158 72,158 72,158 41 41,613 48,594 50,776 69,057 48,594 63,249 69,057 41 41,613 3 9 , 96 1 60 60,531 3 9 , 96 1 39,961 33,984 67,900 48,931 50,272 72,158 50,776 45,124 36,851 45,124 48 48,931 31,339 34,915 72,158 30 30,920 48 48,931 48,594 36,851 41 41,613 39,426 4 8,594 39,961 55,439 37,861 32,635 30,095 69,057 72,158 50,776 30,095 3 3 ,9 8 4 48,594 35,388 48,594 4 8,594 48,931 48,931 41,613 72,158 41,613 5 7 ,9 2 9 75,398 41,613 30,095 30,095 41,613 41 41,613 41 41,613 30,095 41,056 72,158 46,505 30,095

N EW EW M AX AX A dj dj To mi n 7 + C os os t t o m id id 79,061 8,651 79,061 7,526 72,411 10,257 53,441 5,046 15,734 61,164 598 5 2 ,0 1 6 3,977 1 4 ,3 8 0 72,411 4,497 5 2 ,0 1 6 3,812 1 4 ,2 1 5 90,198 4,784 90,198 4,784 53,441 5,711 53,441 5,711 4 9 ,9 5 1 4,64 0 55,632 2,589 13,715 4 9 ,9 5 1 2 ,6 5 1 12,642 63,470 8,181 4 2 ,4 8 0 2,556 11,052 37,619 2,545 10 10,069 7 2 ,4 1 1 0 12 12,302 7 2 ,4 1 1 0 12 12,302 47,968 2 ,0 6 6 6 0 ,7 4 2 0 1 1 ,8 1 3 37,619 2,038 9,562 3 7 ,6 1 9 2 ,0 3 8 9,562 37,619 2,038 9,562 37,619 2,038 9,562 71,198 3,823 90,198 4,784 90,198 4,784 90,198 4,784 5 2 ,0 1 6 419 1 0 ,8 2 2 6 0 ,7 4 2 0 1 0 ,7 9 2 63,470 0 10,77 6 86,321 0 6 0 ,7 4 2 2,343 7 9 ,0 6 1 0 86,321 32 5 2 ,0 1 6 2 ,507 4 9 ,9 5 1 0 9,788 7 5 ,6 6 3 0 9 ,7 4 6 4 9 ,9 5 1 3,76 3 49,951 5,264 42,480 2,040 84,875 0 61,164 0 9 ,1 1 8 62,840 1,222 90,198 0 63,470 0 56,405 0 46,064 0 8,436 56,405 0 8, 8,421 6 1 , 16 4 0 3 9 ,1 7 4 2,367 43,644 347 90,198 2,286 3 8,650 1 ,466 61,164 0 60,742 0 46,064 2,762 5 2 ,0 1 6 3 ,812 4 9 ,2 8 3 429 6 0 ,7 4 2 0 7 ,6 6 0 4 9 ,9 5 1 1,23 4 69,299 0 47,326 1,377 40,794 311 3 7 ,6 1 9 2 ,0 1 8 8 6 , 32 1 7,060 90,198 0 63,470 0 37,619 847 42,480 0 6, 6,824 60,742 0 44,236 0 6 ,6 8 6 6 0 ,7 4 2 2,343 6 0 ,7 4 2 0 6 ,4 8 0 61,164 0 61,164 0 52 52,016 0 9 0 ,1 9 8 861 52 52,016 0 7 2 ,4 1 1 0 6, 6,251 94,248 0 52 52,016 0 37,619 0 37,619 0 52 52,016 0 5 2 ,0 1 6 1 ,180 5 2 ,0 1 6 1 ,180 37,619 0 51,320 0 9 0 ,1 9 8 6,119 58 58,131 77 7 37 37,619 0

Y r 6 t o 2 ca tc tc hu hup 20,969 20,004 10,603 19,423 13,556 13,042 13,042 11,714 11,714 1 2 ,5 4 1

5,964

9,994

7,741 6,521 6,521 6,521

10,757 8,281 1 0 ,4 1 9 9,883 7,377

5 , 89 4 4,358 7,526 9,165 7,880 8,613 8,605 8,576

8,411 5,829 7,779 5,807 6,568 8,021 7,925 5,132 4,062 7,347 6,414 7,602 6,195 7,259 5,453 0 7,020 6,912 5,979 6,734 4,140 6,283 6,277 6,264 5,400 6,252 6,203 6,193 6,185 6,185 6 ,1 8 0 4,964 4,964 6,136 6,122 0 5,316 6,089

To ta ta l A dj dj 2 9 ,6 2 0 2 7 ,5 3 0 20,8 60 2 0 ,7 7 9 20,021 1 8 ,3 5 8 18,053 1 8 ,0 2 8 1 7 ,8 2 5 1 7 ,8 2 5 1 7 ,4 2 5 1 7 ,4 2 5 1 7 ,1 8 1 1 6 ,3 0 4 15,293 1 4 ,1 4 5 1 3 ,6 0 8 12,614 1 2 ,3 0 2 1 2 ,3 0 2 1 2 ,0 6 0 11,813 11,600 1 1 , 6 00 11,600 11,600 1 1 ,5 6 3 1 1 , 3 04 1 1 , 3 04 1 1 , 3 04 1 1 ,2 4 2 10,792 10,776 1 0 ,7 5 7 10,624 10,419 9 ,9 1 5 9,885 9 ,7 8 8 9,746 9,658 9 ,6 2 3 9 ,5 6 6 9 ,1 6 5 9,118 9 ,1 0 2 8 , 61 3 8 ,6 0 5 8 ,5 7 6 8 ,4 3 6 8 ,4 2 1 8,411 8 ,1 9 6 8 ,1 2 6 8 ,0 9 3 8,034 8,021 7 ,9 2 5 7 ,8 9 4 7,874 7,775 7,660 7,648 7,602 7 , 57 2 7,570 7 ,4 7 1 7 , 06 0 7 ,0 2 0 6 ,9 1 2 6,82 7 6,824 6 ,7 3 4 6,686 6,484 6,480 6,283 6,277 6,264 6 , 26 1 6,252 6 ,2 5 1 6 ,2 0 3 6,193 6 , 18 5 6 , 18 5 6 ,1 8 0 6,144 6,144 6 , 13 6 6 ,1 2 2 6 ,1 1 9 6,092 6,089

Position # 504194 500987 500981 503458 503913 503332 500658 504055 504057 501059 500215 500073 500436 500633 504099 502594 504148 502643 501412 500437 503199 500107 504358 502677 500284 502371 500098 500188 501133 500570 500788 503847 502968 503776 503476 501136 500502 502135 502155 500552 503603 500023 500742 500754 501094 502355 503597 504275 502708 5 0 1 41 1 500979 503898 500067 504592 502640 500194 500603 500057 500447 501049 501141 504357 503494 501226 502436 501042 504186 502409 502429 502761 500186 501241 500713 502578 503831 500189 503046 504504 503756 502696 501090 504391 500021 501135 500622 504333 502417 501058 501107 503611 503616 502481 502493 501119

Class Title Account Clerk, Senior I Assistant District Attorney I Assistant District Attorney I Account Clerk, Senior I As A ssistant Public Defender Senior Buyer Judicial Secretary Caseworker Caseworker Magisterial District Court Clerk Cl Clerical Specialist I Cl Clerical Specialist III As A ssistant Public Defender Clerical Specialist II Budget Anaylst Caseworker Caseworker Caseworker Pr Prison Supply Supervisor As A ssistant Public Defender Magisterial District Court Clerk De Deputy Chief Registrar Deputy Coroner / Lab Technician Telecommunicator II Park Ranger ‐ Certified Caseworker Clerical Specialist II Account Clerk Magisterial District Court Clerk Planner, Senior He H earing Officer Secretary Caseworker Deputy Warden Caseworker Caseworker Magisterial District Court Clerk Te Telecommunicator Specialist Chief Caseworker Chief Caseworker Re Receptionist / Typist Youth Care Worker Administrative Secretary Secretary, Senior Account Clerk, Senior I Magisterial District Court Clerk Cl Clerical Specialist I Youth Care Worker Computer Forensic Analyst I Caseworker Prison Supply II Assistant District Attorney I Assistant District Attorney I Ap Appraisal Crew Chief Mag. District Court Clerk Sup. Caseworker AP‐Payroll Assistant Supervisor Computer Technician Appraiser As A ssistant Public Defender Magisterial District Court Clerk Magisterial District Court Clerk Supervisor Deputy Coroner / Lab Technician Magisterial District Court Clerk Account Clerk, Senior I Caseworker C hief Deputy Prothonotary Human Resource Program Coordinator Caseworker Caseworker Caseworker Account Clerk Administrative Sergeant ‐ Prison Court Reporter Assistant Chief Caseworker Caseworker, Senior Account Clerk Casework Supervisor Caseworker, Senior Caseworker Assistant District Attorney I Magisterial District Court Clerk Caseworker, Senior Warehouse Supervisor/Assistant Buyer Magisterial District Court Clerk Administrative Secretary, Senior Ma Maintenance Worker II Secretary Magisterial District Court Clerk Magisterial District Court Clerk Youth Care Worker Youth Care Worker Caseworker Caseworker Magisterial District Court Clerk

Current Salary 24,749 58,128 58,258 28,047 53,518 43,062 34,101 33,564 33,564 21,671 21,671 26,937 64,295 25,736 37,377 36,139 36,139 36,139 29,869 59,457 20,027 41,581 43,679 26,354 33,459 36,316 26,045 21,138 21,143 38,492 26,109 36,394 61,813 32,507 32,586 24,994 27,019 43,679 43,679 18,701 30,616 2 6 ,7 8 0 25,617 23,499 21,362 20,534 30,769 40,184 36,713 29,370 49,335 49,335 63,531 22,932 36,139 32,214 32,507 37,002 67,643 21,671 27,259 45,209 10,951 28,733 37,203 53,522 40,062 31,714 31,714 31,714 22,889 40,886 44,397 37,645 36,161 27,160 53,758 41,653 34,413 65,000 26,009 39,409 34,319 26,067 25,964 28,653 21,143 21,143 21,143 32,485 32,564 32,507 32,507 21,246

PROPOSED G RA RA DE DE N12 E20 E20 N 12 E 20 N21 N16 N17 N17 N09 N0 N09 N1 N11 E 20 N10 N19 N17 N17 N17 N1 N15 E 20 N09 N2 N20 N23 N14 N 17 N17 N10 N10 N09 E12 N1 N10 N17 E18 N17 N17 N09 N1 N17 E14 E14 N0 N04 N15 N11 N11 N12 N09 N12 N15 N19 N17 N14 E20 E20 E1 E19 N14 N17 E09 N18 N17 E 20 N09 N14 N23 N09 N 12 N17 E15 N19 N17 N17 N17 N10 N20 E11 E12 N21 N10 E15 N21 N17 E20 N09 N21 N16 N09 N16 N1 N15 N09 N09 N09 N15 N15 N17 N17 N09

N EW EW M IN IN 2 5 , 48 8 5 4 ,1 1 9 5 4 ,1 1 9 25,488 54,119 3 6 ,6 9 9 29,971 3 1 ,2 1 0 3 1 ,2 1 0 2 2 ,5 7 2 22,572 24,476 5 4 ,1 1 9 23,505 3 3 ,8 4 3 31,210 31,210 31,210 2 9 ,5 7 0 5 4 ,1 1 9 2 2 ,5 7 2 35,241 3 9 ,7 9 5 28,396 3 2 ,0 6 5 3 1 ,2 1 0 23,505 2 3 ,5 0 5 2 2 ,5 7 2 38,08 2 23,505 3 1 ,2 1 0 5 0 ,9 2 5 3 1 ,2 1 0 3 1 ,2 1 0 2 2 ,5 7 2 32,065 41,579 41,579 1 8 ,4 3 3 29,570 24,476 24,476 2 5 , 48 8 2 2 ,5 7 2 25,488 29,570 3 3 ,8 4 3 3 1 ,2 1 0 2 8 , 39 6 5 4 ,1 1 9 5 4 ,1 1 9 5 1 ,7 9 3 2 7 ,6 3 9 3 1 ,2 1 0 3 3 ,3 7 9 32,500 3 1 ,2 1 0 5 4 ,1 1 9 2 2 ,5 7 2 27,639 3 9 ,7 9 5 2 2 ,5 7 2 26,186 3 1 ,2 1 0 4 3 ,4 4 7 3 3 ,8 4 3 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 2 3 ,5 0 5 3 6 ,2 0 7 36,445 38,082 3 6 ,6 9 9 23,505 4 3 ,4 4 7 3 6 ,6 9 9 3 1 ,2 1 0 5 4 ,1 1 9 2 2 ,5 7 2 3 6 ,6 9 9 2 9 , 97 1 2 2 ,5 7 2 29,971 2 9 ,5 7 0 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 29,570 29,570 3 1 ,2 1 0 3 1 ,2 1 0 2 2 ,5 7 2

2

N EW EW M ID ID 33,984 72,158 72,158 3 3 ,9 8 4 72,158 48 48,931 39,961 41,613 41,613 30,095 30,095 32,635 72,158 31,339 4 5,124 41,613 41,613 41,613 3 9 ,4 2 6 72,158 30,095 46,989 53,060 37,861 42,753 41,613 31,339 31,339 30,095 50,776 31,339 41,613 67,900 41,613 41,613 30,095 42,753 55,439 55,439 24,578 39,426 3 2 ,6 3 5 32,635 33,984 30,095 33,984 39,426 45,124 41,613 37,861 72,158 72,158 69,057 36,851 41,613 44,506 43,333 41,613 72,158 30,095 36,851 53,060 30,095 3 4 ,9 1 5 41,613 57,929 45,124 41,613 41,613 41,613 31,339 48,276 4 8,594 50,776 48,931 3 1 ,3 3 9 57,929 48,931 41,613 72,158 30,095 48,931 39,961 30,095 39,961 39,426 30 30,095 30,095 30,095 39,426 39,426 41,613 41,613 30,095

N EW EW M AX AX A dj dj To mi n 7 + C os os t t o m id id 42,480 739 90,198 0 90,198 0 42,480 0 5, 5,937 9 0 ,1 9 8 601 6 1 , 16 4 0 5,86 9 4 9 ,9 5 1 0 5 ,8 6 0 52 52,016 0 52 52,016 0 37,619 900 37,619 900 4 0 , 79 4 0 5 ,6 9 8 90,198 0 3 9 ,1 7 4 0 5 ,6 0 3 5 6 , 40 5 0 52 52,016 0 5 ,4 7 4 52 52,016 0 5 ,4 7 4 52 52,016 0 5 ,4 7 4 49,283 0 90,198 0 37,619 2,545 58,736 0 5 ,4 0 7 63,693 0 47,326 2,042 5 3 ,4 4 1 0 52 52,016 0 5 ,2 9 7 3 9 ,1 7 4 0 5 ,2 9 5 39,174 2,367 37,619 1,429 63,470 0 39,174 0 5,231 52 52,016 0 5 ,2 1 9 84,875 0 52 52,016 0 52 52,016 0 37,619 0 5,101 53,441 5,046 69,299 0 69,299 0 30,722 0 4 9 ,2 8 3 0 4 0 ,7 9 4 0 40,794 0 42,480 1,989 37,619 605 4,367 42,480 4,954 4 9 ,2 8 3 0 56,405 0 4, 4,940 52 52,016 0 4 ,9 0 0 47,326 0 90,198 4,784 90,198 4,784 86,321 0 46,064 4,707 52 52,016 0 55,632 1,165 54,166 0 52 52,016 0 4 , 61 1 90,198 0 4,515 37,619 900 46,064 379 63,693 0 37,619 335 4,097 43,644 0 52 52,016 0 4 ,4 0 9 72,411 0 4,407 56,405 0 52 52,016 0 52 52,016 0 52 52,016 0 39,174 615 60,345 0 6 0 ,7 4 2 0 4 ,1 9 6 63,470 437 61,164 538 39,174 0 4,179 72,411 0 4 ,1 7 1 61,164 0 52 52,016 0 90,198 0 37,619 0 4,086 61,164 0 49,951 0 37,619 0 4,029 49,951 4,007 49,283 916 3 7,619 1 ,429 37,619 1,429 37,619 1,429 4 9 ,2 8 3 0 4 9 ,2 8 3 0 52 52,016 0 52 52,016 0 37,619 1,326

Y r 6 t o 2 ca tc tc hu hup 5,277 6,013 5,957 5,326

5,749 5,749 4,814 4,814 5,617 5,534

5 ,4 6 1 5,443 2,877 5,361 3,288 5,311

2 ,9 1 5 3,837 5,264

5,217 5,203 5,158 0 5,040 5,040 5,038 5,035 5 ,0 1 8 5,013 2,996 0 4,947

4,852 0 0 4,737 0 4,692 3,512 4,640

3,610 4,111 4,487 0 4 ,4 1 6

4,339 4,242 4,242 4,242 3 ,6 2 1 4,223 3,752 3,649

4,159 4,114 4,090 4,081 4,030 0 3,078 2,558 2,558 2,558 3,967 3,921 3,903 3,903 2,528

To ta ta l A dj dj 6 ,0 1 7 6 , 01 3 5 , 95 7 5,937 5 , 92 7 5,869 5,860 5,749 5,749 5,71 4 5 ,7 1 4 5 , 69 8 5 ,6 1 7 5,603 5,534 5,474 5,474 5,474 5 , 46 1 5 ,4 4 3 5 , 42 2 5,407 5 ,3 6 1 5 , 33 0 5 ,3 1 1 5,297 5,295 5 ,2 8 1 5 , 26 6 5 ,2 6 4 5 , 23 1 5,219 5,217 5,203 5,158 5 , 10 1 5 ,0 4 6 5,040 5,040 5 , 03 8 5,035 5 , 01 8 5,013 4 ,9 8 5 4,97 2 4,954 4,947 4 ,9 4 0 4,900 4 ,8 5 2 4 , 78 4 4 , 78 4 4,737 4 ,7 0 7 4,692 4 ,6 7 7 4,640 4,611 4 ,5 1 5 4,51 1 4 ,4 9 0 4 ,4 8 7 4 ,4 3 1 4,416 4,409 4 , 40 7 4 ,3 3 9 4,242 4,242 4,242 4 ,2 3 7 4 ,2 2 3 4,196 4 ,1 8 8 4 ,1 8 6 4 , 17 9 4,171 4,159 4,114 4 , 09 0 4 , 08 6 4,081 4 ,0 3 0 4 , 02 9 4 ,0 0 7 3 ,9 9 4 3,987 3 , 98 7 3 , 98 7 3,967 3,921 3,903 3,903 3 , 85 4

Position # 503834 503529 503564 504070 504586 502157 502349 500652 500433 500443 500446 502803 502840 500027 500711 501063 503091 501485 503690 504134 504238 502883 504133 500844 501095 503607 501040 502166 502156 501080 502980 500902 500172 504484 502867 502499 503846 500745 502591 502644 502811 500520 500571 501242 504190 504201 503461 504307 502412 5 0 0 28 9 502479 503691 502490 503487 502322 502372 500500 504060 502581 504554 504418 500512 504539 504540 504154 502884 500105 500797 502579 502427 504492 500041 500755 503333 500609 5 0 0 62 5 500811 500813 500724 501070 501089 501073 504100 503592 503133 502496 500264 503375 500473 502498 503002 504162 500757 501137

Class Title Assistant Chief Caseworker Caseworker Caseworker Caseworker Chf Caseworker Chief Caseworker Account Clerk Clerical Specialist II As A ssistant Public Defender As A ssistant Public Defender As A ssistant Public Defender As A ssistant Public Defender Assistant District Attorney I Director of Human Resources Court Reporter Magisterial District Court Clerk Supervisor Administrative Sergeant ‐ Prison Youth Care Worker As Assistant Chief Caseworker Cl Clerical Specialist III Clerical Specialist II Assistant District Attorney I Court Reporter Cl Clerical Specialist I Magisterial District Court Clerk Youth Care Worker Deputy Prothonotary Chief Caseworker Casework Supervisor Magisterial District Court Clerk Nurse RN Secretary Account Clerk Chief Caseworker Case Aide Senior Caseworker, Senior Cl Clerical Specialist II Secretary, Senior Caseworker Caseworker Caseworker 9 11 Systems Administrator Planner, Senior Administrative Sergeant ‐ Prison Judicial Secretary Clerical Specialist II Staff Attorney Ra Radiological Trainer/Planner Caseworker, Senior Assistant Grounds Superintendent Caseworker Caseworker Caseworker Caseworker Caseworker Caseworker Telecommunicator II Farmland Preserve Specialist Secretary, Senior Youth Care Worker Program Coordinator ‐ YIC Telecommunicator II Youth Care Worker Youth Care Worker As Assistant Chief Caseworker Assistant District Attorney I V oting Machine Custodian Staff Attorney As Assistant Chief Caseworker Caseworker Caseworker Executive Secretary Account Clerk, Senior I Judicial Secretary Technical Support Specialist I Technical Support Specialist I Cl Clerical Specialist I Secretary Cl Clerical Specialist I Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Cl Clerical Specialist I Youth Care Worker Program Planner / Evaluator Caseworker Ma Maintenance Worker I Caseworker, Senior Telecommunicator II Caseworker‐Senior Cl Clerical Specialist I Caseworker, Senior Administrative Secretary Magisterial District Court Clerk Supervisor

Current Salary 37,935 27,398 27,398 27,398 37,830 49,000 22,386 27,148 50,568 50,568 50,568 50,568 50,568 80,000 45,067 24,151 42,221 31,358 38,680 29,185 12,230 50,692 33,019 26,714 26,714 31,538 32,077 43,679 54,573 26,779 33,095 21,671 25,617 50,907 19,336 37,935 22,810 27,156 34,329 36,228 36,228 37,631 45,483 37,713 26,958 26,109 59,211 32,507 46,006 41,459 31,714 31,714 31,714 31,714 31,714 31,714 33,904 39,299 21,665 36,618 43,427 33,987 29,869 29,869 48,052 65,835 12,210 58,515 41,601 32,507 32,507 2 7 ,3 8 5 25,374 27,404 36,161 36,161 20,027 20,027 20,027 20,027 20,027 20,027 20,027 30,616 35,568 28,702 23,687 43,151 29,210 34,236 20,127 34,262 26,957 34,440

PROPOSED G RA RA DE DE E12 N17 N17 N17 E14 E14 N10 N10 E 20 E 20 E 20 E 20 E20 E25 E11 N14 N20 N15 E1 E 12 N1 N11 N10 E20 E11 N0 N09 N09 N15 N16 E14 E15 N09 E16 N09 N10 E14 N12 N21 N1 N10 N11 N17 N17 N17 N2 N 20 E12 N20 N16 N10 E16 N1 N15 N21 N20 N17 N17 N17 N17 N17 N17 N14 E08 N11 N15 E11 N14 N15 N15 E1 E 12 E20 N1 N 13 E16 E1 E 12 N17 N17 N16 N12 N16 N19 N19 N0 9 N09 N0 9 N09 N09 N09 N0 9 N15 E12 N17 N1 N12 N21 N14 N21 N0 9 N21 N11 N14

N EW EW M IN IN 38,082 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 41,579 41,579 2 3 ,5 0 5 23,505 54,119 54,119 54,119 54,119 5 4 ,1 1 9 69,259 36,445 27,639 3 6 ,2 0 7 29,570 3 8 ,0 8 2 24,476 23,505 5 4 ,1 1 9 36,445 22,572 2 2 ,5 7 2 29,570 2 9 , 97 1 41,579 4 3 ,4 4 7 2 2 ,5 7 2 4 5 , 39 8 2 2 ,5 7 2 23,505 41,579 2 5 , 48 8 3 6 ,6 9 9 23,505 24,476 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 3 6 ,2 0 7 38,08 2 3 6 ,2 0 7 29,971 23,505 46,642 2 9 ,5 7 0 3 6 ,6 9 9 3 6 ,2 0 7 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 28,396 31,945 24,476 29,570 3 7 , 44 4 28,396 29,570 29,570 3 8 ,0 8 2 5 4 ,1 1 9 2 7 ,2 6 9 46,642 3 8 ,0 8 2 3 1 ,2 1 0 3 1 ,2 1 0 29,971 2 5 , 48 8 29,971 3 3 ,8 4 3 3 3 ,8 4 3 22,572 2 2 ,5 7 2 22,572 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 22,572 29,570 3 8 ,0 8 2 3 1 ,2 1 0 2 6 , 18 6 3 6 ,6 9 9 28,396 3 6 ,6 9 9 22,572 3 6 ,6 9 9 24,476 2 7 ,6 3 9

3

N EW EW M ID ID 50,776 41,613 41,613 41,613 5 5,439 55,439 31,339 31,339 72,158 72,158 72,158 72,158 72,158 92,345 4 8,594 36,851 48,276 39,426 50,776 32,635 31,339 72,158 4 8,594 30,095 30,095 39,426 39,961 55,439 57,929 30,095 60 60,531 30,095 3 1 ,3 3 9 55,439 33 33,984 48,931 31,339 32,635 41,613 41,613 41,613 48,276 50,776 48,276 39,961 31,339 62,189 39,426 48,931 48,276 41,613 41,613 41,613 41,613 41,613 41,613 37,861 42,593 32,635 39,426 49,925 37,861 39,426 39,426 50,776 72,158 36,358 62,189 50,776 41,613 41,613 39,961 33,984 39,961 45,124 45,124 30,095 30,095 30,095 30,095 30,095 30,095 30,095 39,426 50,776 41,613 34,915 48,931 37,861 48 48,931 30,095 48,931 32,635 36,851

N EW EW M AX AX A dj dj To mi n 7 + C os os t t o m id id 63,470 147 52 52,016 3, 3,812 52 52,016 3, 3,812 52 52,016 3, 3,812 69,299 3,749 69,299 0 39,174 1,119 3 9 ,1 7 4 0 9 0 ,1 9 8 3,550 9 0 ,1 9 8 3,550 9 0 ,1 9 8 3,550 9 0 ,1 9 8 3,550 90,198 3,550 115,431 0 6 0 ,7 4 2 0 3 ,5 2 7 46,064 3,487 60,345 0 4 9 ,2 8 3 0 63,470 0 4 0 , 79 4 0 3 ,4 4 9 3 9 ,1 7 4 0 3 ,4 3 9 90,198 3,427 6 0 ,7 4 2 3,426 3 7 ,6 1 9 0 3 ,3 8 1 37,619 0 3,381 4 9 ,2 8 3 0 49,951 0 69,299 0 72,411 0 3 ,3 5 6 37,619 0 3,316 75,663 0 3 ,3 1 3 37 37,619 900 39,174 0 69,299 0 4 2,480 0 3,181 61,164 0 3 9 ,1 7 4 694 40,794 0 52 52,016 0 52 52,016 0 52 52,016 0 60,345 0 63,470 0 60,345 0 4 9 ,9 5 1 3,01 3 3 9 ,1 7 4 0 77,736 0 2 , 97 8 49,283 0 61,164 0 2 ,9 2 6 60,345 0 52 52,016 0 52 52,016 0 52 52,016 0 52 52,016 0 52 52,016 0 52 52,016 0 47,326 0 53,241 0 40,794 2,812 4 9 ,2 8 3 0 2 , 80 8 62,406 0 47,326 0 4 9 ,2 8 3 0 4 9 ,2 8 3 0 63,470 0 2,724 90,198 0 45,448 1,425 77,736 0 63,470 0 52 52,016 0 52 52,016 0 4 9 , 95 1 2,586 42,480 114 4 9 ,9 5 1 2,56 7 56,405 0 56,405 0 37,619 2,545 37 37,619 2, 2,545 37,619 2,545 37,619 2,545 37,619 2,545 37,619 2,545 37,619 2,545 4 9 ,2 8 3 0 63,470 2,514 52 52,016 2, 2,508 43,644 2,500 61,164 0 47,326 0 61,164 2,463 37,619 2,444 61,164 2,437 4 0 ,7 9 4 0 46,064 0 2,412

Y r 6 t o 2 ca tc tc hu hup 3,669 0 0 0 0 3,680 2 ,5 5 8 3,593 0 0 0 0 0 3,527 0 3,460 3,458 3,456

0 0

3,380 3,379 3,360

2,407 3 , 27 0 3,237 3,142 2,437 3,131 3,122 3,077 3,077 3,041 3,025 3,018 0 2,989 2,965 2,922 2,828 2,828 2,828 2,828 2,828 2,828 2,826 2,823 0 2,785 2,767 2,731 2,731 2,710 1,260 2,624 2,621 2,602 2,602 0 2,460 0 2,561 2,561 0 0 0 0 0 0 0 2,517 0 0 0 2,477 2,472 0 0 0 2,433

To ta ta l A dj dj 3 ,8 1 5 3,812 3,812 3,812 3,749 3,680 3 ,6 7 7 3,593 3 ,5 5 0 3 ,5 5 0 3 ,5 5 0 3 ,5 5 0 3 , 55 0 3 ,5 2 7 3,527 3 ,4 8 7 3 ,4 6 0 3,458 3 ,4 5 6 3 , 44 9 3,439 3 , 42 7 3,426 3,381 3 , 38 1 3,380 3,379 3,360 3,356 3 , 31 6 3,313 3,307 3 , 27 0 3,237 3 ,1 8 1 3,142 3 ,1 3 1 3,131 3,122 3,077 3,077 3 ,0 4 1 3 ,0 2 5 3 ,0 1 8 3,013 2,989 2,978 2 , 96 5 2,926 2 ,9 2 2 2,828 2,828 2,828 2,828 2,828 2,828 2,826 2 ,8 2 3 2,812 2,808 2,78 5 2,767 2,731 2,731 2 ,7 2 4 2 , 71 0 2 ,6 8 4 2,624 2 ,6 2 1 2,602 2,602 2,586 2 ,5 7 4 2,567 2 ,5 6 1 2 ,5 6 1 2,545 2,545 2,545 2 , 54 5 2 , 54 5 2 , 54 5 2,545 2,517 2 , 51 4 2,508 2 ,5 0 0 2,477 2,472 2,463 2,444 2,437 2 , 43 3 2 ,4 1 2

Position # 504056 502860 504306 503870 502724 500432 503515 500722 500741 500286 503602 501456 500060 504061 501109 504017 501129 501104 503963 502787 503313 500471 500475 501224 500555 502456 500643 500494 5 0 1 22 8 503307 503309 500487 502447 500843 502528 503408 500229 503554 503525 503801 504481 504264 503585 502446 500091 502197 500543 503634 501474 503964 502310 504488 500099 500783 501219 500535 500515 502437 503932 500483 502176 500478 500287 500158 502435 502569 502827 503227 501116 502450 502911 501060 501072 501099 501111 501139 502370 502810 501066 501100 502558 500646 500210 5 0 3 86 5 504059 5 0 4 41 4 500277 500606 501480 503679 500299 503728 502660 504286

Class Title Caseworker Clerical Specialist II Hu Human Resources Analyst As Assistant Chief Caseworker Magisterial District Court Clerk As A ssistant Public Defender As A ssistant Public Defender Secretary, Senior Secretary, Senior Ma Maintenance Worker II Youth Care Worker Youth Care Worker Appraiser Administrative Secretary Magisterial District Court Clerk Technical Support Specialist II Magisterial District Court Clerk Supervisor Magisterial District Court Clerk Park Ranger Certified Li L ieutenant Deputy Sheriff Maintenance Technician/Communications Telecommunicator III Telecommunicator III Reentry Coordinator Legal Records Administrative Secretary Fiscal Officer II Cl Clerical Specialist III Telecommunicator II Human Resources Coordinator / Administrati Telecommunicator II Telecommunicator II Telecommunicator II Secretary Cl Clerical Specialist I Magisterial District Court Clerk Mag. District Court Clerk Cl Clerical Specialist I Secretary Trails Coordinator/Arborist Account Clerk Program Planner / Evaluator I Administrative Secretary, Senior A dministrative Coordinator ‐ EMA Account Clerk Di D irector, Veterans Affairs Chief Caseworker Telecommunicator III Training Coordinator Youth Care Worker Ma Maintenance Worker II He Health/Activity Coordinator Cl Clerical Specialist I Cl Clerical Specialist I Clerical Specialist II File Clerk / Receptionist Te Telecommunicator Specialist Te Telecommunicator Specialist Caseworker Ma Maintenance Worker II Assistant Communication Supervisor Chief Caseworker Telecommunicator III Chief Park Ranger Building Maintenance Mechanic Caseworker, Senior Te Telecommunicator Specialist Youth Care Worker F iscal Operations Supervisor Magisterial District Court Clerk Secretary Secretary Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Magisterial District Court Clerk Cl Clerical Specialist I Cl Clerical Specialist I Magisterial District Court Clerk Magisterial District Court Clerk Cl Clerical Specialist I Cl Clerical Specialist III Accountant ‐ Junior In Intake Support Specialist Mail Processor Prison Supply II Secretary Ap Application Developer I Youth Care Worker Yo Youth Care Worker Park Ranger ‐ Certified As Assistant Chief Caseworker Caseworker Account Clerk

Current Salary 39,203 21,138 42,758 48,424 24,622 51,833 51,833 22,206 22,206 34,153 31,538 31,538 36,370 24,868 10,681 39,299 34,655 27,909 29,887 51,893 33,530 31,957 31,957 35,307 30,198 48,236 25,436 30,670 37,467 26,354 26,354 26,354 20,534 20,534 20,534 20,534 20,534 20,534 31,615 11,274 43,801 28,846 30,119 26,872 47,454 51,031 32,835 45,883 36,797 27,695 29,639 10,681 28,250 21,665 23,116 39,582 39,584 19,011 36,394 43,361 53,452 35,571 48,782 36,607 35,118 37,350 34,027 35,402 21,047 21,047 21,047 21,047 21,047 21,047 21,047 21,047 21,047 21,047 21,047 21,047 21,047 31,119 28,702 33,104 24,024 19,473 10,951 33,423 36,887 20,399 30,690 45,977 39,299 22,206

PROPOSED G RA RA DE DE N17 N10 N1 N19 E1 E 12 N09 E 20 E 20 N11 N11 N1 N15 N15 N15 N17 N11 N09 N20 N14 N09 N17 E 14 N16 N15 N15 N17 N11 E13 N1 N11 N14 N16 N14 N14 N14 N09 N09 N09 N09 N09 N09 N13 N10 E12 N16 N 17 N10 E 12 E14 N15 N21 N15 N1 N15 N1 N12 N0 N09 N09 N10 N 05 N1 N17 N1 N17 N17 N1 N15 N19 E14 N15 E13 N15 N21 N1 N17 N15 E07 N09 N09 N09 N09 N09 N09 N09 N09 N09 N09 N09 N09 N09 N1 N11 N12 N1 N15 N06 N14 N09 E1 E 10 N15 N1 N15 N 17 E1 E 12 N17 N10

N EW EW M IN IN 3 1 ,2 1 0 23,505 33,843 3 8 ,0 8 2 2 2 ,5 7 2 54,119 54,119 24,476 24,476 29,570 29,570 29,570 3 1 ,2 1 0 24,476 2 2 ,5 7 2 3 5 ,2 4 1 27,639 2 2 ,5 7 2 32,065 4 2 ,7 1 9 3 0 , 79 2 29,570 29,570 32,065 24,476 3 9 ,7 9 2 24,476 28,396 3 0 ,7 9 2 28,396 28,396 28,396 2 2 ,5 7 2 22,572 2 2 ,5 7 2 22,572 22,572 2 2 ,5 7 2 2 7 ,2 6 9 2 3 ,5 0 5 3 8 ,0 8 2 30,792 3 2 ,0 6 5 23,505 38,082 41,579 29,570 3 7 , 70 4 29,570 29,570 25,488 23,190 22,572 23,505 1 9 ,7 2 1 32,065 32,065 3 1 ,2 1 0 2 9 ,5 7 0 3 4 ,7 7 0 41,579 29,570 4 0 ,8 8 3 2 9 ,5 7 0 3 6 ,6 9 9 32,065 29,570 3 0 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 2 2 ,5 7 2 22,572 22,572 2 2 ,5 7 2 2 2 ,5 7 2 22,572 24,476 25,488 2 8 , 78 1 1 9 , 98 9 2 8 , 39 6 2 3 ,1 9 0 34,879 29,570 29,570 32,065 3 8 ,0 8 2 3 1 ,2 1 0 23,505

4

N EW EW M ID ID 41,613 31,339 45,124 50,776 30,095 72,158 72,158 32,635 32,635 39,426 39,426 39,426 41,613 32,635 30,095 46,989 36,851 30,095 42,753 56,958 41,056 39,426 39,426 42,753 32,635 53,056 32,635 37,861 41,056 37,861 37,861 37,861 30,095 30,095 30,095 30,095 30,095 30,095 36,358 31,339 50,776 41,056 42,753 3 1 ,3 3 9 50,776 55,439 39,426 50,272 39,426 39,426 33,984 30,920 30,095 31,339 26,295 42,753 42,753 41,613 39,426 46,360 55,439 39,426 54,510 39,426 48,931 42,753 39,426 40,762 30,095 30,095 30,095 30,095 30,095 30,095 30,095 30,095 30,095 30,095 30,095 30,095 30,095 32,635 33,984 38,375 2 6,652 37,861 30,920 46,505 39,426 39,426 42,753 50,776 41,613 3 1 ,3 3 9

N EW EW M AX AX A dj dj To mi n 7 + C os os t t o m id id 52 52,016 0 2 ,4 1 0 3 9 ,1 7 4 2,367 56,405 0 2,365 63,470 0 2,352 37,619 0 9 0 ,1 9 8 2,286 9 0 ,1 9 8 2,286 40,794 2,270 40,794 2,270 4 9 ,2 8 3 0 4 9 ,2 8 3 0 4 9 ,2 8 3 0 52 52,016 0 4 0 ,7 9 4 0 37,619 605 58,736 0 46,064 0 2,196 37,619 0 2,187 5 3 ,4 4 1 2,178 71,198 0 51,320 0 49,283 0 49,283 0 53,441 0 4 0 ,7 9 4 0 66,321 0 4 0 , 79 4 0 47,326 0 51,320 0 47,326 2,042 47,326 2,042 47,326 2,042 37 37,619 2, 2,038 37,619 2,038 37,619 2,038 37,619 2,038 37,619 2,038 37 37,619 2, 2,038 45,448 0 39,174 479 63,470 0 51,320 1,946 53,441 1,945 39,174 0 63,470 0 69,299 0 49,283 0 62,840 0 4 9 ,2 8 3 0 4 9 ,2 8 3 1 ,8 7 5 42,480 0 38,650 914 37,619 0 1 ,8 4 6 3 9 ,1 7 4 1,840 32,869 0 53,441 0 53,441 0 52 52,016 0 1 ,7 9 5 49,283 0 57,950 0 69,299 0 49,283 0 68,138 0 49,283 0 61,164 1,581 53,441 0 4 9 ,2 8 3 0 50,953 0 37,619 1,525 37 37,619 1, 1,525 37 37,619 1, 1,525 37,619 1,525 37,619 1,525 37,619 1,525 37,619 1,525 37,619 1,525 37,619 1,525 37,619 1,525 37,619 1,525 37,619 1,525 37,619 1,525 4 0 , 79 4 0 1 ,5 1 6 42,480 0 47,968 0 33,315 0 47,326 288 38 38,650 644 5 8 , 13 1 1,456 4 9 ,2 8 3 0 4 9 ,2 8 3 214 5 3 ,4 4 1 1 ,3 7 5 63,470 0 52 52,016 0 39,174 1 ,2 9 8

Y r 6 t o 2 ca tc tc hu hup 0

2,346 0 0 0 0 2,260 2,254 2,254 2,247 2,219 1,593 2,197

0 2,171 2,150 2,134 2,134 2,128 2,089 2,066 2,057 2,054 2,051 0 0 0 0 0 0 0 0 0 2,033 1 ,5 3 0 1,993 0 0 1 , 91 5 1,898 1,889 1,883 1,881 1,878 0 1,862 944 0 1,817 1,812 1,811 1,732 1,714 1,703 1,652 1,637 1,611 0 1,544 1,543 1,532 0 0 0 0 0 0 0 0 0 0 0 0 0 1,509 1,506 1,502 1,200 828 0 1,451 1,194 0 1,371 1,322 0

To ta ta l A dj dj 2,410 2,367 2 ,3 6 5 2 ,3 5 2 2 , 34 6 2 ,2 8 6 2 ,2 8 6 2,270 2,270 2,260 2,254 2,254 2,247 2 , 21 9 2,19 8 2 ,1 9 7 2 ,1 9 6 2 , 18 7 2,178 2,171 2 ,1 5 0 2,134 2,134 2 ,1 2 8 2 , 08 9 2,066 2 , 05 7 2,054 2,051 2,042 2,042 2,042 2,038 2,038 2 , 03 8 2 ,0 3 8 2,038 2,038 2 ,0 3 3 2 ,0 0 8 1 ,9 9 3 1 ,9 4 6 1 ,9 4 5 1 , 91 5 1 ,8 9 8 1,889 1,883 1 ,8 8 1 1,878 1,875 1 ,8 6 2 1,858 1,846 1,840 1 ,8 1 7 1 ,8 1 2 1 ,8 1 1 1,795 1 ,7 3 2 1 ,7 1 4 1,703 1,652 1,637 1 , 61 1 1,581 1 ,5 4 4 1,543 1 , 53 2 1 , 52 5 1,525 1,525 1 , 52 5 1 , 52 5 1 , 52 5 1 , 52 5 1 , 52 5 1,525 1,525 1 , 52 5 1 , 52 5 1,525 1 , 51 6 1 ,5 0 9 1 ,5 0 6 1,502 1 ,4 8 8 1,472 1 , 45 6 1,451 1,408 1 ,3 7 5 1 ,3 7 1 1,322 1 , 29 8

Position # 500782 500785 503896 500789 500184 503833 501005 503325 502500 504506 500568 501117 504039 502316 501490 503470 503516 501227 502423 500635 5 0 4 41 5 502685 503682 502408 500976 502772 503825 503527 500481 500303 502582 500533 500540 503606 503915 502647 500171 500213 500491 503260 500482 501097 503895 503236 500185 503622 500556 500517 500182 503121 504480 502818 502469 502476 502712 504182 502432 504015 503770 503877 502699 504494 504564 502470 503889 504090 500984 501098 504292 503038 500649 500476 503098 504153 503673 502524 504569 504147 504542 503732 503488 501245 502319 502338 502343 504152 500195 5 0 0 20 6 503909 504565 503678 500187 503052 503668

Class Title Clerical Specialist II Clerical Specialist II Clerical Specialist II He H earing Officer Secretary Account Clerk Account Clerk Assistant District Attorney Unit Manager Court Reporter Director, BH/DS Case Mgmt Senior Buyer Planner, Senior Magisterial District Court Clerk Supervisor Caseworker Caseworker Youth Care Worker Supervisor D eputy Clerk of Courts Restitution Advocate Account Clerk, Senior I Caseworker Cl Clerical Specialist III Prison Supply II Cl Clerical Specialist I Youth Care Worker Caseworker Assistant District Attorney I GIS Analyst II Assistant Buyer Clerical Specialist III Telecommunicator III Park Ranger Telecommunicator I 9‐ 9‐1‐1 Telecommunicator I Telecommunicator I Youth Care Worker Clerical Specialist II Caseworker Account Clerk Clerical Specialist I Telecommunicator Specialist Magisterial District Court Clerk Telecommunicator Specialist Custodian Clerical Specialist II Maintenance Assistant As Assistant Deputy Treasurer Youth Care Worker Supervisor Administrative Secretary Maintenance Painter Account Clerk A ccount Clerk, Senior I Fiscal Technician Youth Care Worker Supervisor Program Planner / Evaluator I As Assistant Chief Caseworker Magisterial District Court Clerk Director, Public Safety Training Center As Assistant Chief Caseworker Youth Care Worker Mag. District Court Clerk PT Magisterial District Court Clerk Clerical Specialist III P ayroll / Account Clerk Account Clerk Senior I PT Program Planner / Evaluator I Maintenance Painter Youth Care Worker Assistant District Attorney I Magisterial District Court Clerk Magisterial District Court Clerk Youth Care Worker Clerical Specialist I Telecommunicator II Ad Administrative Secretary I Account Clerk Youth Care Worker Magisterial District Court Clerk Youth Care Worker Youth Care Worker Caseworker Caseworker Caseworker Caseworker Caseworker Caseworker Senior Center Manager Account Clerk Accountant Accountant/Auditor Senior Sanitary Worker Clerical Specialist I Voting Machine Team Leader Account Clerk Mag. District Court Clerk PT Supervisor ‐ Prison Legal Records

Current Salary 22,206 22,206 22,206 22,206 22,206 22,206 70,865 47,302 53,190 35,452 49,113 35,669 30,030 30,030 43,352 28,836 36,396 25,065 40,519 23,385 18,448 15,783 20,399 40,211 68,660 34,262 29,000 2 3 ,5 0 5 34,476 41,151 26,354 26,354 26,354 38,147 21,665 27,926 14,820 21,724 41,297 19,904 41,599 11,170 30,534 15,332 44,232 41,816 31,560 14,258 22,755 13,601 32,886 43,806 37,377 37,377 11,554 76,834 50,157 21,013 14,953 10,681 32,937 25,964 17,035 49,432 14,258 22,073 70,204 11,274 11,274 38,477 15,827 20,952 23,985 23,687 21,534 12,199 29,141 22,073 30,791 30,791 30,791 30,791 30,791 30,791 18,943 23,744 44,109 43,050 12,758 15,710 13,842 23,150 15,332 54,073

PROPOSED G RA RA DE DE N10 N10 N10 N1 N10 N10 N10 E21 E11 E14 N21 E12 N14 N17 N17 N18 N 16 N15 N 12 N17 N1 N11 N14 N0 N09 N15 N17 E20 N20 N16 N11 N14 N17 N13 N1 N13 N13 N15 N09 N17 N10 N09 N17 N09 N17 N05 N10 N08 N2 N20 N18 N11 N13 N10 N1 N 12 N13 N18 E12 E1 E 12 N09 E21 E1 E 12 N15 N09 N09 N11 N 13 N12 E12 N13 N15 E20 N09 N09 N15 N09 N14 N1 N11 N10 N15 N09 N15 N15 N17 N17 N17 N17 N17 N17 N12 N10 E09 E15 N05 N09 N14 N10 N09 E13

N EW EW M IN IN 23,505 23,505 23,505 23,505 23,505 23,505 5 6 , 54 9 36,445 41,579 3 6 ,6 9 9 38,08 2 27,639 3 1 ,2 1 0 3 1 ,2 1 0 3 3 ,3 9 0 2 9 ,9 7 1 2 8 ,7 8 1 26,186 3 1 ,2 1 0 24,476 2 8 , 39 6 23,190 29,570 3 1 ,2 1 0 5 4 ,1 1 9 3 5 ,2 4 1 29,971 24,476 28,396 3 2 ,0 6 5 27,269 27,269 27,269 29,570 22,572 3 1 ,2 1 0 23,505 22,572 32,065 2 2 ,5 7 2 32,065 1 9 ,1 9 5 23,505 2 2 , 27 0 3 5 ,2 4 1 3 3 ,3 9 0 24,476 2 7 ,2 6 9 23,505 25,488 2 6 , 54 1 3 3 ,3 9 0 3 8 ,0 8 2 38,082 2 2 ,5 7 2 5 8 ,0 9 8 38,082 29,570 22,572 2 2 ,5 7 2 25,147 26,541 25,488 3 8 ,0 8 2 2 7 ,2 6 9 29,570 5 4 ,1 1 9 2 2 ,5 7 2 2 2 ,5 7 2 29,570 22,572 28,396 24,476 24,149 29,570 2 2 ,5 7 2 29,570 29,570 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 3 1 ,2 1 0 2 5 ,4 8 8 24,149 3 3 ,3 7 9 4 3 ,4 4 7 19,721 23,190 28,396 23,505 22,572 4 0 ,8 8 3

5

N EW EW M ID ID 31,339 31,339 31,339 31,339 3 1 ,3 3 9 3 1 ,3 3 9 75,398 4 8,594 55,439 48 48,931 50,776 36,851 41,613 41,613 44,520 39,961 38,375 3 4 ,9 1 5 41,613 32,635 37,861 30,920 39,426 41,613 72,158 46,989 3 9,961 3 2 ,6 3 5 37,861 42 42,753 36,358 36,358 36,358 39,426 30,095 41,613 31 3 1 ,3 3 9 30,095 42,753 30,095 42,753 25,594 31,339 29,693 46,989 44,520 32,635 36,358 31 3 1 ,3 3 9 3 3 ,9 8 4 35,388 44,520 50,776 50,776 30,095 77,464 50,776 39,426 30,095 30,095 33,529 3 5 ,3 8 8 3 3 ,9 8 4 50,776 36,358 39,426 72,158 30,095 30,095 39,426 30,095 37,861 32,635 32 3 2 ,1 9 8 39,426 30,095 39,426 39,426 41,613 41,613 41,613 41,613 41,613 41,613 33 3 3,984 32 3 2 ,1 9 8 44,506 57,929 26,295 30,920 37,861 31 3 1 ,3 3 9 30,095 54,510

N EW EW M AX AX A dj dj To mi n 7 + C os os t t o m id id 3 9 ,1 7 4 1,298 3 9 ,1 7 4 1,298 3 9 ,1 7 4 1,298 3 9 , 17 4 1,298 39,174 1 ,2 9 8 39,174 1 ,2 9 8 94,248 0 6 0 ,7 4 2 0 1 ,2 9 2 69,299 0 6 1 , 16 4 1 , 24 7 63,470 0 46,064 0 1,183 52 52,016 1, 1,180 52 52,016 1, 1,180 55,650 0 1 ,168 49,951 1,135 47,968 0 43,644 1 ,1 2 1 52 52,016 0 1 ,0 9 3 4 0 , 79 4 1,091 47,326 1,021 38,650 321 4 9 ,2 8 3 214 52 52,016 0 90,198 0 58,736 980 49,951 971 4 0 , 79 4 97 1 47,326 0 5 3 ,4 4 1 0 45,448 915 45,448 915 45,448 915 4 9 ,2 8 3 0 3 7 ,6 1 9 90 7 52,016 0 859 39,174 0 850 37,619 847 53,441 0 37,619 0 831 53,441 0 31,992 0 814 3 9 ,1 7 4 0 80 806 37 37,116 184 58,736 0 55,650 0 4 0 ,7 9 4 0 45,448 0 39,174 75 0 42,480 0 44,236 0 55,650 0 714 63,470 705 63,470 705 37,619 0 96,830 0 630 63,470 0 6 19 4 9 ,2 8 3 0 37,619 605 37,619 605 4 1 , 91 1 0 59 592 44,236 57 8 42,480 57 6 63,470 0 45,448 0 4 9 ,2 8 3 0 90,198 0 37,619 12 37,619 12 4 9 ,2 8 3 0 3 7 ,6 1 9 0 47,326 0 4 0 ,7 9 4 491 40,248 46 2 4 9 ,2 8 3 0 37,619 0 4 9 ,2 8 3 429 4 9 ,2 8 3 0 52,016 419 52,016 419 52,016 419 52,016 419 52,016 419 52,016 419 42,480 0 40,248 40 4 55,632 0 397 72,411 39 7 3 2 , 86 9 0 38 9 38,650 373 4 7 , 32 6 355 39,174 35 4 37,619 335 68,138 0

Y r 6 t o 2 ca tc tc hu hup 0 0 0 0 0 0 1,295 1,285 0 1,188 0 0 0 1,131 0 0 0 690 796 1,001 999 0 0 0 967 915 0 0 0 913 0

0 832 824

609 788 773 768 764 0 71 9 715 0 0 633

608 0 0 0 0 576 573 567 558 543 543 542 529 521 0 0 448 438 0 425 0 0 0 0 0 0 405 0 0 0 0 0 0 250

To ta ta l A dj dj 1,298 1,298 1,298 1 , 29 8 1 , 29 8 1 , 29 8 1 ,2 9 5 1,292 1 ,2 8 5 1,247 1 ,1 8 8 1 ,1 8 3 1,180 1,180 1 ,1 6 8 1 , 13 5 1 , 13 1 1,121 1,093 1 , 09 1 1 ,0 2 1 1,011 1,010 1,001 99 9 98 0 9 71 97 1 9 67 9 15 9 15 9 15 9 15 9 13 90 7 8 59 850 8 47 83 2 83 1 82 4 81 4 8 06 79 3 78 8 77 3 7 68 7 64 750 71 9 7 15 71 4 70 5 70 5 63 3 63 0 61 9 6 08 60 5 60 5 5 92 5 78 576 57 6 5 73 5 67 55 8 55 5 55 5 5 42 5 29 5 21 49 1 462 4 48 43 8 4 29 4 25 4 19 4 19 4 19 4 19 4 19 4 19 40 5 404 39 7 397 38 9 3 73 35 5 354 33 5 25 0

Position # 500508 500541 500456 500484 504416 500626 504598 502701 504283 501465 501460 503761 501475 501453 503680 501458 503122 502433 502954 500297 5 0 3 85 5 500758 502733 503835 503287 503278 502842

Class Title Telecommunicator I 9‐ 9‐1‐1 Telecommunicator I Telecommunicator I Telecommunicator I File Clerk Computer Technician PT Naturalist PT Naturalist PT Youth Care Worker Youth Care Worker Youth Care Worker Youth Care Worker Youth Care Worker Youth Care Worker Youth Care Worker Yo Y outh Care Worker PT A ccount Clerk, Senior I Caseworker Naturalist Naturalist Intake Support Specialist Clerical Supervisor III GIS Analyst II Caseworker, Senior Magisterial District Court Clerk Chief Caseworker Caseworker

Current Salary 27,019 27,019 27,019 27,019 13,963 32,032 13,177 13,177 20,399 20,399 20,399 20,399 20,399 20,399 20,399 20,399 17,545 31,016 13,905 13,905 38,307 37,273 35,204 48,908 11,274 41,574 24,272

PROPOSED G RA RA DE DE N13 N1 N13 N13 N13 N04 N18 N13 N13 N15 N15 N15 N15 N15 N15 N15 N1 N 15 N1 N 12 N17 N13 N13 N15 E05 N20 N21 N09 E14 N17

N EW EW M IN IN 27,269 27,269 27,269 27,269 1 8 ,9 3 8 32,500 27,26 9 27,26 9 29,570 29,570 29,570 29,570 29,570 29,570 29,570 2 9 ,5 7 0 25,488 3 1 ,2 1 0 2 7 ,2 6 9 2 7 ,2 6 9 2 8 , 78 1 28,000 3 5 ,2 4 1 3 6 ,6 9 9 2 2 ,5 7 2 4 1 ,5 7 9 3 1 ,2 1 0

6

N EW EW M ID ID 36,358 36,358 36,358 36,358 25,251 43,333 36 36,358 36 36,358 39,426 39,426 39,426 39,426 39,426 39,426 39,426 39,426 3 3 ,9 8 4 41,613 36,358 36,358 38,375 37,333 46,989 4 8,931 30,095 55 55,439 41,613

N EW EW M AX AX A dj dj To mi n 7 + C os os t t o m id id 45,448 249 45,448 249 45,448 249 45,448 249 31 3 1 , 56 4 0 54,166 234 45,448 229 45,448 229 4 9 ,2 8 3 214 4 9 ,2 8 3 214 4 9 ,2 8 3 214 4 9 ,2 8 3 214 4 9 ,2 8 3 214 4 9 ,2 8 3 214 4 9 ,2 8 3 214 49,283 214 42,480 21 2 52,016 194 45,448 0 45,448 0 47,968 0 46,666 0 58,736 38 61,164 0 23 37,619 12 69,299 5 52,016 0

Y r 6 t o 2 ca tc tc hu hup 0 0 0 0 235 0 0 0 0 0 0 0 0 0 0 0 0 0 171 114 48 43 0 0 0 2

To ta ta l A dj dj 2 49 2 49 2 49 2 49 2 35 2 34 22 9 22 9 2 14 2 14 2 14 2 14 2 14 2 14 2 14 2 14 21 2 1 94 17 1 11 4 48 43 38 23 12 5 2

IMPLEMENTATION SUMMARY REPORT

Division Name

Current Reviewed Salaries

Salaries w/adjustments

Total Adj

Ag Preserve Adult Probation Clerk of Courts

286,855 1,087,463 132,310

289,679 1,110,420 133,445

2,823 22,958 1,135

Commisioners Communcations (LCWC) Controller

305,837 4,377,904 974,727

308,423 4,495,824 1,004,883

2,586 117,921 30,156

Coroner Court Administration Court Reporters District Attorney

286,969 519,746 815,626 2,904,405

296,817 534,761 881,921 3,034,913

9,848 15,015 66,294 130,508

Emergency Management Facilites Human Resources Information Tech & Budget Svs

392,939 1,221,893 436,073 2,486,369

406,952 1,257,806 451,322 2,624,487

14,012 35,913 15,249 138,118

Judicial Operations Juvenile Prob Law Library MDJ Parks Planning Prison

1,008,392 424,959 103,873 2,418,216 697,927 1,360,295 2,354,441

1,064,108 443,503 104,402 2,623,242 719,591 1,384,249 2,416,792

55,715 18,544 529 205,026 21,664 23,954 62,351

Property Assessment Prothonotary Public Defender Public Safety Training Center Purchasing Recorder of Deeds

861,663 127,420 1,727,654 234,981 398,587 221,786

888,574 135,206 1,787,329 236,000 450,134 238,806

26,911 7,786 59,674 1,019 51,547 17,020

Register of Wills Sheriff

38,950 178,704

57,003 180,875

18,053 2,171

Treasurer Veterans Voter Reg General Fund BHDS Children & Youth Domestic Relations Drug & Alcohol

435,555 124,322 402,138

452,474 128,439 425,018

16,918 4,117 22,880

6,916,943 1,575,022 1,617,413 438,629

7,306,357 1,626,158 1,715,849 445,628

389,414 51,136 98,436 6,998

3,024,121 3,180,786

3,157,266 3,249,785

133,145 68,999

Office of Aging Youth Intervention Other Funds All Funds

1,218,416

748,128 1,966,544

1,966,544

IMPLEMENTATION STRATEGY REPORT

Updated

Schedule Salary Stu Study

To Min

424,628

2018 *

7+ to mid

485,233

2018 *

426,901

2yr to 6 yr

1,056,682

**

Total Catch Up

1,541,916

1,388,186

Total Adjustments

1,966,544

1,815,087

2018 *

Cost will be prorated to June 25, 2018 to Dec 31 , 2018

**

Cost can be spread across multiple years

PERFORMANCE MANAGEMENT SURVEY SUMMARY

M-1

1/3/2017

Table of Content Con tents s 

Executive Summary

p. 3



Summary of Responses

p. 5



Supervisor Comments

p. 10

M-2

2

Executive Executi ve Summary General Ge neral Summary of Multiple Choice Choic e Responses Responses Listed below is a summary of responses provided by Lancaster County supervisors to the recent Performance Management Survey conducted by provided MGT Group and Pay and People Consulting:

Table of Content Con tents s 

Executive Summary

p. 3



Summary of Responses

p. 5



Supervisor Comments

p. 10

M-2

2

Executive Executi ve Summary General Ge neral Summary of Multiple Choice Choic e Responses Responses Listed below is a summary of responses provided by Lancaster County supervisors to the recent Performance Management Survey conducted by provided MGT Group and Pay and People Consulting: •

While the performance evaluation process itself is not time-consuming, supervisors do not believe that either the current evaluation process, forms or factors accurately measure an employee’s employee’s performance. (23% indicate that they are Helpful/V Helpful/Very ery Helpful)

•

By far, the strongest viewpoint viewpoint relates to the link between pay and performance. Supervisors believe that there is insufficient budget to reward high performance. performance. That, combined with a “quota/budgetary/ “quota/budgetary/ cap/rationing”” system for “meets” or “exceeds” performance is a disincentive and promotes mediocrity. cap/rationing mediocrity. (18% indicate a link between pay and performance)

•

Generally, most managers/supervisors feel that they have enough training to hold a productive performance Generally, discussion with their employees. (78% indicate yes)

•

Supervisors are supportive of including goals and competencies in addition to essential functions in the performance evaluation. (74%-84% indicate yes)

•

Individual comments are included on the following following page. There is a definite consistency relative to the lack of the link between performance and pay; however, there is a wide variation in some other points. M-3

3

Executive Executi ve Summary General Ge neral Summ Summary ary of Individual Indivi dual Comments •

The current system is too broad, not objective enough and doesn’t measure the right things.

•

One page review is insulting to employees.

Executive Executi ve Summary General Ge neral Summary of Multiple Choice Choic e Responses Responses Listed below is a summary of responses provided by Lancaster County supervisors to the recent Performance Management Survey conducted by provided MGT Group and Pay and People Consulting: •

While the performance evaluation process itself is not time-consuming, supervisors do not believe that either the current evaluation process, forms or factors accurately measure an employee’s employee’s performance. (23% indicate that they are Helpful/V Helpful/Very ery Helpful)

•

By far, the strongest viewpoint viewpoint relates to the link between pay and performance. Supervisors believe that there is insufficient budget to reward high performance. performance. That, combined with a “quota/budgetary/ “quota/budgetary/ cap/rationing”” system for “meets” or “exceeds” performance is a disincentive and promotes mediocrity. cap/rationing mediocrity. (18% indicate a link between pay and performance)

•

Generally, most managers/supervisors feel that they have enough training to hold a productive performance Generally, discussion with their employees. (78% indicate yes)

•

Supervisors are supportive of including goals and competencies in addition to essential functions in the performance evaluation. (74%-84% indicate yes)

•

Individual comments are included on the following following page. There is a definite consistency relative to the lack of the link between performance and pay; however, there is a wide variation in some other points. M-3

3



•


•

The current tool is too vague – vague – need measureable goals.

•

The current form is concise.

•

Current system is working satisfactorily.

•

The current system as a checklist is useful for beginning a conversation with an employee.

•

Forced distribution is hard to explain to employees.

•

Differentiation in pay for each performance level is not sufficient to motivate bett er performance.

•

The salary board can arbitrarily change t he increase provided to the employee.

•

The PeopleSoft system is user-friendly user- friendly but doesn’t allow for adding st rengths and weaknesses.

•

Evaluations don’t have to be done on time so it takes away from the importance.

•

The County doesn’t recognize the performance assessment that I conduct.

•

Having to determine whether an employee rises to an EE rating at the beginning of the year doesn’t work.

•

Supervisors sometimes have a lower rate of pay and annual pay than their subordinates.

•

There is insufficient training for new managers.

•

Don’t overcomplicate the process; simply allow managers to measure and reward performance

•

PeopleSoft doesn’t allow employees to evaluate themselves. M-4

4

Summary of Responses Responses



•


•

The current tool is too vague – vague – need measureable goals.

•

The current form is concise.

•

Current system is working satisfactorily.

•

The current system as a checklist is useful for beginning a conversation with an employee.

•

Forced distribution is hard to explain to employees.

•

Differentiation in pay for each performance level is not sufficient to motivate bett er performance.

•

The salary board can arbitrarily change t he increase provided to the employee.

•

The PeopleSoft system is user-friendly user- friendly but doesn’t allow for adding st rengths and weaknesses.

•

Evaluations don’t have to be done on time so it takes away from the importance.

•

The County doesn’t recognize the performance assessment that I conduct.

•

Having to determine whether an employee rises to an EE rating at the beginning of the year doesn’t work.

•

Supervisors sometimes have a lower rate of pay and annual pay than their subordinates.

•

There is insufficient training for new managers.

•

Don’t overcomplicate the process; simply allow managers to measure and reward performance

•

PeopleSoft doesn’t allow employees to evaluate themselves. M-4

4


For how many employe es do you conduct performance performance evaluations?

1-5

6-10

11-20

Over 20

Grand Total

37

27

4

9

78

Not helpful

Somewhat hel pful

16

43

How helpful is the current performance appraisal appraisal process to you in evaluating and improving your employee s' performance?

More than 5

51%

Helpful

Very helpful

Grand Total

Helpful & above

17

1

78

23%

5 M-5


Summary of Responses Responses 1-5

6-10

11-20

Over 20

Grand Total

37

27

4

9

78

For how many employe es do you conduct performance performance evaluations?

Not helpful

Somewhat hel pful

16

43

How helpful is the current performance appraisal appraisal process to you in evaluating and improving your employee s' performance?

More than 5

51%

Helpful

Very helpful

Grand Total

Helpful & above

17

1

78

23%

5 M-5


How helpful i s the performance performance evaluation form itself in facilitating a comprehensive performance evaluation and a productive conversation about performance?

Not helpful

Somewhat helpful

19

40

Helpful

Very helpful

Grand Total

17

1

78

Grand Total

78

Not helpful

Somewhat he l pful

Hel pful

Very helpful

22

37

16

2

How helpful are the current performance performance measurement me asurement factors factors in accurately accurately measuring your empl oyees' performance?

Helpful & above

23%

Helpful & above

23%

6 M-6



How helpful i s the performance performance evaluation form itself in facilitating a comprehensive performance evaluation and a productive conversation about performance?

Not helpful

Somewhat helpful

19

40

Helpful

Very helpful

Grand Total

17

1

78

23%

Not helpful

Somewhat he l pful

Hel pful

Very helpful

Grand Total

22

37

16

2

78

How helpful are the current performance performance measurement me asurement factors factors in accurately accurately measuring your empl oyees' performance?

Helpful & above

Helpful & above

23%

6 M-6

Summary of Responses Responses In relation to the current performance evaluation system, how difficult is it for you to differentiate performance performance among your employees?

-

N ot di ff ffi cu cul t

Di ff ffi cu cul t

Somewhat difficult

Very difficult

Grand Total

Difficult & above

1

31

1

32

13

78

59%

Is the weighting of i ndividual essential j ob functions/tasks functions/tasks and pre-set goals important to you to evaluate your employees' performance?

No

Ye s

Grand Total

20

56

76

Ye s

74%

7 M-7

Summary of Responses Responses No

Ye s

Grand Total

Ye s

Summary of Responses Responses In relation to the current performance evaluation system, how difficult is it for you to differentiate performance performance among your employees?

-

N ot di ff ffi cu cul t

Di ff ffi cu cul t

Somewhat difficult

1

31

1

32

Very difficult

Grand Total

Difficult & above

13

78

59%

No

Ye s

Grand Total

20

56

76

Is the weighting of i ndividual essential j ob functions/tasks functions/tasks and pre-set goals important to you to evaluate your employees' performance?

Ye s

74%

7 M-7


Is the weighting of knowledge/skills and abilities (competencies) important to you for eval uating your empl oyee s performance?

Does the current performance performance management system help you y ou link pay to performance for your employees? employee s?

Do you feel that you have enough training as a manager to hold a productive productive di scussion with your employees about their performance?

No

Ye s

Grand Total

12

63

75

No

Yes

Grand Total

61

13

74

Ye s

84%

No

Yes

Grand Total

15

61

78

Yes

18%

Yes

78%

8 M-8

Summary of Responses Responses Which of the following would help you in evaluating and improving your employees’ performance? Legend


Is the weighting of knowledge/skills and abilities (competencies) important to you for eval uating your empl oyee s performance?

Does the current performance performance management system help you y ou link pay to performance for your employees? employee s?

Do you feel that you have enough training as a manager to hold a productive productive di scussion with your employees about their performance?

No

Ye s

Grand Total

12

63

75

No

Yes

Grand Total

61

13

74

Ye s

84%

No

Yes

Grand Total

15

61

78

Yes

18%

Yes

78%

8 M-8

Summary of Responses Responses Which of the following would help you in evaluating and improving your employees’ performance? Legend B l ue -

Achievement of Essential Functions

Oran Or ang ge -

Achiev Achi eve emen entt of of Pr Pree-sset Goals

Gray -

Knowledge, Skills, Abilities

Yellow -

Employee De Developm pme ent Plan

Dark Blue Blue - Emp Employ loyee ee Comme Comments nts Green -

Manager Co Comments

M-9

Summary of Responses Responses Which of the following would help you in evaluating and improving your employees’ performance? Legend B l ue -

Achievement of Essential Functions

Oran Or ang ge -

Achiev Achi eve emen entt of of Pr Pree-sset Goals

Gray -

Knowledge, Skills, Abilities

Yellow -

Employee De Developm pme ent Plan

Dark Blue Blue - Emp Employ loyee ee Comme Comments nts Green -

Manager Co Comments

M-9

Supervisor Comments

10 M-10

Comments: Please provide any additional General Comments: comments related to what is and what is not working w ith the current performance evaluation system. system.

Wh at i s not wo r ki ng?

Ot her Commen t s:

What What is working?

The format has been consistant.

There is very little to distinguish an employee who is just doing their job The categories for which employees are evaluated on are in need of updating. and one that is doing their job with a passion for excellence and customer There is very little to distinguish an employee who is just doing their job and service. The limits on merit increas es above ME, ME, make it hard to reward a

Supervisor Comments

10 M-10



Ot her Commen t s:



There is very little to distinguish an employee who is just doing their job The categories for which employees are evaluated on are in need of updating. and one that is doing their job with a passion for excellence and customer There is very little to distinguish an employee who is just doing their job and service. The limits on merit increas es above ME, ME, make it hard to reward a one that is doing their job with a passion for excellence. staff who has worked very hard to accomplish particular goals in a particular year with a financial reward.

nothing

The system is archaic and even if someone is rated highly there is no corresponding raise rewards because Judges are not viewed as individual department heads even though this survey does.

The current process is fine but it would be nice to have a better tool to evaluate how the employee is doing at their current functions and to outline goals and if those goals were completed.

It would be helpful if there was more flexibility to reward employees that are doing exceptional work. Performance incentives incentives tied to raises. There are no more raises. Employees Employees are already underpaid, and now uninspired to strive for pay raises through good work. I believe for the most part it is working, as if there are any issues that need to be addresse d, there are enough performanc e "categories " that can lead to a good discussion. Determining job function percentages. Inability to reward good performance financially Having to determine at the beginning of the year whether or not an employee rises to an EE rating One page review is insulting to employees. Only allowing a certain number of above average reviews per department based upon the number of employees in that department.

11

General Comments: Comments: Please provide provide any additional comments related related to what is and w hat is not working with the current performance evaluation system.

Wh at i s n o t wo r ki n g ?

M-11

Ot h e r Co mme n t s:

What is working?

Current evaluation process acknowledges good

Under the current County Quota system only roughly 20% of employees can receive above a Meets Expectations rating. Many times the rationing The current quota system needs to be revisited so good employees can system in place is used to retain underpaid employees that are necessary



Ot her Commen t s:



There is very little to distinguish an employee who is just doing their job The categories for which employees are evaluated on are in need of updating. and one that is doing their job with a passion for excellence and customer There is very little to distinguish an employee who is just doing their job and service. The limits on merit increas es above ME, ME, make it hard to reward a one that is doing their job with a passion for excellence. staff who has worked very hard to accomplish particular goals in a particular year with a financial reward.

nothing

The system is archaic and even if someone is rated highly there is no corresponding raise rewards because Judges are not viewed as individual department heads even though this survey does.

The current process is fine but it would be nice to have a better tool to evaluate how the employee is doing at their current functions and to outline goals and if those goals were completed.

It would be helpful if there was more flexibility to reward employees that are doing exceptional work. Performance incentives incentives tied to raises. There are no more raises. Employees Employees are already underpaid, and now uninspired to strive for pay raises through good work. I believe for the most part it is working, as if there are any issues that need to be addresse d, there are enough performanc e "categories " that can lead to a good discussion. Determining job function percentages. Inability to reward good performance financially Having to determine at the beginning of the year whether or not an employee rises to an EE rating One page review is insulting to employees. Only allowing a certain number of above average reviews per department based upon the number of employees in that department.

11


M-11



What is working?

Current evaluation process acknowledges good performance and documents it to some extent.

Under the current County Quota system only roughly 20% of employees can receive above a Meets Expectations rating. Many times the rationing The current quota system needs to be revisited so good employees can system in place is used to retain underpaid employees that are necessary be rewarded and retained. to keep the department operational. Other employees that are easier to replace are then looked over.

Appraisals Appraisals do do get completed completed and and merit pay pay is obtained obtained..

Quotas of Exceeds Expectations make it hard to ever get someone else an EE rating once the quota is met. It appears meaningless to try to motivate better performance if there really isn't any possibility of a better merit increase Salary caps demotivate performance toward goals because there is merit tied to exceptional performance

Having to worry about Broadband, in addition to the County grades , is confusing to staff. They don't understand that for tenured staff, a grade 14 and grade 15, with the same broadband really doesn't have much impact. Since we are limited to the number of GEEs and EEs we can give out, it's Most impact is when you are new to a position. We also need a single hard in the existing system to fairly assess staff, against each other (if that method of class ifying positions, that can be easily explained to staff. Also, makes sense) when giving them out for a budget year. For instance, while a better method of answering staff's question of, how can I get an EE or The online process of completing the reviews helps. Since they might have done an exceptional job in their position, when compared GEE ? The reality is they are judged not only on their performance, but we use online time reporting here in IT, it makes it a little to the value of the other departmental exceptional performances, having a also against the rest of the employees, in the department's performance, easier to tie job performance and accomplishments to the method to determine the most deserving can be hard in the existing when the decision is made for who is most deserving. That's not an easy review process. I also think we at least streamlined the system. You have to work outside the system to make sure that the thing to explain to people. I've heard many staff say, it's not their turn this paperwork, which has helped. reviews done later in the year, have the same access to the higher review year. ratings as those in the firs t half of the year. It can make things a little too Maybe an easier online tool, that could provide an method for managers subjective since you have to plan out the year, before some review periods to give staff feedback, that could be included as part of their review. So if in are even up. April someone does does something something great, and you you send them a quick quick mention mention of it, it'll be included into the review in December. Or a warning for being Tardy, etc. Some mechanism that would pull them all together for the review. 12

M-12

General Comments: Please provide any additional comments related to what is and what is not working with the current performance Wh at i s n ot wor k i n g? evaluation system.

Ot he r Comme nt s:

What is working?

The pay increases, for a meets or exceeds annual performance, are very small, and do not reach a point where the really good employees, or exceptional employees, gain a monetary reward for busting their tails every day at work. So the current system rew ards average performance. Because no matter how good you you are, the increases increases are average or below average.




What is working?

Current evaluation process acknowledges good performance and documents it to some extent.

Under the current County Quota system only roughly 20% of employees can receive above a Meets Expectations rating. Many times the rationing The current quota system needs to be revisited so good employees can system in place is used to retain underpaid employees that are necessary be rewarded and retained. to keep the department operational. Other employees that are easier to replace are then looked over.

Appraisals Appraisals do do get completed completed and and merit pay pay is obtained obtained..

Quotas of Exceeds Expectations make it hard to ever get someone else an EE rating once the quota is met. It appears meaningless to try to motivate better performance if there really isn't any possibility of a better merit increase Salary caps demotivate performance toward goals because there is merit tied to exceptional performance

Having to worry about Broadband, in addition to the County grades , is confusing to staff. They don't understand that for tenured staff, a grade 14 and grade 15, with the same broadband really doesn't have much impact. Since we are limited to the number of GEEs and EEs we can give out, it's Most impact is when you are new to a position. We also need a single hard in the existing system to fairly assess staff, against each other (if that method of class ifying positions, that can be easily explained to staff. Also, makes sense) when giving them out for a budget year. For instance, while a better method of answering staff's question of, how can I get an EE or The online process of completing the reviews helps. Since they might have done an exceptional job in their position, when compared GEE ? The reality is they are judged not only on their performance, but we use online time reporting here in IT, it makes it a little to the value of the other departmental exceptional performances, having a also against the rest of the employees, in the department's performance, easier to tie job performance and accomplishments to the method to determine the most deserving can be hard in the existing when the decision is made for who is most deserving. That's not an easy review process. I also think we at least streamlined the system. You have to work outside the system to make sure that the thing to explain to people. I've heard many staff say, it's not their turn this paperwork, which has helped. reviews done later in the year, have the same access to the higher review year. ratings as those in the firs t half of the year. It can make things a little too Maybe an easier online tool, that could provide an method for managers subjective since you have to plan out the year, before some review periods to give staff feedback, that could be included as part of their review. So if in are even up. April someone does does something something great, and you you send them a quick quick mention mention of it, it'll be included into the review in December. Or a warning for being Tardy, etc. Some mechanism that would pull them all together for the review. 12

M-12


Ot he r Comme nt s:

What is working?

The pay increases, for a meets or exceeds annual performance, are very small, and do not reach a point where the really good employees, or exceptional employees, gain a monetary reward for busting their tails every day at work. So the current system rew ards average performance. Because no matter how good you you are, the increases increases are average or below average. In the private sector, those people who perform really well get some large bonus, raises, trips, etc. For our system, you might get an extra $600 per year for an exceptional evaluation. AOPC Trainin Training g classes making making MDJ Clerks Clerks work more efficient and therefore more rewarding.

Antiquated quated MDJ MDJ Offices ces not using using AOPC AOPC training training to make their their workplace workplace more more current and improving morale.

Clerks in the County work very hard and have different circumstances than the Courthouse personell.

The grading system is difficult to assess the individual employee. There is a cap on how many employees county wide who can receive an excellent review and maximum annual raise. It promotes supervisors potentially picking favorites who will receive the raise and proper review. This also promotes alternating who gets an excellent review and who gets an average review. Some reviews that would otherwise be excellent are intentionally lowered to meet this county policy. The current system is ok in regards to assigning Furthermore the county of Lancaster asks in the beginning of the budget year for a percentage of time that the employee spends who and how many staff members will be given an excellent raise. This is the doing each job function. case even if the employees evaluation is months away. This again is because there are a limited amount of staff members who can get an excellent review. There also is a clause that the review that is submitted to the salary board can be changed arbitrarily by the board to reflect a lower percentage of a raise to the employee. My opinion is that if the supervisors and department heads of the county of Lancaster are tasked with the job of evaluating an employee the raise should reflect the supervisors evaluation without question or alteration. Doesn't provide ability for supervisor to provide justification for rating. Does not reward employee for high rating in a category . If they get a low ME or a high ME same rate increase.

13 M-13

Please provide any additional comments General Comments: Please related to what is and what is not w orking with the current performance evaluation system.

What i s no t wor ki ng ?

Ot her Co mment s:


The PeopleSoft form is working in that it is very user friendly. The monthly reminders are helpful.

Pay compensation is not comparable to subordinate contractual increases, leading to a The quotas that are allotted for the individual departments. The rate increase assigned to time that Supervisor staff will have a lower hourly and annual pay rate when compared to the overall ratings creates animosit y amongst staff. Training on properly documenting their subordinates. Equal or comparable increases would prevent staff unionizing. This performance evaluations is non-existent. was done for all Prison departments as a whole.


Ot he r Comme nt s:

What is working?

The pay increases, for a meets or exceeds annual performance, are very small, and do not reach a point where the really good employees, or exceptional employees, gain a monetary reward for busting their tails every day at work. So the current system rew ards average performance. Because no matter how good you you are, the increases increases are average or below average. In the private sector, those people who perform really well get some large bonus, raises, trips, etc. For our system, you might get an extra $600 per year for an exceptional evaluation. AOPC Trainin Training g classes making making MDJ Clerks Clerks work more efficient and therefore more rewarding.

Antiquated quated MDJ MDJ Offices ces not using using AOPC AOPC training training to make their their workplace workplace more more current and improving morale.

Clerks in the County work very hard and have different circumstances than the Courthouse personell.

The grading system is difficult to assess the individual employee. There is a cap on how many employees county wide who can receive an excellent review and maximum annual raise. It promotes supervisors potentially picking favorites who will receive the raise and proper review. This also promotes alternating who gets an excellent review and who gets an average review. Some reviews that would otherwise be excellent are intentionally lowered to meet this county policy. The current system is ok in regards to assigning Furthermore the county of Lancaster asks in the beginning of the budget year for a percentage of time that the employee spends who and how many staff members will be given an excellent raise. This is the doing each job function. case even if the employees evaluation is months away. This again is because there are a limited amount of staff members who can get an excellent review. There also is a clause that the review that is submitted to the salary board can be changed arbitrarily by the board to reflect a lower percentage of a raise to the employee. My opinion is that if the supervisors and department heads of the county of Lancaster are tasked with the job of evaluating an employee the raise should reflect the supervisors evaluation without question or alteration. Doesn't provide ability for supervisor to provide justification for rating. Does not reward employee for high rating in a category . If they get a low ME or a high ME same rate increase.

13 M-13



Ot her Co mment s:




Each person in our department has the same job and has to do this job at the same level in order to be a court reporter. The evaluation for them is the better they do, the more work I think the employees need to have more of the responsibility of they get and the better the work is. These evaluations don't quite hit the points needed for evaluating themselves. this individualized field and I feel there needs to be more involved with getting along within the office and communication within the office. As mentioned oned in the previo previous us answer, there there are budgetary budgetary limits mits to reward only a certain The evaluation process itself is not deficient, but the pay number of employees in each office, thus leaving other possibly deserving staff out in the options available to managers on behalf of their employees are cold for that year's review. Even though the performance performance rating above 'meets expectation' extremely limited. is only a quarter of one percent, and may only be $75-150 at the most, most employees would still like to be recognized if they are doing an exceptional job. It is unfair that the external controls limit the ability to have an evaluation fully and fairly reflect the employee's ability and commitment to the job. For example: we may only give It is helpful that the performance form identifies certain areas of one employee an above average rating. If two employees perform at a level that exceeds job tasks tasks and the the employees' employees' ability lity to complete complete those those tasks. expectations, we are told to chose one employee and indicate the other employee as merely "meeting expectations". It is helpful that the form allows for narratives in which to Unlike other departments of county government, our employees must submit to a 2 step develop a more complete and accurate picture of the process, first the MDJ conducts the evaluation and then Court Administration reviews the employee's performance beyond the stated responsibilities. evaluation before it is submitted to the HR department. Both of the above situations hurt morale and often times render the evaluation tool meaningless. Salary increases are not aligned to performance.

The current system works well overall to evaluate employee performance.

With the current evaluation tool it is easy for the reviewer to grade an employee as "meeting expectations". It requires much more work to rate the employee at a higher level: "exceeds expectations" or "greatly exceeds expectations". This is not necessarily a bad thing; as a reviewer I appreciate the opportunity to go the extra distance to rate a high functioning employee. The problem is the parameters of the evaluation: an employee must follow the "handbook" and not deviate from the delineated standards of performance. However, in order to "exceed expectations" an employee must go beyond the delineated responsibilities, to do "something more", however that act is proscribed by the handbook. It is a catch-22, that stifles independent thinking and problem solving, although those are the very skills necessary to be good at the work we do in our offices.

The cap on the number of evaluations that may exceed a level of "Meets Expectations" renders the current evaluation system powerless . A supervisor has to pre-determine what level of performance an employee is going to receive (relative to all other employees) to assure that the cap is not exceeded. The current system provides three "sub-levels" within each evaluation category (GEE, EE, ME, etc.). This is confusing to both employees and supervisors.

14 M-14

General Comments: Please provide any additional comments related to what is and what is not working with the current performance evaluation system.

Wh at i s n o t wo r kin g ?


What is working?

As a checkli checklist, st, the current form is useful useful for for beginn beginning ing a conversation with an employee.

The linkage between the evaluation forms and process to the merit salary system has been The difficulty is in evaluating technical functions for planners and senior planners that work lost or at least frayed over over the years. Many employees see it as a farce. farce. Planners act as in a primarily advisory capacity to our planning planning partners. We don't manufacture widgets or advocates for management of change (demographic change, traffic congestion) but actual perform a certain number of clerk functions is a day. We provide technical consultation and decision are made elsewhere. It can be difficult to evaluate evaluate effectiveness for work that takes deliver technical documents and plans. years to implement, particularly when implementation is in the hands of others.



Ot her Co mment s:




Each person in our department has the same job and has to do this job at the same level in order to be a court reporter. The evaluation for them is the better they do, the more work I think the employees need to have more of the responsibility of they get and the better the work is. These evaluations don't quite hit the points needed for evaluating themselves. this individualized field and I feel there needs to be more involved with getting along within the office and communication within the office. As mentioned oned in the previo previous us answer, there there are budgetary budgetary limits mits to reward only a certain The evaluation process itself is not deficient, but the pay number of employees in each office, thus leaving other possibly deserving staff out in the options available to managers on behalf of their employees are cold for that year's review. Even though the performance performance rating above 'meets expectation' extremely limited. is only a quarter of one percent, and may only be $75-150 at the most, most employees would still like to be recognized if they are doing an exceptional job. It is unfair that the external controls limit the ability to have an evaluation fully and fairly reflect the employee's ability and commitment to the job. For example: we may only give It is helpful that the performance form identifies certain areas of one employee an above average rating. If two employees perform at a level that exceeds job tasks tasks and the the employees' employees' ability lity to complete complete those those tasks. expectations, we are told to chose one employee and indicate the other employee as merely "meeting expectations". It is helpful that the form allows for narratives in which to Unlike other departments of county government, our employees must submit to a 2 step develop a more complete and accurate picture of the process, first the MDJ conducts the evaluation and then Court Administration reviews the employee's performance beyond the stated responsibilities. evaluation before it is submitted to the HR department. Both of the above situations hurt morale and often times render the evaluation tool meaningless. Salary increases are not aligned to performance.

The current system works well overall to evaluate employee performance.

With the current evaluation tool it is easy for the reviewer to grade an employee as "meeting expectations". It requires much more work to rate the employee at a higher level: "exceeds expectations" or "greatly exceeds expectations". This is not necessarily a bad thing; as a reviewer I appreciate the opportunity to go the extra distance to rate a high functioning employee. The problem is the parameters of the evaluation: an employee must follow the "handbook" and not deviate from the delineated standards of performance. However, in order to "exceed expectations" an employee must go beyond the delineated responsibilities, to do "something more", however that act is proscribed by the handbook. It is a catch-22, that stifles independent thinking and problem solving, although those are the very skills necessary to be good at the work we do in our offices.

The cap on the number of evaluations that may exceed a level of "Meets Expectations" renders the current evaluation system powerless . A supervisor has to pre-determine what level of performance an employee is going to receive (relative to all other employees) to assure that the cap is not exceeded. The current system provides three "sub-levels" within each evaluation category (GEE, EE, ME, etc.). This is confusing to both employees and supervisors.

14 M-14




What is working?



It is a concise form.

Due to the unnecessary control of HR, depts. are unable to accurately evaluate their employees and provide them with a corresponding merit increase. Depts are only permitted a limited number of EE/GEE slots. As such, depts. may have more employees who fit that designation but supervisors/managers are not permitted go over their "quota". The evaluation system is broken due to these unnecessary and micro-managing decisions that HR has control of.

If supervisors/managers can not accurately evaluate their employees with the appropriate merit increase, then the whole merit pay system should be abandoned and salaries be determined annually by the BOC. Develop a seniority system that would award employees for longevity. Current c ounty unions receive longevity pay, why shouldn't everyone?

Evaluations have absolutely nothing to do with pay or advancement. The system offers nothing to judicial secretaries or clerks and is a total waist of time. No system can effectively function when an employee must have left their position before the county allows for the posting of that posititon for a new hire.

This survey is of no use whatsoever when it comes to the issues your company needs to address in getting and keeping good employees. I would like to know who poss ibly could have directed you to these questions as being the least bit useful in your task. The county employees are under paid and have been stripped of their useful benefits solely for the purpose of not raising taxes. Nothing we do in evaluations has anything to do with those issues at all.

I find the categories use of expectations [exceeds, meets] to be odd because it uses the manager's standards as a measure as opposed to a more objective standard. I think that may be difficult when a manager changes because the expectations may be different.

I understand the need to avoid overgrading and check salary increases but as a practical matter, 4 of my 5 evaluaees may exceed expectations. expectations. But I am forbidden from grading them that way, am limited to 2 each year. This skews my evaluations and frankly benefits benefits those with an anniversary date early in the year.

The system requires us to meet and discuss broader issues than the day to day functions of the job.

In my opinion most county employees appear to be underpaid. The low pay results in low employee morale and in the inability of offices to retain their staff, as they find higher paying jobs with th better better benefi benefits, ts, including uding pay pay raises. raises. This appears appears to to be the case case particular particularly ly with with the professional staff, such as C hildren & Youth and and Office of the Aging case managers. I have also witnessed high turnover in some of the filing offices. The inability to retain employees directly impacts the efficiency of the Court system, and the county offices which end up understaffed and overworked.

An evalu evaluation ation system needs needs to be in place and this one one seems seems See below. to cover the most important performance factors.

There are no merit raises. No matter how an employee performs, because of the Union, they will get raises. Being based on the Union Union contract, there are no incentives to improve. With regard to Deputies (there are three) I am only allowed to give two of them a GEE rating. The problem is that all three deserve the top rating and and deserve to get the bonus money attached to that rating. There is again no incentive to continue the fine work they are doing and creates an uncomfortable situation within the office because I must give one of them a lower rating. Same for the staff, I am only allowed to give a certain number of GEE's and am forced to give some people a lower rating because of some random system. Not fair!

15

M-15

General Comments: Please provide any additional comments related to what is and what i s not working with the current performance evaluation system.

What is n ot wor k i ng?

Ot her Commen t s:

What What is working ?

It seems that some job functions don't fit well into the pre-set evaluation on categories The PER increases are non-cons equential. There is only a .25% difference between the PER i think the tool can be a little vague. it would be helpful if there rating. A meets expectations rating gets 2.5%, exceeds expectations is 2.75% and and a greatly was a s pecific breakdown for each category. exceeds gets 3.0%. Also the quota quota cap placed on departments is not beneficial. Not all star performers can be given the rating or increase that tr uly reflects their performance. It promotes




What is working?



It is a concise form.

Due to the unnecessary control of HR, depts. are unable to accurately evaluate their employees and provide them with a corresponding merit increase. Depts are only permitted a limited number of EE/GEE slots. As such, depts. may have more employees who fit that designation but supervisors/managers are not permitted go over their "quota". The evaluation system is broken due to these unnecessary and micro-managing decisions that HR has control of.

If supervisors/managers can not accurately evaluate their employees with the appropriate merit increase, then the whole merit pay system should be abandoned and salaries be determined annually by the BOC. Develop a seniority system that would award employees for longevity. Current c ounty unions receive longevity pay, why shouldn't everyone?

Evaluations have absolutely nothing to do with pay or advancement. The system offers nothing to judicial secretaries or clerks and is a total waist of time. No system can effectively function when an employee must have left their position before the county allows for the posting of that posititon for a new hire.

This survey is of no use whatsoever when it comes to the issues your company needs to address in getting and keeping good employees. I would like to know who poss ibly could have directed you to these questions as being the least bit useful in your task. The county employees are under paid and have been stripped of their useful benefits solely for the purpose of not raising taxes. Nothing we do in evaluations has anything to do with those issues at all.

I find the categories use of expectations [exceeds, meets] to be odd because it uses the manager's standards as a measure as opposed to a more objective standard. I think that may be difficult when a manager changes because the expectations may be different.

I understand the need to avoid overgrading and check salary increases but as a practical matter, 4 of my 5 evaluaees may exceed expectations. expectations. But I am forbidden from grading them that way, am limited to 2 each year. This skews my evaluations and frankly benefits benefits those with an anniversary date early in the year.

The system requires us to meet and discuss broader issues than the day to day functions of the job.

In my opinion most county employees appear to be underpaid. The low pay results in low employee morale and in the inability of offices to retain their staff, as they find higher paying jobs with th better better benefi benefits, ts, including uding pay pay raises. raises. This appears appears to to be the case case particular particularly ly with with the professional staff, such as C hildren & Youth and and Office of the Aging case managers. I have also witnessed high turnover in some of the filing offices. The inability to retain employees directly impacts the efficiency of the Court system, and the county offices which end up understaffed and overworked.

An evalu evaluation ation system needs needs to be in place and this one one seems seems See below. to cover the most important performance factors.

There are no merit raises. No matter how an employee performs, because of the Union, they will get raises. Being based on the Union Union contract, there are no incentives to improve. With regard to Deputies (there are three) I am only allowed to give two of them a GEE rating. The problem is that all three deserve the top rating and and deserve to get the bonus money attached to that rating. There is again no incentive to continue the fine work they are doing and creates an uncomfortable situation within the office because I must give one of them a lower rating. Same for the staff, I am only allowed to give a certain number of GEE's and am forced to give some people a lower rating because of some random system. Not fair!

15

M-15



Ot her Commen t s:


It seems that some job functions don't fit well into the pre-set evaluation on categories The PER increases are non-cons equential. There is only a .25% difference between the PER i think the tool can be a little vague. it would be helpful if there rating. A meets expectations rating gets 2.5%, exceeds expectations is 2.75% and and a greatly was a s pecific breakdown for each category. exceeds gets 3.0%. Also the quota quota cap placed on departments is not beneficial. Not all star performers can be given the rating or increase that tr uly reflects their performance. It promotes there also may be some c onsideration for variance across mediocrity. departments. Staff do not feel their hard work, dedication is recognized by the county.

Electronic entry, form to lead to narrative

Goals, and objective development development and on going monitoring. Comparable pay/increase when goals are consis tently meet and exceeded.

The entire system does not work. Whatever I do to evaluate evaluate my employees does not count because of the way the system I must complete an evaluation for my office staff but it does not mean anything. The county is set up by the county. No matter what I say about about my refuses to recognize my evaluation. employees, I have no control over what they m ay receive from the county. Every year I see my employees continuing to make our department work with "do more with less". The expectations of the public increase and the employees do their very best to make our department's customer service and preparedness the best it can be. Without faltering most of my s taff exceed expectation by doing ng more than what is in their job desc riptions. I do not like the current system under the current working conditions of doing However, the evaluation on system only allows a certain percentage to be recognized with EE and more with less. GEE. On several occasions, employees have told me its not the money, but but they want the accurate evaluation recognizing we would go over the set %. With increased w ork loads, almost everyone exceeds expectations every year, but c annot be recognized.

Far too few categories which res ults in employees receiving step raises that they may not necessarily deserve. This is also true for outstanding employees employees being capped at lower percentage increases because everyone must follow the same performance indicators. There is a systematic evaluation on in place with basic level performance indicators.

There are too many low-wage positions at the county which increase the c ounty's need to hire more staff than is nec essary. Positions need to be realigned, combined, and reclassified so the county can offer higher wage positions (with broader responsibilities) in order to reduce the number of people the county employees and retain quality over quantity. More employees employees equal higher health care and pension costs.

16

M-16

General Comments: Please provide any additional comments related to what is and what is not working with the current performance evaluation system. system.

Wh at i s n o t wor ki n g ?

What is working?

If used correctly, the current performance evaluation system is The current merit reward for exceptional performance is insufficient to provide enough incentive effective. for employees to go above and beyond in the workplace. The existing pay system is flawed. It promotes mediocrity.

Ot h e r Co mme n ts :



Ot her Commen t s:


It seems that some job functions don't fit well into the pre-set evaluation on categories The PER increases are non-cons equential. There is only a .25% difference between the PER i think the tool can be a little vague. it would be helpful if there rating. A meets expectations rating gets 2.5%, exceeds expectations is 2.75% and and a greatly was a s pecific breakdown for each category. exceeds gets 3.0%. Also the quota quota cap placed on departments is not beneficial. Not all star performers can be given the rating or increase that tr uly reflects their performance. It promotes there also may be some c onsideration for variance across mediocrity. departments. Staff do not feel their hard work, dedication is recognized by the county.

Electronic entry, form to lead to narrative

Goals, and objective development development and on going monitoring. Comparable pay/increase when goals are consis tently meet and exceeded.

The entire system does not work. Whatever I do to evaluate evaluate my employees does not count because of the way the system I must complete an evaluation for my office staff but it does not mean anything. The county is set up by the county. No matter what I say about about my refuses to recognize my evaluation. employees, I have no control over what they m ay receive from the county. Every year I see my employees continuing to make our department work with "do more with less". The expectations of the public increase and the employees do their very best to make our department's customer service and preparedness the best it can be. Without faltering most of my s taff exceed expectation by doing ng more than what is in their job desc riptions. I do not like the current system under the current working conditions of doing However, the evaluation on system only allows a certain percentage to be recognized with EE and more with less. GEE. On several occasions, employees have told me its not the money, but but they want the accurate evaluation recognizing we would go over the set %. With increased w ork loads, almost everyone exceeds expectations every year, but c annot be recognized.

Far too few categories which res ults in employees receiving step raises that they may not necessarily deserve. This is also true for outstanding employees employees being capped at lower percentage increases because everyone must follow the same performance indicators. There is a systematic evaluation on in place with basic level performance indicators.

There are too many low-wage positions at the county which increase the c ounty's need to hire more staff than is nec essary. Positions need to be realigned, combined, and reclassified so the county can offer higher wage positions (with broader responsibilities) in order to reduce the number of people the county employees and retain quality over quantity. More employees employees equal higher health care and pension costs.

16

M-16




What is working?

If used correctly, the current performance evaluation system is The current merit reward for exceptional performance is insufficient to provide enough incentive effective. for employees to go above and beyond in the workplace. The existing pay system is flawed. It promotes mediocrity. ?

Employees do not have a legitimate opportunity to get more than the basic raise.

Prefer a better more user-friendly eval form. It does not really matter how good you are at your job, you do not really get the raise you should get

No ability to reward employees who go over and above, therefore why bother going over and above I feel the current evaluation form is fairly broad (I recognize it needs to be, to an extent) and I I feel like there is very little external incentives for employees to strive for a wind up using additional performance metrics that I track on my own (unit productivity, higher level of performance. Current pay is low and even an exceptional The evaluation form is brief, which is a positive with how limited timeliness with forms , etc). I feel that merit increases are too low and and the difference difference between a performance review adds little financial reward. I feel that overall pay needs needs to our time can be. ‘meets expectations’ and ‘exceeds expectations’ review is frankly too narrow and diminishes be higher, along with increased bonuses for exceptional performance from the m ore exceptional evaluation. evaluation. evaluations.

Perfformence measurement factors allow us to properly assess employees ability to perform their job in correlation w/ job description. on.

Form in peoplesoft does not allow you to comment w/ strengths and weaknesses resulting in additional attachments needed in hand copy format.

Majority of those I supervise are under union contracts (their choice) but unable to provide pay incentives to increase performance for those who only do the bare minimum to meet job requirements . Not enough incentive with current pay structure to reward those who consistently exceed expectations.

For Question 9 it is dependent upon the individual and the Commissioners’

In ID we have a large data based component to our internal evaluation that we try to link to the HR PER. This truly gives an accurate account of the individual meeting State requirements. The draw back is that it can be time consuming to pull and assess the data. The other issue is truly linking it to the HR PER. The Hire date being the PER review date is helpful, so

There appears to be a “no big deal/doesn’t matter attitude” about when the PERS are done.

Even though the PER is linked to the employees potential raise. This takes away value of the PER. If management does not appear to care, why should the employees? For example my recent PER was completed three weeks late and there was no recognition that it was late or delayed my raise by about a m onth. As mentioned in the above paragraph tracking performance based on our job requirements can be tricky to link to the HR PER form. You kind of guess management isn’t completing PERs for every employee at the which of the three blocks in good you should pick. same time every year.

decisions on increases. There is also a limit to how many EEs and GEEs we can give across the entire County, so while we may have an employee who is deserving, but the timing of their PER may preclude them from receiving an above expected performance as they are at the end of the calendar year. Also, at times it appears other agencies freely give them away. We make going above and beyond almost unattainable even though the employee may be going above and beyond what they do. Also, linking the pay, which I know we need to do creates undo anxiety for employees who say I just want to get my ME so I can get a raise. Can we bring back a minimal COLA?

17 M-17

General Comments: Please provide any additional comme nts related to what is and what is not w orking with the current performance evaluation system.

What i s not wo r ki ng?

What What is worki ng?

The current system is meaningless without official measurable goals. The manager should be able to know if an employee meets expectations or exceeds by those goals and then they can easily explain to the employee why they were rated that way. There also should be no allotted amount of exceeds expectations per department. If an employee exceeds they should be

Ot her Co mment s:




What is working?

If used correctly, the current performance evaluation system is The current merit reward for exceptional performance is insufficient to provide enough incentive effective. for employees to go above and beyond in the workplace. The existing pay system is flawed. It promotes mediocrity. ?

Employees do not have a legitimate opportunity to get more than the basic raise.

Prefer a better more user-friendly eval form. It does not really matter how good you are at your job, you do not really get the raise you should get

No ability to reward employees who go over and above, therefore why bother going over and above I feel the current evaluation form is fairly broad (I recognize it needs to be, to an extent) and I I feel like there is very little external incentives for employees to strive for a wind up using additional performance metrics that I track on my own (unit productivity, higher level of performance. Current pay is low and even an exceptional The evaluation form is brief, which is a positive with how limited timeliness with forms , etc). I feel that merit increases are too low and and the difference difference between a performance review adds little financial reward. I feel that overall pay needs needs to our time can be. ‘meets expectations’ and ‘exceeds expectations’ review is frankly too narrow and diminishes be higher, along with increased bonuses for exceptional performance from the m ore exceptional evaluation. evaluation. evaluations.

Perfformence measurement factors allow us to properly assess employees ability to perform their job in correlation w/ job description. on.

Form in peoplesoft does not allow you to comment w/ strengths and weaknesses resulting in additional attachments needed in hand copy format.

Majority of those I supervise are under union contracts (their choice) but unable to provide pay incentives to increase performance for those who only do the bare minimum to meet job requirements . Not enough incentive with current pay structure to reward those who consistently exceed expectations.

For Question 9 it is dependent upon the individual and the Commissioners’

In ID we have a large data based component to our internal evaluation that we try to link to the HR PER. This truly gives an accurate account of the individual meeting State requirements. The draw back is that it can be time consuming to pull and assess the data. The other issue is truly linking it to the HR PER. The Hire date being the PER review date is helpful, so

There appears to be a “no big deal/doesn’t matter attitude” about when the PERS are done.

Even though the PER is linked to the employees potential raise. This takes away value of the PER. If management does not appear to care, why should the employees? For example my recent PER was completed three weeks late and there was no recognition that it was late or delayed my raise by about a m onth. As mentioned in the above paragraph tracking performance based on our job requirements can be tricky to link to the HR PER form. You kind of guess management isn’t completing PERs for every employee at the which of the three blocks in good you should pick. same time every year.

decisions on increases. There is also a limit to how many EEs and GEEs we can give across the entire County, so while we may have an employee who is deserving, but the timing of their PER may preclude them from receiving an above expected performance as they are at the end of the calendar year. Also, at times it appears other agencies freely give them away. We make going above and beyond almost unattainable even though the employee may be going above and beyond what they do. Also, linking the pay, which I know we need to do creates undo anxiety for employees who say I just want to get my ME so I can get a raise. Can we bring back a minimal COLA?

17 M-17

General Comments: Please provide any additional comme nts related to what is and what is not w orking with the current performance evaluation system.


Ot her Co mment s:


The area’s that are evaluated are fine it’s just without

measurable goals it makes it hard to evaluate someone.

The current system is meaningless without official measurable goals. The manager should be able to know if an employee meets expectations or exceeds by those goals and then they can easily explain to the employee why they were rated that way. There also should be no allotted amount of exceeds expectations per department. If an employee exceeds they should be recognized for that and receive the appropriate appropriate compensation. If their review is at the end of the year and the department has already given out the allotted Because of my length of employment I feel I have enough training as a manager number of EE’s then that employee is penalized and rated unfairly with just a to conduct performance reviews but if I was a new manager with no previous meets expectations. The difference in compensation for meeting expectations experience I don’t feel the County offers sufficient training in this area. and exceeding isn’t really an incentive. An extra .25% is nothing for employees that are going above and beyond. The County has a competencies based evaluations several years ago that was so lengthy and cumbersome that it was a waste of time for the manager and employee. It became meaningless because it was just pages and pages you have to review this employee and by that time they had just tuned out.

The process is simple now. Doesn’t take a lot to get through, Don’t over complicate this with “goals” and /or “expectations”, or anything else doesn’t normally interrupt the rest of the work day and appears The pay scale is way out of line with not only the private sector and the regional that needlessly bogs down supervision and management. Simply measure job to be working in as much as merit reviews go. Don’t make this public sector, more im portantly, it is way out of line with the expectations expectations of the performance and give us the ability to reward performance with specific , process any more complicated than it must be. No one has position(s). performance related, salary increases more than simply a “meets expectations”

time for much m ore.

increase that 95 % of the work force earns by simply showing up.

Staff should be rewarded for longevity as well as the work they perform. After a certain point (5 yrs) we should accrue yearly raises based on time rather than performance. If there are significant issues with performance they should be The actual write up prepared for each employee helps to define Not sure what the current PER actually accounts for. Staff usually hit a plateau addressed and the raises can be reduced due to nature of the issue. It’s difficult their current skills. It allows for a clear interpretation of their after being here for so long that the only areas that need addressed are perhaps to determine goals when staff have been with a program for a significant amount skills and how they compare to others on their shift. We have regular problems that occur and can be corrected. Many of my staff have been of time and learned most of program functions necessary to perform the work daily contact with our staff and address issues/problems as anybody has clear understanding of of how the PER with the agency for (10+ yrs) so that they generally have issues with cases that accurately. I’m not sure anybody they occur. It’s difficult to go back several months and talk fall outside the norm, and cause problems, not the day to day, routine events. process is supposed to be completed and it’s often based on bias rather than about issues that were already addressed. actual work. I feel if you were to give results of someone’s work performance to several assessors you would get varying opinions of what the actual eval would like.

18

Please provide any additional comments related to what is and what is not working with the current performance evaluation system. In reference to the “Essential Job Functions” percentage form, I believe this form Is totally unnecessary and it is impossible to maintain correct percentage with all the Cross training that takes place thru the year. M-18

General Comments: Please provide any additional commen ts related to what is and what is not working wi th the current performance evaluation system.

Wh at i s no t wor k i ng ?

Ot h er Co mment s:

What is working?

Our current form is brief and to the point, some breadth, but no Current appraisal format does nothing to address employees who "just get by" depth. doing just what they have to do - barely meeting expectations

Union contract for employees has eliminated the pay- performance link subsequently the appraisals lack meaning/purpose to employees.

General Comments: Please provide any additional comme nts related to what is and what is not w orking with the current


performance evaluation system.

Ot her Co mment s:


The current system is meaningless without official measurable goals. The manager should be able to know if an employee meets expectations or exceeds by those goals and then they can easily explain to the employee why they were rated that way. There also should be no allotted amount of exceeds expectations per department. If an employee exceeds they should be recognized for that and receive the appropriate appropriate compensation. If their review is at the end of the year and the department has already given out the allotted Because of my length of employment I feel I have enough training as a manager number of EE’s then that employee is penalized and rated unfairly with just a to conduct performance reviews but if I was a new manager with no previous meets expectations. The difference in compensation for meeting expectations experience I don’t feel the County offers sufficient training in this area. and exceeding isn’t really an incentive. An extra .25% is nothing for employees that are going above and beyond. The County has a competencies based evaluations several years ago that was so lengthy and cumbersome that it was a waste of time for the manager and employee. It became meaningless because it was just pages and pages you have to review this employee and by that time they had just tuned out.

The area’s that are evaluated are fine it’s just without

measurable goals it makes it hard to evaluate someone.

The process is simple now. Doesn’t take a lot to get through, Don’t over complicate this with “goals” and /or “expectations”, or anything else doesn’t normally interrupt the rest of the work day and appears The pay scale is way out of line with not only the private sector and the regional that needlessly bogs down supervision and management. Simply measure job to be working in as much as merit reviews go. Don’t make this public sector, more im portantly, it is way out of line with the expectations expectations of the performance and give us the ability to reward performance with specific , process any more complicated than it must be. No one has position(s). performance related, salary increases more than simply a “meets expectations”

time for much m ore.

increase that 95 % of the work force earns by simply showing up.

Staff should be rewarded for longevity as well as the work they perform. After a certain point (5 yrs) we should accrue yearly raises based on time rather than performance. If there are significant issues with performance they should be The actual write up prepared for each employee helps to define Not sure what the current PER actually accounts for. Staff usually hit a plateau addressed and the raises can be reduced due to nature of the issue. It’s difficult their current skills. It allows for a clear interpretation of their after being here for so long that the only areas that need addressed are perhaps to determine goals when staff have been with a program for a significant amount skills and how they compare to others on their shift. We have regular problems that occur and can be corrected. Many of my staff have been of time and learned most of program functions necessary to perform the work daily contact with our staff and address issues/problems as anybody has clear understanding of of how the PER with the agency for (10+ yrs) so that they generally have issues with cases that accurately. I’m not sure anybody they occur. It’s difficult to go back several months and talk fall outside the norm, and cause problems, not the day to day, routine events. process is supposed to be completed and it’s often based on bias rather than about issues that were already addressed. actual work. I feel if you were to give results of someone’s work performance to several assessors you would get varying opinions of what the actual eval would like.

18

Please provide any additional comments related to what is and what is not working with the current performance evaluation system. In reference to the “Essential Job Functions” percentage form, I believe this form Is totally unnecessary and it is impossible to maintain correct percentage with all the Cross training that takes place thru the year. M-18



Ot h er Co mment s:

What is working?



No requirement for annual reviews and attention paid to the timeliness of reviews. The process to compolete the HR required forms are relatively simple and straightforward. The Number of forms to complete is small, and they are easy to complete.

It would be nice to be able to attach a variety of document types to the peoplesoft form. While one common document for bdhs staff is helpful, components of the department may have/not have supplemental documents and when they do they are not the same. The current peoplesoft document doesn't provide ways to encourage growth in staff goals. No place for employees to rate their own performance.

Evaluation tool itself

Process of evaluation

Merit-based pay raise would boost morale/encourage better performance

The evaluation that is submitted to HR is a standardized set of questions for all and there is no deviation. There is no way to evaluate the employee on the specific and essential functions of their job without us having to create a The evaluation that is submitted to HR is a standardized set of separate evaluation specific to the job related related duties. That creates extra work, questions for all and there is no deviation. but it is that tool that generates the meaningful conversation with the employee and gives the true individualized vidualized measurement of their abilities. We then try to match up the standard evaluation areas to the areas in our form to try and get an accurate reflection for HR.

Because of the way the pay raises are done the evaluation provides 3 options for a pay raise None, the standard raise, standard raise and a small bonus. There is no in between. So and employee that meets expectations by the skin of their teeth gets that same raise that a person that is a hairs length away from exceeding expectations. Not very fair is it.

Current performance evaluation system is working satisfactorily. Knowledge of job expectations is known by supervisor and employee.

It is not clear what criteria enables a staff person to move up or down in the rating scale of job performance. The evaluation form does not leave room for feedback on the staff’s clinical progress, how they build relationships with

clients, etc.

The present performance evaluation gives me as a worker some feedback but is not specific enough, I feel.

I think it is unfair that getting an exceeds is so difficult to achieve. I heard that only a certain number of exceeds are allowed to be given no matter what the performances are. The performance evaluation evaluation for number of assessments does not consider time off for vacations or illness.

19 M-19

General Comments: Please provide any additional comments related to what is and what i s not working with the current performance evaluation system. system.


Oth e r Comme n t s:

What is working?

Evaluation form is concise There is such a range with the “meets expectations” that it would be nice to reward the

person that does EE type work each year with a better $ rais e than the person that barely

It would be helpful for the supervisors to as k the other staff what they think of the work they



Ot h er Co mment s:

What is working?



No requirement for annual reviews and attention paid to the timeliness of reviews. The process to compolete the HR required forms are relatively simple and straightforward. The Number of forms to complete is small, and they are easy to complete.

It would be nice to be able to attach a variety of document types to the peoplesoft form. While one common document for bdhs staff is helpful, components of the department may have/not have supplemental documents and when they do they are not the same. The current peoplesoft document doesn't provide ways to encourage growth in staff goals. No place for employees to rate their own performance.

Evaluation tool itself

Process of evaluation

Merit-based pay raise would boost morale/encourage better performance

The evaluation that is submitted to HR is a standardized set of questions for all and there is no deviation. There is no way to evaluate the employee on the specific and essential functions of their job without us having to create a The evaluation that is submitted to HR is a standardized set of separate evaluation specific to the job related related duties. That creates extra work, questions for all and there is no deviation. but it is that tool that generates the meaningful conversation with the employee and gives the true individualized vidualized measurement of their abilities. We then try to match up the standard evaluation areas to the areas in our form to try and get an accurate reflection for HR.

Because of the way the pay raises are done the evaluation provides 3 options for a pay raise None, the standard raise, standard raise and a small bonus. There is no in between. So and employee that meets expectations by the skin of their teeth gets that same raise that a person that is a hairs length away from exceeding expectations. Not very fair is it.

Current performance evaluation system is working satisfactorily. Knowledge of job expectations is known by supervisor and employee.

It is not clear what criteria enables a staff person to move up or down in the rating scale of job performance. The evaluation form does not leave room for feedback on the staff’s clinical progress, how they build relationships with

clients, etc.

The present performance evaluation gives me as a worker some feedback but is not specific enough, I feel.

I think it is unfair that getting an exceeds is so difficult to achieve. I heard that only a certain number of exceeds are allowed to be given no matter what the performances are. The performance evaluation evaluation for number of assessments does not consider time off for vacations or illness.

19 M-19




What is working?


The ability to give someone an exceeds when the stand out amongst their peers.

person that does EE type work each year with a better $ rais e than the person that barely met expectations; like the old way we did it with the benchmarks. There are some excellent folks that we have that because of the scarce increases in the past years, are making very little compared to their coworkers. A better way to get them where they should be financial when warranted.

It would be helpful for the supervisors to as k the other staff what they think of the work they are evaluating. Ask their officemate, coworkers, consumers. Ask the support staff how the others are doing. Ask the supervisors how other supervisors are doing. Not only will it give more feedback, it will show that their opinion matters.

The comments section of the evaluation for differentiation of employees.

I do not believe the current format truly allows for management to state an employee's strengths/weaknesses. There is no visible, tangible incentive for employees.

Employees only really want to know what they are doing well and what areas do they need to improve upon. They are not concerned with the competencies listed on the evaluation evaluation form. Management Management is not currently able to truly express strengths/weaknesses on the evaluation form. We are lim ited in the ability to express true professional opinions regarding performance under the present format. We need a format that allows for us to have an area to state strengths and weaknesses and how the employee and can go about improving in certain areas. Employees who have been employed employed with the county for any length of time do not fully engage in the evaluation process because they know that management is limited just to the areas listed on the current format which does not leave a lot of room for incentive. The appraisals are too general and not department-specific making it difficult to assess our employees are their specific job duties. We are evaluating them them on general job performance which can be more difficult to objectively appraise at times.

Easy to c omplete, easily understandable for the employee. Both me and my staff like the simplicity

Not specific enough for each employee I would like the appraisal questions adapted to include the 4 Core Competencies for Juvenile Justice Professionals and department standards and policies . Include measurable goals and objectives for the following year.

Appraisal Appraisal is one page page and and conven convenientl iently located located in People PeopleSoft. Soft.

Offering financial compensation for E E and GEE although 1/4% is basically nothing to most employees.

Quotas for EE and GEE - does not allow tr ue rewarding of exceptional employees. Multiple Multiple Accurate Accurate appra appraisal isal and and employe employees es never never get get to see it as they they are no longer onger employe employed d columns within each category- confusing to employees. Evaluating seasonal (3mo). when completed. Limited number of exceptional reviews and having direct corr elation between pay pay increases and exceptional reviews

Very easy to fill fill out, not too too time time con consumi sumin ng

Needs mo more about actu ctual job duties

20

M-20




What is working?


The ability to give someone an exceeds when the stand out amongst their peers.

person that does EE type work each year with a better $ rais e than the person that barely met expectations; like the old way we did it with the benchmarks. There are some excellent folks that we have that because of the scarce increases in the past years, are making very little compared to their coworkers. A better way to get them where they should be financial when warranted.

It would be helpful for the supervisors to as k the other staff what they think of the work they are evaluating. Ask their officemate, coworkers, consumers. Ask the support staff how the others are doing. Ask the supervisors how other supervisors are doing. Not only will it give more feedback, it will show that their opinion matters.

The comments section of the evaluation for differentiation of employees.

I do not believe the current format truly allows for management to state an employee's strengths/weaknesses. There is no visible, tangible incentive for employees.

Employees only really want to know what they are doing well and what areas do they need to improve upon. They are not concerned with the competencies listed on the evaluation evaluation form. Management Management is not currently able to truly express strengths/weaknesses on the evaluation form. We are lim ited in the ability to express true professional opinions regarding performance under the present format. We need a format that allows for us to have an area to state strengths and weaknesses and how the employee and can go about improving in certain areas. Employees who have been employed employed with the county for any length of time do not fully engage in the evaluation process because they know that management is limited just to the areas listed on the current format which does not leave a lot of room for incentive. The appraisals are too general and not department-specific making it difficult to assess our employees are their specific job duties. We are evaluating them them on general job performance which can be more difficult to objectively appraise at times.

Easy to c omplete, easily understandable for the employee. Both me and my staff like the simplicity

Not specific enough for each employee I would like the appraisal questions adapted to include the 4 Core Competencies for Juvenile Justice Professionals and department standards and policies . Include measurable goals and objectives for the following year.

Appraisal Appraisal is one page page and and conven convenientl iently located located in People PeopleSoft. Soft.

Offering financial compensation for E E and GEE although 1/4% is basically nothing to most employees.

Quotas for EE and GEE - does not allow tr ue rewarding of exceptional employees. Multiple Multiple Accurate Accurate appra appraisal isal and and employe employees es never never get get to see it as they they are no longer onger employe employed d columns within each category- confusing to employees. Evaluating seasonal (3mo). when completed. Limited number of exceptional reviews and having direct corr elation between pay pay increases and exceptional reviews

Very easy to fill fill out, not too too time time con consumi sumin ng

Needs mo more about actu ctual job duties

20

COMPETENCY LIBRARY

M-20

COMPETENCY LIBRARY

Exempt Competencies - by Competency Cl u s t er

Analytical Thinking

Co m p et en c y

Analysis

Def i n i t i o n Ability to research data and identify meaningful trends, patterns or relationships relationships and draw conclusions to solve a problem or issue; ability to approach a problem by breaking it down into its component parts and considering each part in detail and then identifying options or alternatives for action. Pays close attention to the details of all work and strives for a high level of accuracy in work output; focuses on all aspects of a project or an initiative; ensures the key points are communicated as appropriate and conducts follow up to ensure completeness, accuracy and timeliness.


Attention to Detail and Accuracy

Knowl Knowledg edge e and Skill Skills s

Budget Budget Mana Managem gement ent

Leadership

Coaching and Motivating Others

Ability to inspire staff, co-workers, and others to strive for continuous improvement in self and in the effectiveness of the organization; provides timely guidance and feedback to help others strengthen knowledge/skills areas needed to accomplish a task or solve a problem.

Cont Contac actt wit with h Oth Other ers s

Colla Collabo bora rati tion on// tea teamw mwor ork k

Ability to work effectively with with co-workers, team or other departments; voluntarily offers assistance to new employees or when workload requires; respects the opinions of others in developing solutions to tasks and in accomplishing essential duties; works to find a solution and accepts the final decision.

Communication

Communication skills Verbal/written

Ability to communicate with others to deliver information either verbally or writing. writing. Communication can be with individuals or groups on an informal basis to exchange information or coordinate actions; ability to respond with a favorable and professional image. Good command of the English language and thorough knowledge knowledge of grammar, spelling and punctuation.

Orga Organi niza zati tion onal al Clim Climat ate e

Conf Confid iden enti tiali ality ty

Cont Contac actt with ith Othe Others rs

Cust Custom omer er Focu Focus s

Ability to understand customer or client's needs and expectations; demonstrates listening, understanding, patience and respect to genuinely understand and diagnose client issues and responds in a positive manner.


Decision-Making/ Judgment

Makes sound decisions based on analysis, experience, and judgment; develops alternatives and involves others for advice and expertise; "owns" "owns" the decision. Demonstrates common sense.

Leadership

Delegation

Comfortably delegates responsibilities, tasks, and decisions; appropriately trusts others to perform; provides support without removing responsibility.

Organi Organizat zation ional al Climate Climate

Ethical Ethical Conduc Conductt

Demonstrates the highest standard of ethical conduct and integrity in making decisions that impact the organization, its financial position or the community in general. Honest, forthright.


Flexibility and Adaptability

Responds quickly and efficiently to change and easily considers new approaches; responds positively to a changing environment.

Communication

Formal Written Communications

Ability to develop formal written documents that reflect reflect a high degree of complexity and which follow a recognized set of standards; includes formal business communications, contracts, legal filings, reports, RFPs etc.; organizes and formats reports to comply with applicable guidelines and regulations and provides appropriate documentation to support conclusions.

Leadership

Impact

Ability to identify issues, take the initiative, develop solutions, gain consensus and make decisions that impact the organization.


Initiative and Creativity


Innovation and Efficiency

Actively seeks innovation and efficiency in work environment; contributes to streamlining and eliminating redundancies or unnecessary actions.

Communication


Ability to relate others in a positive, supportive, and respectful manner; actively listens to others and demonstrates understanding of different points of view.

Investigation

Ability to search and review materials, information or files to identify critical and pertinent information information in order to resolve issues or problems.


Leverages Technology

Highly technologically advanced; actively seeks efficiencies through different technology or use of technology for new operations.

Conta ontact ct wit with h Othe Otherrs

Negot egotia iati tion on

Ability to clarify the current situation, identify issues and concerns of appropriate parties and negotiate toward toward an acceptable solution to both the customer and the organization; ability to persuade others to accept a solution.


Organi Organizat zation ion Skills Skills

Analytical Thinking

Knowl Knowledg edge e of budge budgett prepar preparati ation on for for Depar Departme tment; nt; cond conduct ucts s reconc reconcilia iliatio tions; ns; trac tracks ks and and report reports s varianc variances. es.

Ensu Ensure res s con confi fide dent ntia ialit lity y whe when n acc acces essin sing g or or wor worki king ng with ith inf infor orma mati tion on which hich is confi confide dent ntia ial. l.

Uses creative thinking or methods in completion of essential functions; thinks outside-of-the-box while applying solid reasoning skills to come up a solution. Takes the initiative and takes charge of action.

Ability Ability to work work efficie efficientl ntly y and and accur accurate ately ly in in an environ environmen mentt of distra distracti ctions ons or changes changes..

N1-1


Co m p et en c y

Def i n i t i o n

Organizational Analytics

From a strategic organizational perspective, ability to understand a major organizational situation or issue, deconstruct and analyze it, understand the impact on multiple levels across the organization and identify a solution for review by County Leadership.


Organizational Understanding

Understands the culture, structure, workings of the organization and multiple departments in order to resolve problems, develop solutions and complete essential tasks.

Communication

Presentation Skills


Prioritization and Task Completion

Analytical Thinking

Ability to develop and deliver effective presentations to small or large groups, internal or external, to convey information, provide instruction, explain plans and processes; interacts with internal and external clients/customers presenting information. Task focused. Ability to complete tasks in an efficient manner in order to meet deadlines; identifies highest priority assignments where workflow is time-sensitive; maintains high productivity and budgets correct amount of time to accomplish each task; can generally work independently following specific course of action; works effectively under pressure and with changing deadlines.

Problem Solving and Resolution

Ability to solve a problem where no precedent exists exists or from a set of potential solutions that require in-depth research analysis; gathers, analyzes and interprets input from stakeholders or from guidelines to better understand a problem and then chooses appropriate action by considering implications and consequences.

Contact with Others

Problems Solving/ Resolution (Customers)

Ability to resolve a problem and end interaction with customers with with confirmed satisfaction; overcomes objections; resolves points of concern; drives to agreement and acceptance.


Professional Knowledge and Skills

Possesses knowledge and skills within area of expertise to perform responsibilities; maintains up-to-date knowledge regarding developments and trends in functional area; ability to apply knowledge and skills to systems, policies and procedures.


Professionalism

Demonstrates professional work behaviors; takes responsibility for assigned work; completes tasks on schedule, follows up when appropriate and takes the initiative to offer suggestions and solutions to improve efficiency; is punctual and follows County policy and procedures.

Leadership

Project Management

Develops an overall project plan, manages objectives and milestones, and keeps the project on track; has the vision to anticipate potential problems and is able to collaborate with others and troubleshoot so issues are minimized; coordinates the resources necessary for projects and allocates work assignments to various staff members as appropriate.


Quality Focus

Maintains a constant awareness and achievement of quality standards in achievement of goals and completion of essential duties; continuously works toward quality improvement and efficiencies.

Know Knowled ledge ge and and Skil Skills ls

Quan Quanti tita tativ tive e Skill Skills s

Poss Posses esses ses mat mathe hema mati tica call skills skills;; quant quantit itat ative ive abil abilit ity y to prep prepar are e costi costing ng,, calcu calcula lati tion ons s and bud budge gets ts..

Analytical Thinking

Research

Ability to collect and synthesize information from a variety of stakeholders or sources in an objective manner; documents sources and validates the accuracy of data/information; resolves inconsistencies; seeks additional resources when gaps and inconsistencies or variances in data are found, and identifies trends in data; organizes and develops data to respond to requests for data.

Know Knowle ledg dge e and and Ski Skill lls s

Safe Safety ty

Understands safety requirements for area of responsibility; maintains utmost concern for personal safety as well as safety of others.


SelfDevelopment/Learning

Follows and believes in an ongoing approach to personal learning and development; seeks out educational opportunities, and alternative mechanisms which lend themselves to gaining new job related information, methodologies, and skills.


Specialized Technical Skills

Demonstrates appropriate breadth and depth of technical expertise, including sharing and transferring skills with others; uses technical know-how to produce results; applies and improves extensive or in-depth specialized knowledge, skills and judgment to accomplish a result or to serve one's customers effectively.

Leadership

Staff Leadership

Has formal responsibility for selecting, managing and developing staff to achieve unit and organizational operating goals: demonstrates business understanding and organizational acumen; builds effective internal and external relationships; manages change; sets and carries out strategy; builds organizational capability through mentoring and unit guidance and instilling a view of the “big picture”.


Strate Strategic gic Focus Focus

Understands how the organization is impacted by internal and external/political trends and influences; has a shared long-range organization vision; committed to course of action to achieve long-range goals and influences others to translate vision into action.

Analytical Thinking

N1-2


Co m p et en c y

Def i n i t i o n

Leadership

Team/ W ork Direction

Informally leads or work directs employees; trains and provides guidance in completing work assignments or projects, reviewing work and ensuring that it is accurate and on time. Works within the team as a member, carrying out the same roles but with with the additional work leadership responsibilities. Uses experience, expertise and influence to maintain an effective team.

Knowl Knowledg edge e and Skills Skills

Techno Technolog logy y Expert Expertise ise

Knowledge of and ability to use office technology (Microsoft Office) including word, excel and PowerPoint in achievement of essential duties or goals.


Time and Resource Management

Strategic. Manages to broad goals spanning multiple units. Establishes a systematic course of action to ensure accomplishment of complex goals; sets timetables to achieve maximum results; can work effectively with changing criteria.


Focuses on achievement of broader objectives rather than tasks; prioritizes work; identifies and articulates endTime Management, result, intermediate objectives and specific work steps to achieve goals; may involve changing priorities and Prioritization, Goal Focus deadlines; ensures deadlines are met.

Specific Knowledge Competencies Specific Knowledge and Appraisal & Real Estate Skills Valuation.

Possesses knowledge of real estate valuation, appraisal and taxation.

Specific Knowledge and Attorney - Legal Skills Knowledge/ Execution

Possesses extensive legal knowledge relevant to County business and is able to identify and gather information from legal and related sources to provide sound legal advice to constituents; expands knowledge through research and professional development; understands developments and trends in areas of relevant practice.

Specific Knowledge and Building and Repair Skills Possesses electrical, plumbing, HVAC, HVAC, or carpentry skills. Skills Specific Knowledge and Case Case Manage Managemen mentt Under Understa stands nds case case mana managem gement ent and socia sociall work work and and beha behavior vioral al princ principle iples, s, pract practice ices s and method methodolo ologie gies. s. Skills Specific Knowledge and Cons Conser erva vati tion on Under nderst stan ands ds prin princi cipl ples es of cons conser erva vati tion on,, agri agricu cult ltur ure, e, land land use use and and plan planni ning ng.. Skills Specific Knowledge and Criminal Procedures Skills

Understands criminal procedures and local laws, follows proper process in carrying out responsibilities; ability to conduct criminal investigations and implement new investigative techniques.

Specific Knowledge and Emergency Management Understands emergency management response practices and applies in critical situations. Skills Response

Specific Knowledge and Financial Management Skills

Understanding of planning strategies used to develop budget; understanding of organizational/program/contract budget procurement/purchasing guidelines and regulations; ability to analyze fiscal/budget reports; ability to provide rationale/justifications to management and budget officials regarding revenues and expenditures; ability to adjust budgets as appropriate or as directed.

Specific Knowledge and Judicial System Skills

Knowledge of judicial system, terminology and practices; understands procedures for civil and criminal trials and court related activities. Knowledge of statutes, rules and regulations.

Specific Knowledge and Legal Services and Skills Administration

Understands legal processes and administrative requirements; follows legal process in completing information, forms and applications.

Specific Knowledge and Medical and Emergency Skills Expertise

Possesses and maintains an extensive medical knowledge base; conveys this specialized knowledge to others in a meaningful manner.

N1-3

Exempt Competencies - by Cluster Cl u s t er

Co m p et en c y

Def i n i t i o n

Analytical Thinking

Analysis

Ability to research data and identify meaningful trends, patterns or relationships relationships and draw conclusions to solve a problem or issue; ability to approach a problem by breaking it down into its component parts and considering each part in detail and then identifying options or alternatives for action.

Analytical Thinking

Investigation


Analytical Thinking

From a strategic organizational perspective, ability to understand a major organizational situation or issue, Organizational Analytics deconstruct and analyze it, understand the impact on multiple levels across the organization and identify a solution for review by County Leadership.

Analytical Thinking

Problem Solving and Resolution

Ability to solve a problem where no precedent exists exists or from a set of potential solutions that require in-depth research analysis; gathers, analyzes and interprets input from stakeholders or from guidelines to better understand a problem and then chooses appropriate action by considering implications and consequences.

Research

Ability to collect and synthesize information from a variety of stakeholders or sources in an objective manner; documents sources and validates the accuracy of data/information; resolves inconsistencies; seeks additional resources when gaps and inconsistencies or variances in data are found, and identifies trends in data; organizes and develops data to respond to requests for data.

Communication


Ability to communicate with others to deliver information either verbally or writing. writing. Communication can be with individuals or groups on an informal basis to exchange information or coordinate actions; ability to respond with a favorable and professional image. Good command of the English language and thorough knowledge knowledge of grammar, spelling and punctuation.

Communication


Ability to develop formal written documents that reflect a high degree degree of complexity and which follow a recognized set of standards; includes formal business communications, contracts, legal filings, reports, RFPs etc.; organizes and formats reports to comply with applicable guidelines and regulations and provides appropriate documentation to support conclusions.

Communication



Communication

Presentation Skills

Ability to develop and deliver effective presentations to small or large groups, internal or external, to convey information, provide instruction, explain plans and processes; interacts with internal and external clients/customers presenting information.

Cont Contac actt wit with h Oth Other ers s

Ability to work effectively with with co-workers, team or other departments; voluntarily offers assistance to new Colla Collabo bora rati tion on// tea teamw mwor ork k employees or when workload requires; respects the opinions of others in developing solutions to tasks and in accomplishing essential duties; works to find a solution and accepts the final decision.

Cont Contac actt with ith Othe Others rs

Cust Custom omer er Focu Focus s


Conta ontact ct wit with h Othe Otherrs

Negot egotia iati tion on


Contact with Others

Problems Solving/ Resolution

Ability to resolve a problem and end interaction with confirmed satisfaction; overcomes objections; resolves points of concern; drives to agreement and acceptance.


Budget Budget Manag Manageme ement nt


Possesses knowledge and skills within area of expertise to perform responsibilities; maintains up-to-date Professional Knowledge knowledge regarding developments and trends in functional area; ability to apply knowledge and skills to and Skills systems, policies and procedures.


Quanti Quantitat tative ive Skills Skills

Posses Possesses ses mathem mathemati atical cal skills; skills; quanti quantitat tative ive ability ability to prepar prepare e cost costing ing,, calcu calculat lation ions s and and budget budgets. s.

Know Knowle ledg dge e and and Ski Skill lls s

Safe Safety ty



SelfDevelopment/Learning

Follows and believes in an ongoing approach to personal learning and development; seeks out educational opportunities, and alternative mechanisms which lend themselves to gaining new job related information, methodologies, and skills.

Analytical Thinking

Knowl Knowledg edge e of budget budget prepar preparati ation on for Depa Departm rtment ent;; conduct conducts s reconci reconciliat liation ions; s; tracks tracks and repo reports rts varianc variances. es.

N2-1


Co m p et en c y

Def i n i t i o n



Demonstrates appropriate breadth and depth of technical expertise, including sharing and transferring skills with others; uses technical know-how to produce results; applies and improves extensive or in-depth specialized knowledge, skills and judgment to accomplish a result or to serve one's customers effectively.


Techno Technolog logy y Expert Expertise ise


Leadership

Ability to inspire staff, co-workers, and others to strive for continuous improvement in self and in the Coaching and Motivating effectiveness of the organization; provides timely guidance and feedback to help others strengthen Others knowledge/skills areas needed to accomplish a task or solve a problem.

Leadership

Delegation

Leadership

Impact

Comfortably delegates responsibilities, tasks, and decisions; appropriately trusts others to perform; provides support without removing responsibility. Ability to identify issues, take the initiative, develop solutions, gain consensus and make decisions that impact the organization.

Project Management

Develops an overall project plan, manages objectives and milestones, and keeps the project on track; has the vision to anticipate potential problems and is able to collaborate with others and troubleshoot so issues are minimized; coordinates the resources necessary for projects and allocates work assignments to various staff members as appropriate.

Staff Leadership

Has formal responsibility for selecting, managing and developing staff to achieve unit and organizational operating goals: demonstrates business understanding and organizational acumen; builds effective internal and external relationships; manages change; sets and carries out strategy; builds organizational capability through mentoring and unit guidance and instilling a view of the “big picture”.

Leadership

Team/ W ork Direction


Orga Organi niza zati tion onal al Clim Climat ate e


Ensu Ensure res s conf confid iden enti tial ality ity when hen acce accessi ssing ng or or wor worki king ng wit with h info inform rmat ation ion which hich is is conf confid iden enti tial al..


Ethical Ethical Conduc Conductt

Demonstrates the highest standard of ethical conduct and integrity in making decisions that impact the organization, its financial position or the community in general. Honest, forthright.





Strate Strategic gic Focus Focus

Understands how the organization is impacted by internal and external/political trends and influences; has a shared long-range organization vision; committed to course of action to achieve long-range goals and influences others to translate vision into action.

Leadership

Leadership


Attention to Detail and Accuracy

Pays close attention to the details of all work and strives for a high level of accuracy in work output; focuses on all aspects of a project or an initiative; ensures the key points are communicated as appropriate and conducts follow up to ensure completeness, accuracy and timeliness.



Makes sound decisions based on analysis, experience, and judgment; develops alternatives and involves others for advice and expertise; "owns" the decision. Demonstrates common sense.


Flexibility and Adaptability

Responds quickly and efficiently to change and easily considers new approaches; responds positively to a changing environment.





Innovation and Efficiency

Actively seeks innovation and efficiency in work environment; contributes to streamlining and eliminating redundancies or unnecessary actions.


Leverages Technology


N2-2


Co m p et en c y

Def i n i t i o n


Organi Organizat zation ion Skill Skills s

Ability Ability to work work effic efficien iently tly and and accur accurate ately ly in an an environ environmen mentt of distr distract action ions s or chang changes. es.


Prioritization and Task Completion

Task focused. Ability to complete tasks in an efficient manner in order to meet deadlines; identifies highest priority assignments where workflow is time-sensitive; maintains high productivity and budgets correct amount of time to accomplish each task; can generally work independently following specific course of action; works effectively under pressure and with changing deadlines.


Professionalism

Demonstrates professional work behaviors; takes responsibility for assigned work; completes tasks on schedule, follows up when appropriate and takes the initiative to offer suggestions and solutions to improve efficiency; is punctual and follows County policy and procedures.


Quality Focus

Maintains a constant awareness and achievement of quality standards in achievement of goals and completion of essential duties; continuously works toward quality improvement and efficiencies.


Time and Resource Management

Strategic. Manages to broad goals spanning multiple units. Establishes a systematic course of action to ensure accomplishment of complex goals; sets timetables to achieve maximum results; can work effectively with changing criteria.


Time Management, Prioritization, Goal Focus

Focuses on achievement of broader objectives rather than tasks; prioritizes work; identifies and articulates endresult, intermediate objectives and specific work steps to achieve goals; may involve changing priorities and deadlines; ensures deadlines are met.

Specific Knowledge Comptencies Specific Knowledge and Building and Repair Skills Skills

Possesses electrical, plumbing, HVAC, or carpentry skills.

Specific Knowledge and Cons Conser erva vati tion on Skills

Under nderst stan ands ds prin princi cipl ples es of cons conser erva vati tion on,, agr agric icul ultu ture re,, lan land d use use and and pla plann nnin ing. g.

Specific Knowledge and Attorney - Legal Skills Knowledge/ Execution

Possesses extensive legal knowledge relevant to County business and is able to identify and gather information from legal and related sources to provide sound legal advice to constituents; expands knowledge through research and professional development; understands developments and trends in areas of relevant practice.

Specific Knowledge and Financial Management Skills

Understanding of planning strategies used to develop budget; understanding of organizational/program/contract budget procurement/purchasing guidelines and regulations; ability to analyze fiscal/budget reports; ability to provide rationale/justifications to management and budget officials regarding revenues and expenditures; ability to adjust budgets as appropriate or as directed.

Specific Knowledge and Case Case Managem Management ent Skills

Under Understa stands nds case case manage managemen mentt and social social work work and and behavior behavioral al princip principles les,, practic practices es and metho methodol dologi ogies. es.

Specific Knowledge and Criminal Procedures Skills


Specific Knowledge and Judicial System Skills

Knowledge of judicial system, terminology and practices; understands procedures for civil and criminal trials and court related activities. Knowledge of statutes, rules and regulations.

Specific Knowledge and Emergency Understands emergency management response practices and applies in critical situations. Skills Management Response Specific Knowledge and Legal Services and Skills Administration


Specific Knowledge and Medical and Emergency Possesses and maintains an extensive medical knowledge base; conveys this specialized knowledge to others Skills Expertise in a meaningful manner. Specific Knowledge and Appraisal & Real Estate Possesses knowledge of real estate valuation, appraisal and taxation. Skills Valuation.

N2-3

Non-Exempt Non-Exempt Competencies - Competency Cl u s t er

Co r e

Co m p et en c y

Def i n i t i o n

Core Competencies


1

Quality Focus

Strives for a high level of quality in work output. Pays close attention to details of job and ensures completeness, accuracy and timeliness of work. work. Takes accountability for work duties. Requires minimal supervision in completion of duties once trained; communicates key issues as needed. Works toward quality improvement and efficiencies taking the initiative to offer suggestions and solutions to improve efficiency.


2


Possesses knowledge and skills within area of expertise to perform responsibilities; maintains up-to-date knowledge regarding developments or changes in functional area; applies knowledge and skills to systems, policies and procedures.


3

Organization Skills/Efficiency and Flexibility

Works efficiently and accurately in an environment of distractions or changing requirements or deadlines. Responds quickly and efficiently to change and easily considers new approaches; responds positively to a changing environment.

Contact with Others

4

Works effectively with co-workers, team-members or other departments; voluntarily offers assistance to new Collaboration/ Teamwork employees or when workload requires; respects the opinions of others in developing solutions to tasks and in accomplishing essential duties; works to find a solution and accepts the final decision.

Commu ommun nicat icatio ion n

5

Inte Interrpers person onal al Skill kills s



6

Professionalism and Ethical Conduct

Demonstrates professional work behaviors and demeanor; follows County policy, demonstrates ethical conduct.

Communication


Ability to communicate with others to deliver information either verbally or writing. writing. Communication can be with individuals or groups on an informal basis to exchange information or coordinate actions; ability to respond with a favorable and professional image. Good command of the English language and thorough knowledge of grammar, spelling and punctuation.



Contact with Others

Customer Focus



Makes sound decisions based on experience and judgment; suggests alternatives and involves others for advice and expertise. Demonstrates common sense.


Dependability/ Reliability

Is reliable, dependable and efficient in performing job-related tasks. Ability prioritize tasks; follows through on assignments to completion ensuring that deadlines are met and demonstrating a commitment to customers and colleagues. Is punctual and maintains a good attendance record.

Communication


Ability to develop formal written documents that reflect reflect a high degree of complexity and which follow a recognized set of standards; includes formal business communications, contracts, legal filings, reports, RFPs etc.; organizes and formats reports to comply with applicable guidelines and regulations and provides appropriate documentation to support conclusions.



Analytical Thinking

Investigation


Contact with Others

Negotiation



Office Equipment Proficiency

Knowledge of and ability to use office equipment such as scanners, fax, copy machines, calculators and electronic filing systems.


Office Technology Expertise





Non-Core Competencies

Ensu Ensure res s con confi fide dent ntia ialit lity y when hen acce access ssing ing or worki orking ng with ith info inform rmat ation ion which hich is confi confide dent ntia ial. l.



N3-1

Non-Exempt Non-Exempt Competencies - Competency Cl u s t er

Co r e

Co m p et en c y

Def i n i t i o n

Communication

Presentation Skills


Contact with Others

Problems Solving/ Resolution

Ability to resolve a problem and end interaction with confirmed satisfaction; overcomes objections; resolves points of concern; drives to agreement and acceptance.



Demonstrates appropriate breadth and depth of technical expertise to complete job responsibilities; ability to transfer knowledge and skills with others if needed; uses technical knowedge to produce results; applies and improves extensive or in-depth specialized knowledge, skills and judgment to accomplish a result or to serve one's customers effectively.


Quanti Quantitat tative ive Skill Skills s

Posses Possesses ses mathem mathemati atical cal skills; skills; quanti quantitat tative ive ability ability to prep prepare are costin costing, g, calcu calculat lation ions s and and budge budgets. ts.

Analytical Thinking

Research

Ability to collect and synthesize information from a variety of stakeholders or sources in an objective manner; documents sources and validates the accuracy of data/information; resolves inconsistencies; seeks additional resources when there are gaps and inconsistencies; organizes and develops data to respond to requests for data.

Leadership

Team Leader/Work Direction



Utilizes Technology


Specific Knowledge Competencies Specific Knowledge and Skills Specific Knowledge and Skills pec c Knowledge and Skills Specific Knowledge and Skills Specific Knowledge and Skills

Budget Budget Managem Management ent

Knowledge Knowledge of budget preparation preparation for Department; Department; conducts conducts reconcil reconciliations iations;; tracks tracks and reports reports variance variances. s.

Building and Repair Skills Possesses electrical, plumbing, HVAC, HVAC, or carpentry skills.

Case Case Manage Managemen mentt

Under Understa stands nds case case mana managem gement ent and socia sociall work work and and beha behavior vioral al princ principle iples, s, pract practice ices s and method methodolo ologie gies. s.

Cons Conser erva vati tion on

Under nderst stan ands ds prin princi cipl ples es of cons conser erva vati tion on,, agri agricu cult ltur ure, e, land land use use and and plan planni ning ng..

Criminal Procedures



Emergency Management Understands emergency management response practices and applies in critical situations. Response


Legal Processes



Medical and Emergency Expertise

Possesses and maintains an extensive medical knowledge base; conveys this specialized knowledge to others in a meaningful manner.


Safety



Stenographic/ Editing

Ability to take verbatim testimony steno graphically in emotional circumstances, multiple speakers and specialized testimony. Strong command of English language, punctuation, spelling, grammar and usage. Ability to use specialized equipment.

N3-2

Non-Exempt Competencies - by Cluster Cl u s t er

Co r e

Co m p et en c y

Def i n i t i o n


1

Quality Focus

Strives for a high level of quality in work output. Pays close attention to details of job and ensures completeness, accuracy and timeliness of work. Takes accountability for work work duties. Requires minimal supervision in completion of duties once trained; communicates key issues as needed. Works toward quality improvement and efficiencies taking the initiative to offer suggestions and solutions to improve efficiency.


2

Knowledge an and Sk Skills

Possesses knowledge and skills within area of expertise to perform responsibilities; maintains up-to-date knowledge regarding developments or changes in functional area; applies knowledge and skills to systems, policies and procedures.


3

Organization Skills/Efficiency and Flexibility

Works efficiently and accurately in an environment of distractions or changing requirements or deadlines. Responds quickly and efficiently to change and easily considers new approaches; responds positively to a changing environment.

Contact with Others

4

Works effectively with co-workers, team-members or other departments; voluntarily offers assistance to new Collabor at at ion/ T ea eam wo work employees or when workload requires; respects the opinions of others in developing solutions to tasks and in accomplishing essential duties; works to find a solution and accepts t he final decision.

Comm Commun unic icat atio ion n

5

Inte Interp rper erso sona nall Skil Skills ls



6

Professionalism and Ethical Conduct

Demonstrates professional work behaviors and demeanor; follows County policy, demonstrates ethical conduct.

Communication


Ability to communicate with others to deliver information either verbally or writing. Communication can be with individuals or groups on an informal basis to exchange information or coordinate actions; ability to respond with a favorable and professional image. Good command of the English language and thorough knowledge of grammar, spelling and punctuation.


Confid Confident ential iality ity

Ensure Ensures s confid confidenti entiality a lity when when access accessing ing or worki working ng with with inform informati ation on which which is confid confident ential ial..

Contact with Others

Customer Focus




Makes sound decisions based on experience and judgment; suggests alternatives and involves others for advice and expertise. Demonstrates common sense.


Dependability/ Reliability

Is reliable, dependable and efficient in performing job-related tasks. Ability prioritize tasks; follows follows through on assignments to completion ensuring that deadlines are met and demonstrating a commitment to customers and colleagues. Is punctual and maintains a good attendance record.

Communication


Ability to develop formal written documents that reflect a high degree of complexity and which follow follow a recognized set of standards; includes formal business communications, contracts, legal filings, reports, RFPs etc.; organizes and formats reports to comply with applicable guidelines and regulations and provides appropriate documentation to support conclusions.

Non-Core Competencies

N4-1


Co r e

Co m p et en c y

Def i n i t i o n




Analytical Thinking

Investigation

Ability to search and review materials, information or files to identify critical and pertinent information in order to resolve issues or problems.

Contact with Others

Negotiation

Ability to clarify the current situation, identify issues and concerns of appropriate parties and negotiate toward an acceptable solution to both the customer and the organization; ability to persuade others to accept a solution.










Communication

Presentation Skills


Contact with Others


Ability to resolve a problem and end interaction with customers with confirmed satisfaction; overcomes objections; resolves points of concern; drives to agreement and acceptance.



Demonstrates appropriate breadth and depth of technical expertise to complete job r esponsibilities; ability to transfer knowledge and skills with others if needed; uses technical knowledge to produce results; applies and improves extensive or in-depth specialized knowledge, skills and judgment to accomplish a r esult or to serve one's customers effectively.



Posses Possesses ses mathe mathemati matical c al skill skills; s; quanti quantitat tative ive ability l ity to prepare prepare costin costing, g, calcul calculati ations ons and and budgets budgets.. Ability to collect and synthesize information from a variety of stakeholders or sources in an objective manner;


Co r e

Co m p et en c y

Def i n i t i o n




Analytical Thinking

Investigation

Ability to search and review materials, information or files to identify critical and pertinent information in order to resolve issues or problems.

Contact with Others

Negotiation

Ability to clarify the current situation, identify issues and concerns of appropriate parties and negotiate toward an acceptable solution to both the customer and the organization; ability to persuade others to accept a solution.










Communication

Presentation Skills


Contact with Others


Ability to resolve a problem and end interaction with customers with confirmed satisfaction; overcomes objections; resolves points of concern; drives to agreement and acceptance.



Demonstrates appropriate breadth and depth of technical expertise to complete job r esponsibilities; ability to transfer knowledge and skills with others if needed; uses technical knowledge to produce results; applies and improves extensive or in-depth specialized knowledge, skills and judgment to accomplish a r esult or to serve one's customers effectively.



Posses Possesses ses mathe mathemati matical c al skill skills; s; quanti quantitat tative ive ability l ity to prepare prepare costin costing, g, calcul calculati ations ons and and budgets budgets..

Analytical Thinking

Research

Ability to collect and synthesize information from a variety of stakeholders or sources in an objective manner; documents sources and validates the accuracy of data/information; resolves inconsistencies; seeks additional resources when there are gaps and inconsistencies; organizes and develops data to respond to requests for data.

Leadership

Team Leader/Work Direction

Informally leads or work directs employees; trains and pr ovides guidance in completing work assignments or projects, reviewing work and ensuring that it is accurate and on time. Works within the team as a member, carrying out the same roles but with the additional work leadership responsibilities. responsibilities. Uses experience, expertise and influence to maintain an effective team.


Utilizes Technology


Specific Knowledge Competencies Specific Knowledge and Skills

Budget Budget Management Management

Knowledge Knowledge of of budget budget preparation preparation for Department; Department; conducts conducts reconcili reconciliations ations;; tracks tracks and reports reports variance variances. s.

N4-2

Non-Exempt Competencies - by Cluster Cl u s t er Specific Knowledge and Skills peci peci ic Knowledge and Skills Specific Knowledge and Skills Specific Knowledge and Skills

Co r e

Co m p et en c y

Def i n i t i o n

Building and Repair Skills Possesses electrical, plumbing, HVAC, or carpentry skills.

Case Management Management

Understands Understands case management management and social social work work and and behavio behavioral ral princip principles, les, practices practices and methodologi methodologies. es.

Cons Conser ervat vatio ion n

Unde Unders rsta tand nds s prin princi cipl ples es of cons conser erva vati tion on,, agr agric icul ultu ture re,, land a nd use use and and plan planni ning ng..

Criminal Procedures





Legal Processes


Medical and Emergency Possesses and maintains an extensive medical knowledge base; conveys this specialized knowledge to Expertise others in a meaningful manner.


Safety




Ability to take verbatim testimony steno graphically in emotional circumstances, multiple speakers speakers and specialized testimony. Strong command of English language, punctuation, spelling, grammar and usage. Ability to use specialized equipment.

Understands legal processes and administrative requirements; f ollows legal process in completing information, forms and applications.

Non-Exempt Competencies - by Cluster Cl u s t er Specific Knowledge and Skills peci peci ic Knowledge and Skills Specific Knowledge and Skills Specific Knowledge and Skills

Co r e

Co m p et en c y

Def i n i t i o n

Building and Repair Skills Possesses electrical, plumbing, HVAC, or carpentry skills.

Case Management Management

Understands Understands case management management and social social work work and and behavio behavioral ral princip principles, les, practices practices and methodologi methodologies. es.

Cons Conser ervat vatio ion n

Unde Unders rsta tand nds s prin princi cipl ples es of cons conser erva vati tion on,, agr agric icul ultu ture re,, land a nd use use and and plan planni ning ng..

Criminal Procedures





Legal Processes


Medical and Emergency Possesses and maintains an extensive medical knowledge base; conveys this specialized knowledge to Expertise others in a meaningful manner.


Safety




Ability to take verbatim testimony steno graphically in emotional circumstances, multiple speakers speakers and specialized testimony. Strong command of English language, punctuation, spelling, grammar and usage. Ability to use specialized equipment.

Understands legal processes and administrative requirements; f ollows legal process in completing information, forms and applications.

N4-3



PERFORMANCE MANAGEMENT PROGRAM SUPERVISOR/MANAGER INSTRUCTIONS T h e P e r f o r m a n c e A p p r a i s a l i s o n e o f t h e m o s t i m p o r ta n t p r o c e s s e s i n t h e employer/employee relationship. An employee needs constructive feedback in order to improve upon his/her performance and contribute to the organization. S u p e r v i s o r / m a n a g e r s ’ p r i m a r y r e s p o n s i b i l i t y i s t o cr e a t e a n e n v i r o n m e n t t h a t m o t i v a t e s their employees to perform their best.

Process A performance appraisal template is set up for each employee at the beginning of the p e r f o r m a n c e p e r i o d . S u p e r v i s o r s / m a n a g e r s i d e n t i f y Co m p e t e n c i e s f o r n o n - e x e m p t e m p l o y e e s a n d b o t h C o m p e t e n c i e s a n d O b j e c t i v e s a n d /o r G o a l s f o r e x e m p t e m p l o y e e s . Competencies should be the same f or all employees in the same job titl e where they have the same responsibilities. O n c e t h e p e r f o r m a n c e p e r i o d i s c o m p l e t e d , t h e S u p e rv i s o r / M a n a g e r c o m p l e t e s t h e evaluation.

Employee Information C o m p l e t e t h e r e q u e s t e d i n f o r m a t i o n f o r e a c h e m p l o y ee i n c l u d i n g N a m e , P o s i t i o n T i t l e , Employee ID number, Department, Preparer’s Name, Review Date and Type. Review type includes Annual, 6 month or Other.

Competencies Competencies are attributes necessary to be successful in a job. They include both behavioral (such as collaborating and being a team player) or technical (knowledge of office equipment). Competencies have been organized in “clusters” or groups for ease in identifying specific areas. A sample of a cluster is Communications. It includes both verbal a n d w r i t t e n a s w e l l a s p r e s e n t a t i o n s k i l l s a n d i n t er p e r s o n a l s k i l l s . T h e e x e m p t a n d n o n exempt clusters and competencies are different but have some similarities. The competency listing is found at the end of the instructions. They are organization alphabetically by C o m p e t e n c y a n d t h e n b y C l u s t e r a l o n g w i t h d e f i n i t i on s . NON-EXEMPT EMPLOYEES There are 8 clusters and 35 competencies for non-exempt employees. Within each cluster, there are several competencies. T h e r e a r e s i x c o r e c o m p e t e n c i e s i d e n t i f i e d f o r n o n - e x e m p t em em p l o y e e s . T h e y a r e : 1. 2. 3. 4. 5. 6.

Q ua ua li l i ty t y Fo F o cu cu s K no n o wl w l ed e d ge g e a nd n d S k il il ls ls O r ga g a n i za z a t i on o n a l Sk S k i l ls l s a n d F l ex e x i b il i l i ty ty C o ll l l ab a b o ra r a t io i o n /T / T ea e a m wo w o rk rk I n te t e rp r p er e r so s o n al a l S k il il l s P r o fe f e s si s i o n al a l i s m a n d E t h ic i c a l Co C o n du du c t

O1-1

Competencies can be weighted based on how important they are for the specific job. Quality Focus is how well the employee carries out his/her responsibilities; in other words, how well they do their job. Quality Focus is weighted at .25 or 25% for all non-exempt employees. S u p e r v i s o r s / M a n a g e r s m a y w e i g h t h e o t h e r 5 c o r e c om p e t e n c i e s f r o m . 5 t o . 2 5 ( 5 % t o 2 5 % ) . I n a d d i t i o n , s u p e r v i s o r s m a y c h o o s e u p t o 4 o t h e r co m p e t e n c i e s f o r a t o t a l o f 1 0 a l t o g e t h e r . The minimum number of competencies for non-exempt employees is 6. The weighting for all c o m p e t e n c i e s s h o u l d t o t a l 1 0 0 % ; t h i s i s t h e b a s i s fo r t h e n o n - e x e m p t e m p l o y e e ’ s performance evaluation. A t t h e e n d o f t h e p e r f o r m a n c e p e r i o d f o r t h e p e r f o rm a n c e e v a l u a t i o n , c o m m e n t s s h o u l d b e i n c l u d e d f o r e a c h c o m p e t e n c y w h e t h e r t h e e m p l o y e e Ne e d s I m p r o v e m e n t o r i f t h e e m p l o y e e is Proficient or Advanced. For the former, it helps the employee focus on areas for i m p r o v e m e n t ; f o r t h e l a t t e r , i t r e i n f o r c e s s t r o n g pe r f o r m a n c e . EXEMPT There are 8 clusters and 53 competencies for exempt employees. Supervisors/Managers should identify 8-10 competencies for each employee/position. Each c o m p e t e n c y s h o u l d w e i g h t e d b y i m p o r t a n c e w i t h t h e mo r e i m p o r t a n t c o m p e t e n c i e s weighted heavier than less important competencies. The weighting for all competencies s h o u l d e q u a l 1 0 0 % . T h e C o m p e t e n c i e s r ep ep r e s e n t h a l f o f t h e e m p l o y e e ’ s p er er f o r m a n c e evaluation. Objectives and/or goals represents the second half (50%) of the exempt employee’s evaluation. A minimum of 2 goals and a maximum of 5 goals should be identified for each exempt employee at the outset of the performance period. These can be based on special projects or initiatives or specific goals. PERFORMANCE LEVELS T h e r e a r e f o u r p e r f o r m a n c e l e v e l s f o r b o t h e x e m p t an d n o n - e x e m p t e m p l o y e e s d e f i n e d a s follows:

Advanced: performance contribution is far ahead of others; c onsistently excellent and discernably better than others in completing objectives and in mastery of competencies. Proficient: very competent and skilled performance; succe ssfully completes objectives; meets competency expectations for position; focuses on enhancing knowledge or skills. Developing: contributing and completing most objectives but is still developing; needs some guidance in completing tasks tasks and/or continuing to improve improve competency skills. Suggest a 6 month review. Needs Improvement: requires assistance and close supervision; has difficulty completing objectives and meeting basic competency levels; needs to demonstrate demonstrate improvement. On a performance plan and will require a 6 m onth review.

O1-2

DEVELOPMENT PLAN An Employee Development Section is included in the evaluation for exempt and non-exempt employees. This discussion is important because it focuses on specific opportunities to i m p r o v e c o m p e t e n c i e s w h i c h i s b e n e f i c i a l t o b o t h t he o r g a n i z a t i o n a n d t o t h e e m p l o y e e ’ s career growth. From the employee’s perspective, it demonstrates the organization’s investment in him/her. For non-exempt employees, development opportunities include on-the-job or cross-training, special projects or self-development. For exempt employees, development opportunities include identifying plans/strategy to develop specific competencies. This includes a work assignment or a project, training, coaching or self-development. PERFORMANCE SUMMARY The Performance Summary for non-exempt employees is the value of the competencies. It correlates to the Rating Key below. The Performance Summary for exempt employees is the average of the Competency Value and the Objectives/Goals’ Value. This average correlates to the Rating Key shown below. As an example, a rating of 3.0 for either exempt or non-exempt employees would fall into the Proficient category which is 2.6 – 3.4.

OVERALL COMMENTS T h e e m p l o y e e a n d t h e s u p e r v i s o r / m a n a g e r h a v e a n o p po r t u n i t y t o p r o v i d e c o m m e n t s a b o u t the appraisal.

O1-3

Performance Evaluation – Non-Exempt

EMPLOYEE INFORMATION

EMPLOYEE NAME:

POSITION TITLE:

DEPARTMENT:

PREPARED BY:

REVIEW DATE:

REVIEW TYPE: Choose an item.

EMPLOYEE ID:

RATINGS: 4 – ADVANCED; 3 – PROFICIENT; 2 – DEVELOPING; 1 – IMPROVEMENT NEEDED COMPETENCIES IDENTIFY 6-10 IN TOTAL COMPETENCIES:

SUPERVISOR COMMENTS:

WEIGHT: (A)

RATING: (B)

VALUE: (A X B)

.25

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0.00

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0.00

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0.00

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0.00

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0.00

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1. Q UALITY UALITY FOCUS

2. KNOWLEDGE & SKILLS

3. ORGANIZATION SKILLS/ FLEXIBILITY 4. COLLABORATION/ TEAMWORK 5. INTERPERSONAL SKILLS

6. PROFESSIONALISM/ ETHICAL CONDUCT

Choose an item. Choose an item. Choose an item. Choose an item. TOTAL VALUE COMPETENCIES

TOTAL WEIGHT OF ALL COMPETENCIES MUST EQUAL 100%. TOTAL VALUE IS THE SUM OF THE VALUES OF ALL COMPETENCIES.

0.00 0.00 0.00 0.00 0.00

NA

1 O2-1

Performance Evaluation – Non-Exempt GENERAL DEVELOPMENT PLAN Plan Type:

Strategy:

Target Date:

On-the-Job Training Cross-Training Special Project Self-Development PERFORMANCE SUMMARY

Competencies value:

Overall Rating* 0.00

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OVERALL COMMENTS Employee Supervisor:

Date: Employee:

Date:

Manager Approval:

Date:

*Overall Rating Key: Advanced Proficient Developing Needs Improvement

3.5 – 4.0 2.6 – 3.4 1.6 – 2.5 0.0 – 1.5

2 O2-2

Performance Evaluation – Exempt EMPLOYEE INFORMATION

EMPLOYEE NAME:

POSITION TITLE:

EMPLOYEE ID:

DEPARTMENT:

PREPARED BY:

REVIEW DATE:

REVIEW TYPE: Choose an item.

RATINGS: 4 – ADVANCED; 3 – PROFICIENT; 2 – DEVELOPING; 1 – IMPROVEMENT NEEDED IDENTIFY 8-10 COMPETENCIES COMPETENCIES:

WEIGHT:

RATING:

VALUE: (WEIGHT X RATING RATING) ICK F9 TO UPDATE VALUES

1. Choose an item. 2. Choose an item. 3. Choose an item. 4. Choose an item. 5. Choose an item. 6. Choose an item. 7. Choose an item. 8. Choose an item. 9. Choose an item. 10. Choose an item.

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TOTAL WEIGHT OF ALL COMPETENCIES MUST EQUAL 100%. TOTAL VALUE IS THE SUM OF THE VALUES OF ALL COMPETENCIES. TOTAL VALUE COMPETENCIES: NA

IDENTIFY 2-5 OBJECTIVES AND/OR GOALS - (WEIGHTING TOTAL = 1.0 = 100%) OBJECTIVE 1: RESULTS: WEIGHT:

RATING:

RATING): VALUE (WEIGHT X RATING

HLIGHT THE CELL(S) IN THIS COLUMN AND CLICK F9 TO UPDATE VALUES.

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OBJECTIVE 2: RESULTS: WEIGHT:

RATING:



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1 O3-1

Performance Evaluation – Exempt

OBJECTIVE 3: RESULTS:

WEIGHT:

RATING:

VALUE (WEIGHT X RATING RATING): HLIGHT THE CELL(S) IN THIS COLUMN AND CLICK F9 TO UPDATE VALUES.

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OBJECTIVE 4: RESULTS:

WEIGHT:

RATING:



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OBJECTIVE 5: RESULTS: WEIGHT:

RATING:



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TOTAL VALUE OBJECTIVES = THE SUM OF THE WEIGHTS OF ALL OBJECTIVES

0.00

DEVELOPMENT PLAN Competency Opportunity area: Plan Type:

Strategy:

Target Date:

Work Assignment/ Project Training Self – Development Coaching

2 O3-2


PERFORMANCE SUMMARY Competencies values:

Objectives Value:

Average Value:

Overall Rating* Choose an item.

OVERALL COMMENTS Employee Supervisor:

Date: Employee:

Date:

Manager Approval:

Date:


3.5 – 4.0 2.6 – 3.4 1.6 – 2.5 0.0 – 1.5

3 O3-3

Performance Evaluation – Exempt EMPLOYEE INFORMATION

EMPLOYEE NAME: JOHN BURKE

POSITION TITLE: RECRUITER

EMPLOYEE ID: 15324

DEPARTMENT: HUMAN RESOURCES

PREPARED BY: MARJORIE HELM

REVIEW DATE: 8/1/2017

REVIEW TYPE: ANNUAL

RATINGS: 4 – ADVANCED; 3 – PROFICIENT; 2 – DEVELOPING; 1 – IMPROVEMENT NEEDED IDENTIFY 8-10 COMPETENCIES COMPETENCIES:

WEIGHT:

RATING:

VALUE: (WEIGHT X RATING RATING) ICK F9 TO UPDATE VALUES

1. PROFESSIONAL KNOWLEDGE & SKILLS 2. RESEARCH 3. ORGANIZATIONAL UNDERSTANDING 4. ORGANIZATION SKILLS 5. COLLABORATION/TEAMWORK 6. DECISION MAKING/JUDGMENT 7. COMMUNICATION SKILLS - VERBAL/WRITING 8. CUSTOMER FOCUS 9. Choose an item. 10. Choose an item.

.20 .20 .10

3 2 3

.6 .4 .3

.10

3

.3

.10 .10

4 3

.4 .3

.10

4

.4

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.4

.10 Choose an item. Choose an item.

TOTAL WEIGHT OF ALL COMPETENCIES MUST EQUAL 100%. TOTAL VALUE IS THE SUM OF THE VALUES OF ALL COMPETENCIES. TOTAL VALUE COMPETENCIES: 100% NA 3.1

IDENTIFY 2-5 OBJECTIVES AND/OR GOALS - (WEIGHTING TOTAL = 1.0 = 100%) OBJECTIVE 1: DETERMINE RECRUITING STRATEGY FOR EACH OPEN POSITION AND FILL EXEMPT POSITIONS WITHIN A 3 MONTH TIMEFRAME.

RESULTS: JOHN SUCCESSFULLY FILLED ALL OPEN EXEMPT POSITIONS WITHIN THE ESTABLISHED GUIDELINES . HE DEVELOPED A VARIETY VARIETY OF SOURCES FOR CANDIDATES INCLUDING INTERNAL AND EXTERNAL REFERRALS AND SOCIAL MEDIA TO COMPLETE THE ASSIGNMENTS . HIRING MANAGERS PRAISED HIS ATTENTION TO DETAIL AND THE QUALITY OF HIS REFERRALS .

WEIGHT:

RATING:



0.40

4

1.6

OBJECTIVE 2: CONDUCT ORIENTATION FOR ALL NEW HIRES. RESULTS: JOHN HELD MONTHLY NEW HIRE ORIENTATION MEETINGS. WHILE A LITTLE TENSE ABOUT PRESENTING PRESENTING INITIALLY, HE BECAME MORE COMFORTABLE AS HE GAINED EXPERIENCE . HE ALSO ADDED INFORMATION THAT HE THOUGHT WAS IMPORTANT FOR NEW HIRES PARTICULARLY RELATED TO THE CULTURE OF THE ORGANIZATION. OVERALL, JOHN DID A COMPETENT JOB ON THIS OBJECTIVE.

WEIGHT:

RATING:



0.15

3

.45 1 O4-1


OBJECTIVE 3: IMPROVE MINORITY REPRESENTATION IN THE ORGANIZATION THROUGH INCREASING MINORITY CANDIDATES CANDIDATES. RESULTS: IN 2017, JOHN IMPROVED THE NUMBER OF MINORITY APPLICANTS APPLICANTS. TWO KEY MINORITY HIRES HIRES WERE IN FINANCE FINANCE AND IT. HE HELPED IDENTIFY MENTORS FOR EACH EMPLOYEE WHICH HELPED TO SPEED UP THEIR ACCLIMATION TO THE POSITION AND LANCASTER COUNTY .

WEIGHT:

RATING:



0.15

4

.6

OBJECTIVE 4: SET UP A RECRUITMENT AND RETENTION DASHBOARD WHICH DISPLAYS KEY R &R METRICS FOR THE ORGANIZATION. RESULTS:

JOHN COMPLETED THIS OBJECTIVE BUT NEEDED ASSISTANCE FROM THE DIRECTOR OF HR AND MISSED THE DEADLINE . WE WILL WILL WORK TO IMPROVE JOHN’S ANALYTICAL SKILLS IN THE COMING YEAR. RATING): WEIGHT: RATING: VALUE (WEIGHT X RATING HLIGHT THE CELL(S) IN THIS COLUMN AND CLICK F9 TO UPDATE VALUES.

0.15

2

.3

OBJECTIVE 5: REDUCE THE COST PER HIRE BY

5% IN 2016.

RESULTS: 8%. HE COMPLETED THIS OBJECTIVE OBJECTIVE BY DEVELOPING RELATIONSHIPS RELATIONSHIPS WITH LOCAL COLLEGES AND UNIVERSITIES AND ADVERTISED ON THEIR ALUMNI WEBSITE . RATING): WEIGHT: RATING: VALUE (WEIGHT X RATING JOHN SURPASSED HIS OBJECTIVE AND REDUCED THE COST PER HIRE BY


0.15

4 TOTAL VALUE OBJECTIVES = THE SUM OF THE VALUES OF ALL OBJECTIVES

.6 3.55

DEVELOPMENT PLAN Competency Opportunity area: Plan Type:

Strategy:

Target Date:

Work Assignment/ Project

PROVIDE JOHN WITH AN OPPORTUNITY TO WORK ON HIS QUANTITATIVE SKILLS . WORK WITH THE COMPENSATION COMPENSATION MANAGER ON A PROJECT TO TRACK THE PERFORMANCE OF NEW HIRES OVER THE LAST 3 YEARS.

YEAR-END

Training

HAVE JOHN ATTEND HR MANAGER STAFF MEETINGS ONCE A MONTH TO PROVIDE AN UPDATE ON CURRENT R ECRUITING AND HIRING STATISTICS.

ONGOING

Self – Development

ATTEND TOASTMASTERS TO CONTINUE TO IMPROVE JOHN’S COMFORT IN MAKING PRESENTATIONS IN FRONT OF GROUPS .

YEAR-END

Coaching

2 O4-2


PERFORMANCE SUMMARY Competencies values: 3.1

Objectives Value: 3.55

Average Value:

Overall Rating*

3.325

2.6 - 3.4 = Proficient

OVERALL COMMENTS Employee Supervisor: OVERALL, JOHN PERFORMED IN A PROFICIENT MANNER ACHIEVING MOST GOALS ON TIME AND WELL DONE . HE DEMONSTRATED STRONG RECRUITMENT EXPERTISE IN DEVELOPING NEW RECRUITING OUTLETS AND IN HIRING MINORITY CANDIDATES FOR HARD TO FILL POSITIONS. HE WORKS WELL WITH HIRING MANAGERS AND THEY RESPECT HIS OPINION . HE FOLLOWS UP WITH NEW HIRES TO ENSURE THEY ARE ASSIMILATING WELL . JOHN WILL WORK ON HIS ANALYTICAL SKILLS THIS YEAR AND WORK WITH OUR COMPENSATION MANAGER ON AN IMPORTANT PROJECT FOR THE ORGANIZATION. HE IS A STRONG PERFORMER AND HAS THE ABILITY TO TAKE ON ADDITIONAL RESPONSIBILITY AND MOVE UP IN THE ORGANIZATION.

Date: 9/2/2017 Employee:

Date:

Manager Approval:

Date:


3.5 – 4.0 2.6 – 3.4 1.6 – 2.5 0.0 – 1.5

3 O4-3

2017 Total Comp Study-Draft

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