HomeMy WebLinkAboutStudy Session Packet 10/04/2010
STUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO City Council Chambers 7500 W. 29th Ave. October 4, 2010 6:30 p.m. Individuals with disabilities are encouraged
to participate in all public meetings sponsored by the City of Wheat Ridge. Call Heather Geyer, Public Information Officer at 303-235-2826 at least one week in advance of a meeting if
you are interested in participating and need inclusion assistance. APPROVAL OF AGENDA 1. Waters Consulting Group -presentation of Employee Compensation/Structure Analysis Report
, .... r City of • r?"Wheat&-dge SERVICES TO: THROUGH: FROM: DATE: SUBJECT: Memorandum City Council (\ J Patrick Goff, City
Heather Geyer, Interim Administrative Services Director September 29,2010 (for October 4th Study Session) Presentation and review of Employee Compensation/Structure Analysis Study The
Waters Consulting Group has completed the Employee Compensation/Structure Analysis as directed by the Council on June 28, 2010. Ruth Ann Eledge, Vice President and Senior Consultant
with the Waters Group will attend the October 4th Study Session and present the findings of the analysis. Each City Councilmember will receive a bound copy of the report on Monday evening.
BACKGROUND: The Employee Compensation/Structure Analysis project was initiated by City Council during the April 2010 Strategic Planning Retreat. The scope defined by the City Council
Committee was to examine the following areas: a. Review and evaluate the structure and compensation levels of the Executive Management Team (EMT) and provide analysis and recommendations
on those levels and structure b. Review and evaluate staffing levels in the Administrative Services Department and the Administrative Assistant to the Mayor and to the City Council and
provide analysis in response to whether or not the department is appropriately staffed for the size of the organization c. Review and evaluate Wheat Ridge's current process for completing
its annual salary market survey and recommend potential changes to the process (based on public sector best practices) This project was identified as a priority by the City Council and
is part of building the City's framework for financial sustainability. Specifically, the areas identified above were a result of the "Service Reductions 2010-2011 Evaluation" discussion
during the April 2010 City Council Strategic Planning Session. Items #1 (Human Resources) and #5 (Executive Level "performance audit") were identified. Following the interview with Waters
Consuhing Group, Inc., the Council Committee amended the scope of item # 1 (Human Resources) to be included with a review and assessment of the Administrative Services Department and
the position of Administrative Assistant to the Mayor and City Council as a whole.
Employee Compensation/Structure Analysis October 4,2010 Page 2 PRIOR ACTION: The Council Committee conducted an interview with Waters Consulting Group on Monday, June 21,2010, and recommended
a revision in the scope of work and awarding the bid to Waters Consulting Group in an amount not to exceed $24,500. Funding for this award was not included in the 2010 Operating budget.
At the June 28th meeting, Council approved Resolution No. 34-2010 amending the fiscal year 2010 general fund budget to reflect the approval of a supplemental budget appropriation and
approving the award ofRFP-1O-22 Employee Compensation/Structure Analysis to Waters Consulting Group, Inc. in a not to exceed amount of $24,500. City Council formed a Council Sub-Committee
for this project consisting of Councilmembers Reinhart, Berry and Sang. Please feel free to let me know if you have any questions. HG/kv ATTACHMENTS: 1. Resolution No. 34-2010 2. Employee
Compensation/Structure Analysis Study Appendix A -EMT Analysis Appendix B -EMT Summary Appendix C -Staffing Sheets Appendix D -Administrative Services Summary and Analysis Appendix E
-Pay Practices Summary and Analysis
CITY OF WHEAT RIDGE, COLORADO RESOLUTION NO. 34 Series of 2010 TITLE: A RESOLUTION AMENDING THE FISCAL YEAR 2010 GENERAL FUND BUDGET TO REFLECT THE APPROVAL OF A SUPPLEMENTAL BUDGET
APPROPRIATION AND APPROVING THE AWARD OF RFP-10-22 FOR THE EMPLOYEE COMPENSATION/STRUCTURE ANALYSIS TO WATERS CONSULTING, GROUP, INC. IN AN AMOUNT NOT TO EXCEED $24,500 WHEREAS, the
City Council identified the Employee Compensation/Structure Analysis Project as a priority for 2010 as a result of the April 2010 Strategic Planning session; and WHEREAS, the Employee
Compensation/Structure Analysis Project is important to the City Council's efforts in building a framework for financial sustainability; and WHEREAS, the Wheat Ridge Charter requires
that amendments to the budget be effected by the City Council adopting a resolution. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Wheat Ridge, Colorado, as follows:
A. The City Council authorizes the supplemental budget appropriation to the Waters Consulting Group, Inc. Inc. for the purpose of conducting the Employee Compensation/Structure Analysis
Project. B. The City Council authorizes the transfer of $24,500 from the General Fund undesignated reserves to account # 01-102-700-750 and amendment of the 2010 Fiscal Year Budget accordingly.
DONE AND RESOLVED this 28th day of June 2010. Jerry DiTullio, Mayor ATTEST: Michael D. Snow, City Clerk
THE CITY OF WHEAT RIDGE, COLORADO COMPENSATION AND STRUCTURE ANALYSIS OCTOBER 4,2010 BUILD ING EFFECTIVE COMPENSATION AND PERFORMANCE SYSTEMS TO ATTRACT AND RETAIN TALENTED EMPLOYEES
' THE WATERS II_II CONSULTING ______ GROUP, INC. 4 .... _ City of •
2010 Compensation and Structure Analysis City of Wheat Ridge, Colorado CITY OF WHEAT RIDGE EMPLOYEE COMPENSATION/STRUCTURE ANALYSIS STUDY REPORT BACKGROUND The City of Wheat Ridge, Colorado
engaged the management consulting firm of The Waters Consulting Group, Inc. (WCG) to conduct studies in the following areas: 1. Executive Management Team structure and compensation levels;
2. Administrative Services Department and the Administrative Assistant to the Mayor and City Council staffing levels; and 3. Annual Salary Market Analysis process. Following are objectives
of each area of study, methodologies used to address those objectives, and results of the study. STUDY AREA 1 -EXECUTIVE MANAGEMENT TEAM STRUCTURE AND COMPENSATION LEVELS Objective:
Review and evaluate the structure and compensation levels of the Executive Management Team (EMT) and provide analysis and recommendations for those levels. Survey Data Collection: A
custom survey was developed and distributed to sixteen (16) benchmark organizations, listed below in Table I, to collect base salary and pay range data on the following EMT positions:
• City Manager • Administrative Services Director • Assistant to the City Manager/Public Information Officer • Chief of Police • Director of Community Development • Director of Municipal
Court/Judge • Director of Parks and Recreation The Waters Consulting Group, Inc. 1
• Director of Public Works • Executive Assistant • Municipal Court Administrator 2010 Compensation and Structure Analysis City of Wheat Ridge, Table I: Benchmark
City and County of Broomfield City of Lakewood City of Arvada City of Littleton City of Brighton City of Louisville City of Commerce City City of Northglenn City of Englewood
City of Thornton City of Golden City of Westminster City of Greenwood Village Town of Castle Rock City of Lafayette Town of Parker WCG recommended the addition of the Town of Parker
to the fifteen cities historically used as benchmark organizations for market comparison of City positions. Survey Data Analysis: The methodologies used by organizations to analyze survey
data often vary. However, the common goal of all methodologies should be to produce meaningful information from which strategic compensation decisions can be made. Listed below are the
practices, procedures and rules WCG utilizes and recommends when analyzing data: 1. Average Salary -Defines the average salary of the reported values in an array of data. The statistic
is calculated by dividing the sum of base salaries reported by all organizations by the number of organizations. 2. Weighted Average Salary -Defines the base salary statistic calculated
using individual rates reported for each employee across all organizations. 3. Percentiles -Defines a data point, below which a percentage of the data in an array falls. For example,
the 75th percentile defines the data point that is higher than 75% of all other data in The Waters Consulting Group, Inc. 2
2010 Compensation and Structure Analysis City of Wheat Ridge, Colorado the sample, when ranked low to high, and is also known as the third quartile. The 50th percentile is the same as
the median. 4. Actual base salaries and salary ranges -Defines the most common pay variables analyzed for determining an organization's competitive position. Actual pay rates reflect
what is being paid in the market and are important if an organization is making market-based decisions about pay. Salary ranges define what opportunities exist externally and the intent
of other organizations. Salary range information may be more appropriate in the decision making process for single incumbent positions and in cases where actual pay may be influenced
by .a v:ery high or low reported salary. For purposes of this analysis and report, and because EMT positions all have single incumbents, average salaries were compared to midpoints of
benchmark position structures to determine average market competitiveness of pay opportunity for each benchmark position and the average competitiveness of actual incumbent pay in those
positions. Findings and Recommendations: Appendix A contains individual market analysis sheets comparing EMT compensation levels and ranges by benchmark position to corresponding competitive
levels from the defined market. Appendix B provides a summary of the market compansons for all positions surveyed. The following table shows current grades, current pay range midpoints,
average market values, and proposed grades and pay range midpoints based on market values. Table B: EMT Structure Analysis Results Position Current Market Proposed Grade Midpoint Value
Grade Midpoint Chief of Police E-2 118,897 126,939 E-3 127,817 Administrative Services Director E-1 114,047 121,429 E-2 118,897 Dir. of Community Development E-1 114,047 119,574 E-2
118,897 Dir. of Parks & Recreation E-1 114,047 122,058 E-2 118,897 Dir. of Public Works E-1 114,047 127,577 E-3 127,817 Municipal Court Administrator M-5 76,060 77,311 M-5 76,060 Assistant
to City Manager/PIO PR-8 66,134 78,932 PR-10 77,793 Executive Assistant AMS-12 52,876 55,169 AMS-12 52,876 The Waters Consulting Group, Inc. 3
2010 Compensation and Structure Analysis City of Wheat Ridge, Colorado It is important to note that market data should be balanced with internal value of a position within an organization.
All organizations have an internal hierarchy of jobs that reflects the relative value of positions, particularly executive positions. For example, if internally an executive position
is valued or ranked at the same level as another executive position, consideration should be given to the impact of moving a job to another level and the disruption it may create through
internal inequities between positions. In some cases internal equity among jobs may override the influence of market data and positions may be retained at the current grade assignment
as long as the market value is within the range of the current grade. No grade recommendations have been made for the other two positions surveyed (City Manager and Director of Municipal
Court/Judge), as those positions are not in a graded structure. Both the market analysis sheets and market summary show the base salary for incumbents in those positions compared to
the market average base salary. STUDY AREA 2 -STAFFING ANALYSIS Objective: Review and evaluate staffing levels in the Administrative Services Department and the Administrative Assistant
to the Mayor and the City Council and provide analysis in response to whether or not the department is appropriately staffed for the size of the organization. Methodology: Research was
conducted on staffing and funding allocations to determine whether the City of Wheat Ridge's staffing levels for functions in Administrative Services were consistent with peer cities.
The research was conducted through internet research and by contacting peer cities for city demographics, organizational charts, position allocations, and budget information. The same
peer cities utilized in the EMT market analysis were used in this analysis with the exception of Broomfield. Broomfield represents both city and county government and, based on the consultant's
assessment, should not be included in this analysis. Nine of the peer cities responded to the market survey, however a significant number of responses were insufficient or not completed.
Therefore, the majority of data compiled in this analysis was obtained from 2010 budget documents and other documents obtained on the peer city's website. The Waters Consulting Group,
Inc. 4
2010 Compensation and Structure Analysis City of Wheat Ridge, Colorado City demographic data was also obtained from the website www.city-data.com which .is effective July 2009. Survey
Data Analysis: Several data points were calculated and used as comparisons to assist in the analysis. • Total full-time equivalents (FTEs) dedicated to a function -identifies the number
of positions dedicated to a function. FIE count allows comparisons that include both part-time and full-time regular position. A full-time position (40 hour work week) is considered
1 FTE and a one-half time position (20 hour work week) is considered .5 FTE. Together the two positions would be counted as 1.5 FIE; • Budget allocated to a function; • Department budget
per capita in dollars; • Department budget as a percent of General Fund budget -Allows a comparison of funding allocation as a percent of the City'S General Fund; • Department employee
ratio per capita -Allows a comparison of the number of employees (FTEs) per capita; • Department cost per City employee -Allows a companson of the cost per full time equivalency; • Department
employee ratio to the total number of city employees -Allows a comparison of the number of FIEs dedicated to the function compared to the total number of City employees; and • The mean
and median of each analysis is included as a summary for each analysis. Mean is defined as the average of all responses and median is defined as the data point that is in the "middle"
of all data points or is the middle value of an ordered set of values. Reviewing both data points is useful, particularly when an average could be misleading if insufficient responses
are available or when the responses vary widely. In addition to data collection, a management questionnaire was completed by the City'S department directors as well as the division managers
over each functional area to provide feedback on the The Waters Consulting Group, Inc. 5
2010 Compensation and Structure Analysis __________ Ridge, service delivery and resources available. The feedback will be summarized
and can also be used as the City determines future resource allocation for each functional area. Using this methodology to provide standardized data points between peer cities allows
a comparison of budget and resources allocated to each of the following functional areas: • Accounting (Finance) • Human Resources • Information Technology • Purchasing and Contracting
• Sales Tax Findings and Recommendations: While this approach should not be used as a final determinant for the resource allocation, it can identify areas where the City of Wheat Ridge
should complete a further review of allocations as it relates to city priorities. It is strongly recommended that the City view this report as one that highlights potential red flags
that need further discussion, rather than one drawing final conclusions about the allocation of resources. Overall City priorities and Mayor/Council policy positions should clearly weigh
heavily in resources allocation decisions. The analysis spreadsheets are included in Appendix C. The following is a summary of the analysis by functional area. The primary indicators
Accounting Many of the benchmark organizations have budget responsibilities as well as other functions such as purchasing, information technology, and sales tax included in a department
typically call Finance. Therefore data in this analysis should not be considered comparable as the departments don't provide "apples to apples comparison". In many cases the allocation
of FTEs and dollars to the individual functions in purchasing, information technology, and sales tax were identified and used in the analysis of the identified function. This is noted
through the highlighting of the function in brown on the analysis sheet. Items highlighted in red indicate that the function is included but the resources could not be identified separately.
In this analysis the data can be used solely as a point of The Waters Consulting Group, Inc. 6
2010 Compensation and Structure Analysis City of Wheat Ridge, Colorado reference, identifying areas for further review when changes in organizational structures are under consideration.
It should be noted, however, that the comparisons to all data is significantly less than comparator organization with the exception of department employee ratio to total City employees.
Human Resources Generally, the Human Resources Departments in the analysis were comparable in responsibilities. For all points of comparison Wheat Ridge'S values were the same or significantly
lower than comparator organizations for both mean and median values. Information Technofoj) Information Technology Departments' scope and duties appeared comparable for this analysis.
Wheat Ridge's department compared favorably in size of budget, number of FTEs, department budget per capita, department employee per capita and mean department employee ratio to total
City employees (median value was slightly higher). It was slightly higher in department budget as a percent of general fund and department cost per City employee. Purchasing Seven of
the sixteen organizations had purchasing functions that could be identified as a separate function. For the other benchmark organizations the purchasing function is not a separate function
and is included either in a Finance Department, is a decentralized function with Finance Department oversight, or is decentralized function that oversight is not identified. In reviewing
the organizations where staff or dollars were identified, Wheat Ridge compared favorably for all indicators. Wheat Ridge'S comparison for the median data for department employees per
capita and department employees per City employees were slightly higher. Safes Tax Number of FTEs allocation to the sales tax function was identified in eleven organizations but funding
levels could only be identified for six organizations. Many organizations include sales tax in their Finance Departments. Comparison of Wheat Ridge's PTE and funding allocations were
very favorable for all data. The only data point higher for Wheat Ridge was department employee ratio to total City employees. All other data points were lower than benchmark organizations.
The Waters Consulting Group, Inc. 7
2010 Compensation and Structure Analysis City of Wheat Ridge, After a review of the data for these functional areas, it appears that all functions are generally at or
below mean and median comparisons. Key data points such as number of FTEs, FTEs per capita, budget allocations, and per capita costs are competitive with respondents. It is interesting
to note that the identified number of total FTEs for the City of Wheat Ridge is the lowest number of all benchmark organizations with the exception of Louisville. Louisville does not
currendy identify number of FTEs and the number provided by them should be considered a reasonable estimate. Therefore the percent of total FTEs for each function will typically be higher
and may account for some of the higher percentages when comparing this data point. It is also notable that there is a variety of organizational structures that are used by the benchmark
organizations to administer the functional areas reviewed in the analysis. As the City of Wheat Ridge grows or re-evaluates its organizational structure it may consider some of these
organizational approaches. However, a change in organizational structure may not result in cost savings. These functional areas seem to be funded and staffed at competitive levels. There
are also concerns from customers of functional areas, particularly Information Technology and Human Resources, that insufficient resources are limiting the levels of service provided
by that area. Given the static and non-interactive nature of questionnaire responses, it is suggested that follow-up conversations, particularly with respect to Information Technology
and Human Resources allocations and capacities be conducted. Administrative Support The analysis also included a review of the Administrative Assistant to the Mayor and City Council.
This review was challenging as support for both the City Manager's office and the City Council is allocated differendy in many organizations. Many organizations do not allocate support
staff in the Mayor and Council budgets. Rather the support is provided through the City Manager's Office or another part of the City Manager's executive team such as an administrative
department or a Deputy /Assistant City Manager's office. In order to provide relevant data, the focus of this analysis has been to look at staffing allocation in the City Manager's office
as well as the Mayor and Council budgets. This analysis has provided inconclusive data. Discussions with benchmark organizations indicate the positions providing this support typically
are not included in the Mayor and Council budget but allocated through less obvious sources. The Waters Consulting Group, Inc. 8
2010 Compensation and Structure Analysis City of Wheat Ridge, Colorado An analysis of the actual salaries of the individual positions ill each functional area was also completed. A copy
of the market analysis and summary are included in Appendix D. The purpose of this review was to determine if positions are being paid at a competitive level. While there are no indicators
that the position allocation is too high, the question still remains whether the positions are paid commensurate with market values. A review of this data was completed to determine
if the position is in a competitive pay grade by comparing the market average to the midpoint. A fifteen percent variance was used to identify any job whose market value was greater
or lesser than fifteen percent of the current midpoint. Using this approach two jobs are being recommended for movement to higher pay grades. Position Current Market Proposed Grade Midpoint
Value Grade Midpoint I.T. Manager M-7 87,016 106,097 M-8 91,491 Purchasing Agent PR-4 57,828 75,432 PR-7 63,723 Every organization must determine the budget priorities during funding
consideration. Based on this consultant's review of the analysis, allocations provided to all reviewed functional areas appear to be substantiated and in line with comparators. Information
collected in this analysis should continue to be used in assessing future needs along with justifications for budget allocations during the City's budget process. STUDY AREA 3 -PAY PRACTICES
ANALYSIS Objective: Review and evaluate Wheat Ridge's current process for completing its annual salary market survey and recommend potential changes to the process (based on public sector
best practices). Introduction Compensation should be viewed strategically by an organization. It is critical for the City's management and top executives to evaluate what the organization
is trying to accomplish and match The Waters Consulting Group, Inc. 9
----------------------2010 Compensation and Structure Analysis City of Wheat Ridge, Colorado compensation approaches to overall organizational goals. Organizations should establish a
basic compensation philosophy that drives decisions on approaches to employee compensation and the maintenance of pay systems. A review of common approaches and "best practices" is helpful
in determining the most effective way to maintain a system that promotes the recruitment and retention of qualified employees. Ultimately, the City should internally determine its highest
needs and priorities and design approaches targeted to those specific needs. The scope of this study area included a survey that contained questions regarding pay structure adjustments,
pay plan design, performance management, and structure development methodology. The survey was distributed to 16 benchmark organizations in July, 2010. Not all organizations responded
to every question; however sufficient information was collected on all questions to provide a trend for the collective market. Based upon a review of the respondents' data and best practices
in compensation system maintenance, The Waters Consulting Group, Inc. offers the following review for the City's consideration. A compiled summary of survey responses is included in
the appendices of this report and includes data on subject matter where analysis and recommendations were not necessary (historical pay adjustments, types of pay structures, etc.). Salary
Survey Process and Pay Plan Structure The City of Wheat Ridge conducts an annual survey of benchmark organizations wherein it reviews all job titles for which market data is available.
It has been the philosophy of the City to target pay at the 70th percentile of a particular market wage for sworn positions and approximately the 55th percentile for civilian positions,
with any necessary adjustments applied in July. The appropriate adjustment is determined through a review of the range minimum and maximum values in the market. Currently, the relevant
market is defined as organizations that are: • Contiguous with the City of Wheat Ridge (except Denver); or • Similar in size to the City of Wheat Ridge (as determined by population served
that is no more than double the size of Wheat Ridge's population or no less than half the size of Wheat Ridge; and/or The Waters Consulting Group, Inc. 10
2010 Compensation and Structure Analysis City of Wheat Ridge, Colorado • Operating budget size that is no more than double the size of Wheat Ridge's operating budget or no less than
half the Wheat Ridge budget; or • Those special districts that represent a significant employer in the metropolitan area for a given discipline (e.g., parks and recreation districts).
Recommendation The salary survey process used by the City of Wheat Ridge is consistent with prevailing practices in the market. In many areas, the City's policies are stronger than what
is common ill the benchmark organizations. For example, unlike Wheat Ridge, who provides its employees salary adjustments equivalent to those applied to their respective structure, six
benchmark organizations reported that employees' do not maintain their relative position in the pay structure (four organizations do, with two varying this practice by budget year).
This practice likely helps Wheat Ridge avoid pay compression issues among employees with varying tenure, pending acceptable performance. Additionally, because the City of Wheat Ridge
surveys all job tides, it is anticipated that the City would have sufficient data for a statistically valid analysis, as well as information to validate targeted adjustments, as required.
While there are some differences between Wheat Ridge and its benchmark organizations, such as the schedule for applying adjustments (a majority of the organizations do so in January)
or the use of published data sources (Mountain States Employer's Council, Colorado Municipal League, etc.). These differences alone are not significant enough to warrant revising the
City'S process. The City should, however, consider changing its structure development methodology and use weighted average base salaries instead of range minimum and maximum values to
develop pay ranges for nonswom positions. Although five survey respondents use pay range data, this approach does not represent industry best practices. Structures created
through this method may not be reflective of what is actually being paid in the market place, particularly if the range spread of benchmark organizations vary gready. The resulting pay
structures may limit your ability to recruit talented employees (because only the top of the range is competitive) or cause an organization to pay more than the market rate for positions.
Ideally, the City's structures should be created targeting the midpoint of grades (i.e. the competitive rates) to the weighted average base salary of all matching The Waters Consulting
Group, Inc. 11
2010 Compensation and Structure Analysis City of Wheat Ridge, Colorado positions. Once this is established, the range spreads should be modified to reflect the average market range spreads
for different employee groups. Changes to the City's benchmark organizations are not recommended. The City has an understandable, defensible method for selecting its competitive market,
and the organizations surveyed reflect a range of different sizes, operating budgets, and nature of services provided. If the City has determined that "special districts" are indeed
competitors for given disciplines, particular attention should be paid to the job qualifications and knowledge, skill, and ability requirements, as well as the total compensation package,
to ensure an "apples to apples" comparison .. One option the City may wish to consider is the use of private sector data for some benchmark positions. This is a common practice seen
in many public sector organizations however the use of private sector data should be carefully considered for the following reasons: • Data collection-Private data is difficult to collect
from many businesses. In many organizations it is consider confidential and will not be shared. Therefore published private sector data is usually considered the most reliable source
of private sector data. Generally is can be regionalized to account for geographical differences however the "cuts" of data are often not targeted in the level of detail desired. • Comparison
between public and private positions-In many cases there are no strong matches of positions between public and private sector. In other cases, the market for specific jobs, such as engineers,
lawyers, and top executives are not considered affordable in public sector. Generally the most accepted comparisons are for front line positions, some professional such as trades positions,
and support positions. Non-Benchmark Positions Recommendation One question posed ill the scope of servtces 1S whether the City should modify its current methodology for setting pay for
positions that are not considered benchmark positions. WCG would recommend that the City consider the implementation of a Point Factor Job Evaluation system. Job evaluation is systematic
and formal process that involves carefully analyzing and The Waters Consulting Group, Inc. 12
2010 Compensation and Structure Analysis . City of Wheat Ridge, Colorado assessing relative job functions to assist management in establishing a hierarchy .of jobs within an organization.
Job minimum qualifications and knowledge, skill, and ability requirements are evaluated independently of the capabilities and characteristics of job incumbents, leading to a quantifiable,
defensible methodology for establishing pay for positions for which there is no or insufficient market data. Additionally, a Point Factor system can assist in creating differential among
supervisors and subordinates, as well as the different levels within a career family. Pay For Performance As per the Wheat Ridge Classification Plan Guidelines, "For employees to prOgress
through their salary range they must meet or exceed established work performance standards in their performance evaluation. If an employee receives a below expectation rating, he/she
would not advance to the next step in their salary range and may find himself/herself on on a performance review plan. Once the conditions of the Action Plan have been met, the employee
will receive the appropriate increase, retroactive to the Action Plan completion date." Recommendation The City of Wheat Ridge is evaluating a project that could significantly change
its pay philosophy and its method of rewarding employees. Instead of granting employees a step increase with each year of service (up to the top step), the City is considering the feasibility
of more fully utilizing a merit component for wage adjustments, which will reward employees differently based upon performance (similar to what is in place currently for the Executive
job family). Like the City of Wheat Ridge, nine benchmark organizations tie exempt, non-exempt, sworn, and/or general pay plans to performance. An additional benchmark organization does
so for Division Managers and Department Heads. The City of Wheat Ridge, in conjunction with their Pay for Performance evaluation, should consider the feasibility of implementing an an
open range pay structure for, at a minimum, exempt and management employees. Please note: Moving to a pay for performance system and open ranges does not necessarily mean a savings in
personnel dollars. It can, however, result in a reallocation of pay increases to higher performers, service delivery efficiencies, and other savings in operational expenses. In doing
so, however, a number of questions should be answered: The Waters ConSUlting Group, Inc . 13
2010 Compensation and Structure Analysis of Wheat Ridge, • How will the results of the performance review be used to improve performance of work leading to
achievement of the City's objectives? • What philosophical, managerial, or financial limitations does the City have ill terms of providing meaningful leadership development and future
training? • What does the City plan to do with employees who rate lower than "meets expectations"? Will they continue to be placed on performance review plans? • Has the City considered
and allowed for the cost necessary to support employees with additional training, development, mentoring, professional coaching, as well as the variable merit increases? • Are performance
goals currendy compatible with the City's approach to managmg and utilizing its employees? Is the organization ready for such a change in performance management? • To what extent is
the City (as and organization) committed to making a new Performance Appraisal program work? How much time will it have to dedicate to the development of the customized Performance Appraisal
Plan? Such questions are critical to the success and design of a successful performance appraisal program. Over the years, organizations of all sizes in both the private and public sectors
have tried to complete performance evaluations on all employees, regardless of differences in job responsibilities and expectations, by using one or two universal forms, without consideration
to organizational or work unit goals, position competencies, or relevant skill sets. Tbis type of blanket-approach to performance measurement is often ineffective in gaining a true knowledge
of an organization's strengths and weakness, and employees tend to view it negatively. Should the City move to utilize a pay for performance system in determining pay opportunities,
it will be important to group jobs that use similar skills, competencies, and behaviors into relevant job families. Given that job families already exist within the City, and currendy
determine the pay system to which an employee is assigned, modifying these families, or creating new groupings for the purpose of performance The Waters Consulting Group, Inc. 14
2010 Compensation and Structure Analysis City of Wheat Ridge, Colorado evaluation, could be misunderstood by staff. It would be important to clearly commullicate the purpose, goals,
and objectives of the new program. SUMMARY To summarize, the following recommendations are presented for consideration as a result of this reVlew: • Review the assignment of eight job
classification to higher levels of grades at a estimated cost of $6,300. Internal equity should be a consideration as part of the decision, • Continue evaluating the organizational structure
to ensure appropriate levels of support for the functional areas within the scope of this study. Further review of management feedback on service delivery and demands for service should
be conducted. • Consider the use of weighted average salaries as the data point for referencing market competitiveness, • Consider the use of private sector data as part of the market
companson, carefully determining the source of data and the applicability of data for specific positions, • Consider the use of open ranges and a pay for performance system, and • Preparing
and implementing a comprehensive communication plan for any organizational changes. Allocation of resources and support for various functions and services within an organization must
be tailored to its individual needs. The data and analysis provided by this study can be used as indicators and reference points, but all decisions are ultimately made through the governing
body through its authorization of expenditures and direction regarding priorities. Services to the citizens of Wheat Ridge must be primary consideration since the organization is a steward
of tax dollars. As the effectiveness and performance of the areas studied was not within the scope of this project, a review of these areas may also be appropriate. The Waters Consulting
Group, Inc. 15
Appendix A -EMT Analysis -
Survey Job No.: 101 Survey Job Title: City Manager Job Summary: City of Wheat Ridge WCG City and County of Broomfield CML City of Brighton WCG City of Commerce City CML City of Englewood
WCG City of Golden WCG City of Greenwood Village WCG City of Lafayette CML City of Lakewood WCG City of Littleton WCG City of Louisville WCG City of Northglenn WCG City of Thornton WCG
City of Westminster CML Town of Parker CML Town of Castle Rock Prepared by The Waters Consulting Group, Inc. MARKET ANALYSIS WORKSHEET For Client Review Job TIlle &n.y Job No. flot I
AlIVeTille Inca Performs high level administrative, technical and professional work in directing and supervising the administration of City government. 101 City Manager $140,000 City
Manager 101 City Manager $205,000 City Manager 101 City Manager $135,000 City Manager 101 City Manager $172,800 City Manager 101 City Manager $169,540 City Manager 101 City Manager $160,617
City Manager 101 City Manager $159,000 City Manager 101 City Manager $150,960 City Manager 101 101 City Manager $187,512 City Manager 101 City Manager $168,899 City Manager 101 City
Manager $150,093 City Manager 101 City Manager $120,000 City Manager 101 City Manager $205,403 City Manager 101 City Manager $209,175 City Manager 101 City Manager $129,409 City Manager
101 Town Manager $165,163 No. of Participants: 15 No. of Incumbents Reported: 15 25th Percentile Market Data: $150,527 Median Market Data: $165,163 Average Market Data: $165,905 75th
Percentile Market Data: $180,156 City of Wheat Ridge Current Average Salary vs. Market Average Salary: 1_=::':"_+---=='--1 City of Wheat Ridge Current Midpoint vs, Market Average Salary:
L. ___ ..L. __ ---l 1-10 Rqe 9/29/2010, 7:08 PM
Survey Job No.: 102 MARKET ANALYSIS WORKSHEET For Client Review 8I.rvey Job NIl. tid I AvgBaM Range Range Range Survey Job Title: Administratrive Services Director Job Summary: City
of Wheat Ridge WCG City and County of Broomfield WCG City of Commerce City WCG City of Golden WCG City of Greenwood Village WCG City of Lafayette WCG City of Littleton WCG City of Louisville
WCG City of Northglenn WCG City of Thornton WCG City of Westminster Prepared by The Waters Consulting Group, Inc. Performs administrative, supervisory and professional work in planning,
coordinating, and directing the operations of the Administrative Services Department to include assigned office support and the divisions of Finance, Human Resources, Information Technology,
Purchasing, and Sales Tax. 102 Interim Administrative Services Director o o o o 1 o o o $95,398 $95,398 $114,047 $132,696 Administratrive Services Director Administratrive Services Director
Administratrive Services Director Administratrive Services Director Administratrive Services Director Administratrive Services Director Administratrive Services Director Administratrive
Services Director Administratrive Services Director Administratrive Services Director 102 102 102 102 102 102 102 102 102 102 No Match No Match No Match Administrative Services Director
No Match No Match No Match Diector of Management Services Deputy City Manager -Management Services No Match No. of Participants: No. of incumbents Reported: 25th Percentile Market Data:
Median Market Data: Average Market Data: 75th Percentile Market Data: City of Wheat Ridge Current Average Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market
Average Salary: 2 -10 1 o $113,367 $99,144 $120,792 $142,440 $97,340 $95,422 $106,510 $117,597 $153,580 $122,864 $138,222 $153,580 10 3 $105,354 $97,283 $113,651 $130,019 $113,367 $99,144
$120,792 $142,440 $121 ,429 $105,810 $121 ,841 $137,872 $133,474 $111 ,004 $129,507 $148,010 912912010,7:08 PM
Survey Job No.: 103 MARKET ANALYSIS WORKSHEET For Client Review TIlle SIlvey Jab No. .of I AvglleR TIlle Inca Survey Job Title: Asst. to the City Manager/PIO Job Summary: City of Whe.t
Ridge WCG City and County of Broomfield WCG City of Commerce City WCG City of Golden WCG City of Greenwood Village WCG City of Lafayette WCG City of Littleton WCG City of Louisville
WCG City of Northglenn WCG City of Thornton WCG City of Westminster CML Town of Castle Roack Prepared by The Waters Consulting Group, Inc. Provides highly responsible administrative.
analytical and professional assistance to the City Manager and Deputy City Manager; acts as the public information officer; assists in the development and administration of the annual
budget; performs work in researching. preparing. and administering grants for the City; assists in monitoring state and federal legislative issues; completes a variety of technical,
confidential, and/or complex special projects as assigned. Work often involves projects covering a wide variety of subjects and often under the pressure of limited time periods. Ass!'
to the City Manager/PIG Ass!' to the City Manager/PIG Ass!. to the City Manager/PIG Ass!. to the City Manager/PIG Ass!. to the City Manager/PIG Ass!' to the City Manager/PIG Ass!. to
the City Manager/PIG Ass!. to the City Manager/PIG Ass!. to the City Manager/PIG Ass!. to the City Manager/PIG Ass!. to the City Manager/PIG 103 103 103 103 103 103 103 103 103 103 103
103 Assistant to the City Manager/Public Information Officer No Match No Match Communications Manager/PIG Same No Match No Match No Match No Match Communications Manager No Match Community
Relations Manager No. of Participants: No. of Incumbents Reported: 25th Percentile Market Data: Median Market Data: Average Market Data: 75th Percentile Market Data: City of Wheat Ridge
Current Average Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average Salary: 3 ·10 0 $0 $57,090 $66,134 0 0 1 $74,000 $60,000 $75,000 $81 ,317 $72,033
$85,145 0 0 0 0 1 $75,410 $75,410 $84,836 0 $85,000 $72,155 $86,580 EB $75,058 $69,025 $82,377 $78,364 $72,094 $84,991 $78,932 $69,900 $82,890 $82,238 $72,969 $85,504 Averase Median
0.84 0.84 Range Maximum $75,177 $90,000 $98,257 $94,262 $101 ,005 $93,197 $96,260 $95,881 $98,944 9/29/2010,7:08 PM
Survey Job No.: 104 Survey Job Title: Chief of Police Job Summary: City of Wheat Ridge WCG City and County of Broomfield CML City of Brighton WCG City of Commerce City CML City of Englewood
WCG City of Golden WCG City of Greenwood Village WCG City of Lafayette CML City of Lakewood WCG City of Littleton WCG City of Louisville WCG City of Northglenn WCG City of Thornton WCG
City of Westminster CML Town of Castle Rock CML Town of Parker Prepared by The Waters Consulting Group, Inc. MARKET ANALYSIS WORKSHEET For Client Review Job TIlle a..v.y Job No. # of
I Avg a-I Range Tille Incs Performs administrative and professional work, planning, coordinating and directing activities of the Police Department. 104 Chief of Police $136,113 $1 01,681
Chief of Police 104 Chief of Police $155,324 $118,040 Chief of Police 104 Chief of Police $120,791 $95,243 Chief of Police 104 Chief of Police $136,500 $114,479 Chief of Police 104 Police
Chief $112,350 Chief of Police 104 Chief of Police $127,000 $90,500 Chief of Police 104 Police Chief $116,278 $99,144 Chief of Police 104 Acting Police Chief $101 ,275 $88,451 Chief
of Police 104 Chief of Police $135,866 $88,317 Chief of Police 104 Chief of Police $135,167 Chief of Police 104 Chief of Police $126,214 $99,216 Chief of Police 104 Chief of Police $117,597
$95,422 Chief of Police 104 Police Chief $142,737 $114,190 Chief of Police 104 Chief of Police $135,236 $122,360 Chief of Police 104 Police Chief $121 ,708 $99,944 Chief of Police 104
Police Chief $120,036 $90,400 No. of Participants: EE No. of Incumbents Reported: 15 25th Percentile Market Data: $118,817 $90,500 Median Market Data: $126,214 $99,144 Average Market
Data: $126,939 $101 ,208 75th Percentile Market Data: $135,551 $114,190 Average Med City of Wheat Ridge Current Average Salary vs. Market Average Salary: City of Wheat Ridge Current
Midpoint vs. Market Average Salary: 4 -10 Range $11 8,897 $136,113 $138,892 $159,744 $112,861 $130,478 $143,099 $171 ,719 $117,700 $144,900 $120,792 $142,440 $106,142 $123,832 $122,044
$155,771 $114,109 $131 ,227 $106,510 $117,597 $133,570 $152,950 $137,655 $152,950 $119,912 $139,880 $117,500 $144,600 $114,109 $131 ,227 $119,912 $144,600 $122,368 $143,699 $133,570
$152,950 912912010,7:08 PM
I I Survey Job No.: 105 MARKET ANALYSIS WORKSHEET For Client Review SuMY Job TIle I=-I 1:.-: 1-=-1.=.1.= I Survey Job Title: Director
of Community Development Job Summary: City of Wheat Ridge WCG City and County of Broomfield CML City of Arvada CML City of Brighton WCG City of Commerce City WCG City of Golden WCG City
of Greenwood Village WCG City of Lafayette WCG City of Littleton WCG City of Louisville WCG City of Northglenn WCG City of Westminster CML Town of Castle Rock Prepared by The Waters
Consulting Group, Inc. Performs administrative and professional work in planning, organizing, coordinating, and supervising the operations and functions of the Community Development
Department to include planning, building, and housing inspection. Director of Community Development Director of Community Development Director of Community Development Director of Community
Development Director of Community Development Director of Community Development Director of Community Development Director of Community Development Director of Community Development
Director of Community Development Director of Community Development Director of Community Development 105 Director of Community Development -._--105 No Match 105 Director of Community
Development 105 Community Development Director 105 Director Community Development 105 Director of Community Development 105 Community Development Director 105 Community Development Director
105 Director of Community Development 105 Director of Planning & Building Safety 105 Director of Planning and Development 105 Community Development Director 105 Director of Development
Services No. of Participants: No. of Incumbents Reported: 25th Percentile Market Data: Median Market Data: Average Market Data: 75th Percentile Market Data: City of Wheat Ridge Current
Average Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average Salary: 5·10 $105,500 $95,398 0 $131 ,715 $105,651 $114,903 $90,646 $115,945 $91 ,583
$126,750 $90,000 $142,440 $99,144 $110,570 $78,721 $114,276 $98,010 $81 ,557 $101 ,292 $95,422 $146,007 $122,360 $113,407 $99,944 12 11 $111 ,989 $90,162 $114,903 $93,503 $119,574 $95,503
$129,233 $99,744 Average Median $114,047 $132,696 $116,919 $128,186 $107,410 $124,173 $114,479 $137,375 $117,450 $144,900 $120,792 $142,440 $94,466 $110,210 $93,878 $107,848 $106,510
$117,597 $137,655 $152,950 $119,912 $139,880 $106,735 $119,241 $115,699 $132,781 $112,947 $130,556 $119,297 $141 ,800 9129/2010,7:08 PM
I 1 SurYev P8IticIDInt Survey Job No.: 106 MARKET ANALYSIS WORKSHEET For Client Review S!!!n!X Job Tille 1=1 ParticiDanI Match!!:!ll Tille Survey Job Title: Director of Municipal Court/Judge
Job Summary: City of Wheat Ridge WCG City and County of Broomfiled CML City of Arvada WCG City of Commerce City WCG City of Golden WCG City of Greenwood Village WCG City of Lafayette
CML City of Lakewood WCG City of Littleton WCG City of Louisville WCG City of Northglenn CML City of Thomton WCG City of Westminster Prepared by The Waters Consulting Group, Inc. Appointed
position by the City Council with a contract Director of Municipal Court/Judge Director of Municipal Court/Judge Director of Municipal Court/Judge Director of Municipal Court/Judge Director
of Municipal Court/Judge Director of Municipal Court/Judge Director of Municipal Court/Judge Director of Municipal Court/Judge Director of Municipal Court/Judge Director of Municipal
Court/Judge Director of Municipal Court/Judge Director of Municipal Court/Judge 106 Director of Municipal Court/Judge 106 Municipal Court Judge 106 Municipal Judge 106 No Match 106 No
Match -Contacted Out 106 Paid by court session 106 Part-Time Posiiton 106 Presiding Municipal Judge 106 No Match 106 No Match 106 No Match 106 Presiding Municipal Judge 106 Municipal
Court Judge No. of Participants: No. of Incumbents Reported: 25th Percentile Market Data: Median Market Data: Average Market Data: 75th Percentile Market Data: City of Wheat Ridge Current
Average Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average Salary: 6-10 1:!1=1.::.1=.ld S113,295 SO SO SO $115,000 $91 ,208 $110,240 $129,272 $123,600
0 0 0 0 1 $126,1 15 0 0 0 S124,922 S127,683 12 5 $123,600 $124,922 S123,464 $126,115 9/2912010,7:08 PM
MARKET ANALYSIS WORKSHEET For Client Review 1 1 _= _..... 1:-1 _=_ 1::1-=1.::.1.:1: Survey Job No,: 107 Survey Job Title: Director of Parks and Recreation Job Summary: Performs administrative
and professional work planning, coordinating and directing the activities of the Parks and Recreation Department. City of Whe.t Ridge 107 Director of Parks and Recreation ------$124,531
$95,398 $1 14,047 $132,696 WCG City and County of Broomfield Director of Parks and Recreation 107 No Match CML City of Arvada Director of Parks and Recreation 107 Dir. of Parks, &
Hasp SVC5 $128,186 $105,651 $116,919 $128,186 CML City of Brighton Director of Parks and Recreation 107 Director of Parks & Recreation $108,167 $90,646 $107,411 $124,176 WCG City of
Commerce City Director of Parks and Recreation 107 Director of Parks & Recreation $118,667 $91 ,583 $114,479 $137,375 CML City of Englewood Director of Parks and Recreation 107 Director
of Parks & Recreation $128,960 WCG City of Golden Director of Parks and Recreation 107 Director of Parks, Recreation and $133,000 $90,000 $117,450 $144,900 WCG City of Greenwood
Village Director of Parks and Recreation 107 Parks, Trails & Recreation Director $118,196 $99,144 $120,792 $142,440 WCG C rty of Lafayette Director of Parks and Recreation 107 No Match
CML City of Lakewood Director of Parks and Recreation 107 Director Community Resources $118,019 $88,317 $109,720 $155,771 WCG City of Littleton Director of Parks and Recreation 107 No
Match WCG City of Louisville Director of Parks and Recreation 107 Director of Parks & Recreation $115,211 $95,410 $109,720 $126,173 WCG City of Northglenn Director of Parks and Recreation
107 Director of Parks & Recreation $95,422 $95,422 $106,510 $11 7,597 WCG City of Thornton Director of Parks and Recreation 107 Executive Director -Comm. Servo $139,295 $111 ,436 $125,366
$139,295 WCG City of Westminster Director of Parks and Recreation 107 Director of Parks & Recreation $146,007 $122,360 $137,655 $152,950 CML Town of Castle Rock Director of Parks and
Recreation 107 Director Parks, Rec & Pub Prop $115,548 $99,944 $119,912 $139,880 CML Town of Parker Director of Parks and Recreation 107 Rec & Park Development Dir $122,081 $90,400 $117,500
$144,600 No. of Participants: 16 No. of Incumbents Reported: 13 25th Percentile Marl<et Data: $115,548 $90,585 $109,720 $127,683 Median Marl<et Data: $118,667 $95,416 $117,184 $139,588
Average Marl<et Data: $122,058 $98,359 $116,953 $137,779 75th Percentile Marl<et Data: $128,960 $101 ,371 $120,132 $144,675 Average Median City of Wheat Ridge Current Average Salary
vs. Marl<et Average Salary: City of Wheat Ridge Current Midpoint vs. Marl<et Average Salary: Prepared by The Waters Consulting Group, Inc. 7-10 9129/2010,7:08 PM
i l Survev ParticIIJn Survey Job No,: 108 MARKET ANALYSIS WORKSHEET For Client Review Survev Job Tille 1=1 ParticiDant Matchina Tille I :!I M: I;uml Survey Job Title:
Director of Public Works Job Summary: City of Wheat Ridge WCG City of Commerce City CML City of Englewood WCG City of Greenwood Village WCG City of Littleton CML Town of Parker CML Town
of Castle Rock WCG City and County of Broomfield CML City of Arvada CML City of Brighton WCG City of Golden WCG City of Lafayette CML City of Lakewood WCG City of Louisville WCG City
of Northglenn WCG City of Thornton WCG Citv of Westminster Prepared by The Waters Consulting Group, Inc. Performs administrative, supervisory and professional work, planning, coordinating
and directing the activities of the Public Works Department to include divisions of administration, engineering, streets, traffic and shops. 108 Director of Public Works $130,851 $95,398
$114,047 Director of Public Works 108 Director of Public Works $124,000 $91 ,583 $114,479 Director of Public Works 108 Director of Public Works $125,840 Director of Public Works 108
Public Works Director $140,465 $99,144 $120,792 Director of Public Works 108 Public Service Director $135,358 Director of Public Works 108 Public Works Director $125,162 $90,400 $11
7,500 Director of Public Works 108 Director Public Works $114,639 $99,944 $119,912 Director of Public Works 108 Public Works Director $118,453 $114,920 $138,060 Director of Public Works
108 Director of Public Works and Utilities $139,621 $92,202 $115,912 Director of Public Works 108 Public Works Director StreeVFleet & Utilities $99,737 $90,646 $107,411 Director of Public
Works 108 Director of Public Works $142,400 $90,000 $117,450 Director of Public Works 108 Public Works Director $113,516 $81 ,083 $97,300 Director of Public Works 108 Director Planning
& Public Works $142,989 $88,317 $138,544 Director of Public Works 108 Director of Public Works $118,104 $99,216 $114,109 Director of Public Works 108 Director of PW & Utilities $107,000
$95,422 $114,109 Director of Public Works 108 Deputy City Manager $153,580 $122,864 $138,222 Director of Public Works 108 Director of Public Works $1461007 $1221360 $1371655 No, of Participants:
EE No, of Incumbents Reported: 25th Percentile Market Data: $124,291 $91 ,287 $116,745 Median Market Data: $125,501 $95,364 $118,706 Average Market Data: $127,577 $95,268 $118,171 75th
Percentile Market Data: $132,979 $99,344 $120,132 Average Median City of Wheat Ridge Current Average Salary vs, Market Average Salary: City of Wheat Ridge Current Midpoint vs, Market
Average Salary: 8 -10 $132,696 $137,375 $142,440 $144,600 $139,880 $161 ,200 $139,621 $124,176 $144,900 $113,516 $188,771 $131 ,227 $117,597 $153,580 $152.950 $139,254 $141 ,160 $141
,074 $142,980 9129/2010, 7:08 PM
1 1 SWWy ParticiDant Survey Job No.: 109 Survey Job Title: Executive Assistant Job Summary: City of Wheat Ridge WCG City and County of Broomfiled CML City of Brighton WCG City of Commerce
City CML Cigy of Englewood WCG City of Golden WCG City of Greenwood Village WCG City of Lafayette WCG City of Littleton WCG City of Louisville WCG City of Northglenn WCG City of Thornton
WCG City of Westminster CML Town of Castle Rock CML Town of Parker Prepared by The Waters Consulting Group, Inc. MARKET ANALYSIS WORKSHEET For Client Review
1: 1 MItching.DII This is a complex and highly responsible administrative position at the highest level of municipal administration held with
the primary responsibility of providing administrative assistance to the City Manager, Deputy City Manager, and Assistant to the City Manager/Public Information Officer. In addition,
this position is expected to provide administrative
support to the staff assigned to the Administrative Services Department as needed. Minimum Qualifications: High school diploma or equivalent and six years of progressively responsible
administrative experience, including two years of support a high-level executive or manager and dealing with confidential material. 109 Executive Assistant $52,379 $45,645 $52,676 Executive
Assistant 109 Executive Assistant $49,192 $44,624 $56,004 Executive Assistant 109 Administrative Coordinator $47,925 $41 ,142 $46,755 Executive Assistant 109 Executive Administrator
$53,526 $53,526 $65,570 Executive Assistant 109 Executive Assistant to CM and Attorney $61 ,327 $49,342 $56,744 Executive Assistant 109 Admin Asst to CMO $56,200 $47,200 $59,000 Executive
Assistant 109 Executive Assistant 1 $66,406 $46,300 $56,456 Executive Assistant 109 No Match 0 Executive Assistant 109 Executive Assistant $50,256 $43,092 $46,616 Executive Assistant
109 Executive Assistant to the City Manager $47,674 $36,709 $44,512 Executive Assistant 109 Executive Assistant to the City Manager $49,462 $42,199 $49,256 Executive Assistant 109 Executive
Assistant $60,390 $51 ,030 $57,409 Executive Assistant 109 Executive Assistant $61 ,260 $49,660 $56,115 Executive Assistant 109 Executive Assistant $56,661 $47,029 $56,420 Executive
Assistant 109 Executive Assistant $52,674 $45,400 $54,500 No. of Participants: 14 No. of incumbents Reported: 13 25th Percentile Market Data: $49,462 $43,092 $49,256 Median Market Data:
$53,526 $47,029 $56,115 Average Market Data: $55,169 $46,263 $54,562 75th Percentile Market Data: $60,390 $49,342 $57,409 Average Median City of Wheat Ridge Current Average Salary vs.
Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average 9 -10 $60,106 $67,164 $56,366 $77,613 $64,145 $70,600 $66,616 $50,544 $51 ,169 $56,317
$63,767 $62,350 $65,611 $63,600 $56,366 $63,767 $62,946 $67,164 9129/2010,7:08 PM
MARKET ANALYSIS WORKSHEET For Client Review I I §1Im P8I'IieI!!I!J P8IticIDant Mllll:hilill TIlle I r.::::.1 =. I=.. Survey Job No.: 110 Survey Job
Title: Municipal Court Administrator Job Summary: City of Wheat Rldge WCG City and County of Broomfield CML City of Arvada CML City of Brighton WCG City of Commerce City CML City of
Englewood WCG City of Golden WCG City of Greenwood Village CML City of Lakewood WCG City of Littleton WCG City of Louisville WCG City of Northglenn WCG City of Thomton WCG City of Westminster
CML Town of Castle Rock CML Town of Parker Supervises and manages the administrative record keeping and technical activities of the municipal court; implements policies established by
the Municipal Judge; serves as courts contact with the public. 110 Court Administrator $87,281 $66,282 $76,060 Municipal Court Administrator 110 Court Administrator' $89,140 $75,712
$90,948 Municipal Court Administrator 110 Court Administrator $89,584 $63,964 $75,855 Municipal Court Administrator 110 Court Administrator $51 ,632 $50,128 $58,405 Municipal Court Admihistrator
110 Municipal Court Supervisor $62,660 $53,526 $65,570 Municipal Court Administrator 110 Court of Municipal Court $71 ,170 $59,163 $68,037 Municipal Court Administrator 110 Court Administrator
$65,513 $47,200 $59,000 Municipal Court Administrator 110 Court Administrator $80,148 $72,036 $85,146 Municipal Court Administrator 110 Court Administrator $108,098 $88,317 $122,044
Municipal Court Administrator 110 Court Administrator $91 ,128 $84,792 $92,124 Municipal Court Administrator 110 No Match Municipal Court Administrator 110 Municipal Court Supervisor
$83,846 $63,457 $74,071 Municipal Court Administrator 110 Deputy Court Manager $67,269 $54,906 $61 ,770 Municipal Court Administrator 110 Court Administrator $96,848 $79,285 $89,196
Municipal Court Administrator 110 Court Administrator $65,580 $47,029 $56,420 Municipal Court Administrator 110 Court Administrator $59,740 $47,400 $59,200 WCG City of Lafayette n ___
Municipal.Cou.rtAdministrator 110 Court Supervisor' $46,017 $37,693 $44,287 , Over Municipal, County and District courts -Lower requirements Prepared by The Waters Consulting Group,
Inc. No. of Participants: No. of Incumbents Reported: 25th Percentile Market Data: Median Market Data: Average Market Data: 75th Percentile Market Data: City of Wheat Ridge Current Average
Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average Salary: 10 -10 15 14 $65,530 $50,978 $59,842 $75,659 $61 ,310 $71 ,054 $77,311 $63,351 $75,556
$89,473 $74,793 $88,183 $87,281 $106,184 $87,746 $66,681 $77,613 $76,911 $70,800 $98,256 $155,771 $99,456 $84,684 $68,633 $99,106 $65,811 $71 ,000 $50,880 $70,850 $81 ,149 $87,761 $98,894
9/29/2010,7:08 PM
Appendix B -EMT Summary
MARKET SUMMARY -GENERAL EMPLOYEE POSITIONS I ClIy 01_ IIkIge DIbo ClIl!of_ -AIoIge -AIoIge llldplio cu.....t BUy 10 -llldplio BUy -... --Job , Avg_ AIoIge Avg_ -Avg--No_
SurWYJobTIlle CIIy 01_ RIdge Job Tille FLSA Gn! -IIln IIIdpI -s,.-- 101 City Manager City Manager E $140,000 -15_6% -15.2% 106 Director of Municipal CourVJudge Director
of Municipal Court/Judge E $113,295 -8.2% -9.3% 104 IChiel of Police IChief of Police E,2 $136,113 $101,681 $118,897 $136,113 34% 1145% I 7,2% 7.8% I -6.3% ·5.8% 102 Administrative Services
Director Intenm Administrative Services Director E E·1 $95,398 $95,398 $114,047 $132,696 39% 83.6% -21.4% ·15.9% -6_ 1% 0,6% 105 Director of CommUnily Development Director of Community
Development E E·1 $105,500 $95,398 $114,047 $132,696 39% 925% ·11 ,8"'0 ·8,2% -07% 107 Director of Parks and Recreation Director of Parks and Recreation E·1 $124,531
$95,398 $1'4,047 $'32,696 39% 1092% 2,0"" 49% -6.6% -3.9% 108 Director of Public Works Director of Public Works E E·1 $'30,851 $95,398 $114.047 $'32,696 39% 114.7% 2.6% 4 3°(;" ·10.6%
·9.1% Grade El Average: 39% 100% -7.2% -3,7% -7,0% -3.3% 110 IMUnlCipal Court Admlnlslrator Icourt Administrator M·5 $87,281 $66,282 $76,060 $87.281 32% 1148% I 12.9% 15,4% -1.6C!·o
0,5% 103 IAssis1an, '0 'he C"y Manager/Publ,c Information Officer IAss,s,an, '0 Ihe C"y Manager/Pub"c 'nformallon Ollicer E PR·8 $0 $57,090 $66, '34 $75,177 32% -16.2% -15.6% ,og IExecutlve
ASSistant IExecutlve ASSIstant NE AMS· '2 $52,379 $45,645 $52,876 $60, '06 32% 99.1% ·51% -2. 1% -4,2" .. -1.20/0 Prepared by The Waters Consulting Group. Inc ,., 10_ AIoIge s,.-Io MInto
IIIcIptIo ---_10 -Avg AIoIge -MIn IIIcIpt -s,.-,p-' Inca BUy 15 15 $165,905 12 $123,464 I 0.5% ·2,8% -5.3% I ·193% I 15 15 $126,939 ·98% ·64% -38"'-290% 10 $121.429 ·01% 10% 1.6% 6.5%
12 11 $119,574 ·30% ·2.5"'--3.7010 -2_4% 16 13 $'22,058 0,1% -3.5% ·59% ·18.7% $'27,577 -3,2% ·2,8% ·2,9% 3.6% 4.6% 0.1% ·05% -17.8% 15 '4 $77,3' , -18.3% -20,2% -21.6% -148% '1 $78,932
·1,4% -31% -4,5% -12.00/0 '4 '3 $55,169 Su ,.,DIbo -__ G.-11M"" -G'-_... _-on -A_ AIoIge AIoIge -. -. -SIIIary MIn IIlcIpt -s,.-s.wv IIln IIIcIpt -$165,163 $124,922 $126,214 $101 ,208
$122,368 $143,699 420% I E·3 $113.422 $127,817 $142,212 $113,367 $105,810 $114,903 $95,503 $1'8,667 $98,359 $'25,50' $95,268 $75,659 $63,351 $78,364 $69,900 $53,526 $46,283 $121 ,841
$137 872 303% E·2 $101 ,681 $118,897 $112,947 $130,556 367% E·2 $101 .681 $' '8,897 $116,953 $'37,779 40'% E·2 $10' ,681 $118,897 $118.171 $141 .074 481% E·3 $113,422 $127,817 39% $75,556
$87,761 385% M·5 $66.282 $76,060 $82,890 $95,881 372% PR· 'O $67,'55 $77,793 $54,582 $62,948 360% AMS·12 $45,645 $52,876 Wheat RldgeMarkel AnalYSIS -EMT 09 28 10 xls.Markel Summary 09/29/2010
. 614 PM $136,113 $'36,113 $136.113 $142,212 $87,281 $88,430 $60,106
Appendix C -Staffing Sheets
Form of Government Population Arvada CounclllManager 107,700 Brighton Council/Manager 32,120 Castle Rock CouncillManager 46,261 Commerce Council/Manager 45,000 Englewood CouncillManager
32,532 Golden CouncillManager 18,955 Greenwood CouncillManager 24 ,382 Lafayette Strong Council/Administrat or 26,146 Lakewood CouncilJJ\l1anager 147,000 Uttlelon CouncillManager 41.202
Louisville CouncillManager 19,000 Northglenn CouncillManager 5,238 Parker CounciUAdministrator 46,000 Thornton CouncillManager 117.003 Westminster CouncllIManager 11 ,257 Mean of all
44,614 Median of all responses 32,532 Statistics Total Number of FTEs (includes part City Approved Total time EEs) Appropriation 691 $165,274,678 262 $48.408,995
423 $106,944.733 315 $52,640,728 485 $90,063,958 383 270 258 $42.638.190 1,085 $155,726,603 422 $72,559,700 152 $32,270,530 247 $40.573.266 268 $47.791 ,800 805 $185,289.806 983 $170.876,064
469 $88,810,196 383 $70,453,337 City Approved General Fund Budget Department/Division $64,238,020 Human Resources $19,188,765 Human Resources $27,251,807 Human Resources S46,665,618
Human Resources $40,616.941 Human Resources $21.230 ,047 Human Resources $33 ,769,274 Human Resources $19,365,999 Human Resources $93,204,966 Employee Relations $48.487,460 Human Resources
$13,443,100 Human Resources $19.043,917 Human Resources $33,348,000 Human Resources $86.482 ,300 Human Resources $99,707,264 Human Resources $44,816,669 S33,769,274 Reports To: City
Manager City Manager Deputy City Manager Deputy City Manager City Manager City Manager CITY OF WHEAT RIDGE STAFFING ANALYSIS Core Services Employment, Compensation, General HR, Benefits
Administration Employment, Compensation. General HR, Benefits Administration Recruitment, retention, training, compensation and benefits, performance evaluation. employee recognition
General HR functions (benefits technician in Finance but not included in this FTE count.) Employment, Compensation, General HR, Benefits Administration, Training, Employee Relations,
Labor Negotiations Trainin!]. Recruitment and Selection, Compensation, Performance Management Administrative Services Director General HR funclions City Administrator General HR functions
Recruitment, Interviewing, Training, Policy Development, HRIS , Staffing, Performance Management, Compensation and City Manager Benefits. Recruitment, Employment, Benefits, Worker's
Compensation. Administrative Services Director Training. Pay and Benefits Recruitment, Employment, Benefits, Worker's Compensation. Deputy City Manager Training , Pay and Benefits Recruitment.
retention, training, Pay and Benefits. General HR Director of Management Svcs, Functions Recruitment, retention, training, Pay and Benefits, General HR Deputy Town Administrator Functions
Deputy City Manager Director of General Services Recruitment, classification and compensation, employee policies. benefits administration . and training Recruitment and selection, classification,
benefits, and compensation, employee relations. benefits administration, HRIS Department Statistics 2010 Budget 51.272,110 $318,538 $5.410,958 $712,641 $504,898 $532,725 unable to allocate
$278.632 $1 ,296,818 $743,800 $272,010 $603,909 $369,000 $1 ,651 ,848 $1,449,569 $1 ,152,234 $658,275 Total # of FTEs 9.00 3.00 4.00 5.00 3.57 3.50 4.50 3,00 14.0 6,0 3.8 5.8 4.0 14.5
10.9 6,3 4,5 Dept. Employees Per Dept. Budget Per Capita Capita (Per (S) (Per 1 ,000) 1,000) $11 ,811 .61 0.084 $9,917.12 0.093 $116.965.87 0.086 $15,836.47 0.111 $15,520,04 0,110 0.185
0.185 $10,656.77 0,115 $8,821,89 0.10 $18.052.52 0.15 $14,316.32 0.20 $115.293.81 1.11 $8.021.74 0,09 $14,118.00 0.12 $128,770.45 0,96 $41,206,55 0,27 $14,918,18 0.11 Dept. Employee
Dept. Cost Ratio to Total City per City FTE Employees ($) 176.8 $1 ,840.97 1:87.3 $1 .215.79 1 105.8 $12,791.86 1.63 $2,262.35 1:135.8 $1 .041.03 1:86 $1 ,079.97 177.5 $1195.22 1:70.3
$1 .762.56 1;40 $1 .789.54 142.6 $2444.98 1:67 $1.376.87 1·55.5 $2.053.26 1:90.6 $1,474.64 1:73.9 2,457,39 1:85.1 1,718,73 Dept. Budget as a Percent of General Fund 2.0% 1.7% 19,9% 1.5%
1.2% 1.4% 1.4% 1.5% 2.0% 3.2% 1.1% 1.9% 1.5% 2.6% 1.9%
Wheat Ridge CouncillManager 31,183 224 S29.054 .040 $23.891,701 Human Resources Deputy CIty Manager data is not avai lable CITY OF WHEAT RIDGE STAFFING
ANALYSIS Recruitment. selection. retention. compensation and classification. emplovee relatIons. personnel poficies. performance management. benefits adminrstration and training. $393
.176 3.0 $12,608.66 0.10 1:74.6 $1,756.19 1.6%
Cit' Statist ics Total Number of City Approved FTEs (includes City Approved Total General Fund City Form of Government Population part-time EEs) Appropriation Budget Fu nction Arvada
CounciVManager 107,700 691 5165.274,678 $64,238,020 Finance Brighton CounciVManager 32,120 262 $48,408,995 $19,188 ,765 Finance Castle Rock Council/Manager 46,261 423 $106,944 ,733 $27,251
,807 Finance Commerce Council/Manager 45,000 315 $52,640,728 $46,665.618 Finance Finance and Administrahve Englewood Council/Manager 32,532 485 $90,063 ,958 $40,616,941 Services Golden
CounciVManager 18,955 383 $68,346,974 $21.230,047 Finance Greenwood Council/Manager 24,382 270 Wfffi. $33,769,274 Finance Lafayette Strong CounciVAdministrator 26,146 258
$42,638,190 $19 .365,999 Finance Lakewood CounciVManager 147,000 1,085 $155.726,603 $93,204 ,966 Finance Litt leton CounciVManager 4 1,202 422 $72,559.700 $48,487,460 Finance Louisville
CounciVManager 19,000 152 $32,270,530 $13,443,100 Finance and Accounting NOrlhglenn CounciVManager 5,238 247 $40,573,266 $19,043,917 Finance Parker Council/Administrator 46.000 268 $47,791
,800 $33,348 ,000 Finance CITY OF WHEAT RIDGE STAFFING ANALYSIS De partment Statist ics Reports To: Core Services 2010 Bu dget Reponing, budget, transaction processing, debt management,
cash and investments, grants , utility billing, City Manager risk management 510,143.314 City Manager Sales ta-.: and all financial activities $290,658 Billings & Collections , Accounts
Payable, Payroll, Accounting Budget, Town Manager 52 ,269 .270 Financial Svcs. , Planning and Budgeting, Tax, Judicial. Resource Deputy City Manager
Development 510 ,164.227 Accounting, Revenue and Budget, PUfc;:hClsing, Central Services, Crty City Manager Clerk's Office , 1.;:' 51 .613,962 Accounting. Investment, budget
and cash management, sales and use tax, collections, audits, cashiering. (3 Finance and Administrative additional FTEs identified in Sales Services Tax) $1 ,114,637 FinanCial reponing,
budget, Sales and Use Tax, Other Taxes, Payroll, Accounts Payable, and other Accounting as well as Purchasing. (9 City Manager FTEs identified in Sales Tax) $1 ,549,941 Centralized accounting,
financial reporting , billing, revenue collection, payments. payroll, budget preparation. Finance and Administrative Oversee
Services Di?'si(;" . (3 FTEs identified in I.T.) 5509.192 Asset management, budget, treasury dept. financial analysis, accounting functions, property and purchasing , mailroom, and enforcement
of all (:;.): ;.>r('!;i) .. w(:(:<';':ji'ld (3 FTEs City Manager Identified in Purchasing) 52.224.202 Accounting and budget, Treasury, sales tax, auditing,
payroll, utility Deputy City Manager billing. $993,140 Payroll, Accounting, FinanCial Records, Taxes, Infor01:iHon City Manager Technology $320,290 Financial Activities, Sales Tax, Case
Management, Procurement, Budget, Utility Billing, General Accounting. (3 City Manager FTEs Identified for Sales Tax) 51,519.301 Budget Financial Planning, ';ccounting, Sales Tax, Debt
and Cash Management, Central Deputy Town Administrator Purchasing and Payroll $875,800 Dept. Budget Per Capita Dept. Employees Dept. Employee Total " ($) (Per Per Ca pita (Per Ratio
to Tota l Dept. Cost per City of FTEs 1,000) 1,000) City Employees FTE ($) 15.25 $94,181.19 0,142 1.45,3 514.679.18 5.00 59,049.13 0.156 1'52.4 $1 ,109.38 14 .00 549,053.63 0.303 1:30.2
$5,364.70 28.00 $225.871.71 0.622 1.11.25 532 ,267.39 17.90 549,611.52 0.550 1.27.1 $3,327.76 5.50 $58,804 .38 0.290 1.69.6 $2,9 10.28 7.00 563,569.07 0.287 1;38.6 $5.740.52 6.00 $19,474.95
0.229 1:43 51 .973.61 $15,130.63 0.000 #DIV/O! $2,049.96 9.00 $24,104.17 0.218 1:46.0 $2,353.41 6.00 516,857.37 0.316 1:25.3 $2,107.17 13.60 $290.053.65 2.596 1:18.2 $6, 151.02 8.50
$19,039.13 0.185 131.5 $3.267.91
Thornton CounciVManager 117,003 805 $185,289,806 $86,482 ,300 Finance Deputy City Manager Westminster Council/Manager 11 ,257 983 $170,876,064 199,707,264 Finance City Manager Mean 47,986
470 $91 ,386,145 $44,402,899 Median 32,532 383 $70,453,337 $33,769,274 Wheat Ridge Council/Manager 31,183 224 529,054 ,040 523,891.701 Finance Deputy City Manager //////Indicates data
is not available CtTY OF WHEAT RIDGE STAFFING ANALYSIS Does not include separate Office of Budget and Management thai has Budget responsibilities. Financial activities and planning/forecasting
, accounts payable, collecting analyzing and reporting financial data . Investment and debt management, sales and use lax licensing and collection including tax audits. (8 FTEs identified
for Sales Tax and Audit) Administration of sales tax, purchasing , accounting functions, debt issuance, investments, utility billing. (8.S FTEs identified for Sales Tax) Revenues, accounts
payable, general ledger, vendor payments, payroll. yearend audits, financial records and information , Fixed assets. Budget not Included in this funetion. $1 ,874,553 9,00 $2144,657
27.75 52,507,142.93 1 2.32 51 ,549,941.00 9,00 5220,330 2,75 $16,021.41 0,077 189.4 12.330.08 5190,517,63 2.465 1.35.4 52,181 .75 $76,089.3'0 0.562 1:38.1 $5,335.48 $49,053.63 0.287
1 :42.6 $4,046.84 57,065,71 0.088 1 81 .4 $984,14
Ci Statistics Total Number of FTEs CITY OF WHEAT RIDGE STAFFING ANALYSIS De artment Statistics Dept. Dept. Budget Per Capita Employees Per (includes part-City Approved T olal City Approved
Total # of ($) (Per Capita (Per L-__
•• ,'.L_ __
_ ...L_ _ _ _
1,000) 1,000) Arvada Council/Manager Brighton Council/Manager CasUe Rock CouncillManager Commerce Council/Manager
Council/Manager Golden Council/Manager Greenwood Council/Manager La fayene Strong Council/Administrator Lake'M)od Council/Manager Uttleton CounciUManager LouIsville CouncIl/Manager Northglenn
Council/Manager Parker CouncllIAdmlnistratOi Thomton Council/Manager Westminster Council/Manager Mean Median Wheal Ridge Council/Manager , /////
107,700 32,120 46,261 45,000 32,532 18,955 24 ,382 26, 146 147.000 41 ,202 19,000 5,238 46,000 117 .003 11 ,257 47,986 32,532 31.183 691 262 423 333 485 383 270 258 1,085
422 152 247 268 805 983 471 383 224 5165.274,678 548,408,995 5 I 06,944,733 552,640,728 $90,063,958 $68,346,974 /;/////5 $42,638.190 $155.726,603 $72,559.700 $32.270.530 $40,573,266
547,791.800 $185.289,806 $170,876,064 $91 ,386.145 $70,453.337 $29,054.040 $64 ,238,020 Information Technology 519,188,765 Information Technology $27,251 ,807 Information Technology
$46,665.618 Information Technology $40,616,941 Informalion Technology $2 1,230,047 Information Technology $33,769,274 Information Technology $ 19,365,999 Information Technology $93,204.966
Information Technology $48,487,460 Information Technology $ 13,443,100 Information Technology $19,043,917 Information Technology $33,348,000 Information Technology $86,482.300 Information
Technology -$99,707,264 Information Technology 544,402,899 $33,769,274 $23,891}01 InformatJon Technology City Manager City Manager Deputy T OV\(l Manager Deputy City Manager InformatJon
Systems, Nel'Mlrk Systems, Mail Room Inlormation Systems. Net'NOrk Systems Information Systems, Net ... .ork Systems Administration, Operations, Project and applications Svcs., GIS Information
and City Manager telecommunications systems Technology planning, GIS, Finance and Admimstrative SVCS. centralized computer Director management functions. Information Systems, Network
Administrative Services Director Systems Information Systems, Net'NOrk Finance Department Systems Information and CommunicatIOns City Manager Systems, GIS City Manager Computer Support
Svcs, System and Network Administration, Software and Database Admmistration, T elecommunicalions Computer Support Svcs, System and Network AdministratIon, Software and Database Administration,
Finance and TechncMogy Svcs. Telecommunications Software and Hardware. City'S City Manager Technofogy. Computer Maintenance, Netv.ork Administration, Data Backup and Deputy ToV\(l Administrator
Recovery, Software Mgmt, GIS Voice and data services including acquisition, implementation and ongoing maintenance and Deputy City Manager support. CIty Manager Deputy City Manager Provides
technical services and support to all departments in the areas of hardware, software, data network services and telecommunications. Strategic information technology planning, procurement,
install ation, maintained of City computers and software, back-up and recover for server and phone systems. 55.045.936 27.00 5552,362 7.00 $1 ,793.277 11 .50 52.021 .878 15.00 $ 1.342,948
11.50 $1.453,105 6.00 Not available 7.00 $617,491 3,00 $4.848.350 29.64 $1.244,790 10.00 $221 ,650 3.00 51.296,804 6.00 $1 ,114.700 9.00 54.891 .594 28.00 $2,801 .004 26.80 2,033,992
13 10 $1 ,226.844 6.0 $46,851.77 $17,196.82 $38,764.34 $44,930.62 $41 ,280.83 $76,660.78 /'//////5 $23,617.04 $32 ,981 .97 $30,211.88 511 ,665.79 $247,576. 17 524,232.61
$41 ,807.42 $248,823.31 $66.185.81 $40.022.58 $39,343.36 0,251 0.218 0.249 0.333 0.353 0.317 0.287 0.115 0.202 0.243 0.158 1.145 0.196 0.239 2.381 0."6 0.249 0.192 Dept. Employee Rat
io to Total City Employees 125.6 137.4 Ila.8 122 2 142.2 1638 138.6 1:86 136.6 142.2 150.7 141.2 129.8 128.7 1.36.7 1:35.3 1:38,3 1.37.3 Dept. Cost per City FTE 1$1 $7,302.37 $2,108.25
$4,239.43 $6,080.84 $2,768.96 $3,794.01 'i////Z $2,393.38 $4 ,468.53 $2,9"9.74 51 ,458,22 $5,250.22 $4.159,33 $6.080.29 $2,849.44 $4,434,60 $3,650.20 $5,479.92
City Statistics Total Number of FTEs City Approved (includes part· Total City Approved City Form of Government Population time EE-s) Appropriation General Fund Budget Arvada CouncilfManager
107,700 691 $165,274,678 $64.238,020 Brighton Council/Manager 32.120 262 $48,408,995 $19,188,765 Casde Rock CounciUManager 46,261 423 $106,944,733 $27.251 ,807 Commerce Council/Manager
45,000 315 $52,640.728 $46.665.618 Engle'NOod Council/Manager 32,532 485 $90,063,958 $40,616,941 Golden Council/Manager 18,955 383 $68,346,974 $21.230,047 Green'MJod Council/Manager
24,382 270 $33.769,274 Lafayette Strong Council/Administrator 26 ,146 258 $42,638,190 $19.365,999 lakewood Council/Manager 147,000 1,085 $155,726,603 $93,204,966 littleton
CouncilfManager 41 ,202 422 $72,559,700 $48,487,460 Louisville Council/Manager 19,000 152 $32,270,530 $13,443,100 Northglenn Council/Manager 5,238 247 $40,573,266 $19,043,917 Parker
Council/Administrator 46,000 268 $47 ,791 ,800 $33,348,000 Thornton Council/Manager 117.003 805 $185,289,806 $86,482,300 Westminster Council/Manager 11,257 983 $170,876,064 $99.707,264
Mean 47,986 470 $91 ,386,145 $44,402,899 32.532 383 $70,453,337 $33,769,274 Wheat Ridge CouncillManager 31, 183 224 $29,054.040 $23,89 1,701 /'././/'//'/Indicales data is
not available Function Reports To: Sales Tax Part of Finance Department Sales Tax Part of Finance Department Sales Tax Part of Clerk's Office Sales Tax Finance Department Sales Tax Fmance
Department Sales Tax Part of Finance Department Sales Tax Part of Finance Department Sales Tax Part of Finance Department Revenue Part of Finance Department Sales Tax Part of Finance
Department Tax Administration Patt of Finance Department Treasury Part of Finance Department Sales Tax Administration Part of Finance Department Tax and Investment Part of Finance Department
Sales Tax Part of Finance Department Sales Tax Deputy City Manager CITY DF WHEAT RIDGE STAFFING ANALYSIS Core Services Tax and Audit Tax and Audit Ejections, T ax and licensing, Public
Records Records Tax and Audit Part of Revenue and Budget cost center Tax and Audit Tax and Audit Tax and Audt t Enforcement of all tax ordinances and regulations, Tax and Au(fit Tax
and Audit Sales Tax Sales Tax Tax Collections and Audits, Investments CoHect, Process and Audit Taxes, Administers Economic Development Agreements licensing, tax administration, revenue
reporting, Urban Renewal Authority and Enhanced Sales Tax Incentive Programs, Department Statistics 2010 Budaet $730,904 Not available Not available $967,890 Not avatlable Not available
Not available Not available 5841,240 Not available $841,240 Not available $170,000 Not available $550,1 43 $683,570 $786,072 $220.248 Total # of FTEs Oept. Budget Per Capita ($) (Per
1,000) Dept. Employee Dept Employees Ratio to Total Per Capita (Per City 1,000) Employees Dept. Cost per City FTE ($I 15.57 $5,722.72 0.106 1 :69.7 $775,34 NOI"';I'bl'%///////////////////////h
15.57 $44,275.79 0.819 3.00 %/////////h 0.573 4,50 $3,695,65 0.098 8,00 0,068 8.50 $48,871.19 0,755 7.90 $21,810.08 0.301 8.00 $14,147.57 0.158 3,00 $7,063.08
0,096 1:9.8 1:82.3 1:59.6 1:100,6 1:115,6 1:59.5 1:47.9 1'74.6 $5,534.47 $634.33 I/'/h $559,66 $1,454.71 $2,052.41 $983.78
City Form of Government Population Arvada Council/Manager 107.700 Bnghton Council/Manager 32. 120 CasUe Rock Counci l/Manager 46,261 Commerce Council/Manager 45,000 Englewood Council/Manager
32.532 Golden Council/Manager 18.955 Greenwood Council/Manager 24.382 Lafayette Strong Counci l/Administrator 26,146 Lakewood Council/Manager 147.000 Littleton Council/Manager 41.202
Louisvi lle Council/Manager 19.000 Northglenn Council/Manager 5.238 Parker Counci l/Administrator 46.000 Thomton Council/Manager 117.003 Westminster Council/Manager 11 .257 Mean 47,986
Median 32,532 Wheal Ridge Council/Manager 31.183 '///////I ndicates data is nol available City Statistics Total Number of FTEs (includes parttime EEs) 691 262 423 315 485 383 270 258
1.085 422 152' 247 268 805 983 493 403 224 City Approved Total Appropriation $165.274.678 $48,408.995 $106.944.733 $52.640.728 $90,063 ,958 $68,346.974 ////.//; ///////$42.638.190 $155.726.603
572.559.700 $32.270.530 $40.573.266 $47.79 1.800 $1 85,289.806 $170.876.064 $91 ,386,145 $70,453,337 $29.054.040 City Approved General Fund Budget 564.238.020 519.188.765 527.251 ,807
546,665.618 540,616.941 $2 1.230.047 $33.769.274 $19.365.999 $93.204 .966 548.487.460 513.443.100 $19.043.917 $33.348.000 $86,482 .300 $99.707,264 $44,402,899 $33,769,274 $23.891 .701
Function PurchaSing PurchaSing Purchasing PurchaSing PurchaSing Purchasmg PurchaSing PurchaSing Purchasing PurchaSing PurchaSing PurchaSing PurchaSing Purchasing Purchasing PurchaSing
CITY OF WHEAT RIDGE STAFFING ANALYSIS Department Statistics Reports To: Part of Financial Services Part of Financial Servlcesunable to separate FTE and Core Services PurchaSing PurchaSing
budget PurchaSing Decentralized Decentralized Finance and Adminlstrallve Svcs Purchasing Decentralized Decentralized Finance Department Purchasing Finance Department Purchasing Finance
Department PurchaSing Decentralized Decentralized Finance Department Decentralized Decentralized Decentralized Finance Department Centralized Purchasing Support Services Director Finance
Department Deputy City Manger PurchaSing and Contracts Purchasmg Manage and administer all procurement and contracting, policy development. Dept. Dept. Employee Dept. Budget Employees
Ratio to Dept. Cost Total # of Per Capita ($) Per Capita Total City per City FTE 2010 Budget FTEs (Per 1,000) (Per 1,000) Employees ($) $434.300 4.00 54.032.50 0.037 1'172.8 $628.51
$134.424 3.00 54.185.06 0.093 187.3 $513.()7 570.038 1.00 $2.152.90 0.031 1.485 51 44 .41 Not
available Not available Not available Not available Not available Not available Not avai lable $923.204 Not available $390,492 $284,362 $102221 D ce3 ::r
1.00 1'/////0.022 1268 /////. 9.00 57.890.43 0.077 1'89.4 51.1 47.55 1.00 0.089 1.983 3.14 $4,565.22
0.053 1 :156.7 5792.70 3.00 $4,108.78 0.037 1 :134.2
5706.49 1.50 53.278.10 0.048 1. 149.3 $456. 59
CITY OF WHEAT RIDGE STAFFING ANALYSIS City Statistics De artment Statistics Dept. Total Number of City Approved Employees Per Dept. Employee FTEs (includes Total City Approved Total#of
Capita (Per Ratio to Total City City Form of Government Population part-time EEs) Appropriation General Fund Budget DepartmenUDivision Reports To: Positions FTEs 1,000} Employees Receptionist
(1 ). Assistant City Manager (3) Deputy City Manager Arvada Council/Manager 107,700 691 $165,274,678 $64 ,238,020 City Manager's Office Crty Manager (1), Executive Assistant (1) 5,0
0,05 1 138,2 Brighton Council/Manager 32,120 262 $48.408,995 $19 ,188,765 City Manager's Office City Manager 2 Unidentified 2,0 0.06 1.131 Deputy Town Manager( l ), Executive Assistant
(1), Castle Rock Council/Manager 46,261 423 $106,944,733 $27,251,807 Office of the Town Manager Town Manager Administrative Assistant( 1) 3.0 0.06 1:141 Deputy Town Manager (2). Executive
Assistant (I), Commerce Council/Manager 45,000 3 15 552,640,728 $46,665,618 City Manager's Manager's Office City Manager Administrative Assistant (2) 4.0 0.09 1.78.8 Deputy City Manager
(I ), Executive Assistant to the City Englewood CounciUManager 32,532 485 $90,063,958 $40,616,941 City Manager's Office City Manager Manager (1), Clencal Assistant.(l ) 3.0 0.09 1.161.7
Golden Council/Manager 18,955 383 $68,346,974 521.230,047 City Manager's Office City Manager Administrative Assistant (1) 1.0 0.05 1:383 Assistant to the City Manager (1) , Management
Specialist (1 ), Greenwood Village Council/Manager 24,382 270 $33,769,274 City Manager's Office City Manager Executive Assistant (1 ) 3.0 0.12 1:90 No slaff idenllfied. Oversees HR function
and three HR staff are in Lafayette Strong Council/Administrator 26,146 258 $42,638,190 $19,365,999 City Administrator's Office City Administrator this budget 0.0 0.00 Executive Asst
to the Mayor and City Manager (I ), CM budget has 16.5 FTEs but only one admin. Lakewood Council/Manager 147 ,000 1,085 $ 1 55,726,603 $93 ,204,966 City Manager's Office City Manager
staff/manager idenllfied 1.0 0.01 1:1085 Deputy City Manager (1), Litt leton CounciUManager 41,202 422 $72,559,700 548.487,460 City Manager's Office City Manager Admlnislralive Coordinator
(1) 2,0 0,05 1.211 Deputy City Manager (.75), Executive Assistant 10 the City Louisville CounciUManager 19,000 152 532,270,530 $13.443,100 City Manager's Office City Manager Manager
(1) 1.8 0,09 1:86,9 Executive Asst. to the City Manager (1). Management Sevs. Northglenn CounciUManager 5,238 247 $40,573 ,266 $19,043,917 City Manager's Office City Manager Dir. (1)
2.0 0.38 1:123.5 Deputy Town Administrator (I) , Exec. Asst./Customer Svc. Supervisor (1) , Special Projects Parker Council/Administrator 268 $47,791 ,800 $33,348,000
Town Administrator Town Administrator Coordinator (1) 3.0 0.Q7 1.89.3 (1) .Assistant to the City Manager. (1). Executive ASSistant (1), Administrative Assistant (!), Thomton 117,003
805 $185,289,806 $86.482,300 City Manager's Office City Manager Assistant City Manager (1) 4.0 0,03 1201.1 Assistant Manager (1), Executive Secretary to the City Manager (I),
AdministratIVe Secretary ( I) , Senior Management Analyst (I), Management Analyst (1), Westminster CounciVManager 11 ,257 983 $170,876,064 $99,707,264 City Manager's Office CIty Manager
Secretary (1) 6.0 0.53 1:163.8 Mean 47,986 470 $91.,386,145 $44,402,899 0.11 1 :172,9 Median 32,532 383 $70,453,337 $33,169,274 0,06 1:127.7 Admin. Svcs. Manager. Assistant to the City
Manager. Executive Wheat Ridge Council/Manager 31,183 224 529,054,040 $23,891 ,70 1 Administrative Svcs. City Manager Assistant, Receptionist 4.1 0.13 154.3 "///////, Indicales data
is not available
Appendix D -Administrative Services Summary and Analysis
MARKET SUMMARY -GENERAL EMPLOYEE POSITIONS I CIty 01 ..... R IIae DIIa CIty 01 WhNt RIdae ,.. to ...... ! ......,. . ... ... R8nge R8nge s.l8IY" IIIdpttID R8nge IIIcIpt to R8nge . CunwnI
...... II*ytID ...... ...... 1IIcIpt .. ...... ....... ta I ...., MIIAvg ...... ...... MIIAvg ...... ...... MIn to !i IIIdpt tID I to ...... ..... • Avg'" RMIge . c:omp. ... Avga.. ...
... Avg __ ... ........... , .. ... R8nge No. IIuIwv ..... ,.. CIty 01 WhNt RIdge ..... TIlle Grd 1-II*y MIn IIIdpt .... Spud ! Rallo II*y II*y , SIAry II*y ...., II*y .. In .. Idpt
.... Spud 112 Receptionist Receptionist AMS-1 $27,248 $27,248 $31 ,564 $35,880 32% 86.3% 115 Sales Tax Tech Sales Tax Tech AMS-4 $38,262 $33,672 $39,006 $44,339 32% 98.1% -13.9% -11.8%
-135% -12.2% -10.0% -11 .8% -95% -13.3% -15.9% -24.1% 102 Accounting Technician Accounting Technician AMS-6 $48,585 $36,896 $42,741 $48,585 32% 11 3.7% 12.2% 128% 13.0% -1.3% '{)8'14
'{)6% 40% 33% 28% -47% 109 Payroll Technician Payroll Technician AMS-6 $30,680 $36,896 $42,741 $48,585 32% 71.8% -35.7% -353% -359% -10.4% -9.9% -10.7% -61% -67% -71% -46% AMS Structure
Positions Average: 32% -12% -11% -12% -8% -7% -8% -4% -6% -7% -11% 101 Accounting Supervisor Accounting Supervisor M-3 $75,177 $53,385 $61 ,261 $70,298 32% 122.7% 157% 13.0% 169% -5.7%
-79% -4.7% -61% -8.7% -9.1% -12 1% 107 IT Manager IT Manager M-7 $99,852 $75,829 $87,016 $99,852 32% 114.8% -5.9% -5.9% -41% -18.0% -180% -16.4% -110% -15.8% -177% -25.4% 106 HR Manager
HR Manager M-8 $104,988 $79,729 $91,491 $104,988 32% 114.8% 28% 2.8% 46% -10.4% -10,4% -8.9% -38% -78% -91% -193% M Structure Positions Average: 32% 4% 3% 6% -11% -12% -10% -7% -11%
-12% -19% 105 HR Analyst HRAnalyst PR-3 $58,190 $48,775 $56,501 $64,227 32% 103.0% 53% 51% 7.2% 23% 20% 4.1% 26% 07% '{)7% -123% 113 Sales Tax Auditor Sales Tax Auditor PR-3 $64,227
$48,775 $56,501 $64,227 32% 113.7% 14.0% 10.7% 72% 0.3% -26% -5.7% -1.3% -26% -36% -9.2% 103 GIS Specialist GIS Specialist PR-4 $53,476 $49,920 $57,828 $65,735 32% 92.5% -77% -8.6% -80%
-1 .2% -25% -45.2% -77.1% 110 Purchasing Agent Purchasing Agent PR-4 $70,298 $49,920 $57,828 $65,735 32% 121 .6% -6.8% -6.8% -63% -23.3% -23.3% -229% -184% -19.9% -21 .1% -124% 108 Network
Administrator Network Administrator PR-6 $78,765 $53,385 $61 ,642 $70,298 32% 127,4% 7.3% 9.2% 6.7% -15.8% -14 3% -16.2% -12.9% -14.6% -15.9% -12.6% 114 Sales Tax Supervisor Sales Tax
Supervisor PR-7 $63,723 $55,531 $64,328 $73,124 32% 99.1% -148% -14.8% -157% -14.0% -14.0% -14.9% -9.2% -110% -12.4% -132% 116 Senior HR Analyst Senior HR Analyst PR-7 $73,124 $55,531
$64,328 $73,124 32% 113.7% 7.5% 6.5% 71% -5.4% -63% -5.8% 1.2% -1.6% -10.3% PR Structure Positions Average: 32% 1% 0% 0% -8% -9% -9% -6% -7% -14% -21% 118 Web & tmaging Tech Web & tmaging
Tech T-6 $22,562 $42,123 $48,337 $55,468 32% 46.7% 117 Sr. IT Support Tech Sr. IT Support Tech T-10 2 $64,227 $48,775 $55,970 $64,227 32% 114.8% 22.8% 21.7% 26.9% 7.1% 6.1% 10.6% 3.7%
0.6% 00% -136% T Structure Postions Average: 32% 23% 22% 27% 7% 6% 11% 4% 1% 0% -14% Prepared by The Waters Consulting Group, Inc. 1 -2 Survey DIIa I I I I I I I w::.vg I , Avv ... 1
.. ..... I ... : RMsIe . Range RMge , R.nge .P ... II-I SIAry s.Iary I 8IIIay I "In .. Idpt I .... I Spud 2 8 14 11 7 14 12 10 12 13 5 8 10 10 5 2 8 $44,431 $43,360 $44,232 $37,209 $44,973
$52,737 42% 29 $43,284 $43,088 $42,998 $35,488 $41 ,385 $47,282 33% 12 $47,679 $47,445 $47,844 $39,273 $45,794 $52,315 33% 36% 12 $64,968 $66,524 $64,293 $56,829 $67,069 $77,308 36%
14 $106,097 $106,097 $104,1 17 $85,197 $103,295 $121,393 42% 12 $1 02,153 $1 02,153 $100,414 $82,916 $99,184 $115,453 39% 39% 14 $55,253 $55,381 $54,290 $47,527 $56,107 $64,687 36% 30
$56,320 $58,005 $59,929 $49,418 $58,036 $66,654 35% 27 $57,950 $58,536 $58,122 $50,338 $59,336 $119,974 138% 5 $75,432 $75,432 $75,046 $61,161 $72,221 $83,280 10 $73,427 $72, 125 $73,821
$61,320 $72,435 $83,550 10 $74,830 $74,830 $75,569 $61 ,141 $72,296 $83,451 14 $68,001 $68,649 $68,267 $54,898 $64,594 $74,290 $52,282 $52,770 $50,598 $47,015 $55,636 $64,258 \lVheat
RidgeMarket Analysis -Admin Services Posftions.lds,Market Summary 912912010 , 6:37 PM 36% 36% 36% 35% 51% 37% 37%
MARKET SUMMARY -GENERAL EMPLOYEE POSITIONS I CIty ofWhNt RlIIae .,... CIty of WhNt RIdge .... : .... 1':::10 ....... ....... I a..-y1O -.10 Range IIklpllO 1= ...... a..-y1D ...... ......
IllllclplIO ...... WldAvg ...... ....... WldAvg ...... ... ....... " Avg .... ....... Campe .... Avg .... .... .... Avg .... .... No. awwv ... ,.. CIty ofWhNt RIdge'" l1IIe GnI Inca
s.I-.y 11111 MkIpI II .. Sprnd RIIIIo a..-y a..-y u.y u.y s.I8IY u.y PART-TIME POSITIONS: 111 Purchasing Tech Purchasing Tech (P-T) AMS-4 $18,448 $33,672 $39,006 $44,339 32% 47.3% 104
Help Desk Tech Help Desk Tech (P-T) T-4 $22,734 $39,622 $45,467 $52,175 32% 50.0% -50.9% -50.3% -50 7% -1 8% -07% -14% Prepared by The Waters Consulting Group, Inc. 2-2 10 ..... ! "::ta
IIIdptIO I MIn 10 ........... , .... 10 ...... 1I..ut Range IIln ' IIIdpt II .. SprNd -31% -55% -59% -11.1% Survey"'" I ,! I I I WldAvg IIedIM I I .... Avg .... .... i Range , Range
Range "P_:"lIIca IIIHry s.I8IY SIll8\')' IIln IIldpt .. .. o 10 13 $46,301 $45,779 $46,093 $40,869 $48,115 $55,441 Wleat RidgeMarket Analysis -Admin Services Positions.xls,Market Summary
912912010, 6:37 PM Ruge Sp_d 36%
SuNeV PartJcloant SUNeV Job Tille Survey Job No.: 101 MARKET ANALYSIS WORKSHEET For Client Review SuNey Job No. MatchlnQ nUe T 01 .of Avg Base Range Range Range loes
s;.larv ' Minimum ; Midpoint • M"lO-'!IJlJ:!l. Survey Job Title: Accounting Supervisor Job Summary: City of Wheat Ridge City of AlVada City of Brighton City of Lafayette City of Lakewood
City of Louisville City of Westminster Town of Castle Rock Prepared by The Waters Consulting Group, Inc. Performs professional level accounting work in the areas of payroll, cash receipts/disbursemen
ts and related accounting operations in the department; maintains journals and ledgers in accordance with governmental audit standards; provides supervision and technical guidance to
assigned staff; and oversees computer function of accounting data. Minimum requirements: Bachelors degree in business administration, finance, public administration or a related field
with emphasis in accounting and four (4) years of professional accounting experience with one (1) year supelVisory experience. 101 Accounbng SupelVlsor S75.177 S53,385 561 .261 Accounting
Supervisor 101 Senior Accountant $68,207 $53,401 $63,329 Accounting Supervisor 101 Senior Accountant 4 $62,977 $53,976 $64,272 Accounting Supervisor 101 Accounting Manager 1 564,207
$62,354 $74,825 Accounting Supervisor 101 Accountant III $64,293 $54,683 $65,624 Accounting SupelVisor 101 Accounting Manager 1 $67,038 $67,038 $77,844 Accounting SupelVisor 101 Accountant
3 562,505 $53,621 $60,324 Accounting Supervisor 101 Accounting Manager $76,442 $52,728 $63,263 No. of PartiCipants: 7 No. of Incumbents Reported: 12 25th Percentile Market Data: $63,592
$53,511 $63,296 Median Market Data: $64,293 $53,976 $64,272 Average Market Data: $66:524 $56,829 $67,069 Weighted Average Market Data: $64968 I 75th Percentile Market Data: $67,623 558,519
570.225 Wtd City of Wheat Ridge Current Average Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average Salary: 1-18 $70,298 $73,256 574,568 574,568
$87,296 $76,565 $88,649 $67,026 $73,798 $73,527 $74,568 $77,308 581 .931 0912912010.5:41 PM
Survey PartJcioant Survey Job Title Survey Job No.: 102 MARKET ANALYSIS WORKSHEET For Client Review SurYey Job No. ParticIpant Matching Tlije .01 Avg Base Range Range Range Inca Salary
M,n,mum MidpOInt Maximum Survey Job Title: Accounting Technician Job Summary: City of Wheat Ridge City and County of Broomfield City of Commerce City City of Englewood City of Golden
City of Lafayette City of Lakewood City of Littleton City of Louisville City of Northglenn City of Thornton City of Westminster Greenwood Village Town of Castle Rock Town of Parker Prepared
by The Waters Consulting Group, Inc. Performs a wide variety of cashiering, clerical, and accounting functions for the Finance Division to include assisting in the areas of accounts
payable and accounts receivable, salesluse tax, business licenses, purchasing and related accounting operations. Minimum requirements: High School diploma or equivalent, supplemented
by additional courses in basic accounting or bookkeeping and two (2) years of increasingly responsible bookkeeping, finance, or accounting staff support experience that demonstrates
applicable organizational, technical and computer skills; some experience in the accounting field. 102 AccountIng TechnICIan 548,585 536,896 542,741 Accounting Technician 102 Accounting
Clerk $44,699 $33,904 $39,572 Accounting Technician 102 Accounting Technician $40,285 $36,653 $43,351 Accounting Technician 102 Accounts Payable Tech $45,760 $36,251 $43,992 Accounting
Technician 102 Accounting Technician 1 $45,573 $35,100 $43,000 Accounting Technician 102 Accounting Tech II 3 $46,230 $35,559 $41,782 Accounting Technician 102 Accounting Technician
$41 ,704 $33,946 $40,733 Accounting Technician 102 Finance Technician 3 $38,568 $35,076 $38,112 Accounting Technician 102 Accounting Technician $34,320 $31 ,824 $36,951 Accounting Technician
102 Accounting Specialist 1 $38,200 $33,902 $39,573 Accounting Technician 102 Accounting Specialist II 9 $43,386 $37,156 $41,801 Accounting Technician 102 Accounting Technician 2 $51
,499 $40,231 545,865 Accounting Technician 102 Accounts Payable Spec 1 $49,188 $36,264 $42,786 Accounting Technician 102 Accounting Specialist 2 $41 ,205 $35,714 $42,848 Accounting Technician
102 Accounting Technician 2 $42,609 $33,250 $39,025 No. of Participants: 14 No. of Incumbents Reported: 29 $48,585 $45,240 $50,049 $49,733 $50,900 $48,005 $47,519 $41 ,1
48 $42,078 $45,244 $46,445 $51 ,499 $49,308 $49,982 $44,800 25th Percentile Market Data: $40,515 $33,915 $39,572 $45,241 Median Market Data: $42,998 $35,330 $41 ,791 $47,762 Average
Market Data: $43:088 $35,488 $41 ,385 $47,282 Weighted Average Market Data: $43284 I 75th Percentile Market Data: $45,713 $36,556 $42,962 WId City of Wheat Ridge Current Average Salary
vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average Salary: 2-18 0912912010,5:41 PM
SuMty i"alllcipant Survey Job No,: 103 Survey Job Title: GIS Specialist Job Summary: City of Wheat Ridge City and County of Broomfield City of Al'I3da City of Brighton City of Commerce
City City of Englewood City of Lakewood City of Louisville City of Northglenn City of Thornton City of Westminster Greenwood Village Town of Castle Rock Town of Parker Prepared by The
Waters Consulting Group, Inc. Su!YJy Job Tille MARKET ANALYSIS WORKSHEET For Client Review SlINey Job . '-. _ fir:l!&lRi!ltMatch,"g TIU. .01 Incs A"II Base Range ! Range
Salary MinImum Mldoolnt Responsible for coordinating, implementing, and managing the City's Geographical Information System (GIS) and Intemet-based strategies/initiatives for GIS software
for the development and maintenance of applications based upon spatially referenced data and digital mapping: presel'ling the integrity and design of geographic information databases.
Minimum reqUirements: Bachelors Degree in Geographic Information Systems (GIS), Land Use, Geography, Urban Planning, Computer Science, or a related field however, an emphasis or minor
in GIS must have been part of the non-GIS degree program: two (2) years of GIS, database management, project implementation or land and construction surveying experience, dependent on
level of education; training and/or experience in Microsoft Windows NTI2000IXP: TCP/P network environment, along with training and experience using the Microsoft Office Suite and the
current Microsoft Windows operating system. 103 GIS SpecIalist 553.476 549,920 $57,828 GIS Specialist 103 GIS Specialist 2 $63,263 $49,400 $56,552 GIS Specialist 103 GDS/GIS Specialist
1 $66,910 $50,860 $60,315 GIS Specialist 103 GIS Specialist 11 $56,208 $45,660 555,704 GIS Specialist 103 GIS Specialist 0 $51 ,175 $60,527 GIS Specialist 103 GIS Analyst 2 $65.333 $52,042
$59,852 GIS Specialist 103 GIS Specialist $49,712 $49,712 $59,665 GIS Specialist 103 GIS Coordinator $63,003 $59,592 $68,536 GIS Specialist 103 GIS Specialist 1 $51 ,491 $50,476 $58,919
GIS Specialist 103 GIS Analyst I 2 $55,005 553,582 $60,280 GIS Specialist 103 GIS Specialist 2 $60,955 $53,727 $61,252 GIS Specialist 103 GIS Coordinator 1 $60,036 $50,964 $60,990 GIS
Specialist 103 GIS Specialist 2 555,578 $45,406 $54,475 GIS Specialist 103 GIS Coordinator $54,940 $41,800 $52,300 No. of Participants: No. of Incumbents Reported: 27 25th Percentile
Market Data: $54,989 $49,400 $58,552 Median Market Data: $56,122 550,860 $59,852 Average Market Data: $58:536 $50,338 559,336 Weighted Average Market Data: $57950 I 75th Percentile Market,Data:
$63,068 552,042 560,527 WId i Avera, City of Wheat Ridge Current Average Salary VS. Market Average Salary: City of Wheat Ridge Current Midpoint VS. Market Average Salary: 3-18 I Range
Maximum 565,735 $67,704 $69,770 $65,748 $69,878 $67,662 $69,618 $748,811 $67,362 $66,978 $68,776 $71 ,016 $63,544 $62,800 $66,978 $67.704 5119,974 $69,770 0912912010 , 5:41 PM
SuMlV PartiCIpant Survey Job No.: 104 Survey Job Title: Help Desk Tech Job Summary: CIty of Wheat RIdge City and County of Broomfield City of Commerce City City of Golden City of Lafayette
City of Louisville City of Northglenn City of Thornton City of Westminster Greenwood Village Town of Parker Prepared by The Waters Consulting Group, Inc. MARKET ANALYSIS WORKSHEET For
Client Review SuMy Job .of Avg Base .i I Range ! Range Range SulYevJobTllle No PartiCIpant Matching Tille Incs Salary MInImum : Midpaint ' Maxomum I This position consists of administrative
and technical work in providing first tier assistance to the City's end users in all related help desk issues and perform ing in a backup capacity for the IT Support Technician(s) on
certain PC related user problems. Minimum requirements: High School diploma or equivalent; interest in computer science, information systems, business or related field and one (1) year
of experience in micro computer based software and hardware troubleshooting and repair. Help Desk Tech Help Desk Tech Help Desk Tech Help Desk Tech Help Desk Tech Help Desk Tech Help
Desk Tech Help Desk Tech Help Desk Tech Help Desk Tech 104 Help Desk Tech (p.l) 104 Help Desk Tech 104 Help Desk Tech 104 Technician Support Specialist 104 Appl Support Spec 104 Support
Services Coord 104 Technical Support Specialist II 104 Technical Support Specialist I 104 Help Desk Tech 104 Service Desk Technician 104 Systems Support Tech 3 1 o 3 $22,734 $43,548
$40,966 $43,680 $43,688 $46,093 $47,080 $48,598 $46,952 $51,405 No. of Participants: BB No. of Incumbents Reported: 13 25th Percentile Market Data: $43,680 Median Market Data: $46,093
Average Market Data: $45:779 Weighted Average Market Data: $46301 I 75th Percentile Market Data: $47,080 Wtd City of Wheat Ridge Current Average Salary vs. Market Average Salary: City
of Wheat Ridge Current Midpoint vs. Market Average Salary: 4-18 $39,622 S45,467 $43,264 $51,272 $40,966 $48,452 $35,100 $43,000 $37,693 $44,289 $35,797 $41 ,163 $43,477 $50,750 $48,598
$54,673 $40,231 $45,865 $42,960 $50,886 $40,600 $50,800 $38,328 $44,683 $40,783 $49,601 $40,869 $48,115 $43,188 $50,865 S52.175 $59,280 $55,938 $50,900 $50,886 $47,320 $58,023 $60,748
$51,499 $58,812 $61 ,000 $51 ,050 $56,981 $55,441 $59,163 0912912010, 5:41 PM
SuI\l8 Survey Job No.: 105 Survey Job Title: HR Analyst Job Summary: City of Wheat Ridge City and County of Broomfield City of Brighton City of Commerce City City of Lafayette City of
Louisville City of Northglenn City of Thornton City of Westminster Greenwood Village Town of Parker Prepared by The Waters ConsUlting Group, Inc. SuI\l8 JobTrtfe MARKET ANALYSIS WORKSHEET
For Client Review Sul\l8y Job No 1/0/Range Range I Mid Int Perform professional human resource duties related to the development. implementation. and coordination of human resources
related activities that facil itate the City's ability to recruit and retain quality employees. Assist with the development and implementation of human resources programs. Minimum requirements:
Associates Degree in Human Resources or related field and three (3) year of experience in the Human Resources field with specific experience in the recruitment of exempt and non-exempt
positions preferred; preferably in a municipal setting. 105 HR Analyst $58,190 S48,775 S56,501 HR Analyst 105 HR Analyst 0 $46,592 $56,056 HR Analyst 105 HR Generalist 1 $51 ,771 $46,530
$55,141 HR Analyst 105 HR Generalist 0 $44,798 $54,878 HR Analyst 105 HR Analyst 1 S64,076 $44,893 $52,749 HR Analyst 105 HR Analyst 2 $51 ,095 $47,091 $54,683 HR Analyst 105 HR Analyst
1 $60,982 $50,476 $58,919 HR Analyst 105 HR Analyst II 3 $64,270 $54,906 $61 ,770 HR Analyst 105 HR Analyst 2 $56,808 $49,880 $56,115 HR Analyst 105 HR Analyst 2 $48,300 $48,300 $58,458
HR Analyst 105 HR Analyst 2 $45,747 $41 ,800 $52,300 No. of Participants: No. of Incumbents Reported: 14 25th Percentile Market Data: $50,396 $45,302 $54,732 Median Market Data:
S54,290 $46,842 $55,599 Average Market Data: $55:381 $47,527 $56,107 Weighted Average Market Data: $55253 I 75th Percentile Market Data: $61 ,756 $49,485 $57,872 Wtd City of Wheat Ridge
Current Average Salary VS. Market Average Salary: City of Wheat Ridge Current Midpoint VS. Market Average Salary: 5-18 Range MalOmum $64227 $65,520 $63,752 $64,957 S60,606 $62,275 $67,362
$68,633 $62,350 $68,616 $62,800 $62,463 $64,355 $64,687 $66,902 0912912010,5:41 PM
&.!I\I8YPartJcipant Survey Job No.: 106 Survey Job Title: HR Manager Job Summary: C.ty of Wheat Ridge City of Arvada City of Commerce City City of Englewood City of Golden City of Lafayette
City of Lakewood City of Littleton City of Louisville City of Thornton City of Westminster Town of Castle Rock Town of Parker Prepared by The Waters Consulting GrouP. Inc. SuMlY Job
Tille MARKET ANALYSIS WORKSHEET For Client Review SuMlY Job No Partlc.pant Match.ng Tille : I I I # of I AII9 Base I Range Range • Ines Salary Minimum Midpoint Performs high level administrative
and professional work in planning, organizing, and coordinating the operations and functions of the Human Resources Department. Minimum requirements: degree in Personnel
Management, Public Administration. Business. or related field and Six (6) years progressively responsible experience in personnel administration to include recruitment. employee relations,
in·service train ing, safety, insurance, risk management, benefit administration, wage/classification reviews, and maintenance of employee databases including salary and benefit budget
projections; two (2) years supervisory experience. 106 HR Manager 5104,988 579,729 591491 HR Manager 106 HR Administrator $75,400 $65,520 $79,456 HR Manager 106 HR Director $117,785
$91 ,583 $114,479 HR Manager 106 HR Director 5120,640 HR Manager 106 Human Resources Director $110,500 $80,600 5104,800 HR Manager 106 HR Manager $90,430 $66,096 $79,315 HR Manager 106
Personnel Manager $92,165 $66,123 $82,639 HR Manager 106 HR Division Manager $103,584 $100,344 $109,020 HR Manager 106 HR Manager $86,465 $78,416 $91,062 HR Manager 106 HR Manager $108,647
$91 ,670 $103,129 HR Manager 106 HR Manager $126,861 $105,882 $119,118 HR Manager 106 HR Manager $97.244 $75,442 590,512 HR Manager 106 HR Director $96.113 590,400 $117,500 No. of Participants:
12 No. of Incumbents Reported: 12 25th Percentile Market Data: $91 ,731 $70,783 $86,575 Median Market Data: $100,414 $80,600 $103,129 Average Market Data: $102:153 $$82,916 $99,184 Weighted
Average Market Data: $102153 I 75th Percentile Market Data: $112,321 $91,627 $111 ,750 Wid City of Wheat Ridge Current Average Salary VS. Market Average S,alary: City of Wheat Ridge
Current Midpoint VS. Market Average Salary: 6-t8 I Range Maximum $104,988 $93,392 $137,375 $129,000 $92,535 $99,154 5117,696 $103,708 5114,587 $132,353 $105,581 $144,600 5101,431 $114,587
$115,453 $130.677 09(29(2010. 5:41 PM
SUllie Survey Job No,: 107 Survey Job Title: IT Manager Job Summary: CIty of Wheat Ridge City and County of Broomfield City of Arvada City of Commerce City City of Englewood City of
Golden City of Lafayette City of Lakewood City of Littleton City of Louisville City of Northglenn City of Thornton City of Westminster Greenwood Village Town of Castle Rock Prepared
by The Waters Consulting Group, Inc, SU ..... Job itIe MARKET ANALYSIS WORKSHEET For Client Review SU ..... y Job No Manages the resources and direct the activities of the Information
Technology Division to include the staff and all computers and related ecuipment for both Data and Voice communications; oversee the City's Information Technology requirements. Minimum
requirements: Bachelors degree in computer science, management information systems or related field and five (5) years progressively responsible experience in data processing environment
three (3) of which must be in the administration and management of information technology systems; experience with client server environment; two (2) years supervisory experience. 107
IT Manager $99,852 $75,829 $87,016 IT Manager 107 Mgr IT OperationsiClient Services $101 ,088 $78,416 $92,248 IT Manager 107 Information Systems Manager $103,032 $77,447 $96,347 IT Manager
107 Business Systems Manager $87,338 $91 ,583 $114,479 IT Manager 107 Director of IT $112,350 IT Manager 107 IS Manager $85,000 $67,200 $84,000 IT Manager 107 SystemsiTelecomm M9r $92,535
$66,096 $79,315 IT Manager 107 Dir-IT $125,320 $88,317 $122,044 IT Manager 107 DiroflT $120,120 IT Manager 107 IT Manager $79,164 $75,400 $87,558 IT Manager 107 IT Director $101 ,000
$89,400 $116,200 IT Manager 107 IT Director $126,339 $101 ,071 $113,705 IT Manager 107 IT Director $137,742 $122,360 $137,655 IT Manager 107 Chief Technology Officer $109,122 $86,424
$101 ,604 IT Manager 107 Chief Technology Officer $105,202 $78,645 $94,380 No, of Participants: ffi No, of Incumbents Reported: 14 25th Percentile Market Data: $94,651 $76,935 $91 ,075
Median Market Market Data: $104,117 $82,535 $98,976 Average Market Data: $106:097 $85,197 $103,295 Weighted Average Market Data: $106 097 I 75th Percentile Market Data: $118,178 $89,946
$114,909 WId City of Wheat Ridge Current Average Salary vs, Market Average Salary: City of Wheat Ridge Current Midpoint vs, Market Average Salary: 7 -18 Range Maximum $99,852 $106,080
$115,247 $137,375 $100,800 $92,535 $155,771 $99,715 $143,000 $126,339 $152,950 $116,784 $110,115 $104,760 $116,016 $121 ,393 $138,781 0912912010, 5:41 PM
SUNeY Participant SuNeYJob Totle Survey Job No.: 108 MARKET ANALYSIS WORKSHEET For Client Review SurYey Job No Participant Matching TItle I "01 AIIg Base Range Range i Ra,nge Inca _Sllarv
Minimum MldDOint M3lOmum Survey Job Title: Network Administrator Job Summary: City of Wheat Ridge City of Commerce City City of Golden City of Littleton City of Lou isville City of Northglenn
City of Westminster Greenwood Village Town of Parker Prepared by The Waters Consulting Group, Inc. Responsible for the design, development and management of all aspects of City of Wheat
Ridge data, Telecommunication, and Information Systems that encompass infrastructure, personal computers, computer networks, workstations, and servers; perform a variety of data. Minimum
requirements: Bachelor's Degree in Computer Science or a related field and three (3) years progressively responsible experience with system management of UNIXlLinux servers andlor Microsoft
Windows Server 200012003 with Active Directory implementation, in conjunction with Cisco lOS configuration and administration applied to Cisco switches, routers, and firewalls. 10a Network
Administrator 576,765 553,365 S61 ,642 Network Administrator 106 Network Administrator $64,673 $53,526 $65,570 Network Administrator 106 Network Administrator $72,090 $60,000 $75,000
Network Administrator 106 Network Administrator II 2 $74,700 $65,496 $71 ,160 Network Administrator 106 Network Administrator 1 $56,160 $55,099 $63,961 Network Administrator 106 Sr.
Network Administrator $72,942 $63,457 $74,071 Network Administrator 108 Network Administrator 2 $82,567 $66,613 $74,940 Network Admin istrator 10a Network Systems Administrator $77,052
562,472 $74,862 Network Administrator 108 System Administrator $76,598 $63,900 $79,900 No. of Participants: F-8--l No. of Incumbents Reported: 10 570,296 $77,613 $90,000 $76,624 $72,662
$64,664 $83,266 $87,252 $95,900 25th Percentile Market Data: $70,286 558,775 569,762 $77,4 16 Median Market Data: $73,821 $62,965 $74,466 $83,975 Average Market Data: $72: 1 25 $$61
,320 $72,435 $83,550 Weighted Average Market Data: $73427 I 75th Percentile
Market Data: $76,712 $64,299 $74,955 $87,939 Wtd City of Wheat Ridge Current Average Salary VS. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average Salary:
8-18 0912912010,5:41 PM
Survev Particooant Survey Job No.: 109 Survey Job Title: Payroll Technician Job Summary: City of Wheat Ridge City and County of Broomfield City of Brighton City of Commerce City City
of Englewood City of Lakewood City of Littleton City of Thornton City of Westminster Greenwood Village Town of Castle Rock Town of Parker Prepared by The Waters Consulting Group. Inc.
Survev Job Tille MARKET ANALYSIS WORKSHEET For Client Review &nYey Job No Particloant II of AII9 Base -, Range I Range I""", SaIIllY _ ' Minimum _ MidPOint
The primary function of this position is to perform the maintenance and processing City payroll and assist in the areas of accounts payable, sales/use tax, accounting. and related accounting
operations in the Finance Division. Minimum requirements: High School diploma or equivalent supplemented by additional courses in basic accounting or bookkeeping and Two (2) years increasingly
responsible payroll experience required, preferably from a govemment, non-profit. or private organization. Payroll Technician Payroll Technician Payroll Technician Payroll Technician
Payroll Technician Payroll Technician Payroll Technician Payroll Technician Payroll Technician Payroll Technician Payroll Technician 109 Payroll TechniCian 530,680 109 Accounting Technician
(Payroll) $45,053 109 Payroll Technician $35,630 109 Sr. Payroll & Benefits Technician $48,657 109 Payroll Technician $39,998 109 Accountant I (Payroll) $46,342 109 Payroll Coordinator
$47,844 109 Payroll Coordinator 1 $59,284 109 Accounting Technician/Payroll 2 $50,259 109 Payroll Specialist $52,188 109 Payroll Technician $51 .085 109 Accounting Technician -Payroll
$45,552 No. of PartiCipants: No. of Incumbents Reported: 12 25th Percentile Market Data: $45,303 Median Market Data: $47,844 Average Market Data: $47:445 Weighted Average Market
Data: $47679 I 75th Percentile Market Data: $50,672 Wtd City of Wheat Ridge Current Average Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average
Salary: 9 -18 536,896 542,741 $36,920 $44,148 $34,590 $40,986 $40,966 $48,452 $38,251 $43,992 $37,357 $44,824 $40,788 $44,316 $47,427 $53,356 $40,231 $45,865 $38,412 $45,354 $38,958
$46,738 $38,100 $45,700 $37,729 $44,232 $38,412 $45,354 $39,273 $45,794 $40,510 $46,301 Range I MaJOmum 548,585 $51 ,376 $47,382 $55,938 $49,733 $52,291 $47,844 $59,284 $51,499 $52,296
$54,517 $53,300 $50,555 $52,291 $52,315 $53.909 0912912010, 5:41 PM
&rvev Participant Survey Job No,: 110 Survey Job Title: Purchasing Agent Job Summary: City of Wheat Ridge City and County of Broomfield City of Arvada City of Brighton City of Lakewood
City of Thornton Prepared by The Waters Consulting Group, Inc. &rvev Job Tille MARKET ANALYSIS WORKSHEET For Client Review Job No. Participant Matching Tille ! .01 Avg Base
Range I Range . JIlC$ Minjmurn j,,1idpoint Performs high level administrative and professional work in planning, organizing, and coord inating the operations and functions
of the Purchasing Division that include all aspects of purchasing supplies, equipment and services, and construction. Minimum requirements: Bachelors degree in Public or Business Administration,
Accounting or related field and four (4) years progressively responsible experience in purchasing goods and services for a governmental agency. 110 PurchaSing Agent $70298 S49,92O $57828
Purchasing Agent 110 Purchasing Manager $73,278 $61 ,984 $74,932 Purchasing Agent 110 Purchasing Manager $88,903 $63,964 $75,855 Purchasing Agent 110 Procurement Manager $61 ,639 $50,128
$59,402 Purchasing Agent 110 Purchasing Supervisor $75,046 $66,165 $79,404 Purchasing Agent 110 Purchasing Supervisor $78,292 $63,566 $71 ,512 No. of Participants: EB No, of Incumbents
Reported: 5 25th Percentile Market Data: $73,278 $61 ,984 $71,512 Median Market Data: $75,046 $63,566 $74,932 Average Market Data: $75:432 $61 ,161 $72,221 Weighted Average Market Data:
$75432 I 75th Percentile Market Data: $78,292 $63,964 $75,855 WId City of Wheat Ridge Current Average Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market
Average Salary: 0.77 0.77 0.77 10·18 Range MaJ!Imy.1Tl $65,735 $87,880 $87,746 $68,675 $92,643 $79,458 $79,458 $87,746 583,280 $87,880 0912912010,5:41 PM
SIIfYIIY Participant Survey Job No,: 111 Survey Job Title: Purchasing Tech Job Summary: City of Wheat Ridge INSUFFICIENT DATA FOR ANALYSIS Prepared by The Waters ConsUlting Group, Inc,
SuMlyJobTrtIe MARKET ANALYSIS WORKSHEET For Client Review Sur.ey Job No Participant Matching Trtle lid Inca Avg Base Range Range SaIaIY. Minimum. Midpoint, Under general supervision,
performs purchasing related functions for various departments and divisions for the City, Minimum requirements: High School diploma or equivalent supplemented by applicable college courses
and two (2) years progressive office experience, Purchasing Tech '1' PurchaSing Tech (p.T) " 1 tt ·18 $18,448 533,672 539,006 No, of Participants: No, of Incumbents Reported: a Range
MaXImum 544,339 0912912010, 5:41 PM
_ ____ ._._._ Survey Participant Survey Job No.: 112 Survey Job Title: Receptionist Job Summary: City of Wheat Ridge City of Commerce City City of Golden INSUFFICIENT DATA FOR ANALYSIS
Prepared by The Waters Consulting Group, Inc. Survey Job rrtte MARKET ANALYSIS WORKSHEET For Client Review Job I No. Participant Matching rille ! ! lid A"II Base I Range : Range
Incs Salary Minimum I MidpOint Provides exceptional customer selVice and reception assistance to the public and city employees; performs clerical support tasks as needed. Minimum requirements:
High School Diploma or equivalent and six (6) months customer selVice and computer experience. Receptionist Receptionist 112 Recephonlst 112 Administrative Specialist I 112 Receptionist
12·18 $27248 $27,248 531 ,564 $30,778 $26,252 $31 ,050 $35,110 $28,700 $34,400 No. of Participants: No. of Incumbents Reported: Range Maxtmum $35,880 $35,847 $40,100 0912912010
, 5:41 PM
I SuM/Y ParticipanL ___ . Survey Job No.: 113 Survey Job Title: Sales Tax Auditor Job Summary: City of Wheat Ridge City of Arvada City of Commerce City City of Englewood City of Golden
City of Lakewood City of Littleton City of Louisville City of Northglenn City of Thornton City of Westminster Greenwood Village Town of Parker Prepared by The Waters Consulting Group,
Inc. SuM/Y Job TtUe MARKET ANALYSIS WORKSHEET For Client Review Surley Job No ParticIpant MatchIng TItle ! #m I Range Range I Incs Salary MinImum MIdpOInt Responsible for
the selection. planning. and completion of sales and use tax audits. Increases awareness of and compliance with applicable City Code and increases revenue collections. Minimum requirements:
degree in accounting, finance or related field and two (2) years related working experience. Sales Tax Auditor Sales Tax Auditor Sales Tax Auditor Sales Tax Auditor
Sales Tax Auditor Sales Tax Auditor Sales Tax Auditor Sales Tax Auditor Sales Tax Auditor Sales Tax Auditor Sales Tax Auditor Sales Tax Auditor 113 Sales Tax AudItor 113 Sales Tax Auditor
113 Tax Auditor 113 Sales Tax Auditor 113 Sales Tax Auditor 113 Sales Tax Auditor 113 Auditor/Analyst 113 Tax Aud itor 113 Sales Tax Auditor II 113 Tax Auditor II 113 Sales Tax Auditor
113 Tax Auditor 113 Sales Tax Auditor 3 1 2 1 8 4 5 2 $64,227 $59,834 $66,319 $63,623 $60,315 551,696 $60,024 $50,939 $57,449 $60,280 $61 ,126 $53,518 $50,939 No. of Participants:
No. of Incumbents Reported: 30 25th Percentile Market Data: $53,063 Median Market Data: $59,929 Average Market Data: $58:005 Weighted Average Market Data: $56320 I 75th Percentile Market
Data: $60,518 WId City of Wheat Ridge Current Average Salary VS. Market Average Salary: City of Wheat Ridge Current Midpoint VS. Market Average Salary: 13 -18 $48,775 $56,501 $45,064
$53,442 $44,798 $54,878 $49,342 $56,744 $47,200 $59,000 $45,198 $54,236 $60,024 $65.214 $50,939 $59,155 $47,551 $55,505 $53,582 $60,280 $53,621 $60,324 $48,300 $58,458 $47,400 $59,200
$46,700 $55,348 $47,926 $58,729 $49,418 $58,036 $51 ,600 $59,470 Range Maximum $64,227 $61 ,819 $64,957 $64,145 $70,800 $63,274 $70,404 $67,371 $63,459 $66,978 $67,026 $68,616 $71 ,000
$63,974 $67,002 $68,654 S69,063 0912912010,5:41 PM
SuIYllY Participant $u""yJob TrtIe Survey Job No.: 114 MARKET ANALYSIS WORKSHEET For Client Review SuMy Job No. Participant Matc;hlng Title 1 .d Avg Base Range Range ! Range Incs Salary
Minimum MidpclI!l1 ' Maximum_ Survey Job Title: Sales Tax Supervisor Job Summary: City of Wheat Ridge City and County of Broomfield City of Arvada City of Commerce City City of Englewood
City of Lakewood City of Louisville City of Thornton City of Westminster Greenwood Village Town of Parker Prepared by The Waters Consulting Group, Inc. This is responsible professional
work conducting City tax audits and planning, organizing, and supervising the work of the City's Sales Tax staff. Duties also involve completing sales and use tax audits; increasing
awareness of and compliance with applicable City Code and increasing revenue collections; conducting City tax enforcement, and related collections work; formalizing taxpayer education
program(s), developing andlor revising applicable processes, ordinances, regulations, and policies. Minimum requirements: Bachelors degree in accounting, finance or related field and
five (5) years of professional tax or financial auditing experience and at least one year of sales and use tax audit experience. 114 Sales Tax Supervisor 563,723 $55,531 $64,328 Sales
Tax Supervisor 114 Sales Tax Administrator $66,872 $57,512 $67,860 Sales Tax Supervisor 114 Tax Audit Manager $79,318 $63,964 $75,855 Sales Tax Supervisor 114 Audit Manager $85,692 $58,613
$73,267 Sales Tax Supervisor 114 Revenue & Budget Manager $75,148 $70,937 $81 ,578 Sales Tax SupelVisor 114 Aud it Supervisor $67,101 $54,683 $65,624 Sales Tax Supervisor 114 Tax Manager
$71,094 $61 ,963 $71 ,958 Sales Tax Supervisor 114 Audit Supervisor $77,542 $62,034 $69,788 Sales Tax Supervisor 114 Sales Tax Audit Supervisor $71 ,442 $57,642 $64,648 Sales Tax SupeNisor
114 Sr. Tax Aud itor $75,989 $54,264 $64,884 Sales Tax SupeNisor 114 Sales Tax Administrator $78,104 $69,800 $87,300 No. of Participants: BB No. of Incumbents Reported: 10 25th Percentile
Market Data: $71,1 81 $57,545 $66,1 83 Median Market Data: $75.569 $60,288 $70,873 Average Market Data: $74830 $61 ,141 $72,296 Weighted Average Market Data: $74:830 I 75th Percentile
Market Data: $77,964 $63,482 $75,208 WId City of Wheat Ridge Current Average Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average Salary: 14 ·18
573,124 $78,208 $87,746 $87,920 $92,218 $76,565 $81,952 $77,542 $72,053 575,504 $104,800 $76,809 $80,060 563,451 587,677 0912912010,0:4' PM
SuMlY PartJcipant Survey Job No.: 115 Survey Job Title: Sales Tax Tech Job Summary: City of Wheat Ridge City and County of Broomfield City of Brighton City of Commerce City City of Englewood
City of Littleton City of Northglenn City of Thornton Town of Parker Prepared by The Waters Consulting Group. Inc. SuMlYJobTItIe MARKET ANALYSIS WORKSHEET For Client Review SuMlY Job
No Participant Matchina Title "of Inca Avg Base Range Range Salary Minimum MidPOInt Provides a variety of functions related to record keeping . collection of revenues and taxes. limited
basic general ledger accounting and the coordination of business applications and licensing. Minimum requirements: High School diploma or equivalent, supplemented by additional courses
in basic accounting or bookkeeping and two (2) years increasingly responsible bookkeeping, finance, or accounting staff support experience that demonstrates applicable organizational,
office and computer skills. 115 Sales Tax Tech 538.262 533,672 539.006 Sales Tax Tech 115 Sales Tax Technician $41 .746 $36,192 $42,796 Sales Tax Tech 115 Sales Tax Tech $36,670 $33,758
$40,009 Sales Tax Tech 115 Sales Tax Technician $49,399 $36,653 $43,351 Sales Tax Tech 115 Audit & Compliance Tech $47,923 $38,251 $58,992 Sales Tax Tech 115 Revenue & Sales Tax Tech
$44,232 $37,932 $41,214 Sales Tax Tech 115 Sales Tax Spec $31 ,621 $31 ,621 $36,911 Sales Tax Tech 115 Revenue Agent 2 $51 ,929 $45,1 67 $50,813 Sales Tax Tech 115 Sales Tax Technician
0 $38,100 $45,700 No. of Participants: 8 No. of Incumbents Reported: 8 25th Percentile Market Data: $39,208 $35,564 $40,913 Median Market Data: $44,232 $37,293 $43,074 Average Market
Data: $43:360 $37,209 $44.973 Weighted Average Market Data: $44431 I 75th Percentile Market Data: $48.661 $38,138 $46,978 WId City of Wheat Ridge Current Average Salary VS. Market Average
Salary: City of Wheat Ridge Current Midpoint VS. Market Average Salary: 15 -18 Range MalCimum 544.339 $49,400 $46,259 $50,049 $79,733 $44,496 $42,200 $56.459 $53,300 $45.818 $49,725
$52,737 $54,090 0912912010, 5:41 PM
Sui Pa Survey Job No.: 116 Survey Job Title: Senior HR Analyst Job Summary: City of Wheat Ridge City and County of Broomfield City of Arvada City of Commerce City City of Englewood City
of Golden City of Lafayette City of Northglenn City of Thornton City of Westminster Town of Castie Rock Prepared by The Waters Consulting Group, Inc. ilIe MARKET ANALYSIS WORKSHEET For
Client Review SlIMy Job No .of lnc& Under minimal supervision, performs professional diversified human resources tasks in the support of the operation of various human resources/personnel
program to include salary and benefit administration, training, safety program administration, on·boarding program administration and employee relations. Minimum requirements: deg
ree with course work in human resources, public administration or general business and four (4) years of experience in the Personnel field. 116 Senior HR Analyst 573.124 555,531 564,328
Senior HR Analyst 116 Sr. HR Analyst 2 $67,683 $55,224 $65,364 Senior HR Analyst 116 Senior HR Analyst $76,354 $56,834 $67,400 Senior HR Analyst 116 Sr. HR Generalist 3 $64,496 $53,526
$65,570 Senior HR Analyst 116 HR Generalist $64,979 $54,029 $62,134 Senior HR Analyst 116 HR Analyst $62,545 $47,200 $59,000 Senior HR Analyst 116 HR Analyst, Sr. 562,820 $51 ,955 $61
,047 Senior HR Analyst 116 Sr. HR Analyst 570,097 $53,051 $61,925 Senior HR Analyst 116 Senior HR Analyst $73,170 $63,566 $71,512 Senior HR Analyst 116 Senior HR Analyst 2 $68,850 $57,642
$64,848 Senior HR Analyst 116 HR Analyst $75,500 $55,952 $67,143 No. of Participants: 10 No. of Incumbents Reported: 14 25th Percentile Market Data: $64,617 $53,170 $61,977 Median Market
Data: $68,267 $54,627 $65,106 Average Market Data: $68 649 $54,898 $64,594 Weighted Average Market Data: $68:001 I 75th Percentile Market Data: $72,402 $56,614 $66,749 Wtd City of Wheat
Ridge Current Average Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average Salary: 16· 18 573124 $75,504 $77,965 $77,613 $70,238 $70,800 $70,139
$70,798 $79,458 572,053 $78,333 $70,799 $73,779 $74,290 $77,877 0912912010, 5:41 PM
Survey Job No.: 117 Survey Job Title: Sr. IT Support Tech Job Summary: City of Wheat Ridge City and County of Broomfield City of Brighton City of Commerce City City of Lafayette City
of Lakewood Prepared by The Waters Consulting Group, Inc. Su JobTI1Ie Sr. IT Support Tech Sr. IT Support Tech Sr. IT Support Tech Sr. IT Support Tech Sr. IT Support Tech MARKET ANALYSIS
WORKSHEET For Client Review SuNey Job No. 117 Sr IT Support Tech 117 Systems Support Tech 117 Technical Support Analyst Sr. 117 Sr. IT Technician 117 IS Specialist II 117 Network Support
Specialist .01 2 2 2 No. of Participants: No. of Incumbents Reported: 25th Percentile Market Data: Median Market Data: Average Market Data: Weighted Average Market Data: 75th Percentile
Market Data: City of Wheat Ridge Current Average Salary vs. Market Average Salary: City of Wheat Ridge Current Midpoint vs. Market Average Salary: 17-18 A"IIBue Range Range Range Ia
Minimum M int Maximum J 564,227 548,775 555.970 564,227 $50,523 $48,152 $56,472 $64,792 $49,385 $46,529 $55,141 $63,752 $50,598 $45,787 $54,154 $62,521 $60,604 $44,893 $52,749 $60,606
$52,738 $49,712 $59,665 $69,618 5 7 $50,523 $45,787 $54,154 $62.521 $50,598 $46,529 $55,141 $63,752 $52:770 $47,015 $55,636 $64,258 $52282 I $52,738 $48,152 $56,472 $64,792 Wtd j Averat
0912912010.5'41 PM
SiJrvey participant Survey Job No.: 118 Survey Job Title: Web & Imaging Tech Job Summary: CIty of Wheat Ridge City of Commerce City INSUFFICIENT DATA FOR ANALYSIS Prepared by The Waters
Consulling Group. Inc. SiJrvey Job Totl. MARKET ANALYSIS WORKSHEET For Client Review SuMy Job No ParticIpant MatchIng Tille .of Inca Avg Base Range Range Salary MinImum Midpoint Maintains
the City Web Page and also operate the City's Imaging system; perform in a backup capacity for the PC Technician on certain PC related user problems. Minimum requirements: Associates
degree in computer science, information systems, business or related fie ld and two (2) years experience in micro computer based software and hardware troubleshooting and repair . Web
& Imaging Tech 118 Web & ImagIng Tech 118 Web Technician 18 -18 No. of Participants: No. of Incumbents Reported: S22,562 $42,123 $48,337 $46,494 $45,787 $54,154 EB Range Maximum . $55,468
$62,521 0912912010.5:41 PM
Appendix E -Pay Practices Summary and Analysis
I'-<)romerce City IG'reI,mwolod ViUage -3% for general; 3% plan employees 3.50% 4.00% 3.60°10 2.00% 2.50% 3.5% TH E WATERS CONSULTING GROUP, INC. Merit IIICIHKI 2009 Actual PCn:eDt 2.00%
3% for general; 3% step plan employees 3.20% 3.60% Varies by perfonnancc 2.50% 0.0% Pen:eIllaJe Budaeted for 2010 0% for general but may allocate 2°/0 in July; 3% for step plan employees
One-time lump sum only 2.00% 0.00% 2.20% 0.0% Indicates data is not available 2010 Actual Percellt 0.(>0% Unknown 2.00°10 O.l>O% 2.20% 0.0% ro.2OO9 Not applicable 0.00% Collective bargaining
only -6% Not applicable PAY PRACTICES SUMMARY -PAY ADJUSTMENTS Matloet Adjumneat 2009 Actual Pen:eDt for 2010 2010 Actual PCn:eDt PercCllftoarg e2 0B0u9l daetNI 2009 Actual Percellt
(or 2010 Not applicable 0.00% Collective bargaining onl)" -6°/0 Not applicable Not applicable 2.75% 2.l){)Olo Not Not applicable 0.00% Collective bargaining only
_ .4% Not applicable Not applicable 6% for Fire 0.00% Not applicable Not applicable 0.00% Collective bargaining only -.4% Not applicable Not applicable 6°10 for Fire 0.00% Not
0% for general; 2% step plan Budgeted as a "flat amount" Not applicable 0% for general; 2% step plan Budgeted as a "flat amount" Not applicable 0.0"/. 0.00% 0% for general; 2% step Budgeted
as a IIflat amount" Not applicable Varies 0.00% 0.00%) 0.0"1. 2010 Actual Percent for 2009 2009 Actual Percellt ro.2010 2010 Acrull Percent Budgeted as a 11 flat
Not applicable amount" Not applicable Varies O.tlO% 1l.L}()O/o 0.0"/.
PAY PRACTICES SUMMARY -PAY STRUCTURES Organization Arvada Broomfield General, Range General, Range General, Range Step General, Range: 200 General, Range: 200 General, Range: 200 18
Commerce City Range Range Range Step 5 9 4 6 Englewood Range Range Range Step 13 15 Not applicable 5 Greenwood Village Range Range Range Range 7 11 6 Lafayette Range Range Range Not
applicable General, Range: 70 General, Range: 70 General, Range: 70 Not applicable Lakewood Other Other Other Step Other Other Other Littleton General, Range General, Range General,
Range Step General, Range: 81 General, Range: 81 General, Range: 81 Louisville Range Range Range Step General, Range: 52 General, Range: 52 General, Range: 52 Northglenn Step Step Step
Step Not applicable Not applicable Not applicable Not applicable Parker General, Range General, Range General, Range General, Range Varies by job family Varies by job family Varies by
job family Varies by job family Not applicable Not applicable Not applicable Not applicable Not applicable Not applicable Nor applicable Not applicable Range Step Range Step 126 155
32 4 Not applicable Not applicable Step Step Not applicable Not applicable 8 5 THE WATERS CONSULTING GROUP, INC.
PAY PRACTICES SUMMARY -STEP STRUCTURES .. TI lE WATERS CONSUL'llNG GROUP, INC.
PAY PRACTICES SUMMARY -OTHER PAY STRUCTURES If your structures are basecl on Job Family ot groupings othet than Exempt, Non-Exempt, Executive Management, and Police, please provide the
following fot each structure: Otganization Stmcture Name Type of Stmcture Numbet of Gtades in Stmcture Number of Steps per Gtade Arvada Not applicable N at applicable N at applicable
Not applicable Broomfield Not applicable Not applicable N at applicable Not applicable Commerce City Not applicable N at applicable N at applicable Not applicable Englewood Not applicable
Not applicable N at applicable Not applicable Greenwood Village Not applicable Not applicable Not applicable Not applicable Lafayette N at applicable N at applicable N at applicable
Not applicable Lakewood Executive/Management/APT /Labor and Range 55 Not applicable Trades /Children's Services /En forcemen t Littleton Not applicable Not applicable Not applicable
Not applicable Louisville Not applicable Not applicable Not applicable Not applicable Northglenn Not applicable N at applicable Not applicable N at applicable Parker Not applicable Not
applicable Not applicable Not applicable Thornton Career Service/Excluded Range 48/52 Not applicable Westminster N at applicable Not applicable Not applicable Not applicable Wheat Ridge
Administrative/Management Support, Step Varies 9 Labor /T rades /Crafts, Professional, Technical THE WATERS CONSULTING GROUP, INC.
PAY PRACTICES SUMMARY -PAY FOR PERFORMANCE What Pay Structures (if any) are Tied to a Performance Pay Plan? Organization E NE Mgt. Swom Other Arvada No No No No No Broomfield Not applicable,
General Not applicable, General Not applicable, General Yes Yes, General Commerce City Yes Yes Yes No Not applicable Englewood Yes Yes Yes No Not applicable Greenwood Village Yes Yes
Yes Yes Not applicable Lafayette No No No No Division Managers and Department Heads Lakewood Yes Yes Yes Yes Not applicable Littleton Not applicable, General Not applicable, General
Not applicable, General Yes Yes, General Louisville Yes Yes Yes Yes Not applicable Northglenn No No No No Not applicable Parker Yes Yes Yes Yes Not applicable Thornton Not applicable,
Career Services Not applicable, Career Services Not applicable, Career Services Not applicable, Career Services Yes, Career Service and and Excluded and Excluded and Excluded and Excluded
Excluded Westminster Yes Yes Yes Yes Not applicable Wheat Ridge Not applicable Not applicable Not applicable Not applicable Yes, all pay structures THE WATERS CONSULTING GROUP, INC.
Commerce City Englewood Greenwood Village Lafayette Lakewood Littleton Northglenn Parker Thornton Westminster Wheat Ridge Don your OIJUIiZllCion conduct loJary llUft7I? 1110, h_ ofica?
Yes , annually Yes, annually Yes, annually Yes, annually for 1/2 of positions (excluding police and fire, which are conducted annually) Ves, annually Yes, annually Ves, annually Yes,
annually Yes, annually Yes, annually Ves, annually Ves, bi-annually Yes, annually Wha. do you !lie '0 at8hIiah--. \'aIue? Wh .. paIt ol!he pay 1_ io Iaraetcd Cor compon-10 !he --. .....
? II i ...... 1IIiDimma, IIIidpoimo, .,.---? 90th percentile of the market range data is used to set the top step a range This will change to a midpoint target in 2011 Survey Average
Salaries, Minimum and maximum o f the range Actual average salaries arc targeted as the midpoint of the range Range maximums are targeted at the median of market range maximums Minimum
and maximum of the range Survey weighted average salaries and actual average salaries Actual average average salaries (75% percentile) are targeted as the midpoint of the range Actual
average salaries are targeted as the midpoint of the range Median salaries Midpoint of the range and to the 50th percentile o f actual rates paid Median pay range maximums are used for
analysis Surver Average Salaries R20ge minimums and maximums arc used for analysis 1VhaI olyourpooiliono_ c:oaoidered hcac:hmark pooilioaa C.,. !he JIIIIPOIOS ol CIIIIIIIuctia& .....,
IIUft7I IDII how _!hey cIotamiaed? Approximately 70% of the City's positions are matched to survcf data for similar positions in the market Approximately 150 of the City's positions
are matched to survey data for similar positions in the market Approximately 90% of the City's positions are matched to survey data for similar positions in the market No established
percentage 90% Approximately 150 of the City's positions ate matched to survey data for similar positions in the market (70% match) Approximately 47% of the City's positions are matched
to survey data for similar positions in the market 50% No established percentage No established percentage . Benchmarks are identified as those at least three comparable matches Approximately
60% of the City's positions are matched to survey data for similar positions in the market (84 benchmark classi fications and 40 classi fications through special survey/audits) All positions
arc reviewed 100% 60th percentile 100% 70th percentile for sworn positions and 55th percentile for civilian positions When arc acljultlllenb applied your pay ranaa? January For general
positions. January For police step plan, July I January January I Januarr 1 April 1 of each year (for 2010, increases are being postponed until July 1) January 1 Annually January January
1 Mid-year (J uly) Wha. oraallizalioaa do you !lie II bcachmark oraWzabono for !he JIIIIPOIOS olloJary luneyo? How ,,",!hey cIotamiaed? Municipalities: Aurora, Boulder, Broomfield, Colo
rado Springs, Englewood, Fort Collins, Greeley, Gteenwood Village, Lakewood, Longmont, Loveland, Northglenn, Thornton, and Westminster Applicable private sector when Municipalities:
Arvada, Aurora, Boulder, Englewood, Lakewood, Littleton, Longmont, Northglenn, Thornton and Westminster Counties: Adams, Arapahoe, Boulder, Douglas,Jefferson Municipalities: Arvada,
Aurora, Boulder, Brighton, Broomfield, Castie Rock, Englewood, Lafayette, Lakewood, Littleton, Louisville, Northglenn, Parker, Thornton, Westminster, and \1\'heat Ridge Denver Metro
cities and counties over 20,000 population and General Fund budget at least $20 million Municipalities: Arvada, Aurora, Boulder, Broomfield, Denver, Wha. (if any) IOU..,.. ol publilbed
lurwy da .. do you ... 1 MSEC, CMl.., and the Economic Research I nstitute (ERr) MSEC and CMl.. Pleale lilt aU the typa of &djultmen .. that your orpaization typically prorida that rauIt
in a change in the pay ...... II _0.1 iDcreue. in pay for employees. Not applicable Salary adjustments (as validated b) market data), re-classification, promotion, or appointments to
new positions, step step plan market adjustments Marker adjustment to pay ranges, Equity increase to minimwn if employee falls below range min, 5% -10% increase with reclassification,
MSEC, CML, Colorado Compen"ati,onIPromotional increase based o n new par grade, Equitr adjustments when an Survey, and IT Compensation Survey employee or group of employees are . significantiy
below market, COLA for collective bargaining unit, Market adjustment for CBl' (not applicable since Greenwood Village, Lafayette, Lakewood, Littleton, MSEC (to a limited degree) and
CMl.. Promotions and reclassifications Longmont, Louisville. Thornton, and \l/estminster Counties: Adams, Arapahoe, Douglas,Jefferson Municipalities: Arvada, Aurora, Brighton, Castie
Rock, Cherry Commerce City, Denver, Englewood, Golden, Ranch, Lakewood, Litrleton, Lone Tree, Parker, Northglenn, Thornton, Westminster, and \1\'heat Ridge Other: State of Colorado Municipalities:
Brighton. Broomfield, Commerce City, Castle Rock, Englewood, Golden, Little, Longmont and Louisville Counties: J efferson Municipalities: Arvada, Aurora, Boulder, Broomfield, Colorado
Springs, Denver, Englewood, Fort Collins, Greeley, Littleton, Longmont, Thornton, and Westminster The Colorado Front based on Municipalities: Arvada, Aurora, Boulder, Brighton, Broomfield,
Castle Rock, Cherry Ilills Village, Commerce Englewood, Fort Collins, Golden, Greeley, Greenwood Village, Lakewood, Lone Tree, Longmont, Loveland, Northglenn, Parker, Thornton, Westminster,
and Wheat Ridge Municipalities: Arvada, Boulder, Brighton, Broomfield, Cas tie Rock, Centennial, Littleton, Longmont, Northglenn, and Westminster
Arvada, Broomfield, Fort Collins, Lakewood, Longmont, Loveland, and Westminster Municipalities: Aurora, Arvada, Boulder, Broomfield, Denver, Fort Collins, Lakewood, Longmont, Thornton
City o f Westminster's policy for compensation is to pay prevailing, competitive wage" as compared to a comparable group o f 8 front-range cities that are viewed as the most progressive
Council/Manager cities in Colorado with top and and benefit Municipalities: Arvada, Brighton, Broomfield, Castle Rock, Commerce City, Englewood, Golden, Greeley, Greenwood Village:,
lAfayette, lAkewood, Littleton, Louisville, Nortbglen_D, Thornton, and Westminster Not applicable MSEC and CMl.. MSEC, CMl_, and ICMA MSEC and CMl.. CMl.. MSEC and Public Employer Survey
MSEC and CMl.. MSEC and CMl.. Not applicable Reclassifications and regrades Yes Not applicable Salary adjustments (as validated by market data Salary adjustments (as validated by market
data All adjustments, pending successful performance Normally scheduled salary increases, par upon reclassification. increase in pay range resulting from annual o f pay plans, market
adjustments on market survey analysis Salary adjustments (as valida.ed by market data When pay rangr. are adju.ted, do employees receive the aame &dju_CDt to retain their relative pooition
within the pay range? Ves Vari., by budget year Varies by budget year No No No No No Ves No Yes Ves Yes