Compensation and Classification Study for: City of Frederick, Maryland

Transcription

1 Compensation and ification Study for: City of Frederick, Maryland April 8, 215 Report Following Requests for Review and Reviewed and Revised Promotion Dates

2 MANAGEMENT CONSULTING SERVICES MANAGEMENT ADVISORY GROUP INTL., INC. April 8, 215 Shawn Ross Director of Human Resources City of Frederick 11 North Court Street Frederick, MD 2171 Dear Shawn: Management Advisory Group International, Inc. (MAG) is pleased to present this Compensation & ification Study Report to the City of Frederick. This report reflects any additional requests for review and the reviewed/revised promotion dates. This report has been developed based on: Job analysis of included City classifications (internal equity); and Market salary survey results to-date (external equity) The Draft Report is organized into the following Sections: Section 1: Introduction and Methodology Section 2: Selected Personnel Policies Section 3: Survey Summary Section 4: Pay Structure and Plan Section 5: rison List Section 6: es by Title Section 7: Implementation Cost by Job Section 8: Implementation Data MAG would like to express our thanks to all employees and staff who have participated in this important project. We look forward to your questions and input concerning the proposed plan. Please feel free to contact us at (73) as needed. Sincerely, Donald C. Long, Ph.D. President Management Advisory Group International, Inc Groupe Drive, Suite 2 Woodbridge, VA 22192

3 CITY OF FREDERICK, MARYLAND CLASSIFICATION & COMPENSATION STUDY TABLE OF CONTENTS Transmittal Letter Table of Contents Section 1. Introduction & Methodology... Section 1 Section 2. Selected Personnel Policies... Section 2 Section 3. Survey Summary... Section 3 Section 4. Pay Plan... Section 4 Section 5. ification rison List...Section 5 Section 6. es by Title.. Section 6 Section 7. Implementation Cost by Job Section 7 Section 8. Implementation Cost Detail.. Section 8 Management Advisory Group International, Inc. 214

4 SECTION 1. Introduction and Methodology Management Advisory Group, Inc. 214

5 1. City of Frederick, Maryland Section 1: Introduction & Methodology Introduction The City of Frederick, Maryland contracted with Management Advisory Group International, Inc. (MAG) to conduct a compensation and classification study for all current City classifications. This report presents the findings and recommendations of the classification and compensation study. MAG s findings and recommendations are based on: salary survey results; current organizational structure; a quantitative point-factor job analysis*; and, internal and external equity considerations. *The quantitative method of job analysis is widely used in the field of human resources. With this method and approach, jobs are evaluated in terms of key factors, such as experience required, education level required, the type of communications skills required, the amount and type of judgment required in the job, the complexity of the work, and the impact of decisions made in the work. Points are assigned to each job factor evaluated. The points are totaled through calculations to determine the level of the job. Jobs with similar point totals are placed in similar pay grades. The quantitative point factor method is a superior and widely used method of evaluating jobs. It forces raters to look into all key factors and sub-factors of a job. The values are assigned to all factors in a systematic way, eliminating bias at every stage. The goal of the City for this project was to provide the foundation for an appropriate classification and compensation system and pay plan based on current compensation levels for similar public sector employers, municipalities, and local market competitors. In response, MAG has developed proposed pay plan and salary adjustment recommendations for current incumbents in included City classifications.

6 1. City of Frederick, Maryland Project Focus The objectives of the study were to: Conduct job analysis of included City classifications; Gather salary and compensation data from similar/competitor organizations; and, Develop a revised classification and compensation plan. EXHIBIT 1-1 CITY OF FREDERICK, MARYLAND PROJECT TASKS Project Initiation Developed project proposal, work plan and timeline. Discussed with City administration and revised project work plan. Initial Meetings Met with City administration and management to clearly define the scope, goal(s), and objective(s) for the proposed study. Conducted Department Head Sessions and Distributed JAQs Conducted sessions to gather input regarding the proposed project. Provided Job Analysis Questionnaires (JAQs) MAG s online job information survey to current City employees in included classifications to gather job specific information on specific duties, responsibilities, and essential job attributes. Developed/Distributed Survey Instrument Developed a salary survey to gather compensation information from target organizations for selected City benchmark classifications. Collected/Analyzed Compensation Data Collected and reviewed compensation data from respondents. Conducted Job Analysis Performed quantitative point-factor analysis of compensable factors based on completed JAQs. Developed Revised Pay Plan Developed a preliminary proposed pay plan based on the results of the market salary survey, point-factor job analysis, and internal/external equity considerations. Developed Adjustment Recommendations Developed salary adjustment recommendations for all City classifications based on the revised pay plan(s) and employee classification, longevity and current salary. Developed & Submitted Draft Report Developed a Draft Report for City review integrating the job analysis, proposed pay and classification plan, salary survey, and implementation recommendations. Revised Draft Report City conducts a technical review of Draft Report materials, and appropriate input is to be incorporated into the final employee database revisions. Develop & Submit Final Report Submit a Final Report upon final review.

7 1. City of Frederick, Maryland Exhibit 1-2 illustrates a flow-chart process used for developing a proposed pay and classification plan. EXHIBIT 1-2 PROJECT FLOWCHART ification & Compensation Study Process JAQs Internal Equity Job Analysis - QPF Reclassification Market Survey Survey Data Analysis External Equity Pay Plan Individual Adjustment Calculations Department & Unit Cost Calculations Implementation Plan/Costing

8 1. City of Frederick, Maryland Methodology Overview To begin the study, MAG requested and reviewed preliminary information and arranged for on-site work with the City. At this time, MAG conducted initial meetings with City administration and tailored several instruments to be used in conducting the compensation and classification analysis, including: a Job Analysis Questionnaire (JAQ); and a Market Survey to be conducted with comparable classifications with a selected group of agencies and employers. The study methodology included: collection of current City budget, personnel, and organizational background information; development, distribution, collection, and analysis of Job Analysis Questionnaires ; identification and selection of comparable agencies for the market salary survey; identification of classification benchmarks; analysis with recommendations concerning the relative ranking of City positions to develop a classification plan that will ensure internal equity; and, a salary/wage survey and analysis. Initial Meetings and Orientation Upon agreement to proceed, the project team met with City management to discuss the study s objectives, along with the strengths and weaknesses of the current organizational structure and compensation management program. City management provided input regarding the City s compensation philosophies, goals, and needs of the plan to be developed. MAG s representatives requested documentation about current compensation and classification programs, met with City management to discuss the current plan, and developed an understanding of concerns to be addressed. The project team also conducted meetings for Department Heads to provide an overview of the scope, content, and methodology of the study, encourage employee cooperation and commitment, and establish appropriate time frames for completing and returning necessary forms. Management Advisory Group International, Inc

9 1. City of Frederick, Maryland Job Analysis Questionnaire MAG evaluated the included City classifications in order to assign positions to an appropriate new pay range. The job evaluation included various factors, such as: Involvement with Data, People, and Assets /Vocational Requirements Educational/Vocational Requirements Mathematical Requirements Communications Requirements Judgment Requirements Impact of Decisions Complexity of Work Safety of Others Responsibilities Americans with Disabilities Act Requirements Physical Requirements Equipment Usage Unavoidable Hazards Sensory Requirements Information about each employee s job was collected through a Job Analysis Questionnaire (JAQ). The questionnaire was available online, through MAG s website, and was made available to all incumbents in included City classifications. The JAQ asked employees to rank their job in each of the above areas and provide written comments about their tasks in each area. Based on this information, each job class was evaluated by MAG s unique Job Evaluation System. The evaluation from this system resulted in a quantitative score for each job and established the relative ranking of positions within the compensation system. Market Survey The City employs a wide range of jobs that contain a mix of work responsibilities found in both the public and private sectors. The Market Survey reflected the variety of duties and responsibilities in which City employees engage. The Market Survey is one of the key components of a classification and compensation study, as well as one of the more difficult and sensitive activities in the study process. Management Advisory Group International, Inc

10 1. City of Frederick, Maryland In a collaborative effort with City management, MAG developed a list of target organizations to be surveyed. Upon City approval of the target list, the survey instrument, and the benchmark classifications, MAG conducted the survey and performed the technical analysis and evaluation. Organizations typically included as targets in a salary survey are those that are: competing with the City for employees, for either lower level or higher level positions; geographically situated in such a fashion as to almost automatically be considered a competitor; structured similarly to the City, or providing similar types of services; attractive to highly valued City employees for one reason or another; and, within a reasonable commuting distance. Targeted agencies in this study included: Carroll County, MD City of Annapolis, MD City of Baltimore, MD City of Bowie, MD City of Gaithersburg, MD City of Hagerstown, MD City of Rockville, MD Frederick County, MD Howard County, MD Montgomery County, MD Town of Leesburg, VA Washington County, MD The proposed salary ranges for the pay plan are the result of both job analysis and a market salary survey of target organizations. Benchmark es The job classes included as benchmarks in the survey were clearly and concisely described. All classes had a clear and identifiable relationship to other City classes and were representative of the various functional areas within the various work areas/units. At least one position from each department was selected for inclusion as a benchmark position in the survey. Management Advisory Group International, Inc

11 1. City of Frederick, Maryland In the survey instrument, each job was carefully described in a class profile. In addition to the statement of job duties and responsibilities, specific information pertaining to the education requirements and work experience needed for the class was included. The respondent s matching class title, annual minimum and maximum salary, duty days, and annual hours was also included in the survey. Because the class profiles were created from the information obtained from completed JAQs, validity was built into the process through the class profile methodology. The data from the survey were used to assist with the classification of the various jobs within the pay structure. The market study served as an indicator of market trends. The internal job analysis is the most critical element in determining pay grade assignment. Benchmark positions/classifications used for the salary survey included: Accountant Administrative Assistant Airport Manager Case Manager I Chief of Police City Attorney Code Enforcement Inspector Coord. of Food and Nutrition Services Crime Analyst Deputy Director of Engineering Digital Imaging Technician Director of Human Resources Director of Public Works Dispatcher Executive Assistant GIS Technician Golf Course Superintendent Helpdesk Technician Human Resources Analyst Manager of Marketing Office Manager Operator I Equipment Operator II Equipment/Truck Driver Operator IV Wastewater Treatment Municipal Court Administrator Payroll Administrator Management Advisory Group International, Inc

12 1. City of Frederick, Maryland Planner II Plumbing Inspector Recreation Supervisor Refuse Collector Risk Manager Secretary Office of the Chief of Police Security Parking Garage Superintendent Water Treatment Supervisor of Building Maintenance Tech I Mechanic Tech III Electrician Tech III Utility Maintenance Technology Manager Warehouse Coordinator Water Quality Lab Coordinator Overall, for the surveyed benchmark positions, on average, MAG found that the City was lagging the market by 5.52% at the minimums, by 5.71% at the midpoints, and by 5.83% at the maximums of the ranges. Of course, some positions lagged the market more than others, as detailed in Section 2. of the report. Pay Plan MAG has developed a revised pay plan for all positions included in the study. Specific details of the plan are provided in report tables following this narrative. The proposed pay plan puts all employees into a unified range plan. The current pay plan structure has approximately 8% between pay grades with 6% pay ranges. The proposed pay plan provides for 5% difference between pay grades, which allows for finer distinctions in the nature of work being completed. This is becoming a more standard structure in the public sector compensation plans. The proposed plan also is 6% from minimum to the maximum of each grade, consistent with the surveyed market. The proposed plan has 198 job titles or job classes, a reduction from the current 229 job titles, achieved through consolidation of titles. Pay Plan Structures MAG has established one structure for the positions included within the scope of the study. It is an open range plan. The open range approach, as is recommended for employees within the scope of this Management Advisory Group International, Inc

13 1. City of Frederick, Maryland project, is common among general employee populations. It is less structured and allows for the recognition of variable employee performance. It is also much less costly to implement an open range pay structure. This approach has the benefit of flexibility and does not obligate the employer to increases based only on tenure. There is an increasing trend in local government to move from pay increases for general employees based on longevity to a merit based plan. The concept that employees should receive more salary simply because of another year of service is losing favor and is being replaced with performance based plans that provide variable compensation adjustments ranging from zero to several percentage points, with the foundation being a job-based/performance related system of review. While not a part of this scope of work, MAG has developed a merit evaluation system that utilizes a unique performance approach for each job class and is able to be customized down to the level of each individual employee. Plan Implementation MAG s implementation recommendations consider the following: Current salary, Current job title or rank, and Length of total service from the reported promotion date to the recommended implementation date of July 1, 215. The computer software program used in the study, ification Manager then calculates an exact target salary for each employee that fairly and equitably makes an adjustment. If the employee s current salary exceeds the target salary then the calculations will not provide any further adjustment. No employee is recommended for any decrease in salary, even if the current salary substantially exceeds the target salary. MAG does recommend that any employees whose current salary exceeds the target salary should continue to advance through the steps until they reach the range maximum. The equity adjustments recommended help relieve compression that exists within the compensation structure. One form of salary compression is when the pay level of one or more employees is very close to the pay Management Advisory Group International, Inc

14 1. City of Frederick, Maryland of more experienced employees in the same job. Another form of compression is when employees in lower graded jobs are paid almost as much as their colleagues in higher graded jobs, including managerial positions. This implementation approach achieves the maximum amount of internal equity possible without reducing the salary of any employee. Once the new structure and the recommended salaries are adopted, the City will, over time, reach full equity as people leave or retire. No employee should receive any additional salary adjustments once their salary has reached the maximum of the range. The recommendation is to freeze the salary until there is sufficient market adjustment to provide an increase. MAG recommends that the new compensation structures go into effect on July 1, 215 along with the recommended salary adjustments. The survey results suggest that City positions are behind market, on the whole. However, certain positions are further behind the City s competitors, and adjustments to pay ranges reflect that reality. MAG is recommending that the City take steps to address the questions of internally equitable salary placement for every employee. The recommendations would accomplish the following: Bring about internal salary equity for employees; Provide a simple, easy to understand plan for employees; Freeze any salary that exceeds the range maximum; and, Simplify future adjustments to the structure to accommodate market changes. Management Advisory Group International, Inc

15 SECTION 2. Selected Personnel Policies Management Advisory Group International, Inc. 213

16 2. Frederick, Maryland Section 2: Selected Policies Personnel Policies: The recommendations included in this section are meant to complement and augment the City s existing policies, and are not intended to be a complete replacement. The following recommendations cover recommendations for both the implementation of the plan as well as the on-going administration. Numerous opportunities exist for varied work experiences and career advancement within the City of Frederick. The following outlines how associated pay changes can be administered based on the category of change. All final decisions on the administration of pay changes are subject to review and recommendation by the Human Resources Director prior to final approval by the Mayor. From time to time, recommended changes will need to be approved by the Board. A. Reclassification During the Budget Cycle and Out of the Budget Cycle Each position is classified based on its function, responsibility and other elements of job content. A position reclassification is the assignment of a new job title and/or grade to an existing position, either filled or vacant. A position audit usually based on the information obtained through a Job Analysis Questionnaire (JAQ) completed by the employee and verified and validated by the immediate supervisor is required to initiate a review by the Department of Human Resources in order to change the title and/or pay level of an existing position. A change in a position s duties and responsibilities does not necessarily dictate a change in the position s pay level. When a department director requests a reclassification, he/she needs to submit to the Director of Human Resources 1) a New Position/Upgrade Request Form stating the reasons for the request and other relevant information regarding the position; 2) a completed JAQ (template provided to the City by MAG) with appropriate signatures; and 3) an organizational chart. JAQs will be evaluated by the City s Human Resources Department and recommendations for support or denial will be provided to the Mayor for consideration. Based on the Human Resources Department s recommendation, City department directors may request further analysis of any reclassification request from the City s Compensation Consultant and any associated consulting fees will be charged to the requesting city department for such analysis. If approved in the annual operating budget for the upcoming fiscal year, any positions being reclassified will undergo revisions to job descriptions and any additional analysis necessary to finalize the reclassification prior to being effective July 1 st. Management Advisory Group, Inc

17 Frederick, Maryland Throughout the year, department heads may submit through the Department of Human Resources a request for review of a position(s) in their department, including a completed JAQ for the position, as a result of extenuating circumstances outside of the annual budget process. The Director of Human Resources or his/her designee will review such request(s) and provide recommendations of support or denial to the Mayor. If a reclassification is approved by the Mayor and Board of Aldermen, the Director of Human Resources will direct appropriate actions to be taken based on the full review of all related factors, including budgetary funding. Any reclassification (reassignment) of a job title to a higher or lower grade or range in the City s Compensation Plan must be approved by the Board prior to becoming effective. 1. When a job has been reclassified to a higher pay grade, the employee(s) salary shall increase at least 5% but not less than the minimum salary of the new pay grade. If the reclassification results in an upgrade of one pay grade, the pay raise will be at least 5%. An upgrade of two or more pay grades will be eligible for an additional 5% increase for each additional pay grade. 2. When a job has been reclassified to a lower pay grade, the affected employee(s) shall have their pay grade adjusted accordingly. If the employee s salary is within the salary range of the new pay grade, the salary will remain the same as the employee s salary prior to reclassification. The effective date will be the day following the CEO s or the Board s adoption date. If, after the pay grade adjustment, the employee(s) salary is greater than the maximum salary of the new pay range, the employee will continue to be paid at the higher rate of pay for the remainder of the current fiscal year, but not less than 18 days. On the first day of the subsequent fiscal year (or effective on the 181 st day, whichever is later) the salary will be adjusted to not more than the maximum salary of the assigned pay grade. 3. Internal Equity as a result of the implementation of a system-wide study shall not be subject to the same guidelines as the Reclassification guideline. Internal Equity can be the result of the application of a formula, applied to all positions in the same pay plan, and are done to insure that employees salaries are internally equitable and are not done to reflect an individual job audit of a single member incumbent. Internal Equity are also not tied to performance measures. The Human Resources Director may recommend and the Mayor may approve, an Internal Equity Adjustment strategy that is separate and apart from the guidelines that cover reclassification, B. Reclassifications as a Result of a System-Wide Review Periodically, the City may undertake a system-wide review of all classification assignments as part of a comprehensive compensation and classification review process. Recommendations with respect to reclassification assignments as a result of system wide changes are not subject to the guidelines governing reclassifications that result as a part of the budget review process. The Director of Human Resources may recommend to the Mayor that the Board adopt various implementation options, covering some or all employees that are based on other criteria than those governing reclassifications done during the regular budget process or as the result of extenuating circumstances. Management Advisory Group, Inc

18 Frederick, Maryland C. Promotion A promotion is a selection process for which an internal candidate moves to an open budgeted position at a higher grade, or moves from a non-graded position to an open graded position. The position is posted internally, externally, or both. Note: Promotions within public sector agencies present special issues that are not typically found in other organizations. As a result, MAG, in working with large numbers of public sector agencies (of all sizes) has developed a best practices approach that permits our clients to move employees between and among different job levels while retaining a large measure of compensation equity. While the promotional policies recommended by MAG may not be reflective of the most common operating practice, it is the experience of MAG staff that the same common operating practices result in internal inequities that MAG staff is typically tasked with correcting. The following policy regarding promotion, demotion, transfer, etc., are designed to assist the City of Frederick in overcoming the inherent problems of moving incumbents among pay grade levels. 1. When an employee is promoted, as a result of a job change or job progression, to a higher pay grade position, the salary placement within the new pay grade shall be determined as follows: apply 5% on the salary of the previous grade and for promotions of one pay grade, and an additional 5% for each additional pay grade. The resulting pay will be no less than the minimum of the new pay grade and no less than a 5% salary increase but not more than the maximum salary of the assigned pay grade. 2. There may be times when the uniqueness of an individual job and level of necessary skills may require a higher salary placement than stipulated in this section. Under such circumstances, the Human Resources Director may recommend a higher salary placement within the assigned pay grade. D. Lateral Transfer 1. A lateral transfer occurs when an employee is transferred from one job class to another in the same, or substantially equivalent, pay grade. When there is no change in pay grade there shall be no adjustment in base salary. A lateral transfer is not considered a reclassification or a promotion. E. Demotion 1. A demotion occurs when an employee is transferred from one job class to another and the new job class is in a pay grade (or substantially equivalent pay range) that is less than the origination pay grade (or substantially equivalent pay range). In most cases, when a demotion occurs, the incumbent can expect that their pay will be reduced commensurate to the reduction in pay grade (or pay range). Typically, there will be a 5% reduction in salary for the first pay grade (or substantially equivalent pay range), and a 5% reduction for each additional pay grade (or substantially equivalent pay range), but no more than the minimum of the new pay grade to which the new job class is assigned. Management Advisory Group, Inc

19 Frederick, Maryland Demotions can occur for several reasons: a. Demotion requested by Incumbents: In some cases, an incumbent will request a demotion to a different job class in a lower pay grade (or pay range). The reduction in salary would be handled as outlined above. b. Demotion for disciplinary reasons: The reduction in salary would be handled as outlined above. c. Demotion for the good of the City: If the demotion is at the request of the City for the good of the organization, there would be no reduction in salary. F. Temporary Assignment 1. Acting or temporary assignment occurs when the City recognizes a critical job assignment need that must be met and cannot be met through the normal recruitment process. This can occur when an unexpected vacancy occurs; when a mission critical job cannot be filled in a timely basis; or when a mission objective changes abruptly and requires an immediate action. 2. Temporary or acting assignment would be anticipated to last more than 3 days and less than 6 months and may occur to fill a vacancy and/or to assume the duties of another employee who is temporarily on leave or sabbatical. 3. If the position assigned is lower in pay grade (or substantially equivalent pay range) would not result in a lower salary for the assigned employee. 4. If the position assigned is higher in pay grade (or substantially equivalent pay range) and extends beyond 3 days, but less than 6 months, there should be a 5% temporary assignment pay adjustment for the first pay grade and 5% for each additional pay grade, not to exceed the maximum of the assigned range. Employee s receiving temporary assignment pay shall sign an agreement acknowledging the understanding that they are receiving Temporary Assignment Pay and also acknowledging understanding that when the temporary assignment ends, the assignment pay will also end. G. New Hire Compensation The City s current policy for compensation of new hires, in which employees are hired at the minimum of the range, should be maintained. The reasons in the policy for exceptions are effective and within best practices. Management Advisory Group, Inc

20 SECTION 3. Survey Management Advisory Group International, Inc.. 214

21 Survey Results for City of Frederick, MD 214 MM Job Title Normalizing Annual Hours: 28 Averages For Each Job Mid Max Range Ann Width Days Hours Actual Normal Hours CITY OF FREDERICK, MD Mid Max Range Width CUSTODIAN 26,457 33,197 39, % 26 2,51 28 $27,653 4% $35,954 8% $44,254 1% 6.% REFUSE COLLECTOR FULL TIME 35,417 41,61 47, % 26 2,22 28 $29,864-19% $38,835-7% $47,85 % 6.1% OPERATOR I EQUIPMENT 34,138 42,923 51, % 26 2,63 28 $32,239-6% $41,925-2% $51,61 % 6.1% OPERATOR II EQUIPMENT/TRUCK DRIVER 34,865 44,24 53, % 26 2,61 28 $34,822 % $45,28 2% $55,738 4% 6.1% TECH III ELECTRICIAN 35,423 46,62 56,71 6.7% 26 2,8 28 $37,613 6% $48,913 6% $6,212 6% 6.1% TECH I MECHANIC 36,837 47,193 57, % 26 2,63 28 $32,239-14% $41,925-13% $51,61-12% 6.1% DISPATCHER 38,79 48,315 58, % 26 2,51 28 $37,613-1% $48,913 1% $6,212 3% 6.1% ADMINISTRATIVE ASSISTANT 38,87 49,78 6, % 26 1, $37,613-1% $48,913 % $6,212 % 6.1% TECH III UTILITY MAINTENANCE 37,922 5,693 63, % 26 2,8 28 $37,613-1% $48,913-4% $6,212-5% 6.1% OPERATOR IV WASTEWATER TREATMENT 41,48 5,824 6, % 26 2,22 28 $4,61-2% $52,821 4% $65,31 7% 6.1% SECRETARY - OFFICE OF THE CHIEF OF POLICE 39,364 52,54 65, % 26 2,8 28 $34,822-13% $45,28-16% $55,738-18% 6.1% GIS TECHNICIAN 42,733 54,169 65, % 26 1, $43,862 3% $57,41 5% $7,22 7% 6.1% CASE MANAGER I 44,114 55,66 67, % 26 1, $37,613-17% $48,913-14% $6,212-11% 6.1% OFFICE MANAGER 43,9 55,911 68, % 26 2,3 28 $4,61-6% $52,821-6% $65,31-6% 6.1% HELPDESK TECHNICIAN 43,322 56,397 69, % 26 1, $43,862 1% $57,41 1% $7,22 1% 6.1% SENIOR ENGINEERING TECHNICIAN 43,285 56,536 69, % 26 1, $43,862 1% $57,41 1% $7,22 1% 6.1% MANAGER OF MARKETING 44,128 56,572 69, % 26 2,8 15, $43,862-1% $57,41 1% $7,22 2% 6.1% PAYROLL ADMINISTRATOR 43,72 56,794 69, % 26 1, $4,61-8% $52,821-8% $65,31-7% 6.1% PLUMBING INSPECTOR 44,82 57,2 69, % 26 1, $43,862-2% $57,41 % $7,22 1% 6.1% DIGITAL IMAGING TECHNICIAN 44,699 58,235 71, % 26 2,37 28 $37,613-19% $48,913-19% $6,212-19% 6.1% CODE ENFORCEMENT INSPECTOR 45,391 58,415 71, % 26 2,32 28 $4,61-12% $52,821-11% $65,31-1% 6.1% CRIME ANALYST 46,33 59,59 72, % 26 2,3 28 $47,367 2% $61,64 3% $75,841 4% 6.1% WATER QUALITY LAB COORDINATOR 46,993 62,116 77, % 26 2,8 28 $43,862-7% $57,41-9% $7,22-1% 6.1% COORDINATOR OF FOOD AND NUTRITION SERV 48,36 62,842 77, % 26 1, $43,862-1% $57,41-1% $7,22-1% 6.1% GOLF COURSE SUPERINTENDENT 51,471 65,985 8, % 26 2,8 28 $55,253 7% $71,858 8% $88,462 9% 6.1% SUPERVISOR OF BUILDING MAINTENANCE 51,62 67,654 83, % 26 2,51 28 $51,171-1% $66,542-2% $81,912-2% 6.1% ACCOUNTANT 52,175 68,199 84, % 26 1, $47,367-1% $61,64-11% $75,841-11% 6.1% RECREATION SUPERVISOR 52,872 7,484 88, % 26 2,24 28 $47,367-12% $61,67-14% $75,847-16% 6.1% PLANNER II 57,189 74,662 92, % 26 1, $55,253-4% $71,858-4% $88,462-4% 6.1% HUMAN RESOURCE ANALYST 57,61 75,53 93, % 26 1, $51,171-13% $66,542-13% $81,912-14% 6.1% NETWORK SYSTEMS ADMINISTRATOR 58,724 78,166 97, % 26 2,28 28 $55,253-6% $71,858-9% $88,462-1% 6.1% SAFETY AND LOSS CONTROL MANAGER 61,754 8,967 1, % 26 1, $59,681-3% $77,611-4% $95,541-5% 6.1% SUPERINTENDENT WATER TREATMENT 68,353 89,34 19, % 26 2,15 28 $59,681-15% $77,611-15% $95,541-15% 6.1% AIRPORT MANAGER 69,152 94, , % 26 2,8 28 $69,597 1% $9,525-4% $111,453-8% 6.1% DEPUTY DIRECTOR FOR ENGINEERING 79,849 14, , % 26 2,45 28 $81,197 2% $15,595 1% $129,993 % 6.1% TECHNOLOGY MANAGER 79,986 14, , % 26 1,95 28 $75,179-6% $97,767-7% $12,354-8% 6.1% DIRECTOR OF HUMAN RESOURCES 94,51 122,55 15, % 26 2,15 23,57 28 $81,197-16% $15,595-16% $129,993-15% 6.1% CITY ATTORNEY 92, , , % 26 2,17 148,8 28 $94,688 2% $123,156-2% $151,624-5% 6.1% DIRECTOR OF PUBLIC WORKS 99,57 13, , % 26 2,11 165,5 28 $94,688-5% $123,156-6% $151,624-7% 6.1% DIRECTOR OF FINANCE 98,63 13, , % 26 2,17 23, $94,688-4% $123,156-6% $151,624-8% 6.1% Sunday, December 7, 214 8:36:36 PM Page 1 of 2

22 Job Title Normalizing Annual Hours: 28 Averages For Each Job Mid Max Range Ann Width Days Hours Actual Normal Hours CITY OF FREDERICK, MD Mid Max Range Width CHIEF OF POLICE 11, , , % 26 2,43 22,5 28 $94,688-7% $123,156-7% $151,624-8% 6.1% Survey Averages 53,8 7,96 86, % 26 2,26 181, % 5,986 66,38 81, % -5.71% -5.83% % Difference 6.1% Sunday, December 7, 214 8:36:36 PM Page 2 of 2

23 SECTION 4. Pay Structure and Plan Management Advisory Group International, Inc. 214

24 Pay Plans City of Frederick Code Title Ann Ann Max Hrly Hrly Max 16 $27,663 $35,961 $44,232 $13.3 $17.29 $ CUSTODIAN PARKING ENFORCEMENT MONITOR PARKS MAINTENANCE WORKER SHELTER ASSISTANT 1131 TRAFFIC MAINTENANCE WORKER 17 $29,46 $37,759 $46,444 $13.96 $18.15 $ CLERICAL ASSISTANT INTAKE WORKER 33 OUTREACH WORKER 12 SECURITY GUARD 11 WATER TREATMENT OPERATOR I 37 WEATHERIZATION TECHNICIAN 18 $3,498 $39,647 $48,766 $14.66 $19.6 $ EQUIPMENT OPERATOR I MEDICAL ASSISTANT 19 $32,23 $41,63 $51,25 $15.4 $2.1 $ LEAD INTAKE WORKER 11 $33,624 $43,711 $53,765 $16.17 $21.2 $ GROUNDSKEEPER HORTICULTURALIST MAINTENANCE TECHNICIAN 511 PARKING ASSOCIATE 43 REFUSE COLLECTOR 111 $35,35 $45,897 $56,453 $16.97 $22.7 $ ACCOUNTING CLERK 1116 AUTO MECHANIC 35 COMMUNICATIONS CLERK 31 ELECTRICIAN 1126 EQUIPMENT OPERATOR II 1115 GOLF COURSE MECHANIC PLANT AND PUMP STATION MECHANIC 42 RECORDS SPECIALIST SMALL ENGINE MECHANIC 1129 TREE TRIMMER 112 $37,71 $48,192 $59,276 $17.82 $23.17 $ ADMINISTRATIVE ASSISTANT I 299 UTILITY MAINTENANCE TECHNICIAN I 717 WAREHOUSE COORDINATOR 333 WATER TREATMENT OPERATOR II 113 $38,924 $5,61 $62,24 $18.71 $24.33 $ DISPATCHER 1185 EQUIPMENT OPERATOR III 47 EVIDENCE AND PROPERTY CUSTODIAN 1125 INFLOW & INFILTRATE TECHNICIAN 1178 PARKING METER TECHNICIAN PROCUREMENT SPECIALIST 4577 SENIOR ACCOUNTING CLERK 18 SENIOR AUTO MECHANIC 11 SENIOR ELECTRICIAN 121 SENIOR HORTICULTURALIST Wednesday, April 8, 215 8:44:5 PM Page 2

25 Pay Plans City of Frederick Code Title Ann Ann Max Hrly Hrly Max 113 $38,924 $5,61 $62,24 $18.71 $24.33 $ SKILLED TRADES WORKER SPECIAL VEHICLE COORDINATOR SPORTS TURF CREWLEADER TRAFFIC SIGN TECHNICIAN 113 TREE TRIMMER - SENIOR 1119 UTILITY MAINTENANCE TECHNICIAN II 1121 WATER METER TECHNICIAN 99 WATER QUALITY ANALYST 114 $4,87 $53,131 $65,352 $19.65 $25.54 $ ADMINISTRATIVE ASSISTANT II AUTOMATED ENFORCEMENT COORDINATOR CREW LEADER DIGITAL IMAGING TECHNICIAN FALSE ALARM REDUCTION MONITOR PERMITS TECHNICIAN SAFETY ASSISTANT SENIOR RECORDS SPECIALIST 123 WASTEWATER TREATMENT OPERATOR IV 122 WATER TREATMENT OPERATOR IV WEATHERIZATION AUDITOR 115 $42,914 $55,788 $68,619 $2.63 $26.82 $ ACCOUNTING CLERK COORDINATOR ASSISTANT GOLF COURSE SUPERINTENDENT 714 CASE MANAGER 77 CRIME SCENE TECHNICIAN EQUIPMENT OPERATOR CREW LEADER 1137 FLEET MAINTENANCE COORDINATOR 1136 FUNDRAISING COORDINATOR - WEINBERG CENTER HOUSING COUNSELOR HUMAN RESOURCES SPECIALIST 112 JOURNEYMAN ELECTRICIAN 1123 LEGAL ASSISTANT LEGISLATIVE ASSISTANT 82 LEGISLATIVE CLERK 1158 PAYROLL ADMINISTRATOR 1121 UTILITY MAINTENANCE TECHNICIAN III 114 VICTIM SERVICES ADVOCATE 811 WATER BILLING COORDINATOR WEATHERIZATION MANAGER 116 $45,59 $58,577 $72,5 $21.66 $28.16 $ ARBORIST 999 ASST COMMUNICATIONS DIVISION SUPERVISOR 44 BOX OFFICE MANAGER - WEINBERG CENTER BUILDING INSPECTOR 1312 CODE ENFORCEMENT INSPECTOR COMMUNITY OUTREACH COORDINATOR 132 ELECTRICAL INSPECTOR 889 FIRE SYSTEMS INSPECTOR 1125 GIS TECHNICIAN 551 GOLF PRO ASSISTANT Wednesday, April 8, 215 8:44:5 PM Page 3

26 Pay Plans City of Frederick Code Title Ann Ann Max Hrly Hrly Max 116 $45,59 $58,577 $72,5 $21.66 $28.16 $ HELPDESK TECHNICIAN 99 OFFICE MANAGER I 136 PLUMBING INSPECTOR 1433 PROJECT INSPECTOR 127 PUBLIC WORKS FOREMAN SENIOR ENGINEERING TECHNICIAN 1128 SENIOR MAPPING TECHNICIAN SENIOR SIGN TECHNICIAN 1313 SENIOR SURVEY TECHNICIAN 1128 SENIOR TRAFFIC ENGINEERING TECH 117 $47,312 $61,56 $75,653 $22.75 $29.57 $ DIGITAL MEDIA PRODUCER PERMITS COORDINATOR 5522 STORM WATER MGMT COORDINATOR UTILITIES ENGINEERING ASSOCIATE 555 UTILITY MAINTENANCE TECHNICIAN IV 118 $49,678 $64,581 $79,435 $23.88 $31.5 $ BACKGROUND INVESTIGATOR 1212 CRIME ANALYST 113 CRIME SCENE SUPERVISOR EVENTS COORDINATOR FCAA PROGRAM COORDINATOR FITNESS CENTER SUPERVISOR LEAD SURVEY TECH MANAGER OF MARKETING 1129 OFFICE MANAGER II PLANS REVIEWER SAFE STREETS COORDINATOR WATER QUALITY LAB COORDINATOR 119 $52,162 $67,811 $83,47 $25.8 $32.6 $ ACCOUNTANT BENEFITS ADMINISTRATOR 112 FACILITIES ADMINISTRATOR 888 FIRE PROTECTION ENGINEER 164 SENIOR ELECTRICAL INSPECTOR 161 SENIOR PLUMBING INSPECTOR SENIOR PROJECT INSPECTOR SENIOR SITE INSPECTOR SUPERVISOR- COMMUNICATIONS DIV 1138 VICTIM SERVICES SUPERVISOR 1134 WASTEWATER PRETREATMENT COORD 12 $54,77 $71,21 $87,577 $26.33 $34.23 $ ASSISTANT AIRPORT MANAGER ASSISTANT DIRECTOR OF THE COMMUNITY ACTION AGENCY ASSISTANT MANAGER - CODE ENFORCEMENT ASSISTANT SUPERINTENDENT 113 DEVELOPMENT SUPERVISOR OPERATIONS SUPPORT SUPERVISOR 78 RECREATION SUPERVISOR 135 SENIOR BUILDING INSPECTOR Wednesday, April 8, 215 8:44:5 PM Page 4

27 Pay Plans City of Frederick Code Title Ann Ann Max Hrly Hrly Max 12 $54,77 $71,21 $87,577 $26.33 $34.23 $ SENIOR PLANS REVIEWER 1555 SUPERVISOR OF BUILDING MAINTENANCE SUPERVISOR OF LIGHTS & TRAFFIC CONTROL SUPERVISOR OF RECORDS 121 $57,59 $74,761 $91,956 $27.65 $35.94 $ CDBG ADMINISTRATOR 183 FISCAL AFFAIRS COORDINATOR HUMAN RESOURCES ANALYST 134 PLANNER II PUBLIC INFORMATION COORDINATOR PURCHASING SUPERVISOR 112 TECHNICAL MANAGER WEINBERG 157 VEHICLE & MAINTENANCE SUPERVISOR 122 $6,384 $78,499 $96,554 $29.3 $37.74 $ GOLF COURSE SUPERINTENDENT 1122 PARKING SUPERINTENDENT PARKS SUPERINTENDENT 161 SUPERVISOR OF WATER QUALITY 123 $63,43 $82,424 $11,382 $3.48 $39.63 $ BUSINESS DEVELOPMENT SPECIALIST 143 DIVISION MANAGER CODE ENFORCEMENT 96 EXECUTIVE ASSISTANT TO THE MAYOR 882 NETWORK SYSTEMS ADMINISTRATOR SUSTAINABILITY MANAGER 124 $66,573 $86,545 $16,451 $32.1 $41.61 $ ACCOUNTING MANAGER 1176 MANAGER OF WEINBERG CENTER PROJECT ENGINEER-LAND DEVELOPMENT PROJECT MANAGER-HYDRO/HYDRAULIC PROJECT MANAGER-UTILITIES 169 SAFETY & LOSS CONTROL MANAGER 25 SUPERINTENDENT OF LIGHT/SIGNAL 153 SUPERINTENDENT OF SANITATION 222 SUPERINTENDENT OF SEWER MAINTENANCE SUPERINTENDENT OF STREET MAINTENANCE SUPERINTENDENT OF W/S FAC MTNC 23 SUPERINTENDENT OF WASTEWATER 22 SUPERINTENDENT OF WATER SERVICES 26 SUPERINTENDENT OF WATER TREATMENT 125 $69,92 $9,873 $111,773 $33.61 $43.69 $ ASST DEPUTY DIR OF OPERATIONS BUILDING DIVISION MANAGER 1 DIVISION MANAGER COMPREHENSIVE PLANNING 191 DIVISION MANAGER CURRENT PLANNING ECONOMIC DEVELOPMENT MANAGER HEAD GOLF PRO GENERAL MANAGER NURSE PRACT/PHYSICIAN ASST PURCHASING MANAGER 126 $73,397 $95,416 $117,362 $35.29 $45.87 $ AIRPORT MANAGER Wednesday, April 8, 215 8:44:5 PM Page 5

28 Pay Plans City of Frederick Code Title Ann Ann Max Hrly Hrly Max 126 $73,397 $95,416 $117,362 $35.29 $45.87 $ EXECUTIVE ASSISTANT OF ADMINISTRATION MANAGER OF SURVEYING & MAPPING MANAGER OF TRAFFIC ENGINEERING 127 $77,67 $1,187 $123,23 $37.5 $48.17 $ ASSISTANT CITY ATTORNEY 1121 MANAGER OF HUMAN RESOURCES 128 $8,92 $15,196 $129,392 $38.9 $5.58 $ TECHNOLOGY MANAGER 129 $84,966 $11,456 $135,861 $4.85 $53.1 $ DEPUTY DIRECTOR FOR ENGINEERING DEPUTY DIRECTOR FOR OPERATIONS 1123 DEPUTY DIRECTOR FOR PARKS AND RECREATION DEPUTY DIRECTOR FOR PLANNING 13 $89,215 $115,979 $142,654 $42.89 $55.76 $ DIRECTOR OF ECONOMIC DEVELOPMENT DIRECTOR OF THE COMMUNITY ACTION AGENCY 133 $13,277 $134,26 $165,14 $49.65 $64.55 $ CHIEF OF POLICE CITY ATTORNEY 214 DIRECTOR OF BUDGET & PURCHASNG DIRECTOR OF FINANCE 3399 DIRECTOR OF HUMAN RESOURCES 291 DIRECTOR OF PUBLIC WORKS 198 Active es in the Pay Plan Wednesday, April 8, 215 8:44:5 PM Page 6

29 SECTION 5. rison List Management Advisory Group International, Inc. 214

30 Pay Plan Title Title rison List by Pay City of Frederick Working Title Code Annual Range Max 12 $22,758 $29,586 $36,39 13 $23,896 $31,65 $38,21 14 $25,91 $32,618 $4,12 15 $26,345 $34,249 $42, $27,663 $35,961 $44,232 CUSTODIAN CUSTODIAN CUSTODIAN GRADED PART TIME PROGRAM ASSISTANT COMM CTR FT PARKING ENFORCEMENT MONITOR PARKING ENFORCEMENT MONITOR PG PARKS MAINTENANCE WORKER PARKS MAINTENANCE WORKER SHELTER ASSISTANT TRAFFIC MAINTENANCE WORKER CARROLL CREEK PARK ATTENDANT HELPER PARKS MAINTENANCE SHELTER ASSISTANT HELPER PAINT & SIGN 16 2 $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $29,46 $37,759 $46,444 CLERICAL ASSISTANT INTAKE WORKER OUTREACH WORKER OUTREACH WORKER SECURITY GUARD SECURITY GUARD SECURITY GUARD SECURITY GUARD SECURITY GUARD WATER TREATMENT OPERATOR I WEATHERIZATION TECHNICIAN INTAKE WORKER OUTREACH WORKER I OUTREACH WORKER/DRIVER OUTREACH WORKER I SECURITY SECURITY PARKING WATCHMAN WATCHMAN-PART TIME OPERATOR I TRAINEE WEATHERIZATION TECHNICIAN I $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $27,653 $35,953 $44, $3,498 $39,647 $48,766 EQUIPMENT OPERATOR I MEDICAL ASSISTANT OPERATOR I EQUIP/TRUCK DRIVER MEDICAL ASSIST- FT GRANT FNDED $32,239 $41,924 $51, $27,653 $35,953 $44, $32,23 $41,63 $51,25 Wednesday, April 8, 215 Page 2 of 12 8:46:41 PM

31 Pay Plan Title Title rison List by Pay City of Frederick Working Title Code Annual Range 19 $32,23 $41,63 $51,25 LEAD INTAKE WORKER LEAD INTAKE WORKER Max $29,864 $38,834 $47,85 11 $33,624 $43,711 $53,765 GROUNDSKEEPER HORTICULTURALIST MAINTENANCE TECHNICIAN PARKING ASSOCIATE PARKING ASSOCIATE REFUSE COLLECTOR OPERATOR I EQUIPMENT HORTICULTURALIST CARROLL CREEK MECHANICAL TECHNICIAN PARKING ASSOCIATE PARKING ASSOCIATE - PG REFUSE COLLECTOR FULL TIME 46 4 $32,239 $41,924 $51, $27,653 $35,953 $44, $32,239 $41,924 $51, $34,822 $45,28 $55, $34,822 $45,28 $55, $29,864 $38,834 $47, $35,35 $45,897 $56,453 ACCOUNTING CLERK AUTO MECHANIC AUTO MECHANIC AUTO MECHANIC COMMUNICATIONS CLERK COMMUNICATIONS CLERK ELECTRICIAN EQUIPMENT OPERATOR II EQUIPMENT OPERATOR II GOLF COURSE MECHANIC PLANT AND PUMP STATION MECHANIC RECORDS SPECIALIST SMALL ENGINE MECHANIC TREE TRIMMER ACCOUNTING CLERK II TECH I MECHANIC TECH I MECHANIC TECH II MECHANIC COMMUNICATIONS CLERK COMMUNICATIONS CLERK PART TIME TECH II ELECTRICIAN OPERATOR II EQUIP/TRUCK DRIVER OPERATOR II EQUIPMENT TECH II MECHANIC TECH I PLANT MAINTENANCE RECORDS SPECIALIST TECH II SMALL ENGINE MECHANIC HELPER PARKS MAINTENANCE 62 5 $34,822 $45,28 $55, $32,239 $41,924 $51, $32,239 $41,924 $51, $34,822 $45,28 $55, $34,822 $45,28 $55, $34,822 $45,28 $55, $34,822 $45,28 $55, $34,822 $45,28 $55, $34,822 $45,28 $55, $34,822 $45,28 $55, $32,239 $41,924 $51, $34,822 $45,28 $55, $34,822 $45,28 $55, $27,653 $35,953 $44, $37,71 $48,192 $59,276 ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT I UTILITY MAINTENANCE TECHNICIAN I WAREHOUSE COORDINATOR WATER TREATMENT OPERATOR II SECRETARY SECRETARY PART TIME SECRETARY/ACCOUNT CLERK TECH I UTILITY MAINTENANCE WAREHOUSE COORDINATOR OPERATOR II WATER TREATMENT $34,822 $45,28 $55, $34,822 $45,28 $55, $34,822 $45,28 $55, $32,239 $41,924 $51, $34,822 $45,28 $55, $34,822 $45,28 $55, $38,924 $5,61 $62,24 Wednesday, April 8, 215 Page 3 of 12 8:46:41 PM

32 Pay Plan Title Title rison List by Pay City of Frederick Working Title Code Annual Range 113 $38,924 $5,61 $62,24 DISPATCHER EQUIPMENT OPERATOR III EQUIPMENT OPERATOR III EVIDENCE AND PROPERTY CUSTODIAN INFLOW & INFILTRATE TECHNICIAN PARKING METER TECHNICIAN PROCUREMENT SPECIALIST SENIOR ACCOUNTING CLERK SENIOR AUTO MECHANIC SENIOR ELECTRICIAN SENIOR HORTICULTURALIST SKILLED TRADES WORKER SKILLED TRADES WORKER SKILLED TRADES WORKER SKILLED TRADES WORKER SKILLED TRADES WORKER SKILLED TRADES WORKER SPECIAL VEHICLE COORDINATOR SPORTS TURF CREWLEADER TRAFFIC SIGN TECHNICIAN TREE TRIMMER - SENIOR UTILITY MAINTENANCE TECHNICIAN II WATER METER TECHNICIAN WATER QUALITY ANALYST DISPATCHER OPERATOR III EQUIP / TRUCK DR OPERATOR III EQUIPMENT RECORDS SPECIALIST TECH III INFLOW & INFILTRATE TECH III PARKING METERS PROCUREMENT SPECIALIST I JUNIOR ACCOUNTANT TECH III MECHANIC TECH III ELECTRICIAN HORTICULTURALIST TECH III CARPENTER TECH III CEMENT FINISHER TECH III GENERAL TRADESMAN TECH III MASON TECH III PAINTER TECH III WELDER SPECIAL VEHICLE COORDINATOR SPORTS TURF CREWLEADER TECH III PAINT & SIGN TREE TECHNICIAN III TECH II UTILITY MAINT TECH III WATER METER TECH III WATER QUALITY Max 85 6 $37,613 $48,912 $6, $37,613 $48,912 $6, $37,613 $48,912 $6, $34,822 $45,28 $55, $37,613 $48,912 $6, $37,613 $48,912 $6, $34,822 $45,28 $55, $4,61 $52,82 $65, $37,613 $48,912 $6, $37,613 $48,912 $6, $4,61 $52,82 $65, $37,613 $48,912 $6, $37,613 $48,912 $6, $37,613 $48,912 $6, $37,613 $48,912 $6, $37,613 $48,912 $6, $37,613 $48,912 $6, $37,613 $48,912 $6, $37,613 $48,912 $6, $37,613 $48,912 $6, $34,822 $45,28 $55, $34,822 $45,28 $55, $37,613 $48,912 $6, $37,613 $48,912 $6, $4,87 $53,131 $65,352 ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT II AUTOMATED ENFORCEMENT COORDINATOR CREW LEADER DIGITAL IMAGING TECHNICIAN FALSE ALARM REDUCTION MONITOR ADMINISTRATIVE ASSISTANT CODE ENFORCEMENT ADMIN ASSIST PM COORDINATOR AUTOMATED ENFORCEMENT COORD CREW LEADER DIGITAL IMAGING TECHNICIAN FALSE ALARM REDUCTION MONITOR 95 6 $37,613 $48,912 $6, $37,613 $48,912 $6, $37,613 $48,912 $6, $4,61 $52,82 $65, $37,613 $48,912 $6, $37,613 $48,912 $6, $4,61 $52,82 $65,31 Wednesday, April 8, 215 Page 4 of 12 8:46:41 PM

33 Pay Plan Title Title rison List by Pay City of Frederick Working Title Code Annual Range 114 $4,87 $53,131 $65,352 PERMITS TECHNICIAN SAFETY ASSISTANT SENIOR RECORDS SPECIALIST WASTEWATER TREATMENT OPERATOR IV WASTEWATER TREATMENT OPERATOR IV WATER TREATMENT OPERATOR IV WATER TREATMENT OPERATOR IV WATER TREATMENT OPERATOR IV WEATHERIZATION AUDITOR PERMITS TECHNICIAN SAFETY ASSISTANT ASST SUP OF REC & AGNCY ACCRED OPERATOR IV LEAD- WASTEWATER TRMT OPERATOR IV WASTEWATER TRTMT OPERATOR IV PLANT/FISHING CRK OPERATOR IV WATER TREATMENT OPERATOR IV WATER TRTMT- ROVING WEATHERIZATION AUDITOR Max $37,613 $48,912 $6, $37,613 $48,912 $6, $4,61 $52,82 $65, $4,61 $52,82 $65, $34,822 $45,28 $55, $4,61 $52,82 $65, $4,61 $52,82 $65, $4,61 $52,82 $65, $34,822 $45,28 $55, $42,914 $55,788 $68,619 ACCOUNTING CLERK COORDINATOR ACCOUNTING CLERK-SENIOR ASSISTANT GOLF COURSE SUPERINTENDENT CASE MANAGER CRIME SCENE TECHNICIAN EQUIPMENT OPERATOR CREW LEADER FLEET MAINTENANCE COORDINATOR FUNDRAISING COORDINATOR - WEINBERG CENTER HOUSING COUNSELOR HUMAN RESOURCES SPECIALIST JOURNEYMAN ELECTRICIAN LEGAL ASSISTANT LEGISLATIVE ASSISTANT LEGISLATIVE CLERK PAYROLL ADMINISTRATOR UTILITY MAINTENANCE TECHNICIAN III UTILITY MAINTENANCE TECHNICIAN III ASSISTANT GOLF COURSE SUPERINTENDENT CASE MANAGER I CRIME SCENE TECHNICIAN OPERATOR IV EQUIPMENT FLEET MAINTENANCE COORDINATOR ASST MGR OF MRKTING & DEVELOPM HOUSING COUNSELOR HR ADMINISTRATOR I TECH IV ELECTRICIAN LEGAL ASSISTANT LEGISLATIVE ASSISTANT LEGISLATIVE CLERK PAYROLL ADMINISTRATOR TECH III PLANT MAINTENANCE TECH III UTILITY MAINT 61 7 $4,61 $52,82 $65, $43,862 $57,41 $7, $37,613 $48,912 $6, $37,613 $48,912 $6, $4,61 $52,82 $65, $37,613 $48,912 $6, $4,61 $52,82 $65, $4,61 $52,82 $65, $37,613 $48,912 $6, $4,61 $52,82 $65, $4,61 $52,82 $65, $4,61 $52,82 $65, $4,61 $52,82 $65, $4,61 $52,82 $65, $37,613 $48,912 $6, $37,613 $48,912 $6,212 Wednesday, April 8, 215 Page 5 of 12 8:46:41 PM