HomeMy WebLinkAboutResolution No. 2007-43 RESOLUTION NO. R2007-43
A RESOLUTION APPROVING AND ADOPTING THE
COMPENSATION PLAN AND JOB CLASSIFICATION
SYSTEM FOR CITY EMPLOYEES, AS SUBMITTED BY
THE CITY'S CONSULTANT,K G & ASSOCIATES.
* * � * * * * * * * * * * *
WHEREAS, the City Council of the City of Friendswood, Texas has approved a
compensation plan for City employees and a job classification system; and
WHEREAS, the City Council has recognized the need to periodically amend its
compensation plan and classification system to provide for competitive marketability and
the ability to attract and retain quality employees; and
WHEREAS, the City Council executed an agreement with K G and Associates,
dated August 6, 2007, to update the City's position classification system and the process
used to classify positions, and determine the current market value of positions while
revising the compensation plan to match the area's labor market; and
WHEREAS, the City Council deems it necessary and appropriate to approve and
implement the recommendations contained in the report submitted by K G and
Associates; now therefore
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF FRIENDSWOOD
Section l. The City Council of the City of Friendswood, Texas hereby adopts
and approves the City of Friendswood Employee Compensation/Pay Plan as described in
Exhibit A, a copy of which is attached hereto and made a part hereof.
PASSED,APPROVED,AND RESOLVED this 17th day of December, 2007.
.. ° _.�
David J. H. Smitli �
Mayor
ATT ST:
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Deloris McKenzie,T C � �$
City Secretary v o
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_�`� _� l� -r;��� agreement both pa�ties signed for these services.
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'`=��>;%��� f;r._�1��f�`;r`�=��;;�i;:�� a KGA supplied the City of�riendswa�d v+i�th an automafi�d point :
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,.n`���r,�:,,;�j� .`:-:-;:�°,�:.,: �` facfar Job evafuatfon sysYem �}�at alfows the city ta cor�duct in- I
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:�xf';':-.;,.�_>.��:>=:f„';"=';:`_;;', hause jab evaluations to c�ass�`y jobs. �
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%;:.:%�;::�;;���-•-;�<�:�;�,rf=:,1:�;'���-�:: � t�GA supplied salary ranges in fihax au�omated systerr�#i�a� �
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;:_,� :"':"`'=".`:- .�r��;�'`�'`'"�� ailows �riendswood to �ay its ernployees to the job m�ricet th��
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��'�(zr;3,��j�''•�i l�i'�����'f,',r.r����<=' ghe city feels it campetes wi#h for talent.
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�.�•:!>E:��:.�:=:�::� =�%' .=��t:'';:r:°' g KGA supplied the on-site trairting tv the Friendswood HR �
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r<><:'�=;;�::�is;�;.'r;;::.y-::.�:t,.::: depar�ment in the �se of tfte�ystem and cfln�uctect an initial �
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r;::,:_�.<;?.t;;;�F::�":����;;fr'::<r;;;=� job evaEuafion with citjr employees fo begin the process af
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<=;!',;;�;:;:;s:',..ii`.:=�%;�:-�r,f.,;;���.; a KGA wiil supply ongoing suppor�to#he cify farthe us� af the ,
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`:'.,.r;-;;v�i''=�:i';` �_�;;,,��r,�;,t€�:.,=:�:,; frm's Compease system afi nv cost and wil! update th� salary
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�j=ss,::,y,{.;;;,�,:;:..:-{F•,�;.,;;:;u:;. ranges each year as the Gity ren�ws its use of the system.
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;��,;`f� ':4`�����'°%f��:`��%%�-:.'`�:�_;��` � With the use of the KGA Compease system fhe City ofi I
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:;�if�;,�:;}::_,�;;;l;r;#f;;�_%:�r,;>:���% Friendswood wil! be able#o corn�ete with th� outside jc��
';_,;�;:'''��'�`�''�`{:�r=r"=,����_�-�;:�;:'�'' market a#tF�e level i't chooses ar�d av eryuitabl`, infern E1y��'
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'';"`"�'=rf-�`"'^:,;`:`:=;',;'}:���;'::' • KGA wi[! me�t wifh cit}r officials and the city couneil on
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%':,��;� :i- �t.;?:r�;.,.>�v:r:-�� with #he Gity of�riendswood. !
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. .`�.`��:1•�:�'i'•f%""';F�:`+:f';j�;i��`��: I will be#he r�presentative ofi our firrn ta be�here on ti�e 17th. I l�ak
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:;;:<<�- ;;<,.='';%Y`�}-�>>��-'_��'"-��;'_� forward #o this event as we move wafh you ta achieve the ou#cames
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Job Classification Form
Position Title: � �
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Depar�ment:
Division:
Job Description Revised (Date): �
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Person Classifying Position:
Date: �
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Job Classification Chart
EXPERIENCE
The amount of experience required to enable an em�loyee (wi�h necessary education)fo
attain acceptable proficiency and skifls in the job. Including in the totaf time spent in
preparatory positions and on the specified posi#ion being evaluated. �
Mark Definition Paints
one
The 'ob can be learned in haurs, da s, or weeks p9 ;
One month to twelve monfhs of similar or related 02
ex erience
One ear#o three ears of s9mi[ar or refated ex erience 03
Three ears to five ears of similar ar related ex erience 04
Five ears to seven ears of similar ar related ex erience 05
Ei ht ears ta ten ears of similar or related ex erience 06
� At least ten ears of simiiar or refated ex erience 07
EDUCATION i
The formal education nee�ed to perform the duties and fulfiil the responsibilities of the job. If
you were to hire someone for this position, this is the level of education you would seefc. �
Mark �
Defnition Points !
one �
No de ree re uired. � p� ' �
E uivalent to a hi h school education, 02
(1}A two-year coUege degree or(2) completion of a
specialized course of study at a business or trade school or
{3} compfetion of specialized training courses canduc#ed by 03
equipment vendors or (4)job-specific skills acc{uired `
throu h on-the-'ob trainin or a renticeshi � ro ram..
(1) A college degree (non-technical discipline) or(2) multi- E
craft skills acquired through extensive on-the job fraining or
appren#iceship programs or(3} in-depth industry and job- 04 � �
specific technical slcills acquired through a combination of i
fiormal ins#ruction and on-the=ob trainin .
A college degree in a technical discipline or a masters
degree (non-technical) or non-technicaf degree pfus 05
rofessional certification. •
E uivafent#o a Doctorate de ree. pg
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MANAGERtAL RESPONSIBLILITY
The degree #a which the elements of supervision and/or management must be carried out in
.coordinating ac#ivi#ies, functions or sub-functions.
Mark �
one Definitian Poin#s i
Has no su erviso /mana erial res onsibifities. � 01 i
Has supervisory/manageriai responsibi[ities that are usuaily ,
partia! or part-time, andJor restricted to assigning work and �
supervising the efforts of a small subordinate group af 02 I
employees {typically up to 5). Much of the time is pent
perFarming work of#he type supervised. This job may be
�titled "lead or foreman.°
Has supervisory/managerial responsibilities that are direct ;
or through work leaders or assistants, typical(y with i
subordinate group of 3 ta 30 employees. Estimates
personnel needs and assigns work to meet t�ese needs. 03
Supervises, coardinates and reviews the work of assigned
staff. Recommends candidates for employmen#, conducts
performance evaluations and salary reviews for assigned
staff, and a lies munici a!i olic . ;
Has supervisory/managerial responsibility for a large group
� of employees (generally more than 10) or more than ane
group of employees wifh diversified functions or supervises
functions with dissimilar outcomes which require Q4
coordinating woric with other units. Selects candidates#or ,
employment, conduc#s performance evaluations and salary '�,
reviews for assigned staff, and applies municipality policies i
and rocedures. j
Has managerial responsibility for one or more major
departments of the municipality with responsibility for
working closely with top leadership to establish broad plans 05 i
that contribute to deveiopment and implementation of i
o[icies that affect several functianal areas. �
Has managerial res�onsibility for a majority of the �
municipa(ity, with responsibifity for working closely with top !
,
management to estabiish broad plans that contribute to �
development and implementation of policies that affect 06 ;
severa[functional areas. Determines goals to be reached,
, estabfishes sfandards of perFormance, and paUcies of a �
general nature. This is usually limited to the pasition and is
second in char e of munici alit .
Has mana erial res onsibili for the entire munici ali . 07
3
INTERPERSONAL SKfLS
The level of direct contact skiils needed to work effectively with peopie inside or outside the
municipality.
Mark Definition Points
one
Normal cour�esy in dealing with others is required. Work
involves minimal cantacts, usually within the mun[cipality
and generally with immediate co-workers. Contacf usually
fnvolves routine, non-sensitive issues. External contacts 01
fimited to incidental contacts with the pubfic or no con#act.
[Lowest entry le�el non-exempt positions: file clerks, data �
ent clarks, mail clerks, ect,
Work occasionally involves contacts with persons beyond �
immediate co-workers generally regarding routine matter far ;
purposes of giving or obtaining infarmation that may require
some discussion. Outside cantacts take the form of service . 02 �
to the public(citizens or vendors� requiring ordinary
caurtesy in providing normal assistance to provide :
information. [En#ry to mid-level non-exempt posi#ians.
Transfer difficult inter ersonal situations ta su ervisor.
Courtesy, tact and diplomacy are essentia[ elemenfs for the ;
job,Work involves personal contact wifh others lnside
and/ar outside the municipality for the purpases of giving or '
obtaining information, building relationships, making 03
reports, or sa([citing cooperation. [Highest fevel non-exempt '
and entry fo mid-level exempt positions. Includes most
su ervisors. �
A significant level of trust and diplomacy is required, in j
. addition to normal courfesy and tact.Work involves �
extensive personal contact with others and/or can be of a
personaf or sensitive nature.Work may involve motivating
or influencing others. Outside contacts become impartant 04 �
and fostering sound relationships with other entities
(companies and/or individuals) becomes necessary. [Very �
high level of interpersonal skills needed in the position
Directors .
The abiiity to motivate or influence others is a material part
of the job, requiring a significant level of diplomacy and
trust. Obtaining cooperation {internally and/or externally) is
an import part of the job. Work frequently involves contacts 05 �
requiring considerable discussion at problems, materia! i
presentations, and issues that may impact whole
de artments. Second in command.
4
INTERPERSONAL SKILLS (confiinued)
Work invofves extensive personai contact with citizens,
municipal councils, community leader, business leader and
internal mangers. Internai and external contacts are vital,
nof orzly far the success of the position, but fhe success of a6
the municipality overall, [City Manager.] !
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DECISION MAKING
The �atitude permitted for independenf judgment in solving problems. What is measured here
is the opportunity for thinking permitted by the characterisfics of the job (paficy and
procedures controlling actions.)
Mark Defnition Points
one
Specific job operating procedures [imit the latitude for
independent judgment. There is Iittle or no latitude for i
discretion. Decision-making is restricted. [Entry level non- 01 �
exempt positions: file clerks, !P clerks, phone operators, '
ect. �
Specific standards and operating procedures provide some '
options and latitude for independent decision and action.
Decisions are usually limited ta choosing between two or
#hree known options. There is minimal room for discrefiot�. 02
� Decisions normaliy take the form of recommendations (very �
limited decision-making authority.) [Most other entry to mid-
level non-exem t ositions:Accountin Clerks.
Diversified procedures, speciafized job standards, and
specific polices limit the [atitude permitted for independent '
judgment. Work requires analytical abili#y,judgment, and !
ingenui#y. There is a moderate amaunt of discretion 03 '
availabEe in the job. Decision-making occurs and is normally �
reviewed with supervisor after action is taken. [Higher[eve[
non-exem t and ent to.mid-leve! exem t osi#ions
Dis#inct�departmental or functiana! policies, criteria, and '
goa[s guide independent judgment. The job is doing its
thinking within the policies and goals for a specific
department or operafing entity. There is signi�cant �
discretian available in the job requiring interpretatian of 04 '
specific policies, laws and theories. Makes most operational �
decisions bu# requires cancurrence on out-of-budget issues.
[High leve! non-exempt and entry level to mid-level exempt�
ositions: Directars
The job requires interpretation of general policies, laws and
thearies. Decisions frequently require the construction of
new decision-making frameworks and/or innovative ��
application of general policies or principles. Highest level of
decision-making wi#hin the operating entity or function.
Second in command executive osition. �
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DECISION MAKING {continued}
The job is guided by municipal poficies, lang-range
objectives, and strategic plans. Decisions invoive very
abstract policies, which demand new, innavative application
of general theories and principles. Highest level of decision- 06 j
making within the municipality. [Highest levef executive i
pasition: Ci#y Manager/Administrator.� .
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MENTAL PROCES�
The extent and nature of the problems to be solved. This dimension measures the na#ure and
complexity of the problems the job incumbent encounters and must so[ve.
Mark Definition Points
one
Problems encountered are simpfe in nature, requiring a
choice irom a limited number of prescribed options. The job
makes few, if any, manua[dexterity, interpersona{,
analy#ical or organizational demands which the general 01 �
population would be unable to perf'orm. [Fife clerks, phone
operators, ect .; average transaction #akes less than 2 !
minutes.
Problems encountere� are relafi�ely simple in nature, �
requiring some analysis or research to determine the best � �
solution from a limited number of prescri�ed options. The ;
job perForms interpersonal, analytical or arganizationa[ Q2 '
activities which the general populatian woufd be able to
perform with basic training. [Most other entry to mid-level
non-sxempt postions; avg: transaction takes less than 15 ;
minutes. '
Problems encountered are samewhat complex, requiring �
analysis of data; weighing the oufcomes of a decision. �
Problems are generaliy simi(ar in nature, with previous '
precedent to draw upon. The job petforms interpersonal, � !
analytical or organizational activities which the generai 03 '
�
population woufd be able to perform with advanced or
specialty training. [High [evel non-exempt/entry fo mid-leve! �
exem t ositions• av , transactian takes less than 2 hrs.
Problems encountered require profrciency in a technique ;
which requires a grasp of involved practices and
precedents, or of scientific theory and principfes, or both. I
Problems require analysis of a wide variety of data; �� I
weighing the desirabilify and/or probability of possible
outcomes in relationship #a each other. jHighly analytical, �
highest level exempt positions; transact+on may take days
or weelcs to compiete.] ;
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MENTAL PROCESS (continued)
Problems encountered require a determinative mastery of
techniques, practices, and theories gained thraugh wide
seasoning andlor specialized study and developmen#.
Problems may deal with a variety of issues overlapping
functional or organizatianal boundaries, requiring ana[ytical
interpretation. Decisioris are frequentiy made without 05
previous precedent to draw upon. jExtremely analyticai
positions; only a handful of�ositions in the organization are
at this level.�
Problems encountered involve in-depth analysis and
evaluation where significan� innovative thinking or creativity
is required. Problems involve�hinicing out several s#eps into �6
the future, evaEuation and/or constructive thinking. The
demands of the job are among fhe most complex found
within the or anizatian. Cit Mana er/Administrator. �
9
ORGANIZATIONAL lMPACT
The impact this job can have on the municipality's key objectives and/or overall mission. it is
the nature of the influence the job has on the end result. In general, this defines the effect of
decision-making authority and/or budgef responsibifity associated with the job. �
THlS IS NOT A MEASURE �F THE CONSEQUENCE OF ERRORS.
Mark
one Definition Points
Naminal Impact: The position has little or no noticeable
authority to make decisions that would impact the overall
organizational goals and objectives and would have na
budgetary respansibilities. The impact of the job would
general[y affect the services or products which an individual 01
citizen would receive. [Majority of jobs�in the organization �
are a#this level, Positions normal[y do not have budgetary
responsibilities and are not authorized to maSce independent
decisions that would commit or jeopardize the organizations
assets. ;
Marginal Impact: Would generally have budgetary �
responsibi(ify for a single small-size department/unit for
function (i.e. first fevel supervisor or small department) �
and/or decisions would on[y impact a small segment of
citizens or employees. [Posifions that haWe authority to 02
make independent decisions that generate revenue or
financial resufts or positians with authority to approve
budgetary expenditures that might represent one to three
percen# (1-3%} of the fo#ai operating budge# (managers or
directors of small de artments.
Minor Impact: Would generally have budgetary
responsibifity for a medium size department ar unit and/or � . � '
decisions cold have a minor impact on current
arganizational gaals and objecfives, andlor cold impact a �
segment of citizens andlor employees acrass several i
functional areas, but not organixation wide. [Usually �
supervisors of positions fhat have au#horify to ma[ce �� '
independent decisions that generate revenue or financial i
results or positions with authority to approve budgetary i
expenditures that might represent four to eight percent (4- ,
8%) af the total operating budget (managers or directors of I
medium to lar e de artments,
10
ORGANIZATIONAL [MPACT (continued)
Noticeable Impact: Wouid generally have budgetary
responsibility for a farge department or multipie meditam
size departments and/or the effect of decisions could be
wide generally impact a11 segments of citizens and
empfayees.These broad based decisions could have a
noticeable impact on current organizational goals and 04
objectives and/or a minor impact on the long-terrn goais and f
objectives of the municipality. [Depar�ment heads of . �
muitiple large-size or multiple smaller departments with �
budgets fhat might represent up to 20% of the to#al 1
o eratin bud et.� i
Signi�cant Impac#: Would generally have budge#ary
respansibility for multiple medium to Iarge size departments
and/or the effecf of decisions would be organizatian wide
and woufd impact alf segments of citizens and employees. j
These broad-based decisions could have significant impact 05 I
on both current and long-#erm organizational goals and i
objectives. [Department heads of mu[tiple large size
departments with budges that might represent up to 30-40%
of fhe total o eratin bud et.�
Major fmpact: Would have operational budgetary
responsibifity for the entire munici�ality and the effect of
decisions would be organization wide and could impac#all
segments af citizens, emplayees and vendors. These d6
broad-based decisions would have major impact on both
current and lor►g-term organizational goals and objectives.
Generally fimited to posifions designated as#he second-in- �
char e. Usuall the second-in-command osifion. �
Exfreme Impact: Would have total budge�ary responsibility
for entire municipality and fhe effect of decisions waufd be
organization wide and wo�ld impact all segments of �
citizens, employees and vendors. These brgad based 07 '
decisians would have an extreme impact on both current .
and fong-term organizational goa(s and objectives and a far-
reaching impact on the long-term mission of the
munici afi . Cit Mana er/Administrator.
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ORGANIZAT{ONAL RESTRAINT
The extent or restraint under which the job must operate. Consider the supervision received
andlor gyven and #he potential for errors.
Mark Definition Points
one � .
Clase�supervision and regular inspection of work. Errors are
generally easily detected and resolved. Checks and 01
balances exist to reduce the risk of cansequential errors.
Lowest ent leve[ non-exem t ositions.
Moderate supervision and inspection of work. Errors can be
difficuit#o detect but are generally easy to resolve andlor �
consequences of potential errors are of some concern but 02 �
not significant. [Most other entry to mid-level non-exempt I
ositians. Errors easil reversed or corrected.
Limited supervis(on and inspection of work. Errors can be `
s
di�cult to defect and resolve and/or fhe consequences af
po#ential errors can be of significance. (Highes� level non- �3
exempt and entry to mid-level exempt jobs. Errars can
cause wides read issues.
Very limited supenrision of work. Errors can be extremely
difficult to resolve and/or consequences of potentia[ errors
can be of great significance. Usually fhe most seasoned or
specialized positions other than the supervisor.
OR i
Under general management, supervises the activities of a 04 �
sma(E functional unit within a larger depa�#ment. Often �
involved in idenfification and resolution of probfems and ' '
errors of others, with input from immediate supervisor. ;
[Lower level exempt supervisory positions: Lead
em lo ees, ent level su ervisar, smal! de artments.
Under general management, directs the activities of a
department or multiple small departments. Usualfy involved
in identification and resolution of significant problems and 05
errors. [Middle level exempt supervisory positions:
Mana ers, Directors of inedium to lar e.
Under general managements, directs the activities of
multiple depar#men#s (equivafent fo two ar more major
depar�ments or a very large department.) [Highest level 06
executive supervisory positions: Administrators of very large
or multi !e de artments.
Under direct guidance from elected Council members,
directs the activities of the municipality. [City 07
Mana er/Adminisfrator.
12
PHYSICAL DEMANDS �
The physica!worlcing conditions un�er which the job must operate. Consider the level of
physica! activity of the job.
Mark Definition Points
one �
Job may require lifting Eight weight objects ('I to 10 pounds)
with no repetitive bending or stooping. Occasionally lift 01
avera e wei ht ab'ec#s 1-10 ounds .
Job requires repetitively lifting light weight objects where
frequen#bending or stooping aiternates with lighter 02
activities. �
Job requires repetitive lifting of lightweight objects with '
frequent bending and stooping, or repetitively lifts average- �
wePght objecfs where frequent bencling or stooping 03 -
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alterna#es with light activities. Occasional{y lifts heavy 1
ob'ects over 50 ounds . �
Job requires repetitively [ifting average-weight objects with '
repetitive bending or stooping. Frequently lifts heavy objecfs � ;
but alternates witf� light activities. Job may require physical 04 . �
exertion such as long periods of standing. Job may require
above-avera e agili and dexterit .
Major portion af job activity requires heavy lifting ar
considerab(e and strenuous physical exerfion such as �� ;
frequent climbing of tall ladders, o�crouching or crawling in �
restricted areas.
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WORKING ENVIROMENT
Considers the risks and discomfort in the employee's physical surroundings, or fhe nature of
the work assigned and safefy regufations required.
Mark Definition � Points
one
Regu{ar exposure to favorable conditions such as those ��
found in a normal office.
Occasional exposure to objectionable conditions or
variations such as those found in variab[e weather 02
conditions or li ht industrial settin s. �
Regular exposure to unfavorable conditians such as �3
weather conditions, or confined, nais , or di locations.
The work environment involves high risks with exposure to
pofentially dangerous situations or unusual environmental
stress that require a range of safety and other precautions,
e.g., working at great heighfs under extreme outdoor a4
weather conditions, subject to possible physical attack or
mab conditions, or similar situatians where conditions
cannot be controlled. [Police Officer/Animal Control/Public
Service Officer.
i4
City of Friendswood
Non-exempt Pay f'lan
Good Thru 9130108
GRADE POSiTION M1N MID MAX
1 Lib Page HOURLY $'1.40 $9.26 $11.I1
MONTHLY $2,282.b7 $1,505.07 $1,925.'13
ANNUAL $15,342.00 �19,260.80 $23,108,80
2 VOEStudent � HOLTRI,Y $7.95 $9.93 $1i.92
MONTHLY $I,37$.00 $1,721.20 $2,066.13
ANNUAL �16,536.00 $20,654,4Q $24,793.60
3 LibPageJProcessingClk HOURLY $8.54 $10.68 $12.82 i
MONTHLY $1,480.27 $1,851.20 $2,222,13
ANNUAL $17,763.20 $22,214.40 $26,665.64 �
�I
4 , HOURLY $9.23 $11.53 $13.84
MONTHI.,Y �1,599.87 �1,998.53 $2,398.93
ANNiJAL �19,198.40 $23,982.40 $28,787.20
5 Receptionist HOI7RT,'Y $9.98 $12.47 $14.96
Senior Van Driver MONTHLY $1,729.87 $2,161.47 $2,593.07
ANNUAL $20,758.4Q $25,937.60 $31,116.80 i
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6 Laborer H�URLY 510.82 $13,53 $16.24
Recreation Aide MONTHLY $1,875.47 52,345.20 $2,814.43 �
ANNi7AL $22,SOS.bO $28,142.40 $33,779.20 ;
'7 Crew Leader HOURI.Y $I 1.78 $I4.73 $17.67 I
Kennei Attendant MONTHLY $2,041.87 �u2,553.20 �3,062.80 '
Maintenance tiVorker ANNUAL $24,502.40 $30,638.40 $36,753.60 '
PD School Crossing C:Uard
Sign Technician
8 Administrative Secretary HOURLY $i2.85 $Ib.07 $19,28
Administrative Clerk MONTHLY $2,227.33 �2,785.47 53,341.87
Lquipment Operator ANNUAL $26,728.00 $33,425.b0 $40,IO2.40
Lib Inter-Lib I.oan Assist ;
Library Associate �
Meter Reader Technician
Senior Program Manager,Assistant
Truck Driver
1 of 6
City of Friendswaod
Non-exempt Pay Plan
Goad Thru 9/30/08
9 Animal Control Officer HOURLY $i4.06 $17,58 $21.09
Engineering Tech I MONTIII,Y $2,437.07 $3,047.20 $3,655.60
Librarian Assaciate ANNUAL $29,244.80 $36,566.40 $43,867.20
PD-Public Service Officer
� Senior Sign Tech '
Water/Wastewater Operator
10 Accounting Assistant HOURLY $15.43 $19.28 $23.14
Admtnistrative Assistant MONTHLY $2,674.53 $3,341.87 $4,010.93
Building Inspector ANNtJAL $32,094.40 $40,102.4Q �48,131.20
' Communications Operator .
Fire Inspector
Human Resources Assistant ,
Lib Information Technologist
Meohanic
11 Accounting Specialist HOURI,Y $I6.96 $21.21 $25.45
Code Enforcemant Officer MONTHLY $2,939.73 $3,676.40 $4,411.33
Deputy Emerg Mang Coord ANNUAI, $35,276.80 $44,116.$0 $52,936.00
Deputy Fire Marshal
Development Coordinator
Engineering Tech II
HR Benefit Specialist
Lib Asst To Lib Serv Director
I,ibrarian Reference
P S Records Specialist
12 Crime Victim Liaison HOURI,Y $1$,71 $23.39 $28.07
Forman MONTHLY $3,243.07 $4,054.27 $4,865.47
Lead Communication Operator ANNUAL $38,916.80 $48,651.20 $58,385.6U
Lib Circutation Manager
Project Manager
13 Accountant HOURLY $20.79 $25.99 $31.19
Deputy Ciry Secretary MONTHI.Y $3,b03.60 $4,SQ4.43 $5,40b.27
IT Support Specialist ANNUAL $43,243.20 $54,fl59.20 $64,875.20
Peace Officer
Planner
Safety&Training Coordi�3ator
Senior Center Manager
Warrant OfficerBailiff
2 of 6
City of Fr(endswood
Non-exempt Pay Alan
Good Thru 9/30/08
14 ,Animal Control Supervisor HOURLY �^23.29 $29.11 $34.93
Bxecutive Secretary MONTHLY $4,036.93 $5,045.73 �6,OS4.53
Police Corporal ANNiJAL $48,443.2� $60,548.80 $72,654.40
Polica Detective
15 Administrative Assistant To Director HOURLY $26.2? $32.83 $39.40
Building Official MONTHI.,Y $4,553.47 $5,690.53 $6,829.33
FireMarshalAssistant ANNUAL $54,641.60 $68,286.40 $81,952.00
PD Information Services Superv
Po3ice Sergeant
16
17 ;
18
19
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City of FrEendswood
Exempi Pay Pian
Good Thru 9/30/08
GRADE POSTTION MW MID M,AX
1
2
3 �
4
�
5 _ ANNUAL 23,660.00 25,93b.56 31,I23.87 �
b ANNUAL 23,b64.00 28,143.44 33,772.13 (
�
� ANNUAL 24,504.90 30,631.12 36,757.34 I
;
8 ANNUAL 26,737.15 33,421.44 40,1U5.73
9 . ANNUAL 29,246.46 36,558.U8 43,869.70 '
10 ANNEJAL 32,084.42 40,105.52 48,126,62 i
�1 ANNUAL 35,285.95 44,107.44 52,928.93 '
l2 ANNIJAL 38,920.13 48,550.16 5$,380.19
13 ANNUAI. 43,246.53 54,058.16 64,8b9.79
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14 Parks&Building Maint.Svpt. ANNUAL �48,438.21 G4,547.78 72,657.3I
Recreation Coordinator
Streets&Drainage Superintend
Utility Maint.Superintendent
��ater/�'Vastewater Oper Supert
4of6 �
City of Friendswood
Exempt Pay plan
Good Thru 9130/08 ,
15 Assistant To City Mgr ANNUAL 54,634.11 68,292.64 81,951.17
Budget Manager
Court Adminisfrator
16 Accounting Managcr ANNUAL 62,092.16 77,6I5.2Q 93,138.24
PoIice Lieutenant
17 City Engineer ANNUAL, 71,108.54 88,885.68 lOb,662.82
Deputy Dir Community Develop
Depaty Direcfor ASO-Finance
Deputy Director ASO-IT '
Deputy Director ASO-HR/RM I
Economic Dev Coordinator
Library Services Director
Police Captain
18 PoliceDaputyChief ANN[TAL 82,011.0'1 1Q2,513.84 123,O1b.61
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5of6
City of Friendswood
Executive Pay Plan
Good Thru 9/30/OS
Grade Position Minimum MidPoint Maximum
1
2
3
4
5
6
7
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8 I
9
. ,
10
It I
12 ,
13 41,713.I5 55,617.53 69,521,91
14 46,720.75 62,294,33 77,867.9I
15 52,b96.97 70,262.62 87,828,28
�
I� 59,890.58 79,854.10 99,$17.63
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17 68,587.27 91,449.69 1I4,312.1I I
1$ Director Of Commun(ty Development 79,103.23 I05,470.97 131,838.71
Director Of Communify Services ;
Director OfPublic Works
Fire Marshal/Emergency Mgmt Co
19 ChiefOfPolice 91,90b.31 122,541.75 153,177.I9
Director OfAdministrative Servlces
2� I07,546.24 143,394.98 179,243.73
6of6