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HomeMy WebLinkAboutPO 7367: EMPLOYEES, CLASSIFICATION AND PAY PLAN, WAGE AND SALARY C6k/t?g5Gi& Cr.)1-/ "aft, 0' i xair,aft To: Mayor and City Council DATE: Sept. 15, 2025 Through: Ron Burton, City Manager, CPM From: Dr. Albert Thigpen, Assistant City Manager—Administration Re: AN ORDINANCE ESTABLISHING A CLASSIFICATION AND PAY PLAN FOR THE EMPLOYEES OF THE CITY OF PORT ARTHUR PURSUANT TO SECTION 78-141 [CLASSIFICATION AND PAY PLAN] OF DIVISION 4 [WAGE AND SALARY ADMINISTRATION] OF ARTICLE II [PERSONNEL POLICY] OF CHAPTER 78 [PERSONNEL] OF THE CITY OF PORT ARTHUR CODE OF ORDINANCES Comment Recommendation: It is recommended the City Council of the City of Port Arthur adopt Proposed Ordinance No. 7367 which approves and adopts a classification and pay plan for the employees of the City of Port Arthur. The City Council received a full briefing at the September 9, 2025, City Council briefing from staff and Mr. Rob Williamson, Project Manager, Evergreen Solutions, LLC. Background: The City of Port Arthur is a full-service municipality located in Jefferson County, Texas. The services provided to external customers—citizens—include, but are not limited to: fire, police, planning, solid waste, code enforcement, recreation, library, and water utilities. Internal services include, but are not limited to: information technology, human resources, procurement,accounting, legal, finance and fleet. The provision of these services is absolutely critical to the successful operation of the City and its mission to serve its citizens. Therefore, as the City Charter states the City's "most valuable resources" are its employees. In the creation of Chapter 78 [Personnel] of the City of Port Arthur Code of Ordinances the City Council set forth five (5) key objectives [q.v. Section 78-32—Objectives of article]: (1)Promote and increase efficiency and economy in the service of the city. (2) Provide fair and equal opportunity to all qualified applicants to enter city employment on the basis of demonstrated merit and fitness as ascertained through fair and practical methods of selection. (3)Develop and maintain a program of recruitment, advancement and tenure which will make the service of the city attractive as a career and encourage each employee to render his best services to the city. (4)Establish and maintain a uniform plan of evaluation and compensation based upon the relative duties and responsibilities of positions in the service of the city. (5) Establish and promote high morale among city employees by providing good working relationships, a uniform personnel policy, opportunity for advancement, and consideration for employee needs and desires. Circa 1985 the City of Port Arthur engaged in a comprehensive wage and compensation study and adopted a wage and compensation plan to advance the aforementioned objectives. The plan was updated annually using the internal process of the "benchmark survey" as well as periodic market analyses and updates by firms such as Waters Consulting, Inc. and Baker Tilly, Inc. These analyses focused on specific jobs, or job categories,but not the plan comprehensively. The City Council pursuant to Resolution 24-502 approved entering a contract with Evergreen Solutions, LLC to conduct a comprehensive classification and compensation study in December,2024. The study process began in January, 2025 with input provided by employees, all levels of supervisors, and executive administration. Evergreen Solutions, LLC then compiled, and analyzed, all the written and numeric data for comparison to the City's market peers,taking note of the City's location in the hub of a major petro-chemical complex, relative to salary and employee competition. Over time, due to fiscal constraints, the City's existing wage and compensation plan had been modified. It was frozen for a substantial period of time and then partially "un-frozen" allowing six (6) month and annual step advancement through step 5, step advancement every three(3)years for steps 6 through 10. The company then provided a recommendation to the City regarding the adoption of a wage and compensation plan. The recommendation includes: the adoption of a new range and step schedule, moving the plan to a more market competitive status due our step 10 (highest step) more closely aligns with the market mid-point than the market high point, placing employees who are currently at step 6 or higher of the current plan an additional step to address issues of wage compression (i.e. salaries of new employees are very close to salaries of experienced/tenured employees), and providing for annual step progression. The company also recommended various changes in classification (job) titles based on the input received during the analytic process. As an example, the classification of "Maintenance Worker" was expanded, currently, we have Maintenance Worker I and II, but will have an added classification of Maintenance Worker III, for operational personnel who will be performing tasks and assignments which exceed those delineated in the previous two(2)categories. The plan is recommended to be adopted with an effective date of October 1, 2025, but an implementation date of January 1, 2026. At that time, all employees will "go live" (be active) in the new range and step system. Employees will receive a 3.5% cost of living adjustment (COLA) which is embedded (built into) in the new wage and compensation plan, ay employee whose salary places him below the minimum of his new range will be brought up to that minimum salary. Also, employees at step or higher will receive an additional step in the new classification and pay plan to address wage compression as previously mentioned. The recommended classification and pay plan fully, and firmly, address the objectives of Chapter 78 [Personnel] of the City of Port Arthur Code of Ordinances as stated prior. It provides the City with a competitive pay plan to address the key issues of attracting/acquiring key talent while retaining the talent in which the City has invested time, funding, and training. Most importantly, it provides City employees with a fair, reasonable,job-related, and competitive wage. Budgetary/Fiscal Effect: The anticipated budgetary impact of the plan in the upcoming fiscal year, with the inclusion of the 3.5% COLA and the step advancement is approximately$867,498. However, we anticipate offsets and savings based on the implementation. Staffing/Employee Effect: There are no direct impacts on staffing levels; however, we do anticipate an increase in the ability to recruit and hire due to increased competitiveness as well as greater retention due to the change in range/step/pay levels as well as an increase in employee morale and job satisfaction. Summary: It is recommended the City Council of the City of Port Arthur adopt Proposed Ordinance No. 7367 which approves and adopts a classification and pay plan for the employees of the City of Port Arthur. The City Council received a full briefing at the September 9, 2025, City Council briefing from staff and Mr. Rob Williamson, Project Manager, Evergreen Solutions, LLC. P.O. No. 7367 09/04/25 ATT/TNR ORDINANCE NO. AN ORDINANCE ESTABLISHING A CLASSIFICATION AND PAY PLAN FOR THE EMPLOYEES OF THE CITY OF PORT ARTHUR PURSUANT TO SECTION 78-141 [CLASSIFICATION AND PAY PLAN] OF DIVISION 4 [WAGE AND SALARY ADMINISTRATION] OF ARTICLE II [PERSONNEL POLICY] OF CHAPTER 78 [PERSONNEL] OF THE CITY OF PORT ARTHUR CODE OF ORDINANCES WHEREAS, the City of Port Arthur (the "City") is a home-rule municipality located in Jefferson County, Texas, duly organized and operating under its Charter; and WHEREAS, Section 78-32(4) of Division 1, Article II, Chapter 78 of the City of Port Arthur Code of Ordinances establishes as an objective of the City's Personnel Policy the maintenance of a uniform plan of evaluation and compensation based upon the relative duties and responsibilities of positions within the municipal service; and WHEREAS, Section 78-141 of Division 4 [Wage and Salary Administration], Article II [Personnel Policy], Chapter 78 [Personnel] of the Code of Ordinances charges the Director of Human Resources with maintaining and administering the City's Classification and Pay Plan; and WHEREAS, on December 17, 2024, the City Council, by Resolution No. 24-502, authorized the engagement of Evergreen Solutions, LLC ("Evergreen") to conduct a comprehensive classification and compensation study for the City; and WHEREAS, Evergreen has completed its study and submitted findings and recommendations to the City Manager and the Acting Director of Human Resources; and WHEREAS, City staff have reviewed said findings and recommendations and now recommend the adoption of a revised Classification and Pay Plan in substantially the same form as summarized and shown in Attachments "A" and`B"hereto. NOW,THEREFORE,BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF PORT ARTHUR,TEXAS: Section 1.That the facts and opinions in the preamble are true and correct. Section 2.The City Council hereby adopts the Classification and Pay Plan in substantially the same form as summarized and set forth in Attachments "A" and `B," which are incorporated herein by reference for all purposes.. Section 3. The effective date of adoption of the Classification and Pay Plan shall be October 1, 2025, with implementation to occur beginning January 1, 2026. P.O. No.7367 09/04/25 ATT/TNR Section 4. The City Council finds that the Classification and Pay Plan complies with Division 4 [Wage and Salary Administration], Article II [Personnel Policy], Chapter 78 [Personnel] of the Code of Ordinances, and hereby authorizes the City Manager and Director of Human Resources to take all actions necessary to implement the Plan in accordance with this Ordinance. Section 5. All ordinances or parts of ordinances in conflict herewith are hereby repealed, but only to the extent of such conflict. Section 6.That, a copy of this Resolution be spread upon the minutes of the City Council. READ, ADOPTED, AND APPROVED this day of , AD, 2025, at a Meeting of the City Council of the City of Port Arthur, Texas, by the following vote: AYES: Mayor Councilmembers NOES: Hon. Charlotte M. Moses, Mayor ATTEST: Sherri Bellard, City Secretary APPROVED AS TO FORM: Roxann Pais Cotroneo, Esq. City Attorney P.O. No. 7367 09/04/25 ATT/TNR APPROVED FOR ADMINISTRATION: Dr. Alb T. T igpen, IMPA-S Acting Director of Human Resources Ron Burton, CP City Mana ATTACHMENT Compensation, Classification and Benefits Study for the City of Port Arthur, TX FINAL REPORT 4 OW '''* .,_ IPT.,,,:- .7 t,f * 4 Evergreen Solutions. LLC September 12, 2025 EVERGREEN SOLUTIONS, LLC Table of Contents PAGE EXECUTIVE SUMMARY I 1.0 INTRODUCTION 1-1 1.1 Study Methodology 1-1 1.2 Report Organization 1-3 2.0 ASSESSMENT OF CURRENT CONDITIONS 2-1 2.1 Organizational Structure Overview 2-1 2.2 Compensation System Overview 2-2 2.3 Strengths, Weaknesses and Risks 2-3 2.4 Summary 2-3 3.0 SUMMARY OF EMPLOYEE OUTREACH 3-1 3.1 General Feedback 3-2 3.2 Market Peers 3-4 3.3 Conclusion 3-4 4.0 MARKET SUMMARY 4-1 4.1 Market Data 4-3 4.2 Salary Survey Results 4-7 4.3 Salary Survey Conclusion 4-18 5.0 BENEFITS SURVEY RESULTS 5-1 5.1 Employee Insurance Coverages and Miscellaneous Benefits 5-2 5.2 Benefit Comparisons 5-2 5.3 Summary 5-6 6.0 RECOMMENDATIONS 6-1 6.1 Classification Recommendations 6-1 6.2 Compensation Recommendations 6-10 6.3 Performance Evaluation Review 6-15 6.4 Compensation and Classification System Administration 6-18 6.5 Summary 6-21 4* EVERGREEN SOLUTIONS, LLC Executive Summary This Executive Summary presents the findings and strategic recommendations resulting from Evergreen Solutions, LLC's ("Evergreen") comprehensive Classification, Compensation, and Benefits Study for the City of Port Arthur("City"). The study was commissioned to ensure that the City's systems remain both externally competitive and internally equitable, supporting current service delivery and long-term organizational priorities. Purpose and Methodology Evergreen's approved work plan combined qualitative and quantitative analysis designed to: • Evaluate the City's existing classification and compensation systems; • Conduct extensive employee outreach including orientation sessions, surveys, interviews, and focus groups; • Conduct an external market analysis by benchmarking classifications and benefits against selected peer jurisdictions; and • Develop recommendations for a modernized compensation structure aligned with the City's strategic objectives. The methodology incorporated analysis of the Job Assessment Tool (JAT) and Management Issues Tool (MIT), a market salary and benefits survey of peer organizations, and strategic positioning recommendations. This data-driven approach provides the City with a defensible framework for making classification, compensation, and benefits decisions in a highly competitive regional labor market. Assessment of Current Conditions At the start of the study, the City's workforce included 449 employees, sworn Police and Fire civil service departments excluded, across 85 pay grades within a structured ten-step plan. Employees typically reached the midpoint of the range within four years, but progression to the maximum required up to 18 years, using a 25% range spread and 2.5%step progression. Average tenure across the workforce was 10.8 years, with an even distribution of employees across tenure quartiles. 4 Evergreen Solutions,LLC Page i Executive Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX Key observations included: • Pay Compression: 56.6% of employees were below the midpoint, while 26 employees were paid above their assigned maximum.The concentration of staff near the midpoint highlighted compression concerns and limited differentiation based on tenure or experience. • Hiring Practices: Some employees with less than four years of service were already at or above the midpoint, suggesting the City has been hiring above minimums to attract qualified applicants, a potential indicator of lagging pay ranges. • Strengths: A well-documented pay plan, competitive benefits, and clear governance. • Weaknesses: Inconsistent application of job descriptions, varied progression frameworks, and risks of compression tied to the City's pre/post-midpoint philosophy. • Risks: Recruitment and retention pressures exacerbated by housing affordability challenges and strong private-sector competition, particularly from refinery employers. This assessment provided the baseline for external equity analysis and informed recommendations for restructuring. Employee Outreach Employee participation was integral to the process. Evergreen conducted focus groups, interviews, and survey outreach with a diverse cross-section of City staff. Employees voiced strong appreciation for benefits, job stability, and community service. At the same time, concerns were raised regarding turnover, pay compression, private sector competition, and limited career advancement opportunities. Market Findings The market survey included 125 benchmark classifications across 20 targeted peers, with 13 responding. Notable findings include: • Entry Pay: Port Arthur leads the market by approximately 12% at the minimum of ranges, a significant advantage for recruitment. • Midpoints: The City is essentially at parity with peers(+1.1%), limiting competitiveness for tenured staff. • Maximums: The City lags peers by 6.2% on average, with more than 60% of surveyed positions below market at the maximum. Evergreen Solutions,LLC Page ii Executive Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX • Pay Range Spreads:The City's current 24%spread is far narrower than the 48%market average, restricting career earning potential and exacerbating retention challenges. Benefits Findings The benefits survey found Port Arthur's package competitive in several key areas: • Strengths: Full or near-full employer-paid health premiums, generous leave accrual, and tuition reimbursement nearly double the peer average. • Gaps: Employee paid short-term disability coverage and fewer EAP days than peers. Addressing these gaps would strengthen the City's overall total compensation framework. • Opportunities: Expanded retirement options are planned for the upcoming budget year. There is also an interest in expanding the life insurance death benefit in the next fiscal year. The city offers$6k vs the market average of$25k; but, when adding in the TMRS death benefit and the planned additional City death benefit for the upcoming fiscal budget, the City closes the gap. Strategic Recommendations Based on these findings, Evergreen developed the following recommendations: • Classification: Reclassify 66 positions (30% of all titles) to eliminate duplication, modernize job descriptions, and ensure consistency. • Compensation: Implement a new 21-step pay plan with 48% range spreads to align with market practices and support retention. • Employee Placement:Transition staff into the new structure using a modified bring-to- market approach that rewards tenure, reduces compression, and ensures no pay decreases. • Performance Evaluation: Replace outdated forms with a competency- and outcomes- based system that balances tenure recognition with measurable service improvements. • Administration: Conduct small-scale salary surveys for hard-to-fill roles, perform comprehensive studies every 3-5 years, and update policies for promotions,transfers, and progression. Evergreen Solutions,LLC Page iii Executive Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX Conclusion By adopting these recommendations, the City of Port Arthur will modernize its classification, compensation, and benefits system,reduce inequities,and strengthen its ability to attract and retain a talented workforce. These improvements will position the City as an employer of choice, enhance service delivery, and ensure fiscal and operational sustainability well into the future. 4 Evergreen Solutions,LLC Page iv EVERGREEN SOLUTIONS, LLC Chapter 1 - Introduction The leadership of the City of Port Arthur, Texas (the "City"), in keeping with its commitment to attracting and retaining the employees necessary to provide high-quality services, determined that its current classification, compensation, and benefits systems and structures required a comprehensive review. Evergreen Solutions, LLC ("Evergreen") was selected by the City in 2025 as its partner to accomplish this goal.This engagement sought to evaluate the strengths and weaknesses of the City's current systems, conduct a job and pay grade analysis to study internal equity, collect peer salary and benefits data to study external equity, and adjust the current compensation, classification, and benefits systems to better reflect the labor market and best practices. This study and the analysis contained within provides City leadership with valuable information related to employee demographics, market data, benefits competitiveness, performance evaluation, and internal and external equity. Internal equity relates to the fairness of an organization's compensation and classification practices among its current employees. By reviewing the skills, responsibilities, and duties of each position, Evergreen determined whether similar positions are compensated in an equitable manner within the City. External equity relates to the differences between how an organization's classifications are valued internally compared to the compensation and benefits available in the marketplace for the same skills, responsibilities, and duties. This component of the study addresses how the City is positioned relative to peer government organizations and provides recommendations that allow the City to recruit and retain quality employees. The classification component of the study ensures that all jobs are appropriately documented, categorized, and aligned with the work currently being performed, while the benefits and performance evaluation components evaluate the City's offerings compared to peers and industry benchmarks. 1.1 STUDY METHODOLOGY Evergreen Solutions combines qualitative and quantitative data analysis to produce recommendations that maximize the fairness, competitiveness, and sustainability of an organization's compensation,classification,and benefits practices. It is important to note that the data utilized in the study represents a snapshot in time. As market conditions evolve,the City should conduct regular updates to ensure its external position does not erode. A full review is recommended every three to five years. Key activities included in the project were: • Conducting a project initiation meeting and developing a comprehensive project management plan • Evaluating the current classification and compensation system, identifying strengths, weaknesses,and pay compression issues Evergreen Solutions,LLC Page 1-1 Chapter 1-Introduction Compensation,Classification and Benefits Study for the City of Port Arthur,TX • Conducting employee outreach including orientation sessions, employee surveys, director interviews, and focus groups • Administering Job Assessment Tool(JAT)and Management Issues Tool (MIT)employee surveys • Developing a projected classification plan, including FLSA determinations and career ladder opportunities • Identifying benchmark classifications and peer organizations for market salary and benefits survey • Conducting an external salary and benefits survey and producing an external assessment summary • Developing strategic positioning recommendations including pay philosophy and compensation policies • Performing solution analysis and creating implementation options • Preparing draft and final reports, along with a communication plan and implementation strategy • Developing recommendations for compensation administration and training staff on Evergreen's Job Force Manager tool • Conducting a performance evaluation study and developing updated tools and processes Kickoff Meeting The kickoff meeting provided an opportunity to discuss the history and needs of the City, finalize the work plan, and begin the data collection process. Data collection included the gathering of relevant background material such as pay plans, organization charts, policies, procedures, classification specifications, and other human resources documentation. Employee Outreach Through the orientation sessions, Evergreen consultants briefed employees on the purpose and major processes of the study. Employees participated in focus group sessions and an employee survey designed to gather input on the strengths and weaknesses of the City's current systems. This information provided important context, highlighted areas requiring particular attention, and served as a starting point for the research process. Job Assessment Tool© (JAT)and Management Input Tool (MIT)Analysis Employees and supervisors were asked to complete JATs and MITs describing job duties and responsibilities in their own words. Evergreen analyzed these responses and compared them to existing job descriptions. Positions were scored across six compensable factors— Management, Processes, Resources, Technology, Errors and Risks, and Knowledge and Experience—each with a weighted value. The results created a point factor score for each Evergreen Solutions,LLC Page 1-2 Chapter 1-introduction Compensation,Classification and Benefits Study for the City of Port Arthur,TX classification, which, combined with market data, formed the foundation for recommendations on classification, FLSA determinations, and compensation alignment. Salary and Benefits Survey The external market for this study was defined as peer local government organizations with similar size, demographics, and service offerings. Benchmark positions in the City were surveyed to compare compensation and benefits against peers. This allowed the City to evaluate its competitiveness and better understand its position in the market. Recommendations Evergreen developed recommendations for the City to maximize the effectiveness, competitiveness, and sustainability of its current classification, compensation, and benefits systems. These recommendations range from targeted adjustments to wholesale changes to the City's pay structure and benefits offerings, providing leaders with multiple options at different levels of investment. Recommendations also included guidelines for administering the new system, training City staff on use of Evergreen's Job Force Manager tool, and enhancements to the City's performance evaluation process. 1.2 REPORT ORGANIZATION This report includes the following additional chapters: • Chapter 2 - Summary of Employee Outreach • Chapter 3 - Initial Assessment of Current Conditions • Chapter 4 - Market Summary • Chapter 5 - Benefits Summary • Chapter 6 - Recommendations 4 Evergreen Solutions,LLC Page 1-3 EVERGREEN SOLUTIONS, LLC Chapter 2 - Assessment of Current Conditions The purpose of this chapter is to provide a summary of the initial analysis of the Classification and Compensation system in place at the City of Port Arthur (City) at the start of this study. This assessment, as provided in the approved project work plan, is divided into the following sections: 2.1 Organizational Structure Overview 2.2 Compensation System Overview 2.3 Strengths, Weaknesses and Risks 2.4 Summary The analysis provided in this chapter represents a snapshot in time. Evergreen Solutions reviewed a core set of foundational materials provided by the District in response to the project's initial data request. What follows is a list of the main data sources that were included: • Employee Roster and Compensation Data (April 2025): Detailed employee-level data including classifications, hire dates, compensation ranges (min/mid/max), FLSA status, departmental assignments, and scheduled work hours. • Supplemental Employee Data: Documentation related to hiring matrix, performance evaluation manual, and pay-related rules and policies. • Job Classifications Index: Master list of active job classifications and associated documentation status across all departments and divisions. Every organization changes continuously, so this chapter is not meant to be a definitive statement on continuing compensation practices at the City. Rather, this assessment is meant to represent the conditions that were in place when this study began. The data and observations contained within provide the baseline for analyses through the course of this study but are not sufficient cause for recommendations in isolation. By reviewing the data provided, Evergreen gained a better understanding of the structure and methods in place and identified issues for both further review and potential revision. 2.1 ORGANIZATIONAL STRUCTURE OVERVIEW The District is structured across a wide range of functional domains with inconsistent department and classification titling throughout the data set. The breakdown of total Evergreen Solutions,LLC Page 2-1 Chapter 2-Assessment of Current Conditions Compensation,Classification and Benefits Study for the City of Port Arthur,TX employees by department could not be provided based on the data provided.The total number of employees included in the study was 449 at the outset of the engagement. The two civil service departments for sworn Police and Fire was not included in this study, as referenced in the RFP. The pay plan includes 85 grades and 10 steps for each grade. There is also a breakdown of tenure for each step ranging from 6 months to 18.5 years. The step plan provided shows that employees should reach step 5, the midpoint of the range, within 4 year but it will take another 14 years to reach step 10, the maximum. The plan has a 25% range spread (min to max) and a 2.5% step progression. The midpoint progression between each pay grade ranges from 1.7%to 3.1%. Tenure Breakdown • Average Tenure: -10.76 years • Median Tenure: -7.50 years • Q1 (Lowest Tenure of service): 0.66 - 3.20 years • Q2: 3.22 - 7.50 years • Q3: 7.51 - 16.52 years • Q4 (Highest Tenure of service): 16.68 - 49.25 years Number of Employees by Quartile • Q1 (Lowest Tenure): 113 employees (25.2%) • Q2: 112 employees (24.9%) • Q3: 112 employees (24.9%) • Q4 (Highest Tenure): 112 employees (24.9%) 2.2 COMPENSATION SYSTEM OVERVIEW The City uses a step plan pay structure with defined salary bands(min, mid, max).Adjustments are driven primarily by tenure, including varied progression and incentive pays. While the system is comprehensive, issues such as pay compression and incomplete classification data may limit progression equity and internal alignment. For full time employees,the lowest hourly rate currently being paid by the City is$17.85 per hour, which is consistent with the published $37,138.83 provided as the minimum of the assigned pay range. A further review of the employee data shows that of the 141 employees with less than 4 years of tenure, 16 are already earning salaries at or above the midpoint of the pay range. This would indicate the City is likely hiring employees above the published minimum of the pay ranges to fill open positions and increase the pool of qualified applicants. For example, consistently hiring an employee at or near the midpoint instead of the minimum could be the result of many factors. This hiring practice could indicate that most employees being hired have verified and relevant outside experience that justifies a starting salary above the minimum of the pay range. Or the more likely reason is the City pay ranges are lagging the market. If there is not a mechanism in place that would allow tenured employees to penetrate the pay range and create separation based on experience, tenure and performance, it could be possible that wage compression would exist as a result. Further analysis of the relationship between positions based on the market response and desired internal equity will be a part of the study process and necessary before recommendations can be made in the final study report. Evergreen Solutions,LLC Page 2-2 Chapter 2-Assessment of Current Conditions Compensation,Classification and Benefits Study for the City of Port Arthur,TX Compensation vs Pay Ranges • % of Employees Below Midpoint: -56.6% • Employees At or Above Midpoint: 187 • Employees Above Maximum: 26 Pay Range Quartiles(Min to Max split into 4 equal parts) • Q1 (Min-25%): 138 employees (30.7%) • Q2 (25-50%): 116 employees (25.8%) • Q3 (50-75%): 91 employees (20.3%) • Q4 (75-100%): 96 employees (21.4%) 2.3 STRENGTHS. WEAKNESSES AND RISKS Strengths include an established and well-documented pay system with what appears to be competitive benefit offerings, and governance clarity. Weaknesses may include risk of pay compression,the use of a varied employee progression framework and inconsistent pay range assignment. Initial review of the employee data reveals numerous instances of wage compression based on tenure for like-positions. This could be due to many possible factors. The rapid increase in wages following a volatile post pandemic labor market or the lack of an established policy on how outside experience is valued at the time of hire. However, it is likely related to the current pre/post midpoint progression philosophy that results in a concentration of employees at the midpoint. Recruitment and Retention Risks are heightened by housing affordability challenges and private sector influences from refinery related job opportunities. Analysis of the job descriptions provided would indicate the City will need to update job descriptions to provide alignment with essential functions being performed by employees. Some positions progression models, while others reveal gaps needing reconciliation before slotting and pay grade assignment. 2.4 SUMMARY This assessment affirms that Port Arthur maintains a structured 10 step plan compensation system supported by clearly articulated benefits and structured pay. The City is positioned to enhance its internal equity and market alignment by refining classification data, addressing pay compression, and modernizing its compensation philosophy to support the desired outcomes of the Mayor, Council and senior leadership. The next phases will focus on external equity assessments, classification placement, solution modeling aligned to these foundations, reporting of results and how best to maintain the system moving forward. This analysis acts as a starting point for development of recommendations in subsequent chapters of this report. Evergreen Solutions,LLC Page 2-3 IIEVERGREEN SOLUTIONS, LLC Chapter 3 - Summary of Employee Outreach On February 20th and 21st 2025, an Evergreen consultant conducted orientation presentations, interviews and focus group sessions to inform employees about the purpose of the study and solicit open feedback from employees concerning a number of topics related to compensation and specific market forces impacting the City of Port Arthur("City"). Overall, the goal of these meetings was to gauge the general employee sentiment towards the current compensation and classification structures while also gathering specific concerns employees had about the current state of compensation in the local labor market. Evergreen conducted sessions with a diverse cross-section of employees, supervisors, and senior leaders at the City. These sessions were critical for gathering insights, identifying concerns, and understanding the compensation-related issues faced by the City from the perspectives of its employees. Engaging with employees through these sessions is not only vital for accurate data collection but also for fostering a sense of involvement and transparency. Employees were encouraged by the opportunity to provide direct feedback on their role and the forces impacting them and the City. Employee engagement is a cornerstone of high performing organizations and is vital for retention, as it ensures employees feel heard and valued. The City should be commended for allocating time toward this study and encouraging robust employee engagement as the process begins. Employees highlighted several positive aspects of working at the City, including the importance of the services provided to their local community, genuine appreciation for their coworkers, a generous benefits package and job stability. However, there were also areas identified for improvement. While each classification of employee has unique perspectives, for the purposes of this chapter, the comments and themes have been consolidated to preserve the anonymity of the commenter. As such, information that may identify the commenter has been removed. It is important to note that the views shared in this summary are perceptional in nature and may not necessarily reflect actual conditions in the City. An important consideration is the amount of time that has passed since the last comprehensive compensation study. Only one attendee Comments are separated by the following categories below: 3.1 General Feedback 3.2 Market Peers 3.3 Conclusion 4 Evergreen Solutions,LLC Page 3-1 Chapter 3-Summary of Employee Outreach Compensation,Classification and Benefits Study for the City of Port Arthur,TX 3.1 GENERAL FEEDBACK The primary areas of concern for this study are to update the classification structure and address the City's total compensation competitiveness by identifying areas that may place the City at a competitive disadvantage to the market. An important step toward this goal is to understand how employees currently view employment at large within the City. To gain a clearer understanding of overall working conditions, history and organizational culture, general feedback was sourced from employees on a wide range of compensation-related topics. The comments described in this section reflect the factors that incentivize prospective applicants to pursue employment with the City and also reflect the reasons employees have decided to continue working for the City. Potential issues were discussed including those that could contribute to increased turnover, a lack of qualified applicants or inconsistencies with job titling and job functions. These elements are important to highlight, as compensation, while an important factor, is often not the sole determination for where employees choose to work. What follows are general themes, perceived compensation issues and direct comments shared by all attendees during the two days of sessions. • Private Sector Labor Market Forces: Attendees of each session commented on the negative impact of private sector companies, specifically refinery corporations, due to their continuous and proactive recruitment of City employees. There was a broad consensus this unique regional labor market characteristic has been and will continue to be a consistent impact on recruitment and retention efforts. There was a desire by those who commented to ensure Evergreen included private sector compensation data and trends when making compensation recommendations. The next generation of talent gravitate toward careers that allow them an opportunity to be a part of something bigger than themselves and serve the community at large in a meaningful way. The worker of today chooses to participate in careers that deliver measurable environmental, philanthropic and community benefits. For talented, high performing public sector professionals,these career priorities often exceed the importance of their annual salary. Port Arthur should leverage their earned reputation as a local leader in public sector compensation and capitalize on these new workforce trends. It will be important to highlight stability as well as other work/life balance benefits that exist for City employees when compared to the private sector. • Benefits: Every session included numerous positive comments about the current benefits package offered to City employees. The importance of this sentiment cannot be overstated. The benefits gap between the public and private sector has narrowed significantly in the past decade. Studies show that organizations that invest in a benefits package that leads the market have higher employee satisfaction and lower turnover. Session attendees commented that the overall benefits package helps the City distinguish itself as a public sector employer of choice in the area. However,there were some concerns expressed that rising inflation and health insurance costs are eroding any annual cost of living adjustments employees may receive. It is important to note that one of the best ways to create a distinction between the City and other competitors would be the creation of a best in brand benefits package with flexibility for employees to use benefits in a way that meets their needs and priorities. 4 Evergreen Solutions,LLC Page 3-2 Chapter 3-Summary of Employee Outreach Compensation,Classification and Benefits Study for the City of Port Arthur,TX • Turnover: Several attendees commented on the increase in turnover, especially following the 2020 post pandemic time period, and the negative impacts. Turnover is a normal part of the employment and business life cycle and an important aspect of career progression and succession planning. However, in organizations experiencing consistent turnover, staff is faced with a never-ending training cycle that negatively impacts morale and leads to a less skilled workforce due to declining average tenure. During times of increased turnover employees must divert time from normal work tasks to train new team members and often take on additional work tasks during the transition. It is important to have appropriate staffing levels to provide sufficient redundancy to absorb the impacts to staff during these times of transition. If staffing levels are not adequate, turnover can have a lingering impact. Some positions mentioned as having experienced higher turnover were. The City should consider holding discussions with employees regarding the recent upturn in turnover and how to mitigate the impacts in the future. Clearly communicating the turnover percentage to staff, creating a clear onboarding timeline for new hires and implementing a succession plan as employees reach retirement tenure would help ease the impact for existing and new employees alike. • Compensation Philosophy: The consensus is that given the location, the unique labor market forces and service level expectations, compensation levels should be set at or above the 60th percentile of the market. • Staffing: Several employees highlighted the need for increased staffing to meet expectations and increased workloads. The City may consider conducting a staffing study to ensure resources are allocated properly and proportionately when compared to market peers. • Compensation Competitiveness: When asked to identify the top three issues this study should address, one attendee stated, "Pay, Pay and Pay" as the top three issues. However, there were employees in numerous sessions that felt Port Arthur was one of the highest paying municipalities in the region. The consensus was that Port Arthur offers a competitive wage overall when compared to other jurisdictions. • Internal Equity: Discrepancies in job titles and pay among staff with similar roles were referenced by some.Several employees mentioned the lack of clarity in how one could advance in their career or receive a pay increase. Others stated a need to update job titles and corresponding descriptions to better align with job duties. • Career Advancement: Limited opportunities for professional growth and promotion were noted. Structured career progression plans were recommended. Given the size of Port Arthur and current number of single incumbent positions it is recognized that the creation of robust career ladders without the need or ability to fill the proposed positions would need to be done strategically and in a fiscally responsible manner. Many employees commented on the lack of merit increases and the wage compression that exists throughout the City. 4 Evergreen Solutions,LLC Page 3-3 Chapter 3-Summary of Employee Outreach Compensation,Classification and Benefits Study for the City of Port Arthur,TX 3.2 MARKET PEERS Employees emphasized the need to benchmark against similar organizations to ascertain competitiveness and acknowledged that it can be difficult given the unique location and nature of the work performed by the City. Employees identified several market peers for benchmarking during the sessions. Regional organizations that may fall outside the immediate area and private sector companies were considered relevant for comparison and benchmarking against these organizations was recommended to ensure competitive compensation. The use of secondary data as an additional resource when determining competitive salary ranges was received favorably by attendees. A few of the peers mentioned most often are cited below. • Refinery Companies • Baytown, TX • Beaumont, TX • Austin, TX • Houston, TX • Pasadena, TX • La Porte, TX • Fresno, TX • League City, TX • Jefferson County, TX • Orange County, TX • Lake Charles, LA • Sulphur, LA 3.3 CONCLUSION Overall, employees that commented during the sessions were positive about the work environment, stability, overall benefits package, compensation compared to other cities and the importance of the work being conducted on behalf of the community they serve. Addressing the concerns and issues identified during employee outreach will be essential in developing a comprehensive compensation strategy that supports the City's mission and helps attract and retain the talent necessary to achieve its strategic service delivery outcomes. The recommendations found later in this report will address the concerns shared by attendees during the outreach sessions. The engagement sessions have proven invaluable for Evergreen to aid in developing a clearer understanding of the unique market forces and historical workforce trends and transitions impacting the City. The success of these meetings would not have been possible without the support and coordination of the entire Port Arthur Human Resources Department, specifically Albert Thigpen and Trameka Williams. Their tireless efforts to coordinate meetings and communicate with City employees to make sure the two days of sessions were organized, on time and very productive. These sessions not only allowed for the collecting of valuable qualitative data but also for fostering a sense of shared purpose among employees that attended. Many attendees referenced they felt these sessions provided significant value to the study process and were optimistic about the results to follow. This collaborative approach will contribute to the overall success of the compensation study. 44 Evergreen Solutions,LLC Page 3-4 EVERGREEN SOLUTIONS, LLC Chapter 4 - Market Summary The purpose of this chapter is to evaluate the City of Port Arthur, TX ("City") compensation practices relative to its identified market peers. This benchmarking analysis helps determine how competitively the City pay structures align with prevailing market conditions. To conduct the market study, Evergreen Solutions compared the salary ranges of all approved benchmark classifications within the City to those of comparable positions in peer organizations performing similar duties. Rather than examining individual employee salaries, which can vary significantly due to factors such as tenure, education, certifications, and performance, the analysis focused on the pay range data for entire classifications. This approach provides a more objective and consistent basis for evaluating market alignment. Importantly, while the market data offers valuable insight into the City's relative position, it is only one element used to inform the placement of classifications within the proposed pay structure, as detailed in Chapter 6 of this report. Evergreen conducted a comprehensive market salary survey for the City, which included soliciting 20 target peer organizations for 125 benchmarked positions. Of the 20 total organizations contacted, 13 responded and provided data for the benchmark positions. In collaboration with the City project leadership team, target peers were selected based on a number of factors, including geographic proximity, population, resource level, job overlap, and size. Special consideration was also given to select entities performing similar water industry support services when evaluating and selecting potential target market peers.Target organizations were also identified for their competition to the City for employee recruitment and retention efforts. The list of targets that provided data for the purpose of this study are highlighted in bold type and included in Exhibit 4A. Evergreen Solutions,LLC Page 4-1 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 4A RESPONDENT MARKET PEERS Bryan,TX Rosenberg,TX Port Neches, San Marcos,TX Pearland,TX Conroe,TX TX League City,TX Pasadena,TX Coppell,TX La Porte,TX Austin,TX Baytown,TX Economic Beaumont,TX Research Galveston J Lewi,. rY Institute(ERI) Lake Charles. Jefferson peers that provided data highlighted in bold and underlined. LA County, TX Because the data collected for the market summary was from various regions within Texas, it was necessary to adjust peer responses relative to Port Arthur based on cost-of-living. For all organizations that fell outside the City's immediate region, a cost-of-living adjustment was applied to the reported pay ranges to ensure a market average was attained in terms of the spending power an employee would have in the City's local area. Evergreen utilizes cost-of- living index information from the Council for Community and Economic Research.The cost-of- living index figures for the City and each of the respondent market peers where a cost-of-living adjustment was required are located in Exhibit 4B. 4 Evergreen Solutions,LLC Page 4-2 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 4B RESPONDENTS WITH COST-OF-LIVING ADJUSTMENTS Approx. COL-Cost of Approved Target Market Peer Population Square Miles Distance Living Index (Miles) Port Arthur,TX 56,039.0 144.2 89.6 13,692.0 9 iprio.0 88.9 .;r - ppeTl, 42,933.0 15 352.0 109.2 Mont Belvieu,TX 11,922.0 16 61.0 97.9 La Porte,TX 35,124.0 20 90.0 110.6 Missouri City 74,259.0 30 109.0 98.6 Rosenberg,TX 42,571.0 37 131.0 98.6 San Marcos,TX 74,316.0 37 256.0 94.8 Baytown,TX 83,701.0 38 70.0 110.6 Lewisville,TX 111,822.0 43 358.0 101.5 Pasadena,TX 151,871.0 45 83.0 110.6 Lake Charles,LA 79,633.0 45 60.0 100.9 Pearland,TX 125,828.0 49 96.0 93.7 League City,TX 114,392.0 53 95.0 97.1 Bryan,TX 83,980.0 54 186.0 93.8 Conroe,TX 114,581.0 73 111.0 98.2 Beaumont,TX 115,282.0 86 21.0 88.9 Galveston,TX 53,695.0 209 100.0 97.8 Austin,TX 979,882.0 326.5 254.0 106.6 Jefferson County,TX 253948 1,770 - 88.9 4.1 MARKET DATA The results of the market study are displayed in Exhibit 4D,which includes the benchmark job titles and the market average salaries for each position at the minimum, midpoint, and maximum points of the pay ranges. Also included within the exhibit are the percentage differentials of City pay ranges at each respective point, relative to the market average pay. A positive percent differential is indicative of the City pay range exceeding that of the average of its market peers; alternatively, a negative data percent differential indicates the City compensation for a given position lagging behind the average of its peers. For those classifications where no differential is shown,this is due to the City not possessing a pay range for comparisons to the market, or the peers not providing any sufficient pay range information for comparable positions.There are six positions that fall into this group and they are not used when calculating the overall percentage differentials. While all benchmarks are included in the survey, not every peer organization possesses an appropriate match. Consequently, the benchmarks receive varying levels of response. For the purpose of this study,all positions that received fewer than four matches from market peers were not considered when reporting on a competitive position.The rationale behind these positions being excluded is that insufficient response can lead to unreliable averages that may skew the aggregated data, blurring the 4 Evergreen Solutions,LLC Page 4-3 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX reality of the City's actual position in the market. Of the 125 positions surveyed, 91 met the criteria for inclusion. The positions with fewer than 4 responses did not allow for a calculation of the difference to market. The exhibit also includes the average pay range for the market respondents for each position, as well as how many responses each benchmark received. It is important to note these relative positions indicate a comparison to peer pay ranges and do not indicate actual salary variances. This market response is a guide to facilitate the re- establishment of externally equitable pay ranges for the City. Exhibit 4C shows the overall ranking of peers when compared to Port Arthur at the market average.As shown in the exhibit, the City is lagging behind 4 of the 13 peers responding and leading the remaining 9 showing a competitive advantage to the market. EXHIBIT 4C PEER RANKING COMPARISON Peer Market Rank Pay Range Rank Comparison Avg 1 Bryan,TX -8.6% 2 Rosenberg,TX -4.8% 3 Port Neches,TX -4.4% 4 San Marcos,TX -0.4% 6 Pearland,TX 3.4% 7 Conroe,TX 5.8% 8 League City,TX 10.8% 9 Pasadena,TX 11.4% 10 Coppell,TX 12.3% 11 La Porte,TX 14.5% 12 Austin,TX 16.7% 13 Baytown,TX 22.0% 14 Beaumont,TX 30.7% - Galveston,TX - Lewisville,TX - - Missouri City,TX - - Mont Belvieu,TX -- - Lake Charles,LA - - Jefferson County,TX - Evergreen Solutions,LLC Page 4-4 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 4D MARKET SURVEY RESULTS Survey Minimum Survey Midpoint Survey Maximum Survey Avg #Resp. Classification Average Average Average Range ACCOUNTANT I $55,586.04 $70,386.54 $84,669.88 47.1% 9 ADMINISTRATIVE ASSISTANT $41,228.10 $49,594.20 $59,995.35 50.4°/o 11 ADMINISTRATIVE CLERK I $36,328.09 $44,041.07 $50,920.93 50.1% 5 ADMINISTRATIVE SECRETARY $43,632.95 $54,215.57 $61,588.53 50.2% 6 ADMINISTRATIVE SUPPORT SUPERVISOR $48,282.05 $58,639.81 $69,405.50 42.6% 5 ANIMAL CONTROL OFFICER $40,144.59 $45,951.27 $54,916.05 37.7% 12 ANIMAL CONTROL SUPERVISOR $52,831.46 $66,095.74 $81,235.65 49.2% 10 ASSISTANT CITY ATTORNEY I $86,645.16 $111,508.82 $135,496.41 54.9% 7 ASSISTANT CITY MANAGER/ADMINISTRATION $142,528.33 $172,524.81 $208,124.48 49.8% 7 ASSISTANT CITY SECRETARY $61,383.66 $78,435.44 $95,487.23 51.2% 7 ASSISTANT DIRECTOR OF FINANCE $103,123.80 $131,482.80 $159,841.81 57.2% 6 ASSISTANT DIRECTOR OF HUMAN RESOURCES $75,276.36 $98,050.31 $122,977.16 61.9% 4 ASSISTANT DIRECTOR OF UTILITY $91,140.19 $116,203.75 $141,267.30 56.5°/o 4 ASSITANT CITY MANAGER/OPERATIONS $143,235.99 $177,664.77 $212,093.56 52.5% 4 ASST DIRECTOR OF UTILITY OPERA $90,156.97 $110,434.64 $130,712.31 53.4% 4 BUDGET AND COMPLIANCE ANALYST $51,063.24 $62,699.43 $76,065.77 48.5% 6 BUILDING INSPECTOR I $48,016.86 $59,212.67 $70,297.95 47.8% 9 BUILDING OFFICIAL $90,049.14 $105,272.50 $124,488.49 47.8% 10 BUSINESS ANALYST I $55,952.17 $71,339.02 $86,725.87 50.1% 4 CASHIER $37,870.55 $47,559.04 $54,862.28 38.9% 5 CHIEF OF POLICE $129,911.17 $164,293.82 $204,529.98 60.7% 8 CIP PROJECT ENGINEER $84,299.06 $108,007.87 $131,716.68 54.0% 4 CITY ATTORNEY $132,980.64 $169,550.04 $209,906.89 57.8% 4 CITY MANAGER $170,877.95 $201,342.89 $242,325.81 50.2% 5 CITY SECRETARY $95,018.28 $115,613.47 $148,458.95 74.2% 7 CODE ENFORCEMENT MANAGER $61,760.19 $75,991.36 $90,222.53 50.8°/o 6 COMPLIANCE OFFICER $51,760.00 $66,792.35 $84,798.70 52.2% 9 CONSTRUCTION SPECIALIST $37,545.60 $46,648.89 $56,992.00 51.7% 5 CONTROLLER $87,259.59 $109,339.05 $133,128.48 58.2% 7 COORD POLICE/FIRE SUPPORT SVC $67,828.45 $84,785.36 $101,742.27 56.7% 4 COURT CLERK $47,591.63 $62,343.37 $77,095.12 54.5% 7 CUSTODIAN $33,312.70 $41,534.59 $49,756.49 46.9% 7 CUSTOMER SERVICE SPECIALIST $32,512.68 $38,675.34 $46,461.96 39.6% 6 DEPUTY MUNICIPAL COURT CLERK $37,422.53 $46,967.98 $56,570.31 54.1% 7 DEVELOPMENT SERVICES MANAGER $81,080.51 $100,453.27 $119,779.10 54.7% 7 DIRECTOR OF FINANCE $130,777.00 $149,598.68 $187,419.85 52.9% 9 DIRECTOR OF HUMAN RESOURCES $110,125.42 $138,898.06 $169,815.35 34.2% 7 DIRECTOR OF LIBRARY $101,247.13 $129,748.51 $155,906.72 48.7% 5 DIRECTOR OF PARKS&RECREATION $109,428.36 $137,396.88 $167,516.42 54.3% 6 DIRECTOR OF PUBLIC WORKS $131,327.91 $159,818.82 $194,996.07 -32.5% 8 DRAINAGE SUPERINTENDENT $61,579.51 $81,986.51 $98,383.30 42.5% 4 4 Evergreen Solutions,LLC Page 4-5 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX Survey Minimum Survey Midpoint Survey Maximum Survey Avg Classification #Resp. Average Average Average Range ELECTRICIAN I $48,016.86 $58,546.64 $69,545.19 41.1% 5 ELIGIBILITY/BILLING CLERK $36,088.28 $45,761.60 $54,349.65 51.3% 5 ENGINEER I $67,568.43 $82,583.84 $100,396.04 42.6% 5 ENVIRONMENTAL HEALTH $41,769.99 $52,27247 $64,275.83 52.4% 5 INSPECTOR I EQUIPMENT MECHANIC I $41,965.96 $53,260.76 $63,577.90 46.0% 7 EQUIPMENT OPERATOR I $51,383.70 $60,164.91 $68,946.12 45.8% 8 EQUIPMENT SERVICE MANAGER $82,126.58 $102,656.87 $123,187.15 52.3% 4 EQUIPMENT SERVICE SUPERVISOR $58,364.39 $81,457.12 $98,450.87 61.3% 5 EQUIPMENT SERVICES WORKER $41,738.70 $51,702.68 $62,442.50 47.4% 6 EVIDENCE TECHNICIAN $39,051.50 $48,609.27 $58,381.16 51.3% 7 EXECUTIVE SECRETARY $48,786.01 $66,792.35 $84,798.70 58.1% 5 FACILITIES MAINTENANCE $55,646.49 $69,845.01 $83,569.82 47.6% 8 SUPERVISOR FACILITIES MAINTENANCE WORKER $36,650.61 $46,494.38 $56,042.57 50.8% 10 GIS COORDINATOR $64,457.12 $80,908.76 $97,398.33 53.1% 6 GRANTS MANAGER $58,166.74 $73,123.91 $88,813.01 52.9% 7 HOUSING INSPECTOR I $4.8,103.38 $58,055.01 $68,718.18 45.7% 5 FIR TRAINING&DEVELOPMENT COOR $64,771.63 $72,781.16 $89,074.61 41.4% 5 HUMAN RESOURCES ANALYST $56,889.15 $71,787.41 $86,605.31 50.4% 4 IT DEPARTMENT DIRECTOR $105,556.11 $135,993.17 $166,430.22 52.9% 6 IT SUPPORT SPECIALIST $46,158.61 $55,741.93 $67,977.05 49.7% 9 KENNEL TECHNICIAN $31,309.40 $38,293.20 $45,780.81 48.2% 8 LEGAL SECRETARY $43,55285 $56,543.52 $68,338.44 49.3% 5 LIBRARIAN I $47,874.12 $59,966.24 $72,927.30 50.1% 5 LIBRARY ASSISTANT $38,663.05 $46,822.49 $56,279.93 37.5% 7 MAINTENANCE CREW SUPERVISOR $57,203.07 $69,388.73 $83,775.01 53.4% 6 MAINTENANCE WORKER I $36,130.28 $42,641.67 $51,15824 49.8% 9 METER SERVICE WORKER $37,262.67 $43,814.58 $52,968.98 39.8% 8 NETWORK INFRASTRUCTURE/SECURIT $69,634.19 $85,301.88 $100,969.56 51.6% 5 PAYROLL ANALYST $41,390.60 $52,077.79 $63,627.95 51.0% 5 PERMIT TECHNICIAN I $38,188.15 $47,280.70 $56,330.62 52.7% 7 PLANT MECHANIC $37,623.17 $47,027.83 $56,432.49 49.3% 5 PLUMBING INSPECTOR $46,533.19 $58,663.53 $70,793.88 54.1% 4 POLICE AIDE $34,834.43 $43,394.94 $52,658.32 46.6% 5 POLICE RECORDS SUPERVISOR $52,485.35 $60,656.07 $73,816.29 36.03/o 8 PUBLIC INFORMATION OFFICER $84,954.41 $112,372.49 $136,452.30 56.1% 6 PURCHASING MANAGER $68,85231 $88,453.97 $109,472.49 56.1% 7 RECREATION COORDINATOR $43,328.96 $54,540.47 $65,984.94 47.7% 8 RECREATION TECHNICIAN I $35,876.37 $44,839.55 $53,856.53 46.8% 7 SANITATION CREW SUPERVISOR $47,429.71 $57,958.72 $70,915.80 48.6% 4 SENIOR PLANNER $66,979.67 $82,515.50 $98,051.32 50.8% 7 SIGNS AND SIGNAL TECH $40,489.15 $51,244.47 $60,355.54 51.8% 6 STREETS SUPERINTENDENT $73,031.75 $89,912.70 $108,997.31 49.7% 8 SYSTEM ADMINISTRATOR I $67,761.06 $88,605.84 $107,916.42 56.7% 7 TELECOMMUNICATION OFFICER I $43,708.60 $55,380.79 $64,368.47 42.7% 7 TREATMENT PLANT OPERATOR I $41,565.45 $51,699.14 $62,29359 45.6% 8 TREATMENT PLANT SUPERINTENDENT $75,766.13 $95,498.50 $115,230.87 47.2% 8 UTILITY ACCOUNT CLERK $45,039.95 $53,260.76 $63,577.90 37.4% 7 UTILITY OPERATIONS MANAGER $77,07260 $96,604.30 $116,136.00 52.1% 6 UTILITY SERVICE REPRESENTATIVE $39,083.40 $47,752.49 $58,070.00 46.3% 7 WEBSITE/DIGITAL CONTENT MGR $53,477.00 $68,429.99 $83,382.97 54.1% 4 4 Evergreen Solutions,LLC Page 4-6 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 4E PAY RANGE SPREAD COMPARISON Port Arthur Pay Range Survey Minimum Survey Midpoint Survey Maximum Classification Spread vs.Market Average Average Average 24%vs.48% Overall Average @ 50th percent!e •`� 24%vs.48% Overall Average @ 75th percentile 12.2% 48%vs.48% Overall Average @ 75th percentile 12.2% 12.1% 11.1% 4.2 SALARY SURVEY RESULTS Pay Range Spreads A significant finding of the study is the relationship of the current pay range spread utilized by Port Arthur compared to the market response. The current range for the City is only 24% compared to the market average of 48%. The result is that when an employee approaches the midpoint of the published City pay range, they are likely still more than 10% below the midpoint of the market pay range. In layman's terms,the City maximum is equal to the market midpoint leaving tenured employees lagging the market and that gap widens with every year of tenure. A review of the data shows that Port Arthur's 12% advantage at the minimum of the range erodes rapidly with the midpoint leading the market by only 1%. This can be seen in Exhibit 4E. This is great news for a new hire or employee within their first few years of service. However, the slowdown in progression and limited career earning potential of the narrower range will likely have a measurable long term impact on morale, productivity and employee satisfaction. This pay structure presents a significant vulnerability and places the City at a competitive disadvantage to market peers when trying to retain long tenured and experienced staff. Market Minimums It is important to assess where an organization is relative to its market minimum salaries, as they are the beginning salaries of employees with minimal qualifications for a given position. Organizations that are significantly below market may experience recruitment challenges with entry-level employees. When compared to the market at the desired 75th percentile of the market, the City leads the public sector market by 12% overall. This provides a competitive advantage for the City for a majority of introductory compensation offerings. Targeted adjustments for positions with private sector influences, like utility and public works classifications, will still be necessary to account for heightened market competition in these sectors of the regional labor market. The City should continue the practice of placing the introductory salary at or above the market average to provide the best chance to increase the number of qualified applicants when recruiting new talent. As can be seen in Exhibit 4D, the City is leading the market with a majority of positions above the minimum of the range. Exhibit 4D also shows the City is currently 12 percent above the market average minimum at the 75th percentile, when considering positions with sufficient responses. Exhibits 4F - 4H show the detail of classifications at various levels of comparison to the market. 4 Evergreen Solutions,LLC Page 4-7 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 4F COMPARED TO MARKET AVERAGE AT PAY GRADE MINIMUM (-17%to 10%) Benchmark Classifications w/ a minimum Survey Minimum of 4 responses Average %o Diff PUBLIC INFORMATION OFFICER $84,954.41 -17.3% EQUIPMENT OPERATOR I $51,383.70 -16.9% HUMAN RESOURCES ANALYST $56,889.15 -10.3% DIRECTOR OF PUBLIC WORKS $131,327.91 -9.2% BUILDING OFFICIAL $90,049.14 -7.6% MAINTENANCE CREW SUPERVISOR $57,203.07 -5.5% CHIEF OF POLICE $129,911.17 -5.3% EQUIPMENT SERVICE SUPERVISOR $58,364.39 -2.8% FACILITIES MAINTENANCE $55,646.49 -2.6% SUPERVISOR UTILITY ACCOUNT CT.FRK $45,039.95 -2.5% HOUSING INSPECTOR I $48,103.38 -1.5% ASSISTANT DIRECTOR OF UTILITY $91,140.19 -1.5% EQUIPMENT SERVICES WORKER $41,738.70 0.5% ASSISTANT DIRECTOR OF HUMAN $75,276.36 0.9% RESOURCES SYSTEM ADMINISTRATOR I $67,761.06 2.0% ACCOUNTANT I $55,586.04 2.1% DIRECTOR OF LIBRARY $101,247.13 2.6% ENVIRONMENTAL HEALTH INSPECTOR I $41,769.99 2.6% MAINTENANCE WORKER I $36,130.28 2.7% DIRECTOR OF HUMAN RESOURCES $110,125.42 3.9% CITY SECRETARY $95,018.28 4.1% DIRECTOR OF PARKS&RECREATION $109,428.36 4.5% ASSISTANT DIRECTOR OF FINANCE $103,123.80 4.6% UTILITY SERVICE REPRESENTATIVE $39,083.40 4.7% ELIGIBILITY/BILLING CT.FRK $36,088.28 5.2% ADMINISTRATIVE SECRETARY $43,632.95 5.4% RECREATION TECHNICIAN I $35,876.37 5.7% DIRECTOR OF FINANCE $130,777.00 6.0% COORD POLICE/FIRE SUPPORT SVC $67,828.45 6.3% ANIMAL CONTROL OFFICER $40,144.59 6.4% PERMIT TECHNICIAN I $38,188.15 6.9% TREATMENT PLANT SUPERINTENDENT $75,766.13 7.2% DEVELOPMENT SERVICES MANAGER $81,080.51 7.6% IT DEPARTMENT DIRECTOR $105,556.11 7.9% EXECUTIVE SECRETARY $48,786.01 10.0% Evergreen Solutions,LLC Page 4-8 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,DC EXHIBIT 4G COMPARED TO MARKET AVERAGE AT PAY GRADE MINIMUM (>10%to 20%) Benchmark Classifications w/a minimum Survey Minimum of 4 responses Average %o Diff CUSTODIAN $33,312.70 10.3% STREETS SUPERIN 1 LNDENT $73,031.75 10.5% HR TR.AINING&DEVELOPMENT COOR $64,771.63 10.5% TELECOMMUNICATION OFFICER I $43,708.60 11.3% EQUIPMENT MECHANIC I $41,965.96 11.4% CASHIER $37,870.55 11.7% SENIOR PLANNER $66,979.67 11.9% SANITATION CREW SUPERVISOR $47,429.71 12.5% FACILITIES MAIN 1'LNANCE WORKER $36,650.61 12.6% EQUIPMENT SERVICE MANAGER $82,126.58 12.9% METER SERVICE WORKER $37,262.67 13.1% UTILITY OPERATIONS MANAGER $77,072.60 14.2% DEPUTY MUNICIPAL COURT CLERK $37,422.53 14.9% ADMINISTRATIVE SUPPORT SUPERVISOR $48,282.05 14.9% ANIMAL CONTROL SUPERVISOR $52,831.46 15.5% CITY ATTORNEY $132,980.64 15.5% LEGAL SECRETARY $43,552.85 15.5% KENNEL TECHNICIAN $31,309.40 15.7% SIGNS AND SIGNAL TECH $40,489.15 16.4% ENGINEER I $67,568.43 17.2% ASSITANT CITY MANAGER/OPERATIONS $143,235.99 17.3% ASSISTANT CITY MANAGER/ADMINISTRATION $142,528.33 17.7% NETWORK INFRASTRUCTURE/SECURIT $69,634.19 18.7% POLICE AIDE $34,834.43 18.8% WEBSITE/DIGITAL CON lENT MGR $53,477.00 18.8% CONTROLLER $87,259.59 19.3% EVIDENCE TECHNICIAN $39,051.50 19.4% PAYROLL ANALYST $41,390.60 19.7% 4 Evergreen Solutions,LLC Page 4-9 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 4H COMPARED TO MARKET AVERAGE AT PAY GRADE MINIMUM (>20%) Benchmark Classifications w/a minimum Survey Minimum of 4 responses Average %Duff TREATMENT PLANT OPERATOR I $41,565.45 21.3% PURCHASING MANAGER $68,852.31 21.5% PLUMBING INSPECTOR $46,533.19 22.0% LIBRARY ASSISTANT $38,663.05 23.2% LIBRARIAN I $47,874.12 23.4% CONSTRUCTION SPECIALIST $37,545.60 23.8% POLICE RECORDS SUPERVISOR $52,485.35 24.1% DRAINAGE SUPERINTENDENT $61,579.51 24.6% GIS COORDINATOR $64,457.12 24.7% ASSISTANT CITY SECRETARY $61,383.66 24.8% ADMINISTRATIVE ASSISTANT $41,228.10 25.8% CUSTOMER SERVICE SPECIALIST $32,512.68 26.0% IT SUPPORT SPECIALIST $46,158.61 26.2% CODE ENFORCEMENT MANAGER $61,760.19 29.6% GRANTS MANAGER $58,166.74 30.5% COURT CLERK $47,591.63 31.2% PLANT MECHANIC $37,623.17 33.7% COMPLIANCE OFFICER $51,760.00 36.6% RECREATION COORDINATOR $43,328.96 37.3% BUDGET AND COMPLIANCE ANALYST $51,063.24 37.5%ASST DIRECTOR OF UTILITY OPERA $90,156.97 48.0% CIP PROJECT ENGINEER $84,299.06 51.3% ADMINISTRATIVE CLERK I $36,328.09 - ASSISTANT CITY ATTORNEY I $86,645.16 - BUILDING INSPECTOR I $48,016.86 - BUSINESS ANALYST I $55,952.17 - CITY MANAGER $170,877.95 - ELECTRICIAN I $48,016.86 - The following points are regarding the City's position relative to the market average minimum: • 86% of benchmarks (73 of 85) are above the minimum of the market range. • Of the 12 positions below market, they lag the market by an average of 6.9%. Market Midpoints The market midpoint is exceptionally important to analyze,as it is often considered the closest estimation of market average compensation. As employees earn valuable experience and necessary certifications or licensure to be competent in their role, their value in the market increases. One segment of the City workforce that is particularly vulnerable is the utility, 4 Evergreen Solutions,LLC Page 4-io Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX equipment operator and professional trades positions. For these public sector professionals, the importance and value of experience is even more of a priority considering the ever- changing regulatory environment and national shortage of qualified water and trades professionals. Organizational turnover is a normal consideration for any organization but it can have a significant impact for segments of the organization that deliver services that directly interact and impact citizens. Evidence of the negative service delivery impacts of turnover and extended vacancies can be seen in the longstanding compliance issues that have existed for Port Arthur utilities. Organizational change,asset management and regulatory compliance are difficult with a stable and consistent workforce that allows for the establishment of processes and proactive maintenance. Trying to deliver safe, reliable and compliant services while navigating a consistently changing workforce is nearly impossible. As seen in Exhibit 4D, the City's market leading position at the minimum of the range is no longer visible at the midpoint which is currently only 1.1 percent above the market average midpoint, when considering positions with sufficient responses. Considering a salary survey is bit of a rear view looking exercise, a case could be made that a market position that falls below the annual CPI (Consumer Price Index),as is the case here, could be considered lagging the market. Details of the results and differences to market can be seen in Exhibits 4I-4K. 4 Evergreen Solutions,LLC Page 4-i1 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,7X EXHIBIT 41 COMPARED TO MARKET AVERAGE AT PAY GRADE MIDPOINT (<0%) Benchmark Classifications w/ a minimum Survey Midpoint of 4 responses Average %Diff PUBLIC INFORMATION OFFICER $112,372.49 -41.0% HUMAN RESOURCES ANALYST $71,787.41 -26.5% EQUIPMENT SERVICE SUPERVISOR $81,457.12 -24.8% EQUIPMENT OPERATOR I $60,164.91 -24.2% CHIEF OF POLICE $164,293.82 -20.9% DIRECTOR OF PUBLIC WORKS $159,818.82 -20.5% RECREATION TECHNICIAN I $44,839.55 -17.8% ASSISTANT DIRECTOR OF UTILITY $116,203.75 -17.3% ASSISTANT DIRECTOR OF HUMAN $98 050.31 -17.1% RESOURCES FACILITIES MAINTENANCE $69,845.01 17.0% SUPERVISOR SYSTEM ADMINISTRATOR I $88,605.84 -16.6% MAINTENANCE CREW SUPERVISOR $69,388.73 -16.2% BUILDING OFFICIAL $105,272.50 -14.1% DIRECTOR OF LIBRARY $129,748.51 -13.2% EQUIPMENT SERVICES WORKER $51,702.68 -12.1% EXECUTIVE SECRETARY $66,792.35 -11.9% HOUSING INSPECTOR I $58,055.01 -11.5% ENVIRONMENTAL HEALTH INSPECTOR I $52,272.47 -10.3%UTILITY ACCOUNT CLERK $53,260.76 -9.9% DIRECTOR OF HUMAN RESOURCES $138,898.06 -9.9% ASSISTANT DIRECTOR OF FINANCE $131,482.80 -9.4% DIRECTOR OF PARKS&RECREATION $137,396.88 -8.7% ACCOUNTANT I $70,386.54 -7.8% IT DEPARTMENT DIRECTOR $135,993.17 -7.6% ELIGIBILITY/BILLING CLERK $45,761.60 -7.1% CITY SECRETARY $115,613.47 -7.0% ADMINISTRATIVE SECRETARY $54,215.57 -6.6% COORD POLICE/FIRE SUPPORT SVC $84,785.36 -6.4% TREATMENT PLANT SUPERINTENDENT $95,498.50 6.3% UTILITY SERVICE REPRESENTATIVE $47,752.49 -5.6% PERMIT TECHNICIAN I $47,280.70 -4.5% MAINTENANCE WORKER I $42,641.67 -4.0% DEVELOPMENT SERVICES MANAGER $100,453.27 -3.8% EQUIPMENT MECHANIC I $53,260.76 -2.3% TELECOMMUNICATION OFFICER I $55,380.79 -2.1% CUSTODIAN $41,534.59 -1.3% FACILITIES MAINTENANCE WORKER $46,494.38 -0.8% CASHIER $47,559.04 -0.4% STREETS SUPERINTENDENT $89,912.70 -0.1% 4 Evergreen Solutions,LLC Page 4-12 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 4J COMPARED TO MARKET AVERAGE AT PAY GRADE MIDPOINT (>0%to 10%) Benchmark Classifications w/ a minimum Survey Midpoint of 4 responses Average %Diff LEGAL SECRETARY $56,543.52 0.4% EQUIPMENT SERVICE MANAGER $102,656.87 1.2% SENIOR PLANNER $82,515.50 1.4% CITY ATTORNEY $169,550.04 2.1% UTILITY OPERATIONS MANAGER $96,604.30 2.5% DIRECTOR OF FINANCE $149,598.68 2.5% SANITATION CREW SUPERVISOR $57,958.72 2.9% ANIMAL CONTROL OFFICER $45,951.27 3.0% DEPUTY MUNICIPAL COURT CLERK $46,967.98 3.1% SIGNS AND SIGNAL TECH $51,244.47 3.9% ANIMAL CONTROL SUPERVISOR $66,095.74 4.4% WEBSI 1'h/DIGITAL CON TENT MGR $68,429.99 5.5% ADMINISTRATIVE SUPPORT SUPERVISOR $58,639.81 6.2% KENNEL TECHNICIAN $38,293.20 6.6% ASSITANT CITY MANAGER/OPERATIONS $177,664.77 7.0% ME 1'ER SERVICE WORKER $43,814.58 7.5% ENGINEER I $82,583.84 8.0% PAYROLL ANALYST $52,077.79 8.2% POLICE AIDE $43,394.94 8.4% PURCHASING MANAGER $88,453.97 8.6% HR TRAINING&DEVELOPMENT COOR $72,781.16 8.7% DRAINAGE SUPERIN PENDENT $81,986.51 8.7% EVIDENCE TECHNICIAN $48,609.27 8.9% CONTROLLER $109,339.05 9.1% NETWORK INFRASTRUCTURE/SECURIT $85,301.88 9.5% ASSISTANT CITY MANAGER/ADMINISTRATION $172,524.81 9.7% Evergreen Solutions,LLC Page 4-13 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 4K COMPARED TO MARKET AVERAGE AT PAY GRADE MIDPOINT (>10%) Benchmark Classifications w/ a minimum Survey Midpoint of 4 responses Average /Diff PLUMBING INSPECTOR $58,663.53 10.9% TREATMENT PLANT OPERATOR I $51,699.14 11.1% ASSISTANT CITY SECRETARY $78,435.44 12.7% LIBRARIAN I $59,966.24 13.3% CONSTRUCTION SPECIALIST $46,648.89 14.0% GIS COORDINATOR $80,908.76 14.2% LIBRARY ASSISTANT $46,822.49 15.7% COURT CLERK $62,343.37 18.0% IT SUPPORT SPECIALIST $55,741.93 19.4% CUSTOMER SERVICE SPECIALIST $38,675.34 20.2% POLICE RECORDS SUPERVISOR $60,656.07 20.2% ADMINISTRATIVE ASSISTANT $49,594.20 20.4% GRANTS MANAGER $73,123.91 20.8% CODE ENFORCEMENT MANAGER $75,991.36 21.5% PLANT MECHANIC $47,027.83 24.8% COMPLIANCE OFFICER $66,792.35 25.6% RECREATION COORDINATOR $54,540.47 28.2% BUDGET AND COMPLIANCE ANALYST $62,699.43 30.2% ASST DIRECTOR OF UTILITY OPERA $110,434.64 42.2% CIP PROJECT ENGINEER $108,007.87 43.5% ADMINISTRATIVE CLERK I $44,041.07 - ASSISTANT CITY ATTORNEY I $111,508.82 - BUILDING INSPECTOR I $59,212.67 - BUSINESS ANALYST I $71,339.02 - CITY MANAGER $201,342.89 - ELECTRICIAN I $58,546.64 - The following points are regarding the City's position relative to the market average midpoint. These positions are displayed in Exhibit 4F • 54% of positions (46 of 85) have pay ranges that are above the midpoint. • 46% of positions (39 of 85) are below the midpoint of the pay range. • Of the positions below market, 46% (18 of 39) lag the market average by more than 10%. Market Maximums The pay range maximum averages, and how they compare to the City's, are also detailed in Exhibit 4D. Port Arthur is currently 6.2 percent below the market average maximum, when Evergreen Solutions,LLC Page 4-14 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX considering positions with sufficient responses. A detailed breakdown of positions at the maximum can be found in Exhibits 4L-4N. EXHIBIT 4L COMPARED TO MARKET AVERAGE AT PAY GRADE MAXIMUM (> -10%) Benchmark Classifications w/a minimum Survey Maximum of 4 responses Average %Diff PUBLIC INFORMATION OFFICER $136,452.30 -51.9% RECREATION TECHNICIAN I $53,856.53 -41.5% EQUIPMENT SERVICE SUPERVISOR $98,450.87 -36.0% HUMAN RESOURCES ANALYST $86,605.31 -35.2% CHIEF OF POLICE $204,529.98 -33.3% ASSISTANT DIRECTOR OF HUMAN RESOURCES $122,977.16 -30.4% DIRECTOR OF PUBLIC WORKS $194,996.07 -30.0% ASSISTANT DIRECTOR OF UTILITY $141,267.30 -26.1% SYS 1'hM ADMINISTRATOR I $107,916.42 -26.0% EXECUTIVE SECRETARY $84,798.70 -25.9% EQUIPMENT OPERATOR I $68,946.12 -25.9% MAIN 1'hNANCE CREW SUPERVISOR $83,775.01 -24.4% FACILITIES MAINTENANCE SUPERVISOR $83,569.82 24.1% ENVIRONMENTAL HEALTH INSPECTOR I $64,275.83 -20.5%DIRECTOR OF LIBRARY $155,906.72 -20.4% CITY SECRETARY $148,458.95 -20.3% EQUIPMENT SERVICES WORKER $62,442.50 -19.9% BUILDING OFFICIAL $124,488.49 -19.8% ASSISTANT DIRECTOR OF FINANCE $159,841.81 -19.4% DIRECTOR OF HUMAN RESOURCES $169,815.35 -19.1% DIRECTOR OF PARKS&RECREATION $167,516.42 -17.5% HOUSING INSPECTOR I $68,718.18 -17.1% ACCOUNTANT I $84,669.88 -16.9% IT DEPARTMENT DIRECTOR $166,430.22 -16.7% UTILITY ACCOUNT CLERK $63,577.90 -16.1% ELIGIBILITY/BILLING CLERK $54,349.65 -14.7% UTILITY SERVICE REPRESENTATIVE $58,070.00 -14.2% TREATMENT PLANT SUPERINTENDENT $115,230.87 13.3% COORD POLICE/FIRE SUPPORT SVC $101,742.27 -13.3% MAIN IINANCE WORKER I $51,158.24 -11.0% DEVELOPMENT SERVICES MANAGER $119,779.10 -10.8% PERMIT TECHNICIAN I $56,330.62 -10.8% Evergreen Solutions,LLC Page 4-15 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 4M COMPARED TO MARKET AVERAGE AT PAY GRADE MAXIMUM (<0%TO-10%) Benchmark Classifications w/a minimum Survey Maximum of 4 responses Average %Duff EQUIPMENT MECHANIC I $63,577.90 -8.3% DIRECTOR OF FINANCE $187,419.85 -8.2% CUSTODIAN $49,756.49 -7.9% FACILITIES MAINTENANCE WORKER $56,042.57 -7.6% ADMINISTRATIVE SECRETARY $61,588.53 -7.5% CITY ATTORNEY $209,906.89 -7.2% STREETS SUPERINTENDENT $108,997.31 -7.2% LEGAL SECRETARY $68,338.44 -6.7% TELECOMMUNICATION OFFICER I $64,368.47 -5.6% SANITATION CREW SUPERVISOR $70,915.80 -5.3% EQUIPMENT SERVICE MANAGER $123,187.15 -4.8% ANIMAL CONTROL SUPERVISOR $81,235.65 -4.4% SENIOR PLANNER $98,051.32 -4.0% UTILITY OPERATIONS MANAGER $116,136.00 -3.7% DEPUTY MUNICIPAL COURT CLERK $56,570.31 -3.3% ANIMAL CONTROL OFFICER $54,916.05 -3.0% CASHIER $54,862.28 -2.9% WEBSITE/DIGITAL CONTENT MGR $83,382.97 -2.1% PURCHASING MANAGER $109,472.49 -1.3% SIGNS AND SIGNAL TECH $60,355.54 -1.1% 4 Evergreen Solutions,LLC Page 4-16 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 4N COMPARED TO MARKET AVERAGE AT PAY GRADE MAXIMUM (> 0%) Benchmark Classifications w/a minimum Survey Maximum of 4 responses Average %Diff CONTROT.T.FR $133,128.48 0.6% PAYROLL ANALYST $63,627.95 0.7% METER SERVICE WORKER $52,968.98 0.7% KENNEL TECHNICIAN $45,780.81 0.7% HR TRAINING&DEVELOPMENT COOR $89,074.61 0.8% ENGINEER I $100,396.04 1.2% POLICE AIDE $52,658.32 1.3% ADMINISTRATIVE SUPPORT SUPERVISOR $69,405.50 1.5%ASSITANT CITY MANAGER/OPERATIONS $212,093.56 1.7% EVIDENCE TECHNICIAN $58,381.16 2.2% DRAINAGE SUPERINTENDENT $98,383.30 3.2% ASSISTANT CITY MANAGER/ADMINISTRATION $208,124.48 3.6% PLUMBING INSPECTOR $70,793.88 4.2% TREATMENT PLANT OPERATOR I $62,293.59 5.4% NETWORK INFRASTRUCTURE/SECURIT $100,969.56 5.5% ASSISTANT CITY SECRETARY $95,487.23 6.1% LIBRARIAN I $72,927.30 6.3% CONSTRUCTION SPECIALIST $56,992.00 6.5% GIS COORDINATOR $97,398.33 8.9% COURT CLERK $77,095.12 10.0% LIBRARY ASSISTANT $56,279.93 10.0% IT SUPPORT SPECIALIST $67,977.05 12.6% ADMINISTRATIVE ASSISTANT $59,995.35 13.2% POLICE RECORDS SUPERVISOR $73,816.29 13.8% GRANTS MANAGER $88,813.01 14.5% CUSTOMER SERVICE SPECIALIST $46,461.96 15.2% CODE ENFORCEMENT MANAGER $90,799.53 16.5% COMPLIANCE OFFICER $84,798.70 16.6% PLANT MECHANIC $56,432.49 19.9% RECREATION COORDINATOR $65,984.94 22.9% BUDGET AND COMPLIANCE ANALYST $76,065.77 25.2% CIP PROJECT ENGINEER $131,716.68 39.0% ASST DIRECTOR OF UTILITY OPERA $130,712.31 39.4% ADMINISTRATIVE CT.FRK I $50,920.93 - ASSISTANT CITY ATTORNEY I $135,496.41 BUILDING INSPECTOR I $70,297.95 - BUSINESS ANALYST I $86,725.87 - CITY MANAGER $242,325.81 - ELECTRICIAN I $69,545.19 - Evergreen Solutions,LLC Page 4-17 Chapter 4-Market Summary Compensation,Classification and Benefits Study for the City of Port Arthur,TX The following points are regarding the City's position relative to the market average maximum: • Of these 85 positions, 52 were below market, averaging 15.9 percent below. These classifications represent approximately 61 percent of the surveyed positions that met the criteria for inclusion. • Of the 52 positions below market, 32 were more than 10 percent below the average market maximum. These positions are displayed in Exhibit 4K. • Of these 85 positions, 33 were above market, averaging 10 percent above. These classifications represent roughly 39 percent of the surveyed positions that met the ' criteria for inclusion. 4.3 SALARY SURVEY CONCLUSION The standing of individual classifications pay range relative to the market should not be considered a definitive assessment of actual employee salaries being similarly above or below the market; however, such differentials can, in part, explain symptomatic issues with recruitment and retention of employees. Port Arthur is leading most market peers and this is reflected at the minimum of the market range. However, the City is lagging the market at the midpoint and maximum of the ranges and adjustments to pay range structure should be considered. To achieve study goals of creating a internally fair and externally competitive pay plan, pay range spreads and pay ranges should be updated. Updating the pay ranges to align with the market response will be a crucial first step for the City to reestablish the desired competitive position in the regional labor market. The results of the market summary chapter are pivotal in the formulation of recommendations by Evergreen. By establishing the City's market position relative to its peers, Evergreen is j better able to propose recommendations that enable Port Arthur to occupy its desired competitive position. An important next step for Port Arthur will be the formation of a compensation philosophy that defines the desired competitive market position. It is recommended that pay ranges be preserved above the 75th percentile of the market moving forward to remain competitive in the dynamic and hyper-competitive regional labor market. Additional recommendations will be included later in this report. 4 Evergreen Solutions,LLC Page 4-18 EVERGREEN SOLUTIONS, LLC Chapter 5 --- Benefits Survey Results As a complement to the external salary market analysis, Evergreen conducted a benefits market analysis. Similar to a salary review, a benefits analysis offers a snapshot of the benefits available within peer organizations at a specific point in time. This Benefits Survey helps the City of Port Arthur, TX ("City") understand the total compensation comparison, both salary and benefits, provided by its peers. However, it is important to note that benefits programs often involve complexities that cannot be fully captured through a survey alone. This information should be used as a cursory overview and not a line-by-line comparison,since benefits can be weighted differently depending on the importance to the organization. It should also be noted that benefits are sometimes negotiated and acquired through third parties, so one-to-one comparisons can be difficult. The analysis in this chapter highlights aspects of the benefits survey that provide pertinent information and had high completion rates by target peers. Exhibit 5A provides a list of the 10 target peers from which full or partial benefits data were obtained for this analysis. EXHIBIT 5A BENEFITS SURVEY RESPONDENTS Beaumont,TX Conroe,TX Jefferson County,TX Port Neches,TX Austin,TX Baytown,TX Bryan,TX League City,TX Pearland,TX San Marcos,TX 4 Evergreen Solutions,LLC Page 5-1 Chapter 5-Benefits Survey Results Compensation,Classification and Benefits Study for the City of Port Arthur,TX 5.1 EMPLOYEE INSURANCE COVERAGES AND MISCELLANEOUS BENEFITS Market peers have an average of 688 full-time employees. Comparatively, Port Arthur has 450 employees included in the study. Not discounting the size comparison, there is still a need for Port Arthur to offer market leading benefits to stay competitive with private and public sector peers operating within the regional labor market. EXHIBIT 5B PEER TOTAL COMP AND PLAN INFORMATION Total Compensation Peer Average Benefits as a percentage of total compensation 23.7% Number of Plans Peer Average Number of health plans offered 1.8 Exhibit 5B displays that the average number of health plans offered by peers(any combination of HMO, PPO, High Deductible, or other type of plan) is 1.8. The City will need to maintain flexible coverage options for employees to consider to stay competitive in today's market as employees are favoring those organizations with benefit options that meet their unique needs. There are several peers that offer more than one type of health plan which gives employees more flexibility to pick a plan that works best for their needs. This flexibility in benefits is increasingly more important to the workforce of today. If an organization displays a lack of options in plan choice, it could erode the advantage for some potential applicants. 5.2 BENEFIT COMPARISONS Exhibit 5C-5D displays data comparing benefits offered by peers alongside benefits offered by the City. Port Arthurs's benefits package delivers a combination of cost savings, financial security, and time-off policies that result in a fair and competitive level of many peers in several key areas.These benefits enhance employee well-being and should be combined with a competitive wage to create a total compensation framework that allows for strong recruitment and retention. • Competitive Health Coverage - Full employer-paid premiums or near 100% paid for individual coverage tiers with low deductibles, greatly reducing out-of-pocket costs. The PPO coverage lags the market slightly. • Generous Paid Leave - Above-average vacation accrual from the start, high rollover limits, and total holidays that match peers. • Tuition Reimbursement - The City offers almost twice the amount of reimbursement when compared to the peer average. 4 Evergreen Solutions,LLC Page 5-2 Chapter 5-Benefits Survey Results Compensation,Classification and Benefits Study for the City of Port Arthur,TX Port Arthur's core benefits are consistent with the market but certain areas lag behind peer organizations and could be enhanced to improve competitiveness and address potential coverage gaps. • No Short-Term Disability Coverage - Port Arthur should ensure employees receive income protection during temporary medical absences. • Life Insurance - Employer-paid death benefit lags the market. ($25,000 vs. $7,500) • Vision Coverage Cost-Sharing - Entirely employee-paid, slightly above peer average. • Limited Retirement Offerings - Fewer plan options and slightly longer vesting period than peers. • EAP - Port Arthur should enhance support programs that are standard among peers. Currently the City offers 4 EAP days compared to 6 for peers. 4 Evergreen Solutions,LLC Page 5-3 1 Chapter 5-Benefits Survey Results Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 5C HEALTH PLAN BENEFIT SUMMARY COMPARISON Peer PPO Port Arthur Peer HSA Port Arthur Health Plan Premiums& Deductibles Average PPO Average HSA Percentage of peers offering each plan 66.7% 50.0% Individual Coverage DOLLAR AMOUNT(monthly) of employee . y premium paid by employer $760.46 $655.89 $678.66 $622.50 PERCENTAGE (monthly) of employee premium 97.2% 86.2% 98.2% 100.0% paid by employer DOLLAR AMOUNT(monthly) of employee premium paid by employee $35.02 $105.44 $23.17 $0.00 PERCENTAGE (monthly) of employee premium 2.8% 13.8% 1.8% 0.0% paid by employee Individual Maximum Deductible In Network $775.00 $2,910.00 Individual Maximum Deductible Out of Network $2,350.00 $4,666.67 Family Coverage DOLLAR AMOUNT(monthly) of employee plus family premium paid by employer $1,776.84 $1,501.29 $1,563.91 $1,400.56 PERCENTAGE (monthly) of employee plus family 76.3% 67.2% 82.3% 76.7% premium paid by employer DOLLAR AMOUNT(monthly) of employee plus family premium paid by employee $494.00 $732.14 $343.50 $425.90 PERCENTAGE (monthly) of employee plus family 23.7% 32.8% 17.7% 23.3% premium paid by employee Employee Plus Family Maximum Deductible In Network $2,287.50 $4,780.00 Employee Plus Family Maximum Deductible Out of Network $6,150.00 $8,666.67 4 Evergreen Solutions,LLC Page 5-4 Chapter 5-Benefits Survey Results Compensation,Classification and Benefits Study for the City of Port Arthur,1X EXHIBIT 5D RETIREMENT BENEFIT SUMMARY Number of Retirement Plans Peer Average Number of retirement plans offered 2.6 Retirement Details Peer Average Years to Fully Vest 5.2 COLA Offered to Retiree Pensions 83.3% Does the organization's retirement plan offer a 100.0% disability provision? What percent of salary does the organization o 14.4/o contribute to this retirement option? What percent of salary does the employee 7.1°/o contribute to this retirement o.tion? Peer Retirement Participation Percentage Yes Does the organization participate in a State o 92.3/o Retirement System? Is a retirement option other than a state plan 100.0% offered? Is a 401k,401a,403(b),or 457 offered? 100.0% Is a type of plan other than a 401k'401a 403(b) or 36.4% 457 offered? Does the employer contribute to any of these non- ° 91.7/o state retirement o.tions? Insurance for Retired Employees Peer Average Does your organization offer health insurance to 71.4% retired employees? Does your organization offer dental insurance to ° 42.9/o retired employees? Does your organization offer life insurance to ° retired employees? 14.3/o 4 Evergreen Solutions,LLC Page 5-5 Chapter 5-Benefits Survey Results Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 5E ADDITIONAL BENEFIT SUMMARY Benefit Peer Average Port Arthur Dental &Vision Plans Dental - Employer Paid 73% Yes Dental - Employee Paid 100% No Vision - Employer Paid 17% No Vision - Employee Paid 100% - Disability Short-Term Disability- Employer Paid Yes (25%) - Long-Term Disability - Employer Paid Yes (67%) - Life Insurance Life Insurance Offered Yes Yes Life Insurance Death Benefit $25,000 $6000 EAP and Tuition Reimbursement EAP Offered Yes 5.9 Days Yes 4 Days Tuition Reimbursement Offered Yes (92%) $1750 Yes $3000 Leave and Paid Holidays Sick Leave Accrual (hours/month) 8.7 Vacation Leave Accrual (hours/month) 7.3 Paid Time Off Accrual (hours/month) 4.6 Number of Paid Holidays 12 12 Incentive Pays Does your organization offer: Longevity Pay 90% Yes Does your organization offer: Merit Raises 20% No Does your organization offer: Merit Bonuses 20% No 5.3 SUMMARY The analysis indicates that Port Arthur's benefits package is a good complement to the above average wages offered. In several core areas, particularly health coverage and paid leave,the City is leading the market slightly. These benefits, when combined with compensation at the 75th percentile of the market or higher, create a total compensation competitive advantage for recruiting and retaining talented staff. Employees benefit from reduced financial risk, comprehensive coverage, robust tuition reimbursement and generous time-off policies. However, notable gaps remain in areas like health plan diversity,vision coverage cost-sharing, and an increase in the number of days for EAP. Addressing these areas would strengthen the overall package, align the City more closely with peer standards, and reinforce the organization's reputation as a preferred employer. Evergreen Solutions,LLC Page 5-6 EVERGREEN SOLUTIONS, LLC Chapter 6 - Recommendations After careful deliberation and review of the study findings detailed in the previous chapters of this report, Evergreen developed recommendations for the City of Port Arthur ("City") to consider. These recommendations follow a thorough, data driven process with the goal of providing stakeholders with actionable information that could facilitate the modernization of the City's compensation structure. The recommendations, as well as the findings that led to each recommendation, are discussed in detail in this section. The recommendations are organized into the following sections: classification, compensation, administration of the system, performance evaluation policy review and executive summary. 6.1 CLASSIFICATION RECOMMENDATIONS The classification recommendations in this chapter are the result of robust employee participation and detailed data analysis. One of the key deliverables for this study, and a unique characteristic of Evergreen's process, is the prioritization of a multi-faceted employee participation process. Employees were asked to participate via an online employee survey questionnaire and by attending in-person focus group sessions led by Evergreen consultants. In addition to the initial employee outreach efforts, more than a dozen additional meetings were conducted with City stakeholders at different stages of the study. The City Manager, Assistant City Manager's, HR staff and the balance of senior leadership team were engaged throughout this very transparent process. At the outset of the study, there were 222 unique job classifications in the City's varied pay plans across all departments included in the study. Some of the concerns voiced by stakeholders throughout each phase of this study was the interest in creating a pay plan that is simple, easy to understand and maintain, and fair for all City employees. The recommendations provided in this section would see the number of classifications remain unchanged but 66 positions, or approximately 30% of all job titles, are recommended for reclassification. Many of these positions have roles and responsibilities that are almost identical to other positions. Often these new positions have a higher salary although they are performing essentially the same job functions. This need for modernization is particularly important when viewed in historical context. The City of Port Arthur's last comprehensive update to its classification and compensation structure occurred in the late 1980s. In the decades since, the City has relied largely on incremental or ad hoc adjustments to address immediate workforce needs. There was also meaningful adjustments made to the overall structure which impacted the progression and the equity of how employees would progress throughout their career based on their relationship to the midpoint of the pay range. While such measures offered temporary solutions, or short term financial benefit, they did not fully account for shifts in the labor market, the evolution of job responsibilities, or changes in human resources best practices. Evergreen Solutions,LLC Page 6-i Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX As a result, the city entered this study with a structure that had become outdated and misaligned with both organizational needs and external competitiveness.The reclassifications and structural changes recommended in this study are therefore not only necessary, but long overdue serving to modernize the system and align it with contemporary standards. For an organization to achieve a balanced compensation structure, it must strive to be equitable internally and competitive externally. To achieve that requires a defined compensation philosophy with supporting employment policies to ensure the plan can be consistently maintained. For example, if an organization's compensation philosophy dictates that pay ranges are consistently set narrower than the market and that progression will be inconsistent across the organization, as has historically been the case for the City, the result will likely be a compensation structure that makes it more difficult to be successful recruiting and retaining talent in today's economy. An organization's classification system is equally as important as the compensation offered to employees. The classification system establishes how its human resources are employed to perform its core services and deliver the desired outcomes set by policymakers. The classification system consists of the titles and descriptions of the different job classifications, which define how work is organized and assigned. It is essential the titles and descriptions of an organization's classifications accurately depict the work being performed by employees in order to ensure equity within the organization and to enable comparisons with positions at peer organizations. The purpose of a classification analysis is to identify such issues as incorrect or duplicate titles, outdated job descriptions, and inconsistent titles across departments. Recommendations are then made to remedy the identified concerns based on human resources best practices. In the analysis of the City's classification system, Evergreen Solutions collected classification data through focus groups, interviews and the Job Assessment Tool (JAT) employee survey process. The JAT's, which were completed by employees and reviewed by their supervisors, provided information about the type and level of work being performed for each of the City's classifications. Evergreen reviewed the data provided in the JAT's and used the information as the basis for classification recommendations. Once initial recommendations were made, numerous meetings were held with the City project leadership team to review and finalize recommendations provided in this report before these recommendations were also submitted to senior leaders throughout the City. The JAT employee survey concluded with 86.05 percent of all job classifications represented. The participation summaries are shown in Exhibits 6A and 6B.This robust employee response, in-person senior leadership interviews along with the collaboration from the City project leadership team helped provide a solid foundation for the classification recommendations. This high level of employee participation would not have been possible without the diligent efforts of the City Human Resources Department and Assistant City Manager who were engaged throughout the process. They assisted in communication and facilitating equitable access for all City employees. 4 Evergreen Solutions,LLC Page 6-2 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 6A EMPLOYEE JOB ASSESSMENT TOOL PARTICIPATION Employee Summary Supervisor Summary % Of Employee Surveys Complete # Of Supervisor Reviews Complete 71.46% 40.23% EXHIBIT 6B JOB CLASSIFICATIONS PARTICIPATION SUMMARY Classification Summary % of Classifications with a JAT 86.05% FINDING With the approval of each annual budget and collective bargaining agreement by the Mayor and Council, the compensation system utilized by the City has seen consistent change. The single pay plan structure with defined classification titles and job descriptions as set forth by the study of the late 1980's has evolved into a different pay plan today as should be expected through a normal municipality's life cycle. The study revealed that many of the job titles currently in use are not aligned with the work being performed by employees or consistent with regional labor market norms. It was also discovered there are numerous employees assigned to departments throughout the City with different job titles and pay ranges performing essentially the same job functions. This practice can create an increase in turnover, service disruptions, reduced efficiency and lower employee engagement from the resulting internal equity issues. The combination of these factors is placing the City at a competitive disadvantage to its market peers. RECOMMENDATION 1: Adopt the proposed reclassifications to standardize the City pay plan structure and reestablish internal equity. The recommended classification title changes can be seen in Exhibit 6C. The recommendations will realign the job title with the essential functions being performed and best practices. Overall,there were 66 classifications recommended for title modification or a new classification was added to the pay plan as a result of the study. The department and current classification titling displayed in the exhibit was left unchanged from the original data shared to demonstrate the updates more clearly. 4 Evergreen Solutions,LLC Page 6-3 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 6C RECOMMENDED CLASSIFICATION CHANGES Department Current Classification Title Recommended Title ACCOUNTING STAFF ACCOUNTANT I ACCOUNTING SPECIALIST HEALTH DEPT COVID ADMIN CLERK ADMINISTRATIVE ASSISTANT I DEV SVC STAFF ENVR HEALTH ADMINISTRATIVE CLERK II ADMINISTRATIVE ASSISTANT II WATER STAFF WATER PURIFICATION SECRETARY ADMINISTRATIVE SPECIALIST I TRANSIT STAFF OPERATIONS ADMINISTRATIVE SECRETARY ADMINISTRATIVE SPECIALIST II LIBRARY TIME KEEPER LIBRARY ADMIN ASSISTANT ADMINISTRATIVE SUPPORT COORDINATOR HEALTH DEPT TIME KEEPER HEALTH ADMININISTRATIVE COORDI ADMINISTRATIVE SUPPORT COORDINATOR ACCOUNTING TIME KEEPER ADMINISTRATIVE ASSISTANT ADMINISTRATIVE SUPPORT SPECIALIST PW TIME KEEPER PUBLIC WORKS ADMIN ASST ADMINISTRATIVE SUPPORT SUPERVISOR TRANSIT STAFF ELDERLY AND HAND TRANSIT ADMIN SUPERVISOR ADMINISTRATIVE SUPPORT SUPERVISOR HEALTH DEPT STAFF WIC WIC ADMINISTRATIVE SUPERVISOR ADMINISTRATIVE SUPPORT SUPERVISOR DEV SVC DIV HEAD ANIMAL CONTR ANIMAL CONTROL SUPERVISOR ANIMAL SERVICES SUPERVISOR EDC STAFF DEPUTY CHIEF ECO DEVE OFFICER ASSISTANT DIRECTOR OF ECONOMIC DEVELOPMENT TRANSIT STAFF OPERATIONS DIRECTOR OF TRANSIT AND FLEET DIRECTOR OF FLEET AND TRANSIT OPERATIONS TRANSIT STAFF ADMINISTRATION TRANSIT MANAGER DIRECTOR OF FLEET AND TRANSIT OPERATIONS HEALTH DEPT DIRECTOR DIRECTOR OF HEALTH DIRECTOR OF HEALTH SERVICES IT DIRECTOR IT DEPARTMENT DIRECTOR DIRECTOR OF INFORMATION TECHNOLOGY LIBRARY DIRECTOR DIRECTOR OF LIBRARY DIRECTOR OF LIBRARY SERVICES PW STAFF DRAINAGE EQUIPMENT OPERATOR I EQUIPMENT OPERATOR II PW STAFF LANDFILL EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III PW STAFF SOLID WASTE EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III WATER STAFF WASTE WATER CONVEY EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III WATER STAFF WASTE WATER CONVEY STATIONARY EQUIPMENT OPERATOR EQUIPMENT OPERATOR III DEV SVC STAFF GARAGE EQUIPMENT SERVICES WORKER EQUIPMENT SERVICES TECHNICIAN I CITY SECRETARY STAFF EXECUTIVE SECRETARY EXECUTIVE ASSISTANT HEALTH DEPARTMENT MAIN FACILITIES MAINTENANCE FACILITIES MAINTENANCE TECHNICIAN I CIVIC CENTER STAFF FACILITIES MAINTENANCE WORKER FACILITIES MAINTENANCE TECHNICIAN I DEV SVC STAFF GARAGE PARTS WORKER INVENTORY TECHNICIAN ACCOUNTING STAFF SENIOR ACCOUNT CLERK LEAD ADMINISTRATIVE ASSISTANT CITY SECRETARY STAFF ADMINISTRATIVE AIDE LEAD ADMINISTRATIVE SPECIALIST DEV SVC STAFF ANIMAL CTRL SENIOR ANIMAL CONTROL OFFICER LEAD ANIMAL CONTROL OFFICER TRANSIT STAFF MAIN SENIOR EQUIPMENT MECHANIC LEAD EQUIPMENT MECHANIC 4 Evergreen Solutions,LLC Page 6-4 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 6C(CONTINUED) RECOMMENDED CLASSIFICATION CHANGES Department Current Classification Title Recommended Title WATER STAFF WASTE WATER CONVEY STATIONARY EQUIPMENT OPERATORx LEAD EQUIPMENT OPERATOR WATER STAFF WASTE WATER CONVEY EQUIPMENT OPERATOR I LEAD EQUIPMENT OPERATOR DEV SVC STAFF GARAGE SR.EQUIPMENT SERVICE WORKER LEAD EQUIPMENT SERVICES TECHNICIAN WATER STAFF WATER DISTRIBUTION MAINTENANCE WORKER I LEAD MAINTENANCE TECHNICIAN WATER STAFF WASTE WATER CONVEY SENIOR PLANT MECHANIC LEAD UTILITY MAINTENANCE MECHANIC WATER STAFF WATER DISTRIBUTION MAINTENANCE WORKER II LEAD UTILITY MAINTENANCE TECHNICIAN WATER STAFF CUSTOMER SERVICE METER SERVICE WORKER METER SERVICES TECHNICIAN I WATER STAFF WASTE WATER CONVEY PIPEBURST/CONSTRUCT MANAGER PIPEBURSTING SUPERINTENDENT PW STAFF ENGINEERING CONSTRUCTION INSPECTOR PROJECT COORDINATOR PW STAFF ENGINEERING CONSTRUCTION INSPECTOR PROJECT MANAGER WATER STAFF WASTE WATER CONVEY MAINTENANCE WORKER II PUBLIC WORKS MAINTENANCE TECHNICIAN II WATER STAFF WATER DISTRIBUTION MAINTENANCE WORKER II PUBLIC WORKS MAINTENANCE TECHNICIAN II PW STAFF STREETS MAINTENANCE WORKER II PUBLIC WORKS SPECIALIST Health Dept. COVID VACCINATION RN REGISTERED NURSE Pleasure Island Ofc. RV PARK MANAGER RV PARK COORDINATOR PW STAFF LANDFILL LANDFILL ATTENDANT SOLID WASTE ATTENDANT PW STAFF SOLID WASTE SANITATION CREW SUPERVISOR SOLID WASTE SERVICES SUPERVISOR WATER STAFF WASTEWATER CONVEYANCE MAINTENANCE WORKER I SOLID WASTE SERVICES TECHNICIAN I PW STAFF LANDFILL REFUSE COLLECTOR SOLID WASTE SERVICES TECHNICIAN I WATER STAFF WASTE WATER CONVEY MAINTENANCE WORKER II SOLID WASTE SERVICES TECHNICIAN II WATER STAFF WASTEWATER CONVEYANCE PLANT MECHANIC UTILITIES MAINTENANCE MECHANIC PW STAFF DRAINAGE STORMWATER PUMP MECHANIC UTILITIES MAINTENANCE MECHANIC WATER STAFF WASTEWATER CONVEYANCE PLANT MECHANIC SUPERVISOR UTILITIES MAINTENANCE MECHANIC SUPERVISOR PW STAFF LANDFILL MAINTENANCE WORKER I UTILITY MAINTENANCE TECHNICIAN I WATER STAFF WATER DISTRIBUTION MAINTENANCE WORKER II UTILITY MAINTENANCE TECHNICIAN II WATER STAFF WATER DISTRIBUTION UTILITY STORES CLERK UTILITY PURCHASING SPECIALIST WATER STAFF WATER DISTRIBUTION UTILITY STORES SUPERVISOR UTILITY PURCHASING SUPERVISOR WATER STAFF WASTE WATER CONVEY EQUIPMENT OPERATOR II WASTEWATER MAINTENANCE SUPERVISOR WATER STAFF WASTEWATER TREATMENT TREATMENT PLANT SUPERINTENDENT WASTEWATER TREATMENT PLANT SUPERINTENDENT WATER STAFF WASTE WATER TREATM WW TREATMENT SUPERINTENDENT WASTEWATER TREATMENT PLANT SUPERINTENDENT WATER STAFF WATER PURIFICATION TREATMENT PLANT SUPERVISOR WASTEWATER TREATMENT PLANT SUPERVISOR WATER STAFF WATER DISTRIBUTION WATER UTILITIES SUPERINTENDENT WATER UTILITIES MAINTENANCE SUPERINTENDENT WATER STAFF WATER DISTRIBUTION WATER SYSTEM MAINTENANCE SUPERVISOR WATER UTILITIES MAINTENANCE SUPERVISOR CLASSIFICATION CAREER PROGRESSION As a result of the internal equity assessment and external market analysis, the following updated classification progressions were proposed. The Exhibits in 6D show the updated career progression for all job classifications in numerical order by pay grade assignment. Pay grades range from pay grade 101 through pay grade 163. There are currently six ungraded position abbreviated "UNG." 4 Evergreen Solutions,LLC Page 6-5 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 6D 101- 111 RECOMMENDED CLASSIFICATION PROGRESSION DEPARTMENT CURRENT CLASSIFICATION TITLE RECOMMENDED TITLE PROPOSED GRADE PARKS&RECREATION STAFF PAR CUSTODIAN CUSTODIAN 101 DEV SVC STAFF ANIMAL CTRL KENNEL TECHNICIAN KENNEL TECHNICIAN 101 WATER STAFF WASTEWATER CONVEYANCE MAINTENANCE WORKER I SOLID Si ASTE SERVICES TECHNICIAN I 101 PW STAFF LANDFILL REFUSE COLLECTOR SOLID WASTE SERVICES TECHNICIAN I 101 PW STAFF LANDFILL MAINTENANCE WORKER I UTILITY MAINTEN:\IICE TECHNICIAN I 101 HEALTH DEPT COVID ADMIN CLERK ADMINISTRATIVE ASSISTANT I 102 HEALTH DEPT STAFF WIC BREASTFEEDING PEER COUNSELOR BREASTFEEDING PEER COUNSELOR 102 PARKS and RECREATION STAFF RECREATION TECHNICIAN I RECREATION TECHNICIAN I 102 PLEASURE ISLAND OFC. RV PARK MANAGER RV PARK COORDINATOR 102 DEV SVC STAFF ENVR HEALTH ADMINISTRATIVE CLERK II ADMINISTRATIVE ASSISTANT II 103 DEV SVC DIV HEAD ENVR FILTH ADMINISTRATIVE CLERK II ADMINISTRATIVE ASSISTANT II 103 CITY SECRETARY STAFF ADMINISTRATIVE CLERK II ADMINISTRATIVE ASSISTANT II 103 DEV SVC STAFF INSPECT/CODE ENF ADMINISTRATIVE CLERK II ADMINISTRATIVE ASSISTANT II 103 HEALTH DEFT STAFF EMPLOYEE COMMUNITY SERVICE AIDE II COMMUNITY SERVICE AIDE II 103 HEALTH DEPARTMENT MAIN DEPUTY REGISTRAR DEPUTY REGISTRAR 103 HEALTH DEFT STAFF EMPLOYEE ELIGIBILITY/BILLING CLERK ELIGIBILITY/BILLING CLERK 103 HEALTH DEPARTMENT MAIN FACILITIES MAINTENANCE FACILITIES MAINTENANCE TECFLNICIAN I 103 PW STAFF LANDFILL LANDFILL ATTENDANT SOLID WASTE ATTENDANT 103 DEV SVC STAFF INSPECT/CODE ENF PERMIT TECHNICIAN I PERMIT TECHNICIAN I 104 CIVIC CENTER STAFF FACILITIES MAINTENANCE WORKER FACILITIES MAINTENANCE TECHNICIAN I 105 LIBRARY STAFF FACILITIES MAINTENANCE WORKER FACILITIES MAINTENANCE TECHNICIAN I 105 EDC STAFF FACILITIES MAINTENANCE WORKER FACILITIES MAINTENANCE TECHNICIAN I 105 PLEASURE ISLAND OFC FACILITIES MAINTENANCE WORKER FACILITIES MAINTENANCE TECHNICIAN I 105 DEV SVC STAFF GARAGE PARTS WORKER INVENTORY TECHNICIAN 105 IT STAFF IT INTERN IT INTERN 105 WATER STAFF WASTE WATER CONVEY MAINTENANCE WORKER II PUBLIC WORKS MAINTENANCE TECHNICIAN II 105 WATER STAFF WATER DISTRIBUTION MAINTENANCE WORKER II PUBLIC WORKS MAINTENANCE TECHNICIAN II 105 PW STAFF STREETS MAINTENANCE WORKER II PUBLIC WORKS SPECIALIST 105 WATER STAFF WASTE WATER CONVEY MAINTENANCE WORKER II SOLID WASTE SERVICES TECHNICIAN II 105 TRANSIT STAFF ADMINISTRATION TRANSIT OPERATOR TRANSIT OPERATOR 105 WATER STAFF WASTE WATER CONVEY UTILITY DISPATCHER/CLERK UTILITY DISPATCHER/CLERK 105 WATER STAFF WATER DISTRIBUTION UTILITY STORES CLERK UTILITY PURCHASING SPECIALIST 105 WATER STAFF CUSTOMER SERVICE UTILITY SERVICE REPRESENTATIVE UTILITY SERVICE REPRESENTATIVE 105 DEV SVC STAFF ANIMAL CTRL ANIMAL CONTROL OFFICER ANIMAL SERVICES OFFICER 106 CENTRAL COLLECTIONS/CASHIERS CASHIER CASHIER 106 CITY SECRETARY STAFF ELECTION TECHNICIAN ELECTION TECHNICIAN 106 DEV SVC STAFF ENVR HEALTH ENVIRONMENTAL HEALTH INSPEC I ENVIRONMENTAL HEALTH INSPECTOR I 106 DEV SVC STAFF GARAGE EQUIPMENT SERVICES WORKER EQUIPMENT SERVICES TECHNICIAN I 106 LIBRARY STAFF LIBRARY CLERK LIBRARY CLERK 106 HEALTH DEPARTMENT MAIN LVN 1 LICENSED VOCATIONAL NURSE I 106 WATER STAFF CUSTOMER SERVICE METER SERVICE WORKER METER SERVICES TECHNICIAN I 106 POLICE STAFF POLICE AIDE POLICE AIDE 106 PARKS and RECREATION STAFF RECREATION TEgIFINICIAN II RECREATION TECHNICIAN II 106 WATER STAFF WASTEWATER TREATMENT TREATMENT PLANT OPERATOR TRAINEE TREATMENT PLANT OPERATOR TRAINEE 106 WATER STAFF WASTEWATER TREATMENT TREATMENT PLANT OPERATOR TRAINEE TREATS[ENT PLANT OPERATOR TRAINEE 506 WATER STAFF WATER DISTRIBUTION MAINTENANCE WORKER II UTILITY MAINTENANCE TECHNICIAN II 106 HEALTH DEFT STAFF WIC WIC CERTIFIED SPECIALIST \SIC CERTIFIED SPECIALIST 106 DEV SVC STAFF ADM CUSTOMER SERVICE SPECIALIST CUSTOMER SERVICE SPECIALIST 107 MUNICIPAL COURT STAFF DEPUTY MUNICIPAL COURT CLERK DEPUTY MUNICIPAL COURT CLERK 107 PW STAFF SOLID WASTE EQUIPMENT OPERATOR I EQUIPMENT OPERATOR 1 107 PARKS&RECREATION STAFF PAR EQUIPMENT OPERATOR I EQUIPMENT OPERATOR I 107 MUNICIPAL COURT STAFF JUVENILE CASE MANAGER JUVENILE CASE MANAGER 107 WATER STAFF WATER DISTRIBUTION MAINTENANCE WORKER Iix LEAD MAINTENANCE TECHNICIAN 107 WATER STAFF WATER DISTRIBUTION MAINTENANCE WORKER IIx LEAD UTILITY MAINTENANCE TECHNICIAN 107 PARKS&RECREATION DIV HEAD RECREATION COORDINATOR RECREATION COORDINATOR 107 WATER STAFF CUSTOMER SERVICE UTILITY ACCOUNT CLERK UTILITY ACCOUNT CLERK 107 WATER STAFF WATER PURIFICATION SECRETARY ADMINISTRATIVE SPECIALIST I 108 RECORDS SECRETARY ADMINISTRATIVE SPECIALIST I 108 NON CIVIL SERVICE SECRETARY ADMINISTRATIVE SPECIALIST 1 108 DEV SVC STAFF HOUSING SECRETARY ADMINISTRATIVE SPECIALIST I 108 WATER ADMINISTRATION SECRETARY ADMINISTRATIVE SPECIALIST I 108 PARKS&RECREATION STAFF PAR AQUATICS SPECIALIST AQUATIC SPECIAALIST 108 DEV SVC STAFF ANIMAL CTRL SENIOR ANIMAL CONTROL OFFICER LEAD ANIMAL CONTROL OFFICER 108 TRANSIT STAFF OPERATIONS ADMINISTRATIVE SECRETARY ADMINISTRATIVE SPECIALIST II 109 TRANSIT STAFF ADMINISTRATION ADMINISTRATIVE SECRETARY ADMINISTRATIVE SPECIALIST II 109 CITY SECRETARY STAFF ADMINISTRATIVE AIDE LEAD ADMINISTRATIVE SPECIALIST 109 CIVIC CENTER TIME KEEPER ADMINISTRATIVE AIDE LEAD ADMINISTRATIVE SPECIALIST 109 PLEASURE ISLAND STAFF ADMINISTRATIVE AIDE LEAD ADMINISTRATIVE SPECIALIST 109 CIVIC CENTER TIME KEEPER ADMINISTRATIVE AIDE LEAD ADMINISTRATIVE SPECIALIST 109 PARKS&RECREATION STAFF PAR ADMINISTRATIVE AIDE LEAD ADMINISTRATIVE SPECIALIST 109 ACCOUNTING STAFF SENIOR ACCOUNT CLERK LEAD AD\INISTRATI VC ASSISTANT 110 PW STAFF DRAINAGE EQUIPMENT OPERATOR IA EQI'IPMENT OPERATOR II 111 PW STAFF TRAFFIC SIGN AND PAINTING TECH SIGN AND PAIN TING TECH II1 Evergreen Solutions,LLC Page 6-6 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,7X EXHIBIT 6D 112 - 116 RECOMMENDED CLASSIFICATION PROGRESSION DEPARTMENT CURRENT CLASSIFICATION TITLE RECOMMENDED TITLE PROPOSED GRADE HEALTH DEPT STAFF EMPLOYEE DISEASE INTERVENTION SPECIALIS DISEASE INTERVENTION SPECIALIST 112 DEV SVC STAFF GARAGE EQUIPMENT MECHANIC I EQUIPMENT MECHANIC I 112 NON CIVIL SERVICE EQUIPMENT MECHANIC I EQUIPMENT MECHANIC I 112 DEV SVC STAFF HOUSING HOUSING INSPECTOR HOUSING INSPECTOR I 112 DEV SVC STAFF GARAGE SR EQUIPMENT SERVICE WORKER LEAD EQUIPMENT SERVICES TECHNICIAN 112 PURCHASING TIME KEEPER PURCHASING ASSISTANT PURCHASING ASSISTANT 112 CENTRAL COLLECTIONS/CASHIERS SENIOR CASHIER SENIOR CASHIER 112 LIBRARY STAFF SENIOR LIBRARY CLERK SENIOR LIBRARY CLERK 112 TRANSIT STAFF MAIN TRANSIT SYSTEM DISPATCHER TRANSIT SYSTEM DISPATCHER 112 PW STAPP LANDFILL EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III 113 PW STAFF SOLID WASTE EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III 113 WATER STAFF WASTE WATER CONVEY EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III 113 WATER STAFF WASTE WATER CONVEY STATIONARY EQUIPMENT OPERATOR EQUIPMENT OPERATOR III 113 NON CIVIL SERVICE EVIDENCE TECHNICIAN EVIDENCE TECHNICIAN 113 POLICE OFFICER FORENSIC SPECIALIST FORENSIC SPECIALIST 113 WATER STAFF WASTE WATER CONVEY STATIONARY EQUIPMENT OPERATOR: LEAD EQUIPMENT OPERATOR 113 PW STAFF TRAFFIC SIGNS AND SIGNAL TECH SIGNS AND SIGNAL TECH 113 PW STAFF STREETS CONSTRUCTION SPECIALIST CONSTRUCTION SPECIALIST 114 DEV SVC STAFF GARAGE EQUIPMENT MECHANIC II EQUIPMENT MECHANIC II 114 WATER STAFF WASTE WATER CONVEY EQUIPMENT OPERATOR Ii: LEAD EQUIPMENT OPERATOR 114 DISPATCHER TELECOMMUNICATION OFFICER TELECOMMUNICATION OFFICER 114 TRANSIT STAPP MAIN TRANSIT UTILITY WORKER I TRANSIT UTILITY TECHNICIAN 1 114 LIBRARY STAFF LIBRARY ASSISTANT LIBRARY ASSISTANT 115 DEV SVC STAFF HOUSING LOAN SPECIALIST LOAN SPECIALIST 115 CITY SECRETARY STAFF EXECUTIVE SECRETARY FYFfUTIVE ASSISTANT 116 EDC STAFF EXECUTIVE SECRETARY FYRCUTIVE ASSISTANT 116 FIRE TIME KEEPER EXECUTIVE SECRETARY EXECUTIVE ASSISTANT 116 NON CIVIL SERVICE EXECUTIVE SECRETARY EXECUTIVE ASSISTANT 116 DEV SVC STAFF HOUSING GRANTS PROGRAM SPECIALIST GRANTS PROGRAM SPECIALIST 116 HR TIME KEEPER HUMAN RESOURCES ANALYST HUMAN RESOURCES ANALYST 116 TRANSIT STAFF MAIN SENIOR EQUIPMENT MECHANIC LEAD EQUIPMENT MECHANIC 116 CITY ATTORNEY STAFF LEGAL SECRETARY LEGAL SECRETARY 116 CITY ATTORNEY STAFF LEGAL SOFTWARE INTEGRATION ANA LEGAL SOFTWARE INTEGRATION ANA 116 HEALTH DEPT STAFF EMPLOYEE LICENSED VOCATIONAL NURSE II LICENSED VOCATIONAL NURSE II 116 HEALTH DEPT STAFF EMPLOYEE MEDICAL RADIOLOGY TECHNICIAN MEDICAL RADIOLOGY TECHNICIAN 116 HEALTH DEPT STAFF EMPLOYEE MUN HEALTH MEDICAL ASST II MUN HEALTH MEDICAL ASST II 116 ACCOUNTING STAFF PAYROLL ANALYST PAYROLL ANALYST 116 HEALTH DEPARTMENT MAIN REGISTRAR REGISTRAR 116 TRANSIT STAFF MAIN STREET ROUTE SUPERVISOR STREET ROUTE SUPERVISOR 116 DISPATCHER TELECOMMUNICATION OFFICER II TELECOMMUNICATION OFFICER II 116 HEALTH DEPT STAFF WIC WIC CERTIFYING AUTHORITY WIC CERTIFYING AUTHORITY 116 ...04 Evergreen Solutions,LLC Page 6-7 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 6D 117 - 1.25 RECOMMENDED CLASSIFICATION PROGRESSION DEPARTMENT CURRENT CLASSIFICATION TITLE RECOMMENDED TITLE PROPOSED GRADE, ACCOUNTING TIME KEEPER ADMINISTRATIVE ASSISTANT ADMINISTRATIVE SUPPORT SPECIALIST 117 WATER STAFF WASTE WATERTREATM TREATMENT PLANT OPERATOR I TREATMENT PLANT OPERATOR I 117 WATER STAFF WASTE WATERTREATM TREATMENT PLANT OPERATOR I TREATMENT PLANT OPERATOR I 117 WATER STAFF WASTE WATER CONVEY EQUIPMENT OPERATOR IN WASTEWATER MAINTENANCE SUPERVISOR 117 LIBRARY TIME KEEPER LIBRARY ADMIN ASSISTANT ADMINISTRATIVE SUPPORT COORDINATOR 118 TRANSIT STAFF MAIN SENIOR EQUIPMENT MECHANIC LEAD EQUIPMENT MECHANIC 118 HEALTH DEPT STAFF EMPLOYEE LICENSED VOCATIONAL NURSE III LICENSED VOCATIONAL NURSE III 118 PW STAFF STREETS MAINTENANCE CREW SUPERVISOR MAINTENANCE CREW SUPERVISOR 118 PW STAFF SOLID WASTE SANITATION CREW SUPERVISOR SOLID WASTE SERVICES SUPERVISOR 118 PLEASURE ISLAND STAFF WEED CONTROL SUPERVISOR WEED CONTROL SUPERVISOR 118 HEALTH DEFT TIME KEEPER HEALTH ADMININISTRATIVECOORDI ADMINISTRATIVE SUPPORT COORDINATOR 119 PW TIME KEEPER PUBLIC WORKS ADMEN ASST ADMINISTRATIVE SUPPORT SUPERVISOR 119 DEV SVC STAFF GARAGE ADMINISTRATIVE SUPPORT SUPERVISOR ADMINISTRATIVE SUPPORT SUPERVISOR 119 TRANSIT STAFF ELDERLY AND HAND TRANSIT ADMAN SUPERVISOR ADMINISTRATIVE SUPPORT SUPERVISOR 119 MUNICIPAL COURT STAFF ASSISTANT MUNICIPAL COURT CLER ASSISTANT MUNICIPAL COURT CLER 119 DEV SVC STAFF INSPECT/CODE ENF BUILDING INSPECTOR I BUILDING INSPECTOR I 119 PW STAFF TRAFFIC ELECTRICIAN LI ELECTRICIAN II 119 WATER STAFF WATER PURIFICATION TREATMENT PLANT OPERATOR II TREATMENT PLANT OPERATOR II 119 WATER STAFF WATER PURIFICATION TREATMENT PLANT OPERATOR II TREATMENT PLANT OPERATOR II 119 WATER STAFF WASTEWATER CONVEYANCE PLANT MECHANIC UTILITIES MAINTENANCE MECHANIC 119 WATER STAFF WASTEWATER CONVEYANCE PLANT MECHANIC UTILITIES MAINTENANCE MECHANIC 119 WATER STAFF WATER DISTRIBUTION UTILITY STORES SUPERVISOR UTILITY PURCHASING SUPERVISOR 119 WATER STAFF REGULATORY SERVICE WATER UTILITIES ANALYST/INSPEC WATER UTILITIES ANALYST/INSPEC 119 ACCOUNTING STAFF ACCOUNTANTS ACCOUNTING SPECIALIST 120 DEV SVC STAFF GARAGE EQUIPMENT SERVICE SUPERVISOR EQUIPMENT SERVICES SUPERVISOR 120 TRANSIT STAFF ADMINISTRATION TRANSIT MAINTENANCE SUPERVISOR TRANSIT MAINTENANCE SUPERVISOR 120 PW STAFF DRAINAGE STORMWATERPUMP MECHANIC UTILITIES MAINTENANCE MECHANIC 120 DEV SVC STAFP INSPECT/CODE ENF BUILDING INSPECTOR II BUILDING INSPECTOR II 121 DEV SVC STAFF INSPECT/CODE ENF BUILDING INSPECTOR II/ELECTRI BUILDING INSPECTOR II/ELECTRI 121 DEV SVC STAFF INSPECT/CODE ENF HOUSING INSPECTOR II HOUSING INSPECTOR II 121 WATER STAFF WASTE WATER CONVEY SENIOR PLANT MECHANIC LEAD UTILITY MAINTENANCE MECHANIC 121 DEV SVC STAFF INSPECT/CODE ENF PLUMBING INSPECTOR PLUMBING INSPECTOR 121 HEALTH DEPARTMENT MAIN SANITARIAN SANITARIAN 121 WATER STAFF WASTE WATER CONVEY WASTWATER MAINTENANCE SUPERVISOR WASTWATER MAINTENANCE SUPERVISOR 121 WATER STAFF WASTE WATER CONVEY WATER MAINTENANCE SUPERVISOR WATER MAINTENANCE SUPERVISOR 121 WATER STAFF CUSTOMER SERVICE WATER METER SERVICE CREW SUPERVISOR WATER METER SERVICE CREW SUPERVISOR 121 WATER STAFF WASTE WATERTREATM WATER QUALITY ANALYST WATER QUALITY ANALYST 121 WATER STAFF REGULATORY SERVICE WATER QUALITY ANALYST WATER QUALITY ANALYST 121 WATER STAFF WATER DISTRIBUTION WATER SYSTEM MAINTENANCE SUPERVISOR WATER UTILITIES MAINTENANCE SUPERVISOR 121 DEV SVC DIV HEAD ANIMAL CONTR ANIMAL CONTROL SUPERVISOR ANIMAL SERVICES SUPERVISOR 123 IT STAFF IT SUPPORT SPECIALIST IT SUPPORT SPECIALIST 123 LIBRARY STAFF LIBRARIAN I LIBRARIAN I 123 FIR STAFF SAFETY SPECIALIST SAFETY SPECIALIST 123 CITY ATTORNEY TIME KEEPER SR LEGAL ASSISTANT SR.LEGAL ASSISTANT 123 HEALTH DEPT STAFF WIC WIC ADMINISTRATIVE SUPERVISOR ADMINISTRATIVE SUPPORT SUPERVISOR 124 CIVIC CENTER STAFF FACILITIES MAINTENANCE SUPERVISOR FACILITIES MAINTENANCE SUPERVISOR 124 PARKS&RECREATION STAFF EEC FACILITIES MAINTENANCE SUPERVISOR FACILITIES MAINTENANCE SUPERVISOR 124 HEALTH DEFT STAFF WIC WIC CLINICAL SUPERVISOR WIC CLINICAL SUPERVISOR 124 EDC STAFF EDC FINANCIAL OPERATIONS OFFICER EDC FINANCIAL OPERATIONS OFFICER 125 LIBRARY STAFF LIBRARIAN II LIBRARIAN II 125 HEALTH DEPARTMENT MAIN PUBLIC HEALTH PREPARER PUBLIC HEALTH PREPARER 125 IT STAFF WEBSITE/DIGITAL CONTENT MGR WEBSITE/DIGITAL CONTENT MGR 125 4 Evergreen Solutions,LLC Page 6-8 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 6D 126- 136 RECOMMENDED CLASSIFICATION PROGRESSION DEPARTMENT CURRENT CLASSIFICATION TITLE RECOMMENDED TITLE PROPOSED GRADE HEALTH DEPARTMENT MAIN EPIDEMIOLOGIST/SURVEILLANCE EPIDEMIOLOGIST/SURVEILLANCE 126 HEALTH DEPARTMENT MAIN PUBLIC HEALTH NURSE II PUBLIC HEALTH NURSE II 126 PARKS&RECREATION STAPP PAR RECREATION/AQUATIC SPECIALIST RECREATION/AQUATIC SPECIALIST 126 MUNICIPAL COURT SUPERVISOR COURT CLERK COURT CLERK 127 DEV SVC DIV HEAD ENVRHLTH ENVIRONMENTAL HEALTH SUPERVISOR ENVIRONMENTAL HEALTH SUPERVISOR 127 PARKS&RECREATION STAFF PAR PARKS COORDINATOR PARKS COORDINATOR 127 POLICE RECORDS POLICE RECORDS SUPERVISOR POLICE RECORDS SUPERVISOR 127 IT STAFF SYSTEM ADMINISTRATOR I SYSTEM ADMINISTRATOR I 127 IT TIMEKEEPER BUSINESS ANALYST II BUSINESS ANALYST II 128 LIBRARY STAFF REFERENCE LIBRARIAN REFERENCE LIBRARIAN 128 PW STAPP ENGINEERING SENIOR ENGINEERING TECHNICIAN SENIOR ENGINEERING TECHNICIAN 128 PW STAFF SOLID WASTE WELDER WELDER 128 HEALTH DEPARTMENT MAIN CHIEF SANITARIAN CHIEF SANITARIAN 129 CITY MANAGER STAFF EXECUTIVE ASSISTANT CITY MGR FYEfUTIVE ASSISTANT CITY MGR 129 IT STAFF NETWORK INFRASTRUCTURE SPECIAL NETWORK INFRASTRUCTURE SPECIAL 129 DISPATCHER POLICE AND FIRE SUPPORT COOED POLICE AND FIRE SUPPORT COOED 129 IT STAFF SERVICE DESK SUPERVISOR SERVICE DESK SUPERVISOR 129 DEV SVC DIVISION GRANTS SR.GRANTS PROGRAM SPECIALIST SR GRANTS PROGRAM SPECIALIST 129 HEALTH DEPT STAFF WIC WIC IBCLC WIC IBCLC 129 WATER STAFF REGULATORY SERVICE ENGINEERING IN TRAINING ENGINEERING IN TRAINING 130 WATER STAFF WASTEWATER CONVEYANCE PLANT MECHANIC SUPERVISOR UTILITIES MAINTENANCE MECHANIC SUPERVISOR 130 WATER STAFF CUSTOMER SERVICE UTILITY BILLING SUPERVISOR UTILITY BILLING SUPERVISOR 130 WATER STAFF WATER PURIFICATION TREATMENT PLANT SUPERVISOR WASTEWATER TREATMENT PLANT SUPERVISOR 130 PW STAFF SOLID WASTE ASSISTANT SANITATION SUPERINTE ASSISTANT SANITATION SUPERINTE 131 DEV SVC STAFF INSPECT/CODE ENF DEPUTY BUDDING OFFICIAL DEPUTY BUILDING OFFICIAL 131 DEV SVC STAFF ADM SENIOR PLANNER SENIOR PLANNER 131 HRDIRECTOR ASSISTANT DIRECTOR OP HUMAN RESOURCES ASSISTANT DIRECTOR OF HUMAN RESOURCES 132 CITY SECRETARY ASSISTANT CITY SECRETARY ASSISTANT CITY SECRETARY 133 ACCOUNTING STAFF BUDGET AND COMPLIANCE ANALYST BUDGET AND COMPLIANCE ANALYST 133 ACCOUNTING STAFF COLLECTIONS MANAGER COLLECTIONS MANAGER 133 CITY ATTORNEY STAFF COMPLIANCE OFFICER COMPLIANCE.OFFICER 133 PW DIVISION HEAD DRAINAGE DRAINAGE SUPERINTENDENT DRAINAGE SUPERINTENDENT 133 EDC STAPP EDC BUS ATTRACT,RET&EXP MGR EDC BUS ATTRACT,RET&EXP MGR 133 EDC STAFF EDC WORKFORCE&COMMUNITY MGR EDC WORKFORCE&COMMUNITY MGR 133 WATER STAFF ADMINISTRATION ENGINEER I ENGINEER I 133 PW DIVISION HEAD LANDFILL LANDFILL OPERATIONS SUPERINTEN LANDFILL OPERATIONS SUPERINTENDENT 133 WATER STAFF WASTE WATER CONVEY PIPEBURST/CONSTRUCT MANAGER PIPEBURSTING SUPERINTENDENT 133 CITY MANAGER STAFF PUBLIC INFORMATION OFFICER PUBLIC INFORMATION OFFICER 133 PW DIVISION HEAD SOLID WASTE SANITATION SUPERINTENDENT SANITATION SUPERINTENDENT 133 PW DIVISION HEAD STREETS STREETS SUPERINTENDENT STREETS SUPERINTENDENT 133 WATER STAFF WASTEWATER TREATMENT TREATMENT PLANT SUPERINTENDENT TREATMENT PLANT SUPERINTENDENT 133 WATER STAFF WASTEWATER TREATMENT TREATMENT PLANT SUPERINTENDENT WASTEWATER TREATMENT PLANT SUPERINTENDENT 133 WATER STAFF WASTE WATER TREATM W W TREATMENT SUPERINTENDENT WASTEWATER TREATMENT PLANT SUPERINTENDENT 133 WATER STAPP WATER PURIFICATION WATER PURIFICATION SUPERINTENDENT WA LEE PURIFICATION SUPERINTENDENT 133 WATER STAFF WATER DISTRIBUTION WATER SYSTEM MAINTENANCE SUPERINTENDENT WATER SYSTEM MAINTENANCE SUPERINTENDENT 133 WATER STAFF WATER DISTRIBUTION WATER UTILITIES SUPERINTENDENT WATER UTILITIES MAINTENANCE SUPERINTENDENT 133 HEALTH DEPT DIVISION HEAD WIC WIC DIRECTOR WIC DIRECTOR 133 DEV SVC DIVISION GRANTS GRANTS MANAGER GRANTS MANAGER 134 IT STAFF APPLICATION SUPERVISOR APPLICATION SUPERVISOR 135 DEV SVC DIV HEAD INSP/CODE ENF CODE ENFORCEMENT MANAGER CODE ENFORCEMENT MANAGER 135 DEV SVC GIS GIS COORDINATOR GIS COORDINATOR 135 WATER SUPERINTI REGULATOR SERV MANAGER,UTILITY COMPLIANCE EN MANAGER,UTILITY COMPLIANCE EN 135 IT STAFF NETWORK INFRASTRUCIURE/SECURIT NETWORK INFRASTRUCTURE/SECURIT 135 DEV SVC MANAGER DEVELOPMENT SERVICES MANAGER DEVELOPMENT SERVICES MANAGER 136 DEV SVC DIVISION HOUSING MGR HOUSING&NBGHD REVITAL MGR HOUSING&NBGHD REVITAL MGR 136 PURCHASING MANAGER PURCHASING MANAGER PURCHASING MANAGER 136 WATER STAFF WASTE WATER CONVEY UTILITY OPERATIONS MANAGER UTILITY OPERATIONS MANAGER 136 4 Evergreen Solutions,LLC Page 6-9 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 6D >136 RECOMMENDED CLASSIFICATION PROGRESSION DEPARTMENT CURRENT CLASSIFICATION TITLE RECOMMENDED TITLE PROPOSED GRADE WATER ASSISTANT DIRECTOR ASSISTANT DIRECTOR OF UTILITY ASSISTANT DIRECTOR OF UTILITY 137 DEV SVC DIV HEAD INSP/CODE ENF BUILDING OFFICIAL BUILDING OFFICIAL 137 PW STAFF ENGINEERING CIP PROGRAM MANAGER CIP PROGRAM MANAGER 137 PW DIVISION HEAD LANDFILL ENVIRONMENTAL OPERATIONS MGR ENVIRONMENTAL OPERATIONS MGR 137 FIR STAFF HR TRAINING&DEVELOPMENT COOR HR TRAINING&DEVELOPMENT COOR 137 PW STAFF ENGINEERING ROADWAY DESIGNER-ENGINEERING ROADWAY DESIGNER-ENGINEERING 137 CITY ATTORNEY STAFF INTERNAL CONTRACT SPECIALIST INTERNAL CONTRACT SPECIALIST 138 PW DIVISION HEAD TRAFFIC TRAFFIC&ELECTRICAL SUPT TRAFFIC&ELECTRICAL SUPT 138 DEV SVC DIVISION HEAD GARAGE EQUIPMENT SERVICE MANAGER EQUIPMENT SERVICE MANAGER 139 WATER SUPERINTENDENT CUSTOMER ASST DIRECTOR OF UTILITY OPERATIONS ASSISTANT DIRECTOR OF UTILITY SERVICES 141 CIVIC CENTER DIRECTOR CIVIC CENTER DIRECTOR CIVIC CENTER DIRECTOR 141 PW STAFF ENGINEERING CONSTRUCTION INSPECTOR PROJECT COORDINATOR 141 PW STAFF ENGINEERING CONSTRUCTION INSPECTOR PROJECT MANAGER 141 LIBRARY DIRECTOR DIRECTOR OF LIBRARY DIRECTOR OF LIBRARY SERVICES 143 PLEASURE ISLAND STAFF DIRECTOR OF PLEASURE ISLAND DIRECTOR OF PLEASURE ISLAND 143 EDC STAFF DEPUTY CHIEF ECO DEVE OFFICER ASSISTANT DIRECTOR OF ECONOMIC DEVELOPMENT 144 ACCOUNTING STAFF ASSISTANT DIRECTOR OF FINANCE ASSISTANT DIRECTOR OF FINANCE 145 HEALTH DEPT ASSISTANT DIRECTOR ASSISTANT DIRECTOR OF HEALTH SERVICES ASSISTANT DIRECTOR OF HEALTH SERVICES 145 CITY MANAGER TIME KEEPER ASSISTANT TO CITY MANAGER ASSISTANT TO CITY MANAGER 145 CITY SECRETARY CITY SECRETARY CITY SECRETARY 145 HEALTH DEPT DIV HEAD EMPL HEAL MUNICIPAL HEALTH NURSE PRACTIC MUNICIPAL HEALTH NURSE PRAC ICIONER 146 CITY ATTORNEY STAFF ASSISTANT CITY ATTORNEY II ASSISTANT CITY ATTORNEY II 147 HEALTH DEPT DIRECTOR DIRECTOR OF HEALTH DIRECTOR OF HEALTH SERVICES 147 HR DIRECTOR DIRECTOR OF HUMAN RESOURCES DIRECTOR OF HUMAN RESOURCES 147 IT DIRECTOR IT DEPARTMENT DIRECTOR DIRECTOR OF INFORMATION TECHNOLOGY 147 PARKS&RECREATION STAFF PAR DIRECTOR OF PARKS&RECREATION DIRECTOR OF PARKS&RECREATION 147 DEV SER STAFF ADMEN DIRECTOR OF DEVELOPMENT SERVICES DIRECTOR OF DEVELOPMENT SERVICES 148 TRANSIT STAFF OPERATIONS DIRECTOR OF TRANSIT AND FLEET DIRECTOR OF FLEET AND TRANSIT OPERATIONS 148 TRANSIT STAFF ADMINISTRATION TRANSIT MANAGER DIRECTOR OF FLEET AND TRANSIT OPERATIONS 148 CHIEF CHIEF OF POLICE CHIEF OF POLICE 151 MUNICIPAL COURT STAFF MUNICIPAL COURT JUDGE MUNICIPAL COURT JUDGE 151 PW DIRECTOR DIRECTOR OF PUBLIC WORKS DIRECTOR OF PUBLIC WORKS 152 FINANCE DIRECTOR DIRECTOR OF FINANCE DIRECTOR OF FINANCE 155 WATER DIRECTOR DIRECTOR OF UTILITY OPERATIONS DIRECTOR OF UTILITY OPERATIONS 156 CITY ATTORNEY CITY ATTORNEY CITY ATTORNEY 160 CITY MANAGER STAFF ASSISTANT CITY MANAGER/ADMINISTRATION ASSISTANT CITY MANAGER/ADMINISTRATION 163 DEV SVC DIRECTOR ASSITANT CITY MANAGER/OPERATION ASSISTANT CITY MANAGER/OPERATIONS 163 PW STAFF ENGINEERING CIP PROJECT ENGINEER CIP PROJECT ENGINEER 163 CITY MANAGER CITY MANAGER CITY MANAGER UNG EDC STAFF EDC CEO EDC CEO UNG FIRE CHIEF FIRE CHIEF FIRE CHIEF UNG HEALTH DEPT DIVISION HEAD NFP NFP NURSE HOME SUPERVISOR NFP NURSE HOME SUPERVISOR UNG HEALTH DEPT STAFF NFP NEP NURSE HOME VISITOR NET NURSE HOME VISITOR UNG HEALTH DEPT COVID VACCINATION RN REGISTERED NURSE UNG FINDING - Many of the current job descriptions do not accurately reflect the job duties being performed by the employee. RECOMMENDATION 2: Update existing class descriptions to reflect the new classification system and review all updated descriptions for FLSA status. During the internal equity assessment, consideration of the relationships between and the type of work being performed by the City's employees in their classifications was reviewed and analyzed. Evergreen recommends that classifications be updated to ensure job descriptions accurately reflect the work being carried out by employees. A proposal to perform these job description updates has been submitted to the City at the time of writing this report. 6.2 COMPENSATION RECOMMENDATIONS The compensation analysis consisted of two parts: an external market assessment and an internal equity assessment. During the external market assessment,the City's compensation for selected benchmark classifications was compared to the average compensation offered 4 Evergreen Solutions,LLC Page 6-io Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,IX in the regional labor market. The external assessment described in detail in Chapter 4 of this report revealed the City is currently leading the market at the minimum and lagging the market at the higher end of the range. The lack of consistent compensation studies or defined policy to ensure the pay plan keeps pace with the market and adjusts for inflation is necessary for effective ongoing compensation maintenance. FINDING The City currently maintains a pay plan with varied employee progression and titling conventions. The differences in these pay plans contribute to internal equity issues. Through this study the City has an opportunity to consolidate the pay plans for improved consistency, efficiency and fairness. RECOMMENDATION 3: Adopt a new, market responsive compensation structure and assign all positions to it equitably. The current pay ranges and policy for employee progression needs to be updated to reflect the market data and public sector best practices. A failure to react to these labor market changes has placed the City in a poor position for recruiting and retaining quality employees. The result is reduced service levels, decreased productivity and increased regulatory compliance risks. The current pay plan structure is a 10 step plan with employees moving 2.5% between each step and pay ranges set at 24% from minimum to maximum. The career progression uses a varied schedule based on tenure and/or relative position to the midpoint. The market pay ranges consistently averaged 48% with more consistent annual progression. Essentially, City employees move aggressively upon initial hire with multiple step increases in the first few years of employment. This accelerated progression moves new hires to the midpoint of the City pay range within the first five years of employment. From there, employees only move one step every three years of service. The result of this policy is twofold. One, a majority of employees are consolidated near the City pay range midpoint. Two, the City midpoint is actually between the minimum and midpoint of the market range. This policy is beneficial for recruitment for those who are interested in working for a shorter period of time as they know they will progress quickly and have access to City provide benefits and career development opportunities. Once an employee achieves the certifications and/or licensure the City has paid for and the rapid annual increases are provided that take the employee to the midpoint of the pay range, the incumbent is now incentivized to seek employment elsewhere if location is not an objection. For positions that are more competitive in the market, the City may need to hire closer to the midpoint of the range initially which may result in the newly hired employee receiving an annual salary that is equivalent to or higher than the employee training them. It also would mean fewer increases in the first few years as they reach the midpoint sooner when future increases are slowed to once every three years. Evergreen has developed a new compensation structure for the City's consideration.The new structure consists of a new, market competitive pay plan using 21 steps with a combined total of 163 unique pay grades, each with a range spread of 48 percent between the minimum and the maximum of the range. Furthermore,the midpoint progression between grades is 1.7%to 3.2% percent and a step progression of 1.5 percent. The details of the proposed pay plans are located in Exhibits 6E. *.j=I Evergreen Solutions,LLC Page 6-u Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX EXHIBIT 6E - PROPOSED PAY PLAN STEPS 1-10 EXHIBIT 6E-PROPOSED PAY PLAN Step Grade Min Mid Max Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 1 2 3 4 5 6 7 8 9 10 1.5% 101 $38,252.00 $47,268.28 $56,284.57 $38,252.00 $38,825.78 $39,408.17 $40,196,33 $41,000.26 $41,820.26 $42,656.67 $43,509.80 $44,380.00 $45,267.60 Spread 102 $39,208.30 $48,449.99 $57,691.68 $39,208.30 $39,796.42 $40,393.37 $41,201.24 $42,025.26 $42,865.77 $43,723.08 $44,597.55 $45,489.50 $46,399.29 103 $40,188.51 $49,661.24 $59,133.97 $40,188.51 $40,791.34 $41,403.21 $42,231.27 $43,075.89 $43,937.41 $44,816.16 $45,712.48 $46,626.73 $47,559.27 Grade Progression 104 $40,871.71 $50,505.48 $60,139.25r $40,87171 $41,484.79 $42,107.06 $42,949.20 $43,808.18 $44,684.35 $45,578.04 $46,489.60 $47,419.39 $48,367.78 105 $41,893.50 $51,768.12 $61,642.73 $41,893.50 $42,521.91 $43,159.74 $44,022.93 $44,903.39 $45,801.46 $46,717.49 $47,651.84 $48,604.87 $49,576.97 Hours 106 $42,940.84 $53,062.32 $63,183.80 $42,940.84 $43,584.96 $44,238.73 $45,123.50 $46,025.97 $46,946.49 $47,885.42 $48,843.13 $49,819.99 $50,816.39 2080 107 $44,014.36 $54,388.88 $64,763.39 $44,014.36 $44,674.58 $45,344.70 $46,251.59 $47,176.62 $48,120.16 $49,082.56 $50,064.21 $51,065.49 $52,086.80 108 $45,114.72 $55,748.60 $66,382.48 $45,114.72 $45,791.44 $46,478.32 $47,407.88 $48,356.04 $49,323.16 $50,309.62 $51,315.82 $52,342.13 $53,388.97 109 $46,242.59 $57,142.32 $68,042.04 $46,242.59 $46,936.23 $47,640.27 $48,593.08 $49,564.94 $50,556.24 $51,567.36 $52,598.71 $53,650.69 $54,723.70 Steps 6-21 110 547,398.66 $58,570.87 $69,743.09 $47,398.66 $48,109.64 $48,831.28 $49,807.91 $50,804.06 $51,820.14 $52,856.55 $53,913.68 $54,991.95 $56,091.79 2.00% 111 $48,583.62 $60,035.15 $71,486.67 $48,583.62 $49,312.38 $50,052.06 $51,053.10 $52,074.17 $53,115.65 $54,177.96 $55,261.52 $56,366.75 $57,494.09 112 $49,409.54 $61,055.74 $72,701.94r $49,409.54 $50,150.69 $50,902.95 $51,921.01 $52,959.43 $54,018.61 $55,098.99 $56,200.97 $57,324.99 $58,471.49 113 $50,644.78 $62,582.14 $74,519.49 $50,644.78 $51,404.45 $52,175.52 $53,219.03 $54,283.41 $55,369.08 $56,476.46 $57,605.99 $58,758.11 $59,933.27 114 $51,910.90 $64,146.69 $76,382.48 $51,910.90 $52,689.57 $53,479.91 $54,549.51 $55,640.50 $56,753.31 $57,888.37 $59,046.14 $60,227.06 $61,431.60 115 $53,208.67 $65,750.36 $78,292.04 $53,208.67 $54,006.80 $54,816.91 $55,913.24 $57,031.51 $58,172.14 $59,335.58 $60,522.29 $61,732.74 $62,967.39 47% 116 $54,538.89 $67,394.12 580,249.34 $54,538.89 $55,356.97 $56,187.33 $57,311.08 $58,457.30 $59,626.44 $60,818.97 $62,035.35 $63,276.06 $64,541.58 117 $55,738.75 $68,876.79 $82,014.83' $55,738.75 $56,574.83 $57,423.45 $58,571.92 $59,743.36 $60,938.22 $62,156.99 $63,400.13 $64,668.13 $65,96L49 118 $57,132.22 $70,598.71 $84,065.20 $57,132.22 $57,989.20 $58,859.04 $60,036.22 $61,236.94 $62,461.68 $63,710.91 $64,985.13 $66,284.83 $67,610.53 Grade Progression 119 $58,560.52 $72,363.67 $86,166.83 $58,560.52 $59,438.93 $60,330.51 $61,537.12 $62,767.87 $64,023.22 $65,303.69 $66,609.76 $67,941.96 $69,300.79 1.70% 120 $60,024.53 $74,172.77 $88,321.00 $60,024.53 $60,924.90 $61,838.78 $63,075.55 $64,337.06 $65,623.80 $66,936.28 $68,275.00 $69,640.50 $71,033.31 2.20% 121 $61,525.15 $76,027.09 $90,529.02 $61,525.15 $62,448.02 $63,384.74 $64,652.44 $65,945.49 $67,264.40 $68,609.69 $69,981.88 $71,381.52 $72,809.15 2.9056 122 $63,063.28 $77,927.76 $92,792.25 $63,063.28 $64,009.22 $64,969.36 $66,268.75 $67,594.13 $68,946.01 $70,324.93 $71,731.43 $73,166.06 $74,629.38 3.20% 123 $54,639.86 $79,875.96 $95,112.06 $64,639.86 $65,609.46 $66,593.60 $67,925.47 $69,283.98 $70,669.66 $72,083.05 $73,524.71 $74,995.21 $76,495.11 124 $66,255.85 $81,872.86 $97,489.86 $66,255.85 $67,249.69 568,258.44 $69,623.61 $71,016.08 $72,436.40 $73,885.13 $75,362.83 $76,870.09 $78,407.49 125 $67,912.25 $83,919.68 $99,927.10 $67,912.25 $68,930.93 $69,964.90 $71,364.20 $72,791.48 $74,247.31 $75,732.26 $77,246.90 $78,791.84 $80,367.68 126 $69,881.71 $86,353.35 $102,824.99 $69,881.71 $70,929.93 $71,993.88 $73,433.76 $74,902.43 $76,400.48 $77,928.49 $79,487.06 $81,076.80 $82,698.34 127 $71,908.28 $88,857.59 $105,806.91 $71,908.28 $72,986.90 $74,081.70 $75,563.34 $77,074.60 $78,616.10 $80,188.42 $81,792.19 $83,428.03 $85,096.59 128 $73,130.72 $90,368.17 $107,605.63 $73,130.72 $74,227.68 $75,341.09 $76,847.91 $78,384.87 $79,952.57 $81,551.62 $83,182.65 $84,846.31 $86,543.23 129 $74,958.98 $92,627.38 $110,295.77 $74,958.98 $76,083.37 $77,224.62 $78,769.11 $80,344.49 $81,951.38 $83,590.41 $85,262.22 $86,967.46 $88,706.81 130 $76,608.08 $94,665.18 $112,722.28 $76,608.08 $77,757.20 $78,923.56 $80,502.03 $82,112.07 $83,754.31 $85,429.40 $87,137.99 $88,880.75 $90,658.36 131 $78,523.28 $97,031.81 $115,540.34 $78,523.28 $79,701.13 $80,896.65 $82,514.58 $24,164.87 $85,848.17 $87,565.14 $89,316.44 $91,102.77 $92,924.82 132 $81,036.03 $100,136.83 $119,237.63 $81,036.03 $82,251.57 $83,485.34 $85,155.05 $86,858.15 $88,595.31 $90,367.22 $92,174.56 $94,018.06 $95,898.42 133 $83,061.93 $102,640.25 $122,218.57 $83,061.93 $84,307.86 $85,572.48 $87,283.93 $89,029.60 $90,810.20 $92,626.40 $94,478.93 $96,368.51 $98,295.88 134 $85,138.48 $105,206.25 $125,274.03 $85,138.48 $86,415.55 $87,711.79 $89,466.02 $91,255.34 $93,080.45 $94,942.06 $96,840.90 $98,777.72 $100,753.27 135 $87,266.94 $107,836.41 $128,405.88 $87,266.94 $88,575.94 $89,904.58 $91,702.67 $93,536.73 $95,407.46 $97,315.61 $99,261.92 $101,247.16 $103,272.11 136 $89,448.61 $110,532.32 $131,616.03 $89,448.61 $90,790.34 $92,152.20 $93,995.24 $95,875.15 $97,792.65 $99,748.50 $101,743.47 $103,778.34 $105,853.91 137 $91,684.83 $113,295.63 $134,906.43 $91,684.83 $93,060.10 $94,456.00 $96,345.12 $98,272.02 $100,237.47 $102,242.21 $104,287.06 $106,372.80 $108,500.26 138 $93,976.95 $116,128.02 $138,279.09 $93,976.95 $95,386.60 $96,817.40 $98,753.75 $100,728.83 $102,743.40 $104,798.27 $106,894.24 $109,032.12 $111,212.76 139 $96,326.37 $119,031.22 $141,736.07 $96,326.37 $97,771.27 $99,237.84 $101,222.59 $103,247.05 $105,311.99 $107,418.23 $109,566.59 $111,757.92 $113,993.08 140 $98,734.53 $122,007.00 $145,279.47 $98,734.53 $100,215.55 $101,718.78 $103,753.16 $105,828.22 $107,944.79 $110,103.68 $112,305.76 $114,551.87 $116,842.91 141 $101,202.90 $125,057.18 $148,911.46 $101,202.90$102,720.94 $104,26L75 $106,346.99 $108,473.93 $110,643.41 $112,856.27 $115,113.40 $117,415.67 $119,763.98 142 $103,732.97 $128,183.61 $152,634.24 $103,732.97 $105,288.96 $106,868.30 $109,005.66 $111,185.78 $113,409.49 $115,677.68 $117,991.23 $120,351.06 $122,758.08 143 $106,326.29 $131,388.20 $156,450.10 $106,326.29 $107,921.19 $109,540.00 $111,730.80 $113,965.42 $116,244.73 $118,569.62 $120,941.02 $123,359.84 $125,827.03 144 $108,984.45 $134,672.90 $160,361.35 $108,984.45 $110,619.22 $112,278.50 $114,524.07 $116,814.56 $119,150.85 $121,533.86 $123,964.54 $126,443.83 $128,972.71 145 $110,837.18 $136,962.34 $163,087.50 $110,837.18$112,499.74 $114,187.24 $116,470.98 $118,800.40 $121,176.41 $123,599.94 $126,071.94 $128,593.38 $131,165.24 146 $114,383.97 $141,345.13 $168,306.29 $114,383.97 $116,099.73 $117,841.23 $120,198.05 $122,602.02 $125,054.06 $127,555.14 $130,106.24 $132,708.36 $135,362.53 147 $117,701.11 $145,444.14 $173,187.18 $117,701.11$119,466.63 $121,258.63 $123,683.80 $126,157.47 $128,680.62 $131,254.24 $133,879.32 $136,556.91 $139,288.05 148 $120,643.64 $149,080.25 $177,516.86 $120,643.64$122,453.29 $124,290.09 $126,775.89 $129,311.41 $131,897.64 $134,535.59 $137,226.30 $139,970.83 $142,770.25 149 $123,659.73 $152,807.25 $181,954.78 $123,659.73$125,514.62 $127,397.34 $129,945.29 $132,544.20 $135,195.08 $137,898.98 $140,656.96 $143,470.10 $146,339.50 150 $126,751.22 $156,627.43 $186,503.65 $126,751.22 $128,652.49 $130,582.28 $133,193.92 $135,857.80 5138,574.96 $141,346.46 $144,173.39 $147,056.85 $149,997.99 151 $129,920.00 $160,543.12 $191,166.24 $129,920.00$131,868.80 $133,846.83 $136,523.77 $139,254.25 $142,039.33 $144,880.12 $147,777.72 $150,733.27 $153,747.94 152 $133,168.00 $164,556.70 $195,945.39 $133,168.00$135,165.52 $137,193.01 $139,936.87 $142,735.60 $145,590.31 $148,502.12 $151,472.16 $154,501.61 $157,591.64 153 $136,497.20 $168,670.62 $200,844.03 $136,497.20$138,544.66 $140,622.83 $143,435.29 $146,303.99 $149,230.07 $152,214.67 $155,258.97 $158,364.15 $161,531.43 154 $139,909.63 $172,887.38 $205,865.13 $139,909.63 5142,008.28 $144,138.40 $147,021.17 $149,961.59 $152,960.82 $156,020.04 $159,140.44 $162,323.25 $165,569.72 155 $143,407.37 $177,209.57 $211,011.76 $143,407.37$145,558.48 $147,741.86 $150,696.70 $153,710.63 $156,784.84 $159,920.54 $163,118.95 $166,381.33 $169,708.96 156 $146,992.56 $181,639.81 $216,287.05 $146,992.56 $149,197.45 $151,435.41 $154,464.12 $157,553.40 $160,704.47 $163,918.56 $167,196.93 $170,540.87 $173,951.68 157 $150,667.37 $186,180.80 $221,694.23 $150,667.37 $152,927.38 $155,22129 $158,325.72 $161,492.23 $164,722.08 $168,016.52 $171,376.85 $174,804.39 $178,300.47 158 $154,434.06 $190,835.32 $227,236.58 5154,434.06 $156,750.57 $159,101.83 $162,283.86 $165,529.54 $168,840.13 $172,216.93 $175,661.27 $179,174.50 $182,757.99 159 $158,294.91 $195,606.20 $232,917.50 $158,294.91$160,669.33 $163,079.37 $166,340.96 $169,667.78 $173,061.13 $176,522.36 $180,052.80 $183,653.86 $187,326.94 160 $162,252.28 $200,496.36 $238,740.44 $162,252.28$164,686.06 $167,156.36 $170,499.48 $173,909.47 $177,387.66 $180,935.41 $184,554.12 $188,245.21 $192,010.11 161 $166,308.59 $205,508.77 $244,708.95 $166,308.59$168,803.22 $171,335.26 $174,761.97 $178,257.21 $181,822.35 $185,458.80 $189,167.98 $192,951.34 $196,810.36 162 $170,466.30 $210,646.49 5250,825.67 $170,466.30$173,023.30 $175,618.65 $179,131.02 $182,713.64 $186,367.91 $190,095.27 $193,897.18 $197,775.12 $201,730.62 163 $175,921.22 $217,387.17 $258,853.12 $175,921.22 $178,560.04 $181,238.44 $184,863.21 $188,560.48 $192,331.68 $196,178.32 $200,101.88 $204,103.92 $208,186.00 164 $178,911.88 $221,082.76 $263,253.63 $178,911.88$181,595.56 $184,319.50 $188,005.89 $191,766.00 $195,601.32 $199,513.35 $203,503.62 $207,573.69 $211,725.16 165 $181,953.39 $224,841.16 $267,728.94 $181,953.39$184,682.69 $187,452.93 $191,201.99 $195,026.03 $198,926.55 $202,905.08 $206,963.18 $211,102.44 $215,324.49 UNG - L Evergreen Solutions,LLC Page 6-12 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the Clay of Port Arthur,lx EXHIBIT 6E - PROPOSED PAY PLAN STEPS 11-21 EXHIBIT 6E-PROPOSED PAY PLAN Step Grade Min Mid Mar Step 11 Step 12 Step 13 Step 14 Step 15 Step 16 Step 17 Step 18 Step 19 Step 20 Step 21 11 12 13 14 15 16 17 18 19 20 21 1.5% 101 $38,252.00 $47,268.28 $56,284.57 $46,172.95 $47,096.41 $48,038.34 $48,999.10 $49,979.08 $50,978.67 $51,998.24 $53,038.20 $54,098.97 $55,180.95 $56,284.57 102 $39,208.30 $48,449.99 $57,691.68 $47,327.27 $48,273.82 $49,239.29 $50,224.08 $51,228.56 $52,253.13 $53,298.20 $54,364.16 $55,451.44 $56,560.47 $57,691.68 48% 103 $40,188.51 $49,661.24 $59,133.97 $48,510.45 $49,480.66 $50,470.28 $51,479.68 $52,509.28 $53,559.46 $54,630.65 $55,723.26 $56,837.73 $57,974.48 $59,133.97 Grade Progression 104 $40,871.71 $50,505.48 $60,139.25 $49,335.13 $50,321.83 $51,328.27 $52,354.84 $53,401.93 $54,469.97 $55,559.37 $56,670.56 $57,803.97 $58,960.05 $60,139.25 2.50% 105 $41,893.50 $51,768.12 $61,642.73 $50,568.51 $51,579.88 $52,611.48 $53,663.71 554,736.98 $55,831.72 $56,948.36 $58,087.32 559,249.07 $60,434.05 $61,642.73 106 $42,940.84 $53,062.32 $63,183.80 $51,832.72 $52,869.38 $53,926.76 $55,005.30 $56,105.41 $57,227.51 $58,372.06 $59,539.51 $60,730.30 561,944.90 $63,183.80 2080 107 $44,014.36 $54,388.88 $64,763.39 $53,128.54 $54,191.11 $55,274.93 $56,380.43 $57,508.04 $58,658.20 $59,831.37 $61,027.99 $62,248.55 $63,493.52 $64,763.39 108 $45,114.72 $55,748.60 $66,382.48 $54,456.75 $55,545.89 $56,656.81 $57,789.94 $58,945.74 $60,124.66 $61,327.15 $62,553.69 $63,804.77 $65,080.86 $66,382.48 109 $46,242.59 $57,142.32 $68,042.04 $55,818.17 $56,934.54 $58,073.23 $59,234.69 $60,419.39 $61,627.77 $62,860.33 $64,117.54 $65,399.89 $66,707.88 $68,042.04 110 $47,398.66 $58,570.87 $69,743.09 $57,213.63 $58,357.90 $59,525.06 $60,715.56 $61,929.87 $63,168.47 $64,431.84 $65,720.47 $67,034.88 $68,375.58 $69,743.09 2.00% 111 $48,583.62 $60,035.15 $71,486.67 $58,643.97 $59,816.85 $61,013.18 $62,233.45 $63,478.12 $64,747.68 $66,042.63 $67,363.49 $68,710.76 $70,084.97 $71,486.67 112 $49,409.54 $61,055.74 $72,701.94 $59,640.92 $60,833.73 $62,050.41 $63,291.42 $64,557.24 $65,848.39 $67,165.36 568,508.66 $69,878.84 $71,276.41 $72,701.94 113 $50,644.78 $62,582.14 $74,519.49 $61,131.94 $62,354.58 $63,601.67 $64,873.70 $66,171.18 $67,494.60 $68,844.49 $70,221.38 $71,625.81 $73,058.33 $74,519.49 114 551,910.90 $64,146.69 $76,382.48 $62,660.24 $63,913.44 $65,191.71 $66,495.54 $67,825.46 $69,181.96 $70,565.60 $71,976.92 $73,416.45 $74,884.78 $76,382.48 115 $53,208.67 $65,750.36 $78,292.04 $64,226.74 $65,511.28 $66,821.50 $68,157.93 $69,521.09 $70,911.51 $72,329.74 $73,776.34 $75,251.87 $76,756.90 $78,292.04 47% 116 $54,538.89 $67,394.12 $80,249.34 $65,832.41 $67,149.06 $68,492.04 $69,861.88 $71,259.12 $72,684.30 $74,137.99 $75,620.75 $77,133.16 $78,675.83 $80,249.34 117 $55,738.75 $68,876.79 $82,014.83 $67,280.72 $68,626.34 569,998.87 $71,398.84 $72,826.82 $74,283.36 $75,769.02 $77,284.40 $78,130.09 $80,406.69 $82,014.83 118 $57,132.22 $70,598.71 $84,065.20 $68,962.74 $70,342.00 $71,748.84 $73,183.81 $74,647.49 $76,140.44 $77,663.25 $79,216.51 $80,800.84 $82,416.86 $84,065.20 ®'' 119 $58,560.52 $72,363.67 $86,166.83 $70,686.81 $72,100.55 $73,542.56 $75,013.41 $76,513.68 $78,043.95 $79,604.83 $81,196.93 $82,820.87 $84,477.28 $86,166.83 1.70% 120 $60,024.53 $74,172.77 588,321.00 $72,453.98 $73,903.06 $75,381.12 $76,888.74 $78,426.52 $79,995.05 $81,594.95 $83,226.85 $84,891.39 $86,589.21 $88,321.00 220% 121 $61,525.15 $76,027.09 $90,529.02 $74,265.33 $75,750.64 $77,265.65 $78,810.96 $80,387.18 $81,994.93 $83,634.82 $85,307.52 $87,013.67 $88,753.94 $90,529.02 2.90% 122 $63,063.28 $77,927.76 $92,792.25 $76,121.96 $77,644.40 $79,197.29 $80,781.24 $82,396.86 $84,044.80 $85,725.70 $87,440.21 $89,189.01 $90,972.79 $92,792.25 320% 123 564,639.86 $79,875.96 $95,112.06 $78,025.01 $79,585.51 $81,177.22 $82,800.77 $84,456.78 $86,145.92 $87,868.84 $89,626.21 $91,418.74 $93,247.11 $95,112.06 124 $66,255.85 $81,872.86 $97,489.86 $79,975.64 $81,575.15 $83,206.65 $84,870.79 $86,568.20 $88,299.57 $90,065.56 $91,866.87 $93,704.21 $95,578.29 $97,489.86 125 $67,912.25 $83,919.68 $99,927.10 $81,975.03 $83,614.53 585,286.82 $86,992.56 $88,732.41 $90,507.06 $92,317.20 $94,163.54 $96,046.81 $97,967.75 $99,927.10 126 $69,881.71 $86,353.35 $102,824.99 $84,352.31 $86,039.35 $87,760.14 $89,515.34 $91,305.65 $93,131.76 $94,994.40 $96,894.28 $98,832.17 $100,808.81 $102,824.99 127 $71,908.28 $88,857.59 $105,806.91 $86,798.52 $88,534.49 $90,305.18 $92,111.29 $93,953.51 $95,832.58 $97,749.23 $99,704.22 $101,698.30 $103,732.27 $105,806.91 128 $73,130.72 $90,368.17 $107,605.63 $88,274.10 $90,039.58 $91,840.37 $93,677.18 $95,550.72 $97,461.74 $99,410.97 $101,399.19 $103,427.17 $105,495.72 $107,605.63 129 $74,958.98 $92,627.38 $110,295.77 $90,480.95 $92,290.57 $94,136.38 $96,019.11 $97,939.49 $99,898.28 $101,896.24 $103,934.17 $106,012.85 $108,133.11 $110,295.77 130 $76,608.08 $94,665.18 $112,722.28 $92,471.53 $94,320.96 $96,207.38 $98,131.53 $100,094.16 $102,096.04 $104,137.96 $106,220.72 $108,345.14 $110,512.04 $112,722.28 131 $78,523.28 $97,031.81 $115,540.34 $94,783.32 $96,678.98 $98,612.56 $100,584.82 $102,596.51 $104,648.44 $106,741.41 $108,876.24 $111,053.76 $113,274.84 $115,540.34 132 $81,036.03 $100,136.83 $119,237.63 $97,816.38 $99,772.71 $101,768.17 $103,803.53 $105,879.60 $107,997.19 $110,157.14 $112,360.28 $114,607.48 $116,899.63 $119,237.63 133 $83,061.93 $102,640.25 $122,218.57 $100,261.79 $102,267.03 $104,312.37 $106,398.62 $108,526.59 $110,697.12 $112,911.06 $115,169.29 $117,472.67 $119,822.13 $122,218.57 134 $135,138.413 $105,206.25 $125,274.03 $102,768.34 $104,823.71 $106,920.18 $109,058.58 $111,239.76 5113,464.55 $115,733.84 $118,048.52 $120,409.49 $122,817.68 $125,274.03 135 $87,266.94 $107,836.41 $128,405.88 $105,337.55 $107,444.30 $109,593.18 $111,785.05 $114,020.75 $116,301.16 $118,627.19 $120,999.73 $123,419.73 $125,888.12 $128,405.88 136 $89,448.61 $110,532.32 $131,616.03 $107,970.99 $110,130.41 $112,333.01 $114,579.67 $116,871.27 $119,208.69 $121,592.87 $124,024.72 $126,505.22 $129,035.32 $131,616.03 137 $91,684.83 $113,295.63 $134,906.43 $110,670.26 $112,883.67 $115,141.34 $117,444.17 $119,793.05 $122,188.91 $124,632.69 $127,125.34 $129,667.85 $132,261.21 $134,906.43 ' 138 $93,976.95 $116,128.02 $138,279.09 $113,437.02 $115,705.76 $118,019.87 $120,380.27 $122,787.88 $125,243.63 $127,748.51 $130,303.48 $132,909.55 $135,567.74 $138,279.09 139 $96,326.37 $119,031.22 $141,736.07 $116,272.94 $118,598.40 $120,970.37 $123,389.78 $125,857.57 $128,374.72 5130,942.22 $133,561.06 $136,232.28 $138,956.93 $141,736.07 140 $98,734.53 $122,007.00 $145,279.47 $119,179.77 $121,563.36 $123,994.63 $126,474.52 $129,004.01 $131,584.09 $134,215.77 $136,900.09 $139,638.09 $142,430.85 $145,279.47 141 $101,202.90 $125,057.18 $148,911.46 $122,159.26 $124,602.45 $127,094.49 $129,636.38 $132,229.11 $134,873.69 $137,571.17 $140,322.59 $143,129.04 $145,991.62 $148,911.46 142 $103,732.97 $128,183.61 $152,634.24 $125,213.24 $127,717.51 $130,271.86 $132,877.29 $135,534.84 $138,245.54 $141,010.45 $143,830.66 $146,707.27 $149,641.42 $152,634.24 143 $106,326.29 $131,388.20 $156,450.10 $128,343.57 $130,910.44 $133,528.65 $136,199.23 $138,923.21 $141,701.68 $144,535.71 $147,426.42 $150,374.95 $153,382.45 $156,450.10 144 $108,984.45 $134,672.90 $160,361.35 $131,552.16 $134,183.21 $136,866.87 $139,604.21 $142,396.29 $145,244.22 $148,149.10 $151,112.08 $154,134.33 $157,217.01 5160,361.35 145 $110,837.18 $136,962.34 $163,087.50 $133,788.55 $136,464.32 $139,193.61 $141,977.48 $144,817.03 $147,713.37 $150,667.64 $153,680.99 $156,754.61 $159,889.70 $163,087.50 146 $114,383.97 $141,345.13 $168,306.29 $138,069.78 5140,831.18 $143,647.80 $146,520.76 $149,451.17 $152,440.20 $155,489.00 $158,598.78 S161,770.76 $165,006.17 $168,306.29 147 $117,701.11 $145,444.14 $173,187.18 $142,073.81 $144,915.28 $147,813.59 $150,769.86 $153,785.26 $156,860.96 $159,998.18 $163,198.15 $166,462.11 $169,791.35 $173,187.18 148 $120,643.64 $149,080.25 $177,516.86 $145,625.65 $148,538.16 $151,508.93 $154,539.11 $157,629.89 $160,782.49 $163,998.14 $167,278.10 $170,623.66 $174,036.13 $177,516.86 149 $123,659.73 $152,807.25 $181,954.78 $149,266.29 $152,251.62 $155,296.65 $158,402.58 $161,570.64 $164,802.05 $168,098.09 $171,460.05 $174,1389.25 $178,387.04 $181,954.78 150 $126,751.22 $156,627.43 $186,503.65 $152,997.95 $156,057.91 $159,179.07 $162,362.65 $165,609.90 $168,922.10 $172,300.54 $175,746.55 $179,261.48 $182,846.71 $186,503.65 151 $129,920.00 $160,543.12 $191,166.24 $156,822.90 $159,959.36 $163,158.54 $166,421.72 $169,750.15 $173,145.15 $176,608.06 $180,140.22 $183,743.02 $187,417.88 $191,166.24 152 $133,168.00 $164,556.70 $195,945.39 $160,743.47 $163,958.34 $167,237.51 $170,582.26 $173,993.90 $177,473.78 $181,023.26 $184,643.72 $188,336.60 $192,103.33 $195,945.39 153 $136,497.20 $168,670.62 $200,844.03 $164,762.06 $168,057.30 $171,418.45 $174,846.81 $178,343.75 $181,910.63 $185,548.84 $189,259.82 $193,045.01 $196,905.91 $200,844.03 154 $139,909.63 $172,887.38 $205,865.13 $168,881.11 $172,258.73 $175,703.91 $179,217.98 $182,802.34 $186,458.39 $190,187.56 $193,991.31 $197,871.14 $201,828.56 $205,865.13 155 $143,407.37 $177,209.57 $211,011.76 $173,103.14 $176,565.20 $180,096.50 $183,698.43 5187,372.40 $191,119.85 $194,942.25 $198,841.09 $202,817.92 $206,874.27 $211,011.76 156 $146,992.56 $181,639.81 $216,287.05 $177,430.72 $180,979.33 $184,598.92 $188,290.90 $192,056.71 $195,897.85 $199,815.80 $203,812.12 $207,888.36 $212,046.13 $216,287.05 157 $150,667.37 $186,180.80 $221,694.23 $181,866.48 $185,503.81 $189,213.89 $192,998.17 $196,858.13 $200,795.29 $204,811.20 $208,907.42 $213,085.57 $217,347.28 $221,694.23 158 5154,434.06 $190,835.32 $227,236.58 $186,413.15 $190,141.41 $193,944.24 $197,823.12 $201,779.58 $205,815.18 $209,931.48 $214,130.11 $218,412.71 $222,780.97 $227,236.58 159 $158,294.91 $195,606.20 $232,917.50 $191,073.47 $194,894.94 $198,792.84 $202,768.70 5206,824.07 $210,960.56 $215,179.77 $219,483.36 $223,873.03 $228,350.49 $232,917.50 160 $162,252.28 $200,496.36 $238,740.44 $195,850.31 $199,767.32 $203,762.66 $207,837.92 $211,994.68 $216,234.57 $220,559.26 $224,970.45 $229,469.85 $234,059.25 $238,740.44 161 $166,308.59 $205,508.77 $244,708.95 $200,746.57 $204,761.50 $208,856.73 $213,033.87 $217,294.54 $221,640.43 $226,073.24 $230,594.71 $235,206.60 $239,910.73 $244,708.95 162 $170,466.30 $210,646.49 $250,826.67 $205,765.23 $209,880.54 $214,078.15 $218,359.71 $222,726.91 $227,181.44 $231,725.07 $236,359.57 $241,086.77 $245,908.50 $250,826.67 163 $175,921.22 $217,387.17 $258,853.12 $212,349.72 5216,596.72 $220,928.65 $225,347.22 $229,854.17 $234,451.25 $239,140.28 $243,923.08 $248,801.54 $253,77757 $258,853.12 164 $178,911.88 $221,082.76 $263,253.63 $215,959.67 $220,278.86 $224,684.44 $229,178.13 $233,761.69 $238,436.92 $243,205.66 $248,069.77 $253,031.17 $258,091.79 $263,253.63 165 $181,953.39 $224,841.16 $267,728.94 $219,630.98 $224,023.60 $228,504.07 $233,074.15 $237,735.64 $242,490.35 $247,340.16 $252,286.96 $257,332.70 $262,479.35 $267,728.94 UNG - - - - - - - - I Implementation of the new compensation structure requires two steps. First, all positions were assigned to an appropriate pay grade within the overall plan. To determine what pay grade each position was assigned, Evergreen used the following factors:the results of the JAT employee survey analysis, the results of the market study, as well as consideration for both existing and newly created internal relationships between classifications. Included with this analysis were extensive interviews with the Project Leadership Team and feedback from each of the key service areas in the City. Assigning pay grades to classifications requires a balance of internal equity and desired market position, and recruitment and retention concerns also played a role in the process. Thus, the external market analysis results discussed in Chapter 4 and Chapter 5 were not the sole criteria for the proposed pay ranges. Evergreen Solutions,LLC 44 Page 6-13 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX RECOMMENDATION 4: Evergreen recommends the City adopt a methodology to transition employee salaries into the proposed pay plan that aligns with its established compensation philosophy and meets the available financial resources of the City. After all classifications are assigned a new pay grade, a methodology must be selected to place the employees who occupy these job classifications into those market competitive pay ranges. This step can be done via a variety of methods, each with their own strengths and drawbacks; Evergreen discussed several options to value employee tenure, standardize employee progression moving forward, help reduce wage compression and bring employees closer to a competitive position in the market. Ultimately, a modified bring to market approach was selected for all employees. It was determined that employees would receive the Council approved 3.5 percent increase prior to the implementation of the modified bring to market. As such, all employees receive a minimum of a 3.5% increase and no employees are recommended for a decrease as a result of this study. This option is outlined below and the costs are shown in Exhibit 6F. EXHIBIT 6F IMPLEMENTATION OPTION AND COST SUMMARY Implementation Option Total-Base Salary Cost %of Payroll Bring to Market $310,583.86 1.0% Modified Bring to Market Bring to Min +1 Step: Employees over ° current Mid or Employees under Mid and $715,567.08 2.4/o Tenure >9 years • Modified Bring to Market This option is designed to move employees into the proposed pay plan equitably, reduce wage compression and provide for greater progression into the pay range based on employees current relationship to the midpoint. The criteria for placement is as follows: • Employees above the minimum of the new market competitive pay plan will be placed at the closest step without reducing their pay. • Employees with an annual salary that is currently below the minimum of the proposed pay range will be placed into the new range at the pay range minimum. • If the employee has a current annual salary that exceeds the midpoint of their current pay range, they will move one additional step when placed into their new pay range. Evergreen Solutions,LLC Page 6-14 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX • If the employee has a current annual salary below the midpoint of their current pay range but tenure of 9 years or more, they will move one additional step when placed into their new pay range. 6.3 PERFORMANCE EVALUATION REVIEW One of the deliverables of this study was to evaluate the current performance evaluation system and provide recommendations for the City to consider. The current performance evaluation system provides for employees to receive a review of their performance annually on the anniversary of their date of hire. It is understood that any change to the current process would require an ordinance review and approval. Evergreen was provided with the original job evaluation system manual that serves as the foundational document for employee appraisal for the City. Overview of the Job Evaluation Process The City of Port Arthur's job evaluation system was originally established through the 1986 Job Evaluation Manual prepared by Ralph Andersen & Associates. The system was designed to provide a structured, objective, and quantifiable method for determining the relative value of jobs across the organization. Job evaluation is distinct from employee performance appraisal: while performance evaluation measures how well an employee performs in a given role,job evaluation determines the internal worth of that role relative to other positions within the City. At the time of this writing, a current performance evaluation in use by the City was not available. The manual outlines a point-factor evaluation system with five compensable factors that together define the complexity and value of each position: • Education and Training - the knowledge, skill, and ability required to perform the job. • Decision-Making - the independence, impact, and discretion required in performing job duties. • Supervisory Responsibility - the degree of oversight exercised, including the number and type of staff supervised. • Contacts with Others - the nature, frequency, and purpose of internal and external interactions required by the position. • Working Conditions - the physical effort, hazards, and environmental demands inherent to the job. Positions are rated against each factor, with point values assigned at varying levels of complexity. These points are then summed to determine the relative placement of the classification in the City's pay structure. The system was designed to maximize objectivity, reliability, and comparability across jobs Evergreen Solutions,LLC Page 6-15 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX Benefits to the City The original job evaluation process offered several important benefits for Port Arthur: • Internal Equity - ensured positions with similar duties and responsibilities were compensated consistently. • Transparency - provided a documented, structured approach that reduced ad hoc decision-making. • Administrative Efficiency - offered guidelines and worksheets that standardized the process. • Strategic Alignment - allowed classification and pay to be aligned with organizational priorities at the time. Comparison to Modern HR Best Practices While the 1986 process was forward-thinking for its time, best practices in municipal government job evaluation have evolved significantly: • Competency-Based Models - Many cities now integrate competencies (e.g., leadership, communication, adaptability) alongside traditional point factors to capture broader aspects of value. • Market Responsiveness - Best practice models incorporate ongoing market data rather than relying solely on internal equity. • Technology Integration - Modern evaluation systems leverage online job analysis tools, dashboards, and HRIS integration to improve efficiency and transparency. • Employee Engagement - Today's best practices emphasize employee and supervisor participation throughout the process, building trust and buy-in. • Equity and Inclusion - Modern approaches pay greater attention to reducing bias and ensuring systems support diversity, equity, and inclusion objectives. Relative to these trends, Port Arthur's legacy job evaluation system remains strong in its structured point-factor methodology, but it would benefit from modernization that incorporates competencies, automation, and regular recalibration with external benchmarks. Recommendations for a New Performance Evaluation System While job evaluation defines the relative worth of positions, performance evaluation measures the effectiveness of employees in those positions. The City's last comprehensive study in 1986 did not provide a modernized performance management framework. Based on best practices observed from the regional market and nationwide, Evergreen recommends that the City adopt a new system with the following characteristics: Evergreen Solutions,LLC Page 6-16 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,7X • Balanced Emphasis on Tenure and Service Delivery- Employees should be recognized both for years of service(tenure)and for measurable improvements in service delivery. This balance rewards loyalty while reinforcing continuous improvement. • Competency-Linked Evaluations - Incorporate key competencies such as teamwork, communication, innovation, and customer service to align with organizational values. • Goal-Based Performance Plans - Require annual goal setting aligned with departmental and Citywide objectives, with progress reviewed mid-year and annually. • 360-Degree Feedback (where appropriate) - For leadership roles, integrate peer, subordinate, and stakeholder feedback to provide a holistic evaluation. • Clear Linkage to Pay and Development - Tie performance ratings to pay progression, professional development opportunities, and career pathing. • Technology Support - Implement an electronic performance management system to track evaluations, feedback, and progress over time. It will be important, whichever performance evaluation system is ultimately implemented that the process is subjective and is linked to known City approved desired service outcomes. Successful organizations provide clearly defined roles and responsibilities to employees and well-defined desired outcomes to be achieved from the work being performed. To ensure that employees can know "what a win looks like" in their role and identify areas for improvement, there should be a performance review based upon agreed upon and clearly defined metrics. The performance review should also align with the compensation philosophy of the organization so employee development and career progression are linked. For the program to be successful and lead to improved outcomes for employees and the City,the implementation and execution of the evaluation must be consistent and equitable. As was described in the in-person outreach sessions, not all departments still conduct a performance review; and, for those that do, virtually all receive a favorable review. Currently, the City policy is for employees to move one step each year on their anniversary date up to step five with most receiving some type of review. Most felt the performance evaluation really didn't matter because either there was no opportunity for additional compensation regardless of their performance or everyone received the same increase anyway. Furthermore, for employees at step 6 or higher in the current plan,they know a favorable review will not result in an opportunity for a step increase until their third year following the attainment of the midpoint of the pay range. In year three, employees who are reviewed favorably on their annual review will progress one step. This process, in effect, serves as a tenure-based progression policy. Employees that maintain employment with the City will most likely receive an annual step increase up until step five and a step increase every three years once above step five. However, there is no linkage to outcomes. If the desire of the City is to introduce a merit-based performance appraisal, Evergreen would be happy to help facilitate this process. This would be a significant shift from the current practice and would require the full support of the Mayor and Council. 4,, _, Evergreen Solutions,LLC Page 6-17 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX RECOMMENDATION 5: Based on the historical compensation philosophy to prioritize tenure rather than performance for City employees, it is the recommendation of Evergreen Solutions to phase out the practice of annual performance appraisals using the any existing appraisal forms. The City should develop new performance appraisal forms that meet the needs of today's workforce and align with desired operational outcomes. At a minimum, Evergreen recommends the addition of a leadership training program for City leaders required to perform annual appraisals. RECOMMENDATION 6: Evergreen recommends a performance evaluation process that would allow for employees to move one step each year based on performance that meets expectations. Evergreen recommends the City implement a process by which those who have performed in an exemplary way throughout the prior year be approved for an additional step increase and recognized for this achievement in a public meeting. These additional step increases would be set aside for the truly significant and recognizable achievements that contribute in a meaningful and measurable way to the City. 6.4 COMPENSATION AND CLASSIFICATION SYSTEM ADMINISTRATION Any organization's compensation and classification system will need periodic maintenance. The goal is to maintain internal and external equity as organization priorities shift, desired service level outcomes adjust and compensation philosophy changes organically occur with the approval and implementation of each subsequent fiscal budget. However, the overall consistency and integrity of the compensation structure should remain intact. One of the key issues negatively impacting the City today is the evolution of the compensation structure that resulted in a diversion from an equitable employee progression to the varied progression policy that exists today.The recommendations provided in this chapter were developed based on conditions at the time the study was conducted that were the result of consistent changes to the overall compensation structure. Without proper upkeep of the system,the potential for recruitment and retention issues may increase as the compensation and classification system becomes dated and less competitive. As stated previously in this report, the City has not conducted a comprehensive compensation study for more than 20 years. RECOMMENDATION 7: Conduct small-scale salary surveys as needed to assess the market competitiveness of hard-to-fill classifications and/or classifications with retention issues and adjust pay grade assignments if necessary. While it is unlikely that the pay plan as a whole will need to be adjusted for several years, a small number of classifications' pay grades may need to be reassigned more frequently. If one or more classifications are exhibiting high turnover or are experiencing difficulty with recruitment, the City should collect salary range data from peer organizations to determine whether an adjustment is needed for the pay grade of such classification(s). RECOMMENDATION 8: Conduct a comprehensive classification and compensation study every three to five years. While small-scale salary surveys can improve the market position of specific classifications impacted by new or short-term market forces, it is recommended that a full classification and Evergreen Solutions,LLC Page 6-18 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX compensation study be conducted every three to five years to preserve both internal and external equity for the City. Changes to classification and compensation do occur, and while the increments of change may seem minor, they can compound over time. This is evident when comparing the current system to the structure of the 1980's plan. While the previous two recommendations intend to maintain the competitiveness over time of the classification and compensation structure as a whole, it is also necessary to establish procedures for determining equitable pay practices for individual employees. RECOMMENDATION 9: Revise ordinances, policies and practices for moving employees' salaries through the pay plan, including procedures for performance evaluation, determining salaries of newly hired employees and employees who have been promoted, demoted, or transferred to a different classification. The method of moving salaries through the pay plan and setting new salaries for new hires, promotions, demotions, and transfers depends largely on an organization's compensation philosophy. However, it is important for the City to have established guidelines for each of these situations, and that they are followed consistently for all employees. As a result of the recommendations included in this report, it may be necessary to modify ordinances and employee policy's currently in place to fully implement the proposed plan. Common practices, observation and recommendations for progressing and establishing employee salaries are outlined below for the City to consider when formulating ordinance and/or policy updates. Salary Progression As outlined above, Evergreen recommends City enact the second phase of implementing the new pay plan which would involve a one-time salary adjustment for employees to ensure they are placed in the proper percentile of their salary range. While this major adjustment should be performed when the City has the financial resources to do so, the City should continue to adjust salaries annually when financially feasible. Based on the feedback from employees and City leadership, Evergreen recommends that the basis of salary adjustment in the future be done at three distinct levels. Structural, Classification and Individual with the individual providing for an increase for each year of service and additional for high or extraordinary performance. • Structural/Cost of Living: Adjustment to the ranges should be done annually with the aim of adjusting for the changes in cost of living. Evergreen recommends the City tie the annual compensation structure movement to the local change in the Consumer- Price Index (CPI). This annual adjustment will ensure the City's pay ranges do not rapidly fall out of line with that of its peers; however, when conducting the small-scale surveys referenced above, the City should also collect pay plan movement and anticipated movement from its peers to gauge if market movement is keeping pace with CPI movement • Classification/Market: As a result of the market surveys, the City may identify classifications or job families that are experiencing considerable market movement and as a result, reassignment of the pay grades should be considered when this occurs. Alternatively, if the City identifies classifications that have become hard to 4 Evergreen Solutions,LLC Page 6-19 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX recruit and retain, pay grade reassignment should also be considered to ensure the City is competitive for both recruiting new talent and retaining existing employees.Care should be given to ensure any pay grade reassignment would not create internal equity issues upon implementation. • Individual Tenure: To tie into the adjustment of the structure, Evergreen recommends the City adjust employee salaries annually based on years of service. This adjustment would be done for all employees who receive a satisfactory performance evaluation, and the percentage adjustments would need to be at least one step to allow for employee progression into the range. • Individual Performance: Moreover, based on the feedback from employees and the City's desire to recruit and retain a high-quality workforce, Evergreen recommends the City consider the implementation of an additional step increase for employees who receive above average performance evaluations. The City should exercise a differentiated percentage for high performers that met the financial constraints of the budget while still providing a meaningful incentive for high performance. New Hires A new employee's starting salary largely depends on the amount of education and experience the employee possesses beyond the minimum requirements for the job. Typically, an employee holding only the minimum education and experience requirements for a classification is hired at or near the classification's pay grade minimum. An upper limit to the percentage above minimum that can be offered to a new employee with only the minimum requirements should be established, where approval is needed to offer a starting salary that is a higher percentage above minimum. Another threshold should be established as the maximum starting salary possible without approval for new employees with considerable experience and/or education above the requirements for the position. It is common for the midpoint to be used as the maximum starting salary for most classifications. Once the City has performed the initial implementation adjustment for current employee salaries, new employee starting salaries should take into consideration internal equity, meaning that new hires should be offered comparable salaries to existing employees in the classification with similar levels of education and experience. If pay ranges are set at the desired market competitive rate, there are very few instances where a new hire would be placed above the minimum unless the applicant could verify relevant outside experience. RECOMMENDATION 10: Evergreen recommends the City review and, where necessary, update its policy regarding promotions/demotions and transfers to align with its new compensation structure. Evergreen recommends the City implement a minimum increase equal to the midpoint progression between the employee's current grade, and the employee's new grade. However, the employee's salary should always be increased to at least the minimum of the new salary range. In the case of demotions, Evergreen recommends a minimum salary decrease equal to the midpoint progression between the employee's current grade, and the employee's new grade,except in cases where this percent decrease would reduce the employee's salary below the new range minimum. If the employee's salary exceeds the new range maximum after the Evergreen Solutions,LLC Page 6-20 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX pay decrease,the employee should be capped from receiving any salary adjustments until the pay moves upward to allow for increases. Promotions When an employee is promoted to a new classification, it is important to have guidelines for calculating the employee's new salary that rewards the employee for their new responsibilities, moves the salary into the new pay grade, and ensures internal equity in the new classification. It is common for organizations to establish a minimum percentage salary increase that depends on the increase in pay grade as a result of the promotion. Regardless of the minimum percentage increase, the employee's new salary should be within the new pay grade's range,and internal equity of salaries within the classification should be preserved. Currently layered within the annual tenure step increase is a promotion policy that mandates employees receive a minimum longevity increase. Evergreen recommends the retention of this practice of valuing tenure via longevity bonus based on years of overall years of service to the City. This can be a differentiator in the market and serve to demonstrate how the City values the loyalty of service. Transfers An employee transfer occurs when an employee is reassigned to a classification at the same pay grade as their current classification or when an employee's classification stays the same, but their department changes. In either of these cases, it is likely that no adjustment is necessary to the employee's salary.The only situation in which a salary adjustment would be needed for a transferred employee would be if their current salary is not aligned with the salaries of employees in the new classification or department. If that occurs, it may be necessary to adjust the salary of the employee or the incumbents of the classification to ensure salary equity within the new classification. 6.5 SUMMARY The City of Port Arthur has demonstrated a strong commitment to building a modern, fair and competitive compensation system. City leadership has embraced this study as an opportunity to move beyond outdated structures and implement a system that reflects the realities of today's workforce.The recommendations outlined in this report establish a market-driven pay plan, an internally equitable classification structure, and strategic system administration practices that will ensure Port Arthur remains a competitive and desirable employer for years to come. This study represents a significant step forward in modernizing Port Arthur's approach to compensation and classification. The collaboration and dedication of the City's leadership including the Assistant City Manager, HR Director and staff have been instrumental in ensuring a transparent, data-driven process. Their commitment to fairness, equity, and fiscal sustainability has resulted in recommendations that will enhance the City's ability to attract, retain, and reward talented employees while ensuring fiscal responsibility and long-term workforce stability. 4 Evergreen Solutions,LLC Page 6-21 Chapter 6-Recommendations Compensation,Classification and Benefits Study for the City of Port Arthur,TX For too long, the City's pay structure has been shaped by outdated practices that no longer align with the realities of today's workforce or the south Texas labor market. This study provides a roadmap to move beyond past limitations and transition into a modern,competitive compensation system that better serves both employees and the community. By reclassifying positions, updating job descriptions, and establishing a structured, market-driven pay plan, the City will create a fairer, more transparent system that is easier to manage and sustain. These changes will help ensure that Port Arthur is positioned as an employer of choice, capable of competing for top talent in a rapidly evolving job market. Once implemented, these changes will not only improve internal equity and pay consistency but also enhance the City's ability to deliver high-quality services to the community. A well- compensated and motivated workforce leads to increased employee engagement, reduced turnover, and improved service delivery for residents and businesses. Additionally, the recommendations establish a framework for maintaining competitiveness in the years ahead through structured market reviews and proactive compensation adjustments. The City's leadership should take great pride in completing this comprehensive study, which will have a lasting positive impact on employees and the community alike. 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"".,m^ming4,1 . :Z .4:4s:S.7,D ""S6"reMZT o ""m Recommended Title ACCOUNTING SPECIALIST ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE SPECIALIST I ADMINISTRATIVE SUPPORT COORDINATOR ADMINISTRATIVE SUPPORT SPECIALIST ADMINISTRATIVE SUPPORT SUPERVISOR ANIMAL SERVICES OFFICER ANIMAL SERVICES SUPERVISOR APPLICATION SUPERVISOR AQUATIC SPECIALIST ASSISTANT CITY ATTORNEY II ASSISTANT CITY MANAGER/ADMINISTRATION ASSISTANT CITY MANAGER/OPERATIONS ASSISTANT CITY SECRETARY ASSISTANT DIRECTOR OF ECONOMIC DEVELOPMENT ASSISTANT DIRECTOR OF FINANCE _ ASSISTANT DIRECTOR OF HEALTH SERVICES _ ASSISTANT DIRECTOR OF UTILITY ASSISTANT DIRECTOR OF UTILITY SERVICES ASSISTANT MUNICIPAL COURT CLER ASSISTANT SANITATION SUPERINTE _ ASSISTANT TO CITY MANAGER BREASTFEEDING PEER COUNSELOR BUDGET AND COMPLIANCE ANALYST BUILDING INSPECTOR I BUILDING INSPECTOR II BUILDING INSPECTOR II/ELECTRI BUILDING OFFICIAL BUSINESS ANALYST II CASHIER CHIEF OF POLICE - -- CHIEF SANITARIAN CIP PROGRAM MANAGER CIP PROJECT ENGINEER CITY ATTORNEY CITY MANAGER CITY SECRETARY CIVIC CENTER DIRECTOR CODE ENFORCEMENT MANAGER COLLECTIONS MANAGER COMMUNITY SERVICE AIDE II COMPLIANCE OFFICER Wage and Compensation Plan Study-2025 Recommended Title AL CONSTRUCTION SPECIALIST COURT CLERK CUSTODIAN CUSTODIAN CUSTODIAN CUSTOMER SERVICE SPECIALIST DEPUTY BUILDING OFFICIAL DEPUTY MUNICIPAL COURT CLERK DEPUTY REGISTRAR DEVELOPMENT SERVICES MANAGER DIRECTOR OF FINANCE DIRECTOR OF FLEET AND TRANSIT OPERATIONS DIRECTOR OF HEALTH SERVICES DIRECTOR OF HUMAN RESOURCES DIRECTOR OF INFORMATION TECHNOLOGY DIRECTOR OF LIBRARY SERVICES DIRECTOR OF PARKS&RECREATION DIRECTOR OF PLEASURE ISLAND _ DIRECTOR OF PUBLIC WORKS DIRECTOR OF UTILITY OPERATIONS DISEASE INTERVENTION SPECIALIST DRAINAGE SUPERINTENDENT - EDC BUS ATTRACT, RET&EXP MGR EDC CEO EDC FINANCIAL OPERATIONS OFFICER EDC WORKFORCE&COMMUNITY MGR ELECTION TECHNICIAN ELECTRICIAN II ELIGIBILITY/BILLING CLERK ENGINEER I ENGINEERING IN TRAINING ENVIRONMENTAL HEALTH INSPEC I ENVIRONMENTAL HEALTH SUPERVISOR ENVIRONMENTAL OPERATIONS MGR EPIDEMIOLOGIST/SURVEILLANCE EQUIPMENT MECHANIC I EQUIPMENT MECHANIC I EQUIPMENT MECHANIC II EQUIPMENT OPERATOR I EQUIPMENT OPERATOR I EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III EQUIPMENT SERVICE MANAGER Wage and Compensation Plan Study-2025 .111.11 Recommended Title EQUIPMENT SERVICES SUPERVISOR EQUIPMENT SERVICES TECHNICIAN I EVIDENCE TECHNICIAN EXECUTIVE ASSISTANT EXECUTIVE ASSISTANT CITY MGR FACILITIES MAINTENANCE SUPERVISOR FACILITIES MAINTENANCE SUPERVISOR FACILITIES MAINTENANCE TECHNICIAN I FIRE CHIEF FORENSIC SPECIALIST GIS COORDINATOR GRANTS MANAGER GRANTS PROGRAM SPECIALIST HOUSING&NBGHD REVITAL MGR HOUSING INSPECTOR I HOUSING INSPECTOR II HR TRAINING&DEVELOPMENT COOR HUMAN RESOURCES ANALYST INTERNAL CONTRACT SPECIALIST INVENTORY TECHNICIAN IT INTERN IT SUPPORT SPECIALIST JUVENILE CASE MANAGER KENNEL TECHNICIAN LANDFILL OPERATIONS SUPERINTENDENT LEAD ADMINISTRATIVE ASSISTANT LEAD ADMINISTRATIVE SPECIALIST LEAD ANIMAL CONTROL OFFICER LEAD EQUIPMENT MECHANIC LEAD EQUIPMENT OPERATOR LEAD EQUIPMENT SERVICES TECHNICIAN LEAD MAINTENANCE TECHNICIAN LEAD UTILITY MAINTENANCE MECHANIC LEAD UTILITY MAINTENANCE TECHNICIAN LEGAL SECRETARY LEGAL SOFTWARE INTEGRATION ANALYST LIBRARIAN I LIBRARIAN II LIBRARY ASSISTANT LIBRARY CLERK LICENSED VOCATIONAL NURSE I LICENSED VOCATIONAL NURSE II LICENSED VOCATIONAL NURSE III Wage and Compensation Plan Study-2025 Recommended Title LOAN SPECIALIST MAINTENANCE CREW SUPERVISOR MANAGER,UTILITY COMPLIANCE EN MEDICAL RADIOLOGY TECHNICIAN METER SERVICES TECHNICIAN I MUN HEALTH MEDICAL ASST II MUNICIPAL COURT JUDGE _ NETWORK INFRASTRUCTURE SPECIAL NETWORK INFRASTRUCTURE/SECURIT _ NFP NURSE HOME SUPERVISOR NFP NURSE HOME VISITOR PARKS COORDINATOR PAYROLL ANALYST PERMIT TECHNICIAN I PIPEBURSTING SUPERINTENDENT PLUMBING INSPECTOR POLICE AIDE POLICE AND FIRE SUPPORT COORD POLICE RECORDS SUPERVISOR PROJECT COORDINATOR PROJECT MANAGER PUBLIC HEALTH NURSE II PUBLIC HEALTH PREPARER PUBLIC INFORMATION OFFICER PUBLIC WORKS SPECIALIST PURCHASING ASSISTANT PURCHASING MANAGER RECREATION COORDINATOR RECREATION TECHNICIAN I RECREATION TECHNICIAN II RECREATION/AQUATIC SPECIALIST REFERENCE LIBRARIAN REGISTERED NURSE REGISTRAR ROADWAY DESIGNER-ENGINEERING RV PARK COORDINATOR SAFETY SPECIALIST SANITARIAN SANITATION SUPERINTENDENT SENIOR CASHIER SENIOR ENGINEERING TECHNICIAN SENIOR LIBRARY CLERK SENIOR PLANNER Wage and Compensation Plan Study-2025 Recommended Title SERVICE DESK SUPERVISOR SIGN AND PAINTING TECH SIGNS AND SIGNAL TECH SOLID WASTE ATTENDANT SOLID WASTE SERVICES SUPERVISOR SOLID WASTE SERVICES TECHNICIAN I SR.GRANTS PROGRAM SPECIALIST SR.LEGAL ASSISTANT STREET ROUTE SUPERVISOR STREETS SUPERINTENDENT _ SYSTEM ADMINISTRATOR I TELECOMMUNICATION OFFICER TELECOMMUNICATION OFFICER II TRAFFIC&ELECTRICAL SUPT TRANSIT MAINTENANCE SUPERVISOR TRANSIT OPERATOR TRANSIT SYSTEM DISPATCHER TRANSIT UTILITY TECHNICIAN I r TREATMENT PLANT OPERATOR I TREATMENT PLANT OPERATOR I TREATMENT PLANT OPERATOR II TREATMENT PLANT OPERATOR II TREATMENT PLANT OPERATOR TRAINEE TREATMENT PLANT OPERATOR TRAINEE TREATMENT PLANT SUPERINTENDENT UTILITIES MAINTENANCE MECHANIC UTILITIES MAINTENANCE MECHANIC SUPERVISOR UTILITY ACCOUNT CLERK UTILITY BILLING SUPERVISOR UTILITY DISPATCHER/CLERK UTILITY MAINTENANCE TECHNICIAN I UTILITY MAINTENANCE TECHNICIAN II UTILITY MAINTENANCE TECHNICIAN II UTILITY OPERATIONS DIRECTOR UTILITY PURCHASING SPECIALIST UTILITY PURCHASING SUPERVISOR UTILITY SERVICE REPRESENTATIVE UTILITY SERVICES TECHNICIAN I UTILITY SERVICES TECHNICIAN II WASTEWATER MAINTENANCE SUPERVISOR WASTEWATER TREATMENT PLANT SUPERINTENDENT WASTEWATER TREATMENT PLANT SUPERVISOR WASTWATER MAINTENANCE SUPERVISOR Wage and Compensation Plan Study-2025 Recommended Title WATER MAINTENANCE SUPERVISOR WATER METER SERVICE CREW SUPERVISOR WATER PURIFICATION SUPERINTENDENT WATER QUALITY ANALYST WATER QUALITY ANALYST WATER SYSTEM MAINTENANCE SUPERINTENDENT WATER UTILITIES ANALYST/INSPEC WATER UTILITIES MAINTENANCE SUPERINTENDENT WATER UTILITIES MAINTENANCE SUPERVISOR WEBSITE/DIGITAL CONTENT MGR WEED CONTROL SUPERVISOR WELDER WIC CERTIFIED SPECIALIST WIC CERTIFYING AUTHORITY WIC CLINICAL SUPERVISOR WIC DIRECTOR • WIC IBCLC • Wage and Compensation Plan Study-2025