HomeMy WebLinkAboutPackets - Council Packets (198)
AGENDA
ORO VALLEY TOWN COUNCIL
STUDY SESSION
April 23, 2014
ORO VALLEY COUNCIL CHAMBERS
11000 N. LA CAÑADA DRIVE
STUDY SESSION AT OR AFTER 4:00 PM
CALL TO ORDER
ROLL CALL
1. PRESENTATIONS AND DISCUSSION REGARDING THE FY 2014/15 TOWN MANAGER'S
RECOMMENDED BUDGET
FUTURE AGENDA ITEMS (The Council may bring forth general topics for future meeting agendas.
Council may not discuss, deliberate or take any action on the topics presented pursuant to ARS
38-431.02H)
ADJOURNMENT
POSTED: 4/16/14 at 5:00 p.m. by mrs
When possible, a packet of agenda materials as listed above is available for public inspection at least 24
hours prior to the Council meeting in the office of the Town Clerk between the hours of 8:00 a.m. – 5:00
p.m.
The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a
disability needs any type of accommodation, please notify the Town Clerk’s Office at least five days prior
to the Council meeting at 229-4700.
CC-1415 Item # 1.
Town Council Study Session
Meeting Date:04/23/2014
Requested by: Stacey Lemos Submitted By:Stacey Lemos, Finance
Department:Finance
Information
SUBJECT:
PRESENTATIONS AND DISCUSSION REGARDING THE FY 2014/15 TOWN MANAGER'S
RECOMMENDED BUDGET
RECOMMENDATION:
N/A
EXECUTIVE SUMMARY:
The following presentations are scheduled for this budget study session and will cover programs and
costs included in the FY 2014/15 Recommended Budget:
1. Salary Market Study Implementation by Ruth Ann Eledge, Chief Executive Officer, The Waters
Consulting Group
2. Dental Self-funded Coverage by Oscar Diaz, Vice President of Operations, CBIZ Benefits and
Insurance Services, Inc.
3. On-site Health and Wellness Clinic by Frances Ducar, President, Healthcare Solutions Centers, LLC
4. Children's Museum Tucson Satellite Location in Oro Valley by Michael Luria, Executive Director,
Children's Museum Tucson
A public hearing is scheduled for the adoption of the FY 2014/15 Tentative Budget on May 7, 2014. The
Tentative Budget establishes the maximum expenditure limit for the upcoming fiscal year. A second
public hearing is scheduled for the adoption of the FY 2014/15 Final Budget on May 21, 2014.
BACKGROUND OR DETAILED INFORMATION:
N/A
FISCAL IMPACT:
N/A
SUGGESTED MOTION:
N/A
Attachments
Attachment 1 - Waters Consulting Group - 2013 Compensation Study
Attachment 2 - Dental Benefits
Attachment 3 - On-Site Health & Wellness Clinic
Attachment 4 - Satellite Childrens's Museum
1
2013 Compensation Study
Final Report
Town of Oro Valley
Dallas | Austin | Cleveland | Denver
Human Resource Management Consulting
Web Based HR Management Tools
Executive Recruitment
2
SECTION A | EXECUTIVE SUMMARY
BACKGROUND
The Waters Consulting Group, Inc. (WCG) was retained by the Town of Oro Valley, Arizona to conduct a pay
and benefits study. The Town has expressed an interest in developing a market-based compensation
program for its employees. This report presents the methodology and findings of our research and analysis.
The report is organized into five sections as follows:
n Section A Executive Summary
n Section B Project Methodology
n Section C Implementation Plan and Recommendations
n Section D Proposed Salary Administration Guidelines
n Section E Supporting Appendices
PROJECT ELEMENTS
An organization’s compensation plan is one of the most important elements of its human resources program.
The compensation plan supports virtually every other component of the human resources functions including
recruitment and retention, training, workforce planning and resource allocation, and performance
management.
The compensation plan ensures the ability to:
n Attract and retain qualified, high-performing talent for all positions;
n Compete with similar employers for employees;
n Effectively and efficiently manage financial resources; and
n Define compensation opportunities for positions which accurately reflect differences
and similarities in levels of responsibility and accountability within the organization.
3
By choosing to review its current systems, the Town of Oro Valley has made a commitment to update its
classification and compensation programs. Based on the identified needs of the Town, this multi-phase
project was structured to achieve the following objectives:
n Develop a compensation program that is externally competitive for all positions
covered by the scope of the project;
n Define compensation opportunities for positions which accurately reflect differences
and similarities in levels of responsibility and accountability within the Town ;
n Collect market data and conduct a market review for the Town’s job classifications ;
n Review the competitiveness of the Town’s benefits offerings;
n Build market-based salary structures; and
n Provide a system that meets the highest levels of accountability, is sustainable, and
recognizes the Town’s responsibility as stewards of the tax payers’ dollars.
The resulting tangible products are:
n A compensation philosophy that provides guiding principles and direction in the future
administration and maintenance of its total compensation system.
n Confirmation that the current salary structure and benefits offerings are competitive
with the external market.
n Feedback and guidance in the update of its performance management system.
n Assistance and support in continuing to manage and maintain the Town’s
compensation system.
4
SECTION | B
PROJECT METHODOLOGY
5
SECTION B | PROJECT METHODOLOGY
INTRODUCTION
This review included the development and adoption of a compensation philosophy, the collection of pay and
benefits data, and an evaluation of the competitiveness of the Town’s compensation package.
DATA COLLECTION AND MARKET REVIEW
The initial step in determining market competitiveness is to identify comparable organizations from which to
collect market data. Initial discussions and project work included defining the “competitive market” (the
benchmark organizations) and to provide solid definitions of the positions for which valid salary data can be
collected.
Selection of Benchmark Organizations
The goal in selecting employers is to include organizations or agencies that define the Town’s labor market. A
labor market is generally that group of employers with which the organization most likely competes for
qualified employees as well as organizations that provide similar types of services.
Three important criteria should be used in identifying the benchmark organizations:
n Employer Size and Complexity – As a rule, the more similar employers are in size and
complexity, the greater the likelihood that comparable positions exist within both
organizations. Specifically, organizations of a size and complexity similar to that of the
Town are more likely to have a departmental structure and an organization of positions
similar to the Town than are organizations significantly smaller or larger in size.
n Geographic Proximity – The geographic proximity of potential survey employers should
also be considered in identifying an organization’s labor market. This factor is
particularly important because it identifies those employers that directly compete with
the Town to recruit and retain personnel. Furthermore, by selecting employers within
reasonably close geographic proximity, the resulting labor market is most likely to be
reflective of the region’s cost of living, growth rate, and other demographic
characteristics.
n Nature of Services Provided – The type and scope of services provided may also be
used to set an organization’s labor market. Logically, employers who provide similar
products and services are more likely to compete with one another for talent and are
most likely to have comparable positions and similar organizational structures.
6
Based on the criteria cited above, WCG Consultants and the Town determined relevant benchmark
organizations. The following employers were confirmed as comparator employers and contacted to provide
compensation data. Organizations with an asterisk actually responded to the survey.
Benchmark Organizations
Private sector data from Economic Research Institute was utilized in the market analysis. Private sector data
was weighted 25% while public sector data was weighted 75% in the analysis.
Benchmark Positions
For the purpose of this study, eighty (80) Town classifications were benchmarked and included in the survey
document. Job summaries for each job title were written and included in the survey document. Each
responding organization was asked to match positions based on job summary rather than job title. Matches
and data provided by benchmark organizations were reviewed to ensure appropriate matching and
additional data, including job descriptions and organizational charts, were reviewed when questions arose
regarding matches.
Salary data was collected and aged to be effective July 1, 2014. The number of positions with valid data is a
majority of all of the Town of Oro Valley’s classifications and provided statistically significant data for analysis.
A summary of the survey results are included in Appendix A. Oro Valley’s benefits offerings as well as
incumbent salaries and pay ranges were then compared to information from the identified markets.
City of Avondale*
City of Chandler*
City of Glendale*
City of Goodyear*
City of Maricopa*
City of Mesa
City of Peoria*
City of Phoenix
City of Scottsdale
City of Surprise*
City of Tempe
City of Tucson*
Community Water*
Maricopa County*
Metro Water*
Pima County*
Sahuarita Water*
Town of Gilbert*
Town of Marana*
Town of Sahuarita*
7
Market Comparisons
Non-sworn general employees:
Range analysis for civilian jobs is completed by comparing midpoints of current ranges to the geographically
adjusted, weighted average market data for each benchmark job within their respective range. Market
average salaries were also compared with the Town’s current incumbent salaries. For purposes of this
analysis, non-sworn public safety were included in this category of employees. Survey data indicated that the
incumbent salaries and midpoints within their current pay structure are, on average, lagging with the
benchmark organizations. Please note that this is an average of all data and some positions are more
competitive than others.
Public Private Combined*
n Range midpoints -7.5% -5.3% -7.3%
n Incumbent average salaries -13.8% -13.7% -13.5%
*not a simple average, but an average of all data points
Market data was also collected on Mayor and Council salaries. The following provides the competitiveness of
their actual pay:
n Mayor -25.3%
n Council Member average salaries - 3.2%
Sworn Public Safety comparisons:
To illustrate the market competitiveness of the Public Safety sworn pay ranks, the analysis compared
geographically adjusted market average entries and maximums to the current range minimums and
maximums. Range minimums and maximums were lagging with market average range minimums and
maximums.
n Range minimum - 5.2%
n Range maximum -12.3%
8
BENEFITS ANALYSIS
The study also include a review of responses to the following benefit offerings questions that were included
in the survey document:
· Leave including holidays, vacation, sick, sick leave accumulation and payout, and other paid
leave
· Medical insurance coverage and costs
· Dental and vision coverage
· Disability benefits
· Life insurance benefits
· Retirement, savings, and deferred compensation benefits
· Longevity
A separate report has been provided on the market competitiveness of these benefits. The Town was found
to be competitive with its comparator organizations in most benefits offerings with the following areas
summarized:
· Vacation and sick leave have similar accruals with more tenured employees receiving slightly
higher vacation by two days
· Medical Insurance monthly premiums are lower on average than benchmarks for each level
of coverage
· Employee percent payment of premium is higher (5-6%) for all coverage except employee
only
· Retirement benefits are similar to other benchmarks
· Dental and vision benefits are competitive
SALARY STRUCTURE DEVELOPMENT
The salary structures define the pay opportunities for jobs in the organization. The following design issues
were taken into account as the structures were developed:
1) The width of the pay grades.
2) The midpoint progression from one grade to the next.
3) The overlap of one grade with adjacent grades.
4) Management philosophy and organizational financial resources.
Update of the General Employees Pay Structure: Two separate pay structures were developed for non-
sworn employees: General and Part-time. The pay structure for the general positions were developed by
9
placing jobs in grades based on the job evaluation hierarchy, plotting market data based on grade placement
and then drawing pay lines through the data that blended the market data to establish smooth progression
between grades within the pay structure. Non-sworn jobs such as Dispatcher, previously in the Police
Structure, have been moved to the General Structure as their market is more closely aligned with non-sworn
positions when reviewed in the study. The Part-time Structure has been developed using hourly rate market
data for individual positions. The draft salary structures are included in Appendix B. As indicated earlier, the
General Structure was designed using salary survey data to develop range midpoints. The proposed structure
was designed to achieve a competitive level compared to the market data collected from private sector data
as well as public sector sources on the Town’s benchmark classifications. The proposed spreads were
determined by identifying the average spreads in all benchmarks. Geographically adjusted, weighted average
salaries were used to establish the pay structure and recommended ranges.
Update of the Sworn Public Safety Pay Schedules: Structure for the Police sworn positions were also
updated. Average market range minimums, maximums, and average spreads were used to update the
structures. Each range was evaluated and adjusted individually, when needed, to place the range minimum
and maximum in a competitive relationship with market data. Steps of 5% for the first seven steps were
maintained in the proposed structure for the ranks of Officer, Lead Officer, and Detective. Steps of 2.5%
were retained in the Sergeant rank range for five steps. Additional “master” steps of 1.5% were included for
all ranks but number of additional steps vary and were based on the average spreads for ranges. Ranks
below the Sergeant grade have seven additional 1.5% steps and the Sergeant rank has five additional
“master” steps of 1.5%
In reviewing its current market position and management philosophy, the Town is adopting a market policy
of 100% of the market average minimums and maximums for sworn Police classifications and 100% of the
geographically adjusted, weighted average market salaries to guide the development of the non-sworn
structures. Further explanation of market weighted average salaries is included in Section IV Salary
Administration Guidelines. These relationships should be maintained with market for future administration of
the pay plan.
SALARY ADMINISTRATION GUIDELINES
To facilitate the program operation, comprehensive salary administration guidelines were written. The
guidelines encompass the following areas:
n Management pay philosophy;
n Compensation program objectives;
n Pay structure maintenance;
n Guidelines for salary increases; and
n Policy with regard to promotions, adjustments, and starting salaries.
10
The Salary Administration Guidelines provided in Section IV are included as part of this Report.
11
SECTION | C
IMPLEMENTATION OPTIONS AND RECOMMENDATIONS
FOR ADMINISTRATIVE GUIDELINES
12
SECTION C | IMPLEMENTATION OPTIONS AND RECOMMENDATIONS FOR
ADMINISTRATIVE GUIDELINES
INTRODUCTION
The following guidelines are provided for the Town of Oro Valley’s consideration in implementing any
approved changes to its compensation plan. In determining the exact course of action, consideration should
be given to the organizational philosophy, internal environment, and the organization’s fiscal resources. It is
critical to also blend in the philosophy and input of the governing body of the Town in order to build a viable
program. These guidelines were developed utilizing generally accepted compensation practices.
SALARY STRUCTURE DESIGN
In developing pay plans that align with the needs of an organization, several considerations should be
addressed including the overall objectives and priorities of the compensation program, characteristics of the
current workforce, the organization’s target competitive position, the supply and demand of labor, the
administrative capabilities of the organization for maintaining the program, financial resources, and the role
of performance in the salary determination process. In response to the Town ’s objective of building a
compensation program that is internally equitable, externally competitive, sustainable, easy to understand
and administer, and aligned with the Town ’s human resources strategies, the following blueprint was used
to create the recommended salary structure:
n Three pay structures have been recommended for implementation: General, Part-time,
and Public Safety Sworn.
The plans are designed for all employees.
n Ranges for the General and Hourly positions are open ranges. Public Safety Sworn up
through the Detective rank have seven steps with 5% increments followed by five
“master” steps of 1.5% increments. Ranges for the Sergeant rank have been developed
with five steps using 5% increments between each followed by five “master” steps of
1.5%
n Spreads (minimum to maximum rates of pay) have been maintained at 50% for the
General Structure based on market average spreads. Spreads for Public Safety Sworn
ranges have been modified from 37% to 34% for all ranks except the Sergeant rank.
The Sergeant rank range spread has been increased from 8% to 10% to reflect market
average spreads. Master steps are added on top of the range spread of each rank.
13
IMPLEMENTATION OF THE PROPOSED PLAN
Implementation of the new compensation program requires specific procedures for the placement of
employees into the proposed salary structure. The approach selected must ensure all employees are treated
fairly during transition and that recommended salaries are determined in a consistent and fair manner.
Moreover, the implementation plan selected must be consistent with the organization’s ability to fund the
program. Listed below is the recommended implementation approach, which does not include any
decreases in actual pay:
n Step 1 –Adoption of the various Pay Plans and implementation. It is recommended
that the Town approve the proposed structures.
n Step 2 – Placement into new salary range. Effective with implementation of a pay
structure, all employees should be placed in their proposed pay schedule in the
designated pay grade for their position as identified in the study results
n Step 3 – Salary Adjustments to the Range Minimum. Adjustments are recommended
to provide pay increases to the minimum of the proposed range for any employee
whose salary falls below the entry of the pay grade designated for their job.
n Step 4 – Salary Adjustments within the Proposed Pay Range.
In order to place employee pay in the General and Part-time Structures within their
proposed range, it is recommended that each employee’s pay be reviewed to ensure
appropriate range penetration based on the employee’s length of time in their current
position. Each employee’s pay was reviewed to determine if it was at least 2.0% above
the entry of their proposed ranged for each year in the current position. To ensure
affordability, adjustments based on range penetration were capped at 6%. In order to
place sworn employees on step, it is recommended that each sworn employee’s pay be
adjusted to the same step in their proposed grade.
As a result of the implementation plan, no employee will have a reduction in pay and no employee will
receive an adjustment above the maximum of his or her designated pay range.
SALARY ADJUSTMENTS - GENERAL MAINTENANCE
Policy regarding salary adjustments following the implementation of the new program should be established.
The following practices are recommended for continued maintenance of the program:
n Employees Above the Maximum of Their Pay Grade – It is recommended no employee
be given an increase that would raise their salary above the maximum of the pay grade.
Furthermore, employees who accept voluntary demotions will be limited to the
maximum of the new pay grade.
14
n Employees Below the Minimum of Their Pay Grade - It is recommended that
employees always be brought to the minimum of their pay grade when a pay structure
is adjusted.
n Pay Movement Based on Performance – It is recommended that The Town of Oro
Valley consider using average market movement and performance as criteria for future
movement through the pay range.
SALARY ADJUSTMENTS - LONG TERM
Market Movement Structure Adjustment
During the budget process, the Town may consider the amount of adjustment appropriate to adjust the
midpoint of General and Part-time employee ranges and minimums of sworn salary ranges to market. This
decision should take into account available funds, current economic trends, and the relative position of the
Town to the market, etc.
Keeping in mind the dynamic nature of the market, the Town should set a policy to maintain a competitive
position within the market and develop a strategic framework toward achieving this goal, relative to
competing fiscal demands and other fiscal constraints. That is, if the Town decides to adjust its pay structure
to maintain its market competitive position, it must include these considerations in the annual budget
calculations. It is recommended that the Town annually survey the changes in pay structures that are being
provided in the region and provide a general adjustment to the Town’s pay structures that is similar to
average percent market movement in the benchmark organizations. This review can be completed by
surveying benchmark organizations to determine how much, if any, structures are anticipated to move in the
proposed fiscal year. Alternatively, WorldAtWork, compensation’s professional organization, publishes
market movement for geographic areas across the country.
Individual Salary Increases
A policy on individual salary adjustments resulting from structure adjustment is required. It is recommended
employees receive salary increases equal to the structure adjustment in order to remain on step and/or at
their relative position within their pay range. Failure to include this adjustment could lead to internal pay
equity issues as new employees are hired in at varying rates that may result in pay compression between
new hires and tenured employees. This policy does not cover special salary treatment to adjust salaries for
external market and internal individual employee pay inequities.
15
SALARY ADJUSTMENTS - GENERAL MAINTENANCE
In order to maintain its competitive relationship to the market, policy decisions regarding future salary
adjustments should be established. The following practices are recommended for continued maintenance of
the program:
n Employees Above the Maximum of Their Pay Grade – It is recommended no employee
be given an increase that would raise their salary above the maximum of the pay grade.
Furthermore, employees who accept voluntary demotions will be limited to the
maximum of the new pay grade.
n Employees Below the Minimum of Their Pay Grade - It is recommended that
employees always be brought to the minimum of their pay grade when a pay structure
is adjusted.
n Pay Movement with Structure Movement- A policy on individual salary adjustments
resulting from structure adjustment is required. It is recommended employees receive
salary increases equal to the structure adjustment in order to remain at their relative
position within their pay range. Failure to include this adjustment could lead to
internal pay equity issues as new employees are hired in at varying rates that may
result in pay compression between new hires and tenured employees. This policy does
not cover special salary treatment to adjust salaries for external market and internal
individual employee pay inequities.
n Pay Movement Based on Performance – It is recommended that the Town of Oro
Valley use performance as criteria for future movement through the pay range. The
Town will need to ensure that its current Performance Management System provides
fair, objective, and consistent evaluations.
SALARY ADJUSTMENTS - LONG TERM
Market Movement Structure Adjustment
During future budget processes, the Town may consider the amount of adjustment appropriate to adjust the
midpoint of general employee ranges and minimums and maximums of sworn salary ranges to market. This
decision should take into account available funds, current economic trends, and the relative position of the
Town to the market, etc.
Keeping in mind the dynamic nature of the market, the Town should set a policy to maintain a competitive
position within the market and develop a strategic framework toward achieving this goal, relative to
competing fiscal demands and other fiscal constraints. That is, if the Town decides to adjust its pay structure
to maintain its market competitive position, it must include these considerations in the annual budget
calculations. It is recommended that the Town annually survey the changes in pay structures that are being
16
provided in the region and provide a general adjustment to the Town’s pay structures that is similar to
average percent market movement in the benchmark organizations. This review can be completed by
surveying benchmark organizations to determine how much, if any, structures are anticipated to move in the
proposed fiscal year. Alternatively, WorldAtWork, compensation’s professional organization, publishes
market movement for geographic areas across the country.
17
SECTION | D
COMPENSATION ADMINISTRATIVE GUIDELINES
18
SECTION D | COMPENSATION ADMINISTRATIVE GUIDELINES
BASIC PHILOSOPHY AND OBJECTIVES
Philosophy
The Town of Oro Valley has developed a compensation philosophy to establish and administer an equitable
program that provides consistent treatment for all employees. Position responsibility and market
information are the key considerations in determining employee salaries. WCG recognizes that the Town is
dedicated to providing an atmosphere that demonstrates a commitment to service, excellence, and customer
satisfaction. WCG’s challenge during this project has been to recommend a compensation strategy that
constitutes a good “fit” to Oro Valley’s management philosophy. The purpose of a compensation program is
to attract, retain, and motivate employees by offering pay opportunities commensurate with their position’s
internal and external value.
Objectives
The objectives of the Town’s compensation program are:
n To clearly define the essential functions of each position.
n To reinforce employee perception of fair compensation between classifications and
with comparable classifications outside the organization.
n To establish a program that is understandable to employees, fiscally sound and cost
effective, and easily administered and maintained.
n To establish a pay grade for each job classification that is based on a systematic
blending of the position’s internal worth to the organization and its external value in
the market.
n To provide a methodology that allows the Town to determine market-based
adjustments consistent with the Town’s ability to pay.
19
COMPENSATION SYSTEM
Oro Valley’s compensation program design is based on the following values:
1) Competition
i) The Town will provide total compensation opportunities (direct pay, indirect pay (e.g.,
benefits), career opportunities, etc.) that are a blend of those offered by its competitors.
2) Pay Grades
i) Each job classification in the organization will be assigned to a pay structure that will
have a pay grade defined by minimum and maximum dollar limits. The pay grade
defines the pay opportunities for the job. Pay structures should be reviewed periodically
and revised to reflect the organization’s changing competitive position, economic
conditions, and compensation objectives. This review is detailed in the section “Annual
Salary Structure Adjustments” and will be subject to the budgetary guidelines
established by the Town.
3) Job Descriptions
i) Each position title in the Town will have a written description. Descriptions should be
reviewed on an as needed basis and on a periodic schedule defined by Human
Resources.
4) Administration
i) The Director of Human Resources or his /her designee will manage and administer the
pay program. The Pay Program Administrator is responsible for:
(1) Recommending changes in the basic philosophy and objectives of the compensation
policy, which ensure compliance with all relevant laws and regulations.
(2) Ensuring that job descriptions are current and accurate.
(3) Conducting salary surveys and/or reviewing published salary survey data to
recommend salary increase budgets and structure adjustments.
(4) Coordinating the implementation and periodic review of the Salary Administration
Guidelines.
20
DESCRIPTIONS
A description is a written document that describes the essential functions of a position, focusing on the
general purpose and the principal duties and responsibilities of the position. Every position in the
organization should have a written description. The description is intended to describe the major functions
of the position, not to provide a complete listing of all possible tasks and responsibilities. The main purposes
of the description are:
n To serve as a means of communication between the supervisor and the employee to
clarify the responsibilities and expectations of the position
n To serve as the basis for position evaluation
n To provide documentation for validating salary survey matches
n To serve as a basis for performance planning and reviews
n To identify qualifications for purposes of recruitment, selection and training
The Director of Human Resources or his /her designee will be responsible for maintaining all descriptions and
copies.
ANNUAL SALARY STRUCTURE ADJUSTMENTS
During the normal budget process, the Director of Human Resources is responsible for providing
recommendations to the Town Manager regarding structure adjustments and employee salary increases. As
these recommendations reflect the compensation policy of the TOWN, the final budget allocations will rest
with the Town Council, and should be made in the context of the total financial outlook for the organization.
When determining the adjustments to make, the organization will need to consider the impact of these
adjustments both on the salary structures and individual salaries. The following should be taken into
consideration when deciding structure adjustments and employee salary increases.
The Town has adopted a strategy of achieving and maintaining a market-competitive position of
approximately 100% of the designated market’s average. Therefore, the organization will need to allocate a
certain amount in upcoming budget years to maintain this position in anticipation of market movement. Any
changes to the definition of the organization’s targeted competitive position will affect how much of the
budget should be allocated to maintain a specific competitive position. The structures recommended in this
report will help the Town achieve a market position that is competitive with the market average as of the
effective date of the market data.
21
Market Movement
Salary surveys should be conducted on a regular schedule to assess the Town’s relative position to the
market. The market is dynamic. Therefore, once a competitive position is achieved, the Town should
allocate funds sufficient to maintain that position.
Once the Town has achieved a competitive position, the percentage allocated for changing market position is
the percentage movement of structures in that market. For example, if structure movement has increased
on average by two percent the salary structure would need to be adjusted upward by two percent, to
maintain the organization’s position relative to the market. This would be accomplished by moving the entire
structure by two percent. When a structure adjustment is completed, employee pay should move with the
structure so that employee pay stays at the same relationship with the midpoint.
Every five to seven years, a full market review should be conducted and structure adjustment
recommendations should be made based on calculated weighted averages from its benchmark organizations.
Individual Movement within the Range
With the exception of market considerations, it is expected employees will move through their pay ranges
over time. The nature of the increases provided to employees to achieve such movement should be directed
by policy set by the organization. If the Town provides adjustments based on performance, it is
recommended that the Town survey annually the average salary budgets to determine how to budget for pay
increases. Town policy should dictate the procedures to evaluate employee performance, ensure consistency
in ratings across all departments, and establish the level of increase that would be applied organization-wide.
In other words, employees receiving the same performance rating should receive the same opportunities for
pay changes.
Financial Status
One of the functions of the budget process is to consider the competing priorities for limited revenue
resources. Once the aforementioned factors are computed, it may be determined that the Town’s current
financial status cannot support the total cost. Conversely, in a positive financial condition, the Town may
consider increasing the percentage allocated for the above factors. Clearly, the financial status will affect
both structure adjustments and individual salaries.
Other Policy Consideration
It is recommended employees be paid no less than the minimum of the pay grades established for their
position. It is recommended that increases do not provide for employee salaries to exceed the maximum of
the pay range for their position.
22
STARTING SALARY GUIDELINES
There are several considerations in deciding what to offer someone to come to work for the Town. These
considerations are broken down into two parts: the total offer and the salary offer.
The Total Offer
What is offered to a person in exchange for his/her time, talent, services, and judgment are compensation,
benefits, effective working environment, career opportunities, and so on. For example, a partial listing of
some of the tangibles and intangibles include:
1. The benefits package,
2. The security of a stable organization,
3. The work environment, and
4. Location and community.
The Director of Human Resources, or his/her designee should consider all of these factors and, in particular,
the value of all benefits offered by the organization. The total package is what should be explicitly
communicated in extending the offer. This will aid the applicant in evaluating and making a realistic decision.
The Salary Offer
Based on the Town’s ability to pay and the application of survey data, the pay grade for each position has
been assigned, thereby defining the pay opportunities for each job. New employees with the minimum
experience level for the job should normally be compensated at the minimum of the approved pay grade.
Individuals with exceptional qualifications, extraordinary work experience or depth of skill level may be
compensated above the entry rate within the pay grade. Additionally, market conditions or specific duties
can create situations requiring a need to provide compensation above the minimum of the pay grade. All
such decisions should be contingent upon available funding. The following guidelines should apply to starting
salaries and that final approval of pay is made by the Human Resources Director and Town Manager:
In all cases:
n The starting salary should be at least the minimum of the pay grade;
n All starting salaries will generally be within the first quartile of the position’s pay range
and must first be approved as designated by the Department Director and Human
Resources, and subject to budget considerations;
n When an applicant’s relevant experience exceeds the minimum requirements or a
special skill requirement is identified, a hiring rate between the entry and 15% above
entry of the pay grade may be considered. A starting salary up to midpoint can be
requested by the Department Director but should be evaluated by the Director of
23
Human Resources if the applicant’s experience exceeds the relevant experience beyond
the minimum qualifications or if a special skill requirement has been identified. An
analysis of impact of the hiring rate compared with current employees in similar level
positions should be completed. Appropriate documentation should be maintained.
n The Town Manager may consider a starting salary above the midpoint in circumstances
where there has been difficulty in recruiting for the position or if the applicant has
special skills, background, or experience significantly beyond the minimum
qualifications. An analysis of impact of the hiring rate compared with current
employees in similar level positions should be completed. Documentation should be
maintained in the personnel file of the incumbent.
PROMOTION GUIDELINES
A promotion is defined conceptually as the assumption of substantially expanded duties and responsibilities.
For purposes of salary administration, a promotion usually occurs when the new classification is a higher pay
grade than the previous classification.
A promoted employee shall be compensated within the new grade under the same guidelines as new
employees. In all cases, the amount of a promotional increase will be approved by the director after a review
by the Human Resources Director and should typically:
n Be determined using the same guidelines for establishing a rate of pay for a new hire
n Be an amount sufficient to reach the salary range minimum for the new classification
or a minimum of a 10% increase, whichever is the greatest
The increase should become effective in the first pay period in which the employee assumes the new job.
ADJUSTMENT GUIDELINES
The purpose of individual pay adjustments is to respond to situations that might affect the external
competitive position or adversely affect internal equity. All proposed adjustments must have the approval of
the Director of Human Resources and the Town Manager.
Minimum Salary
At the beginning of each new fiscal year, all employees should be at least at the minimum of the pay grade
for their classification. When the structure is adjusted due to cost of labor movement and an employee’s
salary is below the minimum of the grade for the new fiscal year, the salary should be adjusted to the
minimum, effective on the first pay period in the new fiscal year.
24
Transferred Employees
An employee who moves to a new job classification in the same pay grade will not receive an increase in
compensation. An employee requesting a transfer to a lower grade cannot be compensated above the range
maximum established for the new classification.
Reclassified and Demoted Employees
If an employee’s classification is moved to a higher pay grade, the promotion guidelines should be applied to
determine the employee’s new rate of pay. If an employee is in a job classification that is moved to a lower
pay grade the employee’s salary will be adjusted to at least the maximum of the range in the new salary
grade. Additional salary adjustments may be made to reflect changes in duties and scope of responsibilities.
Survey
102
103
104
105
106
107
108
109
1 10
1 1 1
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
139
140
141
142
143
144
145
146
Job Titl e
IA ,;eo'Jnl;n, Supervisor
Manager
Reaeal;,,, Manager
IA,,,;;s Ian to the Twn Manager
Budget & Mgmt Analyst
Building Inspector I
i Civi l Deputy Attorney
il Eng ineer
il Engi neering Technician
Compliance Specialist
Assist
IM"naoec Engineering
IM,naoer Operations
IE,:onom;e Dev Manager
I'o>'ee AS";'st to Mgr & Council
Director
Eo,,;p"'enl Oper II
ITIlForem;;es Technician
The Waters Consu l ting Group, Inc.
TOWN OF ORO VALLEY, AZ
MARKET SUMMARY
STRUCTURE BASED ON MARKET WEIGHTED AVERAGE BASE SALARIES AND 5% MIDPOINT PROGRESSIONS
FLSA Grade
E
NE
NE
E
E
NE
E
E
NE
E
E
E
E
E
NE
NE
NE
NE
E
E
E
NE
E
E
E
E
E
NE
E
NE
E
E
E
NE
NE
E
E
E
E
NE
NE
E
NE
NE
65
37
37
60
58
50
77
64
47
50
72
56
62
69
36
44
51
36
63
82
82
o
75
71
75
52
82
47
56
39
79
49
78
55
o
82
82
65
56
28
39
78
47
52
Min
$60,85 1
$30,490
$30,490
$53,775
$51,200
$42,003
$81,820
$59,358
$39,017
$42,003
$72,320
$48,733
$56,502
$67,030
$29,733
$36,225
$43,063
$29,733
$57,908
$92,575
$92,575
$37,499
$77,882
$70,546
$77,882
$44,145
$92,575
$36,225
$48,733
$32,027
$85,975
$4 1,007
$83,876
$47,543
$55 ,640
$92,575
$92,575
$60,851
$48,733
$24,410
$32,027
$83,876
$39,017
$44,145
$76,064
$38,113
$38,113
$67,219
$64,000
$52,504
$102,275
$74,197
$48,771
$52,504
$90,400
$60,916
$70,627
$83,788
$37,166
$45,281
$53,829
$37 ,166
$72,385
$11 5 ,7 19
$115,719
$44,394
$97,352
$88,182
$97,352
$55,181
$115,719
$45,281
$60,916
$40,034
$107,469
$5 1,259
$104,845
$59,428
$57,776
$115,719
$115,719
$76,064
$60,916
$30,512
$40,034
$104,845
$48,771
$55,181
Max
$91 ,277
$45,736
$45,736
$80,662
$76,800
$63,004
$122,730
$89,037
$58,525
$63,004
$108,480
$73,099
$84,752
$100,545
$44,600
$54,338
$64,595
$44,600
$86,862
$138,863
$138,863
$51,288
$116,822
$105,8 19
$116,822
$66,218
$138,863
$54,338
$73,099
$48,040
$128,9 62
$61,511
$125,8 14
$71,314
$59,911
$138,863
$138,863
$91,277
$73,099
$36,6 15
$48,040
$125,814
$58,525
$66,2 18
Range Custom Publish ed
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
37%
50%
50%
50%
50%
50%"
50%
50%
50%
50%"
50%
50%
50%
8%
50%
50%
50%
50%
50%
50%
50%
50%
50%
-8.3 %
-32.1%
-27.6 %
-11.7%
-24 .9 %
-14.9%
-8.2 %
-23.5%
-32.7%
-20.0%
-8.3%
-3 .0 %
4.1%
-10.6%
-18.9%
-11 .6%
-11 .3%
-7 .6 %
4.2%
-17.8 %
-22.2 %
-10.7%
-2.2%
-10.5 %
-0 .9%
-25.8 %
-32.3 %
-25.7 %
-9 .8%
0.4%
-17.4 %
-2.8%
-0 .3%
-27 .6 %
-16.6%
-20.5 %
-23 .9 %
1 -2
-3 .8 %
-11 .7%
-21.7%
-14.0 %
-12 .9 %
-12.3%
·20.3%
-3 .0 %
-13.3%
-12.0%
-25.5%
-23.2%
-18.7%
-12.1%
-4.2%
-19.0%
-28.4%
-6.1 %
-32.1%
-27.6%
-11 .7%
-23.3%
·14.4%
-10.6%
-23 .5%
-32 .7%
-20.0%
-8.3%
-3 .0%
4.1 %
-11.4 %
-19.6 %
-11.6 %
-11.3%
-7 .6%
-3.6 %
-17.8%
-22.2%
-12.0%
-2.2%
-11.3%
-0 .9 %
-25.7%
-32.3%
-24.5%
-14.5%
0.4%
-17.4%
-2.8%
-12.1 %
-2 .3%
-23.5%
-22.9%
-20 .5%
-23.9%
Custom Published
-12.0%
-15.1 %
-17 .1%
-9.7%
-8.5%
-18 .2 %
-6.4%
4.8%
-5.8 %
-12.8%
3.9 %
21.2 %
-6.2 %
-6.4%
-2 .8 %
-15 .0 %
-7.8%
-2.5%
-4 .8 %
-15 .5%
-2.7%
-2.5%
-9.9%
-5 .7%
2.2 %
-9 .2%
-18.3%
-9 .2%
-17 .2%
7.7'%
-3 .1%
-22.8 %
-7 .4 %
-0.3 %
-1 3 .9%
0.3%
-8.4 %
-15.9 %
-7.7%
-9 .7%
-14.7 %
-5 .5%
-0 .6%
-8 .2 %
-4.4%
-3.6%
-5.2%
-7 .3%
-8.9%
-6.1 %
-3 .0%
-1 .9 %
-4.2%
-3.7 %
-13.9 %
-9.9%
-15.1 %
-17.1 %
-9 .7%
-8.5%
-16.5%
-5.9 %
2.1%
-5 .8%
-15.9%
-12 .8%
3.9%
21 .2%
-6 .2%
-7 .4%
-3.6%
-15.0%
-7.8%
-2.5%
-4.2%
-15.5%
-2 .7 %
-3.9%
-9 .9 %
-6.5%
2.2%
-9.0 %
-18.3%
-7 .7%
-17.2%
2.1%
-3.1%
-22.8%
-7.4%
-1.9%
-2 .3%
-9 .1%
-7.4%
-8.4%
-15.9%
Custom Published All Orgs
$86,476
$43,848
$44,905
$81 ,044
$70,841
$57,352
$124,992
$79,267
$46 ,533
$55,713
$72,397
$96,084
$35,788
$37,352
$57,414
$39,726
$74,439
$136,166
$125,540
$45,523
$102,278
$104,331
$10 0,081
$56,569
$128,432
$48,034
$59,619
$44,087
$131,519
$56,453
$126,685
$55,189
$59,643
$149,940
$125,004
$61,087
$35,434
$39,934
$1 14,441
$65,643
$82,444
$70,841
$119,915
$78,479
$49,04 1
$40,505
$75,692
$100,953
$58,2 18
$48,823
$43,93 2
$54,610
$6 1,2 44
$77,54 1
$63,619
$3 1,670
$46,51 1
$84,460
$43,848
$44,905
$81,044
$70,841
$57,352
$122,453
$78,873
$47 ,7 87
$55,713
$72 ,397
$96,084
$35,788
$37,352
$57,414
$40,116
$75,065
$136,166
$125,540
$45,523
$101,616
$104,3 31
$100,081
$57,393
$128,432
$48,429
$59,619
$44,010
$131,519
$55,531
$126,685
$58,216
$59,643
$149,940
$125,004
$77,541
$62,353
$33,552
$43,222
$114,441
$65,643
Copy of Appendices, Appendix A Ma rket Summary
Market
47%,
48%
-36%
48%
53%
53%
56%
50%
46%
55%
49%
55%
53%
44%
45%
48%
44%
52%
44%
47%
45%
55%
57%
52%
49%
48%
48%
57%
42%
50%
48%
52%
40%
49%
51%
13%
40%
50%
37%
52%
54%
51%
Survey
Job No. Job Title
1 47 Police Ch ief
1 4 8 Pol ice Commander
149 Pol ice lieutenant
151 Procurement Adm inistrator
152 Pol ice Prop/Forens ics Tech
1 53 Police Records S p ecialist
155 Recreation Manager
156 Reg E merg Response Planner
1 57 Safety and Risk Manager
158 Senior Accountant
159 Senior Office Assistant
160 Senior Paralegal
161 Senior Pa r ks Ma i nt Worker
162 Senior Planner
163 Sr Streets & Drain Crew Leader
164 Sr Traffic Signs & Mark Worker
166 St & D rainage C rew L eader
167 Town Cle rk
168 Town Engineer
169 T own Manager
170 Traffic Technician
171 Transit Dispatche r
1 72 Transit Driver
173 Transit Services Administrator
174 Water Conservation Specialist
175 W ater Di st Superintendent
176 Water Prod Superintendent
177 Water Uti lity D irector
178 Water Uti lity Ope rator I
179 Water Uti lity Operato r II
180 Zoning Plans Examiner
The Waters Consulting Group, Inc.
TOWN OF ORO VA L L EY , AZ
MARK ET SUMMARY
ST RUC T URE BASED ON MARKET WEIGH T ED AVERAGE BASE SALARI ES AND 5% MIDPO INT PROGRESS IONS
Town Compared to M arket Adluste d We ighted Avera ae Base Sa lary
Town of Oro Valle y Bas e Salary Grad e Midpoint W eighted Avera g e B as e Salary
I
R ange Custom Published Custom Publishe d Cust om Published All Orgs
FLSA Grade Min Mldpt Max Spread Survey Survey AllOrgs Survey Survey A ll Orgs Survey Survey WtdAvg
E 8 4 $97,271 $121,589 $145,906 50% -0 .3'% -0.3% ·15.6 % -15.6% $144,0 14 $144,014
E 77 $8 1 ,820 $102,275 $122,730 50% -17.1 % -17 .1% -20 .3 % -2 0 .3 % $128,295 $128,295
E 71 $70,546 $88,182 $105,819 50% -13.1 % -13.1 % -17.7% -17.7 % $107 ,1 44 $107,144
E 72 $72,320 $90,400 $108,480 50% -1.5% -3 .0 % -2.2'% 0 .4 % -1 .1% -0.4% $90,080 $9 1,443 $90 ,761
NE 0 $36,143 $42,789 $49,434 37% -17 .3% -17 .3 % -13.4 % -13 .4% $49,437 $49,437
NE 0 $31 ,636 $37,445 $43,254 37% -1 .7% -1 .7% -0 .9 % -0 .9% $37,784 $37 ,784
NE 50 $42,003 $52,504 $63,004 50% $55,213 $55,21 3
NE 5 1 $43,063 $53,829 $64,595 50% -24.5% -24 .5 % -11.9% -11 .9 % $61,070 $61 ,070
E 65 $60,85 1 $76,064 $91,277 50% -10 .6 % 3 .9 % -3 .9 % -15.4% -1.8% -9 .1% $89,926 $77,433 $83,680
E 55 $47 ,543 $59,428 $71,3 14 50% -34.0 % -11.8 % -24 .5 % -21.6 % 4.8% -10 .3 % $75,760 $56,684 $66,222
NE 33 $26,942 $33,677 $40,4 12 50% -29.5 % -29.9 % -29 .7 % -14.0% -14.5% -14.2% $39,143 $39,367 $39 ,255
E 54 $46.374 $57,968 $69,561 50% 2.5 % -1 .9 % -1 .8 % -6 .1% $64,396 $59,034 $61,715
NE 40 $32,828 $41,034 $49,241 50%
E 60 $53,775 $67,2 19 $80,662 50% -12.4% -12 .4% 1.0% 1 .0% $66,543 $66,543
NE 53 $45,249 $56,561 $67,873 50% -7 .2% -7 .2% -3 .5 % -3 .5% $58,632 $58,632
NE 44 $36,225 $45,281 $54,338 50% -0 .5% -0 .5% $45,499 $45,499
NE 47 $39,017 $48,771 $58,525 50% -13.6% -13 .6 % -3 .7% -3 .7% $50,643 $50 ,643
E 78 $83,876 $104,845 $125,8 14 50% -20 .8% -20 .8 % -4 .7% -4 .7% $109,976 $109,976
E 82 $92,575 $1 15,719 $138,863 50% -12.8% -12 .8 % -9.4% -9 .4% $127,669 $127,669
E 95 $127,632 $159,539 $19 1,447 50% -11.8% -11 .8 % -11.8% -1 1.8 % $180,92 3 $180,923
NE 47 $39,01 7 $48,771 $58 ,525 50% -13.4 % -13.4 % -1.7 % -1 .7% $49,637 $49 ,637
NE 37 $30,490 $38,113 $45,736 50%
NE 33 $26,942 $33,677 $40,4 12 50%
E 64 $59,358 $74,197 $89,037 50%
NE 55 $47,543 $59,428 $71,3 14 50% -21.6% -21.6 % --6 .4% -6.4 % $63,522 $63 ,522
E 66 $62,366 $77,957 $93,549 50% 12.6% 12.6 % 5 .3% 5 .3% $74,055 $74,055
E 66 $62,366 $77,957 $93,549 50% -4 .9 % -4.9% -0.6 % -0 .6% $78,429 $78 ,429
E 82 $92,575 $115,719 $138,863 50% 13.8% 13.8% -1.4% -1 .4 % $1 17,359 $117,359
NE 41 $33,6 50 $42,062 $50,475 50%
NE 4 6 $38,064 $47,58 1 $57,097 50% -12.2% -12 .2% -0 .5 % -0 .5% $47,805 $47,805
NE 46 $38,064 $47,581 $57,097 50% -14.8% -14.8 % $55,855 $55,855
Average : 49% -13.6% -13.7 % -1 3 .3 % -7 .4% -5.3 % -7 .2 %
2 -2 Copy of Append ices, Append ix A Market Summary
Market
Ra nge
S prea d
50%
38%
34%
52%
52%
43%
47%
56%
59%
50%
42%
46%
51 %
52%
39%
47%
5 1%
46%
48%
49%
50%
53%
8 1%
5 1%
30%
50%
4 7%
47 %
City
Phoenix
Tucson
Chandler
Glendale
Gilbert
Peoria
Surprise
Avondale
Goodyear
Maricopa
Marana
Sahuarita
Oro Valley
BASE PAY FOR ELECTED OFFICIALS
Base Pav
Population Council Member Mavor
1,445,632 $61,600 $88,000
520,116 $24,000 $42,000
236,123 $20,450 $38,810
226,721 $34,000 $48,000
208,453 $21,012 $37,822
154,065 $20,185 $30,277
117,517 $20,242 $34,017
76,238 $8,310 $16,630
65 ,275 $9,200 $23,000
43,482 $12 ,000 $15,000
34,961 $16,404 $21,000
25,259 $6,000 $9,600
Average: $21,117 $33,680
Average of Similar Sized Cities: $10,383 $17,046
41,011 $10,058 $12,740
Oro Vall ey to Average: ~ __ -=52::.:0=3 7:...:9'<c:.°_--11-__ -c:.6::.:2 0-.::1.:...79'<:.:0 __
Oro Valley to Similar Size Cities: L __ --.::3:::01~3::.%~ _ _L __ -.::.2::::50.::.2:::.69'<:.::0 __
Survey
Job No.
150
165
TOWN OF ORO VALLEY. AZ.
PROPOSED POLICE STRUCTURE -100% OF MARKET
own of Oro Va llev Oat Pro osed Police Structure
Rang e
Position FLSA G r ade Min Mid Max Spread
Police Officer NE P1 $49,086 57.433 65,780 34%
lead Officer N E P2 $51,541 60,305 69 ,06 9 34%
Detective NE P3 $54,118 63,320 72.522 34%
Se rgeant NE P4 $72 ,011 75,749 79,486 10%
Structure Deve lopment Ass um ptions:
Primary Markel Comparison is based on Market Average Ranges
Focus on Market Range Mini mums to ensure com petive hiring sa laries
Current Stru ct ure maintained if higher than market.
The Waters Consulting Group, Inc .
Police Structure SteDs
Mldpt
Prog 1 2 3 4 5 6
49,086 51,541 54,118 56,824 59,665 62,648
5 .0% 5.0% 5.0% 5.0% 5.0%
105% 51,540 54,117 56,823 59,664 62,647 65,780
5.0% 5.0% 5 .0% 5.0% 5.0%
105% 54,1 17 56,823 59,664 62,647 65,780 69 ,069
5.0% 5.0% 5.0% 5.0% 5.0%
120% 72,01 1 73,811 75,656 77,548 79 ,486
2.5% 2.5% 2.5% 2.5%
Police Structure CaD
7 M1 M2 M3 M4 Ms M6 M7
65,780 66,767 67 ,769 68,785 69.8 17 70,864 71.927 73 ,006
5.0% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5%
69,069 70,105 7 1,156 72 ,223 73,307 74.406 75 ,523 76 ,655
5.0% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5%
72,522 73,610 74,714 75,835 76 ,972 78,127 79 ,299 80,488
5.0% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5%
80 ,679 81 ,889 83,118 84 ,364 85,630
1.5% 1.5% 1.5% 1.5% 1.5%
Appendices , Appendix B Police St ructure
Town of Oro Valley
Job Title FLSA Grade Min
Aquatics Facility Attendant NE 15 $17,704
$8.51
Lifeguard NE 18 $19,065
Recre ation Aid
Recreation Le ade r NE 32 $26 ,942
The Waters Consu ltin g Group, Inc.
TOWN O F ORO VALL EY, AZ
MARK ET SUMMARY -PART-TIM E S EASONAL
Pr<>(Josed Part-Time Seasonal Structure
Range Range
Midpt Max Spread Grade Min Mid Max Spread
$22,129 $26,555 50% PTS1 $18,720 $19,240 $19,760 $20,280 $20,800 11%
$10.64 $12.77 $9.00 $9.25 $9.50 $9.75 $10.00
$23,831 $28,597 50% PTS2 $21,320 $21,840 $22,360 $22,880 $23,400 10%
$10 .25 $10.50 $10 .75 $11.00 $11.25
PTS3 $2 4,440 $25,480 $26,520 $27,560 $28,600 17%
$11 .75 $12.25 $12.75 $13.25 $13.75
$33 ,677 $40,4 12 50% PTS4 $27,040 $28,080 $29,120 $30,160 $3 1,200 15%
$13 .00 $13.50 $14.00 $14 .50 $15.00
Appendices, Appendix B poT Structure
Midpt
Prog
113%
119%
110%
Town of Oro Valley, AZ
Proposed General Pay Structure
January, 2014
Grade Min Mid Max Spread
Midpoint
Progression
100 $25,563 $31,954 $38,345 50%
101 $26,842 $33,552 $40,262 50% 105%
102 $28,184 $35,230 $42,276 50% 105%
103 $29,593 $36,991 $44,389 50% 105%
104 $31,073 $38,841 $46,609 50% 105%
105 $32,626 $40,783 $48,939 50% 105%
106 $34,257 $42,822 $51,386 50% 105%
107 $35,970 $44,963 $53,955 50% 105%
108 $37,769 $47,211 $56,653 50% 105%
109 $39,657 $49,572 $59,486 50% 105%
110 $41,640 $52,050 $62,460 50% 105%
111 $43,722 $54,653 $65,583 50% 105%
112 $45,908 $57,385 $68,862 50% 105%
113 $48,204 $60,255 $72,305 50% 105%
114 $50,614 $63,267 $75,921 50% 105%
115 $53,145 $66,431 $79,717 50% 105%
116 $55,802 $69,752 $83,703 50% 105%
117 $58,592 $73,240 $87,888 50% 105%
118 $61,521 $76,902 $92,282 50% 105%
119 $64,598 $80,747 $96,896 50% 105%
120 $67,827 $84,784 $101,741 50% 105%
121 $71,219 $89,023 $106,828 50% 105%
122 $74,780 $93,475 $112,170 50% 105%
123 $78,519 $98,148 $117,778 50% 105%
124 $82,445 $103,056 $123,667 50% 105%
125 $86,567 $108,209 $129,850 50% 105%
126 $90,895 $113,619 $136,343 50% 105%
127 $95,440 $119,300 $143,160 50% 105%
128 $100,212 $125,265 $150,318 50% 105%
129 $105,223 $131,528 $157,834 50% 105%
130 $110,484 $138,105 $165,725 50% 105%
131 $116,008 $145,010 $174,012 50% 105%
132 $121,808 $152,260 $182,712 50% 105%
133 $127,899 $159,873 $191,848 50% 105%
134 $134,294 $167,867 $201,440 50% 105%
135 $141,008 $176,260 $211,512 50% 105%
Job Title
TOWN MANAGER
POLICE CHIEF
LEGAL SERVICES DIRECTOR
DEPUTY POLICE CHIEF
DIRECTOR DEV & INFRAST
SERVITOWN ENGR
FINANCE DIRECTOR
MAGISTRATE JUDGE
HUMAN RESOURCES DIRECTOR
POLICE COMMANDER
TOWN ENGINEER
WATER UTILITY DIRECTOR
IT DIRECTOR
TOWN OF ORO VALLEY, AZ
2014·2015 General Pay Plan
Grade Minimum
135 Annual $141,008
Hourly $67.7924
131 Annual $116,008
Hourly $55.7730
130 Annual $110,484
Hourly $53.1171
129 Annual $105,223
Hourly $50.5878
129 Annual $105,223
Hourly $50.5878
129 Annual $105,223
Hourly $50.5878
129 Annual $105,223
Hourly $50.5878
128 Annual $100 ,212
Hourly $48.1788
128 Annual $100,212
Hourly $48.1788
128 Annual $100,212
Hourly $48.1788
128 Annual $100,212
Hourly $48.1788
127 Annual $95,440
Hourly $45.8846
PARKS AND RECREATION DIRECTOR 127 Annual $95,440
Hourly $45.8846
ASSISTANT DIS DIRECTOR 126 Annual $90,895
Hourly $43.6996
TOWN CLERK 126 Annual $90,895
Hourly $43.6996
CHIEF CIVIL DEPUTY ATTORNEY 125 Annual $86,567
Hourly $41.6187
POLICE LIEUTENANT 125 Annual $86,567
Hourly $41.6187
MANAGER ENGINEERING 124 Annual $82,445
Hourly $39.6368
MANAGER OPERATIONS 124 Annual $82,445
Hourly $39.6368
MANAGER PERMITTING 124 Annual $82,445
Hourly $39.6368
Midpoint Maximum
$176,260 $211,512
$84.7405 $101.6887
$145 ,010 $174,012
$69.7163 $83.6595
$138,105 $165,725
$66.3964 $79.6757
$131,528 $157,834
$63.2347 $75.8816
$131,528 $157,834
$63.2347 $75.8816
$131,528 $157,834
$63.2347 $75.8816
$131,528 $157,834
$63.2347 $75.8816
$125 ,265 $150,318
$60.2235 $72.2682
$125 ,265 $150,318
$60.2235 $72.2682
$125,265 $150,318
$60.2235 $72.2682
$125,265 $150,318
$60.2235 $72.2682
$119,300 $143,160
$57 .3557 $68.8269
$119,300 $143,160
$57.3557 $68.8269
$113,619 $136,343
$54.6245 $65.5494
$113,619 $136,343
$54.6245 $65.5494
$108,209 $129,850
$52 .0233 $62.4280
$108,209 $129,850
$52.0233 $62.4280
$103,056 $123,667
$49.5460 $59.4552
$103,056 $123,667
$49.5460 $59 .4552
$103,056 $123,667
$49.5460 $59.4552
MANAGER , PLANNING 124 Annual $82,445 $103,056 $123,667
Hourly $39.6368 $49.5460 $59.4552
ASSISTANT TOWN PROSECUTOR 123 Annual $78 ,519 $98 ,148 $117,778
Hourly $37.7494 $47.1867 $56.6240
ECONOMIC DEV MANAGER 123 Annual $78 ,519 $98,148 $117,778
Hourly $37.7494 $47.1867 $56.6240
BLDG OFFL-MGR INSPECT & COMP 122 Annual $74,780 $93,475 $112,170
Hourly $35.9518 $44.9397 $53.9277
COMMUNICATIONS ADMINISTRATOR 122 Annual $74,780 $93,475 $112,170
Hourly $35.9518 $44.9397 $53.9277
COURT ADMINISTRATOR 122 Annual $74 ,780 $93,475 $112,170
Hourly $35.9518 $44.9397 $53.9277
WATER UTILITY ADMINISTRATOR 122 Annual $74 ,780 $93,475 $112 ,170
Hourly $35.9518 $44.9397 $53.9277
WATER UTILITY ENG DIV MANAGER 122 Annual $74,780 $93,475 $112,170
Hourly $35.9518 $44.9397 $53.9277
PROCUREMENT ADMINISTRATOR 121 Annual $71,219 $89 ,023 $106 ,828
Hourly $34.2398 $42.7997 $51.3597
SENIOR CIVIL ENGINEER 121 Annual $71,219 $89 ,023 $106,828
Hourly $34.2398 $42.7997 $51.3597
STORMWATER ENGINEER 121 Annual $71 ,219 $89,023 $106,828
Hourly $34.2398 $42.7997 $51.3597
ACCOUNTING SUPERVISOR 120 Annual $67 ,827 $84 ,784 $101,741
Hourly $32.6093 $40.7617 $48.9140
CONSRVTN & SUST ADMINISTRATOR 120 Annual $67 ,827 $84 ,784 $101,741
Hourly $32.6093 $40.7617 $48.9140
CIVIL ENGINEER 119 Annual $64,598 $80 ,747 $96,896
Hourly $31.0565 $38.8206 $46.5847
CIVIL ENGINEER /PROJECT MANAGER 119 Annual $64,598 $80 ,747 $96,896
Hourly $31.0565 $38.8206 $46.5847
NETWORK ADMINISTRATOR 119 Annual $64,598 $80 ,747 $96,896
Hourly $31.0565 $38.8206 $46.5847
SYSTEMS ANALYST 119 Annual $64,598 $80,747 $96,896
Hourly $31.0565 $38.8206 $46.5847
TRANSIT SERVICES ADMINISTRATOR 119 Annual $64 ,598 $80,747 $96,896
Hourly $31.0565 $38.8206 $46.5847
WATER PROD SUPERINTENDENT 119 Annual $64,598 $80 ,747 $96,896
Hourly $31.0565 $38.8206 $46.5847
ASSISTANT TO THE TWN MANAGER 11 8 Annual $61 ,521 $76 ,902 $92,282
Hourly $29.5776 $36.9720 $44.3664
DATABASE ANALYST 118 Annual $61,521 $76 ,902 $92,282
Hourly $29.5776 $36.9720 $44.3664
PRINCIPAL PLANNER 118 Annual $61,521 $76 ,902 $92,282
Hourly $29.5776 $36.9720 $44.3664
WATER DIST SUPERINTENDENT 118 Annual $61,521 $76 ,902 $92,282
Hourly $29.5776 $36.9720 $44.3664
WATER UTILITY PROJECT MANAGER 118 Annual $61 ,521 $76,902 $92,282
Hourly $29.5776 $36.9720 $44.3664
117 Annual $58 ,592 $73,240 $87,888
Hourly $28.1692 $35.2114 $42.2537
BUDGET & MGMT ANALYST 116 Annual $55 ,802 $69,752 $83,703
Hourly $26.8278 $33.5347 $40.2417
CONSTITUENT SRV I MGMT ASSIST 116 Annual $55,802 $69,752 $83,703
Hourly $26.8278 $33.5347 $40.2417
SENIOR PLANNER 116 Annual $55 ,802 $69,752 $83,703
Hourly $26.8278 $33.5347 $40.2417
CIVIL ENGINEERING DESIGNER 115 Annual $53,145 $66,431 $79,717
Hourly $25.5503 $31.9378 $38.3254
EMERGENCY RESPONSE AND SAFETY
COORDINATOR 115 Annual $53,145 $66,431 $79,717
Hourly $25.5503 $31.9378 $38.3254
ENGINEERING DESIGN REVIEWER 115 Annual $53,145 $66,431 $79,717
Hourly $25.5503 $31.9378 $38.3254
POLICE ADMIN SERV MANAGER 115 Annual $53,145 $66,431 $79,717
Hourly $25.5503 $31.9378 $38.3254
POLICE COMMUNICATIONS SUPVSR 115 Annual $53 ,145 $66,431 $79 ,717
Hourly $25.5503 $31.9378 $38.3254
SENIOR ACCOUNTANT 115 Annual $53 ,145 $66,431 $79,717
Hourly $25.5503 $31.9378 $38.3254
AQUATICS MANAGER 114 Annual $50 ,614 $63,267 $75 ,921
Hourly $24.3336 $30.4170 $36.5004
BUILDING INSPECTOR II 114 Annual $50 ,614 $63,267 $75 ,921
Hourly $24.3336 $30.4170 $36.5004
DEPUTY TOWN CLERK 114 Annual $50,614 $63,267 $75,921
Hourly $24.3336 $30.4170 $36.5004
GIS ANALYST 114 Annual $50 ,614 $63,267 $75,921
Hourly $24.3336 $30.4170 $36.5004
MARKETNG & COMMUNICATIONS
SPECIALIST 114 Annual $50 ,614 $63,267 $75,921
Hourly $24.3336 $30.4170 $36.5004
NEW MEDIA DEVELOPER 114 Annual $50,614 $63,267 $75,921
Hourly $24.3336 $30.4170 $36.5004
PLANS EXAMINER II 114 Annual $50,614 $63,267 $75,921
Hourly $24.3336 $30.4170 $36.5004
SENIOR PARALEGAL 114 Annual $50,614 $63,267 $75 ,921
Hourly $24.3336 $30.4170 $36.5004
WATER CONSERVATION SPECIALIST 114 Annual $50,614 $63,267 $75,921
Hourly $24.3336 $30.4170 $36.5004
ECONOMIC DEV SPECIALIST 113 Annual $48,204 $60 ,255 $72 ,305
Hourly $23.1748 $28.9685 $34.7623
INFO TECH TECHNICIAN 113 Annual $48 ,204 $60,255 $72,305
Hourly $23.1748 $28.9685 $34.7623
LEAD IT/FORENSICS TECHNICIAN 113 Annual $48,204 $60,255 $72,305
Hourly $23.1748 $28.9685 $34.7623
PARKS MAINTENANCE MANAGER 113 Annual $48,204 $60,255 $72,305
Hourly $23.1748 $28.9685 $34.7623
PLANNER 113 Annual $48,204 $60,255 $72,305
Hourly $23.1748 $28.9685 $34.7623
REG EM ERG RESPONSE PLANNER 113 Annual $48,204 $60,255 $72,305
Hourly $23.1748 $28.9685 $34.7623
SR STREETS & DRAIN CREW LEADER 113 Annual $48,204 $60,255 $72,305
Hourly $23 .1748 $28.9685 $34.7623
WATER UTILITY REGIONAL
COORDINATOR 113 Annual $48,204 $60,255 $72 ,305
Hourly $23.1748 $28.9685 $34.7623
BUILDING INSPECTOR I 112 Annual $45 ,908 $57,385 $68 ,862
Hourly $22.0713 $27.5891 $33.1069
CONSTRUCTION INSPECTOR 112 Annual $45,908 $57 ,385 $68 ,862
Hourly $22.0713 $27.5891 $33.1069
EXEC ASSIST TO MGR & COUNCIL 112 Annual $45,908 $57 ,385 $68 ,862
Hourly $22.0713 $27.5891 $33.1069
LEAD WATER UTILITY OPERATOR 112 Annual $45,908 $57,385 $68,862
Hourly $22.0713 $27.5891 $33.1069
PLANS EXAMINER I 112 Annual $45,908 $57,385 $68,862
Hourly $22.0713 $27.5891 $33.1069
POLICE RECORDS SUPERVISOR 112 Annual $45 ,908 $57,385 $68 ,862
Hourly $22.0713 $27.5891 $33.1069
SENIOR TRAFFIC TECHNICIAN 112 Annual $45,908 $57 ,385 $68,862
Hourly $22.0713 $27.5891 $33.1069
CODE COMPLIANCE SPECIALIST 111 Annual $43,722 $54,653 $65,583
Hourly $21.0203 $26 .2753 $31.5304
CRIME ANALYST 111 Annual $43,722 $54,653 $65,583
Hourly $21.0203 $26.2753 $31.5304
HUMAN RESOURCES SPECIALIST 111 Annual $43,722 $54,653 $65,583
Hourly $21.0203 $26.2753 $31.5304
METER OPERATIONS SUPERVISOR 111 Annual $43,722 $54,653 $65,583
Hourly $21.0203 $26.2753 $31.5304
PARALEGAL II 111 Annual $43,722 $54,653 $65,583
Hourly $21.0203 $26.2753 $31.5304
RECREATION MANAGER 111 Annual $43,722 $54,653 $65,583
Hourly $21.0203 $26.2753 $31.5304
SENIOR BUILDING PERMIT
TECHNICIAN 111 Annual $43,722 $54,653 $65,583
Hourly $21.0203 $26.2753 $31.5304
SENIOR CIVIL ENGINEERING TECH 111 Annual $43 ,722 $54,653 $65,583
Hourly $21.0203 $26.2753 $31.5304
SENIOR PLANNING TECHNICIAN 111 Annual $43,722 $54,653 $65,583
Hourly $21.0203 $26.2753 $31.5304
ZONING PLANS EXAMINER 111 Annual $43,722 $54,653 $65,583
Hourly $21.0203 $26.2753 $31.5304
ADMINISTRATIVE COORDINATOR 110 Annual $41,640 $52,050 $62,460
Hourly $20.0193 $25.0241 $30.0289
CUSTOMER SERVICE SUPERVISOR 110 Annual $41 ,640 $52,050 $62,460
Hourly $20.0193 $25.0241 $30.0289
FACILITY MAINT CREW LEADER 110 Annual $41,640 $52,050 $62,460
Hourly $20.0193 $25.0241 $30.0289
FLEET MAINTENANCE MECHANIC III 110 Annual $41,640 $52,050 $62,460
Hourly $20.0193 $25.0241 $30.0289
ST & DRAINAGE CREW LEADER 110 Annual $41,640 $52,050 $62,460
Hourly $20.0193 $25.0241 $30.0289
TRAFFIC SIGNS & MARK CREW LEAD 110 Annual $41,640 $52,050 $62,460
Hourly $20.0193 $25 .0241 $30.0289
TRANSIT CREW LEADER 110 Annual $41,640 $52 ,050 $62,460
Hourly $20.0193 $25.0241 $30.0289
WATER UTILITY OPERATOR III 110 Annual $41,640 $52,050 $62,460
Hourly $20.0193 $25.0241 $30.0289
ZONING INSPECTOR TECHNICIAN 110 Annual $41,640 $52,050 $62,460
Hourly $20.0193 $25.0241 $30.0289
ELECTRIC AND CONTROL TECHNICIAN 109 Annual $39,657 $49,572 $59,486
Hourly $19.0660 $23.8325 $28.5990
FACILITIES MAINT TECHNICIAN 109 Annual $39,657 $49,572 $59,486
Hourly $19.0660 $23.8325 $28.5990
HEAVY EQUIP OPER III 109 Annual $39,657 $49,572 $59,486
Hourly $19.0660 $23.8325 $28.5990
LEAD DISPATCHER 109 Annual $39,657 $49,572 $59,486
Hourly $19.0660 $23.8325 $28.5990
MUL TIMODAL PLANNER 109 Annual $39,65 7 $49,572 $59,486
Hourly $19.0660 $23.8325 $28.5990
PARALEGAL I 109 An nual $39,657 $49,572 $59,486
Hourly $19.0660 $23.8325 $28.5990
PAVEMENT MANAGEMENT SPECIALIST 109 Annual $39,657 $49,572 $59,486
Hourly $19.0660 $23.8325 $28.5990
SENIOR OFFICE SPECIALIST 109 Annual $39,657 $49,572 $59,486
Hourly $19.0660 $23.8325 $28.5990
SENIOR TRAFFIC SIGNS & MARKINGS
WORKER 109 Annual $39,657 $49,572 $59,486
Hourly $19 .0660 $23.8325 $28.5990
TRAFFIC TECHNICIAN 109 Annual $39 ,6 57 $49,5 72 $59,486
Hourly $19.0660 $23.8325 $28.5990
WATER UTILITY OPERATOR II 109 Annual $39 ,657 $49,572 $59,486
Hourly $19.0660 $23.8325 $28.5990
BUILDING PERMIT TECHNICIAN 108 Annual $37 ,769 $47,211 $56,653
Hourly $18.1581 $22.6976 $27.2371
CIVIL ENGINEERING TECHNICIAN 108 Annual $37,769 $47,211 $56,653
Hourly $18.1581 $22.6976 $27.2371
FLEET MA INT MECHANIC II 108 Annual $37,769 $47,2 11 $56 ,653
Hourly $18.1581 $22.6976 $27.2371
HEAVY EQUIP M ENT OPER II 108 Annual $37 ,769 $47 ,2 11 $56 ,653
Hourly $18.1581 $22.6976 $27.2371
PAR KS MAINT CREW LEADER 108 Annual $37 ,769 $47,2 11 $56,6 53
Hourly $18.1581 $22.6976 $27.2371
POL IC E DISPATCHER 108 Annual $3 7,7 69 $47,2 11 $56,6 5 3
Hourly $18.1581 $22 .6976 $27.2371
POLICE PROP /FORENSICS TECH 108 Annual $3 7 ,769 $4 7 ,2 11 $56,6 5 3
Hourly $18.1581 $22.6976 $27.2371
ZONING INSPECTION TECHNICIAN 108 Annual $37,769 $4 7 ,21 1 $56,653
Hourly $18.1581 $22.6976 $27.2371
ASSIST RECREATION MANAGER 107 Annu a l $35,970 $44 ,963 $53,955
Hourly $17.2934 $21.6168 $25.9401
ASSISTANT AQUATICS MANAGER 107 Annu a l $35,970 $44,963 $53,955
Hourly $17.2934 $21 .6168 $25.9401
COURTROOM CLERK 107 Annual $35,970 $44 ,963 $53,955
Hourly $17.2934 $21.6168 $25.9401
LEGAL SECRETARY 107 Annual $35,970 $44,963 $53,955
Hourly $17.2934 $21.6168 $25.9401
OFFICE SPECIALIST 107 Annual $35,970 $44,963 $53,955
Hourly $17.2934 $21.6168 $25.9401
PAYROLL SPECIALIST 107 Annual $35 ,970 $44,963 $53,955
Hourly $17.2934 $21.6168 $25.9401
POLICE RECORDS SPECIALIST 107 Annual $35,970 $44 ,963 $53,955
Hourly $17.2934 $21.6168 $25.9401
WATER UTILITY OPERATOR I 107 Annual $35,970 $44,963 $53,955
Hourly $17.2934 $21.6168 $25.9401
SENIOR COURT CLERK 106 Annual $34,257 $42,822 $51,386
Hourly $16.4699 $20.5874 $24.7049
SENIOR PARKS MAINT WORKER 106 Annual $34,257 $42,822 $51,386
Hourly $16.4699 $20.5874 $24.7049
CONSTRUCTION CLERK 105 Annual $32,626 $40,783 $48,939
Hourly $15.6856 $19.6071 $23.5285
CUSTOMER SERVICE REP (WATER) 105 Annual $32,626 $40,783 $48,939
Hourly $15.6856 $19.6071 $23.5285
SENIOR OFFICE ASSISTANT 105 Annual $32,626 $40,783 $48,939
Hourly $15.6856 $19.6071 $23.5285
SENIOR PUBLIC WORKS
MAINTENANCE WORKER 105 Annual $32,626 $40,783 $48,939
Hourly $15.6856 $19.6071 $23.5285
TRAFFIC SIGNS & MARK WORKER 105 Annual $32,626 $40,783 $48,939
Hourly $15.6856 $19.6071 $23.5285
ACCOUNTING CLERK 104 Annual $31,073 $38 ,841 $46,609
Hourly $14.9387 $18.6734 $22.4081
COURT CLERK 104 Annual $31,073 $38,841 $46,609
Hourly $14.9387 $18.6734 $22.4081
LEAD TRANSIT DRIVER 104 Annual $31,073 $38,841 $46,609
Hourly $14.9387 $18.6734 $22.4081
TRANSIT DISPATCHER 104 Annual $31 ,073 $38,841 $46,6 09
Hourly $14.9387 $18.6734 $22.4081
HEAVY EQUIPMENT OPERATOR I 103 Annual $29,593 $36,991 $44,389
Hourly $14.2273 $17.7842 $21.3410
PARK MONITOR 102 Annual $28 ,184 $35,230 $42,276
Hourly $13.5498 $16.9373 $20.3248
PARKS MAINTENANCE WORKER 102 Annual $28 ,184 $35,230 $42,2 76
Hourly $13.5498 $16.9373 $20.3248
OFFICE ASSISTANT 101 Annual $26,842 $33,552 $40,262
Hourly $12.9046 $16.1308 $19.3569
TRANSIT DRIVER 101 Annual $26,842 $33,552 $40,262
Hourly $12.9046 $16.1308 $19 .3569
AQUATICS FACTILITY SUPERVISOR 100 Annual $25,563 $3 1,954 $38,3 45
Hourly $12.2901 $15.3626 $18.4352
AQUATICS SHIFT LEADER 100 Annual $25,563 $3 1,954 $38,345
Hourly $12.2901 $15.3626 $18.4352
CBIZ Benefits & Insurance Services, Inc.
1765 East Skyline Drive ■ Tucson, AZ 85718
P: 520.327.6421 ■ F: 520.327.6782
Town of Oro Valley
2014/2015 Plan Year
Dental Benefits Renewal Recap and Recommendations
Current Reality and 3 Year Premium History
The Town of Oro Valley has been offering its employees/dependents two separate, fully-insured
Preferred Provider Organization (PPO) insurance plan options through The Principal Insurance
Company since the 2010/2011 plan year.
Overall, employees and their dependents have been pleased with the level o f service provided to
them along with the number of providers available through The Principal’s PPO network.
During that past two full plan years and through the current plan year, the premium to loss ratios
under the fully insured arrangement has been favorable and have resulted in fairly low premium
increases.
Loss Ratio Rate Increase
2011/2012 86% 0%
2012/2013 82% 3%
2013/2014 (YTD) 81% 7%
2014/2015 n/a 0%
Cost Evaluation and Recommendation
Based on the Town’s positive experience with the self-funding of the medical plan and with the
favorable, historical loss ratios on the dental plans, it was decided to request a self -funded quote
from The Principal for the dental plans so that the Town could compare and assess the viability of
changing the dental program from a full-insured arrangement to a self-insured arrangement.
The attached spreadsheet outlines The Principal’s proposed 2013/2014 plan y ear renewal (0%) and
the self-insured proposal. The self-insured proposal clearly shows that the Town would benefit from
moving to a self-funded plan. The estimated cost savings to the Town in a self-funded program would
be over $12,000 (-7%).
Because of this, it is CBIZ’s recommendation that the Town change its dental insurance funding
arrangement from full-insured to self-insured effective July 1, 2014 to begin realizing a savings in
cost. CBIZ will monitor the claims and fixed cost expenses and will provide reporting to the Town
outlining those costs on a monthly basis.
Oro Valley on-site Health and Wellness Clinic
RFP 14032
1
Healthcare Solutions Centers (HCS) has been implementing on-site healthcare services since
2002. Throughout this time, our team has grown to specialize in the industry of on-site
wellness, preventative care, occupational care, urgent care and disease management. HCS
provides your employees with comprehensive coordinated healthcare to achieve a state of
health and well-being. From inception, HCS has continually improved all of our services by
listening to our clients and their broker’s needs. HCS provides all our clients with the highest
quality of care while saving the employers hundreds of thousands of dollars on their healthcare
budget. HCS will never skimp on the delivery of healthcare; patient care is our top priority. Our
leadership team has over 25 years in working in medicine and business.
HCS’ philosophy is to promote on-site high-quality wellness and primary care prevention
programs in the workplace to achieve an optimal level of health for all employees, which will
dramatically reduce the Town of Oro Valley’s overall healthcare costs. HCS implements on-site
healthcare clinics to promote healthy lifestyle for employees, maintain and improve health and
wellbeing, and prevent or delay the onset of disease.
The Town of Oro Valley On-Site Health and Wellness Center Program design.
Family Nurse Practitioner On-site Monday and Wednesday 9:00am-3:00pm.
Licensed Practical Nurse On-site Thursday 9:00am-1:00pm.
Phlebotomy on-site every Friday from 7:00am-9:00am.
24/7 workers compensation hotline.
On call triage Monday-Friday 8:30am-4:30pm, weekends e-mail triage.
Collaborates and works with all contracted specialists.
Collaborates programs with US Healthworks, Sonora Quest Labs and Simon Medical Imaging.
The team of practitioners and ancillary staff will be handpicked to staff the Oro Valley on-site
clinic. The scope of services will be covered by a nationally certified Family Nurse Practitioner
(FNP-C) and a Licensed Practical Nurse (LPN). The FNP on-site will maintain privileges to
assess, educate, coach, suture, diagnose disease or illness, prescribe medications, therapies,
order and interpret labs and radiology studies, and refer to a specialist as needed.
Oro Valley on-site Health and Wellness Clinic
RFP 14032
2
Health and Wellness, Urgent Care, Disease Management Clinic Staffed by FNP-C
Primary care and preventative medicine
Pediatric care and well child exams
Adolescent well exams and high risk screening
Adult man/women well exams/annual physical exams
•Prostate exams
•Breast exams including radiology order for mammogram
•Mental health screening
•Substance abuse screening
•Physical abuse screening
Physical exams and pre-employment physicals
•Pre-employment drug screenings
Disease Management for chronic illness
Biometric screenings and review
DOT/CDL Physical Exams
•Routine hearing services (CDL requirements)
•Routine vision services (CDL requirements)
•Urinalysis (CDL, random), Drug screening
Public safety physicals (Police)
Occupational Health services to include worker compensation services
•24/7 hotline for workers compensation
•Work compensation treatment
•Drug screening
•Work with supervisors on light duty plans
•Coordination of care with case managers
•Return to work plans
•Lift Plans
Urgent care appointment same day.
•IV rehydration therapy
•Rapid strep tests
•SVN treatments for respiratory issues, Oximetry
•Acute infections
Spirometry & Pulmonary Function testing
Generic medications dispensed on-site for first day treatment
Prescriptions will be directed to generics and the $4.00 month, $10.00-90 day plans. Simon
Medical cash pay radiology plans, no claims.
Oro Valley on-site Health and Wellness Clinic
RFP 14032
3
Wellness, Disease Management & Weight Loss Program
The LPN will work directly under the FNP-C and will lead the Wellness, Disease Management
& Weight Loss programs under the direction of the FNP-C
Healthy behaviors and lifestyle, education & coaching
Smoking cessation
Stress & anxiety reduction, referral to EAP as needed
Biometric reviews & referral to FNP-C for abnormal
Disease management & health risk assessment
Pre-diabetes & diabetes
Hypertension
Hyperlipidemia
Obesity
Weight loss programs
Weekly coaching & meal plans
Supplements for sale on-site: Pea protein and vitamin D and B sprays
Recipes for low glycemic meals and protein shakes
All injection therapy
B12, Testosterone, Allergy injections directed from allergist
TDap, PPD skin tests & readings
Annual Flu vaccine clinic
.
Fee for Town of Oro Valley Only
Monthly fixed fee $10,182.33
Annual Fixed fee $122,188.00
One time charge of $10,000.00 to purchase all equipment and supplies needed to
establish the Clinic
One time charge of $5,000.00 for all services and training needed to open the Clinic.
HCS provides a comprehensive approach in delivering healthcare services. Our integrated
team of healthcare providers is committed to providing personalized patient care and building
trust with our patients and clients. Our practitioners become valued partners for the patients
and clients they serve. By taking the time to listen to their needs, HCS is achieving best-in-
class results by successfully transforming the health of employee populations. We also believe
in collaborative care to reduce redundant labs, radiology or interventions. With quick and cost-
effective interventions, our patients have less catastrophic claims, thereby dramatically reducing
the Town of Oro Valley’s healthcare costs. HCS is proactive in identifying illness, promoting
wellness and delivering disease management. Our practitioners quickly become your
company’s healthcare advocate.
1
CHILDREN’S MUSEUM TUCSONPROPOSAL FOR PARTNERSHIP
Satellite Children’s Museum in Oro Valley, Arizona
OVERVIEW
Children’s Museum Tucson (the Museum) is pleased to submit a proposal to partner with the Town of Oro Valley to
open a satellite children’s museum. The Museum proposes to open a satellite children’s museum within the town
limits to cater to resident families, with an emphasis on serving families with children ages 4 and under. While the
target age range will focus on early childhood education, slightly older home-schooled children as well as special
needs children are also prime candidates for visitation. The approximate size of the facility is anticipated to be 3,000
square feet with hands-on, interactive exhibits that are age and developmentally appropriate
Objectives
Partner with the Town of Oro Valley to create a children’s museum that caters to families with young children
Establish an amenity for residents of Oro Valley and adjacent communities that promotes and focuses on Early
Childhood Education.
Assist the Town of Oro Valley in maintaining their designation as a Playful City Community and Best Place to
Raise Kids in Arizona.
OUR PROPOSAL
The Town of Oro Valley has a well-deserved and earned reputation for providing exceptional quality of life of their
residents. The community has received several awards and accolades for being one of the best communities to
raise a family in. In To add to the existing quality of life for families, the Children’s Museum Tucson proposes to open
a satellite museum in the Town of Oro Valley.
Given the growing concentration of young families in Oro Valley alongside the Town’s growing population, the
Museum’s proposes to open a 3,000 square foot satellite museum that focuses on Early Childhood Education
(serving families with children ages 4 and under).
The anticipated start-up costs for the satellite museum is $600,000. With respect to the funds necessary to get the
satellite location, open the Museum proposes the following cost share;
$200,000 investment from the Children’s Museum Tucson
$200,000 raised by the Children’s Museum Tucson
$200,000 one-time contribution from the Town of Oro Valley
The operating budget for year one is estimated at $395,501. While the vast majority of the operating revenues will
come from admissions, membership, fundraising, grants and donations, it will not be enough to sustain operations.
Following the framework established between the City of Tucson and Pima County for the downtown Museum, the
2
proposal for the Oro Valley satellite location includes an annual contribution from the Town of Oro Valley of $75,000
annually with an additional $25,000 annually from Pima County to support operations.
Timeline for Execution
The Museum is prepared to move forward with the satellite location with a projected opening between the fourth
quarter of 2014 and first quarter of 2015.
EXPECTED BENEFITS
The expected benefits of a satellite children’s museum in the Town of Oro Valley are;
Community Benefits
Create a family focused resource for residents of the Town of Oro Valley that focuses on Early Childhood
Education (ECE)
ECE programming at satellite location will contribute to school readiness for children entering pre-school and
kindergarten.
Tourism Benefits
Supplement the Town of Oro Valley’s other tourism related attractions and activities
Creates an attraction experience for visitors to the Town of Oro Valley that allows them to stay within the Town’s
limits
Economic Development Benefits
Supports economic development via the retention and recruitment of businesses in the Town of Oro Valley with a
family oriented resource/attraction that adds to the quality of life for residents, employers and employees.
Potential to capture additional sales tax revenue via incremental retail sales (food and beverage) for visitors to
the satellite Museum from neighboring communities (Marana, Catalina, Tucson)
BUDGET & PRO FORMA
Please see attached Exhibit’s A and B, which outlines the budget for the initial start-up costs associated with satellite
location and the year 1 pro forma.
QUALIFICATIONS
The Children’s Museum Tucson has proven to be the leader for providing fun, play based, interactive learning
experiences for children and families throughout Southern Arizona. With strong internal leadership and an engaged
Board of Directors, the Children’s Museum Tucson has experienced an 82% increase in attendance over the past five
years while simultaneously growing the annual operating budget by 62% during the same time period. Over the last
3
3 years, the Museum has also invested over $1,000,000 (77% of annual operating budget) in new exhibits and
upgraded facilities.
The Museum has broad support from local officials, the business community as well as regional and local
foundations. Furthermore, the Museum has created strong, collaborative partnerships with over 100 local non-profit
organizations throughout Southern Arizona. The Museum also has a proven track record when creating exhibits and
complimentary programs for Early Childhood Education. This was evidenced by the unique awarding of back to back
federal grants from the Institute of Museums & Library Services (IMLS) to fund Early Childhood Education programs.
With a 28 year history and a proven track record, the Children’s Museum Tucson is considered the regional expert
when it comes to creating engaging, educational and informal learning environments for children and their families.
These are just a few of the reasons the Children’s Museum Tucson is uniquely qualified to partner with the Town of
Oro Valley for an early childhood focused venue.
CONCLUSION
The Board of Directors and staff of the Children’s Museum Tucson look forward to working with the Town of Oro
Valley and supporting your efforts to create and maintain an exemplary community that provides resources and
amenities for families with children. We are confident that we can successfully partner with the Town of Oro Valley
and other community stakeholders to create a children’s museum satellite location that creates an opportunity for
families to play, learn and discovery together.
If you have questions on this proposal, feel free to contact me at your convenience by email at
Michael@ChildrensMuseumTucson.org or by phone at (520) 792-9985.
Thank you for your consideration,
Michael J. Luria
Executive Director, Children’s Museum Tucson