The URL can be used to link to this page

Home My WebLink About5.f. Approve Job Description & Hiring Process for Part-Time Deputy Registrar Clerk • � , CITY OF ` ROSEbiOUNT EXECU'TIVE SZ]b�lARY FOR ACTION CITY COUNCIL MEETING DATE: March 16, 1993 AGENDA ITEM: Approve Job Description & Hiring AGENDA SSCTION: Process for Part-Time Deputy Registrar Clerk Old Business PREPARED BY: AGENDA �� "" Jef f May, Finance Director � � .�� ATTACF�lENTS: 3/11 Memo, 2/23 Memo, Job Ad, AP OVE BY. Job Description, Comp Worth Point & Salary W/S � � � This item is back on the agenda for Council consideration to approve the job description for the position of part-time Deputy Registrar Clerk and to approve the hiring process for this person. This position was budgeted for during the 1993 budget process. The attached memo, dated 2/23/93, attempts to justify the Finance Department' s need for this position. The memo, dated 3/11/93 , addresses the costs and revenues associated with the operation of the Deputy Registrar office and possible options for the Council to consider. The following is an adjusted employment schedule which would allow us to get a person on board and to begin the training process: March 16, 1993 - Council Approves the Hiring Process March 20, 1993 through March 28, 1993 - Advertise for Employment March 26, 1993 - Application Deadline March 29 , 1993 through April 2 , 1993 - Review Applications April 5, 1993 - Conduct Interviews April 20, 1993 - Council Approval to Hire New Employee April 21, 1993 - Offer Position to Successful Applicant May 3 , 1993 - Successful Applicant Begins Employment RECOD�IENDED ACTION: Motion to proceed with Option #3 in Finance Director's memo dated 3/11/93 , approving the job description for the position of Deputy Registrar Clerk, the hiring process and the points & salary range as outlined in the Finance Director' s memo dated 2/23/93 . COUNCIL ACTION: DATE: March 11, 1993 TO: Mayor McMenomy Council Members: Klassen Staats willcox Wippermann FROM: Jeff May, Finance birector SUBJECT: Part-Time Deputy Registrar Clerk Position This memo is a follow-up to discussion held by Council at the 3/2/93 Council meeting regarding the operations of the Deputy Registrar office. Concern was raised over the issue of revenues versus expenditures. This memo will attempt to clarify discussion that took place during the 1993 budget process and to give Council some options to consider in regards to the operations of the Deputy Registrar office. Directly traceable revenues and expenditures for 1992 show $24, 163 .95 in revenues for the City and $29, 333 . 06 in salary and benefits for the person responsible for the operations of the office. This is a deficit of $5, 169 . 11 for the City. But, other expenditures that are not as readily apparent must be considered in looking at the total picture. A Finance Department staff person is responsible for backing up the Deputy Registrar for breaks, vacations and sick days. I would estimate this cost to be between $2 , 000 and $3 , 000 each year. Schooling that is required by the State costs $300 to $400 each year. Supply costs are paid for by the City, as are costs of PC' s and printers. Software requirernents of the State" are constantly changing and an item to be considered as well . My best estimate as to the deficit the Deputy Registrar office operates at is between $8, 000 and $10, 000 per year. This office has never been a °money maker" for the City, but rather, has been considered a benefit to the citizens of the City. The addition of the part-time Deputy Registrar Clerk is not solely for the operations of the Deputy Registrar office. It is because of the growth of the responsibilities of the Finance Department (as outlined in my attached memo dated 2/23/93J , as well as the problems that we have encountered trying to operate the of f ice with only two people capable of handling the Deputy . Registrar responsibilities. Backup for lunch and breaks is impossible if one of the two people is gone for the day. Therefore, the remaining person is unable to have an uninterrupted lunch. With the formation of the third union, this has become an even bigger issue. Last year we discussed the possibility of closing the office for thirty minutes each day for lunch and Council rejected this idea because of the inconvenience to the Public. This may no longer be an option for us to consider. We may have to close the office to Page 2 provide the time for an uninterrupted lunch. One other item that I would like to address before getting into the options to be considered, is the comment made by the Council regarding the possibility of a private party taking over the office and "being able to provide extended haurs and expanded services" . A private party may very well be able to offer extended hours to the public, but based on information we have received from our field rep (from the State) , would not be able to offer any other services (other than Game & Fish) that we are not currently offering. I am assuming that the Council was referring to Driver License renewals when that comment was made. Our field rep has informed us that because of the number of offices in this area that already have Driver License renewals and because of our transaction count not being high enough, we would probably not even be considered as a potential candidate for this service. I see three options for the Council to consider. I will list the three and put forth what I see as reasonabl'e arguments concerning each of the three. (#1) Do nothing with the operation of the Deputy Registrar office or the Finaace Department. (Leave as is) As I strongly argued in my earlier memo to Council, I do not consider this to be a practical option. Granted, this would save $12, 000 that was budgeted for 1993 and would seem like a prudent decision to make. But, my staff cannot continue to work the overtime they have on a regular basis without a decxease in their productivity. Plus, as I have stated before, a large number of the long-range planning activities of the Department must be addressed, and until we get some additional help, those kinds of things will continue to be put aside so we can complete the everyday activities required of us. I feel that my earlier memo adequately addresses the arguments I have against this option. (#Z) Close the Deputy Registrar office completely aad retaia the Deputy Registrar without hiriag the part-time Deputy Registrar Clerk. From the Finance Department' s operations standpoint, this would be the most favorable option. Rather than gaining a l/2 time person, we would be gaining a full-time person for our operations. This would ease a lot of the pressures felt by our Department at this time. But, the City would discontinue a service to �he community with no guarantee that a private party would pick up that service. There may be things we �ouia ao to help someone continue the service, but there is no absolute guarantee that the County or the State would allow 'that to happen. So, there is a certain risk involved in losing a service that can be seen as a benefit to the eommunity. Page 3 (#2) Continued Also, from a monetary standpoint, this move would cost the City additional dollars. Looking at 1993 budgets for revenues and expenditures, the additional cost to the City would be about $12, 816 (see outline directly below this paragraph) . The coneerns with this option are twofold: (1) Do we want to risk losing a benefit to the community? ; and (2) Are we willing to spend the additional dollars to help the operations of the Finance Department? 1993 Budgeted Revenues $25, 000 1993 Budgeted Deputy Registrar Salary & Benefits (30, 143) 1993 Budgeted P/T Deputy Registrar Clerk (12, 173) Total Real Dollar Deficit ($17, 316) Other Variables to Consider Saved Costs of Backup (Salary still paid but utilized more efficiently elsewherel $ 2, 500 Saved Costs of Schooling, Supplies & Miscellaneous 2, 000 Total Deficit - All Variables Considered ($12, 816) t#3) Proceed with the hiriag process of the part-time Deputy - Registrar Clerk as discussed during the i993 budget process and at the 3/2/93 Council meeting. This would be my recommended course of action for the City to take at this time. Although it may not be what is best for the Finance Department as a whole, it is probably the best course of action for the City to take at this time, considering weaknesses in both options (#1) and (#2) . This would give the Finance Department some of the assistance that it needs immediately without causing any revisions to the 1993 budget, and at the same time, ensure the service of the Deputy Registrar continue to be provided ta the citizens. *** NOTE *** As of 3/12/39 , I received additional information(attached to this memo) from our field rep and from the League of Minnesota Cities Bulletin regarding the addition of the driver license service and the opportunities for other parties to assume an existing Deputy Registrar office. If you have any questions on these pieces of information, please contact me. This information further supports my recommendation of option (#3) if the City wishes to continue offering the services of the Deputy Registrar office to its citizens. .� : �'�f ill summaries continued 4 Council members would sern part dawnWwn area W allaw them to sell regulation conld unreasonably nstrict �' time and be compensated at aa snnual liquor unti12:00 am.and allow or regulate these pra�cices unless it is ., salary equal to 90 percent of the salary cons�mPaon of liquor unti13:00 a.m. "aa immediate aad substaatial threat" � for state legislators plus a$50 per 'The premises would need to 6ave on W the pnblic health aad safety. This diem.The four operating metropolitau duty at least one employee who t�as provis�on WO�d make it alm°st a server trainiag program impossible w a�piy public nuisaace . agencies would be reorganiud into P� or��s,�uch as noise, op�r�inS divisions managing transit, certified by the city or Htnnepin h'P� sports facilities,airp�rts,and waste County and it would need to promote lighting,or odor regulations against • control. The council would appoint a the sale of food and non•intoxicating property in ag preserves. JJ chief administrator for each operating beverages at least to the same extent as ial tazin districts division. alcoholic beverages during these Spec� g The bill would abolish the regional extended hours. JJ H.F.629{Carruthers,Wagenius, transit board and mosquito control Bl�'��'P�ly��a commission and integrate their duties MetrOpolitaII include the Metropolitan Council,the Metropolitan Airports Commissioa, undiag metropolitan area regionAl �e Metropolitan Transit District,the �� Metropolitan Mosquito Control Deputy registrar amendments H.F.615(Kahn,Swenson,McGuire, S.F.626(Marty,Merriam)(Govern- gh,Blatz)(Local Government and CO��on and levies made by the mental Operations and Reform would the Regional Transit Commissions(rail ) tropolitaa Affairs)would appropri- authorities)in the seven-county area as prolubit an appointee to a public $g,s�uon dollars w the Metro- •� position from transferring duties to litaa Council for operating and "metropolitau special taxing districts another individual or entity. The intent • �ng the regional recreation ��e subject to wth-in taxarion of this provision is to stop the present n s stem. JJ provisions. ce of de u strars selling � Y The bill would add"metropolitaa p�� P tY� special taxing districts"to advertise- their businesses to other individuals. otection of agricultural land T6e bill would clarify appointment and H.F.622(O�eld,Cooper,C. me°ts�a°d v�'°u1d include metropolitan removal rovisions for de u regis- special taxing districts in the contents P p h' Osment,Greiling)(I-ocal of tax statemenu.ND trars. The bili would authorize ��entaad Metropolitan Affairs) � contracts for these services and require �d modify the existing metropoli- competitive bidding. area agricultural laud preservation PerS0IIIIe1 The state registrar would need W �s. Under the bill,each zoning Employee right to union representa- adopt rules requiring deputies and ority in the metropolitan acea tion in disciplinary action contra.ctors who are county,or statu- 'ch basically means alt metro S.A544(MurPhX Yckerman.J. Wry or home rule charter city,officials es)would need to zone certain land Johnson,Samuelson,Mce)(Jobs, or employees to operate registration �opg_��ricultural land with a Energy and Community Development) and motor vehicle tax collection ��residential deasity.Land would make it an unfair labor practice bureaus outside normal business hours Wd y.�y�ag preserves until it is for an employer,either public or where public interest and convenience luded in the authority's urban private,to fail to inform au employee, may require extended hours and when •��yo�g authorities before aa invesriga�ive or disciplinary the locai government would incur no d the Metropolitan Council would interview that may result in disciplin- undue hardship or expense. ed to provide maps of eligible and ary action to an employee,of the The bill wouId adopt severai y��d land areas. employee's right W have a union measures which phase out most private �e bill would prohibit construction representative present during the deputy regisa�ars. Finally,the bill public storm water sewer systems interview JJ vwuld reduce the mandatory filing fee 'ch benefit land or buildings in on all registrations from$3.50 to •��preserns.Additionally, Disclosure af employment-related $3.25. JJ blic stormwater sewer systems, uses of cansumer credit reports w public roads,and other public im- S.F.612(Merriam,Chaadler, lqu0i' provements on,adjacent to,or in the Runbeck)(Jobs,Energy and Commu- Minneapolis:Hours of sale and vicinity of,agricultural preserves niry Development)would provide that consumption which could not assess conswction a persoa could not obtai,a or cause to S.F.596(Spear,Solon,Metzen, cosks against the agricultural preserves be prepared a consumer report on a Samaeison)(Commerce and Consumer land. consumer for employment purposes i Protection)would authorize Minne- Finally,the bill would expand the unless the person cleariy and accu- apolis W adopt aa ordinance to allaw a protections for"normal"farm prac- rately discloses to the consumer that a - special license for a premises in the tices,stating that no ordinance or reporc may be made or requested. March 5, 1993 , Page 15 --- -r ---- - --- ---- _-� --��3� - - ---------- - - �� -_- , ; � _ � �_�.U��C�LC�1�-_ � � �.�_tu`�. c-v�-� '- # �Q� e m�c�;lu.' �t.¢� r�i� � � � . % — � �ac,��`� Ca��uQ%l_� _n��n�t�;�ls�._ r�.ac... _ —�� - (,�Q u�,[�1,�.Qc� _��f2�__Cl)7�P.,l�� _ �- ��1�.____��.�� q p.�.��- -- -�-�----� 1� ` . - -- - -- -- ---� --�0__�, � 1'Y�:- -.��.2 ..�t,.�.t• -C�YI�t 6Y1;, � - � co -- ------ � ' � � � � • _ - -- --- �(.11UL1�� C�l'l_-�--�(,1_ _ _t.�tA-t' �i'1��:��-�- -- C11-}� GL�41-. � � � . � __- ----------�'1 Ci t�._ -_ __ _��'lG�rn,oa ' _Ctki:-C:C��_G��,�--C�t G�- -��-��'- — � � � YJ � ��[11�'�'�. U,�_C� _L�.f�t�o. `��-- ---- - — ---- -� . . � . --- � � �11l�_G��'1�"D _ _ _ —�y�?�.P�YY►--�(2�.1,G�t.. U � . U ---- i,t�bl,l�l',�-_� _ _ —s.�,�.(�!'1/tt1�aQ�.��l.1�2fLt��i..� �-- -- C�� ' —— — � , , _(/31�t._�Y1 �,a (�' GU_l.(�. �'�t�--`��Pit2 (/jt'��--- � l� �Q;��trz�, " ` ` �rin oS�� ` �L��:�� _ �'.c��ir� � mti�,o � �� - -�� --�- -- � • _��..e-_�� . � f�un__�t��a_� __�a_e, :�cv�. �-�ra�C�tcrQ��_------------- -- -- DATE: FEBRUARY 23, 1993 . TO: MAYOR McMENOMY COUNCIL MEMBERS: KLASSEN STAATS WILLCOX ' WIPPEF�VJ[ANN FROM: JEFF MAY, FINANCE DIRECTOR SUBJECT: PART-TIME DEPUTY REGISTRAR CLERK POSITION During the 1993 budget process, much discussion occurred about the Finance Department' s need for additional personnel. We discussed department responsibility, past, present and future. I would like to summarize my justifications for the additional personnel in the next few paragraphs. Traditionally, the Finance Department has been responsible for operations including payroll, accounts payable, accounts receivable, cash receipts, fund accounting, investments, property and workmen' s comp insurance, and tYie Deputy Registrar office. As the City has grown and moved exclusively into the personal computer environment, we have inherited the responsibility of maintaining those personal computers, the network they reside on and many software issues as well . In 1989, we added a fourth person to our department. Prior to that our department consisted of a Finance Director, Accountant and Deputy Registrar Support Person. Adding that person changed the structure of our department so it then consisted of a Finance Director, Assistant Finance Director, Finance Support Person and Deputy Registrar Support Person. At that time, the addition of the PC network, increased insurance responsibilities, increased reporting requirements and overall growth of the City and its' needs were the justifications for the new position. Since that time, our department has maintained the same level of employees, four, and even operated for a 6 to 9 month period with only three employees for parts of 1990 and 1991. At the same time, our responsibilities have continued to grow. Insurance requirements have become greater as rules have changed and we have ma.de much needed improvements to our system. The day-to- day operations like payroll, accounts payable, cash receipting and fund accounting take more time because of ever changing reporting requirements and because there is a larger volume of activity in all of these areas because of our growth. The personal computer network has grown and required a corresponding attention requirement. Page 2 In addition to continuing growth, we have also assumed two other major responsibilities as well. In 1991, our department was made responsible for the majori,ty of the Utility Billing process. We assumed the responsibiTities for the mailing of the meter cards and utility bills, as well as the collection of both items. We took over the handling of the computer program, including the generation of all reports applicable to Utility Billing. We became responsible for generating final bills and setting up new accounts on the computer system. We also assumed full responsibility to responding to all complaints. Since 1991, we have also added a third utility, the Storm Water Utility, which increased our number of customers to service by approximately 1, 500, so our total customers today is just shy of 4, 000. By contrast, in 1991, the total number of customers was a little over 2, 000. To summarize, we assumed a responsibility with no additional personnel, that has doubled in size in two years, still without adding any personnel. The second responsibility added to our department has been the ordering of office supplies. This is a time consuming task that has become even more time consuming as we have made attempts to improve the system and increase the efficiency of ordering and accountability. For the future, in 1993 we are looking at the implementation of a Fixed Assets system for the Cit�r. This is a long overdue area of importance for the City from an auditing standpoint and an efficiency standpoint, as well. We have budgeted funds to have someone set up this system for us, from the actual physical inventory to the implementation of the software program needed to make it go. But, that does not mean that we will have nothing to do during this process. We will be required to provide information to the contractor in order for the process to succeed. Even more importantly, we will be required to maintain that system once it is in place. That is when our real work will begin. To the credit of the Finance Department staff, payroll is completed on time, bills are paid on time and reports are filed on time. To most observers, everything seems to be operating smoothly. But, there are areas that are not getting the attention that they truly deserve. Most of these areas concern long-term issues, especially policy issues. We should update current policies and establish new policies in areas including, but certainly not limited to, purchasing, investments, internal controls, debt management and others . We can get by without ' these changes and additions, but should we? We don' t think so, but at this point in time, they are things that constantly get put on "the back burner" because of time constraints in dealing with the day-to-da� operations of our department: Page 3 What we are proposing at this time is a part-time person to assist in the operations of the Deputy Registrar office. This would allow the current Deputy Registrar to assist the other department personnel in the finance and accounting related functions of our department. The Deputy Registrar is a break- even or less operation that is a benefit to the citizens of _ Rosemount. We have reached a point where the Finance Department has to have additional help and we .felt that this would be the most cost-effective approach to take to help ease our problems (at least as a short-term solution) . The position of Deputy Registrar Clerk would be a 1/2-time position that would work four hours a day during the time of breaks and lunch. This would also alleviate a backup problem that we have had for quite some time and will probably escalate with the formation of the third union. We have not been able to provide an uninterrupted lunch for a person when that person' s backup is not in the office because of illness, vacation, seminars or the like. Hiring this position would eliminate this problem, as we would then have three people, rather than two, capable of providing Deputy Registrar services. The position would assume a Comparable Worth point value: of 43 and a salary range of $7. 60 an hour to $10 .26 an hour with a midpoint salary of $8 . 86 an hour. This would be accomplished by starting the person out at the bottom of the "A" range, or $7.60 an hour; moving to the bottom of the "B" range, or $8 .42 an hour, after successful completion of a six-month probation period; and moving to the middle of the "B° or the midpoint, $8 . 86 an hour, after eighteen months. This is consistent with current policies that we have in place. I feel that this position is warranted for our department, and hopefully, I have addressed any areas of concern that you may have. If not, please feel free to contact me if you need further information. DEPUTY REGISTRAR CLERK The City of Rosemount is accepting applications for a part-time Deputy Registrar Clerk. Duties include issuing motor vehicle licenses with heavy public contact. Minimum requirements include one year clerical or customer service experience, 30 wpm typing speed and knowledge of computer operations. 20 hours per week. $7. 60 per hour starting salary. Completed applicat'ions must be received by March 19, 1993 . Application forms available at Rosemount City Hall, 2875 - 145th Street West, Rosemount, NIDT ' 55068; (612) 423-4411. Qualified females and minorities encouraged to apply. Equal Opportunity/Affinnative Action Employer. � CITY OF ROSEMOUNT POSITION RESPONSI$ILITY WRITE-UP Date: March, 1993 POSITION TITLE: Deputy Registrar Clerk DEPAR.TMENT: Finance Department ACCOUNTABLE TO: Finance Director SUMMARY OF POSITION The Deputy Registrar Clerk is responsible for providing motor vehicle registration and related permit and licensing senrices to the public. The duties of this position include, but are not limited to, providing customer service to the public, being knowledgeable of motor vehicle laws and procedures. Assists in maintaining required records and inventory of license tabs . ESSENTIAL DUTIES AND RESPONSIBILITIES 1. Serves the public for motor vehicle registr�tion and licensing. 2 . Possesses a working knowledge of current motor vehicle laws and procedures. 3 . Enters licensing information into computer. 4 . Assists in maintaining inventory records of motor vehicle license tabs, DNR records, and reordering of inventory as needed. 5 . Balances cash register on a daily basis. 6 . Receive telephone calls concerning motor vehicle or licensing information. 6 . Performs such other duties as are assigned. OUALIFICATIONS 1. High school graduate or equivalent with specialized course work in general office practices such as typing, accounting, data processing. 2 . One year of general clerical or customer service experience. 3 . Six months deputy registrar experience desirable. 4 . Ability to type accurateZy on a computer keyboard and/or typewriter. Have a typing proficiency of 30 w.p.m. 5 . Some knowledge of personal computer operations, including word processing and a spreadsheet program similar to Quattro Pro. x - 6 . Some knowledge of modern office practices and procedures. 7. Ability to speak and write English clearly. S . Ability to perform arithmetic computations accurately and quickly; 9 . Ability to record names and numbers accurately (e.g. , not transpose numbers and/or letters) . 10 . Ability to communicate effectively verbally; ability to establish successful working relationships with employees and the public; ability to work under pressure and/or frequent interruptions . 11. Ability to remain seated or standing at the same wark station for up to two hours at a time. STATUS: Non-exempt 20 Hours a Week Reviewed by: Approved by: Administrative Assistant Dat2 City Administr�tor Date . Date Approved by City Council: � to 1991 adjust MIDPT. for ANNUAL 1992 A Range B Range C range JOB TITLE PTS RATE 1.0400 --------------------------------------------------------------------------------- { CITY ADMINISTRATOR �118 � 57,289.13 fi9,580.70 51,082.10 53,770.63 56,600.66 56,601.66 59,580.70 62,559.73 62,560.73 65,688.77 68,973.20 PUBLIC WORKS DIRECTOR �102 � 47,968.55 49,887.29 42,771.21 45,022.33 47,391.93 47,392.93 49,887.29 52,381.66 52,382.66 55,001.19 57,751.88 POLICE CHIEF �101 : 47,493.0@ 49,392.80 42,347.25 44,576.05 46,922,16 46,923.16 49,392.80 51,862.44 51,863.44 54,456.62 57,179.45 FINANCE-0IRECTOR :100 : 47,017.42 48,898.12 4Y,923.12 44,129.60 46,452.21 46,453.21 48,898.12 51,343.02 51,344.02 53,911.22 56,606.78 DTRECTOR OF PARKS 3 RECREATION : 99 : 46,485.08 48,344.48 41,448.45 43,629.95 45,926.26 45,927.26 48,344.48 50,161.71 50,162.71 53,300.84 55,965.88 DIREGTOR OF PLANNIN6 � 99 : 46,485.08 -08,344.48 41,448.45 43,6?9.95 45,926.26 45,927.26 48,344.48 50,761 J1 50,762 J1 53,300.84 55,965.88 ' CITY ENGINEER/ASSISTANT P.W. DIRECTOR � 96 : 43,270.60 45,000.80 38,581.66 40,612.27 42,749 J6 42,750 J6 45,000.80 47,250.84 47,251.84 49,614.43 52,095.15 ECONOMIC DEVELOPMENT MANAGER : 96 : 43,270.00 45,000.80 38,581.66 40,612.27 42,749.76 42,750.76 45,000.80 41,250.84 47,251.84 49,b14.43 52,095.15 J ADMINISTRATIVE ASSISTANT � 94 � 40,630.13 42,255.96 36,226.30 38,135.05 40,142.16 40,143.16 42,255.96 44,368.76 44,369.76�46,588.25 48,917.66 � BUILDING OFFICIAL � 94 : 40,630.73 42,255.96 36,228.30 38,135.05 40,142.16 40,143.16 42,255.96 44,368.76 44,369.76 46,588.25 48,917.66 PARK 3 REC SUPERVISOR : 94 : 40,630.73 42,255.96 36,228.30 38,135.05 40,142.16 40,143.16 42,255.% 44,368.76 44,369.76 46,588.25 48,917.66 ,- POLICE LIEUTENANT : 94 : 40,630.73 42,255.% 36,228.30 38,135.05 40,142.16 40,143.16 42,255.96 44,368.76 44,369.76 46,588.25 48,9ll.66 �' PUBLIG WORKS SUPERVISOR : 94 : 40,630.13 42,255.96 36,228.30 38,135.05 40,142.16 40,143.16 42,255.96 44,368.76 44,369.7b 46,568.25 48,917.66 ASSISTANT FINANCE OIRECTOR : 88 : 36,495.32 37,955.13 32,540.68 34,253.56 36,056.38 36,057.38 37,955.13 39,852.89 39,853.89 41,846.58 43,938.91 � PLANNER : 85 : 35,207.63 36,615.94 31,392.68 33,044.93 34,784.14 34,785.14 36,615.94 38,446.73 38,447.73 40,370.12 42,388.62 ASSISTANT PARK E REC DIRECTOR : 80 : 32,919.86 34,236.65 29,352.75 30,897.63 32,523.82 32,524.82 34,236.65 35,948.49 35,949.49 37,746.96 39,634.31 � FIRE MARSHAL : 79 : 31,702.43 32,970.53 28,267.20 29,754.95 31,321.00 31,322.00 32,970.53 34,619,05 34,620.05 36,351.06 38,16@.61 ASSISTANT PLANNER : 75 : 30,831.46 32,064.72 27,490.59 28,937.46 30,460.48 30,461.48 32,064.72 33,667.95 33,668.95 35,352.40 37,120.02 { BUILOING INSPECTOR : 75 � 30,831.46 32,064.72 27,490.59 28,937.46 30,460.48 30,461.48 32,064 J2 33,667.95 33,668.95 35,353.40 37,120.02 EGONOMIC DEVELOPMENT SPECIALIST : 75 � 30,831.45 32,064.72 21,490.59 28,937.46 30,460.48 30,461.48 32,064.72 33,667.95 33,668.95 35,352.40 37,120.02 ENGINEERING TECHNICIAN : 65 � 28,393.36 29,529.09 25,316.60 26,b49.06 28,051.64 28,052.64 29,529.09 31,005.55 31,006.55 32,556.88 34,184.72 " AGCOUNTANT � 60 : 26,121.93 27,166.81 23,291.24 24,517.09 25,807.47 25,808.47 27,166.81 28,525.15 28,526.15 29,952.45 31,450.08 ADMINISTRATION DEPARTMENT SECRETARY : 60 � 26,121.93 27,166.81 23,291.24 24,5ll.09 25,807.47 25,808.47 27,166.81 28,525.15 28,526.15 29,952.45 31,450.08 BUILDING INSPECTIONS SECRETARY : b0 : 26,121.93 27,166.81 23,291.24 24,517.09 25,807.47 25,808.41 27,166.81 28,525.15 28,526.15 29,952.45 31,450.08 �" ECONOMIC DEVELOPMENT/PERSONNEL SECRETARY : 60 � 26,121.93 27,166.B1 23,291.24 24,511.09 25,807.47 25,808.47 27,166.81 28,525.15 28,526.15 29,952.45 31,450.08 PLANNING DEPARTMENT SECRETARY � 60 � 26,121.93 27,166.81 23,291.24 24,517.09 25,807.47 25,808.47 27,166.81 28,525.15 26,526.15 29,952.45 31,450.08 POIICE DEPARTMENT SECRETARY : 60 : 26,121.93 27,166.81 23,291.24 24,517.09 25,807.47 25,606.47 27,166.81 28,525.15 28,526.15 29,952.45 31,450.08 PUBLIC WORKS SECRETARY ; 60 � 26,121.93 27,166.81 23,291.24 24,517.09 25,807.47 25,608.47 27,166.81 28,525.15 28,526.15 29,952.45 31,450.08 DEPUTY RE6ISTRAR : 53 � 22,428.82 23,325.97 19,998.20 21,050.74 22,158.67 22,159.67 23,325.97 24,492.27 24,493.27 25,717.94 27,003.83 PROGRAM DIRECTOR : 53 � 22,428.82 23,325.97 19,998.20 21,050.74 22,159.67 22,159.67 23,325.97 24,492.27 24,493.27 25,717.94 27,003.83 RECEPTIONIST : 46 : 20,231.48 21,040 J4 18,038.90 18,488.32 19,997.70 19,988.70 21,040.74 22,092.78 22,093 J8 23,198.46 24,358.39 ASSISTANT PROGRAM DIRECTOR : 44 � 19,035.86 19,197.29 16,972.80 17,866.11 18,806.43 18,601.43 19,797.29 20,787.16 20,788.16 21,827.57 22,918.95 SECRETARY AIDE : 44 : 19,035.86 19,797.29 16,972.80 17,866.11 18,806.43 18,807.43 19,797.29 20,787.16 20,788.16 21,827.57 22,918.95 DEPUTY REGISTRAR CIERK � 43 : N/A 18,428.80 15,199.49 16,631.04 17,506.36 17,507.36 18,4�8.60 19,350.24 19,351.24 20,318.80 21,3�.74 7.b��c 4,ya�� ki.�� ,o.a��N,e �