HomeMy WebLinkAbout5.b. Approve Job Description/Authorize Hiring Process - Deputy Registrar -+ CITY OF ROSEMOLTNT
EXECUTIVE SUMMARY F�3R ACTION
CIT� COUNCIL MEETING DATE: April 2D, 1993
AGENDA ITIIK: Approve Job Deseription &` Hiring AGENDA SECTION.
Pracess for Part-Time Deputy Registrar Clerk Old Business
PREPAR.ED BY: AGENDA ��EIYI � � �
Je�f May, Finance DirEctor
ATTACHMENTSc Memos from City Attorne�, �.' :�
3j16 Gouncil Packet Information ,. �
, ;
This item is back on the agenda f4r Council cansideratian to approve the
job description for the position of part-time Deputy Registrar C1erk and tc;
approve the hiring process for this person. My earlier memos have
addressed issues regarding needs of the Finance Depa�tment, eosts and
�'evenues associated with the Deputy Registrar office, and possible options
for the Couneil to consider. At Council direction, our City Attorney has
researched the possibilities of another party in the City of Rosemount
taking over the responsibilities of the Deputy Registrar office. His
findings show that there is absolutely no guarantee that anyone else wau?d
be able to offer the services of the Deputy Registrar office. Therefore,
if we wish to guarantee the continuation of this service f�r the citizens
of Rosemount we must maintain the office under the operations of the City.
Wi�h that in mind, I would ask Council to consider proceeding wi�h the
hiring process of the part-time Deput� Registrar Clerk as discussed during
the 1993 budget process. We are also looking at the possibility of opening
the Deputy Registrar off�.ce on Saturdays from 9 : 00 a.m. tt� 12; 00 p.m. after
this new p�rson has been trained(60 days) in an effort to extend the hours
of service. Also, we will put together a questionnaire at that time giving
customers an opportunity to voice their opinion.s on the hours of operation
and possibl� changes.
The following is an employment schedule which would allow us to get a
person on board and to begin the training process:
April 20, 1993 - Coun�il Approves the Hiring Process
April 24, 1993 through May 2, 1993 - Advertise far Employment
May 4, 1993 - Applicatian Deadline
May 5, 1993 through May 7, 1993 - Review Applieations _
_
May 11, 1993 - Conduct Interviews
May l8', 1993 - Council Approval to Hire New Ernployee
May 19, 1993 - Offer Pasition to Successful Applicant
June 7, 1993 - Successful Applicant Begins Employment
RECOMMENDED ACTION:
Motion to approve tY�e job description for the position of Deputy
Registrar Clerk, the hiring pro�ess for �his position, and the points
and salary range as outlined in the attached Finance Director's memo
dated February 23 , 1993 .
COUNCIL ACTION:
� '
M E M O R A N D U M
TO: Mayor E. B. McMenomy and Members of the City C�uncil
FRQM: Mike Miles/f'',�.ti
v
a�
DATE: April 1 , 1993
RE: Additional Information on Deputy Registrar Position
As a follow-up to the memo I sent ta you last week regarding
the Deputy Registrar issue, I had an additianal eonver�ation with
Mr. Larry 011ila, the principal administratar of the Department of
p'1JJ�ZC S�fet�, on D�puty Registrar matters . 2✓r. �?iiiia presented
me with some additional information that he had not initially
brought to my attentian .
Speeifically, he indicated that, although the County Auditor,
with the approval of the County Board, may select any person helshe
desires to fill a vacant Deputy Registrar pasition, the Department
of Publie Safety would require the Caunty to first take inta
consideration whether the vacancy needs ta be filled at a11 . ` In
other words, the County Auditor would first have to determine
whether there was another- Deputy Registrar within five miles who
could meet the registrarship needs and study the anticipated number
of transactions to decide if there is a sufficient volume to
justify replacing the Deputy Registrar. Mr, 011ila was not clear
on the number of transactions required, but he "thought" that the
threshold could be as many as 20 , 000 sales transactions .
, In addition to sharing with you Mr, 011ila's latest thinking
on ,this subject, I also believe it is important to at least raise
the prospect that, if Rosemount voluntarily gives uF its municipal
management of Deputy Registrar aetivities , the position may cease
to exist completely. To date, i.t has praved difficult to get a
definitive answer on this subject frorn the Department of Public
Sa�G�y, bu� Mr. 011ila has agreed to meet with Ci�y ofsicials to
further explore this subject if desired ,
Please contact me if you have any questions .
JMM:gmo
cc: Steve Jilk
Je�f May
� '
« �
� •
.
MEMO..RAN I? IIM
;
' TC): Mayor McMenomy and Members of the City Cauncil
;
� FROIri; Mike Mile��
���
� `
! DATE: Mareh 25, 1993
', RE: Potential Repiacement of Deputy Registrar
At the last City Council meeting, I was directed to review and
regort on the process of the selectian of deputy r�gistrars for
vazious localities within the State of Minnesota. My understanding
is that the Ci�y Council is considering the possibility of causing
deputy registrar services to be provided by non-city personnel and,
consequently, my summarg of the grocess focuses on that prvsgect.
With that in mind, the following info=mation is pertinent to this
issue:
1 . Under Minnesota Statutes, �168 . 33, subd. 1, the State
Commissioner of Public Safety is deemsd to be the
registrar af motor vehicles of the State of Minnesota.
As such, the commissioner is empowered to appoint deputy
registrars under certain conditions .
2 . Section 168 . 33 , subd. 2{a) "grandfathers in" registrars
serving at the time of the passage of �16$ . 33 . This
means that so long as the City of Rosemount wants to and
does satisfactorily perform deputy registrar work, it may
continue to serve in that capacity.
3 . Aecording to Mr. Larry' 011ila, administrator of the :
Deputy Registrar Program for the Department of Public
Safety, the follawing process would occur if the City
chose not to perform deputy registrar services on an in-
house basis in the future:
a. The Commissioner of Public Safety would advise the
_ Dakota County Auditor : of the vacancy. and the
auditor could exercise one of three options :
( 1 ) Cause the registrar duties to be undertaken by
a county employee; -
( 2) With the authorizatian of the County Board,
agpoint a private party to perform the
registrar services {this selection process is
currently not the subject of ' any competitive
bidding a= public notice procedure, and,
�-
.
Mayor McMenomy and Members of the City Council
March 25, 1993
Page 2
according to Mr. 021i1a, the county
commissioners can select anyone they wish ta
perform these services) ; or
(3} The County may elect not to involve themselves
at all in the deguty registrar vacancy.
b. If the County does not wish to participate in the
deputy registrar situation, the responsibility then
passes to the Commissioner of Public Safety, who,
in turn, may take the foliowing actions:
( 1) Conduct a survey of the continuing need far a
deputy registrar gosition within the corporate
limits af the City of Rosemount and, on the
basis of this survey, elimi.nate or choose to
fill the vacancy (the principal issues taken
into consideration by the CQmmissioner in
making this decision wi11 be whether another
deputy registrar within reasonable proximity
{i.e. , Apple Valley] is able to perform the
services satisfactorily and the volu.me af
business which would have been conducted by
the vacant deputy registrar position);
( 2) If the Commissioner determines that the deputy
regist�arship shoul.d be filled, he/she wi11
advertise the availability of this positian
and make a discretionary selection among the
applicants .
As may be observed from the foregoing, the City of Rosemount
will have no direct contral over who becomes deputy registrar or
even if there will be one once it decides not to fill this function
with a City employee. Clearly, Cit� ofticials could "lobby" ei.ther
County officers or the Cornrnissioner of Public Safet�r, whichever is
appropriate, to select someone who i� a Rosemount resident or
business , but the City wiTl not be a' true decision-maker -in such
circumstances .
In closing, please be advised that i also explored with the
Department of Public Safety the concept of the City maintaining its
deputy registrar duties by contracting the� out to a private garty.
The Department of Public Safety takes the position that this
constitutes abandonment of the deputy registrar position and set�s
in motion the processes described above.
Please contact me if you have any questions regarding this
memo.
cc: Steve Jilk
,7ef f May
` �z� ' e=�r oF Ros�ovrrr �
' - EXECIITIVE SLT�IARY FOR AC�Z�N ` ^—.
�C�,ij� ,,
CITY COUNCIL MEETING DATE: March 16, 1993 ��� .
AGENDA TTEM. Approve Job I3escription & Hiring AGENDA SECTION:
Process for Part-Time Deputy R�gistrar Clerk Old Business
PREPARED BY: AGENDA NO.
Jeff May, Finance Director
ATTACffi�'NTS; 3/11 Merno, 2/23 Memo, Job Ad, A.PPROVED BY:
Job Description, Comp Worth Point & Salarsr W/S
This item is back on the agenda for Council consideration to approve the job
description for the position of part-time Deput�r Registrar Clerk and ta
approve the hiring process for this person. This posi�ion was budgeted for
during the 1993 budget process. The attached memo, dated 2fz3/93, attempts
to justify the Finance Degartment' 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 gossible 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 Ma.rch 28, 1993 - Advertise for �mployment
March 26, 1993 - Application Deadline
March 29 , 1993 thraugh 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 Suceessful Applicant
May 3 , 1993 - Successful Applicant Begins Employment
RECOblb2ENDED ACTION:
Mot�.on to praceed with Option #3 in Fi.nance Director's memo dated
3/11/93, apprflving the job description for the gosition 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
T0: Mayor McMenomy
Council Members: Klassen
Staats
Willcox
Wipperimann
FROM: Jeff May, Finance Director
SUBJECT: Part-Time Deputy Registrar Clerk Positian
This memo is a follow-up to discussion held by Council at the
3/2/93 Council meeta�ng regarding the operations of the Deputy
Registrar affice. Concern was raised over the issue af revenues
versus expenditures. This merno will attempt to clarify discussian
that �ook place during the 1993 budget process and to give Council
some options to eonsider 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 per�on respansible for the operations of the
office. This is a deficit of $5, 169 . 11 for the City. But, ather
expenditures �hat are not as readily ,apparent must be considered in
looking at the total picture.
A Finance Depa�tment staff person is responsible for backing up the
Deputy Registrar for breaks, vacations and sick days. I wauld
estimate this cost to be between $2, 000 and $3 , 000 each year.
Schooling that is required by the Sta�e costs $3�0 to $400 each
year. Supply costs are paid for by the Gity, as are costs of PC's
and printers. Software requirements of the State are constantly
changing and an itern to l�e considered as well ,
My best estimate as to the deficit the Deputy Regis�rar 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 riot soleiy
for the operations of the Deputy Registrar office. It is because
of the growth of the xesponsibilities of the Finanee Department (as
outlined in my attached memo dated 2J23/93) , as well as the
problerns 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
af the two people is gone for the day. Therefore, the remaining
person is unable to have an uninterrupted lunch. With the
formatic�n of the third union, this has become an even bigger issue_
Last year we discussed the passibility of elosing 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 Y�e
an option for us to consider. We may have to close the office to
Page 2
provide the time far an uninterrupted lunch.
One other item that I would like to a:ddress 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 affice
and "being able to provide extended hours and expanc�ed services" .
A private party may very well be able to offer extended haurs to
the public, but based on information we have received from our
field rep (from the State) , would not be able tc� 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
�nformed 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 proba.bly not even be
cQnsidered 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 reasonable arguments cancerning
each of the three. �
(#1) Do nothing with the operation of the Deputy Registrar affice
or the Finance Department. (Leave as is)
As I strangly argued in my earlier memo to Council, I do not
consider this to be a p�actical 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 decrease in their
productivity. Plus, as I have stated before, a large number cat the
long-xange planning aetivities of the Department must be addressed,
and until we get some additional help, those kinds of things will
continue to be pu� aside so we can complete the everyday activities
required of us. I �eel that my earlier mezno adequately addresses
the arguments I have against this option.
(#2) Close the Deputy Registrar office completely and retain the
Deputy Registrar without hiring 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 wauld be gaining a full-time person far our operations. This
would ease a lot of the pressures felt by our Department at this
time: But, the City would discontis�ue a service to the cammunity '
with no guarantee that a private party would pick up that service.
There may be things we could do to help someane continue the
serv�ce, 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
cammunity.
,
Page 3
(#2) Cors.tinued
Also, from a monetary standpaint, this rnove 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 cancerns
with this option are twofold: (1) De� we want to risk lasing a
benef it to the community? ; and (2) Are we will ing 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 Budg�ted 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 elsewhere) $ 2, 500
Saved Costs of Schooling, Supplies & Miscellaneous 2,000
Total. Deficit - A�1 Variables Considered ($12 , 816)
(#3) Proceed with the hiring process of the part-time Deputy
Registrar C1erk as diseussed during the 1993 budget process and at
the 3/2j93 Council meeting.
This would be my recommended course of aetion 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 af action for
the City to take at this time, conside�ing weaknesses in both
options (#1) and (#2) . This would give the Finance Department
some of the assistance that it needs immediately without causing
any revisians to the 1993 budget, and at the same time, ensure the
service of the Deputy Registrar continue to be provided to the
citizens .
*** NOTE �**
As of 3/12/39 , I received additional information(attached ta this
memo) from our field rep and from the League of ;Minnesota Cities
Bulletin regarding the addition of �he driver Ticense service and
the oppartunities for other parties to assume an existing Deputy
Registrar affice. If you have any questions on these pieces of
information, please contact me. This inforrnation further supports
my recommendation of option (#3) if the City wishes to continue
offering the services of the Deputy Registrar office to its
citizens.
DATE; FEBRUARY 23, 1993 ..
TC1: MAYOR McMENOMY
COUNCIL MEMBERS: KLASSEN
STAATS
W�I..LCOX
WIPPERIVIA.NIv
FROM; JEFF MAY, FINANCE DIRECTOR
SUBJECT: PART-TIME DEPUT'Y REGISTRAR CLERK POSITION
During the 1993 budget process, much discussion occu�red about
the Finance Department's need �or additional personnel. We
discussed department responsibility, past, present and future. I
wvuld like ta summarize m� justificatians 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 workme�� s comp insurance, and the Deputy Registrar office.
As the City has grown and moved exclusively into the personal
computer environment, we have inherited the respansibility of
maintaining those persanal computers, the network they resid� on
anci ma.ny software issues as well .
In 1989, we added a fourth person �o our department, Prior ta
that our department consisCed of a Finance Director, Accountant
and Deputy Registrar Support Person. Adding that person changed
the Structure of our department so it then eonsisted of a Finance
Director, Assistant Finanee Director, Finance Support Person and
Deputy Registrar Suppart Person. At that time, the addition af
the PC network, increased insuranee responsibilities, inereased
reporting requirements and overall growth of the City and its '
needs were the justifications for the new pasition.
Since that time, our department has maintained the same level of
employees, four, and even operated far 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 made 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
aGtivity 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
respansible for the majority of the Utility BiZling process. We
assumed the responsibilities for the mailing of the meter cards
and utility bills, as well as the collection of both items. We
took aver the handling of the computer program, including the
generation of all regorts applicable to Utility Billing. we
became respansible for generating f.inal 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 Storzn 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, d00. 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 became 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 City. This is a long overdue area of
importance for the City fram 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 wi1]. be required to maintain
that system once it is in plaee. That is when our real work will
begin.
To the credit of the Finance Department staff, payroll is
eampleted on time,. bills. are paid on time and reports are filed
on time_ To most observers, everything seems to be operating
smooth3y. 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 estabZish new policies in areas including,
but certainly not 1 imited 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-day aperations of our department.
Page 3
What we are proposing at this time is a part-time person to
assi5t in the operations of the Deputy Registrar office. This
would allow the current Deput�r 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 groblems {at
least as a short-term solution) .
The position of Deputy Registrar Clerk wc�uld be a l/2-time
position that would work four hours a day during the time of
breaks and lunch. This would also alleviate a backup prablem
that we have had for quite some time and will probably escalate
wi�.h the farrnation 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
probiem, as we would then have three people, rather Chan two,
capable o€ prc�viding 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 haur 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 "H" range, or $8 .42 an hour,
after successtul completion gf a six-month probation perio.d; and
moving to the middle o€ 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 pc�sition is warranted far 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.
DEP Y REGISTRAR GLERK
The City of Rosemount is ecepting applicaCions far a part-time
Deputy Registrar Clerk. �uties include issuing motor vehicle
licenses with heavy puhli� contact. Minimum requirements include
one year clerical or .cust mer service experienee, 30 wpm typing
speed and knowledge of co puter operations. 2O to 25 hours per
week. $7.60 per hour sta ting salary. Compl�ted applications
must be received by May 4 1993 . Application forms available at
Rosemount Ci�y Hall, 2875 - 145th S�reet West, Rosemount, N.�T
55068; (612) 423-4411. H aring Impaired TDD: {612) 423-6219 .
Equal Opportunity/Affirma ive Action Employer.
CITY 4F ROSEMOUNT POSITION RESPONSSBILITY W�2ITE-UP
Date: April, 1993
POSITION TITLE: Deputy Registrar Clerk
DEPARTMENT: Finance Department
ACCOUNTABLE T0: Finance Director
SITMMARY OF POS ITION
The Deputy Registrar Clerk is responsible for providing motor vehicle
registration and related permit and lieensing services to the pttblic.
The duties �� this position include, but are not limited to, providing
customer service to the public, being knowledgeable af 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 registration and lic�nsing.
2 . Possesses a working knowledge of current motor vehicle laws and
procedures.
3 , Enters licensing information into computer.
4 . Assists in maint�aining inventory records of motor vehicle license'
tabs, DNR records, and reordering of inventory as needed.
5 . Balances cash register on a daily basis.
6 . Reeeive telephane 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 accurately on a computer keyboard and/or
t�rpewriter. 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 Quattra Pro.
6 . Some knowledge of modern office pract�ces and procedures.
7. Ability to speak and write English clearly.
8 . Ability to perform arithmetic computation5 accurately and
quickly;
9 . Ability to record names and numbers accurately (e.g. , not
transpose numbers and/or letters? .
10 . Ability to cammunicate effeetively verbally; ability to establish
successful working relationships with employees and the public;
ability to work under pressure and/or frequent interruptions.
i1. Ability to remain seated or standing at the same work station for
up to two hours at a time.
STATUSe Non-exempt �
20 - 25 Hours a Week
Reviewed bY� Approved by:
Administrative Assistant Date City Administrator Date
Date Approved by City Council :
� .
f
� . � .. ��`Q . . � � . i
1941 adjust
M1DPT. for
ANNUAI i992 A Ran9e 6 Range C range
J08 TITLE PTS RATE 1.0400
---------- -------^-------------------- --+--- -----------------------------
CITY ADMINTSTRATOR �118 : 57,289.13 59,580.70 51,082.10 53,770.b3 56,600.66 56,601.6b 59,560.70 62,559.73 b2,560.73 65,688.77 68,913.20
PUBLIC WORKS DIRECTOR :102 : 47,968.55 d4,88).29 42,171.t1 45,022.33 47,391.93 A7,39?.93 14,887:29 52,381.66 52,38?.66 55,001.79 5�,151.88
POLICE GHIEF .101 � 47,A93.08 49,392.80 42,3-0T.25 44,576.05 46,922.T6 46,923.16 19,392.80 51,8b2.44 St,B63.4/ 54,456.62 ST,119.15
fINANCE OIRECIOR .1Q0 : 47,017,42 48,898.12 41,923.12 4A,124.G0 46,452.21 46,453.2t 48,898.I2 51,343.02 51,3/4.02 53,411,22 56,6SM.78
AIRECTOR OF PARKS S RECREATfON . 99 : 46,485.08 48,34d.48 41,448.45 43,b24.95 �5,926.26 45,921.26 18,344.18 50,761.71 SO,Tb2.Ti 53,300.84 55,965,88
DTRECTOR � PIAh�JING : 99 s d6,485.08 46,344.48 41,448.45 43,b24.45 45,92b:26 45,921.26- 48,3i4.�8 5�,761 J1 50,762.71 53,300:84 55,9b5.88
^ CIfiY ENfiiNEER/ASSISTAPIT P.W. DIRECtOR : 9b.: 43,2�0:00 45,000.80 38,581.66 48,612.2) 42,)49 J6 42,750.76 45,000.80 47,250.81 �7,251.8/ �4,bt/.43 52,095.15
ECONOMIC DEVELOPMENf MANAGER : 96 : 43,270.00 45,000.80 38,581.66 40,bf2.27 �2,749.1b 42,750.76 45,000.84 47,250.84 17,251.8� �9,611.�3 52,095.15 �
ADMFNISTRATIVE ASSISTANT : 94 : 40,630.73 42,255,96 36,228.30 38,135.05 40,142.ib 40,i43.1b 12,255.96 �4,3b8.76 14,369.76•46,588.25 �6,9f7.66 �
BUILUIt� OfFICiAI : 94 : 40,b30.73 42,255.96 36,228_30 38,135.05 48,lit.i6 10,143.16 12,255.9G A4.368.76 4#,3b4,1b 46,588.25 48,911.b6
PARK 5 REG StIPERVI50R : 94 : A0,630.73 42,355.96 36,229.30 39,135.45 �O,I42.16 d0,143.16 42,255.96 �4,368.16 /4,369.76 #b,588.25 �8,917:66 ;•
POIICE LIEUTENANT : 9< : 40;630.73 '42,255.96 36,228.3{? 38,t35.05 �0,142.1b 40,143.1b 42,255:46 44,3b8.Xb ��,369.76 46,588.25 �8,417.66 "
PUB�IG W�2K5 SIfPERVIS�t : 94 : 40,630.73 42,255.% 36,228.30 38,135.05 /0,1�2.16 40,143.16 42,255.9b 44,368.7b �4,369.T6 Ib,588.25 48,91T.66
ASSISTANT FINANCE DIRECTOR : 88 : 36,495.32 37,455.f3 32,540.88 3d,253.56 3b,056.38 36,057.38 37,955.13 39,852.89 39,853.84 d1,846.58 43,938.91 L
PtANNER : 85 : 35,207.63 36,615.94 31,392.68 33,044.93 3d,)84.14 34,785.24 36,6Y5.94 38,446.73 38,447.13 48,3T0.12 12,388,62
ASSISTANT PARK 5 itEC-0IRECTOR : 80 : 32,919,86 3A,23b.65 24,352.75 30,897.63 32,523.62 32,52�.82 �4,236.65 35,4�8.44 35,949.49 37,746.96 39,6�1.31 �
FtRE MARSNAL : 79 : 3l,702:43 32,970.53 28,267.20 29,754.95 31,321.00 31,322.00 32,970.53 34,619.05 34,b20.05 36,351.fM 38,168.61
ASSISTRMi PLANNER : T5 : 30,831.4b 32,064.72 2�,490.54 28,93).46 30,480./8 30,ib1.18 32,064.72 33,667.95 • 33,6G8.45 35,352.�0 37,124.02 {
BUILbING INSPECTOR : 75 = 30,831.46 32,064.72 27,490.59 28,937.46 30,460.48 3d,461.48 32,06�.72 33,6bT.95 33,668.95 35,352.40 37,120.02
EC�liIG DEVEEOPMENT SPEGIALIST : 75 : 3Q,831,46 32,064.72 27,490.54 28,937.46 30,460.48 30,461.A8 32,064.7? 33,667.95 33,d68.95 35,352.90 3),120.02
ENGIt�ERING TECNNICIAN : 65: 28,393..36 29,529.09 25,316.60 26,649.06 28,051.60 28,052.6A 29,529.09 31,005.55 31,006.55 32,556.88 34,184.72 `�
ACCt3UNiANi : 60 : 26;121.93 21,166.81 23,291.24 24,517 A9 25,807.17 25,808.17 27,1b6.81 28,525.15 28,526.15 29,953.45 31,450.48
qDMINISTRAtION DEPARTMENT SECRETARY : 60 : 26,122.93 27,166.9t 23,291.24 24,5t1.09 25,807,47 25,808.17 27,Ib6.81 28,525.15 28,526.15 29,452.05 31,450.88
BUILDIFIfi INSPEGTI4N5 SECRETARY z 6Q : 26,i2Y.93 27,166.81 23,291.24 24,517,09 25,8Q7.47 25,808.17 27,166.81 28,525.15 28,526.15 29,952.45 31,450.08 "
E60NOt4IC DEVfLOPMENT/PERSONNEL SECRETf�tY : 60 : 26,121.93 21,166.81 23,291.29 24;511'.09 25,807.07 25,808.47 31,k66.81 28,525.15 28,526.15 24,952.15 31,454 A8
PLAt�1tNG DEPART11ENi SECRETARY : 64 : 2b,121.43 27,Y66.81 23,291.24 24,5ll.09 35,807.A7 25,9U8.p7 2T,166.81 28,515.15 28,526.15 29,452:45 31,450.08
POLICE DEPARTF�NT SECRETARY : 60: 26,121.43 27,166.81 23,29t.24 24,511.09 25,807.47 25,808.47 27,166.81 29,525.25 28,526.15 29,452.�5 31,150.08
PUBIIC WORKS SECRETARY : 60 % 26,121.43 27,166.81 23,291.24 Z4,517.09 25,@07,47 25,808.41 21,166,61 28,525.15 28,516.15 24,452.45 31,�SO.QB
DEPUTY REfiISTRAR : 53 � 22,428.82 23,325.97 19,948.20 2�,050.7A 22,1S8:b7 22,159.67 23,325.97 24,492.27 24,493.2� 15,717.94 27,003.83
PR06RAH DIREGTOR : 53 : 22,426.82 23,325.97 t9,498.20 ?1,850.74 22,158.67 22,Y59.67 23.325.97 2�,492.27 21,d93.27 25,717.94 2T,003.63
RECEPTIOt#IST : 46 : 20,231.48 21,440.74 1B4O38.90 1@,989.32 19,987.J0 19,988.10 31,040.74 22,092:78 22,093.78 23,198.16 24,358.39 �
ASSISTANT PRt)GRAM DIRECTOR : 44 : 19,035.86 19,197.29 16,972.8d 17,866.11 l8,�6.�3 18,847.43 19,797.29 i0,797.T6 20,788.16 21,827.51 22,918.95
SECREFARY AIDE : �4 : 19,035.86 19,397.29 16,972.80 17,866.11 18,�6.13 18,8t)7,�3 f4,797.24 20,787.16 20.788.1d 21,827.57 22,418.45
DEPUTY REGISTRAR CLERK : I3 : N/A 18,438.80 15,7�9,9.49 16,631.04 17,506.36 17,5�07,3b 18,4�.80 19,350.24 19,351.24 20.319.80 21,3�J4
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