2017 Total Comp Study-Draft

2017 TOTAL C OMPENSATION S TUDY AND
N EW C OMPENSATION P ROGRAM
COUNTY OF LANCASTER, PA
DRAFT STUDY RESULTS
www.mgtconsulting.com

THE COUNTY OF LANCASTER, PA

TOTAL COMPENSATION STUDY AND NEW COMPENSATION PROGRAM
TABLE OF CONTENTS
1 INTRODUCTION ..........................................................................................................................1
1.1 BACKGROUND ...................................................................................................................................................... 1-1
1.2 OVERVIEW OF REMAINING CHAPTERS ............................................................................................................... 1-1
2 APPROACH AND METHODOLOGY .............................................................................................2

2.1 PROJECT ACTIVITIES ............................................................................................................................................. 2-1
2.2 PROJECT INITIATION ............................................................................................................................................ 2-2
2.3 MARKET DATA SOURCE ...................................................................................................................................... 2-3
2.4 DATA COLLECTION .............................................................................................................................................. 2-4
2.5 PLAN DEVELOPMENT AND ASSIGNMENTS ........................................................................................................ 2-6
3 RESULTS AND REPORTS ..............................................................................................................3

3.1 PROPOSED SCHEDULE AND IMPLEMENTATION ................................................................................................ 3-1
3.2 SALARY STUDY REPORTS ..................................................................................................................................... 3-4
3.3 BENEFITS REVIEW ................................................................................................................................................. 3-5
4 ADMINISTRATION AND MAINTENANCE ..................................................................................4

4.1 STANDARD SALARY MANAGEMENT PRACTICES ............................................................................................... 4-1
5 PERFORMANCE MANAGEMENT PROGRAM .............................................................................5

5.1 OBJECTIVE ............................................................................................................................................................. 5-1
5.2 MANAGEMENT SURVEY ....................................................................................................................................... 5-1
5.3 COMPETENCY LIBRARY ........................................................................................................................................ 5-2
5.4 PERFORMANCE MANAGEMENT PROGRAM FEATURES ..................................................................................... 5-3
APPENDIX A: MGT CUSTOM MARKET SURVEY

APPENDIX B: MGT CUSTOM MARKET SURVEY RESULTS
APPENDIX C: THIRD CLASS COUNTY DATA SOURCE
APPENDIX D: MANAGEMENT ISSUES PAPER (MIP)
APPENDIX E: CLASS REVIEW RECOMMENDATIONS
APPENDIX F: PRE-STUDY LANCASTER PAY SCHEDULES
APPENDIX G: PROPOSED PAY SCHEDULES
APPENDIX H: GRADE ORDER LIST REPORTS
APPENDIX I: OUTLIERS REPORT
APPENDIX J: IMPLEMENTATION REPORT
APPENDIX K: IMPLEMENTATION SUMMARY REPORT
APPENDIX L: IMPLEMENTATION STRATEGY REPORT
APPENDIX M: PERFORMANCE MANAGEMENT SURVEY SUMMARY
APPENDIX N: COMPETENCY LIBRARY
APPENDIX O: PERFORMANCE PROGRAM INSTRUCTIONS, FORMS, AND SAMPLE TEMPLATE

www.mgtconsulting.com

The consultant team gratefully acknowledges the generous assistance extended
to us by the leadership and staff of Lancaster County.

CHAPTER 1. INTRODUCTION
I.I BACKGROUND
The County of Lancaster, PA (Lancaster) contracted with MGT Consulting Group (MGT) in January 2017 to
conduct a Total Compensation Study and New Compensation Program study.
The recommendations provided in this report will assist Lancaster in continuing to operate as efficiently
as possible while establishing salary competitiveness benchmarks in the labor markets in which the
County competes. Lancaster desires to compensate its employees fairly and at rates consistent with job
content, scope, responsibility, and other appropriate compensable factors.
To accomplish Lancaster’s goals, MGT’s study included:
 A review of Lancaster’s current salary schedules, organizational charts, and job descriptions.
 A review of the data gathered through MGT’s Management Issues Paper (MIP) survey completed
by Lancaster department heads to identify concerns regarding position levels and descriptions.
 A comprehensive analysis and review of classification job descriptions to resolve any issues
regarding titles, educational requirements, FLSA/ADA compliance, internal and external
relationships, and job responsibilities and duties.
 A review and comparison of salary data from comparable entities (as approved by Lancaster).
 The development of a compensation system based upon relevant market comparisons, and the
assignment of positions to appropriate placement within the system.
 Revision/development of job descriptions for positions as needed.
 A summary of costs and implementation strategies to move Lancaster to the proposed
competitive compensation structure.

We appreciate the cooperation of Lancaster’s Project Manager and all employees and supervisors who
assisted in the development of job information for this study.
1.2 OVERVIEW OF REMAINING CHAPTERS

This report contains four chapters, including this introduction, that focuses on the classification and
compensation review portion of the overall study. The remaining chapters include:
 Chapter 2.0 – Approach and Methodology. This chapter presents a summary of MGT’s
methodology for the MIP survey data collection, data collection from comparable county
organizations, and for conducting a market analysis for all included classifications. A description
of each component is provided along with references to appendices containing more detailed
information.
County of Lancaster, PA
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Total Compensation Study and New Compensation Program  Draft Study Results

CHAPTER 1: INTRODUCTION

 Chapter 3.0 – Results and Reports. This chapter provides information on the proposed
compensation system, an overview of salary reports and estimated implementation costs, and a
summary of the benefits review.

 Chapter 4.0 – Administration and Maintenance. This chapter presents detailed information about
the construction of the compensation system and guidelines for administering and maintaining
the new system. A list of key definitions is included to guide future pay plan management
decisions.

 Chapter 5.0 – Performance Management Program. This chapter presents detailed information
about the evaluation and construction of the performance management program developed as
part of this study.

Additional information related to this study may be found in the appendices of this report, which include:
APPENDIX A: MGT CUSTOM MARKET SURVEY

APPENDIX B: MGT CUSTOM MARKET SURVEY RESULTS
APPENDIX C: THIRD CLASS COUNTY DATA SOURCE
APPENDIX D: MANAGEMENT ISSUES PAPER (MIP)
APPENDIX E: CLASS REVIEW RECOMMENDATIONS
APPENDIX F: PRE-STUDY LANCASTER PAY SCHEDULES
APPENDIX G: PROPOSED PAY SCHEDULES
APPENDIX H: GRADE ORDER LIST REPORTS
APPENDIX I: OUTLIERS REPORT
APPENDIX J: IMPLEMENTATION REPORT
APPENDIX K: IMPLEMENTATION SUMMARY REPORT
APPENDIX L: IMPLEMENTATION STRATEGY REPORT
APPENDIX M: PERFORMANCE MANAGEMENT SURVEY SUMMARY
APPENDIX N: COMPETENCY LIBRARY
APPENDIX O: PERFORMANCE PROGRAM INSTRUCTIONS, FORMS, AND SAMPLE TEMPLATE
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CHAPTER 2. APPROACH AND METHODOLOGY
2.I PROJECT ACTIVITIES
MGT crafted a methodological approach to address the specific issues, concerns, and objectives of
Lancaster. Although generally accepted procedures, methodologies, and formats were used to conduct
the study and prepare deliverables, the content of all final products was specifically tailored to the
unique circumstances and requirements of Lancaster.
The approach used for this engagement consisted of the following project activities:
 TASK 1: CONDUCT INITIAL MEETING(S) AND FINALIZE PROJECT WORK PLAN
The objective of this task was to establish a mutually agreed upon project work plan, timeline,
deliverables, and monitoring procedures to accomplish all project objectives.
 TASK 2: DEVELOP A COMMUNICATIONS STRATEGY
The objective of this task was to develop a strategy for communications during the study.
 TASK 3: REVIEW EXISTING COMPENSATION AND PERFORMANCE EVALUATION SYSTEMS
The purpose of this task was to analyze job descriptions, policies, and the placement of
classifications in the current system to identify issues within the current salary structure, review
existing position compensation and classification plan documents, current organizational charts,
prior studies, and databases, and to assess the current performance evaluation system.
 TASK 4: GATHER AND EVALUATE CURRENT EMPLOYEE JOB DATA
The purpose of this task was to administer MGT’s Management Issues Paper (MIP) survey to offer
department heads the opportunity to identify compensation and classification problems relating to
their own areas of responsibility and to review all relevant compensation information received from
Lancaster Human Resources.
 TASK 5: IDENTIFY RECRUITMENT MARKETS
Identify the appropriate recruitment market(s) for use in the selection of relevant data sources for
benchmarking classifications.
 TASK 6: CONDUCT MARKET SURVEY(S)
The objective of this task was to determine, in conjunction with Lancaster’s Project Manager, the
appropriate comparison organizations to use for benchmarking Lancaster’s classifications.
 TASK 7: DEVELOP PERFORMANCE EVALUATION SYSTEM
The purpose of this task was to review and examine Lancaster’s current performance evaluation
system to determine its strengths and weaknesses, and to identify the needed components for an
updated system.
 TASK 8: DEVELOP COMPENSATION SYSTEM AND PRESENT REPORT
The purpose of this task was to provide Lancaster with updated classification and compensation
structures and to provide policies and procedures for the maintenance and administration of the
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CHAPTER 2: APPROACH AND METHODOLOGY
new system in a final report, detailing study methodology, recommendations, and implementation
strategies.
 TASK 9: DEVELOP IMPLEMENTATION STRATEGIES
The objective of this task was to provide Lancaster with phase‐in options and cost projections for
the proposed changes to its classification and pay structures.
 TASK 10: PROVIDE STAFF TRAINING
The objective of this task was to provide training to Lancaster’s Project Manager and designated
staff on the proposed compensation system to guide administration and maintenance.
 TASK 11: PROVIDE ONGOING ASSISTANCE
The objective of this task is to provide consultation to Lancaster’s Project Manager and designated
staff on the maintenance of the system for a period of 12 months post‐study.
The remaining sections of this chapter provide an overview of MGT’s key project activities.
2.2 PROJECT INITIATION
Upon agreement to proceed, MGT’s Project Director held a kick‐off conference call on January 13th,
2017 with Lancaster’s Project Manager and key staff to discuss the study’s objectives, timeline, and the
strengths and weaknesses of the current systems. Discussions also focused on Lancaster’s preferences
and needs with regard to the systems to be developed. The discussions resulted in a view of Lancaster’s
priorities for classification review, salary administration, and long‐range planning. The MGT Project team
conducted onsite meetings and orientation sessions with Lancaster employees on February 23rd.
At the start of the study, MGT requested that Lancaster provide a database of employee names,
positions, class dates, current salaries, and other pertinent information for analysis. This information
served as a directory of the positions to be analyzed. Lancaster’s Project Manager also provided MGT
with copies of current salary schedule, organizational charts, and other related policies and data.

MGT maintained frequent contact with the Lancaster’s Project Manager throughout the course of the
study to ensure that components of the classification and compensation plan met Lancaster’s needs and
desires.

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2.3 MARKET DATA SOURCES

One of the key components of a salary study is the market review. Relevant recruitment markets were
identified in collaboration with Lancaster’s Project Manager and used to identify relevant market data
sources for benchmarking Lancaster’s classifications. Several market data sources were analyzed during
this study. The primary data sources utilized for this study and discussed in this report are shown in
Exhibit 2‐1.
EXHIBIT 2‐1: SELECTED MARKET DATA SOURCES USED FOR POSITION BENCHMARKING
MGT Right‐To‐Know County Data Collection, 2017

Right‐To‐Know data requests were sent to 10 PA counties (Third Class) to gather salary
and benefits data for analyses. These counties included Northampton, Berks,
Cumberland, Westmoreland, Chester, Dauphin, Erie, Lackawanna, Lehigh, Luzerne,
and York. This data source was used primarily for benchmarking and developing the
proposed new system. See Appendix C and Section 2.4 for more information about
this source and the counties included.
Bureau of Labor Statistics (BLS), Occupational Employment Statistics, May 2016

Multiple recruitment areas were analyzed for market comparisons. The resulting
primary recruitment areas used for benchmarking were Lancaster, PA metropolitan
statistical area and Harrisburg‐Carlisle, PA metropolitan statistical area. The BLS data
source was used as a secondary source for benchmarking where Right‐To‐Know data
were unavailable.
MGT Custom Market Survey, April 2017

A list of comparable private organizations and the related recruitment markets were
provided by Lancaster’s Project Manager. This data source was used in market
analyses but was excluded from benchmarking due to the low survey response rate
and the availability of other more comprehensive data sources. A copy of the MGT

Custom Market Salary Survey is provided in Appendix A. A copy of the Custom Salary
Survey results is provided in Appendix B. See Section 2.4 for more information about
this source.
Sources: MGT Consulting Group, U.S. Bureau of Labor Statistics website, 2017.

The findings and recommendations included in this report are the result of this market review and an
evaluation of the comparison group data collected. MGT reviewed the market data and benchmarks for
relevance and appropriateness. It should be noted that, in any market comparison, there are no mirror
images for an organization, and position matches involve judgement in making comparisons. Through a
detailed compilation and comprehensive review of the determined competitive markets, one can establish
a general guide to assess market conditions. In reviewing Lancaster’s salary structure, a considerable
amount of data were generated to select appropriate competitive markets and position benchmarks to
conduct comparisons.
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2.4 DATA COLLECTION
CUSTOM MARKET SURVEY
Lancaster’s identified comparison organizations were invited to participate in MGT’s Custom Market
Survey in April 2017 to gather salary data for benchmarking and analyses. A copy of the survey tool used in
this data collection is included in Appendix A.
All comparison organizations received a survey invitation via email on April 4th, and several email
reminders and follow‐up calls were made to encourage participation. The survey was closed on April 18th.
The participating comparison organizations included:
1. City of Lancaster
2. Penn Township
3. East Lampeter Township

The survey primarily queried comparison organizations about their organization’s minimum, midpoint,
and maximum salaries and average salaries associated with selected positions. MGT’s custom survey
specifically focused on the following classification titles:
1. Caseworker
2. Caseworker Senior
3. Caseworker Supervisor
4. Clerical I (Secretary, Administrative Secretary)
5. Clerical II (Secretary, Administrative Secretary)
6. Clerical III (Secretary, Administrative Secretary)
7. Clerical Supervisor
8. Fiscal Technician
9. Payroll Clerk
10. Clerk
11. Maintenance Worker I
12. Maintenance Worker II
13. Court Reporter
14. Planner
15. Accountant I

A copy of the Custom Survey results is provided in Appendix B.
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RIGHT‐TO‐KNOW DATA REQUESTS
MGT referenced the Pennsylvania County Class System to select Lancaster’s peers for Right‐To‐Know
public market data collection. The County Class System contains eight class groups organized by
population, from least to greatest – 1 being least and 8 being greatest. Lancaster County falls into the 3rd
Class grouping based on its population. The counties included in the Third Class group include:
1. Northampton 7. Erie
2. Berks 8. Lackawanna
3. Cumberland 9. Lehigh
4. Westmoreland 10. Luzerne
5. Chester 11. York
6. Dauphin

MGT submitted public Right‐To‐Know data requests for each of the Third Class counties to gather
information on comparable salary ranges, average salaries, benefits information, and other relevant data
to include in this study’s analyses and benchmarking process.

MANAGEMENT ISSUES PAPER (MIP)
Department heads were invited to participate in an MGT’s online survey, the Management Issues Paper
(MIP) (see Appendix D), to collect information about specific concerns related to Lancaster’s current
classification and compensation system. Survey respondents identified concerns or issues with specific
classifications or job positions, including issues of recruitment, retention, salary grade/range, professional
development and advancement, and classification title. The MIP survey was distributed via e‐mail on
February 24th, 2017, and the survey closed on March 10th. A total of 162 MIP submissions were received
after excluding blank submissions. The results from the MIP survey were provided to Lancaster’s Project
Manager in a supplemental report.

CLASSIFICATION REVIEWS
The MGT team evaluated all Lancaster classifications regarding their duties, responsibilities, and
qualifications to determine recommendations for job description updates, class title revisions, FLSA status
changes, and EEO category updates. MGT reviewed the primary duties of each classification, the required
education, experience, skills, and training for each position, and the classification recommendations were
reviewed and finalized jointly with the Lancaster project team. The finalized classifications were then used
to benchmark to comparable positions in the identified recruitment markets selected for this study.
Appendix E provides a summary of the recommendations from this classification review.

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2.5 PLAN DEVELOPMENT AND ASSIGNMENTS

Appendix F provides an overview of Lancaster’s pay schedules prior to the study. After collecting
Lancaster job data and relevant market data, MGT conducted an extensive review of all included
classifications relative to the identified recruitment markets, and selected the most appropriate market
benchmark classification based upon data availability and validity. The MIP survey data provided by
Lancaster department heads and the data collected during the market review were combined and
evaluated to determine updates needed for creating new salary schedules, revisions to classification
titles and job descriptions, and determining class grade assignments within the proposed compensation
system.
Per extensive discussion with the Lancaster project team and a comprehensive review of Lancaster’s
employee data and market data, MGT created a new pay schedule set, exempt and non‐exempt, as
Lancaster’s new compensation system, and assigned classifications to grade assignments to allow room
for career advancement, reduce salary compression, and reflect the competitive market (see Chapter
4.0 and Appendix G for the proposed pay schedules). The midpoint of each grade in the pay grade range
represents the market midpoint. After a thorough review and discussion with Lancaster’s Project Team,
discounted schedules were created to set the midpoint salaries to 90 percent of the market as
Lancaster’s current compensation policy for implementation. Related estimated implementation costs
were recalculated based on the discounted schedules.
Lancaster’s job classifications were reviewed and benchmarked to comparable market classifications in
terms of each classification’s duties, responsibilities, and education and experience requirements. The
benchmark selected for each classification were further evaluated to identify those classifications that
were strong matches to be first evaluated for developing the proposed pay plans and initial grade
assignments.
Classification grade adjustments were reviewed relative to recruiting needs, job family hierarchies,
assigned supervisors, and classifications were reassigned where necessary. (See Chapter 4.0 for more
details regarding salary assignments).
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CHAPTER 3. RESULTS AND REPORTS
3.I PROPOSED SCHEDULE AND IMPLEMENTATION
MGT created a new compensation system according to the identified recruitment markets, selected
benchmarks, and based upon input received from key Lancaster personnel. The proposed competitive
pay structures were developed with the following characteristics:
 Two pay structures, exempt and non‐exempt, consisting of 25 pay grades each (plans were
provided based on 40‐hour and 37.5‐hour work weeks – see Appendix G for the proposed
plans).
 Grade midpoint salaries, per the County’s compensation policy related to implementation,
represent 90% of the market salary average, and proposed class grade placements were
adjusted and calibrated in consideration of internal hierarchies.
 Pay structure and grade assignment based on local/regional recruitment market average salaries
(see Chapter 2.0 for more on the selected market data sources).
Each classification included in the study (current, vacant, and potential) was assigned to a pay grade
within the proposed pay structure. Employees with seven or more years of service were assigned to
salaries reflecting the competitive market midpoint (additional pay based on merit or longevity was not
considered and applied, and only base salaries are proposed). It is anticipated that employees with
fewer than seven years of service will be at the market point when they have served seven years in their
position. Those employees with fewer than seven years of service were calibrated appropriately
between the grade minimum and market midpoint based on the number of years served. The seven‐
year experience mark was established in recognition that newly hired employees without experience
would be considered fully‐trained in their positions upon attaining the seven‐year service mark.
MGT encourages the expeditious implementation of the salary structures and adjustment
recommendations proposed in this report as the salary structures and salary assignments are based on
the most current competitive market data available. MGT recommends that the following phase‐in
priorities be established:
1. All employees below the minimum salary of their assigned pay grade should be brought to the
minimum as soon as possible.
2. All employees with seven or more years of service should be brought to the discounted market
midpoint as soon as possible.
3. All remaining adjustments should be completed based upon a timed implementation schedule.
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CHAPTER 3: RESULTS AND REPORTS

Exhibit 3‐1 presents the proposed discounted non‐exempt pay plan developed for Lancaster.
EXHIBIT 3‐1: PROPOSED DISCOUNTED PAY SCHEDULE – NON‐EXEMPT
MIDPOINTS REFLECTING 90% OF THE MARKET AVERAGE
40-Hour Schedule 37.5-Hour Schedule
25 # of Grades 25 # of Grades
22,361.17 Minimum Value 24,845.74 Minimum Value
59,115.54 Maximum Value 65,683.94 Maximum Value
4.134% % Between Grades 4.134% % Between Grades
25.0% Min Spread (% Below) 25.0% Min Spread (% Below)
25.0% Max Spread (% Above) 25.0% Max Spread (% Above)
Grade Minimum (-25%) Midpoint Maximum (+25%) Grade Minimum (-25%) Midpoint Maximum (+25%)
N1 $16,770.87 $22,361.17 $27,951.46 N1 $16,323.65 $21,764.87 $27,206.09
N2 $17,464.50 $23,286.00 $29,107.50 N2 $16,998.78 $22,665.04 $28,331.30
N3 $18,186.75 $24,249.00 $30,311.25 N3 $17,701.77 $23,602.36 $29,502.95
N4 $18,938.25 $25,251.00 $31,563.75 N4 $18,433.23 $24,577.64 $30,722.05
N5 $19,721.25 $26,295.00 $32,868.75 N5 $19,195.35 $25,593.80 $31,992.25
N6 $20,536.50 $27,382.00 $34,227.50 N6 $19,988.86 $26,651.81 $33,314.77
N7 $21,385.50 $28,514.00 $35,642.50 N7 $20,815.22 $27,753.63 $34,692.03
N8 $22,269.75 $29,693.00 $37,116.25 N8 $21,675.89 $28,901.19 $36,126.48
N9 $23,190.00 $30,920.00 $38,650.00 N9 $22,571.60 $30,095.47 $37,619.33
N10 $24,148.50 $32,198.00 $40,247.50 N10 $23,504.54 $31,339.39 $39,174.23
N11 $25,146.75 $33,529.00 $41,911.25 N11 $24,476.17 $32,634.89 $40,793.62
N12 $26,186.25 $34,915.00 $43,643.75 N12 $25,487.95 $33,983.93 $42,479.92
N13 $27,268.50 $36,358.00 $45,447.50 N13 $26,541.34 $35,388.45 $44,235.57
N14 $28,395.75 $37,861.00 $47,326.25 N14 $27,638.53 $36,851.37 $46,064.22
N15 $29,569.50 $39,426.00 $49,282.50 N15 $28,780.98 $38,374.64 $47,968.30
N16 $30,792.00 $41,056.00 $51,320.00 N16 $29,970.88 $39,961.17 $49,951.47
N17 $32,064.75 $42,753.00 $53,441.25 N17 $31,209.69 $41,612.92 $52,016.15
N18 $33,390.00 $44,520.00 $55,650.00 N18 $32,499.60 $43,332.80 $54,166.00
N19 $34,770.00 $46,360.00 $57,950.00 N19 $33,842.80 $45,123.73 $56,404.67
N20 $36,207.00 $48,276.00 $60,345.00 N20 $35,241.48 $46,988.64 $58,735.80
N21 $37,704.00 $50,272.00 $62,840.00 N21 $36,698.56 $48,931.41 $61,164.27
N22 $39,262.50 $52,350.00 $65,437.50 N22 $38,215.50 $50,954.00 $63,692.50
N23 $40,885.50 $54,514.00 $68,142.50 N23 $39,795.22 $53,060.29 $66,325.37
N24 $42,576.00 $56,768.00 $70,960.00 N24 $41,440.64 $55,254.19 $69,067.73
N25 $44,336.66 $59,115.54 $73,894.43 N25 $43,154.35 $57,539.13 $71,923.91
Source: MGT Consulting Group, 2017. Midpoint salaries represent 90% of the market average.

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Exhibit 3‐2 presents the proposed discounted exempt pay plan developed for Lancaster.
EXHIBIT 3‐2: PROPOSED DISCOUNTED PAY SCHEDULE – EXEMPT
MIDPOINTS REFLECTING 90% OF THE MARKET AVERAGE
25 Grades 25 Grades
E5 $28,767.00 $38,356.00 $47,945.00 E5 $27,999.88 $37,333.17 $46,666.47
E6 $30,059.25 $40,079.00 $50,098.75 E6 $29,257.67 $39,010.23 $48,762.78
E7 $31,409.25 $41,879.00 $52,348.75 E7 $30,571.67 $40,762.23 $50,952.78
E8 $32,820.00 $43,760.00 $54,700.00 E8 $31,944.80 $42,593.07 $53,241.33
E9 $34,293.75 $45,725.00 $57,156.25 E9 $33,379.25 $44,505.67 $55,632.08
E10 $35,834.25 $47,779.00 $59,723.75 E10 $34,878.67 $46,504.89 $58,131.12
E11 $37,443.75 $49,925.00 $62,406.25 E11 $36,445.25 $48,593.67 $60,742.08
E12 $39,125.25 $52,167.00 $65,208.75 E12 $38,081.91 $50,775.88 $63,469.85
E13 $40,882.50 $54,510.00 $68,137.50 E13 $39,792.30 $53,056.40 $66,320.50
E14 $42,718.50 $56,958.00 $71,197.50 E14 $41,579.34 $55,439.12 $69,298.90
E15 $44,637.00 $59,516.00 $74,395.00 E15 $43,446.68 $57,928.91 $72,411.13
E16 $46,641.75 $62,189.00 $77,736.25 E16 $45,397.97 $60,530.63 $75,663.28
E17 $48,736.50 $64,982.00 $81,227.50 E17 $47,436.86 $63,249.15 $79,061.43
E18 $50,925.00 $67,900.00 $84,875.00 E18 $49,567.00 $66,089.33 $82,611.67
E19 $53,211.75 $70,949.00 $88,686.25 E19 $51,792.77 $69,057.03 $86,321.28
E20 $55,601.25 $74,135.00 $92,668.75 E20 $54,118.55 $72,158.07 $90,197.58
E21 $58,098.00 $77,464.00 $96,830.00 E21 $56,548.72 $75,398.29 $94,247.87
E22 $60,707.25 $80,943.00 $101,178.75 E22 $59,088.39 $78,784.52 $98,480.65
E23 $63,433.50 $84,578.00 $105,722.50 E23 $61,741.94 $82,322.59 $102,903.23
E24 $66,282.00 $88,376.00 $110,470.00 E24 $64,514.48 $86,019.31 $107,524.13
E25 $69,258.75 $92,345.00 $115,431.25 E25 $67,411.85 $89,882.47 $112,353.08
E26 $72,369.00 $96,492.00 $120,615.00 E26 $70,439.16 $93,918.88 $117,398.60
E27 $75,618.75 $100,825.00 $126,031.25 E27 $73,602.25 $98,136.33 $122,670.42
E28 $79,014.75 $105,353.00 $131,691.25 E28 $76,907.69 $102,543.59 $128,179.48
E29 $82,563.00 $110,084.00 $137,605.00 E29 $80,361.32 $107,148.43 $133,935.53
E30 $86,270.79 $115,027.72 $143,784.65 E30 $83,970.23 $111,960.31 $139,950.39
Source: MGT Consulting Group, 2017. Midpoint salaries represent 90% of the market average.

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Exhibit 3‐3 summarizes the total fiscal impact of the proposed discounted pay schedule. The total
estimated fiscal cost of the new plan recommendations is $1,815,087.10. It should be noted that the
adjustment figures and implementation costs presented in this report do not take into consideration any
additional merit pay or other increases or adjustments made by Lancaster per individual employee.
Implementation cost data should also be updated with the most current employee information (current
salaries, class dates, etc.) before initiating implementation as study data were held constant.

EXHIBIT 3‐3: TOTAL PAYROLL AND ADJUSTMENT COSTS
90% OF THE MARKET AVERAGE
Total Payroll Of
Total Adjustment Cost Total Adjusted Payroll
Salaries Reviewed

46,158,836 1,815,087 47,973,923 Feb 2017 Data
46,492,705 1,966,544 48,459,249 Dec 2017 Data

Source: MGT Consulting Group, 2017.
3.2 SALARY STUDY REPORTS
In the appendices of this report, MGT has developed and provided several study reports that will assist
Lancaster in reviewing and implementing the new pay plan. These reports are as follows:

Grade Order List Reports ‐ Appendix H indicates the pay grade to which each class title would
be assigned under each proposed plan, as well as a full grade order listing by minimum salary for
all classifications. These lists further indicate the minimum, midpoint, and maximum salaries for
each pay grade.

Outliers Report ‐ Appendix I contains a list of employees who fall below the minimum of their
assigned pay grade in their proposed pay plan. It also includes the implementation cost to bring
each employee to the minimum of their proposed pay grade.

Implementation Report ‐ Appendix J provides fiscal implementation costs for the
recommended pay structures and grade assignments for all employees in the study.

Implementation Summary Report ‐ Appendix K identifies the total fiscal impact of the
recommendations and by division. The summary report shows the payroll figures, the change to
payroll with implementation, and the total adjustment amount needed within the division and
overall.

Implementation Strategy Report ‐ Appendix L provides potential implementation strategy.

Page |4

3.3 BENEFITS REVIEW
This report section provides an overview of Lancaster’s benefits program and the benefits comparative
assessment from this study’s competitive market analysis.
OVERVIEW OF LANCASTER BENEFITS

MGT reviewed the benefits information provided by Lancaster’s Human Resources department to
compile benefits available to County employees. This chapter section provides an overview of the
health, leave, and retirement benefits offered to Lancaster employees.
Lancaster offers its full‐time employees a variety of benefits, including:
 Commuter Program  Life and AD&D Insurance Options
 Critical Illness Insurance Plan  Retirement
 Dental Insurance  Sick Leave Bank
 Disability Options  Supplemental Retirement Accounts
 Employee Assistance Program  Tuition Reimbursement
 Health Insurance  Vision Insurance
 Vacation & Sick Leave  Wellness Program

HEALTH BENE FITS

Lancaster offers health coverage to employees at a minimal cost to employees depending on the plan
selected. Exhibit 3‐3 through 3‐5 show the contributions made by employees per pay period for each
health plan.
EXHIBIT 3‐3: 2017 EMPLOYEE MEDICAL CONTRIBUTION PER PAY PERIOD
COVERAGE CAPITAL BLUE CROSS
EMPLOYEE ONLY $8.49
EMPLOYEE + SPOUSE $16.99
EMPLOYEE + SPOUSE WITH SPOUSAL PREMIUM $30.45
EMPLOYEE + CHILD(REN) $13.59
EMPLOYEE + FAMILY $21.24
EMPLOYEE + FAMILY WITH SPOUSAL PREMIUM $34.70
Source: County of Lancaster Human Resources, 2017.

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EXHIBIT 3‐4: 2017 EMPLOYEE DENTAL CONTRIBUTION PER PAY PERIOD
COVERAGE UNITED CONCORDIA
EMPLOYEE ONLY $ .90
EMPLOYEE + SPOUSE $14.00
EMPLOYEE + CHILD(REN) $ 22.17
EMPLOYEE + FAMILY $ 36.87
Source: County of Lancaster Human Resources, 2017

EXHIBIT 3‐5: 2017 EMPLOYEE VISION CONTRIBUTION PER PAY PERIOD
COVERAGE VISION BENEFITS OF AMERICA (VBA)
OPTION 1 OPTION 2
EMPLOYEE ONLY $.15 $.46
EMPLOYEE + SPOUSE $2.04 $3.71
EMPLOYEE + CHILD(REN) $2.28 $3.81
EMPLOYEE + FAMILY $5.10 $7.16


L EA VE B EN EFI TS
VACATION
Vacation leave is offered to Lancaster employees after six months of continuous employment. Vacation
is earned at a monthly rate, as shown in the schedule presented in Exhibit 3‐6. Employees may carry a
maximum of 20 vacation days from one calendar year to the next with Department Head approval.
EXHIBIT 3‐6: VACATION LEAVE ACCRUAL FOR LANCASTER EMPLOYEES
YEARS OF EMPLOYMENT AT LANCASTER LEAVE EARNED PER YEAR
FROM THE DATE OF EMPLOYMENT THROUGH FIFTH YEAR 2 BUSINESS WEEKS (10 DAYS)
SIXTH YEAR THROUGH TENTH YEAR 3 BUSINESS WEEKS (15 DAYS)
TENTH YEAR THROUGH FIFTEENTH YEAR 4 BUSINESS WEEKS (20 DAYS)
AFTER FIFTEENTH YEAR 5 BUSINESS WEEKS (25 DAYS)

Page |6

HOLIDAY LEAVE
Lancaster offers 12 days of holiday leave and observes the following schedule:
 New Year’s Day  Good Friday
 Labor Day  Thanksgiving Day
 Martin Luther King Jr. Day  Memorial Day
 Columbus Day  Friday after Thanksgiving Day
 Presidents’ Day  Independence Day
 Veterans Day  Christmas Day

In addition, employees may request earned sick leave be used as personal leave. A maximum of four
days of earned sick leave per year can be used as personal leave.

SICK LEAVE
Lancaster provides employees with the opportunity to accumulate sick time credit to be used in the
event of absence due to personal illness or injury. An employee may also request a maximum of five
days of earned sick leave per year to care for immediate family member(s) with health conditions
requiring the employee’s personal care and attention. A maximum of six weeks of earned sick leave may
be used immediately following the birth or adoption of a child.
Lancaster provides a voluntary Sick Leave Bank for employees with more than 30 sick days accrued.
After enrollment and authorization to contribute two sick days to the bank and one sick day to be
contributed in their one year anniversary, members may be granted up to 50 sick leave days.
R ET I R EM EN T B E NE FI TS
Participation in the Lancaster County Employees’ Retirement Plan is mandatory. The plan is a
contributory system with a minimum of 5% of the employee’s gross salary automatically deducted from
their paycheck. Employees may voluntarily contribute an additional 10% maximum. Employees may
change contribution percentages during open enrollment. Employees are eligible for retirement if they
meet one of the following:
Superannuation Retirement:
 60 years old or older and contributing to the retirement system, or
 Employee has completed 20 years of service at age 55 and contributing to the retirement
system.
Voluntary Retirement:
 Employee has completed 20 years of service and has not reached superannuation retirement
age.
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Involuntary Retirement:
 Employee has completed eight years of service and discontinued from service involuntarily
and not reached superannuation retirement age.
Disability Retirement:
 If the employee has become totally and permanently disabled and has completed 5 years of
employment but is not eligible for a superannuation retirement pension.
In addition, there are two tax‐deferred supplemental retirement programs available to employees
through AIG‐VALIC and Nationwide Insurance.
BENEFITS COMPARATIVE ANALYSES

Lancaster’s benefits package was analyzed and compared to its peer counties (see Chapter 2 –
Methodology). One of the primary indicators of market competitiveness is the value of an organization’s
benefits package relative to total compensation. As part of MGT’s data collection, Lancaster’s peer
counties and organizations were asked to provide the overall average value of their benefits package as
a percentage of total compensation offered to its employees. Exhibit 3‐7 provides a summary of their
responses. On average, Lancaster’s peer organizations reported a benefits package value of 40.81 %
compared to Lancaster’s 39% benefits value, overall ranging from 24.7% to 58.1%.
EXHIBIT 3‐7: OVERALL AVERAGE BENEFIT VALUES AS A PERCENTAGE OF
TOTAL COMPENSATION
BENEFITS PERCENTAGE OF
PEER ORGANIZATION
TOTAL COMPENSATION
DAUPHIN COUNTY 58.1%
EAST LAMPETER TOWNSHIP 46.0%
YORK 45.0%
BERKS COUNTY 43.5%
CUMBERLAND COUNTY 40.0%
CITY OF LANCASTER 40.0%
LANCASTER COUNTY 39.0%
NORTHAMPTON COUNTY 35.0%
PENN TOWNSHIP 35.0%
CHESTER COUNTY 24.7%
PEER AVERAGE 40.81%
Source: MGT Consulting Group, MGT April 2017 Custom Market Survey and County Right‐to‐
Know data collection, 2017.
Note: Outreach was conducted with Erie, Lackawanna, Luzerne, and Westmoreland Counties,
however, responses for their average benefit value as a percentage of overall compensation
was not provided.

As shown in Exhibit 3‐8, most respondents offer retirement options, health, dental, and vision insurance
to their employees. A few of the respondents also offer Short Term Disability (36% each). Additionally,
Page |8

most of respondents provide other benefits to their employees, such as wellness programs, Flexible
Spending Accounts, tuition reimbursement, and military and bereavement leave.
EXHIBIT 3‐8: AVERAGE BENEFITS OFFERED TO EMPLOYEES
SHORT LONG
HEALTH LIFE
PEER ORGANIZATION DENTAL VISION RETIREMENT TERM TERM
INS. INS.
DISABILITY DISABILITY
LANCASTER COUNTY X X X X X
BERKS COUNTY X X X X X
CHESTER COUNTY X X X X X X X
CUMBERLAND COUNTY X X X X X X
DAUPHIN COUNTY X X X X X
EAST LAMPETER X
X X
TOWNSHIP
ERIE COUNTY X X X X X
CITY OF LANCASTER X X X X X
LACKAWANNA COUNTY X X X X X
LEHIGH COUNTY X X X X X
LUZERNE COUNTY X X X X X
NORTHAMPTON COUNTY X X X X X
PENN TOWNSHIP X X X X X
WESTMORELAND COUNTY X X X X X X
YORK COUNTY X X X X X X
Source: MGT Consulting Group, MGT April 2017 Custom Market Survey and County Right‐to‐Know data collection, 2017.
Page |9

Exhibit 3‐9 summarizes the number of paid leave days offered by Lancaster in comparison to its peers.
An average of 23 vacation/annual leave days are offered by responding organizations, 14 sick days, 14
holidays, and 11 “other” days. When totaled, responding employers offer an average of 50 paid days of
leave to their employees annually (a range of 12 to 75 days). Respondents offering other employee
leaves include Military Leave (15 days), and Bereavement leave (4‐5 days).
EXHIBIT 3‐9: AVERAGE NUMBER OF PAID DAYS OFFERED FOR EACH TYPE OF LEAVE
PEER SICK PERSONAL TOTAL PAID

VACATION HOLIDAY OTHER
ORGANIZATION LEAVE LEAVE DAYS
LUZERNE COUNTY 24 24 18 5 4 75
ERIE COUNTY 18 14 15 4 18 69
DAUPHIN COUNTY 23 9 13 3 15 63
BERKS COUNTY 20 13 7 2 20 62
LACKAWANNA COUNTY 15 14 20 4 4 53
LANCASTER COUNTY 19 12 12 4 47
PENN TOWNSHIP 18 11 12 4 7 52
CHESTER COUNTY 18 14 12 3 47
WESTMORELAND COUNTY 13 13
CUMBERLAND COUNTY 12 12
PEER AVERAGE 19 14 14 4 11 50
Source: MGT Consulting Group, County Right‐to‐Know data collection, 2017.
*Relative to the calculated average number of vacation days offered, as the actual vacation day benefit
is dependent upon the number of service years for each employee. Exhibit 3‐10 provides more detail on
the counties’ leave accrual policies.
EXHIBIT 3‐10: NUMBER OF VACATION DAYS OFFERED BY PARTICIPATING PEER ORGANIZATIONS
BERKS COUNTY CHESTER COUNTY LACKAWANNA COUNTY DAUPHIN COUNTY

YEARS OF ANNUAL YEARS OF ANNUAL YEARS OF ANNUAL YEARS OF ANNUAL
SERVICE LEAVE SERVICE LEAVE SERVICE LEAVE SERVICE LEAVE
1‐4 YRS. 10 1‐5 YRS. 12 DAYS 6 MOS. – 1 YR. 5 0‐2 YRS. 12 DAYS
5‐10 YRS. 15 6‐15 YRS. 18 DAYS 1‐5 YRS. 10 2 – 5 YRS. 16 DAYS
11‐15 YRS. 20 16+ YRS. 24 DAYS 5‐9 YRS. 15 5‐10 YRS. 21 DAYS
16‐19 YRS. 25 10‐14 YRS. 20 10‐15 YRS. 24 DAYS
20+ YRS. 30 15+ YRS. 25 15‐19 YRS. 27 DAYS
19‐24 YRS. 30 DAYS
OVER 24 YRS. 35 DAYS
AVERAGE: 20 18 15 23
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ERIE COUNTY LUZERNE COUNTY Y LANCASTER COUNTY

YEARS OF SERVICE ANNUAL LEAVE YEARS OF SERVICE ANNUAL LEAVE YEARS OF SERVICE ANNUAL LEAVE
0‐1 YR. 6 DAYS FIRST YEAR 7 DAYS 0 – 5TH YR. 10 DAYS
1‐3 YRS. 12 DAYS 2 – 5 YRS. 15 DAYS 6TH – 10TH YR. 15 DAYS
3‐6 YRS. 15 DAYS 6‐10 YRS. 18 DAYS 10TH‐15TH YR. 20 DAYS
6‐10 YRS. 18 DAYS 11‐14 YRS. 20 DAYS 15TH + YRS. 25 DAYS
10‐15 YRS. 21 DAYS 15‐20 YRS. 22 DAYS
15‐20 YRS. 25 DAYS 21 YRS. 25 DAYS
20+ YRS. 30 DAYS 22 YRS. 25.5 DAYS
23 YRS. 26 DAYS
24 YRS. 26.5 DAYS
25 YRS. 27 DAYS
26 YRS. 27.5 DAYS
27 YRS. 28 DAYS
28 YRS. 28.5 DAYS
29 YRS. 29 DAYS
30 YRS. 29.5 DAYS
31 YRS. 30 DAYS
AVERAGE: 18 15 19
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The average amounts paid by employees for Employee Only benefits are shown in Exhibit 3‐11. Most
employees pay more for Employee Only Premiums (Avg. $55.14), compared to Lancaster Employees
(Avg. $18.40). Although the premium costs are lower in Lancaster County, deductibles are higher than a
majority of their peer organizations. Exhibit 3‐12 displays annual deductible amounts paid by employees
for ‘EMPLOYEE ONLY’ health insurance.
EXHIBIT 3‐11: AVERAGE MONTHLY AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE
ONLY BENEFITS
AVERAGE MONTHLY DOLLAR
PEER ORGANIZATION
AMOUNT PAID BY EMPLOYEE
CUMBERLAND COUNTY (H.R.A.) $119.54
PENN TOWNSHIP $97.00
BERKS COUNTY (AFSCME) $77.93
CITY OF LANCASTER $76.82
YORK COUNTY $75.79
LEHIGH COUNTY $66.87
LACKAWANNA COUNTY $60.00
WESTMORELAND COUNTY $47.62
BERKS COUNTY $42.02
LUZERNE COUNTY $37.24
DAUPHIN COUNTY $25.00
CHESTER COUNTY $24.06
EAST LAMPETER TOWNSHIP $22.00
LANCASTER COUNTY $18.40
CUMBERLAND COUNTY (H.S.A.) $0.00
PEER AVERAGE $55.14
Source: MGT Consulting Group, MGT April 2017 Custom Market Survey and County Right‐to‐Know data
collection, 2017. Note: Averages were calculated for counties (Berks, Chester, Lehigh, Luzerne, and
York) with multiple classifications and plans/tiers of enrollment. Erie, and Northampton Counties did
not provide costs for employee only coverage.

EXHIBIT 3‐12: ANNUAL DEDUCTABLE AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE
ONLY (SINGLE) HEALTHCARE INSURANCE PREMIUM
SINGLE – ANNUAL DEDUCTABLE
OUT OF
PEER ORGANIZATION IN NETWORK PEER ORGANIZATION
NETWORK
CUMBERLAND COUNTY (H.R.A.) $3,300 CUMBERLAND COUNTY (H.R.A.) $3,300
LANCASTER COUNTY $1,500 LANCASTER COUNTY $3,000
CUMBERLAND COUNTY (H.S.A.) $1,300 CUMBERLAND COUNTY (H.S.A.) $3,050
CHESTER COUNTY $500 CHESTER COUNTY $1,500
LUZERNE COUNTY $500 LEHIGH COUNTY $1,000
DAUPHIN COUNTY $300 LUZERNE COUNTY $1,000
BERKS COUNTY $250 DAUPHIN COUNTY $600
BERKS COUNTY (AFSCME) $250 BERKS COUNTY $500
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LEHIGH COUNTY $250 BERKS COUNTY (AFSCME) $500

ERIE COUNTY $100 ERIE COUNTY $200
LACKAWANNA COUNTY $0.00 LACKAWANNA COUNTY
PEER AVERAGE $675 $1,165

Employees who cover dependents in addition to themselves generally pay a higher portion of the cost of
insurance as shown in Exhibits 3‐13 through 3‐16. The cost to employees who cover themselves and one
or more dependents is lower in Lancaster than at every other comparison organization, with exception
to Cumberland County employees enrolled in a Health Savings Account (H.S.A.). The average cost paid
by Lancaster peer organizations for health insurance for (Child(ren), Spouse, and Family) is $111.71.
Deductibles are higher for Lancaster County employees. Exhibit 3‐17 displays annual deductible
amounts paid by employees for ‘FAMILY ANNUAL DEDUCTABLE’ health insurance.

EXHIBIT 3‐13: AVERAGE MONTHLY AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE + SPOUSE
EMPLOYEE + SPOUSE AVERAGE MONTHLY
PEER ORGANIZATION
DOLLAR AMOUNT PAID BY EMPLOYEE
YORK COUNTY $159.16
BERKS COUNTY $64.80
PEER AVERAGE $111.79
Source: MGT Consulting Group, MGT April 2017 Custom Market Survey and County Right‐to‐Know data collection,
2017. Note: Averages do not include spousal surcharges that may apply. Berks County (AFSCME), East Lampeter
Township, Erie County, City of Lancaster, Lackawanna County, Northampton County, and Penn Township did not
provide cost for employee + spouse.
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EXHIBIT 3‐14: AVERAGE MONTHLY AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE + CHILD
EMPLOYEE + CHILD AVERAGE
PEER ORGANIZATION MONTHLY DOLLAR AMOUNT PAID BY
EMPLOYEE
YORK COUNTY $144.00
BERKS COUNTY $64.80
PEER AVERAGE $91.58
collection, 2017. Berks County (AFSCME), Erie County, Lackawanna County, Northampton County, and Penn
Township did not provide cost for employee + child.

EXHIBIT 3‐15: AVERAGE MONTHLY AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE + CHILDREN
EMPLOYEE + CHILDREN AVERAGE MONTHLY
PEER ORGANIZATION
DOLLAR AMOUNT PAID BY EMPLOYEE –
YORK COUNTY $144.00
collection, 2017. Berks County, East Lampeter Township, Erie County, City of Lancaster, Lackawanna County,
Northampton County, and Penn Township did not provide cost for employee + children.

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EXHIBIT 3 ‐16: AVERAGE MONTHLY AMOUNT PAID BY EMPLOYEE FOR EMPLOYEE + FAMILY
EMPLOYEE + FAMILY AVERAGE MONTHLY
PEER ORGANIZATION
DOLLAR AMOUNT PAID BY EMPLOYEE
YORK COUNTY $234.95
LACKAWANNA COUNTY $120.00
PENN TOWNSHIP $97.00
BERKS COUNTY $92.70
collection, 2017. Note: Averages do not include family spousal surcharges/rules. Berks County (AFSCME), Erie
County, and Northampton County did not provide cost for employee + family.

EXHIBIT 3‐17: ANNUAL DEDUCTABLE AMOUNT PAID BY EMPLOYEE FOR FAMILY
HEALTHCARE INSURANCE PREMIUM
FAMILY ANNUAL DEDUCTABLE
OUT OF
PEER ORGANIZATION IN NETWORK PEER ORGANIZATION
NETWORK
CUMBERLAND COUNTY (H.R.A.) $6,600 CHESTER COUNTY $15,000
CHESTER COUNTY $5,000 CUMBERLAND COUNTY (H.R.A.) $6,600
LANCASTER COUNTY $3,000 CUMBERLAND COUNTY (H.S.A.) $6,100
CUMBERLAND COUNTY (H.S.A.) $2,600 LANCASTER COUNTY $6,000
LUZERNE COUNTY $1,000 LEHIGH COUNTY $2,000
LEHIGH COUNTY $1,000 DAUPHIN COUNTY $1,200
DAUPHIN COUNTY $600 BERKS COUNTY $1,000
BERKS COUNTY $500 BERKS COUNTY (AFSCME) $1,000
BERKS COUNTY (AFSCME) $500 ERIE COUNTY $400
ERIE COUNTY $200 LUZERNE COUNTY $1,000
LACKAWANNA COUNTY $0.00 LACKAWANNA COUNTY $0.00
PEER AVERAGE $1,800 PEER AVERAGE $3,430
Note: Westmoreland, and York Counties, City of Lancaster, East Lampeter Township, and Penn Township did not
report annual deductible data
P a g e | 15

Exhibit 3‐18displays the retirement plans offered by Lancaster in comparison to its peer organizations.
All organizations offered some form of retirement plan. Fifty percent of respondents offer a defined
contribution plan (e.g., 457 401(k) plan), and defined benefit plan. All responding organizations offer a
defined benefit plan. A few of the respondents indicated they also offer disability retirement plans.
EXHIBIT 3‐18: RETIREMENT PLANS OFFERED BY RESPONDENT ORGANIZATIONS
DEFINED PENSION DEFINED PARTICIPATION VOLUNTARY DEFERRED

PEER ORGANIZATION
PLAN /CONTRIBUTION PLAN COMPENSATION PLAN
LANCASTER X X
BERKS COUNTY X X
CHESTER COUNTY X X X
CUMBERLAND COUNTY X
DAUPHIN COUNTY X
EAST LAMPETER TOWNSHIP X
ERIE COUNTY X
LACKAWANNA COUNTY X
LEHIGH COUNTY X X
LUZERNE COUNTY X X
NORTHAMPTON X X
WESTMORELAND COUNTY X X
YORK COUNTY X X

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Exhibit 3‐19 displays the retirement percentage covered by employees offered by Lancaster peer
organizations. The average retirement percentage contributed by employees is 6.46%.
Participation in the retirement plan is mandatory for Lancaster County employees. The plan is a
contributory system with a minimum of 5% of the employee’s gross salary automatically deducted from
their paycheck. Employees may voluntarily contribute an additional 10% maximum.
EXHIBIT 3‐19: RETIREMENT PERCENTAGE CONTRIBUTION BY EMPLOYEE OFFERED BY RESPONDENT
ORGANIZATIONS
RETIREMENT % CONTRIBUTION
PEER ORGANIZATION
BY EMPLOYEE
CITY OF LANCASTER 28.0%
WESTMORELAND COUNTY 9.0%
LACKAWANNA COUNTY 8.0%
LANCASTER COUNTY 5.0%
BERKS COUNTY 5.0%
CHESTER COUNTY 5.0%
CUMBERLAND COUNTY 5.0%
DAUPHIN COUNTY 5.0%
ERIE COUNTY 5.0%
LEHIGH COUNTY 5.0%
LUZERNE COUNTY 5.0%
NORTHAMPTON 5.0%
YORK COUNTY 5.0%
PENN TOWNSHIP .50%
EAST LAMPETER TOWNSHIP 0.0%
PEER AVERAGE 6.4%
Source: MGT Consulting Group, MGT April 2017 Custom Market Survey and County Right‐to‐Know data collection, 2017. Note:
The majority of employers’ base retirement contributions on the Actual Present Value (APV) formula per County pension law in
determining fund contribution amounts.
P a g e | 17

BENEFITS OBSERVATIONS

OBSERVATION 1
 It is common practice in the public sector to provide vacation or annual leave, sick leave,
and holiday leave. In addition, military leave and, funeral leave may be included. Among
surveyed organizations, an average of 50 leave days are offered to employees, as
compared to 47 days by Lancaster County.
OBSERVATION 2
 As depicted in Exhibit 3-7 Lancaster County’s average value of benefits as a percentage
of total compensation is 39.0 percent. This is comparable to the overall average of 40.81
percent among survey participants.
OBSERVATION 3
 The largest percentage of Lancaster County’s benefit costs are allocated for health,
dental and vision insurance benefits. It is noted that, relative to health care coverage, the
cost to Lancaster employees who cover themselves and one or more dependents is
lower than other comparison organizations, however Lancaster’s deductibles are much
higher. (Exhibit 3-13 – 3-16).
OBSERVATION 3
 As depicted in Exhibit 3-18, retirement plans offered by comparison organizations most
often include defined contribution, or defined pension plans. In addition to a defined
retirement plan, Lancaster offers its employees a voluntary deferred compensation plan.
The average employee contribution to retirement is 6.4 percent.
OBSERVATION 4
 All survey respondents provide Health and Dental coverage. In addition, Chester,
Cumberland, Westmoreland, and York counties provide Short-term disability for their
employees.

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CHAPTER 4. ADMINISTRATION AND MAINTENANCE
Compensation systems should be evaluated annually to address market competitiveness of current
salaries and salary ranges, and to adjust individual employee salaries and pay ranges appropriately. Pay
schedule and related salary adjustments should be guided by market changes and be applied
consistently throughout the compensation system, adjusting all salary ranges.

MGT recommends that salary and compensation strategies of all organizations include provisions for
internal equity and external competitiveness. Internal equity is essential for maintaining fairness and
morale for current employees. Policies should be set to maintain internal equity in the system and to
address individual equity concerns. Current employees and potential new hires should be made aware
of the salary, insurance benefits, and paid leave provisions that constitute each employee’s total
compensation package.

External competitiveness through annual salary and compensation improvements is essential for an
organization to be able to recruit the most qualified new hires. Salary ranges should be adjusted
annually to market based on need, whether such need is dictated by the marketplace, the desire of the
organization to remain competitive, or both. In addition, a systematic process for initial placement and
advancement according to established salary policies and procedures must be implemented and
consistently maintained.

This chapter identifies standard practices in salary administration and maintenance. Lancaster County
can incorporate specific policies and procedures with these suggested standard practices as needed.
Page |1

CHAPTER 4: ADMINISTRATION AND MAINTENANCE
4.1 STANDARD SALARY MAINTENANCE PRACTICES

This report section identifies standard practices in salary administration and maintenance.

Plan Implementation

The financial disposition, current salary levels, and other variables unique to an organization must be
considered when implementing adjustments to salary structures. These factors, among others, should
be reviewed in conjunction with the recommendations proposed in this report before any final
implementation plan is considered and set into motion.

Pay schedules must provide for employee advancement. Regardless of an organization's philosophy
concerning advancement opportunities afforded to employees, it is essential that movements in the
economy—and, more specifically, the labor market in which the organization competes—are addressed
and career ladders are developed. Salary administration procedures should be based upon organization
funding levels and philosophies of pay. Although MGT cannot dictate a philosophy, it is recommended
that a balance be achieved between compensation of individual employees and potential compensation
ranges to encourage recruitment, retention, and professional advancement.
Current Employee Initial Assignment

When current employees are initially assigned to their new salary placement, they should be assigned to
a salary dollar amount on the new schedule that is equal to or greater than their current salary. If an
employee’s present salary level exceeds the maximum of the new assigned pay grade, the current salary
should be capped or frozen at the current level. The employee would be ineligible for any merit or cost
of living increases until the range is adjusted to allow movement. If an employee’s current salary is
within the proposed pay grade, the employee should be assigned a salary amount in the appropriate pay
grade that is closest to, but not less than, an employee’s current salary.

New Hires

Newly hired employees should be compensated according to the pay grade for the position in which
they are employed. It is common practice to hire new employees at the minimum of the respective
grade. However, under special circumstances, it may be appropriate to hire an individual above the
minimum salary. Exceptions to the minimum rule may be made if the individual’s years of experience or
qualifications/certifications exceed the minimum required, and/or if there is difficulty in recruiting
qualified candidates.

Page |2


Minimum Rate

The pay grade and salary allocated to a classification take into account the necessary experience and
qualifications to perform the position’s duties. For highly skilled, technical, or managerial positions, or
where the above conditions exist in terms of education and experience, it may be necessary to hire
above the minimum rate in the range. A recommendation to do so should be documented by the
supervisor, and reviewed and approved by the Human Resources. Salary assignment should be
determined according to established rules for both initial placement of new hires and for the annual
review and/or advancement of current employees. A recommendation to deviate from established rules
and procedures should be documented by the supervisor and reviewed and approved by Human
Resources.

Advancement

Advancement within a salary range and schedule is commonly based upon merit, which is determined
by annual performance evaluations. If an employee achieves a “satisfactory” or higher rating, the
employee should be considered for a salary increase based upon approved standards. Advancement
should be considered on an annual basis in alignment with an employee’s performance evaluation and
follow established policies and procedures. Increases should be awarded if funds are available.
Promotion

A promotion is defined as an assignment to a higher‐level position with increased responsibilities and
job duties for which the candidate is qualified. All job vacancies should be posted according to approved
policies and procedures, and the most qualified candidates should be selected. Promotions may be
either inter‐ or intra‐departmental and must be approved by the affected department head(s) and
Human Resources. Promotions in every case should involve an increase in duties and responsibilities and
should not be made merely for the purpose of affecting an increase in compensation. A promoted
employee should receive a salary increase to at least the minimum rate of the salary range of the
promoted position. If an employee’s salary is already above the minimum established for the pay grade
to which the employee was promoted, the salary may be increased according to current policies. In an
emergency, or in cases where it is deemed in the interest of the organization, an employee may be
placed in an “acting” status of another position, typically up to 30 days, without additional
compensation.
Demotion

A demotion is the non‐disciplinary assignment of an employee to a position in a lower classification,
with a lower maximum salary, than the classification from which the employee was previously assigned.
Demotion is normally due to the removal of higher‐level duties and responsibilities or the inability of the
employee to assume or perform duties of the position. A supervisor may recommend the demotion of
an employee. Approval to demote an employee should be dictated by personnel rules.
Recommendation for a demotion should be made in writing, citing the reasons.
Page |3


In the event that an employee’s salary is above the maximum established for the pay grade being
entered, the salary may be decreased to, at most, the maximum of the new position. Since a demotion
involves a decrease in duties and responsibilities, if the existing salary is already below the maximum of
the lower classification, the Director may determine that a salary decrease of at least five percent below
current salary is appropriate and necessary to fulfill the cause for the demotion. Employees receiving
demotions at their own request or due to inability to perform the work because of health or other
reasons should be adjusted to a lower job classification, if possible. When a demotion of this nature
occurs, the employee’s pay should be reduced. Some circumstances may dictate, however, that the
employee remain at the same pay level attained prior to the demotion. If the employee’s salary was
already below the maximum established for the lower classification, no further reduction may be
necessary. In no case should a demoted employee’s salary exceed the maximum rate of the lower pay
grade.

Employees demoted for reasons of reduction‐in‐force initiated to increase efficiency or to meet
budgetary restrictions should be assigned at the same dollar level in the new classification range. Should
the present salary of the employee exceed the maximum of the assigned range, it should be capped or
frozen at the top of the range, with continued eligibility for any merit awards granted to general
employees.

Voluntary Reassignment

Voluntary reassignment involves moving an employee to a position at the same classification level in
either the same or another department. Employees must apply for a vacant position if they are
interested in reassignment. Employees voluntarily reassigned to a position in the same classification or
to a different position in the same pay grade should have their salaries maintained at the current level
with no increase or decrease. An employee’s new salary should be based on the salary placement for
new hires and not exceed the maximum. If the employee’s present salary is above the maximum salary
level for the range, it should be capped or reduced to the maximum level indicated by the new range.
If the employee is assigned to a comparable position or position previously worked in the organization
with no break in service, the employee may be assigned to the corresponding salary and dollar amount
the employee would have been assigned if the employee had not left the position or its equivalent. If
the employee is assigned to a position not previously worked in the organization, salary placement rules
should follow according to new hire requirements.
An employee may submit a written request for consideration for a voluntary reassignment to another
department or position in the organization for which they are qualified if a position is vacant. Final
approval should be obtained from the department head and Human Resources, according to established
rules and procedures.

Reduction in Force

Employees reassigned to a different position due to a reduction in force initiated by the organization
should be assigned at the same salary level in the new classification pay grade. Should the current salary
Page |4

of the employee exceed the maximum salary of the assigned pay grade, the employee’s salary should be
maintained at the current level and capped or frozen until such time as the maximum of the new pay
grade exceeds the current salary. If an employee’s combined duties are comparable, their salary
amount should be increased up to 10 percent.

Reclassification

The most common reclassification occurs with an entire classification. Reclassification can take place
when the work performed changes substantially over a period of time. Often, these changes take place
when new technology is introduced or the mission of an organization or department is modified in
response to changing legislation or changing service demands. Reclassification also occurs when jobs
change through design or evolution. Reclassifications are generally initiated through Human Resources,
but may also be initiated at the request of an individual or his or her supervisor. If an individual or
supervisor initiates a request for reclassification, it is usually accompanied by written supporting
documentation.
An audit should be conducted with the individual(s) being considered for reclassification, or with a
representative number of people for classifications with numerous incumbents. The audit results should
be compared to the current position description for the classification and weighted to determine the
correct classification assignment. Reclassification should also consider other positions within the overall
classification system and not be determined independent of these positions and without consideration
of the department and overall organizational hierarchy. If it is determined that a reclassification is
justified, Human Resources should recommend approval.

Administration of the Plan

Salary systems should be adjusted annually based on the Consumer Price Index to maintain market
competitiveness. The guidelines outlined in this chapter may be utilized for salary maintenance and
administration of the proposed salary schedule. These guidelines should be applied according to base
pay salary schedule dollars, not including additional salaries paid for supplements or additional
assignments, etc. In all cases in which a computed salary is greater than the top pay within the new pay
grade, the salary may be “frozen” at the top amount until subsequent adjustments are made to the
salary schedule that would allow increases. Positions determined to be a high priority may be assigned
salaries on a case‐by‐case basis up to the top of the appropriate salary grade range with justification
documentation provided in the event of equal pay challenges.
Page |5

CHAPTER 5. PERFORMANCE MANAGEMENT PROGRAM
This report chapter provides a summary of the objectives, work completed, and an outline of the final
performance management (PM) program for exempt and non‐exempt employees at Lancaster County.
5.1 OBJECTIVE
The overall objective of this phase of the engagement was to develop a new performance management
program with the goals to reflect best practices, utilize employee competencies, align with the
organization culture and strategy, motivate employee performance, and remain simple, transparent,
and fair.
To this end, Pay and People Consulting (PPC) used the following work plan:
TASK 1: REVIEW EXISTING INFORMATION ‐ PPC obtained and reviewed information about Lancaster
County’s current performance program, technology and competencies included in Lancaster
County job descriptions.
TASK 2: MANAGEMENT INFORMATION SURVEY – PPC/MGT conducted a survey of Lancaster County
supervisors to determine what was and was not working with the current performance
management plan. Highlights of survey are listed below. The full survey can be found in the
Appendix M.
TASK 3: COMPETENCY LIBRARY – PPC developed a broad competency library of behavioral and
technical competencies for exempt and non‐exempt positions. Competencies are grouped into
clusters with similar attributes for ease in identifying key competencies. Descriptions are
provided for each. The full list of competencies is found in the Appendix N.
TASK 4: PROGRAM DEVELOPMENT ‐ PPC met with LC Human Resources to home in on fundamental
characteristics and features as well as to discuss important decision points in the new
Performance Management Program. Features include performance levels, the use of goals and
objectives for exempt employees, employee development as well as employee comments.
5.2 MANAGEMENT SURVEY

Key findings and comments from the performance management survey include the following:
 While the current performance evaluation process itself is not time‐consuming, supervisors do
not believe that the process, forms, or factors accurately measure an employee’s performance.

 The current system includes a “quota/budgetary/ cap/rationing” (e.g. forced distribution)
system for “meets” or “exceeds” performance, which is viewed as a disincentive to improving
performance. There is a “disconnect” between performance and pay, as there is generally
insufficient budget to reward high performers.
Page |1

CHAPTER 5: PERFORMANCE MANAGEMENT PROGRAM
 Supervisors are supportive of improving the methodology to enable to evaluate performance,
including adding goals and competencies in addition to essential functions in the performance
evaluation.
5.3 COMPETENCY LIBRARY

PPC developed a library of key competencies required for Lancaster jobs and reviewed them with
Human Resources. They are organized in “clusters” of interrelated attributes, including knowledge,
skills, and abilities (KSAs), that give rise to the behaviors needed to perform a given job effectively.
Competencies include both technical and behavioral; technical reflects the knowledge required to
perform a specific role while behavioral reflect the characteristics needed to be successful for a specific
job.
The Exempt Competency Library includes 8 broad clusters/groupings and 53 specific competencies along
with definitions. The clusters are:
Analytical Thinking Leadership
Communication Organizational Climate
Contact with Others Productivity and Work Standards
Knowledge and Skills Specific Knowledge and Skills
A sample from the Communication cluster is listed below:
Cluster Competency Definition
Ability to communicate with others to deliver information either verbally or writing. Communication can be with
Communication skills - individuals or groups on an informal basis to exchange information or coordinate actions; ability to respond
Communication
Verbal/written with a favorable and professional image. Good command of the English language and thorough knowledge of
grammar, spelling and punctuation.
Ability to relate others in a positive, supportive, and respectful manner; actively listens to others and
Communication Interpersonal Skills
demonstrates understanding of different points of view.
Ability to develop and deliver effective presentations to small or large groups, internal or external, to convey
Communication Presentation Skills information, provide instruction, explain plans and processes; interacts with internal and external
clients/customers presenting information.

Page |2

The Non‐exempt Competency Library has 35 competencies within 8 clusters. There are 6 core
competencies which are required for all non‐exempt employees as follows:
Quality Focus
Knowledge and Skills
Organizational Skills and Flexibility
Collaboration/Teamwork
Interpersonal Skills
Professionalism and Ethical Conduct
The full library and definitions are found in Appendix N.
5.4 PERFORMANCE MANAGEMENT PROGRAM FEATURES

 Performance Levels:
Four levels of performance are included rather than five. With merit budgets being low, it is
extremely difficult to differentiate pay by performance with too many levels. The four levels are
described in terms of competencies and include Advanced, Proficient, Developing, and Needs
Improvement.
Advanced: performance contribution is far ahead of others; consistently excellent and
discernably better than others in completing objectives and in mastery of competencies.
Proficient: very competent and skilled performance; successfully completes objectives; meets
competency expectations for position; focuses on enhancing knowledge or skills.
Developing: contributing and completing most objectives but is still developing; needs some
guidance in completing tasks and/or continuing to improve competency skills. Suggest a 6‐
month review.
Needs Improvement: requires assistance and close supervision; has difficulty completing
objectives and meeting basic competency levels; needs to demonstrate improvement. On a
performance plan and will require a 6‐month review.

 Objectives/Goals and Competencies:
For exempt employees, objectives/goals and competencies are weighted at 50%/50%.
Objectives and goals are based on essential job duties and any projects; 2‐5 objectives and goals
Page |3

are required. Eight to 10 competencies are required. Individual goals and competencies are
weighted.

For non‐exempt (NE) employees, there are six Core Competencies which are the same for all NE
employees. They include Quality Focus, Knowledge & Skills, Organizational Skills & Flexibility,
Collaboration/Teamwork, Interpersonal Skills and Professionalism/Ethical Conduct. Quality
Focus relates to how well the employee performs his/her job and is fixed at 25%. Supervisors
may identify up to 10 competencies in total for each evaluation and except for Quality, they may
be individually weighted.

Supervisors are requested to comment on each objective/goal and competency in the
evaluation. This information is helpful for the employee who needs improvement but it is also
an opportunity to recognize high‐performing employees.

 Employee Development
An employee development section is included for both exempt and non‐exempt employees. It
is an opportunity to discuss what areas the employee can improve upon in their current role or
in any future position.

For exempt employees’ development, supervisors are requested to identify areas for
improvement and specific opportunities to achieve that in these action plan categories; Work
Assignment or Project, Training, Self‐Development and Coaching. There is a general
development plan for non‐exempt employees; it includes on‐the‐job training, cross‐training,
special projects, and self‐development.

 Employee Comments
This is an opportunity for the employee to comment on the evaluation.

 Technology
PPC met with an IT staff member assigned to Human Resources to discuss the transition to
PeopleSoft 9.2 anticipated for 2017‐2018 and subsequently met with representatives of
HyperGen to discuss needs for the new Performance Management System. We understand that
they have provided Lancaster County with an estimated cost of technology to implement the
new performance management program. PPC has prepared templates for both Exempt and
Non‐exempt performance evaluation systems and the County may wish to use them in the
interim.

 Training
Training is postponed until the County determines how technology will support the new
program.
The Performance Management Instructions, final templates for Exempt and Non‐Exempt employees,
and a completed Exempt Sample Template are included in Appendix O.
Page |4

APPENDIX A:
MGT CUSTOM MARKET SURVEY COPY
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
APPENDIX B:
MGT CUSTOM MARKET SURVEY RESULTS
COMPENSATION
CLASSIFICATION SURVEYED: Caseworker
RESPONDENT ORG RESPONDENT ORG MATCHING TITLE # STAFF MIN MID MAX AVERAGE
City of Lancaster
Penn Township
East Lampeter Township
#DIV/0!
CLASSIFICATION SURVEYED: Clerical I (Secretary, Administrative Secretary)

RESPONDENT ORG RESPONDENT ORG MATCHING TITLE # STAFF MIN MID MAX ACTUAL MEDIAN AVERAGE
City of Lancaster Secretary I bargaining unit $ 38,408.00 $ 41,738.00 $ 44,280.00 $ 41,475.33
Penn Township Receptionist Secretary 1 $ 31,200.00 $ 35,000.00 $ 38,000.00 $ 31,678.00 $ 34,733.33
Average: $ 38,369.00 $ 38,104.33
CLASSIFICATION SURVEYED: Clerical II (Secretary, Administrative Secretary)

City of Lancaster Administrative Assistant - bargaing unit $ 39,337.00 $ 45,238.00 $ 48,128.00 $ 44,234.33
Penn Township
Average: $ 45,238.00 $ 44,234.33
CLASSIFICATION SURVEYED: Clerical III (Secretary, Administrative Secretary)

City of Lancaster Sr. Staff Assistant - non-bargaining $ 41,746.00 $ 45,366.00 $ 51,139.00 $ 46,083.67
Penn Township
East Lampeter Township Administrative Assistant 1 $ 30,485.00 $ 38,086.00 $ 45,707.00 $ 34,000.00 $ 41,896.50
Average: $ 41,726.00 $ 43,990.08
CLASSIFICATION SURVEYED: Clerical Supervisor
City of Lancaster
Penn Township
Average:
B-1
CLASSIFICATION SURVEYED: Accountant I
City of Lancaster Accountant I $ 43,623.00 $ 52,369.00 $ 61,072.00 $ 52,354.67
Penn Township
Average: $ 52,369.00 $ 52,354.67
CLASSIFICATION SURVEYED: Fiscal Technician

City of Lancaster
Penn Township
Average:
CLASSIFICATION SURVEYED: Payroll Clerk

City of Lancaster Payroll Specialist - non-bargaining $ 37,464.00 $ 43,084.00 $ 48,703.00 $ 43,083.67
Penn Township Financial Coordinator 1 $ 38,000.00 $ 42,000.00 $ 46,000.00 $ 44,762.00 $ 42,000.00
East Lampeter Township Bookkeeper 1 $ 34,216.00 $ 40,539.00 $ 48,131.00 $ 40,962.00
Average: $ 41,874.33 $ 42,015.22
CLASSIFICATION SURVEYED: Clerk

City of Lancaster Clerk Typist I - non-bargaining $ 32,347.00 $ 35,152.00 $ 37,292.00 $ 34,930.33
Penn Township
East Lampeter Township Administrative Assistant 2 $ 23,400.00 $ 38,086.00 $ 45,707.00 $ 26,656.00 $ 35,731.00
Average: $ 36,619.00 $ 35,330.67
CLASSIFICATION SURVEYED: Maintenance Worker I

City of Lancaster Maintenance Worker - bargaining $ 37,273.00 $ 40,505.00 $ 42,972.00 $ 41,616.56
Penn Township Maintenance Worker 3 $ 37,440.00 $ 43,000.00 $ 47,000.00 $ 44,373.00 $ 41,712.49
East Lampeter Township Public Works 9 $ 34,778.00 $ 41,226.00 $ 58,073.00 $ 54,078.00 $ 42,010.48
Average: $ 41,577.00 $ 41,779.84
CLASSIFICATION SURVEYED: Court Reporter

City of Lancaster
Penn Township
Average:
B-2
CLASSIFICATION SURVEYED: Planner
City of Lancaster Senior Planner - non-bargaining $ 45,804.00 $ 54,987.00 $ 64,126.00 $ 54,972.33
Penn Township Planner 1 $ 65,000.00 $ 70,000.00 $ 75,000.00 $ 66,100.00 $ 70,000.00
East Lampeter Township Director of Planning/Zoning 1 $ 48,928.00 $ 61,159.00 $ 73,392.00 $ 64,331.00 $ 61,159.67
Average: $ 62,048.67 $ 62,044.00
B-3
BENEFITS
RESPONDENT ORG. What percentage of an employee's Please indicate the percentage of Please indicate the percentage of Indicate the average monthly dollar amount
total compensation is the benefits contribution by employer and employee for contribution by employer and employee for paid by a full-time employee for each specific
package (on average)? the retirement plan in which most of your the retirement plan in which most of your health plan (as applicable) and the
employees participate. EMPLOYER employees participate. EMPLOYEE percentage of the premium paid by the
organization for full-time. employees.
EMPLOYEE (EMPLOYEE ONLY)
46% including pension, 40% excluding 100% 0% $22.00

pension
Penn Township 35% 99.50% 0.50% $97.00
City of Lancaster Up to approximately 30-40% 0 28% $76.82
B-4
RESPONDENT ORG. Indicate the average monthly dollar amount Indicate the average monthly dollar amount paid Indicate the average monthly dollar amount
paid by a full-time employee for each specific by a full-time employee for each specific health paid by a full-time employee for each specific
health plan (as applicable) and the plan (as applicable) and the percentage of the health plan (as applicable) and the percentage
percentage of the premium paid by the premium paid by the organization for full-time. of the premium paid by the organization for
organization for full-time. employees. employees. EMPLOYEE (EMPLOYEE + CHILD) full-time. employees. EMPLOYER (EMPLOYEE
EMPLOYER (EMPLOYEE ONLY) + CHILD)
$89.25 $134.48 $89.25

Penn Township $3.00
City of Lancaster $34.00
B-5
RESPONDENT ORG. Indicate the average monthly dollar amount Indicate the average monthly dollar amount paid by Indicate the annual deductible
paid by a full-time employee for each specific a full-time employee for each specific health plan (as and out-of-pocket maximum for
health plan (as applicable) and the percentage applicable) and the percentage of the premium paid the health plan selected by the
of the premium paid by the organization for full- by the organization for full-time. employees. majority of your employees.
time. employees. EMPLOYEE (EMPLOYEE + EMPLOYER (EMPLOYEE + FAMILY) DEDUCTABLE (EMPLOYEE
FAMILY) ONLY)
$178.14 $89.25 $500.00

Penn Township $97.00 $3.00 $1,000.00
City of Lancaster $59.00 $0
B-6
RESPONDENT ORG. Indicate the annual deductible Indicate the annual deductible Indicate the annual deductible Indicate the annual deductible Indicate the annual deductible
and out-of-pocket maximum and out-of-pocket maximum for and out-of-pocket maximum for and out-of-pocket maximum for and out-of-pocket maximum for
for the health plan selected by the health plan selected by the the health plan selected by the the health plan selected by the the health plan selected by the
the majority of your majority of your employees. majority of your employees. OUT majority of your employees. majority of your employees.
employees. OUT OF POCKET DEDUCTABLE (EMPLOYEE + OF POCKET (EMPLOYEE + CHILD) DEDUCTABLE (EMPLOYEE + OUT OF POCKET (EMPLOYEE +
(EMPLOYEE ONLY) CHILD) FAMILY) FAMILY)
$6,600.00 $1,000.00 $13,200.00 $1,500.00 $13,200.00

Penn Township $7,150.00 $2,000.00 $14,300.00
City of Lancaster $6,350 $0 $12,700 $0 $12,700
B-7
APPENDIX C:
THIRD CLASS COUNTY DATA SOURCE
OVERVIEW OF COUNTIES INCLUDED IN RIGHT-TO-KNOW PUBLIC DATA REQUESTS
MGT referenced the Pennsylvania County Class System to select Lancaster’s peers for Right-To-Know public
market data collection. The Pennsylvania County Class System was created in 1953 to aid legislating and
regulating county affairs. The County Class System contains eight class groups organized by population, from
least to greatest – 1 being least and 8 being greatest. It is important to note that these county classes are used
as a guideline rather than an exact lower and upper boundary for population numbers.
Lancaster County falls into the 3rd Class grouping based on its population. Below is a breakdown of this
population range, as well as the counties that fall into the same grouping.
Class Population Counties
210,000 to Berks, Chester, Cumberland, Dauphin, Erie, Lackawanna, Lancaster, Lehigh,

Third Class
499,999 Luzerne, Northampton, Westmoreland, York
The below chart depicts the 2016 populations of Lancaster County and the other Third Class counties. The
average population (excluding Lancaster) is 338,345, with Lancaster’s population being 538,500. The peer
county with the lowest population is Lackawanna with 211,321, and the peer county with the highest population
is Chester with 516,312.
Lancaster and Peer Population

Lancaster 538,500
Chester 516,312
York 443,744
Berks 414,812
Lehigh 363,147
Westmoreland 355,358
Luzerne 316,383
Northampton 302,294
Erie 276,207
Dauphin 273,707
Cumberland 248,506
Lackawanna 211,321
0 100,000 200,000 300,000 400,000 500,000 600,000
Source: US Census Bureau- https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk, 2016.
C-1
Below is a map depicting the locations of the peer counties (shaded in green) in relation to Lancaster County
(shaded in blue).
Source: http://pafamily.net/pafamily/pa-county-map.htm , 2000, shading and labeling by MGT.
C-2
APPENDIX D:
MANAGEMENT ISSUES PAPER (MIP)
MANAGEMENT ISSUES PAPER
This tool is designed to collect information about specific concerns that you may have related to your organization’s
current compensation and classification system. The information that you submit will be used to assist MGT of America,
Inc., in the overall position evaluation and to make recommendations for updating and improving the current system.
Your Name: __________________________________________ Your Classification Title: ____________________________________
Department Name: _____________________________________________________________________________________________
Management Issue Detail:
I. OFFICIAL CLASSIFICATION TITLE (JOB TITLE) RELATED TO ISSUE: _____________________________________________
II. EMPLOYEES IN CLASS RELATED TO THE ISSUE:

(Please list names of class incumbents. The back of this paper may be used for additional space if necessary):
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
_____________________________________________________________________________________________________________
III. DESCRIPTION/RESOLUTION OF ISSUE:

CHECK ALL
NATURE OF ISSUE RECOMMENDED RESOLUTION
THAT APPLY
Recruitment/Retention of qualified employees
Current Pay Grade/Salary Range should be Recommended New Pay Grade or Salary Range:
revised/updated
Classification Title should be revised/updated Recommended New Title:
Career Path/Advancement for this Classification Recommended New Series or Advancement level::
Other (please briefly describe)
IV. BACKGROUND OF ISSUE:

Please briefly describe the nature of the issue(s) checked in Part III:
_________________________________________________________________________________________________
_________________________________________________________________________________________________
Are other related classifications comparable to this classification in terms of required skill, effort, responsibility or
working conditions? Please list titles and pay grades:
______________________________________________________________________________________________
_________________________________________________________________________________________________
D- 1 | P a g e
APPENDIX E:
CLASS REVIEW RECOMMENDATIONS

Division Recommended FLSA Status Recommended EEO-4 Cat
Ag Preserve
Administrative Coordinator Nonexempt Administrative Support
Director, Agric Preserve Board Executive Officials and Administrators
Farmland Preserve Specialist Professional Professionals
Secretary Nonexempt Administrative Support
APPS - Administrative Services
Administrative Analyst Administrative Professionals
Clerical Specialist I Nonexempt Administrative Support
Clerical Specialist II Nonexempt Administrative Support
Clerical Specialist III Nonexempt Administrative Support
Clerical Supervisor IV Professional Administrative Support
Deputy Director, Adult Probation / Parole Executive Officials and Administrators
Director, Adult Probation Executive Officials and Administrators
Probation Officer Supervisor Professional Professionals
APPS - Collections Unit
Account Clerk Nonexempt Administrative Support
Collections Manager Professional Professionals
Support Services Coordinator Nonexempt Administrative Support
APPS - Domestic Violence Unit
Training Specialist Nonexempt Professionals
APPS - Drug Court
Specialty Courts Coordinator Professional Professionals
APPS - Re-entry Unit
APPS - Supervision Services
Division Director (Gen Supv) Executive Officials and Administrators
Intake Support Specialist Nonexempt Administrative Support
BHDS-Behavioral Health
Account Clerk, Senior II Nonexempt Administrative Support
Accountant / Auditor Senior Professional Professionals
Administrative Secretary Nonexempt Administrative Support
Assistant Chief Caseworker Professional Professionals
Behavioral Health Program Planner Professional Professionals
Caseworker Nonexempt Professionals
Caseworker, Senior Nonexempt Professionals
Chief Caseworker Professional Professionals
Chief of Administrative Services Administrative Officials and Administrators
Clerical Specialist I Nonexempt Office/Clerical
Clerical Specialist II Nonexempt Office/Clerical
Clerical Supervisor I Nonexempt Office/Clerical
Clerical Supervisor III Executive Office/Clerical
Computer Manager Professional Technicians
Director, BH/DS Executive Officials and Administrators
Fiscal Officer II Professional Professionals
Nurse RN Professional Professionals
Personnel Assistant Nonexempt Administrative Support
Program Coordinator Professional Professionals
Program Planner / Evaluator Professional Professionals
Senior Program Planner/Evaluator Professional Professionals
BHDS-Early Intervention
Caseworker Trainee Nonexempt Professionals
DS Program Planner Professional Professionals
Program Planner / Evaluator I Professional Professionals
BHDS-Intellectual Disabilities
Caseworker Trainee Nonexempt Professionals
Director, BH/DS Case Mgmt Executive Professionals
DS Program Planner Professional Professionals
Program Planner/Evaluator II Professional Professionals
Children & Youth
Casework Supervisor Professional Professionals
Deputy Director, Children & Youth Admin Executive Officials and Administrators
Deputy Fiscal Officer Professional Professionals
Director, Children and Youth Agency Executive Officials and Administrators
Fiscal Officer II Professional Professionals
Fiscal Operations Supervisor Administrative Professionals
Clerk of Courts Office
Chief Deputy Clerk Of Courts Administrative Officials and Administrators
Deputy Clerk of Courts Nonexempt Administrative Support
Commissioners Office
Assistant Chief Clerk Nonexempt Administrative Support
Chief Clerk Professionals Professionals
Executive Secretary Nonexempt Administrative Support
Communications
911 Communications Specialist Nonexempt Technicians
911 Communications Specialist, Lead Nonexempt Technicians
911 Deputy Director Administrative Officials and Administrators
911 Director - Communications Executive Officials and Administrators
911 Systems Administrator Nonexempt Technicians
Assistant Communication Supervisor Nonexempt Administrative Support
Communications Supervisor Professional Professionals
Maintenance Painter Nonexempt Service Maintenance
Maintenance Technician/Communications Nonexempt Technicians
Operations Manager Professional Professionals
Telecommunicator I Nonexempt Administrative Support
Telecommunicator II Nonexempt Administrative Support
Telecommunicator III Nonexempt Administrative Support
Telecommunicator Specialist Nonexempt Administrative Support
Controllers Office
Accountant Professional Professionals
Accountant - Junior Nonexempt Paraprofessional
Accountant / Auditor Senior Professional Professionals
Accounting / Auditing Assistant Manager Professional Professionals
Accounting / Auditing Manager Professional Professionals
Accounting System Analyst I Computer Employee Professionals
Accounting Systems Analyst II Computer Employee Professionals
Accounting Systems Manager Computer Employee Professionals
AP-Payroll Assistant Supervisor Professional Administrative Support
AP-Payroll Supervisor Professional Professionals
Chief Deputy Controller Professional Officials and Administrators
Payroll / Account Clerk Nonexempt Administrative Support
Payroll Clerk Nonexempt Administrative Support
Staff Assistant Administrative Professionals
Coroners Office
Chief Deputy Coroner / Administrator Professional Officials and Administrators
Deputy Coroner / Lab Technician Nonexempt Technician
Court Administration
Administrative Secretary, Senior Nonexempt Administrative Support
Assistant Court Administrator Administrative Professionals
Assistant Court Administrator Professional Professionals
Civil Case Coordinator Nonexempt Administrative Support
Project/Business Analyst I Nonexempt Technician
Court Reporters
Assistant Court Reporter Supervisor Professional Administrative Support
Court Reporter Professional Administrative Support
Court Reporter Supervisor Professional Professionals
District Attorneys Office
Assistant District Attorney I Professional Professionals
Assistant District Attorney Manager Professional Professionals
Assistant District Attorney Unit Manager Professional Professionals
Chief County Detective Professional Professionals
Computer Forensic Analyst I Nonexempt Protective Svc Wkr
Deputy Chief County Detective Professional Professionals
Deputy Office Manager Nonexempt Paraprofessional
Deputy Victim Witness Coordinator Nonexempt Professionals
First Assistant District Attorney Professional Professionals
Grants Specialist Nonexempt Professionals
Office Manager II - District Attorneys Office Nonexempt Administrative Support
Program Coordinator Professional Professionals
Restitution Advocate Nonexempt Administrative Support
Victim Advocate Nonexempt Professionals
Victim Witness Coordinator Executive Professionals
Outreach Coordinator/ARD Specialist Professional Professionals
Domestic Relations
Account Clerk, Senior I Nonexempt Administrative Support
Administrative Services Specialist Professional Professionals
Case Management Services Unit Supervisor Executive Officals and Administrators
Clerical Supervisor III Executive Professionals
Conference Unit Supervisor II Executive Professionals
Deputy Director, Domestic Relations Executive Professionals
Director, Domestic Relations Executive Officials and Administrators
Enforcement Supervisor Professional Professionals
File Clerk / Receptionist Nonexempt Administrative Support
Fiscal Technician Nonexempt Administrative Support
Hearing Officer Secretary Nonexempt Administrative Support
PACSES User Support Specialist Executive Professionals
Secretary, Senior Nonexempt Administrative Support
Staff Attorney Professional Professionals
Drug & Alcohol
Director, Drug and Alcohol Executive Officials and Administrators
Drug & Alcohol Prevention Specialist Nonexempt Professionals
Emergency Management
Administrative Coordinator - EMA Nonexempt Administrative Support
Deputy Coordinator, Emergency Management Executive Professionals
Director, Emergency Management Executive Officials and Administrators
Emergency Management Services Coordinator Nonexempt Professionals
Emergency Management Technician Nonexempt Technicians
Radiological Trainer/Planner Nonexempt Professionals
Training Coordinator Nonexempt Professionals
Facilities Management
Administrative Assistant Nonexempt Administrative Support
Assistant Grounds Superintendent Nonexempt Service Maintenance
Assistant Maintenance Superintendent Professional Service Maintenance
Building Maintenance Mechanic Nonexempt Skilled Craft Workers
Director, Facilities Management Executive Officials and Administrators
Grounds Superintendent - FMD Professional Service Maintenance
Maintenance Assistant Nonexempt Service Maintenance
Maintenance Superintendent - FMD Professional Service Maintenance
Maintenance Supervisor - Parks Nonexempt Service Maintenance
Maintenance Supervisor I Nonexempt Service Maintenance
Maintenance Worker I Nonexempt Service Maintenance
Maintenance Worker II Nonexempt Service Maintenance
Trails Coordinator/Arborist Nonexempt Service Maintenance
Trails/Arborist Supervisor Nonexempt Service Maintenance
Human Resources
Benefits Specialist Nonexempt Professionals
Deputy Director of Human Resources Professional Professionals
Director of Human Resources Executive Officials and Administrators
Human Resource Program Coordinator Nonexempt Professionals
Human Resources Analyst Nonexempt Professionals
Payroll Clerk Nonexempt Administrative Support
Information Technology
Application Developer I Computer Employee Technicians
Application Developer II Computer Employee Technicians
Application Developer III Computer Employee Technicians
Budget Anaylst Nonexempt Professionals
Computer Technician Nonexempt Technicians
Customer Service Manager Professional Professionals
Database Administrator Professional Professionals
Deputy Director, Budget Services Professional Officials and Administrators
Deputy Director, Info Tech and Security Professional Professionals
Deputy Director, Information Technology Professional Officials and Administrators
Director, IT / Budget Services Executive Officials and Administrators
GIS Analyst I Nonexempt Officials and Administrators
GIS Analyst II Nonexempt Technicians
GIS Anaylst III Nonexempt Technicians
GIS Technician Nonexempt Technicians
GIS Technician / Senior Crime Analyst Nonexempt Professionals
Help Desk I Nonexempt Administrative Support
IT Technical Services Manager Professional Professionals
IT/GIS Manager Professional Professionals
Micro-Imaging Technician Nonexempt Technicians
Network Administrator Professional Professionals
Project/Business Analyst I Nonexempt Technicians
Project/Business Analyst II Computer Professionals
Records and Archive Specialist Nonexempt Office/Clerical
Senior Project/Business Analyst Professional Professionals
Technical Support Specialist I Nonexempt Technician
Technical Support Specialist II Nonexempt Technicians
Customer Service Representative Nonexempt Administrative Support
Information Systems Specialist Nonexempt Professionals
Graphic Arts Specialist Nonexempt Professionals
Judicial Operations
Bailiff Nonexempt Protective Sworn Workers
Bailiff Supervisor Administrative Protective Sworn Workers
Judicial Secretary Nonexempt Administrative Support
Law Clerk Professional Professionals
Orphan Court Staff Attorney Professional Professionals
Senior Bailiff Nonexempt Protective Sworn Workers
Jury Services
Juvenile Probation
Deputy Director, Juvenile Probation Executive Professionals
Director, Juvenile Probation Executive Officials and Administrators
Law Library
Clerk / Typist Nonexempt Administrative Support
Law Librarian Professional Professionals
Law Library Assistant Nonexempt Administrative Support
Legal Department
Assistant County Solicitor Professional Professionals
Executive Secretary Nonexempt Administrative Support
Solicitor Executive Professionals
Magisterial District Court
Custodian Nonexempt Service Maintenance
DJ Training Specialist, Senior Nonexempt Administrative Support
Magisterial District Court Clerk Nonexempt Administrative Support
Magisterial District Court Clerk Supervisor Nonexempt Administrative Support
Magisterial District Court Clerk, Senior Nonexempt Administrative Support
MDJ Criminal Night Clerk Nonexempt Administrative Support
Office of Aging
Case Aide Senior Nonexempt Paraprofessionals
Clerical Supervisor I Nonexempt Administrative Support
Clerk / Typist Nonexempt Administrative Support
Database Administrator - OAG Professional Professionals
Deputy Director, Office of Aging Executive Officials and Administrators
Director, Office of Aging Executive Officials and Administrators
Employment and Volunteer Manager Professional Professionals
Employment Program Coordinator Nonexempt Professionals
Fiscal Officer I Professional Professionals
Health/Activity Coordinator Nonexempt Paraprofessionals
Nurse RN Professional Professionals
Senior Center Manager Nonexempt Paraprofessionals
Senior Center Program Director Professional Officials and Administrators
Parks
Chief Park Ranger Professional Protective Service Workers
Naturalist Nonexempt Professionals
Park Ranger Nonexempt Protective Service Workers
Park Ranger - Certified Nonexempt Protective Service Workers
Parks and Recreation Administrator Executive Officals and Administrators
Program Manager Executive Professionals
Planning
Administrative Assistant Nonexempt Administrative Support
Applications Coordinator Nonexempt Administrative Support
Deputy Director Executive Professionals
Deputy Director Trans. Planning Professional Professionals
Deputy Director, Current Planning Professional Professionals
Director, Planning Executive Officials and Administrators
Planner Professional Professionals
Planner, Senior Professional Professionals
Planning Technician Nonexempt Technicians
Principal Planner Professional Professionals
Receptionist / Typist Nonexempt Administrative Support
Office Manager I - Planning Nonexempt Administrative Support
Prison
Administrative Sergeant - Prison Nonexempt Protective Service Workers
Corrections Corporal Nonexempt Protective Service Workers
Corrections Field Investigator Professional Professionals
Corrections Lieutenant Professional Protective Service Workers
Corrections Major Professional Protective Service Workers
Deputy Warden Executive Officials and Administrators
Director, Administrative Services Executive Officials and Administrators
File Clerk Nonexempt Administrative Support
File Clerk / Receptionist Nonexempt Administrative Support
Fiscal Operations Supervisor Administrative Professionals
Human Resource Manager Professional Professionals
Human Resources Coordinator / Administrative Assistant Nonexempt Administrative Support
Inmate Services Supervisor Professional Protective Service Workers
Int Discipline Coordinator/Inv Assistant Nonexempt Protective Service Workers
Operations Coordinator - Logistics Officer Nonexempt Protective Service Workers
Prison Supply II Nonexempt Administrative Support
Prison Supply Supervisor Nonexempt Paraprofessional
Receptionist / Typist Nonexempt Administrative Support
Reentry Coordinator Legal Records Nonexempt Administrative Support
Supervisor - Prison Legal Records Administrative Administrative Support
Warden Executive Officials and Administrators
Work Release Program Manager Professional Professionals
Records Officer Nonexempt Administrative Support
Property Assessment
Act 319 Administrator Nonexempt Administrative Support
Appraisal Crew Chief Executive Professionals
Appraisal Statistician Professional Professionals
Appraiser Nonexempt Technicians
Appraiser Comm-Indust Nonexempt Technicians
Assessment Operations Manager Executive Technicians
Clerical Specialist I Nonexempt Technicians
Clerical Specialist II Nonexempt Technicians
Clerical Specialist III Nonexempt Technicians
Computer Appraisal Analyst Nonexempt Technicians
Director, Tax Assessment Executive Officials and Administrators
Office Manager II - Property Assessment Executive Administrative Support
Prothonotary
Chief Deputy Prothonotary Administrative Officials and Administrators
Deputy Prothonotary Nonexempt Administrative Support
Public Defender
Assistant Public Defender Professional Professionals
Assistant Public Defender Manager Professional Professionals
Deputy Admin - Public Defender Executive Officials and Administrators
Deputy Public Defender Executive Professionals
First Deputy Public Defender Executive Officials and Administrators
Public Defender Executive Officials and Administrators
Senior Assistant Public Defender Professional Professionals
Public Safety Training Center
Customer Service Clerk Nonexempt Administrative Support
Director, Public Safety Training Center Executive Officials and Administrators
Fire Service Coordinator Professional Professionals
Sanitary Worker Nonexempt Service Maintenance
Purchasing
Assistant Buyer Nonexempt Administrative Support
Courier Operations Specialist Nonexempt Administrative Support
Director, Purchasing Executive Officials and Administrators
Mail Processor Nonexempt Administrative Support
Senior Buyer Nonexempt Paraprofessional
Warehouse Supervisor/Assistant Buyer Nonexempt Professionals
Warehouse/Delivery Specialist Nonexempt Service Maintenance
Recorder of Deeds
911 Communications Specialist Nonexempt Technicians
Chief Deputy Recorder of Deeds Administrative Officials and Administrators
Register of Wills Office
Chief Deputy Register of Wills Professional Officials and Administrators
Sheriffs Office
Chief Deputy Sheriff Professional Protective Service Workers
Lieutenant Deputy Sheriff Professional Protective Service Workers
Treasurers Office
Assistant Deputy Treasurer Nonexempt Professionals
Clerk Nonexempt Administrative Support
Deputy Treasurer Executive Officials and Administrators
Tax Claim Assistant Director Administrative Professionals
Veterans Affairs
Director, Veterans Affairs Executive Officials and Administrators
Veterans Services Officer Nonexempt Paraprofessional
Voter Registration
Chief Registrar Professional Officials and Administrators
Clerk Nonexempt Administrative Support
Deputy Chief Registrar Nonexempt Professionals
Voting Machine Custodian Nonexempt Service Maintenance
Voting Machine Team Leader Nonexempt Service Maintenance
Youth Intervention Center
Business Manager Professional Professionals
Director, Youth Intervention Center Executive Officials and Administrators
Program Director Executive Officials and Administrators
Security Officer Nonexempt Protective Service Unsworn
Youth Care Worker Nonexempt Protective Service Workers
Youth Care Worker Supervisor Nonexempt Protective Service Workers
Youth Intervention Center Recreation Coordinator Nonexempt Professionals
Program Director - PULSE Executive Officials and Administrators
Program Coordinator - YIC Executive Professionals
APPENDIX F:
PRE‐STUDY LANCASTER PAY SCHEDULES
2017 Salary Administration Plan (37.50 hour/week)
2017 Salary Administration Plan (40.00 hour/week)
2017 Salary Administration Plan (Non-bargaining)
Court 1st Level Supervisors
2017 Schedule for Telecommunicator
Assistant District Attorney Salary Plan (2011)
Law Clerks Salary Plan (2011)
Assistant County Solicitor Salary Administration Plan (2014)
Office of Aging / Protective Services Pay Plan
DA - Victim/Witness Pay Plan
Assistant Public Defender Administration Salary Plan (2013)
Swimming Pool 2017 Salary Administration Plan (Seasonal Employees)
F-1
Pay Schedule for Year 2017 - 37.50 Hr/Wk
GRADE START 6 MONTH
1 $17,628.00 $18,076.50
2 $18,700.50 $19,168.50
3 $20,026.50 $20,533.50
4 $21,138.00 $21,664.50
5 $22,249.50 $22,815.00
6 $23,400.00 $23,985.00
7 $24,706.50 $25,330.50
8 $27,319.50 $28,002.00
9 $30,030.00 $30,790.50
10 $31,434.00 $32,214.00
11 $33,423.00 $34,261.50
12 $35,568.00 $36,465.00
13 $37,830.00 $38,785.50
14 $40,579.50 $41,593.50
15 $43,641.00 $44,733.00
16 $46,800.00 $47,970.00
17 $50,310.00 $51,577.50
Pay Schedule for Year 2017 - 37.50 Hr/Wk
Min Max
OPERATIONS SUPPORT
BROAD BAND 1
1A ADMINISTRATIVE 1 $17,277.00 $34,827.00
1B ACCOUNTING $20,728.50 $42,997.50
1C OPERATIONS SPECIALIST 1 $17,277.00 $31,161.00
1D OPERATIONS SPECIALIST 2 $20,728.50 $38,278.50
1E MAINTENANCE $19,636.50 $37,362.00
1F ADMINISTRATIVE 2 $22,932.00 $42,997.50
1H NURSES AIDES $19,636.50 $34,086.00
1I OPERATIONS SPECIALIST 3 $24,219.00 $40,150.50
TECHNICAL
BROAD BAND 2
22 SHERIFF - Grade 22 $25,974.00 $42,139.50
2A MEDICAL $29,289.00 $47,014.50
2B COMMUNICATIONS $24,219.00 $42,958.50
2C MAINTENANCE $24,219.00 $46,156.50
2D COMPUTER $21,219.00 $66,475.50
2E SYSTEMS ADMINISTRATOR $32,760.00 $74,100.00
2F GIS/MAPPING $26,793.00 $65,793.00
2G COURT REPORTER $30,810.00 $49,998.00
SPECIALIST
BROAD BAND 3
3A HEALTH SERVICES $27,397.50 $64,506.00
3B SOCIAL SERVICES $27,397.00 $57,232.50
3C FINANCIAL $29,445.00 $61,366.50
3D PROTECTIVE/COURTS $26,793.00 $57,232.50
3E COMMUNITY DEVELOPMENT $24,219.00 $68,601.00
3F LEGAL $49,335.00 $87,204.00
3H ADMINISTRATIVE $24,219.00 $57,232.50
3I LAW CLERKS $46,000.00 $48,000.00
SUPERVISOR
BROAD BAND 4
4A SUPERVISOR-NONEXEMPT $20,943.00 $42,958.50
4B SUPERVISOR - ADMIN SUP $26,793.00 $53,235.00
4C SUPERVISOR - EXEMPT $32,760.00 $68,172.00
4D SUPERVISOR - HEALTH SERVICES $37,089.00 $65,559.00
4G SUPERVISOR - CAP 1ST LINE $48,184.50 $70,629.00
F-2
MANAGER/ADVISOR
BROAD BAND 5
5A MANAGER 1 $29,932.50 $69,166.50
5B MANAGER 2 $39,780.00 $82,875.00
5C MANABER 3 $45,883.50 $90,109.50
LEADER
BROAD BAND 6
6A LEADER $42,783.00 $107,484.00
BROAD BAND 7
7A SENIOR LEADER $42,783.00 $128,232.00
F-3
Pay Schedule for Year 2017 - 40 Hr/Wk
GRADE START 6 MONTH
1 $18,803.20 $19,281.60
2 $19,947.20 $20,446.40
3 $21,361.60 $21,902.40
4 $22,547.20 $23,108.80
5 $23,732.80 $24,336.00
6 $24,960.00 $25,584.00
7 $26,353.60 $27,019.20
8 $29,140.80 $29,868.80
9 $32,032.00 $32,843.20
10 $33,529.60 $34,361.60
11 $35,651.20 $36,545.60
12 $37,939.20 $38,896.00
13 $40,352.00 $41,371.20
14 $43,284.80 $44,366.40
15 $46,550.40 $47,715.20
16 $49,920.00 $51,168.00
17 $53,664.00 $55,016.00
18 $58,905.60 $60,382.40
19 $61,776.00 $63,315.20
20 $66,414.40 $68,078.40
Pay Schedule for Year 2017 - 40 Hr/Wk
Min Max
OPERATIONS SUPPORT
BROAD BAND 1
1A ADMINISTRATIVE 1 $18,428.80 $37,148.80
1B ACCOUNTING $22,110.40 $45,864.00
1C OPERATIONS SPECIALIST 1 $18,428.80 $33,238.40
1D OPERATIONS SPECIALIST 2 $22,110.40 $40,830.40
1E MAINTENANCE $20,945.60 $39,852.80
1F ADMINISTRATIVE 2 $24,460.80 $45,864.00
1H NURSES AIDES $20,945.60 $36,358.40
1I OPERATIONS SPECIALIST 3 $25,833.60 $42,827.20
TECHNICAL
BROAD BAND 2
22 SHERIFF - Grade 22 $27,705.60 $44,948.80
2A MEDICAL $31,241.60 $50,148.80
2B COMMUNICATIONS $25,833.60 $45,822.40
2C MAINTENANCE $25,833.60 $49,233.60
2D COMPUTER $25,833.60 $70,907.20
2E SYSTEMS ADMINISTRATOR $34,944.00 $79,040.00
2F GIS/MAPPING $28,579.20 $70,179.20
2G COURT REPORTER $32,864.00 $53,331.20
SPECIALIST
BROAD BAND 3
3A HEALTH SERVICES $29,224.00 $68,806.40
F-4
3B SOCIAL SERVICES $29,224.00 $61,048.00
3C FINANCIAL $31,408.00 $65,457.60
3D PROTECTIVE/COURTS $28,579.20 $61,048.00
3E COMMUNITY DEVELOPMENT $25,833.60 $73,174.40
3F LEGAL $52,624.00 $93,017.60
3H ADMINISTRATIVE $25,833.60 $61,048.00
SUPERVISOR
BROAD BAND 4
4A SUPERVISOR-NONEXEMPT $22,339.20 $45,822.40
4B SUPERVISOR - ADMIN SUP $28,579.20 $56,784.00
4C SUPERVISOR - EXEMPT $34,944.00 $72,716.80
4D SUPERVISOR - HEALTH SERVICES $39,561.60 $69,929.60
4G SUPERVISOR - CAP 1ST LINE $51,396.80 $75,337.60
MANAGER/ADVISOR
BROAD BAND 5
5A MANAGER 1 $31,928.00 $73,777.60
5B MANAGER 2 $42,432.00 $88,400.00
5C MANABER 3 $48,942.40 $96,116.80
LEADER
BROAD BAND 6
6A LEADER $45,635.20 $114,649.60
BROAD BAND 7
7A SENIOR LEADER $45,635.20 $136,780.80
F-5
2017 Salary Administration Plan (Non-Bargaining Unit Employees)
GRADE START 6 MONTH
1 $9.04 $9.27
2 $9.59 $9.83
3 $10.27 $10.53
4 $10.84 $11.11
5 $11.41 $11.70
6 $12.00 $12.30
7 $12.67 $12.99
8 $14.01 $14.36
9 $15.40 $15.79
10 $16.12 $16.52
11 $17.14 $17.57
12 $18.24 $18.70
13 $19.40 $19.89
14 $20.81 $21.33
15 $22.38 $22.94
16 $24.00 $24.60
17 $25.80 $26.45
2017 Salary Administration Plan (Non-Bargaining Unit Employees)
Min Max
OPERATIONS SUPPORT
BROAD BAND 1
1A ADMINISTRATIVE 1 $8.86 $17.86
1B ACCOUNTING $10.63 $22.05
1C OPERATIONS SPECIALIST 1 $8.86 $15.98
1D OPERATIONS SPECIALIST 2 $10.63 $19.63
1E MAINTENANCE $10.07 $19.16
1F ADMINISTRATIVE 2 $11.76 $22.05
1H NURSES AIDES $10.07 $17.48
1I OPERATIONS SPECIALIST 3 $12.42 $20.59
TECHNICAL
BROAD BAND 2
22 SHERIFF - Grade 22 $13.32 $21.61
2A MEDICAL $15.02 $24.11
2B COMMUNICATIONS $12.42 $22.03
2C MAINTENANCE $12.42 $23.67
2D COMPUTER $12.42 $34.09
2E SYSTEMS ADMINISTRATOR $16.80 $38.00
2F GIS/MAPPING $13.74 $33.74
2G COURT REPORTER $15.80 $25.64
SPECIALIST
BROAD BAND 3
3A HEALTH SERVICES $14.05 $33.08
3B SOCIAL SERVICES $14.05 $29.35
3C FINANCIAL $15.10 $31.47
3D PROTECTIVE/COURTS $13.74 $29.35
F-6
3E COMMUNITY DEVELOPMENT $12.42 $35.18
3F LEGAL $25.30 $44.72
3H ADMINISTRATIVE $12.42 $29.35
SUPERVISOR
BROAD BAND 4
4A SUPERVISOR-NONEXEMPT $10.74 $22.03
4B SUPERVISOR - ADMIN SUP $13.74 $27.30
4C SUPERVISOR - EXEMPT $16.80 $34.96
4D SUPERVISOR - HEALTH SERVICES $19.02 $33.62
4G SUPERVISOR - CAP 1ST LINE $24.71 $36.22
MANAGER/ADVISOR
BROAD BAND 5
5A MANAGER 1 $15.35 $35.47
5B MANAGER 2 $20.40 $42.50
5C MANABER 3 $23.53 $46.21
LEADER
BROAD BAND 6
6A LEADER $21.94 $55.12
BROAD BAND 7
7A SENIOR LEADER $21.94 $65.76
F-7
SALARY SCHEDULES 2017 - 2018
GRADE START 6 - MONTHS 1 - YEAR
2017
13 $47,476 $48,188 $48,910
2018
13 $48,188 $48,910 $49,644
F-8
2017 HOURLY LCWC SALARY SCHEDULE (TELECOMMUNICATORS)
GRADE START 6-MONTH MAXIMUM
90 $12.00 $12.29 $22.05
91 $12.67 $12.99 $23.67
92 $14.01 $14.36 $23.67
93 $15.40 $15.79 $34.09
94 $16.12 $16.52 $34.96
95 $17.14 $17.56 $34.96
96 $19.40 $19.89 $42.50
97 $22.38 $22.94 $46.21
98 $25.80 $26.44 $55.12
2017 ANNUAL LCWC SALARY SCHEDULE (TELECOMMUNICATORS)
GRADE START 6-MONTH MAXIMUM
90 $24,960.00 $25,960.00 $45,864.00
91 $26,353.60 $27,019.20 $49,233.60
92 $29,140.80 $29,868.80 $49,233.60
93 $32,032.00 $32,843.00 $70,907.20
94 $33,529.60 $34,361.60 $72,716.80
95 $35,651.00 $36,524.80 $72,716.80
96 $40,352.00 $41,371.20 $88,400.00
97 $46,550.40 $47,715.20 $96,116.80
98 $53,664.00 $54,995.20 $114,649.60
F-9
F-10
ASSISTANT DISTRICT ATTORNEY SALARY ADMINISTRATION PLAN
COMPLETION OF
TITLE STARTING SALARY COMPLETION OF 5TH YEAR MAXIMUM
3RD YEAR
ASSISTANT COUNTY ATTORNEY $46,000 UP TO $5,000 UP TO $3,000 $49,335.00
F-11
LAW CLERKS SALARY ADMINISTRATION PLAN
STARTING SALARY (ON COMPLETION OF
TITLE
OR AFTER 12/05/2011) 1ST YEAR
LAW CLERK $46,000.00 $48,000.00
F-12
ASSISTANT COUNTY SOLICITOR SALARY ADMINISTRATION PLAN
STARTING SALARY COMPLETION OF COMPLETION OF

TITLE
(ON OR AFTER 3RD YEAR 5TH YEAR
01/01/2014)
ASSISTANT COUNTY SOLICITOR $49,335 UP TO $5,000 UP TO $3,000
*Paragraph 4 below amended by 9/12/2016

Salary Board - retroactive to 9/1/2016
1. The special plan set forth replaces any existing
special plan pertaining to attorneys employed in
the Solicitor's Office.
2. The special plan set forth will pertain to

employees [hereinafter "affected employees"
classified as Assistant County Solicitors hired and/or
transferred into the Office at the starting rate
(currently $49,335) on or before January 1, 2014]
3. The starting rate is $49,335, as may be adjusted
from time to time in connection with County-wide
salary increases.
4. The affected employees shall receive the same

annual salary increases (merit, COLA, and general
wage increase) as all other County non-bargaining-
unit employees, if applicable, under the County's
general Salary Administration Plan. PROVIDED
HOWEVER: There will be no salary adjustment for
the affected employees at the 6-month step.
5. Upon completion of an affected employee's third

(3rd) year of continuous full-time employment,
he/she shall receive a salary increase not to exceed
$5,000 based on overall performance of the
individual within the discretion of the Solicitor. Such
salary increase shall be applied after any increase
available to the affected employee under the
County's general Salary Administration Plan.
6. Upon completion of an affected employee's fifth

(5th) year of continuous full-time employment,
he/she shall receive a salary increase not to exceed
$3,000 based on overall performance of the
individual within the discretion of the Solicitor. Such
salary increase shall be applied after any increase
available to the affected employee under the
County's general Salary Administration Plan.
7. Absent specific authorization of the Salary Board,
employees hired above the start rat after January 1,
2014, shall not be entitled to the special increases
at Year-3 and Year-5.
F-13
PROTECTIVE SERVICES PROPOSED SALARY INCREASES - JULY 11, 2016
Current Salary Proposed Salary Start Date
Senior Caseworker (new) - Grade 11
Vacant 503759 $32,760.00 $36,760.00
Vacant 503374 $32,760.00 $36,760.00
C. Schott (new hire) 502339 $32,760.00 $36,760.00 2016 (June)
M. Tongel (new hire) 504392 $32,760.00 $36,760.00 2016 (June)
Senior Caseworker (existing) - Grade 11
E. Rohrbaugh 504391 $34,418.00 $37,418.00 2013
P. Wilkerson 503202 $36,426.00 $39,426.00 2011
A. Joline 503375 $38,045.00 $41,045.00 2007
S. Mehrenberg 503270 $38,252.00 $41,252.00 2008
P. DeJessa 503758 $57,232.00 $60,232.00 1994
Assistant Chief Caseworker (Existing) - Grade 12

(Protective Services Unit Supervisor)
M. Fradette 502337 $39,204.00 $42,204.00 2007 (Merit: 5/16/17)
Chief Caseworker (Existing) - Grade 13
(Protective Services Unit Supervisor)
F. Nitchie 502324 $56,234.00 $59,234.00 2001
Caseworker (Existing) - Grade 9
(Protective Services Backups)
Vacant 501245 $29,445.00 $30,945.00
Vacant 502245 $29,445.00 $30,945.00
A. E. Smith 502317 $30,186.00 $31,686.00 2013
B. Cromley 502319 $32,675.00 $34,175.00 2011
E. Goodhart 502313 $41,575.00 $43,075.00 2003
J. Early 502316 $43,115.00 $44,615.00 2002
E. Nellius 502354 $45,168.00 $46,668.00 2001 (Merit: 7/11/16)
M. Blazek 502353 $53,660.00 $55,160.00 1996
Notes:
Request to increase the position start/six month rates for nine Grade 11 Caseworker Senior/designated Protective
Services positions from $32,760/$33,579 to $36,760/$37,679, respectively, effective on 7/11/16, and adjust two
recently hired employees to the new start rate.
Request to increase the current salaries of five Caseworker Seniors by $3,000 effective 7-11-16
*Request to increase the current salaries of eight Caseworkers/designated Protective Services backup positions by
**Request to increase the current salary of one Assistant Chief Caseworker (Protective Services Supervisor) by
***Request to increase the current salary of one Chief Caseworker (Protective Services Unit Supervisor) by $3,000
F-14
SALARY CORRECTION PLAN FOR VICTIM/WITNESS SERVICES
Years of VWS Salary at EOY 2017
Name Hourly/PT Salary EOY 2016 Start Date Service EOY based on longivity Increase
2016 plan or 5% for grade
Program Director (Victim/Witness Coordinator)
Pamela Grosh $69,167 00 1/3/1989 28Y $72,625.00 $3,458 00
..
Deputy Director
Deanna Weaver $39,021.00 4/12/2006 10Y 9M $51,056 00 $12.035.00
Victim Advocates
Karin Young $53,149 00 8/17/1998 VWS 17Y 5M $55,806 00 $2,657 00
1/30/1995 County
Ed Ostrum $47,646.00 10/27/1997 19Y 3M $50,028.00 S2,382 00
Stephanie Wisler $39,200.00 6/18/2003 13Y 7M $46,256.00 $7,056.00

Ellen Bolen $36,425 00 5/11/2005 11Y 10M $46,256 00 S9,831.00
Al Leed $14.80/hr; 25hr/wk $19,240.00 9/4/2012 4Y 4M $25,298.00 $6,058.00
Justina Cruz $29,241.00 8/13/2015 VWS 1YR 5M $32,380.00 $3,139.00
5/15/2012 County
Restitution Advocates
Cathy Payne $35,757.00 10/13/2005 11Y 3M $43,397.00 $7,640.00
Mehssa Eby $29,639.00 1/28/2013 VWS 4Y $36,396.00 $6,757.00
7/14/2008 County
$26,793.00 7/25/16 VWS 5M $29,445.00 $2.652 00
Katrina Tilkens 4/14 County
TotalCost $63,665.00
F-15
ASSISTANT PUBLIC DEFENDERS PAY PLAN
STARTING SALARY COMPLETION OF COMPLETION OF

TITLE GRADE
(ON OR AFTER 3RD YEAR 5TH YEAR
6/10/2013)
ASSISTANT PUBLIC DEFENDER I $49,335 50 or 15 UP TO $5,000 UP TO $3,000
The starting rate is $49,335, as

may be adjusted from time to time
in connection with County salary
increases (Merit, COLA, and
general wage increases
Employees hired above the start

rate after 3/21/2011 shall not be
entitled to the special increases at
year 3 and year 5
F-16
Lancaster County Swimming Pool 2017 Salary Administration Plan - Seasonal Employees (Approved 3/12/2012)
JOB TITLE # OF POSITIONS STARTING SALARY JOB CODE
Pool Manager 1 $16.00 390PT
Asst. Pool Manager 1 $13.00 413PT
Head Lifeguard 2 $12.50 571PT
Head Lifeguard 1 - W/ WSI Certification $12.75 571APT
Head Lifeguard 2 - w/LGI Certification $13.00 571BPT
Head Lifeguard 3 - w/WSI Certification & LGI Certification $13.25 571CPT
Asst. Head Lifeguard 3 $11.00 570PT
Asst. Head Lifeguard 1 - W/WSI Certification $11.25 570APT
Asst. Head Lifeguard 2 - W/LGI Certification $11.50 570BPT
Asst. Head Lifeguard 3 - W/WSI Certification & LGI Certification $11.75 570CPT
Lifeguard 16 $9.50 398PT

Lifeguard 1 - W/WSI Certification $9.75 398APT
Lifeguard 2 - W/LGI Certification $10.00 398BPT
Lifeguard 3 - W/WSI Certification and LGI Certification $10.25 398CPT
Senior Lifeguard (min 2 yrs exp. @ comparable facility) 7 $10.00 569PT
Senior Lifeguard 1 - W/WSI Certification $10.25 569APT
Senior Lifeguard 2 - W/LGI Certification $10.50 569BPT
Senior Lifeguard 3 - W/WSI Certification and LGI Certification $11.00 569CPT
Front Desk Supervisor 1 $11.00 573PT

Asst. Front Desk Supervisor 2 $9.00 572PT
Front Desk Attendant 7 $7.25 397PT
* Per 2017 Lancaster County Salary Administration Plan:

Seasonal employees returning to County employment in 2017, who worked for the County as a seasonal
employee in 2016 and are hired for the same graded position shall be permitted a re-hire rate increase 2% added to
their rate at the time of separation from the County in the previous year provided that:
1) The employee worked until the end of the 2016 season or their supervisor agreed upon final workday;
2) The employee received a minimum of a Meets Expectations rating on their evaluation(s) in the previous
calendar year;
3) The employee worked a minimum of 200 hours in the last calendar year;
4) The employee’s time and attendance was satisfactory.
F-17
APPENDIX G:
PROPOSED PAY SCHEDULES
NON-EXEMPT (Midpoint 90% of Market)

N1 $16,770.87 $22,361.17 $27,951.46 N1 $16,323.65 $21,764.87 $27,206.09
N2 $17,464.50 $23,286.00 $29,107.50 N2 $16,998.78 $22,665.04 $28,331.30
N3 $18,186.75 $24,249.00 $30,311.25 N3 $17,701.77 $23,602.36 $29,502.95
N4 $18,938.25 $25,251.00 $31,563.75 N4 $18,433.23 $24,577.64 $30,722.05
N5 $19,721.25 $26,295.00 $32,868.75 N5 $19,195.35 $25,593.80 $31,992.25
N6 $20,536.50 $27,382.00 $34,227.50 N6 $19,988.86 $26,651.81 $33,314.77
N7 $21,385.50 $28,514.00 $35,642.50 N7 $20,815.22 $27,753.63 $34,692.03
N8 $22,269.75 $29,693.00 $37,116.25 N8 $21,675.89 $28,901.19 $36,126.48
N9 $23,190.00 $30,920.00 $38,650.00 N9 $22,571.60 $30,095.47 $37,619.33
N10 $24,148.50 $32,198.00 $40,247.50 N10 $23,504.54 $31,339.39 $39,174.23
N11 $25,146.75 $33,529.00 $41,911.25 N11 $24,476.17 $32,634.89 $40,793.62
N12 $26,186.25 $34,915.00 $43,643.75 N12 $25,487.95 $33,983.93 $42,479.92
N13 $27,268.50 $36,358.00 $45,447.50 N13 $26,541.34 $35,388.45 $44,235.57
N14 $28,395.75 $37,861.00 $47,326.25 N14 $27,638.53 $36,851.37 $46,064.22
N15 $29,569.50 $39,426.00 $49,282.50 N15 $28,780.98 $38,374.64 $47,968.30
N16 $30,792.00 $41,056.00 $51,320.00 N16 $29,970.88 $39,961.17 $49,951.47
N17 $32,064.75 $42,753.00 $53,441.25 N17 $31,209.69 $41,612.92 $52,016.15
N18 $33,390.00 $44,520.00 $55,650.00 N18 $32,499.60 $43,332.80 $54,166.00
N19 $34,770.00 $46,360.00 $57,950.00 N19 $33,842.80 $45,123.73 $56,404.67
N20 $36,207.00 $48,276.00 $60,345.00 N20 $35,241.48 $46,988.64 $58,735.80
N21 $37,704.00 $50,272.00 $62,840.00 N21 $36,698.56 $48,931.41 $61,164.27
N22 $39,262.50 $52,350.00 $65,437.50 N22 $38,215.50 $50,954.00 $63,692.50
N23 $40,885.50 $54,514.00 $68,142.50 N23 $39,795.22 $53,060.29 $66,325.37
N24 $42,576.00 $56,768.00 $70,960.00 N24 $41,440.64 $55,254.19 $69,067.73
N25 $44,336.66 $59,115.54 $73,894.43 N25 $43,154.35 $57,539.13 $71,923.91
EXEMPT (Midpoint 90% of Market)

25 Grades 25 Grades
E5 $28,767.00 $38,356.00 $47,945.00 E5 $27,999.88 $37,333.17 $46,666.47
E6 $30,059.25 $40,079.00 $50,098.75 E6 $29,257.67 $39,010.23 $48,762.78
E7 $31,409.25 $41,879.00 $52,348.75 E7 $30,571.67 $40,762.23 $50,952.78
E8 $32,820.00 $43,760.00 $54,700.00 E8 $31,944.80 $42,593.07 $53,241.33
E9 $34,293.75 $45,725.00 $57,156.25 E9 $33,379.25 $44,505.67 $55,632.08
E10 $35,834.25 $47,779.00 $59,723.75 E10 $34,878.67 $46,504.89 $58,131.12
E11 $37,443.75 $49,925.00 $62,406.25 E11 $36,445.25 $48,593.67 $60,742.08
E12 $39,125.25 $52,167.00 $65,208.75 E12 $38,081.91 $50,775.88 $63,469.85
E13 $40,882.50 $54,510.00 $68,137.50 E13 $39,792.30 $53,056.40 $66,320.50
E14 $42,718.50 $56,958.00 $71,197.50 E14 $41,579.34 $55,439.12 $69,298.90
E15 $44,637.00 $59,516.00 $74,395.00 E15 $43,446.68 $57,928.91 $72,411.13
E16 $46,641.75 $62,189.00 $77,736.25 E16 $45,397.97 $60,530.63 $75,663.28
E17 $48,736.50 $64,982.00 $81,227.50 E17 $47,436.86 $63,249.15 $79,061.43
E18 $50,925.00 $67,900.00 $84,875.00 E18 $49,567.00 $66,089.33 $82,611.67
E19 $53,211.75 $70,949.00 $88,686.25 E19 $51,792.77 $69,057.03 $86,321.28
E20 $55,601.25 $74,135.00 $92,668.75 E20 $54,118.55 $72,158.07 $90,197.58
E21 $58,098.00 $77,464.00 $96,830.00 E21 $56,548.72 $75,398.29 $94,247.87
E22 $60,707.25 $80,943.00 $101,178.75 E22 $59,088.39 $78,784.52 $98,480.65
E23 $63,433.50 $84,578.00 $105,722.50 E23 $61,741.94 $82,322.59 $102,903.23
E24 $66,282.00 $88,376.00 $110,470.00 E24 $64,514.48 $86,019.31 $107,524.13
E25 $69,258.75 $92,345.00 $115,431.25 E25 $67,411.85 $89,882.47 $112,353.08
E26 $72,369.00 $96,492.00 $120,615.00 E26 $70,439.16 $93,918.88 $117,398.60
E27 $75,618.75 $100,825.00 $126,031.25 E27 $73,602.25 $98,136.33 $122,670.42
E28 $79,014.75 $105,353.00 $131,691.25 E28 $76,907.69 $102,543.59 $128,179.48
E29 $82,563.00 $110,084.00 $137,605.00 E29 $80,361.32 $107,148.43 $133,935.53
E30 $86,270.79 $115,027.72 $143,784.65 E30 $83,970.23 $111,960.31 $139,950.39
NON-EXEMPT (Midpoint 100% of Market)

N1 $18,634.31 $24,845.74 $31,057.18 N1 $18,137.39 $24,183.19 $30,228.98
N2 $19,404.75 $25,873.00 $32,341.25 N2 $18,887.29 $25,183.05 $31,478.82
N3 $20,207.25 $26,943.00 $33,678.75 N3 $19,668.39 $26,224.52 $32,780.65
N4 $21,042.75 $28,057.00 $35,071.25 N4 $20,481.61 $27,308.81 $34,136.02
N5 $21,912.75 $29,217.00 $36,521.25 N5 $21,328.41 $28,437.88 $35,547.35
N6 $22,818.75 $30,425.00 $38,031.25 N6 $22,210.25 $29,613.67 $37,017.08
N7 $23,762.25 $31,683.00 $39,603.75 N7 $23,128.59 $30,838.12 $38,547.65
N8 $24,744.75 $32,993.00 $41,241.25 N8 $24,084.89 $32,113.19 $40,141.48
N9 $25,767.75 $34,357.00 $42,946.25 N9 $25,080.61 $33,440.81 $41,801.02
N10 $26,832.75 $35,777.00 $44,721.25 N10 $26,117.21 $34,822.95 $43,528.68
N11 $27,942.00 $37,256.00 $46,570.00 N11 $27,196.88 $36,262.51 $45,328.13
N12 $29,097.00 $38,796.00 $48,495.00 N12 $28,321.08 $37,761.44 $47,201.80
N13 $30,300.00 $40,400.00 $50,500.00 N13 $29,492.00 $39,322.67 $49,153.33
N14 $31,552.50 $42,070.00 $52,587.50 N14 $30,711.10 $40,948.13 $51,185.17
N15 $32,856.75 $43,809.00 $54,761.25 N15 $31,980.57 $42,640.76 $53,300.95
N16 $34,215.00 $45,620.00 $57,025.00 N16 $33,302.60 $44,403.47 $55,504.33
N17 $35,629.50 $47,506.00 $59,382.50 N17 $34,679.38 $46,239.17 $57,798.97
N18 $37,102.50 $49,470.00 $61,837.50 N18 $36,113.10 $48,150.80 $60,188.50
N19 $38,636.25 $51,515.00 $64,393.75 N19 $37,605.95 $50,141.27 $62,676.58
N20 $40,233.75 $53,645.00 $67,056.25 N20 $39,160.85 $52,214.47 $65,268.08
N21 $41,897.25 $55,863.00 $69,828.75 N21 $40,779.99 $54,373.32 $67,966.65
N22 $43,629.00 $58,172.00 $72,715.00 N22 $42,465.56 $56,620.75 $70,775.93
N23 $45,432.75 $60,577.00 $75,721.25 N23 $44,221.21 $58,961.61 $73,702.02
N24 $47,310.75 $63,081.00 $78,851.25 N24 $46,049.13 $61,398.84 $76,748.55
N25 $49,262.95 $65,683.94 $82,104.92 N25 $47,949.27 $63,932.37 $79,915.46
G3-1
EXEMPT (Midpoint 100% of Market)

25 Grades 25 Grades
E5 $31,963.50 $42,618.00 $53,272.50 E5 $31,111.14 $41,481.52 $51,851.90
E6 $33,399.00 $44,532.00 $55,665.00 E6 $32,508.36 $43,344.48 $54,180.60
E7 $34,899.00 $46,532.00 $58,165.00 E7 $33,968.36 $45,291.15 $56,613.93
E8 $36,466.50 $48,622.00 $60,777.50 E8 $35,494.06 $47,325.41 $59,156.77
E9 $38,104.50 $50,806.00 $63,507.50 E9 $37,088.38 $49,451.17 $61,813.97
E10 $39,816.00 $53,088.00 $66,360.00 E10 $38,754.24 $51,672.32 $64,590.40
E11 $41,604.00 $55,472.00 $69,340.00 E11 $40,494.56 $53,992.75 $67,490.93
E12 $43,472.25 $57,963.00 $72,453.75 E12 $42,312.99 $56,417.32 $70,521.65
E13 $45,424.50 $60,566.00 $75,707.50 E13 $44,213.18 $58,950.91 $73,688.63
E14 $47,464.50 $63,286.00 $79,107.50 E14 $46,198.78 $61,598.37 $76,997.97
E15 $49,596.00 $66,128.00 $82,660.00 E15 $48,273.44 $64,364.59 $80,455.73
E16 $51,823.50 $69,098.00 $86,372.50 E16 $50,441.54 $67,255.39 $84,069.23
E17 $54,150.75 $72,201.00 $90,251.25 E17 $52,706.73 $70,275.64 $87,844.55
E18 $56,583.00 $75,444.00 $94,305.00 E18 $55,074.12 $73,432.16 $91,790.20
E19 $59,124.00 $78,832.00 $98,540.00 E19 $57,547.36 $76,729.81 $95,912.27
E20 $61,779.00 $82,372.00 $102,965.00 E20 $60,131.56 $80,175.41 $100,219.27
E21 $64,553.25 $86,071.00 $107,588.75 E21 $62,831.83 $83,775.77 $104,719.72
E22 $67,452.00 $89,936.00 $112,420.00 E22 $65,653.28 $87,537.71 $109,422.13
E23 $70,481.25 $93,975.00 $117,468.75 E23 $68,601.75 $91,469.00 $114,336.25
E24 $73,646.25 $98,195.00 $122,743.75 E24 $71,682.35 $95,576.47 $119,470.58
E25 $76,953.75 $102,605.00 $128,256.25 E25 $74,901.65 $99,868.87 $124,836.08
E26 $80,409.75 $107,213.00 $134,016.25 E26 $78,265.49 $104,353.99 $130,442.48
E27 $84,021.00 $112,028.00 $140,035.00 E27 $81,780.44 $109,040.59 $136,300.73
E28 $87,794.25 $117,059.00 $146,323.75 E28 $85,453.07 $113,937.43 $142,421.78
E29 $91,737.00 $122,316.00 $152,895.00 E29 $89,290.68 $119,054.24 $148,817.80
E30 $95,856.43 $127,808.57 $159,760.72 E30 $93,300.26 $124,400.35 $155,500.43
G4-1
APPENDIX H:
GRADE ORDER LIST REPORTS
Class Title 37.5/40 PROPOSED GRADE NEW MIN NEW MID NEW MAX
Bailiff 37.5 N01 16,324 21,765 27,206

Customer Service Clerk 40 N01 16,771 22,361 27,951
Senior Bailiff 37.5 N02 16,999 22,665 28,331
Clerk / Typist 37.5 N03 17,702 23,602 29,503

Clerk 37.5 N03 17,702 23,602 29,503
Clerk 40 N03 18,187 24,249 30,311
File Clerk 40 N04 18,938 25,251 31,564

Receptionist / Typist 37.5 N04 18,433 24,578 30,722
Warehouse/Delivery Specialist 37.5 N04 18,433 24,578 30,722
Custodian 37.5 N05 19,195 25,594 31,992

File Clerk / Receptionist 37.5 N05 19,195 25,594 31,992
File Clerk / Receptionist 40 N05 19,721 26,295 32,869
Sanitary Worker 40 N05 19,721 26,295 32,869
Mail Processor 37.5 N06 19,989 26,652 33,315
Security Officer 40 N07 21,386 28,514 35,643
Maintenance Assistant 40 N08 22,270 29,693 37,116

Micro-Imaging Technician 37.5 N08 21,676 28,901 36,126
Courier Operations Specialist 37.5 N08 21,676 28,901 36,126
Clerical Specialist I 37.5 N09 22,572 30,095 37,619

Clerical Specialist I 40 N09 23,190 30,920 38,650
Law Library Assistant 37.5 N09 22,572 30,095 37,619
Mag. District Court Clerk 37.5 N09 22,572 30,095 37,619
MDJ Criminal Night Clerk 37.5 N09 22,572 30,095 37,619
Secretary 37.5 N09 22,572 30,095 37,619
Secretary 40 N09 23,190 30,920 38,650
Account Clerk 37.5 N10 23,505 31,339 39,174

Account Clerk 40 N10 24,149 32,198 40,248
Clerical Specialist II 37.5 N10 23,505 31,339 39,174
Clerical Specialist II 40 N10 24,149 32,198 40,248
Hearing Officer Secretary 37.5 N10 23,505 31,339 39,174
Magisterial District Court Clerk, Senior 37.5 N10 23,505 31,339 39,174
Administrative Secretary 37.5 N11 24,476 32,635 40,794

Administrative Secretary 40 N11 25,147 33,529 41,911
Clerical Specialist III 37.5 N11 24,476 32,635 40,794
Clerical Specialist III 40 N11 25,147 33,529 41,911
Secretary, Senior 37.5 N11 24,476 32,635 40,794
Secretary, Senior 40 N11 25,147 33,529 41,911
Account Clerk, Senior I 40 N12 26,186 34,915 43,644

Accountant - Junior 37.5 N12 25,488 33,984 42,480
Act 319 Administrator 37.5 N12 25,488 33,984 42,480
Administrative Assistant 37.5 N12 25,488 33,984 42,480
Administrative Assistant 40 N12 26,186 34,915 43,644
Case Aide Senior 37.5 N12 25,488 33,984 42,480
Civil Case Coordinator 37.5 N12 25,488 33,984 42,480
Clerical Supervisor I 37.5 N12 25,488 33,984 42,480
Health/Activity Coordinator 37.5 N12 25,488 33,984 42,480
Maintenance Worker I 40 N12 26,186 34,915 43,644
Senior Center Manager 37.5 N12 25,488 33,984 42,480
Deputy Office Manager 37.5 N13 26,541 35,388 44,236

Fiscal Technician 37.5 N13 26,541 35,388 44,236
Maintenance Painter 40 N13 27,269 36,358 45,448
Naturalist 40 N13 27,269 36,358 45,448
Payroll / Account Clerk 37.5 N13 26,541 35,388 44,236
Payroll Clerk 37.5 N13 26,541 35,388 44,236
Personnel Assistant 37.5 N13 26,541 35,388 44,236
Telecommunicator I 40 N13 27,269 36,358 45,448
Trails Coordinator/Arborist 40 N13 27,269 36,358 45,448
Voting Machine Custodian 40 N13 27,269 36,358 45,448
Caseworker Trainee 37.5 N14 27,639 36,851 46,064

DJ Training Specialist, Senior 37.5 N14 27,639 36,851 46,064
Employment Program Coordinator 37.5 N14 27,639 36,851 46,064
Graphics Arts Specialist 37.5 N14 27,639 36,851 46,064
Magisterial District Court Clerk Superviso 37.5 N14 27,639 36,851 46,064
Prison Supply II 40 N14 28,396 37,861 47,326
Telecommunicator II 40 N14 28,396 37,861 47,326
Voting Machine Team Leader 40 N14 28,396 37,861 47,326
Account Clerk, Senior II 37.5 N15 28,781 38,375 47,968

Building Maintenance Mechanic 40 N15 29,570 39,426 49,283
Help Desk I (Microimaging) 37.5 N15 28,781 38,375 47,968
Intake Support Specialist 37.5 N15 28,781 38,375 47,968
Maintenance Worker II 40 N15 29,570 39,426 49,283
Planning Technician 37.5 N15 28,781 38,375 47,968
Prison Supply Supervisor 40 N15 29,570 39,426 49,283
Radiological Trainer/Planner 40 N15 29,570 39,426 49,283
Restitution Advocate 37.5 N15 28,781 38,375 47,968
Telecommunicator III 40 N15 29,570 39,426 49,283
Youth Care Worker 40 N15 29,570 39,426 49,283
Administrative Secretary, Senior 37.5 N16 29,971 39,961 49,951

Applications Coordinator 37.5 N16 29,971 39,961 49,951
Assistant Buyer 37.5 N16 29,971 39,961 49,951
Caseworker 37.5 N16 29,971 39,961 49,951
D&A Prevention Program Spec 37.5 N16 29,971 39,961 49,951
Deputy Clerk of Courts 37.5 N16 29,971 39,961 49,951
Deputy Prothonotary 37.5 N16 29,971 39,961 49,951
Drug & Alcohol Prevention Specialist 37.5 N16 29,971 39,961 49,951
Executive Secretary 37.5 N16 29,971 39,961 49,951
Human Resources Coordinator / Administ 40 N16 30,792 41,056 51,320
Judicial Secretary 37.5 N16 29,971 39,961 49,951
Maintenance Supervisor - Parks 40 N16 30,792 41,056 51,320
Maintenance Supervisor I 40 N16 30,792 41,056 51,320
Maintenance Technician/Communication 40 N16 30,792 41,056 51,320
Support Services Coordinator 37.5 N16 29,971 39,961 49,951
Trails/Arborist Supervisor 40 N16 30,792 41,056 51,320
Victim Advocate 37.5 N16 29,971 39,961 49,951
Warehouse Supervisor/Assistant Buyer 37.5 N16 29,971 39,961 49,951
Administrative Coordinator 37.5 N17 31,210 41,613 52,016

Administrative Coordinator 40 N17 32,065 42,753 53,441
Administrative Coordinator - EMA 40 N17 32,065 42,753 53,441
Appraiser 37.5 N17 31,210 41,613 52,016
Caseworker 37.5 N17 31,210 41,613 52,016
Corrections Corporal 40 N17 32,065 42,753 53,441
Park Ranger Certified 40 N17 32,065 42,753 53,441
Reentry Coordinator Legal Records 40 N17 32,065 42,753 53,441
Telecommunicator Specialist 40 N17 32,065 42,753 53,441
Appraiser Comm-Indust 37.5 N18 32,500 43,333 54,166

Assistant Chief Clerk 37.5 N18 32,500 43,333 54,166
Computer Technician 37.5 N18 32,500 43,333 54,166
GIS Technician 37.5 N18 32,500 43,333 54,166
Veterans Services Officer 37.5 N18 32,500 43,333 54,166
Youth Care Worker Supervisor 40 N18 33,390 44,520 55,650
911 Communications Specialist 40 N19 34,770 46,360 57,950

Assistant Communication Supervisor 40 N19 34,770 46,360 57,950
Benefits Specialist 37.5 N19 33,843 45,124 56,405
Budget Anaylst 37.5 N19 33,843 45,124 56,405
Computer Appraisal Analyst 37.5 N19 33,843 45,124 56,405
Computer Forensic Analyst I 37.5 N19 33,843 45,124 56,405
Emergency Management Technician 40 N19 34,770 46,360 57,950
GIS Analyst I 37.5 N19 33,843 45,124 56,405
GIS Technician / Senior Crime Analyst 37.5 N19 33,843 45,124 56,405
Grants Specialist 37.5 N19 33,843 45,124 56,405
Human Resource Program Coordinator 37.5 N19 33,843 45,124 56,405
Human Resources Analyst 37.5 N19 33,843 45,124 56,405
Project/Business Analyst I 37.5 N19 33,843 45,124 56,405
Technical Support Specialist I 37.5 N19 33,843 45,124 56,405
Training Specialist 37.5 N19 33,843 45,124 56,405
Youth Intervention Center Recreation Coo 40 N19 34,770 46,360 57,950
911 Communications Specialist, Lead 40 N20 36,207 48,276 60,345

911 Systems Administrator 40 N20 36,207 48,276 60,345
Administrative Sergeant-Prison 40 N20 36,207 48,276 60,345
Assistant Deputy Treasurer 37.5 N20 35,241 46,989 58,736
Assistant Grounds Superintendent 40 N20 36,207 48,276 60,345
Deputy Chief Registrar 37.5 N20 35,241 46,989 58,736
Emergency Management Services Coordi 40 N20 36,207 48,276 60,345
GIS Analyst II 37.5 N20 35,241 46,989 58,736
Technical Support Specialist II 37.5 N20 35,241 46,989 58,736
Caseworker, Senior 37.5 N21 36,699 48,931 61,164

Deputy Victim Witness Coordinator 37.5 N21 36,699 48,931 61,164
GIS Anaylst III 37.5 N21 36,699 48,931 61,164
Int Discipline Coordinator/Inv Assistant 40 N21 37,704 50,272 62,840
Senior Buyer 37.5 N21 36,699 48,931 61,164
Technical Support Specialist II 37.5 N21 35,241 46,989 58,736
Training Coordinator 40 N21 37,704 50,272 62,840
Office Manager II - District Attorneys Offic 37.5 N22 38,216 50,954 63,693
Deputy Coroner/Lab Technician 37.5 N23 39,795 53,060 63,693

Operations Coordinator - Logistics Officer 40 N23 40,886 54,514 68,143
Project/Business Analyst II 37.5 N24 41,441 55,254 69,068

Project/Business Analyst II 37.5 N24 41,441 55,254 69,068
Class Title 37.5/40 PROPOSED GRADE NEW MIN NEW MID NEW MAX
Clerical Supervisor III 37.5 E05 27,999.88 37,333.17 46,666.47
Administrative Services Specialist 37.5 E06 29,257.67 39,010.23 48,762.78

Bailiff Supervisor 37.5 E06 29,257.67 39,010.23 48,762.78
Clerical Supervisor IV 37.5 E06 29,257.67 39,010.23 48,762.78
Fiscal Operations Supervisor 37.5 E07 30,571.67 40,762.23 50,952.78

PACSES User Support Specialist 37.5 E07 30,571.67 40,762.23 50,952.78
Farmland Preserve Specialist 37.5 E08 31,944.80 42,593.07 53,241.33
Accountant 37.5 E09 33,379.25 44,505.67 55,632.08

Administrative Analyst 37.5 E09 33,379.25 44,505.67 55,632.08
AP-Payroll Assistant Supervisor 37.5 E09 33,379.25 44,505.67 55,632.08
Business Manager 40 E09 34,293.75 45,725.00 57,156.25
Collections Manager 37.5 E09 33,379.25 44,505.67 55,632.08
Program Manager 40 E09 34,293.75 45,725.00 57,156.25
Application Developer I 37.5 E10 34,878.67 46,504.89 58,131.12

Appraisal Statistician 37.5 E10 34,878.67 46,504.89 58,131.12
Database Administrator - OAG 37.5 E10 34,878.67 46,504.89 58,131.12
Deputy Fiscal Officer 37.5 E10 34,878.67 46,504.89 58,131.12
Outreach Coordinator/ARD Specialist 37.5 E10 34,878.67 46,504.89 58,131.12
Planner 37.5 E10 34,878.67 46,504.89 58,131.12
Program Coordinator 37.5 E10 34,878.67 46,504.89 58,131.12
AP-Payroll Supervisor 37.5 E11 36,445.25 48,593.67 60,742.08

Application Developer II 37.5 E11 36,445.25 48,593.67 60,742.08
Court Reporter 37.5 E11 36,445.25 48,593.67 60,742.08
Fire Service Coordinator 37.5 E11 36,445.25 48,593.67 60,742.08
Law Librarian 37.5 E11 36,445.25 48,593.67 60,742.08
Program Coordinator - YIC 40 E11 37,443.75 49,925.00 62,406.25
Tax Claim Assistant Director 37.5 E11 36,445.25 48,593.67 60,742.08
Application Developer III 37.5 E12 38,081.91 50,775.88 63,469.85

Assistant Chief Caseworker 37.5 E12 38,081.91 50,775.88 63,469.85
Assistant Court Reporter Supervisor 37.5 E12 38,081.91 50,775.88 63,469.85
Assistant Maintenance Superintendent 40 E12 39,125.25 52,167.00 65,208.75
Asst. Chief Caseworker 37.5 E12 38,081.91 50,775.88 63,469.85
Director, Veterans Affairs 37.5 E12 38,081.91 50,775.88 63,469.85
Fiscal Officer I 37.5 E12 38,081.91 50,775.88 63,469.85
Office Manager II - Property Assessment 37.5 E12 38,081.91 50,775.88 63,469.85
Planner, Senior 37.5 E12 38,081.91 50,775.88 63,469.85
Program Planner / Evaluator I 37.5 E12 38,081.91 50,775.88 63,469.85
Staff Assistant 37.5 E12 38,081.91 50,775.88 63,469.85
Work Release Program Manager 40 E12 39,125.25 52,167.00 65,208.75
Chief Park Ranger 40 E13 40,882.50 54,510.00 68,137.50

Communications Supervisor 40 E13 40,882.50 54,510.00 68,137.50
Court Reporter Supervisor 37.5 E13 39,792.30 53,056.40 66,320.50
Fiscal Officer II 37.5 E13 39,792.30 53,056.40 66,320.50
Program Planner/Evaluator II 37.5 E13 39,792.30 53,056.40 66,320.50
Supervisor - Prison Legal Records 40 E13 40,882.50 54,510.00 68,137.50
Assistant County Solicitor 37.5 E14 41,579.34 55,439.12 69,298.90

Behavioral Health Program Planner 37.5 E14 41,579.34 55,439.12 69,298.90
Chief Caseworker 37.5 E14 41,579.34 55,439.12 69,298.90
Corrections Lieutenant 40 E14 42,718.50 56,958.00 71,197.50
Director, BH/DS Case Mgmt 37.5 E14 41,579.34 55,439.12 69,298.90
DS Program Planner 37.5 E14 41,579.34 55,439.12 69,298.90
Employment and Volunteer Manager 37.5 E14 41,579.34 55,439.12 69,298.90
Human Resource Manager 40 E14 42,718.50 56,958.00 71,197.50
Inmate Services Supervisor 40 E14 42,718.50 56,958.00 71,197.50
Lieutenant Deputy Sheriff 40 E14 42,718.50 56,958.00 71,197.50
Operations Manager 40 E14 42,718.50 56,958.00 71,197.50
Principal Planner 37.5 E14 41,579.34 55,439.12 69,298.90
911 Deputy Director 40 E15 44,637.00 59,516.00 74,395.00

Accountant/Auditor Senior 37.5 E15 43,446.68 57,928.91 72,411.13
Casework Supervisor 37.5 E15 43,446.68 57,928.91 72,411.13
Chief Deputy Clerk Of Courts 37.5 E15 43,446.68 57,928.91 72,411.13
Chief Deputy Prothonotary 37.5 E15 43,446.68 57,928.91 72,411.13
Chief Deputy Recorder of Deeds 37.5 E15 43,446.68 57,928.91 72,411.13
Chief Deputy Register of Wills 37.5 E15 43,446.68 57,928.91 72,411.13
Computer Manager 37.5 E15 43,446.68 57,928.91 72,411.13
Corrections Field Investigator 40 E15 44,637.00 59,516.00 74,395.00
Deputy Director, Current Planning 37.5 E15 43,446.68 57,928.91 72,411.13
Grounds Superintendent - FMD 40 E15 44,637.00 59,516.00 74,395.00
Maintenance Superintendent - FMD 40 E15 44,637.00 59,516.00 74,395.00
Senior Program Planner/Evaluator 37.5 E15 43,446.68 57,928.91 72,411.13
Victim Witness Coordinator 37.5 E15 43,446.68 57,928.91 72,411.13
Chief Deputy Sheriff 40 E16 46,641.75 62,189.00 77,736.25

Corrections Major 40 E16 46,641.75 62,189.00 77,736.25
Deputy Coordinator, Emergency Managem 40 E16 46,641.75 62,189.00 77,736.25
Deputy Director 37.5 E16 45,397.97 60,530.63 75,663.28
Nurse RN 37.5 E16 45,397.97 60,530.63 75,663.28
Orphan Court Staff Attorney 37.5 E16 45,397.97 60,530.63 75,663.28
Program Director 40 E16 46,641.75 62,189.00 77,736.25
Staff Attorney 37.5 E16 46,641.75 62,189.00 77,736.25
Accounting / Auditing Assistant Manager 37.5 E17 47,436.86 63,249.15 79,061.43

Assistant Court Administrator 37.5 E17 47,436.86 63,249.15 79,061.43
Assistant Public Defender Manager 37.5 E17 47,436.86 63,249.15 79,061.43
Chief Deputy Coroner / Administrator 37.5 E17 47,436.86 63,249.15 79,061.43
Database Administrator 37.5 E17 47,436.86 63,249.15 79,061.43
Division Director (Gen Supv) 37.5 E17 47,436.86 63,249.15 79,061.43
Network Administrator 37.5 E17 47,436.86 63,249.15 79,061.43
Records and Archive Manager 37.5 E17 47,436.86 63,249.15 79,061.43
Senior Center Program Director 37.5 E17 47,436.86 63,249.15 79,061.43
Accounting System Analyst I 37.5 E18 49,567.00 66,089.33 82,611.67

Assessment Operations Manager 37.5 E18 49,567.00 66,089.33 82,611.67
Dep Warden 40 E18 50,925.00 67,900.00 84,875.00
Deputy Warden 40 E18 50,925.00 67,900.00 84,875.00
Director, Administrative Services 40 E18 50,925.00 67,900.00 84,875.00
Accounting / Auditing Manager 37.5 E19 51,792.77 69,057.03 86,321.28

Accounting Systems Analyst II 37.5 E19 51,792.77 69,057.03 86,321.28
Appraisal Crew Chief 37.5 E19 51,792.77 69,057.03 86,321.28
Customer Service Manager 37.5 E19 51,792.77 69,057.03 86,321.28
Deputy Chief County Detective 37.5 E19 51,792.77 69,057.03 86,321.28
Deputy Director Trans. Planning 37.5 E19 51,792.77 69,057.03 86,321.28
Deputy Director, Adult Probation / Parole 37.5 E19 51,792.77 69,057.03 86,321.28
Deputy Director, Budget Services 37.5 E19 51,792.77 69,057.03 86,321.28
Deputy Director, Children & Youth Admin 37.5 E19 51,792.77 69,057.03 86,321.28
Deputy Director, Domestic Relations 37.5 E19 51,792.77 69,057.03 86,321.28
Deputy Director, Juvenile Probation 37.5 E19 51,792.77 69,057.03 86,321.28
Deputy Director, Office of Aging 37.5 E19 51,792.77 69,057.03 86,321.28
Deputy Treasurer 37.5 E19 51,792.77 69,057.03 86,321.28
IT Technical Services Manager 37.5 E19 51,792.77 69,057.03 86,321.28
IT/GIS Manager 37.5 E19 51,792.77 69,057.03 86,321.28
Senior Assistant Public Defender 37.5 E19 51,792.77 69,057.03 86,321.28
Senior Project/Business Analyst Manager 37.5 E19 51,792.77 69,057.03 86,321.28
Accounting Systems Manager 37.5 E20 54,118.55 72,158.07 90,197.58

Assistant District Attorney I 37.5 E20 54,118.55 72,158.07 90,197.58
Assistant Public Defender 37.5 E20 54,118.55 72,158.07 90,197.58
Chief County Detective 37.5 E20 54,118.55 72,158.07 90,197.58
Chief Deputy Controller 37.5 E20 54,118.55 72,158.07 90,197.58
Chief Registrar 37.5 E20 54,118.55 72,158.07 90,197.58
Deputy Admin - Public Defender 37.5 E20 54,118.55 72,158.07 90,197.58
Director, Agric Preserve Board 40 E20 55,601.25 74,135.00 92,668.75
Assistant District Attorney Manager 37.5 E21 56,548.72 75,398.29 94,247.87

Assistant District Attorney Unit Manager 37.5 E21 56,548.72 75,398.29 94,247.87
Chief of Administrative Services 37.5 E21 56,548.72 75,398.29 94,247.87
Deputy Director of Human Resources 37.5 E21 56,548.72 75,398.29 94,247.87
Director, Drug and Alcohol 40 E21 58,098.00 77,464.00 96,830.00
Director, Public Safety Training Center 40 E21 58,098.00 77,464.00 96,830.00
Director, Purchasing 37.5 E21 56,548.72 75,398.29 94,247.87
911 Director - Communications 40 E22 60,707.25 80,943.00 101,178.75

Deputy Director, Info Tech and Security 37.5 E22 59,088.39 78,784.52 98,480.65
Deputy Director, Information Technology 37.5 E22 59,088.39 78,784.52 98,480.65
Deputy Public Defender 37.5 E22 59,088.39 78,784.52 98,480.65
Director, Emergency Management 40 E22 60,707.25 80,943.00 101,178.75
Director, Facilities Management 40 E22 60,707.25 80,943.00 101,178.75
Director, Youth Intervention Center 40 E22 60,707.25 80,943.00 101,178.75
Parks and Recreation Administrator 40 E22 60,707.25 80,943.00 101,178.75
Director, Adult Probation 40 E23 63,433.50 84,578.00 105,722.50

Director, BH/DS 40 E23 63,433.50 84,578.00 105,722.50
Director, Children and Youth Agency 40 E23 63,433.50 84,578.00 105,722.50
Director, Domestic Relations 37.5 E23 61,741.94 82,322.59 102,903.23
Director, Juvenile Probation 40 E23 63,433.50 84,578.00 105,722.50
Director, Office of Aging 40 E23 63,433.50 84,578.00 105,722.50
Director, Planning 40 E23 63,433.50 84,578.00 105,722.50
Director, Tax Assessment 40 E23 63,433.50 84,578.00 105,722.50
First Deputy Public Defender 37.5 E24 64,514.48 86,019.31 107.524.31
Director of Human Resources 40 E25 69,258.75 92,345.00 115,431.25

Director, IT / Budget Services 40 E25 69,258.75 92,345.00 115,431.25
First Assistant District Attorney 37.5 E25 67,411.85 89,882.47 112,353.08
Public Defender 40 E25 69,258.75 92,345.00 115,431.25
Warden 40 E25 69,258.75 92,345.00 115,431.25
Solicitor 37.5 E26 70,439.16 93,918.88 117,398.60
Chief Clerk 40 E30 86,270.79 115,027.72 143,784.65

Class Title 37.5/40 PROPOSED GRADE NEW MIN
Bailiff 37.5 N01 16,324
Customer Service Clerk 40 N01 16,771
Senior Bailiff 37.5 N02 16,999
Clerk 37.5 N03 17,702
Clerk / Typist 37.5 N03 17,702
Clerk 40 N03 18,187
Receptionist / Typist 37.5 N04 18,433
Warehouse/Delivery Specialist 37.5 N04 18,433
File Clerk 40 N04 18,938
Custodian 37.5 N05 19,195
File Clerk / Receptionist 37.5 N05 19,195
File Clerk / Receptionist 40 N05 19,721
Sanitary Worker 40 N05 19,721
Mail Processor 37.5 N06 19,989
Security Officer 40 N07 21,386
Courier Operations Specialist 37.5 N08 21,676
Micro-Imaging Technician 37.5 N08 21,676
Maintenance Assistant 40 N08 22,270
Clerical Specialist I 37.5 N09 22,572
Law Library Assistant 37.5 N09 22,572
Mag. District Court Clerk 37.5 N09 22,572
MDJ Criminal Night Clerk 37.5 N09 22,572
Secretary 37.5 N09 22,572
Clerical Specialist I 40 N09 23,190
Secretary 40 N09 23,190
Account Clerk 37.5 N10 23,505
Clerical Specialist II 37.5 N10 23,505
Hearing Officer Secretary 37.5 N10 23,505
Magisterial District Court Clerk, Senior 37.5 N10 23,505
Account Clerk 40 N10 24,149
Clerical Specialist II 40 N10 24,149
Administrative Secretary 37.5 N11 24,476
Clerical Specialist III 37.5 N11 24,476
Secretary, Senior 37.5 N11 24,476
Administrative Secretary 40 N11 25,147
Clerical Specialist III 40 N11 25,147
Secretary, Senior 40 N11 25,147
Accountant - Junior 37.5 N12 25,488
Act 319 Administrator 37.5 N12 25,488
Administrative Assistant 37.5 N12 25,488
Case Aide Senior 37.5 N12 25,488
Civil Case Coordinator 37.5 N12 25,488
Clerical Supervisor I 37.5 N12 25,488
Health/Activity Coordinator 37.5 N12 25,488
Senior Center Manager 37.5 N12 25,488
Account Clerk, Senior I 40 N12 26,186
Administrative Assistant 40 N12 26,186
Maintenance Worker I 40 N12 26,186
Deputy Office Manager 37.5 N13 26,541
Fiscal Technician 37.5 N13 26,541
Payroll / Account Clerk 37.5 N13 26,541
Payroll Clerk 37.5 N13 26,541
Personnel Assistant 37.5 N13 26,541
Maintenance Painter 40 N13 27,269
Naturalist 40 N13 27,269
Telecommunicator I 40 N13 27,269
Trails Coordinator/Arborist 40 N13 27,269
Voting Machine Custodian 40 N13 27,269
Caseworker Trainee 37.5 N14 27,639
DJ Training Specialist, Senior 37.5 N14 27,639
Employment Program Coordinator 37.5 N14 27,639
Graphics Arts Specialist 37.5 N14 27,639
Magisterial District Court Clerk Supervisor 37.5 N14 27,639
Prison Supply II 40 N14 28,396
Telecommunicator II 40 N14 28,396
Voting Machine Team Leader 40 N14 28,396
Account Clerk, Senior II 37.5 N15 28,781
Help Desk I (Microimaging) 37.5 N15 28,781
Intake Support Specialist 37.5 N15 28,781
Planning Technician 37.5 N15 28,781
Restitution Advocate 37.5 N15 28,781
Building Maintenance Mechanic 40 N15 29,570
Maintenance Worker II 40 N15 29,570
Prison Supply Supervisor 40 N15 29,570
Radiological Trainer/Planner 40 N15 29,570
Telecommunicator III 40 N15 29,570
Youth Care Worker 40 N15 29,570
Administrative Secretary, Senior 37.5 N16 29,971
Applications Coordinator 37.5 N16 29,971
Assistant Buyer 37.5 N16 29,971
Caseworker 37.5 N16 29,971
D&A Prevention Program Spec 37.5 N16 29,971
Deputy Clerk of Courts 37.5 N16 29,971
Deputy Prothonotary 37.5 N16 29,971
Drug & Alcohol Prevention Specialist 37.5 N16 29,971
Executive Secretary 37.5 N16 29,971
Judicial Secretary 37.5 N16 29,971
Support Services Coordinator 37.5 N16 29,971
Victim Advocate 37.5 N16 29,971
Warehouse Supervisor/Assistant Buyer 37.5 N16 29,971
Human Resources Coordinator / Administ 40 N16 30,792
Maintenance Supervisor - Parks 40 N16 30,792
Maintenance Supervisor I 40 N16 30,792
Maintenance Technician/Communication 40 N16 30,792
Trails/Arborist Supervisor 40 N16 30,792
Administrative Coordinator 37.5 N17 31,210
Appraiser 37.5 N17 31,210
Caseworker 37.5 N17 31,210
Administrative Coordinator 40 N17 32,065
Administrative Coordinator - EMA 40 N17 32,065
Corrections Corporal 40 N17 32,065
Park Ranger Certified 40 N17 32,065
Reentry Coordinator Legal Records 40 N17 32,065
Telecommunicator Specialist 40 N17 32,065
Appraiser Comm-Indust 37.5 N18 32,500
Assistant Chief Clerk 37.5 N18 32,500
Computer Technician 37.5 N18 32,500
GIS Technician 37.5 N18 32,500
Veterans Services Officer 37.5 N18 32,500
Youth Care Worker Supervisor 40 N18 33,390
Benefits Specialist 37.5 N19 33,843
Budget Anaylst 37.5 N19 33,843
Computer Appraisal Analyst 37.5 N19 33,843
Computer Forensic Analyst I 37.5 N19 33,843
GIS Analyst I 37.5 N19 33,843
GIS Technician / Senior Crime Analyst 37.5 N19 33,843
Grants Specialist 37.5 N19 33,843
Human Resource Program Coordinator 37.5 N19 33,843
Human Resources Analyst 37.5 N19 33,843
Project/Business Analyst I 37.5 N19 33,843
Technical Support Specialist I 37.5 N19 33,843
Training Specialist 37.5 N19 33,843
911 Communications Specialist 40 N19 34,770
Assistant Communication Supervisor 40 N19 34,770
Emergency Management Technician 40 N19 34,770
Youth Intervention Center Recreation Coo 40 N19 34,770
Assistant Deputy Treasurer 37.5 N20 35,241
Deputy Chief Registrar 37.5 N20 35,241
GIS Analyst II 37.5 N20 35,241
Technical Support Specialist II 37.5 N20 35,241
911 Communications Specialist, Lead 40 N20 36,207
911 Systems Administrator 40 N20 36,207
Administrative Sergeant-Prison 40 N20 36,207
Assistant Grounds Superintendent 40 N20 36,207
Emergency Management Services Coordin 40 N20 36,207
Technical Support Specialist II 37.5 N21 35,241
Caseworker, Senior 37.5 N21 36,699
Deputy Victim Witness Coordinator 37.5 N21 36,699
GIS Anaylst III 37.5 N21 36,699
Senior Buyer 37.5 N21 36,699
Int Discipline Coordinator/Inv Assistant 40 N21 37,704
Training Coordinator 40 N21 37,704
Office Manager II - District Attorneys Offic 37.5 N22 38,216
Deputy Coroner/Lab Technician 37.5 N23 39,795
Operations Coordinator - Logistics Officer 40 N23 40,886
Project/Business Analyst II 37.5 N24 41,441
Project/Business Analyst II 37.5 N24 41,441
Clerical Supervisor III 37.5 E05 28,000
Administrative Services Specialist 37.5 E06 29,258
Bailiff Supervisor 37.5 E06 29,258
Clerical Supervisor IV 37.5 E06 29,258
Fiscal Operations Supervisor 37.5 E07 30,572
PACSES User Support Specialist 37.5 E07 30,572
Farmland Preserve Specialist 37.5 E08 31,945
Accountant 37.5 E09 33,379
Administrative Analyst 37.5 E09 33,379
AP-Payroll Assistant Supervisor 37.5 E09 33,379
Collections Manager 37.5 E09 33,379
Business Manager 40 E09 34,294
Program Manager 40 E09 34,294
Application Developer I 37.5 E10 34,879
Appraisal Statistician 37.5 E10 34,879
Database Administrator - OAG 37.5 E10 34,879
Deputy Fiscal Officer 37.5 E10 34,879
Outreach Coordinator/ARD Specialist 37.5 E10 34,879
Planner 37.5 E10 34,879
Program Coordinator 37.5 E10 34,879
AP-Payroll Supervisor 37.5 E11 36,445
Application Developer II 37.5 E11 36,445
Court Reporter 37.5 E11 36,445
Fire Service Coordinator 37.5 E11 36,445
Law Librarian 37.5 E11 36,445
Tax Claim Assistant Director 37.5 E11 36,445
Program Coordinator - YIC 40 E11 37,444
Application Developer III 37.5 E12 38,082
Assistant Chief Caseworker 37.5 E12 38,082
Assistant Court Reporter Supervisor 37.5 E12 38,082
Asst. Chief Caseworker 37.5 E12 38,082
Director, Veterans Affairs 37.5 E12 38,082
Fiscal Officer I 37.5 E12 38,082
Office Manager II - Property Assessment 37.5 E12 38,082
Planner, Senior 37.5 E12 38,082
Program Planner / Evaluator I 37.5 E12 38,082
Staff Assistant 37.5 E12 38,082
Assistant Maintenance Superintendent 40 E12 39,125
Work Release Program Manager 40 E12 39,125
Court Reporter Supervisor 37.5 E13 39,792
Fiscal Officer II 37.5 E13 39,792
Program Planner/Evaluator II 37.5 E13 39,792
Chief Park Ranger 40 E13 40,883
Communications Supervisor 40 E13 40,883
Supervisor - Prison Legal Records 40 E13 40,883
Assistant County Solicitor 37.5 E14 41,579
Behavioral Health Program Planner 37.5 E14 41,579
Chief Caseworker 37.5 E14 41,579
Director, BH/DS Case Mgmt 37.5 E14 41,579
DS Program Planner 37.5 E14 41,579
Employment and Volunteer Manager 37.5 E14 41,579
Principal Planner 37.5 E14 41,579
Corrections Lieutenant 40 E14 42,719
Human Resource Manager 40 E14 42,719
Inmate Services Supervisor 40 E14 42,719
Lieutenant Deputy Sheriff 40 E14 42,719
Operations Manager 40 E14 42,719
Accountant/Auditor Senior 37.5 E15 43,447
Casework Supervisor 37.5 E15 43,447
Chief Deputy Clerk Of Courts 37.5 E15 43,447
Chief Deputy Prothonotary 37.5 E15 43,447
Chief Deputy Recorder of Deeds 37.5 E15 43,447
Chief Deputy Register of Wills 37.5 E15 43,447
Computer Manager 37.5 E15 43,447
Deputy Director, Current Planning 37.5 E15 43,447
Senior Program Planner/Evaluator 37.5 E15 43,447
Victim Witness Coordinator 37.5 E15 43,447
911 Deputy Director 40 E15 44,637
Corrections Field Investigator 40 E15 44,637
Grounds Superintendent - FMD 40 E15 44,637
Maintenance Superintendent - FMD 40 E15 44,637
Deputy Director 37.5 E16 45,398
Nurse RN 37.5 E16 45,398
Orphan Court Staff Attorney 37.5 E16 45,398
Chief Deputy Sheriff 40 E16 46,642
Corrections Major 40 E16 46,642
Deputy Coordinator, Emergency Managem 40 E16 46,642
Program Director 40 E16 46,642
Staff Attorney 37.5 E16 46,642
Accounting / Auditing Assistant Manager 37.5 E17 47,437
Assistant Court Administrator 37.5 E17 47,437
Assistant Public Defender Manager 37.5 E17 47,437
Chief Deputy Coroner / Administrator 37.5 E17 47,437
Database Administrator 37.5 E17 47,437
Division Director (Gen Supv) 37.5 E17 47,437
Network Administrator 37.5 E17 47,437
Records and Archive Manager 37.5 E17 47,437
Senior Center Program Director 37.5 E17 47,437
Accounting System Analyst I 37.5 E18 49,567
Assessment Operations Manager 37.5 E18 49,567
Dep Warden 40 E18 50,925
Deputy Warden 40 E18 50,925
Director, Administrative Services 40 E18 50,925
Accounting / Auditing Manager 37.5 E19 51,793
Accounting Systems Analyst II 37.5 E19 51,793
Appraisal Crew Chief 37.5 E19 51,793
Customer Service Manager 37.5 E19 51,793
Deputy Chief County Detective 37.5 E19 51,793
Deputy Director Trans. Planning 37.5 E19 51,793
Deputy Director, Adult Probation / Parole 37.5 E19 51,793
Deputy Director, Budget Services 37.5 E19 51,793
Deputy Director, Children & Youth Admin 37.5 E19 51,793
Deputy Director, Domestic Relations 37.5 E19 51,793
Deputy Director, Juvenile Probation 37.5 E19 51,793
Deputy Director, Office of Aging 37.5 E19 51,793
Deputy Treasurer 37.5 E19 51,793
IT Technical Services Manager 37.5 E19 51,793
IT/GIS Manager 37.5 E19 51,793
Senior Assistant Public Defender 37.5 E19 51,793
Senior Project/Business Analyst Manager 37.5 E19 51,793
Accounting Systems Manager 37.5 E20 54,119
Assistant District Attorney I 37.5 E20 54,119
Assistant Public Defender 37.5 E20 54,119
Chief County Detective 37.5 E20 54,119
Chief Deputy Controller 37.5 E20 54,119
Chief Registrar 37.5 E20 54,119
Deputy Admin - Public Defender 37.5 E20 54,119
Director, Agric Preserve Board 40 E20 55,601
Assistant District Attorney Manager 37.5 E21 56,549
Assistant District Attorney Unit Manager 37.5 E21 56,549
Chief of Administrative Services 37.5 E21 56,549
Deputy Director of Human Resources 37.5 E21 56,549
Director, Purchasing 37.5 E21 56,549
Director, Drug and Alcohol 40 E21 58,098
Director, Public Safety Training Center 40 E21 58,098
Deputy Director, Info Tech and Security 37.5 E22 59,088
Deputy Director, Information Technology 37.5 E22 59,088
Deputy Public Defender 37.5 E22 59,088
911 Director - Communications 40 E22 60,707
Director, Emergency Management 40 E22 60,707
Director, Facilities Management 40 E22 60,707
Director, Youth Intervention Center 40 E22 60,707
Parks and Recreation Administrator 40 E22 60,707
Director, Domestic Relations 37.5 E23 61,742
Director, Adult Probation 40 E23 63,434
Director, BH/DS 40 E23 63,434
Director, Children and Youth Agency 40 E23 63,434
Director, Juvenile Probation 40 E23 63,434
Director, Office of Aging 40 E23 63,434
Director, Planning 40 E23 63,434
Director, Tax Assessment 40 E23 63,434
First Deputy Public Defender 37.5 E24 64,514
First Assistant District Attorney 37.5 E25 67,412
Director of Human Resources 40 E25 69,259
Director, IT / Budget Services 40 E25 69,259
Public Defender 40 E25 69,259
Warden 40 E25 69,259
Solicitor 37.5 E26 70,439
Chief Clerk 40 E30 86,271
APPENDIX I:
OUTLIERS REPORT
Division Name Position # Class Title Adj To min
BHDS-Behavioral Health 504322 Accountant / Auditor Senior 10,257.44

Information Technology 500624 Database Administrator 8,651.36
Office of Aging 504490 Assistant Chief Caseworker 8,180.75
Information Technology 500653 Records and Archive Manager 7,526.09
Information Technology 500619 Customer Service Manager 7,059.77
Public Defender 504191 Assistant Public Defender 6,118.55
Communications 500459 Telecommunicator Specialist 5,711.15
Information Technology 504324 Administrative Secretary, Senior 5,264.38
Office of Aging 502355 Clerical Specialist I 4,954.45
District Attorneys Office 500993 Assistant District Attorney I 4,783.55
MDJ 504592 Mag. District Court Clerk Sup. 4,706.53
Judicial Operations 500664 Judicial Secretary 4,640.38
Register of Wills Office 501017 Chief Deputy Register of Wills 4,496.68
Information Technology 500622 Administrative Secretary, Senior 4,007.12
Office of Aging 503822 Caseworker 3,977.19
Prison 504419 Inmate Services Supervisor 3,822.50
BHDS-Behavioral Health 502402 Caseworker 3,812.19
BHDS-Early Intervention 503529 Caseworker 3,812.19
BHDS-Intellectual Disabilities 502483 Caseworker 3,812.19
BHDS 504586 Chf Caseworker 3,749.34
Magisterial District Court 501063 Magisterial District Court Clerk Supervisor 3,487.49
Court Reporters 504133 Court Reporter 3,425.90
Domestic Relations 502581 Secretary, Senior 2,811.67
Magisterial District Court 501069 Magisterial District Court Clerk Supervisor 2,762.14
Purchasing 503810 Assistant Buyer 2,651.38
Office of Aging 502352 Accountant 2,588.75
Commissioners Office 500041 Executive Secretary 2,586.13
Office of Aging 502305 Clerical Supervisor I 2,555.95
APPS - Administrative Services 500811 Clerical Specialist I 2,545.10
APPS - Administrative Services 500813 Secretary 2,545.10
Domestic Relations 500724 Clerical Specialist I 2,545.10
Magisterial District Court 501074 Magisterial District Court Clerk 2,545.10
Voter Registration 504100 Clerical Specialist I 2,545.10
BHDS 503133 Program Planner / Evaluator 2,513.91
Facilities Management 500264 Maintenance Worker I 2,499.73
BHDS-Intellectual Disabilities 502498 Caseworker-Senior 2,462.56
BHDS-Behavioral Health 503002 Clerical Specialist I 2,444.19
BHDS-Behavioral Health 504162 Caseworker, Senior 2,437.06
Controllers Office 500188 Account Clerk 2,366.54
Domestic Relations 502789 Clerical Specialist II 2,366.54
Parks 503963 Park Ranger Certified 2,177.95
BHDS-Behavioral Health 503874 Account Clerk, Senior II 2,065.87
Communications 502677 Telecommunicator II 2,042.15
Domestic Relations 503460 Account Clerk, Senior I 2,040.36
BHDS-Behavioral Health 502447 Secretary 2,038.10
Juvenile Probation 500842 Clerical Specialist I 2,038.10
MDJ 503408 Mag. District Court Clerk 2,038.10
Recorder of Deeds 500229 Clerical Specialist I 2,038.10
Treasurers Office 503554 Secretary 2,038.10
APPS - Administrative Services 500883 Clerical Specialist I 2,018.10
Domestic Relations 500754 Account Clerk, Senior I 1,989.15
Facilities Management 504264 Administrative Secretary, Senior 1,946.04
Emergency Management 503585 Administrative Coordinator - EMA 1,945.36
Facilities Management 503964 Maintenance Worker II 1,874.82
BHDS-Behavioral Health 502435 Caseworker, Senior 1,580.52
BHDS-Intellectual Disabilities 502450 Secretary 1,524.76
Drug & Alcohol 502911 Secretary 1,524.76
Parks 500275 Secretary 1,465.80
Information Technology 500606 Application Developer I 1,455.67
BHDS-Behavioral Health 502417 Secretary 1,428.82
Voter Registration 500105 Voting Machine Custodian 1,424.65
Parks 500299 Park Ranger - Certified 1,374.56
APPS - Collections Unit 504286 Account Clerk 1,298.43
Court Administration 503833 Account Clerk 1,298.43
Domestic Relations 500789 Hearing Officer Secretary 1,298.43
Treasurers Office 500184 Account Clerk 1,298.43
Purchasing 504506 Senior Buyer 1,246.98
Emergency Management 500450 Training Coordinator 1,221.75
Office of Aging 502316 Caseworker 1,179.69
Controllers Office 500194 AP-Payroll Assistant Supervisor 1,165.25
Clerk of Courts Office 503470 Deputy Clerk of Courts 1,134.91
Prison 501227 Account Clerk, Senior I 1,120.86
BHDS-Behavioral Health 502349 Account Clerk 1,119.04
Court Administration 500635 Clerical Specialist III 1,090.79
Prison 504415 Prison Supply II 1,021.08
Information Technology 502772 GIS Analyst II 979.98
Purchasing 503825 Assistant Buyer 970.88
Voter Registration 503527 Clerical Specialist III 970.87
Facilities Management 504333 Maintenance Worker II 916.33
Communications 502582 Telecommunicator I 914.90
Communications 500533 9-1-1 Telecommunicator I 914.90
Voter Registration 504488 Clerical Specialist I 914.20
Voter Registration 503915 Clerical Specialist II 907.10
APPS - Administrative Services 500902 Secretary 900.25
Magisterial District Court 501059 Magisterial District Court Clerk 900.25
Recorder of Deeds 500215 Clerical Specialist I 900.25
Public Defender 502758 Assistant Public Defender 860.57
Recorder of Deeds 500213 Clerical Specialist I 847.40
Planning 503791 Planner 776.72
Treasurers Office 500182 Account Clerk 749.63
Domestic Relations 504194 Account Clerk, Senior I 739.30
BHDS-Intellectual Disabilities 502469 Program Planner / Evaluator I 705.28
BHDS-Intellectual Disabilities 502476 Assistant Chief Caseworker 705.28
BHDS-Early Intervention 503846 Clerical Specialist II 694.13
Parks 500277 Secretary 643.80
APPS - Collections Unit 500186 Account Clerk 615.23
Children & Youth 503770 Mag. District Court Clerk PT 605.00
Public Defender 503913 Assistant Public Defender 600.77
BHDS-Intellectual Disabilities 502497 Caseworker, Senior 598.00
Controllers Office 504494 Payroll / Account Clerk 577.58
Domestic Relations 504564 Account Clerk Senior I PT 575.98
BHDS-Early Intervention 503831 Caseworker, Senior 537.65
Planning 503098 Administrative Secretary I 491.17
Controllers Office 503801 Account Clerk 478.67
Prison 504153 Account Clerk 461.98
Youth Intervention Center 503593 Youth Care Worker 428.70
BHDS-Early Intervention 504542 Caseworker 419.19
BHDS-Intellectual Disabilities 503732 Caseworker 419.19
BHDS-Intellectual Disabilities 503488 Caseworker 419.19
Office of Aging 502354 Caseworker 419.19
Prison 504152 Account Clerk 404.21
Controller 500206 Accountant/Auditor Senior 396.68
Magisterial District Court 501141 Magisterial District Court Clerk Supervisor 379.08
Youth Intervention Center 504565 Clerical Specialist I 373.40
Voter Registration 503678 Voting Machine Team Leader 355.48
Controllers Office 500187 Account Clerk 354.40
Facilities Management 500262 Maintenance Worker I 346.81
MDJ 503052 Mag. District Court Clerk PT 334.60
Voter Registration 502685 Clerical Specialist I 321.40
Domestic Relations 500801 Secretary, Senior 310.64
Prison 504414 Prison Supply II 288.44
Communications 500541 9-1-1 Telecommunicator I 249.30
Information Technology 500626 Computer Technician PT 233.80
Parks 504598 Naturalist PT 228.73
Parks 502701 Naturalist PT 228.73
Youth Intervention Center 501458 Youth Care Worker PT 214.35
BHDS-Behavioral Health 502433 Caseworker 193.69
Facilities Management 503236 Maintenance Assistant 183.68
Information Technology 502733 GIS Analyst II 37.79
Children & Youth 502120 Deputy Director, Children & Youth Admin 31.50
Children & Youth 503278 Chief Caseworker 5.34
424,628.33
APPENDIX J:
IMPLEMENTATION REPORT
PROPOSED
Position # Class Title Current Salary GRADE NEW MIN NEW MID NEW MAX Adj To min 7+ Cost to mid Yr 6 to 2 catchup Total Adj
500624 Database Administrator 38,786 E17 47,437 63,249 79,061 8,651 20,969 29,620
500653 Records and Archive Manager 39,911 E17 47,437 63,249 79,061 7,526 20,004 27,530
504322 Accountant / Auditor Senior 33,189 E15 43,447 57,929 72,411 10,257 10,603 20,860
500548 Telecommunicator Specialist 27,019 N17 32,065 42,753 53,441 5,046 15,734 20,779
502497 Caseworker, Senior 36,101 N21 36,699 48,931 61,164 598 19,423 20,021
503822 Caseworker 27,233 N17 31,210 41,613 52,016 3,977 14,380 18,358
501017 Chief Deputy Register of Wills 38,950 E15 43,447 57,929 72,411 4,497 13,556 18,053
502402 Caseworker 27,398 N17 31,210 41,613 52,016 3,812 14,215 18,028
500993 Assistant District Attorney I 49,335 E20 54,119 72,158 90,198 4,784 13,042 17,825
500664 Judicial Secretary 25,331 N16 29,971 39,961 49,951 4,640 12,541 17,181
502352 Accountant 30,791 E09 33,379 44,506 55,632 2,589 13,715 16,304
503810 Assistant Buyer 27,320 N16 29,971 39,961 49,951 2,651 12,642 15,293
504490 Assistant Chief Caseworker 29,901 E12 38,082 50,776 63,470 8,181 5,964 14,145
502305 Clerical Supervisor I 22,932 N12 25,488 33,984 42,480 2,556 11,052 13,608
501074 Magisterial District Court Clerk 20,027 N09 22,572 30,095 37,619 2,545 10,069 12,614
502454 Accountant / Auditor Senior 45,627 E15 43,447 57,929 72,411 0 12,302 12,302
503874 Account Clerk, Senior II 26,715 N15 28,781 38,375 47,968 2,066 9,994 12,060
500712 Court Reporter 36,780 E11 36,445 48,594 60,742 0 11,813 11,813
500842 Clerical Specialist I 20,534 N09 22,572 30,095 37,619 2,038 9,562 11,600
504419 Inmate Services Supervisor 38,896 E14 42,719 56,958 71,198 3,823 7,741 11,563
502354 Caseworker 30,791 N17 31,210 41,613 52,016 419 10,822 11,242
504003 Court Reporter 37,801 E11 36,445 48,594 60,742 0 10,792 10,792
500199 Staff Assistant 40,000 E12 38,082 50,776 63,470 0 10,776 10,776
500604 Deputy Director, Budget Services 53,998 E19 51,793 69,057 86,321 0 10,757 10,757
500709 Court Reporter 34,102 E11 36,445 48,594 60,742 2,343 8,281 10,624
500632 Network Administrator 48,663 E17 47,437 63,249 79,061 0 10,419 10,419
502120 Deputy Director, Children & Youth Admin 51,761 E19 51,793 69,057 86,321 32 9,883 9,915
502480 Caseworker 28,703 N17 31,210 41,613 52,016 2,507 7,377 9,885
500659 Judicial Secretary 30,173 N16 29,971 39,961 49,951 0 9,788 9,788
502891 Nurse RN 50,785 E16 45,398 60,531 75,663 0 9,746 9,746
504324 Administrative Secretary, Senior 24,707 N16 29,971 39,961 49,951 5,264 4,358 9,623
503460 Account Clerk, Senior I 23,448 N12 25,488 33,984 42,480 2,040 7,526 9,566
503864 Director, Administrative Services 55,070 E18 50,925 67,900 84,875 0 9,165 9,165
500450 Training Coordinator 36,482 N21 37,704 50,272 62,840 1,222 7,880 9,102
500994 Assistant District Attorney I 57,085 E20 54,119 72,158 90,198 0 8,613 8,613
502477 Assistant Chief Caseworker 40,737 E12 38,082 50,776 63,470 0 8,605 8,605
502792 Technical Support Specialist I 35,118 N19 33,843 45,124 56,405 0 8,576 8,576
501077 Magisterial District Court Clerk Supervisor 28,415 N14 27,639 36,851 46,064 0 8,436 8,436
500226 911 Communications Specialist 36,703 N19 33,843 45,124 56,405 0 8,421 8,421
500020 Senior Buyer 37,155 N21 36,699 48,931 61,164 0 8,411 8,411
502789 Clerical Specialist II 21,138 N10 23,505 31,339 39,174 2,367 5,829 8,196
500262 Maintenance Worker I 25,839 N12 26,186 34,915 43,644 347 7,779 8,126
500275 Secretary 21,724 N09 23,190 30,920 38,650 1,466 6,568 8,034
503811 Senior Buyer 37,702 N21 36,699 48,931 61,164 0 8,021 8,021
500180 Tax Claim Assistant Director 39,348 E11 36,445 48,594 60,742 0 7,925 7,925
501069 Magisterial District Court Clerk Supervisor 24,876 N14 27,639 36,851 46,064 2,762 5,132 7,894
502483 Caseworker 27,398 N17 31,210 41,613 52,016 3,812 4,062 7,874
503593 Youth Care Worker 29,141 N15 29,570 39,426 49,283 429 7,347 7,775
500703 Court Reporter 40,934 E11 36,445 48,594 60,742 0 7,660 7,660
502224 Chief Caseworker 46,570 E14 41,579 55,439 69,299 0 7,602 7,602
500542 Telecommunicator II 27,019 N14 28,396 37,861 47,326 1,377 6,195 7,572
500801 Secretary, Senior 24,166 N11 24,476 32,635 40,794 311 7,259 7,570
500883 Clerical Specialist I 20,554 N09 22,572 30,095 37,619 2,018 5,453 7,471
500619 Customer Service Manager 44,733 E19 51,793 69,057 86,321 7,060 0 7,060
500441 Assistant Public Defender 59,872 E20 54,119 72,158 90,198 0 7,020 7,020
501051 Magisterial District Court Clerk 21,724 N09 22,572 30,095 37,619 847 5,979 6,827
504193 Account Clerk, Senior I 27,160 N12 25,488 33,984 42,480 0 6,824 6,824
500611 Application Developer II 40,737 E11 36,445 48,594 60,742 0 6,734 6,734
503579 Fiscal Technician 28,702 N13 26,541 35,388 44,236 0 6,686 6,686
500708 Court Reporter 34,102 E11 36,445 48,594 60,742 2,343 4,140 6,484
504205 Court Reporter 42,114 E11 36,445 48,594 60,742 0 6,480 6,480
503074 Caseworker 34,304 N17 31,210 41,613 52,016 0 6,264 6,264
502321 Caseworker 34,319 N17 31,210 41,613 52,016 0 6,252 6,252
500019 Director, Purchasing 66,715 E21 56,549 75,398 94,248 0 6,203 6,203
502638 Caseworker 34,388 N17 31,210 41,613 52,016 0 6,193 6,193
500062 Appraiser 34,403 N17 31,210 41,613 52,016 0 6,180 6,180
504158 Caseworker 30,030 N17 31,210 41,613 52,016 1,180 4,964 6,144
502482 Caseworker 30,030 N17 31,210 41,613 52,016 1,180 4,964 6,144
500290 Maintenance Supervisor ‐ Parks 32,485 N16 30,792 41,056 51,320 0 6,122 6,122
504191 Assistant Public Defender 48,000 E20 54,119 72,158 90,198 6,119 0 6,119
503791 Planner 34,102 E10 34,879 46,505 58,131 777 5,316 6,092
502449 Secretary 22,991 N09 22,572 30,095 37,619 0 6,089 6,089
1
PROPOSED
503332 Senior Buyer 43,062 N21 36,699 48,931 61,164 0 5,869 5,869
500658 Judicial Secretary 34,101 N16 29,971 39,961 49,951 0 5,860 5,860
504055 Caseworker 33,564 N17 31,210 41,613 52,016 0 5,749 5,749
504057 Caseworker 33,564 N17 31,210 41,613 52,016 0 5,749 5,749
500215 Clerical Specialist I 21,671 N09 22,572 30,095 37,619 900 4,814 5,714
500073 Clerical Specialist III 26,937 N11 24,476 32,635 40,794 0 5,698 5,698
500633 Clerical Specialist II 25,736 N10 23,505 31,339 39,174 0 5,603 5,603
504099 Budget Anaylst 37,377 N19 33,843 45,124 56,405 0 5,534 5,534
502594 Caseworker 36,139 N17 31,210 41,613 52,016 0 5,474 5,474
504148 Caseworker 36,139 N17 31,210 41,613 52,016 0 5,474 5,474
502643 Caseworker 36,139 N17 31,210 41,613 52,016 0 5,474 5,474
501412 Prison Supply Supervisor 29,869 N15 29,570 39,426 49,283 0 5,461 5,461
500107 Deputy Chief Registrar 41,581 N20 35,241 46,989 58,736 0 5,407 5,407
504358 Deputy Coroner / Lab Technician 43,679 N23 39,795 53,060 63,693 0 5,361 5,361
502677 Telecommunicator II 26,354 N14 28,396 37,861 47,326 2,042 3,288 5,330
500284 Park Ranger ‐ Certified 33,459 N17 32,065 42,753 53,441 0 5,311 5,311
502371 Caseworker 36,316 N17 31,210 41,613 52,016 0 5,297 5,297
500188 Account Clerk 21,138 N10 23,505 31,339 39,174 2,367 2,915 5,281
500570 Planner, Senior 38,492 E12 38,082 50,776 63,470 0 5,264 5,264
500788 Hearing Officer Secretary 26,109 N10 23,505 31,339 39,174 0 5,231 5,231
503847 Caseworker 36,394 N17 31,210 41,613 52,016 0 5,219 5,219
502968 Deputy Warden 61,813 E18 50,925 67,900 84,875 0 5,217 5,217
503776 Caseworker 32,507 N17 31,210 41,613 52,016 0 5,203 5,203
503476 Caseworker 32,586 N17 31,210 41,613 52,016 0 5,158 5,158
500502 Telecommunicator Specialist 27,019 N17 32,065 42,753 53,441 5,046 0 5,046
500552 Receptionist / Typist 18,701 N04 18,433 24,578 30,722 0 5,038 5,038
500023 Administrative Secretary 26,780 N11 24,476 32,635 40,794 0 5,018 5,018
500754 Account Clerk, Senior I 23,499 N12 25,488 33,984 42,480 1,989 2,996 4,985
502355 Clerical Specialist I 20,534 N12 25,488 33,984 42,480 4,954 0 4,954
504275 Computer Forensic Analyst I 40,184 N19 33,843 45,124 56,405 0 4,940 4,940
502708 Caseworker 36,713 N17 31,210 41,613 52,016 0 4,900 4,900
501411 Prison Supply II 29,370 N14 28,396 37,861 47,326 0 4,852 4,852
500979 Assistant District Attorney I 49,335 E20 54,119 72,158 90,198 4,784 0 4,784
500067 Appraisal Crew Chief 63,531 E19 51,793 69,057 86,321 0 4,737 4,737
504592 Mag. District Court Clerk Sup. 22,932 N14 27,639 36,851 46,064 4,707 0 4,707
502640 Caseworker 36,139 N17 31,210 41,613 52,016 0 4,692 4,692
500194 AP‐Payroll Assistant Supervisor 32,214 E09 33,379 44,506 55,632 1,165 3,512 4,677
500603 Computer Technician 32,507 N18 32,500 43,333 54,166 0 4,640 4,640
500057 Appraiser 37,002 N17 31,210 41,613 52,016 0 4,611 4,611
504357 Deputy Coroner / Lab Technician 45,209 N23 39,795 53,060 63,693 0 4,487 4,487
503494 Magisterial District Court Clerk 10,951 N09 22,572 30,095 37,619 335 4,097 0 4,431
502436 Caseworker 37,203 N17 31,210 41,613 52,016 0 4,409 4,409
501042 Chief Deputy Prothonotary 53,522 E15 43,447 57,929 72,411 0 4,407 4,407
504186 Human Resource Program Coordinator 40,062 N19 33,843 45,124 56,405 0 4,339 4,339
502409 Caseworker 31,714 N17 31,210 41,613 52,016 0 4,242 4,242
502429 Caseworker 31,714 N17 31,210 41,613 52,016 0 4,242 4,242
502761 Caseworker 31,714 N17 31,210 41,613 52,016 0 4,242 4,242
500186 Account Clerk 22,889 N10 23,505 31,339 39,174 615 3,621 4,237
501241 Administrative Sergeant ‐ Prison 40,886 N20 36,207 48,276 60,345 0 4,223 4,223
500713 Court Reporter 44,397 E11 36,445 48,594 60,742 0 4,196 4,196
500189 Account Clerk 27,160 N10 23,505 31,339 39,174 0 4,179 4,179
503046 Casework Supervisor 53,758 E15 43,447 57,929 72,411 0 4,171 4,171
503756 Caseworker 34,413 N17 31,210 41,613 52,016 0 4,114 4,114
500021 Warehouse Supervisor/Assistant Buyer 34,319 N16 29,971 39,961 49,951 0 4,030 4,030
500622 Administrative Secretary, Senior 25,964 N16 29,971 39,961 49,951 4,007 0 4,007
504333 Maintenance Worker II 28,653 N15 29,570 39,426 49,283 916 3,078 3,994
502417 Secretary 21,143 N09 22,572 30,095 37,619 1,429 2,558 3,987
502481 Caseworker 32,507 N17 31,210 41,613 52,016 0 3,903 3,903
502493 Caseworker 32,507 N17 31,210 41,613 52,016 0 3,903 3,903
2
PROPOSED
503529 Caseworker 27,398 N17 31,210 41,613 52,016 3,812 0 3,812
503564 Caseworker 27,398 N17 31,210 41,613 52,016 3,812 0 3,812
504070 Caseworker 27,398 N17 31,210 41,613 52,016 3,812 0 3,812
504586 Chf Caseworker 37,830 E14 41,579 55,439 69,299 3,749 0 3,749
502349 Account Clerk 22,386 N10 23,505 31,339 39,174 1,119 2,558 3,677
500027 Director of Human Resources 80,000 E25 69,259 92,345 115,431 0 3,527 3,527
500711 Court Reporter 45,067 E11 36,445 48,594 60,742 0 3,527 3,527
501063 Magisterial District Court Clerk Supervisor 24,151 N14 27,639 36,851 46,064 3,487 0 3,487
504133 Court Reporter 33,019 E11 36,445 48,594 60,742 3,426 0 3,426
501040 Deputy Prothonotary 32,077 N16 29,971 39,961 49,951 0 3,379 3,379
502156 Casework Supervisor 54,573 E15 43,447 57,929 72,411 0 3,356 3,356
502980 Nurse RN 33,095 E16 45,398 60,531 75,663 0 3,313 3,313
500902 Secretary 21,671 N09 22,572 30,095 37,619 900 2,407 3,307
500172 Account Clerk 25,617 N10 23,505 31,339 39,174 0 3,270 3,270
502867 Case Aide Senior 19,336 N12 25,488 33,984 42,480 0 3,181 3,181
502591 Caseworker 34,329 N17 31,210 41,613 52,016 0 3,122 3,122
502644 Caseworker 36,228 N17 31,210 41,613 52,016 0 3,077 3,077
502811 Caseworker 36,228 N17 31,210 41,613 52,016 0 3,077 3,077
500520 911 Systems Administrator 37,631 N20 36,207 48,276 60,345 0 3,041 3,041
500571 Planner, Senior 45,483 E12 38,082 50,776 63,470 0 3,025 3,025
504190 Judicial Secretary 26,958 N16 29,971 39,961 49,951 3,013 0 3,013
503461 Staff Attorney 59,211 E16 46,642 62,189 77,736 0 2,978 2,978
504307 Radiological Trainer/Planner 32,507 N15 29,570 39,426 49,283 0 2,965 2,965
500289 Assistant Grounds Superintendent 41,459 N20 36,207 48,276 60,345 0 2,922 2,922
502479 Caseworker 31,714 N17 31,210 41,613 52,016 0 2,828 2,828
503691 Caseworker 31,714 N17 31,210 41,613 52,016 0 2,828 2,828
502490 Caseworker 31,714 N17 31,210 41,613 52,016 0 2,828 2,828
503487 Caseworker 31,714 N17 31,210 41,613 52,016 0 2,828 2,828
502322 Caseworker 31,714 N17 31,210 41,613 52,016 0 2,828 2,828
502372 Caseworker 31,714 N17 31,210 41,613 52,016 0 2,828 2,828
500500 Telecommunicator II 33,904 N14 28,396 37,861 47,326 0 2,826 2,826
504060 Farmland Preserve Specialist 39,299 E08 31,945 42,593 53,241 0 2,823 2,823
502581 Secretary, Senior 21,665 N11 24,476 32,635 40,794 2,812 0 2,812
504418 Program Coordinator ‐ YIC 43,427 E11 37,444 49,925 62,406 0 2,785 2,785
500105 Voting Machine Custodian 12,210 N13 27,269 36,358 45,448 1,425 1,260 2,684
500797 Staff Attorney 58,515 E16 46,642 62,189 77,736 0 2,624 2,624
502427 Caseworker 32,507 N17 31,210 41,613 52,016 0 2,602 2,602
504492 Caseworker 32,507 N17 31,210 41,613 52,016 0 2,602 2,602
500041 Executive Secretary 27,385 N16 29,971 39,961 49,951 2,586 0 2,586
503333 Judicial Secretary 27,404 N16 29,971 39,961 49,951 2,567 0 2,567
500813 Secretary 20,027 N09 22,572 30,095 37,619 2,545 0 2,545
501070 Magisterial District Court Clerk 20,027 N09 22,572 30,095 37,619 2,545 0 2,545
503133 Program Planner / Evaluator 35,568 E12 38,082 50,776 63,470 2,514 0 2,514
502496 Caseworker 28,702 N17 31,210 41,613 52,016 2,508 0 2,508
500264 Maintenance Worker I 23,687 N12 26,186 34,915 43,644 2,500 0 2,500
502498 Caseworker‐Senior 34,236 N21 36,699 48,931 61,164 2,463 0 2,463
504162 Caseworker, Senior 34,262 N21 36,699 48,931 61,164 2,437 0 2,437
3
PROPOSED
504056 Caseworker 39,203 N17 31,210 41,613 52,016 0 2,410 2,410
502860 Clerical Specialist II 21,138 N10 23,505 31,339 39,174 2,367 0 2,367
504306 Human Resources Analyst 42,758 N19 33,843 45,124 56,405 0 2,365 2,365
500060 Appraiser 36,370 N17 31,210 41,613 52,016 0 2,247 2,247
504017 Technical Support Specialist II 39,299 N20 35,241 46,989 58,736 0 2,197 2,197
503963 Park Ranger Certified 29,887 N17 32,065 42,753 53,441 2,178 0 2,178
502787 Lieutenant Deputy Sheriff 51,893 E14 42,719 56,958 71,198 0 2,171 2,171
503313 Maintenance Technician/Communications 33,530 N16 30,792 41,056 51,320 0 2,150 2,150
500471 Telecommunicator III 31,957 N15 29,570 39,426 49,283 0 2,134 2,134
501224 Reentry Coordinator Legal Records 35,307 N17 32,065 42,753 53,441 0 2,128 2,128
502456 Fiscal Officer II 48,236 E13 39,792 53,056 66,321 0 2,066 2,066
501228 Human Resources Coordinator / Administrati 37,467 N16 30,792 41,056 51,320 0 2,051 2,051
503307 Telecommunicator II 26,354 N14 28,396 37,861 47,326 2,042 0 2,042
502447 Secretary 20,534 N09 22,572 30,095 37,619 2,038 0 2,038
503408 Mag. District Court Clerk 20,534 N09 22,572 30,095 37,619 2,038 0 2,038
503554 Secretary 20,534 N09 22,572 30,095 37,619 2,038 0 2,038
503525 Trails Coordinator/Arborist 31,615 N13 27,269 36,358 45,448 0 2,033 2,033
503801 Account Clerk 11,274 N10 23,505 31,339 39,174 479 1,530 2,008
504481 Program Planner / Evaluator I 43,801 E12 38,082 50,776 63,470 0 1,993 1,993
504264 Administrative Secretary, Senior 28,846 N16 30,792 41,056 51,320 1,946 0 1,946
503585 Administrative Coordinator ‐ EMA 30,119 N17 32,065 42,753 53,441 1,945 0 1,945
502446 Account Clerk 26,872 N10 23,505 31,339 39,174 0 1,915 1,915
500091 Director, Veterans Affairs 47,454 E12 38,082 50,776 63,470 0 1,898 1,898
503634 Training Coordinator 45,883 N21 37,704 50,272 62,840 0 1,881 1,881
503964 Maintenance Worker II 27,695 N15 29,570 39,426 49,283 1,875 0 1,875
502310 Health/Activity Coordinator 29,639 N12 25,488 33,984 42,480 0 1,862 1,862
504488 Clerical Specialist I 10,681 N09 23,190 30,920 38,650 914 944 1,858
501219 File Clerk / Receptionist 23,116 N05 19,721 26,295 32,869 0 1,817 1,817
500535 Telecommunicator Specialist 39,582 N17 32,065 42,753 53,441 0 1,812 1,812
502437 Caseworker 19,011 N17 31,210 41,613 52,016 0 1,795 1,795
500483 Assistant Communication Supervisor 43,361 N19 34,770 46,360 57,950 0 1,714 1,714
500287 Chief Park Ranger 48,782 E13 40,883 54,510 68,138 0 1,637 1,637
500158 Building Maintenance Mechanic 36,607 N15 29,570 39,426 49,283 0 1,611 1,611
502435 Caseworker, Senior 35,118 N21 36,699 48,931 61,164 1,581 0 1,581
503227 Fiscal Operations Supervisor 35,402 E07 30,572 40,762 50,953 0 1,532 1,532
502450 Secretary 21,047 N09 22,572 30,095 37,619 1,525 0 1,525
502911 Secretary 21,047 N09 22,572 30,095 37,619 1,525 0 1,525
500210 Accountant ‐ Junior 28,702 N12 25,488 33,984 42,480 0 1,509 1,509
503865 Intake Support Specialist 33,104 N15 28,781 38,375 47,968 0 1,506 1,506
504059 Mail Processor 24,024 N06 19,989 26,652 33,315 0 1,502 1,502
504414 Prison Supply II 19,473 N14 28,396 37,861 47,326 288 1,200 1,488
500277 Secretary 10,951 N09 23,190 30,920 38,650 644 828 1,472
500606 Application Developer I 33,423 E10 34,879 46,505 58,131 1,456 0 1,456
500299 Park Ranger ‐ Certified 30,690 N17 32,065 42,753 53,441 1,375 0 1,375
502660 Caseworker 39,299 N17 31,210 41,613 52,016 0 1,322 1,322
504286 Account Clerk 22,206 N10 23,505 31,339 39,174 1,298 0 1,298
4
PROPOSED
500789 Hearing Officer Secretary 22,206 N10 23,505 31,339 39,174 1,298 0 1,298
500184 Account Clerk 22,206 N10 23,505 31,339 39,174 1,298 0 1,298
503833 Account Clerk 22,206 N10 23,505 31,339 39,174 1,298 0 1,298
501005 Assistant District Attorney Unit Manager 70,865 E21 56,549 75,398 94,248 0 1,295 1,295
503325 Court Reporter 47,302 E11 36,445 48,594 60,742 0 1,292 1,292
502500 Director, BH/DS Case Mgmt 53,190 E14 41,579 55,439 69,299 0 1,285 1,285
504506 Senior Buyer 35,452 N21 36,699 48,931 61,164 1,247 0 1,247
500568 Planner, Senior 49,113 E12 38,082 50,776 63,470 0 1,188 1,188
504039 Caseworker 30,030 N17 31,210 41,613 52,016 1,180 0 1,180
502316 Caseworker 30,030 N17 31,210 41,613 52,016 1,180 0 1,180
501490 Youth Care Worker Supervisor 43,352 N18 33,390 44,520 55,650 0 1,168 1,168
503470 Deputy Clerk of Courts 28,836 N16 29,971 39,961 49,951 1,135 0 1,135
503516 Restitution Advocate 36,396 N15 28,781 38,375 47,968 0 1,131 1,131
501227 Account Clerk, Senior I 25,065 N12 26,186 34,915 43,644 1,121 0 1,121
502423 Caseworker 40,519 N17 31,210 41,613 52,016 0 1,093 1,093
500635 Clerical Specialist III 23,385 N11 24,476 32,635 40,794 1,091 0 1,091
504415 Prison Supply II 18,448 N14 28,396 37,861 47,326 1,021 0 1,021
502685 Clerical Specialist I 15,783 N09 23,190 30,920 38,650 321 690 1,011
503682 Youth Care Worker 20,399 N15 29,570 39,426 49,283 214 796 1,010
502408 Caseworker 40,211 N17 31,210 41,613 52,016 0 1,001 1,001
500976 Assistant District Attorney I 68,660 E20 54,119 72,158 90,198 0 999 999
502772 GIS Analyst II 34,262 N20 35,241 46,989 58,736 980 0 980
503825 Assistant Buyer 29,000 N16 29,971 39,961 49,951 971 0 971
503527 Clerical Specialist III 23,505 N11 24,476 32,635 40,794 971 0 971
500481 Telecommunicator III 34,476 N14 28,396 37,861 47,326 0 967 967
500303 Park Ranger 41,151 N17 32,065 42,753 53,441 0 915 915
502582 Telecommunicator I 26,354 N13 27,269 36,358 45,448 915 0 915
500533 9‐1‐1 Telecommunicator I 26,354 N13 27,269 36,358 45,448 915 0 915
503606 Youth Care Worker 38,147 N15 29,570 39,426 49,283 0 913 913
503915 Clerical Specialist II 21,665 N09 22,572 30,095 37,619 907 0 907
502647 Caseworker 27,926 N17 31,210 41,613 52,016 0 859 859
500171 Account Clerk 14,820 N10 23,505 31,339 39,174 0 850 850
500213 Clerical Specialist I 21,724 N09 22,572 30,095 37,619 847 0 847
500491 Telecommunicator Specialist 41,297 N17 32,065 42,753 53,441 0 832 832
503260 Magisterial District Court Clerk 19,904 N09 22,572 30,095 37,619 0 831 831
500482 Telecommunicator Specialist 41,599 N17 32,065 42,753 53,441 0 824 824
501097 Custodian 11,170 N05 19,195 25,594 31,992 0 814 814
503895 Clerical Specialist II 30,534 N10 23,505 31,339 39,174 0 806 806
503236 Maintenance Assistant 15,332 N08 22,270 29,693 37,116 184 609 793
500185 Assistant Deputy Treasurer 44,232 N20 35,241 46,989 58,736 0 788 788
503622 Youth Care Worker Supervisor 41,816 N18 33,390 44,520 55,650 0 773 773
500556 Administrative Secretary 31,560 N11 24,476 32,635 40,794 0 768 768
500517 Maintenance Painter 14,258 N13 27,269 36,358 45,448 0 764 764
500182 Account Clerk 22,755 N10 23,505 31,339 39,174 750 0 750
503121 Account Clerk, Senior I 13,601 N12 25,488 33,984 42,480 0 719 719
504480 Fiscal Technician 32,886 N13 26,541 35,388 44,236 0 715 715
502818 Youth Care Worker Supervisor 43,806 N18 33,390 44,520 55,650 0 714 714
502469 Program Planner / Evaluator I 37,377 E12 38,082 50,776 63,470 705 0 705
502476 Assistant Chief Caseworker 37,377 E12 38,082 50,776 63,470 705 0 705
504182 Director, Public Safety Training Center 76,834 E21 58,098 77,464 96,830 0 630 630
502432 Assistant Chief Caseworker 50,157 E12 38,082 50,776 63,470 0 619 619
503770 Mag. District Court Clerk PT 14,953 N09 22,572 30,095 37,619 605 0 605
502699 Clerical Specialist III 32,937 N11 25,147 33,529 41,911 0 592 592
504494 Payroll / Account Clerk 25,964 N13 26,541 35,388 44,236 578 0 578
504564 Account Clerk Senior I PT 17,035 N12 25,488 33,984 42,480 576 0 576
502470 Program Planner / Evaluator I 49,432 E12 38,082 50,776 63,470 0 576 576
503889 Maintenance Painter 14,258 N13 27,269 36,358 45,448 0 573 573
500984 Assistant District Attorney I 70,204 E20 54,119 72,158 90,198 0 558 558
500476 Telecommunicator II 20,952 N14 28,396 37,861 47,326 0 521 521
503098 Administrative Secretary I 23,985 N11 24,476 32,635 40,794 491 0 491
504153 Account Clerk 23,687 N10 24,149 32,198 40,248 462 0 462
504542 Caseworker 30,791 N17 31,210 41,613 52,016 419 0 419
503732 Caseworker 30,791 N17 31,210 41,613 52,016 419 0 419
503488 Caseworker 30,791 N17 31,210 41,613 52,016 419 0 419
501245 Caseworker 30,791 N17 31,210 41,613 52,016 419 0 419
502319 Caseworker 30,791 N17 31,210 41,613 52,016 419 0 419
502338 Caseworker 30,791 N17 31,210 41,613 52,016 419 0 419
502343 Senior Center Manager 18,943 N12 25,488 33,984 42,480 0 405 405
504152 Account Clerk 23,744 N10 24,149 32,198 40,248 404 0 404
500195 Accountant 44,109 E09 33,379 44,506 55,632 0 397 397
500206 Accountant/Auditor Senior 43,050 E15 43,447 57,929 72,411 397 0 397
503909 Sanitary Worker 12,758 N05 19,721 26,295 32,869 0 389 389
503678 Voting Machine Team Leader 13,842 N14 28,396 37,861 47,326 355 0 355
500187 Account Clerk 23,150 N10 23,505 31,339 39,174 354 0 354
503052 Mag. District Court Clerk PT 15,332 N09 22,572 30,095 37,619 335 0 335
503668 Supervisor ‐ Prison Legal Records 54,073 E13 40,883 54,510 68,138 0 250 250
5
PROPOSED
500541 9‐1‐1 Telecommunicator I 27,019 N13 27,269 36,358 45,448 249 0 249
504416 File Clerk 13,963 N04 18,938 25,251 31,564 0 235 235
500626 Computer Technician PT 32,032 N18 32,500 43,333 54,166 234 0 234
504598 Naturalist PT 13,177 N13 27,269 36,358 45,448 229 0 229
502701 Naturalist PT 13,177 N13 27,269 36,358 45,448 229 0 229
501458 Youth Care Worker PT 20,399 N15 29,570 39,426 49,283 214 0 214
503122 Account Clerk, Senior I 17,545 N12 25,488 33,984 42,480 212 0 212
502433 Caseworker 31,016 N17 31,210 41,613 52,016 194 0 194
502954 Naturalist 13,905 N13 27,269 36,358 45,448 0 171 171
500297 Naturalist 13,905 N13 27,269 36,358 45,448 0 114 114
503855 Intake Support Specialist 38,307 N15 28,781 38,375 47,968 0 48 48
500758 Clerical Supervisor III 37,273 E05 28,000 37,333 46,666 0 43 43
502733 GIS Analyst II 35,204 N20 35,241 46,989 58,736 38 0 38
503835 Caseworker, Senior 48,908 N21 36,699 48,931 61,164 0 23 23
503278 Chief Caseworker 41,574 E14 41,579 55,439 69,299 5 0 5
502842 Caseworker 24,272 N17 31,210 41,613 52,016 0 2 2
6
APPENDIX K:
IMPLEMENTATION SUMMARY REPORT
Division Name Current Reviewed Salaries Salaries w/adjustments Total Adj
Ag Preserve 286,855 289,679 2,823

Adult Probation 1,087,463 1,110,420 22,958
Clerk of Courts 132,310 133,445 1,135
Commisioners 305,837 308,423 2,586
Communcations (LCWC) 4,377,904 4,495,824 117,921
Controller 974,727 1,004,883 30,156
Coroner 286,969 296,817 9,848
Court Administration 519,746 534,761 15,015
Court Reporters 815,626 881,921 66,294
District Attorney 2,904,405 3,034,913 130,508
Emergency Management 392,939 406,952 14,012
Facilites 1,221,893 1,257,806 35,913
Human Resources 436,073 451,322 15,249
Information Tech & Budget Svs 2,486,369 2,624,487 138,118
Judicial Operations 1,008,392 1,064,108 55,715
Juvenile Prob 424,959 443,503 18,544
Law Library 103,873 104,402 529
MDJ 2,418,216 2,623,242 205,026
Parks 697,927 719,591 21,664
Planning 1,360,295 1,384,249 23,954
Prison 2,354,441 2,416,792 62,351
Property Assessment 861,663 888,574 26,911
Prothonotary 127,420 135,206 7,786
Public Defender 1,727,654 1,787,329 59,674
Public Safety Training Center 234,981 236,000 1,019
Purchasing 398,587 450,134 51,547
Recorder of Deeds 221,786 238,806 17,020
Register of Wills 38,950 57,003 18,053
Sheriff 178,704 180,875 2,171
Treasurer 435,555 452,474 16,918
Veterans 124,322 128,439 4,117
Voter Reg 402,138 425,018 22,880
General Fund 1,218,416
BHDS 6,916,943 7,306,357 389,414
Children & Youth 1,575,022 1,626,158 51,136
Domestic Relations 1,617,413 1,715,849 98,436
Drug & Alcohol 438,629 445,628 6,998
Office of Aging 3,024,121 3,157,266 133,145
Youth Intervention 3,180,786 3,249,785 68,999
Other Funds 748,128
All Funds 1,966,544 1,966,544

APPENDIX L:
IMPLEMENTATION STRATEGY REPORT

Updated Schedule Salary Study
To Min 424,628 2018 * 426,901
7+ to mid 485,233 2018 *

2yr to 6 yr 1,056,682 **
Total Catch Up 1,541,916 1,388,186
Total Adjustments 1,966,544 1,815,087
2018 * Cost will be prorated to June 25, 2018 to Dec 31 , 2018

** Cost can be spread across multiple years
APPENDIX M:
PERFORMANCE MANAGEMENT SURVEY
SUMMARY

Lancaster County
Performance Management Survey
Summary of Responses
April, 2017
M-1
1/3/2017
Table of Contents
 Executive Summary p. 3
 Summary of Responses p. 5
 Supervisor Comments p. 10
M-2
2
Executive Summary
General Summary of Multiple Choice Responses
Listed below is a summary of responses provided by Lancaster County supervisors to the recent Performance
Management Survey conducted by provided MGT Group and Pay and People Consulting:
• While the performance evaluation process itself is not time-consuming, supervisors do not believe that either
the current evaluation process, forms or factors accurately measure an employee’s performance. (23%
indicate that they are Helpful/Very Helpful)
• By far, the strongest viewpoint relates to the link between pay and performance. Supervisors believe that
there is insufficient budget to reward high performance. That, combined with a “quota/budgetary/
cap/rationing” system for “meets” or “exceeds” performance is a disincentive and promotes mediocrity. (18%
indicate a link between pay and performance)
• Generally, most managers/supervisors feel that they have enough training to hold a productive performance
discussion with their employees. (78% indicate yes)
• Supervisors are supportive of including goals and competencies in addition to essential functions in the
performance evaluation. (74%-84% indicate yes)
• Individual comments are included on the following page. There is a definite consistency relative to the lack
of the link between performance and pay; however, there is a wide variation in some other points.
M-3
3
Executive Summary
General Summary of Individual Comments
• The current system is too broad, not objective enough and doesn’t measure the right things.
• One page review is insulting to employees.
• The current tool is too vague – need measureable goals.
• The current form is concise.
• Current system is working satisfactorily.
• The current system as a checklist is useful for beginning a conversation with an employee.
• Forced distribution is hard to explain to employees.
• Differentiation in pay for each performance level is not sufficient to motivate better performance.
• The salary board can arbitrarily change the increase provided to the employee.
• The PeopleSoft system is user-friendly but doesn’t allow for adding strengths and weaknesses.
• Evaluations don’t have to be done on time so it takes away from the importance.
• The County doesn’t recognize the performance assessment that I conduct.
• Having to determine whether an employee rises to an EE rating at the beginning of the year doesn’t work.
• Supervisors sometimes have a lower rate of pay and annual pay than their subordinates.
• There is insufficient training for new managers.
• Don’t overcomplicate the process; simply allow managers to measure and reward performance
• PeopleSoft doesn’t allow employees to evaluate themselves.
M-4
4
Grand More than
1-5 6-10 11-20 Over 20 Total 5
For how many employees do you conduct performance

evaluations? 37 27 4 9 78 51%
Not Somewhat Very Grand Helpful &

helpful helpful Helpful helpful Total above
How helpful is the current performance appraisal process to
you in evaluating and improving your employees'
performance? 16 43 17 1 78 23%
M-5
How helpful is the performance evaluation form itself in

facilitating a comprehensive performance evaluation and a
productive conversation about performance? 19 40 17 1 78 23%

How helpful are the current performance measurement factors

in accurately measuring your employees' performance? 22 37 16 2 78 23%
M-6
Somewhat Very Grand Difficult &
- Not difficult Difficult difficult difficult Total above
In relation to the current performance evaluation system,
how difficult is it for you to differentiate performance
among your employees? 1 31 1 32 13 78 59%
No Yes Grand Total Yes
Is the weighting of individual essential job functions/tasks and

pre-set goals important to you to evaluate your employees'
performance? 20 56 76 74%
7
M-7
Is the weighting of knowledge/skills and abilities (competencies)

important to you for evaluating your employees performance? 12 63 75 84%
Does the current performance management system help you

link pay to performance for your employees? 61 13 74 18%

Do you feel that you have enough training as a manager to hold a
productive discussion with your employees about their
performance? 15 61 78 78%
M-8
Which of the following would help you in evaluating and improving your employees’ performance?
Legend
Blue - Achievement of Essential

Functions
Orange - Achievement of Pre-set

Goals
Gray - Knowledge, Skills, Abilities
Yellow - Employee Development

Plan
Dark Blue - Employee Comments
Green - Manager Comments
M-9
Supervisor Comments
10
M-10
General Comments: Please provide any additional
comments related to what is and what is not working with
What is not working? Other Comments:
the current performance evaluation system.
What is working?
There is very little to distinguish an employee who is just doing their job
The categories for which employees are evaluated on are in need of updating. and one that is doing their job with a passion for excellence and customer
The format has been consistant. There is very little to distinguish an employee who is just doing their job and service. The limits on merit increases above ME, make it hard to reward a
one that is doing their job with a passion for excellence. staff who has worked very hard to accomplish particular goals in a
particular year with a financial reward.
The system is archaic and even if someone is rated highly there is no

nothing corresponding raise rewards because Judges are not viewed as individual
department heads even though this survey does.
The current process is fine but it would be nice to have a

better tool to evaluate how the employee is doing at their It would be helpful if there was more flexibility to reward employees that are
current functions and to outline goals and if those goals doing exceptional work.
were completed.
Performance incentives tied to raises. There are no more raises. Employees
are already underpaid, and now uninspired to strive for pay raises through
good work.
I believe for the most part it is working, as if there are any issues that need
to be addressed, there are enough performance "categories" that can
lead to a good discussion.
Determining job function percentages.

Inability to reward good performance financially
Having to determine at the beginning of the year whether or not an employee
rises to an EE rating
One page review is insulting to employees.
Only allowing a certain number of above average reviews per department

based upon the number of employees in that department.
11 M-11
General Comments: Please provide any additional
comments related to what is and what is not working with
the current performance evaluation system.
What is working?
Under the current County Quota system only roughly 20% of employees
can receive above a Meets Expectations rating. Many times the rationing
Current evaluation process acknowledges good The current quota system needs to be revisited so good employees can
system in place is used to retain underpaid employees that are necessary
performance and documents it to some extent. be rewarded and retained.
to keep the department operational. Other employees that are easier to
replace are then looked over.
Quotas of Exceeds Expectations make it hard to ever get someone else

an EE rating once the quota is met.
It appears meaningless to try to motivate better performance if there really
Appraisals do get completed and merit pay is obtained.
isn't any possibility of a better merit increase
Salary caps demotivate performance toward goals because there is merit
tied to exceptional performance
Having to worry about Broadband, in addition to the County grades , is

confusing to staff. They don't understand that for tenured staff, a grade 14
and grade 15, with the same broadband really doesn't have much impact.
Since we are limited to the number of GEEs and EEs we can give out, it's Most impact is when you are new to a position. We also need a single
hard in the existing system to fairly assess staff, against each other (if that method of classifying positions, that can be easily explained to staff. Also,
makes sense) when giving them out for a budget year. For instance, while a better method of answering staff's question of, how can I get an EE or
The online process of completing the reviews helps. Since they might have done an exceptional job in their position, when compared GEE ? The reality is they are judged not only on their performance, but
we use online time reporting here in IT, it makes it a little to the value of the other departmental exceptional performances, having a also against the rest of the employees, in the department's performance,
easier to tie job performance and accomplishments to the method to determine the most deserving can be hard in the existing when the decision is made for who is most deserving. That's not an easy
review process. I also think we at least streamlined the system. You have to work outside the system to make sure that the thing to explain to people. I've heard many staff say, it's not their turn this
paperwork, which has helped. reviews done later in the year, have the same access to the higher review year.
ratings as those in the first half of the year. It can make things a little too Maybe an easier online tool, that could provide an method for managers
subjective since you have to plan out the year, before some review periods to give staff feedback, that could be included as part of their review. So if in
are even up. April someone does something great, and you send them a quick mention
of it, it'll be included into the review in December. Or a warning for being
Tardy, etc. Some mechanism that would pull them all together for the
review.
12
M-12
General Comments: Please provide any
additional comments related to what is and what
is not working with the current performance What is not working? Other Comments:
evaluation system.
What is working?
The pay increases, for a meets or exceeds annual performance, are very small, and do not
reach a point where the really good employees, or exceptional employees, gain a monetary
reward for busting their tails every day at work. So the current system rewards average
performance. Because no matter how good you are, the increases are average or below
average.
In the private sector, those people who perform really well get some large bonus, raises,
trips, etc. For our system, you might get an extra $600 per year for an exceptional
evaluation.
AOPC Training classes making MDJ Clerks

Antiquated MDJ Offices not using AOPC training to make their workplace more Clerks in the County work very hard and have different circumstances than the Courthouse
work more efficient and therefore more
current and improving morale. personell.
rewarding.
The grading system is difficult to assess the individual employee. There is a cap
on how many employees county wide who can receive an excellent review and
maximum annual raise. It promotes supervisors potentially picking favorites who
will receive the raise and proper review. This also promotes alternating who gets
an excellent review and who gets an average review. Some reviews that would
otherwise be excellent are intentionally lowered to meet this county policy.
The current system is ok in regards to assigning Furthermore the county of Lancaster asks in the beginning of the budget year for
a percentage of time that the employee spends who and how many staff members will be given an excellent raise. This is the
doing each job function. case even if the employees evaluation is months away. This again is because
there are a limited amount of staff members who can get an excellent review.
There also is a clause that the review that is submitted to the salary board can be
changed arbitrarily by the board to reflect a lower percentage of a raise to the
employee. My opinion is that if the supervisors and department heads of the
county of Lancaster are tasked with the job of evaluating an employee the raise
should reflect the supervisors evaluation without question or alteration.
Doesn't provide ability for supervisor to provide justification for rating. Does not
reward employee for high rating in a category . If they get a low ME or a high ME
same rate increase.
13
M-13
General Comments: Please provide any additional comments
related to what is and what is not working with the current
performance evaluation system.
What is working?
Pay compensation is not comparable to subordinate contractual increases, leading to a

The quotas that are allotted for the individual departments. The rate increase assigned to
The PeopleSoft form is working in that it is very user friendly. time that Supervisor staff will have a lower hourly and annual pay rate when compared to
the overall ratings creates animosity amongst staff. Training on properly documenting
The monthly reminders are helpful. their subordinates. Equal or comparable increases would prevent staff unionizing. This
performance evaluations is non-existent.
was done for all Prison departments as a whole.
Each person in our department has the same job and has to do this job at the same level in
order to be a court reporter. The evaluation for them is the better they do, the more work
I think the employees need to have more of the responsibility of
they get and the better the work is. These evaluations don't quite hit the points needed for
evaluating themselves.
this individualized field and I feel there needs to be more involved with getting along within
the office and communication within the office.
As mentioned in the previous answer, there are budgetary limits to reward only a certain
The evaluation process itself is not deficient, but the pay number of employees in each office, thus leaving other possibly deserving staff out in the
options available to managers on behalf of their employees are cold for that year's review. Even though the performance rating above 'meets expectation'
extremely limited. is only a quarter of one percent, and may only be $75-150 at the most, most employees
would still like to be recognized if they are doing an exceptional job.
With the current evaluation tool it is easy for the reviewer to grade an employee as "meeting
It is unfair that the external controls limit the ability to have an evaluation fully and fairly
expectations". It requires much more work to rate the employee at a higher level: "exceeds
reflect the employee's ability and commitment to the job. For example: we may only give
expectations" or "greatly exceeds expectations". This is not necessarily a bad thing; as a
It is helpful that the performance form identifies certain areas of one employee an above average rating. If two employees perform at a level that exceeds
reviewer I appreciate the opportunity to go the extra distance to rate a high functioning
job tasks and the employees' ability to complete those tasks. expectations, we are told to chose one employee and indicate the other employee as
employee.
merely "meeting expectations".
The problem is the parameters of the evaluation: an employee must follow the "handbook"
It is helpful that the form allows for narratives in which to Unlike other departments of county government, our employees must submit to a 2 step
and not deviate from the delineated standards of performance. However, in order to "exceed
develop a more complete and accurate picture of the process, first the MDJ conducts the evaluation and then Court Administration reviews the
expectations" an employee must go beyond the delineated responsibilities, to do "something
employee's performance beyond the stated responsibilities. evaluation before it is submitted to the HR department.
more", however that act is proscribed by the handbook. It is a catch-22, that stifles
Both of the above situations hurt morale and often times render the evaluation tool
independent thinking and problem solving, although those are the very skills necessary to be
meaningless. Salary increases are not aligned to performance.
good at the work we do in our offices.
The cap on the number of evaluations that may exceed a level of "Meets Expectations"
renders the current evaluation system powerless. A supervisor has to pre-determine what
level of performance an employee is going to receive (relative to all other employees) to
The current system works well overall to evaluate employee
assure that the cap is not exceeded.
performance.
The current system provides three "sub-levels" within each evaluation category (GEE, EE,
ME, etc.). This is confusing to both employees and supervisors.
14
M-14
What is working?
The linkage between the evaluation forms and process to the merit salary system has been
The difficulty is in evaluating technical functions for planners and senior planners that work
lost or at least frayed over the years. Many employees see it as a farce. Planners act as
As a checklist, the current form is useful for beginning a in a primarily advisory capacity to our planning partners. We don't manufacture widgets or
advocates for management of change (demographic change, traffic congestion) but actual
conversation with an employee. perform a certain number of clerk functions is a day. We provide technical consultation and
decision are made elsewhere. It can be difficult to evaluate effectiveness for work that takes
deliver technical documents and plans.
years to implement, particularly when implementation is in the hands of others.
Due to the unnecessary control of HR, depts. are unable to accurately evaluate their
employees and provide them with a corresponding merit increase. Depts are only permitted If supervisors/managers can not accurately evaluate their employees with the appropriate
a limited number of EE/GEE slots. As such, depts. may have more employees who fit that merit increase, then the whole merit pay system should be abandoned and salaries be
It is a concise form.
designation but supervisors/managers are not permitted go over their "quota". The determined annually by the BOC. Develop a seniority system that would award employees
evaluation system is broken due to these unnecessary and micro-managing decisions that for longevity. Current county unions receive longevity pay, why shouldn't everyone?
HR has control of.
This survey is of no use whatsoever when it comes to the issues your company needs to
Evaluations have absolutely nothing to do with pay or advancement. The system offers address in getting and keeping good employees. I would like to know who possibly could
nothing to judicial secretaries or clerks and is a total waist of time. No system can have directed you to these questions as being the least bit useful in your task. The county
effectively function when an employee must have left their position before the county allows employees are under paid and have been stripped of their useful benefits solely for the
for the posting of that posititon for a new hire. purpose of not raising taxes. Nothing we do in evaluations has anything to do with those
issues at all.
I understand the need to avoid overgrading and check salary increases but as a practical
I find the categories use of expectations [exceeds, meets] to be odd because it uses the
The system requires us to meet and discuss broader issues matter, 4 of my 5 evaluaees may exceed expectations. But I am forbidden from grading
manager's standards as a measure as opposed to a more objective standard. I think that
than the day to day functions of the job. them that way, am limited to 2 each year. This skews my evaluations and frankly benefits
may be difficult when a manager changes because the expectations may be different.
those with an anniversary date early in the year.
In my opinion most county employees appear to be underpaid. The low pay results in low
employee morale and in the inability of offices to retain their staff, as they find higher paying
jobs with better benefits, including pay raises. This appears to be the case particularly with
An evaluation system needs to be in place and this one seems
See below. the professional staff, such as Children & Youth and Office of the Aging case managers. I
to cover the most important performance factors.
have also witnessed high turnover in some of the filing offices. The inability to retain
employees directly impacts the efficiency of the Court system, and the county offices which
end up understaffed and overworked.
There are no merit raises. No matter how an employee performs, because of the Union,
they will get raises. Being based on the Union contract, there are no incentives to improve.
With regard to Deputies (there are three) I am only allowed to give two of them a GEE
rating. The problem is that all three deserve the top rating and deserve to get the bonus
money attached to that rating. There is again no incentive to continue the fine work they are
doing and creates an uncomfortable situation within the office because I must give one of
them a lower rating. Same for the staff, I am only allowed to give a certain number of
GEE's and am forced to give some people a lower rating because of some random system.
Not fair!
15 M-15
What is working?
It seems that some job functions don't fit well into the pre-set evaluation categories
The PER increases are non-consequential. There is only a .25% difference between the PER
i think the tool can be a little vague. it would be helpful if there rating. A meets expectations rating gets 2.5%, exceeds expectations is 2.75% and and a greatly
was a specific breakdown for each category. exceeds gets 3.0%. Also the quota cap placed on departments is not beneficial. Not all star
performers can be given the rating or increase that truly reflects their performance. It promotes
there also may be some consideration for variance across mediocrity.
departments. Staff do not feel their hard work, dedication is recognized by the county.
Goals, and objective development and on going monitoring. Comparable pay/increase when
Electronic entry, form to lead to narrative
goals are consistently meet and exceeded.
The entire system does not work. Whatever I do to evaluate

my employees does not count because of the way the system
I must complete an evaluation for my office staff but it does not mean anything. The county
is set up by the county. No matter what I say about my
refuses to recognize my evaluation.
employees, I have no control over what they may receive from
the county.
Every year I see my employees continuing to make our department work with "do more with
less". The expectations of the public increase and the employees do their very best to make
our department's customer service and preparedness the best it can be. Without faltering
most of my staff exceed expectation by doing more than what is in their job descriptions.
I do not like the current system under the current working conditions of doing
However, the evaluation system only allows a certain percentage to be recognized with EE and
more with less.
GEE. On several occasions, employees have told me its not the money, but they want the
accurate evaluation recognizing we would go over the set %.
With increased work loads, almost everyone exceeds expectations every year, but cannot be
recognized.
Far too few categories which results in employees receiving step raises that they may not
necessarily deserve. This is also true for outstanding employees being capped at lower
percentage increases because everyone must follow the same performance indicators.
There is a systematic evaluation in place with basic level
There are too many low-wage positions at the county which increase the county's need to hire
performance indicators.
more staff than is necessary. Positions need to be realigned, combined, and reclassified so the
county can offer higher wage positions (with broader responsibilities) in order to reduce the
number of people the county employees and retain quality over quantity. More employees equal
higher health care and pension costs.
16 M-16
What is working?
If used correctly, the current performance evaluation system is The current merit reward for exceptional performance is insufficient to provide enough incentive
effective. for employees to go above and beyond in the workplace.
The existing pay system is flawed. It promotes mediocrity.
? Employees do not have a legitimate opportunity to get more than the basic raise. Prefer a better more user-friendly eval form.
It does not really matter how good you are at your job, you do not really get the
raise you should get
No ability to reward employees who go over and above, therefore why bother going over and
above
I feel the current evaluation form is fairly broad (I recognize it needs to be, to an extent) and I I feel like there is very little external incentives for employees to strive for a
wind up using additional performance metrics that I track on my own (unit productivity, higher level of performance. Current pay is low and even an exceptional
The evaluation form is brief, which is a positive with how limited
timeliness with forms, etc). I feel that merit increases are too low and the difference between a performance review adds little financial reward. I feel that overall pay needs to
our time can be.
‘meets expectations’ and ‘exceeds expectations’ review is frankly too narrow and diminishes be higher, along with increased bonuses for exceptional performance
from the more exceptional evaluation. evaluations.
Majority of those I supervise are under union contracts (their choice) but unable
Perfformence measurement factors allow us to properly
Form in peoplesoft does not allow you to comment w/ strengths and weaknesses resulting in to provide pay incentives to increase performance for those who only do the
assess employees ability to perform their job in correlation w/
additional attachments needed in hand copy format. bare minimum to meet job requirements . Not enough incentive with current pay
job description.
structure to reward those who consistently exceed expectations.
For Question 9 it is dependent upon the individual and the Commissioners’

In ID we have a large data based component to our internal decisions on increases. There is also a limit to how many EEs and GEEs we
There appears to be a “no big deal/doesn’t matter attitude” about when the PERS are done.
evaluation that we try to link to the HR PER. This truly gives an can give across the entire County, so while we may have an employee who is
Even though the PER is linked to the employees potential raise. This takes away value of the
accurate account of the individual meeting State requirements. deserving, but the timing of their PER may preclude them from receiving an
PER. If management does not appear to care, why should the employees? For example my
The draw back is that it can be time consuming to pull and above expected performance as they are at the end of the calendar year. Also,
recent PER was completed three weeks late and there was no recognition that it was late or
assess the data. The other issue is truly linking it to the HR at times it appears other agencies freely give them away. We make going above
delayed my raise by about a month. As mentioned in the above paragraph tracking performance
PER. The Hire date being the PER review date is helpful, so and beyond almost unattainable even though the employee may be going above
based on our job requirements can be tricky to link to the HR PER form. You kind of guess
management isn’t completing PERs for every employee at the and beyond what they do. Also, linking the pay, which I know we need to do
which of the three blocks in good you should pick.
same time every year. creates undo anxiety for employees who say I just want to get my ME so I can
get a raise. Can we bring back a minimal COLA?
17
M-17
What is working?
The current system is meaningless without official measurable goals. The

manager should be able to know if an employee meets expectations or exceeds
by those goals and then they can easily explain to the employee why they were
rated that way. There also should be no allotted amount of exceeds
expectations per department. If an employee exceeds they should be
recognized for that and receive the appropriate compensation. If their review is
at the end of the year and the department has already given out the allotted Because of my length of employment I feel I have enough training as a manager
The area’s that are evaluated are fine it’s just without
number of EE’s then that employee is penalized and rated unfairly with just a to conduct performance reviews but if I was a new manager with no previous
measurable goals it makes it hard to evaluate someone.
meets expectations. The difference in compensation for meeting expectations experience I don’t feel the County offers sufficient training in this area.
and exceeding isn’t really an incentive. An extra .25% is nothing for employees
that are going above and beyond. The County has a competencies based
evaluations several years ago that was so lengthy and cumbersome that it was
a waste of time for the manager and employee. It became meaningless
because it was just pages and pages you have to review this employee and by
that time they had just tuned out.
The process is simple now. Doesn’t take a lot to get through, Don’t over complicate this with “goals” and /or “expectations”, or anything else
doesn’t normally interrupt the rest of the work day and appears The pay scale is way out of line with not only the private sector and the regional that needlessly bogs down supervision and management. Simply measure job
to be working in as much as merit reviews go. Don’t make this public sector, more importantly, it is way out of line with the expectations of the performance and give us the ability to reward performance with specific,
process any more complicated than it must be. No one has position(s). performance related, salary increases more than simply a “meets expectations”
time for much more. increase that 95 % of the work force earns by simply showing up.
Staff should be rewarded for longevity as well as the work they perform. After a
certain point (5 yrs) we should accrue yearly raises based on time rather than
performance. If there are significant issues with performance they should be
The actual write up prepared for each employee helps to define
Not sure what the current PER actually accounts for. Staff usually hit a plateau addressed and the raises can be reduced due to nature of the issue. It’s difficult
their current skills. It allows for a clear interpretation of their
after being here for so long that the only areas that need addressed are perhaps to determine goals when staff have been with a program for a significant amount
skills and how they compare to others on their shift. We have
regular problems that occur and can be corrected. Many of my staff have been of time and learned most of program functions necessary to perform the work
daily contact with our staff and address issues/problems as
with the agency for (10+ yrs) so that they generally have issues with cases that accurately. I’m not sure anybody has clear understanding of how the PER
they occur. It’s difficult to go back several months and talk
fall outside the norm, and cause problems, not the day to day, routine events. process is supposed to be completed and it’s often based on bias rather than
about issues that were already addressed.
actual work. I feel if you were to give results of someone’s work performance to
several assessors you would get varying opinions of what the actual eval would
like.
Please provide any additional comments related to what is and what is not
working with the current performance evaluation system. In reference to the
“Essential Job Functions” percentage form, I believe this form Is totally
unnecessary and it is impossible to maintain correct percentage with all the
18 Cross training that takes place thru the year.
M-18
What is working?
Our current form is brief and to the point, some breadth, but no Current appraisal format does nothing to address employees who "just get by" Union contract for employees has eliminated the pay- performance link -
depth. doing just what they have to do - barely meeting expectations subsequently the appraisals lack meaning/purpose to employees.
It would be nice to be able to attach a variety of document types to the

No requirement for annual reviews and attention paid to the
peoplesoft form. While one common document for bdhs staff is helpful,
timeliness of reviews. The process to compolete the HR
components of the department may have/not have supplemental documents
required forms are relatively simple and straightforward. The
and when they do they are not the same. The current peoplesoft document
Number of forms to complete is small, and they are easy to
doesn't provide ways to encourage growth in staff goals. No place for
complete.
employees to rate their own performance.
Evaluation tool itself Process of evaluation Merit-based pay raise would boost morale/encourage better performance
The evaluation that is submitted to HR is a standardized set of questions for all

and there is no deviation. There is no way to evaluate the employee on the
Because of the way the pay raises are done the evaluation provides 3 options
specific and essential functions of their job without us having to create a
for a pay raise None, the standard raise, standard raise and a small bonus.
The evaluation that is submitted to HR is a standardized set of separate evaluation specific to the job related duties. That creates extra work,
There is no in between. So and employee that meets expectations by the skin
questions for all and there is no deviation. but it is that tool that generates the meaningful conversation with the employee
of their teeth gets that same raise that a person that is a hairs length away from
and gives the true individualized measurement of their abilities. We then try to
exceeding expectations. Not very fair is it.
match up the standard evaluation areas to the areas in our form to try and get an
accurate reflection for HR.
Current performance evaluation system is working

satisfactorily.
It is not clear what criteria enables a staff person to move up or down in the
Knowledge of job expectations is known by supervisor and rating scale of job performance. The evaluation form does not leave room for
employee. feedback on the staff’s clinical progress, how they build relationships with
clients, etc.
I think it is unfair that getting an exceeds is so difficult to achieve. I heard that

The present performance evaluation gives me as a worker only a certain number of exceeds are allowed to be given no matter what the
some feedback but is not specific enough, I feel. performances are. The performance evaluation for number of assessments
does not consider time off for vacations or illness.
19
M-19
What is working?
Evaluation form is concise
There is such a range with the “meets expectations” that it would be nice to reward the
person that does EE type work each year with a better $ raise than the person that barely It would be helpful for the supervisors to ask the other staff what they think of the work they
The ability to give someone an exceeds when the stand out met expectations; like the old way we did it with the benchmarks. There are some are evaluating. Ask their officemate, coworkers, consumers. Ask the support staff how the
amongst their peers. excellent folks that we have that because of the scarce increases in the past years, are others are doing. Ask the supervisors how other supervisors are doing. Not only will it give
making very little compared to their coworkers. A better way to get them where they should more feedback, it will show that their opinion matters.
be financial when warranted.
The comments section of the evaluation for differentiation of
employees.
Employees only really want to know what they are doing well and what areas do they need
to improve upon. They are not concerned with the competencies listed on the evaluation
form. Management is not currently able to truly express strengths/weaknesses on the
evaluation form. We are limited in the ability to express true professional opinions regarding
I do not believe the current format truly allows for management to state an employee's performance under the present format. We need a format that allows for us to have an
strengths/weaknesses. There is no visible, tangible incentive for employees. area to state strengths and weaknesses and how the employee and can go about
improving in certain areas. Employees who have been employed with the county for any
length of time do not fully engage in the evaluation process because they know that
management is limited just to the areas listed on the current format which does not leave a
lot of room for incentive.
The appraisals are too general and not department-specific making it difficult to assess our
employees are their specific job duties. We are evaluating them on general job
performance which can be more difficult to objectively appraise at times.
Easy to complete, easily understandable for the employee.
Not specific enough for each employee
Both me and my staff like the simplicity
I would like the appraisal questions adapted to include the 4 Core Competencies for
Appraisal is one page and conveniently located in PeopleSoft. Juvenile Justice Professionals and department standards and policies. Include measurable
goals and objectives for the following year.
Offering financial compensation for EE and GEE although Quotas for EE and GEE - does not allow true rewarding of exceptional employees. Multiple Accurate appraisal and employees never get to see it as they are no longer employed
1/4% is basically nothing to most employees. columns within each category- confusing to employees. Evaluating seasonal (3mo). when completed.
Limited number of exceptional reviews and having direct correlation between pay increases
and exceptional reviews
Very easy to fill out, not too time consuming Needs more about actual job duties
20 M-20
APPENDIX N:
COMPETENCY LIBRARY

Exempt Competencies - by Competency
Ability to research data and identify meaningful trends, patterns or relationships and draw conclusions to solve a
Analytical Thinking Analysis problem or issue; ability to approach a problem by breaking it down into its component parts and considering each
part in detail and then identifying options or alternatives for action.
Pays close attention to the details of all work and strives for a high level of accuracy in work output; focuses on all
Productivity and Work Attention to Detail and
aspects of a project or an initiative; ensures the key points are communicated as appropriate and conducts follow
Standards Accuracy
up to ensure completeness, accuracy and timeliness.
Knowledge and Skills Budget Management Knowledge of budget preparation for Department; conducts reconciliations; tracks and reports variances.
Ability to inspire staff, co-workers, and others to strive for continuous improvement in self and in the effectiveness
Coaching and Motivating
Leadership of the organization; provides timely guidance and feedback to help others strengthen knowledge/skills areas
Others
needed to accomplish a task or solve a problem.
Ability to work effectively with co-workers, team or other departments; voluntarily offers assistance to new
Contact with Others Collaboration/ teamwork employees or when workload requires; respects the opinions of others in developing solutions to tasks and in
accomplishing essential duties; works to find a solution and accepts the final decision.
Communication skills - individuals or groups on an informal basis to exchange information or coordinate actions; ability to respond with a
Communication
Verbal/written favorable and professional image. Good command of the English language and thorough knowledge of grammar,
spelling and punctuation.
Organizational Climate Confidentiality Ensures confidentiality when accessing or working with information which is confidential.
Ability to understand customer or client's needs and expectations; demonstrates listening, understanding,
Contact with Others Customer Focus
patience and respect to genuinely understand and diagnose client issues and responds in a positive manner.
Productivity and Work Decision-Making/ Makes sound decisions based on analysis, experience, and judgment; develops alternatives and involves others
Standards Judgment for advice and expertise; "owns" the decision. Demonstrates common sense.
Comfortably delegates responsibilities, tasks, and decisions; appropriately trusts others to perform; provides
Leadership Delegation
support without removing responsibility.
Demonstrates the highest standard of ethical conduct and integrity in making decisions that impact the
Organizational Climate Ethical Conduct
organization, its financial position or the community in general. Honest, forthright.
Productivity and Work Responds quickly and efficiently to change and easily considers new approaches; responds positively to a
Flexibility and Adaptability
Standards changing environment.
Ability to develop formal written documents that reflect a high degree of complexity and which follow a recognized
Formal Written set of standards; includes formal business communications, contracts, legal filings, reports, RFPs etc.; organizes
Communication
Communications and formats reports to comply with applicable guidelines and regulations and provides appropriate documentation
to support conclusions.
Ability to identify issues, take the initiative, develop solutions, gain consensus and make decisions that impact the
Leadership Impact
organization.
Productivity and Work Uses creative thinking or methods in completion of essential functions; thinks outside-of-the-box while applying
Initiative and Creativity
Standards solid reasoning skills to come up a solution. Takes the initiative and takes charge of action.
Productivity and Work Actively seeks innovation and efficiency in work environment; contributes to streamlining and eliminating
Innovation and Efficiency
Standards redundancies or unnecessary actions.
Ability to relate others in a positive, supportive, and respectful manner; actively listens to others and demonstrates
understanding of different points of view.
Ability to search and review materials, information or files to identify critical and pertinent information in order to
Analytical Thinking Investigation
resolve issues or problems.
Productivity and Work Highly technologically advanced; actively seeks efficiencies through different technology or use of technology for
Leverages Technology
Standards new operations.
Ability to clarify the current situation, identify issues and concerns of appropriate parties and negotiate toward an
Contact with Others Negotiation
acceptable solution to both the customer and the organization; ability to persuade others to accept a solution.
Productivity and Work

Organization Skills Ability to work efficiently and accurately in an environment of distractions or changes.
Standards
N1-1
From a strategic organizational perspective, ability to understand a major organizational situation or issue,
Analytical Thinking Organizational Analytics deconstruct and analyze it, understand the impact on multiple levels across the organization and identify a solution
for review by County Leadership.
Organizational Understands the culture, structure, workings of the organization and multiple departments in order to resolve
Organizational Climate
Understanding problems, develop solutions and complete essential tasks.
Communication Presentation Skills information, provide instruction, explain plans and processes; interacts with internal and external clients/customers
presenting information.
Task focused. Ability to complete tasks in an efficient manner in order to meet deadlines; identifies highest priority
Productivity and Work Prioritization and Task assignments where workflow is time-sensitive; maintains high productivity and budgets correct amount of time to
Standards Completion accomplish each task; can generally work independently following specific course of action; works effectively under
pressure and with changing deadlines.
Ability to solve a problem where no precedent exists or from a set of potential solutions that require in-depth
Problem Solving and
Analytical Thinking research analysis; gathers, analyzes and interprets input from stakeholders or from guidelines to better understand
Resolution
a problem and then chooses appropriate action by considering implications and consequences.
Problems Solving/ Ability to resolve a problem and end interaction with customers with confirmed satisfaction; overcomes objections;
Contact with Others
Resolution (Customers) resolves points of concern; drives to agreement and acceptance.
Possesses knowledge and skills within area of expertise to perform responsibilities; maintains up-to-date
Professional Knowledge
Knowledge and Skills knowledge regarding developments and trends in functional area; ability to apply knowledge and skills to systems,
and Skills
policies and procedures.
Demonstrates professional work behaviors; takes responsibility for assigned work; completes tasks on schedule,
Professionalism follows up when appropriate and takes the initiative to offer suggestions and solutions to improve efficiency; is
Standards
punctual and follows County policy and procedures.
Develops an overall project plan, manages objectives and milestones, and keeps the project on track; has the
vision to anticipate potential problems and is able to collaborate with others and troubleshoot so issues are
Leadership Project Management
minimized; coordinates the resources necessary for projects and allocates work assignments to various staff
members as appropriate.
Productivity and Work Maintains a constant awareness and achievement of quality standards in achievement of goals and completion of
Quality Focus
Standards essential duties; continuously works toward quality improvement and efficiencies.
Knowledge and Skills Quantitative Skills Possesses mathematical skills; quantitative ability to prepare costing, calculations and budgets.
Ability to collect and synthesize information from a variety of stakeholders or sources in an objective manner;
documents sources and validates the accuracy of data/information; resolves inconsistencies; seeks additional
Analytical Thinking Research
resources when gaps and inconsistencies or variances in data are found, and identifies trends in data; organizes
and develops data to respond to requests for data.
Understands safety requirements for area of responsibility; maintains utmost concern for personal safety as well as
Knowledge and Skills Safety
safety of others.
Follows and believes in an ongoing approach to personal learning and development; seeks out educational
Self-
Knowledge and Skills opportunities, and alternative mechanisms which lend themselves to gaining new job related information,
Development/Learning
methodologies, and skills.
Demonstrates appropriate breadth and depth of technical expertise, including sharing and transferring skills with
Specialized Technical
Knowledge and Skills others; uses technical know-how to produce results; applies and improves extensive or in-depth specialized
Skills
knowledge, skills and judgment to accomplish a result or to serve one's customers effectively.
Has formal responsibility for selecting, managing and developing staff to achieve unit and organizational operating
goals: demonstrates business understanding and organizational acumen; builds effective internal and external
Leadership Staff Leadership
relationships; manages change; sets and carries out strategy; builds organizational capability through mentoring
and unit guidance and instilling a view of the “big picture”.
Understands how the organization is impacted by internal and external/political trends and influences; has a
Organizational Climate Strategic Focus shared long-range organization vision; committed to course of action to achieve long-range goals and influences
others to translate vision into action.
N1-2
Informally leads or work directs employees; trains and provides guidance in completing work assignments or
projects, reviewing work and ensuring that it is accurate and on time. Works within the team as a member,
Leadership Team/ Work Direction
carrying out the same roles but with the additional work leadership responsibilities. Uses experience, expertise
and influence to maintain an effective team.
Knowledge of and ability to use office technology (Microsoft Office) including word, excel and PowerPoint in
Knowledge and Skills Technology Expertise
achievement of essential duties or goals.
Strategic. Manages to broad goals spanning multiple units. Establishes a systematic course of action to ensure
Productivity and Work Time and Resource
accomplishment of complex goals; sets timetables to achieve maximum results; can work effectively with changing
Standards Management
criteria.
Focuses on achievement of broader objectives rather than tasks; prioritizes work; identifies and articulates end-
Productivity and Work Time Management,
result, intermediate objectives and specific work steps to achieve goals; may involve changing priorities and
Standards Prioritization, Goal Focus
deadlines; ensures deadlines are met.
Specific Knowledge Competencies
Specific Knowledge and Appraisal & Real Estate

Possesses knowledge of real estate valuation, appraisal and taxation.
Skills Valuation.
Possesses extensive legal knowledge relevant to County business and is able to identify and gather information
Specific Knowledge and Attorney - Legal
from legal and related sources to provide sound legal advice to constituents; expands knowledge through research
Skills Knowledge/ Execution
and professional development; understands developments and trends in areas of relevant practice.
Specific Knowledge and
Building and Repair Skills Possesses electrical, plumbing, HVAC, or carpentry skills.
Skills
Case Management Understands case management and social work and behavioral principles, practices and methodologies.
Skills
Conservation Understands principles of conservation, agriculture, land use and planning.
Skills
Specific Knowledge and Understands criminal procedures and local laws, follows proper process in carrying out responsibilities; ability to
Criminal Procedures
Skills conduct criminal investigations and implement new investigative techniques.
Specific Knowledge and Emergency Management
Understands emergency management response practices and applies in critical situations.
Skills Response
Understanding of planning strategies used to develop budget; understanding of organizational/program/contract

Specific Knowledge and budget procurement/purchasing guidelines and regulations; ability to analyze fiscal/budget reports; ability to
Financial Management
Skills provide rationale/justifications to management and budget officials regarding revenues and expenditures; ability to
adjust budgets as appropriate or as directed.
Specific Knowledge and Knowledge of judicial system, terminology and practices; understands procedures for civil and criminal trials and
Judicial System
Skills court related activities. Knowledge of statutes, rules and regulations.
Specific Knowledge and Legal Services and Understands legal processes and administrative requirements; follows legal process in completing information,
Skills Administration forms and applications.
Specific Knowledge and Medical and Emergency Possesses and maintains an extensive medical knowledge base; conveys this specialized knowledge to others in
Skills Expertise a meaningful manner.
N1-3
Exempt Competencies - by Cluster
Ability to research data and identify meaningful trends, patterns or relationships and draw conclusions to solve a
Analytical Thinking Analysis problem or issue; ability to approach a problem by breaking it down into its component parts and considering
each part in detail and then identifying options or alternatives for action.
Ability to search and review materials, information or files to identify critical and pertinent information in order to
Analytical Thinking Investigation
resolve issues or problems.
From a strategic organizational perspective, ability to understand a major organizational situation or issue,
Analytical Thinking Organizational Analytics deconstruct and analyze it, understand the impact on multiple levels across the organization and identify a
solution for review by County Leadership.
Ability to solve a problem where no precedent exists or from a set of potential solutions that require in-depth
Problem Solving and
Analytical Thinking research analysis; gathers, analyzes and interprets input from stakeholders or from guidelines to better
Resolution
understand a problem and then chooses appropriate action by considering implications and consequences.
documents sources and validates the accuracy of data/information; resolves inconsistencies; seeks additional
Analytical Thinking Research
resources when gaps and inconsistencies or variances in data are found, and identifies trends in data;
organizes and develops data to respond to requests for data.
Communication skills - individuals or groups on an informal basis to exchange information or coordinate actions; ability to respond with
Communication
Verbal/written a favorable and professional image. Good command of the English language and thorough knowledge of
grammar, spelling and punctuation.
Ability to develop formal written documents that reflect a high degree of complexity and which follow a
Formal Written recognized set of standards; includes formal business communications, contracts, legal filings, reports, RFPs
Communication
Communications etc.; organizes and formats reports to comply with applicable guidelines and regulations and provides
appropriate documentation to support conclusions.
Ability to work effectively with co-workers, team or other departments; voluntarily offers assistance to new
Contact with Others Collaboration/ teamwork employees or when workload requires; respects the opinions of others in developing solutions to tasks and in
Ability to understand customer or client's needs and expectations; demonstrates listening, understanding,
Contact with Others Customer Focus
patience and respect to genuinely understand and diagnose client issues and responds in a positive manner.
Ability to clarify the current situation, identify issues and concerns of appropriate parties and negotiate toward
Contact with Others Negotiation an acceptable solution to both the customer and the organization; ability to persuade others to accept a
solution.
Problems Solving/ Ability to resolve a problem and end interaction with confirmed satisfaction; overcomes objections; resolves
Contact with Others
Resolution points of concern; drives to agreement and acceptance.
Knowledge and Skills Budget Management Knowledge of budget preparation for Department; conducts reconciliations; tracks and reports variances.
Professional Knowledge
Knowledge and Skills knowledge regarding developments and trends in functional area; ability to apply knowledge and skills to
and Skills
systems, policies and procedures.
Knowledge and Skills Quantitative Skills Possesses mathematical skills; quantitative ability to prepare costing, calculations and budgets.
Understands safety requirements for area of responsibility; maintains utmost concern for personal safety as well
Knowledge and Skills Safety
as safety of others.
Follows and believes in an ongoing approach to personal learning and development; seeks out educational
Self-
Knowledge and Skills opportunities, and alternative mechanisms which lend themselves to gaining new job related information,
Development/Learning
methodologies, and skills.
N2-1
Demonstrates appropriate breadth and depth of technical expertise, including sharing and transferring skills with
Specialized Technical
Knowledge and Skills others; uses technical know-how to produce results; applies and improves extensive or in-depth specialized
Skills
knowledge, skills and judgment to accomplish a result or to serve one's customers effectively.
Knowledge of and ability to use office technology (Microsoft Office) including word, excel and PowerPoint in
Knowledge and Skills Technology Expertise
achievement of essential duties or goals.
Ability to inspire staff, co-workers, and others to strive for continuous improvement in self and in the
Coaching and Motivating
Leadership effectiveness of the organization; provides timely guidance and feedback to help others strengthen
Others
knowledge/skills areas needed to accomplish a task or solve a problem.
Comfortably delegates responsibilities, tasks, and decisions; appropriately trusts others to perform; provides
Leadership Delegation
support without removing responsibility.
Ability to identify issues, take the initiative, develop solutions, gain consensus and make decisions that impact
Leadership Impact
the organization.
Develops an overall project plan, manages objectives and milestones, and keeps the project on track; has the
vision to anticipate potential problems and is able to collaborate with others and troubleshoot so issues are
Leadership Project Management
minimized; coordinates the resources necessary for projects and allocates work assignments to various staff
members as appropriate.
Has formal responsibility for selecting, managing and developing staff to achieve unit and organizational
operating goals: demonstrates business understanding and organizational acumen; builds effective internal and
Leadership Staff Leadership
external relationships; manages change; sets and carries out strategy; builds organizational capability through
mentoring and unit guidance and instilling a view of the “big picture”.
projects, reviewing work and ensuring that it is accurate and on time. Works within the team as a member,
Leadership Team/ Work Direction
carrying out the same roles but with the additional work leadership responsibilities. Uses experience, expertise
and influence to maintain an effective team.
Organizational Climate Confidentiality Ensures confidentiality when accessing or working with information which is confidential.
Demonstrates the highest standard of ethical conduct and integrity in making decisions that impact the
Organizational Climate Ethical Conduct
organization, its financial position or the community in general. Honest, forthright.
Organizational Understands the culture, structure, workings of the organization and multiple departments in order to resolve
Organizational Climate
Understanding problems, develop solutions and complete essential tasks.
Understands how the organization is impacted by internal and external/political trends and influences; has a
Organizational Climate Strategic Focus shared long-range organization vision; committed to course of action to achieve long-range goals and
influences others to translate vision into action.
Pays close attention to the details of all work and strives for a high level of accuracy in work output; focuses on
Productivity and Work Attention to Detail and
all aspects of a project or an initiative; ensures the key points are communicated as appropriate and conducts
Standards Accuracy
follow up to ensure completeness, accuracy and timeliness.
Productivity and Work Decision-Making/ Makes sound decisions based on analysis, experience, and judgment; develops alternatives and involves
Standards Judgment others for advice and expertise; "owns" the decision. Demonstrates common sense.
Productivity and Work Flexibility and Responds quickly and efficiently to change and easily considers new approaches; responds positively to a
Standards Adaptability changing environment.
Productivity and Work Uses creative thinking or methods in completion of essential functions; thinks outside-of-the-box while applying
Standards solid reasoning skills to come up a solution. Takes the initiative and takes charge of action.
Productivity and Work Innovation and Actively seeks innovation and efficiency in work environment; contributes to streamlining and eliminating
Standards Efficiency redundancies or unnecessary actions.
Productivity and Work Highly technologically advanced; actively seeks efficiencies through different technology or use of technology
Leverages Technology
Standards for new operations.
N2-2

Organization Skills Ability to work efficiently and accurately in an environment of distractions or changes.
Standards
Task focused. Ability to complete tasks in an efficient manner in order to meet deadlines; identifies highest
Productivity and Work Prioritization and Task priority assignments where workflow is time-sensitive; maintains high productivity and budgets correct amount
Standards Completion of time to accomplish each task; can generally work independently following specific course of action; works
effectively under pressure and with changing deadlines.
Demonstrates professional work behaviors; takes responsibility for assigned work; completes tasks on
Professionalism schedule, follows up when appropriate and takes the initiative to offer suggestions and solutions to improve
Standards
efficiency; is punctual and follows County policy and procedures.
Productivity and Work Maintains a constant awareness and achievement of quality standards in achievement of goals and completion
Quality Focus
Standards of essential duties; continuously works toward quality improvement and efficiencies.
Strategic. Manages to broad goals spanning multiple units. Establishes a systematic course of action to ensure
Productivity and Work Time and Resource
accomplishment of complex goals; sets timetables to achieve maximum results; can work effectively with
Standards Management
changing criteria.
Time Management, Focuses on achievement of broader objectives rather than tasks; prioritizes work; identifies and articulates end-
Prioritization, Goal result, intermediate objectives and specific work steps to achieve goals; may involve changing priorities and
Standards
Focus deadlines; ensures deadlines are met.
Specific Knowledge Comptencies
Specific Knowledge and Building and Repair

Possesses electrical, plumbing, HVAC, or carpentry skills.
Skills Skills
Conservation Understands principles of conservation, agriculture, land use and planning.
Skills
Possesses extensive legal knowledge relevant to County business and is able to identify and gather information
Specific Knowledge and Attorney - Legal
from legal and related sources to provide sound legal advice to constituents; expands knowledge through
Skills Knowledge/ Execution
research and professional development; understands developments and trends in areas of relevant practice.
Understanding of planning strategies used to develop budget; understanding of organizational/program/contract

Specific Knowledge and budget procurement/purchasing guidelines and regulations; ability to analyze fiscal/budget reports; ability to
Financial Management
Skills provide rationale/justifications to management and budget officials regarding revenues and expenditures; ability
to adjust budgets as appropriate or as directed.

Case Management Understands case management and social work and behavioral principles, practices and methodologies.
Skills
Specific Knowledge and Understands criminal procedures and local laws, follows proper process in carrying out responsibilities; ability to
Criminal Procedures
Skills conduct criminal investigations and implement new investigative techniques.
Specific Knowledge and Knowledge of judicial system, terminology and practices; understands procedures for civil and criminal trials
Judicial System
Skills and court related activities. Knowledge of statutes, rules and regulations.
Specific Knowledge and Emergency

Understands emergency management response practices and applies in critical situations.
Skills Management Response
Specific Knowledge and Legal Services and Understands legal processes and administrative requirements; follows legal process in completing information,
Skills Administration forms and applications.
Specific Knowledge and Medical and Emergency Possesses and maintains an extensive medical knowledge base; conveys this specialized knowledge to others
Skills Expertise in a meaningful manner.
Specific Knowledge and Appraisal & Real Estate
Possesses knowledge of real estate valuation, appraisal and taxation.
Skills Valuation.
N2-3
Non-Exempt Competencies - Competency
Cluster Core Competency Definition
Core Competencies
Strives for a high level of quality in work output. Pays close attention to details of job and ensures
Productivity and completeness, accuracy and timeliness of work. Takes accountability for work duties. Requires minimal
1 Quality Focus
Work Standards supervision in completion of duties once trained; communicates key issues as needed. Works toward quality
improvement and efficiencies taking the initiative to offer suggestions and solutions to improve efficiency.
Knowledge and
2 Knowledge and Skills knowledge regarding developments or changes in functional area; applies knowledge and skills to systems,
Skills
Organization Works efficiently and accurately in an environment of distractions or changing requirements or deadlines.
Productivity and
3 Skills/Efficiency and Responds quickly and efficiently to change and easily considers new approaches; responds positively to a
Work Standards
Flexibility changing environment.
Works effectively with co-workers, team-members or other departments; voluntarily offers assistance to new
Contact with
4 Collaboration/ Teamwork employees or when workload requires; respects the opinions of others in developing solutions to tasks and in
Others
Communication 5 Interpersonal Skills
Productivity and Professionalism and Demonstrates professional work behaviors and demeanor; follows County policy, demonstrates ethical
6
Work Standards Ethical Conduct conduct.
Non-Core Competencies
Ability to communicate with others to deliver information either verbally or writing. Communication can be
Communication skills - with individuals or groups on an informal basis to exchange information or coordinate actions; ability to
Communication
Verbal/written respond with a favorable and professional image. Good command of the English language and thorough
knowledge of grammar, spelling and punctuation.
Organizational
Confidentiality Ensures confidentiality when accessing or working with information which is confidential.
Climate
Contact with Ability to understand customer or client's needs and expectations; demonstrates listening, understanding,
Customer Focus
Others patience and respect to genuinely understand and diagnose client issues and responds in a positive manner.
Productivity and Decision-Making/ Makes sound decisions based on experience and judgment; suggests alternatives and involves others for
Work Standards Judgment advice and expertise. Demonstrates common sense.
Is reliable, dependable and efficient in performing job-related tasks. Ability prioritize tasks; follows through on
Productivity and
Dependability/ Reliability assignments to completion ensuring that deadlines are met and demonstrating a commitment to customers
Work Standards
and colleagues. Is punctual and maintains a good attendance record.
Communication
Productivity and Uses creative thinking or methods in completion of essential functions; thinks outside-of-the-box while
Work Standards applying solid reasoning skills to come up a solution. Takes the initiative and takes charge of action.
Analytical Ability to search and review materials, information or files to identify critical and pertinent information in order
Investigation
Thinking to resolve issues or problems.
Contact with
Negotiation an acceptable solution to both the customer and the organization; ability to persuade others to accept a
Others
solution.
Knowledge and Office Equipment Knowledge of and ability to use office equipment such as scanners, fax, copy machines, calculators and
Skills Proficiency electronic filing systems.
Knowledge and Office Technology Knowledge of and ability to use office technology (Microsoft Office) including word, excel and PowerPoint in
Skills Expertise achievement of essential duties or goals.
Organizational Organizational Understands the culture, structure, workings of the organization and multiple departments in order to resolve
Climate Understanding problems, develop solutions and complete essential tasks.
N3-1
Non-Exempt Competencies - Competency
Core Competencies Ability to develop and deliver effective presentations to small or large groups, internal or external, to convey
Contact with Problems Solving/ Ability to resolve a problem and end interaction with confirmed satisfaction; overcomes objections; resolves
Others Resolution points of concern; drives to agreement and acceptance.
Demonstrates appropriate breadth and depth of technical expertise to complete job responsibilities; ability to
Productivity and Specialized Technical transfer knowledge and skills with others if needed; uses technical knowedge to produce results; applies and
Work Standards Skills improves extensive or in-depth specialized knowledge, skills and judgment to accomplish a result or to serve
one's customers effectively.
Knowledge and
Quantitative Skills Possesses mathematical skills; quantitative ability to prepare costing, calculations and budgets.
Skills
Analytical documents sources and validates the accuracy of data/information; resolves inconsistencies; seeks additional
Research
Thinking resources when there are gaps and inconsistencies; organizes and develops data to respond to requests for
data.
Team Leader/Work projects, reviewing work and ensuring that it is accurate and on time. Works within the team as a member,
Leadership
Direction carrying out the same roles but with the additional work leadership responsibilities. Uses experience,
expertise and influence to maintain an effective team.
Productivity and Highly technologically advanced; actively seeks efficiencies through different technology or use of technology
Utilizes Technology
Work Standards for new operations.

Specific
Knowledge and Budget Management Knowledge of budget preparation for Department; conducts reconciliations; tracks and reports variances.
Skills
Specific
Knowledge and Building and Repair Skills Possesses electrical, plumbing, HVAC, or carpentry skills.
Skills
Specific
Knowledge and Case Management Understands case management and social work and behavioral principles, practices and methodologies.
Skills
Specific
Knowledge and Conservation Understands principles of conservation, agriculture, land use and planning.
Skills
Specific
Understands criminal procedures and local laws, follows proper process in carrying out responsibilities; ability
Knowledge and Criminal Procedures
to conduct criminal investigations and implement new investigative techniques.
Skills
Specific
Knowledge and Understands emergency management response practices and applies in critical situations.
Response
Skills
Specific
Understands legal processes and administrative requirements; follows legal process in completing
Knowledge and Legal Processes
information, forms and applications.
Skills
Specific
Medical and Emergency Possesses and maintains an extensive medical knowledge base; conveys this specialized knowledge to
Knowledge and
Expertise others in a meaningful manner.
Skills
Specific
Understands safety requirements for area of responsibility; maintains utmost concern for personal safety as
Knowledge and Safety
well as safety of others.
Skills
Specific Ability to take verbatim testimony steno graphically in emotional circumstances, multiple speakers and
Knowledge and Stenographic/ Editing specialized testimony. Strong command of English language, punctuation, spelling, grammar and usage.
Skills Ability to use specialized equipment.
N3-2
Non-Exempt Competencies - by Cluster
Strives for a high level of quality in work output. Pays close attention to details of job and ensures
Productivity and completeness, accuracy and timeliness of work. Takes accountability for work duties. Requires minimal
1 Quality Focus
Work Standards supervision in completion of duties once trained; communicates key issues as needed. Works toward quality
improvement and efficiencies taking the initiative to offer suggestions and solutions to improve efficiency.
Knowledge and
2 Knowledge and Skills knowledge regarding developments or changes in functional area; applies knowledge and skills to systems,
Skills
Organization Works efficiently and accurately in an environment of distractions or changing requirements or deadlines.
Productivity and
3 Skills/Efficiency and Responds quickly and efficiently to change and easily considers new approaches; responds positively to a
Work Standards
Flexibility changing environment.
Works effectively with co-workers, team-members or other departments; voluntarily offers assistance to new
Contact with
4 Collaboration/ Teamwork employees or when workload requires; respects the opinions of others in developing solutions to tasks and in
Others
Communication 5 Interpersonal Skills
Productivity and Professionalism and Demonstrates professional work behaviors and demeanor; follows County policy, demonstrates ethical
6
Work Standards Ethical Conduct conduct.
Non-Core Competencies
Ability to communicate with others to deliver information either verbally or writing. Communication can be
Communication skills - with individuals or groups on an informal basis to exchange information or coordinate actions; ability to
Communication
Verbal/written respond with a favorable and professional image. Good command of the English language and thorough
knowledge of grammar, spelling and punctuation.
Organizational
Confidentiality Ensures confidentiality when accessing or working with information which is confidential.
Climate
Contact with Ability to understand customer or client's needs and expectations; demonstrates listening, understanding,
Customer Focus
Others patience and respect to genuinely understand and diagnose client issues and responds in a positive manner.
Productivity and Decision-Making/ Makes sound decisions based on experience and judgment; suggests alternatives and involves others for
Work Standards Judgment advice and expertise. Demonstrates common sense.
Is reliable, dependable and efficient in performing job-related tasks. Ability prioritize tasks; follows through on
Productivity and
Dependability/ Reliability assignments to completion ensuring that deadlines are met and demonstrating a commitment to customers
Work Standards
and colleagues. Is punctual and maintains a good attendance record.
Communication
N4-1
Productivity and Uses creative thinking or methods in completion of essential functions; thinks outside-of-the-box while
Work Standards applying solid reasoning skills to come up a solution. Takes the initiative and takes charge of action.
Analytical Ability to search and review materials, information or files to identify critical and pertinent information in order
Investigation
Thinking to resolve issues or problems.
Contact with
Negotiation an acceptable solution to both the customer and the organization; ability to persuade others to accept a
Others
solution.
Knowledge and Office Equipment Knowledge of and ability to use office equipment such as scanners, fax, copy machines, calculators and
Skills Proficiency electronic filing systems.
Knowledge and Office Technology Knowledge of and ability to use office technology (Microsoft Office) including word, excel and PowerPoint in
Skills Expertise achievement of essential duties or goals.
Organizational Organizational Understands the culture, structure, workings of the organization and multiple departments in order to resolve
Climate Understanding problems, develop solutions and complete essential tasks.
Contact with Problems Solving/ Ability to resolve a problem and end interaction with customers with confirmed satisfaction; overcomes
Others Resolution (Customers) objections; resolves points of concern; drives to agreement and acceptance.
Demonstrates appropriate breadth and depth of technical expertise to complete job responsibilities; ability to
Productivity and Specialized Technical transfer knowledge and skills with others if needed; uses technical knowledge to produce results; applies and
Work Standards Skills improves extensive or in-depth specialized knowledge, skills and judgment to accomplish a result or to serve
one's customers effectively.
Knowledge and
Quantitative Skills Possesses mathematical skills; quantitative ability to prepare costing, calculations and budgets.
Skills
Analytical documents sources and validates the accuracy of data/information; resolves inconsistencies; seeks additional
Research
Thinking resources when there are gaps and inconsistencies; organizes and develops data to respond to requests for
data.
Team Leader/Work projects, reviewing work and ensuring that it is accurate and on time. Works within the team as a member,
Leadership
Direction carrying out the same roles but with the additional work leadership responsibilities. Uses experience,
expertise and influence to maintain an effective team.
Productivity and Highly technologically advanced; actively seeks efficiencies through different technology or use of technology
Utilizes Technology
Work Standards for new operations.

Specific
Knowledge and Budget Management Knowledge of budget preparation for Department; conducts reconciliations; tracks and reports variances.
Skills
N4-2
Specific
Knowledge and Building and Repair Skills Possesses electrical, plumbing, HVAC, or carpentry skills.
Skills
Specific
Knowledge and Case Management Understands case management and social work and behavioral principles, practices and methodologies.
Skills
Specific
Knowledge and Conservation Understands principles of conservation, agriculture, land use and planning.
Skills
Specific
Understands criminal procedures and local laws, follows proper process in carrying out responsibilities; ability
Knowledge and Criminal Procedures
to conduct criminal investigations and implement new investigative techniques.
Skills
Specific
Knowledge and Understands emergency management response practices and applies in critical situations.
Response
Skills
Specific
Understands legal processes and administrative requirements; follows legal process in completing
Knowledge and Legal Processes
information, forms and applications.
Skills
Specific
Medical and Emergency Possesses and maintains an extensive medical knowledge base; conveys this specialized knowledge to
Knowledge and
Expertise others in a meaningful manner.
Skills
Specific
Understands safety requirements for area of responsibility; maintains utmost concern for personal safety as
Knowledge and Safety
well as safety of others.
Skills
Specific Ability to take verbatim testimony steno graphically in emotional circumstances, multiple speakers and
Knowledge and Stenographic/ Editing specialized testimony. Strong command of English language, punctuation, spelling, grammar and usage.
Skills Ability to use specialized equipment.
N4-3
APPENDIX O:
PERFORMANCE PROGRAM
INSTRUCTIONS, FORMS, AND SAMPLE
TEMPLATE

PERFORMANCE MANAGEMENT PROGRAM
S U PE RV I SO R/ M AN A GE R I N ST R U CT I O N S
Th e P e rf or man c e A p p ra i sa l i s on e o f th e m os t i mp o rtan t p r oc e s s e s in t h e
e mp l oy e r/ e mp loy e e r el a tion sh ip . An e mp loy e e n e ed s con str u ct i v e fe ed b ack in o rd er to
imp ro v e u p on h is /h er p er fo r man c e an d con t rib u te to th e or gan i zat ion .
Su p er vi s or / man a g er s’ p ri mary r e sp on s ib i lity i s to c re at e an en v ir on me n t th at moti v at e s
th e ir e mp l oy ee s to p e rf or m th ei r b e st.
P r oc e s s
A p er for m an c e ap p ra i sa l t e mp la te i s s et u p for ea ch e mp lo y e e at th e b eg in n in g of th e
p er fo r man ce p eri od . Su p er v i sor s / man a g er s id e n ti fy Co mp et en c i e s for n on - e xe mp t
e mp l oy e e s an d b o th Co mp et en ci e s an d Ob je ct i v e s an d /o r Goa l s for e x e mp t e mp loy ee s .
Co mp et en ci e s sh ou ld b e th e s a me f or a ll e mp loy e e s in th e sa m e jo b ti tl e wh er e th ey h a v e
th e s am e r e sp on si b il it ie s.
On c e t h e p e r for ma n c e p er iod i s c o mp l et ed , th e Su p er vi s or /Ma n ag e r c o mp l e te s th e

e val u at ion .
Em pl o ye e I n fo rm at i o n
Co mp le te th e r eq u e st ed in for ma tion f or ea ch e mp l oy ee in clu d in g N a m e, P o sit ion T it le,

E mp loy ee I D n u mb er, D ep a rt m en t, Pr ep a re r’ s N am e, R e vi e w Dat e an d T y p e. R e v ie w ty p e
in c lu d e s An n u al , 6 m on t h or Oth er .
Co m pete nc i e s
Co mp et en ci e s a re att rib u te s n e c es s ary to b e su cc e s s fu l in a job . Th ey i n clu d e b oth

b eh a v ior al ( su ch a s col l ab ora tin g an d b e in g a t ea m p lay er ) o r t ec h n i cal (kn o w l ed g e of o ff ic e
eq u ip men t) . Co mp et en ci e s h a v e b e en or gan i ze d in “ clu s te r s” o r grou p s fo r ea s e in
id e n ti fy i n g sp e ci fi c a r ea s. A s am p l e o f a c lu st er i s Co m mu n i cat ion s . It i n clu d e s b oth v er b al
an d wri tt en a s w e ll a s p re s en t ati on ski ll s an d in ter p e r son a l sk ill s . Th e e xe mp t an d n on -
ex e mp t c lu st er s an d c o mp et en ci e s a re d i f fe r en t b u t h a v e s o me s i mi lar i ti es . Th e co mp et en c y
li st in g i s fou n d at t h e e n d of th e i n s tru ct ion s. Th ey a r e or gan iza tion al p h ab e ti cal ly b y
Co mp et en cy an d th en b y Cl u st er a lon g wi th d e f in it ion s.
N ON -E XE MP T E MP LO YE E S
Th er e a r e 8 c lu st er s a n d 35 co mp et en ci e s fo r n o n - ex e mp t e mp loy e e s. With in ea ch clu st e r,

th e re ar e s e v era l co mp e ten ci e s.
Th er e a r e si x c or e co mp et en ci e s id en ti fi ed fo r n on - ex e mp t em p loy e e s. Th ey a r e:
1. Qu al ity Fo cu s
2. Kn o wl ed g e an d Sk il l s
3. Org an i zat ion a l S ki ll s a n d Fl e xib il ity
4. Co llab ora tion / T ea m wor k
5. In t erp er so n al Sk il l s
6. Pro f e ss ion al is m an d E t h ica l Con d u ct
O1-1
Co mp et en ci e s can b e w ei gh t ed b a se d on h o w i mp o rtan t th ey a r e for t h e sp e ci fi c j ob .
Qu al ity Fo cu s i s h o w w e ll th e e mp loy e e c arr i e s ou t h i s /h er r es p on sib il it ie s ; i n oth e r word s ,
h ow w e ll th e y d o th e ir j ob . Qu al ity Fo cu s i s w e i gh t ed a t . 25 or 25 % f or all n on - ex e mp t
e mp l oy e e s .
Su p er vi s or s / M an ag e r s may w e igh th e oth e r 5 c ore c om p e te n c ie s f ro m . 5 to .2 5 (5 % to 25 % ).

In ad d iti on , su p er v i sor s may ch o o se u p t o 4 oth er co mp et en ci e s fo r a t otal of 1 0 a lto g eth er .
Th e mi n i mu m n u mb e r o f co mp et en ci e s for n on - e xe mp t e m p loy e e s i s 6 . Th e w ei gh t in g f or a ll
co mp et en c i e s sh ou ld t o tal 10 0 %; th i s i s th e b a s is f or t h e n on - ex e mp t e mp l oy ee ’s
p er fo r man ce e v alu a tio n .
At th e en d o f th e p er fo r man c e p er iod fo r th e p e rfo r man ce e v alu ati on , c om m en t s sh ou ld b e

in c lu d ed for e ach co mp et en cy wh eth er th e e m p loy ee N eed s I mp r o ve m e n t or i f th e e mp l oy ee
is Pr of ic i en t or Ad van ce d . F or th e f or m er, it h e lp s th e e mp l oy e e fo cu s on ar ea s fo r
imp ro v e m en t ; for th e la tte r, i t r e in f or ce s s tro n g p er for m an c e .
E XE M P T
Th er e a r e 8 c lu st er s a n d 53 co mp et en ci e s fo r ex e mp t e mp loy ee s .
Su p er vi s or s /Ma n ag e rs s h ou ld id en ti fy 8 -1 0 co m p et en ci e s for e ach e mp l oy e e/ p o si tion . E a ch

co mp et en cy sh ou ld w ei gh t ed b y i mp o rtan c e wit h th e mor e i mp or tan t c omp et en ci e s
w ei gh t ed h ea v i er t h an l e s s i mp orta n t co mp et en ci e s. T h e w e igh tin g for all co mp et en ci e s
sh ou ld eq u al 10 0 %. T h e Co mp et en ci e s rep r e se n t h al f o f th e em p loy e e’ s p er f or man c e
e val u at ion .
Ob j ec ti v e s an d /o r g oal s rep re s en t s th e s ec on d h alf ( 50 % ) o f th e e x e mp t e mp l oy e e’ s

e val u at ion . A m in i mu m of 2 goa ls an d a max i mu m o f 5 goa l s sh ou ld b e i d en t i fi ed fo r e ach
ex e mp t e mp loy e e at th e ou t s et o f t h e p e r for ma n ce p eri od . Th e s e can b e b a s ed on sp ec ia l
p roj ec t s or in iti ati v e s or sp e ci fi c goa l s.
PE R FO RM AN CE LE VE L S
Th er e a r e fou r p er for ma n ce l e v el s fo r b o th ex e mp t an d n on - e x em p t e m p loy e es d ef in ed a s

fo llo w s :
Advanced: performance contribution is far ahead of others; consistently excellent and

discernably better than others in completing objectives and in mastery of competencies.
Proficient: very competent and skilled performance; successfully completes objectives; meets
competency expectations for position; focuses on enhancing knowledge or skills.
Developing: contributing and completing most objectives but is still developing; needs some
guidance in completing tasks and/or continuing to improve competency skills. Suggest a 6
month review.
Needs Improvement: requires assistance and close supervision; has difficulty completing
objectives and meeting basic competency levels; needs to demonstrate improvement. On a
performance plan and will require a 6 month review.
O1-2
DE VE LO PME N T PL AN
An E mp l oy ee D e v elo p m en t S ec tion i s in c lu d ed i n th e e v alu atio n for e xe mp t an d n on - e x em p t

e mp l oy e e s . Th i s d i sc u s s i on i s i mp or tan t b e cau s e it fo cu s es on sp e ci fi c o p p ortu n it ie s to
imp ro v e co mp et en ci e s wh i ch i s b en e fi cia l to b oth th e o rg an iz ati on an d to th e e mp loy e e’ s
car e er gr o wth . F ro m th e e mp l oy e e’ s p e r sp ect i v e, it d e mon st rat e s t h e o rgan iza tion ’s
in ve s tm en t in h i m /h e r.
For n on - ex e mp t e mp loy e e s, d e v elop m en t op p o r tu n it ie s in clu d e on -th e -j ob or cr o s s- tra in in g,

sp ec ia l p r oj ect s or s e lf - d e v elo p m en t. Fo r ex e m p t e mp loy e e s, d e v elo p m en t op p o rtu n i t i e s
in c lu d e id en ti fy in g p lan s/ s tra te gy t o d e v elop s p ec i fi c c o mp e t en c i es . Th is in clu d e s a wor k
as s ign m en t or a p r oj ect , tra in in g, coa ch in g o r s e lf -d e v el op men t.
PE R FO RM AN CE SU M MA R Y
Th e P e rf or man c e Su mm ary for n on - ex e mp t e mp loy ee s i s th e v alu e o f th e co mp et en c i e s. I t

cor re lat e s to th e Rat in g K ey b el ow .
Th e P e rf or man c e Su mm ary for e x em p t e mp l oy e e s i s th e a v era g e o f t h e Co mp et en cy V alu e

an d th e Ob j ec ti v e s/ Go al s’ Va lu e . Th is a v era g e c orr el at e s to th e R atin g Key sh o wn b e lo w. A s
an e xa mp le, a r ati n g of 3. 0 f or e ith er e xe mp t or n on -e x em p t e mp l oy e e s wou ld fa ll in to th e
Pro fi ci en t ca t ego ry wh i c h i s 2 .6 – 3 .4.
OVE RA LL C OM ME N TS
Th e e mp l oy e e an d th e s u p er v i sor / man ag er h a v e an op p ortu n ity to p ro vi d e co m m en t s ab ou t

th e ap p ra i sa l.
O1-3
Performance Evaluation – Non-Exempt
EMPLOYEE INFORMATION
EMPLOYEE NAME: POSITION TITLE: EMPLOYEE ID:

DEPARTMENT: PREPARED BY:
REVIEW DATE: REVIEW TYPE: Choose an item.
RATINGS: 4 – ADVANCED; 3 – PROFICIENT; 2 – DEVELOPING; 1 – IMPROVEMENT NEEDED
COMPETENCIES
IDENTIFY 6-10 IN TOTAL
COMPETENCIES: SUPERVISOR COMMENTS: WEIGHT: RATING: VALUE:
(A) (B) (A X B)
1. QUALITY FOCUS
Choose
.25 an item. 0.00
2. KNOWLEDGE & SKILLS
Choose Choose
an item. an item. 0.00
3. ORGANIZATION SKILLS/ Choose Choose
FLEXIBILITY an item. an item. 0.00
4. COLLABORATION/
TEAMWORK Choose Choose
5. INTERPERSONAL SKILLS
Choose Choose
6. PROFESSIONALISM/
ETHICAL CONDUCT Choose Choose
Choose Choose
Choose an item. an item. an item. 0.00
Choose Choose
Choose Choose
Choose Choose
TOTAL VALUE TOTAL WEIGHT OF ALL COMPETENCIES MUST EQUAL 100%.
COMPETENCIES TOTAL VALUE IS THE SUM OF THE VALUES OF ALL COMPETENCIES. NA
O2-1
Performance Evaluation – Non-Exempt
GENERAL DEVELOPMENT PLAN
Plan Type: Strategy: Target Date:
On-the-Job Training
Cross-Training
Special Project
Self-Development
PERFORMANCE SUMMARY
Competencies value: Overall Rating*
0.00 Choose an item.
OVERALL COMMENTS
Employee Supervisor:
Date:
Employee:
Date:
Manager Approval: Date:
*Overall Rating Key:
Advanced 3.5 – 4.0

Proficient 2.6 – 3.4
Developing 1.6 – 2.5
Needs Improvement 0.0 – 1.5
O2-2
Performance Evaluation – Exempt
EMPLOYEE NAME: POSITION TITLE: EMPLOYEE ID:

DEPARTMENT: PREPARED BY:
REVIEW DATE: REVIEW TYPE: Choose an item.
IDENTIFY 8-10 COMPETENCIES
COMPETENCIES: WEIGHT: RATING: VALUE: (WEIGHT X RATING)
ICK F9 TO UPDATE VALUES
1. Choose an item. Choose an item. Choose an item.
TOTAL WEIGHT OF ALL COMPETENCIES MUST EQUAL 100%. TOTAL VALUE IS THE SUM OF THE VALUES OF ALL COMPETENCIES.
TOTAL VALUE COMPETENCIES: NA
IDENTIFY 2-5 OBJECTIVES AND/OR GOALS - (WEIGHTING TOTAL = 1.0 = 100%)

OBJECTIVE 1:
RESULTS:
WEIGHT: RATING: VALUE (WEIGHT X RATING):

GHLIGHT THE CELL(S) IN THIS COLUMN AND CLICK F9 TO UPDATE VALUES.
Choose an item. Choose an item.
OBJECTIVE 2:
RESULTS:

O3-1
OBJECTIVE 3:
RESULTS:

OBJECTIVE 4:
RESULTS:

OBJECTIVE 5:
RESULTS:

TOTAL VALUE OBJECTIVES = 0.00
THE SUM OF THE WEIGHTS OF ALL OBJECTIVES
DEVELOPMENT PLAN
Competency Opportunity area:
Work Assignment/
Project
Training
Self –
Development
Coaching
O3-2
PERFORMANCE SUMMARY
Competencies values: Objectives Value: Average Value: Overall Rating*
Choose an item.
OVERALL COMMENTS
Date:
Employee:
Date:

O3-3
EMPLOYEE NAME: JOHN BURKE POSITION TITLE: RECRUITER EMPLOYEE ID: 15324
DEPARTMENT: HUMAN RESOURCES PREPARED BY: MARJORIE HELM
REVIEW DATE: 8/1/2017 REVIEW TYPE: ANNUAL
IDENTIFY 8-10 COMPETENCIES
COMPETENCIES: WEIGHT: RATING: VALUE: (WEIGHT X RATING)
ICK F9 TO UPDATE VALUES
1. PROFESSIONAL KNOWLEDGE & SKILLS .20 3 .6
2. RESEARCH .20 2 .4
3. ORGANIZATIONAL UNDERSTANDING .10 3 .3
4. ORGANIZATION SKILLS .10 3 .3
5. COLLABORATION/TEAMWORK .10 4 .4
6. DECISION MAKING/JUDGMENT .10 3 .3
7. COMMUNICATION SKILLS - VERBAL/WRITING .10 4 .4
8. CUSTOMER FOCUS .10 4 .4
TOTAL WEIGHT OF ALL COMPETENCIES MUST EQUAL 100%. TOTAL VALUE IS THE SUM OF THE VALUES OF ALL COMPETENCIES.
TOTAL VALUE COMPETENCIES: 100% NA 3.1
IDENTIFY 2-5 OBJECTIVES AND/OR GOALS - (WEIGHTING TOTAL = 1.0 = 100%)

OBJECTIVE 1:
DETERMINE RECRUITING STRATEGY FOR EACH OPEN POSITION AND FILL EXEMPT POSITIONS WITHIN A 3 MONTH TIMEFRAME.
RESULTS:
JOHN SUCCESSFULLY FILLED ALL OPEN EXEMPT POSITIONS WITHIN THE ESTABLISHED GUIDELINES. HE DEVELOPED A VARIETY OF SOURCES
FOR CANDIDATES INCLUDING INTERNAL AND EXTERNAL REFERRALS AND SOCIAL MEDIA TO COMPLETE THE ASSIGNMENTS. HIRING
MANAGERS PRAISED HIS ATTENTION TO DETAIL AND THE QUALITY OF HIS REFERRALS.
0.40 4 1.6
OBJECTIVE 2:
CONDUCT ORIENTATION FOR ALL NEW HIRES.
RESULTS:
JOHN HELD MONTHLY NEW HIRE ORIENTATION MEETINGS. WHILE A LITTLE TENSE ABOUT PRESENTING INITIALLY, HE BECAME MORE
COMFORTABLE AS HE GAINED EXPERIENCE. HE ALSO ADDED INFORMATION THAT HE THOUGHT WAS IMPORTANT FOR NEW HIRES
PARTICULARLY RELATED TO THE CULTURE OF THE ORGANIZATION. OVERALL, JOHN DID A COMPETENT JOB ON THIS OBJECTIVE.

0.15 3 .45
O4-1
OBJECTIVE 3:
IMPROVE MINORITY REPRESENTATION IN THE ORGANIZATION THROUGH INCREASING MINORITY CANDIDATES.
RESULTS:
IN 2017, JOHN IMPROVED THE NUMBER OF MINORITY APPLICANTS. TWO KEY MINORITY HIRES WERE IN FINANCE AND IT. HE HELPED
IDENTIFY MENTORS FOR EACH EMPLOYEE WHICH HELPED TO SPEED UP THEIR ACCLIMATION TO THE POSITION AND LANCASTER COUNTY.
0.15 4 .6
OBJECTIVE 4:
SET UP A RECRUITMENT AND RETENTION DASHBOARD WHICH DISPLAYS KEY R&R METRICS FOR THE ORGANIZATION.
RESULTS:
JOHN COMPLETED THIS OBJECTIVE BUT NEEDED ASSISTANCE FROM THE DIRECTOR OF HR AND MISSED THE DEADLINE. WE WILL WORK TO
IMPROVE JOHN’S ANALYTICAL SKILLS IN THE COMING YEAR.
0.15 2 .3
OBJECTIVE 5:
REDUCE THE COST PER HIRE BY 5% IN 2016.
RESULTS:
JOHN SURPASSED HIS OBJECTIVE AND REDUCED THE COST PER HIRE BY 8%. HE COMPLETED THIS OBJECTIVE BY DEVELOPING RELATIONSHIPS
WITH LOCAL COLLEGES AND UNIVERSITIES AND ADVERTISED ON THEIR ALUMNI WEBSITE.
0.15 4 .6
TOTAL VALUE OBJECTIVES = 3.55
THE SUM OF THE VALUES OF ALL OBJECTIVES
DEVELOPMENT PLAN
Competency Opportunity area:
Work Assignment/ PROVIDE JOHN WITH AN OPPORTUNITY TO WORK ON HIS QUANTITATIVE SKILLS. YEAR-END
Project WORK WITH THE COMPENSATION MANAGER ON A PROJECT TO TRACK THE
PERFORMANCE OF NEW HIRES OVER THE LAST 3 YEARS.
Training HAVE JOHN ATTEND HR MANAGER STAFF MEETINGS ONCE A MONTH TO PROVIDE ONGOING
AN UPDATE ON CURRENT RECRUITING AND HIRING STATISTICS.
Self – ATTEND TOASTMASTERS TO CONTINUE TO IMPROVE JOHN’S COMFORT IN YEAR-END

Development MAKING PRESENTATIONS IN FRONT OF GROUPS.
Coaching
O4-2
PERFORMANCE SUMMARY
Competencies values: Objectives Value: Average Value: Overall Rating*
3.1 3.55 3.325 2.6 - 3.4 = Proficient
OVERALL COMMENTS
OVERALL, JOHN PERFORMED IN A PROFICIENT MANNER ACHIEVING MOST GOALS ON TIME AND WELL DONE. HE DEMONSTRATED STRONG
RECRUITMENT EXPERTISE IN DEVELOPING NEW RECRUITING OUTLETS AND IN HIRING MINORITY CANDIDATES FOR HARD TO FILL POSITIONS.
HE WORKS WELL WITH HIRING MANAGERS AND THEY RESPECT HIS OPINION. HE FOLLOWS UP WITH NEW HIRES TO ENSURE THEY ARE
ASSIMILATING WELL. JOHN WILL WORK ON HIS ANALYTICAL SKILLS THIS YEAR AND WORK WITH OUR COMPENSATION MANAGER ON AN
IMPORTANT PROJECT FOR THE ORGANIZATION. HE IS A STRONG PERFORMER AND HAS THE ABILITY TO TAKE ON ADDITIONAL
RESPONSIBILITY AND MOVE UP IN THE ORGANIZATION.
Date: 9/2/2017
Employee:
Date:

O4-3

2017 Total Comp Study-Draft

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2017 Total Comp Study-Draft

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2017 TOTAL C OMPENSATION S TUDY AND

DRAFT STUDY RESULTS

THE COUNTY OF LANCASTER, PA

2 APPROACH AND METHODOLOGY .............................................................................................2

3 RESULTS AND REPORTS ..............................................................................................................3

4 ADMINISTRATION AND MAINTENANCE ..................................................................................4

5 PERFORMANCE MANAGEMENT PROGRAM .............................................................................5

APPENDIX A: MGT CUSTOM MARKET SURVEY

1.2 OVERVIEW OF REMAINING CHAPTERS

APPENDIX A: MGT CUSTOM MARKET SURVEY

2.I PROJECT ACTIVITIES

2.2 PROJECT INITIATION

2.3 MARKET DATA SOURCES

2.4 DATA COLLECTION

2.5 PLAN DEVELOPMENT AND ASSIGNMENTS

3.I PROPOSED SCHEDULE AND IMPLEMENTATION

3.2 SALARY STUDY REPORTS

3.3 BENEFITS REVIEW

OVERVIEW OF LANCASTER BENEFITS

HEALTH BENE FITS

EMPLOYEE + SPOUSE $2.04 $3.71

EMPLOYEE + CHILD(REN) $2.28 $3.81

EMPLOYEE + FAMILY $5.10 $7.16

BENEFITS COMPARATIVE ANALYSES

PEER SICK PERSONAL TOTAL PAID

BERKS COUNTY CHESTER COUNTY LACKAWANNA COUNTY DAUPHIN COUNTY

ERIE COUNTY LUZERNE COUNTY Y LANCASTER COUNTY

LEHIGH COUNTY $250 BERKS COUNTY (AFSCME) $500

DEFINED PENSION DEFINED PARTICIPATION VOLUNTARY DEFERRED

4.1 STANDARD SALARY MAINTENANCE PRACTICES

5.2 MANAGEMENT SURVEY

5.3 COMPETENCY LIBRARY

Cluster Competency Definition

5.4 PERFORMANCE MANAGEMENT PROGRAM FEATURES

CLASSIFICATION SURVEYED: Caseworker

CLASSIFICATION SURVEYED: Clerical I (Secretary, Administrative Secretary)

CLASSIFICATION SURVEYED: Clerical II (Secretary, Administrative Secretary)

CLASSIFICATION SURVEYED: Clerical III (Secretary, Administrative Secretary)

CLASSIFICATION SURVEYED: Fiscal Technician

CLASSIFICATION SURVEYED: Payroll Clerk

CLASSIFICATION SURVEYED: Clerk

CLASSIFICATION SURVEYED: Maintenance Worker I

CLASSIFICATION SURVEYED: Court Reporter

46% including pension, 40% excluding 100% 0% $22.00

$89.25 $134.48 $89.25

$178.14 $89.25 $500.00

$6,600.00 $1,000.00 $13,200.00 $1,500.00 $13,200.00

Class Population Counties

210,000 to Berks, Chester, Cumberland, Dauphin, Erie, Lackawanna, Lancaster, Lehigh,

Lancaster and Peer Population

0 100,000 200,000 300,000 400,000 500,000 600,000

Source: US Census Bureau- https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk, 2016.

Source: http://pafamily.net/pafamily/pa-county-map.htm , 2000, shading and labeling by MGT.

Your Name: __________________________________________ Your Classification Title: ____________________________________

Department Name: _____________________________________________________________________________________________

Management Issue Detail:

I. OFFICIAL CLASSIFICATION TITLE (JOB TITLE) RELATED TO ISSUE: _____________________________________________

II. EMPLOYEES IN CLASS RELATED TO THE ISSUE:

III. DESCRIPTION/RESOLUTION OF ISSUE:

Classification Title should be revised/updated Recommended New Title:

Other (please briefly describe)

IV. BACKGROUND OF ISSUE:

ASSISTANT COUNTY ATTORNEY $46,000 UP TO $5,000 UP TO $3,000 $49,335.00

STARTING SALARY COMPLETION OF COMPLETION OF

Your Name: ______ Your Classification Title: