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<br />III. HISTORY AND BACKGROUND <br /> <br />A. WORK COMPLETED BY THE MERCER GROUP IN THE <br />COMPENSATIONIMARKET STUDY <br /> <br />On April 9, 2004 The Mercer Group, Inc. submitted a proposal (Appendix I) to the City of Sunny <br />Isles Beach to conduct a Compensation/Market Study and Reclassification Process Review. The <br />proposal was accepted and the City entered into an agreement with The Mercer Group, Inc. in <br />late May of 2004. Kay and Phillip Robertson began on June 2, 2004 with orientation rneetings <br />with Tom Acquaro, Human Resources Director, and Chris Russo, City Manager. Mr. Russo <br />articulated a desire to have a pay plan that was extremely flexible for his needs and tied to <br />market. The Consultants stressed the need for internal equity and a quantitative classification <br />systern. Mr. Russo was not interested in such a system and instructed the consultants to conduct <br />a rnarket survey and make recommendations regarding pay ranges based solely on the market. <br /> <br />The consultants met with Department Heads June 2nd through 4th to discuss organizational <br />structure and review existing job descriptions. A rnarket survey was written for benchmark <br />positions and distributed to a group of comparable organizations. The market survey was <br />administered from June 25, 2004 through mid August. <br /> <br />The rnarket information was analyzed and pay grade recommendations were rnade for all <br />positions. The Factor Evaluation Systern (FES) was applied to all positions using information <br />obtained frorn Department Head discussions and job descriptions. Per directive from the City <br />Manager the FES was used solely to assist in slotting positions for which market information <br />was not obtained or was insufficient. Preliminary results were presented to the City Manager <br />and Human Resources Director during an on-site visit by the Consultants on September 14th and <br />15th, 2004. The City Manager wanted time to review the information and the consultants were <br />instructed to make some detailed recommendation and obtain additional market information for <br />Sworn Police positions. In early November detailed recommendations for irnplementation were <br />presented to the Manager and HR Director. The Manager again requested time to review the <br />information. <br /> <br />In early February the Manager was ready to receive a preliminary draft report. After rnany <br />discussions with the Human Resources Director regarding our concern with the absence of a <br />quantitative classification system that would typically be found in local governments, the HR <br />Director requested that we put it in writing. This was done via a memo dated April 12, 2005 <br />(Appendix II). The Manager did not wish to proceed with a classification study and final <br />recommendations were presented June 2005. The Final Report was complete with pay ranges <br />for each position, implementation options, and policy reCommendations for plan rnaintenance <br />with special features such as Market Impact and Fluid Positions. Further recommendations were <br />rnade regarding a policy for reclassifications and new positions. <br /> <br />CompensRtion & CIRSsifit.'lltion Study Rnd Pcrformant.'C J<Jvaluation System <br />The Mercer Group, Inc. Aup;ust 24, 2006 <br />P.11 City of Sunny Isles lIeach, J<'lorida SIB <br />