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Appendix D, entitled "Proposed Combined DPW and compensation recommendations in the 2005 study
<br /> Facilities Organizational Chart," illustrates the recom- conducted by the Government Consulting Group. In
<br /> mended organizational structure proposed for the order to make an informed decision about the wage
<br /> department. This table eliminates the Assistant rates recommended in this report,the team considered
<br /> Dy.W. Director position, a Town Building Foreman gathering additional wage data from five more com-
<br /> position, and a part-time School Custodial Foreman munities (four of which responded). The towns iden-
<br /> position. It adds a 0.5 Administrative Secretary posi- tified as being comparable to Mashpee were: Duxbury,
<br /> tion(bringing the total clerical support to 2 full-time Hanover, Kingston, Norwell and East Bridgewater. j
<br /> positions) and one full-time custodial position. And East Bridgewater did not respond.
<br /> most importantly, a trade licensed (electrician,
<br /> plumber or HVAC)foreman will be added, which will Once the additional pay data was obtained and
<br /> permit the in-house maintenance of equipment cur- reviewed from the four towns, the rates in the 2005
<br /> rently under contract. Study were brought up-to-date along with cost of liv-
<br /> ing increases through July 1, 2006 for comparison
<br /> In addition to an estimated $153,767.74 in salary and purposes. Subsequently, the rates were again brought
<br /> wage savings which can be expected from this new up-to-date with a January 1, 2007 cost of living
<br /> organization, the committee estimates an annual sav- increase for comparison purposes.
<br /> ings of$70,000 in current municipal expense and that
<br /> additional savings will result in current school Minimum and maximum pay schedules were estab-
<br /> expenses from having a trade licensed foreman. lished for Executive positions, the D.P.W. Union,
<br /> Clerical Union, Firefighters' Union, Police Officers'
<br /> The net result of this re-organization will be an antic- Union, and the Personnel Administration Plan posi-
<br /> ipated cost reduction of$53,117.92, in addition to the tions. Upon review of the information, the members
<br /> other benefits noted in the opening paragraph of this of the sub-committee were able to identify positions
<br /> section. The table entitled, "Projected First Year Cost that were paid comparably and to further identify posi-
<br /> for Additional Staff Changes for DPW and School tions that needed adjustments.
<br /> Facilities"itemizes the cost and savings.
<br /> The sub-committee looked at the re-assignment of the
<br /> VIII. Creation of a Human Resources Assistant Town Planner to a G.I.S. Administrator and
<br /> Department recommended the following pay scale (which was
<br /> subsequently adopted by the Town Manager, the
<br /> The new Human Resources Department would consist Board of Selectmen and the Administrator's Union):
<br /> of 5 full-time employees, whereas, the present
<br /> Personnel Office has 2 full-time and 2 part-time G.I.S. Administrator
<br /> employees. It would also increase the position of
<br /> Benefits Administrator to full-time and move the cur- Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 10 Yr Step
<br /> rent Payroll Administrator under the Human
<br /> Resources Department" See Appendix E entitled, 56,576.00 58,839.04 61,192.60 63,640.31 66,185.92 68,171.50
<br /> "Proposed Human Resources Organizational Chart."
<br /> In addition, the group was able to assist with the
<br /> The roughly $55,500 cost of implementing this rec- development of a pay scale for the elected position of
<br /> ommendation is shown on the table entitled, Town Clerk with the intent that it be used as a guide-
<br /> "Proposed Human Resources Department Re- line for the budgetary process. This pay scale was
<br /> Organization". While no cost savings are listed, the approved by both the Finance Committee and Board
<br /> committee feels quite confident that if the Benefits of Selectmen with a Step 3 placement for FY '08 for
<br /> Administrator, as an example, was to do a thorough the Town Clerk.
<br /> analysis of beneficiaries on the current medical plan,
<br /> savings in excess of the cost of this plan might well be Town Clerk
<br /> realized. But over and above that consideration, the
<br /> net savings resulting from the implementation of the Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 10 Yr Step
<br /> DPW re-organization will offset the cost of this plan.
<br /> 52,919 54,506.57 56,141.77 57,826.02 59,560.80 61,347.62
<br /> M Classification and Compensation
<br /> i
<br /> Review of Positions In order to comply with Section 5-8 of the Town's
<br /> Charter, which is outlined in Section II, (F) of this
<br /> The sub-committee's approach was to review current report, the operations of Department of Public Works
<br /> salary information along with the classification and and School Maintenance and custodial staff were
<br /> extensively reviewed. The sub-committee reviewed
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