Town of Southborough, Massachusetts

Town of Southborough, Massachusetts Meeting of the Personnel Board

Wednesday, March 9, 2022 – 9:00 AM VIRTUAL ZOOM MEETING

AMENDED AGENDA

1. Call to Order 2. Administrative Business (the Board may vote)

A. Approval of Minutes: January 26, 2022 B. Resignation of David Nixon C. Expenditure Ledger

3. Reports

A. Assistant Town Administrator’s Report 1. Notice of Hires and Departures

4. Old Business (the Board may vote) A. Q & A with Town Labor Counsel Kate Feodoroff B. Salary Study Consultant Interviews

1. Collins Center 2. GovHR 3. MRI

C. SAP Revisions 1. Benefits Survey 2. Format for Town Meeting

5. New Business A. Authorization to Disburse Payments B. Building Department – Addition of Local Inspector to Schedule C 6. Other Business (the Board may vote)

Such other business as may properly come before the Board in accordance with the Massachusetts Open Meeting Law, M.G.L. c. 30A, §§18-25.

6. Board Calendar 7. Adjournment

Pursuant to Chapter 20 of the Acts of 2021, An Act Relative to Extending Certain COVID-19 Measures Adopted During the State of Emergency, signed into law on June 16, 2021, this meeting will be conducted via remote participation. No in person attendance by members of the public will be permitted. You may watch this meeting or participate in the meeting remotely with the meeting link at: https://www.southboroughtown.com/remotemeetings.

Bates # 001

https://www.southboroughtown.com/remotemeetings

aberry

Received

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Town of Southborough, Massachusetts Meeting of the Personnel Board

Wednesday, January 26, 2022 at Noon VIRTUAL ZOOM MEETING

Meeting Minutes

Call to Order. The meeting was called to order at 9:00 AM.

Members Present: Doriann Jasinski, Jason Malinowski and Barry Rubenstein. Members Absent: Dave Nixon.

Also present: Mark Purple, Personnel Director /Town Administrator; B~13allantine, Finance DirectorTreasurer /Collector; Vanessa Hale, Assistant Town Administrator /Z9p:iq,,~ 'it

Barry Rubenstein, Chair, advised that the meeting was being recorded and all votes would be by roll call.

Administrative Business. Approval of Minutes. The Minutes of January 12,-~2 were presented for review. There was a motion to approve by Ms. Jasinski, seconded by Mr. Malinowski; ,Boll Call: Malinowski, aye; Jasinski, aye; Rubenstein, aye. Passed 3-0.

Chair's Report: Mr. Rubenstein announced that Attorney Feodoroff, Labor Personnel Board to discuss matters of mu terest. The C of any topics they would like to be include at meeting. -,

Old Business

end the Marc'fi_ 22 meeting of the ., list in advance

SAP revisions: Mr. Rubenstein noted that the d-f~sio~ of classifying the~!~_ion of Assistant Director/Nurse/Outreach Coordinator would be ~I.rd until the February ril .. g. Mr. Malinowski planned to recuse himself from this discussion and with Mr. Nixq_n,'s absence _ ere would not be a quorum of the members present to deliberate upon thisl}.latter. · ~-Schedule F: Mr. Davis, Rec.n Direc~ met with th rd to discuss a proposed update to Schedule F. He referenced his concern that it f~ticu~to recruit qualifie applicants [and stay competitive with comparable communitie~ffi'iCamp Counselor [Gra-de 1 of Schedule F] with the new increase in the State minimum wage to $14.25/h1:n1t. Although municipalities are not required to pay the State wage, due to the fact that the Federal minimUDl~ge is lower, it hinders recruitment strategies; it is currently $7.25 per hour. Mr. Rubenstein stated he is reluctaritto modify any schedule on its own, given that the Board is about to undertake a study of salaries in all schedules in the, play plan. Board members discussed the returning Camp Counselors and the appropriate rate of pay. The Boanl~orized Mr. Davis to set a pay rate of up to $15.00 /hour in order to attract and retain skilled counselors. Mr. Rubenstein made a motion to adjust Schedule F by 3%; it was seconded by Ms. Jasinski. Roll Call: Malinowski, aye; Jasinski, aye; Rubenstein, aye. Passed 3-0. Additionally, Mr. Rubenstein made a motion to authorize the Recreation Director to hire new Camp Counselors at a rate not to exceed $14.25/hour and experienced Camp Counselors at a rate not to exceed $15.00/hour; it was seconded by Ms. Jasinski. Roll Call: Malinowski, aye; Jasinski, aye; Rubenstein, aye. Passed 3-0

Section 11 Benefits Review: Continuing the discussion of Section 11 benefits from the prior meeting, Mr. Malinowski thanked Ms. Jasinski for assisting in the review of information from comparable towns, some of which vary greatly. Noting there is no perfect path toward revising how such benefits are treated, some phasing in of changes and justification of current benefits are under discussion.

Vacation accrual: Mr. Malinowski suggested that starting vacation accrual at 3 weeks per year for new employees would not have a cost impact to the Town, since this classification of employees does not require a shift be covered if they are absent. It also allows the Town to be more competitive when recruiting new staff. Mr. Rubenstein felt that Southborough should not be at the top end of peer communities. Starting at three weeks would be above other communities and would have a domino effect on the rest of the chart.

Bates # 002

58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99

100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115

Vacation carry-over: This topic was flagged by the Advisory Committee. Southborough allows a higher percentage of accrued vacation to be carried over into the following year than most peer communities. Limiting what employees are allowed to carry over was deliberated. It was also suggested that, if this change were made, vacation could be front loaded on July 1 of every year so that employees could use it as intended throughout the fiscal year. Mr. Malinowski also posited that allowing a carry over of no more than 5 days is a component of some existing employment agreements. The Board also discussed that if a change were made to this section of the bylaw, it could be in FY24, which would allow a grace period of a year.

Sick leave: Mr. Malinowski told the Board 15 days per year [currently allowable in the SAP] is at the top of what is permitted in peer communities. It was noted that SAP employees hired prior to July 1, 2007 have no cap on sick time accruals. Employees hired after that date have a cap of 120 days. Currently 20% of accrued but unused sick time can be paid out when an employee retires; there is no pay out of sick time when an employee resigns, but does not file for retirement It was noted this payment can be significant· ·· ·.·· mployee has served the Town for many years. It was further noted that sick time is not a protected ben acation time is.

Phasing changes in over a period of time is the wish, not to make a drastic change immediately. Consistency with department head contracts was also a component of the Board's discussion. Conversion to personal days [ifno sick time has been used] was one balance the Board discussed; There was consensus to develop a survey to distribute to SAP employees, describing the options to consider with sick and vacation time. Gathering feedback from employees will illustrate what the sentiment is, so appropriate language can be composed for revisions to the bylaw, that acknowledges both the employee and the taxpayer. The Board recognized the seniority an employee has will be reflected in their responses, and their paid leave accruals. The accumulated data set will be discussed at the next meeting. To avoid an open meeting concern, the Board delegated Mr. Malinowski to work with town staff to develop the survey. TheJ!~r•d. 's mission is to finalize the SAP at the March 9, 2022 meeting.

·· .. :"······,".,t- ,.

FY 23 SAP: The Board continued their consi Annual Town Meeting. Discussing the "track discussed the following items.

proposed revisions to the SAP, in preparation for the ·cm of the bylaw that was in their packet, the Board

Mr. Hegarty, Town Clerk joined the~ting to discuss Section 13(a) which co~nsates part time employees working full time hours temporarily. He recommended having the Advisory Committee authorize this when additional funding is required, which would permit his department to increase staff hours during the election season. Mr. Rubenstein felt a department head would need the approval of the Personnel Board regardless. It was agreed 30 days could be changed to four pay periods. Ms. Jasinski felt the reserve fund is not the place to fund overtime costs, and the long-term impact of allowing part time staff to work hours [that may be benefit eligible] required more analysis [i.e. impact on ~ther departments since it would not be restricted to just election staff]. She furtherfe1t that since the information was received from the Town Clerk shortly before the meeting, she was not ready tq,y ote. Mr. Hegarty was looking for a mechanism that would allow additional staffing during election cycles that would not require him to seek authorization continually. He noted he would generally have the funding for the additional hours in his budget. Mr. Malinowski advocated for seeking the opinion of Mr. Nixon who was absent today. All members felt the Town Clerk should still notify the Personnel Board when these needs occurred. The matter was tabled for the February 16, 2022 meeting. Mr. Rubenstein will prepare a draft revision of Section 13(a) reflecting the discussion.

Section 7(a): The Board agre~t9 modify this section to reflect the synchronization of the performance evaluation and salary increase 'schedules. Mr. Rubenstein made a motion to delete the words "one year from the date of his/her latest increase" from the first sentence and to substitute the words "annually on July 1. Employees hired between April 1 and June 30 will be eligible for a salary increase the July 1st following their twelve-month anniversary." It was seconded by Ms. Jasinski. Roll Call: Malinowski, aye; Jasinski, aye; Rubenstein, aye. Passed 3-0.

Sections 7(b)-(d): The Board agreed to modify these sections to conform to its new policies. Mr. Rubenstein made a motion to strike Sections 7(b) and 7(c) in their entirety; to substitute a new Section 7(b) to read: "Special Non-Continuous Part-Time employees and employees in Schedule D classifications shall be eligible for consideration for salary increases upon the recommendation of the appropriate department manager or Board and approval of the Personnel Board."; and, to renumber Section 7(d) as Section 7(c). It was seconded by Ms. Jasinski. Roll Call: Malinowski, aye; Jasinski, aye; Rubenstein, aye. Passed 3-0.

Bates # 003

116 Sectjon ll(b)(S): The Board recognized that employees must be paid for accrued vacation when their 117 employment ends for any reason. To comply with this legal requirement, the Board agreed to revise this section. 118 Mr. Rubenstein made a motion to delete the words "other than for cause" from the first sentence. It was 119 seconded by Mr. Malinowski. Roll Call: Malinowski, aye; Jasinski, aye; Rubenstein, aye. Passed 3-0. 120 121 Section 16(c): The Board agreed that the position of Clerk was no longer required and that the Board would be 122 better served by having a Vice Chair. Mr. Rubenstein made a motion to delete the word "Clerk" and 123 substitute the words "Vice Chair". It was seconded by Mr. Malinowski. Roll Call: Malinowski, aye; Jasinski, 124 aye; Rubenstein, aye. Passed 3-0. 125 126 Section 16 (0: Mr. Malinowski drafted this amendment and has advocated for removing "not later than 6 months 127 prior to Annual Town Meeting." Noting that the Board has not met the 6-month timeline this year, suggesting 128 that it was not a timely clause to adhere to annually. Mr. Rubenstein made a motion to approve this 129 amendment. Ms. Jasinski seconded. Roll Call: Malinowski, aye; Jasinski, aye; Rubenstein, aye. Passed 3-0 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167

Section 18: The Board agreed that it would be beneficial to streamJ!fte. this section. This language was deleted to make the paragraph more concise. Mr. Rubenstein made a motion ·to delete the words "by a signed petition to" from the first sentence therof; to delete the second, third and fourth sentences in their entirety; and, to delete the words "after a similar hearing and/or conference with parties interested" from the fifth sentence. It was seconded by Ms. Jasinski. Roll CaU; .M(l/fnowski, aye; Jasinski, aye; Rubenstein, aye. Passed 3-0.

Section 20: This is the classification schedule. The Board · .ed thee fact that the Buildi.partment was asking Town Meeting to fund a new part tiuie,J3uilding Inspec .. , to assist the department, yetthe title is not listed in the SAP. Mr. Purple commented that the~·,tifl:e,!,1 confusion whether the Personnel Board shall classify a new position before funding has been secured. 'I'liJ3o~d~reed to discuss the status of this position at their February meeting. "' ·· , · · · ·'~

FY23 Budget: Mr. Purple asked the Board to add$,~j000 back to the Personnel Board budget. It had been moved to the budget of the Select Board since that depart~.t: plans the majority of employee trainings. After reflection, he felt that since the Personnel Board covers all SAP"employees across many departments, it should be in this budget. Ms. Hale noted she always looks to the Town's insurance company first since they offer a number of free or low cost trainings. After deliberation, Mr. Malinowski made a motion to adjust Line 53070 from $3,000 to $7,000. Ms. Jasinski seconded. Roll Call: Malinowski, aye; Jasinski, aye; Rubenstein, aye. Passed 3-0

Since the budget was ~ll.~er de ·· Mr. Rubenstein recommended additional funding be added for the salary study the Board has considij~ The Board further considered using a portion of FY2 2 funds to phase in the salary study, based on what is permissible under procurement rules. Mr. Malinowski was not in favor of increasing the budget in this way. Mr. Rubenstein noted that we are in danger of not securing the required funding if the Board leaves the budget as is. The Board tabled this matter for the February 16 meeting, and asked staff to quote two options, so as not to make an arbitrary d.ecision:

1. Staff will collect sal~f!lata from peericommunities 2. The chosen consultarftt~colles~the data, as well as analyze the classification system and make appropriate recommendations · · ·· ,

·i1;r·.- ~~

Calendar. The Board will meet at~:00 a.m. on February 16, 2022.

Adjournment. The Chair adjourned the meeting at 11:00 a.m.

Respectfully submitted, Vanessa D. Hale, Assistant Town Administrator

Documents Reviewed - Public Packet Pae:e Date Item

01/12/22 Agenda 01/12/22 DRAFT Minutes-January 12, 2022 01/24/22 Memo re: grading of full-time Nurse position/job description

01/20/22 Memo from T. Davis re: Schedule F [w/ charts] Bates # 004

01 12 22 Draft FY23 SAP - with track chan es undated FY23 proposed budget

168

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Filter by: Segment 3: 152

Parameters: Fiscal Year: 2022 Start Date: 7/1/2021 end: 6/30/2022

Ledger History - Detail with Payables - Expenditure Ledger

Tran. Type Block/Batch Posted By

Warrant Voucher Payee

Tran. Name JE Seq Comment Payment Type

Beginning

Payment Number

Account: 0100-5-152-000-51900

Budget

TUITION REIMBURSEMENT Summary: 0.00

07/01/2021 cmcauliff

Debit

0.00

0.00

Credit

5,000.00

5,000.00

Ending

5,000.00

5,000.00

Account: 0100-5-152-000-53020 MANAGEMENT CONSULT. PROF.TECH. Summary: 0.00 0.00 5,000.00 5,000.00

Budget 07/01/2021 cmcauliff 0.00 5,000.00 5,000.00 - - - - - - . - - - - - - - . - - - - - - - - - - . - - - - - - . - - - - - . - - . - - - - . - . - .. - - . - - - - - - . . .. - - - . - - - . - - - - - - - - - - - - - - . - - - . - - - - - - . - - - - - - . - - - - - - - - - . - - -Account: 0100-5-152-000-53070 EMPLOYEE DEVELOPMENT Summary: 0.00 0.00 3,000.00 3,000.00

Budget 07/01/2021 cmcauliff 0.00 3,000.00 3,000.00 - - - - - - - - - - - - - - - - - - - - - - - - - - . - - - - - - - - - - - - - - - - . - - - - - - - - - - - - - . - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Account: 0100-5-152-000-54220 OTHER OFFICE SUPPLIES Summary: 0.00 0.00 150.00 150.00

Budget

Account: 0100-5-152-000-57300

Budget

2111/2022 9:21 :33 AM


DUES


Summary:

5 Account(s) totaling :

Printed by: vhale

0.00

0.00

0.00

0.00

0.00

0.00

150.00

200.00

200.00

13,350.00

150.00

200.00

200.00

13,350.00

Page 1 of 1 Bates # 006

TO:

FROM:

SUBJECT:

DATE:

MEMORANDUM

PERSONNEL BOARD

VANESSA HALE, ASST TOWN ADMINISTRATOR

PERSONNEL HIRING AND DEPARTURES

MARCH 2, 2022

As you know, Section 9(d) of the Salary Administration Plan states the Personnel Board shall be notified of all new personnel and their hiring rates. As of July 1, 2020, the FY21 SAP also requires reporting personnel who have ended town employment. To fulfill that requirement, I wanted to share the following information with you.

Name Title Grade Rate Ejf Date Category

Jake Murphy PT Dispatcher 3 $22.00 2/1/22 Resignation

Alysa Collazzo PT Communications 3 $22.00 3/1/22 Resignation Officer

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Position Description

Job Title Nurse/ Assistant Health Director/Outreach Coordinator

Department Health Department

Employment Status Full-Time

Exempt/Non Exempt Non-exempt Status

Scope of Work

This position promotes health and the prevention of disea~ in the community of Southborough. The employee shall use a variety of nursing services, communicaf /,, methods, education, infectious disease controls to respond to and prevent public health risks. Act e capacity of the Health Director when they are unavailable.

Supervision

Received Health Director

Exercised Contracted Nursing Personnel

Essential Job FunctioOS:tThe job · fuyctions listed herein are iteither exclusive nor exhaustive, but are intended t.o-be illust)".lltive of the types of tasks the employee will most likely be expected to perform 01l1i regulir basis. The employee may be asked to perform different or additional tasks than the ones listed here, as the needs of the employer and/or the requirements of the position change.

• Performs :disease surveillance, investigation and documentation per the State Department'1>f-fublic Health's 105 CMR'.j00.1 00 - 300.200.

• Coordinates and conducts regional and local health related clinics such as flu and COVID vaccines, blcluding but not limited to scheduling staffing (volunteers and paid employees), ordering v~ccine, setting up scheduling for patients receiving the vaccine, billing/reporting to thei 'sta.te .on administration, etc. Performs public outreach and answers questions related to vaccine clinics.

• Develop policies and procedures for all protocols followed by the department using state guidelines.

• Spearhead a project to digitize records in the health department to include lifelong and time sensitive records within HIP AA compliance.

• Investigate communicable diseases including contact tracing. Perform functions to ensure no widespread public health risk or spread.

Bates # 008

• Oversee any outsourced nurses for a variety of functions including but not limited to surge contact tracing, vaccinations, etc.

• Develop education material for the public distribution including social media, health fairs, school network (public and private).

• Establish and maintain social media accounts for public health information access including but not limited to Facebook, Twitter town updates, town website updates

• Work with employees of Greater Boroughs to develop programs to benefits seniors, families, employees on topics like food borne illnesses, hygiene, hoarding, blood pressure, diabetes, nutrition, etc.

• Collaborate with the schools (private and public) on areas such as wellness, mental health, etc.

• Participate and contribute to the Emergency Preparedness and Response Planning including active participation within Region 4AB and keeping up to date with drills and training

• Collaborate with MRC/CERT on initiatives in town • Make residential home bound visits as necessary for vaccinations • Act as a resource for residents on questions regarding public health • Coordinate with Senior Center on senior citizens public health needs • Develop Community Outreach Program in collaboration with town departments,

boards and committees, and stakeholders to attain public health goals • Develop tracking mechanism to maintain records • Continue to respond to the COVID-19 pandemic in coordination with the Town

Administrator, schools, and Board of Health • Attend public meetings as needed • Enforce state and local public health laws and rules and regulations • Respond to inquiries from the general public, employees, and businesses • Provide updates on local public health from outside agencies (Southborough Access

Media, My Southborough, etc.) • Provide educational materials to public places in town (posters, flyers, etc.) on public

health risks and prevention • Interface with state public health agencies (MHOA, MAPHN) and keep up with

membership to understand state-wide risks and issues • Develop relationships with community groups including but not limited to daycares,

preschools, local businesses for education and information around public health • Provide public health guidance to school district and Medical Advisory Team (MAT)

on public health matters

Other Job Functions

• Performs related duties as assigned.

Requirements of Work

Must be a Registered Nurse under the Massachusetts Board of Registration in Nursing with at least five (5) years experience as an R.N. Must have the ability to follow through,

2 Bates # 009

collect and organize information in a concise and reportable manner, with regard to HIP AA guidelines. Requires a minimum of a Bachelor' s degree in Nursing.

Knowledge of

Ability to

Skill in

• • •

•

• •

Medical disease processes Infectious disease precautions and protocols Manage multiple projects with time related constraints in a fastpaced environment. Establish and maintain cooperative relationships with town officials, employees, community partners and residents Organize programs and clinics quickly Effectively communicate and access the necessary resources available to meet the Massachusetts Department of Public Health's requirements

• Recognize needs and services for vulnerable residents • Must be well organized, an effective communicator at multiple

levels • Must have strong clinical and patient assessment skills, be well

organized and excel at problem solving • Must be able to multi-task and be able to handle high volume of

resident inquiries at times • Must be flexible and adapt to changing conditions easily given the

nature of the department • Must be proficient with computers and software systems to set-up

and executive programs quickly, i.e. clinic platforms • Excellent customer service and community relations • High level of integrity and accountability

Necessary Special Requirements

Current drivers license

Physical Demands

The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

• Work is performed mostly in an office setting; hand-eye coordination is necessary to operate computers and various pieces of office equipment. Specific vision abilities required by this job include close vision, prolonged visual concentration, and the ability to adjust focus.

• While performing the duties of this job, the employee is frequently required to sit, stand, walk, talk and hear; use hands and fingers to handle, feel, or operate objects, tools, or controls and reach with hands and arms.

• The employee is occasionally required to climb, balance, stoop, kneel, crouch, or crawl.

3 Bates # 010

• The employee is occasionally exposed to unpleasant conditions, such as heat, cold; dim or bright lights, dust, and noise.

• The employee must occasionally lift and/or move up to 50 pounds.

Town of Southborough is an equal opportunity employer. We recruit, employ, train, compensate, and promote without regard to race, religion, creed, national origin, age, gender sexual orientation, sexual identity, marital status, military or veteran status, disability, genetic information, or any other category protected by applicable federal, state or local

4 Bates # 011

UMASS BOSTON

EDWARD J. COLLINS, JR. CENTER FOR PUBLIC MANAGEMENT JOHN W. McCORMACK GRADUATE SCHOOL OF POLICY AND GLOBAL STUDIE', UNIVERSITY or MASSACHUSETTS BOSTON

Mark Purple, Town Administrator Town of Southborough 17 Common Street Southborough, MA 01722

Dear Ms. Hale:

100 Morrissey Boulevard

Boston. MA 02125-3393

P: 617.287.4824

F: 617 .287 .5566

rnccormack.umb.eclu/ center<;, cpm

col l1ns.center@.·umb.edu

February 4, 2022

The Edward J. Collins, Jr. Center for Public Management at the University of Massachusetts Boston (Center) was established in July 2008 in the McCormack Graduate School of Policy and Global Studies to further the public service mission of the University of Massachusetts Boston. The Center is a vehicle to assist municipalities improve public management.

The Center is pleased to submit this proposal in response to the Request for Quotation to assist the town with a classification and compensation review of approximately 47 positions. The following proposal details the scope of work and provides two versions of working with the Town on a salary survey.

Mary Aicardi, Human Resources Practice Leader, will serve as Project Manager. In addition to numerous other human resources related projects, she has conducted 100 classification and compensation studies for more than 50 Massachusetts municipalities. (attached list) . Ms. Aicardi will be assisted by Elizabeth Corbo, Senior Associate and Jennifer Romboldi, Data Specialist.

The Center is a Massachusetts State government entity. Consequently, the laws of the Commonwealth do not require the Town to engage in a competitive procurement process for this project, in accordance with the provisions of Chapter 30B, (Section 1 (b)(4)).

If you have any questions, please do not hesitate to contact Mary at [email protected] or at 508-215-8992. Thank you for your consideration.

Respectfully,

.M.idtaelJ.Wwul

Michael J. Ward, Director

1

Bates # 012

PROPOSED SCOPE OF SERVICES CLASSIFICATION AND COMPENSATION REVIEW

The proposed scope of work provides the Edward J. Collins Jr. Center for Public Management's (Center) understanding of the background and requirements of this engagement and its proven methodology to conduct these studies. The following sections describe the Center's approach to completing the project.

TASK 1 PROJECT INCEPTION MEETING - REFINE THE SCOPE OF THE PROJECT The Center and the Town will meet to gain a full understanding of the scope of work, discuss the methodologies and approach to the project, and discuss the history of the Town's compensation plans. This proposed scope of services assumes the Center will be conducting a classification and compensation review for approximately 47 positions. The Center will work with the Assistant Town Administrator as the project liaison.

TASK2 REVIEW POSITION DESCRIPTIONS The Center will distribute a position description review worksheet to all incumbents. The worksheet will ask the employee to comment on the accuracy of the existing description and provide comments for updating. . The Center will receive the comments and will recommend edits to be incorporated into descriptions, as warranted. If necessary, the Center will contact the employee or supervisor for clarification of suggested edits.

TASK3 REVIEW CLASSIFICATION OF POSITIONS The Center will use a point factor system to review the current classification of positions to determine if any changes are recommended. The point factor system, which is an industry standard, evaluates position on characteristics such as education and experience required, complexity and judgement, personal contacts, and motor and physical requirements. At the conclusion of the project, the Center will provide the Town with the Rating Manual for future use.

TASK4 SALARY SURVEY -OPTION A WITH THE TOWN CONDUCTING THE SURVEY The Center will assist the Town in formulating a survey instrument. The Town will create a market survey and gather data from municipalities in the Town's labor market. The Center will advise on how to determine the survey municipalities. The Center will consult with the Town upon completion of the survey on how best to coalesce the data and the recommended classification structure.

TASK4 SALARY SURVEY -OPTION B WITH THE COLLINS CENTER CONDUCTING THE SURVEY Once position descriptions are reviewed, a market salary survey will be distributed to 10-12 area municipalities. Oftentimes, obtaining market data is the most challenging aspect of a project. The Center may request assistance from the Town with "encouraging" other municipalities to participate. The Center will consult with the Town to finalize which municipalities to use in the market survey. The survey will request information from survey municipalities on the base wages.

TASKS DEVELOPMENT OF CLASSIFICATION AND COMPENSATION PLAN The Center will coalesce the data and information gathered in the position review and salary survey processes to develop a recommended classification and compensation structure. The Center will meet with the Town to receive comments on the recommendation.

TASKS DRAFT REPORT

2

Bates # 013

The Center will prepare a draft report that will include a narrative of the methodology used, results and a recommendations for adoption and implementation. The Center will receive comments for amendments to the report.

TASK6 SUBMITTAL AND PRESENTATION OF THE FINAL REPORT The Center will submit the final report and present it to the Town Administrator, officials or employees as designated by the Town.

Additionally, the Center will provide the Rating Manual and Position Description Template which may be used by the Town in future reviews.

RESPONSIBILITIES OF THE COLLINS CENTER The Center will act at all times in an attentive, ethical and responsible manner and will assign an experienced project manager.

RESPONSIBILITY OF THE TOWN The Town shall agree to provide necessary access to data and to respond to requests for information and comments in a timely manner. The Town shall schedule all meetings.

FEES AND EXPENSES The all-inclusive professional quotations are as follows for a review of 47 position.

QUOTATION A- The Town will conduct the salary survey:

QUOTATION B -The Center will conduct the salary survey:

$8,000

$12,000

3

Bates # 014

LIST OF COLLINS CENTER CLASSIFICATION AND COMPENSATION PROJECTS

MUNICIPALITY PROJECT YEAR*

Grafton* Classification and Compensation 2021

Northborough* Classification and Compensation 2021

Dover Compensation 2021

Hampshire County Compensation and Benefit Review 2021

Retirement Board*

Methuen* Compensation and CBA comparison 2021

Uxbridge* Classification and Compensation 2021

Deerfield Classification and Compensation 2020

Hampden Classification and Compensation 2020

Peabody Public Schools Classification and Compensation 2020

Stow Classification and Compensation 2020

Worthington Compensation 2020

Abington Classification and Compensation 2019

Acton Classification and Compensation 2019

Andover Public Schools Classification and Compensation 2019 Barnstable County

Classification and Compensation 2019 Retirement Board

Chatham Classification and Compensation 2019

Chelsea Public Schools Classification 2019

Erving Classification and Compensation 2019

Gosnold Classification and Compensation 2019

Hancock Classification 2019 Lexington Public Schools -

Classification and Compensation 2019 Clerical

Lexington Public Schools -Classification 2019

Professional

Marion Classification and Compensation 2019

Marshfield Classification and Compensation 2019

Methuen Compensation 2019 New Marlborough Classification and Compensation 2019

Paxton Classification and Compensation 2019 Sudbury Pay Equity 2019 Tisbury Compensation 2019 Townsend Classification and Compensation 2019

Wakefield - Public Works Classification and Compensation 2019

4

Bates # 015

MUNICIPALITY PROJECT VEAR*

Wareham Compensation 2019

West Boylston Classification and Compensation 2019

Wilmington Classification and Compensation 2019

Boston Pay Equity 2018

Boylston Classification and Compensation 2018

Brookfield Classification and Compensation 2018

Chelmsford Compensation 2018

Chelmsford Pay Equity 2018

Chicopee Classification and Compensation 2018 Dukes County Regional

Classification and Compensation 2018 Housing Authority

Easthampton Classification and Compensation 2018

Hanson Classification 2018

Lexington - Recreation Classification 2018

Northampton Classification and Compensation 2018

Northampton Public Schools Classification and Compensation 2018

Sunderland Compensation 2018

Wareham Classification and Compensation 2018

Whitman Classification and Compensation 2018

Brockton Classification 2017 Committee for Public

Classification 2017 Council Services

Deerfield Compensation 2017

East Longmeadow Classification and Compensation 2017

Edgartown Classification and Compensation 2017

Groton Compensation 2017

Hudson Public Schools Classification and Compensation 2017 Lexington- Community

Classification 2017 Development

Mendon Classification 2017

Princeton Classification and Compensation 2017

Spencer Classification and Compensation 2017

Westfield Classification and Compensation 2017

Worthington Classification and Compensation 2017

Wrentham Compensation 2017

Aquinnah Classification and Compensation 2016

5

Bates # 016

MUNICIPALITY PROJECT YEAR*

Arlington Classification 2016

Canton Classification and Compensation 2016

Tisbury Classification and Compensation 2016

Westfield Classification and Compensation 2016

Westwood Classification and Compensation 2016

Ashland Classification and Compensation 2015

Chelsea Public Schools Classification 2015

Duxbury Compensation 2015

Easton Classification and Compensation 2015

Easton Compensation 2015

Hudson Public Schools Classification and Compensation 2015

Mendon Classification and Compensation 2015

Southwick Classification and Compensation 2015

Wakefield - Town Hall Classification 2015

Wenham Classification and Compensation 2015

Wrentham Classification and Compensation 2015

Ashland Classification and Compensation 2014

Brockton Public Schools Classification and Compensation 2014

Easton Classification and Compensation 2014

Everett Compensation 2014

Medway Classification 2014

Wakefield - Clerical Classification and Compensation 2014

Chelsea Public Schools Classification and Compensation 2013

Hamilton Classification 2013

Hardwick Classification and Compensation 2013


Millis Classification and Compensation 2013

Wrentham Classification and Compensation 2013

Somerville Classification and Compensation 2012


Millis Classification and Compensation 2011

Ashby Classification and Compensation 2010

Ayer Classification 2010

Seekonk Classification 2009

*Ongoing

6

Bates # 017

REFERENCES The Town is free to contact any previous client. The following are a few representative references.

Town of Millis Classification Reviews of non-union employees; Personnel Policy Manual

Karen Bouret/Operations Support Manager 508-376-7040 [email protected]

Town of Mendon Compensation & Classification Study Kimberly Newman, Town Administrator 508-478-8863 [email protected]

Town of Ashland Compensation & Classification Study Michael Herbert, Town Manager 508-881-0100 [email protected]

Town of West Boylston Classification and Compensation Study Nancy Lucier, Town Administrator

N [email protected] 774-261-4088

Town of Edgartown Classification and Compensation Study Kim Lucas, Human Resources Director* 508-627-6150 [email protected] *Kim implemented the plan in Edgartown, after replacing the HR Director; she was also the coordinator

for a project with the Collins Center for the Town of Tisbury, her previous position

Town of Easton Three different classification studies, including two surveys Analysis of shared Human Resources with School Department

Mary Southworth, Human Resources Manager 508-230-0510 [email protected]

Town of Worthington Classification and compensation study Margaret A. O'Neal -Executive Assistant to the Selectboard 413 238-5577 ext. 100 [email protected]

7

Bates # 018

Mary Flanders Aicardi Shrewsbury, MA

BACKGROUND

Mary is an experienced human resources and labor relations professional who began her public sector career when she was a graduate student working as a Labor Relations Graduate Intern for the Massachusetts Highway Department. Since then, she has worked for a variety of organizations in management roles and as a consultant. She brings 25+ years of experience to her work. Since beginning with the Collins Center for Public Management in 2009, Mary has grown the human resources practice from recruitments and organizational studies to a fullservice human resources practice including recruitment, classification and compensation studies, training and development, executive coaching, and human resources structural and policy reviews.

WORK EXPERIENCE

• Lead Associate for HR, Collins Center for Public Management 2009 - Present

• Independent Human Resources & Labor Relations Consultant 2004-2009

• Interim Human Resources Director, Lasell College, Newton, MA 2010

• Human Resources Consultant/ Interim HR Director, Town of Braintree 2008- 2009

• Personnel Director, Town of Watertown, MA 1995 - 2004

• Asst. Personnel Director, Town of Barnstable, MA 1992 - 1995

• Employee Relations Management Intern, Town of Wellesley, MA Summer 1992

• Organizing Apprentice, A.F.S.C.M.E., Dekalb, IL Fall 1991

• Labor Relations/Personnel Management, MA Highway Dept 1990- 1991

• Recruiter of Volunteers, Friends of the Elderly, Roxbury, MA 1987 - 1989

EDUCATION

Diversity and Inclusion Certificate Master of Public Administration Bachelor of Arts, Political Science

TRAINING/CERTIFICATION

Cornell University University of Massachusetts at Amherst University of Massachusetts at Amherst

MCAD Certified Trainer for Discrimination and Sexual Harassment Prevention 2002 Certified as a Train the Trainer in Continuous Quality Improvement (CQI) 1994 Trained as a Union Organizer at the Meany Center in Silver Springs, MD 1991

PROFESSIONAL AND COMMUNITY ASSOCIATIONS

Management Member, Joint Labor Management Committee Elected Town Meeting Member, Town of Shrewsbury Member and former President, Shrewsbury Education Foundation Board Member and Past Chair, Massachusetts Municipal Personnel Association

8

Bates # 019

Purpose: The Town of Southborough Personnel Board. acting through its Board of Selectmen, is requesting quotes from qualified lirms to perform a Classification and Compensation study for 47 nonunion positions listed in Schedule A and C l within Section 20) under the Southborough Salary Administration Plan [See Appendix A for ~ist of titles]. Services arc to include a market survey of comparable communities and a recommended compensation plan with salary ranges, conducting group meetings and interviews as needed, public presentation with the Southborough Personnel 13oard lif requested], developing or reviewing job descriptions for accuracy. reviewing positions for conformance with the FLSA & ADA and creating all work products in Microsoft Word and Microsoft Excel for end user convenience.

Quotation: Having fully examined. read, and in understanding of the specifications for this job and being familiar with all the conditions surrounding the proposed work, the undersigned proposes to complete all work as specified for the price stated below:

A. Analysis of position classification(s), review of salary data gathered by Town officials, evaluation of compensation ranges and recommendation on any updates to classification plan.

Total Price(*) ~ f 0~~ B. Analysis of position classification(s). completion of salary survey, evaluation of compensation ranges and recommendation on any updates to classification plan.

Total Price(*) · (//' /2 DDO (*) this price includes all reimbursable costs including but not limited to: meals. travel. pri11tin1< and supplies.

Print Name & Title of Person f?uly Authori:ted to sign: 1 Cl I _

IV) tt r ~ t!\:·i ( 0-- r c4,, - Le c{cl ft S> ::£J c ~

Signed:

Dated:

Bidder:

Address:

Phone:

Person to contact concerning this bid

The proposal deadline is Wednesday February 8, 2022.

Bates # 020

TOWN OF SOUTHBOROUGH

CORPORAT

ULY6 1 172

REQUEST FOR QUOTATION

CLASSIFICATION AND COMPENSATION STUDY FOR SOUTHBOROUGH NON-UNION POSITIONS

February 2, 2022

Bates # 021

Purpose: The Town of Southborough Personnel Board, acting through its Board of Selectmen, is requesting quotes from qualified firms to perform a Classification and Compensation study for 4 7 nonunion positions listed in Schedule A and C [within Section 20] under the Southborough Salary Administration Plan [See Appendix A for list of titles] . Services arc to include a market survey of comparable communities and a recommended compensation plan with salary ranges, conducting group meetings and interviews as needed, public presentation with the Southborough Personnel Board [if requested], developing or reviewing job descriptions for accuracy, reviewing positions for conformance with the FLSA & ADA and creating all work products in Microsoft Word and Microsoft Excel for end user convenience.

Quotation: Having fully examined, read, and in understanding of the specifications for this job and being familiar with all the conditions surrounding the proposed work, the undersigned proposes to complete all work as specified for the price stated below:

A. Analysis of position classification(s), review of salary data gathered by Town officials, evaluation of compensation ranges and recommendation on any updates to classification plan.

Total Price(*) _$_1_4_,0_0_0 ___ _

B. Analysis of position classification(s), completion of salary survey, evaluation of compensation ranges and recommendation on any updates to classification plan .

Total Price(*) $17,500 /*J This price includes all reimbursable cosrs including but nor limited lo: meals. travel. printing and supplies.

Print Name & Title of Person Duly Authorized to sign: Judith Schmittgens

Dated: 2-8-22

Bidder:GovHR USA

Address: 630 Dundee Rd., #225, Northbrook, IL 60062

Phone: 84 7-380-3238

Person to contact concerning this bid Joellen Cademartori, CEO

The proposal deadline is Wednesday February 8, 2022.

Bates # 022

The Chief Procurement Officer will review all proposals and final selection will be based on an evaluation by the Personnel Board of the information/materials required.

Questions may be addressed to:

Town Administrator Mark Purple Town of Southborough 17 Common Street Southborough, MA O 1772 508-485-0710 mpurple(alsouthboroughma.com

The Town of Southborough is an Equal Opportunity Employer and supports Veterans, Women and Minority Owned Business Enterprises.

Bates # 023

APPENDIX A

LIST OF POSITIONS TO BE INCLUDED IN PAY AND CLASS/FICA T/ON STUDY

Administrative Assistant

Assistant Director, Youth & Family Services

Assistant Library Director

Assistant Town Accountant Assistant Town Administrator

Assistant Town Clerk

Assistant Treasurer/Collector I

Building Commissioner

Business Administrator I I

Business Administrator II

Business Assistant

Conservation Agent

Deputy Assessor

Director of Facilities

Director of Recreation Director, Council on Aging

Director, Youth & Family Services

Economic Development Coordinator

Election Worker

Election Warden

Electrician Executive Assistant to the Board of Selectmen

IT Manager

Library Assistant

Library Associate Library Director

Library Page

Library Technician

Maintenance Technician

Maintenance Custodian

Nurse Outreach Coordinator

Police Business Administrator

Police Lieutenant

Police Dispatcher Program Coordinator

Program Manager, COA Public Health Director Seasonal Laborer Senior Library Assistant Senior IT Specialist Technical Specialist Town Accountant Town Planner Youth Services librarian

Bates # 024

66 Main Street, Suite B Plymouth, NH 03264

International Drive Portsmouth, NH Municipal

Resources, Inc.

RESPONSE TO SOUTHBOROUGH, MA


FOR

CLASSIFICATION AND COMPENSATION STUDY

Telephone: (603) 279-0352 Toll Free: (866) 501-0352

[email protected] www.mrigov.com

February 8, 2022 via email: [email protected]

Mr. Mark Purple, Town Administrator

Town of Southborough

17 Common Street

Southborough, MA 01772

RE: Classification and Compensation Study

Dear Mr. Purple:

Thank you for the opportunity to submit our Proposal to provide a Classification and

Compensation Study encompassing approximately 47 non-union positions. Municipal

Resources, Inc., is delighted by the prospect of working with you. Enclosed please find the

proposal. Upon award MRI will submit any additional documents required. Thank you again

and please contact me if you have any questions.

Best regards,

fa,u,/,,,ff..~

Carol M. Granfield, ICMA-CM

Senior Management Consultant

Director of Human Resource Services

Bates # 025

66 Main Street, Suite B Plymouth, NH 03264

Telephone: (603) 279-0352 Toll Free: (866) 501-0352

International Drive Portsmouth, NH Municipal

Resources, Inc.

RBPONSETOSOUTHBOROUGH,MA


FOR

CLASSIFIATION AND COMPENSATION STUDY

FOR NON-UNION POSITIONS

FEBRUARY 2022

[email protected] www.mrigov.com

The Town of Southborough, MA is requesting quotations from qualified consultants for a Classification and Compensation Study. The proposal request covers approximately 47 nonunion positions.

1. SCOPE OF WORK

MRI understands that the Town's goals and objectives are to assist the Town as follows:

1. Prepare a market survey of comparable communities and recommend a compensation plan with salary ranges.

2. Determine the accuracy of job descriptions to the nature and extent of work being performed. Develop or review job descriptions for accuracy, reviewing positions for conformance with the FLSA and ADA.

3. Determine the appropriateness of listed tasks to title and description.

4. Categorize positions based on degrees of responsibility.

5. Using a market survey and research, determine reasonably competitive salary ranges for all categories.

6. Recommend adjustments to Town job descriptions and pay scales consistent with the results of Objective 5.

Bates # 026

Municipal Resources, Inc. (MRI) proposes to assist the Town of Southborough, MA with an independent review and development of a Classification and Compensation Plan. Our proposal is for approximately 47 non-union positions. In general, the results of this study will include the

following:

• Development of a detailed salary analysis for all positions included in the study. The analysis will include a comparison to the Town's salaries and pay rates.

• Recommendations of a valid process, methodology, and policy to determine pay levels for positions.

• Review of existing job descriptions for completeness and accuracy relative to the various subject positions.

• Develop a Classification Plan and Pay Plan for non-union positions.

• Labor Market Compensation Analysis and Comparisons.

• Job Evaluation rating - Internal Equity/Comparable Worth.

• Classification Forms and Documents.

• Methodology and Implementation Guidelines.

• Implementation Costs.

• Final Report and Findings. Presentation with Personnel Board if requested.

The approach used by the consultants is critical to acceptance of such personnel studies. Municipal Resources, Inc. uses an approach that contributes to broad acceptance and successful implementation of its report recommendations.

Key town officials and employees will be actively involved throughout the entire process.

Municipal Resources, Inc. values the insights of the involved supervisors and employees, and those connected with the human resource function. We encourage thorough input from management, employees, supervisors, and appropriate town officials, and the consultants give careful consideration to their ideas, comments, and suggestions.

Response to RFQ: Southborough, MA- Class & Comp Study Prepared by Municipal Resources, Inc. February 2022

Page 2 (.) l\lunicipal

Resources, Inc. Bates # 027

The client will be updated regularly, and the consultant will meet with the Town Administrator, Personnel Board, and other officials as required by management via phone, in-person, or by video conference to discuss the methodology, the progress, and the results of the study. Throughout the study, MRI will provide regular status reports to the town and will discuss the methodology used, the study's progress, and the results achieved. Upon award, MRI will review the study's objectives and the town's specific requirements to assure they are appropriately addressed by the study.

An extensive review will precede any recommendations.

The consultants anticipate utilizing video conferencing, conference calls, and Zoom interviews as necessary to interview officials and department heads to obtain a practical first-hand picture of the town's overall organization, its positions, and of its relationship to other positions. The interviews provide an opportunity to clarify and enhance information, and to discuss any special issues or circumstances related to the responsibilities, qualifications, and conditions of the positions under review.

Market comparisons will be made with surrounding and comparable communities, and as mutually agreed to with the client, to establish competitive rates of pay. MRI will suggest a list of comparable communities for the study and will consider location, size, scope of services, and complexity when selecting comparables.

Relevant information and records will be analyzed.

As part of the job description review process, appropriate position analysis questionnaires will be distributed to the employees/supervisors as required, with follow-up interviews, as necessary.

A structured methodology and a careful rating process will be used.

We employ a structured methodology that has been proven over the years in our work with municipal, county governments, and school districts. This methodology is comprehensive and flexible, enabling us to meet the full range of the town's requirements thoroughly and carefully. Methodologies on compensation, classification, position rating system, related tools, and guidelines have been developed and enhanced jointly by Municipal Resources, Inc. (MRI) and Human Resources Services, Inc. (HRS). The MRI/HRS Pay and Classification System has been widely used in communities throughout New England, is legally tested and valid, and is nationally recognized through ICMA's leading HR publication and guidebook, Human Resource Management in Local Government: An Essential Guide, 1st, 2nd, and 3rd Editions.

Response to RFQ: Southborough, MA - Class & Comp Study Prepared by Municipal Resources, Inc. February 2022

Page 3 (.l Munkipal


The consultant team uses a point-factor rating system to evaluate the positions in the study. The weighted factors cover such major position characteristics as work environment, responsibility, complexity, education/training/experience, accountability, judgment, physical requirements, and supervision. The rating process helps the consultants to determine comparable worth rankings within the town's workforce. The ratings are then used in conjunction with the comparable salary/wage data to prepare the Classification and Pay Plans. This blended approach assists with ensuring internal and external equity for all positions.

Our approach to determining the relative internal worth among positions includes three steps:

1. Position Analysis: This is a careful and thorough review and understanding of the work being done;

2. Position Description: This is a written record of the important activities and requirements of the work being done; and

3. Position Evaluation: This is a method of evaluating the information that has been collected and described to determine the position's relative worth within the organization.

All recommendations will be specific, practical, and cost conscious.

Municipal Resources, Inc. will take into consideration the political, economic, and functional implications of its recommendations. Our recommendations are specific, practical, cost conscious, and fully capable of being implemented. We appreciate what can and cannot work and understand that what may be right for one organization may not be right for another.

Based upon the method of implementation intended by the town, MRI will prepare an estimate of the minimum cost of implementation of the study's results. The final report will also include specific options for implementation and for future maintenance.

SALARY STUDY

A. General Objectives

The purpose of a compensation and classification study is to attempt to attract and retain qualified employees and eliminate inequities in pay or status. An updated Classification and Compensation Plan can accomplish two important objectives:


Page 4 ,., Municipal


First, it can eliminate the element of subjectivity, which invariably accompanies individual compensation decisions when no plan or guidelines exist or if the current plan is old or outdated.

Second, it can provide managers with a tool for planning staffing requirements, controlling costs, and evaluating performance. While not an exact science, Classification and Compensation Plans represent a formalized procedure for achieving equitable job groupings and equitable pay levels for positions in the town's workforce.

B. Specific Objectives

The consultant team will perform the following tasks:

1. Conduct project orientations and meetings/interviews with the town and key employees.

2. Review and analyze position responsibilities and requirements for all jobs.

3. Complete a comprehensive labor market analysis by collecting and analyzing comparable wage data from surrounding and comparable communities as mutually agreed.

4. Evaluate the positions through "position rating," a point-factor rating system developed and owned jointly by MRI/HRS to evaluate and rank positions.

5. Develop a classification plan.

6. Develop a compensation plan.

7. Develop the town's internal capacities to maintain the Classification and Compensation Plan.

8. Update job descriptions or create new ones as needed for positions included in the study.

9. Prepare a fiscal impact analysis of the study's implementations.

10. Communication of the plan and recommendations to the town.

Response to RFQ: Southborough, MA- Class & Comp Study Prepared by Municipal Resources, Inc.

Page 5 fi,l February 2022

Municipal Resources, Inc.

Bates # 030

At the conclusion of the study, the town will have both immediate recommendations for

appropriate classifications, and salary ranges, and the tools to maintain the Classification and

Compensation system.

C. Scope of Services

The following is a detailed outline of the MRI proposed process.

1. Orientation Process/Meeting

a.

b.

Discussion with town administrator. personnel board. and other key

personnel

This initial discussion would take place prior to beginning work on the

entire project, so that the town may become familiar with the specific

steps to be taken and potential policy questions that may be raised. MRI

will provide a detailed project plan and schedule of activity.

Another purpose for this meeting will be to discuss various pay-setting

systems and methods; to secure information necessary to properly

review the current compensation program; to discuss those areas of

concern which relate to the current and future compensation program;

and to outline and explain the philosophies and approach of MRI.

The consultants will also examine numerous town documents, including

management information, operating budget, annual reports,

organizational charts, job descriptions, classification and pay plans,

benefit program, staffing and staffing trends by classification, policies,

previous studies involving pay and classification, and other internal

documents that are related to the purpose of this study. This information

is valuable in two ways. First, it helps us to commence our work with the

fullest possible knowledge about the town. Second, it provides an

introduction to various issues that we will need to address in the study.

Orientation meeting with employees. supervisors. and officials

The consultant team may conduct orientation meetings with department

heads, employees, and town officials to explain the purpose and the methodology of the entire study. The orientation session gives

employees, supervisors, and officials an overview of the process, and

describes to them the role they play in the process . The consultants will

Response to RFQ: Southborough, MA - Class & Comp Study

Prepared by Municipal Resources, Inc. Page 6 (i.) February 2022

i\lunicipal Resources, Inc.

Bates # 031

2.

3.

4.

5.

describe in detail the point factor rating system used for the study. MRI has found that providing employees with a thorough orientation makes project activities flow more smoothly. The orientation meetings provide a comprehensive communication program to everyone involved with the study.

Position Analysis Questionnaire (PAQ}

Custom position analysis questionnaires are developed and provided to employees to supplement information included in current town job descriptions. At least one employee in each classification should complete a PAQ if needed. This will be determined fo!lowing discussion with the town administrator and review of current job descriptions. The employee's supervisor reviews each questionnaire. The questionnaire is designed to elicit substantial information concerning the position's essential functions, the nature and scope of supervision, the environment in which the employee works, level of confidentiality, the minimum levels of education, training, experience, knowledge, ability, and skill required, and the specific physical and mental demands of the job.

Review of Questionnaires

The consultant team conducts an initial analysis of questionnaires, current position descriptions, organizational charts, and other relevant town documents.

Position descriptions

Recommendations will be made if any of the job descriptions require additional modification, or new ones will be developed.

Apply position rating factors/revised classification plan(s) developed

Having identified and described all the positions, the consultant team then evaluates each position to create an updated classification plan. The consultant team applies job evaluation criteria to all positions and develops a tentative ranking of positions based on internal comparability (this is done individually and by consensus with the consultant team). The rating system compares such factors as work environment, basic knowledge, training and education, problem solving skills and effort, physical skills and effort, experience, interactions with others/customer service, confidentiality, occupational risks, complexity, supervision (received, given, scope), judgment/initiative, accountability, and

Response to RFQ: Southborough, MA- Class & Comp Study Prepared by Municipal Resources, Inc.

Page 7 (i.} February 2022

Municipal Resources, Inc. Bates # 032

guidelines. MRI will establish a recommended grade structure and assign each position to a grade based on total point values. This relates to internal equity.

6. Conduct a comprehensive compensation survey and analysis

7.

MRI will, jointly with the town, identify surrounding and comparable communities which comprise the best available "com parables" for the town. The consultant team collects and analyzes comparative compensation data from other comparable communities. The consultant team will survey and provide upto-date market information on all positions. The market survey addresses external equity.

Typically, our market analysis for compensation includes components such as, but not limited to:

► Salary range for each position surveyed

► Information on the market averages and ranges

► Information on the number of work hours per week/per year for each position surveyed

► Specific information where the responsibilities assigned to a department, or a position are not typical in most organizations surveyed

► Trends in compensation programs offered

► Compensation policies of other organizations

Compensation plan/salary schedule

The consultant team will construct a revised pay schedule within the parameters of the comparative salary/wage data and the town's compensation policies. The pay plan is then linked directly to the classification plan. The consultant team will develop the final updated Classification and Compensation Plan, including guidelines for initial implementations and continuing maintenance. The resulting Compensation Plan will reflect the pay policies, the marketplace, internal job values, and the financial ability of the town to pay at a given level. The

Response to RFQ: Southborough, MA - Class & Comp Study Prepared by Municipal Resources, Inc.

Page 8 (i.) February 2022

Municipal Resources, Inc. Bates # 033

recommendation for the final Classification and Pay Plan is a blend addressing internal and external equity.

8. Draft Findings

MRI will review the results of the Classification and Compensation Plan with town officials, who will have an opportunity to review draft findings for comment and input. Final recommendations will be provided to the town only after appropriate feedback from all parties involved.

9. Meetings

Throughout the study, the consultants will spend considerable time explaining

the methodology, the revisions made to classification descriptions, and the final recommendations regarding the recommended classification and compensation levels. The consultant shall coordinate the completion of the Scope of Services with the town.

D. Final Report

The final report will be provided to the town in hard copy format and electronic copy

format. MRI will provide an electronic copy of the completed plan, materials, and

classification manual. The report will include:

a. A complete and comprehensive labor market analysis by collecting and analyzing salary and wage data and other compensation and workforce data from organizations comparable to the town. This data will be presented in spreadsheet, graphic chart, and narrative format.

b. Recommendations on classification and compensation plans, while ensuring competitive pay rates using data from comparable organizations and internal equity through position rating and grouping.

c. Preparation of a fiscal impact analysis of the study's implementation

d. An action plan covering all findings and recommendations.

e. A project report and methodology which will assist in the day-to-day administration and updating of the plan.

f. Documentation of study procedures, findings, and recommendations.


Prepared by Municipal Resources, Inc. Page 9 (i.) February 2022

Municipal Resources, Inc.

Bates # 034

g. Guidelines and tools for updating the classification plan, accepting new classes, and evaluating reclassification requests.

7. DELIVERABLES

FINAL REPORT MRI will provide the final report in hard copy, together with copies as needed of the final report in pdf format to the town administrator and personnel board.

WORK PRODUCTS Work products will be provided to the client in Microsoft Word and Excel for convenience.

JOB DESCRIPTIONS Updated or new job descriptions will be provided separately to the town in word format.

PAY RANGES/BENEFITS Recommended pay ranges for each category of positions will be provided as appendices in the final report, with narrative in the report discussing the recommendations.

PUBLIC PRESENTATION A public presentation of the results of the study along with recommendations will be provided to the Personnel Board if requested.

TIMELINE

The project timeline for a study this size is approximately four months. The timeframe estimate is to commence within four weeks of signing a contract. A tentative timeline is attached in Appendix A.

NOTE: Timeline may be adjusted in accordance with scope of services modification and agreement between MRI and the town.

8. EXPERIENCE AND QUALIFICATIONS

A. Company Background


Page 10 (.} Municipal


Founded in 1989, the MRI team includes two principals, a staff of eleven full-time professionals, four administrative support staff, ten part-time professionals, and a large group of professional affiliates who are available for consulting services, as necessary.

MRI is committed to providing innovative and creative solutions to the problems and issues facing local governments, school districts, and community-based organizations throughout New England. We are a New Hampshire corporation operating from a primary office in Plymouth, New Hampshire.

Our seasoned management staff can tailor services to specific client needs. Our clients realize that we have been in their shoes; we have the experience, sensitivity, and desire that it takes to develop and deliver services that specifically meet their needs.

Our collective experience in local government operations, coupled with our understanding the realities of today's economic, regulatory, and political environments, gives MRI a unique capability that can significantly help elected and appointed local officials address the problems and challenges of organizing, managing, and delivering core community services.

MRl's municipal government expertise includes the following categories:

• Executive recruitments

• Human Resources Studies (Compensation, Staffing, Audits)

• Assessment Centers and Promotional Process Testing

• Management and operational assessments of departments/agencies

• Reorganization/consolidation studies • Regionalization feasibility studies

• Community and economic development, including land use regulations and control

• Budget and finance

• Public works and engineering

• Assessing

• Collective bargaining

• Internal investigations

• Risk management • Public safety studies, including police, fire, EMS, and emergency

management • Emergency planning and exercises

• Building inspection and code enforcement


Page 11 ,., l\lunicipal


Extensive studies have been conducted in the Human Resources area to include Compensation, Classification and Benefit Studies and development of Performance Appraisals systems, as well as training for numerous communities in Maine, Massachusetts, New Hampshire, and Vermont. Studies involve salary/benefit survey development and analysis; position description review and development; development of Classification and Compensation Plans to include utilization of custom developed rating manual to assist with internal equity of positions.

You will find that we approach every assignment with enthusiasm, responsiveness, creativity, and absolute integrity. We are proud of our 30-year record and reputation for supporting quality local government services in New England.

All Principal Consultants affiliated with the firm have substantial experience in government service, a background which proves beneficial to our clients, as we can fully understand and address the issues and concerns of the officials and decision makers with whom we do business.

We believe that Municipal Resources has the best collection of talent that any consultant can produce at any price. Generally, our affiliates are current or recently retired practitioners in their field. They have held or hold positions at or near the top in their respective fields. All are previous veterans of consulting assignments. They have Regional, and in some cases, National reputations. We believe this team has the ability to provide your organization with a full range of services necessary to successfully address your current needs. While our technical evaluation is done by in-service experts, all our recommendations are carefully considered by our own managers before being put forward for your consideration.

B. Project Team

All team members are available to work on the project during the timeframe outlined in the proposal. This project team worked on projects listed in the Reference Section of this proposal. In keeping with Municipal Resources' hallmark multi-disciplinary approach to problem solving, we plan to use the following team:

PROJECT MANAGER

Carol M. Granfield, /CMA-CM, has a Masters in Administration from Central Michigan University and is one of 1411 ICMA Credentialed Managers in the country. Ms. Granfield is also a graduate of the Senior Executive Institute at the University of Virginia, Harvard JF Kennedy School of Government summer program, Leadership New Hampshire, and Fairfax, and one year of law school at Massachusetts School of Law. She is an adjunct


Page 12 (.) Municipal


professor at Granite State College where she teaches Human Resources and Public Administration. She possesses over 38 years of public sector management experience and 9 years of private sector experience. Ms. Granfield, a native of Pittsfield, Massachusetts, has broad public service experience at the town, city, and county levels of government. Ms. Granfield has served in Town Administrator/Town Manager positions in large and small communities in New Hampshire (Derry, Meredith, Hooksett, Moultonborough), and also as County Manager in Cumberland County, Maine; Town Manager in Dixfield and Kittery, Maine; Director of Administration in Herndon, Virginia; and Personnel Director in Fairfax, Virginia. Ms. Granfield's expertise in Human Resources and Labor Relations includes the establishment of personnel policies; organizational studies; wage, classification, and benefit studies along with union negotiations to include the interest based model. Ms. Granfield is co-author of the ICMA e-book, Performance Appraisal Fundamentals: A Quick Guide to Fair, Consistent, and Useful Performance Appraisals. Ms. Granfield has participated in many successful public sector executive recruitment projects and has also conducted strategic planning, goal setting, and team building programs in NH, ME, and VA communities. She has also developed and implemented positive career development and training programs for employees of several municipal organizations. Ms. Granfield has given presentations at national conferences of the ICMA, the International Public Management Association for Human Resources, and at state conferences in VA, MA, ME, and NH. She was previously adjunct faculty at George Mason University. Ms. Granfield has served on many professional and civic boards to include the Public Employee Labor Relations Committee; ICMA Credentialing Board; NH Local Government Board, Maine Municipal Association Advisory Board, Belknap County Economic Development Commission, Derry Planning Board, and is Past President of the NH Management Association, IPMA-HR-Virginia, Dixfield Economic Development Organization, and the Derry Village Rotary. Ms. Granfield is also appointed by the Governor to the NH Public Employee Labor Relations Board.

TEAM MEMBERS

Aleksandra (Sandy) Stapczynski holds a Master's Degree in Public Administration (MPA) from the Sawyer Business School, Suffolk University; a Bachelor's Degree in Government from the College of Liberal Arts and Sciences, Suffolk University; an Associate's Degree in Business from Bunker Hill Community College; and a Certificate from the State Management Development Program, Institute for Governmental Services, University of Massachusetts, Boston. She has more than 25 years of local government consulting experience in Massachusetts and throughout New England. As a recognized contributor in the field, she has been published in a number of local and national professional journals and municipal management publications including the International City/County Management Association and the Massachusetts Municipal Association. Her work has also been cited in other human resource professional publications and


Page 13 (.) Municipal


municipal related research. Her experience covers a wide range of activities including compensation and classification development, performance management, retention, staffing reviews, HR audits and assessments, recruitment/selection and more. She has also conducted general management consulting projects for municipalities including reorganization studies, department specific studies, and studies concerning municipal finance and operations. Sandy owns and operates a boutique consulting company focusing on Human Resource Management in Massachusetts and has served as a Senior Associate and subject expert advisor on projects with Municipal Resources, Inc. since 2012.

Anthony J. Torrisi received his undergraduate degree from Boston College and a Master's Degree in Business Administration from Northeastern University. Anthony has over 38 years of experience in Massachusetts municipal finance and administration, having retired in 2011 as the Director of Finance and Budget for the Town of Andover, a position he held since 1979. In his role in Andover he was responsible for the financial planning and budgeting for the Town ($150 million budget) and overseeing the offices of Tax Collector-Treasurer, Assessing, Purchasing, Information Systems, and Insurances/Benefits report directly to him. Prior to 1979, Anthony worked for 4 years as a budget assistant in the City of Worcester, Massachusetts and was employed by the Town of Danvers from 1972-1974 while pursuing his graduate degree. Mr. Torrisi has broad experience in both municipal finance and human resource along with extensive experience in budget preparation, capital planning, debt management, and financial planning. He has had responsibility for the implementation of many financial and systems improvements and has also had major general government experience with two lengthy appointments as Acting Town Manager while the Board of Selectmen conducted Town Manager recruitment processes.

See resumes on the project team in Appendix B.

9. CLIENT REFERENCES

A list of relevant consulting assignments similar to the requested services in Southborough, which have been conducted within the last three (3) years with the same project manager and consulting team members as proposed. See Appendix C.

10. QUOTATION

Having fully examined, read, and in understanding of the specifications for this job and being familiar with all the conditions surrounding the proposed work, the undersigned proposes to complete all work as specified for the price stated below:


Page 14 (i.) Municipal


A. Analysis of position classifications, review of salary data gathered by Town officials,

evaluation of compensation ranges and recommendation on any updates to

classification plan.

Total Price (*) $16,450

B. Analysis of position classifications, completion of salary survey, evaluation of

compensation ranges and recommendation on any updates to classification plan.

Total Price (*) $18,800

(*) this price includes all reimbursable costs including but not limited to: meals,

travel, printing and supplies.

Respectfully submitted,

MUNICIPAL RESOURCES, INC.

Bv:GW~cjj \

Alan S. Gould, President Municipal Resources, Inc. 66 Main Street, Suite B Plymouth, NH 03264 (603) 279-0352 (603) 765-5998 Cell agould@m rigov .com www.mrigov.com

Person to contact concerning this bid:

Carol M. Granfield. [email protected], (603)279-0352 X316; cell (603) 548-7201


Prepared by Municipal Resources, Inc. February 2022

Page 15

{.} Municipal

ResourcesJ Inc. Bates # 040

APPENDIX A

Municipal Resources

Inc.

Bates # 041

Planning/Meeting/Interviews

Project planning, organizational meeting with client;

orientation/group meetings and interviews

Data Collection and Review

Collect/review town information; Prepare survey/data collection & Analysis; follow-up with communities

Needs Assessment

Preliminary results/review issues with client; analysis,

findings of market; Draft review/update with client

Class/Comp & Job Description Review

Review of PAQs and job descriptions, Implementation

costs, update plans

Final Report Preparation/Presentation

Prepare report, revision, submission/presentation

Project Schedule

Target

Target

Target

Target Target

Target Target Target

Target Target Target

Target Target

Bates # 042

APPEND/XS

Municipal Resources

Inc ..

Bates # 043

Carol M. Granfield 95 Pease Road

Meredith, NH 03253 (603) 548-7201

[email protected]

Professional Experience

Senior Management Consultant, Director of Human Resource Services Municipal Resources Inc., Plymouth, NH November 2008 to Present Perform consultant work for organizations primarily in the public sector, to include management and organizational studies, human resource policy and programs to include wage and classification studies, executive recruitment, personnel policies; provide interim manager assignments along with varied professional, technical and management assistance.

Site Visitor- NASPAA - Commission on Peer Review and Accreditation 2018 to Present Conduct a team peer review of public administration master's programs seeking accreditation.

Facilitator - ICMA - Emerging Leaders Development Program, 2018 to Present Human Resource Management in Local Government

Interim Town Manager, Eliot, ME, April - October 2021 Interim Town Manager, Kittery, ME, March- November 2016 Interim Town Manager, Moultonborough, NH, May - September 2015

Adjunct Professor Granite State College, University of NH, Concord, NH January 2014 to Present Professor for online classes specializing in Human Resource Administration and Introduction to Public Management.

Town Administrator, Hooksett, NH December 2008 to June 2011 Responsible for the overall management of the Town located at the crossroads of major roads to the largest New Hampshire City, Manchester, and the State Capitol of Concord. Hooksett has a daytime population of 25,000. Serve a nine-member Town Council with a Council-Manager form of government.

Town Manager, Meredith, NH, January 2004 to October 2008 Responsible for the management of a tourist town on Lake Winnipesaukee with a seasonal population of 30,000+. Serve a five-member Board of Selectmen with a Town Manager form of government.

Town Administrator, Derry, NH, November 1998 to December 2003 Responsible for the overall management of the Town that is a fast-growing community, outside of Boston , with a population of 35,000 (4th largest in the state). Serve a seven-member Town Council with a Council-Manager form of government.

Bates # 044

County Manager, Cumberland County, ME, November 1995 to November 1998 First County Manager in the State of Maine for the largest County with a population of 250,000 serving 26 cities and towns. Responsible for the overall management of the County operations.

Town Manager, Dixfield, ME, November 1993 to November 1995 Responsible for overall management of the Town, and oversight of all department operations. Serve a five-member elected board of Selectmen and have a Town Meeting form of government.

Director of Administration, Herndon, VA, March 1989 to November 1993 Responsible for the development and operation of a comprehensive Administration and Human Resources Program. Assistance to the Town Manager on varied Town programs and projects.

Personnel Director, Fairfax, VA, 1978 to March 1989 Responsible for the development and operation of a comprehensive personnel management program for Fairfax Employees located at various sites.

Assistant City Clerk, Fairfax, VA, 1973 -1978

Responsible for staffing the Planning Commission, Board of Zoning Appeals and Board of Architectural Review. Acts as City Clerk in absence.

Administrative, Professional Positions, 1965 -1973 Varied positions during this period at the following locations: General Electric, Pittsfield, MA; Wells Fargo Bank, Merced, CA; Planning Research Corporation, McLean, VA and Sanders Associates, Inc., Reston, VA.

Education

Leadership New Hampshire Graduate - Class of 2003 Massachusetts School of Law, completed the first year in 2001 Harvard University, John F, Kennedy School of Government, summer 1997 Leadership Fairfax Graduate, Fairfax County Chamber of Commerce, 1993 Master of Science, Central Michigan University, 1991, Major, Administration Senior Executive Institute Graduate, University of Virginia, 1990 Bachelor of Arts Degree, National Louis University, 1986, Major, Applied Behavioral Science

Awards, Recognitions, Presentations, Professional/ Community Organizations

NH Public Employee Labor Relations Board, Management Representative ICMA Credentialing Board ICMA Webinars on Management and Human Resource Topics Co-author of ICMA e-book, Performance Appraisal Fundamentals Producer/Host of Public Access TV Programs, Magic of Meredith, Lakes Region Spotlight NH Heritage Preservation Awards; Plan NH Award; Main Street Awards ICMA Local Government Exchange -Australia; IPMA Study Delegation - England, Scotland American in Bloom Champion ICMA Credentialed Manager (one of 1411 Managers) Presentations to National/International Associations; ICMA, IPMA-HR, IACP Prior President of Derry Rotary, NH Managers, IPMA, Virginia

Bates # 045

ALEKSANDRA E. ST APCZYNSKI

PROFESSIONAL EXPERIENC[:

Human Resources Services, Inc., Andover, Massachusetts President, Established 1989; Incorporated 1998 to present.

Established recognized consulting practice in human resource management to local governments. Assists local governments in strengthening their management capacity by providing a full range of personnel services which include: classification and compensation plans; job evaluations; salary and benefits analysis; job descriptions; performance-evaluation and merit systems; personnel ordinances/bylaws; personnel policies, rules and regulations; organizational design of personnel systems; personnel assessments; staffing and utilization studies; HR audits; recruitment and selection; and general management studies. Conducts management training programs tailored to the specific human resource needs of the municipality. Has provided services to more than 250 local governments. Expert knowledge of procedural and practical approaches to municipal personnel systems. Theoretical and practical background in municipal government.

Field Services Division (later renamed to MMA Consulting Group),

Massachusetts Municipal Association, Boston, Massachusetts

Management Consultant, 1984 to 1988. Assisted local governments in full range of activities related to personnel management. Provided technical assistance to all MMA Massachusetts cities and towns in a variety of areas of personnel administration including: pay and classification; salary surveys; recruitment and selection;

performance evaluation; benefit packages; staffing plans; merit systems; affirmative action; personnel ordinances and bylaws, policies and procedures; and personnel-system reviews.

Provided technical assistance for consulting projects in other areas of municipal administration

such as budget preparation and organizational studies. Also served as program director of

Violation Control System (V ACS), responsible for marketing and administration of a

computerized parking-ticket processing service used by more than 80 local governments and educational institutions. As a professional consultant with the MMA, was part of a distinctive

consulting team that pioneered technical assistance to municipalities in general organizational management, finance, personnel, computer technology, public safety, public works, and training.

Commonwealth of Massachusetts, Department of Revenue, Boston, Massachusetts

Supervising Financial Analyst, 1982 to 1984.

Coordinated functional activities associated with budget preparation and financial reporting.

Developed financial data in response to Commissioner and Deputy Commissioner needs. Monitored departmental budgets totalling approximately $140-million. Assisted in the

preparation of GAAP reports for the State Comptroller's Division . Developed and implemented

strategic methodology to secure millions of dollars in Federal reimbursements to the

Commonwealth for eligible expenditures. Assisted in the development, training and implementation of Office Automation systems. Performed special studies in such areas as

overtime analysis, long-range plans and operational procedures.

Bates # 046

Bunker Hill Community College, Charlestown, Massachusetts Adjunct Professor of State and Local Government, 1984. Taught one semester of required State and Local Government Course Department Head: Mr. Richard Clayman

Commonwealth of Massachusetts, Department of Revenue, Boston, Massachusetts Graduate Intern, Management Resources Division, 1982.

As a special projects coordinator, devised and implemented a cost-allocation system to analyze applicable expenditures by bureau and division. The system was used as a key management tool for identifying and obtaining Federal reimbursements. Also worked on other special projects such as a procedures manual, program-accounting system, methodologies, inventories and statistical reports.

RELATED PROFESSIONAL ACTIVITIES: Speaker on personnel administration in local government before meetings of the Massachusetts

Municipal Association, the Massachusetts Municipal Personnel Association, and the New

Hampshire Local Government Center. Topics have included Compensation and Classification,

Benefits Administration, Human Resources, Recruitment and Selection, Regionalization,

City/School Consolidations, Personnel Policies and Handbooks.

Has guest lectured on Organizational Effectiveness at Suffolk University in MPA program under

Professor Francis Burke. Serves as Visiting Executive at Sawyer Business School.

PUBLICATIONS: Contributing author to the International City/County Management Association's leading

publication (textbook) in personnel administration, Human Resource Management in Local Government: An Essential Guide (1'1, r', and 3"1 Editions). Has contributed to articles that had

appeared in The Beacon and other MMA publications. Authored ICMA's IQ Report, Staffing and

Utilization Studies, 2004.

PROFESSIONAL MEMBERSHIPS: Economic Research Institute Massachusetts Municipal Association Massachusetts Municipal Personnel Association Society for Human Resource Management (SHRM)

EDUCATION: Masters in Public Administration, Sawyer Business School, Suffolk University, Boston - 1983 Awarded Full Public Service Graduate Fellowship. Area of Concentration: Public Finance.

Bachelor of Science in Government, School of Liberal Arts, Suffolk University, Boston - 1981

Associates Degree, Business, Bunker Hill Community College - 1978

Certificate in State Management Development Program, Institute for Governmental Services, University of Massachusetts, Boston - 1984

Bates # 047

ANTHONY TORRISI • 910-111-3031 •

Summary ---- - -- - ----··- ---·--,---

Retired Massachusetts municipal finance director with broad municipal experience Strong skills in financial management and budget development; debt management; revenue/expenditure analysis and forecasting; enterprise rate setting; capital planning; organizational development and process improvement; pay and classification plans, total compensation and employee benefits analysis. Excellent working relationships with Town Managers, Boards of Selectmen, Finance Committees and School Committees

Currently working part-time since 2011 as a private consultant in the area of pay and classification, total compensation and wage and benefit studies. In addition, employed as a part time staff associate with the Edward J. Collins Center for Public Management/ UMass Boston providing cities and towns with financial forecast, financial management policies and capital improvement studies.

Full Time Professional Experience

1979- 2011

DIRECTOR OF FINANCE AND BUDGET /TOWN OF ANDOVER Responsible for the overall financial planning and management of the town. Oversaw the offices of Assessing, Tax Collector/Treasurer, Information Technology and Central Purchasing. Prepared the annual budget and capital improvement plan. Developed revenue enhancements, water and sewer rate setting studies, debt management and bond rating agency presentations. Prepared cost benefit analysis for collective bargaining, health insurance or other proposals. Serve as Acting Town Manager as required during Town Manager absence or vacancy.

1974- 1979

BUDGET ASSISTANT/CITY OF WORCESTER Provided staff support to city finance director in preparation of city budget and capital plan . Provided staff support to city director of community development and planning for grants management and grantee audits

1972- 1974

ADMINISTRATIVE INTERN Provided staff support to town manager. Served as acting assistant town manager/personnel director/purchasing agent. Prepared annual budget.

Education --- - ---------- ------ --· - ---·

1974- NORTHEASTERN MBA UNIVERSITY 1971----BOSTON COLLEGE BA

Bates # 048

,

APPENDIXC

Municipal Resources

Inc ..

Bates # 049

MRI REFERENCES

The following projects took place during the past ten years to present, with Carol Granfield as the Project Manager and Senior Principal Consultant:

Andover Schools, MA Classification and Compensation Study (Secretaries Association) Candace Hall 36R Bartlet Street Andover, MA 01810 (978) 623-8961; [email protected]

Auburn, ME Wage/Classification Study and Development of Performance System Peter Crichton, City Manager/Christine Mumau,Human Resource Director 60 Court Street Auburn, ME 04210 Peter: (207) 333-6601 ext. 1221; [email protected] Christine: (207) 333-6601 ext. 1416; [email protected]

Augusta, ME Pay Study Raphael E. St. Pierre, Assistant City Manager 16 Cony Street Augusta, ME 04330 (207) 626-2300; [email protected]

Barrington, NH Compensation Study Conner Maciver, Town Administrator 333 Calef Highway Barrington, NH 03835 (603) 664-7395; [email protected]

Bangor, ME Pay Scale and Benefits Study Lori Bagley, Human Resources Officer 73 Harlow Street Bangor, ME 04401 (207) 992-4265; [email protected]

1

Bates # 050

Campton-Thornton Fire Rescue Wage and Classification Study. Kelly Bolger, Fire Commissioner [email protected]; (948)-809-3192 Chief Dan Defosses; [email protected] P.O. Box 1258 Campton, NH 03223

Candia, NH Pay and Classification Study Carleton Robie, Chair of Board of Selectmen (603) 483-8101 74 High Street Candia, NH 03034

Chittenden County Regional Planning Commission

Wage and Classification Study Charlie Baker, Executive Director [email protected] 110 W Canal St. #202 Winooski, VT 05404 (802) 846-4490 ext. 23

Cumberland County, Maine Personnel Classification and Compensation Study. Created performance evaluation system and provided training. Peter Crichton, County Manager (currently City Manager in Auburn, ME) 142 Federal Street (207) 333-6601 Portland, ME 04101 (207) 871-8380

Dalton, MA Pay and Classification Study Tom Hutcheson, Town Manager 462 Main Street Dalton, MA 01226 (413)684-6111 ext. 201 [email protected]

Danvers, MA Human Resources Audit Steve Bartha, Town Manager One Sylvan Street

2

Bates # 051

Danvers, MA 01923 (978) 777-0001 x3031

Derry Public Library, Derry, NH

Classification and Compensation Study Kristen Mari, Board of Trustee Chair

64 E. Broadway Derry, NH 03038 [email protected] (603)-233-3467

Exeter, NH Wage and Classification Study. Russell Dean, Town Manager 10 Front Street Exeter, NH 03833 (603) 777-1514

Fitzwilliam, NH Wage and Classification Study. Debbie Favreau, Town Administrator P.O. Box 725 13 Templeton Turnpike Fitzwilliam, NH 03447 (603) 585-7723

Franklin Regional Council of Governments MA Wage and Classification Study Linda Dunlavy, Executive Director 12 Olive Street, Suite 2 Greenfield, MA 01301-3351 (413) 774-3167 ext. 103

Fremont, NH Classification and Pay Study Heidi Carlson, Town Administrator P. 0. Box 120 Fremont, NH 03044 (603) 895-2226 ext. 10

Grantham, NH Pay and Classification Study Melissa White, Town Administrator

3

Bates # 052

300 Route 10 South Grantham, NH 03753 (603) 863-6021

Greater Lawrence Technical School MA Compensation and Classification Study. John Lavoie, Superintendent 5 7 River Road

Andover, MA 01810 (978) 686-0194 ext. 1014

Goffstown, NH Wage and Classification Study. Derek Horne, Town Administrator 16 Main Street Goffstown, NH 03045 (603) 497-8990

Hamilton, MA Analysis of 13 positions; Wage and Classification Michael A. Lombardo, Town Manager; Joseph Domelowicz, Jr. (current) P.O. Box429 577 Bay Road Hamilton, MA 01936 (978) 626-5201

Fall Mountain Regional School District, SAU 60 Wage, Classification and Organizational Study Lori Landry, Superintendent; James Fenn, Business Manager P.O. Box 720 Langdon, NH 03602 (603) 835-0006

Groton, NH Wage and Classification Study Sara Smith Administrative Assistant 754 North Groton Road Groton, NH 03241 (603) 744-9190

Hampton, NH Wage and Classification Study Jamie Sullivan, Deputy Town Manager

4

Bates # 053

100 Winnacunnet Road Hampton, NH 03842 (603) 758-03842 [email protected]

Hinsdale, NH Wage and Classification Study Jill Collins, Town Adm.inistrator

P.O. Box 13 11 Main Street Hinsdale, NH 03451 (603) 336-5710, ext. 11

Lebanon, NH Wage and Classification Studies, 2018 and 2019 Gloria Leskiewicz, Human Resources Director (603) 448-0683 [email protected]

51 N. Park Street Lebanon,NH 03766 (603) 448-4220

Lincoln, NH Classification, Compensation and Benefits Study Alfred "Butch" Burbank, Town Manager P.O. Box 25 148 Main Street Lincoln, NH 03251 (603) 745-2757

Manchester by the Sea, MA Human Resources Audit and Implementation Performance Appraisal Design and Training Gregory Federspiel, Town Administrator 10 Central Street Manchester by the Sea, MA 01944 (978) 526-2000

Manitou Springs, CO Salary Decompression Study and Position Classification Jason Wells, City Administrator 606 Manitou Avenue Manitou Springs, CO 80829 (719)685-2626 [email protected]

5

Bates # 054

Merrimack Public Library, NH Wage and Classification Study Yvette Couser, Library Director 470 Daniel Webster Highway Merrimack, NH 03054 (03)424-5021, ext. 108

Milton, MA Reclassifications on a continuous basis of union positions Paige A. Eppolito Assistant Town Administrator, HR Director 525 Canton Avenue Milton, MA 02186 (617) 898-4848 [email protected]

Minuteman Regional Vocational Technical School School District and Human Resource Organizational and Service Delivery Review 758 Marrett Road Lexington, MA 02421 Kevin Mahoney, Assistant Superintendent for Finance (781) 861-6500 ext. 7220 [email protected]

Newport, NH Classification, Compensation, Benefits Study Hunter F. Rieseberg, Town Manager 15 Sunapee Street Newport, NH 03773 (603) 863-1877 Email: [email protected]

North Hampton, NH -Wage Range Analysis Bryan Kaenrath, Town Administrator 233 Atlantic Avenue North Hampton, NH 03275 (603)964-8087; [email protected]

Orleans, MA-Comprehensive Classification & Compensation Study Liana Surdut, Assistant Town Administrator

6

Bates # 055

19 School Road Orleans, MA 02653 (508) 240-3700 ext/2312; [email protected]

Pembroke, NH Pay and Classification Study. 46 Positions David Jodoin, Town Administrator

311 Pembroke Avenue Pembroke, NH 03275 (603) 485-4747, ext. 202 djodoin@pembroke-nh .com

Portsmouth, NH Pay and Classification Study Kelly Harper, Human Resources Director 1 Junkins Avenue Portsmouth, NH 03801 (603) 427-9995 kaharper@cityofportsmouth .com

Rochester, NH Wage and Classification Study

Blaine Cox, City Manager; Diane Hoyt, Human Resources Director 31 Wakefield Street Rochester, NH 03867 Blaine, (603) 332-2130, [email protected] Diane, (603) 335-7503, [email protected]

Saco, ME Compensation and Classification Study

Bryan Kaenrath, City Administrator; Emily Roy, Human Resources Director 300 Main Street Saco, ME 04072 Bryan, (207)282-4191, [email protected] Emily, (207)710-5002, [email protected]

Salem, NH Wage and Classification Study Anne Fogarty, Human Resources Director [email protected] 22 Geremonty Drive Salem, NH 03079 (603) 890-2311

7

Bates # 056

Seabrook, NH Development of Personnel Policy, Employee Handbook and Personnel Software Review/Recommendation William M. Manzi, Town Manager, Kelly O'Connor, Deputy 99 Lafayette Road Seabrook, NH 03874 (603) 474-3252 [email protected]; [email protected]

Sullivan County, NH Wage, Classification and Benefits Study Jane Jantz, Human Resources Director [email protected] 5 Nursing Home Drive Claremont, NH 03743 (603) 542-9511 ext. 216

Tewksbury, MA Classification and Pay Study Richard Montuori, Town Manager, Teresa Belanger, HR Director [email protected] Town of Tewksbury 1009 Main Street Tewksbury, MA 01876 (978) 640-4488

Thornton, NH Classification and Pay Study Tammie Beaulieu, Town Administrator 16 Merrill Access Road Thornton, NH (603) 726-8168

Walpole, NH Market Compensation Study Steve Dalessio, Chair of the Board of Selectmen 34 Elm Street Walpole, NH 03608 (603) 542-8884

Windham, NH Classification, Compensation and Benefits Study Paula Carmichael, Human Resources Director

8

Bates # 057

(603) 432-7732 ext.3004;[email protected] 3 North Lowell Road Windham, NH 03086

Wolfeboro, NH Classification, Compensation and Benefits Study David Owen, Town Manager; Jeff Urquhart, HR Manager [email protected] [email protected] 84 South Main Street Wolfeboro, NH 03894 (603) 569-8161

Carol Granfield has worked with Human Resources Services, Inc., as a Strategic Partner on studies in the

following MA communities:

Acushnet Carlisle Provincetown

Amherst Framingham Shirley

Arlington Foxborough South Hadley

Belchertown Harvard Topsfield

Belmont Holyoke Truro

Boston Water & Sewer Commission Lexington Upton

Bridgewater Littleton Wenham

Boxford Lowell Weston

Brookline Northbridge West Tisbury

Burlington North Middlesex Reg. School Watertown

Cape Cod Commission Plymouth Norfolk

9

Bates # 058

Survey from the Personnel Board - Section 11 of SAP

Q 1 How many years have you worked for the Town of Southborough? Answered: 38 Skipped: 0

0 to 5

6 to 70

77 to 75

16 to 20

20 +

0% 70% 20% 30% 40% 50% 60% 70% 80% 90% 700%

ANSWER CHOICES RESPONSES

0 to 5 36.84% 14

6 to 10 23.68% 9

11 to 15 13.16% 5

16 to 20 7.89% 3

20 + 18.42% 7

TOTAL 38

1/9 Bates # 059


Q2 How many weeks of vacation do you currently accrue per year? Answered: 38 Skipped: O

Two

Three

Fou r

Five

Six

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Two 21.05% 8

Three 26.32% 10

Four 26.32% 10

Five 10.53% 4

Six 15.79% 6

TOTAL 38

2/9 Bates # 060


Q3 Do you feel like the amount of vacation time you are allowed to accrue each year is appropriate compared to your peers in other communities?

Answered: 36 Skipped: 2

Yes

No

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


69.44% Yes

No

TOTAL

#

1

2

3

4

5

6

7

30.56%

COMMENT

The norm for a department head and with over 20 years of municipal experience is 4-5 weeks.

I definitely feel the vacation time is comparable to other communities. I came from an employer that had the same system in place as the Town of Southborough

Yes.

yes, as far as I know it is comparable

This is potentially taking away a benefit during a time when it is difficult to find employees, especially in the public sector where the salaries and benefits are not comparable to the private sector .

Would like 3 weeks a year

It would be a great benefit to accrue a little bit more. Also, five years is a long time to wait to accrue 3 weeks.

3/9

DATE

2/16/2022 2: 16 PM

2/15/2022 2:03 PM

2/14/2022 11:50 AM

2/11/2022 11:43 AM

2/11/2022 9:17 AM

2/11/2022 8:27 AM

2/11/2022 7:49 AM

25

11

36

Bates # 061


Q4 In terms of vacation carryover to the fallowing fiscal year, which option do you prefer?

Current system where amount ...

Effective July

1, 2023 • Al ...

I have no preference

0%

Answered: 38 Skipped: O

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Current system where amount accrues throughout the year and up to one year's worth of accrual can be carried over.

Effective July 1, 2023 - All vacation granted at beginning of fiscal year with option to carry not more than one week to the following fiscal year. (Note in this option all historic vacation earned will be allowed to be carried until it would expire in the existing system)

86.84%

10.53%


TOTAL

#

1

2

3

4

5

6

7

COMMENT

If the policy will be changed - I believe that the current employees should be grandfathered in and new SAP employees should begin with the new system. This system was agreed upon as we entered began our employment for the Town of Southborough.

how does ones time "expire" under the existing system?

Restricting SAP employees to only carry over one year is inconsistent with some of the current union contracts. I think there should be more parity among town employees.

Given the two choices , I would prefer to keep the current system for vacation carryover. Although, I would not be opposed to the second option, if the carryover portion of said option were to be tweaked. What I would like to see is all vacation being granted at the beginning of the fiscal year, with the option to carry over the greater of 2 weeks or 50% of the amount of vacation time an employee earns in a year. I feel this would be a good middle ground between the employees and the Town.

I don't know why a change in employee vacation time is under review. Was this system abused by employees? I'm a little confused as to why employees are being suNeyed about this at all.

current employees should be allowed to keep the terms they were hired under.

Carry over what we earned and any additional time up to a week or more- example 3 weeks of earned time plus one week of earned time

4/9

2.63%

DATE

2/15/2022 2:03 PM

2/15/2022 8:34 AM

2/14/2022 3:12 PM

2/14/2022 12:30 PM

2/14/2022 11:50 AM

2/11/2022 11:43 AM

2/11/2022 9:17 AM

33

4

1

38

Bates # 062


8 It can be challenging in a municipal setting to sometimes takes vacations. For permitting 2/10/2022 4:50 PM

boards , the revolving amount of meetings leaves little down time in which we can feel "safe" to

take time off - especially for those in one person departments.

5/9 Bates # 063


Q5 Would your answer to question 4 change if you were only allowed to carry one week from one fiscal year to the next under the current system?

Yes, I would then want ...

No, I already chose option B

No, I would be OK with the ...


Comment


0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES

Yes, I would then want vacation to be granted at the beginning of the fiscal year

No, I already chose option B

No, I would be OK with the existing system subject to the change of a one week carryover.


Comment

TOTAL

#

1

2

3

4

5

6

7

8

COMMENT

no

It seems as though I being given only one option if you're taking away the option of the old system. So, by posing the question in this way, you can point to it and say, see everyone is okay with the new proposal.

Would prefer system in place

Please refer to my comment under question number 4.

This question is confusingly worded. There should be an option for keeping the current benefit and not changing it all.

Current employees should not experience any changes.

Leave current system as is and makes changes for new employees! 11

No I would NOT be ok with any change. I personally do not feel that one week is enough time to carryover. The older we get the more our time is valued, and our vacation may need to be

6/9

RESPONSES

37.14%

14.29%

2.86%

8.57%

37.14%

DATE

2/15/2022 12:01 PM

2/15/2022 8:34 AM

2/15/2022 7:26 AM

2/14/2022 12:30 PM

2/14/2022 11:50 AM

2/14/2022 9:10 AM

2/14/2022 8:54 AM

2/11/2022 11:23 AM

13

5

1

3

13

35

Bates # 064

9

10

11

12

13


tapped into in the event of an emergency. It is for this exact reason that many of us who have longevity with the Town have aimed to set aside vacation time to carryover year after year. One week is not enough. The system that is currently in place has always worked well for the employees. If a reduction in carryover is going to be forced upon us, which I plead that it is not, please consider at least two weeks' time carryover.

I would like to see things stay as they are. If any changes are made, they should apply to new hires only.

where is option B?

Carry over earned vacation and in addition one week or whatever is earned or accrued.

I feel this takes away from the employees time

That wouldn't make sense. That system is almost punitive. There would be no way for a person to take more than one week off in a summer.

7/9

2/11/2022 10:33 AM

2/11/2022 10:07 AM

2/11/2022 9:17 AM

2/11/2022 8:50 AM

2/11/2022 8:38 AM

Bates # 065


Q6 As the Personnel Board reviews other provisions of Section 11, do you have any other considerations or comments?

#

1

2

3

4

5

6

7

8

9

10

11


RESPONSES DATE

Please leave sick time as is. It acts as our short term disability in the event that we need it. 2/16/2022 2:16 PM

My feeling is that all provisions should remain as is for existing employees - 2/15/2022 2:03 PM

As a long term employee of the town, I would like to think my loyalty and service would be 2/15/2022 8:34 AM rewarded not penalized. The deferred compensation (benefits) that were agreed to upon my hire, in my opinion, should not be toyed with . You would not be honoring that agreement. How much money would actually be saved by implementing such a change. Is this where you want to cut corners? The people who serve the town in their postitions of responsibility should be respected without cancelation of their benefits.

Leave the system the way it is 2/15/2022 7:26 AM

Right now, this change is seen as punitive to the employees that have worked here for two 2/14/2022 3:12 PM decades . After toil ing year after year for the Town, we are now subject to losing a benefit that was part of the terms we were hired under. If we were in a union, this change would be bargained and we'd get something for it. Part of retaining employees is this very benefit. The ones that accrue the most are not burning all their vacation time. They are using it for care for aging parents, to look at colleges with their children, to take a real break after town meeting, etc. By making this change prospective [which has been done twice already in this plan] you are making an effective progress and allowing current staff to be held harmless.

Thank you for the survey! 2/14/2022 3:00 PM

I am aware that the Personnel Board has been considering making changes regarding how 2/14/2022 12:30 PM SAP sick time is handled. If any benefit reduc ing changes were to be made to the existing employees sick time policy, I believe this would be viewed extremely negatively by these employees. As those currently working for the Town were hired with the understanding that their sick time would be handled in a certain fashion, it seems the only truly fair and just option regarding existing employees would be to grandfather them under the current system.

As an employee who watches your meetings, I am greatly concerned about how employee 2/14/2022 11:50 AM benefits have recently been discussed. I do not know why a change in benefits would even be considered for this town meeting when it is only a few short months away. There has been communication with town employees about this ; no representation or feedback in public meetings from employees about a change in benefits . This directly affects many people who work for the town. I would encourage you to solicit for a few interested town employees to form an employee advisory group that can represent town employees to the Personnel Board. I would also encourage you to have a section on your agenda for Public Comment in your meetings. I would also advise that you give at least 7 days notice before soliciting responses for survey information such as this . This survey was sent out on a Thursday late afternoon and due on a Monday. If employees are on vacation, that is not sufficient enough time for them to respond. I would be happy to assist you with any of these efforts. I appreciate the time and energy that the Personnel Board gives to the town; please know that the town employees equally work hard and contribute to the Town of Southborough.

Existing employees were hired with specific provisions of benefits, including sick and vacation 2/14/2022 9:10 AM time, as outlined in the SAP at their time of hire. It would be disingenuous of the Town to renege on those terms of hire. If the Personnel Board feels there needs to be a fix, precedent should be followed, by applying changes for employees hired after X start date.

I believe the Board should honor the terms & benefits that the employees were hired under and 2/14/2022 8:54 AM make changes to new employees which has been past practice.

I feel strongly that current employees should be grandfathered in under the terms they were 2/11/2022 11:43 AM hired under for both sick time and vacation. To not honor that agreement for long term hard

8/9 Bates # 066

12

13

14

15

16

17

18

19

20


working employees would be inappropriate. If changes are implemented they should start with new hires.

Past practice has always protected employees with longevity when policy changes were being 2/11/2022 11:23 AM implemented; an example being when sick time was capped in 2008 to 960 hours. Employees with considerable longevity have always been grandfathered from any impending changes. The Town of Southborough has had extremely high turnover in the past 10 years and reducing benefits will only add significantly to this problem. As I see it within the SAP, approximately 18 people are under 5 years; approx. 15 employees are over 5 but under 10; and approx. 10 employees are over 10 years. It would be appropriate if the Personnel Board honored the commitment that was agreed upon during hire to your loyal employees. If a benefit change is to be implemented, the 10 people under the Salary Administration Plan with over 10 years of service should absolutely be grandfathered from any changes. My request is to please leave our benefits alone, benefits are the one and only perk to working in the public sector, it certainly is not the pay. --Sue Wood

I would be opposed to any changes being made. 2/11/2022 10:33 AM

Feels like we are constantly being "nickel and dimed" at every turn. At a time where the private 2/11/2022 10:07 AM sector offers so much more with less aggravation, I am surprised this survey was even put out there .

We all work extremely hard, vacation is needed to ensure we do a great job when we come 2/11/2022 8:27 AM back.

The sick time payout should be reviewed. The private sector does not payout sick time but 2/11/2022 7:52 AM payout vacation time.

Due to the demands of the job, there are certain times of the year when it is difficult to take 2/10/2022 5:15 PM vacation time, and other times when it is easier. It is frustrating to think that we work many years for our vacation time and if the plan changes we may not have it to use at the times that are best for both the employee and the job.

1. Juneteeth be added as a holiday. 2. Employees with municipal experience can enter the 2/10/2022 4:50 PM vacation schedule with their previous experience by beginning the clock with the amount of experience had (both under and over 5 years). Ex: 3 years of previous municipal would require only 2 years with the town to move to 3 weeks of vacation. 3. Has the town considered adding maternity leave/benefits?

I do think sick time should be as is and a new total cap or elimination of 20% be implemented 2/10/2022 4:41 PM for new employees.

If we have put in the years and earned the time - we should be able to carry over a year's worth 2/10/2022 4:31 PM of accrual.

9/9 Bates # 067

Death SICK

Payout

Death VAC

payout Death PERS payout Vacation Sick Accrual

Sick Payout

Retirement Personal Days

Contract

End Date

Assessor 20% 100% Accrued None Same SAP Same SAP Same SAP Same SAP Jun-23

Treasurer 20% 100% Accrued None Same SAP Same SAP Same SAP Same SAP Jun-23

Town Admin None 100% Accrued 100% of Balance 4 weeks lump sum per FY 15 Days None 3 Days Jun-24

Buyout unused 5 days or

carry over up to 5

DPW Director None 100% Accrued None Same SAP Same SAP None Same SAP Jun-22

Police Chief 100% Accrued 100% Accrued None 4 weeks lump sum per FY Same SAP None 3 Days Jun-23

No Carryover

Buyout of up to 5 unused

days

Fire Chief 100% Accrued 100% Accrued None 4 weeks lump sum per FY Same SAP None 3 Days Apr-22

No Carryover

Buyout of up to 5 unused

days

Communications

Officers None 100% Accrued None

Same SAP (have 60 day

accrual cap)

8 hours per

month (SAP is

10) None 3 Days Jun-22 *Contract provides for comp time in lieu of OT

Police Officers None 100% Accrued None

Prior 7/1/10 accrue higher

then SAP by one week,

after that is same amount

8 hours per

month (SAP is

10) None 3 Days Jun-22

May cash out 3 weeks of

accrued VAC if give written

notice of reirement

DPW None 100% Accrued None

Accrual same as SAP - 5 day

payout available w/ TA and

DPW Dir. approval

Accrual Same

as SAP -

capped at 100

days Same SAP

3 Days - earn 1

more for 1

year no sick

days Jun-22 *Contract has LOA max 3 months if approved by TA

Fire Dept None 100% Accrued None

2 Tours at 6 months & 4

tours at 1 year / Years 5,

10, 15, and 20 each

increase to 4, 6, 9, 11, and

12 Tours

Accrue Six

tours annually

- cap of 69

Tours

50% in excess of

798 hours for

hire date prior to

7/1/11 3 Tours Jun-22 *FYI one Tour = 24 Hours

*Contract has LOA max unpaid 3 months if approved by TA & Chief

Summary of Contract Benefits

3/7/2022Bates # 068

SUMMARY OF SAP REVIS/ONS-FY23

Section 7(a) Change to reflect synchronization Approved 1/26/22 of annual increases

Section 7(a); Sections 7(b)-(d) Changes to reflect new policy on Approved 1/12/22 performance evaluations

Sections 11(b)(3) Changes to vacation accrual policy Open

Section ll(b)(S) To comply with MA law regarding Approved 1/26/22 payment of accrued vacation at termination

Section ll(c) Changes to sick leave policy Open

Section 13(a) & (b) To provide for further financial Open oversight of part-time hours and compensation

Section 16(c) To replace "Clerk" with "Vice Approved 1/26/22 Chair"

Section 16(f) Eliminate deadline for adjustments Approved 1/26/22 To Classification Schedules and establishment of pay rates

Section 18 Streamlines the SAP amendment Approved 1/26/22 process

Schedule A Add Full-Time Nurse/ Assistant Open Director/Outreach Coordinator position

Schedules A & C Increase by 3% Approved 1/12/22

Schedule F Increase by 3% Approved 1/26/22

Prepared by B. Rubenstein_2922 Bates # 069

PERSONNEL BYLAW ENTITLED "TIIE SALARY ADMINISTRATION PLAN"

[ revised at =~=1a~re=h~2=e-----~ 2=0=2=2 ~A~n~n~ua-1 Town Meeting]

This bylaw establishes a Salary Administration Plan for the Town of Southborough that (i) groups position classifications in Town services, (ii) establishes salary schedules and employee benefits and (iii) establishes and authorizes the Personnel Board to administer the bylaw and to represent the interest of both the taxpayers and the Town employees.

This Salary Administration Plan applies to the positions of all officers and employees in the service of the Town, whether full-time, part-time, temporary, seasonal, special or any other, except those positions filled by popular election, under the direction and control of the School Committee, performed pursuant to a contract approved by the Town or encompassed in any officially recognized labor union and/or association. The positions covered by this Salary Administration Plan are hereby classified by titles in the b'foups listed in Schedule A through G ("Classification Schedule") as set forth in Section 20 of this bylaw.

The classification of positions subject to the Massachusetts Welfare Compensation Plan (as amended) and the scheduled rates therefor, as well as the applicable provisions of the Massachusetts General Laws relating to the application of rates set forth in the aforementioned Welfare Compensation Plan are hereby incorporated by reference.

SECTION I. DEFINITIONS

As used in this bylaw, the following words and phrases shall have the following meanings:

"Administrative Authority" means the elected or appointed official or board having jurisdiction over a function or activity.

"Base Pay" means the compensation paid by the Town of Southborough for the purposes of determining retirement credits and contributions for Town employees.

The Town shall contribute funds as required for each eligible employee in accordance with the procedures and formula established by the Worcester Regional Retirement System and the bylaws of the Town of Southborough. Contributions shall include (i) wages earned during the first eight hours worked in any one day (no contributions shall be made for hours worked in excess of 40 per week,) (ii) any lump sum bonus that is guaranteed by the Salary Administration Plan or the Bylaws of the Town, (e.g., longevity pay); (iii) vacation pay, except when paid in lieu of taking vacation; (iv) sick pay; and (v) holiday pay.

"Class" means a group of positions in the Town service sufficiently similar with respect to duties and responsibilities such that for each position the same (i) descriptive title may be used, (ii) qualifications shall be required, (iii) tests of fitness may be used to choose qualified employees and (iv) scale of compensation can be equitably applied.

"Classification Schedule" means any of Schedules A, B, C, D, E, F and G of Section 20 hereof.

"Compensation Grade" means a range of salary/wage rates as may appear in the Classification Schedules.

"Continuous Full-Time Service" means employment requiring a predetermined minimum work period that is uninterrupted except for authorized leaves (e.g., vacation, sick, etc.).

"Continuous Employment" means full-time or part-time employment that is uninterrupted except for authorized leaves (e.g., vacation, sick, etc.).

(FLSA)

" Department" means a functional unit of Town government.

"Department Head" means the person appointed and responsible to carry out the duties of a Department.

"Exempt employee" means an employee who is not entitled to overtime pay under the Fair Labor Standards Act

" Full-Time Employment'" means employment for not less than 20 hours per week for fifty-two weeks per annum, excepting authorized holidays and leave periods.

Bates # 070

"Group" means a group of classes as may appear in the Classification Schedules.

"Maximum Rate" means the highest compensation rate to which an Employee is entitled.

"Minimum Rate" means the lowest rate in a Range, and is normally the hiring rate of a new employee.

"Non-exempt employee" means an employee who is entitled to overtime pay under the Fair Labor Standards Act (FLSA).

"On-Call Compensation" refers to additional money paid to an employee who is required to work when the need requires; oftentimes in an evening or weekend capacity.

"Part-Time Employment" means employment less than 20 hours per week

·'Position" means an office or post of employment in the Town service with duties and responsibilities calling for the Full-Time or Part-Time Employment of one person in the performance and exercise thereof ( or of more than one person sharing the same position).

"Position Class" means the same as "Class" (note that a class may include only one position, in which event it is defined as a "single position class").

"Probationary Employee" means a first-time Town employee within his/her first six months of employment.

'·Promotion" means a change from one position to another position in a higher class and/or compensation grade.

"Range" means the difference between minimum and maximum rates of an assigned grade.

"Rate" means the measure of compensation for personal services on an hourly, weekly, monthly, annual or other basis.

"Salary Administration Plan" means the Personnel Bylaw Entitled "The Salary Administration Plan."

"Single Rate" means a rate for a specific position class that is not in a designated range

"Start Date" means the first day of employment with the Town.

SECTION 2. POSITION TITLES

No person shall be appointed, employed or paid in any position under any title other than those of the Classification Schedule for which the duties are actually performed. The position title in the Classification Schedule shall be the official title for all purposes, including payrolls, budgeting and official reports

SECTION 3. NEW OR CHANGED POSITIONS

No new position shall be established, nor the duties of an existing position so changed that a new level or work demand exists, unless upon presentation of substantiating data satisfactory to the Personnel Board, the Board shall rate such new or changed position, and allocate it to its appropriate classification grade and establish the rate therefor.

SECTION 4. RECLASSIFICATION OF EMPLOYEES

No position may be reclassified to another grade, whether higher or lower, unless the Personnel Board shall have determined such reclassification is consistent with this Salary Administration Plan.

SECTION 5. JOB DESCRIPTIONS

The Personnel Board shall maintain such criteria as it deems appropriate for the positions and classes in the schedules. Each department or public body (board, committee, commission) with SAP employees shall maintain current job descriptions for such employees. All such job descriptions and any revisions thereto must be submitted to the Personnel Board for approval following review and approval by the Beard ef8eleetflleRSelect Board or appropriate

Pecwnnel Bylaw FY2~

Bates # 071

public body. The criteria for any class shall not be deemed to limit the duties or responsibilities of any position as set forth in the job description, nor to affect in any way the power of any administrative authority to appoint, to assign duties to, or to direct and control the work of any employee under the jurisdiction of such authority.

SECTION 6. COMPENSATION

a. The bi-weekly pay period shall begin at 12:00 a.m. Thursday and shall end at 11 :59 p.m . on the following second Wednesday.

b. Non-exempt employees subject to this Salary Administration Plan shall be paid for one and one-half hours worked for any hour worked in the excess of forty in their weekly pay period, provided such extra hours were authorized by the Department Head.

c. The salary schedules set forth in Schedules A, B, C, D, E, F and G of Section 20 hereof reflect the maximum and minimum salaries for each grade.

d. The annual salary set forth in Schedule A represents a 40 hour work week and in the event an employee works less than 40 hours per week but more than 20 hours per week, the indicated annual salary is pro-rated reflective of the posted salary schedule in Schedule A.

e. Amounts paid to employees in reimbursement for expenses incurred in the performance of their duties (e.g., mileage, meals, dues, etc.) shall be paid in addition to their compensation. Reimbursement shall be based upon the actual documented expenditure made by the employee, or at rates established by the Internal Revenue Service, supported by that agency's requirements for documentation.

f On-Call Compensation: Employees shall be eligible to earn a weekly stipend not to exceed $200.00 per week for on-call service if the department head has required them to work outside of their normal schedule. This need is likely to occur on an evening or weekend basis as the need requires. There is no provision to accrue compensation ti me in lieu of payment.

SECTION _7. SALARY ADJUSTMENT & COMPENSATION POLICIES

a. Every employee that is in Continuous Full-Time or Part-Time service of the Town, as computed from the date of their latest employment, shall be eligible annually for consideration of a salary increase_, ene )ear frem the date ef his,ll!er latest inereaseannually on July I. Employees hired between April I and June 30 will be eligible for a salary increase the July I " following their twelve-month anniversary. -~!'_c_e_p\_a_S_!!l!I.Y. ~~ _a_l!\Q<lf!2:~~-9y_ !~~-p_e_r_s~~11~!_ . _ Board in exceptional circumstances, such increase is not to exceed one increase in any single twelve-month period until the maximum of the grade is obtained, and such increase shall be subject to the recommendation of the Department Head, with the approval of the Beard ef8eleetmenSelect Board or their designated appointee in the case of departments within the jurisdiction of the Beard ef 8eleetmenSelect Board, or the appropriate Commissioners or Trustees in the case of departments outside the jurisdiction of the Beard ef8eleetmenSelect Board.

Retroactive salary increases voted by the Personnel Board shall not be compensated beyond July I of that fiscal year, regardless of the funding mechanism.

Unless specifically exempted by Personnel Board policy, requests for salary increases must be accompanied by a certification from an employee's manager that the employee' s performance has been "satisfactory" or better and that a written employee performance appraisal, on a form approved by the Personnel Board, has been completed. The form of this certification will be prescribed by Personnel Board policy promulgated hereunder. An e,aluatienin Full Time Graded Pesitiens under 8eheduleA. E,aluatiens ef em]Jle)ees in Pllft Time lleUfl) Graded Pesi!iens tlflder 8el!edule C and 8easenal Persennel under 8el!edule F 1118) re!juire ]JerfeFFAanee e~•aluatiens under Persennel Peliey enaeted hereunaer. Upen J.!J;1on_receiving such documentation, the Personnel Board shall have final review and approval of all adjustments.

An employee may appear before the Personnel Board prior to its action on any request for an increase. Any employee denied such an increase may appeal, in writing, to the Personnel Board, which shall confer with the employee, the Department Head and the Beare ef 8eleetmenSelect Board or their designated appointee, or the appropriate Commissioners or Trustees, and shall decide the matter.

I b~Regular Pllft Time em]Jle)ees shall Ile eligible fer eensidemtien HJr salaf) inereases .. itl!in their graae ene )ear frem

the date ef!heir last inerease, absent e><ee]ltienal eirewnst011ees as 1t1a) Ile autl!eri~ea lly the Persennel Beard.

Personnel Bylaw FY2J...Drafii

Bates # 072

SJleoial and ether l'aFt Time flersennel fer whose JlOSiliens !here is a single rate es1alilishea in Sehea11le D shall net lie eligilile fer atlj11slmenl . i;,_ Special Non-Continuous Part-Time employees and employees in Schedule D classifications shall be eligible for consideration for salary increases upon the recommendation of the appropriate depanment manager or Board and approval of the Personnel Board.

e, .Q, Probationary Employees

I. During the probationary period, benefit eligible employee(s) will earn vacation, sick and personal time in

accordance with Section I l(b-d) hereof.

2. During the probationary period, paid leave accruals shall be based on the Stan Date.

SECTION 8. TRANSFERS AND PROMOTIONS

a. An employee who is promoted to a job with a higher range or rate of pay shall enter it at the rate recommended by the Depanment Head with the approval of the Personnel Board, provided the maximum for the job is not exceeded. This is contingent upon the Depanment Head's recommendation that qualifications and performance warrant it.

b. An employee transferred to a job with a lower range or rate of pay shall enter it at the rate paid for the previous position or at the maximum rate for the job, whichever is the lower, provided the Personnel Board approves. The employee shall have a right to appeal this decision, in writing, to the Personnel Board, which shall confer with the employee, the Depanment Head and the Beftfd of SeleetmenSelect Board or their designated appointee, or the appropriate Commissioners or Trustees, and shall decide the matter.

SECTION 9. NEW PERSONNEL HIRING; DEPARTURES

a. Pre-employment physical examinations will be required of newly-hired employees consistent with the Town's policies.

b. Probationary period: For new hires, the first six months of employment shall be a probationary period. The probationary period does not apply to Town employees who change positions within the Town. The probationary period is a time during which an employee will be evaluated to ensure that the employee has the requisite knowledge, skills, and abilities to perform the position (with or without reasonable accommodations). Completing the probationary period does not change the employee's relationship with the Town, which will remain one in which either the employee or the Town may terminate the relationship at will.

c. A new employee's hiring rate shall be the minimum of the rate range of the job, unless otherwise authorized by the Personnel Board or Personnel Director. The Personnel Board is cognizant of the need to make timely decisions during the recruitment process, therefore, the Personnel Director is empowered to set staning salaries for new employees with comparable experience at a rate not exceeding the mid-point of the pay scale set fonh in Schedules A and C of the Salary Administration Plan.

d. The Personnel Director or his/her delegatee shall notify the Personnel Board in writing of the hiring of all personnel and their hiring rates. The Personnel Director or his/her delegatee shall also notify the Personnel Board in writing of the depanure of any employee.

SECTION 10. DEPARTMENT BUDGETS

Each Depanment Head shall include in the annual depanmental budget a pay adjustment section to provide funds for anticipated pay adjustments, with expenditures to be made only in accordance with this Salary Administration Plan and with the approval of the Personnel Board. Degree bonus [Sec I Ii( I)] funds shall also be budgeted in the depanmental budget.

SECTION 11. EMPLOYEE BENEFITS

Personnel Bylaw FY2J...12r.iilll

Bates # 073

Employee benefits are a cost to the Town and a form of"indirect pay" to employees. The benefits listed below are not intended to supersede what State or Federal law may otherwise require. The benefits set forth in this section are applicable to Full-Time employees only, except where noted.

All forms of paid leave set forth in this section are based on a 40 hour work week; in the event an employee works less than 40 hours per week but more than 20 hours per week, the indicated benefit shall be pro-rated reflective of the approved hours per week for that position.

a. Holidays with Pay

Full-Time employees shall receive one day's pay at their regular rate for the following:

New Year's Dav labor Dav artin Luther KinQ Dav .Columbus Dav

Presidents' Dav Veteran's Dav .Patriot's Dav Thanks<!ivin" Dav Memorial Dav Dav after Thanks<!ivin<! Dav I uneteenth Christmas Dav

Jndell!;ndence Day ---------------------------------- _.Qay before or after Christmas Day (as set ___ _

~le .. Year's Da) Martin blither Ki 11g De) PresiEle111s' Day Palriet's Da) Memerial Da) !11Elepe11Ele11ee Day

Laber Da) Ce! liffiblis Da) VeteFCH11s Day

bv the Town annuallv

Da) after Tlumksgi ,.i11g Da)' Christmas Da)' Da)' before fil after Christmas Da) (as sci b) !he Tew11 a111111all)')

To be eligible for holiday pay, an employee must work (or be duly excused from working) their regular scheduled days preceding and following the holiday. Employees who do not work 20 hours or more per week on a regular basis shall not be compensated for holidays.

Employees whose regular day off falls on a holiday may have one day off with pay within the ensuing thirty days in lieu of holiday pay, with the specific choice of day subject to Department Head approval. Furthermore, the day granted in lieu of holiday pay shall not cross fiscal years.

All administrative policies and practices relative to holidays with pay shall be prepared and established under the direction of the Personnel Board.

b. Vacations with Pay

(I) Full-Time employees who have been in the continuous employ of the Town shall earn paid vacation in accordance with the following schedule:

Years of Employment Hours Earned Per Vacation Earned Per Year Month (Pro-rata)

0-5 6.666 Two weeks 5+ - 10 10.0 Three weeks IO+ - 15 13.333 Four weeks 15+ - or more 16.666 Five weeks

Employees hired prior to July I, 2005, shall be eligible to earn twenty hours per month after serving twenty years of full-time employment with the Town.

(2) At the recommendation of the hiring authority and upon the approval of the Personnel Board, new employees entering into a position with the Town of Southborough from a similar position will be allowed to enter into the vacation schedule using their years of service from their prior employment, up to a maximum of three weeks' vacation [pro-rated] for the first year of employment with the Town. Employees

Personnel Bylaw FY2l..Drafli

Bates # 074

commencing employment with three weeks per year will be required to complete five years of service before ascending to the next band in the vacation schedule chart.

(3) Vacation shall be &'!'anted by Department Heads at their discretion subject to the regular work needs of the Department. An employee shall be permitted to carry over to the following year one year 's worth of earned vacation. The employee must have the Department Head' s approval to take any portion of a prior year ' s unused vacation in addition to the days earned in the current fiscal year.

( 4) If in the opinion of the Department Head there are unusual work-related circumstances that warrant it, a department head may seek approval from the Town Administrator or his/her delegatee to allow the employee to continue to work and receive vacation pay in lieu of taking vacation . Approval granted in this section may not exceed ten days per fiscal year.

(5) In the event of termination of employment elher lhaR fer ea~se, the employee shall be paid, or be entitled to time off with pay, for any accumulated vacation time. Personal and sick leave shall not be compensated at termination.

(6) Vacation administrative policies and practices shall be prepared and established under the direction of the Personnel Board.

c. Sick Leave

(I) Full-Time employees shall be entitled to accrue IO sick hours per month, equaling 120 hours annually ( 15 sick days); employees working less than 40 hours in a weekly pay period will accrue ratably based on hours worked per week . Pay for each day of sick leave shall be at the regular rate. Absences on account of sickness in excess of that authorized shall be charged to vacation or other available paid leave. Sick leave shall be payable only in cases of genuine illness, non-work connected accident, or work connected accidents not covered by Massachusetts General Laws Chapter 152 (Workers' Compensation).

(2) Unused sick leave may be accumulated without limitation for employees hired before July I, 2007. Employees of the Town of Southborough hired on or after July 1, 2007 may only accrue 120 sick days at any one time. At retirement [or death] only, the Town will pay the employee twenty percent (20%)of the employee' s then-accumulated sick leave.

(3) Employees who because of genuine illness or a non-work connected accident are absent for a period of more than three days shall be required to present a doctor's certificate to their Department Head before returning to work stating the reason, the period of time the employee was absent and whether there are any physical restrictions or required outpatient services the employee must adhere to in the workplace.

(4) Annually, an employee may use up to seven of the allowed fifteen days of sick leave for the care of a sick family member.

(5) Sick leave administrative policies and practices shall be prepared and established under the direction of the Personnel Board.

d. Personal Days

Full-Time employees shall be entitled to three personal days per year, to be &'!'anted annually on the anniversary of the employee' s Start Date. New employees shall be granted three personal days which shall be pro-rated based on hours worked per pay period. Requests for personal days shall be approved by the Department Head. Personal days shall not accumulate from year to year.

e. Military Leave

(I) Reserve Duty: An employee in full-time employment in the military reserve shall be paid the difference between compensation received while on reserve duty and regular compensation rates paid the employee by the Town. Such payment by the Town shall be limited to a period not to exceed two weeks in any twelve-month period.

(2) Active Duty: Pursuant to Article 8 of the April 11, 2005 Annual Town Meeting, an employee

Personnel Bylaw FY2~

Bates # 075

in the federal military reserve or a state National Guard who is called to active service shall be entitled to their regular base salary and shall not lose any seniority or paid leave benefits while on military leave; provided, however, that such base pay shall be reduced by any amount received from the United States as pay or allowance for military service performed.

f Jury Duty

Any employee who is called to jury duty shall be paid the difference between their normal compensation and the amount ( excluding any travel allowance) received from the court, upon presentation of evidence of the amount paid by the court.

g. Miscellaneous Paid Time Off

Working time lost from regularly scheduled work days for reasons listed below shall be without loss of pay, provided such lost time is authorized by the Department Head. Sections ( I )-(3) are applicable to Full-Time employees only; Section (4) is applicable to both Full-Time and Part-Time employees.

(I) Bereavement leave - In the event of the death of a spouse, father, mother, child, father-in-law, mother-in-law, brother, sister, grandparent, or of any other person then residing with the employee, such employee shall be entitled to receive three days ' leave for the purpose of the funeral and services of the deceased. If out-of-state travel is required, the Department Head may authorize up to two additional days of travel time.

(2) Medical examination or inoculation required by the Town.

(3 ) Blood donation authorized by the Department Head.

( 4) Attendance at professional and/or educational programs authorized by the Department Head.

h. Court Time Pay

If the Town requires that an employee appear in Court as a witness or in any other capacity arising from the performance of the employee's duty, or on behalf of the Commonwealth or the Town in any civil or criminal case pending in any Court or other official governmental board or agency, such appearance and related travel time shall constitute work time for purposes of calculating weekly hours worked. If such appearance or related travel time causes a non-exempt employee to exceed forty hours of work in any given work week, the employee shall be eligible for overtime pay in accordance with Section 6(b). This section does not apply to exempt employees.

1. Employee Educational Support/Professional Development

(I) Degree Bonus: All Part-Time and Full-Time employees who, while an employee of the Town, earns a degree in a field applicable to their position from an accredited college or university, shall receive a one-time bonus subject to appropriation, according to the following schedule:

Associates Degree ... $ 800.00 Bachelors Degree .. $ I ,200.00 Masters Degree ..... $1 ,500.00

A copy of the completed transcript, diploma or other appropriate evidence of the completed degree must be presented to the Department Head and the Personnel Board, and shall be submitted as documentation for accounts payable.

(2) Tuition reimbursement: the Town may offer tuition reimbursement to eligible Full-Time and Part-Time employees as prescribed by Personnel Board policy enacted under this Bylaw.

j. Group Medical Insurance

Starting July I, 2009, the Town will contribute fifty percent (50%) of the cost of a medical indemnity plan or seventy-five percent [75%] of the cost of a Health Maintenance Organization plan for Full-Time employees only.

Personnel Bylaw FY2J...DraiU:

Bates # 076

SECTION 12. UNPAID LEA YES OF ABSENCE

a. A leave of absence without compensation may be granted by the Personnel Board.

b. Leaves of absence of over three months' duration ( except Military Leave) shall be deemed a break in employment, and on return to work the employee shall have the status of a new employee unless an extension of leave beyond three months was authorized by the Personnel Board.

SECTION 13. PART-TIME EMPLOYEES WORKING FULL-TIME HOURS TEMPORARILY

a. A Part-Time employee may work 20 hours or more per week for no longer than two bi-weekly pay periods or four bi-weekly pay periods in the case of an Election Worker during an election cycle a iieriea ef ne longer than ene menlh if requested by their Department Head due to exigent circumstances, or for longer if recommended ~ by the Pappointing authority or the Personnel Director with the authorization ofthe-tma Finance Director and approval of the .. ith noti!iee!ion le the Personnel Boardc In such cases, the employee wi ll remain a Part-Time employee with no change in status.

b. Department Heads may submit requests for additional compensation for Part-Time employees temporarily working Full-Time hours, subject to available funding as authorized by the Finance Director and approved by the Personnel Board. The l'ersoAAel Beare shall entertain suoh requests et the first a,,ailel!le oppeFluni~ .

SECTION 14. APPOINTMENT OF "ACTING" DEPARTMENT HEADS

a. In the absence or retirement of a Department Head for three consecutive weeks, the l3aaF8-4 8eleeHReftSelect Board or appropriate board or commission may appoint an ""Acting" Department Head to serve for a period ofnot more than three months. Such three-month period may be extended for up to three additional three-month periods, upon the approval of the Boera of 8eleetmenSclect Board or other appropriate board or commission for each such extension. In no case shall an appointment of an "Acting" Department Head exceed one year.

b. Duly appointed "Acting" employees shall be compensated at an additional 10% per week, payable retroactively only upon the conclusion of three consecutive weeks of service by the "'Acting" employee. Such employees shall still be eligible for overtime pay when fulfilling regular duties from the previous job beyond normal working hours.

SECTION 15. PERSONNEL BOARD

a. There shall be a Personnel Board to administer the Salary Administration Plan. Said Board is to be appointed by the Town Moderator. The Board shall consist of five voters other than employees of the Town or those regularly serving the Town in any elective capacity. They shall serve without compensation. For purposes of this section, Election Workers and Wardens shall not be considered "employees of the Town. "

b. Other than as may be needed to fill unexpected vacancies, appointments shall be for three years. The Moderator shall fill any vacancies. The Personnel Board may employ assistance and incur expenses as it deems necessary, subject to appropriation of funds therefor.

SECTION 16. DUTIES OF THE PERSONNEL BOARD

a. The Personnel Board shall administer the Salary Administration Plan and shall establish such policies, procedures and regulations as it deems necessary for the administration of the Plan.

b. The Town Administrator serves as the Town' s Personnel Director under the Town Administrator Bylaw [Ch. 27, Art. IX). As such, the Personnel Director is invested with personnel authority and responsibilities as set forth therein. From time to time, and as may be necessary, the Personnel Board will consult and/or act in concert with the Personnel Director or his/her delegatee on matters of joint responsibility and concern

c. The Board shall meet annually in July and organize by the choice of a Chair and Yice:ChairG!erk. The Board shall meet at least monthly, except when there is no business before the Board. A majority of the Board shall constitute a quorum for the transaction of business. The votes of the majority of all the members of the Board shall be necessary on any matter upon which it is authorized to or required to pass under the Salary

Pe~onnel Bylaw FY2J....Dntfli

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Administration Plan.

d. The Personnel Board shall maintain records ofall employees subject to this Plan as it deems desirable, including personnel evaluations. Such records are to be kept by the Personnel Director or his/herdelegatee, under the direction of the Personnel Board. Department Heads shall furnish such information as requested by the Board.

e. The Personnel Board shall from time to time, but no less often than every federal Election Year, review the Classification Schedule, Salary Schedules, and administration policies of the Salary Administration Plan. It shall keep informed as to pay rates and policies outside the Town, and shall recommend to the Town any action that the Board deems desirable in that regard. The Personnel Board may tentatively add a new class to the Classification Schedule or reallocate an existing class to a different compensation grade, either higher or lower, subject to the subsequent ratification of its action by formal amendment of the Salary Administration Plan at the next Annual Town Meeting.

f. ~let later tl!ar, si" (~) meAllls Jlrier le Amrnel Te,m MeetiAg, tihe Personnel Board may vote an annual adjustment (but shall reserve the right to vote no adjustment) to the Classification Schedule and establish the effective rate for employees of each grade for the next fiscal year, subject to the subsequent ratification of its action by formal amendment of the Salary Administration Plan at the next Annual Town Meeting. The Personnel Board shall base any annual adjustments upon available relevant information. Approval of the rate for any given employee is not guaranteed and is driven by the annual performance evaluation.

g. Matters of concern by SAP employees that are communicated in writing to the Chair of the Personnel Board will be scheduled on an agenda at the next available meeting providing all necessary and requested information has been submitted in time to be part of the meeting packet. In addition, notice in writing shall be forwarded to the concerned employee and respective Department Head within seven days of the Board's decision. Notwithstanding the foregoing, if the Personnel Board shall so request and the concerned employee and Department Head shall agree, a reasonable extension of these time periods may be granted.

h. Upon recommendation of a Department Head, supported by evidence in writing of special reasons and exceptional circumstances satisfactory to the Personnel Board, the Board may authorize variances in the Salary Administration Plan as it may deem necessary for the proper functioning of the services of the Town, and to effectuate the basic intent of the Plan.

SECTION 17. EMPLOYEES AND THE PERSONNEL BOARD

a. All employees covered by this Salary Administration Plan shall have the right to request an appointment to confer with the Personnel Board on any matter of interest or concern to them that is covered by the Salary Administration Plan. The employee shall notify the Department Head in writing in advance of the desire to discuss the matter with the Board. One of the duties of the Board shall be to foster mutual understanding and good will with the personnel of the Town.

b. To facilitate this, if any employee should feel aggrieved by the operation of any provision of the Plan, the employee shall first discuss the matter with the Department Head, in a mutual effort to clear up any problems or misunderstanding.

c. If two weeks after such a conference a satisfactory understanding and solution of the problem has not been reached, then either the Department Head or the employee may take the matter to the Personnel Board, and the Board shall hear the parties not later than at its next regular meeting. There shall be no discrimination or prejudice by a Department Head against any employee who may take a matter to the Board.

SECTION 18. AMENDMENT OF THE PLAN

The Salary Administration Plan may be amended in the same manner that Town Bylaws may be amended. However, no amendment to the Plan shall be made until it has been presented B) a sigAeel Jlelitien te, and acted upon by; the Personnel Board. UJleA reeeiJll ef sHeh a ,ffitteA J)etitieA, the Beere!, alter gi•,•ing the JlelitieAer(s), the OeJl8FlmeAI Heael(s) aAEI the effeeteel emJlle)ee(s) et least l\.e " 'eel,s ' ,ffitten Aetiee, shell helel a heariAg te eensieler the JlreJleseel emeAEimeAI. lfthe Persennel Bee,el 8JlJlF8''es efar,y JlF8Jleseel arAeAElment, it shell eriAg it ee!ore the ne,a e,ailaele 8Jleeiel er AnnHel Te,m MeetiAg HJF its eensieleretieA. lf the Pe,seRAel Beere! eliseJlJlre,es 811) Jlf8Jleseel emeAelmeAI er shell mil te aet the,eef withiA fiReeA Ela) s eRe, the hea,iAg (v,hieh failHFe shell be eleemeel eliseJlJlFe,•el), the JlelitieAe,(s) me) the JlFeseAI the Jletitie11 te the AeJ<t e,eileele Te,m MeetiAg lo, its eeAsiele,atieA. The Board of its

Personnel Bylaw FY2J....D.rafi-i

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own motion, afler a similar hearing anEIJer eenferenee wilh paflies imeresleEi; may propose an amendment to the Plan.

SECTION 19. SEVERABILITY PROVISION

In the event that any provision of this bylaw, or application thereof, shall be held to be invalid by the proper authorities, this shalt not be construed to affect the validity of any other provision, or application thereof, of this bylaw.

Pe=nnel Bylaw FY2~ 10

Bates # 079

SF.CT/ON 20: ('LASS!FICAT!ONS('HE!)(flt,'

SCHEDULE A: FUU-TIME SALARY GRADED POSITIONS

POSITION TITLE PAY GRADE

DEPARTMENT HEADS & MANAGEMENT STAFF

Superintendent of Public Works• 9

Finance Directorffreasurer-Collector•

Assistant Town Administrator 8

Director of Facilities

Library Director

Building Commissioner

IT Manager Police Lieutenant

Town Accountant• Director, Council on Aging

Principal Assessor•

Conservation Agent 7

Director, Youth & Family Services

Director of Recreation

Town Planner

Senior IT Specialist

SUPERVISORS & TECHNICAL STAFF Assistant Town Clerk 6

Assistant Director, Youth & Family Services

Outreach Coordinator

Assistant Library Director

Police Business Administrator Program Manager, COA

Business Administrator II 5

GhiIEl,en 's YQuth S~rvices Librarian

Staff Engineer

Executive Assistant to the Bee,EI ef 8eleelffienSelect Board

Program Coordinator

Deputy Assessor

Business Administrator I 4

Maintenance Technician Assistant Treasurer/Collector

Assistant Town Accountant

Personnel Bylaw FY2.J.....Qrafta II

Bates # 080

ADMINISTRATIVE & SUPPORT STAFF Administrative Assistant 3

Senior Library Assistant

Library Assistant 2

Maintenance Mechanic

Maintenance Custodian 1

•when not under contract

Rates for Full-Time Positions

Grade Minimum Mid>0int Maximum

Annual Hourlv Annual Hourly Annual Hourly

1 $39,236 $18.86 $45,149 $21.71 $51,063 $24.55

2 $42,178 $20.28 $48,505 $23.32 $54,832 $26.36

3 $45,341 $21.80 $52,143 $25.07 $58,945 $28.34

4 $50,446 $24.25 $59,274 $28.50 $68,103 $32.74

5 $54,230 $26.07 $63,719 $30.63 $73,209 $35.20

6 $58,297 $28.03 $68,498 $32.93 $78,700 $37.84

7 $70,063 $33.68 $84,077 $40.42 $98,089 $47.16

8 $82,325 $39.58 $98,790 $47.50 $115,255 $55.41

9 $96,731 $46.51 $116,077 $55.81 $135,424 $65.11

~ ... .. ..... . Minimum ............... ~ ......••...... Maximum ..................•••.............•• -----i===================i • ......... Ann.~~! . .... . Houri¥ ....... ~!1.l_l_ll_~l ...... t1011.r1x ... . ~~1_1.~~! ..... H?.1!~!¥ ........... .• •••••......... ... --··---

.! ... ~ .. 4~~ ...... J~-~·~······~~.~9.~ ........ n~~ ...... g~~·~·····~~=?.~ ................................ -······

l .. 43,44~ ...... ~ ... ~ .. ...... ~ ..... ~ .... ~ . .. . ..................... . ......... •·· ·

J .. ~ ...... ~ ...... ~ ........ 2~.82 . . . . ~ 12,.12 ... ················ ·· ········· · ··· ····

~===============================:=) 4-.. .. ~ ...... ~ ...... 61,95~········~ · · ···~ · ··· 3P2 . ................................•.. •· ·

~ ... 55J!57 ... . .. ~ .... .. 6_5,631 ....... }.!~ ...... 751405 . . . . ~6.?~ .. ... ......... . .•.•..... . . ... . . ..•.. -· ·

s . ~ ...... .6!!.fil ... ~ ........ ~ ... ~ ... ~ .... ··············· ·············--·····

z ... 12,16s ...... ..li.§.2 ..... J!.~ ........ ~ ...... ~ ... 48.~7 ...................•............ -· · ····

~===============================:=) .§ ... ~ ...... 4Q.77 ...... ~Ql.754 ...... rul ..... 1_1§,71~ . . 57.Q7 .... ....... .. ............... ......... · - --

L...._....JE,-J!9=9!:i.6=3!!,_3 ---=4=1.=9=0--=1=19=·=55=9"--~s1=1.;..48=..._...,11;;;.3,,.9=48i!E,7~_,.67=·=06=--1 ........... . ......... .. . . .. . .

'---- .. -------------------------------------------------········----------------------------------------------------------........... c.~:::==============================

Personnel Bylaw FY2lim!fi2 12

Bates # 081

•-- - - ------ - - - - - - - - ----- - -- - ----- - - --- - - ------ - --- -- - - - - ---- --- --- -------- - - ----------- -- ---. . - . -- -- - --- --. --- -- - ---- . -- ----

SCHEDULES

SCHEDULEC:

POSITIONS

Election Worker ... Library Page ..

Election Warden .. Seasonal Laborer . Custodian .. Library Technician

[RESERVED FOR FUTURE USE]

PART-TIME HOURLY GRADED

Library Associate .. . Administrative Assistant .. Police Dispatcher ....

Technical Specialist.. Business Assistant .. Economic Development Coordinator ..

Electrician ... . Nurse ... Public Health Director• ..

•when not under contract

Rates for Part-Time Positions

Grade Minimum Maximum

Hourly Annual• Hourly Annual•

I $1144 $23,802 $14.56 $30,288

2 $12.48 $25,964 $17.69 $36,795

3 $18.73 $38,957 $26.02 $54,111

4 $22.89 $47,604 $32.25 $67,083

5 $29.13 $60,597 $43 69 $90,885

Grade Minimum Maximum

Annual Hourly Annual Hourly

1 24.516 11.79 31.197 15.00

l 26.743 12.86 37.899 18.22

Personnel Bylaw FY2>..l1r;illi 13

. ...... ............ I . ........ 1

. ....... 2

. .. 2

. .. 2 ... ... 2

··········· ...... 3 ···· ···· ...... 3

. ... 3

......... 4 . ....... .. 4

. ... 4

. ... .... 5 . ... .... 5

. ................ 5

Bates # 082

1 40,126 19.29

~ 62.415 30.01 93,612 45.01

*This represents 1he annuali=ed rate 1f'a !'ari-Ttme employee worked a .JO hour week; however. under this fly/aw, Part-Time employees work 20 hours or less per week.

Municipalilies are subject lo /he federal minimum wage law, not the stale law.

SCHEDULED: FIRE DEPT POSITIONS (not covered by Collective Bargaining Agreement)

Probationary EMR, EMT or Basic Firefighter

Emergency First Responder (EMR)

EMT or Firefighter I

Advanced EMT or Firefighter I/II-EMT

Paramedic or Firefighter 1/11 -Advanced EMT

Firefighter 1/11 - Paramedic

$00.00 I hr.

$15.00 I hr.

$19.00 I hr.

$23.00 I hr.

$25.00 I hr.

$27 00 / hr.

Details. On any occasion that the Fire Chief determines that public safety is at risk (fire watches, pyrotechnic displays, pyrotechnic blasting for construction, etc.) and calls for a detail consisting of a Firefighter or Firefighters [not covered by any other collective bargaining agreement] to stand-by during any of these situations to monitor for fire , explosion, or any other possible hazard, the person or persons assigned to the detail will be compensated in the following manner:

$50. 00 per hour $56. 00 per hour/ for week-end or holiday

SCHEDULE E: MISCELLANEOUS ANNUAL COMPENSATION SCHEDULE

Cemetery Agent. Clerk , Board of Registrars .. Emergency Management Coordinator. . Energy Management Stipend Registrar of Voters .. Tree Warden .. Veterans' Agent and Director of Veterans' Services ..

SCHEDULE F: FEE BASED COMPENSATION (Recreation Seasonal Personnel)

Camp Counselor Program Aide (1:1 Support) Program Supervisor ... Camp Supervisor .

Personnel Bylaw FY2lQrif:12 14

.... $8,000 ············ $1 ,638.33

•· $2,000 .................. $6,000

····· ··········· $205.66 ··················· $4,000

. ... $15,000

....... 1 ...... 2 . ..... 2 . .... 3

Bates # 083

Camp Assistant Supervisor .............................................................................................................. .............................. 3 Assistant Coach ........ ............................. ...................... ... ..... ................... .. ......... ........................................................... 3 Head Coach ................................................................ ................ .... ........... .. ... ................ ...... .... .................. ........... ........ 3 Progrwn Instructor ................................................................. .................................................................... .. ................. 4

Grade

I

2

3

4

5

~ Minimum

Ann.ufil Hourly

! li.ill ll:12

1 26.743 12.86

l !Q.lli ~

i ~ ~

2 62.415 30.01

Rates for Recreation Seasonal Personnel (Swne as Schedule C)

Minimum Maximum

Hourly Annual* Hourly Annual*

$11.44 $23,802 $14.56 $30,288

$12.48 $25,964 $17.69 $36,795

$18.73 $38,957 $26.02 $54, 11 I

$22.89 $47,604 $32.25 $67,083

$29.13 $60,597 $43.69 $90,885

Maximum Annual .!:iQ.ur!y

31.197 !2.oo

37.899 18.22

~ ~

~ ~

93.612 45.01

*This represents the annualized rate if a Part-Time employee worked a 40 hour week; however, under this Bylaw, Part-Time employees work 20 hours or less per week.

Municipalities are subject to the federal minimum wage law, not the state law.

SCHEDULE G: SPECIAL ADMINISTRATIVE AND SUPERVISORY POSITIONS

Police Lieutenant:

In addition to all the benefits provided employees under the SAP, he/she would be eligible for some additional benefits as provided members of Mass COP Local I 67, the police union collective bargaining agreement.

As a result, a separate policy is adopted by the Southborough BeBfd ef SeleetmeeSelect Board and enforced by the Southborough Police Department subject to change in conjunction with future collective bargaining agreements.

*Increases in salary for long term employees will be considered case by case by Personnel Board.

SCHEDULE H: LONGEVITY SCHEDULE: Full-Time Employees ofTown of Southborough - Compensated annually on the anniversary of the employee's Start Date

After S years ................. .. ................ ........................... .. ...... .... ................. ................................................................. $400 After IO years .............................................................................................................. .. ........ ................................ .. $600

Penonnel Bylaw FY2lilrllli! 15

Bates # 084

After 15 years .. After 20 years After 25 years .. After 30 years .. After 40 years ..

, or do or act anything in relation thereto.

Proposed by: PERSONNEL BOARD HeeFd efSeleelme11Select Board Recommendation: Support Advisory Committee Recommendation: Support Summary: The Personnel By-law governs policies and fXJY structures/or non-union employees.

Personnel Bylaw FY2~ 16

.. .. $700 ........... $850

. .... $1 ,000

. ... $1,200 . ....... $1 ,500

Bates # 085

Town of Southborough Committee and Board Signature Authorization Form

Date: -----

Carla McAuliffe, Town Accountant Southborough Town Hall 17 Common Street Southborough, MA 01772

Dear Ms. McAuliffe,

The following vote was taken and affirmed at a duly posted meeting on _____ _ A copy of the approved minutes are attached.

The Southborough __________ votes to authorize the individual(s) below to sign invoices and payrolls. It is understood that this provision does not eliminate the responsibility of the other members of the Commission.

Department Head Name: ________ _

Department Name: (Alternate)

Department Name: __________ (Alternate)

Very Truly Yours,

Chair Member

Member Member

Member Member

Bates # 086

Town of Southborough

Local Building Inspector

This position requires a collaborative individual to assist the Building Commissioner in all

manner of inspections, handling inquiries from the public and staffing the Building Department

in the absence of the Commissioner. It is a part-time, non-benefit eligible position.

Under the general supervision of the Building Commissioner, the Local Building Inspector will

assist in enforcing the Massachusetts State Building Codes,780 CMR and Town Zoning Codes,

issuing a variety of building permits and performing inspecticinsto guarantee compliance with

building related laws, regulations, and codes to ensure pub~ic safety.

Essential Functions

• Enforces the applicable provisions of the Massachusetts State Builcijng Code, 780 CMR

and the Town Zoning Bylaw, and rules and regulations of the Architectural Access

Board,521 CMR

• Reviews building permit applications and conducts field inspections to ensure

conformity with all code requirements, approved plans, and zoning restrictions.

• Investigates violations of the building code and zoning bylaw and conducts follow-up

actions; responds to questions pertaining to permits, building codes and bylaws from

Town officials, as well as the public.

• Conducts periodic inspections of schools, restaurants, theaters, churches, places of

assembly and apartment buildings, as required by statute.

• Meets with Town officials, residents, contractors, architects, and engineers to conduct

preliminary review of construction projects.

• Ability to multi-task in a fast-paced office and field environment.

Knowledge, Skills and Abilities:

Knowledge: Thorough knowledge of standard building construction requirements including fire

prevention, light, ventilation, and safe egress; must have and maintain an extensive knowledge

of applicable statutes, bylaws, regulations, codes, and policies.

Skills: Good verbal and written communication skills; ability to be both diplomatic and candid to

bring about code compliance and in taking enforcement actions; must possess excellent skills in

working with numbers, blueprints, development plans, construction methods and numerous

details. Must be capable of reporting to work punctually and dependable in attendance.

Superior customer service is a priority.

Draft_21122; prepared by LL and VH Bates # 087

Abilities: Have a strong ability to read, understand, interpret, and appropriately apply a broad

range of applicable specifications, laws, policies, and procedures; to perform and apply

accurate mathematical calculations in the review of architectural and building plans; to

recognize, understand and work with Town wide priorities; to identify, analyze and make useful

recommendations regarding complex issues. To work diplomatically and effectively with diverse

customers; an ability to work effectively with town departments.

Minimum Qualifications

The candidate shall have at least five years of experience in supervision of building construction

or design or a two-year associate degree in a field related to building construction, building

design, or building management, or any combination of education and experience which would

confer equivalent knowledge and ability, as determined by the Board of Building Regulations

and Standards.

Must be certified as a Local Building Inspector by the Board of Building Regulations and

Standards or obtain certification within the guidelines and provisions of the Board of Building

regulations and Standards for the local inspector position, within the specified time frame.

Candidate must possess a valid MA Class D Drivers' license. A Construction Supervisor license a

plus.

Candidate should possess strong computer and customer service skills. Additionally, candidate

should possess strong communication skills both verbally and written.

Physical Requirements

This position requtres frequent light to moderate physical effort while performing inspections.

Must be able to access all areas and levels of a construction site in a safe manner; frequently

required to spend several hours walking or standing. While performing the duties of this

position, the employee is regularly required to use hands and finger, to handle, feel or operate

objects, tools, or controls and to reach with hands and arms. Performance of the essential

functions may also require employee to climb or balance, stoop, kneel, crouch, or crawl.

Occasionally may be required to lift up to 60 pounds. Normal vision requirements.

Draft_21122; prepared by LL and VH Bates # 088

Survey of Local Inspector hourly rates-FY22

TOWN POPULATION RATE / HOUR

ASHLAND 16,593 $32.00

AUBURN 16899 $27.88

GRAFTON 19644 $25.60

NORTHBORO 6,167 $36.90

SUDBURY 18,934 $30.28

WAYLAND 13943 $29.86

WESTON 11,261 $33.00

WESTWOOD 14,618 $33.75

Average $31.16

Bates # 089