Loading...
HomeMy WebLinkAbout09.d EDB Bolton_FINAL REPORT Bolton 4COÜNNTN 2025 Classification and -_- so , Compensation Study /l�Tr A UTNO�� Final Report August 22, 2025 For Bolton: Dan Ripberger Managing Director, Practice Lead (513) 290-1770 djripberger@boltonusa.com Table of Contents I. Introduction 1 II. Current Program Review 3 III. Market Benchmarking ■ Methodology 8 ■ Pay Ranges 10 ■ Broad-based Benefits 11 ■ Retirement Benefits 13 IV. Program Recommendations ■ Job Analysis and Documentation 14 ■ Job Evaluation and Classification 14 ■ Compensation Philosophy 15 ■ Base Pay Structures 16 ■ Actual Pay Alignment 20 ■ Base Pay Delivery 21 V. Next Steps and Implementation 22 Bolton I. Introduction Assessment Approach and Process We employed our time-tested and systematic approach to review and recommend changes to CCUA's program. 00� MARKET PRICING • Labor markets • Custom survey • Market pricing 41, PAY DELIVERY& JOB ANALYSIS ' PAY OPPORTUNITY • Pay posture ADMINISTRATION • Organizational • Pay structures • Actual pay equity analysis • Pay ranges • Pay change plans • Roles/job analysis P • Job grading • Roles and • Job questionnaires JOB EVALUATION responsibilities • Internal job value • Job families • Career levels • Compensable factors COMPENSATION OBJECTIVES AND PHILOSOPHY Bolton 1 II. Current Program Review Background Data Review Bolton collected and reviewed detailed organizational and pay program data. These data included: ❑ Organization policy and other budget and financial documentation; ❑ Job descriptions: ❑ Pay plans and job grading listings; and ❑ Detailed electronic employee data. We also led and participated in background discovery to fully understand the organization, its operations and its people needs. ❑ We employed a combination of direct research, discussions with Administration, and interviews with Division management. ❑ Our interviews helped define the work of each department, how it is grouped and how it integrates with other departments across the organization as well as provided background as to the pay program's effectiveness. Bolton 2 II. Current Program Review Job Analysis and Documentation Overall, job descriptions are fairly-well written and contain the data necessary to accurately evaluate a job. ❑ Job Summaries and Essential Duties and Responsibilities are clear and concise. ❑ Management Level, Grade and FLSA Status are identified for each job. Job Titles Our review yielded that some job titles are inconsistently applied to support clear career/job progression, alignment with the market, or help support perceptions of internal equity. While we typically expect "type of work" titles to be used in only one career group, the CCUA titles below are used across the disparate career groups listed. ❑ Administrator: exempt specialist and non-exempt support. ❑ Analyst: management and exempt specialist. ❑ Coordinator: management, exempt specialist, non-exempt support, and non-exempt labor. ❑ Specialist: management, non-exempt support, and non-exempt labor. Bolton 3 II. Current Program Review Job Evaluation Job evaluation is a systematic approach to determining job value relative to other jobs for purposes of pay opportunity determination. Effective job evaluation systems: ❑ Reflect organizational values; ❑ Help rationalize and deliver internal equity; ❑ Should be defined by legally-acceptable compensable factors — not competencies or performance-related behaviors; and ❑ Align with the organization's need to recruit and retain qualified staff. CCUA does not appear to have a formal job evaluation system to help determine job grading other than market pricing and whole job assignments. Bolton 4 II. Current Program Review Pay Structure Design CCUA maintains three base pay structures, all effective as of July 1, 2024, to manage employee pay opportunity. U The CCUA Staff Structure has 12 grades with a 12% grade progression (percentage difference between consecutive grades) for grades 29 through 40. The structure also uses ranges with a 50% width from entry to maximum. U The Executive Structure has 5 grades with 8% - 21% grade progression and 50% range spread. U Lastly, the Professional Development & Training Program structure has unique pay ranges for nineteen jobs with incremental increases awarded to participants upon completion of each module. Grade progression and range width are used together to manage employee pay in accordance with an organization's philosophy for internal equity and market competitiveness, as well as job design career development. The table below provides commonly- accepted relationships between grade progression and range width. Grade Progression Range Width Common Job Types M5.0% _ Hourly, Non-Exempt Salaried jillM 10.0% 50.0% Hourly, Salaried Individual Contributor, Management 15.0% 60.0% II Exempt Individual Contributor, Management 1. 20.0% 70.0% Executive Management Our review indicates that the structure grade progressions are sufficient to effectively manage base pay, although the 12% progression between consecutive grades on the CCUA Staff Structure may be too large at lower levels to support for progression in skill and contribution levels. Bolton 5 II. Current Program Review Actual Pay Alignment Compa-ratio is employee base pay divided by their jobs' range targets and describes the alignment of actual pay with the market, assuming targets are set at desired market levels. ❑ A compa-ratio of 100.0% means an organization is paying exactly at its market targets, overall. ❑ CCUA's compa-ratio of 100.0% indicates that it is paying at its current market targets represented by the structure midpoints, There is some variance of actual base pay within pay ranges, with more than half (55.9%) at the competitive range. RANGE LOCATION COMPETITVE EMPLOYEE DISTRIBUTION* (COMPA-RATIO) POSTURE AVG SERVICE NUMBER % OF TOTAL Below 80.0% Less Than 0.0 11 5.9% 80.0%to 89.9% Low End 4.6 35 18.8% 90.0%to 99.9% 8.9 50 26.9% Competitive Range 100.0%to 109.9% 9.5 54 29.0% 110.0%to 120.0% High End 13.5 29 15.6% Above 120.0% More than Competitve 0.0 7 3.8% Total 186 100.0% *Excludes Executive Director and interns Bolton 6 III. Market Benchmarking Methodology Bolton consulted with CCUA's management to confirm the desired competitive labor markets for pay comparison — CCUA desires to align its compensation with other water utilities in the state for Exempt roles with a particular eye on cities and counties in the local region for Non-Exempt roles. We applied a two-fold approach in gathering market data. We utilized several sources of published data to reflect CCUA's desired labor markets and conducted a custom survey of peer public sector employers. The public sector published data sources relevant to CCUA we consulted included: ❑ American Water Works Association, Medium and Large Utilities Survey. ❑ Florida Public Human Resources Association, PEPIE Salary Survey. Bolton 7 III. Market Benchmarking We conducted a custom pay survey of local utility authorities and local governments identified jointly by Bolton and CCUA. The organizations that submitted usable data include: ❑ City of Gainesville, FL ❑ Marion County, FL ❑ City of Green Cove Springs, FL ❑ Nassau County, FL ❑ City of Tallahassee, FL ❑ Orlando Utilities Commission ❑ Clay County, FL ❑ Putnam County, FL ❑ Emerald Coast Utilities Authority ❑ Seacoast Utility Authority ❑ Flager County, FL ❑ Seminole County, FL ❑ Indian River County ❑ St. John's County Government, FL ❑ Jacksonville Electric Authority ❑ Volusia County, FL ❑ Lake County, FL Peers supplied unidentified incumbent-level data on over 9,600 employees in over 2,500 different jobs. ❑ Bolton calculated summary statistics at the 25th, 50th and 75th percentile levels for each job. ❑ We adhere to Department of Labor and Federal Trade Commission safe harbor guidelines on anti-trust and price fixing with respect to salary survey and labor market research. This means that we only provide clients and survey participants with data summarized by job in a fashion that will not allow personal or employer identification. Bolton 8 III. Market Benchmarking Pay Ranges Our review indicates that CCUA's current market targets (i.e., midpoints) trail both the Peer and Public Sector market 50th percentiles. The table below provides the overall market comparison by labor market and structure. Peer Comparison Midpoint/Target as % of Market Statistic Structure 25P 50P 75P EME=Ir 101.3% 95.9% 90.1% PDTP 102.0% 94.6% 86.7% 92.9% 88.7% 82.5% Public Sector Comparison Midpoint/Target as % of Market Statistic Structure 25P 50P 75P CCUA Main 103.1% 96.3% 88.9% PDTP 103.9% 95.4% 86.5% Executive 98.1% 92.2% 85.1% Bolton III. Market Benchmarking Broad-based Benefits CCUA provides a full compliment of broad-based benefits programs to help protect the health and welfare of its employees so the organization can attract and retain quality employees. BENEFIT TYPE BENEFIT SUMMARY • Three plan offerings through Florida Blue Medical Insurance: One HMO,one PPO,and one HDHP,all with a PPO Network. • Plans are differentiated by deductible,out-of-pocket max, network of providers,copay,and employee premium cost. Medical • HMO plan for in-network benefits only, PPO and HDHP plans offer comprehensive in-and out-of-network benefits. • Rx coverage similar for PPO and HMO plans,with the HDHP requiring a deductible and higher employee costs per prescription. • Two dental plans offered, both with in and out of network coverage. Pays 100% preventative, 80%basic,50%major and 50%for in Dental network,with 50%ortho to$1,000 lifetime maximum available only with the Choice Plus plan.$50/$150 deductible per person/family and$1,500 per person annual maximum for the Choice Plan,$1,000 for Choice Plus. • Coverage provided through Humana. Vision • Covers eye exams, glasses or contacts every 12 months. Frame allowance of$130 with medically necessary lenses covered in full. • Long-Term Disability Insurance after 180 days.60% income up to$6,000/month. Disability • Short Term Disability Insurance after 8 days.60%income up to$750per week until eligible for Long-Term Disability. Life &AD&D • Life insurance and Accidental Death is provided at$50,000. • 13 designated holidays observed. Paid Time Off • PTO accrued on a biweekly basis with 22 days maximum per year at hire up to 31 days per year after 14+years of service Other Services • Flexible Spending Account,Wellness Program, Employee Assistance Program, Critical Illness Insurance, Hospital Indemnity. Bolton 10 III. Market Benchmarking Broad-based Benefits Overall, CCUA's broad-based benefits program is less than competitive when compared to Peers and the general market. Our competitive market assessment is summarized below. MARKET ALIGNMENT BENEFIT TYPE COMPETITIVE NOTES Below At Above Medical I I • Very competitive with employee only coverage provided by employer;slightly less than competitive with higher costs for dependent coverage. Dental I I • Lesser employee cost with comparable benefits levels. Vision I I • Premiums are slightly lower with similar benefit levels. Short-term Disability I i I • Less than competitive due to lower maximum benefits for STD. Long-term Disability I I. I • In line, but only for those employees earning$72,000 or less per year due to lower benefit maximum. Life & AD&D I I • Only$50,000 in coverage with the ability to purchase additional. Paid Time Off • PTO leads Peers slightly due to more holidays. OVERALL • Slightly less than competitive due to variance in STD, LTD,and life insurance. Bolton 11 III. Market Benchmarking Retirement Benefits CCUA uses a defined contribution (DC) plan to deliver total retirement benefits to employees in addition to Social Security. U CCUA contributes 10.0% of pay into the plan after 12 months of service. U Employees may be required to contribute to the plan per the Adoption Agreement. U Employees may also contribute to a voluntary 457(b) plan and Roth IRA for additional retirement savings. To compare the total benefits provided across plan types, we projected the retirement income that CCUA's plan and Peer's plans, including the employer portion of social security if applicable, will provide after a 25-year full career. Retirement Benefit Type Projected Annual Annuity as % of Final Pay Defined Contribution Plan 25.4% Social Security 13.4% Total 38.8% Our analysis indicates that CCUA's projected retirement income replacement is competitive for employees generally but trails the middle of the market slightly for senior management and executive levels. Market Income Replacement % Job Level CCUA % Low Middle High Staff 25.8% 37.6% 44.3% 38.8% Executive 29.4% 41.6% 49.8% Bolton 12 IV. Program Recommendations Job Analysis and Documentation We recommend that CCUA continue to place a strong emphasis on manager-written job descriptions and ensure their consistency and accuracy as a key component of the program going forward. ❑ Managers should prepare job descriptions and submit to Human Resources for review, classification and approval. ❑ Human Resources should review the job description for clarity and the stated minimum requirements for legal compliance and consistency. ❑ We suggest that CCUA consider adding the percent of time or importance for essential duties and functions to further improve their formatting and usefulness. Job Evaluation and Classification We suggest that CCUA consider a more formal approach to job classification by consistently assigning jobs to career levels to better determine job worth and establish pay opportunity. CCUA could adopt our whole-job career levels defined by four primary and legally-defensible compensable factors to help manage employee perception of pay equity (See Exhibit 6). Bolton 13 IV. Program Recommendations Compensation Philosophy As part of reviewing and adopting a new pay program, CCUA should confirm and articulate its compensation philosophy and market pay policy. ❑ We recommend CCUA set its market pay policy to align with the Public Sector, which includes Peers. ❑ Additionally, we recommend CCUA target the 50th percentile or median of this market on an overall basis. CCUA may wish to consider a slightly higher target, such as the 60th percentile, for its executive roles/structure as a tool to help close the gap on retirement benefit competitiveness. Should CCUA desire to remain aligned with the 50th percentile, then the organization should consider some typer of supplemental executive retirement benefit offering to improve executive total compensation market alignment. Bolton 14 IV. Program Recommendations Base Pay Structures We recommend CCUA update its base pay structures for the 2025/26 pay plan year. ❑ The new structures will be effective October 1, 2025, through September 30, 2026. ❑ We increased the current Staff and PDTP structures by 3.7% to set structure midpoints at a 50th percentile market target. We maintained the existing midpoint progression and range spreads for these structures. ❑ We increased the Executive structure by 13.8% to align with the 60th percentile, which is 6.0% higher than the 50th percentile. We also smoothed the midpoint progression and range spreads to better align with market value. ❑ Increases to pay ranges do not automatically result in any actual pay increases. We also further subdivided the Staff and Executive ranges into three equal parts— or terciles —to provide guidance as to where in the range an employee should be paid given their performance in the job. Each range point is defined as follows: ❑ Entry Point: minimum rate paid an employee who possesses minimal qualifications and is expected to be able to perform the basic duties and responsibilities of a job after normal training. ❑ Market Range Low: rate paid an employee who almost fully meets the requirements of the position with full proficiency in the prerequisite competencies. ❑ Market Range Mid: rate paid an employee who fully meets the requirements of the position with full proficiency in the prerequisite competencies. ❑ Market Range High: rate paid an employee who exceeds the requirements of the position with full proficiency in the prerequisite competencies and has demonstrated consistent performance over time. ❑ Max Point: highest rate available for employees whose performance has consistently exceeded position requirements over time. Bolton 15 IV. Program Recommendations Recommended 2025/26 Base Pay Structure - Staff BASE PAY RANGES($) MARKET RANGE 1 2 GRADE RANGE GRADE ENTRY MR POINT 1 TARGET MR POINT 3 MAXIMUM PROGRESSION SPREAD Structure: Clay County Utility Authority Staff FY25-26 Effective 10/1/2025-9/30/2026 29 31,421 36,641 39,250 41,860 47,080 49.8% 30 35,465 41,549 44,591 47,633 53,717 13.6% 51.5% 31 39,717 46,527 49,932 53,336 60,146 12.0% 51.4% 32 44,591 52,161 55,946 59,731 67,301 12.0% 50.9% 33 49,880 58,452 62,739 67,025 75,597 12.1% 51.6% 34 56,102 65,608 70,360 75,113 84,619 12.1% 50.8% 35 62,842 73,523 78,864 84,204 94,886 12.1% 51.0% 36 70,620 82,545 88,508 94,471 106,396 12.2% 50.7% 37 79,123 92,500 99,189 105,878 119,255 12.1% 50.7% 38 88,664 103,665 111,166 118,667 133,669 12.1% 50.8% 39 99,345 116,109 124,492 132,874 149,639 12.0% 50.6% 40 111,478 130,213 139,580 148,948 167,683 12.1% 50.4% Notes: 1)Percentage difference between consecutive grade targets. 2)Percerntage difference between entry point and maximum point. Bolton 16 IV. Program Recommendations Recommended 2025/26 Base Pay Structure - PDTP BASE PAY RANGES($) MARKET RANGE r 2 GRADE RANGE GRADE ENTRY MR POINT 1 TARGET MR POINT 3 MAXIMUM PROGRESSION SPREAD Structure: Professional Development&Training Program FY25-26 Effective 10/1/2025-9/30/2026 WOT 45,879 50,451 55,024 19.9% WWOT 45,879 50,451 55,024 19.9% DCUM 42,902 51,497 60,093 40.1% DCSM 52,457 57,968 63,479 21.0% DCFS 56,361 61,818 67,276 19.4% DCLM 56,750 64,472 72,193 27.2% DCLSM 59,769 67,664 75,558 26.4% DCMM 62,509 69,034 75,558 20.9% DCFSS 67,276 75,925 84,574 25.7% DCFM 67,729 76,151 84,574 24.9% DCLMM 75,558 80,066 84,574 11.9% WOR 68,893 80,811 92,728 34.6% WWOR 71,050 82,967 94,885 33.5% DCFMM 84,574 89,730 94,885 12.2% WLO 87,141 94,162 101,183 16.1% WWLO 89,298 95,996 102,693 15.0% DCACMM 90,420 98,390 106,360 17.6% WCO 87,141 104,871 122,602 40.7% WWCO 89,298 107,024 124,759 39.7% Notes: 1)Percentage difference between consecutive grade targets. 2)Percerntage difference between entry point and maximum point. Bolton 17 IV. Program Recommendations Recommended 2025/26 Base Pay Structure — Executives BASE PAY RANGES($) MARKET RANGE 1 2 GRADE RANGE GRADE ENTRY MR POINT 1 TARGET MR POINT 3 MAXIMUM PROGRESSION SPREAD Structure: Clay County Utility Authority Executives FY25-26 Effective 10/1/2025-9/30/2026 E 01 119,184 143,020 154,939 166,857 190,694 60.0% E02 133,486 160,183 173,531 186,880 213,577 12.0% 60.0% E03 149,504 179,405 194,355 209,305 239,206 12.0% 60.0% E04 171,930 206,315 223,508 240,701 275,087 15.0% 60.0% E05 206,315 247,579 268,210 288,842 330,105 20.0% 60.0% Notes: 1)Percentage difference between consecutive grade targets. 2)Percerntoge difference between entry point and maximum point. Bolton 18 IV. Program Recommendations Actual Pay Alignment In the aggregate, CCUAs overall compa-ratio on the new structures is 96.2%. ❑ This means that overall base pay trails market targets by 3.8%. ❑ There is also some variance of actual base pay within pay ranges. Range Location Competitive Employee Distribution (Corn pa-Ratio) Posture Avg Service Number % of Total Below 80.0% Less Than 1.6 12 6.5% 80.0% to 89.9% Low End 5.6 44 23.7% 90.0% to 99.9% 9.2 65 34.9% Competitive Range 100.0% to 109.9% 11.0 46 24.7% 110.0% to 120.0% High End 12.6 17 9.1% Above 120.0% More than Competitve 16.8 2 1.1% Total 186 100.0% *Excludes Executive Director and interns Bolton 19 IV. Program Recommendations Base Pay Delivery Annual Adjustments ❑ We recommend that CCUA continue to grant regular annual adjustments at a common point in time each year as is current practice. The size of the annual regular increase budget, if any, should be based on anticipated market movement and the organization's financial condition. Starting Rates We suggest that CCUA refine its policy on determining rates for new hires to best reflect their job experience. ❑ Set at minimum or entry if only minimum job requirements are met. ❑ If new hires' experience exceed minimum work requirements, pay should be established in line with other employees' pay and experience. In addition, CCUA should consider establishing guidelines overall or by department,for example: ❑ First Tercile: Less than 7 years job experience. ❑ Middle Tercile: 7 to 14 years job experience. ❑ Third Tercile or above: More than 14 years. Promotional Increases ❑ 50% of difference between current and new grade midpoints. At least to minimum of new range. Transfer/Lateral Changes ❑ Generally, no increase; lump sum payment optional. Bolton 20 V. Next Steps and Implementation Next Steps Finalize pay program design and administrative policies. Create or revise immediate supporting documents and tools: ❑ Pay structures; ❑ Job classification and grading; and ❑ Pay policies. Put the program changes into effect: ❑ Create an implementation process and plan; ❑ Finalize job grading; ❑ Transition program design documents, data and tools from Bolton to CCUA; ❑ Further orient management; and ❑ Communicate to employees. Bolton 21 V. Next Steps and Implementation Employee-Level Implementation We recommend CCUA consider one or more increase types to determine any market equity adjustments needed. ❑ Across-the-Board: a consistent percentage or dollar value increase provided to all or most employees. This is sometimes referred to as a general increase or cost-of-living adjustment. ❑ Experience-based: increase designed to align experience in a specific job with the position in a range someone is paid. CCUA should develop guidelines for determining experience-based adjustments. ❑ We would expect an employee with 9-12 years of job-specific experience to be paid at or close to the Midpoint. ❑ CCUA should also establish a maximum number years of job-specific experience that will be used to help determine increase amount. Bolton 22 Clay County Utility Authority Bolton Career Levels and Descriptions CAREER LEVEL CAREER LEVEL DESCRIPTION Skilled Trades/Ops/Labor A Jobs at this level perform manual tasks and small projects.This may be entry-level for a semi-skilled labor role.Works somewhat independently but receives regular work instruction and guidance.With task latitude,positions at this level perform work tasks and have a limited impact on departmental goals and objectives.They require basic knowledge of hands-on technical discipline(s)within an assigned function typically received through a high school degree and over 2 years of experience. Skilled Trades/Ops/Labor B Jobs at this level perform manual tasks and small projects with some required planning.Works independently but receives regular work instruction and guidance on a project basis.With project latitude,positions at this level have a limited impact on departmental goals and objectives.They require working knowledge of hands-on technical discipline(s)within an assigned function and basic knowledge of project management and task completion typically received through a high school degree and 4 years of experience. Skilled Trades/Ops/Labor C Jobs at this level perform manual tasks and projects that require planning and resource scheduling.Works independently but receives intermittent work instruction and guidance on a project basis.With project latitude,positions at this level have a moderate impact on departmental goals and objectives.They require working knowledge of hands-on technical discipline(s)within an assigned function and basic knowledge of project management and task completion typically received through a high school degree and 7 years of experience. Skilled Trades/Ops/Labor D Jobs at the expert/lead level plan and complete manual or hands-on technical task and projects.In the scope of their discipline,works independently and provides tasks to others.With technical/functional latitude,positions at this level perform advanced technical work projects and have a direct impact on departmental goals and objectives.They require expert knowledge of hands-on technical discipline(s)within an assigned function and specialized knowledge of project management and task completion received through formal technical education beyond high school,or equivalent experience,and 10 years of related experience. Semi-Skilled Trades/Ops/Labor A Jobs at this level perform manual tasks and small projects.This may be entry-level for a semi-skilled labor role.Works somewhat independently but receives regular work instruction and guidance.With task latitude,positions at this level perform work tasks and have a limited impact on departmental goals and objectives.They require basic knowledge of hands-on technical discipline(s)within an assigned function typically received through a high school degree and over 2 years of experience. Semi-Skilled Trades/Ops/Labor B Jobs at this level perform manual tasks and small projects with some required planning.Works independently but receives regular work instruction and guidance on a project basis.With project latitude,positions at this level have a limited impact on departmental goals and objectives.They require working knowledge of hands-on technical discipline(s)within an assigned function and basic knowledge of project management and task completion typically received through a high school degree and 4 years of experience.This may be the highest semi-skilled laborer level. Semi-Skilled Trades/Ops/Labor C Jobs at this level perform manual tasks and projects that require planning and resource scheduling.Works independently but receives intermittent work instruction and guidance on a project basis.With project latitude,positions at this level have a moderate impact on departmental goals and objectives.They require working knowledge of hands-on technical discipline(s)within an assigned function and basic knowledge of project management and task completion typically received through a high school degree and 7 years of experience.This may be the highest sem-skilled laborer level. Semi-Skilled Trades/Ops/Labor D Jobs at the expert/lead level plan and complete manual or hands-on technical task and projects.In the scope of their discipline,works independently and provides tasks to others.With technical/functional latitude,positions at this level perform advanced technical work projects and have a direct impact on departmental goals and objectives.They require expert knowledge of hands-on technical discipline(s)within an assigned function and specialized knowledge of project management and task completion received through formal technical education beyond high school,or equivalent experience,and 10 years of related experience. Bolton Exhibit 6 Page 1 of 5 August 2025 Clay County Utility Authority Bolton Career Levels and Descriptions CAREER LEVEL CAREER LEVEL DESCRIPTION Basic-skilled Trades/Ops/Labor A Jobs at this level perform manual tasks of a routine or prescribed nature.This is an entry-level manual labor role.With limited latitude,positions at this level perform work activities and have a limited impact on departmental goals and objectives.They require basic knowledge of hands-on technical labor activities within an assigned function typically received through high school a high school degree or equivalent experience,and little to no related work experience. Basic-skilled Trades/Ops/Labor B Jobs at this level perform manual tasks and small projects.This may be entry-level for a semi-skilled labor role.Works somewhat independently but receives regular work instruction and guidance.With task latitude,positions at this level perform work tasks and have a limited impact on departmental goals and objectives.They require basic knowledge of hands-on technical discipline(s)within an assigned function typically received through a high school degree and over 2 years of experience. Basic-skilled Trades/Ops/Labor C Jobs at this level perform manual tasks and small projects with some required planning.Works independently but receives regular work instruction and guidance on a project basis.With project latitude,positions at this level have a limited impact on departmental goals and objectives.They require working knowledge of hands-on technical discipline(s)within an assigned function and basic knowledge of project management and task completion typically received through a high school degree and 4 years of experience.This may be the highest unskilled laborer level. Basic-skilled Trades/Ops/Labor D Jobs at this level perform manual tasks and projects that require planning and resource scheduling.Works independently but receives intermittent work instruction and guidance on a project basis.With project latitude,positions at this level have a moderate impact on departmental goals and objectives.They require working knowledge of hands-on technical discipline(s)within an assigned function and basic knowledge of project management and task completion typically received through a high school degree and 7 years of experience.This may be the highest unskilled laborer level. Technician A Jobs at this level require basic technical knowledge to perform work tasks while learning on the job about additional job-related duties to be completed. With limited latitude,incumbents perform hands-on work tasks and activities in support of overall departmental or functional requirements and have a nominal impact on departmental goals and objectives.Requires basic knowledge of specific technical discipline,typically received through technical education and/or training beyond high school,and little to no related experience. Technician B Jobs at this level require working technical knowledge to complete operational duties and tasks of a routine or prescribed nature.With task latitude, positions at this level perform hands-on work tasks in support of overall departmental or functional requirements and have a moderate impact on departmental goals and objectives. Requires working knowledge of specific technical discipline,typically received through technical education and/or training beyond high school,and 2 years of related experience. Technician C Jobs at this level require working technical knowledge to complete operational duties and tasks of a semi-routine nature.With task and project latitude, positions at this level perform hands-on work tasks in support of overall departmental or functional requirements and have a direct impact on departmental goals and objectives.Requires working knowledge of specific technical discipline,typically received through technical education and/or training beyond high school,and 4 years of related experience. Technician D Jobs at this level require specialized technical knowledge to complete operational duties and tasks.With project latitude,incumbents perform hands-on work tasks in support of overall departmental or functional requirements and have a direct impact on departmental goals and objectives.Requires specialized knowledge of specific technical discipline,typically received through technical education and/or training beyond high school,and 7 years of related experience. Technician E Jobs at this level require specialized technical knowledge to complete operational duties and tasks.With functional latitude,incumbents perform hands-on work tasks in support of overall departmental or functional requirements and have a direct impact on departmental goals and objectives.Requires specialized knowledge of specific technical discipline,typically received through technical education and/or training beyond high school,and 10 years of related experience. Exhibit 6 Bolton Page 2 of 5 August 2025 Clay County Utility Authority Bolton Career Levels and Descriptions CAREER LEVEL CAREER LEVEL DESCRIPTION Support A Jobs at this level complete repetitive tasks while continuing to learn on the job about additional department-related tasks and office administration and policies.With limited latitude,positions at this level perform administrative work tasks and activities in support of overall departmental or functional objectives and have a nominal impact on organizational goals and objectives.Requires basic knowledge of administrative practices and procedures,typically received through a high school degree or equivalent,and little to no related experience. Support B Jobs at this level complete administrative and operational duties and tasks of a routine or prescribed nature.With task latitude,positions at this level perform administrative work tasks in support of overall departmental or functional requirements and have a limited impact on organizational goals and objectives.Requires basic knowledge of administrative practices and procedures,typically received through a high school degree or equivalent,and 2 years of related experience. Support C Jobs at this level complete coordinative and administrative routine projects and tasks with some discretion related to the project/duties assigned.With project latitude,positions at this level support of overall departmental or divisional requirements and have a moderate impact on organizational goals and objectives.Requires working knowledge of administrative practices and procedures,typically received through a high school degree or equivalent,and 5 years of related experience. Support D Jobs at this level organize and complete coordinative and administrative projects and tasks with significant discretion related to the project/duties assigned. With technical/functional latitude,positions at this level support of overall departmental or divisional requirements and have a moderate impact on organizational goals and objectives.Requires specialized knowledge of administrative practices and procedures,typically received through a high school degree or equivalent,and 8 years of related experience. Support E Jobs at this level organize,lead and complete coordinative and administrative projects and tasks with significant discretion related to the project/duties and staff assigned.With technical/functional latitude,positions at this level support of overall departmental or divisional requirements and have a direct impact on organizational goals and objectives.Requires specialized knowledge of administrative practices and procedures,typically received through a high school degree or equivalent,and 12 years of related experience. Exhibit 6 Bolton Page 3 of 5 August 2025 Clay County Utility Authority Bolton Career Levels and Descriptions CAREER LEVEL CAREER LEVEL DESCRIPTION Specialist A Jobs at this level require basic professional knowledge to perform basic work tasks while learning on the job about additional job-related duties to be completed and office administration and policies.With task latitude,positions at this level perform work activities in support of overall departmental or functional requirements and have a moderate impact on organizational goals and objectives.They require working knowledge of their particular functional discipline typically received through a four-year degree,or equivalent experience,and little to no related experience. Specialist B Jobs at this level require working professional-level knowledge to independently complete work duties and may participate in departmental policy development.Continues to learn about additional professional practices and job-related duties.With project latitude,positions at this level perform work tasks in support of overall departmental or functional requirements and have a moderate impact on organizational goals and objectives.They require specialized knowledge of their particular functional discipline and working knowledge of administrative/management practices typically received through a four-year degree,or equivalent experience,and over 3 years of related experience. Specialist C Jobs at this level require in-depth professional-level knowledge to independently complete work projects and duties and participate in departmental policy development.May provide work instruction to lower level employees.With technical/functional latitude,positions at this level perform work projects in support of overall departmental or functional requirements and have a direct impact on organizational goals and objectives.They require in-depth knowledge of their particular functional discipline and working knowledge of administrative/management practices typically received through a four-year degree,or equivalent experience,and over 6 years of related experience. Specialist D Jobs at this level require specialized knowledge in a recognized professional field to complete professional level work projects and provide work direction (not supervise)to other professional employees across projects and/or within a department.With general latitude,positions at this level perform advanced work projects in support of overall departmental or functional requirements and have a significant impact on organizational goals and objectives.They require expert knowledge of their particular functional discipline and specialized knowledge of administrative/management practices typically received through a four-year degree,or equivalent experience,and over 10 years of related experience. Management A Jobs at this level supervise a group of support/operations employees and may perform additional department-related work activities.Reports to a Manager, Director or above.May be titled Senior to recognize longer-term successful performance in the role.With limited latitude,positions at this level supervise employees in departments or functions and have a direct impact on departmental goals and objectives.They require specialized knowledge of management practices and specialized knowledge of the area managed,typically received through a four-year degree,or equivalent experience,and over 5 years of related experience. Management B Jobs at this level supervise(manage)a group of professional and support/operations employees and perform additional professional-level work activities. Reports to a Director or above.May be titled Senior to recognize longer-term successful performance in the role.With technical/functional latitude, positions at this level manage functions and have a direct impact on organizational goals and objectives.They require in-depth knowledge of management practices and specialized knowledge of the area managed,typically received through a four-year degree,or equivalent experience,and over 8 years of related experience. Management C Jobs at this level direct the strategic and operational activities of a department or segment of a department and supervise managers,professionals and support/operations employees.With general latitude,positions at this level direct a department and have a significant impact on organizational goals and objectives.They require expert knowledge of management practices and specialized knowledge of the area managed,typically received through a four-year degree,or equivalent experience,and over 15 years of related experience. Management D Jobs at this level serve as top experts for a major/core organizational function and direct the strategic and operational activities of the function,sharing accountability for the success of the organization as a whole.Typically reports to the top executive or number two executive.With broad latitude,positions at this level direct a department and have a major impact on organization's business goals and objectives.They require expert knowledge of management practices and specialized knowledge of the area managed,typically received through a four-year degree,or equivalent experience,and over 15 years of related experience. Bolton Exhibit 6 Page 4 of 5 August 2025 Clay County Utility Authority Bolton Career Levels and Descriptions CAREER LEVEL CAREER LEVEL DESCRIPTION Deputy Top Executive Executive that is second in command and has responsibility for the oversight of multiple departments and/or functions.May serve as top executive when that person is absent. Top Executive Top employee executive of the organization. Exhibit 6 BoltonPage 5 of 5 August 2025