HomeMy WebLinkAboutLarch Salary Survey 5/31/1985May 31, 1985
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TOWN OF MANSFIELD
MUNICIPAL ELECTRIC DEPARTMENT
MANSFIELD, MASSACHUSETTS 02048
To: Light Commission
From: John H. Larch, Manag�/
Re: Salary Survey - Manager's Position
As requested at the last Light Commission meeting, I started to
prepare a salary survey for my position. It was my intention to
use the same cities and towns and the same format as the O'Hare
Survey and simply plug in the numbers from the survey done by
M.E.A.M. last fall. This resulted in Attachment #1.
( In order to make the data more meaningful, it was rearranged
according to the number of customers served by each system,
Attachment #2. From this, it became immediately apparent that
the study was biased toward systems larger than Mansfield.
In the case of the production workers, who the O'Hare study was done
for, this does not create a problem. The intent of the study was
to analyze data for similar jobs in the same labor market. In the
case of the Manager, it is possible that there is more correlation
between system size than geographic location. Also, other factors
come into account comparing management positions.
In Attachment #3, I added ten more systems to the survey. The
other attachments deal with items that you may or may not consider
to be meaningful. We can discuss how you feel the data should be
analyzed at the meeting.
JHL:jc
Attachments
Mansfield Electric Department
Financial Ratios
1984/103
Ratio 1984 1983 Objective
Quick (Acid Test) Ratio:
Current Li uid Assets
2 120 922
2.42 to 1
2 187 776
9I
1.99 to 1
Measure
Surplus
Current L abilit es
87 ,436
3,3
9� 6
Financial
Liquidity
Current Ratio:
Strength
Return on Equity:
Current Assets
2,291,422
2.62 to 1
2,496,464
2.27 to 1
Measure
Current Liabilities
873,436
235,818
3,3-18 861.
1,096,691
Determine
Profitability
Liquidity
Average Collection Period:
Gross Profit Margin:
Receivables
1,155,142
35.45 days
1$106 887
29 31
37.10 days
Evaluate
Sales Per Day
32,516
.98%
Determine
Sales
Operations
Asset Turnover:
10,888,326
Profitability
Net Income to Cost of
Sales
11,890 207
2.43 to 1
10,888,326
2.15 to 1
Evaluate
Total Assets
48991,898
5,065,347
Net Income
Operations
Capitlization Ratio:
Total Liabilities
873,436
.25 to 1
1,096,691
.33 to 1
Determine
Surplus
3,384,577
3,3
Financial
Strength
Return on Equity:
Net Income
387,230
3,384,577
11.44%
235,818
3,3-18 861.
7.10%
Determine
Profitability
Surplus
Gross Profit Margin:
Gross Income
264 604
2.22%
106,935
.98%
Determine
Sales
11 ,890,207
10,888,326
Profitability
Net Income to Cost of
Uttltty Plant in Service:
Net Income
3877230
7.76%
235,818
4.98%
Determine
Cost of Utility Plant
4,985,490
4,738,450
Profitability
in Service
May 31, 1985
TOWN OF MANSFIELD
MUNICIPAL ELECTRIC DEPARTMENT
MANSFIELD, MASSACHUSETTS 02048
MEMORANDUM
To: Light Commission
From: John H. Larch, Mana er�
Re: Office Manager Salary urvey
The attached salary survey is for the Board to look over at
their leisure. It is for general informational purposes only.
JHL:jc
Attachment
May 31, 1985
TOWN OF MANSFIELD
MUNICIPAL ELECTRIC DEPARTMENT
MANSFIELD, MASSACHUSETTS 02048
MEMORANDUM
To: Light Commission
From: John H. Larch, Manage/
Re: Salary Survey - Manager's Position
As requested at the last Light Commission meeting, I started to
prepare a salary survey for my position. It was my intention to
use the same cities and towns and the same format as the O'Hare
Survey and simply plug in the numbers from the survey done by
M.E.A.M. last fall. This resulted in Attachment #1.
In order to make the data more meaningful, it was rearranged
according to the number of customers served by each system,
Attachment #2. From this, it became immediately apparent that
the study was biased toward systems larger than Mansfield.
In the case of the production workers, who the O'Hare study was done
for, this does not create a problem. The intent of the study was
to analyze data for similar jobs in the same labor market. In the
case of the Manager, it is possible that there is more correlation
between system size than geographic location. Also, other factors
come into account comparing management positions.
In Attachment #3, I added ten more systems to the survey. The
other attachments deal with items that you may or may not consider
to be meaningful. We can discuss how you feel the data should be
analyzed at the meeting.
JHL:jc
Attachments
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