4.e) Staff Report-Update on Compensation Plan-Determine Comparable Cities � t�` /�_' .��
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SCANDIA
Staff Renort
Date of Meeting: Apri19,2013
To: City Council
From: Kristina Handt, Administrator
Re: Update on Compensation Plan-Determine Comparable Cities
Agenda Item#: 4.e)
Background:
At the March work session, the Council directed staff to begin preparing a grade and step pay plan.
The League of Minnesota Cities provides a model classification and compensation plan framework
specifically for smaller cities. A copy is included in your packet. As you can see,the League
identifies six components to developing a compensation plan.
1. Job Descriptions-Scandia has approved job descriptions for all current positions.
2. A classification hierarchy-staff is using the state job match evaluation system to develop the
hierarchy. See draft below.
3. A list of comparable cities-staff is not aware of the Council having previously identified a list
of comparable cities. This step needs to be completed to that staff may continue developing
the policy.
4. Market survey data-will be gathered once comparable cities are determined
5. A base pay schedule-to be developed
6. Narrative description of the plan-to be developed
Issue:
Which cities should staff use to compare wages of various city positions?
Proposal Details:
By using the state job match evaluation system and taking into consideration previous points
assigned to positions when completing the state pay eyuity report, staff proposes the following
hierarchy. Note the fire chief still needs to be consulted to help place fire department personnel.
Grade Level Classification and Points
10 City Administrator(483)
9 Open Grade
8 Maintenance Superintendent(252)
7 Open Grade
6 FT Maintenance Worker(194)
Deputy Clerk(192)
5 Snow Removal, PT, On-Call-with CDL(156)
Office Assistant(l48) * reflects 1/3 time as rec coord
4 Skating Supervisor(145)
Recreation Instructors (145)
Treasurer(14 l)
3 Parks/Grounds Maintenance Worker(136)
Ice Rink Maintenance Worker(136)
PT, Temp Maintenance Worker(121)
Snow Removal, PT, On-Call w/o CDL (121)
2 Ice Rink Attendant(109)
1 Open Grade
Remember the grade is only the first step in determining the employee's compensation level.
Once the steps for each grade are in place then we will have to determine which step to place
current employees at. For example, employees that have been with the city for a longer period of
time likely won't be placed at the first step in their grade.
In order to draft a pay schedule, staff will need to gather market data from comparable cities.
While population should not be used as the sole factor in determining comparables, staff started
by looking at cities of comparable size in our three county area(Washington,Anoka and
Chisago). Below is a list the Council may consider:
C� Population Coun
Bayport 3,525 Washington
Centerville 3,804 Anoka
Chisago City 4,9�4 Chisago
Circle Pines 4,922 Anoka
Columbus 3,919 Anoka
Grant 4,134 Washington
Lindstrom 4,464 Chisago
Newport 3,449 Washington
Oak Park Heights 4,593 Washington
Rush City 3,091 Chisago
Fiscal Impact:
NA-fiscal impact will be considered when setting pay schedule.
Options:
The Council should determine 4-6 comparable communities. The communities listed above may
be used or any others the Council determines appropriate.
Recommendation:
While Scandia has a unique rural character that makes finding a perfect list of comparables
challenging staff would recommend the following: Bayport, Centerville, Columbus, Grant,
Lindstrom and Newport.
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The League's Model Compensation plan was developed in cooperation with Rod Kelsey of Riley, Dettmann and Kelsey
League of Minnesota Cities
Model Classification and Compensation Plan
Framework for Smaller Cities
tNTRODUCTION
Personnel management is increasingly important in local government for many reasons. One of the
more important reasons is the State of Minnesota Local Government Pay Equity Act. This law requires
that cities with one or more employees maintain a classification and compensation plan that allows a city
to achieve and maintain pay equity compliance. To help cities develop or maintain such a plan, the
League has developed this model classification and compensation plan for smaller cities.
This model reinforces and uses the concepts presented in the Compensation 8 Benefits Chapter of the
on-line HR Reference Manual. City officials that are interested in implementing a new compensation
plan or revising an existing plan are encouraged to read the section of the Compensation 8� Benefits
Chapter titled "Salary and Wages"for a more in-depth discussion of classification and compensation
plans. The Compensation & Benefits Chapter also discusses the pay equity law in more detail and
includes a link to the state web site that has helpful pay equity compliance information.
CLASSIFICATION 8 COMPENSATION BASIC BUILDING BLOCKS
The basic building blocks required to develop an appropriate and defensible classification and
compensation plan are: 1) Job descriptions; 2)A classification hierarchy; 3)A list of comparable cities;
4) Market survey data from those cities; 5) Abase pay schedule; and 6) A narrative description of the
plan. Each of these items is described in further detail below.
1. Current, comqlete and accurate iob descriptions. One of the first steps in establishing a
compensation plan is to clearly assign job duties and responsibilities and prepare current, accurate
and complete job descriptions. Good job descriptions are the foundation for every part of a city's
classification and compensation plan. Good job descriptions are required to classify positions
internally with the city's chosen job evaluation method and compare positions externally (with similar
jobs in the larger market). Job descriptions should include:
a. Appropriate titles that reflect what a position actually does—e.g., "Directors" are generally in
charge of an entire department—budgeting, supervision, scheduling, etc; "Coordinators"
generally don't supervise staff but do make sure everything happens that needs to happen for
their assigned function; "Supervisors"generally are in charge of specific employees and the
work assigned to those employees; "Program Managers" are generally in charge of a specific
program within a department.
b. Reporting relationships of each position (e.g., what position supervises this position and what
other position(s), if any, does this position supervise?)
c. Current date of the latest revision of each position.
d. A concise and precise Position Summary(one or two brief paragraphs) for each position that
explains why the position exists and supports its placement in the city's classification
hierarchy (e.g., why iYs classified at a certain level). For example, a Street Maintenance
Supervisor position exists to ensure that the appropriate work is done to maintain the city's
streets. Because it is the supervisor's job to ensure that this work is done, he or she is at a
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The League's Model Compensation plan was developed in cooperation with Rod Kelsey of Riley, Dettmann and Kelsey
higher level than a Maintenance Worker whose job it is to carry out the work assigned by the
Maintenance Supervisor.
e. An appropriate number(rypically 8-10) of concise statements covering essential job duties
and responsibilities. These statements should also describe what it looks like when each
essential job duty is performed the way that the city wants it to be done. For example, if the
job duty is "Greets visitors and callers to City Hall", then ideally the description of how it is to
be performed may state, "Acknowledges visitors or callers immediately, asks the nature if
their inquiry, and directs the visitor or caller to the individual most likely able to answer the
inquiry.
f. The minimum requirements that a job candidate would need in order to be considered for the
position (e.g., any educational or degree requirements, minimum years of work experience,
required licenses or certificates, special skills like typing speed or familiarity with computer
software, etc.).
g. Other desirable, but not required1 qualifications that a job candidate might have that would set
them apart from other candidates for the job (e.g., additional years or specialized experience,
educational requirements above and beyond the minimum such as a graduate degree, etc.).
A sample job description for Director of Finance is contained in the appendix to this model
compensation plan.
2. A classification hierarchv. A classification hierarchy refers to the ordering of positions from high to
low work points based on job evaluation as required by the Local Government Pay Equity Act.
In the model compensation plan below, the job evaluation points are found in parentheses behind
each job title. The factors used to establish the points for each job class are: 1) Formal Preparation
and Experience; 2) Decision Making (Impact); 3)Thinking Challenges and Problem Solving; 4)
Interactions and Communications; and 5) Work Environment. A city can develop its own job ,
evaluation methodology, hire an outside consultant, or use the job evaluation system provided by the
State of Minnesota (the State Job Match). NOTE: If the State Job Match iob evaluation methodoloqv
is chosen read the instructions verv carefullv on how to apqlv this methodoloav.
Below is a sample twelve-grade classification hierarchy containing fourteen positions often found in
smaller cities. The open grades have been supplied to leave room for future positions; any given city
may or may not ever use the open grades depending on its size. NOTE: Job evaluation points for
anv of these positions will varv somewhat based on iob content. Pav equitv testinq should alwavs be
done to establish the citv's compliance status based on current pav qractices.
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The League's Model Compensation plan was developed in cooperation with Rod Kelsey of Riley, Dettmann and Kelsey
Samqle Classification Hierarchv
Grade Levels Classiflcations and Representative Points
12 ➢ City Administrator(1287)
11 Open Grade
10 ➢ Police Chief(994)
➢ PW Director'(981)
➢ Finance Direcior(971)
➢ Community/Economic Dev.Dir.(958)
9 Open Grade
8 ➢ Buiiding Official(762)
➢ Police Sergeant(738)
7 ➢ City Clerk(655)
➢ PW Maintenance Supervisor(641)
➢ Police Officer(625)
6 Open Grade
5 Open Grade
4 ➢ Maintenance Worker'*(433)
➢ Accounting Clerk(Intermediate)(407)
➢ Department Secretary(407)
3 Open Grade
2 ➢ Receptionist/Telephone Op.(315)
1 Open Grade
*Not a Licensed City Engineer
*"Heavy Equipment Operator Level
3. A list of comparable cities. These are generally selected by the City Council, with input from the top
administrative employee (e.g., City Clerk, City Administrator, Clerk/Administrator, etc.). The list of
comparable cities should be used on a consistent basis when comparing compensation practices of
your city with those of other cities. Generally, the criteria to choose comparable cities should be: a)
location and b) similarity in the type of services being provided. Choosing other cities based solely on
population may not capture all of the important factors. Ideally, each city snould pick at least 4 to 6
comparable cities.
4. Market survev data from the selected cities. Ideally, cities should collect information from its group of
comparable cities which covers compensation practices on base pay, premium pay, special /specific
allowances, paid time off(holidays/vacations/leaves) and insurance benefits. The most important
data to collect are actual pay averages and either the maximum steps (step pay plans) or midpoints
(merit pay plans)for each established pay range.
5. An approqriate nonunion base pav schedule. The pay schedule should take into account both the
base pay practices of the selected comparable cities and the job evaluation points assigned to each
of the city's job classifications, as shown in the sample classification hierarchy. Below is a sample
step progression base pay schedule designed to link with the sample classification hierarchy.
For the model base pay schedule below, the Start rate is 80% of the Step 5. Step 1 is 84% of Step 5.
Step 2 is 88% of Step 5. Step 3 is 92% of Step 5. Step 4 is 96% of Step 5. Step 5 is 100% and is the
maximum pay step for each Grade. In this model, Step 5 represents the approximate market
reference rate based on the market survey results for one or more positions in the same classification
tevel. While the city can establish any percentage, most cities set their steps at somewhere between
2% and 5% between steps. When a city is establishing these steps, particularly the top, market
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The League's Model Compensation plan was developed in cooperation with Rod Kelsey of Riley, Dettmann and Kelsey
reference rate, it should consider its compensation philosophy (see section below). Some cities
prefer a more conservative approach and will develop a pay schedule that is somewhat less than the
market pattern for similar cities and some cities may choose an approach that is very similar to or
even somewhat higher than the market pattern for similar cities. Whichever approach is chosen, the
most important outcome is to administer the approach consistently for all positions.
(The city can convert the hourly pay grades below to a monthly rate by multiplying each hourly rate
by 173.3. To convert to an annual rate, multiply each hourly rate by 2,080. This assumes that the
city uses a 40-hour work week as the standard for full-time employment.)
Sample Steq Proqression Base Pay Schedule
Grades Start Rate Ste 7 Ste 2 Ste 3 Ste 4 Ste 5
12 $32.00 $33.60 $35.20 $36.80 $38.40 $40.00
11 $28.80 $30.20 $31.68 $33.12 $34.56 $36.00
10 $26.40 $27.72 $29.04 $30.36 $31.68 $33.00
9 $24.00 $25.20 $26.40 $27.60 $28.80 $30.00
8 $22.40 $23.52 $24.64 $25.76 $26.88 $28.00
7 $20.80 $21.84 $22.88 $23.92 $24.96 $26.00
6 $19.20 $20.16 $21.12 $22.08 $23.04 $24.00
5 $17.60 $18.48 $19.36 $20.24 $21.12 $22.00
4 $16.00 $16.80 $17.60 $18.40 $19.20 $20.00
3 $14.40 $15.12 $15.84 $16.56 $17.28 $18.00
2 $12.80 $13.44 $14.08 $14.72 $15.36 $16.00
1 $11.20 $11.76 $12.32 $12.88 $13.44 $14.00
Typically cities would change the pay grades each year to keep pace with the market and/or with
inflation. This can be accomplished by applying the appropriate percentage pay schedule
adjustment to each Step 5 rate and then adjusting each hourly rate in the pay range below that
accordingly (e.g., Step 1 should still be 80% of the new Step 5, etc.). Employees would then
receive a base pay adjustment to take them to the new rate for their step.
6. A narrative descriqtion. The final step in establishing a compensation plan is to develop a written
document that covers policies and procedures necessary to communicate, administer, update and
maintain a city's classification and compensation plan. Below are the important headings and sample
language that would typically be included.
The Citv's Total Comqensation Philosophv
➢ [ City Name] intends to establish, administer, maintain and regularly update an internal job
evaluation hierarchy that is consistent with the Local Government Pay Equity Act. The city
also intends to establish, administer, maintain and regularly update a pay structure that is
appropriate to the breadth and depth of services being offered to and provided for the
community being served and is also affordable within available resources. Finally, the city
intends to maintain supplemental benefits (insurances, holiday/vacation schedules, etc.) that
are competitive and also affordable within available resources.
Kev Obiectives of the Classification and Compensation Plan
➢ To attract and retain personnel who consistently apply the knowledge, competencies and
capabilities required to perform their positions as expected.
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The League's Model Compensation plan was developed in cooperation with Rod Kelsey of Riley, Dettmann and Kelsey
➢ To maintain a plan that is consistent with the city's total compensation philosophy.
➢ To maintain a plan that is easy to communicate and understand.
➢ To achieve and maintain compliance with the Minnesota Local Government Pay Equity Act.
➢ To maintain compliance with all applicable local, State and Federal laws and regulations that
affect the plan.
➢ To maintain a plan that is flexible enough to accommodate changes in economic conditions
that affect the plan.
Accountabilitv for Administration of the Plan
➢ Our city Council, as the governance authority, is accountable for final approval and sign off on
the plan.
➢ The (top administrative position title here) is accountable for administration of the plan as
accepted, approved and authorized by the Council.
Actions Taken to Review, Update and Maintain the Plan
➢ All elements of the plan will be reviewed annually to determine the degree to which it remains
consistent with the city's total compensation philosophy. Actions to be taken include:
1. Review, verification, and any required updating of job descriptions for all positions.
2. Review, verification and any required updating of job evaluations (tool used to establish
pay equity points) on all positions, following established reclassification policies and
procedures. (This refers to the city's practice of eva/uating jobs on a regular basis to
assign or reassign pay equity points and to make pay adjustments if needed.)
3. Review, verification and consideration of current market survey data collected from the
cities selected for comparison, ensuring that there are no questionable data that may give
an incorrect pattern of pay for one or more positions.
4. Review and consideration of appropriate changes to the established base pay structure
based on patterns of current market survey data, ensuring that there will be continuing
integrity in administration of the current or revised pay structure. (This�fers to making
changes to the overall pay grades in accorclance with a cost-of-living incr�ase or other
market adjustments that seem necessary once the comparable cities have been
examined.)
5. Review and consideration of changes to the city's supplemental benefits covering paid
time off(holidays, vacations, etc.)
6. Review and consideration of required and/or appropriate changes to the written
description of the plan.
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The League's Model Compensation plan was developed in cooperation with Rod Kelsey of Riley, Dettmann and Kelsey
Position Title: Director of Finance
Department/Location: Finance/City Hall
Immediate Supervisor. City Administrator
Position&FLSA Status: Full-Time Exempt
Date of Latest Revision: (Most current date of formal approval)
Position Summary:
To develop, direct, and provide ongoing evaluation of the finance function in a manner that ensures City business
affairs are compliant with internal operating policies and also compliant with all applicable local, State and Federal
regulations.
To actively participate as an interested, engaged, and contributing member of the management team and serve as
team resource in areas of developed expertise.
Essential Accountabilities and Expected Outcomes
1) Exercises a leadership style that promotes collaboration, appropriate initiatives and creates growth
opportunities for understanding the basics of the municipal finance functions for which accountable.
➢ Planning, implementation and ongoing operational evaluation processes are inclusive, directed and
produce workable,thoughtful, well documented and timely outcomes.
➢ There are sufficient resource capabilities to deliver finance department outcomes as expected.
➢ There is a clear understanding of the interventions that will be made when service standards are not
acceptabfe.
2) Prepares, submits and manages a department work plan as approved, including goals and objectives to be
achieved and the metrics of success and compliance to be measured.
➢ Work plans are thorough, submitted on time and consistently achieved as presented.
3) Establishes those fiscal and accounting policies, practices, procedures and controls required to manage the
City's financial matters.
➢ The Council, City Administrator, members of the management team and other interested parties are kept
current with reliable, documented information.
➢ The City receives a clean Auditor's Report with minimal recommendation attachments indicating that all
operations are properly and adequately financed.
➢ All reporting is timely and complete so that the City remains in compliance with all applicable laws and
regulations.
5) Prepares, submits and administers an approved annual budget including the controls necessary to ensure
budgetary compliance.
1. Current year projects and activities are successfully accomplished within approved budget parameters.
Minimum Requirements
Bachelor's degree in accounting or related area and 5 years of responsible experience in municipal finance.
Desirable Qualifications
CPA, graduate degree in related area, additional years of responsible experience in municipal finance.
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