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City Council Agenda Packet 03-24-2008 Workshop - Pay EquityAGENDA WORKSHOP - MONTICELLO CITY COUNCIL Monday, March 24, 20Q8 - 5 p.m. Mayor: Clint Herbst Council Members: Wayne Mayer, Tarn Ferrault, Brian Stumpf and Susie Wojchouski 1. Call to Order. 2. Consideration of accepting study and adopting finding of pay equity and organizational study, consideration of approving method far shifting salaries from 2006 pay scale to proposed 2007 pay scale and consideration of adjusting 2007 salary scaled. for 2008 (COLA). Adjourn 2. Consideration of acce tin stud and ado tin findin of a e ui and or anizational stud consideration of a rovin method for shiftin salaries from 2006 a scale to ro osed 2007 a scale and consideration of adjusting 2007 salary scaled for 200$ (COLA). A. REFERENCE AND BACKGROUND: The Personnel Committee and the City Administrator are pleased to report that they are in position to ask the City Council to consider important actions relating to maintenance of the City's pay equity system and development of its organization structure. These actions include 1. Consideration of accepting and adopting findings of the Fay Equity and Organization Plan as embodied in the report drafted by Sherrie Le and Personnel Committee. This report includes o Revised job descriptions and updated pay equity analysis for every position in the City. o Suggested organizational shifts adjusting lines of authority o Salary scale (2007) o A variety of suggestions for follow-up steps to enhance efficiency and suggestions for future consideration pending retirement of key personnel. 2. Consideration of approving method for shifting salaries from old 2007 pay scale to new 2007 pay scale. 3. Consideration adjusting salary scale for 2008. With regards to item # 1 above, the effort to update the City's pay system started late in 2006 with a staff effort to document and inventory tasks and responsibilities for each position in conjunction with setting up a performance evaluation system. During this process it was recognized that during the hectic times of managing growth (1993-2005) many job descriptions had become obsolete or needed significant updates. It was also discovered that there could be opportunities for enhancing the operation through consolidation of a number of activities such as purchasing and human resources. In response to this situation the City Council authorized preparation of a study by Sherrie Le. At midpoint in the process the effort included a workshop with the City Council at which time Council reviewed a proposed organizational structure. Guidance provided at that meeting was followed in preparing the final jab descriptions presented today. In addition to guidance provided by Council at the workshop, the Personnel Committee has made a strong effort in understanding arad developing the recommendations embodied in the report. The study reflects a culmination of a tremendous effort by the Personnel Committee and the organization as a whole. In addition, an Wednesday, March 19`" this report was presented in its draft form to all City Staff. Tarn Kelly, Kitty Baltos and 1 presented an outline of the findings of the report along with a copy for all staff to review. An avenue for directing questions has been provided to assist staff in understanding the study and how it affects each of them individually. Kitty will be collecting questions and we will be responding accordingly. Although preparation of job descriptions included staff review, there is always a chance that something may have been missed sa we are providing staff with the opportunity to suggest changes or updates. Significant questions or objections (if any) to points established per position will be referred to Sherrie Le and the Personnel Committee for follow-up. With regards to consideration of approving method for shifting salaries from 2007 pay scale to new 2007 pay scale. It is proposed that employees pay be shifted from the 2007 rate to the new 2007 rate by moving them up to the step that meets most closely on the new scale. This degree of pay increase relating to this shift affects each employee differently and generally ranges from almost na increase to an increase of over 2%. Please note that there are some employees that are currently paid an amount higher than step 8 according to the new pay scale. It is proposed at this time to freeze these salaries for these employees until the affects of COLA increases catch up. See the attached table far the positions affected by this condition. In addition to adopting the report a summary of actions associated with the report can be found on the attached worksheet. Please note that salaries for union positions identified in this report are not directly affected by the action proposed below. The application of the new pay scale can only occur in conjunction with the renegotiation of the current contract. With regards to consideration of shifting the pay scale for 2008. As you will note in the report by Sherrie Le, the pay scale proposed establishes a pay scale that puts Monticello in the middle of the pack as compared to similar cities. The statistics used in this analysis include 2007 salary levels. Council is asked to consider moving this scale for 2008. The Personnel Committee did not desire to offer a recommendation in this regard and preferred that the City Council review this matter as a whole. Factors to consider when making your decision could include but are not limited to the following: Evaluation of need to maintain a 2007 pay scale at same relative to other communities. See attached table that outlines COLA increased provided for 2008 by other Cities as compiled by Tom Kelly. Benefits of maintaining competitive salary scale for recruitment and retention. Shift from old pay scale to new pay scale resulted in a range of pay increases that varies from employee to employee. Average increase was about 1.4% The revised pay scale provides more opportunity for pay increases over time for those not at step 8. However for these step increases to be signil~icant, the pay scale needs to shift over time. The current budget can support an increase of 3% given elimination of certain positions originally proposed for hire in 2008. Last year the Council approved a 1 % cost of living adjustment and a l % step increase for 2007 and add an eighth step which would be 104.5% of step seven. Generally uncertain economic times for all and the associated need to keep cost of government as lean as possible. Consideration of current budget pressures and the need for the City to contain costs. Such pressures include o Recent use of budget reserves to fund operations o Reductions in development and building fees o Reduction in tax capacity due the drop in Xcel facilities market value o Problems relating to residential foreclosures and the uncertain impact on tax capacity and rates. B. ALTERNATIVE ACTIONS: Decision 1. Consideration of accepting and adopt findings of the Pay Equity and Organization Plan as embodied in the report drafted by Sherrie Le. Madan accepting and approving the Pay Equity and Organization Plan as embodied in the report drafted by Sherrie Le. Pay adjustments to be made retroactive to January 1, 2007. This report includes a. Revised job descriptions and updated pay equity analysis for every position in the City. b. Suggested organizational shifts adjusting lines of authority c. Salary scale (2007) d. A variety of suggestions for follow-up steps to enhance efficiency and suggestions for future consideration pending retirement of key personnel. 2. Motion to accept and adopt findings of pay equity study as noted under alternative #l with modifications. The report and findings represent recommended action. During discussion of the report Council may find items that require further research or should be rnadified. 3. Motion to deny acceptance and adoption of findings of pay equity study as noted under alternative 1 with modifications. Decision 2 Consideration of approving method proposed for shifting salaries from old 2007 pay scale to the proposed 2007 pay scale as identified in the associated attachment. Motion approving plan for shifting salaries from old 2007 pay scale to new 2007 pay scale as identified in the associated attachment retroactive to January 1 2008. 2. Motion to modify or deny approval of plan for shifting salaries from 2006 pay scale to 2007 as identified in the associated attachment. Decision 3. Consideration of establishing the COLA for 2008. C. STAFF RECOMMENDATIONS: Thank you to all City Staff and the Personnel Committee for working so hard in this effort to better organize our work and establish job descriptions and a pay equity program that achieves the objectives of the pay equity act. Thanks also to Sherrie Le in assisting and documenting this important effort. With adoption of this study, centralization of Human Resource function. and establishment of our evaluation system, we are now in position to maintain and operate an effective personnel system. We are all excited about getting this done and using it as a great base for future progress! Decision 1. Adoption of Study and Findings. The Personnel Committee, City Administrator, Finance Director and MCC Director recommend alternative 1. Decision 2. Establishment of method for shifting pay from old 2007 to new 2007 scale. Decision 3. COLA. No direct recommendation provided. Same factors that the Council should consider identified above in the supporting data. D. SUPPORTING DATA Fay Equity and Organization Study as Frepared by Sherrie Le. Summary table showing salary shifts and related actions pertaining to the study. Summary table showing COLA adjustments made by other Cities for 2008. MEMORANDUM Date: January 2, 2008 To: Jeff O'Neill. From: Tom Kelly. Re: Cast of Living Increases. I sent out a list serve message this morning to 506 Minnesota GFOA members asking what their organization awarded for cost of living increases for 2008. The response is as follows: 2% City of St. Cloud, Moorhead (~-1 % merit), Rice County, Sibley County, St. Peters 2% January 1St and 2% July 1St Blue Earth County, City of Rosemount Police Union 2.5% City of Becker, Pequot Lakes, Pine City 2.7% City of Hutchinson, Minnesota Pension 2.75% City of Rochester 3% City of Andover, Anoka, Apple Valley, Arden Hills, Austin, Benton, Big Lake, Bimidji, Brooklyn Center, Brooklyn Park, Cambridge, Carver County, Circle Pines, Coon Rapids, Cottage Grove, Crow Wing County, Crystal, Eagan, Eden Prairie, Falcon Heights, Farmington, Fergus Falls, Forest Lake, Fridley, Golden Valley, Ham Lake, Hastings, Headwaters Regional Development Commission, Hopkins, Lakeville, Lina Lakes, Luverne, Marshall, Medina, Minnetonka, Mounds View, MSPMAC, New Brighton, New Hope, New Ulm, Northfield, North Mankato, North Branch, Oak Park Heights, Orono, Osseo, Polk County, Prior Lake, Ramsey, Red Wing, Redwood Falls, Richfield, Robbinsdale, Rosemount, Sartell, Sauk Rapids, Shakopee, Shoreview, Spring Lake Park, Spring Valley, Stillwater, St. Louis Park, St. Michael, South St. Paul, Three Rivers Park Dist, Vadnais Heights, Victoria, Washington County, White Bear Lake, Woodbury, Zumbrota 3.15% City of Worthington 3.20% Chicago City 3.25% City of BufFalo, Cloquet, State of Minnesota, City of St. Joseph, St. Francis 3.4% Hennepin County 3.5% City of Blaine, Bloomington, Brown County, Chaska, Edina, Hermon Town, Maple Grove (budget), Montevideo, New Ulm (union), Oakdale, Robbinsdale (Union), Roseville, St. Anthony 3.75% City of Kenyon 4% City of Delano (budget), McLeod County, City of Media police union CITY OF MONTICELLO COMPENSATION STUDY REPORT March 18, 2008 Prepared by Sherrie Le Sherrie Lc HR ~e LR Services, LLC sherriele~a yahuu.caxn G51-77Q-7216 s TABLE OF CONTENTS Section Pale Background 3 Job descriptions & Classification Analysis 3 Benefits of Restructuring $ Job Evaluation 8 System Factors 8 Jab Evaluation Review Requests 10 Salary Ranges 11 Market 12 Salary Range Development 12 Salary Administration 13 Salary Range Adjustment 14 Initial Placement of Employees into Ranges 14 Water and Sewer Licenses 15 Pay Equity Compliance 15 Recammended Action Steps 1 fi Appendix 17 L BACKGROUND I was contacted by Jeff O'Neill, City Administrator for the City of Monticello, to canduct a comprehensive compensation project for the City. The project was to include interviewing employees, preparing job descriptions, analyzing classification issues and evaluating jobs using an approved jab evaluation system. Once that part of the project was complete, I was to analyze market information and develop a compensation plan for the City that complied with the State Pay Equity law. In addition, I was asked to review the City's draft Personnel Policies. (See Propasal -Appendix A) Once the project was underway, it became necessary to expand it somewhat to accommodate additional job classes that were not previously included. In addition, due to some significant restructuring, additional job description and. job evaluation work was required. Work began in late August. The project included: Canducting employee interviews for each job class (and within same job classes, for each position) to called information. for job descriptions, job evaluation and classifcatian analysis. 2. Preparing job descriptions for review by eanplayees and management staff and making final edits as appropriate. Revising job descriptions as positions were restructured. 3. Evaluating the jabs using the Modified Princetan Jab Evaluation System. Jab evaluation was also completed on restructured and proposed positions. 4. Gathering and analyzing market data and developing salary ranges using market information from comparable Minnesota cities and the updated job evaluation points. The proposed salary ranges were then tested for compliance with the Local Government Pay Equity Act using the State software. 5. Preparing a written report of the results with attached job descriptions, job evaluation and pay plan information and pay equity reports -along with a discussion of classification. anal restructuring issues and recommendations. dOB DESCRIPTIONS & CLASSIFICATION ANALYSIS Job descriptions have been developed far 52 classifications. (Job descriptions attached as Appendix H.) As mentioned earlier, there were several jobs restructured to better meet the needs of the City. Some of them were restructured again taking into consideration budget constraints. New or restructured ositions include: City Administrator - (Restructured, removing some direct reports and delegating more to the Community Development Coordinator and new Human Resource Manager position) This position had far too many direct reports and was performing too much community development work, leaving little time to meet with the department heads on an individual, or collective basis - for anything other than community development purposes. We propose moving the Liquor Stare and Deputy Registrar functions to the Finance Director. We also propose moving the Chief Building Official under the Community Development Coordinator over the next several months. Human Resources work will be handled by a new position. When the existing Economic Development Director retires, the City Council will consider changes to this function, including the possibility of merging some of the responsibilities into the Community Development Department. This will result in three less direct reports for the City Administrator. Human Resource Manager -(New position) This position is budgeted for 2008. After considerable deliberations, the Personnel Committee decided that they would like to see if the position can be effective as a separate position at a lower level than originally proposed. The position, assuming full Council approval, would be posted, applications accepted and interviews held. If a good candidate is found, the position will be filled. As a back-up plan, tlae position of Community Center Director may be merged with Human Resource Director as described below. Human Resource and Community Center Director - (Restructured, merged Community Center Director with proposed Human Resource Manager position.) Due to budget constraints and interest in this area by the incumbent, we discussed merging two department head positions into one. There will, of course, be a domino effect in that some of the work previously done by the Community Center Director will be delegated and an office specialist will be hired to assist with the human resource and community center support work. Training and mentoring on the human resource area will be provided to make this transition as smooth as possible. Assistant Community Center Director - (Restructured position, formerly MCC Program and Operations Coordinator) If the proposed position of Human Resource Manager were merged with the Community Center Director position, the Program and Operations Coordinator would be given more supervisory and operational responsibility and authority. Finance Director - (Restructured position, added supervision of Liquor Store and Deputy Registrar staff and operations.) Both of the newly added areas have managers so this will not be quite the same amount ofwork as with Finance. There will also be some employee benefit- related responsibilities that will be part of the Human Resource function. It should be noted that the increase in supervision might be too many direct reports far this position, especially because this change adds two new operational areas to the workload. This should be closely monitored and if necessary, same supervision should be delegated to the Senior Accountant, making that an Accounting Supervisor position. Senior Accountant -The position will no longer do payroll. There may also be some employee contact that will now be handled by Human Resources. 4 Program and Projects Coordinator - (Restructured position, formerly Senior Finance Officer) This position spends only about 20% of the time on finance work, so the existing title wasn't very descriptive of the job. There are only minor changes to'the duties, including adding coordination of annual purchasing contracts and animal control. The job will remain in Finance and will continue to be responsible for the IT program as well as a number of special projects. The position will only be backup for payroll, assuming the proposed part-time payroll clerk position is approved. There will fewer employee contacts related to benefits, HIPAA, COBRA ar policy clarifications that will now be handled by Human Resources. PayrolUFinance Clerk _ (new part-time position). This position was created primarily to do payroll and miscellaneous clerical and data entry work. Previously, payroll was incorporated loosely into two higher-level jobs, Senior Finance Officer and Senior Accountant. It didn't really make sense in either of Chase jobs and as it was lower level work. Community Development Coordinator - (Restructured to strengthen the higher-level community development responsibilities and authority and added supervision of the receptionist and building permit technician) Additional training will be provided to ensure a smooth transition. There are three existing functions that were considered separate departments but, because of the nature of the work, must work very closely together. Those are economic development, community development and building and zoning inspection. Under the proposed plan, the Community Development Coordinator will, over time, take aver supervision of economic development and building and zoning inspection. Adding building inspection is actually a return to the structure that existed just before the new City Administrator was hired. This will be a gradual process. Step #1: Assume greater responsibility and authority in community development and begin supervising the Receptionist and Building Permit Technician. Step #2: Begin supervising the building and zoning inspection function and staff with the Chief Building Official reporting to her. Around this time, the job title will change to Community Development Director. Step #3: When the current Economic Development Director retires, consider replacing with a lower level economic development professional reporting to the Community Development Director. Economic Development Director - (Slightly restructured) The changes include: increased supervision by, and accountability to, the City Administrator, better coordination with Community Development and more technical direction and assistance from the Finance Director on TIF. As mentioned earlier, the position will likely change further in the future. Chief Building Official - (Change to reporting relationship and supervisory authority). The Building Permit Technician will no longer report to this position, but will instead report to the Community Development Coordinator. The Building Official will still provide technical direction to the technician position. This Building Official will begin reporting to the Community Development (Director) later this year. In the meantime, they will begin working more closely together to prepare for the transition. .5 Administrative Assistant -.. CD/ED & En.g. This is a new position to provide administrative support for the Community Development Coordinator, Economic Development Director and City Engineer. It will likely not be filled this year due to budget constraints. It is anticipated that the Receptionist and Building Permit Technician will take on some of these duties. Building Permit Technician -- (Restructured position, formerly Building Inspection Coordinator) This position had an unusual name that implied mare control over the inspectors than was evident. Most other communities call this job a building permit technician so we changed the title to be consistent with that. The difference remains that this position has higher educational background than most building permit technicians, so is expected to answer higher- level questions that come in, rather than referring them to inspectors. We also propose changing the reporting relationship to the Community Development Coordinator and limiting the supervision by the Chief Building Official to technical issues. The plan is to return the Building Inspection function to Community Development, as it is in many cities and was previously in Monticello. Because the City is not filling the new Administrative Assistant - CD/ED & Eng position, the Building Permit Technician will likely do some of the support work for the Community Development Department. Receptionist -This position. will change reporting relationships and will likely take on some additional support work from Community Development. It already has responsibilities as a backup for building and zoning. The position will na longer report to the Deputy Clerk but will report to the Community Development Coordinator. This position may need to be looked at for upgrading in the future, depending on the level of responsibility of any added duties. I recommend this position be examined affier a two-year period. to give it time to evolve. It may take that long to determine whether the proposed position of Administrative Assistant -- CD/ED/Eng will need to be filled. If it is filled, the receptionist job could change again, returning it to its present responsibilities. Deputy City Clerk - (Restructured, no longer supervisory). This position will also be transferring some responsibilities to the Human Resource Manager. The employee personnel files and data practices compliance for personnel, applicant and labor relations' data will go to the Human Resource Department. This position may continue to assist with administrative support work related to hiring but the amount and level of responsibility will be diminished as this is taken over by the Human Resource Manager. The receptionist position is being moved to Community Development. Deputy Registrar Manager -Will now report to the Finance Director instead of the City Administrator. Liquor Store Manager and Assistant Manager --- The Liquor Store Manager will now report to the Finance Director instead of the City Administrator. The Liquor Store has two management employees who both work days. With the addition of the Liquor Store Supervisor, the store is a bit top heavy. That is unusual compared to other municipal stores. I recommend the City look at having one manager on days and the other on evenings, with overlap between the two shifts on most days. In addition, vne or both of the managers could work same Saturdays. The day and evening shifts could be rotated between the two managers or the assistant could work the second shift. The Liquor Store Supervisor position would not be needed if the two managers covered the bulk of the business hours. The classification could be eliminated and replaced with a Liquor Store Clerk. Besides being top heavy, the number offull-time employees seems high for anoff--sale liquor store. The City Administrator, Finance Director and Liquor Store Manager should discuss the following and provide recommendations to the Personnel Committee. 1. Consider reducing the number of full-time staff to three or four. 2. Consider eliminating either the position of Assistant Liquor Stare Manager or of Liquor Store Supervisor. 3. Transfer all event planning and ordering to the two top management positions. 4. Is travel out of the City to purchase small amounts of specialty products the best use of resources, especially for a high level employee? Can the trips, if determined necessary, be consolidated? S. It would be more cast-effective and provide higher-level management coverage for more hours if the Liquor Stare Manager and Assistant Manager did not both work days. City Engineer - (Restructured somewhat) Will assume additional duties from the Public Works Director and will assume supervision of construction inspection functions and positions. Will be able to delegate lower level engineering work to the Engineering Assistant and possibly to the Engineering Technician. (see below) Engineering Technician - (Retitled from Construction Observer) The two construction observer positions have been split into two classifications. Engineering Technician will now be the title for the duties currently done by the title Construction Observer. The position will no longer report to the Public Works Director but will report to the City Engineer instead. Engineering Assistant -The other Construction Observer will become an Engineering Assistant and will assist the City Engineer with lower level engineering work, in addition to construction inspection work. Public Works Director -This position. will no longer supervise the construction inspection function or staff. The City Engineer is gradually assuming the engineering work done by this position. This will be more easily assumed now that the City. Engineer has some staff. Street, Parks, and Water & Sewer Collection Operators ---There is no change to these jobs but they will no longer be called mechanics. The title was left over from before the Shop Mechanic position was created. This is not to say that these employees do no mechanical work, but the primary mechanic is the Shop Mechanic/Operator. BENEFITS OF RESTRUCTURING With the above changes, we hope to accomplish the following: • Provide mare time for the City Administrator to lead, manage and direct staff and operations. + Increase communication between the department heads and City Administrator. • Streamline and professionalize hiring, benefits administration, worker's compensation, and legal and regulatory compliance in employment and labor areas. • Provide a knowledgeable person to accurately answer employees' employment questions. • Professionalize new employee orientation and training. • Coordinate and ensure compliance with OSHA safety rules and regulations. • Improve coordination, efficiency and communication between economic development, community development and building and zoning inspection. • Provide staff support to Community Development and Engineering. • Alleviate some of the workload for the Public Works Director. • Increase efficiency and save time through annual purchasing contracts. • Provide onsite professional. advice to supervisory staff on performance management concerns. • Increase the number of hours that the Liquor Store has management staff present. • Improve consistency in the application of personnel policies. • Improve services to the Community while reducing costs. JOB EVALUATION To ensure compliance with the Pay Equity Act, all. jobs had to be evaluated using a gender neutral job evaluation system. By law, the system must measure skill, effort, responsibility, and working conditions. I used the Modified Princeton System, the same system put in place when the Pay Equity Law first required compliance. This system was originally developed by the City of Princeton with the help of State's Pay Equity Coordinator. The State law was amended after the system was developed requiring an additional factor entitled "working conditions" be added. As a result, the Princeton System was modified to include this factor as it was not measured in Princeton's original system. In addition, a factor entitled "Varied Work" was deleted some years ago as the system was refined. The system measures five factors and is described below. (A cagy of the system documentation is attached-Appendix B.) System .Factors: 1) Knowledge and Experience -This factor considers the relative amount of knowledge and experience needed to perform the required work. There are two steps in rating this factor: 8 a). Knowledge is rated first and there are six levels to choose from. The levels range from high school graduation to comprehensive knowledge of several important areas of managennent and business (equivalent to something above a master's degree). b) Experience is ranked second and has four levels ranging from Limited (0-2 years) to Comprehensive (over 9 years) The rating reflects the number of years of experience required to be considered for entry into the position. 2) Accountability far Actions -This factor considers the accountability for actions that is required of the position and includes: freedom to make decisions, independence of actions, degree of responsibility far budget and operations, and relative amount of control the position allows. There are three steps in rating this factor: a) First, discretion and independence is rated using a five level scale from restricted (duties are routine and explicit) to principal (complete responsibility for developing and evaluating major programs). b) Second, influence on budget and operations is rated using a four level scale from minor to maximum. c) Lastly, the amount of control is rated using a three level scale from advisory (makes suggestions) to direct (full responsibility for final result). 3) Planning -This factor considers the degree of planning required and the time span covered by most of the planning. There are two steps in rating this factor: a) First, the degree of planning is rated using a seven level scale from no planning responsibility to planning entirely new ventures in uncharted areas requiring creative analysis, projections, and judgment. b) Lastly, the time span of the planning is rated using a six level scale from immediate application to planning extending over two ar more years. 4) Supervision -This factor considers the degree to which the job is supervisory, the number of people supervised, and the level of supervision exercised. There are three steps in rating this factor: a) First, the type of supervision is rated using asix-level scale from no supervisory responsibilities to managerial supervision over a large group of employees with diverse jabs. b) Second, the level of supervision is rated by determining whether the job requires partial or complete supervisory control in each often different aspects of supervision such as: hiring, discipline, establishing work methods, etc. c) Lastly, the number of employees supervised is rated with a range of employees (i.e. 1-3, 4-7, etc.) being assigned a point value. 5) Working Conditions -This factor considers physical effort, environment, and hazards. For any condition that is applicable, the frequency is determined. (There are sixteen individual conditions such as "exposure to extreme cold or heat", "heavy lifting," etc.) Frequency is rated using a five level scale from "none" to "always." All jobs that are required to be reported to the State in the City's Pay Equity report were evaluated, along with proposed and restructured positions. Two charts are included in the Appendix showing the results of the job evaluation. The first chart shows the results individually - by factor - for each job class, in point order. The second chart shows total paints by job title, along with the proposed salary grade. 1 did not include the part-time Community Center or part- time Liquor Stare employees in the new salary ranges. Their pay had been closely monitored and was based on the going rate in the market. Their pay ranges will remain separate. (See Appendices C & D) Job evaluation systems are not intended to measure the capabilities of individual employees, nor does it measure employee performance. Employees may have the knowledge and capability of doing much higher level work than what the position requires. A City may also have employees who perfoxm far above, or below, their expectations. Job evaluation systems also do not measure everything about a job. It is good policy to reward employees for superior performance but the assignment of job evaluation points is not where this should occur. What job evaluation measures is the position what the City requires -regardless of who happens to be in it at any given time. Rewarding employees for superior performance can be accomplished using the speed of movement in the salary ranges in conjunction with a performance appraisal system, as well as by non-monetary methods. Job evaluation is the internal job value and is not influenced by the market. The market, on the other hand, responds to the laws of supply and demand and recruitment and retention issues. The market does not base pay on internal jab evaluation. The State Pay Equity law requires compliance with specific criteria based on internal job evaluation. Job Evaluation Review Requests The jobs are assigned to grades based on the job evaluation points. If a job should change significantly, the City can re-evaluate the job using the attached job evaluation system. If the total points should change enough to move the position into a different salary grade, the Point-to- Grade Conversion Chart (Appendix F) will indicate where it should be moved. io You may want to consider using a neutral party experienced in applying job evaluation systems to maintain the integrity of the system. Updating of job evaluation points is required by the Pay Equity Act but no frequency is mandated. I recommend that you review all jabs every five to seven years. Either an employee, or a department head, may request a review of the job evaluation paints for a position. The job must have changed significantly from the last time it was reviewed. The person requesting the review must provide in writing a detailed description of the job changes. The written request, if from an employee, would then be submitted to his or her supervisor for review and. comments. The supervisor should review the accuracy of the stated changes and agree or disagree with the description of the job change. If there is disagreement, the supervisor will supplement the document with any clarifications or changes. The department head will then review the document to determine whether he or she agrees with the description and to determine whether the changes should remain in place or be removed or revised. If the changes remain, and are seen as signficant to one of the five factors, the document will be Forwarded to Human Resources for review. If the request is from the department head, he or she would submit it to the City Administrator far consideration. If the City requires changes to a job through restructuring, the review maybe initiated by the department head, Human. Resource Director or City Administrator. No position should be reviewed more often than. every three years unless the City purposely restructures the position and/or the department head and Human Resource Director agree that there is a significant change that will very likely impact one of the job evaluation factors. Jab evaluation is not based on volume of work. Mare work requires additional prioritizing, delegating, working mare hours ar working smarter. Adding three duties that are comparable to the existing duties, has no effect an the points. If duties are added that are less complex or difficult than other existing duties, the points would likely not change but could possibly decrease. On the other hand, if a position. is restructured and is now supervisory, or vice versa, the points will likely change. Or if new duties are added that are clearly more responsible, require much more independent thought, decision making ar planning than what was required before, the points will likely change. SALARY RANGES In developing the salary ranges, I took both internal equity (job evaluation as required by the Pay Equity Law) anal the market into consideration. My goal was to be as close to the average of the market as passible, while maintaining internal equity. Monticello had some noted recruitment problems causing employee tunr~over in some classes, limiting the applicant pool for others and causing new employees to be hired in at or near the tap of the salary range. These problems were noted only for full-time positions. Market In determining what market data within the selected cities was appropriate for comparison, I considered a number of issues. The first step is too determine which jobs were benchmark jobs. A benchmark job is a job that commonly exists in other cities where there would be at least a 70% match in duties. The benchmark positions that had a sufficient number of good matches to the market include: Building Inspector Building Official City Administrator Sewer & Water Maintenance Worker Street Maintenance Worker Mechanic Utility Billing Clerk Liquor Store Clerk Liquor Store Manager Finance Director Park Maintenance Worker City Engineer I collected and analyzed market information for these benchmark jobs from Minnesota cities of comparable size using the League of Minnesota Cities Salary Survey. The market information I used for the salary ranges was obtained from cities with populations ranging from 9,500 to just under 25,000, with the majority of cities between 10,000 and 20,000. The metro cities used were outlying cities and I used data from a number of cities in greater Minnesota as well. The number of employees in these cities ranged a lot depending an what services were provided. The average number of fulltime employees in the comparable cities was SS full-time employees and 18 part- time. Monticello has 51-54 FT and 109 PT according to the LMC Salary Survey. Monticello has a lot more part-time because of the Community Center and significantly fewer full time, at least in part, due to not having a Police Department. Once I determined which cities were comparable based on population and location, I then examined the market data for jobs that were a good match for the benchmark jobs. Wherever there was a sufficient number of good matches for a position, I then calculated the average of the minimum and maxizxaum salaries for that job. Salary Range Development The process I used to develop the salary ranges was as follows: I designed the salary range system using generally accepted practice in the field of compensation. There is some flexibility in the practice that allows one to gear the system to fit the employer. The number of grades needed depends on attaining a balance between too many (where any change in responsibility will change the salary grade) and too few (where it is obvious that jobs having different values are in the same grade). The number of grades that best fit the City of Monticello based on this criteria was 25. 12 I developed a paint to grade conversion chart to assign an equal number of points to each grade. Using the market data along with the jab evaluation paints, I developed a framework and then placed all existing and proposed positions into the system at the appropriate place based on their job evaluation points. The goal was to develop a logical pay system that increases as job evaluation points increase, while incorporating accepted compensation principles and practices commonly used in Minnesota cities. I examined a number of mathematical approaches to match the market with the job evaluation paints (internal equity). It usually works best to have most of the salaries increase by some mathematically proportional relationship to ensure compliance with Fay Equity. However, in this case, the market data from comparable cities did not fit any consistent percentage increase between grades, so I used a variable rate to more closely match the market. I used a 30% spread from minimum to maximum divided into eight equal steps. The salary ranges included in this report are based on 2007 market data so will be adjusted for 2008 by the Finance Director. (See Appendix E far the 2007 salary ranges.) Before I began the project, I met with the Personnel Committee, City Administrator and Community Center Director. We discussed developing a system with half steps to provide flexibility to reward employees based on performance, so there is a Step 1, 1 %z, 2, 2%, and so forth. The length of the salary range being proposed is eight steps. So, assuming a new employee was hired into step one and their performance was fully satisfactory each year, they would get one step each year until they reached step eight. Whenever a half step is used due to performance, the speed at which the employee will move through the range will change. Salar Adnninistration Adopting the proposed salary ranges will assist the City in compliance with the Fay Equity Act, while providing a system that is easy to maintain and administer. Compensation systems allow for increases in pay for employees who stay and grow with the City. They provide an objective method for determining how much to pay a new hire and how much of an increase to give a current employee. Apay-for-performance component allows you to differentiate between superior and satisfactory performers as well as those who need improvement. Under this system, employees will be eligible for a step increase once per year, until they reach the tap pay for their job. Assuming employees aze hired into step one, it will take 7 years to reach the top salary if they receive one step per year. However, there maybe times when it makes sense to start a new employee at a higher step based on their previous experience, current salary, and the difficulty in finding gaol candidates. Ifpay-for-performance is approved, employees could receive: no step increase, % step, 1 step, 1 steps or two steps, based on their performance. The reward of twp steps should be rare and limited to employees whose performance was consistently exceptional far the preceding year. The City Administrator should have final approval authority for any increase in pay outside of the normal one step increase to ensure consistency between departments. 13 An employee whose performance is consistently very good for the year could get up to 1 %z steps. An employee whose performance was mostly satisfactory but had a couple of relatively insignificant areas that were problems or needed improvement, could get up to'/z step. Lastly, an employee whose overall performance needed improvement or there were significant performance problems in a given year would not get an increase that year. Once any employee reaches Step 8, they are at the top and can only receive annual adjustments that are given to the salary range each year, as determined by the City Council. SALARY RANGE ADJUSTMENT Ongoing maintenance of the salary ranges should be minimal. The salary ranges were developed using 2007 market data. They will need to be adjusted far 2008 once the City Council decides what the annual adjustment (COLA) will be for 2008. The pay range for any classification covered by a bargaining agreement must be negotiated, so the salary ranges will initially apply only to non-represented employees. The City can, with agreement of the unions, re-open contracts for negotiation limited to this topic. To retain the City's pay relationship to the market over time, the City should collect information on what other cities of comparable size are considering far annual adjustments. For example, if most cities in the relevant labor market are considering a 3% cast of living increase for 2008, the City will want to consider a 3% increase if it wants to retain its relationship to the market. The City will also want to consider several other factors in making this decision such as budget constraints, employee turnover rates, actual or potential recruitment problems, union contract settlements and employee morale. It is recornrnended that annual increases (cost of living adjustments) ga into effect on January 1, ar the beginning of the first pay period of each year. The Council retains the discretion as to how rr~uch, if any, of an annual increase to adopt. It is important to apply any cost-of-living increases to the entire pay system. All grades in the salary ranges, and all steps within each of those grades, should be adjusted by an equal percentage. That way you will maintain the internal relationship for pay equity compliance. If you adopt different annual increases fox different positions, you will lose the internal equity established by the salary ranges. As mentioned earlier, COLA increases will have to be negotiated for positions covered by a collective bargaining agreement. Initial Placement of Em to ees Into the Solar Ran es One of the policy decisions for the City Council to make is to determine how to place the employees into the salary ranges the first time. Because the salary ranges are new but the employees are not -and are already being paid a particular salary -placement into the ranges now is a unique situation.. 14 I typically recommend moving the employees to the step equal to - or just above -their current salary to get the employees into the ranges the first time. However, if no increases have been awarded this year pending the outcome of this study, you may want to move everyone, whose performance merits an increase, one step higher than that. No employee should be placed below step one or above step eight of their salary grade. If an employee's current salary is above step eight for their new salary grade, that employee's pay could be frozen until annual adjustments (COLA) bring the salary ranges up to the existing salary. Water & Sewer Licenses The positions of Water & Sewer Operator are unique positions where the City has expereinced higher turnover and difficulty in recruitment. Part of the reason for the difficulty in recruitment is that the City had required applicants to have a Class D Water license and have worked in a Class C facility to apply for the job, severely limiting the applicant pool. While it is very helpful and desirable to have the licensure, and very helpful to have the experience in a Class C facility, it limits the applicant pool too much. Therefore, I eliminated the license requirement and opened up the expereince requirement to increase the applicant pool. This will mean more training will be required for new employees hired without this background. So, to supplement to that, I would recommend the City pay a differential of some amount per hour to those employees in the Water & Sewer Operator classification who have a Class D Water license. An applicant who has previous experience in a Class C or higher-level facility, could be brought in above step one if appropriate. This would require negotiation as this position is covered by a union. I am not recommending a differential for other optional licenses employees may have. This is a unique situation since l significantly reduced the minimum qualification below what was in place and this position is a difficult position to fill. The addition of a differential for a Class D Water license for this classification will not impact the City's pay equity compliance. PAY EQUITY ANALYSIS Other than. market comparability, my primary concern when developing and recommending salary ranges is internal equity, which relates directly to pay equity compliance. All employees who work year-round for more than 14 hours per week, or in a position that is mare than 67 days per year (or more than 100 days per year if the employee is a full-time student) must be included in the Pay Equity Report. I tested the proposed salary ranges using the State Pay Equity software and have attached the reports. This assumes adoption of the restructuring, the new job evaluation points and the salary range proposal. The City will be in compliance with pay equity with these changes. (See Appendix G for pay equity reports.) 15 RECOMMENDED ACTXON STEPS 1. Review and accept the proposed restructuring nr modify as appropriate. 2. Accept the job evaluation ratings. 3. Adapt the salary ranges and salary administration system with the perfarmance pay component far non-represented staff along with a method to move the employees into the salary ranges initially. This excludes the part-time liquor store positions and part- tirne recreation positions at the Community Center and seasonal positions. 4. Negotiate adoption of the salary ranges and salary administration system, with the performance pay component, for union positions. If there are any questions an the process used or results of this project, please feel free to contact me at (651) 770-721.6. 1 enjoyed working with the City of Monticello and wish you the best as you meet your current and future challenges. 1s APPENDIX A. Letter of Agreement B. Modred Princeton Job Evaluation System C. Detailed Job Evaluation Results D. Total Points and Proposed Grades by Job Title E. Salary Ranges (Annual and Hourly) F. Point-To-Grade Conversion Chart G. Pay Equity Software Reports using new system H. 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O7 d' O (r) 4 CQ r t~ O c*7. r~ O ~ ~ Cx1' to ~a N 'r"" Q O G] I'- In T`M; M O CJ M ~t) cG o~ ~ (~ Cf] 07 M ct7 C33 C~1 M CE] 07 N' t17 j` r i M CO C3i N {~Gl 6) N LC) f]7 T d- CG r '~T t~0 r of C~1 N N N M M M * ~ Ln In (p r.C) c0 r- r~ r- c0 Op [0 07 f33 U7 rFi VS r_G} 64 E!} H9 (~! ~ Ei3 ~ H3 ~ Eri U7 EA fJ1 fA U3 EA C±7 ER E~3' 64 EJ~ c7', c_n c~ a f~-: ~ ~ o~ Lt3 N r• cJ oo r7 op ~ rn Ln 4 rx~ lr7 c7 r ca cLt rLl '7 N O ~ r~ OD. (C? r~ v~ d CJ c'") ) CD a] O u r C J cY7 c'7 "CI"' Y~ c0 O~ ~~ C7'. r N. r7 c'r3 V d cD M 6) L{7 r ~ ch O c7 CD d) N ~ Oq !13 LC) Cc-r r to 00 r ~ r- C] M C') N N ~-- Y T O O O r~- V CSy CD C'l N C~ ~ r~ LE3 ~ N <~ (:Tt r OD rJ) O ~ N r7 ~ Ln tD OJ r ~ ctll 6) hl Q i 7 15] d0 c^ ~'•• ~ ? 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O] t.E) M; r CS] r` CJ O ff] N ir) ~ :'7 ('- ~ lf3 (~ N 'd 157 C'~ 5~ 00 C.] ~ cp cp tt N ~ t• ~; cn r U] Cn G7 ~ O CQ ~ r r CV ~ CO co G) N tl"J 4~ N 1lf].. a0 G> C'7 CL7 ~ N ~ f~ a Cr3? r` C7 cri ((j 07 N «) Cif r Lt7. ab C J fl' N C+3: M ('7 M `t ~ i~ lit 1.c7 ti] cD (il CD i~ f`- f~ 00 qp 07 W U7 cR 6'3 rFi~~~'Eg~<AU3 fAE964b3 UkEH64H3H7 EFlH7~69Ei3 L.C) N Qr r~ 153 N CI f` ~ N r7i cD M O R•-, '~ O, r-- 'tiT "f d' ~1 d'.. ~ tY r- r'> cY3' LIt o0 r ~1' c.0 'O) N Ot f- In M O` ~ US C7 ~" fV cr) ~ Ifi (.D [ N u7 R'7 M M ~ d' O V' o O T - N r7 ~, ~ 151: (D (^•; tt~ c7t O r N cY7 ~ O N 117' r- O N in ti A ("7 r Q) N LC) r a h 1(] r~ to Y C17 r cp ~rj tf~ N C37'.. CD 'cf. Y GO. Lt7 'M. O O 6) ~7 m (3f 07 0(3 00 cL O r c7 tY cp [~_.. CF cV ~ f` G7' C"7 lC,? OD e°- '~l' 1~ Qi N ~ t10 ~ ~ r= C7 ~ r- c~ <n r.0 CSi c- N N N cr3 C'7 c~ r7 .~ 117 Ln it7 cD cp r- r- r` a] a3< cp ao 69 Ef} Ef~< t Fy H3 V) Efl Et} 'ff} ~ ~ f!3 Ft3 E!3 Efl Efl 64 EA EF} Eta r~ 69 ~ Efl r-. o cry cD co r c t_ ~ N o ca Ln` c~] t-- ~~ co ~ r N c~ ~ u3 cp r- C~ O~ C] a] ("] c7) V O tT O 'c-' r C`J M V ~f L.C) cP t- a0 Cti O ~•^ N M': ui r - 4~ cV ct3 r- G`r N :15'1 00 r<, rr f- a (~') rn ~ N Lf) ~ 4C3 c.0 Cp' cb (p, c~7 N rn tom' ~ ~ a0 Cp: M C] r• Q' N ~ r- Oi ~ c*t c_n oo t• CEt ~C3 M N .- r-_ ~ r ~ ~ r- oo IJCa r ~;o rn ua r~ r- cn ~n '~ rn ip r` ~ a~ o; ~ ,- 'Kf r~ ~ N 117'. t` (~ M tD 03 w- d' ~ G M cJa tat N u'i d0 r-' '~ 47C3, r CV N" N N C'7 M M V tI3' Lri lf7 (D 47 CO (U t• hw r~ W OD CC3 Ef3 cn ffi Ef3 Ef3 rf3 b3 ~ Ef3 ~ ~ ~ f!? EiT V3 69 Cn' Ey4 b3 b4 69 H3 EH Ef3 Ef}. ~ cin M:. ~ N G s1C.t<, ib V l J rt" C` CO CD i!) c•~ N c~ 6) r- c7 Lr~ r_ (7'i .- c73 ti 'ct N d cp N Ln O> M h. T-- In ~ N ~t Ln rD r- a~ o r~ r- (`-' r` c57' cp cD cD cD u"r r cD ~ rv N oo rY3 op ~Y cn N o ~, rn cn ~ rp ap a N ~ ~ m d N a) ~r. N oo u7'r oo ~ ~-- ~ r` c> r> Ln m nj f- cn q~ c0 N c0 ~ O r~ r) r C C3) f• U7 u7 M N ~ r r CJ N N N [O T cY. (D Cfi r t• 03 C~J CC7 a] O c7 t1J O N L.ci pq r '~ r-- Q r7 CD cJ N N N M ~' cY3 M -.~~ v Ln Lfi 513. Lt7 c,Cr' M cfl.: r- I•- r~ M co cq (!1 U3 6Gt Ef} Ef3 Ef3 EKY 'f? t33- CF} 4R ~ EPr E!3 Ef3 d7 d9 69 tf,? r.fl E!] rFt to rri Ef) c~ r~~ ~ (h CD d") C7 CD cT3 r•~ N (~ G +J> 07 r- c6 (D p) N in ~ N L57 M c•7 rY' ~'. ~t L57 Ln 1(J (D M C] t~ ~1' ~C7 r- d' T ob v) T-• CJ M L;) CD d (~ ~ r Qb t.t") N CT) tEp~t C7 r O ~ ~ N [J) f~ LP N O O) r- L!J C'] Y t~ M CJ ti cY] O f~ r7 C~ n Gf3 OD C3~ O ~- r N r7 ~ r 5~ rY r OJ Is] N c"? p7 to O CC3' N r` c~ 1~ ~ ~ O ~ r~ iCJ ~~ r ~ t~ ti ci> (D (L3r L17 LC3 crooMcoCpr• c~i<tiaci~~~~NUria~~r3cp~t~lLnacr~~ ~•-• cJ N: N N' r~ cn r~ a7 to it7 Ln cit.:. cD cis c0 f~» t` ~ M +xi (!] Cf7 b9 ER H4 Ffl v1 U) EF} 69 fi'? ~ Eft H3 EA Ef3 EA Ef3 ELY Ef} b`Y'.. ' ~t cn O u) r- cD V cn c~ cn m r: tt7 r~ c a r~ cn r- ~ u] ~ ~ ~ ao ~ r` O c,J Ln co r ••t -~' v ~ ~ ~ ~ 'b' Ct ~' Lt) t~ a, o r N N r-- r, In O. rr CC] CJ ~ T r r r: r r r r? r r G] L.C) C'J d r- ~:. ~1 p) r7 N r7 Ltl Ln t• 6) O c•J r•. N ~ N 1` N N N r- r- a0 G) O O t"'.. r C~ Ln ~"~: l17 O Ln O Ll7 r cD (ri r CQ (D C7 'r CO CJa Cr1 N r O O 6) GO r` d M lC) q0 O m to 00 O M [O M +-- r- C73 N Cf7 c0 `7 ~ t7) N r c 1 N. N N C7 c'] cn c7 ~ ..qq'~ d•. ~ ~ t1> CD (fa cD r- r- i~ ti CO El"t tf~ Ef} EH Eft En ct) Efl U? 64 ER ~ fF} H3 Eff Ef} ~ ff3 U3 E9 ffi rA Eft b4 b~1 cCt N tD O V co ~~ u7 Cn M ~ Ln u7 cD r• a7 ~ c~ G Lri r rD ly ti N cr3 QJ ~' O lC] O Cp r CC3 C`1 ~ t"" <.Y r- 4 C7 <D O', r M ~ t~ r~ O~ cD oL1 C ~ r, ct'co ~ Oi r c~ cLi a~ O r~ it"i r- Ca cp N o0 KY ti C~ O (SJ N 00 O (O to Ln V t"7 C'7` N Y~^ O C~ ~ C3? 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J 613 x) ~ "!~ ~ ~' V ~, i.l~ }~ a ~ {^'t b9 W W t oo ffi ff3 W W -EA rW,.~ EFi W W ~ W ' N N N T ~ W N ~ j f19 4A ~ .~ U-~ fig ~ .1 Cri b9 cn iA r~ F A 1 ~ J ~ p V Ul ~A N ...i o tio V a7 ~ N d c>a +~ -J Cn i:. 4 ? N _.,. cn C O ~ , ~ ~ ~ N o o) N N N N ~ro ~. ~ C.~ W ~ Cn ~ C7) A ~ U~ N CY 1 Or) V CSf.. (n cW W h3. s C~ . (.O f~tl' ~ ~: CA C . n ~ r5i~~. ~ i4',,1 ira .L~ W b9 EFi W W fA W Er3 fr} ba W W W~ EFi ffl N N 65 69 N N 65 {~ N N 69 rli E» En ~ f{i <t1 ~ b5 [n ff) 6 ~.'~~ ) O CO •J (~ ~.; W N O CD W ~ (J, W N ..~ rn W ~.! ~ ~ r n f:] ~ . N ' ~ n C~ ] I ~ Cs7 N G CI7. N 7n W d. V c4 A c7, o V W --~ tp A t~1 o Ch A fD W cf] ~ (p c~ N J~ Cp cn V ~ J-~ N ` _ ~-~, --1 _ Ut 'w r f] 1 W ,, ~ ] ~ r . -.. -J A r i -.J C~J C7 ~ ryr ~ . Yy ; Cfj 6 J. +3, b3 W W EFi w 69 6A b9 ~;9 W W N b9 ~ N N b5 (l7 N N (i~ {r) r ~ (1? 67 Ua fi") U± ff) U3 {n U; ~ z~-~. r ~ C`, ~ 11 [17 ~ N CD W V f,11 -h • N C.~ N ~ O CC] ~~ ~J CT, ~~ rs A ~ N ;:....• ~ C . 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G] ~ o ~ . ~: `--1 Cn rP '-~ A (D r~ V ~ O ~ qC' r`J [J N N N QY', O N N ~A Cn W C.] N C7) C.] Ca ~wJ q7 ~ , N ^J ~ Co W C17 ~ W cti :-A ; °~ CT1 ~ U, CC] CJ :i V C71 A ~ W N b9 p 4fl b9 fA b9 W W W W W. V L>]~ W fR 69 W W N o EF} 69 h}; N W V ~,H £9 N N Efl E9 hN~ N ~Ei 69 s~ 6R b9 ...a: ~ ~F+9 V i ~ ~ {fl .~ ii'S t c, ivi„. fb m ~~ J-~ N ~ O ino:a.'co qt) cJt W O 1U, -.I Cn c~iv N cD rs ~ ;~o OT A 1v ..... ino [n ~ cC~ rn tnQ ~l rn cn O]~ w: r> ~~ ~] ~, V ~~ >i,,', o p 1 hr C.? cr, ~ ';C~- ,,~ AA ,~ i 1 fJ? ff) C ~ A W fJ r,~ ~ to 69 m bq b] f+9 Et3 ~~~ E19 b9 ~ fi9 £fl f~H fA NN {i9 EA 1~ ~ 69 ~~ 4y9. b9 a i 69 £A '~9 r '~ r ~ ` w ~ c7) ~ N _... '~ N ~v 1~7 ~ ~ i~ (D` (b T . C37 CJ"i W N Q V , h ~ o f (D ~ C Ji CA O A O CD W: fTi o W A [D CJ Q~ ~} O N V -b y ] Q -~ ~ b ' Cp .J, (~ W CD W qb W L~ ~ r ~ ~ ' - • 7 U i W' N ._. (n ~ -J fJ~ ~ G] " ~ k. n ] F ~ .. ~3 A .A. ~ ~ V U . .gyp t G] ' ~ ffl ffl fn b~ A W W ~ i~ Efl W' W fi4 ffl N N ~? fi9 N N ~i9 69 N N b3 63 ~ t l .~ H3 fr9 ~; ~ ~_ ff~ {n .{ . > ooo iJ~ cl~j u~Q~ ~7~ W~ r ~w vp~ ~VCn ~rv ~ l 70 1 w ;O N J- cn -~ 6) `v 07 C~ W Cn ~n O N W U, rv cn ~J (p cD fv C] N to rn -W... c~ ~I fv V ....a: m c~ cn O ~ . 1 "~~' r ~ N CY) ~ !~ ~ (1 cD CJl ~ ..4:. 1 6 J: C C c 1 MEMORANDUM Date: January 2, 2008 To: Jeff O'Neill. From: Tom Kelly. Re: Cost of Living Increases. I sent out a list serve message this morning to 506 Minnesota GFOA members asking what their organization awarded for cost of living increases far 2008. The response is as follows: 2% City of St. Cloud, Moorhead (+1 % merit), Rice County, Sibley County, St. Peters 2% January 15t and 2% July 15t Blue Earth County, City of Rosemount Police Union 2.5% City of Becker, Pequot Lakes, Pine City 2.7% City of Hutchinson, Minnesota Pension 2.75% City of Rochester 3% City of Andover, Anoka, Apple Valley, Arden Hills, Austin, Benton, Big Lake, Bimidji, Brooklyn Center, Brooklyn Park, Cambridge, Carver County, Circle Pines, Coon Rapids, Cottage Grove, Crow Wing County, Crystal, Eagan, Eden Prairie, Falcon Heights, Farmington, Fergus Falls, Forest Lake, Fridley, Golden Valley, Ham Lake, Hastings, Headwaters Regional Development Commission, Hopkins, Lakeville, Lino Lakes, Luverne, Marshall, Medina, Minnetonka, Mounds View, MSPMAC, New Brighton, New Hope, New Ulm, Northfield, North Mankato, North Branch, Oak Park Heights, Orono, Osseo, Polk County, Prior Lake, Ramsey, Red Wing, Redwood Falls, Richfield, Robbinsdale, Rosemount, Sartell, Sauk Rapids, Shakopee, Shoreview, Spring Lake Park, Spring Valley, Stillwater, St. Louis Park, St. Michael, South St. Paul, Three Rivers Park Dist, Vadnais Heights, Victoria, Washington County, White Bear Lake, Woodbury, Zumbrota 3.15% City of Worthington 3.20% Chisago City 3.25% City of Buffalo, Cloquet, State of Minnesota, City of St. Joseph, St. Francis 3.4% Hennepin County 3.5% City of Blaine, Bloomington, Brawn County, Chaska, Edina, Herman Town, Maple Grove (budget), Montevideo, New Ulm (union), Oakdale, Robbinsdale (Union), Roseville, St. Anthony 3.75% City of Kenyon 4% City of Delano (budget), McLeod County, City of Media police union