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STUDYSUMMARY <br />MGT is pleased to have had the opportunity to work with the City of Centervilleon this <br />Classification and Compensation Study.Human resource management is a significant concern <br />as governmental services continue to increase in cost and complexity, and the resources to <br />fund local governments are constrained. Day-to-day operations present challenging <br />administrative problems in planning, organizing, and directing human resource functions in <br />order to achieve maximum efficiency and effectiveness in the delivery of municipal services. A <br />properly developed and administered Classification and Compensation Plan forms the <br />foundation for meeting these challenges. It helps to ensure that the Citycan not only recruit the <br />best and brightest employees but can also retain those employees, even in a competitive <br />marketplace. By retaining qualified, experienced employees, the Cityavoids the costs of re- <br />recruitments and lost productivity while maximizing the benefits of the investments it has made <br />in employees and the institutional and community knowledge acquired by those employees over <br />their tenures. <br />MGT understands the high expectations established in Centervillefor service delivery and <br />competitiveness in recruiting and retaining excellent employees. These factors have been <br />consideredin the analysis and reflected in the Study results. <br />A Classification and Compensation Study encompasses a significant amount of information <br />that can be time-consuming to condense and organize into an abbreviated format. Therefore, <br />MGT has compiled this StudySummary in order to provide a quick synopsis regarding the major <br />components, findings,and recommendations of this study. The purpose of a well-designed <br />Classification and Compensation Study is twofold. First, it assures external <br />equity/competitiveness by comparing the compensation of Centervilleemployees against <br />market data. Second, it establishes internal equity among employees across Departments in the <br />City. The following is a brief overview of the process: <br />Job Evaluation Analysisand Job Classification System <br />Below is a list of tasks included in this component of the Study (listed in the order that the work <br />was performed): <br />Study preparation and project meetings. Met with CityAdministration to discuss Study <br />methods and expectations, review the current Classification and Compensation Plan <br />and organizational structure, answer questions, and review the scope and schedule of <br />work. <br />Material distribution. Prepared a memorandum of explanation, which was distributed to <br />employees. Held meetings with employees to discuss the Job Analysis Questionnaire <br />(JAQ) and to explain the scope and purpose of the Study. Employees were provided time <br />to complete the questionnaire.The JAQs were returned to MGT within approximately <br />three (3) weeks of distribution. <br />Determined comparable communitiesand collected compensation data.MGT, along <br />with the City, determined a logical survey saorng"qh"҃nkmg҄"eqoowpkvkguvjcv"korcev"vjg <br />compensation market of Centerville. Then, MGT designed, and Centervillesent out the <br />survey for the benchmark positionscovered in the Study. <br />City of Centerville, MN| May 2026 <br />CLASSIFICATION, COMPENSATION, AND PAY EQUITY <br />8 <br />REPORT <br /> <br />