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REQUEST FOR COUNCIL ACTION <br /> Date: June 17, 2013 <br /> Item No.: 13.c <br />Department Approval Interim City Manager Approval <br />Item Description: Classification & Compensation Study Policy Recommendations and <br />Implementation <br />B <br />ACKGROUND <br />1 <br />During the June 3rd meeting, Council reviewed detailed results from the classification and <br />2 <br />compensation study for the non-union, exempt and non-exempt groups. Staff and Springsted <br />3 <br />consultant and Vice President, Ann Antonsen reviewed the methodology used to analyze the data <br />4 <br />and to identify the 10 Cities most similar to Roseville with the greatest amount of similar positions. <br />5 <br />The benchmark positions within varying grades of Roseville’s pay systems were then established by <br />6 <br />discarding any anomalies and the extremes while trying to still include a position from each grade, <br />7 <br />where possible. The recommendations within this request do not include the paid on call fire staff. <br />8 <br />Due to ongoing market considerations and other related variables, paid on-call fire staff will not be <br />9 <br />presented until a later meeting. <br />10 <br />As directed, staff has returned with the current compensation policy and the recommended <br />11 <br />changes to that policy, and pay plans as shown in the attachments. <br />12 <br />The current compensation plan is based on meeting 97% of Roseville’s peer community’s <br />13 <br />average for wages of benchmark positions. This policy was designed and implemented as a <br />14 <br />result of the last compensation study conducted in 2002. The current compensation plan also has <br />15 <br />a merit pay component that allows for the top 20% of performers to earn up to 115% of top pay <br />16 <br />based on achievements and overall performance. At time of implementation, it was expected <br />17 <br />that the entire compensation plan including the merit pay component would be fully funded over <br />18 <br />the years to reward staff based on achievements and performance. <br />19 <br />Since that time, the current compensation plan has not worked according to its design. The 97% <br />20 <br />pay plan component has slipped to closer to 95% over time. In addition, the merit pay program <br />21 <br />has never been appropriately funded to reward achievement, nor has it been applied equally <br />22 <br />across the city. If the City were fully funding the current compensation program as policy <br />23 <br />indicates we would need to allocate an additional $121,755 (of which $67,846 would be levy <br />24 <br />funds) just to get back in conformance with the 97% of the average compensation level and if <br />25 <br />you factor in budgeting for merit to comply with the policy then another $200,000 will need to <br />26 <br />be allocated annually just to maintain and continue the current compensation plans and policy. <br />27 <br />This is a total cost of $321,755. <br />28 <br />Page 1 of 3 <br /> <br />