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In keeping with this philosophy, the City has presented strides in equality in wage and salary packages as well as benefits for the City's bargaining groups and unrepresented plans. Thus, the City consistently works towards total compensation packages that promote internal and external equity for all city employees regardless of union status. Comuarable Worth: The term "comparable worth" refers to jobs which have very different duties but are deemed to be of similar value to an organization hased on the level of skill and responsibility required. Establishing pay rates based on the concept of comparable worth has been advanced as way of raising wages in female-dominated professions - which have traditionally been underpaid when compared to male-dominated fields. In 1985, the State of Minnesota enacted the Pay Equity Act which requires public employers to meet certain requirements to ensure that comparable positions are paid similarly. Based on this law, the City uses a job evaluation system to establish a numeric value for each position within the City. The result of a job evaluation system is one of determining factors in the design of our pay ranges. Citv CouncillCitv Mana�er Authoritv: Salary ranges are approved by the City Council. Within a given salary range for a position, the City Manager, or designee, has the authority to assign and adjust individual wages. Pav ��ans Background: In May of 1998 the City, as a result of a compensation study conducted in 1997, created two new compensation plans titled "Exempt Plan" and "Non-exempt Plan" for non-union City staff. The Exempt Plan contains the City's management and professional-level positions. The Exempt Plan differs from the City's other planslagreements in that all salary increases are merit-based where other City plans have step systems hased on length of service, in addition to annual adjustments. This compensation system utilized an evaluation system that has become obsolete. �n light of the obsolescence in the evaluation system over the last seven years ai�d the changes in organizational structure creating position duties expansions, and position additions and eliminations the City Council approved the need to conduct a study utilizing market aaad benchmarking data. Market & Benchmark Data The primary market comparison for the City of Roseville is the pay and benefits practices of other Cities within the geographical area of similar population size. This group is studied each year by an external consultant contracted by the Association of Metropolitan Municipalities and the League of Minnesota Cities to administer the wage and benefit surveys for the Twin Cities area. The participant group consists of all Metro jurisdictions to ensure the relevancies of the rates for jurisdictions in the Twin City Area. Star�ton Group was chosen to administer the survey due to their expertise in this area and the ability to be an impartial 3rd party administrator. After conducting their study the Stanton group sells this study in the annual Stanton Survey. Roseville falls into the Group 5 Cities, due to population size of at least 25,000. Data for comparison purposes is either the average pay of the group or the average maximum pay of the group (including longevity), depending on the type of pay program. For example, jobs based on step progression systems are based on the average maximum. Actual average pay is a better measure for those johs that have significant use of inerit pay or individual pay rates in the mix. Neither measure is perfect, since years of employ�nent required in order to reach the maximum can differ in organizations, plus merit pay can he administered differently between jurisdictions. Typically it can be noted that Dona Bacon Page 3o€4 911512005