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average pay is reached in approximately three years of service atld maximum pay at approximately five years for those positions with steps. Longevity is generally only significant in union police jobs. How The Studv Was Conducted: In May of 2002, the City Council approved retaining the Employers Association, Ii1c. to conduct an independent compensation study of its j ob classifications, general compensation strategies and pay plans. The work mainly involved assistance with developing a format for job descriptions, evaluation of jobs using a point factor method, pricing oijobs against comparable cities and development of a recommended pay structure for non-union jobs while still taking union positions into account. This recommended compensation system would meet Federal and State Compensation Standards as well as be competitive in the marketplace. The study consisted of the following steps: 1. Information gathering — staff inembers were asked to complete "job evaluation forn�s" that outlined the tasks associated w�tk� a specific position, as well as the percentage of time spent on each task. This process allowed for staff review and input on proposed changes for their responsibility levels thus helping to create revised j ob descriptions which were approved by each incumbent and their Supervisor. 2. Job evaluation (internal comparisons) — j ob evaluation forms were valued by independent consultant using a j ob evaluation system developed by Employers Association. The data was reviewed with department heads at key points throughout the process and they support the proposed changes. 3. Market study (external comparisons) - data was collected from other organizations for comparable positions (Benchmarks). 4. Pay Plan design — compensation plans were redesigned based on the collected data and forniulated into a step system with a merit performance pay structure creating the proposed new system. Whv Implement the Proposed Plan? 1. Organizations are not static; positions evolve over time as responsibilities are added or deleted. It is also important to note then that compensation systems and plans are not fixed either and should be continually monitored to remain abreast of changes in individual positions and changes in the labor market. 2. The job evaluation system used in the past is no longer in existence and is no longer supported and has become obsolete and unusable, making it difficult to study individual positions and make comparisons to others in the organization. 3. To correct the existing internal and external equity concerns. � Non-exempt personnel do not �ave arbitration as a way to achieve higher COLA increases if they are not satisfied with Council's approved increase and continue to fall further behind in the marketplace when compared to the union groups. • The Exempt Plan does not have a step progression system. Instead, the City has relied on the annual merit increases to move individuals from the bottom of the range toward the market rate for their position. However, with tightening budgets and scrutiny over the past several years the merit increases have not been adequate to i�eet the City's compensation objectives of internal and external equity. With a COLA increase only, individual salaries keep pace as the top and bottom rate of the range increase but they do not change their positio�� within the range (i.e.: distance from midpoint or market rate). The flexibility inherent with merit-based increases is rarely used to distinguish good performers from average performers within the Exempt Plan. Flexible dollars within the merit pool are most often directed towards individuals whose salaries are significantly below market rate. • Overall the City of Roseville falls 4.4°/o below the Stanton 5 group, or at 95.6%, and currently there is no plan to ratify the marketplace ground that has been lost. Dona Bacon Page 4of9 9/1512005