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1. Use the Employers Association job evaluation system to assess positions. This system is supported by Employers Association and will allow for improved internal equity and comparisons. 2. Ranges for positions would be uniformly linked to the job assessment that provides points for responsibilities and requirements of the j ob and the total points for each position then correlate directly to the internal pay range for those points. 3. The Citywide pay plans for both non-exempt and exempt would consist of 21 range levels overlapping within the point range system. 4. This system would allow for personnel not included currently in the pay system, such as fire and police CSQ's and cadets to eventually be evaluated and added to the non-exempt pay structure, at Council discretion. This would also provide these personnel with the uniform Council approved COLA each budget cycle. This is recommended by staff to remain consistent with the marketplace. 5. Both plans would consist of steps, with a merit performance increase beyond the steps of up to 15% for those with performance achievements above the standards for the position. This merit piece would be reviewed on an annual basis at performance review time and may be given in increments less than the 15% possible maximum. Performance percentage amounts are determined annually by mutual agreement of the Supervisor and Department Head, with HR recommendations, and with final approval of the City Manager. Implementation At Council discretion, implementation can be completed in stages Staff would recommend the following: 1. Adjust all individuals whose current pay is below the new start rate to the start rate as of ianple�nentation date. 2. Adjust all incumbents who are below the new target to the new 2005 step that is the closest st�p at or above their current rate of pay at implementation. 3. Determine the appropriate rate for all of those employees whose current rate is at or above the new target rate - typically these will be the same rates as current pay. Any employees in this group would be held at current pay until such a time wl�en merit increases would be appropriate or COLA increases surpass their current pay. 4. Adjust the pay structure by the approved COLA as of the first pay period in January each year thereafter and move all incumbent pay accordingly — those paid within the merit range will receive an adjustment equal to the structure adjustment — at this juncture anyone in the merit perfonnance area will re�nain in a passlfail mode until such a time that a formal performance measurement system is implemented. 5. During 2006, incumbents having anniversary dates for purposes of pay administration will move to the next step so long as their performance review meets expectations and union contracts —those paid within the merit range portion of the range will also be reviewed and may or may not receive an increase, depending upon performance ratings, union contracts, and the position of their pay within the merit portion of the range 6. Adjust the structure for 2007 and each subsequent year to reflect market trends -� all incumbents will automatically move with the structure, with the exception of incumbents paid within the merit range (these will be addressed individually based on perfonnance reviews and position within the range). Financial Implications: Projected cost of the overall proposed pay plan varies according to the three possible imple�entation strategies available: 1. Implement by adjusting only those that are below the recommended new minimum starting pay to starting pay. All other staff would remain at current pay until their next review for a step increase would cost approximately �33,304. Dona Bacon Page '�c�f 9 911512005 ::