CCAgenda_05Jun22 - Laserfiche WebLink

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• a) Average salary b) 90% l I 75,823 77,745 81,554 ~ 85,012** sa ary goal c) F l H i h 68,241 69,970* 73,398 76,510 a con e g ts salary d) S l G 53,544 55,688 60,458 65,229 a ary ap e) I i 14,282 12,940 11,281 ncrease n average salaries for comparables (a) 2.5% 4.9% 4.2% *In 2003, the $69,970 was rounded off to a goal of $70,000 by January 1, 2006. **The City of Bayport was not included in the Stanton Survey for 2005 so the average of comparable cities was based upon eight cities instead of the nine used for previous years. Options 1. Eliminate our goal of bringing the salary for the position of City Administrator up to 90% of the average of comparable cities by 2006. Although this option reduces expenses in the short term, it jeopardizes our ability to compete with other cities to retain and recruit the professional management that is necessary to achieve all of the city's goals. That has a very high long term cost. Information provided by the Human Resources Specialist for the League of Minnesota Cities, confirmed that the recruitment of a management level employee is a far greater cost to the employer than is the hire of a nonexempt support staff position. Expenses that should be considered include: • Advertising fees (newspapers, professional newsletters, online/internet) • Agency fees or professional recruitment costs • Travel costs • Relocation costs • Internal or overhead costs for city staff time necessary to coordinate all activities related to the recruitment process, including administrative support There is a significant additional cost associated with the time required for a new City Administrator to acquire the knowledge and experience specific to this city. 2. Extend the time period for reaching that goal for an additional three years. This option has the same advantages and disadvantages as Option 1. 33