HomeMy WebLinkAbout#13 - Compensation Plan
STAFF REPORT
DATE: November 6, 2024
AGENDA ITEM: Compensation Plan Update and Implementation
TO: Mayor and Council
SUBMITTED BY: Karissa Goers, Administrative Services Director
BACKGROUND:
The administrative services director reviews the compensation plan annually and makes
recommendations based on best practices and city policy. In developing the 2025 proposed
changes I consulted the League of Minnesota Cities model policy and reviewed HR resources
from SHRM.
ISSUE BEFORE COMMISSION:
Should Council approve the proposed changes to the compensation plan effective 1/1/25?
PROPOSAL DETAILS/ANALYSIS:
Changes were made to condense language, making the plan more concise and easier to follow and
some changes were necessary to make it more transparent on how and when pay changes will be
made and under what circumstances. The intent of these changes is to lay a clear path of how the
City handles compensation.
Changes:
• Updated the title from compensation policy to plan. We have a compensation policy in our
personnel policy so calling this the plan differentiates the two.
• Plan updates – same information from the “actions taken to review, update and maintain
the plan” section in a more concise manner.
• Market analysis – indicates how compensation will be affected if there is a deviation after
completing a market analysist.
• New Hires – added language about compensation for new hires and probationary
employees.
• Annual Increases – added clarification about new hires in their probationary period
receiving the annual increase but not moving a step until their probationary period ends.
• Added language and definitions regarding promotions, demotions, and reclassifications
• Added language about career development increases – the City should continually be
looking to reward and retain current employees. This is an incentive plan for career
development.
This compensation plan includes the proposed 2025 position grades and salary range and steps.
The 2025 rates reflect and increase of 3.0% above the 2024 rates. The proposed rates allow the
City to remain competitive in the market.
FISCAL IMPACT:
January 1st increases have been provided in the 2025 budget.
OPTIONS:
1) Approve the Compensation Plan as drafted
2) Amend and then Approve the Compensation Plan
3) Do not make any changes to the Compensation Plan
AND
1) Approve the 2025 salary range as presented
2) Do not approve the 2025 salary range.
RECOMMENDATION:
“Motion to approve the Compensation Plan as drafted.” AND
“Motion to approve 2025 salary range and steps.”
ATTACHMENT:
• Redlined Draft Compensation Plan
• Clean Revised Compensation Plan
• Position Grades
• 2025 Salary Range and Steps
City of Lake Elmo Compensation Planolicy
_____________________________________________________________
I. Purpose:
The City of Lake Elmo intends to establish, administer, maintain and regularly update an
internal job evaluation hierarchy that is consistent with the Local Government Pay Equity
Act. The city also intends to establish, administer, maintain and regularly update a pay
structure covering all the jobs within the city and in line with the stated compensation
strategy. that is appropriate to the breadth and depth of services being offered to and provided
for the City and is also affordable within available resources. The pay structure is reviewed
regularly to ensure financial funding is available to administer the plan and that any changes
in the plan are approved by the City Council. In addition, Finally, the city intends to maintain
supplemental benefits (insurance, holiday/paid time off schedules, etc) that meet state and
federal laws, are competitive with the market, and also affordable within available
resources.fit within the city’s financial budget.
This policy establishes the guidelines for all non-represented city positions with the exception of
elected officials, temporary or seasonal positions and paid on call firefighters. Compensation for
seasonal or temporary employees and paid on call firefighters will be set by the City Council at
the time of hire, or on an annual basis.
II. ADMINISTRATIVE GUIDELINES
A. Participation
This policy outlines the guidelines for all non-represented city positions excluding
elected officials, temporary or seasonal positions and paid on call firefighters.
Compensation for seasonal or temporary employees and paid on call firefighters will
be set by the City Council at the time of hire, or on an annual basis.
B. Key Objectives of the Classification and Compensation Plan
• Attract and retain qualified employees to provide services to city residents.
• Maintain a plan that is consistent with the city’s compensation strategy; equitable
and competitive.
• Maintain a plan that is clear and easy to communicate to city employees,.
• Maintain compliance with the Minnesota Local Government Pay Equity Act.
• Maintain compliance with all applicable local, State and Federal laws and
regulations that affect the plan.
• To do so efficiently and effectively thereby being fiscally responsible to the
interests of the taxpayer.
C. Accountability for Administration of the Plan
The City Council has the authority over the plan and must provide the final approval
before the plan is implemented. The City Administrator (with guidance from the
Administrative Services Director) oversees the implementation and administration of
the plan as approved by the City Council.
D. Plan Updates
The Administration department will annually review all aspects of the Plan to determine
the degree to which it remains consistent with the city’s total compensation philosophy. Annual
review of the Plan will include reviewing, verifying, and updating as necessary, the
administrative guidelines, plan components, job descriptions, job evaluations, and salary ranges.
Any recommended changes due to internal organization modifications, external market factors,
strategic planning, administrative considerations, or other relevant issues will be proposed to
City Council in a timely manner.
The position grades and salary range and steps established by this plan must be annually
confirmed by the City Council.
III. Compensation Plan Elements:
In addition to the key objectives of compensation, there are three factors in the City’s
compensation plan. All three of the factors must be balanced when administering the
compensation plan.
A. Objective
The City intends to provide its employees equitable compensation and financial
incentives, to the extent permitted by law, to promote the attainment of the highest levels
of performance and organizational contribution. The City recognizes that the
Compensation Plan is a key factor in the City’s ability to attract, retain, and motivate
well-qualified individuals to participate in the achievement of its objectives. Therefore,
the City of Lake Elmo’s Compensation Plan is based on the principles of internal and
external pay equity.
B. Job Classification
Job Classification is the process of determining the rank/grade of position descriptions.
The City shall utilize a point-factor job evaluation methodology. The City has adopted
Baker-Tilly’s SAFE® system to classify job descriptions.
C. Job Evaluation
Through the City’s job evaluation process, the city ensures that appropriate
relationships between classifications and jobs are established and maintained over
time through the application of periodic job description review processes and
reorganization studies, when appropriate.
1. D. Salary Structure
The Compensation Plan consists of fifteen (15) salary grades with a corresponding salary
range of pay for each grade. Pay ratesSalary ranges for each grade shall have a minimum
and maximum range step with eleven (11) corresponding steps within in each grade.
There is an increase of 34% from the minimum to the maximum step. For non-union
employees, the Compensation Plan applicable to a job classification shall be determined
by the grade assignment of the job evaluation profile.
For every position subject to this plan, compensation must be assigned using the salary
range and grade classification. In determining or evaluating compensation levels, the
Administrative Services Director must maintain a schedule of comparative compensation
amounts for all positions covered under the plan. For non-union employees, the salary
grade applicable to a job classification shall be determined by the grade assignment of the
job evaluation profile.
•
2. Job Evaluation/Internal Equity
• The City shall utilize a point-factor job evaluation methodology.
• Positions are assigned to a grade to create a total point profile for new and
existing job classifications based on the breadth and depth in each classification.
3. E. Market Comparison
• The City Council will determine the appropriate market to be used in developing
this planschedule and in supplemental compensation reviews.
• The primary labor market is currently defined as ten to eighteen cities chosen
based on:
o Proximity of location
o Similarity in the type of services being provided
o Population size
• From time-to-time the City may recommend that other comparators should be
used, where information from the primary labor market is considered insufficient
to attract/retain specific positions or classification groups.
F. Market Analysis
The City Administrator may approve a market analysis for a job classification as
requested by a Department Director or initiated by the Administrative Services
Director. When a market analysis for a specific job classification indicates that
the assigned salary range mid-point deviates, positively or negatively, from the
market by more than 10%, the job classification may be placed at an established
salary range that most closely corresponds to the applicable market rate. All
market adjustments will be re-evaluated on a regular basis.
G. New Hires
New employees may be hired at a wage up to the midpoint of the pay grade.
The City Administrator or appropriate department head may recommend new
employees be hired at a rate above the midpoint of the pay grade for their
classification based upon qualifications and experience, subject to approval by
the City Council.
A probationary employee may advance to the next pay step after satisfactorily
completing six months of employment which meets performance
expectations, based upon a recommendation from their supervisor subject to
approval of the City Administrator.
The employee will then follow the annual increases as defined in Section H.
Compensation is largely based on wage/salary grades and steps within the salary grade. For any
position subject to this policy, compensation must be assigned using an eleven-step grid within
each salary grade, with an increase of 34% from the minimum to the maximum step. In
determining or evaluating compensation levels, the City Administrator must maintain a schedule
of comparative compensation amounts for all positions covered under the policy.
A new employee must be hired at the pay grade minimum whenever possible. The City
Administrator or appropriate department head may recommend the new employee be hired at a
rate above the minimum of the pay grade for his/her classification based upon qualifications and
experience, subject to approval by the City Council.
A probationary employee may advance to the next pay step after satisfactorily completing six
months of employment which meets performance expectations, based upon a recommendation
from their supervisor subject to approval of the City Administrator.
H. Annual Increases
Subject to Council approval of the compensation plan, every year thereafter,
on or about January 1st, regular employees who have completed their
probationary period an employee may advance to the next pay step after
satisfactorily completing another year of employment which meets the
performance expectations until he or shethey reaches the grade maximum.
New hires who are in their probationary period at the time of the annual
increase will not move to the next pay step until their 6th month anniversary,
however, they will move to the corresponding step in the new salary range,
i.e., if they are at step 3 in the current plan they will move to step 3 in the next
plan.
If an employee does not have satisfactory performance, they will not advance to the next pay
step and may be placed on a performance improvement plan. Determination of satisfactory
performance must be recommended to the City Administrator by the immediate supervisor on
forms prescribed by the City Administrator.Administrative Services Director. Employees who
are at or above the grade maximum will receive the predetermined cost-of-living-adjustment
(COLA) based on a satisfactory performance review.
Actions Taken to Review, Update and Maintain the Plan:
Elements of the plan will be reviewed annually to determine the degree to which it remains
consistent with the city’s total compensation philosophy. Actions to be taken may include:
1. Review, verification, and any required updating of job descriptions for all positions
covered by this policy.
2. Review, verification and any required updating of job evaluations on all positions
covered by this policy, following established reclassification policies and procedures.
3. Review, verification and consideration of current market survey data collected from the
cities selected for comparison, ensuring that there are no questionable data that may give
an incorrect pattern of pay for one or more positions.
4. Review and consideration of appropriate changes to the established base pay structure
based on patterns of current market survey data, ensuring that there will be continuing
integrity in administration of the current or revised pay structure.
5. Review and consideration of changes to the city’s supplemental benefits covering paid
time off.
6. Review and consideration of required and/or appropriate changes to the written
description of the plan.
The pay grades and rates established by this policy must be annually confirmed by the City
Council through adoption of the budget and resolution establishing the grades and steps for each
job classification.
I. Promotion
A promotion is defined as the selection of an internal candidate through the competitive
process into a position at a higher salary range of classification. The employee’s salary
increase will generally be about 10% of their current step per pay grade promoted. The salary
increase will be capped at around 20%, and the employee will be placed at the closest
corresponding step in the new salary grade. Adjustments will be based on internal equity
considerations and approved by the Administrative Services Director.
Employees placed into a new position through promotion will enter a 6-month
probationary period and may advance to the next pay step after satisfactorily completing
the probationary period.
J. Demotion
Involuntary
An involuntary demotion is defined as a reassignment from one position to another,
which has a lower salary range or classification because of a performance-based
consequence or other disciplinary procedure. The employee’s salary is subject to
adjustment on a case-by-case basis as approved by the City Administrator.
Voluntary
A voluntary demotion is defined as the selection of an internal candidate through the
competitive process into a position at a lower salary range or classification. The
employee’s salary reduction will generally be no greater than 10% of their current step
per pay grade reduced. The salary reduction will be capped at 20%. The employee
will be placed at the closest corresponding step in the new salary grade. Adjustments
will be based on internal equity considerations and approved by the Administrative
Services Director.
Reorganization
If a demotion is the result of a reorganization or unforeseen organization or structure
changes and if the affected employee’s salary is above the new salary range maximum,
the salary is frozen until such time as the salary is within the new salary range.
K. Reclassification
A reclassification is defined as movement to another salary grade because of
approved changes in job duties significantly modifying the position responsibilities.
The City ensures that job descriptions are evaluated as changes to services, processes, and
related job duties occur. Department Directors may request that a job description
be evaluated by the Administrative Services Director.
Positions may be reclassified with no change in salary grade, upward (higher
classification/salary grade) or downward (lower classification/salary grade).
When a position is reclassified to a higher salary grade, employees are eligible for a
salary increase and placement in the new salary range at their current step (with the increase
capped at 20%).
Reclassification downward generally results in no immediate change to the
employee's salary. The employee’s salary will be placed in the closest corresponding step
on the salary range. If the employee’s salary is above the salary range maximum for the
new classification, the salary is frozen until such time as the salary is within the new
salary range.
When downward reclassification results in an employee's salary exceeding the
maximum of the new salary range, the salary is not increased for any reason, including
annual COLA increases, until such time that the salary is within the designated salary
range. Reclassification of a job class does not change the employee’s anniversary date.
L. Career Development Increases
The City has developed a procedure to provide a step increase to recognize the
attainment of career specific certifications, licenses, and developmental milestones
that assure that the City’s career positions are paid comparable with those in the
primary labor market. Such a structure enables existing employees in career jobs
within the City to receive a step increase in addition to the annual increase and
enables the City to target its pay to those employees who grow in skill and capability.
Career Development Increases need to be recommended by the Department Director
and approved by the City Administrator and Administrative Services Director and
requested through the Completion of Career Development Request for Step Increase
form.
M. Modifications or Exceptions
The City administrator may approve exceptions to the plan. These will generally
involve internal and labor market equity considerations, salary adjustments, or unusual
circumstances and will occur only upon the recommendation of the Administrative
Services Director and upon approval of City Council.
N. General Provisions
General Provisions:
Nothing within this compensation planpolicy is a guarantee of employment and compensation,
and nothing is to be construed as a commitment to continue the City of Lake Elmo
Compensation Planolicy for more than one calendar year at a time. All components of this
planpolicy are set forth as guidelines to assist in establishing appropriate compensation. The
provisions of this planolicy supersede all other compensation considerations. Compensation
schedules will be maintained and updated as appendices to this planolicy in accordance
withfollowing plan olicy provisions.
Appendix I:
Position Grades
Appendix II:
Salary Range and Steps Plan
Appendix III:
Career Development Procedure
Effective 1/1/253
City of Lake Elmo Compensation Plan
_____________________________________________________________
I. PURPOSE:
The City of Lake Elmo intends to establish, administer, maintain and regularly update an internal job
evaluation hierarchy that is consistent with the Local Government Pay Equity Act. The city also intends to
establish, administer, maintain and regularly update a pay structure covering all the jobs within the city and
in line with the stated compensation strategy. The pay structure is reviewed regularly to ensure financial
funding is available to administer the plan and that any changes in the plan are approved by the City
Council. In addition, the city intends to maintain supplemental benefits (insurance, holiday/paid time off
schedules, etc.) that meet state and federal laws, are competitive with the market, and fit within the city’s
financial budget.
II. ADMINISTRATIVE GUIDELINES
A. Participation
This policy outlines the guidelines for all non-represented city positions excluding elected officials,
temporary or seasonal positions and paid on call firefighters. Compensation for seasonal or temporary
employees and paid on call firefighters will be set by the City Council at the time of hire, or on an
annual basis.
B. Key Objectives of the Classification and Compensation Plan
• Attract and retain qualified employees to provide services to city residents.
• Maintain a plan that is consistent with the city’s compensation strategy; equitable and
competitive.
• Maintain a plan that is clear and easy to communicate to city employees,
• Maintain compliance with the Minnesota Local Government Pay Equity Act.
• Maintain compliance with all applicable local, State and Federal laws and regulations that affect
the plan.
• To do so efficiently and effectively thereby being fiscally responsible to the interests of the
taxpayer.
C. Accountability for Administration of the Plan
The City Council has authority over the plan and must provide the final approval before the plan is
implemented. The City Administrator (with guidance from the Administrative Services Director)
oversees the implementation and administration of the plan as approved by the City Council.
D. Plan Updates
The Administration department will annually review all aspects of the Plan to determine the degree to
which it remains consistent with the city’s total compensation philosophy. Annual review of the Plan
will include reviewing, verifying, and updating as necessary, the administrative guidelines, plan
components, job descriptions, job evaluations, and salary ranges. Any recommended changes due to
internal organization modifications, external market factors, strategic planning, administrative
considerations, or other relevant issues will be proposed to City Council in a timely manner.
The position grades and salary range and steps established by this plan must be annually confirmed by
the City Council.
III. COMPENSATION PLAN ELEMENTS:
A. Objective
The City intends to provide its employees equitable compensation and financial incentives, to the extent
permitted by law, to promote the attainment of the highest levels of performance and organizational
contribution. The City recognizes that the Compensation Plan is a key factor in the City’s ability to
attract, retain, and motivate well-qualified individuals to participate in the achievement of its objectives.
Therefore, the City of Lake Elmo’s Compensation Plan is based on the principles of internal and
external pay equity.
B. Job Classification
Job Classification is the process of determining the rank/grade of position descriptions. The City shall
utilize a point-factor job evaluation methodology. The City has adopted Baker-Tilly’s SAFE® system
to classify job descriptions.
C. Job Evaluation
Through the City’s job evaluation process, the city ensures that appropriate relationships between
classifications and jobs are established and maintained over time through the application of periodic job
description review processes and reorganization studies, when appropriate.
D. Salary Structure
The Compensation Plan consists of fifteen (15) salary grades with a corresponding salary range for each
grade. Salary ranges shall have a minimum and maximum step with eleven (11) steps in each grade.
There is an increase of 34% from the minimum to the maximum step.
For every position subject to this plan, compensation must be assigned using the salary range and grade
classification. In determining or evaluating compensation levels, the Administrative Services Director
must maintain a schedule of comparative compensation amounts for all positions covered under the
plan. For non-union employees, the salary grade applicable to a job classification shall be determined
by the grade assignment of the job evaluation profile.
E. Market Comparison
• The City Council will determine the appropriate market to be used in developing this plan and in
supplemental compensation reviews.
• The primary labor market is currently defined as ten to eighteen cities chosen based on:
- Proximity of location
- Similarity in the type of services being provided
- Population size
• From time-to-time the City may recommend that other comparators should be used, where
information from the primary labor market is considered insufficient to attract/retain specific
positions or classification groups.
F. Market Analysis
The City Administrator may approve a market analysis for a job classification as requested by a
Department Director or initiated by the Administrative Services Director. When a market analysis for a
specific job classification indicates that the assigned salary range mid-point deviates, positively or
negatively, from the market by more than 10%, the job classification may be placed at an established
salary range that most closely corresponds to the applicable market rate. All market adjustments will be
re-evaluated on a regular basis.
G. New Hires
New employees may be hired at a wage up to the midpoint of the pay grade. The City Administrator or
appropriate department head may recommend new employees be hired at a rate above the midpoint of
the pay grade for their classification based upon qualifications and experience, subject to approval by the
City Council.
A probationary employee may advance to the next pay step after satisfactorily completing six months of
employment which meets performance expectations, based upon a recommendation from their
supervisor subject to approval of the City Administrator.
The employee will then follow the annual increases as defined in Section H.
H. Annual Increases
Subject to Council approval of the compensation plan, every year on or about January 1st, regular
employees who have completed their probationary period may advance to the next pay step after
satisfactorily completing another year of employment which meets the performance expectations until
they reach the grade maximum.
New hires who are in their probationary period at the time of the annual increase will not move to the
next pay step until their 6th month anniversary, however, they will move to the corresponding step in the
new salary range, i.e., if they are at step 3 in the current plan they will move to step 3 in the next plan.
If an employee does not have satisfactory performance, they will not advance to the next pay step and
may be placed on a performance improvement plan. Determination of satisfactory performance must be
recommended to the City Administrator by the immediate supervisor on forms prescribed by the
Administrative Services Director. Employees who are at or above the grade maximum will receive the
predetermined cost-of-living-adjustment (COLA) based on a satisfactory performance review.
I. Promotion
A promotion is defined as the selection of an internal candidate through the competitive process into a
position at a higher salary range of classification. The employee’s salary increase will generally be about 10%
of their current step per pay grade promoted. The salary increase will be capped at around 20%, and the employee
will be placed at the closest corresponding step in the new salary grade. Adjustments will be based on internal
equity considerations and approved by the Administrative Services Director.
Employees placed into a new position through promotion will enter a 6-month probationary period and
may advance to the next pay step after satisfactorily completing the probationary period.
J. Demotion
Involuntary
An involuntary demotion is defined as a reassignment from one position to another,
which has a lower salary range or classification because of a performance-based
consequence or other disciplinary procedure. The employee’s salary is subject to
adjustment on a case-by-case basis as approved by the City Administrator.
Voluntary
A voluntary demotion is defined as the selection of an internal candidate through the
competitive process into a position at a lower salary range or classification. The
employee’s salary reduction will generally be no greater than 10% of their current step
per pay grade reduced. The salary reduction will be capped at 20%. The employee will
be placed at the closest corresponding step in the new salary grade. Adjustments will be
based on internal equity considerations and approved by the Administrative Services
Director.
Reorganization
If a demotion is the result of a reorganization or unforeseen organization or structure
changes and if the affected employee’s salary is above the new salary range maximum,
the salary is frozen until such time as the salary is within the new salary range.
K. Reclassification
A reclassification is defined as movement to another salary grade because of approved changes in job
duties significantly modifying the position responsibilities.
The City ensures that job descriptions are evaluated as changes to services, processes, and related job
duties occur. Department Directors may request that a job description be evaluated by the
Administrative Services Director.
Positions may be reclassified with no change in salary grade, upward (higher classification/salary grade)
or downward (lower classification/salary grade).
When a position is reclassified to a higher salary grade, employees are eligible for a salary increase and
placement in the new salary range at their current step (with the increase capped at 20%).
Reclassification downward generally results in no immediate change to the employee's salary. The
employee’s salary will be placed in the closest corresponding step on the salary range. If the
employee’s salary is above the salary range maximum for the new classification, the salary is frozen
until such time as the salary is within the new salary range.
When downward reclassification results in an employee's salary exceeding the maximum of the new
salary range, the salary is not increased for any reason, including annual COLA increases, until such
time that the salary is within the designated salary range. Reclassification of a job class does not change
the employee’s anniversary date.
L. Career Development Increases
The City has developed a procedure to provide a step increase to recognize the attainment of career
specific certifications, licenses, and developmental milestones that assure that the City’s career positions
are paid comparable with those in the primary labor market. Such a structure enables existing
employees in career jobs within the City to receive a step increase in addition to the annual increase and
enables the City to target its pay to those employees who grow in skill and capability. Career
Development Increases need to be recommended by the Department Director and approved by the City
Administrator and Administrative Services Director and requested through the Completion of Career
Development Request for Step Increase form.
M. Modifications or Exceptions
The City administrator may approve exceptions to the plan. These will generally involve internal and
labor market equity considerations, salary adjustments, or unusual circumstances and will occur only
upon the recommendation of the Administrative Services Director and upon approval of City Council.
N. General Provisions
Nothing within this compensation plan is a guarantee of employment and compensation, and nothing is
to be construed as a commitment to continue the City of Lake Elmo Compensation Plan for more than
one calendar year at a time. All components of this plan are set forth as guidelines to assist in
establishing appropriate compensation. The provisions of this plan supersede all other compensation
considerations. Compensation schedules will be maintained and updated as appendices to this plan
following plan provisions.
Appendix I:
Position Grades
Appendix II:
Salary Range and Steps
Appendix III:
Career Development Procedure
Effective 1/1/25
Department Job Title FLSA Status Grade
Administration City Administrator Exempt 14
Fire Fire Chief Exempt 13
Public Works Public Works Director Exempt 13
Administration Director of Administrative Services Exempt 12
Finance Finance Director Exempt 12
Community Development Community Development Director Exempt 12
Fire Assistant Fire Chief/Fire Inspector Exempt 10
Public Works Assistant Public Works Director Exempt 10
Community Development Building Official Exempt 10
Finance Finance Coordinator Exempt 9
Community Development Senior City Planner Exempt 9
Administration City Clerk Exempt 8
Community Development Plan Reviewer Exempt 8
Community Development Building Inspector Non - Exempt 7
Public Works Lead Worker Non - Exempt 7
Community Development City Planner Non - Exempt 7
Adminitration Communications Coordinator Non - Exempt 7
Fire Firefighter Non - Exempt 5
Administration Deputy City Clerk Non - Exempt 5
Finance Payroll Clerk Non - Exempt 5
Public Works Operator I Non - Exempt 5
Public Works Operator II Non - Exempt 4
Community Development Permit Technician Non - Exempt 4
Finance Utility Billing Clerk Non - Exempt 4
Community Development Planning Assistant Non - Exempt 4
Public Works Operator III Non - Exempt 3
Public Works PW Maintenance Worker Non - Exempt 2
City of Lake Elmo
Position Grades
Grade/Step12345678910111$38,906 $40,073 $41,275 $42,514 $43,789 $45,103 $46,456 $47,849 $49,285 $50,764 $52,286$18.70 $19.27 $19.84 $20.44 $21.05 $21.68 $22.33 $23.00 $23.69 $24.41 $25.142$42,795 $44,078 $45,402 $46,764 $48,167 $49,613 $51,102 $52,635 $54,214 $55,841 $57,517$20.57 $21.19 $21.83 $22.48 $23.16 $23.85 $24.57 $25.31 $26.06 $26.85 $27.653$47,075 $48,488 $49,942 $51,441 $52,984 $54,574 $56,211 $57,897 $59,635 $61,424 $63,267$22.63 $23.31 $24.01 $24.73 $25.47 $26.24 $27.02 $27.84 $28.67 $29.53 $30.424$51,784 $53,337 $54,938 $56,586 $58,283 $60,032 $61,833 $63,688 $65,598 $67,566 $69,593$24.90 $25.64 $26.41 $27.20 $28.02 $28.86 $29.73 $30.62 $31.54 $32.48 $33.465$56,962 $58,671 $60,431 $62,244 $64,112 $66,036 $68,017 $70,057 $72,159 $74,324 $76,553$27.39 $28.21 $29.05 $29.93 $30.82 $31.75 $32.70 $33.68 $34.69 $35.73 $36.806$62,661 $64,541 $66,477 $68,471 $70,525 $72,640 $74,819 $77,063 $79,374 $81,756 $84,208$30.13 $31.03 $31.96 $32.92 $33.91 $34.92 $35.97 $37.05 $38.16 $39.31 $40.487$68,926 $70,993 $73,122 $75,316 $77,576 $79,904 $82,301 $84,771 $87,314 $89,932 $92,630$33.14 $34.13 $35.16 $36.21 $37.30 $38.42 $39.57 $40.76 $41.98 $43.24 $44.538$75,817 $78,092 $80,434 $82,847 $85,333 $87,894 $90,530 $93,246 $96,044 $98,925 $101,894$36.45 $37.54 $38.67 $39.83 $41.03 $42.26 $43.52 $44.83 $46.17 $47.56 $48.999$83,400 $85,902 $88,479 $91,133 $93,867 $96,683 $99,584 $102,571 $105,648 $108,818 $112,082$40.10 $41.30 $42.54 $43.81 $45.13 $46.48 $47.88 $49.31 $50.79 $52.32 $53.8910$91,741 $94,493 $97,328 $100,247 $103,254 $106,351 $109,540 $112,828 $116,212 $119,699 $123,290$44.11 $45.43 $46.79 $48.20 $49.64 $51.13 $52.66 $54.24 $55.87 $57.55 $59.2711$100,913 $103,940 $107,059 $110,270 $113,578 $116,986 $120,495 $124,110 $127,832 $131,667 $135,617$48.52 $49.97 $51.47 $53.01 $54.60 $56.24 $57.93 $59.67 $61.46 $63.30 $65.2012$111,003 $114,333 $117,765 $121,298 $124,936 $128,685 $132,545 $136,521 $140,617 $144,836 $149,181$53.37 $54.97 $56.62 $58.32 $60.07 $61.87 $63.72 $65.64 $67.60 $69.63 $71.7213$122,103 $125,766 $129,539 $133,426 $137,430 $141,553 $145,801 $150,175 $154,680 $159,320 $164,100$58.70 $60.46 $62.28 $64.15 $66.07 $68.05 $70.10 $72.20 $74.37 $76.60 $78.8914$134,315 $138,344 $142,494 $146,770 $151,173 $155,709 $160,380 $165,192 $170,148 $175,252 $180,510$64.57 $66.51 $68.51 $70.56 $72.68 $74.86 $77.11 $79.42 $81.80 $84.26 $86.7815$147,746 $152,179 $156,744 $161,447 $166,290 $171,279 $176,417 $181,710 $187,161 $192,776 $198,560$71.03 $73.16 $75.36 $77.62 $79.95 $82.35 $84.82 $87.36 $89.98 $92.68 $95.462025 Salary Range and Steps
COMPLETION OF CAREER DEVELOPMENT
REQUEST FOR STEP INCREASE
Please submit to Administrative Services Director upon completion of Career Development along with copies of
any supporting documentation (diplomas, licenses, certifications, etc.)
Employee Name Current Position Grade
Position Current Step
Supervisor Proposed Step
Training Required Courses Taken Actual Completion Dates
Licenses/Certifications
Supervisor’s comments supporting increase and work completed to attain certifications/licenses/training.
Supervisor Signature Date
City Administrator Signature Date
Administrative Services Signature Date
January 2025
For Admin Use Only
Effective Date _____________
Current Wage _____________ New Wage _____________
Union ____________________ OT Eligible _____________
Approval Date _____________ Payroll Notified _____________