Memorandum

To: From: Date: Re:

Honorable Mayor & City Commissioners Kenneth H. Tsuchiyama, City Manager 6/12/2013 Nonrepresented Employee Compensation Salary Range Adjustment

As you know, we have included a 2% salary adjustment for nonrepresented employees as part of the FY2013-14 budget, which is the first cost-of-living adjustment for nonrepresented employees since 2008. This communication addresses a larger issue regarding nonrepresented employee compensation pursuant to Chapter 290 of the Administrative Code (attached). Following the intent of the Chapter 290, I plan to seek City Commission approval of an adjustment to salary ranges for nonrepresented positions sometime in the next month or two. Nonrepresented Employee Compensation System Section 290.06 of the Administrative Code was passed in 1978 and requires the City Administration (specifically the Employee Relations Director) to conduct annual comparative salary surveys for the purpose of recommending adjustments to pay ranges for nonrepresented employees to the City Commission. In 1984, the City Commission authorized the use of a compensation system developed by Hay Associates for its nonrepresented employees (see attached resolution). The Hay system utilizes pay grades based on level of responsibility, including personnel & budget, complexity of activities supervised, and other accountability factors, and establishes a salary range for each pay grade based on the market for comparable positions. The system also covers nonmanagement clerical and technical positions that require a high level of confidentiality. At the time the Hay system was implemented in 1984, Section 290.06 was not amended but the system relies on periodic reviews of the pay grades and salary ranges compared to the market, and practice since 1984 has been that we have attempted to conduct reviews every 5 years. The intent of the periodic review is to keep salaries reasonably competitive in the market for similar positions, consistent with Section 290.01 of the Administrative Code. The City has historically set its goal to compensate employees within this system at the median, or 50th percentile, of the general market. While periodic reviews have been performed every 5-7 years, corresponding adjustments to salary ranges have been inconsistent. In most cases where salary range adjustments have not been made based on the Hay Associates review, budget challenges were largely the reason. This is especially true over the past 10-12 years. June, 2012 Compensation Review Since the last review was conducted in 2007, we again engaged Hay Associates approximately one year ago to perform a salary review. The June, 2012 review (attached) indicated that the salaries for employees in the lower pay grades were very competitive, but salaries for the higher pay grades were very uncompetitive, with salaries at the highest pay grades being significantly below the 10th

June 12, 2013 percentile when considered against similar positions in the market. The lack of competitiveness of Battle Creek salary ranges in the market is attributable, in part, on the fact that the City had not increased salaries at all for these positions since 2008. As a result, Hay recommended the City consider two options: Option 1 Increase all salary ranges by 15% Option 2 Increase Pay Grade 15 to the 10th percentile level and use that level as an anchor, with salaries for Pay Grades from 1-6 being adjusted 2% and salaries for Pay Grades 7-15 being graduated from Grade 7 at the 72nd percentile to Grade 15 at the 10th percentile

I elected not to pursue either option a year ago due to budget concerns. Also, both options placed the top of the salary ranges of the highest grade (Grade 15) significantly above the current salary of the City Manager. The City Managers salary, like those for all nonrepresented employees at the top of their salary range, has not experienced a salary increase since 2008 and is currently compensated at, $122,500. Current salaries top out at $115,291 for Grade 15 and at $105,710 for Grade 14. Under recommended Option 1, Grade 15 would top out at $132,585 and Grade 14 at $121,567. Under Option 2, Grade 15 would top out at $136,871 and Grade 14 at $123,646. Info from 2012 MML Wage & Salary Survey In an attempt to gain better perspective on the competitiveness of Battle Creek salaries to the market here in Michigan, I have compiled information from the Michigan Municipal Leagues most recent Wage & Salary Survey, conducted in 2012. While the MML survey data does not provide a broad community representation of salaries for all positions, it does provide the best representation currently available for municipalities in the state of Michigan. The information (attached) is provided in graphical and tabular form for nonrepresented positions in our organization that are comparable to positions covered in the MML survey. The graphical information is not provided for all data points because doing so would attempt to accommodate too many data points and would render most graphs unreadable. Also, for all of the positions, data points at the lower end of the scale are generally for the very small municipalities with services and responsibilities that arent comparable to Battle Creek. The tabular information does include all data points from the MML survey. Also, where there are notable differences or explanations between similar positions in different communities, I have attempted to point those out. I have also included the City Manager position in this review because even though it is compensated via a contract with the City Commission and not subject to the compensation system developed by Hay Associates, it does impact compensation for subordinate staff and further reflects where Battle Creek falls in the compensation spectrum. This data shows that most Battle Creek salaries tend to be at the lower to mid-level against the larger, most comparable communities. As indicated previously, the City has historically tried to set its goal to compensate employees at the median, or 50th percentile, of the general market, and review of the MML survey data shows that, for the most part, we fall below that goal, though not to the extent identified by the 2012 Hay Associates review. The difference between the MML and Hay information is likely because Hay used a much larger database representing a larger region and also included non-municipal salaries for positions whose markets extend beyond the municipal sector. Comparing Battle Creek to Other Michigan Communities It is important to understand the similarities and differences between the Battle Creek community (and its municipal government) and other Michigan communities in order to develop a good

June 12, 2013 perspective on where our staff salaries should fall in the spectrum of salaries across Michigan. The following is intended to help with that perspective. Battle Creek is very unique in that its population is that of a small-to-medium size community yet covers a very large geographic area (leading to large public infrastructure systems when compared on a per capita basis). Also, due to its history and business composition, it has public facilities and services comparable to cities much larger in size. Because of these characteristics, Battle Creeks municipal government requires a staff with the breadth and depth of expertise much greater than other communities of similar size. For example, no other Michigan community of 52,000 residents covers nearly 44 square miles of geographic area and includes the combination of major corporate citizens from food manufacturing (including the world headquarters of a Fortune 500 company), food research & development, automotive parts manufacturing, Federal military operations, major philanthropic organizations (including a top 10 worldwide philanthropic organization), aviation maintenance and education, 2 significant health care system providers and more. Complexity and diversity is not only reflected in our corporate/business makeup, but also in our government operations. Municipal government in most communities with 2-3 times the population of Battle Creek does not provide the breadth and level of services as the City of Battle Creek provides its citizens. Only Detroit and Grand Rapids, with significantly larger populations, cover a larger geographic area. The large geographic service area in Battle Creek results in very large street, water and sanitary sewer systems for the City to operate and maintain, with well over 300 miles of streets, water mains and sanitary sewer pipelines under its responsibility. In addition to water and sewer pipelines, the City operates and maintains plants for water production and treatment and wastewater treatment that not only serve City residents and businesses, but also residents and businesses in the City of Springfield and the Townships of Bedford, Emmett, Pennfield and Leroy. And the fact that Battle Creek is home to large food production and paper-based production plants means the Citys wastewater treatment plant must be designed and operated for a flow that is high in complexity and volatility. In addition, few communities of any size operate a regional airport that includes an air traffic control tower and serves the complex combination of military, college aviation and corporate air traffic, nor a bus transportation system beyond a limited dial-a-ride service. And no municipal government in a community of 52,000 possesses and operates 1500+ acres of parks, a beach, a major baseball/softball complex and a sports and entertainment arena. Nor does any community of our size possess 2 downtown development authorities and 1 tax increment finance authority and get as much out of those authorities for the community and its economic development efforts as Battle Creek. This uniqueness provides the community with both opportunities and challenges. It requires a municipal staff that possesses expertise in a broad range of areas, but management capable of managing diverse operations with diverse expertise because a community of 52,000 cannot provide the financial resources to allow for large management staffing levels. The bottom line is that Battle Creek is a community with municipal services of a magnitude and quality that are more representative of a much larger city. As noted, these characteristics have created both opportunities and challenges for Battle Creek City government. I am proud of the fact that we have managed our municipal government in a manner that has not only allowed us to maintain financial stability through the very difficult economic times the state of Michigan has faced over the past several years with very few reductions in service to the community, but we have also positioned the City for rebound from the economic conditions better than most of our counterparts. The Mayor and I have attended many meetings over the past couple of years and listened to mayors and city managers from other communities lament over their financial distress, while we share stories of rebound and growth. For example, no other mayors or managers in

June 12, 2013 these meetings have been in a position to repeatedly share stories of job growth like we have with the announcements from Cosma International, Janesville Acoustics, Denso, Bleistahl and others. The Citys Dilemma The City is currently in a quandary in that it needs to keep the salaries for its workforce competitive, especially the salaries for its leadership positions, but it should not have subordinate employees compensated at a higher level than its CEO. Without a competitive salary structure, the Citys ability to meet the stated purpose of its compensation system to attract, employ and retain well qualified employees is compromised. For example, the salary for our City Engineer position currently tops out at $105,710. The City of Ann Arbor is presently advertising to fill its City Engineer position with a salary range that has a midpoint of $111,488. Ann Arbors population is slightly more than twice that of Battle Creek, but the Ann Arbor position is strictly responsible for engineering studies, design and construction projects, while the Battle Creek City Engineer has not only those responsibilities, but also administrative oversight for street & park maintenance and maintenance and management of most of the Citys fleet of vehicles. The question for the job seeker becomes, would you rather seek the Ann Arbor position that is focused on overseeing engineering activities, or the position in Battle Creek requiring greater responsibility for less pay? One needs to look no further than Kalamazoo to understand the impact of salary structures that are not market-competitive. Two weeks ago, the Kalamazoo City Commission announced they are rebooting their City Manager search after interviewing their 5 finalists for the position because they were not impressed with the quality of candidates they received. The City of Kalamazoo has their City Manager salary posted at around $115,000 which is at the low end for comparable communities and while some may blame their search consultant for their dilemma, I believe it is more an indication that potential candidates know the value of the market. Impact of Increasing Salary Ranges Taking both the Hay Associates review and MML survey information into consideration, I believe a reasonable approach at this time would be to increase salary ranges for Grades 5 and above by 5% to make compensation for these positions more competitive in the market. Action to increase salary ranges would improve the competitiveness of our salary structure for our leadership positions but would not immediately impact salaries for the incumbents in those positions. It would give those incumbents at the top of the current salary range for their position room for growth through normal step increases, which they do not have at this time. This action, when combined with limited performance-based incentives not tied to salary would help make the Citys compensation structure for its leadership positions more reasonably competitive. Attached are copies of the MML survey data graphs with the 5% increase added to illustrate the impact of the proposed adjustment within the Michigan market. As I indicated at the beginning of this communication, it is my plan to seek Commission approval of an increase in salary ranges sometime in the next couple of months. In the meantime, if you have any questions regarding this information, please do not hesitate to contact me.

Cc:

Management Staff

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Battle Creek Code of Ordinances

CHAPTER 290 Compensation Plan

EDITOR'S NOTE: Resolution 348, passed September 6, 1983, adopted a deferred compensation plan for the City and provided for its administration. 290.01 290.02 290.03 290.04 290.05 290.06 290.07 290.08 290.09 290.10 290.11 Purpose. Composition of Compensation Plan. Appointment rate. Salary increases. Pay rate adjustments. Review and maintenance of Compensation Plan. Longevity Plan. Educational Incentive Program. Terminal pay. Payroll procedures. Overtime. CROSS REFERENCES City personnel - see CHTR. Sec. 5.6 Salaries, wages and fringe benefits - see CHTR. Sec. 5.8 Municipal Employees' Retirement System - see M.C.L.A. Secs. 38.601 et seq. Compensation and salaries in home rule cities - see M.C.L.A. Secs. 117.3, 117.5, 117.17, 117.19, 117.20, 117.28, 117.32, 117.33 Civil service in home rule cities - see M.C.L.A. Sec. 117.4i Recall - see M.C.L.A. Sec. 117.4i Shortening or extending term of office - see M.C.L.A. Sec. 117.5

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Personnel Department - see ADM. Ch. 234 Local Officers Compensation Commission - see ADM. Ch. 275

290.01 PURPOSE. The Compensation Plan is designed to provide equal pay for equal work, provide a means for adjusting the Plan to meet changes in conditions which require adjustments in pay levels and establish salary and wage rates which compare satisfactorily with those of public and private employers in the area, thus enabling the City to attract, employ and retain well qualified employees. (Ord. 14-78. Passed 11-28-78.)

290.02 COMPOSITION OF COMPENSATION PLAN. (a) For nonrepresented employees, the Compensation Plan consists of a schedule of pay ranges for each job classification included in the Classification Plan. (b) Employees who are members of an employee organization shall be compensated according to the contract agreement in effect. (Ord. 14-78. Passed 11-28-78.)

290.03 APPOINTMENT RATE. (a) Original appointment to any position shall normally be made at the minimum rate and advancement from the minimum rate shall be by successive steps. (b) Upon recommendation from a department head and/or the Director of Employee Relations, the City Manager may approve initial compensation for a position at a rate higher than the minimum rate. Such exception shall be based on: (1) (2) The outstanding and unusual nature of the employee's experience and ability; Conditions of extreme difficulty in recruiting at the entrance rate; or

(3) Promotion to the position from another position where an approximate two and one-half percent increase would not result in placement at the entry level. (c) Each employee shall be officially advised by the Director of Employee Relations at the time of appointment or promotion of his or her pay rate and the pay range to which his or her job classification is assigned. When an employee reaches the maximum rate in his or her job classification, he or she should not expect further pay increases unless: (1) (2) His or her position is reclassified; He or she is promoted to a higher classification; or

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(3)

A general increase is granted to all employees.

(Ord. 14-78. Passed 11-28-78.)

290.04 SALARY INCREASES. Employee pay increases to the next higher step shall be based on meritorious performance at the present step, made in accordance with the compensation schedule, and be made effective at the beginning of the pay period nearest the employee's anniversary date of promotion to the new job classification. Progression through the pay range shall be accomplished by a review of employee performance by the immediate supervisor with approval of the department head. This performance evaluation shall be conducted before the completion of the employee's probationary period (normally six months), immediately before the employee's first anniversary date and yearly before the employee's anniversary date thereafter. Each employee shall have the opportunity to discuss his or her employee performance report with the reviewing officer assigned to evaluate the individual's work effort. Both the employee and the employee's supervisor shall sign the performance report which will then be forwarded to the office of Employee Relations for inclusion in the employee's personnel file. If a pay increase is withheld, the employee shall be informed of the next evaluation date, which shall not be more than six months later, and the nature of the improvement in job performance that will be required for the step increase to be granted at the next evaluation. If the employee disagrees with the evaluation or the basis upon which a pay increase is denied, he or she may seek redress under Section 296.12. In all instances, money shall be available and appropriated in the budget before any pay increase is granted. (Ord. 14-78. Passed 11-28-78.)

290.05 PAY RATE ADJUSTMENTS. If an employee is transferred, promoted or demoted, the rate of pay for the new position shall be determined as follows: (a) Transfer. When an employee is transferred to another job classification with the same maximum salary rate, the salary rate of the employee shall remain unchanged, unless the employee's current compensation rate is below the minimum pay rate established for the job classification to which the employee is transferring. (b) Promotion. When an employee is promoted from one job classification to another job classification having a higher maximum salary rate, the salary rate of the promoted employee shall be increased to the new minimum or to that step within the new pay range next above the rate of pay prior to promotion. Promotion shall normally entail at least an approximate two and one-half percent salary increase, but shall not exceed the maximum rate for the classification. (c) Demotion. When an employee is demoted from a position in one job classification to a position in another job classification having a lower maximum pay rate, the rate of the affected employee shall be reduced, as necessary, to place it at the same pay step of the lower job classification. (Ord. 14-78. Passed 11-28-78.)

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290.06 REVIEW AND MAINTENANCE OF COMPENSATION PLAN. Comparative salary surveys shall be conducted annually by the Director of Employee Relations prior to submission of the annual budget. Such studies shall consider factors affecting the level of salaries of employees, including cost-of-living increases, changes in the rates paid for comparable types of work by competing employers, labor market conditions and past recruitment experience. On the basis of such studies, adjustments in pay ranges shall be recommended to the City Commission by the City Manager. (Ord. 14-78. Passed 11-28-78.)

290.07 LONGEVITY PLAN. For all employees who qualify, the City shall maintain a Longevity Plan as follows: (a) Employees who are members of an employee organization shall be covered by the applicable provisions of their contract. (b) Effective December, 1987, the longevity payment shall be three hundred fifty dollars ($350.00) to an employee who has completed seven years of continuous service since his or her anniversary date of employment. Effective December, 1988, such longevity payment shall be three hundred seventy-five dollars ($375.00). (c) Effective December, 1987, the longevity payment shall be six hundred fifty dollars ($650.00) to an employee who has completed twelve years of continuous service since his or her anniversary date of employment. Effective December, 1988, such longevity payment shall be six hundred seventy-five dollars ($675.00). (d) Effective December, 1998, the longevity payment shall be one thousand dollars ($1,000) to an employee who has completed twenty years of continuous service since his or her anniversary date of employment. (e) The longevity payment shall be made on the first pay period following December 1 to employees who are employed as of December 1 of each year. The payment to employees who have not actually worked or been on paid vacation for at least seventy-five percent of the available work days during the twelve-month period preceding December 1 of each year shall be on a pro-rata basis. The payment shall be based on the number of days actually worked or on vacation over the number of available work days. (f) Any employee who terminates his or her employment for any reason after his or her employment anniversary date in any year shall receive, along with his or her final check, that amount of longevity to which he or she became entitled as of his or her employment anniversary date. (g) Employees who have qualified for longevity pay shall, upon retirement, receive a pro-rata share of their annual longevity as of the effective date of retirement for the year in which they retire. The pro-rata share shall be equal to the number of complete months past their employment anniversary date and shall be payable on the last paycheck to the employee.

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(h) Payment to the beneficiary of a deceased qualified employee of his or her longevity pay for the year in which the death occurred shall be made on the same basis as payment to a retired employee. (Ord. 14-78. Passed 11-28-78; Res. 591. Passed 1-19-88; Ord. 22-98. Passed 12-15-98.)

290.08 EDUCATIONAL INCENTIVE PROGRAM. (a) The purpose of the Educational Incentive Program is to provide current employees of the City with a bonus payment for the completion of accredited courses in job related curricula. Payment for educational attainment shall only be paid for degrees or credits beyond what is called for in the employee's job description. (b) Employees who are members of an employee organization shall be governed by the applicable provisions of their contract. (c) The policy for payment to full-time permanent nonrepresented employees is as follows:

(1) All job related areas shell be defined by the Director of Employee Relations with the concurrence of the department head. (2) (3) All courses must be certified by an accredited institution. A grade of "C" or above or a passing score in a nongraded course must be received.

(4) Proof of completion rests with the employee and must be presented in the office of Employee Relations for payment. (d) The following scheduled amounts shall be paid to a qualified nonrepresented employee each year in the first pay period following July 1: (1) (2) (3) (4) (5) (6) One-semester certification Two-semester certification $ 75.00 100.00 350.00

Associate's Degree or certified or registered by the State in a field of specialty Bachelor's Degree 400.00 600.00 850.00

Master's Degree or equivalent Doctorate (Ph.D.) or equivalent

(Ord. 14-78. Passed 11-28-78; Res. 158. Passed 6-12-84; Res. 591. Passed 1-19-88; Ord. 22-98. Passed 12-15-98.)

290.09 TERMINAL PAY. All permanent full-time employees who leave City service by retirement, death, discharge or

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resignation shall receive pay for unused accrued vacation as provided in the vacation policy. Those employees with unused accrued sick leave shall be paid for their unused accrued sick leave as provided in the sick leave policy. Terminal pay shall be paid to the employee or his or her designated beneficiary and made available in the office of Employee Relations after all equipment issued by the City has been returned. (Ord. 14-78. Passed 11-28-78.)

290.10 PAYROLL PROCEDURES. (a) All departments shall deliver their completed time cards to the Finance Department not later than 10:00 a.m. on Monday. (b) All overtime hours not received in time by the data processing office shall be recorded and paid in the next pay period. (c) Payroll will not carry a cumulative total of compensatory time for employees, except as provided in employee bargaining contracts. (d) Employees shall be paid weekly.

(e) Each department and/or division head is responsible for the distribution of paychecks within his or her department or division. (f) For the convenience of employees going on vacation, the City shall, on request, make an advance payment of compensation due for the period falling within the vacation period, provided that such payments can only be made in forty-hour blocks. Such requests for an advanced paid vacation must be made to the office of Employee Relations not less than two weeks prior to the scheduled vacation. In no other instance shall an employee be granted an advance on future pay. (g) The Finance Director and the Director of Employee Relations may develop or revise needed payroll forms subject to review and approval by the City Manager. (Ord. 14-78. Passed 11-28-78.)

290.11 OVERTIME. (a) General Provisions. Overtime is defined as all time worked in excess of the normal work week. The normal work week is forty hours per week or eight hours per day for all employees, unless otherwise provided for contractually. As a general rule, the requirement for frequent overtime service in a department shall be considered evidence of understaffing or improper organization and shall be subject to investigation by the administration. Department heads must make every reasonable effort to control the use of overtime and to prevent the indiscriminate use thereof. Overtime pay shall be approved in writing by the department head before payment shall be made by the Finance Department. (b) Reporting Scheduled and Emergency Overtime. In order to provide for uniform procedures, all overtime shall be divided into two categories and reported and listed separately as such, namely:

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(1) (2)

Scheduled overtime. That which is anticipated or planned for; and Emergency overtime. That which is not anticipated or planned for.

(c) Approval of Scheduled and Emergency Overtime. The department heads shall review scheduled overtime lists and approve or disapprove thereof. A department head may be asked to substantiate the need for the overtime request. If a department head is unavailable to review and sign scheduled overtime lists, he may delegate this responsibility to the employee left in charge of supervision in his absence. Emergency overtime shall be approved by the department head whenever possible, but may be worked without such approval if the department head is not available and if, in the supervisor's judgment, it is essential that the work be completed. (d) Employee Remuneration.

(1) Employees represented by an employee organization shall be paid overtime in accordance with the provisions outlined in their contract. (2) Nonrepresented employees shall be paid overtime at the rate of time and one-half the normal rate of pay for all hours worked in excess of forty hours per week or shall be granted equivalent compensatory time off, subject to the approval of the City Manager, upon the recommendation of the department head. A record shall be kept by the department head of all overtime worked and compensatory time due. (3) Department and division heads shall not be paid overtime but may take compensatory time off, subject to the approval of their supervisor, for extra hours worked. In any case, a record shall be kept by the employee of all overtime worked and compensatory time due. (Ord. 14-78. Passed 11-28-78.)
Disclaimer: This Code of Ordinances and/or any other documents that appear on this site may not reflect the most current legislation adopted by the Municipality. American Legal Publishing Corporation provides these documents for informational purposes only. These documents should not be relied upon as the definitive authority for local legislation. Additionally, the formatting and pagination of the posted documents varies from the formatting and pagination of the official copy. The official printed copy of a Code of Ordinances should be consulted prior to any action being taken. For further information regarding the official version of any of this Code of Ordinances or other documents posted on this site, please contact the Municipality directly or contact American Legal Publishing toll-free at 800-445-5588. 2013 American Legal Publishing Corporation techsupport@amlegal.com 1.800.445.5588.

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City of Battle Creek

ANGELA BRAUNEIS

2012 Compensation Update

JUNE 2012

Overview

The City of Battle Creek (City) ( City ) has retained Hay Group to analyze the external competitiveness of its current base salary compensation program and update its salary structure.

Hay Group last conducted a similar study salary in 2007. The City has not made any updates d t to t the th structure t t since i th t study. that t d

This analysis includes methodology utilized, a summary of findings, and preliminary recommendations.

2012 Hay Group. All rights reserved.

Methodology

Hay Group compared the Citys City s grade range midpoints to Hay Group Groups s General Market compensation data

Market data are effective July 1, 2012.

Using g Economic Research Institute ( (ERI) ) data, Hay y Group p assessed the cost of labor in Battle Creek against the national average. Local labor costs are within 2% of the national average; thus, we did not apply any differential to our data.

The City has a long-term target philosophy to pay employees in all grades at the median of the general market. market The City will continue to work towards this market position, position while recognizing that economic pressures and current pay practice may make this target a challenge in the short term.

Currently, the Citys compa-ratio is 108%. This means that pay, on average, is 8% above midpoints. This is not surprising given that the City has not increased the pay structure in a number of years.

Our recommendations attempt to achieve a compa-ratio of 95% 105% for the City, which will be more aligned with current pay practice and provide employees more room for growth within ranges.
2

2012 Hay Group. All rights reserved.

Definition of terms

Pay practice actual rate of pay for work performed in a given position

Pay policy relevant pay structure made up of grades and ranges

This is represented graphically as the midpoint of a pay range

Base pay rate of pay exclusive of cash incentive payments and non non-cash cash values

Compa-ratio actual rate of pay as a percent of the midpoint of a pay grade

90th percentile (P90) observed value of which 90 percent of all observations are below

75th percentile til (P75) observed b d value l of f which hi h 75 percent t of f all ll observations b ti are below b l

Median middle observation, or that value such that 50 percent of all observations are below it

Also known as the 50th percentile (P50)

25th percentile (P25) observed value of which 25 percent of all observations are below

10th percentile (P10) observed value of which 10 percent of all observations are below

2012 Hay Group. All rights reserved.

External competitiveness and key findings

The market competitiveness graphs in this section depict the relationship between the Citys entry and fully competent base salary levels and the external general market.

The blue and red lines summarize the Citys current Entry Level and Fully Competent base salary yp policies, respectively, p y by y job j size relative to the external market.

The light solid lines shown on the chart represent the actual pay in the market.

Market lines are provided to represent several percentiles of market pay. For example P75 is the market 75th percentile and is the point where 75 percent of the example, organizations in the market pay at or below.

As illustrated on the following page, Entry Level pay at lower grades ranges from slightly above P25 to below P10 and at higher g grades is well below P10. Fully g y Competent p p pay y ranges from P75 to P25 at the lower grades and from slightly below P25 to below P10 at the higher grades.

2012 Hay Group. All rights reserved.

External competitiveness review

Annua al Dollars

2012 Hay Group. All rights reserved.

Recommendations

Hay Group is providing two sets of recommendations for the City.

The first option increases each grades Fully Competent level by 15%.

Utilizing this option, pay competitiveness would range from just below P10 for jobs in high grades to P83 for jobs in low grades. grades

Overall compa-ratio would be 98.5%.

The second option attempts to help align competitiveness more evenly among all grades. Currently, jobs in low grades have very competitive pay and jobs in high grades have very uncompetitive pay compared to the market.

Fully Competent levels for all grades increase by 2% 19%.

Under this option, Grade 15 is anchored at P10 and grades 6 through 1 each receive a Fully Competent level increase of 2%. Pay competitiveness would range from P10 for jobs in high grades to P72 for jobs in low grades.

Overall compa-ratio would be 104.0%.

6

2012 Hay Group. All rights reserved.

Option 1 Increase all grades by 15%

Annua al Dollars

2012 Hay Group. All rights reserved.

Option 1 Salary Structure

2012 Hay Group. All rights reserved.

Option 2 Anchor grade 15 at P10 and increase grades 6 through 1 by 2%

Annua al Dollars

2012 Hay Group. All rights reserved.

Option 2 Salary Structure

2012 Hay Group. All rights reserved.

10

Challenges to Keeping Org Leadership

Stagnant compensation - reduced effective salary
No wage increases since 2008, with 3 furlough days in 2010. Inflation rate varied between 1.5% and 3.0% during that period. Compensation for many management positions becoming less competitive in market, making jobs in other communities more attractive Gap between compensation for upper level management compensation and City Manager salary becoming minimal, limiting compensation growth for all non-rep managers

Challenges to Keeping Org Leadership

Reduced benefits
Increased employee contribution to health care coverage, further reducing effective salary

Increased work responsibilities

40 total positions eliminated since 2008, including 5 non-rep management positions and 4 represented supervisory positions Other than closure of Neighborhood Resource Center, no significant reductions in management responsibilities

Community Comparisons
Population not only factor in seeking comparables Most communities are not full-service
Water & sewer utilities, including plants at both ends, although some have small electric utilities Transit Regional airport w/ATCT

In terms of infrastructure, only Detroit & GR operate and maintain more street, water & sewer infrastructure. In addition, most communities of 50,000 population dont possess the quantity of other infrastructure of BC (1,500+ acres of parks, Willard Beach, Bailey Park baseball/softball complex, Kellogg Arena, etc.)

Community Comparisons
Complexity of services provided impacts complexity of work activities, which impacts pay rate of most positions
For example, BC has water & sewer treatment facilities, regional airport, 2 DDAs & 1 TIFA, etc., which require more funds to be managed and more accounting & monitoring requirements to be followed, impacting pay rates for not only operational managers, but also finance and human resources managers

Suburban communities tend to rely on their urban core city or county for services, but in many cases, BC is relied upon more in Calhoun County

$125,496

Asst City Manager Salaries 2012

$115,291 Current/Max

$130,000 $125,000 $120,000 $115,000 $110,000 $105,000 $100,000 $95,000 $90,000

$117,632

$115,097

$114,317

$110,513

$103,594

$102,260

$99,715

Most communities in MI do not have Assistant City Manager position, so limited number of comparisons. Also, some communities with Assistant City Manager positions have more than one Assistant position.

$98,580

Planning & CD Dir Salaries 2012

$110,513 $115,000 $109,304 $105,710 Max

$110,000

$96,135

$100,000

$97,790 Current

$100,000

$105,000

$98,388

$94,937

$94,748

$93,163

$95,000

$90,000

$85,000

$80,000 Novi Livonia Battle Creek Pontiac (Comm Serv Dir) Kalamazoo Battle Creek Madison (Comm Serv Heights Dir) Muskegon Midland Auburn Hills Rochester Hills

$93,018

$160,000 $150,000 $140,000 $130,000 $120,000 $110,000 $100,000 $90,000 $80,000 $70,000

$150,473

HR Director Salaries 2012

$105,710 (Current/Max)

$127,486

$120,000

$111,719

$110,513

$105,740

$98,388

$93,901

$93,018

$92,577

$92,145

$92,140

Most communities in MI have HR Director positions that do not possess law license, so they utilize outside legal counsel for personnel/labor matters significantly more than BC

$90,734

Finance Director Salaries 2012

$93,018 $92,145 $91,018 $89,525 $89,180 $88,575 $88,301 $86,680 $85,429 $84,834 (Current)

$100,000

$103,594 $101,060 $99,829 $99,418 $98,580 $98,388 $97,746 $97,350 (Max)

$110,000

$109,304 $105,740 $105,622

$120,000

$122,400 $120,000 $117,632

$130,000

$140,000

$141,623

$150,000

$160,000

$158,488

$170,000

$70,000

$80,000

$90,000

$135,005

$130,000 $120,000 $110,000 $100,000 $90,000 $80,000 $70,000

$104,659 (Current/Max)

$140,000

$131,404

DPW Director Salaries 2012

$120,000 $119,815 $117,632

$109,304

$106,464

$105,740

$103,594

$98,479

$97,656

$96,775

$94,700

$92,145

$91,840

MML survey did not include Utility Director positions, so Director of Public Works salaries were used for this comparison. Also, many of the DPW Director positions do not include environmental investigations & assessments as part of their responsibilities.

$90,289

City Engineer Salaries 2012

$150,000 $140,000 $130,000 $120,000 $110,000 $100,000 $90,000 $80,000 $70,000 $136,782 $127,486 $105,710 (Current/Max)

$114,616

$106,464

$105,622

$96,346

$96,231

$94,831

$94,478

Most City Engineer positions across the state are responsible solely for engineering activities. BC City Engineer also has responsibility for street & parks maintenance and fleet management, so it acts more like a hybrid between traditional City Engineer and Public Works Director.

$93,043

$97,350 (Current/Max) $95,014 $94,915 $94,700

$100,000

$106,464 $105,740 $104,187 $104,083 $102,260 $101,060 $99,144 $98,733 $98,479

$110,000

$115,107

$120,000

$130,000

$131,404 $119,815 $118,730 $117,999

$140,000

$80,000

$90,000

Police Chief Salaries 2012

$94,831 $93,912 $93,854 $92,577 $91,730 $90,020 (Current/Max) $85,495 $85,429

$100,000

$98,388 $96,346

$110,000

$111,277 $110,513

CIO/IT Director Salaries 2012

$106,135

$120,000

$130,000

$127,486

$140,000

$150,000

$150,473

$160,000

$70,000

$80,000

$90,000

$95,043

$100,000

$105,740 $102,325 $102,274 $102,260 $99,829 $98,000 $97,746 $97,350 (Current/Max)

$110,000

$111,719 $107,390

$120,000

$118,730 $117,374

$130,000

$127,486

$140,000

$150,000

$150,473

$160,000

$80,000

$90,000

Fire Chief Salaries 2012

$130,000

$124,353

Parks & Rec Director Salaries 2012

$111,719

$120,000

$115,097

$110,000 $90,020 (Current/Max) $98,388

$110,513

$93,472

$100,000

$94,702

$89,678

$88,720

$90,000

$80,000

$70,000 Ann Arbor Wyoming Southfield Novi Kalamazoo Livonia Rochester Hills Battle Creek Delta Charter Township Saline Adrian

$88,575

City Assessor (Level IV) Salaries 2012

$140,000 $127,486

$130,000

$110,952

$120,000

$124,353

$110,513

$101,302

$101,026

$110,000

$107,321

$93,163

$100,000

$90,020 (Current/Max)

$94,748

$86,080

$90,000

$80,000

$70,000 Troy Ann Arbor Rochester Hills Novi Sterling Southfield Wyoming Midland Heights Auburn Hills Battle Creek Monroe Roseville

$85,429

$93,912

$92,145

$100,000

$101,060

$110,000

$120,000

$124,353

$130,000

$60,000 $97,746 $88,720 $88,490 $85,495 $84,349 $83,589 (Current/Max) $82,305 $81,622 $76,930 $76,689

$70,000

$80,000

$90,000

WWTP Superintendent Salaries 2012

$120,000 $110,000 $100,000 $90,000 $80,000 $70,000 $60,000

$110,478

Streets Superintendent Salaries 2012

$100,426 $96,942

$83,589 (Max)

$78,591 (Current)

$79,500

$73,380

$73,032

$72,322

$72,280

$71,844

Most communities separate the street maintenance and park maintenance activities, so the Street Superintendent position was used for this comparison even though our position is responsible for both (as well as fleet maintenance). Also, all of the participating communities have significantly fewer miles of streets to maintain as compared to BC.

$70,754

Deputy Police Chief Salaries 2012

$109,366 $115,000 $110,000 $105,000 $100,000 $95,000 $90,000 $85,000 $80,000 $75,000 $70,000 $90,020 (Current/Max) $96,942 $107,286

$94,748

$94,423

$93,850

$91,033

$90,416

$85,483

$84,349

$84,118

Purchasing Agent Salaries 2012

$90,000 $84,438 $83,689

$85,000

$80,000

$72,270 (Current/Max)

$78,062

$75,000

$65,000

$60,000 Southfield Troy Midland Battle Creek Rochester Hills Novi

Many communities incorporate purchasing activities within another position, but because they do not provide as many services, their purchasing needs arent as great or as complex. Therefore, database for municipal Purchasing Agent positions is relatively small.

$66,601

$70,000

$71,910

$93,912 $91,840 $88,490 $86,407 $86,094 $83,912 $81,226 $78,832 $78,405 $78,062 $77,712 $75,159 $72,270 (Currrent/Max) $72,035 $72,000 $71,753 $70,900

$100,000

$107,321 $100,426 $99,500

$110,000

$112,789 $110,952

$120,000

$60,000

$70,000

$80,000

$90,000

City Treasurer Salaries 2012

$100,000

$110,000

$120,000

$130,000

$50,000 Troy Sterling Heights Ann Arbor Southfield Novi Wyoming Bay City Rochester Hills Auburn Hills Traverse City Madison Heights Birmingham Roseville Big Rapids Midland Battle Creek (Max) Pontiac Muskegon Port Huron Livonia Marquette Saline Wyandotte Mount Pleasant Wixom Norton Shores Grand Haven Zeeland Charlotte Grandville Mount Clemens Eaton Rapids Rockford Saint Johns Battle Creek (Current) $86,407 $85,435 $80,769 $79,942 $78,405 $78,267 $78,062 $77,930 (Max) $75,000 $74,664 $74,182 $74,000 $72,035 $70,977 $70,117 $70,000 $69,835 $69,513 $68,488 $68,378 $67,521 $66,008 $65,681 $65,400 $65,250 $64,321 $64,032 (Current) $88,739 $93,902 $92,577 $96,153 $99,500 $106,163 $117,632

$60,000

$70,000

$80,000

$90,000

$124,165

City Clerk Salaries 2012

$100,000

$101,111 $84,753 $72,696 $68,879 $68,079 $67,740 $67,600 $67,175 $62,009 $61,623 $60,376 $58,816 $57,689 (Max) $57,506 $56,025 $53,110 $48,400 $47,388 (Current)

$110,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

HR Generalist Salaries 2012

$170,000 $160,000 $150,000 $140,000 $130,000 $120,000 $110,000 $100,000

$165,584

City Manager Salaries 2012

$153,689

$145,000

$140,207

$139,069

$137,971

$134,920

$133,482

$132,834

$128,618

$128,397

$124,528

$122,778

$122,500

$121,532

$118,480

$118,000

$117,110

$117,019

$116,133

$115,864

Of communities paying higher salary, none provides all 4 of the following water production & treatment, wastewater treatment, regional airport, mass transit only Ann Arbor provides 3 of 4 and Dowagiac provides electric utility.

$115,274

2012 Assistant City Manager Salary Survey

Municipality Southfield Sterling Heights Battle Creek Wyoming Auburn Hills Novi Muskegon Birmingham Wixom Mount Pleasant Bay City Traverse City

Population 71,739 129,699 52,347 72,125 21,412 55,224 38,401 20,103 13,498 26,016 34,932 14,674

$ $ $ $ $ $ $ $ $ $ $ $

Salary 125,496 117,632 115,291 115,097 114,317 110,513 103,594 102,260 99,715 98,580 92,577 91,840

Municipality Kentwood Walker Holland Chelsea Frankenmuth Grandville Norton Shores Howell Delta Charter Township Marysville Dowagiac

Population 48,707 23,537 33,051 4,944 4,944 15,378 23,994 9,489 32,408 9,959 5,879

$ $ $ $ $ $ $ $ $ $ $

Salary 91,018 89,757 89,554 88,289 85,821 84,349 82,162 81,397 77,616 75,000 74,381

2012 Planning & CD Director Salary Survey

Municipality Novi Livonia Battle Creek (Comm Serv Dir - Max) Pontiac Kalamazoo Battle Creek (Comm Serv Dir - Current) Madison Heights Muskegon Midland Auburn Hills Rochester Hills Marquette Delta Charter Township

Population 55,224 $ 96,942 $ 52,347 $ 59,515 $ 74,262 $ 52,347 $ 29,694 38,401 41,863 21,412 70,995 21,355 32,408 $ $ $ $ $ $ $

Salary 110,513 109,304 105,710 100,000 98,388 97,790 96,135 94,937 94,748 93,163 93,018 92,145 89,678

Municipality Saint Joseph Traverse City Kentwood Holland Coldwater Port Huron Mount Pleasant Big Rapids Owosso Manistee Marshall Mount Clemens Gladstone

Population 8,365 $ 14,674 $ 48,707 $ 33,051 $ 10,945 $ 30,184 $ 26,016 10,601 15,194 6,226 7,088 16,314 4,973 $ $ $ $ $ $ $

Salary 87,550 85,435 84,118 82,000 79,170 76,770 75,800 71,153 67,974 66,920 66,454 60,000 46,340

2012 HR Director Salary Survey

Municipality Ann Arbor Troy Pontiac Southfield Novi Midland Battle Creek (ER Dir) Kalamazoo Wyoming Rochester Hills Bay City Marquette Sterling Heights Madison Heights

Population 113,934 80,980 59,515 71,739 55,224 41,863 52,347 74,262 72,125 70,995 34,932 21,355 129,699 29,694

$ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 150,473 127,486 120,000 111,719 110,513 105,740 105,710 98,388 93,901 93,018 92,577 92,145 92,140 90,734

Municipality Livonia Port Huron Kentwood Adrian Mount Pleasant Howell Monroe Holland Grand Haven Owosso Mount Clemens Ecorse Hillsdale South Haven

Population 96,942 30,184 48,707 21,133 26,016 9,489 20,733 33,051 10,412 15,194 16,314 9,512 8,305 4,403

$ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 88,712 84,700 84,118 80,522 75,800 73,130 72,957 72,000 70,337 68,043 67,991 61,568 61,214 60,341

2012 Finance Director Salary Survey

Municipality Ann Arbor Troy Hazel Park Pontiac Sterling Heights Livonia Midland Wyandotte Muskegon Bay City Auburn Hills Wyoming Mount Pleasant Kalamazoo Delta Charter Township Battle Creek (Max) Rochester Hills

Population 113,934 80,980 16,422 59,515 129,699 96,942 41,863 25,883 38,401 34,932 21,412 72,125 26,016 74,262 32,408 52,347 70,995

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 158,488 141,623 122,400 120,000 117,632 109,304 105,740 105,622 103,594 101,060 99,829 99,418 98,580 98,388 97,746 97,350 93,018

Municipality Marquette Kentwood Port Huron Grand Haven Adrian Monroe Norton Shores Roseville Battle Creek (Current) Sturgis Marysville Escanaba Rockford Marshall Hillsdale Grand Blanc Iron Mountain

Population 21,355 48,707 30,184 10,412 21,133 20,733 23,994 47,299 52,347 10,994 9,959 12,616 5,719 7,088 8,305 8,276 7,624

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 92,145 91,018 89,525 89,180 88,575 88,301 86,680 85,429 84,834 78,613 75,346 71,600 71,400 67,000 63,244 56,317 55,578

2012 DPW Director Salary Survey

Municipality Zeeland Troy Pontiac Southfield Sterling Heights Livonia Midland Battle Creek (Utilities Dir) Muskegon Kentwood Northville Port Huron Saline Marquette Saint Joseph Mount Pleasant Norton Shores Traverse City Walker Roseville Grand Blanc Coldwater

Population 5,504 80,980 59,515 71,739 129,699 96,942 41,863 52,347 38,401 48,707 5,970 30,184 8,810 21,355 8,365 26,016 23,994 14,674 23,537 47,299 8,276 10,945

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 135,005 131,404 120,000 119,815 117,632 109,304 105,740 104,659 103,594 98,479 97,656 96,775 94,179 92,145 88,000 87,000 86,680 86,543 85,483 85,429 83,881 83,404

Municipality Hillsdale Grandville Charlotte Milford Manistee Big Rapids Wixom Ecorse Fenton Grand Haven Howell Hudsonville Ishpeming Rockford Springfield Tecumseh Mount Clemens Richmond Houghton Wyandotte Saint Louis

Population 8,305 15,378 9,074 6,175 6,226 10,601 13,498 9,512 11,756 10,412 9,489 7,116 6,470 5,719 5,260 8,521 16,314 5,735 7,708 25,883 7,482

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 82,500 79,872 77,172 76,898 76,792 75,920 75,195 75,000 74,989 73,589 73,130 69,711 67,631 67,120 67,000 66,823 65,960 64,540 62,628 58,780 56,243

2012 City Engineer Salary Survey

Municipality Ann Arbor Troy Sterling Heights Saline Battle Creek Wyandotte Livonia Rochester Hills Birmingham Midland Kalamazoo Marquette

Population 113,934 80,980 129,699 8,810 52,347 25,883 96,942 70,995 20,103 41,863 74,262 21,355

$ $ $ $ $ $ $ $ $ $ $ $

Salary 136,782 127,486 114,616 106,464 105,710 105,622 96,346 96,231 94,831 94,478 93,043 92,145

Municipality Traverse City Adrian Saint Joseph Walker Greenville Kentwood Chelsea Pontiac Escanaba South Haven Sturgis

Population 14,674 21,133 8,365 23,537 8,481 48,707 4,944 59,515 12,616 4,403 10,994

$ $ $ $ $ $ $ $ $ $ $

Salary 91,840 88,575 88,000 85,483 84,392 84,118 80,614 80,000 77,542 71,864 52,275

2012 Police Chief Salary Survey

Municipality Troy Southfield Sterling Heights Livonia Wyoming Saline Midland Madison Heights Auburn Hills Birmingham Bay City Roseville Walker Kentwood Battle Creek Wyandotte Norton Shores Mount Pleasant Marquette Port Huron Grand Blanc Traverse City Chelsea Grandville Hazel Park Adrian

Population 80,980 71,739 129,699 96,942 72,125 8,810 41,863 29,694 21,412 20,103 34,932 47,299 23,537 48,707 52,347 25,883 23,994 26,016 21,355 30,184 8,276 14,674 4,944 15,378 16,422 21,133

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 131,404 119,815 118,730 117,999 115,107 106,464 105,740 104,187 104,083 102,260 101,060 99,144 98,733 98,479 97,350 95,014 94,915 94,700 92,145 92,000 91,948 91,840 90,485 90,289 90,250 88,575

Municipality South Lyon Zeeland Northville Allegan Frankenmuth Milford Marysville Howell South Haven Tecumseh Orchard Lake Village Davison Lathrup Village Otsego Portland Whitehall Fenton Grand Ledge Franklin Fremont Eaton Rapids Richmond Montague Spring Lake Charlotte

Population 11,327 5,504 5,970 4,998 4,944 6,175 9,959 9,489 4,403 8,521 2,375 5,173 4,075 3,956 3,883 2,706 11,756 7,786 3,150 4,081 5,214 5,735 2,361 2,323 9,074

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 87,327 86,156 85,862 83,287 82,118 82,014 81,684 81,397 81,168 80,997 80,750 78,287 78,000 77,383 75,051 75,051 74,730 73,132 73,000 72,494 72,304 71,713 71,445 70,428 70,222

2012 CIO/IT Director Salary Survey

Municipality Troy Ann Arbor Sterling Heights Southfield Kalamazoo Livonia Birmingham Wyoming Madison Heights Rochester Hills Battle Creek Novi Midland

Population 80,980 113,934 129,699 71,739 74,262 96,942 20,103 72,125 29,694 70,995 52,347 55,224 41,863

$ $ $ $ $ $ $ $ $ $ $ $ $

Salary 127,486 114,020 111,277 106,135 98,388 96,346 94,831 93,912 93,854 91,730 90,020 87,720 85,495

Municipality Roseville Muskegon Wyandotte Delta Charter Township Port Huron Bay City Walker Sturgis Big Rapids Howell Mount Pleasant South Haven

Population 47,299 38,401 25,883 32,408 30,184 34,932 23,537 10,994 10,601 9,489 26,016 4,403

$ $ $ $ $ $ $ $ $ $ $ $

Salary 85,429 83,912 82,805 82,273 81,600 80,409 77,712 74,323 70,799 67,979 64,295 59,509

2012 Fire Chief Salary Survey

Municipality Ann Arbor Troy Sterling Heights Livonia Southfield Wyoming Midland Roseville Madison Heights Birmingham Auburn Hills Grand Blanc Delta Charter Township Battle Creek Rochester Hills Bay City Marquette Traverse City Kentwood

Population 113,934 80,980 129,699 96,942 71,739 72,125 41,863 47,299 29,694 20,103 21,412 8,276 32,408 52,347 70,995 34,932 21,355 14,674 48,707

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 150,473 127,486 118,730 117,374 111,719 107,390 105,740 102,325 102,274 102,260 99,829 98,000 97,746 97,350 95,043 92,577 92,145 91,840 91,018

Municipality Adrian Wyandotte Norton Shores Wixom Walker Hazel Park Grandville Coldwater Marysville Monroe Mount Pleasant Charlotte Hastings Marshall Northville Tecumseh Fenton Charlevoix

Population 21,133 25,883 23,994 13,498 23,537 16,422 15,378 10,945 9,959 20,733 26,016 9,074 7,350 7,088 5,970 8,521 11,756 2,513

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 88,575 87,235 86,680 86,333 85,483 85,238 84,349 82,500 81,684 81,600 80,217 75,375 68,632 65,560 62,941 62,043 61,927 60,238

2012 Parks & Rec Director Salary Survey

Municipality Ann Arbor Wyoming Southfield Novi Kalamazoo Livonia Rochester Hills Battle Creek Delta Charter Township

Population 113,934 72,125 71,739 55,224 74,262 96,942 70,995 52,347 32,408

$ $ $ $ $ $ $ $ $

Salary 124,353 115,097 111,719 110,513 98,388 94,702 93,472 90,020 89,678

Municipality Saline Adrian East Grand Rapids Wixom Kentwood Portland Tecumseh Northville Greenville

Population 8,810 21,133 10,694 13,498 48,707 3,883 8,521 5,970 8,481

$ $ $ $ $ $ $ $ $

Salary 88,720 88,575 81,143 80,310 76,219 75,051 72,862 67,000 61,422

2012 City Assessor - Level IV Salary Survey

Municipality Troy Ann Arbor Rochester Hills Novi Sterling Heights Southfield Wyoming Midland Auburn Hills Battle Creek Monroe Roseville

Population 80,980 113,934 70,995 55,224 129,699 71,739 72,125 41,863 21,412 52,347 20,733 47,299

$ $ $ $ $ $ $ $ $ $ $ $

Salary 127,486 124,353 110,952 110,513 107,321 101,302 101,026 94,748 93,163 90,020 86,080 85,429

Municipality Kentwood Walker Traverse City Mount Pleasant Marquette Coldwater Eaton Rapids Tecumseh Iron Mountain Marysville Charlotte Delta Charter Township

Population 48,707 23,537 14,674 26,016 21,355 10,945 5,214 8,521 7,624 9,959 9,074 32,408

$ $ $ $ $ $ $ $ $ $ $ $

Salary 84,118 77,712 75,940 70,000 66,851 65,230 62,800 59,094 55,000 54,239 34,692 32,668

2012 WWTP Superintendent Salary Survey

Municipality Ann Arbor Bay City Delta Charter Township Wyoming Marquette Saline Kalamazoo Midland Grandville Battle Creek Grand Haven South Lyon Mount Clemens Adrian Monroe Marysville Eaton Rapids

Population 113,934 34,932 32,408 72,125 21,355 8,810 74,262 41,863 15,378 52,347 10,412 11,327 16,314 21,133 20,733 9,959 5,214

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 124,353 101,060 97,746 93,912 92,145 88,720 88,490 85,495 84,349 83,589 82,305 81,622 76,930 76,689 73,380 72,882 72,392

Municipality Greenville Mount Pleasant Zeeland Hillsdale Big Rapids Tecumseh Ludington Grand Ledge Sturgis Saint Johns Mason Owosso Saint Louis Albion Marshall Dowagiac

Population 8,481 26,016 5,504 8,305 10,601 8,521 8,076 7,786 10,994 7,865 8,252 15,194 7,482 8,616 7,088 5,879

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 70,000 70,000 68,378 66,286 66,189 66,173 63,861 61,845 60,272 58,863 56,647 56,176 54,412 53,581 53,046 49,719

2012 Streets Superintendent Salary Survey

Municipality Zeeland Troy Novi Battle Creek (S&P Supt Max) Fraser Battle Creek (S&P Supt Current) Monroe Norton Shores Traverse City Livonia Grand Haven Bay City Adrian South Haven Big Rapids Mount Pleasant Auburn Hills Southfield Grand Ledge Muskegon Charlevoix Iron Mountain Manchester Kingsford

Population 5,504 80,980 55,224 52,347

$ $ $ $

Salary 110,478 100,426 96,942 83,589 79,500 78,591 73,380 73,032 72,322 72,280 71,844 70,754 69,717 68,058 66,189 64,200 63,792 63,637 61,845 61,441 60,740 60,237 59,167 59,143

Municipality Port Huron Cedar Springs Mason Saint Joseph Gaylord Hastings East Grand Rapids Whitehall Jonesville Bridgman Morenci Marshall Dowagiac North Muskegon Portland Albion Rogers City Shepherd Saint Johns Springfield Newberry Suttons Bay Carson City Crystal Falls

Population 30,184 3,509 8,252 8,365

$ $ $ $

Salary 59,023 58,896 58,715 58,000 58,000 57,794 57,775 57,658 57,243 56,900 56,388 55,551 55,098 55,000 54,305 53,581 53,248 49,941 49,188 47,445 45,000 45,000 43,000 42,443

14,480 $ 52,347 $ 20,733 23,994 14,674 96,942 10,412 34,932 21,133 4,403 10,601 26,016 21,412 71,739 7,786 38,401 2,513 7,624 2,091 5,133 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

3,645 $ 7,350 $ 10,694 2,706 2,258 2,291 2,220 7,088 5,879 3,786 3,883 8,616 2,827 1,515 7,865 5,260 1,519 618 1,093 1,469 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2012 Deputy Police Chief Salary Survey

Municipality Ann Arbor Livonia Novi Midland Roseville Madison Heights Southfield Birmingham Battle Creek Walker Grandville

Population 113,934 96,942 55,224 41,863 47,299 29,694 71,739 20,103 52,347 23,537 15,378

$ $ $ $ $ $ $ $ $ $ $

Salary 109,366 107,286 96,942 94,748 94,423 93,850 91,033 90,416 90,020 85,483 84,349

Municipality Kentwood Bay City Utica Adrian Marysville Sturgis Hastings Dowagiac Bronson Charlevoix Decatur

Population 48,707 34,932 4,757 21,133 9,959 10,994 7,350 5,879 2,349 2,513 1,819

$ $ $ $ $ $ $ $ $ $ $

Salary 84,118 81,130 80,000 76,689 75,358 69,001 63,332 61,985 51,000 48,942 40,269

2012 Purchasing Agent Salary Survey

Municipality Southfield Troy Midland Battle Creek Rochester Hills

Population 71,739 80,980 41,863 52,347 70,995

$ $ $ $ $

Salary 84,438 83,689 78,062 72,270 71,910

Municipality Novi Mount Clemens Pontiac Marshall

Population 55,224 16,314 59,515 7,088

$ $ $ $

Salary 66,601 53,267 50,000 41,454

2012 City Treasurer Salary Survey

Municipality Ann Arbor Rochester Hills Sterling Heights Troy Southfield Wyoming Traverse City Kalamazoo Auburn Hills Big Rapids Muskegon Saint Johns Pontiac Roseville Midland Walker Mount Pleasant Battle Creek Marquette Holland Escanaba Livonia Grand Haven Bay City Kentwood Fenton Owosso Fremont Lathrup Village Port Huron

Population 113,934 70,995 129,699 80,980 71,739 72,125 14,674 74,262 21,412 10,601 38,401 7,865 59,515 47,299 41,863 23,537 26,016 52,347 21,355 33,051 12,616 96,942 10,412 34,932 48,707 11,756 15,194 4,081 4,075 30,184

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 112,789 110,952 107,321 100,426 99,500 93,912 91,840 88,490 86,407 86,094 83,912 81,226 78,832 78,405 78,062 77,712 75,159 72,270 72,035 72,000 71,753 70,900 68,488 68,318 67,954 66,276 63,569 63,037 62,091 62,000

Municipality Rockford Lowell Flat Rock Williamston DeWitt Norton Shores Tecumseh Kingsford Frankenmuth Durand North Muskegon Davison Adrian Ludington Marysville Ishpeming Bridgman Marshall Potterville Clio Perry Parchment Roosevelt Park Essexville Coopersville Dowagiac Vassar Bad Axe Bangor

Population 5,719 3,783 9,878 3,854 4,507 23,994 8,521 5,133 4,944 3,446 3,786 5,173 21,133 8,076 9,959 6,470 2,291 7,088 2,617 2,646 2,188 1,804 3,831 3,478 4,275 5,879 2,697 3,129 1,885

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 61,400 60,274 60,000 60,000 59,682 59,667 58,210 57,830 55,000 55,000 50,808 50,125 49,989 49,228 48,500 48,070 47,500 47,395 46,904 46,371 45,968 45,270 45,000 43,890 42,424 39,656 39,390 39,208 38,072

2012 City Clerk Salary Survey

Municipality Troy Sterling Heights Ann Arbor Southfield Novi Wyoming Bay City Rochester Hills Auburn Hills Traverse City Madison Heights Birmingham Roseville Big Rapids Midland Battle Creek (Max) Pontiac Muskegon Port Huron Livonia Marquette Saline Wyandotte Mount Pleasant Wixom Norton Shores Grand Haven Zeeland Charlotte Grandville Mount Clemens Eaton Rapids Rockford Saint Johns Battle Creek (Current) Owosso Kentwood Howell Bloomfield Hills Portland Fenton DeWitt Orchard Lake Village Tecumseh East Grand Rapids Montague Adrian

Population 80,980 129,699 113,934 71,739 55,224 72,125 34,932 70,995 21,412 14,674 29,694 20,103 47,299 10,601 41,863 52,347 59,515 38,401 30,184 96,942 21,355 8,810 25,883 26,016 13,498 23,994 10,412 5,504 9,074 15,378 16,314 5,214 5,719 7,865 52,347 15,194 48,707 9,489 3,869 3,883 11,756 4,507 2,375 8,521 10,694 2,361 21,133

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 124,165 117,632 106,163 99,500 96,153 93,902 92,577 88,739 86,407 85,435 80,769 79,942 78,405 78,267 78,062 77,930 75,000 74,664 74,182 74,000 72,035 70,977 70,117 70,000 69,835 69,513 68,488 68,378 67,521 66,008 65,681 65,400 65,250 64,321 64,032 63,569 63,041 62,731 62,258 61,698 61,200 59,682 58,425 58,210 57,775 57,663 57,488

Municipality Northville Norway Grand Ledge Pleasant Ridge Escanaba Hazel Park Springfield Lowell Richmond Ludington Hudsonville Fraser Milford Mason Otsego Wayland Gladstone Cedar Springs Dowagiac North Muskegon Franklin Saugatuck Ishpeming Davison Oxford Leslie Vassar Essexville South Haven Marshall Bad Axe Coopersville Charlevoix Sandusky Perry Bridgman Clio Roosevelt Park Lathrup Village Saint Louis Mount Morris Bangor Potterville Scottville Beaverton McBain

Population 5,970 2,845 7,786 2,526 12,616 16,422 5,260 3,783 5,735 8,076 7,116 14,480 6,175 8,252 3,956 4,079 4,973 3,509 5,879 3,786 3,150 925 6,470 5,173 3,436 1,851 2,697 3,478 4,403 7,088 3,129 4,275 2,513 2,679 2,188 2,291 2,646 3,831 4,075 7,482 3,086 1,885 2,617 1,214 1,071 656

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 56,805 56,706 56,223 55,111 55,106 55,000 54,600 54,593 54,559 53,959 51,211 51,048 50,419 50,000 50,000 49,433 49,340 49,198 48,377 48,112 47,112 46,638 45,668 45,247 45,000 44,720 44,157 43,890 43,285 42,449 42,162 41,080 40,728 40,662 38,979 38,800 37,500 35,000 34,926 32,302 32,000 31,513 29,000 26,800 26,200 17,000

2012 HR Generalist Salary Survey

Municipality Ann Arbor Troy Livonia Traverse City Roseville Kalamazoo Pontiac Delta Charter Township Midland Auburn Hills Rochester Hills

Population 113,934 80,980 96,942 14,674 47,299 74,262 59,515 32,408 41,863 21,412 70,995

$ $ $ $ $ $ $ $ $ $ $

Salary 101,111 84,753 72,696 68,879 68,079 67,740 67,600 67,175 62,009 61,623 60,376

Municipality Southfield Battle Creek (Max) Sturgis Bay City East Grand Rapids Mount Pleasant Battle Creek (Current) Marshall Mason Albion

Population 71,739 52,347 10,994 34,932 10,694 26,016 52,347 7,088 8,252 8,616

$ $ $ $ $ $ $ $ $ $

Salary 58,816 57,689 57,506 56,025 53,110 48,400 47,388 42,873 42,400 42,376

2012 City Manager Salary Survey

Municipality Troy Saint Joseph Ann Arbor Sterling Heights Zeeland Southfield Midland Novi Wyoming Auburn Hills Dowagiac Muskegon Holland Battle Creek Madison Heights Walker Birmingham Saline Grandville Marquette East Grand Rapids Kalamazoo Greenville Bloomfield Hills Delta Charter Township Grand Haven Norton Shores Adrian Inkster Wixom Coldwater Big Rapids

Population 80,980 8,365 113,934 129,699 5,504 71,739 41,863 55,224 72,125 21,412 5,879 38,401 33,051 52,347 29,694 23,537 20,103 8,810 15,378 21,355 10,694 74,262 8,481 3,869 32,408 10,412 23,994 21,133 25,369 13,498 10,945 10,601

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 165,584 153,689 145,000 140,207 139,069 137,971 134,920 133,482 132,834 128,618 128,397 124,528 122,778 122,500 121,532 118,480 118,000 117,110 117,019 116,133 115,864 115,274 112,708 112,110 110,954 110,748 110,102 110,100 110,000 109,687 107,100 103,314

Municipality Northville Traverse City Marshall Sturgis Portland Monroe Grand Blanc Rockford Marysville Gaylord Chelsea Mount Pleasant Frankenmuth Grand Ledge Ecorse Orchard Lake Village Lathrup Village Howell Roseville Hudsonville Tecumseh Manistee Charlotte Eaton Rapids Hazel Park Hillsdale Allegan Owosso South Lyon South Haven Fraser

Population 5,970 14,674 7,088 10,994 3,883 20,733 8,276 5,719 9,959 3,645 4,944 26,016 4,944 7,786 9,512 2,375 4,075 9,489 47,299 7,116 8,521 6,226 9,074 5,214 16,422 8,305 4,998 15,194 11,327 4,403 14,480

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Salary 102,217 102,000 101,458 101,270 100,271 100,050 99,960 99,411 99,000 98,600 98,436 98,180 97,115 96,535 95,000 94,812 94,555 94,348 94,000 93,320 93,106 92,824 92,797 92,559 91,200 91,000 91,000 91,000 90,395 90,223 90,000

Asst City Manager Salaries 2012 w/5%

$130,000

$125,000

$120,000

$115,000

$110,000

$105,000

$100,000

$95,000

$90,000

Planning & CD Director Salaries 2012 w/5%

$115,000

$110,000

$105,000

$100,000

$95,000

$90,000

$85,000

$80,000 Battle Creek (Comm Serv Dir) Max +5% Novi Livonia Battle Creek (Comm Serv Dir) Pontiac Kalamazoo Battle Creek (Comm Serv Dir) Madison Muskegon Midland Heights Auburn Hills Rochester Hills

HR Director Salaries 2012 w/5%

$160,000 $150,000 $140,000 $130,000 $120,000 $110,000 $100,000 $90,000 $80,000 $70,000

$93,018 $92,145 $91,018 $89,525 $89,180 $88,575 $88,301 $86,680 $85,429 $84,834 Curremt

$100,000

$105,740 $105,622 $103,594 $102,218 Max +5% $101,060 $99,829 $99,418 $98,580 $98,388 $97,746 $97,350 Max

$110,000

$109,304

$120,000

$122,400 $120,000 $117,632

$130,000

$140,000

$141,623

$150,000

$160,000

$158,488

$170,000

$70,000

$80,000

$90,000

Finance Director Salaries 2012 w/5%

DPW Director Salaries 2012 w/5%

$140,000

$130,000

$120,000

$110,000

$100,000

$90,000

$80,000

$70,000

City Engineer Salaries 2012 w/5%

$150,000

$140,000

$130,000

$120,000

$110,000

$100,000

$90,000

$80,000

$70,000

$97,350 Max $95,014 $94,915 $94,700

$100,000

$106,464 $105,740 $104,187 $104,083 $102,260 $102,218 Max + 5% $101,060 $99,144 $98,733 $98,479

$110,000

$115,107

$120,000

$130,000

$131,404 $119,815 $118,730 $117,999

$140,000

$80,000

$90,000

Police Chief Salaries 2012 w/5%

$94,831 $94,521 Max + 5% $93,912 $93,854 $92,577 $91,730 $90,020 Max $85,495 $85,429

$100,000

$98,388 $96,346

$110,000

$111,277 $110,513 $106,135

$120,000

$130,000

$127,486

$140,000

$150,000

$150,473

$160,000

$70,000

$80,000

$90,000

CIO/IT Director Salaries 2012 w/5%

$95,043

$100,000

$105,740 $102,325 $102,274 $102,260 $102,218 Max + %5 $99,829 $98,000 $97,746 $97,350 Max

$110,000

$111,719 $107,390

$120,000

$118,730 $117,374

$130,000

$127,486

$140,000

$150,000

$150,473

$160,000

$80,000

$90,000

Fire Chief Salaries 2012 w/5%

Parks & Rec Director Salaries 2012 w/5%

$130,000 $124,353

$111,719

$120,000

$115,097

$110,000 $94,521 Max + 5% $98,388

$110,513

$93,472

$90,020 Max

$100,000

$94,702

$89,678

$88,720

$90,000

$80,000

$70,000 Ann Arbor Wyoming Southfield Novi Kalamazoo Livonia Battle Rochester Creek Hills Max + 5% Battle Creek Delta Charter Township Saline Adrian

$88,575

$94,748

$94,521 Max + 5%

City Assessor (Level IV) Salaries 2012 w/5%

$93,163

$90,020 Max

$100,000

$101,302

$101,026

$110,000

$110,952

$110,513

$120,000

$124,353

$130,000

$140,000

$70,000 $127,486 $107,321 $86,080 $85,429

$80,000

$90,000

$93,912 $92,145 $88,720 $88,490 $87,768 Max + 5% $85,495 $84,349 $83,589 Max $82,305 $81,622 $76,930 $76,689

$100,000

$101,060 $97,746

$110,000

$120,000

$124,353

$130,000

$60,000

$70,000

$80,000

$90,000

WWTP Superintendent Salaries 2012 w/5%

Street Superintendent Salaries 2012 w/5%

$120,000 $110,478 $110,000 $100,426

$96,942

$100,000

$87,768 Max + 5%

$83,589 Max

$90,000

$73,380

$73,032

$72,322

$72,280

$71,844

$80,000

$78,591 Current

$79,500

$70,000

$60,000 Zeeland Troy Novi Fraser Battle Monroe Battle Battle Creek Creek Creek (S&P Supt (S&P Supt (S&P Supt - Current) - Max + - Max) 5%) Norton Traverse Shores City Livonia Grand Haven Bay City

$70,754

Deputy Police Chief Salaries 2012 w/5%

$110,000 $105,000 $94,748 $100,000 $95,000 $90,000 $85,000 $80,000 $75,000 $70,000 $96,942 $107,286 $115,000 $109,366

$94,521 Max + 5%

$94,423

$93,850

$90,020 Max

$91,033

$90,416

$85,483

$84,349

$84,118

Purchasing Agent Salaries 2012 w/5%

$90,000 $84,438

$85,000

$83,689

$80,000

$75,884 Max + 5%

$78,062

$65,000

$60,000 Southfield Troy Midland Battle Creek - Max + 5% Battle Creek Rochester Hills Novi

$66,601

$70,000

$71,910

$75,000

$72,270 Max

$93,912 $91,840 $88,490 $86,407 $86,094 $83,912 $81,226 $78,832 $78,405 $78,062 $77,712 $75,884 Max + 5% $75,159 $72,270 Max $72,035 $72,000 $71,753 $70,900

$100,000

$107,321 $100,426 $99,500

$110,000

$112,789 $110,952

$120,000

$60,000

$70,000

$80,000

$90,000

City Treasurer Salaries 2012 w/5%

$100,000

$110,000

$120,000

$130,000

$50,000 Troy Sterling Heights Ann Arbor Southfield Novi Wyoming Bay City Rochester Hills Auburn Hills Traverse City Battle Creek (Max + 5%) Madison Heights Birmingham Roseville Big Rapids Midland Battle Creek (Max) Pontiac Muskegon Port Huron Livonia Marquette Saline Wyandotte Mount Pleasant Wixom Norton Shores Grand Haven Zeeland Charlotte Grandville Mount Clemens Eaton Rapids Rockford Saint Johns Battle Creek (Current) $86,407 $85,435 $81,827 Max + 5% $80,769 $79,942 $78,405 $78,267 $78,062 $77,930 Max $75,000 $74,664 $74,182 $74,000 $72,035 $70,977 $70,117 $70,000 $69,835 $69,513 $68,488 $68,378 $67,521 $66,008 $65,681 $65,400 $65,250 $64,321 $64,032 Current $88,739 $93,902 $92,577 $96,153 $99,500 $106,163 $117,632

$60,000

$70,000

$80,000

$90,000

$124,165

City Clerk Salaries 2012 w/5%

$100,000

$101,111 $84,753 $72,696 $68,879 $68,079 $67,740 $67,600 $67,175 $62,009 $61,623 $60,573 $60,376 $58,816 $57,689 $57,506 $56,025 $53,110 $48,400 $47,388

$110,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

HR Generalist Salaries 2012 w/5%