Perrysburg staff endorse Archer pay plan; estimated $95,000 first‑year cost, implementation set for July

City Administrator presented the final Archer Company wage study and recommended compensation plan Wednesday, outlining new pay grades, a multi‑step progressions system and an estimated $95,000 first‑year implementation cost.

The working group that reviewed Archer's analysis adopted three guiding principles — “fair, objective, and consistent,” the City Administrator said — and recommends moving pay classifications into pay grades 4 through 22 with 11 steps (A through K) per grade and a hiring maximum at step F. The plan combines an internal job‑evaluation score and external market benchmarks from 18 Ohio communities, the administrator said.

The nut graf: the package is intended to align internal job equity with outside market rates, give employees a predictable road map for progression and create an objectively maintained process for future classification changes. City staff said the Archer process uses a comprehensive position questionnaire (CPQ) for each job; Archer will score any challenge to a classification for a fee of $200 to determine appropriate placement.

Key provisions described in the meeting: pay grades 4–15 would have a 40% spread between minimum and maximum; pay grades 16–22 a 30% spread. Each pay grade is divided into 11 steps (A–K); F is the “hiring maximum.” Step progressions are time‑based: employees in steps A–E would move annually (subject to available funds) beginning with step increases in 2026; employees in steps F–K would advance every three years, with those increases beginning in 2028. The administrator recommended placing employees into the step that most closely aligns with current pay, rounded up, to avoid pay reductions; staff estimated that approach would cost roughly $95,000 in year one.

The plan also addresses deferred compensation (Voya). City staff recommended that positions in pay grades 4–6 receive up to a 3% city contribution with a required employee match; pay grades 7–8 would receive a 3% city contribution without a required employee match; and pay grades 9 and above would receive a 6% city contribution. The administrator said those arrangements preserve or increase existing benefits and avoid reducing current employees’ deferred‑compensation contributions.

Staff recommended that hires above the hiring maximum (step F) require City Council authorization, giving the mayor flexibility while preserving council oversight of above‑scale appointments. The proposed implementation timeline would bring legislation back to this committee in April, to City Council in May, with an expected effective date timed to the first full pay period in July so changes coincide with annual across‑the‑board increases already budgeted for 2025.

The City Administrator said the Archer results largely supported work completed in 2023 and provide a maintenance process to objectively manage future classification requests and promotions. Staff noted several follow‑on ordinance changes will be required, including rescinding an older “classification rates of pay” section and updating disciplinary and probationary references.

No legislation was voted on at the meeting; staff said they will return with draft legislation in April for committee consideration and possible referral to City Council in May.