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Council adopts new 12-grade salary structure and step scale after market study
Summary
After a multi-month market survey and interviews, the council adopted a 12-grade pay structure with 12 steps per grade, intended to align pay midpoints to the market median; implementation mechanics and employee placements were left to administration.
The Eastpointe City Council voted unanimously on Feb. 18 to adopt a new 12-grade salary structure with a 12-step progression designed to align the city’s non-union and court pay ranges with market midpoints.
The council approved the salary structure and step scale developed by Romberg, Sober and Associates after a presentation summarizing the firm’s comparative-market analysis. Consultant Jeff (presenting for the firm) said the study found Eastpointe’s incumbent pay levels were “about 3% above the middle of the market” while current salary ranges were below market at the low end and slightly below at the high end. He recommended a new structure with consistent 10% grade-to-grade differentials and step increases of 2.5% per year across 12 steps.
“We put together a new pay structure ... the midpoints of the pay structure are right at the middle of the market,” the consultant said. The plan also includes guidance for placing incumbents on the new scale and suggested annual reviews to keep ranges competitive.
Council discussion focused on implementation steps, budget timing and internal equity concerns. Council members agreed with adopting the structure and steps now but asked administration and civil service to return with detailed placement plans and the fiscal impact before moving employees between grades or steps. Council member Curley said he favored adopting the structure first and postponing the placement of incumbents until administration could confirm budget availability.
City staff explained that the grading system will include court positions and the city manager if the council chooses to include them in the nonunion structure; administration recommended including the positions for transparency and consistency. The consultant recommended paying attention to positions with historical pay compression — for example, the police command structure — and suggested the council address such anomalies over time through attrition or targeted adjustments.
Council adopted the proposed salary structure and step scale and asked administration to develop a placement and budget plan for council review. The vote was unanimous.
