Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Compensation Study topic
No spam. Unsubscribe anytime.
Baker Tilly presents classification and pay‑plan options for Middleton; staff to pick implementation during budget process
Summary
Consultants reported Middleton is roughly aligned with market at starting pay but lags at upper ranges; they proposed a 21‑grade pay plan, four implementation scenarios and noted 37 employees fall below proposed minima — costing details are in the agenda packet.
The City of Middleton’s Finance and Personnel Committee heard a final report from Baker Tilly on a comprehensive classification and compensation study and received four scenarios for implementing a revised pay structure.
Sarah Town, a consulting manager with Baker Tilly, said the study used a five‑phase approach — data collection, job evaluation using Baker Tilly’s SAFE point‑factor tool, market benchmarking, pay‑plan development and implementation planning — and benchmarked 31 positions with reliable market matches. She told the committee that, on average across the benchmarked positions, Middleton’s minimums are 5.2% above market, midpoints are 3% above market and maximums about 0.1% above market, and recommended recalibrating pay midpoints so the city aligns with market rates.
The consultants proposed keeping Middleton’s existing open pay structure with 21 grades and a 30% range spread from minimum to maximum but shifting midpoints to match market. Under the proposed plan the city’s starting minimum would be $21.32 an hour (about $44,348 annually) for grade 1. Baker Tilly said 91 unique positions were classified under the new grade assignments.
For implementation, Baker Tilly outlined four options: (1) adopt the new pay structure and retain existing salaries within ranges; (2) move employees to their grade minimum or provide a guaranteed 2.5% adjustment, whichever is greater; (3) provide a 2.5% adjustment for each year in‑position (capped at six years) measured from the new minimum to mitigate pay compression; and (4) preserve employees’ current range penetration percentage in the new structure. The consultant emphasized that “no employee will receive a pay decrease” as part of any scenario and that the costing analysis for each option is included in attachment 4 (agenda packet/page 45).
Committee members asked whether market comparisons adjusted for differing work weeks; the consultant confirmed staff adjusted published data where peer organizations reported a 37.5‑hour week versus Middleton’s 40‑hour week. Staff clarified that the consultant’s figures focus on base pay and exclude wage‑related benefits such as WRS and FICA; a full budget breakdown by fund and total benefit costs will be provided during the formal budget process.
The study’s next steps are administrative: the committee did not take action tonight, and staff will include funding options in the 2026 proposed budget for the council to consider. Baker Tilly recommended continuing annual updates to keep the plan aligned with market and providing HR training on the SAFE evaluation process before rollout.
The committee directed staff to accept follow‑up questions via Casey (staff) and to include the study’s costing details during the budget hearings.
