FOLEY, Minn. — Benton County’s board on Tuesday accepted the majority of classification and compensation (class & comp) maintenance recommendations presented by DDA consultant Tessa after employees and supervisors appealed numerous classifications.

Tessa outlined revisions made after appeal: among the changes recommended and approved were raising the Public Works accountant by one grade to reflect added supervision, moving the finance supervisor and financial assistant supervisor up a grade based on additional duties, creating a career ladder in fiscal service specialist positions, and adjusting several other positions (GIS coordinator, jail administrator, property management director and property records analyst). The veteran‑service officer was recommended for an increase based on market comparators.

The sheriff raised concerns about the emergency‑communications lieutenant and paid a follow‑up appeal for a jail‑sergeant career ladder. The board agreed to hold those two positions for additional review with HR, the sheriff and department heads rather than decide them at Tuesday’s meeting, and directed Tessa to continue the internal review process. The board adopted the other red‑line recommendations shown to commissioners, with the expectation that required letters of understanding will be prepared for affected collective bargaining units before implementation.

Commissioners also debated the value and cadence of the maintenance program. Some members suggested spacing future maintenance cycles (for example, review every three years) to reduce cost and administrative churn; others argued the county should finish the current committed cycle before deciding whether to continue the annual maintenance contract. The board directed staff to complete the third year of the ongoing maintenance schedule and to return with proposals about contractor scope and frequency to inform future decisions.

Where classifications affect bargaining units, the county will provide letters of understanding and coordinate implementation with union representatives. The board’s action reflects most of Tessa’s recommendations and keeps a small number of contested law‑enforcement positions under review so department leaders can meet with HR and the consultant to resolve concerns.