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for the lineworkers in the range of 3%to 4%just to maintain the metro average. As this <br /> range appeared to be higher for the lineworkers than would be appropriate across the board, <br /> the committee benchmarked additional positons. Troy shared that after reviewing the <br /> benchmarking information,the data lead the committee to support a recommendation for a <br /> 2.75%COLA for all pay groups,with an additional 1%market adjustment for the <br /> lineworker group. <br /> Another factor of the total compensation is the compensation from ERMU's Performance <br /> Metrics Incentive Policy. Troy gave some background on the policy and why it was <br /> developed. He explained that even with the recommended COLA,market adjustment, and <br /> the anticipated Performance Metrics Incentive;the journeyman lineworker wage will still <br /> be lower than Xcel in 2016. However,this has still been a valuable tool to narrow the gap. <br /> An additional challenge that has arisen from market adjustments for the lineworker group is <br /> that members of this group will potentially make more than managers who supervise them. <br /> This situation will make it very difficult to develop future leadership from within and <br /> proactively succession plan for retirements and growth. There was further discussion. A <br /> few options for addressing this issue would be an additional performance metrics incentive <br /> for the manager group or a standalone incentive plan. Troy Adams shared that the ERPD <br /> developed a wage incentive program in 1993 that may provide valuable information and <br /> lessons for consideration in addressing ERMU's issues. <br /> Organizational Structure—Troy Adams shared that the W&BC will be working to develop <br /> an annual practice to review, identify,and develop options for solutions for areas of <br /> staffing concern. In the review of the organizational structure it was determined that the <br /> Credit and Collections Specialist should be reassigned from being a direct report to the <br /> Finance and Office Manager to being a direct report to the Customer Service Manager. <br /> Troy explained that due to workflow and interoffice procedures this would be more <br /> efficient. <br /> John Dietz added that it was a good idea that we went to the four pay plan groups and felt <br /> that the only area we have a retention problem with is the lineworkers group. In order to <br /> deal with this issue, John thought that at some point we should revisit the idea of longevity <br /> pay to help incentivize the lineworkers to stay longer.John also referenced the narrative in <br /> the memo that compared our linerworkers wages to Xcel, and felt as a municipal it doesn't <br /> need to be our goal to match their base hourly rate. John shared that he initially felt good <br /> with the 2.75%COLA across the board with the 1%market adjustment for the linerworkers <br /> group,but upon further consideration is not feeling comfortable with it. He explained that <br /> because the Performance Metrics Incentive is averaging an extra 2%it should be factored <br /> in as part of the overall wage. That being the said,maybe the COLA and market adjustment <br /> should be a little less. John reached out to the other Commissioner's to see how they felt <br /> about it. There was further discussion. Troy Adams recommended that at least with the <br /> lineworkers position that we get to the 3.75%,with the idea of bringing back another <br /> vehicle to help bridge the wage gap for the following year. Troy charted the long term <br /> Page 5 <br /> Special meeting of the Elk River Municipal Utilities Commission <br /> November 17,2015 <br />