HomeMy WebLinkAbout07.15.13
CITY COUNCIL REGULAR MEETING
CITY OF EVANSTON, ILLINOIS
LORRAINE H. MORTON CIVIC CENTER
COUNCIL CHAMBERS
Monday, July 15, 2013
The City Council meeting convenes at 7:00 p.m.
ORDER OF BUSINESS
(I) Roll Call – Begin with Alderman Tendam
(II) Mayor Public Announcements
Recognition of Life Guards David Altman, Jack Killheffer, and Tudor Byas
2013 Preservation and Design Awards
(III) City Manager Public Announcements
Citizens Greener Evanston Wind Energy Update
(IV) Communications: City Clerk
(V) Citizen Comment
Members of the public are welcome to speak at City Council meetings. As part of the Council agenda, a
period for citizen comments shall be offered at the commencement of each regular Council meeting.
Those wishing to speak should sign their name, address and the agenda item or topic to be addressed on
a designated participation sheet. If there are five or fewer speakers, fifteen minutes shall be provided for
Citizen Comment. If there are more than five speakers, a period of forty-five minutes shall be provided for
all comment, and no individual shall speak longer than three minutes. The Mayor will allocate time among
the speakers to ensure that Citizen Comment does not exceed forty-five minutes. The business of the
City Council shall commence forty-five minutes after the beginning of Citizen Comment. Aldermen do not
respond during Citizen Comment. Citizen Comment is intended to foster dialogue in a respectful and civil
manner. Citizen comments are requested to be made with these guidelines in mind.
(VI) Special Orders of Business
(VII) Call of the Wards
(Aldermen shall be called upon by the Mayor to announce or provide information
about any Ward or City matter which an Alderman desires to bring before the
Council.) {Council Rule 2.1(10)}
(VIII) Executive Session
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City Council Agenda July 15, 2013 Page 2 of 3
7/12/2013 4:38 PM
(IX) Adjournment
SPECIAL ORDERS OF BUSINESS
(SP1) Ordinance 76-O-13 Assault Weapon Ban
Staff submits for consideration Ordinance 76-O-13, with revisions, following the
extensive comments received from Council and residents at the July 8, 2013
meeting, and responsive to further comments received since the meeting.
For Action
(SP2) Discussion of Snow Emergency Parking Regulation Fee Increase
Staff recommends City Council consider an increase of fines for snow related
parking emergencies. Staff will give a PowerPoint presentation for discussion.
For Discussion
(SP3) Resolution 42-R-13 Arrington Foundation Lagoon Gift Agreement
Staff recommends that City Council authorize the City Manager to execute an
Agreement with the Arrington Foundation to accept a donation in the amount of
$500,000 for the renovation of the lagoon in Dawes Park.
For Action
(SP4) Comprehensive Non-Union Compensation Study
Staff recommends acceptance of the recommendations of Evergreen Solutions,
LLC, the company which conducted a comprehensive compensation study for all
non-union positions within the City of Evanston. City Manager Wally Bobkiewicz
intends to implement Phases 1, 2, and 3 in 2013 at an estimated annual cost of
$59,307. The recommended changes will not exceed the current budget
allocation for wages.
Accept and Place on File
(SP4) Hotel-Motel Tax Ordinance and Collection
Staff recommends City Council receive a report regarding the City’s Hotel-Motel
Tax, and provide direction if necessary.
For Discussion
(SP6) Approval of Contract with Duncan Solutions for the Parking Meters and
Multi-Space Pay Stations (RFP 12-147)
Staff recommends approval of a unit price contract for the purchase and
installation of parking meters and multi-space pay station technology with
Duncan Solutions (633 W. Wisconsin Avenue, Suite 1600 Milwaukee, WI). The
recommended configuration results in an estimated cost of $1,094,260. Funding
for the project will be provided by the Parking Fund capital improvement account
(701515.65515).
For Action
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City Council Agenda July 15, 2013 Page 3 of 3
7/12/2013 4:38 PM
(SP7) Approval of Contract Extension with Professional Account Management,
LLC for the City’s Parking Ticket Management and Payment Processing
Staff recommends that the City Council authorize the City Manager to enter into
a contract extension with Professional Account Management, LLC (a division of
Duncan Solutions, Inc.) (633 W. Wisconsin Avenue, Suite 1600, Milwaukee, WI)
for the outsourced portion of the City’s parking ticket management and payment
processing functions. Funding is provided by 2013 Administrative Services
Account 1910.62449 with a budget of $415,600.
For Action
MEETINGS SCHEDULED THROUGH JULY 2013
Upcoming Aldermanic Committee Meetings
Tues, July16 7:30 pm Housing & Community Dev Act Committee
Wed, July 17 6 pm M/W/EBE Advisory Committee
Mon, July 22 5:45 pm A&PW, P&D, City Council meetings
Tues, July 23 6 pm Special City Council Meeting: Exec Session
Wed, July 24 6 pm Transportation/Parking Committee
Wed, July 24 7:30 pm Economic Development Committee
Thurs, July 25 5:30 pm Emergency Telephone Board
Friday, July 26 7 am Housing & Homelessness Commission
Mon, July 29 6:30 pm Special Council meeting: Strategic Planning
Information is available about Evanston City Council meetings at: www.cityofevanston.org/citycouncil.
Questions can be directed to the City Manager’s Office at 847-866-2936. The City is committed to
ensuring accessibility for all citizens. If an accommodation is needed to participate in this meeting, please
contact the City Manager’s Office 48 hours in advance so that arrangements can be made for the
accommodation if possible.
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For City Council meeting of July 15, 2013
2013 Evanston Preservation and Design Awards
Presentation of Awards
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Sarah Flax, Interim Planning & Zoning Manager
Carlos D. Ruiz, Senior Planner/Preservation Coordinator
Subject: 2013 Evanston Preservation and Design Awards Program
Date: July 9, 2013
The 2013 Preservation and Design Awards presentation will take place on Monday, July
15, 2013 at the City Council Meeting in Council Chambers. The program includes a
PowerPoint presentation of the selected projects and the Mayor’s presentation of the
Certificates to the award recipients.
This year’s jurors July Liska (architect), Susan Benjamin (historic preservation
consultant) and Erika Fabisch (planner, Village of Wilmette) selected the following
projects as recipients of a 2013 Evanston Preservation & Design Award:
Award for Sensitive Alteration/Adaptive Reuse
1) 629 Colfax Street – Complete interior and exterior rehabilitation
Jury Comments: Kept overall style of house while successfully achieving the new
use as an office
Owner: Northwestern University
Architect: Landon Bone Baker Architects
Contractor: Riley Construction Company, Inc
Award for Sensitive Alteration/Rehabilitation
2) 2829 Sheridan Place – Exterior masonry restoration and dormer additions
Jury Comments: Repointing of exterior stone and dormer additions were executed
sensibly while retaining the integrity of the original design of the house
Owner: Bernard Black
Architect 1: Steve Knutson; Architect 2: Frank Michalsky (Northlight Architects)
Contractor: Gregory Mack (GMD Inc)
Memorandum
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Page 2
Award for Proper Rehabilitation/Alteration
3) 2648 Lawndale Avenue – Replaced iron porch columns with new architectural
columns, added architectural pilasters at the brick wall, added crown molding at the
pediment and replaced iron railings
Jury Comments: Nicely executed details at columns capital, good overall proportions
framed front door well
Owner: Steve & Kate Newman
Architect: Roberts Architects LTD
Contractor: Roberts Construction Group
Award for Proper Rehabilitation/Restoration
4) 1814 Wesley Avenue – Complete exterior rehabilitation and restoration over an
extended period of time
Jury Comments: Overall well executed exterior rehabilitation over a 22 year period.
Appropriate replacement of porch stairs to align with front door
Owner: Keith & Ann Sarpolis
Award for Adaptive Reuse
5) 1200 Davis Street (Roycemore School) – Complete renovation of the former dated
former General Board of Pensions building, including all interior and exterior walls
and finishes, mechanical systems, new roof system and addition of new gymnasium.
Jury Comments: Good reuse of existing facility; brings energy to the neighborhood
Owner: Roycemore School
Architect: Dobbins Group
Contractor: The Dobbins Group
Award for Sensitive Addition/Alteration
6) 1041 Judson Avenue – Replaced the 1980’s wood deck with wood and masonry
porch at south and rear of house. Masonry piers designed to resemble character,
pattern and dimension of existing original brick corner pilasters
Jury Comments: Close attention to detail with reuse of brick color pattern
Owner: Debora de Hoyos
Architect: Roberts Architects LTD
Contractor: Roberts Construction Group
Award for Sensitive Alteration
7) 1014 Michigan Avenue – Replaced all existing first and second floor original
aluminum windows, sliding doors and main entry door with new aluminum windows
and sliding doors and main entry door to match the existing as close as possible
Jury Comments: Laudable extra effort for appropriate window replacement and
customized new front door
Owner: Thomas H & Gail Hodges
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Award for Sensitive Addition/Alteration
8) 618 Emerson Street (Delta Gamma Sorority House) – New accessible ramp and
terrace. New decorative metal railing match closely with the existing metal railing
Jury Comments: Extra attention to detail in design and selection of exterior
materials.
Owner: Delta Gamma Sorority/Northwestern University
Architect: Roberts Architects LTD
Contractor: Roberts Construction Group
Award for Proper Rehabilitation/Restoration
9) 630 Dartmouth Place – Comprehensive exterior rehabilitation/restoration including
repointing brick and stone, window restoration, slate roof and front door restoration
Jury Comments: Good craftsmanship and quality materials for much needed repair
and restoration work. A good example that no original windows are beyond repair.
Owner: Northwestern University
Architect: McGuire Igleski & Associates, Inc.
Contractor: Knudsen Construction
Contractor: Hanson Roofing
Also, for the first time a new category has been introduced for Life Achievement/
Preservationist of the Year. The jury has recognized two Evanston residents:
Award: Life Achievement/Preservationist of the Year
Anne O. Earle and Mary B. McWilliams – Ms. Earle and Ms. McWilliams are both
being recognized with the Life Achievement/Preservationist of the Year award
respectively for their endless work and contributions to the historic preservation
movement in Evanston for 40 years. Ms. Earle and Ms. McWilliams are Associate
Commissioners and their latest effort was conducting a comprehensive research of
all structures within the Evanston Lakeshore Historic District as part of the resurvey
of the district, now available on line.
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For City Council meeting of July 15, 2013 Item SP1
Ordinance 76-O-13: Assault Weapons Ban
For Action
To: Honorable Mayor and Members of the City Council
From: W. Grant Farrar, Corporation Counsel
Subject: Ordinance 76-O-13, an ordinance to ban assault weapons in the City of
Evanston
Date: July 11, 2013
Recommended Action:
Staff submits for consideration Ordinance 76-O-13, with revisions, following the
extensive comments received from Council and residents at the July 8, 2013 meeting,
and responsive to further comments received since the meeting.
Funding Source:
n/a
Summary:
Ordinance 76-O-13 amends Title 9, Chapter 8 of the Evanston City Code of 2012 to
specifically ban the possession, transfer, sale or display of assault weapons in the City
of Evanston.
The ordinance provides a definition of what an “assault weapon” is by listing certain
features/equipment which make a firearm an “assault weapon”. The original version of
the ordinance followed definitional language found in the City of Chicago and Cook
County assault weapons ban ordinances. The ordinance definition also comports with
Section 13.1 of the “Firearms Owners Identification Card Act” enacted and/or revised by
PA 98-0063, which provided that a municipality could define an assault weapon by
utilizing “…a list of cosmetic features that cumulatively would place the firearm into a
definition of assault weapon….”.
The new Section 9-8-14 sets forth the parameters of the ban. Exceptions to the ban
exist for law enforcement, military and organized state militia. Transportation of assault
weapons in the City may only be done if they are first broken down, nonfunctioning, and
not immediately accessible. Violators are subject to a misdemeanor fine and/or
incarceration. Section 9-8-15 prescribes regulations for the confiscation and disposal of
assault weapons by the Evanston Police Department.
Based upon prior Council direction, the proposed effective date of this ordinance is Ju ly
15, 2013, which concurs with the currently enacted and effective PA 98-0063.
Memorandum
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Legislative History:
On June 10, 2013, the City Council directed the Law Department to draft an ordinance
to ban the possession or transport of assault weapons in the City of Evanston.
House Bill 183 was adopted by the General Assembly on May 31, 2013. The General
Assembly overrode Governor Quinn’s amendatory veto on July 9, 2013 and Public Act
98-0063 is now law. However, the bill set forth a strict 10 day limit for home rule
municipalities to enact assault weapons ban legislation. This ordinance was drafted
with this time limit in mind.
On July 8, 2013 Alderman Wilson asked that the ordinance be revised to address
concerns he expressed on the Record. Many residents and other Council members
also highlighted possible concerns with the ordinance as drafted. This version
submitted for consideration on July 15th speaks to issues regarding high capacity
magazines for assault weapons, and other functional aspects. The revisions are
underscored. The revisions to the assault weapons definition are similar to regulations
promulgated by the City of Chicago which exempt the pump action or lever action
weapons which are colloquially known as “hunting rifles/shotguns”. The additional
definitions for “rifle”, “semi-automatic”, and “shotgun” are similar to those promulgated
by Denver, Colorado and the Village of Skokie on July 1, 2013. Concerns over the
workability of the cosmetic feature components of the ordinance led to some provisions
being deleted, yet these can be added back in by the Council on July 15th, or in a
subsequent ordinance revision.
In the interests of completeness, and following the discussion at that meeting, the
revised ordinance contains an exception speaking to Jordan Zoot’s requested issue
regarding federally licensed firearms collectors. This exception can be removed if
requested by Council. Owing to the technical nature and wording of the exception, it
was advisable to state it in this revised draft, however, such exception can be removed
upon Council direction.
As a practical matter in the limited time available, there is no completely effective way to
define and apply legislative terms/prohibitions to weapons which by their very nature are
easily adaptable from a technical and engineering standpoint. Staff worked with Chief
Eddington in order to consider and evaluate the complex technical issues implicated by
this ordinance. Furthermore, what constitutes “sporting uses”, “hunting”, and “target
shooting”, are subject to different definitions based upon colloquialisms, regional
differences, or disagreements about historical interpretation.
Section 90 of the “Firearm Concealed Carry Act”, and Section 13.1 of the “Firearms
Owners Identification Card Act” enacted and/or revised by PA 98-0063 explicitly pre-
empt home rule regulation or licensing of handguns and ammunition for handguns.
Section 13.1 explicitly states that any ordinance adopted within the 10-day time limit
may be amended later. Responsive to a question raised at the last meeting, the City
charges misdemeanors on a “long form” ticket, which is then heard in the 2nd Municipal
District in Skokie. Other jurisdictions which have adopted bans have instituted “fine
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only” penalty provisions, not misdemeanor charging. Armor piercing ammunition has
been banned by federal statute for many years.
Alternatives:
n/a
-------------------------------------------------------------------------------------
Attachments:
Ordinance 76-O-13
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7/10/2013
7/02/2013
6/18/2013
6/13/2013
76-O-13
AN ORDINANCE
Amending Title 9, Chapter 8 of the City Code
to Ban Assault Weapons
WHEREAS, the City of Evanston is a home-rule municipality pursuant to
Article VII of the Illinois Constitution of 1970; and
WHEREAS, as a home rule unit of government, the City has the authority
to adopt ordinances and to promulgate rules and regulations that protect the public
health, safety, and welfare of its residents; and
WHEREAS, Article VII, Section (6)a of the Illinois Constitution of 1970
states that, generally, “a home rule unit may exercise any power and perform any
function pertaining to its government and affairs;” and
WHEREAS, Article VII, Section (6)a of the Illinois Constitution of 1970,
which states that the “powers and functions of home rule units shall be construed
liberally,” was written “with the intention that home rule units be given the broadest
powers possible” (Scadron v. City of Des Plaines, 153 Ill.2d 164); and
WHEREAS, the Local Government Committee to the delegates of the
Sixth Illinois Constitutional Convention found that,
home-rule powers are most urgently needed by larger municipalities in the
more highly urbanized areas of the state. Although the problems of urban
society affect many small localities, they are felt most intensely in larger
cities and villages. Dense concentrations of population and industry call
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for the creative use of flexible governmental powers to achieve and
maintain order, social justice and a satisfactory quality of life. (7 Record of
Proceedings, Sixth Illinois Constitutional Convention, 1628-29); and
WHEREAS, the Supreme Court of Illinois held that,
[t]he City of Evanston is a densely populated and highly urbanized
municipality… In accordance with the goals attempted to be achieved by
the creation of home rule, the local governing body can create an
ordinance specifically suited for the unique needs of its residents and is
keenly and uniquely aware of the needs of the community it serves… (City
of Evanston v. Create, Inc., 85 Ill.2d 101, 113-15); and
WHEREAS, pursuant to Public Act 98-0063, as enacted on July 9, 2013,
the Illinois General Assembly provided that home rule units of government could enact an
ordinance regulating possession or ownership of assault weapons, within certain
parameters; and
WHEREAS, this amendatory ordinance is considered and adopted in
accordance with the 10-day limit prescribed in Public Act 98-0063, is adopted within the
expedited time frame set forth in Public Act 98-0063, and is therefore not subject to State
preemption of the City’s home rule powers; and
WHEREAS, the Village of Skokie, the City of Chicago, Cook County, and
many nearby municipalities have adopted or are considering assault weapon ordinances
which define assault weapons and ban possession and ownership of assault weapons as
a result of Public Act 98-0063; and
WHEREAS, Public Act 98-0063 did not define what an “assault weapon” is,
however, this ordinance provides a list of cosmetic features that cumulatively place a
firearm into the definition of an “assault weapon”; and
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WHEREAS, the International Association of Chiefs of Police recommends
enactment of effective bans on military-style assault weapons in order to prevent
criminals from “outgunning” law enforcement officers; and
WHEREAS, the United States Supreme Court in District of Columbia v.
Heller found that the right secured by the Second Amendment of the United States
Constitution is not unlimited; and
WHEREAS, assault weapons have certain characteristics that make these
weapons more dangerous than ordinary weapons typically possessed by law-abiding
citizens for lawful purposes, and that these combat-designed characteristics enhance
lethality and make assault weapons conducive to criminal applications; and
WHEREAS, an assault weapons ban furthers the City’s interest in crime
prevention in the City’s densely populated environs, and prevents dangers to innocent
people and law enforcement officers; and
WHEREAS, this ordinance is reasonably tailored to provide people of
ordinary intelligence a reasonable opportunity to understand what conduct it prohibits so
that one may act accordingly; and
WHEREAS, assault weapons are not among the “Arms” protected by the
Second Amendment because they are both “dangerous and unusual,” District of
Columbia v. Heller, 554 U.S. at 627, and because prohibiting them minimally burdens a
prospective plaintiff; hence the ban is constitutional; and
WHEREAS, in the second Heller case, Heller v. District of Columbia
(“Heller II”), 670 F.3d 1244 (U.S. App DC 2011), the District Court of Appeals for the
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District of Columbia determined that the intermediate scrutiny standard applied to
consideration of the constitutionality of an assault weapons ban; and
WHEREAS, the Heller II Court held that an assault weapons ban does not
prohibit the possession of “the quintessential self-defense weapon”, to wit, the handgun
citing Heller I, 554 U.S. at 629; and
WHEREAS, a ban on certain semi-automatic rifles does not prevent a
person from keeping a suitable and commonly used weapon for protection in the home
or for hunting, whether a handgun or a non-automatic long gun. Heller II, citing Gary
Kleck and Marc Gertz, Armed Resistance to Crime: The Prevalence and Nature of Self-
Defense with Gun, 86 J. Crim. L. & Criminology 150, 185 (1995); and
WHEREAS, there is no published study which statistically indicates or
demonstrates that assault weapons are well-suited to or preferred for the purpose of
self-defense or sport, Id.; and
WHEREAS, in fact, the United States Department of the Treasury in its
Study on the Sporting Suitability of Modified Semi-automatic Assault Rifles 38 (1998)
stated that semi-automatic assault rifles are not generally recognized as particularly
suitable for or readily adaptable to sporting purposes; and
WHEREAS, the modest burden of the assault weapons ban enacted in
this ordinance, as an exercise of home rule authority expressly sanctioned by the Illinois
General Assembly in Public Act 98-0063, does not effectively disarm individuals or
substantially affect their ability to defend themselves, and thus it is lawful under the
intermediate scrutiny standard, Heller II supra; and
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WHEREAS, it is difficult to draw meaningful distinctions between the AR-
15 (the “civilian” version of the military’s M-16 rifle), which would be an “assault weapon”
as defined in this ordinance, and the M-16, Heller II, citing Staples v. United States, 511
U.S. 600, 603 (1994); and
WHEREAS, in Wilson v. The County of Cook, 2012 IL 112026, the Illinois
Supreme Court held that certain enumerated characteristics such as “barrel shroud” or
“protruding grip” were appropriate features that could define what an “assault weapon”
was; and
WHEREAS, in accordance with the holdings in the Heller II and Wilson
cases, this ordinance provides standards and a reasoned basis to determine what is
defined as an assault weapon and is therefore banned in the City of Evanston, and
WHEREAS, on June 10, June 24, and July 15, 2013, the City Council held
meetings in compliance with the provisions of the Illinois Open Meetings Act, considered
the, statements, points and authorities made in the legislative Record, and received
additional input from the public,
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF
THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS, THAT:
SECTION 1: The foregoing recitals are hereby found as fact and
incorporated herein by reference.
SECTION 2: Title 9, Chapter 8 of the Evanston City Code of 2012, as
amended, is hereby further amended and revised, to read as follows:
9-8-1: DEFINITIONS:
“Assault weapon” means:
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(A) A semiautomatic rifle shall mean and include a rifle with a that has
the capacity to accept a detachable or fixed magazine with a
capacity of fifteen (15) or more rounds. and has one or more of the
following:
(1) A handgun grip without a stock attached;
(2) Any feature capable of functioning as a protruding grip that
can be held by the non-trigger hand;
(3) A folding, telescoping or thumbhole stock;
(4) A shroud attached to the barrel, or that partially or
completely encircles the barrel, allowing the bearer to hold
the firearm with the non-trigger hand without being burned,
but excluding a slide that encloses the barrel; or
(5) A muzzle brake or muzzle compensator; or a flash
suppressor or grenade launcher.
(B) A semiautomatic handgun that has the capacity to accept a shall
mean and include a handgun with a detachable magazine and has
one or more of the following:
(1) Any feature capable of functioning as a protruding grip that
can be held by the non-trigger hand;
(2) A folding, telescoping or thumbhole stock;
(3) A shroud attached to the barrel, or that partially or
completely encircles the barrel, allowing the bearer to hold
the firearm with the non-trigger hand without being burned,
but excluding a slide that encloses the barrel; or
(4) The capacity to accept a detachable magazine at some
location outside of the pistol grip.
(C) A semiautomatic shotgun that with a detachable magazine with a
capacity of six (6) or more rounds. one or more of the following:
(1) Only a pistol grip without a stock attached;
(2) Any feature capable of functioning as a protruding grip that
can be held by the non-trigger hand;
(3) A folding, telescoping or thumbhole stock; or
(4) An ability to accept a detachable magazine.
(D) Any shotgun with a revolving cylinder.
(E) Firearms which have been modified to be operable as an assault
weapon as defined herein.
(F) Short barreled rifles with a barrel length of less than 16 inches.
"Assault weapon" does not include any firearm that has been made permanently
inoperable, is manually operated by bolt, pump, lever, or slide action, any
muzzle-loading rifle, muzzle-loading shotgun, or muzzle-loading pistol which is
designed to use black powder or a black powder substitute and which cannot use
fixed ammunition, or satisfies the definition of "antique firearm”, as defined in this
Section 9-8-1.
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“Detachable magazine” means any ammunition feeding device, box, clip or
drum, the function of which is to deliver one or more ammunition cartridges into
the firing chamber, which can be removed from the firearm without the use of any
tool, including a bullet or ammunition cartridge.
“Muzzle brake” means a device attached to the muzzle of a weapon that utilizes
escaping gas to reduce recoil.
“Muzzle compensator” means a device attached to the muzzle of a weapon that
utilizes escaping gas to control muzzle movement.
“Rifle” shall mean and include a firearm designed, made or retrofitted (1) to be
fired from the shoulder or hip; and (2) uses the energy of the explosive in a fixed
cartridge to fire only a single projectile through a rifled bore for each single pull of
the trigger and shall include any such weapon which may be readily assembled,
altered or restored to fire a fixed cartridge.
“Semi-automatic” shall mean and include a firearm which fires a single projectile
for each single pull of the trigger which automatically inserts the next round for
firing into the firearm chamber using a magazine.
“Shotgun” shall mean and include a firearm designed, made or retrofitted (1) to
be fired from the shoulder or hip; and (2) uses the energy of the explosive in a
fixed shotgun shell to fire a number of projectiles or a single projectile for each
pull of the trigger and shall include any such weapon which may be readily
assembled, altered or restored to fire a fixed shotgun shell.
SECTION 3: Title 9, Chapter 8 of the Evanston City Code of 2012, as
amended, is hereby further amended and revised, to read as follows:
9-8-14: ASSAULT WEAPONS; SALE AND POSSESSION PROHIBITED;
EXCEPTIONS
(A) No person, in the City of Evanston, shall sell, offer or display for
sale, give, lend, transfer ownership of, own, possess or carry any
assault weapon. This subsection shall not apply to:
(1) The sale or transfer to, or possession by any peace officer,
corrections officer, members of the armed forces of the
United States; or the organized militia of this or any other
state; to the extent that any such person is otherwise
authorized to acquire or possess an assault weapon, and is
acting within the scope of his/her duties;
(2) A gun collector, within the confines of his/her permanent
residence, who pursuant to Title I of the Gun Control Act of
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1968 and all regulations issued thereunder, is the holder of a
non-transferable license by the U.S. Department of Justice
Bureau of Alcohol, Tobacco, Firearms and Explosives.
(3) Transportation of assault weapons if such weapons are
broken down and in a nonfunctioning state and are not
immediately accessible to any person.
(B) Any person violating this Section shall be guilty of a misdemeanor
and shall be fined not less than one thousand five hundred dollars
($1,500.00) and/or incarcerated for up to six (6) months for each
offense.
9-8-15: CONFISCATION AND DISPOSITION OF ASSAULT WEAPONS
(A) Any assault weapon possessed, sold or transferred in violation of
Section 9-8-14 is hereby declared to be contraband and shall be
seized and disposed of. Whenever any assault weapon is
surrendered or confiscated pursuant to this Section, the Evanston
Police Department shall determine whether such assault weapon is
needed as evidence or warrants further investigation and if the
same is not needed as evidence, it shall be destroyed.
(B) A record of the date and method of destruction the assault weapon
so destroyed shall be maintained.
SECTION 4: All ordinances or parts of ordinances in conflict herewith are
hereby repealed.
SECTION 5: This ordinance shall be in full force and effect simultaneous
with the enactment of Public Act 98-0063 into law for the State of Illinois.
SECTION 6: The findings and recitals contained herein are declared to be
prima facie evidence of the law of the City and shall be received in evidence as
provided by the Illinois Compiled Statutes and the courts of the State of Illinois.
SECTION 7: If any provision of this Ordinance or application thereof to any
person or circumstance is held unconstitutional or otherwise invalid, such invalidity shall
not affect other provisions or applications of this Ordinance that can be given effect
without the invalid application or provision, and each invalid provision or invalid
application of this Ordinance is severable.
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Introduced:_________________, 2013
Adopted:___________________, 2013
Approved:
__________________________, 2013
_______________________________
Elizabeth B. Tisdahl, Mayor
Attest:
_______________________________
Rodney Greene, City Clerk
Approved as to form:
_______________________________
W. Grant Farrar, Corporation Counsel
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For City Council meeting of July 15, 2013 Item SP2
Consideration of Snow Parking Regulation Fee Increase
For Discussion
To: Honorable Mayor and Members of the City Council
From: Suzette Robinson, Director of Public Works
Jim Maiworm, Superintendent of Streets and Sanitation
Subject: Snow Regulation Fee Increase
Date: July 11, 2013
Recommended Action:
Staff recommends that City Council consider an increase of the fines for snow related
parking regulations.
Summary:
A PowerPoint presentation will be presented to the City Council on Monday July 15 ,
2013. Staff will discuss with the City Council the proposed increase in snow regulation
fines.
Memorandum
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For City Council meeting of July 15, 2013 Item SP3
Resolution 42-R-13: Arrington Foundation Gift Agreement
For Action
To: Honorable Mayor and Members of the City Council
From: Douglas Gaynor, Director of Parks, Recreation and Community Services
Subject: Resolution 42-R-13 Arrington Foundation Gift Agreement.
Date: July 2, 2013
Recommended Action:
Staff recommends that City Council authorize the City Manager to execute an
Agreement with the Arrington Foundation to accept a donation in the amount of
$500,000 for the renovation of the lagoon in Dawes Park.
Funding Source:
The project cost is estimated at just over $1.5 million.
OSLAD Matching Grant $ 400,000
Arrington Foundation Gift (as grant match) $ 500,000
2013 City Commitment $ 270,000
2014 City Commitment $ 500,000
$1,670,000
Summary:
Among several specific improvements in the Parks, Recreation and Community
Services Department Lake Front Master Plan, is the total renovation of the lagoon and
its surrounding area. Mayor Elizabeth Tisdahl, Alderman Judy Fiske, Alderman
Melissa Wynne and Parks, Recreation and Community Services Director Douglas
Gaynor, negotiated a philanthropic donation agreement with the Arrington Foundation in
the amount of $500,000 to fund, in part, the restoration and renovation of the City of
Evanston Lagoon located in Dawes Park.
In addition, the department applied for and received an Open Space and Land
Acquisition and Development (OSLAD) Grant in the amount of $400,000. The grant is a
50% matching grant. The donation gift will be used for the match. The City committed a
sum of $270,000 in Fiscal Year 2013 and intends to commit an additional $500,000 in
Fiscal Year 2014 for use in support of the design and Construction of the project. The
project is currently out to bid.
Attachments:
Resolution 42-R-13
The Arrington Foundation Gift Agreement
Memorandum
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42--R-13
A RESOLUTION
Authorizing the City Manager to Execute a Gift Agreement with the
Arrington Foundation for the Restoration of the Dawes Park Lagoon
WHEREAS, the City intends to restore the lagoon at Dawes Park; and
WHEREAS, the Arrington Foundation has agreed to donate five hundred
thousand dollars ($500,000.00) to the City to defray the costs of said restoration, in
return for the City re-naming the lagoon the “Arrington Lakefront Lagoon”; and
WHEREAS, the City and the Arrington Foundation seek to enter into an
agreement providing for said donation and naming rights,
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS, THAT:
SECTION 1: The foregoing recitals are hereby found as fact and
incorporated herein by reference.
SECTION 2: The City Manager is hereby authorized and directed to
sign, and the City Clerk hereby authorized and directed to attest, on behalf of the City,
the Gift Agreement set forth in Exhibit 1.
SECTION 3: The City Manager is hereby authorized and directed to
negotiate any additional conditions or terms of the Agreement as may be determined to
be in the best interest of the City.
SECTION 4: This resolution shall be in full force and effect from and after
the date of its passage and approval in the manner provided by law.
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42--R-13
~ 2 ~
_______________________________
Elizabeth B. Tisdahl, Mayor
Attest:
_______________________________
Rodney Greene, City Clerk
Adopted: __________________, 2013
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42--R-13
~ 3 ~
EXHIBIT 1
Gift Agreement Between the City and the Arrington Foundation
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Page 1 of 7
THE ARRINGTON FOUNDATION GIFT AGREEMENT
This Gift Agreement (the “Agreement”) is made this ____ day of _______, 2013 by and among
THE ARRINGTON FOUNDATION, an Illinois not-for-profit corporation (hereinafter referred to
as “the Donor”), and the CITY OF EVANSTON, an Illinois home rule municipal corporation
(hereinafter referred to as “the City”).
The Donor and the City agree as follows:
1. Donor Commitment. The Donor hereby pledges to the City the sum of Five Hundred
Thousand and no/100 Dollars ($500,000.00) (“Gift”) which as provided for herein is
designated for the benefit of the City of Evanston.
2. Donor Purpose. It is understood and agreed that the Gift will be used for the following
purposes:
a. To fund, in part, the restoration and renovation of the City of Evanston Lagoon,
located in Dawes Park (the “Project”). Attached as Exhibit “A” is the scope of
work for the Project and the restoration shall be completed in conformance with
this scope of work. Attached as Exhibit “B” are illustrative plans for the Project.
Donor acknowledges and agrees that the City is managing the Project but he shall
have the ability to participate in the Project specifications and management of the
completion of the Project.
b. To pay for the signage and installation of said signage in recognition of William
Russell Arrington ("Arrington") in his honor. The City of Evanston Lagoon in
Dawes Park will be re-named, after City Council review and approval, as the
“Arrington Lakefront Lagoon” in perpetuity. The Donor shall be involved in the
design, location, and installation of the signage for the re-naming of the lagoon.
Attached as Exhibit “C” are drawings depicting the intended design of this signage.
3. City Commitment. The City committed a sum of Two Hundred and Seventy Thousand
and no/100 Dollars ($270,000.00) in Fiscal Year 2013 and intends to commit an additional
Five Hundred Thousand and no/100 Dollars ($500,000.00) in Fiscal Year 2014 for use in
support of the design and construction of the Project.
4. State of Illinois Commitment. The State of Illinois has awarded the City an Open Space
and Land Acquisition and Development (“OSLAD”) Grant in the amount of Four Hundred
Thousand and no/100 Dollars ($400,000.00), the funding will be used for the design and
construction costs of the Project.
5. Gift Payment. It is further understood and agreed that the Gift will be paid in accordance
with the following payment schedule outlined in this section and upon sixty (60) days
written notice to the Donor by the City. It is also understood and agreed that the Gift funds
received may be invested at the discretion of the City pending distribution to the purpose(s)
described herein:
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a. Design Development Completion: Upon completion of the design development
documents, but in no event prior to October 1, 2013, the Donor shall issue a check
to the City for one-third (1/3) of the total Gift amount, or One Hundred Sixty-Six
Thousand Six Hundred Sixty-Seven and no/100 Dollars ($166,667.00).
b. Construction Document Completion: Upon completion of the construction
documents, but in no event prior to January 1, 2014, the Donor shall issue a second
check to the City for one-third (1/3) of the total Gift amount, or One Hundred
Sixty-Six Thousand Six Hundred Sixty-Seven and no/100 Dollars ($166,667.00).
c. Bid Award: Upon City Council bid award, but in no event prior to May 1, 2014,
the Donor shall issue a third and final check to the City for one-third (1/3) of the
total Gift amount, or One Hundred Sixty-Six Thousand Six Hundred Sixty-Six and
no/100 Dollars ($166,666.00).
6. Naming/Approvals. The proposed naming of the Lagoon must be mutually acceptable to
the Donor and the City and must be approved in writing by both the Donor and the City
Manager. Nothing herein shall be interpreted as requiring the City to undertake
construction or commence any capital project without all required approvals.
7. Intent. It is the agreement of the parties and the intention and wish of the Donor that this
Gift and any unpaid promised installment under this Agreement shall constitute the
Donor’s binding obligation and shall be enforceable at law and equity including, without
limitation, against the Donor and the Donor's successors and assigns. The Donor
acknowledges that the City is relying, and shall continue to rely, on the Donor’s Gift being
fully satisfied as set forth herein.
8. Recognition by the City. To honor the Donor, and to express the appreciation of the City,
publicity in the form of news announcements, both internal and external, will be made with
the permission of the Donor. Donor grants the City permission to use its name and
likeness and its President’s name and likeness related to the publicity. All printed
materials and press release publicizing City-sponsored events at Dawes Park shall make
mention of the “Arrington Lakefront Lagoon at Dawes Park.”
9. Notices. All notices permitted or required hereunder must be in writing and shall be
effected by (i) personal delivery, (ii) first class mail, registered or certified, postage fully
prepaid, or (iii) reputable same-day or overnight delivery service that provides a receipt
showing delivery date and time, addressed to the following parties, or to such other address
as any party may, from time to time, designate in writing in the manner as provided herein:
To City: PRCS Director
City of Evanston
2100 Ridge Avenue
Evanston, IL 60201
847-448-4311
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To Donor: The Arrington Foundation
929 Edgemere Court
Evanston, IL 60201
Any written notice, demand or communication shall be deemed received immediately if
personally delivered or delivered by delivery service to the addresses above, and shall be
deemed received on the third day from the date of postmark if delivered by mail.
10. Default. In the event of failure by either party hereto substantially to perform any
material term or provision of this Agreement, the non-defaulting party shall have those
rights and remedies provided herein.
a. Notice of Default: In the event of an alleged default, the non-defaulting party
shall provide to the defaulting party a written notice of default, identifying with
specificity the nature of the alleged default and the manner in which said default
may be satisfactorily be cured.
b. Cure of Default: Upon the receipt of the notice of default, the alleged defaulting
party shall promptly commence to cure, correct, or remedy such default within
ninety (90) days and shall continuously and diligently prosecute such cure,
correction or remedy to completion.
c. Remedy: In the event of a default by either Party of the terms of this Agreement
that has not been cured within the timeframe set forth herein, the non-defaulting
Party, at its option, may terminate this Agreement or institute legal action in law or
in equity to cure, correct, or remedy such default, enjoin any threatened or
attempted violation, or enforce the terms of this Agreement.
11. Governing Law. The internal laws of the State of Illinois, without regard to principles of
conflicts of law, shall govern the interpretation and enforcement of this Agreement.
12. Non-Liability of City Officials and Employees. No member, official, agent, legal
counsel or employee of the City shall be personally liable to the Donor, or any successor in
interest in the event of any default or breach by the City under the terms of this Agreement.
13. Binding Effect. This Agreement, and the terms, provisions, promises, covenants and
conditions herein, shall be binding upon and shall inure to the benefit of the parties hereto
and their respective heirs, legal representatives, successors and assigns.
14. Authority to Sign. The Parties hereby represents that the persons executing this
Agreement on their behalf have full authority to do so and to bind the Parties to perform
pursuant to the terms and conditions of this Agreement.
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15. Amendment. By mutual consent of the City and the Donor or the Donor’s legally or duly
appointed agent or attorney-in-fact, any provision of this Agreement may be amended,
modified, or deleted. Any such changes, deletions or additions shall be recorded in written
signed addenda, which shall form part of this Agreement.
16. Entire Agreement. This Agreement contains the entire understanding of the parties with
respect to the subject matter of the Agreement and is subject to the laws of the State of
Illinois. This Agreement also supersedes all other agreements and understandings, both
oral and written, between the parties relating to the subject matter of the Agreement.
17. No Waiver. The failure of any party to insist upon strict performance of any of the terms,
covenants, or conditions hereof shall not be deemed a waiver of any rights or remedies
which that party may have hereunder, at law or in equity and shall not be deemed a waiver
of any subsequent breach or default in any of such terms, covenants, or conditions.
18. Severability. If any provision of this Agreement or any application thereof is held invalid,
illegal or unenforceable, the remaining provisions of this Agreement and any other
application of such provision shall remain unimpaired and shall continue in full force and
effect.
19. Counterparts. This Agreement may be executed in two (2) or more counterparts, each of
which shall be deemed an original and all of which together shall constitute one and the
same instrument. A facsimile copy of a signature shall be as binding as an original
signature.
IN WITNESS WHEREOF, the Parties hereto have executed this Agreement as of the day
and year first written above by their respective officers thereunto duly authorized.
THE ARRINGTON FOUNDATION, CITY OF EVANSTON,
an Illinois not-for-profit corporation an Illinois home rule municipal corporation
By: By:
Name: Michael Arrington Name: Wally Bobkiewicz
Title: President Title: City Manager
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EXHIBIT A
Scope of Work
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EXHIBIT A
1
Arrington Lakefront Lagoon – Scope of Work
1. Reconstruct and widen the crushed stone pathway surrounding the lagoon.
2. Reconstruct and redesign the patio space surrounding and immediately south of
the lagoon shelter. This work will also include pathway modifications at the
approach walkways from the Sheridan/Church intersection to the northwest.
3. Repair and enhance existing stage and ramp pavements.
4. Enhance the lagoon with new site furnishings such as benches, café seating,
trash receptacles, recycling receptacles and bike racks. Existing donor plaques
currently on several of the benches will be salvaged and reinstalled in similar
locations on new benches.
5. Enhance landscaping on the island and at the waterfall.
6. Construct a donor recognition sign and commemorative plaque to identify the
site.
7. Provide repairs such as tuckpointing, cleaning and reconstruction to deteriorated
masonry elements.
8. Provide code required Americans with Disabilities (ADA) improvements.
9. Reconstruct the lagoon’s mechanical system including replacement of jets, water
lines, electric lines, suction lines, suction pit, pumping equipment and accent
lighting.
10. Repair/waterproof the lagoon’s existing basin.
11. Reconstruct the stone waterfall.
12. Replace deteriorated security, stage and flood lighting and add accent lighting.
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EXHIBIT B
Project Plans
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EXHIBIT C
Proposed Signage
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For City Council meeting of July 15, 2013 Item SP4
Business of the City by Motion: Compensation Study
Accept and Place on File
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Assistant City Manager / CFO
Cheryl Chukwu, Human Resources Division Manager
Subject: Comprehensive Non-Union Compensation Study
Date: July 15, 2013
Recommended Action:
Staff recommends acceptance of the recommendations of Evergreen Solutions, LLC,
the company which conducted a comprehensive compensation study for all non-union
positions within the City of Evanston. City Manager Wally Bobkiewicz intends to
implement Phases 1, 2, and 3 be in 2013 at an estimated annual cost of $59,307. The
recommended changes will not exceed the current budget allocation for wages.
Phase 1 of the plan is to adopt the proposed play plan, by slotting individual
classifications into the plan based on external equity status and internal equity
hierarchy.
Phase 2 of the plan is to slot individual incumbents into the new compensation
system. In this phase, it was determined that 9 individuals fell below the
proposed pay grade minimum. The total approximate cost of this step is $42,360.
Phase 3 of the plan is to place hourly n on-union employees, who are below
midpoint of their scale, on the nearest defined step of their scale. To place the
33 employees on their closest step costs approximately $16,947.
Funding Source:
The recommended changes in wages recommended in phases 1, 2, and 3 will not
exceed the current budget allocation for wages.
Summary:
Since January of 2008, 93 people have vacated non-union positions via ERI,
resignations, retirements, terminations, and position eliminations. Forty-one non-union
employees have joined the organization since 1/1/08, and 9 employees have been
promoted into non-union positions. Few of the vacated positions were refilled as they
previously existed; most were modified within the context of major departmental
reorganizations. In short, the City is not the same organization it was 8 years ago.
Memorandum
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In August, 2012, Evergreen Solutions was retained by the City of Evanston to conduct a
comprehensive Compensation and Classification Study of all nonunion positions in the
organization (125 titles filled by 200 employees). The methodology and work plan
developed to conduct this study was designed to address internal and external equity.
By reviewing the skills, capabilities and duties of each position, it can be determined
whether similar positions are being compensated in a similar manner within the
organization. External equity deals with the placement of an organization in a relative
employment market and affects an employer’s ability to recruit and retain quality
employees. As part of the study, Evergreen was tasked with:
1) Collecting and reviewing current environmental data present at the City;
2) Conducting a market salary and benefit survey;
3) Conducting a classification analysis to assess internal equity and the
efficiency of the current classification plan;
4) Developing strategic positioning recommendations using market date and
best practices;
5) Developing a compensation structure and cost transition schedule for the
City; and
6) Developing and submitting draft and final reports summarizing findings and
recommendations.
The final report addressing these issues is attached.
Employee engagement in this process took several forms. All non-union employees
had the opportunity to attend and participated in an Orientation/Focus Group Session.
All non-union employees were required to complete an on-line Job Assessment Tool
(JAT), and update their job descriptions if necessary. All supervisors and directors were
required to review and comment on their employees JATs. All directors were presented
with draft reports throughout the process and participated in discussions about
classification and compensation recommendations. HR staff is prepared to meet with
every non-union employee to share findings related to their classification.
This compensation study has helped us define our new normal and establish an
updated non-union pay system that is fair and competitive, both internal and externally.
In completing this study the City has also received an application by which we can
adjust our classification system using the same methods employed by Evergreen.
Because the City will continue to change our service delivery methods to meet
community demands, our ability to maintain a pay plan based on sound procedures and
documentation will be a tremendous asset.
Legislative History:
This study was part of the approved 2012 Budget proposal. Council approved
contracting the services of Evergreen Solutions, LLC on May 19, 2012
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Compensation and Classification Study for
City of Evanston, IL
FINAL REPORT
May 7, 2013
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Evergreen Solutions, LLC Page 1-1
INTRODUCTION
In August, 2012, Evergreen Solutions was retained by the City of Evanston, IL (City) to
conduct a comprehensive Compensation and Classification Study of all non-union positions
in the organization. The methodology and work plan developed to conduct this
compensation and classification study is designed to address internal and external equity.
Internal equity relates to the fairness of an organization’s compensation practices among its
current employees and how well the compensation of each position reflects the relative
value of that role to the City. Specifically, by reviewing the skills, capabilities, and duties of
each position, it can be determined whether similar positions are being compensated in a
similar manner within the organization. External equity deals with the placement of an
organization in a relative employment market and affects an employer’s ability to recruit and
retain quality employees. As part of the study, Evergreen Solutions, LLC was tasked with:
• Collecting and reviewing current environmental data present at the City.
• Conducting a market salary and benefit survey and providing feedback to the City
regarding current market competitiveness.
• Conducting a classification analysis to assess internal equity and the efficiency of the
current classification plan.
• Developing strategic positioning recommendations using market data and best
practices.
• Developing a compensation structure and cost transition schedule for the City.
• Developing and submitting draft and final reports summarizing findings and
recommendations.
1.1 STUDY METHODOLOGY
Evergreen Solutions combines qualitative as well as quantitative data analysis to produce an
equitable solution in order to maximize the fairness and competitiveness of an
organization’s compensation structure and practices. Project activities included:
• conducting a project kick-off meeting;
• conducting orientation sessions with employees;
• facilitating employee focus group sessions;
• conducting a salary and benefit survey;
EVERGREEN SOLUTIONS, LLC
Chapter 1 - Introduction
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• developing recommendations for compensation management;
• developing detailed implementation plans; and
• creating draft and final reports.
Kickoff Meeting
The kickoff meeting provides an opportunity to discuss the history of the organization,
finalize the work plan, and begin the data collection process. Data collection of relevant
background material (including existing pay plans, organization charts, policies, procedures,
training materials, job descriptions, and other pertinent material) is part of this process.
Orientation Sessions
The orientation sessions are designed to brief employees and supervisors on the purpose
and major processes of the study. This process is intended to address any questions and
resolve any misconceptions about the study and relevant tasks. In addition, employees are
asked about their experience with the organization and to identify any concerns they have
about compensation. This information provides some basic perceptional background as
well as a starting point for the research process.
Salary Survey
The external market is defined as identified peers that have similar characteristics,
demographics, and service offerings as the target organization and benchmark positions are
indentified from each area and level of the organization and typically include a large cross-
section of positions at the City. Once the target and benchmark information is finalized, a
survey tool is created to solicit salary and benefits information from each of the peer
organizations. When the results are received, the data are analyzed, cleaned, and entered to
provide aggregate findings.
Solution Creation - Pay Schedule and Implementation Costing
Solution creation follows agreement on the structure of the compensation system. During
this phase, desired range spreads (distance from minimum to maximum) and midpoint
progressions (distance from the midpoint of one pay grade to the next) are established.
Once the structure is created, jobs can be slotted into the proposed pay grade structure
using market data and Client Project Manager (CPM) feedback.
As part of the study, the organization identifies its desired market position. Subsequently,
the pay plan and job slotting within the system can be adjusted to account for this desired
position in the market.
The final step, in the creation of the solution, is to identify the costs associated with each
step of the analysis. The data from the job slotting are applied to the individual incumbents
in the organization. This allows the City to view the total costs associated with the structural
changes. Information is then provided to the City on various ways to implement the
proposed structure and possible adjustments that can be made to address any remaining
issues.
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1.2 REPORT ORGANIZATION
This report includes the following chapters:
• Chapter 2 - Employee Outreach
• Chapter 3 - Assessment of Current Conditions
• Chapter 4 - Market Survey Summary
• Chapter 5 – Solution
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EMPLOYEE OUTREACH
The Evergreen Solutions team conducted a series of employee orientation and focus group
sessions over the course of a week in late summer, 2012. Questions were designed to
solicit input on a number of topics related to the compensation and classification study.
Findings from focus groups and interviews are separated by category below.
General Feedback
Employees commonly regard the City as a positive place to work, however in recent years
the fiscal conditions and toughening job market have pushed morale lower. Employees did
have several positive comments regarding working for the City including the following:
• Employees regularly cited the benefits package as one of the primary reasons for
both joining the City as well as remaining employed there.
• Many sited the City’s location and their relatively short commute as positive
aspects of their jobs.
• Several employees noted that there are opportunities for upward mobility within
the City. Some disagree with this, but this is not surprising in smaller departments
with flatter organizational structures.
• Participants in the focus groups noted that they have a relatively strong sense of
job security with the City.
• Some participants appreciate the change of pace coming from the private sector
and moving into the public sector, noting personal improvement in work-life-
balance.
• The constriction of the economy has caused people to appreciate their jobs
significantly.
Benefits Observations
A strong majority of employees were pleased with the benefits package offered by the City to
its employees. In fact, many employees stated that it was one of the main reasons for
coming to work and staying employed with the City.
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Chapter 2 - Summary of Employee Outreach
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• General comments were made about the increasing cost and apparent decrease
in quality of the health plan coverage.
• Some employees feel the compensation for unused sick and vacation time is
unfair.
• Employees not in labor unions wish they could receive some of the same
treatment as union workers, in particular, the longevity program was mentioned a
number of times.
• Employees feel that being penalized by having an “unscheduled occurrence”
where sick time is used is unfair. It is impossible to plan when you will be sick so
they feel they should not be counted against. This results in some employees
coming to work sick to avoid “punishment”.
• General comments on the expense and quality of coverage for secondary health
benefits such as vision and dental were made. Many feel these programs are not
as generous or comprehensive as they could be.
Compensation Issues
City staff offered several comments related to compensation, these included:
• With the employees that have come to work for the City from the private sector,
there is a sense that salaries are less competitive with this segment of the
market. Some of this is unavoidable, especially in a major metropolitan area such
as Evanston is a part of.
• Some employees feel they are not being fairly compensated given the level and
volume of work being performed.
• Every group met with noted the length of time (two years) since any pay increase
was given. This was commonly referred to as a COLA or Cost of Living Adjustment.
Others noted it had been three years since merit pay was awarded.
• Managers and employees alike mentioned furlough days being a demotivating
factor affecting people’s personal budgets and job satisfaction.
• Internal equity related to the perceived disparity between employees and their
direct supervisors was noted by a number of meeting participants. Some feel that
the compensation gap between supervisor and employee is too wide.
• Managers and supervisors observe that the City does not place enough emphasis
on retention of high quality employees with regard to how it prioritizes
compensation.
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Classification Issues
Many of the directors, supervisors, and employees provided the Evergreen Solutions team
with issues specific to individual classifications which were analyzed during the JAT process.
More general issues included:
• A few individuals said that some jobs have out-grown their initial design and are
performing duties far outside the original intent of the position.
• There is a strong concern with the degree to which new duties and responsibilities
are expanding over time without proper changes to the descriptions of duties.
• Some employees noted that technically inclined classifications are not updated
frequently enough and descriptions are observed to still contain references to
very outdated systems.
• Several employees noted that catch-all phrases included in job descriptions such
as “other duties as assigned” are misused in the City to allow for wide and
seemingly illogical variance in work performed.
• Many employees observe that even though the City seems to have a very large
number of unique job titles, that even these more specific titles don’t capture the
work being performed. Moreover, some observe that class titles and descriptions
are too broad and apply to too diverse a group of employees.
• Some employees feel that the City should narrow the classifications down. Some
are so broad that they should be divided into multiple jobs. An Operator I operates
a lawnmower in parks, but an Operator I in public works might operate
medium/heavy equipment.
• It was observed by some participants that job titles often did not reflect the actual
work being performed in the job and that job descriptions overall needed to be
updated.
Market Peers
Focus group and interview participants were asked to name those organizations that they
considered to be market peers. These are organizations that the focus group and interview
participants felt are the biggest competitors to the City in terms of compensation, benefits,
and other intrinsic qualities such as working conditions. Their responses are listed below:
• Rockford, IL
• Skokie, IL
• Glencoe, IL
• Evanston Township High School
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• Northwestern University
• Evanston area hospitals
• NorthShore University and St. Francis
• Oak Park, IL
• Private sector employers of many kinds
• RAILS Library group
• Local YMCA
• Feeding America (non-profit)
• Glenview, IL
SUMMARY
In closing, the City finds itself in a position not uncommon among public entities in suburban
metro areas. The pressures of a struggling job and housing market are causing predictable
anxiety among employees at all levels within the organization. The City’s location among the
Chicago metropolitan area and institutions of higher learning means that local governments
in this area are in a highly competitive and dynamic labor market. In times of economic
uncertainty, recovery in limited pockets of the market can cause periods of intense turnover.
The City of Evanston is in a position where such turnover can possibly be avoided pending
the outcome of this study. The feedback received from employees, supervisors, managers
and department heads will go a long way in identifying trends in perception as to which
aspects of compensation and classification are strong and which offer opportunities for
improvement within the City.
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The purpose of this statistical evaluation is to provide an overall assessment of the structure
of the compensation plan in place within the City of Evanston (City) and a brief analysis of
the employee demographics within the organization. Data included here reflect the
demographics in place at present and should be considered a snapshot in time. The data
contained within this report provide fertile ground for more detailed analysis and
recommendations through the course of this study, but will not be sufficient cause for
recommendations on its own. By reviewing information about the organization’s
compensation structure, philosophies, and employee demographics, Evergreen Solutions
can gain a better understanding of the structures and methods in place that will help
identify issues for both further review and potential revision.
Pay Plan Analysis
The City currently has two pay structures, one for Exempt employees and one for Non-
Exempt employees, both of which place employees into pay grades by classification. The pay
plan for Exempt employees is organized in an open-range configuration where there is an
established minimum and maximum salary whereby employees then progress through the
ranges through the course of a career. The pay plan for Non-Exempt employees also has
fixed minimum and maximum salaries for each grade. However, it is organized in a step
configuration with each step representing a new salary within the range. Each grade has six
steps with approximately a 4% increase in salary with an increase in step.
The non-exempt pay plan contains 41 grades of which 20 are currently occupied by at least
one employee. Range spreads are between 21 and 33 percent for all of the grades, with an
average range spread of 25 percent. The Exempt pay plan contains 10 grades all of which
are currently occupied by at least one employee. Range spreads are between 34 and 55
percent for all of the exempt grades.
Exhibit 3A-1 and 3A-2 on the following pages illustrates the City’s present pay plan. Grade C
possesses the highest number of Exempt employees, with 16. For the Non-Exempt pay plan,
the grades with the highest number of employees are 27 and 33, which account for 12
employees each. Of the 12 employees in pay grade 27, 11 of them are Recreation Program
Managers.
EVERGREEN SOLUTIONS, LLC
Chapter 3 – Assessment of Current
Conditions
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Exhibit 3A-1
City of Evanston Current Non-Exempt Non-Union Pay Plan
Source: Evergreen Solutions, May 2013
Grade Minimum Midpoint Maximum Range
Spread Employees
13 27,212$ 30,744$ 34,276$ 26%7
16 31,965$ 35,410$ 38,855$ 22%-
17 31,965$ 36,251$ 40,536$ 27%-
18 33,440$ 37,807$ 42,175$ 26%-
19 34,937$ 39,396$ 43,855$ 26%-
20 36,371$ 40,911$ 45,451$ 25%-
21 37,908$ 42,719$ 47,530$ 25%-
22 39,547$ 44,420$ 49,293$ 25%-
23 41,146$ 46,249$ 51,352$ 25%-
24 42,785$ 48,151$ 53,516$ 25%1
25 44,342$ 50,010$ 55,678$ 26%9
26 46,371$ 52,190$ 58,009$ 25%-
27 48,091$ 54,363$ 60,635$ 26%12
27A 48,665$ 54,987$ 61,308$ 26%-
28 50,100$ 56,639$ 63,178$ 26%4
28A 50,550$ 57,179$ 63,808$ 26%-
29 52,211$ 59,122$ 66,034$ 26%2
29A 52,743$ 59,966$ 67,189$ 27%-
30 54,320$ 61,500$ 68,680$ 26%-
30A 54,772$ 62,051$ 69,330$ 27%1
31 56,594$ 64,087$ 71,579$ 26%7
31A 57,067$ 64,606$ 72,145$ 26%-
32 59,156$ 66,858$ 74,560$ 26%8
33 61,637$ 69,506$ 77,375$ 26%12
S33 62,292$ 70,217$ 78,143$ 25%1
34 64,423$ 72,547$ 80,672$ 25%7
S34 65,024$ 73,219$ 81,413$ 25%3
35 67,005$ 75,351$ 83,697$ 25%3
S35 68,236$ 76,897$ 85,558$ 25%3
S35A 68,236$ 79,663$ 91,091$ 33%2
36 69,833$ 78,445$ 87,057$ 22%6
36A 70,385$ 79,152$ 87,918$ 22%-
37 72,742$ 81,632$ 90,523$ 21%2
37A 73,192$ 82,309$ 91,427$ 22%-
38 75,488$ 84,875$ 94,262$ 22%5
39 78,704$ 88,436$ 98,168$ 22%-
40 81,655$ 92,043$ 102,431$ 22%-
41 84,934$ 95,762$ 106,590$ 22%-
42 88,315$ 99,553$ 110,791$ 22%-
43 91,963$ 103,592$ 115,222$ 22%-
44 95,774$ 107,766$ 119,758$ 22%1
Non-Exempt Non-Union
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Exhibit 3A-2
City of Evanston Current Exempt Pay Plan
Source: Evergreen Solutions, May 2013
It is important to have an organized pay structure because it gives employees something to
work towards and also helps clear confusion about future salary increases or equity among
different pay grades. Additionally, an established pay structure allows the organization to
address problems regarding compression within job classifications and compression among
different grades with a sense of consistency and thoroughness.
Consideration of the external market as well as the need for internal equity among
classifications will also benefit the organization in a number of ways. A competitive pay
structure will allow the City to be an effective recruiter in the marketplace, contribute to a
reduction in employee turnover, set the precedent to offer comparable base salaries for
positions, and give employees ample room for upward growth and motivation for
professional development, all of which the present compensation plan has potential to do.
Grade Placement Analysis
In assessing the overall effectiveness of an organization’s pay plan and policies, it is often
helpful to analyze a snapshot in time of where employee salaries stand in comparison to the
range in which they are placed. An organization with no career ladder, for example, which
limits the methods by which employees are able to progress through the ranges, would be
expected to reveal a large clustering of employees at or near the minimum of their pay
grades assuming most employees are hired at the minimum. An organization with severely
uncompetitive range values may have employees clustered near the top of their ranges
because the organization is required to pay them the most possible in order to limit
turnover. These situations as well as others may reveal themselves through the analysis of
grade placement data and for that reason it is analyzed in this segment of the report.
Grade Minimum Midpoint Maximum Range Spread Positions
G 51,095$ 61,165$ 71,236$ 39%3
F 57,800$ 68,167$ 78,533$ 36%9
E 64,171$ 75,021$ 85,870$ 34%9
D 65,373$ 79,926$ 94,479$ 45%12
C 68,995$ 87,845$ 106,695$ 55%16
B 86,351$ 106,997$ 127,642$ 48%7
FDCH 86,351$ 106,997$ 127,642$ 48%3
POCOMM 86,351$ 106,997$ 127,642$ 48%9
PODECH 94,748$ 117,090$ 139,432$ 47%3
A 105,700$ 130,320$ 154,941$ 47%10
Exempt
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Grade midpoint is often considered the most accepted market average. Therefore, it is
important to examine the percentages of employees at the City who fall above and below the
calculated midpoint of their respective pay grade. In an effort to refine the results, only pay
grades with existing incumbent positions have been included in this analysis. Also, positions
without a pay grade have been removed from this section of the analysis. The following
exhibits detail this information for each pay grade.
Exhibit 3B shows that across all employees in the City’s pay plan, 4 employees (or 2.2
percent) are at the minimum of their respective pay grade and 4 employees (or 2.2 percent)
are at the maximum of their respective pay grade. Being at the grade minimum is typically a
sign of a newer employee who has not had the opportunity or experience necessary to
progress from that entry level of compensation, or that an employee has just been promoted
into a new pay grade. Contrarily, being at the grade maximum is typically a sign of an
established employee who has had the opportunity or experience necessary to progress to
the top of compensation, or that an employee may be nearing an opportunity of promotion
and which would result in a reclassification into a new pay grade. This analysis shows that
there are a not too many employees clustering at the minimum but a considerable amount
at the maximum of their pay grade. Analysis of market peers for this statistic was not
conducted so we cannot be sure how this compares at that level, but it is higher than is
typical.
Exhibit 3C on page 3-5 provides the breakdown of employees above and below midpoint by
pay grade. The exhibit shows that 45 employees (25.3 percent) are below the midpoint of
their respective pay grades, while 132 (74.7 percent) lie above the midpoint of their
respective pay grade. This imbalance of percent of employees above and below midpoint
indicates that the City has many more employees above the midpoint of their pay grade than
below midpoint. Too many employees above or below midpoint can result in compression
within a pay grade. To further explore this analysis, an examination of the quartiles of each
pay range can be completed.
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Exhibit 3B
Employees at Minimum and Maximum by Pay Grade
Source: Evergreen Solutions, May 2013
Grade Emps # at Min % at Min # at Max % at Max
13 7 0 0.0%0 0.0%
24 1 1 100.0%0 0.0%
25 9 0 0.0%0 0.0%
27 12 0 0.0%0 0.0%
28 4 1 25.0%0 0.0%
29 2 0 0.0%0 0.0%
30A 1 0 0.0%0 0.0%
31 7 0 0.0%0 0.0%
32 8 1 12.5%0 0.0%
33 12 0 0.0%0 0.0%
S33 1 0 0.0%0 0.0%
34 7 1 14.3%0 0.0%
S34 3 0 0.0%0 0.0%
35 3 0 0.0%0 0.0%
S35 3 0 0.0%0 0.0%
S35A 2 0 0.0%0 0.0%
36 6 0 0.0%1 16.7%
37 2 0 0.0%0 0.0%
38 5 0 0.0%1 20.0%
44 1 0 0.0%0 0.0%
A 10 0 0.0%0 0.0%
B 7 0 0.0%0 0.0%
C 17 0 0.0%0 0.0%
D 12 0 0.0%2 16.7%
E 9 0 0.0%0 0.0%
F 9 0 0.0%0 0.0%
G 3 0 0.0%0 0.0%
FDIVCH 3 0 0.0%0 0.0%
POCOMM 9 0 0.0%0 0.0%
PODECH 3 0 0.0%0 0.0%
Total 178 4 2.2%4 2.2%
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Exhibit 3C
Employees Above and Below Midpoint by Pay Grade
Source: Evergreen Solutions, May 2013
Grade Employees # < Mid % < Mid # > Mid % > Mid
13 7 2 28.6%5 71.4%
24 1 1 100.0%0 0.0%
25 9 3 33.3%6 66.7%
27 12 3 25.0%9 75.0%
28 4 3 75.0%1 25.0%
29 2 0 0.0%2 100.0%
30A 1 0 0.0%1 100.0%
31 7 0 0.0%7 100.0%
32 8 5 62.5%3 37.5%
33 12 2 16.7%10 83.3%
S33 1 0 0.0%1 100.0%
34 7 4 57.1%3 42.9%
S34 3 2 66.7%1 33.3%
35 3 0 0.0%3 100.0%
S35 3 1 33.3%2 66.7%
S35A 2 0 0.0%2 100.0%
36 6 1 16.7%5 83.3%
37 2 0 0.0%2 100.0%
38 5 0 0.0%5 100.0%
44 1 1 100.0%0 0.0%
A 10 1 10.0%9 90.0%
B 7 4 57.1%3 42.9%
C 17 1 5.9%16 94.1%
D 12 3 25.0%9 75.0%
E 9 7 77.8%2 22.2%
F 9 2 22.2%7 77.8%
G 3 1 33.3%2 66.7%
FDIVCH 3 0 0.0%3 100.0%
POCOMM 9 0 0.0%9 100.0%
PODECH 3 0 0.0%3 100.0%
Total 178 47 26.4%131 73.6%
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Quartile Analysis
To determine where employee salaries fall within the pay structure, each pay grade was
divided into four equal quartiles, and employees were assigned a quartile based on where
their salary fell. Exhibit 3D, on the page that follows, illustrates the number of employees in
each pay grade and the number of employees in each quartile. Exhibit 3E, on page 3-8,
presents the percentage of all employees in each pay grade assigned to each quartile.
Exhibit 3D – City Quartile Analysis (Count of Employees)
Source: Evergreen Solutions, May 2013
GRADE Total 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE
13 7 1 1 2 3
24 1 1 0 0 0
25 9 3 0 1 5
27 12 1 2 2 7
28 4 1 2 0 1
29 2 0 0 0 2
30A 1 0 0 0 1
31 7 0 0 1 6
32 8 2 3 1 2
33 12 2 0 4 6
S33 1 0 0 0 1
34 7 1 3 1 2
S34 3 1 1 0 1
35 3 0 0 0 3
S35 3 1 0 1 1
S35A 2 0 0 1 1
36 6 0 1 0 5
37 2 0 0 2 0
38 5 0 0 3 2
44 1 0 1 0 0
A 10 0 1 6 3
B 7 0 4 1 2
C 17 0 1 6 10
D 12 0 3 7 2
E 9 4 3 2 0
F 9 1 1 5 2
G 3 0 1 0 2
FDIVCH 3 0 0 0 3
POCOMM 9 0 0 0 9
PODECH 3 0 0 3 0
178 19 28 49 82
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Exhibit 3E – City Quartile Analysis (Percentage of Employees in Pay Grade)
Source: Evergreen Solutions, May 2013
This analytical tool is helpful in determining whether employee salaries are adequately
disbursed throughout the pay range and also helps to identify cases in which pay grade
incumbents dominate the upper ranges of the grade. The latter could indicate that pay
ranges are too low to hire employees in, at, or near the minimum, that employees are
moving too quickly through the pay range, or that the pay grade includes a large number of
employees with significant tenure.
GRADE Total 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE
13 7 14.3%14.3%28.6%42.9%
24 1 100.0%0.0%0.0%0.0%
25 9 33.3%0.0%11.1%55.6%
27 12 8.3%16.7%16.7%58.3%
28 4 25.0%50.0%0.0%25.0%
29 2 0.0%0.0%0.0%100.0%
30A 1 0.0%0.0%0.0%100.0%
31 7 0.0%0.0%14.3%85.7%
32 8 25.0%37.5%12.5%25.0%
33 12 16.7%0.0%33.3%50.0%
S33 1 0.0%0.0%0.0%100.0%
34 7 14.3%42.9%14.3%28.6%
S34 3 33.3%33.3%0.0%33.3%
35 3 0.0%0.0%0.0%100.0%
S35 3 33.3%0.0%33.3%33.3%
S35A 2 0.0%0.0%50.0%50.0%
36 6 0.0%16.7%0.0%83.3%
37 2 0.0%0.0%100.0%0.0%
38 5 0.0%0.0%60.0%40.0%
44 1 0.0%100.0%0.0%0.0%
A 10 0.0%10.0%60.0%30.0%
B 7 0.0%57.1%14.3%28.6%
C 17 0.0%5.9%35.3%58.8%
D 12 0.0%25.0%58.3%16.7%
E 9 44.4%33.3%22.2%0.0%
F 9 11.1%11.1%55.6%22.2%
G 3 0.0%33.3%0.0%66.7%
FDIVCH 3 0.0%0.0%0.0%100.0%
POCOMM 9 0.0%0.0%0.0%100.0%
PODECH 3 0.0%0.0%100.0%0.0%
178 10.7%15.7%27.5%46.1%
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The observation made in the Grade Placement Analysis that a majority of employees are
above midpoint in their respective pay grade is further exemplified in the Quartile
Analysis. It can be seen that a majority of all employees fall in the fourth quartile of their
pay grade. Although this is not ideal, the employees in the fourth quartile may represent
those with longer tenure.
Employee Demographics
As of October 2012, the City employed 178 non-union individuals; all of which were included
in this section of the study. The following analyses are intended to provide basic information
as to how the employees are distributed among departments.
The City’s non-union employees are spread among 12 departments. Exhibit 3F depicts the
number of classifications present in each department, along with the number and overall
percentage of total employees by department. As the exhibit illustrates, the largest
department in the City is Parks, Recreation, and Community Services, with 43 non-union
employees, representing 24.0 percent of the City’s total non-union workforce.
Exhibit 3F – City Employees by Department
Source: Evergreen Solutions, October 2012
Overall, the City’s compensation plan has a solid structure on which to grow. Further
information gained from market analysis and employee feedback will assist in this
development. The City of Evanston has the potential and is well equipped to take the next
step in becoming a more competitive employment force in their labor market.
Department Employees Classes % of Total
ADMINISTRATIVE SERVICES 36 27 20.2%
CITY ADMINISTRATION 9 9 5.1%
COMMUNITY & ECONOMIC DEVELOPMENT 14 14 7.9%
FIRE DEPARTMENT 6 4 3.4%
HEALTH DEPARTMENT 5 5 2.8%
LEGAL DEPARTMENT 7 5 3.9%
LEGISLATIVE 2 1 1.1%
LIBRARY DEPARTMENT 9 8 5.1%
PARKS, RECREATION & COMMUNITY SERVICES 43 25 24.2%
POLICE DEPARTMENT 25 13 14.0%
PUBLIC WORKS 11 11 6.2%
UTILITIES 11 10 6.2%
Total 178 132 100.0%
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One of the best and most direct methods of determining the relative competitive position of
an organization in the market place is to conduct a market comparison study. A study of this
nature focuses on the average salaries and salary ranges offered by the market. This
methodology is used to provide an overall analysis and not to evaluate salaries for individual
positions. Market comparisons do not translate well at the individual level because
individual pay is determined through a combination of factors including, demand for the type
of job, performance, prior experience, and, in some cases, an individual’s negotiation skills
during the hiring process. Therefore, a market comparison is not the only tool used to
determine pay levels by classification nor can it provide quantifiable salary
recommendations for individual positions. As a result, market data can be used to evaluate
overall structure, such as ranges; summarize overall market competitiveness, and capture
the current highs and lows of the pay plan at a fixed point in time.
Market comparison analysis is best thought of as a snapshot of current market conditions,
as the data is collected at the time of the study and provides the most up to date market
information. It should be noted that market conditions can change, and in some cases
change quickly. Therefore, although market surveys are useful for making updates to a
salary structure, they must be done at regular intervals if the organization wishes to stay
current with the marketplace.
Evergreen Solutions consultants conducted a comprehensive market salary and benefits
comparison survey for the City of Evanston (City). A comprehensive group of 48 job
classifications was surveyed. Market relevant matches were made for all of the positions.
When seeking to compare the City to its peers, a number of factors were taken into account,
such as geographic location and relative population size. A core list generated by the City
consisted of 24 survey targets from the state of Illinois. The targets included:
City of Des Plaines Evanston Township
High School District
Village of Arlington
Heights Village of Mt Prospect
City of Elgin Naperville Park
District Village of Bolingbrook Village of Oak Lawn
City of Naperville Northwestern
University
Village of Buffalo
Grove Village of Oak Park
City of Waukegan Oak Park Park
District
Village of Downers
Grove Village of Palatine
Elk Grove Village Palatine Park
District Village of Glenview Village of Schaumburg
Evanston-Skokie
School District Skokie Park District Village of Hoffman
Estates Village of Skokie
EVERGREEN SOLUTIONS, LLC
Chapter 4 – Market Summary
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Market data was collected for 21 (87.5 percent) of the desired target organizations. Data
collected outside of the City’s direct region was adjusted for cost of living using national cost
of living index factors. This calculation allows salary dollars from entities across the state
and region to be compared in spending power relevant to the City of Evanston.
Survey results for the salary minimums, midpoints, and maximums for the survey targets are
presented in Exhibit 4A.
4.1 SALARY SURVEY RESULTS
Market Minimums
As Exhibit 4A illustrates, at the minimum of the respective salary ranges, the City is on
average approximately 5.1 percent above market across all surveyed job titles after cost of
living is taken into account. While some classifications are closer to market, others reflect
greater difference from average market values.
Based on the data gathered at the surveyed market minimum for these benchmark
positions, the following can be determined:
The surveyed position differences ranged from a low of 24.5 percent below market in
the case of the Program Supervisor classification to a high of 23.9 percent above
market for the Librarian II position.
Of the City positions for which market minimum data was collected, 33 reported to be
above market which represents 68.8 percent of all benchmarks.
A total of two positions indicated market differentials at the pay range minimum that
were greater than 20.0 percent above market. These are listed below with their
market differentials:
- Librarian II, 23.9 percent above market
- Administrative Secretary, 20.9 percent above market
Of the 33 above market classifications, they are an average of 10.7 percent above
market.
Market Midpoints
Market Midpoint is important to consider because it is commonly referred to as the closest
estimation of full competence and market average compensation. Employees at the
midpoint should typically be fully functional in their classification. Exhibit 4A also depicts
salary comparison data at the range midpoints for both the City and the core list of survey
peers. For peers who reported current actual salaries for classifications, that value was
compared to the median of the City. The exhibit demonstrates that the City on average is 3.1
percent above market at the midpoint. At the market midpoint, the benchmark positions
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ranged from a low of 35.1 percent below market for the Program Supervisor to a high of
21.1 percent above market for the Administrative Secretary classification.
Based on the data gathered at the market midpoint of the salary range, the following can be
determined:
15 of the 48 classifications for which data was received were found to be below
market at the midpoint which represents 31.3 percent of all benchmarks.
Eight classifications (16.7 percent) were greater than 15.0 percent above market.
These are listed below with their market differentials:
- Administrative Secretary, 21.1 percent above market
- Community Relations Manager, 20.0 percent above market
- Accounting Manager, 17.9percent above market
- Housing and Grants Administrator, 17.4 percent above market
- Business Office Coordinator, 17.4 percent above market
- Parking Enforcement Coordinator, 16.7 percent above market
- Database Administrator, 15.3 percent above market
- Tech Support Specialist I, 15.3 percent above market
Two classifications (4.3 percent) were greater than 20.0 percent below market.
These are listed below with their market differentials:
- Program Supervisor, 35.1 percent below market
- Operations Manager, 22.3 percent below market
Market Maximums
Salary range maximum values as they compare to the survey respondents are also
illustrated in Exhibit 4A. The overall pay plan falls above market average in this measure,
with an average maximum value that is 1.5 percent above that of the surveyed market.
The comparison of market maximums yielded the following considerations:
Of the positions surveyed, 23 reported maximum salaries lower than the market
maximum.
Of the below market positions, three reported range maximums greater than 15.0
percent below market. These are listed below with their market differentials:
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- Program Supervisor, 43.5 percent below market
- Operations Manager, 32.3 percent below market
- Deputy City Clerk, 15.0 percent below market
- Of the above market positions, eight reported range maximums greater than 15.0
percent above market. These are listed below with their market differentials:
- Community Relations Manager, 21.4 percent above market
- Accounting Manager, 20.6 percent above market
- Administrative Secretary, 20.5 percent above market
- Parking Enforcement Coordinator, 17.5 percent above market
- Database Administrator, 17.1 percent above market
- Housing & Grant Administrator, 16.8 percent above market
- Sr. Management Analyst, 15.8 percent above market
- Tech Support Specialist I, 15.6 percent above market
Salary Survey Conclusion
It should be noted that the standing of a classifications pay range compared to the
market is not a definitive assessment of the individual employee’s salaries being equally
above or below market. It does, however, speak to the City’s ability to recruit and retain
talent over time. If starting pay is significantly lower than the market would offer, the City
will find itself losing out to their market peers when they seek to fill a position.
From the analysis of the data gathered in the external labor market assessment, the
following major conclusions can be reached:
The City is approximately 5.1 percent above the market average minimum.
The City is approximately 3.1 percent above the market average midpoint.
The City is approximately 1.5 percent above the market average maximum.
The reason for the extreme difference between the City’s position versus market
minimum and market maximum is the ranges for the City’s pay grades. More than
half of the City of Evanston’s current pay grades have ranges less than 30%. The
average pay range for the positions surveyed was 39.2%. This has a very large
impact on the results of the minimum and maximum comparisons.
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The pay plan in place at the City of Evanston is structurally consistent and easy to
administer. Although many classifications vary quite differently from market averages,
expanding the ranges of the pay grades could result in better market position for the City
of Evanston. Overall, the City is in a strong position in which grow and stay competitive in
today’s market. Discussion of potential recommended changes to the pay plan can be
found in Chapter 5 of this report.
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Exhibit 4A
City Of Evanston
Salary Survey Market Averages and Differentials
Source: Evergreen Solutions, May 2013
Average % Diff Average % Diff Average % Diff
1 Accounting Manager 60,074.32$ 12.9%72,118.24$ 17.9%84,693.82$ 20.6%41.1%
2 Administrative Assistant 40,422.20$ 8.8%49,073.95$ 1.9%58,271.24$ -4.7%44.2%
3 Administrative Secretary 40,419.42$ 20.9%48,229.57$ 21.1%56,655.16$ 20.5%40.2%
4 Arborist 51,508.57$ 17.3%61,901.47$ 11.8%72,751.10$ 6.9%41.2%
5 Architect/Project Manager 54,816.03$ 7.3%66,899.42$ -0.1%77,895.98$ -4.5%42.1%
6 Auto Shop Supervisor 55,775.20$ 14.2%66,878.86$ 8.7%77,150.87$ 5.2%38.3%
7 Business Office Coordinator 57,072.47$ 11.1%61,952.86$ 17.4%79,608.15$ 7.3%39.5%
8 Chief Animal Warden 47,548.93$ 13.2%55,856.28$ 10.0%64,163.63$ 7.5%35.1%
9 Chief of Police 108,652.85$ -2.8%130,521.06$ -0.2%147,356.12$ 4.9%35.7%
10 City Attorney 116,597.11$ -10.3%143,547.72$ -10.2%157,976.76$ -2.0%35.5%
11 Community Information Coord 66,649.73$ -3.9%71,563.30$ 4.6%90,216.52$ -5.1%35.4%
12 Community Relations Manager 53,089.78$ 18.8%63,961.81$ 20.0%74,288.71$ 21.4%40.0%
13 Crime Analyst 52,467.00$ 9.2%62,785.33$ 7.9%73,103.67$ 6.9%40.0%
14 Database Administrator 61,023.58$ 11.6%74,378.77$ 15.3%88,451.88$ 17.1%45.0%
15 Deputy Chief 92,618.44$ 2.2%109,552.25$ 6.4%125,079.44$ 10.3%35.1%
16 Deputy City Clerk 47,198.74$ -6.4%56,471.92$ -12.9%64,053.11$ -15.0%35.8%
17 Director, Public Works 106,294.61$ -0.6%126,338.10$ 3.1%144,761.84$ 6.6%36.3%
18 Division Chief, Distribution 68,411.52$ 9.4%82,763.63$ 2.5%94,998.47$ -0.8%38.8%
19 Division Chief, Fire 86,399.83$ -0.1%99,610.73$ 6.9%113,551.74$ 11.0%31.4%
20 Executive Assistant 50,000.04$ 13.5%59,710.20$ 12.4%69,205.55$ 11.9%38.4%
21 Executive Secretary (Legal Dept)46,065.72$ -3.9%57,031.30$ -14.0%63,681.74$ -14.4%38.3%
22 Facilities Mgmt Supervisor 62,778.21$ 8.0%76,329.37$ 0.7%90,102.21$ -5.3%43.5%
23 Finance Division Manager 96,073.79$ -11.3%117,198.00$ -9.5%135,064.56$ -5.8%40.6%
24 Fire Chief 107,994.22$ -2.2%127,836.23$ 1.9%146,479.88$ 5.5%35.7%
25 Fire Plan Reviewer 60,714.64$ 5.8%71,007.07$ 2.1%84,634.32$ -4.9%39.4%
26 Fleet Services Manager 70,926.67$ -2.8%84,432.09$ 3.9%99,218.48$ 7.0%39.9%
27 GIS Analyst 57,695.52$ 6.4%68,890.01$ 0.9%80,100.89$ -3.5%38.9%
28 Housing & Grant Administrator 56,724.14$ 18.8%64,786.78$ 17.4%72,405.80$ 16.8%27.7%
29 Human Resources Assistant 47,781.13$ 4.6%57,708.13$ -1.9%67,635.13$ -7.1%41.6%
30 Human Resources Division Mgr.88,333.69$ -2.3%108,394.00$ -1.3%124,397.88$ 2.5%40.9%
31 Human Resources Specialist 54,829.24$ 14.9%65,938.23$ 9.1%78,280.34$ 3.0%42.8%
32 IT Division Manager 85,651.22$ 0.8%103,447.50$ 3.3%122,615.52$ 3.9%43.4%
33 Librarian II 43,083.15$ 23.9%57,498.58$ 10.3%71,914.01$ -0.5%67.1%
34 Network Administrator 60,470.09$ 9.8%73,065.03$ 3.0%84,649.51$ -1.1%40.0%
35 Operations Manager 62,476.53$ -10.4%78,361.27$ -22.3%94,708.34$ -32.3%51.7%
36 Parking Enforcement Coord 44,100.76$ 15.5%49,277.88$ 16.7%54,455.01$ 17.5%23.4%
37 Payroll/Pension Administrator 54,438.96$ 8.0%65,745.67$ 1.7%76,356.58$ -2.4%40.3%
38 Police Commander 84,779.73$ 1.8%100,595.62$ 6.0%114,286.94$ 10.5%34.8%
39 Program Supervisor 33,886.50$ -24.5%41,537.25$ -35.1%49,188.00$ -43.5%45.2%
40 Programmer Analyst 58,622.38$ 16.1%69,549.95$ 11.3%79,521.85$ 8.7%35.7%
41 Recreation Program Manager 46,992.48$ 2.3%57,593.11$ -5.9%68,198.33$ -12.5%45.1%
42 Senior Accountant 60,164.36$ 2.4%71,338.90$ -2.6%82,838.48$ -7.1%37.8%
43 Senior Engineer 81,875.93$ -18.7%96,595.47$ -10.0%110,702.26$ -3.8%35.3%
44 Service Desk Supervisor 64,859.40$ 14.1%79,433.84$ 6.4%95,255.29$ -1.1%46.8%
45 Sr. Management Analyst 57,208.25$ 12.5%68,370.58$ 14.5%79,533.40$ 15.8%39.0%
46 Streets Supervisor 71,298.73$ 2.0%85,788.54$ -5.1%96,769.21$ -6.9%35.7%
47 Tech Support Specialist I 50,396.05$ 14.8%56,655.13$ 15.3%62,914.21$ 15.6%24.7%
48 Water Maintenance Supervisor 73,057.87$ -7.1%87,910.33$ -10.4%100,161.80$ -10.0%37.1%
5.1%3.1%1.5%39.2%
Survey Avg
Range
OVERALL
ID Classification Survey Minimum Survey Midpoint Survey Maximum
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4.2 Market Benefits Analysis
Introduction
As a component of this study, Evergreen Solutions, LLC conducted a benefits market analysis in
addition to a compensation market analysis. A benefits analysis, much like a salary evaluation,
represents a snapshot in time of what is available in peer organizations and can provide the City of
Evanston with an understanding of the total compensation (salary and benefits) offered by its peers.
It is important to realize that there are intricacies involved with benefits programs that are not
captured by a market survey alone.
Benefits surveys are more detailed and require greater effort on the part of target organizations.
Therefore, full or partial data was collected from 14 out of the 24 targets. This is an above normal
response rate and can provide fairly detailed insight into benefit options provided to employees at
peer organizations.
This information should be used as a cursory overview and not a line by line comparison since
benefits can be weighted differently depending on the importance to the organization. It should also
be noted that benefits are usually negotiated and acquired through third parties, so one-to-one
comparisons can difficult. The analysis below highlights aspects of the benefits survey that provide
pertinent information and had high completion rates by target peers.
General Benefits
Benefits as a percentage of total compensation is a common broad indicator that organizations use
to assess how generous benefits are at individual organizations. Total compensation refers to the
total dollar amount an employee receives from their organization, and is generally calculated as the
employee’s salary plus all benefits, expressed as a dollar amount. Therefore, benefits as a
percentage of total compensation is calculated by dividing benefits express ed as a dollar amount by
the amount of total compensation. As Exhibit 4B shows, the market average is approximately 35.9
percent based on the information provided. It is not uncommon for this number to range widely from
low to high depending on the compensation philosophy adopted by an organization.
Although most organizations offer HMO and PPO plans, they may offer various options for each
provider. The average number of plans offered (any combination of HMO and PPO options) was 3.5
based on the market data.
EXHIBIT 4B
BENEFITS PERCENTAGES
Source: Evergreen Solutions November 2012
Average
Percentage
Benefits as percentage of total compensation 35.9%
Average Number of Plans Offered 3.5
General Benefits Policy - All
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Health Plans
Of the peers responding, all of them offered at least one PPO option and 82 percent offered at least
one HMO option. In Exhibit 4C and Exhibit 4D, the median insurance premiums paid by the peers for
the PPO and HMO plans are presented.
EXHIBIT 4C
PPO PLAN PREMIUMS
Source: Evergreen Solutions November 2012
EXHIBIT 4D
HMO PLAN PREMIUMS
Source: Evergreen Solutions June 2012
Deductibles
Exhibit 4E displays a comparison of average deductibles amongst peer organizations for individuals
and employee plus one. For HMO plans, deductibles were either equal to zero or reported as not
applicable. This exhibit will focus on the deductible for only PPO reported health plans.
PPO - Individual Health Insurance Premium (Monthly)Percentage Dollar
Percentage paid by employer 89.5%
Dollar amount paid by employer 595.81$
Percentage paid by employee 10.5%
Dollar amount paid by employee 70.00$
PPO - Dependent Health Insurance Premium (Monthly)Percentage Dollar
Percentage paid by employer 89.0%
Dollar amount paid by employer 1,108.00$
Percentage paid by employee 11.0%
Dollar amount paid by employee 167.40$
HMO - Individual Health Insurance Premium (Monthly)Percentage Dollar
Percentage paid by employer 88.5%
Dollar amount paid by employer 451.13$
Percentage paid by employee 11.5%
Dollar amount paid by employee 60.76$
HMO - Dependent Health Insurance Premium (Monthly)Percentage Dollar
Percentage paid by employer 87.0%
Dollar amount paid by employer 918.96$
Percentage paid by employee 13.0%
Dollar amount paid by employee 137.54$
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EXHIBIT 4E
PPO ANNUAL DEDUCTIBLES
Source: Evergreen Solutions November 2012
Retirement
All of the respondent peers participate in the Illinois Municipal Retirement Fund (IMRF). As well as
being a retirement fund, organizations’ employees are able to obtain short-term and/or long-term
disability insurance through the IMRF. As an additional retirement opportunity to their employees, all
peer organizations also offer a 401(a), 401(k), or 457 retirement plan.
Supplemental Insurance
Supplemental insurance offerings, such as vision plans and tuition reimbursement, are becoming
more commonplace in today’s market as employers are searching for ways to attract a variety of
employees as well as to lower overall costs through offering “trade -offs” for employee benefits. This
section looks at market results pertaining to supplemental employee benefits offerings.
EXHIBIT 4F
SUPPLEMENTAL INSURANCE OFFERINGS
Source: Evergreen Solutions November 2012
The number of visits allowed for employees using the Employee Assistance Program varied, but most
reported a maximum of six visits. For tuition reimbursement, some peers required a certain level of
achievement in the course and reimbursement values ranged from $1,000 to $5,250.
Employee Leave and Holidays
Employee leave and holidays are also a major incentive for employees at any organization. This
section will look at the number of holidays offered by peers as well as examine the accrual of
Vacation, Personal, and Sick leave time.
EXHIBIT 4G
LEAVE TIME ACCRUAL
Source: Evergreen Solutions November 2012
Individual Plan 382.4$
Family Plan 1,068.8$
Deductible Dollar
Yes No
Employer paid vision 63.6%36.4%
Employee Assistance Program 100.0%0.0%
Tuition Reimbursement 100.0%0.0%
Additional Benefits Options
Minimum Maximum
Acrual Rate Yearly (Hours)34.70 46.70
Minimum Maximum
Acrual Rate Yearly (Hours)90.00 286.40
Minimum Maximum
Acrual Rate Yearly (Hours)75.75 189.25
Personal Leave
Sick Leave
Annual/Vacation Leave
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The numbers reported in Exhibit 4G are averages for the respondent peers. Few peers reported
having milestones in place for accrual of vacation leave time. Numbers of milestones ranged from
four to 12 with different years for different milestones.
The percent of peers offering various holidays is shown in Exhibit 4H. All peers recognize New Year’s
Day, Memorial Day, Independence Day, Labor Day, Thanksgiving, Day after Thanksgiving, and
Christmas. The average number of holidays offered by peers was 9.90.
EXHIBIT 4H
RECOGNIZED HOLIDAYS
Source: Evergreen Solutions November 2012
Employee Compensation
For some organizations, additional compensation is offered to employees with degrees or
certifications, performing shift work, or are on on-call status. One peer offered a bonus of $1,200 for
employees obtaining a job related certification that was not required prior to hiring. Shift work
differentials were reported to be either hourly bonuses or monthly percent increases.
Conclusions
As stated earlier, most benefits are provided as packages so individual comparisons in each
category can be misleading. This data provides anecdotal information for future benefits
negotiations for the City of Evanston as well as provides insight into the benefits offered at peer
organizations.
Peer
Responses
New Year's Day 100.0%
New Year's Eve 10.0%
Martin Luther King, Jr. Day 40.0%
Lincoln's Birthday 10.0%
Washington's Birthday 10.0%
Memorial Day 100.0%
Independence Day 100.0%
Labor Day 100.0%
Veteran's Day 40.0%
Thanksgiving Day 100.0%
Day after Thanksgiving 100.0%
Christmas Eve 60.0%
Christmas Day 100.0%
Personal Holiday 20.0%
President's Day 40.0%
Good Friday 0.0%
Other 40.0%
Other 20.0%
Average Number of Holidays 9.90
Holidays
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Evergreen Solutions, LLC Page 5-1
INTRODUCTION
The analysis of the City of Evanston’s (City) compensation and classification systems
revealed an expected mixture of strengths and challenges that are not uncommon in
modern public sector organizations. The City possesses a system that was designed with a
firm foundation and consistency that appropriately stratifies pay according to job complexity
and level of authority in the organization. The recommendations herein seek to build on the
many existing strengths of the plan while addressing leadership’s philosophical desires and
market differentials. In addition, factors influencing the recommendations encompass the
future direction of the City, its organizational culture, and availability of resources. Each
recommendation has been developed to address a specific need based on the collected
information while taking into account the external environment.
Arriving at the overall recommended solution for the City is a detailed process involving all
components of the project work plan conducted to date. The major steps in this process
include:
Employee Outreach – Employees of the City were invited to participate in orientation
and focus group meetings designed to solicit their opinions as to the strengths and
weaknesses that they observe in the system.
Classification Analysis – Classification descriptions provided information on duties
performed to Evergreen Solutions’ consulting team, this information was used to
confirm internal compensation equity as jobs were evaluated using the Job
Assessment Tool point-factoring method.
Market Analysis - External equity was analyzed based on market compensation data
collected from peer organizations.
The revisions recommended to the pay plan and compensation structure were designed
based on the results of the previous phases and reflect best practices and desired market
position for the City. Each job was slotted into the proposed structure based on market data,
and existing internal equity relationships in order to provide employee-specific
recommendations. Using this methodology, the Evergreen Solutions team developed a
solution that puts the City in a more competitive position relative to its market peers for total
compensation while addressing the philosophical desire to have a plan which moves
employees to midpoint in an efficient manner. As it was detailed in Chapter 4, the City is
already largely in line with its relevant employment market with respect to compensation, so
minor adjustments in this area were all that was necessary, and those were designed to
EVERGREEN SOLUTIONS, LLC
Chapter 5 - Solution
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bring about further consistency. Additional recommendations were made in regards to other
aspects of the physical structure of the plan.
The remainder of this chapter presents the recommendations by category. The categories
include:
5.1 Compensation
5.2 Classification
5.3 Administration
5.4 Summary
5.1 COMPENSATION
FINDING
Compensation analysis involves assessing and improving both internal and external equity.
Specifically, external equity deals with how competitively an organization values similar work
in comparison to its market peers. Based on Evergreen Solutions’ analysis, the
compensation structure was in a generally positive position compared to the market that
was approximately competitive at the minimum, midpoint, and maximum within reasonably
similar distances. When Evergreen Solutions set out to design an updated and modernized
pay structure, there are specific features which needed to be addressed. The pay plan
currently contains 44 numbered pay grades in the core pay plan and 10 additional grades
identified by letters.
In conjunction with the City’s leadership and their compensation philosophy Evergreen
Solutions has amended the traditional open-range pay plan in place. The City has a desire to
move non-exempt employees to midpoint based on a specific number of years in service.
This aligns well with a more old-fashioned step-based plan but only to a point; midpoint to be
exact. In the proposed plan structure employees get to midpoint based on eight equal steps
and adopt a performance-based compensation model between midpoint and maximum. This
represents a relatively unique pay structure that blends elements of two popular
approaches. Exempt employees will have no such steps and will move through their
traditional open-ranges based on merit. Another important part of the updated plan is the
consolidation and simplification of the overall structure. Currently the plan contains many
added-on grades that have been fit between existing grades over many years. In addition to
grade 35, there are also S35 and S35A. In addition, some grades represent 40 hour per
week jobs and others represent 37.5 hour grades. The issue is that the plan itself does not
differentiate between the two in any clear manner. Some of the “A” grades are 37.5 hours
and others are 40; some of the S grades are 37.5, others are 40; the plan is very confusing
in this way. The proposed plan simplifies this greatly.
Exhibit 5A shows the present compensation structure while Exhibit 5B illustrates the
proposed changes. Another dramatic difference is in the numbering itself. In order to reduce
the likelihood of employees drawing confusion from a simple renumbering of the present
grades, Evergreen Solutions has proposed that the new plan be numbered starting at grade
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100 whereas the current plan begins at grade 13. Sometimes, when a plan keeps a similar
numbering convention, employees view their new grade as a “promotion” or a “demotion”
when it is not. By starting the numbering at 100, misinterpretation is kept to a minimum.
Exhibit 5A – City of Evanston
Current Pay Plan
Source: Evergreen Solutions, December 2012.
Grade Minimum Midpoint Maximum Range
Spread Grade Minimum Midpoint Maximum Range
Spread
13 27,212$ 30,744$ 34,276$ 26%G 51,095$ 61,165$ 71,236$ 39%
16 31,965$ 35,410$ 38,855$ 22%F 57,800$ 68,167$ 78,533$ 36%
17 31,965$ 36,251$ 40,536$ 27%E 64,171$ 75,021$ 85,870$ 34%
18 33,440$ 37,807$ 42,175$ 26%D 65,373$ 79,926$ 94,479$ 45%
19 34,937$ 39,396$ 43,855$ 26%C 68,995$ 87,845$ 106,695$ 55%
20 36,371$ 40,911$ 45,451$ 25%B 86,351$ 106,997$ 127,642$ 48%
21 37,908$ 42,719$ 47,530$ 25%FDCH 86,351$ 106,997$ 127,642$ 48%
22 39,547$ 44,420$ 49,293$ 25%POCOMM 86,351$ 106,997$ 127,642$ 48%
23 41,146$ 46,249$ 51,352$ 25%PODECH 94,748$ 117,090$ 139,432$ 47%
24 42,785$ 48,151$ 53,516$ 25%A 105,700$ 130,320$ 154,941$ 47%
25 44,342$ 50,010$ 55,678$ 26%
26 46,371$ 52,190$ 58,009$ 25%
27 48,091$ 54,363$ 60,635$ 26%
27A 48,665$ 54,987$ 61,308$ 26%
28 50,100$ 56,639$ 63,178$ 26%
28A 50,550$ 57,179$ 63,808$ 26%
29 52,211$ 59,122$ 66,034$ 26%
29A 52,743$ 59,966$ 67,189$ 27%
30 54,320$ 61,500$ 68,680$ 26%
30A 54,772$ 62,051$ 69,330$ 27%
31 56,594$ 64,087$ 71,579$ 26%
31A 57,067$ 64,606$ 72,145$ 26%
32 59,156$ 66,858$ 74,560$ 26%
33 61,637$ 69,506$ 77,375$ 26%
S33 62,292$ 70,217$ 78,143$ 25%
34 64,423$ 72,547$ 80,672$ 25%
S34 65,024$ 73,219$ 81,413$ 25%
35 67,005$ 75,351$ 83,697$ 25%
S35 68,236$ 76,897$ 85,558$ 25%
S35A 68,236$ 79,663$ 91,091$ 33%
36 69,833$ 78,445$ 87,057$ 22%
36A 70,385$ 79,152$ 87,918$ 22%
37 72,742$ 81,632$ 90,523$ 21%
37A 73,192$ 82,309$ 91,427$ 22%
38 75,488$ 84,875$ 94,262$ 22%
39 78,704$ 88,436$ 98,168$ 22%
40 81,655$ 92,043$ 102,431$ 22%
41 84,934$ 95,762$ 106,590$ 22%
42 88,315$ 99,553$ 110,791$ 22%
43 91,963$ 103,592$ 115,222$ 22%
44 95,774$ 107,766$ 119,758$ 22%
Non-Exempt Non-Union Exempt
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Exhibit 5B - City of Evanston
Proposed Non-Exempt Pay Plan
Source: Evergreen Solutions December, 2012.
GRADE MINIMUM MIDPOINT MAXIMUM RANGE
SPREAD
MIDPOINT
PROGRESSION
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 STEP 8
100 29,900.00$ 30,797.00$ 31,720.91$ 32,672.54$ 33,652.71$ 34,662.29$ 35,702.16$ 36,773.23$ 43,355.00$ 45%
101 30,946.50$ 31,874.90$ 32,831.14$ 33,816.08$ 34,830.56$ 35,875.48$ 36,951.74$ 38,060.29$ 44,872.43$ 45%3.5%
102 32,029.63$ 32,990.52$ 33,980.23$ 34,999.64$ 36,049.63$ 37,131.12$ 38,245.05$ 39,392.40$ 46,442.96$ 45%3.5%
103 33,150.66$ 34,145.18$ 35,169.54$ 36,224.63$ 37,311.36$ 38,430.71$ 39,583.63$ 40,771.14$ 48,068.46$ 45%3.5%
104 34,310.94$ 35,340.27$ 36,400.47$ 37,492.49$ 38,617.26$ 39,775.78$ 40,969.05$ 42,198.13$ 49,750.86$ 45%3.5%
105 35,511.82$ 36,577.18$ 37,674.49$ 38,804.73$ 39,968.87$ 41,167.93$ 42,402.97$ 43,675.06$ 51,492.14$ 45%3.5%
106 36,754.73$ 37,857.38$ 38,993.10$ 40,162.89$ 41,367.78$ 42,608.81$ 43,887.07$ 45,203.69$ 53,294.36$ 45%3.5%
107 38,041.15$ 39,182.38$ 40,357.86$ 41,568.59$ 42,815.65$ 44,100.12$ 45,423.12$ 46,785.82$ 55,159.67$ 45%3.5%
108 39,372.59$ 40,553.77$ 41,770.38$ 43,023.49$ 44,314.20$ 45,643.62$ 47,012.93$ 48,423.32$ 57,090.26$ 45%3.5%
109 40,750.63$ 41,973.15$ 43,232.34$ 44,529.31$ 45,865.19$ 47,241.15$ 48,658.38$ 50,118.14$ 59,088.41$ 45%3.5%
110 42,176.90$ 43,442.21$ 44,745.48$ 46,087.84$ 47,470.48$ 48,894.59$ 50,361.43$ 51,872.27$ 61,156.51$ 45%3.5%
111 43,653.09$ 44,962.69$ 46,311.57$ 47,700.92$ 49,131.94$ 50,605.90$ 52,124.08$ 53,687.80$ 63,296.99$ 45%3.5%
112 45,180.95$ 46,536.38$ 47,932.47$ 49,370.45$ 50,851.56$ 52,377.11$ 53,948.42$ 55,566.87$ 65,512.38$ 45%3.5%
113 46,762.29$ 48,165.15$ 49,610.11$ 51,098.41$ 52,631.37$ 54,210.31$ 55,836.62$ 57,511.71$ 67,805.31$ 45%3.5%
114 48,398.97$ 49,850.94$ 51,346.46$ 52,886.86$ 54,473.46$ 56,107.67$ 57,790.90$ 59,524.62$ 70,178.50$ 45%3.5%
115 50,092.93$ 51,595.72$ 53,143.59$ 54,737.90$ 56,380.03$ 58,071.44$ 59,813.58$ 61,607.99$ 72,634.75$ 45%3.5%
116 51,846.18$ 53,401.57$ 55,003.62$ 56,653.72$ 58,353.34$ 60,103.94$ 61,907.05$ 63,764.26$ 75,176.96$ 45%3.5%
117 53,660.80$ 55,270.62$ 56,928.74$ 58,636.60$ 60,395.70$ 62,207.57$ 64,073.80$ 65,996.01$ 77,808.16$ 45%3.5%
118 55,538.93$ 57,205.09$ 58,921.25$ 60,688.89$ 62,509.55$ 64,384.84$ 66,316.38$ 68,305.87$ 80,531.44$ 45%3.5%
119 57,482.79$ 59,207.27$ 60,983.49$ 62,813.00$ 64,697.39$ 66,638.31$ 68,637.46$ 70,696.58$ 83,350.04$ 45%3.5%
120 59,494.69$ 61,279.53$ 63,117.91$ 65,011.45$ 66,961.79$ 68,970.65$ 71,039.77$ 73,170.96$ 86,267.30$ 45%3.5%
121 61,577.00$ 63,424.31$ 65,327.04$ 67,286.85$ 69,305.46$ 71,384.62$ 73,526.16$ 75,731.94$ 89,286.65$ 45%3.5%
122 63,732.20$ 65,644.16$ 67,613.49$ 69,641.89$ 71,731.15$ 73,883.08$ 76,099.58$ 78,382.56$ 92,411.68$ 45%3.5%
123 65,962.82$ 67,941.71$ 69,979.96$ 72,079.36$ 74,241.74$ 76,468.99$ 78,763.06$ 81,125.95$ 95,646.09$ 45%3.5%
124 68,271.52$ 70,319.67$ 72,429.26$ 74,602.14$ 76,840.20$ 79,145.41$ 81,519.77$ 83,965.36$ 98,993.71$ 45%3.5%
NON-EXEMPT GRADES WITH STEPS
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Exhibit 5B (cont.) - City of Evanston
Proposed Exempt Pay Plan
Source: Evergreen Solutions December, 2012.
FINDING
Once the proposed compensation system is created, the next step is to transition employees
into the proposed structure. Typically, there are two primary steps for implementation –
slotting jobs into the structure and a “bring employees to the proposed minimum salary”
calculation. Occasionally cost of living or compression adjustments are recommended as
GRADE MINIMUM MIDPOINT MAXIMUM RANGE
SPREAD
MIDPOINT
PROGRESSION
114 48,398.97$ 59,288.73$ 70,178.50$ 45%
115 50,092.93$ 61,363.84$ 72,634.75$ 45%3.5%
116 51,846.18$ 63,511.57$ 75,176.96$ 45%3.5%
117 53,660.80$ 65,734.48$ 77,808.16$ 45%3.5%
118 55,538.93$ 68,035.19$ 80,531.44$ 45%3.5%
119 57,482.79$ 70,416.42$ 83,350.04$ 45%3.5%
120 59,494.69$ 72,880.99$ 86,267.30$ 45%3.5%
121 61,577.00$ 75,431.83$ 89,286.65$ 45%3.5%
122 63,732.20$ 78,071.94$ 92,411.68$ 45%3.5%
123 65,962.82$ 80,804.46$ 95,646.09$ 45%3.5%
124 68,271.52$ 83,632.61$ 98,993.71$ 45%3.5%
125 72,559.11$ 88,884.90$ 105,210.70$ 45%6.3%
126 75,098.67$ 91,995.88$ 108,893.08$ 45%3.5%
127 77,727.13$ 95,215.73$ 112,704.33$ 45%3.5%
128 80,447.58$ 98,548.28$ 116,648.99$ 45%3.5%
129 83,263.24$ 101,997.47$ 120,731.70$ 45%3.5%
130 86,177.46$ 105,567.38$ 124,957.31$ 45%3.5%
131 89,193.67$ 109,262.24$ 129,330.82$ 45%3.5%
132 92,315.44$ 113,086.42$ 133,857.40$ 45%3.5%
133 95,546.49$ 117,044.44$ 138,542.40$ 45%3.5%
134 98,890.61$ 121,141.00$ 143,391.39$ 45%3.5%
135 102,351.78$ 125,380.94$ 148,410.09$ 45%3.5%
136 105,934.10$ 129,769.27$ 153,604.44$ 45%3.5%
137 109,641.79$ 134,311.19$ 158,980.60$ 45%3.5%
138 113,479.25$ 139,012.08$ 164,544.92$ 45%3.5%
139 117,451.03$ 143,877.51$ 170,303.99$ 45%3.5%
ACM 121,555.00$ 149,867.50$ 176,254.75$ 45%
EXEMPT GRADES
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well. Compression adjustments are typically given to restore the pay spread between
employees that have been limited in their advancement through the pay scales regardless of
their long tenure.
RECOMMENDATION: Slot classifications into proposed pay plan utilizing proposed grade
order list in Exhibit 5C and bring all employees up to the minimum salary of the proposed
pay grade.
Step 1 of the process is to slot individual classifications into the proposed pay plan based on
external equity status and internal equity hierarchy. The result of this is a revised grade
order list displayed in Exhibit 5C. In order to assess market equity, a representative sample
of benchmark classifications was submitted to the market for comparison. This data was
melded with the results of the classification description analysis and a framework for
internal hierarchy was created. This hierarchy was analyzed by both Evergreen Solutions
consultants and by the City’s project team prior to finalization. Following the initial slotting,
job series changes are analyzed and evaluated to ensure that proper alignment is
maintained between different levels of jobs.
Step 2 of the plan is to slot individual incumbents into the new compensation system. In this
phase, it was determined that 9 individuals fell below the proposed pay grade minimum. In
order to address these individuals, their annual salaries are proposed to be brought up to
the recommended pay grade minimum. The total approximate cost of this step is $42,360.
By in large, individual salaries of incumbents fell within the ranges identified in the market
analysis and those proposed in the new pay plan, and traditionally, a salary that falls within
the range of the market value is viewed as “competitive” and requires no additional change.
This fact is important to realize when one analyzes the proposed pay grades presented in
the grade order list.
Step 3 is to address the addition of the eight equal steps between minimum and midpoint.
For employees below midpoint of the proposed range who have less than eight years of
tenure, they are placed on a step commensurate with their tenure. To place these 33
employees on their closest step costs approximately $16,947.
The philosophy behind the proposed plan ensures that employees with eight or more years
of tenure will be paid at the midpoint of their range. This would make Step 4 of the
implementation plan. An analysis of employee demographics reveals that there are
significant number of employees who have eight-plus years of tenure but are not at their
range midpoint. These 23 individuals are proposed to receive a total of $142,880 in order to
get them up to midpoint. Employees who are above midpoint are not proposed to receive
salary adjustments.
Step 5 is to assess compression and make adjustments for parity in one’s pay range with
respect to their years in service.
Considering a 30 year employment period with acceptable levels of performance, employees
can often be expected to progress from the entry level or minimum of a pay grade through to
the maximum depending on the organization’s philosophy. This would equate to 30 equal
progressive increments. Typical compensation growth is rapid at the start of one’s career
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but levels off as their years increase; however for the purposes of parity analysis we assume
a linear relationship between years and pay, even in the absence of a step-based pay plan. If
an employee is at the maximum of their pay grade after so many years, they averaged some
amount per year to get there. This is the premise of our parity calculation.
Full parity is obtained when every employee is brought up to their parity pay. A simple
example would be a 15 year employee. Using a 30 year parity period, an employee with 15
years in their classification could be predicted to be at the midpoint of their range. If this
employee is $2,500 below this midpoint, then in order to get them to full parity, a $2,500
raise is proposed.
When the City’s workforce is analyzed over a 30 year period compared to the proposed pay
ranges, we learn that 29 employees fall below their parity threshold. This is a significant
finding but not an overwhelming number of employees. This indicates that though
employees longer than average tenure; they are not necessarily progressing through their
ranges at a consistent pace.
To fully adjust every one of the 29 employees up to their proposed parity pay based on years
in service would cost an additional $182,456. Full parity such as this is the single most
expensive implementation type commonly calculated. Shortening the parity period to 20
years increases cost and the number if people impacted. Under a 20 year parity solution 45
employees are impacted for a total additional cost of $276,922. Both parity calculations
include the expense of bringing employees up to minimum. Some of the parity movement
also pulls those employees on steps up to their appropriate step, so these costs should not
be viewed as mutually exclusive.
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Exhibit 5C
The City of Evanston Proposed Grade Order List
Source: Evergreen Solutions December, 2012.
CLASS TITLE Proposed
Grade
STEP 1
(MIN)STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 STEP 8
(MIDPOINT)MAXIMUM
Program Supervisor 105 36,222$ 37,309$ 38,428$ 39,581$ 40,768$ 41,991$ 43,251$ 44,549$ 52,522$
Program supervisor Special Rec 105 36,222$ 37,309$ 38,428$ 39,581$ 40,768$ 41,991$ 43,251$ 44,549$ 52,522$
Youth/Young Adult Outreach Worker 107 38,802$ 39,966$ 41,165$ 42,400$ 43,672$ 44,982$ 46,332$ 47,722$ 56,263$
Administrative Assistant 112 46,085$ 47,467$ 48,891$ 50,358$ 51,869$ 53,425$ 55,027$ 56,678$ 66,823$
Yth/Yng Adt Assist Pgm Mgr 113 47,698$ 49,128$ 50,602$ 52,120$ 53,684$ 55,295$ 56,953$ 58,662$ 69,161$
Exec Secretary (to Dept. Head)114 49,367$ 50,848$ 52,373$ 53,945$ 55,563$ 57,230$ 58,947$ 60,715$ 71,582$
Office Coordinator 114 49,367$ 50,848$ 52,373$ 53,945$ 55,563$ 57,230$ 58,947$ 60,715$ 71,582$
Administrative Secretary 115 51,095$ 52,628$ 54,206$ 55,833$ 57,508$ 59,233$ 61,010$ 62,840$ 74,087$
Deputy City Clerk 115 51,095$ 52,628$ 54,206$ 55,833$ 57,508$ 59,233$ 61,010$ 62,840$ 74,087$
Human Resources Assistant 115 51,095$ 52,628$ 54,206$ 55,833$ 57,508$ 59,233$ 61,010$ 62,840$ 74,087$
Tech Support Specialist I 115 51,095$ 52,628$ 54,206$ 55,833$ 57,508$ 59,233$ 61,010$ 62,840$ 74,087$
NSP2 ADMINI & COMPLI SPEC 117 54,734$ 56,376$ 58,067$ 59,809$ 61,604$ 63,452$ 65,355$ 67,316$ 79,364$
Administrative Coordinator 118 56,650$ 58,349$ 60,100$ 61,903$ 63,760$ 65,673$ 67,643$ 69,672$ 82,142$
Auto Shop Supervisor 118 56,650$ 58,349$ 60,100$ 61,903$ 63,760$ 65,673$ 67,643$ 69,672$ 82,142$
Parking Enforcement Coord 118 56,650$ 58,349$ 60,100$ 61,903$ 63,760$ 65,673$ 67,643$ 69,672$ 82,142$
Payroll/Pension Administrator 119 58,632$ 60,391$ 62,203$ 64,069$ 65,991$ 67,971$ 70,010$ 72,111$ 85,017$
Recreation Support Specialist 119 58,632$ 60,391$ 62,203$ 64,069$ 65,991$ 67,971$ 70,010$ 72,111$ 85,017$
Citizen Engagement Coordinator 120 60,685$ 62,505$ 64,380$ 66,312$ 68,301$ 70,350$ 72,461$ 74,634$ 87,993$
Insurance Administrator 120 60,685$ 62,505$ 64,380$ 66,312$ 68,301$ 70,350$ 72,461$ 74,634$ 87,993$
PT FinancialAnalyst Fed Grnt 120 60,685$ 62,505$ 64,380$ 66,312$ 68,301$ 70,350$ 72,461$ 74,634$ 87,993$
GIS Analyst 121 62,809$ 64,693$ 66,634$ 68,633$ 70,692$ 72,812$ 74,997$ 77,247$ 91,072$
Fire Plan Reviewer 122 65,007$ 66,957$ 68,966$ 71,035$ 73,166$ 75,361$ 77,622$ 79,950$ 94,260$
Human Resources Specialist 122 65,007$ 66,957$ 68,966$ 71,035$ 73,166$ 75,361$ 77,622$ 79,950$ 94,260$
NSP 2- Housing Specialist 123 67,282$ 69,301$ 71,380$ 73,521$ 75,727$ 77,998$ 80,338$ 82,748$ 97,559$
Public Information Specialist 123 67,282$ 69,301$ 71,380$ 73,521$ 75,727$ 77,998$ 80,338$ 82,748$ 97,559$
Supervising Structural Inspect 124 69,637$ 71,726$ 73,878$ 76,094$ 78,377$ 80,728$ 83,150$ 85,645$ 100,974$
Tech Support Supervisor 124 69,637$ 71,726$ 73,878$ 76,094$ 78,377$ 80,728$ 83,150$ 85,645$ 100,974$
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Exhibit 5C (continued)
The City of Evanston Proposed Grade Order Sheet
Source: Evergreen Solutions December, 2012.
CLASS TITLE Proposed
Grade MINIMUM MIDPOINT MAXIMUM
Chief Animal Warden 115 51,095$ 62,591$ 74,087$
Special Projects Assistant 115 51,095$ 62,591$ 74,087$
Recreation Program Manager 116 52,883$ 64,782$ 76,681$
Youth/Young Adult Pgm Mgr 116 52,883$ 64,782$ 76,681$
EMERGENCY RESPONSE COORD 118 56,650$ 69,396$ 82,142$
Executive Assistant 118 56,650$ 69,396$ 82,142$
Health Educator 118 56,650$ 69,396$ 82,142$
Mayors Assistant 118 56,650$ 69,396$ 82,142$
Circulation Supervisor 119 58,632$ 71,825$ 85,017$
Virtual Services Librarian 119 58,632$ 71,825$ 85,017$
ADA/CIP Project Manager 120 60,685$ 74,339$ 87,993$
Architect/Project Manager 120 60,685$ 74,339$ 87,993$
Operations Manager 120 60,685$ 74,339$ 87,993$
Senior Program Coordinator 120 60,685$ 74,339$ 87,993$
Sr. Program Coordinator 120 60,685$ 74,339$ 87,993$
Lakefront Sports Coordinator 121 62,809$ 76,940$ 91,072$
Librarian II 121 62,809$ 76,940$ 91,072$
Crime Analyst 122 65,007$ 79,633$ 94,260$
Librarian III 122 65,007$ 79,633$ 94,260$
Management Analyst 122 65,007$ 79,633$ 94,260$
Programmer Analyst 122 65,007$ 79,633$ 94,260$
Senior Accountant 122 65,007$ 79,633$ 94,260$
Administrative Librarian 123 67,282$ 82,421$ 97,559$
Assistant City Attorney I 123 67,282$ 82,421$ 97,559$
Business Office Coordinator 123 67,282$ 82,421$ 97,559$
Community Information Coord 123 67,282$ 82,421$ 97,559$
Database Administrator 123 67,282$ 82,421$ 97,559$
Network Administrator 123 67,282$ 82,421$ 97,559$
Sr. Citizen Ombudsman Manager 123 67,282$ 82,421$ 97,559$
Sr. Management Analyst 123 67,282$ 82,421$ 97,559$
Web Communications Coordinator 123 67,282$ 82,421$ 97,559$
311 Supervisor 124 69,637$ 85,305$ 100,974$
Admin Adjudication Manager 124 69,637$ 85,305$ 100,974$
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Exhibit 5C (continued)
The City of Evanston Proposed Grade Order Sheet
Source: Evergreen Solutions December, 2012.
CLASS TITLE Proposed
Grade MINIMUM MIDPOINT MAXIMUM
Applications & Development Mgr 124 69,637$ 85,305$ 100,974$
Arborist 124 69,637$ 85,305$ 100,974$
Assistant City Attorney II 124 69,637$ 85,305$ 100,974$
Asst Communications Coord 124 69,637$ 85,305$ 100,974$
ASST. CITY ATTORNEY II 124 69,637$ 85,305$ 100,974$
Director, Arts Council 124 69,637$ 85,305$ 100,974$
Facilities Mgmt Supervisor 124 69,637$ 85,305$ 100,974$
Intergovernmental Affairs Coor 124 69,637$ 85,305$ 100,974$
Parking Facilities Supervisor 124 69,637$ 85,305$ 100,974$
Recreation Center Manager 124 69,637$ 85,305$ 100,974$
Robert Crown Manager 124 69,637$ 85,305$ 100,974$
Safety & Workers Comp. Mgr.124 69,637$ 85,305$ 100,974$
Supervisor, Sports/Rec Maint 124 69,637$ 85,305$ 100,974$
Sustainable Programs Coord.124 69,637$ 85,305$ 100,974$
Traffic Operations Manager 124 69,637$ 85,305$ 100,974$
Accounting Manager 125 74,010$ 90,663$ 107,315$
ASSIST SUPERINTEND P/F FAC MAN 125 74,010$ 90,663$ 107,315$
Cit. Engagement Div. Manager 125 74,010$ 90,663$ 107,315$
Housing & Grant Administrator 125 74,010$ 90,663$ 107,315$
Payroll Manager 125 74,010$ 90,663$ 107,315$
Purchasing Manager 125 74,010$ 90,663$ 107,315$
Dir, Police Records Bureau 126 76,601$ 93,836$ 111,071$
Project Management Supervisor 126 76,601$ 93,836$ 111,071$
Assistant Director, Planning 127 79,282$ 97,120$ 114,958$
Assistant Health Director 127 79,282$ 97,120$ 114,958$
Bld./Insp. Serv. Div. Manager 127 79,282$ 97,120$ 114,958$
Economic Development Manager 127 79,282$ 97,120$ 114,958$
Sanitation Supervisor 127 79,282$ 97,120$ 114,958$
Sewer Supervisor 127 79,282$ 97,120$ 114,958$
Streets Supervisor 127 79,282$ 97,120$ 114,958$
Water Distribution Supervisor 127 79,282$ 97,120$ 114,958$
Administrative Services Mgr.128 82,057$ 100,519$ 118,982$
Fleet Services Manager 128 82,057$ 100,519$ 118,982$
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Exhibit 5C (continued)
The City of Evanston Proposed Grade Order Sheet
Source: Evergreen Solutions December, 2012.
CLASS TITLE Proposed
Grade MINIMUM MIDPOINT MAXIMUM
Senior Traffic Engineer 128 82,057$ 100,519$ 118,982$
Service Desk Supervisor 128 82,057$ 100,519$ 118,982$
Water Maintenance Supervisor 128 82,057$ 100,519$ 118,982$
Communications Coordinator 129 84,929$ 104,037$ 123,146$
Parking/Revenue Manager 129 84,929$ 104,037$ 123,146$
Division Chief, Distribution 130 87,901$ 107,679$ 127,456$
Division Chief, Filtration 130 87,901$ 107,679$ 127,456$
Division Chief, Pumping 130 87,901$ 107,679$ 127,456$
Senior Engineer 130 87,901$ 107,679$ 127,456$
Police Commander 131 90,978$ 111,447$ 131,917$
Deputy City Manager 132 94,162$ 115,348$ 136,535$
Division Chief, Fire 132 94,162$ 115,348$ 136,535$
Finance Division Manager 132 94,162$ 115,348$ 136,535$
Human Resources Division Mgr.132 94,162$ 115,348$ 136,535$
IT Division Manager 132 94,162$ 115,348$ 136,535$
Superintendent, Parks & For.132 94,162$ 115,348$ 136,535$
Superintendent, Recreation 132 94,162$ 115,348$ 136,535$
Superintendent, Streets/San 132 94,162$ 115,348$ 136,535$
Supt.of Construction&Field Svc 132 94,162$ 115,348$ 136,535$
Water ProductionSuperintendent 132 94,162$ 115,348$ 136,535$
Engineering Div. Manager/City Engineer 133 97,457$ 119,385$ 141,313$
Deputy Chief 134 100,868$ 123,564$ 146,259$
Director of Utilities 137 111,835$ 136,997$ 162,160$
Director, Comm Development 137 111,835$ 136,997$ 162,160$
Director, Health & Human Svcs 137 111,835$ 136,997$ 162,160$
Director, Library 137 111,835$ 136,997$ 162,160$
Director, Parks/Forestry & Rec 137 111,835$ 136,997$ 162,160$
Director, Public Works 137 111,835$ 136,997$ 162,160$
Fire Chief 137 111,835$ 136,997$ 162,160$
Chief of Police 138 115,749$ 141,792$ 167,836$
City Attorney 139 119,800$ 146,755$ 173,710$
Assistant City Manager/CFO ACM 123,986$ 152,865$ 181,744$
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5.2 CLASSIFICATION
One of the greatest challenges of any government entity is to maintain its classification
system with the dynamic environment that most cities operate within on a regular basis. The
combination of competition from other local governments is amplified by that from the
private sector causing even more importance to be placed on the quality and
responsiveness of the compensation and classification system. Classification, however
illustrates how work is organized as well as how the human resources are utilized to meet
the short and long term challenges of the organization. A strong classification system is
simple, transparent, and comprehensive. It is critical that an organization possess a system
that realistically captures what work is being performed by which employees.
As a result of the JAT analysis completed and peer information collected during the salary
survey process, a number of classification descriptions will require revision. Most of the
changes are minor in nature and reflect alterations in scope of responsibilities without
warranting complete reclassification or the creation of new classifications. Some
consolidation is possible if the City desired to reduce its overall number of classes by
eliminating the position qualifiers in some instances. In addition, members of the City’s
management team wished to see a more aggressive classification revision plan. Many of the
City’s jobs have been customized to apply to a single member of the staff rather than a
broader classification of employees. This is not necessarily a bad thing, but if it contradicts
the organizational philosophy on classification it can be problematic. With that in mind,
Evergreen Solutions developed a list of proposed classification revisions that seeks to
eliminate much of the over-customization of titles. Exhibit 5D shows these possible
revisions. It is not recommended that these wide-reaching changes be made immediately,
but if the City desires to cut the number of unique titles, this will help in that process.
The classification plan should not be allowed to grow beyond the City’s ability to control and
manage it. In times of economic strain when salaries are not increasing with regularity, the
temptation for some managers is to create new positions for lateral or vertical movement
designed to garner additional compensation for select employees. This should be
discouraged. The present plan is not so out of line as to be destructive or cause an
excessive administrative burden but future unchecked growth could cause such burdens.
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Exhibit 5D
City of Evanston Possible Reclassification/Class Consolidations
Source: Evergreen Solutions December, 2012.
CLASS TITLE POSSIBLE NEW TITLE
Administrative Secretary Administrative Specialist
Sustainable Programs Coord.Coordinator
Citizen Engagement Coordinator Coordinator
Asst Communications Coord Coordinator
Office Coordinator Coordinator
Recreation Program Manager Coordinator
Administrative Coordinator Coordinator
Parking Enforcement Coord Coordinator
Lakefront Sports Coordinator Coordinator
Senior Program Coordinator Coordinator
Business Office Coordinator Coordinator
Intergovernmental Affairs Coor Coordinator
Communications Coordinator Coordinator
Community Information Coord Coordinator
IT Division Manager Division Manager
Finance Division Manager Division Manager
Human Resources Division Mgr.Division Manager
Exec Secretary (to Dept. Head)Executive Assistant
Administrative Services Mgr.Manager
Youth/Young Adult Pgm Mgr Manager
ADA/CIP Project Manager Manager
Operations Manager Manager
Admin Adjudication Manager Manager
Community Relations Manager Manager
Recreation Center Manager Manager
Safety & Workers Comp. Mgr.Manager
Traffic Operations Manager Manager
Accounting Manager Manager
Applications & Development Mgr Manager
Fleet Services Manager Manager
Parking/Revenue Manager Manager
Payroll Manager Manager
Purchasing Manager Manager
Yth/Yng Adt Assist Pgm Mgr Manager
Architect/Project Manager Manager
Sr. Citizen Ombudsman Manager Manager
Circulation Supervisor Supervisor
Insp./Cust, Serv. Supervisor Supervisor
Supervising Structural Inspect Supervisor
Facilities Mgmt Supervisor Supervisor
Parking Facilities Supervisor Supervisor
Tech Support Supervisor Supervisor
Water ProductionSuperintendent Supervisor
Project Management Supervisor Supervisor
Water Maintenance Supervisor Supervisor
Sanitation Supervisor Supervisor
Service Desk Supervisor Supervisor
Supervisor, Sports/Rec Maint Supervisor
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5.3 ADMINISTRATION
FINDING
Regardless of its construction, the City’s classification and compensation system will fail to
meet its needs if it does not have strong administrative support. Recommendations are
derived from data for a fixed period of time. In other words, compensation plans have
definitive shelf lives, after which, they may struggle to compete with the market and cause
recruitment and retention strain for the City over time. Without proper maintenance, the
compensation structure will lose its effectiveness and market competitiveness over a period
of several years. Maintenance is the most significant need of most systems.
RECOMMENDATION: Select a small sample of classifications and conduct a localized survey
of market values and benefit changes on an annual basis to determine market
competitiveness and make appropriate adjustments.
The City has done a good job of preserving a favorable market position as reflected in the
market survey results and it should maintain these efforts in terms of employee salaries. In
order to maintain its competitiveness, Human Resources should select a small sample of
classifications, particularly those with recruitment or retention problems, and conduct a
survey of peer organizations to determine the relative external ranges of these
classifications. This commitment to competitiveness is all the more important when one
examines the current economic conditions. Many economists have predicted that the
present economic difficulty is causing a buildup of demand in the labor market. Many are
also indicating that when economic conditions begin to soften in the near future that the
potential exists for a sudden rash of movement in the labor market. People who have
remained in their current jobs and accepted suppressed wages may tend to be more willing
to change jobs for increases in pay.
The Human Resources staff should contact market peers directly or access readily available
secondary salary survey database resources to make determinations about market
competitiveness and recommend appropriate adjustments. Evanston participates in
associations which allow for the annual collection of peer salary data. These are invaluable
resources when performing impromptu market checks.
The City should ensure that identified administrative practices are put into place to maintain
competitive and equitable compensation and classification over time. These annual surveys
will work to ensure that external equity is maintained. Any changes made to individual
classifications should be separate from individual salary adjustments, unless relevant
changes move the salary outside of the proposed salary range.
FINDING
In order to maintain market competitiveness between compensation and classification
studies, the City must continue adjusting its pay plan on an annual basis. Rather than relying
only on consumer price index (CPI) values for cost of living adjustments, the City would
benefit from contacting their local peer group and determining their approach to pay plan
adjustments and consider that in addition to consistent economic indicators such as CPI.
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RECOMMENDATION: Continue to review the pay plan each year and revise as necessary
based on the average movement of market peers.
Human Resources should reevaluate this list every couple of years to ensure that it contains
the most relevant labor market peers and make any necessary adjustments. The City should
contact the identified peers each year and request information regarding the distance each
peer’s pay plan is being increased and any changes to benefits. By determining the average
percent increase of peer pay plans and benefit offerings, the City can ensure its pay plan
and other factors are increasing at the same relative speed as its peers, thus maintaining or
improving its relative position depending on the City’s compensation philosophy.
FINDING
Inevitably, compensation is subject to changes in the external market based on best
practices and other trends for human resources management. Given this understanding, the
City should ensure that its structure is up to date and reflective of best practices.
RECOMMENDATION: Conduct a comprehensive classification and compensation study
every four to five years.
While annual surveys of identified classifications can provide a general idea of the City’s
market competitiveness, the City should complete a comprehensive compensation and
classification study every three to five years to ensure internal and external equity is
maintained. The time that has elapsed since the City last conducted a comprehensive study
of this kind is longer than is generally recommended. It has been noted, however, that the
City regularly participates in regional surveys of compensation.
This preventative maintenance is necessary as jobs change over time and the compensation
market can shift quickly. These subtle changes can and do compound over time and
produce undesired consequences in the long term.
Such efforts to maintain the system are viewed as a sign that the City’s leaders value their
workforce and are willing to take serious steps to preserve the competitiveness of their
compensation plan and practices by employees.
FINDING
An additional element of all compensation systems is the method by which employees move
through their respective pay grades. There are predominately three approaches that have
been adopted by most public organizations:
Step plan
Cost of living
Merit
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In the past, many public-sector organizations used a step approach similar to the current
pay system used by the City which incorporated predetermined, percentage-based pay steps
in each pay grade. In this approach, all employees at the same step in the same pay grade
received the same compensation and an employee moved through the steps based on years
of service until a maximum step was reached. In the proposed pay plan, this is the approach
taken from the time an employee is hired until they reach their midpoint.
Most public organizations have moved away from pure step plan approach and adopted a
“cost of living” centered approach. The “cost of living” centered approach draws on a
preselected metric that captures the percentage change in the cost of living based on a
combination of goods during a fixed period of time. Pay grades are established based on
market rates and employees are adjusted or moved through the pay grades based on the
percentage change in the cost of living during the period.
Merit-based approaches arose in response to concerns with differentiating the performance
of public employees and the desire to emulate the reward approaches of the private sector.
However, once adopted, it is common for the merit-based approaches to function more like
the cost of living approach since most employees receive the same score during the
evaluation process (based on budget constraints) and thus there is little differentiation in
the increases given. Moving incumbents through the pay plan based on actual performance
is preferable to other alternatives if the system is well managed.
RECOMMENDATION: Conduct a full review of the performance management system and
determine the feasibility of a true merit-based pay system.
Evergreen Solution’s recommends conducting a full review of the performance management
system (i.e., tools, policies, procedures, etc.) and, moving forward, utilizing employee
performance as a standard for compensation increases versus cost of living or step
increases. Within this framework, employee compensation increases should be applied to
help progress employees through the pay range and at the same time promoting
performance to help achieve the organization’s goals.
A subjective merit pay system is a substantial initiative that would ensure that performance
is the key to organizational productivity. In order for the organization to ensure that the
system is not abused, measures should be put in place to ensure that individual bias and
budgetary issues are not factors in individual evaluations. In a well-integrated merit pay
system, employee performance is evaluated prior to budget allotments and subsequent
salary increases are given as a percentage of total allotment (i.e., funds are distributed
based on the relative scores of employees) versus assigning scores based on budgetary
determinations. With the City adopting a hybrid step and open-range/merit plan, ensuring
that the merit portion that occurs beyond the midpoint is adequate and comprehensive is
important.
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5.4 SUMMARY
The City should be proud of its dedication to high-quality service and continuous
improvement. Evergreen Solutions recognizes that change is often complex and difficult but
this report and the recommendations herein represent an update to an already firm and
fundamentally sound foundation from which the City of Evanston can build and grow in
response to its human resource needs.
Employees of the City are engaged and generally positive about the work they do and enjoy
their jobs. Conversations about compensation issues do tend to bring out more negative
feelings than positive and many employees did express frustration, however this does not
come as a surprise. Employees do have many positive things to share regarding benefits
and career paths that also contribute positively to overall morale and job satisfaction.
Improvements to the compensation structure will build good-will between employees and
management and should strengthen morale within the City.
The present system does have some inherent weaknesses associated with range spread
and employee’s ability to progress through their ranges. Narrower -than-recommended
ranges are causing a cluster of employees (46 percent) to fall in the highest quartile of their
present grade. This is highly unusual and a result of ranges that are considerably narrower
than the average market peer.
Market peer data indicates that the City is approximately at market value when it comes to
minimum pay on average, but that market position weakens at the midpoint and maximum
of the range. This could have an impact on retention over time. Also, not all jobs are at or
above market. Approximately 31 percent of benchmark positions fell below market at the
midpoint.
Pay plan redesign and revised job placement as reflected in this final chapter of the report
addresses the challenges identified in previous chapters of the report. With regular
maintenance and attention paid to the changing market as the economy slowly recovers, the
revised plan can serve the City for years to come.
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For City Council meeting of July 15, 2013 SP5
Hotel Tax Ordinance and Collection Information
For Discussion
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Asst. City Manager/CFO
Brandon Dieter, Senior Management Analyst
Subject: Hotel-Motel Tax Ordinance and Collection Information
Date: July 10, 2013
Recommended Action
Per Aldermanic referral by the First Ward Alderman on May 13, 2013, City Staff have
collected the following information to facilitate discussion. Staff recommends that City
Council receive the report regarding the City’s Hotel-Motel Tax and provide direction if
necessary.
1. Attachment A: Under separate cover, staff will provide hotel tax collections
for Fiscal Years 2011 and 2012. Please note, Fiscal Year 2011 was a ten-
month transitional fiscal year for the period from March through
December. As a result, March, 2011 Hotel tax revenues are for one
month only. This contrasts with other quarterly collections listed within the
report, which were for periods of three months.
2. Attachment B: City Code Section 3-2-4 – Hotel-Motel Tax which explains
method of collection, those businesses subject to the tax, and the tax rate.
3. Attachment C: Numerous articles/documents referring to the definition of
Hotel Tax to what businesses it may apply. These attachments generally
include Bed and Breakfast establishments as being subject to the tax.
When the Hotel Tax was originally approved Bed and Breakfast establishments were
not included. If the City wishes to expand the definition of entities subject to the tax,
Law Department staff will prepare the necessary amendments for placement on the
August 12, 2013 Administration and Public Works Agenda.
Given that the City collects 7.5% of the room rate, one B&B room at $100 a night rented
for 50% of the time, would generate a little more than $1,300 in taxes each year.
Attachments
Attachment A: Hotel Tax Collections Summary 2011 – 2012
Attachment B: Evanston City Code Section 3-2-4 – Hotel-Motel Tax
Attachment C: Hotel Tax Articles/Documents
Memorandum
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CHAPTER 2 MUNICIPAL OCCUPATION TAXES
3-2-4. HOTEL-MOTEL TAX.
3-2-4-1. DEFINITIONS.
The word "hotel" and the word "motel" within the meaning of this Section 3-2-4, include
every building or structure kept, used, maintained, advertised and held out to the public
to be a place where lodging or lodging and food, or apartments, or suites, or other
accommodations are offered for a consideration to guests, in which ten (10) or more
rooms, apartments or suites, or other accommodations are used for the lodging or
lodging and food for such guests. A building or structure, such as a convention center,
or executive conference facility, not open to the public but otherwise meeting the
criteria set forth in the previous sentence, shall be subject to the hotel-motel tax.
(Ord. No. 4-0-89; Ord. No. 8-0-12, (50-0-11(exh. A, § 3-2-4-1)), 1-23-2012)
3-2-4-2. TAX IMPOSED.
A tax is hereby levied and imposed upon the use and privilege of renting, leasing, or
letting of rooms in a motel or hotel in the City at a rate of seven and one-half percent
(7.5%) of the gross rental receipts from such rental, leasing or letting. The ultimate
incidence of, and liability for, payment of said tax shall be borne by the user, lessee or
tenant of said rooms. The tax herein levied shall be in addition to any and all other
taxes.
(Ord. No. 60-0-01; Ord. No. 8-0-12, (50-0-11(exh. A, § 3-2-4-2)), 1-23-2012)
3-2-4-3. PAYMENT AND COLLECTION.
The owner and operator of each hotel or motel and the person to whom the license to
operate said hotel or motel shall have been issued by the City, shall bear, jointly and
severally, the duty to collect the tax from each user, lessee or tenant of rooms in such
hotel or motel. Every person required to collect the tax levied by ordinance shall secure
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said tax from the user, lessee or tenant of a room or rooms at the time that he/she
collects the price, charge or rent to which it applies.
(Ord. No. 28-0-73; Ord. No. 8-0-12, (50-0-11(exh. A, § 3-2-4-3)), 1-23-2012)
3-2-4-4. ADMINISTRATION AND ENFORCEMENT.
The City Manager or his/her designee is hereby designated as the administration and
enforcement officer of the tax hereby imposed on behalf of the City. It shall be the
responsibility and duty of the City Manager or his/her designee to collect all amounts
due the City from the owners, operators and licensees of motels and hotels within the
City.
A sworn quarterly hotel and motel occupancy tax return shall be filed by each owner,
operator or licensee of each hotel or motel in the City with the City Manager or his/her
designee, on forms prescribed by him/her, showing all receipts from each renting,
leasing or letting of rooms during the preceding three (3) months. The dates upon
which said quarterly returns are to be filed shall be provided by rules and regulations
promulgated by the City Manager or his/her designee.
Each return shall be accompanied by payment to the City of all taxes due and owing for
the quarter covered by the return; provided, however, that the person making said
return may retain an amount of money equal to three percent (3%) of the tax due as
compensation for services rendered in the collection and payment of such tax.
The City Manager or his/her designee, or any person certified by him/her as his/her
deputy or representative, may enter the premises of any hotel or motel for the purposes
of inspection and examination of its books and records for the proper administration of
this Section, and for the enforcement of collection of the tax hereby imposed. It is
unlawful for any person to prevent, hinder or interfere with the City Manager or his/her
designee or his/her duly authorized deputy or representative in the discharge of his/her
duties hereunder.
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(Ord. No. 28-0-73; Ord. No. 8-0-12, (50-0-11(exh. A, § 3-2-4-4)), 1-23-2012; Ord. No. 65-0-12, § 1, 6-
25-2012)
3-2-4-5. ENFORCE PAYMENT OF TAX.
(A)Failure to Pay. Whenever any person shall fail to pay any taxes herein provided,
or when any owner, operator or licensee of a hotel or motel in the City shall fail
to collect the tax hereby imposed from any person who has the ultimate liability
for payment of the same, the Corporation Counsel shall, upon request of the
City Manager or his/her designee, bring or cause to be brought an action to
enforce the payment of said tax on behalf of the City in any court of competent
jurisdiction.
If the City Manager, after a hearing held by or for him/her, shall find that any
hotel or motel owner, operator or licensee has willfully evaded his/her
responsibility to collect the tax imposed by this Section, he may suspend or
revoke all City licenses held by such tax evader. Said person shall have an
opportunity to be heard at such hearing, to be held not less than five (5) days
after notice of the time and place thereof, addressed to him/her at his/her last
known place of business. Any suspension or conviction resulting from such
hearing shall not relieve or discharge any civil liability for nonpayment of the tax
due.
(B)Interest and Penalties. In the event of failure by any hotel or motel owner,
operator or licensee to collect and pay to the City Manager or his/her designee
the tax required hereunder within thirty (30) days after the same shall be due,
interest shall accumulate and be due upon said tax at the rate of one percent
(1%) per month. In addition, a penalty of ten percent (10%) of the tax and
interest due shall be assessed and collected against any hotel or motel owner,
operator or licensee who shall fail to collect and remit the tax imposed by this
Section.
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CHAPTER 2 MUNICIPAL OCCUPATION TAXES
(Ord. No. 28-0-73; Ord. No. 8-0-12, (50-0-11(exh. A, § 3-2-4-5)), 1-23-2012; Ord. No. 65-0-12, § 2, 6-
25-2012)
3-2-4-6. DISPOSITION OF TAX MONEYS.
All proceeds resulting from the imposition of the tax under this Section, including
interest and penalties, shall be paid into the Treasury of the City and shall be credited
to and deposited in the Economic Development Fund of the City.
(Ord. No. 28-0-73; Ord. No. 8-0-12, (50-0-11(exh. A, § 3-2-4-6)), 1-23-2012; Ord. No. 65-0-12, § 3, 6-
25-2012)
3-2-4-7. EXEMPTION.
The tax imposed under Subsection 3-2-4-2 of this Section shall not apply to the renting,
leasing or letting of accommodations in a hotel or motel to permanent residents. For the
purpose of this Section a "permanent resident" means any person who occupies or has
the right to occupy any room or rooms in the hotel or motel for at least thirty (30)
consecutive days. If a hotel or motel provides accommodations for both permanent
residents and other guests, the rental obtained from permanent residents shall not be
included in the computation of the tax due.
(Ord. No. 28-0-73; Ord. No. 8-0-12, (50-0-11(exh. A, § 3-2-4-7)), 1-23-2012)
3-2-4-8. PENALTY.
Any person found guilty of violating, disobeying, omitting, neglecting or refusing to
comply with or resisting or opposing the enforcement of any provision of this Section,
except when otherwise specifically provided, shall be fined not less than two hundred
and fifty dollars ($250.00) for the first offense, and not less than seven hundred and fifty
dollars ($750.00) for the second and each subsequent offense in any one hundred
eighty (180) day period; each day of violation shall constitute a separate and distinct
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offense.
(Ord. No. 28-0-73; Ord. No. 8-0-12, (50-0-11(exh. A, § 3-2-4-8)), 1-23-2012)
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Department » Financial Services » Programs » Hotel Occupancy Taxes
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Hotel Occupancy Taxes
FAQ
HOTEL OCCUPANCY TAXES
Every person owning, operating, managing, or controlling any hotel or collecting
payment for occupancy in any hotel shall collect the Hotel Occupancy Tax from their
guests for the City of Austin.
A Hotel is any building or buildings in which the public may obtain sleeping
accommodations for a cost of 2 dollars or more each day for a consecutive duration of
30 days or less. This includes, without limitation, hotels, motels, tourist homes,
vacation rentals by owner, houses or courts, lodging houses, inns, hostels, rooming
houses, bed and breakfasts, short-term vacation rentals or other buildings where
rooms are furnished for consideration. It does not include hospitals, sanitariums or
nursing homes.
The revenue derived from the Hotel Occupancy Tax is used to promote tourism and
the convention and hotel industry in Austin.
Registration
New Registrants – Hotels, Motels, Bed & Breakfasts
If the hotel has not yet registered with the Controller’s Office, please complete a
Registration Form to establish your account.
New Registrants - Short-term Rentals
If the hotel is a short-term rental registering with the City of Austin for the first time, a
short-term rental license must first be obtained in order to operate. Please visit
www.austintexas.gov/str to find out more about this process. Please note: even if
the STR ordinance does not apply to you, the ordinances regarding the
collection and remittance of hotel occupancy taxes still apply.
Tax Rates
The City of Austin’s Hotel Occupancy Tax rate is 9 percent, comprised of a 7 percent
occupancy tax and an additional 2 percent venue project tax. Texas law requires that
each bill or other receipt for a hotel charge subject to the tax imposed for a venue
project contain a statement in a conspicuous location stating: “The City of Austin
requires that an additional tax of two percent (2%) be imposed on each hotel charge
for the purpose of financing a venue project.”
The City’s tax is in addition to the 6 percent rate imposed by the State of Texas, which
must be remitted separately to the State. For information on the State Hotel
Occupancy Tax, please visit their website or call 1-800-252-1385.
Reporting Requirements
Every person required to collect the Hotel Occupancy Tax must file a Report of Hotel
Occupancy Tax with the City of Austin Financial Services Department showing the
consideration paid for all room occupancies in the preceding quarter, the amount of
permanent (30-day) and other exemptions granted, and the amount of the tax collected
on such occupancies. A payment in the amount of the tax collected must accompany
this report. In addition, a copy of the concurrent “Texas Hotel and Motel Tax Report”
filed with the State of Texas by the hotel must be attached to the quarterly report
submitted to the City.
Reports and payments are due on the last day of the month following each quarterly
reporting period (quarter ending March 31 due April 30, quarter ending June 30 due
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For City Council meeting of July 15, 2013 Item SP6
Business of the City by Motion: Parking Meter and Pay Station Contract
For Action
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Director of Administrative Services/Chief Financial Officer
Rickey A. Voss, Division Manager, Revenue/Parking
Ashley Porta, Interim Manager, Purchasing
Subject: Recommendation to Award the Contract for the Parking Meters and Multi-
Space Pay Stations with Duncan Solutions in the amount of $1,094,260.
(RFP 12-147)
Date: June 26, 2013
Recommended Action:
Staff recommends approval of a unit price contract for the purchase and installation of
parking meters and multi-space pay station technology with Duncan Solutions, 633 W.
Wisconsin Avenue, Suite 1600 Milwaukee, WI 53203. The recommended configuration
of meters and multi-space pay stations results in an estimated cost of $1,094,260,
which includes meter hardware and installation costs. Final costs will be based on the
total number of meters and multi-space units installed, which will be determined after a
public engagement process to begin immediately upon approval.
Funding Sources:
Funding for the project will be provided by the Parking Fund capital improvement
account (701515.65515). The FY 2013 budget for the project is $1 million. This project
was originally budgeted in 2012 for $1,400,000. Funding for the remaining $94,260 will
be provided by projected savings resulting from deferral of a portion of the City’s FY
2013 Parking Lot Resurfacing Project.
Summary:
In November 2012, the City of Evanston issued a Request for Proposal (RFP) for the
replacement of the City’s current parking meters. The goal of the project was to upgrade
the City’s current coin-operated single-head parking meters with new technology. The
City’s recommended parking meter solution would include the capability to accept
currency in the form of both coins and credit cards. The new parking meter solution
would also have the ability to be managed and monitored remotely and be capable of
operating in a Pay-and-Display, Pay-by-Space, and/or Single Space Meter
configuration. The City’s RFP provided vendors with the option of submitting a single
head meter and/or multi-space parking station solution.
Memorandum
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Page 2 of 5
Through the purchase and implementation of the proposed meter technology, the City ’s
goal is to address the following items:
Achieve greater efficiency relative to short-term parking regulation and enforcement
Enhance customer accessibility as a result of multiple payment acceptance methods
Reduce service calls and customer complaints due to malfunctioning equipment
Lower maintenance and repair costs
Improve streetscape appearance through a reduction in meter clutter
Increase parking payment simplicity, convenience, and satisfaction
The proposal would consist of a detailed by unit pricing of each product, a detail of on-
going costs to include extended maintenance and support plans over a five (5) year
period and a summary of expected costs over five (5) years to include product
processing costs.
Listed below are the eight (8) parking meter vendors which responded to the City’s
RFP:
Consultant Address
Hectronic USA 820 Greenbrier Circle, Chesapeake, VA. 23320
Ventek International 1260 Holm Road, Petaluma, CA 94952
Total Parking Solutions (TPS) 2721 Curtiss Street, Downers Grove, IL 60515
Mackay Meters, Inc. 1342 Abercrombie Road, New Glasgow, NS B2H563
IPS Group, Inc. 5601 Oberlin Drive, San Diego, CA 92121
Amano McGann, Inc. 405 North Racine, Chicago, IL 60642
Automated Parking Technologies (APT) 500 West 18th Street, Chicago, IL 60616
Duncan Solutions 633 W. Wisconsin Avenue, Milwaukee, WI 53203
A selection team consisting of the Revenue/Parking Manager , Senior Management
Analyst, Parking Enforcement Coordinator and the Interim Parking Facilities Supervisor
reviewed all of the proposals and selected three (3) firms to be interviewed. The
vendors were selected based on several criteria including qualifications and experience,
organization and completeness of proposal, product and maintenance cost,
implementation schedule and overall parking meter solution. The three vendors
selected to participate in the interview portion of the selection process are listed below:
Consultant Address
Amano McGann, Inc. 405 North Racine, Chicago, IL 60642
Automated Parking Technologies (APT) 500 West 18th Street, Chicago, IL 60616
Duncan Solutions 633 W . Wisconsin Avenue, Milwaukee, WI 53203
The vendors made recommendations as to installation configurations and provided unit
base costs by type. The table does not include installation and other ancillary costs
associated with the project, which is also discussed further in this report. It is important
to note that Duncan recommends the least amount of pay box utilization. City Staff also
believe that the total number of pay box installations will be lower than any of the
recommendations provided by vendors. Given that the City will involve the community
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Page 3 of 5
in the placement process, as opposed to a forced change over as was the case in
Chicago, pay box utilization may not be as high as recommended by the vendors.
Recommended Configurations
Duncan Unit Price Configuration Cost
Single-Head Parking Meters $495.00 1,225 $606,375.00
Pay Stations $9,405.00 44 $413,820.00
Total $1,020,195.00
Amano Unit Price Configuration Cost
Single-Head Parking Meters $495.00 403 $199,485.00
Pay Stations $6,559.00 128 $839,552.00
Total $1,039,037.00
APT Unit Price Configuration Cost
Single-Head Parking Meters $495.00 468 $231,660.00
Pay Stations $9,393.00 105 $986,265.00
Total $1,217,925.00
In addition to parking meter and pay station hardware costs, staff also considered
transaction fees charged by each of the vendors listed above. A summary of the annual
system-wide credit card processing fees charged by each vendor is provided in the
table below:
Vendor
Annual
Transactions*
Transaction
Fee
Total
Duncan Solutions 1,146,600 $ 0.03 $ 34,398
Amano McGann, Inc. 1,146,600 $ 0.13 $ 149,058
Automated Parking Technologies (APT) 1,146,600 $ 0.13 $ 149,058
* Annual Transaction Estimate per Duncan Solutions Proposal
Upon completion of the interview process, staff determined that Duncan Solutions,
partnered with Total Parking Solutions (TPS), provided the most comprehensive
proposal for meeting the parking needs of city. In addition, as the table above illustrates,
the reduced transaction fee charged by Duncan Solutions will produce an annual
estimated savings of approximately $115,000 for the City. As a result, staff is
recommending the contract award for the purchase and installation of parking meter
technology to Duncan Solutions in the amount of $1,094,260. (See following pages for
detail of installation and other ancillary costs.) The recommended parking meter solution
includes both Duncan single-head parking meters and Cale multi-space parking pay
stations.
In addition to the financial information outlined above , staff has also been satisfied with
the Duncan single-head meters and Cale pay stations used in the City on a trial basis.
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The Duncan single-head meters, which are located in the 900 block of Chicago Avenue,
have performed with no problems regardless of weather conditions. The batteries for
the solar meter have been reliable with no failures. The also City currently owns a
number of Cale pay stations and they have performed well. In addition, the Cale pay
station is currently used in the City of Chicago which would provide an easy transition
for visitors from Chicago as they are familiar with the product and will not have to adjust
to a different design. Staff has experienced excellent responses to service calls as the
vendor, Total Parking Solutions.
The table below provides a summary of individual item costs associated with the
Duncan Solutions parking meter technology:
Meter and Pay Station Unit Pricing
Description Unit Price Installation Fee
Parking Pay Station - Pay-N-Display $9,405.00 Included
Parking Pay Station - Pay-by-Space $9,405.00 Included
Single-Head Parking Meters $495.00 $25.00
Spare Coin Tracks $57.00
Spare Battery Packs $29.00
Spare Flat / Anti-Glare Dome $3.50
Paper Rolls for Pay Stations $32.00
The proposed Duncan and Total Parking Solution proposal is as follows:
Parking Meters - One-time Costs
Description Quantity Unit Price Extended Price
Single-Head Parking Meters 1,225 $495.00 $606,375.00
Spare Single Head Meter 60 $495.00 $29,700.00
Spare Coin Track 120 $57.00 $6,840.00
Spare Liberty Battery* (5 year warranty) 120 $29.00 $3,480.00
Spare Flat / Anti-Glare Dome 120 $3.50 $420.00
Installation and Commissioning 1,225 $25.00 $30,625.00
Onsite Training 1 $3,000.00 $3,000.00
Signage / Decals per Pay Station 1,225 Included
Subtotal: Meter Hardware Costs $680,440.00
Pay Station - One-time Costs
Description Quantity Unit Price Extended Price
Parking Pay Station - Pay-N-Display or Pay-
by-Space 44 $9,405.00 $413,820.00
Contract Pricing for Replacement Pay Stations TBD $9,405.00
Consumables- Paper (1 Roll - Approx. 4,500 TBD $32.00
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Page 5 of 5
receipts)
Installation and Commissioning 44
Onsite Training 1
Signage / Decals per Pay Station 44
Subtotal: Pay Station Hardware Costs $413,820.00
Total Purchase and Installation Costs: $1,094,260.00
In addition to the hardware costs listed above, the proposed solution includes a five-
year maintenance and support plan. The maintenance and support plan proposed by
Duncan Solutions is provided below:
Ongoing Costs – Single-Head Meters
Warranty Quantity Unit Price Extended Price
Year 1 1,225 Included
Year 2 1,225 $37.50 $45,937.50
Year 3 1,225 $42.00 $51,450.00
Year 4 1,225 $42.00 $51,450.00
Year 5 1,225 $25.00 $51,450.00
Backend Software (Per Year/Per Meter) 1,225 $87.00 $106,575.00
Ongoing Costs - Pay Stations
Warranty Quantity Extended Price
Year 1 44
Year 2 44 $31,680.00
Year 3 44 $31,680.00
Year 4 44 $31,680.00
Year 5 44 $31,680.00
Backend Software (Per Year/Per Pay Station) 44 $34,320.00
As the tables above indicate, the total cost of the recommended parking solution
proposed by Duncan is $1,094,260. The contract price includes costs associated with
the purchase and installation of 1,225 single-head parking meters and 44 pay stations.
Spare parts for the single-head meters and staff training are also included in the
contract price. Maintenance costs for both the single-head meters and the pay stations
are included in the contract price for the first year of operation. Prior to installation, staff
will engage in an extensive public education campaign relative to operation of the new
parking meters and pay stations.
Attachments:
MWEBE Memo
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Bid No. 12-147, Contract for Parking Meters & Multi-Pay Stations, M/W/EBE Waiver, Duncan Solutions 7-12-13
To: Martin Lyons, Assistant City Manager/CFO
From: Joseph McRae, Deputy City Manager
Subject: RFP No. 12-147, Contract for Parking Meters & Multi-Space Pay
Stations to Duncan Solutions
Date: July 12, 2013
The goal of the Minority, Women, and Evanston Business Enterprise Program
(M/W/EBE) is to assist such businesses with opportunities to grow. In order to
help ensure such growth, the City has established a 25% M/W/EBE
subcontracting participation goal for general contractors. However, RFP 12-147
Contract for Parking Meters and Multi-Space Pay Stations precludes
subcontracting opportunities. Therefore, a waiver is granted.
Cc: Rickey Voss, Parking & Revenue Manager
Memorandum
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For City Council meeting of July 15, 2013 Item SP7
Business of the City by Motion: Contract Extension for Parking Ticket Management
For Action
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Assistant City Manager/CFO
Rickey A. Voss, Parking Manager
Subject: Approval of a new contract extension with Professional Account
Management, LLC (a division of Duncan Solutions, Inc.) for many of the
City’s parking ticket management and payment processing functions.
Date: June 24, 2013
Recommended Action:
Staff recommends that the City Council authorize the City Manager to enter into a new
contract extension with Professional Account Management, LLC (a division of Duncan
Solutions, Inc.) 633 W. Wisconsin Avenue, Suite 1600, Milwaukee, WI, Professional
Account Management administers the outsourced portion of the City’s parking ticket
management and payment processing functions. This contract is on a per ticket basis,
and 2012 actual expenses were $389,589.00. The renewal price per ticket is $0.657
which is a 10% (approximately $39,000) reduction from the original price of $0 .73. The
contract term is for three (3) years with one (1) optional renewal year effective August 1,
2013.
Funding Source:
2013 Budget Administrative Services Account 1910.62449 $415,600
Summary:
On January 15, 2008 the City entered into a contract with Professional Account
Management, LLC for the outsourcing City’s parking ticket management and payment
processing functions. The contract term was for three (3) years with two (2) optional
renewal years. The contract expired on January 14, 2013.
.
The objective of the new contract proposal is to maintain the relationship developed with
Professional Account Management, LLC during the course of the original contract. The
firm will continue to include payment processing by mail, telephone or the Internet as
well as all license plate lookups, noticing, lockbox processing and the management of
citations that require administrative adjudication (walk-in payments and those received
through the Civic Center Payment Box will still be processed by the City Collector’s
Office).
Memorandum
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The following is a summary of the current and proposed Citation Management Process
Outsourcing these functions is cost effective and has resulted in a superior citation
processing service. The entire payment collection process will remain with Professional
Account Management, LLC. This includes the receipt of mailed payments, posting of
payments, depositing of receipts into a City bank account, processing of notices, and
scheduling administrative adjudication hearing dates. Customers will continue to have
access to an Internet-based credit card payment option and 24-hour telephone payment
as another payment choice. Customers that come to the Civic Center to pay would be
transparent as the City would maintain the ability to receive citation payments over the
counter and post them in real time to Professional Account Management’s system via
the Internet.
Additionally, outsourcing is a reliable and proven way of increasing our collection rate.
At the original contract’s inception the collection rate at the City was 78%. The current
collection rate is 88%. The industry standard for collection rates is 72%. Our objective
is to continue to work with the firm each year to increase the collection rate through
improvements in technology, training, noticing, secondary collections, customer service,
and collection of out-of-state license plate information. This outsourcing also resulted in
the elimination of one staff position per the original proposal in the City’s
Revenue/Collections office.
Recommended changes or additions to the original contract.
The Agreement is extended for a period of three (3) years commencing on the
Amendment No. 1 Effective Date. The Agreement may be extended for an
additional one (1) year period by mutual agreement of the Parties.
Section 3.0.1 REVENUE GUARANTEE under ARTICLE III COMPENSATION is
no longer applicable and is struck in its entirety.
Section 16.1 TERM OF AGREEMENT under ARTICLE XVI TERMINATION AND
NOTICE is struck in its entirety effective January 15th, 2008. It is replaced with
“This Agreement shall become effective August 1, 2013 and shall remain in
effect for three (3) years with one (1) optional renewal year.”
The current Schedule of Fees shall be modified as follows.
4.1. Under Section A.1 RATE PER CITATION ISSUED, “$0.73” is replaced by
“$0.657”
4.2. Contractor shall replace the eighteen (18) AutoCITE Series X3CIS Handhelds,
the three (3) Charger/Data Transfer Units, the one (1) Desktop PC (monitor,
keyboard, mouse and cables included), the one (1) Laser Printer provided unde r
Section A.2 AutoCITE COMPUTERS (Parking) with fifteen (15) new AutoCITE
Series X3CIS Handhelds, the three (3) Charger/Data Transfer Units, the one (1)
Desktop PC (monitor, keyboard, mouse and cables included), the one (1) Laser
Printer.
4.3. Contractor shall replace the eight (8) on line cashiering terminals provided under
Section A.3 CASHIERING EQUIPMENT with eight (8) new on line cashiering
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terminals. The cost for these cashiering terminals is replaced by “$0.072” from
“$0.08” per citation issued.
4.4. Under Section A.4 NOTICE FEES “$0.15” is replaced by “$0.135” and “$.25” is
replaced by “$0.225” in both instances
4.5. Under Section A.5 HABITUAL OFFENDERS LETTER “$1.00” is replaced by
“$0.90”
4.6. Under Section A.6 DATA ENTRY “$0.25” is replaced by “$0.225”
4.7. Under Section A.7 CORRESPONDENCE IMAGING “$0.25” is replaced by
“$0.225”
4.8. Under Section A.8 LOCKBOX PROCESSING “$0.55” is replaced by “$0.495”
4.10 Under Section A.10 PAYMENT POSTING AT CIVIC CENTER —CITY OF
EVANSTON “$0.05” is replaced by “$0.045”
5. ATTACHMENT B REVENUE GUARANTEE is no longer applicable and is struck
in its entirety.
The following additional services are added to the Agreement.
6.1. Online permit application (Validation and fulfillment not included)
6.2. Online photo review access for violators
6.3. Executive management dashboard
Under the terms of the extended contract, Professional Account Management, LLC will
reduce their charge to the City by 10% over the original contract assuming the same
volume of transactions being processed. The partnership has proven to be successful
and has enhanced the City’s ability to improve efficiencies in parking citation
management and collection. The continuing partnership will enhance the City’s efforts to
promote a more efficient, cost-effective and customer-friendly government.
Legislative History
N/A
No Attachments.
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