HomeMy WebLinkAboutCompensation/Benefits Strategy
Table of Contents
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Project Background, Objectives and Approach
Employee Feedback
Compensation and Benefits Strategy
External Competitive Analysis
Salary Structure Adjustment
Implementation
Project Background, Objectives and Approach
PALMER &: CAY CONSULTING GROUP (PCCG) was retained by Albemarle County (the County) to
conduct an independent study to assess its current compensation and benefits programs and
practices. This report presents our findings and recommendations.
Driving forces behind this project included:
· Assuring that the compensation program assists the County in attracting and
retaining high quality employees;
· Verifying and updating the external competitiveness of compensation;
· Ensuring that resources allocated to compensation are effectively and efficiently
managed; and
· Simplifying the compensation program and developing administrative guidelines.
PALMER & CAY CONSULTING GROUP 1
Project Background, Objectives and Approach
Our proposal for assistance identified the following objectives:
Assist in the finalization of the compensation and benefits survey;
Conduct focus groups and/or interviews to obtain employee perception of
compensation and benefits plan(s);
Meet with a Planning Team to determine the appropriate format for final report;
Meet with a Planning Team to review employee feedback;
Input all survey data into an approved format;
Finalize format for final report through an iterative process with the Planning Team;
Provide recommendations for improving current compensation plan(s);
Provide a cost analysis associated with recommendations; and
Provide an implementation plan for achieving Board approved recommendations.
current
PALMER & CAY CONSULTING GROUP 2
Project Background, Objectives and Approach
Planning Team
We believe that an important role in the consulting relationship is to transfer to the client as
much of our expertise as possible. We recommended that the County designate a Planning
Team of representatives from each function to meet with us on a regular basis to provide input
for each project deliverable. Based on our previous experience with other clients, we believe
that the project approach should incorporate substantial interaction with the client. In addition
to facilitating knowledge transfer with respect to ongoing program administration and
minimizing consulting fees, interaction between the consultant team and our clients helps
ensure that:
The PROJECT AND METHODOLOGIES address the appropriate issues,
· The PROJECT FINDINGS have been analyzed and interpreted correctly, and
· The RECOMMENDATIONS are consistent with the data, build on effective approaches utilized
elsewhere, and are appropriate to meet the Countv's needs.
In addition to the Planning Team, Michael Thompson, Director of Human Resources, and
Lorna Gerome were designated as the Project Managers and were the primary liaisons between
PCCG and the County.
PALMER & CAY CONSULTING GROUP 3
Project Background, Objectives and Approach
Project Approach
The Planning Team met on a consistent basis (i.e., two to three times a month over a six month
period) to come to an agreement on each element of information that was utilized to develop
the proposed Compensation and Benefits strategy. To provide the Boards with an
understanding of the due diligence behind the proposed Compensation and Benefits strategy
we have outlined the process below. Major milestones are noted in italics.
· The Planning Team finalized a long-term list of benchmark jobs to be surveyed to annually
establish the external competitiveness of the County's current compensation and benefits.
· The Planning Team finalized a list of specific organizations to participate in an annual external
competitiveness review.
· A survey instrument was designed by the County to obtain specific information from
survey participants with respect to compensation and benefits.
· The County conducted a private survey to obtain compensation and benefits
information for the external competitiveness review. This consisted of placing phone
calls to all targeted survey participants and sending the finalized survey to those
organizations that agreed to participated in the survey.
· Focus Group Meetings and Group Meetings.
· Palmer & Cay consultants input the data received from participating organizations in
the compensation and benefits survey.
· Palmer & Cay consultants compared the County's current compensation and benefits to
the external market data received from the private survey and to published survey data
(note: published survey data utilized to supplement the private survey data was for the
Virginia/Charlottesville area).
· The Planning Team reviewed the data collected by Palmer & Cay and the external
competitiveness review conducted by Palmer & Cay and supported the findings. The overall
findings concluded that the County's current cash compensation is approximately 4.5% below
market (i.e., the 2000/2001 salary structure(s)) and its' current benefits program is
approximately 5% above market.
· Palmer & Cay consultants had every Planning Team member submit in writing their
personal view as to where the County should target its' compensation and benefits
programs.
· Palmer & Cay consultants developed a proposed Compensation and Benefits strategy
based on the following:
The County's organizational goals and objectives expressed by the Planning Team;
Employee feedback from focus groups, e:mails and interviews;
The external market as identified by the Planning Team;
The importance of internal equity as identified by the Planning Team; and
The desired positioning versus the external market for both cash compensation and
benefits as identified by the Planning Team.
PALMER & CAY CONSULTING GROUP 4
· The Planning Team voted and approved the proposed Compensation and Benefits strategy.
PALMER & CAY CONSULTING GROUP
Employee Feedback
To obtain a broad perspective of employees' perceptions regarding the strengths and
weaknesses of Albemarle County's current compensation and benefits programs, PCCG
consultants conducted focus group sessions with a cross-section of employees representing
both School and County positions. Large group meetings were also held to give all employees
an opportunity to ask questions and provide input to the compensation study. In addition, all
employees were provided a toll-free telephone number and e-mail address to reach the PCCG
consultants to provide individual input.
Employees provided input relative to the following topic areas:
· Strengths and Weaknesses of the Current Compensation Program
- Salary Program
- Performance Appraisal Process
· Strengths and Weaknesses of the Current Benefits Programs
- Medical, Dental Vision
- Time off
- Retirement
- Benefits Employees Desire
· Overall Comments
Key interview findings relative to each topic area are summarized in this section. To ensure
PCCG consultants received the best information possible, employees were assured their
comments would be kept confidential, and therefore we have reported only dominant themes
found across all employee groups. It should be noted that these findings represent opinions of
the interviewees. Some of them represent a consensus view, while others are simply a
comment or perspective we felt to be of relevant consideration.
PALMER & CAY CONSULTING GROUP 6
Employee Feedback (cont.)
Strengths
+
d-
and Weaknesses of the Current Compensation Program
Merit increases
Flexibility entering employment
- The majority of employees feel they are paid less than employees in similar positions
at other organizations.
- Employees expressed the difficulty the County has recruiting employees:
[] The labor market has undergone drastic changes; unemployment is low
and there is a much smaller pool of applicants.
[] Starting salaries are not high enough to attract & retain qualified
applicants.
- Employees do not feel satisfied with the current salary administration system:
[] It is difficult to calculate the amount of increase employees receive
because there are too many factors involved.
~ Employees feel there is much variance between departments.
z2 Tenured employees do not view placement in range as "fair" when
determining increases.
[] Goal seems to be to reach "midpoint", which is considered a fair market
rate. Some employees feel this is working, while others feel it causes
them to be "tied-in" to their job.
- Some employees would prefer to see a cost-of-living increase of the same amount
granted to all employees.
- Some employees feel the County should address cost of living in its salary
administration.
- Internal transfers occur between School and County positions, because perception is
that salaries are often higher at the Schools for similar positions.
- Employee perception is that the salary program is very inflexible.
- Employees feel inequities exist between departments in terms of workloads and
staffing ratios.
- Position classification issues exist; employee perception is that getting a
reclassification is frustrating and the outcomes often political.
- Employees in some positions feel there is little opportunity for advancement.
- There is flexibility in hiring new employees, but no adjustments are made for
existing employees.
- While pay compression issues have been addressed in the past, the problem persists.
- Some employees emphasized the need to look at actual salaries, not just salary
scales, when conducting the compensation review.
- For certain School positions, employees feel inequities exist when considering the
overall hours worked.
PALMER & CAY CONSULTING GROUP ?
Employee Feedback (cont.)
Strengths
and Weaknesses of the Current Compensation Program (cont.)
- The re-certification stipend for teachers is insufficient and has not been increased in
twelve years.
- Job descriptions are vague and out-dated.
- Employees do not understand the difference between levels of jobs and how to get
from one level to the next (i.e., OA3 to OA4).
- Compensatory time is an issue; some employees feel they are not getting
appropriate credit.
Strengths
+
+
and Weaknesses of the Current Performance Management Program
Employees feel the process works well in certain departments.
System provides a sense of security and helps you learn
improvement.
of areas needing
- Employees do not have faith in the existing "pay for performance" system.
- Some employees feel they are penalized for doing a good job because it only leads to
more responsibility.
- Demoralizes the "exceptional" performer.
- Goals are not necessarily established ahead of time.
- Some employees feel performance evaluation is a very helpful process, while others
feel the process is arbitrary and subjective.
- Employees would like to see more accountability for supervisors delivering merit
increases.
- The performance management process appeared to be administered inconsistently,
with some departments having a better experience with the process than others.
Strengths and Weaknesses of the Current Benefits Programs
Medical
+
+
+
Overall employees seem satisfied with their medical coverage.
Flexible spending accounts.
The cost of single coverage is felt to be below market.
Employees feel the cost sharing is too high.
Family coverage is too expensive, especially for lower paid employees.
No coverage for "life partners".
The referral process for healthcare is difficult.
Flexible spending accounts are considered beneficial, but employees would like to
have more communication about the program.
PALMER & CAY CONSULTING GROUP
Employee Feedback (cont.)
Strengths and Weaknesses of the Current Benefits Programs (cont.)
Dental
- Cost-sharing for dental insurance is considered high.
- Coverage is inadequate.
The majority of employees felt the vacation, holidays and sick leave were
adequate.
Both employees and supervisors acknowledged abuse of sick leave.
There is no incentive to not use sick leave accumulation.
Retirement + Deferred compensation is viewed as beneficial.
+ Overall favorable responses towards VRS Plan.
- No investment options.
- No match on deferred comp plan.
- No participation for part-time employees.
all
Benefits Employees Would Like to Have · Better prescription coverage (e.g., birth control)
· Vision
· Health/Fitness center
· Ability to opt out of medical coverage
· Early retirement option
· Donation of sick leave
· Investment options for retirement
· Better snow day policy
· Increased stipend amount for teacher re-certification
· Increased tuition reimbursement
· Change in payroll cycle (more frequent)
· Incentive (i.e., bonus) for not using sick time.
Overall Comments
· When asked to rate their balance of benefits to salary on a scale of 1 to 10, with
salary being a 1, benefits being a 10 and an even distribution being 5, employee
responses varied greatly with individual needs or preferences.
· A general, overall observation was that the balance weighed more heavily on benefits when it
came to the current compensation program, and an even distribu'tion when it came to
desired compensation program.
PALMER & CAY CONSULTING GROUP ' ' 9
Compensation and Benefits Strategy
The design of an effective compensation program begins with an analysis of the organization's
philosophy, culture and values. In relationship to compensation, an organization's age (i.e.,
entrepreneurial or mature); its industry (i.e., education, public service, government, high-tech,
financial, etc.); and its ability to pay effectively all have an impact on the organization's
compensation program.
The first step to evaluating an organization's current compensation program is to articulate the
organization's Compensation and Benefits strategy. At a minimum, the Compensation and
Benefits strategy should include the following:
· Overall Goal--a broad statement of the organization's attitude toward employee
compensation;
· External Market--a definition of the external labor market;
· Positioning of Compensation and Benefits--establishing the targeted positioning of both
compensation and benefits to the identified external market; and
· General Salary Guidelines--outlining the strategy for distributing individual base salary
increases.
Following is the Compensation and Benefits strategy that was developed for the County by the
Planning Team with PCCG consultants facilitating the process.
PALMER & CAY CONSULTING GROUP 1 1
Compensation and Benefits Strategy
Overall Goal. The overall goal of the County's Compensation and Benefits strategy is to
provide competitive compensation opportunities that reinforce high performance from all
employees and the achievement of organizational goals. Therefore, the County's overall
compensation and benefits programs should:
· Support the mission, goals, and interests of the County, its customers and employees.
Enable the County to attract and retain qualified and high-performing employees who are:
Flexible and adaptable - Achievers
Service-oriented Customer-oriented
· Motivate and empower employees to act in the best long-term interests of the County and
its customers.
· Reward employee innovation and performance.
· Maintain both internal equity and external competitiveness.
· Support teamwork throughout the County in meeting common objectives.
· Promote ease and flexibility in compensation and benefits program administration.
Competitive Market. The primary competitive market for all County positions is defined as
Counties and School systems of similar size within the State of Virginia and/or are located in
the same geographic region of the State of Virginia, and for positions that are not unique to
government and/or education industry, the competitive market also includes local private
employers within the Charlottesville area.
Base Salary. Base saIa~d range midpoints are targeted at approximately market levels (i.e., @100th
percentile). Base salary increases will be based on competitive market increases and the
availability of funds. The County's salary structure will be reviewed on an annual basis to
ensure that the program: (1) is externally competitive; (2) meets our employee's individual
needs; and (3) minimizes costs to the County.
Internal Equity. Our focus on establishing an equitable compensation program is reflected in
our dedication to considering internal equity, as well as market compensation levels, in
establishing base salary ranges. Therefore, iob scope and responsibility requirements will each
play a key role in determining compensation levels relative to the external market.
Benefits. Benefits will be targeted slightly above the County's competitive market (i.e., @105th
percentile). The County's benefits program will be reviewed on an annual basis to ensure that
the program: (1) is externally competitive; (2) meets our employee's individual needs; and (3)
minimizes costs to the County.
PALMER & CAY CONSULTING GROUP 12
External Competitive Analysis
External Salary Survey
External salary surveys are utilized by employers to determine the appropriate compensation
levels to attract and retain employees. There are a variety of purposes an external salary survey
may fulfill, including:
· Ensuring external equity (i.e., to determine if current salary rates are sufficient to
attract new employees as well as retain current employees);
Validating job evaluation systems (i.e., to determine if they are providing equal pay
for jobs of equal worth and if they have adequate pay differentials for work of
unequal worth); and
Regulatory compliance (i.e., justification for pay practices by utilizing market data
when challenged by lawsuits with respect to discrimination).
A survey specifically designed for the County helped ensure that (1) the appropriate
organizations were surveyed, (2) the appropriate jobs were surveyed, (3) the matches of
external organization jobs with County jobs were roughly equivalent, and (4) the appropriate
questions were asked (i.e., relative to specific compensation and benefits components).
Comparable Organizations
The methodology associated with external salary survey administration begins with
identification of the appropriate comparable organizations that define the County's competitive
labor market. The Planning Team identified Counties and School systems of similar size within
the State of Virginia and/or are located in the same geographic region of the State of Virginia as
the primary competitive labor market for the County. In addition, for positions that are not
unique to government and/or education industry, the competitive market also includes local
private employers within the Charlottesville area.
Benchmark Jobs
Once comparable organizations were identified, the next process step involved identifying
benchmark jobs to include in the private survey. Benchmark jobs are defined as jobs that:
· Are well-known in similar organizations;
· Are relatively stable;
· Represent a large portion of the organization;
· Are vital to the organization's success; and
· In the aggregate, represent the entire structure of jobs from the highest paying
positions to the lowest paying positions.
For this study, a total of sixty-four (64) benchmark positions were identified by the Planning
Team for inclusion in the private salary survey. The County then: (1) developed a brief
description for each benchmark position, (2) identified the specific compensation and benefits
PALMER & CAY CONSULTING GROUP 13
components to include in the survey, (3) designed a survey instrument, and (4) administered
the survey to selected organizations.
PALMER &: CAY CONSULTING GROUP 14
External Competitive Analysis (cont'd)
We are pleased to report that there were twenty-seven (27) survey participants. In addition to
the County survey data collected from these survey participants, we referenced our database of
published surveys. Detailed information on the published survey sources used can be found
on in this section of the report. We are confident that the external compensation analyses
prepared for benchmark positions reflect general market conditions.
Compensation data for the following sixty-four (64) positions was obtained from the
compensation survey and are presented in this section of the report.
Account Clerk
After School Head Teacher
After School Teacher
Assistant Principal - Elementary
Auto/Bus Equipment Mechanic II
Bookkeeper
Building Official
Bus Driver
Bus Driver Supervisor
Chief of Police
Commercial Building Inspector
Communications Officer
Communications Supervisor
Custodial Supervisor II
Custodian
Director of Curriculum Development
Director of Fiscal Services
Director of Parks and Recreation
Director of Planning and Comm. Dev.
Director of Social Services
Director of Transportation
Electrician
Eligibility Worker
Engineering Inspector II
Firefighter/EMT
Food Service Associate
Food Service Manager I
General Maintenance Worker I
Grounds/Facilities Maintenance Worker I
Human Resources Specialist Iii
HVAC Mechanic
Instructional Coordinator
Maintenance Mechanic
Management Analyst II
Office Associate II
Office Associate IV
Parks Foreman
Payroll Supervisor
Planner
Police Lieutenant
Police Officer
Police Records Clerk
Principal - Elementary School
.Principal - High School
Principal - Middle School
Programmer/Analyst
Real Estate Clerk
School Nurse
School Secretary
Senior Account Clerk
Senior Accountant
Senior Appraiser
Senior Civil Engineer
Senior Eligibility Worker
Senior Maintenance Mechanic
Senior Planner
Senior Support Analyst
Social Worker
Social Worker Supervisor
Support Analyst
Systems Analyst
Teacher
Teaching Assistant
Zoning Inspector
PALMER & CAY CONSULTING GROUP 15
External Competitive Analysis (cont'd)
Private Survey Participants
We are pleased to report that the following twenty-seven (27) organizations participated in the
survey (listed alphabetically):
1. AIMR (Association for Investment
Mgmt. & Research)
2. Augusta County Public Schools
3. City of Charlottesville
4. City of Harrisonburg
5. City of Lynchburg
6. City of Roanoke
7. City of Staunton, VA
8. City of Williamsburg
9. County of Louisa
10. County of Montgomery
11. Fluvanna County
12. Green County
13. Greene County Public Schools
14. Hanover County
15. James City County
16. Loudoun County Public Schools
17. Lynchburg City School
18. Madison County
19. Martha Jefferson Hospital
20. Nelson County School Board
21. Orange County
22. Prince William County
23. Pdnce William County Public Schools
24. Rockingham County Public Schools
25. Spotsylvania County
26. Staunton City Schools
27. Williamsburg - James City County Public Schools
The survey process also resulted in the development of compensation worksheets for each
benchmark iob (see Appendix A). Each survey participant received a copy of the survey
results.
PALMER tgr CAY CONSULTING GROUP 16
External Competitive Analysis (cont'd)
Following is a summary of the general information received from the County private survey.
Employee Infoi'mation:
Total Number of 1,315 72 338 i!" :186gi i:; 1,563 6,483
Employees : ::, .
% of Full-Time · ~' ....
Employees - 82% 59% 69% /i:i~50/oi',!. 93% 100%
% of Pad-Time 17% 0% 8% ' ii:' ', 1;4~,~:/'31% 41%
Employees ,, , ,
Th e information provided by survey participants describes plan provisions in effect as of:
5/00 8/98 9/00
PALMER & CAY CONSULTING GROUP 17
External Competitive Analysis (cont'd)
Exhibit I -Private Salary Survey Results - Average
Exhibit 1 provides a comparison of the results of the private salary survey, published survey
data, and private and published survey data combined to the County's average annualized
salaries.
For each salary comparison, the midpoint is the average base salary for all responding
organizations to the private salary survey and the average for published survey data.
Please note that the salary information reported has been annualized to a 2080-hour work year
to ensure an equal comparison of salaries.
PALMER & CAY CONSULTING GROUP 18
Albemarle CoUnty Summary of Survey Analyses Exhibit 1
Average Annual Salary
Account Clerk $ 20.103
After School Head Teacher $ 28.870
After School Teacher $ -22.818
Assistant Principal - Elementary $ 52.042
Auto/Bus Equipment Mechanic II $ 28.915
Bookkeeper $ 27.413
Building Official $ 57.624
Bus Driver $ 22.485
Bus Driver Supervisor $ 36.162
Chief of Police $ 77.041
Commercial Building Inspector $ 32.550
Communications Officer $ 24.580
Communications Supervisor $ 34.111
Custodial Supervisor II $ 30.488
Custodian $ 19.536
Director of Curriculum Development $ 74.283
Director of Fiscal Services $ 66.234
Director of Parks and Recreation $ 69.218
Director of Planning and Comm. Dev. $ 76.949
Director of Social Services $ 71.498
Director of Transportation $ 76.706
Electrician $ 23.860
Eligibility Worker $ 28.260
Engineering Inspector II $ 30.034
Firefighter/EMT $ 33.939
Food Service Associate $ 16.286
Food Service Manager I $ 26.437
General Maintenance Worker I $ 17.063
Grcunds/Facilities Maintenance Worker I $ 18.050
Human Resources Specialist Ill $ 31.854
HVAC Mechanic $ 28.130
Instructional Coordinator $ 57.171
Maintenance Mechanic $ 26.735
Management Analyst I $ 40.467
Office Associate II $ 20.721
Office Associate IV $ 28.835
Parks Foreman $ 23.950
Payroll Supervisor $ 43.143
Planner $ 33.023
Police Lieutenant $ 54.092
Police Officer $ 29.429
Police Records Clerk $ 21.652
Principal - Elementary School $ 66.054
Principal - High School $ 78.794
Principal - Middle School $ 66.763
Programmer/Analyst $ 38.696
Real Estate Clerk $ 19.214
School Nurse $ 25.958
School Secretary n/a
Senior Account Clerk $ 29.044
Senior Accountant $ 36.961
Senior Appraiser $ 43.751
Senior Civil Engineer $ 51.932
Senior Eligibility Worker $ 35.341
$ 28.927
Senior Planner $ 44.477
Senior Support Analyst $ 40.482
Social Worker $ 320544
Social Worker Supervisor $ 51.223
Support Analyst $ 35,038
Systems Analyst $ 39.649
Teaching Assistant $ 20.093
$ 28.064
23.017
n/a
n/a
56.177
32.996
31.311
51.006
25.996
40.501
83.734
34.271
24.013
33,350
28,254
18.909
74.870
78.082
56.026
67.292
76.192
61.349
34.864
27.559
44.491
27.429
17.208
33.772
25.312
21.868
43,657
30,909
65.065
32.613
45.523
24.915
27.73O
35,622
37.963
40.421
50.871
30.500
22,039
67.337
76.454
69.811
45.303
26.071
37.312
28.197
30.314
43.791
46.481
56.319
34.099
35.624
43.161
50.193
33.854
48.191
44.109
54.698
19.714
32.297
OVERALL VARIANCE FOR BENCHMARK POSITIONS:
(7.6%)
23,661
n/a
n/a
n/a
28,796
26,911
n/a
25,833
Wa
Wa
38,6,56
Wa
Wa
29,911
18.907
n/a
n/a
n/a
n/a
n/a
n/a
40~215
n/a
45.638
26.702
16.904
29.097
28,147
21.998
39.442
36.420
n/a
33.888
41.974
22.995
28.782
35.988
54,086
n/a
n/a
19,146
n/a
n/a
n/a
53,219
19.099
30.310
21 .O74
27.598
54.032
57,547
60.991
n/a
39.905
68.258
43.038
41,114
51.798
36.692
56.368
16.960
n/a
(12.3%)
23.339
n/a
n/a
56.177
30.896
29.111
51.006
25.915
40.501
83.734
36.464
24.013
33.360
29.083
18,9o8
74,870
78,082
56.026
67.292
76.192
61.849
37,539
27.559
45.065
27.066
17,058
31,434
26,730
21,933
41,549
33,664:
65.065
33.251
43.749
23.955
28.256
36.631
36.976
47.245
50.871
30,500
29.592
67.337
76.454
69.811
49.261
22.585
33.811
24.636
28.956
48.912
52.014
58.655
34.099
37.764
55.710
46.616
37.484
49.995
40.400
55,533
18.337
32.297
(8.0%)
Note: All salaries adjusted for a 2080 hour work year. 19
External Competitive Analysis (cont'd)
Exhibit 2 - Private Salary Survey Results - Average with Salary Differentials~
Exhibit 2 provides a comparison of the results of the private sala~ survey, published survey
data, and the private and published survey data combined to the County's average annualized
salaries.
For each salary comparison, the midpoint is the average base salary for all responding
organizations to the private salary survey, adjusted by the salary differential associated with
the location of each responding organization compared to Charlottesville, VA and the average
for published survey data.
Please note that the salary information reported has been annualized to a 2080-hour work year
to ensure an equal comparison of salaries.
Salary differential is the difference between the average salaries for similar positions between two cities,
?ALMER & CAY CONSULTING GROUP
20
Albemarle County Summary of Survey Analyses Exhibit 2
Average Annual Sahry with Salary Di~erent~'al Adjustments
Account Clerk $ 20.103
After School Head Teacher $ 28,870
After S~I Teacher $ 22.818
Assistant Principal - Elementary $ 52.042
Auto/Bus Equipment Mechanic II $ 28.915
Bookkeeper $ 27,413
Official $ 57,624
Bus Driver $ 22.485
Bus Driver Supervisor $ 36.162
Chief of Police $ 77,041
Commercial Building Inspector $ 32,550
Communications Officer $ 24,580
Communications Supervisor $ 34,111
Custodial Supervisor II $ 30,488
Custodian $ 19,536
Director of Curriculum Development $ 74,283
Director of Fiscal Services $ 66,234
Director of Parks and Recreation $ 69,216
Director of Planning and Comm. Dev. $ 76,949
Director of Social Services $ 71,498
Director of Transportation $ 76,706
Electrician $ 23.860
Eligibility Worker $ 28.260
Engineering Inspector II $ 30,034
Firefighter/EMT $ 33,939
Food Service Associate $ 16,286
Food Service Manager I $ 26,437
General Maintenance Worker I $ 17,063
Grounds/Facilities Maintenance Worker I $ 18,050
Human Resources Specialist III $ 31,854
HVAC Mechanic $ 28,130
Instructional Coordinator $ 57,171
Maintenance Mechanic $ 26,735
Management Analyst II $ 40,467
Office Associate II $ 20,721
~IV $ 28.835
man $ 23,950
Payroll Supervisor $ 43.143
Planner $ 33,023
Police Lieutenant $ 54.092
Police Officer $ 29,429
Police Records Clerk $ 21,652
Principal - Elementary School $ 66,054
Principal - High School $ 78,794
Principal - Middle School $ 66.763
Programmer/Analyst $ 38,696
Real Estate Clerk $ 19,214
School Nurse $ 25.958
Sch~31 Secretary n/a
Senior Account Clerk $ 29,044
Senior Accountant $ 36,961
Senior Appraiser $ 43,751
Senior Civil Engineer $ 51.932
Senior Eligibility Worker $ 35,341
Senior Maintenance Mechanic $ 28,927
Senior Planner $ 44,477
Senior Support Analyst $ 40,482
Social Worker $ 32,544
Social Worker Supervisor $ 51.223
Support Analyst $ 35,038
Systems Analyst $ 39,649
Teaching Assistant $ 20,093
$ 28.064
OVERALL VARIANCE FOR BENCHMARK POSITIONS:
22.986
n/a
n/a
56,169
32,994
31,266
51,332
26.090
40,382
24.173
33,267
28,359
19,030
75,331
78,743
56,626
67,778
75,688
62,118
34.793
27,421
44,175
27,412
17,051
33,800
25,679
22.062
43,772
30,884
65,511
32,577
46.071
24,894
27,957
38,695
37,877
40,887
51,313
30,768
22,192
67,735
76,908
70,233
45.201
26,261
37,391
28,230
30.232
44,282
46,819
57,048
33.881
35,922
42.938
49,928
33,671
47,863
43,609
54.766
19.654
32,836
(7,8%)
23,661
n/a
n/a
n/a
28,796
26,911
n/a
25,833
n/a
n/a
38,656
n/a
29,911
18,907
n/a
n/a
n/a
n/a
n/a
n/a
40,215
n/a
45.638
26.702
16,904
29,097
28,147
21,998
39,442
36,420
n/a
33,888
41,974
22,995
28,782
34,640
35.988
54,068
n/a
n/a
19,146
n/a
n/a
n/a
53,219
19,099
30,310
21,074
27,598
54,032
57,547
60.991
n/a
39.905
68,258
43,038
41,114
51,798
36,692
56,368
16,960
n/a
(12.3%)
23,324
n/a
n/a
58,169
30,895
29,089
51,332
25.962
40,382
83.624
36.445
24,173
33,267
29.135
18,968
75,331
78.743
58.626
67,778
75.688
62.118
37,504
27.421
44.907
27,057
16.978
31,448
26,913
22.030
41.607
33,652
65,511
33,233
44,023
23,945
28,370
36.688
36,933
47.478
51,313
30,768
20,669
67,735
76.908
70,233
49,210
22,680
33,851
24.652
28.915
49,157
52.183
59,020
33,881
37,913
55.598
46,483
37,393
49,831
40,150
55,567
18.307
32,836
(8.2%)
Note: All salaries adjusted for a 2080 hour work year. 21
External Competitive Analysis (cont'd)
Exhibit 3 -Private Salary Survey Results - Average with Geographic Differentials2
Exhibit 3 provides a comparison of the results of the private salary survey, published survey
data, and the private and published survey data combined to the County's average annualized
salaries.
For each salary comparison, the midpoint is the weighted average base salary for all responding
organizations to the private salary survey, adjusted by the geographic differential associated
with the location of each responding organization compared to Charlottesville, VA and the
average for published survey data.
Please note that the salary information reported has been annualized to a 2080-hour work year
to ensure an equal comparison of salaries.
2 Geographic differential is the cost of living differences between two cities.
PALMER & CAY CONSULTING GROUP
22
Albemarle County Summary of Survey Analyses
Average Annual Salary with Geographic Di~rential Adjustments
School Teacher $ 22.818
Elementary $ 52,042
II $ 28.915
$ 27.413
Official $ 57,624
$ 22.485
ius Driver Supervisor $ 36.162
$ 77.041
$ 32,550
)fficer $ 24.580
pervisor $ 34,111
II $ 30.488
$ 19,536
of Curriculum Development $ 74,283
Director of Fiscal Services $ 66.234
Director of Parks and Recreation $ 69,218
)irecter of Planning and Comm. Dev. $ 76.949
Services $ 71,498
:)irector of Transportation $ 76.706
!lectrician $ 23,860
, Worker $ 28.260
Engineering Inspector II $ 30,034
Firefighter/EMT $ 33.939
Food Service Associate $ 16.286
Food Service Manager I $ 26,437
General Maintenance Worker I $ 17.063
Grounds/Facilities Maintenance Worker I $ 18.050
Human Resources Specialist III $ 31,854
HVAC Mechanic $ 28.130
Instructional Coordinator $ 57,171
Maintenance Mechanic $ 26,735
Management Analyst tl $ 40.467
Office Associate II $ 20.721
Office Associate IV $ 28.835
Parks Foreman $ 23,950
Payroll Supervisor $ 43,143
Planner $ 33.023
Police Lieutenant $ 54.092
Police Officer $ 29.429
Police Records Clerk $ 21,652
Principal - Elementary School $ 66,064
Principal - High School $ 78.794
Principal - Middle School $ 66.763
Programmer/Analyst $ 38,668
Real Estate Clerk $ 19.214
$ 25,958
School Secretary Fda
Clerk $ 29,044
Senior Accountant $ 36,961
Senior Appraiser $ 43.751
Senior Civil Engineer $ 51.932
Senior Eligibility Worker $ 35,341
Senior Maintenance Mechanic $ 28.927
Senior Planner $ 44.477
$ 40,482
Social Worker $ 32.544
Social Worker Supervisor $ 51,223
Support Analyst $ 35,038
Systems Analyst $ 39.649
Teaching Assistant $ 20,093
$ 28.064
OVERALL VARIANCE FOR BENCHMARK POSITIONS:
22.914 $ 23,661
n/a Wa
Fda n/a
57,335 Wa
33,512 $ 28,796
32.177 $ 26,911
50,442 n/a
27.478 $ 25,833
41,219 n/a
84.000 Fda
33,941 $ 35,656
23,804 n/a
32.890 Wa
28.240 $ 29.911
19.207 $ 18,907
78.448 Fda
82.412 n/a
57,791 n/a
67,012 n/a
74,107 Fda
64.359 n/a
35,385 $ 40,215
27.006 Wa
41.249 $ 45,638
27,558 $ 26.702
17.408 $ 16,904
34.654 $ 29,097
26.547 $ 28,147
21.859 $ 21,998
43.725 $ 39.442
31.404 $ 38,420
68,967 n/a
33.438 $ 33,888
43.097 $ 41,974
24,424 $ 22,995
27.432 $ 28,782
40,006 $ 34,640
37,807 $ 35,988
39,505 $ 54,068
50,215 Fda
30.685 Wa
23.122 $ 19,146
70,538 Fda
79.952 n/a
73,163 Fda
45,217 $ 53,219
25.132 $ 19,099
38,580 $ 30,310
29,716 $ 21.074
29.695 $ 27,598
44,029 $ 54,032
48,340 $ 57,547
56.040 $ 60,991
33,668 Wa
35.514 $ 39.905
42.120 $ 68,258
51,773 $ 43,038
32.999 $ 41,114
46.767 $ 51,798
44,596 $ 36,692
52.793 $ 56.368
20,474 $ 16,960
33.411 n/a
(8.2%)
02.3%)
$
$
$
$
$
$
$
$
S
$
$
S
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Exhibit 3
23,288
n/a
Wa
57,336
31,154
29,544
50,442
26,656
41,219
84,000
23.804
32,890
29,076
19,057
78,448
82,412
57,791
67.012
74,107
64,359
37,800
27,006
27.130
17,156
31,875
27.347
21,928
41,583
33,912
68.967
33.663
42,536
23,710
28,107
37,323
36.898
46,787
50,215
30;565
21,134
70,538
79.952
73,163
49.218
22.116
34,445
25,395
28,647
49,031
51.944
58,516
33,668
37,709
55.189
47,406
49,283
40,644
54,580
18,717
33.411
(8.6~
Note: All salaries adjusted for a 2080 hour work year
23
External Competitive Analysis (cont'd)
Exhibit 4 -Private Salary Survey Results - Median~
Exhibit 4 provides a comparison of the results of the private salary survey, published survey
data, and private and published survey data combined to the County's average annual salaries.
For each salary comparison, the midpoint is the median base salary for all responding
organizations.
Please note that the salary information reported has been annualized to a 2080-hour work year
to ensure an equal comparison of salaries.
~ The market median is the point at which half the reported salary data is above and half the reported salary data is below when
you rank order the reported salary survey data from high to Iow.
PALMER & CAY CONSULTING GROUP 24
Albemarle County Summary of Survey Analyses Exhibit 4
Median Annual Salary
Account Clerk $ 20,103
Head Teacher $ 28,870
After School Teacher $ 22,818
Principal - Elementary $ 52,042
Equipment Mechanic I1 $ 28,915
Bookkeeper $ 27,413
Building Official $ 57,624
Bus Driver $ 22.485
Bus Ddver Supervisor $ 36,162
Chief of Police $ 77,041
Commercial Building Inspector $ 32,550
Communications Officer $ 24,580
Communications Supervisor $ 34,111
Custodial Supervisor II $ 30,488
Custodian $ 19,536
Director of Curriculum Development $ 74,283
Director of Fiscal Services $ 66,234
Director of Parks and Recreation $ 69.218
Director of Planning and Comm. Dev. $ 76.949
Director of Social Services $ 71,498
Director of Transportation $ 76,706
Electrician $ 23,860
Eligibility Worker $ 28,260
Engineering Inspector II $ 30,034
Firefighter/EMT $ 33,939
Associate $ 16,286
;ervice Manager I $ 26,437
General Maintenance Worker I $ 17,063
Grounds/Facilities Maintenance Worker I $ 18,050
Human Resources Specialist Ill $ 31,854
HVAC Mechanic $ 28,130
Instructional Coordinator $ 57,171
Maintenance Mechanic $ 26,735
II $ 40,467
Office Associate II $ 20,721
IV $ 28,835
Foreman $ 23,950
$ 43,143
$ 33,023
$ 54,092
$ 29,429
Clerk $ 21,652
¥ School $ 66,054
School $ 78.794
$ 66,763
$ 38,696
Estate Clerk $ 19,214
~1 Nurse $ 25.958
n/a
$ 29,044
$ 36,961
$ 43.751
Civil Engineer $ 51,932
Eligibility Worker $ 35,341
anic $ 28.927
Planner $ 44,477
enior Support Analyst $ 40.482
$ 32,544
~pervisor $ 51,223
$ 35,038
$ 39.649
Assistant
$ 28,064
;E FOR BENCHMARK POSITIONS:
22,464
n/a
n/a
56,622
32,179
27,900
50,196
27,124
40,764
81,770
33,319
23,087
30,846
27,350
18,325
71,009
68,844
56,444
66,875
74,568
65,785
36,300
26,944
43,238
27,813
17,477
31,556
23,049
21,316
41,085
33,199
63,435
29,606
47,070
24,219
26,339
38,650
37,975
38,502
51,870
29,048
22,592
63,173
70,375
65,420
42,639
26,009
40,213
26,308
28,744
43.680
44,091
57,543
34,049
35,590
39,592
n/a
32.005
44,768
n/a
54.995
17,610
32,655
(4.7%)
23,501
n/a
n/a
Wa
28,286
27,176
Wa
25,358
n/a
n/a
38,045
Wa
Wa
30,790
19,216
n/a
n/a
n/a
n/a
n/a
n/a
38,791
n/a
44,957
26,213
16,777
31,234
27,454
23,070
39,285
35,570
n/a
33,550
41,333
23,123
27,274
35,468
39,774
53,274
n/a
n/a
21,997
n/a
n/a
n/a
51,474
18,708
29,787
20,656
27,112
54,016
56.718
63,704
n/a
38,789
67,322
42,716
40.489
51.066
36,194
56,108
16,590
n/a
(12.4%}
22.982
Wa
Wa
56,622
30,233
27,540
50.196
26,241
40,764
81,770
35,682
23,087
30,846
29,070
18,770
71,009
66,875
74,568
65,785
37,545
26,944
44,098
27,013
17,127
31,395
25,252
22,193
40,185
63,435
31,578
44,202
23,671
26,806
37,059
35,875
45,888
51,870
29,048
22,295
63,173
70.375
65,420
47,057
22.359
35,000
23,483
27,928
48,848
50,405
60,624
34,009
37,189
53,457
42,716
36,247
47,917
36,194
55,551
17,100
32,655
(6.2%)
Note: All salaries adjusted for a 2080 hour work year. 25
External Competitive Analysis (cont'd)
Exhibit 5 -Private Salary Survey Results - Median with Salary Differentials
Exhibit 5 provides a comparison of the results of the private salary survey, published survey
data, and private and published survey data combined to the average annualized salaries.
For each salary comparison, the midpoint is the median base salary for all responding
organizations to the private salary survey, adjusted by the salary differential associated with
the location of each responding organization compared to Charlottesville, VA, and the median
of published survey data.
Please note that the salary information reported has been annualized to a 2080-hour work year
to ensure an equal comparison of salaries.
PALMER & CAY CONSULTING GROUP 26
Albemarle County Summary of Survey Analyses
Median Annual Salary with Salary Differential Adjustments
~x~ount Clerk $ 20,103 ~ $ $
$ 28,870
$ 22.818
Elementary $ 52,042
II $ 28,915
$ 27.413
)uilding Official $ 57.624
$ 22,485
$ 36.182
$ 77.041
i Inspector $ 32.550
Officer $ 24,580
$ 34,111
$ 30,488
$ 19,538
$ 74,283
~)irector of Fiscal Services $ 66,234
~)irector of Parks and Recreation $ 89,218
and Comm. Dev. $ 76,949
Director of Social Services $ 71,498
Director of Transportation $ 76,706
Electrician $ 23,860
Eligibility Worker $ 28,280
Engineering Inspector II $ 30,034
Firefighter/EMT $ 33,939
Food Service Associate $ 16,286
Food Service Manager I $ 28,437
General Maintenance Worker I $ 17,063
Grounds/Facilities Maintenance Worker I $ 18,050
Human Resources Specialist 111 $ 31,854
HVAC Mechanic $ 28,130
InstmcUonal Coordinator $ 57,171
Maintenance Mechanic $ 26,735
Management Analyst II $ 40,467
Office Associate II $ 20,721
Office Associate IV $ 28,835
Parks Foreman $ 23,950
Payroll Supervisor $ 43,143
Planner $ 33,023
Police Lieutenant $ 54,092
Police Officer $ 29,429
Police Records Clerk $ 21,652
Principal - Elementary School $ 66,054
Principal - High School $ 78,794
Principal - Middle School $ 68,763
Programmer/Analyst $ 38,696
Real Estate Clerk $ 19,214
School Nurse $ 25.958
School Secretary n/a
Senior Account Clerk $ 29.044
Senior Accountant $ 36,961
Senior Appraiser $ 43,751
Senior Civil Engineer $ 51,932
Senior Eligibility Worker $ 35.341
SeniOr Maintenance MeChanic $ 28.927
Senior Planner $ 44,477
Senior Support Analyst $ 40,482
Social Worker $ 32,544
Social Worker Supervisor $ 51.223
Support Analyst $ 35,038
Systems Analyst $ 39.649
Teaching Assistant $ 20,093
$ 28.064
22.795
n/a
Wa
57,125
32.592
28,685
51,150
26.533
40.307
80,331
33,638
23.699
30,846
26,562
18,235
72,143
70,634
57.912
66,424
73.971
66.518
38.010
27.100
42,692
27.577
17.402
32.440
23.648
22,123
41,467
31.937
65,064
30,022
47,070
23,565
26.339
38,993
37,020
39.195
51.455
29.048
22.795
64.816
72.274
66.057
41,488
25,866
40,213
27.045
28,744
43.680
44,151
59,588
33,776
34.629
38.743
Wa
31,749
44,330
n/a
37.468 =
18,067
32,3941
23.501
Wa
Wa
28,286 i
27,176'
25,358
n/a
38,045
n/a
fda
30.790
19.216
Wa
Wa
Wa
Wa
n/a
n/a
38,791
n/a
44,957
26.213
16.777
31.234
27.454
23.070
39.285
35,570
n/a
33.550
41.333
23.123
27,274
35,468
39,774
53.274
n/a
Wa
21.997
n/al
Wa
n/a
51.474
18.708
29.787
20,668
27.112
54,016
56.718
63,704
n/a
38.789
67.322
42.716
40.489
51.066
36.194
56.108
16.590
Wa
OVERALL VARIANCE FOR BENCHMARK POSITIONS:
(4.4%)
(12.4%)
$ 23,148
Wa
n/a
$ 57,125
$ 30.439
$ 27,930
$ 51,150
$ 25.946
$ 40.307
$ 80,331
$ 35.842
$ 23,699
iS 30.846
$ 28,676
$ 18.750
$ 72.143
$ 70,634
$ 57,912
$ 66.424
$ 73,971
$ 66,518
$ 37,400
$ 27.100
$ 43.925
$ 26.895
$ 17.090
$ 31.837
$ 25,551
$ 22.596
$ 4O.376
$ 33,753
$ 65,064
$ 31.786
$ 44.202
$ 23,344
$ 26.806
$ 37,231
$ 38.397
:$ 46,235
iS 51,455
iS 29,048
$ 22,396
$ 64.816
$ 72,274
$ 66,057
$ 46.481
$ 22,287
$ 35.000
$ 23,852
$ 27.928
$ 48,848
$ 50.435
$ 61.636
$ 33.776
$ 36.709
$ 53,033
$ 42,716
$ 36.119
$ 47,698
$ 36.194
$ 46,788
$ 17,329
$ 32,394
Exhibit
(6.2',4,
Note: All salaries adjusted for a 2080 hour work year. 27
External Competitive Analysis (cont'd)
Exhibit 6 -Private Salary Survey Results - Median with Geographic Differentials
Exhibit 6 provides a comparison of the results of the private salary survey, published survey
data, and private and published survey data combined to the average annual salaries.
For each salary comparison, the midpoint is the median base salary for all responding
organizations to the private salary survey, adjusted by the geographic differential associated
with the location of each responding organization compared to Charlottesville, VA and the
median for published survey data.
Please note that the salary information reported has been annualized to a 2080-hour work year
to ensure an equal comparison of salaries.
PALMER & CAY CONSULTING GROUP 28
Albemarle County Summary of Survey Analyses Exhibit 6
Median Annual Salary with Geographic Differential Adjustments
$ 20.103
After School Head Teacher $ 28.870
After School Teacher $ 22.818
Assistant Principal - Elementary $ 52.042
Auto/Bus Equipment Mechanic II $ 28.915
Bookkeeper $ 27.413
Building Official $ 57.624
Bus Driver $ 22.485
Bus Driver Supervisor $ 36.162
Chief of Police $ 77.041
Commercial Building Inspector $ 32.550
Communications Officer $ 24.580
Communications Superwsor $ 34.111
$ 30.488
Custodian $ 19.536
Director of Cun'iculum Development $ 74.283
Director of Fiscal Services $ 66.234
Director of Parks and Recreation $ 69.218
Director of Planning and Comm. Dev. $ 76.949
Director of Social Services $ 71.498
Director of Transportation $ 76.706
Electrician $ 23.860
Eligibility Worker $ 28.260
Engineering Inspector II $ 30.034
Firefighter/EMT $ 33.939
Food Service Associate $ 16.286
Food Service Manager I $ 26.437
General Maintenance Worker I $ 17.063
Grounds/Facilities Maintenance Worker I $ 18.050
Human Resources Specialist III $ 31.854
HVAC Mechanic $ 28.130
Instructional Coordinator $ 57.171
Maintenance Mechanic $ 26.735
Management Analyst I $ 40.467
Office Associate II $ 20.721
Office Associate IV $ 28,835
Parks Foreman $ 23,950
Payroll Supervisor $ 43,143
Planner $ 33,023
Police Lieutenant $ 54.092
Police Officer $ 29.429
Police Records Clerk $ 21.652
Principal - Elementary School $ 66.054
Principal - High School $ 78.794
Principal - Middle School $ 66.763
Programmer/Analyst $ 38.696
Real Estate Clerk $ 19.214
School Nurse $ 25.958
School Secretary n/a
Senior Account Clerk $ 29.044
Senior Accountant $ 36.961
Senior Appraiser $ 43.751
Senior Civil Engineer $ 51.932
Senior Eligibility Worker $ 35.341
Senior Maintenance Mechanic $ 28.927
Senior Planner $ 44.477
Senior Support Analyst $ 40.482
Social Worker $ 32.544
Social Worker Supervisor $ 51.223
Support Analyst $ 35.038
Systems Analyst $ 39.649
Assistant $ 20.093
$
CEFORBENCHMARK
POSITIONS:
22,086 $ 23,501
n/a n/a
n/a n/a
55,345 n/a
33,727 $ 28,286
50,834 $ 27,176
51.745 n/a
26.875 $ 25.358
42.997 n/a
82.072 n/a
33,708 $ 38,045
22,131 n/a
32,200 n/a
28,066 $ 30,790
17.820 $ 19.216
76.595 n/a
76.797 n/a
61.424 n/a
72.946 n/a
74.344 n/a
68.163 fda
34.775 $ 38.791
27.733 n/a
40.473 $ 44.957
25.586 $ 26.213
17.080 $ 16.777
34.869 $ 31.234
26.575 $ 27.454
22.274 $ 23.070
40.968 $ 39.285
32.668 $ 35.570
69.216 n/a
30.327 $ 33.550
41.899 $ 41.333
23.467 $ 23.123
27.195 $ 27.274
39.734 $ 35.468
38.624 $ 39.774 i
40.138 $ 53.274
49.095 fda
30.811 n/a
23.006 $
70.114
78.619 n/a
72.407 n/a
41.879 $ 51.474
24.091 $ 18.708
40.213 $ 29.787:
29.070 $ 20.658:
28.744 $ 27.112 i
43.680 $ 54.016
43.145 $ 56.718
56.226 $ 63.704
34.554 n/a
35.669 $ 38.789
40.789 $ 67.322
n/a $ 42.716
31.861 $ 40.489
47.008 $ 51.066
n/a $ 36.194
54.995 $ 56.108
20.304 $ 16.590
32.097 n/a
(6.7%)
(12.4%)
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
22.793
n/a
n/a
55.345
31.007
29.005
51.745
26.117
42.997
82.072
35.877
22.131
32.20O
29.428
18.518
76.595
76.797
61.424
72.946
74.344
68.163
36.7831
27.733
42.715
25.890
16.929
33.052
27.015
22.672
40.127
34.119
69,216
31.939
41.616
23.295
27.234
37.601
39.199
46.706
49.095
30,811
22,502
70,114
78,619
72,407
46,677
21.400
35.000
24.864
27.928
48.848
49.932
59.965
34.554
37.229
54.056
42.716
36,175
49.037
36.194
55.551
18.447
32.097
(7.8%)
Note: All salaries adjusted for a 2080 hour work year. 29
Salary Structure Adjustment (excluding Teachers)
Methodology
The County's salary structure was adjusted based on the Planning Team's proposed
Compensation and Benefits strategy and the external competitive analysis. Specifically, the
following process steps were followed:
· Benchmark jobs utilized for the private survey were grouped within each current assigned
grade.
The average external market data available for each pay grade was compared to the current
market midpoint.
· The County's overall positioning to the external market, based on this comparison of
market to current midpoints was calculated.
Exhibit 7on the following page compares the midpoints of the County's current salary structure
to the average external market data available for each pay grade. For comparison purposes we
utilized the median data for the market with both salary differentials and geographic
differentials.
We adjusted the County's salary structure 4.5% to correspond with the County's Compensation
and Benefits strategy of targeting its' salary structure midpoints to approximately at market.
Exhibit 7 also compares the adjusted salary structure midpoints to the average external market
data available for each pay grade.
Exhibit 8 outlines the current teacher's salary structure as compared to market minimum,
midpoint and maximum.
PALMER & CAY CONSULTING GROUP 30
Albemarle County
Salary Structure Midpoint Comparison to Market
Exhibit 7
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
i $ 16,924
iS 18,157
iS 19,481
iS 20,902
iS 22,425
$ 24,061
$ 25,815
$ 27,696
$ 29,716
$ 31,884
$ 34,2O7
$ 36,702
$ 39,379
$ 42,249
$ 45,329
$ 48,634
$ 52,180
$ 55,984
$ 60,067
$ 64,444
$ 69,143
$ 74,185
$ 79,594
$ 85,397
$ 91,624
$ 19,304
$ 19,773
$ 24,895
$ 22,376
$ 25,379
$ 28,923
$ 31,300
$ 29,180
$ 37,977
$ 32,628
$ 39,272
$ 34,042
$ 44,562
$ 49,609
$ 47,544
$ 50,831
$ 50,468
$ 65,780
$ 72,291
$ 72,O78
(12.3%)
(8.2%)
(16.0%)
0.2%
(5.2%)
(10.7%)
(11.5%)
1.8%
(16.0%)
4.8%
(6.5%)
15.7%
(5.2%)
(8.6%)
2.3%
2,7%
10.9%
(2.0%)
(4.4%)
2.9%
$ 20,589
$ 20,073
$ 25,178
$ 23,400
$ 26,472
$ 30,998
$ 32,250
$ 29,966
$ 38,285
$ 32,579
$ 39,089
$ 33,426
$ 42,459
$ 49,876
$ 49,798
$ 52,942
$ 51,307
$ 67,974
$ 72,283
$ 74,922
(17.8%)
(9.5%)
(17.0%)
(4.2%)
(9,1%)
(16.7%)
(14.1%)
(o.8%)
(16.7%)
5.0%
(6.1%)
17.8%
(0.5%)
(9.1%)
(2.3%)
(1.4%)
9.1%
(5.2%)
(4.3%)
(1 .o%)
$ 17,700
$ 18,990
$ 20,375
$ 21,860
$ 23,454
$ 25,163
$ 26,998
$ 28,966
$ 31,078
$ 33,343
$ 35,774
$ 38,382
$ 41,180
$ 44,182
$ 47,403
$ 50,858
$ 54,566
$ 58,544
$ 62,812
$ 67,391
$ 72,303
$ 77,574
$ 83,229
$ 89;297
$ 95,8O7
(8.3%)
(4.0%)
(12.2%)
4.8%
(0.8%)
(6.7%)
(7.5%)
6.5%
(12.2%)
9.6%
(2.3%)
21 .O%
(0.9%)
(4.4%)
7.0%
7.3%
16.0%
2.4%
0,0%
7.6%
(14.0%)
(5.4%)
(13.2%)
0.2%
(4.9%)
(12.9%)
(10.2%)
3.7%
(12.9%)
9.8%
(1.8%)
23.2%
4.1%
(5.O%)
2.1%
3.1%
14.1%
(0.9%)
0.0%
3.5%
31
Albemarle County
Private CompenSation Benefits Survey
Comparison of Teacher Salary Range Minimum, Midpoint and Maximum to the External Market
Exhibit 8
14 t.026 1.153Teacher 15001 $ 26,650 $ 35,065 $ 43,479 $34,753
8 I I Teacher 1500
12 1.026 1.153 Teacher 1500
2 0.962 0.984 Teacher 1365
5 1.028 1.105 Teacher 1400
7 0.992 0.958 Teacher 1421
9 1.001 0.943 Teacher 1386
26 1.03 1.154 Teacher 10/mo
27 1.03 1.154 Teacher 1500
Companies: g
Incumbents: 7621
Low:
25th Percentile:
50th PercenUle:
Average:
75th Percentile:
High:
28,000 $ 36,315 $ 44,629 $35,582
25,000 $ 32,500 $ 40,000 $35,875
31,777 $ 46,875 $ 61,973 $43,849
28,150 $ 35,825 $ 43,500
28,500 $ 40,949 $ 53,397
31,684 $ 52,718 $ 73,751
28.740 $ 37,625 $ 46,510
28,080 $ 35,432 $ 42,783
$ 25,000 $ 32,500 $ 40,000 $54,753
$ 28,000 $ 35,432 $ 43,479 $35,375
$ 28,150 $ 36,315 $ 44,629 $35,729
$ 28,509 $ 39,256 $ 50,002 $37,515
$ 28,740 $ 40,949 $ 53,397 $37.869
$ 31,777 $ 52,718 $ 73,751 $43,849
0 9 08 4846 3
$27.067 $ 35,104 $ 43,141 $34,396
$24,167 $ 31,417 $ 38,667 $34,679
$33,758 $ 49,794 $ 65,832 $46,580
$29,155 $ 37.104 $45,054
$29,082 $ 41,784 $ 54,487
$33,147 $ 55,152 $ 77,157
$28,740 $ 37,625 $ 46,510
$27,144 $ 34,250 $ 41,357
$24,167 $ 31,417 $38,667 $33,595
$27,067 $ 34,250 $ 42,030 $34,196
$28,740 $ 37,104 $ 45,054 $34,538
$28,669 $ 39,570 $ 50,470 $37,312
$29,155 $ 41,784 $ 54,487 $37,654
$33,756 $ 55,152 $ 77,157 $46,580
27,067 $ 35,104 $ 43.141 $ 34,396
24,795 $ 32,234 $ 39,672 $ 35,581
32,473 $ 47,902 $ 63,331 $ 44.810
29,972 $ 35,143 $ 46,315
28,849 $ 41,450 $ 54,051
33,180 $ 55,207 $ 77,234
29,602 $ 38,754 $ 47,905
27,958 $ 35,278 $ 42,598
$ 24,795 $ 32,234 $ 39,672 $ 34,396
$ 27,067 $ 35,104 $ 43,122 $ 34,450
$ 28,849 $ 38,143 $ 46,315 $ 35,024
$ 28,925 $ 39,872 $ 50,819 $ 37,314
$ 29.972 $ 41.450 $ 54,051 $ 37,888
$ 33,180 $ 55,207 $ 77,234 $ 44,810
27,067 $ 35,104 $ 43,141 $ 34,396
27,864 $ 36,223 $ 44,583 $ 39,985
33,216 $ 48.997 $ 64,779 $ 45,834
32,217 $ 41,000 $ 49,784
27,860 $ 40,029 $ 52,198
31.258 $ 52,008 $ 72,759
33,166 $ 43.419 $ 53,673
31.324 $ 39,525 $ 47,726
$ 27,067 $ 35.104 $ 43,141 $ 34,396
$ 27,854 $ 39,082 $ 47,726 $ 37,650
$ 31,258 $ 40,029 $ 49,784 $ 39,360
$ 30A08 $ 41.710 $ 53,011 $ 39,737
$ 32,217 $ 43,419 $ 53.673 $ 41,447
$ 33,216 $ 52,008 $ 72,759 $ 45,834
ALBEMARLE COUNTY COMPARED TO MARKET:
To Market Median (50th Percentile):
To Market Average:
0.3% 6.1% 9.4% 5.1%
(1.0%) (1.8%) (2.3%) 0.1%
(1.8%) 3.8% 8.4% 8.7%
(1.5%) (2.6%) (3.3%) 0.6%
(2.t%) 1.0% 5.4% 7.2%
(2.4%) (3.4%) (3.9%) 0.6%
(g.7%) (3.7%) (1.9%) (4.6%)
(7.2%) (7.6%) (7.9%) (5.5%)
32
Implementation
We recommend that the following steps be taken as a result of this study:
1. Implementation of Recommendations
Adopt a Compensation and Benefits strategy that applies to ali employees County-wide.
· Adopt a base salary structure adjustment based on the approved Compensation and
Benefits strategy.
· Adopt salary administration guidelines.
· Salary Adjustments:
(1) Bring employees to the minimum in an expedient manner
(2) Consider the general increase
(3) Consider within range equity adjustments (address pay compression)
After the adoption of the final report the County should communicate in writing to
employees the outcome of the study. At a minimum the following should be communicated:
· The adopted Compensation and Benefits strategy.
· The new salary administration guidelines.
all
2. Formal Communication Plan
A formal communication plan should be implemented which introduces the County's
Compensation and Benefits strategy and any changes/modifications to the current
compensation program. This should include:
· How salary levels are determined;
Salary ranges by job title;
· The minimum, midpoint, and maximum for each salary range and how the overall
structure was developed; and
· How salary increases are determined and how often they are provided.
3. Address Salary Compression Issues
An analysis was run to determine whether or not pay compression occurs with the adoption of
the recommended salary structure. Salary compression occurs when the pay differences
between employees are too small. For example, supervisors and subordinates may have
comparable salaries because of the close proximity of pay ranges and the greater seniority of
the subordinates or when a highly tenured employee has a similar salary to a newly hired
employee. It was determined that pay compression would occur with the adoption of the
recommended Compensation and Benefits strategy.
PALMER & CAY CONSULTING GROUP 33
Implementation (cont'd)
Causes of Salary Compression
Salary compression is a consideration irt establishing as well as maintaining a pay structure.
Salary compression can occur slowly over time when the ratio of salaries between and within
job levels decreases due to adjustments to policies or to the pay structure. According to the
Bureau of National Affairs, compression may occur when:
An organization with adequate pay ranges adjusts those ranges by an equal dollar amount
This adjustment reduces pay differentials because lower-paid employees receive a
proportionately higher increase then the higher-paid employees.
The market price of labor increases - As wages in the labor market rise, employers must
pay more to new hires in order to bring on qualified personnel. Present employees may
perceive a compression problem if they are not given increases to put them on par with the
new hires.
Overtime pay is paid to subordinates - The Fair Labor Standards Act requires that
nonexempt employees be paid time-and-a-half for hours worked over 40 per week.
Subordinates who work a substantial amount of overtime may raise their pay to the level of
their exempt supervisors. Pay inequity may cause the supervisors to be dissatisfied and
may reduce the incentive of rank and file to seek job advancement.
Automatic pay increases can result in subordinate emPloyees with seniority earning as
much or more than their supervisors with less seniority - This anomaly may discourage
employees from seeking higher level jobs since there would be little incentive for taking on
additional responsibilities and create the appearance that supervisor's jobs are undervalued
by the organization.
We conducted a cost analysis to determine the cost associated with addressing pay
compression. The estimated cost to adjust employees up to the midpoint of their assigned
salary range (based on tenure) is $931,610. It should be noted that the cost analysis only
considers overall tenure with the County, rather than time in position.
PALMER & CAY CONSULTING GROUP 34
Appendix A: Individual Organization Information- Worksheets
This section includes the individual compensation worksheets for each benchmark position.
The columns are defined below:
TERM DEFINITION
..Org Code The random number assigned to each participating organization
Salary Differential The salary differential applied to the corresponding organization to
"normalize" the data to Charlottesville, VA
Geographic Differential The geographic differential applied to the corresponding
organization to "normalize" the data to Charlottesville, VA
Benchmark Position Titles of benchmark positions included in the survey
Scheduled Hours Per Year The total number of scheduled hours per year for the position
..M' .m~..u.m of Salary Range.. The minimum annual salary for the position
Midpoint of Salary Range The midpoint of the annual salary range for the position
Maximum of Salary Range The maximum annual salary for the position
Number of Incumbents The total number of employees for which compensation data is
reported for each organization
FLSA Status Indicates whether the position is exempt or non-exempt in the
organization
Average Annual Salary The average annual salary for all incumbents in the position
Minimum Annual Salary The minimum annual salary for the position adjusted to a 2080
hour work year for an equal comparison
"Midpoint Annual Salary The midpoint of the annual salary range for the position adjusted to
a 2080 hour work year for an equal comparison
Maximum Annual Salary The maximum annual salary for the position adjusted to a 2080
hour work year for an equal comparison
Average Annual Salary The average annual salary for all incumbents in the position
adjusted to a 2080 hour work year for an equal comparison
'Midpoint with Salary The midpoint of the annual salary range for the position adjusted to
Differential a 2080 hour work year for an equal comparison and adjusted by a
salary differential to "normalize" the data to Charlottesville, VA
Midpoint with Geographic The midpoint of the annual salary range for the position adjusted to
Differential a 2080 hour work year for an equal comparison and adjusted by a
geographic differential to "normalize" the data to Charlottesville,
VA
Average Annual Salary with The average annual salary range for the position adjusted to a 2080
Salary Differential hour work year for an equal comparison and adjusted by a salary
differential to "normalize" the data to Charlottesville, VA
Average Annual Salary with The average of the annual salary range for the position adjusted to
Geographic Differential a 2080 hour work year for an equal comparison and adjusted by a
geographic differential to "normalize" the data to Charlottesville,
VA
PALMER & CAY CONSULTING GROUP 35