0. Compensation and Classification Study Presentation of Results
for Alachua County BOCC, Sheriff,
Property Appraiser, and Supervisor of Elections Offices, FL
Presentation of Results
19 January 2016

1. Agenda Study Process Outreach Summary Salary Quartile Analysis
Compensation Philosophy Development
Classification Review Results
Compensation Review Results
Recommendations
Questions

2. Study Process Completed:
Conducted employee outreach and reviewed findings with the each Office’s project team.
Reviewed current conditions of each Office’s system.
Developed Compensation Philosophy for each Office.
Analyzed internal equity by reviewing Job Assessment Tools (JAT) and developed a point factor score for each classification.
Analyzed external equity/market competitiveness of each Office’s current compensation system.

3. Study Process (cont.)
Utilized internal and external equity results to develop unique compensation structures.
Prepared options for implementation of proposed compensation structures.
Estimated salary costs for each option.
Remaining:
Finalize recommendations.
Finalize/provide study report.
Revise job descriptions utilizing existing descriptions and input from employee JATs.

4. Outreach Summary
Overall, employees believed the County Offices were quality organizations and a good place to work
Most employees expressed the sentiment that current salary ranges and individual salaries were below peers
Some participants believed their duties have increased over time while their compensation remained the same
Many employees expressed the concern of rising employee health costs and salaries have not increased at the same rate

5. Salary Quartile Analysis
Analyzed the distribution of employee salaries across the pay ranges:

6. Desired Market Position
Compensation Philosophy
Compensation Philosophies influence Employee Salaries:
Salary Structure
Desired Market Position
Pay Practices
Pay Plan Design
Pay Increase Methods
Fiscal Considerations
Employee Salaries

7. Compensation Philosophy (cont.)
Specific statements were developed for each Office:
All Offices expressed a desire to administer salary structures at the 60th percentile.
BOCC, PA, and SOE Offices expressed a desire to continue to administer open-range salary structures.
Sheriff’s Office expressed a desire to continue to administer step plans.
Offices will continue to administer varied pay practices: methods of salary increases, determining new hire salaries, promotions, etc.
Choose an implementation option and communicate results of study to employees.
Continue to review the pay plans and adjust as necessary to remain competitive with market peers.
Conduct comprehensive classification and compensation studies every three to five years.

8. Classification
Reviewed internal equity for each classification utilizing a point factor scoring method and made specific recommendations for each Office with regard to new class titles:

9. Compensation
Conducted a salary survey and collected salary range data from these 47 peers to analyze external (market) equity for benchmark classifications:

10. Compensation
Collected salary range data for total of 144 benchmark classifications (subset of all classifications for all Offices) and compared the data at the 60th percentile:
* Results do not indicate that all classifications were ahead or behind.
Note: Salary range comparisons relative to structures at beginning of study (BOCC, SOE have updated salary structures).
Note: Peers and benchmarks included Library District, though these are not included in results above.

11. BOCC Recommended Pay Plan
Compensation (cont.)
BOCC Recommended Pay Plan
Each pay plan starts at or above the living wage.

12. Compensation (cont.)
Utilizing the new plan structure for each Office, individually assigned a pay grade for each classification:
Utilized both internal and external equity results
Based on results and new plan, made individual pay grade recommendation for each classification
Some classifications’ pay ranges increased, some remained relatively the same

13. Implementation Options
Option 1 – All Offices:
Bring to New Minimums - Each employee's salary is adjusted to the new minimum of the classification's proposed pay grade. If his/her salary is already within the proposed pay range, no adjustment is made.

14. Implementation Options
Additional Options – All Offices:
Range Penetration Capped at Midpoint- A calculation is completed to see the percentage through the current range an employee's salary falls. The employee's recommended salary calculation will place him/her the same percentage through the proposed range. This calculation will only bring employees to the midpoint. For example, if an employee's salary is 65% through the current range, the employee's salary adjustment will only be brought to the midpoint of the new salary range. If an employee's salary is above midpoint, the employee's salary is not adjusted. This option includes the Bring to Minimum Cost.
Range Penetration Capped at Quartile One – This option is the same as the Range Penetration Capped at Midpoint, however, the cap is at the first quartile. This option includes the Bring to Minimum Cost.
Closest Step (Sheriff Only) – This option brings each employee’s salary to the closest step based on his/her current salary. If the employee’s salary is below the new minimum, his/her salary would be adjusted to the new minimum. This option includes the Bring to Minimum Cost.

15. Implementation Options
Additional Options All Offices:
*These cost calculations include the Bring to Minimum costs.

16. Pre- & Post- Market Comparisons
Salary range comparisons for benchmark classifications (only) at beginning of study:
Salary range comparisons for same benchmark classifications (only) if new structure (pay ranges) are implemented:

17. Recommendations
Implement the proposed classification and compensation structures.
Choose an implementation option (or approach) and communicate results of study to employees.
Continue to review the pay plans and adjust as necessary to remain competitive with market peers.
Conduct comprehensive classification and compensation studies every three to five years.

18. The End Additional Questions? Thank You! Evergreen Solutions, LLC
2878 Remington Green Circle
Tallahassee, Florida 32308