classification and compensation study for stafford county ...€¦ · the evergreen team conducted...

Classification and Compensation Study for

Stafford County Public Schools

FINAL REPORT

March 1, 2019

Evergreen Solutions, LLC Page 1-1

In May 2018, Evergreen Solutions was retained by Stafford County Public Schools (SCPS) to

conduct a Classification and Compensation Study for selected employees.

The following SCPS classifications are excluded from this study:

teachers

paraprofessionals

school nurses

bus drivers/bus monitors

fleet services/couriers

information technology workers

maintenance/operations

This study was primarily designed to focus on internal and external equity of both the structure by which certain groups of employees are compensated as well as the way positions relate and compare to one another in the Division.

Internal equity relates to the fairness of an organization’s compensation practices among its current employees. 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. The classification component of this study is aimed at resolving any inconsistencies related to job requirements and providing some clarity to the plan in place.

External equity deals with the differences between how an organization’s classifications are valued and what compensation is available in the market place for the same skills, capabilities, and duties.

As part of the study, Evergreen Solutions was tasked with:

collecting and reviewing current environmental data present in Stafford County Public Schools;

reviewing job descriptions and obtaining job analysis questionnaires from specified

employees;

conducting a market salary survey, and providing feedback to Stafford County

Public Schools regarding current market competitiveness;

conducting a classification analysis to assess internal equity and the efficiency of the current classification plan;

E V E R G R E E N S O L U T I O N S , L L C

Chapter 1 – Introduction

Chapter 1 - Introduction SCPS Classification and Compensation Study


developing strategic positioning recommendations using market data and best

practices;

developing a compensation structure and implementation cost plan for selected classifications in Stafford County Public Schools; and

developing and submitting draft and final reports summarizing findings and recommendations.

1.1 STUDY METHODOLOGY

Evergreen Solutions combined qualitative as well as quantitative data analysis to produce an

equitable solution in order to maximize the fairness and competitiveness of the Division’s

compensation structure and practices. Project activities included:

conducting a project kick-off meeting;

conducting orientation sessions with employees;

facilitating employee focus group sessions with selected employees;

conducting a salary survey;

developing recommendations for compensation management;

developing detailed implementation plans; and

creating the draft and final reports.

Kickoff Meeting

The kickoff meeting provided 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 and Focus Groups

The orientation sessions were designed to brief employees and supervisors on the purpose

and major processes of the study. These sessions were intended to address any questions

and resolve any misconceptions about the study and relevant tasks. During focus groups,

employees were asked about their experience with Stafford County Public Schools and to

identify any concerns they have about compensation or classification. This information

provided 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. Benchmark positions were

identified and included a large cross-section of classified positions in the Division. Once the

target and benchmark information was finalized, a survey tool was created to solicit salary



information from each of the peer organizations. When the results were received, the data

were analyzed, cleaned, and entered to provide aggregate findings.

Job Questionnaire and Regression

Although market data are imperative for determining pay grade value for job titles, it is not the

only factor that contributes to recommended placement. In addition to collecting market data,

job questionnaire data were used to slot positions. Evergreen’s Job Assessment Tool (JAT) was

administered to all employees during the study, and provided a score for each Division job

title. This score is used to determine hierarchy and value of all job titles based on each ones

complexities.

Paired with market data through regression analysis, JAT scores normalize market

classification values within the context of the Division’s existing hierarchy and value of

positions. The process of regression analysis essentially determines the market dollar value

associated with every JAT point. At the most basic level, multiplying each classification’s JAT

score by this market dollar value produces a predicted midpoint value which provides the best

estimate for each position’s midpoint value. This process can result in both positive and

negative gaps between the raw market value of a position and its recommended placement;

and in some cases the variance is significant. This analysis provides direction for preliminarily

slotting positions only.

Additional adjustments are generally made to account for positions with high turnoverto

maintain existing hierarchy, as appropriate, and to account for the Division’s understanding

and knowledge of each position which cannot be captured using the JAT or through market

data.

Solution Creation – Salary Schedule and Transition Costing

Solution creation follows agreement on the structure of the compensation and classification

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. In addition, job titles were determined that best reflect the roles and

responsibilities of each position. With the pay tables and job titles established, jobs can be

slotted into the proposed pay grade structure using market data and feedback from Human

Resources and Finance staff to questions asked by Evergreen.

As part of the study, the Division identified its desired market position and compensation

philosophy. Subsequently, the pay plan and job slotting within the system would be adjusted

to account for this desired position in the market.

The final step in the creation of the solution was to identify the costs associated with each

step of the analysis. The data from the job slotting were applied to the individual incumbents

in the organization. This allows the Division to view the total costs associated with the

structural changes. Information is then provided to the Division on various ways to implement

the proposed structure and possible adjustments that can be made to address any remaining

issues.



1.2 REPORT ORGANIZATION

This report includes the following five chapters:

Chapter 1 - Introduction

Chapter 2 – Summary of Employee Outreach

Chapter 3 - Assessment of Current Conditions

Chapter 4 – Market Survey Summary

Chapter 5 –Recommendations


The Evergreen Team conducted a series of employee orientation and focus group sessions n

Stafford County Public Schools on June 6 and July 25, 2018. Sessions included a brief

overview of the study and a detailed walkthrough of the Job Assessment Tool (JAT)

processwhich employees included in the study were asked to complete online.

On June 6, 2018, sessions were held with:

School Nutrition Workers, Managers, and Assistant Managers

Nutrition Services Coordinator

Field Services Managers

Occupational Therapists

Physical Therapists

Speech Pathologists

Behavior Support Assistants

Dispatchers

Behind the Wheel Instructors

Educational Interpreters

Head Start Job Coaches

Job Coaches

Security Staff

Vision/Hearing Assistants

Middle School Assistant Principals (10-month)

Administrative Assistants

The July 25th sessions were held with:

Central Office Administrators

School-Based Administrators

12-Month Service Staff

The remainder of this section summarizes the comments made by selected employees. It is

important to note that the views shared in this summary are not necessarily supported by

Evergreen Solutions nor Stafford County Public Schools. Evergreen, however, used the

information as a basis for further investigation throughout the course of the study. In all

instances, Evergreen has removed any information that may identify the commenter.


Chapter 2 - Summary of Employee

Outreach

Chapter 2 - Summary of Employee Outreach SCPS Classification and Compensation Study


2.1 GENERAL FEEDBACK

Although the purpose of the focus group sessions was to discuss compensation and

classification, the first two questions asked by Evergreen consultants generally received

feedback related to issues beyond these two topics. In some cases, even questions related

specifically to compensation and classification yielded feedback outside of these domains.

This section provides feedback received unrelated to compensation and classification, per se,

but important to framing the context in which this study is occurring.

Important factors frequently shared by employees as reasons for coming to work for and/or

remaining with SCPS included:

Stafford County is Home – A large number of employees said they came to work for

SCPS because the County was their home.

Comradery with Co-workers – Many employees stated that they enjoyed the people

they worked with, and felt their fellow employees were willing to pitch in to do whatever

it took to get the job done. They said they felt they were making a difference for the

community, in general, and found it a pleasure to work with other employees.

Supportive Administrators -- A substantial number of employees pointed to the fact

that they stayed in their jobs because their immediate supervisors were supportive and

caring. Some said that having a boss that worked with them and valued them as

individuals was more important to them than salary or benefits.

Security and Stability – Some employees stated that they had worked in the private

sector or had owned their own businesses, but had come to work for SCPS because

the Division offered a level of security and stability not available in the private sector.

Benefit Package – Employees in nearly every focus group said the benefit offerings are

what enticed them to seek employment with SCPS. Some employees said that keeping

these benefits was a major reason for staying with the Division, but expressed concern

that health costs continue to rise.

Work Schedules and Time with Family – Many employees indicated that they came to

work for the Division so that their work schedules would allow them more time with

family. Some said that although their families had long since graduated, the time off

over the holidays and summers was still something they valued.

Love Working with Children – Many employees from inside and outside the classroom

indicated that they felt they were making a difference in children’s lives and found the

daily contact with children rewarding.

Chapter 2 - Summary of Employee Outreach SCPS Classification and Compensation Study


2.2 COMPENSATION

Specific comments shared by employees related to SCPS compensation practices, policies, and procedures, and included the following:

Several employees in focus groups stated they had reached the cap in their pay ranges and were no longer getting the step raises that other employees were given.

Concerns were raised that there is no merit pay, meaning that poorly performing employees and exceptional employees receive the same raises.

Starting pay levels, particularly for the positions at the lower end of the pay scales, are having a significant impact on the number of candidates applying for open positions. In many cases, these workers must first be hired as a substitute before being given a

permanent positionyet they indicated that there are severe shortages among the substitutes because the pay is below what is being paid at fast food restaurants.

Raises do not keep up with cost of living increases and increases have not been given often enough; salaries were frozen for several years.

Some stated there were few promotional opportunities.

2.3 CLASSIFICATION

General comments provided by employees related to classification included the following:

Job Descriptions – Employees said the current job descriptions do not, in some cases, reflect what they actually do. Many stated that the job descriptions are very high-level and vague.

Classification Consistency – Employees stated that use of generic classifications has led to inconsistencies within the classifications. Staff provided examples of administrative positions that were classified and paid differently but performed the same core functions with some differences in the level of responsibility. In some instances, there are titles that perform similar jobs and have similar levels of responsibility but are classified and paid differently.

2.4 SUMMARY

Employee feedback reported above represents both common issues that exist in many school Divisions as well as issues that are unique to Stafford County Public Schools. The feedback received by the Evergreen Team during outreach at SCPS was mostly positive. Employees

believe that SCPS is a very good place to workattributed to the comradery between employees, and the support they receive from their immediate supervisors. However, as with any organization, employees perceive weaknesses in certain areas related to the current compensation and classification in the Division and the need to address these concerns so that SCPS is able to continually attract and retain a highly qualified workforce.


Chapter 3 provides an overall assessment of the classification and compensation system in

place in Stafford County Public Schools (SCPS) for select employees. Data included here

reflect the demographics in place at the time of the study and should be considered a

snapshot in time. These data provide the baseline for analysis through the course of this

study, but are not sufficient cause for recommendations in isolation. By reviewing employee

data, Evergreen gained a better understanding of the structures and methods in place and

identified issues for both further review and potential revision.

3.1 ANALYSIS OF SALARY SCHEDULES

The following employee groups were not included in this study: teachers, paraprofessionals, school nurses, bus drivers, bus monitors, fleet services/couriers, information technology, and maintenance/operations. All other 10-, 11-, and 12-month employees were included.

This selected group of employees were found in six salary schedules:

Administrative


School Nutrition

Service

Specialty

Teaching and Learning Facilitators

The SCPS salary schedules included in the study contain a total of 105 unique job titles and 749 employees. Each of the six salary schedules is comprised of multiple steps. The Administrative salary schedule has 17 steps and the Educational Interpreters, School Nutrition, Service, and Specialty schedules each have 32 steps. Teaching and Learning Facilitators have 31 steps.

Exhibits 3A through 3F display the steps for each separate schedule.


Chapter 3 – Assessment of Current

Conditions

Chapter 3 - Assessment of Current Conditions SCPS Classification and Compensation Study


EXHIBIT 3A

PAY GRADES AND STEPS

FOR ADMINISTRATIVE EMPLOYEES

Grade Step

0 1 2 3 4 5 6 7 8

AD80 $59,282 $60,764 $62,283 $63,840 $65,436 $67,072 $68,749 $70,468 $72,230

AD81 $62,599 $64,164 $65,768 $67,412 $69,097 $70,825 $72,596 $74,411 $76,271

AD65 $66,091 $67,743 $69,437 $71,173 $72,952 $74,776 $76,645 $78,561 $80,525

AD82 $66,091 $67,743 $69,437 $71,173 $72,952 $74,776 $76,645 $78,561 $80,525

AD32 $68,616 $70,330 $72,089 $73,891 $75,738 $77,632 $79,573 $81,562 $83,601

AD83 $69,396 $71,131 $72,909 $74,732 $76,600 $78,515 $80,478 $82,490 $84,552

AD66 $72,065 $73,717 $75,410 $77,147 $78,926 $80,750 $82,619 $84,535 $86,499

AD35 $74,328 $76,186 $78,091 $80,042 $82,044 $84,095 $86,197 $88,352 $90,561

AD70 $77,366 $79,300 $81,283 $83,315 $85,398 $87,533 $89,721 $91,964 $94,263

AD30 $78,418 $80,378 $82,387 $84,448 $86,558 $88,722 $90,940 $93,214 $95,544

AD36 $80,302 $82,160 $84,064 $86,016 $88,018 $90,069 $92,171 $94,326 $96,535

AD45 $82,388 $84,448 $86,559 $88,723 $90,941 $93,215 $95,545 $97,934 $100,382

AD72 $82,388 $84,448 $86,559 $88,723 $90,941 $93,215 $95,545 $97,934 $100,382

AD31 $84,391 $86,352 $88,361 $90,421 $92,532 $94,696 $96,914 $99,187 $101,518

AD25 $86,521 $88,684 $90,901 $93,174 $95,503 $97,891 $100,338 $102,846 $105,417

AD46 $88,362 $90,421 $92,533 $94,697 $96,915 $99,188 $101,519 $103,907 $106,356

AD20 $87,959 $90,159 $92,413 $94,723 $97,091 $99,518 $102,006 $104,556 $107,170

AD73 $88,550 $90,764 $93,032 $95,358 $97,742 $100,186 $102,691 $105,257 $107,889

AD26 $92,495 $94,658 $96,875 $99,147 $101,477 $103,864 $106,312 $108,820 $111,391

AD60 $92,001 $94,301 $96,659 $99,074 $101,552 $104,091 $106,692 $109,360 $112,094

AD15 $94,328 $96,686 $99,103 $101,581 $104,121 $106,723 $109,391 $112,126 $114,929

AD50 $97,345 $99,779 $102,273 $104,830 $107,451 $110,137 $112,890 $115,712 $118,606

AD16 $100,301 $102,660 $105,077 $107,554 $110,094 $112,697 $115,365 $118,099 $120,903

AD51 $103,319 $105,752 $108,247 $110,804 $113,424 $116,111 $118,864 $121,686 $124,580

AD10 $102,619 $105,184 $107,814 $110,509 $113,272 $116,104 $119,007 $121,982 $125,032

AD11 $108,593 $111,158 $113,787 $116,483 $119,245 $122,078 $124,980 $127,956 $131,005

AD06 $111,045 $113,639 $116,298 $119,023 $121,816 $124,680 $127,615 $130,623 $133,706

AD02 $114,310 $116,985 $119,727 $122,539 $125,420 $128,373 $131,400 $134,504 $137,683

AD01 $118,830 $121,619 $124,477 $127,408 $130,410 $133,488 $136,643 $139,877 $143,191



EXHIBIT 3A (Continued)



Grade Step

9 10 11 12 13 14 15 16

AD80 $74,036 $75,886 $77,783 $79,728 $81,721 $83,764 $85,858 $86,717

AD81 $78,178 $80,132 $82,135 $84,188 $86,294 $88,451 $90,662 $91,568

AD65 $82,538 $84,601 $86,717 $88,885 $91,107 $93,385 $95,720 $96,676

AD82 $82,538 $84,601 $86,717 $88,885 $91,107 $93,385 $95,720 $96,676

AD32 $85,691 $87,833 $90,030 $92,280 $94,587 $96,952 $99,376 $100,369

AD83 $86,666 $88,833 $91,054 $93,330 $95,663 $98,055 $100,506 $101,511

AD66 $88,512 $90,575 $92,691 $94,859 $97,081 $99,358 $101,693 $102,650

AD35 $92,825 $95,146 $97,525 $99,962 $102,461 $105,023 $107,649 $108,725

AD70 $96,620 $99,036 $101,511 $104,049 $106,650 $109,316 $112,049 $113,169

AD30 $97,933 $100,381 $102,891 $105,463 $108,100 $110,803 $113,572 $114,708

AD36 $98,799 $101,119 $103,498 $105,936 $108,435 $110,996 $113,622 $114,699

AD45 $102,892 $105,464 $108,101 $110,804 $113,573 $116,412 $119,322 $120,516

AD72 $102,892 $105,464 $108,101 $110,804 $113,573 $116,412 $119,322 $120,516

AD31 $103,906 $106,355 $108,864 $111,437 $114,073 $116,776 $119,546 $120,681

AD25 $108,052 $110,754 $113,523 $116,361 $119,270 $122,252 $125,308 $126,561

AD46 $108,865 $111,438 $114,074 $116,777 $119,547 $122,386 $125,296 $126,490

AD20 $109,849 $112,596 $115,411 $118,296 $121,253 $124,284 $127,392 $128,666

AD73 $110,586 $113,351 $116,185 $119,090 $122,066 $125,118 $128,246 $129,528

AD26 $114,026 $116,728 $119,497 $122,335 $125,244 $128,225 $131,282 $132,535

AD60 $114,896 $117,768 $120,713 $123,731 $126,824 $129,995 $133,245 $134,577

AD15 $117,802 $120,748 $123,767 $126,860 $130,033 $133,283 $136,615 $137,981

AD50 $121,570 $124,610 $127,725 $130,918 $134,191 $137,546 $140,985 $142,394

AD16 $123,776 $126,722 $129,740 $132,834 $136,006 $139,257 $142,589 $143,955

AD51 $127,544 $130,584 $133,699 $136,892 $140,165 $143,519 $146,958 $148,368

AD10 $128,157 $131,361 $134,645 $138,011 $141,461 $144,998 $148,623 $150,109

AD11 $134,130 $137,335 $140,619 $143,985 $147,435 $150,971 $154,597 $156,083

AD06 $136,866 $140,106 $143,426 $146,829 $150,318 $153,894 $157,559 $159,062

AD02 $140,944 $144,285 $147,710 $151,220 $154,818 $158,507 $162,287 $163,837

AD01 $146,589 $150,072 $153,641 $157,301 $161,051 $164,895 $168,835 $170,450



EXHIBIT 3B


FOR EDUCATIONAL INTERPRETERS

Grade Step

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

ED31 $36,467 $37,379 $38,313 $39,271 $40,252 $41,258 $42,290 $43,347 $44,432 $45,542 $46,680 $47,848 $49,043 $50,269 $51,526 $52,814

ED46 $40,974 $41,999 $43,049 $44,126 $45,228 $46,359 $47,518 $48,706 $49,925 $51,172 $52,451 $53,763 $55,107 $56,485 $57,897 $59,344

ED47 $42,113 $43,138 $44,188 $45,265 $46,367 $47,497 $48,657 $49,845 $51,063 $52,311 $53,590 $54,902 $56,246 $57,623 $59,036 $60,483

Grade Step

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

ED31 $54,134 $55,487 $56,875 $58,297 $59,754 $61,248 $62,779 $64,348 $65,958 $67,607 $69,297 $71,029 $72,805 $74,624 $76,490 $77,255

ED46 $60,828 $62,349 $63,907 $65,504 $67,142 $68,821 $70,542 $72,305 $74,112 $75,965 $77,864 $79,810 $81,806 $83,850 $85,947 $86,807

ED47 $61,966 $63,487 $65,045 $66,642 $68,280 $69,959 $71,680 $73,443 $75,250 $77,104 $79,003 $80,948 $82,945 $84,989 $87,086 $87,946



EXHIBIT 3C


FOR SCHOOL NUTRITION EMPLOYEES

Grade Step

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

CW11 $11,737 $12,042 $12,335 $12,640 $12,957 $13,298 $13,604 $13,958 $14,300 $14,653 $15,032 $15,410 $15,800 $16,179 $16,593 $16,983

NA02 $15,525 $15,912 $16,311 $16,719 $17,136 $17,564 $18,003 $18,454 $18,915 $19,388 $19,873 $20,369 $20,878 $21,401 $21,935 $22,484

NA03 $16,719 $17,137 $17,565 $18,004 $18,455 $18,915 $19,389 $19,873 $20,370 $20,879 $21,401 $21,936 $22,485 $23,047 $23,623 $24,214

NA04 $17,914 $18,361 $18,820 $19,291 $19,772 $20,266 $20,774 $21,292 $21,825 $22,372 $22,930 $23,503 $24,091 $24,693 $25,310 $25,943

NA01 $18,820 $19,291 $19,772 $20,266 $20,774 $21,292 $21,825 $22,372 $22,930 $23,503 $24,091 $24,693 $25,310 $25,943 $26,592 $27,257

NA00 $19,772 $20,266 $20,774 $21,292 $21,825 $22,372 $22,930 $23,503 $24,091 $24,693 $25,310 $25,943 $26,592 $27,257 $27,937 $28,636

NM02 $24,091 $24,693 $25,309 $25,943 $26,592 $27,256 $27,937 $28,636 $29,352 $30,086 $30,838 $31,608 $32,399 $33,209 $34,039 $34,890

NM01 $25,309 $25,943 $26,592 $27,256 $27,937 $28,636 $29,352 $30,086 $30,838 $31,608 $32,399 $33,209 $34,039 $34,890 $35,762 $36,656

NM00 $26,592 $27,256 $27,937 $28,636 $29,352 $30,086 $30,838 $31,608 $32,399 $33,209 $34,039 $34,890 $35,762 $36,656 $37,572 $38,512

Grade Step

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

CW11 $17,423 $17,679 $18,118 $18,581 $19,046 - - - - - - - - - - -

NA02 $23,046 $23,623 $24,213 $24,818 $25,438 $26,074 $26,727 $27,394 $28,080 $28,782 $29,501 $30,239 $30,995 $31,769 $32,563 $32,889

NA03 $24,818 $25,439 $26,075 $26,728 $27,395 $28,081 $28,783 $29,502 $30,240 $30,995 $31,770 $32,564 $33,379 $34,213 $35,068 $35,420

NA04 $26,592 $27,257 $27,937 $28,636 $29,352 $30,086 $30,838 $31,609 $32,399 $33,209 $34,039 $34,891 $35,763 $36,657 $37,572 $37,949

NA01 $27,937 $28,636 $29,352 $30,086 $30,838 $31,609 $32,399 $33,209 $34,039 $34,891 $35,763 $36,657 $37,572 $38,513 $39,476 $39,871

NA00 $29,352 $30,086 $30,838 $31,609 $32,399 $33,209 $34,039 $34,891 $35,763 $36,657 $37,572 $38,513 $39,476 $40,462 $41,474 $41,889

NM02 $35,762 $36,656 $37,572 $38,512 $39,475 $40,462 $41,474 $42,511 $43,573 $44,661 $45,779 $46,922 $48,097 $49,298 $50,531 $51,037

NM01 $37,572 $38,512 $39,475 $40,462 $41,474 $42,511 $43,573 $44,661 $45,779 $46,922 $48,097 $49,298 $50,531 $51,794 $53,090 $53,620

NM00 $39,475 $40,462 $41,474 $42,511 $43,573 $44,661 $45,779 $46,922 $48,097 $49,298 $50,531 $51,794 $53,090 $54,417 $55,777 $56,334



EXHIBIT 3D


FOR SERVICE EMPLOYEES

Grade Step

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

S508 $16,405 $16,815 $17,235 $17,667 $18,109 $18,561 $19,025 $19,501 $19,989 $20,488 $21,000 $21,525 $22,063 $22,615 $23,180 $23,760

S509 $17,235 $17,667 $18,109 $18,561 $19,025 $19,501 $19,989 $20,488 $21,000 $21,525 $22,063 $22,615 $23,180 $23,760 $24,354 $24,963

S809 $17,608 $18,049 $18,500 $18,963 $19,436 $19,923 $20,420 $20,931 $21,454 $21,990 $22,541 $23,104 $23,682 $24,273 $24,881 $25,502

S510 $18,109 $18,561 $19,025 $19,501 $19,989 $20,488 $21,000 $21,525 $22,063 $22,615 $23,180 $23,760 $24,354 $24,963 $25,587 $26,227

S011 $18,510 $18,974 $19,448 $19,934 $20,432 $20,944 $21,467 $22,004 $22,554 $23,118 $23,696 $24,288 $24,895 $25,517 $26,156 $26,810

SI07 $18,569 $19,033 $19,509 $19,997 $20,497 $21,009 $21,534 $22,072 $22,625 $23,191 $23,770 $24,364 $24,973 $25,597 $26,238 $26,893

S512 $19,989 $20,488 $21,000 $21,525 $22,063 $22,615 $23,180 $23,760 $24,354 $24,963 $25,587 $26,227 $26,882 $27,554 $28,243 $28,949

SV07 $20,257 $20,763 $21,283 $21,815 $22,360 $22,919 $23,492 $24,079 $24,681 $25,298 $25,930 $26,579 $27,243 $27,925 $28,623 $29,339

SI09 $20,497 $21,009 $21,534 $22,072 $22,625 $23,191 $23,770 $24,364 $24,973 $25,597 $26,238 $26,893 $27,565 $28,255 $28,961 $29,685

S513 $21,000 $21,525 $22,063 $22,615 $23,180 $23,760 $24,354 $24,963 $25,587 $26,227 $26,882 $27,554 $28,243 $28,949 $29,673 $30,415

SV08 $21,283 $21,815 $22,360 $22,919 $23,492 $24,079 $24,681 $25,298 $25,930 $26,579 $27,243 $27,925 $28,623 $29,339 $30,071 $30,824

SV09 $22,360 $22,919 $23,492 $24,079 $24,681 $25,298 $25,930 $26,579 $27,243 $27,925 $28,623 $29,339 $30,071 $30,824 $31,595 $32,384

S515 $23,180 $23,760 $24,354 $24,963 $25,587 $26,227 $26,882 $27,554 $28,243 $28,949 $29,673 $30,415 $31,175 $31,954 $32,753 $33,572

SV10 $23,492 $24,079 $24,681 $25,298 $25,930 $26,579 $27,243 $27,925 $28,623 $29,339 $30,071 $30,824 $31,595 $32,384 $33,194 $34,024

SI12 $23,770 $24,364 $24,973 $25,597 $26,238 $26,893 $27,565 $28,255 $28,961 $29,685 $30,427 $31,188 $31,968 $32,767 $33,586 $34,426

SI13 $24,973 $25,597 $26,238 $26,893 $27,565 $28,255 $28,961 $29,685 $30,427 $31,188 $31,968 $32,767 $33,586 $34,426 $35,287 $36,169

S517 $25,587 $26,227 $26,882 $27,554 $28,243 $28,949 $29,673 $30,415 $31,175 $31,954 $32,753 $33,572 $34,411 $35,271 $36,154 $37,057

SV13 $27,243 $27,925 $28,623 $29,339 $30,071 $30,824 $31,595 $32,384 $33,194 $34,024 $34,874 $35,746 $36,640 $37,555 $38,494 $39,456

SI15 $27,565 $28,255 $28,961 $29,685 $30,427 $31,188 $31,968 $32,767 $33,586 $34,426 $35,287 $36,169 $37,073 $38,000 $38,950 $39,924

SV15 $30,071 $30,824 $31,595 $32,384 $33,194 $34,024 $34,874 $35,746 $36,640 $37,555 $38,494 $39,456 $40,443 $41,454 $42,490 $43,553

SV16 $31,595 $32,384 $33,194 $34,024 $34,874 $35,746 $36,640 $37,555 $38,494 $39,456 $40,443 $41,454 $42,490 $43,553 $44,642 $45,758

SI18 $31,968 $32,767 $33,586 $34,426 $35,287 $36,169 $37,073 $38,000 $38,950 $39,924 $40,921 $41,945 $42,994 $44,068 $45,170 $46,299

SV17 $33,194 $34,024 $34,874 $35,746 $36,640 $37,555 $38,494 $39,456 $40,443 $41,454 $42,490 $43,553 $44,642 $45,758 $46,902 $48,075

SV18 $34,874 $35,746 $36,640 $37,555 $38,494 $39,456 $40,443 $41,454 $42,490 $43,553 $44,642 $45,758 $46,902 $48,075 $49,276 $50,508

SO22 $35,409 $36,294 $37,201 $38,131 $39,084 $40,062 $41,064 $42,090 $43,142 $44,221 $45,327 $46,459 $47,620 $48,812 $50,031 $51,283

ED31 $36,467 $37,379 $38,313 $39,271 $40,252 $41,258 $42,290 $43,347 $44,432 $45,542 $46,680 $47,848 $49,043 $50,269 $51,526 $52,814



EXHIBIT 3D (Continued)



Grade Step

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S508 $24,354 $24,963 $25,587 $26,227 $26,882 $27,554 $28,243 $28,949 $29,673 $30,415 $31,175 $31,954 $32,753 $33,572 $34,411 $34,756

S509 $25,587 $26,227 $26,882 $27,554 $28,243 $28,949 $29,673 $30,415 $31,175 $31,954 $32,753 $33,572 $34,411 $35,271 $36,154 $36,515

S809 $26,140 $26,794 $27,463 $28,150 $28,854 $29,575 $30,314 $31,072 $31,849 $32,645 $33,461 $34,298 $35,155 $36,034 $36,935 $37,305

S510 $26,882 $27,554 $28,243 $28,949 $29,673 $30,415 $31,175 $31,954 $32,753 $33,572 $34,411 $35,271 $36,154 $37,057 $37,983 $38,364

S011 $27,479 $28,167 $28,871 $29,593 $30,333 $31,090 $31,868 $32,665 $33,482 $34,318 $35,176 $36,055 $36,957 $37,881 $38,828 $39,217

SI07 $27,565 $28,255 $28,961 $29,685 $30,427 $31,188 $31,968 $32,767 $33,586 $34,426 $35,287 $36,169 $37,073 $38,000 $38,950 $39,340

S512 $29,673 $30,415 $31,175 $31,954 $32,753 $33,572 $34,411 $35,271 $36,154 $37,057 $37,983 $38,934 $39,906 $40,905 $41,927 $42,346

SV07 $30,071 $30,824 $31,595 $32,384 $33,194 $34,024 $34,874 $35,746 $36,640 $37,555 $38,494 $39,456 $40,443 $41,454 $42,490 $42,916

SI09 $30,427 $31,188 $31,968 $32,767 $33,586 $34,426 $35,287 $36,169 $37,073 $38,000 $38,950 $39,924 $40,921 $41,945 $42,994 $43,423

S513 $31,175 $31,954 $32,753 $33,572 $34,411 $35,271 $36,154 $37,057 $37,983 $38,934 $39,906 $40,905 $41,927 $42,975 $44,049 $44,490

SV08 $31,595 $32,384 $33,194 $34,024 $34,874 $35,746 $36,640 $37,555 $38,494 $39,456 $40,443 $41,454 $42,490 $43,553 $44,642 $45,088

SV09 $33,194 $34,024 $34,874 $35,746 $36,640 $37,555 $38,494 $39,456 $40,443 $41,454 $42,490 $43,553 $44,642 $45,758 $46,902 $47,370

S515 $34,411 $35,271 $36,154 $37,057 $37,983 $38,934 $39,906 $40,905 $41,927 $42,975 $44,049 $45,150 $46,280 $47,436 $48,622 $49,109

SV10 $34,874 $35,746 $36,640 $37,555 $38,494 $39,456 $40,443 $41,454 $42,490 $43,553 $44,642 $45,758 $46,902 $48,075 $49,276 $49,769

SI12 $35,287 $36,169 $37,073 $38,000 $38,950 $39,924 $40,921 $41,945 $42,994 $44,068 $45,170 $46,299 $47,456 $48,642 $49,859 $50,357

SI13 $37,073 $38,000 $38,950 $39,924 $40,921 $41,945 $42,994 $44,068 $45,170 $46,299 $47,456 $48,642 $49,859 $51,105 $52,383 $52,906

S517 $37,983 $38,934 $39,906 $40,905 $41,927 $42,975 $44,049 $45,150 $46,280 $47,436 $48,622 $49,838 $51,084 $52,361 $53,670 $54,206

SV13 $40,443 $41,454 $42,490 $43,553 $44,642 $45,758 $46,902 $48,075 $49,276 $50,508 $51,771 $53,065 $54,392 $55,752 $57,145 $57,717

SI15 $40,921 $41,945 $42,994 $44,068 $45,170 $46,299 $47,456 $48,642 $49,859 $51,105 $52,383 $53,693 $55,035 $56,411 $57,821 $58,399

SV15 $44,642 $45,758 $46,902 $48,075 $49,276 $50,508 $51,771 $53,065 $54,392 $55,752 $57,145 $58,574 $60,038 $61,539 $63,077 $63,708

SV16 $46,902 $48,075 $49,276 $50,508 $51,771 $53,065 $54,392 $55,752 $57,145 $58,574 $60,038 $61,539 $63,077 $64,655 $66,270 $66,934

SI18 $47,456 $48,642 $49,859 $51,105 $52,383 $53,693 $55,035 $56,411 $57,821 $59,267 $60,749 $62,267 $63,824 $65,420 $67,054 $67,725

SV17 $49,276 $50,508 $51,771 $53,065 $54,392 $55,752 $57,145 $58,574 $60,038 $61,539 $63,077 $64,655 $66,270 $67,928 $69,626 $70,322

SV18 $51,771 $53,065 $54,392 $55,752 $57,145 $58,574 $60,038 $61,539 $63,077 $64,655 $66,270 $67,928 $69,626 $71,367 $73,150 $73,882

SO22 $52,565 $53,879 $55,226 $56,607 $58,021 $59,472 $60,959 $62,483 $64,045 $65,646 $67,287 $68,969 $70,693 $72,461 $74,273 $75,015

ED31 $54,134 $55,487 $56,875 $58,297 $59,754 $61,248 $62,779 $64,348 $65,958 $67,607 $69,297 $71,029 $72,805 $74,624 $76,490 $77,255



EXHIBIT 3D (Continued)



Grade Step

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

SV19 $36,640 $37,555 $38,494 $39,456 $40,443 $41,454 $42,490 $43,553 $44,642 $45,758 $46,902 $48,075 $49,276 $50,508 $51,771 $53,065

SV20 $38,494 $39,456 $40,443 $41,454 $42,490 $43,553 $44,642 $45,758 $46,902 $48,075 $49,276 $50,508 $51,771 $53,065 $54,392 $55,752

SV21 $40,443 $41,454 $42,490 $43,553 $44,642 $45,758 $46,902 $48,075 $49,276 $50,508 $51,771 $53,065 $54,392 $55,752 $57,145 $58,574

ED46 $40,974 $41,999 $43,049 $44,126 $45,228 $46,359 $47,518 $48,706 $49,925 $51,172 $52,451 $53,763 $55,107 $56,485 $57,897 $59,344

ED47 $42,113 $43,138 $44,188 $45,265 $46,367 $47,497 $48,657 $49,845 $51,063 $52,311 $53,590 $54,902 $56,246 $57,623 $59,036 $60,483

SV22 $42,490 $43,553 $44,642 $45,758 $46,902 $48,075 $49,276 $50,508 $51,771 $53,065 $54,392 $55,752 $57,145 $58,574 $60,038 $61,539

SV23 $44,642 $45,758 $46,902 $48,075 $49,276 $50,508 $51,771 $53,065 $54,392 $55,752 $57,145 $58,574 $60,038 $61,539 $63,077 $64,655

SI25 $45,170 $46,299 $47,456 $48,642 $49,859 $51,105 $52,383 $53,693 $55,035 $56,411 $57,821 $59,267 $60,749 $62,267 $63,824 $65,420

SV24 $46,902 $48,075 $49,276 $50,508 $51,771 $53,065 $54,392 $55,752 $57,145 $58,574 $60,038 $61,539 $63,077 $64,655 $66,270 $67,928

SV25 $49,276 $50,508 $51,771 $53,065 $54,392 $55,752 $57,145 $58,574 $60,038 $61,539 $63,077 $64,655 $66,270 $67,928 $69,626 $71,367

SV27 $54,392 $55,752 $57,145 $58,574 $60,038 $61,539 $63,077 $64,655 $66,270 $67,928 $69,626 $71,367 $73,150 $74,980 $76,853 $78,775

SV30 $63,077 $64,655 $66,270 $67,928 $69,626 $71,367 $73,150 $74,980 $76,853 $78,775 $80,744 $82,764 $84,832 $86,953 $89,127 $91,355

Grade Step

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

SV19 $54,392 $55,752 $57,145 $58,574 $60,038 $61,539 $63,077 $64,655 $66,270 $67,928 $69,626 $71,367 $73,150 $74,980 $76,853 $77,622

SV20 $57,145 $58,574 $60,038 $61,539 $63,077 $64,655 $66,270 $67,928 $69,626 $71,367 $73,150 $74,980 $76,853 $78,775 $80,744 $81,552

SV21 $60,038 $61,539 $63,077 $64,655 $66,270 $67,928 $69,626 $71,367 $73,150 $74,980 $76,853 $78,775 $80,744 $82,764 $84,832 $85,681

ED46 $60,828 $62,349 $63,907 $65,504 $67,142 $68,821 $70,542 $72,305 $74,112 $75,965 $77,864 $79,810 $81,806 $83,850 $85,947 $86,807

ED47 $61,966 $63,487 $65,045 $66,642 $68,280 $69,959 $71,680 $73,443 $75,250 $77,104 $79,003 $80,948 $82,945 $84,989 $87,086 $87,946

SV22 $63,077 $64,655 $66,270 $67,928 $69,626 $71,367 $73,150 $74,980 $76,853 $78,775 $80,744 $82,764 $84,832 $86,953 $89,127 $90,019

SV23 $66,270 $67,928 $69,626 $71,367 $73,150 $74,980 $76,853 $78,775 $80,744 $82,764 $84,832 $86,953 $89,127 $91,355 $93,639 $94,576

SI25 $67,054 $68,731 $70,449 $72,210 $74,016 $75,866 $77,763 $79,707 $81,700 $83,743 $85,836 $87,982 $90,182 $92,436 $94,747 $95,694

SV24 $69,626 $71,367 $73,150 $74,980 $76,853 $78,775 $80,744 $82,764 $84,832 $86,953 $89,127 $91,355 $93,639 $95,980 $98,380 $99,364

SV25 $73,150 $74,980 $76,853 $78,775 $80,744 $82,764 $84,832 $86,953 $89,127 $91,355 $93,639 $95,980 $98,380 $100,838 $103,360 $104,393

SV27 $80,744 $82,764 $84,832 $86,953 $89,127 $91,355 $93,639 $95,980 $98,380 $100,838 $103,360 $105,944 $108,593 $111,307 $114,090 $115,231

SV30 $93,639 $95,980 $98,380 $100,838 $103,360 $105,944 $108,593 $111,307 $114,090 $116,942 $119,866 $122,863 $125,934 $129,082 $132,309 $133,632



EXHIBIT 3E


FOR SPECIALTY EMPLOYEES

Grade Step

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

SP01 $48,953 $50,153 $51,382 $52,641 $53,929 $55,252 $56,605 $57,992 $59,412 $60,868 $62,360 $63,887 $65,452 $67,056 $68,699 $70,382

SP05 $53,442 $54,643 $55,872 $57,130 $58,419 $59,741 $61,094 $62,482 $63,902 $65,357 $66,849 $68,377 $69,942 $71,545 $73,188 $74,871

SP09 $54,243 $55,443 $56,672 $57,931 $59,219 $60,542 $61,895 $63,282 $64,702 $66,158 $67,650 $69,177 $70,742 $72,346 $73,989 $75,672

SP11 $54,927 $56,127 $57,356 $58,615 $59,903 $61,225 $62,578 $63,966 $65,386 $66,841 $68,334 $69,861 $71,426 $73,029 $74,672 $76,355

SP06 $56,259 $57,459 $58,688 $59,947 $61,236 $62,558 $63,911 $65,299 $66,718 $68,174 $69,666 $71,193 $72,759 $74,362 $76,005 $77,688

SP08 $56,659 $57,859 $59,088 $60,347 $61,635 $62,958 $64,311 $65,698 $67,118 $68,574 $70,066 $71,593 $73,158 $74,761 $76,405 $78,088

Grade Step

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

SP01 $72,107 $73,873 $75,683 $77,536 $79,436 $81,383 $83,377 $85,419 $87,512 $89,657 $91,853 $94,102 $96,408 $98,771 $101,190 $102,203

SP05 $76,596 $78,362 $80,172 $82,026 $83,926 $85,872 $87,866 $89,909 $92,002 $94,146 $96,343 $98,592 $100,898 $103,261 $105,680 $106,692

SP09 $77,397 $79,163 $80,973 $82,826 $84,727 $86,673 $88,667 $90,709 $92,802 $94,947 $97,143 $99,392 $101,698 $104,061 $106,480 $107,493

SP11 $78,080 $79,846 $81,657 $83,510 $85,410 $87,357 $89,350 $91,393 $93,486 $95,630 $97,827 $100,076 $102,382 $104,745 $107,164 $108,176

SP06 $79,413 $81,179 $82,989 $84,842 $86,743 $88,689 $90,683 $92,726 $94,819 $96,963 $99,160 $101,408 $103,715 $106,077 $108,496 $109,509

SP08 $79,813 $81,579 $83,389 $85,242 $87,142 $89,089 $91,083 $93,125 $95,218 $97,363 $99,559 $101,808 $104,114 $106,477 $108,896 $109,909



EXHIBIT 3F


FOR TEACHING AND LEARNING FACILITATORS

Grade Step

0 1 2 3 4 5 6 7 8 9 10 11

TL00 $69,396 $71,131 $72,909 $74,732 $76,600 $78,515 $80,478 $82,490 $84,552 $86,666 $88,833 $91,054

TL11 $75,369 $77,105 $78,883 $80,705 $82,574 $84,489 $86,452 $88,464 $90,526 $92,640 $94,806 $97,028

Grade Step

12 13 14 15 16 17 18 19 20 21 22

TL00 $93,330 $95,663 $98,055 $100,506 $101,512 $102,527 $103,552 $104,587 $105,632 $106,689 $107,756

TL11 $99,304 $101,637 $104,028 $106,480 $107,486 $108,500 $109,525 $110,561 $111,606 $112,663 $113,730

Grade Step

23 24 25 26 27 28 29 30

TL00 $108,833 $109,922 $111,021 $112,131 $113,252 $114,385 $115,529 $116,684

TL11 $114,807 $115,896 $116,995 $118,105 $119,226 $120,359 $121,502 $122,658



Exhibits 3G through 3L display the Division’s six salary schedulessummarized for ease of comparison. The exhibits provide each pay grade on the schedule, the value of each pay range at minimum, midpoint and maximum, the range spread for each pay range, the number of filled unique classification titles by pay range, and the number of employees per pay range.

EXHIBIT 3G

SUMMARIZED PAY GRADES


Grade Minimum Midpoint Maximum Range

Spread

Midpoint

Progression

# of Filled

Position Titles Employees

AD80 $59,282.00 $72,999.50 $86,717.00 46.3% - 4 4

AD81 $62,599.00 $77,083.50 $91,568.00 46.3% 5.6% 2 2

AD65 $66,091.00 $81,383.50 $96,676.00 46.3% 5.6% 3 3

AD82 $66,091.00 $81,383.50 $96,676.00 46.3% 0.0% 2 2

AD32 $68,616.00 $84,492.50 $100,369.00 46.3% 3.8% 7 7

AD83 $69,396.00 $85,453.50 $101,511.00 46.3% 1.1% 3 3

AD66 $72,065.00 $87,357.50 $102,650.00 42.4% 2.2% 1 1

AD35 $74,328.00 $91,526.50 $108,725.00 46.3% 4.8% 17 17

AD70 $77,366.00 $95,267.50 $113,169.00 46.3% 4.1% 1 1

AD30 $78,418.00 $96,563.00 $114,708.00 46.3% 1.4% 6 6

AD36 $80,302.00 $97,500.50 $114,699.00 42.8% 1.0% 1 1

AD45 $82,388.00 $101,452.00 $120,516.00 46.3% 4.1% 10 10

AD72 $82,388.00 $101,452.00 $120,516.00 46.3% 0.0% 2 2

AD31 $84,391.00 $102,536.00 $120,681.00 43.0% 1.1% 2 2

AD25 $86,521.00 $106,541.00 $126,561.00 46.3% 3.9% 18 18

AD46 $88,362.00 $107,426.00 $126,490.00 43.1% 0.8% 3 3

AD20 $87,959.00 $108,312.50 $128,666.00 46.3% 0.8% 17 17

AD73 $88,550.00 $109,039.00 $129,528.00 46.3% 0.7% 1 1

AD26 $92,495.00 $112,515.00 $132,535.00 43.3% 3.2% 2 2

AD60 $92,001.00 $113,289.00 $134,577.00 46.3% 0.7% 2 2

AD15 $94,328.00 $116,154.50 $137,981.00 46.3% 2.5% 7 7

AD50 $97,345.00 $119,869.50 $142,394.00 46.3% 3.2% 3 3

AD16 $100,301.00 $122,128.00 $143,955.00 43.5% 1.9% 2 2

AD51 $103,319.00 $125,843.50 $148,368.00 43.6% 3.0% 3 3

AD10 $102,619.00 $126,364.00 $150,109.00 46.3% 0.4% 4 4

AD11 $108,593.00 $132,338.00 $156,083.00 43.7% 4.7% 1 1

AD06 $111,045.00 $135,053.50 $159,062.00 43.2% 2.1% 3 3

AD02 $114,310.00 $139,073.50 $163,837.00 43.3% 3.0% 1 1

AD01 $118,830.00 $144,640.00 $170,450.00 43.4% 4.0% 1 1

OVERALL 45.1% 2.5% 129 129



EXHIBIT 3H


FOR EDUCATIONAL INTERPRETERS


Spread

Midpoint

Progression

# of Filled


ED31 $36,467.00 $56,861.00 $77,255.00 111.8% - 1 1

ED46 $40,974.00 $63,890.50 $86,807.00 111.9% 12.4% 1 1

ED47 $42,113.00 $65,029.50 $87,946.00 108.8% 1.8% 1 1

OVERALL 110.8% 7.1% 3 3

EXHIBIT 3I


FOR SCHOOL NUTRITION EMPLOYEES


Spread

Midpoint

Progression

# of Filled


CW11 $11,737.00 $15,391.50 $19,046.00 62.3% - 173 173

NA02 $15,525.00 $24,207.00 $32,889.00 111.8% 57.3% 4 4

NA03 $16,719.00 $26,069.50 $35,420.00 111.9% 7.7% 9 9

NA04 $17,914.00 $27,931.50 $37,949.00 111.8% 7.1% 2 2

NA01 $18,820.00 $29,345.50 $39,871.00 111.9% 5.1% 7 7

NA00 $19,772.00 $30,830.50 $41,889.00 111.9% 5.1% 5 5

NM02 $24,091.00 $37,564.00 $51,037.00 111.9% 21.8% 17 17

NM01 $25,309.00 $39,464.50 $53,620.00 111.9% 5.1% 7 7

NM00 $26,592.00 $41,463.00 $56,334.00 111.8% 5.1% 6 6

OVERALL 106.3% 14.3% 230 230



EXHIBIT 3J




Spread

Midpoint

Progression

# of Filled


S508 $16,405.00 $25,580.50 $34,756.00 111.9% - 11 11

S509 $17,235.00 $26,875.00 $36,515.00 111.9% 5.1% 53 53

S809 $17,608.00 $27,456.50 $37,305.00 111.9% 2.2% 29 29

S510 $18,109.00 $28,236.50 $38,364.00 111.9% 2.8% 8 8

S011 $18,510.00 $28,863.50 $39,217.00 111.9% 2.2% 1 1

SI07 $18,569.00 $28,954.50 $39,340.00 111.9% 0.3% 2 2

S512 $19,989.00 $31,167.50 $42,346.00 111.8% 7.6% 14 14

SV07 $20,257.00 $31,586.50 $42,916.00 111.9% 1.3% 1 1

SI09 $20,497.00 $31,960.00 $43,423.00 111.9% 1.2% 1 1

S513 $21,000.00 $32,745.00 $44,490.00 111.9% 2.5% 10 10

SV08 $21,283.00 $33,185.50 $45,088.00 111.8% 1.3% 1 1

SV09 $22,360.00 $34,865.00 $47,370.00 111.9% 5.1% 8 8

S515 $23,180.00 $36,144.50 $49,109.00 111.9% 3.7% 1 1

SV10 $23,492.00 $36,630.50 $49,769.00 111.9% 1.3% 1 1

SI12 $23,770.00 $37,063.50 $50,357.00 111.9% 1.2% 1 1

SI13 $24,973.00 $38,939.50 $52,906.00 111.9% 5.1% 33 33

S517 $25,587.00 $39,896.50 $54,206.00 111.8% 2.5% 2 2

SV13 $27,243.00 $42,480.00 $57,717.00 111.9% 6.5% 37 37

SI15 $27,565.00 $42,982.00 $58,399.00 111.9% 1.2% 1 1

SV15 $30,071.00 $46,889.50 $63,708.00 111.9% 9.1% 54 54

SV16 $31,595.00 $49,264.50 $66,934.00 111.8% 5.1% 1 1

SI18 $31,968.00 $49,846.50 $67,725.00 111.9% 1.2% 1 1

SV17 $33,194.00 $51,758.00 $70,322.00 111.9% 3.8% 25 25

SV18 $34,874.00 $54,378.00 $73,882.00 111.9% 5.1% 9 9

SO22 $35,409.00 $55,212.00 $75,015.00 111.9% 1.5% 1 1

SV19 $36,640.00 $57,131.00 $77,622.00 111.9% 3.5% 1 1

SV20 $38,494.00 $60,023.00 $81,552.00 111.9% 5.1% 7 7

SV21 $40,443.00 $63,062.00 $85,681.00 111.9% 5.1% 4 4

SV22 $42,490.00 $66,254.50 $90,019.00 111.9% 5.1% 5 5

SV23 $44,642.00 $69,609.00 $94,576.00 111.9% 5.1% 3 3

SI25 $45,170.00 $70,432.00 $95,694.00 111.9% 1.2% 2 2

SV24 $46,902.00 $73,133.00 $99,364.00 111.9% 3.8% 1 1

SV25 $49,276.00 $76,834.50 $104,393.00 111.9% 5.1% 2 2

SV27 $54,392.00 $84,811.50 $115,231.00 111.9% 10.4% 3 3

SV30 $63,077.00 $98,354.50 $133,632.00 111.9% 16.0% 1 1

OVERALL 111.9% 4.1% 335 335



EXHIBIT 3K


FOR SPECIALTY EMPLOYEES


Spread

Midpoint

Progression

# of Filled


SP01 $48,953.00 $75,578.00 $102,203.00 108.8% - 3 3

SP05 $53,442.00 $80,067.00 $106,692.00 99.6% 5.9% 12 12

SP09 $54,243.00 $80,868.00 $107,493.00 98.2% 1.0% 1 1

SP11 $54,927.00 $81,551.50 $108,176.00 96.9% 0.8% 3 3

SP06 $56,259.00 $82,884.00 $109,509.00 94.7% 1.6% 21 21

SP08 $56,659.00 $83,284.00 $109,909.00 94.0% 0.5% 1 1

OVERALL 98.7% 2.0% 41 41

EXHIBIT 3L


FOR TEACHING AND LEARNING FACILITATORS


Spread

Midpoint

Progression

# of Filled


TL00 $69,396.00 $93,040.00 $116,684.00 68.1% - 10 10

TL11 $75,369.00 $99,013.50 $122,658.00 62.7% 6.4% 1 1

OVERALL 65.4% 6.4% 11 11



Comparing the summary data in Exhibits 3G through 3L to best practices, a few strengths and weaknesses can be identified in the Division’s salary schedules. Based on the analysis of the salary schedules, the following observations can be made:

Range Spreadgenerally set between 50 to 70 percent for best practicevaries significantly from schedule to schedule in SCPS:

‒ 42.4 to 46.3 percent, with an average of 45.1 percent in the Administrative salary schedule;

‒ 108.8 to 111.9 percent, with an average of 110.8 percent in the Educational Interpreter salary schedule;

‒ a consistent 111.9 percentwith one exceptionin the School Nutrition salary schedule

‒ a consistent 111.9 percent in the Service salary schedule;

‒ 94.0 to 108.8 percent, with an average of 98.7 percent in the Specialty salary schedule; and

‒ 62.7 to 68.1 percent, with an average of 65.4 percent in the Teaching and Learning Facilitators salary schedule.

Midpoint Progression - Generally set between 3 to 5 percent for best practice, midpoint progressions are very inconsistent in each of the six salary schedules and vary greatly from 0.2 to 57.3 percent.



Exhibit 3M displays all classification titles in the current study. As can be seen, there are a

total of 105 unique classification titles.

EXHIBIT 3M

MASTER CLASSIFICATION LIST

Classification Title Classification Title

Accountability Specialist Chief Academic Officer

Accounting Specialist Chief Financial Officer

Accounts Payable Manager Clerk of the Board

Administrative Assistant 1 - Clerical (11 Months) Communication Analyst

Administrative Assistant 1 - Clerical (12 Months) Community Engagement Manager

Administrative Assistant 2 - Accounting Computer Route Coordinator

Administrative Assistant 2 - Clerical (12 Months) Coordinator of Driver Training and Safety

Administrative Assistant 2 - Clerical (185 Days) Digital Communication Development Manager

Administrative Assistant 2 - Clerical (189 Days) Director of Communication

Administrative Assistant 3 - Accounting Director of Head Start

Administrative Assistant 3 - Clerical (11 Months) Director of Maintenance

Administrative Assistant 3 - Clerical (12 Months) Director of Payroll and Benefits

Administrative Assistant 4 - Accounting Director of Safety and Security

Administrative Assistant 4 - Clerical (11 Months) Director of School Nutrition

Administrative Assistant 4 - Clerical (12 Months) Dispatch Coordinator

Administrative Assistant 4 - Clerical (185 Days) Dispatcher

Administrative Assistant 5 - Accounting Educational Interpreter

Administrative Assistant 5 - Clerical (12 Months) Executive Director

Administrative Assistant 6 - Clerical (12 Months) Facilities and Demographics Planning

Administrative Specialist Facilities Assessment Engineer

Alternative Education Administrator Finance Specialist

Assistant Nutrition Manager - Elementary School Grants Specialist

Assistant Nutrition Manager - High School Head Start Job Coach (12 Months)

Assistant Nutrition Manager - Middle School Human Resource Analyst

Assistant Principal - Elementary School Human Resource Assistant

Assistant Principal - High School Human Resource Generalist

Assistant Principal - Middle School (10 Months) Infant - Toddler Specialist (240 Days)

Assistant Principal - Middle School (12 Months) Job Coach

Assistant Superintendent LOD (Learning and Organizational Development)

Assistant to Superintendent McKinney-Vento Liaison/Case Manager

Associate Superintendent Nutrition Field Services Manager

Behavior Support Assistant Nutrition Manager - Elementary School

Behind the Wheel Instructor Nutrition Manager - High School

Benefits Analyst Nutrition Manager - Middle School

Budget Specialist Nutrition Services Coordinator

Career and Technical Education Support Specialist Nutrition Technology Services



EXHIBIT 3M (Continued)

MASTER CLASSIFICATION LIST

Classification Title Classification Title

Nutrition Worker Supervisor of Accounting

Occupational/Physical/Speech Therapist Supervisor of Benefits

Payroll Specialist Supervisor of Budgets

Principal - Elementary School Supervisor of Fleet Services

Principal - High School Supervisor of Human Resources

Principal - Middle School Supervisor of Maintenance

Procurement Service - Mail Specialist Supervisor of Network Services

Purchasing Manager Supervisor of Nutrition Services

Safety and Workers Compensation Manager Supervisor of Payroll

Safety Security Risk Management Technician Supervisor of Planning and Construction

Security Staff (185 Days) Supervisor of Planning and GIS

Security Staff (220 Days) Supervisor of Student Services

Senior Benefits Analyst Supervisor of Technology

Senior Human Resource Analyst Supervisor of Transportation

Senior Human Resources - Licensure Specialist Teaching/Learning Facilitator

Special Trip Coordinator Vision/Hearing Assistant

Supervisor of Accountability -

3.2 GRADE PLACEMENT ANALYSIS

When assessing the effectiveness of a salary schedule and associated policies, it is helpful to

analyze where employee salaries stand in comparison to their classification’s pay grade

range. In general, placement of an employee at a classification’s grade minimum would

generally indicate a newer employee or an employee that was recently promoted into a

classification who has not had the opportunity or experience needed to progress through the

grade. In contrast, an employee at or near the maximum of their grade is generally an

employee with longer tenure who has had the opportunity or experience necessary to progress

towards the top of the pay grade.

Exhibits 3N through 3S display the percentage of employees compensated at the pay grade

minimum and pay grade maximum thresholds of their respective salary schedule. Employees

not included on these charts are compensated somewhere between the upper and lower

thresholds. The percentages presented are based on the total number of employees in that

grade.

Exhibit 3N displays the Administrative salary schedule. As can be seen, 19 employees (14.7

percent) are compensated at their pay grade’s minimum and eight (6.2 percent) are

compensated at their pay grade’s maximum.



EXHIBIT 3N

EMPLOYEES AT MINIMUM AND MAXIMUM BY PAY GRADE

ADMINISTRATIVE EMPLOYEES

Grade Employees # at Min % at Min # at Max % at Max

AD80 4 2 50.0% 0 0.0%

AD81 2 0 0.0% 1 50.0%

AD65 3 0 0.0% 0 0.0%

AD82 2 0 0.0% 0 0.0%

AD32 7 3 42.9% 0 0.0%

AD83 3 0 0.0% 0 0.0%

AD66 1 1 100.0% 0 0.0%

AD35 17 6 35.3% 2 11.8%

AD70 1 0 0.0% 0 0.0%

AD30 6 2 33.3% 1 16.7%

AD36 1 0 0.0% 0 0.0%

AD45 10 2 20.0% 0 0.0%

AD72 2 0 0.0% 0 0.0%

AD31 2 1 50.0% 0 0.0%

AD25 18 1 5.6% 1 5.6%

AD46 3 0 0.0% 0 0.0%

AD20 17 0 0.0% 0 0.0%

AD73 1 0 0.0% 0 0.0%

AD26 2 0 0.0% 1 50.0%

AD60 2 1 50.0% 0 0.0%

AD15 7 0 0.0% 0 0.0%

AD50 3 0 0.0% 0 0.0%

AD16 2 0 0.0% 0 0.0%

AD51 3 0 0.0% 2 66.7%

AD10 4 0 0.0% 0 0.0%

AD11 1 0 0.0% 0 0.0%

AD06 3 0 0.0% 0 0.0%

Total 129 19 14.7% 8 6.2%

Exhibit 3O displays the Educational Interpreter salary schedule. As can be seen, there are no

employees that are compensated at their pay grade’s minimum or their pay grade’s maximum.



EXHIBIT 3O


EDUCATIONAL INTERPRETERS


ED31 1 0 0.0% 0 0.0%

ED46 1 0 0.0% 0 0.0%

ED47 1 0 0.0% 0 0.0%

Total 3 0 0.0% 0 0.0%

Exhibit 3P displays the School Nutrition salary schedule. As can be seen, 55 employees (23.9

percent) are compensated at their pay grade’s minimum and none are compensated at their

pay grade’s maximum.

EXHIBIT 3P


SCHOOL NUTRITION EMPLOYEES


CW11 173 45 26.0% 0 0.0%

NA02 4 2 50.0% 0 0.0%

NA03 9 1 11.1% 0 0.0%

NA04 2 1 50.0% 0 0.0%

NA01 7 1 14.3% 0 0.0%

NA00 5 1 20.0% 0 0.0%

NM02 17 2 11.8% 0 0.0%

NM01 7 1 14.3% 0 0.0%

NM00 6 1 16.7% 0 0.0%

Total 230 55 23.9% 0 0.0%

Exhibit 3Q displays the Service salary schedule. As can be seen, 106 employees (31.6





EXHIBIT 3Q


SERVICE EMPLOYEES


S508 11 4 36.4% 0 0.0%

S509 53 22 41.5% 0 0.0%

S809 29 10 34.5% 0 0.0%

S510 8 7 87.5% 0 0.0%

S011 1 0 0.0% 0 0.0%

SI07 2 1 50.0% 0 0.0%

S512 14 6 42.9% 0 0.0%

SV07 1 0 0.0% 0 0.0%

SI09 1 1 100.0% 0 0.0%

S513 10 4 40.0% 0 0.0%

SV08 1 1 100.0% 0 0.0%

SV09 8 2 25.0% 0 0.0%

S515 1 1 100.0% 0 0.0%

SV10 1 0 0.0% 0 0.0%

SI12 1 0 0.0% 0 0.0%

SI13 33 7 21.2% 0 0.0%

S517 2 0 0.0% 0 0.0%

SV13 37 15 40.5% 0 0.0%

SI15 1 0 0.0% 0 0.0%

SV15 54 11 20.4% 0 0.0%

SV16 1 0 0.0% 0 0.0%

SI18 1 1 100.0% 0 0.0%

SV17 25 3 12.0% 0 0.0%

SV18 9 0 0.0% 0 0.0%

SO22 1 0 0.0% 0 0.0%

SV19 1 1 100.0% 0 0.0%

SV20 7 3 42.9% 0 0.0%

SV21 4 1 25.0% 0 0.0%

SV22 5 0 0.0% 0 0.0%

SV23 3 2 66.7% 0 0.0%

SI25 2 0 0.0% 0 0.0%

SV24 1 1 100.0% 0 0.0%

SV25 2 1 50.0% 0 0.0%

SV27 3 1 33.3% 0 0.0%

SV30 1 0 0.0% 0 0.0%

Total 335 106 31.6% 0 0.0%



Exhibit 3R displays the Specialty salary schedule. As can be seen, three employees (7.3



EXHIBIT 3R


SPECIALTY EMPLOYEES


SP01 3 0 0.0% 0 0.0%

SP05 12 3 25.0% 0 0.0%

SP09 1 0 0.0% 0 0.0%

SP11 3 0 0.0% 0 0.0%

SP06 21 0 0.0% 0 0.0%

SP08 1 0 0.0% 0 0.0%

Total 41 3 7.3% 0 0.0%

Exhibit 3S displays the Teaching and Learning Facilitators salary schedule. As can be seen,

no employees are compensated at their pay grade’s minimum and or their pay grade’s

maximum.

EXHIBIT 3S


TEACHING AND LEARNING FACILITATORS


TL00 10 0 0.0% 0 0.0%

TL11 1 0 0.0% 0 0.0%

Total 11 0 0.0% 0 0.0%

Overall, these numbers do not indicate compression or range issues as it is fairly common to

have some number of employees compensated at the upper or lower limits of their grade.



In addition to assessing the number of employees at minimum and maximum, an analysis

was conducted to determine the number of employees below and above pay range midpoint.

Exhibits 3T through 3Y display the results of this analysis.

Exhibit 3T displays the Administrative salary schedule. As can be seen, a total of 90 employees

(69.8 percent) are compensated below their pay range midpoint and 39 (30.2 percent) are

compensated above the midpoint of their pay range.

EXHIBIT 3T

EMPLOYEES BELOW AND ABOVE MIDPOINT BY PAY GRADE


Grade Employees # < Mid % < Mid # > Mid % > Mid

AD80 4 2 50.0% 2 50.0%

AD81 2 0 0.0% 2 100.0%

AD65 3 3 100.0% 0 0.0%

AD82 2 1 50.0% 1 50.0%

AD32 7 7 100.0% 0 0.0%

AD83 3 0 0.0% 3 100.0%

AD66 1 1 100.0% 0 0.0%

AD35 17 14 82.4% 3 17.6%

AD70 1 0 0.0% 1 100.0%

AD30 6 5 83.3% 1 16.7%

AD36 1 1 100.0% 0 0.0%

AD45 10 7 70.0% 3 30.0%

AD72 2 2 100.0% 0 0.0%

AD31 2 2 100.0% 0 0.0%

AD25 18 15 83.3% 3 16.7%

AD46 3 1 33.3% 2 66.7%

AD20 17 15 88.2% 2 11.8%

AD73 1 0 0.0% 1 100.0%

AD26 2 1 50.0% 1 50.0%

AD60 2 1 50.0% 1 50.0%

AD15 7 5 71.4% 2 28.6%

AD50 3 2 66.7% 1 33.3%

AD16 2 1 50.0% 1 50.0%

AD51 3 0 0.0% 3 100.0%

AD10 4 3 75.0% 1 25.0%

AD11 1 0 0.0% 1 100.0%

AD06 3 1 33.3% 2 66.7%

AD02 1 0 0.0% 1 100.0%

AD01 1 0 0.0% 1 100.0%

Total 129 90 69.8% 39 30.2%



Exhibit 3U displays the Educational Interpreters salary schedule. As can be seen, one

employee (33.3 percent) is compensated below their pay range midpoint and two (66.7

percent) are compensated above the midpoint of their pay range.

EXHIBIT 3U




ED31 1 0 0.0% 1 100.0%

ED46 1 0 0.0% 1 100.0%

ED47 1 1 100.0% 0 0.0%

Total 3 1 33.3% 2 66.7%

Exhibit 3V displays the School Nutrition salary schedule. As can be seen, 200 employees (87.0

percent) are compensated below their pay range midpoint and 30 (13.0 percent) are


EXHIBIT 3V




CW11 173 148 85.5% 25 14.5%

NA02 4 4 100.0% 0 0.0%

NA03 9 9 100.0% 0 0.0%

NA04 2 1 50.0% 1 50.0%

NA01 7 7 100.0% 0 0.0%

NA00 5 5 100.0% 0 0.0%

NM02 17 13 76.5% 4 23.5%

NM01 7 7 100.0% 0 0.0%

NM00 6 6 100.0% 0 0.0%

Total 230 200 87.0% 30 13.0%

Exhibit 3W displays the Service salary schedule. As can be seen, 316 employees (94.3

percent) are compensated below their pay range midpoint and 17 (5.1 percent) are




EXHIBIT 3W


SERVICE EMPLOYEES


S508 11 9 81.8% 2 18.2%

S509 53 52 98.1% 1 1.9%

S809 29 27 93.1% 1 3.4%

S510 8 7 87.5% 0 0.0%

S011 1 0 0.0% 1 100.0%

SI07 2 1 50.0% 1 50.0%

S512 14 14 100.0% 0 0.0%

SV07 1 1 100.0% 0 0.0%

SI09 1 1 100.0% 0 0.0%

S513 10 10 100.0% 0 0.0%

SV08 1 1 100.0% 0 0.0%

SV09 8 8 100.0% 0 0.0%

S515 1 1 100.0% 0 0.0%

SV10 1 1 100.0% 0 0.0%

SI12 1 1 100.0% 0 0.0%

SI13 33 33 100.0% 0 0.0%

S517 2 2 100.0% 0 0.0%

SV13 37 36 97.3% 1 2.7%

SI15 1 1 100.0% 0 0.0%

SV15 54 51 94.4% 3 5.6%

SV16 1 1 100.0% 0 0.0%

SI18 1 1 100.0% 0 0.0%

SV17 25 21 84.0% 4 16.0%

SV18 9 7 77.8% 2 22.2%

SO22 1 1 100.0% 0 0.0%

SV19 1 1 100.0% 0 0.0%

SV20 7 6 85.7% 1 14.3%

SV21 4 4 100.0% 0 0.0%

SV22 5 5 100.0% 0 0.0%

SV23 3 3 100.0% 0 0.0%

SI25 2 2 100.0% 0 0.0%

SV24 1 1 100.0% 0 0.0%

SV25 2 2 100.0% 0 0.0%

SV27 3 3 100.0% 0 0.0%

SV30 1 1 100.0% 0 0.0%

Total 335 316 94.3% 17 5.1%



Exhibit 3X displays the Specialty salary schedule. As can be seen, 32 employees (78.0

percent) are compensated below their pay range midpoint and nine (22.0 percent) are


EXHIBIT 3X


SPECIALTY EMPLOYEES


SP01 3 2 66.7% 1 33.3%

SP05 12 10 83.3% 2 16.7%

SP09 1 0 0.0% 1 100.0%

SP11 3 3 100.0% 0 0.0%

SP06 21 17 81.0% 4 19.0%

SP08 1 0 0.0% 1 100.0%

Total 41 32 78.0% 9 22.0%

Exhibit 3Y displays the Teaching and Learning Facilitators salary schedule. As can be seen,

seven employees (80.0 percent) are compensated below their pay range midpoint and four

(20.0 percent) are compensated above the midpoint of their pay range.

EXHIBIT 3Y




TL00 10 6 60.0% 4 40.0%

TL11 1 1 100.0% 0 0.0%

Total 11 7 80.0% 4 20.0%

3.3 QUARTILE ANALYSIS

In a quartile analysis, each pay grade possessing at least one full-time employee is divided

into four equal segments or quartiles, and employees are assigned a quartile based on which

step they fall on. This analysis is used to reveal areas of compression within a compensation

system when paired with tenure data. Generally, the ideal outcome is for the analysis to show

a strong correlation between tenure and quartile, where higher tenure would be experienced

in higher quartiles. Generally, this analysis is run using classification date tenure versus

overall organizational tenure.

Exhibits 3Z through 3AE show the number of employees that are in each quartile of each

range within each salary schedule, as well as the average overall salary schedule tenure (i.e.

how long an employee has been at SCPS) by quartile.



Exhibit 3Z shows that 29.9 percent of Administrative employees fall into Quartile 1 of their

respective range; 23.1 percent fall into Quartile 2; 23.4 percent fall into Quartile 3; and 23.6

percent fall into Quartile 4. Overall average tenure consistently decreases through the

quartiles: average tenure in Quartile 1 is 3.2 years, 2.8 years in Quartile 2, 1.6 years in Quartile

3, and 1.3 years in Quartile 4.

Exhibit 3AA shows that no Educational Interpreters fall into Quartile 1 of their respective range;

33.3 percent fall into Quartile 2; 66.7 percent fall into Quartile 3; and none fall into Quartile

4. Overall average tenure is consistent at 1.0 year in Quartiles 2 and 3.

Exhibit 3AB shows that 65.5 percent of School Nutrition employees fall into Quartile 1 of their


percent fall into Quartile 4. Overall average tenure is inconsistent throughout the quartiles:

average tenure in Quartile 1 is 18.1 years, 5.3 years in Quartile 2, 8.7 years in Quartile 3, and

4.0 years in Quartile 4.

Exhibit 3AC shows that 73.0 percent of Service employees fall into Quartile 1 of their




3, and 1.0 year in Quartile 4.

Exhibit 3AD shows that 41.5 percent of Specialty employees fall into Quartile 1 of their





Exhibit 3AE shows that 20.0 percent of Teaching and Learning Facilitators fall into Quartile 1

of their respective range; 60.0 percent fall into Quartile 2; 15.0 percent fall into Quartile 3;

and 5.0 percent fall into Quartile 4. Overall average tenure is inconsistent throughout the



While there is no best practice for what average tenure should be for each quartile, and other

factors outside of the breadth of this analysis can impact placement (e.g. promotional and

hiring practices), the resulting analysis does indicate that inequities may exist across salary

schedules. Ideally, average tenure increases from one quartile to the next and average tenure

is relatively equal for the same quartile across various pay ranges. That is, employees progress

from one quartile to the next with similar tenure regardless of pay grade. In the case of SCPS,

most salary schedules feature a negative relationship between tenure and salary, while the

rest have an inconsistent relationship.



EXHIBIT 3Z

QUARTILE ANALYSIS - TENURE


Grade Employees Avg.

Tenure

1st Quartile 2nd Quartile 3rd Quartile 4th Quartile

# % Avg.

Tenure # % Avg. Tenure # %

Avg.

Tenure # %

Avg.

Tenure

AD80 4 21 2 50.0% 2.0 0 0.0% N/A 2 50.0% 2.0 0 0.0% N/A

AD81 2 25.8 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A 2 100.0% 2.0

AD65 3 6.3 1 33.3% 1.0 2 66.7% 2.0 0 0.0% N/A 0 0.0% N/A

AD82 2 17.3 0 0.0% N/A 1 50.0% 1.0 1 50.0% 1.0 0 0.0% N/A

AD32 7 7.2 7 100.0% 7.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

AD83 3 8.2 0 0.0% N/A 0 0.0% N/A 2 66.7% 2.0 1 33.3% 1.0

AD66 1 11.1 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

AD35 17 11.5 14 82.4% 14.0 0 0.0% N/A 1 5.9% 1.0 2 11.8% 2.0

AD70 1 20.0 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A

AD30 6 19.0 3 50.0% 3.0 2 33.3% 2.0 0 0.0% N/A 1 16.7% 1.0

AD36 1 10.7 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

AD45 10 10.3 3 30.0% 3.0 4 40.0% 4.0 3 30.0% 3.0 0 0.0% N/A

AD72 2 5.5 1 50.0% 1.0 1 50.0% 1.0 0 0.0% N/A 0 0.0% N/A

AD31 2 7.7 1 50.0% 1.0 1 50.0% 1.0 0 0.0% N/A 0 0.0% N/A

AD25 18 16.3 9 50.0% 9.0 6 33.3% 6.0 2 11.1% 2.0 1 5.6% 1.0

AD46 3 13.9 0 0.0% N/A 1 33.3% 1.0 2 66.7% 2.0 0 0.0% N/A

AD20 17 17.1 3 17.6% 3.0 12 70.6% 12.0 2 11.8% 2.0 0 0.0% N/A

AD73 1 2.2 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0

AD26 2 13.1 0 0.0% N/A 1 50.0% 1.0 0 0.0% N/A 1 50.0% 1.0

AD60 2 20.1 1 50.0% 1.0 0 0.0% N/A 1 50.0% 1.0 0 0.0% N/A

AD15 7 21.3 2 28.6% 2.0 3 42.9% 3.0 2 28.6% 2.0 0 0.0% N/A

AD50 3 10.7 0 0.0% N/A 2 66.7% 2.0 1 33.3% 1.0 0 0.0% N/A

AD16 2 13.1 1 50.0% 1.0 0 0.0% N/A 1 50.0% 1.0 0 0.0% N/A

AD51 3 14.8 0 0.0% N/A 0 0.0% N/A 1 33.3% 1.0 2 66.7% 2.0

AD10 4 15.5 1 25.0% 1.0 2 50.0% 2.0 1 25.0% 1.0 0 0.0% N/A

AD11 1 30.1 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0

AD06 3 11.7 0 0.0% N/A 1 33.3% 1.0 2 66.7% 2.0 0 0.0% N/A

AD02 1 14.4 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0

AD01 1 35.1 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0

Total 129 14.9 51 29.9% 3.2 39 23.1% 2.8 25 23.4% 1.6 14 23.6% 1.3



EXHIBIT 3AA




Tenure


# % Avg. Tenure # % Avg. Tenure # % Avg. Tenure # % Avg. Tenure

ED31 1 14.0 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A

ED46 1 15.1 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A

ED47 1 10.1 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A

Total 3 13.1 0 0.0% N/A 1 33.3% 1.0 2 66.7% 1.0 0 0.0% N/A

EXHIBIT 3AB




Tenure


# % Avg.

Tenure # % Avg. Tenure # % Avg. Tenure # % Avg. Tenure

CW11 173 7.0 127 73.4% 127.0 21 12.1% 21.0 21 12.1% 21.0 4 2.3% 4.0

NA02 4 3.9 4 100.0% 4.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

NA03 9 7.1 8 88.9% 8.0 1 11.1% 1.0 0 0.0% N/A 0 0.0% N/A

NA04 2 13.7 1 50.0% 1.0 0 0.0% N/A 1 50.0% 1.0 0 0.0% N/A

NA01 7 12.3 5 71.4% 5.0 2 28.6% 2.0 0 0.0% N/A 0 0.0% N/A

NA00 5 11.6 3 60.0% 3.0 2 40.0% 2.0 0 0.0% N/A 0 0.0% N/A

NM02 17 16.2 9 52.9% 9.0 4 23.5% 4.0 4 23.5% 4.0 0 0.0% N/A

NM01 7 19.2 3 42.9% 3.0 4 57.1% 4.0 0 0.0% N/A 0 0.0% N/A

NM00 6 16.0 3 50.0% 3.0 3 50.0% 3.0 0 0.0% N/A 0 0.0% N/A

Total 230 11.9 163 65.5% 18.1 37 24.7% 5.3 26 9.5% 8.7 4 0.3% 4.0



EXHIBIT 3AC


SERVICE EMPLOYEES


Tenure


# % Avg.

Tenure # %

Avg.

Tenure # % Avg. Tenure # % Avg. Tenure

S508 11 11.5 6 54.5% 6.0 3 27.3% 3.0 2 18.2% 2.0 0 0.0% N/A

S509 53 7.4 45 84.9% 45.0 7 13.2% 7.0 1 1.9% 1.0 0 0.0% N/A

S809 29 10.4 24 82.8% 24.0 4 13.8% 4.0 1 3.4% 1.0 0 0.0% N/A

S510 8 1.9 8 100.0% 8.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

S011 1 3.0 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A

SI07 2 20.0 1 50.0% 1.0 0 0.0% N/A 0 0.0% N/A 1 50.0% 1.0

S512 14 5.6 14 100.0% 14.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SV07 1 3.2 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SI09 1 3.0 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

S513 10 9.2 9 90.0% 9.0 1 10.0% 1.0 0 0.0% N/A 0 0.0% N/A

SV08 1 1.0 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SV09 8 12.4 6 75.0% 6.0 2 25.0% 2.0 0 0.0% N/A 0 0.0% N/A

S515 1 10.6 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SV10 1 13.0 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SI12 1 11.5 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SI13 33 12.1 26 78.8% 26.0 7 21.2% 7.0 0 0.0% N/A 0 0.0% N/A

S517 2 10.3 2 100.0% 2.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SV13 37 11.0 31 83.8% 31.0 5 13.5% 5.0 1 2.7% 1.0 0 0.0% N/A

SI15 1 14.0 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A

SV15 54 11.8 38 70.4% 38.0 13 24.1% 13.0 2 3.7% 2.0 1 1.9% 1.0

SV16 1 13.7 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SI18 1 2.1 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SV17 25 14.4 15 60.0% 15.0 6 24.0% 6.0 3 12.0% 3.0 1 4.0% 1.0

SV18 9 19.9 2 22.2% 2.0 5 55.6% 5.0 1 11.1% 1.0 1 11.1% 1.0



EXHIBIT 3AC (Continued)


SERVICE EMPLOYEES


Tenure


# % Avg.

Tenure # %

Avg.

Tenure # %

Avg.

Tenure # % Avg. Tenure

SO22 1 17.1 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

ED31 1 14.0 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A

SV19 1 3.0 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SV20 7 10.4 5 71.4% 5.0 1 14.3% 1.0 1 14.3% 1.0 0 0.0% N/A

SV21 4 10.9 3 75.0% 3.0 1 25.0% 1.0 0 0.0% N/A 0 0.0% N/A

ED46 1 15.1 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A

ED47 1 10.1 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A

SV22 5 10.1 3 60.0% 3.0 2 40.0% 2.0 0 0.0% N/A 0 0.0% N/A

SV23 3 5.6 2 66.7% 2.0 1 33.3% 1.0 0 0.0% N/A 0 0.0% N/A

SI25 2 16.9 2 100.0% 2.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SV24 1 0.6 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SV25 2 17.4 1 50.0% 1.0 1 50.0% 1.0 0 0.0% N/A 0 0.0% N/A

SV27 3 11.9 3 100.0% 3.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SV30 1 15.1 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

Total 338 10.3 258 73.0% 7.8 61 15.5% 3.6 15 9.7% 1.4 4 1.8% 1.0



EXHIBIT 3AD


SPECIALTY EMPLOYEES


Tenure


# % Avg.

Tenure # % Avg. Tenure # % Avg. Tenure # % Avg. Tenure

SP01 3 14.3 1 33.3% 1.0 1 33.3% 1.0 1 33.3% 1.0 0 0.0% N/A

SP05 12 10.0 7 58.3% 7.0 3 25.0% 3.0 2 16.7% 2.0 0 0.0% N/A

SP09 1 11.1 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A

SP11 3 5.0 3 100.0% 3.0 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A

SP06 21 11.6 12 57.1% 12.0 5 23.8% 5.0 3 14.3% 3.0 1 4.8% 1.0

SP08 1 27.1 0 0.0% N/A 0 0.0% N/A 0 0.0% N/A 1 100.0% 1.0

Total 41 13.1 23 41.5% 5.8 9 13.7% 3.0 7 27.4% 1.8 2 17.5% 1.0

EXHIBIT 3AE




Tenure


# % Avg. Tenure # % Avg. Tenure # % Avg. Tenure # % Avg. Tenure

TL00 10 6.0 4 40.0% 4.0 2 20.0% 2.0 3 30.0% 3.0 1 10.0% 1.0

TL11 1 1.2 0 0.0% N/A 1 100.0% 1.0 0 0.0% N/A 0 0.0% N/A

Total 11 3.6 4 20.0% 4.0 3 60.0% 1.5 3 15.0% 3.0 1 5.0% 1.0



3.4 COMPRESSION ANALYSIS

Compression can be seen as a threat to internal equity and morale. According to the Society

for Human Resources Management (SHRM), specific examples of actions that may cause pay

compression include the following:

Reorganizations change peer relationships and can create compression if jobs are not

reevaluated.

In some organizations, certain departments or divisions may be relatively liberal with

salary increases, market adjustments, and promotions, while others are not.

Some employers have overlooked human resources policies designed to regulate pay,

paying new hires more than existing employees for similar jobs under the mantra of

“paying what it takes to get the best talent”.

Many organizations have found it easy to hire people who had already done the same

work for another organizationeliminating the need for training rather than hiring

individuals with high potential and developing them for the long term. They have opted

for employees who could “hit the ground running”regardless of their potential.

A common form of pay compression can be defined as the lack of variation in salaries between

employees with significantly different levels of experience and responsibility. An example of

this can be observed when the pay of highly tenured staff and newly hired employees in the

same job are too similar. The following analysis attempts to determine if such compression

can be observed in Stafford County Public Schools.

Exhibits 3AF through 3K show the ratio of subordinate salaries to supervisor salaries by grade

for employees. Employees were grouped into their respective classification levels and actual

salary data were utilized to determine if an employee’s salary was either less than 80 percent,

less than 95 percent, or more than 95 percent of their supervisor’s salary.

Exhibit 3AF shows the ratio of subordinate salaries to supervisor salaries by grade for

employees in the Administrative salary schedule. As shown, 62.8 percent (81) of incumbent

salaries fall below 80 percent of their supervisor’s salary; 24.8 percent (32) fall below 95

percent of their supervisor’s salary; and 7.0 percent (9) fall above 95 percent of their

supervisor’s salary.



EXHIBIT 3AF

EMPLOYEE TO SUPERVISOR SALARY RATIO BY PAY GRADE


Grade < 80% < 95% > 95% Employees

AD80 100.0% 0.0% 0.0% 4

AD81 0.0% 50.0% 50.0% 2

AD65 100.0% 0.0% 0.0% 3

AD82 100.0% 0.0% 0.0% 2

AD32 100.0% 0.0% 0.0% 7

AD83 66.7% 33.3% 0.0% 3

AD66 100.0% 0.0% 0.0% 1

AD35 58.8% 23.5% 17.6% 17

AD70 0.0% 0.0% 0.0% 1

AD30 66.7% 16.7% 16.7% 6

AD36 0.0% 100.0% 0.0% 1

AD45 60.0% 40.0% 0.0% 10

AD72 100.0% 0.0% 0.0% 2

AD31 50.0% 0.0% 50.0% 2

AD25 55.6% 38.9% 5.6% 18

AD46 100.0% 0.0% 0.0% 3

AD20 82.4% 17.6% 0.0% 17

AD73 0.0% 0.0% 0.0% 1

AD26 0.0% 50.0% 50.0% 2

AD60 50.0% 50.0% 0.0% 2

AD15 71.4% 28.6% 0.0% 7

AD50 100.0% 0.0% 0.0% 3

AD16 50.0% 50.0% 0.0% 2

AD51 33.3% 0.0% 0.0% 3

AD10 25.0% 75.0% 0.0% 4

AD11 0.0% 0.0% 100.0% 1

AD06 0.0% 66.7% 0.0% 3

AD02 0.0% 0.0% 0.0% 1

AD01 0.0% 0.0% 0.0% 1

Total 62.8% 24.8% 7.0% 129

Exhibit 3AG shows the ratio of subordinate salaries to supervisor salaries by grade for

employees in the Educational Interpreters salary schedule. As shown, all incumbent salaries

fall below 80 percent of their supervisor’s salary.



EXHIBIT 3AG




ED31 100.0% 0.0% 0.0% 1

ED46 100.0% 0.0% 0.0% 1

ED47 100.0% 0.0% 0.0% 1

Total 100.0% 0.0% 0.0% 3

Exhibit 3AH shows the ratio of subordinate salaries to supervisor salaries by grade for

employees in the School Nutrition salary schedule. As shown, 84.8 percent (206) of

incumbent salaries fall below 80 percent of their supervisor’s salary, 11.2 percent (4) fall

below 95 percent of their supervisor’s salary, and 4.0 percent (20) fall above 95 percent of

their supervisor’s salary.

EXHIBIT 3AH




CW11 89.6% 0.0% 10.4% 173

NA02 100.0% 0.0% 0.0% 4

NA03 77.8% 11.1% 11.1% 9

NA04 50.0% 50.0% 0.0% 2

NA01 85.7% 0.0% 14.3% 7

NA00 60.0% 40.0% 0.0% 5

NM02 100.0% 0.0% 0.0% 17

NM01 100.0% 0.0% 0.0% 7

NM00 100.0% 0.0% 0.0% 6

Total 84.8% 11.2% 4.0% 230

Exhibit 3AI shows the ratio of subordinate salaries to supervisor salaries by grade for

employees in the Service salary schedule. As shown, 96.7 percent (324) of incumbent salaries

fall below 80 percent of their supervisor’s salary, 1.2 percent (4) fall below 95 percent of their

supervisor’s salary, and 1.5 percent (5) fall above 95 percent of their supervisor’s salary.



EXHIBIT 3AI


SERVICE EMPLOYEES


S508 100.0% 0.0% 0.0% 11

S509 100.0% 0.0% 0.0% 53

S809 100.0% 0.0% 0.0% 29

S510 100.0% 0.0% 0.0% 8

S011 100.0% 0.0% 0.0% 1

SI07 100.0% 0.0% 0.0% 2

S512 100.0% 0.0% 0.0% 14

SV07 100.0% 0.0% 0.0% 1

SI09 100.0% 0.0% 0.0% 1

S513 100.0% 0.0% 0.0% 10

SV08 100.0% 0.0% 0.0% 1

SV09 100.0% 0.0% 0.0% 8

S515 100.0% 0.0% 0.0% 1

SV10 100.0% 0.0% 0.0% 1

SI12 100.0% 0.0% 0.0% 1

SI13 100.0% 0.0% 0.0% 33

S517 100.0% 0.0% 0.0% 2

SV13 100.0% 0.0% 0.0% 37

SI15 100.0% 0.0% 0.0% 1

SV15 94.4% 1.9% 3.7% 54

SV16 100.0% 0.0% 0.0% 1

SI18 100.0% 0.0% 0.0% 1

SV17 92.0% 4.0% 4.0% 25

SV18 88.9% 11.1% 0.0% 9

SO22 100.0% 0.0% 0.0% 1

SV19 100.0% 0.0% 0.0% 1

SV20 100.0% 0.0% 0.0% 7

SV21 25.0% 0.0% 50.0% 4

SV22 100.0% 0.0% 0.0% 5

SV23 66.7% 0.0% 0.0% 3

SI25 100.0% 0.0% 0.0% 2

SV24 100.0% 0.0% 0.0% 1

SV25 100.0% 0.0% 0.0% 2

SV27 66.7% 33.3% 0.0% 3

SV30 100.0% 0.0% 0.0% 1

Total 96.7% 1.2% 1.5% 335



Exhibit 3AJ shows the ratio of subordinate salaries to supervisor salaries by grade for

employees in the Specialty salary schedule. As shown, 36.6 percent (15) of incumbent

salaries fall below 80 percent of their supervisor’s salary, 36.6 percent (15) fall below 95

percent of their supervisor’s salary, and 26.8 percent (11) fall above 95 percent of their


EXHIBIT 3AJ


SPECIALTY EMPLOYEES


SP01 66.7% 0.0% 33.3% 3

SP05 58.3% 25.0% 16.7% 12

SP09 0.0% 0.0% 100.0% 1

SP11 100.0% 0.0% 0.0% 3

SP06 14.3% 57.1% 28.6% 21

SP08 0.0% 0.0% 100.0% 1

Total 36.6% 36.6% 26.8% 41

Exhibit 3AK shows the ratio of subordinate salaries to supervisor salaries by grade for

employees in the Teaching and Learning Facilitators salary schedule. As shown, 95.0 percent

(10) of incumbent salaries fall below 80 percent of their supervisor’s salary, 5.0 percent (1)

fall below 95 percent of their supervisor’s salary, and none fall above 95 percent of their


EXHIBIT 3AK




TL00 90.0% 10.0% 0.0% 10

TL11 100.0% 0.0% 0.0% 1

Total 95.0% 5.0% 0.0% 11

While compression may present itself in other ways, the review of salaries of employees relative to the salaries of their supervisors yields no immediate concerns.



Exhibits 3AL through 3AQ display the average tenure of employees whose actual placement

varies from their expected placement by pay grade, including those whose actual placement

is below expected placement; those whose actual placement is at expected placement; and

those whose actual placement is above expected placement.

Employees in the salary schedules who are at or above expected placement are employees

with salaries that are between 0.0 and 10.0 percent ahead of their expected salary and

employees with salaries that are more than 10.0 percent ahead of their expected salary.

Employees who are at or below expected placement are employees with salaries that are

between 0.0 and 10.0 percent behind their expected salary and employees with salaries that

are lower than 10 percent behind their expected salary. Generally, the only source of concern

would be employees that are more than 10 percent behind expected placement. However,

simply having employees in this group does not necessarily mean there are corresponding

compression issuesassuming there is a reason for these placements.

Exhibit 3AL displays the analysis for the Administrative salary schedule. As can be seen,

overall 65.9 percent of employees (85) in the salary schedule are at or below expected

placement and 34.1 percent of employees (44) are at or above expected placement.

EXHIBIT 3AL

ACTUAL VERSUS EXPECTED PLACEMENT


Grade < -10% 0 to -10% 0 to 10% > 10% Employees

AD80 75.0% 0.0% 25.0% 0.0% 4

AD81 0.0% 50.0% 50.0% 0.0% 2

AD65 0.0% 0.0% 100.0% 0.0% 3

AD82 50.0% 0.0% 0.0% 50.0% 2

AD32 57.1% 28.6% 14.3% 0.0% 7

AD83 0.0% 0.0% 0.0% 100.0% 3

AD66 100.0% 0.0% 0.0% 0.0% 1

AD35 47.1% 35.3% 11.8% 5.9% 17

AD70 0.0% 0.0% 100.0% 0.0% 1

AD30 33.3% 66.7% 0.0% 0.0% 6

AD36 0.0% 100.0% 0.0% 0.0% 1

AD45 20.0% 30.0% 50.0% 0.0% 10

AD72 0.0% 0.0% 100.0% 0.0% 2

AD31 0.0% 100.0% 0.0% 0.0% 2

AD25 61.1% 11.1% 22.2% 5.6% 18

AD46 33.3% 0.0% 33.3% 33.3% 3

AD20 52.9% 29.4% 17.6% 0.0% 17

AD73 0.0% 0.0% 0.0% 100.0% 1

AD26 0.0% 50.0% 0.0% 50.0% 2

AD60 50.0% 50.0% 0.0% 0.0% 2

AD15 57.1% 28.6% 14.3% 0.0% 7



EXHIBIT 3AL (Continued)




AD50 33.3% 0.0% 0.0% 66.7% 3

AD16 50.0% 0.0% 50.0% 0.0% 2

AD51 0.0% 0.0% 66.7% 33.3% 3

AD10 25.0% 50.0% 0.0% 25.0% 4

AD11 0.0% 100.0% 0.0% 0.0% 1

AD06 0.0% 33.3% 0.0% 66.7% 3

AD02 0.0% 0.0% 0.0% 100.0% 1

AD01 0.0% 100.0% 0.0% 0.0% 1

Overall 38.8% 27.1% 21.7% 12.4% 129

Exhibit 3AM displays the analysis for the Educational Interpreters salary schedule. As can be

seen, all three employees in the salary schedule are at or above expected placement.

EXHIBIT 3AM




ED31 0.0% 0.0% 0.0% 100.0% 1

ED46 0.0% 0.0% 0.0% 100.0% 1

ED47 0.0% 0.0% 0.0% 100.0% 1

Overall 0.0% 0.0% 0.0% 100.0% 3

Exhibit 3AN displays the analysis for the School Nutrition salary schedule. As can be seen,

overall 85.7 percent of employees (197) in the salary schedule are at or below expected

placement and 14.3 percent of employees (33) are at or above expected placement.



EXHIBIT 3AN




CW11 20.8% 60.7% 14.5% 4.0% 173

NA02 50.0% 25.0% 25.0% 0.0% 4

NA03 44.4% 55.6% 0.0% 0.0% 9

NA04 0.0% 100.0% 0.0% 0.0% 2

NA01 85.7% 14.3% 0.0% 0.0% 7

NA00 60.0% 40.0% 0.0% 0.0% 5

NM02 82.4% 17.6% 0.0% 0.0% 17

NM01 85.7% 14.3% 0.0% 0.0% 7

NM00 83.3% 16.7% 0.0% 0.0% 6

Overall 33.0% 52.6% 11.3% 3.0% 230

Exhibit 3AO displays the analysis for the Service salary schedule. As can be seen, overall 95.5

percent of employees (320) in the salary schedule are at or below expected placement and

4.5 percent of employees (14) are at or above expected placement.

Exhibit 3AP displays the analysis for the Specialty salary schedule. As can be seen, overall

65.9 percent of employees (27) in the salary schedule are at or below expected placement

and 34.1 percent of employees (14) are at or above expected placement.

Exhibit 3AQ displays the analysis for the Teaching and Learning Facilitators salary schedule.

As can be seen, overall 10.0 percent of employees (2) in the salary schedule are at or below

expected placement and 90.0 percent of employees (0) are at or above expected placement.



EXHIBIT 3AO ACTUAL VERSUS EXPECTED PLACEMENT

SERVICE EMPLOYEES


S508 54.5% 27.3% 18.2% 0.0% 11

S509 81.1% 15.1% 1.9% 1.9% 53

S809 86.2% 13.8% 0.0% 0.0% 29

S510 50.0% 37.5% 12.5% 0.0% 8

S011 0.0% 0.0% 0.0% 100.0% 1

SI07 50.0% 50.0% 0.0% 0.0% 2

S512 71.4% 28.6% 0.0% 0.0% 14

SV07 0.0% 100.0% 0.0% 0.0% 1

SI09 100.0% 0.0% 0.0% 0.0% 1

S513 80.0% 10.0% 10.0% 0.0% 10

SV08 100.0% 0.0% 0.0% 0.0% 1

SV09 62.5% 25.0% 12.5% 0.0% 8

S515 100.0% 0.0% 0.0% 0.0% 1

SV10 100.0% 0.0% 0.0% 0.0% 1

SI12 100.0% 0.0% 0.0% 0.0% 1

SI13 90.9% 6.1% 3.0% 0.0% 33

S517 100.0% 0.0% 0.0% 0.0% 2

SV13 89.2% 8.1% 2.7% 0.0% 37

SI15 100.0% 0.0% 0.0% 0.0% 1

SV15 81.5% 13.0% 3.7% 1.9% 54

SV16 100.0% 0.0% 0.0% 0.0% 1

SI18 0.0% 100.0% 0.0% 0.0% 1

SV17 88.0% 8.0% 0.0% 4.0% 25

SV18 100.0% 0.0% 0.0% 0.0% 9

SO22 100.0% 0.0% 0.0% 0.0% 1

SV19 100.0% 0.0% 0.0% 0.0% 1

SV20 85.7% 14.3% 0.0% 0.0% 7

SV21 75.0% 25.0% 0.0% 0.0% 4

SV22 60.0% 20.0% 0.0% 20.0% 5

SV23 100.0% 0.0% 0.0% 0.0% 3

SI25 100.0% 0.0% 0.0% 0.0% 2

SV24 100.0% 0.0% 0.0% 0.0% 1

SV25 50.0% 50.0% 0.0% 0.0% 2

SV27 100.0% 0.0% 0.0% 0.0% 3

SV30 100.0% 0.0% 0.0% 0.0% 1

Overall 81.8% 13.7% 3.0% 1.5% 335



EXHIBIT 3AP ACTUAL VERSUS EXPECTED PLACEMENT

SPECIALTY EMPLOYEES


SP01 33.3% 33.3% 0.0% 33.3% 3

SP05 25.0% 41.7% 16.7% 16.7% 12

SP09 0.0% 0.0% 0.0% 100.0% 1

SP11 33.3% 33.3% 33.3% 0.0% 3

SP06 42.9% 23.8% 14.3% 19.0% 21

SP08 0.0% 100.0% 0.0% 0.0% 1

Overall 34.1% 31.7% 14.6% 19.5% 41

EXHIBIT 3AQ ACTUAL VERSUS EXPECTED PLACEMENT TEACHING AND LEARNING FACILITATORS


TL00 10.0% 10.0% 20.0% 60.0% 10

TL11 0.0% 0.0% 0.0% 100.0% 1

Overall 5.0% 5.0% 10.0% 80.0% 11

These analyses assume a 30-year period between minimum and maximum, which may differ slightly from the Division’s compensation policy and practice. Therefore, these analyses should never be interpreted to mean that any employee is underpaid or overpaid.

3.5 LOCATION DISTRIBUTION

As of August 2018, SCPS employed 749 employees in the areas included in this study. The year across 47 different locations. Exhibit 3AR depicts the number of classifications that are present in each location, along with the number and overall percentage of total employees by location. As the exhibit illustrates, the largest location (in terms of employees) is School Nutrition, with 238 employees representing 31.8 percent of the Division’s workforce.



EXHIBIT 3AR EMPLOYEES AND CLASSIFICATIONS BY LOCATION

Location Employees *Classes % of Total Administration 11 8 1.5% AG Wright Middle 10 9 1.3% Alternative Education 5 5 0.7% Anthony Burns Elementary 7 7 0.9% Brooke Point High 25 13 3.3% Colonial Forge High 27 15 3.6% Communication Public Information 5 5 0.7% Conway Elementary 7 6 0.9% Dixon-Smith Middle 10 9 1.3% Edward E Drew Middle 9 8 1.2% Facilities Planning and Design 9 9 1.2% Falmouth Elementary 7 7 0.9% Ferry Farm Elementary 7 7 0.9% Financial Services 21 16 2.8% Fleet Services 1 1 0.1% Garrisonville Elementary 7 7 0.9% Grafton Village Elementary 7 7 0.9% Hampton Oaks Elementary 7 7 0.9% Hartwood Elementary 7 7 0.9% Head Start 21 11 2.8% Heather Empfield Day School 9 2 1.2% HH Poole Middle 10 9 1.3% Human Resources 13 8 1.7% Kate Waller Barrett Elementary 7 7 0.9% Learning and Organizational Development 23 8 3.1% Margaret Brent Elementary 7 7 0.9% Moncure Elementary 7 7 0.9% Mountain View High 26 14 3.5% North Stafford High 26 14 3.5% Office of Accountability 6 3 0.8% Operations and Maintenance 4 4 0.5% Park Ridge Elementary 7 7 0.9% Rockhill Elementary 7 7 0.9% Rocky Run Elementary 8 8 1.1% Rodney Thompson Middle 10 9 1.3% Safety and Security 4 4 0.5% School Nutrition 238 13 31.8% Shirley Heim Middle 9 8 1.2% Stafford Elementary 7 7 0.9% Stafford High 26 14 3.5% Stafford Middle 10 9 1.3% Student Services 31 8 4.1% T Benton Gayle Middle 11 9 1.5% Technology Services 5 5 0.7% Transportation Services 15 12 2.0% Widewater Elementary 7 7 0.9% Winding Creek Elementary 6 6 0.8%

Total 749 380 100%

* There are a total of 105 unique classification titles. The total displayed here differs due to duplicate classifications across locations.

**While employees in transportation, fleet services, IT, and Maintenance/Operations are excluded in this study, there are still some employees in these departments that are either administrators, administrative assistants, or coordinators who are included.



3.6 SUMMARY

The information contained in this chapter identifies a number of strengths and weaknesses

in current salary schedules in SCPS—including state-established salaries and local stipends

and supplements—related to the overall structure of the compensation system as well as the

administration of it at the individual employee level.

Notably, the following was found:

Range Spreads - Generally set between 50 to 70 percent for best practice, range spreads vary significantly from schedule to schedule:

‒ 42.4 to 46.3 percent, with an average of 45.1 percent in the Administrative salary schedule;

‒ 108.8 to 111.9 percent, with an average of 110.8 percent in the Educational Interpreter salary schedule;

‒ a consistent 111.9 percentwith one exceptionin the School Nutrition salary schedule

‒ a consistent 111.9 percent in the Service salary schedule;

‒ 94.0 to 108.8 percent, with an average of 98.7 percent in the Specialty salary schedule; and

‒ 62.7 to 68.1 percent, with an average of 65.4 percent in the Teaching and Learning Facilitators salary schedule.

Midpoint Progression - Generally set between 3 to 5 percent, midpoint progressions are very inconsistent in each of the six salary schedules and vary greatly from 0.2 to 57.3 percent.

Salary Placement - The vast majority of employees are compensated below their pay

grade’s midpoint.

Grade Penetration - SCPS does not generally have a defined positive linear

relationship between tenure and range penetration.

This analysis acts as a starting point for development of recommendations in subsequent

chapters of this report. Paired with market data, Evergreen is able to make recommendations

that will ensure that the Division’s compensation system is structurally sound in terms of best

practice, competitive with the market, and treats all employees equitably moving forward.


Chapter 4 focuses on the external market survey conducted by Evergreen. Conducting a

market comparison analysis determines, among other things, the relative competitive market

position of the compensation system in Stafford County Public Schools (SCPS). This is

accomplished by examining salary ranges and the various components within the Division’s

respective labor market. Data collected are used to analyze the overall market

competitiveness of SCPS, as well as to develop a compensation plan that will assist SCPS in

recruiting and retaining talented employees. This market analysis is used to examine the

overall competitiveness of SCPS and not for evaluating salaries at the individual level, as

individual pay is determined through a combination of factors, which can include demand for

the type of job, performance, experience, negotiation, and budgetary concerns.

Market comparisons should be considered a snapshot of current market conditionsas the

data collected are reflective of market information at the time of the study. Market conditions

can change, and market surveys should be completed at regular intervals to ensure the

organization’s salary structure remains up to date with the current market.

4.1 SURVEY DATA SOURCES

Evergreen collected pay range information from target peers in the SCPS competitive market

using a customized survey tool. The development of this tool included selecting benchmark

classifications to be surveyed. The desired outcome of benchmarking is to select a cross-

section of the Division’s classifications, so that the surveyed positions include a subset of all

work areas and levels of classifications in SCPS. The classification title, a description of

assigned duties, and the education and experience requirements were provided to each peer

in the survey tool for each benchmarked classification.

Data were collected from other organizations in the region. Peers were selected based on

several factors such as location, cost-of-living, and relative population of the organizations

that SCPS competes with for employees. Ten (10) market peers were asked to participate and

data were obtained from all as shown in Exhibit 4A.

Data were adjusted for cost of living using cost-of-living index factors which allow for salary

dollars from entities outside of the Division’s area to be compared in spending power relevant

to SCPS. The cost-of-living for each peer organization is determined at the county level.

Evergreen utilizes data from the Council for Community and Economic Research (C2ER) as

the source for the COLI (Cost of Living Index).


Chapter 4 – Market Survey Results

Chapter 4 – Market Summary SCPS Classification and Compensation Study


EXHIBIT 4A

TARGET MARKET PEERS

Market Peers Cost of Living Index

Stafford County Public Schools, VA 106.1

Albemarle County Public Schools, VA 109.1

Chesapeake County Public Schools, VA 105.7

Chesterfield County Public Schools, VA 106.7

Fauquier County Public Schools, VA 109.1

Hanover County Public Schools, VA 107.2

Henrico County Public Schools, VA 110.2

Loudoun County Public Schools, VA 112.7

Prince William County Public Schools, VA 109.4

Spotsylvania County Public Schools, VA 104.7

Stafford County, VA 106.1

4.2 SALARY DATA

Making use of the Division’s assigned pay ranges, Evergreen was able to make direct market

evaluations across classifications and benchmark groupings, as well as compare the ranges

of benchmarked positions to the salary ranges collected from the target organizations

identified in Exhibit 4A. The market differentials and the percentage difference between SCPS

and the market are shown for survey market range minimum, midpoint, and maximum.

A positive differential indicates SCPS is above market for that classification at the range

minimum, midpoint, or maximum; a negative differential indicates that SCPS is below market

for that classification at that range position. The differentials do not necessarily mean

incumbents are overpaid or underpaid in their classifications. It simply displays the difference

between the salary range and the average published salary range in the SCPS market.

Exhibit 4B provides a summary of the results at the market average for each comparison

point. The exhibit contains the following information:

each of the 77 benchmarked classifications that received four or more peer responses

(Note: a total of 100 classifications were originally surveyed);

the market salary range information for each benchmarked classificationincluding

the average of the peer responses for the salary range minimum, midpoint, and

maximum;

a percentage differential between current salary ranges and average market ranges;

the survey average pay range; and

the total number of survey responses for each classification and the average number

of responses for all classifications.



EXHIBIT 4B SALARY SURVEY MARKET SUMMARY*

Classification Survey Minimum Survey Midpoint Survey Maximum Survey Avg.

Range

Number of

Responses Average % Diff Average % Diff Average % Diff

Accountability Specialist $66,228.52 -0.2% $89,986.18 -10.6% $113,743.84 -17.7% 71.5% 4

Accounting Specialist $45,978.60 -19.4% $63,541.96 -5.9% $81,105.32 0.5% 76.5% 6

Administrative Assistant 1 - Clerical $25,474.59 -25.8% $34,508.57 -9.3% $43,542.55 -1.5% 71.0% 5

Administrative Assistant 2 - Clerical $24,678.72 -10.4% $33,370.89 4.3% $42,063.05 11.2% 70.5% 4

Administrative Assistant 3 - Accounting $34,543.54 -38.3% $47,628.84 -22.3% $60,714.14 -14.8% 76.1% 4


Administrative Assistant 4 - Accounting $35,447.87 -17.9% $48,406.81 -3.2% $61,365.74 3.7% 73.4% 4


Administrative Assistant 5 - Accounting $37,337.23 -12.5% $50,020.21 3.4% $62,703.18 10.8% 68.1% 4

Administrative Assistant 6 - Clerical $40,672.60 -16.6% $56,450.22 -3.8% $72,227.84 2.2% 77.7% 5

Administrative Specialist $60,710.70 8.1% $91,019.90 -11.8% $121,329.09 -25.5% 99.5% 4

Alternative Education Administrator $84,029.93 10.9% $112,601.91 3.1% $141,173.89 -2.3% 68.1% 7

Assistant Nutrition Manager - Elementary School $22,568.24 -45.4% $29,870.12 -23.4% $37,172.01 -13.0% 64.8% 5

Assistant Nutrition Manager - High School $22,707.41 -14.8% $29,907.59 3.0% $37,107.78 11.4% 63.5% 6

Assistant Nutrition Manager - Middle School $23,103.47 -22.8% $30,618.62 -4.3% $38,133.78 4.4% 65.2% 5

Assistant Principal - Elementary School $64,328.29 13.5% $84,691.85 7.5% $105,055.42 3.4% 63.5% 8

Assistant Principal - High School $73,119.78 20.9% $94,359.54 16.1% $115,599.29 12.8% 58.3% 8

Assistant Principal - Middle School $69,344.99 11.6% $90,079.92 6.7% $110,814.86 3.4% 60.0% 8

Assistant Superintendent $127,160.97 -11.2% $154,161.01 -10.8% $181,161.05 -10.6% 41.9% 6

Assistant to Superintendent $46,091.58 -3.2% $65,283.63 6.2% $84,475.68 10.7% 83.5% 7

Benefits Analyst $42,982.32 -17.3% $60,795.25 -6.4% $78,608.18 -1.3% 82.7% 8

Budget Specialist $50,428.76 -31.0% $68,038.63 -13.4% $85,648.51 -5.0% 70.0% 6

Chief Academic Officer $104,609.85 5.8% $133,747.71 1.0% $162,885.57 -2.4% 55.6% 4

Chief Financial Officer $106,766.24 3.9% $143,511.10 -6.3% $180,255.97 -13.3% 69.0% 8

Clerk of the Board $48,110.80 -19.0% $67,050.15 -6.3% $85,989.49 -0.4% 78.9% 8

Communication Analyst $45,819.52 -2.6% $62,533.91 10.2% $79,248.29 16.2% 73.0% 5

Community Engagement Manager $70,042.37 -49.3% $94,005.33 -28.5% $117,968.29 -18.7% 68.3% 6

Coordinator of Driver Training and Safety $35,586.78 -7.2% $47,960.13 7.3% $60,333.49 14.2% 69.5% 4

Digital Communication Development Manager $53,886.88 -9.4% $75,427.75 1.8% $96,968.62 7.1% 80.0% 5

Director of Communication $88,293.42 0.3% $117,105.17 -7.4% $145,916.92 -12.7% 65.3% 7

Director of Head Start $73,929.04 19.6% $102,229.10 9.8% $130,529.15 3.0% 76.2% 6

Director of Maintenance $90,126.45 -9.4% $119,688.48 -18.0% $149,250.51 -23.8% 65.6% 7

Director of Payroll and Benefits $79,247.88 13.9% $107,463.40 5.1% $135,678.92 -0.8% 70.7% 4

Director of Safety and Security $76,690.88 0.9% $91,159.95 4.3% $105,629.01 6.7% 38.7% 6

Director of School Nutrition $91,984.95 -11.6% $124,824.87 -23.0% $157,664.79 -30.8% 71.3% 7

Educational Interpreter $33,017.65 9.5% $46,870.57 17.6% $60,723.49 21.4% 83.8% 7

Executive Director $99,515.78 3.7% $131,208.17 -4.3% $162,900.55 -9.8% 63.9% 5

Finance Specialist $40,087.40 -4.1% $55,685.98 7.2% $71,284.56 12.6% 78.1% 4

Human Resource Analyst $41,623.65 -19.4% $56,590.31 -4.1% $71,556.97 3.1% 72.1% 8

*Based on external market data provided by peers only.



EXHIBIT 4B (Continued) SALARY SURVEY MARKET SUMMARY*

Classification Survey Minimum Survey Midpoint Survey Maximum Survey Avg.

Range

Number of

Responses Average % Diff Average % Diff Average % Diff

Human Resource Assistant $33,988.82 2.5% $46,771.16 14.0% $59,553.50 19.4% 75.3% 8

Human Resource Generalist $52,212.60 -17.0% $68,900.43 1.0% $85,588.25 9.5% 63.9% 7

LEAD (Learning and Organizational Development) $85,086.63 3.7% $113,704.42 -5.8% $142,322.21 -12.5% 67.4% 7

McKinney-Vento Liaison/Case Manager $58,856.89 -66.2% $79,528.21 -44.0% $100,199.54 -33.6% 69.9% 5

Nutrition Field Services Manager $46,288.66 -2.5% $66,850.70 5.1% $87,412.74 8.7% 88.8% 4

Nutrition Manager - Elementary School $24,161.36 -0.3% $32,937.75 12.3% $41,714.14 18.3% 72.7% 7

Nutrition Manager - High School $27,193.01 -2.3% $36,939.26 10.9% $46,685.51 17.1% 71.8% 6

Nutrition Manager - Middle School $25,831.86 -2.1% $35,200.38 10.8% $44,568.90 16.9% 72.6% 7

Nutrition Worker $13,458.25 -14.7% $18,847.94 -22.5% $24,237.63 -27.3% 80.3% 5

Occupational/Physical/Speech Therapist $50,519.49 10.2% $72,499.76 12.5% $94,480.03 13.7% 87.0% 8

Payroll Specialist $39,539.63 2.2% $53,773.27 14.7% $68,006.92 20.6% 72.2% 9

Principal - Elementary School $84,129.31 4.4% $110,836.02 -2.3% $137,542.74 -6.9% 63.6% 8

Principal - High School $99,162.40 3.4% $129,910.44 -2.8% $160,658.49 -7.0% 62.2% 8

Principal - Middle School $90,924.93 3.6% $119,953.04 -3.3% $148,981.16 -8.0% 64.0% 8

Purchasing Manager $59,395.08 -39.8% $80,698.86 -21.8% $102,002.65 -13.3% 71.4% 6

Safety and Workers Compensation Manager $53,792.17 -9.2% $72,020.72 6.3% $90,249.27 13.5% 67.8% 6

Safety, Security, and Risk Management Technician $32,615.18 -3.2% $44,416.69 9.8% $56,218.19 16.0% 72.7% 4

Security Staff (10 Months) $22,906.83 -14.6% $30,086.13 3.5% $37,265.43 12.0% 62.6% 5

Senior Benefits Analyst $48,375.25 -25.7% $72,843.59 -21.4% $97,311.94 -19.3% 101.0% 5

Senior Human Resource Analyst $51,867.65 -28.2% $70,864.68 -12.4% $89,861.71 -4.9% 73.5% 7

Senior Human Resources Licensure Specialist $43,331.92 -7.1% $63,310.99 -0.4% $83,290.07 2.8% 91.8% 5

Supervisor of Accountability $76,874.36 13.0% $103,637.60 3.5% $130,400.85 -3.1% 69.5% 6

Supervisor of Accounting $74,701.28 -7.6% $100,810.78 -18.0% $126,920.27 -25.0% 69.8% 8

Supervisor of Benefits $63,537.21 -7.2% $88,715.83 -21.5% $113,894.45 -31.3% 78.8% 7

Supervisor of Budgets $80,977.24 -16.7% $109,168.07 -27.8% $137,358.89 -35.3% 69.6% 8

Supervisor of Fleet Services $66,609.50 -12.4% $89,304.14 -22.3% $111,998.79 -29.2% 68.0% 5

Supervisor of Human Resources $87,565.41 0.9% $116,309.85 -8.3% $145,054.30 -14.7% 65.7% 9

Supervisor of Maintenance $70,417.18 -12.5% $93,071.22 -20.7% $115,725.25 -26.4% 64.5% 9

Supervisor of Network Services $77,868.97 5.5% $104,337.09 -2.8% $130,805.22 -8.5% 68.0% 6

Supervisor of Nutrition Services $67,875.31 -8.4% $94,374.07 -22.4% $120,872.83 -32.0% 78.2% 4

Supervisor of Payroll $66,190.72 -11.7% $89,788.09 -23.0% $113,385.47 -30.8% 71.0% 6

Supervisor of Planning and Construction $76,541.85 -29.1% $102,469.36 -40.4% $128,396.87 -48.1% 67.7% 7

Supervisor of Planning and GIS $75,874.23 7.9% $100,036.89 1.4% $124,199.55 -3.1% 63.6% 5

Supervisor of Student Services $86,737.16 -5.3% $115,035.36 -13.4% $143,333.56 -18.9% 65.3% 7

Supervisor of Technology $92,733.28 -12.6% $123,040.15 -21.3% $153,347.03 -27.2% 65.5% 6

Supervisor of Transportation $64,729.65 2.1% $86,419.46 -6.2% $108,109.27 -11.8% 66.9% 8

Teaching/Learning Facilitator $70,389.37 -1.4% $98,391.30 -5.8% $126,393.24 -8.3% 79.1% 5

Vision/Hearing Assistant $20,360.51 20.4% $28,713.39 28.0% $37,066.28 31.6% 82.1% 5

Overall Average -7.8% -4.7% -4.1% 71.2% 6.1

Total 473

*Based on external market data provided by peers only.



Market Minimums

A starting point of the analysis is to compare the average market minimum for each classification to the Division’s range minimums. Market minimums are generally considered as an entry-level salary for employees who meet the minimum qualifications of a classification. Employees with salaries at or near the range minimums are less likely to have mastered the job and would have not acquired the skills and experience necessary to be fully proficient in their classification.

As Exhibit 4B illustrates that, when comparing the Division using the average market data, SCPS is, on average, approximately 7.8 percent below market at the minimum of their respective salary ranges for all surveyed classifications.

Several conclusions can be drawn based on the collected data:

The surveyed position differentials range from 66.2 percent below market minimum in the case of the McKinney-Vento Liaison/Case Manager classification, to 20.9 percent above market for the Assistant Principal – High School classification.

Of the 77 positions with market minimum percentage differentials, 51 classifications (66.2 percent) are below market at the minimum; the remaining 26 (33.8 percent) were above market at the minimum of surveyed salary ranges.

There were 11 surveyed positions in SCPS that were over 20 percent below market. These classifications are listed below with their market minimum differentials:

‒ Administrative Assistant 1 – Clerical – 25.8 percent below market; ‒ Administrative Assistant 3 – Accounting – 38.3 percent below market; ‒ Assistant Nutrition Manager – Elementary School – 45.4 percent below market; ‒ Assistant Nutrition Manager – Middle School – 22.8 percent below market; ‒ Budget Specialist – 31.0 percent below market; ‒ Community Engagement Manager – 49.3 percent below market; ‒ McKinney-Vento Liaison/Case Manager – 66.2 percent below market; ‒ Purchasing Manager – 39.8 percent below market; ‒ Senior Benefits Analyst – 25.7 percent below market; ‒ Senior Human Resources Analyst – 28.2 percent below market; and ‒ Supervisor of Planning and Construction – 29.1 percent below market.

Market Midpoints

This section explores the comparison between average peer midpoints and the midpoints for classifications in Stafford County Public Schools. Market midpoints are important to consider as they are commonly recognized as the salary point at which employees have achieved full proficiency, and are performing satisfactorily in their classification.

As Exhibit 4B illustrates, SCPS was, on average, 4.7 percent below market at the midpoint of

the respective salary rangesfor all surveyed classifications.



Based on the collected data, the following observations can be made:

The surveyed position differentials range from 44.0 percent below market midpoint in the case of the McKinney-Vento Liaison/Case Manager classification, to 28.0 percent above market for the Vision/Hearing Assistant classification.

Of the 77 positions with market midpoint percentage differentials, 44 classifications (57.1 percent) are below market at the midpoint; the remaining 33 (42.9 percent) were above market at the midpoint of surveyed salary ranges.

There were 16 surveyed positions in SCPS that were over 20 percent below market. These classifications are listed below with their market midpoint differentials:

‒ Administrative Assistant 3 – Accounting – 22.3 percent below market; ‒ Assistant Nutrition Manager – Elementary School – 23.4 percent below market; ‒ Community Engagement Manager – 28.5 percent below market; ‒ Director of School Nutrition – 23.0 percent below market; ‒ McKinney-Vento Liaison/Case Manager – 44.0 percent below market; ‒ Nutrition Worker – 22.5 percent below market; ‒ Purchasing Manager – 21.8 percent below market; ‒ Senior Benefits Analyst – 21.4 percent below market; ‒ Supervisor of Benefits – 21.5 percent below market; ‒ Supervisor of Budgets – 27.8 percent below market; ‒ Supervisor of Fleet Services – 22.3 percent below market; ‒ Supervisor of Maintenance – 20.7 percent below market; ‒ Supervisor of Nutrition Services – 22.4 percent below market; ‒ Supervisor of Payroll – 23.0 percent below market; ‒ Supervisor of Planning and Construction – 40.4 percent below market; and ‒ Supervisor of Technology – 21.3 percent below market.

Market Maximums

In this section, the peer salary range maximums are compared to the Division’s range maximums for each benchmarked classification. The market maximum is significant as it represents the upper limit salary that an organization might provide to retain and/or reward experienced and high performing incumbents. Additionally, being competitive at the maximum allows organizations to retain highly qualified employees in classifications that are difficult to fill.

As Exhibit 4B illustrates, when using the average of cost-of-living adjusted data, SCPS was, on average, 4.1 percent below market at the maximum of the respective salary ranges for all surveyed classifications.

Based on the collected data, the following observations can be made:

The surveyed position differentials range from 48.1 percent below market maximum in the case of the Supervisor of Planning and Construction classification, to 31.6 percent above market for the Vision/Hearing Assistant classification.



Of the 77 positions with market maximum percentage differentials, 43 (55.8 percent) were below market at the maximum; the remaining 33 (42.9 percent) were above market at the midpoint of surveyed salary ranges.

There were 14 surveyed positions in SCPS that were over 20 percent below market. These classifications are listed below with their market maximum differentials:

‒ Administrative Specialist – 25.5 percent below market; ‒ Director of Maintenance – 23.8 percent below market; ‒ Director of School Nutrition – 30.8 percent below market; ‒ McKinney-Vento Liaison/Case Manager – 33.6 percent below market; ‒ Nutrition Worker – 27.3 percent below market; ‒ Supervisor of Accounting – 25.0 percent below market; ‒ Supervisor of Benefits – 31.3 percent below market; ‒ Supervisor of Budgets – 35.3 percent below market; ‒ Supervisor of Fleet Services – 29.2 percent below market; ‒ Supervisor of Maintenance – 26.4 percent below market; ‒ Supervisor of Nutrition Services – 32.0 percent below market; ‒ Supervisor of Payroll – 30.8 percent below market; ‒ Supervisor of Planning and Construction – 48.1 percent below market; and ‒ Supervisor of Technology – 27.2 percent below market.

Range Spreads

Range spreads (the width of salary ranges) allow for flexibility when determining hiring salaries, indicate the room for growth within a classification, and provide a metric for which the Division can compare its current compensation structure to the rest of the market.

Exhibit 4B shows the average market range spreads for each of the surveyed positions. The average market range spread across the salary ranges of all surveyed positions is 71.2 percent. The market range spreads vary between 38.7 percent for the Director of Safety and Security classification and 101.0 percent for the Senior Benefits Analyst classification.

Overall, SCPS has much broader range spreads compared to the marketwith an overall average range spread of approximately 86.2 percent across all salary schedules. Range spread is generally set between 50 to 70 percent for best practice.

4.3 MARKET SURVEY SUMMARY

From the analysis of the data gathered in the external labor market assessment, the following conclusions can be made:

SCPS is approximately 7.8 percent below the market minimum, 4.7 percent below the market midpoint, and 4.1 percent below the market maximum of salary ranges of benchmark positions;

The average market range spread across the salary ranges of all surveyed positions is

71.2 percentwhich is narrower than the 86.2 percent found across all SCPS salary schedules;



Information gained from the market survey is used, in conjunction with JAT data, supervisors reviews, HR staff reviews, and current environmental factors (such as budget), to develop a recommended compensation system that places Stafford County Public Schools in a strong position to stay competitive in today’s market.

A discussion of a potential pay plan and study recommendations can be found in Chapter 5 of this report which follows.


The recommendations in this chapter seek to build on the strengths of the compensation and

classification plan for Stafford County Public Schools (SCPS) and also to address the

challenges observed through the course of the study. Each recommendation has also been

developed to address a specific need based on the collected information while taking into

account the external environment. Arriving at the overall solution for SCPS was a detailed

process involving all components of the research conducted which was presented in previous

chapters of this report.

The following employee groups were not included in this study: teachers, paraprofessionals,

school nurses, bus drivers, bus monitors, fleet services/couriers, information technology,

and maintenance/operations. All other 10-, 11-, and 12-month employees were included.

This selected group of employees was found in six salary schedules:

Administrative


School Nutrition

Service

Specialty

Teaching and Learning Facilitators

Evergreen’s analysis of the SCPS compensation and classification system revealed

opportunities for improvement that are common in the public sector. The recommendations

presented in this chapter seek to address the areas of opportunity discovered over the course

of the study. Evergreen is proposing changes to the salary structure as a foundation while

improving slotting accuracy (the equitable placement of positions within an organization

based on each position’s assigned duties and responsibilities) and market competitiveness.

Each classification was reviewed relative to market equity data and internal grading

relationships. Using this methodology, Evergreen developed a solution that improves the

competitive position of SCPS relative to its market peers while seeking to preserve slotting

relationships.

FINDING

The current system, made up of multiple salary schedules, has a number of inconsistencies:

Range spreads, meaning the difference between the minimum and maximum salary

levels for each pay grade vary greatly among the pay plans:

In the Administrative salary schedule, the range spread varies from 42.4 to 46.3

percent, with an average of 45.1 percent.


Chapter 5 - Recommendations

Chapter 5 – Recommendations SCPS Classification and Compensation Study


In the School Nutrition salary schedule, the range spread is consistent at 111.9

percent, with one exception.

Range Spread in the Service salary schedule is consistent at about 111.9

percent, with one exception.

‒ Range Spread varies between 108.8 to 111.9 percent, with an average of 110.8 percent, in the Educational Interpreter salary schedule.

‒ Range Spread varies between 94.0 to 108.8 percent, with an average of 98.7 percent, in the Specialty salary schedule.

‒ Range Spread varies between 62.7 to 68.1 percent, with an average of 65.4 percent, in the Teaching and Learning Facilitators salary schedule.

The Midpoint Progression, generally set between 3 to 5 percent, is very inconsistent

in the six salary schedules and varies greatly from 0.2 to 57.3 percent.

Each of the six salary schedules is comprised of multiple steps. The Administrative salary

schedule has 15 steps and the Licensed, School Nutrition, and Service schedules each have

32 steps. The only exception is paygrade CW11 in the School Nutrition schedule, which

ends at Step 20.

Over time, the number of pay grades within the salary schedules has steadily grown, as

separate pay grades were established for similar positions with different numbers of contract

days and hours. For example, there are separate pay grades for Security Staff 220 and

Security Staff 185.

In an effort to simplify the pay structure, Evergreen is proposing a unified salary schedule with

consistent range spreads of 80 percent and consistent midpoint progressions of 5 percent.

Further, the proposed uniform pay plan is expressed in terms of hourly pay.

RECOMMENDATION 1: Adopt the proposed uniform salary schedule displayed in Exhibit 5A

to simplify and bring consistency to the system.



EXHIBIT 5A

PROPOSED UNIFORM SALARY SCHEDULE


Spread

Midpoint

Progression

10 $11.50 $16.10 $20.70 80% -

20 $12.08 $16.91 $21.74 80% 5%

30 $12.68 $17.75 $22.82 80% 5%

40 $13.31 $18.64 $23.96 80% 5%

50 $13.98 $19.57 $25.16 80% 5%

60 $14.68 $20.55 $26.42 80% 5%

70 $15.41 $21.58 $27.74 80% 5%

80 $16.18 $22.65 $29.13 80% 5%

90 $16.99 $23.79 $30.58 80% 5%

100 $17.84 $24.98 $32.11 80% 5%

110 $18.73 $26.23 $33.72 80% 5%

120 $19.67 $27.54 $35.40 80% 5%

130 $20.65 $28.91 $37.17 80% 5%

140 $21.68 $30.36 $39.03 80% 5%

150 $22.77 $31.88 $40.98 80% 5%

160 $23.91 $33.47 $43.03 80% 5%

170 $25.10 $35.14 $45.19 80% 5%

180 $26.36 $36.90 $47.44 80% 5%

190 $27.68 $38.75 $49.82 80% 5%

200 $29.06 $40.68 $52.31 80% 5%

210 $30.51 $42.72 $54.92 80% 5%

220 $32.04 $44.85 $57.67 80% 5%

230 $33.64 $47.10 $60.55 80% 5%

240 $35.32 $49.45 $63.58 80% 5%

250 $37.09 $51.92 $66.76 80% 5%

260 $38.94 $54.52 $70.10 80% 5%

270 $40.89 $57.25 $73.60 80% 5%

280 $42.93 $60.11 $77.28 80% 5%

290 $45.08 $63.11 $81.15 80% 5%

300 $47.34 $66.27 $85.20 80% 5%

310 $49.70 $69.58 $89.46 80% 5%

320 $52.19 $73.06 $93.94 80% 5%

330 $54.80 $76.72 $98.63 80% 5%

340 $57.54 $80.55 $103.57 80% 5%

350 $60.41 $84.58 $108.74 80% 5%

360 $63.43 $88.81 $114.18 80% 5%

370 $66.61 $93.25 $119.89 80% 5%

380 $69.94 $97.91 $125.89 80% 5%



FINDING

SCPS has a Teacher Salary Schedule, and in addition to the positions included in this study,

there are a small number of positions that are on separate pay bands that also have a

minimum, mid-point and maximum salary range, similar to those in the proposed uniform

plan. Continuing to recognize positions other than Teachers on a salary schedule outside of

the uniform pay plan proposed in this report, would be counterproductive to the

concept. While Evergreen did not study these positions, and gives no opinion on where these

positions should be placed in the uniform plan, matching the current pay bands for these

positions to the minimum, midpoint and maximums of the proposed grades in the uniform

plan should be possible.

RECOMMENDATION 2: Slot the non-teaching positions that were not a part of this study into

the recommended uniform pay plan to complete the transition to a true uniform structure.

FINDING

In order to determine appropriate placement for all classifications on the proposed salary

schedule (see above exhibit), Evergreen conducted a two-part analysis. This process included

an external equity analysis of market compensation data collected using a salary survey

instrument, and a slotting analysis of each of SCPS’s classifications using a Job Assessment

Tool (JAT) completed by employees, reviewed by supervisors, and then reviewed by Evergreen

to ensure accuracy.

The Job Assessment Tool produced an internal score for each SCPS classification based on

five job factors. These compensatory (job) factors are:

Leadership - degree to which a position receives direction or provides direction to

others.

Working Conditions - degree to which a position operates in an environment of change

or risk to oneself or others

Complexity - degree to which higher level educational, knowledge, or analytical abilities

must be utilized

Decision Making - degree to which a position acts autonomously and oversees the

actions of others.

Relationships – degree to which the position interacts with others.

The external market compensation analysis identified classifications compensated below

market average, while the internal analysis identified classifications compensated

disproportionately to other classifications based on complexity of the job performedwhere

classifications with a like internal worth would be expected to be compensated similarly. The

results from these analyses were combined using regression analysis (mathematically



calculating an expected salary level for each position based on the assessed value of each

position obtained through the JAT process) to determine appropriate placement into the

proposed salary schedule. Proposed placement ensures that SCPS’s classifications are being

compensated competitively in comparison to the market, and that internally the

classifications are being equitably compensated based on similar levels of job complexity and

responsibility.

Based on this two-fold analysis, Evergreen identified appropriate placement for all

classifications in the proposed salary schedules.

RECOMMENDATION 3: Adopt the new classification titles proposed by Evergreen, and place

appropriate employees into appropriate classifications.

Exhibit 5B shows the newly proposed class titles and related position slotting. Many

supervisors and individual employees identified classification issues through a combination

of written requests (in the form of Management Issues Tools or MITs) and focus

group/interview discussions. Evergreen identified some individual classification changes, and

several proposed new classifications that could benefit SCPS.

EXHIBIT 5B

PROPOSED NEW CLASSIFICATIONS

Current Title Proposed Title

Accountability Specialist Federal Programs Specialist

Accountability Specialist Program Evaluation Specialist

Accounting Specialist Accounting Specialist II

Administrative Assistant 1/Clerical 11 Administrative Support I

Administrative Assistant 1/Clerical 12 Administrative Support I

Administrative Assistant 2/Clerical 12 Administrative Support II


Administrative Assistant 2/Clerical 185 Clinic Assistant

Administrative Assistant 2/Clerical 189 Library Assistant

Administrative Assistant 3/Accounting Accounting Assistant I



Administrative Assistant 3/Clerical 12 Middle School Office Manager

Administrative Assistant 4/Accounting Accounting Assistant I




Administrative Assistant 5/Accounting Accounting Assistant II

Administrative Assistant 5/Clerical 12 High School Office Manager

Administrative Assistant 6/Clerical 12 Executive Assistant



EXHIBIT 5B (Continued)

PROPOSED NEW CLASSIFICATIONS

Current Title Proposed Title

Administrative Specialist Administrator of Health Services

Assistant Principal - Middle School 10 Assistant Principal - Middle School

Assistant Principal - Middle School 12 Assistant Principal - Middle School

Assistant Superintendent Chief Operations Officer

Communication Analyst Community Engagement Coordinator

Computer Route Coordinator Coordinator of Bus Routes

Digital Communication Development Manager Communication Digital Manager

Dispatch Coordinator Coordinator of Dispatch

Facilities and Demographics Planning Demographic Planner

Senior Benefits Analyst Benefits Analyst II

Senior Human Resource Analyst Human Resource Analyst II

Senior Human Resources/Licensure Specialist Human Resource Analyst II

Special Trip Coordinator Coordinator of Special Trips

Vision/Hearing Assistant Assistive Technology Assistant

RECOMMENDATION 4: Adopt the proposed grade order list displayed in Exhibit 5C.

Exhibit 5C displays the proposed grade slotting for all new position titles in SCPS utilizing the revised pay plan shown in Exhibits 5A above.

The proposed grade order list assumes SCPS desires to maintain a compensation system competitive with market values as well as ensure slotting relationships are maintained.

EXHIBIT 5C PROPOSED GRADE ORDER LIST

Classification Title Proposed

Grade

Proposed

Min

Proposed

Mid

Proposed

Max

Nutrition Worker 10 $11.50 $16.10 $20.70

Procurement Service/Mail Support 40 $13.31 $18.64 $23.96

Administrative Support I 50 $13.98 $19.57 $25.16

Assistant Nutrition Manager - Elementary School 50 $13.98 $19.57 $25.16

Assistant Nutrition Manager - Middle School 70 $15.41 $21.58 $27.74

Behind the Wheel Instructor 70 $15.41 $21.58 $27.74

Security Officer 70 $15.41 $21.58 $27.74

Assistant Nutrition Manager - High School 80 $16.18 $22.65 $29.13

Family Service Worker 80 $16.18 $22.65 $29.13

Job Coach 80 $16.18 $22.65 $29.13

EXHIBIT 5C (Continued)



PROPOSED GRADE ORDER LIST


Grade

Proposed

Min

Proposed

Mid

Proposed

Max

Behavior Support Assistant 90 $16.99 $23.79 $30.58

Administrative Support II 100 $17.84 $24.98 $32.11

Clinic Assistant 100 $17.84 $24.98 $32.11

Dispatcher 100 $17.84 $24.98 $32.11

Library Assistant 100 $17.84 $24.98 $32.11

Nutrition Manager - Elementary School 100 $17.84 $24.98 $32.11

Safety Security Risk Management Technician 100 $17.84 $24.98 $32.11

Accounting Assistant I 110 $18.73 $26.23 $33.72

Coordinator of Dispatch 110 $18.73 $26.23 $33.72

Middle School Officer Manager 110 $18.73 $26.23 $33.72

Nutrition Manager - Middle School 110 $18.73 $26.23 $33.72

Accounting Assistant II 120 $19.67 $27.54 $35.40

Assistive Technology Assistant 120 $19.67 $27.54 $35.40

Coordinator of Driver Training and Safety 120 $19.67 $27.54 $35.40

Coordinator of Special Trips 120 $19.67 $27.54 $35.40

Nutrition Manager - High School 120 $19.67 $27.54 $35.40

Accounting Specialist II 130 $20.65 $28.91 $37.17

Executive Assistant 130 $20.65 $28.91 $37.17

Fleet Services Office Specialist 130 $20.65 $28.91 $37.17

Coordinator of Bus Routes 140 $21.68 $30.36 $39.03

High School Office Manager 140 $21.68 $30.36 $39.03

Information Analyst 140 $21.68 $30.36 $39.03

Benefits Analyst I 150 $22.77 $31.88 $40.98

Budget Specialist 150 $22.77 $31.88 $40.98

Finance Specialist 150 $22.77 $31.88 $40.98

Grants Specialist 150 $22.77 $31.88 $40.98

Human Resource Analyst I 150 $22.77 $31.88 $40.98

Payroll Specialist I 150 $22.77 $31.88 $40.98

Teaching/Learning STEM/CTE Support Specialist 150 $22.77 $31.88 $40.98

Benefits Analyst II 160 $23.91 $33.47 $43.03

Payroll Specialist II 160 $23.91 $33.47 $43.03

Accounts Payable Manager 170 $25.10 $35.14 $45.19

Assistant to Superintendent 170 $25.10 $35.14 $45.19

Coordinator of Communication 170 $25.10 $35.14 $45.19

Coordinator of Nutrition Services 170 $25.10 $35.14 $45.19

Clerk of the Board 180 $26.36 $36.90 $47.44

Risk Manager 190 $27.68 $38.75 $49.82

Human Resource Analyst II 200 $29.06 $40.68 $52.31

Infant/Toddler Specialist 200 $29.06 $40.68 $52.31



EXHIBIT 5C (Continued) PROPOSED GRADE ORDER LIST


Grade

Proposed

Min

Proposed

Mid

Proposed

Max

McKinney-Vento Liaison/Case Manager 200 $29.06 $40.68 $52.31

Nutrition Field Services Manager 200 $29.06 $40.68 $52.31

Communication Digital Manager 210 $30.51 $42.72 $54.92

Educational Interpreter 210 $30.51 $42.72 $54.92

Human Resource Generalist 210 $30.51 $42.72 $54.92

Community Engagement Manager 220 $32.04 $44.85 $57.67

Demographic Planner 220 $32.04 $44.85 $57.67

Facilities Assessment Engineer 220 $32.04 $44.85 $57.67

Purchasing Manager 220 $32.04 $44.85 $57.67

VRS Analyst 220 $32.04 $44.85 $57.67

Accountability Specialist 230 $33.64 $47.10 $60.55

Administrator of Health Services 230 $33.64 $47.10 $60.55

Federal Programs Specialist 230 $33.64 $47.10 $60.55

Physical/Occupational Therapist 230 $33.64 $47.10 $60.55

Program Evaluation Specialist 230 $33.64 $47.10 $60.55

Speech/Language Pathologist 230 $33.64 $47.10 $60.55

Supervisor I - Benefits 260 $38.94 $54.52 $70.10

Supervisor I - Fleet Services 260 $38.94 $54.52 $70.10

Supervisor I - Maintenance 260 $38.94 $54.52 $70.10

Supervisor I - Nutrition Services 260 $38.94 $54.52 $70.10

Supervisor I - Payroll 260 $38.94 $54.52 $70.10

Supervisor I - Planning and Construction 260 $38.94 $54.52 $70.10

Supervisor I - Transportation 260 $38.94 $54.52 $70.10

Teaching/Learning Facilitator 260 $38.94 $54.52 $70.10

Assistant Principal - Elementary School 270 $40.89 $57.25 $73.60

Assistant Principal - Middle School 280 $42.93 $60.11 $77.28

Lead - Learning and Organizational Development 280 $42.93 $60.11 $77.28

Supervisor II - Accountability 280 $42.93 $60.11 $77.28

Supervisor II - Accounting 280 $42.93 $60.11 $77.28

Supervisor II - Budgets 280 $42.93 $60.11 $77.28

Supervisor II - Human Resources 280 $42.93 $60.11 $77.28

Supervisor II - Network Services 280 $42.93 $60.11 $77.28

Supervisor II - Planning and GIS 280 $42.93 $60.11 $77.28

Supervisor II - Student Services 280 $42.93 $60.11 $77.28

Supervisor II - Technology 280 $42.93 $60.11 $77.28

Alternative Education Administrator 300 $47.34 $66.27 $85.20

Assistant Principal - High School 300 $45.08 $63.11 $81.15

Director - Communication 300 $47.34 $66.27 $85.20

Director - Head Start 300 $47.34 $66.27 $85.20

Director - Maintenance 300 $47.34 $66.27 $85.20



EXHIBIT 5C (Continued) PROPOSED GRADE ORDER LIST


Grade

Proposed

Min

Proposed

Mid

Proposed

Max

Director - Payroll and Benefits 300 $47.34 $66.27 $85.20

Director - Safety and Security 300 $47.34 $66.27 $85.20

Director - School Nutrition 300 $47.34 $66.27 $85.20

Principal - Elementary School 300 $47.34 $66.27 $85.20

Principal - Middle School 310 $49.70 $69.58 $89.46

Executive Director of Administration 330 $54.80 $76.72 $98.63

Executive Director of Human Resources 330 $54.80 $76.72 $98.63

Executive Director of Learning and Organizational

Development 330 $54.80 $76.72 $98.63

Executive Director of Student Services 330 $54.80 $76.72 $98.63

Executive Director of Technology Services 330 $54.80 $76.72 $98.63

Executive Director of Transportation Services 330 $54.80 $76.72 $98.63

Principal - High School 330 $54.80 $76.72 $98.63

Chief Academic Officer 350 $60.41 $84.58 $108.74

Chief Financial Officer 350 $60.41 $84.58 $108.74

Chief Operations Officer 350 $60.41 $84.58 $108.74

Associate Superintendent 370 $66.61 $93.25 $119.89

FINDING

As part of this study, Evergreen presented various implementation options for transitioning

SCPS from the old schedules to the new schedule and the related reclassification of specific

positions. Exhibit 5D provides an operational description of how the three options were

calculated and how the pay plans or employee categories are impacted by the option.

Exhibit 5E shows the implementation cost for each option without benefits, the number of

employees impacted by the change, and the average magnitude of the change on the

impacted employees, with the phase-in options to follow.

Exhibits 5F and Exhibit 5G present two and three-year implementation options that include

the cost of bringing all employees to the new minimum salary level within each option without

benefits.

As shown in the operational descriptions, the second option attempts to address the

compression issues that have resulted from the salary freezes in past years. Basically,

compression means that employees hired in the last few years may all be at or near the

starting salary for the position with little differentiation between employees with four or five

years of service, for example, and those with one year of service. Because the calculations for

the second option are based on current salary, which has not moved consistently with years

of service, the second option will help some employees, but the methodology is flawed as a

result of the wage freezes. The third option overcompensates employees who have come to



SCPS in the last few years, but by moving salaries to the midpoint, compression is relieved at

the front end of the salary scale. To bring parity to the system, employee salaries need to be

adjusted based on actual years in a position, which will require careful, systematic study by

the administration.

RECOMMENDATION 5: Adopt the Bring to Minimum option and address the compression

issues in a systematic manner over the coming years.

EXHIBIT 5D

IMPLEMENTATION OPTIONS

Option Definition

Bring Employee

Salaries to New

Minimum

This approach brings employee base salaries to the newly proposed minimum, if their

existing salary falls below their newly assigned pay grade’s minimum. If the employee's

salary is above the minimum, the salary remains unchanged.

Current Range

Penetration -

Capped at

Midpoint

This approach applies each employee’s current pay range penetration percentage to

their newly assigned pay grade. That is, if an employee is currently 40 percent into their

current pay grade’s range, they are placed 40 percent into their newly assigned pay

grade’s range. If, however, the employee is currently more than 50 percent above their

current pay grade’s range, they are placed at either their current hourly rate or the

midpoint of their newly assigned pay grade’s range, whichever is greater. This option

includes the Bring to Minimum Costs.

Bring to Greater of

Midpoint or

Current Salary

This approach brings employee base salaries to the newly proposed midpoint, if their

existing salary falls below their newly assigned pay grade’s midpoint. If the employee's

salary is above the midpoint, the salary remains unchanged. This option includes the

Bring to Minimum Costs.



EXHIBIT 5E

IMPLEMENTATION OPTIONS

Option Total Implementation

Cost Without Benefits

# Employees Receiving

Adjustments

Avg. Salary Adjustment

for Employees Receiving

an Adjustment

Avg. Percentage

Adjustment

Bring Employee Salaries to New

Minimum $1,009,099 331 $3,049 14.8%

Current Range Penetration -

Capped at Midpoint $3,136,193 615 $5,100 15.7%

Bring to Greater of Midpoint or

Current Salary $8,166,365 682 $11,974 40.8%

EXHIBIT 5F

TWO-YEAR PHASED-IN IMPLEMENTATION OF OPTIONS

2-year


Cost Without Benefits Year 1 Cost Year 2 Cost

Bring Employees' Salaries to New Minimums $1,009,099 $1,009,099

Current Range Penetration - Capped at Midpoint $3,136,193 $2,072,646 $1,063,547

Bring to Greater of Midpoint or Current Salary $8,166,365 $4,587,732 $6,093,719

EXHIBIT 5G

THREE-YEAR PHASED-IN IMPLEMENTATION OF OPTIONS

3-Year


Cost Without Benefits Year 1 Cost Year 2 Cost Year 3 Cost

Bring Employees' Salaries to New Minimums $1,009,099 $1,009,099

Current Range Penetration - Capped at Midpoint $3,136,193 $1,718,131 $709,031 $709,031

Bring to Greater of Midpoint or Current Salary $8,166,365 $3,394,854 $2,385,755 $2,385,755



FINDING

As part of this study, Evergreen was tasked with developing a recommended schedule for

future evaluations of all job classifications. An established process allows for assessment of

a classification to determine if internally, it is compensated equitably in comparison to other

like classifications and assists with collecting the data necessary to determine if the

classification is titled correctly. A well-established schedule allows for evaluation of positions,

as requested by employees or supervisors, when there is evidence that a position’s primary

duties have changed; when a classification is newly created; and/or at regular intervals to

ensure that slotting relationships are maintained across the organization.

The tool used by Evergreen to assess internal job worth as part of this study was the Job

Assessment Tool (JAT). The results of this tool, paired with market data, provided a final, data-

driven value that was used to match the classification under review up to an appropriate

midpoint on SCPS’s proposed salary schedule. With all SCPS classifications now assessed

and slotted using this methodology, SCPS has an excellent foundation on which to base

compensation and classification decisions surrounding any position. Moving forward, SCPS

should employ the same methodology to continually assess positions.

RECOMMENDATION 6: Adopt the Job Assessment Tool (JAT) and market data-based

methodology from Evergreen to evaluate new and updated position titles.

SCPS should adopt the JAT and market-driven approach to be used for all future job

evaluations for all employees. This process serves as an unbiased means to capture a

snapshot of a position’s current duties and requirements, as well as identify a reasonable

level of compensation that aligns with the slotting established during the course of this study.

Every two years, on a rotating basis, SCPS should internally use the JAT to reassess all job

classifications. Supervisors can assist in the process by providing information on changes to

job duties or responsibilities thereby allowing updates to JAT scores where appropriate.

Calculations can then be run to ensure that all positions are slotted appropriately. Note that

upon completion of this study, Evergreen can provide SCPS staff with training on using the

study methodology and tools.

SCPS should also establish a mechanism or process to evaluate new and/or updated position

titles as needed between review cycles. Evergreen recommends the following process:

1. Department Head/Supervisor submits completed Job Review Form to Human

Resources to request a job evaluation for either a new or existing position. The

proposed form is displayed in Exhibit 5H. Note that one form per job should be

submitted.

2. Human Resources (HR) staff receives completed Job Review Form and determines

what action is needed; if action requires completion of JAT, a blank JAT is emailed by

HR to Department Head/Supervisor for completion. If the position is new, the JAT

should be filled out by the person with the most knowledge of the position. If no JAT is

needed, HR staff proceeds to Step 5.



3. Department Head/Supervisor completes JAT and submits to HR within 5 business

days.

4. HR receives and reviews JAT for accuracy. Score is input into existing regression

database (provided by Evergreen).

5. If market data on file is greater than one year old or not available for the position in

question, fresh market data is collected from established peers.

6. Average market midpoint is entered into existing regression database by HR.

7. With JAT and market data, the regression database provides HR staff with an

approximate midpoint. This midpoint is used to place the position on SCPS’s salary

schedule.

8. HR staff record final recommended pay grade and job title in the second section of the

Job Review Form (see Exhibit 5H).

9. A copy is emailed to the Department Head/Supervisor, as well as to SCPS

Administrator for final approval.

With this process in place, and continued use of the JAT and market data in making

classification and compensation decisions, SCPS will ensure an equitable system is

maintained. As noted, as part of this project, Evergreen will also be providing HR staff with JAT

training and access to all the tools necessary to continue this process.



EXHIBIT 5H

PROPOSED JOB REVIEW FORM – PART ONE

Job Review Form

Please complete all fields, scan, and electronically submit to the Human Resources

Department.

DEPARTMENT HEAD COMPLETES

Requester Name and Title:

Phone:

E-mail Address:

Department:

Today’s Date:

Job Title for Review:

Position Type (New or Existing):

Reason for Review:

Desired Outcome:



EXHIBIT 5H (Continued)

PROPOSED JOB REVIEW FORM – PART TWO*

HR USE ONLY

Signature: Signature:

Executive Director of

Human Resources

Supervisor

Date: Date:

Form Received by:

Form Reviewed by:

Today’s Date:

Action:

JAT Sent (Y/N): □ Yes □ No Once Returned, record date received____

Market Data Needed (Y/N): □ Yes □ No

Final JAT Score

Market Midpoint Value

Regression Midpoint

Title Recommendation:

Grade Recommendation:

Explanation of Findings:

Reviewer Notes:

*Part One and Part Two are contained on the same sheet.



FINDING

Any organization’s compensation and classification system will need periodic maintenance.

The recommendations provided in this chapter were developed based on conditions at the

time the data were collected. Without proper upkeep, recruitment and retention issues may

arise as the compensation and classification system becomes dated and less competitive.

While it is unlikely that the compensation plan, as a whole, will need to be adjusted for several

years, a select group of classifications may need to be reviewed more frequently. If one or

more of SCPS classifications are experiencing high turnover or are having difficulty with

recruitment, SCPS should collect salary range data from peer organizations to determine

whether an adjustment should be made to classification grades in question.

SCPS’s current practice of consistently including the cost of insurance when analyzing the

total compensation package for each position is commendable. Benefits can have a

significant impact when conducting small scale salary surveys.

RECOMMENDATION 7: Conduct small-scale salary surveys as needed to assess the market

competitiveness of hard-to-fill classifications or classifications with retention issues, and

make adjustments to pay grade assignments if necessary.

SCPS will be provided with the instruments used by Evergreen to conduct proper market

analysis. These tools should be used to maintain consistency in market analysis methodology

moving forward using a research-based and field tested approach.

FINDING

In order to maintain competitiveness between compensation and classification studies, SCPS

should continue adjusting its pay plan on an annual basis, as required. Rather than relying

only on consumer price index (CPI) values for cost of living adjustments, SCPS would benefit

from contacting the local peer group and determining the approach to pay plan adjustments

made by peersin addition to considering economic indicators such as CPI.

SCPS may find it struggles to navigate through changing economic conditions and with

organizations competing for the same human resources. For this reason, SCPS should

conduct an external comprehensive classification and compensation study every five years.

RECOMMENDATION 8: Conduct a comprehensive Classification and Compensation Study

every five to seven years.

The recommendations in this chapter provide a competitive pay plan, internally aligned

classification structure, and system administration practices that will provide SCPS with a

responsive compensation and classification system for years to come. While the upkeep of

this recommended system and associated pay and classification guidelines will require work,

SCPS will find that having a competitive compensation and classification system that

encourages strong recruitment and employee retention is well worth the effort.



STUDY SUMMARY

Evergreen Solutions was retained by SCPS to conduct a Classification and Compensation

Study for selected employees. The classification and compensation study was primarily

designed to focus on internal and external alignment of both the structure by which employees

are compensated as well as the way positions relate and compare to one another across the

organization.

From the analysis of the data gathered in the external labor market assessment, the following

conclusions were drawn:

SCPS, as a whole, was approximately 7.8 percent below the market minimum of salary

ranges of benchmark positions.

SCPS was approximately 4.7 percent below the market midpoint of salary ranges of

benchmark positions.

SCPS was approximately 4.1 percent below the market maximum of salary ranges of

benchmark positions.

The external market compensation analysis identified certain classifications compensated

below market average, while the internal analysis identified classifications compensated

disproportionately to other classifications based on complexity of the job performed. The

results from these analyses were combined using regression analysis and led to the

recommendations contained in this chapter.

Overall, to more accurately reflect the market salary ranges, adjustments to SCPS salary range

spreads and individual classification range assignments have been recommended.

Using the same market data that was obtained for the 2018-19 fiscal year, by adopting the

proposed uniform scale for the 2019-20 fiscal year, SCPS’s salary scales will move to

approximately 1.1 percent above the market at the minimum, 4.3 percent ahead at the

midpoint, and 6.0 percent ahead at the maximum. Because the proposed salary ranges for

2019-20 are being compared to the peers’ 2018-19 ranges, it is important to note that typical

salary increases of between 2 and 5 percent among the peers will narrow that gap but should

bring SCPS’s scale more in line with market conditions.

classification and compensation study for stafford county ...€¦ · the evergreen team conducted...

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