Compensation and Classification Study
for Alachua County BOCC, Sheriff,
Property Appraiser, and Supervisor of Elections Offices, FL
Presentation of Results
19 January 2016
Agenda
• Study Process
• Outreach Summary
• Salary Quartile Analysis
• Compensation Philosophy Development
• Classification Review Results
• Compensation Review Results
• Recommendations
• Questions
1
Study Process
Completed:
 Conducted employee outreach and reviewed findings
with the each Office’s project team.
 Reviewed current conditions of each Office’s system.
 Developed Compensation Philosophy for each Office.
 Analyzed internal equity by reviewing Job
Assessment Tools (JAT) and developed a point factor
score for each classification.
 Analyzed external equity/market competitiveness of
each Office’s current compensation system.
2
Study Process (cont.)
 Utilized internal and external equity results to develop
unique compensation structures.
 Prepared options for implementation of proposed
compensation structures.
 Estimated salary costs for each option.
Remaining:
 Finalize recommendations.
 Finalize/provide study report.
 Revise job descriptions utilizing existing descriptions
and input from employee JATs.
3
Outreach Summary
• Overall, employees believed the County Offices were quality
organizations and a good place to work
• Most employees expressed the sentiment that current salary
ranges and individual salaries were below peers
•
Some participants believed their duties have increased over
time while their compensation remained the same
•
Many employees expressed the concern of rising employee
health costs and salaries have not increased at the same rate
4
Salary Quartile Analysis
Analyzed the distribution of employee salaries across the
pay ranges:
Office
BOCC
Property Appraiser
Sheriff
Supervisor of Elections
Total
Total
1st Quartile
2nd Quartile
3rd Quartile
4th Quartile
Employees # Employees % Employees # Employees % Employees # Employees % Employees # Employees % Employees
806
577
71.6%
130
16.1%
61
7.6%
38
4.7%
50
8
16.0%
21
42.0%
8
16.0%
13
26.0%
829
519
62.6%
168
20.3%
83
10.0%
59
7.1%
9
4
44.4%
2
22.2%
2
22.2%
1
11.1%
1694
1108
65.4%
321
18.9%
154
9.1%
111
6.6%
5
Compensation Philosophy
Compensation Philosophies influence Employee Salaries:
Desired
Market
Position
Fiscal Considerations
Pay
Increase
Methods
Salary
Structure
Pay
Practices
Employee
Salaries
Pay Plan
Design
6
Compensation Philosophy (cont.)
Specific statements were developed for each Office:
• All Offices expressed a desire to administer salary structures
at the 60th percentile.
• BOCC, PA, and SOE Offices expressed a desire to continue
to administer open-range salary structures.
• Sheriff’s Office expressed a desire to continue to administer
step plans.
• Offices will continue to administer varied pay practices:
methods of salary increases, determining new hire salaries,
promotions, etc.
7
Classification
Reviewed internal equity for each classification utilizing a point
factor scoring method and made specific recommendations for
each Office with regard to new class titles:
Current Class Title
ACCOUNTING CLERK
BUILDING MECHANIC
CLAIMS ADJUSTER
CRISIS CTR PROJECT COORD
FACIL MAINT COORD
Recommended Class Title
Accounting Technician
Building Maintenance Specialist
Worker's Compensation Coordinator
Crisis Center Counseling Coordinator
Facility Maintenance Supervisor
8
Compensation
Conducted a salary survey and collected salary range data from
these 47 peers to analyze external (market) equity for benchmark
classifications:
Peer Data Collected
Alachua County School Board
Brevard County
Charlotte County Sheriff's Office
Citrus County Supervisor of Elections
City of Gainesville
City of Lake City
City of Ocala
City of Tampa
City of Trenton
Clay County Property Appraiser
Clay County Supervisor of Elections
Collier County
Collier County Sheriff's Office
Collier County Supervisor of Elections
Columbia County
Duval County
Duval County Supervisor of Elections
Escambia County
Escambia County Property Appraiser
Escambia County Supervisor of Elections
Gilchrist County Property Appraiser
Hernando County Sheriff's Office
Lake County
Leon County
Leon County Supervisor of Elections
Manatee County Sheriff's Office
Marion County Sheriff Office
Marion County Supervisor of Elections
Monroe County Sheriff's Office
Orange County
Orange County Library System
Osceola County
Pasco County
Pinellas County
Pinellas County Supervisor of Elections
Polk County
Polk County Sheriff's Office
Santa Rosa County
Sarasota County
Seminole County
Seminole County Property Appraiser
St. Johns County
St. Johns County Supervisor of Elections
State of Florida
Tallahassee Police Department
Tampa Police Department
University of Florida
9
Compensation
Collected salary range data for total of 144 benchmark
classifications (subset of all classifications for all Offices) and
compared the data at the 60th percentile:
Constitutional
BOCC
Property Appraiser
Sheriff
Supervisor of Elections
Survey
Minimum
Survey
Midpoint
% Diff
% Diff
0.5%
-3.0%
-2.7%
-29.3%
-1.2%
-10.7%
-5.3%
-33.4%
Survey
Survey Avg
Maximum
Range
% Diff
-4.1%
-16.1%
-6.8%
-38.1%
69.8%
66.7%
63.2%
68.8%
# Resp
9.9
5.9
8.7
5.8
* Results do not indicate that all classifications were ahead or behind.
Note: Salary range comparisons relative to structures at beginning of study (BOCC, SOE have updated salary structures).
Note: Peers and benchmarks included Library District, though these are not included in results above.
10
Compensation (cont.)
BOCC Recommended Pay Plan
Grade
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
BOCC
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
Minimum
Midpoint
Maximum
Salary Range
$ 24,960.00
$ 27,174.49
$ 28,723.61
$ 30,361.31
$ 32,091.71
$ 33,920.99
$ 35,854.30
$ 37,897.82
$ 40,057.73
$ 42,341.24
$ 44,754.53
$ 47,305.84
$ 50,002.38
$ 52,852.39
$ 55,865.14
$ 59,049.90
$ 62,415.94
$ 65,973.56
$ 69,734.09
$ 73,708.86
$ 77,910.23
$ 82,351.59
$ 87,045.30
$ 92,006.81
$ 97,251.57
$ 102,795.03
$ 32,448.00
$ 35,326.94
$ 37,340.59
$ 39,469.60
$ 41,719.12
$ 44,097.39
$ 46,610.59
$ 49,266.96
$ 52,075.77
$ 55,044.23
$ 58,181.61
$ 61,498.21
$ 65,003.30
$ 68,708.21
$ 72,625.30
$ 76,764.87
$ 81,141.34
$ 85,766.04
$ 90,654.42
$ 95,821.93
$ 101,284.02
$ 107,057.17
$ 113,158.89
$ 119,608.75
$ 126,427.35
$ 133,634.26
$ 39,936.00
$ 43,479.39
$ 45,957.57
$ 48,577.89
$ 51,346.53
$ 54,273.79
$ 57,366.88
$ 60,636.10
$ 64,092.78
$ 67,746.19
$ 71,607.66
$ 75,689.55
$ 80,004.22
$ 84,564.03
$ 89,384.43
$ 94,479.84
$ 99,865.71
$ 105,557.49
$ 111,574.75
$ 117,933.97
$ 124,656.78
$ 131,762.75
$ 139,272.48
$ 147,210.69
$ 155,602.10
$ 164,472.46
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
60.0%
Each pay plan
starts at or
above the living
wage.
11
Compensation (cont.)
Utilizing the new plan structure for each Office, individually
assigned a pay grade for each classification:
• Utilized both internal and external equity results
• Based on results and new plan, made individual pay grade
recommendation for each classification
• Some classifications’ pay ranges increased, some remained
relatively the same
12
Implementation Options
Option 1 – All Offices:
Bring to New Minimums - Each employee's salary is adjusted to
the new minimum of the classification's proposed pay grade. If his/her
salary is already within the proposed pay range, no adjustment is
made.
Office
BOCC
Sheriff
Supervisor of Elections
Property Appraiser
Total
Bring Employees to
Minimum
Total
# Employees
Adjustment
Receiving
Cost
Adjustments
$ 358,022.29
215
$ 1,044,960.94
399
$ 32,280.52
5
$
1,383.00
1
$ 1,436,646.75
620
13
Implementation Options
Additional Options – All Offices:
• Range Penetration Capped at Midpoint- A calculation is completed to see
the percentage through the current range an employee's salary falls. The employee's
recommended salary calculation will place him/her the same percentage through the
proposed range. This calculation will only bring employees to the midpoint. For
example, if an employee's salary is 65% through the current range, the employee's
salary adjustment will only be brought to the midpoint of the new salary range. If an
employee's salary is above midpoint, the employee's salary is not adjusted. This
option includes the Bring to Minimum Cost.
• Range Penetration Capped at Quartile One – This option is the same as
the Range Penetration Capped at Midpoint, however, the cap is at the first quartile.
This option includes the Bring to Minimum Cost.
• Closest Step (Sheriff Only) – This option brings each employee’s salary to the
closest step based on his/her current salary. If the employee’s salary is below the
new minimum, his/her salary would be adjusted to the new minimum. This option
includes the Bring to Minimum Cost.
14
Implementation Options
Additional Options All Offices:
Office
Current Range Penetration
Capped at Quartile One
Current Range Penetration
Capped at Midpoint
Closest Step
Total
# Employees
Total
# Employees
Total
# Employees
Adjustment Receiving Adjustment Receiving Adjustment Receiving
Cost
Adjustments
Cost
Adjustments
Cost
Adjustments
BOCC
$ 1,132,697.82
532
$ 1,407,276.60
625
Sheriff
$ 1,285,744.94
833
Supervisor of Elections $ 53,252.63
7
$ 66,642.16
8
Property Appraiser
$ 32,035.45
15
$ 119,683.37
37
Total
$ 1,217,985.90
554
$ 1,593,602.14
670
$ 1,285,744.94
833
*These cost calculations include the Bring to Minimum costs.
15
Pre- & Post- Market Comparisons
Salary range comparisons for benchmark classifications (only) at beginning of study:
Constitutional
BOCC
Property Appraiser
Sheriff
Supervisor of Elections
Survey
Minimum
Survey
Midpoint
% Diff
% Diff
0.5%
-3.0%
-2.7%
-29.3%
-1.2%
-10.7%
-5.3%
-33.4%
Survey
Survey Avg
Maximum
Range
% Diff
-4.1%
-16.1%
-6.8%
-38.1%
69.8%
66.7%
63.2%
68.8%
# Resp
9.9
5.9
8.7
5.8
Salary range comparisons for same benchmark classifications (only) if new structure
(pay ranges) are implemented:
Constitutional
BOCC
Property Appraiser
Sheriff
Supervisor of Elections
Survey
Minimum
Survey
Midpoint
% Diff
% Diff
7.1%
1.3%
4.4%
-5.8%
5.8%
-1.9%
2.3%
-5.9%
Survey
Survey Avg
Maximum
Range
% Diff
3.5%
-4.0%
1.2%
-6.9%
69.8%
66.7%
63.2%
68.8%
# Resp
9.9
5.9
8.7
5.8
16
Recommendations
• Implement the proposed classification and
compensation structures.
• Choose an implementation option (or approach)
and communicate results of study to employees.
• Continue to review the pay plans and adjust as
necessary to remain competitive with market peers.
• Conduct comprehensive classification and
compensation studies every three to five years.
17
The End
Additional Questions?
Thank You!
Evergreen Solutions, LLC
2878 Remington Green Circle
Tallahassee, Florida 32308
850.383.0111
www.ConsultEvergreen.com
18