and US Department of Labor, Bureau of Labor Statistics Economic Research Institute - AZ Statewide for Dir level only

Transcription

1 1 RESULTS OF THE FY 2014 COMPENSATION STUDY for YUMA COUNTY MARCH 2014

2 Project Tasks 2 Conduct a market survey and compare offerings to other comparable employers. salary Identify any needed market corrections for the County s pay plan and develop possible implementation scenarios to ensure the County s ability to attract and retain skilled staff. Develop recommendations for the County consider in this or upcoming budget year(s). to

3 Survey Comparators 3 Survey Data includes (historically approved comparators): Arizona Western College City of Chandler City of Glendale City of Mesa City of Peoria City of Tempe City of Yuma Federal Government Housing Authority of the City of Yuma Imperial County, CA Maricopa County, AZ Mohave County, AZ Pima County, AZ Pinal County, AZ San Bernardino County, CA Yavapai County, AZ and US Department of Labor, Bureau of Labor Statistics Economic Research Institute - AZ Statewide for Dir level only

4 Survey Illustration 4 Yuma County Job Class Survey Job Class Participant Organization Yuma County Midpoint Market Midpoint Variance $ % Accountant II $53,219 $58,186 -$4, % Sr. Accountant City of Chandler $65,702 Staff Accountant GS 9 Federal Government $57,630 Accountant City of Peoria $57,487 Accountant II City of Mesa $57,140 Accountant City of Tempe $56,776 Accountant II Pinal County, AZ $56,678 Accountant City of Yuma $56,296 Accountant Mohave County, AZ $54,817 Accountant II City of Glendale $53,152 Accountant Yavapai County, AZ $50,294 Accountant Maricopa County, AZ $49,926 Accountant II San Bernardino County, CA $46,948 Accountant Imperial County, CA $45,750 Accountant Pima County, AZ $45,521 Financial Aid Accountant Arizona Western College $45,502 No match Housing Authority of the City of Yuma - Public Sector Rate: $53,308 Accountants and Auditors (16,750 reported) Bureau of Labor Statistics (BLS), Statew ide $63,080 Accountants and Auditors (160 reported) Bureau of Labor Statistics (BLS), Yuma $63,050 Published Survey Rate: $63,065 Prevailing Rate: $58,186

5 Summary of Survey Findings 5 A total of 41 job titles were surveyed. Only 22% of the County s current pay ranges are competitive (within 5% of the prevailing rates). 32% of the job titles (13 out of 41) surveyed were found to be greater than -15% below market. Of these, the actual salaries of County employees in 8 of the jobs are also well below market. The average market surveyed is -11.4%. variance of the 41 job titles

6 Additional Background Information 6 The County utilizes an internal-equity equity oriented compensation plan, driven by formal scoring of all jobs, rather than using a market-based approach. The County utilizes a grade and step structure containing over 400 pay grades, each with 18 steps from entry to top out. Each step is 2.5% apart. Adjustments to the entire pay scale, perhaps over time when affordable, appear to be warranted to prevent many jobs from being paid at 75%-85% of market.

7 Possible Immediate Corrections 7 Adjustments to salaries for those jobs farthest below market should be considered as soon as possible. Market-based pay corrections could be made by job group to prevent compression. Market adjustments are recommended for the benchmarked positions that were 15% or more out of market.

8 Notes on Market Adjustments 8 For example, a County-wide step increase or 2.5% increase for all employees costs approximately $1.5m. Adjustments of 2.5% for employees in job groups surveyed below market, affecting approximately 380 employees, costs approximately $ , % adjustments would be $ , We do not recommend adjusting only the employees whose job was surveyed to be more than 15% below, as un unfair advantage would be created for those in survey benchmark jobs. These market adjustments would not typically replace any other budgeted COLA, merit, etc, and would not affect all employees.

9 Min Step: 80% of Midpoint Pay Range Illustration Midpoint or Steps % of Pay Range Max Step: 120% of Midpoint 9 Hiring Range* Journey Rate Above Market * D.O.E Years Market Alignment By Position / Title And Philosophy

10 Summary 10 At minimum, budget for step increases within the County s current salary structure as soon as possible. Identify available funds to prevent any position from being paid greater than 15% below market, and make market corrections by job group when feasible. Questions? Comments?