FY 2019 Compensation Budget Wrap-up Work Session

Transcription

1 FY 2019 Compensation Budget Wrap-up Work Session 1

2 Total Compensation Philosophy (Pay Section) Updated Draft New language highlighted Provide salaries that are competitive in our target market. Our target market consists of jurisdictions and organizations of similar size, service, and structure. For most positions this includes Alexandria, Fairfax and Prince William. The market position goal for the County is to: Provide annual increases that assist in maintaining competitive advantage Have pay range maximums within 5% of the average maximums of our comparators Have pay range minimums for entry-level public safety positions lead among the comparators Additional organizations that share our recruitment base may be factored into our target market as appropriate and in order to maintain our competitive status. 2

3 Public Safety Entry Pay Increases Dept FY19 Leading Entry Rate Leading Entry Rate Jurisdiction CM FY19 Entry Rate Minimum CM FY19 Entry Rate vs. Market FY19 New Entry Minimum FY19 New Entry Rate vs. Market FY20 Entry Minimum FIR $55,682 Fairfax $49, % $52, % $55,682 POL $55,390 Prince William $54, % $55, % $55,494 SRF $52,582 Fairfax $50, % $51, % $52,582 3

4 Summary: Multi-year Cost Increase Pay FY 19 FY 20 Future Annual Merit Increases (General & PS) $5.40 M $5.60 M Commitment: Public Safety Increases Initially proposed for FY19 (range increases, employee mkt adj & Kelly Day) Add l cost with increases to entry pay 2 nd year cost of increases to entry pay 2 nd year increase in merit percentages Restoration of vacancies & 2 nd year Kelly Day General Employees Increase Ranges 1% Compensation Maintenance $3.69 M $1.34 M $0.45 M $1.02 M $2.20 M $0.50 M $0.50 M $0.65 M Total Workforce Investment* $10.93 M $10.42 M Public safety employees reach 90% of maximum by Year 9 Multi-year plan to achieve in 5 years Police: Police Officer Sgt Fire: Firefighter I Captain II Sheriff: Deputy Sheriff Deputy Sheriff Sgt *All costs include retirement and FICA 4

5 Funding Options for FY 2019 Increased Entry Pay for Public Safety Repurpose Savings from Lower than Authorized Hiring Levels in Public Safety FY 2019 Police Savings: Projected vacancy of 16.0 uniformed POs Based on PO average salary = $89K/FTE 10 FTES = $890 K FY 2019 Sheriff Savings: Projected vacancy of 6.0 DS FTEs Based on DS average salary = $85K/FTE 6 FTES = $510 K FY 2019 Total Savings: $1.4 M FY 2019 Costs of Increased Public Safety Entry Pay Police $480 K Fire (year 1) $630 K Sheriff (year 1) $230 K FY19 Total Costs: $1.34 M 5

6 Compensation Maintenance Plan Year 1 Year 2 Year 3-5* Public Safety (Uniformed) Emergency Communications and Public Safety Support; Trades; Planning, Housing, and Economic Development Accounting & Financial; Administrative & Support Services; Clinical, Nurses, and Human Services Support; Engineering, Construction, and Permits; Human Resources; Information Technology; Judicial and Legal; Libraries; Parks and Programming FD, PD, SRF PSCEM, DES, DPR, AED, CPHD County-wide See previous slide Subsequent years average ~$0.65M - $0.75M, annually; Costs dependent on other jurisdictions range movement; other County compensation decisions, economy, turnover and other factors *Year 3-5 schedule will be reviewed annually to identify job families needing priority based on market demands and/or recruiting/retention difficulty. 6

7 Public Safety Recruitment Each department, to include PSCEM, is assessing its current recruitment strategy and will be developing outcome measures to ensure effective competitiveness against our comparators 7

8 Total Compensation Philosophy Arlington County recognizes our employees are the foundation of our success. This philosophy provides a broad framework to guide decisions that impact total compensation. We strive to offer a total compensation package that: Enables Arlington County to attract, recruit, develop, motivate, reward, and retain a high caliber, diverse workforce; Provides employees with fair, competitive pay, benefits and retirement options throughout employees tenure; Shares the cost of benefits between the County and the employee and includes participation in federal programs such as Social Security and Medicare. TOTAL COMPENSATION PRINCIPLES A. Provide salaries that are competitive in our target market. Our target market consists of jurisdictions and organizations of similar size, service, and structure that would be our competitors for employees. For most positions this includes Alexandria, Fairfax and Prince William. The market position goal for the County is to: Provide annual increases that assist in maintaining competitive advantage Have pay range maximums within 5% of the average maximums of our comparators Have pay range minimums for entry-level public safety positions lead among the comparators. Additional organizations that share our recruitment base may be factored into our target market as appropriate to maintain our competitive status. 8

9 Total Compensation Philosophy (cont.) TOTAL COMPENSATION PRINCIPLES (continued) B. Provide employees with leave and/or disability benefits that assist in replacing a portion of income lost in order that employees may care for themselves during qualifying periods of illness or absence. C. Provide a retirement program that offers defined benefit and defined contribution (including deferred compensation) options that will assist employees in achieving their individual retirement goals. D. Provide affordable healthcare that offers employees the ability to choose the option that best fits their needs. E. Encourage, support and reward employees at all levels of the organization by offering learning opportunities to promote professional growth and development. F. Enhance work-life balance through offerings such as: alternative work schedules, employee wellness programs and ancillary benefit programs like transit subsidies. G. Foster a positive work environment that provides meaningful work and encourages employee innovation and creativity. The total compensation package will be administered in a fiscally responsible manner. When the County is unable to achieve the desired market position within the Board s budget guidelines, a multi-year plan should be developed to address future needs. Nothing in this statement should be construed as a required benefit. The Human Resources Department will develop operational policies to support the total compensation package. A review will be conducted annually. 9