Job Classification and Compensation Study for the Escambia County School District Presentation of Results August 11, 2016
Agenda • Study Process • Outreach Summary • Assessment of Current Conditions • Salary and Benefits Market Surveys • Recommendations • Conclusion • Next Steps • Questions 1
Study Process • Study Initiation and Data Collection • Outreach and Orientation Sessions • Analysis of Current Conditions • Job Assessment Tool (JAT) and Classification Scoring • Market Salary and Benefits Surveys • Recommendations 2
Study Initiation and Outreach • Study Initiation – Summer 2015 • 16 Orientation Sessions – September 8 and 9, 2015 • Onsite Visits – Weeks of: September 14, 2015 January 11, 2016 • 419 Interviews and Focus Groups conducted with 703 Employees 3
Study Initiation and Outreach • Job Assessment Tool (JAT) – September 10 to September 25; Supervisor’s Review – September 26 to October 8 • 54 Percent JAT Participation Rate (94.8% for Administrative, 85.2% for Professional, and 45.7% for Support) • 75 Management Issue Tools (MITs) 4
Outreach Summary • Employees enjoy the working environment in the Escambia County School District and share genuine passion and appreciation for working with students. • Many employees are concerned that the current compensation structure pays them less than in peer organizations. • Several employees provided examples of internal equity and compression issues. • Many employees expressed concern with the lack of pay raises and would like to see more consistency in compensation administration. • Employees shared various issues with classifications and position titles. 5
Assessment of Conditions • Administrative Salary Schedule 74 classifications 13 grades 21 steps per grade • Professional Salary Schedule 117 classifications 18 grades 21 steps per grade • Educational Support Professional (ESP) Salary Schedule 116 classifications 26 pay grades (numbered 8 to 33) 30 steps per grade Provides for additional compensation on top of base salary* *Average supplement of 4.02 percent 6
Assessment of Conditions (Cont’d) • Summary Analysis 99 Departments 2,211 non-instructional employees Range spreads are close to the best practice standard of 50-70 percent. Midpoint progression across all salary schedules is inconsistent, and in many cases, not aligned with the best practice standard of between 3 and 5 percent. 7
Assessment of Conditions (Cont’d) There is no continuity between schedules in terms of grade nomenclature. That is, the lowest grade of the Administrative and Professional schedule is labeled with the highest grade number (Grade 13 and 18, respectively), while this the lowest grade in the ESP schedule is Grade 8. The number of steps varies between schedules at either 21 or 30. Significant supplements can be added to the ESP base salary schedule. 8
Job Assessment Tool • Provided Data on Roles and Responsibilities by Classification • All Employees Asked to Complete • Produced Classification Scores Based on 5 Factors: Leadership Working Conditions Complexity Decision Making Relationships • Multiple Verification Steps: Employee Input, Supervisor Review, Review by Evergreen, Review by Human Resources Office Staff • Combined with Market Survey Data, allowed for Calculation of Predicted Market Values and Updating of Job Descriptions 9
Market Survey • 305 Benchmark Classifications • 30 Market Peers (11 school districts, 2 higher education institutions, 4 government organizations, and 13 private organizations) • 1,579 Market Matches Made • Evergreen found that overall District salary ranges are: 1.7 percent below the market average minimum across all surveyed job titles; 5.5 percent above the market midpoint average; and 8.2 percent above market average at maximum of the range. 10
Market Survey (Cont’d) • Average Market Range Spread of 46.0 percent: Administrative – 29.0 percent ESP – 54.3 percent Professional – 50.0 percent • Market Average Benefits as a Percent of Compensation is 21.5 Percent (21.9 Percent at ESCD) 11
Recommendations • Eight Total Recommendations to Address Compensation and Classification Findings • Implementation Costs Calculated for Each Recommendation that has a Fiscal Impact • Recommendations Designed to Bring the Escambia County School District to Market 12
Recommendations Recommendation 1: Adopt the proposed salary schedule to address the weaknesses identified by Evergreen. Recommendation 2: Continue the practice of providing education supplements to employees on the Administrative and Professional salary schedules, but limit the supplements to those earning a degree greater than that which is required for their position and only provide supplements for education obtained that is related to the position’s job functions . 13
Recommendations Recommendation 3: Adopt proposed title changes and the proposed grade order list which ensure both internal and external equity for all District classifications. Positions are slotted both up and down according to regression analysis. One-Year r Imp mpleme ement ntation ion Cost* Option on Cost Option on 1: Bring to Minimu mum $690,511 Option on 2: Range Penet etrati ation on Pa Parity $1,963,143 Option on 3: Comp mpa-Rati atio o Pa Parity $1,791,953 Option on 4: Class Date Pa Parity $6,326,914 *Note that options can be phased in. 14
Recommendations Two-Yea ear Imp mple lement mentati ation on Cost Option on Year One Cost Year Two Cost Option on 1: Bring to Minimu mum $345,256 $345,256 Option on 2: Range Penet etrati ation on Pa Parity $981,571 $981,571 Option on 3: Comp mpa-Rati atio o Pa Parity $895,976 $895,976 Option ion 4: Class Date Pa Parity $3,163,457 $3,163,457 Three ee-Yea ear Imp mple lement mentati ation on Cost Option on Year One Year Two Cost Year Three e Cost Cost Option on 1: Bring to Minimu mum $230,170 $230,170 $230,170 Option on 2: Range Penet etrati ation on $654,381 $654,381 $654,381 Pa Parity Option on 3: Comp mpa-Rati atio o Pa Parity $597,318 $597,318 $597,318 Option on 4: Class Date Pa Parity $2,108,971 $2,108,971 $2,108,971 15
Recommendations Recommendation 4: : Eliminate the four types of supplement pay for the ESP Salary Schedule. Recommendation 5: Revise the rules for ESP demotions. COMMENDATION: The Escambia County School District is commended for maintaining benefits offerings that are highly competitive with market peers. 16
Recommendations Recommendation 6: Adopt the Job Assessment Tool and market data-based methodology from Evergreen to consistently evaluate new and updated position titles. Recommendation 7: Monitor market average movement on an annual basis to determine what method should be used to adjust pay grades thereby remaining competitive with the market and ensuring a positive impact on recruitment and retention. Recommendation 8: Conduct a comprehensive classification and compensation study every three to five years. 17
Conclusion • Evergreen’s recommendations bring the Escambia County School District to market. • Implementation of the new structure will: improve the internal equity of positions and the ability to compete for and retain dedicated, valued employees; compensate employees taking into consideration internal and external equity; allow for flexibility in its administration; and provide ample room for salary growth within the ranges. 18
Next Steps • Finalize Job Descriptions • Implement JobForce Manager 19
Thank you! Questions? Dr. Linda Recio, President Tom Masters, Vice President Evergreen Solutions, LLC 20
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