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HomeMy WebLinkAboutItem 3 Presentation Steering Committee Meeting 06-22-2016.pdf 0111r,-\I rE� COUNTY .5,r\IvJJ-rrV-rJJ1vJ 1) J r-r 1 J-rr\! r J IM p J 5rV-r J J 1v1 r J `1 J > 0 AGENDA • Total Compensation Study Overview and Methodology • Results 2 STUDY GOALS • Concern of the Board and management that employees be recognized for level and scope of work performed . • Pay employees on a fair and competitive basis to recruit and retain a high-quality staff. • Utilize the market data as a reference point to develop a compensation plan that meets the needs of this industry-leading, progressive District. • Ensure internal relationships of salaries are based upon objective, non-quantitative evaluation factors resulting in equity across the District. 3 L� I V I -p \J -)j -A-rI J ��J 4 SURVEY ELEMENTS Comparator Benchmark Agencies Classifications Benefits 5 BENCHMARK CLASSIFICATIONS Employee Group Number of Benchmark Classifications Executive 5 Management 9 Confidential, Professional, & Supervisor 40 Local 501 13 OCEA 12 Total Benchmark Classifications 79 % of All Classifications 54% 6 COMPARATOR AGENCIES 1. Central Contra Costa Sanitary 10. Eastern Municipal Water District District 11. Inland Empire Utilities Agency* 2. City of Anaheim 12. Irvine Ranch Water District 3. City of Garden Grove 13. Las Virgenes Municipal Water District* 4. City of Huntington Beach 14. Metropolitan Water District of 5. City of Irvine Southern California* 6. City of Los Angeles 15. Orange County Water District 7. City of San Diego 16. Sanitation Districts of Los Angeles 8. County of Los Angeles County 9. East Bay Municipal Utility District 17. Western Municipal Water District* * Agencies new to the 2016 Total Compensation Study BENEFITS COLLECTED • Retirement (Plan with the highest enrollment; MD Plan H) — Employer Paid Member Contribution — Enhancements — Social Security • Deferred Compensation • Insurances (Family coverage) — Medical, Dental, Vision, Employee Assistance Program, Life and AD&D Insurances, Disability Insurances — Other (examples: Employer paid physical exams; flexible spending or dependent care spending account contributions) • Leaves (Employee who has completed 5 years of service) — Vacation, Holidays, Administrative or Management Leave • Auto Allowance • Other — Examples: OCSD's Investment Incentive Salary benefit; technology allowances * Benefits offered to new hires are different and may not be as competitive to the market s DATA COLLECTION • Job/Class Descriptions • MOU's • Organizational Charts • Salary Information • Description-to-Description • 70% Match • Follow-Up 9 MARKET FINDINGS Base Salary 2014 Market 2016 Market Position — Position — Percentile Percentile All OCSD 77th 70th Represented Groups Only 82nd 76th 10 COMPENSATION STRUCTURE AND STRATEGY '' EVELOPMENT • Market data provides reference point • Step 1 : Decide compensation philosophy • Step 2 : Design compensation structure • Step 3 : Place job classes within structure • Step 4 : Determine actual employee pay • Continued maintenance & administration COMPENSATION PHILOSOPHY • Use market data as reference point — Percentile — Cost of living in immediate and surrounding geographic areas — Competition for qualified employees — Retain employees that District has already invested in — Regulatory changes requiring increasingly skilled workforce 12 INTERNAL RELATIONSHIPS • Non-benchmarked classifications and classifications with insufficient market data • Analyze the whole position • Common internal alignment percentages — Common market practices — Current OCSD practices 13 -r -FI ] -> >\11s J CJII� II) � f� r Koff & Assoc a I P, ys Solving the Human Resources Puzzle for 30 Years