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AGENDA
• Total Compensation Study Overview and
Methodology
• Results
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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.
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SURVEY ELEMENTS
Comparator Benchmark
Agencies Classifications
Benefits
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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%
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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
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DATA COLLECTION
• Job/Class Descriptions
• MOU's
• Organizational Charts
• Salary Information
• Description-to-Description
• 70% Match
• Follow-Up
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MARKET FINDINGS
Base Salary 2014 Market 2016 Market
Position — Position —
Percentile Percentile
All OCSD 77th 70th
Represented Groups Only 82nd 76th
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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
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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
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