compensation & classification study

Compensation & Classification Study

for

Final Report

July 30, 2018

13580 Groupe Drive, Suite 200 Woodbridge, Virginia 22192 703‐590‐7250 – phone

MANAGEMENT ADVISORY GROUP INTL., INC.

MANAGEMENT CONSULTING SERVICES

July 30, 2018 Vince Pavic, Director of Human Resources and Employee Relations Wicomico County Public Schools 2424 Northgate Drive Salisbury, MD 21802 Dear Vince: Management Advisory Group International, Inc. (MAG) is pleased to present this Final Report for a Classification and Compensation Study. The Draft Report is organized into the following Sections:

Section 1: Overview and Introduction

Section 2: Methodology and Findings

Section 3: Selected Compensation Policies

Section 4: Proposed Pay Grade Structure Because many of the study findings and recommendations are instrumental to the collective bargaining/contract negotiation process, these materials are not subject to public disclosure and are being provided under separate cover. MAG would like to express our thanks to the HR staff and all employees who have participated in this important project. Please contact us at (703) 590‐7250 if you have questions. Sincerely,

Donald C. Long, Ph.D.

President Management Advisory Group International, Inc. 13580 Groupe Drive, Suite 200 Woodbridge, VA 22192

Management Advisory Group International, Inc. ©2018

Wicomico County Public Schools, Maryland

Classification & Compensation Study

Table of Contents

Transmittal Letter Table of Contents Executive Summary 1.0 – Overview and Introduction Section 1 2.0 – Methodology and Findings Section 2 3.0 – Selected Personnel Policies Section 3 4.0 – Proposed Pay Grade Structure Section 4

SECTION 1.0 Overview and Introduction

Management Advisory Group International, Inc. 2018

Page 1

Management Advisory Group International, Inc. © 2018

Section 1: Overview and Introduction

Wicomico County Public Schools contracted with Management Advisory Group International, Inc.

(MAG) to conduct a compensation and classification study for all current classifications. This report

presents the findings and recommendations of the classification and compensation study. MAG’s findings

and recommendations are based on:

salary survey results; current organizational structure; job analysis and, internal and external competitiveness considerations.

One goal of the school district for this project was to provide the foundation for an appropriate

classification and compensation system and pay plan based on current compensation levels for peer and

competitor public sector employers, school districts and local market competitors. In response, MAG has

developed a proposed pay plan and equity adjustment recommendations for all classifications, except

those paid on the Teacher’s Pay Schedule, Administrator’s and Supervisor’s Pay Schedule and Executive

Pay Schedule.

Project Focus The objectives of the study were to:

Collect and review job information, from employees and their supervisors, for all included classifications;

Gather salary data from identified peer and competitor organizations for a number of “benchmark” classes;

Provide classification/compensation related data to be used in District contract negotiation sessions.

Current Pay Plans

The current pay plan structure for the majority of classifications is determined by negotiated

contract. Currently, the pay plans are structured with steps.

Proposed Pay Plan Structure

MAG recommends the District work toward negotiating a uniformly structured

classification/compensation plan within a structure that is progressive and recognizes both vertical

separation between and among various levels of work and also provides for horizontal growth within a

salary range.

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Based on salary survey results, MAG recommends a compensation structure where grades are

approximately 55% in width, from minimum to maximum, to more closely reflect average range widths in

the market. MAG also recommends a 5% difference between the grades. This allows for distinctions

between levels of work within the organization and also provides for a more direct comparison to market

pricing. While MAG would recommend that the current step structures be replaced with an open range

structure, we understand that existing contracts specify steps and removal of steps would need to be

successfully negotiated in future contracts. It should be noted that going to an open range structure allows

greater flexibility both in controlling cost and in lateral movement of employees through their assigned

pay range.

The District’s top management suggested that MAG’s proposed pay structure be migrated to mirror

the current numbering system being used. MAG understands that doing this will provide for a smoother

potential transition, through the contract negotiation process, to an overall classification/compensation

structure that is both externally competitive and reflects internal relationships. The resulting pay grade

structure is provided in Section 4, following this narrative. Also included in Section 4, is a projection of

cost to implement MAG’s comprehensive, unified classification/compensation structure.

Page 3

SECTION 2.0 Methodology and Findings


Page 4


Section 2: Methodology and Findings

Methodology Overview

To begin the study, MAG requested and reviewed preliminary information and arranged for on‐site

work. At this time, MAG conducted initial meetings with District administration to discuss the goals and

objectives.

The study methodology included:

collection of current District budget, personnel and organizational background information;

identification and selection of peer and competitor organizations for the market salary survey;

identification of classification benchmarks to be reviewed in the market;

job information collection from employees and their supervisors using MAG’s on‐line Job Analysis Questionnaire © (JAQ);

review, analysis and evaluation of market survey results and

review, analysis and evaluation of job information from the JAQs.

Initial Meetings and Orientation

Upon agreement to proceed, the project team met with District management to discuss the study’s

objectives, along with the strengths and weaknesses of the current compensation management systems.

Input was provided regarding the District’s compensation philosophies, preferences, and needs of the

systems to be developed. MAG’s representatives requested documentation about current compensation

and classification programs, met to discuss these systems, and developed an understanding of concerns

to be addressed.

The project team also conducted meetings with Department Heads to provide an overview of the

scope, content, and methodology of the study, and identifying any classification and compensation issues

that might exist internally.

Exhibit 2‐1 below lists the various study activities.

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EXHIBIT 2‐1

PROJECT TASKS

Project Initiation – Developed project proposal, work plan and timeline. Discussed with administration and

revised project work plan. Initial Meetings – Met with administration and management to clearly define the scope, goal(s), and

objective(s) for the proposed study. Conducted Department Head Meetings – Conducted meetings to gather input regarding all included jobs. Developed/Distributed Salary Survey Instrument – Developed a salary survey to gather compensation

information from target organizations for selected benchmark classifications. The target agencies were selected based on an initial recommended list from MAG, and review and input from the District.

Collected/Analyzed Compensation Data – Collected and reviewed compensation data from respondent

organizations. Developed Revised Pay Plan – Developed a preliminary proposed pay plan based on the results of the market

salary survey, job analysis, and internal/external equity considerations. Developed Salary Adjustment Recommendations – Developed salary adjustment recommendations for all

classifications based on the revised pay plan(s), employee classifications, and current salary. Developed & Submitted Draft Report – Developed and submitted a Draft Report for internal review

integrating the job analysis, proposed pay and classification plan, salary survey, and implementation recommendations.

Revised Draft Report – Incorporate technical review of Draft Report materials, and include final employee

database revisions. Develop & Submit Final Report – Submit a Final Report upon final review.

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Market Salary Survey

The District employs a wide range of jobs that contain a mix of work responsibilities found in both

school districts and other public sector organizations. The Market Salary Survey reflected the variety of

duties and responsibilities in which District employees engage. The Market Salary Survey is one of the key

components of a classification and compensation study, as well as one of the more difficult and sensitive

activities in the study process.

In a collaborative effort with staff, MAG developed a list of target organizations to be surveyed. MAG

conducted the survey and performed the technical analysis and evaluation.

Organizations typically included as targets in a salary survey are those that are:

competing with the District for employees, for either lower or higher level positions;

geographically situated in such a fashion as to almost automatically be considered a competitor;

structured similarly to the District, or providing similar types of services;

attractive to highly valued District employees for one reason or another and,

within a reasonable commuting distance.

The overall target list and survey sources considered included:

Caroline County

Caroline County Public Schools

Cecil County Public Schools

Dorchester County

Dorchester County Public Schools

Kent County Public Schools

Ocean City

Queen Anne's County Public Schools

City of Salisbury

Salisbury University

Somerset County

Somerset County Public Schools

Talbot County

Talbot County Public Schools

Wicomico County

Worcester County

Worcester County Public Schools

Wor‐Wic Community College

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The proposed salary ranges for the pay plan are the result of both job analysis and a market salary

survey of target organizations.

Of the twenty seven (27) benchmark titles receiving sufficient responses for analysis, the results are

as follows:

2/3 (18) titles were significantly (more than 5%) below the market average minimum by an

average of 21%;

just under 1/5 (5) titles were significantly above the market average minimum by an average

of 17%;

just under ½ (12) titles were significantly below the average market midpoint by an average

of 15%;

just under 1/3 (8) titles were significantly above the average market midpoint by an average

of 13%;

1/3 (9) of the titles were significantly below the average market maximum by an average of

13%; and

just over 1/3 (10) titles were significantly above the average market maximum by an average

of 13%.

The data from the survey were used to assist with recommending the internal relationships of the

various jobs within the pay structure. It is important to note, however, that the market study simply

serves as an indicator of market trends and, consequently, the internal relationships, based on job

analysis/evaluation is the more critical element in determining pay grade assignment. In addition, not

every school district has identical positions and work responsibilities as those that exist in Wicomico

County School District. MAG views the market as a general guide in recommending competitive rates for

work being performed in the District.

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SECTION 3.0 Selected Compensation Policies


Page 9


3.0 – Selected Compensation Policies

As part of the overall study, Management Advisory Group is able to offer observations and

recommendations regarding selected compensation policies. This section may be viewed as “best practices”, in hopes that the information may either supplement existing policies or provide ideas for new policies. MAG understands that some of these recommendations will not be possible due to the fact that contracts are in place that will preclude these recommendations from being implemented outside of the collective bargaining process. Where there are bargaining agreements/board policies that conflict with these recommendations, those agreements and policies will take precedent.

A statement of compensation policies normally includes the expressed outcome to attract, reward, and retain qualified employees who can help the District achieve its mission. In support of the vision statement, MAG recommendation(s) will assist the District as it strives to provide a total compensation program that enables the District to:

attract and retain a high‐quality and diverse workforce;

reward and retain qualified employees;

provide a fair and consistent framework for assigning jobs;

maintain salary structures at market competitive levels;

ensure fair and consistent pay practices;

comply with applicable laws and regulations; and,

operate within the constraints of fiscal resources; and,

be an employer that inspires excellence. Suggested Compensation Philosophy: Key Points As an employer, the District embraces a fair and equitable compensation plan to support achievement of the following goals.

The District strives to provide a total compensation program that is fiscally sound and equitable in the defined marketplace.

Benchmarking of selected classifications is used as a best practice for compensation of similar positions.

Competitive ranges are established for all positions to provide the flexibility needed to adapt to market changes, maintain internal equity, and address needs of the District that will ensure a high level of service to the residents of the District.

Starting pay will typically be the minimum of the range for new employees.

Employees are eligible for pay increases resulting from true promotions and reclassifications.

Part‐time/temporary employees may not be eligible for the same benefits as full‐time employees.

Fair Labor Standards requirements are applied fairly and consistently to applicable positions.

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Benefit plans and other non‐cash compensation plans are reviewed periodically for competitiveness, cost effectiveness, and their value to employees and the District.

Pay ranges for the District are reviewed periodically, as needed. Compensation Policies: An implementation transition plan will be to ensure a smooth migration of employees from the current plan. Changes as a result of a general review of this nature are not considered a “promotion” or a “reclassification” and the policies for ongoing administration do not apply to this general review. The following recommendations cover recommendations for the ongoing administration of the plan. Again, where these recommendations conflict with existing contract provisions/Board policies, those provisions/policies will take precedent. Numerous opportunities exist for varied work experiences and career advancement within the District. The following outlines how associated pay changes can be administered based on the category of change. All final decisions on the administration of pay changes are subject to applicable contractual provisions and approval by the Superintendent or his/her designee. In all instances of employee/job reassignment, the employee would be placed in the range, not to exceed the maximum of the range unless specifically stated. Unless otherwise stated, any change in pay would be effective with the next full pay period. A. Reclassification

When a job has been reviewed and either assigned to a higher pay grade or re‐classified to another classification assigned to a higher pay grade, the employee’s salary shall increase at least 5% in the new pay grade that includes the new salary, but is not more than the maximum salary of the new pay grade.

If the reclassification results in an upgrade of one pay grade, the pay raise will be moved upward at least 5% in the new pay range. An upgrade of two or more pay grades will be eligible for an additional 2.5% increase for each additional pay grade, up to a maximum of 10%. Any increase of more than 10% would require documentation by Human Resources as needed, compliance with applicable contract provisions and approval by the Superintendent.

Reclassification or changes in pay grade, whether resulting from an internal or external compensation study or individual change in pay grade, shall not be retroactive.

Internal Equity Adjustments as a result of the implementation of a system‐wide study shall not be subject to the same guidelines as the “Reclassification” guideline. Internal Equity Adjustments can be the result of the application of a formula, applied to all positions in the same pay plan, and are done to insure that employees’ salaries are internally equitable and are not done to reflect an individual “job audit” of a single member incumbent. Internal Equity Adjustments are also not tied to performance measures. The Superintendent may determine an Internal Equity Adjustment strategy that is separate and apart from the guidelines that cover reclassification. Internal Equity Adjustments, resulting from an internal or external comprehensive review, can

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be to a higher, or lower, pay grade and are not considered a reclassification, promotion or demotion.

B. Promotion

When an employee is promoted, as a result of a job change or job progression, to a higher pay grade position, within the same, or to a different, salary schedule, the salary placement within the new pay grade shall be determined as follows: apply 5% on the salary of the previous grade/schedule and salary for promotions of one pay grade, and an additional 2.5% for each additional pay grade up to a maximum of 15%. Placement shall be the closest step that is not less than the new salary in the new pay grade. The resulting pay will be no less than the minimum of the new pay grade and no less than a 5% salary increase, but not more than the maximum salary of the assigned pay grade. The effective date will be the day of approval and will be included in the next full pay period.

There may be times when the uniqueness of an individual job and level or necessary skills required by the District, and not just possessed by the incumbent, may require a higher salary schedule placement than stipulated in this section. Under such circumstances, the Superintendent may recommend a higher salary placement within the assigned pay grade.

C. Lateral Transfer

A lateral transfer occurs when an employee is transferred from one job class to another in the same pay grade. When there is no change in pay grade there shall be no adjustment in base salary. A lateral transfer is not considered a reclassification or a promotion.

D. Temporary Assignments

Interim or temporary assignments occur when the District recognizes a critical job assignment need that must be met and cannot be met through the normal recruitment process. Temporary or interim assignments would be anticipated to last more than 30 days, but less than 6 months. A temporary or “acting” assignment is to fill a vacancy and not to assume the duties of another employee who is on approved leave, i.e. vacation, holiday, medical, or other short‐term absence. If the position assigned is lower in pay grade (or substantially equivalent pay range) this would not result in a lower salary for the assigned employee even if the salary exceeded the maximum of the new pay range. If the position assigned is higher in pay grade (or substantially equivalent pay range) and extends beyond 30 days, but less than 6 months, there should be a 5% “temporary assignment” pay adjustment for the first pay grade and 3% for each additional pay grade, not to exceed the maximum of the assigned range. Employees receiving temporary assignment pay shall sign an agreement acknowledging the understanding that they are receiving “Temporary Assignment Pay” and also acknowledging understanding that when the temporary assignment ends, the “assignment pay” will also end.

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E. Hiring

The hiring rate for a new employee with no additional, relevant experience is the minimum of the salary range to which the job classification is assigned. New hiring rates (or re‐hires) for employees may consider directly relevant experience that can be verified by the Human Resources Department. Starting salaries will be considered based on the length of the experience on a one year of credit for three years of experience, up to a maximum of five years of credit. Employees who have left the District and have been officially terminated will be re‐hired using this formula and will not be rehired at the previous salary. Re‐hires will be considered using the same formula as new hires. Internal Equity is an equally important consideration in filling a vacant position. Before a salary offer is made, Human Resources will also consider the current salaries and length of service in the same job class or classes of current incumbents. It is the policy of the District to make every effort to avoid inverted salary relationships by bringing in newly hired employees at a salary or rate that exceeds the current salaries of comparably placed existing employees in the same job class. The Human Resources Department may additionally consider current salary if the open position is determined to be a “hard to fill” position. “Hard to fill” positions will be determined by the Human Resources Department and will be based on the length of time the position has remained unfilled, the difficulty to recruit and the market conditions of the position, at the time of a vacancy. Hiring Range is typically considered that span in salary between the minimum of the range and the midpoint for most positions. For Directorships or Assistant Director level positions, the qualifications of the applicant and/or the needs of the District should include the discretion to hire anywhere within the range. However, consideration should still be given to existing salaries of other employees who are in directly comparable positions.

F. Maximum of the Range

Ranges are established to reflect the market value of a job and not the value of an incumbent. Once an employee reaches the maximum of his/her assigned range, the salary is frozen and the employee is not eligible for any additional compensation unless there is a range movement that would result in a higher maximum.

G. Salary Adjustment for Department Directors

There should be some flexibility for making salary adjustments for Departmental Directors beyond an annual increase, when it is based on exceptional performance. The salaries of other substantially equivalent employees should also be given consideration so as to not create undue inequity in the salary relationships.

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Plan Implementation

MAG recognizes that implementation of the new or revised compensation and classification programs must take into account the financial disposition, current salary levels, and other variables unique to the District. Only after all of these factors are considered can a feasible implementation program be designed. MAG has worked to provide an implementation plan that will address the current inequities and will provide a framework for external competitiveness.

It is especially important that during the current economic times that the District retain its’ highly qualified work force by providing a fair, and competitive, compensation program. Additionally, it is equally important, that the District not overpay for positions. The proposed implementation plan carefully balances these two important considerations.

Allocation of Employees Within the New Proposed Ranges

For employees whose current salary level is below the minimum level in the assigned range, the salary level would be the minimum in the range. For employees with current salary levels exceeding the maximum level in the assigned range, the salary would be frozen at that level, and the employee would be ineligible for any merit or cost of living increases until the range is adjusted to allow movement.

If an equity adjustment approach is selected, the placement of employees within the newly proposed salary matrix will be based on a formula designed to address internal equity. No salary for any employee is recommended for reduction. Each employee has a calculated target salary and is then recommended for placement. If the step structure is retained, employees will be given such additional increase as is needed to bring them to a step that is not lower than their target salary. If a simplified approach is selected, then placement of employees on the proposed salary matrix (scales) will be based upon the alignment of current grades to the new scale in such a manner as to align the maximum rate at the closest possible match to the Board’s existing scale, since the market analysis determined that the current scales were, for the most part, at or only slightly above the market for a majority of the positions benchmarked.

Proposed Compensation Under the New Plan

The Classification Manager® software can establish a target salary for each employee by first calculating the cost to raise the incumbent to the minimum of the new range (if appropriate). A formula can then be applied that calculates a target salary for the employee based on the total days of service in his/ her proposed job class. Finally, it will calculate the cost to place each employee on a step within the grade that is not less than the target salary.

Maintaining the Integrity of the Plan

Regardless of an organization's philosophy concerning advancement opportunities afforded to employees, it is essential that movements in the economy, and more specifically, the labor market in which the District competes, be addressed at the system level. Accordingly, salary

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administration procedures should take their priority based on funding levels and the District’s philosophies on pay.

Future Salary Adjustment Recommendations

The cost to implement and maintain the compensation system should be driven by changes in the labor market and should be applied globally to the system, which, in turn, adjusts each salary range. Compensation systems that are well maintained address two primary issues on an annual basis:

the cost to maintain competitiveness within the system and

the cost to adjust individual salaries. From time to time, the District may determine the need to adjust pay grades/ranges based on some factor, such as the Economic Cost Index (ECI) to maintain competitiveness at salary range minimums and hiring rates, as well as accommodate current incumbent pay progression within the grades. Ideally, funding permitting, the District should conduct a comprehensive salary/market review every four (4) to five (5) years to assess market conditions and ensure a competitive posture in personnel recruitment and retention. At this time, a more detailed comparison to the external market, as well as, to immediate competitors can be made using a comprehensive methodology such as that used in this review.

Future Administration of the Plan

In order to retain the currency of the plan, the District may select a maintenance agreement with MAG that would provide a salary survey and a recommended market adjustment of ranges. Under the provisions of MAG’s maintenance agreement, assistance is always available to the District to review requests for reclassification; conduct spot surveys for market sensitive positions; provide ongoing maintenance such as database updates reflecting current salaries, terminations, and new‐hires; and develop/change class descriptions.

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SECTION 4 Proposed Pay Grade Structure

Management Advisory Group International, Inc. 2018 Page 16

WCPS Draft Hourly Step Plan Migrated to Current WCPS Format 7-27-2018

MAG Grade

Cur. Grade

Prop. Grade

Cur. Min.

Diff.Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12

Cur. Mid.

Diff.

106 1 1 $10.10 $0.96 $11.06 $11.28 $11.49 $11.72 $11.94 $12.17 $12.40 $12.64 $12.89 $13.13 $13.39 $13.64 $12.07 $1.57107 2 2 $10.10 $1.52 $11.62 $11.84 $12.07 $12.30 $12.54 $12.78 $13.02 $13.27 $13.53 $13.79 $14.05 $14.32 $12.84 $1.48108 3 3 $10.19 $2.01 $12.20 $12.43 $12.67 $12.92 $13.16 $13.42 $13.68 $13.94 $14.21 $14.48 $14.76 $15.04 $13.67 $1.37109 4 4 $10.84 $1.97 $12.81 $13.06 $13.31 $13.56 $13.82 $14.09 $14.36 $14.63 $14.92 $15.20 $15.50 $15.79 $14.58 $1.21110 5 $13.45 $13.71 $13.97 $14.24 $14.51 $14.79 $15.08 $15.37 $15.66 $15.96 $16.27 $16.58111 5 6 $11.55 $2.57 $14.12 $14.39 $14.67 $14.95 $15.24 $15.53 $15.83 $16.13 $16.45 $16.76 $17.08 $17.41 $15.52 $1.89112 6 7 $12.30 $2.53 $14.83 $15.11 $15.40 $15.70 $16.00 $16.31 $16.62 $16.94 $17.27 $17.60 $17.94 $18.28 $16.59 $1.69113 7 8 $13.09 $2.48 $15.57 $15.87 $16.17 $16.48 $16.80 $17.12 $17.45 $17.79 $18.13 $18.48 $18.83 $19.20 $17.63 $1.57114 9 $16.35 $16.66 $16.98 $17.31 $17.64 $17.98 $18.33 $18.68 $19.04 $19.40 $19.78 $20.16115 8 10 $13.95 $3.22 $17.17 $17.50 $17.83 $18.17 $18.52 $18.88 $19.24 $19.61 $19.99 $20.37 $20.76 $21.16 $18.74 $2.42116 9 11 $14.85 $3.17 $18.02 $18.37 $18.72 $19.08 $19.45 $19.82 $20.20 $20.59 $20.99 $21.39 $21.80 $22.22 $19.97 $2.25117 10 12 $15.80 $3.12 $18.92 $19.29 $19.66 $20.04 $20.42 $20.81 $21.21 $21.62 $22.04 $22.46 $22.89 $23.33 $21.26 $2.07118 11 13 $16.84 $3.03 $19.87 $20.25 $20.64 $21.04 $21.44 $21.86 $22.28 $22.70 $23.14 $23.58 $24.04 $24.50 $22.64 $1.86119 14 $20.86 $21.27 $21.67 $22.09 $22.52 $22.95 $23.39 $23.84 $24.30 $24.76 $25.24 $25.72120 12 15 $17.95 $3.96 $21.91 $22.33 $22.76 $23.20 $23.64 $24.10 $24.56 $25.03 $25.51 $26.00 $26.50 $27.01 $24.12 $2.89121 13 16 $19.11 $3.89 $23.00 $23.45 $23.90 $24.36 $24.82 $25.30 $25.79 $26.28 $26.79 $27.30 $27.83 $28.36 $25.70 $2.66122 14 17 $20.37 $3.78 $24.15 $24.62 $25.09 $25.57 $26.06 $26.57 $27.08 $27.60 $28.13 $28.67 $29.22 $29.78 $27.37 $2.41123 18 $25.36 $25.85 $26.35 $26.85 $27.37 $27.89 $28.43 $28.98 $29.53 $30.10 $30.68 $31.27124 15 19 $21.67 $4.96 $26.63 $27.14 $27.66 $28.19 $28.74 $29.29 $29.85 $30.42 $31.01 $31.61 $32.21 $32.83 $29.15 $3.68125 16 20 $23.08 $4.88 $27.96 $28.50 $29.05 $29.60 $30.17 $30.75 $31.34 $31.95 $32.56 $33.19 $33.82 $34.47 $31.02 $3.45126 17 21 $24.57 $4.79 $29.36 $29.92 $30.50 $31.08 $31.68 $32.29 $32.91 $33.54 $34.19 $34.85 $35.51 $36.20 $33.04 $3.16127 18 22 $26.18 $4.65 $30.83 $31.42 $32.02 $32.64 $33.27 $33.90 $34.56 $35.22 $35.90 $36.59 $37.29 $38.01 $35.20 $2.81128 23 $32.37 $32.99 $33.62 $34.27 $34.93 $35.60 $36.28 $36.98 $37.69 $38.42 $39.16 $39.91129 19 24 $27.85 $6.14 $33.99 $34.64 $35.30 $35.98 $36.68 $37.38 $38.10 $38.83 $39.58 $40.34 $41.11 $41.90 $37.46 $4.44130 20 25 $29.69 $6.00 $35.69 $36.37 $37.07 $37.78 $38.51 $39.25 $40.00 $40.77 $41.56 $42.35 $43.17 $44.00 $39.92 $4.08

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WCPS Draft Hourly Step Plan Migrated to Current WCPS Format 7-27-2018

MAG Grade

Cur. Grade

Prop. Grade Step 13 Step 14 Step 15 Step 16 Step 17 Step 18 Step 19 Step 20 Step 21 Step 22 Step 23 Step 24

Cur. Max. Diff.

106 1 1 $13.90 $14.17 $14.44 $14.72 $15.00 $15.29 $15.59 $15.89 $16.19 $16.50 $16.82 $17.14 $16.36 $0.78107 2 2 $14.60 $14.88 $15.17 $15.46 $15.76 $16.06 $16.37 $16.68 $17.00 $17.33 $17.66 $18.00 $17.40 $0.60108 3 3 $15.33 $15.62 $15.92 $16.23 $16.54 $16.86 $17.18 $17.52 $17.85 $18.19 $18.54 $18.90 $18.54 $0.36109 4 4 $16.10 $16.41 $16.72 $17.04 $17.37 $17.70 $18.04 $18.39 $18.74 $19.10 $19.47 $19.85 $19.78 $0.07110 5 $16.90 $17.23 $17.56 $17.89 $18.24 $18.59 $18.95 $19.31 $19.68 $20.06 $20.45 $20.84111 5 6 $17.75 $18.09 $18.43 $18.79 $19.15 $19.52 $19.89 $20.28 $20.67 $21.06 $21.47 $21.88 $21.03 $0.85112 6 7 $18.63 $18.99 $19.36 $19.73 $20.11 $20.49 $20.89 $21.29 $21.70 $22.12 $22.54 $22.97 $22.49 $0.48113 7 8 $19.57 $19.94 $20.32 $20.72 $21.11 $21.52 $21.93 $22.35 $22.78 $23.22 $23.67 $24.12 $23.88 $0.24114 9 $20.54 $20.94 $21.34 $21.75 $22.17 $22.60 $23.03 $23.47 $23.92 $24.38 $24.85 $25.33115 8 10 $21.57 $21.99 $22.41 $22.84 $23.28 $23.72 $24.18 $24.65 $25.12 $25.60 $26.09 $26.60 $25.42 $1.18116 9 11 $22.65 $23.08 $23.53 $23.98 $24.44 $24.91 $25.39 $25.88 $26.38 $26.88 $27.40 $27.93 $27.07 $0.86117 10 12 $23.78 $24.24 $24.70 $25.18 $25.66 $26.16 $26.66 $27.17 $27.69 $28.23 $28.77 $29.32 $28.83 $0.49118 11 13 $24.97 $25.45 $25.94 $26.44 $26.95 $27.46 $27.99 $28.53 $29.08 $29.64 $30.21 $30.79 $30.70 $0.09119 14 $26.22 $26.72 $27.24 $27.76 $28.29 $28.84 $29.39 $29.96 $30.53 $31.12 $31.72 $32.33120 12 15 $27.53 $28.06 $28.60 $29.15 $29.71 $30.28 $30.86 $31.45 $32.06 $32.68 $33.30 $33.94 $32.67 $1.27121 13 16 $28.91 $29.46 $30.03 $30.61 $31.19 $31.79 $32.40 $33.03 $33.66 $34.31 $34.97 $35.64 $34.83 $0.81122 14 17 $30.35 $30.94 $31.53 $32.14 $32.75 $33.38 $34.02 $34.68 $35.35 $36.02 $36.72 $37.42 $37.11 $0.31123 18 $31.87 $32.48 $33.11 $33.74 $34.39 $35.05 $35.73 $36.41 $37.11 $37.83 $38.55 $39.29124 15 19 $33.46 $34.11 $34.76 $35.43 $36.11 $36.80 $37.51 $38.23 $38.97 $39.72 $40.48 $41.26 $39.54 $1.72125 16 20 $35.14 $35.81 $36.50 $37.20 $37.92 $38.65 $39.39 $40.14 $40.92 $41.70 $42.50 $43.32 $42.06 $1.26126 17 21 $36.89 $37.60 $38.32 $39.06 $39.81 $40.58 $41.36 $42.15 $42.96 $43.79 $44.63 $45.49 $44.80 $0.69127 18 22 $38.74 $39.48 $40.24 $41.01 $41.80 $42.61 $43.43 $44.26 $45.11 $45.98 $46.86 $47.76 $47.73 $0.03128 23 $40.67 $41.46 $42.25 $43.07 $43.89 $44.74 $45.60 $46.47 $47.37 $48.28 $49.20 $50.15129 19 24 $42.71 $43.53 $44.37 $45.22 $46.09 $46.97 $47.88 $48.80 $49.73 $50.69 $51.66 $52.66 $50.77 $1.89130 20 25 $44.84 $45.71 $46.58 $47.48 $48.39 $49.32 $50.27 $51.24 $52.22 $53.22 $54.25 $55.29 $54.11 $1.18

Page 18

Report Settings

2Report Name: Implementation Report

Summary Only

Include Organizational Experience adj

Calculation Parameters

Set Maximum Years of Service Cap to 100

Set Maximum Adjustment to the Range MaximumCalculate a Flat % Adjustment of 0

Calculate Adj. Above Min after the first 1

year(s) of serviceyear(s) of service

Flat Percent AdjustmentManagement

After StepBefore Min AdjAfter OrgExpAfter Min AdjAfter AssigmentAfter Market

After Max

Show Department SummaryShow Pay Plan SummaryShow Grand Totals Summary

Print As Plan TypeStep or Step/Open

Set Alowable Experience Days Using Promotion Date

Day(s) Organization Experience

Set Years to Reach Grade Market to 5

Set Years to Reach Grade Maximum to 24

Increment Current Step by

0

Include Stipends

# Adjustments

1

Apply Flat % Adjustment

%

Implementation:

Calculate % Using Current Salary

7/1/2018

Allow 1 additional day adjustment for 0

Standard Annual Work Days 260

Standard Annual Work Hours 2080

Standard Hours / Day 8

Monday, July 30, 2018 Pg 2 of 74Report# 2 Page 19

Summary for Wicomico County Schools

Current Payroll $32,380,647

$0

Adjustment To Minimum $980,080

$0

Adjustment Toward Maximum $1,424,094

OrgExp Adjustment $0

Stipends / Supplements $0

Proposed Payroll $34,989,222

969

# Adjusted To Minimum 283

# Adjusted Toward Market 0

# Adjusted Toward Maximum 528

# OrgExp Adjustments 0

# Assignment 0

# Positions

Wicomico County Schools Implementation Report

# Adjusted To Step 772Adjustment To Step $204,401

FICA Rate:

Proposed Payroll plus FICA $34,989,222

% Change in Total Payroll 8.06%Total Applied Adjustments $2,608,575

0

Flat 0% Adjustment

Adjustment Toward Mkt

803# Positions Adjusted (any type) 166# Not Adj

Monday, July 30, 2018 Pg 74 of 74Report# 2 Page 20

compensation & classification study

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