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City of South Portland, Maine
Compensation Plan Study
Paypoint HR, LLC
695 Santa Maria Lane
Davidsonville, MD 21035
(443) 336 - 4272 1
Table of Contents
Executive Summary .......................................................................................................................................... 3
Major Milestones for the Project .............................................................................................................. 4
Recommendations ............................................................................................................................................ 6
Scope of Work .................................................................................................................................................... 7
Benefit Summary ............................................................................................................................................... 9
................................................. 10
Benefit Survey Responses ....................................................................................................................... 11
Performance Pay .................................................................................................................................... 12
Pay Adjustments .................................................................................................................................... 12
Medical, Dental, and Vision Insurance .............................................................................................. 13
Out-of-Pocket (OOP) Maximums ......................................................................................................... 14
Retirement Plans .................................................................................................................................... 15
Other Benefits ........................................................................................................................................ 17
Supplements ........................................................................................................................................... 18
Health Insurance Opt-Out .................................................................................................................... 19
Paid Leave Types .................................................................................................................................... 19
Focus Groups .................................................................................................................................................. 21
Job Descriptions .................................................................................................................................... 23
Goals ......................................................................................................................................................... 24
General Trends ....................................................................................................................................... 26
Competitors ............................................................................................................................................ 40
Positions Considered to be Difficult to Recruit and Retain ......................................................... 42
Good Sources of Candidates ............................................................................................................... 44
Understanding of Current Pay Structure .......................................................................................... 46
Work Environment ................................................................................................................................ 47
Incentive Types ...................................................................................................................................... 49
Employee Ideas ...................................................................................................................................... 50
Comparators ................................................................................................................................................... 53
Other Comparators .................................................................................................................................. 57
Sample Calculation ................................................................................................................................... 57
Benchmark Positions ..................................................................................................................................... 58
Baseline Analysis............................................................................................................................................ 61
Current Salary Schedule 37.5-hr Employees .................................................................................... 61
Current Salary Schedule 40-hr Employees ....................................................................................... 63
Overall Salary Distribution ..................................................................................................................... 65
Distribution Observations 37.5-hr ..................................................................................................... 66
Distribution Observations 40-hr Employees.................................................................................... 68
Compensable Factor Score from Position Vantage Point ...................................................................... 71
External Market Comparison ....................................................................................................................... 76
Proposed Salary Schedules ........................................................................................................................ 101
General Employees ................................................................................................................................. 103
Managerial Employees ........................................................................................................................... 106
2
Executive Employees .............................................................................................................................. 107
Hourly Rates ............................................................................................................................................ 109
CFS Scoring by Grade ............................................................................................................................. 111
Proposed Internal Equity ....................................................................................................................... 112
Recommended Reclassifications .............................................................................................................. 115
List of Tables
Table 1 Percentage of Full-Time and Part-Time Employees .............................................................. 11
Table 2 Potential Comparators Maine Cities ..................................................................................... 54
Table 3 Potential Comparators Maine Towns .................................................................................... 54
Table 4 Potential Comparators Maine Counties ................................................................................ 54
Table 5 - Economic Data of the City of South Portland and Potential Comparators ...................... 55
Table 6 Statistics of Potential Comparators ......................................................................................... 56
Table 7 Benchmark Positions ................................................................................................................... 58
Table 8 Current Salary Schedule 37.5-hr ............................................................................................ 61
Table 9 Current Spread and Ladders 37.5-hr .................................................................................... 62
Table 10 Current Salary Schedule 40-hr ............................................................................................. 63
Table 11 Current Spread and Ladders 40-hr ..................................................................................... 64
Table 12 37.5-hr Employees Near Min/Max .......................................................................................... 66
Table 13 37.5-hr Employees Near Midpoint .......................................................................................... 67
Table 14 40-hr Employees Near Min/Max ............................................................................................. 68
Table 15 40-hr Employees Near Midpoint ............................................................................................. 69
Table 16 Compensable Factor Score ....................................................................................................... 71
Table 17 Full-Time Positions Substantially Below Market (% Diff< -10%) ....................................... 76
Table 18 Full-Time Positions Below Market (-10% < % Diff < -5%) .................................................... 76
Table 19 Full-Time Positions Near Market (-5% < % Diff < +5%) ....................................................... 77
Table 20 Full-Time Positions Above Market (+5% < % Diff < +10%) ................................................. 78
Table 21 Full-Time Positions Substantially Above Market (% Diff > +10%) .................................... 78
Table 22 External Market Comparison ................................................................................................... 79
Table 23 Proposed Salary Schedule Annual ..................................................................................... 102
Table 24 Proposed Salary Schedule 37.5-hr Employees ................................................................ 109
Table 25 Proposed Salary Schedule 40-hr Employees ................................................................... 110
Table 26 Proposed Salary Schedule CFS Range ............................................................................... 111
Table 27 Proposed Internal Equity ........................................................................................................ 112
Table 28 Recommended Reclassification ............................................................................................ 117
List of Figures
Figure 1 Salary Distribution...................................................................................................................... 65
3
Executive Summary
Paypoint HR is pleased to present this comprehensive Compensation and Classification Study to the City of South Portland, Maine. The study began with initial kick-off meetings with the City Manager, Finance Director, and Human Resources Director on July 22, 2019. The Final Report was completed for presentation to the City Council in February 2020. The point of the Executive Summary is to give an overview of the most important issues and opportunities identified by the consulting team during the study. The reader is highly encouraged to read the document in its entirety in order to gain an understanding of the recommendations within the report. The study takes into consideration both short and long-term concerns. The intent of the study was to provide the leadership team and City Council with a process for ascertaining equitable value of positions on a competitive salary scale. The study compared existing pay to compensation scales of organizations identified to be valid comparators the City of South Portland. This report provides a review and update of the classification and compensation plan for the City has identified opportunities, but it is up to the City Council to determine which are most appropriate and the timing of implementation. In considering the options for implementation, it is critical to understand the costs and benefits related to each option. By utilizing market data and analysis it is possible to make informed decisions with regard to possible changes. However, in addition to the quantitative economic cost and benefit, it is important to consider the social/cultural impact of implementation and management. South Portland will need to consider all components in making final decisions. The study was divided into two parts: a classification phase and a compensation phase. The classification phase included identification, review, and analysis of specific work being performed in various positions. That data was then used to simplify positions and match them to phase consisted of an initial baseline analysis and an external market survey of local public organizations to determine what the local labor market pays for specific jobs. The study included approximately 167 employees within roughly 115 distinct positions. The study recommendations indicate what actions should be taken, to avoid loss of qualified staff and address difficulties in recruiting new employees for the City. In addition, it was expected that the study would recommend adjustments to the City placement procedures, policies, and salary structure, to allow appropriate ongoing compensation administration. Comprehensive surveys like this establish a credible pay structure that is fair for the work completed and strategically positions South Portland competitively in the labor market. The desired result is the improved ability to attract and retain quality staff that perform at high levels to meet the growing demands of the community. 4
Major Milestones for the Project
Initial kick-off meetings with the City Manager, Finance Director, and Human Resources
Director on July 22nd.
Employee Briefing Sessions were held onsite over a two-day period on July 29th and 30th with groups of employees from all departments to discuss the project, their roles, and to review the job analysis questionnaire. A custom website was created for the City to have employees complete a Position Vantage Point (PVP) job analysis questionnaire. A paper version of the PVP was made available as well.
The data from t
database. For positions that did not have an incumbent to complete the PVP, the Project
Team assigned a supervisor to complete it.
A second custom website was created with a copy of all 157 to review. Managers were able to give their own responses to the same questions for the position. All positions were reviewed by managers on a separate PVP website. Paypoint HR conducted a job evaluation for an internal review of job family classifications based on the employee and manager responses to An analysis of the existing pay scale was completed. External Market Comparators were vetted using economic and demographic data to determine which comparators were most like South Portland to ensure validity. In order to identify relevant and comparable organizations we restricted our search to a 150-mile radius exclusive of Boston, Massachusetts. Internal positions were reviewed, and benchmark positions were selected for inclusion in the external survey. The external market survey was sent out to a total of 39 comparator organizations and responses from xx participants were collected. Typical surveys of this type yield a 5-10% response rate. The City of South Portlandexcellent at
67%. Respondents included the following organizations:
5
Respondents (26/39)
Auburn, ME Augusta, ME Bangor, ME
Biddeford, ME Brunswick, ME Concord, NH
Cumberland County, ME Dover, NH Falmouth, ME
Gorham, ME Kennebunk, ME Lewiston, ME
Portland, ME Saco, ME Sanford, ME
Westbrook, ME York, ME York County, ME
Brunswick Sewer District
Greater Portland Transit District
Lithgow Library
Portland Public Library
Portland Water District
Scarborough Library District
Scarborough Sanitary District
York Library District
From both the internal and external market analysis, recommendations for a new pay scale was developed and individual job titles were assigned to the new pay grades. Paypoint HR conducted 9 onsite focus groups with approximately 80 employees from all departments. The Consultants met with employees by their peer categories over a two-day period on September 26th and 27th. The purpose of the focus groups was to gain a better understanding of the existing compensation plan and areas of possible improvement. A draft report was generated for the Project Team along with updates to job descriptions. Job descriptions were updated and standardized using PVP responses from employees and managers. 6
Recommendations
1. Bring all positions into the new plan at the next highest step/wage based on current
salary
2. Raise the Salary of Positions Substantially Below Market
2 steps above their initial placement from #1 above
3. Raise the Salary of Positions Below Market
1 step above their initial placement from #1 above
4. Raise the salary of Positions that have been with the City
10 years or more an additional 1 step
5. Raise the salary of Positions that have been with the City in the same role for
20 years or more an additional 2 steps
6. For positions with new hires, do not provide additional steps if their initial placement
already provides a 5% or more increase in pay
7. Continue providing raises to positions Near Market
8. Discontinue providing raises to positions Above Market or Substantially Above Market
Estimated fiscal impact of recommendations
General Fund - $159,210 ($191,052 including benefits) Other Funds - $11,069 ($13,283 including benefits) Water Resource Protection $57,357 ($68,829 including benefits)
Total: $227,636 ($273,164 including benefits)
7
Scope of Work
1) Job Descriptions
Create, modify and update job descriptions for all nonunion positions in compliance with all applicable state and federal statutes. Provide orientation sessions to explain the process to employees, supervisors and managers. Provide for employee input, likely via a survey and follow comments and approval; with final approval by the Human Resources Department. Ensure Essential Functions are accurate and documented. Ensure FLSA status us defensible. Standardize format.
2) Classifications
Rate and rank positions based on specific criteria, and then recommend how positions should be placed into a grade or classification system that ensures internal equity and fairness. Allow for an appeals process for individuals who may require additional information regarding the proposed classification for their position. Meet with supervisors and senior managers to introduce the classification structure and respond to questions and concerns. Develop a position evaluation system for the Human Resources Department to administer ongoing to ensure appropriate classification when new positions are introduced or when significant changes to a position are made.
3) Salary Survey
Conduct a salary survey of comparable municipalities and relevant other organizations in the region to provide data for comparison to current City wages to assess the level of methodology to be used and recommended comparable communities and entities with rationale.
4) Compensation Plan
t oversight team (City Manager, Finance Director, and Human Resources Director), develop a statement of compensation philosophy for the City. Based on current information, this philosophy likely will include a merit compensation component and a desire to p Using information from the salary survey, recommend salary structures and a compensation philosophy. Develop a system to integrate positions and employees into the plan and manage the plan going forward, including how to stay current with the market. This system will include costing out the recommended approach and may include how the new plan can be phased in over time if full deployment exceeds available resources. Provide employee education on how the new plan works. 8
5) Performance Evaluation
the recommended compensation plan. Suggest improvements to the evaluation forms as needed. Provide supervisory training on using the final evaluation form to align and support the compensation plan.
6) Other Approval and Implementation
Consultant should be prepared to update employees through additional meetings, email, website, or other approaches to ensure a responsive, open, and transparent process. The consultant should plan for two meetings with the City Council to present findings and explain the final recommendations. 9
Benefit Summary
Paypoint HR feels it is appropriate to consider benefits when addressing strategic planning of compensations as there is a dynamic relationship between employers and employees. When depicting the strategic elements of pay, external influences and an evolving business environment affect attraction, retention, and engagement. A total rewards review of compensation incorporates all components organizations utilize to cultivate quality employees. An effective total rewards strategy produces a workforce that has the right people in the right jobs who are motivated and engaged to meet goals and feel loyal to the organization and its success. The elements that contribute to Total Rewards are:
Compensation,
Benefits,
Work-life effectiveness,
Recognition,
Performance management, and
Talent development.
The information provided in this portion of the report is not intended to be an exhaustive benefit survey comparing the benefit summaries, premiums, co-pays, and deductibles. The benefit survey was designed to get a snapshot of the penefit offerings. Where possible, Paypoint HR uses the information gathered from the external survey to analyze findings. Benefit offerings are often considered in aggregate data. Caution should be exercised in the following: When interpreting the information, as elements within each organization are not equal. For example, there may be more part-time or seasonal workers employed at an organization who are not eligible for benefits. Using part-time or seasonal wages in the calculation could skew the findings. disability insurance premiums, pension contributions, FICA and other employer related taxes may automatically increase as pay increases. Responsible employers will consider the additional costs related to these changes. 10 Questions included in the External Benefit Survey addressed the following:
1. Does your organization have a pay for performance system in place? For example, a
bonus or stipend plan? How does it work?
2. When were your most recent across the board changes to pay? What was it based
on? For example, market adjustment, COLA, performance, longevity?
3. Do you have any future plans for across the board adjustments? What will that be
based on?
4. Do you offer major medical, dental & vision benefits? What are the
employer/employee contributions to premiums?
5. Do you offer a defined benefit pension plan? What is the formula you use for
matching? What employee contributions, if any, do you require?
6. Do you offer deferred compensation plan(s)? What is the formula you use for
matching? What employee contributions, if any, do you require?
7. What other employer sponsored benefits do you offer? Do you offer life insurance,
AD&D, Short-term/Long-term Disability, etc.?
8. Do you offer any cash supplements, cash payouts of leave, or standby pay?
9. What leave benefits do you offer (vacation, holiday, sick, PTO, Extended Illness
Accrual Bank or EIAB, and comp-time)?
10. Do you offer an "opt-out payment" or payment in lieu of health insurance benefit to
nonunion, union, both, or not at all? If offered, how is the payment structured, such as, is it - a % of total premium, or a % of ER savings, or a flat amount. fering The City of South Portland has an up-to-date Personnel Policy manual that conveys important employee information including benefit related topics. The City also provides pertinent employment related information access via its website link https://www.southportland.org/departments/human-resources/. Additionally, there is a portal at the same link where employees may login to MUNIS to access more data. Having multiple formats to access information allows for better communication and ease of use. Benefits available to eligible employees includes the following:
Health Insurance
(MMEHT), including the Comprehensive Point of Service Plan C (POS C) and Preferred
Provider (PPO 500) Plan
Vision Care Plan through MMEHT
Dental Insurance Plan
Health Insurance Premium Buyout Program
Flexible Spending Plan
Employee Assistant Program (EAP)
Basic Life Insurance through MMEHT
Optional Group Life Insurance Maine Public Employees Retirement System (MainePERS)quotesdbs_dbs20.pdfusesText_26
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