2. MAG Management Advisory Group, Inc.
Compensation and Classification Study for Isle of Wight County Schools
Administrative Staff Positions
June 14, 2012

3. Study Purposes
Conduct a thorough analysis of Administrative Staff positions and evaluate and classify the work
Survey the labor market to gather salary and wage data to ensure a competitive position
The resulting system should be:
Internally Equitable
Externally Competitive

4. Project Objectives
Examine the Competitiveness of the Current Pay Levels relative to Market Prices
Provide Recommendations for Salary Ranges
Recommend Pay Administration Policies
Review Benefit Levels
Project Initiation – Developed project proposal, work plan and timeline. Discussed with City administration and revised project work plan.
Initial Meetings – Met with City officials to clearly define the scope, goal(s), and objective(s) for the proposed study. Developed employee interview schedule.
Conducted Employee Orientation Sessions – Conducted employee orientation sessions for all current employees in included classifications to develop support, and gather input from employees regarding the proposed project; as well as to discuss the employee survey/questionnaire instruments and the data needed for the job analysis.
Conducted Focus Groups with Unrepresented Classes (Managers) and Union Representatives – Conducted employee focus groups for non-represented managers/supervisors to discuss the project, gather information about perceived compensation, classification, and organizational issues. Additionally, PAS consultants met with Union Representatives to discuss the overall project, salary survey, and compensation/classification issues and/or concerns.
Developed and Distributed Job Analysis Questionnaires© - Provided JAQs to City Administration for distribution to current City employees in included classifications to gather job specific information

5. Project Methodology Discuss Compensation Background and Objectives
Held Interviews with Top Staff
Developed/Provided Job Analysis Questionnaires
Conducted Interviews with Administrative Staff
Conducted Job Analysis – Internal Equity
Conducted Job Analysis – Performed quantitative point-factor analysis of compensable factors based on completed JAQs.
Conducted Organizational Review – PAS consultants met with City Department Directors, Council, and Administration to discuss the City’s current organizational structure. Developed/distributed/collected a department head questionnaire/survey addressing organization and efficiency issues. Analyzed City’s current structure and developed recommendations for organizational redesign.
Developed/Distributed Salary Survey Instrument – Developed a salary survey to gather compensation information from target organizations for selected City benchmark classifications. Distributed survey.
Collected/Analyzed Compensation Data – Collected and reviewed compensation data from respondent organizations.
Revised Pay Plan – Developed a revised pay plan for City classifications based on the results of the market salary survey, point-factor job analysis, and internal/external equity considerations.
Developed Salary Adjustment Recommendations – Developed salary adjustment recommendations for all City classifications based on revised pay plan and employee longevity.
Developed Draft Report – Developed a Draft Report detailing project methodology, findings, and recommendations for City technical review.

6. Project Methodology (cont’d)
Developed Salary Survey to Check Market
Collected/Analyzed Compensation Data
Analyzed Job Duties and Responsibilities
Developed Draft and Final Job/Class Descriptions
Prepared Draft Report for Internal Review
Prepared Final Report
Conducted Job Analysis – Performed quantitative point-factor analysis of compensable factors based on completed JAQs.
Conducted Organizational Review – PAS consultants met with City Department Directors, Council, and Administration to discuss the City’s current organizational structure. Developed/distributed/collected a department head questionnaire/survey addressing organization and efficiency issues. Analyzed City’s current structure and developed recommendations for organizational redesign.
Developed/Distributed Salary Survey Instrument – Developed a salary survey to gather compensation information from target organizations for selected City benchmark classifications. Distributed survey.
Collected/Analyzed Compensation Data – Collected and reviewed compensation data from respondent organizations.
Revised Pay Plan – Developed a revised pay plan for City classifications based on the results of the market salary survey, point-factor job analysis, and internal/external equity considerations.
Developed Salary Adjustment Recommendations – Developed salary adjustment recommendations for all City classifications based on revised pay plan and employee longevity.
Developed Draft Report – Developed a Draft Report detailing project methodology, findings, and recommendations for City technical review.

7. Study Process Flowchart
Market Salary Survey
Interviews
Survey Data Analysis
Implementation Options
Questionnaires
Proposed Pay Plan
Descriptions
Individual Salary Calculations
Internal Equity
External
Equity
Department Calculations

8. Job Analysis Questionnaire (JAQ)
E-version (Online JAQ):
Click on Job Analysis Questionnaire button

9. Job Analysis Questionnaire (JAQ)
E-version (Online JAQ):
Select Name from Drop-down Menu; then Click Go

10. Administrative Staff Interviews
Essential Duties & Responsibilities
Job/Classification Levels
Departmental Responsibilities
Recruitment/Retention Issues
Departmental Issues

11. Custom Market Salary Survey Solutions
Market Manager© provides a customized salary and compensation survey based on Benchmark Classification descriptions from the current Pay Plan.
Market Manager© collects salary and benefits survey information through the web or in hard copy, and produces summary reports.

12. Custom Market Salary Survey
Market Manager© allows you to see exactly how your compensation stacks up against the competition.

13. Benchmark Positions Coordinator of K-12 Math and Science Curriculum
Director of Facilities, Construction and Maintenance
Director of Secondary Schools and Early College
Director of Special Education and Special Programs
Director of Transportation
Chief Financial Officer
Food Services Supervisor
Principal – Elementary School
Principal – Middle School
Principal – High School
Procurement Officer
Conducted Job Analysis – Performed quantitative point-factor analysis of compensable factors based on completed JAQs.
Conducted Organizational Review – PAS consultants met with City Department Directors, Council, and Administration to discuss the City’s current organizational structure. Developed/distributed/collected a department head questionnaire/survey addressing organization and efficiency issues. Analyzed City’s current structure and developed recommendations for organizational redesign.
Developed/Distributed Salary Survey Instrument – Developed a salary survey to gather compensation information from target organizations for selected City benchmark classifications. Distributed survey.
Collected/Analyzed Compensation Data – Collected and reviewed compensation data from respondent organizations.
Revised Pay Plan – Developed a revised pay plan for City classifications based on the results of the market salary survey, point-factor job analysis, and internal/external equity considerations.
Developed Salary Adjustment Recommendations – Developed salary adjustment recommendations for all City classifications based on revised pay plan and employee longevity.
Developed Draft Report – Developed a Draft Report detailing project methodology, findings, and recommendations for City technical review.

14. Responding Organizations
Culpepper County Public Schools
Hampton City Schools
James City County Public Schools
Newport News Public Schools
Norfolk Public Schools
Portsmouth Public Schools
Prince George County Schools
Suffolk City Schools
Conducted Job Analysis – Performed quantitative point-factor analysis of compensable factors based on completed JAQs.
Conducted Organizational Review – PAS consultants met with City Department Directors, Council, and Administration to discuss the City’s current organizational structure. Developed/distributed/collected a department head questionnaire/survey addressing organization and efficiency issues. Analyzed City’s current structure and developed recommendations for organizational redesign.
Developed/Distributed Salary Survey Instrument – Developed a salary survey to gather compensation information from target organizations for selected City benchmark classifications. Distributed survey.
Collected/Analyzed Compensation Data – Collected and reviewed compensation data from respondent organizations.
Revised Pay Plan – Developed a revised pay plan for City classifications based on the results of the market salary survey, point-factor job analysis, and internal/external equity considerations.
Developed Salary Adjustment Recommendations – Developed salary adjustment recommendations for all City classifications based on revised pay plan and employee longevity.
Developed Draft Report – Developed a Draft Report detailing project methodology, findings, and recommendations for City technical review.

15. Findings: With Respect to Market Results
IWCS lags the market by 4.21% at the range minimum
IWCS lags the market by 4.06% at the range midpoint
IWCS lags the market by 3.96% at the range maximum
Majority of surveyed positions are competitive, with the exception of Procurement Officer and Food Services Supervisor (which were under market).

16. Benefits Consider educational incentive pay in IWCS.
Consider increased leave time for top staff hired in new.
IWCS sick leave payout is limited yet financially responsible.
Some agencies provide some comp time for exempt positions with O/T.
IWCS health care contribution is slightly higher than the norm.
Most (83%) of agencies have a defined contribution plan for retirement. IWCS has a defined benefits plan.

18. Recommendations Adopt the compensation plan for administrative staff.
Make assignments to the positions in the new plan and advise MAG of the assignments so an implementation can be run.
Review support positions to ensure that classification assignments and compensation levels are current and keep pace with administrative positions.