College of Micronesia-FSM Presentation to Yap Campus Compensation

College of Micronesia-FSM Presentation to Yap Campus Compensation

College of Micronesia-FSM Presentation to Yap Campus Compensation & Benefits Study Results of Stages One & Two September 2010 Background Overview Background Overview COMs current compensation model has four classifications of employees : Classified, Professional, Management and Faculty. Since their adoption in 1996 the classifications have not been adjusted to reflect appropriate labor markets and relevant economic standards. Background Overview In brief, the study is to address the following areas: a) accurate classifications and compensation b)

sustainable and competitive pay schedules c) incentive program(s) linking directly to pay schedules d) investigate duplicate and nonessential services Project Overview Project Overview Stage 1 : Internal Analysis (including Streamlining Committee Results / Instructional Master Plan) Stage 2 : External Analysis Stage 3 : Implementation Supp. Projects : Performance Management Stage One : Internal Analysis a) Current Compensation b) Job Evaluation c) Regression Analysis (Internal) d) Job Audit / Streamlining Results

a) Current Compensation a) Current Compensation Budget - F/Y10 $ % 5,893,634 69.7 Sp. Contract Services 935,640 11.0 Housing 822,000 9.7 Social Security

379,737 4.5 Health 198,669 2.3 Retirement 175,583 2.0 40,073 0.4 Base Salary Life 8,445,336 100.0 a) Current Compensation

Departments - as at 4/7/10 $ % Instructional Affairs 2,660,647 44.4 Administration 1,752,563 29.3 Student Services 954,917 16.9 CRE 519,610

9.7 Presidents Office 100,776 2.7 5,988,513 100.0 a) Current Compensation Campuses - as at 4/7/10 $ % National 2,788,258 47.6 Pohnpei 1,044,568

17.4 Chuuk 789,416 13.2 Kosrae 577,552 9.6 Yap 518,761 8.7 FMI 269,958 4.5

5,988,513 100.0 a) Current Compensation Special Service Contracts $ Sp. Service Contracts - Budget (F/Y09) 864,198 Sp. Service Contracts - Budget (F/Y10) 935,640 a) Current Compensation Special Service Contracts $ Sp. Service Contracts - Budget (F/Y09) 864,198 Sp. Service Contracts - Budget (F/Y10) 935,640

Sp. Service Contracts - YTD (F/Y10) - six months 782,179 a) Current Compensation Special Service Contracts $ Sp. Service Contracts - Budget (F/Y09) 864,198 Sp. Service Contracts - Budget (F/Y10) 935,640 Sp. Service Contracts - YTD (F/Y10) - six months 782,179 Sp. Service Contracts - YTD less UB & TSP 695,048 a) Current Compensation Special Service Contracts

$ Sp. Service Contracts - Budget (F/Y09) 864,198 Sp. Service Contracts - Budget (F/Y10) 935,640 Sp. Service Contracts - YTD (F/Y10) - six months 782,179 Sp. Service Contracts - YTD less UB & TSP 695,048 a) Current Compensation Special Service Contracts $ Sp. Service Contracts - Budget (F/Y09) 864,198 Sp. Service Contracts - Budget (F/Y10)

935,640 Sp. Service Contracts - YTD (F/Y10) - six months 782,179 Sp. Service Contracts held by full-time employees (29%) 227,533 a) Current Compensation Special Service Contracts $ % 202,313 89.0 21,674 9.5 Student Services

1,816 0.8 CRE 1,730 0.7 Instructional Affairs Administration 227,533 100.0 b) Job Evaluation b) Job Evaluation Job evaluation is a process that re-examines the internal equity of all positions based on job size b) Job Evaluation It achieves this by assessing the job size

of individual positions within an organization using a number of measurement factors b) Job Evaluation Each factor provides a point value with their sum representing the total points value of the job b) Job Evaluation Criteria Education Experience Complexity Scope of Work Problem Solving Supervision Received

Work Environment Physical Demands Authority Exercised Results of Decisions Contacts Sup. & Man. Resp. b) Job Evaluation Results 147 Positions Evaluated b) Job Evaluation Results Job Evaluation Points 1600 - Range Max 638 - Average 198 - Range Min 589 - Median

c) Regression Analysis c) Regression Analysis Company Regression Analysis (Base Salary) Exponential Regression e.g. Position X = 450 JE points c) Regression Analysis Company Regression Analysis (Base Salary) Exponential Regression e.g. Position X = 450 JE points Plot the base salary of all employees with the job title of Position X against 450 JE points c) Regression Analysis Company Regression Analysis (Base Salary) Exponential Regression e.g. Position X = 450 JE points Plot the base salary of all employees with the job

title of Position X against 450 JE points c) Regression Analysis COM-FSM Regression Analysis COM-FSM Regression Analysis CRE Instructional Affairs Administration Services Student Services Regression Analysis National Campus Kosrae Campus Chuuk Campus

Yap Campus FMI Campus Pohnpei Campus Regression Analysis Information Technology Dev. & Comm. Relations Accounting IRPO Human Resources Maintenance Food Services Bookstore Regression Analysis Agriculture Hotel Management Education Maths & Science

LRC Academic Programs Social Science Vocational Education Business Language & Literature Regression Analysis Student Life Dispensary (Plots Only) FAO Counseling ARO Sports & Recreation SSSP Peer Counseling d) Job Audit / Streamlining Results

This stage also provided the ideal opportunity to collectively review the organizational structure of the College. d) Job Audit / Streamlining Results The focus here was : a) to investigate duplicate and non-essential services b) to integrate results with the work being undertaken by the Colleges Streamlining Committee d) Job Audit Results Key issues that need to be addressed : a) b) c) d) e) f) Stakeholder Management Optimization of Regional Campuses Centralization of Supp. Services (where possible) Master Plan(s) c.f. Instructional Programs Cost Reduction / Management

Performance Management Management Structure Current President Vice President Inst. Affairs Vice President Administration Exec. Director Land Grant Vice President Stud. Services Vice President CRE Management Structure Current President Vice President Inst. Affairs

Campus Director Pohnpei Vice President Administration Campus Director Chuuk Campus Director Kosrae Exec. Director Land Grant Vice President Stud. Services Vice President CRE Campus Director Yap

Campus Director FMI Management Structure Current President Vice President Inst. Affairs Vice President Administration Inst. Co-ord. Exec. Director Land Grant Vice President Stud. Services Vice President CRE S.S. Co-ord.

CRE Co-ord. Campus Director Pohnpei Campus Director Chuuk Campus Director Kosrae Campus Director Yap Campus Director FMI Programs & Supp. Services Programs & Supp. Services Programs &

Supp. Services Programs & Supp. Services Programs & Supp. Services Management Structure Proposed President Vice President Inst. Affairs Vice President Administration Ext. C. Director Pohnpei Ext. C. Director Chuuk Ext. C. Director Kosrae

Exec. Director Land Grant Vice President Stud. Services Vice President CRE Ext. C. Director Yap Ext. C. Director FMI ? Management Structure Proposed President Exec. Director Land Grant Vice President Inst. Affairs Vice President Administration

Vice President Stud. Services Vice President CRE Inst. Co-ord. Nat. Directors Nat. Directors CRE Co-ord. Ext. C. Director Pohnpei Ext. C. Director Chuuk Ext. C. Director Kosrae Ext. C. Director Yap

Ext. C. Director FMI ? Programs & Supp. Services Programs & Supp. Services Programs & Supp. Services Programs & Supp. Services Programs & Supp. Services Yap Extension Center Yap Extension Center Program / Services Pros Cons

AA in Teacher Prep Demand is high for certification Having enough faculty to deliver the courses Maintain High demand on resources Keep at YEC Development Ed. (ACE) There is always a need Achieving College for Developmental Excellence Education / Pell eligible. Public Health Capacity building. Potential for PDP / AHEC funding.

Nursing Demand/need is there. National priority. Potential for PDP / AHEC funding. Community Health Assistant Program / Health Worker Ongoing training / retraining need. Sector development grants Recommendation Keep at YEC as a cohort Change in State Plan focus for dispensary staffing Comments Strategic scheduling

of courses needed. First priority of distance learning Cohort Keep at YEC as a cohort / strategic scheduling Cohort / high school graduates to National Campus Keep as PDP Cohort / Dispensary worker Yap Extension Center Program / Services Pros Carpentry & Cabinet Making

Small business opportunities . Support for capacity building. Equipment on the ground Cons Comments Maintain as a cohort or consider discontinuing Cohort. Check PCC enrollment in these programs There is a need. Limited teaching Potential for distance faculty and course load learning delivery for existing faculty. Keep at YEC as a cohort

Cohort / strategic scheduling CA in Law Enforcement There is a need / Professional Development career ladder Limited teaching faculty Not currently offered CA in Trial Counselor Potential for PDP. There is an ongoing need Limited teaching faculty. Relies on lawyers in the workforce

Maintain at YEC as a cohort CA in Bookkeeping Potential for PDP. There is an ongoing need Program may be outdated TYC in Teacher Preparation Limited teaching faculty. Low enrollment Recommendation Keep at YEC Cohort. Consider combining with PEC or CEC

Cohort Only as a cohort approach Yap Extension Center Program / Services Pros Cons CA in Building Maintenance There is a high demand on and off island. Potential for PDP. Limited teaching faculty CA in Agriculture & Food Technology Ongoing agricultural

initiatives in CRE. CRE enrollment at has staff to support Keeping a sustainable level program. We have space now. CA in Secretarial Science There is a large work sector that needs training / retraining. Potential for adult education/ develop. Short term training There is a high demand. Additional funding. Apprenticeship Program(s) Potential for PDP No faculty

Recommendation Comments Keep at YEC High demand. Proactive recruitment. Run as a cohort periodically Keep at YEC Proactive recruitment. Requires 1 x full time instructor / coordinator. Keep at YEC Cohort Expand opportunities at YEC Keep at YEC and continue to expand

opportunity Sector development grants possible. Centre Director to be proactive. Proactive recruitment Yap Extension Center Program / Services Pros Cons Recommendation Comments TRIO Programs Added value to our services. Indirect cost Soft money

Maintain at YEC UB. Do we have any plans if soft money runs out ? Admissions & Records 1 x Personnel for Admissions & Records and Financial Aid Centralized services Financial Aid See above Centralized services Counseling / Tutoring / Advising 1 x Personnel for counseling, tutoring, advising, peer

counseling Business Office 1 x Personnel Yap Extension Center Program / Services Pros Cons Recommendation Recreation Activities 1 x Personnel Dispensary 1 x Personnel Comments Keep at YEC

Needs expansion to meet student enrollment and required needs. Collection should reflect program offerings. Bookstore Duties to be combined with Fiscal Officer Outsource the student store or run it as an auxiliary Human Resources 1 x Personnel Library Resources are on the ground. Essential for support to all curriculum programs

Yap Extension Center Program / Services Information Technology Maintenance Pros Cons Recommendation 1 x Personnel 1 x Specialist & 2 x maintenance workers Security 5 x Personnel Custodial 2 x Personnel

Comments Summary of Key Issues a) b) c) d) e) f) Stakeholder Management Optimization of Regional Campuses Centralization of Supp. Services (where possible) Master Plan(s) c.f. Instructional Programs Cost Reduction / Management Performance Management Stakeholder Management - closer relationships / improved communication increased confidence in COM-FSM development of partnership(s) c.f. industry collective needs assessment /continuous improvement

business development / vocational awareness / education greater student focus / preparation / opportunities / jobs Extension Centers - improved operational efficiency wider curriculum (academic / voc. programs) increased enrollment / increased revenue centralized support services (where possible) optimization of infrastructure / resources Centralized Support Services - improved operational efficiency optimization of resources consistency of service delivery (current) coordinated development of new services - timely procurement / delivery of resource materials (special focus) Master Plan(s) (in particular Instructional Master Plan)

- Instructional / Information Tech. / Infrastructure integrated approach to program development / delivery balanced mix of quality academic and voc. programs collective needs assessment /continuous improvement enhanced program evaluation / assessment / delivery improved performance management (faculty) Cost Reduction / Management - optimization of resources improved budgeting process improved operational efficiency improved fiscal management Performance Management - enhanced work planning greater accountability / managed expectations provision of constructive feedback mechanism link to performance pay

link to training and development Stage 2 Compensation Structuring Obtaining and analyzing market compensation data Market Data - Sources Market Data - Sources 1. Regional Comparisons Guam Community College Palau Community College College of the Marshall Islands American Samoa Community College Northern Marianas College (unable to participate) Market Data - Sources 2. U.S. Comparisons (GCC Report) a) National Faculty Survey 2007 - 2008 (CUPA) b) Community College Faculty Survey 2007 - 2008 (CUPA) c) Mid Level Admin & Professional Survey 2007 - 2008 (CUPA) d) Administrative Compensation Survey 2007 - 2008 (CUPA)

Market Data Regional Market Percentiles 5th - 95th Regression Analysis COM-FSM Regression Analysis GCC CMI ASCC PCC COM-FSM Regression Analysis GCC 95th CMI

75th ASCC 50th 25th 5th PCC COM-FSM Regression Analysis 15th 10th 95th 5th 75th 50th 25th 5th

Regression Analysis 95th 75th 50th 25th 5th Regression Analysis 95th 75th 50th 25th 5th Stage 2 Compensation Structuring

In developing a revised compensation model : KEY QUESTION Where in the market should we / can we position the College to be more externally competitive i.e. in attracting and retaining employees ? Regression Analysis 95th 75th 50th 25th 5th Structural Adjustment Cost Estimated Adjustment Cost (10th Market Percentile - Region) Current Base Salary Total Increase to 10th Market Percentile $

$ 5,988,513 79,991 New Base Salary Total $ 6,068,504 Current Total Compensation Increase to 10th Market Percentile $ $ 7,630,563 101,925 New Total Compensation $ 7,732,488 (1.3%)

Estimated Adjustment (10th Market Percentile - Region) Number of Employees (< 10th) 43 (11.8%) Number of Employees (> 10th) 320 (88.2%) Total Full-Time Employees 363 (100.0%) Estimated Adjustment Cost (20th Market Percentile - Region) Current Base Salary Total Increase to 20th Market Percentile $ $ 5,988,513 204,272

New Base Salary Total $ 6,192,785 Current Total Compensation Increase to 20th Market Percentile $ $ 7,630,563 260,283 New Total Compensation $ 7,890,847 (3.4%) Estimated Adjustment (20th Market Percentile - Region)

Number of Employees (< 20th) 103 (28.4%) Number of Employees (> 20th) 260 (71.6%) Total Full-Time Employees 363 (100.0%) Estimated Adjustment Cost (30th Market Percentile - Region) Current Base Salary Total Increase to 30th Market Percentile $ $ 5,988,513 464,105 New Base Salary Total $

6,452,618 Current Total Compensation Increase to 30th Market Percentile $ $ 7,630,563 591,363 New Total Compensation $ 8,221,926 (7.7%) Estimated Adjustment (30th Market Percentile - Region) Number of Employees (< 30th) 185 (51.0%)

Number of Employees (> 30th) 178 (49.0%) Total Full-Time Employees 363 (100.0%) Estimated Adjustment Cost (40th Market Percentile - Region) Current Base Salary Total Increase to 40th Market Percentile $ $ 5,988,513 871,158 New Base Salary Total $ 6,859,671 Current Total Compensation

Increase to 40th Market Percentile $ $ 7,630,563 1,110,030 New Total Compensation $ 8,740,593 (14.5%) Estimated Adjustment (40th Market Percentile - Region) Number of Employees (< 40th) 243 (66.9%) Number of Employees (> 40th) 120 (33.1%)

Total Full-Time Employees 363 (100.0%) Estimated Adjustment Cost (50th Market Percentile - Region) Current Base Salary Total Increase to 50th Market Percentile $ 5,988,513 $ 1,400,322 New Base Salary Total $ 7,388,835 Current Total Compensation Increase to 50th Market Percentile $ $ 7,630,563 1,784,290

New Total Compensation $ 9,414,853 (23.3%) Estimated Adjustment (50th Market Percentile - Region) Number of Employees (< 50th) 303 (83.5%) Number of Employees (> 50th) 60 (16.5%) Total Full-Time Employees 363 (100.0%) Note : the transition to a more competitive market position may take over a number of years e.g.

Option 1 FY11 - 10th market percentile FY12 - 15th market percentile FY13 - 20th market percentile FY14 - 25th market percentile Note : the transition to a more competitive market position may take over a number of years e.g. Option 2 FY11 - 10th market percentile FY12 - standard increment FY13 - 15th market percentile FY14 - standard increment Target a Specific Group for an Initial Adjustment e.g. Option 3 COM-FSM (full-time employees) No % Base Salary Increase

Administration Employees < 10th Market Percentile 21 5.8 30,803 Administration Employees > 10th Market Percentile 106 29.2 7,886 Instructional Affairs Employees < 10th Market Percentile 13 3.6 14,274 Instructional Affairs Employees > 10th Market Percentile 118

32.5 12,427 Student Services Employees < 10th Market Percentile 6 1.7 3,903 Student Services Employees > 10th Market Percentile 63 17.4 4,572 CRE Employees < 10th Market Percentile 2 0.6

342 CRE Employees > 10th Market Percentile 30 8.3 2,541 Presidents Office Employees < 10th Market Percentile 1 0.3 2,977 Presidents Office Employees > 10th Market Percentile 3 0.8 266 363

100.0 79,991 TOTAL Stage 3 : Implementation Stage 3 : Implementation New Pay Schedule Options Pay Schedule Option (Traditional Approach) 6.2% 5.8% 5.5% 5.2% 4.0% 3.8%

3.7% 3.5% Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 3.8% A $13,990

$14,865 $15,739 $16.614 $17,488 $18,188 $18,887 $19,587 4.1% B $15,443 $16,351 $17,260 $18,168

$18,895 $19,621 $20,348 4.6% C $15,133 $16,079 $17,024 $17,970 $18,916 $19,673 $20,429 $21,186 5.1%

D $15,840 $16,830 $17,820 $18,810 $19,800 $20,592 $21,384 $22,176 5.8% E $16,656 $17,697

$18,738 $19,779 $20,820 $21,653 $22,486 $23,318 $14,534 Pay Schedule Option (New Approach) + 1% + 1% + 1% Step 1 + 1% + 1%

+ 1% + 1% Step 2 Step 20 A B C D A B C D Grade

A 11,000 11,110 11,221 11,333 11,447 11,561 11,677 11,793 + 14% B 12,540 12,665 12,792

12,920 13,049 13,180 13,311 13,445 + 14% C 14,296 14,439 14,583 14,729 14,876 15,025

15,175 15,327 + 14% D 16,297 16,460 16,625 16,791 16,959 17,128 17,300 17,473 + 14% E

18,579 18,764 18,952 19,142 19,333 19,526 19,722 19,919 Z Pay Schedule Options Every employee would have a : grade, step and sub-step e.g. Employee X Grade I, Step 6, Sub-step B Stage 3 : Implementation

Transition Process to New Compensation Model Competitors Approach Competitors Approach 600 JE Points 500 JE Points Competitors Approach 600 JE Points (20 Positions) 500 JE Points Competitors Approach 600 JE Points (20 Positions) 500 JE Points e.g. Grade K (Step 1) Competitors Approach

600 JE Points 595 JE Points (20 Positions) 505 JE Points 500 JE Points e.g. Grade K (Step 1) Competitors Approach 700 JE Points 605 JE Points e.g. Grade L (Step 1) 600 JE Points 595 JE Points (20 Positions) 505 JE Points 500 JE Points e.g. Grade K (Step 1)

Our Approach Our Approach 600 JE Points (20 Positions) 500 JE Points Our Approach 600 JE Points 595 JE Points (20 Positions) 505 JE Points 500 JE Points Our Approach 600 JE Points 595 JE Points e.g. Grade K (Step 5) (20 Positions)

505 JE Points 500 JE Points e.g. Grade K (Step 2) Our Approach Lets look at the mechanics of this process (Two Step Process) Our Approach Step 1 - Identification of an implementation range Step 2 - Migrate all employees into the new model Regression Analysis 95th 75th 50th 25th 5th

Implementation (Step 1) $ US Base Salary Regression Line (15th Market Percentile) Job Evaluation Points Implementation (Step 1) Base Salary Regression Line (15th Market Percentile) $ US Position A - Mkt Base Salary Position B - Mkt Base Salary Job Evaluation Points Implementation (Step 1) Base Salary Regression Line (15th Market Percentile) A $ US Position A - Mkt Base Salary

B Position B - Mkt Base Salary Job Evaluation Points Implementation (Step 1) Base Salary Regression Line (15th Market Percentile) Position A - Mkt Base Salary A $ US CAP (Pay no less than 95%) CAP (Pay no more than 105%) B Position B - Mkt Base Salary Job Evaluation Points Implementation (Step 1) Base Salary Regression Line (15th Market Percentile)

A CAP (Pay no less than 95%) C $ US Position A - Mkt Base Salary D CAP (Pay no more than 105%) B Position B - Mkt Base Salary Job Evaluation Points Implementation (Step 1) Base Salary Regression Line (15th Market Percentile) A CAP (Pay no less than 95%) C

$ US Position A - Mkt Base Salary D CAP (Pay no more than 105%) B Position B - Mkt Base Salary Job Evaluation Points Implementation (Step 1) $ US Base Salary Regression Line (15th Market Percentile) Position A - Mkt Base Salary A CAP (Pay no less than 95%) C

F E D CAP (Pay no more than 105%) B Position B - Mkt Base Salary Job Evaluation Points Implementation (Step 1) We next identify a base salary value (for each position) that we can then transpose to the new pay schedule in order to identify the upper end of an implementation range We do this by initially identifying the midpoint Implementation (Step 1) Base Salary Regression Line (15th Market Percentile) A CAP - 95%

C $ US Position A - Mkt Base Salary B Job Evaluation Points Implementation (Step 1) Base Salary Regression Line (15th Market Percentile) $ US Position A - Mkt Base Salary A D (Midpoint) CAP - 95% C B

In this example, the midpoint falls between the market and the cap so we take the midpoint value and transpose this to the new pay schedule Job Evaluation Points Implementation (Step 1) Base Salary Regression Line (15th Market Percentile) A CAP - 95% C $ US Position A - Mkt Base Salary B Job Evaluation Points Implementation (Step 1)

$ US Base Salary Regression Line (15th Market Percentile) Position A - Mkt Base Salary A CAP - 95% C D (Midpoint) B In this example, the midpoint falls below the cap so we take the cap value and transpose this to the new pay schedule Job Evaluation Points Conversion Process Example e.g : Position X

e.g : Position X Base Salary Regression Line (25th Market Percentile) $ US Mkt Base Salary $30,527 468 Job Evaluation Points e.g : Position X Base Salary Regression Line (25th Market Percentile) $ US Mkt Base Salary $30,527 CAP (95% ) $29,001 468 Job Evaluation Points e.g : Position X Base Salary Regression Line (25th Market Percentile) $ US

Mkt Base Salary $30,527 $29,463 (Regression Intercept) CAP (95% ) $29,001 468 Job Evaluation Points e.g : Position X Base Salary Regression Line (25th Market Percentile) $ US Mkt Base Salary $30,527 Midpoint $29,995 $29,463 (Regression Intercept) CAP (95% ) $29,001 468 Job Evaluation Points e.g : Position X Base Salary Regression Line (25th Market Percentile) $ US Mkt Base Salary $30,527

We transpose $29,995 to the new Pay Schedule Midpoint $29,995 $29,463 (Regression Intercept) CAP (95% ) $29,001 468 Job Evaluation Points e.g : Position X Grade G Step 6 Sub-Step C $29,995 $29,756 Using the new Pay Schedule identify the closest base salary sub-step (on the lower side) e.g : Position X

Grade G Step 6 Sub-Step C $29,995 $29,756 Note : this forms the high end of the implementation range (25th Market Percentile) e.g : Position X Step 3 C D A Step 4 B C D A

Step 5 B C D A Step 6 B C D A B GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756 1 2

$25,630 3 4 5 6 7 8 9 10 11 12 13 14 15

16 $29,756 The low end of the implementation range is 16 sub-steps from the high end e.g : Position X Step 3 C D A Step 4 B C D A Step 5 B

C D A Step 6 B C D A B GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756 1 2 3 4

5 6 7 8 9 10 11 $25,630 12 13 14 15 16

$29,756 Implementation Range $29,756 (Grade G, Step 6, Sub-Step B) - Range Max $25,630 (Grade G, Step 2, Sub-Step C) - Range Min Implementation Now that we have an implementation range for each unique position the final step is to migrate all employees into the new compensation model Implementation Criteria 1. Performance 2. Education 3. Experience TOTAL 8 Points 5 Points 3 Points 50% 31% 19%

16 Points 100% Implementation Criteria 1. Performance 2. Education 3. Experience TOTAL 8 Points 5 Points 3 Points 50% 31% 19% 16 Points 100% This corresponds to the implementation range e.g : Position X

Employee 1. Performance 2. Education 3. Experience TOTAL 9 Points 4 Points 3 Points 8 Points 4 Points 3 Points 16 Points 15 Points e.g : Position X Step 3 C D A Step 4

B C D A Step 5 B C D A Step 6 B C D A B

GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756 1 2 3 4 5 6 7 8 9 10 11 $25,630

12 13 14 15 16 $29,756 Score of 15 = $29,461 Finally, in comparing this to the employees current salary there are two scenarios : e.g : Position X Step 3 C D A Step 4 B

C D A Step 5 B C D A Step 6 B C D A B GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756

1 2 3 4 5 6 7 8 9 10 11 $25,630 1.

12 13 14 15 16 $29,756 Score of 15 = $29,461 Where the employees current base salary is below this amount e.g : Position X Step 3 C D A Step 4 B

C D A Step 5 B C D A Step 6 B C D A B GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756

1 2 3 4 5 6 7 8 9 10 11 12 13

$25,630 Score of 15 = $29,461 Emp X : Current Base Salary = $26,000 14 15 16 $29,756 e.g : Position X Step 3 C D A Step 4 B C D

A Step 5 B C D A Step 6 B C D A B GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756 1

2 $25,630 3 4 5 6 7 8 9 10 11 12 13 14

15 16 $29,756 Score of 15 = $29,461 Emp X : Current Base Salary = $26,000 Emp X : New Base Salary = $29,461 (13% inc) Grade G, 6, A e.g : Position X Step 6 D Step 7 A B C D A

Step 8 B C D A Step 9 B C D A B C GR. G 29,169 29,461 29,756 30,053 30,354 30,657 30,964 31,274 31,586 31,902 32,221 32,543 32,869 33,198 33,530 33,865 14

15 16 $29,756 2. Score of 15 = $29,461 Where the employees current base salary is above this amount e.g : Position X Step 6 D Step 7 A B C D A

Step 8 B C D A Step 9 B C D A B C GR. G 29,169 29,461 29,756 30,053 30,354 30,657 30,964 31,274 31,586 31,902 32,221 32,543 32,869 33,198 33,530 33,865 14

15 16 $29,756 Score of 15 = $29,461 Emp X : Current Base Salary = $31,500 e.g : Position X Step 6 D Step 7 A B C D A Step 8 B

C D A Step 9 B C D A B C GR. G 29,169 29,461 29,756 30,053 30,354 30,657 30,964 31,274 31,586 31,902 32,221 32,543 32,869 33,198 33,530 33,865 14 15 16

$29,756 Score of 15 = $29,461 Emp X : Current Base Salary = $31,500 Emp X : New Base Salary = $31,586 (0.3% inc) Grade G, 7, D Typical Project Overview Stage 1 : Internal Analysis Stage 2 : External Analysis Stage 3 : Implementation Supp. Projects : Performance Management / (optional) Development of Pay Incentives Typical Project Overview Stage 1 : Internal Analysis Stage 2 : External Analysis Stage 3 : Implementation Supp. Projects : Performance Management / (optional) Development of Pay Incentives Integrated Performance

Management System Integrated Performance Management System Work Planning Review Training Performance Pay Performance Management e.g. Guam Community College e.g. GCC under previous compensation model 10 + Steps - 24 months 7 - 9 Steps - 18 months 1 - 6 Steps - 12 months Performance Management e.g. Guam Community College Old Compensation Model 10 + Steps - 24 months 7 - 9 Steps - 18 months

1 - 6 Steps - 12 months New Model Everyone will be reviewed annually Performance Management e.g. Guam Community College Three new performance management tools are being implemented : a) Academic Administrators b) Faculty c) Staff (classified positions) Performance Management e.g. Guam Community College One of the benefits of the new pay schedule is that a performance range is made available i.e. as a performance incentive on an annual basis Performance Management + 1% + 1%

+ 1% Step 1 + 1% + 1% + 1% + 1% Step 2 + 1% + 1% Step 3 A B C D

A B C D A B Grade A 11,000 11,110 11,221 11,333 11,447

11,561 11,677 11,793 11,911 12,031 + 14% B 12,540 12,665 12,792 12,920 13,049 13,180 13,311

13,445 13,579 13,715 + 14% C 14,296 14,439 14,583 14,729 14,876 15,025 15,175 15,327

15,480 15,635 + 14% D 16,297 16,460 16,625 16,791 16,959 17,128 17,300 17,473 17,647 17,824

+ 14% E 18,579 18,764 18,952 19,142 19,333 19,526 19,722 19,919 20,118 20,319 + 14%

F 21,180 21,391 21,605 21,821 22,040 22,260 22,483 22,707 22,934 23,164 + 14% G 24,145

24,386 24,630 24,876 25,125 25,376 25,630 25,886 26,145 26,407 Performance Management + 1% + 1% + 1% Step 1

+ 1% + 1% + 1% + 1% Step 2 + 1% + 1% Step 3 A B C D A

B C D A B Grade A 11,000 11,110 11,221 11,333 11,447 11,561 11,677

11,793 11,911 12,031 + 14% B 12,540 12,665 12,792 12,920 13,049 13,180 13,311 13,445

13,579 13,715 + 14% C 14,296 14,439 14,583 14,729 14,876 15,025 15,175 15,327 15,480 15,635

+ 14% D 16,297 16,460 16,625 16,791 16,959 17,128 17,300 17,473 17,647 17,824 + 14%

E 18,579 18,764 18,952 19,142 19,333 19,526 19,722 19,919 20,118 20,319 + 14% F 21,180

21,391 21,605 21,821 22,040 22,260 22,483 22,707 22,934 23,164 + 14% G 24,145 24,386

24,630 24,876 25,125 25,376 25,630 25,886 26,145 26,407 Performance Management + 1% + 1% + 1% Step 1 + 1%

+ 1% + 1% + 1% Step 2 + 1% + 1% Step 3 A B C D A B C

D A B Grade A 11,000 11,110 11,221 11,333 11,447 11,561 11,677 11,793

11,911 12,031 + 14% B 12,540 12,665 12,792 12,920 13,049 13,180 13,311 13,445 13,579 13,715

+ 14% C 14,296 14,439 14,583 14,729 14,876 15,025 15,175 15,327 15,480 15,635 + 14%

D 16,297 16,460 16,625 16,791 16,959 17,128 17,300 17,473 17,647 17,824 + 14% E 18,579

18,764 18,952 19,142 19,333 19,526 19,722 19,919 20,118 20,319 + 14% F 21,180 21,391

21,605 21,821 22,040 22,260 22,483 22,707 22,934 23,164 + 14% G 24,145 24,386 24,630 24,876

25,125 25,376 25,630 25,886 26,145 26,407 Performance Management + 1% + 1% + 1% Step 1 + 1% + 1% + 1%

+ 1% Step 2 + 1% + 1% Step 3 A B C D A B C D

A B Grade A 11,000 11,110 11,221 11,333 11,447 11,561 11,677 11,793 11,911 12,031

+ 14% B 12,540 12,665 12,792 12,920 13,049 13,180 13,311 13,445 13,579 13,715 + 14%

C 14,296 14,439 14,583 14,729 14,876 15,025 15,175 15,327 15,480 15,635 + 14% D 16,297

16,460 16,625 16,791 16,959 17,128 17,300 17,473 17,647 17,824 + 14% E 18,579 18,764

18,952 19,142 19,333 19,526 19,722 19,919 20,118 20,319 + 14% F 21,180 21,391 21,605 21,821

22,040 22,260 22,483 22,707 22,934 23,164 + 14% G 24,145 24,386 24,630 24,876 25,125

25,376 25,630 25,886 26,145 26,407 Thank You / Questions

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