Kentucky Board of Emergency Medical Services

Kentucky Board of Emergency Medical Services

KCTCS COMPENSATION ANALYSIS Board of Regents Workshop September, 2016 1 WHY WE ARE HERE Background KCTCSs colleges need a revised classification and compensation system. Studies undertaken without implementation. Continued loss of key staff and faculty. Difficulties backfilling positions. Inconsistent application of exceptions. KCTCS needs a strong compensation philosophy. 2 WHY WE ARE HERE In March, 2015 the KCTCS Board requested a compensation classification study. History Last compensation and classification study was conducted and implemented in 2003. Scope 373 unique faculty and staff titles were benchmarked by HRG. Benchmarks were 36 colleges, universities and similar systems in surrounding states. College and University Professional Association of Human Resources (CUPA-HR), Kenexa and Economic Research Institute (ERI) databases were used for benchmarking. 3 WHY WE ARE HERE Results Consolidation and clarity of pay bands. A proposal to reduce the number of current job titles from 373 to 248. Adjustment of pay bands to better reflect market conditions. Financial modeling of moving everyone to at least band minimum. A consistent approach to the federally required Fair Labor Standards Act (FLSA). Financial modeling of new FLSA regulations. A proposal to implement a pay program to fund hard to fill faculty disciplines. A financial forecast of an annual 3% salary increase. Updated compensation policies and procedures. 4 TEAM AND RESOURCES KCTCS Leadership

Wendell Followell Jackie Cecil KCTCS Presidents Cabinet KCTCS System Office Compensation Team Stephanie May Shirley Snodgrass Tiffany Wagers Hanna Resource Group (HRG) Lyle Hanna Kurt Kessler Candra Bryant Allison Pettrey Jean-Paul Philippe 5 TEAM AND RESOURCES Human Resource Directors from the colleges Kellie Allen Ashland Bryen Goble Big Sandy Barbara Goatley Bluegrass Kris Wood Elizabethtown Phyllis Yeager Gateway Vickie Combs Hazard Doris Lake Henderson Yvonne Glasman Hopkinsville Toni Whalen Jefferson May Wright Madisonville Sandra Estill Maysville

Vicky Hohiemer Owensboro Jill Meece Somerset Sherri Forester Southcentral Billie Franks Southeast Bridget Canter West Kentucky 6 TEAM AND RESOURCES Presidents Leadership Team Dr. Kay Adkins Ashland Dr. Devin Stephenson Big Sandy Dr. Augusta Julian Bluegrass Dr. Thelma White Elizabethtown Dr. Keith Bird (interim) Gateway Dr. Stephen Greiner Hazard Dr. Kris Williams Henderson Dr. Jay Allen Hopkinsville Dr. Gwen Joseph (interim) Jefferson Dr. Judy Rhoads Madisonville Dr. Steve Vacik Maysville Dr. Scott William Owensboro Dr. Jo Marshall Somerset Dr. Phil Neal Southcentral Dr. Lynn Moore Southeast Dr. Barbara Veazey West Kentucky 7 FACULTY - AVERAGE COMPA RATIO BY COLLEGE BY SERVICE Compa Ratio = Market / Salary College ASHLAND CTC BIG SANDY CTC BLUEGRASS CTC ELIZABETHTOWN CTC GATEWAY CTC HAZARD CTC HENDERSON CTC HOPKINSVILLE CTC

JEFFERSON CTC MADISONVILLE CTC MAYSVILLE CTC OWENSBORO CTC SOMERSET CTC SOUTHCENTRAL CTC SOUTHEAST KY CTC WEST KY CTC Grand Total <2 6 5 12 6 8 7 4 6 10 3 5 2 6 10 2 8 100 2-5 13 4 15 23 24 10 3 8 19 10 18 14 14 24 10 17 226 Count of Faculty 5-10 10-15 15-25 14 12 21

27 14 34 17 41 69 30 15 24 23 8 19 12 15 33 6 4 14 13 7 22 26 34 47 24 15 22 13 14 19 15 16 24 47 28 39 27 11 10 21 11 27 33 10 26 348 255 450 25+ 12 16 42

29 3 19 9 7 60 16 15 15 18 2 20 18 301 Count 78 100 196 127 85 96 40 63 196 90 84 86 152 84 91 112 1680 <2 88% 82% 82% 83% 94% 87% 91% 84% 98% 90% 83% 83% 84% 80% 89% 86% 87%

Average of Compa Ratio 5-10 10-15 15-25 2-5 25+ 81% 80% 83% 89% 99% 78% 80% 81% 79% 88% 80% 83% 86% 80% 91% 78% 78% 84% 81% 93% 87% 86% 95% 94% 106% 86% 84% 85% 81% 93% 84% 88% 79% 93% 88% 79% 82% 81% 84% 92% 86% 85% 86% 99% 91% 81% 78% 82% 91% 91% 79% 79% 87% 82% 94% 81% 80% 80% 83% 91% 80% 84% 82% 79% 93% 78% 78% 83% 79% 89% 83% 80% 81% 85% 93% 82% 82% 84% 86% 88% 81% 82% 84% 85% 92% Avg 86% 81% 85% 83% 92% 86% 85% 83% 89% 84% 85% 83% 83% 80% 85% 84% 85% * Does not include Corrections, Fire Commission System Office, Fire Rescue System Office, KBEMS, Virtual Learning/KCTCS Online 8 STAFF - AVERAGE COMPA RATIO BY COLLEGE BY SERVICE Compa Ratio = Market / Salary College ASHLAND CTC BIG SANDY CTC BLUEGRASS CTC ELIZABETHTOWN CTC GATEWAY CTC HAZARD CTC

HENDERSON CTC HOPKINSVILLE CTC JEFFERSON CTC KCTCS SYSTEM OFFICE MADISONVILLE CTC MAYSVILLE CTC OWENSBORO CTC SOMERSET CTC SOUTHCENTRAL CTC SOUTHEAST KY CTC WEST KY CTC Grand Total <2 11 8 46 11 25 18 4 12 17 25 11 7 7 2 15 13 23 255 2-5 18 23 58 23 30 26 9 17 44 35 21 21 14 24 41 23 41 468

Count of Staff 5-10 10-15 15-25 22 20 21 33 19 21 45 36 39 24 17 40 47 20 16 17 17 40 14 13 13 35 13 13 36 44 45 35 29 55 22 22 22 21 17 19 17 22 32 38 39 28 22 9 18 34 14 39 39 16 27

501 367 488 25+ 7 12 11 18 2 17 7 6 19 15 10 7 17 15 4 14 14 195 Count 99 116 235 133 140 135 60 96 205 194 108 92 109 146 109 137 160 2274 <2 73% 68% 75% 75% 82% 71% 69% 73%

77% 80% 70% 81% 79% 65% 83% 80% 77% 76% 2-5 75% 78% 78% 81% 86% 81% 80% 72% 85% 93% 77% 83% 76% 80% 82% 81% 84% 82% Average of Compa Ratio 5-10 10-15 15-25 25+ 83% 84% 92% 93% 80% 79% 86% 91% 78% 93% 93% 104% 80% 86% 86% 89% 93% 96% 93% 121% 84% 78% 92% 106% 79% 86% 92% 101% 82% 82% 96% 101% 89% 91% 97% 103% 98% 96% 105% 103% 89% 84% 90% 92% 79% 85% 89% 79% 84% 84% 95% 95% 87% 93% 90% 109% 81% 83% 90% 125% 84% 86% 90% 93% 84% 82% 89% 99% 85% 88% 93% 99% Avg

83% 81% 84% 84% 90% 86% 85% 82% 90% 97% 84% 83% 88% 90% 85% 86% 85% 87% * Does not include Corrections, Fire Commission System Office, Fire Rescue System Office, KBEMS, Virtual Learning/KCTCS Online 9 SUMMARY OF FINDINGS Overall pay to market (compa ratio) for faculty is 85%. 45% of the faculty has over 15 years of service and their pay is 88% of market Overall pay to market (compa ratio) for staff is 87%. 29% of the staff has over 15 years of service and their pay is 96% of market 10 FACULTY - AVERAGE COMPA RATIO BY COLLEGE BY AGE Compa Ratio = Market / Salary College ASHLAND CTC BIG SANDY CTC BLUEGRASS CTC ELIZABETHTOWN CTC GATEWAY CTC HAZARD CTC HENDERSON CTC HOPKINSVILLE CTC JEFFERSON CTC MADISONVILLE CTC MAYSVILLE CTC OWENSBORO CTC SOMERSET CTC SOUTHCENTRAL CTC SOUTHEAST KY CTC WEST KY CTC Grand Total

Count of Faculty 20-29 30-39 40-49 50-59 2 12 16 28 1 18 23 41 3 14 53 77 1 22 30 40 5 17 25 16 0 22 23 30 1 4 9 13 1 12 12 18 0 25 46 50 1 14 31 22 6 17 10 32 3 12 16 28 0 30

42 45 2 30 27 21 1 12 25 25 3 17 33 38 30 278 421 524 60+ 20 17 49 34 22 21 13 20 75 22 19 27 35 4 28 21 427 Count 78 100 196 127 85 96 40 63 196 90 84 86 152 84

91 112 1680 Average of Compa Ratio 20-29 30-39 40-49 50-59 60+ 88% 87% 85% 85% 87% 81% 78% 81% 81% 85% 78% 80% 81% 88% 87% 78% 80% 80% 82% 90% 88% 92% 92% 93% 94% 0% 81% 86% 87% 91% 90% 83% 84% 88% 82% 88% 80% 82% 81% 86% 0% 90% 85% 91% 90% 78% 82% 83% 81% 90% 82% 81% 80% 87% 88% 80% 80% 81% 84% 85% 0% 80% 81% 84% 87% 79% 78% 78% 81% 91% 77% 83% 81% 86% 87% 87% 82% 83% 85% 87% 83% 82% 83% 85% 88% Avg 86% 81% 85% 83% 92% 86% 85% 83% 89% 84% 85% 83% 83% 80% 85% 84% 85% * Does not include Corrections, Fire Commission System Office, Fire Rescue System Office, KBEMS, Virtual Learning/KCTCS Online 11 STAFF - AVERAGE COMPA RATIO BY COLLEGE BY AGE Count of Staff College

20-29 30-39 40-49 50-59 ASHLAND CTC 7 15 30 27 BIG SANDY CTC 12 27 25 33 BLUEGRASS CTC 32 55 52 61 ELIZABETHTOWN CTC 6 26 24 47 GATEWAY CTC 14 34 38 29 HAZARD CTC 10 29 41 43 HENDERSON CTC 1 5 16 21 HOPKINSVILLE CTC 4 22 29 26 JEFFERSON CTC 9 37 58 57 KCTCS SYSTEM OFFICE 7 49 50 53 MADISONVILLE CTC 6

20 21 38 MAYSVILLE CTC 5 16 26 32 OWENSBORO CTC 5 22 22 34 SOMERSET CTC 5 19 41 49 SOUTHCENTRAL CTC 12 21 32 27 SOUTHEAST KY CTC 15 23 25 52 WEST KY CTC 16 45 29 43 Grand Total 166 465 559 672 Compa Ratio = Market / Salary 60+ 20 19 35 30 25 12 17 15 44 35 23 13

26 32 17 22 27 412 Count 99 116 235 133 140 135 60 96 205 194 108 92 109 146 109 137 160 2274 Average of Compa Ratio 20-29 30-39 40-49 50-59 60+ 74% 78% 84% 84% 88% 74% 78% 82% 83% 86% 78% 79% 82% 83% 98% 79% 80% 80% 83% 90% 83% 93% 93% 87% 90% 80% 80% 82% 93% 99% 55% 77% 79% 92% 87% 75% 78% 83% 82% 90% 82% 85% 86% 97% 94% 90% 97% 98% 99% 96% 71% 81% 81% 85% 93% 88% 82% 86% 80% 86% 73% 79% 93% 88% 92% 76% 83% 89% 93% 95% 81% 83% 86% 89% 82% 78% 86% 79% 88% 94% 77% 83% 86% 88% 88% 79% 84% 86% 88% 92% Avg 83% 81% 84% 84%

90% 86% 85% 82% 90% 97% 84% 83% 88% 90% 85% 86% 85% 87% * Does not include Corrections, Fire Commission System Office, Fire Rescue System Office, KBEMS, Virtual Learning/KCTCS Online 12 SUMMARY OF FINDINGS Overall pay to market (compa ratio) for faculty is 85%. 57% of the faculty is over 50-years-old and their pay is 86% of market Overall pay to market (compa ratio) for staff is 87%. 48% of the staff is over 50-years-old and their pay is 90% of market 13 COSTING Compensation Philosophy A compensation philosophy is simply a formal statement documenting the companys position about employee compensation. It essentially explains the why behind employee pay and creates a framework for consistency. Employers can benefit from being transparent about their compensation philosophy and having an official pay strategy. https://www.shrm.org/resourcesandtools/tools-and-samples/hr-qa/pages/compensationphilosophy.aspx 14 COSTING Compensation Philosophy KCTCS recognizes the importance of providing market competitive pay and benefits in order to attract, retain, and engage the caliber of faculty and staff our institution requires to achieve excellence. The compensation system incorporates Performance Planning and Evaluation (PPE), rewards employees for achieving KCTCS goals and balances both internal and external financial resources. KCTCS is committed to providing equitable compensation in accordance with applicable laws. 15

COSTING Results 3 Year Plan Cost System-wide (excluding benefits) Year 1 Under Min Funding Hard to Fill Adjustment Funding FLSA Adj Funding (40 hr assumption) Annual Increase of 3% Total $372,630 $377,675 $1,206,474 $5,800,881 $7,757,661 Year 2 Under Min Funding Hard to Fill Adjustment Funding Annual Increase of 3% Total $372,630 $377,675 $5,974,908 $6,725,213 Year 3 Under Min Funding Hard to Fill Adjustment Funding Annual Increase of 3% Total $372,630 $377,675 $6,154,155 $6,904,460 16 COSTING Results 3 Year Plan Cost $7.8M, excluding benefits, for first year cost. This includes: 3% salary increase is modeled at $5.8M. $1.2M for expected FLSA adjustments (assuming a 40 hour work week). $375K per year to get people to minimum of the salary range. $377K for Hard to Fill Adjustment - Biomedical Sciences, Nursing, Precision Production (this is a 5% increase spread evenly over 3 years). 17

COSTING Results 3 Year Plan Cost $6.8M, excluding benefits, for the second year cost. This includes: 3% salary increase is modeled at $6M. $375K per year to get people to minimum of the salary range. $377K for Hard to Fill Adjustment - Biomedical Sciences, Nursing, Precision Production (this is a 5% increase spread evenly over 3 years). $7M, excluding benefits, for the third year cost. This includes: 3% salary increase is modeled at $6.2M. $375K per year to get people to minimum of the salary range. $377K for Hard to Fill Adjustment - Biomedical Sciences, Nursing, Precision Production (this is a 5% increase spread evenly over 3 years). 18 COSTING Results 3 Year Plan Cost FLSA costing is valid as of 12/1/2016. Compensation and classification recommendations are valid as of 7/1/2017. The cost of salary compression is not included in this model. Compression occurs when someone is hired at a salary equal to or greater than existing employees. 19 RECOMMENDATIONS HRG recommends: 1. Adopt a Compensation Philosophy. 2. Standardize Policies and Procedures. 3. Implement starting salary algorithm. 4. Develop Career-Pathing to provide employees career growth opportunities. 5. Review Compensation Program annually. 20 RECOMMENDATIONS HRG recommends (cont): 6. Benchmark new jobs periodically to ensure external and internal equity and to maintain structural integrity. 7. Redefine and standardize Supplemental Pay procedures. 8. Centralize job code creation attributes KCTCS System-wide. 9. Conduct further analysis to reduce compression. 10. Fund Under Minimum, FLSA, Hard to Fill Adjustment and Annual Increases. 21

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