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REPORT FOR COLORADO DEPARTMENT OF HUMAN SERVICES

DEVELOPMENTAL DISABILITIES SERVICES COMPENSATION SURVEY

August 25, 2000

Conducted by:Effective Compensation, Incorporated

Table of Contents

I. Project Background and Methodology 1

II. Participants 3

III. ResultsA. General Summary 5B. Analysis by Position 7C. Regional Analysis 19D. Organization Size Analysis 32E. Published Survey Data 37

IV. Administrative and General Practices 47

V. Benefit Practices 55

VI. Conclusions 57

Appendix A Geographic DifferentialsAppendix B QuestionnaireAppendix C Definitions

I. Project Background and Methodology

This custom compensation survey of pay levels was conducted for The Developmental Disabilities Services (DDS) section of the Department of Human Services of the State of Colorado. It was developed by Effective Compensation, Incorporated (ECI), with assistance from DDS.

The questionnaire, including the job descriptions was developed through suggestions from ECI and DDS and then finalization with a group of individuals in DDS. The questionnaire is included as Appendix B of this report.

This survey focuses on three “levels” of organizations. The first level is developmental disabilities organizations which include (a) Community Centered Boards (CCBs-managed service organizations for community developmental disabilities services), (b) all community providers hired by CCB to provide residential and/or day program services, and (c) Regional Centers (RCs - state operated programs for persons with developmental disabilities).

The second level is organizations who provide some sort of support for individuals with special needs. Organizations in this second level could include nursing homes, hospitals, mental institutions, addiction treatment centers, etc. ECI generated a list of these organizations using appropriate SIC (Standard Industrial Classification) codes and then had DDS personnel review the list to assure it only contained organizations that weren’t already in the level 1 group and that possibly have similar positions to the ones being surveyed.

The third level of comparison represents positions that may be alternative employment for the employees performing the jobs being surveyed or which are jobs with comparable

levels of skill and responsibility. The information for these jobs was collected from published surveys.

ECI invited three hundred ten (310) individual organizations to participate. One hundred thirty-eight (138) of which were level 1 organizations and 173 were level 2 organizations. Fifty (50) level 1 organizations and fifteen (15) level 2 organizations participated (see page 3 for the list of participants). We had 100% CCB and Regional Center participation as well as a good portion of the large CCB providers.

ECI obtained contact information (name, email address, telephone number, and fax number) for the level 1 organizations from DDS. Those individuals were sent the survey via email or fax (depending on whether or not an email address was available) and were given approximately a week to return the completed survey.

A fax was sent to each level 2 organization asking if they were interested in participating in the survey and requesting the appropriate contact name and email address. DDS contacted via a phone call all of the level 2 organizations who did not respond to the faxed participation request to try to obtain a contact name and an email address. Those level 2 organizations who could not be reached either via fax or phone, were sent the survey via mail. The level two organizations where a contact was established were sent the survey via fax or email (depending on whether an email address was available). These organizations were also given approximately a week to return the completed survey.

The jobs surveyed were:Direct Care IDirect Care IIDirect Care III - SupervisorBasic Case ManagerSenior/Lead Case ManagerProgram Manager

All of the level 1 organizations who had not submitted a completed questionnaire by the due date were contacted by phone to remind them of the survey and to encourage participation.

ECI consultants reviewed every questionnaire submitted for completeness and for any apparent inconsistencies. Phone calls were then placed to participating organizations when necessary. These phone calls were made to obtain missing data and to validate the information provided.

Many of the overview graphs focus only on the Full-time employees because the majority of the reported employees are full-time.

Participants in this survey will receive a participant’s version of the survey results as thanks for their participation.

II. Participants

The following is a list of organizations that submitted data on the 4,753 total incumbents in the survey.

Level 1 Participants

CCB’sArkansas Valley CCB Blue Peaks Developmental ServicesCentennial Development Services, Inc. (CDSI)Colorado Bluesky Enterprises, Inc.Community Connections, Inc.Community OptionsDevelopmental Disabilities Center (DDC)Developmental Disabilities Resource CenterDenver Options, Inc.Development PathwaysDevelopmental Opportunities CCBEastern Colorado ServicesFoothills Gateway, Inc.Horizons Specialized ServicesMesa Developmental ServicesMountain Valley Developmental ServicesNorth Metro Community ServicesSoutheastern Developmental Services, Inc.Southern Colo. Developmental Disabilities, Inc.The Resource Exchange

Regional CentersWheat Ridge Regional CenterGrand Junction Regional CenterPueblo Regional Center

CCB Sub ProvidersBethphageCarmel Community LivingCheyenne Village, Inc.Community AdvantageCommunity IntersectionsCommunity Living AlternativesCommunity Support Service, Inc.Dungarvin Colorado, Inc.Dynamic Dymensions, Inc.Easter Seals Colorado Employment ServicesEmployment LinkFive Star Group HomeGood Shepherd Lutheran HomeHope CenterJewish Family ServiceLaradon HallLas Animas County Rehab CenterOffender Services Inc.Pueblo Diversified IndustriesQuality Life Service LLCREM Services, Inc. State Office - Colo. SpringsRoundup FellowshipSHALOM DenverSix Points Evaluation and Training, Inc.Support, Inc.TC's CommunityUnited Cerebral Palsy of Colorado, Inc.

Level 2 Participants

Arapahoe House, Inc.Colorado Boys RanchColorado Coalition for the HomelessDYC/LMYSC (Lookout Mountain Youth Srv. Ctr.)Gunnison Valley HospitalHome Health Plus & HospiceHuman Services Inc.Life Care Center of Colorado SpringsMental Health Center Boulder County, Inc.Mt. St. Francis MinistriesNorth Range Behavioral HealthSmith Agency, Inc.*St. Mary Corwin Medical CenterThe Bridge Community, Inc.*Visiting Nurse Assoc.

*These agencies coded themselves as level 2, but they are also known to do some sub-contracting with CCBs.

III. Results

A. General SummaryB. Analysis By PositionC. Region AnalysisD. Organization Size Analysis (Level 1 Only)E. Published Survey Data

4

A. GENERAL SUMMARY

As shown in the following table, the Regional Centers tend to pay more than any of the other classes of participants, followed by Level 2 participants, than the other Level 1 participants, with the community organizations paying the least. Details for each position are shown on the following pages in both tabular and graphic formats.

B. ANALYSIS BY POSITIONDuties: This is the basic and entry level direct care position for both residential and day program (employment, skills training, community accessibility) type services. Duties include, but are not limited to, assisting with daily living skills, providing authorized treatments and medications to clients and training clients in self-administered medication programs; implementing specific care, habilitation, skills training, and behavioral management programs for clients; and providing or overseeing the provision of client hygiene activities and housekeeping duties. Positions support persons in work situations, in acquiring work and other basic skills, support individuals in community activities, maintain supplies and materials, maintain equipment, work with volunteers, and provide transportation for consumers to and from community activity areas. Position provides documentation of all activities.

Minimum qualifications: There are no specific education or experience requirements to enter this class. High school diploma or GED is desired and CBI background clearance is required. For RCs only, additionally, to work at a regional center, individuals must have developmental disability-type psychiatric technician licensure in the State of Colorado.

Number of Orgs.

Number of

Incumbents

Simple Average Base Pay

Median Base Pay

WeightedAverage Base Pay

Average Structure Minimum

Average Structure Maximum

Percent Eligible for

Bonus

Percent Received

Bonus

Avg. Bonus Lump SumNumber

Received

Lump SumAverage

Avg. Years of Service

Total SampleFull-time 59 2285 $9.02 $9.00 $9.52 $7.78 $11.11 22% 70% $381 4 $248 3Part-time w/ Bens 32 266 $8.94 $8.07 $8.91 $7.80 $11.04 28% 72% $227 3 $231 3Part-time w/o Bens 38 540 $8.33 $8.38 $8.16 $7.46 $10.79 27% 51% $155 2 $78 2

Level 1 - TotalFull-time 45 1968 $8.77 $9.00 $9.43 $7.54 $10.77 21% 80% $350 4 $248 4Part-time w/ Bens 24 214 $9.08 $8.82 $9.01 $7.78 $10.92 32% 78% $227 3 $231 3Part-time w/o Bens 27 434 $8.14 $8.30 $8.05 $7.29 $10.63 31% 55% $155 2 $78 2

CCBFull-time 18 987 $8.48 $8.93 $8.55 $7.15 $10.51 32% 76% $290 1 $792 3Part-time w/ Bens 8 106 $8.55 $8.07 $8.18 $7.22 $10.79 27% 48% $132 1 $614 1Part-time w/o Bens 12 228 $7.94 $7.52 $7.91 $6.79 $10.55 17% 10% $162 1 $136 1

CCB - ProviderFull-time 24 573 $8.55 $8.95 $8.80 $7.41 $10.33 18% 95% $379 3 $67 3Part-time w/ Bens 13 69 $8.60 $8.50 $8.43 $7.42 $9.50 58% 100% $254 2 $40 2Part-time w/o Bens 14 201 $8.04 $8.38 $8.10 $7.48 $10.30 48% 74% $148 1 $20 3

Regional CenterFull-time 3 408 $12.37 $12.28 $12.42 $9.73 $14.45 0% 0% $0 0 $0 8Part-time w/ Bens 3 39 $12.59 $12.23 $12.27 $9.73 $14.45 0% 0% $0 0 $0 8Part-time w/oBens 1 5 $12.00 $12.00 $12.00 $8.94 $14.48 0% 0% $0 0 $0 0

Level 2Full-time 14 290 $9.82 $8.55 $10.19 $8.83 $12.54 31% 23% $850 0 $0 2Part-time w/ Bens 8 52 $8.54 $8.99 $8.52 $7.88 $11.43 12% 0% $0 0 $0 3Part-time w/o Bens 11 106 $8.79 $8.45 $8.60 $7.98 $11.27 9% 0% $0 0 $0 3

9

Direct Care IIDuties: This class describes either (1) a team/work leader level where positions are partially accountable for the work product of two or more staff or (2) work of a higher complexity or specialization than above such as interfacing with community organizations or employers. While the type of duties are similar to those performed by the DD Tech I, the complexity of the job is different. The operations and processes are still established and defined, but allow more flexibility and latitude in adapting practical approaches or routines for various client situations. The Direct Care II/DD Technician II therefore differs from the Direct Care I/DD Tech I on the complexity and line/staff authority factors. (see chart at bottom)

Minimum qualifications: Same as for Direct Care I/DD Tech 1, PLUS one year of experience in the direct care and training of a group of developmentally disabled persons (or for other organizations, substitute one year of experience serving clients in your field).

Number of Orgs.

Number of

Incumbents


Median Base Pay





Bonus

Percent Received

Bonus


Received

Lump SumAverage





CCB - ProviderFull-time 17 80 $9.80 $10.50 $10.14 $8.51 $12.18 24% 84% $810 2 $75 3Part-time w/ Bens*Part-time w/o Bens 4 9 $10.13 $12.00 $11.17 $8.25 $11.63 0% 0% $0 0 $0 1

Regional CenterFull-time 2 62 $14.65 $14.55 $14.60 $11.16 $13.27 0% 0% $0 0 $0 11Part-time w/ Bens 2 10 $13.46 $14.06 $13.94 $11.17 $15.92 0% 0% $0 0 $0 6Part-time w/o Bens*


12

*Insufficient sample

13

Direct Care III - Supervisor

Duties: This class describes the supervisory level of the class series. Positions at this level have supervisory responsibilities for three or more full-time equivalent employees. At this level, positions have greater latitude in establishing operations, such as setting procedures by which individual technicians may modify client plans. Thus, the Direct Care III/DD Tech III differs from the Direct Care II/DD Tech II on the decision making and line/staff authority factors. (see chart at bottom)

Minimum qualifications: Same as for Direct Care I/DD Tech 1, PLUS a minimum of Two years of experience in the direct care and training of a group of developmentally disabled persons (or for other organizations, substitute one year of experience serving clients in your field).

Number of Orgs.

Number of

Incumbents


Median Base Pay





Bonus

Percent Received

Bonus


Received

Lump SumAverage



Level 1 - TotalFull-time 34 221 $12.08 $12.65 $12.80 $10.41 $15.32 25% 87% $588 2 $704 5Part-time w/ Bens 1 3 $10.00 $10.00 $10.00 - - 0% 0% $0 1 $400 2Part-time w/o Bens*

CCBFull-time 18 124 $12.37 $12.00 $12.20 $10.05 $14.71 36% 87% $673 2 $704 5Part-time w/ Bens 1 3 $10.00 $10.00 $10.00 - - 0% 0% $0 1 $400 2Part-time w/o Bens*

CCB - ProviderFull-time 13 52 $10.53 $9.25 $10.39 $10.03 $14.88 19% 90% $481 0 $0 3Part-time w/ Bens*Part-time w/o Bens*

Regional CenterFull-time 3 45 $17.03 $17.31 $17.21 $12.75 $18.44 0% 0% $0 0 $0 17Part-time w/ Bens*Part-time w/o Bens*


14

*Insufficient Sample

15

Basic Case ManagerDuties: This class describes the first-level of case management which generally applies to individuals with one year or less experience in case management. Duties generally include, but are not limited to, intake; planning and facilitating meetings; identifying service needs of customers, developing plans to address those needs, locating and accessing needed services; coordinating services and supports; monitoring the provision of services and support provide pursuant to the plan; assist in maintaining the person’s eligibility for services and benefits as necessary; maintaining necessary documentation; ensuring rights protection and due process; and facilitating transfer/termination from services.Minimum qualifications: individuals must have at least a college bachelor's level degree (for CCBs) or some combination of education and experience appropriate to the requirements of the position.

Number of Orgs.

Number of

Incumbents


Median Base Pay





Bonus

Percent Received

Bonus


Received

Lump SumAverage





CCB - ProviderFull-time 6 16 $11.28 $12.26 $11.89 $10.42 $11.50 13% 100% $400 0 $0 2Part-time w/ Bens*Part-time w/o Bens*

Regional CenterFull-time 2 6 $20.48 $19.45 $19.79 $15.71 $23.32 0% 0% $0 0 $0 16Part-time w/ Bens*Part-time w/o Bens*

Level 2Full-time 10 47 $15.72 $11.91 $15.04 $13.90 $20.25 6% 33% $250 0 $0 3Part-time w/ Bens*Part-time w/o Bens*

16


17

Senior/Lead Case ManagerDuties: This class describes an experienced case manager who may have lead-work responsibilities, a broader scope of knowledge about services, and/or supervision over direct care staff. While the types of duties are similar to those performed by the basic case manager (see above), the level of decision-making and the complexity of the job are different. Duties may include, but are not limited to, all of the responsibilities of the basic level in addition to mentoring entry level case managers; supervising direct care staff or having a specialized area of focus requiring particular knowledge, such as eligibility determination, human rights committee, crisis management, or investigations.Minimum qualifications: individuals must have at least a bachelor's level degree of education, three (3) years of experience in the field of developmental disabilities (or for other organizations, substitute one year of experience serving clients in your field), or some combination of education and experience appropriate to the requirements of the position and at least one year of experience as a case manager.

Number of Orgs.

Number of

Incumbents


Median Base Pay





Bonus

Percent Received

Bonus


Received

Lump SumAverage


Total SampleFull-time 35 124 $16.14 $0.02 $16.08 $13.40 $919.73 19% 50% $608 1 $1,663 6Part-time w/ Bens 6 7 $16.96 $18.00 $17.84 $14.98 $21.67 0% 0% $0 0 $0 6Part-time w/o Bens 4 12 $15.64 $13.02 $13.72 $13.04 $19.74 0% 0% $0 0 $0 5

Level 1 - TotalFull-time 25 90 $15.90 $15.38 $16.40 $13.28 $19.78 19% 41% $636 1 $1,663 7Part-time w/ Bens 3 4 $19.27 $22.00 $20.23 $17.46 $25.45 0% 0% $0 0 $0 9Part-time w/o Bens 2 2 $19.51 $18.51 $18.51 $13.81 $21.86 0% 0% $0 0 $0 9

CCBFull-time 14 50 $16.58 $14.81 $15.31 $13.20 $20.58 32% 38% $683 1 $1,663 7Part-time w/ Bens 1 1 $13.82 $13.82 $13.82 - - 0% 0% $0 0 $0 10Part-time w/o Bens*

CCB - ProviderFull-time 8 20 $13.86 $12.90 $13.13 $11.46 $15.99 5% 100% $450 0 $0 5Part-time w/ Bens*Part-time w/o Bens 1 1 $13.31 $13.31 $13.31 $11.00 $20.00 0% 0% $0 0 $0 7

Regional CenterFull-time 3 20 $20.84 $23.84 $22.39 $17.15 $25.23 0% 0% $0 0 $0 11Part-time w/ Bens 2 3 $22.00 $23.09 $22.36 $17.46 $25.46 0% 0% $0 0 $0 9Part-time w/o Bens 1 1 $23.71 $23.71 $23.71 $16.62 $23.71 0% 0% $0 0 $0 11

Level 2Full-time 10 34 $16.73 $15.02 $15.26 $14.02 $19.62 21% 71% $538 0 $0 4Part-time w/ Bens 3 3 $14.65 $15.85 $14.65 $12.50 $17.89 0% 0% $0 0 $0 3Part-time w/o Bens*


19

Program ManagerDuties: This class describes the supervisory or staff authority level in the class series. Positions supervise staff providing direct services, are recognized staff authorities for programs, or are staff authorities that assure the inspection of programs providing services for the developmentally disabled, and make recommendations to improve the efficiency and quality of services delivery as well as assuring compliance with federal and state rules and regulations. Minimum qualifications: Graduation from an accredited college or university with a bachelor’s degree in developmental disabilities, psychology, public administration, public health, public health administration, social science or social work, and three years experience in the care, training, habilitation, and rehabilitation of developmentally disabled persons, or developing, designing, assessing or conducting individual plans or services for the developmentally disabled.

Number of Orgs.

Number of

Incumbents


Median Base Pay





Bonus

Percent Received

Bonus


Received

Lump SumAverage




CCBFull-time 18 95 $17.77 $15.83 $15.87 $13.22 $19.74 32% 53% $1,002 2 $642 6Part-time w/ Bens*Part-time w/o Bens 1 1 $21.40 $21.40 $21.40 - - 0% 0% $0 0 $0 0

CCB - ProviderFull-time 22 97 $14.78 $13.84 $14.05 $13.12 $18.91 46% 87% $683 2 $125 5Part-time w/ Bens 1 2 $10.82 $10.82 $10.82 $10.34 $11.30 100% 50% $300 0 $0 0Part-time w/o Bens 1 1 $20.40 $20.40 $20.40 $16.00 $30.00 0% 0% $0 0 $0 1

Regional CenterFull-time 3 11 $27.95 $31.07 $30.07 $21.11 $32.81 0% 0% $0 0 $0 15Part-time w/ Bens 2 4 $30.25 $30.25 $30.25 $22.11 $31.52 0% 0% $0 0 $0 16Part-time w/o Bens*

Level 2Full-time 10 33 $22.90 $23.82 $22.65 $19.04 $26.83 30% 60% $1,000 0 $0 10Part-time w/ Bens*Part-time w/o Bens*


21

C.REGION ANALYSIS - Level 1 Only This section of the survey includes only the Level 1 participants. As shown on the graph below and the tables on the following pages, pay levels tend to be highest in Denver and the southwestern part of Colorado (see the page 21 for the map of the regions). The southwestern findings were surprising but are to a large part due to the Grand Junction Regional Center which is a very large, high paying provider that skewed the results for that region (see the graph on the next page).

23

Regional Map

26

Denver Metro

Number of

Orgs.

Number

of Incumbents


Median

Base

Pay

Weighted

Average Base Pay




Bonus

Percent Received

Bonus

Avg. Bonus Lump Sum

Number

Received

Lump Sum

Average


Direct Care I

Full-time 20 980 $9.32 $9.50 $9.73 $8.25 $11.62 29% 83% $271 2 $75 2

Part-time w/ Bens 11 82 $9.21 $8.93 $9.05 $8.33 $11.45 40% 79% $298 1 $30 2

Part-time w/o Bens 13 209 $8.89 $8.50 $8.40 $8.05 $11.75 35% 47% $20 1 $20 3

Direct Care II

Full-time 13 145 $10.79 $12.03 $12.18 $9.59 $13.46 37% 59% $769 1 $100 3

Part-time w/ Bens 1 1 $10.50 $10.50 $10.50 $9.51 $13.79 100% 0% $0 0 $0 1

Part-time w/o Bens 3 8 $11.00 $12.00 $11.63 $10.00 $14.76 0% 0% $0 0 $0 0

Direct Care III-Supv.

Full-time 12 73 $12.33 $12.90 $13.00 $11.10 $15.99 34% 76% $400 0 $0 4

Part-time w/ Bens*

Part-time w/o Bens*

Basic Case Manager

Full-time 10 111 $13.30 $14.22 $13.74 $12.23 $17.44 59% 46% $350 0 $0 4

Part-time w/ Bens 1 2 $13.92 $13.92 $13.92 $11.51 $17.27 100% 0% $0 0 $0 11

Part-time w/o Bens 1 1 $17.80 $17.80 $17.80 - - 100% 100% $50 0 $0 12

27

Denver Metro, Con’t.

Number of

Orgs.

Number of

Incumbents


Median Base Pay





Bonus

Percent Received

Bonus


Received

Lump SumAverage


Sr. Case Manager

Full-time 10 45 $15.97 $16.35 $16.20 $14.14 $21.00 33% 33% $300 0 $0 8

Part-time w/ Bens 1 1 $20.90 $20.90 $20.90 $17.45 $26.00 0% 0% $0 0 $0 0

Part-time w/o Bens 1 1 $13.31 13.31 $13.31 $11.00 $20.00 0% 0% $0 0 $0 7

Program Manager

Full-time 20 124 $17.67 $15.42 $16.26 $15.21 $23.26 40% 66% $644 2 $125 5

Part-time w/ Bens*

Part-time w/o Bens 1 1 $20.40 20.4 $20.40 $16.00 $30.00 0% 0% $0 0 $0 1

* Insufficient Sample

28

Southeastern Region

Number of

Orgs.

Number

of Incumbents


Median

Base

Pay

Weighted

Average Base Pay




Bonus

Percent Received

Bonus

Avg. Bonus Lump Sum

Number

Received

Lump Sum

Average


Direct Care I

Full-time 13 420 $8.14 $8.99 $8.75 $7.20 $10.96 23% 82% $465 1 $50 3

Part-time w/ Bens 6 53 $8.59 $7.15 $7.83 $7.56 $11.16 83% 89% $195 1 $30 5

Part-time w/o Bens 10 158 $7.40 $8.50 $8.10 $6.90 $9.89 41% 58% $97 1 $20 2

Direct Care II

Full-time 9 215 $8.94 $7.03 $7.80 $8.19 $12.88 30% 100% $992 1 $200 4

Part-time w/ Bens 1 9 $14.06 $14.06 $14.06 $10.72 $15.28 0% 0% $0 0 $0 10

Part-time w/o Bens 1 25 $7.03 $7.03 $7.03 - - 0% 0% $0 1 $50 1


Full-time 11 73 $11.60 $10.34 $11.38 $10.01 $14.93 32% 100% $879 1 $400 8

Part-time w/ Bens 1 3 $10.00 $10.00 $10.00 - - 0% 0% $0 1 $400 2

Part-time w/o Bens*

Basic Case Manager

Full-time 8 56 $11.82 $13.17 $13.00 $11.13 $15.48 30% 88% $817 1 $200 3

Part-time w/ Bens 1 2 $11.00 $11.00 $11.00 - - 0% 0% $0 1 $200 2

Part-time w/o Bens 1 1 $12.60 $12.60 $12.60 $11.88 $16.44 0% 0% $0 0 $0 3

29

Southeastern Region, Con’t.

Number of

Orgs.

Number of

Incumbents


Median Base Pay





Bonus

Percent Received

Bonus


Received

Lump SumAverage


Sr. Case Manager

Full-time 7 19 $15.20 $12.90 $14.24 $12.82 $18.37 5% 100% $882 0 $0 4

Part-time w/ Bens 1 2 $23.09 $23.09 $23.09 $17.46 $24.89 0% 0% $0 0 $0 17

Part-time w/o Bens 2 2 $18.51 $18.51 $18.51 $13.81 $21.86 0% 0% $0 0 $0 9

Program Manager

Full-time 15 65 $15.01 $13.51 $14.03 $12.94 $19.13 51% 97% $1,061 1 $150 6

Part-time w/ Bens 1 1 $30.25 $30.25 $30.25 $21.22 $30.25 0% 0% $0 0 $0 10

Part-time w/o Bens 2 2 $20.90 $20.90 $20.90 $18.70 $25.70 0% 0% $0 0 $0 1

* Insufficient Sample

30

Northeastern Region

Number of

Orgs.

Number

of Incumbents


Median

Base

Pay

Weighted

Average Base Pay




Bonus

Percent Received

Bonus

Avg. Bonus Lump Sum

Number

Received

Lump Sum

Average


Direct Care I

Full-time 7 255 $8.20 $8.33 $8.16 $7.81 $10.63 13% 100% $163 2 $75 3

Part-time w/ Bens 4 48 $7.75 $8.07 $7.92 $7.68 $9.80 31% 100% $30 1 $30 1

Part-time w/o Bens 5 153 $8.03 $7.70 $8.02 $7.54 $10.38 62% 74% $148 1 $20 2

Direct Care II

Full-time 5 24 $9.26 $9.97 $9.45 $8.71 $12.11 42% 70% $1,175 1 $100 2

Part-time w/ Bens*

Part-time w/o Bens*


Full-time 5 35 $10.74 $9.25 $10.44 $10.05 $14.48 14% 100% $275 0 $0 3

Part-time w/ Bens*

Part-time w/o Bens*

Basic Case Manager

Full-time 3 18 $12.60 $12.53 $12.65 $11.64 $15.27 0% 0% $0 0 $0 3

Part-time w/ Bens*

Part-time w/o Bens 1 1 $12.60 $12.60 $12.60 $11.88 $16.44 0% 0% $0 0 $0 3

31

Northeastern Region, Con’t.Number

of Orgs.

Number of

Incumbents


Median Base Pay





Bonus

Percent Received

Bonus


Received

Lump SumAverage


Sr. Case Manager

Full-time*

Part-time w/ Bens*

Part-time w/o Bens*

Program Manager

Full-time 6 34 $14.06 $13.00 $13.66 $12.29 $16.88 53% 100% $213 2 $125 4

Part-time w/ Bens*

Part-time w/o Bens*


32

Northwestern Region

Number of

Orgs.

Number

of Incumbents


Median

Base

Pay

Weighted

Average Base Pay




Bonus

Percent Received

Bonus

Avg. Bonus Lump Sum

Number

Received

Lump Sum

Average


Direct Care I

Full-time 11 441 $8.66 $8.93 $8.64 $7.37 $10.32 13% 74% $275 1 $50 3

Part-time w/ Bens 5 49 $9.15 $8.66 $8.59 $8.25 $11.05 41% 85% $127 1 $30 1

Part-time w/o Bens 7 271 $8.12 $7.70 $7.96 $7.39 $11.63 42% 62% $148 1 $20 1

Direct Care II

Full-time 9 184 $9.44 $7.03 $7.86 $7.44 $11.85 5% 56% $325 1 $200 2

Part-time w/ Bens 1 3 $9.94 $9.94 $9.94 - - 100% 33% $200 0 $0 1

Part-time w/o Bens 2 27 $7.91 $7.03 $7.16 $8.69 $11.24 0% 0% $0 1 $50 1


Full-time 8 49 $12.19 $11.23 $11.78 $10.01 $15.22 14% 86% $288 1 $400 3

Part-time w/ Bens 1 3 $10.00 $10.00 $10.00 - - 0% 0% $0 1 $400 2

Part-time w/o Bens*

Basic Case Manager

Full-time 4 11 $11.73 $12.37 $12.03 $11.83 $14.41 27% 67% $400 1 $200 2

Part-time w/ Bens 2 32 $11.39 $11.77 $11.72 - - 94% 3% $300 1 $200 2

Part-time w/o Bens 1 2 $10.90 $10.90 $10.90 - - 100% 50% $300 0 $0 6

33

Northwestern Region, Con’t.

Number of

Orgs.

Number of

Incumbents


Median Base Pay





Bonus

Percent Received

Bonus


Received

Lump SumAverage


Sr. Case Manager

Full-time 5 21 $13.16 $13.15 $13.27 $10.35 $17.67 10% 100% $925 0 $0 4

Part-time w/ Bens 1 1 $13.82 $13.82 $13.82 - - 0% 0% $0 0 $0 10

Part-time w/o Bens*

Program Manager

Full-time 9 58 $15.13 $13.05 $13.68 $11.81 $16.45 55% 84% $421 2 $78 4

Part-time w/ Bens 1 2 $10.82 $10.82 $10.82 $10.34 $11.30 100% 50% $300 0 $0 0

Part-time w/o Bens*


34

Southwestern Region

Number of

Orgs.

Number

of Incumbents


Median

Base

Pay

Weighted

Average Base Pay

Structure Minimum

Direct Care I

Full-time 9 497 $8.74 $7.57 $9.51

Part-time w/ Bens 6 71 $9.46 $9.25 $10.01

Part-time w/o Bens 3 59 $7.78 $7.34 $7.41

Direct Care II

Full-time 8 182 $10.24 $7.03 $8.32

Part-time w/ Bens 1 1 $12.86 $12.86 $12.86

Part-time w/o Bens 3 30 $6.93 $7.03 $6.94


Full-time 8 70 $12.14 $12.77 $13.82

Part-time w/ Bens 1 3 $10.00 $10.00 $10.00

Part-time w/o Bens*

Basic Case Manager

Full-time 7 56 $13.09 $13.19 $12.65

Part-time w/ Bens 2 4 $12.16 $12.16 $12.16

Part-time w/o Bens*

36

Southwestern Region, Con’t.

Number of

Orgs.

Number of

Incumbents


Median Base Pay


Structure Minimum

Sr. Case Manager

Full-time 7 23 $16.48 $17.21 $19.13

Part-time w/ Bens 1 1 $13.82 $13.82 $13.82

Part-time w/o Bens*

Program Manager

Full-time 8 28 $18.45 $12.18 $16.62

Part-time w/ Bens 2 5 $20.54 30.25 $22.48

Part-time w/o Bens 1 1 $21.40 21.4 $21.40


37

D. ORGANIZATION SIZE ANALYSIS - Level 1 Only

This section of the survey includes only the Level 1 participants. Among organizations in this group, the larger firms (those with more than 100 employees, paid higher for every position.

38

Level 1 Organizations with fewer than 100 employees

Number of

Orgs.

Number

of Incumbents


Median

Base

Pay

Weighted

Average Base Pay

Structure Minimum

Direct Care I

Full-time 20 276 $8.55 $7.94 $8.18

Part-time w/ Bens 10 51 $8.58 $8.66 $8.00

Part-time w/o Bens 12 99 $7.44 $8.12 $7.92

Direct Care II

Full-time 13 67 $9.82 $9.97 $9.45

Part-time w/ Bens 1 3 $9.94 $9.94 $9.94

Part-time w/o Bens 3 3 $9.50 $9.00 $9.50


Full-time 12 40 $11.59 $12.00 $12.26

Part-time w/ Bens*

Part-time w/o Bens*

Basic Case Manager

Full-time 7 42 $12.28 $13.65 $13.11

Part-time w/ Bens 1 30 $11.77 $11.77 $11.77

Part-time w/o Bens 1 2 $10.90 $10.90 $10.90

39

Level 1 Organizations with fewer than 100 employees, Con’t.

Number of

Orgs.

Number of

Incumbents


Median Base Pay


Structure Minimum

Sr. Case Manager

Full-time 10 26 $14.92 $14.36 $14.14

Part-time w/ Bens 1 1 $13.82 $13.82 $13.82

Part-time w/o Bens 1 1 $13.31 $13.31 $13.31

Program Manager

Full-time 18 45 $16.04 $15.50 $15.73

Part-time w/ Bens 1 2 $10.82 $10.82 $10.82

Part-time w/o Bens 2 2 $20.90 $20.90 $20.90


40

Level 1 Organizations with 100 or more employees

Number of

Orgs.

Number

of Incumbents


Median

Base

Pay

Weighted

Average Base Pay

Structure Minimum

Direct Care I

Full-time 25 1692 $8.95 $9.50 $9.63

Part-time w/ Bens 14 163 $9.43 $8.93 $9.32

Part-time w/o Bens 15 335 $8.70 $8.50 $8.09

Direct Care II

Full-time 19 381 $10.24 $9.11 $9.77

Part-time w/ Bens 3 11 $12.47 $14.06 $13.63

Part-time w/o Bens 4 37 $8.52 $7.03 $7.85


Full-time 22 181 $12.34 $12.77 $12.92

Part-time w/ Bens 1 1 $10.00 $10.00 $10.00

Part-time w/o Bens*

Basic Case Manager

Full-time 19 164 $12.93 $13.17 $13.20

Part-time w/ Bens 3 6 $12.75 $13.32 $12.75

Part-time w/o Bens 2 2 $15.20 $15.20 $15.20

41

Level 1 Organizations with 100 or more employees, Con’t.

Number of

Orgs.

Number of

Incumbents


Median Base Pay


Structure Minimum

Sr. Case Manager

Full-time 15 64 $16.55 $16.35 $17.31

Part-time w/ Bens 2 3 $22.00 $23.09 $22.36

Part-time w/o Bens 1 1 $23.71 $23.71 $23.71

Program Manager

Full-time 25 158 $17.58 $14.67 $15.78

Part-time w/ Bens 2 4 $30.25 $30.25 $30.25

Part-time w/o Bens*


42

PUBLISHED SURVEY DATA (Level 3 Data)

Recognizing the limitations of a special survey, ECI researched available, credible published surveys to identify data that provides insights into the market pay levels of competitors for employees. Our objective in this analysis is to compare Level 1 respondent information collected in this survey with the data reported for positions we judged as comparable in general industry (level 3 organizations). The published survey information was collected during 1999 and has been “aged” to mid 2000 using an approach approved by WorldatWork (formerly the American Compensation Association).

The following summary shows the approximate coordination of the surveyed positions and the pay levels of Level 1 participants in the survey.

In general, Level 1 participants pay consistently less than the general industry (Level 3) does for comparable positions. The difference is relatively minor for lower level positions, but grows dramatically for progressively higher level positions. These differences are even more significant when the comparison is made between community providers (CCB and CCB subs) to level 3 positions.

The surveys we used included:Economic Research Institute - Denver subset

Mercer William M. Mercer Inc. Benchmark survey - Denver subset

Mountain States Employers Council – Denver Boulder subsetD.O.L. Department of Labor regional compensation survey -

Denver, Boulder, Greeley areasWyatt Watson Wyatt Worldwide - Denver, Boulder, Greeley,

Colorado Springs subset in various surveys

Level 3 Data

DSS PositionLevel 1

Survey Data*Community

Survey Data*Published Survey

Position LevelRange of Averages

Average of Averages

Direct Care I $9.43 $8.64Basic Skill Level $7.55 - $10.72 $9.22

Minimal Skill Level $7.50 - $13.32 $10.84

Direct Care II $10.37 $8.94Moderate Skill level $12.12 - $14.42 $12.99

Direct Care III $13.36 $11.64 Technical Skill Level $13.56 - $14.66 $14.10

First-Line Supervisor $11.06 - $22.74 $16.73

Basic Case Manager $13.53 $12.99 Basic Case Manager $17.74 - $22.02 $19.26

Senior/Lead Case Manager $16.08 $14.68 Senior/Lead Case Manager $22.12 - $23.37 $22.82

Program Manager $16.73 $14.95 Program Manager $25.24 - $31.63 $27.43

43

* Full-time Weighted Average Base Pay

44

Possible Survey Matches for Direct Care Positions

Basic Skill Level

Survey Survey Title / Scope AVG Annual AVGHourly

MSEC Laborer/Gen. Plant Helper $22.3 $10.72MSEC Matl Handling Worker I $22.0 $10.58MSEC Janitor $21.5 $10.34MSEC Packer $21.4 $10.29MSEC Mail Clerk $21.2 $10.19Wyatt Office Mail Clerk $19.7 $9.47Wyatt Office Clerk $19.5 $9.38ERI Mail Clerk $19.4 $9.33ERI Bicycle Messenger $19.1 $9.18ERI Mailroom Messenger $19.1 $9.18MSEC File Clerk I (Junior) $19.1 $9.18ERI Clerk-File $17.5 $8.41ERI Att.-Parking Station $16.7 $8.03ERI Food Service Worker $16.3 $7.84ERI Food Checker $16.2 $7.79ERI Att.-Coin Op Laundry $15.7 $7.55Average $19.2 $9.22

45

Minimal Skill Level

Survey Survey Title / Scope AVGAnnual

AVGHourly

MSEC Payroll Clerk I (Junior) $27.7 $13.32ERI Resident Care Aide $26.0 $12.50Mercer Secretary I $25.9 $12.45Mercer Receptionist $25.3 $12.16Mercer Customer Service Rep I $25.0 $12.02MSEC Acct. Clerk I (Junior) $24.7 $11.88MSEC Warehouse Worker $24.4 $11.73Wyatt Office Accounting Clerk I $24.3 $11.68ERI Bookkeeping Clerk $24.2 $11.63Wyatt Office Office Svc Asst (Lvl II) $24.1 $11.59ERI Accounting Clerk $24.1 $11.59MSEC Secretary I (Junior) $24.0 $11.54ERI Clerk Typist $23.9 $11.49ERI Call Center Rep. I $23.4 $11.25MSEC Receptionist $23.2 $11.15MSEC Microfilm Clerk $23.1 $11.11ERI Central Supply Worker $23.1 $11.11ERI Accounts Payable Clerk $23.1 $11.11MSEC File Clerk II (Senior) $22.9 $11.01Mercer General Clerk II $22.9 $11.01ERI Admissions Clerk $22.9 $11.01MSEC Messenger (Off/Courier) $22.6 $10.87MSEC Shipping/Recvg Clerk $22.6 $10.87ERI Clerk-General $22.4 $10.77Wyatt Office Receptionist $22.3 $10.72MSEC Matl Handling Worker I $22.0 $10.58MSEC Business Support (Lvl I) $21.8 $10.48

46

Minimal Skill Level - Cont.


AVG Hourly

Wyatt Office Cashier $21.7 $10.43Wyatt Office Clerk (Level II) $21.0 $10.10ERI Custodian $19.7 $9.47ERI Nurse's Aide $19.6 $9.42ERI Case Aide $19.4 $9.33ERI Teacher Aide $18.2 $8.75ERI Social Services Aide $18.0 $8.65ERI Child Care Worker $16.3 $7.84ERI Day Care Worker $15.6 $7.50Average $22.5 $10.84

47

Moderate Skill Level


AVG Hourly

ERI Counselor, Dormitory $30.0 $14.42Mercer Customer Service Rep II $29.7 $14.28Mercer Secretary II $29.6 $14.23MSEC Matl Handling Worker II $29.4 $14.13ERI Bookkeeper $28.6 $13.75ERI Microfilm Operator $28.0 $13.46ERI Hearing Test Tech. $27.8 $13.37MSEC Human Resources Clerk $27.5 $13.22Wyatt Office Accounting Clerk II $27.2 $13.08MSEC Secretary II (Int.) $27.2 $13.08MSEC Billing Clerk $26.8 $12.88MSEC Business Support (Lvl II) $25.5 $12.26MSEC Trade Helper $25.5 $12.26ERI Account Info Clerk $24.9 $11.97ERI Call Center Rep. II $24.7 $11.88ERI Assembler Products -I $24.3 $11.68ERI Computer Lead Data Entry $24.3 $11.68MSEC Copy Center Operator $25.2 $12.12Average $27.0 $12.99

48

Technical Skill Level


AVG Hourly

D.O.L. Licensed Practical Nurse $30.5 $14.66D.O.L. Health Technologists $30.2 $14.52ERI Medical Records Tech. $29.6 $14.23ERI Psychiatric Tech. $29.6 $14.23ERI Paramedic $29.0 $13.94ERI Emerg. Medical Tech. $28.2 $13.56ERI Licensed Pract. Nurse $28.2 $13.56Average $29.3 $14.10

49

First-Line Supervisor


AVG Hourly

ERI Supervisor Cust. Service $47.3 $22.74ERI Supervisor Warehouse $42.7 $20.53MSEC Cust Svc Supv/Mgr $42.5 $20.43ERI Supervisor Office $41.6 $20.00MSEC Clerical Svc Supv. $39.8 $19.13MSEC Warehouse Supv $39.7 $19.09MSEC Office Supv/Mgr $39.4 $18.94Wyatt Supv/Mgmt Matls Mgmt Supv. (Lvl I) $39.9 $19.18MSEC Shipping/Recvg Supv $35.7 $17.16Wyatt Supv/Mgmt Operations Supv. (Lvl I) $36.6 $17.60Wyatt Supv/Mgmt Gen'l Fin. Supv. (Level I) $34.3 $16.49Wyatt Supv/Mgmt Word Proc. Supv. $33.6 $16.15Wyatt Supv/Mgmt Off. Admin. Supv. (Lvl I) $32.8 $15.77Wyatt Supv/Mgmt Admin. Svs. Supv. (Lvl I) $32.8 $15.77Wyatt Supv/Mgmt Off. Admin. Supv. (Lvl I) $31.6 $15.19ERI Clerical Supervisor $31.5 $15.14ERI Supervisor Housekeeping $31.2 $15.00MSEC Custodial Svc Supv $30.5 $14.66ERI Supervisor Data Entry $29.6 $14.23ERI Supv. Banking Check Proc $28.5 $13.70ERI Supervisor Custodial $28.3 $13.61ERI Supervisor Residence $27.6 $13.27ERI Supervisor Mailroom $23.0 $11.06Average $34.8 $16.73

50

Health Care Professionals


AVG Hourly

ERI Social Worker $43.8 $21.06ERI Medical Certified Tech. $34.4 $16.54ERI Medical Office Nurse $33.6 $16.15ERI School Nurse $32.1 $15.43Average $36.0 $17.30

51

Possible Survey Matches for Case Managers and Program Managers

Basic Case Manager


AVGHourly

ERI Social Worker $45.8 $22.02D.O.L. Clinical Lab Tech. $42.4 $20.38D.O.L. Registered Nurse $41.9 $20.14ERI Clinical Therapist $41.9 $20.14ERI School Psychologist $41.6 $20.00ERI Teacher Learning Disabled $39.7 $19.09ERI Education Consultant $38.8 $18.65D.O.L. Social Worker $38.7 $18.61ERI Dietitian $38.5 $18.51ERI Exercise Physiologist $37.6 $18.08ERI Home Therapy Teacher $37.0 $17.79ERI Vocational Training Teacher $36.9 $17.74Average $40.1 $19.26

Senior/Lead Case Manager


AVGHourly

ERI Case Manager (RN) $48.6 $23.37ERI Risk Mgmt. Analyst $48.0 $23.08ERI Registered Nurse $47.3 $22.74ERI Employee Training Specialist $46.0 $22.12Average $47.5 $22.82

52

Program Manager


AVGHourly

ERI Mgr. Social Services $65.8 $31.63ERI Quality Ctrl. Supv/Adm. $62.9 $30.24ERI Medical Out-patient Manager $57.9 $27.84ERI Head Nurse $56.5 $27.16ERI Program Manager $54.5 $26.20ERI Nurse Supv. Shift $53.3 $25.63ERI Respiratory Therapy Mgr. $53.0 $25.48ERI Medical Supv.-Pub. Health $52.5 $25.24Average $57.1 $27.43

53

IV. Administrative and General Practices

Part of our survey asked questions on the practices and benefits of each organization. While we have attempted to make this section self-explanatory, please refer to the questionnaire in attachment A for the actual wording of each question. We have reported combined results for all participants, except where we felt there was a compelling reason to show the separate results.

Pay Differentials:As part of our survey, we asked participants if they provided any pay differentials for any of the listed reasons. The “Other” reasons cited by participants were: Holidays, 2nd shift, sleeping overnight, doubles, workload, difficult consumers.

Basis for Differential

Number of Orgs With Differential

Percent of Orgs with

Differential

Average Percent Difference from

lowest to highest pay for same job

in ColoradoLocation 8 12% 15.9%Cost of Living 1 2% 2.5%Function 9 14% 7.2%Night shift 24 37% 9.1%Weekend Shift 10 7% 8.2%12 hour Shift 1 2% NAOther 17 26% 10.5%

Pay Differentials, Cont.:

Community OrganizationsBasis for

DifferentialNumber of Orgs With Differential


Differential



in ColoradoLocation 7 15% 18.2%Cost of Living 1 2% 2.5%Function 8 17% 7.2%Night shift 9 19% 9.7%Weekend Shift 4 9% 4.5%12 hour Shift 1 2% NAOther 9 19% 13.7%

Regional CentersBasis for

DifferentialNumber of Orgs With Differential


Differential



in ColoradoLocation 0 0% --Cost of Living 0 0% --Function 0 0% --Night shift 3 100% 10.0%Weekend Shift 0 0% --12 hour Shift 0 0% --Other 3 100% 7.3%

54

Number of Persons Served by the Organization:

Type of Program Number of Organizations Responding

Average Number Served

TotalNumberServed

Residential 50 96 4,801

Residential - Foster Care

32 41 1,310

Day Program 42 133 5,592

Case Management 27 523 14,131

Other 29 138 4,009

Other includes: Support Living Services (SLS), out of home, CES, family support, nursing home, patients, skilled nursing, hospital, early intervention.



TotalNumberServed

Residential 7 63 422

Residential - Foster Care

2 36 71

Day Program 3 100 300

Case Management 3 1,012 4,048

Other 8 78 622

Number of Persons Served by the Organization, Cont.:

Level 1 OrganizationsType of Program Number of

Organizations Responding


TotalNumberServed

Residential - All 43 101 4,359 CCB 19 111 2,103 CCB Sub 21 49 1,038 Community 40 79 3,141 Regional Center 3 406 1,218Residential - Foster Care - All

30 41 1,239

CCB 17 44 749 CCB Sub 13 38 490 Community 30 41 1,239 Regional Center 0 0 0Day Program 39 136 5,292 CCB 17 217 3,696 CCB Sub 19 62 1,186 Community 36 136 4,882 Regional Center 3 137 410Case Management 23 438 10,083 CCB 17 557 9,466 CCB Sub 3 64 191 Community 20 483 9,657 Regional Center 3 142 426Other 21 161 3,387 CCB 12 172 2,059 CCB Sub 9 148 1,328 Community 21 161 3,387 Regional Center 0 0 0

55

Percent of Revenue Going to Employee Compensation:


Self-Reported Average Percent of the Revenues represented by

employee compensation

*

Total 60 60%Level 1 - All 47 60% CCB 19/20* 59% 66% CCB - Sub 25 58% Regional Center 3 80% 73%Level 2 13 60%

Residential and Day ProgramLevel 1 - All 30 61% CCB 18/20* 61% 64% CCB - Sub 10 61% Regional Center 2 68%

Case Management CCB 19/20* 82% 78% Regional Center 1 Insufficient data

* CCB numbers based on actual 1999 audited financial statements. Regional Center figure based on actual 1999 financial information as available via the FY 2000-01 budget request.

It should be noted that the proportion of Regional Center (RC) revenue directed to employee costs is higher than that of community-based private providers, in part because: 1) RCs have very little rent to pay since the vast majority of RC facilities are owned by the State of Colorado, (2) most medical and professional services are provided by RC employees, as opposed to being purchased from private providers by CCBs, (3) most client assistance needs tend to be provided by RC employees whereas CCBs often purchase such services via contract, and, (4) for the same reason, most purchased services tend to be minimal at RCs as compared to CCBs.

Turnover Rate:Turnover figures cover all permanent separations, whether voluntary or involuntary. It does not include employees placed on temporary or indefinite layoff.

Turnover rate is defined as: Number of separations during year x 100

Average # of employees on payroll during the year


Weighted Average Turnover

Total 65 37%

Level 1 - All 50 36%

CCB 20 36%

CCB - Sub Contractor 26 48%

Regional Center 3 13%

Level 2 15 38%

From this question and the next, it appears that the Regional Centers do a much better job in avoiding turnover and in retaining their employees. While we need to temper our conclusions since there are only three regional centers (a fairly low number statistically speaking), their positive numbers here appear to correlate with the fact that the regional centers also tended to be the highest paying organizations.

According to a 1999 survey by Mountain States Employer’s Counsel, the average turnover in 1998 among it survey participants for Colorado was 29.9%, which is substantially lower than the turnover reported by our service provider participants.etention Rate:

56

Retention rate is defined as:

# of employees who were on the payroll for the entire year x 100Average # of employees on payroll during the year

Type of ProgramAll

Number of Organizations Responding

WeightedAverage

Retention

Total 55 68%

Level 1 - All 43 66%

CCB 16 65%

CCB - Sub Contractor 24 66%

Regional Center 3 87%

Level 2 12 67%

Type of Program

Level 1 <100 EEs Level 1 100+ EEs

Number of Orgs

Respond

Weighted Average

Retention

Number of Orgs

Respond

Weighted Average

Retention

Level 1 - All 23 62% 20 70%

CCB 6 63% 10 65%

CCB - Sub Contractor

17 60% 7 68%

Regional Center – – 3 87%

Common reasons provided by employees in their exit interviews: (In order of lowest average rank for all responding organizations - where 1 = the most common reason provided by employees)

ReasonAll

RespondentsCommunity Regional

CentersNumber of Orgs

Avg Rank

Number of Orgs

Avg Rank

Number of Orgs

Avg Rank

Better Job 59 3 43 3 3 2Salary Concerns

55 3 39 2 2 7

Relocation 53 5 36 5 3 3Nature of Work 52 5 38 5 3 7Career Advancement

49 5 33 5 3 7

Work Schedule 48 6 33 6 3 6Co-worker Conflicts

42 6 30 6 2 10

Management Style

44 7 30 7 2 11

Benefits Package

42 8 30 8 2 11

Work Location 38 8 24 9 3 7

Other includes: Personal reasons, returning to school, retirement, unknown & terminations.

57

Comments on turnover strategies:

Trying to get higher wages & work incentives.

2. Referral Bonus Program; increased Employee Recognition Programs; increased employee training.

3. Regular participant in salary surveys to issue a competitive wage; evaluation of fringe benefits annually; flexible work schedules; committee looking for on-site child care for employees; proactive personnel committee which consists of representation of discipline, minorities, line staff management; multi-cultural committee - scholarship program for minorities; internship program; excellent paid time-off package; promote from within.

4. Increase salaries, increasing fringe benefit package, offer child care at a discount.

5. We boosted up salaries/wage; got a 403B in place for Benefits Pkg/Supplemental Ins. offered; trying to meet more of staff concerns & needs (more timely); empowering staff at a greater level for ownership; educating our management team; increasing wages, improving training.

6. Increasing training, staff awards, counselor level system, increase opportunity for training for program managers, bonuses for staff who refer new employees, utilization of veteran staff for basic training of new hires implemented incentive programs, changed pay schedule, increased cap, offer compensation time, pay for required classes and time spent.

7. It is very difficult to find someone to work part time. I do everything to schedule work times with employee's family schedule. My husband and I take complete care of consumers. If there is no one to work, we do the work. Therefore, all issues regarding consumer care are covered in a consistent manner.

8. Continued benefit upgrading - advertising - more training.

9. We have added training at no cost to employees; this training, as well as clinical training and training needed to receive certification in addictions counseling. We also target positions for salary increases each year depending on excess money in the budget.

10. Retention is greatly affected by the student population we employ. We accept this as a matter of standing.

11. Improved training on site raised wages and increased benefits. Flexible hours when possible.

12. Sign on & retention bonuses, flexible schedules.

13. Increased starting salary to be competitive. Started employee retirement plan.

Created Human Resource full-time position, overnight pay.

15. Employee Focus Groups, Hiring Bonus, Referral Bonus, Employee Recognition Activities

16. 8-1-00 Increased salary levels for all positions (dramatically for Direct Care Positions). Advertised w/full-page ads in local paper, posted help wanted sign at agency building.

17. Increased salary scale for all positions. Implemented standardized pay scale based on years of experience. Increased all current staff salaries w/market adj. Lowered time for benefit availability.

18. Flexible scheduling. More complete benefit package. Training and personal development opportunities.

19. Employee of the month honors for two workers; bonus for hire & at 6 months for new employees; recruitment bonus to any employee who refers a new hire to us & hire & 6 mo.; continuing education opportunities.

20. Increase salaries and hourly pay; added benefits including a wellness benefit; finders fee for recruiting new staff who stay at least 6 months; employee housing.

21. Increased wages, increased advancement opportunities, added new programs which gives direct care staff other environments. Increased communication between locations.

Absorb increase in extra day off for Birthday. Medical Premiums.

23. Town Hall meeting w/CEO; salaries based on _________; quarterly ___________.

58

24. More staff involvement in decision making; salary increases; hiring better supervisors; staff activities.

25. Recognition programs, hire-on bonus, training in-house, new computer technology.

26. Increased pay rate. Better training. Volunteer support. Conflict mediation.

27. Improve orientation and training; provide educational assistance and dependent insurance coverage; grassroots recruitment.

28. HR Manager has attended numerous trainings & we've employed some strategies. We use word of mouth referrals, "safety slips" & "Pom-poms" incentive award programs, differential pay, bonuses, create a "homey/intimate"work atmosphere, invest in career growth & in people as people.

29. Added to benefit package - increased salaries to market level - all a result of adding Human Resources as a formal function to agency - also adding outside consultant for long-term-in-depth management training program in year 2000.

30. Faster turn-around between application and hire, more thorough orientation, incentive bonuses, recruitment bonuses, advancement ladders, shift differential.

31. Trying to raise salaries and improve benefits.

32. Recruitment bonus, flexible scheduling, generous benefit package, agency doubles contribution made to employee's 403B plan when employee reaches top of pay scale, Christmas bonus, end of fiscal year lump sum payment, wage adjustment credit for experience at hire, belief that our employees should be treated with dignity and respect.

33. Trying to increase pay as much as possible. Trying to improve benefits each year.

34. Bonuses, adjustment in pay scale, incentives, stronger management skills.

35. Excellent benefit package, dual career ladder, spot awards, open communication, team-based culture, employee opinion surveys,

employee referral bonus ($100), frequent training and team-building opportunities.

36. Creative advertisement, hiring bonus, improved training/shadowing programs, yearly bonus, management style of valuing employees, professional development.

37. Employer/Employee relations, increase pay scale, focus on flexible friendly work environment.

38. We hire good people, train them, let them do their job!

39. Increase base salaries; increase benefits; flexible scheduling; cross training and additional staff development; modify job descriptions.

40. Additional voluntary benefits, i.e., AFLAC, Prepaid Legal, advanced educational opportunities; free Employee Assistance Program (counseling services for employee and dependents); salary increases this year will be based on merit.

Provide recruitment bonuses.

Not a problem, demographics help in recruitment & retention.

43. Involve all employees in recruitment efforts, continually update job announcement flyers and send to every organization, school and business we can think of, utilize the internet as much as possible to recruit, develop relationships w/all local colleges and universities and attend their job fairs.

44. We have increased hiring/recruitment strategies; job fairs, web sites, ads, fliers, etc. Increased training efforts, more friendly employee programs, increased staff salaries (10% in 1999).

45. Will implement an employer assisted housing program later this summer.

46. Our turnover began this year for full/part time staff. Our on-call list changes regularly. To address the issue, 3 promotional positions were created which in turn increased budget concerns. In addition only 2 slots have remained the same. The 3rd slot has already had 3 people leave (1) or change their minds (2) just since April. We are looking at employee recognition/incentive programs.

47. Raised salary scale 11% in 1999. Planning to raise salary scale and grades for direct care staff.

59

48. Raised all direct service wages 10% / Staff appreciation program.

49. Increase starting wage & adjust current employee salary. More training within first 2 weeks.

50. Traditionally, we have not had turnover problems. Our attrition rate for the direct contact class used to be around 2 per month. As can be seen in the table above, people tend to stay at our agency. We have had additional challenges recruiting people to become direct contact. We have tried sign-on bonuses, to employee referral awards, to our current strategy of paying a wage for the 13 week training class. This last solution has worked well for us to date.

51. Four day work week, good benefits, recognition systems, small rewards for recommendations.

52. Increased training tactics; improved pager emergency response system for employees; revamped orientation training; competency based training.

53. Everything we can think of.

54. Changing work schedules to accommodate personal lives, advertised for a recruiter with the Denver University Marketing Department, advertising in numerous newspapers.

55. Perform an annual review of benefit package and promote better communication between staff.

56. _____ has not had a turnover problem. Turnover has been mainly due to retirements. Recruitment is become more of a problem due to a tight job market in our area. We have tried employee referral awards, to paying a wage for the 13-week training class, advertising outside of Pueblo as well as strategic areas (I.e. nursing homes, Chamber of Commerce, etc.), networking with the Department of Social Services to help pay transportation, babysitting costs, etc. for welfare recipients to participate in the LPT class for a future position with PRC.

Impact Turnover has had on services provided:

There is almost universal agreement that turnover has had negative impact on both costs and services.

Problems % of All Orgs

% of Community

% of RCs

increased Hiring/Recruitment Costs

88% 89% 100%

Burnout of existing staff 85% 85% 100%Increased Training Costs 78% 81% 100%Less Continuity of care 71% 79% 100%Administrative Staff working direct care

65% 68% 100%

Increased Safety Risks 46% 51% 67%Lowering qualifications for new employees

52% 55% 33%

Staffing Rations 51% 55% 100%Inability to Fulfill paperwork requirements/run program

43% 53% 67%

Inability to terminate “undesirable” staff

40% 43% 0%

Fewer Field Trips 23% 23% 100%No training for new employees 17% 15% 0%Inability to meet safety/health standards

14% 15% 33%

Other problems noted by respondents included: less adequate training, stress on management, less time devoted to improving quality of program, excessive temporary employee costs, moral problems, inability to expand services, canceled some programs, excessive overtime paid, reluctance to accept difficult referrals.

Average Training Hours:

ResidentialAverage

Day ProgramAverage

Case Management

number of hours per year

number of hours per year

Average number of hours per year

New EEs

On-going

New EEs

On-going

New EEs

On-going

60

All 76 33 67 32 74 32Level 1 - all 73 34 61 33 69 33CCB 72 35 70 32 69 32CCB Sub 51 32 54 34 67 38Community 61 34 61 33 68 34Regional Center

235 37 61 30 69 32

Level 2 82 27 110 24 92 27

Pay differentials for challenging consumers:

Percent of organizations who have different salary rates for employees who must deal with challenging consumers: 25%

Salary Increases:

Position Level 1999 Actual Average Salary Increase

1999 % Employees Who Did not Receive an

IncreaseAll

Exempt 4.7% 8.1%Nonexempt 5.4% 6.3%

Level 1 - AllExempt 5.1 10.0Nonexempt 6.0 7.5

CCBExempt 6.7 .6Nonexempt 6.7 .2

CCB SubExempt 4.1 18.2Nonexempt 5.7 13.8

CommunityExempt 5.2 10.7Nonexempt 6.1 8.0

Regional Center*Exempt 3.2* 0Nonexempt 3.7* 0

Level 2Exempt 3.5 1.7Nonexempt 3.7 2.3

* Note that RCs only reported annual increase based on COLA and did not include the annual 5% anniversary increase that most state employees with fewer than 6 year of service receive.

This compares with national average 1999 salary increases of 4.2% for nonexempt and 4.4% for exempt employees according to a survey of 2,683 firms by the American Compensation Association.

61

V.Benefit Practices

62

Benefit Costs: (Benefit costs include medical and medical-related benefits; life insurance; retirement and savings plans, and payment for time not worked).

The below information indicates that benefits are a higher percentage of payroll as reported by the community (CCBs and their providers) than is true for the regional centers. However, this does not mean that the community is providing a better benefit package than are the state regional centers. The reader must keep in mind the following facts:

(1) Many benefits, such as health plans, are fixed costs (rather than being a percentage of salaries). Fixed Costs are a much higher percentage of low salaries than they are of high salaries. Therefore, since the survey demonstrated that the community is paying salaries that average at least 46% less than the regional centers, it is not surprising that community benefits are a higher percentage of those low salaries. In other words, if salaries were the same in the community as at the regional centers, then the community’s benefit percentage would be significantly lower.

(2) The state regional centers also have the advantage of getting low group plan costs since they are part of a very large buyer (i.e., the Sate) than are the community providers (CCBs and their contractors) who purchase health benefits and other plans as relatively small organizations with less advantageous rates. This also serves to increase the percentage the community must

put towards benefits, without necessarily getting a better benefit package.

Organization Level Number of Orgs responding

Wtd. Avg. Total Cost (employee & employer) of benefits as a percent of

payroll

All 53 24.0%

Level 1 - All 42 25.6%

CCB 19 27.5%

CCB Sub 21 22.1%

Community - All 40 25.7%

Regional Center 2 24.5%

Level 2 11 21.1%

Organization Level Number of Orgs

responding

Wtd. Avg. Benefit Cost the employer pays as a percent

of payroll

All 58 18.8%

Level 1 - All 45 20.7%

CCB 19 22.8%

CCB Sub 22 17.3%

Community - All 41 21.1%

Regional Center 3 18.7%

Level 2 14 15.7%

Percent of organizations that provide benefits:Benefit % of All

who Offer Benefit

% of Community who offer

benefit

% of RCs who offer Benefit

Medical Insurance Coverage 63% 55% 100%

Health Maintenance Organization 64% 62% 100%Point of Service Plan 12% 9% 33%Preferred Provider Organization 38% 36% 100%Qualified Stock 2% 0% 0%Thrift Plan (after tax contributions with 6% 4% 0%

63

employer match)401(k) without employer match 12% 4% 100%401(k) with employer match or discretionary contribution

28% 32% 0%

ESOP (Employee Stock Ownership Purchase Plan)

5% 4% 0%

Pension Plan (Defined benefit) 17% 11% 100%Profit Sharing Plan 8% 4% 0%403(b) 52% 53% 0%Other Retirement Plan 17% 13% 100%

Other Retirement Plan includes: PERA, 457 deferred comp, disability.

Organization Level Overall Medical Overall Retirement

All 97% 94%

Level 1 - All 96% 92%

CCB 100% 100%

CCB Sub 92% 85%

Community - All 96% 91%

Regional Center 100% 100%

Level 2 100% 100%

Paid Time Off

CategoryOrgs

Providing %

Average Days Off After Years:

1 yr 5 yrs 10 yrs 15 yrs

Holidays Fixed - All 72% 10 10 10 10

Community 74% 10 10 10 10

Regional Center 100% 10 10 10 10

Holidays Floating - All 28% 3 3 3 3

Community 21% 2 2 2 2


Sick Leave* - All 62% 10 11 11 11

Community 55% 11 12 12 12


Vacation - All 60% 14 16 19 20

Community 55% 15 16 19 20


Personal - All 25% 5 6 7 7

Community 28% 4 5 5 5

Regional Center 0% -- -- -- --

Flexible - All 32% 17 22 25 27

Community 34% 17 24 27 28


Average Total Paid Time Off - All 27 32 35 36

Community 29 35 38 39

Regional Center 32 34 37 40

64

VI. Conclusions

The preceding report provides a wealth of information for the State to digest and interpret. The following points represent some of the items that we have identified as worthy of further consideration:

1) Turnover is seen as having significant negative impact on both costs and services. The most common reasons cited for employees leaving is for a “better job” and “salary concerns” (page 51)

2) Turnover rates among Developmental Disabilities employers (36%) is somewhat higher than among general industry employers in Colorado (roughly 30% - page 50)

3) Turnover rates in the Regional Centers (13%) are considerably lower than in the other Level 1 organizations (40% Community providers) (page 62)

4) Level 1 service providers tend to pay less than Level 2 providers for comparable positions, with the Regional Centers paying the highest of any group (page 5)

5) The pay levels reported by the service providers that participated in this survey (level 1 and level 2) tend to be substantially less than the pay levels paid to comparable level employees in other organizations as reported in published surveys (level3) (page 40)

6) Virtually all service providers surveyed provide some form of health care and retirement benefits for their employees (page 57)

While compensation levels represent only part of the “employment package” that the survey’s service providers must deal with, it is our opinion that the pay levels provided by Level 1 are less than competitive. This is particularly true of community providers (CCBs and CCB Subs). This, combined with the full employment statistics reported in the press, creates a dire situation for organizations that rely on the continuity of its service providers.

It is our opinion that the high turnover experienced by most service providers is due to two key factors: 1) the undesirable characteristics of the jobs (dealing with difficult human situations) and 2) the opportunity to earn substantially more in other positions (which frequently have less responsibility and fewer disagreeable components). It is important to note that when pay is competitive (i.e. at Regional Centers), the turnover was low (13%).

Of principle interest to the State was the comparison of the average hourly salaries of Regional Centers (RCs) to community developmental disabilities providers (community). The following table summarizes these differences.

RC Community % RC pays above

Community

All Direct Care Positions $13.10 $8.95 46.4%

All Case Management $21.79 $13.43 62.2%

65

Program Managers $30.07 $14.95 101.1%

As this table indicates, RCs are paying significantly higher average salaries than the community developmental disabilities providers (CCBs and CCB Subs) for similar positions.

In light of this fact it is not surprising that RCs reported significantly lower turnover (13%) than did the community Providers (40%). It is also important to note that the community providers also pay less on the average than did the other human service organizations in this survey (level 2) for direct care (28.3% less), case management (12.7% less) and program managers (28% less).

66

SUMMARY TABLE OF KEY FINDINGSPosition/Finding Level 1 All CCB CCB Sub RC Community Level 2 Level 3Direct Care I $9.43 $8.55 $8.80 $12.42 $8.64 $10.19 $9.22

$10.84

Direct Care II $9.72 $8.63 $10.14 $14.60 $8.94 $12.66$12.99

Direct Care III $12.80 $12.20 $10.39 $17.21 $11.64 $15.66

$14.10

$16.73

All Direct Care $9.76 $8.89 $9.07 $13.10 $8.95 $11.48 $12.78

Basic Case Manager $13.18 $13.08 $11.89 $19.79 $12.99 $15.04 $19.26

Sr/Lead Case Manager $14.68 $15.31 $13.13 $22.39 $14.68 $15.26 $22.82

All Case Managers $14.16 $13.56 $12.58 $21.79 $13.43 $15.13 $21.04

Program Manager $15.77 $15.87 $14.05 $30.07 $14.95 $22.65 $27.43

Turnover (Weighted Average) 36% 36% 48% 13% 40% 38% NA

Retention (Weighted Average) 66% 65% 66% 87% 65% 67% NA

% Revenue to All Employees 60% 59%/66%* 58% 80%/73%* 59% 60% NA

Average Training Res. - New 73 72 51 235 61 82 NA

Avg Training Day - New 61 70 54 61 61 110 NA

Avg Training Case Mgmt - New 69 69 67 69 68 92 NA

1999 Salary Increase - Exempt 5.1% 6.7% 4.1% 3.2% 5.2% 3.5% NA

1999 Salary Increase - Nonexempt 6.0% 6.7% 5.7% 3.7% 6.1% 3.7% NA

1999 % no salary increase - Exempt 10.0% 0.6% 18.2% 0.0% 10.7% 1.7% NA

1999 % no salary increase - Nonexempt 7.5% 0.2% 13.8% 0.0% 8.0% 2.3% NA

67

* actual financial statement number, other number was self-reported

68

Appendix AGeographic DifferentialsTo provide another perspective on the relative pay levels for different locations with Colorado, we developed a geographic analysis for salary levels for various cities throughout the state. Our source for this information is the Economic Research Institute, which is a respected consulting firm that collects data from a large number of sources and compiles it into a credible formula driven data bank.

The table on the following page is constructed by examining a large number of jobs for which the average pay in Denver is shown at the top of each column. The percentages in the table represent what the same jobs would typically be paid in the various locations. While this is a general, multi-industry analysis, we have found the results to generally be credible.

This analysis shows that Denver employees receive the most dollars for comparable jobs of the various locations examined with other locations paying 85-96% of the Denver averages.

Salary Comparison Table by Income LevelBase City: Denver, Colorado

Comparison Cities $15,000 $25,000 $35,000 $45,000 $55,000 AverageDenver, Colorado 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%Westminster, Colorado 99.5% 99.2% 99.3% 99.4% 99.5% 99.4%Aurora, Colorado 99.5% 99.1% 99.3% 99.3% 99.5% 99.3%Lakewood, Colorado 99.5% 99.1% 99.3% 99.3% 99.5% 99.3%Boulder, Colorado 97.0% 95.9% 95.9% 96.0% 96.0% 96.2%Longmont, Colorado 97.1% 96.1% 95.9% 95.8% 95.8% 96.2%Fort Collins, Colorado 95.9% 93.6% 93.6% 93.6% 93.7% 94.1%Greeley, Colorado 95.5% 92.8% 92.6% 92.4% 92.4% 93.2%Colorado Springs, Colorado 94.6% 91.1% 91.4% 91.6% 92.0% 92.2%Glenwood Springs, Colorado 93.8% 89.8% 90.2% 90.4% 90.8% 91.0%Steamboat Springs, Colorado 93.7% 89.6% 89.6% 89.5% 89.7% 90.4%Montrose, Colorado 93.4% 89.0% 89.1% 89.2% 89.3% 90.0%Pueblo, Colorado 93.2% 88.5% 88.7% 88.8% 89.3% 89.7%Durango, Colorado 93.0% 88.2% 88.3% 88.3% 88.5% 89.2%Canon City, Colorado 92.9% 87.9% 87.8% 87.8% 87.9% 88.8%Cortez, Colorado 92.5% 87.2% 87.3% 87.4% 87.5% 88.4%Grand Junction, Colorado 92.5% 87.1% 86.9% 86.8% 86.9% 88.1%Sterling, Colorado 91.4% 84.8% 84.5% 84.4% 84.6% 85.9%Fort Morgan, Colorado 91.0% 84.0% 83.8% 83.7% 83.9% 85.3%Alamosa, Colorado 90.9% 83.7% 83.5% 83.3% 83.5% 85.0%Lamar, Colorado 90.9% 83.8% 83.5% 83.4% 83.6% 85.0%Trinidad, Colorado 90.9% 83.7% 83.5% 83.4% 83.6% 85.0%

Appendix B Questionnaire

A copy of the questionnaire is included on the following pages.

June 3, 2000Dear Service Provider:We invite and encourage your organization to participate in a salary and benefits survey that the Colorado State legislature asked the Developmental Disabilities Services (DDS) section of the Department of Human Services to conduct. DDS has retained a consulting firm (ECI – Effective Compensation, Incorporated) to conduct this survey. Because a third-party is conducting the survey, the highest level of confidentiality will be maintained.The survey is being targeted to organizations providing support or care services such as: developmental disability services, mental health services, alcohol and drug abuse services, nursing facilities, child care facilities, youth services detention centers, and adult correctional facilities. We are particularly interested in surveying all such organizations that provide Residential support, Work or other day training type programs, and/or Case management services. If your organization has employees who do these types of duties, then we urge you to participate in this critical survey.This survey will provide critical information that may help support service rate increases and better document problems that organizations like yours are having in recruiting and retaining capable staff. ALL PARTICIPANTS WILL RECEIVE A COMPLIMENTARY COPY OF THE RESULTS.There is a tight deadline for this survey (June 9 return date for completion of Attachment 2). It is necessary to meet the timeframes established by the State Legislature. However, because ECI will be conducting this survey in electronic format (where available), we are hoping that the short-time frame will not be so burdensome.Please see Attachment 1 for more details about this survey and direct any other questions you might have still remaining to ECI (303.854.1000). Thank you. Sincerely,

Charlie AllinsonDirector, Developmental Disabilities ServicesAttachment 1 - Answers to Common Questions about the Survey Process

Attachment 2 - Colorado Disabilities Services Compensation Survey Questionnaire

COLORADO DEPARTMENT OF HUMAN SERVICES

OFFICE OF HEALTH AND REHABILITATION SERVICESGeorge Kawamura, Manager

Developmental Disabilities Services3824 West Princeton CircleDenver, Colorado 80236Phone (303) 866-7450TDD (303) 866-7471FAX (303) 866-7470

Charlie AllinsonDirector

Bill OwensGovernor

Marva Livingston HammonsExecutive Director

STATE OF UNIO

N

AND

CONSTIT

UTION

Attachment 1Answers to Common Questions about the Survey Process

for the Disability Services Compensation Survey

1. What is the purpose of this survey?The purpose of this survey is to help determine:

Is there high turnover of staff and how does it impact the quality and costs of services?

Is staff turnover high for community human service staff relative to other competing employers?

What salaries and benefits are being provided human service workers in Colorado? Are they competitive?

Do service rates need to be increased to pay more competitive salaries and reduce turnover of staff?

Background: The Colorado State legislature has requested that Developmental Disabilities Services (DDS) of the Colorado Department of Human Services (CDHS) report to the Joint Budget Committee by September 15, 2000 regarding several capacity issues related to the community service system for persons with developmental disabilities. This survey will collect information relevant to one aspect of that report, i.e. the adequacy of base services rates for residential and day program type services in terms of their impact on the ability of human service organizations to recruit and retain staff who provide direct care.

2. Who do I call with questions about this survey that aren’t answered here? DDS hired a third party, ECI – Effective Compensation Inc., to conduct this study for them in order to provide objectivity and to maintain the highest level of confidentiality. If you have further questions after reading the survey materials, then please call ECI at 303.854.1000 and explain that you are calling about the Disability Services Compensation survey.

3. What is the survey schedule?Some Key survey dates include:

June 9 Completed Questionnaires returned to ECI

June 30 Initial Reports Made to DDS (The State)

July 30 Results distributed to all participants.

4. How critical is the deadline for my response? It is very critical that you make every effort to respond to this survey by June 9, 2000. The contract for this survey is only through the state fiscal year (i.e. June 30, 2000), and so all surveys must be received and analyzed before that date. So, please make every attempt to be prompt. If you believe you need any additional time, please call immediately (303.854.1000) to discuss this.

5. How might my organization benefit from this survey? All providers of developmental disabilities services should recognize that this purpose of this survey is to determine if and how much of a rate increase may be justified by current salary differentials. Therefore, your organization may stand to gain from this survey directly, should rate increases result.

Other organizations can also benefit from the results of this survey that indicate where their organization stands relative to other organizations providing similar services.

6. Who is participating in this survey?We are surveying Colorado organizations providing support of care services such as: developmental disabilities services, mental health services, alcohol and drug abuse services, nursing facilities, child care facilities, youth services detention centers, and adult correctional facilities. We are particularly interested in surveying all such organization who provide any of the following:

Residential supports within a residential setting away from the person’s parents (i.e. the home is provided along with supervision and supports in that home)

Day program type supports that provide training or rehabilitation regarding employment, basic skills, appropriate behaviors in the community, accessing the community, making friends, etc.

Case Management – doing intake, eligibility determination, identifying needs, developing a service plan to meet those needs and monitoring that the service plan is being implemented.

Developmental Disability Organizations include all (a) Community Centered Boards (CCBs-managed service organizations for community developmental disabilities services), (b) all community providers hired by CCBs to provide residential and/or day program services, and (c) Regional Centers (RCs-state operated programs for persons with developmental disabilities).

Less detailed information will also be collected on other non-human service businesses that are competing for employees within a similar salary range.

7. What kind of information will be collected?Basically, this survey form will collect information related to retention, turnover, training, salaries, incentive/rewards, and benefits for residential, day program and case management employees.

The six positions being surveyed include direct care classifications common to the state-operated regional centers and CCBs. (Other organizations who are surveyed must make their best attempt at identifying which of their job classes best matches these categories – definitions are provided within the questionnaire.)

Direct Care Position I, II, III (Developmental Disabilities Technician I, II, III)

Program Manager (DD Program Specialist III)

Case Manager I and II (DD Program Specialist I and II)

8. Will my agency get a copy of this survey? What kind of information will be contained in this report?Yes, all agencies that respond to this survey will get a copy of the final report. The results will contain more than 30 pages of useful information:

Results will include data regarding turnover/retention, base salaries, total compensation, and benefits.

average, range and quartile information is provided for base salaries and total cash compensation for each position.

graphics showing the distribution of salaries and cash incentives.

information on what organizations are doing regarding incentives, alternative rewards, benefits, employee turnover, and training,

Principle results will include salaries and compensation comparisons

for each job classification and for each of the levels below

Level 1 - Community providers of developmental disability services (CCBs and their sub-

contractors) to Regional Centers

Level 2 – Community Centered Boards to their Sub-contractors

Level 3 – Community providers to other human service organizations

Level 4 – Community providers to other industries competing for employees of similar skill levels.

by major function (residential, day and case management)

other comparisons will include organization size, geographic region (such as rural/urban/ski)

Turnover, retention, and benefit practices will also be compared along similar lines, although they may not be available by job positions.

9. Will there be any cost to my organzation to get these results?No, the survey results are free to organizations that participate. Of course, we recognize that there is a cost for your organization to complete this survey. We appreciate this effort and hope that the report will provide utility to your organization to compensate for that workload.

10.How will confidentiality of the information be maintained?We recognize our continuing ability to succeed depends on our reputation for maintaining your confidence. There are many aspects to keeping data secure

No individual data is reported as part of the report; all survey data is presented in aggregate formats in tables.

Survey results are only shown for data sets with at least three organizations’ information, to prevent identification of individual firm data.

The questionnaires are maintained in a secure area and are destroyed two years after the survey is completed.

11.What does ECI do to ensure the survey has accurate data?Our commitment is to provide credible, representative data. We know some of the data submitted to us will be inappropriate to include for a variety of reasons, therefore we "screen" the data carefully before we publish the results to ensure the data that we report is representative.

We typically review the data submitted to assure that it is complete and internally consistent based on the data submitted by the participant. When clarification is needed, we will then call participants to discuss questionable or missing responses.

After cleaning the data for each participant, we then review the data for each position from all responses to identify outliers or other questions. At this stage we may need to call some participants again to discuss the match and clarify any questions.

While we request participant comments, ECI reserves the right to include or exclude any data to assure the data reported is representative of the market for the position.

12.Who is Effective Compensation, Incorporated?ECI is an independent consulting firm located in Lakewood, Colorado (just west of Denver). We began in 1991 and now have eight employees and over three dozen Associates. As our name suggests, our expertise is in the compensation area, with a specialty of helping firms identify what compensation practices will best support their desired employee cultures. You can learn more about us from our website (www.effectivecompensation.com) or by calling us.

Effective Compensation, Incorporated12136 W. Bayaud Avenue, Suite 100

Lakewood, CO 80228Ph: 303.854.1000Fax: 303.854.1030

Website: www.effectivecompensation.com

Attachment 2

Colorado Disabilities Services

Compensation Survey Questionnaire

Data effective: (in answering this questionnaire, please supply information as of)

April 30, 2000

Completed Questionnaire Due: June 9, 2000

Results Published: July 2000

Effective Compensation, Inc.12136 W. Bayaud Avenue, Suite 100

Lakewood, CO 80228Ph: 303.854.1000

Toll Free: 1.877.RING.ECIFax: 303.854.1030

Website: www.effectivecompensation.comEmail: [email protected]

Copyright Effective Compensation, Incorporated, May 2000All rights reserved, except for participants to make a copy of their data submission packet or for the State to make copies for their

purposes.

SURVEY OVERVIEWWelcome to the Colorado Disabilities Services Survey conducted by ECI. This survey will provide definitive answers for key line positions providing treatment/assistant/care services to individuals in Colorado. It is sponsored by Developmental Disabled Services Unit of the Department of Human Services of the State of Colorado in an attempt to determine if service rates are sufficient to enable community providers (CCB and their sub-contractor) to be competitive in recruiting and retaining residential, day program and case management staff. This survey is only for this type of employees in Colorado.

This survey is being sent to two different types of organizations: 1) organizations that work with people with developmental disabilities individuals and are part

of/subcontract to the Human Services Department; and 2) other organizations that would provide similar services to individuals such as the elderly,

children, people with addictions, those who are incarcerated, etc. We ask organizations in this second group to consider what positions in your organization might parallel those in this survey, or would be alternative employment possibilities for the people in positions described in this survey.

QUESTIONS - In deciding to participate, we anticipate that you will have many questions. Attachment 1 contains the answers to questions asked most frequently. If you have other questions, please feel free to call us at 303.854.1000 and refer to the Disability Services Compensation Survey.

FORMS - There are basically four forms you need to complete. We ask that you review them carefully. While this is a comprehensive survey, we hope you will find it is not difficult to complete and that it will provide useful information regarding your compensation and benefits needs. You will be getting a copy of the survey results. All information asked by these forms must be completed in order for ECI to process the questionnaire.

1. Participation Agreement and Contact Information Form #1 – this let’s us know (1) who to call at your organization if we have questions about your responses, (2) who we should send the results of this study to, and (3) your agreement to several factors. Return this form with the rest of the survey.

2. Position Description Form # 2 – this form contains descriptions for each of the 6 job classes being surveyed and asks that you identify the jobs that you have which are a good match and also to list any differences between your closest jobs and those we describe.

3. Compensation Form #3 – this form asks for compensation information (salary, benefits, years of services etc.) for 6 selected job classes related to providing direct care to persons with special needs.

4. General/Administrative/Benefits Practices Form #4– this form asks questions about your organization’s size, location, compensation methods, types of benefits, work week for direct care staff, turnover and retention and problems that turnover is causing for your organization. This information will be very helpful to the state as it looks at whether turnover is a significant problem and whether a rate increase is needed.

INSTRUCTIONS – There are short instructions regarding how to complete the Position Description and Compensation #2 & #3 forms. Please read those instructions carefully before completing those two forms.

DEADLINE: All forms need to be returned by June 9, 2000. Please complete these forms and fax them back to 303.854.1030 if that is easiest. Please call us at 303.854.1000 and reference Colorado Disabilities Services survey if you need additional time.

Form #1 - Participation Agreement and Contact Information Form As an authorized agent of my organization, I agree to the following conditions in exchange for receiving a free copy of the survey results:

1) all of the information we have provided in our participation materials is accurate and complete to the best of our knowledge,

2) we will maintain the survey results in a confidential manner and will not provide them to other organizations without ECI's express, written agreement and

3) we will cooperate with ECI in clarifying questionable items in our submission package.

I agree:

Name: (Mr./Ms./Mrs.)

Title:

Organization:

Date:

Contact InformationWho can we contact for clarification of forms completed by your organization?


Title:

Telephone / Fax: /

Email:

Please supply both fax and e-mail address. We will assume that your fax machine is secure and that we can send confidential information (this will expedite the screening process) unless you check the following box:

My fax machine is NOT secure, do NOT fax confidential information without calling first.

To whom should we address the report containing results of this survey? (Write ‘SAME’ if same as above)


Title:

Telephone / Fax: /

Email:

Please supply an e-mail address. We anticipate distributing the results by e-mail unless you indicate that this is not practical for your organization. Not practical:

INSTRUCTIONSReturn this page with completed survey

INSTRUCTIONSThank you for taking the time to read these instructions. Your assistance helps assure accurate survey results.Position Description Form # 2 – this form contains descriptions for each of the 6 job classes being surveyed.

You will need to read the job descriptions carefully, not relying solely on the job title.

Job Match - Make the best job match you can between the job descriptions attached for these job classes and your organizations job classes. If you are unsure which position is the best match for an incumbent, select the position description that best reflects the incumbents job duties and include comments on the Position Description Form #2. Do NOT try to fit all of your job positions into one of these job classes, only include positions that are a fairly good fit to the descriptions provided.

Indicate Job Differences – Even for jobs that are a good match, it is likely that there will be some differences between your positions and the job description provided here. So, please indicate those differences in the box called “Comments on Position Matches.” Return this form # 2 with any comments along with your survey data.

Compensation Form #3 – this form asks for compensation information (salary, benefits, years of services etc.) for 6 selected job classes related to providing direct care to persons with disabilities.

Report data on all employees who perform similar functions to those detailed in the job descriptions form #2 for each position.

This survey is only for your Colorado employees. If your firm crosses state boundaries, do NOT include information from other states.

COMPENSATION FORMDEFINITIONS - Please report the following.

Note that the paragraph numbers below relate to the field/column number on the data forms

All salary data should be reported in hourly amounts. If employees are paid on another basis, please convert to hourly (e.g., if paid on an annual basis and they work 40 hours a week, divide the annual amount by 2080).

Please use the Compensation Form to submit your data.

1. Your Position Title(s): Enter the title(s) used for this job within your organization. Report the title(s) for the incumbents that you believe best match this class. Titles will not be reported in the results in order to protect confidentiality. However, titles assist ECI in the determination of valid matches.

2. Part-/Full-Time: Provide data based on full- or part-time status and with or without benefits .

3. # of EEs: Enter the total number of employees included in the data on the line.

4. Current Hourly Base Salary: If you have multiple incumbents, enter the: Low (the lowest hourly salary currently paid to any individual in the group)

Average (the average hourly salary of all of the incumbents in the group)

High (the highest hourly salary currently paid to any individual in the group)

If there is only one incumbent, enter the hourly salary for that individual in the Average column.If you would prefer to submit data by employee, rather than aggregate numbers, please contact ECI and we will send you a different form.

5. Formal Salary Structure Minimum: Enter the established range minimum for the positions being matched. (enter hourly amount). Provide this information only if you have a formal salary structure.

6. Formal Salary Structure Maximum: Enter the established salary range maximum for the positions being matched (enter hourly amount). Provide this information only if you have a formal salary structure.

7. Eligible for Annual Cash Incentive: Indicate whether this job is eligible for an annual cash incentive by circling "Y" or "N". This includes both formal and informal arrangements

8. # Rec: Enter the number of employees in the group that received an incentive.

9. Average Annual Bonus: Enter the amount of any formal or informal incentive granted in the most recently completed fiscal year for the incumbent. Do not include any qualified profit sharing or deferred compensation payments. If no incentive was given, enter a “0". Exclude any non-performance based payments such as holiday incentive. Do not include lump sum payments made in lieu of an increase here. Bonuses should reflect a full year.

10.Average Lump Sum: Enter the amount of money provided the employee as a lump sum payment that was not considered either salary or a bonus or incentive payment.

11.Average Years of Service: Enter the approximate average years of service the employees reported on that line of data have.

Position Description Form #2, page 1 of 2# TITLE If your organization does not assist people with developmental disabilities, please report the positions which

are most comparable in your service organization Provide comments on differences between your job and the job description in the area provided below the

description1 Direct Care I–

Basic Level (Developmental Disabilities Technician I)

Duties: This is the basic and entry level direct care position for both residential and day program (employment, skills training, community accessibility) type services. Duties include, but are not limited to, assisting with daily living skills, providing authorized treatments and medications to clients and training clients in self-administered medication programs; implementing specific care, habilitation, skills training, and behavioral management programs for clients; and providing or overseeing the provision of client hygiene activities and housekeeping duties. Positions support persons in work situations, in acquiring work and other basic skills, support individuals in community activities, maintain supplies and materials, maintain equipment, work with volunteers, and provide transportation for consumers to and from community activity areas. Position provides documentation of all activities.Minimum qualifications: There are no specific education or experience requirements to enter this class. High school diploma or GED is desired and CBI background clearance is required. For RCs only, additionally, to work at a regional center, individuals must have developmental disability-type psychiatric technician licensure in the State of Colorado. Comments:

2 Direct Care II– Work Leader or More Complexity

(Developmental Disabilities Technician II)

Duties: This class describes either (1) a team/work leader level where positions are partially accountable for the work product of two or more staff or (2) work of a higher complexity or specialization than above such as interfacing with community organizations or employers. While the type of duties are similar to those performed by the DD Tech I, the complexity of the job is different. The operations and processes are still established and defined, but allow more flexibility and latitude in adapting practical approaches or routines for various client situations. The Direct Care II/DD Technician II therefore differs from the Direct Care I/DD Tech I on the complexity and line/staff authority factors. (see chart at bottom)Minimum qualifications: Same as for Direct Care I/DD Tech 1, PLUS one year of experience in the direct care and training of a group of developmentally disabled persons (or for other organizations, substitute one year of experience serving clients in your field).

Comments

3 Direct Care III - Supervisor

(Developmental Disabilities Technician III) - Supervisor

Duties: This class describes the supervisory level of the class series. Positions at this level have supervisory responsibilities for three or more full-time equivalent employees. At this level, positions have greater latitude in establishing operations, such as setting procedures by which individual technicians may modify client plans. Thus, the Direct Care III/DD Tech III differs from the Direct Care II/DD Tech II on the decision making and line/staff authority factors. (see chart at bottom)Minimum qualifications: Same as for Direct Care I/DD Tech 1, PLUS a minimum of Two years of experience in the direct care and training of a group of developmentally disabled persons (or for other organizations, substitute one year of experience serving clients in your field).

Comments

Summary of DD Technician Class Factor RatingsClass Level Decision Making Complexity Line/Staff AuthorityDirect Care I Defined Prescribed Individual contributor

Direct Care II Defined Patterned Work leaderDirect Care III Operational Patterned Unit supervisor

Return this section with completed survey

Position Description Form #2, page 2 of 2# TITLE If your organization does not assist people with developmental disabilities, please report the positions which are

most comparable in your service organization Provide comments on differences between your job and the job description in the area provided below the

description4 Basic Case

Manager

(Resource Coordinators, Social Workers, DD Specialist I)

Duties: This class describes the first-level of case management which generally applies to individuals with one year or less experience in case management. Duties generally include, but are not limited to, intake; planning and facilitating meetings; identifying service needs of customers, developing plans to address those needs, locating and accessing needed services; coordinating services and supports; monitoring the provision of services and support provided pursuant to the plan; assist in maintaining the person’s eligibility for services and benefits as necessary; maintaining necessary documentation; ensuring rights protection and due process; and facilitating transfer/termination from services.Minimum qualifications: individuals must have at least a college bachelor's level degree (for CCBs) or some combination of education and experience appropriate to the requirements of the position.

Comments

5 Senior/Lead Case Manager

(Senior/Lead Resource Coordinator or Social Worker, DD Specialist II)

Duties: This class describes an experienced case manager who may have lead-work responsibilities, a broader scope of knowledge about services, and/or supervision over direct care staff. While the types of duties are similar to those performed by the basic case manager (see above), the level of decision-making and the complexity of the job are different. Duties may include, but are not limited to, all of the responsibilities of the basic level in addition to mentoring entry level case managers; supervising direct care staff or having a specialized area of focus requiring particular knowledge, such as eligibility determination, human rights committee, crisis management, or investigations.Minimum qualifications: individuals must have at least a bachelor's level degree of education, three (3) years of experience in the field of developmental disabilities (or for other organizations, substitute one year of experience serving clients in your field), or some combination of education and experience appropriate to the requirements of the position and at least one year of experience as a case manager

Comments

6 Program Manager

(Manager for Direct Care type Services - DD Program Specialist III)

Duties: This class describes the supervisory or staff authority level in the class series. Positions supervise staff providing direct services, are recognized staff authorities for programs, or are staff authorities that assure the inspection of programs providing services for the developmentally disabled, and make recommendations to improve the efficiency and quality of services delivery as well as assuring compliance with federal and state rules and regulations. Minimum qualifications: Graduation from an accredited college or university with a bachelor’s degree in developmental disabilities, psychology, public administration, public health, public health administration, social science or social work, and three years experience in the care, training, habilitation, and rehabilitation of developmentally disabled persons, or developing, designing, assessing or conducting individual plans or services for the developmentally disabled.Comments

Summary of Case Management Class Factor RatingsClass Level Decision Making Complexity Purpose of Contact Line/Staff Authority

Basic Case Manager Defined Prescribed Individual contributor Basic Case Manager Senior/Lead Case Manager Defined Patterned Work leader/Authority Senior/Lead Case ManagerProgram Manager Process Formulative Clarity Staff Authority

Program/unit Supv.Return this section with completed survey

COMPENSATION FORM #3

#

(1)Survey Title

Enter Your Position Title

(2)Part-/

Full-time

(3)# of EEs.

Current Hourly Base Salary Formal Salary Structure

Bonus (10)Lump Sum

Amount

(11)Average Years of Service

(4)Low

(4)Average

(4)High

(5)Minimum

(6)Maximum

(7)EligibleYes/No

(8)#

Rec

(9)Avg.

Annual Amount

1 Direct Care I– Basic Level

FT Y N

PT w/Bens Y N

PT w/o Bens Y N

2 Direct Care II– Work Leader or More Complexity

FT Y N

PT w/Bens Y N

PT w/o Bens Y N

3 Direct Care III - Supervisor

FT Y N

PT w/Bens Y N

PT w/o Bens Y N

4 Basic Case Manager

FT

Y N

PT w/Bens Y N

PT w/o Bens Y N

5 Senior/Lead Case Manager

FT Y N

PT w/Bens Y N

PT w/o Bens Y N

6 Program Manager

FT Y N

PT w/Bens Y N

PT w/o Bens Y N

Form # 4 – General/Administrative/Benefits Practices ALL PARTICIPANTS MUST COMPLETE THIS SECTION

This section is designed to collect information concerning your organizations salary administration practices for developmental disability services personnel.

GENERAL QUESTIONS1. Organization Type – pick the type below that best describes your organization:

a) CCB - Community Centered Board

b) Sub-Contractor to a CCB – a provider that contracts with a CCB to provide services

c) RC - Regional Center – state-operated program for persons with developmental disabilities

d) Other, specify: _____________________________________________

2. Organization Size

a) # of Total Employees: _____

3. Location(s) in Colorado

a) Please check the counties in which your employees work:1. Adams 14. Custer 28. Hinsdale 41. Mineral 54. Rio Grande2. Alamosa 15. Delta 29. Huerfano 42. Moffat 55. Routt3. Arapahoe 16. Denver 30. Jackson 43. Montezuma 56. Saguache4. Archuleta 17. Dolores 31. Jefferson 44. Montrose 57. San Juan5. Baca 18. Douglas 32. Kiowa 45. Morgan 58. San Miguel6. Bent 19. Eagle 33. Kit Carson 46. Otero 59. Sedgewick7. Boulder 20. Elbert 34. Lake 47. Ouray 60. Summit8. Chaffee 22. El Paso 35. La Plata 48. Park 61. Teller9. Cheyenne 23. Fremont 36. Larimer 49. Phillips 62. Washington10. Clear Creek 24. Garfield 37.Las Animas 50. Pitkin 63. Weld11.Conejos 25. Gilpin 38. Lincoln 51. Prowers 64. Yuma12.Costilla 26. Grand 39. Logan 52. Pueblo13. Crowley 27. Gunnison 40. Mesa 53. Rio Blanco

4. Pay differentials:

a) Do you pay any pay differentials based on (check all that apply):

i) Locationii) Cost of Living iii) Function (i.e., Day treatment vs. Residential)iv) Shift

a) Nightb) Weekendc) 12 hour shift

v) Other_____________________________________________b) Percent difference from lowest to highest pay for similar positions within Colorado:

i) _____% for Locationii) _____% for Cost of Livingiii) _____% for Functioniv) Shift: _____% for Night, _____% for Weekend, _____% for 12 hour shiftv) _____ % for Other

Return this section with completed survey

5. Number of persons served by type of program (CCB facilities only provide data on disability programs)

a) Residential (service in the home): _____ What # of those are in host homes (foster care type setting)? ______

b) Day Program (service out of the home): ______c) Case Management (# enrolled in services): ______d) Other: ______ (clarify type(s): ______________________________________)

6. Revenue Going to Employee Compensation (Salaries and other employee expenses)

a) Percent of total revenues spent on employees: _____% (i.e. employee salaries plus other employee expenses) for your agency:

$ Spent on employees (total compensation) X100Total Revenue for your organization

(if CCB see note below)

(For CCBs, first subtract out revenues that go to sub-contractors before answering this, we only want the % of the residential revenues that you keep for your agency which goes towards your agency’s employee compensation expenses)

b) (Only CCBs, CCB Providers, and RCs need to complete this) Percent of Residential plus Day Program revenues that are spent on employees of those two programs (residential and day programs) for your agency: _____%

$ Spent on Day + Residential employees (total compensation) X100Day + Residential Revenue for your agency

(For CCBs, first subtract out Residential & day program revenues that go to sub-contractors before answering this, we only want the % of the residential and day program revenues that you keep for your agency which goes towards your agency’s residential and day program employee compensation expenses)

c) (Only CCBs and RCs need to complete this) Percent of Case Management Revenues that are spent on case manager employees (i.e., case manager salaries plus other employee expenses) for your agency. See Case Management Position descriptions if you are not clear which positions to consider a Case Manager in this section: ______%

$ Spent on Case Managers (total compensation) X100Case Management Revenue for your agency

7. Turnover Information

a) What was your turnover rate for last year? ______ % (see definition below)Turnover figures cover all permanent separations, whether voluntary or involuntary. Do not include employees placed on temporary or indefinite layoff.

Turnover rate is defined as:

Number of separations during year X100Average # of employees on payroll during the year

8. Retention Rate Information (Retention figures cover all permanent employees)

What was your retention rate for last year?: ______ % (see definition below)

# of employees who were on the payroll for the entire year X100Average # of employees on payroll during the year

9. Please rank (1 through 13) the most common reasons provided by employees in their exit interviews for their departure

a) ___ Work location

b) ___ Work schedule

c) ___ Salary Concerns

d) ___ Benefits package

e) ___ Management style

f) ___ Nature of work

g) ___ Co-worker conflicts

h) ___ Relocation

i) ___ Career Advancement

j) ___ “Better Job”

k) ___ Other:

l) ___ Other:

m) ___ Other:

10. Please comment on the strategies your organization has adopted to respond to turnover problems – what are you doing to improve retention and recruitment?:

11. Please indicate the impact of turnover on services provided by your organization in terms of both quality and costs. Check all problems of that your organization has had as a result of turnover.a) Continuity of care

b) Field Trips

c) Staffing rations

d) Safety risks

e) Training costs

f) Hiring/recruitment costs

g) Inability to fulfill paperwork requirements/run program

h) Burnout of existing staff

i) Inability to terminate “undesirable” staff

j) Lowering qualifications for new employees

k) Administrative Staff working direct care

l) No training for new employees

m) Inability to meet safety/health standards

n) Other

o) Other

p) Other

12. Approximately what is the average number of hours/years provided in training to in the following classifications:

Put # hrs/year on average for an employee

Residential Direct Care StaffDay Program Direct Care StaffCase Managers

New Employees

On-going Training for Existing Employees

13. Does your organization pay different salary rates for direct care employees in residential or day programs who serve individuals (consumers) who are more challenging to serve (i.e., behavior, legal or medical problems)? Yes/No

If yes, explain how consumer attributes affects pay/compensation:

14. Provide the following for all employees, excluding new hires who are not yet eligible for an increase. Do include employees who receive a 0% increase due to performance or salary freezes in the averages

Position Level 1999 Actual Average Salary

Increase

1999 % Employees Who Did Not Receive an Increase

a. Exempt ____.__% ____.__%

b. Nonexempt ____.__% ____.__%

BenefitsBenefit costs should include: medical and medical-related benefits; life insurance; retirement and savings plans, and payment for time not worked.

Benefit Costs

Total cost (both employee and employer) of benefits as a percent of payroll

_____%

Benefit cost the employer pays as a percent of payroll _____%

Formal BenefitsNote: Items marked with an * are defined at the end of this section. Check Here If You

Provide the BenefitCheck Here If You DO NOT Provide the Benefit

Primary Health Care Plans3. Medical Insurance Coverage

4. Health Maintenance Organization* (HMO)

5. Point of Service Plan* (POS)

6. Preferred Provider Organization* (PPO)

Retirement Income7. Qualified Stock Purchase Plan (Section 423)

8. Thrift Plan (after-tax contributions with employer match)*

9. 401(k) without employer match*

10. 401(k) with employer match or discretionary contribution*

11. ESOP (Employee Stock Ownership Purchase Plan)

12. Pension Plan (Defined benefit)

13. Profit Sharing Plan

14. 403(b)

15. Other Retirement

Paid Time Off

If provided, # Days off after:

Provided 1 year 5 years 10 years 15 years Not Provided

Holidays - Fixed Holidays - Floating Sick Days* Vacation Time Off Personal Days Flexible Time Off*

Total Paid Time Off

BENEFIT PROGRAMS - DEFINITIONS

401(k) Plan A defined-contribution arrangement into which employees can make pre-tax contributions typically through salary reduction agreements (may include cash, profit sharing plan or stock bonus plans). The plan may provide for contributions, both employer and employee, other than those subject to the election.

Flexible Time Off A policy of combining all paid time off days into one pool to be used at the employee=s discretion.

Health Maintenance Organization (HMO) The employee subscribes to the organization at a set yearly fee, then receives medical care at the HMO facilities. Usually, all medical expenses are paid for by the HMO, but there may be a minimal charge in some arrangements. Medical services not provided by or referred by HMO facilities are not paid for by the HMO (with the exception of emergencies).

Point of Service Plan (POS) A POS arrangement is like a PPO plan, but the participant must select a primary care physician (PCP) and all in-network care is coordinated by the PCP.

Preferred Provider Organization (PPO) An arrangement in which an employer (or sometimes an insurance carrier) contracts with participating providers to deliver health care services. These arrangements commonly offer a negotiated price schedule between the provider and the employer and are subject to strong utilization controls. The employer may encourage use of the contracting provider through coinsurance features, waiver of deductibles or sometimes discount prices. Unlike an HMO, employees and dependents may choose to receive care from a participating preferred provider or an independent provider and will still have coverage under the medical plan.

Sick Days Paid time off provided in the event of illness. DO NOT include short term disability.

Thrift Plan A defined contribution plan that is contributory in the sense that employer contributions are geared to voluntary contributions by the employee. Employer contributions are made on a matching basis, for example: 50% of the total contribution made by the employee.

Appendix CDefinitions

Number of Orgs.The number of organizations providing data for the data subset.

Number of IncumbentsThe total number of employees reported.

Simple Average Base PayThe average hourly rate of pay not weighted by incumbent - effective April 30, 2000. This is calculated by adding all of the averages reported by each organization then dividing the sum by the number of organizations

Median Base PayThe hourly pay rate within the sample which is higher than 50% of all the incumbent rates when ranked from low to high. Also known as the 50th percentile.

Weighted Average Base PayThe average hourly rate of pay of all incumbents in the group - effective April 30, 2000. Weighted average is calculated by taking the average reported by each organization times the number of incumbents reported for that organization and dividing the sum by the total number of incumbents for that cut of data.

Average Structure MinimumThe average hourly structure minimum not weighted by incumbent. Only includes those organizations with structures.

Average Structure MinimumThe average hourly structure maximum not weighted by incumbent. Only includes those organizations with structures.

Percent Eligible for BonusPercent of all jobs reported in that cut that are eligible to receive bonuses. Bonuses include any performance-based payments and does not include holiday incentives and other non-performance amounts.

Percent Received BonusesPercent of the incumbents in the jobs that are eligible for bonuses who received a bonus for 1999 performance.

Average BonusThe average of the bonuses that were given for 1999 performance in that cut of data. This average is based only on those who received a bonus (does not include $0 amounts). Bonus was defined as “the amount of any formal or informal incentive granted in the most recently completed fiscal year.”

Lump Sum Number ReceivedThe number of incumbents who received a lump sum in 1999.

Average Lump sumThe average of the lump sums that were given in 1999. This does not include $0's. Lump sum was defined as “the amount of money provided the employee as a lump sum payment that was not considered either salary or a bonus or incentive payment.”

Average Years of ServiceAverage of the average reported years of service for that cut of data.

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