Title: Presentation to Yap Campus
1College of Micronesia-FSM
Presentation to Yap Campus Compensation
Benefits Study Results of Stages One Two
September 2010
2Background Overview
3Background Overview
COMs current compensation model has
four classifications of employees Classified,
Professional, Management and Faculty.
Since their adoption in 1996 the
classifications have not been adjusted to reflect
appropriate labor markets and relevant economic
standards.
4Background Overview
In brief, the study is to address the
following areas a) accurate classifications
and compensation b) sustainable and
competitive pay schedules c) incentive
program(s) linking directly to pay schedules d)
investigate duplicate and nonessential services
5Project Overview
6Project Overview
Stage 1 Internal Analysis (including
Streamlining
Committee Results / Instructional
Master Plan)
Stage 2 External Analysis
Stage 3 Implementation
Supp. Projects Performance Management
7Stage One Internal Analysis
a) Current Compensation
b) Job Evaluation
c) Regression Analysis (Internal)
d) Job Audit / Streamlining Results
8a) Current Compensation
9a) Current Compensation Budget - F/Y10
Base Salary 5,893,634 69.7
Sp. Contract Services 935,640 11.0
Housing 822,000 9.7
Social Security 379,737 4.5
Health 198,669 2.3
Retirement 175,583 2.0
Life 40,073 0.4
8,445,336 100.0
10a) Current Compensation Departments - as at
4/7/10
Instructional Affairs 2,660,647 44.4
Administration 1,752,563 29.3
Student Services 954,917 16.9
CRE 519,610 9.7
Presidents Office 100,776 2.7
5,988,513 100.0
11a) Current Compensation Campuses - as at 4/7/10
National 2,788,258 47.6
Pohnpei 1,044,568 17.4
Chuuk 789,416 13.2
Kosrae 577,552 9.6
Yap 518,761 8.7
FMI 269,958 4.5
5,988,513 100.0
12a) Current Compensation Special Service Contracts
Sp. Service Contracts - Budget (F/Y09) 864,198
Sp. Service Contracts - Budget (F/Y10) 935,640
13a) Current Compensation Special Service Contracts
Sp. Service Contracts - Budget (F/Y09) 864,198
Sp. Service Contracts - Budget (F/Y10) 935,640
Sp. Service Contracts - YTD (F/Y10) - six months 782,179
14a) Current Compensation Special Service Contracts
Sp. Service Contracts - Budget (F/Y09) 864,198
Sp. Service Contracts - Budget (F/Y10) 935,640
Sp. Service Contracts - YTD (F/Y10) - six months 782,179
Sp. Service Contracts - YTD less UB TSP 695,048
15a) Current Compensation Special Service Contracts
Sp. Service Contracts - Budget (F/Y09) 864,198
Sp. Service Contracts - Budget (F/Y10) 935,640
Sp. Service Contracts - YTD (F/Y10) - six months 782,179
Sp. Service Contracts - YTD less UB TSP 695,048
16a) Current Compensation Special Service Contracts
Sp. Service Contracts - Budget (F/Y09) 864,198
Sp. Service Contracts - Budget (F/Y10) 935,640
Sp. Service Contracts - YTD (F/Y10) - six months 782,179
Sp. Service Contracts held by full-time employees (29) 227,533
17a) Current Compensation Special Service Contracts
Instructional Affairs 202,313 89.0
Administration 21,674 9.5
Student Services 1,816 0.8
CRE 1,730 0.7
227,533 100.0
18b) Job Evaluation
19b) Job Evaluation
Job evaluation is a process that
re-examines the internal equity of all positions
based on job size
20b) Job Evaluation
It achieves this by assessing the job size
of individual positions within an
organization using a number of measurement factors
21b) Job Evaluation
Each factor provides a point value with
their sum representing the total points
value of the job
22b) Job Evaluation Criteria
- Education
- Experience
- Complexity
- Scope of Work
- Problem Solving
- Supervision Received
- Work Environment
- Physical Demands
- Authority Exercised
- Results of Decisions
- Contacts
- Sup. Man. Resp.
23b) Job Evaluation Results
147 Positions Evaluated
24b) Job Evaluation Results
Job Evaluation Points
Range MaxRange Min
1600 - 198 -
AverageMedian
638 -589 -
25c) Regression Analysis
26c) Regression Analysis
Company Regression Analysis (Base
Salary)
Exponential Regressione.g. Position X 450 JE
points
27c) Regression Analysis
Company Regression Analysis (Base
Salary)
Exponential Regressione.g. Position X 450 JE
points
Plot the base salary of all employees with the
job title of Position Xagainst 450 JE points
28c) Regression Analysis
Company Regression Analysis (Base
Salary)
Exponential Regressione.g. Position X 450 JE
points
Plot the base salary of all employees with the
job title of Position Xagainst 450 JE points
29c) Regression Analysis
COM-FSM
30Regression Analysis
COM-FSM
31Regression Analysis
CRE
Instructional Affairs
Administration Services
Student Services
32Regression Analysis
National Campus
Kosrae Campus
Chuuk Campus
Yap Campus
FMI Campus
Pohnpei Campus
33Regression Analysis
Information Technology
Dev. Comm. Relations
Accounting
IRPO
Human Resources
Maintenance
Bookstore
Food Services
34Regression Analysis
Agriculture
Hotel Management
Education
Maths Science
LRC
Academic Programs
Social Science
Business
Vocational Education
Language Literature
35Regression Analysis
Student Life
Dispensary (Plots Only)
FAO
Counseling
ARO
Sports Recreation
SSSP
Peer Counseling
36d) Job Audit / Streamlining Results
This stage also provided the ideal opportunity
to collectively review the organizational
structure of the College.
37d) Job Audit / Streamlining Results
The focus here was a) to
investigate duplicate and non-essential
services b) to integrate results
with the work being undertaken by the
Colleges Streamlining Committee
38d) Job Audit Results
Key issues that need to be addressed
a) Stakeholder Management
b) Optimization of Regional Campuses
c) Centralization of Supp. Services (where
possible)
d) Master Plan(s) c.f. Instructional Programs
e) Cost Reduction / Management
f) Performance Management
39Management Structure Current
President
Exec. Director Land Grant
Vice President Administration
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
40Management Structure Current
President
Exec. Director Land Grant
Vice President Administration
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
Campus Director Pohnpei
Campus Director Chuuk
Campus Director Kosrae
Campus Director Yap
Campus Director FMI
41Management Structure Current
President
Exec. Director Land Grant
Vice President Administration
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
CRE Co-ord.
S.S. Co-ord.
Inst. Co-ord.
Campus Director Pohnpei
Campus Director Chuuk
Campus Director Kosrae
Campus Director Yap
Campus Director FMI
Programs Supp. Services
Programs Supp. Services
Programs Supp. Services
Programs Supp. Services
Programs Supp. Services
42Management Structure Proposed
President
Exec. Director Land Grant
Vice President Administration
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
Ext. C. Director Pohnpei
Ext. C. Director Chuuk
Ext. C. Director Kosrae
Ext. C. Director Yap
Ext. C. Director FMI ?
43Management Structure Proposed
President
Exec. Director Land Grant
Vice President Administration
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
CRE Co-ord.
Inst. Co-ord.
Nat. Directors
Nat. Directors
Ext. C. Director Pohnpei
Ext. C. Director Chuuk
Ext. C. Director Kosrae
Ext. C. Director Yap
Ext. C. Director FMI ?
Programs Supp. Services
Programs Supp. Services
Programs Supp. Services
Programs Supp. Services
Programs Supp. Services
44Yap Extension Center
45Yap Extension Center
Program / Services Pros Cons Recommendation Comments
AA in Teacher Prep Demand is high for certification Having enough faculty to deliver the courses Maintain Strategic scheduling of courses needed. First priority of distance learning
Development Ed. (ACE) Achieving College Excellence There is always a need for Developmental Education / Pell eligible. High demand on resources Keep at YEC
Public Health Capacity building. Potential for PDP / AHEC funding. Keep at YEC as a cohort Cohort
Nursing Demand/need is there. National priority. Potential for PDP / AHEC funding. Keep at YEC as a cohort / strategic scheduling Cohort / high school graduates to National Campus
Community Health Assistant Program / Health Worker Ongoing training / retraining need. Sector development grants Change in State Plan focus for dispensary staffing Keep as PDP Cohort / Dispensary worker
46Yap Extension Center
Program / Services Pros Cons Recommendation Comments
Carpentry Cabinet Making Small business opportunities . Support for capacity building. Equipment on the ground Limited teaching faculty. Low enrollment Maintain as a cohort or consider discontinuing Cohort. Check PCC enrollment in these programs
TYC in Teacher Preparation There is a need. Potential for distance learning delivery Limited teaching faculty and course load for existing faculty. Keep at YEC as a cohort Cohort / strategic scheduling
CA in Law Enforcement There is a need / Professional Development career ladder Limited teaching faculty Not currently offered Cohort. Consider combining with PEC or CEC
CA in Trial Counselor Potential for PDP. There is an ongoing need Limited teaching faculty. Relies on lawyers in the workforce Maintain at YEC as a cohort Cohort
CA in Bookkeeping Potential for PDP. There is an ongoing need Program may be outdated Keep at YEC Only as a cohort approach
47Yap Extension Center
Program / Services Pros Cons Recommendation Comments
CA in Building Maintenance There is a high demand on and off island. Potential for PDP. Limited teaching faculty Keep at YEC High demand. Proactive recruitment. Run as a cohort periodically
CA in Agriculture Food Technology Ongoing agricultural initiatives in CRE. CRE has staff to support program. We have space now. Keeping enrollment at a sustainable level Keep at YEC Proactive recruitment. Requires 1 x full time instructor / coordinator.
CA in Secretarial Science There is a large work sector that needs training / retraining. Potential for adult education/ develop. No faculty Keep at YEC Cohort
Short term training There is a high demand. Additional funding. Expand opportunities at YEC Sector development grants possible. Centre Director to be proactive.
Apprenticeship Program(s) Potential for PDP Keep at YEC and continue to expand opportunity Proactive recruitment
48Yap Extension Center
Program / Services Pros Cons Recommendation Comments
TRIO Programs Added value to our services. Indirect cost Soft money Maintain at YEC UB. Do we have any plans if soft money runs out ?
Admissions Records 1 x Personnel for Admissions Records and Financial Aid Centralized services
Financial Aid See above Centralized services
Counseling / Tutoring / Advising 1 x Personnel for counseling, tutoring, advising, peer counseling
Business Office 1 x Personnel
49Yap Extension Center
Program / Services Pros Cons Recommendation Comments
Recreation Activities 1 x Personnel
Dispensary 1 x Personnel
Library Resources are on the ground. Essential for support to all curriculum programs Keep at YEC Needs expansion to meet student enrollment and required needs. Collection should reflect program offerings.
Bookstore Duties to be combined with Fiscal Officer Outsource the student store or run it as an auxiliary
Human Resources 1 x Personnel
50Yap Extension Center
Program / Services Pros Cons Recommendation Comments
Information Technology 1 x Personnel
Maintenance 1 x Specialist 2 x maintenance workers
Security 5 x Personnel
Custodial 2 x Personnel
51Summary of Key Issues
a) Stakeholder Management
b) Optimization of Regional Campuses
c) Centralization of Supp. Services (where
possible)
d) Master Plan(s) c.f. Instructional Programs
e) Cost Reduction / Management
f) Performance Management
52Stakeholder Management
- closer relationships / improved
communication
- increased confidence in COM-FSM
- development of partnership(s) c.f.
industry
- collective needs assessment /continuous
improvement
- business development / vocational
awareness / education
- greater student focus / preparation /
opportunities / jobs
53Extension Centers
- improved operational efficiency
- wider curriculum (academic / voc.
programs)
- increased enrollment / increased revenue
- centralized support services (where
possible)
- optimization of infrastructure / resources
54Centralized Support Services
- improved operational efficiency
- optimization of resources
- consistency of service delivery (current)
- coordinated development of new services
- timely procurement / delivery of resource
materials (special focus)
55Master Plan(s) (in particular Instructional
Master Plan)
- Instructional / Information Tech. /
Infrastructure
- integrated approach to program
development / delivery
- balanced mix of quality academic and voc.
programs
- collective needs assessment /continuous
improvement
- enhanced program evaluation / assessment
/ delivery
- improved performance management (faculty)
56Cost Reduction / Management
- optimization of resources
- improved budgeting process
- improved operational efficiency
- improved fiscal management
57Performance Management
- enhanced work planning
- greater accountability / managed
expectations
- provision of constructive feedback
mechanism
- link to performance pay
- link to training and development
58Stage 2 Compensation Structuring
Obtaining and analyzing market
compensation data
59Market Data - Sources
60Market Data - Sources
1. Regional Comparisons
Guam Community College
Palau Community College
College of the Marshall Islands
American Samoa Community College
Northern Marianas College (unable to
participate)
61Market Data - Sources
2. U.S. Comparisons (GCC Report)
a) National Faculty Survey 2007 - 2008 (CUPA)
b) Community College Faculty Survey 2007 - 2008
(CUPA)
c) Mid Level Admin Professional Survey 2007 -
2008 (CUPA)
d) Administrative Compensation Survey 2007 -
2008 (CUPA)
62Market Data
Regional Market Percentiles
5th - 95th
63Regression Analysis
COM-FSM
64Regression Analysis
GCC
CMI
ASCC
PCC
COM-FSM
65Regression Analysis
GCC
95th
CMI
75th
ASCC
50th
25th
5th
PCC
COM-FSM
66Regression Analysis
15th
10th
95th
5th
75th
50th
25th
5th
67Regression Analysis
95th
75th
50th
25th
5th
68Regression Analysis
95th
75th
50th
25th
5th
69Stage 2 Compensation Structuring
In developing a revised compensation model
KEY QUESTION
Where in the market should we / can we position
the College to be more externally
competitive i.e. in attracting and
retaining employees ?
70Regression Analysis
95th
75th
50th
25th
5th
71Structural Adjustment Cost
72Estimated Adjustment Cost(10th Market Percentile
- Region)
Current Base Salary Total
5,988,513
Increase to 10th Market Percentile
79,991
New Base Salary Total
6,068,504
Current Total Compensation
7,630,563
Increase to 10th Market Percentile
101,925
New Total Compensation
7,732,488 (1.3)
73Estimated Adjustment(10th Market Percentile -
Region)
Number of Employees (lt 10th)
43 (11.8)
Number of Employees (gt 10th)
320 (88.2)
Total Full-Time Employees
363 (100.0)
74Estimated Adjustment Cost(20th Market Percentile
- Region)
Current Base Salary Total
5,988,513
Increase to 20th Market Percentile
204,272
New Base Salary Total
6,192,785
Current Total Compensation
7,630,563
Increase to 20th Market Percentile
260,283
New Total Compensation
7,890,847 (3.4)
75Estimated Adjustment(20th Market Percentile -
Region)
Number of Employees (lt 20th)
103 (28.4)
Number of Employees (gt 20th)
260 (71.6)
Total Full-Time Employees
363 (100.0)
76Estimated Adjustment Cost(30th Market Percentile
- Region)
Current Base Salary Total
5,988,513
Increase to 30th Market Percentile
464,105
New Base Salary Total
6,452,618
Current Total Compensation
7,630,563
Increase to 30th Market Percentile
591,363
New Total Compensation
8,221,926 (7.7)
77Estimated Adjustment(30th Market Percentile -
Region)
Number of Employees (lt 30th)
185 (51.0)
Number of Employees (gt 30th)
178 (49.0)
Total Full-Time Employees
363 (100.0)
78Estimated Adjustment Cost(40th Market Percentile
- Region)
Current Base Salary Total
5,988,513
Increase to 40th Market Percentile
871,158
New Base Salary Total
6,859,671
Current Total Compensation
7,630,563
Increase to 40th Market Percentile
1,110,030
New Total Compensation
8,740,593 (14.5)
79Estimated Adjustment(40th Market Percentile -
Region)
Number of Employees (lt 40th)
243 (66.9)
Number of Employees (gt 40th)
120 (33.1)
Total Full-Time Employees
363 (100.0)
80Estimated Adjustment Cost(50th Market Percentile
- Region)
Current Base Salary Total
5,988,513
Increase to 50th Market Percentile
1,400,322
New Base Salary Total
7,388,835
Current Total Compensation
7,630,563
Increase to 50th Market Percentile
1,784,290
New Total Compensation
9,414,853 (23.3)
81Estimated Adjustment(50th Market Percentile -
Region)
Number of Employees (lt 50th)
303 (83.5)
Number of Employees (gt 50th)
60 (16.5)
Total Full-Time Employees
363 (100.0)
82Note the transition to a more competitive
market position may take over a number of years
e.g. FY11 - 10th market percentile FY12 -
15th market percentile FY13 - 20th market
percentile FY14 - 25th market percentile
Option 1
83Note the transition to a more competitive
market position may take over a number of years
e.g. FY11 - 10th
market percentile FY12 -
standard increment FY13
- 15th market percentile
FY14 - standard increment
Option 2
84Target a Specific Group for an Initial
Adjustment e.g.
Option 3
COM-FSM (full-time employees) No Base Salary Increase
Administration Employees lt 10th Market Percentile 21 5.8 30,803
Administration Employees gt 10th Market Percentile 106 29.2 7,886
Instructional Affairs Employees lt 10th Market Percentile 13 3.6 14,274
Instructional Affairs Employees gt 10th Market Percentile 118 32.5 12,427
Student Services Employees lt 10th Market Percentile 6 1.7 3,903
Student Services Employees gt 10th Market Percentile 63 17.4 4,572
CRE Employees lt 10th Market Percentile 2 0.6 342
CRE Employees gt 10th Market Percentile 30 8.3 2,541
Presidents Office Employees lt 10th Market Percentile 1 0.3 2,977
Presidents Office Employees gt 10th Market Percentile 3 0.8 266
TOTAL 363 100.0 79,991
85Stage 3 Implementation
86Stage 3 Implementation
New Pay Schedule Options
87Pay Schedule Option
(Traditional Approach)
6.2 5.8 5.5 5.2 4.0 3.8 3.7 3.5
Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8
3.8 A 13,990 14,865 15,739 16.614 17,488 18,188 18,887 19,587
4.1 B 14,534 15,443 16,351 17,260 18,168 18,895 19,621 20,348
4.6 C 15,133 16,079 17,024 17,970 18,916 19,673 20,429 21,186
5.1 D 15,840 16,830 17,820 18,810 19,800 20,592 21,384 22,176
5.8 E 16,656 17,697 18,738 19,779 20,820 21,653 22,486 23,318
88Pay Schedule Option
(New Approach)
89Pay Schedule Options
Every employee would have a grade, step and
sub-step
e.g. Employee X Grade I, Step 6, Sub-step B
90Stage 3 Implementation
Transition Process toNew Compensation Model
91Competitors Approach
92Competitors Approach
600 JE Points
500 JE Points
93Competitors Approach
600 JE Points
(20 Positions)
500 JE Points
94Competitors Approach
600 JE Points
e.g. Grade K (Step 1)
(20 Positions)
500 JE Points
95Competitors Approach
600 JE Points
595 JE Points
e.g. Grade K (Step 1)
(20 Positions)
505 JE Points
500 JE Points
96Competitors Approach
700 JE Points
605 JE Points
e.g. Grade L (Step 1)
600 JE Points
595 JE Points
e.g. Grade K (Step 1)
(20 Positions)
505 JE Points
500 JE Points
97Our Approach
98Our Approach
600 JE Points
(20 Positions)
500 JE Points
99Our Approach
600 JE Points
595 JE Points
(20 Positions)
505 JE Points
500 JE Points
100Our Approach
600 JE Points
595 JE Points
e.g. Grade K (Step 5)
(20 Positions)
505 JE Points
e.g. Grade K (Step 2)
500 JE Points
101Our Approach
Lets look at the mechanics of this process (Two
Step Process)
102Our Approach
Step 1 - Identification of an
implementation range Step 2 - Migrate all
employees into the new model
103Regression Analysis
95th
75th
50th
25th
5th
104Implementation (Step 1)
105Implementation (Step 1)
106Implementation (Step 1)
107Implementation (Step 1)
108Implementation (Step 1)
109Implementation (Step 1)
110Implementation (Step 1)
111Implementation (Step 1)
We next identify a base salary value (for each
position) that we can then transpose to the new
pay schedule in order to identify the upper
end of an implementation range
We do this by initially identifying the midpoint
112Implementation (Step 1)
113Implementation (Step 1)
114Implementation (Step 1)
115Implementation (Step 1)
116Conversion ProcessExample
117e.g Position X
118e.g Position X
119e.g Position X
120e.g Position X
121e.g Position X
122e.g Position X
We transpose 29,995 to the new Pay Schedule
123e.g Position X
Using the new Pay Schedule identify the closest
base salary sub-step(on the lower side)
124e.g Position X
Note this forms the high end of the
implementation range (25th Market Percentile)
125e.g Position X
The low end of the implementation range is 16
sub-steps from the high end
126e.g Position X
Implementation Range
29,756 (Grade G, Step 6, Sub-Step B) - Range Max
25,630 (Grade G, Step 2, Sub-Step C) - Range Min
127Implementation
Now that we have an implementation rangefor
each unique position the final step is to
migrate all employees into the new compensation
model
128Implementation Criteria
1. Performance
8 Points
50
2. Education
5 Points
31
3. Experience
3 Points
19
TOTAL
16 Points
100
129Implementation Criteria
1. Performance
8 Points
50
2. Education
5 Points
31
3. Experience
3 Points
19
TOTAL
16 Points
100
This corresponds to the implementation range
130e.g Position X
Employee
1. Performance
9 Points
8 Points
2. Education
4 Points
4 Points
3. Experience
3 Points
3 Points
TOTAL
16 Points
15 Points
131e.g Position X
Score of 15 29,461
Finally, in comparing this to the employees
current salary there are two scenarios
132e.g Position X
Score of 15 29,461
- Where the employees current base salary
is below this amount
133e.g Position X
Score of 15 29,461
Emp X Current Base Salary 26,000
134e.g Position X
Score of 15 29,461
Emp X Current Base Salary 26,000
Emp X New Base Salary 29,461 (13 inc)
Grade G, 6, A
135e.g Position X
Score of 15 29,461
2. Where the employees current base salary
is above this amount
136e.g Position X
Score of 15 29,461
Emp X Current Base Salary 31,500
137e.g Position X
Score of 15 29,461
Emp X Current Base Salary 31,500
Emp X New Base Salary 31,586 (0.3 inc)
Grade G, 7, D
138Typical Project Overview
Stage 1 Internal Analysis
Stage 2 External Analysis
Stage 3 Implementation
Supp. Projects Performance Management /
(optional) Development of Pay Incentives
139Typical Project Overview
Stage 1 Internal Analysis
Stage 2 External Analysis
Stage 3 Implementation
Supp. Projects Performance Management /
(optional) Development of Pay Incentives
140 Integrated Performance
Management System
141 Integrated Performance
Management System
Work Planning
Review
Performance Pay
Training
142 Performance Management e.g. Guam
Community College
e.g. GCC under previous compensation model
10 Steps 7 - 9 Steps 1 - 6 Steps
- 24 months - 18 months - 12
months
143 Performance Management e.g. Guam
Community College
Old Compensation Model
New Model Everyone will be reviewed annually
10 Steps 7 - 9 Steps 1 - 6 Steps
- 24 months - 18 months - 12
months
144 Performance Management e.g. Guam
Community College
Three new performance management tools are being
implemented a) Academic
Administrators b) Faculty
c) Staff (classified positions)
145 Performance Management e.g. Guam
Community College
One of the benefits of the new pay schedule
is that a performance range is made available
i.e. as a performance incentive
on an annual basis
146Performance Management
147Performance Management
148Performance Management
149Performance Management
150Thank You / Questions