Baton Rouge City-Parish Employee Compensation Report

CITY-PARISH TOTAL COMPENSATION STUDY
2013
Presented by:
City-Parish Total Compensation Study
Table of Contents
1 2 3 4 5 Introduction ..................................................................................................................................... 3 Scope of the Total Compensation Study .......................................................................................... 4 Methodology and Data Sources for Benefits ................................................................................... 4 Methodology and Data Sources for Pay .......................................................................................... 6 Total Compensation Analysis: Benefits and Pay ............................................................................. 7
Appendix A: Total Compensation Analysis................................................................................................. 51 Appendix B: Retirement ............................................................................................................................. 75 Appendix C: Retiree Benefits/OPEB ........................................................................................................... 76 Appendix D: Paid Time Off Vacation Leave, Sick Leave, Holidays, and Executive Leave ........................ 79 Appendix E: Healthcare Benefits for Active Employees............................................................................. 87 Appendix F: Pay Analysis .......................................................................................................................... 102
City of Baton Rouge, Parish of East Baton Rouge
2013
1 Introduction
While many municipalities across the United States have been struggling financially since the 2008 recession, Baton Rouge has enjoyed a relatively strong and stable economy. In fact, unlike many other cities and counties, Baton Rouge has managed to maintain a balanced budget, avoid cutting services to its citizens, and has even been able to maintain regular one step (3 percent) merit increases from year to year per the City Parish Pay Plan Rule Section 6.6. Nonetheless, the City of Baton Rouge, Parish of East Baton Rouge (City Parish) has found its total compensation costs are rising, driven primarily by the policies and programs associated with employee and retiree benefits.
At the same time, as the economy improves and other organizations raise their salaries and wages, the City Parish finds it more difficult to attract and retain the necessary talent to ensure a productive and stable workforce. This situation is especially pronounced for a number of positions in mission critical areas and has the potential for more serious consequences in future years as the baby boomers leave the workforce in large numbers and must be replaced by new workers. In the City Parish Department of Public Works (DPW), for example, 26 percent of its current workforce is expected to retire or leave within the next seven years. With base pay and benefits like retirement and longevity pay oriented toward rewarding employees after their 10th year of employment, the City Parish finds itself struggling to find new qualified workers in the increasingly competitive Baton Rouge market. In addition, the City Parish and current workers must pay increasing costs for their retirement, as well as other benefits that are not realized until they retire, creating an imbalance in total compensation with base pay shrinking in proportion when compared to the heavy benefits load.
While it is tempting to try to find classes of employees who are underpaid and to look for funding to bring their base pay to market, this strategy would be ill advised. In fact, the state of Louisiana has recently provided raises for only some employees and has now created a system of haves and have nots as reported in the October 21, 2013 edition of The Advocate in the article by Melissa Deslatte entitled, Pay Raises Uneven Across Louisiana Agencies. Such decisions can create dissension among departments and negatively impact the integrity of the pay structure.
In 2012, the City Parish Metropolitan Council authorized a total compensation study for non public safety positions1 to be conducted by a consulting team composed of HNTB Corporation, SSA Consultants, Buck Consultants, and Alpha Media. In order to conduct this study, the consulting team has relied on the City Parish to provide employee data, job descriptions, leave and benefits policies, and plan information. Because no audit was conducted on any of this information, the consulting team has relied on the accuracy of the information provided.
Municipal Police and Fire employees were not included in this study due to complexities regarding separate retirement plans and pay schedules. The City Parish conducted a similar analysis for those employees.
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Figure 1: Key Terms Definitions and Calculations
Total Compensation = Benefits + Pay Benefits = Retirement + Leave + Healthcare + Voluntary Benefits Pay = Base Pay + Longevity Pay + Overtime Base Pay = Hourly Wage X 2080 Hours2 or Annual Salary
2 Scope of the Total Compensation Study

The scope of this study was shaped by the City Parishs interest in understanding and comparing total compensation (benefits plus pay) rather than simply pay. Based on the data gathered as part of this study, it would cost approximately $9,233,4003 per year to bring all City Parish employees pay, excluding Municipal Police and Fire, to current market based pay levels4. From the outset of the study, the City Parish administration noted that increases in pay (beyond the currently budgeted 3% merit increases and longevity pay) would need to be revenue neutral. While this determination did not affect the data collected, it does provide parameters for future recommendations and implementation strategies.
A Total Compensation Administrative Advisory Committee (Advisory Committee) was formed to assist the consulting team and to ensure that accurate information and appropriate decisions and comparisons were made based upon the unique circumstances existing in the City Parish system. This type of committee, composed of internal subject matter experts, is common to studies of this nature. The Advisory Committee was comprised of representatives from the Department of Human Resources, the Department of Finance, and the Office of the Mayor President.
3 Methodology and Data Sources for Benefits

This study evaluated total compensation (benefits plus pay) for City Parish employees and retirees. In public organizations today, evaluating and comparing benefits requires different databases and information sources than those needed for evaluating pay. In general, the benefit packages in public organizations include more traditional elements designed to serve as retention tools, and many of these have been replaced by less costly alternatives in private organizations.
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Hourly wages are multiplied by 2080 hours worked per year to create an annualized salary figure.
Total pay estimated increase of $9,233,400 consists of $7,267,200 in base pay and $1,966,200 in benefits based upon a 6 percent adjustment. Market based pay is generally considered to be pay at the 50th percentile of the market pay for the midpoint of each position.
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The following sources were utilized for the benefits analysis and comparative evaluation. Buck Consultants: Employee Welfare Benefits Survey, October 2012
- Uniform Response - Government and Public Administration

Cobalt Community Research: Health and OPEB Funding Strategies, 2012 National Survey of Local Governments
- 251+ Employees
Kaiser Family Foundation: Employer Health Benefits, 2012
- 200+ Employees - 1,000 4,999 Employees

Mercer: National Survey of Employer Sponsored Health Plans, 2011
- Government
U.S. Department of Labor: National Compensation Survey, Employee Benefits in the United States, March 2012
- Local Government - 500+ Employees

In conjunction with the Advisory Committee, the following peer group cities were identified as bases for comparison for benefits data due to the fact their data was publicly available or the consulting team had access to their relevant benefits data.5
Figure 2: Peer Cities Peer Cities Used for Benefits Comparisons Austin, TX Atlanta, GA Augusta, GA Chattanooga, TN Dallas, TX Houston, TX Little Rock, AR Macon, GA Memphis, TN Oklahoma City, OK Richmond, VA Tallahassee, FL Tulsa, OK Tuscaloosa, AL
Peer cities were used for comparative purposes for pension and other benefits unique to public organizations. No pay data was gathered nor were peer cities used for comparisons of pay. For more information on pay comparisons, see Section 4: Methodology and Data Sources for Pay.
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4 Methodology and Data Sources for Pay

Municipalities must compete for talent in the same manner and markets as private industry. Conducting a study to evaluate the competitiveness of the City Parishs compensation program is important in order to ensure they can continue to effectively attract and retain high caliber employees. Most organizations conduct studies of their compensation programs regularly and set up pay programs to assist them in managing pay. Market data is important in these studies and helps organizations to: Understand where they pay relative to the market to stay competitive; Formally align jobs within an organization; Establish competitive pay ranges for jobs and groups of jobs; and Ensure that pay falls within a competitive range so there is internal and external equity.
The market pricing process consisted of four distinct steps with the key components for each outlined below in Figure 3.
Figure 3: Market Pricing Methodology

Data Gathering Identify benchmark jobs Discuss talent sources Obtain job descriptions and organizational charts from City-Parish Gather survey materials
Job Matching
Match City-Parish positions to survey data based on job responsibilities
Review survey job matches with Advisory Committee
Data Analysis
Identify City-Parish's competitive market position for base pay and total cash compensation
Key statistical analyses including 25th, 50th, and 75th percentiles
Summary Report
Prepare report that summarizes findings
In the Data Gathering stage,6 the consulting team worked with the Advisory Committee to identify between 250 and 300 benchmark jobs and to establish baselines for structural and position specific analyses. Benchmark jobs are City Parish jobs that were identified to serve as Anchor Points because they closely resemble jobs performed in other organizations or industries. Jobs were chosen to span a wide variety of grades and functional areas. A list of all benchmark jobs is provided in Table 10, Appendix A.
See Appendix A for a list of all requested data.
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City-Parish Total Compensation Study In order to provide valid and accurate data, most positions in the City Parish were compared to similar positions in the Baton Rouge market area since most City Parish workers are recruited from the local market area. Market based pay for positions requiring specialized training, unique expertise, or executive level experience was compared to pay for similar positions regionally or nationally. Job descriptions and organizational charts were also obtained from the City Parish to understand organizational structure and reporting relationships and to ensure that ample benchmarks were selected from each hierarchical level.
Survey data was gathered from combinations of proprietary studies from Buck Consultants survey library and from information and surveys provided by the City Parish. Specifically, the following proprietary surveys were utilized. 2011 Towers Watson Suite 2011 Mercer Metropolitan Benchmark Survey Kenexas CompAnalyst database
Positions in the City Parish were matched to positions in the surveys based on the function of the job rather than considering title or current incumbent. A market match was considered strong if 70 percent of the survey job description was a match to the City Parish job. Market matches were reviewed by the Advisory Committee to confirm agreement on the jobs being matched.
5 Total Compensation Analysis: Benefits and Pay

The total compensation study was designed to examine each element of City Parish employee compensation including base pay, longevity pay, overtime, healthcare benefits, retirement benefits, and post retirement benefits or Other Post Employment Benefits (OPEB).7 The City Parish does not offer its employees Social Security, but the benefits offered are costly compared to other municipalities and the costs are rising. Additionally, these benefits are not reflective of current best practice pension, healthcare, and paid time off found in public and It is apparent after analyzing private organizations. It is helpful, therefore, to examine the history and the current total background of the City Parish benefits. compensation model for the
Benefits Analysis
It is helpful to examine the history and the background of the decisions impacting City Parish retirement and other benefits for active employees and retirees.
City Parish that employees receive most of their compensation, or the greatest portion of their total rewards, after they retire.
See Appendix B, C and D for additional information.
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City-Parish Total Compensation Study Figure 4: Retirement and General Benefits: History and Background Retirement and General Benefits: History and Background The current accrual rates for vacation leave date back to the 1950s and the 1970s for sick leave, but were restricted as to how much time carried over from one year to the next and for payment upon separation from service. Longevity pay was instituted in 1951. In 1982, the two year Deferred Retirement Option Program (DROP) was approved. In 1985, the percentage accrued for each year of service for retirement was reduced from 3 percent to 2.5 percent for employees hired after January 1, 1986. In 1985, the DROP was expanded to five years. In 1992, the percentage accrued for each year of service for retirement was increased back to 3 percent retroactive for all employees. Employees also pay a premium for these changes with the employee rate going from 8 percent to 9.5 percent in the 1990s.
The following key observations surfaced from data review, analysis, and comparisons with market benchmarks. 1. In the City Parish, employees can retire with full benefits at any age after 25 years of service. Of the peer cities studied, all other cities with data available have a formula combining age and years of service. 2. The City Parish accrues 3 percent for each year of service for all employees in the retirement system. Of the other cities surveyed, most accrue between 2 and 2.5 percent. 3. Many cities surveyed do not have DROP programs or have shorter time periods. 4. City Parish paid sick leave is generous as employees with 15+ years of service earn 24 paid days per year. City Parish employees can apply all of their unused accrued sick leave to their retirement enabling them to retire a full year earlier or receive an extra year of credit (two years for firefighters). 5. Longevity pay as a percentage of annual pay is not common in most organizations. In the 2003 MGT compensation study, 62 percent of the organizations surveyed did not have or were phasing out longevity pay. The 2013 City Parish budget estimates longevity pay at $7.18 million excluding Municipal Police and Fire. 6. Overtime policies and their application vary by area and in 2012 the City Parish spent $7.07 million in overtime payments excluding Municipal Police and Fire and FEMA reimbursable time for Hurricane Isaac response efforts. 7. Retiree healthcare and prescription drugs costs are escalating and the City Parish subsidy is higher than what other organizations are providing. 8. Basic elements of the City Parishs existing compensation system that have been valued in years past such as longevity pay do not hold the same appeal with todays new workforce City of Baton Rouge, Parish of East Baton Rouge 2013
City-Parish Total Compensation Study entrants. Research shows that employees are no longer going to work for an organization with the intent of staying for even 10 years much less 25 years or more. Any adjustment to the City Parish compensation structure must consider this change in employee values as the City Parish works to attract and retain a multi generational workforce. 9. Although most employees receive a 3 percent Step increase every year, many positions still lag behind market based pay. The lack of structural adjustments to the base pay scales has also resulted in some salary compression problems. 10. The City Parish has a policy of promoting from within and training is given to assist with promotional opportunities. When promoted, an employee receives a minimum of a 6 percent pay raise and upon completion of the probationary period the employee receives an additional 3 percent.
The City Parishs retirement plan is solid and is not at risk of creating fiscal problems for Baton Rouge as has been seen in many other cities around the country. It does, however, require a growing proportion of City Parish contributions in order to maintain or improve its current funding level. In January 2013, the Pew Charitable Trusts (Pew) published a study entitled, A Widening Gap in Cities: Shortfalls in Funding for Pensions and Retiree Health Care.
According to Pew, many experts look at two indicators to evaluate how well cities are meeting their pension obligations. Pew recommends that a city should strive to have assets to cover at least 80 percent of their pension liabilities. The report cites the federal 2006 Pension Protection Act that uses the benchmark of 80 percent to determine at risk status of private sector pension plans and they consider a funding level of 100 percent to be ideal. Additionally, Pew recommends that the percentage of the annual contribution a city pays to meet their pension obligation should be at least 90 percent of the actuarially recommended amount. This calculation is generally spread over 30 years.
As shown in Table 1 below, Baton Rouge has demonstrated fiscal responsibility through the funding of 72.23 percent of its pension obligation. Although this is below the recommended benchmark of 80 percent, in the Pew study, the key 61 cities in the United States together have enough money to cover only 74 percent of their pension obligations, indicating that other cities are below the benchmark as well. When compared to the peer group in Table 1, of the 12 cities with data available, nine cities have pension plans that are funded at higher levels than Baton Rouge, although some cities have had to float bonds and reduce services to fund their unfunded liabilities at a higher level. Also noted in Table I, it is to be expected that as a citys pension plan funding level moves closer to 100 percent, the employer and employee contribution rates can be lowered, freeing up funding for other priorities.
Baton Rouge currently meets the second Pew recommendation by paying 100 percent of the annual contribution proposed by their actuaries to meet their pension obligation. The City Parishs annual contribution rate of 26.89 percent represents a significant commitment to honor pension promises made to City Parish retirees and employees. Some cities and states have passed laws or ordinances to City of Baton Rouge, Parish of East Baton Rouge 2013
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protect their pensions by requiring a certain level of contribution based upon actuarial evaluations. It is very tempting for cash strapped cities and states to reduce contribution levels to fund other priorities or to offer additional benefits without providing commensurate funding.
The 2013 City Parish employer pension contribution rate of 26.89 percent is 1.18 percent higher than the contribution rate in 2012 and this increased rate cost the City Parish an additional $1.5 million. As shown in Table 1, Baton Rouge has the fourth highest employer pension contribution rate among the peer cities group with at least a third of the cities contributing less than 10 percent. The rising employer pension contribution rate that must be paid by the City Parish to make up for prior years of underfunding, and generous retirement benefits and retiree health care costs is covered at the expense of other funding priorities including increases in employee salaries and wages.
Table 1: Peer Cities Pension Contribution Rate Analysis

Pension Actuarial Value of Assets $868,799,000 $139,360,103 $1,711,600,000 $1,027,953,907 $246,465,076 $3,027,000,000 $2,328,800,000 N/A $66,155,121 $1,867,934,000 $514,499,000 $476,122,597 $378,454,000 $53,809,654 Pension Unfunded Actual Accrued Liability $828,284,000 $44,766,289 $749,100,000 $395,264,269 $43,238,126 $255,000,000 $1,461,500,000 N/A $11,855,812 $641,996,000 $79,423,000 $370,319,231 $117,466,000 $19,669,021 Pension Funded Status 51.19% 75.69% 69.56% 72.23% 85.08% 92.23% 61.44% N/A 84.80% 74.42% 86.63% 56.25% 76.31% 73.23% Pension Contribution Rate 25.98% 8.85% 16.00% 26.89% 12.95% 16.70% 19.00% 7.00% 14.07% 6.00% 8.80% 31.12% 10.42% 5.99%
Peer Cities
Pension Covered Payroll
Pension Contributions
Atlanta Augusta Austin Baton Rouge Chattanooga Dallas Houston Little Rock Macon Memphis Oklahoma City Richmond Tulsa Tuscaloosa
$135,636,000 $77,108,376 $438,900,000 $136,781,288 $57,976,515 $332,000,000 $544,700,000 N/A $17,449,139 $298,250,000 $109,293,000 $125,060,489 $104,313,000 $29,852,244
$35,237,000 $6,827,085 $64,297,000 $36,777,168 $6,682,722 $27,323,000 $103,493,000 N/A $2,455,897 $20,108,000 $9,615,000 $38,914,529 $10,869,000 $1,787,940
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Underfunding a public pension plan can have far reaching effects. The most obvious of these is what is seen in the cities struggling to deal with their unfunded liabilities, but there are other impacts noted in the Pew study that may be less visible but nonetheless significant. The potential impacts listed in the Pew study include: in September 2012, Moodys downgraded Omahas bond rating, despite recent pension Cuts to Services or Tax Increases reforms for police, primarily These can include layoffs, furloughs, and decreases or total based on persistent under elimination of functions or departments. Some cities have funding of its pension instituted tax increases such as Philadelphias move to obligations which is not institute a five year, one cent increase in sales taxes with consistent with the expected funds dedicated to local pensions. financial practices of highly rated cities. Effects on Credit Ratings
A Widening Gap in Cities, Credit ratings by bond agencies can affect how much a city Pew Charitable Trusts must pay to borrow money to build roads or float bonds for capital improvement projects. One of the criteria used in determining credit ratings is the level of unfunded liabilities for public sector retirement benefits.
Cost Shifting to Future Generations Current and future taxpayers and employees must pay the bill for benefits earned today, as well as benefits that were earned years ago when there are unfunded pension liabilities. According to Pew, The portion of the annual payment that goes to whittle down a citys unfunded liability can easily dwarf the cost of the current years retirement benefits, much like a credit card bill in which the monthly charge for debt and interest swamps the amount of recent purchases. This occurred in Boston in 2009, where pension liabilities were 60 percent funded and the city, through its taxpayers, had to pay $108 million in annual recommended contributions. Unfortunately, due to the significant unfunded liability, three fourths of the payment or about $82 million was paid for services performed in the past and only about $26 million was paid for work performed that year. Pressure to Cut Benefits When elected officials find they must contribute more through raising taxes or cutting services, they sometimes require employees to contribute more of their pay, or try to cut costs by reducing benefits. The Peer Cities Pension Benchmark Review as depicted in Table 2 displays a number of elements common to defined benefits plans offered by each of the peer cities in comparison to Baton Rouge. The following descriptions explain the column headings in Table 2. Pension Formula: Accrual Rate The accrual rate is the percentage of earnings that is used to calculate how much a retiree will receive in benefits when he or she retires. The higher the accrual percentage, the higher the retiree benefit and
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the more expensive it is for the employer. The City Parish accrues 3 percent for each year of service for all employees in the retirement system. Of the peer group cities surveyed, only Baton Rouge accrues 3 percent and most cities surveyed accrue a lower percentage, generally between 1.8 percent and 2.5 percent. Employee Contributions City Parish employee contributions to the pension plan are capped at 9.5 percent. This is higher than every other city surveyed except for Dallas where the employee contribution was 11.87 percent in 2012. Dallas has had numerous financial challenges including three years of reductions in force totaling layoffs of over 19 percent of civilian employees, no pay increases between 2009 and 2012, and large unfunded liability issues with their pension plan. They issued bonds to help reduce their unfunded liability and to help them to reach a 92 percent funding level, making it even more difficult to reach stability and intergenerational parity. Pay Calculations: Closing Loopholes that Allow Spiking A key element of the formula that sets the amount of a retirees monthly pension check is the employees final average salary. Cities differ on how far back the plan looks to calculate final salary, as well as whether overtime and sick leave can be counted. The City Parish, as well as a number of other cities, has allowed workers to include overtime, unused, and even unlimited unused sick leave or unused vacation time to boost or spike their final average salary that is generally used to establish their level of benefits. Some public organizations find supervisors and employees creating late career promotions to increase salaries shortly before retirement. The Pew study notes, The shorter the periods used to determine final salary, the easier it is to bump it beyond normal levels. More cities are tightening how final salaries are calculated because they can have a surprisingly large effect on the size of the pension. Memphis calculates the benefit over the last five consecutive years and Atlanta does not allow overtime as part of the calculation. The City Parish calculates the benefit over the highest three years. Normal Retirement: Changing the Formula, Age, or Vesting Period A primary factor that drives up pension costs and is a focus on cost cutting for many cities is the determination of when an employee becomes eligible for retirement benefits. The City Parish has a unique plan that allows full retirement at any age with 25 years of service rather than a formula combining age and years of service. This means that a new employee who becomes employed by the City Parish when they are 25 years old can retire with full pension benefits when they are 50 years old and could easily live another 30 to 35 years while drawing pension benefits.
According to the Pew study, given the projected life spans of the new workers, the City Council in Denver recently shifted the retirement age for employees hired after July 1, 2011, from 55 years of age with full benefits after 20 years to 60 years of age after 25 or more years of service. The Internal Revenue Service is looking into the possibility of establishing norms for retirement systems to increase the stability of public pension systems.
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City-Parish Total Compensation Study Early Retirement Most of the peer group cities have an early retirement option with limited benefits at age 55 with a specified number of years of service. DROP Some of the cities surveyed have shorter time periods for Deferred Retirement Option Plans (DROP) such as two years rather than the five years currently in existence in Baton Rouge. Some cities do not offer DROP programs or have ended offering DROP to new employees.
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City-Parish Total Compensation Study Table 2: Peer Cities Pension Benchmark Review
City Pension Formula
3.0% if service is 25+years (cap of 30 years for 90% benefit) otherwise 2.5%
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Employee Contributions
Pay Calculation
Normal Retirement
Early Retirement
20 years of service with penalty of 3% on total for each year under age 55
DROP
Pension Contribution Rate
Baton Rouge
9.5% of pay
Highest 3 years
Age 55/25 years of service or age 55/10 years of service
If service 25+ years, max 5 years of DROP; otherwise max 3 years
26.89%
Austin
2.5% (no cap)
8% of pay
Highest 36 months of last 10 years service
Age 65/5 years of service or age 62/30 years of service
Age 55/10 years of service
Yes (90% of benefit, max 60 months)
16.00%
Atlanta
2.5% with 2005 amendment, 2% without, 80% cap
7% w/o beneficiary, 8% w/ beneficiary
Highest 3 consecutive years, no overtime
10 years of service
No
25.98%
Augusta
1.65% for people hired after 10/1/2007
4% of earnings
8.85%
Chattanooga
2% (up to 20 years) + 1% after (20 years)
2% of earnings
Highest 3 years
Age 62, Rule of 80
Age 55 and 5 years of service
Yes, with 26+ years of service can do 1 3 years of DROP
12.95%
Dallas
2.75% (no cap)
11.87% of pay in 2012
Highest 3 consecutive years
Age 60, Rule of 78, 30 years of service
Age 55 if hired before 1972
No
16.70%
Houston
1.8% (up to 25 years) + 1% (after 25 years) with 90% cap
None
Highest 78 paychecks (3 years)
Age 62/5 years of service, Rule of 75 (50+/5+), Rule of 70 (prior 1/1/2005, 5+ service & service + age = 68)
Age 55 and 10 years of service, Rule of 75
Only for grandfathered
19.00%
Little Rock
Moved from a Defined Contribution to a Defined Benefit plan
3.5% of earnings
Was 4.00% now 7.00%
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Employee Contributions
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Pension Contribution Rate
City
Pension Formula
Pay Calculation
Normal Retirement
Early Retirement
DROP
Same requirement as retirement; if service 25+ years, max 5 years of DROP; otherwise max 3 years
Baton Rouge
3.0% if service is 25+ years (cap of 30 years for 90% benefit) otherwise 2.5%
9.5% of pay
High 3 years
25 years of service or age 55/10 years of service
20 years of service with penalty of 3% on total for each year under age 55
26.89%
Macon
1.052% for general employees
None
Highest 3 years
No
14.07%
Memphis
2.5% (up to 25 years) + 1% (after up to 72.5%)
8% of pay
Highest 5 consecutive years
Age 60/5 years of service, age 60/10 years of service, or 25 years of service Age 65/5 years of service or 25 years of service
None
No
6.00%
Oklahoma City
2% with max of 100%
6% of pay
Highest 36 months of service out of last 60
No
8.80%
Richmond
1.75% with max service of 35 years
1% of pay
Highest 36 consecutive months
Age 65 or 30 years of service
No
31.12%
Tulsa
2.35% (no cap)
6% of pay
Highest 30 months of last 60
No
10.42%
Tuscaloosa
(Before 1/1/2013)
2.0125% (no cap)
5% of gross pay (matched)
High 3 years in last 10 years
25 years of service or age 60/10 years of service
None
Ended 3/24/2011; min of 3 years
5.99%
Tuscaloosa
(After 1/1/2013)
1.65% (no cap)
6% of gross pay (matched)
High 3 years in last 10 years
None
No
5.99%
NOTE: Green shading is best in peer group cities and red is worst in peer group cities.
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As public organizations strive to deal with rising benefits costs, best practices warrant keeping promised retirement for current employees and creating market competitive retirement programs and policies better aligned with current best practices for future employees.8 There are a growing number of examples of cities that are moving to different types of pension plans.
Atlanta created a hybrid plan for newly hired employees who will retire with a reduced traditional pension, plus money they and their employer have contributed over the years into a 401(k) style investment fund. Existing employees have a choice of switching to the new hybrid option or keeping their defined benefit plan as long as they contributed 5 percent more of their pay to finance it.
Recommendations Benefits
I. Retirement While the City Parishs retirement plan and related programs and policies have proven to be successful retention tools, their cost effectiveness must be reevaluated. Other systems have undergone reevaluation and reduced their pension liabilities. Most of the changes that are recommended for the City Parish will require an actuarial study. At a minimum, it is recommended that the City Parish: I.1 I.2 I.3 I.4 Develop a formula for future employees retirement combining age and years of service. Change retirement accrual from 3 percent to 2.5 percent. Move the computation of benefits from an average of three years of service to five years of service. Evaluate the impact of reducing the term of the DROP program with the goal of zero impact on the system.
See Table 2: Peer Cities Pension Benchmark Review
City-Parish Total Compensation Study II. Paid Time Off Vacation, Sick Leave, Holidays, and Executive Leave
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Although vacation pay and holidays are fairly comparable with the peer cities studied, executive leave is not commonly found in public or private organizations.9 Additionally, the City Parish paid sick leave accrual policies are very generous compared to other public organizations and peer cities as shown in Table 3. Paid sick leave days, allocated by length of service, are higher than the market regardless of the number of years of service, but they become significantly higher beginning in years five to nine. Once a City Parish worker reaches 15 years of service, the worker can accrue 24 days of paid sick leave per year. If it is assumed that there are 21 22 working days per month, this equates to over one month of paid sick leave every year.10 With the addition of 24 days of paid vacation leave, a longtime worker could be absent but fully compensated for 48 days per year. This can lead to problems in service delivery, unpredictable staff coverage, and the need to overstaff to provide critical services. In the City Parish, new workers receive less vacation leave than in other cities. In Baton Rouge, for the first two years, a new worker will receive 12 days of paid vacation leave while the median of peer group cities offers 14 days and some offer 18 days11. In the City Parish, unused vacation time accumulates for up to five years, and there is no limit on accrued sick leave, unlike the peer group cities studied where sick leave is capped. Of the peer group cities studied, some cap sick leave at 40 days and the median policy caps sick leave at 180 days. This becomes an expensive benefit for the City Parish, as a year of service toward retirement can be replaced by accrued and unused sick leave for non public safety positions and the City Parish must carry workers accrued and unused leave as a liability. Table 3: Sick Leave Accrual: City Parish Compared to Other Public Organizations and Peer Cities
Years of Service 0 2 years 3 4 years 5 9 years 10 14 years 15+ years Maximum carryover City Parish 12 days 15 days 18 days 21 days 24 days Unlimited BLS 500+ Employees 11 days 11 days 11 days 12 days 12 days No data Buck Govt & Public Admin 7 days 7 days 10 days 12 days 15.5 to 16.5 days No data Min 10 days 10 days 10 days 10 days 10 days 40 days Peer Group Median 12 days 12 days 12 days 12 days 12 days 180 days Max 12 days 12 days 12 days 12 days 12 days Unlimited12
See Appendix D for more information.
This calculation is based on the comparison between the City Parish 24 days of paid sick leave at 15+ years of service and the standard of 21.67 working days in an average month.
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See Vacation Annual Accrual in Appendix D. Note: Baton Rouge is the only city studied that allows unlimited sick leave carryover.
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City-Parish Total Compensation Study The recommendations for paid time off are to: II.1 II.2 II.3 II.4
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Cap paid sick leave to peer market standards between 40 180 days. Allow existing leave to remain on the books until used. Obtain a long term/short term disability insurance program. Phase out the carryover of unlimited sick leave accruals. Re evaluate executive leave.
III. Healthcare Benefits for Active Employees The City Parish is self insured for active employees health benefits and claims, and premiums paid by the employees did not increase in 2013 and are not projected to increase in 2014 due to cost effective plan redesigns and absorption of some increased expenses by the general fund.13 This is likely unsustainable and even with the stabilization of rates for employees, several current employees and administrators noted that many City Parish staff members cannot afford health insurance given their current pay and other financial obligations. A Medical Home model in conjunction with the City Parishs wellness program may help to hold down rising costs and provide preventive and monitored options for current employees. Many peer cities have moved to increase the employees cost share for premium plans and are utilizing high deductible plans to hold their costs down. With the upcoming Affordable Care Act changes, the City Parish may find more cost effective solutions, however, at this time it is recommended that the City Parish: III.1 Pre fund health savings accounts to promote high deductible health plan enrollment. The City Parish should pre fund employee health savings accounts to establish an initial balance of up to $1,000. Employees could utilize these pre tax dollars to offset medical costs due to the higher deductible. Pre funding should encourage more employees to choose the high deductible health insurance coverage and reduce medical costs to the employee and the City Parish. IV. Retiree Benefits Other Post Employment Benefits (OPEB) The City Parish has experienced significant increases in the costs of their retiree benefits, especially in the areas of healthcare benefits and prescription drug costs. This is occurring across the country and other peer cities have adopted lower cost options and more equitable cost sharing as seen in Figure 5 and Tables 4 and 5 below in order to continue to offer post employment benefits to their retirees and their spouses.14 In the 2013 budget, post employment benefits rates increased by 1 percent for an additional $1.6 million, and the projected 2013 budget for post employment benefits for the City Parish is approximately $20,250,000.
13 14
See Appendix E for more information. See Appendix C for more information.
2013
City-Parish Total Compensation Study Figure 5: Share of Medical Premium Cost Paid by Retirees
19
Note: Cobalt is a survey of government employers
Figure 5 illustrates the discrepancy between the City Parish and its peer cities regarding the share of medical premium cost paid by retirees. For both pre and post Medicare medical premiums, the peer cities require about 30 percent in retiree cost share and the Mercer and Cobalt surveys indicate that some public employers are requiring between 35 percent and 65 percent of the premium to be paid by the retirees. The City Parish requires less cost sharing, but the actual amount depends on the medical plan chosen by the retiree.
Table 4: Retiree Share of Premiums Plan Type Pre Medicare Medical Post Medicare Medical Retiree Dental Retiree Life City 13% to 41% 8% to 34% 48% 0% Cobalt 251+ Employees 52% 65% No data No data Mercer 36% to 40% 38% to 40% No data No data Peer Group 30% to 50% 30% to 50% 0% to 50% No data
2013
City-Parish Total Compensation Study Table 5: Monthly Retiree Contribution for Retiree Coverage Plan Type Pre Medicare Retiree Only Pre Medicare Retiree + Spouse Post Medicare Retiree Only Post Medicare Retiree + Spouse City $55 to $161 $228 to $481 $38 to $65 $132 to $385 Mercer $372 $748 $228 $456 Peer Group No data No data No data No data
20
Table 6: Retiree Coverage Prevalence Plan Type Pre Medicare Medical Post Medicare Medical Retiree Dental Retiree Life City Yes Yes Yes Yes ($5,000) Cobalt 251+ Employees 77% 59% No data No data Mercer Govt No data No data Pre Medicare: 63% Medicare: 62% No data Peer Group No data No data No data No data
Note: Only five of the peer group cities were positively identified as offering pre and post Medicare retiree coverage and according to the Mercer Government Survey 70 percent of retiree plan sponsors offer the same plans to actives and retirees.
The City Parish must seek more cost effective solutions to reduce escalating health care costs, such as: IV.1 Add Medicare Advantage and/or Medigap plans to post Medicare offerings. The City Parish should close the current retiree health plan to future hires and implement a new retiree health plan (for future employees) that is better aligned with competitive practices. IV.2 Reduce the GASB 45 retiree medical obligation. Implementing an Employer Group Waiver Plan and a supplemental wraparound plan (EGWP + Wrap) for retiree prescription drug coverage would reduce escalating costs in this area. While additional analysis is necessary for detailed savings calculations, cost savings are estimated to be approximately $700,000 in cash expenses annually and would reduce the City Parishs Actuarial Present Value by $26.4 million.15
Estimate based on calculations by Buck utilizing actual City Parish retiree prescription drug costs and other relevant data.
15
2013
21
IV.3 Modify retiree cost sharing to reduce/limit future City Parish contributions. It is recommended that the City Parish increase the percentage of contributions made by retirees both in pre Medicare and post Medicare situations so that the cost share is more closely in line with market practices.
2013
22
Recommendations - Pay
V. Overtime The City Parish has inconsistent overtime policies across departments and divisions and for 2013 overtime expenses for non public safety departments are projected to be $5.54 million.16 While certain situations such as natural disasters and other critical function needs may necessitate the utilization of overtime for employees, stricter policies with overtime dollars reallocated to base salaries would provide employees with greater base pay and more predictability to the City Parish for the purposes of projecting employee wage costs from year to year. It is recommended that the City Parish: V.1 Utilize Fair Labor Standards Act (FLSA) and Department of Labor (DOL) provisions to govern the use of overtime.
VI. Longevity Pay In the 2013 City Parish budget, approximately $7.18 million17 is projected for longevity pay for non public safety employees. This benefit, as noted earlier, was instituted in 1951 and serves as a tool to reward service time rather than performance. As more employees retire and new employees cycle in and out of the City Parish workforce, it is reasonable to investigate methods to shift those same dollars to base pay dollars. For future employees, the longevity system could cease to exist as of an established date in the future assuming that the City Parish is able to make adjustments to bring employee pay to current market based levels making longevity pay unnecessary. This would not free significant dollars in the near term, but would do so in the long term and could make the City Parish pay more competitive at entry level as long term employees begin to retire.18 Incorporating longevity pay into base pay would also make the City Parish pay ranges closer to the market at the midpoints and maximums of the pay ranges. Total compensation for current employees would not be adversely affected by this recommendation. It is recommended that the City Parish: VI.1 Integrate longevity pay into updated base pay scales.
VII. Base Pay Most employers seek to anchor pay to the midpoint of the pay scale and they further would like for that midpoint to fall at the 50th percentile in their recruiting market.19 Organizations that regularly pay higher than the market are often trying to increase retention or they may need to hire staff with specialized skills or significant experience. Those who regularly pay below the 50th percentile either plan for employee turnover and build their organizations and work groups to accommodate that reality, or substitute benefits for pay.
Amount listed as budgeted for overtime expenses in the 2013 budget excludes any anticipated overtime expenses for Municipal Police and Fire.
17 18 19
16
Amount listed as budgeted for longevity expenses in the 2013 budget excludes Municipal Police and Fire. See Appendix F for more information. See Appendix F for more information.
2013
23
Most government entities like the City Parish strive to hire and retain qualified workers to ensure continuity and maintain institutional knowledge. In order to accomplish this goal, they develop compensation philosophies and pay and benefits packages that support their priorities. Because many public organizations have generous benefits, they sometimes target pay below the midpoint. Government agencies and employers who seek to hire top talent and retain those talented employees need to develop pay scales with the midpoint anchored at the 50th percentile of market based pay or as close to that mark as they can afford.
The study concluded that the current City Parish structure midpoints lagged the average market median for almost every grade and average base salaries for employees in benchmark positions also exceeded the range midpoint for a majority of the grades. This means that the City Parish pay has not kept pace with market changes over time and that there will be a concentration of employees at the higher end of the ranges to try to keep up with the market. This leads to salary compression and internal inequities. It is true that City Parish pay becomes more competitive with the addition of merit and longevity, however, those increases do not help attract high quality candidates in the market as positions become open.
Given that the current Baton Rouge economy has driven up pay for some positions in the City Parish creating severe shortages of personnel in some key areas, it is recommended that the City Parish pursue some creative options utilized by public and private organizations in similar situations, such as retention or sign on bonuses and/or develop plans to focus on hard to fill positions. Some of these targeted solutions would provide relief in the near term, but would eventually need to be incorporated into a larger effort to develop a well anchored and market competitive pay plan.
The overarching recommendation to the City Parish to improve pay is to: VII.1 Create a multi year, targeted solution to bring all midpoints of base pay scales to the market 50th percentile. The data provided in this study can be utilized to craft gradual and/or targeted pay and structural compensation system adjustments for all positions whose base pay greatly differs from that of the market 50th percentile. This will allow the City Parish to continue to replenish needed positions lost to retirement and voluntary separations so that they can remain competitive with improving market conditions.
As noted earlier in this report, the cost to move all City Parish employees, excluding Municipal Police and Fire to the new market pay ranges would be $9,233,400 including benefits estimated at 50 percent. Given the significant cost to move the entire pay structure to market, it is important to note that it is not necessary to bring all positions to market level at the same time. In fact, there are a number of strategies commonly employed by large public and private employers who find themselves in similar situations. Two of these options are outlined below. The City Parish could adjust the entire pay structure over a three year period by providing an additional two percent adjustment per year. Including benefits, this would cost approximately $3,077,800 per year to adjust about one third of the employees pay, excluding Municipal Police and Fire.
2013
24
The City Parish could also develop six or seven groups of pay grades (e.g., Health and Social Services, Protective Services, Technical Services, and Administrative Services) that would have periodic structural pay adjustments on a rolling basis, usually every two to three years. This strategy would ensure that all City Parish workers would know that their position would undergo a market based study every two to three years irrespective of annual merit increases.
Ultimately, the City Parish will need to adopt one of these strategies or craft a different multiyear solution to bring all positions to market based pay levels.
The primary purpose of adjusting the pay plan is to promote internal and external equity among all job classifications currently in existence in the City Parish compensation structure. In 2003, the City Parish conducted a compensation study performed by MGT of America. That study concluded that the City Parish pay scales were below market levels at the minimum, midpoint and maximum levels. The study also noted that there were structural problems due to salary ranges that were very narrow. It was noted that some pay ranges at that time in the City Parish were lower than 40 percent from minimum to maximum which would allow for limited growth for employees on that pay scale. Assuming 3 percent per year in merit pay, if an employee reaches Step 3 within their first year, they will reach the top of their pay range in about 10 years. If they are hired in at a higher Step, they will reach the top within a very short period of time and have no room for pay advancement in the same job. Even 10 years ago, MGTs report stated that it was not uncommon to see pay range spreads of 50 percent in the public sector.
The proposed new pay plan in Table 7 displays structure adjustment recommendations that will allow the City Parish to reach market competitive pay levels for the vast majority of its employees as well as to broaden the structure to allow for more room within pay ranges for employee growth. The new structure is based on an overall six percent adjustment to the structure reflecting market movement over the past several years20. Additionally, the new structure slightly broadens both the exempt and non exempt structures and it increases the range spread to allow more room within grades for employees to grow. Finally, the current job grades move with the entire structure meaning that it is not necessary to move positions to new job grades, although some positions may require closer review to confirm correct placement within the structure.
The adjustment of six percent to the entire structure does bring most positions and pay grades closer to market. It does not bring all positions as close as they may need to be given the current supply and workforce demands for skilled trades and other technical positions in Baton Rouge and the surrounding region. Additionally, the broad and equal application of the adjustment to all pay grades and positions means that some positions will need to be analyzed and placed appropriately into the new structure based on the market for that particular position. Finally, the City Parish could choose to use a higher or lower percentage adjustment depending on the availability of funds.
20
2013
City-Parish Total Compensation Study Table 7: Proposed City Parish Market Adjusted Pay Structure
Baton Rouge Position Detail by Grade Grade 2380 2370 2360 2360 2350 2350 2350 2350 2340 2340 2340 2340 2340 2340 2340 2335 2330 2330 Job Title Chief Admin Offcr/Mayor President Council Administrator/Treasurer Executive Director/DDD Public Works Director Dpty PW Dir Of Engineering & Plnng Parish Attorney Director Of Aviation Finance Director Planning Director Human Resources Director Library Director EMS Administrator Director Of Information Services Director Of Mayor's OHSEP Asst Chief Administrative Officer Director Of Mosquito & Rodent Contr Assistant Finance Director Clerk Of City Court/Judicial Administrator First Assistant Parish Attorney Chief Traffic Engineer Chief Construction Engineer Chief Design Engineer Chief Operations Engineer Dir Of Human Devel & Function Administration Finance/Accounting Community Development Public Works Public Works Legal Airport Finance/Accounting Planning HR HR Emergency Medicine Information Technology Homeland Security Administration Mosquito and Rodent Control Finance/Accounting Legal Avg Base $121.80 $116.00 $110.47 $104.13 $105.21 $105.21 $105.21 $105.21 $100.20 $100.20 $100.20 $100.20 $97.28 $91.70 $86.78 $93.53 $95.43 $95.43 Avg Base w/ Lgvty $121.80 $139.20 $132.57 $104.13 $122.05 $118.89 $126.25 $126.25 $114.23 $100.20 $100.20 $120.24 $116.74 $108.20 $86.78 $112.24 $114.52 $114.52 $99.01 $116.82 $74.47 $114.07 $123.53 $130.86 $135.30 $182.14 $220.75 $93.82 $135.48 $110.57 Market 50th $146.02 $101.94
25
Adjusted Structure (+6%) Min $118.5 $111.8 $105.5 $105.5 $99.5 $99.5 $99.5 $99.5 $93.9 $93.9 $93.9 $93.9 $93.9 $93.9 $93.9 $90.3 $88.5 $88.5 Mid $143.4 $135.3 $127.6 $127.6 $120.4 $120.4 $120.4 $120.4 $113.6 $113.6 $113.6 $113.6 $113.6 $113.6 $113.6 $109.2 $107.1 $107.1 Max $168.3 $158.8 $149.8 $149.8 $141.3 $141.3 $141.3 $141.3 $133.3 $133.3 $133.3 $133.3 $133.3 $133.3 $133.3 $128.2 $125.7 $125.7
2330 2330 2330 2330 2330 2330
Legal Public Works Public Works Public Works Public Works Community
$95.43 $95.43 $95.43 $95.43 $95.43 $95.43
$113.56 $108.79 $95.43 $95.43 $95.43 $95.43 $73.44
$88.5 $88.5 $88.5 $88.5 $88.5 $88.5
$107.1 $107.1 $107.1 $107.1 $107.1 $107.1
$125.7 $125.7 $125.7 $125.7 $125.7 $125.7
2013

Baton Rouge Position Detail by Grade Grade Services 2330 2320 2320 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 2310 Purchasing Director Council Budget Officer Retirement Administrator Accounting Manager Auditing Manager Budgeting Manager Director Of Litigation Information Servs Programming Supv Director Of Administration Asst PW Director Of Capital Improve Special Projects Architect Director Risk & Claims Management Director Of Collections Special Projects Engineer Assistant Director Of Aviation City Prosecutor Assist Planning Director Assistant EMS Administrator Asst Director Of Human Dev & Svcs Urban Development Director Assistant Library Director Service Fee Manager Asst PW Dir Of Workforce Developmen Assistant Council Admin/Treasurer Assistant Human Resources Director Job Title Function Development Purchasing Budget Retirement Finance/Accounting Finance/Accounting Finance/Accounting Legal Information Technology Legal Public Works Public Works Legal Legal Engineering Airport Legal Planning Emergency Medicine Community Development Community Development Library Finance/Accounting Public Works Finance/Accounting HR $84.79 $90.89 $90.89 $86.56 $86.56 $86.56 $86.56 $86.56 $86.56 $86.56 $86.56 $86.56 $86.56 $86.56 $86.56 $84.04 $84.04 $81.59 $81.59 $81.59 $79.25 $76.91 $74.67 $74.67 $74.67 $84.79 $109.06 $109.06 $103.87 $103.87 $103.87 $103.87 $103.87 $103.00 $102.14 $100.41 $99.54 $96.95 $92.83 $90.89 $98.32 $94.96 $93.01 $81.59 $81.59 $91.64 $87.67 $88.85 $85.12 $83.63 $68.39 $68.34 $88.24 $88.24 $106.72 $154.19 $85.81 $82.17 $96.20 $93.10 $113.91 $100.23 $88.24 $92.99 $88.24 $88.5 $83.5 $83.5 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $107.1 $101.0 $101.0 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 $95.3 Avg Base Avg Base w/ Lgvty Market 50th
26
Adjusted Structure (+6%) Min Mid Max
$125.7 $118.6 $118.6 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9 $111.9
2013

Baton Rouge Position Detail by Grade Grade 2310 2310 2310 2300 2300 2300 2300 2300 2295 2290 2290 2290 2290 2290 2290 2290 2290 2290 2290 2280 2280 2280 2280 2280 Job Title Revenue Manager Asst PW Director Of Maintenance Asst PW Dir Of Management/Finance Professional Engineer IV Senior Special Asst Parish Attorney Asst Retirement Administrator Sr Spec Asst Parish Atty Job Share Asst Executive Director/DDD Asst Dir Of Mosquito & Rodent Contr Information Services Database Mgr Director Of Juvenile Services Professional Land Surveyor Professional Engineer III Building Official Director, Animal Cntrl & Rescue Ctr Special Assistant Parish Attorney Assist Urban Development Director Environmental Coordinator Director, ABC/Gaming Enforcement Assistant Auditing Manager Assistant Service Fee Manager Chief Deputy Jud Admin/City Court Executive Assistant To The Mayor President Chief WIA Administrator Function Finance/Accounting Public Works Finance/Accounting Engineering Legal Retirement Legal Community Development Mosquito and Rodent Control Information Technology Juvenile Services Public Works Engineering Public Works Animal Control Legal Community Development Environmental Legal Finance/Accounting Finance/Accounting Legal Mayor President Administration Avg Base $74.67 $74.67 $72.49 $82.44 $80.78 $80.04 $76.02 $71.11 $76.95 $78.51 $78.51 $78.51 $78.51 $74.00 $71.85 $70.11 $65.75 $65.75 $60.17 $74.77 $74.77 $74.77 $74.77 $74.77 Avg Base w/ Lgvty $83.63 $74.67 $86.99 $88.62 $89.09 $94.44 $87.01 $71.11 $92.34 $87.93 $78.51 $78.51 $84.79 $82.88 $86.22 $70.11 $74.96 $73.64 $67.99 $89.73 $89.73 $80.01 $78.51 $74.77 $87.95 $76.48 $87.74 $74.47 $63.38 $89.81 Market 50th $100.06 $107.96 $108.79 $105.43
27
Adjusted Structure (+6%) Min $78.8 $78.8 $78.8 $74.3 $74.3 $74.3 $74.3 $74.3 $71.5 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $66.1 $66.1 $66.1 $66.1 $66.1 Mid $95.3 $95.3 $95.3 $89.9 $89.9 $89.9 $89.9 $89.9 $86.5 $84.8 $84.8 $84.8 $84.8 $84.8 $84.8 $84.8 $84.8 $84.8 $84.8 $80.0 $80.0 $80.0 $80.0 $80.0 Max $111.9 $111.9 $111.9 $105.5 $105.5 $105.5 $105.5 $105.5 $101.5 $99.5 $99.5 $99.5 $99.5 $99.5 $99.5 $99.5 $99.5 $99.5 $99.5 $93.8 $93.8 $93.8 $93.8 $93.8
2013

Baton Rouge Position Detail by Grade Grade 2280 2280 2280 2280 2280 2280 2280 2280 2280 2280 2280 2280 2280 2280 2280 2280 2270 2270 2270 2270 2270 2270 2270 2270 Job Title Public Information Officer Information Servs Project Manager Assistant Accounting Manager Risk & Claims Manager Assist Revenue Manager Human Resources Division Manager Retirement Financial Manager Asst Director Of Mayor's OHSEP GIS Manager Chief Service Officer Executive Program Administrator Airport Business Manager Assistant Budgeting Manager Librarian IV Library Business Manager Retirement Benefits Manager EBPR Communications District Mgr Financial Projects Coordinator Wastewater Treatment Plant Manager Professional Engineer II Airport Marketing Manager Airport Safety & Operations Manager Prison Health Care Manager Wastewater Collections Syst Mgr Function Public Information Information Technology Finance/Accounting Legal Finance/Accounting HR Retirement Homeland Security Information Technology Mayor President Community Development Airport Finance/Accounting Library Finance/Accounting Retirement Emergency Medicine Finance/Accounting Public Works Engineering Airport Airport Prison Health Public Works Avg Base $74.77 $72.64 $71.23 $68.43 $68.43 $68.15 $66.43 $66.43 $66.43 $64.50 $64.50 $62.62 $62.62 $61.73 $60.80 $60.80 Avg Base w/ Lgvty $89.73 $80.87 $82.44 $81.43 $79.72 $75.52 $78.39 $70.42 $66.43 $64.50 $64.50 $73.27 $68.26 $67.64 $66.27 $60.80 $82.96 $68.38 $89.71 Market 50th $99.46 $84.42 $82.96 $94.30 $84.27 $89.43 $80.39
28
Adjusted Structure (+6%) Min $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $66.1 $62.3 $71.21 $71.21 $71.21 $67.12 $67.12 $67.12 $61.43 $85.45 $85.45 $71.21 $67.12 $67.12 $67.12 $70.03 $63.33 $62.75 $77.12 $75.06 $98.08 $84.08 $62.3 $62.3 $62.3 $62.3 $62.3 $62.3 $62.3 Mid $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $80.0 $75.4 $75.4 $75.4 $75.4 $75.4 $75.4 $75.4 $75.4 Max $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $93.8 $88.5 $88.5 $88.5 $88.5 $88.5 $88.5 $88.5 $88.5
2013

Baton Rouge Position Detail by Grade Grade 2270 2270 2270 2270 2260 Job Title Airport Development & Admins Mgr Building Services & Security Mgr Special Asst To The PW Director Planning Project Coordinator Emergency Communications Chief Of Operations Program Administrator (Headstart) Chief Deputy Constable EMS Business Manager EMS Public Education Manager EMT Training Officer Deputy Chief EMS Operations Officer Recycling Manager Professional Engineer I Chief Auditor EMS Employee Development Officer Chief Financial Analyst Chief Revenue Analyst Information Servs Oprs Supervisor Licensed Clinical Social Worker Nursing Services Director Chief Budget Analyst Program Administrator HIV/AIDs Grants Administrator EMS Planning & Research Manager Function Airport Public Works Public Works Planning Emergency Medicine Community Development Constable Emergency Medicine Emergency Medicine Emergency Medicine Emergency Medicine Public Works Engineering Finance/Accounting Emergency Medicine Finance/Accounting Finance/Accounting Information Technology Emergency Medicine Prison Health Finance/Accounting Community Development Community Development Emergency Medicine Avg Base $61.43 $59.87 $57.90 $57.90 $58.50 Avg Base w/ Lgvty $64.50 $66.39 $60.80 $57.90 $65.52 $102.19 Market 50th $76.86
29
Adjusted Structure (+6%) Min $62.3 $62.3 $62.3 $62.3 $58.8 Mid $75.4 $75.4 $75.4 $75.4 $71.2 Max $88.5 $88.5 $88.5 $88.5 $83.5
2260 2260 2260 2260 2260 2260 2260 2260 2260 2260 2260 2260 2260 2260 2260 2260 2260 2260 2260
$67.82 $67.82 $67.82 $67.82 $67.82 $67.82 $67.82 $67.82 $66.56 $65.85 $65.52 $62.30 $62.07 $60.26 $60.26 $56.80 $56.80 $55.17 $55.14
$81.39 $81.39 $81.39 $81.39 $81.39 $78.67 $77.99 $72.91 $77.07 $65.85 $74.49 $70.31 $73.86 $60.26 $60.26 $56.80 $56.80 $64.53 $59.00 $67.47 $55.00 $63.33 $67.67 $71.39 $47.48 $79.57 $65.46 $80.09 $56.21 $60.24
$58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8 $58.8
$71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2 $71.2
$83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5 $83.5
2013

Baton Rouge Position Detail by Grade Grade 2250 2250 2250 2250 2250 Job Title Urban Forestry & Landscape Mgr Risk Management Project Coordinator Business Development Coordinator Deputy Building Official Senior Computer/Programmer Sys Anly Police Business Manager Info Svcs Senior Server Analyst Computer/Electronics Systems Mgr Blight Elimination Manager Public Works Operations Manager Vehicle & Equipment Maintenance Mgr Senior Human Resources Analyst GIS Coordinator Librarian III Deputy Judicial Admin/City Court Program Administrator (WIA) Emergency Preparedness Chf Of Opers Planner IV Asst Wastewater Colls Systems Mgr Public Works Computer Systems Mgr Assistant Library Business Manager Senior Engineer Intern Facilities Manager PW Accounting Section Function Public Works Legal Mayor President Public Works Information Technology Police Information Technology Airport Public Works Public Works Public Works HR Planning Library Legal Community Development Homeland Security Avg Base $64.59 $64.59 $64.59 $62.71 $60.56 Avg Base w/ Lgvty $77.51 $74.93 $64.59 $72.12 $64.15 $69.45 Market 50th
30
Adjusted Structure (+6%) Min $55.5 $64.83 $55.5 $55.5 $55.5 $55.5 Mid $67.1 $67.1 $67.1 $67.1 $67.1 Max $78.8 $78.8 $78.8 $78.8 $78.8
2250 2250 2250 2250 2250 2250 2250 2250 2250 2250 2250 2250
$59.11 $59.11 $57.39 $55.72 $55.72 $55.72 $55.71 $54.09 $54.07 $53.31 $52.52 $52.52
$66.20 $63.25 $63.13 $66.86 $59.62 $59.06 $60.59 $58.42 $61.03 $61.31 $63.02 $52.52
$82.92
$55.5 $55.5
$67.1 $67.1 $67.1 $67.1 $67.1 $67.1 $67.1 $67.1 $67.1 $67.1 $67.1 $67.1
$78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8 $78.8
$71.16
$55.5 $55.5 $55.5 $55.5
$56.15
$55.5 $55.5 $55.5 $55.5 $55.5 $55.5
2250 2250 2240 2240 2240 2240 2240
Planning Public Works Public Works Library Public Works Public Works Finance/Accounting
$51.08 $50.99 $61.52 $61.52 $61.52 $59.75 $59.23
$51.08 $59.15 $71.36 $70.13 $61.52 $70.21 $67.68
$53.85
$55.5 $55.5 $52.3 $52.3 $52.3
$67.1 $67.1 $63.3 $63.3 $63.3 $63.3 $63.3
$78.8 $78.8 $74.3 $74.3 $74.3 $74.3 $74.3
$72.80 $69.56
$52.3 $52.3
2013

Baton Rouge Position Detail by Grade Grade Job Title Supervisor 2240 2240 2240 2240 2240 2240 2240 2240 2240 2240 2230 2230 2230 2230 2230 2230 2230 2230 2230 2230 2230 2230 2230 Senior Auditor Senior Financial Analyst Senior Revenue Analyst Federal & State Grants Coordinator Senior Budget Analyst Assistant Building Official Senior Retirement Analyst Detention Facility Manager Quality Assurance Manager Headstart Public Health Analyst Chief Plans Analyst Assistant EMS Business Manager Wastewater Laboratory Supervisor Asst Nursing Services Director EMS Public Service Coordinator Director Of Criminal/Traffic Div PC Lan Administrator Chief Code Enforcement Officer Assist EMT Training Officer Field Pump Maintenance Supervisor Wastewater Treatment Plant Supervis Wastewater Inspections Coord Mechanical Operations Manager Finance/Accounting Finance/Accounting Finance/Accounting Mayor President Finance/Accounting Public Works Retirement Juvenile Services Community Development Community Development Public Works Emergency Medicine Public Works Emergency Medicine Emergency Medicine Legal Information Technology Public Works Emergency Medicine Public Works Public Works Public Works Public Works $59.16 $58.52 $58.05 $56.30 $56.30 $54.66 $53.16 $50.02 $48.56 $47.15 $58.59 $58.59 $58.59 $58.59 $58.59 $56.88 $56.10 $54.92 $54.15 $53.62 $53.35 $52.08 $52.05 $62.03 $60.37 $63.38 $56.30 $56.30 $54.66 $60.04 $54.02 $48.56 $47.15 $70.30 $69.72 $68.55 $66.79 $65.62 $68.26 $61.96 $63.81 $57.96 $62.19 $62.02 $59.62 $60.90 $79.07 $61.23 $56.08 $69.72 $49.10 $70.66 $71.39 $71.30 $50.24 $52.3 $52.3 $52.3 $52.3 $52.3 $52.3 $52.3 $52.3 $52.3 $52.3 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $63.3 $63.3 $63.3 $63.3 $63.3 $63.3 $63.3 $63.3 $63.3 $63.3 $59.8 $59.8 $59.8 $59.8 $59.8 $59.8 $59.8 $59.8 $59.8 $59.8 $59.8 $59.8 $59.8 Function Avg Base Avg Base w/ Lgvty Market 50th
31
$74.3 $74.3 $74.3 $74.3 $74.3 $74.3 $74.3 $74.3 $74.3 $74.3 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1 $70.1
2013

Baton Rouge Position Detail by Grade Grade 2230 2230 2230 2230 2230 Job Title Program Coordinator Public Works Superintendent Assist Parish Attorney EMS Planning & Research Specialist Emergency Preparedness Coordinator Asst Prog Administrator Headstart Asst Financial Projects Coordinator Chief Of Probation Safety Officer Intern Architect Senior GIS Analyst Senior Right Of Way Agent Human Resources Analyst Computer Programmer/Sys Analy II Senior Deputy Clerk Of City Court Librarian II Information Services Web Author Complaint Manager RN Medical Review Prgrm Specialist Planner III EMS Billing Manager Property & Development Coordinator DHDS Accounting Section Supervisor Detention Facility Superintendent Function Public Works Public Works Legal Emergency Medicine Information Technology Community Development Finance/Accounting Legal Legal Public Works Planning Public Works HR Information Technology Legal Library Information Technology Public Works Legal Planning Emergency Medicine Airport Avg Base $52.05 $51.48 $50.57 $50.54 $48.25 Avg Base w/ Lgvty $60.90 $59.05 $50.57 $53.57 $48.25 $67.26 Market 50th
32
Adjusted Structure (+6%) Min $49.4 $49.4 $49.4 $49.4 $49.4 Mid $59.8 $59.8 $59.8 $59.8 $59.8 Max $70.1 $70.1 $70.1 $70.1 $70.1
2230 2220 2220 2220 2220 2220 2220 2220 2220 2220 2220 2220 2220 2220 2220 2220 2220
$48.14 $55.80 $55.80 $55.80 $54.98 $50.58 $49.57 $49.21 $48.15 $47.12 $46.97 $46.75 $46.73 $46.73 $45.97 $44.05 $42.76
$55.28 $66.96 $66.96 $55.80 $58.33 $55.60 $59.49 $53.18 $49.32 $54.03 $51.01 $51.56 $53.50 $46.73 $48.01 $44.05 $42.76
$54.55
$49.4 $46.6 $46.6
$59.8 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4 $56.4
$70.1 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2 $66.2
$58.66 $47.30
$46.6 $46.6 $46.6 $46.6
$56.21 $61.25
$46.6 $46.6 $46.6
$68.06
$46.6 $46.6 $46.6 $46.6
$47.59 $57.43 $56.41
$46.6 $46.6 $46.6
2220 2210
Community Development Juvenile Services
$42.76 $53.14
$42.76 $63.24
$46.6 $44.0
$56.4 $53.2
$66.2 $62.4
2013

Baton Rouge Position Detail by Grade Grade 2210 2210 2210 2210 2210 2210 2210 2210 2210 2210 2210 2205 2200 2200 2200 2200 2200 2190 2190 2190 2190 2190 2190 2190 2190 2190 Job Title Senior Juvenile Probation Counselor Court Services Coordinator Auditor Revenue Analyst Budget Analyst Accountant Financial Analyst Chief Construction Inspector Retirement Analyst Police Forensic Scientist Data Coordinator Entomologist Airport Construction Superintendent PW Employee Relations Analyst Animal Control Operations Manager Librarian I Assist Wastewater Lab Supervisor Secretary To The Chief Administrative Officer Parish Attorney Operations Coord Engineer Intern Deputy Chief Of Probation Automotive Shop Supervisor Community Service Center Manager Medical Records Administrator Chief Legal Investigator Community Planner II Function Juvenile Services Legal Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Public Works Retirement Police General Administration Mosquito and Rodent Control Airport Public Works Animal Control Library Public Works Administration Legal Engineering Legal Public Works Community Development Emergency Medicine Legal Community Avg Base $53.14 $51.59 $50.04 $49.49 $47.96 $47.27 $46.10 $44.50 $44.50 $43.89 $40.73 $48.24 $50.61 $47.70 $43.66 $41.08 $39.95 $48.20 $48.20 $47.69 $46.80 $45.51 $44.85 $41.58 $39.19 $39.19 Avg Base w/ Lgvty $61.64 $57.27 $52.34 $51.35 $47.96 $51.77 $46.10 $49.40 $44.50 $43.89 $40.73 $54.71 $60.73 $54.38 $43.66 $42.99 $39.95 $55.43 $57.84 $48.60 $52.88 $52.90 $48.23 $47.40 $39.19 $39.19 $55.94 $66.95 $56.48 $50.32 $56.72 $73.22 $57.50 $46.47 $49.49 $58.41 $40.25 $58.68 $44.73 $57.50 Market 50th
33
Adjusted Structure (+6%) Min $44.0 $44.0 $44.0 $44.0 $44.0 $44.0 $44.0 $44.0 $44.0 $44.0 $44.0 $42.3 $41.4 $41.4 $41.4 $41.4 $41.4 $39.1 $39.1 $39.1 $39.1 $39.1 $39.1 $39.1 $39.1 $39.1 Mid $53.2 $53.2 $53.2 $53.2 $53.2 $53.2 $53.2 $53.2 $53.2 $53.2 $53.2 $51.1 $50.1 $50.1 $50.1 $50.1 $50.1 $47.3 $47.3 $47.3 $47.3 $47.3 $47.3 $47.3 $47.3 $47.3 Max $62.4 $62.4 $62.4 $62.4 $62.4 $62.4 $62.4 $62.4 $62.4 $62.4 $62.4 $60.0 $58.8 $58.8 $58.8 $58.8 $58.8 $55.5 $55.5 $55.5 $55.5 $55.5 $55.5 $55.5 $55.5 $55.5
2013

Baton Rouge Position Detail by Grade Grade Job Title Function Development 2190 2190 2190 2190 2180 2180 2180 2180 2180 2180 2180 2180 Airport Operations Supervisor Geographic Information Systems (Gis) Analyst Inventory & Supply Manager Planner II Attorney B *(12) Part Time Asst Pub Works Saf, Hlt & Trng Ofcr Communications Database Manager Secretary To The Asst CAO's Community Outreach Coordinator Social Services Information Analyst Claims Adjuster Telecommunications Radio Systems Coordinator Executive Assistant Legislative Assistant II Electrical & Instrument Supervisor Crime Laboratory Technician Crime Statistician Public Relations Coordinator Purchasing Analyst Ii 311 Call Center Manager Chief Deputy Clerk Of City Court Program Planning Analyst II Nutrition Supervisor Airport Planning Public Works Planning Legal Public Works General Administration Mayor President Community Development Community Development Claims Emergency Medicine General Administration Legal Public Works Police Police Public Relations Purchasing General Administration Legal Juvenile Services Headstart $38.65 $38.44 $38.05 $36.96 $45.90 $45.90 $45.90 $45.90 $44.59 $44.57 $44.33 $43.27 $38.65 $38.44 $40.71 $36.96 $54.63 $55.08 $49.12 $45.90 $47.11 $49.02 $49.26 $43.27 $50.72 $51.50 $48.77 $64.93 $50.66 $43.18 $44.54 $42.65 $39.1 $39.1 $39.1 $39.1 $36.9 $36.9 $36.9 $36.9 $36.9 $36.9 $36.9 $36.9 $47.3 $47.3 $47.3 $47.3 $44.6 $44.6 $44.6 $44.6 $44.6 $44.6 $44.6 $44.6 Avg Base Avg Base w/ Lgvty Market 50th
34
$55.5 $55.5 $55.5 $55.5 $52.4 $52.4 $52.4 $52.4 $52.4 $52.4 $52.4 $52.4
2180 2180 2180 2180 2180 2180 2180 2180 2180 2180 2170
$43.05 $42.07 $42.01 $42.01 $40.79 $40.54 $40.20 $39.60 $39.31 $37.32 $43.72
$49.74 $42.73 $44.95 $44.11 $40.79 $45.13 $40.20 $47.12 $43.95 $37.32 $50.71
$47.95 $50.32 $61.48 $34.90 $53.81 $54.73 $52.08 $55.59 $37.79 $52.75 $48.36
$36.9 $36.9 $36.9 $36.9 $36.9 $36.9 $36.9 $36.9 $36.9 $36.9 $34.8
$44.6 $44.6 $44.6 $44.6 $44.6 $44.6 $44.6 $44.6 $44.6 $44.6 $42.1
$52.4 $52.4 $52.4 $52.4 $52.4 $52.4 $52.4 $52.4 $52.4 $52.4 $49.4
2013

Baton Rouge Position Detail by Grade Grade 2170 2170 2170 2170 2170 2170 2160 2160 2160 2160 2160 2160 2150 2150 2150 2140 2140 2140 2130 2130 2110 2100 1251 1231 1231 1211 Job Title Senior Probation Officer Tradeswork Supervisor Accounts Supervisor Revenue Supervisor Abstractor Central Garage Business Officer Parking Garage Manager Wastewater Certification Instructor Legal Research Aide (40Hrs) Assistant To The Prison Health Care Manager Community Relations Supervisor Accreditation Analyst Air Service Coordinator Legal Assistant Planner I Operations Manager Content Area Specialist Public Relations Specialist Head Start Center Supervisor Head Start Ctr Supervisor(9.5 Mos) Legislative Assistant I Law Clerk (29 Hours) EMS Shift Supervisor EMS Deputy Shift Supervisor Emerg Comm Shift Spv (42 Hrs/Wk) EMS Unit Commander Legal Community Development Finance/Accounting Finance/Accounting Legal Public Works Public Works Public Works Legal Prison Health Community Development Police Airport Legal Community Development Library Community Development Public Relations Community Development Community Development Legal Legal Emergency Medicine Emergency Medicine Emergency Medicine Emergency Function Avg Base $43.08 $42.46 $41.21 $40.94 $35.55 $31.58 $41.64 $41.64 $39.83 $38.10 $34.87 $30.08 $37.38 $33.21 $28.65 $37.77 $34.08 $30.76 $35.19 $32.85 $23.57 $30.89 $64.59 $57.91 $54.47 $52.48 Avg Base w/ Lgvty $48.94 $49.86 $47.39 $47.73 $35.55 $31.58 $49.96 $44.97 $39.83 $38.10 $37.66 $30.08 $39.99 $33.21 $28.65 $40.41 $37.74 $30.76 $39.27 $37.20 $24.98 $30.89 $76.70 $65.23 $59.70 $56.78 $44.26 $42.73 $50.71 $72.32 $40.52 $53.85 $61.89 $42.18 $46.08 $35.18 Market 50th
35
2013

Baton Rouge Position Detail by Grade Grade Job Title Function Medicine 1211 Emergency Communications Training Officer Senior Prison Health Care Technician Deputy Constable Captain Emergency Communications Officer Prison Health Care Technician EMT Paramedic Computer Prog/Systems Analyst I Code Enforcement Officer V Deputy Constable Lieutenant Airport Police/ARFF Chief Senior Network Technician Sr Juvenile Prob OFC/Post Certified Computer/Electronics Systems Tech PC Lan Specialist Airport Police/ARFF Lieutenant Fixed Assets Manager Engineering Technician Airport Facilities Manager Terminal Assistant Traffic Signal Supervisor Mechanical Operations Supervisor Assist Public Works Superintendent Juvenile Probation Counselor II Emergency Medicine Prison Health Constable Emergency Medicine Prison Health Emergency Medicine Information Technology Public Works Constable Airport Information Technology Juvenile Services Airport Information Technology Airport Purchasing Engineering Airport Public Works Public Works Public Works Juvenile Services $49.40 $52.77 $40.46 $47.6 $57.6 Avg Base Avg Base w/ Lgvty Market 50th
36
$67.6
1211 1210 1201 1201 1201 1200 1200 1200 1200 1200 1200 1200 1200 1190 1190 1190 1190 1190 1190 1190 1190
$45.70 $53.14 $43.93 $43.28 $43.14 $49.14 $48.67 $48.42 $46.31 $46.31 $45.06 $42.38 $41.44 $48.20 $46.80 $45.04 $44.11 $43.58 $42.03 $41.63 $40.37
$46.87 $62.70 $45.56 $43.28 $43.76 $53.07 $56.79 $53.99 $50.02 $49.56 $47.73 $42.38 $42.57 $53.50 $56.15 $50.87 $44.11 $48.91 $45.12 $48.03 $40.37
$47.83
$47.6 $47.6
$57.6 $57.6 $54.3 $54.3 $54.3 $54.3 $54.3 $54.3 $54.3 $54.3 $54.3 $54.3 $54.3 $51.3 $51.3 $51.3 $51.3 $51.3 $51.3 $51.3 $51.3
$67.6 $67.6 $63.8 $63.8 $63.8 $63.8 $63.8 $63.8 $63.8 $63.8 $63.8 $63.8 $63.8 $60.2 $60.2 $60.2 $60.2 $60.2 $60.2 $60.2 $60.2
$34.14 $39.86 $36.89 $48.26
$44.9 $44.9 $44.9 $44.9 $44.9 $44.9
$85.59 $54.76
$44.9 $44.9 $44.9
$53.58 $45.06 $59.94 $54.77 $56.75 $53.88
$44.9 $44.9 $42.4 $42.4 $42.4 $42.4 $42.4
$57.32
$42.4 $42.4 $42.4
2013

Baton Rouge Position Detail by Grade Grade 1180 1180 1180 1180 1180 1175 1170 1170 1170 1170 1170 1170 1170 1170 1170 1170 1170 1170 1170 1170 1170 1170 1170 1165 1165 1160 Job Title Network Technician II Computer Room Supervisor Library Technician III Deputy Constable Sergeant Right Of Way Agent I Spray Systems Supervisor Legal Administrative Supervisor Pump Master Mechanic Senior Legal Investigator Airport Police/ARFF Sergeant Plant Mechanic II Code Enforcement Officer IV Accounting Associate II Juvenile Probation Counselor I Environmental Specialist Engineering Aide III Master Mechanic Laboratory Technician Library Technician II Detention Facility Shift Supervisor Senior Human Resources Specialist Student Librarian (20 Hrs./Wk.) Juvenile Probation Officer/Post Certified Night Spray Supervisor Pest Control Inspector III Complaint Specialist Function Information Technology Information Technology Library Constable Public Works Mosquito and Rodent Control Legal Public Works Legal Airport Public Works Public Works Finance/Accounting Juvenile Services Environmental Engineering Public Works Public Works Library Juvenile Services HR Library Juvenile Services Mosquito and Rodent Control Mosquito and Rodent Control Public Works Avg Base $43.08 $42.01 $40.71 $40.48 $38.44 $39.21 $43.72 $43.72 $43.72 $42.98 $42.06 $40.48 $40.11 $39.46 $39.11 $39.01 $38.91 $38.39 $37.27 $37.03 $35.76 $32.53 $35.94 $42.03 $38.47 $41.64 Avg Base w/ Lgvty $44.92 $48.31 $46.32 $42.87 $40.37 $39.21 $51.37 $51.59 $51.59 $48.57 $45.22 $43.84 $46.31 $42.88 $41.86 $42.75 $38.91 $40.25 $40.36 $41.60 $36.16 $32.53 $35.94 $48.34 $42.31 $49.96 $46.28 $52.37 $44.72 $55.28 $43.92 $47.38 $37.07 $43.89 $45.99 $46.12 $51.82 $47.37 $45.82 Market 50th $46.26
37
2013

Baton Rouge Position Detail by Grade Grade 1160 1160 1160 1160 1160 1160 1160 1160 1160 1160 1160 1155 1151 1151 1150 1150 1150 1150 1150 1150 1150 1150 1150 1150 1150 Job Title Housing Program Officer Senior Communications Technician Automotive Parts Supervisor Instrument Technician Treatment Plant Operator II Code Enforcement Officer III Plant Electrician Legal Secretary Airport Police/ARFF Officer Animal Control Field Supervisor Deputy Constable Mosquito Control Specialist EMT Basic Computer Operator III=(42 Hrs/Wk) Service Fee Investigator Pump Mechanic II Plant Mechanic I Senior Automotive Mechanic Maintenance Worker Supervisor II Legal Investigator Senior Administrative Specialist Neighborhood Improvement Specialist Traffic Signal Technician II Trades Specialist Deputy Clerk Of City Court Function Community Development Emergency Medicine Public Works Public Works Public Works Public Works Public Works Legal Airport Animal Control Constable Mosquito and Rodent Control Emergency Medicine Information Technology Finance/Accounting Public Works Public Works Public Works Public Works Legal General Administration Public Works Public Works Community Development Legal Avg Base $41.64 $41.64 $41.64 $40.37 $40.17 $38.43 $38.33 $37.76 $36.67 $35.92 $35.87 $33.34 $34.51 $34.33 $39.65 $38.89 $37.68 $37.38 $37.33 $37.27 $36.62 $36.29 $36.29 $36.18 $35.40 Avg Base w/ Lgvty $49.96 $49.96 $49.13 $45.09 $45.64 $43.03 $39.01 $41.90 $38.73 $35.92 $37.41 $35.81 $35.10 $37.13 $46.39 $43.92 $38.56 $37.38 $42.49 $41.77 $40.63 $40.64 $36.29 $37.61 $39.50 $31.51 $40.86 $53.24 $39.26 $39.41 $31.40 $49.45 $43.54 $47.36 $38.31 Market 50th $35.64 $53.97
38
Adjusted Structure (+6%) Min $34.8 $34.8 $34.8 $34.8 $34.8 $34.8 $34.8 $34.8 $34.8 $34.8 $34.8 $33.5 $32.8 $32.8 $32.8 $32.8 $32.8 $32.8 $32.8 $32.8 $32.8 $32.8 $32.8 $32.8 $32.8 Mid $42.1 $42.1 $42.1 $42.1 $42.1 $42.1 $42.1 $42.1 $42.1 $42.1 $42.1 $40.5 $39.7 $39.7 $39.7 $39.7 $39.7 $39.7 $39.7 $39.7 $39.7 $39.7 $39.7 $39.7 $39.7 Max $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $49.4 $47.5 $46.6 $46.6 $46.6 $46.6 $46.6 $46.6 $46.6 $46.6 $46.6 $46.6 $46.6 $46.6 $46.6
2013

Baton Rouge Position Detail by Grade Grade 1150 1150 1150 1150 1150 1150 1150 1150 1150 1150 1150 1145 1145 1140 1140 1140 1140 1140 1140 1140 1140 1140 1140 1140 1140 Job Title Accounting Associate I Probation Officer Revenue Inspector Network Technician I Library Technician I Job Sharing Library Technician I (1/2 Time) Library Technician I Library Technician I(1/4Time) Asst Inventory & Supply Manager Computer Operator III Municipal F & P Civ Serv Brd Secre Spray Systems Servicer Pest Control Inspector II Records Supervisor Airport Supply Manager Assist Parking Garage Manager Pump Machinist Juvenile Probation Officer Social Services Coordinator Locksmith Asst 311 Call Center Manager Senior Crime Specialist Sr Career Development Specialist Police Evidence Technician Code Enforcement Officer II Function Finance/Accounting Legal Finance/Accounting Information Technology Library Library Library Library Public Works Information Technology Police Mosquito and Rodent Control Mosquito and Rodent Control General Administration Airport Public Works Public Works Juvenile Services Community Development Public Works Public Works Police Community Development Police Public Works Avg Base $35.31 $33.58 $33.51 $33.22 $33.21 $32.44 $32.15 $31.88 $31.30 $30.44 $28.65 $32.41 $30.63 $37.77 $37.77 $37.77 $37.77 $37.77 $37.04 $36.67 $35.60 $35.60 $35.17 $35.17 $35.03 Avg Base w/ Lgvty $39.05 $35.02 $34.80 $35.79 $34.21 $33.88 $33.34 $33.06 $31.30 $32.54 $28.65 $33.56 $30.63 $45.32 $45.32 $44.19 $43.05 $42.30 $43.03 $41.80 $41.65 $38.80 $38.95 $35.17 $36.59 $43.67 $38.43 $31.38 $41.23 $49.76 $39.89 $36.18 Market 50th $35.26 $46.28 $31.65 $37.01
39
2013

Baton Rouge Position Detail by Grade Grade 1140 1140 1140 1140 1140 1140 1140 1140 1140 1140 1140 1140 1131 1130 1130 1130 1130 1130 1130 1130 1130 1130 1130 1125 1120 Job Title Building Maintenance Plumber Automotive Mechanic Juvenile Detention Officer II Humane Enforcement Officer Carpenter Engineering Aide II Treatment Plant Operator I Senior Housing Program Specialist Air Cond, Htg., & Mech Eq Mech Electrician Plans Analyst I Police Victim Advocate Computer Operator II (42 Hrs/Wk) Grants Property Manager Mail Room Supervisor Administrative Specialist II Pump Mechanic I Senior Legal Specialist Animal Control Officer II Housing Inspector Code Enforcement Officer I Human Resources Specialist Parking Garage Supervisor Pest Control Inspector I Inventory Supervisor Function Public Works Public Works Juvenile Services Animal Control Public Works Public Works Public Works Community Development Public Works Public Works Public Works Police Information Technology Community Development General Administration General Administration Public Works Legal Animal Control Community Development Public Works HR Public Works Mosquito and Rodent Control Public Works Avg Base $34.65 $34.34 $34.08 $33.91 $33.02 $32.70 $32.58 $32.19 $32.10 $31.59 $30.82 $29.81 $26.76 $35.97 $34.92 $33.36 $32.82 $32.45 $31.81 $31.37 $31.09 $30.40 $25.98 $27.35 $33.26 Avg Base w/ Lgvty $37.68 $35.18 $38.38 $33.91 $35.07 $34.00 $33.95 $33.57 $32.10 $32.47 $31.86 $29.81 $26.76 $43.16 $41.20 $37.13 $34.44 $35.91 $31.81 $34.24 $33.03 $31.60 $25.98 $27.69 $37.58 $26.98 $42.54 $39.02 $37.29 $36.26 $35.89 $40.83 $32.60 $32.12 $43.11 $43.99 $45.24 $44.15 Market 50th $46.89 $35.50
40
2013

Baton Rouge Position Detail by Grade Grade 1120 1120 1120 1120 1120 1120 1120 1120 1120 1120 1110 1110 1110 1110 1110 1110 1110 1110 1110 1110 1100 1100 1100 1100 1100 Job Title Maintenance Worker Supervisor I Asst To The Community Serv Ctr Mgr Traffic Signal Technician I Career Development Specialist Family Service Worker Engineering Aide I Animal Control Officer I Juvenile Detention Officer I Juvenile Detention Ofcr I 20 Hr/Wk Housing Program Specialist Administrative Spec. I (Uncl) WW Service Inspector Crime Specialist Administrative Specialist I Complaint Investigator Senior Trades Technician Legal Specialist Senior Fiscal Specialist Surveillance System Monitor Accreditation Specialist Food & Laundry Service Supervisor Senior Automotive Attendant Senior Stock Clerk (20 Hours/Week) Maintenance Worker III Heavy Equipment Operator Function Public Works Community Development Public Works Community Development Community Development Engineering Animal Control Juvenile Services Juvenile Services Community Development Mayor President Public Works Police General Administration Public Works Public Works Legal Finance/Accounting Airport Police Juvenile Services Public Works Library Public Works Public Works Avg Base $32.21 $31.50 $30.69 $30.29 $30.04 $29.65 $28.41 $28.22 $27.85 $27.85 $32.62 $31.11 $30.57 $30.44 $29.97 $29.94 $29.28 $28.02 $27.13 $23.57 $31.07 $31.07 $31.07 $29.34 $28.19 Avg Base w/ Lgvty $35.87 $34.44 $30.93 $31.75 $31.89 $31.41 $28.41 $29.46 $27.85 $28.32 $32.62 $35.03 $32.61 $33.85 $32.90 $31.96 $31.35 $29.49 $29.75 $23.57 $35.11 $33.09 $37.28 $31.45 $30.31 $41.94 $33.23 $34.05 $27.67 $28.74 $46.58 $30.14 $33.72 $32.14 $42.33 $38.57 $31.40 $35.92 $39.30 Market 50th $41.61
41
2013

Baton Rouge Position Detail by Grade Grade 1100 1100 1100 1090 1090 1090 1090 1090 1090 1090 1090 1090 1080 1080 1080 1080 1080 1080 1080 1080 1080 1080 1080 1070 1070 Job Title 311 Call Center Representative Senior Stock Clerk Automotive Parts Technician Drug Technician Teacher Advanced (9.5 Months) Senior Clerical Specialist (Uncl) Senior Clerical Specialist Family Advocate Assistant Mail Room Supervisor Fiscal Specialist Family Advocate (9.5 Months) Treatment Plant Operator Trainee Communications Security Specialist Teacher (10 Hrs./Wk.) Teacher (40 Hrs./Wk.) Trades Technician Sign Fabricator Stock Clerk II Engineering Aide Trainee Maintenance Worker II Teacher (9.5 Months) Kitchen Supervisor (9.5 Months) Automotive Attendant Clerical Specialist (Job Share) Parking Meter Collector Function General Administration General Administration Public Works Legal Community Development Mayor President General Administration Community Development Administration Finance/Accounting Community Development Public Works Emergency Medicine Community Development Community Development Public Works Public Works Public Works Public Works Public Works Community Development Community Development Public Works Police Finance/Accounting Avg Base $26.07 $25.53 $25.26 $28.73 $27.72 $26.29 $26.06 $25.68 $25.53 $25.15 $24.83 $22.83 $28.18 $28.18 $26.34 $26.11 $25.83 $25.61 $25.21 $25.09 $24.78 $24.63 $23.48 $26.84 $23.85 Avg Base w/ Lgvty $26.72 $25.53 $25.26 $31.31 $29.05 $26.29 $27.39 $27.66 $25.53 $26.69 $25.58 $22.83 $32.41 $32.41 $28.99 $28.38 $26.79 $27.11 $25.21 $26.53 $27.06 $25.53 $24.12 $32.21 $23.85 $21.40 $29.38 $26.05 $28.50 $23.31 $30.33 Market 50th $27.23 $32.50
42
2013

Baton Rouge Position Detail by Grade Grade 1070 1070 1070 1060 1060 1060 1060 1050 1050 1050 1050 1050 1050 1050 1050 1050 1050 1050 1050 1040 1040 1040 Job Title Dispatcher Clerical Specialist Clerical Specialist (9.5 Months) Parking Garage Attendant II Housekeeper Maintenance Worker I Mail Clerk Cook (9.5 Months) Stock Clerk I Teacher Aide (9.5 Months) Building Attendant Outreach Worker I Detention Cook/Laundry Worker Building Attendant (10 Months) Library Page (20 Hours) Library Aide (20 Hours/Week) Teacher Aide (40 Hrs./Wk.) Library Page (10 Hours) Library Aide (10 Hours/Week) Laborer Custodian Parking Garage Attendant I Function Public Works General Administration Community Development Public Works Public Works Public Works General Administration Community Development General Administration Community Development Public Works Community Development Juvenile Services Community Development Library Library Community Development Library Library Public Works Public Works Public Works Avg Base $22.90 $22.70 $22.64 $25.56 $23.48 $21.75 $21.23 $23.32 $22.37 $21.87 $21.44 $21.00 $20.65 $20.11 $18.55 $18.53 $18.48 $18.25 $17.95 $21.74 $21.50 $20.30 Avg Base w/ Lgvty $24.69 $23.56 $23.26 $30.67 $26.04 $22.41 $21.23 $25.02 $24.56 $23.07 $21.82 $21.00 $21.38 $20.11 $18.55 $18.53 $18.48 $18.25 $17.95 $24.02 $22.98 $20.81 $21.70 $19.46 $27.84 $26.54 $23.51 $23.79 Market 50th
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Adjusted Structure (+6%) Min $20.6 $24.37 $20.6 $20.6 $19.4 $19.4 $19.4 $19.4 $18.3 $18.3 $18.3 $18.3 $18.3 $18.3 $18.3 $18.3 $18.3 $18.3 $18.3 $18.3 $17.3 $17.3 $17.3 Mid $24.9 $24.9 $24.9 $23.5 $23.5 $23.5 $23.5 $22.1 $22.1 $22.1 $22.1 $22.1 $22.1 $22.1 $22.1 $22.1 $22.1 $22.1 $22.1 $20.9 $20.9 $20.9 Max $29.2 $29.2 $29.2 $27.5 $27.5 $27.5 $27.5 $26.0 $26.0 $26.0 $26.0 $26.0 $26.0 $26.0 $26.0 $26.0 $26.0 $26.0 $26.0 $24.5 $24.5 $24.5
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Hard-to-Fill Positions
A number of positions regarded as hard to fill positions have been identified due to challenges with attracting and retaining qualified employees. The City Parish is currently experiencing problems with positions remaining vacant for several months and positions where there is high turnover. Many of these positions are concentrated in the Department of Public Works, Information Technology, and Finance.
Not addressing the need for pay adjustments for these positions could mean that they are left unfilled for many months at a time, thereby reducing needed services to citizens and potentially decreased tax revenues and fees. In some cases, increased liability could occur due to mistakes from overburdened or unqualified staff. This situation can contribute to the loss of other good employees who must bear the burden of reduced staffing of work crews and fewer co workers to assist with increasing workloads. This spiraling down effect is difficult to stop once it begins. Table 8 displays the Hard to Fill Positions.
If the City Parish chooses to adopt this recommendation, they will need to continue to make periodic adjustments to pay for other positions in a systematic fashion otherwise they will compromise the integrity of the pay plan.
Table 8: Hard to Fill Positions Job Title Mail Clerk Teacher Advanced Animal Control Officer I Engineering Aide I Traffic Signal Technician I Pest Control Inspector I Pump Mechanic I Automotive Mechanic Building Maintenance Plumber Code Enforcement Officer II Network Technician I Function Mail Room Human Development Animal Control Engineering Public Works Mosquito and Rodent Public Works Public Works Public Works Job Grade 1060 1090 1120 1120 1120 1125 1130 1140 1140 Average Base w/ Longevity $21.23 $29.05 $28.41 $31.40 $30.90 $27.69 $34.40 $35.18 $37.68 $31.40 $38.60 $39.30 $26.98 $35.90 $35.50 $46.89 Market 50th Percentile $23.79
Public Works Information Technology
1140 1150
$36.59 $35.80
$43.67 $37.00
2013
City-Parish Total Compensation Study Job Grade 1150 1150 1160 1170 1180 1190 2190 2210 2210 2210 2210 2220 Average Base w/ Longevity $38.60 $37.61 $45.09 $42.80 $44.90 $50.90 $48.60 $52.30 $48.00 $46.10 $43.89 $49.30 Market 50th Percentile $39.40 $47.36 $43.90 $46.30 $56.80 $56.50 $58.40 $58.70 $57.50 $46.47 $61.20
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Job Title Plant Mechanic I Trades Specialist Instrument Technician Engineering Aide III Network Technician II Engineering Technician Engineer Intern Auditor Budget Analyst Financial Analyst Police Forensic Specialist Computer Programmer/ System Analyst II Police Business Manager Senior Computer/ Programmer System Analyst Professional Engineer II Professional Engineer III Professional Engineer IV Special Projects Engineer
Function Public Works Public Works Public Works Engineering Information Technology Engineering Engineering Finance/ Accounting Finance/ Accounting Finance/ Accounting Police Information Technology Police Information Technology Engineering Engineering Engineering Engineering
2250 2250
$66.20 $64.20
$82.92 $69.40
2270 2290 2300 2310
$71.20 $84.80 $88.60 $92.80
$77.10 $89.80 $105.40 $106.70
VII.2 Adjust the pay of hard to fill positions to bring them into the new adjusted pay range. The Hard to Fill Positions list has been developed based upon positions that have remained vacant for several months or are hard to recruit. High turnover positions have also been included. The cost to move these positions and employees to market based pay is estimated to be $1,466,000 including benefits calculated at 50%.
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Total Compensation Illustrations

For the purposes of this study, three positions were chosen to illustrate the relative relationship between base pay and benefits at both the entry level (minimum) and at 20 years of experience (maximum). The following figures illustrate the total amount that the City Parish pays for a Maintenance Worker II, a Senior Clerical Specialist, and a Planner II.
Total compensation analysis is shown for three different scenarios. 1. City Parish Current: Current City Parish pay and benefits 2. City Parish Adjusted: Adjusted City Parish pay based on an across the board increase to approximate current market based pay levels and current City Parish benefits21 3. Market: Adjusted market based pay with benefits equal to the average of the peer cities. Longevity pay would not be needed as workers would be retained by the more competitive base pay ranges and the City Parish and the active employees would pay less in benefit costs22.
To move the entire City Parish pay plan, excluding Municipal Police and Fire to market based pay levels would cost approximately $9,233,400 per year in pay and benefits. Appendix A provides detail on data and assumptions made in construction of these illustrations. New adjusted market based pay minimums, midpoints, and maximums were calculated by the consulting team based on the market 50th percentiles. Before adopting any final adjusted pay ranges, the City Parish would need to follow their established internal processes for updating compensation.
22
21
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City-Parish Total Compensation Study Figure 6: Maintenance Worker II, Entry Level vs. 20 Years of Experience23
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Maintenance Worker II
Entry Level
$70,000 $60,000 $50,000 $40,000
$8,182
Maintenance Worker II
20 Years of Experience
$70,000 $60,000
$8,182 $9,000 $7,539 $13,956 $12,687 $6,496 $5,272 $7,154 $6,503 $4,650 $4,227
$50,000
$8,761 $9,035 $3,202
$7,539 $4,330 $4,085
$40,000 $30,000 $20,000
$30,000 $20,000 $10,000 $
$8,455 $2,990
$39,700 $28,181 $31,000
$20,359
$21,800
$24,092
$10,000 $
City Parish Current Base Pay Leave Healthcare
City Parish Adjusted
Market
City Parish Current Base Pay Leave Healthcare
City Parish Adjusted
Market
Longevity Retirement
The figure above illustrates the total compensation analysis for a Maintenance Worker II position comparing the City Parish current entry level compensation and the current 20 years of experience compensation to the results of a City Parish adjustment of 6 percent to base pay with the same City Parish benefits. The market example portrays what the City Parish would pay if they utilized the Baton Rouge market based pay and benefits equal to the average of the peer cities. For a Maintenance Worker II who has just been hired into the City Parish, base pay will be lower than the pay that that worker would receive for the same job somewhere else in Baton Rouge (market). They will also receive less paid leave, mainly vacation time, in comparison to the market Maintenance Worker II. The most notable element in the first chart, however, is the depiction of the proportion of base pay to retirement and healthcare benefits which amounts to approximately 50 percent, meaning that the City Parish must pay approximately $40,000 for a job where the workers pay is about half of that amount.
23
For a Maintenance Worker II, the current minimum hourly wage is $9.79 and the current maximum hourly wage is $13.55.
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After 20 years of experience, the Maintenance Worker II will receive base pay that is still not in line with the market pay for the Maintenance Worker II, but it is closer due to the addition of longevity pay ($34,037 compared to $39,700). Retirement benefits costs are almost double the retirement benefits costs of peer cities at $12,687. Healthcare and leave benefits costs are higher than the peer cities as well. The City Parish ends up paying approximately $60,000 for the Maintenance Worker II in total compensation because of the cost of the current benefits structure, but the worker only receives about $32,427. Figure 7: Senior Clerical Specialist, Entry Level vs. 20 Years of Experience24
Senior Clerical Specialist

Entry Level
$70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $ City Parish Current Base Pay Leave Healthcare City Parish Adjusted Market
$21,376 $23,100 $24,871 $8,842 $8,182 $8,874 $3,140 $9,590 $3,393 $7,539 $4,546 $4,210
Senior Clerical Specialist

$70,000
$9,070
$60,000 $50,000 $40,000 $30,000 $20,000
$8,182 $14,765 $13,320 $7,569 $6,828 $4,439 $4,921
$7,539 $6,821 $5,434
$40,970 $29,590 $32,800
$10,000 $ City Parish City Parish Market Current Adjusted Base Pay Longevity Leave Retirement Healthcare
The Senior Clerical Specialist position also indicates that the City Parishs current retirement benefits cost is almost double that of the peer cities retirement benefits cost both at entry level and at 20 years of experience. The City Parish ends up paying approximately $62,000 in total compensation for the Senior Clerical Specialist with 20 years of experience because of the cost of the current benefits structure, but the worker receives only $34,039 in pay.
24
For a Senior Clerical Specialist, the current minimum hourly wage is $10.28 and the current maximum hourly wage is $14.23.
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Figure 7 also demonstrates the effect of simply providing an across the board adjustment to current base pay. With a 6 percent adjustment in base pay, a Senior Clerical Specialist with 20 years of experience would receive about $3,200 more per year in base pay. After adding the $4,919 in longevity pay to the $3,200 in base pay adjustment, the Senior Clerical Specialist would receive $37,719, which is still under the market based pay of $40,970. Figure 8: Planner II, Entry Level vs. 20 Years of Experience25
Planner II
Entry Level
$120,000 $120,000
Planner II
$9,421
$100,000
$100,000
$8,182 $24,984 $7,539 $12,808 $11,111 $7,747
$80,000
$9,188
$80,000
$21,698
$60,000
$8,182 $16,237 $14,460 $7,539 $7,405 $6,002
$60,000
$11,123 $7,230
$8,325
$40,000
$5,115
$5,744
$40,000
$48,199 $55,500 $58,377
$20,000
$34,820
$39,100
$35,408
$20,000
$ City Parish City Parish Market Current Adjusted Base Pay Longevity Leave Retirement Healthcare
$ City Parish Current Base Pay Leave Healthcare City Parish Adjusted Market
In Figure 8, the Planner II with 20 years of experience has retirement benefits costs escalating to $21,698 and leave benefits costs of $11,123. Interestingly, an adjustment of 6 percent in base pay results in the City Parish paying more than the market based pay ($63,825 versus $58,377).
25
For a Planner II, the current minimum hourly wage is $16.74 and the current maximum hourly wage is $23.17.
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The basic pattern is the same for all three position comparisons (Maintenance Worker II, Senior Clerical Specialist, and Planner II). 1. Leave benefits (vacation and sick) are higher. 2. Healthcare benefits are higher. 3. Retirement benefits cost is almost double the benchmark from other peer cities. 4. Base pay is lower in early years of employment, but becomes more competitive with the addition of longevity pay. In some jobs, base pay plus longevity will almost equal market competitive pay at 20 years. Additional information and analysis is provided for these three positions in Appendix A.
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Appendix A: Total Compensation Analysis

In the Data Gathering stage, the consulting team requested data from the City Parish that covered both employer information such as organizational charts and current job descriptions and employee information such as position titles and job codes. The full list of data requested is provided in Table 9. Table 9: Initial Data Request
City Parish Employer Information Any organization information regarding the City of Baton Rouge and its departments (e.g., recruiting documents, etc.) Revenue statistics for use in benchmarking analysis Existing organizational charts Any descriptive information regarding the current compensation and benefits philosophies and programs Current salary structures with effective dates Salary increase process/timing Any recent total compensation or total benefits studies (best practices) Any other job pricing or benefits benchmarking studies (including actuarial studies) List of current survey reports List of current benefits vendors Incentive plan documents including any bonus or commission plans (if any) Comprehensive list of all positions Job descriptions for all benchmark positions Compensation policies and practices Benefits policies, practices, and summary plan descriptions Benefits and compensation budgets broken down by category (cost for each element broken down by employee vs. employer cost) As all classified City Parish job descriptions are accessible via the City Parish website and given the large amount of data included in this initial request, benchmark positions were selected and proposed through a subsequent step of this process Employee Information Employee name Unique employee identifier (if any) Position title Job code Department Grade/level assignment FLSA status Full time/part time status Work location Current salary Bonus eligibility (y/n)* Target bonus award percent* Most recent bonus award (2011), date paid* Other incentive eligibility * Other incentives paid in 2011* Any other pay categories (longevity pay, etc.) Start date (for tenure purposes) Manager name (if possible)
*This is a standard data request. The City Parish does not offer the benefits noted with astericks above.
The consulting team also worked with the Advisory Committee to identify 250 300 benchmark jobs and to establish baselines for structural and position specific analyses. Benchmark jobs are City Parish jobs that were identified to serve as anchor points because they are not unique to the City Parish, closely resemble jobs performed in other organizations or industries, and are therefore good jobs to compare to another organization. Jobs were chosen to span a wide variety of grades and functional areas. A list of benchmark jobs is included in Table 10. City of Baton Rouge, Parish of East Baton Rouge 2013
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In the Data Analysis phase, the City Parishs variance to the market was reviewed at the position level, by department, and in aggregate. Key statistical analyses included the 25th, 50th, and 75th percentiles. The Advisory Committee reviewed the analyses and conclusions.
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City-Parish Total Compensation Study Table 10: Benchmark Jobs26 Job Title Chief Administrative Officer/Mayor President Assistant Chief Administrative Officer Chief WIA Administrator Secretary to the Chief Administrative Officer Director of Aviation Assistant Director of Aviation Senior Special Assistant Parish Attorney Airport Business Manager Airport Development & Administrative Manager Airport Marketing Manager Airport Safety & Operations Manager Computer/Electronics Systems Manager Assistant Airport Business Manager Property & Development Coordinator Airport Construction Superintendent Airport Operations Supervisor Air Service Coordinator Airport Police/ARFF Chief Computer/Electronics Systems Tech Function Administration Administration Administration Administration Airport Airport Airport Airport Airport Grade 2380 2340 2280 2190 2350 2310 2300 2280 2270 1 1
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# of EEs 1 2 1 1 1 1
Airport Airport Airport Airport Airport Airport Airport Airport Airport Airport
2270 2270 2250 2240 2220 2200 2190 2150 1200 1200
1 1 1
1 1 2 1 1 1
Job Title corresponds to the City Parish position selected for benchmarking. Function specifies the department or area where each position is housed within City Parish government. Grade is the pay grade to which each job belongs. # of EEs references the number of existing incumbents in each position as of May 25, 2012.
26
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City-Parish Total Compensation Study Job Title Mechanical Operations Supervisor Airfield Mechanical Operations Supervisor Terminal Airport Police/ARFF Lieutenant Airport Police/ARFF Sergeant Airport Police/ARFF Officer Access Security Specialist Airport Supply Manager Surveillance System Monitor Airport Field Maintenance Specialist (Maintenance Worker II) Director, Animal Control Animal Control Officer I Council Budget Officer Claims Adjuster Executive Director/DDD Director of Human Development & Services Urban Development Director Executive Program Administrator Grants Administrator Assistant Program Administrator Head Start Community Service Center Manager Social Services Information Analyst Community Outreach Coordinator Community Relations Supervisor Function Airport Airport Airport Airport Airport Airport Airport Airport Airport Grade 1190 1190 1190 1170 1160 1150 1140 1110 1080 1 4 4 1 1 5 21
54 # of EEs
Animal Control Animal Control Finance/Accounting Claims Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development
2290 1120 2320 2180 2360 2330 2310 2280 2260 2230 2190 2180 2180 2160
1 3 1 4 1 1 1 1 2 3 5 1 2 1 2013
City-Parish Total Compensation Study Job Title Housing Program Officer Social Services Coordinator Senior Housing Program Specialist Family Service Worker Housing Program Specialist Teacher (40 hours/week) Teacher Aide (40 hours/week) City Constable Chief Deputy Constable Deputy Constable Communications Technician EMS Administrator Emergency Communications Chief of Operations EMS Business Manager EMT Training Officer EMS Planning & Research Manager Licensed Clinical Social Worker EMS Public Service Coordinator EMS Billing Manager Medical Records Administrator Telecommunications Radio Systems Coordinator EMS Deputy Shift Supervisor Emergency Communications Training Officer Function Community Development Community Development Community Development Community Development Community Development Community Development Community Development Constable Constable Constable Emergency Medicine Emergency Medicine Emergency Medicine Emergency Medicine Emergency Medicine Emergency Medicine Emergency Medicine Emergency Medicine Emergency Medicine Emergency Medicine Emergency Medicine 2340 2260 2260 2260 2260 2260 2230 2220 2190 2180 1 1 1 1 1 1 3 1 1 1 2260 1160 1 26 Grade 1160 1140 1140 1120 1120 1080 1050
55 # of EEs 2 3 2 12 3 6 12
Emergency Medicine Emergency Medicine
1231 1211
5 4 2013
City-Parish Total Compensation Study Job Title EMT Paramedic Emergency Communications Officer Senior Communications Technician Special Projects Engineer Professional Engineer IV Professional Engineer III Professional Engineer II Professional Engineer I Engineer Intern Engineering Technician Engineering Aide III Engineering Aide I Environmental Coordinator Environmental Specialist Council Administrator/Treasurer Finance Director Auditing Manager Assistant PW Director of Management/Finance Budgeting Manager Revenue Manager Accounting Manager Assistant Revenue Manager Assistant Accounting Manager Function Emergency Medicine Emergency Medicine Emergency Medicine Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Environmental Environmental Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Grade 1201 1201 1160 2310 2300 2290 2270 2260 2190 1190 1170 1120 2290 1170 2370 2350 2310 2310 2310 2310 2310 2280 2280
56 # of EEs 91 21 1 4 4 5 2 2 11 20 17 7 1 10 1 1 2 1 1 1 1 2 3
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City-Parish Total Compensation Study Job Title Library Business Manager Financial Projects Coordinator Chief Auditor Chief Revenue Analyst Chief Financial Analyst Senior Auditor Senior Financial Analyst Senior Budget Analyst Public Works Accounting Section Supervisor Senior Revenue Analyst Budget Analyst Auditor Financial Analyst Accountant Revenue Analyst Revenue Supervisor Accounting Associate II Accounting Associate I Revenue Inspector Senior Fiscal Specialist Fiscal Specialist Data Coordinator 311 Call Center Manager Function Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting Finance/Accounting General Administration General Administration Grade 2280 2270 2260 2260 2260 2240 2240 2240 2240 2240 2210 2210 2210 2210 2210 2170 1170 1150 1150 1110 1090 2210 2180
57 # of EEs 1 1 6 3 5 3 7 1 3 3 2 12 7 5 2 4 7 18 10 45 15 1 1
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City-Parish Total Compensation Study Job Title Communications Database Manager Executive Assistant Senior Administrative Specialist Records Supervisor Mail Room Supervisor Administrative Specialist II Administrative Specialist I Senior Stock Clerk 311 Call Center Representative Senior Clerical Specialist Clerical Specialist Mail Clerk Stock Clerk I Nutrition Supervisor Director of Mayor's OHSEP Human Resources Director Human Resources Division Manager Senior Human Resources Analyst Human Resources Analyst Senior Human Resources Specialist Human Resources Specialist Director of Information Services Information Services Programming Supervisor Function General Administration General Administration General Administration General Administration General Administration General Administration General Administration General Administration General Administration General Administration General Administration General Administration General Administration Head Start Homeland Security Human Resources Human Resources Human Resources Human Resources Human Resources Human Resources Information Technology Information Technology Grade 2180 2180 1150 1140 1130 1130 1110 1100 1100 1090 1070 1060 1050 2170 2340 2340 2280 2250 2220 1170 1130 2340 2310
58 # of EEs 1 12 27 1 1 35 44 3 3 104 62 3 2 1 1 1 4 11 4 7 3 1 1
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City-Parish Total Compensation Study Job Title Information Services Database Manager Information Services Project Manager Information Services Operators Supervisor Senior Computer/Programmer System Analyst PC LAN Administrator Computer Programmer/Systems Analyst II Senior Network Technician Computer Programmer/Systems Analyst I PC LAN Specialist Network Technician II Computer Operator III Network Technician I Director of Juvenile Services Detention Facility Manager Program Planning Analyst II Juvenile Probation Counselor I Detention Facility Shift Supervisor Juvenile Probation Officer/Post Certified Juvenile Detention Officer I Parish Attorney Clerk of City Court/Judicial Administrator Director of Administration Director of Collections Function Information Technology Information Technology Information Technology Information Technology Information Technology Information Technology Information Technology Information Technology Information Technology Information Technology Information Technology Information Technology Juvenile Services Juvenile Services Juvenile Services Juvenile Services Juvenile Services Juvenile Services Juvenile Services Legal Legal Legal Legal Grade 2290 2280 2260 2250 2230 2220 1200 1200 1200 1180 1150 1150 2290 2240 2180 1170 1170 1170 1120 2350 2330 2310 2310
59 # of EEs 1 5 1 5 2 2 1 1 10 5 2 2 1 1 1 5 3 9 26 1 1 1 1
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City-Parish Total Compensation Study Job Title Director of Litigation Director Risk & Claims Management Special Assistant Parish Attorney Risk & Claims Manager Risk Management Project Coordinator Assist Parish Attorney Safety Officer Legislative Assistant II Chief Deputy Clerk of City Court Abstractor Legal Research Aide (40 hours) Legal Assistant Legal Administrative Supervisor Legal Secretary Probation Officer Deputy Clerk of City Court Senior Legal Specialist Legal Specialist Library Director Assistant Library Director Librarian II Librarian I Library Technician III Function Legal Legal Legal Legal Legal Legal Legal Legal Legal Legal Legal Legal Legal Legal Legal Legal Legal Legal Library Library Library Library Library Grade 2310 2310 2290 2280 2250 2230 2220 2180 2180 2170 2160 2150 1170 1160 1150 1150 1130 1110 2340 2310 2220 2200 1180
60 # of EEs 1 1 5 1 1 10 1 11 6 1 2 2 4 16 10 5 26 14 1 2 28 36 12
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City-Parish Total Compensation Study Job Title Library Technician I Mayor Director of Mosquito & Rodent Control Mosquito Control Specialist Pest Control Inspector II Pest Control Inspector I Planning Director Planner IV Planner III Planner II Geographic Information Systems (GIS) Analyst Police Business Manager Police Forensic Scientist Crime Statistician Crime Laboratory Technician Accreditation Analyst Accreditation Specialist Crime Specialist Prison Health Care Manager Nursing Services Director Assistant to the Prison Health Care Manager Senior Prison Health Care Technician Prison Health Care Technician Function Library Mayor President Mosquito & Rodent Control Mosquito & Rodent Control Mosquito & Rodent Control Mosquito & Rodent Control Planning Planning Planning Planning Planning Police Police Police Police Police Police Police Prison Health Prison Health Prison Health Prison Health Prison Health 2335 1155 1145 1125 2340 2250 2220 2190 2190 2250 2210 2180 2180 2160 1110 1110 2270 2260 2160 1211 1201 1 3 2 16 1 2 10 7 3 1 2 1 1 1 1 4 1 1 1 5 16 Grade 1150
61 # of EEs 97
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City-Parish Total Compensation Study Job Title Public Information Officer Public Relations Coordinator Public Relations Specialist Public Works Director Deputy PW Director of Engineering & Planning Assistant PW Director of Maintenance Professional Land Surveyor Wastewater Treatment Plant Manager Facilities Manager Mechanical Operations Manager Field Pump Maintenance Supervisor Wastewater Treatment Plant Supervisor Intern Architect Electrical & Instrument Supervisor Mechanical Operations Supervisor Master Mechanic Pump Master Mechanic Plant Mechanic II Laboratory Technician Plant Electrician Instrument Technician Treatment Plant Operator II Maintenance Worker Supervisor II Function Public Information Public Relations Public Relations Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Grade 2280 2180 2140 2360 2350 2310 2290 2270 2240 2230 2230 2230 2220 2180 1190 1170 1170 1170 1170 1160 1160 1160 1150
62 # of EEs 1 2 2 1 1 1 1 1 2 2 1 3 2 1 5 2 1 3 4 6 9 11 20
2013
City-Parish Total Compensation Study Job Title Plant Mechanic I Pump Mechanic II Building Maintenance Plumber Plans Analyst I Carpenter Electrician Code Enforcement Officer II Air Cond, Heating, & Mechanical Equip Mechanic Pump Machinist Automotive Mechanic Treatment Plant Operator I Pump Mechanic I Inventory Supervisor Maintenance Worker Supervisor I Traffic Signal Technician I Senior Trades Technician Heavy Equipment Operator Maintenance Worker II Trades Technician Automotive Attendant Maintenance Worker I Building Attendant Custodian City of Baton Rouge, Parish of East Baton Rouge Function Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Grade 1150 1150 1140 1140 1140 1140 1140 1140
63 # of EEs 9 3 3 4 10 5 7 2
Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works
1140 1140 1140 1130 1120 1120 1120 1110 1100 1080 1080 1080 1060 1050 1040
1 17 23 18 1 28 8 7 74 82 11 9 72 13 12 2013
City-Parish Total Compensation Study Job Title Purchasing Director Purchasing Analyst II Fixed Assets Manager Retirement Administrator Retirement Financial Manager Retirement Analyst Function Purchasing Purchasing Purchasing Retirement Retirement Retirement Grade 2330 2180 1190 2320 2280 2210
64 # of EEs 1 4 1 1 1 1
Data Analysis The consulting team reviewed external market data for benchmark positions to establish a basis for determining the overall competitiveness of salary compensation practices for City Parish employees and the City Parishs competitive market position for base salary and total cash compensation. The consulting team then utilized the following methodology in building the framework for comparison. Compare data both with longevity pay and without longevity pay Compare data to both government/non profit cuts and overall industry cuts Use local, regional, and national cuts as relevant Annualize all pay to a full time salary for benchmarking purposes Blend job matches and/or add premium/discounts if needed to match the survey data to the position description Conduct detailed market analyses Determine positions that meet at market pay status (within 15 percent of the market median) Determine where individual pay significantly differs from market pay for valid business purposes, including the following. Below median new incumbent or less experienced for the role description Above median very senior incumbent or overqualified for the role description
Market data was examined for each of the positions selected as benchmarks with Average Base as well as Average Base with Longevity used as comparison points for correlating existing pay to market conditions. For this study, Average Base and Average Base with Longevity correspond to the mean of existing employees within the noted position and/or grade. The Market 50th indicates the midpoint of the market for each benchmark position, and existing City Parish salary structure minimums, midpoints, and maximums are itemized for each position as a tool for comparative analysis.
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Total Compensation Analysis

For the purposes of this study, three positions were chosen to illustrate the relative relationship between base pay and benefits at both the entry level (minimum) and at 20 years of experience (maximum). The following figures illustrate the total amount that the City Parish pays for a Maintenance Worker II, a Senior Clerical Specialist, and a Planner II.
Total compensation analysis is shown for three different scenarios. 1. City Parish Current: Current City Parish pay and benefits 2. City Parish Adjusted: Adjusted City Parish pay based on an across the board increase to approximate current market based pay levels and current City Parish benefits27 3. Market: Adjusted market based pay with benefits equal to the average of the peer cities. Longevity pay would not be needed as workers would be retained by the more competitive base pay ranges and the City Parish and the active employees would pay less in benefit costs. Adjusted market based pay minimums, midpoints, and maximums were calculated based on the market 50th percentiles. Before adopting any final adjusted pay ranges, the City Parish would need to follow their established internal processes for updating compensation.
Methodology
Pension Assumptions The calculations utilize one year costs, assuming the employee begins employment with the City Parish at 30 years old and works until unreduced retirement. For the City Parish, the employee retires at age 55 with 25 years of service. Pension benefits are more expensive as a percentage of salary if a worker starts at a later age, because there is less time to accrue contributions to pay for the lifetime benefit. So a person who starts at 40, even though they will have a smaller benefit overall, will have a higher percentage of salary cost. The City Parish has an unusual plan in that if an employee works for 24 years, he or she will receive 60 percent of their final salary, but if they work for 25 years they will receive 75 percent of their final salary. Once they reach 25 years of service, they receive a 3 percent accrual per year of service instead of 2.5 percent. Most of these plans have a built in Cost of Living Adjustment (COLA), which significantly increases the cost of the benefit. Baton Rouge, Houston, Memphis, and Macon do not. The calculation assumes a 7.5 percent long term rate of return, 2.5 percent rate of inflation, and utilizes the applicable IRS 2012 Applicable Mortality Table. Calculations include pension, OPEB, and social security costs and are compared against defined City Parish salary rates.
To move the entire City Parish pay plan excluding Municipal Police and Fire to market based pay levels would cost approximately $9,233,400 per year in pay and benefits.
27
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City-Parish Total Compensation Study Healthcare Benefits Assumptions
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The calculations utilize averages across all plan options for both the City Parish and peer cities benchmarks. Benefits include comparison of medical and dental plans only. Leave is assumed to be equal to paid vacation leave, sick leave, and holiday pay.
Additionally, the following pay grade and salary data assumptions from City Parish and Buck Consultants documents were utilized in building this framework for analysis. Entry level calculations utilized the minimum or Step 1 to be consistent. 20 years of experience calculations utilized Step 12 + 15 percent longevity. Longevity pay is calculated at 5 percent for employees with at least 10 years of service, increasing by 1 percent per year thereafter up to a maximum of 20 percent for 25 years of service. City Parish employees earn vacation and sick leave in varying amounts according to years of continuous service as follows (based on a 40 hour work week): Years of Service Less than 3 34 59 10 14 15 & Over Leave for Each 12 days/year (96 hours) 15 days/year (120 hours) 18 days/year (144 hours) 21 days/year (168 hours) 24 days/year (192 hours)
In addition, the consulting team analyzed Employer Pension and OPEB contributions for each of the three sample set City Parish benchmarks to illustrate how each performs against market benchmarks according to minimum of the pay scale or entry level pay and Step 12 or maximum (highest possible step in current City Parish pay structure).
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Figure 9 (Table and Chart): Employer Pension and OPEB Contributions Maintenance Worker II
Maintenance Worker II Minimum

Social Security Atlanta Augusta Austin Baton Rouge Chattanooga Dallas Houston Little Rock Macon Memphis Oklahoma City Richmond Tulsa Tuscaloosa $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,652 1,652 1,652 313 1,652 1,652 1,652 1,652 1,652 1,652 1,652 1,652 1,652 1,652 $ $ $ $ $ $ $ $ $ $ $ $ $ $ Pension 5,611 1,912 3,456 5,807 2,797 3,607 4,104 1,512 3,040 1,296 1,900 6,721 2,250 1,294 $ $ $ $ $ $ $ $ $ $ $ $ $ $ OPEB 2,588 706 734 2,648 3,239 1,142 570 186 1,067 2,196 2,306 1,710 264 77 Average
$50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $-
TOTAL $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 8,199 2,618 4,190 8,455 6,036 4,749 4,674 1,698 4,107 3,492 4,206 8,431 2,514 1,371 4,330
OPEB Pension Social Security
2013
City-Parish Total Compensation Study Figure 10 (Table and Chart): Employer Pension and OPEB Contributions Maintenance Worker II at Step 12
68
Maintenance Worker II Step 12

Social Security Atlanta Augusta Austin Baton Rouge Chattanooga Dallas Houston Little Rock Macon Memphis Oklahoma City Richmond Tulsa Tuscaloosa $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,479 2,479 2,479 470 2,479 2,479 2,479 2,479 2,479 2,479 2,479 2,479 2,479 2,479 $ $ $ $ $ $ $ $ $ $ $ $ $ $ Pension 8,419 2,869 5,185 8,714 4,197 5,412 6,158 2,269 4,561 1,944 2,851 10,084 3,377 1,941 $ $ $ $ $ $ $ $ $ $ $ $ $ $ OPEB 3,883 1,059 1,101 3,973 4,860 1,714 856 279 1,601 3,296 3,460 2,565 397 115 Average
$50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $-
TOTAL $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 12,302 3,928 6,286 12,687 9,057 7,126 7,014 2,548 6,162 5,240 6,311 12,649 3,774 2,056 6,496
2013
City-Parish Total Compensation Study Figure 11 (Table and Chart): Employer Pension and OPEB Contributions Senior Clerical Specialist
69
Senior Clerical Specialist Minimum

Social Security Atlanta Augusta Austin Baton Rouge Chattanooga Dallas Houston Little Rock Macon Memphis Oklahoma City Richmond Tulsa Tuscaloosa $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,735 1,735 1,735 329 1,735 1,735 1,735 1,735 1,735 1,735 1,735 1,735 1,735 1,735 $ $ $ $ $ $ $ $ $ $ $ $ $ $ Pension 5,892 2,008 3,628 6,098 2,937 3,787 4,309 1,587 3,192 1,361 1,995 7,057 2,363 1,358 $ $ $ $ $ $ $ $ $ $ $ $ $ $ OPEB 2,717 741 770 2,780 3,401 1,199 599 195 1,120 2,306 2,421 1,795 278 81 Average
$50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $OPEB Pension Social Security
TOTAL $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 8,609 2,749 4,398 8,878 6,338 4,986 4,908 1,782 4,312 3,667 4,416 8,852 2,641 1,439 4,546
2013
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Figure 12 (Table and Chart): Employer Pension and OPEB Contributions Senior Clerical Specialist at Step 12
Senior Clerical Specialist Step 12

$50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $-
TOTAL $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 12,917 4,125 6,601 13,320 9,510 7,483 7,364 2,675 6,470 5,502 6,627 13,282 3,963 2,159 6,821
2013
City-Parish Total Compensation Study Figure 13 (Table and Chart): Employer Pension and OPEB Contributions Planner II
71
Planner II Minimum
$50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $-
TOTAL $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 14,023 4,478 7,165 14,460 10,324 8,123 7,995 2,904 7,024 5,972 7,194 14,418 4,301 2,343 7,405
2013
City-Parish Total Compensation Study Figure 14 (Table and Chart): Employer Pension and OPEB Contributions Planner II at Step 12
72
Planner II Step 12
Social Security Atlanta Augusta Austin Baton Rouge Chattanooga Dallas Houston Little Rock Macon Memphis Oklahoma City Richmond Tulsa Tuscaloosa $ $ $ $ $ $ $ $ $ $ $ $ $ $ 4,240 4,240 4,240 804 4,240 4,240 4,240 4,240 4,240 4,240 4,240 4,240 4,240 4,240 $ $ $ $ $ $ $ $ $ $ $ $ $ $ Pension 14,400 4,908 8,869 14,903 7,178 9,257 10,531 3,880 7,801 3,326 4,876 17,248 5,775 3,320 $ $ $ $ $ $ $ $ $ $ $ $ $ $ OPEB 6,641 1,812 1,883 6,795 8,312 2,932 1,464 477 2,739 5,636 5,918 4,387 679 197 Average
$50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $-
TOTAL $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 21,041 6,720 10,752 21,698 15,490 12,189 11,995 4,357 10,540 8,962 10,794 21,635 6,454 3,517 11,111
2013
City-Parish Total Compensation Study Pay Assumptions
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In order to develop one to one comparison charts, three sample set City Parish positions were selected to use as a basis for this analysis. Criteria for selection included average pay (in higher, middle, and lower tiered brackets according to pay grade) and average number of incumbents within each position in order to develop a robust average across the various total rewards components for comparison. These three sample set positions include: Maintenance Worker II (Pay Grade 1080), Senior Clerical Specialist (Pay Grade 1090), and Planner II (Pay Grade 2190). These positions earn $9.79, $10.28, and $16.74 per hour respectively at the minimum end of the Pay Grade. To calculate annual pay or salary numbers, each hourly pay amount was multiplied by 2080 hours worked per year.
The City Parish midpoint is the midpoint for the named grade level, 1080, 1090, or 2190. The City Parish minimum is the minimum salary listed for that Pay Grade.
The City Parish maximum with 15 percent longevity was calculated by taking the maximum salary for the given grade and multiplying it by 1.15. Implicit in this calculation is that the maximum salary is achieved in year 20 of employment and thus the longevity is 5 percent after reaching year 10, plus 1 percent for each additional year for a total of 15 percent. For example, the maximum salary for Pay Grade 1080 that includes Maintenance Worker II, is listed by Bucks analysis as $28,200. Multiplying that by 1.15 equals $32,427.
The columns labeled City Parish Adjusted utilized the City Parish salary data are adjusted by approximately 6 percent for each grade as provided by Buck.
For the Market column, the minimum salary of $35,408 for the Planner II was derived by calculating the minimum market salary at 82 percent of the midpoint. This is derived from 6 steps of 3 percent each away from the midpoint and resulted in a minimum salary of $35,408 for the Planner II based upon what other Planner IIs are paid in the Baton Rouge area. The maximum market salary was the same distance from the midpoint (about 35 percent) as the City Parish maximum salary including longevity. This resulted in a market competitive maximum salary of $58,377 for the Planner II.
2013
City-Parish Total Compensation Study Figure 15: Planner II, Entry Level vs. 20 Years of Experience28
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Planner II
Entry Level
$120,000 $120,000
Planner II
$9,421
$100,000
$100,000
$8,182 $24,984 $7,539 $12,808 $11,111 $7,747
$80,000
$9,193
$80,000
$21,698
$60,000
$8,182 $16,247 $14,460 $7,539 $7,405 $6,002
$60,000
$11,123 $7,230
$8,325
$40,000
$5,115
$5,747
$40,000
$48,200 $55,500 $58,377
$20,000
$34,800
$39,100
$35,408
$20,000
$ City Parish City Parish Market Current Adjusted Base Pay Longevity Leave Retirement Healthcare
$ City Parish Current Base Pay Leave Healthcare City Parish Adjusted Market
28
For a Planner II, the current minimum hourly wage is $16.74 and the current maximum hourly wage is $23.17.
2013
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Appendix B: Retirement
Table 11: City Parish Pension Benchmark Review Military Service Credit and Extra Features
City Baton Rouge Military Service Credit Yes, 3 years Can purchase additional service credits (max 5 years) Extra Features
Austin
Yes
Atlanta
Yes
Augusta
Chattanooga
Not stated
Pop Up Joint and Survivor
Dallas
Yes, max 5 years
Houston
Yes, max 5 years
Little Rock
Macon
Not stated
Memphis
Not stated Partial Lump Sum option, (LS up to 30k at ret) Enhanced Option, additional 3.57 percent cont of pay, get 2 percent formula; Pop Up Joint and Survivor Pop Up Joint and Survivor
Oklahoma City
Not stated
Richmond
Yes
Tulsa Tuscaloosa (Before 1/1/2013) Tuscaloosa (After 1/1/2013)
Yes Yes; 4 year max in first year, 4 year max after 10+ service Yes; 4 years max in first year, 4 years max after 10+ service
Can purchase additional service credits
Can purchase additional service credits
2013
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Appendix C: Retiree Benefits/OPEB Analysis Results

Comparative Data For Employer Contributions to Pensions, OPEB, and Social Security29 Post retirement expenses related to pensions, social security, and other post employment benefits (OPEB) are primary drivers of escalating costs across public sector organizations. Table 12, compares the City Parish post retirement metrics to peer group cities.
Table 12: City Contribution Rate Analysis OPEB

OPEB Covered Payroll $312,984,000 $77,108,376 $668,679,000 $163,306,305 $95,280,557 $332,000,000 $1,164,500,000 $92,343,032 $37,224,235 $352,184,000 $188,211,000 $73,016,515 $98,670,000 $61,898,070 OPEB Contributions $37,499,000 $2,520,169 $22,712,000 $20,019,053 $14,288,701 $17,559,000 $30,755,000 $795,217 $1,839,214 $35,813,000 $20,095,000 $5,779,471 $1,208,000 $220,022 OPEB Contribution Rate 11.98% 3.27% 3.40% 12.26% 15.00% 5.29% 2.64% 0.86% 4.94% 10.17% 10.68% 7.92% 1.22% 0.36% Social Security Rate 7.65% 7.65% 7.65% 1.45% 7.65% 7.65% 7.65% 7.65% 7.65% 7.65% 7.65% 7.65% 7.65% 7.65% Pension Contribution Rate TOTAL Rate 45.61% 19.77% 27.05% 40.60% 35.60% 29.64% 29.29% 15.51% 26.67% 23.82% 27.12% 46.68% 19.29% 13.99%
OPEB UAAL Atlanta Augusta Austin Baton Rouge Chattanooga Dallas Houston Little Rock Macon Memphis Oklahoma City Richmond Tulsa Tuscaloosa $1,408,268,000 $91,479,290 $1,404,692,000 $1,048,339,169 $126,894,926 $594,437,000 $1,984,000,000 $6,671,990 $41,156,182 $1,254,991,000 $469,664,000 $60,403,567 $27,437,000 $8,082,755
25.98% 8.85% 16.00% 26.89% 12.95% 16.70% 19.00% 7.00% 14.07% 6.00% 8.80% 31.12% 10.42% 5.99%
Information excludes Municipal Police and Fire and other groups with separate plans from the general City Parish employee population.
29
2013
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Subsequent analysis against peer group cities as it relates to post retirement contributions for both City Parish employees and the City Parish as an employer revealed Baton Rouge as third highest for total cost as a percentage of an employees pay compared to peer group cities.
Table 13: Contributions Towards Post Retirement Benefits as Percentage of Pay Total Cost as Percent of Pay 13.7% 15.2% 10.1% 13.9% 22.2% 11.6% 10.5% 5.1% 14.5% 15.5% 10.7% 18.2% 16.4% 9.1% 17.9% Employee Cost as Percent of Pay 8.0% 8.0% 4.0% 2.0% 7.4% 0.0% 3.5% 0.0% 8.0% 6.0% 1.0% 6.0% 5.0% 6.0% 9.5% Employer Cost as Percent of Pay 5.7% 7.2% 6.1% 11.9% 14.8% 11.6% 7.0% 5.1% 6.5% 9.5% 9.7% 12.2% 11.4% 3.1% 8.4%
City30 Austin Atlanta Augusta Chattanooga Dallas Houston Little Rock Macon Memphis Oklahoma City Richmond Tulsa Tuscaloosa (Before 1/1/2013) Tuscaloosa (After 12/31/2012) Baton Rouge
As indicated in the above chart, City Parish employees pay the highest amount towards post retirement benefits out of any of its peer group cities compared within this analysis. While generous upon an employees retirement with full benefits applied, high post retirement benefits such as those included in
Green indicates no post retirement COLA is applied, red indicates post retirement COLA is applied, and blue indicates a defined contribution plan.
30
2013
City-Parish Total Compensation Study the City Parishs total compensation framework as they relate to a percentage of an employees total pay occupy elements of the total compensation package that might otherwise be applied to base pay and should be considered when incorporating any adjustments to reallocation or shifting elements of the total compensation package for City Parish employees.
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Retiree Health Insurances The City Parish retiree medical and dental coverage designs are in line with benchmarks for pre Medicare retirees. The City Parishs design offerings are richer than benchmarks for post Medicare retirees with most organizations offering Medicare Advantage and/or Medigap plans. The City Parishs subsidies for retiree medical and dental coverage are above the benchmarks.
2013
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Appendix D: Paid Time Off Vacation Leave, Sick Leave, Holidays, and Executive Leave
Sick Time Annual Accrual Table 14: Sick Leave Accrual: City Parish Compared to Other Public Organizations and Peer Cities BLS 500+ EE's 11 days 11 days 11 days 12 days 12 days Buck Govt & Public Admin 7 days 7 days 10 days 12 days 15.5 to 16.5 days Peer Group Minimum 10 days 10 days 10 days 10 days 10 days Median 12 days 12 days 12 days 12 days 12 days Maximum 12 days 12 days 12 days 12 days 12 days
Years of Service
City
0 2 years 3 4 years 5 9 years 10 14 years 15+ years Other Provisions Maximum carryover
12 days 15 days 18 days 21 days 24 days
Unlimited
No data
No data
40 days
180 days
Unlimited
2013
City-Parish Total Compensation Study Figure 16: Paid Leave Percent of Pay
80
Short Term Disability Plan Design City Buck Welfare Survey Average 72.0% of pay followed by 67.1% of pay Median 66.0% of pay followed by 67.0% of pay Minimum Peer Group Median Maximum 100% using accrued sick days
Benefit Amount
100% using accrued sick days
60.0% of pay up 100% using to $300 per accrued sick week days
Elimination Period
None
11.4 calendar days
7 calendar days
30 calendar days
None
None
2013
City-Parish Total Compensation Study Long Term Disability Plan Design Buck Welfare Survey City* Average Median Minimum Median 60% of pay $5,000 Maximum monthly benefit Peer Group
81
Maximum 60% of pay $7,500 Maximum monthly benefit
Benefit Amount
Not offered
60.7% of pay 60% of pay $12,122 $10,000 Not Maximum Maximum offered monthly benefit monthly benefit Stop at retirement or normal retirement age (65) Not offered Not offered Not offered Not offered
Duration of Not Benefits offered Employee Cost Waiting Period
Determined by age Determined by age when disability when disability begins begins Employer paid Employer paid
Not 75% of employers provide at no offered cost to employee Not offered 35% of employers requires no waiting period 54% of employers requires 6 months
Elimination Not Period offered
*The City Parish has a retirement plan available for long term disabled employees after 10 years of service.
2013
City-Parish Total Compensation Study Vacation Annual Accrual Buck BLS Gov't & Public 500+ EE's Admin 13 days 13 days 16 days 19 days 13.5 days 13.5 days 16.3 days 18.5 days Peer Group Minimum 10 days 10 days 10 days 15 days 20 days Median 14 days 14 days 16 days 21 days 23 to 26 days
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Years of Service
City
Maximum 18 days 18 days 21 days 24 days 27 to 30 days
0 2 years 3 4 years 5 9 years 10 14 years 15+ years Other Provisions Maximum Carryover Eligibility Holidays
22 days 21 to 24.8 days
120 days 90 days employment 11 days
150 days
10 days
No data
No data 6 months employment 10 days
No data 6 months employment 13 days
No Data 11 days
1 year 10 days
Immediately 8 days
NOTES: The cities of Chattanooga and Little Rock combine sick and vacation time into one Paid Time Off (PTO) accrual. These cities were not included in the peer group for this benefit.
2013
City-Parish Total Compensation Study Combined Sick and Vacation Annual Accrual BLS 500+ EE's 24 days 24 days 27 days 31 days 34 days Buck Gov't & Public Admin 20.5 days 20.5 days 26.3 days 30.5 days 36.5 days to 41.3 days Peer Group Minimum 20 days 20 days 20 days 25 days 30 days Median 26 days 26 days 28 days 33 days
83
Years of Service
City
Maximum 36 days 36 days 36 days 40 days
0 2 years 3 4 years 5 9 years 10 14 years 15+ years
35 days to 38 days 40 44 days
2013
City-Parish Total Compensation Study Figure 17: City Parish versus Market Benchmark, Sick Time Annual Accruals
84
Sick Time Annual Accrual

25 City
20
BLS 500+ Employees Buck Government and Public Administration Peer Minimum
15 Days 10
Peer Median 5 Peer Maximum 0 0-2 years 3-4 years 5-9 years 10-15 years Years of Service 15+ years
0 2 years City BLS 500+ Employees Buck Government and Public Administration Peer Minimum Peer Median Peer Maximum 12 11 7 10 12 12
3 4 years 15 11 7 10 12 12
5 9 years 18 11 10 10 12 12
10 15 years 21 12 12 10 12 12
15+ years 24 12 15.5 10 12 12
2013
City-Parish Total Compensation Study Figure 18: City Parish versus Market Benchmark, Vacation Annual Accruals
85
Vacation Annual Accrual

35 30 25 20 Days 15 10 5 0 0-2 years 3-4 years 5-9 years 10-14 years Years of Service 15+ years Buck Government and Public Administration Peer Minimum City
BLS 500+ Employees
Peer Median
Peer Maximum
0 2 years City BLS 500+ Employees Buck Government and Public Administration Peer Minimum Peer Median Peer Maximum 12 13
3 4 years 15 13
5 9 years 18 16
10 14 years 21 19
15+ years 24 22
13.5 10 14 18
13.5 10 14 18
16.3 10 16 21
18.5 15 21 24
21 20 23 27
2013
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Figure 19: City Parish versus Market Benchmark, Combined Sick Time, and Vacation Annual Accruals
45 40 35 30 Days 25 20 15 10 5 0
Combined Sick Time and Vacation Annual Accrual

City BLS 500+ Employees Buck Government and Public Administration Peer Minimum Peer Median Peer Maximum
0-2 years
3-4 years
5-9 years 10-14 years Years of Service
15+ years
0 2 years City BLS 500+ Employees Buck Government and Public Administration Peer Minimum Peer Median Peer Maximum 24 24 20.5 20 26 36
3 4 years 30 24 20.5 20 26 36
5 9 years 36 27 26.3 20 28 36
10 14 years 42 31 30.5 25 33 40
15+ years 48 34 36.5 30 35 40
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Appendix E: Healthcare Benefits for Active Employees

Health Benefits (Medical) for Active Employees The overall plan design and premium cost sharing of City Parish healthcare benefits is in line with the benchmarks; however, the City Parish offers more medical plans than is typical. The inclusion of a High Deductible Health Plan (HDHP) is a leading trend and best practice. However, coordinating the prescription drug benefit with the medical benefit may prevent people from participating in the HDHP. The HMO plan out of pocket maximum ($2,500/$5,000) is higher than the Peer Group Median out of pocket maximum ($1,500/$3,000). The City Parish offers a Point of Service (POS) plan to accommodate covered dependents and retirees living outside the state. The City Parishs POS plan design differs slightly from the Peer Group Median deductible and coinsurance. The use of a buy up contribution strategy is a best practice and the HDHP employee contributions are in line with the benchmarks. However, the buy up causes the HMO and PPO contributions to be out of line with the benchmarks (employee paying more than competitive). The City Parish offers HMO and POS plans with a five tier prescription drug program while most of the peer group cities offer a three tier prescription drug program.
Dental The City Parishs inclusion of two dental plans, one covering orthodontia and the other not covering orthodontia is in line with benchmarks. The City Parish employee cost share is approximately 50 percent. Most benchmark organizations required the employee to contribute a larger percent of the total cost, typically 100 percent.
Vision Program design and the 100 percent employee cost share are in line with benchmarks.
Life & Paid Leave Benefits Life Insurance Basic life insurance coverage of $25,000 is in line with benchmarks. Offering supplemental life insurances is common among other employers.
Disability Insurance 91 percent of employers offer some form of Short Term Disability plan according to the Buck consulting team Employee Welfare Benefits Survey. The City Parish utilizes sick time accrual to provide income to employees on Short Term Disability. City of Baton Rouge, Parish of East Baton Rouge 2013
88
97 percent of employers offer some form of Long Term Disability (LTD) plan according to the Buck consulting team Employee Welfare Benefits Survey. The City Parish currently does not offer LTD benefits.
Paid Time Off The City Parishs practice of utilizing separate vacation and sick time appears to be the market norm and is consistent with the practice of the peer group cities. The City Parishs vacation accruals appear to be in line with benchmarks. Sick time accruals appear to be more generous than benchmarks but may compensate for the lack of a formal Short Term Disability program. An executive leave policy similar to the one utilized by the City Parish is not used in most organizations.
Voluntary Benefits The City Parish appears to offer more voluntary benefits to employees than the benchmarks (such as critical illness, accident, cancer, or Employee Assistance Program coverage).
Benchmarking Results
The results of the benefits benchmarking portion of this study are presented below as compared to primary survey data and peer group averages. City specific data as it relates to peer group cities is presented and compared to that of the City Parish as part of Appendix E Peer Group City Benefits Analysis.
The following chart provides a quick view of the benchmarking assessment (blue indicates the benefit type is more attractive from the City Parish employee perspective compared to the competition while green indicates the benefit type is less attractive from the City Parish employee perspective).
Figure 20: City Parish versus Market Benchmark Benefit Competitiveness Analysis
Benefit Type Active Employee Medical/Dental/Vision Long Term and Short Term Disability Insurance Paid Time Off Voluntary Benefits (Sick Leave and Vacation) Retired Employee Medical/Dental/Vision EBR Plan Design Compared to Market Benchmarks Equal Long Term Disability: none, but do have Disability Retirement Program after 10 years Short Term Disability: none, utilizes accrued sick leave days More generous than peer cities More generous than peer cities Equal (but City Parish pays a higher share)
2013
City-Parish Total Compensation Study Health Plan Prevalence Percent of employers offering the following health plan types: Plan Type HMO/EPO PPO/POS HDHP City Yes Yes Yes Mercer Gov't 19% 96% 20% KFF 28% 95% 18% Peer Groups 67% 92% 17%
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Percentage of employers offering dental or vision benefit plans: Plan Type Dental Vision City Yes Yes BLS Local Govt 55% 37% KFF 93% 72% Peer Groups 100% 92%
Medical Plan Enrollment* Plan Type PPO/POS HMO/EPO HDHP City Actives 14% 60% 26% City Retirees 28% 67% 6% Total City 19% 63% 18% Mercer Large Employers 20% 69% 11% KFF 16% 67% 17%
*NOTE: actual City Parish enrollment provided as: PPO Active Retirees Total 468 695 1,163 HMO 2,071 1,680 3,751 HDHP 897 151 1,048
2013
City-Parish Total Compensation Study Medical Design: HMO/EPO Peer Group Deductible (Single/Family) City HMO Plan Mercer Gov't KFF Minimum Median
90
Maximum
In Network
$500/$1,500
No data $467/$914
$0/$0
$0/$0
$500/$1,500
Out of Pocket Maximum (Single/Family) In Network $2,500/$5,000 No data No data Copays Physician Office Visit Specialist Visit Emergency Room Outpatient Hospital Inpatient Hospital (per day) $25 $35 $150 $100 $200 $20 $35 $100 $200 $150 $21 $31 $107 $124 $219 $10 $15 $50 $50 $100 $23 $43 $200 $225 $500 $30 $60 $175 $600 $500 $0/$0 $1,500/$3,000 $3,500/$7,000
Plan Coinsurance (After Deductible) In Network 100% (in most cases) No data No data 90% 100% 100%
NOTE: Where there is No data for deductibles, out of pocket maximums, and coinsurance, it is because these design elements are not traditionally a part of HMO plans.
2013
City-Parish Total Compensation Study Medical Design: POS/PPO Deductible (Single/Family) In Network Peer Group City POS Plan Mercer Gov't KFF Minimum $500/$1,500 $350/$900 $664/$1,516 No data $0/$0 $150/$300 Median $325/$975 $600/$1,800
91
Maximum $800/$1,600 $1,600/$3,200
Out of Network $1,000/$3,000 $600/$1,500
Out of Pocket Maximum (Single/Family) In Network $2,500/$5,000 $2,000/ No data $4,000/ No data No data $0/$0 $2,500/$6,000 $4,000/$12,000
Out of Network $6,000/$12,000
No data Copays
$1,500/$3,000 $4,500/$11,000 $6,000/$12,000
Physician Office Visit Specialist Visit
$25 $35
$20 $25
$25 $36
$15 $30
$25 $40
$35 $50
Plan Coinsurance (After Deductible) In Network Out of Network 100% (in most cases) 70% 80% 75% 78% No data 80% 60% 90% 60% 100% 80%
NOTE: Where there is No data for copays, it is because these are covered using the plan coinsurance.
2013
City-Parish Total Compensation Study Medical Design: High Deductible Health Plan Deductible (Single/Family) In Network City HDHP Mercer Plan Gov't $2,000/ $4,000 $4,500/ $9,000 None $1,500/ $3,000 No data $750/ $1,000 KFF $1,881/ $3,603 No data City of City of Chattanooga Tallahassee $2,000/ $4,000 $4,000/ $8,000 $720/ $1,500 City of Dallas $2,500/ $5,000 N/A $1,000/ $2,000
92
City of Houston $1,500/ $3,000 $3,000/ $6,000 $500/ $1,000
$2,000/ $6,000
Out of Network Employer HSA/HRA Contribution
No data
None
Out of Pocket Maximum (Single/Family) In Network $2,000/ $4,000 $8,500/ $17,000 $3,000/ $5,000 No data No data $4,000/ $8,000 $8,000/ $16,000 $6,000/ $12,000 N/A $5,000/ $10,000 $10,000/ $20,000
$2,000/ $6,000
Out of Network
No data
Plan Coinsurance (After Deductible) In Network Out of Network 100% 70% 80% No data 81% No data 80% 60% 100% 60% 75% N/A 80% 60%
NOTE: The cities of Chattanooga, Dallas, Houston, and Tallahassee are the only peer group cities to offer a high deductible health plan.
2013
City-Parish Total Compensation Study Medical Design: Prescription Drug City HMO & POS $0 $250 per member Mercer Gov't Peer Group KFF Minimum Median $0 $0 $0 $0
93
Deductible
City HDHP Included with medical Included with medical Retail
Maximum
Generic Brand Name
No data No data No data No data
$100 per person
Primary Generic Drugs
$4 copay
Included with $10 $10 copay $7 copay medical copay Included with $29 $25 copay medical copay Included with $51 $50 copay medical copay Included with medical Included with medical No data $79 copay $20 copay $30 copay $30 copay $30 copay
$10 copay $30 copay $57 copay $55 copay $55 copay
$20 copay $60 copay $85 copay $100 copay $100 copay
Primary Brand Name Drugs $30 copay Therapeutic Alternative, Compound Drugs Multi Source Brand Drugs Injectable Prescription Drugs $50 copay $70 copay $60 copay
No data No data
Mail Order Primary Generic Drugs $8 copay Included with $15 copay No data medical Included with $50 copay No data medical Included with $90 copay No data medical Included with medical Included with medical No data No data No data No data $15 copay $40 copay $55 copay $55 copay $55 copay $22 copay $60 copay $100 copay $100 copay $100 copay $45 copay $120 copay $165 copay $163 copay $163 copay
Primary Brand Name Drugs $60 copay Therapeutic Alternative, Compound Drugs Multi Source Brand Drug Injectable Prescription Drugs $100 copay $140 copay $120 copay
NOTE: 16 percent of government employers offer four or five tier drug benefit.
2013
City-Parish Total Compensation Study Medical Employee Cost Share Percentage Mercer Gov't 15% 21% POS/PPO Employee Only Employee + Family 29% 42% 16% 29% HDHP Employee Only Employee + Family 12% 26% No Data 41% 17% 21% 15% 15% 15% 15% 16% 27% 0% 20% 22% 30% Peer Group KFF Minimum 18% 23% 13% 30% Median 21% 35%
94
Plan Type: HMO/EPO
City Plan
Maximum 30% 40%
Employee Only Employee + Family
24% 36%
30% 30%
15% 15%
Monthly Employee Contributions Mercer Gov't $57 $257 POS/PPO Employee Only Employee + Family $161.70 $656.14 $79 $296 HDHP Employee Only $55.86 Insufficient $67.75 data $247 $255.33 $47 $72 $97 $75.58 $358.17 $0 $173 $97 $326 $141 $615 Peer Group KFF Minimum $83.58 $307.58 $10 $136 Median $68 $349 Maximum $122 $535
Plan Type: HMO/EPO
City Plan
Employee Only Employee + Family
$126.94 $515.36
Employee + Family
$323.44
$134
$311
$488
2013
City-Parish Total Compensation Study Dental Plan Design
95
Peer Group Network Coverage City Silver Plan City Platinum Plan Mercer Gov't
Minimum Median Maximum
In Network Out of Network
Covered Not covered
Covered Covered Annual Deductible
No data No data
Covered Covered Covered Not Covered Covered covered
Individual Family
$0 $0
$50 $150 Maximums
$50 $150
$0 $0
$50 $150
$50 $150
Calendar Year Maximum Lifetime Orthodontics
None Not covered
$1,500 $1,500 Coinsurance
$1,500 $1,500
$0 $0
$1,250 $1,000
$2,000 $1,800
Preventive Basic Major Orthodontic Services
80% 60% 30% Not covered
100% 80% 60% 60%
No data No data No data No data
80% 80% 50% 50%
100% 80% 50% 50%
100% 80% 50% 50%
2013
City-Parish Total Compensation Study Dental Monthly Employee Contributions Peer Group Plan Type: HMO City Plan Minimum Employee Only Employee + Family $6.50 $22.06 PPO Employee Only Employee + Family $12.52 $45.66 EPO/Indemnity Employee Only Employee + Family Not offered Not offered $0.00 $41.38 $17.23 $81.84 $0.00 $27.86 $21.18 $69.00 $0.00 $30.28 Median $12.24 $44.78
96
Maximum $20.41 $57.96
$27.00 $95.77
$34.45 $122.31
2013
City-Parish Total Compensation Study Vision Plan Design Peer Group Exams City Minimum Copay Frequency $10 copay/up to $40 (In/Out Network) Every 12 months $10 Every 12 months Lenses and Frames Median $10 Every 12 months Maximum $15
97
Every 12 months
Lenses Frames
$25 copay/up to $80 $0 copay/up to $60 $25 copay/up to $80 $30 copay/up to $80 (In/Out Network) (In/Out Network) (In/Out Network) (In/Out Network) $130 allowance $100 allowance Laser Vision Lifetime max reimbursement of $500 $130 allowance $200 allowance
Laser Vision
N/A
Not offered
Discount program
2013
City-Parish Total Compensation Study Basic Life Plan Design BLS Local Gov't 56% flat dollar; 44% salary multiple $20,000 1.4X BAE $100,000 None Peer Group Minimum Median
98
Group Life
City
Maximum
Flat Dollar or Salary Multiple Flat Dollar Salary Multiple Maximum Benefit Employee Cost
Flat dollar
45% flat dollar; 55% salary multiple
$25,000 None $25,000 None
$10,000 1X BAE $10,000 Employee pay all
$30,000 1X BAE $50,000 None
$30,000 2X BAE $250,000 None
AD&D Insurance
$25,000
No data
Equal to basic Equal to basic Equal to basic life life life
2013
City-Parish Total Compensation Study Voluntary Benefits Benefits Critical Illness Accident Cancer Employee Assistance Program Hospital Confinement Indemnity Universal Life Insurance City Offers benefit Offers benefit Offers benefit Mercer Gov't 55% 53% 55%
99
Peer Group 50% 63% 63%
Offers benefit
96%
100%
Not Offered
14%
38%
Not Offered
36%
25%
Notes: The all employers data cut in the Mercer National Survey was used for Hospital Confinement Indemnity and Universal Life Insurance because there was no data available for the Mercer Government industry cut. Other voluntary benefits listed in the Mercer study that are offered as optional additional insurances, paid by the employee, include long term care insurance offered by 23 percent, travel insurance by 20 percent, and automobile/homeowners insurance by 17 percent.
2013
100
Health Benefits (Medical)

Figure 21: Healthcare Plan Enrollment Compared to Benchmarks
Healthcare Plan Enrollment

(HMO/EPO, PPO/POS, HDHP)
Plans Offered by City HMO/EPO
PPO/POS
City Mercer Large Employers KFF
HDHP 0 20 40 60 80 Percentage of Enrollment 100
Overall plan design and premium cost sharing is in line with the benchmarks; however, the City Parish offers more medical plans than is typical. The inclusion of a High Deductible Health Plan (HDHP) is a leading trend and best practice. However, coordinating the prescription drug benefit with the medical benefit may prevent people from participating in the HDHP. The HMO plan out of pocket maximum ($2,500/$5,000) is higher than the Peer Group Median out of pocket maximum ($1,500/$3,000). The City Parish offers the POS plan due to covered dependents and retirees who are out of the state. The POS plan design differs slightly from the Peer Group Median deductible and coinsurance. The use of a buy up contribution strategy is a best practice and the HDHP employee contributions are in line with the benchmarks. However, the buy up causes the HMO and PPO contributions to be out of line with the benchmarks (employee paying more than competitive). For the HMO and POS plan, the City Parish offers a five tier prescription drug program while most of the peer group cities offer a three tier prescription drug program. The inclusion of two dental plans, one covering orthodontia and the other not covering orthodontia is in line with benchmarks. The City Parish has approximately a 50 percent employee cost share. This is above the benchmark as most organizations require the employee to contribute a larger percent of the total cost, typically 100 percent. Vision program design and 100 percent employee cost share are in line with benchmarks.
2013
City-Parish Total Compensation Study Life Insurance Benefits Basic life insurance of $25,000 is in line with the benchmark. Offering supplemental life insurance is common among other employers.
101
91 percent of employers offer some form of Short Term Disability plan according to the Buck consulting team Employee Welfare Benefits Survey. The City Parish utilizes sick time accrual to provide income to employees on Short Term Disability. 97 percent of employers offer some form of Long Term Disability plan according to the Buck consulting team Employee Welfare Benefits Survey. The City Parish currently does not offer LTD benefits. Paid Leave Benefits Utilizing separate vacation and sick time appears to be the market norm and is consistent with the practice of the peer group cities. Vacation accruals appear to be in line with benchmarks, although they are lower at entry level. Sick time accruals are more generous than benchmarks but are currently used to compensate for the lack of a formal Short Term Disability program that would be a more cost effective solution for the City Parish. The executive leave policy is not commonly found in either public or private organizations.
Voluntary Benefits The City Parish appears to offer more voluntary benefits to employees than the benchmark (such as critical illness, accident, cancer, or Employee Assistance Program coverage).
2013
102
Appendix F: Pay Analysis

Cost Estimates to Bring All Positions to Market Minimum
When the pay scale is not even at the minimum level, it is very difficult to attract entry level employees. Managers then need to hire a new employee at a higher step, and this can create pay compression and internal inequities as front line employees begin to earn as much as their supervisors or technically trained employees earn as much or more than their managers.
Tables 15 and 16 depict the non exempt and exempt pay grades with benchmark positions below the minimum of the market. All pay listed in the tables has been annualized (hourly wage multiplied by 2080 hours per year). The columns indicate the pay grade and the number of employees in that grade across all departments. If a grade was not included in the benchmark study, it has a 0 in the column of the number of employees.
The average base pay for all employees in that pay grade for the City Parish is shown next to the column labeled Market Average Median. If those two numbers are the same or very close, it indicates that the City Parishs pay is very close to the market based pay. When that occurs, the Average Compa ratio is 1.0 or close to 1.0. The higher the Average Compa ratio, the greater the difference between what the City Parish pays versus what other employers are paying for that same position in the relevant market area.
The pay data displayed in the columns labeled New Market Adjusted Range have been calculated based on information gathered from the market surveys and the minimum, midpoint, and maximum for each pay grade. The last column, entitled Costs to Minimum, is the projected cost to bring the employees in a particular grade who fall below the minimum of the market adjusted pay scale up to Step One or the minimum of the new pay scale.
Table 15: Base Pay for Non Exempt Employees Who Fall Below the Minimum of the Assigned Grade Current City Parish Grade 1010 1020 1030 1040 1050 1060 1070 1080 # of Ees 0 0 0 22 185 80 76 138 $21.5 $20.1 $21.9 $22.8 $25.1 $21.8 $24.0 $23.6 $24.4 $28.5 Average Base (All Ees) Market Average Median New Market Adjusted Range Min $14.3 $15.3 $16.2 $17.3 $18.3 $19.4 $20.6 $21.8 Mid $17.35 $18.46 $19.64 $20.89 $22.14 $23.5 $24.9 $26.4 Max $20.4 $21.7 $23.0 $24.5 $26.0 $27.5 $29.2 $31.0 $1.0 $1.1 $1.0 $1.0 $1.1 Market Average Compa ratio Cost to Minimum $0.0 $0.0 $0.0 $0.0 $16.8 $10.7 $8.8 $17.8 2013
City-Parish Total Compensation Study Current City Parish Grade 1081 1090 1100 1101 1110 1111 1120 1121 1125 1130 1131 1140 1141 1145 1150 1151 1155 1160 1161 1165 1170 1171 1175 1180 1181 1190 1191 1200 1201 1210 1211 # of Ees 0 206 96 0 145 0 102 0 16 102 1 105 0 4 336 6 3 102 0 2 98 0 1 26 0 40 0 22 128 1 30 $44.4 $43.3 $53.1 $50.9 $44.6 $49.5 $36.8 $43.8 $56.8 $39.2 $41.0 $45.9 $40.2 $38.8 $46.7 $31.5 $33.5 $34.4 $33.3 $37.8 $31.4 $43.7 $31.4 $38.8 $27.4 $32.6 $26.8 $33.7 $38.5 $27.0 $37.7 $30.2 $38.9 $29.5 $31.3 $26.2 $28.3 $29.4 $41.0 Average Base (All Ees) Market Average Median New Market Adjusted Range Min $21.8 $23.1 $24.5 $24.5 $26.0 $26.0 $27.5 $27.5 $28.1 $29.2 $29.2 $30.9 $30.9 $31.6 $32.8 $32.8 $33.5 $34.8 $34.8 $35.5 $36.9 $37.7 $38.4 $40.0 $40.0 $42.4 $42.4 $44.9 $44.9 $47.6 $47.6 Mid $26.4 $28.0 $29.6 $29.6 $31.4 $31.4 $33.3 $33.3 $34.0 $35.3 $35.3 $37.4 $37.4 $38.2 $39.7 $39.7 $40.5 $42.1 $42.1 $43.0 $44.7 $45.6 $46.5 $48.4 $48.4 $51.3 $51.3 $54.3 $54.3 $57.6 $57.6 Max $31.0 $32.8 $34.8 $34.8 $36.9 $36.9 $39.1 $39.1 $39.9 $41.4 $41.4 $43.9 $43.9 $44.8 $46.6 $46.6 $47.5 $49.4 $49.4 $50.4 $52.4 $53.5 $54.6 $56.7 $56.7 $60.2 $60.2 $63.8 $63.8 $67.6 $67.6 0.77 0.91 0.68 1.11 $1.0 1.04 $0.8 1.04 0.82 $1.0 1.03 $0.8 1.07 1.17 1.00 1.05 1.38 Market Average Compa ratio
103
Cost to Minimum $0.0 $26.1 $9.5 $0.0 $23.1 $0.0 $22.3 $0.0 $18.6 $39.5 $2.4 $24.8 $0.0 $3.2 $382.2 $5.3 $4.7 $37.3 $0.0 $0.0 $69.4 $0.0 $0.0 $22.6 $0.0 $38.0 $0.0 $42.3 $345.1 $0.0 $21.0
2013
City-Parish Total Compensation Study Current City Parish Grade 1231 1251 Total # of Ees 9 4 2086 Average Base (All Ees) $56.4 $64.6 Market Average Median $44.3 New Market Adjusted Range Min $40.5 $53.5 Mid $61.0 $64.7 Max $71.6 $75.9 Market Average Compa ratio 0.73
104
Cost to Minimum $0.0 $0.0 $1,191,400
Table 16: Base Pay for Exempt Employees Who Fall Below the Minimum of the Assigned Grade31 Current City Parish Grade 2070 2080 2090 2100 2110 2120 2130 2140 2150 2160 2170 2180 2190 2200 2201 2205 2210 2211 2220 # of Ees 0 0 0 5 1 0 13 12 4 7 12 54 37 40 0 2 37 0 63 $47.6 $61.1 $48.2 $48.0 $53.8 $33.6 $33.8 $33.1 $38.0 $40.6 $42.3 $43.0 $41.5 $42.7 $48.8 $53.6 $44.6 $48.9 $51.3 $57.2 $30.9 $23.6 Average Base (All Ees) Market Average Median New Market Adjusted Range Min $19.4 $20.6 $21.9 $23.1 $24.5 $26.0 $27.6 $29.2 $31.0 $32.8 $34.8 $36.9 $39.1 $41.4 $41.4 $42.3 $44.0 $44.0 $46.6 Mid $23.5 $24.9 $26.4 $28.0 $29.7 $31.5 $33.3 $35.5 $37.5 $39.7 $42.1 $44.6 $47.3 $50.1 $50.1 $51.1 $53.2 $53.2 $56.4 Max $27.6 $29.2 $31.0 $32.9 $34.8 $36.9 $39.1 $41.5 $44.0 $46.6 $49.4 $52.4 $55.5 $58.8 $58.8 $60.0 $62.4 $62.4 $66.2 1.01 1.21 1.30 1.35 1.06 1.10 1.08 1.14 Market Average Compa ratio Cost to Minimum $0.0 $0.0 $0.0 $0.0 $1.0 $0.0 $0.0 $0.5 $2.3 $2.7 $3.2 $3.0 $22.5 $65.3 $0.0 $0.0 $14.4 $0.0 $81.0
Positions occupying grades not included initially as specific benchmark positions have 0 in the columns labeled # of Benchmark Positions and # EEs.
31
2013
City-Parish Total Compensation Study Current City Parish Grade 2221 2230 2231 2240 2241 2250 2251 2260 2270 2280 2290 2295 2300 2310 2320 2330 2335 2340 2350 2360 2370 2380 Total # of Ees 0 54 0 30 0 47 0 33 14 37 18 1 16 30 2 9 1 8 4 2 1 1 595 $63.9 $65.4 $67.9 $73.1 $77.0 $79.7 $82.6 $90.9 $94.2 $93.5 $95.4 $102.2 $107.3 $116.0 $121.8 $105.4 $98.5 $89.2 $86.1 $74.5 $114.6 $167.3 $123.5 $101.9 $146.0 $69.5 $76.8 $85.7 $81.3 $56.1 $61.5 $57.5 $67.8 $53.0 $63.9 Average Base (All Ees) Market Average Median New Market Adjusted Range Min $46.6 $49.4 $49.4 $52.3 $52.3 $55.5 $55.5 $58.8 $62.3 $66.1 $70.1 $71.5 $74.3 $78.8 $83.5 $88.5 $90.3 $93.9 $99.5 $105.5 $111.8 $118.5 Mid $56.4 $59.8 $59.8 $63.3 $63.3 $67.1 $67.1 $71.2 $75.4 $80.0 $84.8 $86.5 $89.9 $95.3 $101.0 $107.1 $109.2 $113.6 $120.4 $127.6 $135.3 $143.4 Max $66.2 $70.1 $70.1 $74.3 $74.3 $78.8 $78.8 $83.5 $88.5 $93.8 $99.5 $101.5 $105.5 $111.9 $118.6 $125.7 $128.2 $133.3 $141.3 $149.8 $158.8 $168.3 1.17 1.03 0.88 0.80 0.68 1.01 1.39 0.97 0.75 1.02 0.98 1.02 1.07 0.96 0.92 1.07 1.07 Market Average Compa ratio
105
Cost to Minimum $0.0 $37.2 $0.0 $13.6 $0.0 $81.0 $0.0 $19.0 $18.5 $62.5 $35.1 $0.0 $15.4 $30.5 $0.0 $3.7 $0.0 $17.0 $0.0 $1.4 $0.0 $0.0 $530,800
2013
City-Parish Total Compensation Study Table 17: Overtime Projections 2013 Budget Division/Department Community Centers Total Parish Attorney Total City Court Total District Attorney BRAVE Program Total Coroner Total Finance Total Information Services Total Purchasing Total Police Total Fire Total EMS Prison Medical Total Juvenile Services Total DHDS Total DPW Total Blight Elimination Total City Constable Court Costs Total Mosquito & Rodent Control Total Library Total Animal Control Total Federal Forfeited Property Total EBRP Communications Total EMS Total Fire Department Pay Enhancement Fund Total Brownsfield Fire Protection District Total American Recovery & Reinvestment Act Total Office of Social Services Total WIA Total Grants Total Title IV E Reimbursements Total FEMA Hurricane Fund Isaac 2012 Total Community Development Block Grants Total Road & Street Improvement Fund (2002 2007) Total Parking Garage Total Sewer Total Solid Waste Disposal Facility Total Solid Waste Collection Total Airport Total Central Garage Total Grand Total 2013 Budget 6,500.00 28,130.00 15,000.00 7,130.00 4,500.00 45,000.00 11,000.00 6,092,762.07 2,084,010.00 167,220.00 100,000.00 5,000.00 614,000.00 66,100.00 130,690.00 55,000.00 10,870.00 320,000.00 300,000.00 1,338,010.00 683,600.00 39,720.00 4,061.95 43,000.00 102.54
106
16,780.00 36,320.00 1,061,100.00 75,500.00 900.00 345,050.00 10,000.00 13,717,056.56
2013
City-Parish Total Compensation Study Table 18: Pay Grades Eligible for Overtime
PAY GRADE 1010 ANNUALLY /HOURLY 2080 ANNUALLY HOURLY 1020 2080 ANNUALLY HOURLY 1030 2080 ANNUALLY HOURLY 1040 2080 ANNUALLY HOURLY 1050 2080 ANNUALLY HOURLY 1060 2080 ANNUALLY $18,466 $19,020 $19,590 $20,178 $20,783 $21,407 $22,049 $22,711 $23,392 $24,094 $24,816 $17,586 8.4549 $18,114 8.7087 $18,657 8.9698 $19,217 9.239 $19,794 9.5164 $20,388 9.802 $20,999 10.0957 $21,629 10.3986 $22,278 10.7106 $22,946 11.0318 $23,635 11.363 $16,749 8.0525 $17,251 8.2938 $17,769 8.5428 $18,302 8.7991 $18,851 9.063 $19,417 9.3351 $19,999 9.615 $20,599 9.9034 $21,217 10.2005 $21,854 10.5068 $22.51 10.8217 $15,951 7.6688 $16,430 7.8991 $16,923 8.1361 $17,431 8.3803 $17,953 8.6313 $18,492 8.8904 $19,047 9.1573 $19,618 9.4318 $20,207 9.715 $20,813 10.0063 $21,437 10.3063 $15,192 7.3039 $15,648 7.5231 $16,117 7.7486 $16,601 7.9813 $17,099 8.2207 $17,611 8.4669 $18,140 8.7212 $18,684 8.9827 $19,245 9.2525 $19,822 9.5299 $20,417 9.8159 $15,080 7.25
107
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7
STEP 8
STEP 9
STEP 10
STEP 11
STEP 12
$21,029 10.1101
$22,080 10.6154
$23,185 11.1467
$24,344 11.7039
$25,561
2013

PAY GRADE ANNUALLY /HOURLY HOURLY 1070 2080 ANNUALLY HOURLY 1080 2080 ANNUALLY HOURLY 1081 2184 ANNUALLY HOURLY 1090 2080 ANNUALLY HOURLY 1100 2080 ANNUALLY HOURLY 1101 2184 ANNUALLY $22,445 $23,119 $23,812 $24,527 $25,262 $26,020 $26,801 $27,605 $28,433 $29,286 $30,165 $22,445 10.7909 $23,119 11.115 $23,812 11.4481 $24,527 11.7919 $25,262 12.1452 $26,020 12.5097 $26,801 12.8851 $27,605 13.2717 $28,433 13.6698 $29,286 14.0799 $30,165 14.5025 $21,376 10.277 $22,018 10.5856 $22,678 10.9029 $23,359 11.2303 $24,059 11.5669 $24,781 11.914 $25,525 12.2717 $26,290 12.6395 $27,079 13.0188 $27,891 13.4092 $28,728 13.8116 $20,359 9.3219 $20,969 9.6012 $21,598 9.8892 $22,246 10.1859 $22,914 10.4918 $23,601 10.8064 $24,309 11.1305 $25,038 11.4643 $25,790 11.8087 $26,563 12.1626 $27,360 12.5275 $20,359 9.788 $20,969 10.0813 $21,598 10.3837 $22,246 10.6952 $22,914 11.0164 $23,601 11.3467 $24,309 11.6871 $25,038 12.0375 $25,790 12.3991 $26,563 12.7707 $27,360 13.1539 $19,389 9.3217 $19,971 9.6015 $20,570 9.8895 $21,187 10.1861 $21,823 10.4919 $22,477 10.8063 $23,152 11.1308 $23,846 11.4645 $24,561 11.8082 $25,298 12.1625 $26,057 12.5275
108
STEP 1 8.8779
STEP 2 9.1443
STEP 3 9.4183
STEP 4 9.701
STEP 5 9.9919
STEP 6 10.2919
STEP 7 10.6005
STEP 8 10.9188
STEP 9 11.2462
STEP 10 11.5837
STEP 11 11.9308
STEP 12 12.289
$26,839 12.9034
$28,181 13.5486
$28,181 12.9034
$29,590 14.226
$31,069 14.9371
$31,069
2013

109
STEP 1 10.2771
STEP 2 10.5857
STEP 3 10.903
STEP 4 11.2304
STEP 5 11.5669
STEP 6 11.914
STEP 7 12.2716
STEP 8 12.6397
STEP 9 13.0188
STEP 10 13.4094
STEP 11 13.8119
STEP 12 14.2258
$32,623 15.6842
$32,623 14.9373
$34,254 16.4683
$34,254 15.6841
$34,580 16.625
$35,967
2013

PAY GRADE ANNUALLY /HOURLY HOURLY 1131 2184 ANNUALLY HOURLY 1140 2080 ANNUALLY HOURLY 1141 2080 ANNUALLY HOURLY 1145 2080 ANNUALLY HOURLY 1150 2080 ANNUALLY HOURLY 1151 2184 ANNUALLY $28,646 $29,506 $30,391 $31,303 $32,242 $33,209 $34,205 $35.23 $36,288 $37,377 $38,498 $28,646 13.7722 $29,506 14.1856 $30,391 14.6111 $31,303 15.0496 $32,242 15.501 $33,209 15.9659 $34,205 16.4448 $35,232 16.9385 $36,288 17.4462 $37,377 17.9698 $38,498 18.5087 $27,542 13.2414 $28,368 13.6385 $29,219 14.0476 $30,096 14.4693 $30,999 14.9034 $31,929 15.3505 $32,887 15.8111 $33,873 16.2851 $34,890 16.7741 $35,936 17.277 $37,014 17.7952 $27,282 12.4918 $28,101 12.8668 $28,944 13.2528 $29,812 13.6502 $30,707 14.06 $31,628 14.4817 $32,577 14.9163 $33,554 15.3636 $34,560 15.8242 $35,597 16.299 $36,665 16.7881 $27,282 13.1164 $28,101 13.5101 $28,944 13.9154 $29,812 14.3327 $30,707 14.763 $31,628 15.2058 $32,577 15.6621 $33,554 16.1318 $34,560 16.6154 $35,597 17.114 $36,665 17.6275 $25,983 11.897 $26,763 12.2542 $27,566 12.6218 $28,393 13.0005 $29,244 13.3902 $30,122 13.7922 $31,025 14.2056 $31,956 14.6319 $32,915 15.071 $33,902 15.5229 $34,919 15.9886
110
STEP 1 12.4919
STEP 2 12.8669
STEP 3 13.2529
STEP 4 13.6505
STEP 5 14.0597
STEP 6 14.4818
STEP 7 14.9159
STEP 8 15.3635
STEP 9 15.8246
STEP 10 16.2991
STEP 11 16.788
STEP 12 17.2919
$35,967 16.4685
$37,765 18.1563
$37,765 17.2917
$38,125 18.3294
$39,653 19.064
$39,653
2013

111
STEP 1 13.1163
STEP 2 13.5101
STEP 3 13.9153
STEP 4 14.3329
STEP 5 14.7629
STEP 6 15.2056
STEP 7 15.6617
STEP 8 16.1319
STEP 9 16.6154
STEP 10 17.1141
STEP 11 17.6273
STEP 12 18.1562
$40,031 19.2457
$41,636 20.0174
$41,636 19.0642
$42,033 20.2082
$43,718 21.0183
$43,718
2013

112
STEP 1 14.4611
STEP 2 14.8947
STEP 3 15.3416
STEP 4 15.8018
STEP 5 16.2761
STEP 6 16.7642
STEP 7 17.267
STEP 8 17.7853
STEP 9 18.3187
STEP 10 18.8682
STEP 11 19.4346
STEP 12 20.0174
$44,134 21.2183
$45,904 22.0693
$45,904 21.0184
$48,199 23.1726
$48,199 22.0692
$50,609
2013

PAY GRADE ANNUALLY /HOURLY HOURLY 1201 2184 ANNUALLY HOURLY 1210 2080 ANNUALLY HOURLY 1211 2184 ANNUALLY HOURLY 1231 2184 ANNUALLY HOURLY 1251 2184 ANNUALLY HOURLY $46,662 21.3654 $48,062 22.0065 $49,504 22.6667 $50,989 23.3467 $52,519 24.0472 $54,094 24.7684 $55.72 25.5115 $57.39 26.2766 $59,110 27.0651 $60,883 27.8769 $62,710 28.7134 $42,324 19.3792 $43,594 19.9607 $44,901 20.5591 $46,248 21.1759 $47,636 21.8114 $49,065 22.4657 $50,537 23.1397 $52,053 23.8338 $53,615 24.549 $55,223 25.2853 $56,880 26.044 $38,389 17.5774 $39,541 18.1049 $40,727 18.6479 $41,949 19.2075 $43,207 19.7835 $44,503 20.3769 $45,838 20.9881 $47,214 21.6182 $48,630 22.2665 $50,089 22.9346 $51,592 23.6228 $38,389 18.4563 $39,541 19.0101 $40,727 19.5803 $41,949 20.1678 $43,207 20.7726 $44,503 21.3957 $45,838 22.0375 $47,214 22.6991 $48,630 23.3799 $50,089 24.0813 $51,592 24.8039 $36,561 16.7404 $37,658 17.2427 $38,788 17.7601 $39,951 18.2926 $41,150 18.8416 $42,384 19.4066 $43,656 19.9891 $44,965 20.5884 $46,314 21.2061 $47,704 21.8425 $49,135 22.4978
113
STEP 1 17.5775
STEP 2 18.1049
STEP 3 18.6481
STEP 4 19.2073
STEP 5 19.7837
STEP 6 20.377
STEP 7 20.9885
STEP 8 21.6178
STEP 9 22.2664
STEP 10 22.9347
STEP 11 23.6226
STEP 12 24.3313
$50,609 23.1727
$53,139 25.5476
$53,139 24.3311
$58,586 26.8251
$64,591 29.5747
2013
City-Parish Total Compensation Study Table 19: Pay Grades Ineligible for Overtime
Pay Grade 2070 ANNUALLY/ HOURLY 2080 ANNUALLY HOURLY 2080 2080 ANNUALLY HOURLY 2090 2080 ANNUALLY HOURLY 2100 2080 ANNUALLY HOURLY 2110 2080 ANNUALLY HOURLY 2120 2080 ANNUALLY $24,746 $25,488 $26,253 $27,041 $27,852 $28,687 $29,548 $30,434 $31,347 $32,288 $33,256 $23,568 11.3308 $24,275 11.6707 $25,003 12.0207 $25,753 12.3813 $26,525 12.7525 $27,321 13.1351 $28,141 13.5294 $28,985 13.9351 $29,855 14.3534 $30,750 147,837 $31,673 15.2275 $22,445 10.7909 $23,119 11.115 $23,812 11.4481 $24,527 11.7919 $25,262 12.1452 $26,020 12.5097 $26,801 12.8851 $27,605 13.2717 $28,433 13.6698 $29,286 14.0799 $30,165 14.5025 $21,376 10.277 $22,018 10.5856 $22,678 10.9029 $23,359 11.2303 $24,059 11.5669 $24,781 11.914 $25,525 12.2717 $26,290 12.6395 $27,079 13.0188 $27,891 13.4092 $28,728 13.8116 $20,359 9.788 $20,969 10.0813 $21,598 10.3837 $22,246 10.6952 $22,914 11.0164 $23,601 11.3467 $24,309 11.6871 $25,038 12.0375 $25,790 12.3991 $26,563 12.7707 $27,360 13.1539 $19,389 9.3217 $19,971 9.6015 $20,570 9.8895 $21,187 10.1861 $21,823 10.4919 $22,477 10.8063 $23,152 11.1308 $23,846 11.4645 $24,561 11.8082 $25,298 12.1625 $26,057 12.5275 STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 STEP 8 STEP 9 STEP 10 STEP 11
114
STEP 12
$26,839 12.9034
$28,181 13.5486
$29,590 14.226
$31,069 14.9371
$32,623 15.6842
$34,254
2013

Pay Grade ANNUALLY/ HOURLY HOURLY 2130 2080 ANNUALLY HOURLY 2140 2080 ANNUALLY HOURLY 2150 2080 ANNUALLY HOURLY 2160 2080 ANNUALLY HOURLY 2170 2080 ANNUALLY HOURLY 2180 2080 ANNUALLY $33,162 $34,157 $35,181 $36.24 $37,324 $38,444 $39,597 $40,785 $42,008 $43,269 $44,567 $31,583 15.1842 $32,530 15.6395 $33,506 16.1087 $34,511 16.5919 $35,547 17.09 $36,613 17.6025 $37,711 18.1303 $38,843 18.6746 $40,008 19.2347 $41,208 19.8116 $42,445 20.4063 $30,079 14.4611 $30,981 14.8948 $31,911 15.3419 $32,868 15.802 $33,854 16.276 $34,870 16.7645 $35,916 17.2674 $36,993 17.7851 $38,103 18.3188 $39,246 18.8683 $40,423 19.4342 $28,646 13.7722 $29,506 14.1856 $30,391 14.6111 $31,303 15.0496 $32,242 15.501 $33,209 15.9659 $34,205 16.4448 $35,232 16.9385 $36,288 17.4462 $37,377 17.9698 $38,498 18.5087 $27,282 13.1164 $28,101 13.5101 $28,944 13.9154 $29.81 14.3327 $30,707 14.763 $31,628 15.2058 $32,577 15.6621 $33,554 16.1318 $34,560 16.6154 $35,597 17.114 $36,665 17.6275 $25,983 12.4919 $26,763 12.8669 $27,566 13.2529 $28,393 13.6505 $29,244 14.0597 $30,122 14.4818 $31,025 14.9159 $31,956 15.3635 $32,915 15.8246 $33,902 16.2991 $34,919 16.788
115
STEP 1 11.8972
STEP 2 12.2539
STEP 3 12.6217
STEP 4 13.0005
STEP 5 13.3904
STEP 6 13.7919
STEP 7 14.2058
STEP 8 14.6318
STEP 9 15.0707
STEP 10 15.5231
STEP 11 15.9885
STEP 12 16.4683
$35,967 17.2919
$37,765 18.1563
$39,653 19.064
$41,636 20.0174
$43,718 21.0183
$45,904
2013

Pay Grade ANNUALLY/ HOURLY HOURLY 2190 2080 ANNUALLY HOURLY 2200 2080 ANNUALLY HOURLY 2201 2184 ANNUALLY HOURLY 2205 2080 ANNUALLY HOURLY 2210 2080 ANNUALLY HOURLY 2211 2184 ANNUALLY $38,389 $39,541 $40,727 $41,949 $43,207 $44,503 $45,838 $47,214 $48,630 $50,089 $51,592 $38,389 18.4563 $39,541 19.0101 $40,727 19.5803 $41,949 20.1678 $43,207 20.7726 $44,503 21.3957 $45,838 22.0375 $47,214 22.6991 $48,630 23.3799 $50,089 24.0813 $51,592 24.8039 $36,909 17.7448 $38,016 18.277 $39,157 18.8255 $40,332 19.3904 $41,542 19.9722 $42,788 20.5712 $44,071 21.188 $45,394 21.8241 $46,755 22.4784 $48,158 23.1529 $49,603 23.8476 $36,561 16.7404 $37,658 17.2427 $38,788 17.7601 $39,951 18.2926 $41,150 18.8416 $42,384 19.4066 $43,656 19.9891 $44,965 20.5884 $46,314 21.2061 $47,704 21.8425 $49,135 22.4978 $36,561 17.5775 $37,658 18.1049 $38,788 18.6481 $39,951 19.2073 $41,150 19.7837 $42,384 20.377 $43,656 20.9885 $44,965 21.6178 $46,314 22.2664 $47,704 22.9347 $49,135 23.6226 $34,820 16.7404 $35,865 17.2428 $36,940 17.7597 $38.05 18.2928 $39,190 18.8414 $40,366 19.4068 $41,577 19.989 $42,824 20.5885 $44,109 21.2063 $45,432 21.8424 $46,795 22.4976
116
STEP 1 15.9433
STEP 2 16.4217
STEP 3 16.914
STEP 4 17.4217
STEP 5 17.9443
STEP 6 18.4827
STEP 7 19.0371
STEP 8 19.6082
STEP 9 20.1962
STEP 10 20.8025
STEP 11 21.4265
STEP 12 22.0693
$48,199 23.1726
$50,609 24.3313
$50,609 23.1727
$51,091 24.563
$53,139 25.5476
$53,139
2013

Pay Grade ANNUALLY/ HOURLY HOURLY 2220 2080 ANNUALLY HOURLY 2221 2184 ANNUALLY HOURLY 2230 2080 ANNUALLY HOURLY 2231 2184 ANNUALLY HOURLY 2240 2080 ANNUALLY HOURLY 2241 2184 ANNUALLY $44,440 $45,773 $47,146 $48,561 $50,018 $51,518 $53,064 $54,656 $56,295 $57,984 $59,724 $44,440 21.3654 $45,773 22.0063 $47,146 22.6664 $48,561 23.3467 $50,018 24.0472 $51,518 24.7683 $53,064 25.5116 $54,656 26.277 $56,295 27.065 $57,984 27.877 $59,724 28.7135 $42,324 19.3792 $43,594 19.9607 $44,901 20.5591 $46.25 21.1759 $47,636 21.8114 $49,065 22.4657 $50,537 23.1397 $52,053 23.8338 $53,615 24.549 $55,223 25.2853 $56,880 26.044 $42,324 20.3481 $43,594 20.9587 $44,901 21.5871 $46,248 22.2347 $47,636 22.902 $49,065 23.589 $50,537 24.2967 $52,053 25.0255 $53,615 25.7765 $55,223 26.5496 $56,880 27.3462 $40,308 18.4561 $41,518 19.0101 $42,763 19.5802 $44,046 20.1676 $45,368 20.7729 $46,729 21.3961 $48,130 22.0376 $49,574 22.6988 $51,062 23.3801 $52,593 24.0811 $54,171 24.8036 $40,308 19.3789 $41,518 19.9606 $42,763 20.5592 $44,046 21.176 $45,368 21.8116 $46,729 22.4659 $48,130 23.1395 $49,574 23.8337 $51,062 24.5491 $52,593 25.2851 $54,171 26.0438
117
STEP 1 17.5774
STEP 2 18.1049
STEP 3 18.6479
STEP 4 19.2075
STEP 5 19.7835
STEP 6 20.3769
STEP 7 20.9881
STEP 8 21.6182
STEP 9 22.2665
STEP 10 22.9346
STEP 11 23.6228
STEP 12 24.3311
$55,796 26.825
$55,796 25.5477
$58,586 28.1664
$58,586 26.8251
$61,515 29.5746
$61,515
2013

Pay Grade ANNUALLY/ HOURLY HOURLY 2250 2080 ANNUALLY HOURLY 2251 2184 ANNUALLY HOURLY 2260 2080 ANNUALLY HOURLY 2270 2080 ANNUALLY HOURLY 2280 2080 ANNUALLY HOURLY 2290 2080 ANNUALLY $56,718 $58,420 $60,172 $61,977 $63,837 $65,752 $67,724 $69,756 $71,849 $74,004 $76,224 $54,017 25.9698 $55,638 26.7491 $57,307 27.5515 $59,026 28.3779 $60,797 29.2294 $62,621 30.1063 $64,499 31.0092 $66,434 31.9395 $68,427 32.8976 $70,480 33.8847 $72,595 34.9015 $51,445 24.7332 $52,988 25.475 $54,578 26.2395 $56,215 27.0265 $57,902 27.8375 $59,639 28.6726 $61,428 29.5327 $63,271 30.4188 $65,169 31.3313 $67,124 32.2712 $69,138 33.2395 $48,995 23.5553 $50,465 24.2621 $51,979 24.99 $53,538 25.7395 $55,144 26.5116 $56,799 27.3073 $58,503 28.1265 $60,258 28.9702 $62,066 29.8395 $63,928 30.7347 $65,845 31.6563 $46,662 21.3654 $48,062 22.0065 $49,504 22.6667 $50,989 23.3467 $52,519 24.0472 $54,094 24.7684 $55,717 25.5115 $57,388 26.2766 $59,110 27.0651 $60,883 27.8769 $62,710 28.7134 $46,662 22.4337 $48,062 23.1068 $49,504 23.8 $50,989 24.514 $52,519 25.2496 $54,094 26.0068 $55,717 26.7871 $57,388 27.5904 $59,110 28.4183 $60,883 29.2707 $62,710 30.1491
118
STEP 1 20.348
STEP 2 20.9584
STEP 3 21.587
STEP 4 22.2349
STEP 5 22.9021
STEP 6 23.5889
STEP 7 24.2968
STEP 8 25.0257
STEP 9 25.7761
STEP 10 26.5495
STEP 11 27.3462
STEP 12 28.1663
$64,591 31.0534
$64,591 29.5747
$67,821 32.6063
$71,212 34.2366
$74,772 35.9481
$78,511
2013

Pay Grade ANNUALLY/ HOURLY HOURLY 2295 2080 ANNUALLY HOURLY 2300 2080 ANNUALLY HOURLY 2310 2080 ANNUALLY HOURLY 2320 2080 ANNUALLY HOURLY 2330 2080 ANNUALLY HOURLY 2335 2080 ANNUALLY $69,598 $71,686 $73,836 $76,051 $78,333 $80,683 $83,103 $85,596 $88,164 $90,809 $93,534 $68,941 33.1448 $71,009 34.139 $73,140 35.1635 $75,334 36.2183 $77,594 37.3049 $79,922 38.4241 $82,319 39.5765 $84,789 40.764 $87,333 41.9871 $89,953 43.2467 $92,651 44.5438 $65,658 31.5664 $67,628 32.5135 $69,657 33.489 $71,747 34.4938 $73,899 35.5284 $76,116 36.5943 $78,399 37.6919 $80,751 38.8226 $83,174 39.9875 $85,669 41.1871 $88,239 42.4226 $62,532 30.0635 $64,408 30.9654 $66,340 31.8943 $68,330 32.851 $70,380 33.8366 $72,491 34.8515 $74,666 35.8972 $76,906 36.9741 $79,213 38.0832 $81,590 39.226 $84,037 40.4025 $59,554 28.6318 $61,341 29.4909 $63,181 303755 $65,076 31.2866 $67,028 32.225 $69,039 33.1919 $71,111 34.188 $73,244 35.2135 $75,441 36.2698 $77,704 37.3577 $80,036 38.4789 $57,258 27.5279 $58,976 28.3539 $60,745 29.2044 $62,568 30.0808 $64,445 30.9832 $66,378 31.9125 $68,369 32.8698 $70,420 33.8558 $72,533 34.8717 $74,709 35.9178 $76,950 36.9952
119
STEP 1 27.2683
STEP 2 28.0866
STEP 3 28.9289
STEP 4 29.7967
STEP 5 30.6909
STEP 6 31.6116
STEP 7 32.5597
STEP 8 33.5366
STEP 9 34.5428
STEP 10 35.5789
STEP 11 36.6462
STEP 12 37.7457
$79,259 38.1053
$82,437 39.6332
$86,558 41.6145
$90,886 43.6952
$95,431 45.8803
$96,340
2013

Pay Grade ANNUALLY/ HOURLY HOURLY 2340 2080 ANNUALLY HOURLY 2350 2080 ANNUALLY HOURLY 2360 2080 ANNUALLY HOURLY 2370 2080 ANNUALLY HOURLY 2380 2080 ANNUALLY HOURLY $87,988 42.302 $90,628 43.5712 $93,346 44.8779 $96,147 46.2246 $99,032 47.6116 $102,002 49.0395 $105,063 50.5111 $108,215 52.0265 $111,461 53.5871 $114,804 55.1943 $118,249 56.8505 $83,798 40.2875 $86,312 41.4962 $88,901 42.7409 $91,568 44.0231 $94,316 45.3443 $97,145 46.7044 $100,060 48.1058 $103,062 49.5491 $106,153 51.0351 $109,338 52.5664 $112,618 54.1433 $79,808 38.3693 $82,202 39.5202 $84,668 40.7058 $87,208 41.927 $89,825 43.1851 $92,519 44.4803 $95,295 45.815 $98,154 47.1895 $101,098 48.6049 $104,131 50.063 $107,255 51.565 $76,008 36.5424 $78,288 37.6385 $80,636 38.7674 $83,056 39.9308 $85,547 41.1284 $88,114 42.3625 $90,757 43.6332 $93,480 44.9424 $96,284 46.2904 $99,173 47.6794 $102,148 49.1097 $72,388 34.802 $74,560 35.8462 $76,797 36.9217 $79,101 38.0294 $81,474 39.1702 $83,918 40.3452 $86,435 41.5553 $89,028 42.802 $91,699 44.0861 $94,450 45.4087 $97,284 46.7712
120
STEP 1 33.4606
STEP 2 34.4645
STEP 3 35.4981
STEP 4 36.563
STEP 5 37.6601
STEP 6 38.79
STEP 7 39.9534
STEP 8 41.152
STEP 9 42.3866
STEP 10 43.6582
STEP 11 44.9683
STEP 12 46.3174
$100,202 48.1741
$105,212 50.5827
$110,473 53.1121
$115,997 55.7678
$121,796 58.5558
2013
121
Longevity Pay
Figure 22: Rule XV. Longevity Pay
2013
122
The key finding of this study is illustrated in Figure 22 below that shows that a City Parish employee after 20 years will receive most of their total reward package after they have retired.
Figure 22: Total Compensation Analysis for a 20 Year City Parish Employee
Baton Rouge 20 Year Snapshot
Base Pay $48,199 50% $48,233 50% $21,698 $11,123 23% 12% $8,182 $7,230 8% Longevity Leave Retirement Healthcare Benefits
2013

Baton Rouge City-Parish Employee Compensation Report

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Baton Rouge City-Parish Employee Compensation Report

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CITY-PARISH TOTAL COMPENSATION STUDY

City-Parish Total Compensation Study

City of Baton Rouge, Parish of East Baton Rouge

City-Parish Total Compensation Study

City of Baton Rouge, Parish of East Baton Rouge

City-Parish Total Compensation Study

Figure 1: Key Terms Definitions and Calculations

2 Scope of the Total Compensation Study

3 Methodology and Data Sources for Benefits

City of Baton Rouge, Parish of East Baton Rouge

City-Parish Total Compensation Study

- Uniform Response - Government and Public Administration

- 200+ Employees - 1,000 4,999 Employees

- Local Government - 500+ Employees

City of Baton Rouge, Parish of East Baton Rouge

City-Parish Total Compensation Study

4 Methodology and Data Sources for Pay

Figure 3: Market Pricing Methodology

Match City-Parish positions to survey data based on job responsibilities

Review survey job matches with Advisory Committee

Key statistical analyses including 25th, 50th, and 75th percentiles

Prepare report that summarizes findings

See Appendix A for a list of all requested data.

City of Baton Rouge, Parish of East Baton Rouge

5 Total Compensation Analysis: Benefits and Pay

See Appendix B, C and D for additional information.

City of Baton Rouge, Parish of East Baton Rouge

City-Parish Total Compensation Study

Table 1: Peer Cities Pension Contribution Rate Analysis

Pension Covered Payroll

City of Baton Rouge, Parish of East Baton Rouge

City-Parish Total Compensation Study

City of Baton Rouge, Parish of East Baton Rouge

City-Parish Total Compensation Study

City of Baton Rouge, Parish of East Baton Rouge

City of Baton Rouge, Parish of East Baton Rouge

Pension Contribution Rate

Age 55/25 years of service or age 55/10 years of service

If service 25+ years, max 5 years of DROP; otherwise max 3 years

2.5% (no cap)

Highest 36 months of last 10 years service

Age 65/5 years of service or age 62/30 years of service

Age 55/10 years of service

Yes (90% of benefit, max 60 months)

2.5% with 2005 amendment, 2% without, 80% cap

7% w/o beneficiary, 8% w/ beneficiary

Highest 3 consecutive years, no overtime

Age 60/10 years of service

1.65% for people hired after 10/1/2007

2% (up to 20 years) + 1% after (20 years)

Age 62, Rule of 80

Age 55 and 5 years of service

Yes, with 26+ years of service can do 1 3 years of DROP

2.75% (no cap)

11.87% of pay in 2012

Highest 3 consecutive years

Age 60, Rule of 78, 30 years of service

Age 55 if hired before 1972

1.8% (up to 25 years) + 1% (after 25 years) with 90% cap

Highest 78 paychecks (3 years)

Age 55 and 10 years of service, Rule of 75

Only for grandfathered

Moved from a Defined Contribution to a Defined Benefit plan