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Reciprocally, however, it is true that after a certain number of years you have learned your job fully and your value to the -County does not increase as rapidly as in the early years when an employee is learning their job and becoming more productive. RESULTS Having decided on the methodology to be used in implementing the salary survey, that is utilizing the proposed ranges from the salary survey, with modifications to place people properly within their proposed ranges based on seniority, and with modifications for the top 30 to 50 administrative and professional employees based on market, I then generated the necessary calculations for each employee. Being mindful of the strong possibility that full implementation of a new salary program would not be possible, due to budgetary constraints, determined the following priorities for salary survey implementation. Priorities: 1. Raises to bring the employee to the minimum of their salary range, and then properly place them in the range based on seniority. Z. For employees already starting at a pay level within their proposed salary range, apply seniority factors to properly place them within their proposed range, or give them a 5% salary adjustment, whichever is greater. 3. Those employees presently -within their proper range, but earning more than proper seniority. placement would warrant, receive a 5% adjustment. (Salary .adjustments are. warranted for the.. following reasons: A. 5% approximately tracks the national inflation rate; B. Salary increases nationwide have been approximately 50 this year; C. The salary survey data itself was compiled in November of 1987, hence it is approximately a year out of date already.) 4. Those employees presently above their range maximum, or who will be above the range maximum with a 5% salary adjustment. I had hoped that if we ran into budgetary constraints_ I -could utilize these priorities in implementing the more - warranted 'salary adjustments. Unfortunately, priority 1 implementation represented- about 75 percentage of the total cost of full implementation; therefore the priorities . established were not the effective budgeting tool that I had hoped they would be. I .discussed my preliminary calculations as to the fiscal requirements to. implement the salary survey with Budget Director Joe Baird. Our preliminary review indicates that the budgeted funds for fiscal year 1988/89 will be short of the total funds necessary to implement the salary survey. RECOMMENDATION feel that it is very important to implement the salary survey at the time the new fiscal year begins October 1st (in fact, because County pay periods end on a Thursday, I would recommend implementing a new salary plan effective Friday, September 30, 1988 in order to avoid the need for 500 plus manual check adjustments that would be required if we had one day of a pay period under our present salary structure and the other 9 days of the pay period under a new salary structure to be implemented pursuant to the salary study.) My discussions with department heads and division heads in the first week upon assuming the position of Acting County Administrator clearly demonstrated to me that some implementation of the salary study was imperative to employee moral. Inquiries in the hallway from scores of employees confirmed that point. There is a general impression among employees that salary studies come, and salary studies go, but they are never implemented so that employees never reap the benefits of a salary adjustment. It is clear that implementation of the salary survey would result in at least 5% increases for each employee and in some cases result in substantial upward adjustments of salary, which adjustments would reflect both seniority and merit according to the salary survey and the job market itself. As stated above full implementation is not possible within the 33 SEP 2 0 1988 BOOK 74 P, 1317