During the May 7 Churchill County Board of Commissioners meeting, Baker Tilly consultants presented the countywide compensation study, including methodology, market comparisons, internal equity analysis, and recommended pay structures.
Consultants explained that the study focused on both “internal equity,” comparing positions within the county organization, and “external equity,” comparing county wages to similar employers. Consultants used a point-factor job evaluation system measuring nine compensable factors, including education requirements, experience requirements, supervisory responsibilities, and complexity of duties. The study evaluated the position itself, rather than the employee currently holding it.
Baker Tilly surveyed 92 county positions, with 86 positions receiving enough market data for comparison. According to the presentation, approximately 69% of county positions were found to be below market rates, while about 7% were above market. The study showed county pay ranges generally lagging behind comparable employers, with minimum pay rates averaging about 6.9% below market and midpoint pay rates averaging roughly 9.7% below market. Adjustments were also made to account for cost-of-labor differences between rural and urban areas.
Consultants proposed reducing the number of unused pay grades to simplify administration and create more consistent progression between salary steps. Three possible implementation methods were presented, including placing employees on steps based on years in position, current pay placement, or having employees stay on the same step in the new plan.
Commissioners discussed how the compensation study should be tailored to Churchill County’s workforce and budget realities, focusing on balancing competitive wages with the county’s financial limitations, as several departments are struggling to recruit and retain qualified employees. They also debated whether certain proposed pay grades should be adjusted to reduce fiscal impacts while still improving competitiveness. Concerns were raised about making sure supervisors are paid fairly compared to the employees they oversee, keeping opportunities for employees to move up in pay, and making county jobs competitive enough to bring workers for specialized positions like attorneys and accounting staff.
The board ultimately approved the compensation study, the updated pay table, the position grade assignments, and the implementation plan for the next fiscal year. Under the approved plan, employees will be placed on salary steps based on the number of years they have worked in their current position.
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