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Cabarrus County, North Carolina April 24,2017 Page 2 establish working relationships, review current and desired policies and practices relating to the County's existing pay practices, to collect all available data on programs and materials currently in use, and to identify apparent strengths and weaknesses in existing systems. This meeting also provided an opportunity to discuss the County's goals in adopting a compensation plan for designated County employees. 2. The County provided copies of existing classification (position) descriptions for designated departments and functions (Administrative Support positions, Infrastructure and Asset Management, Human Services, individual position in Active Living and Parks (Park Attendant), Economic Development (Research and Marketing Assistant) and the Board of Commissioners (issued under separate cover), the County's current payroll information and compensation policies, and a list of positions identified by title,current grade,and current salary to be included in the study. 3. Department heads and supervisors in major departments were also provided information explaining the purpose of the study and Springsted's approach to conducting the study. Individual meetings were conducted with department heads and numerous supervisors to collect data on department structure, operations, and staffing along with identifying any specific departmental needs and concerns related to this study. 4. Employees and/or their supervisors provided comments concerning how their positions had changed since last reviewed. Employees were asked to respond to questions on characteristics applicable to their position. Each employee's supervisor then reviewed the revised position description for completeness and accuracy and provided any additional information they felt was relevant to the position. 5. The Springsted consultant team reviewed each revised position description upon receipt and made preliminary classification decisions. At this initial stage of the process, any apparent discrepancies, conflicts, or omissions were noted. Follow up questions with the County's Human Resources Department clarified several issues. 6. Interviews and discussions were conducted with various department heads and employees spanning six (6) different days in December 2016 and January 2017 concerning their jobs and how they had changed. 7. Springsted developed a comprehensive County approved wage survey. This information was requested from twenty-two (22)public and private agencies identified in consultation with the County to determine the market for certain benchmark positions. Information was obtained and utilized from seventeen(17)jurisdictions. Benchmark organizations included: • City of Charlotte,NC • Davie County,NC • Randolph County,NC • City of Concord,NC • Forsyth County,NC • Rowan County,NC • City of Kannapolis,NC • Gaston County,NC 0 Stanly County,NC • City of Salisbury,NC • Guilford County,NC • Wake County,NC • Town of Huntersville,NC • Iredell County,NC • York County, SC • Buncombe County,NC • Lincoln County,NC • Carolinas Healthcare • Catawba County,NC • Mecklenburg County,NC System • Davidson County,NC • Moore County,NC 8. Salary data for sixty-one (61) benchmark positions were solicited and data for fifty-seven (57) positions were utilized in our analysis. Information was gathered on minimum, maximum, and actual wage information for all positions surveyed. In addition, information was gathered on hours worked for each position,the percent of last salary increase and a wide range of other information. Attachment number 2\n F-5 Page 90