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C A B O T D O W
A S S O C I A T E S
JEFFERSON COUNTY, WASHINGTON
2017 COMPENSATION STUDY
FINAL REPORT
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Jefferson County, Washington
2017 Compensation Study
Cabot Dow Associates
May 2018
Contents
Background ................................................................................................................................................... 2
Scope of Study ............................................................................................................................................... 2
Market Sample .............................................................................................................................................. 2
Position Comparisons .................................................................................................................................... 4
Recommendations and Validation ................................................................................................................ 5
Compensation Report Appendices ................................................................................................................ 5
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Background
Jefferson County is located in a rural area on the Olympic Peninsula in Washington State with limited
accessibility to urbanized areas and the I-5 corridor. It is approximately 1,815 square miles in size and is
divided into two isolated parts by the Olympic National Park. Most of Jefferson County’s population
(approximately 31,090) lives on the east side of the County where the only incorporated city, Port
Townsend, is the County Seat. Jefferson County is adjacent to Kitsap County (across Hood Canal), Island
County (access by ferry), and Clallam County to the west and Mason County to the south.
Jefferson County is governed by a three-member elected Board of County Commissioners, who hold
budgetary authority over 15 departments and offices. Of these, eight are headed by independently
elected officials: Assessor, Auditor, Clerk, District Court, Prosecutor, Sheriff, Superior Court/Juvenile &
Family Court Services, and Treasurer. The appointed County Administrator is responsible for
administrative and operational oversight over six departments: Central Services, Community
Development, Emergency Management, Public Health, Public Works, and W.S.U. Extension.
The County employs just over 300 regular and part-time employees. Approximately 260 employees are
represented by labor unions and the remaining 40 employees are non-represented.
Scope of Study
The objective of the 2017 Compensation Study was to perform a total compensation analysis of all
Jefferson County positions. This included both non-represented employees and represented employees
of all bargaining units. The County had not conducted a study for several years and was interested in its
standing in terms of total compensation (ie salaries and selected benefits such as retirement contributions
and health benefits) amongst a selected sample of counties in Washington State.
Market Sample
The County has selected a sample of seven comparable Washington State counties for compensation
survey purposes. Comparable agencies have been selected to meet the interest arbitration test per State
law for Deputies (RCW 41.56.450-465) and have been discussed and agreed to in all other County
bargaining units for more than 15 years. These include Chelan, Clallam, Douglas, Island, Lewis, Mason,
and Pacific counties. Table 1 below compares the counties’ populations and assessed valuations.
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Table 1: Comparison of Market Selection 2016 Population, Assessed Valuation, and Millage Rates1
A B C E F G H
County Population Assessed Valuation
Millage Rate
County
General
(2016)
Millage Rate
County
Roads
(2016)
Millage
Rate -
Combined
(E+F)
Mill Rate x AV
(GxC)
Jefferson 31,090 $ 4,639,591,919 1.693 1.294 2.987 $ 13,858,461,062
Chelan 75,910 $ 9,709,253,746 1.256 1.323 2.579 $ 25,040,165,411
Clallam 73,410 $ 7,318,181,962 1.404 1.443 2.847 $ 20,834,864,046
Douglas 40,720 $ 4,504,970,598 1.283 1.702 2.985 $ 13,447,337,235
Island 82,910 $ 12,369,752,875 0.712 0.836 1.548 $ 19,148,377,451
Lewis 76,890 $ 7,057,914,504 1.687 2.223 3.910 $ 27,596,445,711
Mason 62,320 $ 6,946,726,276 1.630 1.220 2.850 $ 19,798,169,887
Pacific 21,180 $ 2,308,834,034 1.639 1.794 3.433 $ 7,926,227,239
Average 61,906 $ 7,173,661,999 1.373 1.506 2.879 $ 19,113,083,854
Jefferson +/- -49.8% -35.3% 23.3% -14.1% 3.8% -27.5%
NOTE: Jefferson County not included in average.
1 Source: Washington State Office of Financial Management; Washington State Department of Revenue
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The average population of these comparable counties is nearly 100% higher than Jefferson County; the
average total assessed valuation is 55% than that of Jefferson County. While Jefferson’s combined millage
rate is essentially the same as the average rate of the comparable counties, its mill rate applied to assessed
valuation is 27.5% lower than the average.
Of note is the fact that Chelan and Douglas counties are served by a joint Health District, rather than
individual public health departments within each county. Therefore, public health positions were
compared with positions in the Chelan Douglas Health District, which has a different funding structure
than a comparable county agency.
Position Comparisons
CDA made every effort to obtain as much pertinent data as possible from comparable agencies over a six-
month period; oftentimes, apples-to-apples comparisons are difficult to make, and data from other
agencies is sometimes not forthcoming. CDA reviewed Jefferson County’s job descriptions and compared
them with similar job descriptions in each of the comparable agencies. Job matches were considered
appropriate when approximately 80% of the job position content was similar with the County’s
corresponding position. In addition to job descriptions, CDA used other available documents, such as
collective bargaining agreements, organizational charts, payroll data, and established surveys such as
those published by the Associates of Washington Cities, to supplement the study.
Total compensation reports for 5-year, 10-year, 15-year, and 20-year employees are provided in the
Appendices. Total compensation is shown from the employer cost perspective and includes the position
salary for the respective tenure; applicable longevity premiums; employer deferred compensation
contributions; medical, dental, and vision premium contributions; and paid holiday and vacation leave.
These compensable items were summed into a net hourly rate to use as a basis of comparison of total
compensation between Jefferson County and the selected market.
To ensure comparability between health insurance premium contributions, CDA multiplied all tiered
premium rates by a .67 factor to make them more comparable with composite health premium rates.
Adjusted rates include Jefferson County’s contribution for UFCW and non-represented employees; and
Island County’s contribution for clerical/technical and non-represented employees. By far, the majority
of the comparable counties provide a composite health insurance premium rate. Where additional
contributions are available to employees, such as VEBA benefits or co-pay expense reimbursements, these
were added to the monthly employer health insurance premium contribution.
Out of 211 classifications surveyed, 95 positions were not able to be matched, for several reasons.2
Jefferson County provides some unique services that comparable counties do not, such as Recreation
Services. Several comparable counties offer limited solid waste services, whereas Jefferson County offers
a full range of services.
2 CDA considers four matches to be sufficient for statistical purposes. Positions with less than four matches were
not analyzed in the study.
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CDA also found that Jefferson County’s classifications are often very specific and individualized. Where
one comparable may have one classification performing a particular function, for example, Jefferson
County may have three classifications. On average, Jefferson County has 1.4 employees for every job
classification. The County also has many classifications that are very similar in nature and difficult to
distinguish between other classifications (such as the Solid Waste Attendant, Operator, etc.) and CDA was
careful not to force or make artificial comparisons.
A list of the positions not matched is included in Appendix P. For these positions, CDA has recommended
that they be benchmarked (or slotted) with other similar positions that were matched. CDA has provided
recommended benchmarks for these positions. This is customary in the compensation field.
Recommendations and Validation
CDA has not provided any recommendations as to suggested salary ranges for surveyed classifications,
as the County has determined that this is the purview of the bargaining process. CDA does recommend
some non-quantitative measures that Jefferson County may consider:
1. Perform a comprehensive, qualitative assessment of its classification structure. Many of Jefferson
County’s positions were difficult to match in the market due to the very specific and numerous
classifications. The County may consider reviewing its current classification structure to combine
position classifications where needed or to adjust existing jobs to better fit the market. Broadbanding is
a common strategy in the compensation field, particularly in the private sector. This suggested review
may include an audit of internal equity between classifications to ensure accurate salary structures in
comparison to the market for similar positions.
2. Establish a selection of benchmark positions to survey in the market and “slot in” non-benchmarked
positions. An outgrowth of the previous recommendation, establishing a selection of classifications to
benchmark in subsequent compensation studies will allow for more succinct, timely analyses. Using
market principles, non-benchmarked positions can be “slotted in” to appropriate salary ranges based on
their relationships to benchmarked positions.
This Report on the total compensation analysis of Jefferson County’s positions was prepared by Cabot
Dow, the president and principal human resources management consultant at Cabot Dow Associates, Inc.
This Report is intended to be fully responsive to Jefferson County’s contract for professional services and
reflects the consultant’s independent professional methodology, tables, judgments and findings.
Compensation Report Appendices
Chart: Total Compensation Summary Chart, All Positions
A. All Departments
B. Assessor
C. Auditor
D. Board of County Commissioners
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E. Central Services
F. Clerk
G. Community Development
H. District Court
I. Emergency Management
J. Juvenile Services
K. Prosecuting Attorney
L. Public Health
M. Public Works
N. Sheriff
O. Treasurer
P. WSU Extension
Q. Positions not matched