Category: Featured

Evergreen was rehired by the Town of Hilton Head Island to conduct a comprehensive review and update of the Town’s classification and compensation system. Evergreen will update salary ranges to reflect competitive labor market conditions; explore alternative pay scales, including potential step systems for Uniformed Fire positions and Dispatchers; and provide tools and policies to support ongoing administration and sustainability of the system. 

Evergreen was hired by the Leon County Property Appraiser’s Office (LCPAO) to conduct a Classification and Compensation Study.  Evergreen will review the existing compensation plans of LCPAO; interview department heads/managers; hold focus groups with employees; outline career paths/promotional opportunities to provide compensation growth (e.g., career series – Appraiser, I, II, and III); conduct a market salary survey; produce a new pay plan that best meets the needs of LCPAO from an internal and external equity standpoint; create implementation solutions; develop a communication plan for employees; develop recommendations for a maintenance program; provide training and tools to HR staff; and update class descriptions for any new positions created as a result of career pathing recommendations.  

Evergreen was hired by Frederick County to examine the feasibility of outsourcing medical services for the County’s Detention Center. Evergreen will complete the following tasks: clarify all components of “medical services” (primary care, mental health, pharmacy, emergency response) and identify resources the County would need to provide if services were insourced; gather baseline data on the existing medical services agreement, including cost, staffing, scope, performance, compliance, and operational challenges; evaluate contractor performance against NCCHC, ACA, and state standards; design a comparable staffing plan using County employees, detailing positions, coverage, supervision, and support infrastructure; estimate all personnel and operational costs in collaboration with HR and Finance; create a three to five year comparison of outsourced versus in-house models, analyzing total costs, service quality, flexibility, and operational control; review liability, accreditation, licensure, and compliance impacts of each model in consultation with County legal counsel; conduct interviews with Detention Center leadership, HR, Finance, Legal, and staff, and benchmark similar counties that have changed models; summarize key trade-offs (cost, quality, liability, control, and staffing) and identify barriers or hybrid options if appropriate; and provide a comprehensive written report outlining data, analysis, stakeholder feedback, and evidence-based recommendations, including implementation considerations and transition planning.

Evergreen was hired by Perquimans County to conduct a Classification and Compensation Study. Evergreen will perform the following tasks: evaluate the existing compensation and classification system; interview department and County Commissioners to obtain relevant information/data on specific compensation issues and policies; identify the classification of existing positions utilizing the approved method for job evaluation; develop recommendations of FLSA (exemption) status based on the results of the JAT review and federal requirements; conduct a salary survey; determine the proper pay plan/structure for positions using the 50th and 60th percentiles (including County Commissioner positions); develop recommendations and guidelines for the continued administration and maintenance of the compensation system; and update existing class descriptions. 

Evergreen was hired by Clark County to update job descriptions for all County positions apart from elected officials. Evergreen will evaluate current job descriptions; engage with employees to complete new position analysis questionnaire(s) to gather up-to-date information; evaluate jobs and standardize titles that work with Workday/HRIS administration (record management) and workforce planning; build a consistent accessible approach of levels, functions, and families; and create a framework that enables employees and managers to be able to have career conversations around current and future skills and career growth. 

Evergreen was hired by the Town of Hanover to conduct a Classification, Compensation, and Benefits Study. Evergreen will complete the following tasks: review existing compensation plan(s); interview department heads and hold focus groups with employees to obtain information on compensation issues and policies; administer JAT and MIT; recommend classification changes; conduct a external labor market salary and benefits survey; produce a revised or new pay scale that best meets the needs of the Town from an internal and external equity standpoint; create implementation solutions for consideration that take into account the current position of the Town; develop a communication plan for sharing study results with employees; and develop recommendations and guidelines for continued administration and maintenance of the compensation system.  

Evergreen was hired by the City of Portland to conduct a Classification and Pay Study. Evergreen will conduct the study in two phases. Phase One will focus on engaging stakeholders in defining a refined compensation philosophy and guiding the City in establishing a new pay philosophy; creating a pay plan(s) that balances internal equity and external competitiveness; enabling salary progression over an employee’s career to support retention; and ensuring compensation for non-union employees is thoughtful, competitive, and equitable. Phase Two will involve developing a comprehensive performance evaluation program for non-union staff, tied to a merit bonus incentive system.

Evergreen was hired by DeKalb County to conduct a classification and compensation study. Evergreen will achieve the following objectives: develop and implement a modern, equitable, legally defensible, and competitive compensation system to increase employee value proposition; develop a streamlined and consistent classification system that promotes equity and clarity across all departments; establish a competitive salary structure that reflects current market conditions and supports the County’s ability to attract and retain a highly skilled workforce; enhance opportunities for employee growth by defining clear career pathways and promotional opportunities; address pay compression and other disparities to foster a fair and productive work environment; ensure compliance with all relevant federal, state, and local regulations to maintain a legally defensible compensation framework; design a compensation structure that balances competitiveness with fiscal responsibility and sustainability to support long-term organizational objectives; conduct a thorough analysis of the County’s current job classifications and compensation structures to identify areas for improvement; develop a comprehensive job evaluation system that considers factors such as job complexity, required skills, and responsibilities; provide recommendations for a transparent and adaptable compensation system that aligns with industry best practices; and establish mechanisms for ongoing evaluation and updates to the classification and compensation systems to ensure continued relevance and competitiveness.