2006 House 9 Study Compensation

Guide for the 111th Congress Guide for the 110th Congress

Produced for for the Produced the Chief Administrative Officer (CAO) Office Chief Administrative Office U.S. House of Representatives

U.S. House of Representatives

By ICF International By

ICF International

TABLE OF CONTENTS
Page I. II. INTRODUCTION................................................................................................ I-1 HIRING AND COMPENSATION PRACTICES ................................................. II-1 Chief of Staff........................................................................................... II-1 Legislative Director ................................................................................. II-4 Senior Legislative Aide ........................................................................... II-7 Legislative Aide .................................................................................... II-10 Legislative Correspondent.................................................................... II-13 Office Manager/Executive Assistant ..................................................... II-16 Press Secretary/Communications Director........................................... II-19 Scheduler ............................................................................................. II-22 Staff Assistant (Washington, D.C.) ....................................................... II-25 Staff Assistant (District) ........................................................................ II-28 Constituent Services Representative/Caseworker ............................... II-31 District Director ..................................................................................... II-34 Field Representative............................................................................. II-37 III. ORGANIZATIONAL STRUCTURE.................................................................. III-1 Organizational Charts............................................................................ III-1 Additional Duties ................................................................................... III-2 Emergency Coordinator ................................................................... III-2 Systems Administrator ..................................................................... III-2 Financial Administrator..................................................................... III-2 IV. BENEFITS ....................................................................................................... IV-1 Pay Increases........................................................................................ IV-1 Cost of Living Adjustments (COLA).................................................. IV-1 Merit Increases/Raises..................................................................... IV-2 Pay Adjustments/Lump Sum Bonuses ............................................. IV-3

Page Leave..................................................................................................... IV-4 Annual Leave ................................................................................... IV-4 Sick Leave ....................................................................................... IV-6 Family and Medical Leave (FMLA)................................................... IV-8 Administrative Leave........................................................................ IV-9 Bereavement Leave ......................................................................... IV-9 Student Loan Repayment.................................................................... IV-10 Other Benefits ..................................................................................... IV-11 Flexible Work Arrangements .......................................................... IV-11 District Work Periods...................................................................... IV-12 V. VI. PERFORMANCE APPRAISALS/EVALUATIONS ........................................... V-1 OTHER OFFICE PRACTICES......................................................................... VI-1 Procedure Manual ................................................................................. VI-1 Developmental Opportunities ................................................................ VI-1 Dress Code ........................................................................................... VI-1 Wellness Activities................................................................................. VI-1 New Employee Orientation.................................................................... VI-2 Foreign Languages and Constituent Demographics ............................. VI-2 Cultural or Ethnic Events/Holidays ........................................................ VI-2 Diversity Recruitment ............................................................................ VI-3 VII. VIII. IX. RECRUITMENT AND RETENTION................................................................ VII-1 PERCEIVED NEED FOR BENEFITS ............................................................ VIII-1 THE IMPACT OF EMPLOYMENT PRACTICES ............................................ IX-1 Benefits, Office Size, and Turnover ....................................................... IX-1 Pay Increases and Turnover ................................................................. IX-2 Performance Appraisal/Evaluation and Turnover .................................. IX-3 Recruitment Strategies and Applications............................................... IX-4 X. SURVEY QUESTIONS ..................................................................................... X-1

CHAPTER I – INTRODUCTION

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INTRODUCTION

This report summarizes the results of a study conducted for the Chief Administrative Officer of the U.S. House of Representatives on compensation, employment, organizational structure, benefits, and other office practices of House Member personal offices. The study was conducted using a Web-based survey that was sent to all 441 Representatives’ offices. A total of 199 (45.1%) offices provided responses to the survey during the survey administration: June 16, 2009-July 16, 2009. This was a 13.1% increase over the 2006 response rate of 32.0%. The next eight chapters are as follows: Chapter II: Hiring and Compensation Practices — summarizes the education, compensation, and experience qualifications of office staff in 13 core positions. Chapter III: Organizational Structure — describes the typical organizational structures used in Washington, D.C. and District offices as well as the positions that perform specialized functions (i.e., Emergency Coordinator, Systems Administrator, Financial Administrator). Chapter IV: Benefits — summarizes Members’ office policies related to pay increases, leave, student loan repayments, flexible work arrangements, and district work periods. Chapter V: Performance Appraisal/Evaluations — summarizes the most commonly used appraisal/evaluation practices and the frequency with which they are performed. Chapter VI: Other Office Practices — discusses office practices including providing a procedure manual, developmental opportunities, dress code, wellness activities, new employee orientation, foreign languages, constituent demographics, cultural or ethnic events/holidays, and diversity recruitment. Chapter VII: Recruitment and Retention — lists the most common recruitment sources for each core position and information on the turnover rates for each position. Chapter VIII: Perceived Need for Benefits — reports the positive impact offices experience as a result of providing various benefits and summarizes the benefits employees frequently requested. Chapter IX: The Impact of Employment Practices — shows the results of analyses relating various office practices and outcomes. Office size predicts both benefits offered and turnover. The relationships between benefits, performance appraisals, and turnover are displayed. Additionally, the relationship between recruiting practices and applications is depicted. Chapter X: Survey Questions — contains a complete list of the survey questions.

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How to Use the Report The purpose of this report is to provide Member offices with information on the typical compensation and benefits policies employed by other Member offices. In using the data contained in the report, it should be noted that the overall response rate associated with the 2009 survey (45.1%) allows for stable conclusions to be drawn about the policies and practices of the current Member offices. However, it should be noted that the response rate for specific questions might be lower than the overall response rate because not all offices answered every question. Where possible, 2009 responses are compared to 2006 responses. For response options that changed in the 2009 survey, “N/A” is indicated for the 2006 data.

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CHAPTER II – HIRING AND COMPENSATION PRACTICES

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Chief of Staff
Position Summary A typical Chief of Staff: • On average, earns $134,307 annually • Has been in the position for 5.2 years • Works in the Washington, D.C. office • Has a bachelor’s degree • May also perform Legislative Director and Office • May have previous experience in the House, Manager/Executive Assistant duties federal and state/local government, and the private sector . Summary of Primary Duties • • • • • . • Acts as the Member’s chief policy advisor Develops and implements all policy objectives, strategies, and operating plans for the Member’s office Manages and directs all activities and staff of the Member’s Washington, D.C. and District offices Coordinates the activities of the Member with the Leadership and Committee office(s) Oversees the office budget Alternate Titles Deputy Chief of Staff • Chief of Staff for a particular location (e.g., Chief of Staff District)

Salary Summary 2006-2009 Change -17.2% 3.4% 0.0% 3.5% 5.9% 7.5%

Percentile Minimum 25% 50% (median) Average 75% Maximum

2009 $72,000 $120,000 $130,000 $134,307 $157,250 $172,000

2006 $87,000 $116,000 $130,000 $129,736 $148,500 $160,000

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Salary Distribution

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The average Chief of Staff’s salary is $134,307

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Chief of Staff
Annual Salary as a Function of Years in Position Years in Position 4 to 6 7 to 9 years years 1 2 0 0 2 0 4 2 1 0 6 4 15 4 2 4 6 5 11 8 1 0 49 29

Annual Salary $70,000-$79,999 $80,000-$89,999 $90,000-$99,999 $100,000-$109,999 $110,000-$119,999 $120,000-$129,999 $130,000-$139,999 $140,000-$149,999 $150,000-$159,999 $160,000-$169,999 $170,000-$179,999 Total

Less than 1 year 0 0 0 0 0 0 0 0 0 0 0 0

1 to 3 years 0 2 5 11 9 28 14 5 2 4 0 80

10 to 12 years 0 0 0 0 0 3 0 2 4 11 0 20

13 years or more 0 0 0 0 0 1 0 2 2 6 1 12

Total 3 2 7 17 10 42 33 15 19 40 2 190

How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 65.5% 27.3% 2.1% 5.2% 100.0% 2006 73.0% 27.0% 0.0% N/A 100.0%

Additional Roles Performed by Employees in this Job Role None Legislative Director Office Manager/Executive Assistant Press Secretary/ Communications Director District Director Senior Legislative Aide Legislative Aide Scheduler Constituent Services Representative/Caseworker Legislative Correspondent 2009 35.0% 11.0% 10.0% 9.0% 8.5% 4.0% 2.5% 1.0% 0.5% 0.5% 2006 42.5% 6.3% 12.6% 8.7% 7.1% 3.1% 2.4% 0.8% 0.0% 0.0%

*Other includes additional roles such as overseeing district staff, serving as a liaison with federal agencies, overseeing policy, covering committees, and administrative and policy management of congressional office.

Number of Positions per Office Positions per Office 1 2 Total* 2009 94.2% 5.8% 100.0% 2006 95.3% 4.7% 100.0%

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 89.4% 10.6% 100.0% 2006 94.5% 5.5% 100.0%

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Chief of Staff
Primary Duty Station Response Washington, D.C. office District office Total 2009 87.1% 12.9% 100.0% 2006 89.1% 10.9% 100.0% Commuting Between District and D.C. Office Response Yes No Total 2009 67.0% 33.0% 100.0% 2006 58.6% 41.4% 100.0%

Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 5.2 6.2 2.8 5.1 5.1 2006 5.2 6.5 2.7 2.2 3.7

Education Educational Attainment Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 4.7% 0.5% 53.9% 22.5% 17.3% 1.0% 2006 4.7% 0.8% 46.5% 26.0% 20.5% 0.8%

Gender Response Male Female Total 2009 58.7% 41.3% 100.0% Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 3.8% 48.9% 24.2% 19.9% 3.2% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 1.1% 1.6% 0.0% 7.5% 2.7% 87.1% 0.0% 100.0%

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Legislative Director
Position Summary A typical Legislative Director: • On average, earns $84,273 annually • Has been in the position for 3.3 years • Works in the Washington, D.C. office • Has a bachelor’s degree • May also perform Senior Legislative Aide duties • May have previous experience in the House, federal and state/local government, and the private sector

Summary of Primary Duties • • • • • • Advises the Member on all legislative areas Assists in the development of policy positions and legislative initiatives Manages and supervises the Member’s legislative staff Monitors and reports on floor action to the Member and the Chief of Staff Alternate Titles Deputy Chief of Staff Legislative Counsel • • Salary Summary 2006-2009 Change 19.0% 11.9% 4.2% 10.2% 5.9% 27.1% Senior Advisor Policy Director

Percentile Minimum 25% 50% (median) Average 75% Maximum

2009 $50,000 $75,000 $81,000 $84,273 $90,000 $152,500

2006 $42,000 $67,000 $77,750 $76,490 $85,000 $120,000

Salary Distribution

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0 0 0 0 0 0 0 0, 00 17 0 0 0 0 0 0 0 0 0 0, 00 0, 00 0, 00 0, 00 0, 00 0, 00 20 30 40 10 50 60 70 80 90 0, 00 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 0
The average Legislative Director salary is $84,273

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Legislative Director
Annual Salary as a Function of Years in Position Years in Position 4 to 6 years 3 0 14 2 29 8 23 17 10 9 6 4 2 1 2 0 1 1 0 0 0 0 90 42

Annual Salary $50,000-$59,999 $60,000-$69,999 $70,000-$79,999 $80,000-$89,999 $90,000-$99,999 $100,000-$109,999 $110,000-$119,999 $120,000-$129,999 $130,000-$139,999 $140,000-$149,999 $150,000-159,999 Total

Less than 1 year 0 0 1 0 1 0 0 0 0 0 0 2

1 to 3 years

7 to 9 years 0 1 1 4 0 3 0 0 0 0 0 9

10 years or more 0 0 1 1 0 2 0 0 1 0 1 6

Total 3 17 40 45 20 15 3 2 3 0 1 149

Note: Tenure categories were collapsed to maintain confidentiality of salary data.

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How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 82.1% 13.9% 1.3% 2.6% 100.0% 2006 73.0% 27.0% 0.0% N/A 100.0% Additional Roles Performed by Employees in this Job Role None Senior Legislative Aide Legislative Aide Legislative Correspondent Chief of Staff Office Manager/Executive Assistant Constituent Services Representative/Caseworker Press Secretary/Communications Director Field Representative 2009 49.4% 15.6% 4.5% 3.9% 0.6% 0.6% 0.6% 0.6% 0.6% 2006 59.4% 12.9% 9.9% 3.0% 2.0% 4.0% 1.0% 0.0% 0.0%

*Other includes coordinating progressive caucus activities, filling in for the Chief of Staff, meeting with constituents, reviewing constituent communications, and writing district speeches.

Number of Positions per Office Positions per Office 1 2 3 4 5 6 7 Total

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 92.6% 7.4% 100.0% 2006 92.1% 7.9% 100.0%

2009 40.4% 33.0% 13.8% 8.5% 3.2% 0.0% 1.1% 100.0%

2006 97.0% 2.0% 1.0% 0.0% 0.0% 0.0% 0.0% 100.0%

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Legislative Director
Primary Duty Station Response Washington, D.C. office District office Total 2009 99.3% 0.7% 100.0% 2006 100.0% 0.0% 100.0% Commuting Between District and D.C. Office Response Yes No Total 2009 16.3% 83.7% 100.0% 2006 18.8% 81.2% 100.0%

Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 3.3 5.9 1.5 2.0 1.8 2006 3.1 4.1 2.7 2.2 3.2

Education Educational Attainment Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 1.4% 0.7% 54.7% 26.4% 15.5% 1.4% 2006 4.7% 0.8% 46.5% 26.0% 20.5% 0.8%

Gender Response Male Female Total 2009 63.5% 36.5% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 0.7% 2.1% 0.0% 7.0% 2.1% 86.6% 1.4% 100.0%

Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 26.8% 59.4% 8.7% 5.1% 0.0% 100.0%

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Senior Legislative Aide
Position Summary A typical Senior Legislative Aide: • On average, earns $61,622 annually • Works in the Washington, D.C. office • Performs no additional duties • • • Has been in the position for 3.4 years Has a bachelor’s degree May have previous experience in the House, federal government, and the private sector

Summary of Primary Duties • • • • Develops and plans legislative initiatives Monitors legislative developments within Committees and on the House floor Writes floor speeches for the Member Meets with constituents and special interest groups on behalf of the Member Alternate Titles • • Legislative Counsel Senior Legislative Counsel • • Salary Summary 2006-2009 Change -39.1% 11.1% 15.4% 11.2% 5.7% 58.7% Senior Policy Advisor/Counselor Legislative Assistant

Percentile Minimum 25% 50% (median) Average 75% Maximum

2009 $21,000 $50,000 $60,000 $61,622 $68,681 $146,000

2006 $34,500 $45,000 $52,000 $55,405 $65,000 $92,000

Salary Distribution

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0 0, 00 11 0 0, 00 12 0 0, 00 13 0 0, 00 14 0 0, 00 15 0 0, 00 16 0 0, 00 17 0 0, 00 0 10 0 0 0 0 0 0 0 ,0 0 ,0 0 0 10 20 30 40 50 60 70 80 90 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0
The average Senior Legislative Aide’s salary is $61,622

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Senior Legislative Aide
Annual Salary as a Function of Years in Position Years in Position 4 to 6 years 2 0 3 1 18 9 23 7 22 15 7 2 7 5 2 2 0 0 1 0 0 0 0 0 0 0 85 41

Annual Salary $20,000-$29,999 $30,000-$39,999 $40,000-$49,999 $50,000-$59,999 $60,000-$69,999 $70,000-$79,999 $80,000-$89,999 $90,000-$99,999 $100,000-$109,999 $110,000-$119,999 $120,000-$129,999 $130,000-$139,999 $140,000-$149,999 Total

Less than 1 year 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 to 3 years

7 to 9 years 0 0 0 2 2 0 2 0 0 0 1 0 1 8

10 years or more 0 0 0 0 1 1 0 1 0 0 0 1 0 4

Total 2 4 27 32 40 10 14 5 0 1 1 1 1 138

Note: Tenure categories were collapsed to maintain confidentiality of salary data.

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How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 63.0% 28.3% 1.4% 7.2% 100.0% 2006 78.8% 21.2% 0.0% N/A 100.0% Additional Roles Performed by Employees in this Job Role None Legislative Aide Legislative Correspondent Legislative Director Office Manager/Executive Assistant Constituent Services Representative/Caseworker Press Secretary/Communications Director Staff Assistant (District) District Director 2009 52.5% 8.6% 3.6% 2.2% 1.4% 1.4% 0.7% 0.7% 0.7% 2006 56.9% 25.0% 11.1% 2.8% 0.0% 0.0% 0.0% 0.0% 0.0%

*Other includes extra roles such as handling senior committee responsibilities for the Member, serving on a minority staff committee, acting as a tax policy advisor, and coordinating with the District office.

Number of Positions per Office Positions per Office 1 2 3 Total

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 91.6% 8.4% 100.0% 2006 89.0% 11.0% 100.0%

2009 79.5% 17.0% 3.6% 100.0%

2006 69.5% 23.7% 6.8% 100.0%

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Senior Legislative Aide
Primary Duty Station Response Washington, D.C. office District office Total 2009 96.4% 3.6% 100.0% Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 2006 3.4 4.3 1.2 0.7 2.4 2.5 2.3 2.1 1.6 2.4 Educational Attainment Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2006 100.0% 0.0% 100.0% Commuting Between District and D.C. Office Response Yes No Total 2009 20.9% 79.1% 100.0% Education 2006 26.0% 74.0% 100.0%

2009 2.2% 1.4% 58.3% 15.1% 20.1% 2.9%

2006 2.7% 0.0% 63.0% 19.2% 12.3% 2.7%

Gender Response Male Female Total Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 43.3% 41.8% 10.4% 4.5% 0.0% 100.0% 2009 51.2% 48.8% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 0.7% 6.0% 0.0% 6.0% 6.7% 78.4% 2.2% 100.0%

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Legislative Aide
Position Summary A typical Legislative Aide: • On average, earns $45,105 annually • Works in the Washington, D.C. office • Performs no additional duties • • • Has been in the position for 2.5 years Has a bachelor’s degree May have previous experience in the House and the private sector

Summary of Primary Duties • • • • Tracks legislation and other developments in an assigned issue areas Drafts constituent correspondence for the Member Prepares for Committee meetings and hearings related to specific issues Answers constituent letters and helps constituents with federal matters Alternate Titles • • • Counsel Legislative Assistant Legislative Aide/Press Assistant • Legislative Counsel • Chief Writer • Fellow Salary Summary 2006-2009 Change -14.3% 7.0% 6.1% 3.8% 0.0% 25.5%

Percentile Minimum 25% 50% (median) Average 75% Maximum

2009 $24,000 $38,520 $43,500 $45,105 $50,000 $96,000

2006 $28,000 $36,000 $41,000 $43,433 $50,000 $76,500

Salary Distribution

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

The average Legislative Aide’s salary is $45,105

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Legislative Aide
Annual Salary as a Function of Years in Position Years in Position 4 to 6 7 to 9 years years 0 4 16 9 6 1 0 1 37

Annual Salary $20,000-$29,999 $30,000-$39,999 $40,000-$49,999 $50,000-$59,999 $60,000-$69,999 $70,000-$79,999 $80,000-$89,999 $90,000-$99,999 Total

Less than 3 years 8 54 96 29 11 2 1 0 201

0 1 0 1 1 0 0 0 3

10 years or more 0 0 0 0 1 1 0 0 2

Total 8 59 112 39 19 4 1 1 243

Note: Tenure categories were collapsed to maintain confidentiality of salary data.

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How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 70.7% 25.2% 1.7% 2.5% 100.0% 2006 73.0% 27.0% 0.0% N/A 100.0% Additional Roles Performed by Employees in this Job Role None Legislative Correspondent Senior Legislative Aide Press Secretary/Communications Director Staff Assistant Constituent Services Representative/Caseworker Scheduler 2009 56.6% 9.8% 6.6% 1.6% 1.2% 0.8% 0.4% 2006 65.9% 12.2% 9.1% 0.6% 0.0% 0.0% 0.6%

*Other includes not being involved in constituent mail and additional roles such as correspondence, providing support to the chief of staff, and preparing and overseeing/proofreading communication materials.

Number of Positions per Office Positions per Office 1 2 3 4 5 Total

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 88.4% 11.6% 100.0% 2006 91.6% 8.4% 100.0%

2009 43.5% 38.9% 13.0% 3.8% 0.8% 100.0%

2006 38.1% 40.7% 15.3% 5.1% 0.8% 100.0%

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Legislative Aide
Primary Duty Station Response Washington, D.C. office District office Total 2009 99.6% 0.4% 100.0% Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 2.5 2.3 0.7 0.3 1.6 2006 1.8 1.4 0.5 1.6 2.8 2006 99.4% 0.6% 100.0% Commuting Between District and D.C. Office Response Yes No Total 2009 12.7% 87.3% 100.0% 2006 12.7% 87.3% 100.0%

Education Educational Attainment Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 1.2% 0.4% 73.4% 13.9% 10.7% 0.0% 2006 0.0% 0.0% 70.5% 16.3% 13.2% 0.0%

Gender Response Male Female Total Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 82.4% 15.5% 1.3% 0.4% 0.4% 100.0% 2009 51.5% 48.5% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 0.8% 7.2% 0.4% 5.9% 6.8% 78.4% 0.4% 100.0%

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Legislative Correspondent
Position Summary A typical Legislative Correspondent: • On average, earns $35,177 annually • Works in the Washington, D.C. office • May also perform Legislative Aide duties • • • Has been in the position for 2.2 years Has a bachelor’s degree May have previous experience in the House and the private sector

Summary of Primary Duties • • • • Provides research for letters from constituents Prepares and oversees the proofreading and printing of form letters Creates draft responses to letters from constituents Provides administrative support and assistance to Legislative Aides Alternate Titles • • Communications Specialist • New Media Coordinator Legislative Correspondent/Systems Administrator • Director of Constituent Correspondence Salary Summary 2006-2009 Change 8.0% 10.3% 12.9% 10.6% 8.8% 23.3%

Percentile Minimum 25% 50% (median) Average 75% Maximum

2009 $27,000 $32,000 $35,000 $35,177 $37,000 $53,000

2006 $25,000 $29,000 $31,000 $31,807 $34,000 $43,000

Salary Distribution

80% 70% 60% 50% 40% 30% 20% 10% 0%
The average Legislative Correspondent’s salary is $35,177

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Legislative Correspondent
Annual Salary as a Function of Years in Position Years in Position 1 to 3 4 to 6 years years 11 100 16 2 129

Annual Salary $20,000-$29,999 $30,000-$39,999 $40,000-$49,999 $50,000-$59,999 Total

Less than 1 year 0 0 0 0 0

0 6 3 0 9

7 years or more 0 1 0 1 2

Total 11 107 19 3 140

Note: Tenure categories were collapsed to maintain confidentiality of salary data.

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How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 59.3% 34.3% 0.7% 5.7% 100.0% 2006 75.0% 23.6% 1.4% N/A 100.0%

Additional Roles Performed by Employees in this Job Role None Legislative Aide Staff Assistant (Washington, D.C.) Press Secretary/Communications Director Scheduler Senior Legislative Aide Office Manager/Executive Assistant Staff Assistant (District) 2009 43.0% 19.7% 9.2% 2006 56.3% 12.7% 2.8%

*Other includes part time work and additional roles such as data entry, tracking legislation in certain areas, and logging in mail.

3.5% 2.1% 1.4% 1.4% 0.7%

0.0% 1.4% 1.4% 1.4% 0.0%

Number of Positions per Office Positions per Office 1 2 3 Total

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 77.3% 22.7% 100.0% 2006 71.2% 28.8% 100.0%

2009 70.4% 25.4% 4.2% 100.0%

2006 100.0% 0.0% 0.0% 100.0%

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Legislative Correspondent
Primary Duty Station Response Washington, D.C. office District office Total 2009 97.2% 2.8% 100.0% 2006 98.6% 1.4% 100.0% Commuting Between District and D.C. Office Response Yes No Total 2009 5.6% 94.4% 100.0% 2006 4.1% 95.9% 100.0%

Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 2.2 1.7 0.4 0.3 1.3 2006 1.2 0.7 0.0 0.0 1.8

Education Educational Attainment Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 3.5% 0.7% 86.6% 7.7% 1.4% 0.0% 2006 0.0% 0.0% 84.9% 9.6% 5.5% 0.0%

Gender Response Male Female Total 2009 52.3% 47.7% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 0.0% 3.7% 0.0% 4.4% 3.7% 85.2% 3.0% 100.0%

Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 91.2% 7.3% 0.7% 0.7% 0.0% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-16

Office Manager/Executive Assistant
Position Summary A typical Office Manager/Executive Assistant: • On average, earns $59,618 annually • Works in the Washington, D.C. office • May also perform Scheduler duties Has been in the position for 5.5 years Has a bachelor’s degree May have previous experience in the House, federal and state/local government, and the private sector Summary of Primary Duties • • •

• • • • • • • • •

Supervises Washington, D.C. office staff, including monitoring personnel matters and ensuring that office policies and procedures are followed Maintains office accounts and payroll accounts in accordance with the regulations of Committee on House Administration governing the Member’s Representational Allowance Acts as a liaison for the Member with the staff, the public, committee staff, and other members Maintains the Member’s files, including notes, correspondence, and all information related to travel Procures and maintains equipment for the Washington, D.C. office Ensures that the Member is provided with briefing materials for each event Alternate Titles Communications Director Communications Advisor Deputy Chief of Staff • Deputy Press Secretary • Director of Intergovernmental Affairs • Web Manager/Deputy Press Secretary Salary Summary 2009 $14,550 $42,500 $54,000 $59,618 $73,000 $135,000 2006 $21,000 $36,000 $50,000 $52,922 $64,000 $107,200 2006-2009 Change -30.7% 18.1% 8.0% 12.7% 14.1% 25.9%

Percentile Minimum* 25% 50% (median) Average 75% Maximum

*Note: Respondents who reported a salary less than $20,000 indicated that the position did not fit the description well or that the position was shared.

SALARY DISTRIBUTION

25% 20% 15% 10% 5% 0%
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 17 0, 00 0, 00 0, 00 0, 00 20 10 30 40 50 60 70 80 90 0, 00 0, 00 0, 00 0, 00 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 0
The average Office Manager/Executive Assistant’s salary is $59,618

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Office Manager/Executive Assistant
Annual Salary as a Function of Years in Position Years in Position 7 to 9 10 to 12 years years 2 2 0 0 0 1 1 0 0 2 0 0 3 1 0 2 4 1 3 2 0 1 3 0 1 0 1 0 0 3 1 0 0 0 0 0 0 1 1 16 13 7

Annual Salary $10,000-$19,999 $20,000-$29,999 $30,000-$39,999 $40,000-$49,999 $50,000-$59,999 $60,000-$69,999 $70,000-$79,999 $80,000-$89,999 $90,000-$99,999 $100,000-$109,999 $110,000-$119,999 $120,000-$129,999 $130,000-$139,999 Total

Less than 3 years 3 2 10 13 12 4 2 0 4 0 0 0 0 50

4 to 6 years

13 years or more 0 0 0 2 1 1 3 0 0 1 0 2 1 11

Total 7 3 11 17 17 12 10 4 6 4 1 2 3 97

Note: Tenure categories were collapsed to maintain confidentiality of salary data.

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How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 33.3% 44.8% 8.3% 13.5% 100.0% 2006 34.1% 61.0% 4.9% N/A 100.0% Additional Roles Performed by Employees in this Job Role Scheduler None Field Representative Staff Assistant (Washington, D.C.) Chief of Staff Legislative Aide Senior Legislative Aide Press Secretary/Communications Director Constituent Services Representative/Caseworker Staff Assistant (District) District Director Legislative Correspondent 2009 49.0% 24.5% 3.1% 2.0% 2.0% 2.0% 2.0% 2.0% 1.0% 1.0% 1.0% 1.0% 2006 42.8% 33.3% 2.4% 11.9% 0.0% 2.4% 0.0% 0.0% 2.4% 0.0% 0.0% 0.0%

*Other includes additional roles such acting as the Scheduler, Systems Administrator, or an Executive Assistant.

Number of Positions per Office Positions per Office 1 2 3 Total

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 91.3% 8.7% 100.0% 2006 78.6% 21.4% 100.0%

2009 92.2% 6.7% 1.1% 100.0%

2006 97.6% 2.4% 0.0% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-18

Office Manager/Executive Assistant
Primary Duty Station Response Washington, D.C. office District office Total 2009 89.8% 10.2% 100.0% 2006 85.7% 14.3% 100.0% Yes No Total Commuting Between District and D.C. Office Response 2009 6.1% 93.9% 100.0% 2006 16.7% 83.3% 100.0%

Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 5.5 5.4 1.1 1.6 4.1 2006 5.1 4.5 1.7 1.9 2.8

Education Educational Attainment High school Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 1.0% 8.3% 2.1% 77.1% 10.4% 1.0% 0.0% 2006 0.0% 11.9% 9.5% 66.7% 9.5% 0.0% 2.4%

Gender Response Male Female Total 2009 15.6% 84.4% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 1.1% 4.3% 0.0% 12.0% 4.3% 76.1% 2.2% 100.0%

Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 37.6% 22.6% 22.6% 10.8% 6.5% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-19

Press Secretary/Communications Director
Position Summary A typical Press Secretary/Communications Director: • On average, earns $60,452 annually • Has been in the position for 3.2 years • Works in the Washington, D.C. office • Has a bachelor’s degree • Performs no other duties • May have previous experience in the House, federal and state/local government, and the private sector Summary of Primary Duties • • • • Manages and coordinates all communication activities, including media contacts, for the Member and the office Develops and implements media and communications strategy for the Member Acts as the formal spokesperson and media liaison for the Member Writes speeches for the Member Alternate Titles • • • • Communications Director Communications Advisor Communications Assistant Deputy Communications Director • • • • Salary Summary Percentile Minimum 25% 50% (median) Average 75% Maximum 2009 $28,250 $47,000 $60,000 $60,452 $71,523 $120,000 2006 $32,000 $45,000 $55,000 $58,756 $68,250 $125,000 2006-2009 Change -11.7% 4.4% 9.1% 2.9% 4.8% -4.0% Press Secretary Deputy Press Secretary Deputy Chief of Staff District Communications Director

Salary Distribution

25% 20% 15% 10% 5% 0%
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0, 00 0, 00 0, 00 0 0, 00 0 17 0, 00 40 50 60 70 10 30 80 20 90 0, 00 0, 00 0, 00 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 0
The average Press Secretary/Communications Director’s salary is $60,452

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Press Secretary/Communications Director
Annual Salary as a Function of Years in Position Years in Position 7 to 9 10 to 12 years years 0 0 0 1 1 0 4 0 0 5 1 0 15 1 0 6 1 1 4 2 1 1 1 2 0 1 0 0 1 0 36 9 4

Annual Salary $20,000-$29,999 $30,000-$39,999 $40,000-$49,999 $50,000-$59,999 $60,000-$69,999 $70,000-$79,999 $80,000-$89,999 $90,000-$99,999 $100,000-$109,999 $110,000-$119,999 Total

Less than 3 years 1 9 25 23 15 11 10 0 0 0 94

4 to 6 years

13 years or more 0 0 0 1 0 0 0 0 1 0 2

Total 1 11 29 30 31 19 17 4 2 1 145

Note: Tenure categories were collapsed to maintain confidentiality of salary data.

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How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 67.4% 27.8% 0.7% 4.2% 100.0% 2006 73.0% 27.0% 0.0% N/A 100.0% Additional Roles Performed by Employees in this Job Role None Legislative Aide Legislative Correspondent Senior Legislative Aide Scheduler Constituent Services Representative/Caseworker Field Representative Office Manager/Executive Assistant Legislative Director Chief of Staff Staff Assistant (Washington, D.C.) 2009 61.0% 5.5% 2.1% 1.4% 1.4% 1.4% 1.4% 0.7% 0.7% 0.7% 0.7% 2006 72.4% 5.7% 0.0% 1.1% 3.4% 0.0% 2.3% 1.1% 0.0% 0.0% 0.0%

*Other includes additional roles such as assisting the Communications Director with press and online outreach, performing legislative assistant duties, and part-time speech writing.

Number of Positions per Office Positions per Office 1 2 3 Total

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 93.3% 6.7% 100.0% 2006 89.8% 10.2% 100.0%

2009 88.5% 10.8% 0.7% 100.0%

2006 94.0% 6.0% 0.0% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-21

Press Secretary/Communications Director
Primary Duty Station Response Washington, D.C. office District office Total 2009 73.1% 26.9% 100.0% Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 3.2 2.6 1.0 1.0 4.0 2006 3.0 1.6 1.7 1.9 4.0 2006 79.5% 20.5% 100.0% Yes No Total Commuting Between District and D.C. Office Response 2009 27.8% 72.2% 100.0% Education Educational Attainment High school Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 1.4% 1.4% 1.4% 76.9% 16.1% 2.1% 0.7% 2006 0.0% 2.3% 0.0% 85.2% 10.2% 2.3% 0.0% 2006 30.7% 69.3% 100.0%

Gender Response Male Female Total Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 52.9% 32.6% 7.2% 7.2% 0.0% 100.0% 2009 53.0% 47.0% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 0.0% 1.4% 0.0% 5.0% 7.1% 83.7% 2.8% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-22

Scheduler
Position Summary A typical Scheduler: • On average, earns $48,110 annually • Works in the Washington, D.C. office • May also perform Office Manager/Executive Assistant duties • • • Has been in the position for 3.4 years Has a bachelor’s degree May have previous experience in the House, federal and state/local government, and the private sector

Summary of Primary Duties • • • • Maintains Member’s official schedule, travel plans, and related records Briefs the Member on all scheduling activities of the Washington, D.C. office and makes recommendations on proposed future meetings Schedules all staff meetings and briefings Coordinates scheduling of press, interview, radio, and television time with the Press Secretary Alternate Titles • • Administrative Assistant Administrative Director • • Salary Summary 2006-2009 Change 0.0% -1.0% -2.9% -0.6% -1.1% 15.1% Executive Assistant Executive Assistant/Scheduler

Percentile Minimum 25% 50% (median) Average 75% Maximum

2009 $24,000 $37,500 $45,000 $48,110 $55,000 $113,988

2006 $24,000 $37,875 $46,350 $48,394 $55,625 $99,000

Salary Distribution

35% 30% 25% 20% 15% 10% 5% 0%
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0, 00 0, 00 0, 00 0 0, 00 0 17 0, 00 10 40 50 30 60 70 80 20 90 0, 00 0, 00 0, 00 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 0
The average Scheduler’s salary is $48,110

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Scheduler
Annual Salary as a Function of Years in Position Years in Position 4 to 6 7 to 9 years years 0 0 1 0 8 1 11 4 4 2 0 2 0 0 0 0 0 0 0 1 24 10

Annual Salary $20,000-$29,999 $30,000-$39,999 $40,000-$49,999 $50,000-$59,999 $60,000-$69,999 $70,000-$79,999 $80,000-$89,999 $90,000-$99,999 $100,000-$109,999 $110,000-$119,999 Total

Less than 1 year 0 0 0 0 0 0 0 0 0 0 0

1 to 3 years 6 30 18 15 1 3 2 0 0 0 75

10 to 12 years 0 0 0 1 0 0 1 0 0 0 2

13 years or more 0 0 0 1 1 0 1 1 0 0 4

Total 6 31 27 32 8 5 4 1 0 1 115

How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 42.2% 43.1% 2.6% 12.1% 100.0% 2006 58.7% 39.1% 2.2% N/A 100.0%

Additional Roles Performed by Employees in this Job Role Office Manager/Executive Assistant None Staff Assistant (Washington, D.C.) Constituent Services Representative/Caseworker Legislative Aide Legislative Correspondent Press Secretary/Communications Director Field Representative Staff Assistant (District) 2009 40.5% 27.6% 5.2% 5.2% 4.3% 3.4% 2.6% 2.6% 1.7% 2006 24.4% 17.8% 4.4% 0.0% 6.7% 2.2% 0.0% 0.0% 0.0%

*Other includes additional roles such as performing office management functions, and serving as office manager.

Number of Positions per Office Positions per Office 1 2 3 Total

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 85.2% 14.8% 100.0% 2006 80.4% 19.6% 100.0%

2009 80.4% 18.6% 1.0% 100.0%

2006 100.0% 0.0% 0.0% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-24

Scheduler
Primary Duty Station Response Washington, D.C. office District office Total 2009 68.7% 31.3% 100.0% 2006 97.8% 2.2% 100.0% Yes No Total Commuting Between District and D.C. Office Response 2009 5.3% 94.7% 100.0% 2006 2.2% 97.8% 100.0%

Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 3.4 2.4 1.0 1.1 3.3 2006 3.6 1.4 1.1 0.7 2.0

Education Educational Attainment High school Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 5.3% 8.8% 0.0% 78.1% 7.0% 0.9% 0.0% 2006 0.0% 6.5% 4.3% 87.0% 2.2% 0.0% 0.0%

Gender Response Male Female Total 2009 17.8% 82.2% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 0.0% 2.7% 0.0% 5.4% 9.0% 79.3% 3.6% 100.0%

Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 61.5% 23.9% 6.4% 5.5% 2.8% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-25

Staff Assistant (Washington, D.C.)
Position Summary A typical Staff Assistant (Washington, D.C.): • On average, earns $30,521 annually • Has been in the position for 1.9 years • Works in the Washington, D.C. office • Has a bachelor’s degree • May also perform Legislative Correspondent duties • May have previous experience in the House and the private sector Summary of Primary Duties • • • Greets and screens visitors Responds to constituent requests for information Performs general administrative duties Alternate Titles • • • Communications Assistant Deputy Scheduler Office Liaison • Special Assistant • Staff Assistant/Press Assistant • Staff Assistant/Office Manager Salary Summary 2006-2009 Change -11.1% 10.0% 7.1% 2.2% 9.3% -23.9%

Percentile Minimum 25% 50% (median) Average 75% Maximum

2009 $16,000 $27,500 $30,000 $30,521 $32,800 $54,000

2006 $18,000 $25,000 $28,000 $29,872 $30,000 $71,000

Salary Distribution

70% 60% 50% 40% 30% 20% 10% 0%
0 0 0 0 0 0 0 0, 00 17 0 0 0 0 0 0 0 0 0 0, 00 0, 00 0, 00 0, 00 0, 00 0, 00 10 20 30 40 50 70 80 60 90 0, 00 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 0
The average Staff Assistant’s salary in Washington D.C. is $30,521

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Staff Assistant (Washington, D.C.)
Annual Salary as a Function of Years in Position Years in Position 7 to 9 10 to 12 years years 0 1 0 0 1 0 0 0 0 2 1 1 0 0 1 2 3 2

Annual Salary $10,000-$19,999 $20,000-$29,999 $30,000-$39,999 $40,000-$49,999 $50,000-$59,999 Total

Less than 3 years 1 54 53 8 0 116

4 to 6 years

13 years or more 0 0 0 0 0 0

Total 2 55 53 12 1 123

Note: Tenure categories were collapsed to maintain confidentiality of salary data.

How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 62.0% 21.5% 3.3% 13.2% 100.0% 2006 71.6% 27.9% 0.5% N/A 100.0%

Additional Roles Performed by Employees in this Job Role None Legislative Correspondent Office Manager/Executive Assistant Scheduler Legislative Aide Constituent Services Representative/Caseworker Press Secretary/Communications Director Staff Assistant (District) 2009 49.6% 12.2% 3.3% 3.3% 3.3% 1.6% 0.8% 0.8% 2006 56.3% 10.3% 5.7% 4.6% 2.3% 2.3% 0.0% 0.0%

*Other includes additional roles such as acting as systems administrator, giving tours, and coordinating interns.

Number of Positions per Office Positions per Office 1 2 3 4 Total

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 58.8% 41.2% 100.0% 2006 48.3% 51.7% 100.0%

2009 91.2% 8.8% 0.0% 0.0% 100.0%

2006 87.3% 10.1% 1.3% 1.3% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-27

Staff Assistant (Washington, D.C.)
Primary Duty Station Response Washington, D.C. office District office Total 2009 98.4% 1.6% 100.0% Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 1.9 1.2 0.6 0.4 1.5 2006 1.7 0.2 0.4 0.1 1.8 2006 98.8% 1.2% 100.0% Commuting Between District and D.C. Office Response Yes No Total 2009 4.1% 95.9% 100.0% Education Educational Attainment Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 4.1% 0.0% 88.6% 7.3% 0.0% 0.0% 2006 6.9% 0.0% 87.4% 4.6% 0.0% 0.0% 2006 2.3% 97.7% 100.0%

Gender Response Male Female Total Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 93.3% 1.7% 0.8% 3.3% 0.8% 100.0% 2009 39.4% 60.6% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 0.8% 3.4% 0.0% 10.1% 7.6% 73.1% 5.0% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-28

Staff Assistant (District)
Position Summary A typical Staff Assistant (District): • On average, earns $30,633 annually • Works in the District office • May also perform Constituent Services Representative/Caseworker duties • • • Has been in the position for 3.6 years Has a bachelor’s degree May have previous experience in the House, federal government, and the private sector

Summary of Primary Duties • • • Responds to constituent requests for information Maintains handout literature regarding the District and the House Performs general administrative duties Alternate Titles • • • Congressional Aide Office Coordinator Receptionist • District Executive • District Office Manager • Executive Assistant Salary Summary 2006-2009 Change -25.0% 3.2% 2.2% -0.8% 6.1% -31.2%

Percentile Minimum 25% 50% (median) Average 75% Maximum

2009 $12,000 $25,788 $29,120 $30,633 $35,000 $55,000

2006 $16,006 $25,000 $28,500 $30,883 $33,000 $79,966

Salary Distribution

70% 60% 50% 40% 30% 20% 10% 0%
0 0 0 0 0 0 0 0 0 0 0 0 0 0, 00 0 0 0, 00 0, 00 0 17 0, 00 0, 00 20 90 10 40 50 30 60 70 80 0, 00 0, 00 0, 00 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 0
The average Staff Assistant’s salary in the District is $30,633

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Staff Assistant (District)
Annual Salary as a Function of Years in Position Years in Position 4 to 6 7 to 9 years years 2 6 7 7 0 22

Annual Salary $10,000-$19,999 $20,000-$29,999 $30,000-$39,999 $40,000-$49,999 $50,000-$59,999 Total

Less than 1 year 0 0 0 0 0 0

1 to 3 years 8 34 29 0 0 71

10 to 12 years 0 2 3 1 1 7 0 1 1 0 3 5

13 years or more 0 2 0 2 0 4

Total 10 45 40 10 4 109

How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 57.1% 30.4% 8.0% 4.5% 100.0% 2006 58.7% 39.1% 2.2% N/A 100.0%

Additional Roles Performed by Employees in this Job Role None Constituent Services Representative/Caseworker Field Representative Scheduler Staff Assistant (Washington, D.C.) Legislative Correspondent 2009 45.1% 16.8% 9.7% 4.4% 0.9% 0.9% 2006 58.4% 29.9% 6.5% 0.0% 0.0% 0.0%

*Other includes additional roles such as working on grants, performing administrative duties, maintaining computer systems, and working on special projects.

Number of Positions per Office Positions per Office 1 2 3 4 Total

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 54.3% 45.7% 100.0% 2006 53.2% 46.8% 100.0%

2009 83.5% 11.0% 3.3% 2.2% 100.0%

2006 67.2% 20.3% 9.4% 3.1% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-30

Staff Assistant (District)
Primary Duty Station Response Washington, D.C. office District office Total 2009 0.9% 99.1% 100.0% 2006 0.0% 100.0% 100.0% Commuting Between District and D.C. Office Response Yes No Total 2009 0.9% 99.1% 100.0% 2006 2.6% 97.4% 100.0%

Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 3.6 1.5 1.0 0.9 4.5 2006 3.3 0.4 1.6 4.5 8.9

Education Educational Attainment High school Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 9.2% 13.8% 8.3% 67.0% 1.8% 0.0% 0.0% 2006 11.7% 19.5% 3.9% 62.3% 2.6% 0.0% 0.0%

Gender Response Male Female Total 2009 22.1% 77.9% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 0.9% 4.7% 0.0% 11.3% 15.1% 62.3% 5.7% 100.0%

Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 50.9% 14.2% 11.3% 15.1% 8.5% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-31

Constituent Services Representative/Caseworker
Position Summary A typical Constituent Services Representative/Caseworker: • On average, earns $44,850 annually • Has been in the position for 6.1 years • Works in the District office • Has a bachelor’s degree • May also perform Field Representative duties • May have previous experience in the House, federal and state/local government, and the private sector Summary of Primary Duties • • • Acts as the community representative for the Member within his or her area of responsibility Monitors and updates the Member and District Director on District and local issues Answers casework correspondence and verbal communications with constituents Alternate Titles • • • Casework Manager Casework Director Casework Supervisor • Community Representative • Congressional Aide • Outreach Liaison Salary Summary Percentile Minimum 25% 50% (median) Average 75% Maximum 2009 $15,810 $35,000 $42,000 $44,850 $51,651 $97,000 2006 $13,500 $31,000 $40,000 $40,814 $46,500 $115,000 2006-2009 Change 17.1% 12.9% 5.0% 9.9% 11.1% -15.7%

Salary Distribution

40% 35% 30% 25% 20% 15% 10% 5% 0%
0

The average Constituent Services Representative/Caseworker’s salary is $44,850

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Constituent Services Representative/Caseworker
Annual Salary as a Function of Years in Position Less than 1 year 0 0 2 1 0 0 0 0 0 3 1 to 3 years 0 19 77 40 13 4 2 2 0 157 Years in Position 4 to 6 7 to 9 years years 1 0 3 2 22 4 28 11 15 14 3 3 4 2 1 1 0 0 77 37 10 to 12 years 0 2 1 8 6 2 3 2 0 24 13 years or more 0 2 0 13 14 12 8 1 2 52

Annual Salary $10,000-$19,999 $20,000-$29,999 $30,000-$39,999 $40,000-$49,999 $50,000-$59,999 $60,000-$69,999 $70,000-$79,999 $80,000-$89,999 $90,000-$99,999 Total

Total 1 28 106 101 62 24 19 7 2 350

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How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 68.9% 24.9% 2.3% 3.8% 100.0% 2006 71.6% 27.9% 0.5% N/A 100.0% Additional Roles Performed by Employees in this Job Role None Field Representative Staff Assistant (District) District Director Scheduler Staff Assistant (Washington D.C.) Office Manager/Executive Assistant Legislative Correspondent Senior Legislative Aide Press Secretary/Communications Director 2009 52.9% 17.1% 4.0% 1.1% 0.9% 0.6% 0.6% 0.6% 0.6% 0.3% 2006 63.2% 19.5% 4.3% 0.0% 0.9% 0.9% 5.2% 0.9% 0.0% 0.0%

*Other includes additional roles such as handling office accounts, driving for the Congressman and Office Manager, handling grants and managing special projects.

Number of Positions per Office Positions per Office 1 2 3 4 5 6 7 Total 2009 21.0% 25.8% 25.8% 12.9% 8.9% 3.2% 2.4% 100.0% 2006 8.2% 38.2% 25.9% 16.5% 6.5% 3.5% 1.2% 100.0%

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 73.8% 26.2% 100.0% 2006 66.0% 34.0% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-33

Constituent Services Representative/Caseworker
Primary Duty Station Response Washington, D.C. office District office Total 2009 0.6% 99.4% 100.0% 2006 2.1% 97.9% 100.0% Commuting Between District and D.C. Office Response Yes No Total 2009 1.4% 98.6% 100.0% 2006 0.4% 99.6% 100.0%

Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector 2009 6.1 3.4 2.0 1.7 5.9 2006 5.0 1.9 1.8 3.5 10.8

Education Educational Attainment High school Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 4.7% 11.0% 7.6% 63.4% 8.4% 3.8% 1.2% 2006 5.1% 14.5% 3.4% 65.5% 8.1% 2.1% 1.3%

Gender Response Male Female Total 2009 28.1% 71.9% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 0.3% 5.4% 0.0% 11.9% 16.1% 63.9% 2.4% 100.0%

Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 27.3% 20.2% 17.5% 23.9% 11.0% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-34

District Director
Position Summary A typical District Director: • On average, earns $85,779 annually • Has been in the position for 6.0 years • Works in the District office • Has a bachelor’s degree. • May also perform Field Representative and • May have previous experience in the House, Constituent Services Representative/Caseworker federal and state/local government, and the private duties sector Summary of Primary Duties • • • Oversees all District office operations Represents the Member, or assigns appropriate staff to represent the Member in District Travels throughout the District at regular intervals to keep abreast of local concerns Alternate Titles • • • Deputy Chief of Staff District Chief of Staff Deputy District Director • • • Administrative Director Finance Officer/Constituent Services Director Regional Director

Salary Summary 2006-2009 Change 2.0% 13.8% 11.0% 9.2% 9.9% 0.7%

Percentile Minimum 25% 50% (median) Average 75% Maximum

2009 $40,000 $71,700 $86,376 $85,779 $100,000 $151,000

2006 $39,200 $63,000 $77,841 $78,526 $91,000 $150,000

SALARY DISTRIBUTION

25% 20% 15% 10% 5% 0%
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0, 00 0, 00 0, 00 0 0, 00 0 17 0, 00 10 40 50 30 60 70 80 20 90 0, 00 0, 00 0, 00 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 0
The average District Director’s salary is $85,779

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District Director
Annual Salary as a Function of Years in Position Years in Position 4 to 6 7 to 9 years years 3 0 2 0 3 0 6 2 8 6 8 3 2 4 1 0 0 0 0 0 0 0 0 0 33 15

Annual Salary $40,000-$49,999 $50,000-$59,999 $60,000-$69,999 $70,000-$79,999 $80,000-$89,999 $90,000-$99,999 $100,000-$109,999 $110,000-$119,999 $120,000-$129,999 $130,000-$139,999 $140,000-$149,999 $150,000-$159,999 Total

Less than 1 year 0 2 1 0 0 0 0 0 0 0 0 0 3

1 to 3 years 3 6 6 9 12 5 7 0 0 2 0 0 50

10 to 12 years 0 2 1 0 1 3 4 2 3 0 0 1 17

13 years or more 0 0 1 0 2 3 4 1 1 2 1 0 15

Total 6 12 12 17 29 22 21 4 4 4 1 1 133

How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 69.4% 23.1% 2.2% 5.2% 100.0% 2006 71.6% 27.9% 0.5% N/A 100.0%

Additional Roles Performed by Employees in this Job Role None Field Representative Constituent Services Representative/Caseworker Scheduler Office Manager/Executive Assistant Staff Assistant (District) Chief of Staff Legislative Director Legislative Aide Press Secretary/Communications Director 2009 50.7% 19.4% 11.9% 4.5% 1.5% 1.5% 0.7% 0.7% 0.7% 0.7% 2006 60.3% 15.1% 8.2% 0.0% 0.0% 0.0% 1.4% 0.0% 0.7% 0.0%

*Other includes additional roles such as handling District Director responsibilities, managing casework for staff and operations, overseeing constituent service operations, and working with local units of government, business, and economic authorities on projects.

Number of Positions per Office Positions per Office 1 2 3 Total

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 96.0% 4.0% 100.0% 2006 8.1% 91.6% 100.0%

2009 85.2% 13.0% 1.7% 100.0%

2006 94.3% 5.7% 0.0% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-36

District Director
Primary Duty Station Response Washington, D.C. office District office Total 2009 0.8% 99.2% 100.0% Experience Years of Experience in Current position Previous positions: House Federal government State/local government Private sector 2009 6.0 3.5 2.5 4.0 7.5 2006 5.4 2.5 1.6 5.4 7.3 2006 1.4% 98.6% 100.0% Yes No Total Commuting Between District and D.C. Office Response 2009 13.5% 86.5% 100.0% Education Educational Attainment Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 3.8% 3.0% 65.4% 13.5% 12.0% 1.5% 2006 4.1% 2.7% 64.9% 16.2% 9.5% 1.4% 2006 16.2% 83.8% 100.0%

Gender Response Male Female Total 2009 52.0% 48.0% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 0.0% 1.6% 0.0% 8.6% 8.6% 79.7% 1.6% 100.0%

Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 8.9% 28.2% 29.8% 18.5% 14.5% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-37

Field Representative
Position Summary A typical Field Representative: • On average, earns $47,713 annually • Works in District office • May also perform Constituent Services Representative/Caseworker duties Has been in the position for 4.5 years Has a bachelor’s degree May have previous experience in the House, federal and state/local government, and the private sector Summary of Primary Duties • • •

• •

Acts as liaison with federal, District, and local agencies for the Member and constituents Assesses casework for problems requiring legislative action and makes recommendations to the District Director and Chief of Staff Alternate Titles District Representative Grants Coordinator Community Liaison District Coordinator Field Director Regional Representative • Director of Special Projects • Boarder Liaison • District Senior Policy Advisor • Senior Field Representative • Senior Field Representative for Grant Management • Senior Fields Representative for Labor Relations Salary Summary 2004-2006 Change -44.0% -3.0% 2.2% 2.6% 8.7% 22.7%

• • • • • •

Percentile Minimum 25% 50% (median) Average 75% Maximum

2009 $14,000 $36,000 $46,000 $47,713 $59,770 $92,000

2006 $25,000 $37,125 $45,000 $46,508 $55,000 $75,000

Salary Distribution

35% 30% 25% 20% 15% 10% 5% 0%
0 0 0 0 0 0 0 0 0 0 0 0 0 0, 00 0 0 0, 00 0, 00 0 17 0, 00 0, 00 20 90 10 40 50 30 60 70 80 0, 00 0, 00 0, 00 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 ,0 0 0
The average Field Representative’s salary is $47,713

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II-38

Field Representative
Annual Salary as a Function of Years in Position Years in Position 4 to 6 7 to 9 years years 0 0 4 1 10 1 22 1 7 5 7 5 4 4 2 0 0 0 56 17

Annual Salary $10,000-$19,999 $20,000-$29,999 $30,000-$39,999 $40,000-$49,999 $50,000-$59,999 $60,000-$69,999 $70,000-$79,999 $80,000-$89,999 $90,000-$99,999 Total

Less than 1 year 0 0 0 2 0 1 0 0 0 3

1 to 3 years 1 10 32 25 12 9 0 0 0 89

10 to 12 years 1 2 0 0 6 4 0 1 1 15

13 years or more 1 0 0 0 1 2 3 3 1 11

Total 3 17 43 50 31 28 11 6 2 191

How well do the job title and the summary of duties above describe the responsibilities of the employee in this position? Response Very well Somewhat closely Does not describe Other Total 2009 57.6% 33.0% 1.6% 7.9% 100.0% 2006 57.3% 39.8% 1.9% N/A 100.0%

Additional Roles Performed by Employees in this Job Role None Constituent Services Representative/Caseworker Legislative Correspondent Scheduler Staff Assistant (District) District Director Press Secretary/Communications Director 2009 51.3% 26.4% 3.6% 2.1% 1.6% 1.6% 0.5% 2006 44.7% 37.9% 0.0% 0.0% 3.9% 0.0% 0.0%

*Other includes part time work and additional roles such as coordinating grants and procurement work, managing coalitions, running the outreach program and other special projects.

Number of Positions per Office Positions per Office 1 2 3 4 5 6 7 Total 2009 40.4% 33.0% 13.8% 8.5% 3.2% 0.0% 1.1% 100.0% 2006 33.8% 45.1% 14.1% 4.2% 2.8% 0.0% 0.0% 100.0%

Fair Labor Standards Act Status Response Exempt Non-exempt Total 2009 88.4% 11.6% 100.0% 2006 84.5% 15.5% 100.0%

2009 House Compensation Study

2009 House Compensation Study

II-39

Field Representative
Primary Duty Station Response Washington, D.C. office District office Total 2009 1.0% 99.0% 100.0% 2006 0.0% 100.0% 100.0% Commuting Between District and D.C. Office Response Yes No Total 2009 3.6% 96.4% 100.0% Education 2009 4.5 2.4 2.0 2.3 6.2 2006 4.0 1.3 1.4 3.6 5.7 Educational Attainment Some college Associate’s degree Bachelor’s degree Master’s degree Law degree Other advanced degree 2009 8.4% 0.0% 81.1% 7.9% 2.1% 0.0% 2006 9.7% 4.9% 72.8% 8.7% 1.9% 0.0% 2006 4.9% 95.1% 100.0%

Experience Average Years in Current position Previous positions: House Federal government State/local government Private sector

Gender Response Male Female Total 2009 54.5% 45.5% 100.0%

Race/Ethnicity Response American Indian or Alaska Native Asian Pacific Islander Black, not of Hispanic origin Hispanic White, not of Hispanic origin Unsure Total 2009 1.1% 2.7% 1.1% 5.4% 9.1% 74.7% 5.9% 100.0%

Age Response 20-29 years 30-39 years 40-49 years 50-59 years 60 years or older Total 2009 32.6% 22.5% 18.0% 15.2% 11.8% 100.0%

2009 House Compensation Study

CHAPTER III – ORGANIZATIONAL STRUCTURE

2009 House Compensation Study

III-1

Organizational Charts
There are three common organizational structures for Member offices: Parity, Centralized, and Functional. The chart at the bottom of the page shows the relative frequency of each type of organizational structure.

Other Structure 7% (3%)* Parity Structure 17%(16%)

Functional Structure 9%(17%) Centralized Structure 67% (64%)

Note: Other Structure includes combinations of two structures. Percents in parentheses represent 2006 values. *In 2006, the fourth response option was “Member-as-Manager Structure” as opposed to “Other”.

Number of Employees On average what is the number of employees your office employs?

# of Employees Minimum Average Maximum

2009 8.0 16.7 22.0

2009 House Compensation Study

2009 House Compensation Study

III-2

Additional Duties
The survey included three types of additional duties that may be present in offices—Emergency Coordinator, Systems Administrator, and Financial Administrator. Respondents indicated which position (if any) within the office is responsible for performing these duties. Who performs the Emergency Coordinator, Systems Administrator, and Financial Administrator duties? Duty Incumbent An employee A shared employee A contractor Shared between an employee and a contractor Other* Emergency Coordinator 99.3% 0.0% 0.0% 0.0% 0.7% Systems Administrator 55.5% 24.1% 11.7% 8.0% 0.7% Financial Administrator 64.2% 32.1% 1.5% 0.7% 1.5%

* For the Emergency Coordinator duties, respondents selecting “other” did not specify who was responsible. For the Systems Administrator duties, respondents selecting “other” indicated that the responsibilities were shared between an employee and a contractor. For the Financial Administrator duties, respondents selecting “other” indicated that a part-time employee was responsible or that the responsibilities were shared between an employee and a shared employee.

What is the job title of the person who is responsible for the Emergency Coordinator, Systems Administrator, and Financial Administrator duties? Duty Incumbent Chief of Staff Legislative Director Senior Legislative Aide Legislative Aide Legislative Correspondent Office Manager/Executive Assistant Press Secretary/Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative Emergency Coordinator 10.3% 2.9% 4.4% 9.6% 8.8% 29.4% 0.7% 12.5% 20.6% 0.0% 0.0% 0.7% 0.0% Systems Administrator 0.0% 1.4% 2.7% 14.9% 27.0% 16.2% 6.8% 4.1% 25.7% 0.0% 0.0% 1.4% 0.0% Financial Administrator 19.5% 0.0% 1.1% 0.0% 1.1% 58.6% 0.0% 11.5% 1.1% 1.1% 3.4% 2.3% 0.0%

2009 House Compensation Study

CHAPTER IV - BENEFITS

2009 House Compensation Study

IV-1

PAY INCREASES
This section summarizes office policies related to pay increases, including Cost of Living Adjustments (COLAs), merit increases/raises, and pay adjustments/bonuses.

Cost of Living Adjustments
Which of the following best represents how your office provides annual cost of living adjustments (COLA)? Response Provide, and the percentage increase is: the same for all employees based on factors, such as tenure, job type, or merit Do not provide* Total 2009 67.7% 30.9% 36.8% 32.4% 100.0% 2006 70.3% 33.0% 37.3% 29.7% 100.0%

*Respondents who answered “Do not provide” skipped all subsequent questions in this section. Note: Responses to “Do not provide” COLA adjustments include some offices that are newly established and have yet to implement adjustments but may intend to do so.

What are the criteria used to determine who receives the COLA and/or the percentage increase of COLA? Determines who receives COLA 2009 2006* 32.8% 87.0% 50.0% 91.3% 65.6% 100.0% Determines % increase of COLA 2009 2006* 40.6% 87.0% 56.3% 91.3% 82.8% 100.0%

Response Job Type Tenure Performance

*The categories “who receives” and “% increase” were combined in 2006. Note: It was possible to indicate multiple criteria. Respondents were asked this question only if they indicated that the percentage increase is based on factors, such as tenure, job type, or merit.

What was the average percentage increase for COLA given in the past calendar year (2008)?

25%

Percent of Participants

20% 15% 10% 5% 0%
4. 0% 1. 0% 1. 5% 2. 0% 2. 5% 3. 0% 3. 5% 5. 0% 4. 5% 5. 5% 6. 0% 6. 5% 7. 0% 7. 5% 8. 5%

The average COLA increase is 3.7%

Average COLA Increase

2009 House Compensation Study

2009 House Compensation Study

IV-2

PAY INCREASES Merit Increases/Raises
Which of the following best represents how your office provides annual merit increases/raises? Response Provide, and the percentage increase is: the same for all employees based on factors, such as tenure, job type, or merit Do not provide* Total 2009 94.1% 3.7% 90.4% 5.9% 100.0% 2006 57.0% 0.0% 57.0% 43.0% 100.0%

*Respondents who answered “Do not provide” skipped all subsequent questions in this section. Note: Responses to “Do not provide” merit increases/raises include some offices that are newly established and have yet to implement merit increases/raises but may intend to do so.

What criteria are used to determine who receives a merit increase/raise and/or the percentage of the increase? Response Job Type Tenure Performance Determines who receives a raise 2009 2006* 44.8% 81.6% 53.6% 89.8% 84.0% 98.0% Determines % increase of raise 2009 2006* 44.0% 81.6% 53.6% 89.8% 84.8% 98.0%

*The categories “who receives” and “% increase” were combined in 2006. Note: It was possible to indicate multiple criteria; Respondents were asked this question only if they indicated that the percentage increase is based on factors, such as tenure, job type, or merit.

At what time of year do you generally give merit increases/raises to your employees? Response End of calendar year End of fiscal year (Oct 1 – Sept 30) Employment date anniversary Throughout the year Total
.

Does your office budget for annual merit increases? Response 2009 83.3% 16.7% 100.0%

2009 56.5% 3.2% 11.3% 29.0% 100.0%

2006 67.9% 0.0% 3.8% 28.3% 100.0%

Yes No Total

What was the average percentage increase for merit increases given in the past calendar year (2008)?
25%

Percent of Participants

20% 15% 10% 5% 0%

The average merit increase/raise is 5.7%

2009 House Compensation Study

0. 0% 0. 5% 1. 0% 1. 5% 2. 0% 2. 5% 3. 0% 3. 5% 4. 0% 4. 5% 5. 0% 5. 5% 6. 0% 6. 5% 7. 0% 7. 5% 8. 0% 8. 5% 9. 0% 9. 5% 10 .0 % 10 .5 % 11 .0 %

Average Merit Increase/Raise

2009 House Compensation Study

IV-3

PAY INCREASES Pay Adjustments/Lump Sum Bonuses
Which of the following best represents how your office provides lump sum bonuses? Response Provide, and: the amount/percentage is the same for all employees they are based on factors, such as tenure, job type, or merit Do not provide* Total 2009 89.0% 22.8% 66.2% 11.0% 100.0% 2006 92.3% 20.9% 71.4% 7.7% 100.0%

*Respondents who answered “Do not provide” skipped all subsequent questions in this section. Note: Responses to “Do not provide” lump sum bonuses include some offices that are newly established and have yet to implement bonuses but may intend to do so.

What criteria are used to determine who receives a lump sum bonus and/or the amount of the lump sum bonus? Determines who receives a bonus 2009 2006* 44.8% 85.7% 53.6% 89.3% 84.0% 89.3% Determines amount of bonus 2009 2006* 44.0% 85.7% 53.6% 89.3% 84.0% 89.3%

Response Job Type Tenure Performance

*The categories “who receives” and “% increase” were combined in 2006. Note: It was possible to indicate multiple criteria; Respondents were asked this question only if they indicated that bonuses are based on factors, such as tenure, job type, or merit.

What was the average amount for lump sum bonuses given in the past calendar year (2008)?

20% 16%
Percent The average lump sum bonus is $3,521

12% 8% 4% 0%

2009 House Compensation Study

<$ 50 0 $5 0 $1 0 ,0 0 $1 0 ,5 00 $2 ,0 0 $2 0 ,5 0 $3 0 ,0 0 $3 0 ,5 00 $4 ,0 0 $4 0 ,5 0 $5 0 ,0 0 $5 0 ,5 0 $6 0 ,0 00 $6 ,5 0 $7 0 ,0 0 $7 0 ,5 0 $8 0 ,0 00
Average Lump Sum Bonus

2009 House Compensation Study

IV-4

LEAVE
This section summarizes office policies related to annual, sick, family and medical, administrative, and bereavement leave.

Annual Leave
Which of the following best represents how your office implements paid annual leave? Response Offer, and the amount is the same for all employees varies by each employee's tenure in the House varies by tenure in the federal government, including the House Do not offer* Total 2009 97.7% 29.6% 48.1% 20.0% 2.2% 100.0% 2006 94.5% 19.7% 47.3% 27.5% 5.5% 100.0%

*Respondents who answered “Do not offer” skipped all subsequent questions in this section.

How much annual leave do employees in your office receive yearly? Response 1-7 days 8-14 days 15-21 days 22-28 days 29 days or more Total 2009 7.5% 32.5% 52.5% 7.5% 0.0% 100.0% 2006 0.0% 12.5% 56.2% 31.3% 0.0% 100.0%

Note: Respondents were asked this question only if they indicated that they offered all employees the same amount of annual leave.

What is the maximum amount of annual leave given for each level of tenure attained by employees in your office? Days Per Year of Annual Leave Years of Tenure Less than 1 year 1-3 years 4-6 years 7-10 years 11+ years 0 1.2% 0.0% 0.0% 0.0% 0.0% 1-7 17.4% 5.6% 1.1% 0.0% 0.0% 8-14 67.4% 50.6% 13.8% 4.8% 3.8% 15-21 12.8% 40.4% 69.0% 67.9% 36.3% 22-28 1.2% 3.4% 13.8% 23.8% 51.3% 29 days or more 0.0% 0.0% 2.3% 3.6% 8.8%

Note: Respondents were asked this question only if they indicated that the amount of annual leave they offered varied by tenure in the House or in the federal government.

2009 House Compensation Study

2009 House Compensation Study

IV-5

LEAVE Annual Leave (Continued)
Does your office allow employees to roll over paid annual leave from one year to the next? Response 2009 Yes, 67.0% and the amount is 8.5% unlimited but the amount is limited 58.5% No* 33.1% Total 100.0% *Respondents who answered “no” skipped all
subsequent questions in this section.

What is the maximum number of annual leave days that can be rolled over from one year to the next? Response 1-7 days 8-14 days 15-21 days 22-28 days 29 days or more Total 2009 44.0% 24.0% 16.0% 5.3% 10.7% 100.0% 2006 51.7% 18.4% 11.2% 3.8% 14.9% 100.0%

2006 70.9% 8.1% 62.8% 29.1% 100.0%

Note: Respondents were asked this question only if they indicated that the amount of annual leave roll-over is limited.

If an employee leaves your office, is he or she paid for unused paid annual leave? Response Yes No Total 2009 69.2% 30.8% 100.0% 2006 75.6% 24.4% 100.0%

Does your office have a formal written annual leave policy? Response Yes No Total 2009 91.5% 8.5% 100.0%

Which of the following describes how your office accepts the transfer of unused annual leave accrued during previous employment? Response Accept, if accrued during previous employment in the House if accrued from the federal government (other than House) if accrued from previous organizations outside the federal government Do not accept 2009 7.7% 2.3% 4.6% 0.8% 90.8% 2006 14.0% N/A 10.5% N/A 86.0%

Note: It was possible to indicate multiple responses. Percentages may not add to or exceed 100% due to participants viewing, but choosing to skip the question.

2009 House Compensation Study

2009 House Compensation Study

IV-6

LEAVE Sick Leave
Which of the following best represents how your office implements paid sick leave? Response Offer, and the amount is the same for all employees varies by each employee's tenure in the House varies by tenure in the federal government, including the House Do not offer* Total 2009 92.5% 85.7% 6.0% 0.8% 7.5% 100.0% 2006 92.3% 78.0% 14.3% N/A 7.7% 100.0%

*Respondents who answered “Do not offer” skipped all subsequent questions in this section.

How much sick leave do employees in your office receive yearly? Response 1-7 days 8-14 days 15-21 days 22-28 days 29 days or more Total 2009 31.3% 65.2% 2.6% 0.0% 0.9% 100.0%

Note: Respondents were asked this question only if they indicated that they offered all employees the same amount of sick leave.

What is the maximum amount of paid sick leave given for each level of tenure attained by employees in your office? Days Per Year of Sick Leave Years of Tenure Less than 1 year 1-3 years 4-6 years 7-10 years 11+ years 0 0.0% 0.0% 0.0% 0.0% 0.0% 1-7 33.3% 22.2% 22.2% 12.5% 12.5% 8-14 66.7% 22.2% 22.2% 12.5% 12.5% 15-21 0.0% 44.4% 0.0% 12.5% 12.5% 22-28 0.0% 11.1% 44.4% 0.0% 0.0% 29 days or more 0.0% 0.0% 11.1% 62.5% 62.5%

Note: Respondents were asked this question only if they indicated that the amount of sick leave they offered varied by tenure in the House or in the federal government.

2009 House Compensation Study

2009 House Compensation Study

IV-7

LEAVE Sick Leave (Continued)
Does your office allow employees to roll over paid sick leave from one year to the next? Response 2009 35.8% 2006 45.2% 28.5% 16.7% 54.8% 100.0% What is the maximum number of paid sick leave days that can be rolled over from one year to the next? Response 1-7 days 8-14 days 15-21 days 22-28 days 29 days or more Total 2009 33.3% 38.9% 5.6% 0.0% 22.2% 100.0% 2006 50.1% 21.3% 14.4% 0.0% 14.2% 100.0%

Yes, and the amount is unlimited 19.5% but the amount is limited 16.3% No* 64.2% Total 100.0% *Respondents who answered “no” skipped all
subsequent questions in this section.

Note: Respondents were asked this question only if they indicated that the amount of annual leave roll-over is limited.

Does your office allow employees to donate unused paid sick leave to an office-wide leave bank? Response Yes No Total 2009 10.8% 89.2% 100.0% 2006 8.3% 91.7% 100.0%

Do you provide departing employees with a written report documenting unused paid sick leave? Response Yes No Total 2009 12.4% 87.6% 100.0% 2006 14.3% 85.7% 100.0%

Which of the following describes how your office accepts the transfer of unused paid sick leave accrued during previous employment? Response Accept, if accrued during previous employment in the House the federal government, outside the House organizations outside the federal government Do not accept 2009 0.8% 0.8% 0.0% 0.0% 97.6% 2006 13.1% N/A N/A N/A 86.9%

Does your office have a formal written sick leave policy? Response Yes No Total 2009 90.2% 9.8% 100.0%

Note: It was possible to indicate multiple responses. Percentages may not add to or exceed 100% due to participants viewing, but choosing to skip the question.

2009 House Compensation Study

2009 House Compensation Study

IV-8

LEAVE Family and Medical Leave (FMLA)
Leave under the Family and Medical Leave Act (FMLA) is used for qualifying life events, which include the following: Type A: Birth Parent Bonding with/Caring for Newborn Type B: Adoption of a Child or Foster Care Type C: Care for ill Immediate Family Member Type D: Employee’s Serious (debilitating) Health Condition FMLA mandates a maximum of 12 weeks of leave, but does not require the leave to be paid. Sick leave is used for short term medical needs. How is family and medical leave (FMLA) implemented in your office? Response Offer paid leave, informally on a case-bycase basis formally based on a written policy Do not offer paid FMLA leave* Total 2009 86.4% 35.3% 51.1% 13.5% 100.0% 2006 80.2% N/A N/A 19.8% 100.0%

*Respondents who answered “Do not offer paid FMLA leave” skipped all subsequent questions in this section.

What is the maximum number of paid weeks of FMLA leave your office offers for each of the following qualifying events? Weeks of Paid FMLA Leave 0 1 2 3 4 5 6 7 8 9 10 11 12 More than 12 2009: Average Number of Weeks 2006: Average Number of Weeks Type of Qualifying Life Event A B C D 2.3% 5.0% 11.7% 11.4% 1.1% 3.8% 1.3% 1.3% 5.7% 8.8% 13.0% 7.6% 1.1% 3.8% 1.3% 1.3% 17.2% 18.8% 19.5% 15.2% 3.4% 2.5% 1.3% 3.8% 26.4% 20.0% 20.8% 19.0% 0.0% 0.0% 0.0% 0.0% 8.0% 3.8% 5.2% 8.9% 1.1% 0.0% 1.3% 1.3% 2.3% 2.5% 1.3% 1.3% 0.0% 0.0% 0.0% 0.0% 28.7% 28.8% 20.8% 26.6% 2.2% 2.6% 2.6% 2.6% 7.4 7.6 6.9 7.2 6.0 6.9 6.7 7.5

2009 House Compensation Study

2009 House Compensation Study

IV-9

LEAVE Administrative Leave
For which of the following circumstances is administrative leave authorized by your office? Response Offer, for weather or special event educational programs jury duty blood donation vote other* Do not offer 2009 84.9% 44.2% 42.7% 45.2% 17.1% 26.1% 4.0% 15.1% 2006 36.3% 87.9% 78.1% 90.9% 39.4% 57.6% 18.2% 63.7%

Note: It was possible to indicate multiple circumstances. * Respondents selecting “Other” indicated that administrative leave was determined on a case-by-case basis, as needed by the Chief of Staff. It was also granted for military duty, bereavement, religious holidays, school, and personal appointments.

Bereavement Leave
Does your office offer paid bereavement leave? Response 2009 81.7% 18.3% 100.0% 2006 84.6% 15.4% 100.0% For which of the following groups of people can bereavement leave be used? Response Immediate family Extended family Friends 2009 89.8% 47.2% 15.7% 2006 94.8% 48.1% 13.0%

Yes No* Total *Respondents who answered “no” skipped all
subsequent questions in this section.

Note: It was possible to indicate multiple groups.

What is the maximum number of paid bereavement leave days that your office offers? Response 1 day 2 days 3 days 4 days 5 days 6 days 7 days 8 days 9 days 10 days 11 or more days Total 2009 1.1% 4.4% 32.2% 2.2% 42.2% 0.0% 6.7% 0.0% 0.0% 7.8% 3.3% 100.0% 2006 0.0% 2.7% 34.3% 2.6% 28.9% 1.3% 11.8% 0.0% 0.0% 13.2% 5.2% 100.0%

The average maximum number of bereavement days is 5.0

2009 House Compensation Study

2009 House Compensation Study

IV-10

STUDENT LOAN REPAYMENT
Which of the following best represents how your office participates in the student loan repayment program? Response All employees are eligible for the same amount All employees are eligible, but the amount varies by tenure the amount varies by position the amount varies by tenure and position Only some employees are eligible based on each employee’s position each employee’s tenure We do not offer student loan repayment* 2009 68.7% 24.4% 5.3% 2.3% 16.8% 6.9% 3.8% 3.1% 0.0% 2006 73.6% 20.9% 7.7% 1.1% 12.1% 4.4% 1.1% 3.3% 1.1%

*Respondents who selected this option skipped all subsequent questions about student loan repayment policies.

What is the average amount of monthly student loan repayment per employee in your office?

How many employees in your office currently receive a student loan repayment? Response 2009 3.2% 3.2% 16.1% 13.0% 17.7% 21.0% 11.3% 14.5% 100.0% 2006 0.0% 2.3% 17.0% 26.1% 23.9% 11.4% 12.5% 6.8% 100.0%

Average Repayment $50/month $100/month $150/month $200/month $250/month $300/month $350/month $400/month $450/month $500/month $550/month $600/month $650/month $700/month $750/month $800/month $850/month Total

2009 0.8% 0.0% 0.0% 0.8% 1.6% 6.5% 4.0% 9.7% 2.4% 36.3% 4.8% 6.5% 2.4% 3.2% 1.6% 4.8% 14.5% 100.0%

2006 0.0% 0.0% 2.7% 8.1% 10.8% 10.8% 16.2% 18.9% 5.4% 27.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100.0%

0 1 2 3 4 5 6 7 or more Total

How does your office respond if an employee leaves prior to the end of their Student Loan Repayment contract year? Response Employees are not required to pay back contributed money Employees pay back a portion of contributed money Employees pay back all contributed money Other* Total 2009 76.9% 6.6% 7.4% 9.1% 100.0%

The average amount of monthly student loan repayments per employee is $542

*Respondents selecting “Other” indicated that they have not dealt with this happening, they reserve the right to make a reimbursement, or that it is determined on a case-by-case basis.

2009 House Compensation Study

2009 House Compensation Study

IV-11

OTHER BENEFITS
The benefits covered in this section are flexible work arrangements such as flextime, telecommuting, part-time work, and job sharing. Additional policies covered in this section include work hours during District work periods, use of the House Transit Benefit Program, performance appraisal/evaluation, dress code, wellness programs, smoking, and new-hire orientation.

Flexible Work Arrangements
Does your office offer flexible work arrangements? Response Offer flextime flextime during recess only telecommuting part-time work job sharing other Do not offer** 2009 17.7% 13.8% 19.2% 40.0% 1.5% 5.4%* 42.3% 2006 39.1% N/A 45.7% 71.7% 37.0% 2.2% 49.5%

Note: It was possible to indicate multiple arrangements. *Respondents selecting “Other” indicated that comp time was offered (e.g., for weekends and working late)and some allowed an employee to have reduced working hours. **Respondents who selected “Do not offer” skipped all subsequent questions in this section.

Which of the following positions in your office are part-time? Title Chief of Staff Legislative Director Senior Legislative Aide Legislative Aide Legislative Correspondent Office Manager/Executive Assistant Press Secretary/ Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative No positions are part-time 2009 0.0% 0.0% 1.3% 2.7% 2.7% 5.3% 0.0% 1.3% 4.0% 16.0% 22.7% 1.3% 28.0% 32.0% 2006 3.5% 3.5% 1.2% 5.9% 2.4% 8.2% 3.5% 4.7% 5.9% 9.4% 14.1% 3.5% 14.1% N/A

Which of the following positions are eligible for telecommuting? Title Chief of Staff Legislative Director Senior Legislative Aide Legislative Aide Legislative Correspondent Office Manager/Executive Assistant Press Secretary/ Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative No positions are eligible for telecommuting 2009 17.3% 17.3% 10.7% 13.3% 14.7% 16.0% 20.0% 12.0% 4.0% 5.3% 13.3% 14.7% 10.7% 48.0% 2006 14.7% 11.8% 4.4% 10.3% 8.8% 13.2% 13.2% 11.8% 4.4% 2.9% 10.3% 11.8% 11.8% N/A

Note: It was possible to indicate multiple positions.

Note: It was possible to indicate multiple positions.

2009 House Compensation Study

2009 House Compensation Study

IV-12

OTHER BENEFITS AND POLICIES Flexible Work Arrangements (Continued)
Which positions in your office does your office permit job sharing between two employees in your office? Title Chief of Staff Legislative Director Senior Legislative Aide Legislative Aide Legislative Correspondent Office Manager/Executive Assistant Press Secretary/ Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative Job sharing is not permitted 2009 0.0% 0.0% 0.0% 0.0% 0.0% 1.3% 1.3% 0.0% 0.0% 1.3% 1.3% 0.0% 0.0% 54.7% 2006 0.0% 0.0% 1.4% 2.9% 1.4% 4.3% 4.3% 2.9% 1.4% 1.4% 10.0% 1.4% 7.1% N/A Which positions in your office are shared between one of your employees and an employee simultaneously appointed to a position in another House office? Title Chief of Staff Legislative Director Senior Legislative Aide Legislative Aide Legislative Correspondent Office Manager/Executive Assistant Press Secretary/ Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative No positions are shared 2009 4.0% 0.0% 1.3% 1.3% 0.0% 16.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 46.7% 2006 4.2% 0.0% 2.8% 1.4% 0.0% 9.9% 1.4% 1.4% 0.0% 0.0% 0.0% 0.0% 0.0% N/A

Note: It was possible to indicate multiple positions.

Note: It was possible to indicate multiple positions.

District Work Periods
How does your Washington, D.C. office’s work schedule change when the House is not in session? Response No change 5 days per week with reduced hours each day Less than 5 days per week with the same amount of hours as when the House is in session Less than 5 days per week with reduced hours each day Time of the beginning and end of the work day are flexible Certain employees do not work during recess periods Employees telecommute with increased frequency Other* 2009 39.2% 5.3% 0.0% 2.3% 53.8% 0.8% 6.2% 7.7%

Note: It was possible to indicate multiple arrangements. *Respondents selecting “Other” indicated that staff can leave at 5pm, the office closes on time or an hour early, and flexible schedules are in place.

2009 House Compensation Study

CHAPTER V – PERFORMANCE APPRAISALS/EVALUATIONS

2009 House Compensation Study

V-1

PERFORMANCE APPRAISAL/EVALUATIONS
Which processes reflect the performance appraisal/evaluation practice(s) of your office? Response Supervisor(s) fill out written evaluations Peer(s)/subordinate(s) fill out written evaluations Staff fill out self-evaluations Staff and supervisors hold formal meetings to discuss performance All staff are evaluated formally Only specific staff are evaluated Informal evaluations are conducted, but there is no formal policy/practice Do not conduct regular performance appraisals/evaluations
Note: It was possible to indicate multiple processes.
.

2009 38.5% 6.9% 35.4% 53.1% 40.8% 0.8% 18.5% 10.8%

2006 40.0% N/A 17.1% 85.7% 72.9% 4.3% 5.7% 22.2%

When are performance appraisals/evaluations generally conducted in your office? Response All staff are evaluated on a set date one time per year All staff are evaluated on a set date more than one time per year All staff are evaluated on a set date less than one time per year Staff are evaluated on an individual basis based on employment anniversary date Staff are evaluated on an individual basis based on job type Staff are evaluated on an individual basis sporadically Other Total 2009 46.1% 21.7% 0.0% 9.6% 2.6% 16.5% 3.5%* 100.0% 2006 78.6% N/A N/A 2.8% N/A N/A N/A N/A

*Respondents selecting “Other” indicated quarterly, bi-annually, and at a set date with constant feedback. Note: Respondents were asked this question only if they indicated that they conducted performance appraisals/evaluations.
.

Why does your office not conduct annual/regular performance appraisals/evaluations? Response Takes too much time Do not have the necessary tools/forms Turnover Too difficult to provide accurate feedback Already conduct informal reviews Not a priority Policy changes Other 2009 30.8% 23.1% 0.0% 15.4% 38.5% 46.2% 7.7% 7.7%* 2006 15.0% 10.0% 5.0% 5.0% 80.0% N/A N/A N/A

*Respondents selecting “Other” indicated that they plan to conduct performance appraisal, but have not had the opportunity because the office is new. Note: It was possible to indicate multiple reasons. Respondents were asked this question only if they indicated that they do not conduct regular performance appraisals/evaluations.

2009 House Compensation Study

CHAPTER VI – OTHER OFFICE PRACTICES

2009 House Compensation Study

VI-1

OTHER OFFICE PRACTICES Procedure Manual
Does your office have written personnel policies and a procedure that is provided to all employees at the start of employment? Response Yes No Total 2009 85.9% 14.1% 100.0%

Developmental Opportunities
Which of the following developmental opportunities are offered to your employees? Response On-site training classes Off-site training classes Formal on-the-job training program Other* 2009 73.6% 69.8% 34.1% 3.1%

Note: It was possible to indicate multiple developmental opportunities. *Respondents selecting “Other” indicated House training programs, training by position (onsite and offsite) and variable options.

Dress Code
Which of the following best describes the dress code? Washington, D.C. office when the House… has adjourned is NOT in is in session for a District session work period 100.0% 12.5% 5.5% 0.0% 77.3% 45.3% 0.0% 10.2% 49.2% 0.0% 0.0% 0.0% 100.0% 100.0% 100.0%

Dress Code

District office 49.2% 49.2% 1.6% 0.0% 100.0%

Business attire Business causal Casual No dress code Total

Wellness Activities
Are employees authorized to participate in wellness activities (e.g., exercise, use a wellness/fitness center, smoking cessation classes/groups) during normal work hours? Response Yes, during any time of day and year but only during lunch breaks but only during district work periods it’s decided on a case-by-case basis No Other Total 2009 68.4% 16.5% 18.1% 5.5% 28.3% 28.3% 3.1%* 100.0% 2006 45.6% N/A N/A N/A N/A 44.4% 10.0% 100.0%

*Respondents selecting “Other” indicated it was authorized but everyone was too busy to participate, or that it had not been requested.

2009 House Compensation Study

2009 House Compensation Study

VI-2

OTHER OFFICE PRACTICES New Employee Orientation
Does your office provide an orientation for new employees in addition to the House-offered online orientation? Response Yes No Total 2009 61.9% 38.1% 100.0% 2006 74.4% 25.6% 100.0% Does your office require employees to access the House-offered online orientation for new employees? Response Yes No Total 2009 27.6% 72.4% 100.0%

Foreign Languages and Constituent Demographics
Is fluency in foreign languages a priority in your office? Response Yes No Total 2009 21.7% 78.3% 100.0% Which languages other than English are spoken or required in your office? Responses Spanish French German Cantonese or Mandarin Vietnamese Korean Russian Arabic Other* 2009 12.6% 2.5% 2.0% 2.0% 1.5% 1.5% 1.0% 1.0% 2.5%

Is it a priority for your office to have your staff demographics reflect your constituents’ demographics? Response Yes No Total 2009 62.2% 37.8% 100.0%

*Respondents selecting “Other” indicated Thai, Filipino, Portuguese, Flemish, Khmer, Turkish, Hindu, Urdu, Mammon, Amharic, Greek, and Farsi.

Cultural or Ethnic Events/Holidays
Does your office provide any type of leave that covers cultural or ethnic events/holidays? Response Yes No Total 2009 75.2% 24.8% 100.0% What type of leave are employees permitted to use for cultural or ethnic events/holidays? Response Paid annual leave Unpaid leave Leave specifically devoted to cultural or ethnic events/holidays Other* Total 2009 55.6% 11.1% 41.4% 9.1% 100.0%

*Respondents selecting “Other” indicated religious holidays, administrative leave, comp time, flex time, December break and that leave is decided when the occasion arises.

2009 House Compensation Study

2009 House Compensation Study

VI-3

OTHER OFFICE PRACTICES Cultural or Ethnic Events/Holidays
How much leave are employees permitted to use for cultural or ethnic events/holidays? Response 1-7 days/year 8-14 days/year 15-21 days/year 22-28 days/year 29 or more days/year Total 2009 88.8% 9.2% 2.0% 0.0% 0.0% 100.0% Provide any reasons why employees are not provided leave that covers cultural or ethnic events/holidays: Response Have never encountered a request or need Annual or personal leave is sufficient to cover such events Decided on a case-by-case basis It would not apply to everyone Employees must use their own time Total 2009 55.6% 22.2% 11.1% 5.6% 5.6% 100.0%

Note: Respondents were asked this question only if they indicated that they do not offer any type of leave that covers cultural or ethnic events/holidays.

Does your office specifically reach out to affiliated institutions such as African American, Hispanic, or Asian American or Pacific Islander education institutions or organizations when recruiting new employees? Response Yes No Total
.

2009 32.6% 67.4% 100.0%

Diversity Recruitment
To which affiliated institutions does your office reach out? Responses Congressional Tri-Caucus Hispanic Caucus Black Caucus Asian Pacific Caucus Historically Black or Hispanic Colleges or Universities Various community groups League of United Latin American Citizens(LULAC) Asian Pacific American Institute for Congressional Studies (APAICS) Mexican American Legal Defense and Education Fund (MALDEF) National Association of Latino Elected and Appointed Officials (NALEO) United Negro College Fund (UNCF) Other community groups Total 2009 39.6% 18.9% 11.3% 7.5% 28.3% 32.1% 3.8% 1.9% 1.9% 1.9% 1.9% 20.7% 100.0%

Note: Respondents were asked this question only if they indicated that they reach out to affiliated institutions when recruiting new employees.

2009 House Compensation Study

CHAPTER VII – RECRUITMENT AND RETENTION

2009 House Compensation Study

VII-1

RECRUITMENT AND RETENTION
This section summarizes information on the practices, experiences, and issues with regard to recruitment and retention.

To what extent does your office use each of the following means to recruit for staff openings? 1 (Not at all) 40.7% 5.6% 5.8% 37.2% 13.9% 73.6% 2 3 (Somewhat) 22.8% 22.4% 33.9% 19.0% 19.7% 8.3% 4 5 (Very much) 14.6% 38.4% 22.3% 17.4% 36.9% 2.5%

Response A job advertisement on the Internet (outside House.gov) Current House employee referral Friend/relative referral House.gov—the Web site of the U.S. House of Representatives Internal job posting Newspaper advertisement Job ad in a trade/professional publication, a newsletter, or an email list (i.e., a listserv) A college or university sponsored career fair or placement office A community sponsored job/career fair An institute or organization focusing on increasing diversity in the workplace

9.8% 6.4% 15.7% 13.2% 5.7% 11.6%

12.2% 27.2% 22.3% 13.2% 23.8% 4.1%

61.5% 56.6% 77.5%

9.8% 16.4% 12.5%

12.3% 18.0% 5.0%

2.5% 6.6% 4.2%

13.9% 2.5% 0.8%

63.4%

15.4%

13.8%

4.9%

2.4%

* Respondents indicated former interns, the House GOP job list, the constituent e-newsletter, and obtaining resumes from job banks off the Hill as “Other” means of recruitment.

Percentage of employees hired by location: Response Washington, D.C. metro area Home District Home State Total 2009 34.0% 38.2% 27.8% 100.0% 2006* N/A 48.0% N/A N/A

*In 2006, participants indicated percent of employees hired from home district and percent of employees hired outside home district.

2009 House Compensation Study

2009 House Compensation Study

VII-2

RECRUITMENT AND RETENTION
On average, (1) how many individuals quit during the Member’s current term, (2) how many applicants apply for this job per year, and (3) how many offers per year does your office extend for this job? Yearly average number of Position Chief of Staff Legislative Director Senior Legislative Director Legislative Aide Legislative Correspondent Office Manager/Executive Assistant Press Secretary/Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative 2009 Average 2006 Average Turnover 1.4 1.5 0.7 1.9 1.4 1.1 1.3 1.2 1.6 1.1 1.4 1.1 1.1 1.3 N/A Applicants 2.4 8.4 3.9 24.7 17.6 4.5 11.3 6.5 20.1 5.4 5.4 1.7 3.3 8.9 3.8 Job offers 0.7 0.7 0.5 1.0 0.9 0.6 0.8 0.7 1.0 0.8 0.9 0.6 0.7 0.8 0.3 We have no such position 0.0% 0.0% 0.3% 0.0% 0.0% 0.1% 0.0% 0.0% 0.0% 0.1% 0.0% 0.1% 0.1% 0.1% N/A

Which job in your office has the highest turnover rate? Response Chief of Staff Legislative Director Senior Legislative Director Legislative Aide Legislative Correspondent Office Manager/Executive Assistant Press Secretary/Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative Other* 2009 2.4% 1.6% 0.0% 26.8% 16.5% 1.6% 10.2% 3.9% 53.5% 7.1% 8.7% 0.8% 4.7% 1.6% 2006 2.2% 1.1% 1.1% 24.4% 15.6% 4.4% 6.7% 8.9% 61.1% 13.3% 2.2% 1.1% 4.4% 1.1%

Note: Offices could select more than one option if multiple options had equivalent turnover rates * Respondents who selected “Other” indicated that no job had the highest turnover rate or that the Executive Assistant position in the district office had the highest turnover rate.

2009 House Compensation Study

2009 House Compensation Study

VII-3

RECRUITMENT AND RETENTION
How much of a problem is turnover for each of the following jobs? We have no such position 0.9% 3.5% 31.3% 0.9% 8.1% 9.8% 0.9% 1.8% 3.5% 10.6% 0.0% 3.5% 9.7% 6.5% 11.7%

Response Chief of Staff Legislative Director Senior Legislative Director Legislative Aide Legislative Correspondent Office Manager/Executive Assistant Press Secretary/Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative 2009 Average 2006 Average

Large problem 2.6% 0.9% 0.9% 2.7% 1.8% 1.8% 2.7% 2.7% 1.7% 0.0% 1.8% 0.0% 0.9% 1.6% 1.4%

Moderate problem 1.8% 3.5% 0.0% 8.0% 11.7% 5.4% 6.3% 6.2% 16.5% 3.5% 3.5% 0.9% 2.7% 5.4% 4.8%

Small problem 0.9% 7.1% 2.7% 21.2% 16.2% 4.5% 13.4% 14.2% 26.1% 16.8% 11.4% 2.6% 11.5% 11.4% 14.8%

No problem 93.9% 85.0% 65.2% 67.3% 62.2% 78.6% 76.8% 75.2% 52.2% 69.0% 83.3% 93.0% 75.2% 75.2% 67.2%

To what extent does your office collect data as to why an employee leaves your office (e.g., exit interview)? Response Never Rarely Sometimes Always Total 2009 11.5% 9.8% 15.6% 63.1% 100.0% 2006 21.6% 42.0% 12.5% 23.9% 100.0%

What is the primary reason employees state for leaving the organization? Response Career opportunity Attending school Higher wages Lack of promotion opportunities Inadequate performance Moving away Working on a campaign Workload is too high Dissatisfied with work schedule Retirement Other* Unsure Total 2009 45.5% 20.7% 9.1% 6.6% 3.3% 2.5% 0.8% 0.8% 0.0% 0.0% 5.8% 5.0% 100.0% 2006 61.1% 15.6% 10.0% 5.6% 2.2% N/A N/A 1.1% 1.1% 1.1% 2.2% N/A 100.0%

*Respondents who selected “Other” indicated leaving to be with family, for school, other career opportunities, and some offices indicated that no one has resigned from their position.

2009 House Compensation Study

CHAPTER VIII – PERCEIVED NEED FOR BENEFITS

2009 House Compensation Study

VIII-1

PERCEIVED NEED FOR BENEFITS
This section summarizes input on benefits and other tools/conditions not currently offered.

How much of a positive impact do you think the following benefits (if offered) would have on the staff in your office and/or the recruitment of new staff? No positive impact 5.2% 20.2% 20.4% Slight positive impact 16.4% 29.8% 26.5% Moderate positive impact 30.2% 28.1% 24.8% Great positive impact 48.3% 21.9% 28.3%

Response Tuition and professional dues/fees reimbursement Child care subsidy Commuter parking benefit Resource and referral vendor (e.g., search for child care, search for eldercare) Financial planning/assistance Estate planning Short-term disability Long-term disability Additional life insurance option 2009 Average

37.4% 35.3% 47.4% 34.2% 31.9% 33.6% 29.5%

35.7% 36.2% 33.6% 36.8% 37.9% 37.2% 32.2%

20.0% 22.4% 14.7% 14.9% 15.5% 20.4% 21.2%

7.0% 6.0% 4.3% 14.0% 14.7% 8.8% 17.0%

Benefits that employees request which are not currently offered: Response Additional leave time (e.g., vacation, sick, administrative) Professional dues and conference reimbursement Tuition reimbursement 4 day work weeks Gym membership reimbursement Retirement credit for unused sick time Telecommuting Education leave and tuition reimbursement for spouses and children Total 2009 18.2% 18.2% 18.2% 9.1% 9.1% 9.1% 9.1% 9.1% 100.0%

2009 House Compensation Study

CHAPTER IX – IMPACT OF EMPLOYMENT PRACTICES

2009 House Compensation Study

IX-1

BENEFITS, OFFICE SIZE, AND TURNOVER
This section illustrates how office size relates to number of paid leave days and reported turnover.

Smaller offices (i.e., offices with fewer employees) report more turnover than larger offices.
1

Fewer paid FMLA leave weeks are offered by smaller offices as compared to the number of paid FMLA leave weeks offered by larger offices.
1 0.9 0.8

Reported Turnover

0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0

Office Size
Smaller Offices

0.7 0.6 0.5 0.4 0.3 0.2

Office Size

Larger Offices

0.1 0 Fewer Paid FMLA Leave Weeks More Paid FMLA Leave Weeks

Note: This relationship is statistically significant (p<.05).

Average Maximum Paid FMLA Leave Weeks

Note: This relationship is statistically significant (p<.05).

There is a slight tendency for fewer paid annual leave days to be offered by smaller offices as compared to the number of paid annual leave days offered by larger offices.
1 0.9 0.8

There is a slight tendency for fewer paid sick leave days to be offered by smaller offices as compared to the number of paid sick leave days offered by larger offices.
1 0.9 0.8

Office Size

Office Size

0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 Fewer Paid Annual Leave Days More Paid Annual Leave Days

0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 Fewer Paid Sick Leave Days Average More Paid Sick

Average Maximum Paid Annual Leave Days

Maximum Leave Days Paid Sick Leave Days

Note: This relationship is not statistically significant.

Note: This relationship is not statistically significant.

2009 House Compensation Study

2009 House Compensation Study

IX-2

PAY INCREASES AND TURNOVER
This section illustrates how pay increases relate to problems with turnover.

Offices that provide COLA increases, merit increases, and lump sum bonuses reported less problems with turnover compared to offices that do not provide these benefits. Those offices that provide COLA reported substantially less problems with turnover than those that do not, as indicated by statistical significance.
1.4 1.2

Turnover Problems.

1 0.8 0.6 0.4 0.2 0

Not Offered Offered

COLA Increases

Merit Increases

Lump Sum Bonuses

Note: The mean difference between offices that offer COLA Increases and those that do not is statistically significant (p<.05). Mean differences for merit increases and lump sum bonuses exist but are not statistically significant.

2009 House Compensation Study

2009 House Compensation Study

IX-3

PERFORMANCE APPRAISAL/EVALUATION AND TURNOVER
This section illustrates how performance appraisal practices relate to turnover outcomes.

Regularity of Performance Appraisal/Evaluation
There was a slight difference between offices that conduct regular performance appraisals such that those conducting regular performance appraisals reported fewer problems with turnover than offices that did not conduct regular performance appraisals.

1.4 Turnover Problems 1.2 1 0.8 0.6 0.4 0.2 0 Conduct Regular Performance Appraisals
Note: The mean difference is not statistically significant.

No Yes

Parties Involved in the Performance Appraisal/Evaluation Process
Having supervisors, peer(s)/subordinates, or staff provide written evaluations for the performance appraisal process is associated with lower turnover. Those offices that conduct supervisor written evaluations reported substantially less turnover than those that do not, as indicated by statistical significance. Additionally, offices that use all three methods report the least amount of turnover, followed by offices that use two methods, which is followed by offices that use only one method. Offices that do not have supervisors, peer(s)/subordinates, or employees fill out written evaluations reported the greatest levels of turnover.

1.4 1.2 1 0.8 0.6 0.4 0.2 0 Supervisors Fill Out Written Evaluations Peer(s)/Subordinates Fill Out Written Evaluations Staff Provide SelfEvaluations

Reported Turnover

No Yes

Note: The mean difference between offices that have supervisors fill out written evaluations and those that do not is statistically significant (p <.06). Mean differences for Staff and Peer(s)/Subordinates are not statistically significant. 2009 House Compensation Study

2009 House Compensation Study

IX-4

RECRUITMENT STRATEGIES AND APPLICATIONS
This section illustrates how recruitment strategies relate to the number of applications an office receives.

Overall findings suggest that recruitment strategies are helping to increase the number of applications. Specifically, offices that report using the following recruitment strategies also report receiving more applications: Internet ads and House employee referrals. Additionally, although not statistically significant, the means still suggest that job postings on House.gov, internal job postings, college or university sponsored career fairs or placement centers, and community sponsored job/career fairs produce more applications.

0.7

Internet Ad House Employee Referral

Number of Applications

0.6

Community Job/Career Fair College Job/Career Fair

0.5

House.gov Website An Organization for Workplace Diversity Newspaper Ad Internal Job Posting

0.4

0.3

Little Use

Much Use

Friend/Relative Referral

Extent of Use for Each Recruitment Strategy

Note: The mean difference between the number of applications received is statistically significant for posting Internet job ads and House employee referrals. Relationships with other recruiting strategies are not statistically significant.

2009 House Compensation Study

CHAPTER X –SURVEY

SURVEY

X-2

Part I: Office Information
The following identifying information will only be used for the purpose of data collection and will not be included in the report. Your responses will be kept strictly confidential and not attributed to you. 1. Please indicate the name of the Member for whom you work: __________________________ 2. Please indicate the state of the Member for whom you work: ___________________________ 3. Please indicate the district of the Member for whom you work: _________________________

Part II: Hiring and Compensation Practices
In this section you will be asked to provide information on the hiring and compensation practices for the employees in your office. You will be asked to answer questions about each employee in your office one at a time. Please think of your employees in terms of “employee 1”, “employee 2”, “employee 3”, etc. and then use that sequencing when responding to the set of questions for each employee in your office. In the survey, you will not need to indicate how you numbered employees. This “numbering system” is simply to help you respond to questions for each employee as you complete the survey. Please have the completed worksheets for each employee available to aid you in completing the survey. To answer the first set of questions below, think of the person you labeled as “employee 1” and answer the questions as they apply to “employee 1”. When the questions repeat, please use this same approach when responding for each subsequent employee. 4. Please select the employee’s job title: Chief of Staff—acts as the Member’s chief policy advisor; develops and implements all policy objectives, strategies, and operating plans for the Member’s office; manages and directs all activities and staff of the Member’s Washington, D.C. and District offices; coordinates the activities of the Member with the leadership and committee office(s); and oversees the office budget. Legislative Director—advises the Member on all legislative areas; assists in the development of policy positions and legislative initiatives; manages and supervises the Member’s legislative staff; and monitors and reports on floor action to the Member and the Chief of Staff. Senior Legislative Aide—develops and plans legislative initiatives; monitors legislative developments within committees and on the House floor; writes floor speeches for the Member; and meets with constituents and special interest groups on behalf of the Member. Legislative Aide—tracks legislation and other developments in an assigned issue area; drafts constituent correspondence for the Member; prepares for committee meetings and hearings related to specific issues; and answers constituent letters and helps constituents with federal matters. (Response options continue on next page)

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Legislative Correspondent—performs research required to respond to letters from constituents; prepares and oversees the proofreading and printing of form letters; drafts responses to letters from constituents; and provides administrative support and assistance to Legislative Aides. Office Manager/Executive Assistant — supervises Washington, D.C. office staff, including monitoring personnel matters and ensuring that office policies and procedures are followed; maintains office and payroll accounts in accordance with regulations governing the Member’s Representational Allowance; acts as liaison for the Member with the staff, the public, committee staff, and other Members; maintains the Member’s files, including notes, correspondence, and all information related to travel; procures and maintains equipment for the Washington, D.C. office; and ensures that the Member is provided with briefing materials for each event. Press Secretary/Communications Director—manages and coordinates all communication activities (including media contacts) for the Member and the office; develops and implements media and communications strategy for the Member; acts as the formal spokesperson and media liaison for the Member; and writes speeches for the Member. Scheduler—maintains Member’s official schedule, travel plans, and related records; briefs the Member on all scheduling activities of the Washington, D.C. and District office and makes recommendations on proposed future meetings; schedules all staff meetings and briefings; and coordinates scheduling of press, interview, radio, and television time with the Press Secretary. Staff Assistant (Washington, D.C.)—greets and screens visitors; responds to constituent requests for information; and performs general administrative duties. Staff Assistant (District)—responds to constituent requests for information; maintains handout literature regarding the District and the House; and performs general administrative duties. Constituent Services Representative/Caseworker—acts as the community representative for the Member within his or her area of responsibility; monitors and updates the Member and District Director on District and local issues; and answers casework correspondence and verbal communications with constituents. District Director—oversees all District office operations; represents the Member, or assigns appropriate staff to represent the Member in District and travels throughout the District at regular intervals to keep abreast of local concerns. Field Representative—acts as liaison with federal, District, and local agencies for the Member and constituents and assesses casework for problems requiring legislative action and makes recommendations to the District Director and Chief of Staff. 5. If your office uses an alternate title for this position, please indicate the alternative title here: ____________________

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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6. How well does the job title and summary of duties listed above describe the primary responsibilities of the employee in this position? Describes the primary responsibilities very well Describes the primary responsibilities somewhat closely Does not describe the primary responsibilities Other (please specify) ________________________________________________________ 7. Please check any roles that this employee performs in addition to the duties of the employee's primary job. (Mark all that apply) This employee does not perform any additional roles. Chief of Staff—acts as the Member’s chief policy advisor; develops and implements all policy objectives, strategies, and operating plans for the Member’s office; manages and directs all activities and staff of the Member’s Washington, D.C. and District offices; coordinates the activities of the Member with the leadership and committee office(s); and oversees the office budget. Legislative Director—advises the Member on all legislative areas; assists in the development of policy positions and legislative initiatives; manages and supervises the Member’s legislative staff; and monitors and reports on floor action to the Member and the Chief of Staff. Senior Legislative Aide—develops and plans legislative initiatives; monitors legislative developments within committees and on the House floor; writes floor speeches for the Member; and meets with constituents and special interest groups on behalf of the Member. Legislative Aide—tracks legislation and other developments in an assigned issue area; drafts constituent correspondence for the Member; prepares for committee meetings and hearings related to specific issues; and answers constituent letters and helps constituents with federal matters. Legislative Correspondent—performs research required to respond to letters from constituents; prepares and oversees the proofreading and printing of form letters; drafts responses to letters from constituents; and provides administrative support and assistance to Legislative Aides. Office Manager/Executive Assistant — supervises Washington, D.C. office staff, including monitoring personnel matters and ensuring that office policies and procedures are followed; maintains office and payroll accounts in accordance with regulations governing the Member’s Representational Allowance; acts as liaison for the Member with the staff, the public, committee staff, and other Members; maintains the Member’s files, including notes, correspondence, and all information related to travel; procures and maintains equipment for the Washington, D.C. office; and ensures that the Member is provided with briefing materials for each event. (Response options continue on next page)

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Press Secretary/Communications Director—manages and coordinates all communication activities (including media contacts) for the Member and the office; develops and implements media and communications strategy for the Member; acts as the formal spokesperson and media liaison for the Member; and writes speeches for the Member. Scheduler—maintains Member’s official schedule, travel plans, and related records; briefs the Member on all scheduling activities of the Washington, D.C. and District office and makes recommendations on proposed future meetings; schedules all staff meetings and briefings; and coordinates scheduling of press, interview, radio, and television time with the Press Secretary. Staff Assistant (Washington, D.C.)—greets and screens visitors; responds to constituent requests for information; and performs general administrative duties. Staff Assistant (District)—responds to constituent requests for information; maintains handout literature regarding the District and the House; and performs general administrative duties. Constituent Services Representative/Caseworker—acts as the community representative for the Member within his or her area of responsibility; monitors and updates the Member and District Director on District and local issues; and answers casework correspondence and verbal communications with constituents. District Director—oversees all District office operations; represents the Member, or assigns appropriate staff to represent the Member in District and travels throughout the District at regular intervals to keep abreast of local concerns. Field Representative—acts as liaison with federal, District, and local agencies for the Member and constituents and assesses casework for problems requiring legislative action and makes recommendations to the District Director and Chief of Staff. 8. Where is this employee's primary duty station? Washington, D. C. District 9. Does this employee travel between the District and D.C. offices on a regular basis? Yes No 10. Is this employee's position exempt from the Fair Labor Standards Act (FLSA)? Exempt Non-Exempt 11. What is the employee's current salary (in whole numbers)? $____________________ 12. How many years has the employee been in this position? ______ years

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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13. In the table below, please indicate how much experience this employee had in each area before starting in this position. Years _____ _____ _____ _____ Area House Federal Government State or local government Private sector

14. What is the employee's highest level of education? High school diploma or equivalent Some college-level education, but no degree Associate's degree Bachelor's degree 15. Please indicate the gender of this employee: Male Female 16. Please indicate the race/ethnicity of this employee: American Indian or Alaska Native – A person having origins in any of the original peoples of North and South America (including Central America) and who maintains identification through community recognition or tribal affiliation Asian – A person having origins in any of the original peoples of the Far East, Southeast Asia, the Indian subcontinent or the Pacific Islands. This area includes, for example, China, India, Japan, Korea, Vietnam, Cambodia, and the Philippine Islands. Pacific Islander – A person having origins in any of the Pacific Islands. This area includes Native Hawaii, Guamanian, or Chomorro, Fijian, Tongan or Samoan. Black, not of Hispanic origin – A person having origins in any of the black racial groups of Africa. Does not include persons of Mexican, Puerto Rican, Cuban, Central or South American, or other Spanish Cultures or origins (see Hispanic) Hispanic – A person of Mexican, Puerto Rican, Cuban, Central or South American, or other Spanish cultures or origins. Does not include persons of Portuguese culture or origin. White, not of Hispanic origin – A person having origins in any of the original peoples of Europe, North Africa, or the Middle East. Does not include persons of Mexican, Puerto Rican, Cuban, Central or South American, or other Spanish cultures or origins (see Hispanic). Also includes persons not included in other categories. Unsure 17. What’s the age of this employee? ________ years Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential. Master's degree Law degree Other advanced degree (e.g., PhD)

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To complete this paper survey, please copy Part II (Questions 4 through 17 above) as many times as there are employees in your office. Fill out each copy in reference to a single employee in your office.

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Part III: Organizational Structure
18. Recognizing that each office has its own unique structure, please review the four organizational charts and select the organizational chart that most closely resembles your office's structure. Centralized structure Functional structure Parity structure Other (please specify) ____________

19. On average, what is the number of employees your office employs? _______

20. Who performs the emergency coordinator duties? An employee A shared employee (If you chose this response skip to question 22) A contractor (If you chose this response skip to question 22) Shared between an employee and a contractor (If you chose this response skip to question 22) Other (please specify) ____________ (If you chose this response skip to question 22)

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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21. What is the job title of the person who is responsible for the emergency coordinator duties? Chief of Staff Legislative Director Sr. Legislative Aide Legislative Aide Legislative Correspondent Office Manager/ Executive Assistant Press Secretary/Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative /Caseworker District Director Field Representative

22. Who performs the systems administrator duties? An employee A shared employee (If you chose this response skip to question 24) A contractor (If you chose this response skip to question 24) Shared between an employee and a contractor (If you chose this response skip to question 24) Other (please specify) ________________ (If you chose this response skip to question 24)

23. What is the job title of the person who is responsible for the systems administrator duties? Chief of Staff Legislative Director Sr. Legislative Aide Legislative Aide Legislative Correspondent Office Manager/ Executive Assistant Press Secretary/Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative /Caseworker District Director Field Representative

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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24. Who performs the financial administrator duties? An employee A shared employee (If you chose this response skip to question 26) A contractor (If you chose this response skip to question 26) Shared between an employee and a contractor (If you chose this response skip to question 26) Other (please specify) ________________ (If you chose this response skip to question 26)

25. What is the job title of the person who is responsible for the financial administrator duties? Chief of Staff Legislative Director Sr. Legislative Aide Legislative Aide Legislative Correspondent Office Manager/ Executive Assistant Press Secretary/Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative /Caseworker District Director Field Representative

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Part IV: Benefits
In this section you will be asked to provide information on the benefits offered by your office. Unless otherwise indicated, please answer the questions as they apply across all of the positions within your office.

Pay Increases
In this section, you will be asked about benefits offered that are related to pay increases, such as cost of living adjustments (COLA), merit increases/raises, and pay adjustments/lump sum bonuses. Cost of Living Adjustments (COLA): This section asks about your office policies regarding cost of living pay adjustments (usually provided at the beginning of the calendar year). To avoid referring to the same pay increase more than once, please note that these questions refer to cost of living pay adjustments offered apart from merit increases/raises and bonuses. 26. Which of the following best represents how your office provides annual cost of living adjustments (COLA)? We do not provide COLA (If you chose this response skip to question 29) All employees are eligible to receive COLA, and the percentage increase is the same for all employees (If you chose this response skip to question 28) All employees are eligible to receive COLA, but who receives COLA and the percentage increase is determined by factors, such as tenure, job type, or merit 27. What are the criteria used to determine who receives COLA and/or the percentage increase of COLA? (Mark all that apply)
Determines who receives COLA Determines % increase of COLA

Job type Tenure Performance

28. What was the average percentage increase for COLA given in the past calendar year (2008)? ________%

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Merit Increases/Raises: This section asks about your office policies regarding merit increases/raises that are provided to employees. To avoid referring to the same pay increase more than once, please note that these questions refer to merit increases offered apart from cost of living pay adjustments and bonuses. 29. Which of the following best represents how your office provides annual merit increases/raises? We do not provide merit increases/raises (If you chose this response skip to question 34) All employees are eligible to receive a merit increase/raise, and the percentage increase is the same for all employees (If you chose this response skip to question 31) All employees are eligible to receive a merit increase/raise, but who receives a merit increases/raise and the percentage increase is determined by factors, such as tenure, job type, or merit

30. What are the criteria used to determine who receives a merit increase/raise and/or the percentage of the increase? (Mark all that apply)
Determines who receives a raise Determines % increase of raise

Job type Tenure Performance

31. What was the average percentage increase for merit increases given in the past calendar year (2008)? _______%

32. Does your office budget for annual merit increases? Yes No

33. At what time of the year do you generally give merit increases/raises to your employees? End of the calendar year End of the fiscal year (October 1-September 30) Employment date anniversary Throughout the year

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Pay Adjustments/Lump Sum Bonuses: This section asks about your office policies regarding pay adjustments/lump sum bonuses that are provided to employees. To avoid referring to the same pay increase more than once, please note that these questions refer to pay adjustments/lump sum bonuses offered apart from cost of living pay adjustments and merit increases/raises. 34. Which of the following best represents how your office provides lump sum bonuses? We do not provide lump sum bonuses (If you chose this response skip to question 37) All employees are eligible to receive lump sum bonuses and the amount/percentage is the same for all employees (If you chose this response skip to question 36) All employees are eligible to receive lump sum bonuses, but who receives a bonus and the amount is determined by factors, such as tenure, job type, or merit 35. What are the criteria used to determine who receives a lump sum bonus and/or the amount of the lump sum bonus? (Mark all that apply) Determines who receives a bonus Determines amount of bonus Job type Tenure Performance 36. What was the average amount for lump sum bonuses given in the past calendar year (2008)? (Please input only whole numbers without commas or decimal points. For example, input "1000" for one thousand dollars.) $ ____________________

Leave
In this section, you will be asked about benefits offered that are related to family, sick, annual, administrative, and bereavement leave. Annual Leave: This section asks about your office policies regarding annual leave. To avoid referring to the same leave more than once, please note that these questions refer to annual leave, which is separate from FMLA, sick, administrative, or bereavement leave. 37. Which of the following best represents how your office implements paid annual leave? We do not offer annual leave (If you chose this response skip to question 45) All employees receive the same amount of annual leave All employees receive annual leave, but the amount of annual leave an employee receives varies by tenure in the House only (If you chose this response skip to question 39) All employees receive annual leave, but the amount of annual leave an employee receives varies by tenure in the federal government, including the House (If you chose this response skip to question 39) 38. How much annual leave time do employees in your office receive yearly? Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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1-7 days 8-14 days 15-21 days 22-28 days 29 days or more (If you answered question 38 above, skip to question 40) 39. What is the maximum amount of annual leave given for each level of tenure attained by employees in your office? Tenure
Less than 1 year 1-3 years 4-6 years 7-10 years 11+ years
0 days/year 1-7 days/year 8-14 days/year 15-21 days/year 22-28 days/year 29 days or more/year

40. Does your office allow employees to roll over unused paid annual leave from one year to the next? Yes, employees can roll over an unlimited number of days (If you chose this response skip to question 42) Yes, but only a limited number of days No (If you chose this response skip to question 42) 41. What is the maximum number of unused paid annual leave days that can be rolled over from one year to the next? 1-7 days 8-14 days 15-21 days 22-28 days 29 days or more 42. If an employee leaves your office, do they get paid for unused annual leave? Yes No

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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43. Which of the following answer choices describe(s) how your office accepts the transfer of unused annual leave accrued during previous employment when appointing a new employee to the office staff? (Mark all that apply) We do not accept the transfer of unused annual leave accrued during previous employment We accept the transfer of unused annual leave accrued during previous employment in the House We accept the transfer of unused annual leave accrued during previous employment in a federal government agency or department, outside the House We accept the transfer of unused annual leave accrued during previous employment in organizations outside the federal government 44. Does your office have a formal written annual leave policy? Yes No Sick Leave: This section asks about your office policies regarding sick leave. To avoid referring to the same leave more than once, please note that these questions refer to sick leave, which is separate from FMLA, annual, administrative, or bereavement leave. 45. Which of the following best represents how your office provides paid sick leave? We do not offer paid sick leave (If you chose this response skip to question 54) All employees receive the same amount of sick leave All employees receive sick leave, but the amount of sick leave an employee receives varies by tenure in the House only (If you chose this response skip to question 47) All employees receive sick leave, but the amount of sick leave an employee receives varies by tenure in the federal government, including the House (If you chose this response skip to question 47) 46. How much sick leave time do employees in your office receive yearly? 1-7 days 8-14 days 15-21 days 22-28 days 29 days or more (If you answered question 46 above, skip to question 48)

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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47. What is the maximum amount of paid sick leave allowed for each level of tenure attained by employees in your office? Tenure
Less than 1 year 1-3 years 4-6 years 7-10 years 11+ years
0 days/year 1-7 days/year 8-14 days/year 15-21 days/year 22-28 days/year 29 days or more/year

48. Does your office allow employees to roll over unused paid sick leave from one year to the next? Yes, employees can roll over an unlimited number of days (If you chose this response skip to question 50) Yes, but only a limited number of days No (If you chose this response skip to question 50) 49. What is the maximum number of unused paid sick days an employee can roll over from one year to the next? 1-7 days 8-14 days 15-21 days 22-28 days 29 days or more 50. Does your office allow an employee to donate unused paid sick leave to an office-wide leave bank? Yes No 51. Do you provide departing employees with a written report documenting his/her unused paid sick leave? Yes No

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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52. Which of the following answer choices describe(s) how your office accepts the transfer of unused paid sick leave accrued during previous employment when appointing a new employee to the office staff? (Mark all that apply) We do not accept the transfer of unused sick leave accrued during previous employment We accept the transfer of unused sick leave accrued during previous employment in the House We accept the transfer of unused sick leave accrued during previous employment in a federal government agency or department, outside the House We accept the transfer of unused sick leave accrued during previous employment in organizations outside the federal government 53. Does your office have a formal written sick leave policy? Yes No Family and Medical Leave (FMLA): Leave under the Family and Medical Leave Act (FMLA) is used for life qualifying events, which include the following: Type A: Birth Parent Bonding with/Caring for Newborn Type B: Adoption of a Child or Foster Care Type C: Care for ill Immediate Family Member Type D: Employee's Serious (debilitating) Health Condition. FMLA mandates a maximum of 12 weeks of leave, but does not require the leave to be paid. Sick leave is used for short term medical needs. 54. How is family and medical leave (FMLA) implemented in your office? We do not offer paid family and medical leave (If you chose this response skip to question 56) We implement paid family and medical leave informally on a case-by-case basis We implement paid family and medical leave based on a formal, written policy 55. What is the maximum number of paid weeks of FMLA leave your office offers for each of the following qualifying events? Type A: Birth and care of a newborn child of the employee _____ weeks Type B: Placement of a child with the employee for adoption or foster care _____ weeks Type C: To care for an immediate family member of the employee with a serious health condition _____ weeks Type D: Employee's serious health condition _____ weeks

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Administrative Leave: This section asks about your office policies regarding administrative leave. To avoid referring to the same leave more than once, please note that these questions refer to administrative leave, which is separate from FMLA, sick, annual, or bereavement leave. 56. For which of the following circumstances is administrative leave authorized by your office? (Mark all that apply) We do not offer paid administrative leave For absences because of extreme weather conditions, serious interruptions of public transportation services, disasters, or special events of national importance To participate in an educational, , or training program determined to be of mutual concern and benefit to the office and the employee To serve on a jury or appear as a witness on behalf of any party in connection with any judicial proceeding to which the United States or a State or local government is a party To donate blood, without compensation, to a fellow employee, a member of one's family, or a blood bank To register to vote or to vote locally in any federal, state, county, or municipal election Other (please specify) ________________________________________

Bereavement Leave: This section asks about your office policies regarding bereavement leave. To avoid referring to the same leave more than once, please note that these questions refer to bereavement leave, which is separate from FMLA, sick, annual, or administrative leave. 57. Does your office offer paid bereavement leave? Yes No (If you chose this response skip to question 60)

58. What is the maximum number of paid bereavement leave days that your office offers? _______

59. For which of the following groups of people can bereavement leave be used? (Mark all that apply) Immediate family (parents, spouse, siblings, children, grandparents, grandchildren) Extended family (in-laws, cousins, aunts, uncles, nieces, nephews) Friends

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Student Loan Repayment
This section asks about policies related to student loan repayment. 60. Which of the following best represents how your office participates in the student loan repayment program? We do not offer student loan repayment All employees are eligible for the same amount of student loan repayment (subject to available funds) (If you chose this response skip to question 62) All employees are eligible for student loan repayment, but the amount varies solely by the employee's tenure (If you chose this response skip to question 62) All employees are eligible for student loan repayment, but the amount varies solely by the employee's position (If you chose this response skip to question 62) All employees are eligible for student loan repayment, but the amount varies by the employee's tenure and position (If you chose this response skip to question 62) Only some employees are eligible for student loan repayment, depending on the employee's position (If you chose this response skip to question 62) Only some employees are eligible for student loan repayment, depending on the employee's tenure (If you chose this response skip to question 62) 61. Please indicate the reason(s) why your office does not participate in the student loan repayment program. (Mark all that apply) There is no one in the office to benefit from this It would cost too much We are not aware of the program Other (please specify) ___________________________________ (If you answered question 61 above, skip to question 65) 62. How many employees in your office currently receive a student loan repayment? ________ 63. What is the average amount of monthly student loan repayments per employee in your office? $ ____________________ 64. How does your office respond if an employee leaves prior to the end of their Student Loan Repayment contract year? Employees are not required to pay back any of the money that has already been contributed Employees are required to pay back a portion of the money that has already been contributed Employees are required to pay back all the money that has already been contributed Other (please specify) ___________________________________

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Other Benefits
This section asks about additional policies related to benefits. 65. Which of the following flexible work arrangements does your office offer? (Mark all that apply) We do not offer flexible work arrangements (If you chose this response skip to question 70) Flex time (e.g., employee chooses days/hours to work as long as work week totals a certain number) Flex time only during recess periods Telecommuting Part-time work Job sharing (i.e., two employees share a job and do the work of one employee) Other (please specify) ____________________________________________________ 66. Which of the following positions, if any, in your office are part time? (Mark all that apply) Chief of Staff Legislative Director Sr. Legislative Aide Legislative Aide Legislative Correspondent Office Manager/ Executive Assistant Press Secretary/Communications Director Scheduler 67. For which of the following positions, if any, does your office permit job sharing between two employees in your office? (Mark all that apply) Chief of Staff Legislative Director Sr. Legislative Aide Legislative Aide Legislative Correspondent Office Manager Executive Assistant Press Secretary/Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative /Caseworker District Director Field Representative Job sharing is not permitted in any positions Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative /Caseworker District Director Field Representative No positions are part-time

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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68. Which of the following positions in your office, if any, are shared between one of your employees and an employee simultaneously appointed to a position in another House office (i.e., a "shared employee")? (Mark all that apply) Chief of Staff Legislative Director Sr. Legislative Aide Legislative Aide Legislative Correspondent Office Manager Executive Assistant Press Secretary/Communications Director Scheduler 69. Which of the following positions, if any, are eligible for telecommuting? (Mark all that apply) Chief of Staff Legislative Director Sr. Legislative Aide Legislative Aide Legislative Correspondent Office Manager Executive Assistant Press Secretary/Communications Director Scheduler 70. How does your Washington, D.C. office’s work schedule change when the House is not in session? (Mark all that apply) There is no change Work 5 days per week, but reduced number of hours each day Work less than 5 days per week, with same amount of hours as when House is in session Work less than 5 days per week, with reduced number of hours each day Time of the beginning and end of the work day are flexible Certain employees do not work during recess periods Employees telecommute with increased frequency Other (please specify) ____________________________________ Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential. Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative /Caseworker District Director Field Representative No positions are eligible for telecommuting Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative /Caseworker District Director Field Representative No positions are shared between my office and an employee in another office

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Part V: Performance Appraisals/Evaluations
In this section you will be asked to provide information on the performance appraisal/evaluation practices in your office. 71. Which process(es) reflect(s) the performance appraisal/evaluation practice(s) of your office? (Mark all that apply) We do not conduct regular staff performance appraisals/evaluations (If you chose this response skip to question 73) Supervisor(s) fill out written evaluations Peer(s)/subordinate(s) fill out written evaluations Staff are asked to provide self evaluations Staff and supervisor(s) hold formal meetings to discuss performance All staff are evaluated formally Only specific staff positions are evaluated (e.g., only senior staff are evaluated) Informal evaluations are conducted, but there is no formal policy/practice 72. When are performance evaluations generally conducted in your office? All positions are evaluated on a set date(s) one time per year All positions are evaluated on a set date(s) more than one time per year All positions are evaluated on a set date(s) less than one time per year Staff are evaluated on an individual basis based on employment anniversary date Staff are evaluated on an individual basis based on job type Staff are evaluated on an individual basis sporadically Other (please specify) ________________________________________ (If you answered question 72 above, skip to question 74) 73. Why does your office not conduct annual/regular staff performance appraisals/evaluations? (Mark all that apply) Takes too much time Do not have the necessary tools/forms to do evaluations Turnover in positions Too difficult to provide "accurate" performance feedback Already conduct informal reviews It is not a priority Policy changes Other (please specify) ________________________________________ Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Part VI: Other Office Practices
In this section you will be asked to provide information on other practices within your office, such as development plans, dress code, and gym use. 74. Does your office have a written personnel policies and procedures manual that is provided to all employees at start of employment? Yes No 75. Which of the following developmental opportunities are offered to your employees? (Mark all that apply) On-site training classes Off-site training classes Formal on-the-job training program Other (please specify) ___________________________________ 76. Which of the following best describes the dress code during each of the following time periods?
Business attire Business casual Casual No dress code

Washington, D.C. office on days when the House is in session Washington, D.C. office on days when the House is NOT in session Washington, D.C. office when the House has adjourned for a District work period District office

77. Are the employees of the office authorized to participate in wellness activities (e.g., exercise, use a wellness/fitness center, smoking cessation classes/groups) during normal work hours? No Yes, during any time of day and year Yes, but only during lunch breaks Yes, but only during district work periods It is decided on a case-by-case basis Other (please specify) ________________________________________

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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78. Does your office provide an orientation for new employees in addition to the House-offered online orientation? Yes No 79. Does your office require employees to access the House-offered online orientation for new employees? Yes No 80. Is fluency in foreign languages a priority in your office? Yes No 81. Which languages other than English are spoken or required in your office? ___________ 82. Is it a priority for your office to have your staff demographics reflect your constituents’ demographics? Yes No 83. Does your office provide any type of leave that covers cultural or ethnic events/holidays? Yes No (If you chose this response skip to question 86) 84. What type of leave are employees permitted to use for cultural or ethnic events/holidays? (Mark all that apply) Paid annual leave Unpaid leave Leave specifically devoted to cultural or ethnic events/holidays Other (please specify) _________________ 85. How much leave are employees permitted to use for cultural or ethnic events/holidays? 1-7 days/year 8-14 days/year 15-21 days/year 22-28 days/year 29 days or more/year (If you answered question 85 above, skip to question 87) Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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86. Please provide the reasons why employees are not provided leave that covers cultural or ethnic events/holidays?_____________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ 87. Does your office specifically reach out to affiliated institutions such as African American, Hispanic, or Asian American and Pacific Islander education institutions or organizations when recruiting new employees? Yes No (If you chose this response skip to question 89) 88. To which affiliated institutions does your office reach out? Institution 1 _________________________________ Institution 2 _________________________________ Institution 3 _________________________________ Institution 4 _________________________________ Institution 5 _________________________________

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Part VII: Recruitment and Retention
In this section you will be asked to provide information on the practices, experiences and issues with regard to recruitment and retention in your office. 89. To what extent does your office use each of the following means to recruit for staff openings?
1 Not at all 2 3 Somewhat 4 5 Very much

A job advertisement on the Internet (outside House.gov) Current House employee referral Friend/relative referral House.gov—the Web site of the U.S. House of Representatives Internal job posting Newspaper advertisement Job ad in a trade/professional publication, a newsletter, or an email list (i.e., a listserv) A college or university sponsored career fair or placement office A community sponsored job/career fair An institute or organization focusing on increasing diversity in the workplace

Other (please specify) _____________________

90. Please indicate the percentage of new employees hired from the following locations: ____% Washington, D.C. metropolitan area ____% Home District (versus Washington, D.C.) ____% Home State (versus Washington, D.C.)

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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91. Please complete the questions below for each job type in your office by adding a number in each of the spaces.
How many individuals in this job have quit during the Member's current term? Chief of Staff Legislative Director Senior Legislative Director Legislative Aide Legislative Correspondent Office Manager /Executive Assistant Press Secretary/ Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative On average, how many applicants apply for this job per year? On average, how many offers per year does your office extend for this job? We have no such position

___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___

___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___

___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___

___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___

92. Which job in your office has the highest turnover rate? (Note: You may select more than one option if multiple options have equivalent turnover rates.) Chief of Staff Legislative Director Senior Legislative Director Legislative Aide Legislative Correspondent Office Manager /Executive Assistant Press Secretary/Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative Other (please specify) ______________

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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93. How much of a problem is turnover for each of the following jobs?
No problem with turnover Small problem with turnover Moderate problem with turnover Large problem with turnover We have no such position

Chief of Staff Legislative Director Senior Legislative Director Legislative Aide Legislative Correspondent Office Manager/ Executive

Assistant
Press Secretary/ Communications Director Scheduler Staff Assistant (Washington, D.C.) Staff Assistant (District) Constituent Services Representative/Caseworker District Director Field Representative

94. To what extent does your office gather reasons/explanations as to why an employee leaves your office (e.g., exit interview)? Never Rarely Sometimes Always 95. What is the primary reason employees state for leaving the organization? Higher wages Career opportunity Attending school Moving away Working on a campaign Lack of promotional opportunities Dissatisfied with work schedule Workload is too high Inadequate performance Retirement Other Unsure

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Part VIII: Perceived Need for Benefits
In this section you will be asked to provide your input on benefits and other tools/conditions not currently offered. 96. How much of a positive impact do you think the following benefits (if offered) would have on the staff in your office and/or the recruitment of new staff? No positive impact Tuition and professional dues/fees reimbursement Child care subsidy Commuter parking benefit Resource and referral vendor (e.g., search for child care, search for elder care) Financial planning/assistance Estate planning Short-term disability Long-term disability Additional life insurance option Slight positive impact Moderate positive impact Great positive impact

97. Please list any benefits that employees request which you do not offer. ______________________________________________________________ ______________________________________________________________

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

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Thank you for completing this survey.
Thank you very much for providing us with your valuable input. Your participation in this survey will help us conduct a thorough review and analysis of the employment, hiring, compensation and benefit practices of Member offices and generate substantive results. To submit this paper survey, please either 1) scan in the completed responses and email to HouseCompStudy@icfsurveys.com or 2) fax completed responses to 703-934-3156. When this study has been completed, you will receive an electronic report featuring the results of this survey. This report is expected to be released in September 2009 and will include information such as averages and trends for compensation, benefits and other practices within House offices as well as the impact of these employment practices on recruitment, retention and other essential personnel initiatives. Thank you again and we appreciate your cooperation. For technical concerns or other project-related matters, please contact ICF’s House Compensation Study Hotline via telephone at 1-877-490-0595 or via email at HouseCompStudy@icfsurveys.com.

Data gathered from this survey will be reported anonymously; identification information will be omitted. Your responses are strictly confidential.

Produced Produced for the for the Chief Administrative Officer (CAO) Office Chief Administrative Office U.S. House of Representatives U.S. House of Representatives By By ICF International ICF International

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