House Compensation Study 2006

2006 House
Compensation Study
Guide for the 110th Congress
Produced for the

Chief Administrative Office
U.S. House of Representatives
By
ICF International
TABLE OF CONTENTS
Page
INTRODUCTION....................................................................................................i
I. HIRING AND COMPENSATION PRACTICES
COMPENSATION OVERVIEW.......................................................................... I-1
COMPENSATION PROFILES
Chief of Staff............................................................................................ I-2
Counsel ................................................................................................... I-5
Legislative Director .................................................................................. I-8
Senior Legislative Aide .......................................................................... I-11
Legislative Aide ..................................................................................... I-14
Legislative Correspondent..................................................................... I-17
Office Manager ...................................................................................... I-20
Press Secretary/Communications Director............................................ I-23
Executive Assistant ............................................................................... I-26
Scheduler (Washington, D.C.)............................................................... I-29
Staff Assistant (Washington, D.C.) ........................................................ I-32
Staff Assistant (District) ......................................................................... I-35
Systems Administrator........................................................................... I-38
Constituent Services Representative/Caseworker ................................ I-41
District Director ...................................................................................... I-44
District Scheduler .................................................................................. I-47
Field Representative.............................................................................. I-50
Grants and Projects Coordinator ........................................................... I-53
II. ORGANIZATIONAL STRUCTURE
ORGANIZATIONAL CHARTS........................................................................... II-1
ADDITIONAL DUTIES ...................................................................................... II-2

Emergency Coordinator.......................................................................... II-2
Systems Administrator............................................................................ II-2
Financial Administrator ........................................................................... II-2
III. BENEFITS
PAY INCREASES ............................................................................................ III-1

Cost of Living Adjustments (COLA) ....................................................... III-1
Merit Increases/Raises .......................................................................... III-2
Pay Adjustments/Bonuses..................................................................... III-3
Page
LEAVE ............................................................................................................. III-4

Family and Medical Leave (FMLA) ........................................................ III-4
Sick Leave............................................................................................. III-5
Annual Leave ........................................................................................ III-7
Administrative Leave ............................................................................. III-9
Bereavement Leave .............................................................................. III-9
STUDENT LOAN REPAYMENT .................................................................... III-10
OTHER BENEFITS AND POLICIES .............................................................. III-11

Flexible Work Arrangements ............................................................... III-11
District Work Periods ........................................................................... III-12
House Transit Benefit Program ........................................................... III-12
Performance Appraisals/Evaluations................................................... III-13
Dress Code ......................................................................................... III-14
Wellness Activities............................................................................... III-14
Smoking .............................................................................................. III-14
New Employee Orientation.................................................................. III-14
IV. RECRUITMENT AND RETENTION................................................................. IV-1
RECRUITMENT ............................................................................................... IV-1

RETENTION .................................................................................................... IV-3
V. SURVEY QUESTIONS ..................................................................................... V-1

2006 House Compensation Study i
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, and benefits practices of House personal offices.
The study was conducted using a web-based survey that was sent to all 440
Representatives’ offices. A total of 141 (32.0%) offices completed the survey during July
and August 2006.
The report is organized into five chapters:
Chapter I: Hiring and Compensation Practices — summarizes the

education, compensation, and experience qualifications of office staff in 18
core positions.
Chapter II: 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 III: Benefits — summarizes Member’s office policies related to pay
increases, leave, student loan repayments, flexible work arrangements,
performance appraisal, dress codes, smoking, wellness, and new employee
orientation.
Chapter IV: Recruitment and Retention — lists the most common
recruitment sources for each core position, information on the turnover rates
for each position, and the perceived need for other benefits.
Chapter V: Survey Questions — contains a complete list of the survey
questions.
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 2006 survey (32%) 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 all questions.
2006 House Compensation Study

CHAPTER I – HIRING AND COMPENSATION PRACTICES
2006 House Compensation Study I-1
BENCHMARK SALARY COMPARISON FOR

SIMILAR POSITIONS IN THE U.S. HOUSE OF REPRESENTATIVES AND THE U.S. SENATE
Position Chamber Minimum 25th Percentile 50th Percentile Average 75th Percentile Maximum
Chief of Staff House $87,000 $116,000 $130,000 $129,736 $148,500 $160,000
Chief of Staff Senate $114,000 $147,000 $157,150 $151,767 $160,659 $160,659
Counsel House $62,400 $65,000 $80,000 $83,771 $89,000 $130,000
Counsel Senate $42,000 $75,500 $95,000 $95,210 $110,865 $155,000
Legislative Director House $42,000 $67,000 $77,750 $76,490 $85,000 $120,000
Legislative Director Senate $85,000 $102,186 $120,000 $116,952 $127,830 $160,659
Senior Legislative Aide* House $34,500 $45,000 $52,000 $55,405 $65,000 $92,000
Legislative Aide House $28,000 $36,000 $41,000 $43,433 $50,000 $76,500

Legislative Aide Senate $34,000 $52,000 $65,000 $66,789 $77,580 $150,000
Legislative Correspondent House $25,000 $29,000 $31,000 $31,807 $34,000 $43,000
Legislative Correspondent Senate $20,000 $29,000 $32,000 $32,802 $36,000 $75,000
Office Manager House $21,000 $36,000 $50,000 $52,922 $64,000 $107,200
Administrative Director/Office Manager Senate $31,500 $67,006 $78,000 $78,266 $89,500 $149,700
Press Secretary/Communications Director House $32,000 $45,000 $55,000 $58,756 $68,250 $125,000
Press Secretary/Communications Director1 Senate $40,000 $54,000 $63,000 $66,027 $76,169 $110,784
Executive Assistant House $15,000 $39,000 $48,750 $51,257 $63,875 $107,000
Executive Assistant Senate $29,000 $50,259 $68,750 $68,060 $81,625 $121,000
Scheduler (Washington, DC) House $24,000 $37,875 $46,350 $48,394 $55,625 $99,000
Scheduler (Washington, DC) Senate $28,500 $50,000 $59,698 $63,634 $75,000 $128,000
Staff Assistant (Washington, D.C.) House $18,000 $25,000 $28,000 $29,872 $30,000 $71,000
Staff Assistant (Washington, D.C.)2 Senate $10,712 $25,860 $28,000 $29,664 $31,027 $72,000
Staff Assistant (District) House $16,006 $25,000 $28,500 $30,883 $33,000 $79,966
Staff Assistant (State)2 Senate $10,712 $25,860 $28,000 $29,664 $31,027 $72,000
Systems Administrator House $20,000 $31,000 $40,000 $39,898 $45,500 $62,000
Systems Administrator Senate $24,000 $50,000 $60,000 $60,955 $75,420 $105,000
Constituent Services Representative/Caseworker House $13,500 $31,000 $40,000 $40,814 $46,500 $115,000
Constituent Services Representative/Caseworker Senate $21,000 $31,000 $36,204 $38,631 $44,092 $84,821
District Director House $39,200 $63,000 $77,841 $78,526 $91,000 $150,000
State Director Senate $60,000 $90,000 $103,500 $104,748 $116,248 $160,659
District Scheduler House $28,000 $33,000 $43,500 $46,366 $61,065 $80,000
State Scheduler Senate $28,500 $38,000 $46,500 $49,886 $61,217 $89,000
Field Representative House $25,000 $37,125 $45,000 $46,508 $55,000 $75,000
Field Representative Senate $19,000 $41,000 $49,100 $50,742 $60,000 $104,000
Grants and Projects Coordinator House $22,000 $37,250 $54,500 $48,949 $60,837 $67,000
Director of Special Projects and/or Grants Senate $24,000 $37,324 $49,825 $52,995 $65,000 $103,000
1
The House study did not distinguish between Communications Director and Press Secretary. House data for these positions reflect the combined Press Secretary/Communications Director position. 2The Senate study (2006 U.S.
Senate Employment, Compensation, Hiring and Benefits Study, released June 28, 2006 by the Office of the Secretary of the Senate) did not distinguish between Staff Assistants in Washington, D.C. and at state offices.

Chief of Staff
Position Summary
A typical Chief of Staff:
• On average, earns $129,736 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 Counsel and Office Manager • May have previous experience in the House,
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
• Administrative Assistant • Legislative Director
Salary Summary
2004-2006 2002-2004
Percentile 2006 Change 2004 Change 2002*
Minimum $87,000 45.0% $60,000 33.3% $45,000
10% $99,730 9.6% $91,000
25% $116,000 11.5% $104,000
50% (median) $130,000 10.2% $118,000 11.3% $106,000
Average $129,736 9.9% $118,098 9.3% $108,065
75% $148,500 12.5% $132,000
90% $158,860 9.6% $145,000
Maximum $160,000 2.2% $156,600 7.8% $145,226
*The 2002 study reported the minimum, 20th percentile, 50th percentile, average, 80th
percentile, and maximum salaries.
Salary Distribution
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Chief of Staff
Annual Salary as a Function of Years in Position
Years in Position
1 year or 1 to 3 3 to 6 6 to 9 9 to 12 12 years or
Annual Salary less years years years years more Total
$80,000-$89,999 0 1 0 0 0 0 1
$90,000-$99,999 3 5 4 0 0 0 12
$100,000-$109,999 1 2 2 1 0 0 6
$110,000-$119,999 2 3 7 2 1 3 18
$120,000-$129,999 4 6 7 7 1 0 25
$130,000-$139,999 0 6 6 3 0 3 18
$140,000-$149,999 2 0 4 5 3 3 17
$150,000-$159,999 0 4 12 6 0 4 26
$160,000-$169,999 1 0 0 1 0 0 2
Total 13 27 42 25 5 13 125
Roles, Responsibilities, and Work Location

How well do the job title and the summary of Additional Roles Performed by Employees in this Job
duties above describe the responsibilities of the
employee in this position?
Role Percent
None 42.5%
Response Percent
Counsel 22.8%
Very well 73.0%
Office Manager 11.8%
Somewhat closely 27.0% Press Secretary/Communications
8.7%
Total 100.0% Director
District Director 7.1%
Legislative Director 6.3%
Other* 3.9%
Senior Legislative Aide 3.1%
Legislative Aide 2.4%
District Scheduler 1.6%
Systems Administrator 1.6%
Executive Assistant 0.8%
Field Representative 0.8%
Grants and Projects Coordinator 0.8%
Scheduler (Washington, D.C.) 0.8%
*Other includes Finance Administrator and House
Committee Staff Director.
Primary Work Location Number of Positions per Office
Response Percent Positions per

Office Percent
Washington, D.C. office 89.1%
1 95.3%
District office 10.9%
2 4.7%
Total 100.0% Total 100.0%

Chief of Staff
Commuting Between District and D.C. Office Fair Labor Standards Act Status
Response Percent Response Percent

Yes 58.6% Exempt 94.5%
No 41.4% Non-exempt 5.5%
Experience Education
Average Years in 2006 2004* 2002* Educational Attainment 2006 2004 2002
Current position 5.2 4.6 4.5 Less than high school 0.0%
Previous positions: High school* 0.8% 0.0% 0.0%
House 6.5 Some college 4.7% 4.8% 6.8%
Federal government 2.7 Associate’s degree 0.8%
State/local government 2.2 Bachelor’s degree 46.5% 54.1% 45.1%
Private sector 3.7 Master’s degree 26.0% 21.5% 22.6%
*The 2002 and 2004 studies reported previous experience Law degree 20.5% 19.1% 22.6%
in the current position, in the current office, and in
Congress. Other advanced degree 0.8% 0.5% 3.0%
*The percentages reported from the 2002 and 2004 studies are
for “high school or less.”
Credentials, Certifications, and Licenses
Response Percent
None 86.6%
Bar 7.1%
Senior Managers in Government 2.4%
Other* 3.9%
*Other responses included Property Management
Certificate, MBA, Ph.D., and top secret clearance.
Recruitment and Turnover Recruiting Sources
Average Yearly Number of Average Source Percent

Applicants 0.8 College or university 3.2%
Job offers 0.2 Another Member’s office 34.9%
Offers refused 0.2 Committee offices 8.7%
Employees leaving position 0.6 Federal government 5.6%
State or local government 8.7%
Private organization 18.3%
Law firm 3.2%
Other* 50.0%
*Other sources included internal hires,
promotions, and from campaigns.

Counsel
Position Summary
A typical Counsel:
• Works in the Washington, D.C. office • Has a law degree
• May also perform Senior Legislative Aide, • May have previous experience in the House,
Legislative Director, and Legislative Aide duties federal and state/local government, and the private
sector
,
• Advises the Member on legal issues and ensures compliance with the law, House rules, and ethics guidelines
Alternate Titles
• Legislative Counsel • Legislative Counsel & Director
.
Salary Summary
Percentile 2006*
Minimum $62,400
10% $62,400
25% $65,000
50% (median) $80,000
Average $83,771
75% $89,000
90% $130,000
Maximum $130,000
*Data were not collected for Counsel in
previous reports.
/
Salary Distribution
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
0
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Counsel
Years in Position
$60,000-$69,999 0 2 0 0 0 0 2
$70,000-$79,999 1 0 0 0 0 0 1
$80,000-$89,999 0 2 1 0 0 0 3
$90,000-$99,999 0 0 0 0 0 0 0
$100,000-$109,999 0 0 0 0 0 0 0
$110,000-$119,999 0 0 0 0 0 0 0
$120,000-$129,999 0 0 0 0 0 0 0
$130,000-$139,999 0 1 0 0 0 0 1
Total 1 5 1 0 0 0 7
How well do the job title and the summary of duties Additional Roles Performed by Employees in this Job
above describe the responsibilities of the employee
in this position?
Role Percent
Response Percent
Very well 37.5%
Somewhat closely 50.0%
None 12.5%
Not at all 12.5%
Other* 12.5%
Total 100.0% *Other includes Senior Policy Analyst.

Office Percent
1 100.0%
Total 100.0%
Total 100.0% /
/
/

Counsel

Yes 37.5% Exempt 100.0%
Average Years in 2006* Educational Attainment 2006*

Current position 1.6 Less than high school 0.0%
Previous positions: High school* 0.0%
House 5.4 Some college 0.0%
State/local government 1.1 Bachelor’s degree 0.0%
Private sector 2.4 Master’s degree 0.0%
*Data were not collected for Counsel in Law degree 100.0%
previous reports.
Other advanced degree 0.0%
*Data were not collected for Counsel in
previous reports.
Response Percent
None 87.5%
Bar 12.5%

Law firm 12.5%
Other 0.0%

Legislative Director
Position Summary
A typical Legislative Director:
• May also perform Senior Legislative Aide and • May have previous experience in the House,
Legislative Aide duties federal and state/local government, and the private
sector
• 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
• Administrative Assistant • Deputy Chief of Staff
• Legislative Counsel • Policy Director
Salary Summary
2004-2006 2002-2004
Minimum $42,000 2.4% $41,000 -2.4% $42,000
10% $60,000 14.3% $52,500
25% $67,000 11.7% $60,000
50% (median) $77,750 11.1% $70,000 7.7% $65,000
Average $76,490 8.3% $70,602 6.6% $66,213
75% $85,000 10.4% $77,000
90% $92,900 1.3% $91,725
Maximum $120,000 -10.4% $134,000 13.4% $118,135
Salary Distribution
30%
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Years in Position
$40,000-$49,999 2 0 0 0 0 0 2
$50,000-$59,999 4 3 0 0 0 0 7
$60,000-$69,999 4 13 4 1 0 0 22
$70,000-$79,999 6 5 12 1 0 0 24
$80,000-$89,999 5 11 4 4 2 2 28
$90,000-$99,999 1 3 3 1 1 1 10
$100,000-$109,999 0 1 2 1 0 1 5
$110,000-$119,999 0 0 1 0 0 0 1
$120,000-$129,999 0 0 1 0 0 0 1
Total 22 36 27 8 3 4 100
Role Percent
None 59.4%
Response Percent
Very well 78.8%
Counsel 5.9%
Total 100.0% Office Manager 4.0%
Legislative Correspondent 3.0%
Other* 3.0%
Chief of Staff 2.0%
Constituent Services
1.0%
Representative/Caseworker
*Other includes Deputy Chief of Staff, Rules Associate, and
Committee worker.

Office Percent
1 97.0%
2 2.0%
Total 100.0% 3 1.0%
Total 100.0%


Response Percent
None 91.1%
Bar 8.9%
.

Law firm 4.0%
Other* 40.6%
*Other sources included internal hires and
promotions.

Senior Legislative Aide

Position Summary
A typical Senior Legislative Aide:
• May also perform Legislative Aide and Legislative • May have previous experience in the House,
Correspondent duties federal and state/local government, and the private
sector

• 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
• Director of Defense & Foreign Affairs • Legislative Assistant
• Legislative Counsel • Senior Legislative Assistant
• Professional Staff
Salary Summary
Percentile 2006*
Minimum $34,500
10% $42,000
25% $45,000
50% (median) $52,000
Average $55,405
75% $65,000
90% $75,000
Maximum $92,000
*Data were not collected for Senior
Legislative Aide in previous reports.
Salary Distribution
40%
35%
30%
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Years in Position
$30,000-$39,999 4 0 0 0 0 0 4
$40,000-$49,999 4 12 5 0 0 0 21
$50,000-$59,999 3 14 7 2 0 0 26
$60,000-$69,999 2 2 3 0 0 0 7
$70,000-$79,999 0 5 4 0 0 0 9
$80,000-$89,999 0 1 1 0 1 0 3
$90,000-$99,999 0 1 1 0 1 0 1
Total 13 35 21 2 2 0 71
.
Role Percent
None 56.9%
Response Percent
Very well 64.8%
Counsel 5.6%
Not at all 4.2%
Other* 5.6%
Total 100.0% Legislative Director 2.8%
*Other includes Constituent Outreach, Intern Coordinator,
and Rules Associate.

Office Percent
1 69.5%
2 23.7%
Total 100.0% 3 6.8%
Total 100.0%




Previous positions: High school* 0.0%
*Data were not collected for Senior Legislative Law degree 12.3%
Aide in previous reports.
*Data were not collected for Senior
Legislative Aide in previous reports.
Response Percent
None 93.1%
Bar 2.3%
CPA 2.3%
Leadership Institute 2.3%

Law firm 2.8%
Other* 33.3%
promotions.

Legislative Aide
Position Summary
A typical Legislative Aide:
• May also perform Legislative Correspondent and • May have previous experience in the House,
Senior Legislative Aide duties state/local government, and the private sector

• 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
• Legislative Correspondent • Special Projects Coordinator
• Legislative Counsel • Legislative Assistant
• Legislative Research Assistant/Writer • Senior Legislative Aide
• Senior Policy Advisor
Salary Summary
2004-2006 2002-2004
Minimum $28,000 16.7% $24,000 4.3% $23,000
10% $34,000 13.3% $30,000
25% $36,000 10.8% $32,500
50% (median) $41,000 8.5% $37,800 8.0% $35,000
Average $43,433 10.5% $39,298 6.8% $36,802
75% $50,000 16.3% $43,000
90% $58,800 17.6% $50,000
Maximum $76,500 -47.2% $145,000 76.8% $82,000
percentile, and maximum salaries. Data from 2002 and 2004 are for Legislative Assistant
(General).
Salary Distribution
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Legislative Aide
Years in Position
$20,000-$29,999 2 0 0 0 0 0 2
$30,000-$39,999 21 38 5 0 1 0 65
$40,000-$49,999 15 26 13 1 0 0 55
$50,000-$59,999 6 10 8 1 0 0 25
$60,000-$69,999 2 9 1 0 0 0 12
$70,000-$79,999 0 1 2 0 0 1 4
Total 46 84 30 2 1 1 164
1
employee in this position? Role Percent
None 65.9%
Response Percent Legislative Correspondent 12.2%
Very well 74.4% Senior Legislative Aide 9.1%
Somewhat closely 25.6% Other* 6.1%
Total 100.0% Systems Administrator 4.3%
Counsel 2.4%
Office Manager 0.6%
Press Secretary/Communications
0.6%
Director
Staff Assistant (Washington, D.C.) 0.6%
*Other includes Assistant to the Chairman of
Subcommittees, Legislative Assistant, Military Legislative
Aide, Office Emergency Coordinator, and Rules Committee
Associate.

Office Percent
1 38.1%
2 40.7%
Total 100.0% 3 15.3%
4 5.1%
5 0.8%
Total 100.0%

Legislative Aide
Commuting Between District and D.C. Office Commuting Between District and D.C. Office

Yes 12.7% Yes 12.7%
No 87.3% No 87.3%
Congress. Data from 2002 and 2004 are for Legislative Other advanced degree 0.0% 1.0% 0.6%
Assistant (General). *The percentages reported from the 2002 and 2004 studies are
for “high school or less.” Data from 2002 and 2004 are for
Legislative Assistant (General).
Response Percent
None 96.0%
Bar 3.2%
Public relations and communications 0.8%

Law firm 3.7%
Other* 33.5%
promotions, from the military, and from the
Senate.

Legislative Correspondent
Position Summary
A typical Legislative Correspondent:
• Performs no additional roles • May have previous experience in the House,
federal and the private sector

• 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
• Legislative Aide and Legislative Correspondent • Legislative Correspondent/Legislative Assistant
Salary Summary
2004-2006 2002-2004
Minimum $25,000 25.0% $20,000 -4.8% $21,000
10% $27,000 6.9% $25,250
25% $29,000 6.4% $27,250
50% (median) $31,000 5.1% $29,500 8.9% $27,100
Average $31,807 6.0% $29,998 7.2% $27,992
75% $34,000 6.3% $32,000
90% $38,400 9.7% $35,000
Maximum $43,000 -28.3% $60,000 50.0% $40,000
Salary Distribution
70%
60%
50%
40%
30%
20%
10%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Years in Position
$20,000-$29,999 18 3 0 0 1 0 22
$30,000-$39,999 16 28 0 0 0 0 44
$40,000-$49,999 0 5 0 0 0 0 5
Total 34 36 0 0 1 0 71
.
How well do the job title and the summary of duties Additional Roles Performed by Employees in this Job
above describe the responsibilities of the employee
in this position?
Role Percent
None 56.3%
Response Percent
Very well 75.0%
Not at all 1.4%
Total 100.0% Grants and Projects Coordinator 2.8%
Other* 2.8%
Counsel 1.4%
Office Manager 1.4%
Representative/Caseworker 1.4%
*Other includes Intern Coordinator and Speech Writer.

Office Percent
1 100.0%
Total 100.0%
Total 100.0%


Response Percent
None 97.2%
Teaching certificate 1.4%
JD degree 1.4%

Law firm 2.7%
Other* 40.8%

Office Manager
Position Summary
A typical Office Manager:
• May also perform Scheduler, Executive Assistant, • May have previous experience in the House,
Staff Assistant, or Systems Administrator duties federal and state/local government, and the private
sector
• 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
• Procures and maintains equipment for the Washington, D.C. office
Alternate Titles
• Assistant Office Manager (District) • Financial Manager
• Deputy Chief of Staff • Office Manager/Executive Assistant/Scheduler
• Director of Operations • Office Manager/Scheduler
• Finance Administrator • Projects Director/Office Manager
Salary Summary
2004-2006 2002-2004
Minimum $21,000 -16.0% $25,000 35.8% $18,416
10% $28,500 -16.2% $34,000
25% $36,000 -10.0% $40,000
50% (median) $50,000 -2.0% $51,000 17.6% $43,380
Average $52,922 -0.6% $53,266 9.8% $48,523
75% $64,000 3.2% $62,000
90% $87,187 11.8% $78,000
Maximum $107,200 -1.2% $108,500 2.4% $105,915
*The 2002 study reported the minimum, 20 percentile, 50 percentile, average, 80th
th th

Salary Distribution
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Office Manager
Years in Position
$20,000-$29,999 1 1 0 1 1 0 4
$30,000-$39,999 3 5 0 0 1 0 9
$40,000-$49,999 1 3 0 0 0 0 4
$50,000-$59,999 0 5 1 1 2 1 10
$60,000-$69,999 0 2 1 0 1 0 4
$70,000-$79,999 0 0 2 1 0 0 3
$80,000-$89,999 1 0 1 0 0 0 2
$90,000-$99,999 0 0 0 0 0 1 1
$100,000-$109,999 0 1 0 1 0 0 2
Total 6 17 5 4 5 2 39
1
Role Percent
Response Percent
None 33.3%
Very well 34.1%
Not at all 4.9%
Total 100.0% District Scheduler 7.1%
Other* 2.4%
*Other includes Intern Coordinator.

Office Percent
1 97.6%
District office 14.3% 2 2.4%

Office Manager

Response Percent
None 95.2%
Coursework* 4.8%
*Respondents mentioned coursework in computers,
accounting, and paralegal.

Law firm 0.0%
Other* 26.2%
promotions.

Press Secretary/Communications Director

Position Summary
A typical Press Secretary/Communications Director:
• Performs no other duties • May have previous experience in the House,
federal and state/local government, and the private
sector

• 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
• Administrative Assistant/Press Secretary • Press Assistant
• Assistant Press Secretary (District) • Press Secretary
• Deputy Chief of Staff
Salary Summary
2004-2006 2002-2004
Minimum $32,000 22.4% $26,141 -12.9% $30,000
10% $40,000 6.8% $37,440
25% $45,000 0.0% $45,000
50% (median) $55,000 10.0% $50,000 4.2% $48,000
Average $58,756 9.2% $53,791 9.0% $49,327
75% $68,250 11.9% $61,000
90% $88,800 15.3% $77,000
Maximum $125,000 18.9% $105,110 24.4% $84,500
th th th
*The 2002 study reported the minimum, 20 percentile, 50 percentile, average, 80
Salary Distribution
35%
30%
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Years in Position
1 year or 1 to 3 3 to 6 6 to 9 9 to 12 12 years
Annual Salary less years years years years or more Total
$30,000-$39,999 4 1 0 0 0 0 5
$40,000-$49,999 9 11 5 0 0 0 25
$50,000-$59,999 5 8 10 2 0 0 25
$60,000-$69,999 1 5 5 1 0 0 12
$70,000-$79,999 2 1 2 0 1 0 6
$80,000-$89,999 0 2 2 0 1 0 5
$90,000-$99,999 1 0 1 1 0 2 5
$100,000-$109,999 0 0 0 0 1 1 2
$110,000-$119,999 0 0 0 0 0 0 0
$120,000-$129,999 0 1 0 0 0 0 1
Total 22 30 25 4 3 3 87
Role Percent
None 72.4%
Response Percent
Other* 9.2%
Very well 80.0%
Total 100.0% District Director 2.3%
Counsel 1.1%
Office Manager 1.1%
*Other includes Deputy Chief of Staff.

Office Percent
1 94.0%



Response Percent
None 95.5%
Coursework* 4.5%
*Respondents mentioned coursework in public
relations, state bars, and the Public Relations
Society of America.

Law firm 1.1%
Other* 26.4%
promotions, the media, the Senate, and from
campaigns.

Executive Assistant
Position Summary
A typical Executive Assistant:
• May also perform Scheduler or Office Manager • May have previous experience in the House,
duties federal and state/local government, and the private
sector

• 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
• Monitors the Member’s incoming telephone calls in a telephone log, takes messages, and places outgoing calls
for the Member
• Ensures that the Member is provided with briefing materials for each event
Alternate Titles
• Administrative Assistant • Executive/Legislative Assistant
• Administrative Secretary • Scheduler
• Congressional Aide
Salary Summary
Percentile 2006*
Minimum $15,000
10% $27,500
25% $39,000
50% (median) $48,750
Average $51,257
75% $63,875
90% $78,950
Maximum $107,000
*Data were not collected for Executive
Assistant in previous reports.
Salary Distribution
30%
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Executive Assistant
Years in Position
$10,000-$19,999 0 0 0 1 0 0 1
$20,000-$29,999 1 0 0 1 0 0 2
$30,000-$39,999 2 2 0 0 0 0 4
$40,000-$49,999 1 4 3 0 0 0 8
$50,000-$59,999 1 1 3 1 0 1 7
$60,000-$69,999 0 1 1 0 0 0 2
$70,000-$79,999 1 0 0 1 0 2 4
$80,000-$89,999 0 0 0 1 0 0 1
$90,000-$99,999 0 0 0 0 0 0 0
$100,000-$109,999 0 0 0 1 0 0 1
Total 6 8 7 6 0 3 30
Role Percent
Response Percent
Very well 38.7%
Other* 16.7%
Not at all 6.5%
None 16.7%
Total 100.0% Systems Administrator 10.0%
*Other includes Deputy Outreach Director, Compliance
Officer, and Travel Coordinator.

Office Percent
1 96.7%

Executive Assistant


Previous positions: High school 6.5%
*Data were not collected for Executive Law degree 0.0%
*Data were not collected for Executive
Response Percent
None 96.8%
Degree in social work 3.2%

Law firm 0.0%
Other* 40.0%
promotions.

Scheduler (Washington, D.C.)

Position Summary
A typical Scheduler (Washington, D.C.):
• May also perform Executive Assistant, Office • May have previous experience in the House, the
Manager, or District Scheduler duties federal government, and the private sector

• 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 • Executive Assistant/Scheduler
Salary Summary
2004-2006 2002-2004
Minimum $24,000 4.3% $23,000 4.5% $22,000
10% $30,700 2.3% $30,000
25% $37,875 11.4% $34,000
50% (median) $46,350 14.4% $40,500 0.3% $40,375
Average $48,394 7.3% $45,082 3.9% $43,375
75% $55,625 7.0% $52,000
90% $70,075 7.8% $65,000
Maximum $99,000 -26.1% $133,900 59.4% $84,000
Salary Distribution
35%
30%
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Years in Position
1 year or 1 to 3 3 to 6 6 to 9 9 to 12 12 years
Annual Salary less years years years years or more Total
$20,000-$29,999 1 1 0 0 0 0 2
$30,000-$39,999 3 9 1 0 0 0 13
$40,000-$49,999 2 8 4 1 0 0 15
$50,000-$59,999 0 1 4 2 0 0 7
$60,000-$69,999 1 0 2 1 1 0 5
$70,000-$79,999 0 1 0 0 0 1 2
$80,000-$89,999 0 0 0 0 0 1 1
$90,000-$99,999 0 0 0 1 0 0 1
Total 7 20 11 5 1 2 46
Role Percent
Response Percent
Very well 58.7%
None 17.8%
Not at all 2.2%
Total 100.0% Staff Assistant (Washington, D.C.) 4.4%
Other* 2.2%
*Other includes Special Projects Director.

Office Percent
1 100.0%
Total 100.0%
Total 100.0%



Response Percent
None 95.6%
Certified professional secretary 2.2%
Coursework in public relations 2.2%

Law firm 0.0%
Other* 26.7%
promotions.

Staff Assistant (Washington, D.C.)

Position Summary
A typical Staff Assistant (Washington, D.C.):
• May also perform Systems Administrator and • May have previous experience in the private sector
Legislative Correspondent duties

• Greets and screens visitors
• Responds to constituent requests for information
• Performs general administrative duties
Alternate Titles
• D.C. Intern • Staff Assistant and Legal Aide
• Executive Assistant • Staff Assistant and Legislative Correspondent
• Special Assistant
Salary Summary
2004-2006 2002-2004
Minimum $18,000 2.9% $17,500 -2.8% $18,000
10% $24,000 4.3% $23,000
25% $25,000 0.0% $25,000
50% (median) $28,000 7.7% $26,000 4.0% $25,000
Average $29,872 11.1% $26,886 4.4% $25,762
75% $30,000 7.1% $28,000
90% $36,000 16.1% $31,000
Maximum $71,000 31.5% $54,000 35.0% $40,000
Salary Distribution
70%
60%
50%
40%
30%
20%
10%
0%
0
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
40
50
20
60
30
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Years in Position
$10,000-$19,999 1 0 0 0 0 0 1
$20,000-$29,999 39 14 0 0 0 0 53
$30,000-$39,999 12 12 1 1 0 0 26
$40,000-$49,999 0 0 1 0 0 2 3
$50,000-$59,999 0 0 0 0 0 1 1
$60,000-$69,999 0 1 0 0 0 0 1
$70,000-$79,999 0 0 0 0 0 1 1
Total 53 27 2 1 0 4 86
Role Percent
None 56.3%
Response Percent
Very well 65.9%
Other* 9.2%
Staff Assistant (District) 1.1%
*Other includes Intern Coordinator, Tour Guide, Constituent
Correspondent, and Flags.

Office Percent
1 87.3%
2 10.1%
Total 100.0% 3 1.3%
4 1.3%
Total 100.0%



Response Percent
None 100.0%

Law firm 0.0%
Other* 19.5%

Staff Assistant (District)

Position Summary
A typical Staff Assistant (District):
• Works in the District office • Has a bachelor’s degree
• May also perform Constituent Services • May have previous experience in the federal and
Representative/Caseworker duties state/local government and the private sector

• Responds to constituent requests for information
• Maintains handout literature regarding the District and the House
• Performs general administrative duties
Alternate Titles
• Congressional Assistant • Receptionist
• District Aide
Salary Summary
2004-2006 2002-2004
Minimum $16,006 33.4% $12,000 -26.4% $16,305
10% $21,700 4.3% $20,800
25% $25,000 4.2% $24,000
50% (median) $28,500 1.8% $28,000 7.7% $26,000
Average $30,883 7.6% $28,706 1.6% $28,243
75% $33,000 5.8% $31,200
90% $42,150 10.9% $38,000
Maximum $79,966 3.9% $77,000 35.1% $57,000
Salary Distribution
60%
50%
40%
30%
20%
10%
0%
0
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Years in Position
$10,000-$19,999 1 3 0 0 0 0 4
$20,000-$29,999 22 10 2 2 1 0 37
$30,000-$39,999 2 11 7 2 0 3 25
$40,000-$49,999 0 1 1 3 1 1 7
$50,000-$59,999 0 0 0 0 0 0 0
$60,000-$69,999 0 0 0 0 0 1 1
$70,000-$79,999 0 0 0 0 0 2 2
Total 25 26 10 7 2 7 77
Role Percent
None 58.4%
Response Percent
Very well 85.2% Representative/Caseworker 29.9%
Somewhat closely 14.8% Other* 9.1%
Total 100.0% Field Representative 6.5%
*Other includes Assistant Press Secretary/District, District
Intern Coordinator, and Receptionist

Office Percent
1 67.2%
2 20.3%
Total 100.0% 3 9.4%
4 3.1%
Total 100.0%



Response Percent
None 96.1%
Notary 1.3%
Teaching Certificate 1.3%

Law firm 0.0%
Other* 19.5%
interns, and the local community.

Systems Administrator
Position Summary
A typical Systems Administrator:
• May also perform Legislative Correspondent and • May have previous experience in the House,
Website Manager duties federal and state/local government, and the private
sector

• Updates and maintains all office computers and the office computer system/network
• Develops and maintains an information management strategy for the office
• Coordinates the filling and indexing of all correspondence and mass mailings
• Acts as the liaison between the office and House Information Resources
Alternate Titles
• Director of Technology and Community Outreach • System Administrator/Legislative Correspondent
• Technology Director
Salary Summary
2004-2006 2002-2004
Minimum $20,000 -4.8% $21,000 -8.7% $23,000
10% $21,000 -16.0% $25,000
25% $31,000 10.7% $28,000
50% (median) $40,000 25.0% $32,000 1.6% $31,500
Average $39,898 14.5% $34,855 -1.3% $35,297
75% $45,500 8.3% $42,000
90% $61,600 23.2% $50,000
Maximum $62,000 12.7% $55,000 -16.3% $65,750
Salary Distribution
40%
35%
30%
25%
20%
15%
10%
5%
0%
0
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Years in Position
$20,000-$29,999 0 2 0 0 0 0 2
$30,000-$39,999 1 2 0 0 0 0 3
$40,000-$49,999 1 1 1 0 0 1 4
$50,000-$59,999 0 0 0 0 0 0 0
$60,000-$69,999 0 0 1 0 0 1 2
Total 2 9 2 1 0 2 11
Role Percent
None 50.0%
Response Percent
Other* 18.8%
Very well 42.9%
*Other includes Website/Webpage Manager.

Office Percent
1 100.0%
Total 100.0%
Total 100.0%


Response Percent
None 81.3%
Technical certifications* 18.8%
*Microsoft Certified Systems Engineer (MCSE) was
the only specific certification mentioned.

Law firm 0.0%
Other* 12.5%
*Other sources included from campaign.

Constituent Services Representative/Caseworker

Position Summary
A typical Constituent Services Representative/Caseworker:
• May also perform Field Representative and Grants • May have previous experience in the House,
and Projects Coordinator duties federal and state/local government, and the private
sector

• Acts as the grassroots 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 • District Aide
• Constituent Advocate • District Representative
Salary Summary
2004-2006 2002-2004
Minimum $13,500 -25.0% $18,000 -2.7% $18,500
10% $28,000 0.0% $28,000
25% $31,000 -3.1% $32,000
50% (median) $40,000 8.1% $37,000 8.8% $34,000
Average $40,814 7.2% $38,069 7.8% $35,305
75% $46,500 9.4% $42,500
90% $57,000 14.0% $50,000
Maximum $115,000 36.9% $84,000 20.0% $70,000
Salary Distribution
40%
35%
30%
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1


Years in Position
$10,000-$19,999 3 2 0 0 0 0 5
$20,000-$29,999 8 14 4 0 0 2 28
$30,000-$39,999 14 36 26 4 1 1 82
$40,000-$49,999 3 9 31 17 5 7 72
$50,000-$59,999 1 1 8 2 6 7 25
$60,000-$69,999 1 2 1 3 1 5 13
$70,000-$79,999 0 0 0 0 1 3 4
$80,000-$89,999 0 0 1 0 0 1 2
$90,000-$99,999 3 2 0 0 0 0 5
$100,000-$109,999 8 14 4 0 0 2 28
Total 30 64 71 26 14 26 231
None 63.2%
Response Percent
Very well 71.6%
Other* 6.1%
Not at all 0.5%
Office Manager 5.2%
Total 99.5% Staff Assistant (District) 4.3%
Staff Assistant (Washington D.C.) 0.9%
*Other includes Academy Coordinator, Casework Manager,
and Press Assistant

Office Percent
1 8.2%
2 38.2%
Total 100.0% 3 25.9%
4 16.5%
5 6.5%
6 3.5%
7 1.2%
Total 100.0%



Response Percent
None 100.0%

Law firm 0.4%
Other* 16.1%
*Other sources included interns, promotions,
and from campaigns.

District Director
Position Summary
A typical District Director:
• Works in the District office • Has a bachelor’s degree.
• May also perform District Scheduler and Field • May have previous experience in the House,
Representative duties federal and state/local government, and the private
sector

• Oversees all District office operations
• Represents the Member, or assigns appropriate staff to do so, in District
• Travels throughout the District at regular intervals to keep abreast of local concerns
Alternate Titles
• Community Services Director • District Representative
• Deputy District Director • District Supervisor
• District Chief of Staff
Salary Summary
2004-2006 2002-2004
Minimum $39,200 40.0% $28,000 -22.2% $36,000
10% $55,500 0.0% $55,500
25% $63,000 -3.1% $65,000
50% (median) $77,841 3.8% $75,000 8.7% $69,000
Average $78,526 1.8% $77,110 9.8% $70,207
75% $91,000 4.6% $87,000
90% $100,400 2.4% $98,000
Maximum $150,000 15.5% $129,850 11.8% $116,168
Salary Distribution
30%
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

District Director
Years in Position
$30,000-$39,999 0 1 0 0 0 0 1
$40,000-$49,999 0 1 2 0 0 0 3
$50,000-$59,999 1 1 1 0 0 0 3
$60,000-$69,999 3 6 4 3 1 0 17
$70,000-$79,999 1 3 6 2 1 1 14
$80,000-$89,999 0 3 4 2 1 3 13
$90,000-$99,999 2 1 5 3 0 0 11
$100,000-$109,999 0 1 3 0 0 2 6
$110,000-$119,999 0 0 1 0 0 0 1
$120,000-$129,999 0 0 0 0 0 2 2
$130,000-$139,999 0 0 0 0 0 0 0
$140,000-$149,999 0 0 0 0 0 0 0
$150,000-$159,999 0 0 0 0 0 1 1
Total 7 17 26 10 3 9 72
Role Percent
None 60.3%
Response Percent
Very well 73.0%
Total 100.0% Representative/Caseworker 8.2%
Counsel 4.1%
Grants and Projects
Coordinator 4.1%
Chief of Staff 1.4%
Response Percent Positions

per Office Percent
1 94.3%

District Director

Years of Experience in 2006 2004* 2002* Educational Attainment 2006 2004 2002
*The 2002 and 2004 studies reported previous Law degree 9.5% 8.3% 6.7%
experience in the current position, in the current
office, and in Congress. Other advanced degree 1.4% 1.0% 0.8%
*The percentages reported from the 2002 and 2004 studies are for
“high school or less.”
Response Percent
None 94.5%
Bar 2.7%
Executive Management Certificate 1.4%
Leadership Certificate 1.4%
Yearly Number of Average Source Percent

Law firm 0.0%
Other* 32.4%
*Other sources included internal hires.

District Scheduler
Position Summary
A typical District Scheduler:
• May also perform Constituent Services • May have previous experience in the federal and
Representative/Caseworker and Field state/local government and the private sector
Representative duties
• Maintains Member’s District schedule, travel plans, and related records
• Briefs the Member on all scheduling activities of the District office and makes recommendations on proposed
future meetings
Alternate Titles
• District Office Coordinator • Office Manager
• District Representative/Scheduler
Salary Summary
2004-2006 2002-2004
Minimum $28,000 40.0% $20,000 -9.1% $22,000
10% $30,758 5.5% $29,148
25% $33,000 -1.6% $33,545
50% (median) $43,500 11.5% $39,000 3.6% $37,656
Average $46,366 12.2% $41,319 7.6% $38,411
75% $61,065 29.2% $47,250
90% $66,750 21.4% $55,000
Maximum $80,000 -7.0% $86,000 27.4% $67,500
th th th
*The 2002 study reported the minimum, 20 percentile, 50 percentile, average, 80
Salary Distribution
40%
35%
30%
25%
20%
15%
10%
5%
0%
0
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

District Scheduler
Years in Position
$20,000-$29,999 1 0 0 0 0 0 1
$30,000-$39,999 2 8 1 1 0 0 12
$40,000-$49,999 1 4 3 1 2 0 11
$50,000-$59,999 0 0 0 0 0 1 1
$60,000-$69,999 1 0 4 2 0 1 8
$70,000-$79,999 0 0 0 0 0 0 0
$80,000-$89,999 0 0 0 0 0 1 1
Total 5 12 8 4 2 3 34
Role Percent
None 41.2%
Response Percent
Somewhat closely 38.2% Field Representative 17.6%
Total 100.0% Other* 15.2%
Office Manager 5.7%
*Other includes Intern Coordinator, District Director, Website
Manager, and Publication Manager.

Office Percent
1 100.0%
Total 100.0%
Total 100.0%

District Scheduler

Response Percent
None 100.0%

Law firm 0.0%
Other* 29.4%

Field Representative
Position Summary
A typical Field Representative:
• Works in District office • Has a bachelor’s degree
• May also perform Constituent Services • May have previous experience in the House,
Representative/Caseworker and Grants and federal and state/local government, and the private
Projects Coordinator duties sector
• 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
• Community Representative • Director of Public Liaison
• Senior Community Representative • District Assistant
• District Representative • Senior Staff Assistant
• Congressional Liaison • Special Assistant
• Constituent Liaison • District Coordinator
• District Liaison • Policy Advisor
• Military Liaison • Senior Field Representative for Labor Relations
Salary Summary
2004-2006 2002-2004
Minimum $25,000 78.6% $14,000 -33.3% $21,000
10% $31,000 3.3% $30,000
25% $37,125 9.2% $34,000
50% (median) $45,000 12.5% $40,000 5.3% $38,000
Average $46,508 10.3% $42,151 6.3% $39,662
75% $55,000 12.2% $49,000
90% $65,000 12.1% $58,000
Maximum $75,000 -12.8% $86,000 -18.9% $106,000
Salary Distribution
35%
30%
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Years in Position
$20,000-$29,999 2 2 1 0 0 0 5
$30,000-$39,999 5 16 5 1 0 0 27
$40,000-$49,999 3 9 10 7 1 1 31
$50,000-$59,999 1 6 7 4 0 2 20
$60,000-$69,999 0 1 4 4 0 0 9
$70,000-$79,999 0 0 4 1 0 3 8
Total 11 35 31 18 1 7 100
None 44.7%
Response Percent Constituent Services
Somewhat closely 39.8% Grants and Projects Coordinator 11.7%
Not at all 1.9% Other* 5.8%
Total 100.0% Field Representative 3.9%
Director 1.9%
*Other includes Press Secretary, District Office Manager,
Faith-based and Community Initiative Representative, and
State and Local Government Liaison.

Office Percent
1 33.8%
Total 100.0% 3 14.1%
4 4.2%
5 2.8%
Total 100.0%


Response Percent
None 97.1%
Labor Certificate 1.0%
Security Clearance 1.0%
Notary Public 1.0%

Law firm 0.0%
Other* 12.6%
promotions, from campaigns, from non-
profits, and referrals.

Grants and Projects Coordinator

Position Summary
A typical Grants and Projects Coordinator:
• May also perform Field Representative, Director of • May have previous experience in the House,
Outreach, and District Office Manager duties state/local government, and the private sector

• Responsible for special projects and/or grant procurement
Alternate Titles
• Community Development Coordinator • Field Representative–Grants
• Congressional Liaison and Grants Coordinator • Grants Coordinator and Suburban Director
• Director of Economic Development • Outreach Director
• Director of Special Projects • Projects Director
• District Projects Manager • Senior Field Representative for Special Projects
Salary Summary
2004-2006 2002-2004
Minimum $22,000 10.0% $20,000 -33.3% $30,000
10% $29,200 -2.7% $30,000
25% $37,250 8.8% $34,225
50% (median) $54,500 29.8% $42,000 27.3% $33,000
Average $48,949 11.9% $43,727 10.7% $39,485
75% $60,837 18.1% $51,500
90% $65,200 10.3% $59,100
Maximum $67,000 -19.3% $83,000 23.9% $67,000
Salary Distribution
35%
30%
25%
20%
15%
10%
5%
0%
00
00
00
00
00
00
00
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
0,
00
10
20
30
40
50
60
$1
$2
$3
$4
$5
$6
$7
$8
$9
$1
$1
$1
$1
$1
$1
$1

Years in Position
$20,000-$29,999 0 1 0 0 0 0 1
$30,000-$39,999 0 2 2 2 0 0 6
$40,000-$49,999 1 0 0 0 0 0 1
$50,000-$59,999 0 2 1 1 1 0 5
$60,000-$69,999 0 2 2 1 0 0 5
Total 1 7 5 4 1 0 18
Role Percent
Response Percent
None 27.8%
Very well 31.6%
Other* 22.2%
Somewhat closely 57.9% Constituent Services
Not at all 10.5% Representative/Caseworker 16.7%
Total 100.0% Senior Legislative Aide 5.6%
*Other includes Director of Outreach and District Office
Manager.

Office Percent
1 88.2%
2 11.8%



Response Percent
None 100.0%

Law firm 5.6%
Other* 11.1%
*Other sources included promotions.

CHAPTER II – ORGANIZATIONAL STRUCTURE
2006 House Compensation Study II-1
Organizational Charts
There are four common organizational structures for Member offices: Centralized, Functional, Member-as-
Manager, and Parity. The chart at the bottom of the page shows the relative frequency of each type of
organizational structure.
Parity Structure 16%

Member-as-Manager
Structure 3%
Functional
Structure 17%
64%Centralized
Structure

2006 House Compensation Study II-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
Emergency Systems Financial
Incumbent Coordinator Administrator Administrator
An employee 97.8% 77.2% 76.1%
A shared employee 2.2% 14.1% 20.7%
A contractor 0.0% 6.5% 2.2%
Other* 0.0% 2.2% 1.1%
*All respondents selecting “Other” indicated that the duty was shared between an
employee and a contractor.
What is the job title of the person who is responsible for the Emergency Coordinator, Systems
Administrator, and Financial Administrator duties?
Duty
Incumbent Emergency Systems Financial
Coordinator Administrator Administrator
Chief of Staff 23.1% 2.8% 24.3%
Counsel 0.0% 0.0% 0.0%
Legislative Director 1.1% 1.4% 1.4%
Senior Legislative Aide 0.0% 1.4% 0.0%
Legislative Aide 11.0% 12.7% 1.4%
Legislative Correspondent 5.5% 15.5% 1.4%
Office Manager 16.5% 8.5% 27.1%
Press Secretary/Communications Director 0.0% 5.6% 1.4%
Executive Assistant 8.8% 2.8% 18.6%
Scheduler (Washington, D.C.) 14.3% 2.8% 2.9%
Staff Assistant (Washington, D.C.) 14.3% 15.5% 1.4%
Staff Assistant (District) 0.0% 0.0% 0.0%
Systems Administrator 1.1% 21.1% 0.0%
Constituent Services Representative/Caseworker 0.0% 1.4% 1.4%
District Director 0.0% 0.0% 2.9%
District Scheduler 1.1% 0.0% 0.0%
Field Representative 0.0% 0.0% 0.0%
Grants and Projects Coordinator 0.0% 0.0% 1.4%
Other Positions* 3.3% 8.5% 14.3%
*For the Emergency Coordinator duties, respondents selecting other indicated that a Deputy Chief of Staff,
Legislative Assistant, or Technology Director was responsible. For the Systems Administrator duties,
respondents selecting other indicated that a(n) Deputy Chief of Staff, Legislative Correspondent/ Systems
Administrator, Legislative Assistant, or Technology Director was responsible. For the Financial Administrator
duties, respondents selecting other indicated that a Deputy Chief of Staff, Constituent Services Director, Director of
Operations, Financial Manager, Legislative Assistant, or Scheduler/Office Manager was responsible.

CHAPTER III - BENEFITS
2006 House Compensation Study III-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

Does your office provide an annual cost of living adjustment (COLA)?
Response Percent
Yes, and the percentage increase is: 70.3%
The same for all employees 33.0%
Based solely on each employee's merit 12.1%
Based solely on each employee's tenure 0.0%
Based solely on each employee's job type 0.0%
Based on multiple factors, such as tenure,
job type, and merit 25.2%
No* 29.7%
Total 100.0%
*Respondents who answered “No” skipped all subsequent
questions in this section.
Of those who consider multiple factors, what are the criteria used to determine who receives the COLA
and/or the amount of the COLA?
Response Percent
Job type 87.0%
Tenure 91.3%
Performance 100.0%
Other* 8.7%
Note: It was possible to indicate multiple criteria.
*Respondents selecting “Other” indicated location
differences and comparisons to similar positions in the
House.

PAY INCREASES
Merit Increases/Raises
Does your office provide annual merit increases/raises?
Response Percent
No* 43.0%
Total 100.0%
Of those who consider multiple factors, what criteria are used to determine who receives a merit increase
and/or the amount/percentage of the increase?
Response Percent
Job Type 81.6%
Tenure 89.8%
Performance 98.0%
Other* 12.2%
*Respondents selecting “Other” indicated comparison
data (e.g., median salaries, CAO Compensation
Study), percent increase in the MRA, and assignment
of additional duties.
At what time of year do you generally give merit increases/raises to your employees?
Response Percent
End of calendar year 67.9%
End of fiscal year 0.0%
Employment date anniversary 3.8%
Throughout the year 28.3%
Total 100.0%

PAY INCREASES
Pay Adjustments/Bonuses
Does your office provide bonuses?
Response Percent
No* 7.7%
Total 100.0%
Of those who consider multiple factors, what criteria are used to determine who is eligible to receive
bonuses and/or the amount of the bonus?
Response Percent
Job Type 85.7%
Tenure 89.3%
Performance 89.3%
Other* 7.1%
*Respondents selecting “Other” indicated fairness and
using the same percent of salary for all employees.
For those who received bonuses for the past calendar year, what was the average given?
20%
18%
16% The average
14% bonus is
12% $2,874
Percent
10%
8%
6%
4%
2%
0%
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
00
$1 0
0
00
0
$5
,0
,5
,0
,5
,0
,5
,0
,5
,0
,5
,0
,5
,0
,5
,0
,5
,0
,5
0,
$1
$1
$2
$2
$3
$3
$4
$4
$5
$5
$6
$6
$7
$7
$8
$8
$9
$9
Average Bonus

LEAVE
This section summarizes office policies related to family and medical, sick, annual, administrative, and
bereavement 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.
Does your office offer paid FMLA leave?
Response Percent
Yes 80.2%
No* 19.8%
Total 100%
*Respondents who answered “No”
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 Type of Qualifying Life Event

FMLA Leave A B C D*
1 1.4% 4.1% 5.5% 5.5%
1.5 0.0% 0.0% 1.4% 0.0%
2 8.2% 12.3% 8.2% 8.2%
3 2.7% 2.7% 4.1% 1.4%
4 11.0% 11.0% 17.8% 17.8%
5 0.0% 0.0% 0.0% 0.0%
6 27.4% 27.4% 21.9% 21.9%
7 0.0% 0.0% 1.4% 0.0%
8 15.1% 6.8% 8.2% 9.6%
9 1.4% 1.4% 0.0% 0.0%
10 5.5% 5.5% 2.7% 4.1%
11 0.0% 0.0% 0.0% 0.0%
12 23.3% 26.0% 27.4% 27.4%
13 0.0% 0.0% 0.0% 0.0%
14 1.4% 1.4% 0.0% 1.4%
15 0.0% 0.0% 0.0% 0.0%
16 2.7% 1.4% 1.4% 1.4%
Average Number
7.6 7.2 6.9 7.5
of Weeks
*1.4% of offices offer more than 16 weeks of paid FMLA leave.

LEAVE
Sick Leave
Does your office offer paid sick leave?
Response Percent
Yes, and the amount 92.3%
Is the same for all employees 78.0%
Varies by each employee's tenure 14.3%
No* 7.7%
Total 100.0%
*Respondents who answered “no” skipped all
subsequent questions in this section.
If the amount of sick leave varies by tenure, what is the maximum amount of sick leave allowed for each
level of tenure attained by employees in your office?
Weeks Per Year of Paid Sick Leave

Years of Tenure 1 2 3 4 5 Average
1-3 years 30.4% 56.5% 10.9% 2.2% 0.0% 1.8
4-6 years 10.3% 55.2% 17.2% 10.3% 6.9% 2.6
7-10 years 12.5% 46.9% 21.9% 18.8% 0.0% 2.5
11+ years 10.4% 31.3% 10.4% 22.9% 25.0% 3.5
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.
Does your office allow employees to roll over unused paid sick leave from one year to the next?
Response Percent
Yes, 45.2%
and the amount is unlimited 28.5%
but the amount is limited 16.7%
No 54.8%
Total 100.0%

LEAVE
Sick Leave (Continued)

What is the maximum number of unused paid sick days an employee can
roll over from one year to the next?
Number of Days Percent

5 days 50.1%
10 days 7.1%
12 days 7.1%
14 days 7.1%
15 days 14.4%
30 days 7.1%
90 days 7.1%
Total 100.0%
Note: Respondents were asked this question only if they
(1) allow employees to roll over unused paid sick days
and (2) limit the number of days that can be rolled over.
Does your office allow employees to roll over unused paid sick leave to an FMLA reserve account?
Response Percent
Yes, 22.6%
and the amount is unlimited 19.0%
but the amount is limited* 3.6%
No 77.4%
Total 100.0%
*Respondents indicating that the amount is limited
reported allowing employees to roll over 5, 10, or 84 days.
Does your office allow employees to donate unused If an employee leaves your office, is he or she paid
paid sick leave to an office-wide leave bank? for unused paid sick leave?

Yes 8.3% Yes 7.1%
No 91.7% No 92.9%
Do you provide departing employees with a written Do you accept the transfer of unused paid sick
report documenting unused paid sick leave? leave new employees accrued during
previous employment?

Yes 14.3% Yes, 13.1%
No 85.7% if it is documented 2.4%
Total 100.0% if accrued from the
federal government 10.7%
No 86.9%
Total 100.0%

LEAVE
Annual Leave
Does your office offer paid annual leave?
Response Percent
Yes, 94.5%
and the amount is the same for all employees 19.7%
but the amount varies by tenure in the House 47.3%
but the amount varies by tenure in the federal
government 27.5%
No* 5.5%
Total 100.0%
*Respondents who answered “No” skipped all subsequent questions in
this section.
How much annual leave do employees in your office receive yearly?
Response Percent
Less than 1 week 0.0%
1 week 0.0%
2 weeks 12.5%
3 weeks 56.2%
4 weeks 31.3%
5 weeks or more 0.0%
Total 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 amount of annual leave given for each level of tenure attained by employees in your office?
Weeks Per Year of Annual Leave

Years of Tenure 1 2 3 4 5 Average
1-3 years 10.2% 44.1% 33.5% 12.2% 0.0% 2.5
4-6 years 0.0% 14.7% 52.1% 24.7% 8.4% 3.4
7-10 years 0.0% 5.2% 39.4% 42.6% 12.7% 3.8
11+ years 0.0% 4.2% 20.8% 47.7% 27.3% 4.3
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.

LEAVE
Annual Leave (Continued)

Does your office allow employees to roll over paid Does your office allow employees to roll over
annual leave from one year to the next? unused annual leave to an FMLA reserve account?

Yes, 70.9% Yes, 19.8%
and the amount is unlimited 8.1% and the amount is unlimited 10.5%
but the amount is limited 62.8% but the amount is limited 9.3%
No* 29.1% No* 80.2%
*Respondents who answered “no” skipped all *Respondents who answered “no” skipped all
subsequent questions in this section. subsequent questions in this section.
What is the maximum number of annual leave days What is the maximum number of annual leave days
that can be rolled over from one year to the next? that can be rolled over to an FMLA reserve account?

3 days 7.3% 3 days 14.3%
5 days 42.5% 10 days 14.3%
6 days 1.9% 25 days 28.6%
10 days 18.4% 30 days 42.8%
15 days 9.3% Total 100.0%
20 days 1.9% Note: Respondents were asked this question only if
24 days 1.9% they indicated that the amount of annual leave roll-over
is limited.
25 days 1.9%
30 days 13.0%
35 days 1.9%
Total 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 Do you accept the transfer of unused paid sick leave
for unused paid annual leave? new employees accrued during
previous employment?

Yes 75.6% Yes, 14.0%
No 24.4% if it is documented 3.5%
Total 100.0% if accrued from the
federal government 10.5%
No 86.0%
Total 100.0%

LEAVE
Administrative and Bereavement Leave

Does your office offer paid administrative leave? Does your office offer paid bereavement leave?

Yes 36.3% Yes 84.6%
No* 63.7% No* 15.4%
*Respondents who answered “no” *Respondents who answered “no”
skipped all subsequent questions in skipped all subsequent questions in
this section. this section.
For which of the following circumstances is For which of the following groups of people can
administrative leave authorized by your office? bereavement leave be used?

Weather or special event 87.9% Immediate family 94.8%
Educational programs 78.1% Extended family 48.1%
Jury duty 90.9% Friends 13.0%
Blood donation 39.4% Note: It was possible to indicate multiple
Register to vote 57.6% groups.
Other* 18.2%
Note: It was possible to indicate multiple
circumstances. *Respondents selecting
“Other” indicated bereavement, medical
appointments, religious holidays, military
duty, comp time, and personal appointments.
What is the maximum number of paid bereavement leave days that your office offers?
Response Percent
2 days 2.7%
3 days 34.3%
4 days 2.6% The average
5 days 28.9% maximum
6 days 1.3% number of
7 days 11.8% bereavement
days is 5.0
10 days 13.2%
14 days 1.3%
15 days 2.6%
20 days 1.3%
Total 100.0%

STUDENT LOAN REPAYMENT

How does your office administer the student loan repayment program?
Response Percent
All employees are eligible for the same amount 73.6%
All employees are eligible, but 20.9%
the amount varies by tenure 7.7%
the amount varies by position 1.1%
the amount varies by tenure and position 12.1%
Only some employees are eligible based on 4.4%
each employee’s position 1.1%
each employee’s tenure 3.3%
We do not offer student loan repayment* 1.1%
Total 100.0%
*Respondents who selected this option skipped all subsequent questions
in this section.
For which purposes do you use the student loan How many employees in your office currently
reimbursement program? receive a student loan repayment?

To attract employees 72.2% 1 2.3%
To retain employees 92.2% 2 17.0%
Other* 4.4% 3 26.1%
*Respondents selecting “Other” indicated 4 23.9%
payroll supplement. 5 11.4%
6 12.5%
What is the average monthly student loan
7 3.4%
repayment per employee in your office?
8 2.3%
9 1.1%
Average Repayment Percent
Total 100.0%
$150/month 2.7%
$200/month 8.1%
$250/month 10.8%
$300/month 10.8% What is the maximum monthly student loan
$350/month 16.2% repayment an employee can receive in your office?
$400/month 18.9%
$450/month 5.4% Maximum Repayment Percent
$500/month 27.1% $250/month 10.3%
Total 100.0% $300/month 2.0%
$350/month 2.0%
$400/month 6.1%
$450/month 2.0%
$500/month 77.6%
Total 100.0%

OTHER BENEFITS AND POLICIES

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? Which locations are eligible for
flexible work arrangements?

Yes, we offer Washington, D.C. Office 82.2%
flextime 39.1% District Office 80.0%
telecommuting 45.7% Note: It was possible to indicate multiple locations.
part-time work 71.7%
job sharing 37.0%
other* 2.2%
No** 49.5%
Note: It was possible to indicate multiple arrangements.
*Respondents selecting “Other” indicated flextime during
August recess. **Respondents who selected this option
skipped all subsequent questions in this section.
Which positions are eligible for flexible work arrangements?
Percent of Offices
Job Sharing Tele-
Part commuting
Time With Another
Title Within Office
Office
Chief of Staff 3.5% 0.0% 4.2% 14.7%
Counsel 1.2% 0.0% 0.0% 5.9%
Legislative Director 3.5% 0.0% 0.0% 11.8%
Senior Legislative Aide 1.2% 1.4% 2.8% 4.4%
Legislative Aide 5.9% 2.9% 1.4% 10.3%
Legislative Correspondent 2.4% 1.4% 0.0% 8.8%
Office Manager 8.2% 4.3% 9.9% 13.2%
Press Secretary/Communications Director 3.5% 4.3% 1.4% 13.2%
Executive Assistant 3.5% 4.3% 2.8% 8.8%
Scheduler (Washington, D.C.) 4.7% 2.9% 1.4% 11.8%
Staff Assistant (Washington, D.C.) 5.9% 1.4% 0.0% 4.4%
Staff Assistant (District) 9.4% 1.4% 0.0% 2.9%
Systems Administrator 3.5% 5.7% 7.0% 10.3%
Constituent Services Representative/Caseworker 14.1% 10.0% 0.0% 10.3%
District Director 3.5% 1.4% 0.0% 11.8%
District Scheduler 2.4% 2.9% 0.0% 5.9%
Field Representative 14.1% 7.1% 0.0% 11.8%
Grants and Projects Coordinator 3.5% 1.4% 0.0% 7.4%

District Work Periods

Does your Washington, D.C. office reduce hours During recess periods, what hours is your D.C.
during periods when the House is not in session? office staffed?

Yes 62.9% 8:00 am - 6:00 pm 3.5%
No 37.1% 8:30 am - 5:30 pm 5.3%
Total 100.0% 9:00 am - 4:00 pm 1.8%
9:00 am - 5:00 pm 70.1%
9:00 am - 5:30 pm 7.0%
9:00 am - 6:00 pm 3.5%
9:30 am - :530 pm 7.0%
10:00 am - 5:00 pm 1.8%
Total 100.0%
Note: Respondents answered this question only if they
indicated reduced hours during recess periods.
House Transit Benefit Program

Does your office participate in the House Transit How many employees in your office receive the
Benefit Program? House Transit Benefit Program subsidy?

Yes, 92.2% 1 20.5%
we pay participants’ 2 20.5%
actual commuting costs 53.3% 3 21.9%
we pay an equal amount 4 16.7%
to all participants 38.9%
5 11.5%
No 7.8%
6 3.8%
Total 100.0%
7 3.8%
8 1.3%
Total 100.0%
Note: On average, three employees per office
The average value of the receive the House Transit Benefit Subsidy.
House Transit Benefit
Subsidy provided by
Member offices is $87.44
per month.

Performance Appraisal/Evaluation
Does your office conduct regular staff performance When are performance appraisals/
appraisals/evaluations? evaluations conducted?

Yes 77.8% Annually for everyone 78.6%
No* 22.2% Employment anniversary date 2.8%
Total 100.0% Other* 18.6%
*Respondents who answered “No” Total 100.0%
skipped all subsequent questions in *Respondents selecting “Other” indicated
this section. biannually, semi-annually, after a probationary
period, and sporadically.
Which staff positions are evaluated?
Position Percent
Chief of Staff 53.6%
Counsel 30.4%
Press Secretary/Communications Director 94.2%
Constituent Services Representative/Caseworker 85.5%
Note: It was possible to indicate multiple positions.
Which processes reflect the performance appraisal/ Why does your office not conduct regular
evaluation practices of your office? performance appraisals/evaluations?

Staff and/or supervisors fill out Takes too much time 15.0%
written evaluations 40.0% Do not have the necessary
Staff and supervisors meet to tools/forms 10.0%
discuss performance 85.7% Turnover 5.0%
Self-evaluations 17.1% Too difficult to provide accurate
All staff are evaluated 72.9% feedback 5.0%
Only specific staff are evaluated 4.3% Already conduct informal reviews 80.0%
No formal policy/practice 5.7% Other* 10.0%
Individual development plans 12.2% *Respondents selecting “Other” indicated it was not a
Note: It was possible to indicate multiple processes. priority and policy changes.

Dress Code
Which of the following best describes the dress code?
Washington, D.C. office when the House…

has adjourned District
Dress Code is NOT in
is in session for a District office
session
work period
Business attire 97.8% 5.6% 2.2% 37.8%
Business causal 1.1% 70.0% 43.3% 60.0%
Casual 1.1% 23.3% 50.1% 2.2%
No dress code 0.0% 1.1% 3.3% 0.0%
Other* 0.0% 0.0% 1.1% 0.0%
Total 100.0% 100.0% 100.0% 100.0%
*Respondents selecting “Other” indicated a casual dress code unless there is a meeting.
Wellness Activities Smoking

Are employees authorized to participate in Do you allow smoking within the confines of the
wellness activities (e.g., exercise, smoking Member’s office?
cessation) during normal work hours?

Yes 45.6% Yes 1.1%
No 44.4% No 98.9%
Other* 10.0% Total 100.0%
Total 100.0%
*Respondents selecting “Other” indicated it
was authorized on lunch breaks, during
recess periods, or that it is decided on a
case-by-case basis.
New Employee Orientation

Does your office provide an orientation for
new employees
Response Percent
Yes 74.4%
No 25.6%
Total 100.0%

CHAPTER IV – RECRUITMENT AND RETENTION
2006 House Compensation Study IV-1
RECRUITMENT AND RETENTION

This section summarizes practices, experiences, and issues with regard to recruitment and retention.
Recruitment
What means does your office typically use to recruit What percentage of new employees is hired from
for staff openings? the home District (versus Washington, D.C.)?

Word of mouth 90.0% % hired from District 52.0%
Employee referral 74.4% % hired outside District 48.0%
House resume referral services 30.0% Total 100.0%
Internet ads 17.8%
Newspaper ads 11.1%
College fairs/ Career centers 4.4%
Other resume services 6.7%
Other* 10.0%
Note: It was possible to indicate multiple sources.
* Other included recruiting through email lists,
newsletters, and referrals
On average, how many applicants apply, job offers are extended, and job offers are refused
for this position per year?
Yearly average number of

Offers
Position Applicants Job offers refused
Chief of Staff 0.8 0.2 0.2
Counsel 2.6 0.3 1.4
Legislative Director 2.4 0.2 0.4
Senior Legislative Aide 4.9 0.3 0.9
Legislative Aide 10.6 0.7 0.8
Legislative Correspondent 6.6 0.7 1.2
Office Manager 2.0 0.2 0.2
Press Secretary/Communications Director 5.2 0.0 0.4
Executive Assistant 3.5 0.2 0.2
Scheduler (Washington, D.C.) 2.9 0.3 0.3
Staff Assistant (Washington, D.C.) 12.7 0.9 1.6
Staff Assistant (District) 3.7 0.5 0.3
Systems Administrator 1.0 0.1 0.3
Constituent Services Representative/Caseworker 2.7 0.3 0.1
District Director 1.4 0.2 0.2
District Scheduler 1.1 0.2 0.0
Field Representative 4.6 0.3 0.6
Grants and Projects Coordinator 0.3 0.0 0.3
Average 3.8 0.3 0.5

Recruitment (Continued)
From which of the following settings do the majority of the new hires in this position originate?
Recruitment Source
Another State/
College or Member Committee Federal Local Private Law
Position University Office Offices Gov’t Gov’t Sector firm Other*
Chief of Staff 3.2% 34.9% 8.7% 5.6% 8.7% 18.3% 3.2% 50.0%
Counsel 12.5% 37.5% 50.0% 50.0% 0.0% 37.5% 12.5% 12.5%
Legislative Director 3.0% 51.5% 7.9% 5.9% 5.9% 7.9% 4.0% 40.6%
Senior Legislative Aide 6.9% 55.6% 5.6% 11.1% 6.9% 25.0% 2.8% 33.3%
Legislative Aide 25.0% 48.2% 6.7% 7.9% 3.7% 21.3% 3.7% 33.5%
Legislative
Correspondent 50.7% 26.0% 0.0% 2.8% 1.4% 12.7% 2.7% 40.8%
Office Manager 23.8% 47.6% 7.1% 4.8% 14.3% 11.9% 0.0% 26.2%
Press Secretary/
Communications
Director 18.4% 47.1% 12.6% 12.6% 8.0% 37.9% 1.1% 26.4%
Executive Assistant 23.3% 43.3% 0.0% 10.0% 3.3% 23.3% 0.0% 40.0%
Scheduler (Washington,
D.C.) 26.7% 51.1% 8.9% 11.1% 6.7% 22.2% 0.0% 26.7%
Staff Assistant
(Washington, D.C.) 62.1% 29.9% 2.3% 2.3% 5.7% 18.4% 0.0% 19.5%
Staff Assistant (District) 46.8% 3.9% 2.6% 7.8% 22.1% 40.3% 0.0% 19.5%
Systems Administrator 37.5% 50.0% 6.3% 18.8% 6.3% 50.0% 0.0% 12.5%
Representative/
Caseworker 33.9% 21.3% 1.3% 7.4% 33.5% 43.0% 0.4% 16.1%
District Director 98.6% 9.5% 1.4% 10.8% 40.5% 32.4% 0.0% 32.4%
District Scheduler 26.5% 8.8% 0.0% 8.8% 32.4% 32.4% 0.0% 29.4%
Field Representative 25.2% 22.3% 1.9% 6.8% 43.7% 47.6% 0.0% 12.6%
Grants and Projects
Coordinator 33.3% 33.3% 0.0% 5.6% 33.3% 44.4% 5.6% 11.1%
Average 31.0% 34.5% 6.9% 10.6% 15.4% 29.3% 2.0% 26.8%
*Other sources included internal hires and promotions, campaigns, the military, the Senate, the media, and the local community.
Note: It was possible to indicate multiple sources.

Retention
To what extent (and how) does your office collect data as to why an employee leaves your office?
Response Percent
Never 21.6%
Rarely 42.0%
Through an informal process 40.9%
Through a formal process 1.1%
Sometimes 12.5%
Always 23.9%
Total 100.0%
How much of a problem is turnover for each of the following jobs?
Large Moderate Small No No such

Response problem problem problem problem position
Chief of Staff 2.3% 0.0% 3.4% 94.3% 0.0%
Counsel 0.0% 0.0% 6.0% 47.8% 46.3%
Legislative Director 1.2% 0.0% 12.8% 86.0% 0.0%
Senior Legislative Director 0.0% 0.0% 10.4% 59.7% 29.9%
Legislative Aide 2.3% 8.0% 36.8% 51.7% 1.1%
Legislative Correspondent 4.8% 10.8% 26.5% 49.4% 8.4%
Office Manager 0.0% 0.0% 13.3% 70.7% 16.0%
Director 2.4% 4.7% 15.3% 75.3% 2.4%
Executive Assistant 1.4% 5.4% 13.5% 58.1% 21.6%
Scheduler (Washington, D.C.) 1.2% 9.8% 15.9% 68.3% 4.9%
Staff Assistant (Washington, D.C.) 4.9% 28.4% 30.9% 32.1% 3.7%
Staff Assistant (District) 1.3% 9.3% 22.7% 57.3% 9.3%
Systems Administrator 1.3% 6.6% 11.8% 63.2% 17.1%
Representative/Caseworker 0.0% 0.0% 14.3% 85.7% 0.0%
District Director 1.2% 0.0% 7.1% 88.1% 3.6%
District Scheduler 0.0% 0.0% 7.1% 81.4% 11.4%
Field Representative 0.0% 3.8% 10.1% 77.2% 8.9%
Grants and Projects Coordinator 1.5% 0.0% 9.0% 62.7% 26.9%
Average 1.4% 4.8% 14.8% 67.2% 11.7%

Retention (Continued)
Which job in your office has the highest turnover rate?
Response Percent
Press Secretary/Communications Director 6.7%
Office Manager 4.4%
Chief of Staff 2.2%
Constituent Services Representative/Caseworker 2.2%
Other* 1.1%
Senior Legislative Director 1.1%
Counsel 0.0%
Note: Offices could select more than one option if multiple options had
equivalent turnover rates * Other included Receptionist.
During the Member’s current term, how many individuals have left this position?
Position Average
Staff Assistant (Washington, D.C.) 1.6
Legislative Correspondent 1.4
Legislative Aide 1.0
Press Secretary/Communications Director 0.8
Staff Assistant (District) 0.8
Senior Legislative Director 0.8
Executive Assistant 0.7
Legislative Director 0.7
Scheduler (Washington, D.C.) 0.6
District Scheduler 0.6
Chief of Staff 0.6
Field Representative 0.5
Office Manager 0.5
Constituent Services Representative/Caseworker 0.5
Counsel 0.4
Grants and Projects Coordinator 0.4
District Director 0.3
Systems Administrator 0.3
Average 0.7

Retention (Continued)
What is the primary reason employees state for leaving the organization?
Response Percent
Career opportunity 61.1%
Attending school 15.6%
Higher wages 10.0%
Lack of promotion opportunities 5.6%
Other* 2.2%
Inadequate performance 2.2%
Workload is too high 1.1%
Retirement 1.1%
Dissatisfied with work schedule 1.1%
Total 100.0%
*Other included leaving to work on a campaign and
moving away.
How frequently is each of the following used as a reason employees leave your office?
Response Frequently Sometimes Rarely Never

Career opportunity 58.9% 28.9% 4.4% 7.8%
Higher wages 35.6% 27.8% 15.6% 21.1%
Attending school 35.6% 42.2% 10.0% 12.2%
Lack of promotion opportunities 6.7% 33.3% 21.1% 38.9%
Dissatisfied with work schedule 4.4% 4.4% 20.0% 71.1%
Inadequate performance 3.3% 10.0% 27.8% 58.9%
Changes in family structure 2.2% 10.0% 26.7% 61.1%
Relocation due to spouse or family member 2.2% 13.3% 32.2% 52.2%
Dissatisfied with content of work 2.2% 11.1% 20.0% 66.7%
Workload is too high 2.2% 11.1% 13.3% 73.3%
Member retires 2.2% 3.3% 4.4% 90.0%
Retirement 2.2% 11.1% 24.4% 62.2%
Personal health 1.1% 6.7% 21.1% 71.1%
Transportation problems 1.1% 3.3% 6.7% 88.9%
Dissatisfied with supervisor 1.1% 3.3% 16.7% 78.9%
Dissatisfied with coworkers 1.1% 2.2% 14.4% 82.2%
Inadequate medical benefits 1.1% 1.1% 6.7% 91.1%
Inadequate family need benefits 1.1% 0.0% 8.9% 90.0%
Poor attendance 1.1% 3.3% 13.3% 82.2%

CHAPTER V –SURVEY QUESTIONS
2006 House Compensation Study V-1
SURVEY QUESTIONS
I. Hiring and Compensation Practices
1. What is this employee's job title?

2. If your office uses other titles for this position, other than those listed above, please
indicate those alternative titles in the space provided.
3. How well does the job title and summary of duties listed above describe the primary
responsibilities of the employee in this position?
4. Please check any additional roles that this employee performs in addition to the duties of
the employee's primary job.
5. Where is this employee's primary work location?
6. Does this employee commute between the District and D.C. offices on a regular basis?
7. Is this employee's position exempt from the Fair Labor Standards Act (FLSA)?
8. What is the employee's current salary? (Please input only whole numbers without
commas or decimal points. For example, input "10000" for ten thousand dollars.)
9. How many years has the employee been in this position?
10. How much relevant House experience did the employee have before starting in this
position?
11. How much relevant federal government experience, other than House experience, did the
employee have before starting in this position?
12. How much relevant state or local government experience did the employee have before
starting in this position?
13. How much relevant private sector experience did this employee have before starting in
this position?
14. What is the employee's highest level of education?
15. During the Member’s current term, how many individuals have left this position?
16. From which of the following settings do the majority of the new hires in this position
originate?
17. On average, how many applicants apply for this position per year?
18. On average, how many job offers per year does your office extend for this position?
19. On average, how many offers per year are refused for this position?
20. Does this employee have any job-related certifications or licenses?
21. List (up to three) the most significant certifications or licenses held by the incumbent in
this position.

2. Organizational Charts
The following question asks you about the structure of your office. Please use organizational
structure pictures from the “Office Worksheet for the House Compensation Survey” attached to
the survey email message to answer this question.
1. 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.
2. Who performs the emergency coordinator duties?
3. What is the job title of the person who is responsible for the emergency coordinator
duties?
4. Who performs the systems administrator duties?
5. What is the job title of the person who is responsible for the systems administrator
duties?
6. Who performs the financial administrator duties?
7. What is the job title of the person who is responsible for the financial administrator
duties?
3. 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 to all of the positions
within your office.
A. Pay Increases
Cost of Living Adjustments (COLA): This section asks about your office policies regarding cost
of living pay adjustments (which are typically allocated at the beginning of the calendar year).
1. Does your office distribute the annual cost of living adjustment (COLA)?
2. What are the criteria used to determine who receives the COLA and/or the amount of the
COLA?
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.
1. Does your office provide annual merit increases/ raises?

2. What are the criteria used to determine who receives a merit increase/raise and/or the
amount/percentage of the increase?
3. At what time of the year do you generally give merit increases/ raises to your employees?

Pay Adjustments/Bonuses: This section asks about your office policies regarding pay
adjustments/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/ bonuses
offered apart from cost of living pay adjustments and merit increases/raises.
1. Does your office provide bonuses?

2. What are the criteria used to determine who is eligible to receive bonuses and/or the
amount of the bonus?
3. For those who received bonuses for the past calendar year, what was the average
amount given? (Please input only whole numbers without commas or decimal points. For
example, input "1000" for one thousand dollars.)
B. Leave
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.
1. Does your office offer paid family and medical leave (FMLA)?
2. What is the maximum number of paid weeks of FMLA leave your office offers for each of
the qualifying events?
3. When an employee in your office is not covered by the FMLA, does your office offer the
employee equivalent leave?
4. What is the maximum number of paid weeks of equivalent leave your office offers for
each of the qualifying events?
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, or bereavement leave.
1. Does your office offer paid sick leave?

2. What is the maximum amount of sick leave allowed for each level of tenure attained by
employees in your office?
3. Does your office allow employees to roll over unused sick leave from one year to the
next?
4. What is the maximum number of unused sick days an employee can roll over from one
year to the next?
5. Does your office allow employees to roll over unused paid sick leave to an FMLA reserve
account?
6. What is the maximum number of unused paid sick leave days an employee can roll over
to an FMLA reserve account?

7. Does your office allow an employee to donate unused sick leave to an office-wide leave
bank?
8. If an employee leaves your office, do they get paid for unused sick leave?
9. Do you provide departing employees with a written report documenting his/her unused
sick leave?
10. When you appoint a new employee to the office staff, do you accept the transfer of
unused sick leave accrued during previous employment?
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, or bereavement leave.
1. Does your office offer paid annual leave?

2. How much annual leave time do employees in your office receive yearly?
3. What is the amount of annual leave given for each level of tenure attained by employees
in your office?
4. Does your office allow employees to roll over paid annual leave from one year to the
next?
5. What is the maximum number of annual leave days that can be rolled over from year to
the next?
6. Does your office allow employees to roll over unused annual leave to an FMLA reserve
account?
7. What is the maximum number of unused paid annual leave days an employee can roll
over to an FMLA reserve account?
8. If an employee leaves your office, do they get paid for unused annual leave?
9. When you appoint a new employee to the office staff, do you accept the transfer of
unused annual leave accrued during previous employment?
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, or annual leave.
1. Does your office offer paid administrative leave?
2. For which of the following circumstances is administrative leave authorized by your
office?
• 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, fact finding, 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

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, or annual leave.
1. Does your office offer paid bereavement leave?
2. What is the maximum number of paid bereavement leave days that your office offers?
3. For which of the following groups of people can bereavement leave be used?
C. Student Loan Repayment
1. How does your office administer the student loan repayment program?
2. For which of the following purposes do you use the student loan reimbursement
program?
3. How many employees in your office currently receive a student loan repayment?
4. Does every employee receive the same amount of monthly student loan repayment, or
does it vary?
5. What is the maximum amount of monthly student loan repayments that employees can
receive in your office? (Please input only whole numbers without commas or decimal
points. For example, input "500" for five hundred dollars.)
6. What is the average amount of monthly student loan repayments per employee in your
office?
D. Other Benefits
1. Do you offer any flexible work arrangements (e.g., part time, job sharing,
telecommuting)?
2. Which of the following flexible work arrangements does your office offer?
3. Which locations are eligible for flexible work arrangements?
4. Which of the following positions, if any, in your office are part time?
5. For which of the following positions, if any, does your office permit job sharing between
two employees in your office?
6. 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")?
7. Which positions are eligible for telecommuting?
8. Does your Washington, D.C. office reduce hours during recess periods when the House
is not in session?
9. During recess periods, what time does your Washington, D.C. office begin work?
10. During recess periods, what time does your Washington, D.C. office end work?
11. Does your office participate in the House transit benefit program?
12. What is the average value of the House transit benefit program subsidy your office
provides to participants each month? (House maximum is $105)
13. What is the value of the House transit benefit program subsidy your office provides to
participants each month? (House maximum is $105)
14. How many employees in your office receive the House transit benefit program subsidy?

Performance Appraisals/Evaluations
1. Does your office conduct annual/regular staff performance appraisals/evaluations?

2. Which process(es) reflects the performance appraisal/evaluation practice(s) of your
office?
3. Which of the following staff positions are evaluated?
4. When are evaluations conducted?
5. Why does you office not conduct annual/regular staff performance
appraisals/evaluations?
E. Other Office Practices
1. Does your office use formal individual development plans (IDP) or meetings to aid in the
development of your employees?
2. Which of the following best describes the dress code in your Washington, D.C. office on
days when the House is in session?
3. Which of the following best describes the dress code in your Washington, D.C. office on
days when the house is NOT in session?
4. Which of the following best describes the dress code in your Washington, D.C. office
when the House has adjourned for a District work period?
5. Which of the following best describes the dress code in your District office?
6. Are the employees of the office authorized to participate in wellness activites (e.g.,
exercise, work out at a wellness/fitness center, smoking cessation etc.) during normal
work hours?
7. Do you allow smoking within the confines of the member’s office?
8. Does your office provide an orientation for new employees?
9. Would you find it valuable if there were a standardized House-wide new employee
orientation?
10. Would your office allow your new employees time off to attend a standardized House-
wide orientation?
11. What information/material would you like a standardized House-wide orientation for new
employees to cover?
F. Recruitment and Retention
1. What means does your office typically use to recruit for staff openings?
2. What percentage of new employees are hired from the home District (versus
Washington, D.C.)?
3. 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.)
4. How much of a problem is turnover for each of the following jobs?
5. To what extent does your office collect and maintain data as to why an employee leaves
your office (e.g., exit interview)?
6. What is the primary reason employees state for leaving the organization?

7. Please rate each following regarding how frequently they are used as a reason
employees leave your office.
G. Perceived Need for Benefits
1. Please list any benefits that you do not offer that employees request.
2. Please list the benefit not currently offered that is requested the most.
3. Please list any benefits that you do not offer that you think would reduce turnover.
4. Please list any benefits that you do not offer that you think would help you recruit quality
candidates.
5. What conditions/benefits/tools would you like to have to help recruit and retain
employees?
6. What workforce needs are not being met that would help recruit and retain employees if
made available?

Produced for the
Chief Administrative Office
U.S. House of Representatives
By
ICF International

House Compensation Study 2006

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2006 House

Produced for the

I. HIRING AND COMPENSATION PRACTICES

COMPENSATION OVERVIEW.......................................................................... I-1

II. ORGANIZATIONAL STRUCTURE

ORGANIZATIONAL CHARTS........................................................................... II-1

ADDITIONAL DUTIES ...................................................................................... II-2

PAY INCREASES ............................................................................................ III-1

LEAVE ............................................................................................................. III-4

STUDENT LOAN REPAYMENT .................................................................... III-10

OTHER BENEFITS AND POLICIES .............................................................. III-11

IV. RECRUITMENT AND RETENTION................................................................. IV-1

RECRUITMENT ............................................................................................... IV-1

V. SURVEY QUESTIONS ..................................................................................... V-1

The report is organized into five chapters:

 Chapter I: Hiring and Compensation Practices — summarizes the

How to Use the Report

2006 House Compensation Study

BENCHMARK SALARY COMPARISON FOR

Legislative Aide House $28,000 $36,000 $41,000 $43,433 $50,000 $76,500

2006 House Compensation Study

2006 House Compensation Study

Roles, Responsibilities, and Work Location

Primary Work Location Number of Positions per Office

Response Percent Positions per

2006 House Compensation Study

Response Percent Response Percent

Recruitment and Turnover Recruiting Sources

Average Yearly Number of Average Source Percent

2006 House Compensation Study

2006 House Compensation Study

Annual Salary as a Function of Years in Position

Roles, Responsibilities, and Work Location

Primary Work Location Number of Positions per Office

Response Percent Positions per

2006 House Compensation Study

Response Percent Response Percent

Average Years in 2006* Educational Attainment 2006*

Credentials, Certifications, and Licenses

Recruitment and Turnover Recruiting Sources

Average Yearly Number of Average Source Percent

2006 House Compensation Study

2006 House Compensation Study

Annual Salary as a Function of Years in Position

Roles, Responsibilities, and Work Location

Response Percent Positions per

2006 House Compensation Study

Response Percent Response Percent

Credentials, Certifications, and Licenses

Average Yearly Number of Average Source Percent

2006 House Compensation Study

Senior Legislative Aide

Summary of Primary Duties

2006 House Compensation Study

Senior Legislative Aide

Annual Salary as a Function of Years in Position

Roles, Responsibilities, and Work Location

Primary Work Location Number of Positions per Office

Response Percent Positions per

2006 House Compensation Study

Senior Legislative Aide

Response Percent Response Percent

Average Years in 2006* Educational Attainment 2006*

Credentials, Certifications, and Licenses

Chapter I: Hiring and Compensation Practices — summarizes the