| Overall Rating | Bronze |
|---|---|
| Overall Score | 35.50 |
| Liaison | Brian Kelley |
| Submission Date | March 1, 2025 |
Christopher Newport University
PA-13: Pay Equity and Living Wage
| Status | Score | Responsible Party |
|---|---|---|
|
0.20 / 5.00 |
13.1 Internal pay equity assessment
Description of the methodologies used to assess internal pay equity:
Full Time Faculty Compensation Study, March 2024:
Gallagher developed a new salary structure for CNU using the CNU target market of actual pay. The CNU Target Market was used to build competitive salary structure ranges, for hiring and retention by anchoring the structure midpoint at the combined market of CUPA at the 60th percentile and the 50th percentile of Compdata and AACSB (as provided by CNU). Range minimums and maximums were calculated around the midpoint using range spreads between 50%, in accordance with market trend and standard compensation guidelines.
Gallagher has provided cost implementation analysis of the proposed salary structure option, which may include employee pay adjustments within the recommended proposed range based on an employee's current pay rate and years of service in current rank and with CNU.
Gallagher's implementation strategy/plan is based on the following aspects:
• No pay cuts will occur.
• Employees will be paid within the new pay ranges, meaning no employees will be paid below the minimum of the new ranges.
• An assumed 3% per year increase for Time in Current Rank Adjustments (please note that employees may be internally misaligned and should be further reviewed for potential compression adjustments).
The following cost options are included for the proposed salary structure option:
Bring to Minimum: Bring all employees to the proposed range minimum. Employees with salaries below the proposed minimum range would receive an increase to the minimum range.
Bring to Position in Range, w/ Time in Rank Adjustments: Bring all employees up to a competitive position in the range based on years of service in current rank. Employees with salaries at or exceeding the proposed salary range maximum will remain at range maximum or current salary (whichever is higher) without a reduction in pay.
Bring to Position in Range, w/ Time in Rank Adjustments capped at range midpoint + Extra %: Bring all employees up to a competitive position in the range based on years of service in the current rank. Employees with salaries at or exceeding the proposed salary range midpoint will remain at range midpoint or current salary (whichever is higher) without a reduction in pay. Extra credits are given to employees to reward the total years of service at CNU with 1% of range minimum increase for employees with CNU for 5-9 years and 2% of range minimum for employees with CNU for 10 and plus years.
Administrative & Professional Faculty Compensation Study, May 2023:
Gallagher developed a new salary structure for CNU’s consideration. The new salary structure is positioned at the 50th percentile of the market at CNU’s range midpoint to better align with the market and to increase the minimum of the range due to the perception that the range minimum is too low making recruitment difficult. This allows CNU to compensate below, at, or above the 50th percentile based on experience, market and other factors.
We utilized published survey sources in conjunction with the custom survey to collect data from both the public and private sectors.
Gallagher identified closest job matches based on essential responsibilities and career level using at least an 80% job match guideline for matching jobs from published survey sources.
Currently, CNU pays its employees, on average, about 5.1% below the 50th percentile of the full market actual base salaries and its salary structure midpoint is 12.5% below the full market midpoint average.
The next step was to utilize market salary data to develop a new salary structure to ensure market competitiveness.
Gallagher developed a new salary structure for CNU using the lowest market data point at the 50th percentile of actual pay as the anchor. Due to the federal FLSA salary threshold of $35,568, we used the lowest 50th percentile point exceeding $35,568 yielding a minimum market midpoint of $44,887.
Range midpoints were calculated above the anchor point of $44,887 using midpoint differentials of 15%, which is in accordance with standard compensation guidelines. Range minimums and maximums were calculated around the midpoint using range spreads between 50%, in accordance with market trend and standard compensation guidelines. Gallagher allocated benchmark jobs to the proposed pay grades in the new structure by comparing the market 50th percentile of actual pay to the closest pay grade midpoint on the current structure.
Cost implementation analysis (provided there is a change) includes employee pay adjustments within the recommended range based on employee current pay rate and years of service in position.
Are the pay equity assessment(s) inclusive of both academic and non-academic staff?:
Do the pay equity assessment(s) explicitly address pay equity by gender identity?:
Do the pay equity assessment(s) explicitly address internal pay equity by racial, ethnic, and/or Indigenous identity?:
Does the institution publish the results of its internal pay equity assessments?:
Published results of the institution’s most recently finalized internal pay equity assessment:
Online resource where the results of the institution’s internal pay equity assessments are available:
The Reporting Tool will automatically calculate the following figure:
13.2 Percentage of employees that receive a living wage
Narrative and/or website URL detailing the institution’s living wage accreditation:
Provide wage figures in the institution’s local currency and expressed as hourly rates.
Performance year for living wage:
Living wage:
Standard or methodology used to determine the living wage:
The local living wage for “2 Adults (both working), 2 Children” for Newport News, Virginia published by the Massachusetts Institute of Technology Living Wage Calculator
Wage floor for regular/permanent employees:
Wage floor for short-term/casual academic staff:
Wage floor for short-term/casual non-academic staff:
Percentage of employees that receive remuneration equivalent to at least a living wage:
Narrative outlining the forms of remuneration included in the living wage calculations:
No compensation outside of base pay is included in the living wage calculation.
Has the institution made a formal commitment to pay a living wage?:
Narrative and/or website URL detailing the institution’s formal commitment to pay a living wage:
The Reporting Tool will automatically calculate the following figure:
13.3 Percentage of significant contractors that pay a collectively determined or living wage
Documentation affirming that the institution has no significant contractors:
Total number of significant contractors:
Number of significant contractors known to pay a collectively determined or living wage:
Description of the methodology used to determine which significant contractors pay a collectively determined or living wage:
N/A
The Reporting Tool will automatically calculate the following two figures:
Points earned for indicator PA 13.3:
Optional documentation
Additional documentation for this credit:
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.