SlideShare a Scribd company logo
FACULTY BENEFITS COMMITTEE OVERVIEW
OF CONTRIBUTIONS REPORT
MARCH 17, 2015
RECOMMENDATIONS 1
REFINE DEFINITION OF EMPLOYEE CONTRIBUTION
Insurance Coverage Overall
Include New Fees as Part of
the Employee Contribution
• Out of Pocket Expenses
• Deductibles
• Coinsurance
• Surcharges
Penn State
Contribution
73%
Employee
Contribution
18%
Employee
(Other)
9%
• Recommendation 1 provides that the university will include non traditional expenses (out of pocket expenses,
deductibles, coinsurance and surcharges) in its calculation of employee contributions.
RECOMMENDATIONS 2
REITERATING 1998 JOINT COMMITTEE ON BENEFITS AGREEMENT
Penn State
Contribution
80%
Employee
Contribution
20% Penn State
Contribution
70%
Employee
Contribution
30%
Insurance Coverage for Employees Insurance Coverage for Dependents
• Recommendation 2 asserts that the university should continue to support faculty benefits consistent with the
principles established in the 1998 Joint Committee on Benefits agreement.
RECOMMENDATIONS 3: END STEEP SALARY INDEXING
FLAT BENEFITS CONTRIBUTIONS MODEL (2010)
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
No Indexing (2010)
$0
$50
$100
$150
$200
$250
No Indexing (2010)
• In 2010 all employees paid a set contribution to participate in the university healthcare system.
Monthly Contribution Contribution as a Percent of Income
MODEST SALARY INDEXING
BASED ON THE AUGUST 30, 2011 SENATE REPORT
• Employee contribution for healthcare based on annual base salary;
• Those making $45,000 or less will contribute the flat percentage as indicated on the chart;
• Those making over $45,000 will contribute a percentage that has been modeled by actuarial
experts; the basic premise of the model is that the more an individual earns, the more the
individual will pay toward healthcare;
• This model provides for a cap of the employee contribution at an annual base salary of
$121,000;
• Monthly and annual savings for employees would be significant for the majority of faculty
and staff based on this model.
• In August of 2011, the Faculty Benefits committee reported on a plan to index
contributions to income.
RECOMMENDATIONS 3: END STEEP SALARY INDEXING
MODEST SALARY INDEXING MODEL (2012)
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
No Indexing (2010) Modest Indexing (2012)
$0
$50
$100
$150
$200
$250
No Indexing (2010) Modest Indexing (2012)
• The August 2011 modest indexing plan was implemented in 2012.
Monthly Contribution Contribution as a Percent of Income
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Modest Indexing (2012) Steep Indexing (2014)
$0
$50
$100
$150
$200
$250
Modest Indexing (2012) Steep Indexing (2014)
RECOMMENDATIONS 3: END STEEP SALARY INDEXING
STEEP SALARY INDEXING MODEL (2014)
The university adopted a steep indexing plan based on a flat percentage of income. This led to noticeable spikes in contribution rates
in PPO Blue. (The committee has no evidence that the administration consulted either the Senate or the Faculty Benefits Committee
before applying the steep salary indexing to university employees.)
Monthly Contribution Contribution as a Percent of Income
RECOMMENDATIONS 3: END STEEP SALARY INDEXING
CALLS FOR A RETURN TO MODEST INDEXING PLAN
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Modest Indexing (2012)
$0
$50
$100
$150
$200
$250
Modest Indexing (2012)
• Recommendation 3 calls on the university to return to the modest indexing agreed to in 2011.
Monthly Contribution Contribution as a Percent of Income
• Over the summer, the committee became aware of possible cost shifting as the increases on
the higher income employees seemingly exceeded the decreases in lower income employees.
RECOMMENDATIONS 4: EQUITABLE COMPENSATION
CONCERNS ABOUT COST SHIFTING
Income 25K 30K 35K 45K 50K 60K 70K 75K 85K 100K 140K Total
PPO Blue
Employee Only -$40,000 -$50,000 -$130,000 -$57,000 -$31,000 $46,000 $37,000 $78,000 $108,000 $203,000 $196,000 $360,000
Employee + Spouse -$22,000 -$37,000 -$116,000 -$55,000 -$24,000 $43,000 $44,000 $96,000 $159,000 $405,000 $395,000 $888,000
Employee + Child(ren) -$15,000 -$30,000 -$81,000 -$29,000 -$19,000 $26,000 $21,000 $45,000 $73,000 $128,000 $76,000 $195,000
Family -$62,000 -$92,000 -$295,000 -$130,000 -$78,000 $130,000 $104,000 $290,000 $449,000 $870,000 $675,000 $1,861,000
Subtotal -$139,000 -$209,000 -$622,000 -$271,000 -$152,000 $245,000 $206,000 $509,000 $789,000 $1,606,000 $1,342,000 $3,304,000
Income 25K 30K 35K 45K 50K 60K 70K 75K 85K 100K 140K Total
PPO Blue
Employee Only
-$1,393,000.00 $4,697,000.00
360,000
Employee + Spouse 888,000
Employee + Child(ren) 195,000
Family 1,861,000
Subtotal (139,000) (209,000) (622,000) (271,000) (152,000) 245,000 206,000 509,000 789,000 1,606,000 1,342,000 3,304,000
RECOMMENDATIONS 4: EQUITABLE COMPENSATION
INCREASES DID INDEED EXCEED DECREASES IN PPO BLUE
• HR confirmed that in 2014, the University raised rates in the PPO Blue plan by $3.3 million.
Income 25K 30K 35K 45K 50K 60K 70K 75K 85K 100K 140K Total
PPO Blue
Employee Only
-$1,393,000.00 $4,697,000.00
360,000
Employee + Spouse 888,000
Employee + Child(ren) 195,000
Family 1,861,000
Subtotal (139,000) (209,000) (622,000) (271,000) (152,000) 245,000 206,000 509,000 789,000 1,606,000 1,342,000 3,304,000
RECOMMENDATIONS 4: EQUITABLE COMPENSATION
WHERE DID THE MONEY GO?
PPO Savings
Employee Only
-$760,000.00 -$2,310,000.00
(503,000)
Employee + Spouse (416,000)
Employee + Child(ren) (172,000)
Family (1,979,000)
Subtotal (36,000) (63,000) (234,000) (151,000) (276,000) (318,000) (176,000) (318,000) (376,000) (651,000) (471,000) (3,070,000)
Total (175,000) (272,000) (856,000) (422,000) (428,000) (73,000) 30,000 191,000 413,000 955,000 871,000 234,000
• The $3.3 million in new contributions was offset by $3 million in cuts to those in the new PPO Savings Plan.
Roughly $3 million in higher premiums paid by most PPO Blue members is effectively subsidizing
(with artificially low contribution rates) the 17% of university employees in the PPO Savings plan.
PPO Blue
Traditional
Insurance
83%*
PPO
Savings
High
Deductible
Insurance
17%*
RECOMMENDATIONS 4: EQUITABLE COMPENSATION
THE IMPACT OF THE COST SHIFTING
$
*Approximate percentage of employees in each health insurance system.
Employees Earning $140k PSU Employee
Plan Type True Cost Contribution Contribution
Individual only $515.04 $310.87 $204.17
Two Person $1,159.25 $663.42 $495.83
Parent/Child(ren) $1,115.78 $656.11 $459.67
Family $1,494.18 $860.68 $633.50
CALCULATING PENN STATE’S TRUE CONTRIBUTION
True Cost = $515.04 per month
Employee Contribution = $204.17 per month
PSU’s Contribution = $310.87 per month
• To assess the cost shifting, the committee calculated the university’s per person contribution by subtracting
the employee contribution from the true cost of the insurance.
PROVIDING FOR EQUITABLE COMPENSATION
Plan by Income Bracket
Employees Earning $25,000
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
Employees Earning $60,000
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
Employees Earning $100,000
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
Employees Earning $140k
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
PSU Employee
True Cost Contribution Contribution Emp %
$515.04 $478.58 $36.46 7.1%
$1,159.25 $1,070.71 $88.54 7.6%
$1,115.78 $1,033.70 $82.08 7.4%
$1,494.18 $1,381.05 $113.13 7.6%
PSU Employee
True Cost Contribution Contribution Emp %
$515.04 $427.54 $87.50 17.0%
$1,159.25 $946.75 $212.50 18.3%
$1,115.78 $918.78 $197.00 17.7%
$1,494.18 $1,222.68 $271.50 18.2%
PSU Employee
True Cost Contribution Contribution Emp %
$515.04 $369.21 $145.83 28.3%
$1,159.25 $805.08 $354.17 30.6%
$1,115.78 $787.45 $328.33 29.4%
$1,494.18 $1,041.68 $452.50 30.3%
PSU Employee
True Cost Contribution Contribution Emp %
$515.04 $310.87 $204.17 39.6%
$1,159.25 $663.42 $495.83 42.8%
$1,115.78 $656.11 $459.67 41.2%
$1,494.18 $860.68 $633.50 42.4%
PPO Blue (Current)
PSU Employee
True Cost Contribution Contribution Emp %
$461.62 $451.20 $10.42 2.3%
$1,030.67 $1,005.46 $25.21 2.4%
$994.52 $971.19 $23.33 2.3%
$1,309.18 $1,276.89 $32.29 2.5%
PSU Employee
True Cost Contribution Contribution Emp %
$461.62 $436.62 $25.00 5.4%
$1,030.67 $970.17 $60.50 5.9%
$994.52 $938.52 $56.00 5.6%
$1,309.18 $1,231.68 $77.50 5.9%
PSU Employee
True Cost Contribution Contribution Emp %
$461.62 $419.95 $41.67 9.0%
$1,030.67 $929.84 $100.83 9.8%
$994.52 $901.19 $93.33 9.4%
$1,309.18 $1,180.01 $129.17 9.9%
PSU Employee
True Cost Contribution Contribution Emp %
$461.62 $403.29 $58.33 12.6%
$1,030.67 $859.50 $171.17 16.6%
$994.52 $863.85 $130.67 13.1%
$1,309.18 $1,128.35 $180.83 13.8%
PPO Savings (Current)
• Looking at employees
at the same income
level, the committee
compared the
university’s insurance
contribution between
the two plans.
• From $25k-$60k there
is relatively little
difference.
• Over $60k, the
university is providing
extra support for those
enrolled in the PPO
Savings plan.
INCENTIVIZING EMPLOYEES TO ABANDON TRADITIONAL HEALTH
INSURANCE
Employees Earning $140k
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
PSU Employee
True Cost Contribution Contribution
$515.04 $310.87 $204.17
$1,159.25 $663.42 $495.83
$1,115.78 $656.11 $459.67
$1,494.18 $860.68 $633.50
PSU Employee
True Cost Contribution Contribution
$461.62 $403.29 $58.33
$1,030.67 $859.50 $171.17
$994.52 $863.85 $130.67
$1,309.18 $1,128.35 $180.83
PSU Contribution PSU Contribution
Blue vs. Savings Blue vs. Savings
-$92.42 -$1,109.04
-$196.08 -$2,352.96
-$207.74 -$2,492.88
-$267.67 -$3,212.04
PPO Blue (Traditional) PPO Savings (High Deductible)
Employees Earning $140k
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
• The greatest gap falls at or
above the $140k level. The
university is providing an extra
$1100-$3200 compensation
for those enrolled in the PPO
Savings plan.
Diff Monthly Diff Yearly
PROVIDING FOR EQUITABLE COMPENSATION
4.3 Eliminating the Differences in Penn State Contributions by Health Plan and Income*
Plan by Income Bracket Monthly Difference Annual Difference
Employees Earning $25,000 PSU Employee PSU Employee PSU Contribution PSU Contribution
Plan Type True Cost Contribution Contribution Emp % True Cost Contribution Contribution Emp % Blue vs. Savings Blue vs. Savings
Individual only $515.04 $476.14 $38.90 7.6% $461.62 $476.14 -$14.52** -3.1% $0.00 $0.00
Two Person $1,159.25 $1,064.90 $94.35 8.1% $1,030.67 $1,064.90 -$34.23** -3.3% $0.00 $0.00
Parent/Child(ren) $1,115.78 $1,028.13 $87.65 7.9% $994.52 $1,028.13 -$33.61** -3.4% $0.00 $0.00
Family $1,494.18 $1,371.78 $122.40 8.2% $1,309.18 $1,371.78 -$62.60** -4.8% $0.00 $0.00
Employees Earning $60,000 PSU Employee PSU Employee PSU Contribution PSU Contribution
Plan Type True Cost Contribution Contribution Emp % True Cost Contribution Contribution Emp % Blue vs. Savings Blue vs. Savings
Individual only $515.04 $429.14 $85.90 16.7% $461.62 $429.14 $32.48 7.0% $0.00 $0.00
Two Person $1,159.25 $950.87 $208.38 18.0% $1,030.67 $950.87 $79.80 7.7% $0.00 $0.00
Parent/Child(ren) $1,115.78 $922.26 $193.52 17.3% $994.52 $922.26 $72.26 7.3% $0.00 $0.00
Family $1,494.18 $1,224.26 $269.92 18.1% $1,309.18 $1,224.26 $84.92 6.5% $0.00 $0.00
Employees Earning $100,000 PSU Employee PSU Employee PSU Contribution PSU Contribution
Plan Type True Cost Contribution Contribution Emp % True Cost Contribution Contribution Emp % Blue vs. Savings Blue vs. Savings
Individual only $515.04 $384.07 $130.97 25.4% $461.62 $384.07 $77.55 16.8% $0.00 $0.00
Two Person $1,159.25 $841.63 $317.62 27.4% $1,030.67 $841.63 $189.04 18.3% $0.00 $0.00
Parent/Child(ren) $1,115.78 $820.77 $295.01 26.4% $994.52 $820.77 $173.75 17.5% $0.00 $0.00
Family $1,494.18 $1,082.20 $411.98 27.6% $1,309.18 $1,082.20 $226.98 17.3% $0.00 $0.00
Employees Earning $140,000 PSU Employee PSU Employee PSU Contribution PSU Contribution
Plan Type True Cost Contribution Contribution Emp % True Cost Contribution Contribution Emp % Blue vs. Savings Blue vs. Savings
Individual only $515.04 $343.60 $171.44 33.3% $461.62 $343.60 $118.02 25.6% $0.00 $0.00
Two Person $1,159.25 $732.86 $426.39 36.8% $1,030.67 $732.86 $297.81 28.9% $0.00 $0.00
Parent/Child(ren) $1,115.78 $729.68 $386.10 34.6% $994.52 $729.68 $264.84 26.6% $0.00 $0.00
Family $1,494.18 $955.47 $538.71 36.1% $1,309.18 $955.47 $353.71 27.0% $0.00 $0.00
PPO Blue (Revised) PPO Savings (Revised) • Recommendation 4 proposes
that the university provide
equitable compensation to all
employees within the same
income bracket.
• Regardless of their chosen
plan, the university would
provide identical support for
employees at the same
income bracket.
• Table 4.3 estimates the impact
of ending the indirect subsidy
of the PPO Savings plan.
PSU Employee
True Cost Contribution Contribution
$515.04 $343.60 $171.44
$1,159.25 $732.86 $426.39
$1,115.78 $729.68 $386.10
$1,494.18 $955.47 $538.71
Employees Earning $140k
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
PSU Employee
True Cost Contribution Contribution
$461.62 $343.60 $118.02
$1,030.67 $732.86 $297.81
$994.52 $729.68 $264.84
$1,309.18 $955.47 $353.71
Employees Earning $140k
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
PSU Contribution PSU Contribution
Blue vs. Savings Blue vs. Savings
$0.00 $0.00
$0.00 $0.00
$0.00 $0.00
$0.00 $0.00
PPO Blue (Traditional) PPO Savings (High Deductible)
Diff Monthly Diff Yearly
• Ending the indirect subsidy of
the PPO Savings plan would
permit contributions to reflect
market prices.
• Without the subsidy, the PPO
Savings plan would increase in
price, but still remain less
expensive overall.
RECOMMENDATIONS 4: EQUITABLE COMPENSATION
ENDING COST SHIFTING BETWEEN PPO BLUE AND PPO SAVINGS
Plan by Income Bracket
Employees Earning $25,000
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
Employees Earning $60,000
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
Employees Earning $100,000
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
Employees Earning $140k
Plan Type
Individual only
Two Person
Parent/Child(ren)
Family
PSU Employee
True Cost Contribution Contribution Emp %
$515.04 $478.58 $36.46 7.1%
$1,159.25 $1,070.71 $88.54 7.6%
$1,115.78 $1,033.70 $82.08 7.4%
$1,494.18 $1,381.05 $113.13 7.6%
PSU Employee
True Cost Contribution Contribution Emp %
$515.04 $427.54 $87.50 17.0%
$1,159.25 $946.75 $212.50 18.3%
$1,115.78 $918.78 $197.00 17.7%
$1,494.18 $1,222.68 $271.50 18.2%
PSU Employee
True Cost Contribution Contribution Emp %
$515.04 $369.21 $145.83 28.3%
$1,159.25 $805.08 $354.17 30.6%
$1,115.78 $787.45 $328.33 29.4%
$1,494.18 $1,041.68 $452.50 30.3%
PSU Employee
True Cost Contribution Contribution Emp %
$515.04 $310.87 $204.17 39.6%
$1,159.25 $663.42 $495.83 42.8%
$1,115.78 $656.11 $459.67 41.2%
$1,494.18 $860.68 $633.50 42.4%
PPO Blue (Current)
PSU Employee
True Cost Contribution Contribution Emp %
$461.62 $451.20 $10.42 2.3%
$1,030.67 $1,005.46 $25.21 2.4%
$994.52 $971.19 $23.33 2.3%
$1,309.18 $1,276.89 $32.29 2.5%
PSU Employee
True Cost Contribution Contribution Emp %
$461.62 $436.62 $25.00 5.4%
$1,030.67 $970.17 $60.50 5.9%
$994.52 $938.52 $56.00 5.6%
$1,309.18 $1,231.68 $77.50 5.9%
PSU Employee
True Cost Contribution Contribution Emp %
$461.62 $419.95 $41.67 9.0%
$1,030.67 $929.84 $100.83 9.8%
$994.52 $901.19 $93.33 9.4%
$1,309.18 $1,180.01 $129.17 9.9%
PSU Employee
True Cost Contribution Contribution Emp %
$461.62 $403.29 $58.33 12.6%
$1,030.67 $859.50 $171.17 16.6%
$994.52 $863.85 $130.67 13.1%
$1,309.18 $1,128.35 $180.83 13.8%
PPO Savings (Current)
• Using the table (Left) as a
model, Recommendation 5
requires HR to provide an
annual report on the per
dollar support for health
insurance by income
bracket and by health plan.
• This creates transparency,
revealing if the university is
providing extra
compensation to
employees enrolled in a
favored insurance plan.
RECOMMENDATIONS 5: REPORTING REQUIREMENT
REQUIRES HR TO REPORT ON PER DOLLAR SUPPORT

More Related Content

Viewers also liked

Crisis and Challenge in AMerican Legal Educaton
Crisis and Challenge in AMerican Legal EducatonCrisis and Challenge in AMerican Legal Educaton
Crisis and Challenge in AMerican Legal Educaton
Larry Catá Backer
 
塑造新世紀的中國社會主義民主理論:在正在成型中的憲制國家背景下考量胡鞍鋼的“集體領導體制” Collective presidency chinese v...
塑造新世紀的中國社會主義民主理論:在正在成型中的憲制國家背景下考量胡鞍鋼的“集體領導體制” Collective presidency chinese v...塑造新世紀的中國社會主義民主理論:在正在成型中的憲制國家背景下考量胡鞍鋼的“集體領導體制” Collective presidency chinese v...
塑造新世紀的中國社會主義民主理論:在正在成型中的憲制國家背景下考量胡鞍鋼的“集體領導體制” Collective presidency chinese v...
Larry Catá Backer
 
Global Corporate Social Responsibility (GCSR) Standards With Cuban Characteri...
Global Corporate Social Responsibility (GCSR) Standards With Cuban Characteri...Global Corporate Social Responsibility (GCSR) Standards With Cuban Characteri...
Global Corporate Social Responsibility (GCSR) Standards With Cuban Characteri...
Larry Catá Backer
 
Democratizing International Business and Human Rights by Catalyzing Strategic...
Democratizing International Business and Human Rights by Catalyzing Strategic...Democratizing International Business and Human Rights by Catalyzing Strategic...
Democratizing International Business and Human Rights by Catalyzing Strategic...
Larry Catá Backer
 
Senate council mtg 4 9-2013
Senate council mtg 4 9-2013Senate council mtg 4 9-2013
Senate council mtg 4 9-2013
Larry Catá Backer
 
Senate councilmtgpresentation7 18-2012
Senate councilmtgpresentation7 18-2012Senate councilmtgpresentation7 18-2012
Senate councilmtgpresentation7 18-2012
Larry Catá Backer
 
S. Beth Farmer: "Resolving Competition Related Disputes Under the AML."
S. Beth Farmer: "Resolving Competition Related Disputes Under the AML."S. Beth Farmer: "Resolving Competition Related Disputes Under the AML."
S. Beth Farmer: "Resolving Competition Related Disputes Under the AML."
Larry Catá Backer
 

Viewers also liked (7)

Crisis and Challenge in AMerican Legal Educaton
Crisis and Challenge in AMerican Legal EducatonCrisis and Challenge in AMerican Legal Educaton
Crisis and Challenge in AMerican Legal Educaton
 
塑造新世紀的中國社會主義民主理論:在正在成型中的憲制國家背景下考量胡鞍鋼的“集體領導體制” Collective presidency chinese v...
塑造新世紀的中國社會主義民主理論:在正在成型中的憲制國家背景下考量胡鞍鋼的“集體領導體制” Collective presidency chinese v...塑造新世紀的中國社會主義民主理論:在正在成型中的憲制國家背景下考量胡鞍鋼的“集體領導體制” Collective presidency chinese v...
塑造新世紀的中國社會主義民主理論:在正在成型中的憲制國家背景下考量胡鞍鋼的“集體領導體制” Collective presidency chinese v...
 
Global Corporate Social Responsibility (GCSR) Standards With Cuban Characteri...
Global Corporate Social Responsibility (GCSR) Standards With Cuban Characteri...Global Corporate Social Responsibility (GCSR) Standards With Cuban Characteri...
Global Corporate Social Responsibility (GCSR) Standards With Cuban Characteri...
 
Democratizing International Business and Human Rights by Catalyzing Strategic...
Democratizing International Business and Human Rights by Catalyzing Strategic...Democratizing International Business and Human Rights by Catalyzing Strategic...
Democratizing International Business and Human Rights by Catalyzing Strategic...
 
Senate council mtg 4 9-2013
Senate council mtg 4 9-2013Senate council mtg 4 9-2013
Senate council mtg 4 9-2013
 
Senate councilmtgpresentation7 18-2012
Senate councilmtgpresentation7 18-2012Senate councilmtgpresentation7 18-2012
Senate councilmtgpresentation7 18-2012
 
S. Beth Farmer: "Resolving Competition Related Disputes Under the AML."
S. Beth Farmer: "Resolving Competition Related Disputes Under the AML."S. Beth Farmer: "Resolving Competition Related Disputes Under the AML."
S. Beth Farmer: "Resolving Competition Related Disputes Under the AML."
 

Similar to University Faculty Senate Presentaiton: Overview of Contributions Report March 2015

Charting Your Course to Retirement (Detailed)
Charting Your Course to Retirement (Detailed)Charting Your Course to Retirement (Detailed)
Charting Your Course to Retirement (Detailed)
8creativ
 
GPPSS 2012-13 Financial State of the District
GPPSS 2012-13 Financial State of the DistrictGPPSS 2012-13 Financial State of the District
GPPSS 2012-13 Financial State of the District
Brendan Walsh
 
National CFA Charterholder Compensation Survey 2015
National CFA Charterholder Compensation Survey 2015National CFA Charterholder Compensation Survey 2015
National CFA Charterholder Compensation Survey 2015
Ryan Renicker CFA
 
CDHC 2. 0 October 2011
CDHC 2. 0 October 2011CDHC 2. 0 October 2011
CDHC 2. 0 October 2011
dcowles
 
CDHC 2 0 October 2011
CDHC  2 0 October 2011CDHC  2 0 October 2011
CDHC 2 0 October 2011
dcowles
 
CDHC 2 0 October 2011
CDHC 2 0 October 2011CDHC 2 0 October 2011
CDHC 2 0 October 2011
Benemax
 
Board Preview: What's Next for Director Compensation
Board Preview: What's Next for Director CompensationBoard Preview: What's Next for Director Compensation
Board Preview: What's Next for Director Compensation
Pearl Meyer
 
GPPSS 2011-12 Financial State of the District
GPPSS 2011-12 Financial State of the DistrictGPPSS 2011-12 Financial State of the District
GPPSS 2011-12 Financial State of the District
Brendan Walsh
 
Utility Incentives for Conservation Improvement Programs
Utility Incentives for Conservation Improvement ProgramsUtility Incentives for Conservation Improvement Programs
Utility Incentives for Conservation Improvement Programs
Center for Energy and Environment
 
2009. 10 Allergy Asthma Revenue Cycle Pres
2009. 10 Allergy Asthma Revenue Cycle Pres2009. 10 Allergy Asthma Revenue Cycle Pres
2009. 10 Allergy Asthma Revenue Cycle Pres
John Milewski
 
ProAktive's approach to Auto Enrolment (pensions).
ProAktive's approach to Auto Enrolment (pensions).ProAktive's approach to Auto Enrolment (pensions).
ProAktive's approach to Auto Enrolment (pensions).
ProAktivePeople
 
Ge pension presentation new york june (final)
Ge pension presentation new york june (final)Ge pension presentation new york june (final)
Ge pension presentation new york june (final)
lyndseyoday
 
City of Carlsbad - Employee Data Analysis
City of Carlsbad - Employee Data AnalysisCity of Carlsbad - Employee Data Analysis
City of Carlsbad - Employee Data Analysis
Andee Johnson
 
GEHB: Paying More for Less
GEHB: Paying More for LessGEHB: Paying More for Less
GEHB: Paying More for Less
lyndseyoday
 
WCSD Budget Hearing Presentation
WCSD Budget Hearing PresentationWCSD Budget Hearing Presentation
WCSD Budget Hearing Presentation
wcsd_01
 
Rising to the Level of Excellence
Rising to the Level of ExcellenceRising to the Level of Excellence
Rising to the Level of Excellence
Jodi Rudick
 
Chamber presentation
Chamber presentationChamber presentation
Chamber presentation
Cyrus Patten, LICSW
 
Chamber presentation
Chamber presentationChamber presentation
Chamber presentation
Cyrus Patten, LICSW
 
Boe presentation 02 19-13
Boe presentation 02 19-13Boe presentation 02 19-13
Boe presentation 02 19-13
angels01
 
Donor Acquisition: investing for success
Donor Acquisition: investing for success Donor Acquisition: investing for success
Donor Acquisition: investing for success
Fiona McPhee
 

Similar to University Faculty Senate Presentaiton: Overview of Contributions Report March 2015 (20)

Charting Your Course to Retirement (Detailed)
Charting Your Course to Retirement (Detailed)Charting Your Course to Retirement (Detailed)
Charting Your Course to Retirement (Detailed)
 
GPPSS 2012-13 Financial State of the District
GPPSS 2012-13 Financial State of the DistrictGPPSS 2012-13 Financial State of the District
GPPSS 2012-13 Financial State of the District
 
National CFA Charterholder Compensation Survey 2015
National CFA Charterholder Compensation Survey 2015National CFA Charterholder Compensation Survey 2015
National CFA Charterholder Compensation Survey 2015
 
CDHC 2. 0 October 2011
CDHC 2. 0 October 2011CDHC 2. 0 October 2011
CDHC 2. 0 October 2011
 
CDHC 2 0 October 2011
CDHC  2 0 October 2011CDHC  2 0 October 2011
CDHC 2 0 October 2011
 
CDHC 2 0 October 2011
CDHC 2 0 October 2011CDHC 2 0 October 2011
CDHC 2 0 October 2011
 
Board Preview: What's Next for Director Compensation
Board Preview: What's Next for Director CompensationBoard Preview: What's Next for Director Compensation
Board Preview: What's Next for Director Compensation
 
GPPSS 2011-12 Financial State of the District
GPPSS 2011-12 Financial State of the DistrictGPPSS 2011-12 Financial State of the District
GPPSS 2011-12 Financial State of the District
 
Utility Incentives for Conservation Improvement Programs
Utility Incentives for Conservation Improvement ProgramsUtility Incentives for Conservation Improvement Programs
Utility Incentives for Conservation Improvement Programs
 
2009. 10 Allergy Asthma Revenue Cycle Pres
2009. 10 Allergy Asthma Revenue Cycle Pres2009. 10 Allergy Asthma Revenue Cycle Pres
2009. 10 Allergy Asthma Revenue Cycle Pres
 
ProAktive's approach to Auto Enrolment (pensions).
ProAktive's approach to Auto Enrolment (pensions).ProAktive's approach to Auto Enrolment (pensions).
ProAktive's approach to Auto Enrolment (pensions).
 
Ge pension presentation new york june (final)
Ge pension presentation new york june (final)Ge pension presentation new york june (final)
Ge pension presentation new york june (final)
 
City of Carlsbad - Employee Data Analysis
City of Carlsbad - Employee Data AnalysisCity of Carlsbad - Employee Data Analysis
City of Carlsbad - Employee Data Analysis
 
GEHB: Paying More for Less
GEHB: Paying More for LessGEHB: Paying More for Less
GEHB: Paying More for Less
 
WCSD Budget Hearing Presentation
WCSD Budget Hearing PresentationWCSD Budget Hearing Presentation
WCSD Budget Hearing Presentation
 
Rising to the Level of Excellence
Rising to the Level of ExcellenceRising to the Level of Excellence
Rising to the Level of Excellence
 
Chamber presentation
Chamber presentationChamber presentation
Chamber presentation
 
Chamber presentation
Chamber presentationChamber presentation
Chamber presentation
 
Boe presentation 02 19-13
Boe presentation 02 19-13Boe presentation 02 19-13
Boe presentation 02 19-13
 
Donor Acquisition: investing for success
Donor Acquisition: investing for success Donor Acquisition: investing for success
Donor Acquisition: investing for success
 

More from Larry Catá Backer

The Algorithms of Ideology in Economic Planning: A Critical Look at Cuba’s N...
The Algorithms of Ideology in Economic Planning:  A Critical Look at Cuba’s N...The Algorithms of Ideology in Economic Planning:  A Critical Look at Cuba’s N...
The Algorithms of Ideology in Economic Planning: A Critical Look at Cuba’s N...
Larry Catá Backer
 
“One Belt One Road and RMB Internationalization—A Strategic  Alliance”
“One Belt One Road and RMB Internationalization—A Strategic  Alliance” “One Belt One Road and RMB Internationalization—A Strategic  Alliance”
“One Belt One Road and RMB Internationalization—A Strategic  Alliance”
Larry Catá Backer
 
Unpacking Accountability: The Multinational Enterprise, the State, and the In...
Unpacking Accountability: The Multinational Enterprise, the State, and the In...Unpacking Accountability: The Multinational Enterprise, the State, and the In...
Unpacking Accountability: The Multinational Enterprise, the State, and the In...
Larry Catá Backer
 
The Privatization of Governance: Emerging Trends and Actors
The Privatization of Governance: Emerging Trends and ActorsThe Privatization of Governance: Emerging Trends and Actors
The Privatization of Governance: Emerging Trends and Actors
Larry Catá Backer
 
The Responsibilities of Banks, Sovereign Wealth Funds and Other Financial Ins...
The Responsibilities of Banks, Sovereign Wealth Funds and Other Financial Ins...The Responsibilities of Banks, Sovereign Wealth Funds and Other Financial Ins...
The Responsibilities of Banks, Sovereign Wealth Funds and Other Financial Ins...
Larry Catá Backer
 
Sovereign Wealth Funds, Capacity Building, Development, and Governance
Sovereign Wealth Funds, Capacity Building, Development, and Governance Sovereign Wealth Funds, Capacity Building, Development, and Governance
Sovereign Wealth Funds, Capacity Building, Development, and Governance
Larry Catá Backer
 
Diversity in Legal Education: Considering the Hollow Spaces Between Speech an...
Diversity in Legal Education: Considering the Hollow Spaces Between Speech an...Diversity in Legal Education: Considering the Hollow Spaces Between Speech an...
Diversity in Legal Education: Considering the Hollow Spaces Between Speech an...
Larry Catá Backer
 
Issues in Shared Governance
Issues in Shared GovernanceIssues in Shared Governance
Issues in Shared Governance
Larry Catá Backer
 
The Corporate Social Responsibilities of Financial Institutions for the Condu...
The Corporate Social Responsibilities of Financial Institutions for the Condu...The Corporate Social Responsibilities of Financial Institutions for the Condu...
The Corporate Social Responsibilities of Financial Institutions for the Condu...
Larry Catá Backer
 
Between the Judge and the Law—Judicial Independence and Authority With Chines...
Between the Judge and the Law—Judicial Independence and Authority With Chines...Between the Judge and the Law—Judicial Independence and Authority With Chines...
Between the Judge and the Law—Judicial Independence and Authority With Chines...
Larry Catá Backer
 
中国,法律与外国人:国际舞台上的相互交融 ("China, Law, and the Foreigner: Mutual Engagements on a...
中国,法律与外国人:国际舞台上的相互交融 ("China, Law, and the Foreigner: Mutual Engagements on a...中国,法律与外国人:国际舞台上的相互交融 ("China, Law, and the Foreigner: Mutual Engagements on a...
中国,法律与外国人:国际舞台上的相互交融 ("China, Law, and the Foreigner: Mutual Engagements on a...
Larry Catá Backer
 
Central Planning Versus Markets Marxism: The Cuban Communist Party Confronts ...
Central Planning Versus Markets Marxism: The Cuban Communist Party Confronts ...Central Planning Versus Markets Marxism: The Cuban Communist Party Confronts ...
Central Planning Versus Markets Marxism: The Cuban Communist Party Confronts ...
Larry Catá Backer
 
China, Law and the Foreigner: Mutual Engagements on a Global Stage
China, Law and the Foreigner: Mutual Engagements on a Global StageChina, Law and the Foreigner: Mutual Engagements on a Global Stage
China, Law and the Foreigner: Mutual Engagements on a Global Stage
Larry Catá Backer
 
Transnational Law and the Multinational Enterprise: From Legal Concept/Method...
Transnational Law and the Multinational Enterprise: From Legal Concept/Method...Transnational Law and the Multinational Enterprise: From Legal Concept/Method...
Transnational Law and the Multinational Enterprise: From Legal Concept/Method...
Larry Catá Backer
 
Normalization With Cuban Characteristics: How Might Cuba Navigate Normalizati...
Normalization With Cuban Characteristics: How Might Cuba Navigate Normalizati...Normalization With Cuban Characteristics: How Might Cuba Navigate Normalizati...
Normalization With Cuban Characteristics: How Might Cuba Navigate Normalizati...
Larry Catá Backer
 
Financial Sector Responsibility for Human Rights Conduct of Borrowers: What W...
Financial Sector Responsibility for Human Rights Conduct of Borrowers: What W...Financial Sector Responsibility for Human Rights Conduct of Borrowers: What W...
Financial Sector Responsibility for Human Rights Conduct of Borrowers: What W...
Larry Catá Backer
 
The State of CSR in the UNited States
The State of CSR in the UNited StatesThe State of CSR in the UNited States
The State of CSR in the UNited States
Larry Catá Backer
 
Trail By Fire: Rana Plaza and Transnational Legal Orders
Trail By Fire: Rana Plaza and Transnational Legal Orders Trail By Fire: Rana Plaza and Transnational Legal Orders
Trail By Fire: Rana Plaza and Transnational Legal Orders
Larry Catá Backer
 
On a Constitutional Theory for China
On a Constitutional Theory for ChinaOn a Constitutional Theory for China
On a Constitutional Theory for China
Larry Catá Backer
 
Institutionalization of Faculty Role in Shared Governance: The Faculty Senate...
Institutionalization of Faculty Role in Shared Governance: The Faculty Senate...Institutionalization of Faculty Role in Shared Governance: The Faculty Senate...
Institutionalization of Faculty Role in Shared Governance: The Faculty Senate...
Larry Catá Backer
 

More from Larry Catá Backer (20)

The Algorithms of Ideology in Economic Planning: A Critical Look at Cuba’s N...
The Algorithms of Ideology in Economic Planning:  A Critical Look at Cuba’s N...The Algorithms of Ideology in Economic Planning:  A Critical Look at Cuba’s N...
The Algorithms of Ideology in Economic Planning: A Critical Look at Cuba’s N...
 
“One Belt One Road and RMB Internationalization—A Strategic  Alliance”
“One Belt One Road and RMB Internationalization—A Strategic  Alliance” “One Belt One Road and RMB Internationalization—A Strategic  Alliance”
“One Belt One Road and RMB Internationalization—A Strategic  Alliance”
 
Unpacking Accountability: The Multinational Enterprise, the State, and the In...
Unpacking Accountability: The Multinational Enterprise, the State, and the In...Unpacking Accountability: The Multinational Enterprise, the State, and the In...
Unpacking Accountability: The Multinational Enterprise, the State, and the In...
 
The Privatization of Governance: Emerging Trends and Actors
The Privatization of Governance: Emerging Trends and ActorsThe Privatization of Governance: Emerging Trends and Actors
The Privatization of Governance: Emerging Trends and Actors
 
The Responsibilities of Banks, Sovereign Wealth Funds and Other Financial Ins...
The Responsibilities of Banks, Sovereign Wealth Funds and Other Financial Ins...The Responsibilities of Banks, Sovereign Wealth Funds and Other Financial Ins...
The Responsibilities of Banks, Sovereign Wealth Funds and Other Financial Ins...
 
Sovereign Wealth Funds, Capacity Building, Development, and Governance
Sovereign Wealth Funds, Capacity Building, Development, and Governance Sovereign Wealth Funds, Capacity Building, Development, and Governance
Sovereign Wealth Funds, Capacity Building, Development, and Governance
 
Diversity in Legal Education: Considering the Hollow Spaces Between Speech an...
Diversity in Legal Education: Considering the Hollow Spaces Between Speech an...Diversity in Legal Education: Considering the Hollow Spaces Between Speech an...
Diversity in Legal Education: Considering the Hollow Spaces Between Speech an...
 
Issues in Shared Governance
Issues in Shared GovernanceIssues in Shared Governance
Issues in Shared Governance
 
The Corporate Social Responsibilities of Financial Institutions for the Condu...
The Corporate Social Responsibilities of Financial Institutions for the Condu...The Corporate Social Responsibilities of Financial Institutions for the Condu...
The Corporate Social Responsibilities of Financial Institutions for the Condu...
 
Between the Judge and the Law—Judicial Independence and Authority With Chines...
Between the Judge and the Law—Judicial Independence and Authority With Chines...Between the Judge and the Law—Judicial Independence and Authority With Chines...
Between the Judge and the Law—Judicial Independence and Authority With Chines...
 
中国,法律与外国人:国际舞台上的相互交融 ("China, Law, and the Foreigner: Mutual Engagements on a...
中国,法律与外国人:国际舞台上的相互交融 ("China, Law, and the Foreigner: Mutual Engagements on a...中国,法律与外国人:国际舞台上的相互交融 ("China, Law, and the Foreigner: Mutual Engagements on a...
中国,法律与外国人:国际舞台上的相互交融 ("China, Law, and the Foreigner: Mutual Engagements on a...
 
Central Planning Versus Markets Marxism: The Cuban Communist Party Confronts ...
Central Planning Versus Markets Marxism: The Cuban Communist Party Confronts ...Central Planning Versus Markets Marxism: The Cuban Communist Party Confronts ...
Central Planning Versus Markets Marxism: The Cuban Communist Party Confronts ...
 
China, Law and the Foreigner: Mutual Engagements on a Global Stage
China, Law and the Foreigner: Mutual Engagements on a Global StageChina, Law and the Foreigner: Mutual Engagements on a Global Stage
China, Law and the Foreigner: Mutual Engagements on a Global Stage
 
Transnational Law and the Multinational Enterprise: From Legal Concept/Method...
Transnational Law and the Multinational Enterprise: From Legal Concept/Method...Transnational Law and the Multinational Enterprise: From Legal Concept/Method...
Transnational Law and the Multinational Enterprise: From Legal Concept/Method...
 
Normalization With Cuban Characteristics: How Might Cuba Navigate Normalizati...
Normalization With Cuban Characteristics: How Might Cuba Navigate Normalizati...Normalization With Cuban Characteristics: How Might Cuba Navigate Normalizati...
Normalization With Cuban Characteristics: How Might Cuba Navigate Normalizati...
 
Financial Sector Responsibility for Human Rights Conduct of Borrowers: What W...
Financial Sector Responsibility for Human Rights Conduct of Borrowers: What W...Financial Sector Responsibility for Human Rights Conduct of Borrowers: What W...
Financial Sector Responsibility for Human Rights Conduct of Borrowers: What W...
 
The State of CSR in the UNited States
The State of CSR in the UNited StatesThe State of CSR in the UNited States
The State of CSR in the UNited States
 
Trail By Fire: Rana Plaza and Transnational Legal Orders
Trail By Fire: Rana Plaza and Transnational Legal Orders Trail By Fire: Rana Plaza and Transnational Legal Orders
Trail By Fire: Rana Plaza and Transnational Legal Orders
 
On a Constitutional Theory for China
On a Constitutional Theory for ChinaOn a Constitutional Theory for China
On a Constitutional Theory for China
 
Institutionalization of Faculty Role in Shared Governance: The Faculty Senate...
Institutionalization of Faculty Role in Shared Governance: The Faculty Senate...Institutionalization of Faculty Role in Shared Governance: The Faculty Senate...
Institutionalization of Faculty Role in Shared Governance: The Faculty Senate...
 

Recently uploaded

Innovative Uses of Revit in Urban Planning and Design
Innovative Uses of Revit in Urban Planning and DesignInnovative Uses of Revit in Urban Planning and Design
Innovative Uses of Revit in Urban Planning and Design
Chandresh Chudasama
 
Digital Marketing with a Focus on Sustainability
Digital Marketing with a Focus on SustainabilityDigital Marketing with a Focus on Sustainability
Digital Marketing with a Focus on Sustainability
sssourabhsharma
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Negotiation & Presentation Skills regarding steps in business communication, ...
Negotiation & Presentation Skills regarding steps in business communication, ...Negotiation & Presentation Skills regarding steps in business communication, ...
Negotiation & Presentation Skills regarding steps in business communication, ...
UdayaShankarS1
 
DearbornMusic-KatherineJasperFullSailUni
DearbornMusic-KatherineJasperFullSailUniDearbornMusic-KatherineJasperFullSailUni
DearbornMusic-KatherineJasperFullSailUni
katiejasper96
 
GKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt PresentationGKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt Presentation
GraceKohler1
 
The Genesis of BriansClub.cm Famous Dark WEb Platform
The Genesis of BriansClub.cm Famous Dark WEb PlatformThe Genesis of BriansClub.cm Famous Dark WEb Platform
The Genesis of BriansClub.cm Famous Dark WEb Platform
SabaaSudozai
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
my Pandit
 
Income Tax exemption for Start up : Section 80 IAC
Income Tax  exemption for Start up : Section 80 IACIncome Tax  exemption for Start up : Section 80 IAC
Income Tax exemption for Start up : Section 80 IAC
CA Dr. Prithvi Ranjan Parhi
 
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel ChartSatta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your TasteZodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
my Pandit
 
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Stone Art Hub
 
Industrial Tech SW: Category Renewal and Creation
Industrial Tech SW:  Category Renewal and CreationIndustrial Tech SW:  Category Renewal and Creation
Industrial Tech SW: Category Renewal and Creation
Christian Dahlen
 
Call8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessingCall8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessing
➑➌➋➑➒➎➑➑➊➍
 
Pitch Deck Teardown: Kinnect's $250k Angel deck
Pitch Deck Teardown: Kinnect's $250k Angel deckPitch Deck Teardown: Kinnect's $250k Angel deck
Pitch Deck Teardown: Kinnect's $250k Angel deck
HajeJanKamps
 
2022 Vintage Roman Numerals Men Rings
2022 Vintage Roman  Numerals  Men  Rings2022 Vintage Roman  Numerals  Men  Rings
2022 Vintage Roman Numerals Men Rings
aragme
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf
onlyfansmanagedau
 
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
taqyea
 
Business storytelling: key ingredients to a story
Business storytelling: key ingredients to a storyBusiness storytelling: key ingredients to a story
Business storytelling: key ingredients to a story
Alexandra Fulford
 

Recently uploaded (20)

Innovative Uses of Revit in Urban Planning and Design
Innovative Uses of Revit in Urban Planning and DesignInnovative Uses of Revit in Urban Planning and Design
Innovative Uses of Revit in Urban Planning and Design
 
Digital Marketing with a Focus on Sustainability
Digital Marketing with a Focus on SustainabilityDigital Marketing with a Focus on Sustainability
Digital Marketing with a Focus on Sustainability
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
 
Negotiation & Presentation Skills regarding steps in business communication, ...
Negotiation & Presentation Skills regarding steps in business communication, ...Negotiation & Presentation Skills regarding steps in business communication, ...
Negotiation & Presentation Skills regarding steps in business communication, ...
 
DearbornMusic-KatherineJasperFullSailUni
DearbornMusic-KatherineJasperFullSailUniDearbornMusic-KatherineJasperFullSailUni
DearbornMusic-KatherineJasperFullSailUni
 
GKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt PresentationGKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt Presentation
 
The Genesis of BriansClub.cm Famous Dark WEb Platform
The Genesis of BriansClub.cm Famous Dark WEb PlatformThe Genesis of BriansClub.cm Famous Dark WEb Platform
The Genesis of BriansClub.cm Famous Dark WEb Platform
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
 
Income Tax exemption for Start up : Section 80 IAC
Income Tax  exemption for Start up : Section 80 IACIncome Tax  exemption for Start up : Section 80 IAC
Income Tax exemption for Start up : Section 80 IAC
 
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel ChartSatta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
 
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your TasteZodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
 
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
 
Industrial Tech SW: Category Renewal and Creation
Industrial Tech SW:  Category Renewal and CreationIndustrial Tech SW:  Category Renewal and Creation
Industrial Tech SW: Category Renewal and Creation
 
Call8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessingCall8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessing
 
Pitch Deck Teardown: Kinnect's $250k Angel deck
Pitch Deck Teardown: Kinnect's $250k Angel deckPitch Deck Teardown: Kinnect's $250k Angel deck
Pitch Deck Teardown: Kinnect's $250k Angel deck
 
2022 Vintage Roman Numerals Men Rings
2022 Vintage Roman  Numerals  Men  Rings2022 Vintage Roman  Numerals  Men  Rings
2022 Vintage Roman Numerals Men Rings
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
 
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf
 
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
 
Business storytelling: key ingredients to a story
Business storytelling: key ingredients to a storyBusiness storytelling: key ingredients to a story
Business storytelling: key ingredients to a story
 

University Faculty Senate Presentaiton: Overview of Contributions Report March 2015

  • 1. FACULTY BENEFITS COMMITTEE OVERVIEW OF CONTRIBUTIONS REPORT MARCH 17, 2015
  • 2. RECOMMENDATIONS 1 REFINE DEFINITION OF EMPLOYEE CONTRIBUTION Insurance Coverage Overall Include New Fees as Part of the Employee Contribution • Out of Pocket Expenses • Deductibles • Coinsurance • Surcharges Penn State Contribution 73% Employee Contribution 18% Employee (Other) 9% • Recommendation 1 provides that the university will include non traditional expenses (out of pocket expenses, deductibles, coinsurance and surcharges) in its calculation of employee contributions.
  • 3. RECOMMENDATIONS 2 REITERATING 1998 JOINT COMMITTEE ON BENEFITS AGREEMENT Penn State Contribution 80% Employee Contribution 20% Penn State Contribution 70% Employee Contribution 30% Insurance Coverage for Employees Insurance Coverage for Dependents • Recommendation 2 asserts that the university should continue to support faculty benefits consistent with the principles established in the 1998 Joint Committee on Benefits agreement.
  • 4. RECOMMENDATIONS 3: END STEEP SALARY INDEXING FLAT BENEFITS CONTRIBUTIONS MODEL (2010) 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% No Indexing (2010) $0 $50 $100 $150 $200 $250 No Indexing (2010) • In 2010 all employees paid a set contribution to participate in the university healthcare system. Monthly Contribution Contribution as a Percent of Income
  • 5. MODEST SALARY INDEXING BASED ON THE AUGUST 30, 2011 SENATE REPORT • Employee contribution for healthcare based on annual base salary; • Those making $45,000 or less will contribute the flat percentage as indicated on the chart; • Those making over $45,000 will contribute a percentage that has been modeled by actuarial experts; the basic premise of the model is that the more an individual earns, the more the individual will pay toward healthcare; • This model provides for a cap of the employee contribution at an annual base salary of $121,000; • Monthly and annual savings for employees would be significant for the majority of faculty and staff based on this model. • In August of 2011, the Faculty Benefits committee reported on a plan to index contributions to income.
  • 6. RECOMMENDATIONS 3: END STEEP SALARY INDEXING MODEST SALARY INDEXING MODEL (2012) 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% No Indexing (2010) Modest Indexing (2012) $0 $50 $100 $150 $200 $250 No Indexing (2010) Modest Indexing (2012) • The August 2011 modest indexing plan was implemented in 2012. Monthly Contribution Contribution as a Percent of Income
  • 7. 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% Modest Indexing (2012) Steep Indexing (2014) $0 $50 $100 $150 $200 $250 Modest Indexing (2012) Steep Indexing (2014) RECOMMENDATIONS 3: END STEEP SALARY INDEXING STEEP SALARY INDEXING MODEL (2014) The university adopted a steep indexing plan based on a flat percentage of income. This led to noticeable spikes in contribution rates in PPO Blue. (The committee has no evidence that the administration consulted either the Senate or the Faculty Benefits Committee before applying the steep salary indexing to university employees.) Monthly Contribution Contribution as a Percent of Income
  • 8. RECOMMENDATIONS 3: END STEEP SALARY INDEXING CALLS FOR A RETURN TO MODEST INDEXING PLAN 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% Modest Indexing (2012) $0 $50 $100 $150 $200 $250 Modest Indexing (2012) • Recommendation 3 calls on the university to return to the modest indexing agreed to in 2011. Monthly Contribution Contribution as a Percent of Income
  • 9. • Over the summer, the committee became aware of possible cost shifting as the increases on the higher income employees seemingly exceeded the decreases in lower income employees. RECOMMENDATIONS 4: EQUITABLE COMPENSATION CONCERNS ABOUT COST SHIFTING
  • 10. Income 25K 30K 35K 45K 50K 60K 70K 75K 85K 100K 140K Total PPO Blue Employee Only -$40,000 -$50,000 -$130,000 -$57,000 -$31,000 $46,000 $37,000 $78,000 $108,000 $203,000 $196,000 $360,000 Employee + Spouse -$22,000 -$37,000 -$116,000 -$55,000 -$24,000 $43,000 $44,000 $96,000 $159,000 $405,000 $395,000 $888,000 Employee + Child(ren) -$15,000 -$30,000 -$81,000 -$29,000 -$19,000 $26,000 $21,000 $45,000 $73,000 $128,000 $76,000 $195,000 Family -$62,000 -$92,000 -$295,000 -$130,000 -$78,000 $130,000 $104,000 $290,000 $449,000 $870,000 $675,000 $1,861,000 Subtotal -$139,000 -$209,000 -$622,000 -$271,000 -$152,000 $245,000 $206,000 $509,000 $789,000 $1,606,000 $1,342,000 $3,304,000 Income 25K 30K 35K 45K 50K 60K 70K 75K 85K 100K 140K Total PPO Blue Employee Only -$1,393,000.00 $4,697,000.00 360,000 Employee + Spouse 888,000 Employee + Child(ren) 195,000 Family 1,861,000 Subtotal (139,000) (209,000) (622,000) (271,000) (152,000) 245,000 206,000 509,000 789,000 1,606,000 1,342,000 3,304,000 RECOMMENDATIONS 4: EQUITABLE COMPENSATION INCREASES DID INDEED EXCEED DECREASES IN PPO BLUE • HR confirmed that in 2014, the University raised rates in the PPO Blue plan by $3.3 million.
  • 11. Income 25K 30K 35K 45K 50K 60K 70K 75K 85K 100K 140K Total PPO Blue Employee Only -$1,393,000.00 $4,697,000.00 360,000 Employee + Spouse 888,000 Employee + Child(ren) 195,000 Family 1,861,000 Subtotal (139,000) (209,000) (622,000) (271,000) (152,000) 245,000 206,000 509,000 789,000 1,606,000 1,342,000 3,304,000 RECOMMENDATIONS 4: EQUITABLE COMPENSATION WHERE DID THE MONEY GO? PPO Savings Employee Only -$760,000.00 -$2,310,000.00 (503,000) Employee + Spouse (416,000) Employee + Child(ren) (172,000) Family (1,979,000) Subtotal (36,000) (63,000) (234,000) (151,000) (276,000) (318,000) (176,000) (318,000) (376,000) (651,000) (471,000) (3,070,000) Total (175,000) (272,000) (856,000) (422,000) (428,000) (73,000) 30,000 191,000 413,000 955,000 871,000 234,000 • The $3.3 million in new contributions was offset by $3 million in cuts to those in the new PPO Savings Plan.
  • 12. Roughly $3 million in higher premiums paid by most PPO Blue members is effectively subsidizing (with artificially low contribution rates) the 17% of university employees in the PPO Savings plan. PPO Blue Traditional Insurance 83%* PPO Savings High Deductible Insurance 17%* RECOMMENDATIONS 4: EQUITABLE COMPENSATION THE IMPACT OF THE COST SHIFTING $ *Approximate percentage of employees in each health insurance system.
  • 13. Employees Earning $140k PSU Employee Plan Type True Cost Contribution Contribution Individual only $515.04 $310.87 $204.17 Two Person $1,159.25 $663.42 $495.83 Parent/Child(ren) $1,115.78 $656.11 $459.67 Family $1,494.18 $860.68 $633.50 CALCULATING PENN STATE’S TRUE CONTRIBUTION True Cost = $515.04 per month Employee Contribution = $204.17 per month PSU’s Contribution = $310.87 per month • To assess the cost shifting, the committee calculated the university’s per person contribution by subtracting the employee contribution from the true cost of the insurance.
  • 14. PROVIDING FOR EQUITABLE COMPENSATION Plan by Income Bracket Employees Earning $25,000 Plan Type Individual only Two Person Parent/Child(ren) Family Employees Earning $60,000 Plan Type Individual only Two Person Parent/Child(ren) Family Employees Earning $100,000 Plan Type Individual only Two Person Parent/Child(ren) Family Employees Earning $140k Plan Type Individual only Two Person Parent/Child(ren) Family PSU Employee True Cost Contribution Contribution Emp % $515.04 $478.58 $36.46 7.1% $1,159.25 $1,070.71 $88.54 7.6% $1,115.78 $1,033.70 $82.08 7.4% $1,494.18 $1,381.05 $113.13 7.6% PSU Employee True Cost Contribution Contribution Emp % $515.04 $427.54 $87.50 17.0% $1,159.25 $946.75 $212.50 18.3% $1,115.78 $918.78 $197.00 17.7% $1,494.18 $1,222.68 $271.50 18.2% PSU Employee True Cost Contribution Contribution Emp % $515.04 $369.21 $145.83 28.3% $1,159.25 $805.08 $354.17 30.6% $1,115.78 $787.45 $328.33 29.4% $1,494.18 $1,041.68 $452.50 30.3% PSU Employee True Cost Contribution Contribution Emp % $515.04 $310.87 $204.17 39.6% $1,159.25 $663.42 $495.83 42.8% $1,115.78 $656.11 $459.67 41.2% $1,494.18 $860.68 $633.50 42.4% PPO Blue (Current) PSU Employee True Cost Contribution Contribution Emp % $461.62 $451.20 $10.42 2.3% $1,030.67 $1,005.46 $25.21 2.4% $994.52 $971.19 $23.33 2.3% $1,309.18 $1,276.89 $32.29 2.5% PSU Employee True Cost Contribution Contribution Emp % $461.62 $436.62 $25.00 5.4% $1,030.67 $970.17 $60.50 5.9% $994.52 $938.52 $56.00 5.6% $1,309.18 $1,231.68 $77.50 5.9% PSU Employee True Cost Contribution Contribution Emp % $461.62 $419.95 $41.67 9.0% $1,030.67 $929.84 $100.83 9.8% $994.52 $901.19 $93.33 9.4% $1,309.18 $1,180.01 $129.17 9.9% PSU Employee True Cost Contribution Contribution Emp % $461.62 $403.29 $58.33 12.6% $1,030.67 $859.50 $171.17 16.6% $994.52 $863.85 $130.67 13.1% $1,309.18 $1,128.35 $180.83 13.8% PPO Savings (Current) • Looking at employees at the same income level, the committee compared the university’s insurance contribution between the two plans. • From $25k-$60k there is relatively little difference. • Over $60k, the university is providing extra support for those enrolled in the PPO Savings plan.
  • 15. INCENTIVIZING EMPLOYEES TO ABANDON TRADITIONAL HEALTH INSURANCE Employees Earning $140k Plan Type Individual only Two Person Parent/Child(ren) Family PSU Employee True Cost Contribution Contribution $515.04 $310.87 $204.17 $1,159.25 $663.42 $495.83 $1,115.78 $656.11 $459.67 $1,494.18 $860.68 $633.50 PSU Employee True Cost Contribution Contribution $461.62 $403.29 $58.33 $1,030.67 $859.50 $171.17 $994.52 $863.85 $130.67 $1,309.18 $1,128.35 $180.83 PSU Contribution PSU Contribution Blue vs. Savings Blue vs. Savings -$92.42 -$1,109.04 -$196.08 -$2,352.96 -$207.74 -$2,492.88 -$267.67 -$3,212.04 PPO Blue (Traditional) PPO Savings (High Deductible) Employees Earning $140k Plan Type Individual only Two Person Parent/Child(ren) Family • The greatest gap falls at or above the $140k level. The university is providing an extra $1100-$3200 compensation for those enrolled in the PPO Savings plan. Diff Monthly Diff Yearly
  • 16. PROVIDING FOR EQUITABLE COMPENSATION 4.3 Eliminating the Differences in Penn State Contributions by Health Plan and Income* Plan by Income Bracket Monthly Difference Annual Difference Employees Earning $25,000 PSU Employee PSU Employee PSU Contribution PSU Contribution Plan Type True Cost Contribution Contribution Emp % True Cost Contribution Contribution Emp % Blue vs. Savings Blue vs. Savings Individual only $515.04 $476.14 $38.90 7.6% $461.62 $476.14 -$14.52** -3.1% $0.00 $0.00 Two Person $1,159.25 $1,064.90 $94.35 8.1% $1,030.67 $1,064.90 -$34.23** -3.3% $0.00 $0.00 Parent/Child(ren) $1,115.78 $1,028.13 $87.65 7.9% $994.52 $1,028.13 -$33.61** -3.4% $0.00 $0.00 Family $1,494.18 $1,371.78 $122.40 8.2% $1,309.18 $1,371.78 -$62.60** -4.8% $0.00 $0.00 Employees Earning $60,000 PSU Employee PSU Employee PSU Contribution PSU Contribution Plan Type True Cost Contribution Contribution Emp % True Cost Contribution Contribution Emp % Blue vs. Savings Blue vs. Savings Individual only $515.04 $429.14 $85.90 16.7% $461.62 $429.14 $32.48 7.0% $0.00 $0.00 Two Person $1,159.25 $950.87 $208.38 18.0% $1,030.67 $950.87 $79.80 7.7% $0.00 $0.00 Parent/Child(ren) $1,115.78 $922.26 $193.52 17.3% $994.52 $922.26 $72.26 7.3% $0.00 $0.00 Family $1,494.18 $1,224.26 $269.92 18.1% $1,309.18 $1,224.26 $84.92 6.5% $0.00 $0.00 Employees Earning $100,000 PSU Employee PSU Employee PSU Contribution PSU Contribution Plan Type True Cost Contribution Contribution Emp % True Cost Contribution Contribution Emp % Blue vs. Savings Blue vs. Savings Individual only $515.04 $384.07 $130.97 25.4% $461.62 $384.07 $77.55 16.8% $0.00 $0.00 Two Person $1,159.25 $841.63 $317.62 27.4% $1,030.67 $841.63 $189.04 18.3% $0.00 $0.00 Parent/Child(ren) $1,115.78 $820.77 $295.01 26.4% $994.52 $820.77 $173.75 17.5% $0.00 $0.00 Family $1,494.18 $1,082.20 $411.98 27.6% $1,309.18 $1,082.20 $226.98 17.3% $0.00 $0.00 Employees Earning $140,000 PSU Employee PSU Employee PSU Contribution PSU Contribution Plan Type True Cost Contribution Contribution Emp % True Cost Contribution Contribution Emp % Blue vs. Savings Blue vs. Savings Individual only $515.04 $343.60 $171.44 33.3% $461.62 $343.60 $118.02 25.6% $0.00 $0.00 Two Person $1,159.25 $732.86 $426.39 36.8% $1,030.67 $732.86 $297.81 28.9% $0.00 $0.00 Parent/Child(ren) $1,115.78 $729.68 $386.10 34.6% $994.52 $729.68 $264.84 26.6% $0.00 $0.00 Family $1,494.18 $955.47 $538.71 36.1% $1,309.18 $955.47 $353.71 27.0% $0.00 $0.00 PPO Blue (Revised) PPO Savings (Revised) • Recommendation 4 proposes that the university provide equitable compensation to all employees within the same income bracket. • Regardless of their chosen plan, the university would provide identical support for employees at the same income bracket. • Table 4.3 estimates the impact of ending the indirect subsidy of the PPO Savings plan.
  • 17. PSU Employee True Cost Contribution Contribution $515.04 $343.60 $171.44 $1,159.25 $732.86 $426.39 $1,115.78 $729.68 $386.10 $1,494.18 $955.47 $538.71 Employees Earning $140k Plan Type Individual only Two Person Parent/Child(ren) Family PSU Employee True Cost Contribution Contribution $461.62 $343.60 $118.02 $1,030.67 $732.86 $297.81 $994.52 $729.68 $264.84 $1,309.18 $955.47 $353.71 Employees Earning $140k Plan Type Individual only Two Person Parent/Child(ren) Family PSU Contribution PSU Contribution Blue vs. Savings Blue vs. Savings $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 PPO Blue (Traditional) PPO Savings (High Deductible) Diff Monthly Diff Yearly • Ending the indirect subsidy of the PPO Savings plan would permit contributions to reflect market prices. • Without the subsidy, the PPO Savings plan would increase in price, but still remain less expensive overall. RECOMMENDATIONS 4: EQUITABLE COMPENSATION ENDING COST SHIFTING BETWEEN PPO BLUE AND PPO SAVINGS
  • 18. Plan by Income Bracket Employees Earning $25,000 Plan Type Individual only Two Person Parent/Child(ren) Family Employees Earning $60,000 Plan Type Individual only Two Person Parent/Child(ren) Family Employees Earning $100,000 Plan Type Individual only Two Person Parent/Child(ren) Family Employees Earning $140k Plan Type Individual only Two Person Parent/Child(ren) Family PSU Employee True Cost Contribution Contribution Emp % $515.04 $478.58 $36.46 7.1% $1,159.25 $1,070.71 $88.54 7.6% $1,115.78 $1,033.70 $82.08 7.4% $1,494.18 $1,381.05 $113.13 7.6% PSU Employee True Cost Contribution Contribution Emp % $515.04 $427.54 $87.50 17.0% $1,159.25 $946.75 $212.50 18.3% $1,115.78 $918.78 $197.00 17.7% $1,494.18 $1,222.68 $271.50 18.2% PSU Employee True Cost Contribution Contribution Emp % $515.04 $369.21 $145.83 28.3% $1,159.25 $805.08 $354.17 30.6% $1,115.78 $787.45 $328.33 29.4% $1,494.18 $1,041.68 $452.50 30.3% PSU Employee True Cost Contribution Contribution Emp % $515.04 $310.87 $204.17 39.6% $1,159.25 $663.42 $495.83 42.8% $1,115.78 $656.11 $459.67 41.2% $1,494.18 $860.68 $633.50 42.4% PPO Blue (Current) PSU Employee True Cost Contribution Contribution Emp % $461.62 $451.20 $10.42 2.3% $1,030.67 $1,005.46 $25.21 2.4% $994.52 $971.19 $23.33 2.3% $1,309.18 $1,276.89 $32.29 2.5% PSU Employee True Cost Contribution Contribution Emp % $461.62 $436.62 $25.00 5.4% $1,030.67 $970.17 $60.50 5.9% $994.52 $938.52 $56.00 5.6% $1,309.18 $1,231.68 $77.50 5.9% PSU Employee True Cost Contribution Contribution Emp % $461.62 $419.95 $41.67 9.0% $1,030.67 $929.84 $100.83 9.8% $994.52 $901.19 $93.33 9.4% $1,309.18 $1,180.01 $129.17 9.9% PSU Employee True Cost Contribution Contribution Emp % $461.62 $403.29 $58.33 12.6% $1,030.67 $859.50 $171.17 16.6% $994.52 $863.85 $130.67 13.1% $1,309.18 $1,128.35 $180.83 13.8% PPO Savings (Current) • Using the table (Left) as a model, Recommendation 5 requires HR to provide an annual report on the per dollar support for health insurance by income bracket and by health plan. • This creates transparency, revealing if the university is providing extra compensation to employees enrolled in a favored insurance plan. RECOMMENDATIONS 5: REPORTING REQUIREMENT REQUIRES HR TO REPORT ON PER DOLLAR SUPPORT