State of Vermont

Annual
Workforce
Report
Fiscal Year 2004
 State of Vermont
Annual Workforce Report
Fiscal Year 2004

Presented to
Governor James H. Douglas
and
The Vermont General Assembly

Prepared by:

Vermont Department of Human Resources

Cynthia D. LaWare,
Commissioner

110 State Street, Drawer 20

Montpelier, VT 05620-3001
(802) 828-3491

Web site: [Link]

[Link]
THIS PAGE IS INTENTIONALLY LEFT BLANK
OFFICE OF THE COMMISSIONER STATE OF VERMONT
110 STATE STREET AGENCY OF ADMINISTRATION
DRAWER 20 (802) 828- 3491
MONTPELIER, VT 05620-3001 (802) 828- 3409

Department of Human Resources

Greetings:

It is with great pleasure that I present the State of Vermont Annual Workforce Report for
fiscal year 2004 to Governor James H. Douglas and the members of the Vermont General
Assembly.

Strengthening organizations and building human capital in a turbulent economy demands

innovation and an inter-disciplinary approach to managing the State of Vermont’s most valuable
asset, our human resources. This approach requires that our human resource professionals be
held accountable for many knowledge areas. To be a true business partner, Human Resources
must be administrative experts, employee relations experts, strategic planners, and change
agents. Some of these roles however, are simply more important and more strategic than
others in that they provide the most effective levers for change.

The Department of Human Resources has undergone enormous change over the past
year. We have continued to implement our new organization enabling us to focus on providing
the highest level of service to our customers: the Legislature, government leaders, and our
state employees who, in turn, deliver valued services within our Vermont communities. We have
successfully completed the Human Resource Management System’s technical upgrade which has
positioned us to begin to offer a variety of self-serve functionality thereby improving
administrative efficiencies. As we manage an integrated human resource and financial database,
we will provide information to the leadership of our state that is timely and meaningful and
supports them as they make sound business decisions that will enable Vermont to prepare for
the future.

These major initiatives have positioned our Human Resources Department and our
Human Resources Partners to achieve a more fundamental change as we become true business
partners with agency and department leadership. Never has the challenge been so great as we
compete for, develop and retain the talent state government will need to service the residents of
Vermont. As we endeavor to attract talent to state government, we must understand the value
proposition of working in state government and we must sell that value proposition to the
government leaders of tomorrow. We must also align our policies and practices to be consistent
with this value proposition as we create, manage and market our reputation as an employer of
choice.

Development today means providing people opportunities to learn from their work rather
than taking people out of their work to learn. Our policies must enable us to strategically use job
assignments for leadership development. And finally, we must understand what truly motivates
our workforce and have the flexibility and creativity to design new policies and total
compensation systems which will meet their needs.

As human resource professionals, we are committed to continuing the transition from a

focus on processes and transactions to a focus on workforce development and change
management; from a focus on day-to-day operations to a focus on measurable business results.
We also recognize that as the economy continues to improve there will be an increased demand
for talent. This will coincide with a significant decline in the labor force and an exponential
increase in the elderly resident population who will pressure the system for ever increasing
services. Throughout this transformation, however, we must not lose sight of the fact that when
the administrative areas of accountability are done well they generally go unnoticed but if not
done well can cause great disruption. In contrast, the talent management and strategic
consultant accountabilities tend to be the ones that, if done well, will give the organization an
enormous strategic advantage. If, however, they are not done they may go largely unnoticed as
some organizational leaders and some within our own profession have yet to fully embrace the
strategic value of Human Resources Management.

As we look toward managing human resources in the future, we are challenged to keep
the following in mind:

• We must complete the transition from transactional to a business strategy environment.

• We must keep our focus on the three main challenges in HR.

o Attract, develop and retain talent

o Align, engage and reward performance
o Control or reduce HR program and people expenses

• As HR professionals we must first think of ourselves as business people as we consider

the economy, technology and the changing requirements of tomorrow’s workforce.

If we are truly strategic thinkers we must keep these changes in mind and incorporate
them in our analysis of the human resource data and trends to effect positive change and
improve business results within state government. We must also remember that our actions will
speak louder than our words. And, treating everyone with respect and integrity will reinforce a
workplace culture that will ensure that we deliver exceptional services to the residents of and
visitors to the State of Vermont.

I hope this year’s State of Vermont Annual Workforce Report will be an effective
management tool as together we strive to meet the challenges of managing in state
government. On behalf of my professional colleagues within the Department of Human
Resources, we look forward to the work that lies ahead.

Sincerely,

Cynthia D. LaWare
Commissioner
 TABLE OF CONTENTS
TABLE OF CONTENTS .................................................................................................................. 1

DEPARTMENT OF HUMAN RESOURCES ANNUAL REPORT - 2004 ................................................. 3

2004 Key Accomplishments ....................................................................................................... 5

2004 Key Strategies ................................................................................................................. 15

WORKFORCE CHARACTERISTICS – FISCAL YEAR 2004............................................................. 19

Table 1 Number of Executive Branch Employees and FTEs by Department .................................... 20
Table 2 Executive Branch Employees by County of Work ............................................................ 21
Table 3 Executive Branch Employees by Age Group ................................................................... 22
Table 4 Executive Branch Employees by Annual Salary .............................................................. 23
Table 5 Executive Branch Employees by Years of Service ........................................................... 24
Table 6 Executive Branch Employees by Ethnic and Gender Representation .................................. 25
Table 7 Executive Branch Employees by Management Level and Job Type..................................... 26
Table 8 Executive Branch Employees by Bargaining Unit ............................................................ 27
Table 9 Executive Branch Employees by Occupational Group....................................................... 28
Table 10 Most Populous Classified Job Titles ............................................................................... 29

WORKFORCE TRENDS – FISCAL YEARS 2000 - 2004................................................................. 31

Employment ............................................................................................................................. 33
Table 11 Number of Classified Employees and FTEs by Fiscal Year ................................................. 34
Table 12 Number of Classified Employees and FTEs by Department by FY....................................... 35
Table 13 Number of Classified Employees by Occupational Group by Fiscal Year .............................. 36
Table 14 Characteristics of Applicants for Classified Jobs by Fiscal Year .......................................... 37
Table 15 New Hires by Department by Fiscal Year ....................................................................... 38
Table 16 New Hire Survey Results – Fiscal Year 2004 .................................................................. 39

Turnover .................................................................................................................................. 41
Table 17 Turnover Rate by Fiscal Year ....................................................................................... 42
Table 18 Turnover by Department by Fiscal Year ........................................................................ 43
Table 19 Turnover by Occupational Group by Fiscal Year .............................................................. 44
Table 20 Turnover Rates for Classified Job Titles - Fiscal Year 2004 ............................................... 45
Table 21 Turnover by Reason by Fiscal Year ............................................................................... 46
Table 22 Voluntary Turnover by Years of Service (5 Year Average) ................................................ 47
Table 23 Exit Survey Results – Fiscal Year 2004 ......................................................................... 48

Age and Length of Service........................................................................................................ 49

Table 24 Average Age of Classified Employees by Fiscal Year........................................................ 50
Table 25 Employee Age Groups by Department - Fiscal Year 2004................................................. 51
Table 26 Length of Service Categories by Department - Fiscal Year 2004 ....................................... 52
Table 27 Projected Retirement Eligibility by Occupational Group.................................................... 53
Table 28 Projected Retirement Eligible by Department ................................................................. 54

Compensation .......................................................................................................................... 55
Table 29 Average Salary for Classified Employees by Fiscal Year ................................................... 56
Table 30 Average Salary for Classified Employees by Occupational Group – Fiscal Year 2004............. 57
Table 31 Overtime Costs by Department and Fiscal Year .............................................................. 58
Table 32 Compensatory Time Costs by Department and Fiscal Year ............................................... 59

State of Vermont Workforce Report – FY 2004 1

Diversity................................................................................................................................... 61
Table 33 Ethnic and Gender Representation by Fiscal Year and Comparison to Vermont Civilian Labor
Force .............................................................................................................................. 62
Table 34 Ethnic Representation by Department by Fiscal Year....................................................... 63
Table 35 Gender Representation by Department by Fiscal Year ..................................................... 64
Table 36 Minority & Gender Representation by Occupational Group by Fiscal Year............................ 65
Table 37 Percentage of Employees with Disabilities ..................................................................... 66

Leave Usage ............................................................................................................................. 67

Table 38 Average Annual Leave Use and Average Costs per Classified Employee by Department by
Fiscal Year ............................................................................................................................. 68
Table 39 Average Sick Leave Use and Average Costs per Classified Employee by Department by Fiscal
Year .............................................................................................................................. 69

REPORTS REQUIRED BY THE GENERAL ASSEMBLY ................................................................... 71

Table 40 Executive Branch Permanent Positions Newly Authorized for Fiscal Year 2004 .................... 72
Table 41 Limited Service Positions Created in Fiscal Year 2004 ..................................................... 73
Table 42 Use of Temporary Employees in Fiscal Year 2004 ........................................................... 74
Table 43 Personal Services Contracts Created in Fiscal Year 2004 ................................................. 76
Table 44 Contractors on Payroll as of 6/24/04 Pay Date ............................................................... 77
Table 45 Classification Reviews: Number of Positions Reviewed and Increased Annual Cost by
Department by Fiscal Year........................................................................................................ 79
APPENDIX A - EEO – 4 Categories ............................................................................................. 81
APPENDIX B – Department Listing ............................................................................................. 83

NOTE: The data presented in this Annual Workforce Report – Fiscal Year 2004 is based on an end of fiscal year date of 6/12/04,
rather than 6/30/04. This was necessary because the reorganization of the Agency of Human Services, authorized by Act 45 passed
by the Legislature in 2003, was implemented beginning in Fiscal Year 2005 (7/1/04).

NOTE: Effective July 1, 2004 (the beginning of FY 05) Act 156 of the 2004 Legislative session changed the name of the Department
of Personnel to the Department of Human Resources. However, within this Annual Workforce Report the name Personnel is used
when reporting FY 04 data.

2 State of Vermont Workforce Report – FY 2004

Department of Human
Resources Annual Report -
2004

Section One of this report is the Department of Human

Resources’ calendar year 2004 Annual Report.

2004 Key Accomplishments

2005 Key Strategies

Section One

State of Vermont Workforce Report – FY 2004 3

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4 State of Vermont Workforce Report – FY 2004

 2004 Key Accomplishments

Human Capital Management System Upgrade

Over the years the Department of Human Resources’ (DHR) mission and objectives
have been supported by a commitment to an integrated Human Resources Management
System. As the Department redefines its role and responsibilities in support of the Human
Resource needs throughout State government this commitment requires leadership and
financial support to ensure a successful transition from “the Department of Personnel’s
payroll system” to an enterprise-wide “Human Capital Management System.” During the
past year we have received the support that has enabled us to make significant progress as
we upgraded our system to a new web-based, customer-focused infrastructure that
positioned the Department to better serve our customers, both internal and external. The
following outlines this year’s accomplishments in this critically important area:

Labor Relations

► Grievance Tracking: The Labor Relations division has begun to fully utilize the
grievance tracking capabilities of our newly upgraded Human Capital Management
System (HCM). Step III grievances are tracked by the Labor Relations Division. A
pilot project is also underway with the Agency of Transportation and the Department
of Buildings and General Services to test the system tracking capabilities for Step I &
II grievances filed at the agency/department level. When fully implemented, we will
have the capability to provide management with meaningful information relative to
the location, types, and level of grievance filings. We will use this information to
target training and implement new programs to improve supervision and employee
relations thereby reducing the number of grievances filed throughout state
government.

Classification/Compensation

► Position Management: As part of the HCM 8.8 upgrade, Classification staff

performed an audit of data resident in our human resource management system to
ensure that all retained position information is current, accurate, and meaningful.

► Added System Functionality: By eliminating system customizations, we were able

to improve job and position data and overall system functionality. These changes
resulted in the expanded use of position data functionality such as standard hours,
full/part time status, and shift assignment and the implementation of an improved
process for managing job specifications.

► System Efficiency: The elimination of custom code allowed us to implement

previously unimplemented system functionality such as retroactive pay processing,
standard hours, full and part-time status, and shift assignments. These automated
system features have had a very positive impact on production and overall systems
efficiency.

Payroll

► Documentation: Payroll staff made significant progress in documenting payroll

processes.

State of Vermont Workforce Report – FY 2004 5

 ► Training: Payroll staff assumed significant responsibility for user training in HCM
8.8.

► Gained Efficiency: Payroll processing efficiencies were significantly enhanced.

Information Systems - Completed the upgrade of the integrated Human Resource

Management System (HRMS) to the new web-based Human Capital Management (HCM)
System. This work began in 2003.

► Business Process Review: Through the first half of 2004, the Information
Systems Division (ISD) worked with department staff and an upgrade partner to
understand the capabilities of the system, retool business process and eliminate
custom code. By involving more of the functional managers in the department and
HR partners throughout the State, we opened the system and its capabilities for
greater access and use in managing the HR functions.

► Enhanced Infrastructure: In addition to the technological upgrade, we shifted

from a client-server to a web-based application. With a web-enabled application we
have the infrastructure necessary to expand our current use of the system to include
implementation of self-service features for State employees. This involved an
extensive infrastructure change, not only in hardware but in skills, monitoring and
troubleshooting techniques.

► Integrated Recruitment: We implemented the e-Recruit application which is

seamlessly integrated with the HCM System to improve efficiency and eliminate
manual and redundant tasks. A separate on-line application and highly customized
recruitment module were replaced by an integrated e-Recruit and recruitment
module eliminating the need for extensive paper processing and double entry of
information into dual systems. The eRecruit manager portion will allow HR partners
and hiring managers throughout the State to access applicant information on-line
and further reduce the paper processing previously associated with generating
requisitions for filling positions, reviewing applications, interviewing and selecting
new employees.

► Meet HIPAA security provisions: As part of the infrastructure upgrade, a

complete security review was conducted and a hardware/software strategy designed
to secure the HCM application and address outstanding security requirements
associated with HIPAA compliance.

Workforce Planning and Development Group

► Utilizing Technology to Serve Our Customers: Increasing opportunities through

technology for employee and manager self-service is a department-wide goal. This
year we implemented eRecruit, which allows applicants to apply and check their
application status online and enables managers to track the hiring process, view
applications, and schedule interviews – all online. In addition we implemented
training administration software that allows all departments to track their training
programs and record the training history of employees.

6 State of Vermont Workforce Report – FY 2004

 HR Policy & Resource Management Group

Represents the Commissioner’s Office, Labor Relations, Resource

Management & Development, Workforce Equity and Diversity,
and the department’s Legal Division.

Labor Relations - The Labor Relations Division negotiates State employee labor contracts
with the Vermont State Employees’ Association, Inc. (VSEA), monitors and coordinates the
implementation of any new provisions, administers the agreements for the State, and is
responsible for bargaining and implementing any mid-term revisions to the contracts. The
Division also administers the State’s Personnel Policies and Procedures. Technical human
resources and labor relations advice and support services are provided to other Department
of Human Resources divisions, and all other agency/department human resources staff,
managers, supervisors and employees. The Division also offers and conducts
supervisory/managerial training on labor relations and human resources issues.

► Labor Agreements for FY 06 and FY 07: The State and VSEA are in the process
of negotiating successor labor contracts for the Non-Management, Supervisory,
Corrections, and State Police Bargaining Units which will become effective in July
2005. In preparation for these negotiations, the Department of Human Resources
developed comprehensive historical and current data concerning the total
compensation of State employees and state and national economic data for the
corresponding ten-year historical period.

► Mid-Term Agreements: In addition, during 2004, the following mutually

advantageous mid-term revisions to existing labor contracts were negotiated with
the VSEA:

• An extension and improvement to the military pay differential benefit for

employee members of the National Guard and Reserves activated for federal
service;
• An Agency of Transportation night patrol schedule for winter maintenance
operations;
• A work schedule revision for Social Workers at the Vermont Veterans’ Home;
• A revision to the State Police Unit’s residency provisions; and
• The clarification of several State Police salary issues.

► Complaint and Grievance Activity: In calendar year 2004, 31 grievances were

filed with the Department of Human Resources at the Step III level of the contractual
grievance procedure. Of the twenty-three Step III grievances decided during the
year, fourteen were denied and nine were settled. In addition, one grievance was
withdrawn and seven are pending resolution. Six Classification grievances were filed
and decided during 2004.

► Alternative Dispute Resolution: The State and VSEA are exploring the possibility
of implementing an alternative dispute resolution process that we believe may
encourage the mediation of grievances in lieu of the traditional, sometimes
adversarial grievance process.

► Professional Development of the State’s Human Resources Staff: In

conjunction with the Workforce Planning and Development Group, Labor Relations
staff assisted in the development and implementation of a comprehensive

State of Vermont Workforce Report – FY 2004 7

 professional training curriculum for Human Resources staff throughout State
government.

► Legislative Initiatives: The Labor Relations Division provided guidance and

consultation in regard to several reorganization initiatives throughout State
government including:

• The integration of fire safety services within the Department of Public Safety;
• The redesignation of correctional facility superintendents as exempt
employees; and
• The integration of the Environmental and Water Resources Boards.

Workforce Equity & Diversity - The State of Vermont is committed to providing

employees, at all levels, a work environment free of harassment and illegal discrimination
while fostering a skilled and diverse workforce. This means more than simply meeting our
legal obligation. We believe that a diverse workforce, reflective of all Vermont’s residents,
enables agencies and departments to better understand and respond to the needs of their
client communities.

Continuing our commitment to Workforce Equity & Diversity, members of our Labor
Relations Division provide advice and technical assistance to managers and supervisors
regarding the Americans with Disabilities Act reasonable accommodation process, the
Family and Medical Leave Act, employment issues related to Workers’ Compensation,
Medical Reduction-in-Force and unpaid medical leaves of absence processes. Information
and training are available for all these topics. Professionals in this area also guide, direct,
assist, and monitor the administration of the State of Vermont’s Affirmative Action Program,
including ensuring fair and equal treatment of all executive branch employees and working
with agencies/departments to ensure that affirmative action and diversity are integrated
into their workforce planning, recruitment, promotion, transfer, and training efforts. During
2004, we focused on developing these efforts in the following areas:

► Governor’s Workforce Equity and Diversity Council (GWEDC): The Governor’s

Workforce Equity and Diversity Council, created by Executive Order #09-02, acts as
consultant and advisor to the Commissioner of Human Resources and the Secretary
of Administration on matters of affirmative action and workforce diversity. The
Commissioner of Human Resources has worked closely with the Council throughout
2004 on many important initiatives.

► Community Partnerships: We continue to partner with leading organizations in

the Vermont community to further demonstrate our commitment to workforce equity
and diversity issues throughout the state and to position the State as a leader in this
area.

► Governor’s Summit on Employment of People with Disabilities: The

Department of Human Resources continues to be a key stakeholder in the annual
Governor’s Summit on Employment of People with Disabilities.

► New Freedom Initiative: In fulfillment of our partnership with the Equal

Employment Opportunity Commission in support of President Bush’s New Freedom
Initiative, the Department of Human Resources completed the State of Vermont
Report on Best Employment Practices for the Employment of People with Disabilities.
The purpose of this initiative was to highlight current resources and best practices
which have positioned the State of Vermont as a leading proponent for and example
of the importance of removing barriers to employment for people with disabilities.

8 State of Vermont Workforce Report – FY 2004

 Copies of the EEOC’s Interim Report on Best Practices for the Employment of People
with Disabilities in State Government are available by contacting the Department of
Human Resources.

► Diversity Training: To further support Vermont’s commitment to an inclusive State

workforce truly representative of Vermont’s diverse population, a comprehensive
diversity training was offered first to the Governor’s Extended Cabinet and then
throughout the leadership team within State government. The program, designed to
address issues of diversity in the context of our daily work, reinforces the value of an
engaged, diverse workforce and sets the standards of accountability for all.

► Outreach Initiative: This study, completed during 2004, examines the issue of
workplace diversity in State government by identifying areas of progress; outlining
strategies for expanding our employment outreach efforts and improving the hiring
process; and generally creating an environment conducive to attracting and retaining
a diversified workforce. The study, which organizes fifty recommendations into high,
intermediate and longer-range priorities, is available on-line at
[Link]

► Diversity and Disability Employment Awareness Month: At a press conference

in October 2004, Governor Douglas signed a proclamation declaring October
Vermont Diversity and Disability Employment Awareness Month encouraging all
Vermont employers to follow State Government’s lead and demonstrate their
commitment to equal employment opportunity for all.

HR Compensation & Benefits Group

Represents Classification & Compensation Administration and our Employee Benefits &
Wellness Division, which combine to provide comprehensive insight into how the State of
Vermont rewards employee contribution.

Classification/Compensation - The Classification and Compensation Division is

responsible for job analysis and classification; position management; and compensation
administration which includes exempt salary oversight, hire-into-range review, and merit
program oversight and assistance.

► Classification Committees: We have worked closely with existing department

classification committees to expand the number of reviews they conduct; we have
conducted training for committees; and we have worked with the Agency of Human
Services to explore ways to develop classification committees.

► Job Series/Ladders: We continued our ongoing work in the area of reducing the
number of unique job titles by expanding the use of job series.

► Developed Regular Review Schedule: Beginning in Fiscal Year 2005 we will

begin scheduling reviews of occupational groups. The regular review schedule will
involve annual reviews of jobs by occupational grouping. By looking at jobs within
an occupational grouping (e.g., Fiscal and Administrative, Information Technology
and Statistics, Maintenance, Protective Services, Engineering) we will maintain
consistency for comparable jobs throughout state government.

State of Vermont Workforce Report – FY 2004 9

Employee Benefits and Wellness - The Employee Benefits and Wellness Division
manages benefit plans for all State employees and retirees. This includes four medical
plans, dental, disability, employee assistance, life insurance, and the Flexible Spending
account program. Wellness services, including health assessment and education, are also
provided through this division of the department.

Calendar year 2004 continued to see positive health-related and financial outcomes as a
result of converting to CIGNA Healthcare, effective January 2002. In addition to
administrative savings gained by self-funding all health plans, the new plans were designed
to help control the escalating cost of health care. Our approach included plan redesign,
significantly enhanced disease management and wellness efforts, and aggressive pursuit of
purchasing options to maximize prescription drug plan savings.

► Single Digit Premium Rate Increases: Calendar year 2005 will be the second
year in a row that the State employees’ health plan premium increases have been
held to single digits. In 2005 premium rates will increase only 8% for each of the
self-funded CIGNA health care plans. Although premium rate increases are never
welcome, our health plans are doing well by both local and national standards.
Nationally, health care trends for 2005 are about 14%, and Vermont insurers have
implemented rate increases in the 12%-14% range. As we move into a new year we
fully recognize that there is still much work to be done, and are committed to
continuing our effort to ensure health care remains affordable for all employees,
retirees, and dependents covered under the State of Vermont employee health plans.

► Long Term Disability (LTD) Contract: During 2004 we conducted an open

bidding process for this important benefit contract, valued at $550,000 on a three
year basis. We negotiated a new three year contract with no increase over the
current premium rates. Holding these contract costs stable is an important
component of our overall strategy of controlling employee benefit costs.

► Prescription Drug Program: During calendar year 2004 our health plans have
benefited from re-negotiated financial improvements to our prescription drug
contract. These August 2003 improvements included increases in the discounts the
State obtains for both brand and generic drugs, improved rebates on mail order
prescriptions, and a reduction in claim processing fees. The renegotiated terms were
designed to save the health plan and its members $1.5 million over three years. We
are well on the way to achieving these projected savings. From the inception of the
renegotiated terms in August 2003, through October 2004, plan costs under the new
contract arrangement were reduced by $637,000.

► Employee Wellness Program Enhancements: The lower medical claims and

prescription drug utilization experienced by the health plans in 2004 are attributable,
at least in part, to the expansion of our Employees’ Wellness Program services. This
program exists to improve the health of our employees as we offer extensive
wellness clinics focused on aggressive prevention strategies, encouraging healthy
behavior choices, and early detection of disease. Through the continued use of our
health assessment tool, we are able to report some significant health behavior
changes among employees enrolled in the program.

• During 2004, using 2003 as a base year, we began a program of more

frequent individual clinic visits and small-group nutrition workshops for a
subset of 600 employees who demonstrated the highest health risks and who
were furthest from “heart-healthy” goals. For employees in this group who
had more than one visit, improvements have occurred in six important areas:

10 State of Vermont Workforce Report – FY 2004

 cholesterol levels, tobacco use, stress, depression, nutrition and physical
activity. The largest improvements occurred in the two key areas that were
the targets of our 2004 interventions: nutrition and physical activity. In the
area of nutrition, 15% more employees were at goal and 32% more
employees met their physical activity targets. In addition to the progress
made with this high risk group, other participants in the wellness program
demonstrated the following health improvements: 19% more employees met
the physical activity goal; 14% more adopted better nutritional practices; and
11% more reduced their reported stress level.

• In April 2004 the State Employees Wellness Program successfully launched its
first statewide walking program, “Stepping Up for Wellness 2004: Walk
around Vermont”. Nearly 4,000 State employees participated in this
pedometer-based program designed to increase physical activity and
cardiovascular health. Over 50% of the participants finished the 8 week
program, logging over 1.3 billion steps or 656,000 miles, and walking the
equivalent of 1,200 times around the perimeter of the State of Vermont.
Follow-up evaluations from 1,000 program participants reported the
following: 71% increased walking;31% higher energy levels; 25% improved
fitness; 22% weight loss; and 18% stress reduction.

• The Cigna disease management programs are designed to provide medical

cost savings to the State by helping to improve the health status of
individuals with certain chronic diseases such as asthma, coronary heart
disease, diabetes and low back pain. The interventions by the four programs
in calendar year 2003 resulted in medical cost reductions of 33.8% over the
prior year, with health plan savings totaling approximately $2M. Of particular
note was the 44.4% reduction in the cost of cardiac care for individuals
participating in this program. We fully expect to see ongoing savings from
these important programs.

HR Systems & Fiscal/Information Management Group

Represents Payroll Administration,
Fiscal/Information Management and Information Systems.

Payroll - 32 VSA §2283(b) states: “The department of human resources shall maintain a
central payroll office which shall be the successor to and continuation of the payroll division
of the department of finance and management.” The law requires that the department be
responsible for fulfilling the payroll functions and for the centralized human resources
management services for State government. We have secured the payroll function and
maximized efficiencies through the following strategies:

► Business Process Changes

• In partnership with the Information Services Division time sheets, expense

and standard departmental reports were created and distributed electronically
over the Intranet.
• The department continues to leverage HCM delivered functionality to process
various payroll transactions such as retro-pay - once a very labor intensive
manual process.

State of Vermont Workforce Report – FY 2004 11

Fiscal/Information Management - The Fiscal and Information Management (FIM)
Division provides a variety of data management/analysis functions for DHR, as well as
providing information to other internal and external customers. In addition to performing
the fiscal functions of the DHR, including accounting and budgeting, and related activities
this unit also performs the Department’s human resource function.

► Information Management/Analysis

• This year the FIM Division significantly expanded its role in support of the
labor negotiation process to include very complex compensation and benefit
related analysis and participation in negotiation sessions as required.
• FIM staff created, implemented, and documented the July ‘04 COLA
processing for both classified service and exempt positions and performed
market factor analyses for five different job series throughout the year.
• To assist with the development of quarterly financial reports, premium
projections and rate setting, the FIM Division maintains reporting databases
on the benefit plans. In 2004, we assisted in developing premium rate
analyses for the following employee benefit plans: Medical, Dental, Life, Long
Term Disability, and Employee Assistance Program.
• In addition to responding to a number of surveys from various private and
public organizations this division managed the department’s response to the
national Government Performance Project survey, an extremely detailed and
comprehensive survey requiring responses to approximately 200 items.

► Fiscal/Accounting/Budget: The accounting processes have undergone

significantly greater scrutiny by both the Department of Finance and the State
Auditor during the past year.

• The FIM Division was responsible for preparing the new financial reports for
internal services funds.
• The FY 03 Accrual Accounting Audit by State Auditor (CAFR) was much more
extensive than in previous years.
• The bi-weekly reconciliation of agency funds (holding accounts) was initiated
in 2004 along with a review of cash disposition from prior years.
• To more efficiently manage the department’s limited resources, FIM staff has
been developing a budget/expense tracking system.

► Labor Contract Required Functions: The FIM Division administers a tuition

reimbursement program processing over 360 applications and dispersed over
$240,000 to participants in this program. We also administer the dependent/elder
care fund providing 166 employees with over $100,000 in assistance in 2004.

Information Systems – In addition to completing the upgrade of our Human Capital

Management System, the Information Systems Division (ISD) worked on many other
projects.

► Support the Reorganization of AHS: In the midst of the upgrade, ISD staff
completed all of the system set-up of new coding structures and the transfer of
employees from old departments to the new entities for a July 1, 2004 cutover. This
represented the recoding of nearly half of the workforce within HCM, and the correct
assignment for payroll reporting and processing functions including all end of year
reporting.

12 State of Vermont Workforce Report – FY 2004

 ► Memorandum of Understanding: We continued to build on successes realized
between the Department of Human Resources and the Department of Finance and
Management. The departments collaborated in the purchase of a new computing
storage device. By sharing the costs of purchase, operation and maintenance, the
State was able to realize significant cost savings over individual purchases.

► Intranet Capabilities: We are using Intranet capabilities to enhance

communication between DHR employees and HR Partners. Working with the
Workforce Development staff and HR Partners, ISD created an Intranet with
information and tools for all employees working in HR.

HR Workforce Planning and Development Group

Represents the Cyprian Learning Center,

the Workforce Planning Division, and the Employment Services Division.

The HR Workforce Planning and Development Group supports organizational effectiveness

through attracting, developing, and retaining high performing staff. Our core customer
groups include State managers, HR staff, and applicants for positions with the State of
Vermont. We also serve the general State employee population as we offer training
programs, career advising services, and, RIF management and placement services.

► Workforce Planning: For the first time the State has implemented centralized
statewide surveys for new hires and for exiting employees. By June 2004 we had
gathered a full year of data. This information, along with workforce report data, is
being used to help us allocate our staff resources to high priority projects based on
the survey findings, develop appropriate training materials and provide meaningful
feedback to the State leadership team. We have used survey results to help craft
our new Working for the State of Vermont outreach workshop, modify curriculum for
supervisors, and determine which open enrollment training programs to offer. We
are developing an online New Employee Orientation based in part on survey findings
and have targeted our outreach efforts based on these surveys and workforce report
data.

► Workforce Development: Recognizing the critical role of HR professionals to

organizational effectiveness, the Workforce Planning Group developed an HR
Competency Model to serve as a guide for HR professional development across the
State. To further support HR professional development we launched the HR
Individualized Professional Development Program, which combines core training with
an individualized development program for State HR staff.

► Supporting Diversity: The publication of the Diversity Outreach Study in the

Winter marked the start of a new wave of initiatives for 2004 in this area including:

• Expanded outreach to include regional urban areas to attract a more diverse

applicant pool;
• Diversity training for the Governor’s Cabinet with follow up
training/discussions with agency leadership groups;
• Integration of diversity concepts throughout virtually all courses run in our
Learning Center; and.

State of Vermont Workforce Report – FY 2004 13

 • Development of a Working for the State of Vermont program designed to be
taken out to the community through multi-cultural centers and community
organizations.

► Gaining Consistency: Giving a consistent message to supervisors about strategies

and responsibilities related to their job is essential. Our workforce development unit
has focused on this issue by establishing standardized curriculum including course
objectives for topic areas core to supervisory development such as performance
management and preventing sexual harassment. In addition, further supervisory
development courses have been added to our offerings focusing especially on an
Orientation to Supervision in State Government, which has now run for a year and is
targeted at getting to new supervisors early.

14 State of Vermont Workforce Report – FY 2004

 2004 Key Strategies

Human Capital Management System Upgrade

Many features of the system are only now beginning to be explored and
implemented. Our overall department goals relative to the Human Capital Management
System include:

► Implementing all appropriate delivered system functionality;

► Aggressively marketing direct deposit and eventually implementing the ePay module
that will enable employees to securely review their earning statements online;

► Continuing our business process review to ensure appropriate use of new

technologies;

► Restructuring the methods and processes used to report time and expenses. This
will reduce the excessive time spent in handling paper time and expense form
through multiple layers of processing; and

► Conducting the business process review and fit gap analysis in preparation for the
implementation of Time and Labor.

HR Policy & Resource Management Group

Labor Relations

► Manage a complete review of our personnel policies and procedures to ensure

compliance with existing business practices, statutes, and labor contract provisions.

► Continue to work with State agencies and departments to develop and implement
strategies to further formalize the working relationship between the Department of
Human Resources and field HR staff.

► Fully utilize HCM to track and manage the grievance process throughout State
government.

► Continue to implement the alternative dispute resolution option as a means to

constructively address employee grievance issues.

► Act as internal consultants within State government by providing expertise and

guidance to agencies/departments as they rethink their organizational structure to
ensure they are positioned to provide services to our residents in the most efficient
and cost effective manner. Continue current organizational integration initiatives
such as the Department of Public Safety/Fire Safety merger, the Natural Resources
Board, and the proposed merger of the Department of Labor and Industry with the
Department of Employment and Training.

State of Vermont Workforce Report – FY 2004 15

Workforce Equity and Diversity - In partnership with the Governor’s Workforce Equity
and Diversity Council, we will continue to promote equity and diversity within the State
workforce through the following strategies:

► Build upon the strong foundation laid by our recent outreach efforts, by continuing to
implement the recommendations outlined in the Department of Human Resources’
2004 Diversity Study.

► Continue to pursue opportunities and identify strategies to promote working

partnerships between State government and organizations advocating for
underrepresented groups in our Vermont communities.

► Continue our commitment to fostering acceptance and understanding of diversity

within the State workforce by offering diversity training and upholding standards of
accountability throughout all levels of State government.

► Collaborate with the Department of Employment and Training to identify areas of

shared accountability to efficiently and effectively utilize available resources to
support individuals in their efforts to gain employment in State government.

► Identify and promote the use of alternative strategies to positively and

enthusiastically communicate the State’s commitment to equal employment
opportunities for all Vermont residents.

HR Compensation & Benefits Group

Classification and Compensation

► Improve our position management process, taking full advantage of the functionality
within HCM. In partnership with the Department of Finance and Management, we
will work to improve the budgeting process by eliminating the need to budget
vacancy savings thereby fully implementing the position pool concept.

► Plan and implement a regular schedule for job classification reviews in an effort to
ensure that positions are properly classified and that as changes are required, the
fiscal impact is minimized.

► Provide comprehensive consulting and technical assistance to agencies and

departments as they plan classification reviews, administer compensation, and
manage positions.

► Conduct a comprehensive review of job specifications and minimum qualifications to

ensure that all jobs are defined appropriately and in a manner that supports agencies
and departments as they initiate the recruitment process.

Employee Benefits and Wellness

► Aggressively pursue all necessary steps to position the health plan to receive Federal
subsidies for retiree prescription drug expenditures beginning in 2006. The new
Medicare law implements a voluntary prescription drug benefit (Part D) for over-65
persons. Employers providing actuarially equivalent prescription drug coverage to

16 State of Vermont Workforce Report – FY 2004

 over-65 retirees and dependents will be eligible to receive subsidy payments from
Medicare to offset the employer’s costs beginning in January 2006.

► Expand wellness programming by implementing a second statewide employee

physical activity program and initiating clinical follow-up with individual employees
who demonstrate key high risk factors, while continuing the clinical interventions
with high-risk worksite groups.

► Identify and maximize prescription drug savings over the longer term by re-bidding
the State employees’ prescription drug program prior to the contract’s expiration.
Obtain the most competitive administrative pricing and the most advantageous
financial arrangement for the purchase of prescription drugs for this program.

► Implement business process improvements including but not limited to: (a)
determine feasibility of data comparison of wellness and disease management data
with health and prescription drug claims data; (b) install FootPrints software for the
consistent and efficient tracking of benefit plan customer service; (c) transfer all
benefit plan enrollment and benefit table update functions from Payroll to the
division.

HR Systems & Fiscal/Information Management Group

Payroll

► Conduct a departmental process assessment to evaluate existing business processes

and further leverage the States’ HCM investment and the talent among our payroll
staff.

► Implement business process improvements for expense processing.

► Fully document all payroll department functions and processes.

► Participate in the design and implementation of a new Time & Labor system to
electronically collect time and expense data from agencies and departments and
eliminate the current heavily paper driven process flow. This process will have a
major impact on every State agency and will require Payroll staff to play a major role
in the implementation process.

Fiscal/Information Management

► Focus on HCM integrity and develop and implement proper quality control
mechanisms and system edits.

► In conjunction with Information Systems, expand reporting capabilities of the HCM

system, developing a full range of standard reports available to agency/department
HR partners for improved HR financial and strategic planning.

► Effectively and timely manage the market factor analysis process.

State of Vermont Workforce Report – FY 2004 17

Information Systems

► Provide infrastructure to support expanding the reporting capabilities for improved

HR financial and strategic planning

► Complete work on HIPAA security provisions.

► Continue building on the successes realized from the Memorandum of Understanding

between the Department of Human Resources and the Department of Finance and
Management

► Continue to expand the use of Intranet capabilities to enhance communication

between Department employees and HR Partners.

Workforce Planning and Development Group

► Strengthen the collaboration between Department of Human Resources and

agencies/departments related to workforce planning, developing a management tool
to guide departments in this critically important function.

► Continue efforts to ensure high-quality, cost-effective and consistent training is

available across State government.

► Conduct a needs analysis and assess all management and supervisory training and
the associated costs throughout State government. The goal is to ensure that a
consistent curriculum of the highest quality and most cost effective delivery system
is being implemented.

► Fully implement HCM, maximizing the effectiveness of the system delivered

functionality and provide training in the eRecruit and eRecruit Manager Desktop
modules.

► Effectively manage the entire recruitment process as we establish ourselves as “An

Employer of Choice” and continue the expansion of our recruitment outreach
programs in order to increase the flow of high quality candidates for State
employment with emphasis on diversity and the hard to fill positions.

18 State of Vermont Workforce Report – FY 2004

Workforce Characteristics –
Fiscal Year 2004

Section Two of this report provides general descriptive

statistics for the Executive branch workforce for Fiscal Year
2004. The data presented include all Executive branch
employees (exempt and classified), but does not include
temporary employees, or Legislative or Judicial branch
employees.

Highlights:

• At the end of Fiscal Year 2004 there were 8,069

Executive branch employees or 7,935.3 Full-Time
Equivalents (FTEs).

• The average Executive branch employee works in a

professional job category, is 45.7 years old and has
12.3 years of service.

• At the end of Fiscal Year 2004 the average base

salary paid for Executive branch employees (classified
and exempt) was $42,018.

• Nearly 50% of Executive branch employees work in

Washington County.

• The Executive branch workforce is composed of 52%

males and 48% females. Minorities make up 1.8% of
the employee population.

• 87% of Executive branch employees are represented

by a bargaining unit.

• There was a 1 to 5.5 ratio of supervisors and

managers to non-supervisory employees.

• The single most populous job title was Correctional

Officer I.

Section Two

State of Vermont Workforce Report – FY 2004 19

Table 1 Number of Executive Branch Employees and FTEs by Department

Number of Number of
Department Employees FTEs Department Employees FTEs
Administration 3 3.0 Libraries 35 34.0
Aging & Disabilities 225 215.6 Lieutenant Governor 2 2.0
Agriculture 88 87.3 Liquor Control 55 55.0
Attorney General 70 66.9 Military 111 110.5
Auditor of Accounts 12 12.0 Natural Resources 48 47.5
BISHCA 95 93.4 PATH 417 414.1
Buildings & General Services 402 399.3 Personnel 57 56.2
Child Support Services 124 123.8 Public Safety 514 511.3
Commerce & Community Dev. 97 94.8 Public Service 51 51.0
Corrections 1,106 1,101.3 Public Service Board 25 24.8
Criminal Justice Training Council 8 8.0 Secretary of State 50 50.0
Defender General 65 59.8 Social & Rehabilitation Services 408 399.9
Developmental & MH Services 97 95.5 State Treasurer 33 33.0
Economic Opportunity 6 6.0 State's Attorneys & Sheriffs 159 154.0
Education 184 180.8 Taxes 185 183.1
Employment & Training 291 290.4 Transportation 1,293 1,286.8
Environmental Board 31 30.6 Vermont Commission on Women 3 2.6
Environmental Conservation 268 264.1 Vermont Human Rights Commission 5 4.8
Finance & Management 38 38.0 Vermont Labor Relations Board 2 1.6
Fish & Wildlife 118 118.0 Vermont Lottery Commission 19 19.0
Forest, Parks & Recreation 121 119.0 Vermont State Hospital 181 178.0
Governor's Office 17 16.7 Vermont Veterans' Home 203 194.9
Health 544 496.3 VOSHA Review Board 1 0.5
Human Services 54 53.5 VT Fire Service Training Council 7 7.0
Information and Innovation 51 51.0 Water Resources Board 4 4.0
Labor & Industry 86 85.0
Grand Total 8,069 7,935.3

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified and exempt) for
Fiscal Year 2004. This table represents filled positions only. FTEs are “Full-Time Equivalents”.

Comments: At the end of Fiscal Year 2004 there were 8,069 Executive branch employees. A more
accurate picture of staffing level is provided by the 7,935.3 FTE figure. FTEs are “Full-Time Equivalents”.
For purposes of this table, one FTE is based on a full-time employee’s work year of 2,080 hours. To
calculate FTEs for a part-time employee, total authorized hours are divided by 2,080. Thus, a part-time
employee (20 hours per week/1040 hours per year) would equal .5 FTEs. (In this case, the prorate factor
is equal to .5). FTEs shown in this table, and throughout this report, are based on a pro-rate factor
calculated to the nearest tenth.

20 State of Vermont Workforce Report – FY 2004

Table 2 Executive Branch Employees by County of Work

Number of
County Employees Percent
Addison 135 1.7%
Bennington 389 4.8%
Caledonia 319 4.0%
Chittenden 1,197 14.8%
Essex 24 0.3%
Franklin 344 4.3%
Grand Isle 20 0.2%
Lamoille 100 1.2%
Orange 85 1.1%
Orleans 308 3.8%
Rutland 523 6.5%
Washington 3,865 47.9%
Windham 240 3.0%
Windsor 520 6.4%
Grand Total 8,069 100.0%

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified and exempt) for
Fiscal Year 2004. A small percentage of employees are “home-based” and their work location of record is their home county,
although they may travel to other areas in the state to perform their job duties.

Comments: Executive branch employees work in every county in the state. Nearly 50% (3,865) work in
Washington County (Montpelier and Waterbury complexes).

State of Vermont Workforce Report – FY 2004 21

Table 3 Executive Branch Employees by Age Group

1600

17.86%

1400
16.17%

14.76%
1200 14.46%

12.43%
Number of Employees

1000

800 9.28%

600
6.46%
5.68%

400

200 1.74%
1.14%
0.02%
0
<20 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-65 >65
Age Group

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified and exempt) for
Fiscal Year 2004.

Comments: The largest group of Executive branch employees (17.86%) was age 50-54, closely followed
by the 45-49 age group (16.17%). The average employee age at the end of Fiscal Year 2004 was 45.7
years.

Benchmarking
New England State Governments – Average Age

Connecticut 46.6
Massachusetts 45.2
Maine 46.6
New Hampshire 45.0
Vermont 45.7
Source: Connecticut Department of Administrative Services (FY ’04); Commonwealth of
Massachusetts, Human Resources Division (FY ’04); New Hampshire, Division of Personnel
2003 Annual Report (FY ’03); Maine, Bureau of Human Resources (FY ’04).

22 State of Vermont Workforce Report – FY 2004

Table 4 Executive Branch Employees by Annual Salary

3000

30.5%
2500
28.3%

2000
Number of Employees

19.6%

1500

1000

9.1%

500 5.2%
4.3%
2.7%
0.4%

0
<$15,000 $15,000- $25,000- $35,000- $45,000- $55,000- $65,000- >$75,000
$25,000 $35,000 $45,000 $55,000 $65,000 $75,000
Annual Salary

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified and exempt) for
Fiscal Year 2004. Annual salary is base rate actually paid and does not include benefits or any overtime.

Comments: The largest percentage of Executive branch employees (30.5%) earned between $35,000
and $45,000 in annual salary.

The average salary for all Executive branch employees (classified and exempt) was $42,018. When
considering only classified employees, the average salary was $41,040 (See Table 29).

State of Vermont Workforce Report – FY 2004 23

Table 5 Executive Branch Employees by Years of Service

3000

30.6%
2500

2000
Number of Employees

18.2%
1500

14.7%

12.2%
1000

9.1% 8.6%

500 4.7%

1.6%
0.3%
0
<5 5-9 10-14 15-19 20-24 25-29 30-34 35-40 >40
Years of Service

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified and exempt) for
Fiscal Year 2004.

Comments: The largest percentage of employees (30.6%) had less than five year’s service. The
average length of service of Executive branch employees was 12.3 years

Benchmarking
New England State Governments – Average Years of Service

Connecticut 13.2
Massachusetts 13.9
Maine 16.9
New Hampshire 09.3
Vermont 12.3
Source: Connecticut Department of Administrative Services (FY ’04); Commonwealth of
Massachusetts, Human Resources Division (FY ’04); New Hampshire, Division of Personnel
2003 Annual Report (FY ’03); Maine, Bureau of Human Resources (FY ’04).

24 State of Vermont Workforce Report – FY 2004

Table 6 Executive Branch Employees by Ethnic and Gender Representation

Female
48.2% Minority
1.8%
Male
51.8%
American
Indian/Alaskan
Native (34%)
Hispanic (29%)
Black (21%)
Asian/Pacific
Islander (16%)
White
98.2%

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified and exempt) for
Fiscal Year 2004.

Comments: Of the population of Executive branch employees, 4,178 or 51.8% were male and 3,891 or
48.2% were female.

Minority employees made up 1.8% of the workforce. Of the State of Vermont’s 145 minority employees,
34% identified themselves as American Indian/Alaskan Native, 29% Hispanic, 21% Black, and 16%
Asian/Pacific Islander.

Benchmarking
New England State Governments – Gender and Ethnic Representation

% Male/% Female % Minority

Connecticut 52.3%/47.7% 27.2%

Massachusetts 48.2%/51.8% 21.5%
Maine 50.2%/49.8% 23.1%
New Hampshire 49.7%/50.3% 02.6%
Vermont 51.8%/48.2% 01.8 %
Source: Connecticut Department of Administrative Services (FY ’04); Commonwealth of
Massachusetts, Human Resources Division (FY ’04); New Hampshire, Division of Personnel 2003
Annual Report (FY ’03); Maine, Bureau of Human Resources (FY ’04).

State of Vermont Workforce Report – FY 2004 25

Table 7 Executive Branch Employees by Management Level and Job Type

Supervisory Management
10.0% 5.4%

Exempt
Non- 7.0%
Management
84.6%

Classified
93.0%

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified and exempt) for
Fiscal Year 2004.

Comments: Nearly sixteen percent (1,239) of Executive branch employees have a supervisory or
management designation. This amounts to approximately a 1 to 5.5 ratio of supervisors and managers to
non-supervisory employees. Exempt employees made up 7% (564) of the workforce.

26 State of Vermont Workforce Report – FY 2004

Table 8 Executive Branch Employees by Bargaining Unit

Supervisory Corrections
9% 11% Excluded from BU
State Police 13%
4%

Non-Management
63%

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified and exempt) for
Fiscal Year 2004. Excluded from BU are employees who are excluded from participation in a bargaining unit and include exempt
employees, and classified confidential and managerial employees.

Comments: A total of 7,016 or 87%, of Executive branch employees are covered by one of the four
bargaining units – State Police (298), Supervisory (758), Corrections (878), and the largest, Non-
Management (5,082).

State of Vermont Workforce Report – FY 2004 27

Table 9 Executive Branch Employees by Occupational Group

Occupational Group Number of Percentage

Employees
Office/Clerical 902 11.2%
Officials and Administrators 450 5.6%
Paraprofessionals 225 2.8%
Professionals 4,083 50.6%
Protective Service 1,045 13.0%
Service Maintenance 205 2.5%
Skilled Craft 569 7.1%
Technicians 590 7.3%
Grand Total 8,069 100.0%

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified and exempt) for
Fiscal Year 2004. Occupational categories are based on the Equal Employment Opportunity Commission’s occupational categories for
state and local government (EEO-4). Appendix A gives a full definition of each category.

Comments: Over half (50.6%) of Executive branch employees are in jobs categorized as Professional.
Paraprofessional (2.8%) and Service Maintenance (2.5%) categories have the smallest percentage of
employees.

28 State of Vermont Workforce Report – FY 2004

Table 10 Most Populous Classified Job Titles

Job Title Number of

Employees
Correctional Officer I 330
AOT Maintenance Worker IV 198
Program Services Clerk 156
Administrative Assistant A 148
Social Worker B 143
Corrections Services Specialist II 141
Administrative Assistant B 130
Correctional Officer II 126
Benefits Programs Specialist 119
Senior Trooper - Station 118
Systems Developer II 95
Licensed Nursing Assistant 78
Custodian I 77
Sergeant 75
Public Health Nurse III 70
Reach Up Case Manager 69
AOT Senior Maintenance Worker 64
Motor Vehicle Customer Service Specialist 62
Emergency Communication Dispatcher 61
Community Correctional Officer 59
Administrative Secretary 56
AOT Technician IV 53
Information Technology Specialist II 51
Correctional Facility Shift Supervisor 49
AOT Area Maintenance Supervisor 48
AOT Technician VI 46
Environmental Analyst IV: General 44
Information Center Representative II 43
Psychiatric Technician I 41
Systems Developer III 41

Source: The state’s Human Resource Management System. Data only include classified employees of the Executive branch for Fiscal
Year 2004.

Comments: Of the 1,475 classified job titles that were on record at the end of Fiscal Year 2004, the
most populous was Correctional Officer I (330 employees). More than 21% of the classified workforce
was employed in one of the top ten most populous job titles. However, of the 1,475 classified job titles
the majority, 863 (58.5%), had a single incumbent.

State of Vermont Workforce Report – FY 2004 29

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30 State of Vermont Workforce Report – FY 2004

Workforce Trends – Fiscal
Years 2000 - 2004

Section Three of this report provides graphs and tables

showing the workforce trends for Fiscal Years 2000 to 2004.
The data presented represent only classified employees of
the Executive branch of the State of Vermont. Trends are
examined in the following areas:

Employment

Turnover

Age and Length of Service

Compensation

Diversity

Leave Usage

Section Three
State of Vermont Workforce Report – FY 2004 31
 THIS PAGE IS INTENTIONALLY LEFT BLANK

32 State of Vermont Workforce Report – FY 2004

Employment

Highlights:

• Both the number of classified employees (7,505) and

FTEs (7,389.5) increased (+2.4% and +2.5% respectively)
from Fiscal Year 2003.

• Departments that have shown the greatest growth from

FY 2000 to FY 2004 include Education, Aging &
Disabilities, Military, Vermont State Hospital, and
Corrections.

• Employees categorized as professional have shown

consistent growth over the five year period now making
up 50% of the workforce.

• In Fiscal Year 2004 8,996 applicants submitted 22,491

applications for classified jobs. This represents a 41%
increase in applicants and 39% increase in applications
submitted over Fiscal Year 2003.

• Most applicants (55%) were female. The average age of

applicants was 38.5. 4.8% identified themselves as
ethnic minorities.

• During Fiscal Year 2004 there were 596 hires for a hire
rate of 7.9% of the workforce. 53.2% of hires were male
and 1.8% were ethnic minorities.

• New hire surveys showed that most (52.1%) new hires

first learned about the job they accepted from the
Department of Personnel’s web site. Most applicants
were already employed and only casually looking for
new employment. The most important reason cited
for accepting employment with the State of Vermont
was “seeking better benefits” (29.3%)

Workforce
Trends
State of Vermont Workforce Report – FY 2004 33
Table 11 Number of Classified Employees and FTEs by Fiscal Year

7800

7600 7505
(2.4%)
7389.5
7326 (2.5%)
7400 (1.0%)
7250
(2.2%) 7206.5
(1.2%)
7096 7122.0
7200 (2.3%)
(2.3%)
6962.9
7000 (2.3%)
6937

6807.4
6800

6600

6400

6200
2000 2001 2002 2003 2004
Fiscal Year

Number FTEs

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. FTEs are “Full-Time Equivalents”. The percentages noted in parentheses above the bars reflect the percent
change from the previous fiscal year.

Comments: For Fiscal Year 2004 there were a total of 7,505 classified employees and 7,389.5 FTEs.
This represents an increase from Fiscal Year 2003 in both number of employees (2.4%) and FTEs (2.5%).
From FY 2000 to FY 2004 the classified workforce has grown at an average rate of about 2.0% per year.

34 State of Vermont Workforce Report – FY 2004

Table 12 Number of Classified Employees and FTEs by Department by FY

% Change
Department FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 00 to FY 04

Num.

Num.

Num.

Num.

Num.
FTEs

FTEs

FTEs

FTEs

FTEs
Num. FTEs
Aging & Disabilities 181 174.1 193 183.8 201 192.8 207 198.0 221 211.6 22.1% 21.5%
Agriculture 81 79.9 80 78.9 81 79.8 80 78.9 83 82.3 2.5% 3.0%
Attorney General 27 26.0 23 22.0 29 27.3 29 28.3 28 27.8 3.7% 6.9%
BISHCA 71 70.8 70 68.4 72 70.1 76 74.9 78 76.4 9.9% 7.9%
Buildings & General Services 367 366.8 386 385.3 416 415.2 420 419.9 396 394.3 7.9% 7.5%
Child Support Services 111 110.6 111 110.0 111 111.0 111 110.8 115 114.8 3.6% 3.8%
Commerce & Community Dev. 79 76.9 85 82.2 83 79.8 80 78.3 79 76.8 0.0% -0.1%
Corrections 927 920.2 936 931.8 966 960.0 973 967.1 1098 1093.3 18.4% 18.8%
Developmental & MH Services 93 92.8 97 96.8 98 97.8 96 95.1 89 88.8 -4.3% -4.3%
Education 143 136.3 163 158.4 179 174.8 174 171.1 177 173.8 23.8% 27.6%
Employment & Training 351 347.5 324 322.1 320 318.5 318 315.9 285 284.6 -18.8% -18.1%
Environmental Board 27 25.3 28 27.2 27 26.5 26 25.6 26 25.6 -3.7% 1.2%
Environmental Conservation 257 253.1 264 258.9 257 251.2 257 252.7 261 257.8 1.6% 1.9%
Finance & Management 30 30.0 25 25.0 33 33.0 31 31.0 35 35.0 16.7% 16.7%
Fish & Wildlife 118 117.8 115 114.8 114 114.0 118 118.0 114 114.0 -3.4% -3.2%
Forest, Parks & Recreation 117 116.4 120 119.0 117 116.0 115 114.0 119 117.0 1.7% 0.5%
Health 477 435.6 514 462.5 517 466.7 537 488.6 539 491.3 13.0% 12.8%
Human Services 61 57.2 53 48.3 55 52.5 45 44.3 47 46.5 -23.0% -18.6%
Information and Innovation 49 49.0 n/a n/a
Labor & Industry 75 74.0 72 71.0 76 75.5 78 77.0 79 78.0 5.3% 5.4%
Libraries 36 34.5 33 32.0 31 30.5 33 32.0 33 32.0 -8.3% -7.2%
Liquor Control 51 51.0 53 53.0 54 54.0 52 52.0 53 53.0 3.9% 3.9%
Military 88 86.8 99 97.8 108 107.0 106 105.3 107 106.5 21.6% 22.7%
Natural Resources 34 33.1 30 29.1 29 28.0 40 39.5 39 38.5 14.7% 16.2%
PATH 397 390.8 415 409.2 421 415.1 410 406.3 410 407.1 3.3% 4.2%
Personnel 48 45.8 48 47.0 53 50.8 51 49.4 52 51.2 8.3% 11.8%
Public Safety 459 456.6 489 486.6 489 486.6 480 477.6 508 505.3 10.7% 10.7%
Public Service 38 37.9 37 36.9 37 37.0 38 38.0 37 37.0 -2.6% -2.5%
Secretary of State 41 41.0 40 40.0 38 38.0 38 38.0 41 41.0 0.0% 0.0%
Small Departments 44 43.6 44 43.6 43 42.0 43 42.5 35 34.4 -20.5% -21.0%
Social & Rehabilitation Services 379 367.8 378 369.3 393 385.1 385 376.5 394 386.2 4.0% 5.0%
State Treasurer 26 26.0 26 26.0 26 25.8 26 26.0 29 29.0 11.5% 11.5%
Taxes 174 171.6 176 173.1 180 177.6 175 172.1 174 172.1 0.0% 0.3%
Transportation 1178 1173.3 1221 1215.9 1228 1221.9 1271 1266.0 1276 1269.8 8.3% 8.2%
Vermont Lottery Commission 18 18.0 19 19.0 18 18.0 18 18.0 18 18.0 0.0% 0.0%
Vermont State Hospital 152 150.2 158 155.9 155 152.4 180 176.7 181 178.0 19.1% 18.5%
Vermont Veterans' Home 181 168.4 171 162.2 195 189.7 209 201.4 200 191.9 10.5% 13.9%
Grand Total 6937 6807.4 7096 6962.9 7250 7122.0 7326 7206.5 7505 7389.5 8.2% 8.6%
% Increase from Previous FY 2.3% 2.3% 2.2% 2.3% 1.0% 1.2% 2.4% 2.5%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. “Small Departments” have 10 or fewer employees (See Appendix B). FTEs are “Full-Time Equivalents”.

Comments: Departments that have experienced the highest percentage growth in numbers of
employees from FY 2000 to FY 2004 include Education (+23.8%), Aging & Disabilities (+22.1%), Military
(+21.6%), Vermont State Hospital (+19.1%), and Corrections (+18.4%). Departments with the largest
percentage declines include Human Services (-23.0%) and Employment & Training (-18.8%).

State of Vermont Workforce Report – FY 2004 35

Table 13 Number of Classified Employees by Occupational Group by Fiscal
Year

%
Occupational Group Fiscal Year Change
2000 2001 2002 2003 2004 FY 00 to
Num. % Num. % Num. % Num. % Num. % FY 04
Office/Clerical 1,110 16% 1,052 15% 960 13% 898 12% 831 11% -25.1%
Officials and Administrators 297 4% 304 4% 319 4% 332 5% 326 4% 9.8%
Paraprofessionals 166 2% 163 2% 174 2% 192 3% 224 3% 34.9%
Professionals 3,053 44% 3,232 46% 3,544 49% 3,658 50% 3,768 50% 23.4%
Protective Service 822 12% 900 13% 907 13% 891 12% 997 13% 21.3%
Service Maintenance 384 6% 391 6% 210 3% 211 3% 205 3% -46.6%
Skilled Craft 319 5% 339 5% 556 8% 562 8% 569 8% 78.4%
Technicians 786 11% 715 10% 580 8% 582 8% 585 8% -25.6%
Grand Total 6,937 100% 7,096 100% 7,250 100% 7,326 100% 7,505 100% 8.2%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. Occupational categories are based on the Equal Opportunity Commission’s occupational categories for state and
local government (EEO-4). Appendix A gives a full definition of each category.

Comments: There has been a steady decline in the number of employees categorized as Service
Maintenance (-46.6%), Technicians (-25.6%) and Office/Clerical (-25.1) from FY 2000 to FY 2004.

During the same time period there as been steady growth in the Professional occupational category not
only in terms of numbers of employees (+23.4%) but also as a percent of the workforce (from 44% to
50%).

36 State of Vermont Workforce Report – FY 2004

Table 14 Characteristics of Applicants for Classified Jobs by Fiscal Year

25000

22,491
(38.9%)
20000

15000 16,191
Number

10000

8,996
(41.0%)

6,381 Minority 4.8%

5000
Female 55.0%
Minority 4.6% Male 45.0%
Female 56.1% Average Age 38.5
Male 43.9%
Average Age 38.2
0
2003 2004
Fiscal Year

Applicants Applications Submitted

Source: The state’s Human Resource Management System. Data include both internal and external applicants for classified jobs who
applied through the centralized Department of Personnel for Fiscal Years 2003 and 2004. This analysis does not include departments
with decentralized recruitment authority or agency only recruitments. This information was voluntarily submitted by applicants as
part of the application process. Not included in the analysis of applicant characteristics were 1,013 applicants who did not report
their ethnic status; 396 who did not report their gender; and 502 who did not report their age.

Comments: In Fiscal Year 2004, 8,996 applicants submitted 22,491 applications for classified jobs with
the State of Vermont (average of 2.5 applications per applicant). This represents an increase of 38.9% in
applications submitted and 41.0% in applicants over Fiscal Year 2003. This increase is largely attributable
to the introduction of an online job application system in February of 2003, as well as increased marketing
and outreach efforts.

For Fiscal Year 2004 the average age of applicants was 38.5. Most applicants (55.0%) were female. Of
the 7,983 applicants who provided valid ethnic status information, 95.2% were white, while 4.8% were
ethnic minorities.

State of Vermont Workforce Report – FY 2004 37

Table 15 New Hires by Department by Fiscal Year

Fiscal Year 2003 Fiscal Year 2004

Percent Male

Percent Male
Workforce

Workforce
Minority

Minority
Percent

Percent

Percent

Percent
Female

Female
Hires

Hires
Rate

Rate
Aging & Disabilities 15 207 7.2% 0.0% 73.3% 26.7% 16 221 7.2% 0.0% 68.8% 31.3%
Agriculture 5 80 6.3% 0.0% 20.0% 80.0% 7 83 8.4% 0.0% 57.1% 42.9%
Attorney General 1 29 3.4% 0.0% 100.0% 0.0% 2 28 7.1% 0.0% 100.0% 0.0%
BISHCA 5 76 6.6% 0.0% 80.0% 20.0% 4 78 5.1% 0.0% 50.0% 50.0%
Buildings & General Services 25 420 6.0% 4.0% 24.0% 76.0% 34 396 8.6% 2.9% 23.5% 76.5%
Child Support Services 1 111 0.9% 0.0% 100.0% 0.0% 1 115 0.9% 0.0% 100.0% 0.0%
Commerce & Community Dev. 3 80 3.8% 0.0% 0.0% 100.0% 2 79 2.5% 0.0% 0.0% 100.0%
Corrections 54 973 5.5% 1.9% 33.3% 66.7% 171 1098 15.6% 3.5% 31.0% 69.0%
Developmental & MH Services 1 96 1.0% 0.0% 0.0% 100.0% 0 89 0.0% n/a n/a n/a
Education 11 174 6.3% 0.0% 45.5% 54.5% 15 177 8.5% 0.0% 46.7% 53.3%
Employment & Training 12 318 3.8% 0.0% 66.7% 33.3% 12 285 4.2% 8.3% 50.0% 50.0%
Environmental Board 0 26 0.0% n/a n/a n/a 0 26 0.0% n/a n/a n/a
Environmental Conservation 15 257 5.8% 0.0% 53.3% 46.7% 13 261 5.0% 0.0% 46.2% 53.8%
Finance & Management 1 31 3.2% 0.0% 0.0% 100.0% 5 35 14.3% 0.0% 40.0% 60.0%
Fish & Wildlife 6 118 5.1% 0.0% 33.3% 66.7% 4 114 3.5% 0.0% 25.0% 75.0%
Forest, Parks & Recreation 1 115 0.9% 0.0% 100.0% 0.0% 1 119 0.8% 0.0% 100.0% 0.0%
Health 41 537 7.6% 0.0% 70.7% 29.3% 30 539 5.6% 0.0% 80.0% 20.0%
Human Services 2 45 4.4% 0.0% 100.0% 0.0% 1 47 2.1% 0.0% 100.0% 0.0%
Information and Innovation 3 49 6.1% 0.0% 0.0% 100.0%
Labor & Industry 5 78 6.4% 0.0% 20.0% 80.0% 4 79 5.1% 0.0% 50.0% 50.0%
Libraries 4 33 12.1% 0.0% 75.0% 25.0% 1 33 3.0% 0.0% 100.0% 0.0%
Liquor Control 1 52 1.9% 0.0% 100.0% 0.0% 0 53 0.0% n/a n/a n/a
Military 6 106 5.7% 16.7% 33.3% 66.7% 7 107 6.5% 0.0% 14.3% 85.7%
Natural Resources 2 40 5.0% 0.0% 0.0% 100.0% 1 39 2.6% 0.0% 0.0% 100.0%
PATH 14 410 3.4% 7.1% 78.6% 21.4% 26 410 6.3% 0.0% 73.1% 26.9%
Personnel 1 51 2.0% 0.0% 100.0% 0.0% 7 52 13.5% 0.0% 85.7% 14.3%
Public Safety 28 480 5.8% 0.0% 32.1% 67.9% 65 508 12.8% 1.5% 27.7% 72.3%
Public Service 6 38 15.8% 0.0% 66.7% 33.3% 2 37 5.4% 0.0% 100.0% 0.0%
Secretary of State 5 38 13.2% 0.0% 80.0% 20.0% 3 41 7.3% 0.0% 66.7% 33.3%
Small Departments 2 43 4.7% 0.0% 50.0% 50.0% 2 35 5.7% 0.0% 100.0% 0.0%
Social & Rehabilitation Services 23 385 6.0% 8.7% 69.6% 30.4% 30 394 7.6% 0.0% 70.0% 30.0%
State Treasurer 2 26 7.7% 0.0% 50.0% 50.0% 5 29 17.2% 0.0% 100.0% 0.0%
Taxes 2 175 1.1% 0.0% 100.0% 0.0% 8 174 4.6% 0.0% 62.5% 37.5%
Transportation 91 1271 7.2% 3.3% 33.0% 67.0% 73 1276 5.7% 1.4% 42.5% 57.5%
Vermont Lottery Commission 2 18 11.1% 0.0% 100.0% 0.0% 2 18 11.1% 0.0% 50.0% 50.0%
Vermont State Hospital 12 180 6.7% 0.0% 66.7% 33.3% 11 181 6.1% 9.1% 81.8% 18.2%
Vermont Veterans' Home 43 209 20.6% 0.0% 95.3% 4.7% 28 200 14.0% 0.0% 89.3% 10.7%
Grand Total 448 7326 6.1% 2.0% 52.2% 47.8% 596 7505 7.9% 1.8% 46.8% 53.2%

Source: The state’s Human Resource Management System. Data include new hires and rehires for classified positions in the
Executive branch. “Small Departments” have 10 or fewer employees (See Appendix B).

Comments: For FY 2004 there were 596 new hires for a hire rate of 7.9% of the workforce. This
represents a 33.0% increase over FY 2003. Ethnic minorities made up 1.8% of new hires and gender
representation was 46.8% female and 53% male.

38 State of Vermont Workforce Report – FY 2004

Table 16 New Hire Survey Results – Fiscal Year 2004

Of New Hire Survey Respondents… Source first learned of job

Percent
opportunity
● 73% were currently employed when they applied
Department of Personnel web site 52.1%
● 47% came from the private sector
Referral from current employee 14.2%
● 57% indicated they were "casually" looking for work
Newspaper ad 13.3%
● The average age was 40.
Referral from friend or relative 11.8%
● 58% had a Bachelor's degree or higher
Other Internet 3.3%
DET Career Resource Center 2.8%
Other 1.4%
Most Important Reasons for Accepting Employment Percent
Other State office 0.5%
Seeking better benefits 29.3% Job fair 0.5%
Desire to make better use of my knowledge & skills 25.5%
Looking for greater job security 23.4%
Opportunity to do work that was interesting to me 21.8%
To increase opportunities for advancement/new skills 19.7%

Note: Respondents were asked to choose up to three "most important" reasons. The
percent represents the number of respondents who indicated that statement as one
of their reasons.

New Hires' View of the State of Vermont as an Employer

Strongest Weakest
Attribute Percent Attribute Percent
Greater Job Security 95.8% Competitive Salaries 64.6%
Work that Makes a Difference 94.5% Open to Change 76.3%
Career Opportunities 92.8% Good Morale 79.8%
Excellent Benefits 92.8% Encourages Independent Decision Making 83.1%
Diversity 91.9% Good Working Environment 83.9%
Note: Percent of respondents who agreed or strongly agreed to the attributes when they thought of the State of
Vermont as an employer.

Source: New Hire Survey Results and Analysis – Fiscal Year 2004. Surveys were sent to 474 new hires into classified jobs during FY
2004. A total of 211 responded for a response rate of 44.5%. The sample was 55.5% female and 44.1% male; 3.7% indicated they
were an ethnic minority.

Comments: The vast majority (52.1%) of new hires first learned of the job opportunity that they
eventually accepted from the Department of Personnel web site. Other significant sources included
referrals from current employees (14.2%) and a friend or relative (11.8%), as well as a newspaper ad
(13.3% - this percentage is must be interpreted carefully because only a small fraction of vacancies are
advertised in the newspaper).

Most applicants were employed in the private sector and were only casually looking for a new job
opportunity. The average age was 40 and most (58%) had a Bachelor’s degree of higher. The most
important reason cited for accepting employment with the State of Vermont was “seeking better benefits”
(29.3%), followed closely by “desire to make better use of my knowledge & skills” (25.5%) and “looking
for greater job security” (23.4%).

The employment “brand” – the perception applicants have of the State of Vermont as an employer - was
overall very positive. Over 90% agreed or strongly agreed that attributes such as “greater job security”,
“work that makes a difference”, “career opportunities”, “excellent benefits”, and “diversity” came to mind
when they thought of the State of Vermont as an employer.

State of Vermont Workforce Report – FY 2004 39

 THIS PAGE IS INTENTIONALLY LEFT BLANK

40 State of Vermont Workforce Report – FY 2004

Turnover

Highlights:

• Turnover in Fiscal Year 2004 rose to 8.2%. The five year

average turnover for the classified workforce was 8.4%

• For Fiscal Year 2004 the highest rate of turnover was

found at the Vermont Veterans’ Home (22.3%).

• Turnover is highest in the paraprofessional

occupational group (five year average 21.7%).

• Correctional Officer I was the most populous job title

and also showed a high rate of turnover (35.0%).

• Of the turnover in Fiscal Year 2004, 60% were

voluntary terminations, 27% were retirements, and
14% involuntary terminations.

• Most voluntary turnover occurs in the first five years

of employment (five year average 70.8%), with the
largest percentage occurring in the first year (five
year average 32.0%).

• Exit survey results showed that the most important

reason influencing employees’ decision to voluntarily
leave employment was “workplace conflicts/
tension/poor morale” (38.8%). However, terminating
employees left with an overall relatively positive
perception of the State of Vermont as an employer.
Over 75% agreed or strongly agreed that they
thought of attributes such as “excellent benefits”,
“work that makes a difference”, “career
opportunities” when considering the State of Vermont
as an employer.

Workforce
Trends

State of Vermont Workforce Report – FY 2004 41

Table 17 Turnover Rate by Fiscal Year

12.0%

10.0%

9.8%

8.9%
8.0%
8.0% 8.2%
Turnover Rate

7.3%

6.0%

4.0%

2.0%

0.0%
2000 2001 2002 2003 2004
Fiscal Year

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. Movement between state departments is not considered as turnover for purposes of this analysis. Turnover is
calculated by using the actual number of separations from state government divided by the average number of employees for the
fiscal year.

Comments: The turnover rate rose from Fiscal Year 2000 to a high of 9.8% in Fiscal Year 2001.
Turnover in Fiscal Year 2004 rose to 8.2% after two years of declines to a five year low of 7.3% for Fiscal
Year 2003. The five year average for turnover is 8.4%.

Turnover in the State of Vermont’s classified workforce is not high in relation to many standards. Data
from the U.S. Department of Labor, Bureau of Labor Statistics shows that total annual government
turnover (Federal, state and local) to be 14.7% (9/03 to 8/04). In contrast, total private industry annual
turnover was 41.4% (9/03 to 8/04).

Benchmarking
New England State Governments – Turnover

Connecticut 05.6%
Massachusetts 11.3%
Maine 07.1%
New Hampshire 09.4%
Vermont 08.2%
Source: Connecticut Department of Administrative Services (FY ’04); Commonwealth of
Massachusetts, Human Resources Division (FY ’04); New Hampshire, Division of Personnel 2003
Annual Report (FY ’03); Maine, Bureau of Human Resources (FY ’04).

42 State of Vermont Workforce Report – FY 2004

Table 18 Turnover by Department by Fiscal Year

Five Year
Department FY2000 FY2001 FY2002 FY2003 FY2004 Average
Aging & Disabilities 6.1% 7.7% 10.4% 9.5% 4.3% 7.6%
Agriculture 3.9% 5.2% 7.9% 7.8% 8.1% 6.5%
Attorney General 9.5% 36.4% 8.9% 3.7% 15.4% 14.3%
BISHCA 12.1% 14.8% 13.3% 4.3% 6.7% 10.1%
Buildings & General Services 10.1% 13.6% 11.5% 8.8% 9.6% 10.7%
Child Support Services 8.2% 8.2% 6.4% 0.9% 1.8% 5.0%
Commerce & Community Development 10.9% 5.3% 5.2% 6.7% 6.7% 6.9%
Corrections 9.6% 12.6% 9.3% 8.8% 14.4% 11.0%
Education 10.8% 13.2% 5.7% 5.3% 7.7% 8.2%
Employment & Training 5.8% 8.8% 10.0% 4.5% 10.9% 8.0%
Environmental Board 5.0% 9.5% 0.0% 4.3% 4.3% 4.5%
Environmental Conservation 2.1% 4.1% 4.9% 3.4% 2.9% 3.5%
Finance & Management 3.9% 32.1% 4.1% 6.2% 3.0% 9.7%
Fish & Wildlife 2.6% 4.3% 8.0% 6.2% 4.3% 5.0%
Forest, Parks & Recreation 2.7% 4.5% 5.3% 8.3% 2.7% 4.7%
Health 8.3% 12.9% 7.5% 7.4% 5.6% 8.2%
Human Services 3.8% 5.5% 2.1% 10.3% 7.1% 5.7%
Information & Innovation 4.0% n/a
Labor & Industry 5.6% 11.3% 7.3% 3.9% 5.2% 6.6%
Libraries 0.0% 6.0% 3.2% 6.5% 3.2% 3.8%
Liquor Control 6.1% 9.8% 13.2% 3.7% 1.9% 7.0%
Mental Health 3.5% 8.8% 1.0% 7.4% 5.5% 5.2%
Military 8.3% 14.8% 5.1% 7.6% 7.7% 8.6%
Natural Resources 0.0% 3.1% 3.6% 3.6% 2.6% 2.6%
PATH 3.2% 5.5% 5.0% 5.5% 6.5% 5.2%
Personnel 4.4% 7.0% 8.6% 12.9% 10.2% 8.7%
Public Safety 11.3% 10.1% 10.2% 10.2% 8.6% 10.1%
Public Service 2.8% 14.1% 8.5% 13.3% 2.6% 8.2%
Secretary of State 8.0% 9.8% 20.3% 7.7% 2.6% 9.7%
Small Departments 10.4% 9.4% 11.6% 4.9% 8.7% 9.0%
Social & Rehabilitation Services 11.1% 7.0% 11.9% 7.0% 8.7% 9.1%
State Treasurer 8.0% 3.7% 3.7% 16.7% 7.3% 7.7%
Tax 5.6% 4.8% 2.4% 3.5% 4.8% 4.2%
Transportation 8.4% 8.4% 7.7% 5.9% 6.5% 7.4%
Vermont Lottery Commission 11.8% 0.0% 5.4% 11.1% 0.0% 5.4%
Vermont State Hospital 10.3% 11.3% 15.5% 12.2% 10.0% 11.8%
Vermont Veterans' Home 19.6% 24.1% 31.2% 16.7% 20.4% 22.3%
Grand Total 8.0% 9.8% 8.9% 7.3% 8.2% 8.4%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. “Small Departments” have 10 or fewer employees (See Appendix B). Movement between state departments is
not considered as turnover for purposes of this analysis. Turnover is calculated by using the actual number of separations from state
government divided by the average number of employees for the fiscal year.

Comments: Over this five fiscal year timeframe the highest turnover has been at the Vermont Veteran’s
Home with average yearly turnover of 22.3%.

State of Vermont Workforce Report – FY 2004 43

Table 19 Turnover by Occupational Group by Fiscal Year

Five Year
Occupational Group FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 Average
Office/Clerical 8.9% 10.4% 7.7% 7.3% 7.8% 8.5%
Officials and Administrators 5.9% 5.1% 5.6% 7.2% 8.5% 6.5%
Paraprofessionals 23.0% 19.8% 27.3% 20.3% 18.4% 21.7%
Professionals 6.6% 9.2% 7.5% 5.8% 5.9% 6.9%
Protective Service 10.8% 13.0% 11.6% 10.1% 16.7% 12.5%
Service Maintenance 12.0% 14.6% 9.8% 15.2% 17.6% 13.2%
Skilled Craft 6.9% 7.5% 13.2% 4.9% 5.0% 6.9%
Technicians 5.3% 6.0% 7.5% 8.0% 5.3% 6.4%
Grand Total 8.0% 9.8% 8.9% 7.3% 8.2% 8.4%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. Occupational categories are based on the Equal Employment Opportunity Commission’s occupational categories
for state and local government (EEO-4). Appendix A gives a full definition of each category. Movement between state departments
is not considered as turnover for purposes of this analysis. Turnover is calculated by using the actual number of separations from
state government divided by the average number of employees for the fiscal year.

Comments: Over the five fiscal year period the highest turnover has consistently been in the
Paraprofessional occupational group with average yearly turnover of 21.7%. This group includes such job
titles as Psychiatric Technician and Licensed Nursing Assistant.

44 State of Vermont Workforce Report – FY 2004

Table 20 Turnover Rates for Classified Job Titles - Fiscal Year 2004

Turnover of Most Populous Job Titles FY '04 Job Titles with the Highest Turnover Rate FY '04

Employees

Employees
Number of

Number of
Turnover

Turnover
Job Title Job Title
Correctional Officer I 291 35.0% Trooper 2/C - Recruit 20 69.6%
AOT Maintenance Worker IV 199 7.4% Correctional Officer I 291 35.0%
Administrative Assistant A 159 5.6% Licensed Nursing Assistant 68 32.9%
Program Services Clerk 143 9.2% BGS Security Worker 12 30.0%
Social Worker B 131 9.1% Psychiatric Technician II 10 26.1%
Corrections Services Specialist II 128 3.1% Veterans Home LPN Charge Nurse 16 22.9%
Benefits Programs Specialist 114 7.8% Employer Resource Consultant 12 22.2%
Administrative Assistant B 110 9.9% Education Programs Coordinator I 14 21.4%
Correctional Officer II 105 10.0% Social Worker C 10 20.0%
Systems Developer II 93 3.3% Emergency Communications Dispatcher 61 19.7%
Senior Trooper - Station 92 4.3% Systems Developer III 31 19.0%
Custodian I 72 18.8% Custodian I 72 18.8%
Sergeant 69 9.7% Custodian II 15 18.8%
Licensed Nursing Assistant 68 32.9% AOT Maintenance Worker III 10 18.2%
AOT Senior Maintenance Worker 67 2.9% E&T District Manager 10 18.2%
Reach Up Case Manager 66 1.5% Public Health Specialist 13 15.4%
Environmental Analyst III - General 65 3.1% Data Clerk - Typist 14 14.3%
Emergency Communications Dispatcher 61 19.7% Civil Engineer II 13 14.3%
Administrative Secretary 60 4.9% Education Consultant I 28 13.6%
Motor Vehicle Customer Services Specialist 58 7.0% Secretary C 38 13.2%
Trooper 1/C - Station 56 5.7% Account Clerk B 17 12.9%
Community Correctional Officer 54 1.9% UC Customer Service Representative 16 12.9%
Public Health Nurse III 52 7.5% Information Center Representative II 33 11.6%
AOT Technician IV 51 5.8% Motor Vehicle Document Clerk I 10 11.1%
Information Technology Specialist II 47 0.0% Corrections Services Specialist I 41 10.8%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Year 2004. Movement between state departments is not considered as turnover for purposes of this analysis. Turnover is calculated
by using the actual number of separations from state government divided by the average number of employees for the fiscal year.

Comments: For Fiscal Year 2004 this table shows the turnover rates of the 25 most populous job titles,
as well as the 25 classified job titles (with greater than 10 employees) with the highest turnover.

Correctional Officer I was the most populous job title and also showed a high rate of turnover (35.0%).
This rate is over twice that of Fiscal Year 2003 turnover for Correctional Officer (15.6%). Most populous
job titles that showed low rates of turnover included Administrative Assistant B (5.6%), Corrections
Services Specialist II (3.1%), Systems Developer II (3.3%), and Senior Trooper – Station (4.3%).

The job title with the highest rate of turnover was Trooper 2/C – Recruit at 69.6%. This is the entry level
training job class for the Vermont State Police and a high rate of turnover is not unusual.

Other job titles with high rates of turnover include Licensed Nursing Assistants (Vermont Veteran’s Home)
at 32.9%, BGS Security Worker at 30.0%, and Psychiatric Technician II at 26.1%

State of Vermont Workforce Report – FY 2004 45

Table 21 Turnover by Reason by Fiscal Year

500

450

439
400

350 369

344
Number of Employees

300 322
318

250

200

150
155 154
150
138 131
100

50 78 79
53 59 56

0
2000 2001 2002 2003 2004
Fiscal Year

Retire Voluntary Termination Involuntary Termination

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. Movement between state departments is not considered as turnover for purposes of this analysis. Turnover is
calculated by using the actual number of separations from state government divided by the average number of employees for the
fiscal year.

Comments: The largest number of separations were voluntary terminations, which at 344 was up by
6.8% over FY 2003. After a one year decline in FY 2003, the number of retirements rose to 154 in FY
2004 (+17.6% over FY 2003).). The largest percent increase was in involuntary terminations which rose
41.1% from FY 2003. Two job classes accounted for almost half of the involuntary terminations –
Correctional Officer I (32%) and Licensed Nursing Assistant (13%).

Of the turnover in Fiscal Year 2004, 60% were voluntary terminations, 27% were retirements, and 14%
involuntary terminations.

Turnover Definitions

Retire – Includes early, normal, disability and mandatory retirement.

Voluntary Termination – Includes voluntary resignations and end of limited

term or interim appointments.

Involuntary Termination – Includes Reduction in Force layoffs and dismissals

related to misconduct or unsatisfactory work performance.

46 State of Vermont Workforce Report – FY 2004

Table 22 Voluntary Turnover by Years of Service (5 Year Average)

0-5 Years
(70.9%)
>20 Years
(2.5%)
16-20 Years
(3.6%)
First Year
11-15 Years (32.0%)
(8.9%)

Second Year
(16.6%)

Third Year
(10.8%)
6-10 Years
(14.1%) Fourth Year
(7.3%)

Fifth Year
(4.2%)

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. Movement between state departments is not considered as turnover for purposes of this analysis. Voluntary
turnover includes voluntary resignations and end of limited term or interim appointments.

Comments: From Fiscal Year 2000 to Fiscal Year 2004 the vast majority of voluntary terminations (five
year average 70.9%) occurred among employees with five or fewer years of service. When considering
those employees who voluntarily terminated in the first five years the largest percentage occurred in the
first year of employment (five year average 32.0%).

State of Vermont Workforce Report – FY 2004 47

Table 23 Exit Survey Results – Fiscal Year 2004

Level of Satisfaction
Of Exit Survey Respondents…
● 58% voluntarily terminated with two years or less of
Employment
service 49.3%
experience? 11.5%
● While 68.8% had accepted another job, 31.3% had not
been re-employed at the time they responded to the
survey The Leadership
22.7%
● The average age was 39. of Dept?
10.6%

Your
33.3% 34.8%
Coworkers?

Most Important Reasons Influencing

Percent
Decision to Leave Employment
Your
25.4% 25.4%
Workplace conflicts/tension/poor morale 38.8% Supervisor?
Problems with immediate supervisor 23.9%
Family circumstances 22.4%
Your Job? 25.4% 32.8%
Seeking higher pay 19.4%
Problems with higher management 19.4%
New job/career advancement opportunity 16.4% 0.0% 20.0% 40.0% 60.0% 80.0%

Note: Respondents were asked to choose up to three "most Very Satisfied Somewhat Satisfied
important" reasons. The percent represents the number of
respondents who indicated that statement as one of their
reasons.

View of the State of Vermont as an Employer - Employees who Voluntarily Terminated

Strongest Weakest
Attribute Percent Attribute Percent
Excellent Benefits 89.6% Good Morale 21.6%
Work that Makes a Difference 77.6% Open to Change 26.9%
Career Opportunities 76.1% Encourages Independent Decision Making 32.9%
Greater Job Security 69.7% Opportunities for Advancement 40.9%
Work/Family Flexibility 62.7% Values Employees 44.8%
Note: Percent of respondents who agreed or strongly agreed to the attributes when they thought of the State of Vermont
as an employer.

Source: Exit Hire Survey Results and Analysis – Fiscal Year 2004. Surveys were sent to 191 classified employees who voluntarily
terminated during FY 2004. A total of 67 responded for a response rate of 35.1%. The sample was 52.2% female and 44.8% male;
6.0% indicated they were an ethnic minority.

Comments: Exit survey results – employees who voluntarily terminated during Fiscal Year 2004 – show
that the most important reason influencing employees’ decision to voluntarily leave employment was
“workplace conflicts/tension/poor morale” (38.8%), followed by “problems with immediate supervisor”
(23.9) and “family circumstances” (22.4%).

Terminating employees left either satisfied or very satisfied with their “employment experience” (60.8%),
“your coworkers” (68.1%) and “your job” (58.2%). Satisfaction with “the leadership of department” was
the lowest at 33.3%.

Even among terminating employees the perception of the State of Vermont as an employer was overall
relatively positive. Over 60% agreed or strongly agreed that they thought of attributes such as “excellent
benefits”, “work that makes a difference”, “career opportunities”, “greater job security” and “work/family
flexibility” when considering the State of Vermont as an employer.

48 State of Vermont Workforce Report – FY 2004

Age and Length of Service

Highlights:

• At the end of Fiscal Year 2004 the average classified

employee was 45.6 years old and had an average length
of service of 12.5 years.

• 9.7% of the classified workforce were retirement eligible

at the end of Fiscal Year 2004. Within five years over a
quarter of the current workforce will be eligible to
retire.

• Over 25% of the classified employees in the Official and

Administrators occupational group are currently eligible
for retirement.

Workforce
Trends

State of Vermont Workforce Report – FY 2004 49

Table 24 Average Age of Classified Employees by Fiscal Year

45.8

45.6
45.6

45.4 45.5

45.2
Average Age

45 45.1

44.8

44.8

44.6

44.5
44.4

44.2

44
2000 2001 2002 2003 2004
Fiscal Year

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004.

Comments: The average age of classified employees has been steadily rising over the five-year time
period from an average of 44.5 years in Fiscal Year 2000 to an average of 45.6 years in Fiscal Year 2004.

Benchmarking
New England State Governments – Average Age

Connecticut 46.6
Massachusetts 45.2
Maine 46.6
New Hampshire 45.0
Vermont 45.6
Source: Connecticut Department of Administrative Services (FY ’04); Commonwealth of
Massachusetts, Human Resources Division (FY ’04); New Hampshire, Division of Personnel
2003 Annual Report (FY ’03); Maine, Bureau of Human Resources (FY ’04).

50 State of Vermont Workforce Report – FY 2004

Table 25 Employee Age Groups by Department - Fiscal Year 2004

Department Age Groups Average

<25 25-34 35-44 45-54 55-65 >65 Age
Aging & Disabilities 13 49 87 71 1 49.1
Agriculture 1 10 22 39 11 45.4
Attorney General 8 8 7 5 43.8
BISHCA 14 22 31 10 1 44.9
Buildings & General Services 11 33 102 155 85 10 47.2
Child Support Services 1 15 31 34 33 1 46.6
Commerce & Community Development 2 7 19 29 21 1 47.8
Corrections 44 252 338 306 153 5 42.1
Developmental & Mental Health Services 8 22 42 17 47.3
Education 1 22 42 55 54 3 47.9
Employment & Training 3 31 52 102 93 4 48.9
Environmental Board 1 2 18 4 1 50.0
Environmental Conservation 1 31 74 106 47 2 46.3
Finance & Management 6 7 8 14 47.8
Fish & Wildlife 4 18 38 43 11 42.9
Forest, Parks & Recreation 16 20 53 30 48.2
Health 2 80 113 204 133 7 47.0
Human Services 5 8 24 10 48.4
Information and Innovation 2 7 13 17 10 45.5
Labor & Industry 1 6 21 28 18 5 49.1
Libraries 5 11 15 2 53.9
Liquor Control 9 20 15 8 1 44.3
Military 1 14 37 39 15 1 44.7
Natural Resources 5 13 10 10 1 47.1
PATH 1 47 84 172 100 6 48.1
Personnel 8 17 17 9 1 45.3
Public Safety 7 142 184 124 46 5 40.8
Public Service 7 10 9 10 1 46.6
Secretary of State 6 8 14 12 1 47.8
Small Departments 2 12 13 7 1 47.5
Social & Rehabilitation Services 2 77 100 128 85 2 45.2
State Treasurer 5 9 11 4 44.0
Taxes 2 18 34 50 65 5 49.3
Transportation 30 151 382 406 295 12 45.9
Vermont Lottery Commission 2 8 4 4 46.3
Vermont State Hospital 13 38 34 57 38 1 43.4
Vermont Veterans' Home 6 30 58 62 43 1 45.2
Grand Total 135 1144 2018 2530 1596 82 45.6
Percent 1.8% 15.2% 26.9% 33.7% 21.3% 1.1%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Year 2004. “Small Departments” have 10 or fewer employees (See Appendix B).

Comments: Departments with the highest average age include Libraries (53.9) and Taxes (49.3).

State of Vermont Workforce Report – FY 2004 51

Table 26 Length of Service Categories by Department - Fiscal Year 2004

Department Length of Service (in years) Average

<5 5-9 10-14 15-19 20-24 25-30 >30 LOS
Aging & Disabilities 69 49 27 35 17 15 9 11.2
Agriculture 23 6 13 19 9 9 4 13.3
Attorney General 13 7 1 2 1 3 1 9.0
BISHCA 26 16 18 9 4 3 2 9.8
Buildings & General Services 152 63 39 52 37 31 22 11.1
Child Support Services 17 25 16 21 11 18 7 14.7
Commerce & Community Development 18 14 10 19 6 8 4 13.6
Corrections 429 204 168 107 93 82 15 9.7
Developmental & Mental Health Services 16 18 9 15 14 16 1 14.7
Education 68 40 17 24 8 13 7 10.2
Employment & Training 50 46 32 37 38 62 20 16.4
Environmental Board 1 4 5 5 6 5 16.7
Environmental Conservation 59 39 40 49 22 37 15 14.1
Finance & Management 9 4 7 3 4 3 5 14.3
Fish & Wildlife 22 18 19 22 17 8 8 14.3
Forest, Parks & Recreation 17 16 8 17 15 23 23 19.2
Health 180 120 55 82 33 51 18 10.9
Human Services 10 7 7 10 3 8 2 14.7
Information and Innovation 12 13 4 5 3 7 5 13.7
Labor & Industry 19 15 9 19 9 4 4 12.7
Libraries 7 3 2 8 3 9 1 16.7
Liquor Control 16 10 7 3 5 8 4 13.4
Military 28 16 9 24 11 9 10 13.9
Natural Resources 5 10 9 3 2 4 6 15.3
PATH 72 70 55 66 60 61 26 15.3
Personnel 14 6 9 10 6 6 1 12.9
Public Safety 162 108 62 84 51 29 12 10.8
Public Service 12 9 6 4 1 3 2 10.8
Secretary of State 11 9 4 10 5 2 11.2
Small Departments 16 5 3 2 3 4 2 11.3
Social & Rehabilitation Services 113 83 50 62 33 35 18 12.0
State Treasurer 12 4 4 5 1 2 1 10.2
Taxes 33 41 10 30 17 22 21 15.1
Transportation 363 177 148 191 122 141 134 14.3
Vermont Lottery Commission 5 1 1 5 4 1 1 15.3
Vermont State Hospital 76 34 15 12 10 24 10 10.9
Vermont Veterans' Home 75 27 35 41 12 9 1 9.8
Grand Total 2230 1337 933 1112 696 775 422 12.5
Percent 29.7% 17.8% 12.4% 14.8% 9.3% 10.3% 5.6%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Year 2004. . “Small Departments” have 10 or fewer employees (See Appendix B).

Comments: The average length of service for classified employees was 12.5 years. Departments with
high average length of service include Forest, Parks & Recreation (19.2), Libraries (16.7) and Employment
& Training (16.4).

52 State of Vermont Workforce Report – FY 2004

Table 27 Projected Retirement Eligibility by Occupational Group

Projected Eligible
Five Year Ten Year
Cumulative Cumulative
Eligible Projected Projected
Occupational Group FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 Eligible Eligible
Office/Clerical 10.1% 1.9% 3.7% 3.9% 3.1% 5.3% 28.0% 44.9%
Officials and Administrators 25.8% 4.9% 7.7% 2.8% 6.1% 6.1% 53.4% 74.2%
Paraprofessionals 3.6% 0.9% 1.8% 1.3% 1.3% 2.2% 11.2% 29.0%
Professionals 10.0% 3.1% 3.3% 2.9% 4.4% 4.7% 28.4% 46.5%
Protective Service 3.2% 0.8% 0.7% 0.5% 1.8% 1.5% 7.4% 18.8%
Service Maintenance 9.3% 2.9% 1.5% 4.4% 5.4% 2.4% 25.9% 37.1%
Skilled Craft 9.3% 2.6% 2.6% 3.5% 3.0% 4.4% 25.5% 46.4%
Technicians 9.9% 2.4% 2.4% 3.1% 2.9% 4.6% 25.3% 42.6%
Total 9.7% 2.7% 3.1% 2.7% 3.7% 4.2% 25.6% 42.7%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Year 2004. Retirement eligibility was determined if at the end of Fiscal Year 2004 the employee met one of the following conditions:
(1) Five or more years of service (vested) and age 62; or (2) 30 years of service. These are the criteria for “Group F” retirement
members, which include almost all classified employees. Some law enforcement employees have different eligibility criteria (“Group
C”) and for these employees eligibility was based on five or more years of service (vested) and age 55. Finally, according to the
Report on the Actuarial Valuation of the Vermont State Employees’ Retirement System Prepared as of June 30, 2004, there are a
small number (33) of employees who remain in “Category A”, which has slightly different criteria for eligibility. For purposes of this
analysis these employees could not be identified so have been included under the “Group F” eligibility criteria. Numbers for each
year do not carry over to the next year. Projections are based on employee’s age and length of service at Fiscal 2004 year-end.

Comments: At the end of Fiscal Year 2004, 9.7% of the classified workforce met eligibility criteria for
normal retirement. Over a quarter of employees in the Officials and Administrators occupational group
are currently eligible for retirement.

The five-year projection shows that overall an additional 2.7% of employees becoming eligible in Fiscal
Year 2005. The projections show the percentage generally rising each year to 4.2% in Fiscal Year 2009.
By Fiscal Year 2009, 25.6% of the current workforce is projected to be retirement eligible. Perhaps most
striking is that over one-half of the classified managers and administrators in state government (Officials
and Administrators) will be eligible for retirement in five years.

The ten year projection to Fiscal Year 2014 shows that nearly one-half (43%) of the Fiscal Year 2004
workforce will be retirement eligible.

State of Vermont Workforce Report – FY 2004 53

Table 28 Projected Retirement Eligible by Department

Projected Eligible Five Year Ten Year

Cumulative Cumulative
Eligible Projected Projected
Department FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 Eligible Eligible
Aging & Disabilities 8.1% 1.4% 3.6% 5.4% 4.1% 5.0% 27.6% 49.3%
Agriculture 6.0% 4.8% 3.6% 2.4% 2.4% 2.4% 21.7% 36.1%
Attorney General 3.6% 3.6% 3.6% 0.0% 0.0% 10.7% 21.4% 39.3%
BISHCA 6.4% 1.3% 2.6% 1.3% 0.0% 3.8% 15.4% 37.2%
Buildings & General Services 10.6% 3.5% 3.0% 2.0% 2.8% 4.5% 26.5% 43.2%
Child Support Services 9.6% 0.9% 6.1% 2.6% 7.0% 9.6% 35.7% 47.0%
Commerce & Community Dev. 10.1% 3.8% 1.3% 2.5% 5.1% 6.3% 29.1% 48.1%
Corrections 4.2% 2.2% 1.7% 1.8% 2.7% 3.3% 15.9% 30.1%
Developmental & MH Services 3.4% 3.4% 5.6% 5.6% 5.6% 4.5% 28.1% 52.8%
Education 9.0% 2.8% 4.5% 2.8% 5.1% 4.5% 28.8% 46.9%
Employment & Training 15.4% 6.3% 4.9% 4.2% 5.6% 7.0% 43.5% 58.9%
Environmental Board 3.8% 3.8% 0.0% 3.8% 3.8% 15.4% 30.8% 61.5%
Environmental Conservation 9.2% 2.3% 3.4% 2.3% 3.4% 4.6% 25.3% 39.8%
Finance & Management 17.1% 2.9% 0.0% 5.7% 8.6% 8.6% 42.9% 54.3%
Fish & Wildlife 7.5% 0.0% 0.9% 0.0% 0.9% 5.7% 15.1% 34.2%
Forest, Parks & Recreation 22.7% 3.4% 2.5% 0.0% 10.1% 4.2% 42.9% 56.3%
Health 6.9% 4.3% 3.0% 2.0% 5.4% 3.5% 25.0% 44.3%
Human Services 8.5% 8.5% 2.1% 2.1% 4.3% 4.3% 29.8% 51.1%
Information and Innovation 10.2% 2.0% 6.1% 6.1% 4.1% 2.0% 30.6% 51.0%
Labor & Industry 13.9% 2.5% 1.3% 2.5% 3.8% 1.3% 25.3% 49.4%
Libraries 15.2% 6.1% 9.1% 9.1% 3.0% 3.0% 45.5% 72.7%
Liquor Control 13.2% 3.8% 3.8% 3.8% 1.9% 3.8% 30.2% 37.7%
Military 10.3% 1.9% 0.9% 0.9% 4.7% 6.5% 25.2% 36.4%
Natural Resources 17.9% 0.0% 7.7% 5.1% 2.6% 0.0% 33.3% 46.2%
PATH 11.7% 4.4% 4.9% 3.7% 4.9% 3.2% 32.7% 54.4%
Personnel 3.8% 0.0% 1.9% 3.8% 3.8% 7.7% 21.2% 40.4%
Public Safety 9.3% 1.2% 1.9% 4.3% 4.3% 2.3% 23.3% 29.3%
Public Service 8.1% 0.0% 5.4% 5.4% 2.7% 5.4% 27.0% 40.5%
Secretary of State 4.9% 0.0% 7.3% 2.4% 4.9% 7.3% 26.8% 48.8%
Small Departments 5.7% 2.9% 2.9% 5.7% 0.0% 5.7% 22.9% 48.6%
Social & Rehabilitation Services 7.1% 2.5% 3.0% 2.5% 4.1% 4.8% 24.1% 41.1%
State Treasurer 3.4% 3.4% 6.9% 0.0% 0.0% 0.0% 13.8% 24.1%
Taxes 21.3% 2.9% 2.9% 3.4% 5.2% 5.2% 40.8% 58.6%
Transportation 13.9% 1.8% 3.0% 3.3% 2.9% 4.4% 29.4% 46.2%
Vermont Lottery Commission 11.1% 0.0% 5.6% 0.0% 0.0% 0.0% 16.7% 44.4%
Vermont State Hospital 9.4% 1.7% 2.2% 3.9% 2.8% 5.5% 25.4% 39.2%
Vermont Veterans' Home 5.5% 2.0% 2.5% 2.5% 2.5% 4.0% 19.0% 39.5%
Grand Total 9.7% 2.7% 3.1% 2.8% 3.8% 4.4% 26.5% 42.7%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Year 2004. “Small Departments” have 10 or fewer employees (See Appendix B). Please see Table 25 for a description of the
method used to produce the retirement projections.

Comments: Departments that currently have 20% or more of their classified workforce retirement
eligible include Forest, Parks & Recreation and Taxes. Departments that are projected to have significant
levels of retirement eligible employees in five years include Libraries (45.5%), Employment & Training
(43.5%), Forest, Parks & Recreation (42.9%), and Finance & Management (42.9%).
54 State of Vermont Workforce Report – FY 2004
Compensation

Highlights:

• For Fiscal Year 2004 the average salary for classified

employees was $41,040, a 2.2% increase over the Fiscal
Year 2003 average.

• Employees categorized as Officials and Administrators

had the highest average salary ($67,463), while those in
the Service Maintenance occupational group had the
lowest average salary ($24,263).

• Overtime costs were $12,662,245 for Fiscal Year 2004,

a 10.2% increase from Fiscal Year 2003.

• Compensatory time costs were $3,015,243 for Fiscal

Year 2004, a 4.1% increase over Fiscal Year 2003.

Workforce
Trends

State of Vermont Workforce Report – FY 2004 55

Table 29 Average Salary for Classified Employees by Fiscal Year

$42,000

$41,000
$41,040
(2.4%)
$40,000
$40,073
(5.1%)
$39,000

$38,000
Average Salary

$38,123
(6.7%)
$37,000

$36,000

$35,719
$35,000 (5.0%)

$34,000
$34,014

$33,000

$32,000
2000 2001 2002 2003 2004
Fiscal Year

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. Annual salary is base rate actually paid and does not include benefits or any overtime.

Comments: For Fiscal Year 2004 the average salary for classified employees was $41,040, a 2.4%
increase over the Fiscal Year 2003 average. Several factors contribute to change in average annual
salary. Many employees are eligible for step movement within the pay plan each year. Cost of Living
Adjustments (COLAs) are based on collective bargaining agreements (See box below). In addition,
classification actions and promotions, higher paid employees retiring and newly hired employees coming in
lower on the pay scale all affect average salary. The percentages noted in parentheses reflect the percent
change from the previous year.

State of Vermont and VSEA Negotiated Salary Increases

Fiscal Year Total Average Salary Adjustments

2000 4.8% (includes 1.8% for steps)

2001 4.8% (includes 1.8% for steps)

2002 6.48% (includes 1.98% for steps; 3% value of $.50/hour in July ’01;
1.5% value of $.25/hour in January ’02)

2003 4.98% (includes 1.98% for steps)

2004 3.48% (includes 1.98% for steps)

56 State of Vermont Workforce Report – FY 2004

Table 30 Average Salary for Classified Employees by Occupational Group –
Fiscal Year 2004

Technicians $36,465

Skilled Craft $33,157

Service Maintenance $24,263

Protective Service $37,877

Professionals $45,420

Paraprofessionals $30,105

Officials and Administrators $67,463

Office/Clerical $30,310

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000

Average Annual Salary

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Year 2004. Occupational categories are based on the Equal Employment Opportunity Commission’s occupational categories for state
and local government (EEO-4). Appendix A gives a full definition of each category.

Comments: Of the eight occupational categories those employees in the Service Maintenance category
had the lowest average salary at $24,263 while those employees categorized as Official & Administrators
had the highest average at $67,463.

State of Vermont Workforce Report – FY 2004 57

Table 31 Overtime Costs by Department and Fiscal Year

% Change
Department FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY03 to FY04
Aging & Disabilities $15,361 $16,099 $16,600 $22,756 $29,875 31.3%
Agriculture $24,512 $5,961 $17,216 $4,073 $9,043 122.0%
Attorney General $2,826 $3,475 $3,019 $4,711 $3,838 -18.5%
Banking, Insurance & Securities $25,299 $31,749 $19,873 $26,929 $30,284 12.5%
Buildings & General Services $456,963 $547,671 $582,894 $519,507 $488,305 -6.0%
Child Support Services $20,176 $39,005 $24,698 $18,411 $15,969 -13.3%
Commerce & Community Dev. $64,625 $71,185 $44,463 $28,556 $35,407 24.0%
Corrections $3,172,492 $2,544,935 $2,895,018 $2,488,394 $3,005,293 20.8%
Defender General $149 $374 n/a
Developmental & MH Services $1,454 $2,620 $752 $857 $1,360 58.8%
Education $135,512 $164,784 $121,885 $60,665 $43,075 -29.0%
Employment & Training $163,669 $121,196 $145,182 $94,753 $44,206 -53.3%
Environmental Board $241 $424 $759 $619 $157 -74.7%
Environmental Conservation $85,042 $67,155 $65,708 $66,540 $75,411 13.3%
Finance & Management $7,428 $9,358 $13,170 $4,916 $8,414 71.2%
Fish & Wildlife $241,709 $264,108 $270,166 $308,441 $309,916 0.5%
Forest, Parks & Recreation $194,907 $205,074 $189,150 $227,911 $212,863 -6.6%
Governor's Office $68 $81 n/a
Health $123,821 $185,133 $215,220 $232,204 $225,036 -3.1%
Human Services $7,444 $15,860 $14,861 $7,753 $8,809 13.6%
Information & Innovation $42,161 n/a
Labor & Industry $61,478 $61,073 $49,968 $55,546 $76,903 38.4%
Libraries $0 $0 $120 $0 $0 n/a
Liquor Control $188,940 $179,854 $114,941 $112,606 $118,268 5.0%
Military $105,680 $130,926 $103,227 $101,429 $90,863 -10.4%
Natural Resources $75,623 $73,019 $75,693 $83,106 $69,467 -16.4%
PATH $73,876 $107,756 $118,114 $119,863 $174,967 46.0%
Personnel $19,997 $42,479 $47,909 $1,010 $4,438 339.5%
Public Safety $2,418,878 $2,591,484 $2,731,136 $2,557,697 $3,260,288 27.5%
Public Service $88,295 $58,752 $51,506 $27,275 $21,376 -21.6%
Secretary of State $5,031 $22,010 $8,962 $11,994 $3,824 -68.1%
Small Departments $64,982 $64,360 $57,143 $71,108 $68,490 -3.7%
Social & Rehabilitation Services $346,012 $365,268 $484,453 $381,505 $405,210 6.2%
State Treasurer $2,572 $4,096 $8,947 $7,713 $4,952 -35.8%
State's Attorneys & Sheriffs $4,423 $17,346 $45,533 $63,022 $66,116 4.9%
Tax $146,478 $169,493 $195,492 $14,128 $18,910 33.9%
Transportation $2,986,675 $3,278,753 $2,731,134 $2,608,777 $2,436,913 -6.6%
Vermont Lottery Commission $19,449 $24,904 $11,276 $12,574 $26,775 112.9%
Vermont State Hospital $419,274 $540,818 $584,077 $550,726 $615,278 11.7%
Vermont Veterans' Home $382,646 $515,000 $582,899 $588,517 $609,410 3.6%
Grand Total $12,153,938 $12,543,252 $12,643,243 $11,486,593 $12,662,245 10.2%
% Change from Previous FY 3.2% 0.8% -9.1% 10.2%

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified, exempt and
temporary) for Fiscal Years 2000 to 2004. “Small Departments” have 10 or fewer employees (See Appendix B).

Comments: Overtime costs increased 10.2% from Fiscal Year 2003 to Fiscal Year 2004.

58 State of Vermont Workforce Report – FY 2004

Table 32 Compensatory Time Costs by Department and Fiscal Year

% Change
Department FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY03 To FY04
Aging & Disabilities $30,834 $46,786 $39,407 $50,987 $44,551 -12.6%
Agriculture $49,912 $45,705 $38,221 $39,590 $38,900 -1.7%
Attorney General $11,621 $8,522 $9,766 $8,735 $17,348 98.6%
Banking, Insurance & Securities $15,660 $18,811 $17,344 $20,008 $16,306 -18.5%
Buildings & General Services $100,783 $104,480 $128,132 $145,232 $162,467 11.9%
Child Support Services $28,730 $28,828 $17,927 $20,695 $14,459 -30.1%
Commerce & Community Development $36,393 $39,450 $41,895 $51,123 $55,155 7.9%
Corrections $226,489 $221,602 $220,708 $239,413 $301,684 26.0%
Defender General $17 -$138 $196 n/a
Developmental & MH Services $29,921 $21,938 $26,293 $21,663 $22,354 3.2%
Education $80,305 $83,466 $103,505 $124,829 $106,564 -14.6%
Employment & Training $34,399 $54,208 $43,225 $49,299 $37,930 -23.1%
Environmental Board $14,362 $16,688 $11,431 $12,868 $12,599 -2.1%
Environmental Conservation $97,816 $116,141 $116,716 $115,493 $125,251 8.4%
Finance & Management $6,713 $4,809 $20,078 $10,446 $16,396 57.0%
Fish & Wildlife $71,899 $62,051 $57,530 $51,907 $59,202 14.1%
Forest, Parks & Recreation $33,990 $37,426 $32,755 $38,013 $51,205 34.7%
Health $230,529 $231,910 $240,145 $234,983 $233,710 -0.5%
Human Services $15,870 $14,538 $9,758 $11,031 $14,453 31.0%
Information & Innovation $13,194 n/a
Labor & Industry $16,576 $19,770 $20,734 $22,922 $32,114 40.1%
Libraries $1,515 $1,921 $1,380 $1,383 $720 -47.9%
Liquor Control $15,397 $17,114 $10,410 $18,404 $16,330 -11.3%
Military $48,182 $61,306 $55,679 $74,474 $75,730 1.7%
Natural Resources $10,570 $11,965 $8,388 $8,469 $10,471 23.6%
PATH $60,092 $81,891 $79,528 $77,183 $119,714 55.1%
Personnel $10,657 $13,763 $13,356 $12,387 $10,048 -18.9%
Public Safety $256,486 $256,907 $308,351 $323,518 $348,122 7.6%
Public Service $14,181 $13,398 $17,451 $10,254 $14,768 44.0%
Secretary of State $9,533 $10,986 $11,530 $11,006 $17,627 60.2%
Small Departments $19,355 $13,092 $19,622 $13,808 $13,765 -0.3%
Social & Rehabilitation Services $199,158 $184,616 $205,937 $220,853 $207,828 -5.9%
State Treasurer $3,796 $3,117 $2,942 $1,778 $916 -48.5%
State's Attorneys & Sheriffs $345 $1,635 $25 $223 $368 65.2%
Tax $18,089 $20,028 $24,308 $8,245 $7,739 -6.1%
Transportation $471,386 $582,779 $612,081 $762,266 $676,817 -11.2%
Vermont Lottery Commission $1,589 $3,958 $1,413 $652 $2,435 273.8%
Vermont State Hospital $47,468 $49,372 $48,223 $48,966 $65,581 33.9%
Vermont Veterans' Home $14,564 $24,287 $34,638 $32,207 $50,227 56.0%
Grand Total $2,335,179 $2,529,126 $2,650,832 $2,895,311 $3,015,243 4.1%
% Change from Previous FY 8.3% 4.8% 9.2% 4.1%

Source: The state’s Human Resource Management System. Data include all Executive branch employees (classified and exempt) for
Fiscal Years 2000 to 2004. “Small Departments” have 10 or fewer employees (See Appendix B).

Comments: Compensatory time costs have increased 4.1% from Fiscal Year 2003 to Fiscal Year 2004.

State of Vermont Workforce Report – FY 2004 59

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60 State of Vermont Workforce Report – FY 2004

Diversity

Highlights:

• The State of Vermont’s classified workforce closely

mirrors Vermont’s civilian labor force in terms of
gender.

• An over 1% increase in minority representation in the

civilian labor force (2003 population survey) to 2.8%
now compares to the 1.8% percentage found in the
State of Vermont’s classified workforce in Fiscal Year
2004.

• In Fiscal Year 2004 the classified workforce was

composed of 48.2% females and 51.8% males.
Minorities make up 1.8% of the employee population.

• Two departments – Transportation and Corrections –

account for over 45% of the minority representation
among classified State of Vermont employees.

• Based on recent survey results it is projected that 16.8%

of classified employees have a disability, as defined by
the Americans with Disabilities Act criteria.

Workforce
Trends

State of Vermont Workforce Report – FY 2004 61

Table 33 Ethnic and Gender Representation by Fiscal Year and Comparison to
Vermont Civilian Labor Force

State of Vermont Classified Workforce

Gender Ethnic Status

Female Male White Minority
Fiscal Year Number Percent Number Percent Number Percent Number Percent Total
2000 3316 47.8% 3621 52.2% 6819 98.3% 118 1.7% 6937
2001 3412 48.1% 3684 51.9% 6975 98.3% 121 1.7% 7096
2002 3512 48.4% 3738 51.6% 7122 98.2% 128 1.8% 7250
2003 3548 48.4% 3778 51.6% 7196 98.2% 130 1.8% 7326
2004 3616 48.2% 3889 51.8% 7370 98.2% 135 1.8% 7505

Vermont Civilian Labor Force

Gender Ethnic Status

Female Male White Minority
Year Number Percent Number Percent Number Percent Number Percent Total
2000 161,000 48.5% 170,000 51.2% 326,000 98.2% 6,000 1.8% 332,000
2001 162,000 48.4% 173,000 51.6% 329,000 98.2% 6,000 1.8% 335,000
2002 170,000 48.7% 179,000 51.3% 343,000 98.3% 6,000 1.7% 349,000
2003 167,000 47.6% 184,000 52.4% 341,000 97.2% 10,000 2.8% 351,000

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. Civilian Labor Force data from 2000, 2001, 2002, and 2003 population surveys, U.S. Department of Labor,
Bureau of Labor Statistics ([Link] Note: Labor force numbers are rounded to the nearest thousand.

Comments: The latest population figures available (2003) show Vermont’s civilian labor force to be
comprised of 52.4% male and 47.6% female, which closely mirrors the State of Vermont’s classified
workforce. However, the Vermont civilian workforce population estimates for minority representation
show an over 1% increase to 2.8% in 2003, compared to the 1.8% percentage representation found in
the State of Vermont’s classified workforce in Fiscal Years 2003 and 2004.

Benchmarking
New England State Governments – Gender and Ethnic Representation

% Male/% Female % Minority

Connecticut 52.3%/47.7% 27.2%

Massachusetts 48.2%/51.8% 21.5%
Maine 50.2%/49.8% 23.1%
New Hampshire 49.7%/50.3% 02.6%
Vermont 51.8%/48.2% 01.8 %
Source: Connecticut Department of Administrative Services (FY ’04); Commonwealth of
Massachusetts, Human Resources Division (FY ’04); New Hampshire, Division of Personnel 2003
Annual Report (FY ’03); Maine, Bureau of Human Resources (FY ’04).

62 State of Vermont Workforce Report – FY 2004

Table 34 Ethnic Representation by Department by Fiscal Year

Five Year
FY 2000 FY 2001 FY 2002 FY 2003 FY 2004
Average
Department

Minority

Minority

Minority

Minority

Minority

Minority
White

White

White

White

White

White
Aging & Disabilities 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0%
Agriculture 1.2% 98.8% 1.3% 98.8% 1.2% 98.8% 1.3% 98.8% 0.0% 100.0% 1.2% 99.0%
Attorney General 3.7% 96.3% 4.3% 95.7% 3.4% 96.6% 3.4% 96.6% 3.6% 96.4% 3.7% 96.3%
BISHCA 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0%
Buildings & General Services 2.7% 97.3% 2.3% 97.7% 1.7% 98.3% 2.1% 97.9% 2.3% 97.7% 2.3% 97.8%
Child Support Services 3.6% 96.4% 3.6% 96.4% 2.7% 97.3% 2.7% 97.3% 2.6% 97.4% 3.1% 97.0%
Commerce & Community Dev. 1.3% 98.7% 2.4% 97.6% 2.4% 97.6% 2.5% 97.5% 2.5% 97.5% 2.3% 97.8%
Corrections 2.7% 97.3% 2.4% 97.6% 2.5% 97.5% 2.8% 97.2% 2.8% 97.2% 2.6% 97.4%
Developmental & MH Services 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0%
Education 1.4% 98.6% 1.2% 98.8% 1.7% 98.3% 0.6% 99.4% 0.6% 99.4% 1.3% 98.9%
Employment & Training 0.9% 99.1% 0.9% 99.1% 0.9% 99.1% 0.9% 99.1% 1.1% 98.9% 0.9% 99.1%
Environmental Board 3.7% 96.3% 3.6% 96.4% 3.7% 96.3% 3.8% 96.2% 3.8% 96.2% 3.7% 96.3%
Environmental Conservation 1.6% 98.4% 1.5% 98.5% 1.9% 98.1% 2.3% 97.7% 2.3% 97.7% 2.0% 98.1%
Finance & Management 3.3% 96.7% 4.0% 96.0% 3.0% 97.0% 3.2% 96.8% 2.9% 97.1% 3.3% 96.8%
Fish & Wildlife 1.7% 98.3% 1.7% 98.3% 1.8% 98.2% 0.8% 99.2% 0.9% 99.1% 1.5% 98.6%
Forest, Parks & Recreation 1.7% 98.3% 0.8% 99.2% 0.9% 99.1% 0.0% 100.0% 0.0% 100.0% 1.3% 99.3%
Health 1.5% 98.5% 1.9% 98.1% 1.7% 98.3% 1.5% 98.5% 1.5% 98.5% 1.6% 98.4%
Human Services 1.6% 98.4% 1.9% 98.1% 1.8% 98.2% 2.2% 97.8% 2.1% 97.9% 1.9% 98.1%
Information and Innovation 0.0% 100.0% n/a n/a
Labor & Industry 1.3% 98.7% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 1.3% 99.7%
Libraries 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 3.0% 97.0% 3.0% 97.0% 3.0% 98.8%
Liquor Control 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0%
Military 2.3% 97.7% 4.0% 96.0% 4.6% 95.4% 4.7% 95.3% 4.7% 95.3% 4.3% 95.9%
Natural Resources 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0%
PATH 0.3% 99.7% 0.2% 99.8% 0.7% 99.3% 1.0% 99.0% 1.0% 99.0% 0.8% 99.4%
Personnel 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0%
Public Safety 1.1% 98.9% 1.4% 98.6% 1.4% 98.6% 1.5% 98.5% 1.4% 98.6% 1.4% 98.6%
Public Service 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0%
Secretary of State 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0%
Small Departments 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0%
Social & Rehabilitation Services 1.8% 98.2% 1.6% 98.4% 1.5% 98.5% 1.8% 98.2% 1.8% 98.2% 1.7% 98.3%
State Treasurer 0.0% 100.0% 0.0% 100.0% 3.8% 96.2% 3.8% 96.2% 3.4% 96.6% 3.7% 97.8%
Taxes 1.7% 98.3% 1.7% 98.3% 2.2% 97.8% 1.7% 98.3% 1.1% 98.9% 1.8% 98.3%
Transportation 2.1% 97.9% 2.2% 97.8% 2.4% 97.6% 2.4% 97.6% 2.4% 97.6% 2.3% 97.7%
Vermont Lottery Commission 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0% 0.0% 100.0%
Vermont State Hospital 3.9% 96.1% 3.2% 96.8% 3.9% 96.1% 2.8% 97.2% 3.9% 96.1% 3.5% 96.5%
Vermont Veterans' Home 1.7% 98.3% 2.3% 97.7% 1.5% 98.5% 1.4% 98.6% 1.5% 98.5% 1.7% 98.3%
Grand Total 1.7% 98.3% 1.7% 98.3% 1.8% 98.2% 1.8% 98.2% 1.8% 98.2% 1.8% 98.3%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. “Small Departments” have 10 or fewer employees (See Appendix B).

Comments: In terms of actual numbers for Fiscal Year 2004, two departments - and Corrections (31
minority employees) and Transportation (30 minority employees) - account for over 45% of the minority
representation among classified State of Vermont employees.

State of Vermont Workforce Report – FY 2004 63

Table 35 Gender Representation by Department by Fiscal Year
Five Year
Department FY 2000 FY 2001 FY 2002 FY 2003 FY 2004
Average

Female

Female

Female

Female

Female

Female
Male

Male

Male

Male

Male

Male
Aging & Disabilities 70.2% 29.8% 69.4% 30.6% 70.6% 29.4% 71.0% 29.0% 71.0% 29.0% 70.5% 29.5%
Agriculture 33.3% 66.7% 33.8% 66.3% 33.3% 66.7% 32.5% 67.5% 33.7% 66.3% 33.3% 66.7%
Attorney General 55.6% 44.4% 60.9% 39.1% 65.5% 34.5% 65.5% 34.5% 71.4% 28.6% 64.4% 36.8%
BISHCA 50.7% 49.3% 51.4% 48.6% 48.6% 51.4% 51.3% 48.7% 55.1% 44.9% 51.6% 48.6%
Buildings & General Services 27.5% 72.5% 28.2% 71.8% 29.8% 70.2% 28.8% 71.2% 30.3% 69.7% 29.0% 71.0%
Child Support Services 70.3% 29.7% 71.2% 28.8% 70.3% 29.7% 72.1% 27.9% 70.4% 29.6% 70.8% 29.2%
Commerce & Community Dev. 63.3% 36.7% 62.4% 37.6% 62.7% 37.3% 63.8% 36.3% 60.8% 39.2% 62.6% 37.5%
Corrections 30.3% 69.7% 31.0% 69.0% 31.5% 68.5% 31.3% 68.7% 31.9% 68.1% 31.2% 68.8%
Developmental & MH Services 69.9% 30.1% 70.1% 29.9% 71.4% 28.6% 69.8% 30.2% 68.5% 31.5% 70.0% 30.0%
Education 72.0% 28.0% 74.8% 25.2% 76.0% 24.0% 74.1% 25.9% 71.2% 28.8% 73.6% 26.4%
Employment & Training 63.2% 36.8% 63.6% 36.4% 63.8% 36.3% 63.2% 36.8% 62.1% 37.9% 63.2% 36.8%
Environmental Board 66.7% 33.3% 67.9% 32.1% 66.7% 33.3% 69.2% 30.8% 69.2% 30.8% 67.9% 32.1%
Environmental Conservation 35.8% 64.2% 36.7% 63.3% 36.6% 63.4% 37.0% 63.0% 36.8% 63.2% 36.6% 63.4%
Finance & Management 56.7% 43.3% 56.0% 44.0% 60.6% 39.4% 61.3% 38.7% 57.1% 42.9% 58.4% 41.7%
Fish & Wildlife 16.1% 83.9% 17.4% 82.6% 18.4% 81.6% 20.3% 79.7% 20.2% 79.8% 18.6% 81.6%
Forest, Parks & Recreation 22.2% 77.8% 22.5% 77.5% 22.2% 77.8% 27.0% 73.0% 27.7% 72.3% 24.6% 75.8%
Health 80.3% 19.7% 80.7% 19.3% 80.7% 19.3% 80.1% 19.9% 80.7% 19.3% 80.5% 19.5%
Human Services 63.9% 36.1% 66.0% 34.0% 61.8% 38.2% 64.4% 35.6% 72.3% 27.7% 65.6% 34.8%
Information & Innovation 32.7% 67.3% n/a n/a
Labor & Industry 33.3% 66.7% 31.9% 68.1% 31.6% 68.4% 33.3% 66.7% 32.9% 67.1% 32.6% 67.4%
Libraries 66.7% 33.3% 69.7% 30.3% 67.7% 32.3% 69.7% 30.3% 69.7% 30.3% 68.7% 31.4%
Liquor Control 39.2% 60.8% 37.7% 62.3% 33.3% 66.7% 28.8% 71.2% 32.1% 67.9% 34.6% 66.0%
Military 13.6% 86.4% 11.1% 88.9% 13.9% 86.1% 15.1% 84.9% 14.0% 86.0% 13.7% 86.4%
Natural Resources 50.0% 50.0% 50.0% 50.0% 55.2% 44.8% 47.5% 52.5% 46.2% 53.8% 49.7% 50.8%
PATH 77.1% 22.9% 78.1% 21.9% 77.7% 22.3% 77.3% 22.7% 78.5% 21.5% 77.7% 22.3%
Personnel 77.1% 22.9% 79.2% 20.8% 79.2% 20.8% 78.4% 21.6% 80.8% 19.2% 79.0% 21.1%
Public Safety 28.5% 71.5% 29.4% 70.6% 30.1% 69.9% 30.0% 70.0% 28.9% 71.1% 29.4% 70.6%
Public Service 47.4% 52.6% 48.6% 51.4% 51.4% 48.6% 55.3% 44.7% 59.5% 40.5% 52.8% 48.0%
Secretary of State 75.6% 24.4% 75.0% 25.0% 76.3% 23.7% 76.3% 23.7% 73.2% 26.8% 75.3% 24.8%
Small Departments 56.8% 43.2% 52.3% 47.7% 44.2% 55.8% 47.2% 52.8% 48.6% 51.4% 50.1% 50.4%
Social & Rehabilitation Services 71.5% 28.5% 72.0% 28.0% 72.0% 28.0% 71.2% 28.8% 71.1% 28.9% 71.5% 28.5%
State Treasurer 73.1% 26.9% 61.5% 38.5% 57.7% 42.3% 57.7% 42.3% 65.5% 34.5% 63.4% 37.7%
Taxes 63.8% 36.2% 63.6% 36.4% 64.4% 35.6% 64.0% 36.0% 64.9% 35.1% 64.2% 35.8%
Transportation 28.4% 71.6% 28.3% 71.7% 28.7% 71.3% 28.6% 71.4% 29.2% 70.8% 28.6% 71.4%
Vermont Lottery Commission 61.1% 38.9% 63.2% 36.8% 66.7% 33.3% 72.2% 27.8% 66.7% 33.3% 66.1% 34.5%
Vermont State Hospital 54.6% 45.4% 56.3% 43.7% 53.5% 46.5% 55.6% 44.4% 53.6% 46.4% 54.7% 45.3%
Vermont Veterans' Home 77.9% 22.1% 77.2% 22.8% 78.5% 21.5% 80.4% 19.6% 79.0% 21.0% 78.7% 21.4%
Grand Total 47.8% 52.2% 48.1% 51.9% 48.4% 51.6% 48.4% 51.6% 48.2% 51.8% 48.2% 51.8%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. “Small Departments” have 10 or fewer employees (See Appendix B).

Comments: While the overall five fiscal year average was 48.2% female and 51.8% male, there are
clear department differences in gender representation.

64 State of Vermont Workforce Report – FY 2004

Table 36 Minority & Gender Representation by Occupational Group by Fiscal
Year

% Change
Occupational Group FY 2000 FY 2001 FY 2002 FY 2003 FY 2004
FY 00 to FY 04

Female

Female

Female

Female

Female

Female
Male

Male

Male

Male

Male

Male
Office/Clerical 85.6% 14.4% 84.7% 15.3% 85.6% 14.4% 85.3% 14.7% 85.7% 14.3% 0.1% -0.7%
Officials and Administrators 32.3% 67.7% 31.6% 68.4% 35.1% 64.9% 36.7% 63.3% 37.4% 62.6% 15.8% -7.5%
Paraprofessionals 63.9% 36.1% 60.7% 39.3% 64.9% 35.1% 69.3% 30.7% 68.8% 31.3% 7.7% -13.5%
Professionals 50.2% 49.8% 51.9% 48.1% 53.8% 46.2% 53.6% 46.4% 54.1% 45.9% 7.8% -7.8%
Protective Service 15.0% 85.0% 18.3% 81.7% 18.7% 81.3% 18.9% 81.1% 19.3% 80.7% 28.7% -5.0%
Service Maintenance 16.4% 83.6% 15.3% 84.7% 33.3% 66.7% 31.8% 68.2% 32.7% 67.3% 99.2% -19.5%
Skilled Craft 2.8% 97.2% 2.7% 97.3% 3.8% 96.2% 3.9% 96.1% 3.9% 96.1% 37.0% -1.1%
Technicians 55.6% 44.4% 57.9% 42.1% 51.4% 48.6% 52.9% 47.1% 52.6% 47.4% -5.3% 6.6%
Grand Total 47.8% 52.2% 48.1% 51.9% 48.4% 51.6% 48.4% 51.6% 48.2% 51.8% 0.8% -0.7%

Five Year
Occupational Group FY 2000 FY 2001 FY 2002 FY 2003 FY 2004
Average
Minority

Minority

Minority

Minority

Minority

Minority
White

White

White

White

White

White
Office/Clerical 2.1% 97.9% 2.3% 97.7% 2.8% 97.2% 2.9% 97.1% 3.0% 97.0% 2.6% 97.4%
Officials and Administrators 0.7% 99.3% 0.7% 99.3% 0.6% 99.4% 1.2% 98.8% 1.5% 98.5% 1.1% 99.1%
Paraprofessionals 4.2% 95.8% 4.9% 95.1% 3.4% 96.6% 3.1% 96.9% 3.6% 96.4% 3.9% 96.2%
Professionals 1.2% 98.8% 1.3% 98.7% 1.4% 98.6% 1.5% 98.5% 1.3% 98.7% 1.3% 98.7%
Protective Service 2.2% 97.8% 2.2% 97.8% 2.0% 98.0% 1.8% 98.2% 2.1% 97.9% 2.1% 97.9%
Service Maintenance 2.6% 97.4% 1.8% 98.2% 1.9% 98.1% 1.9% 98.1% 2.9% 97.1% 2.3% 97.8%
Skilled Craft 1.6% 98.4% 2.1% 97.9% 1.6% 98.4% 1.6% 98.4% 1.8% 98.2% 1.7% 98.3%
Technicians 1.9% 98.1% 1.7% 98.3% 2.1% 97.9% 1.9% 98.1% 2.1% 97.9% 1.9% 98.1%
Grand Total 1.7% 98.3% 1.7% 98.3% 1.8% 98.2% 1.8% 98.2% 1.8% 98.2% 1.8% 98.3%

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. Occupational categories are based on the Equal Employment Opportunity Commission’s occupational categories
for state and local government (EEO-4). Appendix A gives a full definition of each category.

Comments: For gender representation by occupational group the percent change from Fiscal Year 2000
to Fiscal Year 2004 is shown. During this period there was nearly a 100% increase in female
representation in the Service Maintenance category. Female representation in Skilled Craft (37.0%) and
Protective Service (28.7%) categories also showed significant gains.

Because there was little percentage change from FY 2000 to FY 2004 in minority representation by
occupational category, the summary data show the five-year average minority percentages. The highest
average minority representation is found in the paraprofessional job category (3.9%) and the lowest was
in the Officials and Administrators category (1.1%).

State of Vermont Workforce Report – FY 2004 65

Table 37 Percentage of Employees with Disabilities

With a Disability
16.8%

No Disability
83.2%

Source: Vermont State Employee Disability and Diversity Survey Analysis October 2003, University of Vermont, Center for Rural
Studies. Data is based on a random sample of 1,438 State of Vermont employees surveyed during May, 2003 and has a margin of
error of +/- 1.9%.

Comments: Based on a scientific survey of employees compiled by the University of Vermont, Center for
Rural Studies we can project that the percentage of employees with disabilities in the State of Vermont
workforce is 16.8%. This figure compares favorably with 2000 U.S. Census data that indicated 16.2% of
the Vermont civilian non-institutionalized population aged 21 to 64 years old has a disability1.

1
U.S. Census 2000, Table DP-2 Profile of Selected Social Characteristics: 2000

66 State of Vermont Workforce Report – FY 2004

Leave Usage

Highlights:

• Average annual leave usage was 14.9 days per

employee in Fiscal Year 2004, at an average annual cost
of $2,441 per classified employee.

• Average sick leave usage was 11 days per classified

employee for an average cost of $1,752 per employee.

Workforce
Trends
State of Vermont Workforce Report – FY 2004 67
Table 38 Average Annual Leave Use and Average Costs per Classified
Employee by Department by Fiscal Year

Average Annual Leave Days Average Annual Leave Costs

Fiscal Year Fiscal Year
Department 2000 2001 2002 2003 2004 2000 2001 2002 2003 2004
Aging & Disabilities 13.1 13.5 13.2 13.8 13.9 $1,855 $1,995 $2,022 $2,230 $2,356
Agriculture 14.9 15.2 15.7 15.2 15.2 $2,088 $2,222 $2,388 $2,424 $2,503
Attorney General 11.7 17.4 10.3 13.2 14.3 $1,739 $2,747 $1,613 $2,120 $2,466
Banking, Insurance & Securities 13.9 14.3 14.4 13.7 13.5 $2,435 $2,445 $2,674 $2,607 $2,605
Buildings & General Services 15.0 14.2 14.4 15.3 14.2 $1,699 $1,707 $1,822 $2,021 $1,875
Child Support Services 13.3 15.2 15.0 15.8 16.4 $1,709 $2,023 $2,176 $2,434 $2,673
Commerce & Community Dev. 14.5 12.8 14.7 15.9 15.4 $2,143 $1,964 $2,361 $2,783 $2,728
Corrections 13.5 14.3 13.6 14.3 13.0 $1,795 $1,964 $1,952 $2,135 $2,003
Developmental & MH Services 15.5 15.4 14.7 15.7 16.5 $2,434 $2,489 $2,575 $2,837 $3,073
Education 11.3 11.1 11.8 14.0 13.5 $1,760 $1,704 $1,937 $2,452 $2,449
Employment & Training 17.0 17.9 16.3 16.9 18.9 $2,325 $2,525 $2,421 $2,629 $3,012
Environmental Board 16.2 15.3 18.1 19.6 15.4 $2,439 $2,376 $2,827 $3,339 $2,730
Environmental Conservation 15.7 15.2 16.0 16.6 15.1 $2,535 $2,555 $2,824 $3,071 $2,878
Finance & Management 11.1 16.3 12.3 16.6 15.9 $1,684 $2,679 $2,369 $3,303 $3,269
Fish & Wildlife 15.3 16.6 16.6 15.2 18.0 $2,154 $2,462 $2,610 $2,493 $3,187
Forest, Parks & Recreation 18.3 16.8 18.0 19.5 17.2 $2,759 $2,640 $3,056 $3,445 $3,116
Health 12.4 12.2 12.9 12.7 13.4 $1,872 $1,933 $2,107 $2,173 $2,363
Human Services 15.9 17.9 13.4 17.6 15.0 $2,450 $2,878 $2,283 $3,065 $2,805
Information & Innovation n/a n/a n/a n/a 17.0 n/a n/a n/a n/a $3,147
Labor & Industry 14.8 15.6 15.1 14.4 15.4 $2,038 $2,261 $2,298 $2,353 $2,576
Libraries 16.6 15.9 16.9 16.2 17.0 $1,964 $2,030 $2,350 $2,373 $2,519
Liquor Control 14.2 16.2 14.9 14.9 16.5 $1,918 $2,160 $2,085 $2,189 $2,469
Military 19.6 16.8 15.1 16.4 15.9 $2,235 $2,026 $1,968 $2,256 $2,232
Natural Resources 14.3 17.4 18.2 10.9 16.9 $2,147 $2,739 $3,122 $1,954 $3,268
PATH 17.5 16.2 16.5 17.1 16.2 $2,461 $2,370 $2,585 $2,828 $2,754
Personnel 16.3 12.9 13.5 15.6 15.1 $2,469 $2,015 $2,313 $2,772 $2,743
Public Safety 15.7 14.3 15.1 15.8 14.0 $2,232 $2,198 $2,488 $2,728 $2,513
Public Service 15.8 15.6 14.3 14.0 13.8 $2,389 $2,547 $2,372 $2,366 $2,403
Secretary of State 13.5 15.0 14.5 15.1 14.1 $1,612 $1,849 $1,930 $2,071 $2,129
Small Departments 13.9 16.1 14.3 13.7 13.6 $2,093 $2,491 $2,301 $2,442 $2,368
Social & Rehabilitation Services 13.7 14.5 13.3 14.6 13.9 $2,038 $2,239 $2,150 $2,445 $2,401
State Treasurer 10.9 13.0 13.0 13.6 14.4 $1,412 $1,737 $1,816 $2,023 $2,236
Tax 15.6 15.8 15.7 18.1 17.2 $2,064 $2,154 $2,287 $2,769 $2,778
Transportation 16.5 15.7 15.8 15.8 15.8 $2,138 $2,145 $2,333 $2,463 $2,511
Vermont Lottery Commission 16.7 13.9 16.5 20.1 16.3 $2,081 $1,824 $2,337 $2,934 $2,431
Vermont State Hospital 16.3 15.4 15.3 12.7 14.9 $2,040 $2,013 $2,059 $1,867 $2,241
Vermont Veterans' Home 13.5 14.6 11.7 12.8 12.7 $1,347 $1,530 $1,357 $1,564 $1,602
Overall Average 15.0 14.9 14.7 15.2 14.9 $2,060 $2,134 $2,233 $2,422 $2,441

Source: The state’s Human Resource Management System. Data include only classified employees of the Executive branch for Fiscal
Years 2000 to 2004. “Small Departments” have 10 or fewer employees (See Appendix B).

Comments: From Fiscal Year 2000 to Fiscal Year 2004, annual leave costs have risen by 18.5%. This is
the result of higher average salaries.

68 State of Vermont Workforce Report – FY 2004

Table 39 Average Sick Leave Use and Average Costs per Classified Employee
by Department by Fiscal Year

Average Sick Leave Days Average Sick Leave Costs

Fiscal Year Fiscal Year
Department 2000 2001 2002 2003 2004 2000 2001 2002 2003 2004
Aging & Disabilities 10.1 9.3 8.6 9.5 9.0 $1,389 $1,290 $1,257 $1,485 $1,471
Agriculture 10.8 9.0 8.1 8.8 8.9 $1,489 $1,256 $1,127 $1,286 $1,425
Attorney General 11.2 9.4 10.4 13.8 8.2 $1,575 $1,290 $1,603 $2,312 $1,275
Banking, Insurance & Securities 8.8 8.9 11.2 8.8 10.2 $1,477 $1,493 $2,067 $1,596 $1,962
Buildings & General Services 11.5 11.2 11.4 10.1 10.1 $1,216 $1,235 $1,373 $1,286 $1,256
Child Support Services 10.4 10.8 13.8 12.1 11.3 $1,217 $1,387 $1,936 $1,791 $1,789
Commerce & Community Dev. 11.8 10.9 9.4 10.5 11.3 $1,647 $1,576 $1,458 $1,736 $1,936
Corrections 10.8 10.8 11.1 11.6 10.8 $1,391 $1,426 $1,563 $1,736 $1,605
Developmental & MH Services 9.9 10.0 9.0 9.6 11.8 $1,520 $1,566 $1,469 $1,680 $2,124
Education 7.2 6.9 8.7 10.4 10.7 $1,026 $1,025 $1,380 $1,747 $1,958
Employment & Training 12.4 14.7 12.0 14.1 15.9 $1,632 $2,008 $1,715 $2,114 $2,539
Environmental Board 8.0 9.7 9.4 9.9 12.7 $1,104 $1,302 $1,414 $1,640 $2,229
Environmental Conservation 8.5 9.4 10.1 9.6 10.4 $1,288 $1,495 $1,690 $1,660 $1,844
Finance & Management 9.0 9.5 6.9 9.5 8.9 $1,261 $1,448 $1,317 $1,856 $1,743
Fish & Wildlife 7.4 8.3 8.5 8.6 7.5 $1,110 $1,253 $1,303 $1,366 $1,229
Forest, Parks & Recreation 8.3 8.0 8.8 11.5 8.8 $1,220 $1,234 $1,447 $1,894 $1,520
Health 9.7 8.4 8.7 9.1 9.6 $1,398 $1,245 $1,369 $1,549 $1,646
Human Services 13.4 10.6 12.5 10.4 10.7 $1,896 $1,633 $2,199 $1,756 $1,832
Information & Innovation n/a n/a n/a n/a 10.9 n/a n/a n/a n/a $1,834
Labor & Industry 13.0 13.3 10.5 9.6 7.7 $1,811 $1,913 $1,557 $1,514 $1,254
Libraries 9.2 10.2 10.7 9.9 7.8 $1,009 $1,231 $1,372 $1,386 $1,153
Liquor Control 7.6 5.8 7.1 9.7 9.3 $867 $666 $887 $1,241 $1,336
Military 16.9 10.5 10.3 11.8 11.9 $1,844 $1,241 $1,281 $1,575 $1,631
Natural Resources 10.2 7.9 7.2 5.5 9.2 $1,369 $1,157 $1,176 $906 $1,689
PATH 13.1 12.8 13.1 14.0 13.3 $1,766 $1,839 $2,023 $2,258 $2,224
Personnel 8.3 10.9 9.7 10.0 13.4 $1,132 $1,649 $1,630 $1,698 $2,353
Public Safety 9.6 8.3 8.5 9.4 8.8 $1,383 $1,217 $1,359 $1,611 $1,495
Public Service 9.8 13.5 14.6 11.9 11.1 $1,427 $2,403 $2,625 $2,133 $1,973
Secretary of State 12.5 10.3 12.4 12.8 10.8 $1,478 $1,228 $1,582 $1,742 $1,562
Small Departments 9.3 9.9 11.5 9.3 8.9 $1,325 $1,546 $1,767 $1,608 $1,557
Social & Rehabilitation Services 9.3 9.6 9.4 10.9 10.9 $1,357 $1,437 $1,478 $1,782 $1,823
State Treasurer 8.0 7.5 11.0 8.6 9.7 $966 $974 $1,486 $1,166 $1,506
Tax 10.5 11.2 11.5 13.6 13.0 $1,298 $1,494 $1,602 $2,024 $1,999
Transportation 11.8 11.3 11.1 11.1 11.8 $1,495 $1,467 $1,575 $1,668 $1,861
Vermont Lottery Commission 7.1 12.1 10.0 13.9 11.3 $919 $1,713 $1,405 $2,187 $1,715
Vermont State Hospital 13.5 13.8 14.5 13.5 12.8 $1,599 $1,707 $1,867 $1,902 $1,873
Vermont Veterans' Home 12.1 12.5 10.8 11.8 13.8 $1,199 $1,239 $1,225 $1,414 $1,835
Overall Average 10.8 10.5 10.6 11.0 11.0 $1,417 $1,436 $1,541 $1,696 $1,752

Source: The state’s Human Resource Management System. The state’s Human Resource Management System. Data include only
classified employees of the Executive branch for Fiscal Years 2000 to 2004. “Small Departments” have 10 or fewer employees (See
Appendix B).

Comments: Average sick leave usage has remained relatively constant from Fiscal Year 2000 to Fiscal
Year 2004. Overall, the State has experienced a 23.6% increase in the average cost of sick leave per
employee from Fiscal Year 2000 to Fiscal Year 2004. This is the result of higher average salaries.

State of Vermont Workforce Report – FY 2004 69

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70 State of Vermont Workforce Report – FY 2004

Reports Required by the
General Assembly
Section Four of this report provides information required by
statute in the following areas:

Executive Branch Permanent Positions Authorized

Limited Service Positions Created

Use of Temporary Employees

Personal Services Contracts Created

Contractors on Payroll

Classification Reviews

Section Four

State of Vermont Workforce Report – FY 2004 71

Table 40 Executive Branch Permanent Positions Newly Authorized for Fiscal
Year 2004

Citation Agency/Department Job Class Requested

New
2003 Act 66,
Sec. 217d.(a) Fish and Wildlife Fish & Wildlife Scientist III 1
2003 Act 55, Deputy Commissioner of Captive
Sec 10(a) BISHCA Insurance 1

TOTAL NEW POSITIONS FY '04 2

Source: Department of Human Resources

Comments: A total of two new Executive branch permanent positions were authorized by the Legislature
for Fiscal Year 2004.

72 State of Vermont Workforce Report – FY 2004

Table 41 Limited Service Positions Created in Fiscal Year 2004

Joint Fiscal Committee

New Limited Service Positions Created
Fiscal Year 2004

Department Number
Aging & Disabilities 2
Corrections 4
Attorney General 1
Environmental Conservation 4
Health 6
PATH 2
State's Attorneys 2
TOTAL 21

Source: Department of Human Resources.

Comments: A limited service position is a non-tenured position in the classified service which, when initially
established, is reasonably expected to exist for a limited duration, frequently more than one year, but less
than three years. Such positions usually have a definite termination date and may be associated with a
specially funded project or program. The Legislature or the Joint Fiscal Committee approves the creation of
limited service positions. Positions created for the purposes of implementing grant-funded initiatives are
described in 32 VSA § 5.

State of Vermont Workforce Report – FY 2004 73

Table 42 Use of Temporary Employees in Fiscal Year 2004

Temporary Categories

Part-Time On-
Intermittent
Emergency
Bona Fide

Seasonal

Sporadic
Fill Ins

Going

Other

Total
Total Total Gross
Department Hours Wages
Aging & Disabilities 3 7 10 4,901 $68,148
Agriculture 2 1 2 13 18 3,283 $40,142
Attorney General 1 2 2 3 8 2,583 $50,241
BISHCA 1 3 4 3,166 $33,789
Buildings & General Services 42 1 31 32 3 109 68,274 $682,198
Child Support Services 1 1 686 $8,870
Commerce & Community Dev. 4 4 67 1 7 83 28,822 $287,144
Corrections 193 3 1 1 3 9 210 77,154 $978,599
Criminal Justice Training Council 1 2 3 1,421 $18,156
Defender General 1 1 2 832 $14,012
Developmental & MH Services 4 1 5 2,555 $35,206
Education 1 1 1 3 178 184 15,740 $217,195
Employment & Training 4 2 2 4 12 4,443 $59,810
Environmental Board 1 1 1,368 $17,688
Environmental Conservation 1 48 7 3 59 28,218 $340,173
Fish & Wildlife 1 76 1 78 38,804 $463,515
Forest, Parks & Recreation 1 1 439 2 443 167,151 $1,605,517
Governor's Office 1 1 2 119 $1,337
Health 9 8 1 25 8 1 52 25,363 $318,699
Human Services 2 4 1 7 2,706 $28,275
Information and Innovation 1 2 3 2,007 $21,263
Judicial 8 8 2,401 $27,743
Labor & Industry 5 1 3 9 4,043 $52,630
Libraries 1 1 69 $621
Liquor Control 1 1 177 $1,975
Military 1 2 3 4 10 2,652 $34,206
Natural Resources 4 4 4,682 $77,361
PATH 3 1 1 5 3,668 $48,456
Personnel 4 1 1 6 3,230 $37,646
Public Safety 78 8 3 32 4 23 148 67,222 $944,614
Public Service 1 1 472 $8,949
Secretary of State 2 7 3 12 3,893 $48,709
Secretary of the Senate 1 1 984 $18,611
Social & Rehabilitation Services 33 1 28 62 37,526 $477,685
State Treasurer 2 1 1 4 1,685 $21,040
State's Attorneys & Sheriffs 1 1 2 4 965 $15,652
Taxes 70 6 4 80 28,963 $312,706
Transportation 13 9 1 228 11 23 285 125,943 $1,534,706

74 State of Vermont Workforce Report – FY 2004

Table 42 Use of Temporary Employees in Fiscal Year 2004 (Continued)

Temporary Categories

Intermittent
Emergency

Part-Time
Bona Fide

On-Going

Seasonal

Sporadic
Fill Ins

Other

Total
Total Total Gross
Department Hours Wages
Vermont Lottery Commission 1 1 838 $11,942
Vermont State Hospital 17 38 5 60 49,133 $671,867
Vermont Veterans' Home 11 7 13 12 6 49 23,853 $235,035
Vt Fire Service Training Council 71 1 72 11,984 $192,686
Grand Total 431 151 13 1046 125 352 2118 854,066 $10,066,150

Source: Department of Human Resources. “Other” was used when the code category was not available.

Comments: Temporary positions are created when there is a short-term need for additional employees.
There are six categories of temporary employees: (1) BONA FIDE EMERGENCY. This category is
usually limited to an unforeseen situation that requires a short-term staffing increase to avoid a serious
threat to critical services that would otherwise jeopardize public safety. Employment may be full time
during the emergency; (2) FILL-INS. A fill-in is a one-for-one replacement of an existing employee who
may be on a leave of absence for illness, military, educational, or family reasons. This category may also
be used to fill-in for a vacant position that is actively under recruitment. Employment may be full time
during the fill-in period; (3) INTERMITTENT. This category is reserved for situations where there are
fluctuations in the workload that are not seasonal. Occasionally the employee may work 40 hours, but not
on a regular basis; (4) PART-TIME ON-GOING. This category covers regular, on-going part-time
employment; (5) SEASONAL. Seasonal employment is defined within each department and may vary by
program. Each season has a defined beginning and end, and the season repeats on a yearly basis; and
(6) SPORADIC. These situations have no pattern or order. They may include projects, special caseloads,
and other situations where an employee is needed for a short period of time or on an occasional basis
over a period of time; and

In Fiscal Year 2004, 2,118 temporary employees worked a total of 854,066 hours and were paid a total of
$10,066,150 in gross wages. Below is a table comparing the use of temporary employees for Fiscal Years
2000 to 2004. Fiscal Year 2004 saw an increase over Fiscal Year 2003 in both the number of temporary
employees (16.4%), as well as total hours (+16.2%). Total gross wages rose 20.9%.

Summary of Temporary Usage FY 2000 to FY 2004

State FY 2000 FY 2001 FY 2002 FY 2003 FY 2004

Totals
Number 2,051 1,995 1,958 1,820 2,118
Hours 839,026 818,609 812,364 735,105 854,066
Wages $7,860,776 $7,966,720 $8,652,136 $8,324,193 $10,066,150

State of Vermont Workforce Report – FY 2004 75

Table 43 Personal Services Contracts Created in Fiscal Year 2004

Number
of
Agency/Department Contracts Total Value
Aging & Disabilities 54 $2,213,829
Agriculture 39 $292,180
Auditor of Accounts 2 $16,000
BISHCA 57 $10,213,310
Buildings & General Services 129 $22,225,553
Child Support Services 5 $1,945,955
Commerce & Community Development 61 $964,505
Corrections 138 $87,921,910
Criminal Justice Training Council 7 $115,000
Defender General 92 $3,333,807
Developmental & Mental Health Services 77 $10,337,753
Education 52 $5,730,096
Employment & Training 65 $537,483
Environmental Conservation 22 $2,072,358
Finance & Management 3 $86,132
Fish & Wildlife 14 $966,350
Forest, Parks and Recreation 9 $353,112
Governor's Office 1 $7,500
Health 85 $2,421,942
Human Services 19 $977,896
Information & Innovation 1 $9,800
Labor & Industry 10 $155,164
Libraries 1 $25,000
Liquor Control 2 $82,500
Military 34 $2,894,364
Natural Resources 3 $66,680
PATH 36 $8,945,384
Personnel 6 $2,859,815
Public Safety 62 $849,340
Public Service 26 $1,325,590
Social & Rehabilitation Services 24 $1,463,649
State Treasurer 20 $13,274,150
Taxes 13 $460,594
Transportation 90 $14,304,638
Vermont Veteran's Home 11 $471,551
VT Fire Service Training Council 3 $146,202
Grand Total 1,273 $200,067,092

Source: VISION/Finance and Agency/Department self reporting. Act 66 (2003 session) Section 5. Definitions: “Personal Services”
means wages and salaries, consulting services, personnel benefits, personal injury benefits under 21 VSA § 636 and similar items.

Comments: Given the large number of contracts, only summary data is included in this report.

76 State of Vermont Workforce Report – FY 2004

Table 44 Contractors on Payroll as of 6/24/04 Pay Date

Average
Pos. Hourly
Num. Department Title Rate
438191 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.50
438194 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.00
438210 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.00
438216 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $13.00
438241 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $10.50
438244 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.50
438257 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.00
438345 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $11.00
438393 Aging & Disabilities Contractual $12.00
438400 Aging & Disabilities Contractual $12.00
438410 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.00
438411 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.00
438412 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.00
438413 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.50
438414 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.00
438415 Aging & Disabilities Contractual $9.00
438428 Aging & Disabilities Vocational Rehabilitation Tutor/Trainer $12.00
Aging & Disabilities 17
068001 Buildings & General Services Contractual $26.00
068003 Buildings & General Services Contractual $25.00
068004 Buildings & General Services Contractual $23.00
068005 Buildings & General Services Contractual $23.00
068006 Buildings & General Services Contractual $24.00
068007 Buildings & General Services Contractual $24.00
068011 Buildings & General Services Contractual $22.00
Buildings & General Services 7
468010 Corrections Contractual $25.00
468011 Corrections Contractual $25.00
468022 Corrections Contractual $24.00
468071 Corrections Contractual $25.00
468091 Corrections Contractual $25.70
468151 Corrections Contractual $25.70
Corrections 6
648001 Fish & Wildlife Deputy Game Warden $10.00
648002 Fish & Wildlife Deputy Game Warden $12.06
648011 Fish & Wildlife Deputy Game Warden $10.00
648012 Fish & Wildlife Deputy Game Warden $10.00
648015 Fish & Wildlife Deputy Game Warden $10.00
648016 Fish & Wildlife Deputy Game Warden $10.00
648019 Fish & Wildlife Deputy Game Warden $10.00
648022 Fish & Wildlife Deputy Game Warden $10.00
648024 Fish & Wildlife Deputy Game Warden $14.00
Fish & Wildlife 9

State of Vermont Workforce Report – FY 2004 77

Table 44 Contractors on Payroll as of 6/24/04 Pay Date (Continued)

568202 Health Contractual $50.00

Health 1
608027 Social & Rehab Services Disability Determination Medical Conslt $50.00
608029 Social & Rehab Services Disability Determination Medical Conslt $60.00
608031 Social & Rehab Services Disability Determination Medical Conslt $55.00
608032 Social & Rehab Services Disability Determination Medical Conslt $50.00
608033 Social & Rehab Services Disability Determination Medical Conslt $55.00
608034 Social & Rehab Services Disability Determination Medical Conslt $55.00
608036 Social & Rehab Services Disability Determination Medical Conslt $50.00
608037 Social & Rehab Services Disability Determination Medical Conslt $45.00
608044 Social & Rehab Services Disability Determination Medical Conslt $50.00
608046 Social & Rehab Services Disability Determination Medical Conslt $45.00
608049 Social & Rehab Services Contractual $55.00
608052 Social & Rehab Services Contractual $50.00
608057 Social & Rehab Services Disability Determination Medical Conslt $50.00
608061 Social & Rehab Services Disability Determination Medical Conslt $45.00
608221 Social & Rehab Services Disability Determination Medical Conslt $45.00
Social & Rehab Services 15
588001 State Hospital Psychiatrist $35.00
588002 State Hospital Psychiatrist $35.00
588004 State Hospital Psychiatrist $35.00
588005 State Hospital Psychiatrist $35.00
588006 State Hospital Psychiatrist $35.00
588007 State Hospital Psychiatrist $35.00
588008 State Hospital Psychiatrist $35.00
588009 State Hospital Psychiatrist $35.00
588010 State Hospital Psychiatrist $35.00
588011 State Hospital Psychiatrist $35.00
588012 State Hospital Psychiatrist $35.00
588013 State Hospital Psychiatrist $35.00
588014 State Hospital Psychiatrist $35.00
588015 State Hospital Psychiatrist $35.00
State Hospital 14
628002 Veteran's Home Contractual $11.25
Veteran's Home 1

Grand Total 70

Source: Department of Human Resources

Comments: These are contractors from whom income taxes should be withheld, but whose working
relationships with the State of Vermont are properly outside of the classified service.

78 State of Vermont Workforce Report – FY 2004

Table 45 Classification Reviews: Number of Positions Reviewed and
Increased Annual Cost by Department by Fiscal Year

Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year
2000 2001 2002 2003 2004

Annualized Base

Annualized Base

Annualized Base

Annualized Base

Annualized Base
Salary Increase

Salary Increase

Salary Increase

Salary Increase

Salary Increase
Reviewed

Reviewed

Reviewed

Reviewed

Reviewed
Positions

Positions

Positions

Positions

Positions
Department
Administration 0 $0 1 $6,240 0 $0 0 $0 0 $0
Aging & Disabilities 10 $16,494 30 $60,549 70 $133,557 49 $132,434 31 $77,771
Agriculture 7 $13,770 5 $13,749 11 $30,285 2 $5,304 23 $52,458
Attorney General 0 $0 1 $0 2 $4,035 2 $9,672 1 $1,934
Auditor Of Accounts 2 $17,826 2 $5,574 4 $13,250 0 $0 0 $0
BISHCA 3 $7,509 2 $5,845 6 $25,334 2 $9,256 26 $58,677
Buildings & General Services 36 $59,134 164 $283,899 98 $212,805 51 $138,861 44 $102,149
Child Support Services 8 $15,642 63 $174,325 36 $75,421 21 $55,702 9 $23,213
Commerce & Community Dev. 13 $30,867 4 $8,944 49 $134,846 8 $38,293 5 $19,718
Corrections 117 $238,326 78 $179,462 91 $170,019 61 $138,445 82 $188,053
Criminal Justice Training Council 2 $4,035 0 $0 0 $0 0 $0 4 $9,485
Developmental & MH Services 8 $24,398 28 $73,133 17 $51,896 0 $0 5 $13,770
Education 12 $27,102 11 $29,328 133 $378,206 23 $76,170 21 $61,048
Employment & Training 34 $62,670 40 $61,152 47 $82,992 26 $65,083 160 $372,507
Environmental Board 1 $1,810 1 $1,830 1 $5,325 7 $19,427 0 $0
Environmental Conservation 207 $446,930 8 $13,250 27 $74,006 25 $63,398 91 $231,795
Finance & Management 8 $20,218 7 $17,950 13 $41,933 1 $1,664 1 $3,390
Fish & Wildlife 8 $17,326 48 $112,154 8 $14,581 108 $323,066 12 $45,656
Forest, Parks & Recreation 6 $10,234 7 $16,349 103 $247,811 3 $15,309 9 $16,952
Health 57 $158,082 57 $152,006 89 $195,998 58 $205,421 72 $205,234
Human Services 8 $22,277 4 $9,402 7 $15,600 3 $18,262 11 $33,176
Information & Innovation 0 $0 5 $16,078
Labor & Industry 3 $10,774 12 $27,373 23 $53,893 31 $84,614 4 $10,088
Libraries 9 $12,293 2 $2,933 0 $0 0 $0 1 $1,206
Liquor Control 11 $13,083 17 $40,768 10 $16,099 5 $15,870 2 $749
Office of Economic Opportunity 1 $2,725 0 $0 0 $0 2 $4,784 1 $1,934
PATH 10 $22,402 26 $58,157 280 $685,526 49 $149,282 36 $91,624
Personnel 12 $23,525 8 $14,976 14 $37,877 23 $55,786 15 $45,968
Public Safety - Civilian 33 $94,474 81 $250,245 47 $112,486 27 $73,757 26 $65,770
Public Safety - State Police 78 $226,824 303 $865,904 42 $120,037 39 $102,773 32 $87,942
Public Service 2 $3,952 14 $35,984 1 $2,662 10 $23,670 4 $10,795
Public Service Board 0 $0 1 $1,955 1 $5,346 0 $0 1 $1,768
Secretary of State 2 $5,054 14 $41,080 17 $38,688 0 $0 9 $19,011
Social & Rehab. Services 53 $101,566 33 $70,762 30 $75,712 45 $159,598 79 $237,536
State Treasurer 1 $2,184 1 $1,685 3 $2,080 3 $13,666 20 $60,840

State of Vermont Workforce Report – FY 2004 79

Table 45 Classification Reviews: Number of Positions Reviewed and
Increased Annual Cost by Department by Fiscal Year (Continued)
Fiscal Year Fiscal Year 2001 Fiscal Year 2002 Fiscal Year 2003 Fiscal Year 2004
2000

Annualized Base

Annualized Base

Annualized Base

Annualized Base

Annualized Base
Salary Increase

Salary Increase

Salary Increase

Salary Increase

Salary Increase
Reviewed

Reviewed

Reviewed

Reviewed

Reviewed
Positions

Positions

Positions

Positions

Positions
Department
Taxes 34 $55,494 10 $15,267 52 $133,328 30 $65,894 16 $36,608
Transportation 147 $195,645 433 $873,517 612 $1,126,070 203 $396,365 185 $454,667
VT Commission on Women 1 $2,850 0 $0 0 $0 0 $0 0 $0
Vermont Lottery Commission 12 $26,770 2 $11,003 5 $8,923 1 $2,642 0 $0
Vermont State Hospital 5 $11,232 27 $53,269 58 $154,482 69 $294,278 11 $45,635
Vermont Veteran's Home 9 $15,454 3 $6,677 31 $47,154 3 $19,302 5 $30,493
VT Fire Service Training Council 0 $0 0 $0 1 $2,600 0 $0 0 $0
Water Resources Board 0 $0 1 $3,099 0 $0 0 $0 0 $0
Total 997 $2,090,236 1600 $3,717,501 2056 $4,565,704 1009 $2,826,554 1089 $2,789,197

Source: Department of Human Resources. Data represents filled positions reallocated to a higher or lower pay grade – it does not
include vacant positions or positions found to be properly classified (no change in pay grade or salary)

Comments: In Fiscal Year 2004 there were a total of 1,089 classification reviews that resulted in
reallocation to a higher or lower pay grade. The annualized base salary increase of these reallocations
was $2,789,197. This is the future additional cost due to reallocation, in the subsequent and future years.
This provides a measure of the impact of the reallocation on future year costs and is not exact. It does
not include costs that are difficult to measure, such as additional partial year cost to the department in the
year of the reallocation, retroactive adjustments, overtime, and benefit cost adjustments.

80 State of Vermont Workforce Report – FY 2004

APPENDIX A - EEO – 4 Categories

The Equal Employment Opportunity Commission (EEOC) has established eight standardized occupational
groupings.

Administrators and Officials: Occupations in which employees set broad policies, exercise overall
responsibility for execution of these policies, or direct individual departments or special phases of the
agency’s operations, or provide specialized consultation on a regional, district or area basis. Includes
department heads, bureau chiefs, division chiefs, directors, deputy directors, controllers, wardens,
superintendents, sheriffs, police and fire chiefs and inspectors, examiners (bank, hearing, motor vehicle,
warehouse), inspectors (construction, building, safety, rent-and-housing, fire, license, dairy, livestock,
transportation), assessors, tax appraisers and investigators, coroners, farm managers, and kindred
workers.

Administrative Support (Including Clerical and Sales): Occupations in which workers are responsible for
internal and external communication, recording and retrieval of data and/or information and other
paperwork required in an office. Includes bookkeepers, messengers, clerk-typists, stenographers, court
transcribers, hearing reporters, statistical clerks, dispatchers, license distributors, payroll clerks, office
machine and computer operators, telephone operators, legal assistants, sales workers, cashiers, toll
collectors, and kindred workers.

Paraprofessionals: Occupations in which workers perform some of the duties of a professional or

technician in a supportive role, which usually require less formal training and/or experience normally
required for professional or technical status. Includes research assistants, medical aids, child support
workers, policy auxiliary welfare service aids, recreation assistants, homemaker’s aides, home health
aides, library assistants and clerks, ambulance drivers and attendants, and kindred workers.

Professionals: Occupations that require specialized and theoretical knowledge that is usually acquired
through college training or through work experience and other training that provides comparable
knowledge. Includes personnel and labor relations workers, social workers, doctors, psychologists,
registered nurses, economists, dieticians, lawyers, systems analysts, accountants, engineers, employment
and vocational rehabilitation counselors, teachers or instructors, police and fire captains and lieutenants,
librarians, management analysts, airplane pilots and navigators, surveyors and mapping scientists, and
kindred workers.

Protective Service Workers: Occupations in which workers are entrusted with public safety, security and
protection from destructive forces. Includes police patrol officers, fire fighters, guards, deputy sheriffs,
bailiffs, correctional officers, detectives, marshals, harbor patrol officers, game and fish wardens, park
rangers (except maintenance), and kindred workers.

Service Maintenance: Occupations in which workers perform duties which result in or contribute to the
comfort, convenience, hygiene or safety of the general public or which contribute to the upkeep and care
of buildings, facilities or grounds of public property. Workers in this group may operate machinery.
Includes chauffeurs, laundry and dry cleaning operatives, truck drivers, bus drivers, garage laborers,
custodial employees, gardeners and groundskeepers, refuse collectors, construction laborers, park rangers
(maintenance), farm workers (except managers), craft apprentices/trainees/helpers, and kindred workers.

Skilled Craft Workers: Occupations in which workers perform jobs which require special manual skill and a
thorough and comprehensive knowledge of the processes involved in the work which is acquired through
on-the-job training and experience or through apprenticeship or other formal training programs. Includes
mechanics and repairers, electricians, heavy equipment operators, stationary engineers, skilled machining
occupations, carpenters, compositors and typesetters, power plant operators, water and sewage
treatment plant operators, and kindred workers.

State of Vermont Workforce Report – FY 2004 81

Technicians: Occupations that require a combination of basic scientific or technical knowledge and manual
skill that can be obtained through specialized post-secondary school education or through equivalent on-
the-job training. Includes computer programmers, drafters, survey and mapping technicians, licensed
practical nurses, photographers, radio operators, technical illustrators, highway technicians, technicians
(medical, dental, electronic, physical sciences), police and fire sergeants, inspectors (production or
processing inspectors, testers and weighers) and kindred workers.

82 State of Vermont Workforce Report – FY 2004

APPENDIX B – Department Listing

Small
Department, Full Name Department, Used in Report Department ?
Adjutant General, Office of Military
Agency of Administration Administration Yes
Aging & Disabilities, Department of Aging & Disabilities
Agriculture, Food & Markets, Agency of Agriculture
Attorney General, Office of Attorney General
Auditor of Accounts Auditor of Accounts Yes
Banking, Insurance, Securities & Health Care
Administration, Department of BISHCA
Buildings & General Services, Department of Buildings & General Services
Child Support Services, Office of Child Support Services
Commerce & Community Development, Commerce & Community
Agency Development
Corrections, Department of Corrections
Defender General, Office of Defender General
Developmental & Mental Health Services,
Department of Developmental & MH Services
Economic Opportunity, Office of Economic Opportunity Yes
Education, Department of Education
Employment & Training, Department of Employment & Training
Environmental Board & Waste Facility Panel Environmental Board
Environmental Conservation, Department of Environmental Conservation
Finance & Management, Department of Finance & Management
Fish & Wildlife, Department of Fish & Wildlife
Forest, Parks & Recreation, Department of Forest, Parks & Recreation
Governor's, Office of the Governor's Office
Health, Department Health
Human Services, Agency of Human Services
Labor & Industry, Department of Labor & Industry
Information & Innovation, Department of Information & Innovation
Libraries, Department of Libraries
Lieutenant Governor Lieutenant Governor
Liquor Control, Department of Liquor Control
Lottery Commission, Vermont Vermont Lottery Commission
Natural Resources, Agency of Natural Resources
Personnel, Department of Personnel
Prevention, Access, Transition and Health
Access, Department of PATH
Public Safety, Department of Public Safety
Public Service Board Public Service Board Yes
Public Service, Department of Public Service
Secretary of State Secretary of State
Social & Rehabilitation Services Social & Rehabilitation Services
State's Attorneys & Sheriffs, Department of State's Attorneys & Sheriffs
Taxes, Department of Taxes
Transportation, Agency of Transportation
Treasurer, Office of State State Treasurer
Vermont Commission on Women Vermont Commission on Women Yes

State of Vermont Workforce Report – FY 2004 83

APPENDIX B – Department Listing (Continued)

Small
Department, Full Name Department, Used in Report Department ?
Vermont Criminal Justice Training Council Criminal Justice Training Council Yes
Vermont Fire Service Training Council Vt Fire Service Training Council Yes
Vermont Human Rights Commission Vermont Human Rights Commission Yes
Vermont Labor Relations Board Vermont Labor Relations Board Yes
Vermont State Hospital Vermont State Hospital
Vermont Veterans' Home Vermont Veterans' Home
VOSHA Review Board VOSHA Review Board Yes
Water Resources Board Water Resources Board Yes

Note: “Small Departments” have 10 or fewer classified employees.

84 State of Vermont Workforce Report – FY 2004