2009 House of Representatives Compensation Study

2006 9 House
Compensation Study
Guide
Guide for
for the
the 111
110thth Congress
Congress
Produced
Producedfor for
the the
Chief Administrative Officer (CAO) Office
Chief Administrative Office
U.S. House of Representatives
By
ICF
By International
ICF International
TABLE OF CONTENTS
Page
I. INTRODUCTION................................................................................................ I-1
II. HIRING AND COMPENSATION PRACTICES ................................................. II-1
Chief of Staff........................................................................................... II-1

Legislative Director ................................................................................. II-4
Senior Legislative Aide ........................................................................... II-7
Legislative Aide .................................................................................... II-10
Legislative Correspondent.................................................................... II-13
Office Manager/Executive Assistant ..................................................... II-16
Press Secretary/Communications Director........................................... II-19
Scheduler ............................................................................................. II-22
Staff Assistant (Washington, D.C.) ....................................................... II-25
Staff Assistant (District) ........................................................................ II-28
Constituent Services Representative/Caseworker ............................... II-31
District Director ..................................................................................... II-34
Field Representative............................................................................. II-37
III. ORGANIZATIONAL STRUCTURE.................................................................. III-1
Organizational Charts............................................................................ III-1
Additional Duties ................................................................................... III-2

Emergency Coordinator ................................................................... III-2
Systems Administrator ..................................................................... III-2
Financial Administrator..................................................................... III-2
IV. BENEFITS ....................................................................................................... IV-1
Pay Increases........................................................................................ IV-1

Cost of Living Adjustments (COLA).................................................. IV-1
Merit Increases/Raises..................................................................... IV-2
Pay Adjustments/Lump Sum Bonuses ............................................. IV-3
Page
Leave..................................................................................................... IV-4
Annual Leave ................................................................................... IV-4
Sick Leave ....................................................................................... IV-6
Family and Medical Leave (FMLA)................................................... IV-8
Administrative Leave........................................................................ IV-9
Bereavement Leave ......................................................................... IV-9
Student Loan Repayment.................................................................... IV-10
Other Benefits ..................................................................................... IV-11

Flexible Work Arrangements .......................................................... IV-11
District Work Periods...................................................................... IV-12
V. PERFORMANCE APPRAISALS/EVALUATIONS ........................................... V-1
VI. OTHER OFFICE PRACTICES......................................................................... VI-1
Procedure Manual ................................................................................. VI-1

Developmental Opportunities ................................................................ VI-1
Dress Code ........................................................................................... VI-1
Wellness Activities................................................................................. VI-1
New Employee Orientation.................................................................... VI-2
Foreign Languages and Constituent Demographics ............................. VI-2
Cultural or Ethnic Events/Holidays ........................................................ VI-2
Diversity Recruitment ............................................................................ VI-3
VII. RECRUITMENT AND RETENTION................................................................ VII-1
VIII. PERCEIVED NEED FOR BENEFITS ............................................................ VIII-1
IX. THE IMPACT OF EMPLOYMENT PRACTICES ............................................ IX-1
Benefits, Office Size, and Turnover ....................................................... IX-1

Pay Increases and Turnover ................................................................. IX-2
Performance Appraisal/Evaluation and Turnover .................................. IX-3
Recruitment Strategies and Applications............................................... IX-4
X. SURVEY QUESTIONS ..................................................................................... X-1

CHAPTER I – INTRODUCTION
2009 House Compensation Study I-1
INTRODUCTION
This report summarizes the results of a study conducted for the Chief
Administrative Officer of the U.S. House of Representatives on compensation,
employment, organizational structure, benefits, and other office practices of House
Member personal offices. The study was conducted using a Web-based survey that was
sent to all 441 Representatives’ offices. A total of 199 (45.1%) offices provided
responses to the survey during the survey administration: June 16, 2009-July 16, 2009.
This was a 13.1% increase over the 2006 response rate of 32.0%.
The next eight chapters are as follows:
Chapter II: Hiring and Compensation Practices — summarizes the

education, compensation, and experience qualifications of office staff in 13
core positions.
Chapter III: Organizational Structure — describes the typical organizational
structures used in Washington, D.C. and District offices as well as the
positions that perform specialized functions (i.e., Emergency Coordinator,
Systems Administrator, Financial Administrator).
Chapter IV: Benefits — summarizes Members’ office policies related to pay
increases, leave, student loan repayments, flexible work arrangements, and
district work periods.
Chapter V: Performance Appraisal/Evaluations — summarizes the most
commonly used appraisal/evaluation practices and the frequency with which
they are performed.
Chapter VI: Other Office Practices — discusses office practices including
providing a procedure manual, developmental opportunities, dress code,
wellness activities, new employee orientation, foreign languages, constituent
demographics, cultural or ethnic events/holidays, and diversity recruitment.
Chapter VII: Recruitment and Retention — lists the most common
recruitment sources for each core position and information on the turnover
rates for each position.
Chapter VIII: Perceived Need for Benefits — reports the positive impact
offices experience as a result of providing various benefits and summarizes
the benefits employees frequently requested.
Chapter IX: The Impact of Employment Practices — shows the results of
analyses relating various office practices and outcomes. Office size predicts
both benefits offered and turnover. The relationships between benefits,
performance appraisals, and turnover are displayed. Additionally, the
relationship between recruiting practices and applications is depicted.
Chapter X: Survey Questions — contains a complete list of the survey
questions.
2009 House Compensation Study

2009 House Compensation Study I-2
How to Use the Report
The purpose of this report is to provide Member offices with information on the
typical compensation and benefits policies employed by other Member offices. In using
the data contained in the report, it should be noted that the overall response rate
associated with the 2009 survey (45.1%) allows for stable conclusions to be drawn about
the policies and practices of the current Member offices. However, it should be noted
that the response rate for specific questions might be lower than the overall response
rate because not all offices answered every question.
Where possible, 2009 responses are compared to 2006 responses. For response
options that changed in the 2009 survey, “N/A” is indicated for the 2006 data.

CHAPTER II – HIRING AND COMPENSATION PRACTICES
2009 House Compensation Study II-1
Chief of Staff
Position Summary
A typical Chief of Staff:
• On average, earns $134,307 annually • Has been in the position for 5.2 years
• Works in the Washington, D.C. office • Has a bachelor’s degree
• May also perform Legislative Director and Office • May have previous experience in the House,
Manager/Executive Assistant duties federal and state/local government, and the
private sector
.
Summary of Primary Duties
• Acts as the Member’s chief policy advisor
• Develops and implements all policy objectives, strategies, and operating plans for the Member’s office
• Manages and directs all activities and staff of the Member’s Washington, D.C. and District offices
• Coordinates the activities of the Member with the Leadership and Committee office(s)
• Oversees the office budget
.
Alternate Titles
• Deputy Chief of Staff • Chief of Staff for a particular location
(e.g., Chief of Staff District)
Salary Summary
2006-2009
Percentile 2009 2006 Change
Minimum $72,000 $87,000 -17.2%
25% $120,000 $116,000 3.4%
50% (median) $130,000 $130,000 0.0%
Average $134,307 $129,736 3.5%
75% $157,250 $148,500 5.9%
Maximum $172,000 $160,000 7.5%
.
Salary Distribution
25%
20%
The average Chief
15% of Staff’s salary is
$134,307
10%
5%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17

Chief of Staff
Annual Salary as a Function of Years in Position
Years in Position
Less than 1 to 3 4 to 6 7 to 9 10 to 12 13 years or
Annual Salary 1 year years years years years more Total
$70,000-$79,999 0 0 1 2 0 0 3
$80,000-$89,999 0 2 0 0 0 0 2
$90,000-$99,999 0 5 2 0 0 0 7
$100,000-$109,999 0 11 4 2 0 0 17
$110,000-$119,999 0 9 1 0 0 0 10
$120,000-$129,999 0 28 6 4 3 1 42
$130,000-$139,999 0 14 15 4 0 0 33
$140,000-$149,999 0 5 2 4 2 2 15
$150,000-$159,999 0 2 6 5 4 2 19
$160,000-$169,999 0 4 11 8 11 6 40
$170,000-$179,999 0 0 1 0 0 1 2
Total 0 80 49 29 20 12 190
How well do the job title and the summary of Additional Roles Performed by Employees in this Job
duties above describe the responsibilities of the
employee in this position?
Role 2009 2006
None 35.0% 42.5%
Response 2009 2006
Legislative Director 11.0% 6.3%
Very well 65.5% 73.0% Office Manager/Executive
Somewhat closely 27.3% 27.0% Assistant 10.0% 12.6%
Does not describe 2.1% 0.0% Press Secretary/
9.0% 8.7%
Other 5.2% N/A Communications Director
Total 100.0% 100.0% District Director 8.5% 7.1%
*Other includes additional roles such as overseeing Senior Legislative Aide 4.0% 3.1%
district staff, serving as a liaison with federal agencies, Legislative Aide 2.5% 2.4%
overseeing policy, covering committees, and
administrative and policy management of
Scheduler 1.0% 0.8%
congressional office. Constituent Services
Representative/Caseworker 0.5% 0.0%
Legislative Correspondent 0.5% 0.0%
Number of Positions per Office Fair Labor Standards Act Status
Positions per
Response 2009 2006
Office 2009 2006
1 94.2% 95.3% Exempt 89.4% 94.5%
2 5.8% 4.7% Non-exempt 10.6% 5.5%
Total* 100.0% 100.0% Total 100.0% 100.0%
.

Chief of Staff
Primary Duty Station Commuting Between District and D.C. Office
Response 2009 2006 Response 2009 2006

Washington, D.C. office 87.1% 89.1% Yes 67.0% 58.6%
District office 12.9% 10.9% No 33.0% 41.4%
Total 100.0% 100.0% Total 100.0% 100.0%
Experience Education
Average Years in 2009 2006 Educational Attainment 2009 2006

Current position 5.2 5.2 Some college 4.7% 4.7%
Previous positions: Associate’s degree 0.5% 0.8%
House 6.2 6.5 Bachelor’s degree 53.9% 46.5%
Federal government 2.8 2.7 Master’s degree 22.5% 26.0%
State/local government 5.1 2.2 Law degree 17.3% 20.5%
Private sector 5.1 3.7 Other advanced degree 1.0% 0.8%
Gender Race/Ethnicity
Response 2009 Response 2009

Male 58.7% American Indian or Alaska
1.1%
Female 41.3% Native
Total 100.0% Asian 1.6%
. Pacific Islander 0.0%
Age Black, not of Hispanic
7.5%
origin
Response 2009 Hispanic 2.7%
White, not of Hispanic
20-29 years 3.8% 87.1%
origin
30-39 years 48.9% Unsure 0.0%
40-49 years 24.2%
Total 100.0%
50-59 years 19.9%
60 years or older 3.2%
Total 100.0%

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

• Advises the Member on all legislative areas
• Assists in the development of policy positions and legislative initiatives
• Manages and supervises the Member’s legislative staff
• Monitors and reports on floor action to the Member and the Chief of Staff
Alternate Titles
• Deputy Chief of Staff • Senior Advisor
• Legislative Counsel • Policy Director
Salary Summary
2006-2009
Minimum $50,000 $42,000 19.0%
25% $75,000 $67,000 11.9%
50% (median) $81,000 $77,750 4.2%
Average $84,273 $76,490 10.2%
75% $90,000 $85,000 5.9%
Maximum $152,500 $120,000 27.1%
Salary Distribution
35%
30%
25% The average
20% salary is $84,273
15%
10%
5%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17

Years in Position
Less than 1 to 3 4 to 6 7 to 9 10 years
Annual Salary 1 year years years years or more Total
$50,000-$59,999 0 3 0 0 0 3
$60,000-$69,999 0 14 2 1 0 17
$70,000-$79,999 1 29 8 1 1 40
$80,000-$89,999 0 23 17 4 1 45
$90,000-$99,999 1 10 9 0 0 20
$100,000-$109,999 0 6 4 3 2 15
$110,000-$119,999 0 2 1 0 0 3
$120,000-$129,999 0 2 0 0 0 2
$130,000-$139,999 0 1 1 0 1 3
$140,000-$149,999 0 0 0 0 0 0
$150,000-159,999 0 0 0 0 1 1
Total 2 90 42 9 6 149
Note: Tenure categories were collapsed to maintain confidentiality of salary data.
.
Role 2009 2006
None 49.4% 59.4%
Response 2009 2006 Senior Legislative Aide 15.6% 12.9%
Very well 82.1% 73.0% Legislative Aide 4.5% 9.9%
Somewhat closely 13.9% 27.0% Legislative Correspondent 3.9% 3.0%
Does not describe 1.3% 0.0% Chief of Staff 0.6% 2.0%
Other 2.6% N/A Office Manager/Executive Assistant 0.6% 4.0%
Total 100.0% 100.0% Constituent Services
0.6% 1.0%
*Other includes coordinating progressive caucus Representative/Caseworker
activities, filling in for the Chief of Staff, meeting with Press Secretary/Communications
constituents, reviewing constituent communications, 0.6% 0.0%
Director
and writing district speeches.
Field Representative 0.6% 0.0%
Positions per Response 2009 2006

Office 2009 2006
Exempt 92.6% 92.1%
1 40.4% 97.0%
Non-exempt 7.4% 7.9%
2 33.0% 2.0%
Total 100.0% 100.0%
3 13.8% 1.0%
4 8.5% 0.0%
5 3.2% 0.0%
6 0.0% 0.0%
7 1.1% 0.0%
Total 100.0% 100.0%


Total 100.0% 100.0%
Total 100.0% 100.0%


0.7%
Female 36.5% Native
Pacific Islander 0.0%
Black, not of Hispanic
7.0%
origin
Age
Hispanic 2.1%
Response 2009 86.6%
origin
20-29 years 26.8% Unsure 1.4%
30-39 years 59.4%
Total 100.0%
40-49 years 8.7%
50-59 years 5.1%
Total 100.0%

Senior Legislative Aide

Position Summary
A typical Senior Legislative Aide:
• Performs no additional duties • May have previous experience in the House,
federal government, and the private sector

• Develops and plans legislative initiatives
• Monitors legislative developments within Committees and on the House floor
• Writes floor speeches for the Member
• Meets with constituents and special interest groups on behalf of the Member
Alternate Titles
• Legislative Counsel • Senior Policy Advisor/Counselor
• Senior Legislative Counsel • Legislative Assistant
Salary Summary
2006-2009
Minimum $21,000 $34,500 -39.1%
25% $50,000 $45,000 11.1%
50% (median) $60,000 $52,000 15.4%
Average $61,622 $55,405 11.2%
75% $68,681 $65,000 5.7%
Maximum $146,000 $92,000 58.7%
Salary Distribution
30%
25%
20% The average
Senior Legislative
15% Aide’s salary is
$61,622
10%
5%
0%
11 0
12 0
13 0
14 0
15 0
16 0
17 0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10


Years in Position
Annual Salary 1 year years years years or more Total
$20,000-$29,999 0 2 0 0 0 2
$30,000-$39,999 0 3 1 0 0 4
$40,000-$49,999 0 18 9 0 0 27
$50,000-$59,999 0 23 7 2 0 32
$60,000-$69,999 0 22 15 2 1 40
$70,000-$79,999 0 7 2 0 1 10
$80,000-$89,999 0 7 5 2 0 14
$90,000-$99,999 0 2 2 0 1 5
$100,000-$109,999 0 0 0 0 0 0
$110,000-$119,999 0 1 0 0 0 1
$120,000-$129,999 0 0 0 1 0 1
$130,000-$139,999 0 0 0 0 1 1
$140,000-$149,999 0 0 0 1 0 1
Total 0 85 41 8 4 138
.
Role 2009 2006
None 52.5% 56.9%
Response 2009 2006
Legislative Aide 8.6% 25.0%
Very well 63.0% 78.8% Legislative Correspondent 3.6% 11.1%
Somewhat closely 28.3% 21.2% Legislative Director 2.2% 2.8%
Does not describe 1.4% 0.0% Office Manager/Executive
Other 7.2% N/A Assistant 1.4% 0.0%
*Other includes extra roles such as handling senior Representative/Caseworker 1.4% 0.0%
committee responsibilities for the Member, serving on Press Secretary/Communications
a minority staff committee, acting as a tax policy Director 0.7% 0.0%
advisor, and coordinating with the District office. Staff Assistant (District) 0.7% 0.0%
District Director 0.7% 0.0%

Office 2009 2006
Exempt 91.6% 89.0%
1 79.5% 69.5%
2 17.0% 23.7%
3 3.6% 6.8% Total 100.0% 100.0%
Total 100.0% 100.0%



Total 100.0% 100.0% Total 100.0% 100.0%
Average Years in 2009 2006 Educational

Current position 3.4 2.5 Attainment 2009 2006
Previous positions: Some college 2.2% 2.7%
House 4.3 2.3 Associate’s degree 1.4% 0.0%
Federal government 1.2 2.1 Bachelor’s degree 58.3% 63.0%
State/local government 0.7 1.6 Master’s degree 15.1% 19.2%
Private sector 2.4 2.4 Law degree 20.1% 12.3%

Other advanced degree 2.9% 2.7%

0.7%
Female 48.8% Native
6.0%
origin
20-29 years 43.3% 78.4%
origin
30-39 years 41.8% Unsure 2.2%
40-49 years 10.4%
Total 100.0%
50-59 years 4.5%
Total 100.0%

Legislative Aide
Position Summary
A typical Legislative Aide:
• Performs no additional duties • May have previous experience in the House and
the private sector

• Tracks legislation and other developments in an assigned issue areas
• Drafts constituent correspondence for the Member
• Prepares for Committee meetings and hearings related to specific issues
• Answers constituent letters and helps constituents with federal matters
Alternate Titles
• Counsel • Legislative Counsel
• Legislative Assistant • Chief Writer
• Legislative Aide/Press Assistant • Fellow
Salary Summary
2006-2009
Minimum $24,000 $28,000 -14.3%
25% $38,520 $36,000 7.0%
50% (median) $43,500 $41,000 6.1%
Average $45,105 $43,433 3.8%
75% $50,000 $50,000 0.0%
Maximum $96,000 $76,500 25.5%
Salary Distribution
50%
45%
40%
35% The average
30% Legislative Aide’s
25% salary is
$45,105
20%
15%
10%
5%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17

Legislative Aide
Years in Position
Less than 4 to 6 7 to 9 10 years
Annual Salary 3 years years years or more Total
$20,000-$29,999 8 0 0 0 8
$30,000-$39,999 54 4 1 0 59
$40,000-$49,999 96 16 0 0 112
$50,000-$59,999 29 9 1 0 39
$60,000-$69,999 11 6 1 1 19
$70,000-$79,999 2 1 0 1 4
$80,000-$89,999 1 0 0 0 1
$90,000-$99,999 0 1 0 0 1
Total 201 37 3 2 243
1
employee in this position? Role 2009 2006
None 56.6% 65.9%
Response 2009 2006 Legislative Correspondent 9.8% 12.2%
Very well 70.7% 73.0% Senior Legislative Aide 6.6% 9.1%
Somewhat closely 25.2% 27.0% Press Secretary/Communications
1.6% 0.6%
Director
Does not describe 1.7% 0.0%
Staff Assistant 1.2% 0.0%
Other 2.5% N/A
Constituent Services
Total 100.0% 100.0% Representative/Caseworker 0.8% 0.0%
*Other includes not being involved in constituent mail
Scheduler 0.4% 0.6%
and additional roles such as correspondence,
providing support to the chief of staff, and preparing
and overseeing/proofreading communication
materials.

Office 2009 2006
Exempt 88.4% 91.6%
1 43.5% 38.1%
2 38.9% 40.7%
3 13.0% 15.3% Total 100.0% 100.0%
4 3.8% 5.1%
5 0.8% 0.8%
Total 100.0% 100.0%

Legislative Aide
Response 2009 2006

Response 2009 2006
Yes 12.7% 12.7%
Washington, D.C. office 99.6% 99.4%
No 87.3% 87.3%
District office 0.4% 0.6%
Total 100.0% 100.0%
Total 100.0% 100.0%


0.8%
Female 48.5% Native
5.9%
origin
20-29 years 82.4% 78.4%
origin
30-39 years 15.5% Unsure 0.4%
40-49 years 1.3%
Total 100.0%
50-59 years 0.4%
Total 100.0%

Legislative Correspondent
Position Summary
A typical Legislative Correspondent:
• May also perform Legislative Aide duties • May have previous experience in the House and
the private sector

• Provides research for letters from constituents
• Prepares and oversees the proofreading and printing of form letters
• Creates draft responses to letters from constituents
• Provides administrative support and assistance to Legislative Aides
Alternate Titles
• Communications Specialist • New Media Coordinator
• Legislative Correspondent/Systems Administrator • Director of Constituent Correspondence
Salary Summary
2006-2009
Minimum $27,000 $25,000 8.0%
25% $32,000 $29,000 10.3%
50% (median) $35,000 $31,000 12.9%
Average $35,177 $31,807 10.6%
75% $37,000 $34,000 8.8%
Maximum $53,000 $43,000 23.3%
Salary Distribution
80%
70%
60%
50% The average Legislative
Correspondent’s salary
40%
is $35,177
30%
20%
10%
0%
11 0
12 0
13 0
14 0
15 0
16 0
17 0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10

Years in Position
Less than 1 to 3 4 to 6 7 years or
Annual Salary 1 year years years more Total
$20,000-$29,999 0 11 0 0 11
$30,000-$39,999 0 100 6 1 107
$40,000-$49,999 0 16 3 0 19
$50,000-$59,999 0 2 0 1 3
Total 0 129 9 2 140
.
How well do the job title and the summary of duties Additional Roles Performed by Employees in this Job
above describe the responsibilities of the employee
in this position?
Role 2009 2006
None 43.0% 56.3%
Response 2009 2006
Very well 59.3% 75.0% Staff Assistant (Washington,
Somewhat closely 34.3% 23.6% D.C.) 9.2% 2.8%
Does not describe 0.7% 1.4% Press
Other 5.7% N/A Secretary/Communications
Director 3.5% 0.0%
Total 100.0% 100.0%
Scheduler 2.1% 1.4%
*Other includes part time work and additional roles
such as data entry, tracking legislation in certain Senior Legislative Aide 1.4% 1.4%
areas, and logging in mail. Office Manager/Executive
Assistant 1.4% 1.4%
Staff Assistant (District) 0.7% 0.0%

Office 2009 2006 Exempt 77.3% 71.2%
1 70.4% 100.0% Non-exempt 22.7% 28.8%
2 25.4% 0.0%
Total 100.0% 100.0%
3 4.2% 0.0%
Total 100.0% 100.0%


Total 100.0% 100.0% Total 100.0% 100.0%


0.0%
Female 47.7% Native
Age 4.4%
origin
Hispanic 3.7%
Response 2009 White, not of Hispanic
85.2%
20-29 years 91.2% origin
30-39 years 7.3% Unsure 3.0%
40-49 years 0.7% Total 100.0%
50-59 years 0.7%
Total 100.0%

Office Manager/Executive Assistant

Position Summary
A typical Office Manager/Executive Assistant:
• On average, earns $59,618 annually •
Has been in the position for 5.5 years
• Works in the Washington, D.C. office •
Has a bachelor’s degree
• May also perform Scheduler duties •
May have previous experience in the House, federal
and state/local government, and the private sector
• Supervises Washington, D.C. office staff, including monitoring personnel matters and ensuring that office policies
and procedures are followed
• Maintains office accounts and payroll accounts in accordance with the regulations of Committee on House
Administration governing the Member’s Representational Allowance
• Acts as a liaison for the Member with the staff, the public, committee staff, and other members
• Maintains the Member’s files, including notes, correspondence, and all information related to travel
• Procures and maintains equipment for the Washington, D.C. office
• Ensures that the Member is provided with briefing materials for each event
Alternate Titles
• Communications Director • Deputy Press Secretary
• Communications Advisor • Director of Intergovernmental Affairs
• Deputy Chief of Staff • Web Manager/Deputy Press Secretary
Salary Summary
2006-2009
Minimum* $14,550 $21,000 -30.7%
25% $42,500 $36,000 18.1%
50% (median) $54,000 $50,000 8.0%
Average $59,618 $52,922 12.7%
75% $73,000 $64,000 14.1%
Maximum $135,000 $107,200 25.9%
*Note: Respondents who reported a salary less than $20,000
indicated that the position did not fit the description well or that
the position was shared.
SALARY DISTRIBUTION
25%
20% The average Office

Manager/Executive
15% Assistant’s salary is
$59,618
10%
5%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17


Years in Position
Annual Salary 3 years years years years or more Total
$10,000-$19,999 3 2 2 0 0 7
$20,000-$29,999 2 0 0 1 0 3
$30,000-$39,999 10 1 0 0 0 11
$40,000-$49,999 13 2 0 0 2 17
$50,000-$59,999 12 3 1 0 1 17
$60,000-$69,999 4 2 4 1 1 12
$70,000-$79,999 2 3 2 0 3 10
$80,000-$89,999 0 1 3 0 0 4
$90,000-$99,999 4 1 0 1 0 6
$100,000-$109,999 0 0 0 3 1 4
$110,000-$119,999 0 1 0 0 0 1
$120,000-$129,999 0 0 0 0 2 2
$130,000-$139,999 0 0 1 1 1 3
Total 50 16 13 7 11 97
1
Role 2009 2006
Scheduler 49.0% 42.8%
Response 2009 2006
None 24.5% 33.3%
Very well 33.3% 34.1% Field Representative 3.1% 2.4%
Somewhat closely 44.8% 61.0% Staff Assistant (Washington, D.C.) 2.0% 11.9%
Does not describe 8.3% 4.9% Chief of Staff 2.0% 0.0%
Other 13.5% N/A Legislative Aide 2.0% 2.4%
Total 100.0% 100.0% Senior Legislative Aide 2.0% 0.0%
*Other includes additional roles such acting as the Press Secretary/Communications
Scheduler, Systems Administrator, or an Executive
Director 2.0% 0.0%
Assistant.
Representative/Caseworker 1.0% 2.4%

Office 2009 2006
Exempt 91.3% 78.6%
1 92.2% 97.6%
2 6.7% 2.4%
3 1.1% 0.0% Total 100.0% 100.0%
Total 100.0% 100.0%



Total 100.0% 100.0% Total 100.0% 100.0%

Current position 5.5 5.1 High school 1.0% 0.0%

1.1%
Female 84.4% Native
12.0%
Age origin
Hispanic 4.3%
76.1%
Unsure 2.2%
30-39 years 22.6%
40-49 years 22.6% Total 100.0%
50-59 years 10.8%

Total 100.0%

Press Secretary/Communications Director

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

• Manages and coordinates all communication activities, including media contacts, for the Member and the office
• Develops and implements media and communications strategy for the Member
• Acts as the formal spokesperson and media liaison for the Member
• Writes speeches for the Member
Alternate Titles
• Communications Director • Press Secretary
• Communications Advisor • Deputy Press Secretary
• Communications Assistant • Deputy Chief of Staff
• Deputy Communications Director • District Communications Director
Salary Summary
2006-2009
Minimum $28,250 $32,000 -11.7%
25% $47,000 $45,000 4.4%
50% (median) $60,000 $55,000 9.1%
Average $60,452 $58,756 2.9%
75% $71,523 $68,250 4.8%
Maximum $120,000 $125,000 -4.0%
Salary Distribution
25%
20%
The average Press
15% Secretary/Communications
Director’s salary is $60,452
10%
5%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17


Years in Position
Annual Salary 3 years years years years or more Total
$20,000-$29,999 1 0 0 0 0 1
$30,000-$39,999 9 1 1 0 0 11
$40,000-$49,999 25 4 0 0 0 29
$50,000-$59,999 23 5 1 0 1 30
$60,000-$69,999 15 15 1 0 0 31
$70,000-$79,999 11 6 1 1 0 19
$80,000-$89,999 10 4 2 1 0 17
$90,000-$99,999 0 1 1 2 0 4
$100,000-$109,999 0 0 1 0 1 2
$110,000-$119,999 0 0 1 0 0 1
Total 94 36 9 4 2 145
.
Role 2009 2006
None 61.0% 72.4%
Response 2009 2006
Very well 67.4% 73.0% Legislative Correspondent 2.1% 0.0%
Somewhat closely 27.8% 27.0% Senior Legislative Aide 1.4% 1.1%
Does not describe 0.7% 0.0% Scheduler 1.4% 3.4%
Other 4.2% N/A Constituent Services
1.4% 0.0%
Total 100.0% 100.0% Representative/Caseworker
*Other includes additional roles such as assisting the Field Representative 1.4% 2.3%
Communications Director with press and online Office Manager/Executive
outreach, performing legislative assistant duties, and Assistant 0.7% 1.1%
part-time speech writing.
Chief of Staff 0.7% 0.0%
Staff Assistant (Washington, D.C.) 0.7% 0.0%

Office 2009 2006
Exempt 93.3% 89.8%
1 88.5% 94.0%
2 10.8% 6.0%
3 0.7% 0.0% Total 100.0% 100.0%
Total 100.0% 100.0%



Total 100.0% 100.0% Total 100.0% 100.0%


0.0%
Female 47.0% Native
Age
5.0%
origin
20-29 years 52.9% White, not of Hispanic
83.7%
40-49 years 7.2% Unsure 2.8%
50-59 years 7.2% Total 100.0%

Total 100.0%

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

• Maintains Member’s official schedule, travel plans, and related records
• Briefs the Member on all scheduling activities of the Washington, D.C. office and makes recommendations on
proposed future meetings
• Schedules all staff meetings and briefings
• Coordinates scheduling of press, interview, radio, and television time with the Press Secretary
Alternate Titles
• Administrative Assistant • Executive Assistant
• Administrative Director • Executive Assistant/Scheduler
Salary Summary
2006-2009
Minimum $24,000 $24,000 0.0%
25% $37,500 $37,875 -1.0%
50% (median) $45,000 $46,350 -2.9%
Average $48,110 $48,394 -0.6%
75% $55,000 $55,625 -1.1%
Maximum $113,988 $99,000 15.1%
Salary Distribution
35%
30%
25% The average
20% Scheduler’s salary
is $48,110
15%
10%
5%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17

Scheduler
Years in Position
Less than 1 to 3 4 to 6 7 to 9 10 to 12 13 years
Annual Salary 1 year years years years years or more Total
$20,000-$29,999 0 6 0 0 0 0 6
$30,000-$39,999 0 30 1 0 0 0 31
$40,000-$49,999 0 18 8 1 0 0 27
$50,000-$59,999 0 15 11 4 1 1 32
$60,000-$69,999 0 1 4 2 0 1 8
$70,000-$79,999 0 3 0 2 0 0 5
$80,000-$89,999 0 2 0 0 1 1 4
$90,000-$99,999 0 0 0 0 0 1 1
$100,000-$109,999 0 0 0 0 0 0 0
$110,000-$119,999 0 0 0 1 0 0 1
Total 0 75 24 10 2 4 115
Role 2009 2006
Office Manager/Executive
Response 2009 2006 Assistant 40.5% 24.4%
Very well 42.2% 58.7% None 27.6% 17.8%
Somewhat closely 43.1% 39.1% Staff Assistant (Washington, D.C.) 5.2% 4.4%
Does not describe 2.6% 2.2% Constituent Services
Other 12.1% N/A Representative/Caseworker 5.2% 0.0%
Total 100.0% 100.0%
*Other includes additional roles such as performing Legislative Correspondent 3.4% 2.2%
office management functions, and serving as office Press Secretary/Communications
manager. Director 2.6% 0.0%

Office 2009 2006
Exempt 85.2% 80.4%
1 80.4% 100.0%
2 18.6% 0.0%
Total 100.0% 100.0%
3 1.0% 0.0%
Total 100.0% 100.0%

Scheduler

Total 100.0% 100.0% Total 100.0% 100.0%


0.0%
Female 82.2% Native
5.4%
origin
Age Hispanic 9.0%
79.3%
origin
Response 2009
Unsure 3.6%
20-29 years 61.5%
30-39 years 23.9% Total 100.0%
40-49 years 6.4%

50-59 years 5.5%
Total 100.0%

Staff Assistant (Washington, D.C.)

Position Summary
A typical Staff Assistant (Washington, D.C.):
• May also perform Legislative Correspondent duties • May have previous experience in the House and
the private sector
• Greets and screens visitors
• Responds to constituent requests for information
• Performs general administrative duties
Alternate Titles
• Communications Assistant • Special Assistant
• Deputy Scheduler • Staff Assistant/Press Assistant
• Office Liaison • Staff Assistant/Office Manager
Salary Summary
2006-2009
Minimum $16,000 $18,000 -11.1%
25% $27,500 $25,000 10.0%
50% (median) $30,000 $28,000 7.1%
Average $30,521 $29,872 2.2%
75% $32,800 $30,000 9.3%
Maximum $54,000 $71,000 -23.9%
Salary Distribution
70%
60%
50% The average Staff
40% Assistant’s salary in
Washington D.C. is
30% $30,521
20%
10%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17


Years in Position
Less than 4 to 6 7 to 9 10 to 12 13 years or
Annual Salary 3 years years years years more Total
$10,000-$19,999 1 0 1 0 0 2
$20,000-$29,999 54 0 1 0 0 55
$30,000-$39,999 53 0 0 0 0 53
$40,000-$49,999 8 2 1 1 0 12
$50,000-$59,999 0 0 0 1 0 1
Total 116 2 3 2 0 123
Role 2009 2006
None 49.6% 56.3%
Response 2009 2006
Very well 62.0% 71.6% Office Manager/Executive
3.3% 5.7%
Somewhat closely 21.5% 27.9% Assistant
Other 13.2% N/A Legislative Aide 3.3% 2.3%
1.6% 2.3%
*Other includes additional roles such as acting as Representative/Caseworker
systems administrator, giving tours, and coordinating Press Secretary/Communications
interns. Director 0.8% 0.0%

Office 2009 2006
Exempt 58.8% 48.3%
1 91.2% 87.3%
2 8.8% 10.1%
3 0.0% 1.3% Total 100.0% 100.0%
4 0.0% 1.3%
Total 100.0% 100.0%



Total 100.0% 100.0% Total 100.0% 100.0%


0.8%
Female 60.6% Native
Age 10.1%
origin
Hispanic 7.6%
73.1%
30-39 years 1.7% Unsure 5.0%
40-49 years 0.8% Total 100.0%
50-59 years 3.3%
Total 100.0%

Staff Assistant (District)

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

• Responds to constituent requests for information
• Maintains handout literature regarding the District and the House
• Performs general administrative duties
Alternate Titles
• Congressional Aide • District Executive
• Office Coordinator • District Office Manager
• Receptionist • Executive Assistant
Salary Summary
2006-2009
Minimum $12,000 $16,006 -25.0%
25% $25,788 $25,000 3.2%
50% (median) $29,120 $28,500 2.2%
Average $30,633 $30,883 -0.8%
75% $35,000 $33,000 6.1%
Maximum $55,000 $79,966 -31.2%
Salary Distribution
70%
60%
50% The average Staff
40% Assistant’s salary in
the District is
30%
$30,633
20%
10%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17


Years in Position
$10,000-$19,999 0 8 2 0 0 0 10
$20,000-$29,999 0 34 6 2 1 2 45
$30,000-$39,999 0 29 7 3 1 0 40
$40,000-$49,999 0 0 7 1 0 2 10
$50,000-$59,999 0 0 0 1 3 0 4
Total 0 71 22 7 5 4 109
Role 2009 2006
None 45.1% 58.4%
Response 2009 2006
Very well 57.1% 58.7% Representative/Caseworker 16.8% 29.9%
Somewhat closely 30.4% 39.1% Field Representative 9.7% 6.5%
Other 4.5% N/A Staff Assistant (Washington, D.C.) 0.9% 0.0%
Total 100.0% 100.0% Legislative Correspondent 0.9% 0.0%
*Other includes additional roles such as working on
grants, performing administrative duties, maintaining
computer systems, and working on special projects.

Office 2009 2006
Exempt 54.3% 53.2%
1 83.5% 67.2%
2 11.0% 20.3%
3 3.3% 9.4% Total 100.0% 100.0%
4 2.2% 3.1%
Total 100.0% 100.0%



Total 100.0% 100.0% Total 100.0% 100.0%


0.9%
Female 77.9% Native
11.3%
origin
Hispanic 15.1%
Age White, not of Hispanic
62.3%
origin
Response 2009 Unsure 5.7%
20-29 years 50.9% Total 100.0%

30-39 years 14.2%
40-49 years 11.3%
50-59 years 15.1%
Total 100.0%

Constituent Services Representative/Caseworker

Position Summary
A typical Constituent Services Representative/Caseworker:
• Works in the District office • Has a bachelor’s degree
• May also perform Field Representative duties • May have previous experience in the House,
sector

• Acts as the community representative for the Member within his or her area of responsibility
• Monitors and updates the Member and District Director on District and local issues
• Answers casework correspondence and verbal communications with constituents
Alternate Titles
• Casework Manager • Community Representative
• Casework Director • Congressional Aide
• Casework Supervisor • Outreach Liaison
Salary Summary
2006-2009
Minimum $15,810 $13,500 17.1%
25% $35,000 $31,000 12.9%
50% (median) $42,000 $40,000 5.0%
Average $44,850 $40,814 9.9%
75% $51,651 $46,500 11.1%
Maximum $97,000 $115,000 -15.7%
Salary Distribution
40%
35%
30%
The average
25% Constituent Services
20% Representative/Caseworker’s
salary is $44,850
15%
10%
5%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17


Years in Position
$10,000-$19,999 0 0 1 0 0 0 1
$20,000-$29,999 0 19 3 2 2 2 28
$30,000-$39,999 2 77 22 4 1 0 106
$40,000-$49,999 1 40 28 11 8 13 101
$50,000-$59,999 0 13 15 14 6 14 62
$60,000-$69,999 0 4 3 3 2 12 24
$70,000-$79,999 0 2 4 2 3 8 19
$80,000-$89,999 0 2 1 1 2 1 7
$90,000-$99,999 0 0 0 0 0 2 2
Total 3 157 77 37 24 52 350
.
None 52.9% 63.2%
Response 2009 2006 17.1% 19.5%
Field Representative
Very well 68.9% 71.6% Staff Assistant (District) 4.0% 4.3%
Somewhat closely 24.9% 27.9% District Director 1.1% 0.0%
Other 3.8% N/A Staff Assistant (Washington D.C.) 0.6% 0.9%
Total 100.0% 100.0% Office Manager/Executive
0.6% 5.2%
*Other includes additional roles such as handling Assistant
office accounts, driving for the Congressman and 0.6% 0.9%
Office Manager, handling grants and managing
special projects. Senior Legislative Aide 0.6% 0.0%
Press Secretary/Communications
0.3% 0.0%
Director

Positions per
Office 2009 2006 Response 2009 2006
1 21.0% 8.2% Exempt 73.8% 66.0%
2 25.8% 38.2% Non-exempt 26.2% 34.0%
3 25.8% 25.9% Total 100.0% 100.0%
4 12.9% 16.5%
5 8.9% 6.5%
6 3.2% 3.5%
7 2.4% 1.2%
Total 100.0% 100.0%



Total 100.0% 100.0% Total 100.0% 100.0%


0.3%
Female 71.9% Native
11.9%
origin
Hispanic 16.1%
Age
63.9%
origin
20-29 years 27.3%
Total 100.0%
30-39 years 20.2%
40-49 years 17.5%
50-59 years 23.9%
Total 100.0%

District Director
Position Summary
A typical District Director:
• Works in the District office • Has a bachelor’s degree.
• May also perform Field Representative and • May have previous experience in the House,
Constituent Services Representative/Caseworker federal and state/local government, and the private
duties sector
• Oversees all District office operations
• Represents the Member, or assigns appropriate staff to represent the Member in District
• Travels throughout the District at regular intervals to keep abreast of local concerns
Alternate Titles
• Deputy Chief of Staff • Administrative Director
• District Chief of Staff • Finance Officer/Constituent Services Director
• Deputy District Director • Regional Director
Salary Summary
2006-2009
Minimum $40,000 $39,200 2.0%
25% $71,700 $63,000 13.8%
50% (median) $86,376 $77,841 11.0%
Average $85,779 $78,526 9.2%
75% $100,000 $91,000 9.9%
Maximum $151,000 $150,000 0.7%
SALARY DISTRIBUTION
25%
20%
The average District
15% Director’s salary is
$85,779
10%
5%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17

District Director
Years in Position
$40,000-$49,999 0 3 3 0 0 0 6
$50,000-$59,999 2 6 2 0 2 0 12
$60,000-$69,999 1 6 3 0 1 1 12
$70,000-$79,999 0 9 6 2 0 0 17
$80,000-$89,999 0 12 8 6 1 2 29
$90,000-$99,999 0 5 8 3 3 3 22
$100,000-$109,999 0 7 2 4 4 4 21
$110,000-$119,999 0 0 1 0 2 1 4
$120,000-$129,999 0 0 0 0 3 1 4
$130,000-$139,999 0 2 0 0 0 2 4
$140,000-$149,999 0 0 0 0 0 1 1
$150,000-$159,999 0 0 0 0 1 0 1
Total 3 50 33 15 17 15 133
Role 2009 2006
None 50.7% 60.3%
Response 2009 2006 19.4%
Field Representative 15.1%
Very well 69.4% 71.6% Constituent Services
11.9% 8.2%
Somewhat closely 23.1% 27.9% Representative/Caseworker
Other 5.2% N/A Office Manager/Executive
1.5% 0.0%
Assistant
Total 100.0% 100.0%
*Other includes additional roles such as handling Staff Assistant (District) 1.5% 0.0%
District Director responsibilities, managing casework Chief of Staff 0.7% 1.4%
for staff and operations, overseeing constituent Legislative Director 0.7% 0.0%
service operations, and working with local units of
government, business, and economic authorities on Legislative Aide 0.7% 0.7%
projects. Press Secretary/Communications
0.7% 0.0%
Director
Positions Response 2009 2006

per Office 2009 2006
Exempt 96.0% 8.1%
1 85.2% 94.3%
2 13.0% 5.7%
3 1.7% 0.0% Total 100.0% 100.0%
Total 100.0% 100.0%

District Director

Total 100.0% 100.0% Total 100.0% 100.0%
Years of Experience in 2009 2006 Educational Attainment 2009 2006


0.0%
Female 48.0% Native
8.6%
origin
Hispanic 8.6%
Age
79.7%
origin
20-29 years 8.9%
Total 100.0%
30-39 years 28.2%
40-49 years 29.8%
50-59 years 18.5%
Total 100.0%

Position Summary
A typical Field Representative:
• On average, earns $47,713 annually •
Has been in the position for 4.5 years
• Works in District office •
Has a bachelor’s degree
• May also perform Constituent Services •
May have previous experience in the House,
Representative/Caseworker duties federal and state/local government, and the private
sector
• Acts as liaison with federal, District, and local agencies for the Member and constituents
• Assesses casework for problems requiring legislative action and makes recommendations to the District Director
and Chief of Staff
Alternate Titles
• District Representative • Director of Special Projects
• Grants Coordinator • Boarder Liaison
• Community Liaison • District Senior Policy Advisor
• District Coordinator • Senior Field Representative
• Field Director • Senior Field Representative for Grant Management
• Regional Representative • Senior Fields Representative for Labor Relations
Salary Summary
2004-2006
Minimum $14,000 $25,000 -44.0%
25% $36,000 $37,125 -3.0%
50% (median) $46,000 $45,000 2.2%
Average $47,713 $46,508 2.6%
75% $59,770 $55,000 8.7%
Maximum $92,000 $75,000 22.7%
Salary Distribution
35%
30%
25%
The average Field
20% Representative’s
salary is $47,713
15%
10%
5%
0%
0
0
0
0
00
00
00
00
00
00
00
00
0
0
,0
,0
,0
,0
,0
,0
,0
,0
,0
0,
0,
0,
0,
0,
0,
0,
0,
10
20
30
40
50
60
70
80
90
10
11
12
13
14
15
16
17

Years in Position
$10,000-$19,999 0 1 0 0 1 1 3
$20,000-$29,999 0 10 4 1 2 0 17
$30,000-$39,999 0 32 10 1 0 0 43
$40,000-$49,999 2 25 22 1 0 0 50
$50,000-$59,999 0 12 7 5 6 1 31
$60,000-$69,999 1 9 7 5 4 2 28
$70,000-$79,999 0 0 4 4 0 3 11
$80,000-$89,999 0 0 2 0 1 3 6
$90,000-$99,999 0 0 0 0 1 1 2
Total 3 89 56 17 15 11 191
None 51.3% 44.7%
Response 2009 2006 Constituent Services
26.4%
Very well 57.6% 57.3% Representative/Caseworker 37.9%
Somewhat closely 33.0% 39.8% Legislative Correspondent 3.6% 0.0%
Other 7.9% N/A Staff Assistant (District) 1.6% 3.9%
Total 100.0% 100.0% District Director 1.6% 0.0%
*Other includes part time work and additional roles Press Secretary/Communications
0.5% 0.0%
such as coordinating grants and procurement work, Director
managing coalitions, running the outreach program
and other special projects.

Office 2009 2006
Exempt 88.4% 84.5%
1 40.4% 33.8%
2 33.0% 45.1%
3 13.8% 14.1% Total 100.0% 100.0%
4 8.5% 4.2%
5 3.2% 2.8%
6 0.0% 0.0%
7 1.1% 0.0%
Total 100.0% 100.0%


Total 100.0% 100.0% Total 100.0% 100.0%


1.1%
Female 45.5% Native
5.4%
origin
Hispanic 9.1%
Age White, not of Hispanic
74.7%
origin
Unsure 5.9%
Response 2009
20-29 years 32.6% Total 100.0%
30-39 years 22.5%
40-49 years 18.0%
50-59 years 15.2%
Total 100.0%

CHAPTER III – ORGANIZATIONAL STRUCTURE
2009 House Compensation Study III-1
Organizational Charts
There are three common organizational structures for Member offices: Parity, Centralized, and Functional. The
chart at the bottom of the page shows the relative frequency of each type of organizational structure.
Other Structure
7% (3%)*
Parity Structure
17%(16%)
Functional
Structure
9%(17%)
Centralized
Structure
67% (64%)
Note: Other Structure includes combinations of two structures.

Percents in parentheses represent 2006 values.
*In 2006, the fourth response option was “Member-as-Manager
Structure” as opposed to “Other”.
Number of Employees
On average what is the number of employees your office employs?
# of Employees 2009
Minimum 8.0
Average 16.7
Maximum 22.0

2009 House Compensation Study III-2
Additional Duties
The survey included three types of additional duties that may be present in offices—Emergency Coordinator,
Systems Administrator, and Financial Administrator. Respondents indicated which position (if any) within the office
is responsible for performing these duties.
Who performs the Emergency Coordinator, Systems Administrator, and Financial Administrator duties?
Duty
Emergency Systems Financial
Incumbent Coordinator Administrator Administrator
An employee 99.3% 55.5% 64.2%
A shared employee 0.0% 24.1% 32.1%
A contractor 0.0% 11.7% 1.5%
Shared between an employee and a contractor 0.0% 8.0% 0.7%
Other* 0.7% 0.7% 1.5%
* For the Emergency Coordinator duties, respondents selecting “other” did not specify who was responsible. For the
Systems Administrator duties, respondents selecting “other” indicated that the responsibilities were shared between
an employee and a contractor. For the Financial Administrator duties, respondents selecting “other” indicated that a
part-time employee was responsible or that the responsibilities were shared between an employee and a shared
employee.
What is the job title of the person who is responsible for the Emergency Coordinator, Systems
Administrator, and Financial Administrator duties?
Duty
Emergency Systems Financial
Incumbent Coordinator Administrator Administrator
Chief of Staff 10.3% 0.0% 19.5%
Legislative Director 2.9% 1.4% 0.0%
Senior Legislative Aide 4.4% 2.7% 1.1%
Legislative Aide 9.6% 14.9% 0.0%
Legislative Correspondent 8.8% 27.0% 1.1%
Office Manager/Executive Assistant 29.4% 16.2% 58.6%
Press Secretary/Communications Director 0.7% 6.8% 0.0%
Scheduler 12.5% 4.1% 11.5%
Staff Assistant (Washington, D.C.) 20.6% 25.7% 1.1%
Staff Assistant (District) 0.0% 0.0% 1.1%
Constituent Services Representative/Caseworker 0.0% 0.0% 3.4%
District Director 0.7% 1.4% 2.3%
Field Representative 0.0% 0.0% 0.0%

CHAPTER IV - BENEFITS
2009 House Compensation Study IV-1
PAY INCREASES
This section summarizes office policies related to pay increases, including Cost of Living Adjustments (COLAs),
merit increases/raises, and pay adjustments/bonuses.
Cost of Living Adjustments

Which of the following best represents how your office provides annual cost of living adjustments (COLA)?
Response 2009 2006

Provide, and the percentage increase is: 67.7% 70.3%
the same for all employees 30.9% 33.0%
based on factors, such as tenure, job type,
or merit 36.8% 37.3%
Do not provide* 32.4% 29.7%
Total 100.0% 100.0%
*Respondents who answered “Do not provide” skipped all subsequent questions in
this section.
Note: Responses to “Do not provide” COLA adjustments include some offices that
are newly established and have yet to implement adjustments but may intend to do
so.
What are the criteria used to determine who receives the COLA and/or the percentage increase of COLA?
Determines who Determines % increase

Response receives COLA of COLA
2009 2006* 2009 2006*
Job Type 32.8% 87.0% 40.6% 87.0%
Tenure 50.0% 91.3% 56.3% 91.3%
Performance 65.6% 100.0% 82.8% 100.0%
*The categories “who receives” and “% increase” were combined in 2006.
Note: It was possible to indicate multiple criteria. Respondents were asked this
question only if they indicated that the percentage increase is based on factors, such
as tenure, job type, or merit.
What was the average percentage increase for COLA given in the past calendar year (2008)?
25%
Percent of Participants
20%
The average
15% COLA increase is
3.7%
10%
5%
0%
0%
5%
0%
5%
0%
5%
0%
5%
0%
5%
0%
5%
0%
5%
5%
1.
1.
2.
2.
3.
3.
4.
4.
5.
5.
6.
6.
7.
7.
8.
Average COLA Increase

PAY INCREASES
Merit Increases/Raises
Which of the following best represents how your office provides annual merit increases/raises?
Response 2009 2006
Provide, and the percentage increase is: 94.1% 57.0%
the same for all employees 3.7% 0.0%
based on factors, such as tenure, job type, or merit 90.4% 57.0%
Total 100.0% 100.0%
*Respondents who answered “Do not provide” skipped all subsequent questions in this section.
Note: Responses to “Do not provide” merit increases/raises include some offices that are newly
established and have yet to implement merit increases/raises but may intend to do so.
What criteria are used to determine who receives a merit increase/raise and/or the percentage of the increase?
Determines who receives a Determines % increase of
Response raise raise
2009 2006* 2009 2006*
Job Type 44.8% 81.6% 44.0% 81.6%
Tenure 53.6% 89.8% 53.6% 89.8%
Performance 84.0% 98.0% 84.8% 98.0%
Note: It was possible to indicate multiple criteria; Respondents were asked this question only if
they indicated that the percentage increase is based on factors, such as tenure, job type, or
merit.
At what time of year do you generally give merit Does your office budget for annual merit increases?
increases/raises to your employees?
Response 2009
Response 2009 2006 Yes 83.3%
End of calendar year 56.5% 67.9% No 16.7%
End of fiscal year Total 100.0%
(Oct 1 – Sept 30) 3.2% 0.0%
Employment date
anniversary 11.3% 3.8%
Throughout the year 29.0% 28.3%
.
Total 100.0% 100.0%
What was the average percentage increase for merit increases given in the past calendar year (2008)?
25%
Percent of Participants
20%
The average merit
15% increase/raise is
5.7%
10%
5%
0%
0%
5%
0%
5%
0%
5%
0%
5%
0%
5%
0%
5%
0%
5%
0%
5%
0%
5%
0%
5%
%
.0
.5
.0
0.
0.
1.
1.
2.
2.
3.
3.
4.
4.
5.
5.
6.
6.
7.
7.
8.
8.
9.
9.
10
10
11
Average Merit Increase/Raise

PAY INCREASES
Pay Adjustments/Lump Sum Bonuses

Which of the following best represents how your office provides lump sum bonuses?
Response 2009 2006

Provide, and: 89.0% 92.3%
the amount/percentage is the same for all employees 22.8% 20.9%
they are based on factors, such as tenure, job type, or
merit 66.2% 71.4%
Total 100.0% 100.0%
*Respondents who answered “Do not provide” skipped all subsequent questions in this section.
Note: Responses to “Do not provide” lump sum bonuses include some offices that are newly
established and have yet to implement bonuses but may intend to do so.
What criteria are used to determine who receives a lump sum bonus and/or the amount of the lump sum
bonus?
Determines who Determines amount of

Response receives a bonus bonus
2009 2006* 2009 2006*
Job Type 44.8% 85.7% 44.0% 85.7%
Tenure 53.6% 89.3% 53.6% 89.3%
Performance 84.0% 89.3% 84.0% 89.3%
Note: It was possible to indicate multiple criteria; Respondents were asked this
question only if they indicated that bonuses are based on factors, such as tenure,
job type, or merit.
What was the average amount for lump sum bonuses given in the past calendar year (2008)?
20%
16% The average
lump sum
12% bonus is $3,521
Percent
8%
4%
0%
$1 0
0
$1 0
00
$2 0
$3 0
$3 0
00
$4 0
$5 0
$5 0
$6 0
00
$7 0
$7 0
$8 0
00
50
0
$5
,0
,5
,0
,5
,0
,5
,0
,5
,0
,5
,0
,5
,0
,5
,0
<$
$2
$4
$6
Average Lump Sum Bonus

LEAVE
This section summarizes office policies related to annual, sick, family and medical, administrative, and
bereavement leave.
Annual Leave
Which of the following best represents how your office implements paid annual leave?
Response 2009 2006

Offer, and the amount 97.7% 94.5%
is the same for all employees 29.6% 19.7%
varies by each employee's tenure in the House 48.1% 47.3%
varies by tenure in the federal government,
including the House 20.0% 27.5%
Do not offer* 2.2% 5.5%
Total 100.0% 100.0%
*Respondents who answered “Do not offer” skipped all subsequent questions in this
section.
How much annual leave do employees in your office receive yearly?
Response 2009 2006

1-7 days 7.5% 0.0%
8-14 days 32.5% 12.5%
15-21 days 52.5% 56.2%
22-28 days 7.5% 31.3%
29 days or more 0.0% 0.0%
Total 100.0% 100.0%
Note: Respondents were asked this question only if they indicated that
they offered all employees the same amount of annual leave.
What is the maximum amount of annual leave given for each level of tenure attained by
employees in your office?
Days Per Year of Annual Leave

29 days
Years of Tenure 0 1-7 8-14 15-21 22-28 or more
Less than 1 year 1.2% 17.4% 67.4% 12.8% 1.2% 0.0%
1-3 years 0.0% 5.6% 50.6% 40.4% 3.4% 0.0%
4-6 years 0.0% 1.1% 13.8% 69.0% 13.8% 2.3%
7-10 years 0.0% 0.0% 4.8% 67.9% 23.8% 3.6%
11+ years 0.0% 0.0% 3.8% 36.3% 51.3% 8.8%
Note: Respondents were asked this question only if they indicated that the amount of annual leave they
offered varied by tenure in the House or in the federal government.

LEAVE
Annual Leave (Continued)

Does your office allow employees to roll over paid What is the maximum number of annual leave days
annual leave from one year to the next? that can be rolled over from one year to the next?

Yes, 67.0% 70.9% 1-7 days 44.0% 51.7%
and the amount is 8-14 days 24.0% 18.4%
unlimited 8.5% 8.1% 15-21 days 16.0% 11.2%
but the amount is 22-28 days 5.3% 3.8%
limited 58.5% 62.8%
29 days or more 10.7% 14.9%
No* 33.1% 29.1%
Total 100.0% 100.0%
Total 100.0% 100.0% Note: Respondents were asked this question only if
*Respondents who answered “no” skipped all they indicated that the amount of annual leave roll-over
subsequent questions in this section. is limited.
If an employee leaves your office, is he or she Does your office have a formal written
paid for unused paid annual leave? annual leave policy?
Response 2009 2006 Response 2009

Yes 69.2% 75.6% Yes 91.5%
No 30.8% 24.4% No 8.5%
Total 100.0% 100.0% Total 100.0%
Which of the following describes how your office accepts the transfer of unused annual leave accrued
during previous employment?
Response 2009 2006

Accept, 7.7% 14.0%
if accrued during previous employment in
the House 2.3% N/A
if accrued from the federal government
(other than House) 4.6% 10.5%
if accrued from previous organizations
outside the federal government 0.8% N/A
Do not accept 90.8% 86.0%
Note: It was possible to indicate multiple responses. Percentages may not add to or
exceed 100% due to participants viewing, but choosing to skip the question.

LEAVE
Sick Leave
Which of the following best represents how your office implements paid sick leave?
Response 2009 2006

Offer, and the amount 92.5% 92.3%
is the same for all employees 85.7% 78.0%
varies by each employee's tenure in the House 6.0% 14.3%
varies by tenure in the federal government,
including the House 0.8% N/A
Do not offer* 7.5% 7.7%
Total 100.0% 100.0%
*Respondents who answered “Do not offer” skipped all subsequent questions in this
section.
How much sick leave do employees in your office receive yearly?
Response 2009
1-7 days 31.3%
8-14 days 65.2%
15-21 days 2.6%
22-28 days 0.0%
29 days or more 0.9%
Total 100.0%
Note: Respondents were asked this question only if
they indicated that they offered all employees the same
amount of sick leave.
What is the maximum amount of paid sick leave given for each level of tenure attained by employees in
your office?
Days Per Year of Sick Leave

29 days
Years of Tenure 0 1-7 8-14 15-21 22-28 or more
Less than 1 year 0.0% 33.3% 66.7% 0.0% 0.0% 0.0%
1-3 years 0.0% 22.2% 22.2% 44.4% 11.1% 0.0%
4-6 years 0.0% 22.2% 22.2% 0.0% 44.4% 11.1%
7-10 years 0.0% 12.5% 12.5% 12.5% 0.0% 62.5%
11+ years 0.0% 12.5% 12.5% 12.5% 0.0% 62.5%
Note: Respondents were asked this question only if they indicated that the amount of sick leave they offered
varied by tenure in the House or in the federal government.

LEAVE
Sick Leave (Continued)

Does your office allow employees to roll over paid What is the maximum number of paid sick leave
sick leave from one year to the next? days that can be rolled over from one year to the
next?
Response 2009 2006
Yes, 35.8% 45.2% Response 2009 2006
and the amount is 1-7 days 33.3% 50.1%
unlimited 19.5% 28.5% 8-14 days 38.9% 21.3%
but the amount is 15-21 days 5.6% 14.4%
limited 16.3% 16.7% 22-28 days 0.0% 0.0%
No* 64.2% 54.8% 29 days or more 22.2% 14.2%
Total 100.0% 100.0% Total 100.0% 100.0%
*Respondents who answered “no” skipped all Note: Respondents were asked this question only if
subsequent questions in this section. they indicated that the amount of annual leave roll-over
is limited.
Does your office allow employees to donate unused Do you provide departing employees with a written
paid sick leave to an office-wide leave bank? report documenting unused paid sick leave?

Yes 10.8% 8.3% Yes 12.4% 14.3%
No 89.2% 91.7% No 87.6% 85.7%
Total 100.0% 100.0% Total 100.0% 100.0%
Which of the following describes how your office Does your office have a formal written
accepts the transfer of unused paid sick leave sick leave policy?
accrued during previous employment?
Response 2009
Response 2009 2006 Yes 90.2%
Accept, if accrued during No 9.8%
previous employment in 0.8% 13.1%
Total 100.0%
the House 0.8% N/A
the federal government,
outside the House 0.0% N/A
organizations outside the
federal government 0.0% N/A
Do not accept 97.6% 86.9%
Note: It was possible to indicate multiple responses.
Percentages may not add to or exceed 100% due to
participants viewing, but choosing to skip the question.

LEAVE
Family and Medical Leave (FMLA)

Leave under the Family and Medical Leave Act (FMLA) is used for qualifying life events, which include the
following:
Type A: Birth Parent Bonding with/Caring for Newborn

Type B: Adoption of a Child or Foster Care
Type C: Care for ill Immediate Family Member
Type D: Employee’s Serious (debilitating) Health Condition
FMLA mandates a maximum of 12 weeks of leave, but does not require the leave to be paid. Sick leave is used for
short term medical needs.
How is family and medical leave (FMLA) implemented in your office?
Response 2009 2006

Offer paid leave, 86.4% 80.2%
informally on a case-by-
case basis 35.3% N/A
formally based on a
written policy 51.1% N/A
Do not offer paid FMLA
leave* 13.5% 19.8%
Total 100.0% 100.0%
*Respondents who answered “Do not offer paid FMLA leave”
skipped all subsequent questions in this section.
What is the maximum number of paid weeks of FMLA leave your office offers for each of the following
qualifying events?
Weeks of Paid Type of Qualifying Life Event

FMLA Leave A B C D
0 2.3% 5.0% 11.7% 11.4%
1 1.1% 3.8% 1.3% 1.3%
2 5.7% 8.8% 13.0% 7.6%
3 1.1% 3.8% 1.3% 1.3%
4 17.2% 18.8% 19.5% 15.2%
5 3.4% 2.5% 1.3% 3.8%
6 26.4% 20.0% 20.8% 19.0%
7 0.0% 0.0% 0.0% 0.0%
8 8.0% 3.8% 5.2% 8.9%
9 1.1% 0.0% 1.3% 1.3%
10 2.3% 2.5% 1.3% 1.3%
11 0.0% 0.0% 0.0% 0.0%
12 28.7% 28.8% 20.8% 26.6%
More than 12 2.2% 2.6% 2.6% 2.6%
2009: Average
7.4 6.9 6.0 6.7
Number of Weeks
2006: Average
7.6 7.2 6.9 7.5
Number of Weeks

LEAVE
Administrative Leave
For which of the following circumstances is administrative leave authorized by your office?
Response 2009 2006

Offer, for 84.9% 36.3%
weather or special event 44.2% 87.9%
educational programs 42.7% 78.1%
jury duty 45.2% 90.9%
blood donation 17.1% 39.4%
vote 26.1% 57.6%
other* 4.0% 18.2%
Do not offer 15.1% 63.7%
Note: It was possible to indicate multiple circumstances.
* Respondents selecting “Other” indicated that administrative leave was
determined on a case-by-case basis, as needed by the Chief of Staff. It was
also granted for military duty, bereavement, religious holidays, school, and
personal appointments.
Bereavement Leave
Does your office offer paid bereavement leave? For which of the following groups of people can
bereavement leave be used?
Response 2009 2006
Yes 81.7% 84.6% Response 2009 2006
No* 18.3% 15.4% Immediate family 89.8% 94.8%
Total 100.0% 100.0% Extended family 47.2% 48.1%
*Respondents who answered “no” skipped all Friends 15.7% 13.0%
subsequent questions in this section. Note: It was possible to indicate multiple groups.
What is the maximum number of paid bereavement leave days that your office offers?
Response 2009 2006

1 day 1.1% 0.0%
2 days 4.4% 2.7%
3 days 32.2% 34.3%
4 days 2.2% 2.6% The average
5 days 42.2% 28.9% maximum
6 days 0.0% 1.3% number of
7 days 6.7% 11.8% bereavement
days is 5.0
8 days 0.0% 0.0%
9 days 0.0% 0.0%
10 days 7.8% 13.2%
11 or more days 3.3% 5.2%
Total 100.0% 100.0%

STUDENT LOAN REPAYMENT

Which of the following best represents how your office participates in the student loan repayment
program?
Response 2009 2006

All employees are eligible for the same amount 68.7% 73.6%
All employees are eligible, but 24.4% 20.9%
the amount varies by tenure 5.3% 7.7%
the amount varies by position 2.3% 1.1%
the amount varies by tenure and position 16.8% 12.1%
Only some employees are eligible based on 6.9% 4.4%
each employee’s position 3.8% 1.1%
each employee’s tenure 3.1% 3.3%
We do not offer student loan repayment* 0.0% 1.1%
*Respondents who selected this option skipped all subsequent questions about student
loan repayment policies.
What is the average amount of monthly student loan How many employees in your office
repayment per employee in your office? currently receive a student loan repayment?
Response 2009 2006

Average Repayment 2009 2006 0 3.2% 0.0%
$50/month 0.8% 0.0% 1 3.2% 2.3%
$100/month 0.0% 0.0% 2 16.1% 17.0%
$150/month 0.0% 2.7% 3 13.0% 26.1%
$200/month 0.8% 8.1% 4 17.7% 23.9%
$250/month 1.6% 10.8% 5 21.0% 11.4%
$300/month 6.5% 10.8% 6 11.3% 12.5%
$350/month 4.0% 16.2% 7 or more 14.5% 6.8%
$400/month 9.7% 18.9% Total 100.0% 100.0%
$450/month 2.4% 5.4%
$500/month 36.3% 27.1%
How does your office respond if an
$550/month 4.8% 0.0% employee leaves prior to the end of their
$600/month 6.5% 0.0% Student Loan Repayment contract year?
$650/month 2.4% 0.0%
$700/month 3.2% 0.0% Response 2009
$750/month 1.6% 0.0% Employees are not required to
$800/month 4.8% 0.0% pay back contributed money 76.9%
$850/month 14.5% 0.0% Employees pay back a portion of
Total 100.0% 100.0% contributed money 6.6%
Employees pay back all
contributed money 7.4%
The average amount
Other* 9.1%
of monthly student
loan repayments per Total 100.0%
employee is $542 *Respondents selecting “Other” indicated that
they have not dealt with this happening, they
reserve the right to make a reimbursement, or
that it is determined on a case-by-case basis.

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

Does your office offer flexible work arrangements?
Response 2009 2006

Offer
flextime 17.7% 39.1%
flextime during recess only 13.8% N/A
telecommuting 19.2% 45.7%
part-time work 40.0% 71.7%
job sharing 1.5% 37.0%
other 5.4%* 2.2%
Do not offer** 42.3% 49.5%
Note: It was possible to indicate multiple arrangements.
*Respondents selecting “Other” indicated that comp time was offered (e.g.,
for weekends and working late)and some allowed an employee to have
reduced working hours.
**Respondents who selected “Do not offer” skipped all subsequent questions
in this section.
Which of the following positions in your office are Which of the following positions are eligible for
part-time? telecommuting?
Title 2009 2006 Title 2009 2006

Chief of Staff 0.0% 3.5% Chief of Staff 17.3% 14.7%
Legislative Director 0.0% 3.5% Legislative Director 17.3% 11.8%
Senior Legislative Aide 1.3% 1.2% Senior Legislative Aide 10.7% 4.4%
Legislative Aide 2.7% 5.9% Legislative Aide 13.3% 10.3%
Legislative Correspondent 2.7% 2.4% Legislative Correspondent 14.7% 8.8%
Office Manager/Executive Office Manager/Executive
Assistant 5.3% 8.2% Assistant 16.0% 13.2%
Press Secretary/ Press Secretary/
Communications Director 0.0% 3.5% Communications Director 20.0% 13.2%
Scheduler 1.3% 4.7% Scheduler 12.0% 11.8%
Staff Assistant (Washington, Staff Assistant (Washington,
D.C.) 4.0% 5.9% D.C.) 4.0% 4.4%
Staff Assistant (District) 16.0% 9.4% Staff Assistant (District) 5.3% 2.9%
Constituent Services Constituent Services
Representative/Caseworker 22.7% 14.1% Representative/Caseworker 13.3% 10.3%
District Director 1.3% 3.5% District Director 14.7% 11.8%
Field Representative 28.0% 14.1% Field Representative 10.7% 11.8%
No positions are part-time 32.0% N/A No positions are eligible for
Note: It was possible to indicate multiple positions. telecommuting 48.0% N/A
Note: It was possible to indicate multiple positions.

OTHER BENEFITS AND POLICIES
Flexible Work Arrangements (Continued)

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

How does your Washington, D.C. office’s work schedule change when the House is not in session?
Response 2009
No change 39.2%
5 days per week with reduced hours each day 5.3%
Less than 5 days per week with the same amount
of hours as when the House is in session 0.0%
Less than 5 days per week with reduced hours
each day 2.3%
Time of the beginning and end of the work day
are flexible 53.8%
Certain employees do not work during recess
periods 0.8%
Employees telecommute with increased
frequency 6.2%
Other* 7.7%
Note: It was possible to indicate multiple arrangements.
*Respondents selecting “Other” indicated that staff can leave at
5pm, the office closes on time or an hour early, and flexible
schedules are in place.

CHAPTER V – PERFORMANCE APPRAISALS/EVALUATIONS
2009 House Compensation Study V-1
PERFORMANCE APPRAISAL/EVALUATIONS
Which processes reflect the performance appraisal/evaluation practice(s) of your office?
Response 2009 2006

Supervisor(s) fill out written evaluations 38.5% 40.0%
Peer(s)/subordinate(s) fill out written evaluations 6.9% N/A
Staff fill out self-evaluations 35.4% 17.1%
Staff and supervisors hold formal meetings to discuss
performance 53.1% 85.7%
All staff are evaluated formally 40.8% 72.9%
Only specific staff are evaluated 0.8% 4.3%
Informal evaluations are conducted, but there is no
formal policy/practice 18.5% 5.7%
Do not conduct regular performance
appraisals/evaluations 10.8% 22.2%
Note: It was possible to indicate multiple processes.
.
When are performance appraisals/evaluations generally conducted in your office?
Response 2009 2006

All staff are evaluated on a set date one time per year 46.1% 78.6%
All staff are evaluated on a set date more than one time
21.7% N/A
per year
All staff are evaluated on a set date less than one time
0.0% N/A
per year
Staff are evaluated on an individual basis based on
9.6% 2.8%
employment anniversary date
Staff are evaluated on an individual basis based on job
2.6% N/A
type
Staff are evaluated on an individual basis sporadically 16.5% N/A
Other 3.5%* N/A
Total 100.0% N/A
*Respondents selecting “Other” indicated quarterly, bi-annually, and at a set date with
constant feedback.
Note: Respondents were asked this question only if they indicated that they conducted
performance appraisals/evaluations.
.
Why does your office not conduct annual/regular performance appraisals/evaluations?
Response 2009 2006

Takes too much time 30.8% 15.0%
Do not have the necessary tools/forms 23.1% 10.0%
Turnover 0.0% 5.0%
Too difficult to provide accurate feedback 15.4% 5.0%
Already conduct informal reviews 38.5% 80.0%
Not a priority 46.2% N/A
Policy changes 7.7% N/A
Other 7.7%* N/A
*Respondents selecting “Other” indicated that they plan to conduct performance
appraisal, but have not had the opportunity because the office is new.
Note: It was possible to indicate multiple reasons. Respondents were asked this question
only if they indicated that they do not conduct regular performance
appraisals/evaluations.

CHAPTER VI – OTHER OFFICE PRACTICES
2009 House Compensation Study VI-1
OTHER OFFICE PRACTICES
Procedure Manual Developmental Opportunities

Does your office have written personnel policies Which of the following developmental opportunities
and a procedure that is provided to all employees at are offered to your employees?
the start of employment?
Response 2009
Response 2009 On-site training classes 73.6%
Yes 85.9% Off-site training classes 69.8%
No 14.1% Formal on-the-job training program 34.1%
Total 100.0% Other* 3.1%
Note: It was possible to indicate multiple
developmental opportunities.
*Respondents selecting “Other” indicated House
training programs, training by position (onsite and
offsite) and variable options.
Dress Code
Which of the following best describes the dress code?
Washington, D.C. office when the House…

has adjourned District
Dress Code is NOT in
is in session for a District office
session
work period
Business attire 100.0% 12.5% 5.5% 49.2%
Business causal 0.0% 77.3% 45.3% 49.2%
Casual 0.0% 10.2% 49.2% 1.6%
No dress code 0.0% 0.0% 0.0% 0.0%
Total 100.0% 100.0% 100.0% 100.0%
Wellness Activities
Are employees authorized to participate in wellness activities (e.g., exercise, use a wellness/fitness
center, smoking cessation classes/groups) during normal work hours?
Response 2009 2006

Yes, 68.4% 45.6%
during any time of day and year 16.5% N/A
but only during lunch breaks 18.1% N/A
but only during district work periods 5.5% N/A
it’s decided on a case-by-case basis 28.3% N/A
No 28.3% 44.4%
Other 3.1%* 10.0%
Total 100.0% 100.0%
*Respondents selecting “Other” indicated it was authorized but
everyone was too busy to participate, or that it had not been requested.

New Employee Orientation

Does your office provide an orientation for Does your office require employees to access the
new employees in addition to the House-offered House-offered online orientation for new
online orientation? employees?
Response 2009 2006 Response 2009

Yes 61.9% 74.4% Yes 27.6%
No 38.1% 25.6% No 72.4%
Total 100.0% 100.0% Total 100.0%
Foreign Languages and Constituent Demographics

Is fluency in foreign languages a priority in your Which languages other than English are spoken or
office? required in your office?
Response 2009 Responses 2009

Spanish 12.6%
Yes 21.7%
French 2.5%
No 78.3%
German 2.0%
Total 100.0% Cantonese or Mandarin 2.0%
Is it a priority for your office to have your staff Vietnamese 1.5%
demographics reflect your constituents’ Korean 1.5%
demographics? Russian 1.0%
Arabic 1.0%
Response 2009 Other* 2.5%
*Respondents selecting “Other” indicated
Yes 62.2% Thai, Filipino, Portuguese, Flemish, Khmer,
No 37.8% Turkish, Hindu, Urdu, Mammon, Amharic,
Total 100.0% Greek, and Farsi.
Cultural or Ethnic Events/Holidays

Does your office provide any type of leave that What type of leave are employees permitted to use
covers cultural or ethnic events/holidays? for cultural or ethnic events/holidays?

Yes 75.2% Paid annual leave 55.6%
No 24.8% Unpaid leave 11.1%
Total 100.0% Leave specifically devoted to
cultural or ethnic events/holidays 41.4%
Other* 9.1%
Total 100.0%
*Respondents selecting “Other” indicated religious
holidays, administrative leave, comp time, flex time,
December break and that leave is decided when the
occasion arises.

Cultural or Ethnic Events/Holidays

How much leave are employees permitted to use Provide any reasons why employees are not
for cultural or ethnic events/holidays? provided leave that covers cultural or ethnic
events/holidays:
Response 2009
1-7 days/year 88.8% Response 2009
8-14 days/year 9.2% Have never encountered a request or
55.6%
15-21 days/year 2.0% need
Annual or personal leave is sufficient
22-28 days/year 0.0% 22.2%
to cover such events
29 or more days/year 0.0%
Decided on a case-by-case basis 11.1%
Total 100.0% It would not apply to everyone 5.6%
Employees must use their own time 5.6%
Total 100.0%
Note: Respondents were asked this question only if
they indicated that they do not offer any type of leave
that covers cultural or ethnic events/holidays.
Does your office specifically reach out to affiliated institutions such as African American, Hispanic, or
Asian American or Pacific Islander education institutions or organizations when recruiting new
employees?
Response 2009
Yes 32.6%
No 67.4%
Total 100.0%
.
Diversity Recruitment
To which affiliated institutions does your office reach out?
Responses 2009
Congressional Tri-Caucus 39.6%
Hispanic Caucus 18.9%
Black Caucus 11.3%
Asian Pacific Caucus 7.5%
Historically Black or Hispanic Colleges or
28.3%
Universities
Various community groups 32.1%
League of United Latin American
3.8%
Citizens(LULAC)
Asian Pacific American Institute for
1.9%
Congressional Studies (APAICS)
Mexican American Legal Defense and
1.9%
Education Fund (MALDEF)
National Association of Latino Elected and
1.9%
Appointed Officials (NALEO)
United Negro College Fund (UNCF) 1.9%
Other community groups 20.7%
Total 100.0%
Note: Respondents were asked this question only if they indicated that
they reach out to affiliated institutions when recruiting new employees.

CHAPTER VII – RECRUITMENT AND RETENTION
2009 House Compensation Study VII-1
RECRUITMENT AND RETENTION

This section summarizes information on the practices, experiences, and issues with regard to recruitment and
retention.
To what extent does your office use each of the following means to recruit for staff openings?
1 2 3 4 5
Response (Not at all) (Somewhat) (Very much)
A job advertisement on the Internet
(outside House.gov) 40.7% 9.8% 22.8% 12.2% 14.6%
Current House employee referral 5.6% 6.4% 22.4% 27.2% 38.4%
Friend/relative referral 5.8% 15.7% 33.9% 22.3% 22.3%
House.gov—the Web site of the
U.S. House of Representatives 37.2% 13.2% 19.0% 13.2% 17.4%
Internal job posting 13.9% 5.7% 19.7% 23.8% 36.9%
Newspaper advertisement 73.6% 11.6% 8.3% 4.1% 2.5%
Job ad in a trade/professional
publication, a newsletter, or an
email list (i.e., a listserv) 61.5% 9.8% 12.3% 2.5% 13.9%
A college or university sponsored
career fair or placement office 56.6% 16.4% 18.0% 6.6% 2.5%
A community sponsored job/career
fair 77.5% 12.5% 5.0% 4.2% 0.8%
An institute or organization
focusing on increasing diversity in
the workplace 63.4% 15.4% 13.8% 4.9% 2.4%
* Respondents indicated former interns, the House GOP job list, the constituent e-newsletter, and obtaining resumes from
job banks off the Hill as “Other” means of recruitment.
Percentage of employees hired by location:
Response 2009 2006*

Washington, D.C. metro area 34.0% N/A
Home District 38.2% 48.0%
Home State 27.8% N/A
Total 100.0% N/A
*In 2006, participants indicated percent of employees
hired from home district and percent of employees hired
outside home district.


On average, (1) how many individuals quit during the Member’s current term, (2) how many applicants apply
for this job per year, and (3) how many offers per year does your office extend for this job?
Yearly average number of We have

no such
Position Turnover Applicants Job offers position
Chief of Staff 1.4 2.4 0.7 0.0%
Legislative Director 1.5 8.4 0.7 0.0%
Senior Legislative Director 0.7 3.9 0.5 0.3%
Legislative Aide 1.9 24.7 1.0 0.0%
Legislative Correspondent 1.4 17.6 0.9 0.0%
Office Manager/Executive Assistant 1.1 4.5 0.6 0.1%
Director 1.3 11.3 0.8 0.0%
Scheduler 1.2 6.5 0.7 0.0%
Staff Assistant (Washington, D.C.) 1.6 20.1 1.0 0.0%
Staff Assistant (District) 1.1 5.4 0.8 0.1%
Representative/Caseworker 1.4 5.4 0.9 0.0%
District Director 1.1 1.7 0.6 0.1%
Field Representative 1.1 3.3 0.7 0.1%
2009 Average 1.3 8.9 0.8 0.1%
2006 Average N/A 3.8 0.3 N/A
Which job in your office has the highest turnover rate?
Response 2009 2006

Chief of Staff 2.4% 2.2%
Senior Legislative Director 0.0% 1.1%
Office Manager/Executive Assistant 1.6% 4.4%
Press Secretary/Communications Director 10.2% 6.7%
Scheduler 3.9% 8.9%
Staff Assistant (Washington, D.C.) 53.5% 61.1%
Constituent Services Representative/Caseworker 8.7% 2.2%
Other* 1.6% 1.1%
Note: Offices could select more than one option if multiple options had equivalent turnover
rates
* Respondents who selected “Other” indicated that no job had the highest turnover rate or
that the Executive Assistant position in the district office had the highest turnover rate.


How much of a problem is turnover for each of the following jobs?
We have
Large Moderate Small No no such
Response problem problem problem problem position
Chief of Staff 2.6% 1.8% 0.9% 93.9% 0.9%
Legislative Director 0.9% 3.5% 7.1% 85.0% 3.5%
Senior Legislative Director 0.9% 0.0% 2.7% 65.2% 31.3%
Legislative Aide 2.7% 8.0% 21.2% 67.3% 0.9%
Legislative Correspondent 1.8% 11.7% 16.2% 62.2% 8.1%
Office Manager/Executive Assistant 1.8% 5.4% 4.5% 78.6% 9.8%
Director 2.7% 6.3% 13.4% 76.8% 0.9%
Scheduler 2.7% 6.2% 14.2% 75.2% 1.8%
Staff Assistant (Washington, D.C.) 1.7% 16.5% 26.1% 52.2% 3.5%
Staff Assistant (District) 0.0% 3.5% 16.8% 69.0% 10.6%
Representative/Caseworker 1.8% 3.5% 11.4% 83.3% 0.0%
District Director 0.0% 0.9% 2.6% 93.0% 3.5%
Field Representative 0.9% 2.7% 11.5% 75.2% 9.7%
2009 Average 1.6% 5.4% 11.4% 75.2% 6.5%
2006 Average 1.4% 4.8% 14.8% 67.2% 11.7%
To what extent does your office collect data as to What is the primary reason employees state for
why an employee leaves your office (e.g., exit leaving the organization?
interview)?
Response 2009 2006
Response 2009 2006 Career opportunity 45.5% 61.1%
Never 11.5% 21.6% Attending school 20.7% 15.6%
Rarely 9.8% 42.0% Higher wages 9.1% 10.0%
Sometimes 15.6% 12.5% Lack of promotion
Always 63.1% 23.9% opportunities 6.6% 5.6%
Total 100.0% 100.0% Inadequate performance 3.3% 2.2%
Moving away 2.5% N/A
Working on a campaign 0.8% N/A
Workload is too high 0.8% 1.1%
Dissatisfied with work
schedule 0.0% 1.1%
Retirement 0.0% 1.1%
Other* 5.8% 2.2%
Unsure 5.0% N/A
Total 100.0% 100.0%
*Respondents who selected “Other” indicated leaving to
be with family, for school, other career opportunities,
and some offices indicated that no one has resigned
from their position.

CHAPTER VIII – PERCEIVED NEED FOR BENEFITS
2009 House Compensation Study VIII-1
PERCEIVED NEED FOR BENEFITS

This section summarizes input on benefits and other tools/conditions not currently offered.
How much of a positive impact do you think the following benefits (if offered) would have on the staff in
your office and/or the recruitment of new staff?
No Slight Moderate Great

positive positive positive positive
Response impact impact impact impact
Tuition and professional dues/fees
reimbursement 5.2% 16.4% 30.2% 48.3%
Child care subsidy 20.2% 29.8% 28.1% 21.9%
Commuter parking benefit 20.4% 26.5% 24.8% 28.3%
Resource and referral vendor (e.g.,
search for child care, search for
eldercare) 37.4% 35.7% 20.0% 7.0%
Financial planning/assistance 35.3% 36.2% 22.4% 6.0%
Estate planning 47.4% 33.6% 14.7% 4.3%
Short-term disability 34.2% 36.8% 14.9% 14.0%
Long-term disability 31.9% 37.9% 15.5% 14.7%
Additional life insurance option 33.6% 37.2% 20.4% 8.8%
2009 Average 29.5% 32.2% 21.2% 17.0%
Benefits that employees request which are not currently offered:
Response 2009
Additional leave time
18.2%
(e.g., vacation, sick, administrative)
Professional dues and conference
18.2%
reimbursement
Tuition reimbursement 18.2%
4 day work weeks 9.1%
Gym membership reimbursement 9.1%
Retirement credit for unused sick time 9.1%
Telecommuting 9.1%
Education leave and tuition reimbursement
9.1%
for spouses and children
Total 100.0%

CHAPTER IX – IMPACT OF EMPLOYMENT PRACTICES
2009 House Compensation Study IX-1
BENEFITS, OFFICE SIZE, AND TURNOVER

This section illustrates how office size relates to number of paid leave days and reported turnover.
Smaller offices (i.e., offices with fewer employees) Fewer paid FMLA leave weeks are offered by
report more turnover than larger offices. smaller offices as compared to the number of paid
FMLA leave weeks offered by larger offices.
1
1
0.9
Reported Turnover
0.9
0.8
0.8
0.7
0.7
Office Size
0.6
0.5 0.6
0.4 0.5
0.3 0.4
0.2
0.3
0.1
0.2
0
Smaller Offices Larger Offices 0.1
Office Size 0
Fewer Paid FMLA More Paid FMLA
Note: This relationship is statistically significant Leave Weeks Leave Weeks
(p<.05). Average Maximum
Paid FMLA Leave Weeks
Note: This relationship is statistically significant
(p<.05).
There is a slight tendency for fewer paid annual There is a slight tendency for fewer paid sick leave
leave days to be offered by smaller offices as days to be offered by smaller offices as compared
compared to the number of paid annual leave days to the number of paid sick leave days offered by
offered by larger offices. larger offices.
1 1
0.9 0.9
0.8 0.8
0.7 0.7
Office Size
Office Size
0.6 0.6
0.5 0.5
0.4
0.4
0.3
0.3
0.2
0.2
0.1
0.1
0
0 Fewer Paid Sick More Paid Sick
Fewer Paid Annual More Paid Annual Leave Days Average
Leave Days Leave Days Maximum Leave Days
Average Maximum Paid Sick Leave Days
Paid Annual Leave Days
Note: This relationship is not statistically significant.
Note: This relationship is not statistically significant.

PAY INCREASES AND TURNOVER

This section illustrates how pay increases relate to problems with turnover.
Offices that provide COLA increases, merit increases, and lump sum bonuses reported less problems with
turnover compared to offices that do not provide these benefits. Those offices that provide COLA reported
substantially less problems with turnover than those that do not, as indicated by statistical significance.
1.4
1.2
Turnover Problems.
0.8 Not Offered

Offered
0.6
0.4
0.2
0
COLA Increases Merit Increases Lump Sum
Bonuses
Note: The mean difference between offices that offer COLA Increases and those that do not is statistically
significant (p<.05). Mean differences for merit increases and lump sum bonuses exist but are not statistically
significant.

PERFORMANCE APPRAISAL/EVALUATION AND TURNOVER

This section illustrates how performance appraisal practices relate to turnover outcomes.
Regularity of Performance Appraisal/Evaluation
There was a slight difference between offices that conduct regular performance appraisals such that those
conducting regular performance appraisals reported fewer problems with turnover than offices that did
not conduct regular performance appraisals.
1.4
1.2
Turnover Problems
1
0.8 No
Yes
0.6
0.4
0.2
0
Conduct Regular Performance Appraisals
Note: The mean difference is not statistically significant.

Parties Involved in the Performance Appraisal/Evaluation Process
Having supervisors, peer(s)/subordinates, or staff provide written evaluations for the performance
appraisal process is associated with lower turnover. Those offices that conduct supervisor written
evaluations reported substantially less turnover than those that do not, as indicated by statistical
significance. Additionally, offices that use all three methods report the least amount of turnover, followed
by offices that use two methods, which is followed by offices that use only one method. Offices that do
not have supervisors, peer(s)/subordinates, or employees fill out written evaluations reported the greatest
levels of turnover.
1.4
Reported Turnover
1.2
1
0.8 No
0.6 Yes
0.4
0.2
0
Supervisors Fill Out Peer(s)/Subordinates Fill Staff Provide Self-
Written Evaluations Out Written Evaluations Evaluations
Note: The mean difference between offices that have supervisors fill out written evaluations and those
that do not is statistically significant (p <.06). Mean differences for Staff and Peer(s)/Subordinates are not
statistically significant.

RECRUITMENT STRATEGIES AND APPLICATIONS

This section illustrates how recruitment strategies relate to the number of applications an office receives.
Overall findings suggest that recruitment strategies are helping to increase the number of applications.
Specifically, offices that report using the following recruitment strategies also report receiving more
applications: Internet ads and House employee referrals. Additionally, although not statistically
significant, the means still suggest that job postings on House.gov, internal job postings, college or
university sponsored career fairs or placement centers, and community sponsored job/career fairs
produce more applications.
Internet Ad
0.7
House Employee Referral
Community Job/Career Fair

Number of Applications
0.6
College Job/Career Fair
0.5 House.gov Website
An Organization for Workplace

Diversity
0.4
Newspaper Ad
Internal Job Posting

0.3
Little Use Much Use
Friend/Relative Referral
Extent of Use for Each Recruitment Strategy
Note: The mean difference between the number of applications received is statistically significant for posting
Internet job ads and House employee referrals. Relationships with other recruiting strategies are not
statistically significant.

CHAPTER X –SURVEY
SURVEY
X-2
Part I: Office Information

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

In this section you will be asked to provide information on the hiring and compensation practices for
the employees in your office. You will be asked to answer questions about each employee in your
office one at a time. Please think of your employees in terms of “employee 1”, “employee 2”,
“employee 3”, etc. and then use that sequencing when responding to the set of questions for each
employee in your office. In the survey, you will not need to indicate how you numbered employees.
This “numbering system” is simply to help you respond to questions for each employee as you
complete the survey. Please have the completed worksheets for each employee available to aid you in
completing the survey. To answer the first set of questions below, think of the person you labeled as
“employee 1” and answer the questions as they apply to “employee 1”. When the questions repeat,
please use this same approach when responding for each subsequent employee.
4. Please select the employee’s job title:

Chief of Staff—acts as the Member’s chief policy advisor; develops and implements all policy
objectives, strategies, and operating plans for the Member’s office; manages and directs all
activities and staff of the Member’s Washington, D.C. and District offices; coordinates the
activities of the Member with the leadership and committee office(s); and oversees the office
budget.
Legislative Director—advises the Member on all legislative areas; assists in the development
of policy positions and legislative initiatives; manages and supervises the Member’s legislative
staff; and monitors and reports on floor action to the Member and the Chief of Staff.
Senior Legislative Aide—develops and plans legislative initiatives; monitors legislative
developments within committees and on the House floor; writes floor speeches for the
Member; and meets with constituents and special interest groups on behalf of the Member.
Legislative Aide—tracks legislation and other developments in an assigned issue area; drafts
constituent correspondence for the Member; prepares for committee meetings and hearings
related to specific issues; and answers constituent letters and helps constituents with federal
matters.
(Response options continue on next page)
Data gathered from this survey will be reported anonymously; identification information will be
omitted. Your responses are strictly confidential.
X-3
Legislative Correspondent—performs research required to respond to letters from

constituents; prepares and oversees the proofreading and printing of form letters; drafts
responses to letters from constituents; and provides administrative support and assistance to
Legislative Aides.
Office Manager/Executive Assistant — supervises Washington, D.C. office staff, including
monitoring personnel matters and ensuring that office policies and procedures are followed;
maintains office and payroll accounts in accordance with regulations governing the Member’s
Representational Allowance; acts as liaison for the Member with the staff, the public,
committee staff, and other Members; maintains the Member’s files, including notes,
correspondence, and all information related to travel; procures and maintains equipment for the
Washington, D.C. office; and ensures that the Member is provided with briefing materials for
each event.
Press Secretary/Communications Director—manages and coordinates all communication
activities (including media contacts) for the Member and the office; develops and implements
media and communications strategy for the Member; acts as the formal spokesperson and
media liaison for the Member; and writes speeches for the Member.
Scheduler—maintains Member’s official schedule, travel plans, and related records; briefs the
Member on all scheduling activities of the Washington, D.C. and District office and makes
recommendations on proposed future meetings; schedules all staff meetings and briefings; and
coordinates scheduling of press, interview, radio, and television time with the Press Secretary.
Staff Assistant (Washington, D.C.)—greets and screens visitors; responds to constituent
requests for information; and performs general administrative duties.
Staff Assistant (District)—responds to constituent requests for information; maintains handout
literature regarding the District and the House; and performs general administrative duties.
Constituent Services Representative/Caseworker—acts as the community representative for
the Member within his or her area of responsibility; monitors and updates the Member and
District Director on District and local issues; and answers casework correspondence and verbal
communications with constituents.
District Director—oversees all District office operations; represents the Member, or assigns
appropriate staff to represent the Member in District and travels throughout the District at
regular intervals to keep abreast of local concerns.
Field Representative—acts as liaison with federal, District, and local agencies for the Member
and constituents and assesses casework for problems requiring legislative action and makes
recommendations to the District Director and Chief of Staff.
5. If your office uses an alternate title for this position, please indicate the alternative title here:
____________________
X-4
6. How well does the job title and summary of duties listed above describe the primary responsibilities
of the employee in this position?
Describes the primary responsibilities very well
Describes the primary responsibilities somewhat closely
Does not describe the primary responsibilities
Other (please specify) ________________________________________________________
7. Please check any roles that this employee performs in addition to the duties of the employee's
primary job. (Mark all that apply)
This employee does not perform any additional roles.
Chief of Staff—acts as the Member’s chief policy advisor; develops and implements all policy
objectives, strategies, and operating plans for the Member’s office; manages and directs all
activities and staff of the Member’s Washington, D.C. and District offices; coordinates the
activities of the Member with the leadership and committee office(s); and oversees the office
budget.
Legislative Director—advises the Member on all legislative areas; assists in the development
of policy positions and legislative initiatives; manages and supervises the Member’s legislative
staff; and monitors and reports on floor action to the Member and the Chief of Staff.
Senior Legislative Aide—develops and plans legislative initiatives; monitors legislative
developments within committees and on the House floor; writes floor speeches for the
Member; and meets with constituents and special interest groups on behalf of the Member.
Legislative Aide—tracks legislation and other developments in an assigned issue area; drafts
constituent correspondence for the Member; prepares for committee meetings and hearings
related to specific issues; and answers constituent letters and helps constituents with federal
matters.
Legislative Correspondent—performs research required to respond to letters from
constituents; prepares and oversees the proofreading and printing of form letters; drafts
responses to letters from constituents; and provides administrative support and assistance to
Legislative Aides.
Office Manager/Executive Assistant — supervises Washington, D.C. office staff, including
monitoring personnel matters and ensuring that office policies and procedures are followed;
maintains office and payroll accounts in accordance with regulations governing the Member’s
Representational Allowance; acts as liaison for the Member with the staff, the public,
committee staff, and other Members; maintains the Member’s files, including notes,
correspondence, and all information related to travel; procures and maintains equipment for the
Washington, D.C. office; and ensures that the Member is provided with briefing materials for
each event.
(Response options continue on next page)
X-5
Press Secretary/Communications Director—manages and coordinates all communication

activities (including media contacts) for the Member and the office; develops and implements
media and communications strategy for the Member; acts as the formal spokesperson and
media liaison for the Member; and writes speeches for the Member.
Scheduler—maintains Member’s official schedule, travel plans, and related records; briefs the
Member on all scheduling activities of the Washington, D.C. and District office and makes
recommendations on proposed future meetings; schedules all staff meetings and briefings; and
coordinates scheduling of press, interview, radio, and television time with the Press Secretary.
Staff Assistant (Washington, D.C.)—greets and screens visitors; responds to constituent
requests for information; and performs general administrative duties.
Staff Assistant (District)—responds to constituent requests for information; maintains handout
literature regarding the District and the House; and performs general administrative duties.
Constituent Services Representative/Caseworker—acts as the community representative for
the Member within his or her area of responsibility; monitors and updates the Member and
District Director on District and local issues; and answers casework correspondence and verbal
communications with constituents.
District Director—oversees all District office operations; represents the Member, or assigns
appropriate staff to represent the Member in District and travels throughout the District at
regular intervals to keep abreast of local concerns.
Field Representative—acts as liaison with federal, District, and local agencies for the Member
and constituents and assesses casework for problems requiring legislative action and makes
recommendations to the District Director and Chief of Staff.
8. Where is this employee's primary duty station?

Washington, D. C.
District
9. Does this employee travel between the District and D.C. offices on a regular basis?
Yes
No
10. Is this employee's position exempt from the Fair Labor Standards Act (FLSA)?
Exempt
Non-Exempt
11. What is the employee's current salary (in whole numbers)? $____________________
12. How many years has the employee been in this position? ______ years
X-6
13. In the table below, please indicate how much experience this employee had in each area before
starting in this position.
Years Area
_____ House
_____ Federal Government
_____ State or local government
_____ Private sector
14. What is the employee's highest level of education?

High school diploma or equivalent Master's degree
Some college-level education, but no degree Law degree
Associate's degree Other advanced degree (e.g., PhD)
Bachelor's degree
15. Please indicate the gender of this employee:

Male
Female
16. Please indicate the race/ethnicity of this employee:

American Indian or Alaska Native – A person having origins in any of the original peoples of
North and South America (including Central America) and who maintains identification
through community recognition or tribal affiliation
Asian – A person having origins in any of the original peoples of the Far East, Southeast Asia,
the Indian subcontinent or the Pacific Islands. This area includes, for example, China, India,
Japan, Korea, Vietnam, Cambodia, and the Philippine Islands.
Pacific Islander – A person having origins in any of the Pacific Islands. This area includes
Native Hawaii, Guamanian, or Chomorro, Fijian, Tongan or Samoan.
Black, not of Hispanic origin – A person having origins in any of the black racial groups of
Africa. Does not include persons of Mexican, Puerto Rican, Cuban, Central or South
American, or other Spanish Cultures or origins (see Hispanic)
Hispanic – A person of Mexican, Puerto Rican, Cuban, Central or South American, or other
Spanish cultures or origins. Does not include persons of Portuguese culture or origin.
White, not of Hispanic origin – A person having origins in any of the original peoples of
Europe, North Africa, or the Middle East. Does not include persons of Mexican, Puerto Rican,
Cuban, Central or South American, or other Spanish cultures or origins (see Hispanic). Also
includes persons not included in other categories.
Unsure
17. What’s the age of this employee? ________ years
X-7
To complete this paper survey, please copy Part II (Questions 4 through 17

above) as many times as there are employees in your office. Fill out each
copy in reference to a single employee in your office.
X-8
Part III: Organizational Structure

18. Recognizing that each office has its own unique structure, please review the four organizational charts
and select the organizational chart that most closely resembles your office's structure.
Centralized structure
Functional structure
Parity structure
Other (please specify) ____________
19. On average, what is the number of employees your office employs? _______
20. Who performs the emergency coordinator duties?

An employee
A shared employee (If you chose this response skip to question 22)
A contractor (If you chose this response skip to question 22)
Shared between an employee and a contractor (If you chose this response skip to question 22)
Other (please specify) ____________ (If you chose this response skip to question 22)
X-9
21. What is the job title of the person who is responsible for the emergency coordinator duties?
Chief of Staff Scheduler
Legislative Director Staff Assistant (Washington, D.C.)
Sr. Legislative Aide Staff Assistant (District)
Legislative Aide Constituent Services Representative
/Caseworker
Office Manager/ Executive Assistant

District Director

22. Who performs the systems administrator duties?

An employee
Other (please specify) ________________ (If you chose this response skip to question 24)
23. What is the job title of the person who is responsible for the systems administrator duties?
/Caseworker

District Director

X-10
24. Who performs the financial administrator duties?

An employee
Other (please specify) ________________ (If you chose this response skip to question 26)
25. What is the job title of the person who is responsible for the financial administrator duties?
/Caseworker

District Director

X-11
Part IV: Benefits

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

Job type
Tenure
Performance
28. What was the average percentage increase for COLA given in the past calendar year (2008)?
________%
X-12
Merit Increases/Raises: This section asks about your office policies regarding merit increases/raises
that are provided to employees. To avoid referring to the same pay increase more than once, please
note that these questions refer to merit increases offered apart from cost of living pay adjustments and
bonuses.
29. Which of the following best represents how your office provides annual merit increases/raises?
We do not provide merit increases/raises (If you chose this response skip to question 34)
All employees are eligible to receive a merit increase/raise, and the percentage increase is the
same for all employees (If you chose this response skip to question 31)
All employees are eligible to receive a merit increase/raise, but who receives a merit
increases/raise and the percentage increase is determined by factors, such as tenure, job type, or
merit
30. What are the criteria used to determine who receives a merit increase/raise and/or the percentage of
the increase? (Mark all that apply)
Determines who receives a raise Determines % increase of raise

Job type
Tenure
Performance
31. What was the average percentage increase for merit increases given in the past calendar year
(2008)? _______%
32. Does your office budget for annual merit increases?

Yes
No
33. At what time of the year do you generally give merit increases/raises to your employees?
End of the calendar year
End of the fiscal year (October 1-September 30)
Employment date anniversary
Throughout the year
X-13
Pay Adjustments/Lump Sum Bonuses: This section asks about your office policies regarding pay
adjustments/lump sum bonuses that are provided to employees. To avoid referring to the same pay
increase more than once, please note that these questions refer to pay adjustments/lump sum bonuses
offered apart from cost of living pay adjustments and merit increases/raises.
34. Which of the following best represents how your office provides lump sum bonuses?
We do not provide lump sum bonuses (If you chose this response skip to question 37)
All employees are eligible to receive lump sum bonuses and the amount/percentage is the same
for all employees (If you chose this response skip to question 36)
All employees are eligible to receive lump sum bonuses, but who receives a bonus and the
amount is determined by factors, such as tenure, job type, or merit
35. What are the criteria used to determine who receives a lump sum bonus and/or the amount of the
lump sum bonus? (Mark all that apply)
Determines who receives a bonus Determines amount of bonus

Job type
Tenure
Performance
36. What was the average amount for lump sum bonuses given in the past calendar year
(2008)? (Please input only whole numbers without commas or decimal points. For example, input
"1000" for one thousand dollars.) $ ____________________
Leave
In this section, you will be asked about benefits offered that are related to family, sick, annual,
administrative, and bereavement leave.
Annual Leave: This section asks about your office policies regarding annual leave. To avoid referring
to the same leave more than once, please note that these questions refer to annual leave, which is
separate from FMLA, sick, administrative, or bereavement leave.
37. Which of the following best represents how your office implements paid annual leave?
We do not offer annual leave (If you chose this response skip to question 45)
All employees receive the same amount of annual leave
All employees receive annual leave, but the amount of annual leave an employee receives
varies by tenure in the House only (If you chose this response skip to question 39)
All employees receive annual leave, but the amount of annual leave an employee receives
varies by tenure in the federal government, including the House (If you chose this response
skip to question 39)
38. How much annual leave time do employees in your office receive yearly?
X-14
1-7 days
8-14 days
15-21 days
22-28 days
29 days or more
(If you answered question 38 above, skip to question 40)
39. What is the maximum amount of annual leave given for each level of tenure attained by employees
in your office?
0 1-7 8-14 15-21 22-28 29 days or
Tenure days/year days/year days/year days/year days/year more/year
Less than 1
year

1-3 years
4-6 years
7-10 years
11+ years
40. Does your office allow employees to roll over unused paid annual leave from one year to the next?
Yes, employees can roll over an unlimited number of days (If you chose this response skip to
question 42)
Yes, but only a limited number of days
No (If you chose this response skip to question 42)
41. What is the maximum number of unused paid annual leave days that can be rolled over from one
year to the next?
1-7 days
8-14 days
15-21 days
22-28 days
29 days or more
42. If an employee leaves your office, do they get paid for unused annual leave?
Yes
No
X-15
43. Which of the following answer choices describe(s) how your office accepts the transfer of unused
annual leave accrued during previous employment when appointing a new employee to the office
staff? (Mark all that apply)
We do not accept the transfer of unused annual leave accrued during previous employment
We accept the transfer of unused annual leave accrued during previous employment in the
House
We accept the transfer of unused annual leave accrued during previous employment in a federal
government agency or department, outside the House
We accept the transfer of unused annual leave accrued during previous employment in
organizations outside the federal government
44. Does your office have a formal written annual leave policy?
Yes
No
Sick Leave: This section asks about your office policies regarding sick leave. To avoid referring to the
same leave more than once, please note that these questions refer to sick leave, which is separate from
FMLA, annual, administrative, or bereavement leave.
45. Which of the following best represents how your office provides paid sick leave?
We do not offer paid sick leave (If you chose this response skip to question 54)
All employees receive the same amount of sick leave
All employees receive sick leave, but the amount of sick leave an employee receives varies by
tenure in the House only (If you chose this response skip to question 47)
All employees receive sick leave, but the amount of sick leave an employee receives varies by
tenure in the federal government, including the House (If you chose this response skip to
question 47)
46. How much sick leave time do employees in your office receive yearly?
1-7 days
8-14 days
15-21 days
22-28 days
29 days or more
X-16
47. What is the maximum amount of paid sick leave allowed for each level of tenure attained by
employees in your office?
0 1-7 8-14 15-21 22-28 29 days or

Tenure days/year days/year days/year days/year days/year more/year
Less than 1
year

1-3 years
4-6 years
7-10 years
11+ years
48. Does your office allow employees to roll over unused paid sick leave from one year to the next?
Yes, employees can roll over an unlimited number of days (If you chose this response skip to
question 50)
Yes, but only a limited number of days
49. What is the maximum number of unused paid sick days an employee can roll over from one year to
the next?
1-7 days
8-14 days
15-21 days
22-28 days
29 days or more
50. Does your office allow an employee to donate unused paid sick leave to an office-wide leave bank?
Yes
No
51. Do you provide departing employees with a written report documenting his/her unused paid sick
leave?
Yes
No
X-17
52. Which of the following answer choices describe(s) how your office accepts the transfer of unused
paid sick leave accrued during previous employment when appointing a new employee to the office
staff? (Mark all that apply)
We do not accept the transfer of unused sick leave accrued during previous employment
We accept the transfer of unused sick leave accrued during previous employment in the House
We accept the transfer of unused sick leave accrued during previous employment in a federal
government agency or department, outside the House
We accept the transfer of unused sick leave accrued during previous employment in
organizations outside the federal government
53. Does your office have a formal written sick leave policy?
Yes
No
Family and Medical Leave (FMLA): Leave under the Family and Medical Leave Act (FMLA) is
used for life qualifying events, which include the following:
Type A: Birth Parent Bonding with/Caring for Newborn

Type B: Adoption of a Child or Foster Care
Type C: Care for ill Immediate Family Member
Type D: Employee's Serious (debilitating) Health Condition.
FMLA mandates a maximum of 12 weeks of leave, but does not require the leave to be paid. Sick
leave is used for short term medical needs.
54. How is family and medical leave (FMLA) implemented in your office?
We do not offer paid family and medical leave (If you chose this response skip to question
56)
We implement paid family and medical leave informally on a case-by-case basis
We implement paid family and medical leave based on a formal, written policy
55. What is the maximum number of paid weeks of FMLA leave your office offers for each of the
following qualifying events?
Type A: Birth and care of a newborn child of the employee _____ weeks
Type B: Placement of a child with the employee for adoption or foster care _____ weeks
Type C: To care for an immediate family member of the employee with a serious health condition
_____ weeks
Type D: Employee's serious health condition _____ weeks
X-18
Administrative Leave: This section asks about your office policies regarding administrative leave. To
avoid referring to the same leave more than once, please note that these questions refer to
administrative leave, which is separate from FMLA, sick, annual, or bereavement leave.
56. For which of the following circumstances is administrative leave authorized by your office? (Mark
all that apply)
We do not offer paid administrative leave
For absences because of extreme weather conditions, serious interruptions of public
transportation services, disasters, or special events of national importance
To participate in an educational, , or training program determined to be of mutual concern and
benefit to the office and the employee
To serve on a jury or appear as a witness on behalf of any party in connection with any judicial
proceeding to which the United States or a State or local government is a party
To donate blood, without compensation, to a fellow employee, a member of one's family, or a
blood bank
To register to vote or to vote locally in any federal, state, county, or municipal election
Other (please specify) ________________________________________
Bereavement Leave: This section asks about your office policies regarding bereavement leave. To
avoid referring to the same leave more than once, please note that these questions refer to bereavement
leave, which is separate from FMLA, sick, annual, or administrative leave.
57. Does your office offer paid bereavement leave?

Yes
58. What is the maximum number of paid bereavement leave days that your office offers? _______
59. For which of the following groups of people can bereavement leave be used? (Mark all that apply)
Immediate family (parents, spouse, siblings, children, grandparents, grandchildren)
Extended family (in-laws, cousins, aunts, uncles, nieces, nephews)
Friends
X-19
Student Loan Repayment

This section asks about policies related to student loan repayment.
60. Which of the following best represents how your office participates in the student loan repayment
program?
We do not offer student loan repayment
All employees are eligible for the same amount of student loan repayment (subject to available
funds) (If you chose this response skip to question 62)
All employees are eligible for student loan repayment, but the amount varies solely by the
employee's tenure (If you chose this response skip to question 62)
All employees are eligible for student loan repayment, but the amount varies solely by the
employee's position (If you chose this response skip to question 62)
All employees are eligible for student loan repayment, but the amount varies by the employee's
tenure and position (If you chose this response skip to question 62)
Only some employees are eligible for student loan repayment, depending on the employee's
position (If you chose this response skip to question 62)
Only some employees are eligible for student loan repayment, depending on the employee's
tenure (If you chose this response skip to question 62)
61. Please indicate the reason(s) why your office does not participate in the student loan repayment
program. (Mark all that apply)
There is no one in the office to benefit from this
It would cost too much
We are not aware of the program
Other (please specify) ___________________________________
62. How many employees in your office currently receive a student loan repayment? ________
63. What is the average amount of monthly student loan repayments per employee in your office?
$ ____________________
64. How does your office respond if an employee leaves prior to the end of their Student Loan
Repayment contract year?
Employees are not required to pay back any of the money that has already been contributed
Employees are required to pay back a portion of the money that has already been contributed
Employees are required to pay back all the money that has already been contributed
X-20
Other Benefits
This section asks about additional policies related to benefits.
65. Which of the following flexible work arrangements does your office offer? (Mark all that apply)
We do not offer flexible work arrangements (If you chose this response skip to question 70)
Flex time (e.g., employee chooses days/hours to work as long as work week totals a certain
number)
Flex time only during recess periods
Telecommuting
Part-time work
Job sharing (i.e., two employees share a job and do the work of one employee)
Other (please specify) ____________________________________________________
66. Which of the following positions, if any, in your office are part time? (Mark all that apply)
Chief of Staff Staff Assistant (Washington, D.C.)
Legislative Director Staff Assistant (District)
Sr. Legislative Aide Constituent Services Representative
Legislative Aide
/Caseworker
District Director


No positions are part-time
Scheduler
67. For which of the following positions, if any, does your office permit job sharing between two
employees in your office? (Mark all that apply)
Legislative Aide
/Caseworker
District Director
Office Manager Executive Assistant


Job sharing is not permitted in any
positions
Scheduler
X-21
68. Which of the following positions in your office, if any, are shared between one of your employees
and an employee simultaneously appointed to a position in another House office (i.e., a "shared
employee")? (Mark all that apply)
Legislative Aide
/Caseworker
District Director

No positions are shared between my
office and an employee in another
Director
office
Scheduler
69. Which of the following positions, if any, are eligible for telecommuting? (Mark all that apply)
Legislative Aide
/Caseworker
District Director

No positions are eligible for
telecommuting
Director
Scheduler
70. How does your Washington, D.C. office’s work schedule change when the House is not in session?
(Mark all that apply)
There is no change
Work 5 days per week, but reduced number of hours each day
Work less than 5 days per week, with same amount of hours as when House is in session
Work less than 5 days per week, with reduced number of hours each day
Time of the beginning and end of the work day are flexible
Certain employees do not work during recess periods
Employees telecommute with increased frequency
Other (please specify) ____________________________________
X-22
Part V: Performance Appraisals/Evaluations

In this section you will be asked to provide information on the performance appraisal/evaluation
practices in your office.
71. Which process(es) reflect(s) the performance appraisal/evaluation practice(s) of your office? (Mark all
that apply)
We do not conduct regular staff performance appraisals/evaluations (If you chose this response
skip to question 73)
Supervisor(s) fill out written evaluations
Peer(s)/subordinate(s) fill out written evaluations
Staff are asked to provide self evaluations
Staff and supervisor(s) hold formal meetings to discuss performance
All staff are evaluated formally
Only specific staff positions are evaluated (e.g., only senior staff are evaluated)
Informal evaluations are conducted, but there is no formal policy/practice
72. When are performance evaluations generally conducted in your office?

All positions are evaluated on a set date(s) one time per year
All positions are evaluated on a set date(s) more than one time per year
All positions are evaluated on a set date(s) less than one time per year
Staff are evaluated on an individual basis based on employment anniversary date
Staff are evaluated on an individual basis based on job type
Staff are evaluated on an individual basis sporadically
73. Why does your office not conduct annual/regular staff performance appraisals/evaluations? (Mark all
that apply)
Takes too much time
Do not have the necessary tools/forms to do evaluations
Turnover in positions
Too difficult to provide "accurate" performance feedback
Already conduct informal reviews
It is not a priority
Policy changes
X-23
Part VI: Other Office Practices

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

attire casual code
Washington, D.C. office on days when the House is in
session

Washington, D.C. office on days when the House is
NOT in session

Washington, D.C. office when the House has adjourned
for a District work period

District office

77. Are the employees of the office authorized to participate in wellness activities (e.g., exercise, use a
wellness/fitness center, smoking cessation classes/groups) during normal work hours?
No
Yes, during any time of day and year
Yes, but only during lunch breaks
Yes, but only during district work periods
It is decided on a case-by-case basis
X-24
78. Does your office provide an orientation for new employees in addition to the House-offered online
orientation?
Yes
No
79. Does your office require employees to access the House-offered online orientation for new employees?
Yes
No
80. Is fluency in foreign languages a priority in your office?

Yes
No
81. Which languages other than English are spoken or required in your office? ___________
82. Is it a priority for your office to have your staff demographics reflect your constituents’ demographics?
Yes
No
83. Does your office provide any type of leave that covers cultural or ethnic events/holidays?
Yes
84. What type of leave are employees permitted to use for cultural or ethnic events/holidays?
(Mark all that apply)
Paid annual leave
Unpaid leave
Leave specifically devoted to cultural or ethnic events/holidays
Other (please specify) _________________
85. How much leave are employees permitted to use for cultural or ethnic events/holidays?
1-7 days/year
8-14 days/year
15-21 days/year
22-28 days/year
29 days or more/year
X-25
86. Please provide the reasons why employees are not provided leave that covers cultural or ethnic
events/holidays?_____________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
87. Does your office specifically reach out to affiliated institutions such as African American,
Hispanic, or Asian American and Pacific Islander education institutions or organizations when
recruiting new employees?
Yes
88. To which affiliated institutions does your office reach out?

Institution 1 _________________________________
Institution 2 _________________________________
Institution 3 _________________________________
Institution 4 _________________________________
Institution 5 _________________________________
X-26
Part VII: Recruitment and Retention

In this section you will be asked to provide information on the practices, experiences and issues with
regard to recruitment and retention in your office.
89. To what extent does your office use each of the following means to recruit for staff openings?
1 2 3 4 5
Not at all Somewhat Very much
A job advertisement on the Internet
(outside House.gov)
Current House employee referral
Friend/relative referral
House.gov—the Web site of the U.S.
House of Representatives
Internal job posting
Newspaper advertisement
Job ad in a trade/professional
publication, a newsletter, or an email list
(i.e., a listserv)
A college or university sponsored career
fair or placement office
A community sponsored job/career fair
An institute or organization focusing on
increasing diversity in the workplace
Other (please specify) _____________________
90. Please indicate the percentage of new employees hired from the following locations:
____% Washington, D.C. metropolitan area
____% Home District (versus Washington, D.C.)
____% Home State (versus Washington, D.C.)
X-27
91. Please complete the questions below for each job type in your office by adding a number in each of
the spaces.
How many individuals On average, how many On average, how We have

in this job applicants apply for many offers per no such
have quit during the this job per year? year does your position
Member's current office extend for this
term? job?
Chief of Staff ___ ___ ___ ___
Legislative Director ___ ___ ___ ___
Senior Legislative Director ___ ___ ___ ___
Legislative Aide ___ ___ ___ ___
Legislative Correspondent ___ ___ ___ ___
Office Manager /Executive ___ ___ ___ ___
Assistant
Press Secretary/ ___ ___ ___ ___
Communications Director
Scheduler ___ ___ ___ ___
Staff Assistant ___ ___ ___ ___
(Washington, D.C.)
Staff Assistant (District) ___ ___ ___ ___
Constituent Services ___ ___ ___ ___
Representative/Caseworker
District Director ___ ___ ___ ___
Field Representative ___ ___ ___ ___
92. Which job in your office has the highest turnover rate? (Note: You may select more than one
option if multiple options have equivalent turnover rates.)
Senior Legislative Director Constituent Services
Legislative Aide
District Director
Office Manager /Executive Assistant

Other (please specify) ______________
Director
Scheduler
X-28
93. How much of a problem is turnover for each of the following jobs?
No problem Small Moderate Large We have no

with problem with problem with problem with such
turnover turnover turnover turnover position
Chief of Staff
Senior Legislative Director
Legislative Aide
Office Manager/ Executive
Assistant
Press Secretary/
Communications Director

Scheduler
Staff Assistant (Washington,
D.C.)


District Director
94. To what extent does your office gather reasons/explanations as to why an employee leaves your
office (e.g., exit interview)?
Never
Rarely
Sometimes
Always
95. What is the primary reason employees state for leaving the organization?
Higher wages Dissatisfied with work schedule
Career opportunity Workload is too high
Attending school Inadequate performance
Moving away Retirement
Working on a campaign Other
Lack of promotional opportunities Unsure
X-29
Part VIII: Perceived Need for Benefits

In this section you will be asked to provide your input on benefits and other tools/conditions not
currently offered.
96. How much of a positive impact do you think the following benefits (if offered) would have on the
staff in your office and/or the recruitment of new staff?
No positive Slight Moderate Great

impact positive positive positive
impact impact impact
Tuition and professional dues/fees
reimbursement
Child care subsidy
Commuter parking benefit
Resource and referral vendor (e.g.,
search for child care, search for elder
care)
Financial planning/assistance
Estate planning
Short-term disability
Long-term disability
Additional life insurance option
97. Please list any benefits that employees request which you do not offer.
______________________________________________________________
______________________________________________________________
X-30
Thank you for completing this survey.

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

2009 House of Representatives Compensation Study

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2006 9 House

II. HIRING AND COMPENSATION PRACTICES ................................................. II-1

Chief of Staff........................................................................................... II-1

III. ORGANIZATIONAL STRUCTURE.................................................................. III-1

Organizational Charts............................................................................ III-1

Additional Duties ................................................................................... III-2

IV. BENEFITS ....................................................................................................... IV-1

Pay Increases........................................................................................ IV-1

Student Loan Repayment.................................................................... IV-10

Other Benefits ..................................................................................... IV-11

V. PERFORMANCE APPRAISALS/EVALUATIONS ........................................... V-1

VI. OTHER OFFICE PRACTICES......................................................................... VI-1

Procedure Manual ................................................................................. VI-1

VII. RECRUITMENT AND RETENTION................................................................ VII-1

VIII. PERCEIVED NEED FOR BENEFITS ............................................................ VIII-1

IX. THE IMPACT OF EMPLOYMENT PRACTICES ............................................ IX-1

Benefits, Office Size, and Turnover ....................................................... IX-1

X. SURVEY QUESTIONS ..................................................................................... X-1

The next eight chapters are as follows:

 Chapter II: Hiring and Compensation Practices — summarizes the

2009 House Compensation Study

How to Use the Report

2009 House Compensation Study

2009 House Compensation Study

Number of Positions per Office Fair Labor Standards Act Status

2009 House Compensation Study

Response 2009 2006 Response 2009 2006

Average Years in 2009 2006 Educational Attainment 2009 2006

Response 2009 Response 2009

2009 House Compensation Study

Summary of Primary Duties

2009 House Compensation Study

Positions per Response 2009 2006

2009 House Compensation Study

Response 2009 2006 Response 2009 2006

Average Years in 2009 2006 Educational Attainment 2009 2006

Response 2009 Response 2009

2009 House Compensation Study

Senior Legislative Aide

Summary of Primary Duties

2009 House Compensation Study

Senior Legislative Aide

Number of Positions per Office Fair Labor Standards Act Status

Positions per Response 2009 2006

2009 House Compensation Study

Senior Legislative Aide

Response 2009 2006 Response 2009 2006

Average Years in 2009 2006 Educational

House 4.3 2.3 Associate’s degree 1.4% 0.0%

Federal government 1.2 2.1 Bachelor’s degree 58.3% 63.0%

State/local government 0.7 1.6 Master’s degree 15.1% 19.2%

Private sector 2.4 2.4 Law degree 20.1% 12.3%

Response 2009 Response 2009

2009 House Compensation Study

Summary of Primary Duties

2009 House Compensation Study

Positions per Response 2009 2006

2009 House Compensation Study

Response 2009 2006

Average Years in 2009 2006 Educational Attainment 2009 2006

Response 2009 Response 2009

2009 House Compensation Study

Summary of Primary Duties

2009 House Compensation Study

Chapter II: Hiring and Compensation Practices — summarizes the