Agencies are annually re-assigning job classes to new salary ranges on the basis of their individually varying movement in the marketplace instead of merely multiplying their salary range tables by a blanket percentage.

Agencies are "freezing" or redesigning their salary range/grade schedules, and no longer annually altering any of the numbers. Job classes are assigned to higher salary ranges/grades as described in Item 1.

Agencies are abolishing automatic COLAs and combining all funds intended for salary adjustments into a single "prevailing rate maintenance budget" (PRM) providing flexibility and amounts for merit-based increase opportunity.

Agencies are replacing the steps-in-grade salary schedules with schedules of "open ranges" consisting of Minimum, Midpoint, Maximum, administered on the basis of objectively administered job achievement.

Agencies are recognizing service outside of the salary range with modest schedules of percentages of the salary range Midpoint at 5 year increments of continuous employment (s/a: 1.0%, 1.5%, 2.0%, 2.5%, 3.0%, 3.5%)

Agencies are replacing their "check-the-box" system with those that eliminate universal criteria, are occupation-specific, minimize subjective supervisory judgment, and increase employee participation.

Agencies are realizing that the ADA is not related to compensation, is position, not job class-specific, does not require job descriptions, but only prohibits discriminatory language in job descriptions

Agencies are exploring the use of skill-based pay plans, combining market job pricing and in range/broadband salary placement upon demonstration of job-related skills, for occupational groups such as public works.

Agencies utilizing quantitative job content evaluation systems are converting from single salary policy line formulae to several prevailing rate lines of central tendency for major occupational job groups.

Agencies installing/replacing such systems are opting for those developed on-site with employee tasks forces to reflect their own internal job worth values, rather than purchasing standard systems.

Agencies with less than 500 job classes are opting for salary range determination systems based on benchmark prevailing rates, professional judgment, non-benchmark linkage tables.

Agencies are avoiding broadbanding for lack of objective standards for the placement of an incumbent into a salary band, over-reliance on subjective supervisory judgment, and its dislike/distrust by employees.