WALLACE — After hearing concerns about pay compression, recruitment hurdles and inconsistent administration of employee wages, the Shoshone County commissioners approved a request from the Shoshone County Sheriff's Office to develop a new departmental pay matrix. 

Under previous commissioners, the department was allowed to build its own pay matrix. However, in recent years that decision has come under fire as the SCSO has struggled with budgetary constraints. 

Both Sheriff Shawn Wehr and Undersheriff Travis Skinner stressed the request is not about increasing any employee pay or expanding the department's budget. Instead, they said it is aimed at addressing inconsistencies within the current pay matrix that have created confusion surrounding promotions, tenure, merit increases and recruitment. 

"We don't have any administrative consistency on how we're applying the pay matrix," Skinner told commissioners. 

Skinner illustrated the issue with a recent promotion process involving two deputies of differing tenures who competed for two open sergeant positions. While both employees were promoted, the newer employee performed better during the testing portion of the process. 

Despite being promoted into the same role and assuming the same responsibilities, the existing pay structure created a situation where the more tenured employee would have taken a pay cut with the promotion. Administrators adjusted the pay, but three months later that employee received a tenure increase that pushed their wage above $30 per hour. 

Meanwhile, the less-tenured deputy, serving in the same position, was making nearly $5 less per hour. 

The example highlighted what Skinner described as ongoing problems within the Sheriff's Office's current pay structure. 

"We don't have anything spelled out for how we handle situations just like I described," Skinner said. "We're depending on institutional knowledge." 

Skinner then referenced the county's recently completed wage study, which identified the SCSO pay matrix as an area for improvement. 

According to Skinner, the study's primary recommendation was for the department to adopt a written standard for administering the matrix. 

"They said the biggest issue is a lack of administrative consistency," Skinner said. "We need to improve the administrative consistency. I think we need to address the compression, and then look at our lateral strengths for recruitment and then create a sustainable process that works for us for years to come." 

Pay compression occurs when the difference between entry-level, experienced and promoted employees' wages becomes too narrow, making it difficult for the pay structure to reward tenure, merit or added responsibility properly. Officials said that issue is compounded by an inconsistent and overly complicated pay matrix, creating confusion over how promotions, longevity and lateral hires should be handled. 

"There's so many issues with how this is actually set up and administered that would require a whole other written explanation," Skinner said. "We could make it cleaner and clearer so that every time you're looking at something, you can follow the dotted line and say, that's a no-brainer, makes sense 100%." 

After hearing the presentation, Commissioner Jeff Zimmerman said many of the board's concerns center on budget constraints rather than the Sheriff's Office's decision-making process. He indicated that as long as the budget supports wage increases associated with promotions, the board is comfortable with how the department operates. 

Commissioner Melissa Cowles acknowledged the issue has existed for some time. She said she believes many of the department's budget challenges in recent years may be connected to the complex pay structure. 

"The pay matrix has been an issue with the sheriff's department," Cowles said. "Honestly, it has not helped with their budget." 

Skinner also pointed to recruitment challenges created by the current structure. He said when the Sheriff's Office loses an experienced deputy earning a higher wage, the vacancy is effectively budgeted for an entry-level replacement rather than allowing the department to recruit another experienced officer at a competitive wage. 

That practice, he argued, forces the county to spend thousands of dollars training and paying recruits while they complete required instruction. 

Zimmerman agreed the situation was problematic. 

Wehr told commissioners that hiring experienced lateral officers rather than brand-new recruits can generate significant savings. 

According to Wehr, the immediate savings associated with hiring an experienced officer is approximately $45,000. 

"Getting someone as a lateral is a gold mine for a sheriff's office," Wehr said. 

Wehr added that many law enforcement agencies now offer signing bonuses to lateral recruits. While Shoshone County's matrix includes a $1,500 signing bonus, Skinner said the department has not been able to utilize it. 

Zimmerman acknowledged that the current matrix contains discrepancies that have made it difficult for SCSO leadership to administer. 

"Sometimes it feels like we're throwing a dart at this (the current matrix) and saying this is what you're getting paid," Wehr said. "That's just not professional." 

Shoshone County Clerk Lori Osterberg noted that the matrix's original goal was retention through larger wage increases early in an employee's career. Over time, Shoshone County has developed a reputation as a place where new law enforcement officers receive training, gain experience and then move to larger agencies offering higher pay. 

Despite that original intent, the commissioners agreed revisions should be considered. 

"I don't see how the county could lose if we asked them to prepare a new one," Commissioner Dave Dose said. 

Currently, nearly 85% of the SCSO's $5 million budget is devoted to salaries. Wehr and Skinner said they intend to develop a revised wage scale using current salary figures and within the department's existing budget. 

Their proposed pay scales will be presented during a future meeting.