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<br />(12) <br /> <br />when Martinsville only contains 15.6% of the population served <br /> <br />by the agencies. <br /> <br />I think it is unfair for Anchor House to <br /> <br />ask Martinsville to pay 41% of the local cost when Martinsville <br /> <br />only contains 21% of the total population served by Anchor <br /> <br />House. <br /> <br />As I see it, the costs of regional facilities, whose <br /> <br />services are available to everybody, should be shared by <br /> <br />everybody on a per capita basis. <br /> <br />Just as I feel there is no relationship between agencies' <br /> <br />usage formulas and costs; likewise, I see no relationship <br /> <br />between the pay plans of the agencies and the performance <br /> <br />of their employees. <br /> <br />I did not study all the pay plans of the agencies, but <br /> <br />in most cases where I checked, I found pay plans which are <br /> <br />not tied to employee job performance and do not motivate <br /> <br />employees to produce to their fullest potential. <br /> <br />According to Lambert Wood, several agencies such as <br /> <br />the Mental Health Clinic, Mental Retardation Coordinator and <br /> <br />the Chapter 10 Services Board, use the state pay plan - - <br /> <br />other agencies have adopted their own pay plans. <br /> <br />Those which have adopted the state pay plan have <br /> <br />inherited its weaknesses. <br /> <br />The state pay plan is supposedly a merit plan. <br /> <br />But, in <br /> <br />truth, 98% of state employees eligible for merit increases <br /> <br />do, <br />receive them regardless of the job they.... Since these <br /> <br />merit increases are given to virtually everyone who is eligible, <br /> <br />I don't see how the state can motivate employees to perform <br /> <br />to their fullest potential. <br />