Classification and Compensation Study Services

The vendor is required to provide that classification and compensation study services for select departments of regular full-time and part-time employees.
- All inclusive of the following: paid time off to include, but not limited to, vacation time, personal days, sick time and compensatory time, health insurance, dental insurance, life insurance, HRA reimbursements and state retirement system contributions
- The study will focus on the following positions:
• Administration: Administrator/director of public works, city clerk, finance officer/treasurer, deputy clerk-treasurer, administrative and billing clerk (6)
• Department of public works (DPW): Foreman, advanced laborer, laborer, part time/seasonal (4)
• Police department: chief, lieutenant, captain, detective, sergeant, officer, admin exempt, admin non-exempt
- Each non-represented job should be evaluated based on, but not limited to, the following factors:
• Education, preparation and training required
• Experience required
• Decision making and independent judgement
• Responsibility for policy development
• Planning and contact with others
• Supervisory responsibilities
• Adverse working conditions.
• Existing premium pay
- Evaluate the city’s present salary and benefit structure as compared to the job market for comparable positions in the private sector.
- The consultant shall perform or provide the following:
• Conduct meetings with all current employees and appropriate supervisory and department head personnel, as required, to obtain feedback on the current compensation and benefit plan utilized by the city.
• The expectation is that department heads will be individual meetings, while group meetings will be held for all other employees to ensure efficiency.
• Provide materials appropriate to share with city employees.
• identify appropriate comparable communities in state and develop a scoring rubric to objectively determine communities are most relevant for comparison state conduct salary surveys for similar positions with the identified comparable municipalities.
- Review and/or create all current job descriptions.
• Estimates that there are nineteen job descriptions that will be included in this study with approximately four having been updated in the last 3 years
• Review and assess current position description format and provide recommendations on updating the template used for position descriptions.
• Develop uniform language to be used as a base template for all position descriptions
• The city in making system wide changes to address equity within all position descriptions.
- Review/create, analyze, and document all current job classifications.
• Evaluate positions based on FLSA exemption criteria.
• All current job classifications and analyze, document and validate same for knowledge, skills, essential functions, education and experience relevance and hierarchical consistency, job definition, distinguishing characteristics, supervision received and exercised, specific requirements including licensing and certification requirements.
• Make recommendations on establishing a salary philosophy that is competitive within the market while also being transparent to the organization and employees.
• Evaluate and identify potential pay compression issues and provide alternative solutions
- Assist the city in evaluating and recommending a total compensation system reviewing its current compensation system and new opportunities for improvement in order to make recommendations to ensure the city has a compensation system that meets the needs of the city in fairness, internal equity, competitive compensation, and ease of administration.
• Establishing appropriate comparable benchmarking within the public sector that the city can use moving forward.
• Compare benefits with comparable municipalities and offer creative and forward-looking solutions to retain and attract talent
• The city in implementing a transparent wage structure that recognizes employee certifications, licenses and training in order to move from a standard annual increase to a merit-based increase with cola.
• Consideration will need to be given to preserve the internal equity between the represented and non-represented employees. utilizing the current police contract as the baseline.
• Train administrative staff in the implementation of a standardized wage structure based on merit and/or cola increase.
• Evaluate the city’s current performance evaluation processes and make recommendations to ensure the process aligns appropriately with the compensation plan and it is easy for employees and supervisors/department heads to implement.
• The tool should also emphasize creating a meaningful process for evaluation that allows for consistency, awards exemplary performance or other significant employee contribution and trust organization wide.
• Provide recommendations for policy updates, as necessary, if the city decides to implement changes from the compensation and classification study
• Identify and comment on staffing organizational structure.
1. Provide innovative or strategic alternatives for administrative and support roles for the clerk’s office and DPW.
• Support a comment period for all employees to review and provide feedback on the study. integrate the comments, as necessary, into the final report to be presented to the common council.
• Prepare a final report for review with city staff and present it to the common council.
1. Provide implementation support for the compensation plan.
2. Review budgetary implications over the next five years
- Questions/Inquires Deadline: March 06, 2025