Compensation Plan Study Services

The vendor is required to provide to conduct a comprehensive compensation study, which will assist the county in updating its pay and classification schedule and develop and implement strategies and recommendations to increase its employee pay and/or pay ranges to a competitive level that aligns with the results of the study.
- The study shall include the following:
• All full-time and part-time classified positions
• Constitutional office positions (excluding the constitutional officers)
- Pay structure and philosophy
• Review the county’s current pay and classification schedule and salary administration guidelines and make recommendations to achieve a sound, competitive pay structure and philosophy.
• Make recommendations on implementing strategies and best practices for compensating employees for additional duties, education incentives, and/or qualifications and ensure that the compensation plan remains competitive in future years.
• Make recommendations and provide implementation strategies related to other key compensation practices based on market demands, including temporary assignment pay, certification pay incentives, promotion/demotion pay adjustments, reclassifications, temporary acting assignment pay, career ladders, and merit-based pay.
- Internal analysis
• Conduct an internal audit analysis of current employees and their compensation, addressing existing and future compression issues as well as pay strategies for retention of qualified talent in a competitive market.
- External analysis
• Conduct an external equity audit analysis to assess the county’s current pay structure, our current position in the market, and strategies to improve our competitiveness to attract and retain qualified talent.
• Develop and conduct the comprehensive compensation study while considering the neighboring localities that reflect the public sector (and private sector, if necessary) to include the following: counties, and the cities and any other comparable localities.
• Compare market minimum, midpoint and maximum of benchmarked jobs to the surrounding localities. 
• The county does not necessarily wish to lead the market, however, would like to be competitive between sixty-five and seventy-five percentile of the market when compared to local competitors. 
• We would like to receive findings for three scenarios: sixty-five, seventy and seventy-five percentiles.
- Fiscal impact, report of findings and recommendations
• Prepare and present an analysis outlining the fiscal impact of recommendations, with options for implementation that make budgetary sense and a goal of immediate implementation of all or phases of any increases.
1. The fiscal impact analysis should include the three scenarios referenced in the external analysis section regarding the sixty-five, seventy and seventy-five percentile positions in the market.
• Develop a strategy to fund an increase to current employees pay to a competitive level that aligns with the results of the compensation study.
• Develop a financial strategy to enhance our pay structure to be and remain competitive in the market.
• Present the study’s findings to county administration and designated staff in November 2025 and the elected board on December 2, 2025, subject to scheduling availability.
• Include recommendations for the ongoing internal administration and maintenance of the proposed pay structure.
- Contract Period/Term: 3 years
- Questions/Inquires Deadline: June 27, 2025