Compensation and Classification Study Services

The vendor is required to provide compensation and classification study services include: job analysis; job description development, evaluation and update; wage and salary survey preparation and analysis; pay range determination; position and pay classification; and preparation of required reports.
- Objective
•    Recruit and retain a high-quality workforce
•    Compete with comparable districts and other local places of employment
•    Offer fair and competitive compensation for all positions 
•    Update current job descriptions
•    Increase the starting salary and extend years of service on the current certified staff and classified staff salary schedules in order to attract and retain the most highly qualified and effective employees
- General preliminary and closing activities
1. Meetings will be held with the district superintendent, chief finance officer and senior leadership to:
•    Discuss any specific concerns of the district with respect to the activities to be accomplished.
•    Present, discuss, and provide written copies of the strategy, methodology and timelines for the activities to be performed.
•    Present findings, reports, training materials, recommendations, etc. related to the activities performed.
2. Meetings held with district personnel in relation to the job analysis and salary classification plan to:
•    Gather information regarding the activities to be accomplished.
•    Present data gathering forms and surveys that will be distributed to district employees and external sources for review and approval before dissemination. 
•    Discuss scope and progress of work at timeline intervals. 
•    Explain specific procedures and expected activities required of district staff. 
•    Present preliminary findings, reports, training materials, recommendations, etc. for review and discussion prior to presentation to administrative staff.
3. Meetings held with the school board of trustees to:
•    Provide an overview of the work to be accomplished. 
•    Explain specific procedures to be undertaken to complete the activities, such as how job information will be collected, etc. 
•    Explain and provide written copies of the project schedule, milestones and expected outcomes. 
•    Present findings, survey results, recommendations, etc.
- Data gathering
•    Consultant will work with the department and payroll supervisor to ensure job responsibilities are available for each employee and assist in the development of these job descriptions. 
•    Conduct a review of the match between the job title and the job responsibilities. 
•    Provide recommendations relative to the educational background of the employees by position (required or preferred). 
•    Determine fair labor standards act (FLSA) designation for each job classification.
•    It is anticipated that a review of this step will be accomplished with input from the district.
- Total compensation analysis
•    Salaries and wages
•    Benefits
o    Other employer-paid benefits such as tuition reimbursement, travel allowances, etc.
- Compensation structure evaluation and recommendations
•    Analysis of the district's current pay practices, pay rules, and market position. 
•    Review and evaluate current classification and pay band structure, methodology, and position placement within salary ranges (e.g. number of classifications, number of pay ranges, percent spread for ranges, and number of pay plans and/or schedules). 
•    Experience credit granted, including maximum step based on position, determination of experience credit for in-district and out-of-district experience, etc. 
•    Compression analysis: examine the equity of pay among present full-time and part-time employees based on qualification, experience, and responsibilities. 
•    Identify problem areas within the internal compensation system, and propose implementation methods to correct identified problems. 
•    Evaluate the need to include compensation policies and procedures for: on-call and shift differential compensation (what positions and classes of positions and amounts):
o    Hiring incentives
o    Out-sourced services (e.g. food services, custodial services, etc.)
o    Career ladder position recommendations
o    Any other monetary incentives (e.g. certification pay, education pay, special pay band increases)
- Implementation strategy and plan
•    An analysis, ranking, and assignment of each job to an appropriate salary grade level to ensure fairness and internal equity. the consultant will include a recommendation for positions deemed to be undervalued, or overvalued, by the current classification system. 
•    Consistent salary placement of employees who are newly hired externally and for advancement within, and between salary ranges resulting from transfers and promotions. 
•    Recommendations for compensation adjustments due to temporary and interim assignments are to be included. 
•    Provide options for compensating employees who are deemed to have met the maximum in their salary range.
•    Analysis of the district's fringe benefit package for senior leadership and administrative and professional staff.
•    Provide recommendations for benefit package revisions or enhancements, as appropriate. 
•    Prepare a multi-phased plan, or alternative plans, for the implementation of salary recommendations, including calculation of detailed cost estimates of implementation for each alternative. 
•    The goal would be to permit implementation of the classification and pay plan at a level compatible with district policies, the capacity of funding, and employee needs. 
•    If pay and benefit recommendations are close to the district’s ability to fund, alternative plans may not be required. 
•    A multi-phased plan should consider an incremental implementation strategy that clarifies the short-term priority recommendations and long-term phased-in strategies, allowing the district to fund within financial capacity. 
•    Provide the district with recommended policies and procedures to ensure that, once the results of the compensation study have been implemented, the results may be internally maintained and updated appropriately. 
•    Any recommendations pertaining to a maintenance process must be supported by relevant staff training and software necessary to maintain and revise the system internally. 
•    The implementation of such a plan may be over a 6-to-24-month period beginning in fiscal year (FY) 2027.

- Contract Period/Term: 1 year
- Questions/Inquires Deadline: November 7, 2025