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HomeMy WebLinkAbout2025-10-29 - Request for Proposals - Market Based Job Classification & Compensation Audit, Review & RecommendationCITY OF TUKWILA REQUEST FOR PROPOSALS (RFP) Market Based Job Classification & Compensation Audit, Review & Recommendation ctober 29, 2025 at 5:00 pm PST PURPOSE The City of Tukwila is soliciting proposals for interested, qualified, and experienced consultants to design a comprehensive market -based classification and total cost of compensation system for non - represented and represented positions. The purpose of this system is to ensure that the compensation for non -represented and represented positions is competitive with the marketplace; consistently and easily administered; conforms to Council -adopted policy, accounts for internal parity, compression, gender pay equity; and is fiscally sound. BACKGROUND The City of Tukwila is a dynamic suburb of Seattle, Washington and is a full -service city that provides Community Development, Municipal Court, Police, Parks & Recreation, and Public Works services. Tukwila has a resident population of over 22,000, and a vibrant business district, including the largest retail mall in the Pacific Northwest, where more than 47,000 work in the City every day and more than 150,000 go in and out of the city daily. The City has a total of 306 FTEs, three (3) labor unions, and eight (8) collective bargaining agreements. There are about thirty-nine (39) non -represented job classifications with forty (40) employees in those classifications (see Attachment A). Non -Represented positions range in type from technical and administrative support to Director. The City used the Decision Band Method® for job classification and compensation for non -represented positions for more than twenty (20) years and, after a comprehensive study, moved to a market -based classification and compensation system in 2023 for all but one work group. Several non -represented roles were adjusted to meet the market and a new salary schedule was adopted, but the scope of work was not fully implemented, and further analysis is needed. Contractual obligations with some of the City's represented groups have resulted in compression in key areas that need to be addressed. Additionally, Tukwila is contractually obligated to complete a salary market study with four (4) collective bargaining units —Teamsters 763 — on or before June 30, 2026. One (1) Teamsters 763 bargaining unit is still using the Decision Band Method salary scale. Seasonal and Temporary roles will not be considered in the scope of work. SCOPE OF WORK The project shall include, but is not limited to the following deliverables: 1. Market Surveys and Compensation Plan for All Employees. Develop a comprehensive, market - based, total cost of compensation plan that aligns with Council -adopted policy for non - represented and represented positions based on an objective analysis and evaluation of individual job content. Ensure that the proposed compensation plan addresses total salaries and benefits, including the total compensation package of insurance and other benefits. Total compensation may also include paid leave, pay differentials, retirement plans, bonuses, recruitment and retention incentives, take-home vehicles, vehicle allowances, performance pay, and more. Recommendations must be competitive with the market and intended to attract and retain qualified employees. The plan must also take into account compression caused by the effect of contractual agreements with represented employees. The plan must consider applicable Collective Bargaining Agreements (CBAs) to ensure compliance, equity, parity, and eliminate compression between represented and non -represented employees. 2. Provide recommendations for Teamsters 763 classifications and salaries no later than 4 weeks prior to the contractually obligated date of June 30, 2026. 3. Job Audits. Perform detailed job audits (preferably in -person) of all positions and draft up-to- date, accurate class specifications to uniformly reflect distinguishing characteristics, essential job functions, minimum qualifications, working conditions, license requirements, regulatory requirements, desired qualifications. In addition, recommend, if appropriate, classification series and levels within the series (i.e., I/II/III, Senior/Lead). Confirm the organizational structure and essential functions of each position. The job audits must include the input of Human Resources, employees and supervisors, and use data collected from previous classification and compensation studies, recent reclassifications, and recommend compensation and class specification placement. 4. Updated Job Classifications. Review and revise existing job classifications and recommend an appropriate classification for each position; recommend and establish a City-wide job classification structure. Evaluate and determine FLSA status for each position based on current Federal and State regulations. Provide written documentation of these recommendations. 5. Updated Salary Schedules. Conduct a thorough market compensation survey for all positions and recommend appropriate salary ranges based on the market survey results, internal relationships, compression, and pay equity. Use market comparison parameters for positions as defined in City of Tukwila Compensation Guidelines. Provide a summary of suggestions to place all studied positions to the appropriate classification and pay rate, including positions that are currently vacant. If a new salary schedule is proposed, provide the new table with a summary and justification based upon data obtained during the survey. 6. Appeals Process. Create and manage, together with Human Resources, a transparent appeals process allowing written or verbal responses and meeting with non -represented and represented staff to summarize and explain decisions and the results. 7. Financial projections. Provide financial projection reports and data in a 6-year horizon to determine implementation costs over time and evaluate the sustainability of recommendations. 8. Implementation Support. Provide specific job audit and evaluation tools and guidance for HR's future use in maintaining the pay equity, internal parity, and external competitiveness of the market -based classification and total -cost -of -compensation system. 9. Final Report. Prepare a comprehensive written report to include the following: a. Analysis of results of the data from the external market survey to include information showing the salary relationship to other like organizations and identifying impacts and possible issues regarding internal equity. b. Discussion of methods, techniques and data used to develop the market -based classification and compensation system. c. Recommendations and supporting data for making alternate wage comparison calculations, such as using weighted average salaries. d. Recommendations regarding other pay practices consistent with market findings. e. Recommendations for best practices to choose criteria to determine comparable markets in the public sector (population, assessed valuation, with police agency). f. Recommendations for appropriate market compensation implementation measures that the City will need to take to include guidance on how to address positions identified above or below market value. g. Recommendations on the percentage of market match to guide parameters of how to assess competitiveness and address positions identified above or below market value. h. Analysis and recommendations regarding performance -based pay (merit, bonus incentive or other) in the public sector and how these programs work to attract, reward, and retain employees. Anticipated activities under the contract are expected to include: • Bi-monthly updates to leadership groups to include written reports on the methodology and goals of the study and potential outcomes. • ation of findings, recommendations, and anticipated costs of implementation to the Mayor, City Administrator, Leadership Team, 0 per the timeline outlined below.0 • Providing ongoing, ad -hoc support to HR in the implementation of the recommendations through Q4 2026. • Meeting or exceeding the expectations of the following project timeline. Week 1: November 17, 2025 • Project kickoff with Human Resources; review scope, timeline, and communication cadence • Review previous reclassification decisions and prior study data • Establish weekly meetings and bimonthly update schedule • Review policies to ensure adherence to scope of project: city compensation policy, all bargaining agreements including Teamsters 763 CBA, organization charts Week 2: December 1, 2025 • Determine a list of roles for job audits, employees in the roles (if applicable), and supervisors • Determine comparator agencies, cities, etc. per city compensation policy • Determine tentative schedule for introduction of project to Senior Leadership Team, Directors Group, and City Council. • Determine tentative schedule for introduction of project to supervisors and employees • Gather class specs and salary information • Begin gathering comparator agency data Week 3: December 15, 2025 • Analyze previous reclass decisions and prior study data • Schedule job audits with HR, supervisors, and employees • Launch internal classification review Week 4: December 29, 2025 • Conduct in -person job audits with HR, supervisors, and employees • Incorporate prior reclass decisions and historical audit data • Begin internal equity and classification parity analysis • Tentative introduction to project to city council during Committee of the Whole meeting Week 5: January 5, 2026 • Provide first bimonthly written update to employees and supervisors • Provide first monthly updates to Sr. Leadership, Directors and City council • Begin initial FLSA review for all non -represented classifications Week 6: January 12, 2026 • Final round of job audits (if needed) • Begin internal review of audit findings • Evaluate potential class series (I/II/III, Lead/Senior roles) Week 7: January 19, 2026 • Begin drafting revised job specs • Start developing salary range methodology from market findings • Begin gathering comparator agency data Week 8: January 26, 2026 • Deliver second bimonthly update to employees and supervisors • Finalize appeal tools and employee guidance materials • Begin documenting methodology for inclusion in final report • Provide monthly update to Sr. Leadership, Directors • Tentative update to city council during Dec. 15 Regular meeting Week 9: February 2, 2026 • Review compression data and CBA implications • Finalize list of comparator agenciesper city compensation policy Week 10: February 16, 2026 • Complete all market survey data collection • Start drafting updated job class specs based on audit results Week 11: February 23, 2026 • Provide bimonthly update • Finalize classification series and proposed job groupings • Final in -person audit follow-ups (if necessary) Week 12: March 2, 2026 • Present preliminary salary range recommendations to Human Resources • Begin 6-year cost modeling and implementation scenario planning • Start CBA salary structure crosswalk review Week 13: March 9, 2026 • Finalize FLSA determinations and documentation • Submit pay strategy recommendations • Schedule initial appeal info sessions for employees • Provide monthly update to Sr. Leadership, Directors and City Council Week 14: March 16, 2026 • Provide bimonthly update to employees and supervisors • Submit revised market survey and salary findings • Review internal pay compression data for final adjustments Week 15: March 23, 2026 • Finalize revised class specs and series language • Align positions with new structure • Develop initial salary allocation proposal Week 16: March 30, 2026 • Finalize salary range alignment and classification placements • Review implementation models with executive leadership • Begin writing final report Week 17: April 6, 2026 • Delivery of employee and supervisor update • Submit finalized job specs and market alignment data • Begin drafting formal appeals process Week 18: April 13, 2026 • Provide 6-year implementation cost projections • Launch formal appeals window • Finalize formatting of final report • Provide monthly update to Sr. Leadership, Directors and City council Week 19: April 20, 2026 • Close employee appeal intake • Finalize CBA compliance checks and parity reviews • Finalize FLSA status summaries Week 20: April 27, 2026 • Submit Teamsters 763 recommendations (due June 30) • Deliver bimonthly update to employees and supervisors • Finalize internal compression and equity report Week 21: May 4, 2026 • Complete all staff appeal meetings • Summarize appeal outcomes and distribute decisions • Complete implementation plan with final cost model Week 22: May 11, 2026 • Present final report and recommendations to Sr. Leadership, Directors, and City Council • Submit final written report and documentation • Ensure all appeals are closed and documented • Project closeout and feedback Non -Represented Salary Schedule — 2025 Pay Grade Job Title 20 Open 25 Human Resources Technician Executive Administrator Assistant to the Director Human Resources Associate 30 Executive Coordinator Human Resources Analyst Deputy City Clerk 35 Senior Human Resources Analyst Systems Administrator Parks & Recreation Analyst Public Works Analyst Public Safety Analyst 40 Legislative Analyst Information Technology Systems Engineer Internal Operations Manager 45 Building Official Business Relations Manager Inclusion and Engagement Manager Police Program Manager Records Governance Manager/City Clerk Maintenance Operations Manager 50 Deputy Community Development Director Deputy Parks & Recreation Director Deputy Finance Director Deputy Director Administrative Services/Chief People Officer Deputy Director Administrative Services/Chief Information Officer Deputy Judicial Branch Administrator Economic Development Administrator 55 Deputy Public Works Director/City Engineer 60 Open 65 Department of Community Development Director Finance Director Parks & Recreation Director Director Strategic Initiatives and Government Relations Judicial Branch Administrator 70 Public Works Director 75 Deputy City Administrator/Department Director 80 Deputy Police Chief 85 Police Chief 90 City Administrator (Contract) QUALIFICATIONS The successful consultant must demonstrate experience to successfully complete the project, capability to competently produce the required elements of the project, and the ability to work in a responsive and cooperative manner with the City staff and City Council. PROPOSAL SUBMISSION INSTRUCTIONS & TIME SCHEDULE All applicants shall submit a proposal package electronically (either via flash drive or email attachment less than 50 MB), limited to no more than thirty (30) pages, that includes the following information in the order indicated: 1. A transmittal letter providing a summary of the overall approach to the scope of work and a description of the consultant's qualifications, experience and capabilities pertaining to their experience with classifications/compensation studies and any relevant experience that would pertain to such involvement in the public sector. 2. A detailed fee schedule separately itemizing the project cost. Include hourly rates, overhead costs, and number of consultant hours to be provided. 3. A list of all consulting staff to be assigned to this project including biographies and experience of the team proposed to handle our project. 4. A consultant lead contact name, email address, and telephone number. 5. A reference list including names and contact information (email addresses and telephone numbers) from three (3) client cities of similar size and nature for which the consultant has provided similar services within the last 36 months. The City of Tukwila reserves the right to contact references without prior notification. 6. A statement indicating the number of calendar days the proposal shall be valid. The City's minimum number of days is 60. 7. A brief statement on anything else would you like us to know about your firm and the services you provide. Proposal Due Date/Time: Responses are due no later than Wednesday October 29, 2025 at 5:00 p.m. Pacific Standard Time (PST). Respondents have three options to submit their proposal (email, mail, or hand -deliver) via one (1) electronic copy (either flash drive or email attachments less than 50 MB), addressed to TC Croone per the below submission methods: Email: TC..C.r©©.re@Tul<wiaaWA.©v Mail: Hand -deliver: City of Tukwila HR Department Attn: TC Croone, Chief People Officer 6200 Southcenter Blvd. Tukwila, WA 98188 Tukwila City Hall 6200 Southcenter Blvd Tukwila WA 98188 Hand -delivery is accepted Monday through Thursday from 8:30 a.m to 4:300 p.m. PST. The entrance is near the flagpole. There is also a drop box at the entrance doors to City Hall 24 hours a day. Proposals must be received at the address or methods above, on or before the deadline. Responses received after such time will be disqualified. Please plan accordingly to meet the deadline. Proposals should be prepared simply and economically. Emphasis should be on completeness and clarity of content. The tentative City of Tukwila schedule for the Request for Proposal is as follows: • October 21, 2025 Proposal advertised in Seattle Times & DJC • October 29, 2025, 5:00 p.m. PST Proposal deadline • November 3, 2025 Staff begin review of proposals • November 10, 2025 (week) Interview top candidates - optional • November 10, 2025 Staff to review and final selection • November 17, 2025 Project begins All costs for developing proposals in response to this RFP are the obligation of the consultant and are not chargeable to the City. All proposals and accompanying documentation will become property of the City and will not be returned. Proposals may be withdrawn at any time prior to the published close date, provided notification is received in writing to the above listed City agent. Proposals cannot be withdrawn after the published close date. QUESTIONS/INQUIRIES: If you have questions concerning the RFP or our selection process, questions should be submitted to TC Croone, Chief People Officer via email to . No questions will be accepted verbally or in written format other than email. Questions received after October 29, 2025 may not be answered. SELECTION & AWARD The City shall evaluate the proposal based on the firm's qualifications, experience, capabilities, and plan of work for this project. The City reserves the right to conduct interviews with selected respondents as necessary to complete its evaluation. Upon selection of a Consultant, the City intends to enter into an agreement using its standard, Consulting Services Agreement which shall be used to secure these services. The consultant shall be required to present proof of insurance and indemnify the City of Tukwila. The City reserves the right to reject any proposal, which is in any way incomplete or irregular. In making a decision to award a contract, the City may consider any and all factors and information which the City feels has bearing on the decision. The final decision is the sole decision of the City of Tukwila and the respondents to this request have no appeal rights or procedures guaranteed to them. This RFP does not constitute any binding agreement upon the City. All proposals must be signed by an official agent or representative of the company submitting the proposal. If the organization submitting a proposal must outsource or contract any work to meet the requirements contained herein, this must be clearly stated in the proposal. Additionally, all costs included in proposals must be itemized to include an hourly rate and any outsourced or contracted work. Any proposals which call for outsourcing or contracting work must include a name and description of the organizations being contracted. The City of Tukwila does not discriminate on the basis of race, creed, color, national origin, sex, age, marital status, disability, sexual orientation/gender identity, veteran status, or military status. PUBLIC DISCLOSURE NOTICE All materials provide by the Consultant are subject to State of Washington public disclosure laws. Marking the entire proposal as proprietary or confidential, and therefore, exempt form disclosure will not be accepted or honored, and may result in disclosure of the entire proposal or disqualification of the proposal solely at the discretion of the City. Documents identified as confidential or proprietary will not be treated as such if: public disclosure laws take precedence, the information is publicly available, the information is in possession of the City, the information is obtained from third parties, without restrictions on disclosure, or the information was independently developed without reference to the confidential information.