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Home My WebLink About03/19/2024 13. Salary Survey Status Update 1 a, ____,) BUSINESS OF THE CITY COUNCIL YAKIMA, WASHINGTON AGENDA STATEMENT Item No. 13. For Meeting of: March 19, 2024 ITEM TITLE: Salary Survey Status Update SUBMITTED BY: Dave Zabel!, Interim City Manager Connie Mendoza, Director of Human Resources SUMMARY EXPLANATION: In an effort to further the City's ability to hire and retain qualified and experienced personnel, and to assess internal pay equity concerns, the City Council authorized, and City staff subsequently issued a request for qualifications and proposals (RFQP) 12127QP to conduct a classification and salary survey via an external consulting service. Trupp HR was awarded the project which kicked-off in April of 2022 with the goal of completing the salary survey by early 2023. While these were the initial projections agreed to by Trupp, the project proved to be more comprehensive and labor intensive than they originally anticipated, which caused delays in the project's completion. At this time the City has received a final report which outlines the work performed by Trupp as well as their recommendations as to salary. This process is only one piece of the total compensation puzzle. In evaluating the consultant's recommendations and information, it is critical to recognize multiple factors were not evaluated as part of the salary study which include other important employee compensation factors, such as pension and retirement benefits, medical, health and wellness benefits, incentive or premium pays, shift differentials, training or certification reimbursements, union costs and benefits, or any other employee benefits. These factors together comprise an employee's total compensation/benefit package. The work of factoring these considerations is underway and will be a part of discussions with the various employee units. Of note, the survey did not evaluate commissioned Fire and Police positions as these units enjoy binding interest arbitration rights. ITEM BUDGETED: STRATEGIC PRIORITY: 2 APPROVED FOR SUBMITTAL BY THE CITY MANAGER RECOMMENDATION: No Council action necessary. This presentation is simply to inform the City Council of the results of the study and next steps in the process. ATTACHMENTS: Description Upload Date Type . -., ..,_ 111 N• ty_11Poti...t-.---v 1* -7'1'`,._,'---,-; ......,:''1?:,. . , .... A...10 jr*--„,/,- -, ..ii,- i-".•:,-v-, . • .... 4.6( t ir • Ptvz •... . .....•••:;,...:.4 i - NILE,,,A...-"' V Vi 4k1Prji:.—NOr.f.1.4 ilVt NOW. '' ' • •:,-,_4,.. . .?• .,,m,,•-•,. . , ,., .• -'31.P.- ,,p......,„Ti.., . - N`1 , ,,11,,V•4, -,-_---4pro T 0 '044- ) h r,..lilli. 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Lzt,,,_ allitik' - 4:v .1.• 1 ',.._ i . . 4 .- ,' il -1, - _ _ . . . _ 1 = - . -- - 114111111111 '' l .-"' ..- Alli .._ \- -I----- rqr ‘.-:L.'. ,-.,, •-, _ ..1 4 _ _ - _ -, I • In an effort to assist with the City's ability to hire and retain qualified and experienced personnel, and to assess internal pay equity concerns, staff was directed to conduct a classification and salary survey via an external consulting service. • In 2021, the City of Yakima issued a Request for Qualifications and Proposals (RFQP) 12127QP. • Trapp HR was awarded the project. The project kick-off meeting took place April 5, 2022 with the goal of completing the salary survey by early 2023. • Due to the breath of services provided by a full-service city, the project proved to be more comprehensive and labor intensive than the contractor had anticipated, which caused significant delays in the project's completion. • The salary survey is just ONE piece of the total compensation puzzle. SURVEY SCOPE I 1. Review of the City of Yakima's job classifications and align classifications based on: • substantially similar authority • scope of responsibility • knowledge, skills and abilities • experience, education, certification L. • salary alignment/equity Conduct a market study to evaluate the City's pay allocations in relation to the competitive market. IN JOB ANALYSIS City classifications were evaluated utilizing two different compensation methodologies. 1. Municipality Comparisons • City of Yakima job classifications evaluated and "matched" with other "like" job descriptions. • Wage allocations were adjusted for geography by applying cost of labor metrics from the 2023 Economic Research Institute (ERI) Geographic Assessor. IL 2. Two (2) market survey sources were utilized to collect data for selected benchmark jobs and other classifications for which municipal matches had not been obtained • CompAnalyst • ERI 4 FINbINGS 1 • 370 City of Yakima classifications were identified. • Job placement recommendations were made based on market position, equity groupings and job family progression. • Commissioned police &fire classifications were excluded from placement recommendations. • Report findings identified: • 173 classifications (47%) = Within market Of these: • 27 classifications > market • 197 classifications (53%) = Outside of market Of these: • 33 classifications <_ 5% • 38 classifications = 5.1%-10% • 126 classifications = 10.1% + 5 CHALLENGES 1 • It is important to remember that wage data provided is raw data and limited. • This report is just ONE piece of total compensation analysis. • Only published, on-line data was used from comparable agencies. • Limited availability of job classification matches w/comparable municipal agencies. • Cost of Labor values vs. City's base wage structure. • Candidate pool considerations: • Professional positions — regional competition • Trade positions — local competition 6 AbbITIONAL CONSIbERATIONS Factors not evaluated: 1. Other important employee compensation, such as: • pension and retirement benefits • medical, health and wellness benefits • health plan premiums and/or contributions • incentive or premium pays • shift differentials • training or certification reimbursements • all other employee benefits These factors together comprise an employee's total compensation package. 2. Research and findings also did not take into consideration or review the salary structure of the other municipalities or private industries, including step structure or increase intervals. 3. City's budget restrictions or funding sources were not considered. 7 NEXT STEPS I • Determine priorities: • Pay and compensation equity • Retention risk for individuals critical to success • Skill shortages in critical roles • Recruitment challenges for various classifications LIdentify any additional revenue sources. Negotiate changes/implementation with collective bargaining groups.