The City is seeking a firm or team of professionals with proven experience in analyzing current and projected
classification, compensation, and benefits structures of similarly positioned, public entities. The City
engaged a firm in November 2020 to conduct a salary survey and present a recommended classification and compensation plan. In addition, the City established a pay adjustment policy in 2020 and a lateral pay plan for newly hired sworn officers in 2022. The overriding purpose of this Project is to utilize the findings to revise the current compensation philosophy/strategy as needed
Executive Summary
The City is pleased to release this Request for Proposal for professional services related to the development of a Classification and Compensation Study & Analysis (“Project”). The City of Edgewater was incorporated in 1901. Edgewater is a Home Rule City located in Jefferson County, immediately west of the City and County of Denver and in the heart of the metropolitan area. Residents enjoy the convenience of nearby metropolitan services and the ambiance of the City's small-town character. The City is one square mile in size and has approximately 5,000 residents.
The overriding goal of the proposed Classification and Compensation Study and Analysis is for the City to develop a compensation philosophy/strategy that can be applied to all employees moving forward. The study will take an in-depth look at the City’s classification, compensation, and benefits structure in order to recommend improvements with the goal of ensuring the City is an employer of choice.
The objective of this RFP is to identify respondents (“Respondent”) that satisfy the City's need for developing a Classification and Compensation Study & Analysis. The selected Respondent chosen through this process must demonstrate an ability to develop a comprehensive and detailed study and analysis.
Objectives
1. Offer compensation to attract, motivate and retain talented and qualified employees, ensuring the
City is an employer of choice.
2. Create a compensation strategy that is easily understood by prospective and existing employees
and supervisors.
3. Define job categories representative of all City services and functions, ensuring positions requiring
similar work with a comparable level of complexity, responsibility, and knowledge, skills, and
abilities are classified properly.
a. Provide salaries commensurate with assigned work;
b. Provide justifiable pay differentials between individual classes;
c. Organize job classifications efficiently based on the structure and operational needs of the
City.
4.Clearly outline structure and/or processes for compensation growth and/or additional compensation inexcess of base salary.a.Explore variable pay options;b.Identify annual salary merit increase potential;c.Identify promotional opportunities linked to defined progression (aka career ladders).
5.Maintain a competitive position with other comparable government entities and/or private employerswithin the same geographic area with similar job categories.
a.Define benchmark organizations;
b.Differentiate benchmark organizations based on job categories, as appropriate;
c.Recognize the difference of services and employment markets;
d.Acknowledge the City’s ability to pay.
Statewide