[{"_1":2,"_87":-5,"_88":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6609540,"mediaKeyId","2917609-69d543dbc8abb4544707ca1346fe1b2d","parentId",2917609,"title","Kennewick staff review Baker Tilly pay study; consultant recommends 105% market midpoint and raises to entry minimums","audioSeconds",4661,"startMs",32370,"endMs",4694170,"viewUrl","/Search/View?dp=1&key=2917609-69d543dbc8abb4544707ca1346fe1b2d&start=32&end=4694","thumbnailUrl","https://assets.pipeline.soar.com/2917609-69d543dbc8abb4544707ca1346fe1b2d/thumbnail_32370.jpg","articleUrl","/articles/6609540/Kennewick-City/Benton-County/Washington/Kennewick-staff-review-Baker-Tilly-pay-study-consultant-recommends-105-market-midpoint-and-raises-to-entry-minimums","mediaUrl","https://secure.pipeline.soar.com/6609540-7069aea1130df1f6363c2c5afc6fd2c8/orig.mp4?Expires=1776618419&Signature=G7Tgf1P43lqJqmrZPwQzuQFJmRdcJ-IALj~yZV5hk9vFUVxBTGLNQO5F87KRHwrR5l~U-8xKM-svstNZ0HaK75UKqKLg4JikllL2hpDbll8cfCybObMoPtA7oGYk8Ko3DBMjpiSYqWPIfpB8VyPZEm7-c9O7jFn-3E0USMkm09UjjEQuGCBbbPELYbMRDiddqqz2tKB3udA6cHjDIqGKXNSAUZ84rPaorhyaZUfe-jGlpP7HxIFqssiJ9BG-UOcxU4nsywW4LfbRfhOEZF2A0aGaIH90TILWNy6wVhQnrnFeEgqmxcPjLGUvSGwMP7HN4xBKqk5N4JsdqHpoQR635g__&Key-Pair-Id=KUT5TJCACFTXG","author","Kennewick","date","2025-04-08T00:00:00Z","article","Baker Tilly presented a draft classification and compensation study to the Kennewick City Council on April 8, recommending a new pay structure aligned to 105% of market midpoints and a higher starting minimum for non‑represented positions.

The consultant said the study evaluated internal job value using a nine‑factor point system called SAFE (Systematic Analysis and Factor Evaluation) and benchmarked 110 positions against 11 public peers plus three published private‑sector surveys. The firm recommended a new 18‑grade pay plan (grades A–R) with 11 steps and a consistent 2.5 percent step increase, and proposed aligning pay midpoints to 105 percent of the market midpoint to maintain a “lead market” philosophy.

Sarah Towne, consulting manager with Baker Tilly, told the council the firm’s market assessment covered 110 benchmark positions and produced market values for 97.3 percent of those positions. “None of these scenarios will result in a pay decrease for any employee,” Towne said when describing implementation options.

Why it matters: the study would reframe how the city recruits and retains staff by adjusting minimums, midpoints and maximums across the workforce and by creating a more predictable step progression. Council and staff discussed budget impact, implementation approaches, and which employees would be moved onto the new pay ranges.

Key findings and structure
Baker Tilly said the city currently uses a 16‑grade structure labeled A–P; the draft replaces that with 18 grades (A–R) and keeps 11 steps per grade. The firm recommended equal 28 percent range spreads (minimum to maximum) and a uniform 2.5 percent step differential to reduce uneven progression and compression. Towne said the firm’s geographic cost‑of‑labor adjustments showed Kennewick’s cost of labor about 8 percent above the U.S. average, and that the firm did not weight peer organizations over one another when calculating market midpoints.

Proposed minimums and midpoints
Baker Tilly proposed raising the city’s general pay plan starting minimum (grade A, step 1) from $22.72 per hour (about $47,250 annually under the existing plan) to $26.26 per hour (about $54,622 annually) and reported a proposed midpoint for grade A of about $61,800. Towne said those entry increases were intended to make minimums more competitive while preserving room for advancement within each grade.

Benchmarks, matches and coverage
The consultant reported 110 benchmark positions were included in the market survey, with an average of 6.4 quality matches per benchmark and one‑quarter of benchmarks having more than nine matches. Baker Tilly said it required at least three quality matches to compute a market value for a benchmark position; positions with fewer matches were not used to calculate a market midpoint but did receive internal job evaluation scores.

Implementation options and costs
Baker Tilly presented three implementation scenarios and annualized cost estimates based on about 142 employees and vacant positions:
- Option 1: Move only employees whose current salary falls below the new grade minimum to the nearest step without a decrease — estimated annual impact $261,155.
- Option 2: Recalibrate employees into steps based on time in position (move to the step matching years in position, without reducing anyone’s pay) — estimated annual impact $332,322.
- Option 3: Hold employees at the same numeric step in the new structure unless a decrease would result — estimated annual impact $904,168.

Towne and staff emphasized the firm’s implementation rule that no employee would receive a pay decrease from the change. The firm also prepared scenarios for one‑time implementation costs and annualized base‑pay impacts (not including benefits or pay differentials).

Council and staff discussion
Council members asked for clarifications on peer selection, the role of unions and how cost‑of‑labor adjustments were applied. Towne replied that peer selection aimed to include organizations that “look like you, work like you” — similar population, services and employee counts — and that private‑sector data were included when positions compete with private employers. Council members raised concerns about escalation if neighboring jurisdictions repeatedly seek to “lead market” and asked how the city could sustain longer‑term adjustments.

Staff recommendations and next steps
City staff said they would include a spring budget adjustment and noted a narrower first‑step implementation was under consideration. Finance staffing ran numbers for partial‑year implementation: staff reported raising the group of employees currently below the proposed minimum to market would cost about $121,443 on an annual basis and approximately $74,500 if effective July 1 (a partial‑year cost). During the meeting staff signaled preference for an approach that at minimum addresses the employees currently below the proposed minimum and allows further implementation planning; council asked staff for more granular budgeting information ahead of any formal adoption.

Quotes from the meeting
“None of these scenarios will result in a pay decrease for any employee,” Sarah Towne, consulting manager, Baker Tilly.
“We do not weight the data,” Towne said, describing the firm’s approach to peer comparisons.

What the council directed
Council asked staff to prepare a spring budget adjustment and to return with implementation details; staff said they would present budget figures and options. No formal vote or ordinance was taken at the workshop.

Background and context
The study used employee‑completed position analysis questionnaires and supervisor reviews to perform internal job evaluation, and paired those internal scores with external market benchmarks from 11 peer governments plus three published private surveys (CompAnalyst, Economic Research Institute and PayFactors). Baker Tilly described the SAFE job evaluation tool as a nine‑factor point system that measures the job (minimum qualifications and value of the position) rather than incumbent characteristics.

What’s next
Staff will include a recommended spring budget adjustment to address employees below the proposed minimum and will return to council with implementation details, cost calculations and any ordinance or policy language needed to adopt the new classification and compensation plan.","mediaType","Video","parentTitle","Kennewick - City Council Workshop - Apr 08, 2025","oneSentenceSummary","Baker Tilly presented a draft classification and compensation study to the Kennewick City Council on April 8, recommending a new pay structure aligned to 105% of market midpoints and a higher starting minimum for non‑represented positions.","taxTitle","Kennewick City, Benton County, Washington","taxId",5807,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6609535,"Pasco officials report on new Tri‑Cities animal shelter operations; Kennewick seeks clearer interlocal reporting",2169,4708305,6877525,"/Search/View?dp=1&key=2917609-69d543dbc8abb4544707ca1346fe1b2d&start=4708&end=6877","https://assets.pipeline.soar.com/2917609-69d543dbc8abb4544707ca1346fe1b2d/thumbnail_4708305.jpg","/articles/6609535/Kennewick-City/Benton-County/Washington/Pasco-officials-report-on-new-TriCities-animal-shelter-operations-Kennewick-seeks-clearer-interlocal-reporting","https://secure.pipeline.soar.com/6609535-b295e9e4e22ec3b475efe216c5e1dafb/orig.mp4?Expires=1776618419&Signature=nnBleUNtUrBRO1OqJ7E8kBbXOaKcTE3~mrjNEgbpKDGe00zZtj4f5alxsBQFtDWzgYcMzUzA93-882lVRO7Prp7Li53~Xh0Hmdp9zDPYhDYeH~~~lvKO8GY0rnVpC06sTRC0FbI0szkVbi8NL2LYflDj06fLCWH2ogr08OAGfMHAb8u6L~4Rca3~JcWXUIUyADQ4M-exfGVRTYFP6y0jGfFn4aAB9PZFdY8qwnHIQfrYsvElFuly6RFtSHTHcEyMB37mIcWQpID4KiXmFM5gOR-nIRukERPCL9Q99y2ILL~aZx~AmS7L0ZjTQN6VHKw1up8VR2bBiU~jv5y4WqYQew__&Key-Pair-Id=KUT5TJCACFTXG","Pasco City officials and the Tri‑Cities animal services team updated the Kennewick City Council on April 8 about the new regional animal shelter and current animal control operations. Pasco said the facility relocated animals into the new shelter on March 25 and is operating animal control, shelter intake, volunteer programs and community outreach for Kennewick, Pasco and Richland under an interlocal agreement.

Why it matters: the shelter provides animal control and public‑safety functions across three cities and has recurring budget and operational implications for Kennewick. Council members asked for clearer, regular reporting under the interlocal agreement and sought detail about the city’s financial contribution to the facility.

What officials reported
Pasco Assistant City Manager Angela Pichon and shelter staff said Pasco assumed direct operation of shelter and animal control management beginning in 2022 and moved to the new facility March 25, 2025. Ben Zigan, animal services manager, said animal control provides emergency response for sick, injured and dangerous animals, nuisance investigations, cruelty investigations and public education. The shelter’s public hours are 10 a.m. to 5 p.m. Tuesday through Saturday; after‑hours responses use an answering service and an on‑call officer for emergencies.

Operations, staffing and numbers
Officials reported the shelter currently employs 22 people (20 full‑time, 2 part‑time) including three animal control officers, a lead officer and animal care technicians. Pasco staff said the shelter handled roughly 3,000 animal intakes in 2024 and about 4,300 animal control cases across the three cities last year. The shelter restarted a volunteer program and had about 125 people enrolled in orientations as of late March; volunteers will support dog walking, cat enrichment and a visitor support team.

Shelter services and partnerships
Pasco staff described community outreach — including a community outreach dog (“Dee Dee”) used for humane education — and partnerships to move animals to other shelters when local capacity is constrained. Staff said they had roughly 20 partner agencies and foster networks to help transfer animals to areas with available space. Adoption events are planned (Pasco staff announced a May 10 event at the new shelter, 10 a.m.–2 p.m.).

Budget and governance questions
Council members asked about capital and operating costs. Pasco staff said the facility was a multi‑phase project: the building component was described as “a little over $4,000,000,” kennel equipment about $500,000, and fixtures/equipment additional costs; Kennewick’s direct cash contribution to the project was reported at about $1,800,000. The shelter operates under a 2016 interlocal agreement (ILA) that was updated and became effective when the new facility opened; Pasco staff said the ILA remains in effect and that management‑committee meetings occur to coordinate service delivery.

Reporting and accountability
Several Kennewick council members said they rarely saw the management committee reports called for in the ILA and asked for clearer, routine reporting. Pasco staff said the management committee meets every other month and that animal‑control authority meetings include budget updates and operations reports; staff offered to share meeting portal links and agendas and said quarterly reporting and community‑facing updates would be provided.

Service priorities and policy points
Staff said the shelter follows municipal codes for each city and relies on shelter medicine and animal health best practices for care and policies. Animal control officers prioritize emergency responses (dangerous animals, bites, animals in vehicles during extreme weather) and respond to other complaints within 24 hours when possible. Officials said the cities’ municipal codes are largely similar but noted specific differences — for example, permit fees for potentially dangerous dogs — and recommended periodic code updates to reflect modern animal control practices.

Quotes from the meeting
\"We are officially in the new shelter, as of March 25,\" said Jesse Rice, Pasco staff involved with the relocation.
\"We currently have 22 employees, 20 of those are full time, 2 are part time,\" Pasco staff said during the presentation.

What council asked staff to do
Kennewick council members requested more regular, clear management‑committee reporting and suggested the ILA be revisited where the agreement left items unspecified. Council members also asked for a detailed accounting of the city’s contribution and the shelter’s operating budget; Pasco staff said they would provide budget documents, links to meeting portals and requested attendance at the tri‑city management meetings.

Background and context
Pasco took over direct management and operations after contracting arrangements changed in 2022. The shelter serves a roughly 102‑square‑mile area with an estimated combined population near 226,000. Officials described ongoing challenges including the upcoming kitten season, capacity constraints during peak periods, and the need for regional code alignment or complementary policy tools (spay/neuter programs, licensing, transfer partnerships) to manage population pressures.

Next steps
Pasco staff said they will provide links to management committee agendas, meet with the three cities as required under the ILA and share budget worksheets and periodic operational reports. Council members asked staff to follow up on specific budget numbers and to plan clearer quarterly reporting under the interlocal agreement.","Pasco presented an operational update for the Tri‑Cities animal shelter, which opened March 25. Officials described staffing, intake volumes, volunteer programs and outreach; Kennewick council members asked for clearer interlocal reporting and asked about budget contributions.","actionData","errors"]

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Kennewick staff review Baker Tilly pay study; consultant recommends 105% market midpoint and raises to entry minimums

Pasco officials report on new Tri‑Cities animal shelter operations; Kennewick seeks clearer interlocal reporting