HomeMy WebLinkAbout11-21-2017 Item 06 - Supplemental Employee Policy & Minimum Wage Increase
Meeting Date: 11/21/2017
FROM: Monica Irons, Human Resources Director
Prepared By: Brittani Roltgen, HR Administrative Assistant
SUBJECT: SUPPLEMENTAL EMPLOYEE POLICY AND MINIMUM WAGE
INCREASE
RECOMMENDATION
1. Adopt the revised Supplemental Employee Policy (Attachment A), formerly the Temporary
Employee Policy, and authorize the City Manager to approve future administrative updates; and
2. Adopt a resolution modifying the Supplemental Employee Salary Schedule as necessary to
comply with California Fair Wage Act of 2016 requiring a minimum wage of $11.00 per
hour effective January 1, 2018 (Attachments B & C).
DISCUSSION
Background
A qualified supplemental, or temporary, work force is instrumental to the City of San Luis
Obispo’s ability to provide consistent services to the community by adjusting more easily and
quickly to workload fluctuations, unexpected vacancies, leaves of absence, or demands resulting
from limited-term projects, seasonal, or peak periods. A supplemental work force also provides
programs that would otherwise be difficult to staff due to the intermittent, seasonal, or non-
traditional work hours (e.g. early mornings, weekends, evenings, etc.). For example, the City’s
Parks and Recreation Department employs over 200 supplemental, part-time (less than 30 hours
per week on average) employees at any given time. While many of these employees are seasonal
(working only 3-5 months), they sustain programs and services important to the community;
providing before and after school care, summer children’s camps, ensuring pool safety, special
events, senior programs, and maintenance of the golf course and open space.
Supplemental employees are used throughout all City departments and in some cases, the City
has experienced increasing difficulty recruiting and retaining qualified candidates. In particular,
supplemental positions that require certifications or State licenses such as childcare teachers and
lifeguards have been particularly challenging during the past few years, causing staff to take
interim actions to ensure the continuance of these programs. These interim actions have
included reassigning full-time staff temporarily to cover supplemental staff shifts and starting
supplemental employees with certifications or licenses at higher than normal steps in the salary
range.
Policy Update Reflects Legislative Changes and Addresses some Recruitment and
Retention Challenges
To address these recruitment and retention challenges, a committee with representation from
nearly every department, coordinated by Human Resources staff, reviewed the Supplemental
Employee Policy (formerly the Temporary Employee Policy) and suggested modifications. The
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first modification was to move away from referring to this class of employees as “temporary”
and start referring to them as “supplemental”. This more accurately reflects the contributions of
these employees, which supplements the efforts of regular staff. In many cases supplemental
staff return season after season and accumulate considerable knowledge of City operations and
the community and labeling them as “temporary” did not recognize this.
Additional proposed changes to the Supplemental Employee Policy were made to add clarity as
to when and how a supplemental position may be used and to address retention challenges. For
example, historically supplemental employees worked the equivalent of a half a year of full time
employment before being considered for a salary increase. Those limitations meant a seasonal
employee may have to work three to four seasons before being consid ered for a salary increase,
even though their contribution likely increased every season. The revised policy affords a
supervisor greater discretion to increase the salary of key performers, employees with enhanced
skills sets, or those who possess difficult to find certifications or licenses with Department Head
and Human Resources approval.
Other proposed changes to the Policy document compliance with relatively recent changes in
state and federal regulations under the California Fair Wage Act of 2016, The Healthy
Workplaces, Healthy Families Act of 2014 (Paid Sick Leave law), the Patient Protection and
Affordable Care Act of 2010 (ACA), and the California Public Employees’ Retirement System
(CalPERS). The ACA requires employers to offer “affordable” health coverage to those
employees expected to work 30 hours or more per week for four months or more and the Paid
Sick Leave law requires employers to provide up to three days or 24 hours of paid sick leave per
year. CalPERS places restrictions on the use of CalPERS retirees including limitations on the
wages provided and the duration of the assignment. The City is compliant with these laws and
has appropriately budgeted for the associated costs. The California Fair Wage Act of 2016 is
designed to incrementally increase the California minimum wage to $15 per hour by 2022. The
first increase in minimum wage from $10 to $10.50 per hour took effect January 1, 2017, the
second scheduled increase increases minimum wage to $11 per hour effective January 1, 201 8,
and subsequent increases will be $1 per hour each January through 2022.
Salary Schedule Reflects Minimum Wage Increase
The City’s lowest Supplemental Employee Salary range starts at $10.50 per hour, after being
adjusted in January 2017 to meet the initial increase in minimum wage. The first three steps in
the lowest Supplemental Salary Range need to increase to $11 per hour to meet the January 2018
requirements. This proposal complies with state law even though it does not fully address
recruitment and retention issues, market comparability, or internal equity at this time. However,
given the City enacted its Fiscal Health Contingency Plan in February 2017 and is trying to
minimize cost increases, this approach appears most reasonable at this time.
It is important to note that future minimum wage increases will be much more impactful as
minimum wage becomes on par with the rates currently paid to returning seasonal employees,
employees with certifications or state licenses, or in lead positions. When minimum wage
reaches the level historically paid for the higher skill sets, the City will likely need to adjust more
of its Supplemental Salary Ranges to ensure an appropriate level of differentiation. This analysis
along with updated market data can better inform future adjustments in Supplemental Salary
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Schedules to maintain compliance with minimum wage and address any remaining recruitment
and retention challenges.
FISCAL IMPACT
Adoption of the Supplemental Employee Policy has no direct fiscal impacts. The increase in
minimum wage in January 2018 was anticipated, thus funds in the amount of $14,000 were set
aside for the 2017-18 budget. The fiscal impact of adjusting those employees currently earning
less than the anticipated 2018 minimum wage is estimated to be $8,300 for fiscal year 2017-18.
ALTERNATIVES
Do not adopt the Supplemental Employee Policy and modified Supplemental Employee Salary
Schedule. This is not advised as it would put the City in a position of being non-compliant with
Federal law.
Attachments:
a - Supplemental Employee Policy
b - Resolution Supplemental Employee Salary Schedule
c - Supplemental Employee Salary Schedule
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Supplemental Employee Policy
GENERAL POLICY It is the policy of the City of San Luis Obispo to hire supplemental employees to meet temporary needs of the City that result from emergencies, special projects of a short-term nature, extra-help, seasonal work, un-programmed surges in workload, occasional hours for an ongoing need, and to provide substitutes for or support to regular employees to maintain optimal service levels. Supplemental Employees shall be compensated on an hourly basis, supervised by regular City staff (exceptions may be made in the Parks and Recreation Department) and perform specific tasks as defined by the City. Authorization for all supplemental employee hiring shall be approved in advance by both the department head or designee and the Department of Human Resources via an HR Requisition Form. Compensation for supplemental employees is to be in alignment with the City’s supplemental salary schedule.
ADMINISTRATION OF SUPPLEMENTAL EMPLOYEE POLICY The Department of Human Resources shall be responsible for coordinating the recruitment and selection of supplemental employees and administering the City’s Supplemental Employee Policy. The Parks and Recreation Department shall be responsible for coordinating their department’s recruitment and selection of supplemental employees in accordance with this policy. Department heads and their supervisory personnel are responsible for implementing the Supplemental Staff Policy in their respective departments.
POSITION ANALYSIS Seasonal Worker: Hired to work on a part or full-time basis during a season to respond to an increase in demand. Occasional: Hired to fill a temporary need over a specific period, such as backfilling a Full Time Equivalent (FTE) that is out on leave/vacation/worker’s comp, or to help with a special project. Hired as needed to accommodate periods of increased workloads. Irregular Schedule: Hired to respond to an increase in demand for a position that is not a FTE. Number of hours worked in a fiscal year vary. Limited Benefit Employee: Some Parks and Recreation supplemental employees are eligible for time off benefits. These employees receive paid time off in the amount of 3% hours worked, up to a maximum accrual of 40 hours.
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Supplemental Employee Policy
Revised October 2017 Page 2 of 11
Supplemental Employees Hired part-time to supplement the City’s regular workforce in a position that does not have an associated line-item position. Contract Employee: These positions are for periods of employment typically greater than six months but less than two years. Contract employees may receive some of the same benefits as regular employees in the bargaining group their classification is within if it is expressly written in to their employment contract. Other contract employees may have other negotiated benefits that differ from a bargaining unit. Heath insurance (medical, dental, vision, life) is an optional benefit for contract employees, offered at the department’s discretion. City contribution is aligned with equivalent employee group benefits.
TEMPORARY HIRING OF RETIREES Temporary full-time or temporary part-time employment of retirees under the California Public Employees Retirement System (PERS) shall be permitted in cases where temporary service is desired. The PERS retiree is limited to 960 hours per fiscal year. These hours include periods of time worked for any PERS agency in the State of California. Under no circumstances shall a PERS Retiree work for any PERS agency for more than a total of 960 hours per fiscal year or be assigned to the City through a temporary agency. Other limitations may apply, including the amount of compensation that may be offered. Refer to CalPERS Employment After Retirement Handbook for further information. Retired Annuitant: An employee that has retired from a CalPERS agency that meets the criteria to work for less than 960 hours in a fiscal year. These criteria include: Hired to be used as extra-help Has specialized skills needed to perform the work Their retirement date must be 180 days before their hire date
Benefits Supplemental Employee Health Contribution: Supplemental employees working shifts greater than 30 hours per week or 130 hours per month on a continuous basis for at least four months will be eligible for employee-only health insurance. The contribution is adjusted annually to ensure affordability as defined by the Affordable Care Act (ACA). Nationwide Retirement: The City of San Luis Obispo does not participate in Social Security but has implemented a retirement system which satisfies the IRS and the Social Security Act [20 CFR 1200(b)]. This shall be accomplished by the use of a Deferred Compensation Plan eligible under section 457(b) of the Code. All employees of the City of San Luis Obispo who are not eligible to participate in the Public
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Supplemental Employee Policy
Revised October 2017 Page 3 of 11
Employees Retirement System (CalPERS) must participate in this defined contribution plan. Employee contribution is 7.5% of salary. CalPERS Retirement: Supplemental employees who have previously been enrolled in CalPERS or exceed 1,000 paid hours in a fiscal year will be enrolled into CalPERS (paid hours include regular, sick leave, overtime). *For more information, please refer to Exhibit A Paid Sick Leave: In compliance with California Law Assembly Bill 1522 – Healthy Workplaces, Healthy Families Act of 2014 (AB 1522), effective July 1, 2015 the City will provide all supplemental staff (with the exception of retired annuitants) paid sick leave at the accrual rate of one (1) hour of sick leave for every 30 hours worked, up to three (3) days or 24 hours of paid sick leave to be provided in a 12-month period. More details can be found in the City’s Paid Sick Leave Policy. Personal Time-off (PTO): Parks and Recreation Limited Benefit (LBT) employees are pre-approved positions that work over 1,000 hours per fiscal year and are eligible for personal time off (PTO) benefits. These employees receive PTO in the amount of 3% of hours worked, up to a maximum accrual of 40 hours which is cashed out upon termination. PTO does not count towards hours worked for purposes of overtime calculation.
RESPONSIBILITY FOR SUPPLEMENTAL RECRUITMENT & SELECTION The Department of Human Resources shall be responsible for the application of the Supplemental Employee Policy. From time to time the Human Resources Director and City Manager may be required to make amendments to this policy to comply with federal and state laws.
HUMAN RESOURCES DEPARTMENT It shall be the responsibility of the Department of Human Resources to assist all department heads and their staff in the recruitment and selection of all supplemental staff and contract employees (except for Parks and Recreation) which includes: Advertising the position. Accepting, tracking and maintaining the applications. Scheduling pre-employment physical examinations (if required). Advising and assisting departments in solving performance problems or other policy issues with supplemental employees. Orienting supplemental employees.
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Supplemental Employee Policy
Revised October 2017 Page 4 of 11
Department Heads / Supervisors The department heads / supervisors or designee have primary responsibility for the implementation of the Supplemental Staff Policy within their department/division. It is the responsibility of the department heads / supervisors or designee to: Determine if funding is available within the department budget to hire temporary help. Determine with the assistance of the Human Resources Department if a pre-employment physical is needed. Schedule an orientation with the Human Resources Department on the first day of employment. Parks and Recreation will orient their own supplemental employees
CRITERIA FOR SUPPLEMENTAL STAFF TO EXCEED 1,000 HOURS Supplemental staff are not eligible for PERS retirement benefits unless they exceed 1,000 paid hours (regular, sick leave, OT) in a fiscal year or the employee has previously qualified for PERS retirement. If the supplemental employee is projected to exceed 1,000 hours a City Manager report requesting approval to allow a supplemental employee to exceed 1,000 hours in a fiscal year should contain the following information: Name, classification, and hire date of the supplemental employee. A discussion of the critical need for the employee to work more than 1,000 hours in a fiscal year. A brief description of the employee’s work assignment. Hours worked to date and estimated date employee will exceed 1,000 hours. The time frame of the expected need for this employee to work more than 1,000 hours per fiscal year. Training the department has invested in this employee. The recruitment difficulties the department has experienced, if any. The anticipated increases in costs for PERS retirement. Estimate the dollar amount for the remainder of the current fiscal year and for the next full fiscal year. Any alternatives, including hiring more supplemental employees to keep them under the 1,000-hour limit. The consequences if the request is not approved. Other information to support the request. See Appendix A for a sample City Manager Report.
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Supplemental Employee Policy
Revised October 2017 Page 5 of 11
BARGAINING UNIT Supplemental staff are not covered by nor represented by any bargaining unit.
COMPENSATION
Salary All supplemental employees shall be paid in accordance with the Supplemental Employee Salary Ranges. The starting step of pay can be assigned at the discretion of the Department Head. Rationale for placing an employee above Step 1 will be specified on the Personnel Action Form. If an employee is performing two different jobs within the City, they will code their timecard with the appropriate account number for each different job and submit a Personnel Action Form.
Overtime Overtime is defined as all hours preauthorized by management and worked by the supplemental employee more than forty (40) hours worked in a work period. All overtime shall be authorized in writing by the department head or designee prior to being worked. Overtime shall be compensated in cash at one and one half (1 1/2) times the employee’s regular rate of pay. Criteria for Step Increase Step increases shall not be automatic or simply a function of time in position. Consideration for a step increase shall be based on both the employee’s satisfactory performance and the accumulation of working 1,040 hours at a current step. 1,040 hours is considered half-time, as a full-time employee works 2,080 hours per year. A discretionary increase will be considered upon completion of 1,040 hours of City employment. Any step increase recommended by the Department Head must be in alignment with the City’s Supplemental Employee Salary Ranges. Increases are not applied retroactively. Increases are not intended to imply long-term continuation of employment, but to recognize performance and address retention of critical skills and certifications to avoid unnecessary turnover costs. Increases larger than one step must be accompanied by appropriate written justification and are allowed one time within a salary range.
Salary Range Adjustments Per the City’s Compensation Philosophy, supplemental employee salary ranges will be evaluated periodically for market competitiveness, effectiveness, and compliance with State law.
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Supplemental Employee Policy
Revised October 2017 Page 6 of 11
Multiple Classifications For employees working in multiple classifications, the department will need to list out all classifications (including account, department, supervisor, pay rate) on a Personnel Action Form.
EVALUATIONS FOR CONTRACT EMPLOYEES Contract employees with a term of more than one year will be evaluated using the guidelines below. The format of evaluations is up to the discretion of the department; they may use the evaluation template or write a memo.
Management/Exempt Employees Within two weeks of employment, the supervisor will work with the employee to create their goals. This will provide a framework within which the employee will be evaluated. At the six-month mark an evaluation is recommended, but not required. An annual evaluation will then be required for the duration of their contract, as well as updated goals each year.
Non-Exempt Employees Within two weeks of employment, the supervisor will work with the employee to set expectations. This will provide a framework within which the employee will be evaluated. At the six-month mark an evaluation is recommended, but not required. An annual evaluation will then be required for the duration of their contract.
EMPLOYMENT OPPORTUNITY PROGRAM Supplemental employees who meet the minimum qualifications are eligible to compete for open positions as part of the Employment Opportunities Program (EOP). The Program is designed to give current employees a window of opportunity to apply for and possibly transfer or promote into another classification when there is a vacancy prior to the start of an outside recruitment.
TERMINATION Per the Personnel Rules and Regulations (2.36.190 D 3) a supplemental employee may be removed at any time without the right of appeal or hearing.
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Supplemental Employee Policy
Revised October 2017 Page 7 of 11
Exhibit A
Type Duration Mandatory Benefits
Health Cont. PERS
Seasonal FT <6 M No Contract
Must offer upon hire if the employee will be working 30 hours on average over a four-month period. Must offer if the employee works 30 hours on average over a four-month period.
Must enroll upon hire if they are expected to exceed the 1,000-hour limit within a fiscal year. Must enroll if the employee exceeds the 1,000-hour limit within a fiscal year. PT <6 M No Contract No enrollment required. No enrollment required.
Occasional
FT <6 M No Contract
Must offer upon hire if the employee will be working 30 hours on average over a four-month period. Must offer if the employee works 30 hours on average over a four-month period.
Must enroll upon hire if they are expected to exceed the 1,000-hour limit within a fiscal year. Must enroll if the employee exceeds the 1,000-hour limit within a fiscal year. >6 M Contract Must offer upon hire. Must enroll upon hire.
PT
<6 M No Contract No enrollment required. No enrollment required.
>6 M Contract
Must offer upon hire if the employee will be working 30 hours on average over a four-month period. Must offer if the employee works 30 hours on average over a four-month period.
Must enroll upon hire if they are expected to exceed the 1,000-hour limit within a fiscal year. Must enroll if the employee exceeds the 1,000-hour limit within a fiscal year.
Ongoing
FT >6 M Contract Must offer upon hire. Must enroll upon hire.
PT >6 M No Contract
Must offer upon hire if the employee will be working 30 hours on average over a four-month period. Must offer if the employee works 30 hours on average over a four-month period.
Must enroll upon hire if they are expected to exceed the 1,000-hour limit within a fiscal year. Must enroll if the employee exceeds the 1,000-hour limit within a fiscal year.
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Supplemental Employee Policy
Revised October 2017 Page 8 of 11
Appendix A – Sample City Manager Report
Final City Manager Approval Approver Name Date Approved City Administration Approver’s Initials Month/Day Reviewer Routing List Reviewer Name Date Reviewed Finance & Information Technology Reviewer Initials Month/Day Human Resources Reviewer Initials Month/Day
DATE
FROM: Department Head, Department Signature PREPARED BY: Name, Position Title SUBJECT: PERS Enrollment 1000 hours - Williamson RECOMMENDATION Authorize Part Time/Temporary Lifeguard Lindsey Williamson’s enrollment in the PERS system effective May 25, 2017. In this section you explain what you are asking for. DISCUSSION Background Information Lindsey Williamson was hired on July 3, 2015 and presently works two different jobs for the City: Lifeguard/City Worker 3 and Swim Instructor/ City Worker 4. On May 25, 2017 Lindsey will exceed the 1,000 hour mark limitation on part time temporary employees and therefore must be enrolled in PERS as of that date. To minimize ongoing costs she could be terminated and another temporary employee hired that would not be in PERS. This is where you include background information such as hire date, an overview of the situation, or any other important information to understanding the situation. Below, you outline specifics of why this occurrence happened / is happening, what needs to be done, and alternatives to your recommendation.
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Supplemental Employee Policy
Revised October 2017 Page 9 of 11
Significant staff transitions in Aquatics and Facilities in 2017 and Lindsey stepped up Recruitment for Aquatics staff is an on-going struggle due in part to the number of weekly shifts needing to be filled and the now recovered economy. In addition, the majority of staff are college students whose work availability is dependent on their class schedules; therefore they require a work schedule that must change from quarter to quarter to “fit” their academic schedule. Lindsey is a trained, available employee who has filled the gaps with scheduling for the past year. In Aquatics, due to the low numbers of employees and slow recruitment, Lindsey was asked to fill in for additional shifts as a swim instructor for swim lessons, lifeguards, and assist incoming staff shadow shifts in May. Why Will Staff Allow Lindsey Williamson to Exceed 1,000 hours in a Fiscal Year? Because she is a great employee, and because May and June are the busiest months of the year for Parks and Recreation, Lindsey has covered and will cover several extra shifts at the pool and facilities. She was covering for sick staff in May (the stomach flu made the rounds) and one of the only employees able to work these shifts. With the slow recruitment process, student scheduling issues, and illnesses, the options are either to allow Lindsey to work the extra hours, have regular staff work these shifts (taking away from their priorities and costing over twice as much per hour), be understaffed which would result in a safety issue, or close the pool altogether. Why is it critical to authorize this employee to be enrolled in PERS? 1. We are legally required to enroll Lindsey in PERS because she will exceed 1,000 hours in a fiscal year. Not enrolling her in PERS could subject the City to penalties that could far exceed the additional cost of PERS. In her Assigned Division continuity of staff and relationships is highly valued. Lindsey has shown a passion for the Parks and Recreation Department. Her job duties include: patron safety, recognizing and responding to emergencies, enforcing rules and regulations of the facility, head lifeguard duties, swim lesson instruction, maintaining effective working relationships with staff and the public, and assisting in lifeguard training. Lindsey is a “natural” leader and brings a positive attitude to the programs. She is an excellent communicator and the positive relationship she has cultivated with the children in her lessons and families is invaluable and irreplaceable. Lindsey’s passion and devotion to quality programming and enriching opportunities is evident in all she does. She is well liked by patrons of the pool, students she has taught, and regular users of our facilities. Significant training has been provided to this employee. Along with being trained in general City policies and procedures, Lindsey has been trained in over 80 hours of intensive and general training pertaining to Aquatics, including: First Aid and CPR, Mandated Child Abuse Reporting procedures, emergency action plans, water rescue skills, facility policies and procedures, facility safety checks, Active registration system.
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Supplemental Employee Policy
Revised October 2017 Page 10 of 11
Longer term Lindsey would be a natural fit as a LBT. Lindsey began working for the Parks and Recreation Department as a Lifeguard in Aquatics. Once she met the requirements for the lifeguarding role, she was immediately assigned higher designations and given more responsibility based on her exemplary work performance. Currently, she is a head lifeguard who is being trained for upcoming department specialist positions. Lindsey is dependable, committed, a self-starter and has exceeded all expectations. Due to all of this Lindsey would be a natural fit for a future LBT (PERS budgeted) vacancy. If the past is a guide, Parks and Rec experiences an average of one LBT vacancy a year (if not more) due to promotions and other transitions. This succession planning effort allows for program Supervisors to retain quality employees and provide programmatic consistency while reducing recruitment and training costs. If this were to occur, future PERS costs for Lindsey would be folded into her salary as PERS costs are included in the costs of limited benefit temporary employees. Consequently, if the request is not approved, Lindsey would have to be terminated resulting in the loss of consistent, hard-working, and quality employee. There would be significant training costs associated with adding another staff member of Lindsey’s caliber. What alternatives are there, including hiring more temp employees in order to keep them under the 1000-hour limit? 1. Increase tracking of all multiple division staff. Work with staff, in addition to Supervisors, to better understand the limitations present by keeping employees under the 1000 hours threshold by scheduling fewer hours for the employee per division. Doing bi-monthly Intellitime checks and balances once an employee is at or near 750 hours as related to internal staff hour tracking. 2. Lower the Department Policy Restrictions on Hours Worked. Lower the stop work threshold to 820 hours. 3. Hiring More Staff. Hiring more temporary employees for the aquatics program. This is not desired as summer is the high season while the hours are cut dramatically in the off season. It takes about a month from the time the position is opened to the employee’s start date, so if we started recruiting now it would be a position that would last for about six weeks. This position would have to undergo rigorous training to comply with safety standards and would not be worth the cost of the recruitment process for the short time they are employed. CONCURRENCES The Human Resources Director concurs with the recommendations of this report.
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Supplemental Employee Policy
Revised October 2017 Page 11 of 11
FISCAL IMPACT Assuming this employee remains an active part time employee in 2016-17 and in the current position, and roughly the same number of hours the added annual cost would be approximately $3,030. The projected increased cost of the proposed change for this employee can be accommodated within the existing budget for temporary salaries for Parks and Recreation. This is where you explain the direct fiscal impact of your recommendation, if there is any.
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R ______
RESOLUTION NO. (2017 Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ESTABLISHING AND ADOPTING A
SUPPLEMENTAL EMPLOYEE SALARY SCHEDULE AND
SUPERSEDING PREVIOUS RESOLUTIONS IN CONFLICT
WHEREAS, the City of San Luis Obispo have remained committed to providing high quality
service to the community and recognize the City’s commitment to fiscal responsibility; and
WHEREAS, the City understands a qualified supplemental work force is instrumental to
its ability to provide consistent high-quality services and programs to the community; and
WHEREAS, the California Fair Wages Act of 2016 requires periodic adjustments in the
state minimum wage; and
WHEREAS, the City Council has the exclusive authority to fix the salaries and
compensation of local officials and employees pursuant San Luis Obispo Charter Section 711.
NOW, THEREFORE, BE IT RESOLVED, that the Council of the City of San Luis Obispo
hereby adopts the Supplemental Employee Salary Schedule as set forth in Attachment A, effective
December 28, 2017. The Director of Finance shall adjust the appropriate accounts to reflect the
compensation changes effective December 28, 2017.
Upon motion of _______________________, seconded by ___________________, and on
the following vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this 21st day of November, 2017.
___________________________________
Mayor Heidi Harmon
ATTEST:
__________________________________
Carrie Gallagher
City Clerk
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Resolution No. _____ (2017 Series) Page 2
R ______
APPROVED AS TO FORM:
__________________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, this ______ day of ______________, 2017.
____________________________________
Carrie Gallagher
City Clerk
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Supplemental Employee Salary Schedule
CLASSIFICATION WC CLASS SCHEDULE STEPS IN RANGE
1 2 3 4 511.00$ 11.00$ 11.00$ 11.24$ 11.68$ Aquatics Cashier 5 6 8810Aquatics Maintenance Worker 5 6 9410Building & Safety Intern 5 10 8810*Childcare Aide/Camp Counselor 5 6 9410Facility Host 5 6 9410*Jr. Giants Coach 5 6 9410*Pro-shop Staff 5 6 8810*Seasonal Maintenance Worker Golf 8 6 9410*Skate Park Attendant 5 6 9410Student Intern 5 1 8810*Teen Leader 5 6 9410*Youth/Adult Sports Official 5 6 9410 1 2 3 4 511.00$ 11.24$ 11.78$ 12.37$ 12.85$ *Childcare Teacher/Lead Camp Counselor 5 6 9410CIP Engineering Assistant/Intern 3 2 8810Event Planner 5 6 9410Facility Lead 5 6 9410Fire Intern 3 5 9410Garden Assistant 5 6 9410Hydrant Maintenance Worker 3 5 9410*Jr. Giants Coordinator 5 6 9410*Lifeguard 5 6 9410Parking Booth Attendant 8 2 9410*Pro-shop Lead 6 6 8810Recreation Support Staff 5 6 9410*Skate Park Ambassador 5 6 9410*Skate Park Lead 5 6 9410*Special Needs Support Staff 5 6 9410Student Intern 6 1 8810Transportation Eng. Intern 3 2 8810Triathlon Lead 5 6 9410 1 2 3 4 511.78$ 12.37$ 12.96$ 13.61$ 14.14$ Administrative Assistant (Golf)6 6 8810Attorney Intern 5 1 8810*Childcare Head Teacher 5 6 9410Computer Training Instructor 6 6 8810Contract Classes Coordinator 5 6 8810Database Intern 3 1 8810Engineering Assistant 3 2 8810*Head Lifeguard 5 6 9410Human Resources Intern 5 1 8810IT Intern 3 1 8810*Park Ranger 1 8 6 9420*Pro-Shop Assistant 6 6 8810Pub Ed Coordinator (FD) 5 5 8810Senior Services Program Asst 5 6 8810*Swim Instructor 5 6 9410*Club STAR Director 5 6 9410 1 2 3 4 512.96$ 13.61$ 14.25$ 14.97$ 15.55$ Facilities Assistant 5 6 9410Lead Parking Attendant 8 2 9410*Park Ranger 2 8 6 9420SNAP 1 3 4 9410 1 2 3 4 514.25$ 14.97$ 15.68$ 16.46$ 17.10$ Admin Asst 6 1 9410*Aquatics Specialist (LBT) 5 6 9410Parks Maintenance Worker 8 2 9420Admin and CommunicaitonsSpecialist (LBT) 5 6 9410Community Services Specialist (LBT) 5 6 9410Facilities Specialist (LBT) 5 6 9410Program Specialist (LBT)5 6 9410*Ranger Service Specialist x2 (LBT) 8 6 9420Recording Secretary 6 10 8810SNAP II 3 4 9410*Sports Specialist (LBT) 5 6 9410Tree Climber Assistance 8 2 9410WRF Lab (20 hr. max weekly) 3 13 9410*Youth Services Specialist x6 (LBT) 5 6 9410 1 2 3 4 515.68$ 16.46$ 17.25$ 18.11$ 18.81$ Accounting Assistant 3 1 8810Adult Sports Official 5 6 9410IT Assistant/Help Desk 3 1 8810Maint Wker - Pool 8 6 9410
KeyBlue = P&R Positions * = Classifications that work with children (AB 218 doesn't apply)
EEO FUNCTION & CATEGORY
City Worker 2 EEO Category EEO Function 9020 905
City Worker 3 EEO Category EEO Function 9180 909
WC Code
WC Code
City Worker 4 EEO Category EEO Function 9240 913
City Worker 5 EEO Category EEO Function 9210 917
WC Code
WC Code
City Worker 6 EEO Category EEO Function 9250 921
City Worker 7 EEO Category EEO Function 9220 925
WC Code
WC Code
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Maint Wker - Streets (Farmers Market) 8 2 9410Police Operations Support Specialist 3 4 8810SNAP III 3 4 9410 1 2 3 4 517.25$ 18.11$ 18.97$ 19.92$ 20.70$ Parks Maintenance - Damon Garcia 8 2 9420Legal Assistant 5 1 8810*Special Swim Instructor (swim & classes) 5 6 9410 1 2 3 4 518.97$ 19.92$ 20.87$ 21.91$ 22.76$ Admin Asst 1 6 1 8810GIS Technician 3 1 8810Parking Enforcement Officer 3 2 9410Maintenance Worker - Streets/Asphalt 8 2 9420 1 2 3 4 520.87$ 21.91$ 22.95$ 24.10$ 25.04$ Administrative Hearing Officer 3 2 8810Heavy Equipment Mechanic 7 2 9420Landscape Inspector 3 2 9410Maintenance Worker III 8 2 9420Parking Meter Repair Worker 7 2 9410Permit Technician I 5 10 8810Planning Technician 5 10 8810Signal & Strlight Tech 7 2 9410WasteWater Collection Temp 7 13 9420 1 2 3 4 522.95$ 24.10$ 25.25$ 26.51$ 27.55$ Bicycle Programs Assistant 5 2 8810Engineering Technician 3 2 8810Paralegal51 8810Planning Technician - Senior 5 10 8810Utilities Services Tech (Entry Level)3 13 9420WRRF Operator Temp 7 13 9420Water Treatment Plant Trainee 7 13 9420 1 2 3 4 525.25$ 26.51$ 27.78$ 29.16$ 30.30$ Assistant Planner 5 10 8810Fire Inspector 3 5 9410Urban Forest Inspector 3 2 9410Utilities Services Tech (Senior)3 13 9420 1 2 3 4 527.78$ 29.16$ 30.55$ 32.08$ 33.33$ Building Inspector 3 10 9410 1 2 3 4 530.55$ 32.08$ 33.61$ 35.29$ 36.66$ Accountant 2 1 8810Associate Planner 3 10 8810Crime Analyst 2 4 8810Database Administrator 3 1 8810Plans Examiner 3 10 8810Transportation Planner-Enginner I 2 2 9410 1 2 3 4 533.61$ 35.29$ 36.97$ 38.82$ 40.33$ Engineer II 2 4 9410Senior Accountant 2 1 8810Senior Admin Analyst (PERS Retiree) 2 1 8810Transit Manager 2 12 9410 1 2 3 4 536.97$ 38.82$ 40.67$ 42.70$ 44.36$ City Clerk Project Consultant 2 1 8810 1 2 3 4 544.91$ 46.06$ Finance Consultant 2 1 8810 1 2 3 4 574.30$ Parking Budget Specialist 2 1 8810 1 2 3 4 513.04$ 14.20$ 16.00$ 17.98$ 20.10$ Mutual Aid (GS 1-5) 2 5 9420 1 2 3 4 522.40$ 24.90$ 27.57$ 30.45$ 33.54$ Mutual Aid (GS 6-10) 2 5 9420 1 2 3 4 536.84$ 44.16$ 52.51$ 62.05$ 72.99$ Mutual Aid (GS 11-15) 2 5 9420Commissioner610 8810 9900 990 60.00$ Hazard Mat. Team Business Mgr 3 5 8810 9260 940 28.00$ 29.00$ 30.00$ Engineering Consultant 3 2 8810 9451 950 48.99$ 51.56$ 55.00$ 65.00$ 75.00$ Interim Assistant City Attorney 2 1 8810 9453 953 100.00$
PERS RETIRED ANNUITANTS 1 2 3 4 5
Pkg Enforce. Officer (PERS Retiree) 3 2 9410 21.91$ 22.95$ 24.10$ 25.04$ 1 2 3 4 526.51$ 27.55$ IT Assistant (PERS Retiree) 3 1 8810 24.10$ 25.25$ 26.51$ 27.55$ Super. Admin Asst Temp (PERS Retiree)6 1 8810 26.51$ 27.55$ 1 2 3 4 5City Worker 21 EEO Category EEO Function WC Code 9499 995
City Worker 10 EEO Category EEO Function WC Code 9258 937
City Worker 11 EEO Category EEO Function WC Code 9410 941
City Worker 8 *1-2 years experience EEO Category EEO Function 9230 929
City Worker 9 *2 years experience EEO Category EEO Function 9330 933
WC Code
WC Code
City Worker 10 *2-4 years experience EEO Category EEO Function 9258 937
City Worker 11 EEO Category EEO Function 9410 941
WC Code
WC Code
City Worker 12 *AA, 5 yrs. exp, certifications EEO Category EEO Function 9460 945
City Worker 13 EEO Category EEO Function 9465 965
WC Code
WC Code
City Worker 14 EEO Category EEO Function 9470 966
City Worker 15 *4 yr degree , 2 yr exp, certs EEO Category EEO Function 9480 967
WC Code
WC Code
City Worker 16 EEO Category EEO Function 9490 968
City Worker 17 EEO Category EEO Function 9495 961
WC Code
WC Code
City Worker 18 EEO Category EEO Function 9496 991
City Worker 19 EEO Category EEO Function 9497 993
WC Code
WC Code
City Worker 20 EEO Category EEO Function 9498 994
City Worker 21 EEO Category EEO Function 9499 995
WC Code
WC Code
Packet Pg 58
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Temp Senior Civil Engineer (PERS Retiree) 2 2 9410 9455 969 44.53$ 46.76$ Effective 12-28-2017
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