HomeMy WebLinkAbout07-17-2018 Item 7 - Classification and Compensation Plan and Salary SchedulesMeeting Date: 7/17/2018
FROM: Monica Irons, Director of Human Resources
Prepared By: Brittani Roltgen, Human Resources Specialist
SUBJECT: ADOPTION OF CLASSIFICATION AND COMPENSATION PLAN AND
REGULAR AND SUPPLEMENTAL SALARY SCHEDULES
RECOMMENDATION
1.Adopt a Resolution (Attachment A) establishing a Classification and Compensation Plan
(Attachment B); and
2.Adopt a Resolution (Attachment C) approving the Regular and Supplemental Salary
Schedules effective July 26, 2018 (Attachments D and F) and the Regular Salary Schedule
effective August 9, 2018 (Attachment E), as required by California Public Employees
Retirement System (CalPERS) subject to approval of the Unrepresented Management
Resolution and Appointed Officials’ Evaluations and the Comprehensive Settlement
Agreement with the San Luis Obispo Firefighters Local 3523 items that include cost of living
adjustments reflected in the Regular Salary Schedules.
DISCUSSION
Background
The City’s Personnel Rules and Regulations (Municipal Code Sections 2.36.100 – 2.36.140)
(Attachment G) provide a general framework for the administration of employee classification
and compensation. In 2007, the City Council adopted a Compensation Philosophy (Attachment
H), establishing competitive compensation as a part of an overall strategy of attracting and
retaining well qualified employees who exemplify organizational values. The Philosophy
includes considerations in the determination of competitive compensation such as fiscal
sustainability, local acceptability, and the relevant labor market. However, what has been lacking
is an administrative policy that brings consistency in the application of policies, guidelines, and
regulations governing classification and compensation. The proposed Classification and
Compensation Plan provides an orderly and equitable process to identify jobs and group job
duties and responsibilities with the goal of ensuring that actions related to pay are fair, equitable,
and consistent.
Further clarification on CalPERS requirements regarding the maintenance of “published salary
schedules” resulted in the need for Council to regularly approve all changes to the City-wide
Regular and Supplemental Salary Schedules.
Classification and Compensation Plan Overview
The Classification and Compensation Plan provides administrative details on the maintenance of
the classification and compensation systems. The Plan serves as an aid to understand the
relationship of pay and position classification to appropriate and fair compensation, assignment
of management responsibilities, and to other specialized fields of personnel management.
Documenting the “How,” “Why,” and “What” of classification and compensation-related
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activities has become more important as the organization has evolved over the years due to new
regulations or initiatives that drive changes to job duties and, in some cases, the creation of new
job classifications. Furthermore, there have been regulatory changes that affect classification and
compensation such as the Federal Labor Standards Act, Affordable Care Act, the Healthy
Workplaces Healthy Families Act of 2014, California Minimum Wage, and CalPERS
requirements. Anticipated implementation of a Human Resources Information System (HRIS)
was another impetus for developing the Classification and Compensation Plan. Consultants
working on implementation of the HRIS reviewed the Plan to ensure consistency of terminology
and definitions that will aid in training and use of the new system when it is implemented in
2019.
The Plan itself was drafted by a consultant with Municipal Resources Group, who has worked in
public sector human resources administration for almost thirty years. The Plan references and
provides more clarity regarding the administration of concepts introduced in the Compensation
Philosophy such as internal equity and market compensation data. Salary administration is also
covered in the Plan and is consistent with the long-standing salary schedule structure used by the
City and many other municipalities. The Plan suggests optimal salary range differentials bet ween
entry and journey level and supervisory to subordinate classifications but does not obligate the
City in any way to formulaic adjustments. The consultant recommends that the Council delegate
authority to the City Manager to adjust the salary range of a manager by up to ten percent to
mitigate compaction and/or to help with documented recruitment/retention difficulties, when
there are supervisor-subordinate salary range differentials of 5% or less, as recommended by the
Human Resources Director. Such adjustments would be subject to available ongoing funding and
would be brought to Council with other salary schedule changes as required by CalPERS.
Situations of supervisory-subordinate compaction occasionally occur when an individual
contributor classification’s salary range is adjusted, and the supervisor or manager classification
is not. This may happen due to differences in bargaining units or in market survey
recommendations. The Classification and Compensation Plan will be a practical guide to
classification and salary administration at the City and, as such, staff requests Council delegate
administrative updates to be authorized by the Human Resources Director.
PERS Salary Schedule Requirements
CalPERS recently clarified that salary schedules for regular and supplemental (or temporary)
classifications must be adopted by the employer’s governing body in accordance with
requirements of applicable public meeting laws, in totality (meaning City-wide, not bargaining
unit-specific), whenever there is a change to the salary schedule. To meet CalPERS
requirements, the salary schedule must be approved and adopted as a stand-alone document
stating the title of every position in the City, the base salary for each position, the time base for
each pay rate (e.g hourly, bi-weekly, or monthly, etc.), and the effective date and dates of
revisions. Salary schedules must be publicly accessible. The City’s long-standing practice of
publishing the complete salary schedule on the City website meets this requirement and will be
continued. Furthermore, adopted salary schedules must be available for inspection for a
minimum of five years.
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Changes to the salary schedule occur regularly due to cost of living adjustments, job title
changes, establishing new classifications, or reclassifying existing positions. The CalPERS
clarification means that adopting a salary schedule with a negotiated Memorandum of
Agreement (MOA) between the City and a labor group is no longer sufficient; the City-wide
salary schedule will need to be adopted each time a negotiated change is implemented. In other
words, if the MOA includes periodic cost of living increases over the next two years, the City-
wide salary schedule will need to be adopted by Council at the regularly scheduled Council
meeting closest to the implementation date of the salary schedule change, to satisfy CalPERS
requirements. Therefore, Council will see more frequently than in the past adoption of the
Regular Salary Schedule and Supplemental Salary Schedule as required by California Public
Employees Retirement System (CalPERS); at a minimum every time a negotiated change is
implemented or twice a fiscal year, whichever is more frequent. Approval of the Regular Salary
Schedules (Attachments D and E) is subject to approval of the Unrepresented Management
Resolution and Appointed Officials’ Evaluations and the Comprehensive Settlement Agreement
with the San Luis Obispo Firefighters Local 3523 items that include cost of living adjustments.
As salary schedules are adjusted within direction and authority previously provided by Council,
they will be brought before Council as Consent items.
FISCAL IMPACT
There is no direct fiscal impact tied to adopting the Classification and Compensation Plan or the
Regular and Supplemental Salary Schedules. The Salary Schedules were established in
accordance with previously provided Council direction.
ALTERNATIVES
1.Do Not Adopt the Classification and Compensation Plan
This is not recommended as the Plan provides clarity to our current practices and increases
understanding throughout the organization. As an alternative, Council could give specific
direction to staff with recommended changes to the Plan.
2.Do Not Adopt Regular and Supplemental Salary Schedules.
This is not recommended because it is not compliant with CalPERS requirements.
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Attachments:
a - Class and Comp Plan Resolution
b - Exhibit A to Attachment A Class and Comp Plan
c - Salary Schedules Resolution
d - Exhibit A to Attachment C Regular and Contract Salary Schedule Effective July 26th
2018
e - Exhibit B to Attachment C Regular and Contract Salary Schedule Effective August 9th
2018
f - Exhibit C to Attachment C Supplemental Salary Schedule
g - Personnel Rules and Regulations - Class and Comp Section
h - Compensation Philosophy
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RESOLUTION NO. (2018 Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ESTABLISHING A CLASSIFICATION AND
COMPENSATION PLAN
WHEREAS, the City has a Compensation Philosophy adopted by Council in 2011 which
establishes competitive compensation as a part of an overall strategy of attracting and retaining well
qualified employees who exemplify organizational values; and
WHEREAS, the City has a need for a fair, equitable, and consistent administration of
regulations governing classification and compensation; and
WHEREAS, the Classification and Compensation Plan documents administrative
guidelines for both classification and compensation.
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of San Luis Obispo
as follows:
SECTION 1. The Classification and Compensation Plan attached hereto as Exhibit “A”
and incorporated herein by this reference, is hereby adopted.
SECTION 2. The City Council delegates authority to the City Manager to adjust salary
ranges by up to ten percent, in rare occasions when the supervisor-subordinate salary schedule
differential is five percent or less, to mitigate compaction and/or to help with documented
recruitment/retention activities.
SECTION 3. The City Council delegates authority to the Human Resources Director to
make administrative updates to the Plan that do not have fiscal impacts.
Upon motion of ______________________, seconded by ________________________,
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this 17th day of July, 2018.
___________________________________
Mayor Heidi Harmon
ATTEST:
__________________________________
Teresa Purrington
City Clerk
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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 ______________, _________.
______________________________
Teresa Purrington
City Clerk
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City of San Luis Obispo
CLASSIFICATION AND
COMPENSATION PLAN
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Page i
TABLE OF CONTENTS
CLASSIFICATION AND COMPENSATION PLAN
Page
PART I
INTRODUCTION
Purpose
Conceptual Plan
1
PART II
CLASSIFICATION PLAN
Classification Levels
Flexibly-Staffed (Career Series) Classifications
Classification Series
Job Description Section Definitions
Definitions of Levels of Supervision
Occupational Groups and Job Description Language
Position/Classification Studies
4
PART III
COMPENSATION PLAN
Administration Policies
Salary Structure Principles
Internal Equity
Market Surveys
Timing of Market Surveys
Compensation Philosophy
23
PART IV
ATTACHMENTS
A – Resolution No. 10248, Compensation Philosophy
B – Job Description Template
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PART I – INTRODUCTION
Purpose
The purpose of this Compensation and Classification Plan (“Plan”)1 is to bring clarity and
consistency in applying the policies, guidelines, and regulations governing classification
and compensation at the City of San Luis Obispo. Since the functional area of
classification is so closely tied to most, if not all, of the other human resources activities
such as recruitment, performance management, the interactive accommodation process,
etc., having a good classification plan enables the City to meet the impending challenges
of such topics as recruitment and selection and workforce planning. The classification
plan is further enhanced by a compensation plan that provides the philosophy of
compensating work in an equitable and fair manner with views from both internal and
external perspectives. In addition to this plan, the City’s compensation philosophy is
encompassed in Resolution No. 102248(Attachment A).
The main elements of this Plan include providing an orderly and equitable process to
identify jobs and group job duties and responsibilities. Job classifications provide the
basis upon which recruitment and screening, pay scales, and other human resources
management decisions are made. The purpose of classification of positions is to:
(1)classify positions according to their common characteristics of kind of work, level of
difficulty, degree of responsibility, qualification requirements, and other factors outlined
later in this Plan; and,
(2)organize policies and procedures, occupational structures, classification standards,
technical evaluation guides, and other reference materials concerning classification work
processes.
The Plan serves as the foundation for salary administration, ensuring that actions related
to pay are fair, equitable, and consistent. The Plan outlines the parameters of the City’s
market surveys in regard to timing, the relevant labor market, use of benchmark
classifications, and internal relationships as described in the City’s Compensation
Philosophy. Overall, the Plan serves as an aid to understanding the relationship of pay
and position classification to appropriate and fair compensation, assignment of
management responsibilities, and to other specialized fields of personnel management.
Conceptual Plan
This Plan presents a conceptual framework for the classification plan and identifies
grades that reflect distinct differences in levels of work as determined through the use of
1 If there is any conflict between provisions of this Plan and the language contained in the
Memorandum of Agreements (MOAs) or any resolution authorizing pay and benefits between the City
and a recognized employee organization, the provisions contained in the MOAs or resolution
authorizing pay and benefits shall take precedence.
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established allocation factors and class concepts. The concepts to be addressed in this
Plan include:
Classification Levels;
Classification Series;
Classification Titles;
Job Description Definitions and Format;
Definitions of Levels of Supervision; and
Allocation Factors.
For Compensation, the plan addresses the following concepts:
Salary Structure Principles (Class Level Differentials);
Internal Equity (Whole Job Method and Allocation Factors);
Market Surveys (Relevant Labor Market, Benchmark Jobs, Appropriate Statistics,
Pay Philosophy, Timing); and
Compensation (Pay Ranges, Merit Increases).
Definitions
Classification Series – Similar to a career ladder where experience and success, in the
one classification level along with, in some cases, additional requirements, an employee
to be promoted to the next level up. For example, Accounting Assistant I, Accounting
Assistant II, Accounting Assistant III, and Supervising Accounting Assistant are all levels
in a classification series.
Flexible-Staffing Classifications - When a classification series has two or more levels and
an employee can be initially appointed to any level in the series, depending upon
experience and/or education, and can be promoted from one level in the series to another
without further testing.
Job Analysis - the process of identifying and determining in detail the particular job duties
and requirements and the relative importance of these duties for a given job. Job Analysis
is a process where judgements are made about data collected on a job. The purpose of
Job Analysis is to establish and document the 'job relatedness' of employment
procedures such as training, selection, compensation, and performance appraisal.
Job Evaluation - is a systematic way of determining the value/worth of a job in relation to
other jobs in an organization. It tries to make a systematic comparison between jobs to
assess their relative worth for the purpose of establishing a rational pay structure. Job
evaluation needs to be differentiated from job analysis.
Job Family - A job family is a group of jobs involving similar types of work and requiring
similar training, skills, knowledge, and expertise. The job family concept helps organize
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related jobs and is particularly useful when job titles vary across the City. Examples are a
clerical job family, a fiscal job family, and an engineering job family. Also called
“occupational families”.
Salary Ranges – Consists of the minimum and maximum salary levels assigned to a
specific job class. A typical public-sector model usually has five salary steps in the range
with about 5 to 10% in between each step.
Whole Job Method - This is the oldest and simplest method of job evaluation. This is
generally used in smaller units where the job raters know all the jobs quite well. In this
method, the aim is to judge the job as a whole and determine the relative value by
ranking one whole job against another whole job. In this technique ranking is done
according to 'whole job' rather than a number of compensable efforts although it is
common to look at some allocation factors when considering the “whole job” including:
decision-making, scope and complexity, contact with others required by the job,
supervision exercised and received, and the minimum qualifications that include the
knowledge, skills, and abilities.
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PART II – CLASSIFICATION PLAN
The classification plan provides an occupational inventory of the positions within the City.
It is a fundamental tool of human resources administration as it standardizes class titles
for the purposes of recruitment, selection, performance management, and compensation
administration. The logical and consistent system helps applicants, employees, and
managers understand job duties, responsibilities, and qualifications; ensures equal pay
for equal work; and provides valuable information in organizational planning and analysis,
staff development, and performance management.
Classification Levels
All jobs within the City are grouped into a systematic classification structure based on
substantially the same duties performed, nature and level of responsibilities, and other
work-related requirements of the jobs such as education and experience. Within the
classification plan, it is possible to generally categorize classifications according to the
following levels:
Class Level
Entry
Journey
Advanced Journey
Lead
Supervisor
Manager
Director
City Manager
Within each job family, there may exist a classification at every level or only at selected
levels. Not all job families require all of the above levels. The specific required levels
within a job family reflect the organization and type/amount of work required and should
be tailored to that organization’s needs and priorities.
For some jobs, there is no need for functions to be performed at the entry level.
Therefore, there would be no entry-level classification in that particular job family.
Furthermore, it is important to note that while two class series may both contain, for
example, a journey-level classification, the two journey-level classifications will likely be
treated differently for compensation purposes. Distinctions between class levels for all
types of job families may be expressed in terms of the general amount of responsibility to
be assumed within each class level. The following subsections generally define the
responsibilities to be assumed at each class level identified.
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Term / Level Definition and Basic Information
ENTRY “Entry” is the first level in a series. Employees hired into entry level
classifications often have limited work experience and require on-
the-job training. Assignments are generally limited in scope and are
performed within a procedural framework established by higher level
employees. As experience is acquired, the employee performs with
less immediate supervision. Note that the term “entry” does not
always mean “no qualifications”; it also denotes entry into a class
series. Entry class titles are generally followed by the Roman
numeral I, such as “Accounting Assistant I.”
JOURNEY “Journey” commonly follows the entry level and is the fully
functional/trained level in either a class or in a class series. If the
class is part of a series, then the journey class titles are generally
followed by the Roman numeral II, such as “Accounting Assistant II.”
If a journey level class is a standalone class with no other levels,
then the title will not contain a modifier such as “I,” “II,” or “Senior.”
In the City’s Skills Based Pay program criteria associated with Step
6 is considered journey level.
Incumbents at the journey level are expected to be fully competent
to independently perform the position’s full range of duties. They
may also assist in training and providing direction to others.
ADVANCED
JOURNEY
“Advanced journey” follows journey and is commonly the third level
in a class series. Advanced journey titles typically include “III” in the
title, but only if there is a class series with lower-level classifications
(entry and journey) below it and if it is distinguished from the lower
levels by being the “highly specialized” level.
The advanced journey is the “highly specialized” level but may also
include lead duties, depending on the broadness of the class. For
example, the Accounting Assistant III is defined as the “advanced-
level class in the Accounting Assistant series, capable of performing
the most complex and difficult assignments.”
Not all class series include an advanced journey level. If this level is
needed, its duties should be clearly distinguished from the journey
level and not simply be a “time-in-grade” level. The “Class
Characteristics” section of the job description may include examples
of duties to assist in clarifying the advanced journey from the journey
levels of responsibility, and the advanced duties should account for
at least 50% of the work time. Advanced journey level classifications
are often standalone classifications (separate class specification)
and are not part of a flexibly-staffed series (career series) as
described on page 13.
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Term / Level Definition and Basic Information
LEAD “Lead” commonly follows journey and may be the second or third
level in a class series. Typical lead duties are to: train and provide
ongoing guidance to staff; assign and monitor work; and assist in
providing information to the supervisor in areas such as employee
selection, performance evaluations, and coverage schedules. Leads
typically provide oversight to a group of at least three lower-level
regular and/or supplemental staff while performing the day-to-day
work themselves, typically at a higher complexity/independence
level.
Leads are typically not responsible for hiring/firing, corrective
actions, or preparing performance evaluations, though they provide
input for the evaluations. Additionally, the indirect supervision that
s/he provides is less than 50% of a lead’s time.
While the City does not specifically use Lead as a job title, this type
of work can be found in classifications at the Coordinator, Senior, or
II (in a class series that is I, II) levels.
SUPERVISOR “Supervisor” commonly follows either the journey or advanced
journey/lead levels. Though some positions at the journey level and
up may have supervisory responsibilities (see levels above),
classifications at the supervisor level typically have primary
responsibility for full-time supervision of staff, including hiring/firing,
corrective actions, and completing and conducting performance
evaluations. Supervisors work closely with managers with regard to
major or sensitive issues.
Supervisors may conduct day-to-day work similar to their
subordinates in type, but usually perform the more difficult or
sensitive work in addition to supervising staff. Incumbents
responsible for supervising “functions” but not supervising staff do
not carry the title of “supervisor.” The primary reason the class
exists is to supervise regular City employees.
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Term / Level Definition and Basic Information
The term “full supervisory responsibility” relates to two dimensions:
the responsibility for the entire range of supervisory tasks (direct
supervision), and the amount of time spent performing those tasks.
As a rule of thumb, a class is considered a “full supervisor” if it has
responsibility for providing direct supervision for at least 30 to 40%
of the time. Other classifications, whether they are typically
considered journey or advanced journey, may provide direct
supervision; however, once the threshold of direct supervisory
responsibility exceeds 30 to 40%, then the need for allocation to a
“full supervisory” class is warranted.
Not all class series include a supervisor level. If included,
supervisors’ duties should be clearly distinguished from those of any
lead positions, since there may be overlapping duties.
MANAGER “Manager” classifications perform full functional management
responsibility for a division of a department or a work unit where the
work is of a highly specialized and technical nature. “Manager”
commonly follows the supervisor or advanced journey/lead level.
Manager differs from other levels in that incumbents in manager
positions have: (1) significant responsibility for managing at least 3
employees and for formulating, administering, or managing the
implementation of policies or programs; (2) responsibility for
directing the work of others either directly, or through subordinate
managers/supervisors; or, (3) significant responsibility for
overseeing and planning future delivery of services within the City.
DIRECTOR Director classifications recognize positions with full responsibility for
the administration and oversight of the activities and operations of a
distinct department.
CITY MANAGER The City Manager is the highest-level class and has full
responsibility for the direction and administration of the overall
organization.
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Flexibly-Staffed (Career Series) Classifications
1. Flexible staffing (called “career series” in San Luis Obispo) exists when a classification
series has two or more levels and an employee can be initially appointed to any level
in the series, depending upon experience and/or education, and can be promoted
from one level in the series to another without further testing. The purpose of using
this type of classification structure is not to just give employees more money for doing
the same job (grade/class creep); rather, there needs to be some rationale for its use,
such as a classification that has several positions allocated to it in one department
that needs to bring in new employees at a lower level, or to recognize a level that
handles the more complex duties of a class and/or independently performs the full
range of duties. It would not be expected to have a flexibly-staffed class series for
only one or two positions in a class. Also, it is through the flexibly-staffed mechanism
that the City is allowed to set up Apprentice/training classifications and then move a
successful Apprentice/Trainee up to the next level in the series without competing in
an open recruitment. Essentially, the successful completion of an apprenticeship/
training program will substitute for an open, competitive selection process.
2. The two levels (and sometimes three levels) in the flexibly-staffed class series are
essentially the same job (though the scope of duties is more limited at the entry level),
and it is the employee’s performance that warrants promotion to the journey level,
rather than a change in the position. Specifically, after putting in at least the required
time-in-grade, if an employee is performing the full scope of the position’s duties and
is doing so independently and with little direction, then promotion to the journey-
level class is warranted. The use of flexibly-staffed class levels is the only instance in
classification work where the emphasis is on the employee, while all other
classification actions, such as position studies, focus only on the position and not the
incumbent.
3. Promotion from the first level to the second level is not a vested right after serving
time in grade. Recommendations to be promoted within a flexibly-staffed class
series should be based on the following criteria:
• The incumbent must first meet the minimum time-in-grade requirement.
• S/he must be performing a large portion of the full range of duties of the class,
especially the more difficult/higher level duties assigned to the class.
• S/he must be performing his/her duties independently, referring only the most
unusual questions/situations to the supervisor.
Major characteristics of flexible staffing are:
• Ability to hire employees at any level in the classification series.
• Ability to recognize performance and to promote staff based on demonstrated
knowledge, skills, and abilities, independence of work performance, and a
specific amount of time-in-grade experience.
• Ability to promote from one level to the next without further examination.
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Job Description Section Definitions
The City’s class specifications (aka Job Descriptions) are descriptive and explanatory in
defining classifications. Each job description may contain all or part of the following
information:
Job Title
The class title is a brief and descriptive designation of the type of work performed.
The class title on payrolls, budgets, personnel reports, and other official forms and
reports will provide a common reference to the position. It should be understood
that the class title is selected to serve this purpose and is not to be construed as
limiting the use of working titles. Where there is more than one class in an career
series, prefixing or suffixing modifiers are to be used to indicate levels, e.g.,
Accountant I and II and Administrative Assistant I and II. Numerical suffixes are
preferred to the use of indicators such as “Trainee,” “Junior,” “Assistant,”
“Associate,” etc. The use of “Senior” denotes the advanced journey, lead, or
highly specialized level. The use of “Manager” denotes a level of management
responsibility, and the use of “Director” indicates the department head.
Job Summary
This section is a general description of the work and includes a brief, concise
definition of the primary responsibilities assigned to positions in the class. When
the classification concepts define entry level work as routine duties within an
assigned functional area of work, the definition should reflect this. When the
classification concepts define the responsibilities of a manager as assuming full
line and functional responsibility for a division and for the development and
implementation of divisional goals, objectives, policies, and priorities, the definition
should reflect the above listed range and level of assigned responsibilities. The
definition should be supported by the duties.
Class Characteristics
This section, when used, describes the level of work in relation to higher or lower
classifications in the same series, and further expounds on the basic definition.
The section identifies the qualities of a class that separate it from other levels of
work in the series, and if necessary, from other class series. It is this section that
is the most important in determining the class to which a particular job belongs by
distinguishing the:
1. entry from the journey level;
2. journey level from the entry and advanced journey levels;
3. advanced journey from the journey level; and
4. class series from other, similar related classifications.
Supervision Received and Exercised
This can be either one section or two, describes the level of supervision received
and exercised by positions in the class, and is used only for supervisory and
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management classifications. For a definition of the terms used to denote levels of
supervision, see the next part of this section on page 12.
Examples of Duties and Responsibilities
This section is intended to enable the reader to obtain a more complete concept of
the actual work performed in positions allocated to this class. It lists typical duties
that are common to positions of the class. These examples show the range of
duties performed by employees in the class. The list is descriptive, but not limiting.
It is not intended to describe all the work performed in all positions allocated to the
class. This section merely serves to illustrate the more typical portions of the work.
The duties are written in general terms but enable the reader to obtain a more
complete concept of the actual work performed. Specific versions of technology,
brands of tools or equipment, or other identifying information that could become
outdated in a relatively short period of time, should be avoided. The list is not
intended to describe all the work performed in all positions in the class, nor do all
examples apply to all positions allocated to the class. In the more populated
classifications, only one portion of the work examples may apply to a given
position. Duties are generally listed in descending order of importance or
percentage of time spent relative to other duties.
The statement, “Any one position may not include all of the duties listed nor do the
listed examples include all tasks that may be found in positions of this class”
precedes the list of duties. The statement “Performs related duties similar to the
above in scope and function as required” is included in all job descriptions as the
last listed duty in order to maintain the general approach to classification and to
provide flexibility to management in assigned duties.
Knowledge and Abilities
This section lists the knowledge/abilities (KAs) that the duties of the class require
and that applicants for positions in the class must possess at a minimum to be
qualified. It should be stressed that this section does not in any way refer to the
qualifications of present employees. Personal characteristics commonly required
of all employees, such as honesty, industry, and freedom from habitual use of
alcohol or drug addiction, should not be listed, since they are implied as required
qualifications for all classifications. It is important that all KAs link back to at least
one listed duty.
Education and Experience
This section lists the educational background and work record that would typically
indicate that an applicant would possess the knowledge and abilities to be
successful in the job. This section can contain more than one qualifying education
and experience pattern such as an internal and an external pattern. If additional
experience and/or education can substitute for the listed requirements, a specific
substitution pattern may be identified.
Possession and Maintenance Of
In certain classifications, legal or special provisions require possession of a
specific license or certification issued by a Board of Licensure or other governing
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body as a condition of employment or continued employment. The following is the
most common language: “Possession of a valid California Class C driver’s license
and a satisfactory driving record.”
Applicants for this Position will be Required to Complete the Following Before a
Final Offer is Made
This section outlines pre-employment checks on which a conditional job offer may
be made and prior to a final offer of employment. This section is maintained by HR
staff in considering risk management, state and federal requirements, and best
practices. Any combination of the following may be required.
1. a pre-employment physical;
2. a pre-employment DOT drug screening;
3. a polygraph;
4. a Police background check; and
5. a credit check.
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Definitions of Levels of Supervision
The following terms may be used to denote the levels of supervision received and
exercised by positions in the various classifications of work:
Direct Supervision
The basic characteristics of direct supervision are the assignment of tasks; the
observance, review, and evaluation of performance; the administration of line
personnel functions (e.g., selection, discipline, grievances, privileges); and
responsibility for the worker, as well as the work. The gradations of direct
supervision are described below in terms of supervision received by employees.
Immediate Supervision
The employee works in the presence of his/her supervisor or in a situation
of close control and easy reference. Work assignments are given with
explicit instructions or are so routine that few, if any, deviations from
established practices are made without checking with the supervisor. This
type of supervision generally is exercised over the entry level in a technical
or clerical series and trainee level in a professional series.
General Supervision
Assigned duties require the exercise of judgment or choice among possible
actions, sometimes without clear precedents and with concern for the
consequences of the action. The employee may or may not work in
proximity to his/her supervisor. This type of supervision typically pertains to
the journey levels in a technical or clerical series and the entry level in a
professional series.
Direction
The employee receives general instructions regarding the scope of and
approach to projects or assignments, but procedures and techniques are
left to the discretion of the employee. This category is usually applied to
journey-level professional positions and advanced journey level technical
and clerical positions in which employees are expected to operate with a
reasonable degree of independence.
General Direction
The employee is responsible for a program or function and is expected to
carry out necessary activities without direction, except as new or unusual
circumstances require. This category is usually reserved for supervisory
positions or advanced journey level professional classifications.
Administrative Direction
The employee has broad management responsibility for a large program or
set of related functions. Administrative direction is usually received in terms
of goals; review is received in terms of results. This category is usually
reserved for administrators, managers, or assistant directors.
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Policy Direction
This is reserved for department heads, division managers, and
assistant/City managers. This type of direction uses a set of principles and
long-term strategies and goals to form the basis of making rules and
guidelines, and to give overall direction to the planning and development of
the organization.
Indirect Supervision
Indirect supervision is characterized by some form of authority over the work of
employees not under direct supervision. In other words, the “supervisor” who
provides indirect supervision is responsible for the work, but not for the worker.
The descriptions above were written in relation to the employee under direct
supervision; the following subsections describe persons with responsibility for
exercising indirect supervision.
Technical Supervision
The “supervisor” is responsible for prescribing procedures, methods,
materials, and formats as a technical expert in a specialty. S/he may
produce or approve specifications, guides, lists, or directions. S/he may
give direction to employees, but usually on “how” and “why,” and does not
assign tasks or observe and evaluate performance. Technical supervision
is related to an occupational specialty or function, not to specified
employees.
Functional Supervision
The “supervisor” is responsible for a project or recurrent activities that
involve tasks performed by persons over whom s/he has authority to give
direction in regard to that project or activity, even though they are under the
direct supervision of someone else. Functional supervision may include
technical supervision, but goes beyond it in that the supervisor schedules
and assigns tasks, monitors progress, reviews results, evaluates the
employee regarding the area of assignment, and is the person responsible
for the completed work product.
Occupational Groups and Job Description Language
The following defines the six major occupational categories that cover the City’s job
classifications, and outlines the appropriate job description language for each
occupational category and the specific working levels, if any:
Executive Management
This category is reserved specifically for the City Manager and his/her direct
reports (with the exception of any professional or clerical reports); positions at this
level may be responsible for directly managing one or more departments within the
City, or may have responsibility for policy development at the highest level within
the City. The term “at-will” should be included in the job summary section (see
next paragraph).
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Job Summary: Work mainly involves problem solving and mediating highly conflicting,
unexpected and unusual problems involving multiple groups.
Class Characteristics: This section will include the following language: “This is an at-will
position, employment in this position may be terminated with or without cause or notice,
at any time, at the will of the City in its sole discretion.”
Level of Supervision Received: This class works under administrative/ policy direction,
which includes broad management responsibility for a large program or set of related
functions. Work is usually received in terms of goals; review is received in terms of
results.
Level of Supervision Exercised: This class may provide direct and/or indirect supervision
to lower-level personnel.
Management
This work involves formulating, evaluating, authorizing and interpreting policy for a
distinct organizational unit in a work unit or division of a department.
1. Definition Section: Work mainly involves problem solving and
mediating highly conflicting, unexpected, and unusual problems
involving multiple groups.
2. Level of Supervision Received: This class works under
administrative direction, which includes broad management
responsibility for a large program or set of related functions. Work is
usually received in terms of goals; review is received in terms of
results.
3. Level of Supervision Exercised: This class may provide direct and/or
indirect supervision to lower-level personnel.
Supervisory
This work involves planning, scheduling and assigning work for others to perform;
reviewing, evaluating, and reporting on the performance of those supervised; and
recommending changes to management for better achieving the objectives of the
organization. Such work constitutes the major part of the work of these job
classifications.
1. Definition Section: Work mainly involves having primary
responsibility for full-time supervision of staff, including hiring/firing,
corrective action, and completing and conducting performance
evaluations.
2. Level of Supervision Received: This class works under direction,
receiving general instructions regarding the scope and approach to
projects or assignments; procedures and techniques are left to the
discretion of the employee.
3. Level of Supervision Exercised: This class provides direct
supervision to lower-level personnel.
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Professional/Administrative
Professional – This works involves the continuous exercise of independent
discretion and judgement in areas that are predominantly intellectual,
philosophical, governed by conceptual understanding, analytical and varied in
character. Administrative – This work involves obtaining and analyzing information
needed by management and developing, recommending and implementing
policies, systems, and procedures, as authorized.
1. Entry - this is the first level in the series, and assignments are generally
limited in scope.
• Definition Section: Work mainly involves the review of information,
including summarization, analysis, interpretation and re-presentation
in a different format.
2. Journey - this is the fully-trained level within the series; incumbents are
expected to be fully competent to independently perform the full range of
duties.
• Definition Section: Work mainly involves the gathering and
interpretation of data dealing with problems and difficult situations.
Incumbents may put forth alternative solutions for consideration.
• Level of Supervision Exercised (if the class is assigned supervisory
responsibility): This class may provide indirect supervision to lower-
level personnel.
3. Advanced Journey – this is the highly specialized and/or lead level
responsible for the most complex assignments. Some positions may
perform full supervisory duties, but do not do so for a preponderance of
time (50% or more).
• Definition Section: Work mainly involves the gathering and
interpretation of data dealing with complex problems and unexpected
situations, including making recommendations.
• Level of Supervision Exercised (if the class is assigned supervisory
responsibility): This class may provide direct and/or indirect
supervision to lower-level personnel; however, this supervisory
responsibility is not the primary purpose of the class.
Technical/Paraprofessional
This work involves the use of specific skills, knowledge and abilities acquired for
use in a specialized area. Employs practical knowledge to perform learned
techniques, particularly in fiscal, scientific or mechanical areas.
1. Entry - this is the first level in the series and assignments are generally
limited in scope.
• Definition Section: Work mainly involves performance of prescribed
tasks in predictable order with minimal exceptions to standard
procedures.
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2. Journey - this is the fully trained level within the series; incumbents are
expected to be fully competent to independently perform the full range of
duties.
• Definition Section: Work mainly involves performing prescribed tasks
in a somewhat predictable order. Exceptions are regular but are
carried out according to pre-determined policies or procedures.
3. Advanced Journey – this is the highly specialized level responsible for
the most complex assignments. Some positions may perform full
supervisory duties, but do not do so for a preponderance of time.
• Definition Section: Work mainly involves the review of information,
including summarization, analysis, interpretation and re-presentation
in a different format.
• Level of Supervision Exercised (if the class is assigned supervisory
responsibility): This class may provide direct and/or indirect
supervision to lower level personnel; however, this supervisory
responsibility is not the primary purpose of the class.
Clerical
This work involves the transformation, organization, transmittal, recording, or
maintenance of data or information. The performance of this group may involve
the use of a variety of manual or electronic office equipment.
1. Entry - this is the first level in the series and assignments are generally
limited in scope.
• Definition Section: Work mainly involves performance of prescribed
tasks in predictable order with minimal exceptions to standard
procedures.
2. Journey - this is the fully trained level within the series; incumbents are
expected to be fully competent to independently perform the full range of
duties.
• Definition Section: Work mainly involves performing prescribed tasks
in a somewhat predictable order. Exceptions are regular but are
carried out according to pre-determined policies or procedures.
3. Advanced Journey – this is the highly specialized level responsible for
the most complex assignments. Some positions may perform
supervisory duties, but do not do so for a preponderance of time.
• Definition Section: Work mainly involves the review of information,
including summarization, analysis, interpretation and re-presentation
in a different format.
• Level of Supervision Exercised (if the class is assigned supervisory
responsibility): This class may provide direct and/or indirect
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supervision to lower level personnel; however, this supervisory
responsibility is not the primary purpose of the class.
Classification Studies
In addition to containing all of the agency’s job classifications, a classification plan also
includes a systematic process for grouping jobs into common classifications based on
similarities in duties, responsibilities, and requirements (knowledge, skills, and abilities).
It is a way of formally describing the specific job classifications of an agency to determine
the appropriate class and/or level for a classification, or to update the specification
content to more accurately describe the duties and responsibilities of a class. To properly
maintain the classification plan, it is sometimes necessary to conduct classification
studies which may involve anything from a single-classification audit to determine if a job
is properly classified, to a study of an entire classification series or organizational unit. If
a class study results in a new class, significant revisions to an existing class, or a salary
change, the City will follow the provisions of the applicable MOA in communicating those
changes to the employee representatives. To help understand the process and issues
related to classification studies, the information in this section provides answers to
common questions about classification studies and outlines a typical process.
Why Are Studies Conducted?
1. To address gradual or sudden changes in duties performed.
2. To address changes in organizational relationships and responsibilities.
3. To address recruitment and/or retention problems.
4. To ensure more equitable internal alignment — to establish an orderly, rational,
systematic structure of jobs based on their “worth.”
5. To assist in setting pay rates that are comparable with related jobs in other
organizations (although a compensation study would need to be conducted).
6. To measure work against a common standard — plan and organize work
effectively by defining work task, duties, responsibilities, functions, and related
requirements.
7. To identify a career ladder of progression or direction for employee
advancement.
8. To provide a solid foundation for addressing compensation issues (once again,
a compensation study would need to be conducted).
When Are Studies Conducted?
1. Per the City’s Personnel Rules and Regulations, requests for class/position
studies are to be submitted in February of each year. This is meant to link the
class/job study process to the annual budget process; therefore, department
heads may request class/job studies for their department during that time of the
year.
2. Unless the class study is exceptionally large and/or the request was submitted
at the end of the window period, every effort will be made to complete the study
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before the budget is finalized. This will allow for any impact(s) from the study to
be addressed in the regular budget process.
What Happens During a Study?
The City’s methodology for conducting a class study typically includes:
1. Maintaining reciprocal communication between HR and the study incumbent(s)
and department.
2. Reviewing all pertinent documentation.
3. Providing a Job Analysis Questionnaire (JAQ).
4. Developing and/or updating classification specifications.
5. Conducting orientation sessions with all employees if there are several
employees in the study.
6. Reviewing completed questionnaires.
7. Conducting interviews.
8. Analyzing the data.
9. Coordinating an informal review process.
10. Developing and presenting a preliminary report.
11. Developing and presenting a final report.
Tools/Processes Used in a Study
The JAQ is a form that is used to provide a detailed description of the duties and
responsibilities of a position. If a JAQ was not submitted with the request, Human
Resources will usually send the JAQ to the department for the incumbent to
complete. Human Resources will research the history of the position and the
class, and in most cases, interview the incumbent, the incumbent’s supervisor, and
other employees who perform similar work. These are called “audits,” and are
intended to:
1. Gather information about duties and responsibilities, not to judge work
performance.
2. Audit both single position classifications, as well as a group of position
classifications.
3. Gather information about multiple position classifications, which will be
audited as a group, with selected representation from each group.
4. Gather information from supervisors in order to provide clarification or
additional information.
5. Sometimes, other departments and/or comparable agencies with similar
classifications will be asked to provide information. It is also important to
interview the supervisor to clarify issues or identify issues that will occur in
the near future of which the employee may not be aware.
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The formal job evaluation process involves thoroughly researching, analyzing,
determining, and documenting the responsibilities, duties, skills, knowledge, and
abilities related to a position. Human Resources looks at various factors in
determining the proper class, such as, but not limited to, decision making
responsibilities; scope and complexity of work; nature of contact with others;
required knowledge, skills, and abilities; supervision received and exercised;
working conditions; physical effort and organizational level, size, etc. After all of
the relevant information has been collected, a written recommendation is prepared.
The written recommendation is an analysis of the data collected, which Human
Resources will use to prepare preliminary recommendations. Recommendations
are then reviewed and compiled in a draft report. Recommendations may include
reallocating a position to a different classification, developing a new classification,
changing the classification title, modifying the class specification, or determining
that the position is appropriately classified, and no revisions are warranted.
The draft report is sent to the involved department(s) for review. Changes may be
made based on additional information provided to Human Resources by the
involved department based on Human Resources’ (or the HR consultant’s, if one is
used) professional judgment.
If the study results in a recommendation to establish a new class or revise and/or
retitle an existing class, then it may be required that the study go before the City
Council. Salary issues are not to be addressed in a classification study. The
purpose of a classification study is to determine the appropriate classification for a
given position, not to determine the appropriate salary for a classification.
How Long Does it Take to Conduct a Study?
A study may take from a few weeks to several months. Some of the factors that
affect the length of a study are the number of classifications and positions included
in the study, the amount of research necessary, the extent of the
recommendations, the department’s shifting priorities, the length of time it takes to
get information from the department and/or incumbent, and the workload of Human
Resources.
How is the Incumbent Involved in the Study?
The incumbent’s role is to thoroughly and accurately complete the PDQ so that
Human Resources can fully understand the duties and responsibilities of the
position. Human Resources may also personally meet with the incumbent to
discuss the PDQ in more detail, tour the work area, and/or possibly observe the
incumbent performing certain tasks. Human Resources may also want to see
samples of the incumbent’s work. If the study is of an entire class with multiple
incumbents, each incumbent may not be asked to provide information; rather, a
representative sample will be selected and/or group interviews conducted. For
single position classifications, each person generally participates in a desk audit.
This typically involves meeting with an HR representative to review/clarify the
content of the submitted JAQ, to show/provide samples of work, to view the overall
work environment, and to answer questions. The intent is to clarify. Enhance, and
supplement information about the duties, responsibilities, requirements, and
environment of the subject position. Human Resources may also meet with
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supervisors and managers to clarify information and to provide a higher view of the
position in the overall organization.
How is a Recommendation Developed?
The recommendation is based on the review of the information previously
mentioned, and a comparison with the job description (also called class
specification). A change may impact other positions in the class or another class.
Some of the factors that do not influence a study are: volume of work, length of
service, job stress, quality of work, status on eligibility/hiring lists, the fact that other
employees are not working within their class, and the incumbent’s particular
qualifications. Incumbents should remember that the study is an evaluation of a
classification, and is not an evaluation of their performance.
Factors That May Justify a Reclassification
1. Significant or substantive changes in type of work/essential functions (e.g.
secretary now doing accounting work).
2. Change in lead/supervisory responsibilities.
3. Change in authority for making operational changes or in developing,
recommending, and interpreting policies and procedures, and the impact to the
organization (work group/section only? division? department? City-wide
impact?).
4. Addition of stronger, more complex duties/removal of lower duties; or, an
evolution to lower level, less complex duties.
5. Change in organizational structure or mandate that affects reporting
relationships, level in the organization, amount of management review, and/or
interactions.
Factors That do NOT Justify a Reclassification
1. Performance of the incumbent in the position; reclassification should not be
considered a reward or means to promote someone.
2. Retention of a specific employee.
3. Increase in workload that is of the same nature and level of complexity
(volume) - this is a workload issue.
4. Change in the emphasis of existing essential functions that are generally of the
same complexity.
5. Knowledge, skills, and abilities possessed by the incumbent that are not
required or regularly used in the position.
6. Technological changes or tools (i.e. new software) that do not substantially
alter the essential functions of the job (particularly if the “industry” is similarly
changing to the new technology).
7. Job “stress.” Perceived stress cannot be reliably measured and varies
between individuals.
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If a Classification is Changed, Does it Automatically Affect the Incumbent?
No. Since the study is of the classification, the effect to the incumbent is a
separate issue from the study. When a job is reclassified to a higher class, some
of the factors considered include: Developing and/or updating classification
specifications; whether the incumbent’s job was part of a study that affects all
employees in a department, major division, or occupational field; and/or if the
duties of the job evolved over a long period of time. The City’s policy, if a job is
reclassified, is that the employee must meet the minimum qualifications before
s/he can move into the recommended classification. If s/he does not, then it may
be necessary to find the employee another job in the class in which they have
status; if no such vacancy exists, then a lay off may be necessary.
Allocation Factors
Allocation factors are standards that are used to measure requirements of
individual jobs. These factors can be compared to measure the similarities and
differences among jobs. The allocation factors used to develop the City’s
classification plan are:
1. Decision-Making;
2. Scope and Complexity;
3. Contact with Others Required by the Job;
4. Supervision Exercised and Received; and
5. Minimum Qualifications, Including Knowledge, Skills and Abilities.
These allocation factors are carefully and consistently applied during the analysis
of each classification included in the study. They are then compared with the
same elements in jobs that involve similar kinds of work. Not all factors will be as
pertinent to all jobs, and each factor is analyzed in accordance with the importance
of that particular factor to the type of job.
Consideration of these allocation factors leads to the identification of various
classifications. More specifically, jobs are typically divided first into classification
families and series that involve the same kind of work, and then subdivided into
classifications based on levels of responsibility within each group.
Jobs are classified according to the nature and kind of duties assigned to the job.
The assignment of additional duties of a similar nature to a job does not justify a
higher classification. Problems of excessive workload are properly solved by
redistributing work or adding employees, not by reclassifying existing positions.
The allocation factors are briefly defined below:
Decision-Making
This allocation factor consists of (a) the decision-making responsibility and
degree of independence or latitude that is inherent in the job, and (b) the
impact of the decisions.
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Scope and Complexity
This allocation factor defines the breadth and difficulty of the assigned
function or program responsibility inherent in the classification. Things to
consider may include: regulatory issues, budget responsibility, supervision
exercised, independence of action, consequence of error, relative
complexity and difficulty of duties, interactions with officials (elected and
appointed), etc.
Contact with Others Required by the Job
This allocation factor measures (a) the types of contacts (public, internal vs.
external, formal presentations, contact with officials, boards, commissions,
etc.), and (b) the purpose of the contacts (direct to other resources, provide
information, give direction, etc.).
Supervision Exercised and Received
This allocation factor describes the level of supervision received from others
and the nature of supervision provided to others. It relates to the
independence of action inherent in a job.
Minimum Qualifications, Including Knowledge, Skills, and Abilities
This allocation factor defines the required experience and education,
knowledge, skills, and abilities necessary to perform assigned
responsibilities.
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PART III – COMPENSATION PLAN
Administration Policies
Because pay administration touches on so many areas of human resources
administration, it is important to cover some of them in the Plan so that all the pieces can
be seen and understood in the proper context. The City’s policies, directives, resolutions,
etc. on salary adjustments, initial salary step appointment, minimum performance
evaluation criteria, the effects of reclassification, transfer, and promotion on salary, etc.,
are found in various City documents and guiding rules/regulations, such as Chapter 2.36
of the Personnel Rules and Regulations, the City’s Compensation Philosophy (Resolution
No. 10238 (2011 Series)), Memorandum of Agreements with represented employee
groups, the Pay for Performance Plan, and the Skills-Based Pay Guidance Document.
Salary Structure Principles
Salary Ranges
The City utilizes a pay step system for most of its classifications. Generally, the City’s
salary ranges for non-exempt classifications, consist of 5 steps with approximately 5%
between each step. Exempt classifications (department heads and management
classifications), have salary ranges with minimum and maximum rates instead of steps.
Appointed officials have a flat-rate salary. Some non-exempt classifications with an
emphasis on skill acquisition such as Skills Based Pay or Master Police Officer, have
more than 5 salary steps instead of multiple levels of the same class.
Internal equity or how classifications are paid relative to each other, is an important factor
when establishing and maintaining a pay plan.
Classifications are assigned to salary ranges based on increasing duties and
responsibilities, varying levels of skill, knowledge, ability, and judgment, assignment of
supervisory, program, or budgetary authority, and span of control. Salary differentials are
measured by calculating the difference between the highest rate in one salary range to
the highest step in the other salary rang. The differential ranges that are a “best practice”
are outlined below, though there are sometimes exceptions, especially given salary
ranges are modified through the meet and confer process with represented employee
groups and timing of increases with one group may affect the differential with
classifications in another labor group. The following represents the “optimal” (but not
required) differentials between levels:
1. Entry to journey level of series = 5% to 10% differential;
2. Journey to advanced journey level of series = 10% to 15% differential;
3. Supervisory = 10% to 15% differential over the highest level supervised;
4. Division management = At least 10% to 15% differential over the highest
level supervised; and
5. City-wide/Department management = At least 15% differential over the
highest level supervised.
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There are some special circumstances that would warrant a reasonable differential,
based upon industry standards, between two classifications at the upper end of the
differential ranges. For differences between working levels in a class series (# 1 and 2
above), the higher levels may be up to 15% higher than the next lower level if the higher-
level job requires more education and/or experience to be considered qualified for
advancement than other journey or advanced journey level jobs. The basic rule of thumb
is to use the minimum differential when movement to the next higher class is primarily
based on additional experience. Higher requirements (e.g. education, certification,
licenses, etc.) may warrant a differential at the high end of the range.
For differences between subordinates and their supervisors/managers (#3, 4, and 5
above), the range of acceptable differentials is greater to accommodate the variety of
special circumstances that may occur and be accounted for. The main reasons for
allowing a supervisor/subordinate differential to be at the high end of the range are:
➢ To ensure equitable compensation for supervisors over employees who
earn high amounts of overtime or other special pays.
➢ To compensate for supervisors who must possess a different and higher
level of educational and/or technical proficiency than their subordinates. For
example, an engineer required to oversee a division that consists of
maintenance/trades personnel.
➢ To keep pace with the market.
For very small supervisor-subordinate salary range differentials of 5% or less, the City
Manager, through recommendation by the Human Resources Director, may adjust the
salary range of a manager by up to 10% to help mitigate the salary compaction problem
and/or to help with documented recruitment/retention difficulties.
Internal Relationships
The relative value of each job among all jobs within an organization is the internal
relationship of classifications as described in the City’s Compensation Philosophy.
“Internal relationships” refers to the relative value of classifications to one another as
determined by the City. Classifications performing comparable duties, with comparable
responsibilities, requiring a similar level of skill, knowledge, ability, and judgement, will be
valued similarly in the City’s compensation structures.
This ordered set of classifications represents the job structure or hierarchy. The basic
concept is simple: classifications that require higher qualifications, more/greater-level
responsibilities, and more complex duties should be paid more than jobs that require
lower qualifications, fewer/lesser responsibilities, and less complex job duties.
The City utilizes its current salary range system as a means of effecting internal equity.
Equity maintenance is achieved by the systematic approach to job/class studies that
review certain jobs for proper classification, and therefore, proper salary grade/range
placement. This process is called “job evaluation,” and is very important as a means to
create and maintain an internally consistent job structure. Effective job evaluation
identifies and defines job content by describing the job duties and tasks as well as other
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pertinent factors, such as skill and effort needed to perform the job adequately. With the
adoption of this Plan, the City will codify its historical use of the Whole Job Method. While
this method tends to look at a job as a “whole”, it also utilizes the common allocation
factors of: decision-making, scope and complexity, contact with others required by the
job, supervision exercised and received, and the minimum qualifications that include the
knowledge, skills, and abilities.
Internal equity is further emphasized as an important factor in the City’s Compensation
Philosophy (Attachment A).
Market Surveys
Market-competitive pay systems play a significant role in setting a salary that will attract
and retain well qualified employees. Conversely, paying more than is necessary may
represent an undue burden for the organization and for taxpayers. Because money is a
limited resource, organizations must strike a balance between offering sufficiently high
compensation to attract and retain well qualified employees and providing sufficient
resources to enable them to be productive.2 To this end, the City’s strategy for surveying
the relevant labor market to determine the organization’s place in the external market,
and determining the frequency and benchmarks for surveys is documented in the City’s
Compensation Philosophy.
Relevant Labor Market
Relevant labor markets represent the fields of potentially qualified candidates for
particular jobs, and are defined on the basis of occupational classification,
geography, and service/function/industry provided.
The following factors, including those outlined in in the City’s Compensation
Philosophy (Attachment A), should be considered in determining the relevant labor
market:
Comparable Industries – The size, type, and function of other organizations are a major
consideration. It is difficult to compare compensation with other industries/organizations
that do not organize themselves around a public sector model which serves the voters
and taxpayers and which does not function in a non-profit, accountable, and transparent
environment. In addition to these factors when comparing a public entities to private
sector enterprises, it is very difficult to obtain private section compensation data. And, for
any data that is collected, comparisons are difficult to make given the types of retirements
plans provided to private sector versus public sector employees and types of other
compensations such as bonuses. For these reasons, comparisons to other cities and the
local county will provide the best market data.
Geographic area we recruit or lose employees to: Geography is important for a couple of
reasons. First, the potential candidate pools are shared by similar agencies that are
close in proximity. If there is any potential of employees being recruited away from the
City, it most likely will be by a closer agency than one at some distance.
2 Compensation of represented employees are subject to the collective bargaining unit process.
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Comparable demographics to the City of San Luis Obispo. Parameters such as
population, education level of the community, cost-of-living, median income, etc. are often
factors to be considered when determining why that makes a good comparison agency.
Quality of life, while subjective, may also be considered when selecting comparable
municipal and other governmental agencies.
Number of agencies surveyed. The most effective number of survey agencies is between
8 and 12. Anything less than 8 survey agencies increases the chance that there will be
insufficient data collected when a specific job is hard to match. More than 10 or 12
agencies, however, do not significantly affect the data results in most cases. The
increased data adds little to the value of the survey; only making it more costly and time-
consuming to gather and report the data.
Choosing Benchmark Jobs
It is unnecessarily burdensome and expensive to survey all of the City’s
classifications, either for a city-wide survey or for a specific bargaining unit.
Benchmark jobs play an important role in compensation surveys because they
allow pay levels to be determined from the information collected on one job to
apply to other, similar jobs. Benchmark jobs have four characteristics:
1. The job contents are well-known, relatively stable over time, and
agreed upon by the employees involved.
2. The jobs are common across a number of different employers.
3. The jobs represent the entire range of jobs being evaluated within an
organization such as the journey level.
4. The jobs are generally accepted in the labor market for the purposes
of setting pay levels.
Because it is so important to determine and survey benchmark classifications, it is
essential that the City maintain its current internal equity chart which lists all of the
benchmark classifications and the relationships of all non-benchmarks
classifications to the benchmark classifications. If this maintenance is kept up as
new classes are added/deleted, salary ranges adjusted, internal relationships
reevaluated, etc., then when a new market study is conducted, the study will run
much smoother, can be started more quickly, and the resulting recommendations
implemented across the board in a fair and equitable manner.
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Page 27
Data to Collect for Total Compensation Surveys
In most cases, the collected data will be for total compensation surveys. This
means, that in addition to collecting base salary information, data will also be
collected on a variety of “pays” provided to the employee. Total compensation
includes all compensation elements that add to an employee’s pay even if it is not
a direct payment. For instance, if an employer pays the employee’s portion of
her/his retirement contribution, then the effect is an increase in the employee’s pay
since they are not making those payments themselves. The following are some
common pay/cash benefit elements included in a total compensation survey:
• Employer-paid insurance premiums for health, dental, vision insurance, life
insurance and long-term disability insurance policies.
• Employer-paid retirement contributions of the employee’s portion of
retirement.
• Any employer contributions to deferred compensation plans.
• Allowances such as auto allowance.
• Special pays such as certificate pay, longevity pay, etc.
• Employer contributions to cafeteria plans and/or health savings accounts.
Other data may be collected on amounts of vacation, holiday, and other leaves
provided to employees as well as on some employment practices; however, this
information should not be monetized and folded into a total compensation amount.
Calculating Meaningful Information from the Data Gathered
There are two common statistics that are used in analyzing survey data: the
“mean” and the “median.”
Mean
The mean (average) salary is calculated by adding all of the collected data
point and dividing by the total number of surveyed data points in the set (the
City’s salary is not used in the equation). Many times, the set of salaries
collected will contain one or more outliers (salaries that are extremely large
or small in comparison to the other salaries), which can lead to a distorted
representation of the typical salary. The mean understates the “true” typical
value when there are one or more extremely small values and it overstates
the “true” typical value when there are one or more extremely large values.
While this problem can be mitigated if numerous survey cities and data
points are used, the additional work in collecting data from so many survey
cities is often not worth the gain.
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Page 28
Median
The median is the middle value in an ordered sequence of numerical data
(excluding the City’s data). If there are an odd number of data points, the
median is literally the middle observation. If there are an even number of
data points, the median is the mean of the values corresponding to the two
middle numbers. The median does not create distorted representations like
the mean because its calculation is independent of the magnitude of each
value.
Because the median is not influenced by outliers as the mean can be, and
is used with a lesser number of data points, the City calculates the median
on its market surveys to determine its place in the market.
Timing of Market Surveys
When all of the recommendations and guidelines in this Plan are followed, such as using
a systematic and regular job evaluation process, determining the appropriate labor
market and establishing benchmark classifications, as well as annually adjusting salaries
for any cost of living increases that have been approved, it is not necessary to conduct
market surveys on an annual or bi-annual basis. Rather, with a well thought-out and
developed approach and solid process, the City can maintain its place in the market by
conducting a market survey every five years or so, or just before negotiations begin, if
needed. This will allow sufficient time to check in on the external market to ensure that
the City is offering a compensation level that helps to recruit and retain qualified
employees in its regular workforce.
The specific language on market survey timing from Attachment A reads:
At least every five years, the City will evaluate its compensation structure, programs, and
policies to assess market competitiveness, effectiveness, and compliance with state law.
Adjustments to the compensation structure may be made as a result of this periodic
evaluation and will be done through the collective bargaining process, if applicable, or
other Council-management process.
Compensation Philosophy
Once the market survey data have been collected and analyzed, what an agency does
with the information depends upon the overall compensation philosophy. The City’s
Compensation Philosophy (Attachment A) states employees will be compensated
competitively with an overall objective of attracting and retaining well qualified employees.
In determining “competitive compensation” the City takes a measured approach, with the
financial sustainability of the City and community acceptability as important factors to
consider, along with the external relevant market survey results. Therefore, in addition to
market survey results, the following are the guidelines and factors that the City considers
when making compensation decisions, as outlined, in part, in Attachment A:
1. The City will consider total compensation, including but not limited to,
salary, health, retirement, and other pay/cash benefits.
2. In cases of setting salaries for specific new, revised, or existing
classifications, or if a check on pay is needed to address concerns
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Page 29
expressed by an employee or manager, base pay will be the primary
consideration.
3. Financial sustainability includes the City’s financial condition as reflected in
the financial forecast, competing service priorities, maintenance needs,
capital improvement and other asset requirements, fund service levels, and
revenue projections, prior to implementing changes in compensation.
4. Since taxpayers and ratepayers fund all employee compensation,
community acceptability is considered.
5. Internal relationships are an important consideration that looks at the
relative value of classifications to one another as determined by the City.
6. Other relevant factors may include unforeseen economic changes, natural
disasters, states of emergency, changes in City services, and changes in
regulatory or legal requirements.
Section 2.36 of the Personnel Rules and Regulations (Attachment B) describes the
purpose of the City’s Compensation Plan as based upon the classification plan and
designed to establish levels of pay and benefits that reflect on appropriate relationships
among classifications within the City service. The Plan should be maintained consistent
with the goals of adequately compensating City employees for their work and attracting
and retaining qualified applicants.
PACKET PAGE 237
7
ATTACHMENT A – Page 1
ATTACHMENT A
RESOLUTION NO. 10248, COMPENSATION PHILOSOPHY
PACKET PAGE 238
7
ATTACHMENT A – Page 2
PACKET PAGE 239
7
ATTACHMENT B – Page 1
ATTACHMENT B - Job Description Template
Date:
Salary Range:
Class Code:
Association:
EEO:
JOB TITLE:
The class title is a brief and descriptive designation of the type of work performed.
JOB SUMMARY:
This section is a general description of the work and includes a brief, concise definition of the
primary responsibilities assigned to positions in the class. When the classification concepts define
entry level work as routine duties within an assigned functional area of work, the definition should
reflect this.
CLASS CHARACTERISTICS:
This section describes the level of work in relation to higher or lower classifications in the same
series, and further expounds on the basic definition. The section identifies the qualities of a class
that separate it from other levels of work in the series, and if necessary, from other class series.
SUPERVISION RECEIVED AND EXERCISED:
Describes the level of supervision received and exercised by positions in the class.
EXAMPLES OF DUTIES AND RESPONSIBILITIES:
(Any one position may not include all of the duties listed, nor do the listed examples include all tasks
that may be found in positions of this class.)
This section is intended to enable the reader to obtain a more complete concept of the
actual work performed in positions allocated to this class. It lists typical duties that are
common to positions of the class. These examples show the range of duties performed
by employees in the class. The list is descriptive, but not limiting. The duties are written
in general terms but enable the reader to obtain a more complete concept of the actual
work performed. The list is not intended to describe all the work performed in all positions
in the class, nor do all examples apply to all positions allocated to the class. Duties are
generally listed in descending order of importance or percentage of time spent relative to
other duties and may be grouped along lines of similar responsibilities.
• Performs related duties similar to the above in scope and function as required.
PACKET PAGE 240
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ATTACHMENT B – Page 2
KNOWLEDGE AND ABILITIES:
This section lists the knowledge/abilities (KAs) that the duties of the class require and that
applicants for positions in the class must possess at a minimum to be qualified. Personal
characteristics commonly required of all employees, such as honesty, industry, and freedom from
habitual use of alcohol or drug addiction, should not be listed, since they are implied as required
qualifications for all classifications. It is important that all KAs link back to at least one listed duty.
Knowledge of:
•
Ability to:
•
EDUCATION AND EXPERIENCE:
Lists the education and experience background that would typically indicate that an applicant would
possess the knowledge and abilities to be successful in the job. This section can contain more than
one qualifying education/experience pattern such as internal and external patterns.
and
or
An equivalent combination of education and experience.
POSSESSION AND MAINTENANCE OF:
In certain classifications, legal or special provisions require possession of a specific license or
certification issued by a Board of Licensure or other governing body as a condition of employment
or continued employment.
• A valid California Class C driver’s license and a satisfactory driving record.
APPLICANTS FOR THIS POSITION WILL BE REQUIRED TO COMPLETE THE FOLLOWING
BEFORE A FINAL OFFER IS MADE:
(Note: Only include the ones of the following that apply)
• a pre-employment physical;
• a pre-employment DOT drug screening;
• a Polygraph;
• a Police background check; and
• a credit check.
Reviewer Routing List Reviewer Name Date Reviewed
Supervisor
Department Head
Human Resources
Posted on NEOGOV
PACKET PAGE 241
7
RESOLUTION NO. (2018 Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ADOPTING THE REGULAR AND
SUPPLEMENTAL SALARY SCHEDULES
WHEREAS, CalPERS requires the City to maintain published, publicly available salary
schedules for all positions; and,
WHEREAS, to meet CalPERS’ requirements, the salary schedule must be approved and
adopted as a stand-alone document stating the title of every position in the City, the base salary
for each position, the time base for each pay rate, and the effective date and dates of revisions;
and,
WHEREAS, the Salary Schedules must be adopted by the City Council in accordance
with requirements of applicable public meeting laws, in totality, whenever there is a change to
the salary schedule.
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of San Luis
Obispo as follows:
SECTION 1. The Regular Salary Schedule effective July 26, 2018 attached hereto as
Exhibit “A” and incorporated herein by this reference, is hereby adopted.
SECTION 2. The Regular Salary Schedule effective August 9, 2018 attached hereto as
Exhibit “B” and incorporated herein by this reference, is hereby adopted.
SECTION 3. The Supplemental Salary Schedule effective July 26, 2018 attached hereto as
Exhibit “C” and incorporated herein by this reference, is hereby adopted.
Upon motion of ______________________, seconded by ________________________,
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this 17th day of July, 2018.
___________________________________
Mayor Heidi Harmon
ATTEST:
PACKET PAGE 242
7
__________________________________
Teresa Purrington
City Clerk
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 ______________, _________.
______________________________
Teresa Purrington
City Clerk
PACKET PAGE 243
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CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 7/26/18
Title Class Schedule Bargaining Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
ACCOUNTANT 3020 305 MME 8810 Exempt 2 1 2,441$ 2,441$ 2,441$ 2,441$ 3,050$ -$ -$ -$ -$
ACCOUNTING ASSISTANT I 4020 417 CEA 8810 Non-Exempt 6 1 1,606$ 1,690$ 1,779$ 1,873$ 1,972$ -$ -$ -$ -$
ACCOUNTING ASSISTANT II 4030 419 CEA 8810 Non-Exempt 6 1 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
ACCOUNTING ASSISTANT III 4040 421 CEA 8810 Non-Exempt 6 1 1,781$ 1,875$ 1,974$ 2,078$ 2,187$ -$ -$ -$ -$
ACCOUNTING MANAGER 3011 347 MME 8810 Exempt 2 1 3,675$ 3,675$ 3,675$ 3,675$ 4,593$ -$ -$ -$ -$
ACTIVE TRANSPORTATION MANAGER 3261 325 MME 8810 Exempt 2 2 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
ADMINISTRATION EXECUTIVE ASSISTANT 3520 365 CFE 8810 Non-Exempt 6 1 1,971$ 2,075$ 2,184$ 2,299$ 2,420$ -$ -$ -$ -$
ADMINISTRATIVE ANALYST 3029 305 MME 8810 Exempt 2 1 2,441$ 2,441$ 2,441$ 2,441$ 3,050$ -$ -$ -$ -$
ADMINISTRATIVE ASSISTANT I 4500 417 CEA 8810 Non-Exempt 6 1 1,606$ 1,690$ 1,779$ 1,873$ 1,972$ -$ -$ -$ -$
ADMINISTRATIVE ASSISTANT II 4510 419 CEA 8810 Non-Exempt 6 1 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
ADMINISTRATIVE ASSISTANT III 4520 423 CEA 8810 Non-Exempt 6 1 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
APPLICATION SYSTEM SPECIALIST 4368 439 CEA-C 9410 Non-Exempt 3 1 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
ASSISTANT CITY ATTORNEY 3050 353 MME 8810 Exempt 2 1 3,911$ 3,911$ 3,911$ 3,911$ 4,887$ -$ -$ -$ -$
ASSISTANT CITY CLERK 3036 305 MME 8810 Exempt 2 1 2,441$ 2,441$ 2,441$ 2,441$ 3,050$ -$ -$ -$ -$
ASSISTANT CITY MANAGER 2510 267 DPH 8810 Exempt 1 1 5,192$ 5,192$ 5,192$ 5,192$ 6,493$ -$ -$ -$ -$
ASSISTANT PLANNER 4080 432 CEA 8810 Non-Exempt 5 10 2,371$ 2,496$ 2,627$ 2,765$ 2,910$ -$ -$ -$ -$
ASSISTANT TO THE CITY MANAGER 3031 335 MME 8810 Exempt 2 1 3,271$ 3,271$ 3,271$ 3,271$ 4,087$ -$ -$ -$ -$
ASSOCIATE PLANNER 4090 437 CEA 8810 Non-Exempt 2 10 2,699$ 2,841$ 2,991$ 3,148$ 3,314$ -$ -$ -$ -$
BUDGET MANAGER 3025 330 MME 8810 Exempt 2 1 3,115$ 3,115$ 3,115$ 3,115$ 3,892$ -$ -$ -$ -$
BUILDING AND SAFETY SUPERVISOR 3075 325 MME 9410 Exempt 2 10 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
BUILDING INSPECTOR I 4100 432 CEA 9410 Non-Exempt 3 10 2,371$ 2,496$ 2,627$ 2,765$ 2,910$ -$ -$ -$ -$
BUILDING INSPECTOR II 4113 435 CEA 9410 Non-Exempt 3 10 2,563$ 2,698$ 2,840$ 2,989$ 3,146$ -$ -$ -$ -$
BUSINESS ANALYST 3026 315 MME-C 8810 Exempt 2 1 2,692$ 2,692$ 2,692$ 2,692$ 3,362$ -$ -$ -$ -$
CHIEF BUILDING OFFICIAL 2537 244 MME 9410 Exempt 2 10 4,185$ 4,185$ 4,185$ 4,185$ 5,229$ -$ -$ -$ -$
CITY ATTORNEY 2020 210 APO 8810 Exempt 2 1 7,494$ -$ -$ -$ -$ -$ -$ -$ -$
CITY BIOLOGIST 3570 325 MME 9410 Exempt 2 6 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
CITY CLERK 3035 340 MME 8810 Exempt 2 1 3,434$ 3,434$ 3,434$ 3,434$ 4,292$ -$ -$ -$ -$
CITY COUNCIL MEMBER 1030 104 CCM 8810 Exempt 1 1 554$ -$ -$ -$ -$ -$ -$ -$ -$
CITY MANAGER 2010 220 APO 8810 Exempt 1 1 8,073$ -$ -$ -$ -$ -$ -$ -$ -$
CLASSIFICATION AND COMPENSATION SPECIALIST 3553 368 CFE-C 8810 Non-Exempt 5 1 2,040$ 2,147$ 2,260$ 2,379$ 2,504$ -$ -$ -$ -$
CODE ENFORCEMENT OFFICER I 4114 432 CEA 9410 Non-Exempt 3 10 2,371$ 2,496$ 2,627$ 2,765$ 2,910$ -$ -$ -$ -$
CODE ENFORCEMENT OFFICER II 4116 435 CEA 9410 Non-Exempt 3 10 2,563$ 2,698$ 2,840$ 2,989$ 3,146$ -$ -$ -$ -$
CODE ENFORCEMENT SUPERVISOR 3076 320 MME 9410 Exempt 2 10 2,825$ 2,825$ 2,825$ 2,825$ 3,531$ -$ -$ -$ -$
CODE ENFORCEMENT TECHNICIAN I 4117 421 CEA 9410 Non-Exempt 3 10 1,781$ 1,875$ 1,974$ 2,078$ 2,187$ -$ -$ -$ -$
CODE ENFORCEMENT TECHNICIAN II 4118 423 CEA 9410 Non-Exempt 3 10 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
COMMUNICATIONS MANAGER 8056 856 PSO 8810 Exempt 2 4 4,028$ 4,240$ 4,463$ 4,698$ 4,945$ 5,205$ -$ -$ -$
COMMUNICATIONS SUPERVISOR 8050 855 PSO 8810 Exempt 2 4 2,835$ 2,984$ 3,141$ 3,306$ 3,480$ 3,663$ -$ -$ -$
COMMUNICATIONS TECNICIAN 7010 712 POA 8810 Non-Exempt 6 4 2,256$ 2,375$ 2,500$ 2,632$ 2,771$ 2,917$ 3,070$ -$ -$
CONSTROL SYSTEMS TECHNICIAN 4363 435 CEA 9420 Non-Exempt 3 12 2,563$ 2,698$ 2,840$ 2,989$ 3,146$ -$ -$ -$ -$
Page 1 of 6
PACKET PAGE 244
7
CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 7/26/18
Title Class Schedule Bargaining Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
CONSTRUCTION ENGINEERING MANAGER 3099 340 MME 9410 Exempt 2 2 3,434$ 3,434$ 3,434$ 3,434$ 4,292$ -$ -$ -$ -$
CONTROL SYSTEMS ADMINISTRATOR 4364 439 CEA 9420 Non-Exempt 3 12 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
DATABASE ADMINISTRATOR 4367 439 CEA 8810 Non-Exempt 3 1 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
DEPUTY CITY CLERK 4535 423 CEA 8810 Non-Exempt 5 1 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
DEPUTY DIRECTOR OF CDD - DEVELOPMENT REVIEW 2544 244 MME 8810 Exempt 1 10 4,185$ 4,185$ 4,185$ 4,185$ 5,229$ -$ -$ -$ -$
DEPUTY DIRECTOR OF CDD - LONG RANGE PLANNING 2545 244 MME 8810 Exempt 1 10 4,185$ 4,185$ 4,185$ 4,185$ 5,229$ -$ -$ -$ -$
DEPUTY DIRECTOR OF PUBLIC WORKS 2565 244 MME 9410 Exempt 1 1 4,185$ 4,185$ 4,185$ 4,185$ 5,229$ -$ -$ -$ -$
DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER 2555 249 MME 8810 Exempt 1 2 4,394$ 4,394$ 4,394$ 4,394$ 5,492$ -$ -$ -$ -$
DEPUTY DIRECTOR OF UTILITIES - WASTEWATER 2575 244 MME 9410 Exempt 1 13 4,185$ 4,185$ 4,185$ 4,185$ 5,229$ -$ -$ -$ -$
DEPUTY DIRECTOR OF UTILITIES - WATER 2574 244 MME 9410 Exempt 1 12 4,185$ 4,185$ 4,185$ 4,185$ 5,229$ -$ -$ -$ -$
DEPUTY FIRE CHIEF 2615 257 MME 7706 Exempt 1 5 4,734$ 4,734$ 4,734$ 4,734$ 5,917$ -$ -$ -$ -$
DIRECTOR OF COMMUNITY DEVELOPMENT 2550 267 DPH 8810 Exempt 1 1 5,192$ 5,192$ 5,192$ 5,192$ 6,493$ -$ -$ -$ -$
DIRECTOR OF FINANCE 2533 267 DPH 8810 Exempt 1 1 5,192$ 5,192$ 5,192$ 5,192$ 6,493$ -$ -$ -$ -$
DIRECTOR OF HUMAN RESOURCES 2540 267 DPH 8810 Exempt 1 1 5,192$ 5,192$ 5,192$ 5,192$ 6,493$ -$ -$ -$ -$
DIRECTOR OF PARKS AND RECREATION 2590 267 DPH 8810 Exempt 1 1 5,192$ 5,192$ 5,192$ 5,192$ 6,493$ -$ -$ -$ -$
DIRECTOR OF PUBLIC WORKS 2560 267 DPH 8810 Exempt 1 1 5,192$ 5,192$ 5,192$ 5,192$ 6,493$ -$ -$ -$ -$
DIRECTOR OF UTILITIES 2580 267 DPH 8810 Exempt 1 1 5,192$ 5,192$ 5,192$ 5,192$ 6,493$ -$ -$ -$ -$
ECONOMIC DEVELOPMENT MANAGER 3120 340 MME 9410 Exempt 2 1 3,434$ 3,434$ 3,434$ 3,434$ 4,292$ -$ -$ -$ -$
ENGINEER I 4160 435 CEA 9410 Non-Exempt 2 2 2,563$ 2,698$ 2,840$ 2,989$ 3,146$ -$ -$ -$ -$
ENGINEER II 4161 439 CEA 9410 Non-Exempt 2 2 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
ENGINEER III 4162 442 CEA 9410 Non-Exempt 2 2 3,073$ 3,235$ 3,405$ 3,584$ 3,773$ -$ -$ -$ -$
ENGINEERING INSPECTOR I 4151 430 CEA 9410 Non-Exempt 3 2 2,251$ 2,369$ 2,494$ 2,625$ 2,763$ -$ -$ -$ -$
ENGINEERING INSPECTOR II 4152 433 CEA 9410 Non-Exempt 3 2 2,433$ 2,561$ 2,696$ 2,838$ 2,987$ -$ -$ -$ -$
ENGINEERING INSPECTOR III 4153 439 CEA 9410 Non-Exempt 3 2 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
ENGINEERING INSPECTOR IV 4154 442 CEA 9410 Non-Exempt 3 2 3,073$ 3,235$ 3,405$ 3,584$ 3,773$ -$ -$ -$ -$
ENGINEERING TECHNICIAN I 4170 423 CEA 8810 Non-Exempt 3 2 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
ENGINEERING TECHNICIAN II 4171 425 CEA 8810 Non-Exempt 3 2 1,978$ 2,082$ 2,192$ 2,307$ 2,428$ -$ -$ -$ -$
ENGINEERING TECHNICIAN III 4172 430 CEA 8810 Non-Exempt 3 2 2,251$ 2,369$ 2,494$ 2,625$ 2,763$ -$ -$ -$ -$
ENVIRONMENTAL COMPLIANCE INSPECTOR 4220 432 CEA 9410 Non-Exempt 3 12 2,371$ 2,496$ 2,627$ 2,765$ 2,910$ -$ -$ -$ -$
ENVIRONMENTAL PROGRAMS MANAGER 3171 325 MME 9410 Exempt 3 13 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
EVIDENCE TECHNICIAN 7020 715 POA 9410 Non-Exempt 3 4 3,012$ 3,171$ 3,338$ 3,514$ 3,699$ 3,894$ 4,099$ -$ -$
FACILITIES MAINTENANCE SUPERVISOR 3070 315 MME 9420 Exempt 3 2 2,692$ 2,692$ 2,692$ 2,692$ 3,362$ -$ -$ -$ -$
FACILITIES MAINTENANCE TECHNICIAN (SBP)4305 450 CEA 9420 Non-Exempt 8 2 1,789$ 1,883$ 1,982$ 2,086$ 2,196$ 2,312$ 2,434$ 2,562$ 2,697$
FIRE BATTALION CHIEF 5010 505 FBC 7706 Exempt 1 5 4,383$ 4,614$ 4,857$ 5,113$ 5,382$ 5,665$ -$ -$ -$
FIRE CAPTAIN 6010 621 FFA 7706 Non-Exempt 2 5 3,420$ 3,600$ 3,789$ 3,988$ 4,198$ -$ -$ -$ -$
FIRE CHIEF 2610 272 DPH 7706 Exempt 1 1 5,440$ 5,440$ 5,440$ 5,440$ 6,802$ -$ -$ -$ -$
FIRE ENGINEER 6020 615 FFA 7706 Non-Exempt 3 5 2,925$ 3,079$ 3,241$ 3,412$ 3,592$ -$ -$ -$ -$
FIRE FIGHTER 6040 612 FFA 7706 Non-Exempt 4 5 2,431$ 2,701$ 2,843$ 2,993$ 3,151$ 3,317$ -$ -$ -$
FIRE INSPECTOR I 6198 626 FFA 9410 Non-Exempt 3 5 2,459$ 2,588$ 2,724$ 2,867$ 3,018$ -$ -$ -$ -$
Page 2 of 6
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CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 7/26/18
Title Class Schedule Bargaining Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
FIRE INSPECTOR II 6200 630 FFA 9410 Non-Exempt 3 5 2,728$ 2,872$ 3,023$ 3,182$ 3,349$ -$ -$ -$ -$
FIRE INSPECTOR III 6202 633 FFA 9410 Non-Exempt 3 5 2,948$ 3,103$ 3,266$ 3,438$ 3,619$ -$ -$ -$ -$
FIRE MARSHAL 3130 347 MME 9410 Exempt 1 1 3,675$ 3,675$ 3,675$ 3,675$ 4,593$ -$ -$ -$ -$
FIRE VEHICLE MECHANIC 6030 616 FFA 9420 Non-Exempt 7 5 2,998$ 3,156$ 3,322$ 3,497$ 3,681$ -$ -$ -$ -$
FLEET MAINTENANCE SUPERVISOR 3350 315 MME 9420 Exempt 3 12 2,692$ 2,692$ 2,692$ 2,692$ 3,362$ -$ -$ -$ -$
GIS SPECIALIST I 4177 433 CEA 8810 Non-Exempt 3 2 2,433$ 2,561$ 2,696$ 2,838$ 2,987$ -$ -$ -$ -$
GIS SPECIALIST II 4178 437 CEA 8810 Non-Exempt 3 2 2,699$ 2,841$ 2,991$ 3,148$ 3,314$ -$ -$ -$ -$
GOLF MAINTENANCE CREW COORDINATOR 3161 426 CEA 9420 Non-Exempt 8 6 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
HAZARDOUS MATERIALS COORDINATOR 6165 617 FFA 9420 Non-Exempt 3 5 3,525$ 3,711$ 3,906$ 4,112$ 4,328$ -$ -$ -$ -$
HEAVY EQUIPMENT MECHANIC 4250 426 CEA 9420 Non-Exempt 7 2 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
HOUSING PROGRAMS MANAGER 3168 320 MME 8810 Exempt 2 10 2,825$ 2,825$ 2,825$ 2,825$ 3,531$ -$ -$ -$ -$
HUMAN RESOURCES ADMINISTRATIVE ASSISTANT I 3532 360 CFE 8810 Non-Exempt 6 1 1,654$ 1,741$ 1,833$ 1,929$ 2,031$ -$ -$ -$ -$
HUMAN RESOURCES ADMINISTRATIVE ASSISTANT II 3534 363 CFE 8810 Non-Exempt 6 1 1,741$ 1,833$ 1,929$ 2,030$ 2,137$ -$ -$ -$ -$
HUMAN RESOURCES ADMINISTRATIVE ASSISTANT III 3536 365 CFE 8810 Non-Exempt 6 1 1,971$ 2,075$ 2,184$ 2,299$ 2,420$ -$ -$ -$ -$
HUMAN RESOURCES ANALYST I 3240 305 MME 8810 Exempt 2 1 2,441$ 2,441$ 2,441$ 2,441$ 3,050$ -$ -$ -$ -$
HUMAN RESOURCES ANALYST II 3245 315 MME 8810 Exempt 2 1 2,692$ 2,692$ 2,692$ 2,692$ 3,362$ -$ -$ -$ -$
HUMAN RESOURCES MANAGER 3320 325 MME 8810 Exempt 2 1 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
HUMAN RESOURCES SPECIALIST 3552 368 CFE 8810 Non-Exempt 5 1 2,040$ 2,147$ 2,260$ 2,379$ 2,504$ -$ -$ -$ -$
INFORMATION TECHNOLOGY ASSISTANT 4255 423 CEA 8810 Non-Exempt 3 1 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
INFORMATION TECHNOLOGY MANGER 3180 353 MME 8810 Exempt 2 1 3,911$ 3,911$ 3,911$ 3,911$ 4,887$ -$ -$ -$ -$
INFORMATION TECHNOLOGY SUPERVISOR 3145 325 MME 8810 Exempt 2 2 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
INFORMATION TECHNOLOGY SUPPORT SERVICES SUPERVISOR 3179 305 MME 8810 Exempt 2 1 2,441$ 2,441$ 2,441$ 2,441$ 3,050$ -$ -$ -$ -$
INTERIM DEPUTY CITY MANAGER 3034 244 MME 8810 Exempt 1 1 4,185$ 4,185$ 4,185$ 4,185$ 5,229$ -$ -$ -$ -$
INTERIM DEPUTY DIRECTOR - SUSTAINABILITY 3201 244 MME 8810 Exempt 2 6 4,185$ 4,185$ 4,185$ 4,185$ 5,229$ -$ -$ -$ -$
INTERIM DIRECTOR OF FINANCE 2536 244 MME 8810 Exempt 1 1 4,185$ 4,185$ 4,185$ 4,185$ 5,229$ -$ -$ -$ -$
INTERIM INFORMATION TECHNOLOGY SUPERVISOR 3181 335 MME 8810 Exempt 2 1 3,271$ 3,271$ 3,271$ 3,271$ 4,087$ -$ -$ -$ -$
LABORATORY ANALYST (SBP)4775 456 CEA 9410 Non-Exempt 3 13 2,290$ 2,411$ 2,538$ 2,672$ 2,813$ 2,961$ 3,117$ 3,281$ 3,454$
LABORATORY MANAGER 3185 330 MME 9410 Exempt 3 12 3,115$ 3,115$ 3,115$ 3,115$ 3,892$ -$ -$ -$ -$
LEAD NETWORK ADMINISTRATOR 4369 441 CEA 8810 Non-Exempt 3 1 2,993$ 3,150$ 3,316$ 3,490$ 3,674$ -$ -$ -$ -$
LEGAL ASSISTANT 3541 363 CFE 8810 Non-Exempt 6 1 1,741$ 1,833$ 1,929$ 2,030$ 2,137$ -$ -$ -$ -$
LEGAL ASSISTANT/PARALEGAL 3542 369 CFE 8810 Non-Exempt 6 1 2,151$ 2,264$ 2,383$ 2,508$ 2,640$ -$ -$ -$ -$
MAINTENANCE WORKER I 4290 417 CEA 9420 Non-Exempt 8 2 1,606$ 1,690$ 1,779$ 1,873$ 1,972$ -$ -$ -$ -$
MAINTENANCE WORKER II - PARKS 4330 421 CEA 9420 Non-Exempt 8 2 1,781$ 1,875$ 1,974$ 2,078$ 2,187$ -$ -$ -$ -$
MAINTENANCE WORKER III - PARKS 4320 419 CEA 9420 Non-Exempt 8 2 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
MAYOR 1010 110 CCM 8810 Exempt 1 1 693$ -$ -$ -$ -$ -$ -$ -$ -$
MECHANIC HELPER 4251 417 CEA 7706 Non-Exempt 7 5 1,606$ 1,690$ 1,779$ 1,873$ 1,972$ -$ -$ -$ -$
NATURAL RESOURCES MANAGER 3200 340 MME 8810 Exempt 2 6 3,434$ 3,434$ 3,434$ 3,434$ 4,292$ -$ -$ -$ -$
NEIGHBORHOOD OUTREACH MANAGER 3210 320 MME 8810 Exempt 2 1 2,825$ 2,825$ 2,825$ 2,825$ 3,531$ -$ -$ -$ -$
NETWORK ADMINISTRATOR 4366 439 CEA 8810 Non-Exempt 3 1 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
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PACKET PAGE 246
7
CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 7/26/18
Title Class Schedule Bargaining Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
NETWORK SERVICES SUPERVISOR 3155 330 MME 8810 Exempt 2 1 3,115$ 3,115$ 3,115$ 3,115$ 3,892$ -$ -$ -$ -$
NETWORK TECHNICIAN 4256 425 CEA 8810 Non-Exempt 3 1 1,978$ 2,082$ 2,192$ 2,307$ 2,428$ -$ -$ -$ -$
PARKING COORDINATOR 4380 426 CEA 9420 Non-Exempt 5 2 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
PARKING ENFORCEMENT OFFICER I 4390 420 CEA 9420 Non-Exempt 3 2 1,736$ 1,827$ 1,923$ 2,024$ 2,131$ -$ -$ -$ -$
PARKING ENFORCEMENT OFFICER II 4391 423 CEA 9420 Non-Exempt 3 2 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
PARKING METER REPAIR WORKER 4370 421 CEA 9420 Non-Exempt 7 2 1,781$ 1,875$ 1,974$ 2,078$ 2,187$ -$ -$ -$ -$
PARKING SERVICES MANAGER 3220 330 MME 9410 Exempt 2 2 3,115$ 3,115$ 3,115$ 3,115$ 3,892$ -$ -$ -$ -$
PARKING SERVICES SUPERVISOR 3225 305 MME 9410 Exempt 2 2 2,441$ 2,441$ 2,441$ 2,441$ 3,050$ -$ -$ -$ -$
PARKS CREW COORDINATOR 4340 451 CEA 9420 Non-Exempt 8 2 2,196$ 2,312$ 2,434$ 2,562$ 2,697$ -$ -$ -$ -$
PARKS MAINTENANCE SPECIALIST (SBP)4339 446 CEA 9420 Non-Exempt 8 2 1,610$ 1,695$ 1,784$ 1,878$ 1,977$ 2,081$ 2,190$ 2,305$ 2,426$
PARKS MAINTENANCE SUPERVISOR 3040 315 MME 9420 Exempt 3 2 2,692$ 2,692$ 2,692$ 2,692$ 3,362$ -$ -$ -$ -$
PERMIT SERVICES COORDINATOR 3115 305 MME 8810 Exempt 2 10 2,441$ 2,441$ 2,441$ 2,441$ 3,050$ -$ -$ -$ -$
PERMIT TECHNICIAN I 4105 419 CEA 8810 Non-Exempt 5 10 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
PERMIT TECHNICIAN II 4106 423 CEA 8810 Non-Exempt 7 1 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
PLANNING TECHNICIAN 4070 423 CEA 8810 Non-Exempt 5 10 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
PLANS EXAMINER 4115 437 CEA 8810 Non-Exempt 3 10 2,699$ 2,841$ 2,991$ 3,148$ 3,314$ -$ -$ -$ -$
POLICE CADET 7030 706 POA 7720 Non-Exempt 4 4 2,085$ 2,195$ 2,311$ 2,433$ 2,561$ 2,696$ 2,838$ -$ -$
POLICE CAPTAIN 8040 810 PSO 7720 Exempt 1 4 5,075$ 5,342$ 5,623$ 5,919$ 6,230$ 6,558$ -$ -$ -$
POLICE CHIEF 2600 279 DPH 9410 Exempt 1 1 5,802$ 5,802$ 5,802$ 5,802$ 7,252$ -$ -$ -$ -$
POLICE FIELD SERVICES TECHNICIAN 7040 709 POA 9410 Non-Exempt 3 4 2,202$ 2,318$ 2,440$ 2,568$ 2,703$ 2,845$ 2,995$ -$ -$
POLICE LIEUTENANT 8030 805 PSO 7720 Exempt 2 4 4,412$ 4,644$ 4,888$ 5,145$ 5,416$ 5,701$ -$ -$ -$
POLICE OFFICER 7510 720 POA 7720 Non-Exempt 4 4 2,722$ 2,865$ 3,016$ 3,175$ 3,342$ 3,518$ 3,703$ 3,898$ 4,103$
POLICE RECORDS CLERK I 7050 700 POA 8810 Non-Exempt 6 4 1,693$ 1,782$ 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$
POLICE RECORDS CLERK II 7060 703 POA 8810 Non-Exempt 6 4 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ 2,424$ 2,552$ -$ -$
POLICE RECORDS SUPERVISOR 8045 850 PSO 8810 Exempt 2 4 2,557$ 2,692$ 2,834$ 2,983$ 3,140$ 3,305$ -$ -$ -$
POLICE SERGEANT 8010 800 PSO 7720 Non-Exempt 3 4 3,835$ 4,037$ 4,249$ 4,473$ 4,708$ 4,956$ -$ -$ -$
PRINCIPAL PLANNER 3341 340 MME 8810 Exempt 2 10 3,434$ 3,434$ 3,434$ 3,434$ 4,292$ -$ -$ -$ -$
PROPERTY AND EVIDENCE CLERK 7043 709 POA 8810 Non-Exempt 3 4 2,202$ 2,318$ 2,440$ 2,568$ 2,703$ 2,845$ 2,995$ -$ -$
PURCHASING ANALYST 3021 305 MME 8810 Exempt 2 1 2,441$ 2,441$ 2,441$ 2,441$ 3,050$ -$ -$ -$ -$
RANGER MAINTENANCE WORKER 4335 419 CEA 9420 Non-Exempt 8 6 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
RECREATION COORDINATOR 4460 426 CEA 9420 Non-Exempt 5 6 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
RECREATION MANAGER 3290 320 MME 8810 Exempt 2 6 2,825$ 2,825$ 2,825$ 2,825$ 3,531$ -$ -$ -$ -$
RECREATION SUPERVISOR 3300 305 MME VARIES Exempt 2 6 2,441$ 2,441$ 2,441$ 2,441$ 3,050$ -$ -$ -$ -$
SENIOR ACCOUNTANT 3100 315 MME 8810 Exempt 2 1 2,692$ 2,692$ 2,692$ 2,692$ 3,362$ -$ -$ -$ -$
SENIOR ADMINISTRATIVE ANALYST 3030 315 MME 8810 Exempt 2 1 2,692$ 2,692$ 2,692$ 2,692$ 3,362$ -$ -$ -$ -$
SENIOR CIVIL ENGINEER 3335 330 MME 9410 Exempt 2 2 3,115$ 3,115$ 3,115$ 3,115$ 3,892$ -$ -$ -$ -$
SENIOR PLANNER 3326 320 MME 8810 Exempt 2 10 2,825$ 2,825$ 2,825$ 2,825$ 3,531$ -$ -$ -$ -$
SIGNAL AND STREETLIGHT TECHNICIAN 4540 430 CEA 9420 Non-Exempt 3 2 2,251$ 2,369$ 2,494$ 2,625$ 2,763$ -$ -$ -$ -$
STAFETY AND TECHNICAL TRAINING ENGINEER 3405 320 MME 9410 Exempt 2 2 2,825$ 2,825$ 2,825$ 2,825$ 3,531$ -$ -$ -$ -$
Page 4 of 6
PACKET PAGE 247
7
CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 7/26/18
Title Class Schedule Bargaining Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
STREET SUPERVISOR 3331 315 MME 9420 Exempt 3 2 2,692$ 2,692$ 2,692$ 2,692$ 3,362$ -$ -$ -$ -$
STREETS CREW COORDINATOR 4365 451 CEA 9420 Non-Exempt 7 2 2,196$ 2,312$ 2,434$ 2,562$ 2,697$ -$ -$ -$ -$
STREETS MAINTENANCE OPERATOR (SBP)4360 446 CEA 9420 Non-Exempt 8 2 1,610$ 1,695$ 1,784$ 1,878$ 1,977$ 2,081$ 2,190$ 2,305$ 2,426$
SUPERVISING ACCOUNTING ASSISTANT 4525 426 CEA 8810 Non-Exempt 6 1 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
SUPERVISING ADMINISTRATIVE ASSISTANT 4530 426 CEA 8810 Non-Exempt 6 1 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
SUPERVISING CIVIL ENGINEER 3340 340 MME 9410 Exempt 2 2 3,434$ 3,434$ 3,434$ 3,434$ 4,292$ -$ -$ -$ -$
SUPERVISING UTILITY BILLING ASSISTANT 4526 426 CEA 8810 Non-Exempt 6 1 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
SUSTAINABILITY MANAGER 3442 325 MME 8810 Exempt 2 1 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
SWEEPER OPERATOR 4230 422 CEA 9420 Non-Exempt 8 2 1,828$ 1,924$ 2,025$ 2,132$ 2,244$ -$ -$ -$ -$
SYSTEMS INTEGRATION ADMINISTRATOR 4369 439 CEA-C 8810 Non-Exempt 3 1 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
TECHNOLOGY PROJECT MANAGER 3441 325 MME-C 8810 Exempt 2 1 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
TOURISM COORDINATOR 4033 426 CEA 8810 Non-Exempt 5 1 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
TOURISM MANAGER 3033 320 MME 8810 Exempt 2 1 2,825$ 2,825$ 2,825$ 2,825$ 3,531$ -$ -$ -$ -$
TRANSIT ASSISTANT 4143 423 CEA 8810 Non-Exempt 6 2 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
TRANSIT COORDINATOR 4145 426 CEA 9410 Non-Exempt 6 2 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
TRANSIT MANAGER 3360 330 MME 9410 Exempt 2 2 3,115$ 3,115$ 3,115$ 3,115$ 3,892$ -$ -$ -$ -$
TRANSPORTATION ASSISTANT 4140 423 CEA 9410 Non-Exempt 6 2 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
TRANSPORTATION MANAGER 3262 340 MME 9410 Exempt 2 2 3,434$ 3,434$ 3,434$ 3,434$ 4,292$ -$ -$ -$ -$
TRANSPORTATION PLANNER-ENGINEER I 4163 435 CEA 9410 Non-Exempt 2 2 2,563$ 2,698$ 2,840$ 2,989$ 3,146$ -$ -$ -$ -$
TRANSPORTATION PLANNER-ENGINEER II 4164 439 CEA 9410 Non-Exempt 2 2 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
TRANSPORTATION PLANNER-ENGINEER III 4165 442 CEA 9410 Non-Exempt 2 2 3,073$ 3,235$ 3,405$ 3,584$ 3,773$ -$ -$ -$ -$
UNDERGROUND UTILITIES LOCATOR 4575 423 CEA 9420 Non-Exempt 7 12 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
URBAN FOREST SUPERVISOR/CITY ARBORIST 3045 315 MME 9420 Exempt 3 2 2,692$ 2,692$ 2,692$ 2,692$ 3,362$ -$ -$ -$ -$
URBAN FORESTER (SBP)4570 450 CEA 9420 Non-Exempt 8 2 1,789$ 1,883$ 1,982$ 2,086$ 2,196$ 2,312$ 2,434$ 2,562$ 2,697$
UTILITIES BUSINESS MANAGER 3175 330 MME 8810 Exempt 2 12 3,115$ 3,115$ 3,115$ 3,115$ 3,892$ -$ -$ -$ -$
UTILITIES PROJECTS MANAGER 3400 330 MME 9410 Exempt 2 12 3,115$ 3,115$ 3,115$ 3,115$ 3,892$ -$ -$ -$ -$
UTILITY BILLING ASSISTANT 4021 419 CEA 8810 Non-Exempt 6 1 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
UTLITIES ENGINEER 3380 330 MME 9410 Exempt 2 2 3,115$ 3,115$ 3,115$ 3,115$ 3,892$ -$ -$ -$ -$
WASTEWATER COLLECTION SUPERVISOR 3420 325 MME 9420 Exempt 7 12 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
WASTEWATER COLLECTION SYSTEM OPERATOR (SBP)4771 452 CEA 9420 Non-Exempt 7 13 2,010$ 2,116$ 2,227$ 2,344$ 2,467$ 2,597$ 2,734$ 2,878$ 3,029$
WATER DISTRIBUTION CHIEF OPERATOR 4179 437 CEA 9420 Non-Exempt 7 12 2,699$ 2,841$ 2,991$ 3,148$ 3,314$ -$ -$ -$ -$
WATER DISTRIBUTION SUPERVISOR 3430 325 MME 9420 Exempt 3 12 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
WATER DISTRIBUTION SYSTEM OPERATOR (SBP)4773 452 CEA 9420 Non-Exempt 7 12 2,010$ 2,116$ 2,227$ 2,344$ 2,467$ 2,597$ 2,734$ 2,878$ 3,029$
WATER RESOURCE PROGRAM MANAGER 3372 320 MME 9410 Exempt 2 12 2,825$ 2,825$ 2,825$ 2,825$ 3,531$ -$ -$ -$ -$
WATER RESOURCE RECOVERY FACILITY CHIEF OPERATOR 4795 445 CEA 9420 Non-Exempt 7 13 3,033$ 3,193$ 3,361$ 3,538$ 3,724$ -$ -$ -$ -$
WATER RESOURCE RECOVERY FACILITY OPERATOR (SBP)4778 456 CEA 9420 Non-Exempt 7 13 2,290$ 2,411$ 2,538$ 2,672$ 2,813$ 2,961$ 3,117$ 3,281$ 3,454$
WATER RESOURCE RECOVERY FACILITY PLANT SUPERVISOR 3410 335 MME 9420 Exempt 3 13 3,271$ 3,271$ 3,271$ 3,271$ 4,087$ -$ -$ -$ -$
WATER RESOURCES RECOVERY FACILITY CHIEF MAINTENANCE TECHNICIAN 4685 444 CEA 9420 Non-Exempt 7 13 2,879$ 3,031$ 3,190$ 3,358$ 3,535$ -$ -$ -$ -$
WATER RESOURCES RECOVERY FACILITY MAINTENANCE TECHNICIAN (SBP)4777 456 CEA 9420 Non-Exempt 7 13 2,290$ 2,411$ 2,538$ 2,672$ 2,813$ 2,961$ 3,117$ 3,281$ 3,454$
Page 5 of 6
PACKET PAGE 248
7
CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 7/26/18
Title Class Schedule Bargaining Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
WATER RESOURCES TECHNICIAN 4580 430 CEA 9420 Non-Exempt 3 12 2,251$ 2,369$ 2,494$ 2,625$ 2,763$ -$ -$ -$ -$
WATER SUPPLY OPERATOR (SBP)4774 452 CEA 9420 Non-Exempt 7 12 2,010$ 2,116$ 2,227$ 2,344$ 2,467$ 2,597$ 2,734$ 2,878$ 3,029$
WATER TREATMENT PLAN CHIEF OPERATOR 4790 445 CEA 9420 Non-Exempt 7 12 3,033$ 3,193$ 3,361$ 3,538$ 3,724$ -$ -$ -$ -$
WATER TREATMENT PLANT CHIEF MAINTENANCE TECHNICIAN 4781 444 CEA 9420 Non-Exempt 7 12 2,879$ 3,031$ 3,190$ 3,358$ 3,535$ -$ -$ -$ -$
WATER TREATMENT PLANT OPERATOR (SBP)4776 456 CEA 9420 Non-Exempt 7 12 2,290$ 2,411$ 2,538$ 2,672$ 2,813$ 2,961$ 3,117$ 3,281$ 3,454$
WATER TREATMENT PLANT SUPERVISOR 3460 335 MME 9420 Exempt 3 12 3,271$ 3,271$ 3,271$ 3,271$ 4,087$ -$ -$ -$ -$
WHALE ROCK RESERVOIR SUPERVISOR 3450 325 MME 9420 Exempt 3 12 2,967$ 2,967$ 2,967$ 2,967$ 3,708$ -$ -$ -$ -$
Page 6 of 6
PACKET PAGE 249
7
CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 8/9/18
Title Class Schedule Bargaining
Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
ACCOUNTANT 3020 305 MME 8810 Exempt 2 1 2,465$ 2,465$ 2,465$ 2,465$ 3,081$ -$ -$ -$ -$
ACCOUNTING ASSISTANT I 4020 417 CEA 8810 Non-Exempt 6 1 1,606$ 1,690$ 1,779$ 1,873$ 1,972$ -$ -$ -$ -$
ACCOUNTING ASSISTANT II 4030 419 CEA 8810 Non-Exempt 6 1 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
ACCOUNTING ASSISTANT III 4040 421 CEA 8810 Non-Exempt 6 1 1,781$ 1,875$ 1,974$ 2,078$ 2,187$ -$ -$ -$ -$
ACCOUNTING MANAGER 3011 347 MME 8810 Exempt 2 1 3,712$ 3,712$ 3,712$ 3,712$ 4,639$ -$ -$ -$ -$
ACTIVE TRANSPORTATION MANAGER 3261 325 MME 8810 Exempt 2 2 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
ADMINISTRATION EXECUTIVE ASSISTANT 3520 365 CFE 8810 Non-Exempt 6 1 1,971$ 2,075$ 2,184$ 2,299$ 2,420$ -$ -$ -$ -$
ADMINISTRATIVE ANALYST 3029 305 MME 8810 Exempt 2 1 2,465$ 2,465$ 2,465$ 2,465$ 3,081$ -$ -$ -$ -$
ADMINISTRATIVE ASSISTANT I 4500 417 CEA 8810 Non-Exempt 6 1 1,606$ 1,690$ 1,779$ 1,873$ 1,972$ -$ -$ -$ -$
ADMINISTRATIVE ASSISTANT II 4510 419 CEA 8810 Non-Exempt 6 1 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
ADMINISTRATIVE ASSISTANT III 4520 423 CEA 8810 Non-Exempt 6 1 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
APPLICATION SYSTEM SPECIALIST 4368 439 CEA-C 9410 Non-Exempt 3 1 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
ASSISTANT CITY ATTORNEY 3050 353 MME 8810 Exempt 2 1 3,950$ 3,950$ 3,950$ 3,950$ 4,936$ -$ -$ -$ -$
ASSISTANT CITY CLERK 3036 305 MME 8810 Exempt 2 1 2,465$ 2,465$ 2,465$ 2,465$ 3,081$ -$ -$ -$ -$
ASSISTANT CITY MANAGER 2510 267 DPH 8810 Exempt 1 1 5,244$ 5,244$ 5,244$ 5,244$ 6,558$ -$ -$ -$ -$
ASSISTANT PLANNER 4080 432 CEA 8810 Non-Exempt 5 10 2,371$ 2,496$ 2,627$ 2,765$ 2,910$ -$ -$ -$ -$
ASSISTANT TO THE CITY MANAGER 3031 335 MME 8810 Exempt 2 1 3,304$ 3,304$ 3,304$ 3,304$ 4,128$ -$ -$ -$ -$
ASSOCIATE PLANNER 4090 437 CEA 8810 Non-Exempt 2 10 2,699$ 2,841$ 2,991$ 3,148$ 3,314$ -$ -$ -$ -$
BUDGET MANAGER 3025 330 MME 8810 Exempt 2 1 3,146$ 3,146$ 3,146$ 3,146$ 3,931$ -$ -$ -$ -$
BUILDING AND SAFETY SUPERVISOR 3075 325 MME 9410 Exempt 2 10 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
BUILDING INSPECTOR I 4100 432 CEA 9410 Non-Exempt 3 10 2,371$ 2,496$ 2,627$ 2,765$ 2,910$ -$ -$ -$ -$
BUILDING INSPECTOR II 4113 435 CEA 9410 Non-Exempt 3 10 2,563$ 2,698$ 2,840$ 2,989$ 3,146$ -$ -$ -$ -$
BUSINESS ANALYST 3026 315 MME-C 8810 Exempt 2 1 2,719$ 2,719$ 2,719$ 2,719$ 3,396$ -$ -$ -$ -$
CHIEF BUILDING OFFICIAL 2537 244 MME 9410 Exempt 2 10 4,227$ 4,227$ 4,227$ 4,227$ 5,281$ -$ -$ -$ -$
CITY ATTORNEY 2020 210 APO 8810 Exempt 2 1 7,569$ -$ -$ -$ -$ -$ -$ -$ -$
CITY BIOLOGIST 3570 325 MME 9410 Exempt 2 6 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
CITY CLERK 3035 340 MME 8810 Exempt 2 1 3,468$ 3,468$ 3,468$ 3,468$ 4,335$ -$ -$ -$ -$
CITY COUNCIL MEMBER 1030 104 CCM 8810 Exempt 1 1 554$ -$ -$ -$ -$ -$ -$ -$ -$
CITY MANAGER 2010 220 APO 8810 Exempt 1 1 8,953$ -$ -$ -$ -$ -$ -$ -$ -$
CLASSIFICATION AND COMPENSATION SPECIALIST 3553 368 CFE-C 8810 Non-Exempt 5 1 2,040$ 2,147$ 2,260$ 2,379$ 2,504$ -$ -$ -$ -$
CODE ENFORCEMENT OFFICER I 4114 432 CEA 9410 Non-Exempt 3 10 2,371$ 2,496$ 2,627$ 2,765$ 2,910$ -$ -$ -$ -$
CODE ENFORCEMENT OFFIECR II 4116 435 CEA 9410 Non-Exempt 3 10 2,563$ 2,698$ 2,840$ 2,989$ 3,146$ -$ -$ -$ -$
CODE ENFORCEMENT SUPERVISOR 3076 320 MME 9410 Exempt 2 10 2,853$ 2,853$ 2,853$ 2,853$ 3,566$ -$ -$ -$ -$
CODE ENFORCEMENT TECHNICIAN I 4117 421 CEA 9410 Non-Exempt 3 10 1,781$ 1,875$ 1,974$ 2,078$ 2,187$ -$ -$ -$ -$
CODE ENFORCEMENT TECHNICIAN II 4118 423 CEA 9410 Non-Exempt 3 10 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
COMMUNCATIONS TECHNICIAN 7010 712 POA 8810 Non-Exempt 6 4 2,256$ 2,375$ 2,500$ 2,632$ 2,771$ 2,917$ 3,070$ -$ -$
COMMUNICATIONS MANAGER 8056 856 PSO 8810 Exempt 2 4 4,028$ 4,240$ 4,463$ 4,698$ 4,945$ 5,205$ -$ -$ -$
COMMUNICATIONS SUPERVISOR 8050 855 PSO 8810 Exempt 2 4 2,835$ 2,984$ 3,141$ 3,306$ 3,480$ 3,663$ -$ -$ -$
CONSTRUCTION ENGINEERING MANAGER 3099 340 MME 9410 Exempt 2 2 3,468$ 3,468$ 3,468$ 3,468$ 4,335$ -$ -$ -$ -$
Page 1 of 6
PACKET PAGE 250
7
CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 8/9/18
Title Class Schedule Bargaining
Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
CONTROL SYSTEMS ADMINISTRATOR 4364 439 CEA 9420 Non-Exempt 3 12 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
CONTROL SYSTEMS TECHNICIAN 4363 435 CEA 9420 Non-Exempt 3 12 2,563$ 2,698$ 2,840$ 2,989$ 3,146$ -$ -$ -$ -$
DATABASE ADMINISTRATOR 4367 439 CEA 8810 Non-Exempt 3 1 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
DEPUTY CITY CLERK 4535 423 CEA 8810 Non-Exempt 5 1 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
DEPUTY DIRECTOR OF CDD - DEVELOPMENT REVIEW 2544 244 MME 8810 Exempt 1 10 4,227$ 4,227$ 4,227$ 4,227$ 5,281$ -$ -$ -$ -$
DEPUTY DIRECTOR OF CDD - LONG RANGE PLANNING 2545 244 MME 8810 Exempt 1 10 4,227$ 4,227$ 4,227$ 4,227$ 5,281$ -$ -$ -$ -$
DEPUTY DIRECTOR OF PUBLIC WORKS 2565 244 MME 9410 Exempt 1 1 4,227$ 4,227$ 4,227$ 4,227$ 5,281$ -$ -$ -$ -$
DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER 2555 249 MME 8810 Exempt 1 2 4,438$ 4,438$ 4,438$ 4,438$ 5,547$ -$ -$ -$ -$
DEPUTY DIRECTOR OF UTILITIES - WASTEWATER 2575 244 MME 9410 Exempt 1 13 4,227$ 4,227$ 4,227$ 4,227$ 5,281$ -$ -$ -$ -$
DEPUTY DIRECTOR OF UTILITIES - WATER 2574 244 MME 9410 Exempt 1 12 4,227$ 4,227$ 4,227$ 4,227$ 5,281$ -$ -$ -$ -$
DEPUTY FIRE CHIEF 2615 257 MME 7706 Exempt 1 5 4,781$ 4,781$ 4,781$ 4,781$ 5,976$ -$ -$ -$ -$
DIRECTOR OF COMMUNITY DEVELOPMENT 2550 267 DPH 8810 Exempt 1 1 5,244$ 5,244$ 5,244$ 5,244$ 6,558$ -$ -$ -$ -$
DIRECTOR OF FINANCE 2533 267 DPH 8810 Exempt 1 1 5,244$ 5,244$ 5,244$ 5,244$ 6,558$ -$ -$ -$ -$
DIRECTOR OF HUMAN RESOURCES 2540 267 DPH 8810 Exempt 1 1 5,244$ 5,244$ 5,244$ 5,244$ 6,558$ -$ -$ -$ -$
DIRECTOR OF PARKS AND RECREATION 2590 267 DPH 8810 Exempt 1 1 5,244$ 5,244$ 5,244$ 5,244$ 6,558$ -$ -$ -$ -$
DIRECTOR OF PUBLIC WORKS 2560 267 DPH 8810 Exempt 1 1 5,244$ 5,244$ 5,244$ 5,244$ 6,558$ -$ -$ -$ -$
DIRECTOR OF UTILITIES 2580 267 DPH 8810 Exempt 1 1 5,244$ 5,244$ 5,244$ 5,244$ 6,558$ -$ -$ -$ -$
ECONOMIC DEVELOPMENT MANAGER 3120 340 MME 9410 Exempt 2 1 3,468$ 3,468$ 3,468$ 3,468$ 4,335$ -$ -$ -$ -$
ENGINEER I 4160 435 CEA 9410 Non-Exempt 2 2 2,563$ 2,698$ 2,840$ 2,989$ 3,146$ -$ -$ -$ -$
ENGINEER II 4161 439 CEA 9410 Non-Exempt 2 2 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
ENGINEER III 4162 442 CEA 9410 Non-Exempt 2 2 3,073$ 3,235$ 3,405$ 3,584$ 3,773$ -$ -$ -$ -$
ENGINEERING INSPECTOR I 4151 430 CEA 9410 Non-Exempt 3 2 2,251$ 2,369$ 2,494$ 2,625$ 2,763$ -$ -$ -$ -$
ENGINEERING INSPECTOR II 4152 433 CEA 9410 Non-Exempt 3 2 2,433$ 2,561$ 2,696$ 2,838$ 2,987$ -$ -$ -$ -$
ENGINEERING INSPECTOR III 4153 439 CEA 9410 Non-Exempt 3 2 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
ENGINEERING INSPECTOR IV 4154 442 CEA 9410 Non-Exempt 3 2 3,073$ 3,235$ 3,405$ 3,584$ 3,773$ -$ -$ -$ -$
ENGINEERING TECHNICIAN I 4170 423 CEA 8810 Non-Exempt 3 2 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
ENGINEERING TECHNICIAN II 4171 425 CEA 8810 Non-Exempt 3 2 1,978$ 2,082$ 2,192$ 2,307$ 2,428$ -$ -$ -$ -$
ENGINEERING TECHNICIAN III 4172 430 CEA 8810 Non-Exempt 3 2 2,251$ 2,369$ 2,494$ 2,625$ 2,763$ -$ -$ -$ -$
ENVIRONMENTAL COMPLIANCE INSPECTOR 4220 432 CEA 9410 Non-Exempt 3 12 2,371$ 2,496$ 2,627$ 2,765$ 2,910$ -$ -$ -$ -$
ENVIRONMENTAL PROGRAMS MANAGER 3171 325 MME 9410 Exempt 3 13 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
EVIDENCE TECHNICIAN 7020 715 POA 9410 Non-Exempt 3 4 3,012$ 3,171$ 3,338$ 3,514$ 3,699$ 3,894$ 4,099$ -$ -$
FACILITIES MAINTENANCE SUPERVISOR 3070 315 MME 9420 Exempt 3 2 2,719$ 2,719$ 2,719$ 2,719$ 3,396$ -$ -$ -$ -$
FACILITIES MAINTENANCE TECHNICIAN (SBP)4305 450 CEA 9420 Non-Exempt 8 2 1,789$ 1,883$ 1,982$ 2,086$ 2,196$ 2,312$ 2,434$ 2,562$ 2,697$
FIRE BATTALION CHIEF 5010 505 FBC 7706 Exempt 1 5 4,383$ 4,614$ 4,857$ 5,113$ 5,382$ 5,665$ -$ -$ -$
FIRE CAPTAIN 6010 621 FFA 7706 Non-Exempt 2 5 3,420$ 3,600$ 3,789$ 3,988$ 4,198$ -$ -$ -$ -$
FIRE CHIEF 2610 272 DPH 7706 Exempt 1 1 5,494$ 5,494$ 5,494$ 5,494$ 6,870$ -$ -$ -$ -$
FIRE ENGINEER 6020 615 FFA 7706 Non-Exempt 3 5 2,925$ 3,079$ 3,241$ 3,412$ 3,592$ -$ -$ -$ -$
FIRE FIGHTER 6040 612 FFA 7706 Non-Exempt 4 5 2,431$ 2,701$ 2,843$ 2,993$ 3,151$ 3,317$ -$ -$ -$
FIRE INSPECTOR I 6198 626 FFA 9410 Non-Exempt 3 5 2,459$ 2,588$ 2,724$ 2,867$ 3,018$ -$ -$ -$ -$
Page 2 of 6
PACKET PAGE 251
7
CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 8/9/18
Title Class Schedule Bargaining
Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
FIRE INSPECTOR II 6200 630 FFA 9410 Non-Exempt 3 5 2,728$ 2,872$ 3,023$ 3,182$ 3,349$ -$ -$ -$ -$
FIRE INSPECTOR III 6202 633 FFA 9410 Non-Exempt 3 5 2,948$ 3,103$ 3,266$ 3,438$ 3,619$ -$ -$ -$ -$
FIRE MARSHAL 3130 347 MME 9410 Exempt 1 1 3,712$ 3,712$ 3,712$ 3,712$ 4,639$ -$ -$ -$ -$
FIRE VEHICLE MECHANIC 6030 616 FFA 9420 Non-Exempt 7 5 2,998$ 3,156$ 3,322$ 3,497$ 3,681$ -$ -$ -$ -$
FLEET MAINTENANCE SUPERVISOR 3350 315 MME 9420 Exempt 3 12 2,719$ 2,719$ 2,719$ 2,719$ 3,396$ -$ -$ -$ -$
GIS SPECIALIST I 4177 433 CEA 8810 Non-Exempt 3 2 2,433$ 2,561$ 2,696$ 2,838$ 2,987$ -$ -$ -$ -$
GIS SPECIALIST II 4178 437 CEA 8810 Non-Exempt 3 2 2,699$ 2,841$ 2,991$ 3,148$ 3,314$ -$ -$ -$ -$
GOLF MAINTENANCE CREW COORDINATOR 3161 426 CEA 9420 Non-Exempt 8 6 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
HAZARDOUS MATERIALS COORDINATOR 6165 617 FFA 9420 Non-Exempt 3 5 3,525$ 3,711$ 3,906$ 4,112$ 4,328$ -$ -$ -$ -$
HEAVY EQUIPMENT MECHANIC 4250 426 CEA 9420 Non-Exempt 7 2 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
HOUSING PROGRAMS MANAGER 3168 320 MME 8810 Exempt 2 10 2,853$ 2,853$ 2,853$ 2,853$ 3,566$ -$ -$ -$ -$
HUMAN RESOURCES ADMINISTRATIVE ASSISTANT I 3532 360 CFE 8810 Non-Exempt 6 1 1,654$ 1,741$ 1,833$ 1,929$ 2,031$ -$ -$ -$ -$
HUMAN RESOURCES ADMINISTRATIVE ASSISTANT II 3534 363 CFE 8810 Non-Exempt 6 1 1,741$ 1,833$ 1,929$ 2,030$ 2,137$ -$ -$ -$ -$
HUMAN RESOURCES ADMINISTRATIVE ASSISTANT III 3536 365 CFE 8810 Non-Exempt 6 1 1,971$ 2,075$ 2,184$ 2,299$ 2,420$ -$ -$ -$ -$
HUMAN RESOURCES ANALYST I 3240 305 MME 8810 Exempt 2 1 2,465$ 2,465$ 2,465$ 2,465$ 3,081$ -$ -$ -$ -$
HUMAN RESOURCES ANALYST II 3245 315 MME 8810 Exempt 2 1 2,719$ 2,719$ 2,719$ 2,719$ 3,396$ -$ -$ -$ -$
HUMAN RESOURCES MANAGER 3320 325 MME 8810 Exempt 2 1 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
HUMAN RESOURCES SPECIALIST 3552 368 CFE 8810 Non-Exempt 5 1 2,040$ 2,147$ 2,260$ 2,379$ 2,504$ -$ -$ -$ -$
INFORMATION TECHNOLOGY ASSISTANT 4255 423 CEA 8810 Non-Exempt 3 1 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
INFORMATION TECHNOLOGY MANAGER 3180 353 MME 8810 Exempt 2 1 3,950$ 3,950$ 3,950$ 3,950$ 4,936$ -$ -$ -$ -$
INFORMATION TECHNOLOGY SUPERVISOR 3145 325 MME 8810 Exempt 2 2 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
INFORMATION TECHNOLOGY SUPPORT SERVICES SUPERVISOR 3179 305 MME 8810 Exempt 2 1 2,465$ 2,465$ 2,465$ 2,465$ 3,081$ -$ -$ -$ -$
INTERIM DEPUTY DIRECTOR - SUSTAINABILITY 3201 244 MME 8810 Exempt 2 6 4,227$ 4,227$ 4,227$ 4,227$ 5,281$ -$ -$ -$ -$
INTERIM DIRECTOR OF FINANCE 2536 244 MME 8810 Exempt 1 1 4,227$ 4,227$ 4,227$ 4,227$ 5,281$ -$ -$ -$ -$
INTERIM INFORMATION TECHNOLOGY SUPERVISOR 3181 335 MME 8810 Exempt 2 1 3,304$ 3,304$ 3,304$ 3,304$ 4,128$ -$ -$ -$ -$
INTERIN DEPUTY CITY MANAGER 3034 244 MME 8810 Exempt 1 1 4,227$ 4,227$ 4,227$ 4,227$ 5,281$ -$ -$ -$ -$
LABORATORY ANALYST (SBP)4775 456 CEA 9410 Non-Exempt 3 13 2,290$ 2,411$ 2,538$ 2,672$ 2,813$ 2,961$ 3,117$ 3,281$ 3,454$
LABORATORY MANAGER 3185 330 MME 9410 Exempt 3 12 3,146$ 3,146$ 3,146$ 3,146$ 3,931$ -$ -$ -$ -$
LEAD NETWORK ADMINISTRATOR 4369 441 CEA 8810 Non-Exempt 3 1 2,993$ 3,150$ 3,316$ 3,490$ 3,674$ -$ -$ -$ -$
LEGAL ASSISTANT 3541 363 CFE 8810 Non-Exempt 6 1 1,741$ 1,833$ 1,929$ 2,030$ 2,137$ -$ -$ -$ -$
LEGAL ASSISTANT/PARALEGAL 3542 369 CFE 8810 Non-Exempt 6 1 2,151$ 2,264$ 2,383$ 2,508$ 2,640$ -$ -$ -$ -$
MAINTENANCE WORKER I 4290 417 CEA 9420 Non-Exempt 8 2 1,606$ 1,690$ 1,779$ 1,873$ 1,972$ -$ -$ -$ -$
MAINTENANCE WORKER II - PARKS 4330 421 CEA 9420 Non-Exempt 8 2 1,781$ 1,875$ 1,974$ 2,078$ 2,187$ -$ -$ -$ -$
MAINTENANCE WORKER III - PARKS 4320 419 CEA 9420 Non-Exempt 8 2 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
MAYOR 1010 110 CCM 8810 Exempt 1 1 693$ -$ -$ -$ -$ -$ -$ -$ -$
MECHANIC HELPER 4251 417 CEA 7706 Non-Exempt 7 5 1,606$ 1,690$ 1,779$ 1,873$ 1,972$ -$ -$ -$ -$
NATURAL RESOURCES MANAGER 3200 340 MME 8810 Exempt 2 6 3,468$ 3,468$ 3,468$ 3,468$ 4,335$ -$ -$ -$ -$
NEIGHBORHOOD OUTREACH MANAGER 3210 320 MME 8810 Exempt 2 1 2,853$ 2,853$ 2,853$ 2,853$ 3,566$ -$ -$ -$ -$
NETWORK ADMINISTRATOR 4366 439 CEA 8810 Non-Exempt 3 1 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
Page 3 of 6
PACKET PAGE 252
7
CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 8/9/18
Title Class Schedule Bargaining
Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
NETWORK SERVICES SUPERVISOR 3155 330 MME 8810 Exempt 2 1 3,146$ 3,146$ 3,146$ 3,146$ 3,931$ -$ -$ -$ -$
NETWORK TECHNICIAN 4256 425 CEA 8810 Non-Exempt 3 1 1,978$ 2,082$ 2,192$ 2,307$ 2,428$ -$ -$ -$ -$
PARKING COORDINATOR 4380 426 CEA 9420 Non-Exempt 5 2 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
PARKING ENFORCEMENT OFFICER I 4390 420 CEA 9420 Non-Exempt 3 2 1,736$ 1,827$ 1,923$ 2,024$ 2,131$ -$ -$ -$ -$
PARKING ENFORCEMENT OFFICER II 4391 423 CEA 9420 Non-Exempt 3 2 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
PARKING METER REPAIR WORKER 4370 421 CEA 9420 Non-Exempt 7 2 1,781$ 1,875$ 1,974$ 2,078$ 2,187$ -$ -$ -$ -$
PARKING SERVICES MANAGER 3220 330 MME 9410 Exempt 2 2 3,146$ 3,146$ 3,146$ 3,146$ 3,931$ -$ -$ -$ -$
PARKING SERVICES SUPERVISOR 3225 305 MME 9410 Exempt 2 2 2,465$ 2,465$ 2,465$ 2,465$ 3,081$ -$ -$ -$ -$
PARKS CREW COORDINATOR 4340 451 CEA 9420 Non-Exempt 8 2 2,196$ 2,312$ 2,434$ 2,562$ 2,697$ -$ -$ -$ -$
PARKS MAINTENANCE SPECIALIST (SBP)4339 446 CEA 9420 Non-Exempt 8 2 1,610$ 1,695$ 1,784$ 1,878$ 1,977$ 2,081$ 2,190$ 2,305$ 2,426$
PARKS MAINTENANCE SUPERVISOR 3040 315 MME 9420 Exempt 3 2 2,719$ 2,719$ 2,719$ 2,719$ 3,396$ -$ -$ -$ -$
PERMIT SERVICES COORDINATOR 3115 305 MME 8810 Exempt 2 10 2,465$ 2,465$ 2,465$ 2,465$ 3,081$ -$ -$ -$ -$
PERMIT TECHNICIAN II 4106 423 CEA 8810 Non-Exempt 7 1 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
PLANNING TECHNICIAN 4070 423 CEA 8810 Non-Exempt 5 10 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
PLANS EXAMINER 4115 437 CEA 8810 Non-Exempt 3 10 2,699$ 2,841$ 2,991$ 3,148$ 3,314$ -$ -$ -$ -$
POLICE CADET 7030 706 POA 7720 Non-Exempt 4 4 2,085$ 2,195$ 2,311$ 2,433$ 2,561$ 2,696$ 2,838$ -$ -$
POLICE CAPTAIN 8040 810 PSO 7720 Exempt 1 4 5,075$ 5,342$ 5,623$ 5,919$ 6,230$ 6,558$ -$ -$ -$
POLICE CHIEF 2600 279 DPH 9410 Exempt 1 1 6,266$ 6,266$ 6,266$ 6,266$ 7,832$ -$ -$ -$ -$
POLICE FIELD SERVICES TECHNICIAN 7040 709 POA 9410 Non-Exempt 3 4 2,202$ 2,318$ 2,440$ 2,568$ 2,703$ 2,845$ 2,995$ -$ -$
POLICE LIEUTENANT 8030 805 PSO 7720 Exempt 2 4 4,412$ 4,644$ 4,888$ 5,145$ 5,416$ 5,701$ -$ -$ -$
POLICE OFFICER 7510 720 POA 7720 Non-Exempt 4 4 2,722$ 2,865$ 3,016$ 3,175$ 3,342$ 3,518$ 3,703$ 3,898$ 4,103$
POLICE RECORDS CLERK I 7050 700 POA 8810 Non-Exempt 6 4 1,693$ 1,782$ 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$
POLICE RECORDS CLERK II 7060 703 POA 8810 Non-Exempt 6 4 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ 2,424$ 2,552$ -$ -$
POLICE RECORDS SUPERVISOR 8045 850 PSO 8810 Exempt 2 4 2,557$ 2,692$ 2,834$ 2,983$ 3,140$ 3,305$ -$ -$ -$
POLICE SERGEANT 8010 800 PSO 7720 Non-Exempt 3 4 3,835$ 4,037$ 4,249$ 4,473$ 4,708$ 4,956$ -$ -$ -$
PREMIT TECHNICIAN I 4105 419 CEA 8810 Non-Exempt 5 10 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
PRINCIPAL PLANNER 3341 340 MME 8810 Exempt 2 10 3,468$ 3,468$ 3,468$ 3,468$ 4,335$ -$ -$ -$ -$
PROPERTY AND EVIDENCE CLERK 7043 709 POA 8810 Non-Exempt 3 4 2,202$ 2,318$ 2,440$ 2,568$ 2,703$ 2,845$ 2,995$ -$ -$
PURCHASING ANALYST 3021 305 MME 8810 Exempt 2 1 2,465$ 2,465$ 2,465$ 2,465$ 3,081$ -$ -$ -$ -$
RANGER MAINTENINANCE WORKER 4335 419 CEA 9420 Non-Exempt 8 6 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
RECREATION COORDINATOR 4460 426 CEA 9420 Non-Exempt 5 6 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
RECREATION MANAGER 3290 320 MME 8810 Exempt 2 6 2,853$ 2,853$ 2,853$ 2,853$ 3,566$ -$ -$ -$ -$
RECREATION SUPERVISOR 3300 305 MME VARIES Exempt 2 6 2,465$ 2,465$ 2,465$ 2,465$ 3,081$ -$ -$ -$ -$
SAFETY AND TECHNICAL TRAINING ENGINEER 3405 320 MME 9410 Exempt 2 2 2,853$ 2,853$ 2,853$ 2,853$ 3,566$ -$ -$ -$ -$
SENIOR ACCOUNTANT 3100 315 MME 8810 Exempt 2 1 2,719$ 2,719$ 2,719$ 2,719$ 3,396$ -$ -$ -$ -$
SENIOR ADMINISTRATIVE ANALYST 3030 315 MME 8810 Exempt 2 1 2,719$ 2,719$ 2,719$ 2,719$ 3,396$ -$ -$ -$ -$
SENIOR CIVIL ENGINEER 3335 330 MME 9410 Exempt 2 2 3,146$ 3,146$ 3,146$ 3,146$ 3,931$ -$ -$ -$ -$
SENIOR PLANNER 3326 320 MME 8810 Exempt 2 10 2,853$ 2,853$ 2,853$ 2,853$ 3,566$ -$ -$ -$ -$
SIGNAL AND STREETLIGHT TECHNICIAN 4540 430 CEA 9420 Non-Exempt 3 2 2,251$ 2,369$ 2,494$ 2,625$ 2,763$ -$ -$ -$ -$
Page 4 of 6
PACKET PAGE 253
7
CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 8/9/18
Title Class Schedule Bargaining
Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
STREET SUPERVISOR 3331 315 MME 9420 Exempt 3 2 2,719$ 2,719$ 2,719$ 2,719$ 3,396$ -$ -$ -$ -$
STREETS CREW COORDINATOR 4365 451 CEA 9420 Non-Exempt 7 2 2,196$ 2,312$ 2,434$ 2,562$ 2,697$ -$ -$ -$ -$
STREETS MAINTENANCE OPERATOR (SBP)4360 446 CEA 9420 Non-Exempt 8 2 1,610$ 1,695$ 1,784$ 1,878$ 1,977$ 2,081$ 2,190$ 2,305$ 2,426$
SUPERVISING ACCOUNTING ASSISTANT 4525 426 CEA 8810 Non-Exempt 6 1 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
SUPERVISING ADMINISTRATIVE ASSISTANT 4530 426 CEA 8810 Non-Exempt 6 1 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
SUPERVISING CIVIL ENGINEER 3340 340 MME 9410 Exempt 2 2 3,468$ 3,468$ 3,468$ 3,468$ 4,335$ -$ -$ -$ -$
SUPERVISING UTILITY BILLING ASSISTANT 4526 426 CEA 8810 Non-Exempt 6 1 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
SUSTAINABILITY MANAGER 3442 325 MME 8810 Exempt 2 1 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
SWEEPER OPERATOR 4230 422 CEA 9420 Non-Exempt 8 2 1,828$ 1,924$ 2,025$ 2,132$ 2,244$ -$ -$ -$ -$
SYSTEMS INTEGRATION ADMINISTRATOR 4369 439 CEA 8810 Non-Exempt 3 1 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
TECHNOLOGY PROJECT MANAGER 3441 325 MME-C 8810 Exempt 2 1 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
TOURISM COORDINATOR 4033 426 CEA 8810 Non-Exempt 5 1 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
TOURISM MANAGER 3033 320 MME 8810 Exempt 2 1 2,853$ 2,853$ 2,853$ 2,853$ 3,566$ -$ -$ -$ -$
TRANSIT ASSISTANT 4143 423 CEA 8810 Non-Exempt 6 2 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
TRANSIT COORDINATOR 4145 426 CEA 9410 Non-Exempt 6 2 2,029$ 2,136$ 2,248$ 2,366$ 2,491$ -$ -$ -$ -$
TRANSIT MANAGER 3360 330 MME 9410 Exempt 2 2 3,146$ 3,146$ 3,146$ 3,146$ 3,931$ -$ -$ -$ -$
TRANSPORTATION ASSISTANT 4140 423 CEA 9410 Non-Exempt 6 2 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
TRANSPORTATION MANAGER 3262 340 MME 9410 Exempt 2 2 3,468$ 3,468$ 3,468$ 3,468$ 4,335$ -$ -$ -$ -$
TRANSPORTATION PLANNER-ENGINEER I 4163 435 CEA 9410 Non-Exempt 2 2 2,563$ 2,698$ 2,840$ 2,989$ 3,146$ -$ -$ -$ -$
TRANSPORTATION PLANNER-ENGINEER II 4164 439 CEA 9410 Non-Exempt 2 2 2,843$ 2,993$ 3,150$ 3,316$ 3,490$ -$ -$ -$ -$
TRANSPORTATION PLANNER-ENGINEER III 4165 442 CEA 9410 Non-Exempt 2 2 3,073$ 3,235$ 3,405$ 3,584$ 3,773$ -$ -$ -$ -$
UNDERGROUND UTITIES LOCATOR 4575 423 CEA 9420 Non-Exempt 7 12 1,876$ 1,975$ 2,079$ 2,188$ 2,303$ -$ -$ -$ -$
URBAN FOREST SUPERVISOR/CITY ARBORIST 3045 315 MME 9420 Exempt 3 2 2,719$ 2,719$ 2,719$ 2,719$ 3,396$ -$ -$ -$ -$
URBAN FORESTER (SBP)4570 450 CEA 9420 Non-Exempt 8 2 1,789$ 1,883$ 1,982$ 2,086$ 2,196$ 2,312$ 2,434$ 2,562$ 2,697$
UTILITIES BUSINESS MANAGER 3175 330 MME 8810 Exempt 2 12 3,146$ 3,146$ 3,146$ 3,146$ 3,931$ -$ -$ -$ -$
UTILITIES ENGINEER 3380 330 MME 9410 Exempt 2 2 3,146$ 3,146$ 3,146$ 3,146$ 3,931$ -$ -$ -$ -$
UTILITIES PROJECTS MANAGER 3400 330 MME 9410 Exempt 2 12 3,146$ 3,146$ 3,146$ 3,146$ 3,931$ -$ -$ -$ -$
UTILITY BILLING ASSISTANT 4021 419 CEA 8810 Non-Exempt 6 1 1,691$ 1,780$ 1,874$ 1,973$ 2,077$ -$ -$ -$ -$
WASTEWATER COLLECTION SYSTEM OPERATOR (SBP)4771 452 CEA 9420 Non-Exempt 7 13 2,010$ 2,116$ 2,227$ 2,344$ 2,467$ 2,597$ 2,734$ 2,878$ 3,029$
WASTEWATER COLLECTION SYSTEM SUPERVISOR 3420 325 MME 9420 Exempt 7 12 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
WATER DISTRIBUTION CHIEF OPERATOR 4179 437 CEA 9420 Non-Exempt 7 12 2,699$ 2,841$ 2,991$ 3,148$ 3,314$ -$ -$ -$ -$
WATER DISTRIBUTION SUPERVISOR 3430 325 MME 9420 Exempt 3 12 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
WATER DISTRIBUTION SYSTEM OPTERATOR (SBP)4773 452 CEA 9420 Non-Exempt 7 12 2,010$ 2,116$ 2,227$ 2,344$ 2,467$ 2,597$ 2,734$ 2,878$ 3,029$
WATER RESOURCE PROGRAM MANAGER 3372 320 MME 9410 Exempt 2 12 2,853$ 2,853$ 2,853$ 2,853$ 3,566$ -$ -$ -$ -$
WATER RESOURCE RECOVERY FACILITY CHIEF MAINTENANCE TECHNICIAN 4685 444 CEA 9420 Non-Exempt 7 13 2,879$ 3,031$ 3,190$ 3,358$ 3,535$ -$ -$ -$ -$
WATER RESOURCE RECOVERY FACILITY CHIEF OPERATOR 4795 445 CEA 9420 Non-Exempt 7 13 3,033$ 3,193$ 3,361$ 3,538$ 3,724$ -$ -$ -$ -$
WATER RESOURCE RECOVERY FACILITY MAINTENANCE TECHNICIAN (SBP)4777 456 CEA 9420 Non-Exempt 7 13 2,290$ 2,411$ 2,538$ 2,672$ 2,813$ 2,961$ 3,117$ 3,281$ 3,454$
WATER RESOURCE RECOVERY FACILITY OPERATOR (SBP)4778 456 CEA 9420 Non-Exempt 7 13 2,290$ 2,411$ 2,538$ 2,672$ 2,813$ 2,961$ 3,117$ 3,281$ 3,454$
WATER RESOURCE RECOVERY FACILITY PLANT SUPERVISOR 3410 335 MME 9420 Exempt 3 13 3,304$ 3,304$ 3,304$ 3,304$ 4,128$ -$ -$ -$ -$
Page 5 of 6
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CITY OF SAN LUIS OBISPO REGULAR AND CONTRACT SALARY SCHEDULE effective 8/9/18
Title Class Schedule Bargaining
Unit WC Code Exempt/
Non-Exempt
EEO
Category
EEO
Function
Biweekly
Step 1
Biweekly
Step 2
Biweekly
Step 3
Biweekly
Step 4
Biweekly
Step 5
Biweekly
Step 6
Biweekly
Step 7
Biweekly
Step 8
Biweekly
Step 9
WATER RESOURCES TECHNICIAN 4580 430 CEA 9420 Non-Exempt 3 12 2,251$ 2,369$ 2,494$ 2,625$ 2,763$ -$ -$ -$ -$
WATER SUPPLY OPERATOR (SBP)4774 452 CEA 9420 Non-Exempt 7 12 2,010$ 2,116$ 2,227$ 2,344$ 2,467$ 2,597$ 2,734$ 2,878$ 3,029$
WATER TREATMENT PLAN CHIEF OPERATOR 4790 445 CEA 9420 Non-Exempt 7 12 3,033$ 3,193$ 3,361$ 3,538$ 3,724$ -$ -$ -$ -$
WATER TREATMENT PLAN OPERATOR (SBP)4776 456 CEA 9420 Non-Exempt 7 12 2,290$ 2,411$ 2,538$ 2,672$ 2,813$ 2,961$ 3,117$ 3,281$ 3,454$
WATER TREATMENT PLANT CHIEF MAINTENANCE TECHNICIAN 4781 444 CEA 9420 Non-Exempt 7 12 2,879$ 3,031$ 3,190$ 3,358$ 3,535$ -$ -$ -$ -$
WATER TREATMENT PLANT SUPERVISOR 3460 335 MME 9420 Exempt 3 12 3,304$ 3,304$ 3,304$ 3,304$ 4,128$ -$ -$ -$ -$
WHALE ROCK RESERVOIR SUPERVISOR 3450 325 MME 9420 Exempt 3 12 2,997$ 2,997$ 2,997$ 2,997$ 3,745$ -$ -$ -$ -$
Page 6 of 6
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7
Supplemental Employee Salary Schedule
CLASSIFICATION WC CLASS SCHEDULE STEPS IN RANGE
1 2 3 4 5
11.00$ 11.00$ 11.00$ 11.24$ 11.68$
Aquatics Cashier 5 6 8810
Aquatics Maintenance Worker 5 6 9410
Building & Safety Intern 5 10 8810
*Childcare Aide/Camp Counselor 5 6 9410
Facility 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 9410
Student Intern 5 1 8810
*Teen Leader 5 6 9410
*Youth/Adult Sports Official 5 6 9410
1 2 3 4 5
11.00$ 11.24$ 11.78$ 12.37$ 12.85$
*Childcare Teacher/Lead Camp Counselor 5 6 9410
CIP Engineering Assistant/Intern 3 2 8810
Event Planner 5 6 9410
Facility Lead 5 6 9410
Fire Intern 3 5 9410
Garden Assistant 5 6 9410
Hydrant Maintenance Worker 3 5 9410
*Jr. Giants Coordinator 5 6 9410
*Lifeguard 5 6 9410
Parking Booth Attendant 8 2 9410
*Pro-shop Lead 6 6 8810
Recreation Support Staff 5 6 9410
*Skate Park Ambassador 5 6 9410
*Skate Park Lead 5 6 9410
*Special Needs Support Staff 5 6 9410
Student Intern 6 1 8810
Transportation Eng. Intern 3 2 8810
Triathlon Lead 5 6 9410
1 2 3 4 5
11.78$ 12.37$ 12.96$ 13.61$ 14.14$
Administrative Assistant (Golf)6 6 8810
Attorney Intern 5 1 8810
*Childcare Head Teacher 5 6 9410
Computer Training Instructor 6 6 8810
Contract Classes Coordinator 5 6 8810
Database Intern 3 1 8810
Engineering Assistant 3 2 8810
*Head Lifeguard 5 6 9410
Human Resources Intern 5 1 8810
IT Intern 3 1 8810
*Park Ranger 1 8 6 9420
*Pro-Shop Assistant 6 6 8810
Pub Ed Coordinator (FD) 5 5 8810
Senior Services Program Asst 5 6 8810
*Swim Instructor 5 6 9410
*Club STAR Director 5 6 9410
1 2 3 4 5
12.96$ 13.61$ 14.25$ 14.97$ 15.55$
Facilities Assistant 5 6 9410
Lead Parking Attendant 8 2 9410
*Park Ranger 2 8 6 9420
SNAP 1 3 4 9410
1 2 3 4 5
14.25$ 14.97$ 15.68$ 16.46$ 17.10$
Admin Asst 6 1 9410
*Aquatics Specialist (LBT) 5 6 9410
Parks Maintenance Worker 8 2 9420
Admin and CommunicaitonsSpecialist (LBT) 5 6 9410
Community Services Specialist (LBT) 5 6 9410
Facilities Specialist (LBT) 5 6 9410
Program Specialist (LBT)5 6 9410
*Ranger Service Specialist x2 (LBT) 8 6 9420
Recording Secretary 6 10 8810
SNAP II 3 4 9410
*Sports Specialist (LBT) 5 6 9410
Tree Climber Assistance 8 2 9410
WRF Lab (20 hr. max weekly) 3 13 9410
*Youth Services Specialist x6 (LBT) 5 6 9410
1 2 3 4 5
15.68$ 16.46$ 17.25$ 18.11$ 18.81$
Accounting Assistant 3 1 8810
Adult Sports Official 5 6 9410
IT Assistant/Help Desk 3 1 8810
Maint Wker - Pool 8 6 9410
Maint Wker - Streets (Farmers Market) 8 2 9410
Key
Blue = 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
PACKET PAGE 256
7
Police Operations Support Specialist 3 4 8810
SNAP III 3 4 9410
1 2 3 4 5
17.25$ 18.11$ 18.97$ 19.92$ 20.70$
Parks Maintenance Worker II 8 2 9420
Legal Assistant 5 1 8810
*Special Swim Instructor (swim & classes) 5 6 9410
1 2 3 4 5
18.97$ 19.92$ 20.87$ 21.91$ 22.76$
Admin Asst 1 6 1 8810
GIS Technician 3 1 8810
Parking Enforcement Officer 3 2 9410
Maintenance Worker - Streets/Asphalt 8 2 9420
1 2 3 4 5
20.87$ 21.91$ 22.95$ 24.10$ 25.04$
Administrative Hearing Officer 3 2 8810
Heavy Equipment Mechanic 7 2 9420
Landscape Inspector 3 2 9410
Maintenance Worker III 8 2 9420
Parking Meter Repair Worker 7 2 9410
Permit Technician I 5 10 8810
Planning Technician 5 10 8810
Signal & Strlight Tech 7 2 9410
WasteWater Collection Temp 7 13 9420
1 2 3 4 5
22.95$ 24.10$ 25.25$ 26.51$ 27.55$
Bicycle Programs Assistant 5 2 8810
Engineering Technician 3 2 8810
Paralegal 5 1 8810
Planning Technician - Senior 5 10 8810
Utilities Services Tech (Entry Level)3 13 9420
WRRF Operator Temp 7 13 9420
Water Treatment Plant Trainee 7 13 9420
1 2 3 4 5
25.25$ 26.51$ 27.78$ 29.16$ 30.30$
Assistant Planner 5 10 8810
Fire Inspector 3 5 9410
Urban Forest Inspector 3 2 9410
Utilities Services Tech (Senior)3 13 9420
1 2 3 4 5
27.78$ 29.16$ 30.55$ 32.08$ 33.33$
Building Inspector 3 10 9410
1 2 3 4 5
30.55$ 32.08$ 33.61$ 35.29$ 36.66$
Accountant 2 1 8810
Associate Planner 3 10 8810
Crime Analyst 2 4 8810
Database Administrator 3 1 8810
Plans Examiner 3 10 8810
Transportation Planner-Enginner I 2 2 9410
1 2 3 4 5
33.61$ 35.29$ 36.97$ 38.82$ 40.33$
Engineer II 2 4 9410
Senior Accountant 2 1 8810
Process Improvement Analyst 2 1 8810
Transit Manager 2 12 9410
1 2 3 4 5
36.97$ 38.82$ 40.67$ 42.70$ 44.36$
City Clerk Project Consultant 2 1 8810
1 2 3 4 5
44.91$ 46.06$
Finance Consultant 2 1 8810
1 2 3 4 5
74.30$
Parking Budget Specialist 2 1 8810
1 2 3 4 5
13.04$ 14.20$ 16.00$ 17.98$ 20.10$
Mutual Aid (GS 1-5) 2 5 9420
1 2 3 4 5
22.40$ 24.90$ 27.57$ 30.45$ 33.54$
Mutual Aid (GS 6-10) 2 5 9420
1 2 3 4 5
36.84$ 44.16$ 52.51$ 62.05$ 72.99$
Mutual Aid (GS 11-15) 2 5 9420
City Worker - Hourly 1 2 3 4 5
Commissioner 6 10 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 5
26.51$ 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 5
33.61$ 35.29$ 36.97$ 38.82$ 40.33$
Senior Admin Analyst (PERS Retiree)2 1 8810
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 15
*4 yr degree , 2 yr exp, certs
EEO
Category
EEO
Function WC Code 9480 967
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 PAGE 257
7
Temp Senior Civil Engineer (PERS Retiree) 2 2 9410 9455 969 44.53$ 46.76$
Effective 7-26-2018
City Worker 21 EEO
Category
EEO
Function WC Code 9499 995
PACKET PAGE 258
7
PACKET PAGE 259
7
PACKET PAGE 260
7
RESOLUTION NO . 10248 (2011 Series )
A RESOLUTION OF THE CITY OF SAN LUIS OBISPO MODIFYING IT S
COMPENSATION PHILOSOPHY SUPERSEDING PREVIOU S
RESOLUTIONS IN CONFLIC T
WHEREAS,the City of San Luis Obispo strives to provide excellent service to th e
community at all times, and supports this standard by promoting organizational values includin g
customer service, productivity, accountability, innovation, initiative, stewardship, and ethics ; an d
WHEREAS,to achieve our service standards, the City must attract and retain wel l
qualified employees who exemplify our organizational values ; an d
WHEREAS,fostering an environment attractive to such employees depends upon man y
factors, including a competitive compensation program .
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Lui s
Obispo that the City's compensation philosophy is adopted as follows :
SECTION 1 .The City is committed to providing competitive compensation as part o f
an overall strategy of attracting and retaining well qualified employees who exemplify ou r
organizational values .
SECTION 2 . The City will consider total compensation, including but not limited to ,
salary, health, retirement, and time off benefits .
SECTION 3 .In evaluating competitive compensation, the City considers :
A.Financial sustainability including the City's financial condition as reflecte d
throughout the financial forecast, competing service priorities, maintenance needs, capita l
improvement and other asset requirements, fund reserve levels, and revenue projections prior t o
implementing changes in compensation .
B.Community acceptability since taxpayers and ratepayers ultimately fund al l
employee compensation .
C.The "relevant labor market"that may vary depending upon classification and i s
primarily defined by the geographic region (local, state-wide, or national) and key market s
(municipal, other government agencies, private sector) where labor talent is found, recruite d
from, and/or lost.
When the relevant labor market is defined as "local"; local private sector compensation data wil l
be considered along with local public sector compensation (municipal and other governmen t
agencies . When the relevant labor market is statewide or national, the City will conside r
compensation date for public sector agencies (municipal and other government) with severa l
R 10248PACKET PAGE 261
7
Resolution No . 10248 (2011 Series )
Page 2
comparable demographic data points including but not limited to population, median home price ,
median household income, median age, median education level, services provided, an d
unemployment rate . Quality of life should also be considered when selecting comparable
municipal and other government agencies .
D."Internal relationships"referring to the relative value of classifications to on e
another as determined by the City . Classifications performing comparable duties, wit h
comparable responsibilities, requiring a similar level of skill, knowledge, ability, and judgment ,
will be valued similarly in the City's compensation structures .
E.Other relevant factors may include unforeseen economic changes, natura l
disasters, states of emergency, changes in City services, and changes in regulatory or lega l
requirements .
SECTION 4 .At least every five years, the City will evaluate its compensation structure ,
programs, and policies to assess market competitiveness, effectiveness, and compliance with Stat e
Law . Adjustments to the compensation structure may be made as a result of this periodi c
evaluation and will be done through the collective bargaining process, if applicable, or othe r
appropriate Council-management processes .
Upon motion of Council Member Carter, seconded by Council Member Carpenter, and o n
the following vote :
AYES :
Council Members Carpenter, Carter and Smith, and Mayor Mar x
NOES :
Vice Mayor Ashbaug h
ABSENT : Non e
The foregoing resolution was adopted on March 15, 2011 .
ATTEST :
Elaina Cano
City Clerk
APPROVED AS TO FORM :
PACKET PAGE 262
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