HomeMy WebLinkAbout12-04-2018 Item 9 - Adjustments to supplemental salary schedule and Policy as a result of minimum wage increasesDepartment Name: Human Resources
Cost Center: Multiple
For Agenda of: December 4, 2018
Placement: Consent
Estimated Time: N/A
FROM: Monica Irons, Human Resources Director
Prepared By: Brittani Roltgen, Human Resources Analyst
SUBJECT: ADJUSTMENTS TO SUPPLEMENTAL SALARY SCHEDULE AND POLICY
AS A RESULT OF MINIMUM WAGE INCREASES
RECOMMENDATION
1.Adopt a resolution modifying the Supplemental Employee Salary Schedule as necessary to
comply with California Fair Wage Act of 2016 requiring a minimum w age of $12.00 per
hour effective January 1, 2019 (Attachment A & Exhibit A); and
2.Adopt the revised Supplemental Employee Policy (Exhibit A).
DISCUSSION
Background
A qualified supplemental, or temporary, work force is instrumental to the City of San Luis
Obispo’s ability to provide consistent services to the community by adjusting more easily and
quickly to workload fluctuations, unexpected vacancies, leaves of absence, or demands resulting
from limited-term projects, seasonal, or peak periods. A supplemental work force also provides
programs that would otherwise be difficult to staff due to the intermittent, seasonal, or non-
traditional work hours (e.g. early mornings, weekends, evenings, etc.). For example, the City’s
Parks and Recreation Department emp loys over 200 supplemental, part -time (less than 30 hours
per week on average) employees at any given time. While many of these employees are seasonal
(working only 3-5 months), they sustain programs and services important to the community;
providing befo re and after school care, summer children’s camps, ensuring pool safety, special
events, senior programs, and maintenance of the golf course and open space.
Supplemental employees are used throughout all City departments and in some cases, the City
has experienced increasing difficulty recruiting and retaining qualified candidates. Supplemental
positions that require certifications or State licenses such as childcare teachers and lifeguards
have been particularly challenging during the past few years, causing staff to take interim actions
to ensure the continuance of these programs. These interim actions have included reassigning
full-time staff temporarily to cover supplemental staff shifts and starting supplemental
employees with certifications or licenses at higher than normal steps in the salary range.
Salary Schedule Reflects Legally Mandated Minimum Wage Increase
For the past two years, as minimum wage has increased as provided in the California Fair Wage
Act of 2016, the City’s response has been to eliminate supplemental salary ranges or steps within
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ranges that are below minimum wage. The effect of this approach is that employees with less
experience or qualifications, earn the same as employees who have greater experience with the
City. This creates a condition referred to as “compaction” which describes a lack of
differentiation between more and less seasoned or experienced employees. That, combined with
the fact that many of the supplemental positions at the City not only require certific ations, but
also come with a level of responsibility (e.g. caring for a child’s safety and well-being, rescuing
a swimmer in distress, etc.) that other part -time or seasonal positions (e.g. retail clerks,
hospitality, food servers, etc.) do not demand, is resulting in recruitment and retention
challenges. Therefore, as staff analyzed and proposed necessary Supplemental Salary Range
adjustments to comply with the January 1, 2019 minimum wage increase to $12 per hour, how to
alleviate compaction, reduce turnover, encourage retention, and improve the City’s ability to
recruit was considered.
A change to the general structure of the Supplemental Salary Ranges is proposed. Instead of a 5 -
step salary range with an increase of approximately 5% between steps, a 9 -step model is
proposed, with an increase of approximately 2.5% between steps. This modification to the salary
range is aimed at addressing the demographics of the City’s supplemental employees and the
retention challenges. The City’s supplemental workfor ce tends to be college-age students whose
alternative is less demanding part-time work that may include tips, holiday bonuses, or other
fringe benefits such as discounts on products. The City cannot offer these types of incentives,
however, the investment in training supplemental employees is substantial. The recommended
approach is to provide recognition of continued quality performance through more frequent
increases, albeit at a lower rate. In alignment with this change, the Supplemental Employee
Policy is proposed to be modified to lower the hour threshold for a step increase from 1040 hours
(the equivalent of “half-time) to 520 hours (the equivalent of “quarter time”) or upon completion
of a “season” to encourage employees to return the following seaso n. This provides departments
an opportunity to recognize their supplemental employees more frequently, thus encouraging
good behavior, performance, and loyalty to the City, without significantly impacting their
budget.
The broader impact of the legally mandated increases in minimum wage on City salary ranges
needs further analysis and staff believes a more comprehensive look at the supplemental wage
market will help inform future proposals. The Human Resources and Parks and Recreation
Departments plan to collaborate on this effort and propose further adjustments in anticipation of
the January 2020 and 2021 minimum wage increases and in alignment with the 2019 -2021
Financial Plan.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not app ly to the recommended action in this
report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15278.
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FISCAL IMPACT
Budgeted: Partially Budget Year: 2018-19
Funding Identified: Yes
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
General Fund - Forecasted $49,000 $ 98,000
General Fund – Not Forecasted $18,000 $ 36,000
Total: $67,000 $134,000
Adoption of the Supplemental Employee Policy may result in a small fiscal impact as
supplemental employees may be getting increases more frequently. However, departments will
be managing these increases within their own budgets. The increase in minimum wage in
January 2019 was anticipated, thus funds in the amount of $50,000 were set aside in the 2018 -19
budget. The fiscal impact of adjusting those employees currently earning less than the anticipated
2019 minimum wage is estimated to be $49,000 for fiscal year 2018-19. In addition, adjustments
made to address recruitment and retention issues are estimated t o be $18,000 for the remainder of
the fiscal year. These funds were not set aside in the 2018 -19 budget and will need to be
reallocated from Ventures and Contingencies that has a balance to cover this unanticipated
expenditure. The Parks and Recreation department will assess how to fund the full impact of
these increases on an ongoing basis and will include this in the 2019-21 Financial Plan.
ALTERNATIVES
1. Do not adopt the Supplemental Employee Policy and modified Supplemental Employee
Salary Schedule. This is not advised as it would put the City in a position of being non-
compliant with Federal law.
2. Do not adopt modifications to the Supplemental Employee Salary Schedule outside of legally
mandated minimum wage increases. This is not recommended as it wo uld cause increased
recruitment and retention issues for supplemental staff.
Attachments:
a - Resolution Supplemental Employee Salary Schedule - Final
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Item 9
R ______
RESOLUTION NO. (2018 Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ESTABLISHING AND ADOPTING A
SUPPLEMENTAL EMPLOYEE SALARY SCHEDULE AND
SUPERSEDING PREVIOUS RESOLUTIONS IN CONFLICT
WHEREAS, the City of San Luis Obispo have remained committed to providing high quality
service to the community and recognize the City’s commitment to fiscal responsibility; and
WHEREAS, the City understands a qualified supplemental work force is instrumental to
its ability to provide consistent high-quality services and programs to the community; and
WHEREAS, the California Fair Wages Act of 2016 requires periodic adjustments in the
state minimum wage; and
WHEREAS, the City Council has the exclusive authority to fix the salaries and
compensation of local officials and employees pursuant San Luis Obispo Charter Section 711.
NOW, THEREFORE, BE IT RESOLVED, that the Council of the City of San Luis Obispo
hereby adopts the Supplemental Employee Salary Schedule and revised Supplemental Employee
Policy as set forth in Exhibit A. The Director of Finance shall adjust the appropriate accounts to reflect
the compensation changes effective December 27, 2018. All prior Resolutions are hereby superseded
to the extent inconsistent herewith.
Upon motion of _______________________, seconded by ___________________, and on the
following vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this 4th day of December 2018.
___________________________________
Mayor Heidi Harmon
ATTEST:
__________________________________
Teresa Purrington
City Clerk
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Resolution No. _____ (2018 Series) Page 2
R ______
APPROVED AS TO FORM:
__________________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, this ______ day of ______________, 2018.
____________________________________
Teresa Purrington
City Clerk
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Item 9
Supplemental Employee Salary ScheduleClassificationEEO CategoryEEO FunctionWC Code Class Schedule Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9*Childcare Aide/Camp Counselor5 6 9410 9161 900 12.00$ 12.19$ 12.37$ 12.67$ 12.96$ 13.29$ 13.61$ 13.88$ 14.14$ *Rec Cashier5 6 8810 9171 900 12.00$ 12.19$ 12.37$ 12.67$ 12.96$ 13.29$ 13.61$ 13.88$ 14.14$ *Youth Sports Official5 6 9410 9261 900 12.00$ 12.19$ 12.37$ 12.67$ 12.96$ 13.29$ 13.61$ 13.88$ 14.14$ Facility Host5 6 9410 9162 900 12.00$ 12.19$ 12.37$ 12.67$ 12.96$ 13.29$ 13.61$ 13.88$ 14.14$ Intern I5 1 8810 9111 900 12.00$ 12.19$ 12.37$ 12.67$ 12.96$ 13.29$ 13.61$ 13.88$ 14.14$ *Lifeguard5 6 9410 9251 902 12.60$ 12.78$ 12.96$ 13.29$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ Fire Intern3 5 9410 9151 902 12.60$ 12.78$ 12.96$ 13.29$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ Hydrant Maintenance Worker3 5 9410 9191 902 12.60$ 12.78$ 12.96$ 13.29$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ Intern II5 1 8810 9211 902 12.60$ 12.78$ 12.96$ 13.29$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ Parking Booth Attendant8 2 9410 9271 902 12.60$ 12.78$ 12.96$ 13.29$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ *Childcare Teacher5 6 9410 9262 904 13.00$ 13.31$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ *Head Lifeguard5 6 9410 9351 904 13.00$ 13.31$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ *Swim Instructor5 6 9410 9263 904 13.00$ 13.31$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ Facilities Assistant 5 6 9410 9264 904 13.00$ 13.31$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ Intern III5 1 9410 9311 904 13.00$ 13.31$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ Ranger Services Worker8 6 9420 9181 904 13.00$ 13.31$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ SNAP I3 4 9410 9152 904 13.00$ 13.31$ 13.61$ 13.93$ 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ *Head Childcare Teacher5 6 9410 9361 906 14.00$ 14.13$ 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ 16.07$ 16.46$ *Golf Maintenance Assistant8 6 9410 9291 908 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ 16.07$ 16.46$ 16.78$ 17.10$ Administrative Aide I5 1 8810 9172 908 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ 16.07$ 16.46$ 16.78$ 17.10$ Lead Parking Attendant8 2 9410 9471 908 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ 16.07$ 16.46$ 16.78$ 17.10$ Parks Maintenance Aide I8 2 9420 9182 908 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ 16.07$ 16.46$ 16.78$ 17.10$ Recording Secretary6 10 8810 9272 908 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ 16.07$ 16.46$ 16.78$ 17.10$ SNAP II3 4 9410 9252 908 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ 16.07$ 16.46$ 16.78$ 17.10$ Tree Climber Assistant8 2 9420 9192 908 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ 16.07$ 16.46$ 16.78$ 17.10$ Water Quality Lab Aide3 13 9410 9141 908 14.25$ 14.61$ 14.97$ 15.33$ 15.68$ 16.07$ 16.46$ 16.78$ 17.10$ *Aquatics Specialist5 6 9410 9461 910 15.00$ 15.34$ 15.68$ 16.07$ 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ Administrative Specialist5 6 8810 9472 910 15.00$ 15.34$ 15.68$ 16.07$ 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ Community Services Specialist5 6 9410 9462 910 15.00$ 15.34$ 15.68$ 16.07$ 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ Facilities Specialist5 6 9410 9463 910 15.00$ 15.34$ 15.68$ 16.07$ 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ *Youth Services Specialist5 6 9410 9464 910 15.00$ 15.34$ 15.68$ 16.07$ 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ Adult Sports Official5 6 9410 9265 912 15.68$ 16.07$ 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ 18.46$ 18.81$ Facilities Aide - Farmer's Market8 2 9420 9292 912 15.68$ 16.07$ 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ 18.46$ 18.81$ Facilities Aide - Pool8 6 9410 9293 912 15.68$ 16.07$ 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ 18.46$ 18.81$ Police Operations Support Specialist3 4 8810 9212 912 15.68$ 16.07$ 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ 18.46$ 18.81$ SNAP III 3 4 9410 9352 912 15.68$ 16.07$ 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ 18.46$ 18.81$ *Ranger Services Specialist8 6 9410 9465 914 16.46$ 16.86$ 17.25$ 17.68$ 18.11$ 18.54$ 18.97$ 19.45$ 19.92$ *Special Swim Instructor (swim & classes) 5 6 9410 9362 916 17.25$ 17.68$ 18.11$ 18.54$ 18.97$ 19.45$ 19.92$ 20.40$ 20.87$ Administrative Aide II5 1 8810 9371 916 17.25$ 17.68$ 18.11$ 18.54$ 18.97$ 19.45$ 19.92$ 20.40$ 20.87$ Legal Assistant I5 1 8810 9131 916 17.25$ 17.68$ 18.11$ 18.54$ 18.97$ 19.45$ 19.92$ 20.40$ 20.87$ Parks Maintenance Aide II8 2 9420 9281 916 17.25$ 17.68$ 18.11$ 18.54$ 18.97$ 19.45$ 19.92$ 20.40$ 20.87$ Accounting Assistant3 1 8810 9132 918 18.11$ 18.46$ 18.81$ 19.37$ 19.92$ 20.40$ 20.87$ 21.39$ 21.91$ GIS Technician3 1 8810 9231 920 18.97$ 19.45$ 19.92$ 20.40$ 20.87$ 21.39$ 21.91$ 22.43$ 22.95$ IT Assistant/Help Desk 3 1 8810 9232 920 18.97$ 19.45$ 19.92$ 20.40$ 20.87$ 21.39$ 21.91$ 22.43$ 22.95$ Legal Assistant II5 1 8810 9233 920 18.97$ 19.45$ 19.92$ 20.40$ 20.87$ 21.39$ 21.91$ 22.43$ 22.95$ Parking Enforcement Officer3 2 9410 9266 920 18.97$ 19.45$ 19.92$ 20.40$ 20.87$ 21.39$ 21.91$ 22.43$ 22.95$ Landscape Inspector 3 2 9410 9282 924 20.87$ 21.39$ 21.91$ 22.43$ 22.95$ 23.53$ 24.10$ 24.57$ 25.04$ WasteWater Collection Operator7 13 9420 9283 924 20.87$ 21.39$ 21.91$ 22.43$ 22.95$ 23.53$ 24.10$ 24.57$ 25.04$ Fire Inspector3 5 9410 9253 932 25.25$ 25.88$ 26.51$ 27.15$ 27.78$ 28.47$ 29.16$ 29.73$ 30.30$ Urban Forest Inspector3 2 9410 9284 932 25.25$ 25.88$ 26.51$ 27.15$ 27.78$ 28.47$ 29.16$ 29.73$ 30.30$ KeyBlue = P&R Positions * = Classifications that work with children (AB 218 doesn't apply) Exhibit A1Packet Pg. 74Item 9
Supplemental Employee Salary ScheduleClassificationEEO CategoryEEO FunctionWC Code Class Schedule Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9KeyBlue = P&R Positions * = Classifications that work with children (AB 218 doesn't apply) Utilities Services Technician (Senior)3 13 9420 9241 932 25.25$ 25.88$ 26.51$ 27.15$ 27.78$ 28.47$ 29.16$ 29.73$ 30.30$ Crime Analyst2 4 8810 9213 940 30.55$ 31.32$ 32.08$ 32.85$ 33.61$ 34.45$ 35.29$ 36.13$ 36.97$ Transportation Planner-Enginner I2 2 9410 9133 940 30.55$ 32.08$ 33.61$ 35.29$ 36.97$ Process Improvement Analyst2 1 8810 9214 944 33.61$ 34.45$ 35.29$ 36.13$ 36.97$ 37.90$ 38.82$ 39.58$ 40.33$ Senior Accountant2 1 8810 9331 944 33.61$ 35.29$ 36.97$ 38.82$ 40.33$ Engineering Consultant3 2 8810 9332 980 50.00$ 51.56$ 55.00$ 65.00$ 75.00$ Commissioner6 10 88109861 990 75.00$ Mutual Aid (GS 1-5) 2 5 9420 9153 993 13.04$ 14.20$ 16.00$ 17.98$ 20.10$ Mutual Aid (GS 6-10) 2 5 9420 9254 994 22.40$ 24.90$ 27.57$ 30.45$ 33.54$ Mutual Aid (GS 11-15) 2 5 9420 9353 995 36.84$ 44.16$ 52.51$ 62.05$ 72.99$ Hazardous Materials Team Business Manager3 5 8810 9651 996 28.00$ 29.00$ 30.00$ RETIRED ANNUITANTS:Parking Enforcement Officer (PERS Retiree)3 2 9410 9961 960 21.91$ 22.95$ 24.10$ 25.25$ 26.51$ IT Assistant (PERS Retiree)3 1 8810 9931 962 24.10$ 25.25$ 26.51$ 27.78$ 28.78$ Supervising Adminsitrative Assistant (PERS Retiree) 6 1 8810 9921 964 25.36$ 26.51$ 27.78$ 29.16$ 31.13$ Temp Senior Civil Engineer (PERS Retiree) 2 2 9410 9932 966 39.33$ 42.93$ 44.53$ 46.76$ 49.13$ Exhibit A2Packet Pg. 75Item 9
Supplemental Employee Policy
GENERAL POLICY
It is the policy of the City of San Luis Obispo to hire supplemental employees to meet
temporary needs of the City that result from emergencies, special projects of a short-
term nature, extra-help, seasonal work, un-programmed surges in workload, occasional
hours for an ongoing need, and to provide substitutes for or support to regular
employees to maintain optimal service levels.
Supplemental Employees shall be compensated on an hourly basis, supervised by
regular City staff (exceptions may be made in the Parks and Recreation Department)
and perform specific tasks as defined by the City.
Authorization for all supplemental employee hiring except in the Parks and Recreation
Department shall be approved in advance by both the department head or designee
and the Department of Human Resources via an HR Requisition Form. Compensation
for supplemental employees is to be in alignment with the City’s supplemental salary
schedule.
ADMINISTRATION OF SUPPLEMENTAL EMPLOYEE POLICY
The Department of Human Resources shall be responsible for coordinating the
recruitment and selection of supplemental employees and administering the City’s
Supplemental Employee Policy. The Parks and Recreation Department shall be
responsible for coordinating their department’s recruitment and selection of
supplemental employees in accordance with this policy. Department heads and their
supervisory personnel are responsible for implementing the Supplemental Employee
Staff Policy in their respective departments.
POSITION ANALYSIS
Seasonal Worker: Hired to work on a part or full-time basis during a season to respond
to an increase in demand.
Occasional: Hired to fill a temporary need over a specific period, such as backfilling a
Full Time Equivalent (FTE) that is out on leave/vacation/worker’s comp, or to help with a
special project. Hired as needed to accommodate periods of increased workloads.
Irregular Schedule: Hired to respond to an increase in demand for a position that is not
an FTE. Number of hours worked in a fiscal year vary.
Exhibit A
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Supplemental Employee Policy
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Limited Benefit Employee: Some Parks and Recreation supplemental employees are
eligible for time off benefits. These employees receive paid time off in the amount of 3%
hours worked, up to a maximum accrual of 40 hours.
Supplemental Employees Hired part-time to supplement the City’s regular workforce
in a position that does not have an associated line-item position.
Contract Employee: These positions are for periods of employment typically greater
than six months but less than two years. Contract employees may receive some of the
same benefits as regular employees in the bargaining group their classification is within
if it is expressly written in to their employment contract. Other contract employees may
have other negotiated benefits that differ from a bargaining unit.
Heath insurance (medical, dental, vision, life) is an optional benefit for contract
employees, offered at the department’s discretion. City contribution is aligned
with equivalent employee group benefits.
TEMPORARY HIRING OF RETIREES
• Temporary full-time or temporary part-time employment of retirees under the
California Public Employees Retirement System (PERS) shall be permitted in
cases where temporary service is desired.
• The PERS retiree is limited to 960 hours per fiscal year. These hours include
periods of time worked for any PERS agency in the State of California. Under
no circumstances shall a PERS Retiree work for any PERS agency for more
than a total of 960 hours per fiscal year or be assigned to the City through a
temporary agency. Other limitations may apply, including the amount of
compensation that may be offered. Refer to CalPERS Employment After
Retirement Handbook for further information.
Retired Annuitant: An employee that has retired from a CalPERS agency that meets
the criteria to work for less than 960 hours in a fiscal year. These criteria include:
• Hired to be used as extra-help
• Has specialized skills needed to perform the work
• Their retirement date must be 180 days before their hire date
Benefits
Supplemental Employee Health Contribution: Supplemental employees working
shifts greater than 30 hours per week or 130 hours per month on a continuous basis for
at least four months will be eligible for employee-only health insurance. The contribution
is adjusted annually to ensure affordability as defined by the Affordable Care Act (ACA).
Nationwide Retirement: The City of San Luis Obispo does not participate in Social
Security but has implemented a retirement system which satisfies the IRS and the
Social Security Act [20 CFR 1200(b)]. This shall be accomplished by the use of a
Exhibit A
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Deferred Compensation Plan eligible under section 457(b) of the Code. All employees
of the City of San Luis Obispo who are not eligible to participate in the Public
Employees Retirement System (CalPERS) must participate in this defined contribution
plan. Employee contribution is 7.5% of salary.
CalPERS Retirement: Supplemental employees who have previously been enrolled in
CalPERS or exceed 1,000 paid hours in a fiscal year will be enrolled into CalPERS
(paid hours include regular, sick leave, overtime).
*For more information, please refer to Exhibit A
Paid Sick Leave: In compliance with California Law Assembly Bill 1522 – Healthy
Workplaces, Healthy Families Act of 2014 (AB 1522), effective July 1, 2015 the City will
provide all supplemental staff (with the exception of retired annuitants) paid sick leave at
the accrual rate of one (1) hour of sick leave for every 30 hours worked, up to three (3)
days or 24 hours of paid sick leave to be provided in a 12-month period. More details
can be found in the City’s Paid Sick Leave Policy.
Personal Time-off (PTO): Parks and Recreation Limited Benefit (LBT) employees are
pre-approved positions that work over 1,000 hours per fiscal year and are eligible for
personal time off (PTO) benefits. These employees receive PTO in the amount of 3%
of hours worked, up to a maximum accrual of 40 hours which is cashed out upon
termination. PTO does not count towards hours worked for purposes of overtime
calculation.
RESPONSIBILITY FOR SUPPLEMENTAL RECRUITMENT & SELECTION
The Department of Human Resources shall be responsible for the application of the
Supplemental Employee Policy. From time to time the Human Resources Director and
City Manager may be required to make amendments to this policy to comply with
federal and state laws.
HUMAN RESOURCES DEPARTMENT
It shall be the responsibility of the Department of Human Resources to assist all
department heads and their staff in the recruitment and selection of all supplemental
staff and contract employees (except for Parks and Recreation) which includes:
• Advertising the position.
• Accepting, tracking and maintaining the applications.
• Scheduling pre-employment physical examinations (if required).
• Advising and assisting departments in solving performance problems or other
policy issues with supplemental employees.
• Orienting supplemental employees.
Exhibit A
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Supplemental Employee Policy
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Department Heads / Supervisors
The department heads / supervisors or designee have primary responsibility for the
implementation of the Supplemental Staff Policy within their department/division. It is
the responsibility of the department heads / supervisors or designee to:
• Determine if funding is available within the department budget to hire temporary
supplemental help.
• Determine with the assistance of the Human Resources Department if a pre-
employment physical is needed.
• Schedule an orientation with the Human Resources Department on the first day
of employment. Parks and Recreation will orient their own supplemental
employees.
CRITERIA FOR SUPPLEMENTAL STAFF TO EXCEED 1,000 HOURS
Supplemental staff are not eligible for PERS retirement benefits unless they exceed
1,000 paid hours (regular, sick leave, OT) in a fiscal year or the employee has
previously qualified for PERS retirement. If the supplemental employee is projected to
exceed 1,000 hours, a City Manager report requesting approval to allow a supplemental
employee to exceed 1,000 hours in a fiscal year should be submitted and contain the
following information:
• Name, classification, and hire date of the supplemental employee.
• A discussion of the critical need for the employee to work more than 1,000 hours
in a fiscal year.
• A brief description of the employee’s work assignment.
• Hours worked to date and estimated date employee will exceed 1,000 hours.
• The time frame of the expected need for this employee to work more than 1,000
hours per fiscal year.
• Training the department has invested in this employee.
• The recruitment difficulties the department has experienced, if any.
• The anticipated increases in costs for PERS retirement. Estimate the dollar
amount for the remainder of the current fiscal year and for the next full fiscal
year.
• Any alternatives, including hiring more supplemental employees to keep them
under the 1,000-hour limit.
• The consequences if the request is not approved.
• Other information to support the request.
See Appendix A for a sample City Manager Report.
BARGAINING UNIT
Supplemental staff are not covered by nor represented by any bargaining unit.
Exhibit A
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Supplemental Employee Policy
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COMPENSATION
Salary
All supplemental employees shall be paid in accordance with the Supplemental
Employee Salary Ranges. The starting step of pay can be assigned at the discretion of
the Department Head. Rationale for placing an employee above Step 1 will be specified
on the Personnel Action Form. If an employee is performing two different jobs within
the City, they will code their timecard with the appropriate account number for each
different job and submit a Personnel Action Form.
Overtime
Overtime is defined as all hours preauthorized by management and worked by the
supplemental employee more than forty (40) hours worked in a work period. All
overtime shall be authorized in writing by the department head or designee prior to
being worked. Overtime shall be compensated in cash at one and one half (1 1/2) times
the employee’s regular rate of pay.
Criteria for Step Increase
Step increases shall not be automatic or simply a function of time in position.
Consideration for a step increase should be based on both the employee’s satisfactory
performance and the accumulation of working 1,040 520 hours at a current step in their
current classification. 1,040 hours is considered half-time, as a full-time employee
works 2,080 hours per year..
A discretionary increase may be considered prior to completion of 1,040 520 hours of
City employment to retain key skills. Any step increase recommended by the
Department Head must be in alignment with the City’s Supplemental Employee Salary
Ranges and approved By Human Resources. Request for a discretionary increase
must be accompanied by written justification from the supervisor. Guidelines for
discretionary increases are set by each division and shall be applied equally.
Increases are not applied retroactively. Increases are not intended to imply long-term
continuation of employment, but to recognize performance and address retention of
critical skills and certifications to avoid unnecessary turnover costs. Increases larger
than one step must be accompanied by appropriate written justification and are allowed
one time within a salary range.
Salary Range Adjustments
Per the City’s Compensation Philosophy, supplemental employee salary ranges will be
evaluated periodically for market competitiveness, effectiveness, and compliance with
State law.
Multiple Classifications
Exhibit A
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Supplemental Employee Policy
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For employees working in multiple classifications, the department will need to list out all
classifications (including account, department, supervisor, pay rate) on a Personnel
Action Form.
EVALUATIONS FOR CONTRACT EMPLOYEES
Contract employees with a term of more than one year will be evaluated using the
guidelines below. The format of evaluations is up to the discretion of the department;
they may use the evaluation template or write a memo.
Management/Exempt Employees
Within two weeks of employment, the supervisor will work with the employee to create
their goals. This will provide a framework within which the employee will be evaluated.
At the six-month mark an evaluation is recommended, but not required. An annual
evaluation will then be required for the duration of their contract, as well as updated
goals each year.
Non-Exempt Employees
Within two weeks of employment, the supervisor will work with the employee to set
expectations. This will provide a framework within which the employee will be evaluated.
At the six-month mark an evaluation is recommended, but not required. An annual
evaluation will then be required for the duration of their contract.
EMPLOYMENT OPPORTUNITY PROGRAM
Supplemental employees who meet the minimum qualifications are eligible to compete
for open positions as part of the Employment Opportunities Program (EOP). The
Program is designed to give current employees a window of opportunity to apply for and
possibly transfer or promote into another classification when there is a vacancy prior to
the start of an outside recruitment.
TERMINATION
Per the Personnel Rules and Regulations (2.36.190 D 3) a supplemental employee may
be removed at any time without the right of appeal or hearing.
Exhibit A
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Exhibit A
Type Duration Mandatory Benefits
Health Cont. PERS
Seasonal FT <6 M No Contract
Must offer upon hire if the
employee will be working 30
hours on average over a four-
month period.
Must offer if the employee
works 30 hours on average
over a four-month period.
Must enroll upon hire if they
are expected to exceed the
1,000-hour limit within a fiscal
year.
Must enroll if the employee
exceeds the 1,000-hour limit
within a fiscal year.
PT <6 M No Contract No enrollment required. No enrollment required.
Occasional
FT <6 M No Contract
Must offer upon hire if the
employee will be working 30
hours on average over a four-
month period.
Must offer if the employee
works 30 hours on average
over a four-month period.
Must enroll upon hire if they
are expected to exceed the
1,000-hour limit within a fiscal
year.
Must enroll if the employee
exceeds the 1,000-hour limit
within a fiscal year.
>6 M Contract Must offer upon hire. Must enroll upon hire.
PT
<6 M No Contract No enrollment required. No enrollment required.
>6 M Contract
Must offer upon hire if the
employee will be working 30
hours on average over a four-
month period.
Must offer if the employee
works 30 hours on average
over a four-month period.
Must enroll upon hire if they
are expected to exceed the
1,000-hour limit within a fiscal
year.
Must enroll if the employee
exceeds the 1,000-hour limit
within a fiscal year.
Ongoing
FT >6 M Contract Must offer upon hire. Must enroll upon hire.
PT >6 M No Contract
Must offer upon hire if the
employee will be working 30
hours on average over a four-
month period.
Must offer if the employee
works 30 hours on average
over a four-month period.
Must enroll upon hire if they
are expected to exceed the
1,000-hour limit within a fiscal
year.
Must enroll if the employee
exceeds the 1,000-hour limit
within a fiscal year.
Exhibit A
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Appendix A – Sample City Manager Report
Final City Manager Approval Approver Name Date Approved
City Administration Approver’s Initials Month/Day
Reviewer Routing List Reviewer Name Date Reviewed
Finance & Information Technology Reviewer Initials Month/Day
Human Resources Reviewer Initials Month/Day
DATE
FROM: Department Head, Department Signature
PREPARED BY: Name, Position Title
SUBJECT: PERS Enrollment 1000 hours - Williamson
RECOMMENDATION
Authorize Part Time/Temporary Lifeguard Lindsey Williamson’s enrollment in the PERS system
effective May 25, 2017.
In this section you explain what you are asking for.
DISCUSSION
Background Information
Lindsey Williamson was hired on July 3, 2015 and presently works two different jobs for the
City: Lifeguard/City Worker 3 and Swim Instructor/ City Worker 4. On May 25, 2017 Lindsey
will exceed the 1,000 hour mark limitation on part time temporary employees and therefore must
be enrolled in PERS as of that date. To minimize ongoing costs she could be terminated and
another temporary employee hired that would not be in PERS.
This is where you include background information such as hire date, an overview of the
situation, or any other important information to understanding the situation. Below, you outline
specifics of why this occurrence happened / is happening, what needs to be done, and
alternatives to your recommendation.
Exhibit A
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Significant staff transitions in Aquatics and Facilities in 2017 and Lindsey stepped up
Recruitment for Aquatics staff is an on-going struggle due in part to the number of weekly shifts
needing to be filled and the now recovered economy. In addition, the majority of staff are
college students whose work availability is dependent on their class schedules; therefore they
require a work schedule that must change from quarter to quarter to “fit” their academic
schedule. Lindsey is a trained, available employee who has filled the gaps with scheduling for
the past year. In Aquatics, due to the low numbers of employees and slow recruitment, Lindsey
was asked to fill in for additional shifts as a swim instructor for swim lessons, lifeguards, and
assist incoming staff shadow shifts in May.
Why Will Staff Allow Lindsey Williamson to Exceed 1,000 hours in a Fiscal Year?
Because she is a great employee, and because May and June are the busiest months of the year
for Parks and Recreation, Lindsey has covered and will cover several extra shifts at the pool and
facilities. She was covering for sick staff in May (the stomach flu made the rounds) and one of
the only employees able to work these shifts. With the slow recruitment process, student
scheduling issues, and illnesses, the options are either to allow Lindsey to work the extra hours,
have regular staff work these shifts (taking away from their priorities and costing over twice as
much per hour), be understaffed which would result in a safety issue, or close the pool
altogether.
Why is it critical to authorize this employee to be enrolled in PERS?
1. We are legally required to enroll Lindsey in PERS because she will exceed 1,000
hours in a fiscal year. Not enrolling her in PERS could subject the City to penalties that
could far exceed the additional cost of PERS.
In her Assigned Division continuity of staff and relationships is highly valued.
Lindsey has shown a passion for the Parks and Recreation Department. Her job duties include:
patron safety, recognizing and responding to emergencies, enforcing rules and regulations of the
facility, head lifeguard duties, swim lesson instruction, maintaining effective working
relationships with staff and the public, and assisting in lifeguard training. Lindsey is a “natural”
leader and brings a positive attitude to the programs. She is an excellent communicator and the
positive relationship she has cultivated with the children in her lessons and families is invaluable
and irreplaceable. Lindsey’s passion and devotion to quality programming and enriching
opportunities is evident in all she does. She is well liked by patrons of the pool, students she has
taught, and regular users of our facilities.
Significant training has been provided to this employee.
Along with being trained in general City policies and procedures, Lindsey has been trained in
over 80 hours of intensive and general training pertaining to Aquatics, including: First Aid and
CPR, Mandated Child Abuse Reporting procedures, emergency action plans, water rescue skills,
facility policies and procedures, facility safety checks, Active registration system.
Exhibit A
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Longer term Lindsey would be a natural fit as a LBT.
Lindsey began working for the Parks and Recreation Department as a Lifeguard in Aquatics.
Once she met the requirements for the lifeguarding role, she was immediately assigned higher
designations and given more responsibility based on her exemplary work performance.
Currently, she is a head lifeguard who is being trained for upcoming department specialist
positions. Lindsey is dependable, committed, a self-starter and has exceeded all expectations.
Due to all of this Lindsey would be a natural fit for a future LBT (PERS budgeted) vacancy. If
the past is a guide, Parks and Rec experiences an average of one LBT vacancy a year (i f not
more) due to promotions and other transitions. This succession planning effort allows for
program Supervisors to retain quality employees and provide programmatic consistency while
reducing recruitment and training costs. If this were to occur, future PERS costs for Lindsey
would be folded into her salary as PERS costs are included in the costs of limited benefit
temporary employees. Consequently, if the request is not approved, Lindsey would have to be
terminated resulting in the loss of consistent, hard-working, and quality employee. There would
be significant training costs associated with adding another staff member of Lindsey’s caliber.
What alternatives are there, including hiring more temp employees in order to keep them
under the 1000-hour limit?
1. Increase tracking of all multiple division staff. Work with staff, in addition to
Supervisors, to better understand the limitations present by keeping employees under the
1000 hours threshold by scheduling fewer hours for the employee per division. Doing bi-
monthly Intellitime checks and balances once an employee is at or near 750 hours as
related to internal staff hour tracking.
2. Lower the Department Policy Restrictions on Hours Worked. Lower the stop work
threshold to 820 hours.
3. Hiring More Staff. Hiring more temporary employees for the aquatics program. This is
not desired as summer is the high season while the hours are cut dramatically in the off
season. It takes about a month from the time the position is opened to the employee’s
start date, so if we started recruiting now it would be a position that would last for about
six weeks. This position would have to undergo rigorous training to comply with safety
standards and would not be worth the cost of the recruitment process for the short time
they are employed.
CONCURRENCES
The Human Resources Director concurs with the recommendations of this report.
FISCAL IMPACT
Exhibit A
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Assuming this employee remains an active part time employee in 2016-17 and in the current
position, and roughly the same number of hours the added annual cost would be approximately
$3,030. The projected increased cost of the proposed change for this employee can be
accommodated within the existing budget for temporary salaries for Parks and Recreation.
This is where you explain the direct fiscal impact of your recommendation, if there is any.
Exhibit A
13 Packet Pg. 86
Item 9