Carpinteria City Council
April 25, 2022

For benchmark classifications in the survey that fellwithin 5% above or 5o/o below market, CPS HR did not recommend any changes to salaries. Generally, the variance within 5% above or 5o/o below the labor market for base salary is viewed as aligned with the relevant labor market when market volatility and standard deviation are taken into consideration.

It is important to note that on the Management Salary Schedule, CPS HR identified some missing salary ranges (M13, M18), and there was no salary range higher than range M19.

CPS HR recommends adding a few more salary ranges above M19 to accommodate the salary range recommendations in this report. CPS HR also found some missing salary ranges on the SEIU Salary Schedule (103, 1O4, 105, 106, 107), and this was also the case on the Miscellaneous Employee Salary Schedule.

CPS HR has also identified misalignments and proposed grade changes to maintain the proper internal relationships between classification levels. Internal equity is factored into a pay grade recommendation. Part of the process for determining salary range assignments for positions is to ensure appropriate range separation between levels of positions (e.9., the number of salary ranges between different positions).

Benefit Findinqs and Recommendations
ln addition to the base salary and total compensation data presented in the Study, CPS HR presents additional benefit information for all surveyed classifications. The additional benefit information in the Study includes:

1. Employee Group Representation

2. Salary Structure and Compensation Adjustments

3. Retirement Contribution Practices and FICA Participation

4. Defined Contribution Plans

5. Health Plans Monthly Contributions

6. Waived/Opt-Out Health Benefit Stipend

7. Basic Life lnsurance and Long-Term Disability lnsurance

8. Post Retirement Benefits (PRB)

9. Leisure Leave & Sick Paid Leave Accruals

10. Other Paid Leaves

11. Paid Leave Cash OuUConversion Practices

12. Other Benefits

13.Other Compensation - Longevity lncentives

14. Other Compensation - Allowances

15. Other Compensation - Differentials
1 6. Other Compensation -lncentives

17. Other Compensation - Reimbursements
The Study also surveyed Health Plans Monthly Contributions. The health benefit data includes medical, dental, and vision plans offered to employees and their eligible dependents (family coverage). Average and median calculations are based on all employee groups within all reporting labor market agencies. The benchmark plan used to G:\Laura\Staff Report\Total Comp Study\Total Compensation Report Staff Report - FlNAL.docx City of Carpinteria 2021Total Compensation Report
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determine each agency's employer and employee health contributions were based on the highest HMO plan or highest premium plan if the HMO plan is not an option. For dental and vision, the highest premium plan was reported.

The data shows Carpinteria's Health Plan Contributions are significantly over market. The median employer's total monthly health contribution for all labor market agencies for all employee groups is $1 ,624.15, Carpinteria's average employer total monthly health contribution for all employee classifications is $2,381.61, which is approximately 46.6% above the market median.

The average employee's total monthly health contribution for all classifications for all employee groups is $1,042.12, with a median of $981.30. The City of Carpinteria total employee contribution, as identified in Table B-05 on page 47,is $61.36, approximately 94% less than what other employees contribute in the market surveyed. For comparison, the City of Goleta employee monthly contribution is listed as $1,166.30, the City of Santa Paula's General Unit (SEIU) employee's monthly contribution is listed as $1,682.76, and the City of Port Hueneme employee's monthly contribution is listed as $1 ,300.22.

The Study also includes a survey of Leisure Leave & Sick Paid Leave Accruals. lt reports paid time off from work for leisure activities and time away for illness and/or injuries. Both leaves are the most common leaves within agencies where the accrual rates are based on years of service and are normally taken in blocks of days or weeks by an employee.

Overall, Carpinteria is above the median in this area.

The data shows the average annual leisure and sick leave accrual for the first year of service is 23.16 days (about 3 and a half weeks) per year, with a median of 22 days (about 3 weeks) per year. Carpinteria has an average of 24.2 days (about 3 and a half weeks) per year for all employee groups, which is 1.04 above the labor market average and 2.20 above the median. The average annual leisure and sick leave accrual for the maximum annual accrual, based on years of service, is 31.39 days (about 1 month) per year with a median of 32 days (about 1 month). Carpinteria has an average annual leave accrual of 33 days (about 1 month) per year for all employee groups, which is 1.61 days above the labor market average and 1.0 above the median.

Finally, the Study surveyed a variety of other benefits that include Other Paid Leaves, Holidays, Floating Holidays, Management Leave, Bereavement Leave, and Other Compensation. Within this area, the Study found a few benefits where the City is more generous and others not offered by the City.
. Floating Holidays: 10 agencies provide floating holidays with an average of (2) days per year and a median of 2 days. Currently, the City of Carpinteria does not provide floating holidays.
. Other Compensation - Longevity lncentives: four agencies provide longevity pay incentives ranging from $50 to $250 as monthly payments with one agency providing a one-time payment of $250; two agencies provide 2o/o lo 5% increase in compensation at 5 and 10 years of service. The City provides longevity pay G:\Laura\Staff Report\Total Comp Study\Total Compensation Report Staff Report - FlNAL.docx City of Carpinteria 2Q21Total Compensation Report
April25,2022

incentives of a 5o/o increase in compensation at 5 years of service and at 25 and 30 years of service an additional 2 and 3 days of paid time off, respectively, to SEIU members only.
lncentives: lncentive compensation is awarded for results rather than for time worked. lncentive pay is used to incentivize employees to achieve outstanding performance, a milestone in education or certification, or gain skills above the level required to classify the position or personnel improvement. The data shows nine (9) agencies reported incentive programs for education, performance, leave management, and fitness. Although Carpinteria has a performance incentive that unrepresented employees are eligible for, some of the other agencies offer incentives that the City does not. Examples of types of incentives offered by other agencies include Educational lncentive Pay, Certification Pay, and Tuition Reimbursement.

Next Steps
The City Council has full authority and discretion to determine appropriate compensation in response to the Study, including whether to implement none, some or all of the recommendations. There are several options the City could use to adjust salaries and improve its position in the market. One potential option is to adjust salaries that are below market using a phase-in approach (e.9., 2.5o/o each year until the City's range reaches the market range.) Salaries may also be adjusted by group, beginning first with those classifications that are more than 5% below market.

Since the City's Health Plan Monthly Contributions are significantly above market, one consideration is to adjust this benefit in order to reduce or limit future City cost increases and allow for the City to improve its market position on salary. The City's current health benefit formula results in the City paying nearly all of any increased expense. Most cities in the market surveyed as a part of the Study have a cafeteria-style health benefit where employees are provided a fixed dollar amount health benefit.

The Study also indicates that the area of incentives in the compensation package may also be an opportunity for the City to explore. lncentives can be a cost-effective tool for attracting and retaining employees.

Staff recommends that the Council consider changes to the conditions of employment for Management and Miscellaneous employee groups in response to the recommendations of the Report. With Council's direction, staff will bring back a matter for a future agenda that would allow the Council to consider and make changes to the conditions of employment for Management and Miscellaneous employee groups. Changes to the agreement between the City and represented employee groups3 is subject to negotiation and the information in the Report will inform those negotiations.

POLICY CONSISTENCY
g The City's General Services and Public Works Bargaining Units are represented by Service Employees lnternational Union (SEIU) 620.

G:\Laura\Staff Report\Total Comp Study\Total Compensation Report Staff Report - FlNAL.docx City of Carpinteria 2021 Total Compensation Report
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It is in the City's interest to maintain a competitive compensation package in order to effectively recruit and retain staff capable of delivering the quality and quantity of services needed and desired. The subject Total Compensation Study is intended to assist the City in evaluating and making adjustments to its compensation package for various classifications.

FINANCIAL CONSIDERATIONS
Should the City, ultimately, determine to make compensation changes in response to the Study, there are a variety of options and approaches to implementing compensation adjustments. Changes in salary to better compete in the market surveyed in the Study would result in increased costs; however, such increased costs could be offset, at least in part, over time by changes made to mitigate benefit cost increases.

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
The Study provides information that may be referenced as a part of labor negotiations with represented employee groups. The Study is expected to provide a basis for consideration of changes to the City's employee compensation package and to better position the City in the representative labor market. A competitive compensation package is important to attracting and retaining City staff capable of delivering necessary and desired local government services to the community.

OPTIONS

1. Accept the Study and direct staff to return with recommendations for specific com pensation chan ges (staff recom mendation. )

2. Direct further Study or additional information and/or analysis regarding City compensation.

PRINCIPAL PARTIES EXPECTED AT MEETING
Suzanne Ansari, Project Manager - CPS HR Consulting
lgor Shegolev, Project Consultant - CPS HR Consulting

ATTACHMENTS
A. City of Carpinteria Total Compensation Report
G:\Laura\Staff Report\Total Comp Study\Total Compensalion Report Staff Report - FlNAL.docx City of Carpinteria 2021Total Compensation Report
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Staff contact: Laura Hernandez, Human Resources and sk Man r (805) 7 55-4404, lau rah@ci. carpi nteria. ca. us
Reviewed by: Dave Durflinger, City Manager
(805) 7 55-4400, [email protected]. us
G:\Laura\Staff Report\Total Comp Study\Total Compensation Report Staff Report - FlNAL.docx

ATTACHMENT A

CITY OF CARPINTERIA TOTAL COMPENSATION REPORT

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SUBMITTED BY:

Project Manager
Suzanne Ansari
Project Consultants
Edie Sabia
Igor Shegolev
CPS HR Consulting
2450 Del Paso Road, Suite 220
Sacramento, CA 95834
www.cpshr.us
December 8, 2021
City of Carpinteria
Final Total Compensation Report
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Contents
I. Introduction/Executive Summary ...........................................................................................................................2 II. Project Scope and Work Plan .................................................................................................................................2 III. Compensation Study Parameters..........................................................................................................................3 Labor Market Position............................................................................................................................................3 Labor Market Agencies ..........................................................................................................................................4 Survey Classifications.............................................................................................................................................5 Survey Data Collection Scope.................................................................................................................................5 Comparable Classifications – Classification Matching.......................................................................................5 Comparable Classifications – Required Number of Comparable Classifications...............................................5 Internal Equity Considerations – Insufficient Number of Comparable Classifications......................................6 Labor Market Benefits, Compensation Practices Collected ..............................................................................6 IV. Survey Results .......................................................................................................................................................8 Compensation Results............................................................................................................................................8 Benchmark Comparable Classification Requirement.............................................................................................8 Labor Market Response .........................................................................................................................................9 Labor Market Position by Classification.................................................................................................................9 Reporting Definitions.............................................................................................................................................9 Labor Market Position Agency Wide................................................................................................................... 11 V. Summary of Benefit Tables ................................................................................................................................ 12 VI. Recommendations ............................................................................................................................................. 20 VII. Next Steps ......................................................................................................................................................... 21 Appendix A: Classification Datasheets.................................................................................................................... 22 Appendix B: Benefit and Compensation Practices Tables....................................................................................... 35 Appendix C: Salary Range Recommendations......................................................................................................... 84 Appendix D: Management Salary Schedule with Missing Salary Grades Included ................................................. 84 City of Carpinteria
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I. Introduction/Executive Summary
Introduction
CPS HR Consulting (CPS HR) was retained by the City of Carpinteria (City) to conduct a total compensation study for (12) benchmark classifications. The study's objective was to determine the competitiveness of the City’s compensation plan in the labor market. To achieve this, a labor market of (14) comparable agencies were identified, and base salary and total compensation data was collected and analyzed.

This final total compensation report contains the project scope and work plan, describes the data collection and analysis methodologies, and provides the total compensation results for all survey classifications.

The data for this report was collected during the months of May-June 2021. For consistency in labor market comparisons, all salary and benefits data are represented and as in effect on May 1, 2021.

Classification-specific results are summarized in Section IV of this report. Survey results for each classification are presented in Appendix A. In addition, other benefits, and premium pay elements of interest to the City were collected and summarized in Section V and details in Appendix B. The salary range recommendations are represented in Appendix C.

Compensation Study Executive Summary
The data included in this report reflects that the City’s job classifications, when compared to the relevant labor market, are a mix of at, above or below the labor market when comparing base salary and total compensation categories. Overall, the City’s benchmark classification base salaries at the midpoint are 4.60% below the labor market. Note, the positive number means that City’s benchmark range is below the market and indicates how much is needed to align City’s range with the market range (i.e. the median market variance City Manager’s job classification is shown as 9.63%). This means that to reach market median of $15,829 (monthly), the City needs to add 9.63% to the City median of the range - $14,438.60 X (1+9.63%) = $15,829.

The survey results display that the City offers a competitive benefit package when compared to the labor market.

When compensation and benefits are reviewed as a total package the competitive benefits compensate for base compensation lagging. The City’s total compensation is 2.56% above the market median which generally is viewed as aligned with the relevant labor market when market volatility and standard deviation are taken into consideration. Six (6) City benchmarked classifications are on average 8.13% of above the market median when evaluating total compensation, while four (4) City benchmarked classifications are on average 5.79% below the total compensation market median.

II. Project Scope and Work Plan
To complete the total compensation study, CPS HR completed the following tasks:

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◼ Reviewed the City’s background materials, including classification specifications, salary schedules, position control documents, benefits, MOUs, and organization charts. ◼ Conducted a client kick-off meeting on May 7, 2021.
◼ Developed a data collection method and online salary survey instrument. ◼ CPS HR sent a project parameters letter to the City on May 21, 2021, for review and feedback. Received confirmation from the City regarding the final (14) labor market agencies and (12) benchmark classifications to be surveyed.
◼ CPS HR determined that the most expeditious way of obtaining data was to gather as much information as possible from online sources and then follow up with the surveyed agency to validate and complete missing data.
◼ Researched salary and benefits data from the respective labor market agencies, including salary schedules, classification specifications, budgets, benefits summaries, MOUs, and position control documents where available. CPS HR followed through with agencies to request further information or clarification on job matching and/or benefits levels.
◼ Prepared and sent a job matching review spreadsheet with rationale for job matches to the City for review and feedback on June 22, 2021. CPS HR addressed feedback regarding the job matches and made a few minor revisions to some of the job matches.
◼ CPS HR provided a draft report to the City on August 13, 2021. The CPS HR project team met with the City’s HR & Risk Management Manager on August 23, 2021 to explain the draft report and to obtain additional information and criteria needed on missing salary grades. ◼ CPS HR made minor revisions to the draft report to address a few missing salary grades on the current salary schedule(s) and provided a revised draft report to the City on August 30, 2021. ◼ CPS HR provided a final report to the City on December 8, 2021. CPS HR made minor revisions to the final report to address City feedback and provided the City with a revised final report on April 14, 2022.

III. Compensation Study Parameters
The first step in conducting a total compensation survey is to determine the basic parameters for the survey.

These parameters included:
◼ Confirmation of the labor market position
◼ Labor market agencies (comparable agencies)
◼ Survey classifications (benchmark classifications)
◼ Survey scope
Labor Market Position
CPS HR provides a labor market data analysis based on the median of the market. The labor market median, which is described as the “middle” of the market, is the data point at which half of the complete range of data (excluding the City’s data) is higher, and half of the complete range of data (excluding the City’s data) is lower. The median is a common market position, particularly in smaller data sets, because the data is less likely to be skewed by high City of Carpinteria
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and low payers in the market. There are three labor market positions: Lead the market, meet the market, and lag the market. Leading the market is aligning your pay parameters and positions your pay parameters higher than the market (i.e., 60th percentile or 70th percentile); Lagging the market would be positioning your pay parameters below the market (i.e., 40th percentile); Meeting the market is positioning your pay parameters at the median of the market.

Labor Market Agencies
The agencies surveyed comprise the (14) labor market agencies for all benchmark classifications surveyed; the final labor market agencies are listed below. The City selected the labor market agencies list which were the same as in the previous studies. CPS HR’s whole job analysis methodology is described below and outlines all allocation factors considered when job matching.

The determination of an appropriate labor market involves the application of the selection criteria outlined below. ◼ Agency size – In general, agencies that employ similar numbers of employees may have similar economic demographics. Since it is rare to find cities with the same size, the goal is to provide a balanced mix of larger and smaller cities, thereby minimizing the “skewing” effect when either of these are used exclusively.
◼ Geographic proximity – When considering a labor market, it is important to consider the geographic proximity of potential agencies since they may be competitors in the recruitment market. Suppose there are not enough agencies within the local market with which to conduct a study. In that case, the geographic area may be expanded to include agencies in other closer counties, which are similar in other aspects.
◼ Industry – In general, agencies that provide the same types of services are more likely to have similar types of job classifications and are to recruit from the same applicant pool. ◼ Competing agencies – Information regarding the agencies that the City frequently competes with for talent (i.e., has lost employees to or recruited employees from) is also valuable for selecting the labor market agencies.

Final (14) Labor Market Agencies

1. City of Arroyo Grande (San Luis Obispo County)

2. City of Buellton (Santa Barbara County)

3. City of Fillmore (Ventura County)

4. City of Goleta (Santa Barbara County)

5. City of Grover Beach (San Luis Obispo County)

6. City of Marina (Monterrey County)

7. City of Morro Bay (San Luis Obispo County)

8. City of Ojai* (Ventura County)

9. City of Pacific Grove (Monterrey County)

10. City of Pismo Beach (San Luis Obispo County)

11. City of Port Hueneme (Ventura County)

12. City of Santa Paula (Ventura County)

13. City of Solana Beach (San Diego County)
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14. City of Solvang (Santa Barbara County)
*CPS HR made several attempts to obtain data from the City of Ojai. Due to limited staff, the City was not able to complete the online salary survey or provide documents needed for the study.

Survey Benchmark Classifications
The (12) survey benchmark classifications for the study are presented below. Summary descriptions for all survey benchmark classifications were based on the current job descriptions provided by the City.

1. Administrative Assistant-Community Development

2. Aquatics Superintendent

3. City Manager

4. Civil Engineer

5. Code Compliance Officer II

6. Community Development Director

7. Human Resources/Risk Manager

8. Parks, Recreation and Public Facilities Director

9. Principal Planner

10. Public Works Supervisor

11. Senior Financial Analyst

12. Senior Parks & Facilities Maintenance Worker
Survey Data Collection Scope
Comparable Classifications – Classification Matching
When conducting a salary survey, the intent is to provide general market trends by comparing the span of control, duties and responsibilities, knowledge, and skill and ability requirements to determine whether these are comparable enough to utilize as a match. With a balanced labor market and the use of whole job analysis, it is reasonable to assume that while some matches will have slightly higher responsibilities and some matches will have slightly lower responsibilities, the overall scope of duties and responsibilities of the combined matches will be balanced.

In matching comparable classifications from other agencies, CPS HR does not only rely on classification specifications. CPS HR references position control documents, where available, to specifically identify which classification and level of classification, perform the duties of the City’s classification. This is particularly relevant to non-supervisory, non-management classifications where multi-level classifications within the series are matched from the other agencies. In addition, budgets or other fiscal tools facilitating series progression through multiple levels may provide greater flexibility in using the classification structure than is evident in the content of the classification specification. To the extent possible, CPS HR identifies the operational use of a classification in determining whether it is a comparable job match.

Comparable Classifications – Required Number of Comparable Classifications CPS HR’s best practice is that benchmark positions must have a minimum of three (3) classification matches to be analyzed. In most studies, it is common to have some classes for which limited market data exists.

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There are many reasons a benchmark class may not have enough comparable data, including:
◼ Differences in the delivery of services
◼ Differences in the span of control
◼ Differences in organizational structure
◼ Differences in operational size
◼ The classification is not commonly found in other agencies ◼ Agency does not provide that service
Internal Equity Considerations – Insufficient Number of Comparable Classifications Because a compensation plan is developed through the analysis of external market data and internal relationships, the absence of sufficient labor market data for a particular classification does not mean that no salary recommendation can be developed since many salary recommendations are based upon internal equity with other classes.

Labor Market Benefits, Compensation Practices Collected CPS HR collected numerous benefits and compensation practices and base salary to complete the total compensation evaluation of the City in the labor market. When measuring the market, the goal is to identify an agency’s competitive position in the labor market to attract and retain talent, in addition to promoting internal equity. This is done by measuring those benefits and/or perquisites that new employees would receive upon their date of hire. Reported benefits are those which all employees in an employee group would qualify for. The benefit data and compensation practices collected for the study are presented in Table 1 below. This is not an inclusive list of all data collected.

Table 1: Benefits and Compensation Practices Categories Collected Component Categories Description
Included in Total
Compensation
Calculations
Basic Welfare Benefits An employer provides plans to protect an employee and/or an employee's family from loss of income in the event of injury or death, commonly life insurance and/or long-term disability plans.

Not included
Defined Contribution (DC) Plans A type of retirement plan in which the employee and/or employer make contributions regularly (i.e., 457 and 401 plans).
**Non-matching employer contributions or matching
employer contributions based on mandated employee
contributions are included in total compensation
calculations.

Discretionary
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Component Categories Description
Included in Total
Compensation
Calculations
Employee Group Representation Lists the Employee Groups' organizational name and local if represented by a union or association or other
documentation that provides conditions for unrepresented employment, i.e., Salary Resolution, Employee Agreement, or other documentation.

Not included
Employee Health Contributions The value of the employee’s monthly contribution for health benefits, which includes medical, dental, and vision benefits based on criteria defined for the Client Benchmark Plan.

Included
Employer Health Contributions The value of the employer’s monthly contribution for health benefits, including medical, dental, and vision benefits, based on a family coverage (employee + 2 or more
dependents), is used to calculate total compensation.

Includes Flex Credits.

Included
Employer Retirement Contribution Employer's contribution for defined benefit retirement plans based on a percentage of payroll as defined by plan's actuarial report.

Included
Federal Insurance Contributions
Act (FICA)
Refers to the Federal Insurance Contributions Act (FICA), a United States federal payroll contribution of employees and employers to fund Social Security and Medicare. State and local government employees may be covered for social
security and Medicare either by mandatory coverage or
under a Section 218 Agreement between the state and the Social Security Administration. Under some circumstances, an employee may be excluded from social security or
Medicare (uncommon practice).

Included
General Salary Adjustment The general adjustment that applies to the entire salary structure (i.e., salary scale) applies to all employees at and below the maximum of the salary range of their position and is not contingent on performance or service in a position.

Not included
Health Opt-Out/In-Lieu Subsidy Employees with alternate group health insurance are eligible to receive a subsidy in lieu of benefits based on meeting the agency’s eligibility requirements.

Included
Paid Leave Paid leave practices that an agency may provide to eligible employees. Reporting can include annual, vacation and sick leave, holidays, floating holidays, bereavement leave,
management leave.

Not included
Paid Leave Cash-out/Conversion Leave accrual cash-out/buy-out practices to allow employees to receive payment in lieu of time off for accrued leave credits. Requirements may have a maximum
allowable number of credited leave hours to be paid out, may require a minimum leave accrual to be maintained
after payout or other eligibility and/or requirements. Does not include separation payouts.

Included
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Component Categories Description
Included in Total
Compensation
Calculations
Other Compensation Additional compensation may include allowances or financial incentives paid in equal increments with the
normal payroll process.

Not included
Post-Employment Benefits (OPEB)
at Retirement
Post-retirement benefits provided to eligible retirees. Included Retiree Health Savings Plan (RHS) Retiree Health Savings (RHS) savings plans to allow contributions to be put aside for post-retirement
health care expenses.

Not Included
Salary Structure Identifies the pay structure, Steps or Range, used by the agency to determine wages, rates, and salary schedules.

Not included
IV. Survey Results
Compensation Results
The City’s overall position within the labor market, and the averages for each classification, are presented in base salary and total compensation datasheets reflected in Appendix A. The summary of the results included in Appendix A, B, and C is described below.
◼ Appendix A presents all study benchmark classifications, applicable employer benefit contributions & premium pay with total compensation results.
◼ Appendix B presents the collected benefit information for all employee groups. An analysis of these benefits is presented in Section V.
◼ Appendix C presents the salary range recommendations made based on base salary not including benefits. ◼ Appendix D presents the management salary schedule including missing/new salary grades as calculated by CPS HR Consulting.

Benchmark Comparable Classification Requirement
A majority of the (12) benchmark classifications met the CPS HR requirement of a minimum of (3) comparable matching classifications, except for (3) benchmarks (Administrative Assistant-Community Development, Code Compliance Officer II and Aquatics Superintendent) that had insufficient matches and are listed as (ISD). CPS HR did find that some agencies had classifications that performed similar duties but ultimately were not considered to be a close enough match in this study. Please refer to the footnotes in Appendix A in the individual benchmark datasheets on pages 23, 24 and 27 in this report that describes the possible classification matches and the CPS HR rationale as to why they were ultimately not considered a job match. The benchmarks that did not have at least (3) matching classifications should be placed within the pay structure based on the internal relationship between similar agency jobs.

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Labor Market Response
CPS HR was able to obtain data from (13) labor market agencies. CPS HR made several attempts to obtain data from the City of Ojai. Due to limited staff, the City was not able to complete the online salary survey or provide documents needed for the study.

Labor Market Position by Classification
This section provides a summary of the City’s position within the labor market by classification. Table 2 illustrates the following information for each classification.
◼ The City’s classification title
◼ Number of comparable classifications
◼ The City’s control points of monthly salary (minimum, midpoint, maximum) for the survey classifications ◼ The labor market median and mean of the control points which is calculated using the same control point for each of the comparable classes; that range of data is then computed to provide the median or mean amount. The City’s salary is not included in the median and mean calculation. ◼ The percentage of the City’s control points are above or below the median and mean of the labor market; these numbers indicate what percentage of the City’s salary is required to move it up or down to the market median or mean.
◼ The job classifications that returned insufficient comparable classifications to compute base salary and total compensation market results are presented in Table 3 for reference.

Reporting Definitions
The term “No Comparable Class” (NCC) is used if CPS HR did not find a comparable classification to a specific benchmark classification within an agency.

After numerous attempts, the term “Data Not Available” (DNA) is used when CPS HR could not obtain the required data from an agency.

The term “Years of Experience” (YOE)_refers to the number of actual years of experience directly related to the job, including experience acquired outside of the current employer.

The term Years of Service (YOS) refers to the number of years of service an employee must have to be eligible for a benefit; YOS is based on each agency’s personnel rules and regulations and bargaining agreements.

The term Final Average Compensation (FAC) is used in the retirement formula to determine an employee’s retirement compensation for a defined benefit plan.

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Table 2: City’s Percent (%) Above/Below Labor Market Medians by Classification Classification Title # Of
Matches
Carpinteria
Base Salary
Minimum
Carpinteria
Base Salary
Midpoint
Carpinteria
Base Salary
Maximum
Labor
Market
Base Salary
Minimum
Labor
Market
Base Salary
Midpoint
Labor
Market Base
Salary
Maximum
Market
Variance
from Min
Market
Variance
from Mid
Market
Variance
from Max
Carpinteria
Total
Comp
Market
Total
Comp
Market
Variance
from Total
Comp
City Manager 13 $14,438.60 $14,438.60 $14,438.60 $15,829.00 $15,829.00 $16,585.00 9.63% 9.63% 14.87% 0.00% 4.78% $20,448.04 Civil Engineer 8 $6,583.09 $7,821.98 $9,060.87 $8,501.41 $9,417.46 $10,465.34 29.14% 20.40% 15.50% 37.64% 23.10% $12,633.42 Community Development Director 11 $8,970.67 $10,652.64 $12,334.60 $10,279.00 $11,722.50 $12,865.00 14.58% 10.04% 4.30% 37.50% 25.16% $16,302.62 Human Resources/Risk Manager 7 $6,583.09 $7,821.98 $9,060.87 $8,017.00 $9,152.87 $10,247.00 21.78% 17.01% 13.09% 37.64% 27.82% $12,633.42 Parks, Recreation and Public Facilities
Director 7 $8,970.67 $10,652.64 $12,334.60 $7,800.00 $9,002.07 $10,204.13 -13.05% -15.49% -17.27% 37.50% 30.82% $15,745.94 Principal Planner 8 $6,583.09 $7,821.98 $9,060.87 $7,203.64 $8,475.57 $9,454.47 9.43% 8.36% 4.34% 37.64% 31.25% $12,633.42 Public Works Supervisor 9 $5,161.91 $6,129.84 $7,097.77 $5,704.40 $6,415.94 $7,127.47 10.51% 4.67% 0.42% 37.50% 24.95% $10,433.18 Senior Financial Analyst 6 $5,964.51 $7,082.83 $8,201.15 $6,219.50 $6,964.07 $7,671.94 4.28% -1.68% -6.45% 37.50% 23.35% $11,669.85 Senior Parks and Facilities Maintenance
Worker 12 $4,337.42 $4,804.79 $5,272.16 $4,607.51 $5,104.02 $5,600.53 6.23% 6.23% 6.23% 21.55% 21.55% $8,387.04 Table 3: City’s Percent (%) Above/Below Labor Market Medians by Classification – Classifications with Insufficient Matches Classification Title # Of
Matches
Carpinteria
Base Salary
Minimum
Carpinteria
Base Salary
Midpoint
Carpinteria
Base Salary
Maximum
Labor
Market
Base Salary
Minimum
Labor
Market
Base Salary
Midpoint
Labor
Market
Base Salary
Maximum
Market
Variance
from Min
Market
Variance
from Mid
Market
Variance
from Max
Carpinteria
Total Comp
Market
Total
Comp
Market
Variance
from Total
Comp
Administrative Assistant-Community
Development 2 $4,528.41 $5,016.37 $5,504.32 $3,987.57 $4,356.42 $4,725.27 11.94% -13.16% -14.15% 21.55% 18.50% $8,647.24 Aquatics Superintendent 0 $4,846.67 $5,755.40 $6,664.12 N/A N/A N/A 37.50% $9,947.15 Code Compliance Officer II 0 $3,896.43 $4,627.05 $5,357.66 N/A N/A N/A 37.50% $8,482.87 * A positive (+) number represents the City’s salaries and/or benefits are below the labor market and need the indicated percentage to reach the labor market, at the City’s salaries and/or benefits are below the labor market and need the indicated percentage to reach the labor market. The negative (-) number means the City is above the labor market median.

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Labor Market Position Agency Wide
CPS HR has analyzed the base compensation survey results. The data included in this report reflects that the City’s job classifications, when compared to the relevant labor market, are a mix of at, above or below the labor market when comparing base salary and total compensation categories. The percentage in the labor market varies based on whether the reference is the market mean (average) or market median (mid-point).

The market median tends to be a more stable representation of trends in the market since it eliminates high and low payers, which can skew data and outcomes. For this reason, CPS HR’s methodology is to use the market monthly minimum and maximum median for compensation considerations. The City’s current base compensation structure should be aligned with the goal to recruit, develop, reward, and retain employees. • The City is below the labor market median, or 50% percentile, based on the monthly minimum and monthly maximum salary for (7) benchmark classifications. • The City is above the labor market median, based on both the monthly minimum and monthly maximum salary for (1) benchmark classification (Parks Recreation and Public Facilities Director). • The City is above the labor market median based on the monthly midpoint and maximum salary for (2) benchmark classifications (Senior Financial Analyst and Administrative Assistant-Community Development). Both of these benchmark classifications were found to be below the labor market based on the minimum monthly salary.

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V. Summary of Benefit Tables
In addition to the base salary and total compensation data presented in the datasheets provided within Appendix A, CPS HR presents additional benefit information for all surveyed classifications displayed in table format in Appendix B. A summary of each table is provided below:
◼ Table B-1: Employee Group Representation
Table B-1 reports data related to the representation of employee group and number of positions/full-time equivalents (FTE).

Employee Groups: Employee Groups can be unrepresented or represented. Represented groups are exclusively represented by a union or employee organization. Employee groups that a classification(s) is assigned to are used for reporting benefit and other compensation data throughout the report.

Positions/FTE: Number of positions or FTE reported by the agency or in each agencies’ budget document, position allocations, or other documentation.

The data is collected for reporting purposes only and is not included in total compensation calculations. • All (13) agencies have matched general/miscellaneous classifications represented by a collective bargaining union; (2) agencies have supervisory and/or mid-management classifications represented by a collective bargaining union. It is important to note, that some of the labor market agencies are much larger than the City of Carpinteria which can affect the overall survey results.*Carpinteria has general/miscellaneous benchmark classifications represented by a collective bargaining union.
• All labor market agencies’ management, executive management, and three (3) mid-management groups are unrepresented; (9) agencies unrepresented matched classifications’ benefits and compensation being documented by resolution; (1) agency department heads have employee agreements. *Carpinteria’s unrepresented employee groups’ benefits and compensation are based on conditions of employment.
• All labor market agencies' city managers’ benefits and compensation are based on employee agreements. *Carpinteria’s city manager also has an employee agreement in place. • The median number of positions/FTE for all labor market agencies is 86.20 with an average of

79.35; *Carpinteria reported (39) positions/FTE, which is 40.35 less than the average of the labor market agencies.
◼ Table B-2: Salary Structure and Compensation Adjustments Table B-2 reports data related to salary structure and general compensation adjustments.

Salary Structure: Identifies the pay structure, steps, range, flat rates, etc., used by an agency to determine wages, rates, and salary structure. Reporting is based on classification groups and not labor market agencies.

Therefore, one agency can be included in multiple types of salary structures.

Salary Schedule Effective Date: Reports the effective date of the salary schedule provided by the labor market agency and used to report compensation for the salary survey.

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General Salary Adjustments: General salary adjustments that apply to the entire salary structure (i.e., salary scale) are applicable to all employees at and below the maximum of the salary range of their position and are not contingent on performance or service in a position.

The data is collected for reporting purposes only and is not included in total compensation calculations. • Compensation for (5) agencies structure is based on steps for all classifications ranging from 5 to 15 steps. *None of Carpinteria’s employee groups have a step salary structure. • Four (4) agencies’ management, executive management, and general units’ compensation structure are based on a salary range. *All of Carpinteria’s unrepresented employee compensation structure is based on salary ranges.
• Nine (9) agency city managers’ compensation is based on a flat rate structure; four (4) agency city managers’ compensation is based on a salary range. *Carpinteria’s City Manager compensation is based on a range.
• Seven (7) agencies reported for fiscal year 20/21 increased general salary adjustments for 15 employee groups with an average adjustment of 2.3% and a median of 2.0%; six (6) agencies did not provide a general salary adjustment in fiscal year 20/21 for any employee groups; two (2) agencies reported reductions in compensation of -2.60% and -10.0%. *Carpinteria reported no general compensation adjustment for any employee groups. ◼ Table B-3: Retirement Contribution Practices and FICA Participation Table B-3 reports data pertaining to the retirement plan’s administrator, employer’s Normal Cost blended contribution rate, active members in a plan, and each agency’s participation in Social Security; it is presumed that all agencies participate in Medicare.

Contribution Rates: The contributions are based on a percentage of payroll. Defined benefit plans contribution represents the annual cost of service accrual for the fiscal year for active employees as reported in the defined benefit plan's actuarial valuation document. Contributions to a defined contribution plan are based on approved plan documents.

Social Security: When an agency participates in Social Security, the contribution rate is 6.20% of taxable compensation.

The employer retirement contribution rate, Social Security, and if applicable, Medicare contribution of

1.45% are included in total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency. • All labor market agencies and Carpinteria’s retirement plans are administered by CalPERS. • Employer Contribution Rates: The labor market agencies’ average contribution rate was 10.3%, with a median of 10.23%. *Carpinteria’s employer contribution rate was 10.63%, which is 0.33% above the labor market average and 0.40% above the median. • Social Security: (6) agencies contribute to social security benefits. *Carpinteria does not contribute to social security benefits.
◼ Table B-4: Defined Contribution Plans
Table B-4 reports data pertaining to deferred contribution plans that can provide a non-matching or matching contribution, though this is a voluntary employee benefit in many cases.

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Defined contribution plans such as 457(b), 401(k), or 401(a) allow for a portion of an employee's income or employer contribution to be paid out at a later date after which the income is earned, allowing for a deferral of taxes. The amount(s), if any, that the agency contributes to an employee’s deferred compensation plan are reported.

The data is collected for reporting and is included in total compensation calculations if the employer makes a non-matching contribution; no employee contribution is required, or the employee is mandated to contribute to be eligible for plan participation. Data is reported and included when at least one employee group and/or classification is eligible within an agency.
• Twelve (12) agencies provide a 457(b) plan and (1) agency provides a 401(a); (10) agencies provide a non-matching contribution to at least one employee group ranging from $50/month to 6% of base salary per month, with (2) city managers receiving more than $2,000/month; (3) agencies provide a matching contribution to at least (1) employee group ranging from $50/month to $1,500/year. *Carpinteria provides a 457(b) plan which provides a non-matching contribution to the city manager of 5% plus $91.67/month; no matching contributions are provided to any other employee groups.
◼ Table: B-5: Health Plans Monthly Contributions
Table B-5 reports data related to health benefits which include medical, dental, and vision plans offered to employees and their eligible dependents (family coverage). Average and median calculations are based on all employee groups within all reporting labor market agencies. The benchmark plan used to determine each agency's employer and employee health contributions were based on the highest HMO plan or highest premium plan if HMO plan is not an option; dental & vision the highest premium plan was reported.

Total Monthly Health Contribution: The value of the employer’s and employee’s monthly contributions to health benefit premiums and/or, if applicable, employer’s contributions in the form of Flexi credits and/or HSA.

Flex Credit: A “flex credit” is an employer contribution to a health plan cost. The employee then allocates to benefits that may subsidize basic health benefits and include life insurance, disability plans, and other voluntary or supplemental health benefits. Flex Credits are included in the total monthly employer health contribution.

Health Savings Accounts (HSA)” HSA plans are tax-deductible savings plans that allow contributions to put aside pre-tax dollars for future health care expenses. An HSA may also be used in conjunction with a highdeductible health insurance policy that allows users to save money tax-free against future medical expenses, i.e., deductibles and co-pays.

Total Monthly Health Contribution: The value of the employer’s and employee’s monthly contributions for health benefits, which include medical, dental, and vision, and, if applicable Flexi credits and HSA are collected.

The data is collected for reporting, and the total monthly employer health contribution is included in the total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency.

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• The average employer’s total contribution for all agencies for all employee groups is $1,152.21, with a median of $1,624.15. *Carpinteria’s employer total contribution for all employee classifications is $2,381.61, which is $869.40 above the average and $757.46 above the median. • The average employee’s total contribution for all classifications for all employee groups is $1,042.12, with a median of $981.30. *Carpinteria’s total employee contribution is $61.36, which is $980.76 below the average and $919.94 below the median. • No labor market agencies or Carpinteria provide an HSA plan. ◼ Table B-6: Waived/Opt-Out Health Benefit Stipend
Table B-6 reports if a stipend is provided when an employee waives/opts out of health benefits, based on meeting the agency’s eligibility requirements.

The data are collected for reporting only and not included in the total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency • Eleven (11) agencies reported providing a stipend; the reported stipends ranged from $250 to $1,214 monthly. *Carpinteria does provide a stipend for opting out of health insurance benefits depending on coverage being waived and other criteria.
◼ Table B-7: Basic Life Insurance and Long-Term Disability Insurance Table B-7 reports data pertaining to basic life insurance benefits and long-term disability coverage that an agency provides to its employees.

The data is collected for reporting only and not included in the total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency • Basic Life Insurance: All labor market agencies provide basic life insurance to all employee groups except one (1) agency that provides the benefit to only the city manager. The basic benefit ranges from $20,000 to $350,00; *Carpinteria provides $50,000 to $250,000 depending on employee group.
• Basic Long-Term Disability: (10) agencies provide to at least one employee group basic benefits ranging from 60% to 66.67% of base compensation, with a maximum limit of up to $5,000 to $10,00. *Carpinteria provides a basic benefit of 66.67% base compensation to a maximum of $6,000 to unrepresented employee groups.
◼ Table B-8: Post Retirement Benefits (PRB)
Table B-8 reports data pertaining to benefits provided by the employer that continue to eligible retirees.

The data is collected for reporting only and not included in the total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency. • Eleven (11) agencies provide post-retirement health insurance subsidy based on the minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) to at least (1) employee group; (2) agencies provide a subsidy ranging from $75 to $376.79/month; (1) agency provides up to $800/month subsidy for employee and spouse until death; (2) agencies provide to represented employee groups a retirement health care trust where employees can defer compensation and or leave annual buy out to pre-fund future retiree health care costs; (1) agency City of Carpinteria
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contributes to a retirement health savings plan if eligible retirees may receive based on service $100- $225/month *Carpinteria provides a subsidy to all employee groups based on the minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA); $10,000 of life insurance benefit with 20 YOS.
◼ Table B-9: Leisure Leave & Sick Paid Leave Accruals
Table B-9 reports paid time off from work for leisure activities and time away for illness and/or injuries.

Leisure Leave: Vacation leave is the most common leave, with annual leave combining leisure leave, sick leave, and/or other leaves. Accrual rates are based on years of service and are normally taken in blocks of days or weeks by an employee. Annual accrual credits and maximum annual carryover credits for the minimum and maximum years of service are reported.

Sick Leave: Paid leave for time off for sick leave offered to employees to compensate for time away from work for an employee or eligible family member related to illness or injury. Accrual rates are annual, not based on years of service, and are normally taken in hours or days.

This data is collected for reporting only and not included in total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency. Accruals are reported in days. When necessary, paid leave reported time increments are converted to paid leave days based on 8 hours per day.
• Eleven (11) reporting agencies provide vacation and sick leave to at least (1) employee group; (5) agencies provide annual leave to at least one (1) employee group. • The average annual leisure and sick leave accrual for the first year ofservice are 23.16 days (about 3 and a half weeks) per year, with a median of 22 days (about 3 weeks) per year. *Carpinteria has an average of 24.2 days (about 3 and a half weeks) per year for all employee groups, which is 1.04 above the labor market average and 2.20 above the median. • The average annual leisure and sick leave accrual for the maximum annual accrual, based on years of service, is 31.39 days (about 1 month) per year with a median of 32 days (about 1 month). *Carpinteria has an average annual leave accrual of 33 days (about 1 month) per year for all employee groups, which is 1.61 days above the labor market average and 1.0 above the median. ◼ Table B-10 Other Paid Leaves
Table B-10 reports other listed paid leave accruals that employee groups may or may not be eligible for. Accruals are reported in days. When necessary, paid leave reported time increments are converted to paid leave days based on 8 hours per day.

Holidays: Holidays are days off from work on days of special religious, cultural, social, or patriotic significance in which work, and business ordinarily cease.

Floating Holidays: Floating Holidays or Personal leave accruals is a general‐purpose leave benefit, used for reasons important to the individual employee, but not otherwise provided by other forms of leave; can be referred to as Personal Leave.

Management Leave: Leave awarded to employees who are FLSA exempt from recognizing additional time worked to perform job duties.

Total Holidays & Management Leave: The total leave accruals for holidays, floating holidays, and management leave.

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Bereavement Leave: Time-off from work, paid or unpaid, due to the death of an eligible individual, usually a close relative. Supplemental bereavement leave due to travel or other extenuating circumstances may be provided by an agency.

This data is collected for reporting only and not included in total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency. • Holidays: All agencies' average number of holidays is 11.71 days (about 1 week 4 and a half days), with a median of 11.75 days (about 1 week 5 days). *Carpinteria provides (12) days which is 0.29 days above the average and 0.25 days above the median.
• Floating Holidays: (10) agencies provide floating holidays with an average of (2) days per year and a median of (2) days. *Carpinteria does not provide floating holidays. • Management Leave: (11) agencies provide management leave, to at least one employee group, with an average of 10.04 days (about 1 and a half weeks) and a median of (10) days. *Carpinteria’s management leave is discretionary.
• Bereavement Leave: All agencies provide bereavement leave averaging 3.85 days per instance and a median of (3) days; (4) agencies provide supplemental bereavement leave averaging (2) days with a median of (2) days. *Carpinteria provides up to (3) days of paid bereavement leave which is 0.85 days below the average and equal to the median; Carpinteria does not provide supplemental leave.
◼ Table B-11: Paid Leave Cash Out/Conversion Practices
Table B-13 reports practices that allow employees to receive payment instead of taking time off work by being “paid in place/lieu of time off” or may convert one leave type for another. Requirements may have a maximum allowable number of hours to be paid out, require a minimum leave accrual to be maintained after payout or other eligibility and/or requirements.

The data is collected for reporting only and not included in the total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency. • All (13) agencies provide this benefit type for at least one type of leisure or sick leaves for at least one employee group. *Carpinteria provides cash out of up to (80) hours, with (40) hours balance in leave bank, of unused annual leave at the beginning of the fiscal year. Funds may be directed to different options.
◼ Table B-12: Other Benefits
Table B-12 reports other benefits that the City provides to employees that are not common to determine if other agencies provide a similar benefit.

The data is collected for reporting only and not included in the total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency. • One (1) agency provides a 50% discount for most recreation programs through their park and recreation department. *Carpinteria provides discounts for park and recreation programs of 50% and 75% based on the program for all employees; the city manager receives an annual physical examination.
◼ Table B-13: Other Compensation - Longevity Incentives Table B-13 reports a monetary payment or other incentives to an employee based on seniority or length of service.

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The data is collected for reporting only and not included in the total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency. • Nine (9) agencies do not provide a longevity incentive; (4) agencies provide longevity pay incentives ranging from $50 to $250 as monthly payments with one agency providing a one-time payment of $250; (2) agencies provide 2% to 5% increase in compensation at (5) and (10) years of service. *Carpinteria provides longevity pay incentives of a 5% increase in compensation at (5) years of service and at (25) & (30) years of service (2) & (3) days of paid time off. ◼ Table B-14: Other Compensation - Allowances
Table B-14 reports allowances as an amount of money given or usually allotted for a specific purpose without accounting for its use.

The data is collected for reporting and included in the total compensation calculations. Data is reported when at least (1) employee group and/or classification is eligible within an agency. • All agencies reported some type of allowances to at least one employee group. The allowances included vehicles, cell phones, technology, housing, and business expenses. *Carpinteria provides to all employees a wellness/fitness allowance and the city manager a vehicle, cell phone and flexible spending allowances.
◼ Table B-15: Other Compensation - Differentials
Table B-15 reports pay differentials are additional compensation to entice employees to work alternate shifts and perform additional duties/skills not required by assigned classification.

Out of Class Assignment: A pay differential is provided when an employee is assigned to perform duties not consistent with the employee’s appointment classification.

Call-back Pay: A pay differential is provided when an employee responds to a call outside of their normal working hours from the employer to perform extra work that was unanticipated by the employer.

Standby Pay: A pay differential provided for employees required to be immediately available for duty.

The data is collected for reporting only and not included in the total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency. • All agencies reported differentials at least one differential category. *Carpinteria reported all (3) listed differential categories.
◼ Table B-16: Other Compensation –Incentives
Table B-164 reports pay incentives, defined as additional compensation to entice employees to agree to work alternate shifts and perform additional duties/skills not required by assigned classification.

Incentive Programs: Incentive compensation is awarded for results rather than for time worked. Incentive pay is used to incentivize employees to achieve outstanding performance, a milestone in education or certification, or gain skills above the level required to classify the position or personnel improvement.

The data is collected for reporting only and not included in the total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency.

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• Nine (9) agencies reported incentive programs for education, performance, leave management, and fitness. *Carpinteria reported a performance incentive that unrepresented employees are eligible for.
◼ Table B-16: Other Compensation - Reimbursements
Table B-16 reports reimbursements which are the act of reimbursing an employee for an out-of-pocket approved expense by giving them an amount of money based on an agency’s general reimbursement policy.

The data is collected for reporting only and not included in the total compensation calculations. Data is reported and included when at least one employee group and/or classification is eligible within an agency. • All agencies reported providing education reimbursement for higher learning, fitness, licenses/certifications, professional development dues and membership, cell phones, and general expenses. *Carpinteria reported reimbursement for tuition/education, training, reimbursable expenses, and cell phone.

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VI. Recommendations
This report provides detailed information concerning the scope of the project, the methodology used to complete the total compensation calculations, and the results of the study that show where the City is positioned in comparison to the labor market. The City should consider its competitive position in the labor market and the ability to recruit, retain, and reward employees now and in the future. CPS HR has provided the salary and pay equity recommendations for the benchmark classifications in Appendix C based on the labor market median (monthly minimum & monthly maximum).

For benchmark classifications in the survey that fell within 5% above or 5% below market, CPS HR did not recommend any changes to salaries. Generally, the variance within 5% above or 5% below the labor market for base salary is viewed as aligned with the relevant labor market when market volatility and standard deviation are taken into consideration.

It is important to note that on the Management Salary Schedule, CPS HR identified some missing salary ranges (M13, M18), and there was no salary range higher than range M19. CPS HR recommends adding a few more salary ranges above M19 to accommodate the salary range recommendations in this report. CPS HR also found some missing salary ranges on the SEIU Salary Schedule (103, 104, 105, 106, 107), and this was also the case on the Miscellaneous Employee Salary Schedule.

CPS HR has also identified misalignments and proposed grade changes to maintain the proper internal relationships between classification levels. Internal equity is factored into a pay grade recommendation. Part of the process for determining salary range assignments for positions is to ensure appropriate range separation between levels of positions (e.g., the number of salary ranges between different positions).

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VII. Next Steps
This report provides detailed information concerning the project's scope, the methodology used to complete the total compensation study, and the study results, which show where the City is positioned compared to the labor market. We suggest that this program be continued and maintained regularly.

CPS HR suggests that the City review the overall classification structure, individual position allocations and update classification specifications regularly at least every five (5) years. In addition, CPS HR recommends conducting a comprehensive salary survey every three (3) to five (5) years.

Should you require any further information or have questions and comments concerning this report, please do not hesitate to contact Suzanne Ansari-Project Manager at [email protected] City of Carpinteria
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Appendix A: Classification Datasheets
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Appendix B: Benefit and Compensation Practices
Tables
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Table B-01: Employee Groups/Bargaining Units Data
Agencies
Budgeted/
Allocated
# FTEs/
Positions
Employee Group(s) Representation
Agreement/Resolution
Term
Begin End
City of Carpinteria 39
Miscellaneous Represented Service Employees International Union (SEIU) Local 620
7/1/2020 6/30/2021
Miscellaneous Unrepresented Conditions of Employment 8/10/2020 6/30/2021 Supervisory Unrepresented
Mid-Management
Unrepresented
Management Unrepresented
City Manager Unrepresented Employment Agreement 2/25/2013 As amended City of Arroyo Grande 86.2
General Unit Service Employees International
Union (SEIU) Local 620
7/1/2017 6/30/2020
Management Resolution 7/1/2018 6/30/2020
City Manager Employment Agreement 9/4/2020 As amended
City of Buellton 27.14
Management Personnel Rules 11/8/2018 As amended
City Manager Employment Agreement 7/1/2019 7/1/2022
City of Fillmore 37
General Unit International Union Of
Operating Engineers,
Local 501
7/1/2020 6/30/2021
Mid-Management Resolution 20-3788 10/24/2020 As amended Manager
City Manager Employment Agreement 9/1/2017 As amended
City of Goleta 85.43
Miscellaneous Unit Service Employees International
Union (SEIU) Local 620
1/1/2018 12/31/2020
Mid-Management Unrepresented Not provided --
City Manager Employee agreement Not provided --
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Agencies
Budgeted/
Allocated
# FTEs/
Positions
Employee Group(s) Representation
Agreement/Resolution
Term
Begin End
City of Grover Beach
Competitive Services (General
Unit)
Service Employees International
Union (SEIU) Local 620
7/1/2019 6/30/2021
Management Resolution 7/1/2018 6/30/2021
Executive Management
City Manager Employment Agreement 6/16/2020 6/15/2024
City of Marina 91
General Marina Employee Association (MEA) 7/1/2019 6/30/2020 Mid-Management Mid-Management Employees
(MMEA)
Executive Management Resolution 12/17/2019 As amended
City Manager Employee Agreement 4/1/2013
City of Morro Bay 88.1
General Unit Service Employees International
Union (SEIU) Local 620
7/1/2017 6/30/2020
Management Resolution 6/27/2017 As amended
Department Head
Community Development Director
Employee Agreement 8/25/2016 As amended
City Manager 11/6/2017
City of Pacific Grove 95.50
General Unit General Employees’ Association 1/1/2020 6/30/2023 Management Unrepresented management &
Confidential employees
Department Heads Unrepresented Department Head
Group Employees
City Manager Employment Agreement 12/31/2017 As amended City of Pismo Beach 88
General Service Employees International
Union (SEIU)
7/1/2019 6/30/2022
Supervisory/Technical Resolution
Mid-Management/Professional
City of Carpinteria
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Agencies
Budgeted/
Allocated
# FTEs/
Positions
Employee Group(s) Representation
Agreement/Resolution
Term
Begin End
Department Heads
City Manager Employee Agreement 2/20/2013 2/19/2028
City of Port Hueneme 138.99
General Service Employees International
Union (SEIU), Local 721
7/1/2019 6/30/2022
Management Resolution 7/1/2019 7/1/2022
Executive Management
(Department Heads)
City Manager Employee Agreement 2/18/2020 3 years
City of Santa Paula 125.16 7/1/2020 6/30/2021
General Service Employees International
Union (SEIU) Local 721
Supervisor/Professional Supervisory & Professional
Association
Mid-Management Mid-Management Association
Executive Management
(Department Heads)
Resolution
City Manager Employee Agreement 12/9/2019 12/9/2022
City of Solana Beach 71.26
General Unit Solana Beach Employees' Association
(SBES-MISC)
7/1/2017 6/30/2021
Management Unrepresented NA NA
Executive Management
City Manager Employment Agreement 7/1/2019 As amended
City of Solvang 230F
1 General Unit Teamsters Union Local 986 7/18/2018 6/30/2019 City Manager Employment Agreement 2/25/2020 2/24/2025
1 City of Solvang: The proposed FY 2021-22 budget includes a personnel increase of 7.5 positions, totaling 30.5 FTE.

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Table B-02: Salary Structure and Compensation Adjustments Agencies Employee Groups Salary
Structure
Salary
Schedule
Effective Date
Compensation Adjustments Comments
Date Amount
City of Carpinteria 7/1/2020
Miscellaneous Represented 5 Steps 7/1/2019
7/1/2020
2%
0%
Based on merit
Miscellaneous Unrepresented Ranges 7/1/2020 0%
Supervisory Unrepresented
Mid-Management Unrepresented
Management Unrepresented
City Manager Unrepresented
City of Arroyo Grande
General Unit 5 Steps 4/16/2021 7/12/2019 2% Based merit & length of
service
Management Range 7/13/2018
7/12/2019
2%
2%
Based on merit
City Manager Flat Rate 9/4/2020 Unknown Unknown
City of Buellton Management 5 Steps 7/1/2020 7/1/2020 3% Based on merit City Manager Flat Rate
City of Fillmore 11/11/2020 7/1/2020
11/11/2020
2%
5%
Based on merit
General Unit 7 Steps
Mid-Management 7/1/2020
11/11/2020
2%
5%
See incentives
Manager
City Manager Flat Rate 8/2019
1/1/2020
11/10/2020
$3,692.84
3%
2%
1x payment
See incentives
City of Goleta FY 20/21 Based on merit
Miscellaneous Unit 6 Steps 1/1/2018
1/1/2019
11/2020
2%
Mid-Management Unknown 1%
City Manager Flat Rate 3%
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Agencies Employee Groups Salary
Structure
Salary
Schedule
Effective Date
Compensation Adjustments Comments
Date Amount
City of Grover Beach 7/1/2020 Based on merit
General Unit 5 Steps 6/3/2019
7/6/2020

2.5%

1.5%
Management 5 Steps
within
Range
7/1/2018
7/14/2019
7/1/2020
2%
2%
2%
Executive Management Range 7/1/2018
7/14/2019
7/1/2020
2%
2%
2%
City Manager 9/2019 Unknown
City of Marina 8/3/2020
General 5 Steps 12/9/2019 3% Plus $750
signing bonus
Mid-Management 7/1/2019 3%
Executive Broadband
Range
City Manager Flat Rate
City of Morro Bay 5 Steps 2/24/2021
General Unit 7/1/2019
7/1/2021
2%
5%
Merit
Management
Department Heads 7/1/2021 5%
City Manager Not provided --
City of Pacific Grove All employee groups 2/7/2021 6/28/2020 to 6/30/2021
(10%) Furlough
General Unit 8 Steps 1/1/2020 4.5% Merit & Service
Management 7 Steps 1/1/2020 0.0%
Department Heads
City Manager Flat Rate
City of Pismo Beach 3/1/2021 Merit
General
Supervisory
Mid-Management/Professional
5 Steps 7/1/2019
7/1/2020
7/1/2021

1.0%

2.0%

1.0%
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Agencies Employee Groups Salary
Structure
Salary
Schedule
Effective Date
Compensation Adjustments Comments
Date Amount
Department Heads
City Manager 2/20/2024
2/19/2028
5%
5%
City of Port Hueneme Merit
General
Management
Executive Management (Department
Heads)
Range 7/1/2020 7/13/2019
7/1/2020
7/1/2021

4.0%

3.0%

3.0%
$3,000
$3,000
1x Payment
City Manager TBD TBD Merit
City of Santa Paula
General
Supervisor/Professional
FLSA Non-Exempt
5 Steps FY 2019/2020 7/1/2020 -
7/1/2021
(2.6%) Mandatory
Furlough1F
2 Supervisor/Professional
FLSA Exempt
Voluntary
Reduction2F
3 Mid-Management
Executive Management (Department
Heads)
City Manager Flat Rate FY2019/2020
City of Solana Beach
General Unit 5 Steps 7/1/2020 7/1/2018
7/1/2019

2.5%

2.5%
Management Range 2/26/2020
City Manager Flat Rate 7/1/2019 10/24/2018
7/1/2019

2.6%

2.4%
City of Solvang 7/1/2019 7/1/2020 1.0225% Based on Merit General Unit 5 Steps
2 City of Santa Paula: Mandatory Furlough resulting in 2.6% of compensation, equal to 6.75 days in the FY 20/21; Merit/Step increases continued to be effective on the actual anniversary date of the employee.
3 City of Santa Paula: Voluntary Reduction applies to FLSA Exempt classifications; employee will receive personal time-off (PTO) leave bank of a total of 6.75 days in 2 accruals for the FY 20/21; PTO has not cash value
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Agencies Employee Groups Salary
Structure
Salary
Schedule
Effective Date
Compensation Adjustments Comments
Date Amount
City Manager Flat Rate 0% Eligible for
“bonus” based
on predetermined
objectives
Table B-03: Retirement Contribution Practices and FICA Participation Medicare: It is presumed that all agencies participate in Medicare with a 1.45% employer contribution, if not it will be noted.

Risk Pool: All agencies participate in a risk pool which is the process of combining assets and liabilities across employers to produce large, risk sharing pools.

CalPERS: All agency’s’ defined benefit plans are administered by CalPERS.

Agency Tiers Tier
Formula
Employer
Contribution
Active
Members
Total
Active
Members
Employer
Normal Cost
Blended Rate3F
4 Social
Security
City of Carpinteria Tier 1 2.0% @ 55 11.816% 21
30 10.63% NA
PEPRA 2.0% @ 62 7.847% 9
City of Arroyo Grande Tier 1 2.5% @ 55 12.361% 23
Tier 2 2.0% @ 55 10.484% 5 46 10.35% 6.2%
PEPRA 2.0% @ 62 7.732% 18
City of Buellton Tier 1 2.5% @ 55 11.746% 14 23

10.23% NA
PEPRA 2.0% @ 62 7.874% 9
City of Fillmore Tier 1 2.0% @ 55 11.816% 14 26 9.98% 6.2% PEPRA 2.0% @ 62 7.847% 12
City of Goleta Tier 1 2% @ 55 11.031% 39 62 9.81% NA PEPRA 2.0% @ 62 7.732% 23 City of Grover Beach Tier 1 2.5% @ 55 12.361% 28 43 10.75% 6.2% 4 Normal Cost Blended Rate, also referred to as “All Tiers Combined” is applicable to Defined Benefit plans only. If Normal Cost Blended Rate is not reported in a plan’s actuarial valuation a weighted average will be calculated.

The Tier Cost Rate represents the annual cost of service accrual for the fiscal year for active employees based on membership tiers i.e., Tier 1, Tier 2, PEPRA etc.

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Agency Tiers Tier
Formula
Employer
Contribution
Active
Members
Total
Active
Members
Employer
Normal Cost
Blended Rate3F
4 Social
Security
PEPRA 2.0% @ 62 7.732% 15
City of Marina Tier 1 2% @ 55 11.031% 36
45 10.37% NA
PEPRA 2.0% @ 62 7.732% 9
City of Morro Bay Tier 1 2.7% @ 55 14.194% 21
Tier 2 2% @ 60 8.794% 12 55 10.43% NA
PEPRA 2.0% @ 62 7.732% 22
City of Pacific Grove Tier 1 2% @ 55 11.031% 32 62 9.43% NA PEPRA 2.0% @ 62 7.732% 30
City of Pismo Beach Tier 1 2.5% @ 55 12.361% 28
Tier 2 2% @ 60 8.794% 10 72 9.68% 6.2%
PEPRA 2.0% @ 62 7.732% 34
City of Port Hueneme Tier 1 2.7% @ 55 14.194% 58 92 11.81% 6.2% PEPRA 2.0% @ 62 7.732% 34
City of Santa Paula Tier 1 2.5% @ 55 12.361% 24
Tier 2 2.0% @ 55 10.221% 22 76 9.91% NA
PEPRA 2.0% @ 62 7.732% 30
City of Solana Beach Tier 1 2.5% @ 55 12.361% 17
Tier 2 2% @ 60 8.794% 6 41 9.81% NA
PEPRA 2.0% @ 62 7.732% 18
City of Solvang Tier 1 2.5% @ 55 13.146% 22 34 11.29% 6.2% PEPRA 2.0% @ 62 7.874% 12
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Table B-04: Defined Contribution Plans
Agency
Plan Type
Employer
Non-Matching
Contribution
Employee is either not required or
is mandated to contribute to be
eligible to participate in the plan;
therefore, employer contribution is
included in the total compensation
calculations unless noted
otherwise
Employer
Matching Contribution
Employee contribution is required
to receive employer contribution;
therefore, the employer
contribution is discretionary & is not
included in the total compensation
calculations
Employee Group(s)
City of Carpinteria
457 (b)
All other employees Not provided Not provided
City Manager 5.0% of base compensation
plus
$91.67/month
City of Arroyo Grande 401(a)
General Unit Not provided Not provided
Management $50/month Not applicable
Management - Directors $100/month
City Manager $183.33/month
City of Buellton 457(b) 6% Not applicable
City of Fillmore 457(b)
All other employee groups Not provided Not provided
City Manager 4% of base compensation Not applicable
City of Goleta 457(b) Not provided Not provided
City of Grover Beach 457(b)
General Unit Not provided $50/month dollar for dollar
Management $115/month dollar for dollar
Executive Management $150/month dollar for dollar
City Manager $150/month Not applicable
City of Marina 457(b) Not provided Not provided
City of Morro Bay 457(b)
General Unit Not provided Contribution of 2:1; maximum of $600/year City contribution
City of Carpinteria
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Agency
Plan Type
Employer
Non-Matching
Contribution
Employee is either not required or
is mandated to contribute to be
eligible to participate in the plan;
therefore, employer contribution is
included in the total compensation
calculations unless noted
otherwise
Employer
Matching Contribution
Employee contribution is required
to receive employer contribution;
therefore, the employer
contribution is discretionary & is not
included in the total compensation
calculations
Employee Group(s)
Management Contribution of 2:1; maximum of
$1,500/year City contribution
Paid to 457(b) or approved retiree
medical savings plan.

Department Head
Community Development Director $291.67/month Not applicable City Manager $625.00/month
City of Pacific Grove 457(b) Not provided
General Unit Not provided
Management $108/month
Department Heads
City Manager
City of Pismo Beach
General 457(b) $62.50/month Not applicable
Supervisory $375/month
Mid-Management/Professional $750/month
Department Heads
City Manager $2,166.67/year (maximum
contribution including catchup)
City of Port Hueneme 457(b)
All other employee groups Not provided Not provided
Management
Executive Management (Department Heads)
City Manager
3% of base salary
Not applicable
City of Santa Paula 457(b)
All other employee groups Not provided Not provided
City Manager 3% of base salary Not applicable
City of Solana Beach 457(b)
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Agency
Plan Type
Employer
Non-Matching
Contribution
Employee is either not required or
is mandated to contribute to be
eligible to participate in the plan;
therefore, employer contribution is
included in the total compensation
calculations unless noted
otherwise
Employer
Matching Contribution
Employee contribution is required
to receive employer contribution;
therefore, the employer
contribution is discretionary & is not
included in the total compensation
calculations
Employee Group(s)
All other employee groups Not provided Not provided
City Manager $2,041.67/month Not applicable
City of Solvang 457(b)
All other employee groups Not provided Not provided
City Manager 2% of base salary Not applicable
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Table B-05: Health Plans Monthly Contributions
Note: The benchmark plan type for health coverage is based on: Medical – Highest HMO plan or highest premium plan if HMO is not an option; Dental & Vision – highest premium plan.

Agency
Monthly Employer (ER)
Health Contribution
Monthly Employee (EE)
Health Contribution Total
Monthly
Health Cost
Employee Group(s) Flexible
Credit4F
5 HSA
Medical Dental Vision
Total
ER
Health
Medical Dental Vision
Total
EE
Health
City of Carpinteria 105.00 2,088.80 187.81 -- 2,381.61 32.15 -- 29.21 61.36 2,442.97 City of Arroyo Grande 2,558.02
General Unit 1,798.97 -- -- -- 1,798.97 642.33 87.40 29.32 759.05 Management 1,783.46 1,783.46 657.84 774.56
City Manager
City of Buellton NA 800.00 164.17 18.56 982.73 1,641.30 -- -- 1,641.30 City of Fillmore 825.00 389.00 55.00 8.00 1,277.00 1,151.66 161.25 19.30 1,332.15 2,609.15 City of Goleta 1,275.00 -- -- -- 1,275.00 49.35 9.12 1,166.30 2,441.30 City of Grover Beach 2,596.88
General 1,639.54 -- -- -- 1,639.54 801.76 136.18 19.40 957.34 Management
Executive Management
1,648.74 1,648.74 792.56 948.14
City Manager
City of Marina
General 541.00 1,031.34 29.00 22.81 1,624.15 1,375.22 70.00 -- 1,445.22 3,069.37 Mid-Management 20.00 1,621.34 2.81 1,448.03
Executive Management 575.00 1,655.34 3,103.37
City Manager
City of Morro Bay 1,460.00 -- 156.84 23.34 1,640.18 981.30 -- -- 981.30 2,621.48 City of Pacific Grove 94.81 29.99 2,531.36
General 1,600 -- -- -- 1,600 806.56 931.36
Management 1,700 -- -- -- 1,700 706.56 831.36
Department Heads
City Manager
City of Pismo Beach 2,103.93 -- -- -- 2,103.93 497.58 -- -- 497.58 2,601.51 5 A “flex credit” is an employer contribution in a cafeteria plan that the employee then allocates to benefits which may include life insurance, disability plans and other health voluntary benefits.

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Agency
Monthly Employer (ER)
Health Contribution
Monthly Employee (EE)
Health Contribution Total
Monthly
Health Cost
Employee Group(s) Flexible
Credit4F
5 HSA
Medical Dental Vision
Total
ER
Health
Medical Dental Vision
Total
EE
Health
City of Port Hueneme 1,300.00 -- -- -- 1,300 1,141.30 135.20 23.72 1,300.22 2,600.22 City of Santa Paula -- -- 2,597.36
General Unit
Supervisory/Professional
Mid-Management
-- 914.60 914.60 1,526.70 134.62 21.44 1,682.76
Executive Management
City Manager
978.11 978.11 1,463.19 1,619.25
City of Solana Beach 1,358.00 -- -- -- 1,358.00 1,083.30 133.10 29.14 1,245.54 2,603.54 City of Solvang -- 1,830.98 18.06 -- 1,830.98 610.33 166.28 -- 776.61 2,607.59 City of Carpinteria
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Table B-06: Waived/Opt Out Health Benefit Stipend
Agency
Employee Group(s)
Monthly Waived/Opt Out Health Benefit Stipend
Medical Dental Vision All Plans Total Comments
City of Carpinteria
All employees See
Comments
-- -- -- See
Comments
✓ Employee opting out of medical coverage will receive, in addition to the Flexible Benefit Program Allowance, a
benefit allowance equal to fifty percent (50%) of the
premium paid by the City for the annual single coverage in the PERS Health Benefit HMO Plan. An employee shall
receive this benefit allowance as a one-time cash payment. ✓ Eligible employees who participate in the City’s group health insurance program and have an eligible spouse or family dependents, but select single coverage and choose to cover any dependents under insurance offered through a spouse’s employer, the military, or other source will receive, in addition to the employer contribution for single health insurance coverage and the Flexible Benefit
Program allowance as provided for in Article 37(A), a
benefit equal to 50% of the City’s additional contribution amount which would have been paid for either employee
plus one or employee plus family coverage as may be
applicable to that employee.

City of Arroyo Grande
-- -- --
$669.77 $669.77
(2021)
Flex dollars for the amount provided to employees enrolled for self alone (taxable income), deposit it into their 457 plan, or use it to purchase voluntary products.

City of Buellton -- -- -- $800 $800 --
City of Fillmore -- -- -- $1,214 $1,214 --
City of Goleta -- -- -- $925 $925 --
City of Grover Beach -- -- -- $500 $500 --
City of Marina Receive Flex Credit; can buy additional benefits or receive as cash.

General $541 -- -- $541
Mid-Management -- --
Executive $575 -- -- $575 --
City Manager
City of Morro Bay -- -- -- -- -- Not provided
City of Pacific Grove -- -- -- $250 $250 --
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Agency
Employee Group(s)
Monthly Waived/Opt Out Health Benefit Stipend
Medical Dental Vision All Plans Total Comments
City of Pismo Beach
$948
The employee may elect to waive the City’ s health
insurance coverage and elect to use flex dollars, equal to the amount defined for employee only coverage of health, dental and vision
City of Port Hueneme $500 -- -- -- $500 --
City of Santa Paula -- -- -- -- -- Not provided
City of Solana Beach $475 -- -- -- $475 --
City of Solvang $600 -- -- -- $600 --
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Table B-07: Basic Life Insurance and Long-Term Disability Insurance Agency
Basic Life Insurance Long Term Disability Employee Group(s) City of Carpinteria
Miscellaneous Represented $50,000 Not provided
Miscellaneous Unrepresented 66.67% of base compensation; up to a maximum of $6,000
Supervisory, Mid-Management, Management
Unrepresented $100,000
City Manager $250,000
City of Arroyo Grande
General Unit $40,000 Not provided
Management $50,000 66.67% of base salary up to a maximum of $6,000 City Manager $150,000
City of Buellton $20,000 Not provided
City of Fillmore
General Unit
Mid-Management
Management
$50,000 Not provided
City Manager $325,000
City of Goleta 1x annual compensation 60% of base salary to a maximum of $6,000 City of Grover Beach
General Unit $50,000 60% of base salary to a maximum of $6,000 Management $100,000
Executive Management
City Manager
$125,000
City of Marina
General $30,000 May elect voluntary benefit
Mid-Management $50,000 60% of salary up to $180,000
Executive Management $100,000
City Manager
City of Morro Bay
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Agency
Basic Life Insurance Long Term Disability Employee Group(s) General Unit Not provided
Management
Department Heads
$50,000 60% of base salary up to a maximum of $5,000
City Manager $50,000 plus a $75/month stipend to
purchase additional coverage
City of Pacific Grove 1 times annual earnings; maximum of $50,000 66 2/3 of $9,000 monthly; maximum of $6,000
City of Pismo Beach $50,000
General
Management Not provided
City Manager City provides $4,000/year (FY21) stipend for City Manager to “buy” LTD coverage. As of 5/18/2021 stipend is $6,500.

City of Port Hueneme 66.67% of basic monthly income; maximum of $10,000 General $50,000
All Management
City Manager
$100,000
City of Santa Paula
General Unit Not provided Not provided
Supervisory/Professional 60% of base salary
Mid-Management
Executive Management
City Manager $300,000
City of Solana Beach 1 times annual base salary 66.67% of base compensation; maximum of $8,000 City of Solvang Not provided
General Unit 1 times annual earnings; minimum of
$50,000 and maximum of $250,000
City Manager
Additional policy; amount equal to
Manager’s base salary
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Table B-08: Post Retirement Benefits (PRB)
Agency
Other Post-Employment Benefits (OPEB) at Retirement
Employee Group(s)
City of Carpinteria
All employees $10,000 Life Insurance; 20 years of service required Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143 City of Arroyo Grande Medical stipend
General Unit $170.51-$365.24 based on coverage; includes PEMHCA Management
City Manager $175.10-$376.79 based on coverage; includes PEMHCA City of Buellton City provides retiree medical, if employee retires with the City – for employee and spouse until death, up to $800/month. We have survivor continuance through CalPERS too. In order to have retiree medical, one must receive CalPERS stipend, so survivor continuance and retiree medical are linked.

Cobra dental/vision is offered for 18 months + 18 months.

City of Fillmore Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143 City of Goleta Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143 City of Grover Beach Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143 City of Marina
All employees Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143 Executive Management
City Manager
Post-Employment Health Plan – Employee Contribution for members over age 50 $75/per pay period.

City of Morro Bay
General Unit Health insurance any coverage made available to retirees beyond COBRA time requirements paid for by the retiree.

Management
Department Heads
Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143 City of Pacific Grove Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143 City of Pismo Beach Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143.

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Agency
Other Post-Employment Benefits (OPEB) at Retirement
Employee Group(s)
The City provides a Retiree Healthcare Trust, where employees shall be provided the opportunity to defer vacation and a specified amount of annual sick time buy- back, as well as a portion of their salary (if applicable), to pre -fund their future retiree health care costs.

City of Port Hueneme
General Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143 All Management
City Manager
Retirement Health Savings Plan – City makes contributions; employee must meet eligibility; employees can receive based on 5-26+ YOS $100/month to $225/month; contribution for 3 years following data of retirement and not after age 65 years.

City of Santa Paula Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143 City of Solana Beach Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143 City of Solvang Minimum employer contribution amount per the Public Employees’ Medical and Hospital Care Act (PEMHCA) which is updated annually; 2021 monthly contribution is $143.

The City shall make available to the Union a Retiree Healthcare Trust, where employees shall be provided the opportunity to defer a portion of their salary (if applicable), to prefund their future retiree health care costs.

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Table B-09: Vacation/Annual & Sick Paid Leave Accruals
Annual Leave – Refers to any leave type that combines leisure time off and sick leave. When necessary paid leave reported time increments are converted to paid leave days based on 8 hours per day. YOS = Years of Service Agency
Employee Group(s)
Paid Leisure
Leave Type
1 st Year of Service
Accrual
Maximum Accrual and
Accrual Years of Service
Sick Leave
Days
Accrued
Annually
Maximum
Carryover
Credits
Days Accrued
Annually
Maximum
Carryover
Credits
Days
Accrued
Annually
Maximum
Carryover
Credits
City of Carpinteria Annual
Leave
15 15 -- --
Miscellaneous Represented 21 32 @19 YOS
Miscellaneous Unrepresented 18 29 @ 19 YOS
Management, Mid-Management &
Supervisory
23 34 @ 19 YOS
Management Department Heads
Unrepresented
24 35 @ 19 YOS
City Manager 35 35 @ 1 YOS
City of Arroyo Grande
General Unit Vacation 10 28 20 @ 20 YOS 28 12 $1,00
Management Annual
Leave
29 90.5 34 @ 15 YOS 90.5 -- --
City Manager 33 33 @ 1 YOS
City of Buellton Vacation
All other employees 10 40 20 @ 10 YOS 40 12 Unlimited
City Manager 15 40 15 @ 1 YOS 40
City of Fillmore
General Vacation 10 20 21@14 YOS 42 12 130
FLSA Exempt Mid-Management &
Management
Annual
Leave
20 93.75 33 @ 20 YOS
1 day/year 20-
30 YOS
43 @ 30 YOS

93.75 -- --
City Manager 20 93.75 20 @ 1YOS
City of Goleta Vacation 10 40 20 @ 11 YOS 40 8 Unlimited City of Grover Beach
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Agency
Employee Group(s)
Paid Leisure
Leave Type
1 st Year of Service
Accrual
Maximum Accrual and
Accrual Years of Service
Sick Leave
Days
Accrued
Annually
Maximum
Carryover
Credits
Days Accrued
Annually
Maximum
Carryover
Credits
Days
Accrued
Annually
Maximum
Carryover
Credits
General Vacation 10 30 20 @ 10 YOS 44 12 250
Management
Executive Management
38 79
City Manager
City of Marina
General Vacation 10 25 20 @ 16 YOS 25 12 180
Mid-Management
Executive Annual
Leave
22 120 32 @ 16 YOS 120 NA NA
City Manager
City of Morro Bay
General Unit Vacation 10 27.5 20 @ 21 YOS 27.5 12 Unlimited Management 37.5 37.5
Department Heads 12 20 @ 8 YOS
City Manager 20 40 20 @ 1YOS 40 12
City of Pacific Grove Annual
Leave
-- --
General Unit 16 50 26 @ 15 YOS 50
Management 18 52.50 31 @ 20 YOS 52.50
Department Heads
City Manager
City of Pismo Beach Vacation 12 Unlimited
General 10 20 20 @ 10 YOS 40
Management 22 @ 15 YOS 44
Department Heads
City Manager Agency could not provide at this time
City of Port Hueneme Annual
Leave
-- --
General 21.5 81.25 31.5 @ 11 YOS 81.25
All Management 9.75 93.75
City Manager
City of Carpinteria
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Agency
Employee Group(s)
Paid Leisure
Leave Type
1 st Year of Service
Accrual
Maximum Accrual and
Accrual Years of Service
Sick Leave
Days
Accrued
Annually
Maximum
Carryover
Credits
Days Accrued
Annually
Maximum
Carryover
Credits
Days
Accrued
Annually
Maximum
Carryover
Credits
City of Santa Paula Vacation 8 25 @ 25 YOS 12 Unlimited General Unit 35 35
Supervisory/Professional
Mid-Management
Executive Management 40 40
City Manager 11.25 11.25 @
1 YOS
City of Solana Beach Vacation 12 Unlimited
General 10 20 20 @ 10 YOS 40
Management 10 30 60
City Manager 18 54
City of Solvang Vacation 10 35 20 @ 10 YOS 35 12 Unlimited City of Carpinteria
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Table B-10: Other Paid Leave
When necessary paid leave reported time increments are converted to paid leave days based on 8 hours per day.

Agency
Employee Group(s)
Holidays Floating
Holidays
Management
Leave
Total Holidays
& Mgmt.

Leave Days
Bereavement
Leave5F
6 Basic
Supplemental
due to Travel or
Other Approved
Reason
City of Carpinteria
All employees 12 -- NA 10 3 --
Management Unrepresented Discretionary
City Manager
City of Arroyo Grande 13 1 -- 14 5 --
City of Buellton 12 -- 8 20 5 2
City Manager 5 17
City of Fillmore 13 1 3 2
General -- 14
Mid-Management 7.50 21.50
Management
Public Works Supervisor
13 27
City Manager 10 24
City of Goleta
All employees 12 1 -- 13 3 --
FLSA Exempt Employees 10 23
City of Grover Beach 13 0 3 --
General Unit 0
Management FLSA Exempt 11 24
Executive Management
City Manager
City of Marina --
6 Presumption is reported bereavement leave days are per bereavement instance and is not an accrued leave.

City of Carpinteria
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Agency
Employee Group(s)
Holidays Floating
Holidays
Management
Leave
Total Holidays
& Mgmt.

Leave Days
Bereavement
Leave5F
6 Basic
Supplemental
due to Travel or
Other Approved
Reason
General 166F
7 00 16 3 2
Mid-Management 12.5 28.5
Department Heads 25 41
City Manager
City of Morro Bay 11 2 3 0
General 0 13
Management 9 22
Department Heads 10 23
City Manager
City of Pacific Grove 9 5 0
General 4 0 13
Management
Department Heads
City Manager
City of Pismo Beach 11 2 0 5 0
General 13
Supervisory/Technical
Mid-Management/Professional 5 18
Department Heads 10 23
City Manager Agency could not provide at this time
City of Port Hueneme 12 2 4 0
General 0 14
Management 5.6 19.6
Department Heads 10 24
7 City of Marina: Includes Winter Break (December 24 – January 1) City of Carpinteria
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Agency
Employee Group(s)
Holidays Floating
Holidays
Management
Leave
Total Holidays
& Mgmt.

Leave Days
Bereavement
Leave5F
6 Basic
Supplemental
due to Travel or
Other Approved
Reason
City Manager
City of Santa Paula 11.5 2 5 0
General Unit 0 13.5
Supervisory/Professional
FLSA Exempt

7.75 21.25
Mid-Management 11.25 24.75
Executive 13.50 27.00
City Manager
City of Solana Beach 12 3 3 2
General 15
Management 5 20
Executive Management 10 25
City Manager 11.75
City of Solvang 11 2 3 0
General 0 13
City Manager 10 23
City of Carpinteria
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Table B-11: Paid Leave Cash Out/Conversion Practices
Annual Leave – refers to any leave type that combines leisure time off and sick leave. Cash Out/Conversion Practices for separation of employment are excluded.

Agency
Leave Type Cash Out/Conversion Employee Group(s)
City of Carpinteria
All employees Annual Leave ✓Each employee may cash-out up to eighty (80) hours of any unused leave hours accrued at the beginning of the fiscal year, provided the employee retains an accrued leave balance of at least forty (40) hours in their leave bank. Compensation for such cash-out of unused accrued leave hours will be based on the employee’s existing salary at the time the request is made. ✓Each employee may direct that all or any portion of the allowed cash-out amount be used to buy benefits offered under the Flexible Benefit Program.

City of Arroyo Grande
General Unit Vacation First of each year cash out of up to 24 hours above maximum of 225 hours; must use minimum of 50% of earned vacation each year.

Sick At the end of each calendar year, each employee has the option of being paid straight time for 25% of his/her unused sick leave of that year, transferring it to vacation, or leaving it in sick leave.

Management
City Manager
Annual Leave Convert a maximum of 48 hours of annual leave to salary compensation per year; upon making the conversion to pay, the employee must be left with a minimum of 160 hours of annual leave.

City of Buellton
Vacation ✓ A maximum of five (5) vacation days per calendar year may be converted to compensation and shall be paid at the employee’s rate of pay at the time of the conversion. ✓ An employee may also convert an additional five (5) vacation days per calendar year to compensation, which shall be paid at the employee’s rate of pay at the time of the conversion, provided that the employee takes an additional five (5) days of vacation off work during the same pay period in which the conversion occurs.

City of Fillmore
General Vacation Employees cannot “cash out” more than forty (40) hours per fiscal year, and only after the Employee has taken two (2) weeks’ vacation and has a minimum of ten (10) vacation days in the Employee’s vacation leave account following each cash out per each fiscal year.

Mid-Management
Management
Annual Leave The Employee must have a minimum of ten (10) vacation days in their vacation leave account after the requested leave is cashed out. Cash outs may be allowed in an amount up to the employee’s annual accrual rate.

City Manager Annual Leave Excess of 10 days may be converted into cash up to 10 days in a fiscal year.

Administrative
Leave
Cash out up to 3 days in a fiscal year.

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Agency
Leave Type Cash Out/Conversion Employee Group(s)
City of Goleta Vacation Employees may elect to receive cash equal to the employee’s hourly base wage for 8 hours minimum to 100 hours maximum of vacation leave accrued but not taken provided the following conditions are met:

1. The employee must take at least 80 hours of combined vacation and/or management leave during the current fiscal year.

2. The employee must still have a minimum of 40 hours of accrued vacation leave after cashing out of these hours and after all scheduled vacation leave has been taken during the current fiscal year.

Conversion Sick
Leave to Vacation
Sick leave may be converted to vacation leave at the rate of 80 hours of sick leave to eight hours of vacation leave. This request to convert sick leave to vacation leave for the purpose of compensation at separation must be approved by the Personnel Officer.

City of Grover Beach Vacation City shall buy back vacation leave hours accumulated in excess of sixty percent {60%) of the Employee’s maximum authorized accrual amount. No employee may receive payment under the provisions of this section for more than eighty (80) hours of vacation leave in any one calendar year.

Management
Department Heads
City Manager
Sick Leave Employees who have accumulated 672 hours of sick leave may request to be reimbursed in November of each year for any sick leave in excess of 672 hours up to a maximum of 48 hours.

City of Marina
Mid-Management Administrative Cash out 5 days per year.

All employees Vacation Emergency Cash Draws on Vacation – 10 days for extreme financial need, caused by either a death or medical emergencies in family.

Department Heads
City Manager
Personnel Leave The City will pay employee at their request a maximum amount of (80) hours of personal leave each fiscal year
City of Morro Bay Vacation Convert to cash (40) hours per year; must maintain (20) hour vacation bank after conversion.

Sick Leave Based on individual utilization of paid sick leave in the preceding calendar year, employee may convert up to 96 hours of unused sick leave into paid vacation leave once per calendar year.

Converted at 50% of sick leave to vacation. At least 160 accrued hours must remain in employee’s bank.

Department Heads & City Manager– at least 24 accrued hours must remain in employee’s bank.

City of Pacific Grove Annual Leave Buy-Back Program – Employees may sell back to the City up to 80 hours of their PTO/ vacation in any calendar year if both of the following conditions are met: 1. The employee has used (taken) at least 40 hours of PTO/ vacation during the preceding calendar year. AND The employee must have at least 40 hours of PTO/ vacation remaining after the buy-back of some of the accumulated vacation.

City of Pismo Beach Sick Leave Annual Pay-off – City will pay the employee one -sixth of the net amount of Employee’ s sick leave accumulated (earned minus used) during said calendar year. Once the employee’ s sick leave balance exceeds 480 hours, the net amount of sick leave hours accumulated (earned less used) in that calendar year will be paid in full.

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Agency
Leave Type Cash Out/Conversion Employee Group(s)
City of Port Hueneme Annual Employees may convert a minimum of 16 hours to a maximum of 160 hours of annual leave to compensation. Must maintain 120 hours leave back after conversion City of Santa Paula Vacation Buyback – may sell up to 10 days of vacation leave and/or comp leave at year end; employee must have taken a minimum of 40 hour of vacation leave; must maintain minimum balance of 15 days after buyout. Note: Was suspended for FY 20/21.

Executive Vacation/
Administrative
40 hours per year; required to take 40 hours each year
City Manager 80 hours per year
City of Solana Beach Sick Leave
Conversion
Personnel Rules and Regulations Section 10.02{E) will be revised to reflect 60 hours of sick leave may be converted to vacation leave when an employee has not used up more than 60 hours of sick leave during the previous year.

City of Solvang Vacation Cash Out – maximum of 40 hours of accumulated vacation time, provided (1) the employee has actually used a minimum of 40 hours of vacation time during the calendar year in which the cash out request is made, and (2) the employee retains a minimum balance of 80 hours of accumulated vacation time after the cash out occurs.

City of Carpinteria
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Table B-12: Other Benefits
Agency
Type Terms Comments Employee Group(s)
City of Carpinteria
All employees Park & Recreation
Programs
50% discount ✓ Tuition only for City sponsored programs, not limited to but including the Swim Team,
Aqua Camp, Junior Lifeguard Program, After
School Program.
✓Regular recreation rental equipment
75% discount Annual fee for Community Pool Family
Membership
City Manager Annual Physical
Examination
Provided by City
--
City of Arroyo Grande Not provided -- --
City of Buellton Recreation Programs Employees get 50% discount for most recreation programs.
--
City of Fillmore Not provided -- --
City of Goleta Not provided -- --
City of Grover Beach Not provided -- --
City of Marina Not provided -- --
City of Morro Bay Not provided -- --
City of Pacific Grove Not provided -- --
City of Pismo Beach Not provided -- --
City of Port Hueneme Not provided -- --
City of Santa Paula Not provided -- --
City of Solana Beach Not provided -- --
City of Solvang Not provided -- --
City of Carpinteria
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Table B-13: Other Compensation – Longevity Incentives
Agency Longevity Pay Incentives
Employee Group(s) Paid As 5 YOS 10
YOS 15 YOS 20 YOS 25 YOS 30 YOS 35 YOS
City of Carpinteria --
Miscellaneous Represented Increase in compensation &
additional leave -- 5% -- -- 2 PTO 3 PTO
All employees Additional paid time off (PTO) -- -- -- -- City of Arroyo Grande Not provided -- -- -- -- -- -- -- City of Buellton Payment per month/each
month; not accumulative
$50 $100 $150 $200 -- -- --
City of Fillmore Not provided -- -- -- -- -- -- --
City of Goleta Not provided -- -- -- -- -- -- --
City of Grover Beach
General Unit Increase in compensation 3% 2% -- -- -- -- -- City of Marina
General Unit 10 YOS additional compensation
15 YOS 1x payment -- 5% $250 -- -- -- --
Mid Management Increase in compensation 5%
9 YOS7F
8 --
-- -- -- --
Executive Management
City Manager
City of Morro Bay Not provided -- -- -- -- -- -- --
City of Pacific Grove Not provided -- -- -- -- -- -- -- City of Pismo Beach Not provided -- -- -- -- -- -- --
City of Port Hueneme Not provided -- -- -- -- -- -- --
City of Santa Paula Not provided -- -- -- -- -- -- --
City of Solana Beach Not provided -- -- -- -- -- -- --
City of Solvang
General Unit Monthly payment -- -- $100 $150 -- -- --
8 City of Marina: After 9 years of service with overall “outstanding” evaluations for previous 2 years.

City of Carpinteria
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Table B-14: Other Compensation – Allowances
Agency
Employee Group(s) Allowance Types Amount Comments
City of Carpinteria -- --
All employees Wellness/Fitness $96/month
City Manager Vehicle $700/month
Cell Phone $65/month
Flexible Spending $208.33/month
City of Arroyo Grande Vehicle
Director of Community Development $275/month --
Director of Recreation Services $200/month
City Manager $400/month Reimbursement for travel mileage outside of 50-mile radius of City
Cell phone $70/month --
City of Buellton
Public Works Director &
City Clerk/HR Director
Issued Vehicles Not applicable --
City Manager Vehicle $400/month In lieu of a vehicle allowance, the City Manager shall be entitled to
assignment of a City vehicle for his
exclusive use at all times during his
employment, provided that the use
of the vehicle is primarily for
business use. the City Manager will
be responsible for ensuring routine
maintenance and safe operation of
the vehicle. However, the City will
pay for all such maintenance and
operating costs.

City of Fillmore
Planning & Community Development
Director
Mileage & Technology $300/month --
Human Resources Director/Deputy City
Clerk
Technology $135/month
City Manager Vehicle & Technology $200/month Reimbursement for travel milage outside of 50-mile radius of City
City of Goleta --
City of Carpinteria
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Agency
Employee Group(s) Allowance Types Amount Comments
City Manager Auto Allowance $700/month
Cell Phone $130/month
City of Grover Beach --
City Manager Vehicle $333.33/month
City of Marina
Mid-Management Cell Phone $25/month Discretionary; cell phone may be provided
Executive Management Business Expense $50/month --
City Manager
Vehicle $400/month
City of Morro Bay
Department Heads Vehicle $250/month May have City vehicle assigned in lieu of allowance
City Manager $450/month
Cell Phone $50/month
City of Pacific Grove --
City Manager Vehicle $500/month
Cell Phone $146/month
City of Pismo Beach --
General Unit
Lead Maintenance Worker
Supervisory
Facilities Maintenance Supervisor
Cell Phone $55.00/month
Mid-Management/Professional
Senior Engineer
$75/month
Department Heads
City Manager
Vehicle $300/month
City of Port Hueneme Vehicle
Department Heads $200/month If not assigned a City vehicle City Manager $300/month --
City of Santa Paula Vehicle --
Executive Management $350/month
City Manager $500/month
Technology $100/month
City of Carpinteria
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Agency
Employee Group(s) Allowance Types Amount Comments
City of Solana Beach Vehicle --
Executive Management $255/month
City Manager $450/month
City of Solvang --
City Manager Cell Phone $50.00/month
Vehicle $350/month
Housing Allowance $1,000/month
City of Carpinteria
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Table B-15: Other Compensation – Differentials
Agency
Employee Group(s) Differential Types Amount Comments
City of Carpinteria
Miscellaneous Represented Out of Class/Move Up Pay See Comments If any affected employee is requested to work in a higher class for a cumulative total of (10) days,
not including vacations and/or days off due to
flexible work schedule, during any fiscal year,
such employee shall then be paid at the
increased rate for all such days worked.

Standby Pay See Comments The City agrees to pay two hours of straight time pay, or the employee may elect to take two
hours compensatory time, per (24) hour period
or portion thereof in excess of (4) hours when
any Public Works employee is required to-be on
call on a standby basis at home during normal
time off.

Miscellaneous, Supervisory,
Mid-Management,
Management
Unrepresented
Out of Class/Move Up Pay Compensation equal to ten
percent (10%) above the
employee’s regular base salary
Required to work more than (5) working days in
succession in the higher classification
Miscellaneous
Unrepresented
Standby Pay The City agrees to pay (2) hours of straight time pay, or the employee may elect to take two
hours compensatory time, per (24) hour period
or portion thereof in excess of (4) hours when
any miscellaneous unrepresented employee is
required to-be on call on a standby basis at
home during normal time off.

Miscellaneous Represented
Miscellaneous
Unrepresented
Call Back Pay See Comments ✓ Any affected employee called out to work after his/her normal working hours shall
receive a minimum of (2) hours cash
compensation at the rate paid for overtime
work. In such cases all work in excess of the
(2) hour minimum shall be compensated at
the regular overtime rate.
✓ All affected employees who are required
and/or authorized to attend an authorized
City of Carpinteria
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Agency
Employee Group(s) Differential Types Amount Comments
meeting which starts after the established
workday shall be credited for a minimum of
(2) hours overtime. For all time in excess of
(2) hours, normal overtime policies shall be in
effect.
✓ In the event a call-out exceeds (2) hours in
actual time for a Public Works or
miscellaneous unrepresented employee, the
time reported for payroll purposes only shall
begin with (10) minutes prior to the
employee reporting for work and end (10)
minutes after the time the employee leaves
work to return home.

Public Works: The normal call-back pay
requirement, which would require a minimum of
two hours of pay for the second reporting in a
single day, would not apply when public utilities
fail to supply electricity, water, or gas, or there is
a failure in the public utilities or sewer system.

City of Arroyo Grande --
General Unit Callback Pay Receive 1 ½ overtime pay for all extra hours worked, minimum of
two (2) hours.

Second callback within the twohour window of their first call receive additional pay for the time
worked beyond the two hours.

Standby Pay $3.00 per hour
Working Out of Classification Acting pay within the range of the higher classification after (5)
consecutive workdays of
assignment in the acting position.

Such acting pay shall be a minimum
of five percent (5%) over the
employee’s current salary.

City of Buellton --
City of Carpinteria
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Agency
Employee Group(s) Differential Types Amount Comments
Acting Pay Employee shall receive the
entrance salary rate of the higher
salary range or one rate higher
than the rate he/she normally
receives, whichever is greater.

On-Call Pay $60.25 for each pay period Non-exempt employees in field positions who are placed on "on-call" eligible
City of Fillmore --
General Unit Uncontrolled Standby $2.50 hour
Holiday Standby Employee on standby on a holiday
shall receive eight (8) hours
straight-time pay during Employees
normal shift hours for being “on
duty” plus eight (8) hours
additional added to Employee’s
vacation balance. In addition, the
Employee shall receive an
additional one-half (1/2) time pay
for all time worked while on
standby duty.

Call Back Procedure And Pay A Unit member called back to work after leaving work from a shift or
called back to work while on
standby shall be entitled to a
minimum of (2) hours of overtime
compensation at the overtime rate.

Call back shall not apply to situations where an
Employee is called in to start a work shift early or
asked to stay after Employee’s normal shift end.

City of Goleta --
All employees Standby Duty Compensated at a rate equal to (1) hour of regular pay at the top step
of their pay range for each 24-hour
period they spend on duty.

Call Out 1.5 times regular rate of pay;
holidays (2) times rate of pay;
minimum of (2) hours
City of Grover Beach --
City of Carpinteria
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Agency
Employee Group(s) Differential Types Amount Comments
General Unit Standby Pay Any employee assigned to standby status evenings, weekends, or
holidays shall receive $350.00 per
week or $50.00 per day in Standby
Pay.

Weekend Duty compensated for actual time
worked with a minimum of 3.0
hours at a rate of one and one-half
times Regular Pay.

Only applies to employees in the Public Works
Division.

Holiday Duty Compensated for actual time
worked with a minimum of 3.0
hours Double-Time Pay.

Employees on standby status (or employees
called back to work), who also perform scheduled
rounds or other work assignments on holidays as
directed by the Public Works Director or his/her
designee
Call-Out Pay Minimum of two hours of Overtime
Pay for all call outs
--
Acting Pay Acting for an uninterrupted period
of 10 working days in a higher class
or rank shall be compensated at no
more than 10% above the acting
employee’s Regular Pay throughout
the acting period.

City of Marina --
General Unit Call-Back 3 hours at overtime rate f
Acting Appointments 5% to 7.5% An employee serving an acting appointment shall receive the entry salary step of the higher salary
range, or a minimum of five percent (5%) or a
maximum of seven percent (7.5%) higher than
the rate normally received, whichever is greater
City of Morro Bay --
General Unit Standby $42/per day
Holidays $60/per day
Call Back 3 hours (4.5 hours of
compensation)
City of Pacific Grove --
City of Carpinteria
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Agency
Employee Group(s) Differential Types Amount Comments
General Unit Call Back employee shall be credited with a minimum of (3) hours of work
compensated at the rate of one
and one-half times base pay
Management
Dept Heads
City Manager
Management Time
Compensation
3% of base salary
Included in Total Compensation
Calculations
Due to the unique aspects of their normal job
duties, employees shall receive Management
Time Compensation is lieu of paid management
leave, overtime, or compensatory time.

City of Pismo Beach --
General Call Back Travel time to work and returning
home shall be counted as work
time, portal to portal, for a
maximum of one hour per incident.

Employees recalled to work one
hour or more prior to the beginning
of their shifts shall be granted a
minimum of three hours of
overtime.

Standby Duty The City agrees to pay $50 per day
for standby pay to designated
personnel while
they are on standby duty.

City of Port Hueneme --
General Standby Pay $37.49/day
Called-Out Pay Minimum of 2 hours of overtime
City of Santa Paula --
Standby $2.00/hour additional salary for
weekends, holidays, employee’s
flex day & Fridays after their
regularly schedule time stops.
$1.00/hour additional salary for
other periods
Callback Paid at 1.5 times regular rate with a
minimum of (2) hours
City of Carpinteria
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Agency
Employee Group(s) Differential Types Amount Comments
Working In a Higher Class Acting Pay = salary rate of the higher class in which performing
duties.

City of Solana Beach --
Call Back Minimum of (2) hours of overtime
Standby Standby duty shall not be regarded
as call back work. Standby duty pay
of $70 per week shall be paid to
employees assigned standby duty
for seven consecutive days.

Employees assigned standby duty for a period of
less than seven days shall receive a prorated
amount of $10 a day.

City of Solvang Call Back Callback time is compensated at a rate of one and one half (1/2) times
straight time after exceeding (8)
hours in the workday.

Minimum of (2) hours.

FLSA Non-exempt employees only
Standby Personnel assigned who carry after
hour duty during non- work hours,
during any month will receive (8)
hours standby pay based on
straight time for every (7) days of
Standby Duty.
--
Working Out of Class Once the employee has served in
the temporary position in excess of
(14) calendar days or more, the
employee shall retroactively to the
date of appointment receive a
temporary salary that will be
calculated using the current salary
range for the unfilled position such
that the temporary increase in
salary shall be not less than 5%
greater than the employee’ s
existing salary.

City of Carpinteria
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Table B-16: Other Compensation – Incentives
Agency
Employee Group(s) Incentive Types Amount Comments
City of Carpinteria
Unrepresented employees Performance Rating Based on increases to the base wage based on Merit Increase Matrix.

Determined by performance rating,
position, and range.
--
City of Arroyo Grande
General Unit Educational Pay Employees may qualify for advancement of two salary ranges above their position
classified range upon receipt of a Bachelor
of Science/Bachelor of Arts Degree in a
field relative to their job classification,
from an accredited college, upon
recommendation of the Department
Director and approval of the City
Manager.

Does not apply if job requirements
include degree
City of Buellton Education Incentive Pay
For Post-Secondary
Degree, Certified Public
Accountant Designation,
Or Professional
Engineer License
5% of compensation; maximum of 5% The employee possesses or obtains a Bachelor of Arts degree, a Bachelor of
Science degree, a Masters’ degree, or
other advanced degree. The degree
must be reasonably related to, but not
required for, his/her job classification,
and must be issued by an accredited
institution.

CMC Pay Full-time employees holding a position in
the City Clerk classification who hold,
or obtain, a Certified Municipal Clerk
(“CMC”) designation and certificate from
the International Institute of Municipal
Clerks (“IIMC”) will receive an additional
$100 per pay period.
--
City of Fillmore
General Unit Educational Incentive Forty-two dollars ($42.00) per pay period for completion of (30) units of acceptable
college credits, including (18) units
Maximum of (4) certifications at
$45/pay period maximum of $180/per
pay period
City of Carpinteria
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Agency
Employee Group(s) Incentive Types Amount Comments
required toward the Employee’s declared
major, and are consistent with the
position for which he/she is employed and
are approved in advance by the City
Manager. Course work toward certificates
and professionally presented courses shall
be credited to the (30) units of acceptable
college credits on the basis of credit value
determined by the accredited institution
of learning giving the course, converted
into credits or equivalent semester hours.

Water Operator
Certification Pay
Senior Maintenance Worker holding or
obtaining a certificate in Grade II or Grade
III Water Treatment Operator, or Grade II
or Grade III Water Distribution Operator
shall receive forty-five dollars ($45.00) per
pay period.
--
Playground Equipment
Certification Pay
Any Employee within the classification of
Maintenance Worker I, Maintenance
Worker II or Senior Maintenance Worker
holding or obtaining a Playground
Equipment Certificate, a Pest Control
Certificate or a Back Flow Certificate shall
receive forty-five dollars ($45.00) per pay
period.

Mid-Management
Manager
Retention Incentive 1x lump sum payment equal to 2%
retroactive increase from 7/1/2020 to
10/24/2020
City Manager 11/2020 - $7,240.20 1x lump sum
payment
City of Goleta Not provided -- --
City of Grover Beach
General Unit
Education Incentive Pay Education Incentive Pay shall increase the employee’s
Regular Pay as follows: Associate Degree,

2.5%; Bachelor’s Degree, 5.0%, Master’s
Education Incentive Pay is only available
if the degree certifies educational
attainment greater than required as a
City of Carpinteria
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Agency
Employee Group(s) Incentive Types Amount Comments
Degree, 5.0%, except that such Education
Incentive Pay shall not apply if the
employee uses the advanced degree in
lieu of years of experience for promotion
in a flexibly staffed series.
prerequisite to appointment to the
employee’s current position.

Education incentives are not cumulative;
Education Incentive Pay cannot increase
Regular Pay by more than 5.0%
Certificate/Licensing
Merit Increase
Any merit increase shall be no greater
than one step in the employee’s current
salary range,
Any employee receiving certification or
licensing in an area related directly to
the employee’s work assignment may
request, in writing, to be evaluated for a
merit increase at the time of
certification or licensing.

Management
Executive Management
Management Incentive
Pay
5% of base compensation Recognition of the unique nature of their management or executive Level
positions and the special skills,
knowledge, and abilities required of
those positions. The compensation is
paid as earned for normally required
duties performed during normal work
hours. It is not compensation in lieu of
overtime or lieu of any other benefits.

Management Education Incentive Pay 2.5% for Master’s Degree Education incentive pay is provided for certificates or degrees over and above
what is required for the position
City of Marina
Department Heads Education Incentive The annual aggregate cost for tuition shall not exceed $2,000.00
City will pay the tuition cost for
education programs in which a Director
participates, subject to the prior
approval of the City Manager, provided
the training is determined to be relevant
to the Directors job.

City of Morro Bay Not provided -- --
City of Pacific Grove
General Unit Certificate/Special Pay 5% of base salary With the approval of the department manager and the City Manager,
employees covered under this
agreement that hold and maintain a
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Agency
Employee Group(s) Incentive Types Amount Comments
license or certificate that is not required
by the employee’s job description,
approving authorities to provide
significant benefit to the operation of
the department, shall receive a 5% pay
differential.

Fitness Incentive
Program
$0-$250 (1) time payment based on
Fitness Assessment levels: annual
assessment
--
Management $0 - $500 (1) time payment based on
Fitness Assessment levels; annual
assessment
General Uni Education Incentive ✓employees shall receive an amount equal to 2.5% of their base pay upon
satisfactory completion of (30) units of
college level, job-related courses.
✓employees shall receive an amount to
total 5% of their base pay upon
satisfactory completion of (60) units of
college level, job-related courses.
✓shall receive a lump sum payment of
$500.00 upon satisfactory completion of
a course of study and/or examination
that results in attaining an
acknowledged level of professional
development – evidenced, for example,
by degree, credential, or certification –
in the employee’s field of work.

No more than three such payments shall
be paid to an individual during
his/her tenure with the City.

City of Pismo Beach --
General Certification Pay If an employee achieves a Water or Wastewater certification higher than
those required for the current position,
the City shall increase the employee’ s pay
by 2. 5%, and shall maintain that 2. 5%
increase as long as the employee
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Agency
Employee Group(s) Incentive Types Amount Comments
maintains one or more higher
certifications than required.

City of Port Hueneme Not provided -- --
City of Santa Paula Sick Leave Incentive Employees receive pay credit based on sick leave usage for the period of
November to October based on a
schedule ranging from total sick leave
used (0) to (32) hours receiving from (24)
hours to 1 hour of additional pay credit.

Note: Program suspended for FY 20/21
City Manager Merit Incentive Maximum of $20,000 onetime payment annually
Based on established goals and
objectives as part of annual evaluation
of performance
City of Solana Beach Not provided -- --
City of Solvang
City Manager Performance Bonus Based on agreed upon objectives for each year of agreement; evaluated each year
--
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Table B-17: Other Compensation – Reimbursements
Agency
Employee Group(s) Reimbursement Types Amount Comments
City of Carpinteria
Miscellaneous Represented
Miscellaneous Unrepresented
Tuitions/Education
Reimbursement
$200/fiscal year Tuition and textbook
reimbursement
Supervisory, Mid-Management,
Management Unrepresented
Tuition/Training Based on request ✓ The City agrees that all direct costs of all training or instruction required by the City
shall be paid for by the City.
✓ Charges for tuition, books, and supplies for
educational courses, not required by the City
but directly related to the Management
Employee's position with the City and
having prior written approval of the
Department Director and City Manager will
be reimbursed upon presentation of
satisfactory completion of such training. It is
the policy of the City to provide paid
membership in approved professional
associations for Management Employees as
budgeted and subject to approval by the
City Manager. This policy also includes
publications associated with membership
and other educational materials.
✓ The City encourages Management
Employees to attend professional
conferences subject to budgetary restraints
and fiscal allocation.

All employees Fitness reimbursement $31.20/month Approved membership fee at an athletics club or fitness program.

City Manager 80% of cost Enrollment in physical fitness program at The Firm Athletic Club in Carpinteria
Reimbursable Expenses 100% of cost Memberships, Conferences, Professional Development
Cell Phone $65/month
Annual Physical TBD City paying for any costs not paid by the employee's health insurance
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Agency
Employee Group(s) Reimbursement Types Amount Comments
City of Arroyo Grande Tuition $750/year Any degree or certificate program that is beneficial to the City
Licenses and Certification To be determined The cost of licensing or certification fees, renewal fees, and test fees for all levels of
certification or licensing are reimbursable, upon
receipt of the certification or license.

City of Buellton
Educational Assistance For
Training And Advancement
When a training course
to be taken by an
employee will benefit the
City, the City Manager
may authorize payment
by the City of tuition
charges and books.

Employees who separate from City employment
voluntarily, shall be required to repay the City
for reimbursements received based on service
time since reimbursement from 100% to 25%
Licenses And Certification
Assistance
The cost of licensing fees,
renewal fees, and test
fees for all levels of
certification are
reimbursable, upon the
City’s receipt of the
certification or license.

Licenses and Certification Assistance
City of Fillmore
General Unit Textbooks & Tuition $2,000/year
Mid-Management
Management
Tuition Discretionary Tuition & textbooks; discretion of City Manager City of Goleta Educational Assistance for
Training & Advancement
To be determined Additional compensation by earning a degree specified in their job description, may submit
receipt for reimbursement for tuition and books
Licenses and Certification
Assistance
Cost of licensing &
certification fees,
renewal fees and test
fees for all levels of are
reimbursable.
--
Tuition Reimbursement $750/per fiscal year for
any degree or certificate
program.

City of Grover Beach
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Agency
Employee Group(s) Reimbursement Types Amount Comments
General Unit Education Reimbursement $700/year Cost of tuition, books, and special supplies City of Marina Educational Programs $2,000/year Cost of tuition Department Heads
City Manager
Annual Physicals $300/year Physical examination for the Employee, on an annual basis
City of Morro Bay --
Management
Department Heads
City Manager
Professional Development Travel and subsistence
expenses for travel,
meetings & seminars
Professional Dues Professional dues and
subscriptions
All employees Education Reimburse cost for
certifications,
correspondence courses,
and licenses.

Includes application fees, examination, and
certificate fees
Department Head Cell Phone Reimburse the costs of
the use of a personal cell
phone for City business.
--
City of Pacific Grove
General Unit Education Reimbursement $1,000/year --
Management
Dept Heads
Tuition Reimbursement $3,000/year
Professional Development
Program
$500 A lump sum payment to employee who has
completed a course of study and/or examination
that results in attaining an acknowledged level
of professional development – evidenced, for
example, by degree, credential, or certification –
in the employee’s field of work. No more than
three (3) such payments shall be paid to an
individual during his or her tenure.

City of Pismo Beach
General Unit Tuition Assistance To be determined Cost of books and tuition City -Sponsored Training $1,000/year --
City of Port Hueneme Tuition $2,000 --
City of Santa Paula Tuition Reimbursement $2,500/year May authorize employee to take courses during the employee’s normal workday for limited
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Agency
Employee Group(s) Reimbursement Types Amount Comments
Temporarily reduced for
FY 20/21 to $1,000/year
duration, if alternate classes are not available
e.g., nigh classes not offered.

City Manager Professional Development Based on expenses Pay/reimburse for expenses of employee for travel for professional or official reason
Memberships
General Expenses
Professional memberships as approved.

Nonpersonal and job affiliated nature incurred.

City of Solana Beach Tuition Reimbursement $2,000/year -- City of Solvang --
City Manager Professional Dues &
Subscriptions
Based on expenses
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Appendix C: Salary Range Recommendations
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Classifications By
Department
Current
Salary
Grade
Current
Monthly
Minimum
Current
Monthly
Maximum
Labor
Market
Monthly
Minimum
Labor
Market
Monthly
Maximum
Proposed
Salary
Grade
Rationale/Anchor Benchmark

COMMUNITY

DEVELOPMENT
Community
Development
Director M19 $8,970.67 $12,334.60 $10,279.00 $12,865.00 M20 BENCHMARK- No salary grade higher than M19 on
Mgmt. salary schedule to assign to new range.

Recommend aligning new salary min/max with labor
market data points. Proposed new salary grade M20
or 10% above grade M19, pending City approval of
additional higher salary grades.

Principal Planner M16 $6,583.09 $9,060.87 $7,203.64 $9,454.47 M17 BENCHMARK – Recommend regrade one grade
higher to M17. There is no salary grade M17 on the
current Mgmt. salary schedule. The percentage
between ranges M16 & M17 is 10% which was
applied to the CPS HR recommended monthly salary
min & max figures.

Chief Building
Inspector/Plan Check M12 $5,161.91 $7,097.77 --- --- M13 Relationship to anchor benchmark-Director of
Community Development. Recommend regrade one
grade higher to M13. There is no salary grade M13
on the current Mgmt. salary schedule. The
percentage between ranges M12 & M13 is 10%
which was applied to the CPS HR recommended
monthly salary min & max figures.

Associate Planner 12 $5,162.00 $7,097.77 --- --- 13
Relationship to anchor benchmark-Principal Planner.

Recommend regrade one grade higher to 13. No
salary grade higher than grade 12 on Misc.

Unrepresented Employee salary schedule. The
percentage between ranges 12 & 13 would be 5%
which was applied to the CPS HR recommended
monthly salary min & max figures.

Code Compliance
Supervisor M11 $4,846.67 $6,664.12 --- --- M11
Relationship to anchor benchmark-Code Compliance
Officer II. No data to suggest change.

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Classifications By
Department
Current
Salary
Grade
Current
Monthly
Minimum
Current
Monthly
Maximum
Labor
Market
Monthly
Minimum
Labor
Market
Monthly
Maximum
Proposed
Salary
Grade
Rationale/Anchor Benchmark
Assistant Planner 10 $4,503.27 $6,191.99 --- --- 11
Relationship to anchor benchmark-Principal Planner.

Recommend regrade to one grade higher to 11. No
salary grade 11 on Misc. Unrepresented Employee
salary schedule. The percentage between ranges 10
& 11 is 5% which was applied to the CPS HR
recommended monthly salary min & max figures.

Administrative
AssistantCommunity
Development 112 $4,528.41 $5,504.32 ISD* ISD* TBD
BENCHMARK- Insufficient data (ISD) to suggest
change. See footnotes on page #23 for rationale re:

ISD/job matches. This benchmark did not have at
least (3) matching classifications. Recommend the
position be placed within the City’s pay structure
based on the internal relationship between similar
jobs.

Code Compliance
Officer II 8 $3,896.43 $5,357.66 ISD* ISD* TBD
BENCHMARK-Insufficient data (ISD) to suggest
change. See footnotes on page #27 for rationale re:

ISD/job matches. This benchmark did not have at
least (3) matching classifications. Recommend the
position be placed within the City’s pay structure
based on the internal relationship between similar
jobs.

Code Compliance
Officer I 6 $3,596.48 $4,945.26 --- --- 6
Relationship to anchor benchmark-Code Compliance
Officer II. No data to suggest change.

ADMINSTRATIVE

SERVICES
Administrative
Services Director M19 $8,970.67 $12,334.60 --- --- M20
Align salary with similar department Directors.

Relationship to anchor benchmark-Community
Development Director. No salary grade higher than
M19 on Mgmt. salary schedule. Recommend
aligning new salary min/max with labor market data
points consistent with anchor benchmarkCommunity Development Director. Proposed new salary grade M20 or 10% above grade M19, pending
City approval of additional higher salary grades.

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Classifications By
Department
Current
Salary
Grade
Current
Monthly
Minimum
Current
Monthly
Maximum
Labor
Market
Monthly
Minimum
Labor
Market
Monthly
Maximum
Proposed
Salary
Grade
Rationale/Anchor Benchmark
Senior Financial
Analyst M14 $5,964.51 $8,201.15 $6,219.50 $7,671.94 M14 BENCHMARK Accounting
Technician 9 $4,038.74 $5,553.35 --- --- 9
Relationship to anchor benchmark-Senior Financial
Analyst.

GENERAL

GOVERNMENT
City Manager N/A $14,438.60 $14,438.60 $15,829.00 $16,585.00 N/A BENCHMARK- Recommend aligning new salary
min/max with labor market data points.

Human
Resources/Risk
Manager M16 $6,583.09 $9,060.87 $8,017.00 10,247.00 M18 BENCHMARK- No salary grade for M18 on Mgmt.
salary schedule. Recommend regrade two grades
higher to M18. The percentage between ranges
M16, M17 & M18 is 10% which was applied to the
CPS HR recommended monthly salary min & max
figures.

City Clerk M15 $6,324.13 $8,693.27 --- --- M16
Relationship to anchor benchmark-Director
Community Development. Recommend regrade one
grade higher to range 16.

Assistant City
Manager M19 $8,970.67 $12,334.60 --- --- M20
Relationship to anchor benchmark-City Manager
and also in alignment with department Directors.

Proposed new salary grade M20 or 10% above grade
M19, pending City approval of additional higher
salary grades.

Program Manager M12 $5,161.91 $7,097.77 --- --- M13
Align with anchor benchmark Environmental
Program Manager. Recommend regrading one
grade higher to range M13.

Receptionist/Office
Assistant 100 $3,311.55 $4,025.21 --- --- 100
Relationship to anchor benchmark-Administrative
Assistant-Community Development

PARKS &

RECREATION
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Classifications By
Department
Current
Salary
Grade
Current
Monthly
Minimum
Current
Monthly
Maximum
Labor
Market
Monthly
Minimum
Labor
Market
Monthly
Maximum
Proposed
Salary
Grade
Rationale/Anchor Benchmark
Parks, Recreation
and Public Facilities
Director M19 $ 8,970.67 $12,334.60 $7,800.00 $10,204.13 M20 BENCHMARK- Align salary with similar department
Directors based on city reorganization and added
breadth and scope of work (e.g. capital projects,
bids etc.) for this position after completion of salary survey. No salary grade higher than M19 on current
Mgmt. salary schedule. Recommend aligning new
salary min/max with labor market data points for
anchor benchmark-Community Development
Director. Proposed new salary grade M20 or 10%
above grade M19, pending City approval of
additional higher salary grades.

Parks & Facilities
Maintenance
Supervisor M12 $5,161.91 $7,097.77 --- --- M13
Relationship to anchor benchmark-Public Works
Supervisor. Recommend regrade one grade higher
to M13. No salary grade M13 on current Mgmt.

Salary Schedule. The percentage between ranges
M12 & M13 is 10% which was applied to the CPS HR
recommended monthly salary min & max figures.

Aquatics
Superintendent 12 $4,846.67 $6,664.12 ISD ISD TBD
BENCHMARK- Insufficient data (ISD) to suggest
change. See footnotes on page #24 for rationale re:

ISD/job matches. This benchmark did not have at
least (3) matching classifications. Recommend the
position be placed within the City’s pay structure
based on the internal relationship between similar
jobs.

Senior Parks &
Facilities
Maintenance
Worker 111 $4,337.42 $5,272.16 $4,607.51 $5,600.53 112
BENCHMARK-Recommend regrade one grade
higher to range 112.

Management
Assistant 7 $3,712.82 $5,105.11 --- --- 7
Relationship to anchor benchmark-Administrative
Assistant-Community Development. No data to
suggest change.

Aquatics Program
Coordinator 5 $3,361.42 $4,621.96 --- --- 5
Relationship to anchor benchmark-Aquatics
Superintendent. No data to suggest change.

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Classifications By
Department
Current
Salary
Grade
Current
Monthly
Minimum
Current
Monthly
Maximum
Labor
Market
Monthly
Minimum
Labor
Market
Monthly
Maximum
Proposed
Salary
Grade
Rationale/Anchor Benchmark
Parks & Facilities
Maintenance
Worker I 102 $3,479.20 $4,228.99 --- --- 103
Relationship to anchor benchmark-Senior Parks &
Facilities Maintenance Worker. Recommend
regrade one grade higher to 103. No salary grade
103 on SEIU Salary Schedule. The percentage
between ranges 102 & 103 would be 5% which was
applied to the CPS HR recommended monthly salary
min & max figures.

PUBLIC WORKS
Public Works
Director M19 $8,970.67 $12,334.60 --- --- M20
Align salary with similar department Directors.

Relationship to anchor benchmark-Community
Development Director. No salary grade higher than
M19 on Mgmt. salary schedule. Recommend
aligning new salary min/max with labor market data
points consistent with anchor benchmarkCommunity Development Director. Proposed new salary grade M20 or 10% above grade M19, pending
City approval of additional higher salary grades.

Civil Engineer M16 $6,583.09 $9,060.87 $8,501.41 $10,465.35 M18 BENCHMARK-No salary grade M18 listed on current
Management Salary Schedule to assign new range.

The percentage between ranges M16, M17, M18 is
10% which was applied to the CPS HR recommended
monthly salary min & max figures.

Environmental
Program Manager M12 $5,161.91 $7,097.77 --- --- M13
Relationship to anchor benchmark-Public Works
Director. Recommend regrade one grade higher to
M13. No salary grade for M13 on current Mgmt.
salary schedule. The percentage between ranges
M12 & M13 is 10% which was applied to the CPS HR
recommended monthly salary min & max figures.

Public Works
Supervisor M12 $5,161.91 $7,097.77 $5,704.40 $7,127.47 M13 BENCHMARK-Recommend regrade one grade
higher to M13. There is no salary grade for M13 on
Mgmt. salary schedule. The percentage between
ranges M12 and M13 is 10% which was applied to
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Classifications By
Department
Current
Salary
Grade
Current
Monthly
Minimum
Current
Monthly
Maximum
Labor
Market
Monthly
Minimum
Labor
Market
Monthly
Maximum
Proposed
Salary
Grade
Rationale/Anchor Benchmark
the CPS HR recommended monthly salary min &
max figures.

Assistant to Public
Works Director M11 $4,846.67 $6,664.12 --- --- M12
Relationship to anchor benchmark-Public Works
Director. Recommend regrade one grade higher to
M12.

Engineering
Technician 9 $4,038.74 $5,553.35 --- --- 10
Relationship to anchor benchmark-Civil Engineer.

Recommend regrade one grade higher to range 10.

Public Works-Lead
Maintenance
Worker 111 $4,337.42 $5,272.16 --- --- 112
Relationship to anchor benchmark-Senior Parks &
Facilities Maintenance Worker. Recommend regrade
one grade higher to range 112.

Public Works
Maintenance
Worker II 108 $4,034.81 $4,904.33 --- --- 109
Relationship to anchor benchmark-Senior Parks &
Facilities Maintenance Worker. Recommend regrade
one grade higher to range 109. No salary grade 109
on SEIU Salary Schedule. The percentage between
ranges 108 & 109 would be 5% which was applied to
the CPS HR recommended monthly salary min &
max figures.

Public Works
Maintenance
Worker I 102 $3,479.20 $4,228.99 --- --- 103
Relationship to anchor benchmark-Senior Parks &
Facilities Maintenance Worker. Recommend regrade
one grade higher to 103. No salary grade 103 on
SEIU Salary Schedule. The percentage between
ranges 102 & 103 would be 5% which was applied to
the CPS HR recommended monthly salary min &
max figures.

BOLD = Benchmark Classification, TBD = To be determined by City of Carpinteria, *Insufficient Data (ISD) City of Carpinteria
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City of Carpinteria
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Appendix D: Management Salary Schedule with missing salary grades included (This chart does not include the 2021approved 3% increase) Grade Minimum
Control
Point Maximum Bandwidth
Midpoint
Separation
M23 $157,608 $197,009 $216,709 37.5%
M22 $143,280 $179,099 $197,008 37.5% 10.0%
M21 $130,254 $162,817 $179,098 37.5% 10.0%
M20 $118,413 $148,015 $162,817 37.5% 10.0%
M19 $107,648 $134,560 $148,015 37.5% 10.0%
M18 $95,586 $119,603 $131,564 37.6% 12.5%
M17 $86,897 $108,730 $119,603 37.6% 10.0%
M16 $78,997 $98,846 $108,730 37.6% 10.0%
M15 $75,890 $94,836 $104,319 37.5% 4.2%
M14 $71,574 $89,468 $98,414 37.5% 6.0%
M13 $66,758 $83,449 $91,795 37.5% 7.2%
M12 $61,943 $77,431 $85,175 37.5% 7.8%
M11 $58,160 $72,700 $79,969 37.5% 6.5%
M10 $54,610 $68,263 $75,089 37.5% 6.5%
Newly developed pay grades
Current pay grades

CITY OF CARPINTERIA CONDITIONS OF EMPLOYMENT FOR MANAGEMENT

PERSONNEL
EFFECTIVE AUGUST 10, 2020
Upcoming Legislative Hearings
Home I Advocacy I Take Action/ Upcoming Legislative Hearings Bills of interest to cities, April 13-27
Lawmakers will face a fast-moving deadline when they return from their spring recess on April 18. Policy committees must send any bills with fiscal impacts to the Senate and Assembly appropriations committees by April 29. Dozens of policy meetings have already been scheduled, and bills related to parking requirements, local transportation plans, and fossil fuel appliance replacement are set to be considered.

One of the first bills to be heard will be AB 2097 (Friedman), which Cal Cities opposes. The bill would significantly restrict parking requirements within one half-mile of public transit. Currently, the bill's authors define public transit as a high-quality transit corridor with a 15- minute interval, or a major transit stop, such as a ferry terminal _or rapid transit stop, with 15-minute intervals.

Cal Cities also opposes AB 2237 (Friedman), which proposes an overly prescriptive approach to greenhouse gas emission reduction targets set by SB 375 (Steinberg, 2008). The bill - which is based on incomplete data - would strip away local flexibility and divert funding away from local streets and roads projects.

Another environmental bill, SB 1393 (Archuleta), would require all cities, including charter cities, to obtain approval from the California Energy Commission before requiring that fossil fuel appliances be replaced with electric appliances after the alteration or retrofit of a building. Cal Cities opposes the bill, as it would unnecessarily hinder the ability of cities to reduce greenhouse gas emissions.

Lawmakers will also debate SB 1186 (Wiener), which would prohibit regulations that "unreasonably restrict" access to medicinal cannabis businesses. It would also require that local jurisdictions allow for delivery of medicinal cannabis to satisfy "reasonable access." Cal Cities opposes the measure, as it would severely undermine cities' ability to regulate cannabis and impose a significant cost on local governments in the process. SB 1186 also suggests that there are serious barriers to medicinal cannabis. However, 99% of Californians live in a county where some form of cannabis - in most cases, both medicinal and recreational - is allowed.

Finally, Cal Cities is following AB 1737 (Holden), which would implement a series of new reporting and inspection requirements for children's camps that fall outside the scope of parks and recreation departments and code enforcement. The proposal would require a significant increase in staff at the local level and has an overly broad definition of "children's camps."
Cal Cities shares the same goal as the author's office - to create safe environments for children at these camps - and is working collaboratively with the author to ensure AB 1737 works for cities.

A full list of upcoming meetings on bills of interest to cities is available below.

Monday, April 18
Senate Appropriations, 9 a.m., 1021 0 Street, Room 1200 • SB 843 (Glazer) Taxation: renters' credit.
• Cal Cities Position: SUPPORT
Assembly Transportation, 2:30 p.m., 1021 0 Street, Room 1100 • AB 2953 (Salas) Department of Transportation and local agencies: streets and highways: recycled materials.

Cal Cities Position: OPPOSE
Tuesday, April 19
Senate Human Services, 1 :30 p.m., 1021 0 Street, Room 2200 • SB 1047 (Limon) Early learning and care
Cal Cities Position: SUPPORT
Assembly Aging and Long-Term Care, 3:00 p.m., State Capitol, Room 127
• AB 2547 (Nazarian) Housing Stabilization to Prevent and End Homelessness Among Older Adults and People with
Disabilities Act
Cal Cities Position: SUPPORT
Wednesday, April 20
Assembly Local Government, 9:30 a.m., State Capitol, Room 127 • AB 2097 (Friedman) Residential and commercial
development: remodeling, renovations, and additions:
parking requirements
Cal Cities Position: OPPOSE
Senate Environmental Quality, 1 :30 p.m., 1021 0 Street, Room 2100
• SB 1215 (Newman) Responsible Battery Recycling Act of 2022
Cal Cities Position: SUPPORT
Thursday, April 21
Senate Governance and Finance, Chair upon adjournment of session, 1021 0 Street, Room 2200
• SB 1186 (Wiener) Medicinal Cannabis Patients' Right of · Access Act
Cal Cities Position: OPPOSE
• SB 1393 (Archuleta) Energy: appliances: local requirements Cal Cities Position: OPPOSE
Monday, April 25
Assembly Natural Resources, 2:30 p.m., State Capitol, Room 447 • AB 2237 (Friedman) Transportation planning: regional
transportation improvement plan: sustainable communities strategies
Cal Cities Position: OPPOSE
• SB 1215 (Newman) Responsible Battery Recycling Act of 2022
Cal Cities Position: SUPPORT
Tuesday, April 26
Assembly Public Safety, 9:00 a.m. - State Capitol, Room 126 I
• AB 1613 (Irwin) Theft: jurisdiction
Cal Cities Position: SUPPORT
• AB 1737 (Holden) Children's camps: local registration and inspections
Cal Cities Position: CONCERNS
Senate Transportation, 9:00 a.m., Senate Chamber
• SB 932 (Portantino) General plans: circulation element:
bicycle and pedestrian plans and traffic calming plans
Cal Cities Position: OPPOSE UNLESS AMEND
Assembly Environmental Safety and Toxic Materials, 1 :30 p.m., State Capitol, Room 444
• AB 2247 (Bloom) Perfluoroalkyl and polyfluoroalkyl
substances (PFAS) and PFAS products and product
components: publicly accessible reporting platform
Cal Cities Position: SUPPORT
Wednesday, April 27
Assembly Communications and Conveyance, 1 :30 p.m. - State Capitol, Room 437
• AB 1934 (Rodriguez) Office of Emergency Services:
broadband communications grant program: fairgrounds
Cal Cities Position: SUPPORT

LEAGUE OF

CALIFORNIA
CITIES
March 25, 2022
The Honorable Jim Wood
Chair, Assembly Health Committee
State Capitol, Room 6390
Sacramento, CA 95814
RE: AB 1737 (Holden) Children's Camps: Local Registration and Inspections.

Notice of CONCERNS {As Introduced O I /31 /2022)
Dear Assembly Member Wood,
The League of California Cities (Cal Cities) writes to express concerns with AB 1737 (Holden) regarding children's camps. Cal Cities appreciates the author's willingness to work with stakeholders to address these concerns and looks forward to working together to find solutions.

AB 1737 would create a series of new reporting and inspection requirements for cities that fall well outside the scope of responsibilities for our parks and recreation departments and code enforcement officers. Most notably, this measure:
• Requires local governments to make announced and unannounced visits to children's camps, make public any violations cited, and conduct follow-up visits until violations are resolved.
• Requires local governments to ensure that all necessary certifications for the activities offered at children's camps are current and on file. • Requires local governments to submit an annual report to the Department of Public Health that includes the names of all children's camps operating in their justification, the number of attending campers, and any violations cited.

AB 1737 does not specify which local agency is responsible for carrying out these requirements, only that cities and counties are included in this definition. Cal Cities requests that as conversations around amending this measure progress, attention is brought to who is responsible for these duties. Specifically, it is clear cities are not the right entities to be overseeing these types of requirements.

For cities to monitor every children's camp in their community as described above, they would have to hire additional staff to do these inspections and update records and data management systems to track and compile the information for these required reports. This is at a time when many cities are continuing to face staffing challenges due to the COVID-19 pandemic. These requirements would be much better suited for state agencies with the staff capacity and resources to monitor the thousands of children's camps operating across the state. Additionally, cities do not manage public health departments, which could help to provide this type of oversight to state agencies. 1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org

LEAGUE OF

CALIFORNIA
CITIES
There are several other key components of AB 1737. Specifically, this measure would require background and sex offender checks of all camp staff and classifies all full-time employees as mandated reporters. AB 1737 would also require a children's camp to ensure that a full-time adult health supervisor is available whenever campers are present. It is very unclear if local governments would be responsible for enforcing these requirements as drafted. If so, cities have serious concerns about how they would be expected to monitor the business practices of the private and non-profit camps operating in their jurisdictions.

As conversations about this measure continue to evolve, Cal Cities specifically asks for clarification around the definition of children's camps included in the bill. The current definition is overly broad as children's camps come in all shapes and sizes. There are concerns that AB 1737 would apply to children's reading programs at libraries, services for at-risk youth, or art and music camps offered for short periods, to name a few examples. Local governments often provide this type of programming free of charge.

These programs are run very differently from overnight camps and camps intended to provide childcare services for families. If subject to the same types of provisions, some cities may no longer be able to afford to provide these programs.

Cities across the state provide incredible camp opportunities for little to no cost to their residents, creating education enrichment and social opportunities for children of all backgrounds. If responsible for complying with the provisions of this measure, many of these camps would no longer be able to be offered free of charge to the children who need it the most.

Cities share the same goals as the author and sponsor of this measure, to ensure children's camps are safe environments for everyone. Cal Cities is committed to working collaboratively to address our concerns to ensure effective implementation.

For these reasons, Cal Cities has concerns with AB 1737 (Holden). If you have any questions, do not hesitate to contact me at (916) 580-5075.

Sincerely,
C
t
ar
~
oline Cirrin
~
cione
Legislative Affairs, Lobbyist
cc: The Honorable Chris Holden
Members, Assembly Health Committee
Rosielyn Pulmano, Consultant, Assembly Health Committee Gino Falchi, Consultant, Assembly Republican Caucus
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org

LEAGUE OF

CALIFORNIA
CITIES
April 4, 2022
The Honorable Anna Caballero
Chair, Senate Governance and Finance Committee
1021 0 Street, Room 7 620
Sacramento, CA 95814
RE: SB 1393 (Archuleta) Energy. Appliances. Local Requirements Notice of OPPOSITION {As introduced on February 18, 2022) Dear Senator Caballero,
The League of California Cities (Cal Cities) and the California State Association of Counties (CSAC) must respectfully oppose SB 1393 (Archuleta), which would create a new statewide review process for local governments to receive approval from the California Energy Commission (CEC) to adopt local ordinances regarding decarbonizing buildings switching from the use of fossil fuels to electricity for heating and other building energy uses.

Climate change is an urgent threat to the health and well-being of California's residents and economy. California cities and counties are critical partners with the state in achieving our shared climate change, emission reduction, and clean energy goals, including residential and commercial building decarbonization. Per the updated 2022 Energy Code 1, the California Energy Commission encourages building electrification as consistent with and supportive of important statewide goals for decarbonization. SB 1393 would unnecessarily inhibit the ability of local governments to accelerate the reduction of emissions of greenhouse gases through adding additional reporting and approval processes.

The statewide review process described in SB 1393 raises some concerns around consistency as it only requires local electrification ordinances to undergo review by the CEC if they do not include certain exemptions. Local electrification ordinances that include certain exemptions, regardless of how they are drafted, would not be subject to review or oversight. Such a double standard is atypical for statewide review processes, and only serves to add more "green tape" as a barrier to local climate change mitigation initiatives.

Furthermore, SB 1393 conflicts with existing law, as Public Resources Code Section 25233.5 requires the California Energy Commission, in coordination with the Public Utilities Commission, the Department of Housing and Community Development, the California Building Standards Commission, and other relevant state agencies, to gather or develop guidance and best practices to help building owners, the construction 1 2022 Building Energy Efficiency Standards
industry, and local governments overcome barriers to electrification of buildings and installation of electric vehicle charging equipment.

Cal Cities and CSAC recognize and share the Author's concern regarding any possible impacts to low-income Californians and disadvantaged communities. However, we believe that local governments' existing ordinance development processes would take steps to mitigate against disproportionate impacts to disadvantaged communities, which includes but is not limited to, hosting stakeholder meetings, conducting public outreach, engaging with the local business community and environmental leaders, and directing staff to do research and analysis. Thus, making this additional review process duplicative.

Finally, existing California case law establishes that as long as there is no conflict between municipal ordinances and state law, cities and counties may impose additional requirements within their jurisdictions and finds that cities and counties may impose regulatory requirements that are more stringent that state and federal statutes.

As such, Cal Cities and CSAC encourage the Legislature to not add additional "green tape," and make it easy for local governments to have the ability to _accelerate the reduction of emissions of greenhouse gases in their communities to meet our shared climate resiliency goals.

For these reasons, Cal Cities and CSAC opposes SB 1393 (Archuleta). If you have any questions, do not hesitate to contact Derek Dolfie (Cal Cities) at [email protected] or Christopher Lee (CSAC) at [email protected].

Sincerely,
Derek Dolfie
Legislative Affairs, Lobbyist
League of California Cities
Christopher Lee
Legislative Representative
California State Association of Counties
cc: The Honorable Bob Archuleta
Members, Senate Governance and Finance Committee
Anton Favorini-Csorba, Consultant, Senate Governance and Finance Committee
Ryan Eisberg, Policy Consultant, Senate Republican Caucus

LEAGUE OF

CALIFORNIA
CITIES
April 13, 2022
The Honorable Laura Friedman
California State Assembly
1 021 0 Street, Suite 6310
Sacramento, CA 95814
RE: AB 2097 (Friedman) Residential and Commercial Development. Parking Requirements.

Notice of Opposition (As Introduced)
Dear Assembly Member Friedman:

The League of California Cities (Cal Cities) must respectfully oppose your measure AB 2097, which would prohibit a local government from imposing or enforcing a minimum automobile parking requirement on residential, commercial, or other developments, without regard to the development size, if the development is located on a parcel within one-half mile of public transit.

AB 2097 would essentially allow developers to dictate parking requirements in large areas of many cities because the definition of public transit includes entire bus routes with fifteen-minute service intervals. Restricting parking requirements within one-half mile of a high-frequency transit route does not guarantee individuals living, working, or shopping on those parcels will actually use transit. Many residents will continue to own automobiles and require nearby parking, which will only increase parking demand and congestion.

AB 2097 would give both developers and transit agencies, who are unaccountable to local voters, the power to determine parking requirements. Transit agencies would be able to dramatically alter local parking standards by shifting transit routes and adjusting service intervals.

Additionally, AB 2097 could negatively impact the State's Density Bonus Law by providing developers parking concessions without also requiring developers to include affordable housing units in the project. The purpose of Density Bonus Law is to provide concessions and waivers to developers in exchange for affordable housing units.

While AB 2097 may be well intended, parking requirements are most appropriately established at the local level based on community needs. A one-size fits all approach to an issue that is project specific just does not work. For these reasons, 1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org

LEAGUE OF

CALIFORNIA
CITIES
Cal Cities opposes AB 2097. If you have any questions, please contact me at (916) 658-8264.

Sincerely,
Jason Rhine
Assistant Director, Legislative Affairs
Cc: Members, Assembly Committee on Local Government
Hank Brady, Consultant, Assembly Committee on Local Government William Weber, Consultant, Assembly Republican Caucus
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org

RURAL COUNTY REPRESENTATIVES

OF CALIFORNIA

LEAGUE OF

CAUFORNIA
CITIES
.----•0
March 29, 2022
The Honorable Richard D. Roth
Chair, Senate Business, Professions and
Economic Development Committee
1021 0 Street, Room 3320
Sacramento, CA 95814
Re: Senate Bill 1186 (Wiener) - OPPOSE
As Amended March 10, 2022
Dear Senator Roth:

On behalf of the Rural County Representatives of California (RCRC), the California State Association of Counties (CSAC), and the League of California Cities (Cal Cities) write to inform you of our oppose position to Senate Bill 1186, which would severely undermine local decision-making under the Medicinal and Adult-Use Cannabis Regulation and Safety Act (MAUCRSA).

With the enactment of MAUCRSA, there are a large number of licensed industry actors participating in the regulated commercial cannabis market. The ability of local jurisdictions to regulate business entities participating in their local area was central to the passage of both the original Medical Cannabis Regulation and Safety Act (MCRSA) and Proposition 64, and is consequently integral to the combined MAUCRSA.

We believe that local control must be sustained to ensure counties and cities can set regulatory standards associated with local land-use authority. This includes the ability to restrict or prohibit commercial cannabis activities or impose stricter local standards than those afforded in State regulations. SB 1186 undermines the intent of MAUCRSA by (1) eliminating a local jurisdiction's ability to prohibit medical cannabis retail activities, regardless of the needs or conditions in the jurisdiction, and (2) restricting the ability for the large number of jurisdictions that permit and regulate cannabis retailers to set appropriate local regulations which are developed in a public process.

The Legislature worked closely with stakeholders to create a regulatory framework for medical cannabis over a year before Proposition 64 was enacted. That legislativelyenacted framework serves as the basis of regulatory structure provided for in the adult- The Honorable Richard D. Roth
Senate Bill 1186 (Wiener)
March 29, 2022

use scheme. In the construction of both frameworks, the crafters recognized the critical need for local control, primarily as part of cities' and counties' land-use authority.

California's program for cannabis regulation was never intended to compel the siting of cannabis businesses where local conditions made them a poor fit, nor for local regulation to be a disfavored afterthought where such activities are permitted. Rather, local jurisdictions were - and remain - a critical partner in cannabis regulation, without whose willing participation this program cannot succeed. SB 1186 would disregard both this intent, and the reality that local jurisdictions in California have vastly different needs.

Counties and cities have done their part in the implementation of commercial cannabis regulations. SB 1186 proceeds entirely from the premise that there are serious "barriers" to medical cannabis access in California. That is simply untrue. Our state produces three times the amount of cannabis that the California market can consume, and there are well over 200 jurisdictions permitting some form of medical and adult-use retail, with additional jurisdictions coming online in 2022. Thirty-three counties allow for both medical and adult-use cannabis retail, which accounts for a total population of 26,610,551 or 67.4% of Californians. Twenty counties that do not authorize cannabis retail have at least one incorporated city that does allow retail and, in many cases, multiple cities. This means 99% of Californians live in a county where retail is allowed either within the county, or within a city, and in most cases both. In addition, approximately 179 cities allow for retail, with many jurisdictions currently developing local cannabis regulations for both medical and adult use. Considering 57 .14% of voters approved proposition 64, and 67.4% of the state's population resides in counties with medical and adult-use retail, we have demonstrated commitment to expanding access without undermining local control promised to cities and counties in MAUCRSA.

Moreover, the overwhelming number of counties and cities that have not yet moved toward permitting commercial cannabis activities have hesitated not for ideological reasons, but rather in order to determine what is appropriate in their respective jurisdiction, analyze the environmental impacts of moving forward with a cannabis regulatory scheme, and how the state is handling the backlog of provisional licenses.

Permitting any new industry - particularly one with well-documented state regulatory challenges - is a complex matter. While any industry would prefer the simple expedient of overriding local concerns and regulations, such an approach is manifestly bad for communities and for California - and this is no different for the cannabis industry.

Further, in smaller jurisdictions, a single retailer or delivery service (which is likely the capacity a small jurisdiction market can support) cannot finance a county or city's regulatory structure (general business licenses, inspection fees, environmental review, etc.). Cost recovery through permit fees, etc., would be wholly unaffordable for any cannabis business. In other words, a small county or city cannot recover its regulatory costs with just one or two storefront facilities or delivery operations. AB 1186 nonetheless requires every jurisdiction to assume there will be retail applicants and prepare regulatory ordinances accordingly, but the initial costs that many of these jurisdictions incur will The Honorable Richard D. Roth
Senate Bill 1186 (Wiener)
March 29, 2022

never be fully recouped. For example, even the most enthusiastic cannabis-permitting counties found on the North Coast, or cities in southern California, have experienced a significant loss of their General Fund monies in their efforts to meet both local and stateimposed regulatory costs.

SB 1186 further impairs local control in jurisdictions that permit cannabis medical retail, now or in the future, by severely limiting counties' and cities' ability to regulate cannabis business. The bill would prohibit counties and cities from adopting regulations deemed to "unreasonably restrict" access. The broad and entirely open-ended definition of "unreasonable" in the bill is little more than a recipe for unending litigation for many years to come. Litigators will profit - cannabis businesses and communities will not. As noted, California's cannabis regulation scheme assumes that local jurisdictions will play a significant regulatory role and does not depend on the state to be the sole author and enforcer of meaningful rules. This portion of the bill would penalize those jurisdictions that have stepped up and crafted regulatory schemes to ensure the successful integration of cannabis businesses into their community, by subjecting them to ceaseless legal attacks.

Further, amending existing local ordinances that were developed and approved in an open public process will pose a significant fiscal impact on jurisdictions, and cannot be recouped through fees. All of this undermines the spirit of MAUCRSA.

We understand that amendments are being considered that would remove the explicit authorization for local jurisdictions to "[l]imit the sale of medicinal cannabis to storefront retail sale" - with the apparent intent of compelling jurisdictions to permit delivery services. While delivery services are often a key component of local access efforts, delivery activities - which are dispersed through the community - can be harder to regulate than storefront locations, and consequently are not appropriate for all jurisdictions. Legal action in the Fresno County Superior Court has clarified that local jurisdictions currently have the ability to restrict or prohibit cannabis delivery transactions under MAUCRSA, and this bill's attempt to remove that tool from communities' regulatory toolbox should be rejected.

Changing the local authorization rules while the state is still in the implementation phase of the regulatory framework will break the partnership and trust that either currently exists or awaits. This will impede the gradual, but consistent, progress that local jurisdictions have made toward expanding cannabis retail permitting throughout the state.

The trends, as demonstrated by actual data noted above, are clear and positive. SB 1186 would obstruct this momentum and set the state's cannabis industry back a decade to the era of haphazard regulation, distrust, and litigation. We see that as counter-productive to the overall goals put forth by those who wish to promote further access.

For these reasons, we oppose SB 1186 and respectfully request your "No" vote when this bill is heard before your committee. If you have any questions, please contact Sarah Dukett (RCRC) at [email protected], Ada Waelder (CSAC) at [email protected], or Elisa Arcidiacono (Cal Cities) at [email protected].

The Honorable Richard D. Roth
Senate Bill 1186 (Wiener)
March 29, 2022

Sincerely,
Policy Advocate
RCRC
Elisa Arcidiacono
Legislative Representative
Cal Cities
Ada Waelder
Legislative Analyst
CSAC
cc: Members of the Senate Business, Professions and
Economic Development Committee
The Honorable Scott Wiener, Member of the Senate
Alexandria Smith Davis, Consultant, Senate Business, Professions and Economic Development Committee
Dana Shaker, Consultant, Senate Business, Professions and Economic Development Committee
Kayla Williams, Consultant, Republican Caucus