study results that show where the City is positioned compared to the labor market. At that time, City Council directed staff to bring back a future agenda matter with appropriate actions for implementation. The matter was delayed due to the subsequent vacancy of the Human Resources / Risk Manager position previously assigned the task. The matter was later reassigned to the Assistant City Manager for completion.
DISCUSSION
The received Total Compensation Report provided analysis and recommendations based on the median of the market, a data point at which half of the complete range of data is higher, and half of the complete range of data is lower 2 . The report states that the City
should consider its competitive position in the labor market and its ability to recruit, retain, and reward employees, now and in the future
3 . The recommendations provided in the
study are intended to serve as a guide, not a conclusive judgement, by which final recommendations and processes are to be informed.
After establishing the median, the report states that the City may elect three labor market positions: Lead the market, meet the market, or lag the market4. The selected strategy can be determined by multiple factors unique to each city or agency. The proposed Classification and Compensation Schedule for Management and Miscellaneous Unrepresented Personnel (Attachment A), and recommendations for SEIU Represented Maintenance Employees, are based on the Total Compensation Report recommendations designed to meet the market.
The International City/County Managers Association (ICMA) is the world's leading association of professional city and county managers and other employees who serve local governments. On June 1, 2022, PM Magazine, the official magazine of ICMA, with a track record of 100 years as a trusted source of local government information, produced an article titled Clocking Out for Good: The Great Resignation's Impact on Local Govemment
5 . The article centers around data from the National Employee Survey 6 which
measures the local government workplace based on employee opinions. Survey results from the study point to work-life balance, morale, and fair compensation for why people are quitting in local government. This article, and many others, demonstrate the importance of considering an agency's "total" compensation package as hot topics such as work schedule flexibility, workload, and job fulfillment are connected to not only pay but an agency's structure and full benefit package.
2 City of Carpinteria Final Compensation Report, page 3. 3 City of Carpinteria Final Compensation Report, page 20. 4 City of Carpinteria Final Compensation Report, page 4. 5 Clocking Out for Good: The Great Resignation's Impact on Local Government: Clocking Out for Good:
The Great Resignation's Impact on Local Government I icma.org 6 The National Employee Survey: The National Employee Survey (polco.us) R:\Temporary - Working\Total Comp Study Report\Total Compensation Report Staff Report - DRAFT.docx Implementation of 2021 Final Total Compensation Report consultant salary range recommendations
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Indicators for Staff Retention in Local Government
Data from rotco» The National Employee survey"
Fairly Compensated
for Performance
Positive Staff Morale
Organization Shows
Appreciation
39%
65%
55%
0% 25% 50% 75% 100%
{}Polco percenteqc of local oovcm~l\l ernplo•,cc~ •:mo report good or c. ccueot ratin9's Currently, the City has 40 approved full-time positions and 9 open positions, totaling a vacancy rate of 22.5%. As summarized above, vacancies can have a negative impact on staff's ability to complete their designated work tasks and may lead to employee burn out and turnover. The proposed Classification and Compensation Schedules aim to address the issue of compensation and serve as a starting point for discussion regarding the City's benefit packages.
The purpose of this agenda matter is to seek City Council's general support for the proposed schedules and/or to receive direction on potential adjustments. Once received, at the City Council's direction, staff will return to a future City Council meeting with revised Conditions of Employment for Management Personnel and Miscellaneous Unrepresented Personnel, and a budget-informed implementation plan, for City Council approval. The Classification and Compensation Schedule for SEIU Represented Employees will be discussed during the ongoing negotiations with SEIU and returned to the City Council when/if formally adopted.
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Classification and Compensation Schedules
Current Classification and Compensation Schedules for Management Personnel 7 and
Miscellaneous Unrepresented Personnel
8 are effective July 1, 2022 and can be found on
the City's website under City Hall-s Human Resources. The schedules were approved by City Council through approval of the Conditions of Employment for each group on June 27, 2022. Rather than have two separate schedules separated by group, many agencies have a single pay scale with notations next to each position that denotes whether a position is exempt, non-exempt, and so forth. For simplification and continuity, the proposed Classification and Compensation Schedule is combined to include both Management and Miscellaneous Unrepresented Personnel. Furthermore, pay scales typically follow a set pattern with a 2.5%, 5%, or 10% difference between each range. As noted in the Total Compensation Report, this is not the case in our current Management Personnel schedule (see table below from page 92 of the report.)
CITY OF CARPINTERIA CONDITIONS OF EMPLOYMENT FOR MANAGEMENT
PERSONNEL
EFFECTIVE AUGUST 10, 2020
Control Midpoint
Grade Minimum Point Maximum Bandwidth 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%
MlS $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%
Mll $58,160 $72,700 $79,969 37.5% 6.5%
MIO $54,610 $68,263 $75,089 37.5% 6.5%
7 Management Personnel Classification and Compensation Information: Management-Compensation-07- 01-22.pdf (carpinteriaca.gov)
8 Miscellaneous Unrepresented Personnel: Miscellaneous-Compensation-07-01-22.pdf (carpinteriaca.gov)
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As seen in the table, the difference between pay grades varies from 4.2% to 12.5% (see Midpoint Separation column.) The numbers in black font are existing pay grades, while the numbers in red are recommended to be added by CPS HR Consulting. The recommendations made by the consultant attempt to fit within the current pay scale; thus, perpetuating the existing lack of continuity between pay grades. As can be seen in the proposed M20 - M23 grades, the consultant recommends a consistent variance of 10%; however, in the grades that fall within the confines of the current pay schedule, the consultant was unable to maintain consistency. To address the issue, the proposed Classification and Compensation Schedule establishes new grades with an even 5% difference between grades. Staff elected to use a 5% variance between pay grades rather than 10% to allow for increased flexibility in setting current and future positions at the appropriate level. See excerpt from Attachment A below.
City of Carpinteria
Management and Miscellaneous Unrepresented Personnel
Classification and Compensation Information
New (Proposed) Salary Schedule
-~--··--------······----- .. --- -· -
Proposed MIDPOINT
New Grade Minimum Control Point Maximum SEPARATION BANDWIDTH 100 $152,385.97 s180 95_8.34 $209,530.7_! 5o/2._ 37.50% -
99 $145 129.50 S'172 341.28 __ S_1 ~.553.06 5% 37.50%
98 $138 218.57 ___ .J.·164 134.55
-
$190,0~-~3 5% 37.50%
97 $131,636.73 S156,318.62 S18·1.000.51 5% 37.50%
96 $125.368.32 $'148,874.88 $172,38'1.44 5% 37.50%
95 $119398.40 S141,785.60 SI 64,172.80 5% 37.50%
94 $1 '13,7'12.76 $"135,033.90 S 156,355.04 5% 37.50%
93 $108,297.87 S128,603.72 S148,909.57 5% 37.50%
92 $103,140.82 $"122,479.73 $141,8"18.63 5% 37.50%
91 $98,229.36 S116,647.36 S135,065.37 5% 37.50%
90 $93,551.77 $111,092.72 _ ~28633.68 5% -
37.50%
89 S8~016.92 _ S105,802.5.§l _ s·122.soa.21 5% 37.50%
88 S84,854.21 $100,764.38 $'116,674.54 5% 37.50%
87 $80,813.5] _ $95,966.07 S111,118.6'1 5% 37.5_0'.'{o
__ 86 ___ S76,965.2L $91 396.26 $105 827.25 5% 37.50%
85 _!73 3QO 26 _$87,944:06 S'I00.787.86 _§Yo 37.50%
84 $69,809.77 $82_,899.10 $95 988.43 5% 37.50%
83 S661485.49 $78 95'1.53 $91 4'17.56 5% 37.50%
82 _$63,319.52 $75.191.93 $87.06~.34 5% 37.50%
81 $60,304.30 $7~611.~ $8~.9'18.42 5% 37.50%
80 $57,432.67 $68 201.30 $78,969.92 5% 37.50%
79 _S51,697'"" 78 $6".1.,_95).62 $75.209.45 5% 37.50%
78 $52,.09~13 $61.860.59 $71,628.05 5% 37.50%
77 249L6J1..50 $58 914.84 s QQ., 2 J2.: ·1 L 5% 37.50%
-- -- ---
76 S47,250.00 $56,1Q.9.3_8_ ~6_1,968.75 5% 37.50%
-
75 $45 000.00 $53 437.50 $61.875.00 5% 37.50%
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In addition to setting new, cleaner grades, the proposed schedule places existing, and proposed, positions into new grades for City Council's review. Since the newly proposed grades do not align exactly with the existing grades, positions were placed as closely as possible to the reports recommended levels. In addition to report recommendations, positions were analyzed for internal equity to ensure appropriate range separation between levels of positions. This important analysis was part of the consultant's original recommendations; however, it was completed utilizing general job descriptions. A deeper analysis was completed by the City Manager and Assistant City Manager utilizing the intimate knowledge of management staff. See excerpt from Attachment A below.
Proposed I
New 1 Position Grade
-----~ - - -- -- ---- ~
Assistant City Ma
Community Deve
Administrative Se
Parks, Recreatio
!
Public Works Dir
Civil Engineer
Finance Mana e
Principal Planner
Human Reources
City librarian
Ci Clerk
Senior Planner*
Chief Building Ins
Environmental Pr
Senior Financial
Program Manage
'
Associate Planne
Management Ana
Associate Engine
Parks & Facilities
Public Works Su
Library Specialist
Aquatics supenn
Code Complianc
nager
lopment Director
rvices Director
n. and Public Facilities Director
ector
r "
Manager
pector/Plans Examiner
ogram Manager
Analyst*
- -
r
r+
1yst n /\/\
er
Maintenance Supervisor
pervisor
I\
tendent
e Supervisor
96 92
91 90
88 86
85 84
83 Implementation of 2021 Final Total Compensation Report consultant salary range recommendations
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Executive Assistant'Deputy City Clerk
Management Analyst I ""
Financial Analyst +
Asssistant Engineer *
Assistant Planner *
Environmental Program Coordinator * ~-~----~~~---
Accounting Technician
Code Compliance Officer II
Engineering Technician
Aquatics Program Coordinator
Accounting Specialist
Management Assistant
[code Compliance Officer I
Existing but previously unlisted position *
Proposed (New)+
Current position that did not exist at time of study "
Recommended regrade"'"
82 80
78 77
76 Several important notations are listed for the purpose of this staff report only and will not be included in the actual schedule, when presented at a future meeting. However, these notations are important to City Council's consideration of the proposed schedule and are explained below.
• * Existing but previously unlisted positions are positions previously approved by City Council that were vacated and then left of off future salary schedules. We recommend these positions remain listed even when unfilled. For example, when a past Assistant Planner progressed to Associate Planner, the Assistant Planner position was excluded from the following approved schedule. It is important to keep the position listed for a few important reasons, including, but not limited to:
o Flexibility: By listing both the Assistant and Associate Planner positions, even when only the Associate Planner position is appropriated in the budget, allows the overseeing director flexibility if/when the position is vacated. For example, the director may choose to fill the vacated position with a person of similar knowledge and experience at the existing level (Associate Planner.) However, based on the director's hiring strategy, or as dictated by the applicant pool, the City may elect to hire a person at the lower Assistant Planner level.
lmplernentationof 2021 Final Total Compensation Report consultant salary range recommendations
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o Career Path: By listing both the Assistant and Associate Planner positions, it demonstrates a potential career path for prospective applicants. o Internal Equity/Benchmarking: By listing all existing positions on the schedule, it helps to inform future human resource decisions as each position in a schedule serves as a benchmark· for an equivalent . or neighboring position.
• + Positions with the "+" symbol are proposed new positions that add a career path where one did not previously exist. For example, City Council recently approved the modification of the Civil Engineer position to remove the limited five-year term.
If recruitment for the position is unsuccessful, creation of the Assistant and Associate Engineer positions will allow the overseeing director to hire a person at a lower-level position, at a savings to the City, while also creating a career path for someone to increase their knowledge and experience and potentially grow into the higher level Civil Engineer position.
• " Current positions such as the Finance Manger position that did not exist at the time of the study, were assumed to be set at the correct market rate at time of creation. Any adjustment to the pay scale for these positions is the result of the newly created pay grades or a factor of internal equity. • "" Recommended regrade positions were previously approved by City Council and upon further analysis found to be inadequate. These positions included the Management Analyst I and II positions. With consultation from RGS, we feel strongly that these positions were set substantially below market. In addition, although this position is a series (I and II) separated by distinct levels of knowledge and experience, the positions are set within a single grade, when in fact they should be set at two distinct grade levels.
Lastly, staff recommends including only positions and pay ranges (as shown above) in the Conditions of Employment (COE). This will allow for adjustments to the actual pay scale figures, such as a range adjustment for inflation, without need to amend the COE each time.
SEIU Represented Employees
In addition to Management and Miscellaneous Unrepresented Personnel, the Total Compensation Report recommended pay range adjustments for SEIU Represented Employees. As negotiations with SEIU are ongoing, this report cannot address all SEIU represented positions at this time; however, we are able to proceed with recommendations for range adjustments for maintenance employees.
As with the Management and Miscellaneous Unrepresented Personnel schedules, several ranges are currently absent from the SEIU Classification and Compensation Implementation of 2021 Final Total Compensation Report consultant salary range recommendations
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Schedule
9 . The Total Compensation Report and staff recommend these ranges be filled in. Unlike the Management and Miscellaneous Unrepresented Personnel schedules, which varies wildly between grades, the difference between each pay range in the SEIU salary schedule is mostly consistent at 2.5% between each range. However, this pattern is disrupted at range 111 when the difference (between range 110 and 111) is less than
2.5%, and range 112 when the difference (between range 111 and 112) is greater than
2.5% Staff will seek to resolve these discrepancies through labor negotiations.
As noted above, the difference between most ranges in the SEIU salary schedule is 2.5%; however, the Total Compensation Report makes the assumption that the difference is 5% (see excerpt below from page 89 of the report, right side column.) For this reason, staff recommends adjusting the pay range for maintenance workers by two pay ranges, instead of one, in order to realize the 5% adjustment recommended by the report. These positions include the Parks and Facilities Maintenance Worker I, Senior Parks and Facilities Maintenance Worker, Public Works Maintenance Worker I, Public Works Maintenance Worker II, and Public Works Lead Maintenance Worker. In addition, staff recommends adding a Parks and Facilities Maintenance Worker II position for consistency between the maintenance worker positions in the Public Works and Parks, Recreation, and Public Facilities departments.
Relationship to anchor benchmark-Senior Park.s &
Facilities Maintenance Worker. Recommend regrade
one grade higher to 103. No s.ilary grade 103 on
SEIU Salary Schedule. lhe percentage between
Public Works ranges 102 & 103 would be S% \Vhich was applied to Maintenance the CPS HR recommended monthly salary min & worker I 102 $3,479.20 $4.228.99 ... ... 103 max figures.
Finally, since SEIU employees at range 111 would be recommended for adjustment to range 113, andranqe 113 coes not exist, we.recornrnend creating range 11_3_as shown below. The proposed range ignores the anomalies at range 111 and 112 and is set according to the 2.5% difference between ranges used in the remaining salary schedule. -""
~ - -- ~ - - - - -~
Range Step Hourly Rate
_:! 1 ~- A_,___$2_7 .12§_8
113 B $28.4831
-
113 --- C $29.9072
113 D $31 .4026
113 E $32.9727
9 SEIU Classification and Compensation Schedule: SEIU-Labor-Group-Compensation-Schedule-FY21- 22-1.pdf (carpinteriaca.gov)
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POLICY CONSISTENCY
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 Total Compensation Report and derived staff recommendations are intended to assist the City in evaluating and making adjustments to its compensation package for various classifications.
The recommendations may be found consistent with the City's 2022 Annual Work Plan under the General Government Program: Staff Recruitment & Retention.
FINANCIAL CONSIDERATIONS
No action is requested as part of this report; therefore, there are no financial consideration at this time. However, based on feedback from the Council, staff will return with a matter for City Council's consideration that includes a plan for implementation and associated financial considerations.
LEGAL AND RISK MANAGEMENT CONSIDERATIONS
Recommendations made relating to SEIU Represented Employees are subject to the meet and confer requirements related to the labor negotiations process.
OPTIONS
1. Receive and file the report and direct staff to return with amended Conditions of Employment for Management and Miscellaneous Unrepresented Personnel and a plan for implementation of the recommended changes to the Classification and Compensation Schedules (staff recommendation.)
2. Direct staff to provide additional information and/or analysis regarding City staff recommendations.
PRINCIPAL PARTIES EXPECTED AT MEETING
Laura Robinson, SEIU Local 620, Field Representative Project Manager
ATTACHMENT
A. Proposed Classification and Compensation Schedule for Management and Miscellaneous Personnel.
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Staff contact:
Michael Ramirez, Assistant City Manager
(805) 755-4450; [email protected]
Reviewed by: Dave Durflinger, City Manager
(805) 755-4400, [email protected] Signature
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THIS PAGE INTENTIONALLY LEFT BLANK
Implementation of 2021 Final Total Compensation Report consultant salary range recommendations
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ATTACHMENT A
Proposed Classification and Compensation Schedule
For Management and Miscellaneous Unrepresented Personnel ------
ATTACHMENT A
City of Carpinteria
Management and Miscellaneous Unrepresented Personnel
Classification and Compensation Information
New (Proposed) Salary Schedule
I
I I
I I
I I Proposed I
1Position New Grade Minimum Control Point Maximum
100 $152,385.97 $180,958.34 $209,530.71 _
99 $145,129.50 $172,J41.28 $199,553.06
98 $138,218.57 $164,134.55 I
I $190,050.§L_
97 $131,636.73 $156,318.62 $181,000.51
Assistant City Manager
Community Development Director
Administrative Services Director
Parks, Recreation, and Public Facilities Director
Public Works Director
-
96 $125,368.32 $148,874.88 $172,381.44
- - -
95 $119,398.40 $141,785.60 $164,172.80
- -
94 $113,712.76 $135 033.90 $156,355.04 _
-
93 $108,297.87 $128,603.72 $148,909.57
-
_g_ivil Engineer 92 $103,140.82 $122,479.73 $141,818.63 - - - - -
Finance Manager"' 91 $98,229.36 $116,647.36 $135,065.37 -
Principal Planner 90 $93,551.77 $111,092.72 $128,633.68 _ -
89 $89,096.92 $105,802.59 $122,508.27
--- - -
Human Reources Manager
City Librarian
fity Clerk 88
-
$84,854.21 $100,764.38 $116,674.54
-- -
87 $80,813.53 _ __ $95,966.07 $111,118.6!__
- -
Senior Planner*
Chief Building Inspector/Plans Examiner
Environmental Program Manager
~r Financial Analyst* 86 $76,965.27 _191,396.26 $105,827.2.§. -
E_rogram Manager 85 -- $73,300.26
-
$87,044.06 $100,787.86
- --
Associate Planner
Management Analyst II /I.I\
Associate Engineer+
Parks & Facilities Maintenance Supervisor
P_l:!bl~ ~orks Supervisor
-
84 $69,809.77 $82,899.10 $95,988.43
--- -- - -
Library Specialist "'
Aquatics Superintendent
£ode Compliance Supervisor _ 83 _ $66,485.49 $78,951.53 $91,417.56 --
Executive AssistanUDeputy City Clerk
Management Analyst I /I.I\
Financial Analyst +
Asssistant Engineer *
1 f ~sistant Planner •
_J nvironillental "" Coordinator * 82 ~1319.52 !E5, 1_§)1. 9~ - l _$87.064.34 81 $~0,304.3l)_ $71,611.36 Ji82,_918.42 ~
-
Accounting Technician
Code Compliance Officer II
Engineering Technician 80 $57,432.67 $68,201.30_ $78,969.92 79 $54,697.78 $64,953.62 $75,209.45
Aquatics Program Coordinator
Accounting Si::,ecialist 78 $52,093.13 $61,860.59 $71,628.05 Management Assistant 77 $49,612.50 $58,914.84 $68,217.19 Code Comi::,liance Officer I 76 $47 250.00 $56,109.38 $64,968.75 75 $45,000.00 $53,437.50 $61,875.00
Existing but previously unlisted position *
Proposed (New) +
Current position that did not exist at time of study "
Recommended regrade""
-- -