Laguna Beach City Council
May 12, 2026

Laguna Beach, CA

CLASSIFICATION & COMPENSATION STUDY
January 2026

FINAL REPORT
1 Attachment 1
3 Table of Contents
The 5-PHASE PROCESS....................................................................................................... 1 PROJECT OVERVIEW .......................................................................................................... 2 PROJECT INITIATION ........................................................................................................... 3 POSITION REVIEW............................................................................................................... 4 Title Review........................................................................................................................ 4 Job Evaluation.................................................................................................................... 4 MARKET ASSESSMENT ....................................................................................................... 5 Market Peers ...................................................................................................................... 5 Quality Control.................................................................................................................... 6 Market Results.................................................................................................................... 6 PAY PLAN DESIGN................................................................................................................ 7 Assessment of Current Pay Plans ....................................................................................... 7 Proposed Pay Plans ........................................................................................................... 9 Regression Analysis ......................................................................................................... 10 Proposed Grade Assignments........................................................................................... 11 Employee Allocation ......................................................................................................... 11 Implementation Cost Analysis ........................................................................................... 11 PROJECT COMPLETION .................................................................................................... 13 RECOMMENDATIONS ........................................................................................................ 14 The 5-PHASE PROCESS
Baker Tilly conducted a classification and compensation study for the City of Laguna Beach by completing each of t
below.
2 4

PROJECT OVERVIEW

PROJECT INITIATION
Planning meeting with City’s project team to understand goals of the study, collect necessary documentation, and set up the project. Included collection of PAQs and onsite communication meetings.

A glossary of terms can be found in Attachment 1.

POSITION REVIEW
Review of each position to ensure appropriate titling as well as an evaluation using our SAFE process to establish a relative-worth hierarchy. A list of recommended titles can be found in Attachment 2.

MARKET ASSESSMENT
Distribution of a custom survey to identify public sector peers to collect base pay data for comparison against the City’s base pay. Aggregated market results can be found in Attachment 3 with a comparison of to the City’s existing pay in Attachment 4.

PAY PLAN DEVELOPMENT
Development of a new pay plan with consideration to internal and external results, verified through a regression analysis, to establish a fair, equitable, and defensible pay structure. Cost analysis calculation for the City to consider in its adoption of the proposed pay plan. Proposed pay plans can be found in Attachment 5.

Changes to titles and grade assignments must be bargained with each impacted group, as necessary.

PROJECT COMPLETION
Final report outlining the project
methodology, the results of the study,
and our recommendations based on
those results. Training with HR staff to
maintain and administer the pay plan
going forward. A list of Frequently Asked
Questions prepared for employees can
be found in Attachment 6.
3 5
PROJECT INITIATION Phase 1
Baker Tilly partnered with the City’s project team to discuss the current classification and compensation system, goals for conducting the study, and to walk through each phase of the process. Next, Baker Tilly collected documentation from the City, to include job descriptions, organization charts, pay structures, personnel policies, and any other documentation describing how work is performed or compensated.

Communication Meetings
In February 2025, Baker Tilly facilitated in person communication meetings with department heads and employees to inform them about the study, answer questions, and review the Position Analysis Questionnaire (PAQ) all employees would be asked to complete.

Position Analysis Questionnaires (PAQs)
The PAQ provides an opportunity for each employee to provide input, in their own words, about the work that is completed in their position and serves as the foundation for the next phase of the study. For that reason, a supervisor review is included in the process. Employees and Supervisors supported this project through a high level of participation in the PAQ process. − Baker Tilly delivered PAQ requests to 324 employees and received responses back from 279 (86%) covering approximately 169 unique position titles (93%) across the organization. − Baker Tilly utilized existing job descriptions to evaluate positions that did not have a completed PAQ submitted.

For quality control, completed PAQs were routed to supervisors for review and to provide feedback on responses. Supervisors could not change employee responses in this review. Baker Tilly reviewed all PAQs and job descriptions for all positions thereafter.

Sample PAQ Prompts:
− Briefly describe the purpose of your job in one to three sentences or phrases. − List essential functions/duties and the percentage of your time devoted to each. − Do you think your current position title appropriately reflects the work? If not, please provide the title that would be more appropriate.
− Which, if any, position titles do your position duties and responsibilities overlap with? − Indicate the minimum experience required to complete the normal day-to-day tasks of this position.
− Do you supervise or have oversight of other positions? 4 6
POSITION REVIEW Phase 2
In this phase, our team worked to understand each of the City’s positions and how they are currently valued in relation to other positions across the organization.

Title Review
Over time, position titles may become inconsistent, inaccurate, or even inflated. An appropriate job title should reflect the nature and level of work performed in that job. Baker Tilly reviewed the City’s position titles and provided recommendations for adjustments, consolidations, and reclassifications, as necessary. Title recommendations were also considered when needed to standardize formatting, spelling, and use of abbreviations which can all significantly impact the administration of a classification system.

As part of the review, career laddering for several positions across the City were developed to better define responsibilities and advancement opportunities within new and existing classifications. The list of recommended titles can be found in Attachment 2.

Job Evaluation
Baker Tilly has a point factor tool, SAFE®, which was developed specifically for the evaluation of public sector positions. Using the Systematic Analysis and Factor Evaluation, we considered the City’s positions against nine compensable factors listed in Table 1, the result of which is a total score for every job. Collectively, these total scores establish a hierarchy across the organization. It’s important to emphasize that job evaluation is a measurement of the position and not the person in the position.

Training on how to use and maintain the SAFE process will be provided to the City’s project team to administer and maintain job evaluation results moving forward.

Table 1: SAFE® Compensable Factors & Weights
Compensable Factors Weight Descriptions / Measurements
Education 16% Minimum formal education level required by the position Experience 12% Minimum years of experience required by the position Level of Work 14% Degree of difficulty of work performed by the position Human Relations 8% Type and level of human interactions Working Conditions 5% Environmental conditions experienced by the position Physical Demands 7% Physical exertion regularly performed by the position Independence to Act 12% Degree of independence to make decisions and act Impact of Actions 14% Severity of consequences based on decisions Supervision Exercised 14% Type and level of supervision exercised 100% TOTAL
The following factors were not
considered when evaluating
positions with the SAFE
methodology: employee
performance, length of service
with the organization, amount of
time in the position, education or
experience more than what is
required by the position, current
salary, or market rates.
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MARKET ASSESSMENT Phase 3
Market values are a critical data point for determining final recommendations. In this phase, Baker Tilly worked with the City to identify and collect data from relevant peer organizations for a set benchmark position list. Our team then adjusted compiled data, as necessary, and compared it against the City’s current base pay ranges, effective July 1, 2025. The results, as outlined below, provide insight into the external competitiveness of the City’s pay structure relative to the labor market.

Market Peers
Baker Tilly partnered with the City to identify and collect base pay information for 134 benchmark positions from the 14 public peers listed in Table 2. Only Marine Safety positions were matched to peer data indicated by * below. Data was additionally compiled from the listed published salary data sources.

Table 2: Public Sector Market Peers

1. City of Anaheim 11. City of San Diego *

2. City of Brea 12. City of Santa Ana

3. City of Costa Mesa 13. City of Tustin

4. City of Huntington Beach 14. County of Los Angeles *

5. City of Irvine 15. County of Orange

6. City of Long Beach * 16. Irvine Ranch Water District

7. City of Malibu 17. Orange County Fire Authority

8. City of Manhattan Beach 18. Bureau of Labor Statistics

9. City of Newport Beach 19. Comp Analyst

10. City of Orange 20. Economic Research Institute
Published salary data, where appropriate, was also used as a private sector benchmark in this assessment. California state averages were used as survey parameters for all three data sources.

Bureau of Labor Statistics (BLS). The Occupational Employment Statistics (OES) survey is a semiannual survey measuring wage rates by industry and is displayed nationally, by state, and/or metropolitan area. BLS data used in this survey was pulled at the 10th and 90th percentile to represent the minimum and maximum thresholds of a salary range.

Comp Analyst by Salary.com is an HR-reported salary data source, aggregating 800 million market data points from more than 25,000 organizations. It covers 15,000 unique job titles, 225 industry breakouts, 27,000+ compensable factors, and 42,000+ geographies.

Economic Research Institute (ERI) provides quarterly updated salary data for over 11,000 jobs across 9,000 locations and 1,100 industries. This study uses ERI’s 10th and 90th percentile data to define salary range minimums and maximums.
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Quality Control
Baker Tilly matched Laguna Beach’s benchmark positions to those at peer organizations where at least 75% of duties aligned or overlapped, requiring a minimum of three matches to calculate market values.

Positions with fewer than 3 matches are noted as ‘insufficient data’ and a market value is not provided.

Because market values are based on aggregated data points, larger sample sizes generally provide greater confidence. Benchmarks averaged 9 matches each, on average.

Market Results
In total, Baker Tilly requested base pay information for 134 benchmark positions, and a market value was calculated for all but one position received sufficient data (3 or more matches). The aggregated market results can be found in Attachment 3 with a comparison of market results to the City’s full pay ranges (effective July 1, 2025) in Attachment 4.

While the City’s pay ranges are competitive, on average, Figure 1 demonstrates how individual benchmarks align in the market. Of the 134 benchmarks, 8 were new positions without existing ranges, and 1 position had insufficient market data. Of the remaining 125 benchmarks, 82.4% are at or leading market at the midpoint with only 4.8% of those significantly lagging market.

Based on market values for the 134 benchmark positions:
− The City’s minimums are 2.0% ahead market minimums on average. − The City’s midpoints are 2.9% ahead market midpoints on average. − The City’s maximums are 3.6% ahead market maximums on average.

Figure 1: Alignment to Market by Benchmark
Extremely
misaligned
Extremely
misaligned
7 9

PAY PLAN DESIGN
To establish an internally equitable and externally competitive classification and compensation plan for the City, we have integrated the job evaluation scores with the market results. Through a regression analysis, this approach allows us to identify outliers in the data and consider nuances where positions may be valued differently internally vs. externally.

This phase of the project establishes a compensation framework that reflects the City’s philosophy on pay, supports organizational goals, and promotes long-term sustainability.

Assessment of Current Pay Plans
Before revisions to any existing structure were made, Baker Tilly engaged the City’s project team regarding desired position within market, the number of pay structures needed, design preference for the pay structures, and an approach for classifying positions to grades. Determination for the number of pay plans an organization needs can be influenced by the diversity of jobs, market sensitivity, collective bargaining, and even organizational culture.

The City currently has multiple “pay plans” which are mostly aligned with their respective bargaining groups. Table 3 outlines each group representing full-time positions.

An analysis of the current pay ranges across all pay plan groups outlined above demonstrated extreme overlap, inconsistent step differentials/range spreads, and unnecessary duplication. This is a common result when specific ranges or positions receive adjustments rather than the entire framework. The consequence, over time, is compression and unexplainable pay decisions.

Focusing on the MEA plan, shown in Table 4, as an example. The distance between each grade (midpoint differential) is not consistent ranging from 1.7% to 10% which creates significant overlap and gaps. While the distance between each step is meant to be 5%, the overall range spreads also demonstrate slight variance in those calculations.

This same pay table as a chart shown in Figure 2, visually demonstrates the overlap in certain grades.

Specifically, grades 96 and 98 have only a 2.5% difference while grades 133 and 134 only have a 1.7% difference.

Figure 3 demonstrates the full span of each pay plan group comparatively.

Group # of
Grades
# of
Steps
# of
Positions Span of Plan
MEA 15 8 ~81 $51,951 - $191,065
PEA - Professional 11 8 ~15 $50,956 - $161,759
PEA - Sworn 4 8 ~4 $64,272 - $169,079
FF Association 3 8 ~3 $80,122 - $146,690
Management 7 Open ~26 $70,275 - $281,337
Police & Fire Management - Fire 1 Open ~1 $131,876 - $203,050 Police & Fire Management - Police 3 Open ~3 $123,103 - $216,716 Phase 4
Table 3: Current Pay Plans by Employee Group
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MUNICIPAL EMPLOYEE'S ASSOCIATION - EFFECTIVE 7/1/2025
Pay Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Mid Diff Spread MISC 66 $51,951 $54,549 $57,276 $60,140 $63,147 $66,305 $69,620 $73,101 40.7% MISC 71 $54,922 $57,661 $60,541 $63,589 $66,780 $70,151 $73,716 $77,449 5.7% 41.0% MISC 77 $58,901 $61,884 $64,907 $68,123 $71,624 $75,227 $79,012 $82,939 7.2% 40.8% MISC 83 $63,473 $66,677 $70,099 $73,445 $77,139 $81,014 $85,083 $89,333 7.8% 40.7% MISC 88 $67,077 $70,435 $73,962 $77,591 $81,402 $85,483 $89,875 $94,383 5.6% 40.7% MISC 96 $73,677 $77,281 $81,079 $85,199 $89,410 $93,879 $98,607 $103,476 9.8% 40.4% MISC 98 $75,434 $79,180 $83,197 $87,305 $91,722 $96,243 $101,061 $106,137 2.5% 40.7% MISC 104 $81,001 $85,057 $89,320 $93,724 $98,465 $103,334 $108,579 $113,952 7.4% 40.7% MISC 106 $83,003 $87,046 $91,425 $95,998 $100,816 $105,892 $111,188 $116,755 2.4% 40.7% MISC 114 $91,193 $95,752 $100,531 $105,672 $110,865 $116,419 $122,232 $128,341 10.0% 40.7% MISC 122 $100,325 $105,349 $110,619 $116,212 $121,960 $128,096 $134,516 $141,232 10.0% 40.8% MISC 128 $108,023 $113,461 $119,067 $124,983 $131,261 $137,913 $144,784 $151,992 7.6% 40.7% MISC 133 $114,146 $119,803 $125,771 $134,074 $138,688 $145,637 $152,961 $160,582 6.4% 40.7% MISC 134 $116,910 $122,697 $128,832 $135,265 $142,059 $149,163 $156,694 $164,483 1.7% 40.7% MISC 140 $135,786 $142,576 $149,705 $157,190 $165,049 $173,302 $181,967 $191,065 16.2% 40.7% Figure 2: MEA Pay Ranges
Table 4: Current MEA Pay Scale
Figure 3: Span of Current Pay Plan Groups
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Proposed Pay Plans
To reduce overlap and establish a more consistent, transparent, and easier to understand framework, Baker Tilly recommends consolidated positions into five proposed pay plans. The design of each pay structure is defined by the positions assigned to them and then further tailored to address the internal and external factors of those positions. An overview of the proposed pay plans can be found in Table 5.

The five proposed pay plans place Police and Fire positions into dedicated compensation structures, inclusive of both non-management and management roles. Given that public safety positions are typically more responsive to labor market conditions, this approach enables the City to address market pressures affecting these roles—from entry-level through executive leadership—through targeted adjustments within a single, cohesive pay structure. Similarly, the establishment of a separate pay structure for Marine Safety positions acknowledges comparable market sensitivities that are not effectively addressed when these roles are combined within the general pay plan.

Each of the three pay structures were specifically designed around the positions included within them.

Meaning, pay ranges were developed at the classification level, rather than assigning multiple classifications to a shared range. This methodology allowed each range to be aligned with either the current rate or the relevant market rate, whichever was higher, while maintaining appropriate differentiation between levels.

Next, a traditional pay structure was developed for all remaining positions, with careful consideration given to the total number of grades and the separation between grades. To create a pay table which adequately covers all non-public safety positions, Baker Tilly used a regression analysis comparing internal equity (SAFE scores) against external equity (market midpoints) to frame the natural distribution of jobs across the City.

Group # of
Grades
# of
Steps
# of
Positions Span of Plan
Police 8 8 9 $64,294 - $240,028
Fire 4 8 5 $84,184 - $214,881
Marine Safety 2 8 2 $85,700 - $155,159
General 21 8 115 $45,115 - $203,594
Management 19 Open 32 $75,324 - $301,003
Table 5: Proposed Pay Plans
Figure 4: Span of Proposed Pay Plans
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Once the framework was established, it was split up to create separate General and Management structures. See Attachment 5 for proposed pay plans and distributions.

Regression Analysis
In statistical modeling, a regression analysis is used to measure the relationships between data sets, predicting one variable based on another. Baker Tilly used this analysis to compare SAFE® scores (internal data), to market average midpoints (external data) for each of the City’s positions and better understand the overall distribution of jobs across the organization.

For example, in Figure 5, each dot represents a benchmark position (non-public safety) showing the point at which its SAFE score and market average midpoint intersect. The black line represents the ‘line of best fit’ trending through all positions. This approach allows us to tailor a pay structure to the City’s positions by controlling the starting point, the number and pace of grades, as well as the ending point.

Figure 5 represents the initial consolidated framework before the General and Management pay structures were broken out.

The approximate minimum, midpoint, and maximums are also reflected on the chart, with the bold midpoint line nearly perfectly aligned with the regression line (in black).

Figure 5: Regression Analysis of Non-Public Safety Positions Please note, the regression in Figure 5 is not a demonstration of proposed grade assignments. Further, a regression analysis was not conducted for the Police, Fire, or Marine Safety pay plans, as each of these groups has a well-defined internal hierarchy. Given the clarity of progression and role differentiation within those classifications, additional job evaluation was not necessary.

The R2 reflects a high correlation, 93.9%, between SAFE scores and market midpoints, shown in Figure 5. This indicates the City can confidently maintain the new classification and compensation system using the SAFE® job evaluation framework. Doing so will provide consistency when adding new positions or adjusting existing positions as they evolve over time. 11 13
Proposed Grade Assignments
For police, fire, and marine safety pay plans, grades were established by specific classification.

For the remaining pay plans (general and management), Baker Tilly’s approach to assigning positions to grades was to crosswalk each position into a grade relative to their existing midpoint. This ensures positions start where they already are and are not recommended lower than their current range. Next, internal equity (SAFE scores) and external equity (market values) were
considered to determine if grade assignments for each position needed to increase from the current equivalent. Please note, market values alone may not have influenced the movement of a position especially if doing so would disrupt the internal equity hierarchy, supervisor subordinate separation, or career progression separation.

Preliminary grade assignments were first reviewed with the City’s project team to ensure positions were assigned to the correct pay plan and address any outliers. Next, Baker Tilly presented the information to the City’s department heads to collect feedback on assignments, separations, and new proposed career ladders. Once all feedback was considered, grade assignments were finalized with the City’s project team.

Changes to titles and grade assignments must be bargained with each impacted group, as necessary.

Employee Allocation
To this point in the project, the analysis has focused on positions rather than individual employees— specifically examining the nature of the work performed, the internal and external value of that work, and how that value is reflected in the proposed pay plans. Once the pay plans and grade assignments were finalized, Baker Tilly proceeded with allocating employees to the appropriate classifications under the new structure.

Because most position titles remained unchanged, the allocation process was largely straightforward. In instances where a new job series was established, Baker Tilly sought input from department leadership to ensure employees were placed appropriately, with consideration given to the newly defined minimum qualifications.

Following employee allocation, Baker Tilly developed three cost scenarios for the City’s consideration in the adoption and implementation of the proposed classification and compensation plans. Cost estimates reflect base pay only and do not include overtime, specialty or certification pay, educational incentives, employer or employee benefit contributions, payroll taxes, or other related compensation elements.

Implementation Cost Analysis
Baker Tilly will not recommend pay decreases for any employee as a result of the study. In accordance with best practice, Baker Tilly recommends employees with a salary above the maximum to be ‘red circled’ or frozen until the maximum catches up through pay structure adjustments.

Overall, 308 employees were preliminary included for implementation calculations.1 Of those, 50 (16.2%) employees had a salary greater than their new maximum and are the ones recommended to be frozen 1 The number of staff is subject to change based on the City’s timeline for actual implementation. Similarly, the count of staff with salaries above, below, or within range is subject is not static.

The person in the position, their
performance, length of service,
and existing salary is NOT
considered when assigning
positions to a grade.
12 14
in place. There were 12 employees (3.9%) with a salary less than their new minimum and 246 employees (79.9%) with a salary that falls somewhere within their new assigned pay range, as shown in Table 6.

Table 6: Distribution of Current Staff Salaries2

A consistent implementation methodology was used across all step plans with the goal of ensuring all employees are placed onto a step in their new range.

Scenario 1: The minimum action needed to adopt the new plans. • Employees are placed on the step nearest their existing salary without a decrease. • Therefore, employee below the minimum would move to the minimum while employees above the maximum would retain their existing salary without moving to a step.

Scenario 2: Addressing possible compression.
• Employees are placed on the step corresponding with their years in position. • For example, 3 years = step 3. If the existing pay is greater than step 3, employees remain on the step corresponding with the existing salary (established in scenario 1). • Please note, this is a calculations based on years in position and not years of service with the City.

Scenario 3: Same step.
• Employees are placed on the same step from their current plan. • For example, employees on step 2 stay on step 2. If existing pay is greater than the same step in their new range, employees would remain on the step corresponding with their existing salary (established in scenario 1).

The management plan is open range, and therefore, the implementation approach was slightly different.

Scenario 1: The minimum action needed to adopt the new plans. • Employees below the minimum move to the minimum.
• All others retain their existing salary.

Scenario 2: A 2% adjustment.
• Employees below the minimum move to the minimum. If this movement is less than a 2% adjustment, they would receive a 2% adjustment instead. • Employees within range receive a 2% adjustment to their existing salary.

Scenario 3: Addressing possible compression.
• Employees are placed at the minimum of their new range and receive a 3% adjustment for every year in position. If existing pay is greater than this calculation, employees retain their existing salary.
2 Based on employee census dated September 22, 2025
Police Fire Marine
Safety General Mgmt. Total
Total 63 42 14 163 26 308
Below the Minimum 4 3 0 4 1 12
Within Range 59 39 14 118 16 246
Above the Maximum 0 0 0 41 9 50
13 15

PROJECT COMPLETION
At this stage, Baker Tilly has successfully partnered with the City to complete the defined five-phase process. To formally conclude the project, we provide the following deliverables:

Final Report
This report documents the methodology used throughout the classification and compensation study, summarizes key findings and results, and presents our recommendations based on those results.

Final Presentation
We have presented results to the City’s
leadership team, to employees, to union
representatives, as well as City Council.

Training
Baker Tilly will conduct training with the
City’s project team responsible for
administering and maintaining the new
classification and compensation system.

Training will include instructions for using
our SAFE® Job Evaluation system going
forward.

Other project deliverables include:
• FLSA Review. A review of the City’s positions against Department of Labor criteria for overtime exemption status.
• Job Descriptions. Based on results of the study, the City’s job descriptions have been updated to reflect current classifications and minimum requirements. • Benefits Comparison. A comparison of benefits offerings to those offered by peer organizations. • Pay Policy Review. A review of the City’s existing policies with recommendations for updates as well as new policies to consider.

Phase 5
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RECOMMENDATIONS
Employees are among the most valuable and strategic investments an organization can make. To support the City of Laguna Beach’s ability to remain competitive in attracting and retaining top talent – while upholding fairness and integrity – Baker Tilly has developed the proposed classification and compensation framework. Based on our independent analysis, we present the following recommendations:
1 Consider the recommended position title and classification changes.

These have been developed through a combination of PAQ review, job description analysis, and feedback from the City’s project team and department leadership. Several classifications have been developed into a job series that will create professional development opportunities for employees.
2 Consider the use of the five proposed pay plans.

The alignment of positions into the five proposed pay plans is meant to establish a more consistent, transparent, and easy to administer framework for the City. The intentional grouping of positions is meant to help alleviate unintended overlap, redundancy, and compression.
3 Consider the use of SAFE to administer and maintain the new classification and compensation plan going forward.

The General and Management pay plans were established through a regression analysis that measured SAFE scores against market values to establish an internally equitable and externally competitive grade assignments. New or changed positions can be evaluated with SAFE to determine a fair and equitable grade assignment going forward. 4 Consider the proposed grade assignments.

Positions were assigned based on internal equity, external market data, existing equity relationships, and career progression logic. Final placement was made following feedback received from the City’s Department leadership.
5 Maintain the classification and compensation system.
− Routinely review positions, job descriptions, and market conditions to keep the system current and aligned with organizational needs.
− Adjust the pay structure and salaries annually or as needed, to maintain competitiveness with the labor market.
− Commit to advancing employees through their ranges annually, based on outlined policies.
15 17
City of Laguna Beach, CA
Glossary
Benchmark Position – A job that is commonly found in other organizations and used as a reference point for market comparisons in salary studies. Benchmark positions have suƯicient market data available for analysis.

Career Progression – Career progression is the advancement opportunities available to an employee as their role grows in responsibility, complexity, and required skills. It outlines how an employee can move to higher-level positions or stages within a job family over time.

Compensable Factors – Factors that are considered appropriate for determining pay, such as job responsibilities, performance, qualifications, tenure, education, and experience.

Compensation Philosophy – What the organization believes about how employees should be compensated and is typically used to define market, market alignment, as well as administrative procedures that impact the organization’s ability to carry out its philosophy.

Cost of Labor – The amount employers in a specific labor market pay for a particular job, distinct from the cost of living, which focuses on general living expenses. Cost of labor is used in compensation analysis to ensure competitive pay rates.

Existing Equity – Existing equity refers to the current fairness and alignment of employee pay within an organization, considering factors such as tenure, experience, performance, and internal salary relationships. It reflects how employees are paid relative to one another before any new compensation changes are applied.

External Equity – External equity refers to how competitive an organization’s pay is compared to the external job market. It reflects whether employees are compensated fairly relative to what other employers pay for similar roles.

InsuƯicient Market Data – InsuƯicient market data occurs when there is not enough reliable or relevant salary information available from external sources to make confident benchmarking decisions for a position. This can happen when roles are highly specialized, uncommon in the market, or reported by too few peer organizations.

Internal Equity – Internal equity refers to the fairness and consistency of pay among employees within an organization, ensuring that compensation appropriately reflects diƯerences in responsibilities, qualifications, and experience across roles.

Job Descriptions – Job descriptions outline the essential duties, responsibilities, qualifications, and working conditions of a position. They provide a clear understanding of what the role requires and serve as the foundation for recruitment, classification, evaluation, and compensation decisions.

Job Evaluation – A systematic procedure designed to make classification decisions by applying standard criteria to a review of all positions.

Market Alignment – Market alignment refers to how closely an organization’s pay levels match competitive rates in the external labor market for similar jobs. It ensures compensation is positioned appropriately to attract and retain talent.
16 Attachment 1
18 City of Laguna Beach, CA
Glossary
Market Lag – Market lag occurs when an organization’s pay levels fall below competitive market rates for similar positions, making compensation less competitive for attracting and retaining employees.

Market Lead - Market lead refers to a compensation position in which an organization intentionally pays above competitive market rates for similar jobs to attract, retain, or reward talent.

Market Midpoint – An average of midpoints to establish a market value. If an organization only provided actual pay or a fixed salary rate, that amount was used as the midpoint.

Therefore, the market average midpoint is a mixture of midpoints and fixed/actual amounts.

Market Peers – Organizations identified by the State as competitive or comparable to be contacted for participation in the custom pay and benefits survey.

Pay Grade – A pay grade is a structured level within a compensation system that groups jobs with similar responsibilities, qualifications, and market value. Each grade has an associated salary range that defines the minimum, midpoint, and maximum pay for positions assigned to that grade.

Pay Plan(s) – Pay plans are structured compensation systems that outline how salaries and wages are organized within an organization. They define pay grades, salary ranges, and rules for how employees are compensated and progress within the system.

Pay Range – A pay range is the span of salaries assigned to a specific pay grade, defined by a minimum, midpoint, and maximum. It establishes the boundaries for how much an employee in that grade can be paid.

Position Analysis Questionnaire (PAQ) – A structured job analysis technique that classifies job information based on such factors as information input, mental processes, work output, relationships with other persons, job context, and other job characteristics. The PAQ analyzes jobs in terms of worker-oriented data.

Regression Analysis – A statistical method used to determine the relationship between a dependent variable and one or more independent variables.

SAFE – Systematic Analysis and Factor Evaluation. Baker Tilly’s point-factor job evaluation tool developed specifically for the measurement of public sector positions. 17 Attachment 1
19 City of Laguna Beach, CA
List of Title Changes / Recommendations
Department Current Title Project Title
City Attorney Assistant City Attorney Assistant City Attorney City Attorney Paralegal Paralegal
City Clerk Deputy City Clerk Deputy City Clerk
City Clerk Records Mgmt Coordin Records Management Coordinator City Manager Arts Program Coordinator Arts Program Specialist City Manager Assistant City Manager Assistant City Manager City Manager Digital Comm Coord Communications Coordinator City Manager Communications Manager Communications Manager City Manager Cultural Arts Manager Cultural Arts Manager City Manager Cybersecurity Analyst Cybersecurity Analyst City Manager Executive Assistant Executive Assistant
City Manager Information Systems Specialist IT Analyst
City Manager IT Manager IT Manager
City Manager Project Manager - IT IT Project Manager
City Manager Network Adminstrator Network Adminstrator
City Manager Senior IT Analyst Senior IT Analyst
City Manager Systems Analyst Systems Analyst
Community Development Asst Dir Of Comm Dev Assistant Director of Community Development Community Development Assistant Planner Assistant Planner Community Development Associate Planner Associate Planner Community Development Building Inspector (CE) Building Inspector I Community Development NEW Building Inspector II
Community Development Building Official Building Official Community Development Building Plan Checker Building Plans Examiner I Community Development NEW Building Plans Examiner II
Community Development Chief Building Inspector Chief Building Inspector Community Development Code Enforcement Tech Code Enforcement Officer I Community Development Code Enforcement Officer Code Enforcement Officer II Community Development Code Enforcement Sup Code Enforcement Supervisor Community Development Community Development Deputy Director Deputy Director of Community Development Community Development Director Of Commuity Development Director of Community Development Community Development Permit Services Supervisor Permit Services Supervisor Community Development Permit Technician Permit Technician I Community Development NEW Permit Technician II
Community Development Planning Manager Planning Manager Community Development NEW Planning Supervisor
Community Development Planning Technician Planning Technician Community Development Principal Planner Principal Planner Community Development Senior Building Inspector Senior Building Inspector Community Development Senior Plan Checker Senior Building Plans Examiner Community Development Code Enforcement Officer Senior Code Enforcement Officer Community Development Senior Permit Technician Senior Permit Technician Community Development Senior Planner Senior Planner
Finance Accountant Accountant I
Finance NEW Accountant II
Finance Accounting Manager Accounting Manager
Finance Accounting Supervisor Accounting Supervisor
Finance Accounting Technician Accounting Technician I
Finance NEW Accounting Technician II
Finance Director of Finance Director of Finance
Finance Finance Manager Finance Manager
Finance Payroll Spervisor Payroll Supervisor
Finance Procurment Officer Procurement And Contracts Administrator Finance Senior Accountant Senior Accountant
Finance NEW Senior Accounting Technician
Fire Ambulance Program Coord. Ambulance Program Coordinator Fire Battalion Chief Battalion Chief
Fire Fire Chief Chief of Fire
Fire Civilian Fire Marshal Civilian Fire Marshal
Fire Deputy Fire Chief Deputy Fire Chief
Fire Emergency Ops Coord Emergency Management Administrator Fire Fire Captain/Paramedic Fire Captain
Fire Fire Engineer Fire Engineer
Fire Fire Safety Inspector Fire Safety Specialist
Fire Firefighter Firefighter
Fire NEW Firefighter Recruit
18 Attachment 2
20 City of Laguna Beach, CA
List of Title Changes / Recommendations
Department Current Title Project Title
Human Resources Director Of Human Resources & Risk Management Director of Human Resources and Risk Management Human Resources Administrative Analyst Human Resources Analyst I Human Resources NEW Human Resources Analyst II
Human Resources Principal Human Resource Analyst Human Resources Analyst, Principal Human Resources Administrative Assistant Human Resources Assistant Human Resources NEW Risk Manager
Human Resources Senior Administrative Analyst Senior Human Resources Analyst Marine Safety Marine Safety Chief Chief of Marine Safety Marine Safety Marine Safety Captain Marine Safety Captain Marine Safety Marine Safety Lieutenant Marine Safety Lieutenant Marine Safety Marine Safety Officer Marine Safety Officer Multiple Office Specialist Administrative Assistant I
Multiple Senior Office Specialist Administrative Assistant II Multiple Administrative Analyst Management Analyst I
Multiple Senior Administrative Analyst Management Analyst II Multiple Administrative Assistant Senior Administrative Assistant Multiple Senior Management Analyst Senior Management Analyst Police Parking Services Officer / Accident Investigator Accident Investigator Police Animal Care Specialist Animal Care Specialist
Police Animal Services Officer Animal Services Officer I Police NEW Animal Services Officer II
Police Kennel Manager Animal Shelter Manager
Police Police Chief Chief of Police
Police Community Services Officer I Compliance Enforcement Specialist Police Community Services Officer I Court Liason Specialist Police Administrative Analyst - Crime Crime Analyst
Police Community Services Officer I Crime Prevention Specialist Police Police Fleet Coordinator Fleet Maintenance Coordinator Police Jail Supervisor Jail Supervisor
Police Jailer Jailer
Police Park Ranger Park Ranger I
Police NEW Park Ranger II
Police Parking Services Officer Parking Services Officer I Police NEW Parking Services Officer II
Police Police Captain Police Captain
Police Police Corporal Police Corporal
Police Police Lieutenant Police Lieutenant
Police Police Officer Police Officer
Police NEW Police Recruit
Police Police Sergeant Police Sergeant
Police Civilian Services Admin Professional Services Administrator Police Community Services Officer II Property and Evidence Specialist Police Public Safety Dispatcher Public Safety Dispatcher I Police NEW Public Safety Dispatcher II
Police Records Specialist Records Specialist
Police NEW Senior Animal Services Officer
Police NEW Senior Park Ranger
Police Senior Parking Services Officer Senior Parking Services Officer Police Senior Dispatcher Senior Public Safety Dispatcher Police NEW Support Services Manager
Police Support Services Supervisor Support Services Supervisor - Dispatch Police Support Services Supervisor Support Services Supervisor - Records Public Works & Utilities Assistant City Engineer Assistant City Engineer Public Works & Utilities Assistant Director Of Public Works Assistant Director of Public Works Public Works & Utilities NEW Associate Civil Engineer
Public Works & Utilities Project Director Capital Program Manager Public Works & Utilities City Arborist City Arborist
Public Works & Utilities City Engineer City Engineer
Public Works & Utilities Dep Dir PW/Pub Srv Mgr Deputy Director of Public Works and Utilities Public Works & Utilities Director Of PW/Utilities Director of Public Works and Utilities Public Works & Utilities Engineering Technician Engineering Technician Public Works & Utilities Environmental Technician Environmental Technician Public Works & Utilities Senior Fleet Maintenance Supervisor Fleet Maintenance Supervisor Public Works & Utilities Equipment Mechanic Heavy Equipment Mechanic I Public Works & Utilities NEW Heavy Equipment Mechanic II Public Works & Utilities Maintenance Lead Worker Maintenance Lead Worker Public Works & Utilities Maintenance Supervisor Maintenance Supervisor 19 Attachment 2
21 City of Laguna Beach, CA
List of Title Changes / Recommendations
Department Current Title Project Title
Public Works & Utilities Maintenance Worker Maintenance Worker I Public Works & Utilities Maintenance Worker I Maintenance Worker I Public Works & Utilities Maintenance Worker II Maintenance Worker II Public Works & Utilities Project Manager Public Works Inspector Public Works & Utilities Project Manager Public Works Project Manager Public Works & Utilities NEW Senior Civil Engineer
Public Works & Utilities Senior Equipment Mechanic Senior Heavy Equipment Mechanic Public Works & Utilities Senior Project Manager Senior Public Works Project Manager Public Works & Utilities Senior Public Works Analyst/Solid Waste Solid Waste and Recycling Administrator Public Works & Utilities Wastewater Collections Supervisor Wastewater Collections Supervisor Public Works & Utilities Wastewater Mechanic & Facilities Supervisor Wastewater Lift Station Supervisor Public Works & Utilities Wastewater Tech I Wastewater Technician I Public Works & Utilities Wastewater Tech II Wastewater Technician II Public Works & Utilities Wastewater Utility Lead Wastewater Utility Lead Worker Public Works & Utilities Wastewater Utility Worker I Wastewater Utility Worker I Public Works & Utilities Wastewater Utility Worker II Wastewater Utility Worker II Public Works & Utilities Building Inspector Water Quality Inspector Transit & Community Services Recreation Coordinator Aquatics Specialist Transit & Community Services Recreation Coordinator Community Services Coordinator I Transit & Community Services Senior Services Coordinator Community Services Coordinator II Transit & Community Services Recreation Manager Community Services Manager Transit & Community Services Recreation Supervisor Community Services Supervisor Transit & Community Services Director Of Transit & Community Services Director of Transit and Community Services Transit & Community Services Parking Supervisor Parking Maintenance Supervisor Transit & Community Services Maintenance Worker I Parking Technician I Transit & Community Services Maintenance Worker II Parking Technician II Transit & Community Services NEW Senior Parking Technician Transit & Community Services Transit Supervisor Transit Coordinator 20 Attachment 2
22 City of Laguna Beach, CA
Aggregate Market Report (Adjusted)
Department Benchmark Title Matches Average
Minimum
Average
Midpoint
Average
Maximum Spread
City Clerk Deputy City Clerk 11 78,417.19 94,212.85 110,008.51 40% City Clerk Records Management Coordinator 5 63,313.56 73,264.36 83,215.16 31% City Manager Assistant City Manager 11 213,244.83 255,297.68 297,350.53 39% City Manager Communications Manager 15 122,168.03 147,578.22 170,843.35 40% City Manager Cybersecurity Analyst 8 105,391.40 134,740.81 164,090.21 56% City Manager Digital Communications Coordinator 7 95,745.11 113,750.46 131,755.80 38% City Manager Executive Assistant 17 73,726.94 92,718.81 111,710.67 52% City Manager IT Analyst 11 88,810.18 107,275.55 125,740.93 42% City Manager IT Manager 17 142,072.20 173,325.48 198,770.26 40% City Manager IT Project Manager 5 101,776.12 123,876.96 145,977.80 43% City Manager Network Administrator 11 105,451.69 127,860.59 150,269.48 43% City Manager Systems Analyst 9 98,176.51 121,963.30 145,750.08 48% Community Development Assistant Planner 13 76,081.99 89,729.21 103,376.43 36% Community Development Associate Planner 14 89,332.65 108,632.32 127,931.99 43% Community Development Building Inspector 13 76,250.24 92,270.63 109,287.70 43% Community Development Building Official 10 139,231.31 165,905.01 192,578.72 38% Community Development Building Plans Examiner 10 94,220.61 112,256.36 130,292.11 38% Community Development Chief Building Inspector 10 103,435.90 121,415.58 139,395.26 35% Community Development Code Enforcement Officer 12 70,442.61 82,919.02 95,395.43 35% Community Development Code Enforcement Supervisor 6 92,960.93 111,112.50 129,264.06 39% Community Development Code Enforcement Technician 5 54,966.82 66,353.31 77,739.80 41% Community Development Community Development Assistant Director 10 149,364.95 178,077.07 206,789.18 38% Community Development Community Development Director 11 185,840.84 220,920.13 255,999.42 38% Community Development Permit Services Supervisor 8 86,594.25 104,143.42 121,692.59 41% Community Development Permit Technician 14 60,444.15 71,379.77 82,315.38 36% Community Development Planning Manager 10 134,049.25 159,777.39 185,505.52 38% Community Development Planning Technician 11 64,753.47 76,421.68 88,089.88 36% Community Development Principal Planner 10 119,858.66 142,112.48 164,366.29 37% Community Development Senior Building Inspector 13 87,582.99 103,266.04 118,949.09 36% Community Development Senior Permit Technician 10 69,178.50 80,998.22 92,817.95 34% Community Development Senior Plan Checker 9 113,771.27 135,802.80 157,834.33 39% Community Development Senior Planner 13 103,698.95 123,144.15 142,589.35 38% Finance Accounting Manager 9 118,037.44 152,096.91 186,156.38 58% Finance Accounting Supervisor 7 100,235.91 121,615.05 142,994.20 43% Finance Accounting Technician I 11 56,524.99 67,940.50 79,356.00 40% Finance Accounting Technician II 10 61,393.16 74,350.10 87,307.03 42% Finance Finance Director 11 163,937.30 202,580.82 241,224.35 47% Finance Finance Manager 14 133,444.45 163,641.93 191,027.89 43% 21 Attachment 3
23 City of Laguna Beach, CA
Aggregate Market Report (Adjusted)
Department Benchmark Title Matches Average
Minimum
Average
Midpoint
Average
Maximum Spread
Finance Payroll Administrator 8 97,495.85 117,641.93 137,788.02 41% Finance Payroll Technician 8 66,133.92 78,756.35 91,378.79 38% Finance Procurement And Contracts Administrator 11 102,019.79 124,507.01 146,994.23 44% Finance Senior Accountant 16 87,196.51 107,729.63 128,262.74 47% Fire Ambulance Program Coordinator 6 93,274.98 109,470.57 125,666.16 35% Fire Battalion Chief 8 157,250.63 181,202.90 205,155.17 30% Fire Deputy Fire Chief 7 179,941.02 210,873.42 241,805.81 34% Fire Emergency Management Coordinator 11 96,971.15 114,266.83 131,562.52 36% Fire Fire Captain 9 121,986.57 141,455.15 160,362.52 31% Fire Fire Chief 8 207,005.54 245,977.73 284,949.93 38%
Fire Fire Engineer 9 102,188.46 116,890.82 131,593.18 29% Fire Fire Marshall (Civilian) 7 126,416.22 150,673.57 174,930.92 38% Fire Fire Safety Specialist 7 74,061.82 92,336.45 110,611.09 49% Fire Firefighter 10 84,270.58 99,890.48 115,510.38 37%
Fire Firefighter Recruit 5 66,886.63 80,744.48 87,784.23 31% Human Resources Human Resources & Risk Management Director 15 176,958.05 213,012.85 249,067.65 41% Human Resources Human Resources Analyst I 13 81,866.39 96,783.88 111,701.38 36% Human Resources Human Resources Analyst II 12 89,241.69 109,570.03 129,898.36 46% Human Resources Human Resources Analyst, Principal 13 104,792.85 125,511.37 146,229.90 40% Human Resources Human Resources Assistant 13 62,347.86 74,628.53 86,909.20 39% Human Resources Risk Manager 11 123,707.92 150,283.52 176,859.13 43% Marine Safety Marine Safety Captain 3 133,788.80 156,186.40 178,584.00 33% Marine Safety Marine Safety Chief 5 139,993.25 195,735.02 240,460.14 72% Marine Safety Marine Safety Lieutenant 5 112,703.96 130,840.73 148,977.51 32% Marine Safety Marine Safety Officer 5 86,709.75 100,886.07 115,062.39 33% Multiple Administrative Assistant I 16 55,591.59 66,367.24 77,142.89 39% Multiple Administrative Assistant II 9 57,951.45 71,163.76 84,376.07 46% Multiple Management Analyst I 15 78,681.87 93,889.29 109,096.71 39% Multiple Management Analyst II 11 85,216.68 107,207.23 129,197.77 52% Multiple Senior Management Analyst 15 102,406.95 122,919.27 143,431.59 40% Police Animal Care Specialist 6 42,032.13 49,256.40 56,480.67 34% Police Animal Services Officer 7 61,850.06 75,059.24 88,268.43 43% Police Animal Shelter Manager 4 77,056.54 92,664.97 108,273.40 41% Police Civilian Services Administrator 6 137,905.05 162,381.59 186,858.13 35% Police Court Liaison Specialist 9 64,806.47 76,278.62 87,750.78 35% Police Crime Analyst 7 82,154.49 96,083.59 110,012.69 34% Police Crime Prevention Specialist 7 61,282.20 72,799.02 84,315.85 38% Police Dispatch Supervisor 9 93,942.69 108,782.04 123,621.39 32% 22 Attachment 3
24 City of Laguna Beach, CA
Aggregate Market Report (Adjusted)
Department Benchmark Title Matches Average
Minimum
Average
Midpoint
Average
Maximum Spread
Police Jail Supervisor 4 97,270.47 111,921.65 126,572.83 30% Police Jailer 8 62,920.86 74,654.69 86,388.52 37%
Police Park Ranger 8 57,777.01 69,325.27 80,873.53 40%
Police Parking Services Officer I 9 52,730.00 59,707.77 71,732.48 36% Police Parking Services Officer II 7 54,165.22 61,606.81 69,048.41 27% Police Police Captain 11 193,125.03 216,461.46 239,797.89 24% Police Police Chief 12 213,582.00 253,700.95 293,819.91 38% Police Police Corporal Insufficient Insufficient Insufficient Police Police Fleet Coordinator 4 77,072.42 90,245.71 103,419.00 34% Police Police Lieutenant 14 159,589.63 183,573.01 207,556.38 30% Police Police Officer 14 89,951.17 107,502.65 125,054.13 39% Police Police Records Supervisor 11 89,563.76 105,625.26 121,686.76 36% Police Police Sergeant 13 125,938.76 145,615.61 165,292.46 31% Police Police Support Services Manager 6 137,905.05 162,381.59 186,858.13 35% Police Property And Evidence Specialist 12 62,561.74 73,110.28 83,658.82 34% Police Public Safety Dispatcher 12 69,907.87 81,373.44 92,839.00 33% Police Public Safety Dispatcher II 9 68,235.59 82,988.86 97,742.13 43% Police Records Specialist 14 53,313.04 64,391.66 75,470.28 42% Police Senior Parking Services Officer 4 58,327.00 68,792.48 79,257.95 36% Police Traffic Enforcement Review Specialist 8 60,857.53 71,650.33 82,443.13 35% Public Works & Utilities Assistant City Engineer 11 137,266.02 169,300.76 201,335.50 47% Public Works & Utilities Assistant Engineer 12 87,070.00 101,786.54 116,503.07 34% Public Works & Utilities Associate Civil Engineer 15 107,700.68 130,350.06 152,999.44 42% Public Works & Utilities Capital Program Manager 6 114,726.15 143,152.39 171,578.63 50% Public Works & Utilities City Arborist 5 78,264.32 96,989.56 115,714.80 48% Public Works & Utilities City Engineer 14 162,305.36 197,941.32 231,740.19 43% Public Works & Utilities Construction Inspector 12 74,492.90 92,415.53 110,338.15 48% Public Works & Utilities Equipment Mechanic 15 61,659.16 75,614.73 89,570.31 45% Public Works & Utilities Equipment Operator 10 63,306.87 76,593.50 89,880.12 42% Public Works & Utilities Fleet Maintenance Supervisor 10 83,931.20 103,215.75 122,500.29 46% Public Works & Utilities Maintenance Lead Worker 14 66,326.51 79,177.55 92,028.59 39% Public Works & Utilities Maintenance Supervisor 12 85,510.65 104,040.71 122,570.77 43% Public Works & Utilities Maintenance Worker I 15 50,388.41 60,045.34 69,702.27 38% Public Works & Utilities Maintenance Worker II 13 54,882.40 65,962.86 77,043.33 40% Public Works & Utilities Project Manager 8 89,751.96 115,765.56 141,779.17 58% Public Works & Utilities Public Works Deputy Director 10 157,310.26 186,947.44 216,584.62 38% Public Works & Utilities Public Works Director 12 183,367.60 215,960.49 256,970.19 40% Public Works & Utilities Senior Equipment Mechanic 12 69,372.98 84,463.69 99,554.39 44% 23 Attachment 3
25 City of Laguna Beach, CA
Aggregate Market Report (Adjusted)
Department Benchmark Title Matches Average
Minimum
Average
Midpoint
Average
Maximum Spread
Public Works & Utilities Senior Project Manager 6 109,047.04 139,389.35 166,474.22 53% Public Works & Utilities Solid Waste & Recycling Administrator 7 95,493.96 113,081.65 130,669.34 37% Public Works & Utilities Wastewater Collections Supervisor 5 91,013.08 109,585.51 128,157.93 41% Public Works & Utilities Wastewater Lift Station Supervisor 4 91,209.30 110,463.10 129,716.90 42% Public Works & Utilities Wastewater Technician II 3 68,360.93 80,595.27 92,829.60 36% Public Works & Utilities Wastewater Utility Lead 3 69,020.24 84,412.69 99,805.14 45% Public Works & Utilities Wastewater Utility Worker I 5 54,030.22 65,586.38 77,142.54 43% Public Works & Utilities Wastewater Utility Worker II 5 61,611.98 81,400.01 101,188.05 64% Public Works & Utilities Water Quality Inspector 5 81,440.90 98,892.78 116,344.65 43% Transit & Community Services Arts Program Coordinator 5 63,393.06 77,444.65 85,488.58 35% Transit & Community Services Cultural Arts Manager 5 98,328.78 129,127.52 159,926.26 63% Transit & Community Services Parking Supervisor 4 64,703.50 77,196.18 89,688.85 39% Transit & Community Services Parking Technician I 7 53,893.89 64,708.57 75,523.26 40% Transit & Community Services Parking Technician II 4 60,625.28 70,047.17 79,469.07 31% Transit & Community Services Recreation Coordinator 13 60,976.85 72,630.53 84,284.22 38% Transit & Community Services Recreation Manager 11 109,820.38 133,289.76 156,759.15 43% Transit & Community Services Recreation Supervisor 12 78,956.37 94,417.47 109,878.58 39% Transit & Community Services Senior Services Coordinator 4 60,740.76 81,673.17 102,605.59 69% Transit & Community Services Transit & Community Services Director 6 172,771.45 210,681.66 248,591.87 44% Transit & Community Services Transit Coordinator 5 74,492.00 90,286.86 106,081.73 42% 24 Attachment 3
26 City of Laguna Beach, CA
Market Comparison (Adjusted)
Department Benchmark Title Matches Average
Minimum
Average
Midpoint
Average
Maximum
Current
Minimum +/- Market Current Midpoint
+/-
Market
Current
Maximum
+/-
Market
City Clerk Deputy City Clerk 11 78,417.19 94,212.85 110,008.51 67,077.00 -14.5% 80,730.00 -14.3% 94,383.00 -14.2% City Clerk Records Management Coordinator 5 63,313.56 73,264.36 83,215.16 58,901.00 -7.0% 70,920.00 -3.2% 82,939.00 -0.3% City Manager Assistant City Manager 11 213,244.83 255,297.68 297,350.53 183,876.00 -13.8% 242,625.50 -5.0% 301,375.00 1.4% City Manager Communications Manager 15 122,168.03 147,578.22 170,843.35 128,884.00 5.5% 143,202.00 -3.0% 157,520.00 -7.8% City Manager Cybersecurity Analyst 8 105,391.40 134,740.81 164,090.21 116,910.00 10.9% 140,696.50 4.4% 164,483.00 0.2% City Manager Digital Communications Coordinator 7 95,745.11 113,750.46 131,755.80 100,325.00 4.8% 120,778.50 6.2% 141,232.00 7.2% City Manager Executive Assistant 17 73,726.94 92,718.81 111,710.67 72,735.00 -1.3% 90,915.00 -1.9% 109,095.00 -2.3% City Manager IT Analyst 11 88,810.18 107,275.55 125,740.93 100,325.00 13.0% 120,778.50 12.6% 141,232.00 12.3% City Manager IT Manager 17 142,072.20 173,325.48 198,770.26 135,174.00 -4.9% 171,657.50 -1.0% 208,141.00 4.7% City Manager IT Project Manager 5 101,776.12 123,876.96 145,977.80 100,325.00 -1.4% 120,778.50 -2.5% 141,232.00 -3.3% City Manager Network Administrator 11 105,451.69 127,860.59 150,269.48 114,146.00 8.2% 137,364.00 7.4% 160,582.00 6.9% City Manager Systems Analyst 9 98,176.51 121,963.30 145,750.08 100,325.00 2.2% 120,778.50 -1.0% 141,232.00 -3.1% Community Development Assistant Planner 13 76,081.99 89,729.21 103,376.43 83,003.00 9.1% 99,879.00 11.3% 116,755.00 12.9% Community Development Associate Planner 14 89,332.65 108,632.32 127,931.99 91,193.00 2.1% 109,767.00 1.0% 128,341.00 0.3% Community Development Building Inspector 13 76,250.24 92,270.63 109,287.70 83,003.00 8.9% 99,879.00 8.2% 116,755.00 6.8% Community Development Building Official 10 139,231.31 165,905.01 192,578.72 127,411.00 -8.5% 159,238.00 -4.0% 191,065.00 -0.8% Community Development Building Plans Examiner 10 94,220.61 112,256.36 130,292.11 100,325.00 6.5% 120,778.50 7.6% 141,232.00 8.4% Community Development Chief Building Inspector 10 103,435.90 121,415.58 139,395.26 114,146.00 10.4% 137,364.00 13.1% 160,582.00 15.2% Community Development Code Enforcement Officer 12 70,442.61 82,919.02 95,395.43 73,677.00 4.6% 88,576.50 6.8% 103,476.00 8.5% Community Development Code Enforcement Supervisor 6 92,960.93 111,112.50 129,264.06 91,193.00 -1.9% 109,767.00 -1.2% 128,341.00 -0.7% Community Development Code Enforcement Technician 5 54,966.82 66,353.31 77,739.80 58,901.00 7.2% 70,920.00 6.9% 82,939.00 6.7% Community Development Community Development Assistant Director 10 149,364.95 178,077.07 206,789.18 135,174.00 -9.5% 171,657.50 -3.6% 208,141.00 0.7% Community Development Community Development Director 11 185,840.84 220,920.13 255,999.42 177,658.00 -4.4% 221,187.50 0.1% 264,717.00 3.4% Community Development Permit Services Supervisor 8 86,594.25 104,143.42 121,692.59 83,003.00 -4.1% 99,879.00 -4.1% 116,755.00 -4.1% Community Development Permit Technician 14 60,444.15 71,379.77 82,315.38 58,901.00 -2.6% 70,920.00 -0.6% 82,939.00 0.8% Community Development Planning Manager 10 134,049.25 159,777.39 185,505.52 127,411.00 -5.0% 159,238.00 -0.3% 191,065.00 3.0% Community Development Planning Technician 11 64,753.47 76,421.68 88,089.88 63,473.00 -2.0% 76,403.00 0.0% 89,333.00 1.4% Community Development Principal Planner 10 119,858.66 142,112.48 164,366.29 83,003.00 -30.7% 99,879.00 -29.7% 116,755.00 -29.0% Community Development Senior Building Inspector 13 87,582.99 103,266.04 118,949.09 91,193.00 4.1% 109,767.00 6.3% 128,341.00 7.9% Community Development Senior Permit Technician 10 69,178.50 80,998.22 92,817.95 63,473.00 -8.2% 76,403.00 -5.7% 89,333.00 -3.8% Community Development Senior Plan Checker 9 113,771.27 135,802.80 157,834.33 114,146.00 0.3% 137,364.00 1.1% 160,582.00 1.7% Community Development Senior Planner 13 103,698.95 123,144.15 142,589.35 100,325.00 -3.3% 120,778.50 -1.9% 141,232.00 -1.0% Finance Accounting Manager 9 118,037.44 152,096.91 186,156.38 135,174.00 14.5% 171,657.50 12.9% 208,141.00 11.8% Finance Accounting Supervisor 7 100,235.91 121,615.05 142,994.20 108,023.00 7.8% 130,007.50 6.9% 151,992.00 6.3% Finance Accounting Technician I 11 56,524.99 67,940.50 79,356.00 73,677.00 30.3% 88,576.50 30.4% 103,476.00 30.4% Finance Accounting Technician II 10 61,393.16 74,350.10 87,307.03 New Position Finance Finance Director 11 163,937.30 202,580.82 241,224.35 157,017.00 -4.2% 198,990.00 -1.8% 240,963.00 -0.1% Finance Finance Manager 14 133,444.45 163,641.93 191,027.89 135,174.00 1.3% 171,657.50 4.9% 208,141.00 9.0% Finance Payroll Administrator 8 97,495.85 117,641.93 137,788.02 108,023.00 10.8% 130,007.50 10.5% 151,992.00 10.3% Finance Payroll Technician 8 66,133.92 78,756.35 91,378.79 73,677.00 11.4% 88,576.50 12.5% 103,476.00 13.2% Finance Procurement And Contracts Administrator 11 102,019.79 124,507.01 146,994.23 114,146.00 11.9% 137,364.00 10.3% 160,582.00 9.2% Finance Senior Accountant 16 87,196.51 107,729.63 128,262.74 91,193.00 4.6% 109,767.00 1.9% 128,341.00 0.1% Fire Ambulance Program Coordinator 6 93,274.98 109,470.57 125,666.16 73,677.00 -21.0% 88,576.50 -19.1% 103,476.00 -17.7% Fire Battalion Chief 8 157,250.63 181,202.90 205,155.17 137,151.00 -12.8% 174,161.50 -3.9% 211,172.00 2.9% Fire Deputy Fire Chief 7 179,941.02 210,873.42 241,805.81 157,017.00 -12.7% 198,990.00 -5.6% 240,963.00 -0.3% Fire Emergency Management Coordinator 11 96,971.15 114,266.83 131,562.52 108,023.00 11.4% 130,007.50 13.8% 151,992.00 15.5% Fire Fire Captain 9 121,986.57 141,455.15 160,362.52 108,376.00 -11.2% 130,467.00 -7.8% 152,558.00 -4.9% Fire Fire Chief 8 207,005.54 245,977.73 284,949.93 183,876.00 -11.2% 242,625.50 -1.4% 301,375.00 5.8% Fire Fire Engineer 9 102,188.46 116,890.82 131,593.18 93,762.00 -8.2% 112,873.50 -3.4% 131,985.00 0.3% Fire Fire Marshall (Civilian) 7 126,416.22 150,673.57 174,930.92 135,786.00 7.4% 163,425.50 8.5% 191,065.00 9.2% Market Laguna Beach, CA
25 Attachment 4
27 City of Laguna Beach, CA
Market Comparison (Adjusted)
Department Benchmark Title Matches Average
Minimum
Average
Midpoint
Average
Maximum
Current
Minimum +/- Market Current Midpoint
+/-
Market
Current
Maximum
+/-
Market
Market Laguna Beach, CA
Fire Fire Safety Specialist 7 74,061.82 92,336.45 110,611.09 81,001.00 9.4% 97,476.50 5.6% 113,952.00 3.0% Fire Firefighter 10 84,270.58 99,890.48 115,510.38 83,326.00 -1.1% 100,316.00 0.4% 117,306.00 1.6% Fire Firefighter Recruit 5 66,886.63 80,744.48 87,784.23 New Position Human Resources Human Resources & Risk Management Director 15 176,958.05 213,012.85 249,067.65 157,017.00 -11.3% 198,990.00 -6.6% 240,963.00 -3.3% Human Resources Human Resources Analyst I 13 81,866.39 96,783.88 111,701.38 73,677.00 -10.0% 88,576.50 -8.5% 103,476.00 -7.4% Human Resources Human Resources Analyst II 12 89,241.69 109,570.03 129,898.36 New Position Human Resources Human Resources Analyst, Principal 13 104,792.85 125,511.37 146,229.90 100,325.00 -4.3% 120,778.50 -3.8% 141,232.00 -3.4% Human Resources Human Resources Assistant 13 62,347.86 74,628.53 86,909.20 67,077.00 7.6% 80,730.00 8.2% 94,383.00 8.6% Human Resources Risk Manager 11 123,707.92 150,283.52 176,859.13 New Position Marine Safety Marine Safety Captain 3 133,788.80 156,186.40 178,584.00 127,411.00 -4.8% 159,238.00 2.0% 191,065.00 7.0% Marine Safety Marine Safety Chief 5 139,993.25 195,735.02 240,460.14 157,017.00 12.2% 198,990.00 1.7% 240,963.00 0.2% Marine Safety Marine Safety Lieutenant 5 112,703.96 130,840.73 148,977.51 100,325.00 -11.0% 120,778.50 -7.7% 141,232.00 -5.2% Marine Safety Marine Safety Officer 5 86,709.75 100,886.07 115,062.39 81,001.00 -6.6% 97,476.50 -3.4% 113,952.00 -1.0% Multiple Administrative Assistant I 16 55,591.59 66,367.24 77,142.89 51,951.00 -6.5% 62,526.00 -5.8% 73,101.00 -5.2% Multiple Administrative Assistant II 9 57,951.45 71,163.76 84,376.07 67,077.00 15.7% 80,730.00 13.4% 94,383.00 11.9% Multiple Management Analyst I 15 78,681.87 93,889.29 109,096.71 New Position Multiple Management Analyst II 11 85,216.68 107,207.23 129,197.77 New Position Multiple Senior Management Analyst 15 102,406.95 122,919.27 143,431.59 108,023.00 5.5% 130,007.50 5.8% 151,992.00 6.0% Police Animal Care Specialist 6 42,032.13 49,256.40 56,480.67 52,765.00 25.5% 63,585.50 29.1% 74,406.00 31.7% Police Animal Services Officer 7 61,850.06 75,059.24 88,268.43 62,462.00 1.0% 75,185.50 0.2% 87,909.00 -0.4% Police Animal Shelter Manager 4 77,056.54 92,664.97 108,273.40 62,462.00 -18.9% 75,185.50 -18.9% 87,909.00 -18.8% Police Civilian Services Administrator 6 137,905.05 162,381.59 186,858.13 128,027.00 -7.2% 160,007.50 -1.5% 191,988.00 2.7% Police Court Liaison Specialist 9 64,806.47 76,278.62 87,750.78 60,977.00 -5.9% 73,401.00 -3.8% 85,825.00 -2.2% Police Crime Analyst 7 82,154.49 96,083.59 110,012.69 73,677.00 -10.3% 88,576.50 -7.8% 103,476.00 -5.9% Police Crime Prevention Specialist 7 61,282.20 72,799.02 84,315.85 60,977.00 -0.5% 73,401.00 0.8% 85,825.00 1.8% Police Dispatch Supervisor 9 93,942.69 108,782.04 123,621.39 114,975.00 22.4% 138,367.00 27.2% 161,759.00 30.9% Police Jail Supervisor 4 97,270.47 111,921.65 126,572.83 76,240.00 -21.6% 91,665.50 -18.1% 107,091.00 -15.4% Police Jailer 8 62,920.86 74,654.69 86,388.52 50,956.00 -19.0% 61,339.50 -17.8% 71,723.00 -17.0% Police Park Ranger 8 57,777.01 69,325.27 80,873.53 64,272.00 11.2% 77,370.00 11.6% 90,468.00 11.9% Police Parking Services Officer I 9 52,730.00 59,707.77 71,732.48 56,584.00 7.3% 68,134.50 14.1% 79,685.00 11.1% Police Parking Services Officer II 7 54,165.22 61,606.81 69,048.41 New Position Police Police Captain 11 193,125.03 216,461.46 239,797.89 182,032.00 -5.7% 204,792.00 -5.4% 227,552.00 -5.1% Police Police Chief 12 213,582.00 253,700.95 293,819.91 183,876.00 -13.9% 242,625.50 -4.4% 301,375.00 2.6% Police Police Corporal Insufficient Insufficient Insufficient 105,643.00 127,165.00 148,687.00 Police Police Fleet Coordinator 4 77,072.42 90,245.71 103,419.00 69,975.00 -9.2% 84,133.50 -6.8% 98,292.00 -5.0% Police Police Lieutenant 14 159,589.63 183,573.01 207,556.38 167,089.00 4.7% 187,978.00 2.4% 208,867.00 0.6% Police Police Officer 14 89,951.17 107,502.65 125,054.13 93,612.00 4.1% 112,644.00 4.8% 131,676.00 5.3% Police Police Records Supervisor 11 89,563.76 105,625.26 121,686.76 114,975.00 28.4% 138,367.00 31.0% 161,759.00 32.9% Police Police Sergeant 13 125,938.76 145,615.61 165,292.46 120,182.00 -4.6% 144,630.50 -0.7% 169,079.00 2.3% Police Police Support Services Manager 6 137,905.05 162,381.59 186,858.13 New Position Police Property And Evidence Specialist 12 62,561.74 73,110.28 83,658.82 64,447.00 3.0% 77,563.50 6.1% 90,680.00 8.4% Police Public Safety Dispatcher 12 69,907.87 81,373.44 92,839.00 72,841.00 4.2% 87,576.50 7.6% 102,312.00 10.2% Police Public Safety Dispatcher II 9 68,235.59 82,988.86 97,742.13 New Position Police Records Specialist 14 53,313.04 64,391.66 75,470.28 52,765.00 -1.0% 63,585.50 -1.3% 74,406.00 -1.4% Police Senior Parking Services Officer 4 58,327.00 68,792.48 79,257.95 64,447.00 10.5% 77,563.50 12.7% 90,680.00 14.4% Police Traffic Enforcement Review Specialist 8 60,857.53 71,650.33 82,443.13 60,977.00 0.2% 73,401.00 2.4% 85,825.00 4.1% Public Works & Utilities Assistant City Engineer 11 137,266.02 169,300.76 201,335.50 135,174.00 -1.5% 171,657.50 1.4% 208,141.00 3.4% Public Works & Utilities Assistant Engineer 12 87,070.00 101,786.54 116,503.07 63,473.00 -27.1% 76,403.00 -24.9% 89,333.00 -23.3% Public Works & Utilities Associate Civil Engineer 15 107,700.68 130,350.06 152,999.44 114,146.00 6.0% 137,364.00 5.4% 160,582.00 5.0% Public Works & Utilities Capital Program Manager 6 114,726.15 143,152.39 171,578.63 127,411.00 11.1% 159,238.00 11.2% 191,065.00 11.4% 26 Attachment 4
28 City of Laguna Beach, CA
Market Comparison (Adjusted)
Department Benchmark Title Matches Average
Minimum
Average
Midpoint
Average
Maximum
Current
Minimum +/- Market Current Midpoint
+/-
Market
Current
Maximum
+/-
Market
Market Laguna Beach, CA
Public Works & Utilities City Arborist 5 78,264.32 96,989.56 115,714.80 91,193.00 16.5% 109,767.00 13.2% 128,341.00 10.9% Public Works & Utilities City Engineer 14 162,305.36 197,941.32 231,740.19 157,017.00 -3.3% 198,990.00 0.5% 240,963.00 4.0% Public Works & Utilities Construction Inspector 12 74,492.90 92,415.53 110,338.15 100,325.00 34.7% 120,778.50 30.7% 141,232.00 28.0% Public Works & Utilities Equipment Mechanic 15 61,659.16 75,614.73 89,570.31 73,677.00 19.5% 88,576.50 17.1% 103,476.00 15.5% Public Works & Utilities Equipment Operator 10 63,306.87 76,593.50 89,880.12 67,077.00 6.0% 80,730.00 5.4% 94,383.00 5.0% Public Works & Utilities Fleet Maintenance Supervisor 10 83,931.20 103,215.75 122,500.29 100,325.00 19.5% 120,778.50 17.0% 141,232.00 15.3% Public Works & Utilities Maintenance Lead Worker 14 66,326.51 79,177.55 92,028.59 75,434.00 13.7% 90,785.50 14.7% 106,137.00 15.3% Public Works & Utilities Maintenance Supervisor 12 85,510.65 104,040.71 122,570.77 91,193.00 6.6% 109,767.00 5.5% 128,341.00 4.7% Public Works & Utilities Maintenance Worker I 15 50,388.41 60,045.34 69,702.27 51,951.00 3.1% 62,526.00 4.1% 73,101.00 4.9% Public Works & Utilities Maintenance Worker II 13 54,882.40 65,962.86 77,043.33 63,473.00 15.7% 76,403.00 15.8% 89,333.00 16.0% Public Works & Utilities Project Manager 8 89,751.96 115,765.56 141,779.17 100,325.00 11.8% 120,778.50 4.3% 141,232.00 -0.4% Public Works & Utilities Public Works Deputy Director 10 157,310.26 186,947.44 216,584.62 127,411.00 -19.0% 159,238.00 -14.8% 191,065.00 -11.8% Public Works & Utilities Public Works Director 12 183,367.60 215,960.49 256,970.19 177,658.00 -3.1% 221,187.50 2.4% 264,717.00 3.0% Public Works & Utilities Senior Equipment Mechanic 12 69,372.98 84,463.69 99,554.39 81,001.00 16.8% 97,476.50 15.4% 113,952.00 14.5% Public Works & Utilities Senior Project Manager 6 109,047.04 139,389.35 166,474.22 108,023.00 -0.9% 130,007.50 -6.7% 151,992.00 -8.7% Public Works & Utilities Solid Waste & Recycling Administrator 7 95,493.96 113,081.65 130,669.34 100,325.00 5.1% 120,778.50 6.8% 141,232.00 8.1% Public Works & Utilities Wastewater Collections Supervisor 5 91,013.08 109,585.51 128,157.93 100,325.00 10.2% 120,778.50 10.2% 141,232.00 10.2% Public Works & Utilities Wastewater Lift Station Supervisor 4 91,209.30 110,463.10 129,716.90 100,325.00 10.0% 120,778.50 9.3% 141,232.00 8.9% Public Works & Utilities Wastewater Technician II 3 68,360.93 80,595.27 92,829.60 67,077.00 -1.9% 80,730.00 0.2% 94,383.00 1.7% Public Works & Utilities Wastewater Utility Lead 3 69,020.24 84,412.69 99,805.14 75,434.00 9.3% 90,785.50 7.5% 106,137.00 6.3% Public Works & Utilities Wastewater Utility Worker I 5 54,030.22 65,586.38 77,142.54 54,922.00 1.7% 66,185.50 0.9% 77,449.00 0.4% Public Works & Utilities Wastewater Utility Worker II 5 61,611.98 81,400.01 101,188.05 63,473.00 3.0% 76,403.00 -6.1% 89,333.00 -11.7% Public Works & Utilities Water Quality Inspector 5 81,440.90 98,892.78 116,344.65 83,003.00 1.9% 99,879.00 1.0% 116,755.00 0.4% Transit & Community Services Arts Program Coordinator 5 63,393.06 77,444.65 85,488.58 54,922.00 -13.4% 66,185.50 -14.5% 77,449.00 -9.4% Transit & Community Services Cultural Arts Manager 5 98,328.78 129,127.52 159,926.26 108,023.00 9.9% 130,007.50 0.7% 151,992.00 -5.0% Transit & Community Services Parking Supervisor 4 64,703.50 77,196.18 89,688.85 83,003.00 28.3% 99,879.00 29.4% 116,755.00 30.2% Transit & Community Services Parking Technician I 7 53,893.89 64,708.57 75,523.26 54,922.00 1.9% 66,185.50 2.3% 77,449.00 2.5% Transit & Community Services Parking Technician II 4 60,625.28 70,047.17 79,469.07 63,473.00 4.7% 76,403.00 9.1% 89,333.00 12.4% Transit & Community Services Recreation Coordinator 13 60,976.85 72,630.53 84,284.22 63,473.00 4.1% 76,403.00 5.2% 89,333.00 6.0% Transit & Community Services Recreation Manager 11 109,820.38 133,289.76 156,759.15 128,884.00 17.4% 143,202.00 7.4% 157,520.00 0.5% Transit & Community Services Recreation Supervisor 12 78,956.37 94,417.47 109,878.58 83,003.00 5.1% 99,879.00 5.8% 116,755.00 6.3% Transit & Community Services Senior Services Coordinator 4 60,740.76 81,673.17 102,605.59 81,001.00 33.4% 97,476.50 19.3% 113,952.00 11.1% Transit & Community Services Transit & Community Services Director 6 172,771.45 210,681.66 248,591.87 157,017.00 -9.1% 198,990.00 -5.5% 240,963.00 -3.1% Transit & Community Services Transit Coordinator 5 74,492.00 90,286.86 106,081.73 83,003.00 11.4% 99,879.00 10.6% 116,755.00 10.1% 27 Attachment 4
29 City of Laguna Beach, CA
Proposed Pay Plans
General
 21 grades numbered 5 – 25.
 The midpoint differential (distance between grades) is 6% throughout.  115 position classifications assigned.
 Eight steps with 5% between each step for ~40.7% total spread.  The midpoint (between steps 4 and 5) is aligned at market.

Grade 1 2 3 4 5 6 7 8 Range
Spread
Midpoint
Diff
Step
Diff
5 $45,115.00 $47,371 $49,739 $52,226 $54,838 $57,579 $60,458 $63,481 40.7% 6.00% 5.00% 6 $47,821.90 $50,213 $52,724 $55,360 $58,128 $61,034 $64,086 $67,290 40.7% 6.00% 5.00% 7 $50,691.21 $53,226 $55,887 $58,681 $61,615 $64,696 $67,931 $71,328 40.7% 6.00% 5.00% 8 $53,732.69 $56,419 $59,240 $62,202 $65,312 $68,578 $72,007 $75,607 40.7% 6.00% 5.00% 9 $56,956.65 $59,804 $62,795 $65,934 $69,231 $72,693 $76,327 $80,144 40.7% 6.00% 5.00% 10 $60,374.05 $63,393 $66,562 $69,891 $73,385 $77,054 $80,907 $84,952 40.7% 6.00% 5.00% 11 $63,996.49 $67,196 $70,556 $74,084 $77,788 $81,678 $85,761 $90,049 40.7% 6.00% 5.00% 12 $67,836.28 $71,228 $74,789 $78,529 $82,455 $86,578 $90,907 $95,452 40.7% 6.00% 5.00% 13 $71,906.46 $75,502 $79,277 $83,241 $87,403 $91,773 $96,362 $101,180 40.7% 6.00% 5.00% 14 $76,220.84 $80,032 $84,033 $88,235 $92,647 $97,279 $102,143 $107,250 40.7% 6.00% 5.00% 15 $80,794.09 $84,834 $89,075 $93,529 $98,206 $103,116 $108,272 $113,685 40.7% 6.00% 5.00% 16 $85,641.74 $89,924 $94,420 $99,141 $104,098 $109,303 $114,768 $120,507 40.7% 6.00% 5.00% 17 $90,780.24 $95,319 $100,085 $105,089 $110,344 $115,861 $121,654 $127,737 40.7% 6.00% 5.00% 18 $96,227.06 $101,038 $106,090 $111,395 $116,965 $122,813 $128,953 $135,401 40.7% 6.00% 5.00% 19 $102,000.68 $107,101 $112,456 $118,079 $123,982 $130,182 $136,691 $143,525 40.7% 6.00% 5.00% 20 $108,120.72 $113,527 $119,203 $125,163 $131,421 $137,992 $144,892 $152,137 40.7% 6.00% 5.00% 21 $114,607.97 $120,338 $126,355 $132,673 $139,307 $146,272 $153,586 $161,265 40.7% 6.00% 5.00% 22 $121,484.44 $127,559 $133,937 $140,633 $147,665 $155,048 $162,801 $170,941 40.7% 6.00% 5.00% 23 $128,773.51 $135,212 $141,973 $149,071 $156,525 $164,351 $172,569 $181,197 40.7% 6.00% 5.00% 24 $136,499.92 $143,325 $150,491 $158,016 $165,917 $174,212 $182,923 $192,069 40.7% 6.00% 5.00% 25 $144,689.92 $151,924 $159,521 $167,497 $175,871 $184,665 $193,898 $203,593 40.7% 6.00% 5.00% 28 Attachment 5
30 City of Laguna Beach, CA
Proposed Pay Plans
29 Attachment 5
31 City of Laguna Beach, CA
Proposed Pay Plans
Police
 Four grades numbered 60 – 64.
 Five position classifications assigned.
 Eight steps with 5% between each step for ~40.7% total spread.  The midpoint (between steps 4 and 5) is aligned at market.

Grade 1 2 3 4 5 6 7 8 Range
Spread
Midpoint
Diff
Step
Diff
50 $64,294.00 $67,508.70 $70,884.14 $74,428.34 $78,149.76 $82,057.25 $86,160.11 $90,468.11 40.7% 5.00% 51 $74,428.34 $78,149.76 $82,057.24 $86,160.11 $90,468.11 $94,991.52 $99,741.09 $104,728.15 40.7% 15.76% 5.00% 52 $86,160.11 $90,468.12 $94,991.52 $99,741.10 $104,728.15 $109,964.56 $115,462.79 $121,235.93 40.7% 15.76% 5.00% 53 $93,612.00 $98,292.60 $103,207.23 $108,367.59 $113,785.97 $119,475.27 $125,449.03 $131,721.48 40.7% 8.65% 5.00% 54 $110,024.00 $115,525.20 $121,301.46 $127,366.53 $133,734.86 $140,421.60 $147,442.68 $154,814.82 40.7% 17.53% 5.00% 55 $122,720.50 $128,856.53 $135,299.35 $142,064.32 $149,167.53 $156,625.91 $164,457.21 $172,680.07 40.7% 11.54% 5.00% 56 $170,905.90 $176,033.08 $181,314.07 $186,753.49 $192,356.10 $198,126.78 $204,070.58 $210,192.70 23.0% 30.17% 3.00% 57 $195,165.00 $201,019.95 $207,050.55 $213,262.06 $219,659.93 $226,249.72 $233,037.22 $240,028.33 23.0% 14.19% 3.00% 30 Attachment 5
32 City of Laguna Beach, CA
Proposed Pay Plans
Fire
 Four grades numbered 60 – 64.
 Five position classifications assigned.
 Eight steps with 5% between each step for ~40.7% total spread.  The midpoint (between steps 4 and 5) is aligned at market.

Grade 1 2 3 4 5 6 7 8 Range
Spread
Midpoint
Diff
Step
Diff
61 $84,184.00 $88,393.20 $92,812.86 $97,453.50 $102,326.18 $107,442.49 $112,814.61 $118,455.34 40.7% 11.84% 5.00% 62 $98,511.00 $103,436.55 $108,608.38 $114,038.80 $119,740.74 $125,727.77 $132,014.16 $138,614.87 40.7% 17.02% 5.00% 63 $119,214.00 $125,174.70 $131,433.44 $138,005.11 $144,905.36 $152,150.63 $159,758.16 $167,746.07 40.7% 21.02% 5.00% 64 $152,712.00 $160,347.60 $168,364.98 $176,783.23 $185,622.39 $194,903.51 $204,648.69 $214,881.12 40.7% 28.10% 5.00% 31 Attachment 5
33 City of Laguna Beach, CA
Proposed Pay Plans
Marine Safety
 Two grades numbered 70 – 71.
 Two position classifications assigned.
 Eight steps with 5% between each step for ~40.7% total spread.  The midpoint (between steps 4 and 5) is aligned at market.

Grade 1 2 3 4 5 6 7 8 Range
Spread
Midpoint
Diff
Step
Diff
70 $85,700.00 $89,985.00 $94,484.25 $99,208.46 $104,168.89 $109,377.33 $114,846.20 $120,588.51 40.7% 5.00% 71 $110,269.00 $115,782.45 $121,571.57 $127,650.15 $134,032.66 $140,734.29 $147,771.01 $155,159.56 40.7% 28.67% 5.00% 32 Attachment 5
34 City of Laguna Beach, CA
Proposed Pay Plans
Management
 19 grades numbered 109 – 127
 The midpoint differential (distance between grades) is 6% throughout.  32 position classifications assigned.
 Open range with a 40% spread, no defined steps.
 The midpoint is aligned at market.

Grade Minimum Midpoint Maximum Range
Spread
Midpoint
Differential
109 $75,324 $90,389 $105,454 40.0% 6.0%
110 $79,843 $95,812 $111,780 40.0% 6.0%
111 $84,634 $101,561 $118,488 40.0% 6.0%
112 $89,713 $107,655 $125,598 40.0% 6.0%
113 $95,095 $114,114 $133,133 40.0% 6.0%
114 $100,801 $120,961 $141,121 40.0% 6.0%
115 $106,849 $128,219 $149,589 40.0% 6.0%
116 $113,260 $135,912 $158,564 40.0% 6.0%
117 $120,056 $144,067 $168,078 40.0% 6.0%
118 $127,259 $152,711 $178,163 40.0% 6.0%
119 $134,895 $161,874 $188,853 40.0% 6.0%
120 $142,988 $171,586 $200,183 40.0% 6.0%
121 $151,568 $181,881 $212,195 40.0% 6.0%
122 $160,662 $192,794 $224,927 40.0% 6.0%
123 $170,302 $204,362 $238,423 40.0% 6.0%
124 $180,520 $216,624 $252,728 40.0% 6.0%
125 $191,351 $229,621 $267,891 40.0% 6.0%
126 $198,692 $243,398 $288,103 45.0% 6.0%
127 $215,002 $258,002 $301,003 40.0% 6.0%
33 Attachment 5
35 City of Laguna Beach, CA
Proposed Pay Plans
34 Attachment 5
36 Attachment 6
General
City of Laguna Beach, CA
Proposed Title and Grade
Department Project Title Grade by
Current Mid
Current
Midpoint SAFE Grade SAFE Points Market Grade
Market
Midpoint Grade 1 4 5 8
City Attorney Paralegal 15 $97,476 16 200 15 80,794.09 93,529.26 98,205.73 113,685.40 City Clerk Records Management Coordinator 10 $70,920 12 140 11 $73,264 11 63,996.49 74,083.94 77,788.13 90,049.49 City Clerk Deputy City Clerk 12 $80,730 14 175 15 $94,213 12 67,836.28 78,528.97 82,455.42 95,452.46 City Manager Communications Coordinator 19 $120,779 17 230 18 $113,750 19 102,000.68 118,078.54 123,982.47 143,525.20 City Manager IT Analyst 19 $120,779 19 285 17 $107,276 19 102,000.68 118,078.54 123,982.47 143,525.20 City Manager IT Project Manager 19 $120,779 19 285 20 $123,877 19 102,000.68 118,078.54 123,982.47 143,525.20 City Manager Systems Analyst 19 $120,779 20 295 20 $121,963 19 102,000.68 118,078.54 123,982.47 143,525.20 City Manager Senior IT Analyst 20 $130,008 21 328 20 108,120.72 125,163.25 131,421.41 152,136.71 City Manager Cybersecurity Analyst 22 $140,697 22 355 21 $134,741 21 114,607.97 132,673.05 139,306.70 161,264.92 City Manager Network Adminstrator 21 $137,364 22 373 20 $127,861 21 114,607.97 132,673.05 139,306.70 161,264.92 Community Development Permit Technician I 10 $70,920 8 100 10 $71,380 10 60,374.05 69,890.51 73,385.03 84,952.35 Community Development Code Enforcement Officer I 10 $70,920 10 125 11 63,996.49 74,083.94 77,788.13 90,049.49 Community Development Permit Technician II 11 63,996.49 74,083.94 77,788.13 90,049.49 Community Development Planning Technician 11 $76,403 12 150 12 $76,422 11 63,996.49 74,083.94 77,788.13 90,049.49 Community Development Senior Permit Technician 11 $76,403 11 130 13 $80,998 12 67,836.28 78,528.97 82,455.42 95,452.46 Community Development Code Enforcement Officer II 13 $82,919 13 71,906.46 83,240.71 87,402.75 101,179.60 Community Development Assistant Planner 16 $99,879 17 230 14 $89,729 15 80,794.09 93,529.26 98,205.73 113,685.40 Community Development Senior Code Enforcement Officer 14 $88,577 15 195 15 80,794.09 93,529.26 98,205.73 113,685.40 Community Development Building Inspector I 16 $99,879 16 210 15 $92,271 16 85,641.74 99,141.02 104,098.07 120,506.53 Community Development Permit Services Supervisor 16 $99,879 17 220 17 $104,143 16 85,641.74 99,141.02 104,098.07 120,506.53 Community Development Associate Planner 17 $109,767 18 255 18 $108,632 17 90,780.24 105,089.48 110,343.95 127,736.92 Community Development Building Inspector II 17 90,780.24 105,089.48 110,343.95 127,736.92 Community Development Code Enforcement Supervisor 17 $109,767 18 245 18 $111,112 18 96,227.06 111,394.85 116,964.59 135,401.13 Community Development Senior Building Inspector 17 $109,767 19 265 17 $103,266 18 96,227.06 111,394.85 116,964.59 135,401.13 Community Development Building Plans Examiner I 19 $120,779 19 280 18 $112,256 19 102,000.68 118,078.54 123,982.47 143,525.20 Community Development Senior Planner 19 $120,779 19 285 20 $123,144 19 102,000.68 118,078.54 123,982.47 143,525.20 Community Development Building Plans Examiner II 20 108,120.72 125,163.25 131,421.41 152,136.71 Community Development Planning Supervisor 20 108,120.72 125,163.25 131,421.41 152,136.71 Community Development Chief Building Inspector 21 $137,364 22 355 19 $121,416 21 114,607.97 132,673.05 139,306.70 161,264.92 Community Development Principal Planner 16 $99,879 21 338 22 $142,112 21 114,607.97 132,673.05 139,306.70 161,264.92 Community Development Senior Building Plans Examiner 21 $137,364 21 338 21 $135,803 21 114,607.97 132,673.05 139,306.70 161,264.92 Finance Accounting Technician I 14 $88,577 13 165 10 $67,940 11 63,996.49 74,083.94 77,788.13 90,049.49 Finance Accounting Technician II 11 $74,350 12 67,836.28 78,528.97 82,455.42 95,452.46 Finance Senior Accounting Technician 13 71,906.46 83,240.71 87,402.75 101,179.60 Finance Accountant I 16 $99,879 18 255 15 80,794.09 93,529.26 98,205.73 113,685.40 Finance Accountant II 16 85,641.74 99,141.02 104,098.07 120,506.53 Finance Senior Accountant 17 $109,767 18 255 17 $107,730 18 96,227.06 111,394.85 116,964.59 135,401.13 Finance Accounting Supervisor 20 $130,008 20 305 19 $121,615 20 108,120.72 125,163.25 131,421.41 152,136.71 Finance Payroll Supervisor 20 $130,008 19 285 19 $117,642 20 108,120.72 125,163.25 131,421.41 152,136.71 Finance Procurement And Contracts Administrator 21 $137,364 21 320 20 $124,507 21 114,607.97 132,673.05 139,306.70 161,264.92 Fire Fire Safety Specialist 15 $97,477 16 215 15 $92,336 15 80,794.09 93,529.26 98,205.73 113,685.40 Fire Ambulance Program Coordinator 14 $88,577 16 213 18 $109,471 17 90,780.24 105,089.48 110,343.95 127,736.92 Fire Emergency Management Administrator 20 $130,008 21 335 18 $114,267 21 114,607.97 132,673.05 139,306.70 161,264.92 Analysis Proposed Grade & Range
35 37
Attachment 6
General
City of Laguna Beach, CA
Proposed Title and Grade
Department Project Title Grade by
Current Mid
Current
Midpoint SAFE Grade SAFE Points Market Grade
Market
Midpoint Grade 1 4 5 8
Analysis Proposed Grade & Range
Fire Civilian Fire Marshal 24 $163,428 20 313 24 136,499.92 158,015.72 165,916.51 192,069.10 Human Resources Human Resources Assistant 12 $80,730 13 160 11 $74,629 10 60,374.05 69,890.51 73,385.03 84,952.35 Human Resources Human Resources Analyst I 14 $88,577 16 205 16 $96,784 15 80,794.09 93,529.26 98,205.73 113,685.40 Human Resources Human Resources Analyst II 18 $109,570 17 90,780.24 105,089.48 110,343.95 127,736.92 Human Resources Senior Human Resources Analyst 16 $99,879 18 245 18 96,227.06 111,394.85 116,964.59 135,401.13 Human Resources Human Resources Analyst, Principal 19 $120,779 20 290 20 $125,511 20 108,120.72 125,163.25 131,421.41 152,136.71 Multiple Administrative Assistant I 8 $62,526 7 90 9 $66,367 8 53,732.69 62,202.30 65,312.42 75,607.29 Multiple Administrative Assistant II 9 $66,186 9 115 10 $71,164 9 56,956.65 65,934.44 69,231.16 80,143.72 Multiple Senior Administrative Assistant 12 $80,730 13 160 12 67,836.28 78,528.97 82,455.42 95,452.46 Multiple Management Analyst I 15 $93,889 15 80,794.09 93,529.26 98,205.73 113,685.40 Multiple Management Analyst II 17 $107,207 17 90,780.24 105,089.48 110,343.95 127,736.92 Multiple Senior Management Analyst 16 $99,879 21 325 20 $122,919 20 108,120.72 125,163.25 131,421.41 152,136.71 Police Animal Care Specialist 8 $63,586 5 80 5 $49,256 8 53,732.69 62,202.30 65,312.42 75,607.29 Police Records Specialist 8 $63,586 5 60 9 $64,392 8 53,732.69 62,202.30 65,312.42 75,607.29 Police Parking Services Officer I 9 $68,135 6 85 7 $59,708 9 56,956.65 65,934.44 69,231.16 80,143.72 Police Accident Investigator 10 $73,401 11 130 10 60,374.05 69,890.51 73,385.03 84,952.35 Police Compliance Enforcement Specialist 10 $70,562 11 130 10 60,374.05 69,890.51 73,385.03 84,952.35 Police Court Liason Specialist 10 $73,401 11 130 11 $76,279 10 60,374.05 69,890.51 73,385.03 84,952.35 Police Crime Prevention Specialist 10 $73,401 11 130 11 $72,799 10 60,374.05 69,890.51 73,385.03 84,952.35 Police Parking Services Officer II 8 $61,607 10 60,374.05 69,890.51 73,385.03 84,952.35 Police Animal Services Officer I 11 $75,186 12 150 11 $75,059 11 63,996.49 74,083.94 77,788.13 90,049.49 Police Jailer 7 $61,340 9 115 11 $74,655 11 63,996.49 74,083.94 77,788.13 90,049.49 Police Property and Evidence Specialist 11 $77,564 14 180 11 $73,110 11 63,996.49 74,083.94 77,788.13 90,049.49 Police Senior Parking Services Officer 11 $77,564 14 173 10 $68,792 11 63,996.49 74,083.94 77,788.13 90,049.49 Police Animal Services Officer II 12 67,836.28 78,528.97 82,455.42 95,452.46 Police Senior Animal Services Officer 12 67,836.28 78,528.97 82,455.42 95,452.46 Police Public Safety Dispatcher I 13 $87,577 10 120 13 $81,373 13 71,906.46 83,240.71 87,402.75 101,179.60 Police Fleet Maintenance Coordinator 13 $84,134 16 205 14 $90,246 14 76,220.84 88,235.15 92,646.91 107,250.38 Police Public Safety Dispatcher II 14 76,220.84 88,235.15 92,646.91 107,250.38 Police Crime Analyst 14 $88,577 16 215 15 $96,084 15 80,794.09 93,529.26 98,205.73 113,685.40 Police Senior Public Safety Dispatcher 16 $98,753 17 233 13 $82,989 16 85,641.74 99,141.02 104,098.07 120,506.53 Police Support Services Supervisor - Records 21 $138,367 19 288 17 $105,625 16 85,641.74 99,141.02 104,098.07 120,506.53 Police Jail Supervisor 14 $91,666 20 298 18 $111,922 17 90,780.24 105,089.48 110,343.95 127,736.92 Police Support Services Supervisor - Dispatch 21 $138,367 19 288 18 $108,782 18 96,227.06 111,394.85 116,964.59 135,401.13 Public Works & Utilities Maintenance Worker I 8 $62,526 5 75 7 $60,045 8 53,732.69 62,202.30 65,312.42 75,607.29 Public Works & Utilities Wastewater Utility Worker I 9 $66,186 7 95 9 $65,586 9 56,956.65 65,934.44 69,231.16 80,143.72 Public Works & Utilities Environmental Technician 10 $73,445 10 120 10 60,374.05 69,890.51 73,385.03 84,952.35 Public Works & Utilities Wastewater Technician I 10 $70,920 10 125 10 60,374.05 69,890.51 73,385.03 84,952.35 Public Works & Utilities Engineering Technician 11 $76,403 13 160 11 63,996.49 74,083.94 77,788.13 90,049.49 Public Works & Utilities Maintenance Worker II 11 $76,403 7 90 9 $65,963 11 63,996.49 74,083.94 77,788.13 90,049.49 Public Works & Utilities Wastewater Utility Worker II 11 $76,403 12 150 13 $81,400 11 63,996.49 74,083.94 77,788.13 90,049.49 Public Works & Utilities Equipment Operator I 12 $80,730 13 160 12 67,836.28 78,528.97 82,455.42 95,452.46 Public Works & Utilities Heavy Equipment Mechanic I 12 $80,730 13 165 11 $75,615 12 67,836.28 78,528.97 82,455.42 95,452.46 36 38
Attachment 6
General
City of Laguna Beach, CA
Proposed Title and Grade
Department Project Title Grade by
Current Mid
Current
Midpoint SAFE Grade SAFE Points Market Grade
Market
Midpoint Grade 1 4 5 8
Analysis Proposed Grade & Range
Public Works & Utilities Wastewater Technician II 12 $80,730 15 188 12 $80,595 12 67,836.28 78,528.97 82,455.42 95,452.46 Public Works & Utilities Equipment Operator II 14 76,220.84 88,235.15 92,646.91 107,250.38 Public Works & Utilities Heavy Equipment Mechanic II 14 76,220.84 88,235.15 92,646.91 107,250.38 Public Works & Utilities Maintenance Lead Worker 14 $90,786 17 223 12 $79,178 14 76,220.84 88,235.15 92,646.91 107,250.38 Public Works & Utilities Wastewater Utility Lead Worker 14 $90,786 17 223 13 $84,413 14 76,220.84 88,235.15 92,646.91 107,250.38 Public Works & Utilities Senior Heavy Equipment Mechanic 15 $97,477 17 233 13 $84,464 15 80,794.09 93,529.26 98,205.73 113,685.40 Public Works & Utilities Water Quality Inspector 16 $99,879 19 265 16 $98,893 16 85,641.74 99,141.02 104,098.07 120,506.53 Public Works & Utilities City Arborist 17 $109,767 20 290 16 $96,990 17 90,780.24 105,089.48 110,343.95 127,736.92 Public Works & Utilities Maintenance Supervisor 17 $109,767 20 295 17 $104,041 17 90,780.24 105,089.48 110,343.95 127,736.92 Public Works & Utilities Assistant Civil Engineer 18 96,227.06 111,394.85 116,964.59 135,401.13 Public Works & Utilities Fleet Maintenance Supervisor 19 $120,779 21 320 17 $103,216 19 102,000.68 118,078.54 123,982.47 143,525.20 Public Works & Utilities Public Works Inspector 19 $120,779 18 260 19 $115,766 19 102,000.68 118,078.54 123,982.47 143,525.20 Public Works & Utilities Public Works Project Manager 19 $120,779 18 260 19 102,000.68 118,078.54 123,982.47 143,525.20 Public Works & Utilities Wastewater Collections Supervisor 19 $120,779 21 345 18 $109,586 19 102,000.68 118,078.54 123,982.47 143,525.20 Public Works & Utilities Wastewater Lift Station Supervisor 19 $120,779 21 345 18 $110,463 19 102,000.68 118,078.54 123,982.47 143,525.20 Public Works & Utilities Senior Public Works Project Manager 20 $130,008 23 385 22 $139,389 20 108,120.72 125,163.25 131,421.41 152,136.71 Public Works & Utilities Solid Waste and Recycling Administrator 19 $120,779 21 318 18 $113,082 20 108,120.72 125,163.25 131,421.41 152,136.71 Public Works & Utilities Associate Civil Engineer 21 $137,364 20 313 21 $130,350 21 114,607.97 132,673.05 139,306.70 161,264.92 Public Works & Utilities Senior Civil Engineer 22 121,484.44 140,633.43 147,665.10 170,940.81 Transit & Community Services Parking Technician I 9 $66,186 7 90 9 $64,709 9 56,956.65 65,934.44 69,231.16 80,143.72 Transit & Community Services Arts Program Specialist 9 $66,186 10 125 12 $77,445 10 60,374.05 69,890.51 73,385.03 84,952.35 Transit & Community Services Aquatics Specialist 11 $76,403 12 143 11 $72,631 11 63,996.49 74,083.94 77,788.13 90,049.49 Transit & Community Services Community Services Coordinator I 11 $76,403 12 143 11 $72,631 11 63,996.49 74,083.94 77,788.13 90,049.49 Transit & Community Services Parking Technician II 11 $76,403 10 120 10 $70,047 11 63,996.49 74,083.94 77,788.13 90,049.49 Transit & Community Services Senior Parking Technician 12 67,836.28 78,528.97 82,455.42 95,452.46 Transit & Community Services Community Services Coordinator II 15 $97,477 15 195 13 $81,673 15 80,794.09 93,529.26 98,205.73 113,685.40 Transit & Community Services Transit Coordinator 16 $99,879 15 190 14 $90,287 15 80,794.09 93,529.26 98,205.73 113,685.40 Transit & Community Services Community Services Supervisor 16 $99,879 19 275 15 $94,417 16 85,641.74 99,141.02 104,098.07 120,506.53 Transit & Community Services Parking Maintenance Supervisor 16 $99,879 16 205 12 $77,196 16 85,641.74 99,141.02 104,098.07 120,506.53 Transit & Community Services Cultural Arts Manager 20 $130,008 21 338 21 $129,128 20 108,120.72 125,163.25 131,421.41 152,136.71 37 39
Attachment 6
Management
City of Laguna Beach, CA
Proposed Title and Grade
Department Project Title Grade by
Current Mid
Current
Midpoint SAFE Grade SAFE Points Market Grade Market Midpoint Grade Minimum Midpoint Maximum City Attorney Assistant City Attorney 124 $180,520 $216,624 $252,728 City Manager Executive Assistant 109 $ 90,915 112 225 109 $92,719 109 $75,324 $90,389 $105,454 City Manager Communications Manager 117 $ 143,202 118 393 117 $147,578 117 $120,056 $144,067 $168,078 City Manager IT Manager 120 $ 171,658 119 445 120 $173,325 120 $142,988 $171,586 $200,183 City Manager Assistant City Manager 126 $ 242,626 126 825 127 $255,298 127 $215,002 $258,002 $301,003 Community Development Building Official 119 $ 159,238 119 415 119 $165,905 119 $134,895 $161,874 $188,853 Community Development Planning Manager 119 $ 159,238 118 400 119 $159,777 119 $134,895 $161,874 $188,853 Community Development Planning Manager 119 $ 159,238 118 400 119 $159,777 119 $134,895 $161,874 $188,853 Community Development Deputy Director of Community Development 120 $ 171,658 120 460 121 $151,568 $181,881 $212,195 Community Development Assistant Director of Community Development 120 $ 171,658 120 460 121 $178,077 122 $160,662 $192,794 $224,927 Community Development Director of Community Development 124 $ 221,188 124 670 124 $220,920 124 $180,520 $216,624 $252,728 Finance Accounting Manager 120 $ 171,658 119 423 118 $152,097 120 $142,988 $171,586 $200,183 Finance Finance Manager 120 $ 171,658 119 423 119 $163,642 120 $142,988 $171,586 $200,183 Finance Director of Finance 123 $ 198,990 123 645 123 $202,581 123 $170,302 $204,362 $238,423 Fire Deputy Fire Chief 123 $ 198,990 123 600 124 $210,873 123 $170,302 $204,362 $238,423 Fire Chief of Fire 126 $ 242,626 125 770 126 $245,978 126 $198,692 $243,398 $288,103 Human Resources Risk Manager 117 370 118 $150,284 117 $120,056 $144,067 $168,078 Human Resources Director of Human Resources and Risk Management 123 $ 198,990 123 645 124 $213,013 123 $170,302 $204,362 $238,423 Marine Safety Marine Safety Captain 119 $ 159,238 119 430 117 $146,023 120 $142,988 $171,586 $200,183 Marine Safety Chief of Marine Safety 123 $ 198,990 124 660 123 $205,315 123 $170,302 $204,362 $238,423 Police Animal Shelter Manager 105 $ 72,284 115 298 109 $92,665 114 $100,801 $120,961 $141,121 Police Support Services Manager 116 $ 133,043 116 340 119 $162,382 118 $127,259 $152,711 $178,163 Police Professional Services Administrator 119 $ 160,008 117 355 119 $162,382 119 $134,895 $161,874 $188,853 Police Chief of Police 126 $ 242,626 125 770 127 $253,701 126 $198,692 $243,398 $288,103 Public Works & Utilities Capital Program Manager 119 $ 159,238 119 425 117 $143,152 119 $134,895 $161,874 $188,853 Public Works & Utilities Assistant City Engineer 120 $ 171,658 121 513 120 $142,988 $171,586 $200,183 Public Works & Utilities Deputy Director of Public Works and Utilities 119 $ 159,238 120 480 121 $186,947 121 $151,568 $181,881 $212,195 Public Works & Utilities Assistant Director of Public Works 120 $ 171,660 123 600 122 $160,662 $192,794 $224,927 Public Works & Utilities City Engineer 123 $ 198,990 123 613 122 $197,941 123 $170,302 $204,362 $238,423 Public Works & Utilities Director of Public Works and Utilities 124 $ 221,188 124 690 124 $215,960 124 $180,520 $216,624 $252,728 Transit & Community Services Community Services Manager 117 $ 143,202 119 430 116 $133,290 117 $120,056 $144,067 $168,078 Transit & Community Services Director of Transit and Community Services 123 $ 198,990 124 685 124 $210,682 123 $170,302 $204,362 $238,423 Analysis Proposed Grade & Range
38 40
Attachment 6
Public Safety
City of Laguna Beach, CA
Proposed Title and Grade
Department Project Title Grade by
Current Mid
Current
Midpoint Market Grade Market Midpoint Grade 1 4 5 8
Police Park Ranger I 51 $ 74,381 50 $69,325 50 64,294.00 74,428.34 78,149.76 90,468.11 Police Park Ranger II 51 74,428.34 86,160.11 90,468.11 104,728.15 Police Senior Park Ranger 52 86,160.11 99,741.10 104,728.15 121,235.93 Police Police Recruit 53 $ 108,539 53 93,612.00 108,367.59 113,785.97 131,721.48 Police Police Officer 53 $ 108,539 53 $107,503 53 93,612.00 108,367.59 113,785.97 131,721.48 Police Police Corporal 54 $ 122,366 54 $130,551 54 110,024.00 127,366.53 133,734.86 154,814.82 Police Police Sergeant 55 $ 139,065 55 $145,616 55 122,720.50 142,064.32 149,167.53 172,680.07 Police Police Lieutenant 56 $ 187,978 56 $183,573 56 170,905.90 186,753.49 192,356.10 210,192.70 Police Police Captain 57 $ 204,792 57 $216,461 57 195,165.00 213,262.06 219,659.93 240,028.33 Department Project Title Grade by
Current Mid
Current
Midpoint Market Grade Market Midpoint Grade 1 4 5 8
Fire Firefighter Recruit 60 $80,744 61 84,184.00 97,453.50 102,326.18 118,455.34 Fire Firefighter 61 $ 96,461 61 $99,890 61 84,184.00 97,453.50 102,326.18 118,455.34 Fire Fire Engineer 62 $ 108,584 62 $116,891 62 98,511.00 114,038.80 119,740.74 138,614.87 Fire Fire Captain 62 $ 125,535 63 $141,455 63 119,214.00 138,005.11 144,905.36 167,746.07 Fire Battalion Chief 64 $ 174,162 64 $181,203 64 152,712.00 176,783.23 185,622.39 214,881.12 Department Project Title Grade by
Current Mid
Current
Midpoint Market Grade Market Midpoint Grade 1 4 5 8
Marine Safety Marine Safety Officer 70 $ 93,724 70 $100,886 70 85,700.00 99,208.46 104,168.89 120,588.51 Marine Safety Marine Safety Lieutenant 70 $ 116,212 71 $130,841 71 110,269.00 127,650.15 134,032.66 155,159.56 Marine Safety Analysis Proposed Grade & Range
Police Analysis Proposed Grade & Range
Fire Analysis Proposed Grade & Range
39 41
Frequently Asked Questions

1. Understanding the Class & Compensation Study

2. Methodology & How Jobs Were Evaluated

3. Salary, Benefits & Market Findings

4. Peer Organizations & Comparisons

5. Pay Plans & Classification Structure

6. Timeline, Next Steps & Negotiations

7. Employee Questions, Concerns & Support
Classification &
Compensation Study
Table of Contents
These FAQs are intended to help employees understand the City’s classification and compensation study, the process used, and what to expect moving forward. While the study includes
recommendations, no changes to pay or classifications occur unless reviewed through the labor negotiation process and approved by the City Council.
40 Attachment 7
42 Q Are you now completely done with the classification and compensation study?
A
Almost. The following components are left:

Finalize implementation scenarios and employee allocations.

Complete pay policy analysis and job description updates.

Prepare the final report as well as a council presentation.

Baker Tilly to train HR staff on how to administer and maintain the new classification and compensation system, which includes the SAFE job evaluation process, following meeting with labor groups and City Council

1. Understanding the Class & Compensation Study
Q What information does Baker Tilly provide back to the City when this study is completed?
A
Baker Tilly will provide a final report documenting the methodology used to conduct the study, along with its key findings and recommendations. Baker Tilly will also present the results to City Leadership, employees, and the City Council.

Q Why is this study important beyond salary changes?
A
The study is about more than salary. It helps modernize job classifications, promote internal equity, support succession planning, and strengthen career paths and progressions across the organization.

The study also provides a structured framework to help the City maintain consistency and transparency in how positions are evaluated over time.

Q Why is this study important beyond salary changes?
A
Employee input played an important role in the study. Information collected through employee surveys and Position Analysis Questionnaires (PAQs) provided critical input into the work performed.

This feedback helped ensure that the study’s recommendations accurately reflect job duties and responsibilities across the organization.
41 43
Q Is Baker Tilly going to give an exact salary recommendation for any given position?
A
No: Baker Tilly will recommend a salary range for each classification based on market data and internal alignment. The City will review these recommendations through the labor negotiation process. After negotiations are complete, placement of employees within an approved salary range will follow a consistent Citywide methodology.

1. Understanding the Class & Compensation Study -
Continued
Q What parts of the study can the City share now, and what must wait? A
The City can share information about the study’s purpose, methodology, timeline, and general findings. However, specific recommendations related to pay or classification cannot be finalized or discussed in detail until they are reviewed through the labor negotiation process, as applicable. The City will continue to communicate when appropriate and to the extent possible.

Q Did this study also look at benefits in addition to salary? A
Yes. Baker Tilly collected and analyzed benefit information from the peer organizations, including pay plans and compensation practices, paid time off, health benefits, supplemental benefits, and retirement.

This information was used to provide context for other compensation practices, but did not result in direct recommendations to change individual employee benefits.

2. Methodology & How Jobs Were Evaluated
42 44

2. Methodology & How Jobs Were Evaluated -
Continued
Q What are salary recommendations based on, and what did that process include?
A
Baker Tilly recommendations are based on a combination of internal job evaluation and external market data. Internally, positions were evaluated using the SAFE factor scoring methodology to assess relative job value and promote internal equity.Externally, Baker Tilly analyzed comparable market data to the City’s pay ranges remain competitive.

Initial grade placements were established based on existing midpoints to crosswalk positions into the new pay plan and then further refined to promote internal equity via job evaluation scores, reflect market results, career progressions, supervisor-subordinate separation, and to address grade compression.

These recommendations were reviewed with the City’s project team and department heads. Final grade assignments will be confirmed following the labor negotiation process, as applicable, and will ultimately require City Council approval.

The following information was not considered when assigning positions to a pay grade: the individual employee in the position, individual performance, length of service, or an employee’s existing salary.
43 45
# Compensable Factors Descriptions / Measurements
1 Education Minimum education level required by the position 2 Experience Minimum years of experience required by the position 3 Level of Work Degree of difficulty of work performed by the position 4 Human Relations Type and level of human interactions
5 Working Conditions Environmental conditions experienced by the position 6 Physical Demands Physical exertion regularly performed by the position 7 Independence to Act Degree of independence to make decisions and act 8 Impact of Actions Severity of consequences as a result of decisions 9 Supervision Exercised Type and level of supervision exercised

2. Methodology & How Jobs Were Evaluated -
Continued
Q What are the nine compensable SAFE factors that Baker Tilly used? A
Baker Tilly evaluates positions using nine compensable SAFE factors, each assigned a specific weight based on its importance and relevance to the job’s responsibilities. The use of structured weighting allows for a consistent and objective evaluation of the relative complexity and demands of each position across the organization. To ensure compliance with ADA guidelines, the factors related to “Physical Demands” and “Working Conditions” are given lower weights to ensure physical requirements of positions are not overemphasized. 44 46

2. Methodology & How Jobs Were Evaluated -
Continued
Q
How did you handle employees that have the same job title but do different work based on where they are located (different departments)? A
When employees with the same job title work in different departments or areas of the organization, each position was reviewed using the Position Analysis Questionnaire (PAQ) completed by the employees.

The PAQ provided detailed information about the specific job duties performed, required skills, level of responsibility, and working conditions for each position, allowing Baker Tilly to evaluate roles based on the actual work performed rather than the job title alone.

Based on the results from these PAQs, if positions with different titles were found to be performing substantially similar duties across different locations, Baker Tilly may recommend consolidating the classifications. Where meaningful differences were identified in positions with the same title, those distinctions were considered in the evaluation and a new title or classification may be recommended. This approach ensures that our classification and compensation recommendations accurately reflect the work performed and support a fair and equitable pay structure Citywide.

Q At the start of the project, it was emphasized that the study focuses on the positions, not the person. How is pay determined under that approach?
A
Baker Tilly collected extensive information and documents from the City at the start of the study, including pay structures, pay policies, job descriptions, organization charts, and salary and pay range data.

Recommendations regarding classification structure and pay ranges were based on information provided through Position Analysis Questionnaires (PAQs) and the external market assessment. Individual factors such as employee performance, tenure, or current salary were not considered when evaluating positions.

At the implementation stage, after pay ranges are established, the City will review individual employee placement within any approved ranges to address factors such as range placement and potential compression, using a consistent Citywide methodology. Final placement decisions are subject to labor negotiations, as applicable, and City Council approval
45 47

2. Methodology & How Jobs Were Evaluated -
Continued
Q Will job descriptions change as part of this study?
A
Possibly. As part of the study, Baker Tilly reviewed job descriptions to ensure they accurately reflect current job duties and responsibilities.

Any updates will be reviewed with Human Resources and the labor associations through the labor negotiation process, as applicable. Once finalized, updated job descriptions will help clarify job expectations and support future career development.

Q If my job title changes, does that mean my job is changing? A
Not necessarily. Job titles may be recommended to improve consistency across the organization or better reflect the work performed. Any proposed title changes will be reviewed through the negotiation process, as applicable, before they are finalized. If implemented, Human Resources will communicate whether any changes affect job duties or reporting relationships

3. Salary, Benefits & Market Findings
Q Will my salary be lowered?
A
No. No employee's salary will be lowered as a result of this study. Any future adjustments will not result in a decrease in anyone’s current pay. 46 48
Q How did the City’s salaries compare with peer organizations? A
Baker Tilly benchmarked 137 job classifications against comparable public-sector organizations. On average, the City’s current minimums are about 102% of market; midpoints are at 100% of market; and maximums are 104% of market.

3. Salary, Benefits & Market Findings -
Continued
Q If my position is below market, will I get a salary increase? A
Possibly. The purpose of this study was to ensure the City’s classification and compensation system is fair, internally equitable, and competitive with the market. Any recommendations related to salary will be reviewed through the formal labor negotiation process, as applicable, once the study is complete. No changes will be finalized until that process concludes.

Q Was cost-of-living considered when reviewing information from other peer organizations?
A
Yes. Economic factors, including cost of living, were considered when identifying and selecting comparable peer organizations. Cost-of-living data was used to help ensure reasonable market comparisons, but it was not applied as a separate adjustment or formula to individual salary recommendations.

Q Why is this study important beyond salary changes?
A
If new salary ranges are adopted, employee placement will follow a consistent methodology applied Citywide. Factors such as individual performance, tenure, or an employee’s existing salary are not used to determine the pay range or grade assignment. Any final placement decisions will be addressed through the labor negotiation process, as applicable.
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3. Salary, Benefits & Market Findings -
Continued
Q Should I expect major changes from this study?
A
Not necessarily. Early findings suggest that many positions are already generally aligned with the market. The study’s biggest value may be updating job descriptions, strengthening internal equity, and clarifying career progressions. Any changes that are considered will be reviewed through the labor negotiation process, as applicable.

Q Which peer organizations were used, and how were they selected? A
Baker Tilly received input from the City’s department heads, labor associations, and worked with HR to establish the list of peer organizations. The final list was reviewed and approved by the City Council.

4. Peer Organizations & Comparisons
City of Anaheim
City of Brea
City of Costa Mesa
City of Huntington Beach
City of Irvine
Irvine Ranch Water District
City of Malibu
City of Manhattan Beach
City of Newport Beach
City of Orange
Orange County
Orange County Fire Authority
City of Santa Ana
City of Tustin
Data was additionally sourced from the following peers to ensure adequate matches for Marine Safety positions:

City of Long Beach
Los Angeles County
City of San Diego
To represent ‘the private sector,’ Baker Tilly included matches, as appropriate, from the following sources:

Bureau of Labor Statistics
Comp Analyst
Economic Research Institute
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4. Peer Organizations & Comparisons -
Continued
Q Was cost-of-living considered when reviewing information from other peer organizations?
A
Yes. Economic factors, including cost of living, were considered when identifying and selecting comparable peer organizations. Cost-of-living data was used to help ensure reasonable market comparisons, but it was not applied as a separate adjustment or formula to individual salary recommendations.

Q Coming into the study, the City had several pay plans/groups. Did those change?
A
As part of the study, Baker Tilly led discussions with the City’s project team to review the number, type, and overall design of the City’s pay plans. Based on that review, Baker Tilly recommended the following separate pay structures for the following groups:

Q Will this structure be reviewed regularly?
A
Baker Tilly recommended that the City conduct periodic market assessments to help ensure the classification and compensation structure remain competitive and aligned with industry standards. Any future reviews would be subject to City priorities, available resources, and applicable labor agreements.

5. Pay Plans & Classification Structure
These recommended pay structures reflect differences in labor markets, job requirements, and career progressions across the respective groups. Final pay plan design and implementation are subject to the labor negotiation process, as applicable, and City Council approval
Police
Fire
Marine Safety
“General”
Management
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5. Pay Plans & Classification Structure -
Continued
Q Why five pay plans, and how do they differ?
A Public safety positions tend to be more sensitive to the market conditions than other classifications. Establishing a separate pay structure for Police, Fire, and Marine Safety allows the City to better respond to market competitiveness, recruitment, and retention needs specific to those roles.

Management positions already operate under an open-range pay plan, and the study recommended maintaining that structure. The “General” pay plan includes the remaining professional (non-sworn) and general classifications and reflects more common career progression and market patterns.

Having multiple pay plans allows the City to maintain internal equity while also recognizing differences in labor markets, job requirements, and career structures across employee groups.

Q Was my supervisor involved in the new pay plan that affects my department?
A
Supervisors were asked to review and provide feedback on employees' completed Position Analysis Questionnaires (PAQs) early in the process to help ensure the accuracy of the information. Department directors provided input on grade assignments. Final pay plan design and implementation are subject to the labor negotiations process, as applicable, and City Council approval.
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6. Timeline, Next Steps & Negotiations
Q When will the implementation take effect?
A The classification and compensation study is expected to be presented to the City Council on January 13, 2026, as an informational item. Any recommended changes resulting from the study will be addressed through the labor negotiation process, as applicable. Additional information regarding the timing and implementation of any approved changes will be provided after those discussions are complete. Updates will be shared with employees through email communications and the City’s intranet, as appropriate
Q What happens after the final report is presented to the City Council? A After the informational presentation to the City Council on January 13, 2026, the City will make the study available to help inform future discussions with the labor associations. Recommendations from the study will be reviewed during these discussions, as appropriate. No changes to pay, titles, or classifications will occur unless and until they are addressed through the labor negotiation process, as applicable, and approved by the City Council.

Q Why does implementation take so long?
A
Implementing classification and compensation changes requires City Council direction and review through the labor negotiations process, which may take several months. This deliberate approach helps ensure that recommendations are evaluated thoroughly, consistently, and fairly with employee associations before decisions are finalized. 51 53

6. Timeline, Next Steps & Negotiations -
Continued
Q Will all recommendations in the study be implemented immediately? A Not necessarily. Recommendations in the study, including potential pay or classification adjustments, will be carefully reviewed during labor negotiations. Any changes will only be implemented after negotiations are complete.

Q How will the City keep employees informed during negotiations? A While some information must remain confidential during labor negotiations, the City will share updates when appropriate and to the extent possible. Employees will receive updates via email and/or updates on SharePoint as milestones in the process are reached.

Q How often will the City share updates?
A
Updates will be shared at key milestones. Additional information and resources will be available through email communications and on SharePoint, as appropriate.

7. Employee Questions, Concerns & Support
Q What if I have concerns about my classification or salary adjustment? A
Employees are encouraged to bring questions or concerns to their manager or to Human Resources. The City is committed to providing information and assistance to help employees understand the classification and compensation study and how it may affect them. 52 54