Attachment 1 - Manteca 2026 Final Classification Study Report

March 17, 2026

CLASSIFICATION STUDY

FINAL REPORT
City of Manteca, California
© 2026 Arthur J. Gallagher & Co. 1
March 17, 2026
Ms. Stephanie Van Steyn
Director of Human Resources
City of Manteca
1001 W. Center Street
Manteca, CA 95337
Dear Ms. Van Steyn:

Gallagher is pleased to present this Final Classification Study Report for all positions in the City of Manteca. This report documents the classification study process and provides recommendations for the classification plan, allocations of individual positions for all City employees, and class specifications.

This report incorporates a summary of the study’s multi-step process, which included results of written Position Description Questionnaires, interviews with employees and management, and employee review and comments in the form of draft class descriptions and class allocation recommendations.

We would like to thank you for your assistance and cooperation without which this study could not have been brought to its successful completion.

We will be glad to answer any questions or clarify any points as you are implementing the findings and recommendations. It was a pleasure working with you and we look forward to future opportunities to provide you with professional assistance.

Very truly yours,
Mike Harary
Mike Harary
Project Manager
© 2026 Arthur J. Gallagher & Co. 2
Contents
Executive Summary .................................................................................................................................... 3 Background........................................................................................................................................... 3 Classification Study Goals........................................................................................................................... 3 Classification Study Process ....................................................................................................................... 3 Classification Concepts............................................................................................................................... 4 Positions vs. Classifications .................................................................................................................. 4 The Relationship Between Classification and Compensation ................................................................ 4 The Purpose of Having a Classification Plan......................................................................................... 4 Classification Descriptions..................................................................................................................... 5 Fair Labor Standards Act....................................................................................................................... 7 Classification Findings and Recommendations ........................................................................................... 8 Classification Structure and Allocation Factors...................................................................................... 8 Classification Allocation Recommendations ........................................................................................12 Title Change........................................................................................................................................12 Reclassification ...................................................................................................................................14 New Classifications .............................................................................................................................15 Conclusion ................................................................................................................................................15 List of tables
Table 1. Title Change Recommendations .............................................................................. 132 Table 2. Reclassification Recommendations.......................................................................... 144 Appendices
Appendix I: Recommended Position Allocations
Appendix II: Class Concepts
© 2026 Arthur J. Gallagher & Co. 3
Executive Summary
Background
In April 2025, the City of Manteca (City) contracted with Arthur J. Gallagher & Co. to conduct a Classification and Total Compensation study for all City classifications. All classification and compensation findings, recommendations, and options for implementations are in this report.

This classification review process was precipitated by:
• The concern of the City Council, management, and the employee groups that employees should be recognized for the level and scope of work performed and that they are paid on a fair and competitive basis that allows the City to recruit and retain a high-quality staff;
• To ensure class descriptions reflect current programs, responsibilities, and technologies; • The desire to have a compensation plan that can meet the needs of the City; and • The desire to ensure internal relationships of salaries are based upon objective, non-quantitative evaluation factors, resulting in equity across the City.

The goal of the classification and compensation study is to assist the City in developing a competitive pay and benefit structure, which is based upon market data to ensure the plan is fiscally responsible, and meets the needs of the City with regards to recruitment and retention of qualified staff.

Classification Study Goals
The goals and objectives of the classification portion of the study were to:
• Obtain detailed information regarding each position through a variety of techniques, including written Position Description Questionnaires (PDQs) and interviews with employees and management; • Prepare an updated classification plan, including recommended class descriptions and position allocations which recognize the scope and level of the various classes and positions, and is perceived equitable by management and employees alike;
• Provide class descriptions and other documentation which includes information required for compliance with the Americans with Disabilities Act (ADA) and appropriate qualifications, including knowledge, skills, and other requirements that are job-related and meet other legal guidelines; and • Provide sufficient documentation to allow the City to maintain the classification system on a regular basis.

Classification Study Process
The classification study procedures were as follows:
• An initial meeting was held with City management to clarify study scope, objectives, processes, and deliverables. • Orientation meetings were held to which all employees were invited, to meet consultant staff involved with the project, clarify study objectives and procedures, answer questions, and distribute the PDQs. • After the PDQs were completed by employees and reviewed by management and consultant staff, interviews were conducted with all employees and management.
• Following the analysis of the classification information gathered, draft class concepts, specifications, and position allocations were developed for management and employee review. © 2026 Arthur J. Gallagher & Co. 4
• After resolution of issues, wherever possible, including additional contacts with employees and management to gain details and clarification, appropriate modifications were made to the draft specifications and allocations and this final report was prepared.

Classification Concepts
Positions vs. Classifications
“Position” and “Classification” are two terms often used interchangeably but have very different meanings. As used in this report:
• A position is an assigned group of duties and responsibilities performed by one person. A position can be fulltime, part-time, regular or temporary, filled or vacant. Often the word “job” is used in place of the word “position.” • A classification or class may contain only one position or may consist of several positions. When several positions are assigned to one class, the same title is appropriate for each position; the scope, level, duties, and responsibilities of each position assigned to the class are sufficiently similar (but not identical), the same core knowledge, skills, abilities, and other requirements are appropriate for all positions, and the same salary range is equitable for all positions in the class.

The description of a position often appears as a working desk manual, going into detail regarding work process steps, while a class description emphasizes the general scope and level of responsibilities, plus the knowledge, skills, abilities, and other requirements for successful performance When positions are classified, the focus is on assigned job duties and the job-related requirements for successful performance, not on individual employee capabilities or amount of work performed. Positions are thus evaluated and classified on the basis of such factors as knowledge, skills, and abilities required to perform the work, the complexity of the work, the authority delegated to make decisions and take action, the responsibility for the work of others and/or for budget expenditures, contacts with others (both inside and outside of the organization), and the impact of the position on the organization and working conditions.

The Relationship Between Classification and Compensation Classification and the description of the work and the requirements to perform the work are separate and distinct from determining the worth of that work in the labor market and to the organization. While recommending the appropriate compensation for the work of a class depends upon an understanding of what that work is and what it requires (as noted above), compensation levels are often influenced by two factors:
• The external labor market; and
• Internal relationships within the organization.

The Purpose of Having a Classification Plan
A position classification plan provides an appropriate basis for making a variety of human resources decisions such as the:
• Development of job-related recruitment and selection procedures; • Clear and objective appraisal of employee performance; • Development of training plans and succession planning; • Design of an equitable and competitive salary structure; • Organizational development and the management of change; and • Provision of an equitable basis for discipline and other employee actions. © 2026 Arthur J. Gallagher & Co. 5
In addition to providing this basis for various human resources management and process decisions, a position classification plan can also effectively support systems of administrative and fiscal control. Grouping of positions into an orderly classification system supports planning, budget analysis and preparation, and various other administrative functions.

Within a position classification plan, job classifications can either be broad (containing a number of positions) or narrow (emphasizing individual job characteristics). Broad job classifications are indicated when:
• Employees can be hired with a broad spectrum of knowledge, skill, and/or academic preparation and can readily learn the details of the City, the department, and the position on-the-job; or • There is a need for flexibility of the assignment within a department or an organization due to changing programs, technologies, or workload.

Individualized job classifications are indicated when:
• There is an immediate need to recruit for specialty knowledge and skills; • There is a minimum of time or capability for on-the-job training; or • There is an organizational need to provide for specific job recognition and to highlight the differences between jobs.

Most classification plans are a combination of these two sets of factors and we have chosen the middle ground in this study as being most practicable in the City’s changing environment and service delivery expectations, as well as being in line with the City’s strategic plan. This approach resulted in recommendations to retitle classifications to more accurately reflect current responsibilities or use more contemporary titles (e.g., “Facilities Maintenance Engineer” to “Facilities Technician”), or to reclassify certain individuals into existing or entirely new classifications that more accurately reflect current responsibilities (e.g., “Administrative Assistant III” to “Deputy City Clerk”). Detailed allocation recommendations are found in Appendix I of the report.

Classification Descriptions
In developing the new and revised classification descriptions for all positions, the basic concepts outlined in the previous pages were utilized. The recommended class descriptions have been provided to the Human Resources Director separately from this report.

As mentioned earlier, the class descriptions are based upon the information from the written PDQs completed by each employee, the individual job audit interviews (if required), and from information provided by employees and managers during the review processes. These descriptions provide:
• A written summary documenting the work performed and/or proposed by the incumbents of these classifications; • Distinctions among the classes; and
• Documentation of requirements and qualifications to assist in the recruitment and selection process.

Just as there is a difference between a position and a class, there is also a difference between a position description and a class description. A position description, often known as a “desk manual”, generally lists each duty an employee performs and may also have information about how to perform that duty. A class description normally reflects several positions and is a summary document that does not list each duty performed by every employee. The class description, which is intended to be broader, more general and informational, is intended to indicate the general scope and level of responsibility and requirements of the class, not detail-specific position responsibilities.

The sections of each class description are as follows:

Title: This should be brief and descriptive of the class and consistent with other titles in the classification plan and the occupational area.
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• The title of a classification is normally used for organization, classification, and compensation purposes within the City. Often working titles are used within a department to differentiate an individual. All positions have a similar level of scope and responsibility; however, the working titles may give assurance to a member of the public that they are dealing with an appropriate individual. Working titles should be authorized by Human Resources to ensure consistency within the City and across departmental lines.

Definition: This provides a capsule description of the job and should give an indication of the type of supervision received the scope and level of the work and any unusual or unique factors. The phrase “performs related work as required” is not meant to unfairly expand the scope of the work performed, but to acknowledge that jobs change and that not all duties are included in the class specification.

Supervision Received and Exercised: This section specifies which class or classes provide supervision to the class being described and the type and level of work direction or supervision provided to this class. The section also specifies what type and level of work direction or supervision the class provides to other classes. This assists the reader in defining where the class “fits” in the organization and alludes to possible career advancement opportunities.

Class Characteristics: This can be considered the “editorial” section of the specification, slightly expanding the Definition, clarifying the most important aspects of the class and distinguishing this class from the next higher-level in a class series or from a similar class in a different occupational series.

Examples of Typical Job Functions: This section provides a list of the major and typical duties, intended to define the scope and level of the class and to support the Qualifications, including Knowledge and Abilities. This list is meant to be illustrative only. The description is a summary document therefore duties may differ depending upon program requirements, technology, and organizational needs.

Qualifications: This element of the description has several sections:
• A listing of the job-related knowledge and skills required to successfully perform the work. They must be related to the duties and responsibilities of the work and capable of being validated under the Equal Employment Opportunity Commission’s Uniform Guidelines on Selection Procedures. Knowledge (intellectual comprehension) and Abilities (acquired proficiency) should be sufficiently detailed to provide the basis for selection of qualified employees.
• A listing of educational and experience requirements that outline minimum and alternative ways of gaining the knowledge and abilities required for entrance into the selection process. These elements are used as the basic screening technique for job applicants.
• Licenses and/or certifications identify those specifically required in order to perform the work. These licenses/ certifications are often required by an agency higher than the City (i.e., the State) and can therefore be appropriately included as requirements.

Physical Demands: This section identifies the basic physical abilities required for performance of the work. These are not presented in great detail (although they are more specifically covered for documentation purposes in the PDQs) but are designed to indicate the type of pre-employment physical examination (lifting requirements and other unusual characteristics are included, such as “finger dexterity needed to access, enter, and retrieve data using a computer keyboard”) and to provide an initial basis for determining reasonable accommodation for ADA purposes.

Working Conditions: These can describe certain outside influences and circumstances under which a job is performed; they give employees or job applicants an idea of certain risks involved in the job and what type of protective gear may be necessary to perform the job. Examples are loud noise levels, cold and/or hot temperatures, vibration, confining workspace, chemicals, mechanical and/or electrical hazards, and other job conditions. © 2026 Arthur J. Gallagher & Co. 7
Fair Labor Standards Act
One of the major components of the job analysis and classification review is the determination of each classification’s appropriate Fair Labor Standards Act (FLSA) status, i.e., exempt vs. non-exempt from the FLSA overtime rules and regulations.

As we review position description questionnaires and notes from the interviews, we analyze each classification’s essential functions to determine its FLSA status. There are three levels for the determination of the appropriate FLSA status that are utilized and on which we base our recommendations. Below are the steps used for the determination of Exempt FLSA status.

Salary Basis Test: The incumbents in a classification are paid at least $684 per week ($35,568 per year), not subject to reduction due to variations in quantity/quality of work performed.

Exemption Applicability: The incumbents in a classification perform any of the following types of jobs:
• Executive: Employee whose primary duty is to manage the business or a recognized department/entity and who customarily directs the work of two or more employees. This also includes individuals who hire, fire, or make recommendations that carry particular weight regarding employment status. Examples: executive, director, owner, manager, supervisor.
• Administrative: Employee whose primary activities are performing office work or non-manual work on matters of significance relating to the management or business operations of the firm or its customers and which require the exercise of discretion and independent judgment. Examples: coordinator, administrator, analyst, accountant. • Professional: Employee who primarily performs work requiring advanced knowledge/education and which includes consistent exercise of discretion and independent judgment. The advanced knowledge must be in a field of science or learning acquired in a prolonged course of specialized intellectual instruction. Examples: attorney, physician, statistician, architect, biologist, pharmacist, engineer, teacher. • Computer professional: Employee who primarily performs work as a computer systems analyst, programmer, software engineer or similarly skilled work in the computer field performing a) application of systems analysis techniques and procedures, including consulting with users to determine hardware, software, or system functional specifications; b) design, development, documentation, analysis, creation, testing, or modification of computer systems or programs, including prototypes, based on and related to user or system design specification; or c) design, documentation, testing, creation or modification of computer programs based on and related to user or system design specifications; or a combination of the duties described above, the performance of which requires the same level of skills. Examples: system analyst, database analyst, network architect, software engineer, programmer.

Job Analysis: A thorough job analysis of the job duties must be performed to determine exemption status. An exempt position must pass both the salary basis and duties tests. The job analysis should include:
• Review of the minimum qualifications established for the job; • Review of prior class descriptions, questionnaires, and related documentation; • Confirmation of duty accuracy with management; and
• Review and analysis of workflow, organizational relationships, policies, and other available organizational data.

Non-exempt classifications work within detailed and well-defined sets of rules and regulations, policies, procedures, and practices that must be followed when making decisions. Although the knowledge base required to perform the work may be significant, the framework within which incumbents work is fairly restrictive and finite. (Please note that FLSA does not allow for the consideration of workload and scheduling when it comes to exemption status).

Finally, often a classification performs both non-exempt and exempt duties, so we analyze time spent on each type of duties. If a classification performs mostly non-exempt duties (i.e. more than 50% of their time), then the classification would be considered non-exempt.
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Classification Findings and Recommendations
Classification Structure and Allocation Factors
The proposed classification plan provides the City with a systematic classification structure based on the interrelationship between duties performed, the nature and level of responsibilities, and other work-related requirements of the jobs.

A classification plan is not a stable, unchanging entity. Classification plans may be updated and revised by conducting classification studies that are organizational wide (review of the all classifications and positions) or position-specific. The methodology used for both types of studies is the same, as outlined above.

For either type of study, when identifying appropriate placement of new and/or realigned positions within the classification structure, there are general allocation factors to consider. By analyzing these factors, the City will be able to change and grow the organization while maintaining the classification plan.

1. Type and Level of Knowledge and Skill Required
This factor defines the level of job knowledge and skill, including those attained by formal education, technical training, on-the job experience, and required certification or professional registration. The varying levels are as follows:

A. The entry-level into any occupational field
This entry-level knowledge may be attained by obtaining a high school diploma, completing specific technical course work, or obtaining a four-year or advanced college or university degree. Little to no experience is required.

B. The experienced or journey-level (fully competent-level) in any occupational field This knowledge and skill level recognizes a class that is expected to perform the day-to-day functions of the work independently, but with guidelines (written or oral) and supervisory assistance available. This level of knowledge is sufficient to provide on-the-job instruction to a fellow employee or an assistant when functioning in a lead capacity. Certifications may be required for demonstrating possession of the required knowledge and skills.

C. The advanced level in any occupational field
This knowledge and skill level is applied in situations where an employee is required to perform or deal with virtually any job situation that may be encountered. Guidelines may be limited and creative problem solving may be involved. Supervisory knowledge and skills are considered in a separate factor and should not influence any assessment of this factor.

2. Supervisory/Management Responsibility
This factor defines the staff and/or program management responsibility, including short and long-range planning, budget development and administration, resource allocation, policy and procedure development, and supervision and direction of staff.

A. No ongoing direction of staff
The employee is responsible for the performance of their own work and may provide side-by-side instruction to a co-worker.

B. Lead direction of staff or program coordination
The employee plans, assigns, directs, and reviews the work of staff performing similar work to that performed by the employee on a day-to-day basis. Training in work procedures is normally involved. If staff direction is not © 2026 Arthur J. Gallagher & Co. 9
involved, the employee must have responsibility for independently coordinating one or more programs or projects on a regular basis.

C. Full first-line supervisor
The employee performs the supervisory duties listed above, and, in addition, makes effective recommendation and/or carries out selection, performance evaluation, and disciplinary procedures. If staff supervision is not involved, the employee must have programmatic responsibility, including development and implementing goals, objectives, policies and procedures, and budget development and administration.

D. Manager
The employee is considered management, often supervising through subordinate levels of supervision. In addition to the responsibilities outlined above, responsibilities include allocating staff and budget resources among competing demands and performing significant program and service delivery planning and evaluation.

This level normally reports to the Department Head.

E. Department Head
The employee provides administrative direction and oversight for all functions and activities of the assigned department, typically managing department operations through subordinate levels of management. In addition to allocating staff and budget resources, responsibilities include setting departmental policy and directing strategic plans and initiatives to align departmental operations and activities with City-wide strategic goals established by Executive Management and/or the City Council.

F. Executive Management
The employee has total administrative responsibility for the City and reports to the City Council.

3. Supervision Received
A. Direct Supervision
Direct supervision is usually received by entry-level employees and trainees, i.e., employees who are new to the organization and/or position they are filling. Initially under close supervision, incumbents learn to apply concepts and work procedures and methods in assigned area of responsibility to resolve problems of moderate scope and complexity. Work is usually supervised while in progress and fits an established structure or pattern. Exceptions or changes in procedures are explained in detail as they arise. As experience is gained, assignments become more varied and are performed with greater independence.

B. General Supervision
General supervision is usually received by the experienced and journey-level employees, i.e., employees who have been in a position for a period of time and have had the opportunity to be trained and learn most, if not all, duties and responsibilities of the assigned classification. Incumbents are cross-trained to perform the full range of technical work in all of the areas of assignment.

At the experienced-level, positions exercise some independent discretion and judgment in selecting and applying work procedures and methods. Assignments and objectives are set for the employee and established work methods are followed. Incumbents have some flexibility in the selection of steps and timing of work processes.

Journey-level positions receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of assigned projects, programs, and team(s).

Assignments are given with general guidelines and incumbents are responsible for establishing objectives, timelines, and methods to deliver work products. Work is typically reviewed upon completion for soundness, appropriateness, and conformity to policy and requirements, and the methodology used in arriving at the end results are not reviewed in detail.
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C. General Direction
General direction is usually received by senior level or management positions. Work assignments are typically given as broad, conceptual ideas and directives and incumbents are accountable for overall results and responsible for developing guidelines, action plans, and methods to produce deliverables on time and within budget.

D. Administrative and Policy Direction
Administrative direction is usually received by executive management classifications. The incumbent is accountable for accomplishing City-wide planning and operational goals and objectives within legal and general policy and regulatory guidelines. The incumbent is responsible for the efficient and economical performance of the organization’s operations.

4. Problem Solving
This factor involves analyzing, evaluating, reasoning, and creative thinking requirements. In a work environment, not only the breadth and variety of problems are considered, but also guidelines such as supervision, policies, procedures, laws, regulations, and standards available to the employee.

A. Structured problem solving
Employees learn to apply concepts and work procedures and methods in assigned area of responsibility and to resolve problems and issues that are specific, less complex, and/or repetitive. Exceptions or changes in procedures are explained in detail as they arise.

B. Independent, guided problem solving
Work situations require making independent decisions among a variety of alternatives; however, policies, procedures, standards, and regulations and/or management are available to guide the employee towards problem resolution.

C. Application of discriminating choices
Work situations require independent judgment and decision-making authority when identifying, evaluating, adapting, and applying appropriate concepts, guidelines, references, laws, regulations, policies, and procedures to resolve diverse and complex problems and issues.

D. Creative, evaluative, or critical thinking
The work involves a high-level of problem-solving requiring analysis of unique issues or increasingly complex problems without precedent and/or structure and formulating, presenting, and implementing strategies and recommendations for resolution.

5. Authority for Making Decisions and Taking Action
This factor describes the degree to which employees have the freedom to take action within their job. The variety and frequency of action and decisions, the availability of policies, procedures, laws, and supervisory or managerial guidance, and the consequence or impact of such decisions are considered within this factor.

A. Direct, limited work responsibility
The employee is responsible for the successful performance of their own work with little latitude for discretion or decision-making. Work is usually supervised while in progress and fits an established structure or pattern. Direct supervision is readily available.

B. Decision-making within guidelines
The employee is responsible for the successful performance of their own work, but able to prioritize and determine methods of work performance within general guidelines. Supervision is available, although the © 2026 Arthur J. Gallagher & Co. 11
employee is expected to perform independently on a day-to-day basis. Emergency or unusual situations may occur but are handled within procedures and rules. Impact of decisions is normally limited to the work unit, project, or program to which they are assigned.

C. Independent action with focus on work achieved
The employee receives assignments in terms of long-term objectives, rather than day-to-day or weekly timeframes. Broad policies and procedures are provided, but the employee has latitude for choosing techniques and deploying staff and material resources. Impact of decisions may have significant program or City-wide service delivery and/or budgetary impact.

D. Decisions made within general policy or elected official guidance The employee is subject only to the policy guidance of elected officials and/or broad regulatory or legal constraints. The ultimate authority for achieving the goals and objectives of the City are with this employee.

6. Interaction with Others
This factor includes the nature and purpose of contacts with others, from simple exchanges of factual information to the negotiation of difficult issues. It also considers with whom the contacts are made, from co-workers and the public to elected or appointed public officials.

A. Exchange of factual information
The employee is expected to use ordinary business courtesy to exchange factual information with co-workers and the public. Strained situations may occasionally occur, but the responsibilities are normally not confrontational.

B. Interpretation and explanation of policies and procedures The employee is required to interpret policies and procedures, apply and explain them, and influence the public or others to abide by them. Problems may need to be defined and clarified and individuals contacted may be upset or unreasonable. Contacts may also be made with individuals at all levels throughout the City.

C. Influencing individuals or groups
The employee is required to interpret laws, policies, and procedures to individuals who may be confrontational or to deal with members of professional, business, community, or other groups or regulatory agencies as a representative of the City.

D. Negotiation with organizations from a position of authority The employee often deals with the City Council, elected officials, government agencies, and other outside agencies, and the public to advance and represent the priorities and interests of the City, provide policy direction, and/or negotiate solutions to difficult problems.

7. Working Conditions/Physical Demands
This factor includes specific physical, situational, and other factors that influence the employee’s working situation.

A. Normal office or similar setting
The work is performed in a normal office or similar setting during regular office hours (occasional overtime may be required but compensated for). Responsibilities include meeting standard deadlines, using office and related equipment, lifting materials weighing up to 25 pounds, and communicating with others in a generally nonstressful manner.

B. Varied working conditions with some physical or emotional demands © 2026 Arthur J. Gallagher & Co. 12
The work is normally performed indoors, but may have some exposure to noise, heat, weather, or other uncomfortable conditions. Stand-by, call back, or regular overtime may be required. The employee may have to meet frequent deadlines, work extended hours, and maintain attention to detail at a computer or other machinery, deal with difficult people, or regularly perform moderate physical activity.

C. Difficult working conditions and/or physical demands The work has distinct and regular difficult demands. Shift work (24-7 or rotating) may be required; there may be exposure to hazardous materials or conditions; the employee may be subject to regular emergency callback and extended shifts; and/or the work may require extraordinary physical demands.

Based on the above factors, in the maintenance of the classification plan when an employee is assigned an additional duty or responsibility and requests a change in classification, it is reasonable to ask:
• What additional knowledge and skills are required to perform the duty? • How does one gain this additional knowledge and skills – through extended training, through a short-term seminar, through on-the-job experience?
• Does this duty or responsibility require new or additional supervisory responsibilities? • Is there a greater variety of or are there more complex problems that need to be solved as a result of the new duty?
• Does the employee have to make a greater variety of or more difficult decisions as a result of this new duty? • Are the impacts of decisions greater because of this new duty (effects on staff, budget, City-wide activities, and/or relations with other agencies)?
• Are guidelines, policies, and/or procedures provided to the employee for the performance of this new duty? • Is the employee interacting with internal and external stakeholders others more frequently or for a different purpose as a result of this new assignment?
• Have the working or physical conditions of the job changed as a result of this new assignment? The analysis of the factors outlined above, as well as the answers to these questions, were used to determine recommended classifications for all City employees. The factors above will also help to guide the placement of specific positions to the existing classification structure and/or revision of the entire classification structure in the future.

Classification Allocation Recommendations
All class descriptions were created and/or updated in order to ensure the format is consistent, and the duties and responsibilities are current and properly reflect the required knowledge, abilities, and skills.

When evaluating the allocation of positions, the focus is on assigned job duties and the job-related requirements for successful performance, not on individual employee capabilities or amount of work performed. Positions are evaluated and classified on the basis of such factors as knowledge and skill required to perform the work, the complexity of the work, the authority delegated to make decisions and take action, the responsibility for the work of others and/or for budget expenditures, contacts with others (both inside and outside of the organization), the impact of the position on the organization, and working conditions.

Furthermore, it is necessary to: (i) identify the duties the incumbents are currently being required to perform; (ii) determine if those duties are captured in the current classification description; and (iii) identify the percentage of duties being performed, if any, which are outside of the current classification.

Title Change
One change in the classification plan, as noted above, was the title change for 58 classifications, as reflected in Table #1.

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Respectfully submitted by,
Mike Harary
Mike Harary
Project Manager
Arthur J. Gallagher & Co.

Appendix I
Recommended Position Allocations
© 2026 Arthur J. Gallagher & Co.

City of Manteca
Allocation Listing
September 2025
Fire
PDQ?
Yes/No Last Name First Name Department Current Title Recommended Title (sorted) Class Concept Action Rationale No Fire Fire Inspector II Fire Inspector II Technician No Change No PDQ received. Allocate based on current JD.

No Fire Fire Inspector II Fire Inspector II Technician No Change No PDQ received. Allocate based on current JD.

Yes Fire Fire Marshal Fire Marshal Division Manager No Change Position is properly classified.

Yes Fire Firefighter Firefighter Technician No Change Position is properly classified.

No Fire Firefighter Firefighter Technician No Change No PDQ received. Classify same as peers.

Yes Fire Firefighter - Measure M Firefighter - Measure M Technician No Change Position is properly classified.

No Fire Firefighter - Measure M Firefighter - Measure M Technician No Change No PDQ received. Classify same as peers.

Yes Fire Firefighter Engineer Firefighter Engineer Technician No Change Position is properly classified.

No Fire Firefighter Engineer Firefighter Engineer Technician No Change No PDQ received. Classify same as peers.

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City of Manteca
Allocation Listing
September 2025
Fire
PDQ?
Yes/No Last Name First Name Department Current Title Recommended Title (sorted) Class Concept Action Rationale No Fire Firefighter Engineer Firefighter Engineer Technician No Change No PDQ received. Classify same as peers.

No Fire Firefighter Engineer Firefighter Engineer Technician No Change No PDQ received. Classify same as peers.

No Fire Firefighter Engineer-Measure M Firefighter Engineer-Measure M Technician No Change No PDQ received. Allocate based on current JD.

No Change
Title Change
Reclassification
New Class

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City of Manteca
Allocation Listing
September 2025
Police
PDQ?
Yes/No Last Name First Name Department Current Title Recommended Title (sorted) Class Concept Action Rationale No Police Police Officer Police Officer Technician No Change No PDQ received. Allocate based on current JD.