Jurisdiction Riverbank ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2025
(Jan. 1 - Dec.
31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning
Period 6th Cycle 12/31/2023 12/31/2031
Note: "+" indicates an optional field
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFD O1 9/9/2025
1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
062-021-007 4537 California Aven Meadowview Rezone 01-2025 SFDO1 9/9/2025 1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFDO1 9/9/2025 1 00 NONE Non
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFDO1 9/9/2025 1 00 NONE Non
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
132-048-016 6509 Claus Road Sierra Village Rezone 02-2024 SFD O1 9/9/2025
1 00 NONE NoN
20
Jurisdiction Riverbank ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2025 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 12/31/2023 - 12/31/2031
1 Projection
Period 3 4
RHNA Allocation
by Income Level
Projection
Period -
06/30/2023-
12/30/2023
2023 2024 2025 2026 2027 2028 2029 2030 2031
Total Units
to Date (all
years)
Total Remaining
RHNA by
Income Level
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - -
Deed Restricted 1 - - - - - - - - -
Non-Deed Restricted 3 - 8 - - - - - - -
Above Moderate 1,355 106 - 194 88 - - - - - - 388 967
3,591
110 - 202 88 - - - - - - 400 3,191
Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at [email protected].
Acutely Low - -
*For years prior to 2025, data on deed-restricted vs. non-deed restricted Extremely Low-Income units is approximated from whether the projects reported any deed-restricted Very Low-Income Units. If you wish to edit this historical data for accuracy or have any questions about the data, you may login to HCD's online APR system, or contact HCD staff at [email protected].
Total Units
*For jurisdictions that received RHNA determinations for the current cycle prior to the passage of AB 3093 (September 19, 2024):
- You were not allocated Acutely Low-Income and Extremely Low-Income RHNA targets, therefore the allocations in Field 1 are listed as "0" - If you wish to set your own targets in these income categories for informational purposes, contact HCD staff at [email protected]. - All Acutely Low-Income and Extremely Low-Income units reported during the cycle are counted towards Very-Low Income RHNA progress 582
Total RHNA
-
672 Low
*For years prior to 2025, Acutely Low-Income units are reported within the Extremely Low-Income category Please Note: Table B does not currently contain data from Table F or Table F2 for prior years. You may login to the APR system to see Table B that contains this data.
Extremely Low -
12 Moderate
970
672
594
-
-
Income Level
Very Low
- -
This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs.
Please contact HCD if your data is different than the material supplied here 2 Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
970
21
Jurisdiction Riverbank ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2025 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 12/31/2023 - 12/31/2031
Date of
Rezone Rezone Type
2 4 5 6 7 9 10 11
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Date of
Rezone
Very LowIncome Low-Income ModerateIncome
Above
ModerateIncome
Rezone Type Parcel Size
(Acres)
General Plan
Designation Zoning
Minimum
Density
Allowed
Maximum
Density
Allowed
Realistic
Capacity Vacant/Nonvacant Description of Existing Uses
132-038-032 Talbot Avenue Riverbank
CA 4/28/2026 65 44 Shortfall of Sites 5.47 Higher Density Residential (HDR)
Multiple Family
Residential (R-3)
109 164 109 Vacant
062-022-027 0 Kentucky
Avenue 4/28/2026 37 25 Shortfall of Sites 3.1 Higher Density Residential (HDR) Multiple Family
Residential (R-3)
62 93 62 Vacant
075-069-029 5443 Roselle Ave 4/28/2026 12 9 Shortfall of Sites 1.03 Higher Density Residential (HDR)
(SP-1),
Medium / High
Density Residential
(MHR)
21 31 21 Vacant
075-075-052 0 Roselle Ave 4/28/2026 62 42 Shortfall of Sites 5.19 Higher Density Residential (HDR)
(SP-1),
Medium / High
Density Residential
(MHR)
104 156 104 Vacant
075-025-010 5054 Roselle
Avenue 4/28/2026 40 26 Shortfall of Sites 3.3 Mixed Use (SP-1),Mixed Use (CX-1) 66 99 66 Non-Vacant SFR
075-014-026 2819 Claribel
Road 4/28/2026 120 80 Shortfall of Sites 10.26 Mixed Use (SP-1),Mixed Use (CX-1) 200 308 200 Vacant
075-014-027 0 Claribel
Road 4/28/2026 38 26 Shortfall of Sites 3.21 Mixed Use (SP-1), Mixed Use (CX-1) 64 96 64 Vacant
075-093-025 2561 Claribel
Road 4/28/2026 25 17 Shortfall of Sites 2.11 Mixed Use (SP-1),Mixed Use (CX-1) 42 63 42 Vacant
Note: "+" indicates an optional field
Cells in grey contain auto-calculation formulas
Summary Row: Start Data Entry Below
3 8
Project Identifier RHNA Shortfall by Household Income Category Sites Description 1 Sites Identified or Rezoned to Accommodate Shortfall Housing Need and No Net-Loss Law Table C
22
Jurisdiction Riverbank
Reporting Year 2025 (Jan. 1 - Dec. 31)
1 2 3 4 5 6 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program
Implementation
Program
Implementation
Details
Quantified Outcomes:
Category
Quantified Outcomes:
Count Supporting Documents
1.1a - Adequate Sites for
RHNA and Rezone Program
Maintain sufficient, appropriately zoned
land capacity to accommodate the City’s
6th Cycle RHNA (3,591 units) throughout
the planning period in compliance with
State law, including No Net Loss.
12/31/2031 6th Cycle In Progress
By 3/31/26, the City will
rezone the properties
identified in Table C and in
Section VI of the 6th Cycle
Housing Element to
accommodate the City’s
RHNA. Over the planning
period, the City will amend
the Mixed Use District (CX-1
Zone) to allow 100 percent
residential uses within the
CX-1 Zone.
Units
Maintain adequate zoned site capacity to
accommodate all of the City’s RHNA by
income category throughout the planning
period, with no net loss of capacity.
1.1b - Crossroads West
Specific Plan
Maintain adequate high-density sites in the
Crossroads West Specific Plan to support
lower-income housing through by-right
approvals and ongoing RHNA and No Net
Loss monitoring.
12/31/2031 6th Cycle In Progress
Permit high-density
residential development by
right; consider additional
density bonuses for
affordable housing; ensure
Specific Plan amendments
maintain required highdensity acreage.
Other
Maintain a minimum of 15.5 acres of High
Density Residential land within the
Crossroads West Specific Plan at densities of
at least 20 dwelling units per acre (and up to
30+ dwelling units per acre), sufficient to
accommodate the lower-income housing
capacity with no net loss of site capacity
throughout the planning period.
1.1c - Accessory Dwelling
Units
Facilitate the production of Accessory
Dwelling Units. 12/31/2026 6th Cycle In Progress
Promote ADU production
through pre-approved plans,
multilingual outreach, an
ADU resource webpage,
and ADU zoning updates
consistent with State law,
with materials completed by
December 2026 and zoning
updates by June 2026.
Units
Facilitate the development of accessory
dwelling units by maintaining compliance with
State ADU law, providing pre-approved ADU
plans and public information resources, and
tracking annual ADU permit issuance to
support Housing Element assumptions
throughout the planning period.
ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
Table D
Program Implementation Status pursuant to GC Section 65583 23
1.1d - By-Right Approval
Facilitate lower-income housing by
ensuring eligible sites are approved
through a ministerial, by-right process
consistent with Gov. Code §65583.2(c),
removing discretionary and CEQA barriers.
12/31/2031 6th Cycle In Progress
Update the Zoning Code by
March 31, 2026 to codify byright, ministerial approval for qualifying lower-income
housing projects subject
only to objective design
review.
Other
Ensure that all qualifying lower-income
housing projects on eligible sites are
approved ministerially (by-right), exempt from
CEQA, and subject only to objective design
review standards throughout the planning
period.
1.1e - Replacement Housing
Prevent the net loss of lower-income
housing by requiring replacement of
affordable units on non-vacant sites
consistent with AB 1397 and the State
Density Bonus Law.
1/31/2026 6th Cycle In Progress
Update the Zoning Code by
January 31, 2026 to codify
replacement housing
requirements consistent with
AB 1397 and the State
Density Bonus Law. Apply
these requirements to all
qualifying non-vacant site
developments to ensure no
net loss of affordable
housing.
Other
Ensure that development projects on nonvacant sites replace any demolished or removed residential units with units affordable
to the same or lower income levels, in
compliance with State replacement housing
requirements, throughout the planning period.
1.1f - Approved and Pending
Projects
Ensure approved and pending projects
counted toward the 6th Cycle RHNA are
constructed, or that equivalent capacity is
maintained through monitoring and
replacement actions.
12/31/2031 6th Cycle In Progress
The City will maintain an
inventory of approved and
pending projects, conduct biannual outreach, facilitate project development, and
identify alternative actions if
projects do not advance.
Other
Maintain all of the RHNA units assumed from
approved and pending projects by actively
monitoring project status, facilitating project
advancement, and implementing
replacement actions when projects do not
proceed or entitlements expire.
1.1g - Extension of Water
and Wastewater
Infrastructure to Support
Future Growth
Ensure candidate rezoning sites requiring
water and wastewater extensions become
viable for residential development during
the 6th Cycle through infrastructure
funding, coordination, and contingency
actions to maintain RHNA capacity.
12/31/2028 6th Cycle In Progress
Coordinate Community
Development and Public
Works to advance water and
wastewater extensions for
Sites 6–8, pursue funding
annually, prepare cost
estimates by December
2026, conduct a mid-cycle
review by December 2027,
and initiate alternative
actions by January 2028 if
needed.
Other
Facilitate infrastructure readiness for Sites
6–8 by pursuing funding annually, completing
a cost estimate by December 2026, and
achieving funded or constructed water and
wastewater extensions by December 2028; if
not achieved, implement alternative land-use
actions to maintain RHNA site capacity by
December 2028.
1.1h -Religious Institution
Sites
Facilitate affordable housing development
on land owned by religious institutions,
provide by-right approval, and monitoring
site progress to support RHNA compliance.
12/31/2028 6th Cycle In Progress
Adopt by-right overlay,
provide outreach and
technical assistance, update
site inventory, and pursue
alternative actions if sites do
not advance.
Other
Adopt by-right overlay zone at Housing
Element adoption; conduct biannual
outreach; complete mid-cycle review by 2027;
implement alternatives by 2028 if needed.
1.1i - Maximum Residential
Density
Establish a maximum density for the
Highger Density Residential and Mixed Use
General Plan Land Use Designations.
6/30/2026 6th Cycle In Progress
Amend the General Plan
Land Use Element to specify
maximum allowable
residential densities for
Higher Density Residential
and Mixed Use
designations.
Other
Amend the General Plan Land Use Element
to adopt maximum residential density
standards for Higher Density Residential and
Mixed Use land use designations concurrent
with Housing Element adoption.
24
1.2a - Multi-Family
Developments
Ensure that sufficient land at appropriate
densities remains available to facilitate high
density and multifamily housing
development by monitoring land availability
and development activity.
12/31/2031 6th Cycle In Progress
Annually track land
availability and multifamily
development through the
APR to determine whether
additional rezoning is
needed to support highdensity housing.
Other
Annually evaluate 100 percent of multifamily
and high-density residential land inventory
and housing production to confirm adequate
capacity to meet RHNA targets, and initiate
rezoning or other corrective actions within
one year if a capacity shortfall is identified.
1.2b - Geographical
Information Systems
Maintain accurate records as changes to
land inventory occur; keep GIS current and
provide record to interested parties.
12/31/2031 6th Cycle In Progress
The City will update and
maintain accurate GIS
layers that will be accessible
from the internet.
Other
Update 100 percent of GIS land inventory
layers to reflect approved land use and
zoning changes and publish updated layers
online at least annually
1.2c - No Net Loss
Ensure ongoing compliance with SB 166
(No Net Loss) by maintaining sufficient
residential and mixed-use site capacity to
accommodate the City’s remaining RHNA
obligation at all times during the planning
period.
7/31/2026 6th Cycle In Progress
Develop a formal No Net
Loss monitoring procedure
by July 2026; evaluate
project impacts annually and
in 2027; initiate rezoning or
alternative site strategies
within six months if a
shortfall is identified.
Other
Maintain residential site capacity needed to
accommodate the City’s remaining RHNA by
income category throughout the planning
period, with zero net loss of capacity, and
initiate corrective actions within six months if a
shortfall is identified.
2.1a - Non-Profit Developers
Facilitate the development of affordable
housing for lower-income households by
actively engaging nonprofit housing
developers and supporting their efforts to
identify sites, secure funding, and advance
affordable housing projects within the City.
12/31/2031 6th Cycle In Progress
The City will meet with nonprofit developers (e.g., SelfHelp Enterprises, Habitat for Humanity) to identify suitable
sites, review funding
opportunities, and provide
technical assistance to
support funding applications
and project development.
Meetings
Conduct at least one (1) meeting annually
with nonprofit housing developers to support
affordable housing development and provide
assistance for 100 percent of nonprofit
affordable housing proposals that are
consistent with the Housing Element.
2.1b - Funding for LowerIncome Developments
Facilitate the development of housing
affordable to extremely low-, very low-, and
low-income households by assisting
developers with grant preparation and
expediting City review processes to support
successful funding applications, with priority
given to extremely low-income housing.
12/31/2031 6th Cycle In Progress
The City will assist lowerincome housing developers
with grant applications,
documentation, and
expedited reviews to meet
funding deadlines,
prioritizing projects serving
extremely low-income
households.
Other
Provide funding assistance and expedited
processing for 100 percent of qualifying lowerincome housing development proposals, and support at least one (1) funding application
annually or bi-annually as opportunities arise
during the planning period.
2.1c - Accessory Dwelling
Units in New Developments
Encourage and facilitate ADUs to be
included in new residential development
projects.
12/31/2031 6th Cycle In Progress
The City will encourage
developers to include ADUs
in new subdivisions by
permitting ADUs by right,
eliminating minimum lot area
requirements, and allowing
increased lot coverage in
accordance with State ADU
law.
Units
Facilitate the inclusion of accessory dwelling
units in 100 percent of eligible new singlefamily subdivisions by allowing ADUs by right, without additional lot area requirements, and
monitoring ADU inclusion and permit activity
annually.
25
2.1d - Farmworker Housing
Technical Assistance
Facilitate the development and
preservation of affordable housing for
farmworkers by providing technical
assistance, identifying suitable sites,
supporting funding applications, improving
existing housing conditions, and reducing
regulatory and financial barriers to
farmworker housing development.
12/31/2031 6th Cycle In Progress
The City will post farmworker
housing resources, site
inventory, and funding
information online within one
year of Housing Element
adoption; conduct developer
outreach and provide
technical assistance, preapplication support, and
funding assistance; target
rehabilitation and code
enforcement resources; and
offer incentives to facilitate
farmworker housing. Track
progress annually through
the APR.
Other
Provide technical assistance and outreach to
farmworker housing developers that express
interest in developing housing within the City,
maintain publicly accessible farmworker
housing resources, and support at least one
(1) farmworker housing funding or
development effort during the planning
period.
2.1e - Farmworker Housing
Development
Facilitate the development of farmworker
housing by identifying suitable locations on
or near prime agricultural areas,
coordinating with agricultural and housing
stakeholders, and supporting the
construction of farmworker housing units to
meet documented needs.
12/31/2027 6th Cycle In Progress
Complete agricultural area
analysis within one year;
provide site information to
developers by December
2027; engage stakeholders
and track progress annually
through the APR.
Units
Identify suitable sites to accommodate at
least twenty (20) farmworker housing units,
complete an analysis of prime agricultural
areas within one year of Housing Element
adoption, and provide site and development
information to farmworker housing developers
by December 2027.
2.1f - Valley Mountain
Regional Center
Support housing opportunities for persons
with developmental disabilities by providing
referrals, maintaining service information,
and pursuing targeted housing funding
opportunities.
12/31/2031 6th Cycle In Progress
Refer 100% of relevant
inquiries to the Valley
Mountain Regional Center;
maintain service information
online; pursue available
State and federal funding;
track activities annually
through the APR.
Other
Provide housing-related information to
residents who inquire about housing for
persons with developmental disabilities,
maintain publicly accessible information on
available services, and pursue at least one
(1) State or federal funding opportunity for
housing targeted to persons with
developmental disabilities during the planning
period, as available.
2.1g - Infill Opportunity Area
Encourage higher-density, affordable infill
housing within the Infill Opportunity Area by
maintaining site inventory, permitting
residential development at ≥20 du/ac, and
supporting affordable infill projects.
12/31/2031 6th Cycle In Progress
Maintain annual inventory of
infill sites; allow stand-alone
residential development on
Mixed Use sites with
affordability; encourage
affordable developers and
diverse housing types; track
activity through the APR.
Other
Maintain an up-to-date inventory of vacant
and underutilized infill sites and facilitate
residential development at densities of 20
du/ac or greater on eligible Mixed-Use sites
that include an affordable housing
component.
2.1h - Continuum of Care
Support regional homelessness efforts
through participation in the Stanislaus
County Continuum of Care and
coordination with the Housing Authority.
12/31/2031 6th Cycle In Progress
Participate annually in
SCHSCC/CoC activities;
maintain a City point of
contact; coordinate with the
Housing Authority on
services and funding; track
activity through the APR.
Other
Participate annually in the Stanislaus County
Continuum of Care, maintain a designated
City point of contact, and coordinate with the
Stanislaus County Housing Authority to
support homelessness services and funding
access.
26
2.1i - Inclusionary Housing
Ordinance
Evaluate and, if appropriate, adopt an
Inclusionary Housing Ordinance to facilitate
affordable housing in new residential
development consistent with State law.
12/31/2031 6th Cycle In Progress
Complete feasibility analysis
within two years of Housing
Element adoption; adopt
ordinance within one year if
determined appropriate;
report progress through the
APR.
Other
Complete an evaluation of an Inclusionary
Housing Ordinance within two years of
Housing Element adoption and, if deemed
appropriate, adopt an ordinance within one
year of the determination.
2.1j - Housing Choice
Voucher Program
Support housing affordability, mobility, and
fair housing choice by promoting
participation in the Housing Choice
Voucher (HCV) program in coordination
with the Stanislaus Regional Housing
Authority.
12/31/2031 6th Cycle In Progress
Post fair housing and HCV
information; create Fair
Housing Factsheet by June
2026; coordinate annually
with the Housing Authority;
promote landlord
participation; track progress
through the APR.
Other
Disseminate HCV and fair housing
information annually, maintain coordination
with the Stanislaus Regional Housing
Authority, and support increased utilization of
Housing Choice Vouchers by Riverbank
residents.
2.2a - No Net Loss in
Downtown Specific Plan
Area
Ensure no net loss of residential capacity in
the Downtown Specific Plan Area by
preserving high-density and mixed-use
sites, replacing displaced units, and
maintaining sufficient capacity to meet
RHNA.
12/31/2031 6th Cycle In Progress
Maintain ≥15.67 acres at
≥20 du/ac; require 2:1
replacement of displaced
units; review projects and
amendments for No Net
Loss compliance; track
annually through the APR.
Other
Maintain a minimum of 15.67 acres of highdensity and mixed-use residential sites in the Downtown Specific Plan Area at ≥20 du/ac
with no maximum density, and require a 2:1
replacement of any residential units displaced
by Downtown redevelopment projects.
2.2b - Development in
Downtown Specific Plan
Area
Facilitate affordable attached single-family
and multifamily housing for extremely low-,
very low-, and low-income households in
the Downtown Specific Plan Area through
developer and nonprofit coordination.
12/31/2031 6th Cycle In Progress
The City will coordinate
annually with developers
and nonprofit housing
providers; evaluate jointventure and land-assembly
strategies; track outcomes
through the APR.
Other
Coordinate annually with developers and
nonprofit housing providers to advance
affordable housing in the Downtown Specific
Plan Area.
2.2c - Facilitating Mixed-Use
Developments in Downtown
Specific Plan Area
Promote mixed-use and upper-story
residential development in the Downtown
Core to increase higher-density housing
opportunities.
12/31/2031 6th Cycle In Progress
The City will assist
developers with site
identification and funding
information; expedite permit
review where feasible; track
mixed-use development
annually through the APR.
Other
Facilitate upper-story residential and mixeduse housing in the Downtown Core by assisting property owners and developers
annually with site identification, funding
information, and expedited permit processing.
3.1a - Planned Development
Zones and Tiny House
Villages
Encourage flexible and innovative housing
through use of Planned Development
zoning and Tiny House Village standards.
6/30/2026 6th Cycle In Progress
Update website by June
2026; conduct annual
developer outreach; track
use of PD zoning and Tiny
House Village standards
through the APR.
Other
Promote the use of Planned Development
zoning and Tiny House Village standards by
maintaining public information online and
conducting annual outreach to developers to
support flexible and higher-density residential
development.
3.1b - Fee Waiver Program
Reduce cost barriers to higher-density and
affordable housing through fee waivers and
deferrals.
12/31/2031 6th Cycle In Progress
Apply fee waivers and
deferrals to 100% of
qualifying projects; promote
program via website and
industry outreach; track
usage annually through the
APR.
Other
Waive or defer City fees for all qualifying
higher-density and affordable housing
projects.
3.1c - Permit Software for
Building Permit Processing
Improve efficiency of building permit
processing through continued use of permit
software.
12/31/2031 6th Cycle In Progress
Process 100% of permits
using permit software;
support expedited review;
monitor processing timelines
annually through the APR.
Other
Maintain use of permit processing software to
track and process 100 percent of building
permit applications and support expedited
review of residential development.
27
3.1d - Off-Street Parking
Ensure off-street parking standards do not
constrain multifamily or special-needs
housing.
12/31/2031 6th Cycle In Progress
Review parking standards
annually; publish current
requirements by June 2026;
consider code amendments
if constraints are identified;
track progress through the
APR.
Other
Annually review off-street parking standards
to confirm they do not constrain multifamily or
special-needs housing and make current
parking requirement information publicly
available by June 2026.
3.1e - Water and Sewer
Service
Ensure priority water and sewer service for
lower-income housing consistent with State
law.
12/31/2031 6th Cycle In Progress
Distribute Housing Element
within 30 days of adoption;
adopt priority service
procedures by January 31,
2026; apply procedures to
all qualifying projects; track
through the APR.
Other
Provide Housing Element within 30 days of
adoption and adopt procedures by January
31, 2026, to prioritize water and sewer service
for lower-income housing.
3.1f - Lower-Income and
Special Needs Housing
Reduce processing barriers for lowerincome and special needs housing through priority permitting and ongoing compliance
monitoring.
12/31/2031 6th Cycle In Progress
Assign staff contact and fasttrack 100% of qualifying
projects; conduct preapplication meetings;
provide streamlining
information; monitor
completed units for
affordability and occupancy;
track annually through the
APR.
Other
Fast-track all applicable qualifying lowerincome and special needs housing projects and monitor completed units for ongoing
compliance.
3.1g - Accessibility in
Housing and Public Facilities
Ensure accessible housing and facilities
and remove barriers to reasonable
accommodation for persons with
disabilities.
12/31/2031 6th Cycle In Progress
Enforce State accessibility
standards; revise
reasonable accommodation
findings and eliminate fees
by December 2025; process
requests without barriers;
track annually through the
APR.
Other
Maintain 100% compliance with State
accessibility laws and remove any fee or
regulatory barriers to reasonable
accommodation by December 2025.
3.1h - Planning and Finance
Transparency
Ensure public access to planning and
financial documents consistent with State
law.
12/31/2031 6th Cycle In Progress
Publish 100% of planning
and financial documents
required by Gov. Code
§65940 on the City’s website
by December 31, 2026;
maintain and update
documents as changes
occur; report through the
APR.
Other
Publish all planning and financial documents
required by Gov. Code §65940 online by
December 31, 2026.
3.1i - Wastewater Treatment
Plant Upgrades
Ensure sufficient wastewater capacity to
support RHNA housing growth. 12/31/2031 6th Cycle In Progress Monitor WWTP upgrades
annually; pursue funding
annually; identify alternatives
by December 31, 2028, if
needed; complete upgrades
by January 31, 2030; report
progress through the APR.
Other
Monitor WWTP capacity annually, pursue
funding annually, and complete upgrades to
expand wastewater treatment capacity by
January 31, 2030, or implement alternative
actions by December 31, 2028, to maintain
sufficient infrastructure capacity to support
RHNA housing growth.
28
3.1j - Amendments to the
Riverbank Municipal Code
and Specific Plans
Remove regulatory constraints to special
needs housing through zoning and Specific
Plan amendments.
12/31/2026 6th Cycle In Progress
Adopt Municipal Code and
Specific Plan amendments
by December 31, 2026, to
allow special needs housing
by right, apply objective
standards, and implement
streamlined ministerial
review; report progress
through the APR.
Other
Adopt amendments to the Riverbank
Municipal Code and applicable Specific Plans
by December 31, 2026, to allow special
needs housing types by right, apply objective
standards, and implement streamlined
ministerial review consistent with State law.
4.1a - Affordable Housing
Funding
Preserve and rehabilitate housing through
ongoing pursuit of State and federal
funding.
12/31/2031 6th Cycle In Progress
Evaluate and apply for
CDBG, HOME, and other
housing rehabilitation funds
annually as feasible; track
funding awards and units
rehabilitated through the
APR.
Other Pursue State and federal housing
rehabilitation funding annually, as feasible.
4.1b - Housing Conditions
Database
Track housing conditions and rehabilitation
activity to support housing preservation
and future funding efforts.
12/31/2031 6th Cycle In Progress
Maintain and annually
update a housing conditions
database capturing all Cityassisted rehabilitation
projects; use data to inform
future goals and report
progress through the APR.
Other
Maintain and annually update a database
tracking housing conditions and rehabilitation
activity.
4.1c - Housing Condition
Survey
Identify housing rehabilitation needs
through a Citywide Housing Condition
Survey and target rehabilitation resources
accordingly.
12/31/2026 6th Cycle In Progress
Complete HCD-compliant
survey by December 2026;
publish results; coordinate
with the Housing Authority
on funding and homeowner
outreach; track outcomes
through the APR.
Other
Complete and publish a Housing Condition
Survey by December 2026 and use results to
target rehabilitation efforts.
4.1d - Housing Rehabilitation
Program
Promote the City's Housing Rehabilitation
Program for substandard housing units. 12/31/2031 6th Cycle In Progress Maintain outreach materials,
target survey-identified
areas, coordinate with
Stanislaus County on
funding, and report progress
through the APR.
Other
Update program materials annually, conduct
targeted outreach within 6 months of survey
completion, and apply for rehabilitation
funding annually.
4.2a - Land Division of High
Density Residential Sites
Preserve high-density residential land
capacity by discouraging subdivision of
high-density sites.
12/31/2031 6th Cycle In Progress
Evaluate 100% of
subdivision proposals on
high-density sites; prepare
written findings; ensure no
net loss of residential
capacity; track through the
APR.
Other
Review all proposed subdivisions of highdensity sites to ensure no net loss of residential capacity.
4.2b - At-Risk Housing
Preserve lower-income housing by
monitoring and mitigating the loss of at-risk
affordable units.
12/31/2031 6th Cycle In Progress
Maintain and annually
update an at-risk housing
inventory; implement
mitigation strategies to
ensure no net loss; report
through the APR.
Other Annually monitor all at-risk units and mitigate
any loss of lower-income housing.
29
5.1a - Equal Housing
opportunity
Promote equal housing opportunity through
education, outreach, and referrals. 12/31/2031 6th Cycle In Progress Provide fair housing
information annually; train
staff on referrals; maintain
materials at public locations;
conduct or participate in at
least one fair housing
outreach event per year;
report progress through the
APR.
Other Conduct annual fair housing outreach, staff
training, and public information dissemination.
5.1b - Annual Progress
Report
Ensure transparency, public engagement,
and General Plan consistency through
annual Housing Element review.
12/31/2031 6th Cycle In Progress
Prepare and submit APR by
April 1 annually; conduct
public hearings; publish
notices in English and
Spanish; post review
materials online; evaluate
General Plan consistency;
report through the APR.
Other
Complete the APR by April 1 annually with
public review and General Plan consistency
evaluation.
5.1c - Housing Element
Public Participation
Promote public participation in Housing
Element updates through multilingual
outreach and community partnerships.
12/31/2031 6th Cycle In Progress
Post notices in English and
Spanish; partner with
churches and local groups;
distribute notices via water
bills; identify at least one
community partner by
December 2030; report
progress through the APR.
Other
Conduct Housing Element outreach using
multilingual notices and multiple
communication methods and maintain
partnerships with community organizations,
with at least one identified community partner
by December 2030.
5.1d - Affirmatively Market
Fair Housing Resources
Affirmatively further fair housing through
education, referrals, and affirmative
marketing of affordable housing.
12/31/2031 6th Cycle In Progress
Maintain multilingual fair
housing information; refer
victims of discrimination to
Project Sentinel; coordinate
affirmative marketing with
developers; conduct
outreach and community
notifications; review annually
and report through the APR.
Other
Annually provide fair housing information,
refer discrimination inquiries, and affirmatively
market affordable housing.
5.1e - State and Federal
Housing Program and
Funding Opportunities
Support affordable housing development
through ongoing pursuit of State and
federal funding.
12/31/2031 6th Cycle In Progress
Pursue housing funding
opportunities annually; post
funding information online;
notify developers and
community groups; prioritize
extremely low- and very lowincome housing; report
outcomes through the APR.
Other
Annually pursue State and federal housing
funding and notify stakeholders of available
housing resources.
5.1f - Targeted Capital
Improvement Program
Investment
Support housing development and
equitable infrastructure investment through
targeted CIP projects.
12/31/2031 6th Cycle In Progress
Complete at least four
infrastructure projects during
the planning period; prioritize
east of BNSF Railroad,
Crossroads West, and
Downtown Riverbank;
pursue funding annually;
monitor and report progress
through the APR.
Other
Complete at least four CIP-funded
infrastructure projects during the planning
period to support housing and equity goals.
30
5.1g - First-Time
Homebuyers Program
Increase access to homeownership for firsttime and lower-income households. 12/31/2031 6th Cycle In Progress Update the First-Time
Homebuyers Program by
June 2027; pursue HOME
and other funding; conduct
annual outreach when
funding is available; track
households assisted through
the APR.
Other
Update and expand the First-Time
Homebuyers Program by June 2027 and,
when funding is available, provide
homeownership assistance to eligible firsttime homebuyers and conduct at least one outreach or educational activity annually.
5.1h - Housing outreach and
Stakeholder Engagement
Encourage the development of affordable
and multifamily housing, including housing
for special needs and extremely low-, very
low-, and low-income households, through
proactive outreach, partnerships, and
technical assistance.
12/31/2031 6th Cycle In Progress
Conduct outreach to
housing providers,
developers, service
organizations, and religious
institutions; provide technical
assistance; pursue funding
partnerships; report annually
through the APR.
Other
Conduct annual outreach, provide biannual
technical assistance, and engage religious
institutions biannually beginning by June 30,
2026.
6.1a - State Energy-Efficient
Standards
Ensure energy-efficient residential
development consistent with State
standards.
12/31/2031 6th Cycle In Progress
Apply State energyefficiency requirements to
applicable residential
projects; include energyefficient conditions in
planned development
approvals; monitor and
report annually through the
APR.
Other
Ensure all applicable residential development
projects comply with State energy-efficiency
standards and include energy-efficient
conditions where applicable through planned
development approvals.
6.2a - Energy Conservation
Guidelines
Promote energy conservation in new
residential development. 12/31/2031 6th Cycle In Progress Apply energy conservation
guidelines to new residential
projects through
development standards;
monitor compliance and
report annually through the
APR.
Other Apply energy conservation guidelines to all
new residential development.
6.3a - Weatherization
Assistance
Improve energy efficiency and reduce utility
costs through weatherization in housing
rehabilitation.
12/31/2031 6th Cycle In Progress
Include weatherization
measures in 100% of
feasible City-assisted
rehabilitation projects; track
units improved and report
annually through the APR.
Other
Include weatherization measures in all Cityassisted housing rehabilitation projects, where feasible.
31
Item 11.2. - CC / LRA – 4/28/2026
RIVERBANK CITY COUNCIL / LRA BOARD
AGENDA ITEM NO. 11.2.
SECTION : NEW BUSINESS
Meeting Date: 4/28/2026
Subject: Resolution of Concurrence with the Stanislaus Urban County and Stanislaus HOME Consortium Annual Action Plan for Fiscal Year 2026-2027 and Support of Submission to the U.S. Department of Housing and Urban Development (HUD) From: Marisela H. Garcia, City Manager
Submitted by: Leticia Caratachea, Housing Specialist
RECOMMENDATION
It is recommended that the City Council open the Community Meeting, accept Public Comment, and consider adopting a Resolution in concurrence with Stanislaus Urban County and the Stanislaus HOME Consortium Annual Action Plan for Fiscal Year 2026-27 and support of submission to HUD.
SUMMARY
The adoption of the Annual Action Plan (AAP) is a requirement of the U.S. Department of Housing and Urban Development (HUD) for jurisdictions that receive and administer certain HUD block grants on an entitlement basis.
STRATEGIC PLAN
This item supports the City's Strategic Plan goal of Infrastructure, demonstrating progress and alignment with established community goals. It reflects the City's commitment to infrastructure improvements, including the modernization of recreation facilities, enhancement of accessibility in compliance with the Americans with Disabilities Act (ADA), and the evaluation of aging infrastructure for rehabilitation.
BACKGROUND
Stanislaus County, in partnership with the cities of Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, and Waterford form the Stanislaus Urban County for purposes of receiving U.S. Department of Housing and Urban Development (HUD) Community Development Block Grant Program (CDBG) and Emergency Solutions Grants (ESG) Program funding. The Stanislaus Urban County, along with the City of Turlock forms the Stanislaus HOME Consortium for the purpose of receiving HUD HOME Investment Partnership (HOME) funding. Stanislaus County, as the lead entity for the Stanislaus Urban County and Stanislaus HOME Consortium, is required to submit a Consolidated Plan (Con Plan) every 5 years and an AAP every year. The City of Turlock, as a member of the HOME Consortium, must approve and submit a separate AAP to HUD for its Community Development Block CDBG funding. Approval of an AAP is necessary to remain in compliance with program regulations and retain HUD funding.
The current Con Plan was adopted on May 13, 2025, by the Board of Supervisors, and covers Fiscal Years 2025- 2026 to 2029-2030. The Con Plan is a strategic planning document that helps HUD Entitlement jurisdictions assess their affordable housing and community development needs, as well as market conditions. The plan serves as a framework to identify priorities and align funding from HUD’s Community Planning and Development (CPD) formula block grant programs, such as the CDBG, HOME, and ESG Programs.
This draft AAP is the second AAP of the adopted Con Plan and describes projects and activities, with assigned goals and accomplishments, to be undertaken during Fiscal Year 2026-2027. The final funding allocation amounts have been received from HUD and are reflected in this report.
Item 11.2. - CC / LRA – 4/28/2026
In accordance with Federal regulations, the County’s Citizen Participation Plan (CPP) for HUD funding requires a minimum 30-day public review period prior to Board of Supervisors consideration to approve the AAP. The draft AAP has been made available to the public, and a notice of the public hearing and document availability has been published in The Modesto Bee to provide for the required 30-day public review period. The draft AAP is available to the public online at: http://www.stancounty.com/planning/cdbg/plans-and-reports.shtm The Annual Action Plan covers CDBG, ESG and HOME projects and funded programs for the upcoming fiscal year.
The final HUD allocations for the CDBG, ESG and HOME programs have been released and are reflected in this Annual Action Plan. Accordingly, the funding allocations for all members of the Stanislaus Urban County and HOME Consortium have been finalized based on HUD’s published amounts.
CDBG
For Fiscal Year 2026-2027, the City of Riverbank is allocated $177,663.12 in Community Development Block Grant (CDBG) funds (see attached allocation chart). The goals of the CDBG Program, as established under federal guidelines, are as follows: 1) to provide decent housing; 2) to provide a suitable living environment; and 3) to expand economic opportunities.
The City of Riverbank CDBG allocation for FY 2026-2027, Annual Action Plan (AAP) will be utilized for the following projects:
FY 2026-27-AAP
Project Location Cost Estimate
Water Replacement Project High Street / Riverside
Drive $771,000
Total FY 2026-27 Funding accumulated from
the prior year’s funding $771,000
FY 2026-27-AAP
Project Location Cost Estimate
Pioneer Park Improvements Corner of 1st Street & High
Street
$160,000
Total FY 2026-27 $160,000
FY 2026-27 & FY 27-28
Project Location Cost Estimate
Texas and Kansas Sewer Line
Replacement
Texas Avenue and Kansas
Avenue
$779,565
Total FY 2026-27 & FY 27-28 $779,565
FY 2028-29 & FY 29-30
Project Location Cost Estimate
Texas and Kansas Sewer Line
Replacement
Texas Avenue and Kansas
Avenue
$779,565
Total FY 2028-29 & FY 29-30 $779,565
HOME
For Fiscal Year 2026-2027, the City of Riverbank is allocated $97,166 in the Home Investment Partnership (HOME) Program (see attached allocation chart). The goal of the Consortium, as established under the federal HOME program guidelines, is to further affordable housing activities benefiting low-income households. The City’s HOME funds must be committed to an approved project within six (6) months of July 1, unless the deadline is extended by
Item 11.2. - CC / LRA – 4/28/2026
the County. An approved project is one that has been included in a HUD-approved Annual Action Plan, authorized by the County, and has completed the required environmental review process. If the City does not have an approved project within this timeframe, the funds will be made available to all Consortium members through a Countyadministered Request for Proposals (RFP) process.
1. REASONS FOR RECOMMENDATION:
This action is required by HUD, as the City of Riverbank is a member of the Stanislaus Urban County and Stanislaus HOME Consortium, for Community Development Block Grant (CDBG) and Home Investment Partnerships Program (HOME) funds.
2. PUBLIC PARTICIPATION:
The Stanislaus County Planning and Community Development Department, as the Consortium administrator, has the lead role in the preparation of the Annual Action Plan, which includes the public participation requirement under HUD guidelines.
A series of public meetings were held in each of the Urban County and Consortium member’s jurisdictions.
For the City of Riverbank, the community meeting on the Annual Action Plan (AAP) and Consolidated Plan is being held tonight on April 28, 2026, at 6 pm at the City Council Chambers.
In addition, the Draft Annual Action Plan for Fiscal Years 2026–2027 has been available for public review in the Stanislaus County Planning and Community Development Department, as well as various locations throughout the County, since April 8, 2026. To date, the city has not received any verbal or written comments regarding the Annual Action Plan. Any public comments received by members of the public this evening will be forwarded to the County Board of Supervisors for inclusion in the final FY 2026-2027 Annual Action Plan and Consolidated Plan being submitted to HUD by the County.
3. STEPS FOLLOWING APPROVAL:
Staff will forward any public comments and the resolution of concurrence to the County Board of Supervisors upon Council approval, pursuant to HUD guidelines.
FINANCIAL IMPACT
The City will receive $177,663.12 in CDBG funds and $97,166 in HOME funds from the Stanislaus Urban County Consortium funds for Fiscal Year (FY) 2026-2027 City Budget.
ATTACHMENTS
1. Resolution --FY 26-27 AAP
2. FY 26 -27 HOME Final Funding Allocation Chart
3. FY 26-27 CDBG Final Funding Allocation Chart
CC/LRA – 04/28/2026
CC Resolution 2026-
CITY OF RIVERBANK
RESOLUTION 2026-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RIVERBANK, CALIFORNIA, OF CONCURRENCE AND SUPPORT OF THE FISCAL YEAR 2026- 2027 ANNUAL ACTION PLAN (AAP) PREPARED BY THE STANISLAUS URBAN
COUNTY AND STANISLAUS HOME CONSORTIUM
WHEREAS, the Stanislaus Urban County is a recognized U.S. Department of Housing and Urban Development (HUD) Entitlement jurisdiction that is comprised of the Cities of Ceres, Hughson, Newman, Oakdale, Patterson, Riverbank, Waterford and the unincorporated areas of Stanislaus County that is eligible to receive Community Development Block Grant (CDBG) funds and Emergency Solutions Grants (ESG) funds for FY 2026-2027; and
WHEREAS, the Stanislaus County CDBG Consortium which includes the Stanislaus Urban County and the City of Turlock, and the unincorporated areas of Stanislaus County have received Home Investment Partnership (HOME) funds from the U.S. Department of Housing and Urban Development (HUD) for FY 2026-2027; and WHEREAS, an Annual Action Plan is required by HUD to remain in compliance for federal funding; and
WHEREAS, the City as a member of the Stanislaus Urban County and the HOME Consortium is required to assist the County in the Annual Action Plan planning process to set community priorities, objectives and proposed projects, and WHEREAS, the Draft Annual Action Plan was made available for public review period for the minimum 30 days requirement to allow the public the opportunity to review and provide comments prior to the public hearing by the Stanislaus County Board of Supervisors on May 12, 2026; and
WHEREAS, the City hosted a Community Meeting on April 28, 2026, in order to receive comments from the public on the proposed Annual Action Plan.
WHEREAS the planning process serves as the framework for the community-wide dialogue to identify housing and community development priorities that align and focus funding from programs such as CPD formula block grant programs; the Community Development Block Grant (CDBG) Program, the HOME Investment Partnership (HOME) Program, and the Emergency Solutions Grant (ESG) Program; and the City of Riverbank allocation of CDBG funds is $177,663.12 ($172,663.12 for CDBG project activities and $5000.00 to administer) and HOME Funds of $97,166 for 2026- 2027 Fiscal Year; and
CC/LRA – 04/28/2026
CC Resolution 2026-
WHEREAS, the following project(s) listed below have been selected as CDBG projects according to low to moderate income eligibility and existing health and safety issues in the project area(s) for Fiscal Year 2026-2027:
Project Location Cost Estimate
Water Line Replacement
Alley between Riverside Drive
and High Street,
from 3017 High Street to 4th
Street
$771,000
(In addition to funding from
FY 21-22 & 22-23)
Pioneer Park ADA
Improvements 1
st Street & High Street $160,000
Texas and Kansas Sewer
Line Replacement Project
Texas Avenue and Kansas
Avenue
$779,565
Total FY 2026-27 $1,710,565
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Riverbank hereby adopts the Resolution of Concurrence and Support of the Stanislaus Urban County and the Stanislaus HOME Consortium to prepare the AAP for Fiscal Year 2026-2027.
PASSED AND ADOPTED by the City Council of the City of Riverbank at a regular meeting held on the 28th day of April, 2026; motioned by Councilmember __________, seconded by Councilmember __________, and upon roll call was carried by the following City Council vote of _____:
AYES:
NAYS:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
____________________________ _________________ _________ Gabriela Hernandez Rachel Hernandez
City Clerk Mayor
STANISLAUS HOME CONSORTIUM
HOME INVESTMENT PARTNERSHIPS PROGRAM (HOME)
FISCAL YEAR 2026-2027 ANNUAL ACTION PLAN
Final FY 2026-2027 HOME Allocation: $1,191,577.79
The table below shows the final HOME grant allocation breakdown among Stanislaus HOME Consortium members.
HOME ALLOCATIONS
HOME CONSORTIUM MEMBER ALLOCATION
City of Ceres $115,194
City of Hughson $82,115
City of Newman $85,534
City of Oakdale $96,720
City of Patterson $96,382
City of Riverbank $97,166
City of Turlock $141,014
City of Waterford $82,760
Stanislaus County $96,799
Community Housing Development
Organization (CHDO) Set-aside @ 15%
$178,736.79
HOME Total $1,072,420.79
County Administration Total $119,157
TOTAL ALLOCATION $1,191,577.79
*Please Note:. These funds will be allocated to individual Consortium members and must be committed to an approved project within six (6) months of July 1 of each program year, unless the deadline is extended by the County.
An approved project is one that has been included in a HUD-approved Annual Action Plan, authorized by the County, and has completed the required environmental review process. If a Consortium member does not have an approved project within this timeframe, the funds will be made available to all Consortium members through a Countyadministered Request for Proposals (RFP) process.
STANISLAUS URBAN COUNTY
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
EMERGENCY SOLUTIONS GRANTS (ESG)
FISCAL YEAR 2026-2027 ANNUAL ACTION PLAN
FINAL FY 2026-2027 CDBG Allocation: $2,302,998
FINAL FY 2026-2027 ESG Allocation: $ 202,398
TOTAL: $2,505,396
The table below shows the final CDBG and ESG grant allocation breakdown among Urban County members and special programs.
FINAL CDBG AND ESG ALLOCATIONS
URBAN COUNTY
MEMBER
ACTIVITIES ADMINISTRATION/ACTIVITY
DELIVERY
TOTAL
City of Ceres $255,115.18 $5,000.00 $260,115.18
City of Hughson $108,331.69 $5,000.00 $113,331.69
City of Newman $124,001.66 $5,000.00 $129,001.66
City of Oakdale $162,508.89 $5,000.00 $167,508.89
City of Patterson $171,874.65 $5,000.00 $176,874.65
City of Riverbank $172,663.12 $5,000.00 $177,663.12
City of Waterford $112,565.28 $5,000.00 $117,565.28
Stanislaus County $389,803.53 $400,600.00 $790,403.53
Public Services @15% $345,534.00 $345,534.00
Fair Housing $25,000.00 $25,000.00
CDBG Total $1,842,398.00 $460,600.00 $2,302,398.00
ESG Total $187,219.00 $15,179.00 $202,398.00
TOTAL ALLOCATION $2,029,787.00 $475,779.00 $2,505,396.00
Item 11.3. - CC / LRA – 4/28/2026
RIVERBANK CITY COUNCIL / LRA BOARD
AGENDA ITEM NO. 11.3.
SECTION : NEW BUSINESS
Meeting Date: 4/28/2026
Subject: Resolution Approving the Reappointment of Seabre Dillard and Sara Malough to the Parks and Recreation Advisory Committee.
From: Marisela H. Garcia, City Manager
Submitted by: Michael Patton, Director of Parks & Recreation
RECOMMENDATION
It is recommended that the City Council consider and approve the reappointment of Seabre Dillard and Sara Malough to the Parks and Recreation Advisory Committee for full three-year terms. Seabre Dillard’s term will be retroactive from May 1, 2025, through April 30, 2028. Sara Malough’s term will commence on May 1, 2026, and conclude on April 30, 2029.
SUMMARY
In accordance with the Parks and Recreation Advisory Committee bylaws regarding term limits, two seats are scheduled to expire on April 30, 2026. Staff contacted both members holding these seats; one has expressed interest in reappointment, while the other has declined to serve an additional term.
The Director of Parks and Recreation recommends that the Mayor and City Council approve the reappointment of Sara Malough to a three-year term on the Parks and Recreation Advisory Committee, beginning May 1, 2026, and ending April 30, 2029.
Additionally, the Director recommends the reappointment of Seabre Dillard to a three-year term.
Initially, Seabre Dillard served a one-year term per the Parks and Recreation Advisory Committee Bylaws to allow for alternating vacancies. This seat was originally set to expire in April 2025, and the member had expressed interest in continuing; however, the reappointment was not previously brought forward for City Council approval. It is recommended that this term be approved retroactively, effective May 1, 2025, through April 30, 2028.
If both recommendations are approved, the Parks and Recreation Department will initiate recruitment to fill the remaining vacant seat on the Committee.
STRATEGIC PLAN
The City’s Strategic Plan identifies integrity, transparency, and collaboration as core values.
Maintaining a full and active Parks and Recreation Advisory Committee supports these values by
Item 11.3. - CC / LRA – 4/28/2026
providing an additional opportunity for the public to engage in and contribute to decision-making related to parks and recreation in their community.
BACKGROUND
In May 2024, the City Council approved the formation of the Parks and Recreation Advisory Committee, consisting of five residents appointed to provide input and perspective to the Parks and Recreation Department. To ensure continuity and maintain a quorum during periods of recruitment, the Mayor and City Council established staggered terms for committee members.
In May 2026, two seats on the Committee will become vacant. Members are eligible to seek reappointment with approval from the Mayor and City Council. Staff has communicated with both members whose terms are expiring. Sara Malough has expressed interest in being reappointed to a three-year term, beginning May 1, 2026, and ending April 30, 2029. Corinna Romo has indicated she does not wish to seek reappointment. The Director of Parks and Recreation recommends that the Mayor and City Council approve the reappointment of Sara Malough and direct staff to initiate recruitment to fill the upcoming vacancy.
Additionally, the term for Seabre Dillard expired in May 2025. At that time, she expressed interest in continuing her service; however, her reappointment was not brought forward to the Mayor and City Council for formal approval. To formalize her continued service, the Director of Parks and Recreation recommends that the Mayor and City Council approve her reappointment to a three-year term, retroactive to May 2025, with a term ending in April 2028.
FINANCIAL IMPACT
There is no financial impact on this item.
ATTACHMENTS
1. Resolution
CC/LRA – 02/24/2026
CC Resolution 2026-
CITY OF RIVERBANK
RESOLUTION 2026-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RIVERBANK
APPROVING THE REAPPOINTMENT OF SARA MALOUGH AND SEABRE
DILLARD TO THE PARKS AND RECREATION ADVISORY COMMITTEE,
ESTABLISHING THEIR RESPECTIVE TERMS, AND AUTHORIZING RECRUITMENT
TO FILL A COMMITTEE VACANCY
THE CITY OF RIVERBANK CITY COUNCIL (HEREAFTER REFERRED TO AS THE “CITY COUNCIL”) DOES HEREBY RESOLVE THAT:
WHEREAS, in May 2024, the City Council approved the formation of the Parks and Recreation Advisory Committee to provide input and perspective to the Parks and Recreation Department; and
WHEREAS, the Committee is composed of five residents appointed by the Mayor and City Council; and
WHEREAS, the City Council established staggered terms for Committee members to ensure continuity and the ability to maintain a quorum during recruitment periods; and
WHEREAS, in accordance with the Committee’s bylaws, two terms are set to expire on April 30, 2026; and
WHEREAS, Sara Malough has expressed interest in being reappointed to a three-year term beginning May 1, 2026, and ending April 30, 2029; and WHEREAS, Corinna Romo has indicated she does not wish to seek reappointment, creating one vacancy on the Committee; and WHEREAS, the term for Seabre Dillard expired in May 2025, and although she expressed interest in continuing her service, her reappointment was not previously brought forward for formal approval; and
WHEREAS, the Director of Parks and Recreation recommends the reappointment of Seabre Dillard to a three-year term, retroactive to May 1, 2025, and ending April 30, 2028.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Riverbank as follows:
CC/LRA – 04/28/2026
CC Resolution 2026-
1. The City Council hereby approves the reappointment of Sara Malough to the Parks and Recreation Advisory Committee for a three-year term beginning May 1, 2026, and ending April 30, 2029.
2. The City Council hereby approves the reappointment of Seabre Dillard to the Parks and Recreation Advisory Committee for a three-year term, retroactive to May 1, 2025, and ending April 30, 2028.
3. The City Council directs staff to initiate recruitment to fill the remaining vacancy for the term beginning May 1, 2026 “or until filled” and ending on April 30, 2029 on the Parks and Recreation Advisory Committee.
PASSED AND ADOPTED by the City Council of the City of Riverbank at a regular meeting held on the 28th day of April, 2026; motioned by Councilmember __________, seconded by Councilmember __________, and upon roll call was carried by the following City Council vote of ______:
AYES:
NAYS:
ABSENT:
ABSTAINED:
ATTEST: APPROVED:
________________________________ __________________________ Gabriela Hernandez Rachel Hernandez
City Clerk Mayor
Item 11.4. - CC / LRA – 4/28/2026
RIVERBANK CITY COUNCIL / LRA BOARD
AGENDA ITEM NO. 11.4.
SECTION : NEW BUSINESS
Meeting Date: 4/28/2026
Subject: Resolution Accepting and Incorporating the Recommendations of the City of Riverbank Classification and Compensation Study prepared by Evergreen Solutions, LLC
From: Marisela H. Garcia, City Manager
Submitted by: Tammy Alcantor, Assistant City Manager
RECOMMENDATION
Adopt a Resolution accepting and incorporating the recommendations of the City's Classification and Compensation Study prepared by Evergreen Solutions, LLC.
SUMMARY
With the assistance of Evergreen Solutions, LLC, the City completed a comprehensive compensation, benefits, and classification study to evaluate whether the current classification structure and compensation programs remain equitable, competitive, and aligned with the current public sector market. The study identified needed updates to classification structure, pay plan design, and salary administration in order to support recruitment, retention, transparency, and long-term fiscal sustainability.
The attached resolution provides formal City Council action to accept Evergreen’s recommendations as the City’s guiding framework for modernizing the classification structure and compensation.
Subsequent agenda items will implement these recommendations through updated salary schedules and MOU amendments for each employee group.
STRATEGIC PLAN
The study does not directly address a Strategic Plan goal. The recommendations are intended to support the City’s efforts to enhance the effectiveness, fairness, and competitiveness of its compensation and classification systems.
BACKGROUND
In July 2025, the City of Riverbank retained Evergreen Solutions, LLC to conduct a citywide compensation, benefits, and classification study for all City employees. The purpose of the study was to assess the City’s existing classification and compensation systems and develop recommendations for both immediate and long-term improvements.
The study included a review of the City’s classification system, compensation structure, market competitiveness, benefits, and employee feedback. Employee outreach included a confidential survey and focus groups representing approximately two-thirds of the workforce. Employees reported
Item 11.4. - CC / LRA – 4/28/2026
that job stability, benefits, and work relationships are major strengths, but compensation emerged as the most significant concern.
DISCUSSION / ANALYSIS
Classification Findings
Evergreen utilized a combination of quantitative and qualitative analyses to develop evidence-based recommendations, including reviewing existing compensation and classification structures, facilitating employee outreach sessions, assessing internal equity of classifications, and conducting an external market salary and benefits survey.
The study found that the City’s classification structure is generally functional, but no longer fully reflects the organization’s current operational needs. Several job titles and descriptions do not accurately capture the actual scope, complexity, and responsibilities of current work. According to the study, these misalignments appear to have resulted from organizational growth, changing service demands, and positions evolving without formal updates. Employees also identified limited career progression opportunities in some job families.
To address these issues, Evergreen recommended that the City implement a more structured, organization-wide classification framework with clearly defined levels, update job titles and descriptions, add levels or job families where appropriate, and establish a regular review cycle for job descriptions and FLSA status.
Compensation Findings
The City currently maintains three pay plans: Miscellaneous, Mid-Management/Confidential, and Contract/Executive. The study found that while the existing structure generally supports internal equity, the number of pay grades is excessive for the size of the organization. Many grades are unused or lightly populated, creating administrative complexity and increasing the risk of pay compression between related positions. Employees also expressed concerns regarding the fairness and consistency of pay practices across departments and employee groups.
The market salary analysis compared Riverbank’s pay ranges to 19 peer public agencies, with costof-living adjustments applied. At the 50th percentile market median, Riverbank’s salary ranges were found to be modestly below market at all points of the range, trailing peers on average by:
• 2.4 percent at the minimum;
• 3.3 percent at the midpoint; and
• 4.1 percent at the maximum.
The study further noted that the compensation gap widens at the top of the range, in part because Riverbank’s salary range spread is narrower than that of peer agencies. The Miscellaneous and Contract/Executive employee groups lag the market median to a greater extent than the MidManagement group.
At the same time, the study found that the City’s benefits program is a significant strength. Employerpaid benefits comprise a higher percentage of total compensation than many peers. As a result, total compensation for most non-executive employees is competitive with, and in some cases exceeds, the market. However, contract and executive employees lag peers in total compensation, suggesting the need for targeted salary adjustments rather than broad benefit redesign.
Item 11.4. - CC / LRA – 4/28/2026
Study Recommendations (Chapter 5)
Evergreen’s recommendations are organized around three primary areas:
1. Classification
• Implement a structured classification framework with clearly defined levels; • Update job titles and descriptions to reflect current duties; • Add levels and expand job families where appropriate; and • Establish regular review cycles for job descriptions and FLSA status.
2. Compensation
• Streamline and modernize all three pay plans by significantly reducing the number of pay grades;
• Align salary structures to target the market median (50th percentile); • Slot positions into pay grades based on internal equity and market data; and • Address compression and implementation impacts through a consistent hold-harmless approach so no employee experiences a pay reduction.
3. Administration and Sustainability
• Adopt clear guidelines for salary administration and progression through pay ranges; • Conduct targeted market reviews for hard-to-fill or high-turnover positions as needed; and • Provide training and tools to support consistent long-term administration.
Policy Consistency
Review of compensation and classification practices is consistent with the City’s responsibility to maintain an effective personnel system that supports recruitment, retention, internal equity, compliance, and sound fiscal management. The study specifically recommends regular review cycles and clearer salary administration practices to improve consistency and sustainability over time.
Public Outreach
The study process included employee outreach through a confidential survey and focus groups representing approximately two-thirds of the workforce. Feedback gathered through that process informed the consultant’s findings and recommendations.
The City has met and shared the results of the study with the Riverbank Miscellaneous Employees Bargaining Unit, the Riverbank Mid-management Employees Association, and the Executive Management team. Evergreen’s report includes an implementation planning approach intended to preserve step placement and support a hold-harmless transition concept (where practicable), with final placement decisions remaining at the discretion of City leadership. Salary adjustments as a result of the study will be approved in the following agenda items with an amendment to the Employee Groups MOU or employee contract.
Item 11.4. - CC / LRA – 4/28/2026
FINANCIAL IMPACT
The financial impact of implementation is estimated at $211,264. This item is for the acceptance of the report and recommended changes. The subsequent agenda items will identify the changes to Employee Group MOUs or Employee Contracts and include the current-year fiscal impacts.
ATTACHMENTS
1. Resolution
2. Classification and Compensation Study for the City of Riverbank, CA
CC/LRA – __/__/____
CC Resolution 2026-
CITY OF RIVERBANK
RESOLUTION 2026-
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF RIVERBANK, CALIFORNIA
ACCEPTING AND INCORPORATING THE RECOMMENDATIONS OF THE CITY’S
CLASSIFICATION AND COMPENSATION STUDY PREPARED BY EVERGREEN
SOLUTIONS, LLC
THE CITY OF RIVERBANK CITY COUNCIL (HEREAFTER REFERRED TO AS THE “CITY COUNCIL”) DOES HEREBY RESOLVE THAT:
WHEREAS, the City of Riverbank is committed to maintaining an effective personnel system that supports recruitment, retention, internal equity, transparency, compliance, and sound fiscal management; and
WHEREAS, in July 2025, the City engaged Evergreen Solutions, LLC (“Evergreen”) to conduct a comprehensive compensation, benefits, and classification study to assess the strengths and areas for improvement within the City’s existing system, evaluate internal and external equity, and develop recommendations that would better align compensation practices with organizational needs and market conditions; and
WHEREAS, Evergreen utilized a combination of quantitative and qualitative analyses to develop evidence-based recommendations, including reviewing existing compensation and classification structures, facilitating employee outreach sessions, assessing internal equity of classifications, and conducting an external market salary and benefits survey; and
WHEREAS, Evergreen’s recommendations establish a modern, marketresponsive pay plan supported by internally and externally aligned pay grade assignments and clear, defensible system administration practices; and
WHEREAS, Evergreen’s report describes implementation planning considerations, including a consistent step placement approach intended to preserve step placement and support a hold-harmless transition concept (where practicable), while recognizing final placement decisions remain at the discretion of City leadership; and WHEREAS, the City Council desires to accept and incorporate Evergreen’s recommendations as the City’s guiding framework for the City’s classification and compensation program, recognizing that certain implementation actions may be subject to applicable meet-and-confer obligations and future City Council action; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Riverbank does hereby:
CC/LRA – __/__/____
CC Resolution 2026-
1. Accepts and incorporates the recommendations contained in the City of Riverbank Classification and Compensation Study prepared by Evergreen Solutions, LLC, as the City’s intended framework for modernizing and administering the City’s classification and compensation program.
2. Clarifies that this Resolution does not, by itself, implement specific compensation changes, adopt revised salary schedules, amend memoranda of understanding, or establish individual employee placement within revised pay grades and steps.
3. Directs staff to proceed with next steps necessary to implement the accepted framework, including continuing meet-and-confer with affected bargaining units, as applicable, and returning to the City Council with recommended implementation actions (including proposed salary schedules/pay plans, effective dates, classification plan updates, and related administrative/policy updates), as appropriate.
PASSED AND ADOPTED by the City Council of the City of Riverbank at a regular meeting held on the 28th day of April, 2026; motioned by Councilmember __________, seconded by Councilmember __________, and upon roll call was carried by the following City Council vote of ______:
AYES:
NAYS:
ABSENT:
ABSTAINED:
CC/LRA – __/__/____
CC Resolution 2026-
ATTEST: APPROVED:
________________________________ __________________________ Gabriela Hernandez, CMC Rachel Hernandez
City Clerk Mayor
Attachment(s): Classification and Compensation Study for the City of Riverbank, CA
FOR THE CITY OF RIVERBANK, CA
CLASSIFICATION AND COMPENSATION STUDY
April 9, 2026
FINAL REPORT
EVERGREEN SOLUTIONS, LLC
PAGE
01 INTRODUCTION 1-1
Study Methodology
Report Organization
1-1
1-3
02 ASSESSMENT OF CURRENT CONDITIONS 2-1
Compensation Plan Analysis
Salary Placement Analysis
Compression Analysis
Summary
2-1
2-11
2-16
2-19
03 SUMMARY OF EMPLOYEE OUTREACH 3-1
General Feedback
Compensation System
Classification System
Additional Feedback
Conclusion
3-1
3-4
3-7
3-10
3-11
04 MARKET SURVEY RESULTS 4-1
Salary Data & Analysis
Benefits Data & Analysis
Summary
4-2
4-6
4-9
05 RECOMMENDATIONS 5-1
Classification Recommendations
Compensation Recommendations
Benefits Review
Compensation and Classification Administration
Summary
5-1
5-6
5-13
5-14
5-21
TABLE OF CONTENTS
EVERGREEN SOLUTIONS, LLC PAGE 1 - 1
The City of Riverbank, in alignment with its commitment to attracting and retaining a high-quality workforce, identified the need to update its compensation and classification system for all employees.
The goal of this initiative was to ensure that the City’s classification and compensation plans reflect current best practices, promote equitable pay, and remain competitive within the broader labor market.
In July 2025, the City engaged Evergreen Solutions, LLC (“Evergreen”) to conduct a comprehensive compensation, benefits, and classification study. This engagement aimed to assess the strengths and areas for improvement within the City’s existing system, evaluate internal and external equity, and develop recommendations that would better align compensation practices with organizational needs and market conditions.
Internal equity refers to the fairness of an organization’s compensation practices among its current employees. By reviewing the skills, responsibilities, and duties associated with each position, this study sought to determine whether similar roles are compensated equitably within the City. External equity, in contrast, considers how the City’s classifications and compensation compare to those offered by peer organizations in the regional labor market. This component of the study focused on how the City is positioned relative to other public sector entities with similar roles, and whether current pay practices support the City’s ability to recruit and retain highly qualified staff.
The findings presented in this report aim to support the City’s strategic efforts to enhance the effectiveness, fairness, and competitiveness of its compensation and classification systems.
STUDY METHODOLOGY
Evergreen utilized a combination of quantitative and qualitative analyses to develop evidence-based recommendations that promote both fairness and competitiveness in the City’s compensation practices. It is important to note that all data collected represents a snapshot in time. Because labor market conditions evolve over time, Evergreen recommends that the City conduct regular market surveys to maintain alignment with external pay practices. A full compensation and classification review is recommended every three to five years.
Key components of the study included:
Conducting a project
kick off meeting
Reviewing existing
compensation and
classification
structures
Facilitating
employee outreach
sessions
Assessing internal
equity of
classifications
Conducting an
external market
salary and benefits
survey
Developing
recommendations
for compensation
management
Revising
classification
descriptions for
consistency and
clarity
Developing
recommendations
for compensation
and classification
changes
Creating draft and
final reports
Presenting findings
to leadership
01 INTRODUCTION
01 INTRODUCTION | CITY OF RIVERBANK
EVERGREEN SOLUTIONS, LLC PAGE 1 - 2
Kickoff Meeting
A project kickoff meeting was held to discuss the history and goals of the City, confirm the project work plan, and initiate the data collection process. Relevant materials were gathered, including current pay plans, organizational charts, policies and procedures, classification specifications, and other supporting documentation.
Assessment of Current Conditions
An analysis was conducted to evaluate the City’s existing pay plan and related data at the time the study commenced. The current pay plans, the progression of employee salaries through pay grades, and employee service years were examined during this process.
Employee Outreach
Evergreen consultants gathered input from employees’ varied perspectives as to the strengths and weaknesses of the City’s current system. Feedback received from employees utilizing both in-person focus groups and an anonymous online survey. Feedback in this context was helpful in highlighting aspects of the organization which needed particular attention and consideration. This information also provided some basic perceptional background, as well as a starting point for the research process.
Job Assessment Tool© (JAT) Classification Analysis
Employees were asked to complete individual JAT surveys, where they shared information pertaining to their work in their own words. JAT submissions as well as job descriptions were reviewed, and each classification was evaluated based on six compensable factors: Management, Processes, Resources, Technology, Errors and Risk, and Knowledge and Experience. Each factor was assigned a weighted value, and classifications were scored accordingly, resulting in a point-factor score for each. These scores were used to establish a rank order of classifications, which informed the proposed structure of the compensation plan. When combined with market data, this internal ranking served as the foundation for the study’s compensation and classification recommendations. The nature of each compensable factor is described below:
Salary and Benefits Survey
A customized external market analysis was completed, focusing on comparable public sector entities with similar positions and organizational characteristics. Benchmark classifications were surveyed and matched, where possible, to peer organizations. In addition to salary data, benefits information was Management
Outlines leadership roles from
supervized tasks to independent
work, team supervision, and
overseeing departments or
operations across multiple areas.
Processes
Relates to operational actions from
performing tasks to managing
processes within departments or
across the entire organization.
Resources
Defines resource responibilities
from using and monitoring
resources to managing budgets,
compliance, and allocation across
the organization
Technology
Describes the application of
technology in performing duties
from using basic tools and
software to managing complex
systems, setting guidelines, and
overseeing long-term projects.
Errors and Risk
Identifies the type of errors and
risks associated with different
roles, ranging from minimal impact
to those that could result in
significant physical, financial, or
legal consequences.
Knowledge and Experience
Indicates the knowledge and
experience required for various
roles, ranging from basic tasks
with on-the-job training to
advanced education and strategic
planning expertise.
01 INTRODUCTION | CITY OF RIVERBANK
EVERGREEN SOLUTIONS, LLC PAGE 1 - 3
also collected to evaluate the competitiveness of the City’s total rewards offerings. The results provided valuable insight into the City’s current market positioning.
Recommendations
Based on the assessment and market data, Evergreen developed a range of recommendations for the City’s consideration. These options varied in scope—from minor adjustments to existing systems to more comprehensive changes to the overall compensation framework. Each recommendation was designed to address identified challenges while building upon the City’s existing strengths.
REPORT ORGANIZATION
The following chapters present detailed findings, analysis, and recommendations resulting from the study.
02 Assessment of Current Conditions
03 Employee Outreach Summary
04 Market Survey Results
05 Recommendations
EVERGREEN SOLUTIONS, LLC PAGE 2 - 1
The Assessment of Current Conditions presents a comprehensive review of the City’s current compensation and classification framework for both represented and contract or appointed staff. The figures and demographic breakdowns reflect conditions at the time the data was collected during September 2025 and should be viewed as a snapshot in time – changes that have been made to pay plans or classifications during the course of the study may not be reflected in the analysis included in this chapter. Although this information establishes a baseline for Evergreen’s analysis, it does not, by itself, dictate specific recommendations. Through this examination, Evergreen was able to gain insight into the existing pay structure and related practices.
This chapter is broken down into the following three sections:
COMPENSATION PLAN ANALYSIS
Exhibit 2A illustrates the City’s three pay plans, General (Miscellaneous represented group), MidManagement/Confidential (represented group), and Sr Leadership/Contracted employees (unrepresented), that each share a common structure intended to support internal equity and consistent salary administration across job levels. Each plan is structured as a five-step salary schedule (A–E) with a generally consistent range spread of 21.6 percent, a one percent midpoint progression, and a five percent step progression. The structure of each plan is discussed below:
General/Miscellaneous Pay Plan (Ranges 30–100)
Overview
• Comprises approximately 71 pay grades, covering primarily non-management classifications.
Currently utilizing 15 pay grades.
• Structured as a five-step plan (A–E) with a consistent 21.6 percent range spread and five percent step progression.
• Midpoint progression between grades averages approximately one percent.
Strengths / Positives
• Provides a high degree of internal equity and consistency across classifications. • Step structure supports predictable employee progression and pay movement.
Compression Analysis
Salary Placement Analysis
Compensation Plan Analysis
02 ASSESSMENT OF CURRENT CONDITIONS
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 2
• Narrow range spread limits excessive pay variation within a grade. • Structure is generally aligned with traditional public-sector step systems, which can be familiar to employees and managers.
Areas of Concern / Potential Issues
• The number of pay grades significantly exceeds what is typically necessary for a city of Riverbank’s size, where fewer, broader grades are commonly sufficient. • Very small midpoint progression (one percent) between grades increases the risk of:
o Pay compression between adjacent classifications.
o Difficulty differentiating pay between jobs with meaningful differences in responsibility. • Many grades appear to be unused or lightly populated, potentially creating:
o Administrative burden to maintain and adjust grades with no incumbents. o Reduced clarity for managers and employees regarding appropriate job placement. • Overly granular grade structure may complicate market adjustments and future classification changes.
Mid-Management / Confidential Pay Plan (Ranges 101–191) Overview
• Contains approximately 91 pay grades, intended to cover management, professional and/or confidential classifications. Currently utilizing 13 pay grades. • Uses the same five-step structure, 21.6 percent range spread, and five percent step progression as the General Plan.
• Midpoint progression is generally about one percent between grades.
Strengths / Positives
• Consistent architecture with the General/Miscellaneous Plan supports systemwide internal alignment.
• Provides flexibility to accommodate a wide variety of management roles without re-structuring the plan.
• Step progression supports retention and orderly pay movement for incumbents.
Areas of Concern / Potential Issues
• The number of grades is unusually high for a small city, especially given the limited number of incumbents.
• Large portions of the plan appear to be unused, indicating the structure is far more expansive than operationally necessary.
• One percent midpoint progression increases the likelihood of:
o Compression between supervisory, mid-management, and senior roles. o Difficulty maintaining clear pay separation from the General Plan below and Director Plan above.
• Maintaining a large, sparsely used plan increases administrative complexity with limited practical benefit.
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 3
Department Directors Pay Plan (Ranges 201–281)
Overview
• Includes 81 pay grades, designed for department directors and executive-level roles. Currently utilizing three pay grades.
• Largely follows the same five-step, 21.6 percent spread, five percent step progression structure.
• Contains non-standard ranges (e.g., Range 243.1) with different spreads and midpoint progressions.
Strengths / Positives
• Provides substantial flexibility to address market variation among director-level roles. • Higher salary band appropriately separates executive roles from management classifications.
Areas of Concern / Potential Issues
• The number of director-level grades exceeds what is typically required for a city of Riverbank’s size, where only a handful of executive roles exist.
• Presence of special ranges suggests:
o Prior ad hoc adjustments or temporary fixes.
o Potential internal alignment and transparency issues. • Small midpoint progression (one percent) between most grades limits meaningful differentiation and heightens compression risk, even at executive levels. • Managing dozens of largely unoccupied executive grades creates unnecessary administrative overhead and complicates market benchmarking and public explanation.
Further, Exhibit 2B shows the 43 unique classifications and 62 full-time employees that utilize the plan’s 244 pay grades along with the number of employees in each position. The included classifications reflect filled positions only; vacancies are not included in the employee and classification count. As seen in the exhibit, the City’s workforce is highly dispersed across pay grades, with many classifications represented by one or two incumbents. There is also limited aggregation of employees within individual pay plans, reinforcing that the pay plan structure may be more granular than the size of the organization warrants. Based on how the plans are being utilized, the distribution of classifications reflects a position-specific classification approach, rather than a system where like leveled classifications are grouped together on the same pay grade.
Exhibit 2A | Pay Plan Summary (represents the pay plan structure at the start of the study – interim adjustments are not shown in this table)
General Employees – Miscellaneous
Grd A B C D E
Range
Spread
Midpoint
Prog.
Step
Prog.
#
Emp
30 $41,869.08 $43,962.48 $46,160.64 $48,468.72 $50,892.12 21.6% - 5.0% 2 31 $42,287.52 $44,401.92 $46,622.04 $48,953.16 $51,400.80 21.6% 1.0% 5.0% 0 32 $42,710.52 $44,846.04 $47,088.36 $49,442.76 $51,914.88 21.6% 1.0% 5.0% 0 33 $43,137.72 $45,294.60 $47,559.36 $49,937.28 $52,434.12 21.6% 1.0% 5.0% 0
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 4
Exhibit 2A | Pay Plan Summary, Continued
General Employees – Miscellaneous
Grd A B C D E
Range
Spread
Midpoint
Prog.
Step
Prog.
#
Emp
34 $43,569.00 $45,747.48 $48,034.80 $50,436.60 $52,958.40 21.6% 1.0% 5.0% 0 35 $44,004.72 $46,204.92 $48,515.16 $50,940.96 $53,487.96 21.6% 1.0% 5.0% 0 36 $44,444.52 $46,666.80 $49,000.20 $51,450.24 $54,022.80 21.6% 1.0% 5.0% 0 37 $44,888.88 $47,133.36 $49,490.04 $51,964.56 $54,562.80 21.6% 1.0% 5.0% 5 38 $45,337.92 $47,604.84 $49,985.04 $52,484.28 $55,108.44 21.6% 1.0% 5.0% 0 39 $45,791.52 $48,081.12 $50,485.20 $53,009.52 $55,659.96 21.6% 1.0% 5.0% 0 40 $46,249.44 $48,561.96 $50,990.04 $53,539.56 $56,216.52 21.6% 1.0% 5.0% 0 41 $46,711.68 $49,047.24 $51,499.56 $54,074.52 $56,778.24 21.6% 1.0% 5.0% 0 42 $47,178.96 $49,537.92 $52,014.84 $54,615.60 $57,346.44 21.6% 1.0% 5.0% 1 43 $47,650.92 $50,033.52 $52,535.16 $55,161.96 $57,920.04 21.6% 1.0% 5.0% 3 44 $48,127.20 $50,533.56 $53,060.28 $55,713.24 $58,498.92 21.6% 1.0% 5.0% 0 45 $48,608.28 $51,038.64 $53,590.56 $56,270.04 $59,083.56 21.6% 1.0% 5.0% 3 46 $49,094.64 $51,549.36 $54,126.84 $56,833.20 $59,674.92 21.6% 1.0% 5.0% 0 47 $49,585.32 $52,064.64 $54,667.92 $57,401.28 $60,271.32 21.6% 1.0% 5.0% 3 48 $50,081.52 $52,585.56 $55,214.88 $57,975.60 $60,874.44 21.6% 1.0% 5.0% 0 49 $50,582.16 $53,111.28 $55,766.88 $58,555.20 $61,482.96 21.6% 1.0% 5.0% 0 50 $51,087.84 $53,642.28 $56,324.40 $59,140.68 $62,097.72 21.6% 1.0% 5.0% 0 51 $51,598.56 $54,178.44 $56,887.32 $59,731.68 $62,718.24 21.6% 1.0% 5.0% 0 52 $52,114.56 $54,720.24 $57,456.24 $60,329.04 $63,345.48 21.6% 1.0% 5.0% 0 53 $52,635.60 $55,267.44 $58,030.80 $60,932.40 $63,979.08 21.6% 1.0% 5.0% 3 54 $53,161.92 $55,820.04 $58,611.00 $61,541.52 $64,618.56 21.6% 1.0% 5.0% 0 55 $53,693.88 $56,378.52 $59,197.44 $62,157.36 $65,265.24 21.6% 1.0% 5.0% 1 56 $54,230.88 $56,942.40 $59,789.52 $62,778.96 $65,917.92 21.6% 1.0% 5.0% 5 57 $54,772.68 $57,511.32 $60,386.88 $63,406.20 $66,576.48 21.6% 1.0% 5.0% 0 58 $55,320.60 $58,086.60 $60,990.96 $64,040.52 $67,242.60 21.6% 1.0% 5.0% 0 59 $55,873.68 $58,667.40 $61,600.80 $64,680.84 $67,914.84 21.6% 1.0% 5.0% 1 60 $56,432.64 $59,254.32 $62,217.00 $65,327.88 $68,594.28 21.6% 1.0% 5.0% 0 61 $56,996.76 $59,846.64 $62,838.96 $65,980.92 $69,279.96 21.6% 1.0% 5.0% 0 62 $57,566.76 $60,445.08 $63,467.28 $66,640.68 $69,972.72 21.6% 1.0% 5.0% 0 63 $58,142.64 $61,049.76 $64,102.20 $67,307.28 $70,672.68 21.6% 1.0% 5.0% 0 64 $58,724.16 $61,660.32 $64,743.36 $67,980.48 $71,379.48 21.6% 1.0% 5.0% 3 65 $59,311.32 $62,276.88 $65,390.76 $68,660.28 $72,093.24 21.6% 1.0% 5.0% 1 66 $59,904.24 $62,899.44 $66,044.40 $69,346.68 $72,813.96 21.6% 1.0% 5.0% 4 67 $60,503.16 $63,528.36 $66,704.76 $70,040.04 $73,542.00 21.6% 1.0% 5.0% 0 68 $61,108.56 $64,164.00 $67,372.20 $70,740.84 $74,277.84 21.6% 1.0% 5.0% 0 69 $61,719.60 $64,805.64 $68,045.88 $71,448.12 $75,020.52 21.6% 1.0% 5.0% 0 70 $62,336.76 $65,453.64 $68,726.28 $72,162.60 $75,770.76 21.6% 1.0% 5.0% 1 71 $62,960.16 $66,108.12 $69,413.52 $72,884.16 $76,528.32 21.6% 1.0% 5.0% 0 72 $63,589.56 $66,769.08 $70,107.48 $73,612.80 $77,293.44 21.6% 1.0% 5.0% 0 73 $64,225.68 $67,437.00 $70,808.88 $74,349.36 $78,066.84 21.6% 1.0% 5.0% 0 74 $64,867.68 $68,111.04 $71,516.64 $75,092.52 $78,847.20 21.6% 1.0% 5.0% 0 75 $65,516.28 $68,792.04 $72,231.60 $75,843.24 $79,635.36 21.6% 1.0% 5.0% 0 76 $66,171.48 $69,480.00 $72,954.00 $76,601.76 $80,431.80 21.6% 1.0% 5.0% 0
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 5
Exhibit 2A | Pay Plan Summary, Continued
General Employees – Miscellaneous
Grd A B C D E
Range
Spread
Midpoint
Prog.
Step
Prog.
#
Emp
77 $66,833.28 $70,174.92 $73,683.72 $77,367.96 $81,236.40 21.6% 1.0% 5.0% 0 78 $67,501.56 $70,876.68 $74,420.52 $78,141.60 $82,048.68 21.6% 1.0% 5.0% 0 79 $68,176.20 $71,585.04 $75,164.28 $78,922.44 $82,868.52 21.6% 1.0% 5.0% 0 80 $68,858.04 $72,300.96 $75,915.96 $79,711.80 $83,697.36 21.6% 1.0% 5.0% 0 81 $69,546.96 $73,024.32 $76,675.56 $80,509.32 $84,534.84 21.6% 1.0% 5.0% 0 82 $70,242.24 $73,754.40 $77,442.12 $81,314.28 $85,380.00 21.6% 1.0% 5.0% 0 83 $70,944.60 $74,491.80 $78,216.36 $82,127.16 $86,233.56 21.6% 1.0% 5.0% 0 84 $71,654.04 $75,236.76 $78,998.64 $82,948.56 $87,096.00 21.6% 1.0% 5.0% 0 85 $72,370.68 $75,989.16 $79,788.60 $83,778.00 $87,966.96 21.6% 1.0% 5.0% 0 86 $73,094.16 $76,748.88 $80,586.36 $84,615.72 $88,846.56 21.6% 1.0% 5.0% 2 87 $73,825.32 $77,516.64 $81,392.52 $85,462.20 $89,735.28 21.6% 1.0% 5.0% 0 88 $74,563.80 $78,291.96 $82,206.60 $86,316.96 $90,632.76 21.6% 1.0% 5.0% 0 89 $75,309.48 $79,074.96 $83,028.72 $87,180.12 $91,539.12 21.6% 1.0% 5.0% 0 90 $76,062.24 $79,865.40 $83,858.64 $88,051.56 $92,454.12 21.6% 1.0% 5.0% 0 91 $76,822.92 $80,664.12 $84,697.32 $88,932.24 $93,378.84 21.6% 1.0% 5.0% 0 92 $77,591.40 $81,471.00 $85,544.52 $89,821.80 $94,312.92 21.6% 1.0% 5.0% 0 93 $78,367.20 $82,285.56 $86,399.88 $90,719.88 $95,255.88 21.6% 1.0% 5.0% 0 94 $79,150.68 $83,108.16 $87,263.52 $91,626.72 $96,208.08 21.6% 1.0% 5.0% 0 95 $79,941.96 $83,939.04 $88,136.04 $92,542.80 $97,170.00 21.6% 1.0% 5.0% 0 96 $80,741.28 $84,778.32 $89,017.20 $93,468.12 $98,141.52 21.6% 1.0% 5.0% 0 97 $81,548.88 $85,626.36 $89,907.72 $94,403.16 $99,123.36 21.6% 1.0% 5.0% 0 98 $82,364.76 $86,483.04 $90,807.24 $95,347.56 $100,114.92 21.6% 1.0% 5.0% 0 99 $83,188.20 $87,347.64 $91,715.04 $96,300.84 $101,115.84 21.6% 1.0% 5.0% 0 100 $84,020.28 $88,221.24 $92,632.32 $97,263.96 $102,127.20 21.6% 1.0% 5.0% 0
Mid-Management/Confidential
Grd A B C D E
Range
Spread
Midpoint
Prog.
Step
Prog.
#
Emp
101 $56,740.56 $59,577.60 $62,556.48 $65,684.28 $68,968.44 21.6% - 5.0% 0 102 $57,307.92 $60,173.28 $63,181.92 $66,341.04 $69,658.08 21.6% 1.0% 5.0% 0 103 $57,881.04 $60,775.08 $63,813.84 $67,004.52 $70,354.80 21.6% 1.0% 5.0% 0 104 $58,459.80 $61,382.76 $64,451.88 $67,674.48 $71,058.24 21.6% 1.0% 5.0% 0 105 $59,044.32 $61,996.56 $65,096.40 $68,351.28 $71,768.88 21.6% 1.0% 5.0% 0 106 $59,634.72 $62,616.48 $65,747.28 $69,034.68 $72,486.36 21.6% 1.0% 5.0% 0 107 $60,231.48 $63,243.00 $66,405.12 $69,725.40 $73,211.64 21.6% 1.0% 5.0% 0 108 $60,833.52 $63,875.16 $67,068.96 $70,422.36 $73,943.52 21.6% 1.0% 5.0% 0 109 $61,441.68 $64,513.80 $67,739.52 $71,126.52 $74,682.84 21.6% 1.0% 5.0% 0 110 $62,056.44 $65,159.28 $68,417.28 $71,838.12 $75,430.08 21.6% 1.0% 5.0% 0 111 $62,676.72 $65,810.52 $69,101.04 $72,556.08 $76,183.92 21.6% 1.0% 5.0% 1 112 $63,303.36 $66,468.48 $69,791.88 $73,281.48 $76,945.56 21.6% 1.0% 5.0% 0 113 $63,936.84 $67,133.64 $70,490.28 $74,014.80 $77,715.60 21.6% 1.0% 5.0% 0 114 $64,576.08 $67,804.92 $71,195.16 $74,754.96 $78,492.72 21.6% 1.0% 5.0% 0 115 $65,221.80 $68,482.92 $71,907.12 $75,502.44 $79,277.52 21.6% 1.0% 5.0% 0
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 6
Exhibit 2A | Pay Plan Summary, Continued
Mid-Management/Confidential
Grd A B C D E
Range
Spread
Midpoint
Prog.
Step
Prog.
#
Emp
116 $65,873.88 $69,167.52 $72,625.92 $76,257.24 $80,070.12 21.6% 1.0% 5.0% 0 117 $66,533.04 $69,859.68 $73,352.64 $77,020.32 $80,871.36 21.6% 1.0% 5.0% 0 118 $67,197.96 $70,557.84 $74,085.72 $77,790.00 $81,679.56 21.6% 1.0% 5.0% 0 119 $67,869.84 $71,263.32 $74,826.48 $78,567.84 $82,496.28 21.6% 1.0% 5.0% 0 120 $68,548.44 $71,975.88 $75,574.68 $79,353.36 $83,321.04 21.6% 1.0% 5.0% 0 121 $69,234.00 $72,695.76 $76,330.56 $80,147.04 $84,154.44 21.6% 1.0% 5.0% 0 122 $69,926.40 $73,422.72 $77,093.88 $80,948.52 $84,996.00 21.6% 1.0% 5.0% 2 123 $70,625.76 $74,157.00 $77,864.88 $81,758.16 $85,846.08 21.6% 1.0% 5.0% 0 124 $71,331.96 $74,898.60 $78,643.56 $82,575.72 $86,704.56 21.6% 1.0% 5.0% 0 125 $72,045.12 $75,647.40 $79,429.80 $83,401.32 $87,571.44 21.6% 1.0% 5.0% 2 126 $72,765.72 $76,404.00 $80,224.20 $84,235.44 $88,447.20 21.6% 1.0% 5.0% 0 127 $73,493.28 $77,167.92 $81,026.28 $85,077.60 $89,331.48 21.6% 1.0% 5.0% 0 128 $74,228.40 $77,939.88 $81,836.88 $85,928.76 $90,225.24 21.6% 1.0% 5.0% 3 129 $74,970.48 $78,719.04 $82,655.04 $86,787.84 $91,127.28 21.6% 1.0% 5.0% 0 130 $75,720.00 $79,506.00 $83,481.36 $87,655.44 $92,038.20 21.6% 1.0% 5.0% 0 131 $76,476.96 $80,300.76 $84,315.84 $88,531.68 $92,958.24 21.6% 1.0% 5.0% 0 132 $77,242.20 $81,104.28 $85,159.44 $89,417.40 $93,888.24 21.6% 1.0% 5.0% 3 133 $78,014.76 $81,915.48 $86,011.20 $90,311.76 $94,827.36 21.6% 1.0% 5.0% 0 134 $78,795.00 $82,734.72 $86,871.48 $91,215.00 $95,775.72 21.6% 1.0% 5.0% 0 135 $79,582.56 $83,561.64 $87,739.68 $92,126.64 $96,732.96 21.6% 1.0% 5.0% 0 136 $80,378.40 $84,397.32 $88,617.24 $93,048.12 $97,700.52 21.6% 1.0% 5.0% 0 137 $81,182.04 $85,241.16 $89,503.20 $93,978.36 $98,677.32 21.6% 1.0% 5.0% 0 138 $81,994.08 $86,093.76 $90,398.40 $94,918.32 $99,664.20 21.6% 1.0% 5.0% 0 139 $82,813.80 $86,954.52 $91,302.24 $95,867.40 $100,660.80 21.6% 1.0% 5.0% 0 140 $83,642.16 $87,824.28 $92,215.44 $96,826.20 $101,667.48 21.6% 1.0% 5.0% 1 141 $84,478.80 $88,702.80 $93,138.00 $97,794.96 $102,684.72 21.6% 1.0% 5.0% 1 142 $85,323.36 $89,589.48 $94,068.96 $98,772.36 $103,710.96 21.6% 1.0% 5.0% 0 143 $86,176.56 $90,485.40 $95,009.64 $99,760.08 $104,748.12 21.6% 1.0% 5.0% 0 144 $87,038.40 $91,390.32 $95,959.80 $100,757.76 $105,795.60 21.6% 1.0% 5.0% 0 145 $87,908.76 $92,304.24 $96,919.44 $101,765.40 $106,853.64 21.6% 1.0% 5.0% 0 146 $88,788.00 $93,227.40 $97,888.80 $102,783.24 $107,922.36 21.6% 1.0% 5.0% 2 147 $89,675.76 $94,159.56 $98,867.52 $103,810.92 $109,001.52 21.6% 1.0% 5.0% 0 148 $90,572.40 $95,101.08 $99,856.08 $104,848.92 $110,091.36 21.6% 1.0% 5.0% 0 149 $91,478.64 $96,052.56 $100,855.20 $105,897.96 $111,192.84 21.6% 1.0% 5.0% 0 150 $92,393.04 $97,012.68 $101,863.32 $106,956.48 $112,304.28 21.6% 1.0% 5.0% 0 151 $93,317.04 $97,982.88 $102,882.00 $108,026.16 $113,427.48 21.6% 1.0% 5.0% 0 152 $94,250.04 $98,962.56 $103,910.64 $109,106.16 $114,561.48 21.6% 1.0% 5.0% 0 153 $95,192.88 $99,952.56 $104,950.20 $110,197.68 $115,707.60 21.6% 1.0% 5.0% 0 154 $96,144.72 $100,951.92 $105,999.48 $111,299.40 $116,864.40 21.6% 1.0% 5.0% 0 155 $97,106.28 $101,961.60 $107,059.68 $112,412.64 $118,033.32 21.6% 1.0% 5.0% 1 156 $98,077.56 $102,981.48 $108,130.56 $113,537.04 $119,213.88 21.6% 1.0% 5.0% 0 157 $99,057.84 $104,010.72 $109,211.28 $114,671.88 $120,405.48 21.6% 1.0% 5.0% 0 158 $100,048.92 $105,051.36 $110,303.88 $115,819.08 $121,610.04 21.6% 1.0% 5.0% 0 159 $101,049.12 $106,101.60 $111,406.68 $116,976.96 $122,825.76 21.6% 1.0% 5.0% 0 160 $102,059.64 $107,162.64 $112,520.76 $118,146.84 $124,054.20 21.6% 1.0% 5.0% 0
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 7
Exhibit 2A | Pay Plan Summary, Continued
Mid-Management/Confidential
Grd A B C D E
Range
Spread
Midpoint
Prog.
Step
Prog.
#
Emp
161 $103,079.88 $108,233.88 $113,645.52 $119,327.76 $125,294.16 21.6% 1.0% 5.0% 1 162 $104,111.04 $109,316.64 $114,782.52 $120,521.64 $126,547.68 21.6% 1.0% 5.0% 0 163 $105,152.28 $110,409.84 $115,930.32 $121,726.80 $127,813.20 21.6% 1.0% 5.0% 0 164 $106,203.72 $111,513.96 $117,089.64 $122,944.08 $129,091.32 21.6% 1.0% 5.0% 0 165 $107,265.72 $112,629.00 $118,260.48 $124,173.48 $130,382.16 21.6% 1.0% 5.0% 0 166 $108,338.52 $113,755.44 $119,443.20 $125,415.36 $131,686.08 21.6% 1.0% 5.0% 1 167 $109,421.76 $114,892.80 $120,637.44 $126,669.36 $133,002.84 21.6% 1.0% 5.0% 0 168 $110,516.04 $116,041.80 $121,843.92 $127,936.08 $134,332.92 21.6% 1.0% 5.0% 0 169 $111,621.24 $117,202.32 $123,062.40 $129,215.52 $135,676.32 21.6% 1.0% 5.0% 1 170 $112,737.48 $118,374.36 $124,293.12 $130,507.80 $137,033.16 21.6% 1.0% 5.0% 0 171 $113,864.64 $119,557.92 $125,535.84 $131,812.68 $138,403.32 21.6% 1.0% 5.0% 0 172 $115,003.32 $120,753.48 $126,791.16 $133,130.76 $139,787.28 21.6% 1.0% 5.0% 0 173 $116,153.40 $121,961.04 $128,059.08 $134,462.04 $141,185.16 21.6% 1.0% 5.0% 0 174 $117,314.76 $123,180.48 $129,339.48 $135,806.40 $142,596.72 21.6% 1.0% 5.0% 0 175 $118,488.00 $124,412.40 $130,633.08 $137,164.68 $144,022.92 21.6% 1.0% 5.0% 0 176 $119,672.88 $125,656.56 $131,939.40 $138,536.40 $145,463.28 21.6% 1.0% 5.0% 0 177 $120,869.64 $126,913.08 $133,258.68 $139,921.56 $146,917.68 21.6% 1.0% 5.0% 0 178 $122,078.16 $128,182.08 $134,591.16 $141,320.76 $148,386.84 21.6% 1.0% 5.0% 0 179 $123,298.92 $129,463.92 $135,937.08 $142,733.88 $149,870.52 21.6% 1.0% 5.0% 1 180 $124,532.16 $130,758.72 $137,296.68 $144,161.52 $151,369.56 21.6% 1.0% 5.0% 0 181 $125,777.52 $132,066.36 $138,669.72 $145,603.20 $152,883.36 21.6% 1.0% 5.0% 0 182 $127,035.12 $133,386.84 $140,056.20 $147,059.04 $154,412.04 21.6% 1.0% 5.0% 0 183 $128,305.56 $134,720.88 $141,456.96 $148,529.76 $155,956.20 21.6% 1.0% 5.0% 0 184 $129,588.72 $136,068.12 $142,871.52 $150,015.12 $157,515.84 21.6% 1.0% 5.0% 0 185 $130,884.48 $137,428.68 $144,300.12 $151,515.12 $159,090.84 21.6% 1.0% 5.0% 0 186 $132,193.44 $138,803.16 $145,743.36 $153,030.48 $160,682.04 21.6% 1.0% 5.0% 0 187 $133,515.24 $140,190.96 $147,200.52 $154,560.60 $162,288.60 21.6% 1.0% 5.0% 0 188 $134,850.36 $141,592.92 $148,672.56 $156,106.20 $163,911.48 21.6% 1.0% 5.0% 0 189 $136,199.04 $143,009.04 $150,159.48 $157,667.40 $165,550.80 21.6% 1.0% 5.0% 0 190 $137,561.16 $144,439.20 $151,661.16 $159,244.20 $167,206.44 21.6% 1.0% 5.0% 0 191 $138,937.08 $145,883.88 $153,178.08 $160,836.96 $168,878.76 21.6% 1.0% 5.0% 0
Department Directors/Contract
Grd A B C D E
Range
Spread
Midpoint
Prog
Step
Prog
#
Emp
201 $84,983.40 $89,232.60 $93,694.20 $98,378.88 $103,297.80 21.6% - 5.0% 0 202 $85,833.12 $90,124.80 $94,631.04 $99,362.64 $104,330.76 21.6% 1.0% 5.0% 0 203 $86,691.36 $91,025.88 $95,577.12 $100,356.00 $105,373.80 21.6% 1.0% 5.0% 0 204 $87,558.36 $91,936.32 $96,533.16 $101,359.80 $106,427.76 21.6% 1.0% 5.0% 0 205 $88,434.12 $92,855.88 $97,498.68 $102,373.56 $107,492.28 21.6% 1.0% 5.0% 0 206 $89,318.04 $93,783.96 $98,473.20 $103,396.92 $108,566.76 21.6% 1.0% 5.0% 0 207 $90,211.20 $94,721.76 $99,457.80 $104,430.72 $109,652.28 21.6% 1.0% 5.0% 0 208 $91,113.48 $95,669.16 $100,452.60 $105,475.20 $110,748.96 21.6% 1.0% 5.0% 0
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 8
Exhibit 2A | Pay Plan Summary, Continued
Department Directors/Contract
Grd A B C D E
Range
Spread
Midpoint
Prog
Step
Prog
#
Emp
209 $92,024.64 $96,625.92 $101,457.24 $106,530.12 $111,856.68 21.6% 1.0% 5.0% 0 210 $92,944.80 $97,592.04 $102,471.60 $107,595.24 $112,974.96 21.6% 1.0% 5.0% 0 211 $93,874.32 $98,568.00 $103,496.40 $108,671.28 $114,104.88 21.6% 1.0% 5.0% 0 212 $94,812.84 $99,553.44 $104,531.16 $109,757.76 $115,245.60 21.6% 1.0% 5.0% 0 213 $95,760.96 $100,548.96 $105,576.36 $110,855.16 $116,397.96 21.6% 1.0% 5.0% 0 214 $96,718.92 $101,554.92 $106,632.72 $111,964.32 $117,562.56 21.6% 1.0% 5.0% 0 215 $97,686.00 $102,570.36 $107,698.92 $113,083.92 $118,738.08 21.6% 1.0% 5.0% 0 216 $98,662.68 $103,595.76 $108,775.56 $114,214.32 $119,925.00 21.6% 1.0% 5.0% 0 217 $99,649.32 $104,631.84 $109,863.48 $115,356.60 $121,124.40 21.6% 1.0% 5.0% 0 218 $100,645.92 $105,678.24 $110,962.20 $116,510.28 $122,335.80 21.6% 1.0% 5.0% 0 219 $101,652.48 $106,735.08 $112,071.84 $117,675.48 $123,559.20 21.6% 1.0% 5.0% 0 220 $102,668.88 $107,802.36 $113,192.52 $118,852.20 $124,794.84 21.6% 1.0% 5.0% 0 221 $103,695.60 $108,880.44 $114,324.48 $120,040.68 $126,042.72 21.6% 1.0% 5.0% 0 222 $104,732.52 $109,969.20 $115,467.72 $121,241.16 $127,303.20 21.6% 1.0% 5.0% 0 223 $105,779.88 $111,068.88 $116,622.36 $122,453.52 $128,576.16 21.6% 1.0% 5.0% 0 224 $106,837.80 $112,179.72 $117,788.76 $123,678.24 $129,862.20 21.6% 1.0% 5.0% 0 225 $107,906.16 $113,301.48 $118,966.56 $124,914.84 $131,160.60 21.6% 1.0% 5.0% 0 226 $108,985.20 $114,434.52 $120,156.24 $126,164.04 $132,472.20 21.6% 1.0% 5.0% 0 227 $110,074.92 $115,578.72 $121,357.68 $127,425.60 $133,796.88 21.6% 1.0% 5.0% 0 228 $111,175.92 $116,734.68 $122,571.36 $128,699.88 $135,134.88 21.6% 1.0% 5.0% 0 229 $112,287.84 $117,902.28 $123,797.40 $129,987.24 $136,486.56 21.6% 1.0% 5.0% 0 230 $113,410.56 $119,081.04 $125,035.08 $131,286.84 $137,851.20 21.6% 1.0% 5.0% 0 231 $114,544.44 $120,271.68 $126,285.24 $132,599.52 $139,229.52 21.6% 1.0% 5.0% 0 232 $115,690.20 $121,474.68 $127,548.36 $133,925.76 $140,622.00 21.6% 1.0% 5.0% 0 233 $116,847.12 $122,689.44 $128,823.96 $135,265.20 $142,028.52 21.6% 1.0% 5.0% 0 234 $118,015.56 $123,916.32 $130,112.16 $136,617.72 $143,448.60 21.6% 1.0% 5.0% 0 235 $119,195.76 $125,155.56 $131,413.32 $137,984.04 $144,883.20 21.6% 1.0% 5.0% 0 236 $120,387.60 $126,407.04 $132,727.44 $139,363.80 $146,331.96 21.6% 1.0% 5.0% 0 237 $121,591.44 $127,671.00 $134,054.52 $140,757.24 $147,795.12 21.6% 1.0% 5.0% 0 238 $122,807.28 $128,947.68 $135,395.04 $142,164.84 $149,273.04 21.6% 1.0% 5.0% 0 239 $124,035.12 $130,236.84 $136,748.64 $143,586.12 $150,765.48 21.6% 1.0% 5.0% 0 240 $125,275.56 $131,539.32 $138,116.28 $145,022.04 $152,273.16 21.6% 1.0% 5.0% 0 241 $126,528.48 $132,854.88 $139,497.60 $146,472.48 $153,796.08 21.6% 1.0% 5.0% 0 242 $127,793.64 $134,183.28 $140,892.48 $147,937.08 $155,333.88 21.6% 1.0% 5.0% 0 243 $129,071.40 $135,525.00 $142,301.28 $149,416.32 $156,887.16 21.6% 1.0% 5.0% 0 243.1 $119,480.04 $122,467.08 $125,528.76 $128,667.00 $131,883.72 10.4% -12.1% 2.5% 0 244 $130,362.00 $136,880.16 $143,724.12 $150,910.32 $158,455.80 21.6% 14.9% 5.0% 0 245 $131,665.68 $138,249.00 $145,161.48 $152,419.56 $160,040.52 21.6% 1.0% 5.0% 0 246 $132,982.32 $139,631.40 $146,613.00 $153,943.68 $161,640.84 21.6% 1.0% 5.0% 0 247 $134,312.16 $141,027.72 $148,079.16 $155,483.16 $163,257.36 21.6% 1.0% 5.0% 0 248 $135,655.20 $142,437.96 $149,559.84 $157,037.88 $164,889.72 21.6% 1.0% 5.0% 0 249 $137,012.04 $143,862.60 $151,055.76 $158,608.56 $166,539.00 21.6% 1.0% 5.0% 0 250 $138,381.84 $145,300.92 $152,565.96 $160,194.24 $168,204.00 21.6% 1.0% 5.0% 0 251 $139,765.80 $146,754.12 $154,091.88 $161,796.48 $169,886.28 21.6% 1.0% 5.0% 0
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 9
Exhibit 2A | Pay Plan Summary, Continued
Department Directors/Contract
Grd A B C D E
Range
Spread
Midpoint
Prog
Step
Prog
#
Emp
252 $141,163.32 $148,221.48 $155,632.56 $163,414.20 $171,584.88 21.6% 1.0% 5.0% 0 253 $142,574.88 $149,703.60 $157,188.84 $165,048.24 $173,300.64 21.6% 1.0% 5.0% 3 254 $144,000.72 $151,200.72 $158,760.72 $166,698.72 $175,033.68 21.6% 1.0% 5.0% 0 255 $147,068.88 $154,422.36 $162,143.52 $170,250.72 $178,763.28 21.6% 2.1% 5.0% 0 256 $146,895.36 $154,240.08 $161,952.12 $170,049.72 $178,552.20 21.6% -0.1% 5.0% 0 257 $148,364.16 $155,782.32 $163,571.40 $171,750.00 $180,337.56 21.6% 1.0% 5.0% 0 258 $149,847.84 $157,340.28 $165,207.24 $173,467.56 $182,140.92 21.6% 1.0% 5.0% 1 259 $151,346.16 $158,913.48 $166,859.16 $175,202.16 $183,962.28 21.6% 1.0% 5.0% 0 260 $152,859.48 $160,502.40 $168,527.52 $176,953.92 $185,801.64 21.6% 1.0% 5.0% 0 261 $154,388.40 $162,107.88 $170,213.28 $178,723.92 $187,660.08 21.6% 1.0% 5.0% 0 262 $155,932.32 $163,728.96 $171,915.36 $180,511.08 $189,536.64 21.6% 1.0% 5.0% 0 263 $157,491.48 $165,366.00 $173,634.36 $182,316.12 $191,431.92 21.6% 1.0% 5.0% 0 264 $159,066.60 $167,019.96 $175,371.00 $184,139.52 $193,346.52 21.6% 1.0% 5.0% 0 265 $160,657.08 $168,689.88 $177,124.32 $185,980.56 $195,279.60 21.6% 1.0% 5.0% 0 266 $162,263.76 $170,376.96 $178,895.76 $187,840.56 $197,232.60 21.6% 1.0% 5.0% 0 267 $163,886.28 $172,080.60 $180,684.60 $189,718.80 $199,204.80 21.6% 1.0% 5.0% 0 268 $165,525.24 $173,801.52 $182,491.56 $191,616.12 $201,196.92 21.6% 1.0% 5.0% 0 269 $167,180.16 $175,539.12 $184,316.04 $193,531.80 $203,208.36 21.6% 1.0% 5.0% 0 270 $168,852.24 $177,294.84 $186,159.60 $195,467.64 $205,241.04 21.6% 1.0% 5.0% 0 271 $170,540.76 $179,067.84 $188,021.28 $197,422.32 $207,293.40 21.6% 1.0% 5.0% 0 272 $172,246.44 $180,858.72 $189,901.68 $199,396.80 $209,366.64 21.6% 1.0% 5.0% 0 273 $173,968.44 $182,666.88 $191,800.20 $201,390.24 $211,459.80 21.6% 1.0% 5.0% 0 274 $175,708.32 $184,493.76 $193,718.40 $203,404.32 $213,574.56 21.6% 1.0% 5.0% 0 275 $177,465.48 $186,338.76 $195,655.68 $205,438.44 $215,710.32 21.6% 1.0% 5.0% 0 276 $179,240.16 $188,202.12 $197,612.28 $207,492.84 $217,867.44 21.6% 1.0% 5.0% 0 277 $181,032.72 $190,084.32 $199,588.56 $209,568.00 $220,046.40 21.6% 1.0% 5.0% 1 278 $182,842.80 $191,985.00 $201,584.28 $211,663.44 $222,246.60 21.6% 1.0% 5.0% 0 279 $184,671.24 $193,904.76 $203,600.04 $213,780.00 $224,469.00 21.6% 1.0% 5.0% 0 280 $186,518.16 $195,844.08 $205,636.32 $215,918.16 $226,714.08 21.6% 1.0% 5.0% 0 281 $188,383.44 $197,802.60 $207,692.76 $218,077.44 $228,981.36 21.6% 1.0% 5.0% 0
Exhibit 2B | Classifications by Pay Grade with Employee Count Employee Group Classification
Pay
Grade
#
Employees
Miscellaneous ADMINISTRATIVE CLERK 30 2
Miscellaneous MAINTENANCE WORKER I 37 4
PARK MAINTENANCE WORKER I 1
Miscellaneous RECREATION COORDINATOR 42 1
Miscellaneous ACCOUNT CLERK I 43 1
FACILITIES MAINTENANCE WORKER I 1
WASTEWATER TREATMENT PLANT OPERATOR-IN-TRAINING 1
Miscellaneous WATER UTILITY WORKER I 45 3
Miscellaneous MAINTENANCE WORKER II 47 1
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 10
Exhibit 2B | Classifications by Pay Grade with Employee Count, Continued Employee Group Classification
Pay
Grade
#
Employees
PARK MAINTENANCE WORKER II 2
Miscellaneous ACCOUNT CLERK II 53 2
COMMUNITY DEVELOPMENT SPECIALIST II 1
Miscellaneous WATER UTILITY WORKER II 55 1
Miscellaneous SENIOR FACILITIES MAINTENANCE WORKER 56 1 SENIOR MAINTENANCE WORKER 3
SENIOR PARK MAINTENANCE WORKER 1
Miscellaneous WASTEWATER TREATMENT PLANT OPERATOR II 59 1 Miscellaneous SENIOR WATER UTILITY WORKER 64 2
Miscellaneous ACCOUNTING TECHNICIAN 65 1
Miscellaneous ADMINISTRATIVE ASSISTANT 66 1
HOUSING & ECONOMIC DEVELOPMENT SPECIALIST I 1
NEIGHBORHOOD IMPROVEMENT OFFICER II 1
WASTEWATER TREATMENT PLANT MAINTENANCE TECHNICIAN II 1
Miscellaneous CITY MECHANIC 70 1
Miscellaneous BUILDING INSPECTOR II 86 1
CONSTRUCTION INSPECTOR I 1
Mid-Mgmnt ADMINISTRATIVE ASSISTANT CONFIDENTIAL 111 1
Mid-Mgmnt SENIOR COMMUNITY DEVELOPMENT SPECIALIST 122 1 SENIOR NEIGHBORHOOD IMPROVEMENT OFFICER 1
Mid-Mgmnt ACCOUNTANT 125 1
RECREATION SUPERVISOR 1
Mid-Mgmnt ADMINISTRATIVE ANALYST II 128 2
SENIOR PROJECT COORDINATOR 1
Mid-Mgmnt PARKS AND FACILITIES MAINTENANCE SUPERVISOR 132 1 PUBLIC WORKS SUPERVISOR 1
WATER SUPERVISOR 1
Mid-Mgmnt SENIOR BUILDING INSPECTOR 140 1
Mid-Mgmnt SENIOR PLANNER 141 1
Mid-Mgmnt HUMAN RESOURCES ANALYST 146 1
SENIOR MANAGEMENT ANALYST 1
Mid-Mgmnt SENIOR CONSTRUCTION INSPECTOR 155 1
Mid-Mgmnt CITY CLERK 161 1
Mid-Mgmnt ASSISTANT FINANCE DIRECTOR 166 1
Mid-Mgmnt PUBLIC WORKS SUPERINTENDENT 169 1
Mid-Mgmnt CAPITAL PROJECT/REGULATORY COMPLIANCE MANAGER 179 1 Contract DIRECTOR OF COMMUNITY DEVELOPMENT 253 1
DIRECTOR OF PUBLIC WORKS 1
DIRECTOR PARKS AND RECREATION 1
Contract ASSISTANT CITY MANAGER/ADMIN SERVICES DIRECTOR 258 1 Contract CITY MANAGER 277 1
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 11
SALARY PLACEMENT ANALYSIS
When evaluating the effectiveness of a compensation plan and its associated policies, it is essential to examine the distribution of employee salaries relative to their designated pay grades. A key component of this analysis involves identifying salary clustering, instances where multiple employees are concentrated at specific points within a pay range, which can signal potential issues with pay progression or internal equity.
Because the City of Riverbank’s pay plan is structured with five fixed steps and a relatively narrow overall range, the distribution of employees above or below the midpoint can shift over time in ways that may overstate or understate perceived compression if not interpreted in combination with other factors. In a step-based system, employees naturally progress toward the upper steps as they accrue tenure, meaning a higher concentration of employees above midpoint may reflect length of service rather than pay misalignment. Conversely, recent hiring or turnover can temporarily create the appearance of employees clustered below midpoint, even if the structure itself is appropriately aligned.
As a result, midpoint analysis in a narrow, step-based plan must be considered alongside tenure patterns, step placement practices, and hiring trends, rather than viewed as a standalone indicator of compression.
Tenure
A tenure analysis was conducted to provide context for subsequent salary placement findings by examining the length of time employees have served with the organization. Reviewing average and median tenure helps distinguish whether observed salary positioning reflects normal progression through the pay structure over time or potential misalignment unrelated to experience. This analysis offers an important baseline for interpreting below- and above-midpoint placement and supports a more informed assessment of internal equity and pay progression patterns. Exhibit 2C provides an analysis of tenure by employee group and pay grade.
Exhibit 2C | Tenure by Employee Group and Grade
Pay Plan Grade Count Avg Tenure
General/Miscellaneous
30 2 3.3
37 5 3.9
42 1 4.3
43 3 5.3
45 3 2.1
47 3 12.9
53 3 12.2
55 1 9.7
56 5 7.8
59 1 19.6
64 3 20.6
65 1 17.2
66 4 8.9
70 1 4.8
86 2 7.7
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 12
Exhibit 2C | Tenure by Employee Group and Grade, Continued Pay Plan Grade Count Avg Tenure
Mid-Mgmnt
111 1 7.3
122 2 10.9
125 2 3.0
128 3 16.5
132 3 22.4
140 1 20.6
141 1 0.1
146 2 18.8
155 1 20.6
161 1 6.1
166 1 1.1
169 1 27.7
179 1 23.3
Contract
253 3 1.9
258 1 3.8
277 1 27.9
A review of employee tenure indicates a broad range of employee experience across all pay plans.
Overall, the average tenure for all employees is 10.4 years, with a median of 8.9 years, suggesting a moderately experienced workforce with some long-tenured employees influencing the average.
Employees in the General/Miscellaneous pay plan have an average tenure of 9.4 years and a median of 7.8 years, reflecting steady progression with a mix of newer and more experienced staff. MidManagement positions exhibit higher overall tenure, with an average of 13.7 years and a median of
16.5 years, indicating a concentration of long-serving employees in leadership and supervisory roles.
Contract employees show a more varied tenure profile, with an average of 11.2 years but a median of
3.8 years, suggesting a small number of highly tenured individuals alongside more recently hired staff.
These tenure patterns provide important context for evaluating salary placement, step progression, and above- or below-midpoint positioning in subsequent analyses.
Below and Above Midpoint
A midpoint analysis was performed to determine how employees are positioned within their assigned pay ranges. In Riverbank’s pay structure, the midpoint serves as a reference point within a relatively narrow range and reflects the general target level for the classification rather than a distinct proficiency threshold. Employee placement above or below the midpoint may reflect factors such as tenure, performance history, internal alignment, or progression through the established steps, and does not imply under- or over-performance on its own.
Within Riverbank’s pay structure, placement at the fifth and final step is intended to reflect a high level of job proficiency and sustained, effective performance in the role. Employees who have reached the maximum of their pay range have limited opportunities for further salary progression within the classification, making it important to periodically evaluate whether their current role, responsibilities, and performance continue to align with the position’s expectations. This review helps ensure appropriate use of the pay plan, supports internal equity, and informs decisions related to reclassification, career progression, or other workforce planning considerations.
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 13
As shown in Exhibit 2D, the midpoint analysis indicates that a majority of employees (76.2 percent) are compensated above the midpoint of their assigned pay ranges, while 15.9 percent are positioned below the midpoint. This distribution is consistent with the City’s pay structure where employees with sustained service are expected to progress through the range over time, resulting in a higher concentration of employees above the midpoint. Accordingly, above-midpoint placement should be interpreted in the context of normal step progression and tenure rather than as an indicator of pay compression. The data is provided in both tabular and graphical format. The total reflected in the exhibits is less than the total number of employees due to a few employees being compensated at the midpoint amount.
Exhibit 2D | Below and Above Midpoint
Pay Plan Grade Employees # < Mid % < Mid # > Mid % > Mid Miscellaneous
30 2 0 0.0% 2 100.0%
37 5 0 0.0% 5 100.0%
42 1 0 0.0% 1 100.0%
43 3 2 66.7% 1 33.3%
45 3 2 66.7% 1 33.3%
47 3 0 0.0% 3 100.0%
53 3 0 0.0% 1 33.3%
55 1 0 0.0% 1 100.0%
56 5 1 20.0% 4 80.0%
59 1 0 0.0% 1 100.0%
64 3 0 0.0% 3 100.0%
65 1 0 0.0% 1 100.0%
66 4 0 0.0% 4 100.0%
70 1 0 0.0% 1 100.0%
86 2 1 50.0% 0 0.0%
Mid-Mgmnt
111 1 0 0.0% 1 100.0%
122 2 1 50.0% 1 50.0%
125 2 0 0.0% 2 100.0%
128 3 0 0.0% 3 100.0%
132 3 0 0.0% 3 100.0%
140 1 0 0.0% 1 100.0%
141 1 0 0.0% 1 100.0%
146 2 0 0.0% 2 100.0%
155 1 0 0.0% 1 100.0%
161 1 0 0.0% 1 100.0%
166 1 1 100.0% 0 0.0%
169 1 0 0.0% 1 100.0%
179 1 0 0.0% 1 100.0%
Contract
253 3 1 33.3% 1 33.3%
258 1 0 0.0% 0 0.0%
277 1 1 100.0% 0 0.0%
Total
- 63 10 15.9% 48 76.2%
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 14
Exhibit 2D | Below and Above Midpoint, Continued
At Minimum and Maximum
An analysis of employees compensated at the minimum and maximum of their pay ranges was conducted to further evaluate salary placement patterns in the context of Riverbank’s pay plan structure. Movement through the range occurs more quickly, and employees may reach the top step earlier in their tenure compared to a pay plan with broader pay ranges. As a result, identifying employees at the minimum and maximum provides important insight into hiring practices, step progression, and the relationship between tenure and expected proficiency.
As shown in Exhibit 2E, the analysis revealed that 22 employees of the 63 employees (34.9 percent) at the maximum of their respective pay ranges. This suggests that approximately one-third of employees have largely progressed through the City’s five-step pay structure and are generally expected to be fully proficient in their current positions. In the City’s current pay plan, reaching the maximum step is typically associated with sustained satisfactory performance, accumulated experience, and completion of normal step progression rather than accelerated or atypical pay movement. Accordingly, these employees are likely contributing at a consistent and independent level and should be meeting the full expectations of their roles.
This concentration of employees at the top of the range is balanced by the majority of employees positioned within the interior of their pay ranges rather than at the minimum or maximum step. With 22 employees at the maximum and only 2 at the minimum, most employees are progressing through the established steps in a manner consistent with tenure and experience. This pattern supports the conclusion that the pay plan is functioning as intended, allowing for advancement over time while maintaining appropriate differentiation among newer, developing, and fully proficient employees— while still highlighting the importance of monitoring max-step placement as part of ongoing workforce and succession planning.
0 5
10 15
20 25
30 35
Below Mid Above Mid
General/Miscellaneous Mid-Mgmnt Contract
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 15
Exhibit 2E | At and Below Minimum; At and Above Maximum Pay Plan Grade Employees # at Min % at Min # at Max % at Max Miscellaneous
30 2 0 0.0% 0 0.0%
37 5 0 0.0% 1 20.0%
42 1 0 0.0% 0 0.0%
43 3 0 0.0% 1 33.3%
45 3 1 33.3% 1 33.3%
47 3 0 0.0% 0 0.0%
53 3 0 0.0% 0 0.0%
55 1 0 0.0% 1 100.0%
56 5 0 0.0% 0 0.0%
59 1 0 0.0% 1 100.0%
64 3 0 0.0% 3 100.0%
65 1 0 0.0% 1 100.0%
66 4 0 0.0% 0 0.0%
70 1 0 0.0% 0 0.0%
86 2 0 0.0% 0 0.0%
Mid-Mgmnt
111 1 0 0.0% 1 100.0%
122 2 0 0.0% 1 50.0%
125 2 0 0.0% 1 50.0%
128 3 0 0.0% 2 66.7%
132 3 0 0.0% 3 100.0%
140 1 0 0.0% 1 100.0%
141 1 0 0.0% 0 0.0%
146 2 0 0.0% 1 50.0%
155 1 0 0.0% 1 100.0%
161 1 0 0.0% 1 100.0%
166 1 0 0.0% 0 0.0%
169 1 0 0.0% 0 0.0%
179 1 0 0.0% 1 100.0%
Contract
253 3 0 0.0% 0 0.0%
258 1 0 0.0% 0 0.0%
277 1 1 100.0% 0 0.0%
Total - 63 2 3.2% 22 34.9%
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 16
Exhibit 2E | At and Below Minimum; At and Above Maximum, Continued
COMPRESSION ANALYSIS
Pay compression refers to a situation where there is an insufficient difference in compensation between employees despite differences in their experience, qualifications, or level of responsibility.
This phenomenon can undermine internal equity and negatively impact employee morale, particularly when long-serving employees or those in supervisory roles earn salaries that are comparable to those of newer or subordinate staff. A common example of pay compression occurs when newly hired employees with less experience receive starting salaries close to those of current incumbents in the same role. Similarly, compression may arise when the salary gap between supervisors and their direct reports is minimal, which can weaken the perceived value of career advancement. In addition, given the structure of the City’s pay plans, another area of potential compression may exist between adjacent pay grades, where a one percent differential may not provide sufficient separation to reflect increasing levels of responsibility, complexity, or supervisory accountability between positions.
Left unaddressed, pay compression can erode trust in leadership, decrease engagement, and increase turnover, particularly among high-performing or long-serving employees. To mitigate these risks, organizations should regularly review compensation structures, ensure pay practices are consistently applied across all employee groups, and reinforce a compensation philosophy that balances market competitiveness with internal equity and fairness.
Actual Versus Projected Salaries
A salary compression analysis was completed by comparing employees’ actual salaries to projected salaries based on the City’s five step progression model. Under this model, employees are expected to reach proficiency in their pay grade by their 5th.
The data is grouped into five categories that reflect the percentage difference between actual and projected salaries: less than -10 percent, -10 percent to -5 percent, within ±5 percent, 5 percent to 10 percent, and greater than 10 percent.
0 5
10 15
20 25
30 35
40 45
At Minimum At Maximum Within Range
General/Miscellaneous Mid-Mgmnt Contract
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 17
Shown in Exhibit 2F, 26 employees (41.27 percent) have salaries that fall to within ±5 percent of the projected amount, indicating a relatively close alignment with the model. However, nine employees, or
14.3 percent, earn below their projected salaries by more than 5 percent and 28 employees, or 44.4 percent, earn greater than five percent than what the model would predict. These figures suggest that some salary compression may be taking place, particularly among those who may have remained in the same classification for extended periods with limited progression within the salary range. This could also be the result of either the market demanding that new employees are brought in above the minimum step or the new employee is placed higher in the pay plan based on their relevant experience and/or education.
Exhibit 2F | Actual Versus Projected Salaries
Pay Plan Grade Less than -
10%
-10 < X < -
5%
-5% < X <
5%
5% < X <
10%
Greater than
10%
General /
Miscellaneous
30 0 0 0 2 0
37 0 0 4 0 1
42 0 0 0 1 0
43 0 0 2 1 0
45 0 0 2 1 0
47 1 0 1 1 0
53 0 0 2 1 0
55 0 0 0 1 0
56 0 1 1 2 1
59 0 1 0 0 0
64 1 0 0 1 1
65 0 0 0 0 1
66 0 0 1 2 1
70 0 0 1 0 0
86 0 0 2 0 0
Mid-Mgmnt
111 0 0 0 1 0
122 1 0 1 0 0
125 0 0 0 2 0
128 1 0 2 0 0
132 1 0 0 2 0
140 0 0 0 1 0
141 0 0 0 0 1
146 0 1 1 0 0
155 0 0 1 0 0
161 0 0 0 1 0
166 0 0 1 0 0
169 0 0 1 0 0
179 0 0 0 0 1
02 ASSESSMENT OF CURRENT CONDITIONS | CITY OF RIVERBANK EVERGREEN SOLUTIONS, LLC PAGE 2 - 18
Exhibit 2F | Actual Versus Projected Salaries, Continued Pay Plan Grade Less than -
10%
-10 < X < -
5%
-5% < X <
5%
5% < X <
10%
Greater than
10%
Contract
253 0 0 2 1 0
258 0 0 1 0 0
277 1 0 0 0 0
Total - 6 3 26 21 7
Exhibit 2F | Actual Versus Projected Salaries, Continued
Employee Versus Supervisor Salaries
Analyzing salary compression between employees and their supervisors is a critical component of a comprehensive compensation assessment. Ideally, supervisors, who are typically responsible for greater decision-making authority, broader scopes of responsibility, and oversight of staff, should earn salaries that reflect the increased complexity and accountability of their roles. When the pay differential between supervisors and the employees they manage becomes narrow or, in some cases, inverted, it can signal salary compression; this may undermine internal equity, impact supervisor morale, and create challenges in attracting or retaining qualified leadership talent. However, there are instances where this pay relationship may not necessarily indicate a problem. For example, an experienced employee who has received regular salary increases over many years may legitimately earn more than a newly promoted or externally hired supervisor. According to SHRM, this scenario is relatively common and does not always reflect inequity, but it should still be reviewed to ensure it aligns with the organization’s compensation philosophy. By examining supervisor-to-subordinate pay relationships, organizations can identify where true compression exists, understand the contributing factors, and develop strategies to maintain appropriate compensation hierarchies that support career progression and recognize leadership responsibilities.
Analysis of the data revealed that there are only two employees that are compensated within 10 percent of their supervisor’s salary. This type of compression is not an area of concern for the City. 6 3
26 21
7 < -10%
-10% to -5%
-5% to 5%
5% to 10%
> 10%
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The final area of compression that was analyzed was based on assignment of classifications to pay grades. This is especially important when reviewing job families to ensure that increasing levels of responsibility are aligned appropriately in the pay plan.
Across both employee groups, the classification structure generally reflects appropriate role progression; however, the one percent differential between pay grades limits the City’s ability to clearly distinguish between levels of responsibility, especially:
• between entry, journey, and senior levels within the same job family • between advanced professional roles and first-level supervisory positions • between supervisors and higher-level managers or department heads As a result, while internal alignment is largely consistent, the narrow grade spacing may contribute to structural compression, reducing the perceived value of advancement and complicating long-term career progression. These findings suggest that future consideration could be given to evaluating grade spacing, consolidation of similar roles, or targeted adjustments to better reinforce distinctions in job complexity and organizational impact.
SUMMARY
The information presented in this chapter highlights both the structural design of the City’s compensation system and how it is administered at the individual employee level. Notable findings include the following:
Pay Plans
• Collectively, the three plans include 240 pay grades, which is significantly more than typically needed for a city the size and complexity of Riverbank. • The uniform one percent midpoint progression across plans could create a systemwide risk of pay compression, especially as market rates increase faster than structural adjustments. • A large number of unutilized or lightly populated grades increases:
o Administrative burden,
o Maintenance complexity,
o Difficulty communicating the pay system clearly to stakeholders. • While the architecture is internally consistent, the overall structure would benefit from consolidation into fewer, broader grades with more meaningful midpoint differentials.
Classification System
Overall, the City’s classification structure reflects a logical organization of titles, levels, and employee groups, with positions aligned based on general job function, scope of responsibility, and organizational role. Progression within job families is clearly defined in many areas through I, II, and Senior designations, supporting internal consistency and career development. However, the minimal separation between pay grades may constrain the City’s ability to fully differentiate between increasing levels of complexity, technical expertise, and supervisory responsibility.
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Compression
Overall, pay compression within the City’s compensation plans appears to be limited and does not indicate widespread misalignment or inequity. Salary placement patterns generally reflect normal progression through the pay ranges and are consistent with employee tenure and experience. The primary area of concern relates to the limited differentiation between adjacent pay grades, where minimal spacing may constrain progression and reduce the ability to clearly distinguish increases in responsibility, complexity, or supervisory scope.
This analysis provides a foundational understanding that informed the development of the recommendations presented in this report. The observations outlined herein were examined in greater depth over the course of the study. When combined with market data, these findings enabled Evergreen to develop recommendations aimed at ensuring the City’s compensation system remains structurally sound, market-competitive, and internally equitable.
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t
As part of the study, Evergreen conducted an employee outreach survey and held a series of focus groups to gather input directly from the City’s staff. The survey generated more than 40 responses, representing approximately 65 percent of the workforce. Focus groups were conducted both in person and virtually over a three-day period, providing additional context and insight into survey results from a cross-section of classifications, job families, and departments.
The purpose of the outreach was to better understand employees’ experiences with the City’s current compensation and classification systems, identify areas of strength, and highlight opportunities for improvement. This chapter summarizes the survey findings, supported by narrative themes from focus groups and written survey comments. It is important to note that the views expressed represent employee perceptions, which were used as a basis for further analysis in the study.
GENERAL FEEDBACK
To begin the survey, employees were asked broad questions about their reasons for choosing to work at the City of Riverbank, why they remain, and what improvements would help the City to attract and retain staff. These questions provide important context for understanding employee motivations and perceptions before examining compensation, classification, and benefits in greater detail.
Reasons for Choosing Riverbank
As shown in Exhibit 3A, employees most frequently reported that job stability and security (33 participants) was their primary reason for joining the City. Other commonly cited motivations included desire to serve the community (19 participants), convenience of commute (31 participants), and worklife balance (22 participants). In contrast, alignment with the mission and values (five participants) ranked lower, suggesting that employees were initially attracted to the City more by location and stability factors than by mission and values.
Employees reinforced this theme during focus groups, noting that the City offered a dependable schedule, reliable retirement system, and “a steady job you can count on.” Many employees mentioned that while the pay was not the initial draw, the City provided an anchor of stability compared to the uncertainty of private-sector roles. Several participants, however, commented that while stability is highly valued, there is increased concern as cost of living rises and but wages fail to keep pace.
Reasons for Continued Employment at Riverbank
When asked about reasons for continued employment, employees highlighted the convenience of their commute (25 participants), benefits (29 participants) as the highest valued or most common answers.
As shown in Exhibit 3B enjoyment of their work, positive relationships, and job security were also highly valued by employees. Only seven participants highlighted competitive pay as a primary reason for their continued employment at the City.
Focus group participants often cited the close proximity to their homes as a primary reason for their continued employment with the City. Many also offered that their coworkers feel like family and that supervisors provide encouragement. However, participants also expressed concern regarding pay as a weak retention factor, with several remarking that “people stay for the people, location, and benefits, not the pay.”
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Exhibit 3A | Reasons for Choosing Riverbank
Improvements to Attract and Retain Employees
Employees were also asked to identify improvements that would make the City more effective in recruiting and retaining staff. As reflected in Exhibit 3C, the top responses were clearer career paths (31 participants), increased base compensation (29 participants), and more recognition and appreciation of employee contributions (20 participants).
During focus groups, employees overwhelmingly supported this data, calling pay their number one issue. Employees across all focus groups shared that the pay increases they’ve received have not kept up with the increased cost of living in their area. They also felt like they were at risk of losing staff to neighboring municipalities due to those areas providing pay increases and, in some cases, additional steps in their pay plans. In addition to pay, there were repeated requests to have additional levels in their chosen career so they would have more opportunity for growth. There was recognition that the City is small and doesn’t need the same number of classifications and levels that a larger municipality would have but they felt like levels should added where appropriate, so employees didn’t “feel stuck”.
Employees also have pride in their work, with many employees “wearing multiple hats” in order to get the job done. They felt that employees would value a recognition program where their hard work was recognized by leadership.
While not reflected in the survey, one of the concerns that was commonly mentioned was the need to do an evaluation of staffing numbers needed to successfully get the work done. Some employees offered that when a position was vacated, it wasn’t guaranteed that it was going to be filled. Rather the work done by the departed employee was redistributed across other staff and it created extra strain on an already limited resource.
5 19
14 15
22 33
5 31
0 Alignment with City mission and values
Desire to serve the community
Competitive salary and benefits
Career advancement opportunities
Work-life balance
Job stability/security
Recommendation from a friend or colleague
Location/convenience of commute
Other
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Exhibit 3B | Reasons for Continued Employment at Riverbank
Exhibit 3C | Improvements to Attract and Retain Employees 11 23
6 21
29 7
23 5
25 32
3 Belief in the City's mission and impact
Enjoyment of the work and daily
responsibilities
Feeling valued and supported in the role
Positive relationships with coworkers and
leadership
Good benefits (e.g., health insurance,
retirement, etc.)
Competitive salary
Job security
Opportunities for professional growth or
promotion
Work-life balance and schedule flexibility
Convenient location/commute
Lack of better opportunities elsewhere
29 17
16 31
2 15
10 17
18 20
0 Increased base compensation
More frequent or transparent pay
adjustments
Expanded or enhanced benefits
Clearer career paths and advancement
opportunities
Improved onboarding and orientation
Stronger support for professional
development
More flexible work arrangements or
schedules
Enhanced workplace culture and morale
Improved communication and
transparency from leadership
More recognition and appreciate of
employee contributions
None of the above
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COMPENSATION SYSTEM
Compensation was the most significant area of concern raised by employees during both the survey and focus groups. Questions in this section asked employees to evaluate their satisfaction with base pay, perceptions of fairness within the City, competitiveness with the external market, and equity across employee groups. Together, these results provide a clear picture of how employees view the City’s current compensation practices.
Understanding of the Classification and Compensation Plans Employees were asked about how well they understood the City’s compensation and classification plans. As indicated by the survey response and in focus groups, most employees have an understanding of how both plans are utilized. Exhibit 3D provides an overview of the survey responses.
Exhibit 3D | Percent of Employees That Understand the City’s Pay and Class Plans
Satisfaction with Base Compensation
As shown in Exhibit 3E, 39 percent of employees were neutral with their base compensation, compared to 29.27 percent who were satisfied and 26.83 percent that were dissatisfied with their base pay.
However, in focus groups, employees consistently stated that their wages do not match their workload, diversity of work, or expectations of the position. A few employees mentioned that they took a pay cut to come work for the City because they were drawn to the opportunity to be part of what the City was “building”. However, the reduction of pay along with increased living expenses was challenging.
Working at neighboring municipalities who paid more was brought up but the convenience of working in the community where they lived along with valuing their work relationships were often cited as the reason that they stayed.
17.07%
41.46%
26.83%
12.20%
2.44%
Very Clear Somewhat Clear Neutral Somewhat Unclear Very Unclear
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Exhibit 3E | Satisfaction with Base Compensation
Fairness Within the City
A majority of employees (39.02 percent) reported that their pay is not fair compared to peers in similar roles within the City, while only 19.51 percent said it was fair (Exhibit 3F).
Many employees in focus groups pointed to inconsistencies across departments. For example, staff that worked in programs or were in professional administrative support positions stated that they often performed similar tasks as others but were not aligned on the same pay grade. Some employees also mentioned that they served in a non-supervisory role but often provided leadership or mentoring to other employees. While they appreciated the opportunity and enjoyed serving in a leadership role, they weren’t compensated fairly.
Exhibit 3F | Fairness Within the City’s Compensation Plan
External Compensation Competitiveness
As shown in Exhibit 3G, 53.7 percent said their pay is not competitive with other public-sector organizations, only 9.8 percent said it was, and 36.6 percent were either unsure or neutral.
2.4%
29.3%
39.0%
26.8%
2.4%
Very satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
Very dissatisfied
2.4%
19.5%
22.0%
39.0%
9.8%
7.3%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Unsure
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Exhibit 3G | External Compensation Competitiveness
Equity of Compensation Practices
When asked about fairness in compensation practices across employee groups, 58.5 percent responded “No” (Exhibit 3H).
Focus group participants noted that differences between bargaining units receiving different raises created issues internally and impacted morale. Several employees described being capped out for years with no pathway for increases, while some employees, like skilled trades, felt that they weren’t valued the same between departments or that their current role wasn’t fully understood or valued appropriately.
Exhibit 3H | Equity of Compensation Practices
Employee Retention in the Future
Employees were asked what types of things influenced their decision to stay with the City long term.
As shown in Exhibit 3H, 29.27 percent of employees reported they were likely or very likely to seek employment elsewhere due to compensation concerns. Staffing levels and having to wear multiple hats was also a major concern across focus group sessions. While employees valued not having to do the same thing all the time and the diversity of things that they were able to work on and learn, there was concern about not being staffed appropriately in all areas. Many felt like the additional roles
9.8%
53.7%
36.6%
Yes
No
Neutral / Unsure
12.2%
58.5%
29.3%
Yes
No
Unsure
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should be compensated at a higher rate than in areas where employees are able to be more narrowly focused.
Some employees described the City as “a training ground” for employees who then depart for betterpaying and/or larger employers. There was an appreciation noted in both the focus groups and the survey for City leadership, employees felt supported and did not want that to change.
Exhibit 3I | Employee Retention in the Future
CLASSIFICATION SYSTEM
Classification issues were also central to employee feedback. The survey explored whether employees believe their job titles and descriptions accurately reflect the work they perform and whether clear opportunities for advancement exist. Focus groups further highlighted inconsistencies across departments and concerns about outdated or overly broad job descriptions. This section summarizes these findings.
Accuracy of Job Titles
As shown in Exhibit 3J, 43.9 percent of employees reported that their job title does not accurately describe their work. Some employees described titles as generic catch-alls that fail to capture the complexity of their duties. Others stated that their job has changed over time and the titles have not been updated to reflect their evolved roles. Others felt like their title was not reflective of their area of work and they were inconsistent with neighboring municipalities. However, there were staff in each of the focus groups that felt their title was appropriate for their given role and level of work.
Accuracy of Job Descriptions
As shown in Exhibit 3K, a greater number of employees, 63.4 percent, indicated their job description does not reflect their duties; while 36.59 percent felt like their description was good reflection of their roles and responsibilities. Focus group participants provided mixed input on this question with some feeling like their descriptions, generally were appropriate given their role and expectations. As is often heard in focus groups, several employees said the “other duties as assigned” clause is overused to justify workload creep, and the temporary duties often became part of their long-term duties.
9.8%
12.2%
17.1%
19.3%
24.4%
7.3%
Career Levels
Professional Development
Supervisor Support
Compensation Competitiveness
Workplace Culture
Other
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Exhibit 3J | Accuracy of Job Titles
Exhibit 3K | Accuracy of Job Descriptions
Career Advancement Opportunities
As shown in Exhibit 3L, 31.7 percent reported clear advancement opportunities, while 36.7 percent said there are none, and 31.7 percent were neutral in their response.
During focus groups, some employees described advancement as inconsistent and unclear. In some departments, promotion pathways and career levels exist, while in others “there’s nowhere to go.” Several said they would like to grow in their current career but were unsure how to continue their growth in their area and didn’t want to have to move between departments to continue to increase in their level and pay. This was shared with a recognition that the City’s size was a limiting factor in career levels and needs.
29.27%
43.90%
26.83%
Job title accurately describes the work I
perform
Job title does not accurately describe
the work I perform
Job title is accurate but outdated
36.6%
63.4%
0.0%
Job description accurately describes
the work performed
Job description does not accurately
describe the work performed
I have never seen my job description
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Exhibit 3L | Career Advancement Opportunities
Priorities for Improvement
When asked in the survey to select the City’s top priorities for reviewing compensation and classification, employees emphasized aligning pay with job duties (65.85 percent), ensuring external competitiveness (65.85 percent), and enhancing overall total compensation (51.22 percent) (Exhibit 3M).
Across focus groups, compensation was the most pressing concern. Key themes included:
• Competitive Base Pay: Need to be competitive with peers in order to recruit and retain quality staff.
• Lack of Progression and Career Growth: Need to allow for additional levels with job families so employees can continue to grow in their chosen field.
• Cost of Living: Pay not keeping pace with rising housing and living costs in Riverbank. • Workload vs. Pay: Many employees emphasized that their wages are not proportionate to their responsibilities, forcing some to take on second jobs or struggling to make ends meet.
31.7%
36.7%
31.7%
Career Opportunities Clearly
Communicated
Career Growth Is Not Available or
Communicated
Neutral
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Exhibit 3M | Priorities for Improvement
ADDITIONAL FEEDBACK
While the survey provided structured data on compensation and classification focus group discussions as well as some open-ended survey questions revealed additional issues that were not explicitly asked about but are highly relevant to the study.
Compensation and Benefits
Employees consistently expressed concern that salary increases, including merit and cost-of-living adjustments, are being offset by rising benefit costs, particularly healthcare, resulting in limited net gains in take-home pay. Several employees indicated that overall compensation may not be keeping pace with surrounding agencies, raising concerns about long-term competitiveness, retention, and recruitment.
Classification Alignment and Working Out of Class
A prominent theme involved perceptions that job classifications and titles do not consistently reflect the full scope, complexity, or accountability of the work being performed. Multiple employees described working out of class for extended periods, assuming higher-level technical, supervisory, or managerial responsibilities without corresponding title or compensation adjustments. Employees emphasized the importance of aligning classifications with actual duties to support fairness, recognition, and retention.
Career Progression and Advancement Opportunities
Employees reported uneven access to advancement opportunities across departments. While some job families offer clear progression paths, others, particularly at supervisory and mid-management levels, were described as having limited upward mobility. Concerns were also raised about perceived
65.85% 65.85%
9.76%
29.27%
24.39%
12.20%
9.76%
51.22%
Aligning pay with actual job duties,
responsibilities, and required qualifications
Ensuring pay is competitive with similar
roles in other districts or organizations
Promoting internal equity across
comparable roles within the District
Providing clear job classifications and
career advancement pathways
Recognizing and rewarding employee
performance, experience, and longevity
Increasing transparency in compensation
and classification decisions
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inconsistencies in promotional practices, including the influence of personal relationships, which a few employees felt undermined transparency and trust in advancement decisions.
Workload, Staffing, and Organizational Growth
Several departments were described as understaffed and overextended, with increasing workloads driven by City growth. Employees noted that mid-management and supervisory roles, in particular, are absorbing additional responsibilities without commensurate structural or staffing support. At the same time, some employees perceived imbalances in workload and recognition across departments. Several employees also cited the need for succession planning in multiple departments. Employees stated that certain departments were relatively flat in structure and the loss of one or two long-term employees would have a detrimental effect on workflows and services.
Leadership, Communication, and Management Practices
Employees highlighted the need for clearer direction, consistent communication, and stronger leadership practices. Requests included expanded leadership training for supervisors and managers, clearer expectations, and more consistent application of policies and guidelines across departments.
Inconsistent enforcement of workplace policies, such as dress code standards, was cited as negatively affecting morale in certain areas.
Training, Professional Development, and Succession Planning Employees emphasized the importance of equitable access to training and professional development opportunities to support skill growth and advancement. Many also identified a need for formal succession planning to ensure continuity of operations, support work-life balance, and maintain service levels as responsibilities expand and experienced staff retire or transition.
Workplace Culture and Morale
Overall morale was described as mixed. While many employees stated that they enjoy their work and value public service, concerns related to workload pressures, compensation equity, recognition, and consistency in management practices were noted as factors affecting engagement. Employees expressed a desire for the City to be viewed as an employer of choice that attracts and retains qualified staff.
CONCLUSION
Survey responses and focus group discussions collectively provided a comprehensive view of employees perceive the City’s current systems. Across these sources, clear and consistent themes emerged regarding compensation and classification. Taken together, this feedback highlights the factors that employees value, the challenges they face, and the opportunities the City has to strengthen equity, competitiveness, and retention for its workforce.
Employee feedback reflects a generally positive view of the City as a place to work, while also identifying several recurring concerns related to compensation, classification alignment, workload, and organizational practices. The concerns expressed and reported above are not unique to the City; similar issues are commonly found in many organizations. What sets the City apart, however, is its commitment to actively seeking employee input and feedback regarding its compensation and
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classification system. This commitment reflects a meaningful step toward ensuring that Riverbank’s practices are equitable, competitive, and responsive to employee needs.
The feedback gathered through this employee outreach process provided valuable insight into the current environment and employee perceptions. These perspectives were carefully considered in the subsequent phases of the study and informed the detailed analyses presented in the following chapters. Ultimately, this information formed the foundation for the recommendations outlined in the final chapter of this report.
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The purpose of the market survey is to benchmark the City’s compensation and benefits practices against those of its peer organizations in order to assess the City’s overall competitiveness in the labor market. To conduct this analysis, Evergreen compared the pay ranges for selected benchmark positions within the City to those of comparable positions at peer organizations. In addition, Evergreen evaluated the benefits offered by peer organizations relative to those provided by Riverbank to assess the City’s overall total compensation competitiveness. By aggregating pay range differences across all positions studied, Evergreen determined the City’s relative market position.
Individual employee salaries were not analyzed as part of this study, as compensation levels can vary significantly due to factors such as years of service, qualifications, and job performance. Therefore, to ensure consistency and comparability, Evergreen evaluated average pay ranges for each classification rather than individual earnings.
The findings presented in this chapter reflect market conditions at the time the study was conducted.
As market dynamics can shift quickly, it is recommended that the City perform regular compensation and benefits surveys to maintain an up-to-date understanding of its competitive standing.
While market rates are a critical element of compensation analysis, they are not the sole determinant for assigning classifications to salary ranges. The proposed placement of classifications in salary ranges, which is discussed in Chapter 5, incorporates additional considerations beyond market rates and competitive benefits.
Evergreen’s market study involved a comprehensive survey of 19 targeted peer organizations and included data collection for 58 benchmark positions, as well as a review of core benefit offerings.
Peers were selected based on several factors, including geographic proximity, resource levels, position comparability, services provided, and organizational size. These organizations were also chosen due to their role as competitors for talent in the City’s recruitment and retention efforts. A list of selected peer organizations is provided in Exhibit 4A. Dinuba was not responsive to the survey.
Exhibit 4A | Market Peers with Cost-of-Living Index
Market Peer Cost-of-Living Index
Riverbank 125.0
Oakdale, CA 125.0
Ceres, CA 125.0
Patterson, CA 125.0
Modesto, CA 125.0
Turlock, CA 125.0
Stanislaus County, CA 125.0
Calaveras County, CA 133.4
Ripon, CA 126.1
Lathrop, CA 126.1
Manteca, CA 126.1
Merced, CA 120.5
Livingston, CA 120.5
Atwater, CA 120.5
04 MARKET SURVEY RESULTS
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Exhibit 4A | Respondents with Cost-of-Living Adjustments, Continued Market Peer Cost-of-Living Index
Los Banos, CA 120.5
Galt, CA 135.5
Chowchilla, CA 123.7
Selma, CA 122.8
Kerman, CA 122.8
Dinuba, CA 118.0
Because the market data were collected from peer organizations across multiple regions of California, it was necessary to normalize compensation information to reflect the cost-of-living conditions in the City of Riverbank. For organizations outside the City’s immediate geographic area, reported pay ranges were adjusted to account for differences in purchasing power, ensuring that the resulting market averages reflect the compensation an employee would reasonably expect in Riverbank. Evergreen applied cost-of-living index data from the Council for Community and Economic Research, using a national average baseline of 100. Under this methodology, pay ranges from higher-cost areas were adjusted downward, while ranges from lower-cost areas were adjusted upward, to align all data to Riverbank’s cost-of-living environment.
The breakdown of responding peers and percentage of quality benchmark data points is provided in Exhibit 4B. As shown in the exhibit, data was received from 94.7 percent of the peer organizations and
91.4 percent of the benchmarks have sufficient data to be included in the analysis. The five positions that were excluded did not have at least five quality matches in the collected peer data. Meaning that while there may have been a classification title match, the essential duties and functions of the positions did not have at least a 70 percent match in the roles and responsibilities.
Exhibit 4B | Summary of Market Metrics
Summary of Metrics
Number of Peers 19
Number of Respondents 18
Percentage Received 94.7%
Number of Riverbank Positions Included 58
Positions with Limited Matches 5
Percentage of Positions with Sufficient Data for Inclusion 91.4% Total Quality Data Points 659
Average Match Count 12.2
SALARY DATA & ANALYSIS
The public-sector market salary data presented in Exhibit 4C illustrates the average percent differentials between the City’s salary ranges and those of peer organizations at the minimum, midpoint, and maximum of each range. These differentials represent the average percentage difference between the City’s pay values and the corresponding public-sector market values for the benchmark positions included in the study. A negative differential indicates that the City’s compensation is below the market average at a given range point, while a positive differential indicates that it exceeds the market.
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Exhibit 4C presents four comparative scenarios: one based on peer market data that has not been adjusted for cost-of-living differences, and three scenarios in which market data has been adjusted for cost-of-living and evaluated at varying competitive market positions. This approach allows for a more nuanced understanding of how the City’s compensation structure compares to the broader publicsector market under different economic assumptions.
Percent differentials were calculated by comparing each benchmark position’s minimum, midpoint, and maximum range values to the corresponding market data points, then averaging the resulting differences across all benchmark classifications. This methodology provides a consolidated and reliable indicator of the City’s overall market alignment.
Reviewing percent differentials at multiple points within the salary range offers a comprehensive assessment of competitiveness across the full pay structure. This analysis enables the City to evaluate entry-level competitiveness, support for employee progression through the midpoint, and competitiveness at the upper end of the range for experienced and fully proficient employees.
Assessing market alignment across these range points also enhances understanding of the City’s relative position within the labor market and informs decisions regarding potential compensation adjustments needed to attract, retain, and motivate a qualified workforce.
In addition to percent differentials, Exhibit 4C also includes the average range spread for all benchmark positions. Range spread refers to the percentage difference between the minimum and maximum of a pay range. It is calculated by subtracting the minimum salary from the maximum, dividing the result by the minimum, and expressing it as a percentage. For example, a range with a minimum of $40,000 and a maximum of $60,000 has a 50 percent range spread.
Understanding range spread is important because it reflects the salary growth potential within a position over time. A wider range spread allows for greater pay progression and flexibility to reward experience, performance, and years of service as well as make market-based adjustments without requiring a promotion or reclassification. When evaluating market competitiveness, examining range spreads helps determine whether the City's pay structures support meaningful career salary growth and align with the practices of peer organizations. Not included in the table but observed in the peer data, was that the majority of peers also utilized a five step pay plan for the majority of its positions.
Indicating that this is a common practice among peer organizations in California.
Exhibit 4C | Public Sector Salary Survey Results
Market Position
Survey
Minimum
Survey
Midpoint
Survey
Maximum
Survey Average
Range Spread
Riverbank
Average
% Difference % Difference % Difference Range Spread
Average (Not Adjusted for
COL) -3.0% -4.2% -5.1%
24.1% 21.6% 40th Percentile 1.0% 0.2% -1.2%
50th Percentile -2.4% -3.3% -4.1%
60th Percentile -5.2% -6.3% -7.1%
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Exhibit 4C | Public Sector Salary Survey Results, Continued The market analysis shows that the City’s salary ranges appear below market when peer data is reviewed without cost-of-living adjustments but shift to near market alignment or slightly below market when cost-of-living differences at the 40th percentile are considered.
The analysis of the average comparison without cost of living applied, shows the City’s salary ranges fall behind the public sector market across all levels. On average, the City is 3.0 percent below market at the minimum, 4.2 percent behind at the midpoint, and 5.1 percent behind at the maximum. At the 40th percentile, the City’s ranges exceed the market by 1.0 percent at the minimum, align with market at the midpoint, and fall behind by 1.2 percent at the maximum. Comparing at the 50th percentile (market median) and the 60th percentile, the City’s position falls behind in the market.
At the 50th percentile, the City’s salary structure falls slightly below the market across all points in the range. On average, the City’s minimum is approximately 2.4 percent below the market, the midpoint is 3.3 percent below, and the maximum is 4.1 percent below the market. This positioning indicates that while the City is slightly below the market median, its pay ranges are lagging, particularly toward the upper end of the range, which may affect competitiveness for experienced and fully proficient employees.
At the 60th percentile, the City’s position is more noticeably below the market at all range points. The City’s minimum is approximately 5.2 percent below the market, the midpoint is 6.3 percent below, and the maximum is 7.1 percent below the market. This widening gap suggests that if the City intends to compete at a higher-than-median market level, its current salary structure would require adjustments to remain competitive, especially for retention of higher-performing or more experienced employees.
It is also important to note that peer organizations, on average, utilize salary ranges that are wider than the City’s, with an average market range spread of approximately 24.1 percent compared to the City’s 21.6 percent. This difference in range width contributes to the growing negative differentials at -3.00%
1.00%
-2.40%
-5.20%
-4.20%
0.20%
-3.30%
-6.30%
-5.10%
-1.20%
-4.10%
-7.10%
-15.00%
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
Average - No COLA 40th Percentile-COLI 50th Percentile-COLI 60th Percentile-COLI Minimum Midpoint Maximum
04 MARKET SURVEY RESULTS | CITY OF RIVERBANK, CA
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the midpoint and maximum, as broader market ranges allow peer agencies greater flexibility to reward experience, proficiency, and performance over time. As a result, the City’s narrower ranges may further limit competitiveness at higher range points, even when minimum salaries are closer to market levels.
Market Analysis by Employee Group
Breaking the market data down by employee provides additional insight. Exhibit 4D provides a summary of comparisons at the 50th percentile for both represented employee groups and the unrepresented contract group.
Exhibit 4D | 50th Percentile Comparisons of Each Employee Group Employee Group % Diff at Minimum % Diff at Midpoint % Diff at Maximum Miscellaneous -2.61% -3.89% -4.99%
Mid-Mgmnt -0.17% -0.86% -1.30%
Contract -4.93% -5.68% -6.39%
At the 50th percentile, the City’s compensation levels vary by employee group but are generally positioned slightly below the market across all range points. For the Miscellaneous employee group, salaries average 2.6 percent below the market at the minimum, 3.9 percent below at the midpoint, and 5.0 percent below at the maximum, indicating a continued decline in the market as employees progress through the range. The Mid-Management group is the closest to market, with minimal differences of 0.2 percent below at the minimum, 0.9 percent below at the midpoint, and 1.3 percent below at the maximum, suggesting a more comparable market alignment for these positions. In contrast, the Contract employee group shows the largest gaps, with salaries averaging 4.9 percent below the market at the minimum, 5.7 percent below at the midpoint, and 6.4 percent below at the maximum, reflecting a more pronounced competitive lag across the entire range. Overall, these results indicate that while Mid-Management positions are better aligned with the market at the median, Miscellaneous and Contract positions experience increasing below-market positioning toward the upper end of the pay range.
While some classifications were found to be at or above the 50th percentile in the market, there were classifications that were greater than 10 percent behind the market at the 50th percentile. All other benchmarked classifications were at least within + 10 percent of the market. Exhibit 4E provides a listing of those classifications.
Exhibit 4E | Classifications Behind Market Midpoint by More Than 10 Percent Classifications Greater than 10% Behind Market
Assistant City Manager
City Clerk
City Manager
City Mechanic/Fleet Coordinator
Director of Public Works
Senior Water Utility Worker/Senior Water Distribution Operator Wastewater Treatment Plant Operator II
Wastewater Treatment Plant Supervisor
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BENEFITS DATA & ANALYSIS
In addition to salary, employee benefits are a critical component of total compensation and play a significant role in the City’s ability to recruit, retain, and support a stable workforce. Benefits can offset differences in direct pay, enhance overall compensation competitiveness, and influence employee satisfaction and long-term retention.
As part of this study, Evergreen conducted a comparative review of the City’s benefits offerings relative to those provided by the peer organizations in Exhibit 4A. This analysis focuses on key elements of total rewards, including health insurance plans, retirement benefits, leave provisions, and supplemental and fringe benefits. The purpose of this review is to assess how the City’s benefits package compares to the market, identify areas of competitive strength, and highlight potential gaps that may affect the City’s overall compensation strategy.
The findings presented in this section reflect benefits data in effect at the time of the study and should be considered in conjunction with the salary analysis to provide a comprehensive view of the City’s total compensation competitiveness.
Percentage of Total Compensation
Benefits as a percentage of total compensation represents the portion of an employee’s overall compensation that is attributable to employer-provided benefits rather than direct wages or salary.
Total compensation includes both direct pay (such as base salary or hourly wages) and the employer’s cost of benefits, including health insurance, retirement contributions, paid leave, and other supplemental or fringe benefits.
As shown in Exhibit 4F, Riverbank’s employer-paid benefits account for approximately 36.17 percent of total compensation, while benefits at peer organizations average approximately 27.18 percent of total compensation. While the responding peers provided substantial detail on overall benefits, only five were able to provide the percentage of benefits as a percent of total compensation. While this is a small sample size, it does indicate that the overall value of the City’s benefits package, relative to salary, is generally greater than peer practices.
Exhibit 4F | Benefits as a Percentage of Total Compensation RIVERBANK Peers
36.17% 27.18%
A benefits percentage at this level suggests that for every dollar spent on total compensation, roughly 36 cents additional are invested in employee benefits and 64 cents in direct pay. The difference between Riverbank and its peers indicates that the City’s approach to balancing salary and benefits provides a greater benefit to employees than the prevailing market norms but does not overly rely on benefits to offset lower wages, nor does it underinvest in benefits relative to salary.
It is important to note that this measure reflects the employer’s cost of providing benefits, not the perceived value of those benefits to employees. Differences in plan design, cost-sharing, and utilization can affect how employees experience the benefits package even when the overall cost as a percentage of compensation is similar. As such, this metric provides a high-level view of total compensation strategy, while the detailed benefits analysis that follows examines the competitiveness and design of individual benefit components.
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Summary of Benefits
Across the peer organizations reviewed, Riverbank’s benefits package is generally comparable in structure to those of surrounding agencies, with many core benefits, such as medical coverage, retirement participation through CalPERS, paid leave accruals, and premium pays, being commonly offered across jurisdictions and bargaining units. However, differences emerge in the level, flexibility, and cumulative value of certain benefits when compared by employee group. As indicated by the increased percent of contribution towards benefits, the City is aligned with or leading the market in the percentage of benefits covered by the employer across most benefit categories.
Longevity and Incentive Pays
Riverbank provides longevity pay, bilingual pay, certification pay, and on-call/standby compensation to both Miscellaneous and Mid-Management employees, aligning with prevalent practices among peers. Peer agencies frequently offer longevity incentives, though the structure varies widely, from modest percentage increases to more aggressive tiered or cumulative longevity programs that can exceed Riverbank’s maximum over time. Certification and bilingual pays are common across peers, with several agencies allowing higher maximums or stacking of multiple certifications, particularly in public works, utilities, and enforcement-related classifications.
Medical, Dental, and Vision Benefits
Riverbank’s employer contributions toward medical insurance are competitive and generally consistent with peer practices, particularly for family coverage. Many peer agencies provide similar plan options through CalPERS or comparable carriers, though several offer broader plan selections, higher employer premium caps, or cost-sharing structures that shift less cost to employees. Dental and vision benefits are broadly consistent across organizations, with Riverbank’s flat contributions aligning to leading peer norms.
Deferred Compensation and Retirement
Riverbank offers employer contributions to deferred compensation for eligible employee groups, with higher contribution limits for Mid-Management compared to Miscellaneous employees. This approach is consistent with peer agencies, which commonly differentiate deferred compensation benefits by bargaining unit or management status. Retirement benefits across all organizations rely on CalPERS, with contribution rates largely driven by statutory requirements rather than local policy discretion, placing Riverbank in alignment with peers.
Leave Benefits (Sick, Vacation, Personal, and Administrative Leave) Riverbank’s sick and vacation leave accruals are consistent with peer agencies, particularly at lower and mid-career service levels. Several peer organizations, however, provide more accelerated vacation accruals, higher maximum accrual caps, or additional administrative or management leave for supervisors and exempt employees. Riverbank’s absence of paid personal leave or PTO banks for most employee groups contrasts with some peers that provide standalone personal or administrative leave, particularly for management and confidential employees. The City does provide a greater number of paid holiday hours than the peer average.
Life Insurance and Ancillary Benefits
Riverbank’s life insurance benefit aligns with peer norms, with most agencies providing employer-paid coverage at a fixed dollar amount or a multiple of salary. While benefit levels vary, Riverbank’s coverage falls within the typical market range.
Based on the information provided by the peer organizations, Evergreen was able to calculate an estimate of total compensation, comparing the City’s salary range midpoints in combination with the
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value of fully loaded benefits against those of the market peers. While it is recognized that not all employees utilize every benefit available, a comprehensive view of the total offering, rather than individual usage, provides the most practical basis for comparison in determining the City’s competitive position in the market.
The results of the total compensation analysis at the maximum of the market average (without the cost-of-living index applied) by employee group are displayed in Exhibit 4G. Included in the exhibit are the findings of the benchmark classifications by employee group, the comparison of benefits, and the average percent difference of total compensation for each employee group. The total compensation is calculated by combining the City’s pay with the value of employer-provided benefits for each benchmark. A positive percent differential is indicative of the City’s total compensation exceeding that of the average of its market peers; alternatively, a negative percent differential indicates the City’s total compensation for a given group lagging behind the average of its peers. Across all classifications, the City is behind the maximum of the market in average salary by 5.1 percent, ahead of the market benefit average (23.8 percent) and ahead of the market in total compensation (10.4 percent). As shown in the exhibit below, while each of the City’s employee groups are behind the market at the maximum of the schedules, the value of the City’s benefits leads the market in the negotiated groups but lags in the contracted employees. Overall the City is in a competitive position for both Miscellaneous and Mid-Management but lags in total compensation for the Contracted employees.
Exhibit 4G | Comparison of Total Compensation
The benefits included in the total compensation calculation are listed in Exhibit 4H. As noted above, total compensation estimates are based on the assumption that each employee fully utilizes all available benefits at the maximum level. To value leave benefits consistently, the maximum hourly rate for each benchmark classification is multiplied by the applicable leave hours provided under the benefit. While this approach may modestly overstate the realized value for some employees, it establishes a standardized methodology for comparing leave benefits across the City and all peer organizations.
Comparison Against Avg
of Peer Max Comparison of Benefits Total Comp PercentDifference Miscellaneous -6.68% 33.87% 15.58%
Mid-Management -4.64% 20.97% 7.30%
Contract -5.99% -0.09% -4.22%
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
Percent Difference
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Exhibit 4H | Benefits as a Percentage of Total Compensation Benefits
Medical
Dental & Vision Insurance
Deferred Comp
Retirement Plan
Retiree Health Savings Plan
Short-Term Disability
Long-Term Disability
Life Insurance
Medicare
Longevity Pay
Bilingual Pay
Certification Pay
On-Call/Standby Pay
Phone Allowance
Vehicle Allowance
Sick Leave Pay*
Vacation Pay*
Paid Time Off Pay*
Personal Leave/Administrative Leave8
Holiday Pay*
* Leave pay is calculated based on allowable hours multiplied by hourly rate of each classification
SUMMARY
Overall, Riverbank’s benefits program is competitive and broadly aligned with peer agencies, particularly in the provision of core benefits such as medical coverage, retirement participation through CalPERS, sick leave accruals, holiday time, and employer-paid life insurance. The City offers a comprehensive benefits package that supports employee well-being and provides a solid foundation for recruitment and retention across employee groups.
Key strengths of Riverbank’s benefits include strong employer contributions toward medical insurance, access to CalPERS retirement benefits consistent with statutory standards, and the availability of multiple premium pay programs, such as longevity, bilingual, certification, and on-call compensation, that are common among peers. The City’s deferred compensation program, including employer matching contributions that vary by employee group, aligns well with peer practices and provides meaningful long-term savings opportunities, particularly for Mid-Management employees.
Areas where Riverbank may be less competitive relate primarily to benefit flexibility and cumulative value over time rather than the absence of benefits. Several peer agencies provide higher maximum longevity incentives, allow stacking of multiple certifications, or offer more robust administrative or personal leave options, especially for supervisory, management, and confidential employees. In comparison, Riverbank’s more limited leave progression at higher service levels may reduce the perceived total compensation value for long-tenured or higher-level staff.
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Additionally, while Riverbank’s benefits structure is consistent across employee groups, some peers differentiate benefits more aggressively between bargaining units, offering enhanced leave accruals, deferred compensation contributions, or supplemental leave banks for management and exempt employees. These distinctions can contribute to stronger retention at supervisory and leadership levels.
In summary, Riverbank’s benefits program is solid and competitive at a foundational level, with particular strengths in medical coverage, retirement, and core leave benefits. However, relative to peers, opportunities exist to enhance total compensation competitiveness by evaluating benefit caps, incentive stacking, and management-level benefit differentiation, particularly as they relate to employee tenure, progression, and retention.
The findings presented in the market summary chapter play a critical role in shaping the recommendations developed by Evergreen Solutions. By clearly establishing the City’s compensation position relative to its peer organizations, these results provide the necessary context to inform strategic recommendations that support the City in achieving its desired level of market competitiveness.
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Following a comprehensive review of the data and information gathered throughout this study, Evergreen developed a series of recommendations designed to strengthen the City’s classification and compensation systems. The recommendations are intended to ensure internal equity, reinforce external competitiveness, and support the organization’s ability to attract, retain, and reward qualified employees in an increasingly competitive labor market.
This chapter presents findings and recommendations in three major areas: Classification, Compensation, and Plan Administration. Together, they provide a framework for establishing and maintaining a transparent and sustainable system for managing employee pay and position structure.
CLASSIFICATION RECOMMENDATIONS
A well-designed classification system serves as the foundation of every effective compensation and human resources framework. It defines how work is organized, clarifies reporting relationships, and ensures that similar work is recognized and compensated consistently. A current and accurate classification structure also supports workforce planning, career development, and pay equity across the organization.
Evergreen’s classification review focused on determining whether the City’s existing titles and job descriptions accurately reflected the work being performed and whether the system provided sufficient consistency and alignment across departments. The analysis relied heavily on data collected through the Job Assessment Tool (JAT), which provided employees with the opportunity to describe their primary duties, decision-making authority, supervisory responsibility, resources managed, technology use, risks, and required knowledge and experience. Supervisors were asked to review and validate these submissions for accuracy and completeness. When JAT data were not available, existing job descriptions were used as reference documents. As shown in Exhibit 5A, there was a high level of employee participation in this phase of the study with 88 percent of employee’s submitting details on their positions and 89 percent of supervisors completing reviews.
Exhibit 5A | JAT Participation
05 RECOMMENDATIONS
85%
3%
12%
Employee Participation
Completed
Partially
Completed
Not Completed
89%
0%
11%
Supervisory Review
Completed
Partially
Completed
Not Completed
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The review process allowed Evergreen to evaluate how each position functions in practice and to identify any inconsistencies or outdated information that may affect role alignment, pay decisions, or compliance with the Fair Labor Standards Act (FLSA).
Finding
Overall, the City’s internal alignment of classifications is generally appropriate and reflects a reasonable relationship between the level of work performed and assigned pay grades. However, the review identified several position titles that no longer fully capture the current scope, complexity, or level of responsibility assigned to the roles. These misalignments appear largely attributable to the City’s organizational growth and the evolution of duties undertaken to meet expanding service demands and community needs.
In addition, a small number of classifications would benefit from updates to align with contemporary titling conventions, and there are opportunities to introduce a limited number of new classifications to better reflect current and anticipated operational needs of both the City and its employees.
As part of this study, Evergreen also reviewed classifications the City may consider establishing in the near term as it evaluates the feasibility of bringing certain functions in-house rather than continuing to rely on contracted services. Additionally, several classifications that have been used in recent years but are currently vacant or not budgeted were assessed. Rather than archiving these classifications at this time, Evergreen recommends retaining them in the class plan to preserve organizational flexibility should future needs arise. If these classifications remain unused for an extended period, generally two to three years, the City may then wish to consider formally archiving them.
Recommendation 1: Implement a structured classification system and reclassify positions appropriately; provide guidance to City employees on the updated classification plan while maintaining central authority within Human Resources.
The City should implement a structured classification system for all employees to clearly define and differentiate position levels for both current and future roles. This system should establish consistent criteria for classification placement and support internal equity, transparency, and long-term sustainability.
A structured classification framework is foundational to an effective compensation system. Without clearly defined levels and classification criteria, organizations are more likely to experience title inflation, internal inequities, and inconsistent pay practices. By clearly separating job classification from employee compensation progression, the City can preserve the integrity of its classification structure while still supporting employee growth and retention through appropriate compensation mechanisms.
The recommended classification plan is provided in Exhibit 5B.
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Exhibit 5A | Proposed Classification Plan
Current Title Recommended Title
ADMINISTRATIVE CLERK ADMINISTRATIVE CLERK
MAINTENANCE WORKER I MAINTENANCE WORKER I
NEW CLASSIFICATION METER TECHNICIAN I*
PARK MAINTENANCE WORKER I PARK MAINTENANCE WORKER I
ACCOUNT CLERK I ACCOUNT CLERK I
FACILITIES MAINTENANCE WORKER I FACILITIES MAINTENANCE WORKER I WASTEWATER TREATMENT PLANT OPERATOR-INTRAININGWASTEWATER TREATMENT PLANT OPERATOR-IN-TRAINING
COMMUNITY DEVELOPMENT SPECIALIST I COMMUNITY DEVELOPMENT SPECIALIST I
WASTEWATER TREATMENT PLANT MAINTENANCE
TECHNICIAN TRAINEE
WASTEWATER TREATMENT PLANT MAINTENANCE
TECHNICIAN TRAINEE
FACILITIES MAINTENANCE WORKER II FACILITIES MAINTENANCE WORKER II
MAINTENANCE WORKER II MAINTENANCE WORKER II
NEW CLASSIFICATION METER TECHNICIAN II*
PARK MAINTENANCE WORKER II PARK MAINTENANCE WORKER II
RECREATION COORDINATOR RECREATION AND EVENTS COORDINATOR** WATER UTILITY WORKER I WATER DISTRIBUTION OPERATOR I**
ACCOUNT CLERK II ACCOUNT CLERK II
COMMUNITY DEVELOPMENT SPECIALIST II COMMUNITY DEVELOPMENT SPECIALIST II
ASSISTANT MECHANIC ASSISTANT MECHANIC
NEIGHBORHOOD IMPROVEMENT OFFICER I CODE ENFORCEMENT OFFICER I**
SENIOR FACILITIES MAINTENANCE WORKER SENIOR FACILITIES MAINTENANCE WORKER
SENIOR MAINTENANCE WORKER SENIOR MAINTENANCE WORKER
SENIOR PARK MAINTENANCE WORKER SENIOR PARK MAINTENANCE WORKER
WASTEWATER TREATMENT PLANT MAINTENANCE
TECHNICIAN I
WASTEWATER TREATMENT PLANT MAINTENANCE
TECHNICIAN I
WASTEWATER TREATMENT PLANT OPERATOR I WASTEWATER TREATMENT PLANT OPERATOR I WATER UTILITY WORKER II WATER DISTRIBUTION OPERATOR II**
ENGINEER TECHNICIAN I ENGINEER TECHNICIAN I
SENIOR PARK MAINTENANCE WORKER/FACILITIES
TECHNICIAN
SENIOR PARKS AND FACILITIES MAINTENANCE WORKER**
ACCOUNTING TECHNICIAN ACCOUNTING TECHNICIAN
ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASSISTANT
NEIGHBORHOOD IMPROVEMENT OFFICER II CODE ENFORCEMENT OFFICER II** HOUSING & ECONOMIC DEVELOPMENT SPECIALIST I HOUSING SPECIALIST I** NEW CLASSIFICATION SENIOR ACCOUNTING TECHNICIAN*
SENIOR WATER UTILITY WORKER SENIOR WATER DISTRIBUTION OPERATOR**
WASTEWATER TREATMENT PLANT OPERATOR II WASTEWATER TREATMENT PLANT OPERATOR II
ENGINEER TECHNICIAN II ENGINEER TECHNICIAN II
ADMINISTRATIVE ANALYST I ADMINISTRATIVE ANALYST I
BUILDING INSPECTOR I BUILDING INSPECTOR I
CITY MECHANIC FLEET COORDINATOR**
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Exhibit 5A | Proposed Classification Plan, Continued
Current Title Recommended Title
HOUSING & ECONOMIC DEVELOPMENT SPECIALIST II HOUSING SPECIALIST II**
PROJECT COORDINATOR PROJECT COORDINATOR
WASTEWATER TREATMENT PLANT MAINTENANCE
TECHNICIAN II
WASTEWATER TREATMENT PLANT MAINTENANCE
TECHNICIAN II
SENIOR WASTEWATER TREATMENT PLANT OPERATOR SENIOR WASTEWATER TREATMENT PLANT OPERATOR
DEPUTY CITY CLERK DEPUTY CITY CLERK
ASSISTANT PLANNER ASSISTANT PLANNER
BUILDING INSPECTOR II BUILDING INSPECTOR II
CONSTRUCTION INSPECTOR I CONSTRUCTION INSPECTOR I
ASSOCIATE PLANNER ASSOCIATE PLANNER
CONSTRUCTION INSPECTOR II CONSTRUCTION INSPECTOR II
NEW CLASSIFICATION HUMAN RESOURCES SPECIALIST*
ADMINISTRATIVE ASSISTANT CONFIDENTIAL EXECUTIVE ASSISTANT** SENIOR NEIGHBORHOOD IMPROVEMENT OFFICER SENIOR CODE ENFORCEMENT OFFICER**
NEW CLASSIFICATION ELECTRICAL SYSTEMS TECHNICIAN
ACCOUNTANT ACCOUNTANT
RECREATION SUPERVISOR RECREATION SUPERVISOR
SENIOR COMMUNITY DEVELOPMENT SPECIALIST SENIOR COMMUNITY DEVELOPMENT COORDINATOR**
ADMINISTRATIVE ANALYST II ADMINISTRATIVE ANALYST II
NEW CLASSIFICATION LOCAL REDEVELOPMENT AGENCY PROGRAM MANAGER*
SENIOR PROJECT COORDINATOR SENIOR PROJECT COORDINATOR
NEW CLASSIFICATION ADMINISTRATIVE ANALYST III*
PARKS AND FACILITIES MAINTENANCE SUPERVISOR PARKS AND FACILITIES MAINTENANCE SUPERVISOR NEW CLASSIFICATION PUBLIC INFORMATION OFFICER*
PUBLIC WORKS SUPERVISOR PUBLIC WORKS SUPERVISOR
WATER SUPERVISOR CHIEF WATER DISTRIBUTION OPERATOR**
WASTEWATER TREATMENT PLANT SUPERVISOR CHIEF WASTEWATER PLANT OPERATOR**
SENIOR BUILDING INSPECTOR SENIOR BUILDING INSPECTOR
SENIOR PLANNER SENIOR PLANNER
HUMAN RESOURCES ANALYST HUMAN RESOURCES GENERALIST**
SENIOR MANAGEMENT ANALYST SENIOR MANAGEMENT ANALYST
BUILDING OFFICIAL BUILDING OFFICIAL
SENIOR CONSTRUCTION INSPECTOR SENIOR CONSTRUCTION INSPECTOR NEW CLASSIFICATION ASSISTANT CITY ENGINEER*
CITY CLERK CITY CLERK
NEW CLASSIFICATION HUMAN RESOURCES MANAGER
ASSISTANT FINANCE DIRECTOR ASSISTANT FINANCE DIRECTOR
PUBLIC WORKS SUPERINTENDENT PUBLIC WORKS SUPERINTENDENT
CAPITAL PROJECT/REGULATORY COMPLIANCE MANAGER CAPITAL PROJECT/REGULATORY COMPLIANCE MANAGER
CITY PLANNER CITY PLANNER
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Exhibit 5A | Proposed Classification Plan, Continued
Current Title Recommended Title
PLANNING & BUILDING MANAGER PLANNING & BUILDING MANAGER
LOCAL REDEVELOPMENT AUTHORITY EXECUTIVE
DIRECTOR
LOCAL REDEVELOPMENT AUTHORITY EXECUTIVE
DIRECTOR
DIRECTOR PARKS AND RECREATION DIRECTOR PARKS AND RECREATION NEW CLASSIFICATION CITY ENGINEER*
DIRECTOR OF COMMUNITY DEVELOPMENT DIRECTOR OF COMMUNITY DEVELOPMENT
DIRECTOR OF FINANCE DIRECTOR OF FINANCE
DIRECTOR OF PUBLIC WORKS DIRECTOR OF PUBLIC WORKS
ASSISTANT CITY MANAGER/ADMIN SERVICES DIRECTOR ASSISTANT CITY MANAGER/ADMIN SERVICES DIRECTOR
CITY MANAGER CITY MANAGER
* Recommended new classification
** Recommended update to title
Recommendation 2: Conduct annual reviews and updates of job descriptions and Fair Labor Standards Act (FLSA) exemption statuses to ensure continued alignment with duties and responsibilities.
To maintain the accuracy, compliance, and usefulness of its classification system, the City should continue its efforts to review and update job descriptions and formalize this practice through a regular, preferably annual, review cycle.
This process should:
• Confirm that essential duties accurately reflect the work currently performed. • Reassess FLSA exemption status to account for changes in job duties, regulatory guidance, or organizational structure.
Job duties evolve over time due to organizational changes, technology, and regulatory requirements.
Regular job description review supports compliance with the Fair Labor Standards Act, strengthens classification and compensation decisions, and reduces organizational risk. Formalizing this process will help ensure the City’s classification system remains current, defensible, and aligned with operational needs.
As part of this study, Evergreen also evaluated the Fair Labor Standards Act (FLSA) exemption status of each classification. Overall, the City’s classifications were found to be appropriately designated; however, a small number warrant further review. A follow-up review will be provided with justification for considerations included as appropriate. Evergreen recommends that potential changes be made in consultation with the City’s legal counsel to confirm FLSA status prior to making any changes.
Moving forward, a simple, structured review process, ideally tied to annual performance cycles, will help sustain the accuracy and defensibility of the City’s classification framework over time.
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Exhibit 5C identifies tasks that are often supported by implementing an annual review cycle.
Exhibit 5C | Job Description Reviews
COMPENSATION RECOMMENDATIONS
A well-structured compensation system complements a sound classification plan by ensuring that pay levels are equitable, competitive, and aligned with organizational values and objectives. A thoughtfully designed pay structure supports employee motivation, reduces turnover, and reinforces fairness across the workforce.
When developing a pay plan, Evergreen evaluates four primary factors:
• Assessment of Current Conditions (AOCC) findings,
• Job Assessment reviews
• Market data, and
• The City's compensation philosophy.
Findings from the AOCC are first reviewed to assess the strengths and weaknesses of the City’s current pay plan; the JAT findings are analyzed to develop a class plan and inform alignment in the updated pay plan(s); market data is analyzed to inform market position and necessary adjustments; and finally, the proposed structure is refined to reflect the organization’s compensation philosophy, ensuring alignment with leadership priorities, fiscal responsibility, and long-term talent goals.
Finding
The market analysis indicates that the City’s pay structure is below the 50th percentile of the market at the minimum, midpoint, and maximum of its salary ranges. At the minimum, the City trails the market by approximately 2.4 percent, with the gap widening to approximately 4.1 percent at the maximum. This declining competitiveness from minimum to maximum is primarily attributable to the City’s salary range spreads being narrower than the average range spreads observed among peer organizations. As a result, while entry-level competitiveness is closer to market, the City’s structure provides slightly less growth at the upper end of its pay ranges.
Ensure that all roles remain compliant with
FLSA and other applicable labor laws.
Provide supervisors and employees with clear,
accurate expectations of job responsibilities.
Reinforce internal equity by maintaining
consistency across departments.
Support succession planning, recruitment, and
performance evaluation processes.
Annual Review Cycle
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Analysis by employee group further shows that the Miscellaneous and Contract (Directors and Executive Leadership) employee groups lag the market median to a greater extent than the MidManagement group, indicating uneven competitiveness across the City’s pay plans.
Recommendation 3: Maintain individual pay plans for each employee group and update each plan to better align with the market and best practices.
Evergreen recommends updating all three pay plans to better align with the market and compensation best practices, while also reducing the administrative complexity associated with managing an excessive number of pay grades.
The Miscellaneous pay plan currently consists of 71 pay grades. Evergreen recommends consolidating this plan to 30 pay grades, supported by a consistent structure for midpoint progression and step increases.
Similarly, the Mid-Management pay plan currently includes 91 pay grades. Evergreen recommends reducing the number of grades and implementing a streamlined structure that mirrors the revised Miscellaneous plan, with consistent midpoint progression and step increase percentages.
The Contract pay plan, which covers Directors and Executive leadership, also contains an excessive number of pay grades relative to the size and complexity of the City of Riverbank. Evergreen recommends reducing this plan from 82 pay grades to 20, creating a more manageable and marketaligned structure appropriate for executive-level roles.
The proposed structure for each of the plans is shown in Exhibit 5D.
Exhibit 5D | Proposed Pay Plans
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Exhibit 5D | Proposed Pay Plans, Continued
Miscellaneous
*Future use
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Exhibit 5D | Proposed Pay Plans, Continued
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Recommendation: Slot all positions into the appropriate pay grade based on internal equity and market findings.
All positions should be slotted into the appropriate pay grades based on the results of the internal classification analysis and the market study.
This process should:
• Reflect the relative level, scope, and complexity of work performed. • Align positions to pay ranges that are consistent with market value at the 50th percentile. • Ensure internal equity across similarly situated roles while maintaining appropriate differentiation between levels.
As part of this study, each classification was assigned to an appropriate pay grade within the newly proposed plans. There is no change to the positions assigned to each of the bargaining units. In making these determinations, Evergreen considered both internal equity and external market alignment, applying a linear regression model to identify how internal job value corresponds with market pay levels. This analysis ensured that each position was placed within the structure based on objective, data-driven criteria. In addition to quantitative analysis, qualitative factors such as career progression, organizational design, and future staffing needs were also considered. Exhibit 5E presents the recommended pay grade assignments for all classifications. Each of the revised pay plans intentionally includes a limited number of unutilized pay grades to provide flexibility for future organizational growth and to accommodate evolving operational and staffing needs.
Exhibit E | Proposed Pay Grade Assignment – Miscellaneous Employee Group
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Exhibit 5E | Proposed Pay Grade Assignment – Miscellaneous Employee Group, Continued
Exhibit 5E | Proposed Pay Grade Assignment – Middle Management Employee Group, Continued
Proposed
Grade
Proposed
Minimum
Proposed
Maximum
Recommended Title Department
201 $63,600.00 $77,306.20 HUMAN RESOURCES SPECIALIST* 10 - ADMIN 202 $65,190.00 $79,238.85 EXECUTIVE ASSISTANT** 10 - ADMIN 207 $73,756.50 $89,651.49 SENIOR CODE ENFORCEMENT OFFICER** 30 DEVELOPMENT SERVICES
208 $75,600.41 $91,892.78 ACCOUNTANT 20 FINANCE
209 $77,490.42 $94,190.10 RECREATION SUPERVISOR 50 PARKS & RECREATION 209 SENIOR COMMUNITY DEVELOPMENT COORDINATOR** 30 DEVELOPMENT SERVICES 210 $79,427.68 $96,544.85 ADMINISTRATIVE ANALYST II 70 LOCAL REDEVELOPMENT AGENCY 210 LOCAL REDEVELOPMENT AGENCY PROGRAM MANAGER* 70 LOCAL REDEVELOPMENT AGENCY 210 SENIOR PROJECT COORDINATOR 30 DEVELOPMENT SERVICES
211 $81,413.38 $98,958.47 ADMINISTRATIVE ANALYST III* 10 - ADMIN 211 PARKS AND FACILITIES MAINTENANCE SUPERVISOR 50 PARKS & RECREATION 211 PUBLIC INFORMATION OFFICER* 10 - ADMIN
211 PUBLIC WORKS SUPERVISOR 30 DEVELOPMENT SERVICES
212 $83,448.71 $101,432.43 CHIEF WATER DISTRIBUTION OPERATOR** 30 DEVELOPMENT SERVICES 212 CHIEF WASTEWATER PLANT OPERATOR** 45 WASTE WATER TREATMENT PLANT 214 $87,673.30 $106,567.45 SENIOR BUILDING INSPECTOR 30 DEVELOPMENT SERVICES 215 $89,865.14 $109,231.63 SENIOR PLANNER 30 DEVELOPMENT SERVICES 217 $94,414.56 $114,761.48 HUMAN RESOURCES GENERALIST** 10 - ADMIN 217 SENIOR MANAGEMENT ANALYST 10 - ADMIN
220 $104,154.01 $126,599.85 BUILDING OFFICIAL 30 DEVELOPMENT SERVICES 220 SENIOR CONSTRUCTION INSPECTOR 30 DEVELOPMENT SERVICES 221 $109,361.71 $132,929.84 ASSISTANT CITY ENGINEER* 30 DEVELOPMENT SERVICES 221 HUMAN RESOURCES MANAGER* 10 - ADMIN
222 $114,829.80 $139,576.33 CITY CLERK 10 - ADMIN
223 $120,571.28 $146,555.15 ASSISTANT FINANCE DIRECTOR 20 FINANCE 223 PUBLIC WORKS SUPERINTENDENT 45 WASTE WATER TREATMENT PLANT 224 $126,599.85 $153,882.91 CAPITAL PROJECT/REGULATORY COMPLIANCE MANAGER 30 DEVELOPMENT SERVICES 224 CITY PLANNER 30 DEVELOPMENT SERVICES
224 PLANNING & BUILDING MANAGER 30 DEVELOPMENT SERVICESPage 255 of 370 05 RECOMMENDATIONS | CITY OF RIVERBANK, CA
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Exhibit 5E | Proposed Pay Grade Assignment – Contract Employee Group, Continued
The final step in implementing the updated classification and compensation plans is to establish a clear and deliberate strategy for crosswalking all employees to the new pay grades and steps. The selected implementation approach should balance multiple considerations, including fiscal sustainability in both the current and future years, current-year budget constraints, and the appropriate placement of employees within the revised salary structures. For Riverbank, the recommended strategy is to maintain employees’ current step placement to the extent practicable, using a hold-harmless approach that ensures no employee experiences a reduction in pay as a result of the transition. A thoughtfully planned implementation process will help ensure that employee compensation aligns with the City’s updated compensation philosophy, supports internal equity, and strengthens the City’s ability to retain and motivate a skilled workforce over time.
Recommendation 4: Utilize a consistent step implementation approach to adjust employee salaries within the existing pay structure to alleviate identified compression, reinforce internal equity, and maintain alignment with the City’s compensation philosophy and fiscal capacity.
To support the City in implementing the revised pay structure, Evergreen developed multiple transition methodologies to estimate potential implementation costs and provide flexibility in aligning the rollout with the City’s fiscal capacity and organizational objectives. Following in-depth discussions with City leadership, the Consistent Step methodology, as described in Exhibit 5F, was identified as the most appropriate approach. Under this methodology, employees generally retain their current step placement within the new pay grade, supporting continuity and internal equity. An exception is recommended for classifications, or individual employees, whose pay grades are realigned by more than 10 percent under the new structure. In these cases, the City may modify this strategy to place employees at the closest step to their current salary within the new pay grade to avoid unintended advancement in level or compensation beyond the intended scope of the realignment.
It should be noted that this implementation strategy is not intended to serve as the final determination of individual employee placement within the new pay grades. Rather, it is designed to establish a consistent approach for estimating fiscal impacts and developing a budgetary framework for implementation. Final placement decisions for all employees within the revised pay plans will remain at the discretion of City leadership.
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Exhibit 5F | Consistent Step Placement
BENEFITS REVIEW
Overall, the City of Riverbank is competitively positioned in the market when total compensation is considered, despite base salaries trailing the market at the upper end of the pay ranges. While the City’s salaries are below market at the maximum, Riverbank’s comparatively strong employer-paid benefits significantly enhance its overall compensation package. As a result, total compensation for Miscellaneous and Mid-Management employees is competitive with, and in some cases exceeds, that of peer agencies. The primary area of concern is for Contract (executive and director-level) employees, where both salary and benefit competitiveness appear to lag the market. Going forward, targeted adjustments to salary structures and select benefit elements, rather than wholesale benefit redesign, would strengthen the City’s ability to recruit and retain talent across all employee groups.
Strengths of Benefit Programs:
• Overall Total Compensation:
Riverbank’s employer-paid benefits account for approximately 36.17 percent of total compensation, above the peer average of 27.18 percent, strengthening the City’s total rewards position.
• Medical and Core Benefits:
Employer contributions toward medical, dental, and vision insurance are competitive and aligned with or above peer practices, particularly for family coverage. • Retirement and Deferred Compensation:
Participation in CalPERS and the City’s employer contributions to deferred compensation are consistent with peer agencies and support long-term retention. • Premium and Incentive Pays:
Longevity, bilingual, certification, and on-call/standby pays align with common market practices and add meaningful value to total compensation. • Paid Holidays:
The City provides a higher number of paid holiday hours than the peer average, enhancing overall leave value.
•Realigns employees to the same step they currently
occupy on the pay scale. For example, an employee at Step 2 would be placed at Step 2 on the revised pay scale.
Maintaining step placement preserves the existing salary relationships among employees and supports a holdharmless transition, ensuring no employee experiences a reduction in pay. Where exact alignment is not possible, salaries are rounded to the next appropriate step. In cases where a classification’s pay grade is adjusted by more than 10 percent, employees may be placed at the step closest to their current salary to avoid unintended advancement within the new structure.
Consistent Step
Estimated Cost: $211,264
Number of Employees: 64
Percent of Payroll: 3.8%
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Areas to Consider for Future Changes
• Salary Progression at Upper Range Levels:
The City’s narrower salary range spreads limit competitiveness from midpoint to maximum, contributing to salaries lagging the market at higher levels. Impacting both salary and total compensation maximum value.
• Contract / Executive-Level Competitiveness:
Contract employees trail peers in both salary and total compensation, indicating a need for targeted structural or benefit adjustments for leadership roles. • Benefit Flexibility and Differentiation:
Several peers offer greater flexibility through:
o Higher longevity caps
o Stacking of multiple certifications (limited)
o Additional administrative or personal leave for staff o Increase carry forward leave balances
• Long-Term Incentives for Tenured Employees:
Enhancing benefit progression at higher service levels could improve retention for longtenured and supervisory employees.
Value of Benefits in Strengthening Market Position
• Offsets Salary Gaps:
Although Riverbank’s salaries are below the market at the maximum by approximately 5.1%, the City is ahead of the market in total compensation by approximately 10.4% (on average) due to the strength of its benefits.
• Stabilizes Recruitment and Retention:
Strong benefits reduce pressure to fully match market salaries immediately and provide a stable foundation for workforce continuity.
• Supports Internal Equity:
Relatively consistent benefits across employee groups reinforce fairness and predictability in the City’s total rewards strategy.
COMPENSATION AND CLASSIFICATION ADMINISTRATION
Any organization’s compensation and classification system requires periodic maintenance to remain effective. The recommendations in this chapter were developed based on the conditions present at the time of the study. Without regular updates, the system may become outdated and less competitive, increasing the risk of recruitment and retention challenges over time.
Recommendation 5: Conduct small-scale salary surveys as needed to assess the market competitiveness of hard-to-fill classifications and/or classifications with retention issues, and adjust pay grade assignments if necessary.
While the overall pay plan is unlikely to require adjustment for several years, certain classifications may need more frequent review. If the City experiences high turnover or recruitment challenges for specific roles, it should proactively collect salary range data from peer organizations to assess whether
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a pay grade adjustment is warranted for those classifications. This targeted approach ensures the City can remain responsive to labor market changes without overhauling the entire pay structure.
Recommendation 6: Conduct a comprehensive classification and compensation study every three to five years.
While small-scale salary surveys can help improve the market position of specific classifications, it is recommended that the City conduct a comprehensive classification and compensation study every three to five years. This periodic review is essential to maintaining both internal and external equity, as even small changes in job duties, market conditions, or compensation practices can compound over time. Failing to respond to these changes in a timely manner may negatively impact the City’s ability to recruit and retain high-quality employees.
Recommendation 7: Review and revise the City’s policies and practices for determining salaries of newly hired employees, managing salary progression within the pay plan, and setting the salaries for current employees who are promoted, demoted, or transferred to a different classification.
While the previous two recommendations focus on preserving the overall competitiveness of the classification and compensation structure, it is equally important to establish clear procedures for evaluating and ensuring equitable pay practices for individual employees. This ensures consistency, transparency, and fairness in compensation decisions at the individual level.
An organization’s approach to progressing employee salaries within a pay plan as well as to setting salaries for new hires, promotions, demotions, and transfers should be guided by a clearly defined compensation philosophy that is reflective of the organization’s values and operational priorities. This philosophy serves as the foundation for consistent pay decisions and ensures that salary actions are both equitable and strategically aligned with organizational goals.
It is essential for the City to maintain clear, consistent guidelines for each pay action scenario to promote fairness, transparency, and accountability across the workforce. These guidelines should outline how employee movement within ranges is determined, how new hire offers are set, and how pay is adjusted when employees assume new or different roles. Consistent application of these standards will support internal equity, minimize pay disparities, and reinforce employee trust in the compensation system.
Common and recommended practices for establishing and progressing employee salaries are outlined below.
New Hires
In the City’s current policies and procedures manual, newly hired employees are normally appointed at step one of the salary range assigned to the classification. However, the Personnel Rules allow for above-step hiring when warranted. A Department Head may recommend appointment above step one when recruitment is difficult or when a candidate’s education or experience is significantly greater than the minimum requirements of the classification. Any appointment above the first step requires approval from the executive leadership, ensuring centralized oversight and consistency in application This approach is consistent with best practices; a new employee’s starting salary should primarily reflect the extent of education and experience the individual possesses beyond the minimum requirements for the position. Typically, candidates who meet only the minimum qualifications are hired at or near the pay grade minimum.
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Once the City has completed the initial implementation adjustment for current employees, internal equity should be a guiding factor when setting new hire salaries. Starting pay for new employees should be comparable to that of existing employees in the same classification who possess similar qualifications and experience, ensuring fairness and maintaining equity across the workforce.
Salary Progression
The City should continue to adjust salaries annually when financially feasible. Riverbank utilizes a fivestep salary range structure, with approximately 5 percent between steps. Salary advancement within a range is not automatic and is based on merit and performance, subject to Department Head recommendation. Employees may become eligible for their first step increase after six months of satisfactory service, with subsequent step increases typically considered annually on the employee’s salary anniversary date, following satisfactory performance. Step increases become effective at the beginning of the payroll period following the anniversary date.
The City also allows for special merit increases for outstanding performance. These require written justification, approval by Executive Leadership, and may be granted in addition to a regular step increase, though not more than once in a twelve-month period and not to employees already at the top step of the range.
Evergreen recommends that the basis of salary adjustment in the future be defined at three distinct levels: Structural, Classification, and Individual. These levels are discussed below in Exhibit 5G.
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Exhibit 5G | Levels of Compensation Adjustments
Promotions
When an employee is promoted to a new classification, it is important to have clear guidelines for calculating the new salary in a way that recognizes the employee’s increased responsibilities, places the salary appropriately within the new pay grade, and maintains internal equity among peers in the new classification. Many organizations establish a minimum percentage increase tied to the number of pay grades advanced through the promotion. Regardless of the specific increase, the employee’s new salary should always fall within the range of the new pay grade, and salary placement should reflect both the employee’s qualifications and the compensation of others in the same classification to ensure fairness and consistency.
Current policy states than when an employee is promoted, the City places the employee at a step in the new salary range that results in at least a five percent increase over the employee’s current salary, not to exceed the maximum of the new range. For promotions into supervisory positions, the salary must also be at least five percent higher than the salaries of employees supervised. Promotional salary placement resets the employee’s salary anniversary date for future step increases. The updated pay plan allows for sufficient distance between levels, as well as additional grades when/if needed, to align with this policy
Structural
Pay ranges should be adjusted annually to account for changes in the cost of living.
Evergreen recommends that the City tie annual range adjustments to the local change in the Consumer Price Index (CPI). This practice will help prevent the City's pay structure from falling behind market trends. When conducting the small-scale peer suerveys references above, the City should also gather information on pay plan adjustments and anticipated movements from its peers to ensure that market trends remain consistent with CPI changes.
Classification
As a result of the market surveys, the City may identify classifications or job families that are experiencing considerable market movement and as a result, reassignment of the pay grades should be considered when this occurs.
Alternatively, if the City identifies classifications that have become hard to recruit and retain, pay grade reassignment should also be considered to ensure the City is competitive for both recruiting new talent and retaining existing employees.
Individual
To tie into the adjustment of the structure, Evergreen recommends the City adjust employee salaries annually for cost-of-living. This adjustment would be made for all employees and should be greater than the structural adjustment to allow for meaningful progression through the pay range. For example, if the salary range is adjusted upward by two percent to account for market movement, employees should receive an increase slightly above that threshold to avoid remaining static within the range.
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Demotions
When an employee is demoted to a position assigned to a lower pay grade, the salary should be adjusted to reflect the reduced level of responsibility while maintaining fairness and internal consistency. In most cases, the employee’s pay should decrease appropriately within the range of the lower classification. The specific adjustment may vary depending on whether the demotion is voluntary or involuntary, as well as the employee’s experience and performance history. However, the resulting salary should not exceed the maximum of the new pay range. Clear, consistent guidelines for handling demotions help preserve equity across the organization and ensure that pay decisions remain objective and transparent.
In current policy, demotions, whether voluntary or involuntary, the employee is placed at the step in the lower salary range closest to their prior salary. If the closest step would result in an increase, the employee is placed at the next lower step. Demotions shall not result in a salary increase, and the salary anniversary date remains unchanged. The City’s current policy is in alignment with best practice.
Transfers
A transfer occurs when an employee is reassigned to a different classification within the same pay grade or when their classification remains the same but their department changes. In most cases, a transfer does not require a salary adjustment, as the employee’s role and pay grade remain unchanged. However, a salary adjustment may be warranted if the employee’s current salary is not aligned with the salaries of others in the new classification or department. In such cases, the City should consider adjusting either the transferring employee’s salary or the salaries of incumbents in the classification to maintain internal equity within the new team or organizational structure. The City’s current policy is in alignment with best practice.
Reclassifications
Reclassifications occur when the duties, responsibilities, or scope of a position have evolved over time and no longer align with the originally established classification expectations. These changes may result from organizational growth, regulatory requirements, technological advancements, or shifts in service delivery that incrementally expand or alter the nature of the work performed. A well-defined reclassification process is essential to ensure that positions remain accurately classified, internally aligned, and compensated appropriately based on the actual level of responsibility and complexity of the work assigned.
The City’s policy states that when a position is reclassified to a higher-paid classification, the incumbent is placed at a step that provides at least a five percent increase, with the possibility of a higher adjustment upon Department Head recommendation and Executive Leadership approval. If the reclassification results in a lower salary range, the employee is placed at the step closest to their prior salary. The City’s policy is in alignment with best practice.
Out-of-Class Assignments
Out-of-class assignments occur when an employee is temporarily directed to perform the duties and assume the responsibilities of a higher-level classification for a defined period of time. These assignments are typically used to address short-term operational needs, such as covering vacancies, managing special projects, or providing interim supervision, without permanently altering the employee’s classification. Clear guidelines for out-of-class assignments help distinguish temporary duty changes from permanent reclassifications, ensure appropriate compensation for additional responsibilities, and maintain internal equity and consistency in the administration of the City’s classification and compensation system.
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By policy, employees temporarily assigned to perform the duties of a higher-level classification may receive out-of-class pay equal to a five percent salary increase after performing such duties for two full pay periods. Out-of-class assignments are limited in duration and require advance approval, distinguishing temporary assignments from permanent classification changes. The City’s policy is in alignment with best practice.
Policy Considerations
1. Pay Plan Structure and Number of Grades (Personnel Rules and Regulations - Chapter 10) Current Policy Context
Chapter 10 references a compensation structure built around a large number of pay grades, each with a five-step range and approximately 5% step differentials.
Alignment Consideration
The study recommends significant consolidation of pay grades across all three pay plans, while maintaining consistent step logic.
Recommended Policy Update
Clarify that:
• Pay plans may include consolidated or banded grade structures, as adopted by Council.
• The number of grades within a plan may change over time to reflect market conditions and organizational needs.
This ensures the policy remains valid even as the City reduces grade counts.
2. Step Advancement and Salary Anniversary Language (Personnel Rules and Regulations Chapter 10)
Current Policy Context
Salary progression is tied to salary anniversary dates and step movement within a five-step range.
Alignment Consideration
• Consolidated plans may result in:
o Employees entering revised grades at different relative positions o Temporary deviations from historical anniversary alignment during implementation
Recommended Policy Update
• Add clarifying language that:
o Salary anniversary dates may be administratively adjusted during implementation of a new pay plan.
o Step placement during a pay plan transition may follow an approved update
3. Reclassification Salary Placement (Personnel Rules and Regulations Chapter 3 & Chapter 10)
Current Policy Context
• Reclassifications trigger step placement rules similar to promotions or demotions.
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Alignment Consideration
• The study recommends:
o Holding employees harmless
o Avoiding unintended advancement when grades shift more than 10% Recommended Policy Update
• Add language acknowledging:
o Reclassifications resulting from system-wide pay plan restructuring may follow an approved implementation methodology rather than standard reclassification rules.
• This distinction protects equity and fiscal integrity during transition.
4. Above-Step Hiring Provisions (Personnel Rules and Regulations Chapter 10)
Current Policy Context
• Above-step hiring is permitted with justification and approval.
Alignment Consideration
• With few steps and a narrow range, above-step hires can create compression risks.
Recommended Policy Update
• Clarify that:
o Above-step hiring should be evaluated in the context of internal equity within consolidated grades.
o Documentation should explicitly address compression impacts. o Applicant/Employee is required to provide documentation of demonstrated experience.
5. Definitions Section (Personnel Rules and Regulations Chapter 2) Current Policy Context
• Definitions focus on traditional classification and pay plan concepts.
Alignment Consideration
• The study introduces modern compensation concepts used operationally.
Optional Enhancements
Add definitions for:
• Pay Plan Consolidation
• Benchmark Classification
• Market Adjustment
• Hold Harmless Implementation
• Internal Equity
These additions are not required but would improve clarity and long-term policy usability.
Overall, the City’s existing policies provide a strong foundation and do not conflict with the recommended classification and compensation changes. The updates identified above are minor, clarifying refinements that would:
• Support administration of consolidated pay plans
• Preserve flexibility during implementation
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• Reduce unintended compression or over-placement
• Ensure long-term consistency between policy and practice Importantly, none of these updates are prerequisites to implementation; they can be adopted concurrently or phased in following Council approval of the revised pay plans.
SUMMARY
The City is to be commended for its commitment to maintaining a competitive, equitable, and wellstructured compensation program for its employees. The recommendations presented in this report establish a modern, market-responsive pay plan supported by internally and externally aligned pay grade assignments and clear, defensible system administration practices. Collectively, these improvements provide the City with a sustainable and flexible classification and compensation framework capable of adapting to future organizational and labor market changes. While ongoing monitoring and periodic adjustment will be necessary to maintain alignment, the long-term benefits, including strengthened recruitment, improved employee retention, enhanced internal equity, and greater organizational consistency, represent a strategic and worthwhile investment for the City and its employees.
Item 11.5. - CC / LRA – 4/28/2026
RIVERBANK CITY COUNCIL / LRA BOARD
AGENDA ITEM NO. 11.5.
SECTION : NEW BUSINESS
Meeting Date: 4/28/2026
Subject: Resolution Approving the Amendment to the Memorandum of Understanding Between the City of Riverbank and the Riverbank Miscellaneous Employees Bargaining Unit and Adopt updated Salary Schedule
From: Marisela H. Garcia, City Manager
Submitted by: Tammy Alcantor, Assistant City Manager
RECOMMENDATION
City Council to consider approving a Resolution for the Amendment to the Memorandum of Understanding (MOU) between the City of Riverbank and the Riverbank Miscellaneous Employees Bargaining Unit, and adopt the updated salary schedule consistent with the Classification and Compensation Study.
SUMMARY
Following City Council acceptance of the Classification and Compensation Study prepared by Evergreen Solutions, LLC, staff has completed the meet-and-confer process with the Riverbank Miscellaneous Employees Bargaining Unit regarding implementation of the study recommendations.
The proposed MOU Amendment and updated salary schedule reflect agreed-upon changes to compensation, classification assignments, and pay structures consistent with the study’s findings and the City’s adopted compensation framework.
STRATEGIC PLAN
This item is not directly related to a Strategic Plan Goal. It is intended to support the City's efforts to enhance the effectiveness, fairness, and competitiveness of its compensation and classification systems.
BACKGROUND
The Classification and Compensation Study identified opportunities to modernize the City’s compensation structure, improve internal equity, and align salary ranges more closely with the external market.
Implementation for represented employees requires a formal agreement through the meet-and-confer process. The City and the Miscellaneous Employees Bargaining Unit have reached an agreement on the following:
Item 11.5. - CC / LRA – 4/28/2026
• Updated salary schedule aligned to market median targets • Revised pay grade structure and classification assignments to be effective April 17, 2026 • Adjustments to address compression and internal equity • Implementation approach consistent with the study’s “hold harmless” concept These changes are reflected in the attached MOU Amendment and salary schedule.
FINANCIAL IMPACT
The financial impact associated with these changes is included in the overall estimated annual cost of implementation of approximately $77,478 for the bargaining group. For Fiscal Year 2025-2026, the estimated cost is $19,370.
ATTACHMENTS
1. Resolution
2. MOU Amendment No 1 _ Riverbank Miscellaneous Employees Bargaining Unit
CC/LRA – __/__/____
CC Resolution 2026-
CITY OF RIVERBANK
RESOLUTION 2026-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RIVERBANK
APPROVING AN AMENDMENT TO THE MEMORANDUM OF UNDERSTANDING
BETWEEN THE CITY OF RIVERBANK AND THE RIVERBANK MISCELLANEOUS
EMPLOYEES BARGAINING UNIT AND ADOPTING UPDATED SALARY
SCHEDULES CONSISTENT WITH THE CLASSIFICATION AND COMPENSATION STUDY
THE CITY OF RIVERBANK CITY COUNCIL (HEREAFTER REFERRED TO AS THE “CITY COUNCIL”) DOES HEREBY RESOLVE THAT:
WHEREAS, the City Council previously adopted a Resolution accepting and incorporating the recommendations of the Classification and Compensation Study prepared by Evergreen Solutions, LLC; and
WHEREAS, implementation of the study recommendations requires updates to salary schedules, classification structures, and compensation practices; and WHEREAS, the Riverbank Miscellaneous Employees Bargaining Unit is a recognized employee organization representing miscellaneous employees of the City; and WHEREAS, the City and the Bargaining Unit have met and conferred in good faith regarding the implementation of the study recommendations and have reached agreement on amendments to the Memorandum of Understanding (MOU); and WHEREAS, the agreed-upon changes include updated salary schedules, classification assignments, and related compensation provisions consistent with the study and the City’s adopted compensation framework;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Riverbank does hereby:
1. Approval of MOU Amendment
The City Council hereby approves the Amendment to the Memorandum of Understanding between the City of Riverbank and the Riverbank Miscellaneous Employees Bargaining Unit.
2. Adoption of Salary Schedule
The updated salary schedule for the Miscellaneous Employees Bargaining Unit, attached hereto as Exhibit A, is hereby approved and adopted.
3. Classification and Compensation Implementation
The updated classifications, pay grade assignments, and compensation adjustments identified in the study and reflected in the amended MOU are hereby approved.
CC/LRA – __/__/____
CC Resolution 2026-
4. Effective Date
The approved salary schedules and compensation adjustments shall become effective April 17, 2026.
5. Authorization
The City Manager is authorized to execute the MOU Amendment and implement the provisions of this Resolution.
PASSED AND ADOPTED by the City Council of the City of Riverbank at a regular meeting held on the 28th day of April, 2026; motioned by Councilmember __________, seconded by Councilmember __________, and upon roll call was carried by the following City Council vote of ______:
AYES:
NAYS:
ABSENT:
ABSTAINED:
CC/LRA – __/__/____
CC Resolution 2026-
ATTEST: APPROVED:
________________________________ __________________________ Gabriela Hernandez, CMC Rachel Hernandez
City Clerk Mayor
Attachment: AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING BETWEEN THE
CITY OF RIVERBANK AND THE RIVERBANK MISCELLANEOUS EMPLOYEES BARGAINING UNIT (LABORERS LOCAL #1130) FOR CONTRACT EFFECTIVE SEPTEMBER 19, 2025 – JUNE 30, 2027
Agreement Between
City of Riverbank and
Riverbank Miscellaneous Employees Bargaining Unit
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF
RIVERBANK AND THE RIVERBANK MISCELLANEOUS EMPLOYEES BARGAINING UNIT (LABORERS LOCAL #1130) FOR CONTRACT EFFECTIVE SEPTEMBER 19, 2025 – JUNE 30, 2027
RECITALS
This Amendment No. 1 (“Amendment”) to the Memorandum of Understanding (“MOU”) is entered into between the City of Riverbank (“City”) and the Riverbank Miscellaneous Employees Bargaining Unit, Laborers Local #1130 (“Union”).
WHEREAS, the City and the Union are parties to a current Memorandum of Understanding governing wages, hours, and other terms and conditions of employment; and WHEREAS, the City retained Evergreen Solutions, LLC to conduct a comprehensive Classification and Compensation Study; and
WHEREAS, the City Council accepted and incorporated the recommendations of the study as a framework for modernizing the City’s classification and compensation system; and WHEREAS, the City and the Union have met and conferred in good faith regarding the impacts and implementation of the study recommendations as they apply to employees represented by the Union; and
WHEREAS, the parties have reached an agreement on certain modifications to compensation and classification provisions of the MOU;
NOW, THEREFORE, THE PARTIES AGREE AS FOLLOWS:
1. SALARY SCHEDULE UPDATE
Effective April 17, 2026, the salary schedule for all classifications represented by the Riverbank Miscellaneous Employees Bargaining Unit shall be updated as set forth in Exhibit A, attached hereto and incorporated by reference.
The updated salary schedule reflects revised pay ranges, grade assignments, and classification alignment consistent with the Classification and Compensation Study.
2. CLASSIFICATION AND PAY GRADE ASSIGNMENTS
Classifications shall be assigned to revised pay grades as identified in the Exhibit A.
The City retains the right to maintain and administer classification assignments consistent with the adopted classification framework, subject to applicable meet-and-confer obligations.
2025-2027 LiUNA_MOU_Amendment NO. 1
April 28, 2026
3. IMPLEMENTATION / STEP PLACEMENT
Employees shall be placed into the updated salary schedule based on the following principles:
• Employees shall be placed at the step within the new range that most closely corresponds to their current base salary
• No employee shall experience a reduction in base salary as a result of implementation
• Where necessary, employees may be placed at a step that results in a salary increase to maintain internal equity and alignment with the new structure
4. SALARY ADMINISTRATION
Salary progression following implementation shall be governed by the provisions of the MOU, unless otherwise modified herein.
The City may establish administrative guidelines for salary placement and progression consistent with the adopted compensation framework.
5. EFFECT ON OTHER PROVISIONS
Except as expressly modified by this Amendment, all other terms and conditions of the existing MOU shall remain in full force and effect.
6. TERM OF AMENDMENT
This Amendment shall become effective on April 28, 2026 and shall remain in effect for the duration of the current MOU unless modified by mutual agreement of the parties.
7. FULL UNDERSTANDING
This Amendment represents the full and complete understanding of the parties regarding the matters addressed herein and supersedes any prior discussions or agreements on these matters.
2025-2027 LiUNA_MOU_Amendment NO. 1
April 28, 2026
SIGNATURES
IN WITNESS WHEREOF, the parties have executed this Amendment:
For the City of Riverbank
_______________________________ Date: _____________________________ Marisela H. Garcia, City Manager
For the Union: Northern California District Council of Laborers’ and Construction Production & Maintenance Laborers’, Local Union #1130; AFL; CIO _______________________________ Date: _____________________________ Joshua Lepper, Business Manager
_______________________________ Date: _____________________________ David McDaniel, Shop Steward
_______________________________ Date: _____________________________ Oscar Padilla, Shop Steward
2025-2027 LiUNA_MOU_Amendment NO. 1
April 28, 2026
Exhibit A
Modified Appendix A
City of Riverbank
Employee Compensation Plan
Effective April 17, 2026
Classification Title Pay Range Step A Step B Step C Step D Step E ACCOUNT CLERK I 107 $ 4,208.33 $ 4,418.75 $ 4,639.69 $ 4,871.67 $ 5,115.26 ACCOUNT CLERK II 111 $ 4,645.21 $ 4,877.47 $ 5,121.35 $ 5,377.42 $ 5,646.29 ACCOUNTING TECHNICIAN 116 $ 5,255.63 $ 5,518.41 $ 5,794.34 $ 6,084.05 $ 6,388.25 ADMINISTRATIVE ANALYST I 118 $5,521.70 $ 5,797.78 $6,087.67 $ 6,392.06 $6,711.66 ADMINISTRATIVE ASSISTANT 116 $ 5,255.63 $ 5,518.41 $ 5,794.34 $ 6,084.05 $ 6,388.25 ADMINISTRATIVE CLERK 101 $ 3,628.83 $ 3,810.28 $ 4,000.79 $ 4,200.83 $ 4,410.87 ASSISTANT MECHANIC 112 $4,761.34 $4,999.41 $5,249.38 $5,511.85 $5,787.44 ASSISTANT PLANNER 122 $6,094.92 $ 6,399.67 $6,719.65 $ 7,055.63 $7,408.42 ASSOCIATE PLANNER 126 $6,727.65 $ 7,064.04 $7,417.24 $ 7,788.10 $8,177.51 BUILDING INSPECTOR I 118 $5,521.70 $ 5,797.78 $6,087.67 $ 6,392.06 $6,711.66 BUILDING INSPECTOR II 124 $6,403.48 $ 6,723.65 $7,059.83 $ 7,412.83 $7,783.47 CODE ENFORCEMENT OFFICER I 112 $4,761.34 $4,999.41 $5,249.38 $5,511.85 $5,787.44 CODE ENFORCEMENT OFFICER II 116 $ 5,255.63 $ 5,518.41 $ 5,794.34 $ 6,084.05 $ 6,388.25 COMMUNITY DEVELOPMENT SPECIALIST I 108 $ 4,313.54 $ 4,529.22 $ 4,755.68 $ 4,993.46 $ 5,243.14 COMMUNITY DEVELOPMENT SPECIALIST II 111 $ 4,645.21 $ 4,877.47 $ 5,121.35 $ 5,377.42 $ 5,646.29 CONSTRUCTION INSPECTOR I 124 $6,727.65 $ 7,064.04 $7,417.24 $ 7,788.10 $8,177.51 CONSTRUCTION INSPECTOR II 128 $7,068.24 $ 7,421.65 $7,792.74 $ 8,182.37 $8,591.49 DEPUTY CITY CLERK 120 $5,801.24 $ 6,091.30 $6,395.86 $ 6,715.65 $7,051.44 ELECTRICAL SYSTEMS TECHNICIAN 122 $6,094.92 $ 6,399.67 $6,719.65 $ 7,055.63 $7,408.42 ENGINEER TECHNICIAN I 113 $4,880.38 $5,124.40 $5,380.62 $5,649.65 $5,932.13 ENGINEER TECHNICIAN II 117 $ 5,387.02 $ 5,656.37 $ 5,939.19 $ 6,236.15 $ 6,547.96 FACILITIES MAINTENANCE WORKER I 107 $ 4,208.33 $ 4,418.75 $ 4,639.69 $ 4,871.67 $ 5,115.26 FACILITIES MAINTENANCE WORKER II 109 $ 4,421.38 $ 4,642.45 $ 4,874.57 $ 5,118.30 $ 5,374.22 FLEET COORDINATOR 118 $ 5,521.70 $ 5,797.78 $ 6,087.67 $ 6,392.06 $ 6,711.66 HOUSING SPECIALIST I 116 $ 5,255.63 $ 5,518.41 $ 5,794.34 $ 6,084.05 $ 6,388.25 HOUSING SPECIALIST II 118 $5,521.70 $ 5,797.78 $6,087.67 $ 6,392.06 $6,711.66 MAINTENANCE WORKER I 105 $ 4,005.55 $ 4,205.83 $ 4,416.12 $ 4,636.93 $ 4,868.77 MAINTENANCE WORKER II 109 $ 4,421.38 $ 4,642.45 $ 4,874.57 $ 5,118.30 $ 5,374.22 METER TECHNICIAN I 105 $ 4,005.55 $ 4,205.83 $ 4,416.12 $ 4,636.93 $ 4,868.77 METER TECHNICIAN II 109 $ 4,421.38 $ 4,642.45 $ 4,874.57 $ 5,118.30 $ 5,374.22 PARK MAINTENANCE WORKER I 105 $ 4,005.55 $ 4,205.83 $ 4,416.12 $ 4,636.93 $ 4,868.77 PARK MAINTENANCE WORKER II 109 $ 4,421.38 $ 4,642.45 $ 4,874.57 $ 5,118.30 $ 5,374.22 PROJECT COORDINATOR 118 $5,521.70 $ 5,797.78 $6,087.67 $ 6,392.06 $6,711.66 RECREATION AND EVENTS COORDINATOR 109 $ 4,421.38 $ 4,642.45 $ 4,874.57 $ 5,118.30 $ 5,374.22
MONTHLY SALARY STEPS
2025-2027 LiUNA_MOU_Amendment NO. 1
April 28, 2026
Continued Appendix A - Compensation Plan Effective April 17, 2026
Classification Title Pay Range Step A Step B Step C Step D Step E SENIOR ACCOUNTING TECHNICIAN 117 $ 5,387.02 $ 5,656.37 $ 5,939.19 $ 6,236.15 $ 6,547.96 SENIOR FACILITIES MAINTENANCE WORKER 112 $4,761.34 $4,999.41 $5,249.38 $5,511.85 $5,787.44 SENIOR MAINTENANCE WORKER 112 $4,761.34 $4,999.41 $5,249.38 $5,511.85 $5,787.44 SENIOR PARK MAINTENANCE WORKER 112 $4,761.34 $4,999.41 $5,249.38 $5,511.85 $5,787.44
SENIOR PARK MAINTENANCE
WORKER/FACILITIES TECHNICIAN
116 $ 5,255.63 $ 5,518.41 $ 5,794.34 $ 6,084.05 $ 6,388.25
SENIOR WASTEWATER TREATMENT PLANT
OPERATOR
119 $5,659.74 $ 5,942.73 $6,239.87 $ 6,551.86 $6,879.45 SENIOR WATER DISTRIBUTION OPERATOR 116 $ 5,255.63 $ 5,518.41 $ 5,794.34 $ 6,084.05 $ 6,388.25
WASTEWATER TREATMENT PLANT
MAINTENANCE TECHNICIAN I
112 $4,761.34 $4,999.41 $5,249.38 $5,511.85 $5,787.44
WASTEWATER TREATMENT PLANT
MAINTENANCE TECHNICIAN II
118 $5,521.70 $ 5,797.78 $6,087.67 $ 6,392.06 $6,711.66
WASTEWATER TREATMENT PLANT
MAINTENANCE TECHNICIAN TRAINEE
108 $ 4,313.54 $ 4,529.22 $ 4,755.68 $ 4,993.46 $ 5,243.14 WASTEWATER TREATMENT PLANT OPERATOR I 112 $4,761.34 $4,999.41 $5,249.38 $5,511.85 $5,787.44 WASTEWATER TREATMENT PLANT OPERATOR II 116 $ 5,255.63 $ 5,518.41 $ 5,794.34 $ 6,084.05 $ 6,388.25 WASTEWATER TREATMENT PLANT OPERATORIN-TRAINING
107 $ 4,208.33 $ 4,418.75 $ 4,639.69 $ 4,871.67 $ 5,115.26 WATER DISTRIBUTION OPERATOR I 109 $ 4,421.38 $ 4,642.45 $ 4,874.57 $ 5,118.30 $ 5,374.22 WATER DISTRIBUTION OPERATOR II 112 $4,761.34 $4,999.41 $5,249.38 $5,511.85 $5,787.44
MONTHLY SALARY STEPS
2025-2027 LiUNA_MOU_Amendment NO. 1
April 28, 2026
Modified Appendix B
City of Riverbank
Employee Compensation Plan
Effective July 2026
Classification Title Pay Range Step A Step B Step C Step D Step E ACCOUNT CLERK I 107 $ 4,334.58 $ 4,551.31 $ 4,778.88 $ 5,017.82 $ 5,268.71 ACCOUNT CLERK II 111 $ 4,784.57 $ 5,023.80 $ 5,274.99 $ 5,538.74 $ 5,815.67 ACCOUNTING TECHNICIAN 116 $ 5,413.30 $ 5,683.97 $ 5,968.17 $ 6,266.57 $ 6,579.90 ADMINISTRATIVE ANALYST I 118 $5,687.35 $ 5,971.72 $6,270.30 $ 6,583.82 $6,913.01 ADMINISTRATIVE ASSISTANT 116 $ 5,413.30 $ 5,683.97 $ 5,968.17 $ 6,266.57 $ 6,579.90 ADMINISTRATIVE CLERK 101 $ 3,737.70 $ 3,924.58 $ 4,120.81 $ 4,326.85 $ 4,543.20 ASSISTANT MECHANIC 112 $4,904.18 $ 5,149.39 $5,406.86 $ 5,677.21 $5,961.07 ASSISTANT PLANNER 122 $6,277.77 $ 6,591.66 $6,921.24 $ 7,267.30 $7,630.67 ASSOCIATE PLANNER 126 $6,929.48 $ 7,275.96 $7,639.76 $ 8,021.74 $8,422.83 BUILDING INSPECTOR I 118 $5,687.35 $ 5,971.72 $6,270.30 $ 6,583.82 $6,913.01 BUILDING INSPECTOR II 124 $6,595.58 $ 6,925.36 $7,271.63 $ 7,635.21 $8,016.97 CODE ENFORCEMENT OFFICER I 112 $4,904.18 $ 5,149.39 $5,406.86 $ 5,677.21 $5,961.07 CODE ENFORCEMENT OFFICER II 116 $ 5,413.30 $ 5,683.97 $ 5,968.17 $ 6,266.57 $ 6,579.90 COMMUNITY DEVELOPMENT SPECIALIST I 108 $ 4,442.95 $ 4,665.10 $ 4,898.35 $ 5,143.27 $ 5,400.43 COMMUNITY DEVELOPMENT SPECIALIST II 111 $ 4,784.57 $ 5,023.80 $ 5,274.99 $ 5,538.74 $ 5,815.67 CONSTRUCTION INSPECTOR I 124 $6,929.48 $ 7,275.96 $7,639.76 $ 8,021.74 $8,422.83 CONSTRUCTION INSPECTOR II 128 $7,280.29 $ 7,644.30 $8,026.52 $ 8,427.84 $8,849.24 DEPUTY CITY CLERK 120 $5,975.27 $ 6,274.04 $6,587.74 $ 6,917.12 $7,262.98 ELECTRICAL SYSTEMS TECHNICIAN 122 $6,277.77 $ 6,591.66 $6,921.24 $ 7,267.30 $7,630.67 ENGINEER TECHNICIAN I 113 $5,026.79 $ 5,278.13 $5,542.03 $ 5,819.14 $6,110.09 ENGINEER TECHNICIAN II 117 $ 5,548.63 $ 5,826.07 $ 6,117.37 $ 6,423.24 $ 6,744.40 FACILITIES MAINTENANCE WORKER I 107 $ 4,334.58 $ 4,551.31 $ 4,778.88 $ 5,017.82 $ 5,268.71 FACILITIES MAINTENANCE WORKER II 109 $ 4,554.02 $ 4,781.72 $ 5,020.81 $ 5,271.85 $ 5,535.44 FLEET COORDINATOR 118 $ 5,687.35 $ 5,971.72 $ 6,270.30 $ 6,583.82 $ 6,913.01 HOUSING SPECIALIST I 116 $ 5,413.30 $ 5,683.97 $ 5,968.17 $ 6,266.57 $ 6,579.90 HOUSING SPECIALIST II 118 $5,687.35 $ 5,971.72 $6,270.30 $ 6,583.82 $6,913.01 MAINTENANCE WORKER I 105 $ 4,125.72 $ 4,332.01 $ 4,548.61 $ 4,776.04 $ 5,014.84 MAINTENANCE WORKER II 109 $ 4,554.02 $ 4,781.72 $ 5,020.81 $ 5,271.85 $ 5,535.44 METER TECHNICIAN I 105 $ 4,125.72 $ 4,332.01 $ 4,548.61 $ 4,776.04 $ 5,014.84 METER TECHNICIAN II 109 $ 4,554.02 $ 4,781.72 $ 5,020.81 $ 5,271.85 $ 5,535.44 PARK MAINTENANCE WORKER I 105 $ 4,125.72 $ 4,332.01 $ 4,548.61 $ 4,776.04 $ 5,014.84 PARK MAINTENANCE WORKER II 109 $ 4,554.02 $ 4,781.72 $ 5,020.81 $ 5,271.85 $ 5,535.44 PROJECT COORDINATOR 118 $5,687.35 $ 5,971.72 $6,270.30 $ 6,583.82 $6,913.01 RECREATION AND EVENTS COORDINATOR 109 $ 4,554.02 $ 4,781.72 $ 5,020.81 $ 5,271.85 $ 5,535.44
MONTHLY SALARY STEPS
2025-2027 LiUNA_MOU_Amendment NO. 1
April 28, 2026
Continued - Appendix B Compensation Plan Effective July 2026
Classification Title Pay Range Step A Step B Step C Step D Step E SENIOR ACCOUNTING TECHNICIAN 117 $ 5,548.63 $ 5,826.07 $ 6,117.37 $ 6,423.24 $ 6,744.40 SENIOR FACILITIES MAINTENANCE WORKER 112 $4,904.18 $ 5,149.39 $5,406.86 $ 5,677.21 $5,961.07 SENIOR MAINTENANCE WORKER 112 $4,904.18 $ 5,149.39 $5,406.86 $ 5,677.21 $5,961.07 SENIOR PARK MAINTENANCE WORKER 112 $4,904.18 $ 5,149.39 $5,406.86 $ 5,677.21 $5,961.07
SENIOR PARK MAINTENANCE
WORKER/FACILITIES TECHNICIAN
116 $ 5,413.30 $ 5,683.97 $ 5,968.17 $ 6,266.57 $ 6,579.90
SENIOR WASTEWATER TREATMENT PLANT
OPERATOR
119 $5,829.53 $ 6,121.01 $6,427.06 $ 6,748.41 $7,085.83 SENIOR WATER DISTRIBUTION OPERATOR 116 $ 5,413.30 $ 5,683.97 $ 5,968.17 $ 6,266.57 $ 6,579.90
WASTEWATER TREATMENT PLANT
MAINTENANCE TECHNICIAN I
112 $4,904.18 $ 5,149.39 $5,406.86 $ 5,677.21 $5,961.07
WASTEWATER TREATMENT PLANT
MAINTENANCE TECHNICIAN II
118 $5,687.35 $ 5,971.72 $6,270.30 $ 6,583.82 $6,913.01
WASTEWATER TREATMENT PLANT
MAINTENANCE TECHNICIAN TRAINEE
108 $ 4,442.95 $ 4,665.10 $ 4,898.35 $ 5,143.27 $ 5,400.43 WASTEWATER TREATMENT PLANT OPERATOR I 112 $4,904.18 $ 5,149.39 $5,406.86 $ 5,677.21 $5,961.07 WASTEWATER TREATMENT PLANT OPERATOR II 116 $ 5,413.30 $ 5,683.97 $ 5,968.17 $ 6,266.57 $ 6,579.90 WASTEWATER TREATMENT PLANT OPERATORIN-TRAINING
107 $ 4,334.58 $ 4,551.31 $ 4,778.88 $ 5,017.82 $ 5,268.71 WATER DISTRIBUTION OPERATOR I 109 $ 4,554.02 $ 4,781.72 $ 5,020.81 $ 5,271.85 $ 5,535.44 WATER DISTRIBUTION OPERATOR II 112 $4,904.18 $ 5,149.39 $5,406.86 $ 5,677.21 $5,961.07
MONTHLY SALARY STEPS
2025-2027 LiUNA_MOU_Amendment NO. 1
April 28, 2026
City of Riverbank
Position Classifications and Salary Ranges
Riverbank Municipal Employees Bargaining Unit
Classification Title Pay Range
ACCOUNT CLERK I 107
ACCOUNT CLERK II 111
ACCOUNTING TECHNICIAN 116
ADMINISTRATIVE ANALYST I 118
ADMINISTRATIVE ASSISTANT 116
ADMINISTRATIVE CLERK 101
ASSISTANT MECHANIC 112
ASSISTANT PLANNER 122
ASSOCIATE PLANNER 126
BUILDING INSPECTOR I 118
BUILDING INSPECTOR II 124
CODE ENFORCEMENT OFFICER I
(Previously Neighborhood Improvement Officer I)
112
CODE ENFORCEMENT OFFICER II
(Previously Neighborhood Improvement Officer II)
116
COMMUNITY DEVELOPMENT SPECIALIST I 108
COMMUNITY DEVELOPMENT SPECIALIST II 111
CONSTRUCTION INSPECTOR I 124
CONSTRUCTION INSPECTOR II 128
DEPUTY CITY CLERK 120
ELECTRICAL SYSTEMS TECHNICIAN 122
ENGINEER TECHNICIAN I 113
ENGINEER TECHNICIAN II 117
FACILITIES MAINTENANCE WORKER I 107
FACILITIES MAINTENANCE WORKER II 109
FLEET COORDINATOR
(Previously City Mechanic)
118
HOUSING SPECIALIST I
(Previously Housing & Economic Development Specialist I) 116
HOUSING SPECIALIST II
(Previously Housing & Economic Development Specialist II) 118
MAINTENANCE WORKER I 105
MAINTENANCE WORKER II 109
METER TECHNICIAN I* 105
METER TECHNICIAN II* 109
PARK MAINTENANCE WORKER I 105
PARK MAINTENANCE WORKER II 109
PROJECT COORDINATOR 118
*New Classification
2025-2027 LiUNA_MOU_Amendment NO. 1
April 28, 2026
Continued - Position Classifications and Salary Ranges Riverbank Municipal Employees Bargaining Unit
Classification Title Pay Range
RECREATION AND EVENTS COORDINATOR
(Previously Recreation Coordinator)
109
SENIOR ACCOUNTING TECHNICIAN* 117
SENIOR FACILITIES MAINTENANCE WORKER 112
SENIOR MAINTENANCE WORKER 112
SENIOR PARK MAINTENANCE WORKER 112
SENIOR PARK MAINTENANCE WORKER/FACILITIES TECHNICIAN 116 SENIOR WASTEWATER TREATMENT PLANT OPERATOR 119
SENIOR WATER DISTRIBUTION OPERATOR
(Previously Senior Water Utility Worker)
116
WASTEWATER TREATMENT PLANT MAINTENANCE TECHNICIAN I 112 WASTEWATER TREATMENT PLANT MAINTENANCE TECHNICIAN II 118 WASTEWATER TREATMENT PLANT MAINTENANCE TECHNICIAN TRAINEE 108 WASTEWATER TREATMENT PLANT OPERATOR I 112
WASTEWATER TREATMENT PLANT OPERATOR II 116
WASTEWATER TREATMENT PLANT OPERATOR-IN-TRAINING 107
WATER DISTRIBUTION OPERATOR I
(Previously Water Utility Worker I)
109
WATER DISTRIBUTION OPERATOR II
(Previously Water Utility Worker II)
112
WASTEWATER TREATMENT PLANT MAINTENANCE TECHNICIAN II 118 WASTEWATER TREATMENT PLANT MAINTENANCE TECHNICIAN TRAINEE 108 WASTEWATER TREATMENT PLANT OPERATOR I 112
WASTEWATER TREATMENT PLANT OPERATOR II 116
WASTEWATER TREATMENT PLANT OPERATOR-IN-TRAINING 107
WATER DISTRIBUTION OPERATOR I
(Previously Water Utility Worker I)
109
WATER DISTRIBUTION OPERATOR II
(Previously Water Utility Worker II)
112
*New Classification
Item 11.6. - CC / LRA – 4/28/2026
RIVERBANK CITY COUNCIL / LRA BOARD
AGENDA ITEM NO. 11.6.
SECTION : NEW BUSINESS
Meeting Date: 4/28/2026
Subject: Resolution Approving the Amendment to the Memorandum of Understanding Between the City of Riverbank and the Riverbank Mid-Management Employee Association and Adopt an updated Salary Schedule.
From: Marisela H. Garcia, City Manager
Submitted by: Tammy Alcantor, Assistant City Manager
RECOMMENDATION
City Council to consider approving a Resolution for the Amendment to the Memorandum of Understanding (MOU) between the City of Riverbank and the Riverbank Mid-Management Employees Association, and adopt the updated salary schedule consistent with the Classification and Compensation Study.
SUMMARY
Following City Council acceptance of the Classification and Compensation Study prepared by Evergreen Solutions, LLC, staff have completed the meet-and-confer process with the Riverbank Mid-Management Employees Association regarding implementation of the study recommendations.
The proposed MOU Amendment and updated salary schedule reflect agreed-upon changes to compensation, classification assignments, and pay structures consistent with the study’s findings and the City’s adopted compensation framework.
STRATEGIC PLAN
This item is not directly related to a Strategic Plan Goal. It is intended to support the City's efforts to enhance the effectiveness, fairness, and competitiveness of its compensation and classification systems.
BACKGROUND
The Classification and Compensation Study identified opportunities to modernize the City’s compensation structure, improve internal equity, and align salary ranges more closely with the external market.
Implementation for represented employees requires a formal agreement through the meet-and-confer process. The City and the Riverbank Mid-Management Employee Association have reached an agreement on the following:
• Updated salary schedule aligned to market median targets • Revised pay grade structure and classification assignments to be effective April 17, 2026 • Adjustments to address compression and internal equity
Item 11.6. - CC / LRA – 4/28/2026
• Implementation approach consistent with the study’s “hold harmless” concept These changes are reflected in the attached MOU Amendment and salary schedule.
FINANCIAL IMPACT
The financial impact associated with these changes is included in the overall estimated annual cost of implementation of approximately $70,750 for the bargaining group. For Fiscal Year 2025-2026, the estimated cost is $17,688.
ATTACHMENTS
1. Resolution
2. MOU Amendment No 1 _ Riverbank Mid-Management Employee Association
CC/LRA – __/__/____
CC Resolution 2026-
CITY OF RIVERBANK
RESOLUTION 2026-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RIVERBANK
APPROVING AN AMENDMENT TO THE MOU AND UPDATED SALARY
SCHEDULES AND CLASSIFICATION STRUCTURE FOR RIVERBANK MIDMANAGEMENT EMPLOYEE ASSOCIATION CONSISTENT WITH THE
CLASSIFICATION AND COMPENSATION STUDY
THE CITY OF RIVERBANK CITY COUNCIL (HEREAFTER REFERRED TO AS THE “CITY COUNCIL”) DOES HEREBY RESOLVE THAT:
WHEREAS, the City Council previously adopted a Resolution accepting and incorporating the recommendations of the Classification and Compensation Study prepared by Evergreen Solutions, LLC; and
WHEREAS, implementation of the study recommendations requires updates to salary schedules, classification structures, and compensation practices; and WHEREAS, the Riverbank Mid-Management Employee Association is a recognized employee organization representing mid-management/confidential employees of the City; and
WHEREAS, the City and the Association have met and conferred in good faith regarding the implementation of the study recommendations and have reached agreement on amendments to the Memorandum of Understanding (MOU); and WHEREAS, the agreed-upon changes include updated salary schedules, classification assignments, and related compensation provisions consistent with the study and the City’s adopted compensation framework;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Riverbank does hereby:
1. Approval of MOU Amendment
The City Council hereby approves the Amendment to the Memorandum of Understanding between the City of Riverbank and the Riverbank Mid-Management Employee Association.
2. Adoption of Salary Schedule
The updated salary schedule for the Mid-Management Employee Association, attached hereto as Exhibit A, is hereby approved and adopted.
3. Classification and Compensation Implementation
CC/LRA – __/__/____
CC Resolution 2026-
The updated classifications, pay grade assignments, and compensation adjustments identified in the study and reflected in the amended MOU are hereby approved.
4. Effective Date
The approved salary schedules and compensation adjustments shall become effective with the pay period beginning April 17, 2026.
5. Authorization
The City Manager is authorized to execute the MOU Amendment and implement the provisions of this Resolution.
PASSED AND ADOPTED by the City Council of the City of Riverbank at a regular meeting held on the 28th day of April, 2026; motioned by Councilmember __________, seconded by Councilmember __________, and upon roll call was carried by the following City Council vote of ______:
AYES:
NAYS:
ABSENT:
ABSTAINED:
CC/LRA – __/__/____
CC Resolution 2026-
ATTEST: APPROVED:
________________________________ __________________________ Gabriela Hernandez, CMC Rachel Hernandez
City Clerk Mayor
Attachment: AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING BETWEEN THE
CITY OF RIVERBANK AND THE RIVERBANK MID-MANAGEMENT EMPLOYEES ASSOCIATION FOR CONTRACT EFFECTIVE JANUARY 1, 2026 – DECEMBER 31, 2028
Agreement Between
City of Riverbank and
Riverbank Mid-Management Employees Association
AMENDMENT NO. 1 TO THE MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF
RIVERBANK AND THE RIVERBANK MID-MANAGEMENT EMPLOYEES ASSOCIATION FOR CONTRACT EFFECTIVE JANUARY 1, 2026 – DECEMBER 31, 2028
RECITALS
This Amendment No. 1 (“Amendment”) to the Memorandum of Understanding (“MOU”) is entered into between the City of Riverbank (“City”) and the Riverbank Mid-Management Employee Association (“Association”).
WHEREAS, the City and the Association are parties to a current Memorandum of Understanding governing wages, hours, and other terms and conditions of employment; and
WHEREAS, the City retained Evergreen Solutions, LLC to conduct a comprehensive Classification and Compensation Study; and
WHEREAS, the City Council accepted and incorporated the recommendations of the study as a framework for modernizing the City’s classification and compensation system; and WHEREAS, the City and the Association have met and conferred in good faith regarding the impacts and implementation of the study recommendations as they apply to employees represented by the Association; and
WHEREAS, the parties have reached an agreement on certain modifications to compensation and classification provisions of the MOU;
NOW, THEREFORE, THE PARTIES AGREE AS FOLLOWS:
1. SALARY SCHEDULE UPDATE
Effective April 17, 2026, the salary schedule for all classifications represented by the Riverbank Mid-Management Employee Association shall be updated as set forth in Exhibit A, attached hereto and incorporated by reference.
The updated salary schedule reflects revised pay ranges, grade assignments, and classification alignment consistent with the Classification and Compensation Study.
2. CLASSIFICATION AND PAY GRADE ASSIGNMENTS
Classifications shall be assigned to revised pay grades as identified in Exhibit A.
2026-2028 Mid-Mngt_MOU_Amendment NO. 1
April 28, 2026
The City retains the right to maintain and administer classification assignments consistent with the adopted classification framework, subject to applicable meet-and-confer obligations.
3. IMPLEMENTATION / STEP PLACEMENT
Employees shall be placed into the updated salary schedule based on the following principles:
• Employees shall be placed at the step within the new range that most closely corresponds to their current base salary
• No employee shall experience a reduction in base salary as a result of implementation
• Where necessary, employees may be placed at a step that results in a salary increase to maintain internal equity and alignment with the new structure
4. SALARY ADMINISTRATION
Salary progression following implementation shall be governed by the provisions of the MOU, unless otherwise modified herein.
The City may establish administrative guidelines for salary placement and progression consistent with the adopted compensation framework.
5. EFFECT ON OTHER PROVISIONS
Except as expressly modified by this Amendment, all other terms and conditions of the existing MOU shall remain in full force and effect.
6. TERM OF AMENDMENT
This Amendment shall become effective on April 28, 2026 and shall remain in effect for the duration of the current MOU unless modified by mutual agreement of the parties.
7. FULL UNDERSTANDING
This Amendment represents the full and complete understanding of the parties regarding the matters addressed herein and supersedes any prior discussions or agreements on these matters.
2026-2028 Mid-Mngt_MOU_Amendment NO. 1
April 28, 2026
SIGNATURES
IN WITNESS WHEREOF, the parties have executed this Amendment:
For the City of Riverbank
_______________________________ Date: _____________________________ Marisela H. Garcia, City Manager
For the Riverbank Mid-Management Employee Association
_______________________________ Date: _____________________________ Chris Smith, President RMMEA
_______________________________ Date: _____________________________ Beckie Robbins, Secretary RMMEA
_______________________________ Date: _____________________________ Antonio Arguelles, Labor Representative
2026-2028 Mid-Mngt_MOU_Amendment NO. 1
April 28, 2026
EXHIBIT A
Modified Appendix A
City of Riverbank
Position Classifications and Salary Ranges
Classification Title Salary Range
ACCOUNTANT 208
ADMINISTRATIVE ANALYST II 210
ADMINISTRATIVE ANALYST III* 211
ASSISTANT CITY ENGINEER* 221
ASSISTANT FINANCE DIRECTOR 223
BUILDING OFFICIAL 220
CAPITAL PROJECT/REGULATORY COMPLIANCE MANAGER 224
CHIEF WASTEWATER PLANT OPERATOR
(Previously Wastewater Treatment Plant Supervisor)
212
CHIEF WATER DISTRIBUTION OPERATOR
(Previously Water Supervisor) 212
CITY CLERK 222
CITY PLANNER 224
EXECUTIVE ASSISTANT
(Previously Administrative Assistant Confidential) 202
HUMAN RESOURCES GENERALIST
(Previously Human Resources Analyst)
217
HUMAN RESOURCES MANAGER* 221
HUMAN RESOURCES SPECIALIST * 201
LOCAL REDEVELOPMENT AGENCY PROGRAM MANAGER* 210
PARKS AND FACILITIES MAINTENANCE SUPERVISOR 211
PLANNING & BUILDING MANAGER 224
PUBLIC INFORMATION OFFICER 211
PUBLIC WORKS SUPERINTENDENT 223
PUBLIC WORKS SUPERVISOR 211
RECREATION SUPERVISOR 209
SENIOR BUILDING INSPECTOR 214
SENIOR CODE ENFORCEMENT OFFICER
(Previously Senior Neighborhood Improvement Officer)
207
SENIOR COMMUNITY DEVELOPMENT COORDINATOR
(Previously Senior Community Development Specialist)
209
SENIOR CONSTRUCTION INSPECTOR 220
SENIOR MANAGEMENT ANALYST 217
SENIOR PLANNER 215
SENIOR PROJECT COORDINATOR 210
*New Classification
2026-2028 Mid-Mngt_MOU_Amendment NO. 1
April 28, 2026
Modified Appendix B
City of Riverbank Employee Compensation Plan
Effective April 17, 2026
Classification Title Pay Range Step A Step B Step C Step D Step E ACCOUNTANT 208 $ 6,300.03 $ 6,615.04 $ 6,945.79 $ 7,293.08 $ 7,657.73 ADMINISTRATIVE ANALYST II 210 $ 6,618.97 $ 6,949.92 $ 7,297.42 $ 7,662.29 $ 8,045.40 ADMINISTRATIVE ANALYST III 211 $ 6,784.45 $ 7,123.67 $ 7,479.85 $ 7,853.85 $ 8,246.54 ASSISTANT CITY ENGINEER 221 $ 9,113.48 $ 9,569.15 $ 10,047.61 $ 10,549.99 $ 11,077.49 ASSISTANT FINANCE DIRECTOR 223 $ 10,047.61 $ 10,549.99 $ 11,077.49 $ 11,631.36 $ 12,212.93 BUILDING OFFICIAL 220 $ 8,679.50 $ 9,113.48 $ 9,569.15 $10,047.61 $10,549.99
CAPITAL PROJECT/REGULATORY COMPLIANCE
MANAGER
224 $ 10,549.99 $ 11,077.49 $ 11,631.36 $ 12,212.93 $ 12,823.58 CHIEF WASTEWATER PLANT OPERATOR 212 $ 6,954.06 $ 7,301.76 $ 7,666.85 $ 8,050.19 $ 8,452.70 CHIEF WATER DISTRIBUTION OPERATOR 212 $ 6,954.06 $ 7,301.76 $ 7,666.85 $ 8,050.19 $ 8,452.70 CITY CLERK 222 $ 9,569.15 $ 10,047.61 $ 10,549.99 $ 11,077.49 $ 11,631.36 CITY PLANNER 224 $ 10,549.99 $ 11,077.49 $ 11,631.36 $ 12,212.93 $ 12,823.58 EXECUTIVE ASSISTANT 202 $ 5,432.50 $ 5,704.13 $ 5,989.33 $ 6,288.80 $ 6,603.24 HUMAN RESOURCES GENERALIST 217 $ 7,867.88 $ 8,261.27 $ 8,674.34 $ 9,108.05 $ 9,563.46 HUMAN RESOURCES MANAGER 221 $ 9,113.48 $ 9,569.15 $ 10,047.61 $ 10,549.99 $ 11,077.49 HUMAN RESOURCES SPECIALIST 201 $ 5,300.00 $ 5,565.00 $ 5,843.25 $ 6,135.41 $ 6,442.18
LOCAL REDEVELOPMENT AGENCY PROGRAM
MANAGER
210 $ 6,618.97 $ 6,949.92 $ 7,297.42 $ 7,662.29 $ 8,045.40
PARKS AND FACILITIES MAINTENANCE
SUPERVISOR
211 $ 6,784.45 $ 7,123.67 $ 7,479.85 $ 7,853.85 $ 8,246.54 PLANNING & BUILDING MANAGER 224 $ 10,549.99 $ 11,077.49 $ 11,631.36 $ 12,212.93 $ 12,823.58 PUBLIC INFORMATION OFFICER 211 $ 6,784.45 $ 7,123.67 $ 7,479.85 $ 7,853.85 $ 8,246.54 PUBLIC WORKS SUPERINTENDENT 223 $10,047.61 $10,549.99 $11,077.49 $11,631.36 $12,212.93 PUBLIC WORKS SUPERVISOR 211 $ 6,784.45 $ 7,123.67 $ 7,479.85 $ 7,853.85 $ 8,246.54 RECREATION SUPERVISOR 209 $ 6,457.54 $ 6,780.41 $ 7,119.43 $ 7,475.40 $ 7,849.17 SENIOR BUILDING INSPECTOR 214 $ 7,306.11 $ 7,671.41 $ 8,054.98 $ 8,457.73 $ 8,880.62 SENIOR CODE ENFORCEMENT OFFICER 207 $ 6,146.38 $ 6,453.69 $ 6,776.38 $ 7,115.20 $ 7,470.96
SENIOR COMMUNITY DEVELOPMENT
COORDINATOR
209 $ 6,457.54 $ 6,780.41 $ 7,119.43 $ 7,475.40 $ 7,849.17 SENIOR CONSTRUCTION INSPECTOR 220 $ 8,679.50 $ 9,113.48 $ 9,569.15 $ 10,047.61 $ 10,549.99 SENIOR MANAGEMENT ANALYST 217 $ 7,867.88 $ 8,261.27 $ 8,674.34 $ 9,108.05 $ 9,563.46 SENIOR PLANNER 215 $ 7,488.76 $ 7,863.20 $ 8,256.36 $ 8,669.18 $ 9,102.64 SENIOR PROJECT COORDINATOR 210 $ 6,618.97 $ 6,949.92 $ 7,297.42 $ 7,662.29 $ 8,045.40
MONTHLY SALARY STEPS
2026-2028 Mid-Mngt_MOU_Amendment NO. 1
April 28, 2026
Modified Appendix C
City of Riverbank Employee Compensation Plan
Effective January 8, 2027
Classification Title Pay Range Step A Step B Step C Step D Step E ACCOUNTANT 208 $ 6,552.04 $ 6,879.64 $ 7,223.62 $ 7,584.80 $ 7,964.04 ADMINISTRATIVE ANALYST II 210 $ 6,883.73 $ 7,227.92 $ 7,589.32 $ 7,968.78 $ 8,367.22 ADMINISTRATIVE ANALYST III 211 $ 7,055.83 $ 7,408.62 $ 7,779.05 $ 8,168.00 $ 8,576.40 ASSISTANT CITY ENGINEER 221 $ 9,478.01 $ 9,951.92 $ 10,449.51 $ 10,971.99 $ 11,520.59 ASSISTANT FINANCE DIRECTOR 223 $ 10,449.51 $ 10,971.99 $ 11,520.59 $ 12,096.62 $ 12,701.45 BUILDING OFFICIAL 220 $ 9,026.68 $ 9,478.01 $ 9,951.92 $10,449.51 $10,971.99
CAPITAL PROJECT/REGULATORY COMPLIANCE
MANAGER
224 $ 10,971.99 $ 11,520.59 $ 12,096.62 $ 12,701.45 $ 13,336.52 CHIEF WASTEWATER PLANT OPERATOR 212 $ 7,232.22 $ 7,593.83 $ 7,973.52 $ 8,372.20 $ 8,790.81 CHIEF WATER DISTRIBUTION OPERATOR 212 $ 7,232.22 $ 7,593.83 $ 7,973.52 $ 8,372.20 $ 8,790.81 CITY CLERK 222 $ 9,951.92 $ 10,449.51 $ 10,971.99 $ 11,520.59 $ 12,096.62 CITY PLANNER 224 $ 10,971.99 $ 11,520.59 $ 12,096.62 $ 12,701.45 $ 13,336.52 EXECUTIVE ASSISTANT 202 $ 5,649.80 $ 5,932.29 $ 6,228.90 $ 6,540.35 $ 6,867.37 HUMAN RESOURCES GENERALIST 217 $ 8,182.59 $ 8,591.72 $ 9,021.31 $ 9,472.38 $ 9,946.00 HUMAN RESOURCES MANAGER 221 $ 9,478.01 $ 9,951.92 $ 10,449.51 $ 10,971.99 $ 11,520.59 HUMAN RESOURCES SPECIALIST 201 $ 5,512.00 $ 5,787.60 $ 6,076.98 $ 6,380.83 $ 6,699.87
LOCAL REDEVELOPMENT AGENCY PROGRAM
MANAGER
210 $ 6,883.73 $ 7,227.92 $ 7,589.32 $ 7,968.78 $ 8,367.22
PARKS AND FACILITIES MAINTENANCE
SUPERVISOR
211 $ 7,055.83 $ 7,408.62 $ 7,779.05 $ 8,168.00 $ 8,576.40 PLANNING & BUILDING MANAGER 224 $ 10,971.99 $ 11,520.59 $ 12,096.62 $ 12,701.45 $ 13,336.52 PUBLIC INFORMATION OFFICER 211 $ 7,055.83 $ 7,408.62 $ 7,779.05 $ 8,168.00 $ 8,576.40 PUBLIC WORKS SUPERINTENDENT 223 $10,449.51 $10,971.99 $11,520.59 $12,096.62 $12,701.45 PUBLIC WORKS SUPERVISOR 211 $ 7,055.83 $ 7,408.62 $ 7,779.05 $ 8,168.00 $ 8,576.40 RECREATION SUPERVISOR 209 $ 6,715.84 $ 7,051.63 $ 7,404.21 $ 7,774.42 $ 8,163.14 SENIOR BUILDING INSPECTOR 214 $ 7,598.35 $ 7,978.27 $ 8,377.18 $ 8,796.04 $ 9,235.85 SENIOR CODE ENFORCEMENT OFFICER 207 $ 6,392.23 $ 6,711.84 $ 7,047.43 $ 7,399.81 $ 7,769.80
SENIOR COMMUNITY DEVELOPMENT
COORDINATOR
209 $ 6,715.84 $ 7,051.63 $ 7,404.21 $ 7,774.42 $ 8,163.14 SENIOR CONSTRUCTION INSPECTOR 220 $ 9,026.68 $ 9,478.01 $ 9,951.92 $ 10,449.51 $ 10,971.99 SENIOR MANAGEMENT ANALYST 217 $ 8,182.59 $ 8,591.72 $ 9,021.31 $ 9,472.38 $ 9,946.00 SENIOR PLANNER 215 $ 7,788.31 $ 8,177.73 $ 8,586.61 $ 9,015.94 $ 9,466.74 SENIOR PROJECT COORDINATOR 210 $ 6,883.73 $ 7,227.92 $ 7,589.32 $ 7,968.78 $ 8,367.22
MONTHLY SALARY STEPS
2026-2028 Mid-Mngt_MOU_Amendment NO. 1
April 28, 2026
Appendix D
City of Riverbank
Employee Compensation Plan
Effective January 7, 2028
Classification Title Pay Range Step A Step B Step C Step D Step E ACCOUNTANT 208 $ 6,748.60 $ 7,086.03 $ 7,440.33 $ 7,812.34 $ 8,202.96 ADMINISTRATIVE ANALYST II 210 $ 7,090.24 $ 7,444.76 $ 7,816.99 $ 8,207.84 $ 8,618.24 ADMINISTRATIVE ANALYST III 211 $ 7,267.50 $ 7,630.88 $ 8,012.42 $ 8,413.04 $ 8,833.69 ASSISTANT CITY ENGINEER 221 $ 9,762.36 $ 10,250.47 $ 10,763.00 $ 11,301.15 $ 11,866.20 ASSISTANT FINANCE DIRECTOR 223 $ 10,763.00 $ 11,301.15 $ 11,866.20 $ 12,459.51 $ 13,082.49 BUILDING OFFICIAL 220 $ 9,297.48 $ 9,762.36 $10,250.47 $10,763.00 $11,301.15
CAPITAL PROJECT/REGULATORY COMPLIANCE
MANAGER
224 $ 11,301.15 $ 11,866.20 $ 12,459.51 $ 13,082.49 $ 13,736.61 CHIEF WASTEWATER PLANT OPERATOR 212 $ 7,449.19 $ 7,821.65 $ 8,212.73 $ 8,623.37 $ 9,054.53 CHIEF WATER DISTRIBUTION OPERATOR 212 $ 7,449.19 $ 7,821.65 $ 8,212.73 $ 8,623.37 $ 9,054.53 CITY CLERK 222 $ 10,250.47 $ 10,763.00 $ 11,301.15 $ 11,866.20 $ 12,459.51 CITY PLANNER 224 $ 11,301.15 $ 11,866.20 $ 12,459.51 $ 13,082.49 $ 13,736.61 EXECUTIVE ASSISTANT 202 $ 5,819.29 $ 6,110.26 $ 6,415.77 $ 6,736.56 $ 7,073.39 HUMAN RESOURCES GENERALIST 217 $ 8,428.07 $ 8,849.48 $ 9,291.95 $ 9,756.55 $10,244.38 HUMAN RESOURCES MANAGER 221 $ 9,762.36 $ 10,250.47 $ 10,763.00 $ 11,301.15 $ 11,866.20 HUMAN RESOURCES SPECIALIST 201 $ 5,677.36 $ 5,961.23 $ 6,259.29 $ 6,572.25 $ 6,900.87
LOCAL REDEVELOPMENT AGENCY PROGRAM
MANAGER
210 $ 7,090.24 $ 7,444.76 $ 7,816.99 $ 8,207.84 $ 8,618.24
PARKS AND FACILITIES MAINTENANCE
SUPERVISOR
211 $ 7,267.50 $ 7,630.88 $ 8,012.42 $ 8,413.04 $ 8,833.69 PLANNING & BUILDING MANAGER 224 $ 11,301.15 $ 11,866.20 $ 12,459.51 $ 13,082.49 $ 13,736.61 PUBLIC INFORMATION OFFICER 211 $ 7,267.50 $ 7,630.88 $ 8,012.42 $ 8,413.04 $ 8,833.69 PUBLIC WORKS SUPERINTENDENT 223 $10,763.00 $11,301.15 $11,866.20 $12,459.51 $13,082.49 PUBLIC WORKS SUPERVISOR 211 $ 7,267.50 $ 7,630.88 $ 8,012.42 $ 8,413.04 $ 8,833.69 RECREATION SUPERVISOR 209 $ 6,917.31 $ 7,263.18 $ 7,626.34 $ 8,007.65 $ 8,408.04 SENIOR BUILDING INSPECTOR 214 $ 7,826.30 $ 8,217.62 $ 8,628.50 $ 9,059.92 $ 9,512.92 SENIOR CODE ENFORCEMENT OFFICER 207 $ 6,584.00 $ 6,913.20 $ 7,258.86 $ 7,621.80 $ 8,002.89
SENIOR COMMUNITY DEVELOPMENT
COORDINATOR
209 $ 6,917.31 $ 7,263.18 $ 7,626.34 $ 8,007.65 $ 8,408.04 SENIOR CONSTRUCTION INSPECTOR 220 $ 9,297.48 $ 9,762.36 $ 10,250.47 $ 10,763.00 $ 11,301.15 SENIOR MANAGEMENT ANALYST 217 $ 8,428.07 $ 8,849.48 $ 9,291.95 $ 9,756.55 $10,244.38 SENIOR PLANNER 215 $ 8,021.96 $ 8,423.06 $ 8,844.21 $ 9,286.42 $ 9,750.74 SENIOR PROJECT COORDINATOR 210 $ 7,090.24 $ 7,444.76 $ 7,816.99 $ 8,207.84 $ 8,618.24
MONTHLY SALARY STEPS
Item 11.7. - CC / LRA – 4/28/2026
RIVERBANK CITY COUNCIL / LRA BOARD
AGENDA ITEM NO. 11.7.
SECTION : NEW BUSINESS
Meeting Date: 4/28/2026
Subject: Resolution Authorizing the City Manager to Proceed with the Acquisition of Real Property Located at 3300 Atchison Road Riverbank, CA 95367 (APN:
132-009-069) for the Future Site of Riverbank City Hall in the Amount of $840,000.00 and Execute, on behalf of the City, Any and All Documents Necessary to Complete the Acquisition of Real Property, Authorize Staff to Proceed With the Conceptual Design of the Future City Hall Upon Acquisition, And Allocate Funds from the General Fund Reserves for Said Acquisition and from the Police And General Government System Development Fee Fund 210 for the Design
From: Marisela H. Garcia, City Manager
Submitted by: Marisela Garcia, City Manager
RECOMMENDATION
It is recommended that the City Council consider adopting a Resolution authorizing the following actions related to the purchase of real property located at 3300 Atchison Road, Riverbank, CA 95367 (APN: 132-009-069) for the future construction of a City Hall facility:
1. Proceed with the acquisition of the real property located at 3300 Atchison Road in the amount of $840,000.00,
2. On behalf of the City, authorize the City Manager to execute any and all documents necessary to complete the acquisition of said real property,
3. Upon completion of the acquisition, proceed with the conceptual design of the new City Hall facility with Architecture Plus, Inc.,
4. Approve the allocation of funds from the General Fund Reserves for the acquisition of the real property, and from the Police & General Government System Development Fee Fund 210 for the conceptual design.
SUMMARY
In August 2021 the City Council established a Strategic Plan Objective to “Research feasibility of a new City Hall to accommodate current and future needs.” On February 25, 2025 the City Council received a downtown Site Assessment and selected the former Del Rio Theater Site as the preferred option for the location of a new City Hall. This item is the next step in securing this location and would allow city staff to proceed with the design of this future facility.
Item 11.7. - CC / LRA – 4/28/2026
STRATEGIC PLAN
This item is directly related to the City Council's Strategic Plan Goal to "Enhance City Facilities/Organization" and helps to move forward the strategy to "Research available funding or issue an RFP for a new City Hall facility."
BACKGROUND
In June 2018, the City Council established a Strategic Plan Objective to “conduct a spatial analysis of all city facilities…” Over the past several years it has been evident that the City has outgrown its current facilities, as evidenced with the recent lease of City Hall East on Santa Fe Street. With the population growth that is anticipated to occur in the near future, the City Council thought it would be prudent to develop long-term plans to accommodate the growth in City staff that would be needed to serve our growing community.
In preparation for the study, all departments prepared short- and long-term staffing needs. These projections were used by the consulting team of Indigo Hammond + Playle Architects, LLP in order to determine the spatial needs for city offices. It became evident that City Hall North and City Hall South do not have sufficient space to adequately meet the needs of each of the departments, now or in the near future.
In February 2020 Indigo Hammond + Playle Architects, LLP presented a report to the City Council presenting interim solutions that would help to alleviate the spatial constraints within the two existing City Hall buildings. Unfortunately, the COVID-19 pandemic reached California the following month and these interim solutions were not explored. Post-pandemic, the City has continued to grow and these interim solutions are no longer viable options therefore we continued to explore a long-term solution that would be suitable for our needs.
With the spatial analysis complete, in August 2021, via an update to the City’s Strategic Plan the Council updated its objective to focus on researching the feasibility of a new city hall. With the urgent need now for additional space to accommodate city staff, we began to focus on existing vacant locations that would provide sufficient space for current and future growth. City staff began to negotiate with the owner of the site located at 6436 Oakdale Road which has approximately 42,000 sq. ft. of space that would be able to house both City Hall North and City Hall South staff, had adequate parking for city employees as well residents, and would be able to house an expanded and updated City Council Chambers. The City had originally negotiated a lease for this location with the goal of purchasing it but unfortunately the Council elected not to proceed.
Public comments and comments from Council focused on the desire to maintain city hall presence in downtown Riverbank. As such, City staff obtained a proposal from Architecture Plus, Inc. via our former contract with the City Engineer’s, Ardurra, for architectural services related to this project. The Scope of Work entailed the following:
1. Site Assessment: Evaluation of four sites located in Downtown Riverbank for a City Hall Expansion project (3 sites currently owned by the City, one site on private property). Assessment included field visits to confirm existing conditions to determine viability for expansion or building demolition.
2. Concept Design: Provide site and/or building footprint design to aid in the evaluation of each property.
Item 11.7. - CC / LRA – 4/28/2026
On February 25, 2025 staff presented the results of the Site Assessment and selected 3300 Atchison Street (former Del Rio Theater) as the preferred site to locate the new city hall facility. This site would allow us to continue our presence in downtown, has onsite parking available for residents, and would allow us to be able to build the new facility without impacting our ability to continue providing services to residents from our existing locations until the completion of the new facility. As the former Del Rio Theater site was not a city-owned location, Council also selected 6707 3rd Street (current City Hall North) as a secondary site.
ACQUISITION DETAILS
In order to proceed with securing 3300 Atchison Rd., City Council authorized the City Manager to initiate negotiations with the property owner, Del Rio City Center, LLC for its acquisition. In January 2026, the firm of Cogdill & Associates performed a real estate Appraisal (Attachment 2) of the site in order to provide a current Opinion of Market Value of the subject property's fee simple interest. The appraisal was based on the "Highest and Best Use 'As if Vacant'" of the property and the fair market value of the site was determined to be $840,000.00. After further negotiations, the Property Owner accepted the proposed acquisition price of $840,000.00.
Along with requesting authorization to initiate the purchase of the site, staff requests authorization from Council to execute a Buyer Representation and Broker Compensation Agreement (Attachment 3) with Maribeth Reece with PMZ Real Estate to represent the City on the purchase. Compensation for the broker is set for 2.5% of the Acquisition Price or $21,000.
NEXT STEPS
Upon the close of the purchase of the property, it is the City's desire to immediately initiate the conceptual design. This will allow for staff to be able to subsequently proceed with initial engineering plans to be able to provide us with an engineer's estimate of probable cost and allow us to begin evaluating how to finance the future construction of the new Riverbank City Hall. Therefore, staff requested an estimate from Architecture Plus, Inc. (Attachment 4) in order to proceed with the Conceptual Design, which will include the following components:
1. Conceptual Design: site plan with municipal code consideration (including adherence to the Downtown Specific Plan Architectural Guidelines). A Schematic Design with floor plans for the site depicting a 3-4 story building with approximately 46,320 sq.ft. - Cost $18,000
2. 3D Massing Model: a conceptual exterior rendering that illustrates the building form along with proposed material and color selections — $7,875
3. Interior Space Planning:Finalize interior space planning needed to ensure compliance with ADA updates and new space planning standards as the previous report was prepared in 2020 - Cost $4,500–$6,750 based on an estimate of between 20–30 hours. Recommend setting the budget for this item not to exceed cost of $6,750.
4. Interior Elevations: Preparation of interior elevations for up to two (2) major public spaces (i.e.
Council Chambers, Lobby) — Cost $4,500