AVAILABLE FOR REVIEW 72 HOURS
PRIOR TO THE CITY COUNCIL MEETING
AT THE SANGER LIBRARY, CITY CLERK’S
OFFICE AND THE SANGER CITY HALL
LOBBY.
AGENDA
SANGER CITY COUNCIL REGULAR MEETING
THURSDAY, AUGUST 21, 2025
6:00 PM
COUNCIL CHAMBER
1700 7TH Street, Sanger, California 93657
Levine Act Disclosure. Pursuant to the Levine Act (Govt Code Section 84308), any party to a permit, license, contract, or other entitlement before the City Council is required to disclose on the record any contribution, including aggregated contributions, of more than $500 made by the party or the party’s agents within the preceding 12 months to any City official. Participants and agents are requested to make this disclosure as well.
The disclosure should be made when the agenda item is called and must include the name of the party, participant, or agent, and any other person making the contribution, the name of the recipient, the amount of the contribution, and the date the contribution was made. Council Members are also required to make such disclosures and recuse themselves.
Conflicts of Interest. Council Members are required to disclose conflicts of interests and recuse themselves.
Prior to action by the Council on any item on this agenda, the public may comment on that item.
A. CALL TO ORDER
B. OPENING CEREMONIES
Invocation
Flag Salute
Roll Call
C. AGENDA APPROV AL, ADDITIONS AND/OR DELETIONS
D. PRESENTATIONS
1. CrisCom Quarterly Report- Renee Missakian
E. PUBLIC FORUM
(This portion of the meeting is reserved for members of the public who wish to address the Council on any matter not listed on the agenda and within the subject matter jurisdiction of the City Council. Each speaker is limited to three minutes. Speakers shall address all comments to the Mayor and the Council as a body and not to any particular Council Member or member of the staff. Speakers are asked, but not required, to state their name and address. The Council is prohibited by law from taking action on items not on the agenda.)
1 F. CONSENT CALENDAR
(Matters listed under the consent calendar are considered routine and will be enacted by one motion and one vote. There will be no separate discussion of these items. If discussion is desired, a member of the audience or a Council Member may request an item be removed from the Consent Calendar and it will be considered separately.)
1. SUBJECT: Minutes of Regular Council Meeting and Special Meeting held on August 21, 2025
RECOMMENDATION: That t he City Council approve.
2. SUBJE
CT: Warrants including Check Nos. 94990 through 95074 for the month of July 2025.
RECOMMENDATION: Informational Item.
3. SUBJE
CT: Payroll for the month of July including Direct Deposit Nos. 67080 through 67339; Payroll check Nos. 60426 through 60490; and Benefit Check Nos. 2126 t
hrough 2133.
RE
COMMENDATION: That the City Council approve.
4. SUBJE
CT: Fire Department Monthly Report-July 2025
RECOMMENDATION: Informational Item.
5. SUBJE
CT: Police Department Monthly Report-July 2025
RECOMMENDATION: Informational Item.
6. SUBJE
CT: Resolution Acknowledging Acceptance of a Report on the Sanger Fire Department’s Compliance with SB1205 and California Health and Safety Code 13146.4
RECOMMENDATION: That the City Council approve Resolution No. 2025-69 acknowledging acceptance of a report on the Sanger Fire Department’s compliance with SB1205 and California Health and Safety Code Section 13146.4.
7. SUBJ
ECT: Receipt of Update on Emergency Repairs at Wastewater Treatment Plant Pursuant to Resolution No. 2025-55 and Request to Continue Declaration of E
mergency
RE
COMMENDATION: That the City Council adopt Resolution 2025-70 continuing the Declaration of Emergency and receive the report from City Manager Regarding Emergency repairs at Wastewater Treatment Plant per Resolution No. 2025-55.
8. SUBJE
CT: Approval of amended job description for the position of Parks & Recreation Director.
RECOMMENDATION: That the City Council approve amended job for the position of Parks & Recreation Director.
2 9. SUBJECT: Local Streets Improvement Project CIP 23 -02 Contract Award and Resolution No. 2025-71.
RECOMMENDATION: That the City Council:
1. Award the contract for the project to MAC General Engineering, Inc, PO Box 178 Exeter, CA, 93221, in the amount of $724,295.60, as lowest responsive and responsible bidder; and
2. Approve a construction contingency for change orders in the amount of $72,500 (10%) for this project; and
3. Authorize the City Manager to sign contract documents on behalf of the City.
10. SUBJE
CT: Local Streets Improvement Project CIP 24-04 Contract Award RECOMMENDATION: T hat the City Council:
1. Awar
d the contract for the project to Terra West Construction Inc, 854 N Hornet Ave., Fresno, CA, 93737, in the amount of $699,588.00, as lowest responsive and responsible bidder; and
2. Approve a construction contingency for change orders in the amount of $70,000 (10%) for this project; and
3. Authorize the City Manager to sign contract documents on behalf of the City.
G. DEPARTMENT REPORT
1. SUBJE
CT: Presentation and Acceptance of the Classification and Compensation Study
RECOMMENDATION: That the City Council accept the Classification and Compensation Study as presented by Evergreen Solutions, LLC.
2. SUBJECT: Discussion and Possible Direction on Options for Preserving and Maintaining Affordable Mobile Home Parks in California
RECOMMENDATION: That the City Council discuss the current challenges and opportunities related to preserving affordable mobile home parks within the city and provide direction on potential policy initiatives, funding mechanisms, and partnerships to support long-term affordability and habitability.
H. PUBLI
C HEARING
1. SUBJE
CT: P roposing an amendment to the Sanger City Code repealing Sections 70-64 through 70-78 of Article III, Chapter 70, and adding Article V to Chapter 18 relating to mobile food vendors on the City.
RECOM
MENDATION: That the City Council conduct the public hearing; waive the full reading and introduce, by title only, Ordinance No. 2025-06, an Ordinance of the City Council of the City of Sanger, repealing Sections 70-64 through 70-78 of Article III, Chapter 70, and adding Article V to Chapter 18 of the Sanger City Code relating to Mobile Food V ending, and finding that the Ordinance is exemp t from the California Environmental Quality Act (CEQA) under §15061(b)(3) of the CEQA Guidelines.
3 I. CITY MANAGER/STAFF COMMUNICATION
J. REPORTS AND MATTERS INITIATED BY CITY COUNCIL MEMBERS (This portion of the meeting is reserved for the Mayor and Council M embers (i) to make brief reports on boards, committees, and other public agencies, and at public events, (ii) to initiate new matters and to request updates, and to initiate new agenda items. Under this section, the Council may take action only on any items specifically agendized and which meet other requirements for action.) K. ADJOURNM
ENT
I certify under the penalty of perjury, under the laws of the State of California that the foregoing agenda was posted in accordance with the applicable legal requirements. Dated thi s 15th day of August 2025.
Lina Martinez, City Clerk
ADA COMPLIANCE AND REASONABLE ACCOMMODATIONS POLICY. The Council has adopted a Reasonable Accommodation Policy which is available on the City website at www.ci.sanger.ca.us or upon request by emailing the City Clerk at [email protected]. The Policy provides a procedure for receiving and resolving requests for accommodation to participate in this meeting. If you need assistance in order to attend this Council meeting or require auxiliary aids or services, e.g., hearing aids or signing services to make a presentation to the Council, please email the City Clerk or call by phone at (559) 876 -6300 extension 1350 so such aids or services can be arranged. Accommodations should be requested as early as possible as additional time may be required in order to provide the requested accommodation.
TRANSLATION SERVICES. Translation services in Spanish will be provided upon request.
NOTICE OF A V AILABILITY OF AGENDA DOCUMENTS . Writings related to the agenda are available at Sanger City Hall, 1700 7 th Street, Sanger, CA 93657 and are posted online at www.ci.sanger.ca.us. Writings provided to a majority of the City Council within 72 hours of the meeting regarding any item on this agenda will be made available for public inspection at the City Clerk’s Office located at Sanger City Hall, 1700 7 th Street, Sanger, CA 93567 and will be posted online at www.ci.sanger.ca.us.
4 THURS
DAY, AUGUST 7, 2025
5:00 PM
COUNCIL CHAMBER
1700 7TH Street, Sanger, California 93657
A. CALL
TO ORDER
The C
ity Council called their Special Meeting to order at 5:08 pm.
B. ROLL C
ALL
Pres
ent: Mayor Frank Gonzalez, Council Member Esmeralda Hurtado, Council Member Michael Montelongo
Abse
nt: Mayor Pro Tem Daniel Martinez, Council Member Dolores Melendez Arriv
al to Special Meeting:
• 5:11 pm
Mayor Pro Tem Daniel Martinez
• 5:24 pm Council Member Dolores Melendez
C. AGENDA APP
ROVAL
The C
ouncil by motion of Council Member Montelongo approved the agenda as posted. The motion was seconded by Council Member Hurtado and approved by the following vote:
AYES:
GONZALEZ, HURTADO, MONTELONGO
NOES: NONE
ABSTAIN: NONE
ABSENT: MARTINEZ, MELENDEZ
D. PUBL
IC FORUM
None.
E. CLO
SED SESSION
The C
ouncil adjourned to Closed Session at 5:10 pm.
Minutes of Special City Council Meeting
F-1
5 1. Pursuant to Government Code Section 54957.6
CONFERENCE WITH LABOR NEGOTIATORS
Agency designated representatives: Shelline Bennett, Lead Negotiator, Amanda Champion, HR Manager. Employee Organizations: Sanger General Employees Organization, Sanger Middle Management Organization, Sanger Police Officers Association, Sanger Firefighters Association, Stationary Engineers Local 39, Unrepresented/Confidential Employees and Executive Employees
2. Purs
uant to Government Code Section 54957
PUBLIC EMPLOYEE APPOINTMENT/EMPLOYMENT
Title: City Attorney
The C
ouncil reconvened their Special Meeting at 5:57 pm.
F. CIT
Y ATTORNEY REPORT FROM CLOSED SESSION
No re
portable Action
G. ADJOURNM
ENT
Bei
ng no further business, the Council adjourned their Special Meeting at 6:01 pm.
ATTEST:
Lina Martinez, City Clerk
6 THURSDAY, AUGUST 7, 2025
6:00 PM
COUNCIL CHAMBER
1700 7TH Street, Sanger, California 93657
A. CALL TO ORDER
The City Council called their meeting to order at 6:01 pm.
B. OPENING CEREMONIES
The invocation was offered by Pastor Paul Canaday.
The flag salute was led by Mayor Frank Gonzalez.
Roll Call:
Present: Mayor Frank Gonzalez, Mayor Pro Tem Daniel Martinez, Council Member Esmeralda Hurtado, Council Member Michael Montelongo, Council Member Dolores Melendez
Absent: None
C. AGENDA APPROV AL, ADDITIONS AND/OR DELETIONS
The Council by motion of Mayor Pro Tem Martinez to approve the agenda as posted. The motion was seconded by Council Member Melendez and approved by the following vote:
AYES: GONZALEZ, MARTINEZ, HURTADO, MONTELONGO, MELENDEZ NOES: NONE
ABSTAIN: NONE
ABSENT: NONE
D. PRESENTATIONS
NONE
E. PUBLIC FORUM
Resident Joseph Rocha
• He is concerned about the lack of end dates on “no parking signs” on Almond and Holly. 7 • He w
ants to meet with Mr. Olson for clarification on billing and also wishes to discuss delayed installation of flashing signals at Almond and Bethel; city funds were requested months ago, but t
he signals and sidewalk remain incomplete.
• He is also concerned by the RV situation and the residents who purchased property solely to park their RVs.
Resident Josslyn Harper, District 3
• She is concerned about the new trailer ordinance.
• She believes that Sanger has far more pressing issues than whether trailers are considered eyesores.
• She wants to highlight other important matters that have not been taken into account regarding this code.
• She wants to point out the lack of outreach to the public before this ordinance was passed, which occurred under the pretense that there was no way to enforce regulations on occupied trailers or those blocking sidewalks.
• She noted that there are already existing codes that have been in place since 2020 and 2021:
Sections 74-23, 38-6, and 38-24, subsection 10. She mentioned that no effective date was approved for this new ordinance.
• Josslyn wants to remind everyone of the core values that should guide these discussions.
Daniel Kelsy from District 3
• He wants to discuss the parking ordinance.
• He stated that the main reason he chose to move to Sanger was the ability to park his recreational vehicle on his property.
• He said there are already codes in place that address the issues we are being told justify this new ordinance.
A resident from District 3
• He expressed concerns about the recent ordinance, stating that there are hundreds of angry comments on social media regarding it.
• He mentioned that the ordinance was passed without proper outreach to the community and seems to have been enacted without their input.
• He believes that this ordinance needs to be repealed. • He stated that as he is disabled and low income and purchased a trailer to live on his grandparents' property. He took the necessary steps to contact code enforcement and the polic e
d
epartment to ensure he could legally park his trailer on the property.
Resident Edward Davila,
• He stated that we need to focus on Downtown Sanger, particularly the alleys. • He believes the condition of Downtown is unacceptable; it needs significant improvement. • He stated that other cities have much nicer downtown areas than Sanger. • He wants to concentrate on enhancing the appearance of Sanger and then enforce our laws effectively.
8 Re
sident Linda Champion Carry –
• She stated that she agrees with the valid points made by previous speakers. • She is concerned about a brief section in the Inside Sanger newsletter, as many neighbors are unaware of the local ordinances.
• She believes this information (ordinances) needs to be included in the newsletter. • Additionally, she would like to discuss the timing in public comments suggesting that it should be s
tructured more like the school board’s public comments.
Resident-
• She asked for the council to not be racist.
• She has asked about the slides at JFK , several times and they have not been fixed. • She stated that Sanger does not have stores to go shopping so they have to shop in Fresno. • She feels that there are only bars in Sanger.
• She thinks council needs to be replaced because they are destroying Sanger. • She stated that council doesn’t pay attention to residents because they are on their phones.
Resident Adrian Cisneros from District 1-
• He believes this ordinance is an overreach –
• He uses his ATV for work and its not practical for him to park it behind a 5- foot wall and bothering my neighbors at 5 am to get it out every morning. • He feels because he pays his mortgage, taxes and utilities he shouldn’t live in a city wide HOA. • He believes he should be able to use his driveway.
• He feels that this isn’t about safety or appearance, he thinks its about control. • He thinks that today its about the trailers, but tomorrow it’s going to be about the color of his house or mailbox I install.
• He stated that council was elected to represent the people and not regulate every inch of their property.
Resident-
• He feels humiliated listening to these people.
• He said a simple law trying to tell people on what to do on their own property and its out o f
h
and.
• He agrees with the lady that said it is ploy about the deficit. • He said there are a lot of issues that council has to answer and they don’t, he said they are not v
ery transparent.
• He thinks this is embarrassing, he wants council to listen to thier constituent and he r
ecommends that this law be abolished.
Osvaldo Vera-Community Activist-
• He don’t know who came up with this code enforcement regarding trailers. • He came to talk about the yellow lines to be painted, its dangerous to drive. • Please listen to the people.
9 Res
dient – Ed Carlos-
• He believes this ordinance has touched a nerve regarding parking. • He stated that the city followed all the requirements. • He mentioned a notebook in the library for people to read the codes or city information. He b
elieves probably not 1% of the constituents ever read that so they are not informed. • He said that years ago there was a similar problem- it was a requirement to inform residents for the first 300 feet from affected area. The council at at that time were encouraged to come up with a flyer.
• He stated that people are not going to look at the internet, they are not going to read the books. • People will not know if there are water rate changes until they see their bills. • He thinks that they cannot just blame the council and the staff, they need to come down here. • He believes the new police chief is getting blamed for this ordinance and he wasn’t even been hired yet.
Resident-
• He wants to recap on the RV Ordinance.
• He thinks the root problem is that we have a weak code enforcement. • He believes that there was an issue with one resident complaining a trailer and now we are punishing the whole city.
• The simplest fix is just get rid of all RVs, your giving up. • You have code enforcement that is not enforcing the code. • He still has faith in the council. Be more transparent and send out more notices.
Resident Vance Enriquez-
• He wants to express his opinion regarding this new ordinance for parking. • He is concerned for the gardeners and catering trucks that buy their license from City of Sanger – how can they put them behind a fence
• He is asking if the city just trying to make revenue? • He doesn’t think it is right. He never complains about his neighbors. • He thinks the council has to take things into consideration.
Resident-
• He said change comes hard for a lot of people.
• He stated that this should have been in the books a long time ago, like other cities. He stated that if you drive around Kingsburg, you will not see trailers parked outside of residences. • He stated that Sanger did not have code enforcement for many years and residents got away with a lot.
• He feels that council is trying to bring Sanger up to a certain standard, and it has rubbed a lot of people wrong.
• This is to make the city look better and cleaner.
• And as far as the alleys downtown, he has seen worse. • He mentioned houses that have been abandoned in old and new neighborhoods. 10 F. CONSENT CALENDAR
R
esident Rocha pulled item F-2.
B
y motion of Council Member Montelongo, the Council approved all Consent Calendar with the exception of item F-2. The motion was seconded by Council Member Hurtado and passed by the following vote:
AY
ES: GONZALEZ, MARTINEZ, HURTADO, MONTELONGO, MELENDEZ
NOES: NONE
ABSTAIN: NONE
ABSENT: NONE
1. SUBJECT: APPROVED-Minutes of rescheduled Regular Council Meeting and Special Meeting held on July 17, 2025
3. S
UBJECT: APPROVED--Resolution 2025-61, Approving Amendment to Joint Powers Agreement of the Central San Joaquin Valley Risk Management Authority and authorize the City Manager to sign the Amended and Restated Joint Exercise of Powers Agreement.
4. S
UBJECT: APPROVED-Measure C Extension Local Transportation Program Funds
5. S
UBJECT: APPROVED-Resolution 2025-63 for City Facilities Lighting Improvement Project
6. S
UBJECT: APPROVED-Professional Service Agreement with AMG Advanced Mobility Group for On- Call Traffic Control Signal Timing Preparation.
7. S
UBJECT: APPROVED-Agreement for Sludge Tank Replacement at the Sanger Wastewater Industrial Treatment Facility and Budget Amendment- Resolution 2025-64
8. S
UBJECT: APPROVED-Purchase of a Dump Truck from Gibbs International
9. S
UBJECT: APPROVED-Resolution 2025-66 to accept new available funds from prior 2021 thru 2023 Homeland Security Grant Program
10. SUBJECT: APPROVED-Right of Way Acquisition – Academy Ave and Commerce Ave/Autry Plumbing Project
11. SUBJECT: APPROVED-Right of Way Acquisition – Academy Ave/Lyons Transportation Project
11 Item F-2
Resident Rocha-
• Asking if we always had a consulting service.
• Concerned that the audits have not been completed
• Questioned if this was the same company the employees CM’s son.
2. S
UBJECT: APPROVED-Financial Consulting Services – Audit Completion and FY25 Year-End Close
Public Comment:
None
T
he Council by motion of Mayor Pro Tem Martinez to approved item F-2. The motion was seconded by Council Member Montelongo and approved by the following vote:
AY
ES: GONZALEZ, MARTINEZ, HURTADO, MONTELONGO, MELENDEZ
NOES: NONE
ABSTAIN: NONE
ABSENT: NONE
G. C
ITY MANAGER/STAFF COMMUNICATION
• Job Fair- October 7th, 2025
• Back to School Event-August 15th, 2025
• News came to talk about Almond/Bethel
• Ksee24 will talk about Back to School with the Chief. • State water resources board was out at the waster water plant-we are being compliant with the violation we had in 2024.
H. REPORTS AND MATTERS INITIATED BY CITY COUNCIL MEMBERS Mayor Pro Tem Martinez:
• He wants recognize everyone who came out for the city ordinance and appreciates the city managers explanation along with his description of our enforcement. • He wants an update on rent stabilization. Pros/Cons.
C
ouncil Member Hurtado
• Wants to thank everyone today- hearing how this ordinance affects everyone. • She said that had she known she would have wanted a bigger discussion about the ordinance.
Council Member Montelongo
• H
e gave City Manager information about code enforcement issues in his district- the way houses are being presented.
12 • He h
ad 4 complaints just today and he drives around to see for himself and gives the information to city manager.
• He agrees that they need to put more information out to the public. He gets a lot of calls/emails.
• He gets complaints in District 4.
• He stated that other cities have stricter rules regarding trailers and RV’s. • He appreciates that the public is here.
• He understands that neighbors don’t get along and complain about each other-that is more of a c
ivil manner.
• He doesn’t agree with people saying that they are doing this for money, but other cities are d
oing the same thing.
• We are getting calls that people are living in RV’s.
• He appreciates the residents that were civil to council. • He want thank the City Manger for doing things that he has asked for. • He wants to apologize to the new Chief of Police, because he didn’t do this ordinance.
C
ouncil Member Melendez
• She said our hearts are in the right place, we only want to beautify Sanger and try to enforce w
hat needs to be enforced.
• Change is not going to be easy for everyone.
• She wants an update about the JFK slide-has it been fixed and has the swing been installed. • She stated that if we all worked together- and the Newsletter is part of the communication.
M
ayor Frank Gonzalez
• He had a COG meeting this last Thursday, and Sanger got awarded a couple of projects. • 7th street rehab from Academy to P St and Jensen Ave Rehab from Bethel to the Fowler Switch Canel. Thank you to staff for submitting those projects. • He is happy to represent at these board meetings to get our fair share of money to push forward for these projects.
• He represented the City of Sanger for a 100 birthday for Jean Booth to present her a proclamation.
• He also invited to the FAME project in Reedley College – they chose Reedley College in the wes t
c
oast to start this program. Sanger company ADCO participated to give scholarships for manufacturing.
• Received an email from a veteran service officer- they have acquired Ipads for veterans over the age of 60, so they can learn how to navigate an Ipad.
• He mentioned the Cherry Crossing ribbon cutting and discussed affordable housing. • He hopes and prays that people have patience but things don’t happen overnight. • Thank you for being respectful to the council and the staff. 13 F. ADJOURNMENT
B
eing no further business, the Council adjourned their meeting at 7:09 pm.
Attest:
Lina Martinez, City Clerk
14 For the Meeting of: August 21, 2025
Agen da Item No.: F-2
CITY OF SANGER
REPORT TO THE CITY COUNCIL
To: Mayor and City Council
From: Karla Camarena, Finance Manager
Subject: Warrants
RECOMM
ENDATION:
This is
not an action item. Warrants including Check Nos. 94990 through 95074 for the month of July 2025.
15 apChklst
o7i-57t2t 5 12=52:MPM
Bank : waap WESTAMERICA BANK
Check# Date Vendor
94990 612012025 DJ SRV/ENTERTAIN-4TH OF. 1,500.00
Page:1
Amount Paid Gheck Total
1,500.00
432,784.73
278,891.19
78,424.91
33,465.75
30,967.24 854,533.82
856,033.82
lnvoice
GONZALEZ, EVANGELINA 40830
ROCKEEZ ENGINEERING 12.441A
12-4544
12-453A
12-437ABC
12-428C
lnv Date Description
2127 12025 DOMESTIC HEADWORKS
512212025 CLARIFIER #2 MAINSTAY
512212025 DISTRIBUTION BOX #7 REHA
211312025 DOMESTIC HEADWORKS OV
12t11t2024 ACADEMY & sTH
Sub total for WESTAMERICA BANK:
FinalCheck List
City of Sanger
94991
7nt2a25
Voucher:
7t7t2025
Voucher:
11487
12659
\
Page: 1
16 apChklst
07n7e2045 12:52:4/PM
2 checks in this report.
FinalCheck List
Gity of Sanger
Page: 2
Grand TotalAll Ghecks: 856,033.82
Page:2
17 apGhklst
Bank
Check #
pW4''fr25 9:01:41AM
waap WESTAMERICA BANK
Date Vendor
Page:1
Amount Paid Check Total
2,290.00
17,250.00
189.00
4,500.00
129.00
lnvoice
ZWEIGLE SEPTIC SERVI( 41747
lwoRQ 212285
HURTADO, ESMERALDA PERDIEM
DELTA PROPERTY MANA( JULY
MELENDEZ, DOLORES PERDIEM
lnv Date Description
4TH OF JULY SPECTACULAR
ANNUAL SRVC FEE - PERMIT
PER DtEM 7 t21 t25-7 t25t25
ANNUAL LEASE FOR 1713, 17
PER D|EM 7 t21 t25-7 t24t25
FinalCheck List
City of Sanger
7t4t2025
6t2t2025
7t3t2025
7t1t2025
7t3t2025
7t14t2025
Voucher:
7114t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7114t2025
Voucher:
04596
11108
11188
11371
12254
2,290.00
17,250.00
189.00
4,500.00
129.00
24,358.00 Sub total for WESTAMERICA BANK:
Page: 1
18 -z'9=01:41AM
5 checks in this report.
FintlCheck List
Gity of Sanger
Page= 2
Grand Total All Ghecks24,358.00
"lr'
Page:2
19 apchklst
azniaohs 11:23:o8AM
Bank : waap WESTAMERICA BANK
Check# Date Vendor
94993 7t14t2025 10494
Voucher:
711412025 00025
Voucher:
94995 7t1412025 04173
Voucher:
lnv Date Description
6t17t212s OXYGEN (MED|CAL)
Page:1
Amount Paid Check Total
188.02 188.02
lnvoice
AIRGAS USA LLC 9162195953
ALERT-O-LITE, tNC. 178799
1 78885
1 78836
178557
179740
178792
ALL VALLEY SPRAY SERV 278176
278173
278172
AM CONSULTING ENGINE 2025-180
AQUA PUMP & MOTOR IN 1895
1892
AT&T MOBIL|TY 287288454255
FinalCheck List
City of Sanger
94994
94996
94997
94998
94999
95000
95001
95002
95003
95004
6t9t2025
6t10t2025
6t10t2025
6t5t2025
6t24t2025
6t9t2025
6t30t2025
6t11t2025
6t10t2025
6t30t2025
CHAIN SAW
GRAFFITITRUCK REPAIR
PARKS MAINT. SUPPLIES
SAFETY CONES
MAINT & REPAIR
PARKS
WEED CONTROL
WEED CONTROL
WEED CONTROL
AWSDASSESSMENT
736.77
723.64
178.44
109.80
46.03 -736.77
1,325.00
975.00
812.50
1,760.00
477.18
282.00
494.63
49.77 203.00
4,875.00
575.00
236.45
163.30
117.86
113.41
52.26 55.38
17.26 270.00
1,057.91
3,112.50
1,760.00
759.18
494.63
49.77 203.00
5,450.00
683.28
72.64 270.00
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
11239
12200
07501
12881
12817
00280
12877
6t25t2025
6t12t2025
6t2t2025
PUMP REPAIR - ANNADALE &
R&M LIFT STATION NORTH &
CELL PHN CHRGS-FD #28728
7t14t2025 12435
Voucher:
7t14t2025 00097
Voucher:
AVALOS, JORGE
BARBA, ERIKA
BELLAGIO CONSTRUCTI(
BLUETRITON BRANDS IN
BPS SUPPLY GROUP
BSK & ASSOCIATES INC.
REIMB
REIMB
25-7
25-06
05F8730276538
05F8730166359
1 5D873001 059
05F8730210085
05F8730276837
3227832.003
3227832.001
At16502
TREE REMOVAL
TREE REMOVAL
BOTTLED WATER (YARD)
BOTTLED WATER (SENIOR C
BOTTLED WATER (PD)
BOTTLED WATER (BOXING)
BOTTLED WATER (FINANCE)
SUPPLIES
SUPPLIES FORAERATORS
WATER TESTING
612712025 MILAGE REIMB CALL OUT 6/2
612312025 GRADE 3 WWTP OP CERT
6t24t2025
6t30t2025
6t1t2025
6t1t2025
5t1t2025
6t1t2025
6t1t2025
6t12t2025
6t6t2025
6t24t2025
Page: 1
20 apChklst
0711412025 11:24:26AM
Bank : waap WESTAMERICA BANK
Gheck# Date Vendor
95005 7t14t2025 12642
Voucher:
95006 7t14t2025 09934
Voucher:
7t14t2025 02714
Voucher.
95007
(Continued)
lnvoice
CATURF EQUIPMENT & S 680910
680911
679322
CENCALAUTO&TRUCKIJUN
cooKs coMMUNlcATtot 160651
160638
160335
160599
DAVEBANG ASSOCIATES 58625
DEFINITIVE STAFFING SC 15858
15815
EAST BAY TIRE CO. 2127686
FERGUSON ENTERPRISE 34967
FIRE APPARATUS SOLUT 20263
20202
FLEETZOOM 10448
lnv Date Descriotion
AVANT M86O
AVANT PALLET FORKS
BLADES FOR ELECTRIC MOV
AUTOMOTIVE PARTS
FinalCheck List
City of Sanger
Amount Paid
96,394.46
5,639.40
58.42 394.53
Page: 2
Check Total
102,092.28
394.53
4,145.60
1,246.23
6,106.88
12,080.11
194.15
9,155.32
360.00
6t19t2025
6t19t2025
6t5t2025
6t30t2025
95008
95009
9501 0
9501 1
95012
9501 3
95014
95015
95016
9501 7
9501 8
9501 I
7r14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t1412025
Voucher:
12449
12162
10521
04821
09586
10423
00331
07174
01441 GLOBAL INDUSTRIAL
GORDON INDUSTRIAL
GRAINGER, INC.
WALL PLATE MOUNTING
SPEAKER INSTALL
BEAR MTN REPEATER
BEAR MTN REPEATER
JFK PLAY STRUCTURE REPA
OFFICE SUPPORT
OFFICE SUPPORT
TRUCK 120 TIRES
DRINKING FOUNTAINS
DRINKING FOUNTAIN
DRINKING FOUNTAIN
DRINKING FOUNTAIN - CRED
SUPPLIES/ NITRILE GLOVES
269.49 269.49
4,694.78 4,694.78
5,794.74
3,008.83
1,858.22
-1,858.22
98.94 8,803.57
98.94 1,071.80
2,827.07
7t14t2025 06920
Voucher:
7t14t2025 00419
Voucher:
7t14t2025 08753
Voucher:
5t7t2025
516t2025
4t30t2025
5t31t2025
6t912025
6t29t2025
6t2012025
6t26t2025
2,544.14
562.00
519.73
519.73
1,246.23
4,565.63
1,541.25
12,080.11
194.15
6,074.77
3,080.55
360.00
611312025 REPAIRS - JENNI PARK
5t7t2025 E120 LtGHTtNG
312112025 E121 REPAIR/ MAINT
1t13t2025 ALARM MONTTOR (LIFT STAT
FRESNO OXYGEN, INC. 63593259 61612025 POOL PH CTRL
FRESNO TRUCK CENTEF 1224574:O1 513012025 356 DIAG/ REPAIR 123340495
12334651.8
123041463
123042112
5505709
6t2512025
6t26t2025
3t31t2025
4t1t2025
6t11t2025
9541873809 611612025 EQUIPi MULTI GAS DETECTC 1,071.80
HARTFORD-PRIORITY AC 8691 69 51112025 EMP LTD & LIFE INS-MAY 2,827.07 Page: 2
21 apGhkLst
0711412025 11:24:264M
Bank : waap WESTAMERICA BANK
Check# Date Vendor
FinalCheck List
City of Sanger
Page: 3
Amount Paid Gheck Totallnv Date Descriotion
BIOHAZARD DISPOSAL
PUMP TROUBLESHOOT
XESAR CHAVEZ PARK LIGHTI
MILEAGE REIMB CALL OUTS
YARD SE OFFICE AC
INCORRECT INSURANCE BIL
MEETING 02113125
MEETING 4123125- MARTINEZ
CITY YARD AC INSPECTION
TIRE - VEHC 106
BULK CHLORINE (POOL)
MILEAGE FOR CALL OUT PE,
MILAGE REIMB 6127125
PROF LEGAL SRVS - MAY
JENSEN ST LIGHT
CALL OUT 6127t25
(Continued)
lnvoice
95020
95021
95022
95023
95024
95025
95026
95027
95028
95029
95030
95031
95032
95033
95034
95035
7t14t2025
Voucher:
7t1412025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t1412025
Voucher:
7t1412025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t1412025
Voucher:
7t14t2025
Voucher:
7t1412025
Voucher:
7t14t2025
Voucher:
7t1412025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
11226
12707
12801
12879
00445
1 0765
00528
12166
10019
00536
12556
02614
00545
10252
00811
00596
HEALTHWISE SERVICES
INDUSTRIAL CONTROLAI
I N NOVATIVE ENGI NEERII\
IRAZOQUI. DANIEL
JACK'S REFRIGERATION,
KAISER PERMANENTE
LEAGUE OF CA CITIES SS
LEE'SAIR PLUMBING & H
LES SCHWAB TIRES
LINCOLN AQUATICS
LOPEZ, ALEX
LOZANO SMITH
MADCO ELECTRIC INC
MMARIEGO, MANUEL
205490
sD721
3 REIMB
78745
20242360851
8210
8222
445574
5640040841 I
2031188
REIMB
REIMB
2249495
3004943881
REIMB
6t30t2025
6t18t2025
6t30t2025
6t27t2025
6t16t2025
5t15t2025
2t28t2025
4t23t2025
5t21t2025
6t1612025
6t11t2025
6t23t2025
6t27t2025
6t1112025
6t23t2025
6t27t2025
2.96 881.25
16,411.25
15.75 9,782.79
2,177.00
50.00 25.00
184.00
296.77
2,420.22
142.80
47.60 336"17
12,925.00
47.46 414.00
153.00
1,953.03
2.96 881.25
16,411.25
15.75 9,782.79
2,177.00
75.00 184.00
296.77
2,420.22
190.40
336.1 7
12,925.00
47.46 567.00
1,953.03
MINERAL KING PUBLISHII 718239
718132
MISSION LINEN SUPPLY JUNE
6t12t2025
6t5t2025
6t30t2025
PUBLIC NOTICE
PUBLIC NOTICE
PW UNIFORM/ LINEN SRV
Page: 3
22 apGhkLst
0711412025 11=24:26AM
Bank : waap WESTAMERICA BANK
Gheck# Date Vendor
95036 7t14t2025 08962
Voucher:
(Continued)
MOORE TWININGASSOC
NATIONALAUTO FLEET C
FinalGheck List
Gity of Sanger
Page: 4
Amount Paid Check Totallnvoice
2503131
2505070
25031 33
2503854
2504453
2504599
2505298
2503154
2504274
2504597
2504995
2505071
2505297
2505143
2504008
2505144
25031 35
2504247
2504199
2504275
2504871
2505142
2502977
2502932
2503129
2504246
2504209
2502931
2504565
TRAIL-1304
5t13t2025
6t30t2025
5t13t2025
5t30t2025
6t1712025
6t19t2025
6t18t2025
5t14t2025
6t12t2025
6t19t2025
6t26t2025
6t30t2025
6t18t2025
5t28t2025
6t4t2025
6t4t2025
5t13t2025
6t11t2025
6t11t2025
6t12t2025
6t25t2025
5t28t2025
5t8t2025
5t712025
5t13t2025
6t11t2025
6t11t2025
5t7t2025
6t18t2025
6t20t2025
600.00
582.00
540.00
370.00
298.00
298.00
298.00
202.00
202.00
202.00
202.00
202.00
202.00
202.00
200.00
190.00
160.00
160.00
150.00
108.00
108.00
108.00
90.00 80.00
80.00 80.00
80.00 60.00
20.00 113,111.24
lnv Date Description
WATER TESTING
WATER SAMPLING
WATER TESTING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER TESTING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER SAMPLING
WATER TESTING
WATER TESTING
WATER TESTING
WATER SAMPLING
WATER SAMPLING
WATER TESTING
WATER SAMPLING
PIPEHUNTER - JETTER TRAIl95037
95038
95039
7t14t2025 12174
Voucher:
7t14t2025 11812
Voucher:
7t14t2025 07168
Voucher:
NELSONS ACE HARDWAI 846319
NVB EQUIPMENT INC S407605
sA07748
612512025 TRIMMER PARTS/REPAIRS
6t24t2025 A/C COMPRESSOR
6t20t2025 4358 - AC FRONT CAB
401.36
6,001.85
2,506.05
6,074.00
113,111.24
401.36
8,507.90
Page:4
23 apChklst
07114!2025 11:24:26AM
Bank : waap WESTAMERICA BANK
Check# Date Vendor
95040 7t14t2025 11987
Voucher:
7t14t2025 03356
Voucher:
95041
(Continued)
lnvoice
NWESTCO LLC 545749
oFFlcE DEPOT 428459419001
423747668001
422675042001
424897064001
426757659001
424901327001
PARC ENVIRONMENTAL ( 21525
lnv Date Description
61512025 FUEL PUMP REPAIR
Page: 5
Amount Paid Check Total
259.84 259.84
FinalCheck List
City of Sanger
6t18t2025
6t11t2025
512t2025
6t1812025
6t9t2025
6t18t2025
6t8t2025
OFFICE SUPPLIES
OFFICE SUPPLIES
OFFICE SUPPLIES
OFFICE SUPPLIES
OFFICE SUPPLIES. ASD
OFFICE SUPPLIES
ABESTOS REMOVAL
517.83
233.79
110.65
37.73 31.52
22.42 4,681.00
116.00
6,551.94
4,963.64
40,723.00
551.26
426.30
89.97 290.00
290.00
250.00
'1
,100.00
2,267.23
26,416.87
953.94
4,681.00
116.00
6,551.94
4,963.64
40,723.00
551.26
426.30
89.97 580.00
250.00
1,100.00
2,267.23
26,416.87
95042
95043
95044
95045
95046
95047
95048
95049
95050
95051
95052
95053
95054
03727
12062
00693
10190
12640
12348
10823
1 0788
02226
12880
12878
07081
03709
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t1412025
Voucher:
7t14t2025
Voucher:
7t1412025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
7t14t2025
Voucher:
PEREZ, SILVESTRE REIMB 6t23t2025
6t17t2025
6t24t2025
CWEA INDUST WTPO GRADE
MOWER REPAIRS
SIDEWALK REPAIRS
513112025 2025- AUDIT PREP SRVS
61312025 AMB PARTS
613012025 ZUMBA INSTRUCTOR
613012025 FITNESS REIMB
PIONEER EQUIP CO
PRECISION CONCRETE (
PRICE PAIGE & COMPAN\
PROFESSIONAL SALES &
REYES, ROSA
RODRIGUEZ, JULIAN
SAN JOAQUIN VALLEY
SAUCEDO MEZA, BERTHT
SCHOTANUS, BRYCE
SIGNMAX
SILVA'S OIL COMPANY IN(
2w101753
55929
36289
33629
JUNE
REIMB
c9725
c8302
REIMB
1 351
5031 3
JUNE
6t2t2025
6t2t2025
5t17t2025
PERMIT #C9725 TANK 3
PERMIT #C8302 F.D.
MPR 5.17.25 DEPOSIT
611112025 TRUCKING SRVS
611812025 STREET BARRIER REPAIR
6t30t2025 GASOLINE
Page: 5
24 apChklst
0711412025 11:24=26AM
WAAP WESTAMERICA BANK
Date Vendor
7t14t2025 09290
Voucher:
7t14t2025 12636
Voucher:
7t14t2025 10973
Voucher:
7t14t2025 11745
Voucher:
7t14t2025 12252
Voucher:
7t14t2025 10180
Voucher:
7t14t2025 07890
Voucher:
7t14t2025 08821
Voucher:
7t1412025 09303
Voucher:
7t14t2025 04768
Voucher:
7t14t2025 08709
Voucher:
(Continued)
lnvoice
SITEONE LANDSCAPE SL 154394642-1
154777446-1
154834867-1
SPECIALIZED UTILIry SE 2922
SUPERIOR POOL PRODU
Page: 6
Amount Paid Check Totallnv Date Descriotion
FRIDGE REPAIR
FRIDGE REPAIR
KELLY PARK REPAIRi LANDS(
WATER SHUT OFF SRVS
BULK CHLORINE (WELL 2A)
BULK CHLORINE (WELL 9)
BULK CHLORINE (WELL 7A)
BULK CHLORINE (WELL 25)
BULK CHLORINE (WELL 6)
BULK CHLORINE (WELL 8)
BULK CHLORINE (WELL 6)
BULK CHLORINE (WELL 12)
BULK CHLORINE (WELL 14)
SECUTITY IMPROVEMENTS -
PARKS CAMERAS & EQUIP
SCADA
ELECTRICAL TROUBLESHOC
R&M AT WELLS
GYM (APR/MAY/JUN)
GYM (JAN/FEB/MAR)
AMB OVERPMT
FinalCheck List
City of Sanger
Bank
Check #
95055
95056
95057
95058
95059
95060
95061
95062
95063
95064
2031152
2031 081
2031079
2031151
2031077
2031 080
2031153
2031076
2031078
8685
8697
127316
127158
127287
REIMB
REIMB
14577822
6t1012025
61312025
6t3t2025
6110t2025
6t312025
6t3t2025
6t10t2025
6t3t2025
6t3t2025
5t19t2025
6t26t2025
6t24t2025
6110t2025
6t20t2025
6t30t2025
3t31t2025
4t17t2025
615t2025
6t11t2025
6t12t2025
513112025
6t30t2025
6t30t2025
6t30t2025
6t3t2025
6t16t2025
1,045.28
1,012.00
983.44
880.24
874.17
825.22
819.53
632.67
546.35
39,800.03
39,358.30
3,040.83
2,582.00
2,262.00
90.00 30.00
13.22 588.20
176.96
32.74 1,377.50
7,003.79
1,848.60
384.49
384.49
31,822.12
42.67 797.90
1,377.50
7,618.90
79,158.33
7,884.83
120.00
13.22 9,621.37
31,822.12
42.67 266.07
SURVEILLANCE INTEGRP
TELSTAR INSTRUMENTS
TREVINO, CYNTHIA
UNITED HEALTHCARE
UNITY IT
US BANK
USA BLUE BOOK
VERIZON WIRELESS
368185
368187
3681 86
368055
6244
IT SRV
oFFtcE 365
FIREWALL
FIREWALL
CALCARD PMT
726113 5I3OI2O25 LAB SUPPLIES
95065 6115969089 6t13t2025 TOUGHBOOKCOMPUTERS 266.07
Page:6
25 apChkLst
0711412025 11:24:26AM
Bank: waap WESTAMERICA BANK
Check# Date Vendor
95066 7t14t2025 01086
Voucher:
95067 7n4na25 03802
Voucher:
7t14t2025 12216
Voucher:
95068
(Continued)
lnvoice
VIDEO INSPECTION SER\ 9673
9675
9674
9689
WHITE CAP LP 10021806795
50031 890709
WOODS, STEVE REIMB
Page: 7
Amount Paid Check TotalInv Date Descriotion
SEWER MAINT
EMERGENCY CALL -SWR BAI
LIFT STATION CLEANING
SEWER MAINT
POOL DECK REPAIRS
POOL DECK REPAIRS
MILEAGE PE6113125
FinalCheck List
City of Sanger
6t6t2025
6t6t2025
61612025
6t11t2025
6t16t2025
6t16t2025
6t13t2025
12,887.50
2,205.00
1,825.00
1,400.00
438.89
345.73
454.72
18,317.50
784.62
454.72
Sub total for WESTAMERICA BANK: 592,212.97
Page: 7
26 apchkLst
0711412025 11:24:26AM
FinalCheck List
City of Sanger
Page: 8
Grand Total All Checks: 592,212.9776 checks in this report.
Page:8
27 apCFrklgt
0712212025 9:49:224M
Bank : waap WESTAMERICA BANK
Check # Date Vendor
FinalGheck List
City of Sanger
lnvoice lnv Date Description
pER D|EM 7t18t2025 PER DIEM -7123122-7126125
Page:1
Amount Paid Gheck Total
235.00
235.00
95074 7t2212025 08151
Voucher:
GARZA, RAMIRO 235.00
Sub total for WESTAMERICA BANK:
Page: 1
28 apGhkLst
\_ 071?212025 9:49:22AM
1 checks in this report.
FinalGheck List
City of Sanger
Page: 2
Grand TotalAll Checks: 235.00
Page:2
29 For the Meeting of: August 21, 2025
Age nda Item No.: F-3
CITY OF SANGER
REPORT TO THE CITY COUNCIL
To: Mayor and City Council
From: Karla Camarena, Finance Manager
Subject: Approval of Payroll Checks
RECOM
MENDATION:
The Ci
ty Council approve payroll for the month of July including Direct Deposit Nos. 67080 through 67339; Payroll check Nos. 60426 through 60490; and Benefit Check Nos. 2126 through 2133. 30 07/02/2025 City of Sanger 4:07PM
06/14/2025 to 06/27/2025- Type 1 Cycle 26
Payroll Final Check ListpyChkLst Page: 1
Bank: dirdep - WEST
AMERICA BANK
Check # Date Employee # Name Check
Amt Direct Deposit
67080
7/4/2025 0.00 2,740.08CHAMPION, AMANDA
67081 7/4/2025 0.00 1,918.85DELGADO, SIERRA
67082 7/4/2025 0.00 2,293.90JACKSON, BRIONNE
67083
7/4/2025 0.00 4,723.42OLSON, NATHAN
67084 7/4/2025 0.00 967.30PADRON, REBECA
67085 7/4/2025 0.00 4,069.86SPEER, MICHELLE
67086 7/4/2025 0.00 303.33GONZALEZ, FRANK G
67087 7/4/2025 0.00 312.56MARTINEZ, DANIEL
67088 7/4/2025 0.00 312.56MELENDEZ, DOLORES
67089 7/4/2025 0.00 312.56MONTELONGO, MICHAEL A
67090 7/4/2025 0.00 1,482.88BARRAGAN, CASIMIRO
67091 7/4/2025 0.00 1,627.01CUEVAS, ERIC
67092 7/4/2025 0.00 1,731.50IRAZOQUI, MARIO
67093 7/4/2025 0.00 1,458.89MURPHY, ROSE
67094 7/4/2025 0.00 1,981.31SANDOVAL, PAUL
67095 7/4/2025 0.00 2,714.73SYLVESTER, DEREK
67096 7/4/2025 0.00 2,034.66TOVAR, CARLOS
67097 7/4/2025 0.00 648.55VIDRIO, JAVIER
67098 7/4/2025 0.00 3,420.74CAMARENA, KARLA D.
67099 7/4/2025 0.00 2,233.40CASILLAS-TORRES, SMALYNNE 67100 7/4/2025 0.00 1,286.34DE ORTA, MICHELLE
67101 7/4/2025 0.00 1,590.38FLORIAN, STEPHANIE
67102 7/4/2025 0.00 1,097.17NORIEGA, LESLIE
67103 7/4/2025 0.00 1,318.66PEREZ ZUNIGA, MAYRA E
67104 7/4/2025 0.00 1,325.33RAMIREZ, MICHELE
67105 7/4/2025 0.00 2,112.30WAHL, LEICA KATHRINA LACAY 67106 7/4/2025 0.00 2,122.73ALONSO, JULIA
67107 7/4/2025 0.00 856.16BARRERA, ELIZABETH
67108 7/4/2025 0.00 1,686.03BIGGS, JACKSON
67109 7/4/2025 0.00 2,750.92CAROLAN, KEVIN
67110 7/4/2025 0.00 3,985.50CORONADO JR, JESUS
67111 7/4/2025 0.00 1,502.57CUELLAR, ADRIANA
67112 7/4/2025 0.00 1,979.98DOLAN, HAYDEN
67113 7/4/2025 0.00 2,446.73ELLIS, SKYLER
67114 7/4/2025 0.00 1,193.66FIELDS, KELLY
67115 7/4/2025 0.00 1,602.71HOULE, BAILEY
67116 7/4/2025 0.00 1,651.41JAECKEL, AVA
67117 7/4/2025 0.00 3,823.20JONES, ANDY
Page: 1
31 07/02/2025 City of Sanger 4:07PM
06/14/2025 to 06/27/2025- Type 1 Cycle 26
Payroll Final Check ListpyChkLst Page: 2
Bank: dirdep - WEST
AMERICA BANK
Check # Date Employee # Name Check
Amt Direct Deposit
67118
7/4/2025 0.00 1,506.95LANG, JUSTIN
67119
7/4/2025 0.00 2,945.00LORENTE, RYAN
67120 7/4/2025 0.00 1,512.49MCWILLIAMS, SOFIA
67121 7/4/2025 0.00 3,020.18MIRELES FLORES, MARIA
67122 7/4/2025 0.00 2,251.78NELSON, CALEB M
67123 7/4/2025 0.00 1,854.52PALLAS, MICHAEL L
67124 7/4/2025 0.00 1,569.24PISCHING, MARK G
67125 7/4/2025 0.00 3,459.47PITTS, CRAIG
67126 7/4/2025 0.00 4,001.16SANDERS, GERALD
67127 7/4/2025 0.00 3,403.83TARASCOU, GREGORY
67128 7/4/2025 0.00 2,123.70TREVINO, SANDRA
67129 7/4/2025 0.00 1,797.76VELASQUEZ, SHERRY
67130 7/4/2025 0.00 5,729.85WADDLE, CHRISTOPHER A.
67131 7/4/2025 0.00 3,142.28WILLIAMS, KENNETH D.
67132 7/4/2025 0.00 3,802.05WILSON, TODD
67133 7/4/2025 0.00 3,718.18ACEVES CRUZ, JULIAN
67134 7/4/2025 0.00 2,291.95ARGUELLO, SERGIO
67135 7/4/2025 0.00 2,204.26BANDA-TOVAR, JOEL
67136 7/4/2025 0.00 1,824.08BARRAGAN, MELISSA
67137 7/4/2025 0.00 3,556.65BISE, JEFFREY L.
67138 7/4/2025 0.00 3,521.73BOUST, JASON
67139 7/4/2025 0.00 897.56CAMPBELL, SARAH L
67140 7/4/2025 0.00 2,897.93CASTREJON, EDDIE
67141 7/4/2025 0.00 3,177.21DIAZ, HENRY
67142 7/4/2025 0.00 3,991.41EDWARDS, SHAELA
67143 7/4/2025 0.00 2,012.88FRANCO, RICHARD
67144 7/4/2025 0.00 2,889.50GARCIA, FERNANDO
67145 7/4/2025 0.00 3,307.04GARZA, RAMIRO
67146 7/4/2025 0.00 2,864.91GUILLEN, ROSARIO
67147 7/4/2025 0.00 7,919.00HAZELTON, CULLEN
67148 7/4/2025 0.00 1,585.31HERNANDEZ, ANDREINA
67149 7/4/2025 0.00 2,931.67HUGHES, TOBIAS
67150 7/4/2025 0.00 2,445.17INOSTROS, JESSICA
67151 7/4/2025 0.00 3,769.04JOHNSON, JOSHUA D
67152 7/4/2025 0.00 1,858.36JONES, KIMBERLY M.
67153 7/4/2025 0.00 1,968.72MEDINA, JOSE
67154 7/4/2025 0.00 2,213.74MORALES, JESSE
67155 7/4/2025 0.00 1,820.62MORENO, LOUIS A
Page: 2
32 07/02/2025 City of Sanger 4:07PM
06/14/2025 to 06/27/2025- Type 1 Cycle 26
Payroll Final Check ListpyChkLst Page: 3
Bank: dirdep - WEST
AMERICA BANK
Check # Date Employee # Name Check
Amt Direct Deposit
67156
7/4/2025 0.00 2,571.94MUNOZ, BERTHA J
67157 7/4/2025 0.00 2,764.49NELSON,
AMANDA M
67158 7/4/2025 0.00 2,120.93ORNELAS, BAUDELIO
67159 7/4/2025 0.00 2,079.30PACHECO, JOSE
67160 7/4/2025 0.00 2,088.41ROARK, TYLER
67161 7/4/2025 0.00 2,125.89RODRIGUEZ, JULIAN R
67162 7/4/2025 0.00 2,305.58RYAN, NICOLE
67163 7/4/2025 0.00 1,998.30SANCHEZ, KELSEY
67164 7/4/2025 0.00 2,140.60SOTO, JOSE O.
67165 7/4/2025 0.00 2,129.70THAO, MENOU A
67166 7/4/2025 0.00 3,684.83TORRES, ROBERT C
67167 7/4/2025 0.00 2,050.19TREVINO, CYNTHIA
67168 7/4/2025 0.00 1,140.51VARELA, TERRI
67169 7/4/2025 0.00 1,357.60WELCH, PAUL M.
67170 7/4/2025 0.00 4,507.38YAMBUPAH, ANGELA C
67171 7/4/2025 0.00 2,191.92ACOSTA, JAVIER
67172 7/4/2025 0.00 1,510.24AVALOS, JORGE
67173 7/4/2025 0.00 2,070.26BARBA CORTES, ERIKA
67174 7/4/2025 0.00 2,175.12CHOLICO, EDGAR
67175 7/4/2025 0.00 1,675.89EGGLESTON, STEVEN
67176 7/4/2025 0.00 2,272.15FLUETSCH, JOHN
67177 7/4/2025 0.00 3,219.49GONZALEZ, EDDIE
67178 7/4/2025 0.00 1,379.60GONZALEZ, JUAN
67179 7/4/2025 0.00 2,171.96HUERTA, PAUL
67180 7/4/2025 0.00 1,693.71IRAZOQUI, DANIEL T
67181 7/4/2025 0.00 2,694.77JASSO, GEORGE
67182 7/4/2025 0.00 1,969.64LOPEZ, ALEX
67183 7/4/2025 0.00 1,392.82LOPEZ, DIEGO
67184 7/4/2025 0.00 1,778.89MARTIN, RAYMOND
67185 7/4/2025 0.00 1,774.72MAZARIEGO, MANUEL
67186 7/4/2025 0.00 2,241.00MCDANIELS, ANTHONY
67187 7/4/2025 0.00 1,506.66ORONA, CATARINO
67188 7/4/2025 0.00 2,173.48REYES, ANTONIO P
67189 7/4/2025 0.00 2,970.86ROSALES, ESPERANZA
67190 7/4/2025 0.00 1,715.78SANTOS, WILLIAM
67191 7/4/2025 0.00 1,850.67WOODS, STEVE
67192 7/4/2025 0.00 527.36HERNANDEZ, KEITH
67193 7/4/2025 0.00 196.24ALBARRAN-PEREZ, DAISY
Page: 3
33 07/02/2025 City of Sanger 4:07PM
06/14/2025 to 06/27/2025- Type 1 Cycle 26
Payroll Final Check ListpyChkLst Page: 4
Bank: dirdep - WEST
AMERICA BANK
Check # Date Employee # Name Check
Amt Direct Deposit
67194
7/4/2025 0.00 2,084.66ALBARRAN-PEREZ, VIANEY
67195 7/4/2025 0.00 1,226.92ALVAREZ, NEREYDA
67196 7/4/2025 0.00 739.38BEDROSIAN, MICHAEL
67197
7/4/2025 0.00 492.58DENISTON, CATALINA
67198 7/4/2025 0.00 40.41ELIZONDO, ISAIAS
67199 7/4/2025 0.00 1,183.81GALVEZ, DANIEL
67200 7/4/2025 0.00 419.96HERNANDEZ, SIENNA G
67201 7/4/2025 0.00 1,276.73JIMENEZ, AUBREY A
67202 7/4/2025 0.00 432.36JUAREZ, CLARISSA
67203 7/4/2025 0.00 790.28MARCIAL, JONATHAN
67204 7/4/2025 0.00 232.12PETRILLE, BRIANA
67205 7/4/2025 0.00 601.89PINA, CARLOS
67206 7/4/2025 0.00 1,619.76TILLOTSON, LEAH
67207 7/4/2025 0.00 985.24VASQUEZ, APRIL
67208 7/4/2025 0.00 828.15VASQUEZ, SONNY
67209 7/4/2025 0.00 2,212.73ZAMORA, JOAQUIN
0.00 272,792.91Employee Check Totals
0.00 272,792.91Bank dirdep Totals (130 Forms)
Page: 4
34 07/02/2025 City of Sanger 4:07PM
06/14/2025 to 06/27/2025- Type 1 Cycle 26
Payroll Final Check ListpyChkLst Page: 5
Bank: pybank - WEST
AMERICA BANK
Check # Date Employee # Name Check
Amt Direct Deposit
60426
7/4/2025 307.56 0.00HURTADO, ESMERALDA
60427 7/4/2025 2,171.75 0.00A
YALA, RAMIRO
60428 7/4/2025 3,259.82 0.00REYNOLDS, JOHN
60429 7/4/2025 1,670.12 0.00LADY, BERNIE
60430 7/4/2025 2,811.63 0.00PEREZ, SILVESTRE
60431 7/4/2025 1,460.38 0.00REYES, ALEJANDRO
60432 7/4/2025 377.14 0.00BOUST, LUKE
60433 7/4/2025 217.14 0.00CORTEZ, JAMES
60434 7/4/2025 7.62 0.00LOPEZ, KEIRA
60435 7/4/2025 510.46 0.00ORTIZ, NAILA
60436 7/4/2025 182.85 0.00TAMEZ, ANNELISE
60437 7/4/2025 327.61 0.00WOLF, JACLYNN
60438 7/4/2025 1,207.60 0.00AGUILAR, JOAQUIN
60439 7/4/2025 1,029.65 0.00COLE, MICAH
60440 7/4/2025 1,061.45 0.00LOPEZ, ILIANA
60441 7/4/2025 529.86 0.00LOPEZ, IVY
60442 7/4/2025 1,105.40 0.00MANZANEDO, ALICIA
60443 7/4/2025 898.10 0.00OWENS, MALONE
60444 7/4/2025 457.13 0.00PRADO, BRANDON
60445 7/4/2025 557.04 0.00URIETA, AMY
60446 7/4/2025 1,126.43 0.00VILLARREAL, ANDRES
21,276.74 0.00Employee Check Totals
Bank: pybank -
WESTAMERICA BANK
Benefit Checks
Check # Date Payee # Name Check
Amt Direct Deposit
60447
7/4/2025 026 98.86 0.00AFLAC
60448 7/4/2025 057 3,018.57 0.00AMERICAN FIDELITY ASSURANCE 60449 7/4/2025
031 26,944.32 0.00CITY OF SANGER, PPO INS
60450 7/4/2025 052 884.50 0.00SANGER FIRE ASSOCIATION, FOOD 60451 7/4/2025 045 1,151.52 0.00STATE DISBURSEMENT UNIT 60452 7/4/2025 007 337.43 0.00STATIONARY ENGINEERS, LOCAL 39 32,435.20T
otal 0.00
Page: 5
35 07/02/2025 City of Sanger 4:07PM
06/14/2025 to 06/27/2025- T
ype 1 Cycle 26
Payroll Final Check ListpyChkLst Page: 6
32,435.20 0.00 Payee Totals
53,711.94 0.00Bank pybank Totals (27 Forms)
Page: 6
36 07/02/2025 City of Sanger 4:07PM
06/14/2025 to 06/27/2025- T
ype 1 Cycle 26
Payroll Final Check ListpyChkLst Page: 7
Bank: wire - FEDERAL
TAX P AYMENT
Benefit Checks
Check # Date Payee # Name Check Amt Direct Deposit
2126 7/4/2025
003 99,573.99 0.00WESTAMERICA BANK
2127
7/4/2025 004 15,205.98 0.00EMPLOYMENT DEVELOPMENT DEPT 2128 7/4/2025 006 1,788.57 0.00I.C.M.A RETIREMENT TRUST 457 2129 7/4/2025 054 2,673.17 0.00CALPERS 457 PLAN
119,241.71T
otal 0.00
119,241.71 0.00 Payee T
otals
119,241.71 0.00Bank wire T
otals (4 Forms)
Grand Total 172,953.65 272,792.91
445,746.56Next Step:
Account Posting (AP)
Pay Period is Open (Locked)
Totals Checks and Direct Deposit (161 Forms)
Page: 7
37 07/02/2025 City of Sanger 4:07PM
06/14/2025 to 06/27/2025- Type 1 Cycle 26
Payroll Final Check ListpyChkLst Page: 8
Check # Date Payee # Name Amount
Benefit Checks - pending for pay period from 06/28/25 to 07/11/25 ID: 1,149 7/18/2025 030 MID-MANAGEMENT ASSN, DUES-MM
Source pay period: 06/14/2025 to 06/27/2025 Cycle 26 Doc source: Bended code: Fund:midmgmtpa mmdues 101 104.90 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 midmgmtpa mmdues 611 15.10 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 midmgmtpa mmdues 621 15.00 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 midmgmtpa mmdues 712 15.00 ID: 1,148 Check Total: 150.00
7/18/2025 059 TEXAS LIFE INSURANCE COMPANY
Source pay period: 06/14/2025 to 06/27/2025 Cycle 26 Doc source: Bended code: Fund:hlthpay txslfe 101 550.46 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 hlthpay txslfe 208 90.34 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 hlthpay txslfe 299 1.72 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 hlthpay txslfe 712 9.24 ID: 1,148 Check Total: 651.76
7/18/2025 041 GENERAL EMPLOYEES ASSN, DUES GEN EMPS
Source pay period: 06/14/2025 to 06/27/2025 Cycle 26 Doc source: Bended code: Fund:genemppay gendue 101 5.00 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 genemppay gendue 712 5.00 ID: 1,148 Check Total: 10.00
7/18/2025 008 SANGER FIRE ASSOCIATION, DUES-FIRE
Source pay period: 06/14/2025 to 06/27/2025 Cycle 26 Doc source: Bended code: Fund:firduepay freasn 101 712.12 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 firduepay freasn 208 200.00 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 firduepay freasn 261 50.00 ID: 1,148 Check Total
: 962.12
7/18/2025 010 SANGER POLICE ASSOCIATION, DUES-POLICE
Source pay period: 06/14/2025 to 06/27/2025 Cycle 26 Doc source: Bended code: Fund:polassnpay poldue 101 2,106.62 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 polassnpay poldue 208 372.20 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 polassnpay poldue 255 71.25 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 polassnpay poldue 261 143.36 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 polassnpay poldue 299 31.30 ID: 1,148 Check Total: 2,724.73
7/18/2025 012 EXECUTIVE MGMT ORGANIZATION, EXE MGMT-DU
Source pay period: 06/14/2025 to 06/27/2025 Cycle 26 Doc source: Bended code: Fund:sanexepay exdues 101 40.00 ID: 1,148 06/14/2025 to 06/27/2025 Cycle 26 sanexepay exdues 712 40.00 ID: 1,148 Check T
otal: 80.00
Page: 8
38 07/02/2025 City of Sanger 4:07PM
06/14/2025 to 06/27/2025- T
ype 1 Cycle 26
Payroll Final Check ListpyChkLst Page: 9
4,578.61Organization Total:
4,578.61Pay Period Total (06/28/25 to 07/11/25 ID: 1,149):
4,578.61 Benefit Checks Grand Total:
Page: 9
39 07/17/2025 City of Sanger10:44AM
06/28/2025 to 07/11/2025- T
ype 2 Cycle 26
Payroll Final Check ListpyChkLst Page: 1
Bank: dirdep - WEST
AMERICA BANK
Check # Date Employee # Name Check
Amt Direct Deposit
67210
7/18/2025 0.00 2,708.52CHAMPION, AMANDA
67211 7/18/2025 0.00 1,891.15DELGADO, SIERRA
67212
7/18/2025 0.00 2,259.72JACKSON, BRIONNE
67213 7/18/2025 0.00 4,662.40OLSON, NATHAN
67214 7/18/2025 0.00 4,312.21SPEER, MICHELLE
67215 7/18/2025 0.00 303.33GONZALEZ, FRANK G
67216 7/18/2025 0.00 312.56MARTINEZ, DANIEL
67217 7/18/2025 0.00 312.56MELENDEZ, DOLORES
67218 7/18/2025 0.00 312.56MONTELONGO, MICHAEL A
67219 7/18/2025 0.00 1,482.88BARRAGAN, CASIMIRO
67220 7/18/2025 0.00 1,627.01CUEVAS, ERIC
67221 7/18/2025 0.00 1,731.50IRAZOQUI, MARIO
67222 7/18/2025 0.00 1,708.25MURPHY, ROSE
67223 7/18/2025 0.00 1,981.31SANDOVAL, PAUL
67224 7/18/2025 0.00 2,817.93SYLVESTER, DEREK
67225 7/18/2025 0.00 2,034.66TOVAR, CARLOS
67226 7/18/2025 0.00 648.55VIDRIO, JAVIER
67227 7/18/2025 0.00 3,323.77CAMARENA, KARLA D.
67228 7/18/2025 0.00 2,233.40CASILLAS-TORRES, SMALYNNE 67229 7/18/2025 0.00 1,389.31DE ORTA, MICHELLE
67230 7/18/2025 0.00 1,700.41FLORIAN, STEPHANIE
67231 7/18/2025 0.00 1,155.18NORIEGA, LESLIE
67232 7/18/2025 0.00 1,627.84PEREZ ZUNIGA, MAYRA E
67233 7/18/2025 0.00 1,445.30RAMIREZ, MICHELE
67234 7/18/2025 0.00 438.09VASQUEZ, GIANNA L
67235 7/18/2025 0.00 2,047.67WAHL, LEICA KATHRINA LACAY 67236 7/18/2025 0.00 2,122.73ALONSO, JULIA
67237 7/18/2025 0.00 811.95BARRERA, ELIZABETH
67238 7/18/2025 0.00 966.97BIGGS, JACKSON
67239 7/18/2025 0.00 2,926.88CAROLAN, KEVIN
67240 7/18/2025 0.00 4,231.67CORONADO JR, JESUS
67241 7/18/2025 0.00 1,780.13CUELLAR, ADRIANA
67242 7/18/2025 0.00 1,987.16DOLAN, HAYDEN
67243 7/18/2025 0.00 2,329.74ELLIS, SKYLER
67244 7/18/2025 0.00 1,152.11FIELDS, KELLY
67245 7/18/2025 0.00 1,604.76HOULE, BAILEY
67246 7/18/2025 0.00 1,677.58JAECKEL, AVA
67247 7/18/2025 0.00 4,583.38JONES, ANDY
Page: 1
40 07/17/2025 City of Sanger10:44AM
06/28/2025 to 07/11/2025- T
ype 2 Cycle 26
Payroll Final Check ListpyChkLst Page: 2
Bank: dirdep - WEST
AMERICA BANK
Check # Date Employee # Name Check
Amt Direct Deposit
67248
7/18/2025 0.00 1,471.91LANG, JUSTIN
67249 7/18/2025 0.00 3,781.71LORENTE, RYAN
67250 7/18/2025 0.00 2,024.30MCWILLIAMS, SOFIA
67251
7/18/2025 0.00 2,322.78MIRELES FLORES, MARIA
67252 7/18/2025 0.00 2,600.38NELSON, CALEB M
67253 7/18/2025 0.00 2,468.11PALLAS, MICHAEL L
67254 7/18/2025 0.00 1,470.97PISCHING, MARK G
67255 7/18/2025 0.00 3,364.14PITTS, CRAIG
67256 7/18/2025 0.00 3,355.80SANDERS, GERALD
67257 7/18/2025 0.00 3,377.67TARASCOU, GREGORY
67258 7/18/2025 0.00 2,086.77TREVINO, SANDRA
67259 7/18/2025 0.00 1,797.76VELASQUEZ, SHERRY
67260 7/18/2025 0.00 6,107.19WADDLE, CHRISTOPHER A.
67261 7/18/2025 0.00 3,228.65WILLIAMS, KENNETH D.
67262 7/18/2025 0.00 2,807.51WILSON, TODD
67263 7/18/2025 0.00 4,392.08ACEVES CRUZ, JULIAN
67264 7/18/2025 0.00 3,393.82ARGUELLO, SERGIO
67265 7/18/2025 0.00 4,229.03BANDA-TOVAR, JOEL
67266 7/18/2025 0.00 3,427.78BARRAGAN, MELISSA
67267 7/18/2025 0.00 3,673.42BISE, JEFFREY L.
67268 7/18/2025 0.00 5,015.48BOUST, JASON
67269 7/18/2025 0.00 876.41CAMPBELL, SARAH L
67270 7/18/2025 0.00 11,445.00CASTREJON, EDDIE
67271 7/18/2025 0.00 4,626.47DIAZ, HENRY
67272 7/18/2025 0.00 4,016.89EDWARDS, SHAELA
67273 7/18/2025 0.00 2,705.47FRANCO, RICHARD
67274 7/18/2025 0.00 3,840.30GARCIA, FERNANDO
67275 7/18/2025 0.00 5,502.68GARZA, RAMIRO
67276 7/18/2025 0.00 3,391.37GUILLEN, ROSARIO
67277 7/18/2025 0.00 2,400.53HERNANDEZ, ANDREINA
67278 7/18/2025 0.00 4,951.69HUGHES, TOBIAS
67279 7/18/2025 0.00 3,092.08INOSTROS, JESSICA
67280 7/18/2025 0.00 4,910.48JOHNSON, JOSHUA D
67281 7/18/2025 0.00 2,609.31JONES, KIMBERLY M.
67282 7/18/2025 0.00 4,403.38MEDINA, JOSE
67283 7/18/2025 0.00 4,839.63MORALES, JESSE
67284 7/18/2025 0.00 4,820.92MORENO, LOUIS A
67285 7/18/2025 0.00 3,641.44MUNOZ, BERTHA J
Page: 2
41 07/17/2025 City of Sanger10:44AM
06/28/2025 to 07/11/2025- T
ype 2 Cycle 26
Payroll Final Check ListpyChkLst Page: 3
Bank: dirdep - WEST
AMERICA BANK
Check # Date Employee # Name Check
Amt Direct Deposit
67286
7/18/2025 0.00 2,788.82NELSON, AMANDA M
67287 7/18/2025 0.00 3,087.42ORNELAS, BAUDELIO
67288
7/18/2025 0.00 13,065.03PACHECO, JOSE
67289 7/18/2025 0.00 4,105.46REYNOLDS, JOHN
67290 7/18/2025 0.00 3,517.57ROARK, TYLER
67291 7/18/2025 0.00 3,841.06RODRIGUEZ, JULIAN R
67292 7/18/2025 0.00 1,788.22RYAN, NICOLE
67293 7/18/2025 0.00 3,549.75SANCHEZ, KELSEY
67294 7/18/2025 0.00 3,164.86SOTO, JOSE O.
67295 7/18/2025 0.00 4,268.73THAO, MENOU A
67296 7/18/2025 0.00 3,953.31TORRES, ROBERT C
67297 7/18/2025 0.00 4,439.51TREVINO, CYNTHIA
67298 7/18/2025 0.00 2,064.03VARELA, TERRI
67299 7/18/2025 0.00 2,081.57WELCH, PAUL M.
67300 7/18/2025 0.00 5,310.65YAMBUPAH, ANGELA C
67301 7/18/2025 0.00 2,568.58ACOSTA, JAVIER
67302 7/18/2025 0.00 1,676.59AVALOS, JORGE
67303 7/18/2025 0.00 2,070.26BARBA CORTES, ERIKA
67304 7/18/2025 0.00 2,079.53CHOLICO, EDGAR
67305 7/18/2025 0.00 2,037.70EGGLESTON, STEVEN
67306 7/18/2025 0.00 2,219.38FLUETSCH, JOHN
67307 7/18/2025 0.00 2,781.82GONZALEZ, EDDIE
67308 7/18/2025 0.00 1,584.52GONZALEZ, JUAN
67309 7/18/2025 0.00 1,626.81HUERTA, PAUL
67310 7/18/2025 0.00 1,428.59IRAZOQUI, DANIEL T
67311 7/18/2025 0.00 2,694.77JASSO, GEORGE
67312 7/18/2025 0.00 1,898.08LOPEZ, ALEX
67313 7/18/2025 0.00 1,664.19LOPEZ, DIEGO
67314 7/18/2025 0.00 1,740.50MARTIN, RAYMOND
67315 7/18/2025 0.00 2,080.16MAZARIEGO, MANUEL
67316 7/18/2025 0.00 2,241.00MCDANIELS, ANTHONY
67317 7/18/2025 0.00 1,506.66ORONA, CATARINO
67318 7/18/2025 0.00 2,228.17REYES, ANTONIO P
67319 7/18/2025 0.00 2,907.73ROSALES, ESPERANZA
67320 7/18/2025 0.00 1,510.69SANTOS, WILLIAM
67321 7/18/2025 0.00 2,182.78WOODS, STEVE
67322 7/18/2025 0.00 466.21HERNANDEZ, KEITH
67323 7/18/2025 0.00 1,032.03ORTIZ, NAILA
Page: 3
42 07/17/2025 City of Sanger10:44AM
06/28/2025 to 07/11/2025- T
ype 2 Cycle 26
Payroll Final Check ListpyChkLst Page: 4
Bank: dirdep - WEST
AMERICA BANK
Check # Date Employee # Name Check
Amt Direct Deposit
67324
7/18/2025 0.00 235.49ALBARRAN-PEREZ, DAISY
67325 7/18/2025 0.00 2,635.64ALBARRAN-PEREZ, VIANEY
67326 7/18/2025 0.00 1,244.01ALVAREZ, NEREYDA
67327 7/18/2025 0.00 391.92BEDROSIAN, MICHAEL
67328
7/18/2025 0.00 560.52DENISTON, CATALINA
67329 7/18/2025 0.00 286.87GALVEZ, DANIEL
67330 7/18/2025 0.00 800.68HERNANDEZ, SIENNA G
67331 7/18/2025 0.00 1,167.66JIMENEZ, AUBREY A
67332 7/18/2025 0.00 570.12JUAREZ, CLARISSA
67333 7/18/2025 0.00 788.89MARCIAL, JONATHAN
67334 7/18/2025 0.00 468.40PETRILLE, BRIANA
67335 7/18/2025 0.00 841.89PINA, CARLOS
67336 7/18/2025 0.00 1,954.68TILLOTSON, LEAH
67337 7/18/2025 0.00 1,063.66VASQUEZ, APRIL
67338 7/18/2025 0.00 1,079.34VASQUEZ, SONNY
67339 7/18/2025 0.00 2,140.61ZAMORA, JOAQUIN
0.00 332,597.56Employee Check Totals
0.00 332,597.56Bank dirdep Totals (130 Forms)
Page: 4
43 07/17/2025 City of Sanger10:44AM
06/28/2025 to 07/11/2025- T
ype 2 Cycle 26
Payroll Final Check ListpyChkLst Page: 5
Bank: pybank - WEST
AMERICA BANK
Check # Date Employee # Name Check
Amt Direct Deposit
60453
7/18/2025 1,885.73 0.00MARTINEZ, LINA
60454 7/18/2025 365.71 0.00ORTIGOZA-V
ASQUEZ, JONATHAN
60455 7/18/2025 266.00 0.00HURTADO, ESMERALDA
60456 7/18/2025 407.61 0.00MARTINEZ, JULIA
60457 7/18/2025 533.32 0.00RAMIREZ, JOHN
60458 7/18/2025 1,816.20 0.00ZEPEDA, LEONARDO
60459 7/18/2025 3,909.81 0.00AYALA, RAMIRO
60460 7/18/2025 948.93 0.00LADY, BERNIE
60461 7/18/2025 2,721.89 0.00PEREZ, SILVESTRE
60462 7/18/2025 1,275.41 0.00REYES, ALEJANDRO
60463 7/18/2025 228.56 0.00RODRIGUEZ, ALEXIS
60464 7/18/2025 903.54 0.00BOUST, LUKE
60465 7/18/2025 213.33 0.00CASTRO ROSALES, NANCY
60466 7/18/2025 797.75 0.00CORTEZ, JAMES
60467 7/18/2025 540.06 0.00LOPEZ, KEIRA
60468 7/18/2025 346.67 0.00TAMEZ, ANNELISE
60469 7/18/2025 824.19 0.00WOLF, JACLYNN
60470 7/18/2025 1,017.12 0.00AGUILAR, JOAQUIN
60471 7/18/2025 460.60 0.00CASTRO, ANNALI
60472 7/18/2025 808.42 0.00COLE, MICAH
60473 7/18/2025 616.14 0.00LOPEZ, ILIANA
60474 7/18/2025 753.58 0.00LOPEZ, IVY
60475 7/18/2025 901.52 0.00MANZANEDO, ALICIA
60476 7/18/2025 997.26 0.00OWENS, MALONE
60477 7/18/2025 60.95 0.00PRADO, BRANDON
60478 7/18/2025 721.70 0.00URIETA, AMY
60479 7/18/2025 1,047.94 0.00VILLARREAL, ANDRES
25,369.94 0.00Employee Check Totals
Bank: pybank -
WESTAMERICA BANK
Benefit Checks
Check # Date Payee # Name Check
Amt Direct Deposit
60480
7/18/2025 026 98.86 0.00AFLAC
60481 7/18/2025 057 3,018.57 0.00AMERICAN FIDELITY ASSURANCE 60482 7/18/2025
012 160.00 0.00EXECUTIVE MGMT ORGANIZATION, E
60483 7/18/2025 041 20.00 0.00GENERAL EMPLOYEES ASSN, DUES G Page: 5
44 07/17/2025 City of Sanger10:44AM
06/28/2025 to 07/1
1/2025- Type 2 Cycle 26
Payroll Final Check ListpyChkLst Page: 6
Bank: pybank - WEST
AMERICA BANK
Benefit Checks
Check # Date Payee # Name Check Amt Direct Deposit
60484 7/18/2025
030 300.00 0.00MID-MANAGEMENT ASSN, DUES-MM
60485
7/18/2025 008 1,974.24 0.00SANGER FIRE ASSOCIATION, DUES- 60486 7/18/2025 052 924.50 0.00SANGER FIRE ASSOCIATION, FOOD 60487 7/18/2025 010 5,372.13 0.00SANGER POLICE ASSOCIATION, DUE 60488 7/18/2025 045 1,151.52 0.00STATE DISBURSEMENT UNIT 60489 7/18/2025 007 337.43 0.00STATIONARY ENGINEERS, LOCAL 39 60490 7/18/2025 059 1,283.52 0.00TEXAS LIFE INSURANCE COMPANY 14,640.77Total 0.00
14,640.77 0.00 Payee T
otals
40,010.71 0.00Bank pybank T
otals (38 Forms)
Page: 6
45 07/17/2025 City of Sanger10:44AM
06/28/2025 to 07/1
1/2025- Type 2 Cycle 26
Payroll Final Check ListpyChkLst Page: 7
Bank: wire - FEDERAL
TAX P AYMENT
Benefit Checks
Check # Date Payee # Name Check Amt Direct Deposit
2130 7/18/2025
003 106,565.46 0.00WESTAMERICA BANK
2131
7/18/2025 004 18,406.67 0.00EMPLOYMENT DEVELOPMENT DEPT 2132 7/18/2025 006 1,838.61 0.00I.C.M.A RETIREMENT TRUST 457 2133 7/18/2025 054 3,136.56 0.00CALPERS 457 PLAN
129,947.30Total 0.00
129,947.30 0.00 Payee T
otals
129,947.30 0.00Bank wire T
otals (4 Forms)
Grand Total 169,958.01 332,597.56
502,555.57Next Step:
Account Posting (AP)
Pay Period is Open (Locked)
Totals Checks and Direct Deposit (172 Forms)
Page: 7
46 07/17/2025 City of Sanger10:44AM
06/28/2025 to 07/1
1/2025- Type 2 Cycle 26
Payroll Final Check ListpyChkLst Page: 8
Source pay period: Doc source: Bended code: Fund:
No Pending Benefit Checks
Check Total:
Page: 8
47 City of Sanger Fire Department
Greg Tarascou, Fire Chief
1700 7th Street • Sanger, CA 93657 • Phone (559) 875-6568 • Fax (559) 875-6611 August 11, 2025
To: Hon
orable Mayor and Council Members
Nathan Olson, City Manager
From: Gre
g Tarascou, Fire Chief
RE: FI
RE DEPARTMENT REPORT FOR JULY
For
the month of July there were 240 calls for services for ambulance services within our area and within surrounding areas. Crews were also dispatched to 50 requests for services in July for fire calls, including house fires, trash and warming fires, building fires, vehicle fires and unintentional or false alarm calls. This total equates to 290 calls in July, or just over 9 calls per day.
Chute ti
mes are measured from the time the station is notified of an alarm to the time the unit goes enroute.
For the month of July our chute time was 79 seconds, below our benchmark of 90 seconds. Approximately 22% of the time our chute time measured at less than 45 seconds. Our travel time is measured from the time the unit is enroute to the time that we arrive on scene. For July our average response time was 6 minutes, 11 seconds within the City. This is slightly above our benchmark of under 6 minutes within the City. Our total call time for the month of July for EMS calls was measured at one hour, six minutes per call.
As wit
h every 4th of July holiday, the Fire Department continued to be very busy providing fire and life safety services. Over the holiday weekend, the Fire Department responded to nearly 40 calls for service, including three mutual aid requests for fires with Fresno County Fire Protection District and Clovis Fire Department. Of these, the Fire Department also responded to two building fires and four brush/wildland fires within the City limits on the night of the 4th. In addition, a total of 33 citations for illegal fireworks were issued and there were several illegal fireworks that were confiscated. As the cost of disposing these increases, the Fire Department will look to join other area cities in increasing the fine for illegal fireworks as well as implementing new drone technology to identify areas of illegal firework activity. Despite the public outreach, the problem of illegal fireworks continues to be an ongoing concern for Fire Departments statewide.
The F
ire Department continued our recruitment efforts with our single-role EMT and Paramedic program and with our Firefighter vacancies. For July, we have seven vacancies at the Firefighter level. There are four that have finished the background process and will start their academy at the beginning of August. Another three are in the background phase and are likely still two months away from starting. With fire suppression staffing we are currently 72% staffed. In the Non-Safety program, we have five vacancies. We have two EMTs in the background phase that are still one month out from starting. In addition, we have three more EMTs that are in the background phase that are at least two months out from starting. For the Non-Safety program, we are currently 25% staffed. Unfortunately, with the last four Paramedic recruitments we have had five potential candidates that have removed themselves from the process and we have not been able to hire at that level.
Lastly, we are in the process of recruiting a Fire Prevention Inspector. Interviews will be held in the second week of August and will likely take until the beginning of November to start.
F-4
48 While
not confirmed, there have been some internal discussions that we can potentially lose an additional five firefighters to outside agencies: two to Visalia Fire, two to Selma Fire and one potential to Clovis Fire. Four of these five potential people have greater than five years’ experience here at Sanger Fire. In addition, we will need to hold promotional examinations in the fall for vacancies at the Company Officer level. Overall, the Fire Department is currently 66% fully staffed.
I am of
course always available to answer any questions you have. 49 SANGER POLICE DEPARTMENT
Monthly Report
July 2025
John Reynolds
Chief of Police
Sum
mary:
The P
olice Department responded to an overall increase in calls for service for this month, with a decrease in assaults and robberies. Self-initiated patrol activity near Academy and Annadale to reduce gang violence has been successful in reducing criminal activity.
Cal
ls for Service:
Call Type Current Month Previous Month % Change
Total Calls 3124 2692 16%
Self-Initiated 1194 872 37%
Crim
e Statistics:
Crime Type Current Month Previous Month % Change
Homicide 0 0 0%
Assault 10 13 -23%
Robberies 0 5 -100%
Burglaries 5 1 400%
Arrest
and Citations:
Category Count
Felony Arrests 27
Misdemeanor Arrests 44
DUI Arrests 12
Traffic Citations 97
Not
able Incidents:
July 4, 2025
O
fficers were dispatched to the Best Buy Liquor located at 1813 Academy Avenue for an audible alarm activation. A burglary was determined to have occurred. Video evidence was recovered, and suspects F-5
50 have been identified. The incident is related to burglaries being investigated by both the Clovis Police Department and Fresno County Sheriff’s Office.
July 10, 2025
O
fficer conducted search of an individual on active parole in Sanger Park (477 Academy Avenue). The individual was found to be in possession of an ounce of methamphetamine. The individual was arrested and transported to the Fresno County Jail.
July 11, 2025
Of
ficers responded to the Walmart parking lot (2761 Jensen Avenue) for a report of a property damage hit and run traffic collision. Officers located the vehicle a short time later and attempted to stop it, but the driver refused to pull over. The driver finally pulled over near Bethel and American and was taken into custody for various vehicle code violations including driving under the influence of alcohol.
July 13, 2025
O
fficer initiated a vehicle stop on a vehicle with expired registration near Catherine & DeWitt. The driver failed to stop and nearly collided with two pedestrians in the area of North and Greenwood Avenues. The pursuit concluded in the 5200 block of S. Greenwood with the driver fleeing on foot.
Although a search was conducted, the driver eluded arrest.
July 20, 2025
O
fficer responded to the area of Edgar Ave. and I St. regarding multiple reports of shots fired with a male victim suffering from a gunshot wound. Witnesses reported that two masked subjects approached on foot and fired shots into a crowd before fleeing on foot. A vehicle was then seen speeding away from the area. A vehicle likely related was recovered nearby along with 9mm shell casings at the scene of the shooting. The investigation is ongoing and is believed to be gang related.
July 23, 2025
O
fficers responded to the area of Academy and Academy regarding a found child wandering the area only partially dressed. The child was unable to verbalize where he lived or provide his name. The child’s photograph was posted on social media with a request for community assistance in identifying both him and parents and within moments, multiple citizens offered information that led to the child’s identity. Child Protective Services were requested, and the child was placed with a responsible parent.
The community involvement was very much appreciated.
July 28, 2025
S
anger Fire responded to an apartment fire in the 1500 block of O St, which was contained solely within a bedroom of the apartment. Upon entry, a large quantity of narcotics and several weapons were located.
Officers secured the apartment and detectives responded. The suspect has been identified and is currently outstanding.
Per
sonnel and Staffing:
• Seven
(7) vacancies.
• Two candidates have accepted conditional offers of employment for the position of Police Officer.
51 • Oral interviews are ongoing for the position of Police Officer • Oral interviews are scheduled for August 12, 2025, for the position of Police Sergeant.
Trai
ning and Development:
An active internal recruitment has taken place for the position of Weaponless Defense Instructor. The selected officers will attend a California POST certified course entitled Gracie Survival Tactics, which is a physical de-escalation instructor course aimed at equipping officers with the skills to physically subdue violent people regardless of size. The Gracie Survival Tactics is a jiu-jitsu-based system that aims at reducing injuries to both officers and suspects. 52 - For the Meeting of: August 21, 2025
Ag enda Item No.: F-6
CITY OF SANGER
REPORT TO THE CITY COUNCIL
To: Mayor and Councilmembers
From: Greg Tarascou, Fire Chief
Subject: Resolution Acknowledging Acceptance of a Report on the Sanger Fire Department’s Compliance with SB1205 and California Health and Safety Code 13146.4
Attachments: Resolution No. 2025-69
CONFL
ICT OF INTEREST:
None know
n.
RECOM
MENDATION:
That
the City Council approve Resolution No. 2025-69 acknowledging acceptance of a report on the Sanger Fire Department’s compliance with SB1205 and California Health and Safety Code Section 13146.4.
EXECUT
IVE SUMMARY:
On Se
ptember 27, 2018 California Senate Bill 1205 (SB1205) became effective and added a new section to the California Health and Safety Code which affects every fire department or fire district in the State.
Existing law requires every fire department or district providing fire protection services to inspect every building used as a public or private school annually. This same annual inspection requirement is applicable to hotels, motels, lodging houses and apartment houses.
Wit
h the signing of SB 1205, the California Health and Safety Code was amended by adding Section 13146.4, that requires that all fire departments required to perform annual inspections pursuant to Sections 13146.2 and 13146.3 shall report annually to its a dministrating authority its compliance with Sections 13146.2 and 13146.3.
53 B
ACKGROUND:
Annually, the Sanger Fire Department is required to conduct inspections of all public and private schools, hotels, motels, lodging houses, and apartment/condominium buildings in accordance with California Health and Safety Code Section 13146.2 and 13146.3. The purpose of annual fire inspections is to mitigate known hazards, reduce risk to the community and ensure reasonable compliance with the California Fire Code.
California Health and Safety Code Section 13146.1 mandates that the local fire department inspect all jail, place of detention, or occupancies where the use of a building or structure are for the purpose of providing care or supervision to persons who are incapable of self-preservation without physical assistance. In the calendar year 2024, the Fire Department inspected 5 of 5 such occupancies, resulting in a compliance rate of 100%.
California Health and Safety Code Section 13146.2 mandates that the local fire department inspect all hotels, motels and condominium/apartment buildings (with three units or more) annually. In the calendar year 2024 the Fire Department inspected 30 of 44 hotels, motels, condominiums and apartment buildings, resulting in a compliance rate of 68%. Unfortunately, these occupancies pose the greatest degree of difficulty in obtaining compliance, especially from privately-owned apartment buildings. Fire prevention staff will work to ensure compliance can be greater than 90% moving forward.
California Health and Safety Code Section 13146.3 mandates that the local Fire Department inspects all public and private schools once annually. In the calendar year 2024, the Fire Department inspected 20 of 20 school facilities, resulting in a compliance rate of 100%.
The Fire Department completed 80% of its annual inspections of all known mandated buildings that are included within the mandate for calendar year 2024. In total, the Fire Department conducted 55 of the 69 mandated annual inspections. The 55 inspections do not include the numerous re-inspections and follow- ups performed by staff. Fire Department staff continue to conduct re-inspections in response to deficiencies observed during initial inspections.
REASON FOR RECOMMENDATION:
The acceptance of this compliance report and the recommended Resolution fulfill the statutory requirements contained in California Health and Safety Code Section 13146.2, 13146.3 and 13146.4 as amended by SB 1205.
FISCAL IMPACT:
There are no fiscal impacts with the filing and acceptance of this report.
ALTERNATIVES:
None.
ACTIONS FOLLOWING APPROVAL:
After approval staff will retain these records consistent with the City’s Records Retention Policy.
54 RESOLUTION NO. 2025-69
A RESO
LUTION OF THE CITY COUNCIL OF THE CITY OF SANGER
ACKNOWLEDGING ACCEPTANCE OF A REPORT ON THE FIRE
DEPARTMENT’S COMPLIANCE WITH SB 1205 AND CALIFORNIA
HEALTH & SAFETY CODE SECTION 13146.4
WHER
EAS, Section 13146.4 was added to the California Health & Safety Code in 2018, and became effective September 27, 2018; and
WHER
EAS, California Health & Safety Code Section s 13146.1, 13146.2 and 13146.3 require all fire departments including the Sanger Fire Department, that provide fire protection services to perform annual inspections in every building used for the purpose of providing care or supervision to persons who are incapable of self -preservation without physical assistance or in which persons are detained for penal or correctional purposes or in which the liberty of the occupants is restricted, used as a public or private school, hotel, motel, lodging house, apartment house, and certain residential care facilities for compliance with building standards, as provided; and
WHER
EAS, California Health & Safety Code Section 13146.4 requires all fire departments that provide fire protection services to report annually to its administrating authority its compliance with Section 13146.1, 13146.2 and 13146.3; and WHER
EAS, the City Council of the City of Sanger intends this Resolution to fulfill the requirements of the California Health & Safety Code regarding acknowledgment of the City’s compliance with California Health & Safety Code Sections 13146.1, 13146.2 and 13146.3.
NOW THE
REFORE, BE IT RESOLVED, that the City Council of the City of Sanger expressly acknowledge the measure of compliance of the City’s Fire Department with California Health & Safety Code Sections 13146.1, 13146.2 and 13146.3 in the jurisdictional area of the City, as follows:
A. Inst
itutional Group I Occupancies
Institutional Group I Occupancies, for the purpose of this resolution, are generally those occupancies where the use of a building or structure, are for the purpose of providing care or supervision to persons who are incapable of self-preservation without physical assistance or in which persons are detained for penal or correctional purposes or in which the liberty of the occupants is restricted. Within the City, there are 5 known Group I occupancies, buildings, structures and/or facilities.
During the calendar year 2024, the City completed the annual inspection of 5 Group I occupancies, buildings, structures and/or facilities. This is a compliance rate of 100% for this reporting period.
55 B. Residential Group R Occupancies
Residential Group R occupancies, for the purpose of this resolution, are generally those occupancies containing sleeping units, and including hotels, motels, and apartments (three units or more). Within the City, there are 44 known Group R occupancies of this nature.
During the calendar year 2024, the City completed the annual inspection of 30 Group R occupancies, buildings, structures and/or facilities. This is a compliance rate of 68 % for this reporting period.
C. Educa
tional Group E Occupancies
Educational Group E Occupancies are generally those public and private schools, used by more than six persons at any one time for educational purposes through the 12th grade. Within the City, there are 20 known Group E occupancies, buildings, structures and/or facilities.
During the calendar year 202 4, the City completed the annual inspection of 20 Group E occupancies, buildings, structures and/or facilities. This is a compliance rate of 100% for this reporting period.
* * * * * * * * * * * * * * * * *
I her
eby certify that the foregoing was duly passed and adopted by the City Council of the City of Sanger, Fresno County, State of California, at its regular meeting thereof held on August 21, 2025 by the following vote:
AYES
: Council Members:
NOES: Council Members:
ABSTAIN: Council Members:
ABSENT: Council Members:
ATTEST
:
Lina Martinez, City Clerk
56 For the Meeting of: August 21, 2025
Age nda Item No.: F-7
CITY OF SANGER
REPORT TO THE CITY COUNCIL
To: Mayor and City Council Members
From: Nathan Olson, City Manager
Subject: Receipt of Update on Emergency Repairs at Wastewater Treatment Plant Pursuant to Resolution No. 2025-55 and Request to Continue Declaration of Emergency
Attachments:
1. Resolution No. 2025-55 and Resolution No. 2025-70
CONFLICT OF INTEREST:
None know
n.
RECOM
MENDATION:
Sta
ff recommends that the City Council r eceive Report from City Manager Regarding Emergency Repairs at Wastewater Treatment Plant per Resolution No. 2025-55 and adopt Resolution 2025-70 Continuing the Declaration of Emergency.
EXECUT
IVE SUMMARY:
The pur
pose of this staff report is to provide an updated status on the emergency repairs initiated under the Determination of Emergency to address the Sanger Domestic/Industrial Wastewater Treatment Facility (WWTF). This report summarizes the progress made, challenges encountered, and financial implications of the ongoing repair efforts. Based on the status and projected needs, it is recommended to continue with emergency actions under Resolution No. 2025-55 to ensure timely and effective completion of the repairs.
Reports on actions taken and status of the emergency will continue to be made at each regular meeting of the City Council.
57 B
ACKGROUND:
• July 18, 2024: City Manager Nathan Olson (as the Director of Emergency Services) declared an emergency at the Sanger Domestic/Industrial Wastewater Treatment Facility, requiring emergency repairs. Immediate emergency repairs were identified for the WWTF Digester, the Industrial/Domestic Headworks, and WWTF Bypass Pump. Reference Resolution 2024-48.
• August 2024: Repairs commenced, starting with the cleaning of the Digester, followed by work on the Industrial Headworks. The Digester was cleaned out, and its valves were replaced. • November 21, 2024: City Council reviewed and ratified agreements with Rockeez and VIS for work on the Industrial Headworks and cross-contamination emergency repairs. A new bypass pump was installed during this time to correct cross-contamination issues after the thickening clarifier. • December 2024: Repairs on the Industrial Headworks were completed, including epoxy coating, installation of a new line, concrete pit repairs, and valve replacements. Work immediately began on the Domestic Headworks.
• Early 2025: Domestic Headworks received attention due to debris buildup caused by a malfunctioning Bar Screen. The Bar Screen was under warranty; parts were ordered and fixed. • January 16, 2025 : City Council renewed the proclamation of emergency to address additional contracts required for completing emergency repairs. This renewal emphasized the necessity for continued immediate repairs without formal competitive requirements. Reference Resolution 2025-03. • March 20, 2025: City Council reviewed and ratified the agreement with Rockeez for Domestic Headworks repairs. Work began on the Primary Effluent Pump Chambers related to the clarifiers. • April 17, 2025: City Council renewed the proclamation of emergency to address additional contracts required for completing emergency repairs. This renewal emphasized the necessity for continued immediate repairs without formal competitive requirements. Reference Resolution 2025-28. • April 17, 2025: Work on the Primary Effluent Pump Chambers was completed in early April. City Council reviewed and ratified the agreement with Rockeez for the Primary Effluent Pump Chambers. Reference Resolution 2025-29.
• May 15, 2025: City Council renewed the proclamation of emergency to address additional contracts required for completing emergency repairs. This renewal emphasized the necessity for continued immediate repairs without formal competitive requirements. Reference Resolution 2025-35. • May 2025: Clarifiers are being prepped for their extensive rehab and epoxy coatings. Distribution box #7 was rehabbed and epoxied.
• June 2025: VIS spearheaded a free testing and demonstration of new sealant technology on the decayed lines of the Wastewater Treatment Facility to promising results. A contract with Telstar for Scada repairs and upgrades is in review.
• June 27, 2025: City Council renewed the proclamation of emergency to address additional contracts required for completing emergency repairs and approved a budget amendment to the 2024/25 fiscal year appropriating $800,000 in funds for the Wastewater Treatment Facility emergency repairs . The renewal emphasized the necessity for continued immediate repairs without formal competitive requirements. Reference Resolution 2025-43.
• July 17, 2025: City Council renewed the proclamation of emergency to address additional contracts required for completing emergency repairs. The renewal emphasized the necessity for continued immediate repairs without formal competitive requirements. Reference Resolution 2025-55. • July/August 2025: Repairs are underway on Clarifier #2, which has also received extensive coating with Mainstay for enhanced durability. Preparations have begun for the Digester rehabilitation project, a comprehensive effort expected to span over 30 days. The scope includes mechanical repairs, replacement of 58 various pipes and valves, and application of Mainstay coating to the dome structure. Staff have been meeting with Telstar and are preparing to upgrade the SCADA system. • August 7, 2025: City Council approved the contract with Diamond Weld to construct a new Sludge Tank.
This addition is a key component of the broader Digester rehabilitation initiative. • Ongoing: Remaining tasks include cleaning, inspecting, repairing, and applying new epoxy to anaerobic digester, clarifiers and the thickener, inspecting, repairing, and replacing the decayed lines leading from Headworks as well as refurbishing.
REASON FOR RECOMMENDATION:
These emergency repairs are critical to ensure the protection of health, safety, and welfare of City residents and to protect the Wastewater Treatment Facilities. Currently, the Digester still requires inspection and repairs.
The City’s Domestic and Industrial Wastewater Treatment Plant are undergoing critical maintenance.
Public Works staff secured quotes from Packaging Pro Tech Inc. DBA Rockeez Engineering for emergency projects.
FISCAL IMPACT:
The exact fiscal impact is not fully known at this time as the work is being performed on a Time and Material basis due to the time sensitivity, but Staff will provide an updated budget for the project at further upcoming Council meetings. Any additional costs for more repairs and materials will be brought back to City Council and addressed appropriately. The costs will be funded from Sewer Enterprise funds.
ALTERNATIVES:
No recommended alternatives. Until all repairs and maintenance are done, the Wastewater Treatment Plant remains non-compliant.
ACTIONS FOLLOWING APPROVAL:
Per the Resolution, Staff will provide Council updates and seek ratification of any contracts at those meetings. 59 ATTACHMENT 1
60 RESOLUTION NO. 2025-55
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANGER CONTINUING
THE DECLARATION PROCLAIMING THE EXISTENCE OF A LOCAL EMERGENCY
REGARDING THE SANGER DOMESTIC WASTEWATER TREATMENT FACILITY
AND THE INDUSTRIAL WASTEWATER TREATMENT FACILITY
WHEREAS, the City of Sanger operates the Sanger Domestic Wastewater Treatment Facility and the Industrial Wastewater Treatment Facility (hereafter o'Domestic and Industrial Wastewater Facilities" ; and
WHEREAS, the City Manager to serve as the Director of Emergency Services issued a proclamation of local emergency for emergency repairs, which included (but is not limited to) the following: Digester repairs as needed after inspection; repairs as needed to the domestic headworks including epoxy coating to headwork; draining and inspection of all clarifiers; as well as repairing mechanical components and epoxy coating to clarifiers, and inspecting, repairing, and replacing the decayed lines leading from Headworks as well as refurbishing.; and WHEREAS, the City Council approved and renewed the Director of Emergency Services' determination on June27,2025, pursuant to Resolution No. 2025-43; and WHEREAS, the City Council has regularly received reports regarding the emergency and reviewed the need for continuing the local emergency and intended for the same; and WHEREAS, the City Manager requests that the City Council continue the declaration of a state of local emergency for the City as impacts regarding emergency repairs to the wastewater treatment facility continue to be evaluated, repaired, and or mitigated; and WHEREAS, the existing SCADA system needs upgrading, and the status of the needed repairs include cleaning, inspecting, repairing, and applying new epoxy to anaerobic digester, clarifiers and the thickener, inspecting, repairing, and replacing the decayed lines leading from Headworks as well as refurbishing; and
WHEREAS, there is a need to continue the emergency for purposes of procurement to ensure the City is able to procure the necessary equipment, services, and supplies for those pu{poses, without giving notice for bids to let contracts.
WHEREAS, the City Council desires to continue the duration of the declaration of emergency as there is a need for the same as set forth above.
NOW, THEREFORE the City Council resolves as follows:
Section 1. The recitals herein are incorporated herein by reference.
Section 2. The City Council has reviewed the need for continuing the local emergency and finds that the state of emergency conditions related to the Domestic and Industrial Wastewater 61 Facilities are ongoing and are recognizedas an imminent threat to our citizens. In accordance with Public Contracts Code Section22050 and Sanger City Code Section 2-206 (h), the public interest and necessity demand the immediate expenditure of public money to safeguard life, health, or property. As such, the City Council extends and continues the declaration of a local emergency regarding the Domestic Wastewater Treatment Facility and the Industrial Wastewater Treatment Facility.
Section 3. The emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency.
Section 4. Per Public Contract Code Section 22050 (c ) (1) the City Council shall review the emergency action at its next regularly scheduled meeting and at every regularly scheduled meeting thereafter until the action is terminated.
Section 5. This Resolution shall become effective upon adoption.
The foregoing Resolution was considered by the City Council for the City of Sanger at a regular meeting of said Council held on the 17th day of July 2025, and approved by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
GONZALEZ, MARTINEZ, HURTADO, MONTELONGO
NONE
NONE
MELENDEZ
ATTEST:
Lina Martinez, City Clerk
62 ATTACHMENT 2
63 RESOLUTION NO. 2025-70
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANGER CONTINUING
THE DECLARATION PROCLAIMING THE EXISTENCE OF A LOCAL EMERGENCY
REGARDING THE SANGER DOMESTIC WASTEWATER TREATMENT FACILITY
AND THE INDUSTRIAL WASTEWATER TREATMENT FACILITY
WHEREAS, the City of Sanger operates the Sanger Domestic Wastewater Treatment Facility and the Industrial Wastewater Treatment Facility (hereafter “Domestic and Industrial Wastewater Facilities”; and
WHEREAS, the City Manager to serve as the Director of Emergency Services issued a proclamation of local emergency for emergency repairs, which included (but is not limited to) the following: Digester repairs as needed after inspection; repairs as needed to the domestic headworks including epoxy coating to headwork; draining and inspection of all clarifiers; as well as repairing mechanical components and epoxy coating to clarifiers, and inspecting, repairing, and replacing the decayed lines leading from Headworks as well as refurbishing.; and
WHEREAS, the City Council approved and renewed the Director of Emergency Services’ determination on July 17, 2025, pursuant to Resolution No. 2025-55; and
WHEREAS, the City Council has regularly received reports regarding the emergency and reviewed the need for continuing the local emergency and intended for the same; and
WHEREAS, the City Manager requests that the City Council continue the declaration of a state of local emergency for the City as impacts regarding emergency repairs to the wastewater treatment facility continue to be evaluated, repaired, and or mitigated; and
WHEREAS, the existing SCADA system needs upgrading, and the status of the needed repairs include cleaning, inspecting, repairing, and applying new epoxy to anaerobic digester, clarifiers and the thickener, inspecting, repairing, and replacing the decayed lines leading from Headworks as well as refurbishing; and
WHEREAS, there is a need to continue the emergency for purposes of procurement to ensure the City is able to procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts.
WHEREAS, the City Council desires to continue the duration of the declaration of emergency as there is a need for the same as set forth above.
NOW, THEREFORE the City Council resolves as follows:
Section 1. The recitals herein are incorporated herein by reference.
Section 2. The City Council has reviewed the need for continuing the local emergency and finds that the state of emergency conditions related to the Domestic and Industrial Wastewater 64 Facilities are ongoing and are recognized as an imminent threat to our citizens. In accordance with Public Contracts Code Section 22050 and Sanger City Code Section 2-206 (h), the public interest and necessity demand the immediate expenditure of public money to safeguard life, health, or property. As such, the City Council extends and continues the declaration of a local emergency regarding the Domestic Wastewater Treatment Facility and the Industrial Wastewater Treatment Facility.
Section 3. T he emergency will not permit a delay resulting from a competitive solicitation for bids, and that the action is necessary to respond to the emergency.
Section 4. Per Public Contract Code Section 22050 (c ) (1) the City Council shall review the emergency action at its next regularly scheduled meeting and at every regularly scheduled meeting thereafter until the action is terminated.
Section 5. This Resolution shall become effective upon adoption.
The foregoing Resolution was considered by the City Council for the City of Sanger at a regular meeting of said Council held on the 21
st day of August 2025, and approved by the following
vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST:
Lina Martinez, City Clerk
65 For the Meeting of: August 21, 2025
Agenda Item No.: F-8
CITY OF SANGER
REPORT TO THE CITY COUNCIL
To: Mayor and Councilmembers
From: Nathan Olson, City Manager
Subject: Approval of amended job description for the position of Parks & Recreation Director.
Attachments: (1) Current Job Description
(2) Amended Job Description
CONFLICT OF INTEREST:
None known.
RECOMMENDATION:
That the City Council approve amended job for the position of Parks & Recreation Director.
EXECUTIVE SUMMARY:
On December 19, 2024, City Council adopted the Fiscal 2024-2025 Amended Operating Budget which included the addition of a Parks & Recreation Director. On January 16, 2025, City Council adopted the amended position allocation, formally allocating the Parks & Recreation Director position as an authorized position.
On February 6, 2025, City Council approved and accepted the job description for the Parks & Recreation Director and establish a salary range for the position.
Staff is now recommending amendments to the job description to open the position to a broader audience.
66 REASON FOR RECOMMENDATION:
The city ran a recruitment to fill the Parks and Recreation Director and was able to narrow it down to three qualified applicants for final interview. One applicant rescinded from the recruitment and an offer was made to another. Applicant withdrew his application as he was in background. The City Manger then interviewed the final applicant on the eligibility list and did not extend an offer to the applicant.
The eligibility list is now exhausted, and a new recruitment will be ran. The amended job description will allow for a broader applicant pool.
Current job description
Experience:
Eight (8) years of extensive administrative experience in a full-service municipal or county government agency, including three (3) years in a management position.
Proposed Amended Job description
Experience:
Five (5) years of increasingly responsible experience managing parks and recreation programs and facilities in public, private, educational, non-profit organization, municipal or county government agency,
FISCAL IMPACT:
None
COUNCIL OPTIONS:
City Council may choose to deny the amended job description and staff will run another recruitment with current requirements.
ACTIONS FOLLOWING APPROVAL:
Upon approval, staff will move forward with recruitment efforts.
67 Attachment 1
68 CITY OF SANGER
PARKS AND RECREATION DIRECTOR
Description
BASIC FUNCTION
Under administrative direction, plans, organizes, manages, and directs the programs and activities of the City’s Parks and Recreation Department, including the functions of facilities and parks maintenance; formulates and implements departmental policies, goals and directives; provides professional assistance to City Council, City Manager, and City management staff on Community Services matters.
DISTINGUISHING CHARACTERISTICS
This single -position class has department head level responsibility for overall policy development, program planning, fiscal management, and operation of assigned divisions. The incumbent is responsible for developing and implementing department goals and objectives; and acts as a member of the City’ s executive management team.
This is an at-will position that serves at the will of the City Manager.
EXAMPLES OF DUTIES
Essential responsibilities and duties may include, but are not limited to, the following:
1. Plans, organizes, manages and directs, through subordinate managers and supervisors, the divisions and functions of the Parks and Recreation Department which include but are not limited to Parks, Recreation, and Facilities Maintenance
2. Provides executive direction to staff to ensure department goals and objectives are met and are consistent with the City’s overall goals and objectives.
3. Directs and oversees fiscal, personnel and program matters within assigned divisions and program areas.
4. Develops, proposes, and implements programs designed to provide quality parks, open space management, recreation-related health, eldercare, after -school educational programs, and community wide special events.
5. Determines priorities and directs the development of management systems and operating procedures for overall effectiveness.
6. Monitors service performance and quality, evaluates department operations and implements policy and procedure improvements.
7. Evaluates and improves operations to effectively manage costs.
8. Identifies and evaluates alternatives for service delivery including outsourcing and private sector partnerships.
9. Directs the preparation of and personally prepares a variety of complex administrative and technical reports including reports to the City Manager and City Council; directs the maintenance of departmental records.
10. Participates as a member of the City Manager’s Executive Team involved in the formulation and execution of City-wide policies and long and short -term strategies.
11. Manages and coordinates the development and implementation of capital and operating budgets for assigned divisions.
69 12. Presents before City Council, commissions, public agencies, business and civic groups and other organizations in the discussion of assigned city functions, departments and related proposals, projects, and policies.
13. Performs related duties as required.
REPORTING RELATIONSHIP
This position reports to the City Manager, directly supervises the Parks & Recreation Supervisor and indirectly supervises all Parks & Recreation staff.
DESIRABLE QUALIFICATIONS
Knowledge of:
• Principles and practices of public administration including general administration, personnel, program management, fiscal management and budgeting
• Current trends, principles, and practices of park management, recreation, education and senior program administration
• Management information systems
• Budget preparation and administration
• Local government organization and operations
• Federal, State and local laws, rules and regulations regarding local government operations • Research methods and techniques, methods of report preparation • Theories, principles, practices and methods of supervision, training and performance evaluation Ability to:
• Analyzing complex and sensitive administrative, operational, economic, political and organizational issues, evaluating alternatives and reaching sound conclusions. • Developing and implementing parks, urban forestry, recreation, and animal service -related strategic plans, policies, procedures, and programs.
• Short and long-range planning.
• Organize, direct and manage the programs and activities of multiple, diverse organizational divisions. Select, train, evaluate, and manage professional and managerial staff. • Establish and maintain effective working relationships with employees, employee representatives and organizations, City officials, other governmental jurisdictions and the general public. • Effectively communicate in written and oral form.
• Provide effective leadership to multiple diverse organizational divisions. • Effectively engage citizens and organizations in addressing emerging community issues. Think strategically in program planning, development, implementation, and evaluation. 70 • Establish appropriate timelines, milestones, and deadlines for project implementation and develop criteria to effectively measure progress in achieving project success and departmental objectives.
EXPERIENCE AND EDUCATION
Any combination of experience and education that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Experience:
Eight (8) years of extensive administrative experience in a full -service municipal or county government agency, including three (3) years in a management position.
Education:
A Bachelor’s degree from an accredited college or university with major course work in public or business administration, finance, accounting or a closely related field. A Master’s degree in public or business administration or related field is highly desirable.
License:
Possession at time of appointment and continued maintenance of a valid California Driver’s License.
PHYSICAL CHARACTERISTICS AND WORKING ENVIRONMENT
Positions in this class are typically situated in a standard office environment resulting in little exposure to the weather and requiring no unusual physical abilities.
The above statements are intended to describe the general nature and level of work performed by personnel assigned to this classification and is not necessarily an exhaustive list of all responsibilities, duties and skills required.
**************************************************
71 Attachment 2
72 CITY OF SANGER
PARKS AND RECREATION DIRECTOR
Description
BASIC FUNCTION
Under administrative direction, plans, organizes, manages, and directs the programs and activities of the City’s Parks and Recreation Department, including the functions of facilities and parks maintenance; formulates and implements departmental policies, goals and directives; provides professional assistance to City Council, City Manager, and City management staff on Community Services matters.
DISTINGUISHING CHARACTERISTICS
This single -position class has department head level responsibility for overall policy development, program planning, fiscal management, and operation of assigned divisions. The incumbent is responsible for developing and implementing department goals and objectives; and acts as a member of the City’ s executive management team.
This is an at-will position that serves at the will of the City Manager.
EXAMPLES OF DUTIES
Essential responsibilities and duties may include, but are not limited to, the following:
1. Plans, organizes, manages and directs, through subordinate managers and supervisors, the divisions and functions of the Parks and Recreation Department which include but are not limited to Parks, Recreation, and Facilities Maintenance
2. Provides executive direction to staff to ensure department goals and objectives are met and are consistent with the City’s overall goals and objectives.
3. Directs and oversees fiscal, personnel and program matters within assigned divisions and program areas.
4. Develops, proposes, and implements programs designed to provide quality parks, open space management, recreation-related health, eldercare, after -school educational programs, and community wide special events.
5. Determines priorities and directs the development of management systems and operating procedures for overall effectiveness.
6. Monitors service performance and quality, evaluates department operations and implements policy and procedure improvements.
7. Evaluates and improves operations to effectively manage costs.
8. Identifies and evaluates alternatives for service delivery including outsourcing and private sector partnerships.
9. Directs the preparation of and personally prepares a variety of complex administrative and technical reports including reports to the City Manager and City Council; directs the maintenance of departmental records.
10. Participates as a member of the City Manager’s Executive Team involved in the formulation and execution of City-wide policies and long and short -term strategies.
11. Manages and coordinates the development and implementation of capital and operating budgets for assigned divisions.
73 12. Presents before City Council, commissions, public agencies, business and civic groups and other organizations in the discussion of assigned city functions, departments and related proposals, projects, and policies.
13. Performs related duties as required.
REPORTING RELATIONSHIP
This position reports to the City Manager, directly supervises the Parks & Recreation Supervisor and indirectly supervises all Parks & Recreation staff.
DESIRABLE QUALIFICATIONS
Knowledge of:
• Principles and practices of public administration including general administration, personnel, program management, fiscal management and budgeting
• Current trends, principles, and practices of park management, recreation, education and senior program administration
• Management information systems
• Budge preparation and administration
• Local government organization and operations
• Federal, State and local laws, rules and regulations regarding local government operations • Research methods and techniques, methods of report preparation • Theories, principles, practices and methods of supervision, training and performance evaluation Ability to:
• Analyzing complex and sensitive administrative, operational, economic, political and organizational issues, evaluating alternatives and reaching sound conclusions. • Developing and implementing parks, urban forestry, recreation, and animal service -related strategic plans, policies, procedures, and programs.
• Short and long-range planning.
• Organize, direct and manage the programs and activities of multiple, diverse organizational divisions. Select, train, evaluate, and manage professional and managerial staff. • Establish and maintain effective working relationships with employees, employee representatives and organizations, City officials, other governmental jurisdictions and the general public. • Effectively communicate in written and oral form.
• Provide effective leadership to multiple diverse organizational divisions. • Effectively engage citizens and organizations in addressing emerging community issues. Think strategically in program planning, development, implementation, and evaluation. 74 • Establish appropriate timelines, milestones, and deadlines for project implementation and develop criteria to effectively measure progress in achieving project success and departmental objectives.
EXPERIENCE AND EDUCATION
Any combination of experience and education that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Experience:
Five (5) years of increasingly responsible experience managing parks and recreation programs and facilities in public, private, educational, non-profit organization, municipal or county government agency,
Education:
A Bachelor’s degree from an accredited college or university with major course work in public or business administration, finance, accounting or a closely related field. A Master’s degree in public or business administration or related field is highly desirable.
License:
Possession at time of appointment and continued maintenance of a valid California Driver’s License.
PHYSICAL CHARACTERISTICS AND WORKING ENVIRONMENT
Positions in this class are typically situated in a standard office environment resulting in little exposure to the weather and requiring no unusual physical abilities.
The above statements are intended to describe the general nature and level of work performed by personnel assigned to this classification and is not necessarily an exhaustive list of all responsibilities, duties and skills required.
**************************************************
75 For the Meeting of: August 21, 2025
Agenda Item No.: F-9
CITY OF SANGER
REPORT TO THE CITY COUNCIL
To: Mayor and City Council
From: Josh ua Rogers, City Engineer
Subject: Local Streets Improvement Project CIP 23-02
Contract Award
Attachment:
1. Contract
2. Jensen/West Intersection Exhibit
3. Resolution No. 2025-71
CONFLICT OF INTEREST:
None known.
RECOMMENDATION:
Staff recommends that the City Council:
1. Award the contract for the project to MAC General Engineering, Inc, PO Box 178 Exeter, CA, 93221, in the amount of $724,295.60, as lowest responsive and responsible bidder; and
2. Approve a construction contingency for change orders in the amount of $72,500 (10%) for this project; and
3. Authorize the City Manager to sign contract documents on behalf of the City.
EXECUTIVE SUMMARY:
This project will remove and replace the existing pavement section, reconstruct portions of concrete curb & gutter and sidewalk, add a valley gutter, and enhance pedestrian safety along West Avenue between 7
th Street and 3rd Street. Curb ramps within the project limits will be upgraded as well.
76 BACK
GROUND:
This project will construct roadway improvements on West Avenue between 7th Street and about 150 feet south of 3 rd Street. The scope of work includes replacing the existing asphalt pavement due to severe structural failures , concrete curb, gutter and ramp improvements, a s well as an extension of storm drain pipeline to improve drainage at West Avenue and 4 th Street. At the intersection with Jensen Avenue, concrete bulb- outs and a pedestrian refuge island are being constructed which are meant to improve sight distance and pedestrian safety in accordance with the Jensen Avenue Corridor Safety Report, adopted by Council Resolution 2019-55. See Attachment 2 for an exhibit depicting the proposed improvements at this intersection.
During the project bidding phase, the Notice Inviting Bids was advertised in the Mid Valley Times and circulated in the local builders’ exchanges. Additionally, other reputable contractors experienced with this type of construction were made aware of the project and invited to bid on the project as well.
On August 6, 2025 the City Clerk received and opened nine bid proposals for this project:
Contractor Bid
1. MAC General Engineering, Inc. $724,295.60
2. Emmett Valley Construction $797,804.00
3. R.J. Berry, Jr., Inc. $827,430.00
4. Dave Christian Construction Co, Inc. $828,124.50
5. Terra West Construction, Inc. $837,850.00
6. GCB1 Inc. dba GC Builders $877,530.00
7. Avison Construction, Inc. $923,913.00
8. Cal Valley Construction, Inc. $1,019,706.00
9. Witbro Inc dba Seal Rite Paving & Grading $1,095,562.00
Engineer’s Estimate $836,641.00
The bids were analyzed and it was determined that MAC General Engineering, Inc., submitted the lowest responsive and responsible bid and as such, Staff recommends that they be awarded the contract.
REASON FOR RECOMMENDATION:
Award of the contract will allow the City to proceed with the project.
FISCAL IMPACT:
The estimated cost for the construction phase of the project is approximately $905,000, as detailed below:
• Construction - $724,295.60
• Construction Contingency - $ 72,500
• Construction Management/Inspection/Testing/Admin - $ 108,000
The project was inadvertently omitted from the FY 25/26 budget by clerical error. The project has been in progress for multiple years and was planned to coincide with the completion of primary work at the Sanger Fire Station Remodel Project, and is now ready for construction. Staff proposes a budget 77 a
mendment to fund the construction phase of this project from capital reserves in local transportation funds as follows:
• Measure C Streets (Fund 207) - $300,000
• Gas Tax (Fund 211) - $300,000
• TDA Article 8 (Fund 212) - $305,000
Attachment 3 includes a budget amendment resolution.
ALTERNATIVES:
None recommended.
ACTIONS FOLLOWING APPROVAL:
The contract will be executed, subject to the Contractor providing performance security satisfactory to the City. After issuance of the Notice to Proceed, the Contractor will have 65 working days to complete the project.
78 ATTACHMENT 1
79 CONTRACT
THIS CONTRACT, is made by and between MAC General Engineering, Inc., hereinafter called the Contractor, and the City of Sanger, hereinafter called the Owner. This Contract this contract shall be effective as of the last date of signature.
W I T N E S S E T H:
The Contractor and the Owner, for the consideration hereinafter stated, agree as follows:
1. SCOPE OF WORK.
The Contractor agrees to furnish all labor and materials, including tools, implements, and appliances required, and to perform all the work in a good and workmanlike manner, free from any and all liens and claims of mechanics, teamsters, draymen and laborers required for the
Local Street Improvement Project CIP 23-02
as shown on the plans prepared by Yamabe & Horn Engineering, Inc., in strict compliance with the Plans, Drawings and Specifications therefore prepared by the Owner and other Contract Documents relating thereto.
2. CONTRACT DOCUMENTS.
The term Contract includes all “Contract Documents” which include the following:
A. Advertisement (Notice Inviting Bids)
B. Wage Scale (Prevailing Wages)
C. Standard Specifications ¹
D. Special Provisions
E. Plans and Drawings
F. Addenda and Bulletins
G. Contractors Bid Proposal hereto attached
H. This Contract
In the event of a conflict between this Contract and any portion of the Standard Specifications or Special Provisions, to the extent of such conflict, this Contract shall control.
3. COMPENSATION.
The Owner agrees to pay the Contractor for the performance of the Contract the sum of Seven hundred twenty-four thousand two hundred ninety- five dollars and sixty cents ($724,295.60).
______________________________________________________________________ ¹ This Contract shall be subject to the Claims Resolution Process under Public Contract Code Section 9204 which is effective January 1, 2017; contrary language in Standard Specifications is superseded by said Section 9204 80 It is understood that said price is based upon the estimated quantities of materials to be used as set forth in the Proposal; and upon completion of the project, the final contract price shall be revised, if necessary, to reflect the true quantities used at the stated unit price thereof as contained in the Contractor’s Proposal hereto attached.
4. SUSPENSION OF THE WORK.
A. General: The Work may be suspended in whole or in part when determined by the Engineer that the suspension is necessary in the interest of the Owner. The Contractor shall comply immediately with any written order of the Engineer. Such suspension shall be without liability to the Contractor on the part of the Owner except as otherwise provided in subsection 7C.
B. Archaeological and Paleontological Discoveries : If discovery is made of items of archaeological or paleontological interest, the Contractor shall immediately cease excavation in the area of discovery and shall not continue until ordered by the Engineer.
Discoveries which may be encountered may include, but not be limited to, dwelling sites, stone implements or other artifacts, animal bones, human bones, and fossils. The Contractor shall be entitled to an extension of time and compensation in accordance wi th Section 7.
5. TERMINATION OF THE CONTRACT FOR DEFAULT.
A. General: If, prior to the acceptance of the Work, the Contractor:
(1) Becomes insolvent, assigns its assets for the benefit of its creditors, is unable become due, or is otherwise financially unable to complete the Work; (2) Abandons the Work by failing to report to the Work site and diligently prosecute the Work to completion;
(3) Disregards written instructions from the Engineer or materially violates provisions of the Contract Documents;
(4) Fails to prosecute the Work according to the schedule approved by the Engineer; (5) Disregards laws or regulations of any public body having jurisdiction; or (6) Commits continuous or repeated violations of regulatory or statutory safety requirements, then the Owner will consider the Contractor in default of the Contract.
B. Notices: Notices and other written communications regarding default between the Contractor, the Owner, and the Surety shall be transmitted as follows:
(1) Personal delivery with proof of delivery which may be made by declaration under penalty of perjury by any person over the age of 18 years. The proof of delivery shall 81 show that delivery was performed in accordance with these provisions. Service shall be effective on the date of delivery. Notices given to the Contractor by personal delivery may be made to the Contractor’s authorized representative at the Work site; or
(2) Certified mail addressed to the mailing address of the recipient postage prepaid; return receipt requested. Service shall be effective on the date of the receipt of the mailing.
Simultaneously, the Owner may send the same notice by regular mail. If a notice that is sent by certified mail is returned unsigned, then delivery shall be effective pursuant to regular mail, provided that the notice that was sent by regular mail is not returned.
C. Notice to Cure: The Owner will issue a written notice to cure the default to the Contractor and its Surety. The Contractor shall commence satisfactory corrective actions within 5 Working Days after receipt.
D. Notice of Termination for Default: If the Contractor fails to commence satisfactory corrective action within 5 Working Days after receipt of the notice to cure, or to diligently continue satisfactory and timely correction of the default thereafter, then the Owner will recommend to the Board that the Contractor be found in default of the Contract and upon such finding by the Board:
(1) Will terminate the Contractor’s right to perform under the Contract by issuing a written notice of termination for default to the Contractor and its Surety; (2) May use any materials, equipment, tools, or other facilities furnished by the Contractor to secure and maintain the Work site; and
(3) May furnish labor, equipment, and materials the Owner deems necessary to secure and maintain the Work site.
The provisions of this subsection shall be in addition to all other legal rights and remedies available to the Owner.
E. Responsibilities of the Surety: Upon receipt of the written notice of termination for default, the Surety shall immediately assume all rights, obligations, and liabilities of the Contractor under the Contract. If the Surety fails to protect and maintain the Work site, the Owner may do so, and may recover all costs incurred. The Surety shall notify the Owner that it is assuming all rights, obligations, and liabilities of the Contractor under the Contract and all money that is due, or would become due, to the Contractor shall be payable to the Surety as the Work progresses, subject to the terms of the Contract.
Within 15 Working Days of receipt of the written notice of termination for default, the Surety shall submit to the Owner a written plan detailing the course of action it intends to take to remedy the default. The Owner will review the plan detailing and notify the Surety if the plan is satisfactory. If the Surety fails to submit a satisfactory plan, or if the Surety fails to maintain progress acco rding to the plan accepted by the Owner, the Owner may, 82 upon 48 hours written notice, exclude the Surety from the premises, take possession of all material and equipment, and complete the Work in any way the Owner deems to be expedient. The cost of completing the Work by the Owner shall be charged against the Surety and may be deducted from any monies due, or which would become due, the Surety.
If the amounts due under the Contract are insufficient for completion, the Surety shall pay the Owner, within 30 Days after the Owner submits an invoice, all costs in e xcess of the remaining Contract Price.
F. Payment: The Surety will be paid for completion of the Work in accordance less the value of damages caused to the Owner by the acts of the Contractor.
6. TERMINATION OF THE CONTRACT FOR CONVENIENCE.
The Owner may terminate the Contract if it becomes impossible or impracticable to proceed, or because of conditions or events beyond the control of the Owner.
A. Notice: The Owner will issue a written notice of termination for convenience as follows:
(1) Personal delivery, with proof of delivery which may be made by declaration under penalty of perjury by any person over the age of 18 years. The proof of delivery shall show that delivery was performed in accordance with these provisions. Service shall be effective on the date of delivery. Notices given to the Contractor by personal delivery may be made to the Contractor’s authorized representative at the Work site; or
(2) Certified mail addressed to the mailing address of the recipient postage prepaid; return receipt requested. Service shall be effective on the date of the receipt of the mailing.
Simultaneously, the Owner may send the same notice by regular mail. If a notice that is sent by certified mail is returned unsigned, then delivery shall be effective pursuant to regular mail, provided that the notice that was sent by regular mail is not returned.
B. Cessation of Work: Upon receipt, the Contractor shall immediately cease work, except work the Contractor is directed to complete by the Engineer or required to complete for public safety and convenience. The Contractor shall immediately notify Subcontractors and suppliers to immediately cease their work.
C. Payment: The Contractor will be paid without duplication for:
(1) Work completed in accordance with Contract Documents prior to the effective date of termination for convenience;
(2) Reasonable costs incurred in settlement of terminated contracts with Subcontractors, suppliers and others; and
(3) Reasonable expenses directly attributable to termination.
The Contractor shall submit a final termination settlement proposal to the Owner no later than 90 days from the effective date of termination, unless extended, in writing, 83 by the Owner upon written request by the Contractor.
If the Contractor fails to submit a proposal, the Owner may determine the amount, if any, due the Contractor as a result of the termination. The Owner will pay the Contractor the amount it determines to be reasonable. If the Contractor disagrees with the amount determined by the Owner as being reasonable, the Contractor shall provide notice to the Owner within 30 Days of receipt of payment. Any amount due shall be as later determined by arbitration, if the Owner and the Contractor agree thereto, or as fixed in a court of law.
7. DELAYS AND EXTENSIONS OF TIME.
A. General: If delays are caused by unforeseen events beyond the control of the Contractor, such delays will entitle the Contractor to an extension of Contract time as provided herein, but the Contractor will not be entitled to damages or additional payment due to such delays, except as otherwise specified in Subsection 7C of this Contract. Such unforeseen events may include: war, government regulations, labor disputes, strikes, fires, floods, adverse weather or elements necessitating cessation of work, inability to obtain materials, labor, or equipment, required Extra Work, or other specific events as may be further described in the Special Provisions.
No extension of time will be granted for a delay caused by the Contractor’s inability to obtain materials unless the Contractor furnishes to the Engineer documentary proof. The proof must be provided in a timely manner in accordance with the sequence of t he Contractor’s operations and the approved construction schedule.
If delays beyond the Contractor’s control are cause by events other than those mentioned above, the Engineer may deem an extension of time to be in the best interests of the Owner.
The Contractor will not be entitled to damages or additional payment due to such delays, except as otherwise specified in Subsection 7C of this Contract.
If delays beyond the Contractor’s control are caused solely by action or inaction of the Owner, such delays will entitle the Contractor to an extension of time per subsection B of this Contract.
B. Extensions of Time: Extensions of time, when granted, will be based upon the effect of delays to the Work. They will not be granted for non-controlling delays to minor portions of the Work unless it can be shown that such delays did or will delay the progress of the Work.
C. Payment for Delays: Pursuant to Public Contract Code Section 7102, the Contractor will be compensated for damages incurred due to delays for which the Owner is responsible.
Such actual costs will be determined by the Engineer. The Owner will not be liable for damages whi ch the Contractor could have avoided by any reasonable mans, such as judicious handling of forces, equipment or plant. The determination of what damages the Contractor could have avoided will be made by the Engineer. 84 D. Written Notice and Report: If the Contractor desires payment for a delay as specified in subsection C above or an extension of time, it shall file with the Engineer a written request and report of cause within 30 Days after the beginning of the delay. The request for payment or extension must be made at least 15 days before the specified completion date.
Failure by the Contractor to file these items within the times specified will be considered grounds for refusal by the Owner to consider such a request.
E. Time of Completion: The Contractor shall complete the Work in the time specified in the Contract or the Special Provisions. The Contractor shall complete each portion of the Work within the time specified as in the Contract or the Special Provisions for such portion.
Unless otherwise specified in the Contract or the Special Provisions, the time of completion of the Contract shall be expressed in Working Days.
F. Contract Time Accounting: The Engineer will make a daily determination of each Working Day to be charged against Contract time. These determinations will be discussed and the Contractor will be furnished a periodic statement showing the allowable number of Working Days of Contract time, as adjusted at the beginning of the reporting period.
The statement will also indicate the number of Working Days charged during the reporting period and the number of Working Days of Contract time remaining. If the Cont ractor does not agree with the statement, it shall file a written protest within 15 Days after receipt, setting forth the facts of the protest. Otherwise, the statement will be deemed to have been accepted.
8. COMPLETION, ACCEPTANCE, AND WARRANTY.
A. Completion: The Contractor shall submit a written assertion that the Work has been completed. If, in the Engineer’s judgment, the Work has been completed in accordance with the Contract Documents, the Engineer will set forth in writing the date the Work was completed. This will be the date when the Contractor is relieved from responsibility to protect and maintain the Work and to which liquidated damages will be computed.
B. Acceptance: Acceptance will occur after all of the requirements contained in the Contract Documents have been fulfilled. If, in the Engineer’s judgment, the Contractor has fully performed the Contract, the Engineer will recommend to the Board that the Contractor’s performance of the Contract be accepted.
C. Warranty: The Work shall be warranted by the Contractor against defective materials and workmanship for a period of 2 years. The warranty period shall start on the date the Work was completed as determined by the Engineer.
The warranty period for specific items covered under manufacturers’ or suppliers’ warranties shall commence on the date they are placed into service at the direction of or as approved by the Engineer in writing.
All warranties express or implied, from subcontractors, manufacturer, or suppliers, of any tier, for the materials furnished and work performed shall be assigned, in writing, to the Owner, and such warranties shall be delivered to the Engineer prior to acceptance of the 85 Contractor’s performance of the Contract.
The Contractor shall replace or repair defective materials and workmanship in a manner satisfactory to the Engineer, after notice to do so from the Engineer, and within the time specified in the notice. If the Contractor fails to make such replacement or repairs within the time specified in the notice, the Owner may perform the replacement or repairs at the Contractor’s expense. If the Contractor fails to reimburse the Owner for the actual costs, the Contractor’s Surety shall be liable for the cost thereof.
9. LIQUIDATED DAMAGES.
Failure of the Contractor to complete the Work within the time allowed will result in damages being sustained by the Owner. Such damages are, and will continue to be, impracticable and extremely difficult to determine. For each consecutive calendar day in excess of the time specified for completion of the Work, as adjusted in accordance with Section 7 above, the Contractor shall pay to the Owner, or have withheld from monies due it, the sum of $500.00, unless otherwise specified in the Special Provisions.
Execution of the Contract shall constitute agreement by the Owner and the Contractor that $500.00 per day is the minimum value of the costs and actual damage caused by the failure of the Contractor to complete the Work within the allotted time. Such sum is liquidated damages and shall not be construed as a penalty, and may be deducted from payments due the Contractor if such delay occurs.
10. INDEMNIFICATION
To the maximum extent permitted by Civil Code Section 2782 et seq ., Owner shall not be liable for, and Contractor shall defend, indemnify, and hold harmless Owner and its officers, agents, engineers, architects, consultants, employees and volunteers (collectively “Owner Parties”), against any and all claims, deductibles, self -insured retentions, demands, liability, judgments, awards, fines, mechanics' liens or other liens, labor disputes, losses, damages, expenses, charges or costs of any kind or character, including attorneys' fees and court costs (collectively referred to as “Claims”), which arise out of or are in any way connected to the work covered by this Contract arising either directly or indirectly from any act, error, omission or negligence of Contractor or its officers, employees, agents, contractors, sub-contractors, licensees or servants, including, without limitation, Claims caused by the concurrent negligent act, error or omission, of Owner Parties.
However, Contractor shall have no obligation to defend or indemnify Owner Parties against Claims caused by the active negligence, sole negligence or willful misconduct of Owner Parties.
This indemnification shall apply to all liability, as provided for above, regardless of whether any insurance policies are applicable, and insurance policy limits do not act as a limitation upon the amount of the indemnification to be provided by the Contractor.
11. INSURANCE.
Contractor, at its sole cost and expense, shall obtain and maintain in full force and effect throughout the entire term of this Contract, the following -described insurance coverage, insuring not only Contractor and its subcontractors, if any, but also, with the exception of workers’ compensation and employer’s liability insurance, the Owner, its officers, agents, and employees of each of them:
86 A. MINIMUM SCOPE OF INSURANCE
Coverage shall be at least as broad as:
(1) Insurance Services Office Commercial General Liability coverage (Occurrence form CG 0001).
(2) Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code 1 (any auto).
(3) Worker’s Compensation insurance as required by the State of California and Employer’s Liability Insurance.
B. MINIMUM LIMITS OF INSURANCE
Contractor shall maintain limits no less than:
(1) General Liability: $ 2,000,000 per occurrence for bodily injury, personal injury, and property damage. If commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this product / loc ation or the general aggregate limit shall be twice the required occurrence limit.
(2) Automobile Liability: $2,000,000 per accident for bodily injury and property damage.
(3) Employer’s Liability: $1,000,000 per accident for bodily injury or disease.
C. DEDUCTIBLES AND SELF-INSURED RETENTIONS
Any deductible or self-insured retentions must be declared to and approved by the Owner.
At the option of the Owner, either the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the Owner, its officers, officials, employees and volunteers; or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.
D. OTHER INSURANCE PROVISIONS
The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:
(1) The Owner, its officers, officials, employees, agents and volunteers are to be covered as insureds as respects: liability arising out of activities performed by or on behalf of the Contractor; products and completed operations of the Contractor; premises owned, occupied or used by the Contractor; or automobiles owned, leased, hired or borrowed by the Contractor. The coverage shall contain no special limitations on the scope of 87 protection afforded to the Owner, its officers, officials, employees, agents or volunteers.
(2) For any claims related to this project, the Contractor’s insurance coverage shall be primary insurance as respects the Owner, its officers, officials, employees, agents and volunteers. Any insurance or self -insurance maintained by the Owner, its officers, officials, employees, agents or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.
(3) Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the Owner, its officials, employees, agents or volunteers.
(4) The Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.
(5) Each insurance policy required by this clause shall be endorsed to state the coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days’ prior written notice by certified mail, return receipt requested, has been given to the Owner.
E. ACCEPTABILITY OF INSURERS
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less the A:VII.
F. VERIFICATION OF COVERAGE
Contractor shall furnish the Owner with original endorsements effecting coverage required by this clause. The endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. The endorsements are to be on forms provided by the Owner.
All endorsements are to be received and approved by the Owner before work commences.
As an alternative to the Owner’s forms, the Contractor’s insurer may provide complete, certified copies of all required insurance policies, including endorse ments affecting the coverage required by these specifications.
G. SUBCONTRACTOR
Contractor shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.
Contractors Property Damage Liability insurance shall include coverage for property damage caused by blasting, collapse, structural injuries or damage to underground utilities.
The policy shall not contain “x”, “c” or “u” exclusions.
88 Certificates of such insurance shall be filed with the Owner concurrently with the execution of this Contract or, with Owner’s approval, within ten (10) days thereafter. Said certificates shall be subject to the approval of the Owner.
12. WORKERS COMPENSATION.
Contractor represents that he or she has secured the payment of Worker’s Compensation in compliance with the provisions of the Labor Code of the State of California and during the performance of the work contemplated herein will continue so to comply with said provisions of said Code. Contractor shall supply the Owner with certificates of insurance, in triplicate, evidencing that Worker’s Compensation Insurance is in effect and providing that the Owner will receive ten (10) days written notice of cancellati on. If the Contractor self -insures Worker’s Compensation, Certificate of Consent of self-insured shall be provided the Owner.
13. BONDS.
The Contractor shall forthwith furnish in triplicate two bonds, each in the amount of 100 percent of the Contract price. One shall serve as security for the faithful performance of the work (hereafter “Performance Bond”). The second bond shall serve as s ecurity for the faithful performance and satisfaction of the persons furnishing materials and performing labor on the work (hereafter “Payment Bond”). Both bonds shall be written by a surety company licensed to transact surety business in the State of California and in the form prescribed by law.
The Performance Bond shall remain in force throughout the period required to complete the work and thereafter for a period of 730 calendar days after final acceptance of the work. The Payment Bond will be released 35 days after the recording date of the Notice of Completion, provided no liens are filed with the Owner. The Payment Bond shall contain provisions such that if the Contractor or its subcontractor shall fail to pay (a) amounts due under the Unemployment Insurance Code with respect to work performed under the contract, or (b) any amounts required to be deducted, withheld and paid over to the Employment Development Department from the wages of the employees of the Contractor and subcontractors pursuant to Section 13020 of the Unemployment Insurance Code with respect to such work and labor, then the surety will pay these amounts. In case suit is brought upon the payment bond, the surety will pay reasonable attorneys’ fees to be fixed by the court.
14. DEFECTIVE MATERIALS; DEFECTIVE WORK.
Should any of the materials or equipment prove defective or should the work as a whole prove defective, due to faulty workmanship, material furnished or methods of installation, or should the work or any part thereof fail to operate properly as originally intended and in accordance with the plans and specifications, due to any of the above causes, all within twenty four (24) months after date on which the completed project is accepted by the Owner, the undersigned agrees to reimburse the Owner, upon demand, for its expenses incurred in restoring said work to the condition contemplated in said project, including the cost of any such equipment or materials replaced and the cost of removing and replacing any other work necessary to make such replacement or repairs, or, upon demand by the Owner, to replace any such materials and to repair said work completely without cost to the Owner so that said work will function successfully as originally contemplated. 89 The Owner shall have the unqualified right to make any needed replacement or repairs after a written notice to cure has been served upon the Contractor and a reasonable time to cure has expired. In the event the Owner elects to have said work performed by the undersigned, the undersigned agrees that the repairs shall be made within a reasonable time after the receipt of demand from the Owner. If the undersigned shall fail or refuse to comply with his obligations under this guaranty, the Owner shall be entitled to all costs and expenses, including attorney’s fees, reasonably incurred by reason of the said failure or refusal.
15. LABOR STANDARDS.
A. General: Contractor agrees that construction work shall be subject to the provisions of state and local regulations. In particular, Contractor agrees to comply with all applicable Labor Code requirements whether or not expressly stated herein.
B. Wages:
(1) General: The Contractor and each subcontractor engaged in the work shall pay each employee an amount not less than the rate established for each trade or occupation listed by the Director of the Department of Industrial Relations, State of California. An employee whose type of work is not covered by any of the classified wage rates shall be paid not less than the rate of wage listed for the classification which most nearly corresponds to the type of work to be performed.
(2) State: The Owner has obtained from the Department of Industrial Relations the general prevailing rate of wages in the vicinity of the work to be performed under this Contract.
These wage rates are maintained on file by Owner at its principle office and will be made available to any interested party upon request.
(3) Enforcement: These wage rates shall be enforced under Sections 1770 through 1780 of the California Labor Code. The Contractor shall be liable for forfeitures or penalties incurred from noncompliance with Labor Code provisions. (4) Payroll Records: Each Contractor and subcontractor shall keep an accurate payroll record, showing the name, address, social security number, work week, and the actual per diem wages paid to each journeyman, apprentice, worker, or other employee employed by him or her in connection with the work on the Project. Such records shall be certified and available for inspection at all reasonable hours at the principal place of the Contractor as required by Labor Code Section 1776. Certified payrolls shall be submitted weekly to Owner c/o Yamabe and Horn Engineering Inc. Electronic certified payrolls shall also be submitted weekly directly to the Labor Commissioner, Division of Labor Standards Enforcement.
C. Preference for Resident Labor : Whenever possible in the employment of labor for performance of the work, the Contractor shall give preference to qualified persons residing within the general area of the work.
90 D. Hours of Labor: Pursuant to the Labor Code, eight hours of labor shall constitute a legal day's work. The Contractor or any subcontractor shall not require any more than eight hours of labor in a day from any person employed in the performance of the work under this Contract except for authorized work as provided under paragraph Subsection E below.
Failure of the Contractor to perform the work in accordance with this policy of the State of California shall be deemed a failure to comply with the provisions of this Contract.
E. Overtime Work: In accordance with Labor Code Section 1813, the Contractor shall as a penalty to the State or political subdivision on whose behalf the Contract is made or awarded, forfeit twenty -five ($25.00) for each worker employed in the execution of the Contract by the Contractor or by any subcontractor for each calendar day during which said worker is required or permitted to work more than eight hours in any one calendar day and forty hours in any one calendar week in violation of Labor Code Sections 1810-1815.
Overtime and shift work may be established as a regular procedure by the Contractor with reasonable notice and written permission of the Owner. No work other than overtime and shift work established as a regular procedure shall be performed between the hours of 6:00 p.m. and 7:00 a.m. nor on Saturdays, Sundays or holidays except such work as is necessary for the proper care and protection of the work already performed or in case of an emergency.
Contractor agrees to pay the costs of overtime inspection except those occurring as a result of overtime and shift work established as a regular procedure. Overtime inspection shall include inspection required during holidays, Saturdays, Sundays and weekdays between the hours of 6:00 p.m. and 7:00 a.m. Costs of overtime inspection will cover engineering, inspection, general supervision and overhead expenses which are directly chargeable to the overtime work. Contractor agrees that Owner shall deduct such charges from payments due the Contractor.
F. Apprentices: The Contractor and subcontractors shall comply with the requirements of Sections 1777.5 and 1777.6 of the Labor Code in the employment of apprentices.
Information relative to apprenticeship standards, wage schedules, and other requirements may be obtained from the Director of Industrial Relations, ex officio the Administrator of Apprenticeship Standards and its branch offices.
G. Compliance with SB 854: California Labor Code: Contractor represents that it has complied and will continue to comply with all applicable registration and disclosure requirements of SB 854 and acknowledges the following:
(1) No contractor or subcontractor may be listed on a bid proposal for a public works project unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5 [with limited exceptions from this requirement for bid purposes only under Labor Code section 1771.1(a)]
(2) No contractor or subcontractor may be awarded a contract for public work on a public works project unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5.
91 (3) This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
(4) No bid proposals will be accepted nor any contract entered into with a contractor without proof of registration described above.
(5) Contractor must post any job site notices required by regulation. It is the Contractor’s responsibility to know the current regulations.
(6) Contractor must furnish electronic certified payroll records to the Division of Labor Standards Enforcement (“Labor Commissioner”) as required. The Contractor is responsible for checking with the Department of Industrial Relations for any notices regarding this requirement.
16. LAWS, REGULATIONS AND PERMITS.
A. General: The Contractor shall give the notices required by law and comply with all laws, ordinances, rules and regulations pertaining to the conduct of the work. The Contractor shall be liable for violations of the law in connection with work provided by the Contractor.
If the Contractor observes that the drawings, specifications are at variance with any laws, ordinances, rules or regulations, the Contractor shall promptly notify the Engineer in writing of such variance. The Owner shall promptly review the matter and, if necessary, shall issue a change order or take any other action necessary to bring about compliance with the law, ordinance, rule or regulation in question. Contractor agrees not to perform work known to be contrary to any laws, ordinances, rules, or regulations.
B. Permits and Licenses : Unless otherwise specified herein, permits and licenses from governmental agencies which are necessary only for and during the prosecution of the work and the subsequent guarantee period shall be secured and paid for by the Contractor.
Permits and lice nses of regulatory agencies which are necessary to be maintained after completion of the guarantee period shall be secured and paid for by the Owner.
C. Patents and Royalties : The costs involved in fees, royalties or claims for any patented invention, article, process or method that may be used upon or in a manner connected with the work under this Contract or with the use of completed work by the Owner, shall be paid by the Contractor. The Contractor and Contractor's sureties shall protect, defend, and hold Owner together with Owner's officers, agents and employees, harmless against any and all demands made for such fees or claims brought or made by the holder of any invention or patent. Before final payment is made on the account of this Contract, the Contractor shall, if requested by the Owner, furnish acceptable proof of a proper release from all such fees or claims.
Should the Contractor, agent, employee or any of them be enjoined from furnishing or using any invention, article, material or plans supplied or required to be supplied or used under this contract, the Contractor shall promptly pay such royalties and secur e the requisite licenses; or, subject to acceptance by the Owner, substitute other articles, materials or appliances in lieu thereof which are of equal efficiency, quality, finish, suitability and market value to those planned or required under the Contrac t. Descriptive 92 information of these substitutions shall be submitted to the Engineer for determination of general conformance to the design concept and the construction Contract. Should the Owner elect to refuse the substitution, the Contractor agrees to pay such royalt ies and secure such valid licenses as may be requisite for the Owner, Owner's officers, agents and employees or any of them, to use such invention, article, material or appliance without being disturbed or in any way interfered with by any proceeding in law or equity on account thereof.
17. CALIFORNIA LAW AND VENUE.
The terms of this Contract shall be governed by and construed in accordance with the laws of the State of California applicable to contracts entered into and to be performed in California. In the event any part of this Contract shall be held to be invalid, void, or otherwise unenforceable for any reason, the Contract shall be modified rather that voided, if possible, in order to achieve the intent of the parties to the extent possible and in any event, all other provisions of this Contract shall remain valid and enforceable.
18. MUTUAL NEGOTIATION.
Contractor acknowledges that the provisions herein have been mutually negotiated and neither party shall be construed to be the drafter of this Contract.
19. ATTORNEY’S FEES.
In the event of litigation concerning this Contract the prevailing party shall be awarded reasonable attorney fees and costs of suit, in addition to appropriate compensatory damages or other relief ordered for the benefit of the prevailing party.
93 IN WITNESS WHEREOF, the parties have executed this Contract as set forth below.
CITY OF SANGER
MAC GENERAL ENGINEERING, INC.
(OWNER) (CONTRACTOR)
By: By:
Nathan Olson, City Manager
Date: _______________________________ Title:
Approved as to Form:
Federal Taxpayer I.D. No.
City Attorney Date: _______________________________
Date: _______________________________
94 ATTACHMENT 2
95 Plot By: Aaron Martinez Plot Date: 8/8/2025 File Location: F:\2022\22-226\dwg\Exhibits\22-226_Jensen and West.dwg 2985 N. BURL AVENUE SUITE 101 FRESNO, CA 93727
TEL: (559) 244-3123 WEBSITE: YANDHENGR.COM
JENSEN AVENUE
WEST AVENUE
96 ATTACHMENT 3
97 RESOLUTION NO. 2025-71
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANGER APPROVING A 2025-2026 FISCAL YEAR BUDGET AMENDMENT FOR THE WEST AVENUE RECONSTRUCTION PROJECT BETWEEN 3RD STREET AND 7TH STREET WHERAS, the City of Sanger Annual budget requires amendments to adjust the estimated revenues and appropriations to reflect the City’s financial plan; and WHEREAS, the annual budget contains the estimated revenue and appropriations necessary to implement the City Council’s policies, goals and objectives; and WHEREAS, during the fiscal year, unforeseen circumstances, changed economic conditions or spending priorities may require budget adjustments; and WHEREAS, the City Council of the City of Sanger does hereby find that it would be in the best interest of the City to revise the estimated appropriations; and WHEREAS, a budget amendment appropriating funds in the following amounts:
$300,000 to account 207-070-101-7591 (Measure C Streets) $300,000 to account 211-070-101-7591 (Gas Tax)
$305,000 to account 212-070-101-7591 (TDA Article 8)
is necessary to fund the planned construction phase of the subject project, which has been in the City’s Capital Improvement Program for several years and for which a construction contract is recommended for award by the City Engineer.
NOW THEREFORE, IT IS HERBY RESOLVED by the City Council of the City of Sanger as follows:
1. The foregoing recitals are true and correct and are incorporated by reference.
2. The Council approves the amendment to the Annual Budget as set forth in Exhibit “A” for Revenue Adjustments and Appropriation Adjustments which is attached hereto and incorporated herein by reference.
3. The Finance Director or their designated staff is hereby authorized and directed to record the appropriate accounting entries.
4. This resolution is effective upon adoption.
***************
The foregoing Resolution was considered by the City Council for the City of Sanger, California, at a regular meeting of said Council on the 21
st day of August 2025, and adopted by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST:
Lina Martinez, City Clerk
98 Exhibit A
City of Sanger Accounting Use Only
Fiscal Impact of Proposed Resolution and Budget Adjustment Number:
Budget Adjustment approved by Council
Resolution Number: 2025-71
Date: 8/13/2025
Reason for change in appropriation:
Appropriate funding for construction phase of West Avenue Reconstruction Project from 3rd Street to 7th Street Estimated Additional Appropriations:
Fund Dept. Prgm Object Appropriation
Fund Name No. No. No. No. Amount
West Avenue Reconstruction - Measure C Streets 207 070 101 7591 300,000.00$ West Avenue Reconstruction - Gas Tax 211 070 101 7591 300,000.00$ West Avenue Reconstruction - TDA Article 8 212 070 101 7591 305,000.00$ Total Requested Appropriation: 905,000.00$
Current 2025-2026 Appropriation:
Adjusted Total Appropriation: 905,000.00$
Estimated Revenues Available:
Fund Dept. Prgm Object Est. Revenue
Fund Name No. No. No. No. Amount
Total Estimated Additional Revenue: -$
Current 2025-2026 Estimated Revenue:
Adjusted Total Estimated Revenue: -$
Signature ______________________________________________________________Date: ___________________ Director's Signature ________________________________________________ Date: ___________________ Finance Director's Signature ______________________________________________Date: ___________________ \\nas1\shared\Forms Templates
99 For the Meeting of: August 21, 2025
Agenda Item No.: F-10
CITY OF SANGER
REPORT TO THE CITY COUNCIL
To: Mayor and City Council
From: Josh ua Rogers, City Engineer
Subject: Local Streets Improvement Project CIP 24-04
Contract Award
Attachment:
1. Contract
CONFLICT OF INTEREST:
None known.
RECOMMENDATION:
Staff recommends that the City Council:
1. Award the contract for the project to Terra West Construction Inc, 854 N Hornet Ave., Fresno, CA, 93737, in the amount of $699,588.00, as lowest responsive and responsible bidder; and
2. Approve a construction contingency for change orders in the amount of $70,000 (10%) for this project; and
3. Authorize the City Manager to sign contract documents on behalf of the City.
EXECUTIVE SUMMARY:
This project will remove and replace the existing pavement section and reconstruct portions of concrete curb & gutter and sidewalk along N Street between 9 th Street and Annadale Avenue. Curb
ramps within the project limits will be upgraded as well.
100
B
ACKGROUND:
This project will construct roadway improvements on N Street between 9 th Street and Annadale Avenue. Located in a corridor that has housing, commercial properties, and the Sanger Adult School , this project will extend the life of the roadway infrastructure in this area. The scope of work includes replacing the existing asphalt pavement due to severe structural failures , concrete improvements, and upgrades to the accessible curb ramps.
During the project bidding phase, the Notice Inviting Bids was advertised in the Mid Valley Times and circulated in the local builders’ exchanges. Additionally, other reputable contractors experienced with this type of construction were made aware of the project and invited to bid on the project as well.
On July 30, 2025 City Staff received and opened twelve bid proposals for this project:
Contractor Bid
1. Terra West Construction, Inc. $699,588.00
2. R.J. Berry, Jr., Inc. $706,176.00
3. Don Berry Construction, Inc. $709,746.00
4. MAC General Engineering, Inc. $729,493.27
5. Emmett Valley Construction $735,692.00
6. Dave Christian Construction Co, Inc. $754,014.25
7. Avison Construction, Inc. $791,162.00
8. Cal Valley Construction, Inc. $809,855.00
9. Archer Civil Construction, LLC $865,324.20
10. GCB1 Inc. dba GC Builders $990,273.60
11. Witbro Inc dba Seal Rite Paving & Grading $1,043,341.00
12. Dawson-Mauldin, LLC $1,130,145.00
Engineer’s Estimate $880,721.00
The bids were analyzed and it was determined that Terra West Construction, Inc. submitted the lowest responsive and responsible bid and as such, Staff recommends that they be awarded the contract.
REASON FOR RECOMMENDATION:
Award of the contract will allow the City to proceed with the project.
FISCAL IMPACT:
The estimated cost for the construction phase of the project is approximately $875,000, as detailed below:
• Construction - $699,588
• Construction Contingency - $ 70,000
• Construction Management/Inspection/Testing/Admin - $ 105,000
The project is fully funded in the FY25/26 budget using Gas Tax funding.
101
AL
TERNATIVES:
None recommended.
ACTIONS FOLLOWING APPROVAL:
The contract will be executed, subject to the Contractor providing performance security satisfactory to the City. After issuance of the Notice to Proceed, the Contractor will have 65 working days to complete the project.
102
ATTACHMENT 1
103
CONTRACT
THIS CONTRACT, is made by and between Terra West Construction, Inc., hereinafter called the Contractor, and the City of Sanger, hereinafter called the Owner. This Contract this contract shall be effective as of the last date of signature.
W I T N E S S E T H:
The Contractor and the Owner, for the consideration hereinafter stated, agree as follows:
1. SCOPE OF WORK.
The Contractor agrees to furnish all labor and materials, including tools, implements, and appliances required, and to perform all the work in a good and workmanlike manner, free from any and all liens and claims of mechanics, teamsters, draymen and laborers required for the
Local Street Improvement Project CIP 24-04
as shown on the plans prepared by Yamabe & Horn Engineering, Inc., in strict compliance with the Plans, Drawings and Specifications therefore prepared by the Owner and other Contract Documents relating thereto.
2. CONTRACT DOCUMENTS.
The term Contract includes all “Contract Documents” which include the following:
A. Advertisement (Notice Inviting Bids)
B. Wage Scale (Prevailing Wages)
C. Standard Specifications ¹
D. Special Provisions
E. Plans and Drawings
F. Addenda and Bulletins
G. Contractors Bid Proposal hereto attached
H. This Contract
In the event of a conflict between this Contract and any portion of the Standard Specifications or Special Provisions, to the extent of such conflict, this Contract shall control.
3. COMPENSATION.
The Owner agrees to pay the Contractor for the performance of the Contract the sum of Six hundred ninety-nine thousand five hundred eighty-eight dollars and no cents ($699,588.00).
______________________________________________________________________ ¹ This Contract shall be subject to the Claims Resolution Process under Public Contract Code Section 9204 which is effective January 1, 2017; contrary language in Standard Specifications is superseded by said Section 9204
104
It is understood that said price is based upon the estimated quantities of materials to be used as set forth in the Proposal; and upon completion of the project, the final contract price shall be revised, if necessary, to reflect the true quantities used at the stated unit price thereof as contained in the Contractor’s Proposal hereto attached.
4. SUSPENSION OF THE WORK.
A. General: The Work may be suspended in whole or in part when determined by the Engineer that the suspension is necessary in the interest of the Owner. The Contractor shall comply immediately with any written order of the Engineer. Such suspension shall be without liability to the Contractor on the part of the Owner except as otherwise provided in subsection 7C.
B. Archaeological and Paleontological Discoveries: If discovery is made of items of archaeological or paleontological interest, the Contractor shall immediately cease excavation in the area of discovery and shall not continue until ordered by the Engineer.
Discoveries which may be encountered may include, but not be limited to, dwelling sites, stone implements or other artifacts, animal bones, human bones, and fossils. The Contractor shall be entitled to an extension of time and compensation in accordance w ith Section 7.
5. TERMINATION OF THE CONTRACT FOR DEFAULT.
A. General: If, prior to the acceptance of the Work, the Contractor:
(1) Becomes insolvent, assigns its assets for the benefit of its creditors, is unable become due, or is otherwise financially unable to complete the Work; (2) Abandons the Work by failing to report to the Work site and diligently prosecute the Work to completion;
(3) Disregards written instructions from the Engineer or materially violates provisions of the Contract Documents;
(4) Fails to prosecute the Work according to the schedule approved by the Engineer; (5) Disregards laws or regulations of any public body having jurisdiction; or (6) Commits continuous or repeated violations of regulatory or statutory safety requirements, then the Owner will consider the Contractor in default of the Contract.
B. Notices: Notices and other written communications regarding default between the Contractor, the Owner, and the Surety shall be transmitted as follows:
105
(1) Personal delivery with proof of delivery which may be made by declaration under penalty of perjury by any person over the age of 18 years. The proof of delivery shall show that delivery was performed in accordance with these provisions. Service shall be effective on the date of delivery. Notices given to the Contractor by personal delivery may be made to the Contractor’s authorized representative at the Work site; or
(2) Certified mail addressed to the mailing address of the recipient postage prepaid; return receipt requested. Service shall be effective on the date of the receipt of the mailing.
Simultaneously, the Owner may send the same notice by regular mail. If a notice that is sent by certified mail is returned unsigned, then delivery shall be effective pursuant to regular mail, provided that the notice that was sent by regular mail is not returned.
C. Notice to Cure: The Owner will issue a written notice to cure the default to the Contractor and its Surety. The Contractor shall commence satisfactory corrective actions within 5 Working Days after receipt.
D. Notice of Termination for Default: If the Contractor fails to commence satisfactory corrective action within 5 Working Days after receipt of the notice to cure, or to diligently continue satisfactory and timely correction of the default thereafter, then the Owner will recommend to the Board that the Contractor be found in default of the Contract and upon such finding by the Board:
(1) Will terminate the Contractor’s right to perform under the Contract by issuing a written notice of termination for default to the Contractor and its Surety; (2) May use any materials, equipment, tools, or other facilities furnished by the Contractor to secure and maintain the Work site; and
(3) May furnish labor, equipment, and materials the Owner deems necessary to secure and maintain the Work site.
The provisions of this subsection shall be in addition to all other legal rights and remedies available to the Owner.
E. Responsibilities of the Surety: Upon receipt of the written notice of termination for default, the Surety shall immediately assume all rights, obligations, and liabilities of the Contractor under the Contract. If the Surety fails to protect and maintain the Work site, the Owner may do so, and may recover all costs incurred. The Surety shall notify the Owner that it is assuming all rights, obligations, and liabilities of the Contractor under the Contract and all money that is due, or would become due, to the Contractor shall be payable to the Surety as the Work progresses, subject to the terms of the Contract.
Within 15 Working Days of receipt of the written notice of termination for default, the Surety shall submit to the Owner a written plan detailing the course of action it intends to take to remedy the default. The Owner will review the plan detailing and notify the Surety 106
if the plan is satisfactory. If the Surety fails to submit a satisfactory plan, or if the Surety fails to maintain progress according to the plan accepted by the Owner, the Owner may, upon 48 hours written notice, exclude the Surety from the premises, take possession of all material and equipment, and complete the Work in any way the Owner deems to be expedient. The cost of completing the Work by the Owner shall be charged against the Surety and may be deducted from any monies due, or which would become due, the Surety.
If the amounts due under the Contract are insufficient for completion, the Surety shall pay the Owner, within 30 Days after the Owner submits an invoice, all costs in excess of the remaining Contract Price.
F. Payment: The Surety will be paid for completion of the Work in accordance less the value of damages caused to the Owner by the acts of the Contractor.
6. TERMINATION OF THE CONTRACT FOR CONVENIENCE.
The Owner may terminate the Contract if it becomes impossible or impracticable to proceed, or because of conditions or events beyond the control of the Owner.
A. Notice: The Owner will issue a written notice of termination for convenience as follows:
(1) Personal delivery, with proof of delivery which may be made by declaration under penalty of perjury by any person over the age of 18 years. The proof of delivery shall show that delivery was performed in accordance with these provisions. Service shall be effective on the date of delivery. Notices given to the Contractor by personal delivery may be made to the Contractor’s authorized representative at the Work site; or
(2) Certified mail addressed to the mailing address of the recipient postage prepaid; return receipt requested. Service shall be effective on the date of the receipt of the mailing.
Simultaneously, the Owner may send the same notice by regular mail. If a notice that is sent by certified mail is returned unsigned, then delivery shall be effective pursuant to regular mail, provided that the notice that was sent by regular mail is not returned.
B. Cessation of Work: Upon receipt, the Contractor shall immediately cease work, except work the Contractor is directed to complete by the Engineer or required to complete for public safety and convenience. The Contractor shall immediately notify Subcontractors and suppliers to immediately cease their work.
C. Payment: The Contractor will be paid without duplication for:
(1) Work completed in accordance with Contract Documents prior to the effective date of termination for convenience;
(2) Reasonable costs incurred in settlement of terminated contracts with Subcontractors, suppliers and others; and
(3) Reasonable expenses directly attributable to termination.
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The Contractor shall submit a final termination settlement proposal to the Owner no later than 90 days from the effective date of termination, unless extended, in writing, by the Owner upon written request by the Contractor.
If the Contractor fails to submit a proposal, the Owner may determine the amount, if any, due the Contractor as a result of the termination. The Owner will pay the Contractor the amount it determines to be reasonable. If the Contractor disagrees with the amount determined by the Owner as being reasonable, the Contractor shall provide notice to the Owner within 30 Days of receipt of payment. Any amount due shall be as later determined by arbitration, if the Owner and the Contractor agree thereto, or as fixed in a court of law.
7. DELAYS AND EXTENSIONS OF TIME.
A. General: If delays are caused by unforeseen events beyond the control of the Contractor, such delays will entitle the Contractor to an extension of Contract time as provided herein, but the Contractor will not be entitled to damages or additional payment due to such delays, except as otherwise specified in Subsection 7C of this Contract. Such unforeseen events may include: war, government regulations, labor disputes, strikes, fires, floods, adverse weather or elements necessitating cessation of work, inability to obtain materials, labor, or equipment, required Extra Work, or other specific events as may be further described in the Special Provisions.
No extension of time will be granted for a delay caused by the Contractor’s inability to obtain materials unless the Contractor furnishes to the Engineer documentary proof. The proof must be provided in a timely manner in accordance with the sequence of t he Contractor’s operations and the approved construction schedule.
If delays beyond the Contractor’s control are cause by events other than those mentioned above, the Engineer may deem an extension of time to be in the best interests of the Owner.
The Contractor will not be entitled to damages or additional payment due to such delays, except as otherwise specified in Subsection 7C of this Contract.
If delays beyond the Contractor’s control are caused solely by action or inaction of the Owner, such delays will entitle the Contractor to an extension of time per subsection B of this Contract.
B. Extensions of Time: Extensions of time, when granted, will be based upon the effect of delays to the Work. They will not be granted for non-controlling delays to minor portions of the Work unless it can be shown that such delays did or will delay the progress of the Work.
C. Payment for Delays: Pursuant to Public Contract Code Section 7102, the Contractor will be compensated for damages incurred due to delays for which the Owner is responsible.
Such actual costs will be determined by the Engineer. The Owner will not be liable for damages whi ch the Contractor could have avoided by any reasonable mans, such as 108
judicious handling of forces, equipment or plant. The determination of what damages the Contractor could have avoided will be made by the Engineer.
D. Written Notice and Report: If the Contractor desires payment for a delay as specified in subsection C above or an extension of time, it shall file with the Engineer a written request and report of cause within 30 Days after the beginning of the delay. The request for payment or extension must be made at least 15 days before the specified completion date.
Failure by the Contractor to file these items within the times specified will be considered grounds for refusal by the Owner to consider such a request.
E. Time of Completion: The Contractor shall complete the Work in the time specified in the Contract or the Special Provisions. The Contractor shall complete each portion of the Work within the time specified as in the Contract or the Special Provisions for such portion.
Unless otherwise specified in the Contract or the Special Provisions, the time of completion of the Contract shall be expressed in Working Days.
F. Contract Time Accounting: The Engineer will make a daily determination of each Working Day to be charged against Contract time. These determinations will be discussed and the Contractor will be furnished a periodic statement showing the allowable number of Working Days of Contract time, as adjusted at the beginning of the reporting period.
The statement will also indicate the number of Working Days charged during the reporting period and the number of Working Days of Contract time remaining. If the Cont ractor does not agree with the statement, it shall file a written protest within 15 Days after receipt, setting forth the facts of the protest. Otherwise, the statement will be deemed to have been accepted.
8. COMPLETION, ACCEPTANCE, AND WARRANTY.
A. Completion: The Contractor shall submit a written assertion that the Work has been completed. If, in the Engineer’s judgment, the Work has been completed in accordance with the Contract Documents, the Engineer will set forth in writing the date the Work was completed. This will be the date when the Contractor is relieved from responsibility to protect and maintain the Work and to which liquidated damages will be computed.
B. Acceptance: Acceptance will occur after all of the requirements contained in the Contract Documents have been fulfilled. If, in the Engineer’s judgment, the Contractor has fully performed the Contract, the Engineer will recommend to the Board that the Contractor’s performance of the Contract be accepted.
C. Warranty: The Work shall be warranted by the Contractor against defective materials and workmanship for a period of 2 years. The warranty period shall start on the date the Work was completed as determined by the Engineer.
The warranty period for specific items covered under manufacturers’ or suppliers’ warranties shall commence on the date they are placed into service at the direction of or as approved by the Engineer in writing.
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All warranties express or implied, from subcontractors, manufacturer, or suppliers, of any tier, for the materials furnished and work performed shall be assigned, in writing, to the Owner, and such warranties shall be delivered to the Engineer prior to acc eptance of the Contractor’s performance of the Contract.
The Contractor shall replace or repair defective materials and workmanship in a manner satisfactory to the Engineer, after notice to do so from the Engineer, and within the time specified in the notice. If the Contractor fails to make such replacement or repairs within the time specified in the notice, the Owner may perform the replacement or repairs at the Contractor’s expense. If the Contractor fails to reimburse the Owner for the actual costs, the Contractor’s Surety shall be liable for the cost thereof.
9. LIQUIDATED DAMAGES.
Failure of the Contractor to complete the Work within the time allowed will result in damages being sustained by the Owner. Such damages are, and will continue to be, impracticable and extremely difficult to determine. For each consecutive calendar day in excess of the time specified for completion of the Work, as adjusted in accordance with Section 7 above, the Contractor shall pay to the Owner, or have withheld from monies due it, the sum of $500.00, unless otherwise specified in the Special Provisions.
Execution of the Contract shall constitute agreement by the Owner and the Contractor that $500.00 per day is the minimum value of the costs and actual damage caused by the failure of the Contractor to complete the Work within the allotted time. Such sum is liquidated damages and shall not be construed as a penalty, and may be deducted from payments due the Contractor if such delay occurs.
10. INDEMNIFICATION
To the maximum extent permitted by Civil Code Section 2782 et seq ., Owner shall not be liable for, and Contractor shall defend, indemnify, and hold harmless Owner and its officers, agents, engineers, architects, consultants, attorneys, employees, and volunteers (collectively “Owner Parties”), against any and all claims, deductibles, self -insured retentions, demands, liability, judgments, awards, fines, mechanics' liens or other liens, labor disputes, losses, damages, expenses, charges or costs of any kind or character, including attorneys' fees and court costs (collectively referred to as “Claims”), which arise out of or are in any way connected to the work covered by this Contract arising either directly or indirectly from any act, error, omission or negligence of Contractor or its officers, employees, agents, contractors, sub-contractors, licensees or servants, including, without limitation, Claims caused by the concurrent negligent act, error or omission, of Owner Parties. However, Contractor shall have no obligation to defend or indemnify Owner Parties against Claims caused by the active negligence, sole negligence or willful misconduct of Owner Parties. This indemnification shall apply to all liability, as provided for above, regardless of whether any insurance policies are applicable, and insurance policy limits do not act as a limitation upon the amount of the indemnification to be provided by the Contractor.
11. INSURANCE.
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Contractor, at its sole cost and expense, shall obtain and maintain in full force and effect throughout the entire term of this Contract, the following -described insurance coverage, insuring not only Contractor and its subcontractors, if any, but also, with the exception of workers’ compensation and employer’s liability insurance, the Owner, its officers, agents, and employees of each of them:
A. MINIMUM SCOPE OF INSURANCE
Coverage shall be at least as broad as:
(1) Insurance Services Office Commercial General Liability coverage (Occurrence form CG 0001).
(2) Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code 1 (any auto).
(3) Worker’s Compensation insurance as required by the State of California and Employer’s Liability Insurance.
B. MINIMUM LIMITS OF INSURANCE
Contractor shall maintain limits no less than:
(1) General Liability: $ 2,000,000 per occurrence for bodily injury, personal injury, and property damage. If commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this product / loc ation or the general aggregate limit shall be twice the required occurrence limit.
(2) Automobile Liability: $2,000,000 per accident for bodily injury and property damage.
(3) Employer’s Liability: $1,000,000 per accident for bodily injury or disease.
C. DEDUCTIBLES AND SELF-INSURED RETENTIONS
Any deductible or self-insured retentions must be declared to and approved by the Owner.
At the option of the Owner, either the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the Owner, its officers, officials, employees and volunteers; or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.
D. OTHER INSURANCE PROVISIONS
The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:
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(1) The Owner, its officers, officials, employees, agents and volunteers are to be covered as insureds as respects: liability arising out of activities performed by or on behalf of the Contractor; products and completed operations of the Contractor; premises owned, occupied or used by the Contractor; or automobiles owned, leased, hired or borrowed by the Contractor. The coverage shall contain no special limitations on the scope of protection afforded to the Owner, its officers, officials, employees, agents or volunteers.
(2) For any claims related to this project, the Contractor’s insurance coverage shall be primary insurance as respects the Owner, its officers, officials, employees, agents and volunteers. Any insurance or self -insurance maintained by the Owner, its officers, officials, employees, agents or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.
(3) Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the Owner, its officials, employees, agents or volunteers.
(4) The Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.
(5) Each insurance policy required by this clause shall be endorsed to state the coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days’ prior written notice by certified mail, return receipt requested, has been given to the Owner.
E. ACCEPTABILITY OF INSURERS
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less the A:VII.
F. VERIFICATION OF COVERAGE
Contractor shall furnish the Owner with original endorsements effecting coverage required by this clause. The endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. The endorsements are to be on forms provided by the Owner.
All endorsements are to be received and approved by the Owner before work commences.
As an alternative to the Owner’s forms, the Contractor’s insurer may provide complete, certified copies of all required insurance policies, including endorse ments affecting the coverage required by these specifications.
G. SUBCONTRACTOR
Contractor shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein. 112
Contractors Property Damage Liability insurance shall include coverage for property damage caused by blasting, collapse, structural injuries or damage to underground utilities.
The policy shall not contain “x”, “c” or “u” exclusions.
Certificates of such insurance shall be filed with the Owner concurrently with the execution of this Contract or, with Owner’s approval, within ten (10) days thereafter. Said certificates shall be subject to the approval of the Owner.
12. WORKERS COMPENSATION.
Contractor represents that he or she has secured the payment of Worker’s Compensation in compliance with the provisions of the Labor Code of the State of California and during the performance of the work contemplated herein will continue so to comply with said provisions of said Code. Contractor shall supply the Owner with certificates of insurance, in triplicate, evidencing that Worker’s Compensation Insurance is in effect and providing that the Owner will receive ten (10) days written notice of cancellati on. If the Contractor self -insures Worker’s Compensation, Certificate of Consent of self-insured shall be provided the Owner.
13. BONDS.
The Contractor shall forthwith furnish in triplicate two bonds, each in the amount of 100 percent of the Contract price. One shall serve as security for the faithful performance of the work (hereafter “Performance Bond”). The second bond shall serve as s ecurity for the faithful performance and satisfaction of the persons furnishing materials and performing labor on the work (hereafter “Payment Bond”). Both bonds shall be written by a surety company licensed to transact surety business in the State of California and in the form prescribed by law.
The Performance Bond shall remain in force throughout the period required to complete the work and thereafter for a period of 730 calendar days after final acceptance of the work. The Payment Bond will be released 35 days after the recording date of the Notice of Completion, provided no liens are filed with the Owner. The Payment Bond shall contain provisions such that if the Contractor or its subcontractor shall fail to pay (a) amounts due under the Unemployment Insurance Code with respect to work performed under the contract, or (b) any amounts required to be deducted, withheld and paid over to the Employment Development Department from the wages of the employees of the Contractor and subcontractors pursuant to Section 13020 of the Unemployment Insurance Code with respect to such work and labor, then the surety will pay these amounts. In case suit is brought upon the payment bond, the surety will pay reasonable attorneys’ fees to be fixed by the court.
14. DEFECTIVE MATERIALS; DEFECTIVE WORK.
Should any of the materials or equipment prove defective or should the work as a whole prove defective, due to faulty workmanship, material furnished or methods of installation, or should the work or any part thereof fail to operate properly as originally intended and in accordance with the plans and specifications, due to any of the above causes, all within twenty four (24) months after date on which the completed project is accepted by the Owner, the undersigned agrees to reimburse 113
the Owner, upon demand, for its expenses incurred in restoring said work to the condition contemplated in said project, including the cost of any such equipment or materials replaced and the cost of removing and replacing any other work necessary to make such replacement or repairs, or, upon demand by the Owner, to replace any such materials and to repair said work completely without cost to the Owner so that said work will function successfully as originally contemplated.
The Owner shall have the unqualified right to make any needed replacement or repairs after a written notice to cure has been served upon the Contractor and a reasonable time to cure has expired. In the event the Owner elects to have said work performed by the undersigned, the undersigned agrees that the repairs shall be made within a reasonable time after the receipt of demand from the Owner. If the undersigned shall fail or refuse to comply with his obligations under this guaranty, the Owner shall be entitled to all costs and expenses, including attorney’s fees, reasonably incurred by reason of the said failure or refusal.
15. LABOR STANDARDS.
A. General: Contractor agrees that construction work shall be subject to the provisions of state and local regulations. In particular, Contractor agrees to comply with all applicable Labor Code requirements whether or not expressly stated herein.
B. Wages:
(1) General: The Contractor and each subcontractor engaged in the work shall pay each employee an amount not less than the rate established for each trade or occupation listed by the Director of the Department of Industrial Relations, State of California. An employee whose type of work is not covered by any of the classified wage rates shall be paid not less than the rate of wage listed for the classification which most nearly corresponds to the type of work to be performed.
(2) State: The Owner has obtained from the Department of Industrial Relations the general prevailing rate of wages in the vicinity of the work to be performed under this Contract.
These wage rates are maintained on file by Owner at its principle office and will be made available to any interested party upon request.
(3) Enforcement: These wage rates shall be enforced under Sections 1770 through 1780 of the California Labor Code. The Contractor shall be liable for forfeitures or penalties incurred from noncompliance with Labor Code provisions. (4) Payroll Records: Each Contractor and subcontractor shall keep an accurate payroll record, showing the name, address, social security number, work week, and the actual per diem wages paid to each journeyman, apprentice, worker, or other employee employed by him or her in connection with the work on the Project. Such records shall be certified and available for inspection at all reasonable hours at the principal place of the Contractor as required by Labor Code Section 1776. Certified payrolls shall be submitted weekly to Owner c/o Yamabe and Horn Engineering Inc. Electronic certified payrolls shall also be submitted weekly directly to the Labor Commissioner, Division of Labor Standards Enforcement.
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C. Preference for Resident Labor : Whenever possible in the employment of labor for performance of the work, the Contractor shall give preference to qualified persons residing within the general area of the work.
D. Hours of Labor: Pursuant to the Labor Code, eight hours of labor shall constitute a legal day's work. The Contractor or any subcontractor shall not require any more than eight hours of labor in a day from any person employed in the performance of the work under this Contract except for authorized work as provided under paragraph Subsection E below.
Failure of the Contractor to perform the work in accordance with this policy of the State of California shall be deemed a failure to comply with the provisions of this Contract.
E. Overtime Work: In accordance with Labor Code Section 1813, the Contractor shall as a penalty to the State or political subdivision on whose behalf the Contract is made or awarded, forfeit twenty -five ($25.00) for each worker employed in the execution of the Contract by the Contractor or by any subcontractor for each calendar day during which said worker is required or permitted to work more than eight hours in any one calendar day and forty hours in any one calendar week in violation of Labor Code Sections 1810-1815.
Overtime and shift work may be established as a regular procedure by the Contractor with reasonable notice and written permission of the Owner. No work other than overtime and shift work established as a regular procedure shall be performed between the hours of 6:00 p.m. and 7:00 a.m. nor on Saturdays, Sundays or holidays except such work as is necessary for the proper care and protection of the work already performed or in case of an emergency.
Contractor agrees to pay the costs of overtime inspection except those occurring as a result of overtime and shift work established as a regular procedure. Overtime inspection shall include inspection required during holidays, Saturdays, Sundays and weekdays between the hours of 6:00 p.m. and 7:00 a.m. Costs of overtime inspection will cover engineering, inspection, general supervision and overhead expenses which are directly chargeable to the overtime work. Contractor agrees that Owner shall deduct such charges from payments due the Contractor.
F. Apprentices: The Contractor and subcontractors shall comply with the requirements of Sections 1777.5 and 1777.6 of the Labor Code in the employment of apprentices.
Information relative to apprenticeship standards, wage schedules, and other requirements may be obtained from the Director of Industrial Relations, ex officio the Administrator of Apprenticeship Standards and its branch offices.
G. Compliance with SB 854: California Labor Code: Contractor represents that it has complied and will continue to comply with all applicable registration and disclosure requirements of SB 854 and acknowledges the following:
(1) No contractor or subcontractor may be listed on a bid proposal for a public works project unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5 [with limited exceptions from this requirement for bid purposes only under Labor Code section 1771.1(a)]
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(2) No contractor or subcontractor may be awarded a contract for public work on a public works project unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5.
(3) This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
(4) No bid proposals will be accepted nor any contract entered into with a contractor without proof of registration described above.
(5) Contractor must post any job site notices required by regulation. It is the Contractor’s responsibility to know the current regulations.
(6) Contractor must furnish electronic certified payroll records to the Division of Labor Standards Enforcement (“Labor Commissioner”) as required. The Contractor is responsible for checking with the Department of Industrial Relations for any notices regarding this requirement.
16. LAWS, REGULATIONS AND PERMITS.
A. General: The Contractor shall give the notices required by law and comply with all laws, ordinances, rules and regulations pertaining to the conduct of the work. The Contractor shall be liable for violations of the law in connection with work provided by the Contractor.
If the Contractor observes that the drawings, specifications are at variance with any laws, ordinances, rules or regulations, the Contractor shall promptly notify the Engineer in writing of such variance. The Owner shall promptly review the mat ter and, if necessary, shall issue a change order or take any other action necessary to bring about compliance with the law, ordinance, rule or regulation in question. Contractor agrees not to perform work known to be contrary to any laws, ordinances, rules, or regulations.
B. Permits and Licenses : Unless otherwise specified herein, permits and licenses from governmental agencies which are necessary only for and during the prosecution of the work and the subsequent guarantee period shall be secured and paid for by the Contractor.
Permits and licenses of regulatory agencies which are necessary to be maintained after completion of the guarantee period shall be secured and paid for by the Owner.
C. Patents and Royalties : The costs involved in fees, royalties or claims for any patented invention, article, process or method that may be used upon or in a manner connected with the work under this Contract or with the use of completed work by the Owner, shall be paid by the Contractor. The Contractor and Contractor's sureties shall protect, defend, and hold Owner together with Owner's officers, agents and employees, harmless against any and all demands made for such fees or claims brought or made by the holder of any invention or patent. Before final payment is made on the account of this Contract, the Contractor shall, if requested by the Owner, furnish acceptable proof of a proper release from all such fees or claims.
Should the Contractor, agent, employee or any of them be enjoined from furnishing or using any invention, article, material or plans supplied or required to be supplied or used 116
under this contract, the Contractor shall promptly pay such royalties and secure the requisite licenses; or, subject to acceptance by the Owner, substitute other articles, materials or appliances in lieu thereof which are of equal efficiency, quality, fini sh, suitability and market value to those planned or required under the Contract. Descriptive information of these substitutions shall be submitted to the Engineer for determination of general conformance to the design concept and the construction Contract. Should the Owner elect to refuse the substitution, the Contractor agrees to pay such royalties and secure such valid licenses as may be requisite for the Owner, Owner's officers, agents and employees or any of them, to use such invention, article, mate rial or appliance without being disturbed or in any way interfered with by any proceeding in law or equity on account thereof.
17. CALIFORNIA LAW AND VENUE.
The terms of this Contract shall be governed by and construed in accordance with the laws of the State of California applicable to contracts entered into and to be performed in California. In the event any part of this Contract shall be held to be invalid, void, or otherwise unenforceable for any reason, the Contract shall be modified rather that voided, if possible, in order to achieve the intent of the parties to the extent possible and in any event, all other provisions of this Contract shall remain valid and enforceable.
18. MUTUAL NEGOTIATION.
Contractor acknowledges that the provisions herein have been mutually negotiated and neither party shall be construed to be the drafter of this Contract.
19. ATTORNEY’S FEES.
In the event of litigation concerning this Contract the prevailing party shall be awarded reasonable attorney fees and costs of suit, in addition to appropriate compensatory damages or other relief ordered for the benefit of the prevailing party.
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IN WITNESS WHEREOF, the parties have executed this Contract as set forth below.
CITY OF SANGER
TERRA WEST CONSTRUCTION, INC.
(OWNER) (CONTRACTOR)
By: By:
Nathan Olson, City Manager
Date: _______________________________ Title:
Approved as to Form:
Federal Taxpayer I.D. No.
City Attorney Date: _______________________________
Date: _______________________________
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For the Meeting of: August 21, 2025
Agenda Item No.: G-1
CITY OF SANGER
REPORT TO THE CITY COUNCIL
To: Mayor and Councilmembers
From: Amanda Champion, HR Manager
Subject: Presentation and Acceptance of the Classification and Compensation Study Attachments: Classification and Compensation Study
Job Classifications with Tracked Changes
CONFLICT OF INTEREST:
None known.
RECOMMENDATION:
Staff recommends that City Council, by motion, accept the Classification and Compensation Study as present by Evergreen Solutions, LLC.
EXECUTIVE SUMMARY:
Mark Holcombe will be presenting the final classification and compensation study and the recommended changes to the City of Sanger’s pay structure and classifications.
BACKGROUND:
On August 1, 2024, the City of Sanger approved a consultant agreement with Evergreen Solutions, LLC, to perform a Classification and Compensation Study. The goal of the study was to create equitable, competitive and supportive classification and compensation plans that benefit both the City and the employees.
The work plan consisted of the following 11 tasks:
1. Project Initiation
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2. Evaluation of the current system
3. Collection and Review of Environment Data
4. Evaluation and Creation of Projected Classification Plan/ FLSA Determinations
5. Identify List of Markey Survey Benchmarks and Approval of List of Targets
6. Conduct Market Salary and Benefits Survey and Provide External Assessment Summary
7. Development of Strategic Positioning Recommendations
8. Conduct Solution Analysis
9. Develop and Submit Draft and Final Reports
10. Develop Recommendations for Compensation Administration
11. Provide Updated Classification Descriptions.
While there were delays due to staffing changeovers, administration also felt it was important to provide opportunity for city- wide staff review and input. Human Resources held several meetings to share draft results and allow city staff to become familiar with the metrics used in the study.
Mark Holcombe, project manager, will be presenting the study and sharing the recommendations to the City’s pay plans, pay grades, and classification changes. Staff recommendation is to receive and accept the study to be complete but not implement any changes at this time.
REASON FOR RECOMMENDATION:
Receiving and accepting the study will allow the City to utilize and share the report in current and future negotiations.
FISCAL IMPACT:
Receiving and accepting the study has no fiscal impact. If the City Council chooses to implement one of recommended changes the costs range from approximately $281,900 to $459,000 in base salary increases, with potentially more increases related to incentive pays and taxes.
ALTERNATIVES:
The City may reject the study.
ACTIONS FOLLOWING APPROVAL:
Staff will use the study to come back to Council with recommendations on how to implement any necessary changes.
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Presented by:
Mark Holcombe
Classification and Compensation Study
Project Summary Presentation
Sanger, CA
August 21st, 2025
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1 Overview
• Study Goals
• Project Phases
• Employee Meetings
• Current System Review
• JAT Responses
• Compensation Survey
• Next Steps
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2 Study Goals
• Review current classification and compensation system to
ensure internal equity
• Survey peer organizations to ensure external equity
• Produce recommendations to provide the organization
wit
h a classification and compensation system that is
equitable, both internally and externally
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3 Project Phases
Phase 1:
Outreach
Employee
Meetings
Data Collection
(including JATs)
Phase 2:
Classification
Classification
Structure
JAT Analysis
Phase 3:
Compensation
Comp Survey
(Market
Positioning)
Internal
Alignment
Analysis
Phase 4:
Solution
Implementation
Options
Reporting
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4 Employee Meetings
Comments - Positive
• Camaraderie – par tly in the nature of working within a small community, but primarily attributed to the people, employee groups regularly spoke on the positive and even sometimes “family-like” environment.
• Location – Man y employee and leadership groups alike expressed satisfaction in the location of employment through the lenses of pride in the community served.
• Benefits – ge nerally the package is viewed highly, but most notably employees remarked on the health insurance benefits.
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5 Employee Meetings
Comments - Concerns
• External Equity – Al l groups expressed concerns that current salaries could lag similar roles in neighboring communities, especially with the challenges that smaller communities like this one face. • Internal Equity – Emp loyees expressed several concerns or requests regarding internal equity. Common themes involved:
• Job Description Updates - Emp loyees across several groups highlighted discrepancies between job descriptions and actual duties, staff utilization across functional areas, and noted inconsistency in career pathing and mobility in certain areas.
• Staffing Concerns - Ov
erburdening of the workforce due to staffing
shortages. Specific areas between public safety and administrative divisions provided in alignment with the concept that the workforce is understaffed.
126
6 Current System Review
• Strength:
The City has consistent range spreads, the difference between minimum an
d maximum, within and across units.
The City has a very strong, positive relationship between tenure and mo
vement through the step system.
• Weakness:
Most employees are located in the top 25th percent of their pay ranges, “the 4th Quartile.” While not inherently a weakness alone, this can illuminate stress within a pay structure if there is limited career pathing joined with the rapid progression.
There appears to be some where compression can exist in certain sections of
the salary schedules.
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7 JAT Completion
• Number of JATs issued: 137
• Number of Classifications represented: 40 (83.33%)
Total # of
Classifications
Surveyed
# of
Classifications
with a JAT
# of
Classifications
without a JAT
40 8
% Complete % Incomplete
83.33% 16.67%
Classification Summary
48 128
8 Compensation Survey
• Salary survey resulted in 20 responses.
• All responses are adjusted for cost-of-livin g
differentials.
• Salary ranges and average actuals were
co
llected from the respondents.
• A total of 62 jobs were benchmarked
re
presenting all participating parties.
Market Peers
Sanger, CA
Fresno, CA
Visalia, CA
Hanford, CA
Madera, CA
Selma, CA
Kerman, CA
Corcoran, CA
Dinuba, CA
Clovis, CA
Lemoore, CA
Merced, CA
Kingsburg, CA
Reedley, CA
Fresno County, CA
Madera County, CA
Kings County, CA
Tulare County, CA
San Benito County, CA
Merced County, CA
American Ambulance
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9 Comp Survey Results
Market Comparison Results
Full Market Survey Respondents
Minimum Midpoint Maximum
-11.9% -13.9% -15.0%
On average, Sanger:
• Lags the minimum or base pays at the market median (50th percentile); • Continues to slightly lag the market throughout the ranges due to slightly more na
rrow ranges compared to market peers (distance from minimum to maximum); In summary, the market lag is slight but noticeable in terms of base pay generally across the City at the 50
th percentile. A market position higher than the 50th
percentile, a more competitive market position, would further market lag. 130
10 Total Comp Results
Total Compensation Results
• Sanger reported that benefits compose a significant portion of total com
pensation.
• Across all positions, benefits represents about 43% of total com
pensation from peers at the 50th percentile, while Sanger provides benefits as a portion of total compensation at a rate of nearly 52%. • Total Compensation is analyzed at the maximum of the base pays, cons
idering maximum eligible years of longevity for comparison philosophy.
Total Market Analysis
Data Type Maximum
Salaries Only
(range max) -15.0%
Total
Compensation 5.8%
131
11 Key Recommendations
1. Adopt adjustments to the City’s pay plans to bring them to a mark
et competitive position. The newly recommended pay plans have consistent steps and range spread across all plans.
2. Reassign pay grades to positions based on internal equity and the mark
et results. Some positions will see larger adjustments than others due to the market response.
3. Place employees within their newly recommended pay grades.
Select an implementation methodolog
y that aligns with the
compensation philosophy and financial means of the City. 132
12 Implementation Costs
• Bring to Minimum – p laces employees in the newly recommended range, rounds to the closest step, and makes no further adjustment. • Tenure Parity – g ives a “projected salary” based on an employee’s time with the City overall. If an employee is below the projected salary, they receive an adjustment. No salaries are decreased as part of this approach. • Keep Same Step – s ets an employee’s salary in the recommended range so that their step placement is unchanged. Gives employees 100% of the market adjustment; does not address or change employee alignment within grade.
Implementation Option Total Salary-
Only Cost
Number of
Employees
Adjusted
Average
Adjustment
for Impacted
Employees
% of Payroll
Bring to Min 281,869.08$ 123 2,291.62$ 2.9% Tenure Parity 429,345.32$ 133 3,228.16$ 4.4% Keep Same Step 458,776.76$ 132 3,475.58$ 4.7% 133
13 Questions? Thank you!
Mark Holcombe
Project Manager
Evergreen Solutions, LLC
[email protected]
2528 Barrington Circle, Unit 2
Tallahassee, Florida 32308
850.383.0111 ph
850.383.1511 fax
www.ConsultEvergreen.com
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August 14, 2025
Compensation and Classification Study
for The City of Sanger, CA
FINAL REPORT
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PAGE
1.0 INTRODUCTION ................................ ................................ ................................ ........ 1-1
1.1 Study Methodology ............................................................................................ 1-1
1.2 Report Organization .......................................................................................... 1-3
2.0 SUMMARY OF EMPLOYEE OUTREACH ................................ ................................ ..... 2-1
2.1 General Feedback ............................................................................................ 2-2
2.2 Compensation, Classification, and Other Concerns........................................ 2-3
2.3 Market Peers ..................................................................................................... 2-6
2.4 Summary ............................................................................................................ 2-7
3.0 ASSESSMENT OF CURRENT CONDITIONS ................................ ............................... 3-1
3.1 Analysis of Pay Plans and Classifications ........................................................ 3-1
3.2 Grade Placement Analysis ................................................................................ 3-6
3.3 Quartile Analysis ............................................................................................. 3-11
3.4 Compression Analysis .................................................................................... 3-15
3.5 Summary ......................................................................................................... 3-22
4.0 MARKET SUMMARY ................................ ................................ ................................ . 4-1
4.1 Market Data ...................................................................................................... 4-3
4.2 Salary Survey Results ....................................................................................... 4-4
4.3 Salary Survey Conclusion .................................................................................. 4-9
4.4 Total Compensation Comparison ..................................................................... 4-9
4.5 Total Compensation Data ................................................................................. 4-9
4.6 Total Compensation Survey Conclusion ....................................................... 4-10
4.7 Market Summary Conclusion ........................................................................ 4-11
5.0 RECOMMENDATIONS ................................ ................................ .............................. 5-1
5.1 Classification Recommendations ..................................................................... 5-1
5.2 Compensation Recommendations ................................................................... 5-2
5.3 Compensation and Classification System Administration .............................. 5-6
5.4 Summary ............................................................................................................ 5-9
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Table of Contents
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The leadership of The City of Sanger, CA (the “ City”) in keeping with its commitment to attracting and retaining the employees necessary to provide high quality services determined that its current compensation and classification systems and structures needed to be updated to better reflect best practices. Evergreen Solutions, LLC (“Evergreen”) was selected by the City during September of 2024 as its partner to in order to accomplish this goal. This engagement sought to evaluate the strengths and weaknesses of the City’s current systems, conduct a job and pay grade analysis to study internal equity, collect peer salary data to study external equity, and adjust the current compensation and classification systems to better reflect the market. This study and the analysis contained within provides City leadership with valuable information related to their employee demographics, opinions, and market data, as well as internal and external equity.
Internal equity relates to the fairness of an organization’s compensation practices among its current employees. Specifically, by reviewing the skills, responsibilities, and duties of each position, it can be determined whether similar positions are being compensated in an equitable manner within the organization. External equity relates to the differences between how an organization’s classifications are valued and the compensation available in the marketplace for the same skills, responsibilities, and duties. This component of the study aims to address how the City is positioned in the market relative to other local area government organizations with similar positions and to develop recommendations that allow the City to recruit and retain quality employees. The classification component of this study resolves any inconsistencies related to job requirements or job titles and ensures that all jobs are appropriately categorized and aligned with The work currently performed.
1.1 STUDY METHODOLOGY
Evergreen Solutions combines qualitative and quantitative data analysis to produce recommendations that maximize the fairness and competitiveness of an organization’s compensation structure and practices. It is important to note that the data utilized in the study represents a snapshot in time. As market conditions can change rapidly, it is important for the City to conduct regular market surveys to ensure their external market position does not decay. A full compensation and classification review is recomm ended approximately every three to five years. Some examples of project activities included:
• Conducting a project kick-off meeting
• Presenting orientation sessions to employees
• Facilitating focus group sessions with employees
• Conducting an external market salary survey
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• Conducting an external market benefits survey
• Comparing the City’s benefit offerings to those in the market • Developing recommendations for compensation management • Revising classification descriptions based on employee JAT feedback • Developing recommendations for compensation and classification changes • Creating draft and final reports
• Conducting training sessions with human resources staff in the methodology used to systematically assess job classifications
Kickoff Meeting
The kickoff meeting provided an opportunity to discuss the history of the City, finalize the work plan, and begin the data collection process. Data collection included the gathering of relevant background material including: existing pay plans, organization charts, policies , procedures, training materials, classification specifications, and other pertinent material.
Employee Outreach
Through the orientation sessions, Evergreen consultants briefed employees on the purpose and major processes of the study. This process addressed employee questions in an effort to resolve misconceptions about the study and related tasks , and explained the importance of employee participation in the JAT process.
In addition, employees participated in focus group sessions designed to gather input from their varied perspectives as to the strengths and weaknesses of the current system. Feedback received from employees in this context was helpful in highlighting aspects of the organization which needed particular attention and consideration. This information provide d 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. These JATs were analyzed and compared to the current classification descriptions, and classifications were individually scor ed based on employee responses to six compensable factor questions. Each of the compensable factors— Management, Processes, Resources, Technology, Errors and Risks, and Knowledge and Experience—were given weighted values based on employee responses, resulti ng in a point factor score for each classification. The rank order of classes by JAT scores was used to develop a rank order of classes within the proposed compensation structure. Combined with market data, this information formed the foundation of the combined recommendations. The nature of each compensable factor is described below:
• Management – outlines leadership roles, from supervised 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. 138
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• Resources – defines resource responsibilities, from using and monitoring resources to managing budgeting, 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 Risks – identifies the types 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.
Salary Survey
The external market for this study was defined as identified local government organizations with similar positions as well as similar characteristics, demographics, and service offerings.
All positions in the City were surveyed, although not all positions had corresponding matches at all peer organizations. The data were analyzed by comparing City classifications, including both salaries and benefits, to jobs performing the same duties at peer organizations to gain a fuller understanding of the City’s total compensation position within the market.
Recommendations
Evergreen developed recommendations for the City to consider in order to help maximize the effectiveness and efficiency of its current compensation and classification structure.
Evergreen provided the City with a variety of recommendations for the future at various costs.
Plans ranged from minor tweaks to the current compensation and classification system to wholesale changes to the entire organizational structure. These plans were designed to fix the issues identified in this report, while continuing to b uild on the strengths the City currently exhibits.
1.2 REPORT ORGANIZATION
This report includes the following additional chapters:
• Chapter 2 – Summary of Employee Outreach
• Chapter 3 – Assessment of Current Conditions
• Chapter 4 – Market Summary
• Chapter 5 – Recommendations
Chapter 2 – Summary of Outreach
Outreach was conducted by one Evergreen consultant over the course of two days. The consultant met with City employees and explained the process of the study and fielded 139
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questions that employees had about the study. Focus groups were conducted to solicit information from employees that gave Evergreen solid information to begin researching.
Employees provided Evergreen their opinions on classifications that were outdated, b ehind market, or had trouble retaining employees.
Information was also provided on the employees’ opinions of the biggest competitors to the City. Finally, employees provided information on all the positive aspects of employment with the City. Evergreen used employee opinions as a starting point for some data collection, but everything that was used in the course of this study was independently verified by Evergreen.
A full summary of the outreach can be found in Chapter 2 of this report.
Chapter 3 - Assessment of Current Conditions
An assessment of current conditions was conducted to help Evergreen better understand the current standing of the City pay plans, demographics, and compensation structures. This assessment should be considered a snapshot in time and is reflective of the conditions present within the City upon the commencement of this study. By leveraging this information, Evergreen was able to gain a better understanding of the strengths and weaknesses of the current compensation system. When combined with the market result s, the Assessment of Current Conditions helped provide a basis for recommendations. A full summary of the Assessment of Current Conditions can be found in Chapter 3 of this report.
Chapter 4 - Market Summary
Evergreen developed a total compensation survey, which was approved by the City’s human resources department, and defined the external market in consultation with the department as well . Upon receipt of the survey results, the data were analyzed to compare the City’s compensation to overall market findings. When combined with the Assessment of Current Conditions, the market survey provided the basis for evaluating the City’s position wit hin its labor market. A full summary of the market results can be found in Chapter 4 of this report.
Chapter 5 – Recommendations
During the recommendations phase, Evergreen provided several different solution options based on their current relationship to market. Solutions were provided that only require minor tweaks to the current compensation and classification systems, as well as some solutions that would require wholesale changes to City’s current structures. Evergreen has provided the City with recommendations that can both leverage the current compensation structure and also help expand its ability to recruit and retain talent in the most competitive classifications.
A full explanation of the recommendations can be found in Chapter 5 of this report.
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As part of the compensation and classification study, Evergreen conducted a comprehensive outreach process designed to gather employee perspectives, clarify study objectives, and ensure that findings reflect the needs and experiences of the City’s workforce. One Evergreen consultant was on site for two consecutive days to meet directly with employees and obtain their feedback on compensation, classification, and workplace conditions.
The outreach process began with a series of Orientation Sessions open to all employees.
These sessions provided an overview of the study’s scope, objectives, and timeline, as well as instructions for completing the Job Assessment Tool (JAT). The sessions a lso offered employees the opportunity to ask questions and better understand how the study would impact them.
In addition, Evergreen facilitated focus groups with a cross-section of employees representing various departments, bargaining units, and organizational levels. These discussions allowed employees to share their perspectives on strengths, challenges, and a reas of improvement related to pay, benefits, job classifications, and working conditions. Feedback gathered in these sessions helped identify common themes and department-specific concerns that might not be evident through quantitative analysis alone.
Department head interviews were also conducted to capture leadership -level insight into recruitment and retention challenges, staffing needs, and structural considerations. These interviews provided critical context for understanding the operational and st rategic priorities of each department and how those priorities intersect with compensation and classification structures.
Collectively, this outreach process ensured that the study incorporated a broad range of perspectives, aligning the analytical findings with the personal experiences of employees and the operational realities of City departments.
Comments are separated into the following four categories:
2.1 General Feedback
2.2 Compensation, Classification, and Other Concerns
2.3 Market Peers
2.4 Summary
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2.1 GENERAL FEEDBACK
As part of the outreach process, employees were invited to share their overall impressions of working for the City. Employees highlighted what they believe the organization does well, as well as aspects they feel could be improved. The following section begins by summarizing the positive themes that emerged across departments and employee groups. These insights reflect the strengths employe es wish to preserve as the City considers changes to its compensation and classification systems. The subsequent porti on of this section will outline general concerns and challenges identified by participants.
Community Connection and Sense of Purpose
Many employees cited a strong connection to the community as a key reason they enjoy working for the City. Several participants grew up in Sanger or nearby communities and expressed pride in serving their hometown. Employees appreciated the ability to have a direct, visible impact on their community and described the City’s smaller size as allowing for stronger interpersonal relationships and a more personal approach to service delivery.
Workplace Culture and Relationships
The City’s size was often viewed as an advantage, fostering a “family-like” atmosphere where employees are known by name rather than treated as numbers. Employees reported valuing supportive relationships with colleagues and supervisors, opportunities for collaboration across departments, and a culture that allows for close working relationships. Several also noted the City’s tradition of employee events, such as monthly birthday celebrations and potlucks, as contributing positively to morale.
Opportunities for Learning and Growth
Employees appreciated the broad range of responsibilities in their roles, noting that working for a smaller organization has enabled them to develop well -rounded skills and gain experience in multiple functional areas. Many viewed this as an opportunity to grow professionally, take on new challenges, and develop expertise that could serve them in future career advancement.
Benefits and Total Compensation
Although compensation concerns were raised in other parts of the outreach process, employees in multiple groups praised the City’s benefits—particularly its medical coverage and CalPERS pension plan—as competitive advantages. Several participants cited low employee contributions for health coverage, strong retirement benefits, and overall benefits packages as major factors in recruitment and retention.
General Concerns and Challenges
While many employees expressed pride in their work and appreciation for certain aspects of City employment, participants also identified several areas where they believe improvements 142
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are needed. These concerns were not limited to a single department or employee group, suggesting they are more widespread in nature.
Compensation Competitiveness
A recurring theme across multiple focus groups was the perception that the City’s pay rates are not competitive with those of surrounding municipalities or the private sector. Employees reported that lower wages make it difficult to recruit and retain qualified staff, particularly for positions requiring specialized skills or certifications. Several noted that colleagues had left the City for better-paying opportunities elsewhere, and that the gap between Sanger and peer agencies has widened over time. While employees acknowledged the value of the City’s benefits, many emphasized that the take-home pay needed to meet daily living expenses remained a significant concern.
Opportunities for Advancement
Some employees expressed frustration with limited promotional opportunities or unclear career pathways within the City. In certain roles, participants noted that pay increases for promotions were minimal or that advancing to the next step required starting at a lower pay step within the new range. This has led to concerns about compression between entry -level and higher-level positions, as well as reduced incentives to seek advancement.
Staffing Levels and Workload
A number of employees reported that staffing shortages have increased workloads and, in some cases, forced staff to work outside their job classifications. This has been particularly challenging for positions that require certifications, as the small appli cant pool often results in extended vacancies. Several participants commented that the City’s staffing levels have not kept pace with growth in service demands, creating pressure on existing staff and, in some cases, impacting service delivery.
Employee Morale and Organizational Culture
While many employees praised the City’s close -knit culture, some long-term employees described declining morale in recent years. Factors contributing to this included compensation concerns, perceived inequities in pay or benefits among employee groups, and limited recognition for strong performance. In certain departments, employees felt that the organizational environment had shifted away from the “work family” atmosphere that many valued in the past.
Benefits Gaps for Certain Groups
Although the City’s benefits were praised by many, some employees , particularly in specific bargaining units, felt that differences in benefit contributions or eligibility created inequities.
For example, employees in one group reported paying significantly more for health coverage than others, which they viewed as an obstacle to retention. Additionally, several e mployees suggested that certain benefit options, such as gap insurance before Medicare eligibility or expanded childcare assistance, could strengthen the City’s total compensation offering. 143
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Overall, the outreach process revealed that employees value their connection to the community, the close-knit and collaborative culture within the organization, opportunities for skill development, and the City’s strong benefits package. At the same time, many expressed concern about compensation levels, limited advancement opportunities, staffing shortages, and morale challenges in certain areas. While the City’s benefits remain a recruitment and retention strength, the prevailing sentiment was that compet itive pay and adequate staffing are critical to sustaining employee satisfaction and maintaining service quality in the long term.
2.2 COMPENSATION, CLASSIFICATION, AND OTHER CONCERNS
In addition to general feedback about working for the City, employees shared more detailed input on compensation and classification issues that affect recruitment, retention, and internal equity. These comments often went beyond broad concerns about pay competitiveness, highlighting specific structural, policy, and job classification factors that influence employee satisfaction and career decisions. The following points summarize the most common and significant themes identified across departments and employee groups. It is important to note that the perceptions of employees listed below do not necessarily reflect or align with the data collected in the market survey, found in Chapter 4.
Specific feedback shared by employees related to compensation practices included the following:
• Salary Comparison to Market Peers – Many positions were reported to be 20 –30 percent below comparable roles in nearby jurisdictions, especially for specialized or certified jobs. This was viewed as a major driver of turnover. While this is perceptional in nature (i.e., this was not a data-driven finding by Evergreen), it does reveal employee thoughts about the cash compensation at the City.
• Employee Retention – The City’s pay and advancement structure were seen as encouraging employees to gain experience and then leave for higher-paying agencies.
This has made retention of experienced staff challenging. • Compression Between Roles – Promotional pay increases are often minimal, with some promotions yielding only a one percent raise or even a temporary pay decrease due to step placement. This discourages career progression. • Entry-Level vs. Higher-Level Pay Gap – The small gap between certain entry -level and supervisory roles was viewed as insufficient to reflect added responsibilities.
Employees felt this undermines incentives to promote.
• Outdated Job Descriptions – Multiple employees noted that job descriptions do not reflect current duties or required skills. This has contributed to misaligned pay and hindered recruitment.
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• Expanded Duties Without Pay Adjustment – Staffing shortages have resulted in employees taking on higher -level work without corresponding pay. Many felt their compensation should reflect the actual scope of their responsibilities. • Misclassification Concerns – Some positions were believed to be placed in the wrong classification series or level, leading to pay inequities within and between departments.
• Inequities in Incentive Pay – Certain incentive structures, such as certification pay, were viewed as outdated or unevenly applied. Employees suggested incorporating these amounts into base pay for more predictable earnings and improved pension calculations.
• Longevity Pay Structure – Several participants suggested adding earlier and more frequent longevity increases, rather than only at long service milestones, to encourage retention.
• Benefit Disparities Between Groups – Some bargaining units pay significantly more for health coverage than others, which was perceived as inequitable and harmful to retention.
• Total Compensation Communication – Employees felt that the value of the City’s benefits package is not always clearly explained or emphasized during recruitment and retention discussions.
• Limited Career Pathways – In some areas, there are few opportunities for advancement or skill -based pay progression, making it difficult for employees to envision long-term careers with the City.
• Inconsistent Step Progression Policies – Employees noted that starting at mid -range steps after a promotion compresses their time to top-out and limits long-term earnings growth.
Employees also spoke at length about the city’s ability to attract and keep qualified staff.
While some challenges stem from competitive labor market conditions, others relate to internal processes, organizational capacity, and the availability of advancement opportunities.
The points below highlight the most frequently mentioned staffing, recruitment, and retention concerns.
• Difficulty Filling Specialized Roles – positions requiring certifications, such as licensed operators, paramedics, or certain technical roles, often attract few qualified applicants. Extended vacancies have become common in these areas. • High Turnover in Key Classifications – Certain essential classifications, such as specialized technical positions, licensed operators, and public safety roles, experience persistent turnover due to competitive pay and benefits offered elsewhere.
Departments noted that vacancies in these positio ns have a direct impact on operations and service delivery.
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• Reliance on Contract Staffing – unfilled positions have sometimes required the use of contract employees, which can be more costly and less sustainable than maintaining permanent staff.
• Small Applicant Pools – for some specialized positions, only a handful of candidates apply, and many fail to meet minimum qualifications or perform well in interviews. • Impact of Reputation – employees noted that the City’s pay levels and history of turnover have contributed to a perception that the City is a “stepping stone” employer, which makes recruitment more difficult.
• Lengthy Hiring Process – extended background checks, interviews, and onboarding steps sometimes result in candidates accepting offers elsewhere before the city can finalize hiring.
• Inadequate Staffing Levels – several areas reported that staffing numbers have not kept pace with service demands, leading to heavier workloads and, in some cases, service delays.
• Retention of Mid-Career Staff – employees with 5 –12 years of experience are often the most difficult to retain, as they are highly marketable to other employers yet still far from retirement.
• Loss of Institutional Knowledge – high turnover in certain departments has resulted in a shortage of experienced staff to train newer hires, which can slow operations and reduce service quality.
• Competition with Neighboring Jurisdictions – peer cities and counties often offer higher pay, richer benefits, or more appealing work schedules, making it challenging to compete for talent.
2.3 MARKET PEERS
During the outreach process, employees were asked which organizations they believed the City should be compared to when evaluating market competitiveness for compensation and benefits. Their suggestions reflected both geographic proximity and similarities in size, services, or operational structure. In some cases, participants also referenced agencies that compete directly with the City for talent in specific classifications, even if they differ in size or scope. The following peers were most frequently men tioned across employee groups:
• Selma – Cited frequently as a nearby jurisdiction with similar size and operational model, but reportedly higher pay in many classifications.
• Reedley – Often referenced as a close geographic and market competitor, particularly for development services, public works, and public safety positions. 146
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• Kingsburg – Identified as a comparable -sized peer in the region; noted for offering competitive wages and benefits in multiple classifications. • Dinuba – Mentioned as a similar municipality and regional competitor for both general government and public safety roles.
• Fresno – While much larger, often named as a destination for employees seeking higher pay, especially in public safety and technical positions. • Clovis – Similar to Fresno in being larger but still a competitive draw for experienced staff, particularly in specialized roles.
• Madera County / Madera City – Highlighted for offering lifetime medical benefits, which was seen as a strong retention incentive.
• CAL FIRE – Identified by employees as a direct competitor for firefighter/paramedic positions due to higher pay and different scheduling.
• Private Sector Development and Contract Firms – Mentioned specifically in relation to planning, building, and code enforcement roles, where higher salaries and different work structures attract qualified candidates away from the City.
2.4 SUMMARY
The outreach process provided an opportunity for employees across the City to share their perspectives on compensation, classification, benefits, workplace culture, and organizational challenges. Their feedback reflected both pride in working for the City , particularly in its community connections, collegial atmosphere, and benefits , and candid concerns about compensation competitiveness, classification accuracy, staffing levels, and recruitment and retention challenges. Employees also shared their views on which agencies should serve as market peers, offering insight into where they believe the City competes for talent.
It is important to note that the information gathered through this outreach is perceptional in nature. Comments represent the views and experiences of participating employees and are not, by themselves, factual findings about pay, benefits, or market posit ion. However, these perceptions are valuable at the start of a compensation and classification study because they highlight the issues employees consider most important, reveal potential areas for further investigation, and provide context for interpreting both internal and external data.
The next phases of this study will build upon this qualitative input with data -driven analysis.
Chapter 3 will present an assessment of the City’s current compensation and classification structure, drawing from internal data to evaluate pay ranges, position relationships, and other structural elements. Chapter 4 will provide a market comparison, measuring the City’s pay and benefits against selected peer agencies to determine its competitive position. Together, these analyses will form the basis for recomme ndations aimed at ensuring the City’s compensation and classification system supports its recruitment, retention, and operational goals.
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The purpose of this chapter is to provide a statistical analysis of the classification and compensation system in place at the City at the start of this study. The assessment is divided into the following sections:
3.1 Analysis of Pay Plans and Classifications
3.2 Grade Placement Analysis
3.3 Quartile Analysis
3.4 Compression Analysis
3.5 Summary
The analysis represented in this chapter represents a snapshot in time based on the compensation and employee data provided by the City in the Fall of 2024. Every organization changes continuously, so this chapter is not meant to be a definitive statement on continuing compensation practices at the City. Rather, this AOCC is meant to represent the conditions that were in place when this study began. The data contained within provide the baseline for analyses through the course of this study but are not sufficient cause for recommendations in isolation. By reviewing employee data, Evergreen gained a better understanding of the structure and methods in place and identified issues for both further review and potential revision.
3.1 ANALYSIS OF PAY PLANS AND CLASSIFICATIONS
The purpose of analyzing the various pay plans used within the City is to help gain an overview of the compensation philosophy and practices as they existed when the study began. The City provided the Memorandum of Understanding (where appropriate) and associated pay plans for each of its bargaining and unrepresented groups. Classifications are grouped together based on type of work, assignment to a bargaining unit, and level in the organization . Each pay plan uses a numeric pay grade system that reflects each assigned classification’s varying level and responsibility The City uses a step system with five steps for each pay plan and grade, except for the executive team whose salaries are set and adjusted using a different methodology. A step system is a structured pay progression method where employees advance through predetermined salary “steps” within a pay grade, typically at set intervals. In public sector bargaining units it is commonly used to provide predictable, tenure -based pay growth while maintaining internal equity and transparency in compensation.
Exhibits 3A – 3H display the City’s pay plans summarized for ease of comparison. The exhibit provides the name; each pay grade on the plan; the value of each pay grade at minimum, midpoint and maximum; the range spread for each pay grade , which is a measure of the
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distance between the minimum and maximum of the grade ; the midpoint progression between grades; and the number of employees per pay grade.
The City’s eight pay plan s included a total of 47 pay grades with at least one employee occupying each of the grades; there were a total of 132 employees across all plans. The range spread across all grades regardless of whether it was part of a bargaining unit or not was 22 percent. The midpoint progression (distance between the midpoint of successive level) across all plains varied from zero percent to 34 percent and averaged nine percent. The pay plans are titled to align with either its associated bargaining agreement or as defined in personnel policy:
• CONFIDENTIAL
• EXECUTIVE
• FIRE
• GENERAL EMPLOYEE
• LOCAL39
• MID MANAGEMENT
• POLICE
• UNREPRESENTED
The “unrepresented” pay grade is a single grade for positions that are not aligned with any of the other groupings. Th e structure of this “plan” and grade is consistent with the other pay plans.
EXHIBIT 3A
CONFIDENTIAL PAY PLAN
EXHIBIT 3B
EXECUTIVE PAY PLAN
Grade Minimum Midpoint Maximum Range
Spread
Midpoint
Progression Employees
1 70,656$ 77,904$ 85,896$ 22% - 1 2 72,432$ 79,872$ 88,044$ 22% 3% 1 3 84,372$ 93,024$ 102,552$ 22% 16% 1 Grade Minimum Midpoint Maximum Range
Spread
Midpoint
Progression Employees
1 105,012$ 115,770$ 127,644$ 22% - 2 2 116,556$ 128,496$ 141,660$ 22% 11% 2 3 156,372$ 172,404$ 190,056$ 22% 34% 1 4 170,196$ 191,478$ 212,760$ 25% 11% 1 149
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EXHIBIT 3C
FIRE PAY PLAN
EXHIBIT 3D
GENERAL EMPLOYEE PAY PLAN
EXHIBIT 3E
LOCAL39 PAY PLAN
Grade Minimum Midpoint Maximum Range
Spread
Midpoint
Progression Employees
1 37,344$ 41,172$ 45,396$ 22% - 1 2 38,256$ 42,180$ 46,500$ 22% 2% 1 3 43,224$ 47,652$ 52,524$ 22% 13% 4 4 45,408$ 50,064$ 55,200$ 22% 5% 1 5 46,464$ 51,228$ 56,484$ 22% 2% 1 6 48,120$ 53,052$ 58,488$ 22% 4% 2 7 57,924$ 63,852$ 70,404$ 22% 20% 2 Grade Minimum Midpoint Maximum Range
Spread
Midpoint
Progression Employees
1 41,760$ 46,044$ 50,748$ 22% - 1 2 51,863$ 57,163$ 63,045$ 22% 24% 4 3 51,996$ 57,336$ 63,216$ 22% 0% 9 4 55,920$ 61,644$ 67,956$ 22% 8% 1 5 57,570$ 63,773$ 69,975$ 22% 3% 2 6 58,716$ 64,740$ 71,388$ 22% 2% 4 7 61,644$ 67,956$ 74,916$ 22% 5% 3 8 66,360$ 73,164$ 80,664$ 22% 8% 3 9 71,364$ 78,684$ 86,748$ 22% 8% 1 10 71,364$ 78,684$ 86,748$ 22% 0% 3 Grade Minimum Midpoint Maximum Range
Spread
Midpoint
Progression Employees
1 40,200$ 44,316$ 48,852$ 22% - 5 2 45,420$ 50,088$ 55,212$ 22% 13% 9 3 48,864$ 53,868$ 59,376$ 22% 8% 4 4 50,064$ 55,188$ 60,840$ 22% 2% 3 5 59,412$ 65,496$ 72,216$ 22% 19% 1 6 65,496$ 72,216$ 79,608$ 22% 10% 1 150
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EXHIBIT 3F
MIDDLE MANAGEMENT PAY PLAN
EXHIBIT 3G
POLICE PAY PLAN
EXHIBIT 3H
UNREPRESENTED PAY PLAN
A number of additional observations can be made regarding the City pay plans:
• Range spread s of 22 percent, while narrower than ranges typically seen in public sector organizations, is reflective of the common practice seen at many of the City’s peers.
Grade Minimum Midpoint Maximum Range
Spread
Midpoint
Progression Employees
1 61,032$ 67,296$ 74,184$ 22% - 1 2 64,488$ 71,100$ 78,384$ 22% 6% 2 3 67,704$ 74,640$ 82,296$ 22% 5% 3 4 70,656$ 77,904$ 85,896$ 22% 4% 1 5 71,088$ 78,372$ 86,412$ 22% 1% 1 6 76,524$ 84,360$ 93,012$ 22% 8% 1 7 79,368$ 87,504$ 96,468$ 22% 4% 2 Grade Minimum Midpoint Maximum Range
Spread
Midpoint
Progression Employees
1 44,256$ 48,792$ 53,796$ 22% - 1 2 45,408$ 50,064$ 55,200$ 22% 3% 1 3 49,956$ 55,080$ 60,720$ 22% 10% 1 4 51,264$ 56,520$ 62,316$ 22% 3% 2 5 61,908$ 68,256$ 75,252$ 22% 21% 28 6 64,488$ 71,100$ 78,384$ 22% 4% 1 7 71,988$ 79,368$ 87,492$ 22% 12% 4 8 79,368$ 87,504$ 96,468$ 22% 10% 5 9 91,272$ 112,632$ 110,940$ 22% 29% 2 Grade Minimum Midpoint Maximum Range
Spread
Midpoint
Progression Employees
1 84,372$ 93,024$ 102,552$ 22% - 1 151
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• The majority of employees (34.8 percent) are housed in the Police plan; this plan also has the widest variation in midpoint progression ranging from three percent to 29 percent.
• The number of pay grades varies from a maximum of 10 in the Fire Pay Plan to a minimum of one in Unrepresented. The average number of grades across all plans is
5.9. • The number of employees on each pay grade varied , with multiple pay grades having only a single incumbent occupying the grade . The majority of pay grades ranged from one to 10 employees per grade.
• The minimum annual pay offered to any City employee was $ 37,344 while the maximum salary of any pay grade was $212,760.
The city is organized into 13 different departments and offices. Exhibit 3I includes a listing of each department along with the reported number of employees and classifications by department.
EXHIBIT 3I
EMPLOYEE AND CLASSIFICATION DISTRIBUTION BY DEPARTMENT
As demonstrated in Exhibit 3I, the Police and Fire Department had the greatest number of employees and classification types. Th is is to be expected given the number of specific positions, titles, and ranks that are typical in the areas of public safety.
At the point of data collection, the City was utilizing 65 unique classification titles. These titles are listed in Exhibit 3J.
Department Employees Employees Percent of Total Classes Classifications Percent of Total Administrative Services 3 2.3% 3 4.6%
Administrative Services - Finance 5 3.8% 4 6.2%
Administrative Services - HR 1 0.8% 1 1.5%
Administrative Services - UB 2 1.5% 1 1.5%
City Manager 2 1.5% 2 3.1%
Community Development 8 6.1% 7 10.8%
Fire 33 25.0% 13 20.0%
Parks & Recreation 3 2.3% 3 4.6%
Police 46 34.8% 10 15.4%
Public Works 14 10.6% 9 13.8%
Public Works - Admin 3 2.3% 3 4.6%
Public Works - Wastewater 6 4.5% 5 7.7%
Public Works - Water 6 4.5% 4 6.2%
Total 132 100.0% 65 100.0%
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EXHIBIT 3J
CLASSIFICATION LIST
Noted in the classification list, there were a few job families with levels that were either not in use or represented current vacancies. For example, Account Clerk II is listed but not Account Clerk I; Mechanic I is listed but the II level was not included in the data set . A discussion of classification levels and organizational needs will be conducted following completion of the Job Assessment phase of the project.
3.2 GRADE PLACEMENT ANALYSIS
The Grade Placement Analysis examines how employee salaries are distributed within each pay grade under the City’s five -step, 22 percent range structure. In this type of system, employees generally progress one step at a time until reaching step 5, at which point they are effectively capped except for cost -of-living adjustments (COLAs) or changes to the pay plan that shift the range and st ep values. Because the range is narrow and the number of steps Classification Classification
ACCOUNT CLERK II MECHANIC I
ACCOUNTANT NON-SAFETY EMT
ADMINISTRATIVE ANALYST NON-SAFETY PARAMEDIC
ADMINISTRATIVE ASSISTANT PLANT MANAGER-WASTEWATER
ANIMAL CONTROL OFFICER POLICE CADET
ASSISTANT CITY MANAGER POLICE CHIEF
BILLING CLERK POLICE COMMANDER
BUILDING INSPECTOR POLICE CORPORAL
BUILDING OFFICIAL POLICE OFFICER
CHIEF OPERATOR POLICE RECORDS SUPERVISOR (SPOA)
CITY CLERK/EXECUTIVE ASSISTANT TO CITY MANAGER POLICE SERGEANT
CITY MANAGER PROGRAM TECHNICIAN
CODE ENFORCEMENT OFFICER PUBLIC WORKS DIRECTOR
COMMUNITY DEVELOPMENT DIRECTOR PUBLIC WORKS SUPERVISOR-STREETS,PARKS & FACILITIES
COMMUNITY RISK REDUCTION OFFICER RECREATION SPECIALIST I
COMMUNITY SERVICE OFFICER II RECREATION SUPERVISOR
EXECUTIVE ASSISTANT SENIOR CITIZEN COORDINATOR
FINANCE MANAGER SENIOR CODE ENFORCEMENT OFFICER
FIRE CAPTAIN SENIOR PLANNER
FIRE CHIEF SR STREETS, PARKS, FACILITIES WORKER
FIRE ENGINEER STREETS, PKS & FAC WORKER I
FIRE LIEUTENANT STREETS, PKS & FAC WORKER II
FIREFIGHTER I WASTEWATER OPERATOR I
FIREFIGHTER I (NON-PARAMEDIC) WASTEWATER OPERATOR I/ENVIRONMENTAL COMPLIANCE INSPECTOR
FIREFIGHTER II WASTEWATER OPERATOR II
FIREFIGHTER II (PARAMEDIC) WASTEWATER OPERATOR III
GRAFFITI REMOVAL OPERATOR WATER OPERATIONS MANAGER
HR ANALYST WATER OPERATOR I
HR TECHNICIAN WATER OPERATOR II
MANAGEMENT ANALYST
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limited, salary distribution patterns tend to reflect tenure and hiring practices more directly than in broader, open-range systems. A concentration of employees at step one may indicate recent hiring activity, while a high proportion at step five may reflect long -term tenure or limited turnover. The analysis compares salaries to the range minimum, midpoint, and maximum, and includes only those pay grades with at least one incumbent.
Exhibit 3K displays the percentage and number of employees compensated at their pay grade minimum and pay grade maximum. The percentages presented are based on the total number of employees in that grade. As can be seen in the exhibit, 10.6 percent ( 14 total) of all employees are compensated at their pay grade’s minimum. A larger percent of employees,
29.5 percent (39 total), are compensated at their pay grade’s maximum.
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EXHIBIT 3K
EMPLOYEES AT MINIMUM AND MAXIMUM BY GRADE
Pay Plan Grade Employees # at Min % at Min # at Max % at Max 1 1 1 100.0% 0 0.0%
2 1 0 0.0% 0 0.0%
3 1 0 0.0% 0 0.0%
1 2 0 0.0% 0 0.0%
2 2 0 0.0% 2 100.0%
3 1 0 0.0% 0 0.0%
4 1 0 0.0% 0 0.0%
1 1 0 0.0% 0 0.0%
2 4 0 0.0% 1 25.0%
3 9 0 0.0% 0 0.0%
4 1 0 0.0% 0 0.0%
5 2 2 100.0% 0 0.0%
6 4 0 0.0% 0 0.0%
7 3 0 0.0% 0 0.0%
8 3 0 0.0% 0 0.0%
9 1 0 0.0% 1 100.0%
10 3 0 0.0% 0 0.0%
1 1 0 0.0% 1 100.0%
2 1 0 0.0% 0 0.0%
3 4 0 0.0% 0 0.0%
4 1 1 100.0% 0 0.0%
5 1 1 100.0% 0 0.0%
6 2 0 0.0% 0 0.0%
7 2 0 0.0% 0 0.0%
1 5 0 0.0% 0 0.0%
2 9 4 44.4% 0 0.0%
3 4 1 25.0% 3 75.0%
4 3 1 33.3% 1 33.3%
5 1 1 100.0% 0 0.0%
6 1 0 0.0% 0 0.0%
1 1 0 0.0% 0 0.0%
2 2 0 0.0% 0 0.0%
3 3 1 33.3% 1 33.3%
4 1 0 0.0% 1 100.0%
5 1 0 0.0% 0 0.0%
6 1 0 0.0% 0 0.0%
7 2 0 0.0% 1 50.0%
1 1 0 0.0% 0 0.0%
2 1 0 0.0% 0 0.0%
3 1 0 0.0% 0 0.0%
4 2 0 0.0% 2 100.0%
5 28 1 3.6% 18 64.3%
6 1 0 0.0% 0 0.0%
7 4 0 0.0% 3 75.0%
8 5 0 0.0% 4 80.0%
9 2 0 0.0% 0 0.0%
UNREPRESENTED 1 1 0 0.0% 0 0.0%
Total - 132 14 10.6% 39 29.5%
MIDMGT
POLICE
CONFIDENTIAL
EXECUTIVE
FIRE
GENEMP
LOCAL39
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In addition to assessing the number of employees at minimum and maximum, an analysis was conducted to determine the number of employees below and above pay grade midpoint.
The percentages refer to the ratio of employees in each pay grade that were above and below midpoint. Exhibit 3 L displays the results of this analysis : a t otal of 42 employees were compensated below their pay grade midpoint , which represented 31.8 percent of all employees for the City. There were 88 employees compensated above midpoint of their pay grade, which was 66.7 percent of all employees.
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EXHIBIT 3L
EMPLOYEES ABOVE AND BELOW MIDPOINT BY PAY GRADE
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3.3 QUARTILE ANALYSIS
The last part of the Grade Placement Analysis is a detailed look at how salaries are distributed through pay grades, through a quartile analysis. Here, each pay grade is divided into four segments of equal width, called quartiles. The first quartile represents the first 25 percent of the pay range; the second quartile represents the part of the range above the first quartile up to the mathematical midpoint; the third quartile represents the part of the range from the midpoint to 75 percent of the pay range; and the fourth quartile represents the part of the range above the third quartile up to the maximum. Employees are assigned to a quartile within their pay range based on their current salary.
The quartile analysis is used to determine the location of employee salary clusters. Quartile analysis helps identify whether clusters exist in specific quartiles of pay grades. Additionally, the amount of time the employee has spent at the organization is also analyzed, in order to observe any relationship between organizational tenure and salary progression. This information, while not definitive alone, can shed light on any root issues within the current compensation and classification plan when combined with market data and employee feedback.
Exhibit 3M displays the number of employees in each quartile of their respective grade, along with the average overall tenure (i.e., total time worked for the City) for employees in each quartile. The analysis shows that 25.0 percent of employees are in Quartile 1, 1 4.4 percent in Quartile 2, 12.1 percent in Quartile 3, and 48.5 percent in Quartile 4. This distribution indicates a significant concentration of employees in the highest quartile of their pay range, which, given the City’s five -step, 22% range structure , suggests that many employees have progressed to steps four or five and are capped, except for COLAs or pay plan adjustments.
Conversely, the smaller proportions in the middle quartiles may reflect limited movement or a turnover of employees within the mid-level, while the quarter of employees in Quartile 1 likely represents more recent hires or employees with shorter tenure in their current classification.
The average weighted tenure of all employees is 6.5 years. Analysis by quartile shows a clear upward trend in tenure as employees progress through their pay ranges: the average tenure in Quartile 1 is 0.8 years, increasing to 2.0 years in Quartile 2, 5.3 y ears in Quartile 3, and
11.0 years in Quartile 4. This pattern suggests that employees advance through the pay structure in a manner consistent with their length of service, indicating a positive correlation between tenure and pay placement.
Exhibit 3N displays a graphical representation of the data contained in Exhibit 3M. Each pay grade is divided into up to four sections representing the percentage of employees, in that pay grade, who belong in each quartile. For example, pay grade Fire 10 had zero employees in Quartile 1, 2, or 3. That pay grade is represented by a 100 percent green bar, showing that 100 percent of those employees are in the 4 th Quartile. Pay grade Local39 grade 2 ha d employees in all four quartiles, represented with bars displaying all four colors, corresponding to the percentage of employees for each pay grade in each quartile. 158
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EXHIBIT 3M
QUARTILE ANALYSIS AND TIME WITH THE ORGANIZATION
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EXHIBIT 3M (CONTINUED)
QUARTILE ANALYSIS AND TIME WITH THE ORGANIZATION
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EXHIBIT 3N
QUARTILE PLACEMENT BY PAY GRADE
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The chart above displays the proportion of employees in each pay grade (grouped by bargaining unit) across four quartiles of their respective salary ranges.
The following observations were made:
• High Concentration at Top of Range: Several bargaining units have large portions of employees in the 4th quartile (green), likely due to longer tenured staff at the top of their respective pay ranges.
• Concentrations at Lower End of the Range : General Employees (GENEMP) pay plan appear to have a greater concentration of staff clustered at the 1st quartile. This may suggest a newer workforce, higher turnover, or deliberate lower -step placement for hiring.
• Potential Gaps: In employee groups where the 2nd and 3rd quartiles are underrepresented, there may be limited internal movement between steps before employees reach the cap, or an increased turnover of employees within this range.
• Tenure Alignment: Where 4th quartile concentration exists, it likely correlates with higher average tenure (10+ years). Conversely, 1st quartile -heavy grades likely have tenure of 2 years or less.
This initial analysis provides a better understanding of how employees are distributed within the pay structure and offers a foundation for identifying progression patterns, tenure, and potential inequities. However, additional discussion with City leadership is needed to interpret these findings in context of recent plan changes and recruitment and retention of employees.
3.4 COMPRESSION ANALYSIS
Pay compression can be defined as the lack of variation in salaries between employees with significantly different levels of experience and responsibility. Compression can be seen as a threat to internal equity and morale. Two common types of pay compression can be observed when the pay of supervisors and their subordinates are too close, or when the pay of highly tenured staff and newly hired employees in the same job are too similar.
According to the Society for Human Resources Management (SHRM), specific examples of actions that may cause pay compression include the following:
• Reorganizations change peer relationships and can create compression if jobs are not reevaluated.
• In some organizations, certain departments or divisions may be relatively liberal with salary increases, market adjustments, and promotions⎯while others are not. 162
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• Some employers have overlooked their Human Resources policies designed to regulate pay, paying new hires more than incumbents for similar jobs under the mantra of “paying what it takes to get the best talent.”
• Many organizations have found it easy to hire people who had already done the same work for another organization, eliminating the need for training. Rather than hiring individuals with high potential and developing them for the long term, they have opted for employees who could “hit the ground running”⎯regardless of their potential.
The following exhibits provide an analysis of compression between direct report and supervisor salaries. Exhibit 3O displays these results numerically and Exhibit 3P shows the ratios graphically. Employees were grouped into categories reflecting whether their actual salary was less than 80 percent, less than 95 percent, or greater than 95 percent of their supervisor’s salary. Less than 80 percent would indicate that the ratio of an employee’s salary to his supervisor’s salary would yield a result of less than 0.8. For example, an employee with a salary of $79,000.00 and a supervisor with a salary of $100,000.00 would yield a ratio of
0.79 and be placed into the Less than 80 percent category.
An analysis of the data showed that 72 percent of direct reports had salaries that were less than 80 percent of their supervisor’s salary and 27 percent had salaries that were less than 90 percent of their supervisor’s salary. There was only one employee that appeared to have a salary within 95 percent of their supervisor’s salary. Based on the available data, the City does not appear to have an issue related to compression of salaries between direct reports and their supervisors.
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EXHIBIT 3O
EMPLOYEE TO SUPERVISOR SALARY RATIO BY PAY GRADE
Pay Plan Grade Less than 80% 80% < X < 95% 95% < X < 100% Greater than 100% 1 1 0 0 0
2 1 0 0 0
3 1 0 0 0
1 2 0 0 0
2 2 0 0 0
3 0 1 0 0
4 0 0 0 0
1 1 0 0 0
2 4 0 0 0
3 9 0 0 0
4 1 0 0 0
5 2 0 0 0
6 2 2 0 0
7 0 3 0 0
8 0 3 0 0
9 1 0 0 0
10 3 0 0 0
1 1 0 0 0
2 1 0 0 0
3 4 0 0 0
4 1 0 0 0
5 1 0 0 0
6 1 1 0 0
7 1 1 0 0
1 5 0 0 0
2 9 0 0 0
3 4 0 0 0
4 3 0 0 0
5 1 0 0 0
6 1 0 0 0
1 1 0 0 0
2 2 0 0 0
3 3 0 0 0
4 1 0 0 0
5 1 0 0 0
6 1 0 0 0
7 1 1 0 0
1 1 0 0 0
2 1 0 0 0
3 1 0 0 0
4 0 2 0 0
5 13 13 0 0
6 1 0 0 0
7 0 3 1 0
8 0 5 0 0
9 2 0 0 0
UNREPRESENTED 1 1 0 0 0
Total - 93 35 1 0
MIDMGT
POLICE
CONFIDENTIAL
EXECUTIVE
FIRE
GENEMP
LOCAL39
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EXHIBIT 3P
EMPLOYEE TO SUPERVISOR SALARY RATIO BY PAY GRADE
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Given the City’s narrow 22% range spread and five -step structure, each classification has a relatively short built -in progression period before an employee reaches the cap. Calculating compression using t otal tenure will identify areas of little pay differentiation regardless of continued service, and may cause compression to appear more pronounced. Time in classification was identified as a better tool to isolate role-specific compression as it allows one to see if employees with similar years in the same classification are paid similarly, regardless of their overall City tenure.
Exhibit 3Q and Exhibit 3R showcase the actual vs. expected salaries of City employees, sorted by pay grade. Expected salary is typically calculated using a thirty-year progression assumption for employees, however, given the five steps included in the City’s plans this was adjusted to a five year progression . Class years are differentiated from tenure by using the date that the employee started working in the current classification as the start date, instead of the original hire date. To illustrate, if an employee had been an accountant for fifteen years, and then was promoted last year to Accountant Supervisor that employee would have fifteen years of tenure, but only one class year.
As shown in Exhibit 3Q, the majority of employees fall within ±5 percent of the predicted salary based on time in classification, a trend most prevalent among those with zero to three years in class. This indicates that new hires are generally placed close to the predicted salary value, with an additional 16 employees in the zero to four -year range earning between five and 10 percent above predicted. After year six, fewer employees remain within the ±5 percent range, suggesting that pay progression over time may not keep pace with predicted levels. Notably, employees in years 13, 14, and 16 are more than 10 percent below predicted pay, potentially reflecting years when budget constraints prevented cost-of-living adjustments (COLAs). Those with more than 16 years in classification are generally in the < -10% or -10% to -5% categories, with no employees within 0–5% or higher after year 19. This pattern suggests systemic salary compression, as employees who reach step 5 experience only COLA -based increases while market-based predicted values continue to rise.
Exhibit 3R presents this information graphically, with gaps in the bars representing years where no employees currently hold that level of classification tenure, possibly due to attrition or retirements in specific employee cohorts.
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EXHIBIT 3Q
ACTUAL VS. EXPECTED SALARY
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EXHIBIT 3I
ACTUAL VS. EXPECTED SALARY
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3.5 SUMMARY
The City utilizes eight different pay plans to classify their various employee groups. This provides a customized approach to allow the City to adjust each pay plan as much or as little as needed to fit the changing needs of the three different groups. There were many observations made with respect to the City’s compensation system in place at the beginning of the study.
• Pay Structure Consistency: The City’s 22 percent range spread and five-step structure align with practices observed among many California peer organizations, though the narrow range inherently limits long -term pay growth without periodic range adjustments.
• Tenure-Driven Progression: Salary placement shows a positive correlation with tenure, with most employees progressing toward the top quartile of their pay range over time; however, once step 5 is reached, further movement is limited to COLAs, contributing to long-term compression.
• Quartile Distribution Imbalance: Nearly half of employees are in the 4th quartile of their pay range, while mid -range quartiles are underrepresented . This may s uggest either limited movement between steps before reaching the cap , a concentration of newer employees in the 1st quartile, or loss of a cohort of midlevel employees.
• Compression Risks Over Time: Compression analysis based on time in classification shows that employees with over 16 years in a role generally fall more than 10 percent below predicted pay, indicating systemic compression as market rates rise faster than capped salaries.
• Classification Structure: At the time of data collection, the City utilized 65 unique classification titles across eight pay plans, with some job families missing sequential levels (e.g., “I” or “II” positions) or showing vacant levels, indicating areas wh ere the classification structure may require review for consistency and alignment with organizational needs.
This analysis acts as a starting point for development of recommendations in subsequent chapters of this report. Paired with market data, Evergreen is able to make recommendations that will ensure that the City compensation system is structurally sound in terms of best practice, competitive with the market, and treats all employees equitably moving forward.
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`
The purpose of the market summary chapter is to benchmark the City’s compensation practices against that of its market peers, in order to establish how competitive the City is with the market. To complete this market study, Evergreen compared pay ranges of select benchmark positions that the City possesses against the compensation of positions performing those same duties within peer organizations. By aggregating the differences in pay ranges across all the positions, a reasonable determination is made as to the City’s competitive position within the market.
It is important to note that individual salaries are not analyzed in this methodology, since individual compensation can be affected by a number of variables such as experience and job performance. For this reason, Evergreen looked at average pay ranges ac ross the entire classification to make the most accurate comparison. The results of this market study should be considered reflective of the current state of the market at the time of this study; however, market conditions can change rapidly. Consequently, it is necessary to perform market surveys of peer organizations at regular intervals in order for an organization to consistently monitor its position within the market. Furthermore, the market results detailed in this chapter provide a foundation for und erstanding the City’s overall structural standing in the market, and the rates reflected in this chapter, while an important factor, are not the sole determinant for how classifications were placed into the proposed salary ranges outlined in Chapter 5.
Evergreen conducted a comprehensive market salary survey for the City, which included soliciting 20 target peer organizations for 62 benchmark positions. Of the 20 total organizations contacted, all 20 responded and provided data for the benchmark positions.
Target peers were selected based on a number of factors, including geographic proximity, resource level, job overlap, and size. Target organizations were also identified for their competition with the City for employee recruitment and retention efforts . The list of targets that provided data for the purpose of this study is included in Exhibit 4A.
E V E R G R E E N S O L U T I O N S , L L C
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EXHIBIT 4A
RESPONDENT MARKET PEERS
Because the data collected for the market summary was from various regions, it was necessary to adjust peer responses relative to the City based on cost -of-living. For all organizations that fell outside the City’s immediate region, a cost -of-living adjustment was applied to the reported pay ranges to ensure a market average was attained in terms of the spending power an employee would have in the City’s local area. Evergreen utilizes cost -of- living index information from the Council for Community and Economic Research. The cost-of- living index figures for the City and each of the respondent market peers are located in Exhibit 4B.
Respondent Organizations
American Ambulance
Clovis, CA
Corcoran, CA
Dinuba, CA
Fresno County, CA
Fresno, CA
Hanford, CA
Kerman, CA
Kings County, CA
Kingsburg, CA
Lemoore, CA
Madera County, CA
Madera, CA
Merced County, CA
Merced, CA
Reedley, CA
San Benito County, CA
Selma, CA
Tulare County, CA
Visalia, CA
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EXHIBIT 4B
RESPONDENTS WITH COST-OF-LIVING ADJUSTMENTS
4.1 MARKET DATA
The results of the market study are displayed in Exhibit 4C, which includes the benchmark job titles and the market average salaries for each position at the minimum, midpoint, and maximum points of the pay ranges. Also included within the exhibit are the percent differentials of the City’s pay ranges at each respective point, relative to the market average pay. A positive percent differential is indicative of the City’s pay range exceeding that of the average of its market peers; alternatively, a negative percent differential indicates the City’s compensation for a given position lagging behind the average of its peers. For those classifications where no differential is shown, this is due to the City not possessing a pay range for comparison to the market. The exhibit also includes the average pay range for the market respondents for each position, as well as how many responses each benchmark received.
While all benchmarks are included in the survey, not every peer organization possesses an appropriate match. Consequently, the benchmarks receive varying levels of response. For the purpose of this study, all positions that received fewer than five matches from market peers were not considered in establishing the City’s competitive position. The rationale behind these positions being excluded is that insufficient response can lead to unreliable averages that may skew the aggregated data, blurring the reality of the City’s actual position in the market.
Of the 62 positions surveyed, 58 met the criteria for inclusion.
Organization Cost of Living
Sanger, CA 123.0
American Ambulance 123.0
Clovis, CA 123.0
Corcoran, CA 121.7
Dinuba, CA 118.5
Fresno County, CA 123.0
Fresno, CA 123.0
Hanford, CA 121.7
Kerman, CA 123.0
Kings County, CA 121.7
Kingsburg, CA 123.0
Lemoore, CA 121.7
Madera County, CA 124.0
Madera, CA 124.0
Merced County, CA 120.9
Merced, CA 120.9
Reedley, CA 123.0
San Benito County, CA 132.6
Selma, CA 123.0
Tulare County, CA 118.5
Visalia, CA 118.5
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EXHIBIT 4C
MARKET SURVEY RESULTS
Average % Diff Average % Diff Average % Diff
1 ACCOUNT CLERK II $44,278.61 -2.4% $49,679.12 -4.3% $55,079.63 -4.9% 24.4% 19.0 2 ACCOUNTANT $62,221.37 -1.9% $69,750.71 -3.6% $77,280.05 -4.2% 24.3% 18.0 3 ADMINISTRATIVE ANALYST $65,348.00 9.8% $74,114.17 7.6% $82,880.35 5.9% 26.9% 12.0 4 ADMINISTRATIVE ASSISTANT $48,021.73 -5.8% $53,827.32 -7.5% $59,632.90 -8.0% 24.2% 17.0 5 ANIMAL CONTROL OFFICER $45,407.98 -2.6% $51,119.62 -4.8% $56,831.25 -5.6% 25.2% 15.0 6 ASSISTANT CITY MANAGER $159,488.09 -2.0% $181,671.65 -5.4% $203,855.21 -7.3% 27.9% 15.0 7 BILLING CLERK $42,667.57 -2.2% $47,897.44 -4.0% $53,127.31 -4.7% 24.6% 17.0 8 BUILDING INSPECTOR $59,773.66 -3.2% $67,182.45 -5.2% $74,591.25 -5.9% 24.8% 18.0 9 BUILDING OFFICIAL $72,545.78 -12.5% $81,238.66 -14.3% $89,931.55 -14.7% 24.0% 10.0 10 CHIEF OPERATOR $76,870.44 -17.4% $86,138.96 -19.3% $95,407.48 -19.8% 24.1% 4.0 11 CITY CLERK/DEPUTY PERSONNEL OFFICER $112,145.32 -12.1% $125,017.21 -13.4% $137,889.10 -13.4% 23.0% 3.0 12 CITY CLERK/EXECUTIVE ASSISTANT TO CITY MANAGER$76,309.04 -8.0% $86,306.16 -10.8% $96,303.27 -12.1% 26.2% 5.0 13 CITY MANAGER $215,707.58 -26.7% $236,123.70 -23.3% $256,539.82 -20.6% 19.0% 18.0 14 CODE ENFORCEMENT OFFICER $53,311.63 -14.7% $60,164.98 -17.4% $67,018.32 -18.7% 25.8% 14.0 15 COMMUNITY DEVELOPMENT DIRECTOR $117,991.28 -12.4% $134,049.16 -15.8% $150,107.04 -17.6% 27.2% 10.0 16 COMMUNITY RISK REDUCTION OFFICER $68,604.65 3.9% $76,446.23 2.8% $84,287.81 2.8% 22.9% 9.0 17 COMMUNITY SERVICE OFFICER II $48,762.78 4.9% $54,546.39 3.5% $60,330.00 3.2% 23.7% 12.0 18 EXECUTIVE ASSISTANT $64,901.25 -0.6% $73,561.19 -3.5% $82,221.13 -4.9% 26.7% 13.0 19 FINANCE MANAGER $100,017.53 -18.5% $113,117.84 -21.6% $126,218.15 -23.1% 26.3% 13.0 20 FIRE CAPTAIN $94,312.51 -32.2% $106,834.67 -35.8% $119,356.84 -37.6% 26.6% 10.0 21 FIRE CHIEF $151,575.54 -30.0% $173,307.30 -34.9% $195,039.07 -37.7% 28.7% 11.0 22 FIRE ENGINEER $78,240.42 -26.9% $88,721.12 -30.6% $99,201.83 -32.4% 26.8% 10.0 23 FIRE LIEUTENANT $69,911.02 -5.4% $77,502.31 -5.9% $85,093.59 -5.5% 21.7% 2.0 24 FIREFIGHTER I $72,133.59 -38.7% $81,766.82 -42.6% $91,400.06 -44.6% 26.8% 9.0 25 FIREFIGHTER I (NON-PARAMEDIC) $69,440.02 -33.5% $78,311.32 -36.6% $87,182.62 -37.9% 25.6% 10.0 26 FIREFIGHTER II $69,351.16 -18.1% $78,559.45 -21.3% $87,767.74 -22.9% 26.6% 8.0 27 FIREFIGHTER II (PARAMEDIC) $72,247.14 -29.2% $81,521.76 -32.2% $90,796.38 -33.6% 25.7% 9.0 28 GRAFFITI REMOVAL OPERATOR $43,116.67 -7.3% $48,429.08 -9.3% $53,741.48 -10.0% 24.7% 14.0 29 HR ANALYST $68,933.85 2.4% $77,497.12 0.5% $86,060.38 -0.2% 25.0% 14.0 30 HR TECHNICIAN $52,407.52 -15.4% $59,067.44 -18.0% $65,727.37 -19.1% 25.5% 14.0 31 HUMAN RESOURCES MANAGER $105,042.88 -24.5% $119,883.30 -28.9% $134,723.73 -31.4% 28.3% 15.0 32 MANAGEMENT ANALYST $70,712.08 -4.4% $79,760.97 -6.9% $88,809.86 -7.9% 25.6% 13.0 33 MECHANIC I $51,043.87 -27.0% $55,630.19 -25.5% $60,216.51 -23.3% 18.1% 16.0 34 NON-SAFETY EMT $42,796.67 17.5% $47,117.25 17.6% $51,437.83 18.4% 20.2% 4.0 35 NON-SAFETY PARAMEDIC $58,571.50 -1.7% $65,476.35 -2.7% $72,381.19 -3.4% 23.6% 5.0 36 PLANT MANAGER-WASTEWATER $92,487.50 -16.5% $103,296.20 -18.0% $114,104.91 -18.3% 23.4% 13.0 37 POLICE CADET $49,011.57 1.9% $54,687.63 0.7% $60,363.69 0.6% 23.2% 13.0 38 POLICE CHIEF $149,615.29 -28.4% $168,782.47 -31.4% $187,949.65 -32.7% 25.7% 13.0 39 POLICE COMMANDER $112,989.78 -23.8% $127,827.35 -13.5% $142,664.92 -28.6% 26.3% 16.0 40 POLICE CORPORAL $77,991.77 -8.3% $88,009.74 -10.9% $98,027.70 -12.0% 25.7% 10.0 41 POLICE OFFICER $70,716.19 -14.2% $80,659.99 -18.2% $90,603.78 -20.4% 28.2% 18.0 42 POLICE RECORDS SUPERVISOR (SPOA) $64,703.44 -0.3% $72,197.08 -1.5% $79,690.72 -1.7% 23.2% 13.0 43 POLICE SERGEANT $89,834.97 -13.2% $102,107.71 -16.7% $114,380.45 -18.6% 27.4% 19.0 44 PROGRAM TECHNICIAN $48,659.31 -1.1% $54,617.02 -2.9% $60,574.72 -3.6% 24.6% 15.0 45 PUBLIC WORKS DIRECTOR $137,706.92 -31.1% $155,816.63 -34.6% $173,926.34 -36.3% 26.4% 14.0 46 PUBLIC WORKS SUPERVISOR-STREETS,PARKS & FACILITIES$67,772.44 4.7% $76,262.78 2.7% $84,753.13 1.9% 25.1% 15.0 47 RECREATION SPECIALIST I $40,279.61 -7.9% $43,140.09 -4.8% $46,000.58 -1.3% 14.2% 9.0 48 RECREATION SUPERVISOR $66,724.77 1.4% $74,746.37 -0.1% $82,767.96 -0.6% 24.1% 11.0 49 SENIOR CITIZEN COORDINATOR $49,986.87 -30.7% $56,860.17 -34.8% $63,733.47 -37.1% 27.5% 12.0 50 SENIOR CODE ENFORCEMENT OFFICER $60,253.44 -4.0% $67,719.69 -6.1% $75,185.94 -6.8% 24.9% 8.0 51 SENIOR PLANNER $82,081.08 -7.3% $92,127.56 -9.2% $102,174.03 -9.9% 24.5% 15.0 52 SR STREETS, PARKS, FACILITIES WORKER $52,712.97 -7.9% $58,945.47 -9.4% $65,177.96 -9.8% 23.7% 14.0 53 STREETS, PKS & FAC WORKER I $41,473.81 -3.2% $46,565.99 -5.1% $51,658.16 -5.7% 24.6% 19.0 54 STREETS, PKS & FAC WORKER II $45,616.31 -0.4% $51,148.60 -2.1% $56,680.90 -2.7% 24.3% 17.0 55 WASTEWATER OPERATOR I $50,281.02 -10.7% $56,850.50 -13.5% $63,419.98 -14.9% 26.1% 12.0 56 WASTEWATER OPERATOR I/ENVIRONMENTAL COMPLIANCE INSPECTOR$57,222.59 -14.3% $64,151.52 -16.2% $71,080.45 -16.8% 24.2% 12.0 57 WASTEWATER OPERATOR II $57,554.58 -15.0% $64,559.11 -17.0% $71,563.64 -17.6% 24.3% 13.0 58 WASTEWATER OPERATOR III $63,893.12 -7.5% $71,909.63 -9.8% $79,926.14 -10.7% 25.1% 10.0 59 WATER OPERATIONS MANAGER $99,349.08 -25.2% $111,618.49 -27.6% $123,887.90 -28.4% 24.8% 10.0 60 WATER OPERATOR I $53,721.64 -18.3% $60,371.95 -20.5% $67,022.27 -21.4% 24.8% 8.0 61 WATER OPERATOR II $63,012.35 -25.9% $71,323.31 -29.2% $79,634.27 -30.9% 26.4% 9.0 62 RECREATION SPECIALIST II $55,695.79 -1.0% $62,511.54 -2.3% $69,327.28 -3.4% 24.5% 9.0 Overall Average -11.4% -13.3% -14.4% 24.8% 12.1
Outliers Removed* -11.9% -13.9% -15.0% 25.0% 12.8
ID Survey Maximum Survey Avg
Range # Resp.Classification Survey Minimum Survey Midpoint 173
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4.2 SALARY SURVEY RESULTS
Market Minimums
It is important to assess where an organization is relative to its market minimum salaries, as they are the beginning salaries of employees with minimal qualifications for a given position.
Organizations that are significantly below market may experience recruitment challenges with entry-level employees. As seen in Exhibit 4C, the City is currently 11.9 percent below the market average minimum when considering positions with sufficient responses. The City’s benchmark positions ranged from 38.7 percent below to 9.8 percent above at the market minimum.
The following points are regarding the City’s position relative to the market average minimum:
• Of these 58 positions, 51 were below market, averaging 14.1 percent below. These 51 classifications represent roughly 87.9 percent of the surveyed positions that met the criteria for inclusion.
• Of the 51 positions below market, 13 were more than 25 percent below the average market minimum. These positions are displayed in Exhibit 4D.
EXHIBIT 4D
CLASSIFICATIONS MORE THAN 25 PERCENT BELOW THE MINIMUM
• Of these 58 positions, seven were above market, averaging 4.1 percent above. These seven classifications represent roughly 12.1 percent of the surveyed positions that met the criteria for inclusion.
• Of the seven positions above market, seven were above the average market minimum.
These positions are displayed in Exhibit 4E.
Classification % Diff
FIREFIGHTER I -38.7%
FIREFIGHTER I (NON-PARAMEDIC) -33.5%
FIRE CAPTAIN -32.2%
PUBLIC WORKS DIRECTOR -31.1%
SENIOR CITIZEN COORDINATOR -30.7%
FIRE CHIEF -30.0%
FIREFIGHTER II (PARAMEDIC) -29.2%
POLICE CHIEF -28.4%
MECHANIC I -27.0%
FIRE ENGINEER -26.9%
CITY MANAGER -26.7%
WATER OPERATOR II -25.9%
WATER OPERATIONS MANAGER -25.2%
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EXHIBIT 4E
CLASSIFICATIONS ABOVE THE MINIMUM
Market Midpoints
The market midpoint is exceptionally important to analyze, as it is often considered the closest estimation of market average compensation. As seen in Exhibit 4C, the City is currently 13.9 percent below the market average midpoint when considering positions with sufficient responses. The City’s benchmark positions ranged from 42.6 percent below to 7.6 percent above at the market midpoint.
The following points are regarding the City’s position relative to the market average midpoint:
• Of these 58 positions, 52 were below market, averaging 15.8 percent below. These 52 classifications represent roughly 89.7 percent of the surveyed positions that met the criteria for inclusion.
• Of the 52 positions below market, 13 were more than 25 percent below the average market minimum. These positions are displayed in Exhibit 4F.
Classification % Diff
ADMINISTRATIVE ANALYST 9.8%
COMMUNITY SERVICE OFFICER II 4.9%
PUBLIC WORKS SUPERVISOR-STREETS,PARKS & FACILITIES 4.7% COMMUNITY RISK REDUCTION OFFICER 3.9%
HR ANALYST 2.4%
POLICE CADET 1.9%
RECREATION SUPERVISOR 1.4%
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EXHIBIT 4F
CLASSIFICATIONS MORE THAN 25 PERCENT BELOW THE MIDPOINT
• Of these 58 positions, six were above market, averaging 3.0 percent above. These six classifications represent roughly 10.3 percent of the surveyed positions that met the criteria for inclusion.
• Of the six positions above market, six were above the average market midpoint. These positions are displayed in Exhibit 4G.
EXHIBIT 4G
CLASSIFICATIONS ABOVE THE MIDPOINT
Market Maximums
The pay range maximum averages, and how they compare to the City’s, are also detailed in Exhibit 4C. As seen in Exhibit 4C, the City is currently 15.0 percent below the market average maximum when considering positions with sufficient responses. The City’s benchmark positions ranged from 44.6 percent below to 5.9 percent above at the market maximum.
Classification % Diff
FIREFIGHTER I -42.6%
FIREFIGHTER I (NON-PARAMEDIC) -36.6%
FIRE CAPTAIN -35.8%
FIRE CHIEF -34.9%
SENIOR CITIZEN COORDINATOR -34.8%
PUBLIC WORKS DIRECTOR -34.6%
FIREFIGHTER II (PARAMEDIC) -32.2%
POLICE CHIEF -31.4%
FIRE ENGINEER -30.6%
WATER OPERATOR II -29.2%
HUMAN RESOURCES MANAGER -28.9%
WATER OPERATIONS MANAGER -27.6%
MECHANIC I -25.5%
Classification % Diff
ADMINISTRATIVE ANALYST 7.6%
COMMUNITY SERVICE OFFICER II 3.5%
COMMUNITY RISK REDUCTION OFFICER 2.8%
PUBLIC WORKS SUPERVISOR-STREETS,PARKS & FACILITIES 2.7% POLICE CADET 0.7%
HR ANALYST 0.5%
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The following points are regarding the City’s position relative to the market average maximum:
• Of these 58 positions, 53 were below market, averaging 16.7 percent below. These 53 classifications represent roughly 8.6 percent of the surveyed positions that met the criteria for inclusion.
• Of the 53 positions below market, 13 were more than 25 percent below the average market maximum. These positions are displayed in Exhibit 4H.
EXHIBIT 4H
CLASSIFICATIONS MORE THAN 25 PERCENT BELOW THE MAXIMUM
• Of these 58 positions, five were above market, averaging 2.9 percent above. These five classifications represent roughly 8.6 percent of the surveyed positions that met the criteria for inclusion.
• Of the five positions above market, five were above the average market maximum.
These positions are displayed in Exhibit 4I.
EXHIBIT 4I
CLASSIFICATIONS ABOVE THE MAXIMUM
Classification % Diff
FIREFIGHTER I -44.6%
FIREFIGHTER I (NON-PARAMEDIC) -37.9%
FIRE CHIEF -37.7%
FIRE CAPTAIN -37.6%
SENIOR CITIZEN COORDINATOR -37.1%
PUBLIC WORKS DIRECTOR -36.3%
FIREFIGHTER II (PARAMEDIC) -33.6%
POLICE CHIEF -32.7%
FIRE ENGINEER -32.4%
HUMAN RESOURCES MANAGER -31.4%
WATER OPERATOR II -30.9%
POLICE COMMANDER -28.6%
WATER OPERATIONS MANAGER -28.4%
Classification % Diff
ADMINISTRATIVE ANALYST 5.9%
COMMUNITY SERVICE OFFICER II 3.2%
COMMUNITY RISK REDUCTION OFFICER 2.8%
PUBLIC WORKS SUPERVISOR-STREETS,PARKS & FACILITIES 1.9% POLICE CADET 0.6%
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4.3 SALARY SURVEY CONCLUSION
The standing of individual classifications' pay range relative to the market should not be considered a definitive assessment of actual employee salaries being similarly above or below the market; however, such differentials can, in part, explain symptomatic issues with recruitment and retention of employees.
The main summary points of the salary portion of the market study are as follows:
• The City’s pay ranges are approximately 11.9 percent below the market minimum. • The City’s pay ranges are approximately 13.9 percent below the market midpoint. • The City’s pay ranges are approximately 15.0 percent below the market maximum.
4.4 TOTAL COMPENSATION COMPARISON
The preceding sections present the City’s position in the market based solely on salaries, without consideration of the value of employee benefits. While base pay is a significant component of compensation, it is only one part of the overall employment off ering. The following section expands the analysis to include total compensation, comparing the City’s pay range maximums in combination with the 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.
4.5 TOTAL COMPENSATION DATA
The results of the total compensation analysis are displayed in Exhibit 4J, which includes the benchmark job titles and the market average total compensation for each position, calculated by combining the City’s pay range maximums with the value of employer -provided benefits.
Also included within the exhibit are the percent diff erentials of the City’s total compensation relative to the market average. A positive percent differential is indicative of the City’s total compensation exceeding that of the averag e of its market peers; alternatively, a negative percent differential indicates the City’s total compensation for a given position lagging behind the average of its peers.
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EXHIBIT 4J
TOTAL COMPENSATION MARKET RESULTS
Position ID # City Total Comp Peer Total Comp
Percentile % Diff
ADMINISTRATIVE ANALYST 3 160,695.89$ 133,838.19$ 16.7% FINANCE MANAGER 19 181,076.84$ 181,076.84$ 0.0% HR ANALYST 29 157,678.36$ 138,694.00$ 12.0% HUMAN RESOURCES MANAGER 31 181,076.84$ 193,878.01$ -7.1% ASSISTANT CITY MANAGER 6 308,975.76$ 279,176.14$ 9.6% CITY CLERK/DEPUTY PERSONNEL OFFICER 11 158,559.00$ 158,559.00$ 0.0% CITY MANAGER 13 341,476.80$ 350,954.82$ -2.8% COMMUNITY DEVELOPMENT DIRECTOR 15 216,361.62$ 211,448.78$ 2.3% FIRE CHIEF 21 245,399.06$ 299,138.32$ -21.9% POLICE CHIEF 38 245,399.06$ 280,162.73$ -14.2% PUBLIC WORKS DIRECTOR 45 229,126.02$ 246,974.65$ -7.8% BILLING CLERK 7 116,953.18$ 94,314.83$ 19.4% COMMUNITY RISK REDUCTION OFFICER 16 172,960.87$ 145,342.73$ 16.0% FIRE CAPTAIN 20 195,192.22$ 200,861.40$ -2.9% FIRE ENGINEER 22 173,678.46$ 173,892.75$ -0.1% FIRE LIEUTENANT 23 184,129.87$ 144,525.32$ 21.5% FIREFIGHTER I 24 152,404.71$ 152,404.71$ 0.0% FIREFIGHTER I (NON-PARAMEDIC) 25 145,450.95$ 152,802.65$ -5.1% FIREFIGHTER II 26 159,410.92$ 159,782.64$ -0.2% FIREFIGHTER II (PARAMEDIC) 27 161,023.30$ 161,023.30$ 0.0% NON-SAFETY EMT 34 145,158.49$ 74,478.57$ 48.7% NON-SAFETY PARAMEDIC 35 156,997.75$ 119,438.95$ 23.9% ACCOUNT CLERK II 1 103,561.40$ 94,314.83$ 8.9% BUILDING INSPECTOR 8 132,921.64$ 122,613.46$ 7.8% CODE ENFORCEMENT OFFICER 14 109,284.36$ 108,595.26$ 0.6% HR TECHNICIAN 30 107,428.74$ 109,894.34$ -2.3% PROGRAM TECHNICIAN 44 112,180.53$ 99,359.09$ 11.4% RECREATION SPECIALIST I 47 95,529.87$ 89,194.79$ 6.6% SENIOR CITIZEN COORDINATOR 49 94,855.56$ 112,218.62$ -18.3% SENIOR CODE ENFORCEMENT OFFICER 50 129,401.44$ 116,730.15$ 9.8% RECREATION SPECIALIST II 62 127,915.74$ 107,846.12$ 15.7% ACCOUNTANT 2 148,283.65$ 118,526.38$ 20.1% BUILDING OFFICIAL 9 154,603.85$ 146,552.48$ 5.2% CITY CLERK/EXECUTIVE ASSISTANT TO CITY MANAGER12 165,907.96$ 163,097.86$ 1.7% EXECUTIVE ASSISTANT 18 154,603.85$ 127,655.64$ 17.4% MANAGEMENT ANALYST 32 160,490.65$ 136,806.66$ 14.8% PLANT MANAGER-WASTEWATER 36 186,525.99$ 179,939.05$ 3.5% PUBLIC WORKS SUPERVISOR-STREETS,PARKS & FACILITIES46 171,393.64$ 139,637.33$ 18.5% RECREATION SUPERVISOR 48 160,490.65$ 147,426.02$ 8.1% SENIOR PLANNER 51 176,616.17$ 172,778.86$ 2.2% WATER OPERATIONS MANAGER 59 182,816.79$ 194,947.94$ -6.6% ADMINISTRATIVE ASSISTANT 4 118,937.92$ 104,795.13$ 11.9% ANIMAL CONTROL OFFICER 5 116,885.92$ 101,798.66$ 12.9% COMMUNITY SERVICE OFFICER II 17 129,338.23$ 114,714.88$ 11.3% POLICE CADET 37 127,255.62$ 105,158.72$ 17.4% POLICE COMMANDER 39 225,892.93$ 225,882.27$ 0.0% POLICE CORPORAL 40 186,288.35$ 162,276.77$ 12.9% POLICE OFFICER 41 165,614.52$ 149,206.00$ 9.9% POLICE RECORDS SUPERVISOR (SPOA) 42 153,072.23$ 123,432.95$ 19.4% POLICE SERGEANT 43 201,449.16$ 185,148.01$ 8.1% CHIEF OPERATOR 10 147,779.47$ 152,837.66$ -3.4% GRAFFITI REMOVAL OPERATOR 28 101,485.77$ 95,274.56$ 6.1% MECHANIC I 33 101,485.77$ 103,894.31$ -2.4% SR STREETS, PARKS, FACILITIES WORKER 52 117,326.42$ 107,462.88$ 8.4% STREETS, PKS & FAC WORKER I 53 101,485.77$ 91,888.86$ 9.5% STREETS, PKS & FAC WORKER II 54 111,058.80$ 99,745.24$ 10.2% WASTEWATER OPERATOR I 55 111,058.80$ 111,058.80$ 0.0% WASTEWATER OPERATOR I/ENVIRONMENTAL COMPLIANCE INSPECTOR56 119,530.02$ 121,211.63$ -1.4% WASTEWATER OPERATOR II 57 119,530.02$ 122,893.24$ -2.8% WASTEWATER OPERATOR III 58 136,653.09$ 137,140.70$ -0.4% WATER OPERATOR I 60 111,058.80$ 109,476.15$ 1.4% WATER OPERATOR II 61 119,530.02$ 119,530.02$ 0.0%
5.8%Totals
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Positions Below Market
Of the positions included in the total compensation analysis, 14 classifications were identified as being below the market median total compensation. As shown in Exhibit 4K, the percent differentials for these classifications ranged from 1.4 percent below to 21.9 percent below the market. The most significant gaps were observed for the Fire Chief, Senior Citizen Coordinator, and Police Chief classifications, which were 21.9 percent, 18.3 percent, and
14.2 percent below market, respectively. Overall, these c lassifications averaged 7.1 percent below the market average, indicating that despite the inclusion of benefits, these positions remain less competitive in total compensation compared to the City’s peers.
EXHIBIT 4K
POSITIONS BELOW MARKET IN TOTAL COMPENSATION
Positions Above Market
As shown in Exhibit 4L, 20 classifications in the total compensation analysis were identified as being more than 10 percent above the market average. Percent differentials for these classifications ranged from 10.2 percent to 48.7 percent above the market average, with the largest surpluses observed for the Non -Safety EMT, Non -Safety Paramedic, and Fire Lieutenant classifications. On average, these positions were 17.6 percent above the market average total compensation. These findings indicate that for a su bstantial portion of the workforce, the City’s combined salary and benefits package provides a significant competitive advantage in attracting and retaining talent when compared to peer organizations.
Position ID # City Total Comp
Peer Total
Comp
Percentile
% Diff
HUMAN RESOURCES MANAGER 31 181,076.84$ 193,878.01 $ -7.1% CITY MANAGER 13 341,476.80$ 350,954.82 $ -2.8%
FIRE CHIEF 21 245,399.06$ 299,138.32 $ -21.9%
POLICE CHIEF 38 245,399.06$ 280,162.73 $ -14.2%
PUBLIC WORKS DIRECTOR 45 229,126.02$ 246,974.65 $ -7.8% FIRE CAPTAIN 20 195,192.22$ 200,861.40 $ -2.9%
FIREFIGHTER I (NON-PARAMEDIC) 25 145,450.95$ 152,802.65 $ -5.1% HR TECHNICIAN 30 107,428.74$ 109,894.34 $ -2.3%
SENIOR CITIZEN COORDINATOR 49 94,855.56$ 112,218.62 $ -18.3% WATER OPERATIONS MANAGER 59 182,816.79$ 194,947.94 $ -6.6% CHIEF OPERATOR 10 147,779.47$ 152,837.66 $ -3.4%
MECHANIC I 33 101,485.77$ 103,894.31 $ -2.4%
WASTEWATER OPERATOR I/ENVIRONMENTAL COMPLIANCE INSPECTOR 56 119,530.02$ 121,211.63 $ -1.4% WASTEWATER OPERATOR II 57 119,530.02$ 122,893.24 $ -2.8% -7.1%Totals
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EXHIBIT 4L
POSITIONS MORE THAN 10.0 PERCENT ABOVE MARKET IN TOTAL COMPENSATION
4.6 TOTAL COMPENSATION SURVEY CONCLUSION
The City’s position in the market, when measured by total compensation, provides a more complete view of its competitiveness than salary alone. This measure combines the maximum salary range for each classification with the estimated value of all employer-provided benefits, offering insight into the overall value of the City’s employment package. While not every employee will utilize every available benefit, evaluating the full package highlights the potential value available to employees and how that value compares to peer organizations.
Key findings from the total compensation analysis include:
• Among classifications below market, the City’s total compensation averages 7.1 percent less than the peer average.
• Among classifications furthest above market, the City’s total compensation averages
17.6 percent greater than the peer average.
Position ID # City Total Comp
Peer Total
Comp
Percentile
% Diff
ADMINISTRATIVE ANALYST 3 160,695.89$ 133,838.19 $ 16.7% HR ANALYST 29 157,678.36$ 138,694.00 $ 12.0%
BILLING CLERK 7 116,953.18$ 94,314.83 $ 19.4%
COMMUNITY RISK REDUCTION OFFICER 16 172,960.87$ 145,342.73 $ 16.0% FIRE LIEUTENANT 23 184,129.87$ 144,525.32 $ 21.5% NON-SAFETY EMT 34 145,158.49$ 74,478.57 $ 48.7% NON-SAFETY PARAMEDIC 35 156,997.75$ 119,438.95 $ 23.9% PROGRAM TECHNICIAN 44 112,180.53$ 99,359.09 $ 11.4% RECREATION SPECIALIST II 62 127,915.74$ 107,846.12 $ 15.7% ACCOUNTANT 2 148,283.65$ 118,526.38 $ 20.1%
EXECUTIVE ASSISTANT 18 154,603.85$ 127,655.64 $ 17.4% MANAGEMENT ANALYST 32 160,490.65$ 136,806.66 $ 14.8% PUBLIC WORKS SUPERVISOR-STREETS,PARKS & FACILITIES 46 171,393.64$ 139,637.33 $ 18.5% ADMINISTRATIVE ASSISTANT 4 118,937.92$ 104,795.13 $ 11.9% ANIMAL CONTROL OFFICER 5 116,885.92$ 101,798.66 $ 12.9% COMMUNITY SERVICE OFFICER II 17 129,338.23$ 114,714.88 $ 11.3% POLICE CADET 37 127,255.62$ 105,158.72 $ 17.4%
POLICE CORPORAL 40 186,288.35$ 162,276.77 $ 12.9% POLICE RECORDS SUPERVISOR (SPOA) 42 153,072.23$ 123,432.95 $ 19.4% STREETS, PKS & FAC WORKER II 54 111,058.80$ 99,745.24 $ 10.2%
17.6%Totals
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• Overall, across all classifications included in the analysis, the City’s total compensation averages 5.8 percent higher than the market.
4.7 MARKET SUMMARY CONCLUSION
The total compensation analysis extends the salary -only view by combining each classification’s pay range maximum with the estimated value of employer -provided benefits to establish a common, position-level basis for comparison across peer organizations. Results are presented as percent differentials between the City and the market , positive values indicate the City exceeds the market; negative values indicate the City lags the market.
Consistent with the salary study, the market benchmarking approach evalu ates structures rather than individual earnings, recognizing that individual pay is influenced by tenure, performance, and experience. For peers outside the immediate region, reported figures were adjusted for cost-of-living to reflect purchasing power in the City’s labor market.
Taken in totality, the results show a mixed but generally competitive posture when benefits are considered. Across all included classifications, the City’s total compensation averages approximately 5.8 percent above the market. Within that distribution, 20 classifications are more than 10.0 percent above market by an average of 17.6 percent, while 14 classifications are below market by an average of 7.1 percent. As reflected in Exhibits 4J–4L, these patterns indicate that strong benefit values offset lower salaries in a number of areas, whereas certain technical, leadership, and public safety roles remain below market even on a fully loaded basis.
From a methodological standpoint, evaluating total compensation provides a more complete picture of the City’s competitive position by capturing the combined value of salary and benefits. While this approach reflects the full employment offering available to employees, it is important to recognize that the perceived value of benefits can vary widely; for example, early-career candidates often place greater weight on immediate cash compensation, whereas more experienced employees may place higher value on re tirement contributions, healthcare coverage, and other long-term benefits. By focusing on pay structures rather than individual salaries, this analysis offers a consistent foundation for policy decisions while allowing for adjustments as market conditions evolve and are reassessed over time.
Finally, the market results serve as a foundation for the recommendations that follow. They inform where structural adjustments may be warranted, which classifications may require targeted movement to improve competitiveness, and how benefit value interact s with salary placement. At the same time, market positioning is not the sole determinant of proposed ranges; internal equity, role responsibility, and organizational design are also considered in Chapter 5.
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After reviewing the information provided in the preceding sections of this report, Evergreen developed recommendations to improve the City’s current compensation and classification system. The recommendations, as well as the findings that led to each recommendation, are discussed in detail in this section. The recommendations are organized into three sections:
classification, compensation, and administration of the system.
5.1 CLASSIFICATION RECOMMENDATIONS
An organization’s classification system establishes how its human resources are employed to perform its core services. The classification system consists of the titles and descriptions of the different classifications, or positions, which define how work is organized and assigned. It is essential that the titles and descriptions of an organization’s classifications accurately depict the work being performed by employees in the classifications in order to ensure equity within the organization and to enable c omparisons with positions at peer organizations. The purpose of a classification analysis is to identify such issues as incorrect titles, outdated job descriptions, and inconsistent titles across departments. Recommendations are then made to remedy the identified concerns based on human resources best practices.
In the analysis of the City’s classification system, Evergreen Solutions collected classification data through the Job Assessment Tool (JAT) process. The JATs, which were completed by employees and reviewed by their supervisors, provided information about the type and level of work being performed for each of the City’s classifications. Evergreen reviewed the data provided in the JATs and used the information as the basis for classification recommendations.
FINDING
A comprehensive review of the City’s classification system was conducted through the JAT process. The analysis revealed that, while there are numerous duties and updates needed to ensure consistency and clarity across classification descriptions, the overa ll framework is sound. Specifically, most job titles were found to be accurate and reflective of the work being performed, requiring only minor adjustments in wording or formatting for standardization purposes.
RECOMMENDATION 1: Adopt a new classification system for all employees.
Job titles should be reviewed and updated based on the results of the JAT analysis. While the review found most titles to be accurate and reflective of the work performed, minor adjustments are warranted to ensure consistency in style, formatting, and terminology across the classification system. This process should include correcting any outdated or ambiguous
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terms, aligning titles with industry and regional norms where appropriate, and ensuring that similar roles follow a uniform naming convention. Evergreen has provided its professional assessment and proposed revisions for consideration by the City. The City may elect to implement these changes directly or to engage in discussions with its unions, as appropriate, to review, refine, and finalize any updates to job titles.
RECOMMENDATION 2: Update existing class descriptions to reflect the new classification system and review all updated descriptions for FLSA status.
In conjunction with the City making the proposed title changes, all classification descriptions should be systematically reviewed and updated to address the inconsistencies and content gaps identified during the study. Updates should ensure that duty statements are accurate, current, and written in a clear, concise, and consistent format. This effort should include eliminating redundant or outdated tasks, ensuring alignment with the essential functions of each role, and applying a uniform style guide across all descriptions. Evergreen has prepared draft proposals for updated descriptions to serve as a starting point for the City’s consideration. The City can choose to implement these directly or, if desired, collaborate with its unions to review and refine t he language, ensuring the final versions align with organizational needs and negotiated agreements.
5.2 COMPENSATION RECOMMENDATIONS
The compensation analysis included two primary components: an external market assessment and an internal equity assessment.
The external market assessment involved comparing the City’s compensation for selected benchmark classifications to the average compensation offered by peer organizations within the labor market in which the City competes for talent. This comparison reveal ed that the City’s pay levels are currently slightly below market averages.
The internal equity assessment examined the relationships between classifications and the nature of the work performed by employees across the organization. As part of this review, a composite score was assigned to each classification to quantify its relat ive level across six distinct compensatory factors. The level for each factor was determined using data collected through the JAT responses.
FINDING
The City currently maintains a well -organized and clearly defined overall pay plan that effectively supports its classification system. However, Evergreen’s review identified some opportunities for refinement. Specifically, there is some redundancy in the number of pay ranges, the progression between pay grades lacks consistent intervals, and the titling conventions for the grades could be made more intuitive. While these are areas for improvement, the foundation of the pay plan is sound, requiring targeted adjustments rather than a complete overhaul.
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RECOMMENDATION 3: Adopt a new, market-responsive compensation structure and assign all positions to it equitably.
Evergreen has developed an updated compensation structure designed to align with prevailing market conditions while maintaining the strengths of the existing plan. Evergreen has developed a proposed structure for the City’s consideration that preserves the organized framework already in place, while streamlining pay ranges, improving grade consistency, and enhancing titling conventions. The proposed structure consists of 51 unique pay grades, with range spreads between 9.5 percent and 24.4 percent from mini mum to maximum, and midpoint progressions between 1 percent and 30.7 percent. Details of the proposed structure are presented in Exhibits 5A–5E.
EXHIBIT 5A
PROPOSED GENERAL PAY PLAN
Grade Minimum Midpoint Maximum Step 1 Step 2 Step 3 Step 4 Step 5 1 37,344.00 $ 41,891.16 $ 46,438.32 $ 37,344.00 $ 39,435.26 $ 41,643.64 $ 43,975.68 $ 46,438.32 $ 2 38,256.00 $ 42,914.21 $ 47,572.42 $ 38,256.00 $ 40,398.34 $ 42,660.64 $ 45,049.64 $ 47,572.42 $ 3 40,200.00 $ 45,094.92 $ 49,989.84 $ 40,200.00 $ 42,451.20 $ 44,828.47 $ 47,338.86 $ 49,989.84 $ 4 41,760.00 $ 46,844.87 $ 51,929.74 $ 41,760.00 $ 44,098.56 $ 46,568.08 $ 49,175.89 $ 51,929.74 $ 5 43,224.00 $ 48,487.13 $ 53,750.27 $ 43,224.00 $ 45,644.54 $ 48,200.64 $ 50,899.87 $ 53,750.27 $ 6 44,256.00 $ 49,644.79 $ 55,033.59 $ 44,256.00 $ 46,734.34 $ 49,351.46 $ 52,115.14 $ 55,033.59 $ 7 45,420.00 $ 50,950.53 $ 56,481.06 $ 45,420.00 $ 47,963.52 $ 50,649.48 $ 53,485.85 $ 56,481.06 $ 8 46,464.00 $ 52,121.65 $ 57,779.30 $ 46,464.00 $ 49,065.98 $ 51,813.68 $ 54,715.25 $ 57,779.30 $ 9 48,120.00 $ 53,979.29 $ 59,838.58 $ 48,120.00 $ 50,814.72 $ 53,660.34 $ 56,665.32 $ 59,838.58 $ 10 48,864.00 $ 54,813.88 $ 60,763.77 $ 48,864.00 $ 51,600.38 $ 54,490.01 $ 57,541.45 $ 60,763.77 $ 11 50,064.00 $ 56,160.00 $ 62,256.00 $ 50,064.00 $ 52,867.58 $ 55,828.17 $ 58,954.55 $ 62,256.00 $ 12 53,832.00 $ 60,386.81 $ 66,941.62 $ 53,832.00 $ 56,846.59 $ 60,030.00 $ 63,391.68 $ 66,941.62 $ 13 57,924.00 $ 64,977.07 $ 72,030.13 $ 57,924.00 $ 61,167.74 $ 64,593.14 $ 68,210.35 $ 72,030.13 $ 14 59,412.00 $ 66,646.25 $ 73,880.50 $ 59,412.00 $ 62,739.07 $ 66,252.46 $ 69,962.60 $ 73,880.50 $ 15 61,032.00 $ 68,463.51 $ 75,895.02 $ 61,032.00 $ 64,449.79 $ 68,058.98 $ 71,870.28 $ 75,895.02 $ 16 64,488.00 $ 72,340.33 $ 80,192.65 $ 64,488.00 $ 68,099.33 $ 71,912.89 $ 75,940.01 $ 80,192.65 $ 17 65,496.00 $ 73,471.06 $ 81,446.13 $ 65,496.00 $ 69,163.78 $ 73,036.95 $ 77,127.02 $ 81,446.13 $ 18 67,704.00 $ 75,947.92 $ 84,191.84 $ 67,704.00 $ 71,495.42 $ 75,499.17 $ 79,727.12 $ 84,191.84 $ 19 70,656.00 $ 79,259.37 $ 87,862.74 $ 70,656.00 $ 74,612.74 $ 78,791.05 $ 83,203.35 $ 87,862.74 $ 20 71,364.00 $ 80,053.58 $ 88,743.15 $ 71,364.00 $ 75,360.38 $ 79,580.57 $ 84,037.08 $ 88,743.15 $ 21 72,432.00 $ 81,251.62 $ 90,071.24 $ 72,432.00 $ 76,488.19 $ 80,771.53 $ 85,294.74 $ 90,071.24 $ 22 76,524.00 $ 85,841.88 $ 95,159.76 $ 76,524.00 $ 80,809.34 $ 85,334.67 $ 90,113.41 $ 95,159.76 $ 23 82,542.72 $ 92,593.46 $ 102,644.21 $ 82,542.72 $ 87,165.11 $ 92,046.36 $ 97,200.95 $ 102,644.21 $ 24 88,590.60 $ 99,377.76 $ 110,164.92 $ 88,590.60 $ 93,551.67 $ 98,790.57 $ 104,322.84 $ 110,164.92 $ 25 91,828.80 $ 103,010.26 $ 114,191.71 $ 91,828.80 $ 96,971.21 $ 102,401.60 $ 108,136.09 $ 114,191.71 $ 26 110,262.60 $ 123,688.63 $ 137,114.66 $ 110,262.60 $ 116,437.31 $ 122,957.79 $ 129,843.43 $ 137,114.66 $ 27 135,204.96 $ 151,668.08 $ 168,131.19 $ 135,204.96 $ 142,776.44 $ 150,771.92 $ 159,215.15 $ 168,131.19 $ 28 156,372.00 $ 175,412.50 $ 194,453.01 $ 156,372.00 $ 165,128.83 $ 174,376.05 $ 184,141.11 $ 194,453.01 $ 185
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EXHIBIT 5B
PROPOSED FIRE PAY PLAN
EXHIBIT 5C
PROPOSED POLICE PAY PLAN
EXHIBIT 5D
PROPOSED MEDICAL PAY PLAN
EXHIBIT 5E
PROPOSED PART-TIME PAY PLAN
Grade Minimum Midpoint Maximum Step 1 Step 2 Step 3 Step 4 Step 5 F1 53,555.88 $ 60,077.07 $ 66,598.25 $ 53,555.88 $ 56,555.01 $ 59,722.09 $ 63,066.53 $ 66,598.25 $ F2 59,685.31 $ 66,952.84 $ 74,220.37 $ 59,685.31 $ 63,027.69 $ 66,557.24 $ 70,284.44 $ 74,220.37 $ F3 62,520.27 $ 70,133.00 $ 77,745.73 $ 62,520.27 $ 66,021.41 $ 69,718.61 $ 73,622.85 $ 77,745.73 $ F4 66,963.40 $ 75,117.14 $ 83,270.88 $ 66,963.40 $ 70,713.35 $ 74,673.29 $ 78,855.00 $ 83,270.88 $ F5 71,658.83 $ 80,384.30 $ 89,109.78 $ 71,658.83 $ 75,671.72 $ 79,909.34 $ 84,384.26 $ 89,109.78 $ F6 84,557.42 $ 94,853.48 $ 105,149.54 $ 84,557.42 $ 89,292.63 $ 94,293.02 $ 99,573.43 $ 105,149.54 $ Grade Minimum Midpoint Maximum Step 1 Step 2 Step 3 Step 4 Step 5 P1 49,956.00 $ 56,038.85 $ 62,121.70 $ 49,956.00 $ 52,753.54 $ 55,707.73 $ 58,827.37 $ 62,121.70 $ P2 65,292.00 $ 73,242.22 $ 81,192.45 $ 65,292.00 $ 68,948.35 $ 72,809.46 $ 76,886.79 $ 81,192.45 $ P3 71,988.00 $ 80,753.56 $ 89,519.12 $ 71,988.00 $ 76,019.33 $ 80,276.41 $ 84,771.89 $ 89,519.12 $ P4 79,368.00 $ 89,032.18 $ 98,696.35 $ 79,368.00 $ 83,812.61 $ 88,506.11 $ 93,462.46 $ 98,696.35 $ P5 91,272.00 $ 102,385.66 $ 113,499.31 $ 91,272.00 $ 96,383.23 $ 101,780.69 $ 107,480.41 $ 113,499.31 $ Grade Minimum Midpoint Maximum Step 1 Step 2 Step 3 Step 4 Step 5 E1 60,900.00 $ 68,315.44 $ 75,730.87 $ 60,900.00 $ 64,310.40 $ 67,911.78 $ 71,714.84 $ 75,730.87 $ E2 70,875.00 $ 79,505.03 $ 88,135.07 $ 70,875.00 $ 74,844.00 $ 79,035.26 $ 83,461.24 $ 88,135.07 $ Grade Minimum Midpoint Maximum Step 1 Step 2 Step 3 Step 4 Step 5 PT1 34,320.00 $ 36,400.00 $ 38,480.00 $ 34,320.00 $ 35,360.00 $ 36,400.00 $ 37,440.00 $ 38,480.00 $ PT2 35,360.00 $ 37,440.00 $ 39,520.00 $ 35,360.00 $ 36,400.00 $ 37,440.00 $ 38,480.00 $ 39,520.00 $ PT3 36,400.00 $ 38,480.00 $ 40,560.00 $ 36,400.00 $ 37,440.00 $ 38,480.00 $ 39,520.00 $ 40,560.00 $ PT4 37,440.00 $ 39,520.00 $ 41,600.00 $ 37,440.00 $ 38,480.00 $ 39,520.00 $ 40,560.00 $ 41,600.00 $ PT5 38,480.00 $ 40,560.00 $ 42,640.00 $ 38,480.00 $ 39,520.00 $ 40,560.00 $ 41,600.00 $ 42,640.00 $ PT6 39,520.00 $ 41,600.00 $ 43,680.00 $ 39,520.00 $ 40,560.00 $ 41,600.00 $ 42,640.00 $ 43,680.00 $ PT7 40,560.00 $ 42,640.00 $ 44,720.00 $ 40,560.00 $ 41,600.00 $ 42,640.00 $ 43,680.00 $ 44,720.00 $ PT8 41,600.00 $ 43,680.00 $ 45,760.00 $ 41,600.00 $ 42,640.00 $ 43,680.00 $ 44,720.00 $ 45,760.00 $ PT9 42,640.00 $ 44,720.00 $ 46,800.00 $ 42,640.00 $ 43,680.00 $ 44,720.00 $ 45,760.00 $ 46,800.00 $ PT10 43,680.00 $ 45,760.00 $ 47,840.00 $ 43,680.00 $ 44,720.00 $ 45,760.00 $ 46,800.00 $ 47,840.00 $ 186
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Implementation of the new compensation structure requires two steps. First, all positions were assigned to an appropriate pay grade within the overall plan. To determine what pay grade each position was assigned, Evergreen used the following factors: the results of the JAT analysis, the results of the market study, as well as consideration for both existing and newly created internal relationships between classifications. Assigning pay grades to classifications requires a balance of internal equity and des ired market position, and recruitment and retention concerns also played a role in the process. Thus, the market results discussed in Chapter 4 were not the sole criteria for the proposed pay ranges.
RECOMMENDATION 4: Evergreen recommends the City adopt a methodology to transition employee salaries into the proposed pay plan that aligns with its established compensation philosophy and meets the available financial resources of the organization.
The second step of implementing the proposed structure is to transition employee salaries into their new recommended pay ranges. This step can be done via a variety of methods, each with their own strengths and drawbacks; these options are outlined below.
Bring to Min
This option consists of placing employees into proposed pay ranges and raising the wage of any employee who is below the minimum of their recommended pay range up to the minimum of their pay range. If an employee’s current salary is higher than their pay range minimum, no adjustment is made, and as such no salaries are decreased as part of this adjustment. The estimated cost for this adjustment is $281,869, affecting a total of 123 employees.
Keep Same Step
This option consists of placing employees into their proposed pay ranges at the same step they currently occupy in the existing structure. Under this approach, the value of each step is adjusted to reflect the updated pay ranges, and employees’ salaries ar e increased proportionally so they remain on their current step. For example, if an employee is currently on Step 3 of their grade and the range for that grade increases by 15 percent, the employee’s salary would also increase by 15 percent to maintain ali gnment with Step 3 in the new structure. This method preserves the step placement of all employees, ensures internal relationships are maintained, and avoids any reductions in pay. The estimated cost for this adjustment is $458,777, affecting a total of 133 employees. 5-Year Tenure Parity
This option consists of placing employees into their proposed pay ranges based on how long employees have been with the organization. The parity effectively divides the pay range by 5, and places employees within their range based on their time with the organization. For example, an employee who has been in their classification for 3 years would be placed on step 3. If an employee’s current salary is higher than their tenure parity projected salary, no adjustment is made, and as such no salaries are decreased as part of this adjustment. This methodology seeks to re-align employee salaries on the basis of years with the organization, but does not differentiate between time in current classification, and time in a previous 187
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classification. This method can space out compressed employee salaries along the range. The estimated cost for this adjustment is $429,345, affecting a total of 133 employees.
5.3 COMPENSATION AND CLASSIFICATION SYSTEM ADMINISTRATION Any organization’s compensation and classification system will need periodic maintenance.
The recommendations provided in this chapter were developed based on conditions at the time the study was conducted. Without proper upkeep of the system, the potential for recruitment and retention issues may increase as the compensation and classification system becomes dated and less competitive.
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 make adjustments to pay grade assignments if necessary.
While it is unlikely that the pay plan as a whole will need to be adjusted for several years, a small number of classifications’ pay grades may need to be reassigned more frequently. If one or more classifications are exhibiting high turnover or are having difficulty with recruitment, the City should collect salary range data from peer organizations to determine whether an adjustment is needed for the pay grade of the classification(s).
RECOMMENDATION 6: Conduct a comprehensive classification and compensation study every three to five years.
While small-scale salary surveys can improve the market position of specific classifications, it is recommended that a full classification and compensation study be conducted every three to five years to preserve both internal and external equity for the City. Changes to classification and compensation do occur, and while the increments of change may seem minor, they can compound over time. A failure to react to these changes quickly has the potential to place the City in a poor position for recruiting and retaining quality employees.
While the previous two recommendations intend to maintain the competitiveness over time of the classification and compensation structure as a whole, it is also necessary to establish procedures for determining equitable pay practices for individual employees.
RECOMMENDATION 7: Revise policies and practices for moving employees’ salaries through the pay plan, including procedures for determining salaries of newly hired employees and employees who have been promoted, demoted, or transferred to a different classification.
The method of moving salaries through the pay plan and setting new salaries for new hires, promotions, demotions, and transfers depends largely on an organization’s compensation philosophy. However, it is important for the City to have established guidelines for each of these situations, and that they are followed consistently for all employees. Common practices for progressing and establishing employee salaries are outlined below.
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Salary Progression
As outlined above, Evergreen recommends City enact the second phase of implementing the new pay plan which would involve a one-time salary adjustment for employees to ensure they are placed in the proper percentile of their salary range. While this major adjustment should be performed when the City has the financial resources to do so, the City should continue to adjust salaries annually when financially feasible. Based on the feedback from employees and City leadership, Evergreen recommends that the basis of salary adjustment in the future be done at three distinct levels.
• Structural: Adjustment to the ranges should be done annually , and with the aim of adjusting for the changes in cost of living. Evergreen recommends that the City tie the annual compensation structure movement to the local change in the Consumer Price Index (CPI) or wage inflation figures. This annual adjustment will ensure the City’s pay ranges do not rapidly fall out of line with that of its peers; however, when conducting the small -scale surveys referenced above, the City should also collect pay plan movement and anticipated movement from its peers to gauge if market movement is keeping pace with CPI movement.
• 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: Individual salary progression should occur annual through step increases.
Step movement should be awarded annually to employees who receive a satisfactory performance evaluation, with the step value set to allow for meaningful progression through the range over the course of a career.
New Hires
A new employee’s starting step should be determined primarily by the amount of education and experience the individual possesses beyond the minimum requirements for the position.
Typically, an employee meeting only the minimum education and experience requirements for a classification should be hired at or near Step 1 of the assigned pay grade. The City should establish a clear policy on the highest step that can be offered without special approval for candidates who meet only the minimum qualifications. A separate threshold should be set for the highest step that can be offered without approval for candidates who possess considerable education and/or experience above the minimum requirements. In many step plans, this threshold is set several steps below the top of the range.
Once the City has completed the initial implementation adjustment for current employee salaries, starting step placement for new hires should also take into account internal equity.
New employees should be placed on a step that provides comparable pay to e xisting employees in the same classification with similar levels of education and experience. 189
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RECOMMENDATION 8: Evergreen recommends the City adopt a hiring policy that aligns with its selected implementation methodology.
Dependent upon which route the City elects to transition employees into the new salary ranges, a hiring grid should be adopted that provides guidance where new employee salaries should be set. The adoption of a new hiring grid should be done after an implementation methodology is selected i n order to ensure alignment of salary placement between current employees and new hires, and to prevent new compression issues from arising both within classifications and departments, as well as throughout the City as a whole. Evergreen will work with the City’s leadership team to develop a structure that aligns with any selected method of implementation.
Promotions/Demotions
When an employee is promoted to a new classification, it is important to have guidelines for calculating the employee’s new salary that reward the employee for their new responsibilities, move the salary into the new pay grade, and ensure internal equity in the new classification.
It is common for organizations to establish a minimum percentage salary increase that depends on the increase in pay grade as a result of the promotion. Regardless of the minimum percent increase, the employee’s new salary should be within the new pay grade’s range, and internal equity of salaries within the classification should be preserved.
Transfers
An employee transfer occurs when an employee is reassigned to a classification at the same pay grade as their current classification or when an employee’s classification stays the same, but their department changes. In either of these cases, it is likely that no adjustment is necessary to the employee’s salary. The only situation in which a salary adjustment would be needed for a transferred employee would be if their current salary is not aligned with the salaries of employees in the new classification or department. If that occurs, it may be necessary to adjust the salary of the employee or the incumbents of the classification to ensure salary equity within the new classification.
RECOMMENDATION 9: Evergreen recommends the City update its policy regarding promotions/demotions and transfers to align with its new compensation structure.
Evergreen recommends the City implement a minimum increase equal to 2.5 percent per pay grade, with an overall minimum of 5.0 percent , for a promotion . However, the employee’s salary should always be increased to at least the minimum of the new salary range. In the case of demotions, Evergreen recommends a minimum salary decrease equal to 2.5 percent per grade, with an overall minimum of 5.0 percent for demotions, except in cases where this percent decrease would reduce the employee’s salary below the new range minimum. If the employee’s salary exceeds the new range maximum after the pay decrease, the employee should be capped from receiving any salary adjustments until the pay moves upward to allow for increases.
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Chapter 5 - Recommendations Compensation and Classification Study for The City of Sanger, CA
Evergreen Solutions, LLC Page 5-9
5.4 SUMMARY
Evergreen Solutions conducted a comprehensive compensation and classification study for the City of Sanger with the goal of ensuring that its pay and classification systems are equitable, competitive, and aligned with organizational goals. Through the use of the JAT, market benchmarking, and internal equity analysis, the study examined the City’s current structures, identified areas of strength, and highlighted opportunities for improvement.
Findings from the classification review revealed that, while job titles are generally accurate, updates are needed to standardize classification descriptions, improve formatting, and ensure consistency across the organization. The compensation analysis con firmed that the City’s pay plans are well-structured and functional but can benefit from targeted adjustments to improve market alignment. Importantly, these recommendations do not call for wholesale restructuring, but rather for strategic refinements that preserve the existing framework while strengthening its competitiveness and clarity.
The proposed step-based pay plan provides a transparent, equitable, and sustainable system for salary administration. It supports both the recruitment of qualified candidates and the retention of experienced employees by offering clear progression through step movement tied to performance. In addition, the recommended market-responsive structure adjustments will help the City maintain competitiveness over time while aligning with fiscal realities.
Moving forward, the City can adopt these proposals in their entirety or modify them to fit operational needs, budget constraints, and labor relations priorities. Implementation can be phased to balance financial feasibility with the urgency of addressing identified gaps. By following the recommendations outlined in this report, the City of Sanger can enhance its ability to attract, motivate, and retain a high-quality workforce, ensuring that its compensation and classification systems remain fair, competitive, and sustainable for years to come.
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CITY OF SANGER
CITY CLERK
DEFINITION:
This position coordinates operations of the City Clerk’s Office and performs a broad range of confidential and complex administrative, programmatic, and secretarial duties. Prepares reports, staffs special projects, monitors budgets and expenditures, tracks project timelines, and maintains schedules. Prepares meeting agendas and minutes, organizes events, and performs advanced office functions. Maintains official records, including resolutions and ordinances, and prepares regulatory and other required reports. Provides administrative support to the City Manager. To coordinate activities and operations of the City Clerk’s Office and to perform a wide variety of confidential, and complex administrative, programmatic, and secretarial duties; prepare reports, staff special projects, track budgets and expenditures, track project timelines and keep schedules; prepare meeting agendas and minutes, and coordinate events; perform advanced office duties; organize and maintain records, including resolutions and ordinance s; prepare regulatory and other reports; and provides administrative support and assistance to the City Manager.
DISTINGUISHING CHARACTERISTICS:
Manages the daily functions of the City Clerk’s Office, ensuring the accurate preparation, maintenance, and preservation of official City records in compliance with legal requirements. Performs high -level, confidential administrative and programmatic support for the City Manager, City Council, and related functions. Oversees agenda preparation, meeting documentation, public records processing, election coordination, and filing responsibilities under the Fair Political Practices Commission. Serves as a central point of contact for elected officials, staff, and the public, facilitating effective communication, legal compliance, and efficient operations within the City Clerk’s Office.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Coordinates services and daily operations of the City Clerk’s Office. • Prepares City Council agendas and packets; attends meetings and records minutes. • Composes, types, and proofreads reports, letters, memoranda, and correspondence; drafts independent communications related to assigned responsibilities. • Performs complex, confidential administrative duties for the City Manager and City Council. • Manages special projects and assignments; prioritizes workflow and oversees office operations.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity. In the absence of a completed
employee JAT, the JD Team refined the document using
available information and applied grammatical and
formatting corrections as needed.
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• Maintains custody of official records and archives, including ordinances, resolutions, contracts, agreements, deeds, insurance documents, and meeting minutes. • Arranges travel for the City Manager and City Council Members. • Coordinates and responds to public records requests in compliance with applicable laws. • Interprets City policies, rules, and regulations in response to inquiries and complaints; refers matters as appropriate.
• Plans and coordinates community and employee events, including scheduling activities, securing vendors, coordinating interdepartmental support, and maintaining sponsor communications. • Processes invoices and prepares purchase orders.
• Serves as the City’s Filing Officer for Fair Political Practices Commission (FPPC) documents. • Serves as the City’s Elections Official; assists with county-consolidated elections. • Administers oaths and certifies official City documents. • Coordinate assigned services and activities of the City Clerk’s Office. • Prepare City Council agendas and packets; attend meetings and take minutes. • Type and proofread a wide variety of reports, letters, memoranda and correspondence from rough draft or verbal instruction; independently compose correspondence related to assigned responsibilities.
• Perform a wide variety of complex, responsible and confidential administrative professional duties for the City Manager and City Council.
• Perform special projects and assignments; coordinate and prioritize workflow; direct and oversee office operations.
• Maintain custody of official records and archives including ordinances, resolutions, contracts, agreements, deeds, insurance documents, and minutes.
• Coordinate and process travel arrangements for City Manager and City Council Members. • Coordinate and respond to public records requests.
• Interpret City policies, rules and regulations in response to inquiries and complaints; refer inquiries as appropriate.
• Coordinate community events and City employee events as requested including planning and coordinating activities, scheduling event itinerary and participation of outside vendors; coordinating other department employee assistance and maintaining contact with sponsors. • Process invoices for payment and prepare purchase orders as necessary. • Act as City’s Filing Officer for FPPC related documents. • Act as City’s Election’s Official and assist with county-consolidated elections. • Administers oaths and certifies City documents.
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• Equivalent to an Associates of Arts or Science degreeAssociate’s Degree from an accredited college or university with major course work in public or administration, business administration, or a related field.
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• Five (5) years of increasingly responsible administrative experience including three (3) years of experience performing duties as City Clerk or Deputy City Clerk.
Licenses, Certificates, and Special Requirements:
• None
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Operational characteristics, services and activities of the City Clerk’s Office. • Basic functions, organizations and policies of municipal government. • Basic principles of research and report preparations. • Correct English usage, spelling, grammar, and punctuation. • Principles and procedures of record keeping.
• Rules and regulations governing local municipal elections. • Political reform requirements.
• Principles and techniques used in dealing with the public.
Ability to:
• Manage and direct the comprehensive programs of a City Clerk’s Office. • Coordinate municipal elections.
• Perform complex and confidential administrative support duties. • Interpret and apply administrative and departmental policies, laws, and rules. • Establish and maintain cooperative relationships with officials, employees and those contacted during the course of work.
• Take responsibility for and independently organize office work schedule, setting and meeting deadlines.
• Maintain confidential data and information.
• Meet the public tactfully and courteously and furnish a variety of information. • Communicate effectively, both orally and in writing.
• Take responsibility for compilation, preparation, writing and organization of reports. • Type at a speed necessary for successful job performance. • Operate and use modern office equipment including a computer. • Work independently in the absence of supervision.
• Attend meetings at irregular hours.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
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Work is performed in a standard office setting within a municipal administrative environment. Involves minimal exposure to environmental hazards or physical risks. Tasks are conducted in a climate-controlled space with access to necessary technology and resources. The work is deadline -driven and may involve managing multiple priorities and frequent interactions with elected officials, staff, and members of the public. Office environment, exposure to computer screens.
Physical Demands:
Sedentary Work: Exerts up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to opera te a computer and standard office equipment.
Occasionally stands, walks, reaches with hands and arms, stoops, or crouches. Visual acuity is required for reading and preparing documents, viewing a computer screen, and performing administrative tasks with accuracy. Essential and marginal functions may require maintaining physical condition necessary for sitting for prolonged periods of time.
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CITY OF SANGER
CITY MANAGER
DEFINITION:
This position serves at the pleasure of the City Council and oversees all operations and activities of the City of Sanger. It ensures the efficient and effective delivery of public services, implements policy decisions made by the City Council, and provide s high-level administrative support to the Council. The City Manager coordinates municipal functions with external agencies and organizations, facilitates the development and execution of City goals and objectives, and leads strategic initiatives across departments.
The Office of the City Manager manages a broad portfolio, including budgeting and operations, facilities and asset oversight, public safety coordination, economic development, legislative analysis, intergovernmental affairs, grant administration, employee relations, and long -term strategic planning.
Given the City’s active engagement in residential and mixed-use development projects, experience with annexation processes is highly desirable. The City Manager of Sanger serves at the pleasure of the City Council and is responsible for planning, directing, and managing all activities and operations of the City, ensuring that all public services are delivered in an efficient and effective manner. This position is responsible for coordinating City activities with other agencies and organizations; facilitating the development and implementation of City goals and objectives; implementing policy decisions made by the City Council; and providing highly complex administrative support to the City Council.
The Office of the City Manager is responsible for a wide range of activities, including managing and directing budget and operations, facilities and asset management, public safety, economic development initiatives, legislative analysis, intergovernmental relations, grant administration, employee relations and strategic planning. As the City is in the midst of several exciting new programs including residential and mixed- use development, past experience in annexation projects is desirable.
DISTINGUISHING CHARACTERISTICS:
Serves as the highest administrative official for the City of Sanger, directing and coordinating all municipal operations under the policy guidance of the City Council. Works at the pleasure of the Council to implement its decisions, ensure efficient and effective delivery of public services, and provide high-level administrative support. Leads strategic planning, intergovernmental relations, fiscal oversight, and departmental coordination to achieve City goals and priorities. Represents the City in negotia tions, partnerships, and community engagement, fostering transparency, accountability, and collaboration across the organization and with external stakeholders.
ESSENTIAL JOB DUTIES:
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
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The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Cultivates a culture of transparent and effective communication across all levels of the organization and with the community.
• Maintains ongoing engagement with the community by implementing an open -door policy and hosting quarterly roundtable meetings.
• Leads the development and implementation of a strategic plan to guide City initiatives, resource allocation, and long-term projects.
• Presents options and alternatives on complex issues and programs, enabling the City Council to make informed decisions based on expert analysis, staff input, and fiscal considerations. • Drives operational efficiency and effectiveness across all City departments, including public works, infrastructure, economic development, and financial management. • Safeguards the City’s fiscal health through strategic resource management, revenue generation, and succession planning.
• Create a culture of effective communication throughout all levels of the organization as well as with the community.
• Lead efforts to create a strategic plan for the City of Sanger to guide its initiatives, resources, and projects for the coming years.
• Provide options and alternatives on a variety of complex topics and programs so that the City Council may consider alternatives guided by expert advice, staff recommendations, and fiscal impacts.
• Drive efficiency and effectiveness across all City programs and activities including public works maintenance and infrastructure, economic development, and budget and financial stability. • Ensure the overall fiscal health of the organization through resource management, revenue enhancement, and succession planning.
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• Bachelor’s degree from an accredited college or university with major course work in public administration, business administration, or a related field. • Master’s degree is desirable.
• Seven Ten (107) years of increasingly responsible experience in city government, including five (5) years of experience as a city manager, assistant city manager or department head. • Bilingual English-S panish helpful.Bilingual proficiency in English and Spanish is preferred.
Licenses, Certificates, and Special Requirements:
• None
Commented [CA3]: New additions and bullet points were
incorporated from the employee Job Assessment Tool (JAT) submitted by NATHAN OLSON to ensure the essential
functions accurately reflect current duties and
responsibilities.
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The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Principles of political acumen with the ability to remain apolitical while respecting diverse perspectives within the City Council.
• Methods for presenting clear, balanced, and well- researched information to support informed policy decisions.
• Effective communication strategies and interpersonal dynamics for building strong relationships with elected officials, staff, business leaders, stakeholders, and residents. • Ethical leadership practices grounded in personal and professional integrity, responsiveness, and approachability.
• Visionary leadership aligned with Council and community goals, with the ability to advocate for and implement shared priorities.
• Analytical frameworks for evaluating policy options, including assessment of strengths, weaknesses, opportunities, and risks.
• Must be politically astute, while remaining apolitical; a manager that brings options and solutions for City Council to allow for the best policy decisions and consensus; respects each voice of City Council. The ability to deliver information and comprehensive research to City Council in a clear, balanced, and unbiased manner.
• Strong communication and interpersonal skills necessary to build positive professional relationships with City Council, staff, business leaders, key stakeholders, and residents. • An individual with the highest personal and professional integrity who is responsive and approachable and is able to build trust.
• A dynamic leader who shares the vision of the Council and community, and can advocate, articulate, and implement that vision.
• Provide options and solutions with different sides to an issue with strengths, weaknesses, opportunities, and risks for each alternative.
Ability to:
• Apply an entrepreneurial mindset to engage effectively with business leaders, developers, and elected officials.
• Exercise sound judgment, demonstrate wisdom, and adapt flexibly to changing circumstances. • Model optimism, initiative, and professionalism while fostering a respectful, collaborative, and accessible work environment.
• Build and sustain a culture of responsiveness, accountability, and high -quality customer service in public service delivery.
• Demonstrate cultural competence and actively value diversity as a strength within the organization and community.
• Serve as a bridge-builder who cultivates and strengthens positive relationships across sectors and constituencies.
• An entrepreneurial mindset with the ability to work effectively with business leaders, developers, and elected officials.
• A strong leader able to use sound judgment, wisdom and maintain flexibility.
Commented [NB4]: Functions provided were from
provided brochure. Revised to provide clarity with template. 198
• A solid, optimistic leader and role model with a positive presence; demonstrate initiative, be action oriented, treat others with respect, be collaborative and accessible. • A demonstrated record of building an environment of responsiveness, follow through, and strong customer service in the delivery of public services and project deliverables. • Sanger values diversity and the incoming City Manager must be culturally competent and appreciate the value diversity adds to the community.
• A ‘bridge-builder’ who is able to create and grow positive business relationships.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard municipal office setting. The position involves minimal exposure to environmental hazards or physical risks. Tasks are conducted in a climate -controlled environment with access to necessary technology and resources. The work is highly interactive and deadline -driven, requiring frequent engagement with elected officials, staff, community members, and external stakeholders. Attendance at evening meetings, public events, and occasional weekend functions may be required.
Physical Demands:
Sedentary Work: Exerting up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to operate a computer and standard office equipment. The employee may occasionally stand, walk, reach with hands and arms, and stoop or crouch. Visual acuity is required for reading and preparing documents, viewing a computer screen, and performing administrative tasks with accuracy. Occasional travel within and outside the City may be required for meetings, events, or conferences.
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CITY OF SANGER
ASSISTANT CITY MANAGER/ADMINISTRATIVE SERVICES
DIRECTOR ASSISTANT CITY MANAGER
DEFINITION:
This position provides strategic leadership and professional guidance in the development and implementation of citywide policies. It plans, organizes, staffs, directs, and oversees programs and functions within Finance, Information Technology, Human Resources/ Risk Management, and other departments as assigned by the City Manager. The role establishes policy direction for assigned departments and supports department heads and managers in achieving operational goals. It fosters collaborative relationships across City departments, intergovernmental and regulatory agencies, and public and private organizations. The position delivers high -level professional assistance to City management staff and performs related duties as required.
To participate in the formulation, development and implementation of citywide policy; to plan, organize, staff, direct, develop and control programs and functions assigned of Finance, IT , Risk Management, and other departments assigned by the City Manager; to provide leadership and policy direction to assigned departments and to department heads and managers; to foster cooperative working relationships with City departments and with intergovernmental and regulatory agencies and various public and private groups; to provide highly responsible and complex professional assistance to City management staff; and to perform related work as required. Receives general administrative direction from the City Manager.
Exercises supervision over management, supervisory, professional, technical, and clerical staff.
DISTINGUISHING CHARACTERISTICS:
Operates with broad administrative authority under the general direction of the City Manager. Oversees a diverse range of departmental functions and staff, including management, supervisory, professional, technical, and clerical personnel. Serves as a key member of the executive leadership team, integrating strategic priorities across assigned departments and ensuring alignment with citywide goals.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Participates as a member of the City Manager’s Executive Team in developing and executing citywide policies, strategic plans, and long- and short-term initiatives. • Assists the City Manager in planning, organizing, and directing City services and activities; manages routine governmental operations to relieve the City Manager of day-to-day oversight.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness.
Commented [CA3R2]: The employee JAT (MICHELLE
SPEER) contained limited detail and did not provide enough new information to expand the existing job description. 200
• Oversees all functions of the Finance Department, including utility billing, accounts payable, payroll, business licensing, purchasing, and budget preparation. • Receives and approves payroll data, including payroll warrants and associated tax and deduction documentation.
• Provides leadership and strategic direction to assigned departments and divisions; ensures alignment with City goals and service standards.
• Monitors and manages City debt; transfers funds between accounts as needed to maintain fiscal integrity.
• Participates in annual audits; compiles required documentation, meets with auditors, and researches and explains areas of concern.
• Maintains accurate City accounting records; prepares financial statements, cost reports, and other fiscal documentation.
• Leads the City’s budget process; analyzes expenditures and revenues, prepares annual budget documents for submission to the City Manager and City Council, and generates monthly financial reports for all City funds.
• Negotiates contracts and agreements; collaborates with legal counsel and department representatives to define service needs and ensure compliance with City requirements. • Develops, reviews, and implements policies and procedures to enhance service quality and ensure legal compliance; evaluates service delivery methods, internal workflows, and reporting structures; identifies and directs improvements.
• Interprets and communicates City policies, programs, and initiatives; resolves sensitive and complex issues through negotiation and collaboration.
• Promotes a service-oriented culture; maintains effective working relationships with internal and external stakeholders.
• Supervises assigned staff; prioritizes and assigns work, conducts performance evaluations, ensures training and policy compliance, maintains a safe work environment, and makes recommendations regarding hiring, discipline, and termination. • Ensures compliance with applicable federal, state, and local laws, regulations, codes, and standards.
• Serves as liaison to internal departments, elected officials, external organizations, and the public; represents the City in meetings, presentations, and discussions with City Council, civic groups, and other agencies.
• Recommends and implements operational policies and service enhancements; prepares cost estimates and budget recommendations; monitors and controls expenditures. • Coordinates operational and programmatic efforts to support short- and long-term goals within assigned areas of responsibility.
• Serves as Acting City Manager during the City Manager’s absence or upon request. • Performs duties of the City Treasurer.
• Serve as a member of the City Manager’s Executive Team Staff, involved in the formulation and execution of citywide policies and long and short-term strategies. • Assist the City Manager in planning, organizing and directing the services and activities of City departments and programs; relieve the City Manager of day -to-day routine associated with governmental operations of the City.
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• Assume full management responsibility for all services and activities of the Finance Department including utility billing, accounts payable, payroll, business licenses, purchasing, and oversee the preparation of the annual City budget.
• Receive and approve payroll information including payroll warrants and warrants for taxes and deductions.
• Provide leadership and direction to assigned departments or divisions. • Monitor and account for all City debts; transfer City funds to and between accounts as needed. • Participate in annual City audits; meet and confer with auditor; compile all necessary information; research and explain areas of concern.
• Assume responsibility for the adequate and accurate maintenance of City accounting records; prepare financial statements and cost reports.
• Assume responsibility for the City’s budget process; analyze expenditures and revenues for budgetary purposes; prepare annual budget documents for submittal to the City Manager and City Council; prepare and submit monthly expenditure and revenue reports for all City funds. • Negotiate contracts and agreements; coordinate with legal counsel and City department representatives to determine City needs and requirements for contractual services. • Contribute to the overall quality of the City’s services by developing, reviewing, and implementing policies and procedures to meet legal requirements and City needs; monitor and evaluate the efficiency and effectiveness of service delivery methods and procedures; assess and monitor the distribution of work, support systems, and internal reporting relationships; identify opportunities for improvement; direct the implementation of change.
• Explain and interpret City programs, policies, and activities; negotiate and resolve sensitive, significant, and controversial issues.
• Exhibit a service orientation toward internal and external customers and maintains productive working relationships.
• Supervise staff to include: prioritize and assign work; conduct performance evaluations; ensure staff is trained; ensure employees follow policies and procedures; maintain a safe working environment; and, make hiring, termination, and disciplinary recommendations. • Ensure compliance with applicable Federal, state, and local laws, regulations, codes, and/or standards.
• Serve as a liaison with internal departments, officials, external organizations and public representatives.
• Appear before City Council, public agencies, business and civic groups and other organizations in the presentation and discussion of assigned city functions, departments and related proposals, projects and policies, meetings, etc.
• Recommend and implement policies and procedures to improve operational effectiveness and enhancements to services or programs.
• Prepare cost estimates and budget recommendations. Monitors and controls expenditures. • Assist in planning and the development of short and long term goals. Coordinate operational and program efforts in alignment with goals and objectives related to assigned area of responsibility. • Serve as City Manager upon the request, or absence, of the City Manager. • Perform duties of the City Treasurer.
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
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Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• A Bachelor’s degree from an accredited college or university with major course work in public or business administration, finance, accounting or a closely related field. • A Master’s degree in public or business administration or related field is highly desirable. • Six Five (5) years of progressively responsible personnel, finance, administrative or staff experience in municipal government, with at least three years of experience in the office of a City Manager.
Licenses, Certificates, and Special Requirements:
• Possession at time of appointment and continued maintenance of a valid California Driver’s License.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Operations, services, and activities of a municipality. • Modern and best management principles and practices of municipal government administration. • Theories, principles, practices and methods of supervision, training and performance evaluation. • Principles and practices of municipal budgeting and finance. • Generally accepted accounting principles.
• Principles and practices of contract administration.
• Principles and practices of program development and administration. • Methods and techniques of auditing.
• Principles and practices of payroll administration.
• Principles of effective public relations and inter -relationships with community groups and agencies, private businesses and other levels of government. • Office procedures, methods, and equipment including computers and applicable software applications such as word processing, spreadsheets, and databases. • Principles of business letter writing and basic report preparation. • Pertinent federal, state, and local laws, codes and regulations Ability to:
• Provide effective leadership and consultation to department directors, managers, and other City staff and coordinate a variety of program activities.
• Oversee and participate in the management of a comprehensive financial management program. • Observe and problem solve organizational challenges, technical policies and procedures associated with city activities. Advise the City Manager of alternative courses of action and recommendations.
• Exercise independent judgement in the performance of a variety of complex and difficult administrative duties.
203
• Manage and/or supervise all City accounting functions. • Understand the organization and operation of the City and of outside agencies, as necessary to assume assigned responsibility.
• Participate in auditing activities.
• Establish and maintain effective working relationships with those contacted in the course of work. • Independently prepare clear and concise administrative reports. Communicate clearly and concisely, both orally and in writing.
• Prepare and administer large program budgets.
• Interpret, explain and enforce department policies and procedures. • Identify and respond to community and City Council issues, concerns and needs. • Interpret and apply Federal, State and local policies, laws and regulations. • Attend meetings at irregular hours.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard office setting within a municipal administrative environment. The position involves minimal exposure to environmental hazards or physical risks. Tasks are conducted in a climate-controlled space with access to necessary tech nology, records, and communication tools. The work is deadline-driven and may involve managing multiple priorities, attending meetings, and frequent interactions with City staff, elected officials, and members of the public. Office environment; exposure to computer screens.
Physical Demands:
Sedentary Work: Exerts up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to opera te a computer, telephone, and standard office equipment. The employee may occasionally stand, walk, reach with hands and arms, and stoop or crouch.
Visual acuity is required for reading and preparing documents, viewing a computer screen, and performing detailed administrative tasks with accuracy. Essential and marginal functions may require maintaining physical condition necessary for sitting for prolonged periods of time.
204
CITY OF SANGER
ACCOUNTANT
DEFINITION:
This position performs a variety of professional- level accounting duties under direction, including preparing, maintaining, analyzing, verifying, and reconciling complex financial transactions, statements, records, and reports. The position ensures the acc uracy of the City's ledgers and subsidiary financial systems, assists with budget preparation, supports the annual audit and year-end closing processes, and provides high-level staff support to assigned management personnel.Under direction, performs a variety of professional level accounting duties involved in preparing, maintaining, analyzing, verifying, and reconciling complex financial transactions, statements records, and reports; maintains the accuracy of the City’s ledgers and subsidiary financial systems; assists in the preparation of assigned budgets, annual audit, and year end closing; and provides highly responsible staff assistance to assigned management staff.
DISTINGUISHING CHARACTERISTICS:
Works under general direction to perform complex accounting functions requiring independent judgment, advanced analytical skills, and a thorough understanding of governmental accounting standards. Focus is placed on higher-level responsibilities such as financial reconciliation, audit support, preparation of mandated reports, and oversight of specialized areas including grants, treasury, and enterprise funds. Regularly collaborates across departments to interpret financial data, resolve discrepancies, and contribute to budget development and year-end reporting.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Performs complex professional- level accounting, including detailed financial analysis and auditing.
• Manages grant accounting for federal, state, and other funding sources; assists in preparing budgets; accounts for and reports revenues and expenditures; determines allowable charges to grant programs; and maintains documentation for audit purposes. • Assists in developing the annual City budget by reviewing and validating financial data, preparing spreadsheets, documents, and graphs, and assisting in producing the final budget document for City Council approval.
• Prepares and reconciles bank statements, related journal entries, and cash balances for multiple accounts.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
205
• Reconciles financial ledgers and records; prepares financial statements, general and subsidiary ledgers, supporting schedules, and related reports; researches and resolves discrepancies; and prepares journal entries to correct misapplied expenses and ensure accurate account coding. • Coordinates year-end closing processes and collaborates with auditors. • Provides backup support at the front counter by assisting customers in person and by phone regarding utility billing or City activities, resolving payment or account inquiries, issuing cashier change, voiding receipts when appropriate, and ensuring accurat e posting of revenues to the correct general ledger accounts.
• Prepares monthly, periodic, and annual financial and statistical reports, account summaries, treasurer’s reports, and the annual State Controller’s Report. • Processes and audits accounts payable transactions, purchase orders, per diem requests, cash receipts, utility billing, and other accounting records; verifies proper expenditure line usage, ensures accurate posting, balances accounts, and maintains compliance with policies and regulations.
• Oversees maintenance of accounts receivable and accounts payable systems; interprets and enforces the City business license ordinance.
• Responds to inquiries from the public, providing accurate information within assigned areas and resolving issues promptly.
• Prepares correspondence, reports, and other written materials. • Reviews work for accuracy, completeness, and adherence to policies and procedures; provides staff assistance to management; and performs special projects as assigned. • Perform complex professional level accounting work, including in -depth financial analysis and auditing work.
• Perform grant accounting work related to federal, state or grant agency funding; assist in preparation of budgets, accounting for and reporting revenues and expenditures to determine eligible expenditures for charge to grant programs; maintain records for audit purposes. • Provide assistance in the development of the annual budget; assist in the review and validation of the annual City budget; create a variety of spreadsheets, documents, and graphs; assist in preparing the final budget document for approval by City Council. • Prepare bank reconciliations and related journal entries for a variety of accounts; reconcile monthly bank statements to cash balances.
• Reconcile financial ledgers and records; prepare financial statements and reports, general and subsidiary ledgers and supporting schedules; research and resolve discrepancies. • Prepare year-end closing and coordinate with auditors. • Prepare a variety of monthly, periodic, and annual financial and statistical reports and account summaries; prepare treasurer reports; prepare and file annual State Controllers Report. • Review and audit all accounts payable, purchase orders, cash receipts, business licenses, payroll, utility billing, and other accounting records and transactions; ensure money is posted to correct accounts and that all accounts balance.
• Prepare periodic financial, statistical or operational reports as assigned. • Oversee maintenance of the accounts receivable and accounts payable systems; interpret and administers the City business license ordinance.
• Respond to public inquiries in a courteous manner; provide information within the area of assignment; resolve issues in an efficient and timely manner. • Prepare correspondence, reports and other written material as appropriate.
Commented [CA3]: New information added from
employee JAT(s) to reflect current job duties.
Commented [CA4]: New additions and bullet points were
incorporated from the employee Job Assessment Tool (JAT) submitted by SMALYNNE CASILLAS-TORRES to ensure the
essential functions accurately reflect current duties and responsibilities.
Commented [CA5]: JAT further clarified the original
bullet:
Review and audit all accounts payable, purchase orders, cash receipts, business licenses, payroll, utility billing, and other accounting records and transactions; ensure money is posted to correct accounts and that all accounts balance. 206
• Examine work for exactness, neatness, and conformance to policies and procedures; provide responsible staff assistance to management staff; perform special department projects as assigned.
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• A Bachelor’s degree from an accredited college or university with major course work in accounting, business administration, finance, cost accounting and auditing, or related field. • Four Tw o (2) years of increasingly responsible experience performing journey to complex accounting and finance work, preferably in a municipal setting.
Licenses, Certificates, and Special Requirements:
• None
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Generally Accepted Accounting Principles (GAAP), practices and methods. • Governmental Accounting Standards.
• PrincipalsPrinciples and practices of accounting and auditing including general ledger, debit, credit, journal entries and audit procedures.
• Financial analysis, auditing and research procedures. •
Computer data processing theory.
• Principals of municipal budget preparation and control. • Principals of business letter writing and report preparation; principles and practices of financial record keeping and reporting.
• Pertinent federal, state and local codes, laws and regulations.
Ability to:
• Read, understand, interpret and apply laws, policies, rules, contracts, guidelines and professional practices related to accounting, financial and fiscal practices and record keeping. • Solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists.
• Interpret and apply applicable federal, state and local laws, codes and regulations. • Perform a variety of professional accounting and financial analysis functions; reconcile and adjust financial statements with the general ledger; prepare and maintain accurate financial statements, records and reports.
• Prepare clear and concise written reports.
• Classify fiscal documents and transactions.
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• Perform mathematical calculations with speed and accuracy. • Analyze complex financial transactions and formulas; perform statistical and financial analysis. • Conduct internal audits under the Finance Director’s supervision. • Gather and organize data and arrive at sound conclusions. • Plan, organize and work cooperatively with the accounting staff; communicate clearly and concisely, both orally and in writing.
• Work independently in the absence of supervision.
• Operate computer equipment, calculators, spread sheet programs, cash register, phone, copy and fax machines; assists in training of computer hardware and software.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard office environment within a municipal administrative setting. The position involves minimal exposure to environmental hazards or physical risks. Tasks are conducted in a climate-controlled space with access to financial systems, records, and reporting tools. The work is deadline-driven and may involve managing multiple priorities, preparing audit materials, and frequent interactions with departmental staff, external auditors, and vendors.
Physical Demands:
Sedentary Work: Exerts up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to operate a computer, calculator, and other standard office equipment. The employee may occasionally stand, walk, reach with hands and arms, and stoop or crouch.
Visual acuity is required for reviewing financial data, preparing reports, and performing accounting tasks with precision.
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CITY OF SANGER
ACCOUNT CLERK IIACCOUNTING CLERK
DEFINITION:
This position performs journey-level financial and clerical duties under general supervision. It represents the second level in the Account Clerk job classification and requires at least two years of experience as an Account Clerk I or in a comparable role. The position processes, reviews, and maintains financial records with increased accuracy, independence, and responsibility.Under general supervision, the Account Clerk II is a journey level position which requires 2 years experience as an Account Clerk I or equivalent. This position is the second step in the Account Clerk job classification.
DISTINGUISHING CHARACTERISTICS:
Performs a wide range of complex financial clerical tasks beyond routine account maintenance, including general ledger analysis, billing, posting, and record verification. Receives and responds to public inquiries, refers requests as appropriate, and opera tes multi -line telephone systems to support departmental communication.Incumbents in this class perform a wide variety of complex financial clerical work including general ledger account analysis, billing, posting and checking records; receives, answers or refers public request or inquiries; operates the telephone.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices.
Level I
• Functions
• Performs related duties as assigned.
Level II
• Performs all the duties of Level I.
• Perform more complex tasks and is assigned a broad range of account clerk responsibilities such as:
• keeping Maintains financial records, record sing and check insg financial transactions and preparesing financial or statistical statements and reports.; Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
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• Types and files a variety of forms, reports and memoranda including preparation of the annual budget.;
• Assists in the preparation of the department budget.; • Receives and processes invoices and statements for payment.; • Assists in the maintenance of files associated with employee compensation, payroll, tax forms and social security reports and records.;
• Processes weekly vendor payments, including check runs and wire transfers; reconciles vendor statements and resolves discrepancies.
• Maintains accurate vendor records; requests updated W -9 forms and verifies sales tax compliance.
• Matches invoices with supporting documentation and ensures proper approvals. • Reviews company credit card transactions, verifies receipts and approvals, and maintains related records.
• Generates and reviews monthly accounts receivable statements; monitors delinquent accounts and follows up with customers.
• Sets up new water accounts.;
• Receives payment for water service daily, receives and is responsible for a considerable amount of cash.;
• Computes, balances, and posts water bill charges and payments.; • Administers the full utility billing cycle, including meter reading imports, discrepancy resolution, bill generation, and notice processing.
• Analyzes utility accounts for billing accuracy; researches discrepancies, rechecks usage, and adjusts charges as needed.
• Enters meter inventory, exchanges, and installations; maintains accurate utility account records. • Posts meter readings and prepares reports such as utility cutoffs, meter changes, and consumption analysis.
• Reconciles daily cash drawer and prepares bank deposits. • Receives requests and inquiries from and explains city policies to the public.; • Operates a variety of office machines including calculators, computers, copying machines, facsimile (fax) machines and typewriters.;
• Receives and distributes mail.;
• Performs clerical duties for department head.;
• May maintain records and files for accounts receivable and payable.; • May reconcile and balance bank statements.;
• May prepare claims; warrant and check register.;
• May maintain business license records and billing.;
• Issues dog licenses; enters rabies vaccination data and collects associated fees. • Enters fee schedule changes into billing systems to ensure accurate utility calculations. • May be required to work overtime.;
• and other related duties as required.
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
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Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
Level I
• Education
• Experience
• Substitution Language
Level II
• Completion of the twelfth grade or equivalent.High school diploma or equivalent. • Two (2) years as an Account Clerk I or equivalent.of experience in accounting, finance, or a related field.
• Substitution Language
Licenses, Certificates, and Special Requirements:
• None
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Accounting principles, practices and methods.
• Modern office methods, practices and procedures.
• Personable telephone techniques.
• Good englishEnglish usage, grammar, spelling and pronunciation Ability to:
• Learn general organization and functions of City government. • Interpret established City policies, regulations and procedures. • Perform advanced clerical duties.
• Make arithmetical calculations rapidly and accurately. • Operate office machines and equipment.
• Understand and carry out oral and written direction.
• Meet the public tactfully and courteously.
• Establish and maintain cooperative working relationships. • Operate computer terminal equipment.
• Operate a calculator quickly and accurately (touch method).
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
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Environmental Conditions:
Work is performed in a standard office environment within a municipal or departmental setting. The position involves minimal exposure to environmental hazards or physical risks. Tasks are conducted in a climate-controlled space with access to financial systems and administrative resources. The work is deadline-oriented and may involve managing multiple priorities, handling cash transactions, and frequent interactions with staff, vendors, and the public.
Physical Demands:
Sedentary Work: Exerts up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to operate a computer, calculator, and other standard office equipment. The employee may occasionally stand, walk, reach with hands and arms, and stoop or crouch.
Visual acuity is required for reviewing financial documents, entering data, and performing clerical t asks with precision.
212
CITY OF SANGER
ADMINISTRATIVE ANALYST
DEFINITION:
This position performs a variety of administrative and financial analyses to support the Administrative Services Department. Responsibilities include collecting and analyzing data, developing recommendations, and preparing reports to inform departmental decision-making. Works under general supervision and performs related duties as assigned.Under general supervision, to perform a variety of administrative and financial studies, including the collection, analyses and development of recommendations for the Administrative Services Department, and to perform related work as required.
DISTINGUISHING CHARACTERISTICS:
Serves in the Administrative Services Department to support the Assistant City Manager in advising the City Council on matters related to the annual operating budget and special projects. Performs high-level analytical work with minimal supervision, includ ing budget review, organizational and procedural analysis, and data research in support of labor negotiations and strategic initiatives. Functions as a fully qualified, journey -level analyst responsible for handling complex, sensitive, and often high -impact assignments requiring sound judgment, discretion, and a strong grasp of municipal operations. The Administrative Analyst classification is utilized in the Administrative Services Department and incumbents report to the Assistant City Manager/Administrative Services Director, or designee. The Administrative Analyst is primarily oriented to assisting the ACM/ASD in performing his/her role with respect to advising the City Council on issues involving the annual operating budget and special projects.
This classification is distinguished by a variety of assignments including budget review and analysis; organization studies; systems and procedures; and data analysis directly related to labor negotiations.
The Administrative Analyst classification is a fully qualified journey-lev el Analyst responsible for the most complex assignments to perform with only a minimum of instruction or supervision. Incumbents must demonstrate the ability to conduct the most complex administrative studies and expected to handle the most complex, sensitive or difficult analytical problems with skill and sound judgment.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Confers with City management and department heads, analyzes and makes recommendations on budget requests for a functional group of departments and may be given responsibility for putting the entire budget together;together.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
213
• Analyzes and makes recommendations on departmental organizational structures, programs, systems and procedures;procedures.
• Performs administrative review of various documents, contracts, ordinances, agreements and fiscal transactions;transactions.
• Conducts studies, prepare reports, and recommend implementation procedures for a variety of special studies and projects, such as procedures, fees for public services, personnel workload and staffing patterns, reorganization studies, and capital improvement program;program. • Gathers and analyzes data and prepare reports and recommendations on administrative, fiscal, organization and other related management issues;issues. • Reviews existing and proposed policies, procedures and systems and advise management of their impact or potential impact;impact.
• Develops and analyzes data for management control and evaluation purposes;purposes. • Monitors joint agency agreements;agreements.
• Prepares government required grant status reports;reports. • Oversees grant management activities including application development, budget monitoring, expenditure tracking, claims filing, and compliance audits; maintain clear communication with internal departments and external funding agencies.
• Performs general accounting tasks such as monitoring bank activity, preparing journal entries, supporting audits, and securing funds during Finance Manager’s absence. • Allocates interest income, gains, and losses across qualified fund accounts and maintain monthly treasury reports.
• Supervises staff and provide backup support for the Finance Manager on an as-needed basis. • May prepare and make presentations to a variety of audiences including employees or employee groups, the public, the City Council, local, state or federal government officials, local boards and commissions, and department management;management.
• Utilizes presentation technology and software to make clear, informative presentations on complicated issues to a wide range of audiences;audiences. • Develops individual project plans, recommend the study parameters and determine appropriate methodology, and appropriate sources of information for assigned studies/projects;projects. • Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• Graduation from an accredited four-year college or university with a Bachelor’s degree in public or business administration or a related field.
• Five (5) years of responsible administrative or fiscal management experience, preferably in a publ
ic agency setting.
Licenses, Certificates, and Special Requirements:
• Possession of a valid, appropriate California driver’s license issued by the Department of Motor Vehicles.
214
• Ability to work irregular hours as necessary, travel within and outside the City. Demonstrated experience in the use of business computers which must include working knowledge of word processing, spreadsheet and presentation software programs. Extensive experience utilizing Microsoft Office Suite programs (i.e. Word, Excel, and PowerPoint) is preferred.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Principles and practices of public administration, organization and management;management. • Principles and practices of governmental budgeting and accounting;accounting. • Federal, state and local laws, codes, regulations and relevant related agencies pertinent to the Administrative Services Department and/or other programs;programs. • Techniques in effective program management, evaluation and reporting;reporting. • Management audit techniques;techniques.
• Administrative and fiscal analysis methods;methods.
• Administrative survey principles and techniques;techniques. • Workload/staffing analysis;analysis.
• Space utilization analysis;analysis.
• Statistical methods and procedures;procedures.
• Communications techniques required for gathering and transmitting technical or complex information;information.
• Effective communication and public presentation methods;methods. • Effective negotiating techniques;techniques.
• Correct English usage, grammar, spelling, punctuation and vocabulary;vocabulary. • General computer equipment and operation;operation.
• Use of computer applications and programs.
Ability to:
• Exhibit highly developed interpersonal skills using tact, patience and courtesy;courtesy. • Function effectively in stressful, confrontational, adversarial and/or urgent situations;situations. • Respond constructively to conflict;conflict.
• Gather, analyze, evaluate and present a variety of management information and data;data. • Analyze and review complex budgets and financial practices of City departments;departments. • Read and interpret rules and regulations; gather and analyze data and prepare persuasive meaningful and grammatically correct written reports and recommendations;recommendations. • Recognize problems and develop effective solutions;solutions. • Negotiate with representatives of other agencies and private firms;firms. • Plan, coordinate and initiate implementation of recommendations;recommendations. • Represent the City with integrity, ethics and professionalism;professionalism. • Establish and maintain effective work relationships with those contacted in the course of work;work.
• Initiate, plan and complete assignments independently;independently. • Maintain confidentiality and control of sensitive information;information. 215
• Exhibit strong initiative, integrity, sound judgment and a high degree of maturity;maturity. • Reason logically;logically.
• Community effectively both orally and in writing with individuals or groups;groups. • Effectively prepare and present reports and recommendations both orally and in writing;writing. • Follow safe work practices;practices.
• Safely operate a motor vehicle;vehicle.
• Follow safe work practices as directed and trained.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard municipal office environment with frequent interaction through in - person meetings, phone, and email. Duties involve routine use of financial software, spreadsheets, and standard office equipment. Periodic travel to off-site meetings or presentations may be required. Tasks are completed in a climate -controlled setting with access to necessary technology and resources. The work is deadline-driven and may involve shifting priorities, policy analysis, and regular contact with City leadership, staff, and community stakeholders.Work primarily in an office environment including sit and work at a desk working with computer equipment, on the phone and in frequent contact with others; regularly work with general office equipment and files; communicate in person, by computer, and over the phone. Travel to other offices and meeting sites. Make oral and audio/visual presentations before the City Council and others. Current business computers and Microsoft Office software programs are utilized on a daily basis and are considered essential to completion of most job assignments.
Physical Demands:
Sedentary Work: Exerts up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Involves prolonged periods of sitting, frequent verbal communication, and active listening. Requires the use of hands for operating a computer, office equipment, and presentation tools. Occasionally stands, walks, reaches with hands and arms, and bends or crouches. Visual acuity is necessary for reading detailed documents, viewing digital screens, and performing precise administrative and analytical tasks.
216
CITY OF SANGER
FINANCE DIRECTOR
DEFINITION:
This position plans, organizes, and directs the operations of the Finance Department under the direction of the City Manager. Oversees investment of City funds, accounting functions, and revenue administration. Administers the City’s financial affairs and serves as City Treasurer. Under direction of City Manager, plans, organizes and directs the activities of the Finance Department including investment of funds, Accounting and Revenue Administration; administers the financial affairs of the City and acts as City Treasurer.
DISTINGUISHING CHARACTERISTICS:
Serves as the City's chief financial officer, overseeing all functions of the Finance Department with broad administrative authority. Exercises significant judgment and discretion in managing financial planning, fund investment, revenue enhancement, accoun ting, auditing, risk management, licensing and permitting, payroll, utility billing and collection, purchasing, and budget development and administration. Operates as a single -position, unclassified role that serves at the pleasure of the City Manager. The Finance Director, a single position class, directs the operations of the Finance Department.
The incumbent exercises considerable judgment and discretion in the administration and direction of the department. The Finance Director is responsible for the financial planning, fund investment and revenue enhancement, accounting and auditing, risk management, license and permits issuance, payroll and utilities billing and collection, purchasing and budget preparation and administration. This is an unclassified position in which the incumbent serves at the pleasure of the City Manager.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Plans, organizes, and directs all operations of the Finance Department, ensuring alignment with City goals and regulatory standards.
• Directs core financial functions, including accounting, budgeting, auditing, and revenue administration.
• Oversees utility billing and collection, risk management, licensing, and permitting activities. • Serves as City Treasurer, managing fund investments, treasury operations, and revenue enhancement strategies.
• Prepares and administers the City’s annual budget; reviews departmental submissions for accuracy and consistency, conducts budget meetings with department heads, and recommends modifications to the City Manager.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity. In the absence of a completed
employee JAT, the JD Team refined the document using
available information and applied grammatical and
formatting corrections as needed.
217
• Develops and enforces purchasing policies and procedures to ensure fiscal responsibility and compliance.
• Directs the preparation of financial statements and reports that accurately reflect the City’s financial position.
• Establishes departmental policies and coordinates implementation across Finance functions. • Enforces compliance with payroll accounting systems, auditing standards, and fiscal procedures. • Administers risk management programs related to general liability, workers’ compensation, and employee benefits.
• Reviews and advises on Finance-related reports prepared for City Council presentation. • Formulates and recommends long-range financial plans, programs, services, and policy initiatives. • Plans, organizes and directs the activities of the Finance Department such as:
• Directs Accounting, budgeting, auditing and revenue administration; • Directs the utilities billing and collection function, risk management, license and permits; • Serves as the City Treasurer in handling all fund investment and revenue enhancement activities and treasury functions;
• Oversees the preparation and administration of the City Annual budget; • Oversees purchasing policies and procedures activities; • Directs the preparation of financial statements and reports reflecting the financial standing of the city;
• Develops and establishes departmental policies; coordinates the work necessary to implement and carry out established policies;
• Enforces compliance with payroll standard accounting/auditing systems and fiscal procedures; • Enforces risk management policies and procedures for the City’s general liability, workers’ compensation and employee benefits;
• Performs related duties as required;
• Reviews and advises on department reports prepared for presentation to the City Council; • Prepares the City budget, including review of each departmental budget for accuracy and consistency, conduct of budget review meetings with department heads; • Preparation of budget modification recommendations by City Manager; • Formulates and recommends long-range plans, programs, services and policies. • Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• A Bachelor’s Degree from an accredited college or university with major course work in Accounting and , Business Administration, or Public Administration, or a closely related field. and
• Five (5) years in professional supervisory and administrative experience in the public or private finance administration working with local government audits.
Licenses, Certificates, and Special Requirements:
218
• None
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Principles and practices of Municipal administration. • Accounting and auditing principles, methods and procedures as applied to municipal and governmental financial transactions.
• State Laws governing financial administration of the City government. • State and federal legislation impacting City revenues. • Computer systems and data processing methods.
• Money financial investment and banking.
• Advanced business mathematics.
• Advanced English grammar, usage, spelling and composition. • Administrative research, graphic and tabular presentation of data and report composition.
Ability to:
• Manage the City’s finances and administer its fiscal policies. • Plan, assign and direct the work management, professional and clerical staff. • Establish and maintain effective working relationships with staff, other city officials and the public. • Prepare concise and accurate comprehensive reports, correspondence and statistical reports and make recommendations.
• Effectively communicate, verbally and in writing.
• Analyze data and formulate recommendations.
• Present complex information in understandable terms.
• Devise and operate effective internal auditing procedures. • Make public presentations.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard office setting within a municipal administrative environment. The position involves minimal exposure to environmental hazards or physical risks. Tasks are conducted in a climate-controlled space with access to financial systems, records, and necessary technology. The work is deadline -driven and may involve managing multiple priorities, attending meetings, and frequent interactions with City staff, elected officials, and external stakeholders.
Physical Demands:
Sedentary Work: Exerting up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to operate a computer and standard office equipment. The 219
employee may occasionally stand, walk, reach with hands and arms, and stoop or crouch. Visual acuity is required for reading and preparing financial documents, viewing a computer screen, and performing administrative tasks with precision.
220
CITY OF SANGER
FINANCE MANAGER
DEFINITION:
This position supervises staff and oversees daily operations of the Administrative Services Department.
It plans and coordinates operational activities; monitors the departmental budget; identifies and resolves financial discrepancies; and interprets and applies relevant codes, laws, rules, and regulations. The role trains city personnel on policies and procedures, handles escalated customer service issues, and facilitates coordination with internal teams and external agencies. It also develops and implemen ts operational procedures. Functional oversight includes utility billing, accounts payable, payroll, purchasing, business licensing, and budget administration. Under general direction, responsible for supervising staff; overseeing day -to-day operations; planning operational activities; monitoring departmental budget; identifying and resolving financial discrepancies; interpreting and applying community applicable codes, laws, rules and regulations; training city staff on policies and procedures; handling escalated customer services issues; coordinating activities with internal staff and external agencies; and developing in and implementing operation procedures. Oversee activities and operations of the Administrative Services Department, including utility billing, accounts payable, payroll, purchasing, business licensing and budget activities. Receives general direction from the Assistant City Manager/Administrative Services Director. Exercises direct and indirect supervision and management over professional, technical and clerical staff.
DISTINGUISHING CHARACTERISTICS:
Operates with a high degree of autonomy under general direction from the Assistant City Manager.
Oversees complex administrative, financial, and operational functions that span multiple service areas, including utility billing, accounts payable, payroll, p urchasing, business licensing, and budget administration. Directly and indirectly supervises professional, technical, and clerical staff, providing leadership, policy guidance, and cross-departmental coordination. Serves as a key technical and strategic resource, resolving escalated issues, ensuring compliance with applicable laws and regulations, and contributing to citywide fiscal and operational planning. Operates under general direction from the Assistant City Manager/Administrative Services Director. Directly and indirectly supervises professional, technical, and clerical staff, providing leadership and oversight across multiple administrative functions.Receives general direction from the Assistant City Manager/Administrative Services Director.
Exercises direct and indirect supervision and management over professional, technical and clerical staff.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
221
• Assists with full management responsibility for assigned services and activities of the Administrative Services Department, including utility billing, accounts payable, payroll, business licensing, purchasing, and budget preparation for the City’s operating and capital improvement plans.
• Exhibits a service orientation toward internal and external customers and maintains productive working relationships.
• Actively manages and participates in the development and implementation of organizational and departmental goals, objectives, policies, and priorities; recommends and administers policies and procedures.
• Supervises staff by prioritizing and assigning work; conducting performance evaluations; ensuring staff training; enforcing policies and procedures; maintaining a safe working environment; and providing hiring, termination, and disciplinary recommendations. • Plans and oversees daily financial operations; reviews and approves processing activities to ensure accuracy and compliance with applicable regulations and generally accepted accounting principles.
• Manages audits, identifies discrepancies, and implements corrective actions. • Participates in annual audits across multiple departments, including the Annual Audit, Single Audit, Measure S Audit, and audits of Fire and Police; compiles required documentation and explains areas of concern.
• Researches and analyzes fiscal data; prepares reports and provides assessments and recommendations.
• Provides training and interprets applicable policies, procedures, and regulations. • Responds to inquiries from staff and the public; researches and resolves escalated disputes; collaborates with internal and external stakeholders to resolve issues. • Develops, implements, and administers operating policies and procedures; monitors compliance. • Develops and monitors the department budget; tracks expenditures to ensure alignment with approved allocations.
• Evaluates service delivery methods and procedures; recommends appropriate staffing and service levels within departmental policy.
• Oversees utility billing cycles, including collections and account creation; prepares reports on potential changes to billing practices.
• Supervises accounts payable functions, including invoice processing; reviews warrant registers prior to vendor payment.
• Receives and approves payroll information, including payroll warrants and associated tax and deduction warrants.
• Assists in monitoring and accounting for all City debts. • Participates in the City’s investment process; manages the investment portfolio and oversees fund withdrawals.
• Acts as a lead technical resource to staff across all City departments, providing guidance and expertise.
• Serves as liaison or designee for the Administrative Services Department with other divisions, departments, and external agencies; negotiates and resolves sensitive or controversial issues. • Provides staff support to the Assistant City Manager/Administrative Services Director. • Attends and participates in professional group meetings; remains current on trends and innovations in accounting and financial services.
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• Assists with full management responsibility for assigned services and activities of the Administrative Services Department, including utility billing, accounts payable, payroll, business licenses, purchasing, and assists in the preparation of the City operating and capital improvement plan budgets.
• Exhibits a service orientation toward internal and external customers and maintains productive working relationships.
• Actively manage and actively participate in the development and implementation of organizational and departmental goals, objectives, policies and priorities for assigned programs; recommend and administer policies and procedures.
• Supervise staff to include: prioritizing and assigning work; conducting performance evaluations; ensure staff is trained; ensure employees follow policies and procedures; maintain a safe working environment; and, provide hiring, termination, and disciplinary recommendations. • Plan and oversee the daily operations of the organization’s financial activities. Review and provide guidance and approval in daily processing activities ensuring accuracy and compliance with applicable state, federal and local regulations and with generally accepted accounting principles. • Manage audits, identify discrepancies and implement corrective actions. • Research and analyze fiscal data and information. Develop and prepare related reports. Provide assessments and recommendations.
• Provide training, explain and interpret applicable policies, procedures and regulations. • Respond to questions and requests for information from staff and the general public. Research and resolve escalated disputes and issues. Collaborate with internal and external representatives to resolve issues.
• Develop, implement, and administer operating policies and procedures and monitor compliance.
Develop and implement department budget. Monitor expenditures to ensure compliance with approved budget.
• Monitor and evaluate the efficiency and effectiveness of service delivery methods and procedures; recommend, within departmental policy, appropriate service and staffing levels. • Oversee utility billing cycles including collections and the creation of new accounts; prepare reports on potential changes to utility billing.
• Supervise accounts payable functions including processing of invoices; review warrant registers prior to payment to vendors.
• Receive and approve payroll information including payroll warrants and warrants for taxes and deductions.
• Assist in the monitoring and accounting for all City debts. • Participate in annual City audits; meet and confer with auditor; compile all necessary information; research and explain areas of concern.
• Serve as the liaison or designee for the Administrative Services Department with other divisions, departments, and outside agencies; negotiate and resolve sensitive and controversial issues. • Provide responsible staff assistance to the Assistant City Manager/Administrative Services Director.
• Attend and participate in professional group meetings; stay abreast of new trends and innovations in the field of accounting and financial services.
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
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Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• Bachelor’s Degree from an accredited college or university with major course work in business administration, accounting, or a related field.
• Five (5) years of increasingly responsible accounting and financial management experience , including two (2) years in a responsible supervisory capacity, with two (2) years’ of experience of municipal accounting.
Licenses, Certificates, and Special Requirements:
• None.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Operational characteristics, services and activities of a municipal financial management program. • Principles and practices of accounting and financial management. • Principles and practices of program development and administration. • Methods and techniques of auditing.
• Principles and practices of payroll administration.
• Principles and practices of municipal budget preparation and administration. • Principles of business letter writing and basic report preparation. • Principles and procedures of financial record keeping and reporting. • Intermediate mathematical principles.
• Principles of supervision, training and performance evaluation. • Pertinent federal, state and local laws, codes and regulations.
Ability to:
• Oversee and participate in the management of a comprehensive financial management program. • Plan, organize, direct and coordinate the work of lower levellower-level staff. • Supervise, train and evaluate staff.
• Manage and/or supervise all City accounting functions. • Participate in auditing activities.
• Participate in the development and administration of division goals, objectives and procedures. • Administer large program and department budgets.
• Prepare clear and concise administrative and financial reports. • Analyze problems, identify alternative solutions, project consequences of proposed actions and implement recommendations in support of goals.
• Research, analyze and evaluate new service delivery methods and techniques. • Interpret and apply federal, state and local policies, laws and regulations. • Communicate clearly and concisely, both orally and in writing. • Establish and maintain effective working relationships with those contacted in the course of work. 224
• Maintain effective audio-visual discrimination and perception needed for making observations, communicating with others, reading, writing and operating assigned equipment. • Maintain mental capacity which allows the capability of making sound decisions and demonstrating intellectual capabilities.
• Maintain physical condition appropriate to the performance of assigned duties and responsibilities.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard office setting within a municipal administrative environment. The position involves minimal exposure to environmental hazards or physical risks. Tasks are performed in a climate-controlled space with access to necessary technology and resources. The work is deadline-driven and may involve multiple priorities and frequent interactions with staff, vendors, and community members. May be required to work evenings, weekends, or holidays to meet operational needs or attend meetings and events.
Physical Demands:
Sedentary Work: Exerts up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to operate a computer and standard office equipment. The employee may occasionally stand, walk, reach with hands and arms, stoop, or crouch. Visual acuity is required for reading and preparing documents, viewing a computer screen, and performing administrative tasks with accuracy. May occasionally lift or move items weighing up to 25 pounds.
May be required to work on evenings, weekends and holidays.
Office environment; exposure to computer screens.
Essential functions may require maintaining physical condition necessary for sitting for prolonged periods.
Ability to lift up to 25 pounds.
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CITY OF SANGER
ACCOUNT CLERK IIACCOUNTING CLERK
DEFINITION:
This position performs journey-level clerical and financial duties involving the processing, recording, and verification of accounting transactions. Responsibilities include maintaining financial and statistical records, preparing routine reports, and ensuring accuracy and compliance with established accounting procedures. Under general supervision, the Account Clerk II is a journey level position which requires 2 years experience as an Account Clerk I or equivalent. This position is the second step in the Account Clerk job classification.
DISTINGUISHING CHARACTERISTICS:
Works under general supervision to perform a range of routine financial clerical tasks requiring accuracy, consistency, and frequent public interaction. Emphasis is placed on transactional processing such as billing, posting, and account analysis, with regular use of financial systems and standard office equipment. Requires the ability to respond professionally to public inquiries, resolve routine issues, and communicate City policies effectively in a front -line customer service environment. Incumbents in th is class perform a wide variety of complex financial clerical work including general ledger account analysis, billing, posting and checking records; receives, answers or refers public request or inquiries; operates the telephone.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices.
Level I
• Functions
• Performs related duties as assigned.
Level II
• Performs all the duties of Level I.
• Perform more complex tasks and is assigned a broad range of account clerk responsibilities such as:
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
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• keeping Maintains financial records, record sing and check insg financial transactions and preparesing financial or statistical statements and reports.; • Types and files a variety of forms, reports and memoranda including preparation of the annual budget.;
• Assists in the preparation of the department budget.; • Receives and processes invoices and statements for payment.; • Assists in the maintenance of files associated with employee compensation, payroll, tax forms and social security reports and records.;
• Sets up new water accounts.;
• Receives payment for water service daily, receives and is responsible for a considerable amount of cash.;
• Computes, balances, and posts water bill charges and payments.; • Posts payments received at City Hall to the general ledger, ensuring accurate allocation across departments including Police, Fire, Community Development, Building, Public Works, and City Manager.
• Assists the Utility Billing Clerk with duties related to closing the billing cycle, including reviewing meter edit lists, identifying abnormal consumption, and mailing final bills. • Maintains monthly collection reports on closed utility accounts. • Processes utility shut -off notices for commercial accounts and supports monthly shut -off procedures.
• Manages Utility Users Tax Exemption applications and renewals; updates account statuses and communicates with service providers.
• Receives requests and inquiries from and explains city policies to the public.; • Receives and responds to resident service requests related to sewer, streets, parks, public safety, water leaks, and utility equipment; enters responses into Eden and contacts residents. • Inputs and tracks service requests using the Ask Sanger Request Tracker system; submits forms to appropriate departments or vendors.
• Processes garbage/trash collection requests; submits forms to Mid Valley and communicates with residents.
• Assists residents by translating inquiries and city documents into Spanish and facilitating communication with other departments.
• Processes animal licenses and enters rabies vaccination data. • Processes residential, commercial, and other permits issued by the Building Department. • Resolves returned NSF checks; prepares notification letters, updates Eden, and mails correspondence to account holders.
• Operates a variety of office machines including calculators, computers, copying machines, facsimile (fax) machines and typewriters.;
• Receives and distributes mail.;
• Performs clerical duties for department head.;
• May maintain records and files for accounts receivable and payable.; • May reconcile and balance bank statements.;
• May prepare claims; warrant and check register.;
• May maintain business license records and billing.;
• May be required to work overtime.;
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• and other related duties as required.
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
Level I
• Education
• Experience
• Substitution Language
Level II
• Completion of the twelfth grade or equivalent.High school diploma or equivalent. • Two (2) years as an Account Clerk I or equivalent.of experience in accounting, finance, or a related field.
• Substitution Language
Licenses, Certificates, and Special Requirements:
• None
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Accounting principles, practices and methods.
• Modern office methods, practices and procedures.
• Personable telephone techniques.
• Good englishEnglish usage, grammar, spelling and pronunciation Ability to:
• Learn general organization and functions of City government. • Interpret established City policies, regulations and procedures. • Perform advanced clerical duties.
• Make arithmetical calculations rapidly and accurately. • Operate office machines and equipment.
• Understand and carry out oral and written direction.
• Meet the public tactfully and courteously.
• Establish and maintain cooperative working relationships. • Operate computer terminal equipment.
• Operate a calculator quickly and accurately (touch method).
WORKING CONDITIONS:
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The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard office environment within a municipal or departmental setting. The position involves minimal exposure to environmental hazards or physical risks. Tasks are conducted in a climate-controlled space with access to financial systems and administrative resources. The work is deadline-oriented and may involve managing multiple priorities, handling cash transactions, and frequent interactions with staff, vendors, and the public.
Physical Demands:
Sedentary Work: Exerts up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to operate a computer, calculator, and other standard office equipment. The employee may occasionally stand, walk, reach with hands and arms, and stoop or crouch.
Visual acuity is required for reviewing financial documents, entering data, and performing clerical t asks with precision.
229
CITY OF SANGER
HUMAN RESOURCES ANALYST
DEFINITION:
This position performs professional -level human resources work in recruitment, examination, classification, employee relations, job analysis, and compensation. It supervises the Human Resources Technician and carries out related duties as assigned, all under general supervision. Under general supervision, to perform professional -level personnel work in recruitment, examination, classification, employee relations, job analysis and classification and compensation; to supervise Human Resources Technician; and, to perform related duties as required.
DISTINGUISHING CHARACTERISTICS:
Serves as the City’s primary professional resource for complex human resources, risk management, and payroll matters within the Administrative Services Department - Human Resources Division. Exercises independent judgment and analytical expertise to addres s sensitive issues, develop solutions, and support strategic decision -making. Oversees the work of the Human Resources Technician, provides technical guidance to departments and employees, and ensures the consistent application of laws, regulations, and City policies. Works under the general direction of the Assistant City Manager or designee, handling assignments that require discretion, problem-solving, and a broad understanding of human resources functions, including recruitment, classification, compensation, employee relations, and compliance.
The Human Resources Analyst classification is utilized in the Administrative Services Department – Human Resources Division and reports to the Assistant City Manager/Administrative Services Director, or designee. The Human Resources Analyst is experienced in performing a wide variety of analytical and related personnel, risk management and payroll functions. Assignments at this level typically involve problems which require the exercise of considerable independent judgment, discretion and application of analysis techniques.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Creates, reviews, and updates job specifications for all City positions. • Conducts classification studies, including desk audits, organizational analyses, and salary surveys.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Formatted: Space Before: 12 pt
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
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• Develops class concepts based on job analyses and long -range classification and compensation maintenance.
• Gathers, tabulates, and analyzes salary data to support the compensation plan. • Evaluates internal and external class relationships and recommends appropriate compensation adjustments.
• Makes recommendations regarding organizational structure, classification, and compensation. • Conducts recruitments and determines appropriate testing and selection processes. • Develops recruitment materials and prepares oral examination questions and rating guides. • Reviews employment applications and evaluates qualifications based on education and experience.
• Analyzes and interprets examination results to support candidate selection. • Provides consultation to department heads, managers, and supervisors on complex personnel matters, including union contracts, disciplinary actions, organizational structure, personnel policies, and employment laws.
• May provide guidance and technical direction to the Human Resources Technician as needed, ensuring adherence to established procedures and accuracy in assigned tasks. • Provides functional supervision and oversight of Human Resources Technicians and supports daily departmental operations.
• Advises employees on personnel matters, including leave policies, contract administration, and grievance procedures.
• Administers City policies related to drug testing, substance abuse, sexual harassment, workplace violence, computer usage, and federal and state leave laws. • Evaluates appeals, grievances, and complaints; recommends resolutions. • May participate in labor relations and collective bargaining; takes notes, costs proposals, and drafts contract language and side letter agreements.
• May conduct personnel investigations and recommend appropriate actions. • Administers department support activities for Personnel Commission hearings and other administrative proceedings.
• Administers the pre-employment/post-offer medical evaluation program. • Administers personnel processes such as accommodation requests, unemployment hearings, vacation donation program, and bilingual pay testing and authorization. • Creates and conducts training on personnel topics, including sexual harassment prevention, new employee orientation, and leave policies.
• Serves as liaison and resource for departments, employees, medical providers, and other parties regarding employee injuries, workers’ compensation, disability management, safety plans, claims adjusting, insurance coverage, and risk management programs. • Provides support for workers’ compensation and general liability claims reporting. • Develops and conducts training related to risk management programs. • Assists the HR Manager and Finance Manager with payroll reports and human resource matters, including workers’ compensation, administrative leave, payroll changes, and processing. • Receives, reviews, verifies, and processes timekeeping documents to prepare payroll for all City employees; audits for completeness, accuracy, and compliance with regulations; prepares and balances payroll records.
Commented [CA3]: New additions and bullet points were
incorporated from the employee Job Assessment Tool (JAT) submitted by SIERRA DELGADO to ensure the essential
functions accurately reflect current duties and
responsibilities.
Commented [CA4R3]: Wording reflects the supervisor’s
clarification that this responsibility can vary depending on the incumbent and workload, and does not imply formal
supervisory authority.
Commented [CA5]: New bullet points added from
employee JAT(s) to reflect current job duties.
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• Processes, calculates, and maintains records of payroll actions, including new -hire setup, pay changes, tax withholdings, overtime, retroactive pay, deductions, garnishments, leaves of absence, and final payoffs.
• Maintains payroll records, including timekeeping, deductions, and retirement contributions. • Assists with the annual open enrollment process for employee benefits. • May assist with administrative functions in the City Clerk’s Division. • Create, review, and update job specifications for all City jobs; • Conduct classification studies including desk audits, organization analyses and salary surveys; • Make organizational, classification, and compensation recommendations; • Develop class concepts based on job studies;
• Carry out long-range classification and compensation maintenance assignments; • Gather, tabulate and analyze salary date required for the maintenance of the compensation plan; • Conduct studies of internal and external class relationships for compensation purposes and make appropriate recommendations;
• Conduct recruitments;
• Determine the appropriate testing and selection process and develop recruitment materials; • Analyze and interpret examination results;
• Review employment applications and rate education and experience qualifications; • Prepare oral examination materials and exam questions; • Provide consultation to department heads, managers and supervisors on a wide array of complex personnel issues such as union contracts, pre -disciplinary actions, organizational structure, the City’s personnel policies and Employer -Employee Relations Policy , and federal and state employment laws and regulations;
• Provide functional supervision and oversight of human resource technicians and assist in the day to day operation of the department;
• Provide consultation to employees on a variety of personnel matters, including leave policies, administration of personnel contracts and rules, and grievance or complaints; • Administer the City’s policies on drug testing and substance abuse, sexual harassment, workplace violence, computer usage, and federal and state leave laws; • Evaluate appeals, grievances and other complaints;
• May participate in labor relations and collective bargaining, take notes, cost proposals, and draft language for labor negotiation contracts and side letter agreements; • May conduct personnel investigations and recommend resolutions; • Administer all department support activities involved in Personnel Commission hearings or other administrative hearings;
• Administer the pre-employment/post offer medical evaluation program; • Administer various city personnel processes, such as requests for accommodation, unemployment hearings, vacation donation program, and bilingual pay testing and authorization; • Create and conduct training on a variety of personnel matters, including sexual harassment prevention, new employee orientation, and leave laws and policies; • Serve as liaison and resource for departments, employees, medical providers and other interested parties regarding employee injuries, worker’s compensation, disability management, safety and injury prevention plans, claims adjusting, insurance coverage requirements and other risk management programs;
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• Provide support for the City’s workers compensation and general liability policy claims reporting; • Develop and conduct training related to risk programs; • Receive, review, verify and process time recording documents to prepare payroll for all City employees, audit such documents for completeness, accuracy, and compliance with rules and regulations and prepares and balances payroll records;
• Process, calculate and maintain records of a variety of payroll actions, including validating new - hire set up and changes in pay or employment status, tax withholdings, overtime and holiday hours, retroactive or adjusted pay, retirement and voluntary deduc tions, wage garnishments, leaves of absence and final paychecks and payoffs based on appropriate provisions; • Maintain all records related to payroll including, but not limited to, time records, voluntary and non-voluntary deductions and retirement contributions;
• Assist in the annual open enrollment process for employee benefits; • May assist in administrative functions of the City Clerk’s Division; • Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• Graduation from an accredited four-year college or university with a Bachelor’s degree Degree in public administration, business, human resources management, or a related field. • One (1) year of professional- lev el personnel experience which must include as a primary responsibility one or more of the following: classification and compensation studies; recruitment and employment testing; handling grievances; collective bargaining; or conducting personnel investigations.Two (2) years of professional -level personnel experience, including primary responsibility for one or more of the following areas: classification and compensation studies, recruitment and employment testing, grievance administration, collective bargaining, or personnel investigations.
Licenses, Certificates, and Special Requirements:
• Possession of a valid, appropriate California driver’s license issued by the Department of Motor Vehicles.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Principles and practices of public administration, organization and management;management. • Principles, practices, legal requirements and guidelines of public agency personnel administration, including job analysis and classification, salary administration, recruitment, interviewing and affirmative action;action.
• Principles of employment, exam construction, administration and setting pass -points, analytical and statistical methods applicable to personnel work, progressive discipline practices and standards;standards.
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• Principles of payroll reporting, collective bargaining and employer -employee relations, policy writing, implementation and interpretation;interpretation. • Correct English usage, grammar, spelling, punctuation and vocabulary.
Ability to:
• Develop, implement and analyze effective recruitment and selection processes for a variety of public agency occupations;occupations.
• Study jobs and make sound classification and compensation recommendations;recommendations.
• Collect data, analyze it objectively, present it clearly, and prepare sound recommendations and reports;reports.
• Maintain strict confidentiality and control of sensitive information;information. • Exhibit strong initiative, integrity, sound judgment and a high degree of maturity;maturity. • Reason logically;logically.
• Understand, interpret and apply personnel laws, rules, regulations, standards and procedures;procedures.
• Understand, interpret and correctly administer bargaining unit contracts;contracts. • Work closely in an atmosphere of collaboration with City management, department heads, managers, and supervisors, and bargaining unit representatives;representatives. • Exhibit highly developed interpersonal skills and business ethics, using tact, patience and courtesy;courtesy.
• Keep current in the field of personnel administration, including new personnel laws, regulations or court decisions;decisions.
• Communicate effectively both orally and in writing;writing. • Follow safe work practices as directed and trained;trained. • Safety operateoperates a motor vehicle.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard office setting within a municipal administrative environment. The position involves minimal exposure to environmental hazards or physical risks. Tasks are performed in a climate-controlled space with regular exposure to computer screens and access to necessary technology and resources. The work is deadline-driven and may involve multiple priorities and frequent interactions with staff, departments, and external stakeholders.
office environment, exposure to computer screens.
Physical Demands:
Sedentary Work: Exerts up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to operate a computer and standard office equipment. The 234
employee may occasionally stand, walk, reach with hands and arms, and stoop or crouch. Visual acuity is required for reading and preparing documents, viewing a computer screen, and performing administrative tasks with accuracy. Essential and marginal functions may require maintaining physical condition necessary for sitting for prolonged periods.
essential and marginal functions may require maintaining physical condition necessary for sitting for prolonged periods of time.
235
CITY OF SANGER
HUMAN RESOURCES TECHNICIAN
DEFINITION:
This position performs a variety of technical human resources duties under direction, including recruitment, selection, classification, compensation, benefits administration, retirement coordination, and related personnel functions.Under direction, to perform a variety of technical human resource work in the areas of recruitment, selection, classification, compensation, benefits, retirement, and other human resources functions.
DISTINGUISHING CHARACTERISTICS:
Performs specialized technical duties in support of the City’s human resources programs, with responsibilities spanning recruitment, selection, classification, compensation, benefits administration, retirement coordination, and related personnel services. Operates under direction to interpret and apply laws, regulations, and City policies while ensuring accuracy, confidentiality, and compliance in all transactions. Serves as a primary technical resource to employees, applicants, and departments, providing guidance, documentation, and process coordination across multiple human resources functions.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Prepares examination announcements, advertisements, brochures, and other recruitment materials; develops recruitment sources and disseminates information to prospective candidates; responds to inquiries regarding City employment.
• Organizes and schedules pre -employment testing, including test sites, proctors, and interview panels.
• Maintains and updates recruitment files, examination results, and eligibility lists. • Collects, compiles, and analyzes salary and benefit data from other agencies for comparison purposes; responds to external survey requests.
• Assists in conducting classification and loss control studies. • Supports the administration of special employment programs. • Assembles data, prepares reports and correspondence, and maintains various records and files. • Maintains and updates applicant and employee records, including personnel files and related documentation.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity. In the absence of a completed
employee JAT, the JD Team refined the document using
available information and applied grammatical and
formatting corrections as needed.
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• Provides employees with information on City benefits (e.g., health insurance, 457 plans, LTD), retirement plans, and prepares associated paperwork.
• Establishes, files, cross -indexes, and maintains employee and departmental records; tracks pending matters and deadlines.
• Expedites completion of documentation related to human resources and employee benefits. • Processes and verifies personnel action forms, including new hires, terminations, transfers, salary adjustments, and other employment changes.
• Coordinates pre -employment requirements such as physical examinations and live scan background checks.
• Prepares orientation and exit interview packets; conducts new employee orientations. • Provides technical assistance in administering employee benefits; explains benefit options, coordinates insurance enrollments, and assists with claims. • Processes, calculates, and maintains payroll- related records, including pay changes, tax withholdings, overtime, retroactive pay, deductions, garnishments, leave balances, and final payoffs.
• Maintains comprehensive payroll documentation, including time records, deductions, and retirement contributions.
• May assist with administrative functions in the City Clerk’s Division. • Prepare examination announcements, advertisements, brochures and other recruitment forms; develop recruitment sources and disseminate recruitment information, provide information regarding City employment to interested candidates;
• Maintain and update recruitment files including examination results and eligibility lists; • Organize and schedule pre-employment test times, sites, proctors, and interview panels; • Collect, compile and organize salary and benefit data from other agencies for salary and benefit comparisons; respond to survey requests from other agencies; • Assist in performing classification and loss control studies; • Assist in the administration of special employment programs; • Assemble data, prepare reports and correspondence, and maintain a variety of records and files; • Maintain and update applicant and employee files and related paperwork; • Provide employees with information regarding City benefits (i.e. health insurance, 457, LTD, etc.), retirement plans, and prepare all related paperwork;
• Establish, file, cross index, and maintain employee and department records and files; maintain follow-up files of matters in progress and deadlines;
• Expedite the completion of files in the areas of human resources and employee benefits; • Maintain personnel records; process and verify personnel action forms including changes, new hires, terminations, transfers, and salary adjustments; • Schedule and coordinate pre-employment processes such as physicals, live scan checks, etc.; • Prepare employee orientation and exit interview packets; • Conduct orientation with new employees;
• Provide technical assistance and assist in the administration of employee benefits programs; explain employment benefits; coordinate insurance plan enrollment and assist with claims preparation;
• Process, calculate and maintain records of a variety of payroll actions, including changes in pay or employment status, tax withholdings, overtime and holiday hours, retroactive or adjusted pay, 237
retirement and voluntary deductions, wage garnishments, leave of absence and final paychecks and payoffs based on appropriate provisions;
• Maintain all records related to payroll including but not limited to, time records, voluntary and non-voluntary deductions, and retirement contributions; • May assist in administrative functions of the City Clerk’s Division; • Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• High school diploma or equivalent. Equivalent to the completion of the twelfth grade. Additional specialized course work in human resources, personnel administration, business administration, or a related field is desirable.
• Four (4
) years of increasingly responsible technical and clerical experience , preferably in personnel and benefit administration.
Licenses, Certificates, and Special Requirements:
• Possession of, or ability to obtain, an appropriate, valid California driver’s license and a responsible driving record.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Principles and practices of data collection and report preparation;preparation. • Basic principles and practices of human resource administration;administration. • Principles of business letter writing and basic report preparation;preparation. • Modern office procedures, methods and equipment including computer equipment;equipment. • Principles and techniques used in dealing with the public;public. • Principles of payroll reporting;reporting.
• Word processing methods, techniques, and programs including spreadsheet and database applications (Word/Excel);).
• Record keeping methods and procedures;procedures.
• Mathematical principles;principles.
• English usage, spelling, vocabulary, grammar and punctuation.
Ability to:
• Learn, interpret, and apply pertinent Federal, State, and local laws, codes, and regulations including administrative and departmental policies and procedures;procedures. • Perform a variety of responsible and difficult technical and clerical work involving the use of independent judgment and personal initiative;initiative. 238
• Research, compile, analyze, interpret, and prepare a variety of fiscal, statistical, and administrative reports;reports.
• Prepare clear and concise reports and correspondence;correspondence. • Operate modern office equipment including computer equipment;equipment. • Type and enter data at a speed necessary for successful job performance;performance. • Interpret and apply the policies, procedures, laws, codes, and regulations pertaining to assigned programs and functions;functions.
• Understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities;responsibilities.
• Analyze situations carefully and adopt effective courses of action;action. • Independently prepare correspondence and memoranda;memoranda. • Work cooperatively with other departments, City officials, and outside agencies;agencies. • Respond to requests and inquiries from the general public;public. • Compile and maintain complex and extensive records and prepare routine reports;reports. • Handle multiple concurrent tasks and manage priorities;priorities. • Plan and organize work to meet schedules and deadlines;deadlines. • Maintain confidentiality of sensitive information and data;data. • Work independently in the absence of supervision;supervision. • Communicate clearly and concisely, both orally and in writing;writing. • Establish, maintain, and foster positive and harmonious working relationships with those contacted in the course of work;work.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard office setting within a municipal or departmental administrative environment. The position involves minimal exposure to environmental hazards or physical risks. Tasks are completed in a climate-controlled space with access to necessary technology, records, and resources.
The work is deadline-driven and may involve managing multiple priorities, confidential information, and frequent interactions with employees, supervisors, and external agencies. Ability to work in a standard office environment.
Physical Demands:
Sedentary Work: Exerting up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to operate a computer and standard office equipment. The employee may occasionally stand, walk, reach with hands and arms, and stoop or crouch. Visual acuity is required for reading and preparing documents, viewing a computer screen, and performing administrative tasks with accuracy.
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CITY OF SANGER
HUMAN RESOURCES MANAGER
DEFINITION:
This position assists in administering, planning, and supervising the Administrative Services Department - Human Resources Division. It oversees Human Resources Analysts and manages daily operations across multiple personnel functions. Performs related duties as required. Under general direction, to assist in the administration, planning and supervision of the Administrative Services Department – Human Resources Division; to supervise Human Resources Analysts and the day -to-day activities of multiple personnel functions; and, to perform related duties as required.
DISTINGUISHING CHARACTERISTICS:
Serves as the City’s centralized authority for human resources and risk management within the Administrative Services Department - Human Resources Division. Reports to the Assistant City Manager and provides administrative oversight for programs, policies, and compliance across multiple personnel functions. Manages daily operations, supervises professional and analytical staff, and directs activities involving recruitment, classification, compensation, benefits administration, employee and labor relations, training, and risk management. Ensures consistent application of laws, regulations, and City policies while supporting strategic organizational goals. The Human Resources Manager classification is utilized only in the Administrative Services Department – Human Resources Division, which provides centralized personnel services and administrative oversight of activities associated with the City’s human resource and risk management programs. The Human Resources Manager reports directly to the Assistant City Manager/Administrative Services Director, manages the day -to-day activities of multiple personnel functions, and supervises personnel performing a wide variety of analytical, professional-level personnel and risk management work.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Plans, organizes, and directs staff providing citywide personnel services; ensures efficient operations and optimal service delivery within the Human Resources Division. • Supervises Human Resources Analysts performing professional -level work in recruitment, examination development, job analysis, classification and compensation, leave management, staff development, equal employment opportunity, investigations, disciplinary actions, labor relations, and payroll administration.
• Oversees technical and support staff directly or indirectly.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity. In the absence of a completed
employee JAT, the JD Team refined the document using
available information and applied grammatical and
formatting corrections as needed.
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• Leads complex programs, projects, studies, and surveys with primary supervisory responsibility. • Participates in staff selection, assignment, training, evaluation, and disciplinary processes. • Interprets and applies personnel policies, procedures, and employment laws; monitors legal and regulatory changes affecting human resources and equal employment opportunity. • Conducts and supervises investigations related to personnel matters and EEO complaints. • Assists in preparing, implementing, and monitoring the division’s budget. • Prepares written and oral reports; delivers presentations to individuals, groups, City Council, and other stakeholders.
• Performs administrative duties and special projects as assigned. • Plans and manages risk management functions, including development and oversight of insurance programs (general liability, workers’ compensation, disability, property, and casualty). • Recommends and implements strategies to mitigate organizational risk. • Facilitates the City’s annual benefits open enrollment process. • Oversees daily payroll operations, including processing, auditing, reconciling, and posting. • Administers citywide salary and benefit changes; prepares reports and schedules for auditors; ensures compliance with MOUs, labor laws, and tax regulations. • Audits personnel action forms for appointments, terminations, in -service changes, and benefit/deduction updates.
• May serve as Deputy City Clerk.
• P l a n , o r g a n i z e a n d d i r e c t t h e w o r k o f s t a ff e n g a g e d i n p r o v i d i n g c i t y-wide personnel services, assist in the planning, organization and management of the staff, operation and activities of the Human Resources Division to ensure optimum service delivery and promote maximum efficiency; • Directly supervise Human Resources Analysts performing a wide variety of analytical, professional-level personnel work in recruitment, examination development, equal opportunity employment, job analysis, classification and compensation, leave management, s taff development, investigation of alleged harassment and discrimination complaints, disciplinary actions, collective bargaining and employer/employee relations, which includes contract, grievance and appeal administration and payroll;
• Responsible for direct or indirect supervision of technical and support staff; • Assume primary supervisory responsibility for complex programs, projects, studies and surveys; • Review and participate in the selection, assignment, training, evaluation and discipline of staff; • Interpret, apply and explain policies, rules and procedures, stay abreast of changes to the laws as they relate to personnel administration, and Equal Employment Opportunity Programs; • Supervise and perform timely and proper investigation of matters pertaining to personnel and equal employment opportunity within the City;
• Assist in the preparation, implementation and monitoring the division budgets; • Prepare written and oral reports; make presentations to individuals, groups, and before the City Council and others;
• Perform a variety of administrative duties and projects; • Plan, organize and direct risk management functions, including the development, implementation, administration and monitoring of the City’s insurance programs including general liability, workers compensation, disability, property and casualty; • Recommend and implement new programs to mitigate risk exposure; • Facilitate the City’s annual open enrollment process; 241
• Plan, manage and oversee the daily functions, operations and activities of payroll, including processing, reconciling, auditing and posting the City’s payroll; • Manage and participate in all activities related to the City’s payroll function, including the administration of the City’s periodic City-wide salary and benefit changes, preparation of a variety of reports, schedules and reconciliations and providing them to the auditors, and ensuring compliance with applicable MOU provisions, labor and tax laws, federal, state and local laws, rules and regulations;
• Oversee audits of personnel action forms for all personnel appointments, terminations and in - service changes, and employee benefits/deduction changes; • May act as Deputy City Clerk;
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• Graduation from an accredited four-year college or university with a Bachelor’s degree in public administration, business, human resources management, or a related field. • Two (2) years of progressively responsible human resources/personnel administration experience in the public sector, performing professional level analytical personnel work in classification and compensation, labor relations and staff development, includin g the analysis of sensitive and complex administrative matters and the development and implementation of recommendations.Five (5) years of progressively responsible public -sector human resources or personnel administration experience, performing professional -level analytical work in classification and compensation, labor relations, and staff development. Experience must include analyzing sensitive and complex administrative matters and developing and implementing recommendations.
Licenses, Certificates, and Special Requirements:
• Possession of a valid, appropriate California driver’s license issued by the Department of Motor Vehicles.
• Ability Must have the ability to work extended or irregular hours as necessary, travel within and outside of the City, and qualify for security clearance through a background investigation and fingerprint check.
The following generally describes the knowledge ,
skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Principles and practices of public administration, organization and management;management. • Applicable federal, state, and local laws, rules and regulations regarding public personnel administration, departmental functions, services, organization, and operations of the City;City. • Affirmative Action/Equal Employment Opportunity principles and guidelines;guidelines. 242
• Classification job analysis, recruitment and selection, training and related techniques and principles applicable to a public personnel system;system. • Principles, practices, legal requirements and guidelines of public personnel administration and organizational development;development.
• Public sector labor relations and administration including collective bargaining, interpretation and application of negotiated agreements, employer-employee relations practices, meet and confer obligations and progressive discipline;discipline.
• Principles and practices of management, supervision, and training;training. • Principles and methods for investigating and resolving grievance and complaints;complaints. • Policy writing, implementation and interpretation;interpretation. • Analytical and statistical methods applicable to personnel work;work. • Research methods and techniques, statistical analysis, sources and availability of information, and methods of report preparation;preparation.
• Methods and techniques for organizing and presenting information;information. • Automated systems and applications including applicant tracking, item analysis, word processing, spreadsheet and database applications;applications.
• Correct English usage, grammar, spelling, punctuation and vocabulary.
Ability to:
• Plan, coordinate, direct and perform difficult, complex, and sensitive personnel/human resources work, projects and programs;programs.
• Direct and perform research, collect and interpret date, define and select alternatives, draw conclusions, formulate recommendations, and project consequences of recommendations;recommendations.
• Read, interpret and apply complex materials such as personnel rules, codes, legislation and federal and state regulations;regulations.
• Train and provide direction to other professional, paraprofessional, technical, and clerical staff;staff.
• Establish and maintain effective working relationships with those contacted in the course of work;work.
• Exhibit highly developed interpersonal skills and business ethics, using tact, patience and courtesy in dealing with others;others.
• Secure cooperation of others in accepting and carrying out sound human resources management practices;practices.
• Function effectively under stressful conditions and in emotional and/or confrontational situations requiring instructing, persuading and motivating people;people. • Communicate effectively, both orally and in writing;writing. • Effective represent City position in hearings and meetings;meetings. • Use information systems as a tool in the performance of professional personnel/human resources work;work.
• Act independently to determine methods and procedures within broadly defined practices for obtaining results;results.
• Facilitate meetings and work collaboratively on projects;projects. • Maintain strict confidentiality and control of sensitive information;information. 243
• Exhibit strong initiative, integrity, sound judgment and a high degree of maturity;maturity. • Organize and coordinate projects, and delegate responsibility to ensure goals are met;met. • Assign and review the work of subordinates;subordinates. • Keep current in the field of personnel administration, including new personnel laws, regulations or court decisions;decisions.
• Follow safe work practices as directed and trained;trained. • Safely operate a motor vehicle.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard office setting within a municipal administrative environment. Involves minimal exposure to environmental hazards or physical risks. Tasks are conducted in a climate-controlled space with access to necessary technology and resources. The work is deadline -driven and may involve managing multiple priorities, attending meetings, and frequent interactions with staff, elected officials, and members of the public. Mobility and de xt erity to work in a st andar d office en vir onment and use standard office equipment; hearing and speech to communicate verbally, in person and on the phone, vision to see things up close and far away, and to read handwritten and printed material and computer screen; walk and drive a vehicle to travel to and be tween City offices and worksites; ability to lift and carry light objects for distances required to accomplish the tasks at hand; manipulate papers, files and other equipment.
Physical Demands:
Sedentary Work: Exerts up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to opera te a computer and standard office equipment.
Occasionally stands, walks, reaches with hands and arms, stoops, or crouches. Visual acuity is required for reading and preparing documents, viewing a computer screen, and performing administrative tasks with accuracy. May occasionally drive to and between City offices and worksites.
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CITY OF SANGER
BUILDING INSPECTOR
DEFINITION:
This position reports to the Building Official and performs field inspections of new and existing structures, including major construction and improvement projects, to ensure compliance with applicable codes. It reviews building plans, issues permits, enforces code requirements, and performs related duties as assigned. Under general direction of the Building Official, performs field inspections of new and existing structures and work involving major construction and improvement projects for compliance with applicable code, performs plan reviews, issues building permits, enforce compliance with applicable codes, and performs related duties as required.
DISTINGUISHING CHARACTERISTICS:
Performs skilled, journey -level inspection and plan review work to ensure compliance with building, zoning, and related codes. Works under the general direction of the Building Official, exercising initiative and independent judgment in scheduling, conducting, and documenting inspections. Requires full knowledge of applicable regulations, construction methods, and departmental procedures, with only occasional guidance needed for unusual or complex situations. Differs from the Building Official in that it does not include managerial responsibility for the Building Division. The Building Inspector is distinguished from the Building Official, who has managerial responsibilities for the Building Division. The position receives only occasional instruction or assistance as new or unusual situations arise and is fully aware of the operating procedures and policies of the work unit. The position works independently and exercises judgment and initiative as directed by the Building Official.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Organizes and performs building inspection services in coordination with the Building Division. • Conducts on-site inspections of new construction, additions, alterations, rehabilitation projects, and change-of-use permits to verify compliance with applicable building codes, City ordinances, and zoning regulations.
• Reviews building plans, blueprints, and specifications to ensure conformity with codes and regulatory standards.
• Investigates substandard housing conditions; communicates health and safety requirements; follows up to ensure corrective actions are taken.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity. In the absence of a completed
employee JAT, the JD Team refined the document using
available information and applied grammatical and
formatting corrections as needed.
245
• Performs progressive inspections throughout all phases of construction, from initial site preparation to final occupancy approval.
• Inspects and approves utility connections, including water, gas, electrical, and sewer systems. • Verifies structural integrity and code compliance across all construction elements, including soil testing, foundations, framing, plumbing, electrical, HVAC, roofing, and exterior finishes. • Calculates fees and issues building permits in accordance with established guidelines. • Communicates with property owners, architects, engineers, developers, contractors, and public officials to interpret and explain code requirements and restrictions. • Maintains detailed inspection logs, prepares reports, and updates activity records. • Issues correction notices, stop work orders, citations, and formal orders for substandard housing violations.
• Enters and updates permitting and inspection data in relevant databases. • Collaborates with internal departments, external agencies, and other stakeholders to resolve code-related issues.
• Assist in the organization and performance of building inspection services. • Perform on -site inspections of new construction, room additions, alterations, rehabilitation projects, or change -of-use permits to determine compliance with uniform and national codes, City ordinances, and zoning regulations.
• Read and review building plans, blueprints, and specifications to ensure project conformity and determine compliance with codes, regulations and ordinances. • Investigate, correspond, and follow -up on health and safety requirements on substandard housing.
• Perform progressive inspections from ground breaking to the release of occupancy; inspect and approve water, gas, electrical, and sewer connections; ensure the integrity and compliance of the structure from soil testing, foundation laying, framing, rough and final plumbing, wiring, heating, roofing, lathing and siding to the finish product.
• Calculate fees and issue building permits.
• Contact owners, architects, engineers, developers, contractors, and other public officials to explain and interpret requirements and restrictions.
• Maintain inspection logs; prepare reports and maintain various activity records. • Issue notices for corrections, stop work orders, and citations; prepare notices and order for substandard housing.
• Conducts field inspections of buildings and structures for code and plan compliance; ensures proper construction materials and methods are utilized. • Enters information into databases related to permitting activities. • Works with applicable internal departments, external agencies, and/or other interested parties to assist in the resolution of code related issues.
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
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• High school diploma or equivalent.High School Diploma or G.E.D. • Three (3) years of experience as a contractor or journeyman in one or more building construction trades, including at least one (1) year as a building inspector, or possession of a valid International Conference of Building Officials (ICBO) Combination Inspector certificate.Three years experience as a contractor or a journeyman in one or more of the building construction trades; including at least one year of experience as a building inspector or possession of valid International Conference of Building officials certificate as a combination inspector.
Licenses, Certificates, and Special Requirements:
• Possession of a valid Class C driver's license issued by the California Department of Motor Vehicles and a responsible driving record.
• Must possess or have the ability to obtain International Conference of Building Officials (ICBO) Combination Inspector certification within eighteen (18) months of appointment.Ability to obtain I.C.B.O. certification within 18 months.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Federal, State and local building codes, ordinances, and regulations relating to zoning, building construction, electrical work, plumbing and gas installations. • Accepted safety standards and methods used in building construction for commercial, industrial, and residential buildings.
• Major types of building constructions materials and methods. • Occupational hazards and standard safety practices necessary in the area of building and facility inspection and construction.
• Modern office practices, methods, and computer equipment. • Principles and practices of record keeping.
• Basic mathematical principals.
• Safe driving principalsprinciples and practices.
Ability to:
• Analyze, interpret and check building plans and specifications;specifications. • Interpret and enforce provisions of the applicable codes, ordinances, and regulations;regulations. • Perform field inspections using sound inspection methods to examine workmanship and materials, and to detect deviations from plans, specifications, and standard installation practices;practices.
• Work with considerable independence;independence.
• Understand and carry out oral and written instructions;instructions. • Enforce regulations, examine workmanship and materials and detect deviations from plans, regulations and standard construction practices;practices. • Promote and enforce safe work practices;practices.
• Prepare reports and maintain records;records.
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• Establish and maintain cooperative work relationships with builders, contractors, and the general public;public.
• Communicate effectively in oral and written form.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in both office and field environments. Fieldwork includes exposure to outdoor weather conditions, confined spaces, construction sites, and potential mechanical or electrical hazards.
The position may involve contact with dust, debris, and uneven terrain. Office tasks are conducted in a climate-controlled setting with access to standard technology and resources. The role requires travel between inspection sites and may involve variable schedules, multiple priorities, and frequent interaction with contractors, property owners, and public officials. Position regularly requires: sitting, standing, climbing, balancing, stooping, kneeling, twisting, reaching, crouching, lifting, walking, fingering, talking, hearing, seeing and repetitive motions.
Position is also subject to work outdoors, confining workspaces, mechanical and electrical hazards, dust, and travel.
Medium Work: exerting up to 50 pounds of force occasionally, and/or up to 20 pounds of force frequently, and/or 10 pounds of force constantly to move objects.
Physical Demands:
Medium Work: Exerting up to 50 pounds of force occasionally, up to 20 pounds of force frequently, and up to 10 pounds of force constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent standing, walking, climbing, balancing, stooping, kneeling, crouching, reaching, and twisting.
The employee regularly uses hands and fingers for handling tools, operating equipment, and performing inspections. Talking and hearing are required for effective communication in the field and office settings.
Visual acuity is essential for reading plans, identifying structural details, and conducting inspections with precision.
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CITY OF SANGER
BUILDING OFFICIAL
DEFINITION:
This position conducts field inspections of buildings, structures, and installations at various stages of construction, alteration, and repair to ensure compliance with applicable codes and regulations. It reviews building plans and specifications, processes and issues permits, and enforces building, electrical, mechanical, water conservation, occupancy, and other officially adopted codes and ordinances. Performs related duties as assigned.Under general direction to conduct field inspections of buildings, s tructures, and installations in various stages of construction, alteration, and repair for conformance to codes and laws; to process and issue permits and enforce building, electrical, heating, ventilating, air conditioning, water conservation, occupancy and other officially adopted ordinances, regulations, and codes; to review building plans and specifications; and to do related work as required.
DISTINGUISHING CHARACTERISTICS:
Works independently in the field under general direction, inspecting buildings and structures for compliance with codes and ordinances related to electrical, plumbing, framing, roofing, and other construction elements. Performs varied inspections based on the specific project, applying established policies and procedures. Requires comprehensive knowledge of applicable codes and ordinances governing all phases of building and structural construction. With direction, incumbents work with independence in the field inspecting buildings and structures for compliance to codes and ordinances covering electrical, plumbing, framing, roofing, and other aspects of building. Positions in this class perform work which is independently structured, which varies in respect to work project being inspected and which is performed in accordance with established policies. Incumbents are required to have knowledge of code and ordinance sections covering each phase of building and structure construction.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Inspects construction, alteration, and maintenance work to ensure compliance with building, plumbing, electrical, and zoning codes and laws.
• Checks buildings and structures under construction for adherence to approved plans, specifications, and safety requirements.
• Makes residential and commercial inspections of existing buildings to identify health or safety hazards, structural failures, or necessary repairs.
• Investigates violations, complaints, and official reports related to building and zoning codes.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
249
• Manages construction projects for City buildings, including site visits during bid walks, preconstruction meetings, in -progress inspections, punch walks, and closeouts; attends coordination and status meetings.
• Oversees contractors and construction activities for municipal building projects such as fire station remodels.
• Supervises staff in the building and code enforcement departments; sets daily objectives, delegates responsibilities, and implements policies and regulations. • Provides leadership and decision -making support for code enforcement operations, including managing staff absences and guiding enforcement actions. • Contacts and provides information to owners, consumers, architects, engineers, developers, contractors, workers, and public officials to explain and interpret requirements, restrictions, codes, and ordinances.
• Confers with the public regarding design standards, construction practices, and acceptable structural and installation methods.
• Issues special permits, including encroachment and building relocation permits. • Processes condemnation procedures for unsafe or non-compliant buildings. • Conducts house numbering activities in accordance with municipal standards. • Researches and evaluates new software and consulting services for departmental use; collects proposals and makes recommendations.
• Serves as the point of contact for public records requests related to building permits; retrieves, reviews, and ensures timely and compliant processing of records. • Keeps detailed records and prepares reports on inspections, permits, violations, and departmental activities.
• Participates in ongoing education and training to stay current with building codes and industry standards.
• May be required to work overtime or irregular hours.
• Inspects construction alteration, or maintenance work to insure that it complies with building, plumbing, electrical, and zoning codes and laws;
• Checks buildings and structures under construction in accordance with approved plans, specifications and safety requirements;
• Contacts and gives information to owners, consumers, architects, engineers, developers, contractors, workmen and other public officials to explain and interpret requirements, restrictions, codes and ordinances;
• Confers with the public regarding designs, construction and acceptable structure and installation practices;
• Makes residential and commercial inspections of existing buildings to determine health or safety hazards, structural failures or the need for repair;
• Investigates violations, complaints and official reports; • Processes condemnation procedures in the condemnation and demolition of buildings; • Issues special permits such as encroachment and building relocation; • Conducts house numbering activities;
• Keeps records and prepares reports;
• May be required to work overtime or irregular hours;
• Performs related duties as assigned.
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MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• Equivalent to completion of the twelfth grade. Bachelor’s degree in construction management, engineering, architecture, public administration, urban planning, or related field. • Five (5) years of responsible experience at the journeyman level in a variety of building construction trades, including at least one (1) year as a building inspector; or any combination of education and experience that provides the required knowledge, ski lls, and abilities.Three Five (5) years of responsible experience at a level of journeyman in a variety of building construction trades, including at least one year of experience as a building inspector, or any equivalent combination of experience and education that would likely provide the required knowledge, skill and ability is qualifying.
Licenses, Certificates, and Special Requirements:
• Possession of a valid California DriversDriver’s License and a good driving record. • Must possess or have the ability to obtain a valid International Conference of Building Officials (ICBO) Combination Inspector certification within one (1) year of appointment. Obtain a valid International Conference of Building Officials Certificate as a Combination Inspector within 1 year of date of hire.
• Bilingual proficiency in English and Spanish is preferred.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Federal, State, and County codes, City ordinances and codes relating to building construction and zoning.
• Building materials and accepted safety standards.
• Modern methods of building construction.
• Principles and techniques of building inspection.
• Principles of structural design and basic engineering mathematics. • Basic English usage, spelling, grammar, and punctuation. B ilingual Spanish is a plus.
Ability to:
• Interpret and enforce provisions of applicable codes, ordinances, and regulations enforceable by the City, especially those pertaining to structural, plumbing, gas, mechanical, and electrical construction and installation.
• Make visual inspections using sound inspection methods to examine workmanship and materials, and to detect deviations from plans, specifications, and standard installation practices. • Read and interpret diagrams, plans and specifications. • Make arithmetical computations rapidly and accurately. • Work with considerable independence.
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• Maintain accurate and orderly records in the building division office. • Understand and carry out oral and written instructions. • Establish and maintain effective relationships with those contacted in the course of work.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed both in a standard office setting and in outdoor or construction site environments.
Fieldwork may involve exposure to weather conditions, noise, dust, and other environmental hazards typical of active construction zones. The position requ ires travel between inspection sites and may involve working near heavy equipment or in partially completed structures. Office -based tasks are performed in a climate-controlled space with access to standard technology and resources. The work is deadline-driven and may involve multiple priorities, regulatory compliance, and frequent interactions with contractors, developers, and municipal staff.
Physical Demands:
Medium Work: Exerting up to 50 pounds of force occasionally and/or up to 25 pounds of force frequently to lift, carry, push, pull, or otherwise move objects. Work involves frequent walking, standing, climbing, bending, and reaching during field inspections a t c o n s t r u c ti o n s i t e s . T h e e m p l o y e e m u s t b e a b l e t o navigate uneven terrain, ascend ladders or scaffolding, and enter confined spaces. Visual acuity is required for reading plans and specifications, conducting inspections, and preparing documentation with accuracy. Hearing and verbal communication are essential for interacting with contractors, staff, and the public in varied environments.
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CITY OF SANGER
CODE ENFORCEMENT OFFICER
DEFINITION:
This position is a non -safety role that performs technical duties in support of the City’s local code enforcement program. Under general supervision, enforces ordinances and regulations related to zoning, land use, nuisance housing, building codes, health and safety, blight, graffiti, water waste, and other public concerns. Serves as a resource to property owners, residents, businesses, the general public, and City departments by providing information and guidance on applicable City regulations. A non -safety position. Serves as a resource and provides information on City regulations to property owners, residents, businesses, the general public, and other City departments and divisions. Under general supervision, performs a variety of technical duties in support of the City’s local code enforcement program; monitors and enforces a variety of applicable ordinances, codes, and regulations related to zoning, land use, nuisance housing, building codes, health and safety, blight, graffiti, water waste, and other matt ers of public concern.
DISTINGUISHING CHARACTERISTICS:
Performs technical field and office work to ensure compliance with municipal codes, ordinances, and regulations related to zoning, land use, building standards, public health and safety, nuisance abatement, and community appearance. Operates under general supervision, exercising judgment and initiative in investigating complaints, conducting inspections, and determining appropriate enforcement actions.
Serves as a knowledgeable resource to property owners, businesses, residents, and other stakeholders, providing education on code requirements and working toward voluntary compliance before pursuing formal enforcement measures. Differs from sworn law enforcement positions in that it is a non -safety role focused on administrative and regulatory code enforcement.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Enforces City regulations and ordinances related to zoning, land use, nuisance housing, building codes, health and safety, blight, graffiti, water waste, and other matters of public concern. • Performs field and office work in support of the City’s local code enforcement program. • Patrols assigned areas in a City vehicle to identify and evaluate violations; determines appropriate methods for resolution.
• Conducts field investigations and property inspections; attempts contact with residents or business owners to resolve violations.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [NB2]: Prior job description did not provide.
Commented [CA3]: The Essential Functions have been
streamlined for clarity. In the absence of a completed
employee JAT, the JD Team refined the document using
available information and applied grammatical and
formatting corrections as needed.
253
• Issues and posts warning notices, notices of violation, corrective notices, orders to comply, and related documentation.
• Schedules and performs follow -up actions to ensure compliance, including inspections, correspondence, meetings, and negotiations.
• Issues citations and enforces corrective measures as necessary. • Participates in the implementation of the City’s graffiti abatement program; receives and responds to abatement requests; patrols and records graffiti locations; coordinates clean-up with the Graffiti Removal Operator.
• Prepares evidence and documentation to support legal actions; appears and testifies in court and administrative hearings as required.
• Maintains accurate case files and documentation of investigations, inspections, enforcement actions, and related activities; prepares diagrams, illustrations, and photographs to substantiate violations.
• Prepares written reports, memos, and correspondence related to enforcement activities. • Receives and responds to complaints from citizens, departments, and outside agencies; interviews complainants and witnesses; conducts investigations and recommends resolutions. • Attends meetings and serves as a resource to City departments, divisions, the public, and outside agencies regarding zoning and code enforcement matters. • Interprets and explains municipal codes and ordinances to contractors, business owners, residents, and other stakeholders in person, by phone, and in writing. • Operates computer systems to enter, process, and retrieve data related to complaints, inspections, and enforcement actions; researches complaints and property records. • Locates and secures vacant residences and businesses; posts properties and monitors for transient activity, graffiti, and vandalism.
• Coordinates enforcement efforts with Police, Planning, Building, legal representatives, and other departments or agencies.
• Educates residential and commercial communities on municipal codes, ordinances, and community standards.
• Assists in researching, drafting, and revising municipal codes; contributes to the development of forms and procedures for enforcement activities.
• Perform a variety of field and office work in support of the City’s local code enforcement program; enforce compliance with City regulations and ordinances including those pertaining to zoning, land use, nuisance housing, building codes, health and safety, blight, graffiti, water waste, and other matters of public concern.
• Patrol assigned area in a City vehicle to identify and evaluate problem areas and/or ordinance violations; determine proper method to resolve violations. • Participate in the implementation of the City’ s graffiti abatement program; receive requests for a b a t e m e n t o f g r a ffi ti ; p a t r o l t h e C i t y , r e c o r d l o c a ti o n o f g r a ffi ti , a n d i n f o r m t h e C i t y ’ s G r a ffi ti Removal Operator of the need for vandalism clean-up.
• Prepare evidence in support of legal actions taken by the City; appear in court as necessary; testify at hearings and in court proceedings as required.
• C o n d u c t fi e l d i n v e s ti g a ti o n s ; i n s p e c t p r o p e r ti e s f o r v i o l a ti o n s ; a tt e m p t t o m a k e c o n t a c t a t t h e residence or business in order to resolve violation; issue and post warning notices, notices of violation, corrective notices, orders to comply, and related documentation for code violations; schedule and perform all follow -up functions to gain compliance including letters, inspections, 254
calls, meetings, discussions, and negotiations to ensure compliance with appropriate codes and ordinances; issue citations and notices of violation as necessary. • Maintain accurate documentation and case files on all investigations, inspections, enforcement actions, and other job related activities including accurate and detailed information regarding code enforcement activity to substantiate violations; draw diagra ms and illustrations and take photographs.
• Prepare a variety of written reports, memos, and correspondence related to enforcement activities.
• Receive and respond to citizen complaints and reports from other agencies and departments on alleged violations of City zoning and related municipal codes and ordinances; interview complainant and witnesses; conduct investigations and provide recommendations for resolution. • Attend meetings and serve as a resource to other City departments, divisions, the general public, and outside agencies in the enforcement of zoning regulations; provide research and documentation for meetings; interpret and explain municipal codes and ordinances to members of the general public, contractors, business owners, and other interested groups in the field, over the counter, and on the telephone.
• Operate computer to enter, process, and acquire data relative to complaints, inspection sites, and effective code enforcement; research complaints.
• Locate vacant residences and businesses; secure buildings with proper materials as necessary; post the property as necessary; check vacant buildings regularly for transient activity, graffiti, and other forms of vandalism.
• May assist in researching, drafting, and rewriting municipal codes; participate in the development of forms and process utilized to address various issues. • Perform related duties as required.
• Coordinate efforts with Police, Planning, Building and related departments, legal representatives, and other staff or agencies as needed.
• Educate commercial/residential communities regarding municipal code, ordinances and community standards.
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• High school diploma or equivalent. Equivalent to completion of the twelfth grade supplemented by specialized training and/or College level coursework in criminal justice, public administration, business administration, or other related field preferred. • One (1) year of experience involving substantial public contact, including work in enforcement, inspection, investigation, or customer service. Experience in enforcing municipal codes is highly desirable.One year of work experience involving a high level of public contact including some experience dealing with the public in an enforcement, inspection, investigation, or customer service capacity. Experience that includes the enforcement of municipal codes is highly desirable.
Formatted: Justified
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Licenses, Certificates, and Special Requirements:
• Possession of a valid California driver’s license issued by the California Department of Motor Vehicles and a responsible driving record.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Operations, services, and activities of a municipal code compliance program. • Pertinent codes, ordinances, laws, and regulations pertaining to zoning, nuisance abatement, property maintenance, building, health and safety, and related areas. • Procedures involved in the enforcement of codes and regulations including methods and techniques of conducting and documenting field investigations. • City services and organizational structure as they relate to code compliance. • Effective public relations practices.
• Principles and procedures of record keeping.
• Methods and techniques of business correspondence and technical report preparation. • Modern office procedures, methods, and equipment including computers and supporting word processing and spreadsheet applications.
• Occupational hazards and standard safety practices.
• Geographic features and locations within the local area.
Ability to:
• Independently perform a full range of municipal code enforcement and compliance duties. • Interpret and apply applicable codes, ordinances, and regulations related to zoning, nuisance abatement, and health and safety issues.
• Inspect and identify violations of applicable codes and ordinances. • Enforce pertinent codes, ordinances, laws, and regulations with impartiality and efficiency. • Respond to inquiries, complaints, and requests for service in a fair, tactful, and firm manner. • Investigate complaints and mediate resolutions in a timely and tactful manner. • Prepare accurate and detailed documentation of investigation findings. • Maintain logs, records, and files.
• Research, compile, and collect data
• Prepare clear and concise technical reports.
• Understand and follow oral and written instructions.
• Communicate clearly and concisely, both orally and in writing. • Establish and maintain effective working relationships with those contacted in the course of work. • Meet and maintain standards of adequate physical endurance and agility.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation. 256
Environmental Conditions:
Work is performed in both a standard office setting and outdoor field environments. Fieldwork involves travel between sites and exposure to noise, dust, inclement weather, and potentially confrontational situations. Tasks may be performed near active construction zones, vacant properties, or areas requiring enforcement action. Office- based duties are conducted in a climate -controlled space with access to necessary technology and resources. The work is deadline -driven and may involve multiple priorities, regulatory compliance, and frequent interactions with residents, businesses, and City staff. The position may require variable hours, including evenings, weekends, and holidays.
Physical Demands:
Light to Medium Work: Exerting up to 25 pounds of force occasionally and/or up to 10 pounds of force frequently to lift, carry, push, pull, or otherwise move objects. Work involves frequent walking, standing, talking, hearing, and the use of hands to opera te a computer, camera, and standard office equipment.
The employee may occasionally stoop, kneel, crouch, climb ladders, and reach with hands and arms during field inspections. Visual acuity is required for reading and preparing documents, viewing a computer screen, conducting inspections, and performing administrative tasks with accuracy.
Sufficient physical ability and mobility to work in an office and field environment; to stand, stoop, reach, bend, kneel, squat, climb ladders; to lift and/or carry light weights.
Indoor and outdoor environment; travel from site to site; incumbents may be exposed to noise, dust, inclement weather conditions, and potentially hostile environments.
Work variable hours, weekdays, and weekends and/or holidays as necessary.
257
CITY OF SANGER
COMMUNITY DEVELOPMENT DIRECTOR
DEFINITION:
This position serves as the department director with full responsibility for managing the operations of the Community Development Department through subordinate professional staff. The department includes the divisions of Economic Development, Building, Planning, Code Enforcement, and Housing.
The Director also collaborates with the City Manager in overseeing the Sanger Housing Authority.
Performs high-level administrative and leadership duties to implement and administer City policies and goals related to all assigned divisions.
This is a department director position, with full responsibility for managing the activities of the Community Development Department through subordinate professional staff. The Department is comprised of these distinct divisions: Economic Development; Building; Planning; Code Enforcement; and, Housing. The Director also participates with the City Manager in management of the Sanger Housing Authority. Successful performance of the work requires the ability to independently implement and administer the policies and goals of the City as they relate to these divisions.
DISTINGUISHING CHARACTERISTICS:
Operates under the direction of the City Manager and demonstrates expertise in planning, organizing, and directing the functions of the Community Development Department. Coordinates the interpretation, implementation, and enforcement of environmental regulations, land use policies, zoning ordinances, and related development codes. Provides mentorship and supervision to assigned personnel, ensuring alignment with departmental goals and regulatory standards.
Under the direction of the City Manager, the Director will be skilled in planning, organizing, and directing the City’s Community Development Department. He or she will coordinate and assure proper interpretation, implementation, and enforcement of environmental regulations, land use, zoning and other codes relative to the development of property, and will provide mentoring and supervision of assigned personnel.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Establishes broad departmental goals and policies aligned with the mission of the department and the vision of the City.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
258
• Performs administrative, technical, and professional work in the preparation and implementation of economic and community development plans, programs, and services. • Directs economic development initiatives to achieve City goals, including expansion and diversification of the municipal tax base.
• Directs and coordinates the work of department personnel. • Interprets City policies and renders decisions related to departmental responsibilities. • Directs the preparation and maintenance of the General Plan and its sub-components. • Recommends new development standards and ordinances, and proposes revisions to existing ones.
• Coordinates with other City department directors, developers, citizens, and intergovernmental representatives on matters related to community and economic development. • Prepares, reviews, analyzes, and administers the department’s annual operating and capital improvement budgets.
• Participates in citizen committees, Planning Commission, and City Council meetings as the lead representative for Economic Development, Building, Planning, Code Enforcement, and Housing. • Manages the North Academy Corridor Enhanced Infrastructure Financing District and Board. • Plans, coordinates, and executes annual ICSC RECON conference participation for the Community Development Director, Mayor, and Mayor Pro Tem, including scheduling and preparing for intensive meetings with prospective commercial retail and hotel developers. • Coordinates and develops the North Sanger Specific Plan for long -range development of a 640 - acre section of the Sphere of Influence, including 3,500 residential units, 300 acres of commercial development, and extensive park space.
• Develops, adopts, and implements the 6th Cycle Housing Element Update and Multi - Jurisdictional Housing Element Update.
• Establish broad departmental goals and policies in accord with the mission of the department and the vision of the City.
• Performs a variety of administrative, technical and professional work in preparation and implementation of economic and community development plans, programs, and services. • Directs economic development initiatives to achieve the goals and objectives established by the City from time to time, including the expansion and diversification of the City’s tax base. • Direct and coordinate the work of department personnel. • Interpret City policies and render decisions regarding department responsibilities. • Direct the preparation and maintenance of the General Plan and its sub-components. • Recommend new standards and ordinances, as well as revisions pertaining to the City’s development.
• Coordinate with other City department directors, developers, citizens, and intergovernmental representatives on matters related to community and economic development. • Prepare, review, analyze, and administer both annual operating and capital improvement budgets for the department.
• Participate in various citizen committees, Planning Commission and City Council meetings, as the key representative for issues related to Economic Development, Building, Planning, Code Enforcement and Housing.
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
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Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• A Bachelor’sMaster’s Degree from an accredited college or university with specialization in public administration, business administration or urban planning and. • five Ten (10) years administrative or management experience.
Licenses, Certificates, and Special Requirements:
• Possession of a valid California operator’s license issued by the Department of Motor Vehicles.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Principles, purpose, and application of building and construction codes, planning and zoning ordinances, engineering practices, and economic development. • Organization and functions of city government.
• Construction, inspection, and housing rehabilitation practices. • Principles and practices of administration and budgeting. • State of California Redevelopment Law.
• Federal and state grant regulations and private sector development techniques. • Tax increment financing.
• Economic, industrial and commercial development.
• SBA Loans and CDBG grant programs.
• Research methods and the source of information pertaining to economic development and business retention.
• Economic development planning relating to City growth, land use, circulation, site planning and urban design.
Ability to:
• Conceive and communicate alternate futures and design functional implementation strategies. • Administer a variety of ongoing activities which involve complex planning, structural engineering, and construction or development matters.
• Establish and maintain effective working relationships with employees, city officials, and the public.
• Engender enthusiasm, and commitment among the members of the development team. • Formulate substantive recommendations for planning, economic development, engineering, and community development programs.
• Develop, implement, and administer comprehensive development programs and standards. • Communicate effectively, both orally and in writing.
WORKING CONDITIONS:
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The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is primarily performed in a standard office setting within a municipal government environment.
The position may occasionally require attendance at off-site meetings, public hearings, or development locations, which could involve limited exposure to outdoor conditions. Tasks are performed in a climate- controlled space with access to necessary technology and resources. The work is deadline -driven and involves managing multiple priorities, strategic planning, and frequent interactions with elected officials, developers, community stakeholders, and City staff.
Physical Demands:
Sedentary Work: Exerting up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to ope rate a computer, telephone, and standard office equipment. The employee may occasionally stand, walk, reach with hands and arms, and stoop or crouch, particularly during site visits or public meetings. Visual acuity is required for reading and preparing documents, viewing a computer screen, and performing administrative and analytical tasks with precision.
261
CITY OF SANGER
PROGRAM TECHNICIAN
DEFINITION:
This position performs technical and administrative duties related to Planning, Building, and Development processes. It reviews applications—including building permits, parcel maps, lot splits, zone changes, and environmental assessments —for compliance with applicable regulations and standards.
The position also supports departmental operations through document preparation, data analysis, and coordination with internal and external stakeholders. Additional responsibilities may be assigned as needed to support community and economic development initiatives.
Under general supervision, performs technical duties in regards to Planning, Building, and other Development processes; reviews applications such as building permits, parcel maps, lot splits, zone changes, and environmental assessments for compliance; performs technical/administrative duties; and performs additional responsibilities as required.
DISTINGUISHING CHARACTERISTICS:
Performs technical and administrative work that bridges customer service and development application processing. Differs from clerical roles by applying knowledge of planning, building, and zoning requirements to review and validate submittals, ensure compliance, and coordinate routing across departments. Differs from professional planning and building positions by focusing on procedural accuracy, software administration, and interdepartmental coordination rather than advanced plan review or policy development. Exercises independent judgment in resolving procedural issues, managing permitting systems, and facilitating communication among applicants, contractors, and City staff.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Provides information to the public regarding zoning classifications, development standards, and permit processes.
• Serves as a point of contact for public records requests; searches hard copy and digital files for permit history and prepares reports for the City Clerk. • Reviews applications such as building permits, parcel maps, lot splits, and zone changes for completeness and compliance with planning and building ordinances; inputs permits into computer and map tracking systems.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
262
• Validates project files for compliance with ICC, CBC, CRC, and City of Sanger Municipal Code requirements; confirms contractor licensure and verifies application materials prior to routing for plan review.
• Evaluates plan sets to determine appropriate departmental review (e.g., Planning, Building, Fire, Civil, Public Works); performs minor technical plan checks to ensure compliance with city standards and development conditions.
• Corresponds with applicants to facilitate streamlined permit processing; provides status updates, identifies corrections, and supports project completion. • Processes encroachment permit applications for the Public Works Department; verifies contractor licensing, ensures application completeness, routes for approval, invoices applicants, and issues permits upon payment.
• Issues approved building, grading, landscape, and occupancy permits; releases stamped plans via email or over-the-counter.
• Schedules daily inspection requests; communicates with contractors and inspectors regarding inspection status and maintains records of inspection results. • Sends PG&E daily utility inspection reports for approved power and gas services; compiles and emails spreadsheets with permit and homeowner information. • Routes utility meter release inspections to PG&E liaisons and records inspection results in tracking software.
• Operates iWorQ permitting software at an administrative level; manages user access, configures fees, archives records, and trains staff on platform use. • Utilizes software and equipment including OneDrive, SharePoint, MS Word, Excel, Adobe Acrobat, Teams, Laserfiche, Civic Plus, Outlook, Canon copiers, Polycom phones, and large-format scanners to support permit processing and documentation.
• Assists inspectors with Spanish translation during field inspections and supports translation needs for other departments including Parks and Recreation, Public Works, and Code Enforcement. • Drives to key development sites to photograph project progress; submits images to the City Planner for website updates.
• Checks balances of 811 fund accounts for development projects using Eden software; tracks fees and financial obligations related to inspections, meetings, and public improvements. • Invoices and confirms payment for permits; monitors account activity, resolves payment discrepancies, and scans receipts into permit records.
• Calculates building permit fee percentages for plan check routing and ensures accurate fee assignment in billing software.
• Compiles technical data for analysis, including demographic and land use information; issues notices of determination and records subdivision maps.
• Prepares and maintains Development Services website content. • Prepares and distributes agenda packets for the Development Review Committee. • Attends meetings and prepares memorialization of proceedings. • Assists in researching new development standards and ordinances. • Contacts public agencies, private firms, consultants, City personnel, and the public to obtain and convey authoritative information.
• Generates and distributes monthly permit reports to the county assessor and construction monitoring agencies; responds to U.S. Census Bureau building permit surveys. 263
• Reports construction project updates to the Building Official for weekly Development Review meetings.
• Provides administrative customer service at the front counter; performs routine clerical tasks, maintains departmental records, and supports interdepartmental communication. • Trains and supervises summer interns and new departmental staff; assigns tasks, provides instruction on software and procedures, and monitors progress. • Provides information to the public regarding such areas as zoning classifications, development standards and permit processes
• Reviews and issues temporary use permits and home occupation permits • Reviews and prepares reports and recommendations regarding applications for lot line adjustments and time extensions
• Reviews applications such as building permits, parcel maps, lot splits, zone changes, and environmental assessment for completeness and compliance/non-compliance with planning and building related ordinances; inputs permits into computer and map tracking systems • Conducts field inspections of property for compliance with zoning ordinance and planning permit standards
• Drafts rough maps and plots land use information; assists with front counter reception duties • Reviews California Environmental Quality Act (CEQA) procedures to assist in preparation of CEQA documents and environmental studies
• Administers the Shopping Cart Retrieval program including preparation of invoices • Makes title searches
• Assigns addresses
• Prepares and distributes agenda packets for Development Review Committee • Attends meetings and prepares memorialization of meetings • Assists in researching new development standards and ordinances • Compiles technical data for analysis such as demographic information and land use information; performs various administrative duties including issuing notices of determination and recording subdivision maps
• Prepares and maintains Development Services website information • Drafts ordinances, resolutions, specifications, notices, agreements, contracts and other materials for administrative review
• Gathers, compiles and analyzes data and prepares technical reports in narrative, graphic, pictorial, tabular, written and oral form
• Contacts public agencies, private firms, consultants, City personnel and the public to obtain and impart authoritative information and data
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• Technical degree with major coursework in planning, engineering, architecture, geography, public administration, or a closely related field.
264
• Any combination of training, education and experience which demonstrates an ability to perform the duties of the position. The typical qualifying entrance background would be One (1) year of increasingly responsible administrative experience in a municipal or county planning department.; or two (2) years of college with major coursework in planning, engineering, architecture, geography, public administration, or a closely related field.
Licenses, Certificates, and Special Requirements:
• Possession of or ability to obtain a valid and appropriate California Driver’s License by time of appointment.
• Bilingual proficiency in English and Spanish is preferred.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Principles and practices of urban planning.
• Computer usage and applications including spreadsheets. • Administrative research techniques.
• Geographic Information Systems (GIS).
• Intermediate mathematics and statistics.
• English grammar, spelling, and composition.
• Recordkeeping principles and procedures.
• Principles of composition and report writing.
• Modern office methods including keyboard skills.
• Bilingual (English/Spanish) preferred.
Ability to:
• Interpret and apply ordinances and regulations.
• Prepare technical reports, documents, and correspondence. • Analyze and systematically compile technical and statistical information. • Read maps and aerial photographs to obtain information such as land use, distance, topography. • Use measuring devices such as engineering scales and architectural scales. • Understand engineering and building plans.
• Learn and apply computer applications.
• Plan, prepare, and provide public presentations.
• Prioritize work and meet deadlines.
• Understand and carry out oral and written technical instructions. • Communicate effectively in English, orally and in writing, with employees, consultants, other. • governmental agency representatives, City officials and the general public. • Speak and write effectively to express ideas on technical subjects clearly and concisely. • Maintain office records and files.
• Attend occasional evening meetings.
• Establish and maintain effective working relationships with those contacted in the course of work. • Operate a vehicle observing legal and defensive driving practices. 265
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is primarily performed in a standard office setting within a municipal or community development environment. Occasional fieldwork may be required, involving limited exposure to weather and uneven terrain. The position entails minimal exposure to environmental hazards or physical risks. Tasks are conducted in a climate -controlled space with access to permitting software, communication tools, and other resources. The work is deadline -driven and may involve multiple priorities, frequent public interaction, and coordination with staff across departments.
Physical Demands:
Sedentary to Light Work: Exerting up to 25 pounds of force occasionally and/or a negligible amount of force frequently to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to operate a computer, copier, scanner, and other standard office equipment. The employee may occasionally stand, walk, reach with hands and arms, stoop, kneel, or crouch. Field-related tasks may require short periods of walking on uneven surfaces and exposure to outdoor conditions. Visual acuity is required for reading and preparing documents, viewing a computer screen, and performing administrative tasks with precision.
Work is typically situated in standard office environment with some field work. This may result in some exposure to weather and requires the ability to perform duties in areas of unstable footing. Hand -eye coordination is necessary to operate computers and various office equipment. Stand, walk, use hands to finger, handle, feel or operate objects, tools or controls, reach with hands and arms, sit, climb, balance, stoop, kneel, talk, hear, and smell. Occasionally lift and/or move up to 25 pounds. Vision abilities required include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus.
266
CITY OF SANGER
SENIOR CODE ENFORCEMENT OFFICER
DEFINITION:
This position is a non -safety role that plans and coordinates field operations for the Code Enforcement Division and oversees tasks performed by code enforcement officers through direct participation and monitoring. Under general supervision, performs enforcement activities related to zoning, land use, nuisance housing, building standards, health and safety, blight, graffiti, water waste, and other public concerns. Manages assignments, provides training and guidance to staff, and serves as a liaison between the division and departmental leadership to ensure consistent application of codes and ordinances.
A non-safety position. Under general supervision, plans, coordinates, and personally participates in the field operation of the Code Enforcement Division and monitors the tasks assigned to code enforcement officers.
DISTINGUISHING CHARACTERISTICS:
Performs advanced code enforcement duties with added responsibility for coordinating field operations and overseeing the work of other code enforcement officers. Exercises independent judgment in handling complex or sensitive cases and provides guidance, t raining, and technical expertise to staff.
Serves as the primary point of contact between the Code Enforcement Division and departmental leadership, ensuring consistent interpretation and application of municipal codes and ordinances.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Enforces compliance with City codes and ordinances related to zoning, land use, nuisance housing, building standards, health and safety, blight, graffiti, water waste, and other public concerns through field and office activities.
• Patrols assigned areas in a City vehicle to identify ordinance violations; evaluates conditions and determines appropriate corrective actions.
• Implements the City’s graffiti abatement program through field response and coordination. • Conducts field investigations and property inspections; issues and posts warnings, violation notices, corrective orders, and compliance directives.
• Schedules and performs follow-up actions including inspections, correspondence, meetings, and negotiations to ensure resolution of violations; issues citations as necessary. • Prepares and maintains accurate documentation, case files, and records of inspections, enforcement actions, and related activities.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [NB2]: This section not included on prior JD
Commented [CA3]: The Essential Functions have been
streamlined for clarity. In the absence of a completed
employee JAT, the JD Team refined the document using
available information and applied grammatical and
formatting corrections as needed.
267
• Drafts reports, memoranda, and correspondence related to enforcement efforts. • Receives and responds to complaints from citizens, agencies, and departments; interviews complainants and witnesses; investigates allegations and recommends resolutions. • Attends meetings and serves as a resource to City departments, the public, and external agencies; provides research, documentation, and interpretation of municipal codes and ordinances. • Identifies and secures vacant properties; posts notices and monitors for transient activity, graffiti, and vandalism.
• Assists in reviewing, drafting, and revising municipal codes; contributes to the development of forms and procedures for enforcement activities.
• Coordinates enforcement efforts with Police, Planning, Building, legal counsel, and other relevant departments and agencies.
• Educates residential and commercial communities on municipal codes, ordinances, and community standards.
• Demonstrates thorough knowledge of applicable codes, ordinances, policies, and procedures. • Trains new code enforcement personnel in operational procedures and standards. • Manages work schedules and assignments within the Code Enforcement Division. • Serves as liaison between the Code Enforcement Division and the Department Director. • Communicates equipment and supply needs to the Department Director for review and approval. • Performs a variety of field and office work in support of the City’s local code enforcement program; enforces compliance with City regulations and ordinances including those pertaining to zoning, land use, nuisance housing, building codes, health and safety, blight, graffiti, water waste, and other matters of public concern.
• Patrols assigned area in a City vehicle to identify and evaluate problem areas and/or ordinance violations; determines proper method to resolve violations. • Participates in the implementation of the City’s graffiti abatement program.. • Prepares evidence in support of legal actions tak en by the City; appears in court as necessary; testifies at hearings and in court proceedings as required. • Conducts field investigations; inspects properties for violations; issues and posts warning notices, notices of violation, corrective notices, orders to comply, and related documentation for code violations; schedules and performs all follow -up functions t o gain compliance including letters, inspections, calls, meetings, discussions, and negotiations to ensure compliance with appropriate codes and ordinances; issues citations and notices of violation as necessary. • Maintains accurate documentation and case files on all investigations, inspections, enforcement actions, and other job related activities.
• Prepares a variety of written reports, memos, and correspondence related to enforcement activities.
• Receives and responds to citizen complaints and reports from other agencies and departments on alleged violations of City zoning and related municipal codes and ordinances; interviews complainant and witnesses; conducts investigations and provides recommen dations for resolution.
• Attends meetings and serves as a resource to other City departments, divisions, the general public, and outside agencies in the enforcement of zoning regulations; provides research and documentation for meetings; interprets and explains municipal codes and ordinances to members of the general public, contractors, business owners, and other interested groups in the field.
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• Locates vacant residences and businesses; secures buildings with proper materials as necessary; posts the property as necessary; checks vacant buildings regularly for transient activity, graffiti, and other forms of vandalism.
• Assists in researching, drafting, and rewriting municipal codes; participates in the development of forms and processes utilized to address various issues. • Coordinates efforts with Police, Planning, Building and related departments, legal representatives, and other staff or agencies as needed.
• Educate commercial/residential communities regarding municipal code, ordinances and community standards.
• Demonstrates a comprehensive knowledge/understanding of applicable codes, ordinances, policies, and work procedures.
• Provides general training of new hires.
• Manages the work schedules of the Code Enforcement Division. • Serves as liaison between the Code Enforcement Division and the Department Director. • Prepares and communicates operational equipment and supply needs to the Department Director for review and approval. Perform related duties as required. • Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• Equivalent to completion of the twelfth grade High school diploma or equivalent, supplemented by specialized training and/or college college -level coursework in criminal justice, public administration, business administration, or other a related field. • One (1) year of work experience involving a high level of public contact substantial public contact, including some experience dealing with the public in anin enforcement, inspection, investigation, or customer service capacity. Experience that includes the enforcement of in enforcing municipal codes is highly desirable.
Licenses, Certificates, and Special Requirements:
• Possession of a valid California driver’s license issued by the California Department of Motor Vehicles and a responsible driving record.
• M u s t p o s s e s s o r h a v e t h e a b i l i t y t o o b t a i n P C-832 certification within twelve (12) months of employment.
• Must possess or have the ability to obtain Certified Code Enforcement Officer designation through CACEO within twelve (12) months of employment.
• Possession of, or ability to obtain, certification in PC -832 within the first twelve (12) months of employment, or
• Possession of, or ability to obtain, designation of Certified Code Enforcement Officer through CACEO within the first twelve (12) months of employment. 269
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Operations, services, and activities of a municipal code compliance program. • Pertinent codes, ordinances, laws, and regulations pertaining to zoning, nuisance abatement, property maintenance, building, health and safety, and related areas. • Procedures involved in the enforcement of codes and regulations including methods and techniques of conducting and documenting field investigations. • City services and organizational structure as they relate to code compliance. • Effective public relations practices.
• Principles and procedures of record keeping.
• Methods and techniques of business correspondence and technical report preparation. • Modern office procedures, methods, and equipment including computers and supporting word processing and spreadsheet applications.
• Occupational hazards and standard safety practices.
• Geographic features and locations within the local area.
Ability to:
• Independently perform a full range of municipal code enforcement and compliance duties. • Interpret and apply applicable codes, ordinances, and regulations related to zoning, nuisance abatement, and health and safety issues.
• Inspect and identify violations of applicable codes and ordinances. • Enforce pertinent codes, ordinances, laws, and regulations with impartiality and efficiency. • Respond to inquiries, complaints, and requests for service in a fair, tactful, and firm manner. • Investigate complaints and mediate resolutions in a timely and tactful manner. • Prepare accurate and detailed documentation of investigation findings. • Maintain logs, records, and files.
• Research, compile, and collect data.
• Prepare clear and concise technical reports.
• Understand and follow oral and written instructions.
• Communicate clearly and concisely, both orally and in writing. • Establish and maintain effective working relationships with those contacted in the course of work. • Meet and maintain standards of adequate physical endurance and agility. • Apply critical thinking and analysis of cases and general operations. • Prepare written and verbal recommendations for improving efficiencies, effectiveness, and identification of code revisions/modifications.
• Define problems, establish facts and draw valid conclusions/resolutions.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation. 270
Environmental Conditions:
Work is performed in both office and outdoor field environments. Field duties involve exposure to varying weather conditions, noise, dust, and potentially confrontational situations. The position requires travel between sites and may include interactions i n residential, commercial, or vacant properties. Tasks are performed in a combination of climate -controlled office settings and uncontrolled outdoor environments. The work may involve variable hours, including weekdays, weekends, and holidays, and is limited to no more than 1,000 hours per year, averaging 20 hours per week.
Physical Demands:
Light Work: Exerting up to 20 pounds of force occasionally and/or a negligible amount of force frequently to lift, carry, push, pull, or otherwise move objects. Work involves frequent walking, standing, bending, kneeling, and reaching during field inspecti ons and site visits. The employee may occasionally climb ladders or crouch to access confined areas. Visual acuity is required for conducting inspections, reading documents, and operating a computer and standard office equipment. Manual dexterity and hearing are essential for communication, documentation, and use of enforcement tools and technology.
Sufficient physical ability and mobility to work in an office and field environment; to stand, stoop, reach, bend, kneel, squat, climb ladders; to lift and/or carry light weights.
Indoor and outdoor environment; travel from site to site; incumbents may be exposed to noise, dust, inclement weather conditions, and potentially hostile environments.
Work variable hours, weekdays, and weekends and/or holidays as necessary.
Work no more than 1000 hours per year, 20 hours per week average.
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CITY OF SANGER
SENIOR PLANNER
DEFINITION:
This position assists the Community Development Director in overseeing, planning, coordinating, and administering current and long -range planning activities within the Community Development Department. Provides technical guidance on professional planning o perations and performs related duties as assigned.
Under general direction, assists the Community Development Director in directing, planning, coordinating and administering the current and advanced planning activities of the Community Development Department; provides technical direction and advice on prof essional planning operations and performs a variety of related duties as required.
DISTINGUISHING CHARACTERISTICS:
Confidential and mid -management in nature, this one -position classification reports directly to the Community Development Director and oversees the activities of the Planning Division. The incumbent plans, coordinates, and supervises division functions wit h a strong emphasis on professionalism and customer service. Operates with significant autonomy in determining work methods and procedures, applying technical expertise, sound judgment, and established precedent to resolve most issues. Refers only complex matters—such as those requiring new procedures or deviating from departmental policies—to the supervisor for guidance.
This one -position classification is a confidential, mid -management position that reports to the Community Development Director. Incumbent is responsible for planning, coordinating and supervising Planning Division activities and functions with the highest degree of professionalism and customer service. Incumbent has considerable independence in selecting work methods or procedures.
Instructions given by the supervisor generally do not provide all of the information needed to complete an assignment. Incumbent is expected to resolve most problems confronted through the application of technical knowledge, judgment and precedent, referring to the supervisor only those problems which involve the establishment of new procedures or which involve solutions that are inconsistent with departmental procedures and policies.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Oversees, coordinates, and performs current and long-range land use planning activities.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
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• Manages environmental analysis and planning studies for complex development projects. • Participates in front counter assistance, responding to inquiries from the public. • Confers with and advises contractors, developers, architects, engineers, and community members on planning matters.
• Prepares reports and recommendations for the City Council and Planning Commission. • Assists in implementing city land use planning goals, policies, and objectives. • Establishes schedules and methods for delivering planning and development services. • Identifies resource needs, reviews with management, and allocates resources accordingly. • Participates in the contract bidding process, including preparation of requests for proposals, evaluation of submissions, and conducting interviews.
• Negotiates and monitors planning-related contract agreements. • Drafts new city ordinances governing land use and development. • Delivers presentations to staff, Planning Commission, City Council, committees, and the public. • Educates stakeholders on the impacts of community planning initiatives. • Processes zoning applications, permits, subdivision and parcel maps, general plan amendments, and environmental review documentation.
• Conducts field inspections and evaluates development proposals for compliance. • Provides staff support to City Council, Planning Commission, internal departments, and advisory committees.
• Assists the Director in developing the department’s budget and work program. • Maintains, updates, and implements the City's General Plan goals, policies, and programs. • Maintains, updates, and implements the City's Housing Element in compliance with State mandates.
• Manages and supervises daily operations of the Code Enforcement Division within the Community Development Department.
• Oversee, coordinate, manage and perform current and advanced professional land use planning functions;
• Manage environmental analysis and planning studies of complex current and advanced planning projects;
• Participate in assisting the public at the front counter; • Confer with and advise contractors, developers, architects, engineers and the general public; • Prepare reports and recommendations to the City Council and Planning Commission; • Assist in the implementation of city land use planning goals and objectives; • Establish schedules and methods for providing planning and development services; • Identify resource needs, review with appropriate management staff and allocate resources accordingly;
• Participate in the contract bidding process;
• Assist in the preparation of request for proposals, evaluate proposals and conduct interviews; • Negotiate and monitor contract agreements;
• Draft new city ordinances governing land use and development; • Make presentations to staff, Planning Commission, City Council, committees and the general public;
• Educate parties on the impacts of community planning projects; 273
• Process all zoning applications, associated reviews and permits, subdivision and parcel maps, general plan amendments and environmental review documentation; • Conduct field inspections and review development proposals; • Provide staff support to City Council, Planning Commission, departments, and committees; • Assist the Director in developing department budget and work program; • Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• Bachelor’s Degree from an accredited college or university in Planning, Architecture, Environmental Design, Urban or Regional Planning, or closely related field. • A minimum of fourFive (5) years of extensive, increasingly responsible experience in professional land use planning involving all aspects of current and advanced municipal planning including primary responsibility for major planning projects or activities, or the equivalent.Five (5) years of progressively responsible professional experience in land use planning, encompassing all facets of current and advanced municipal planning, including primary responsibility for major planning projects or initiatives, or an equivalent combination of experience and training.
Licenses, Certificates, and Special Requirements:
• Possession of a valid and appropriate Class C driver’s license issued by the California Department of Motor Vehicles and a responsible driving record.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Research methods as applied to the collection, tabulation and analysis of data affecting current and advanced public land use planning.
• Engineer drawing and topographic mapping.
• State law relating to environmental impact analysis, general plans, zoning and land divisions. • Methods of graphic illustration and presentation.
• Principles of supervision, training and performance evaluation. • Advanced principles and practices of urban planning and development. • Advanced site planning and architectural design techniques and methods. • Current literature, information sources and research techniques in the field or urban planning. • Technical report writing techniques.
• General principles of economic development and redevelopment.
Ability to:
• Collect, analyze, tabulate and compute land use planning statistics and related information pertaining to planning and zoning research.
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• Conduct current and advanced planning and zoning related research and field inspections. • Present land use planning related information to the Planning Commission, City Council and the general public.
• Clearly and effectively communicate complex ideas and concepts in writing and orally. • Supervise subordinate staff and maintain effective working relationships with others. • Use personal computer including working knowledge of Word, Excel, and PowerPoint (knowledge of ArcView GIS or similar program desirable).
• Use and maintain computer database.
• Establish and maintain efficient and effective filing system of related land use documentation and development.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed primarily in a standard office setting within a municipal or departmental environment, with periodic fieldwork required. Field duties may involve exposure to outdoor elements, uneven terrain, and varying weather conditions. The position may include occasional visits to construction sites, vacant properties, or public spaces. Tasks are performed in both climate -controlled and uncontrolled environments, and the work may involve multiple priorities, deadlines, and frequent interactions with staff, contractors, and members of the public.
Physical Demands:
Light Work: Exerting up to 25 pounds of force occasionally and/or a negligible amount of force frequently to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, standing, walking, talking, hearing, and the use of hands to operate a computer, handle documents, and interact with tools or controls. The employee may occasionally reach with hands and arms, stoop, or crouch during site visits or inspections. Visual acuity is required for reading and preparing documents, viewing a c omputer screen, and conducting field evaluations with accuracy.
Regularly required to stand; walk; sit; use hands to find, handle or feel objects, tools or controls; reach with hands and arms; talk and hear clearly. Strength: Light work – lifting, carrying and/or pushing 25 pounds maximum with frequent lifting and/or c arrying objects weighing less than 25 pounds; work is primarily sedentary.
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CITY OF SANGER
ADMINISTRATIVE ASSISTANT
DEFINITION:
This position performs a variety of complex clerical and secretarial tasks; supports the department director by managing administrative details; and carries out related duties as assigned. Under direction, performs a variety of difficult clerical and secretarial work; relieves the director of a department of administrative details; and does related work as required.
DISTINGUISHING CHARACTERISTICS:
Serves as a journey -level classification responsible for performing diverse and complex clerical duties requiring independent judgment and thorough knowledge of departmental operations and general government functions. Provides lead support or training to part -time or entry -level clerical staff and functions as the secretary to the Department Director.This is a journey level class performing diverse and complex duties requiring independent judgment and clerical skills; must know organization and function of the departments general government; may lead or train part -time or entry level clerical personnel; acts as secretary to the Department Director.
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Performs confidential secretarial duties for the Department Director. • Prepares, types, and assembles agenda packets for meetings; takes and transcribes meeting minutes.
• Initiates and monitors follow -up actions to ensure timely completion of routine departmental reports.
• Assists in preparing departmental budgets; maintains office accounts and financial records. • Receives and processes payroll, billings, and fee transactions; may handle currency. • Orders, tracks, and maintains office supplies and inventory. • Maintains complex filing systems; recommends improvements to enhance efficiency. • Reviews documents for accuracy in grammar, spelling, and English usage. • Serves as department receptionist; responds to public inquiries, requests, and complaints with professionalism.
• Schedules appointments, meetings, and conferences for the Department Director and staff. • Compiles statistical data, prepares reports, and processes requisitions to support administrative functions.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [CA2]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
276
• Coordinates with external agencies, organizations, and vendors to facilitate departmental operations.
• Coordinates employee training logistics, including scheduling travel, submitting per diem requests, and arranging transportation.
• Plans and coordinates community and employee events, including itinerary development and vendor participation.
• Maintains employee files and submits confidential personnel documents (e.g., PAF, COE, LOA, LOI, LOR) to Human Resources.
• Prepares and submits departmental financial reports and reimbursement claims to the Administrative Analyst, including grant-related documentation. • May assign and review work of part-time or entry-level clerical staff. • May be required to work overtime based on operational needs.Performs secretarial work for the Director of a department such as:
•
• Prepares, types and assembles agenda packets for meetings • Takes and transcribes meeting minutes
• Initiates and follows up actions to insure proper completion of routine departmental reports • Assists in the preparation of the department budget(s) • Keeps office accounts
• May receive some currency
• Orders and maintains supplies
• Prepares payroll, billings and fee records
• Maintains and recommends improvement in complex filing systems • Reviews materials for errors in grammar and English usage • Serves as a receptionist for department and staff
• Provides information, answers requests and complaints from the public • Schedules appointments with department director or staff member • May relieve supervisor of administrative detail such as compiling statistical information, reports, requisitions
• Schedules meetings and conferences
• Works cooperatively with various agencies, organizations, and vendors • May assign and review the work of clerical subordinates • May be required to work overtime
• And other duties as required
• Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• High school diploma or equivalent. Completion of the twelfth grade or equivalent •
• Supplementary courses in modern office practices.
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• Two (2) years of responsible clerical experience in City government or equivalent.
Licenses, Certificates, and Special Requirements:
• None
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Modern office methods, equipment and procedures.
• Telephone and receptionist techniques.
• Filing techniques.
• Business letter and report writing.
• Correct English usage, spelling, punctuation and grammar. • General organization and functions of the City government. • Advanced application of Microsoft word.
Ability to:
• Perform responsible clerical and secretarial work requiring independent judgment, speed and accuracy.
• Learn the functions and procedures of the assigned department. • Take responsibility for compilation and organization of reports. • Compose correspondence from verbal instructions or marginal notes. • Make arithmetical calculations with speed and accuracy. • Understand and carry out oral and written directions. • Type at a speed of (60) WPM from clear copy.
• Meet the public tactfully and courteously and furnish routine information. • Establish and maintain cooperative workingcooperative working relationships with officials, employees, and others contacted in the course of work.
• Use good judgment in assessing priority to work loadworkload. • Learn, interpret and apply policies, laws, rules and regulations.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed in a standard office setting within a municipal or departmental administrative environment. The position involves minimal exposure to environmental hazards or physical risks. Tasks are conducted in a climate -controlled space with access to necessary technology, records, and communication tools. The work is deadline -driven and may involve shifting priorities, confidential materials, and frequent interactions with staff, vendors, and members of the public.
Physical Demands:
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Sedentary Work: Exerting up to 10 pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects. Work involves frequent sitting, talking, hearing, and the use of hands to ope rate a computer, telephone, and standard office equipment. The employee may occasionally stand, walk, reach with hands and arms, and stoop or crouch.
Visual acuity is required for reading and preparing documents, viewing a computer screen, and performing detailed clerical and administrative tasks with accuracy.
279
CITY OF SANGER
ANIMAL CONTROL OFFICER
DEFINITION:
This position enforces municipal ordinances related to animal control within city limits. It collects and transports animals to designated shelters and performs related duties as required. The role operates under general supervision and requires independence and discretion when interacting with the public and conducting field enforcement activities.Under general supervision, to enforce municipal ordinances governing the keeping of animals in the City; to collect and transport animals to the shelter and to do related work as required. The work requires independence and discretion in dealing with the public and in conducting field enforcement activities.
DISTINGUISHING CHARACTERISTICS:
ESSENTIAL JOB DUTIES:
The following duties are typical for this classification. Incumbents may not perform all of the duties listed and/or may be required to perform additional or different duties from those set forth below to address temporary or permanent changes in business needs and/or practices. • Responds to calls and complaints regarding stray, vicious, diseased, or deceased animals by patrolling streets in a vehicle.
• Investigates animal-related complaints and emergency incidents, including bites and suspected rabies cases; quarantines animals and contacts victims to gather incident details. • Assists the public in claiming impounded animals and conducts follow-ups on returned animals. • Enforces animal control laws by issuing warnings and citations. • Captures, restrains, or incapacitates animals that are ill, injured, aggressive, or pose danger. • Engages with residents to resolve licensing and vaccination-related concerns. • Maintains detailed records and prepares reports documenting enforcement actions. • Documents violations through photography; gathers and organizes evidence for legal proceedings; posts abatement notices; prepares correspondence, forms, and reports; operates communications equipment.
• Cleans, maintains, and disinfects the animal control vehicle and city impoundment facility. • Provides accurate information to the public and resolves service issues and complaints. • Cultivates and maintains effective working relationships with the community, city and county agencies, professional associations, and City personnel. • Assists the public throughout the animal adoption process at the city shelter.
Commented [CA1]: Refined the Position Summary and
Distinguishing Characteristics for clarity and consistency.
Streamlined language, removed redundancies, applied third- person active verbs, and ensured the distinguishing section clearly differentiates the role without repeating the
summary.
Commented [NB2]: Prior JD did not include this section.
Commented [CA3]: The Essential Functions have been
streamlined for clarity and conciseness. Additions and
enhancements were incorporated based on detailed
information provided in the employee Job Assessment Tool (JAT), ensuring alignment with actual duties performed and the scope of responsibilities.
280
• Patrol streets in a vehicle to respond to calls or complaints from the public regarding stray, vicious, diseased or dead animals;
• Investigate complaints and emergency calls regarding animals; • Investigate animal bites, quarantine animals suspected of being rabid, contact bite victims to ascertain the circumstances of an incident;
• Assist the public in claiming animals and follows -up on animals which have been returned to owners;
• Enforce animal control laws by issuing warning and citations; • Capture, control or incapacitate animals including ill, injured, vicious or dangerous animals; • Contact citizens and resolve complaints regarding licensing and vaccination requirements; • Maintain records and reports of enforcement activities; • Photograph violations; gather evidence for court proceedings; post notices relating to required abatement; compose and type correspondence, reports, forms and specialized documents; operate communications equipment;
• Clean, maintain and disinfect animal control truck and city impoundment facility; • Provide information as appropriate and resolve service issues and complaints; • Establish positive working relationships with the community, city/county agencies, associations and City management and staff;
• Assists the public in the process to adopt out, animals in the city's shelter • Performs related duties as assigned.
MINIMUM QUALIFICATIONS:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education/Experience:
• a High school diploma or equivalent.
• Any combination of education and experience that has provided the knowledge, skills and abilities necessary for an Animal Control Officer may be considered qualifying. A typical way of obtaining the required qualifications is to possess One (1) y e a r o f e x p e r i e n c e i n t h e c a r e a n d handling of animals. and
• a high school diploma or equivalent.
Licenses, Certificates, and Special Requirements:
• Possession of a valid California DriversDriver’s License and a good driving record.
The following generally describes the knowledge , skills, and abilities to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Basic methods of animal collection and care;care.
• Animal control protection laws and regulations;regulations. • Common animal diseases;diseases.
• Safe work practices;practices.
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Ability to:
• Deal courteously and effectively with the public;public. • Keep records and prepare reports;reports.
• Understand and carry our oral and written instructions;instructions. • Establish and maintain cooperative working relationships;relationships. • Learn laws and ordinances pertaining to animal regulation including those governing the collection, impoundment, treatment and disposaidisposal of animals;animals. • Ability to safely and effectively operate the tools and equipment used in the capture, control and maintenance of animals.
WORKING CONDITIONS:
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made for some physical demands for otherwise qualified individuals who require and request such accommodation.
Environmental Conditions:
Work is performed primarily outdoors in varied and potentially extreme weather conditions, including heat, cold, and rain. The position involves regular exposure to environmental hazards such as aggressive animals, traffic, and unsanitary conditions. Dutie s may require operating a city vehicle in high -traffic areas, managing animal -related emergencies, and working with constant interruptions. The employee may be assigned to shifts that include evenings, weekends, and holidays. Tasks demand flexibility, safety awareness, and consistent interaction with the public in sometimes stressful or unpredictable situations.The incumbent in this position works outdoors in all weather conditions including wet, hot and cold. The position entails working in hazardous situations involving the capture, custody and maintenance of a variety of domestic and wild animals. The nature o f the work also requires the incumbent to climb ladders, drive motorized vehicles, work in heavy vehicle traffic conditions and often work with constant interruptions. Works varying shifts, holidays and weekends.
Physical Demands:
Medium Work: Exerting up to 50 pounds of force occasionally and/or up to 25 pounds of force frequently to lift, carry, push, pull, or otherwise move animals, equipment, and supplies. Work involves frequent standing, walking, bending, crouching, and reaching on various surfaces, including slippery or uneven terrain. The employee regularly performs tasks that require grasping, twisting, and repetitive hand movements. Occasional crawling, kneeling, and ladder climbing may be required. Visual acuity is essential for inspecting animals, reading reports, and operating equipment; acute hearing is required to respond effectively during phone and in- person interactions.Position requires sitting, standing, walking on level and slippery surfaces, reaching, twisting, turning, kneeling, bending, stooping, squatting, crouching, grasping, crawling and making repetitive hand movement in the performance of daily duties.
The posi tion also requires both near and far vision when inspecting work and operating assigned equipment and acute hearing is required when providing phone and face-to-face service.
The need to lift, carry, pull and push tools, supplies and other equipment weighing 25 pounds or more is also required.
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CITY OF SANGER
COMMUNITY SERVICE OFFICER IICOMMUNITY SERVICE OFFICER
DEFINITION:
This position performs non-critical law enforcement tasks under general supervision during an assigned shift. Carries out duties that do not require sworn peace officer status, including traffic control, clerical support, non- emergency service calls, court liaison responsibilities, and property and evidence management. Participates in crime prevention programs and community outreach activities such as safety fairs, neighborhood watch events, school carnivals, and police department tours. May be required to work shifts or overtime based on staffing and workload needs of the police department. Performs related duties as assigned. A non-sworn classification under general supervision on an assigned shift performs non-critical law enforcement tasks (i.e., duties not requiring a sworn peace officer). Participates in crime prevention programs with various entities, such as safety fairs , neighborhood watch, school carnivals, police department tours; traffic control; grant programs; clerical work; non-emergency calls for service; court liaison duties; property and evidence duties; and other related work as required. Shift work or overtime may be required as hours will be adjusted to meet staffing and work load needs of the police department.