FOR THE COUNCIL MEETING OF MAY 17, 2022
COUNCIL AGENDA REPORT
TO:
FROM:
SUBJECT:
City Council
City Manager
Prepared by: Director of Finance
BUDGET AMENDMENTS — OPERATIONAL CHANGES RELATED TO THE
FINANCIAL REPORT FOR THE THIRD QUARTER ENDING MARCH 31, 2022 RECOMMENDATION:
That the City Council adopt Resolutions: 1) approving third quarter amendments to the 2021- 22 Budget for personnel and operational changes; and 2) approving and adopting a comprehensive Salary Schematic Schedule for all full-time and part-time employees in accordance with CALPERS guidelines.
BACKGROUND:
As part of the City's budget process, staff presents to the City Council various personnel and operational changes in conjunction with the quarterly financial report. Staff is presenting nine budget amendment requests for incorporation into the 2021-22 Budget.
As the City works to become a high -performing organization, it must align the strategy of the departments with the City's goal of attracting and retaining talent to build organizational capacity, and to keep pace in a constantly evolving public service environment with ever-changing regulatory and compliance demands.
While it is important to note the tactical elements associated with change management, the strategic nature of change management must not be understated. Effective organizational change management (OCM) processes support organizational strategy. OCM is critical when pursuing transformational changes that are designed to support the business strategy and long- term goals of the organization. This support can involve initiatives such as structuring organizational realignments to the development of a supportive human resource allocation plan.
The City's organization must address changes affecting processes, activities, functions, and business systems — while maintaining a system, level view.
Like other public agencies, the City of Santa Maria operates in an environment full of complexity and rife with many uncertainties. The ability for the City to navigate changes in its internal and external operational environment is often critical to success and goal achievement. To achieve transformational changes, it requires identifying and clarifying goals, defining, and adopting business strategies, and creating appropriate change controls and procedures to leverage as dictated by changes in conditions.
DISCUSSION:
CITY MANAGER, ATTORNEY, FINANCE, AND POLICE/GENERAL FUND 1 Establish the City of Santa Maria Confidential Technician II I classification, Business Program Leader I (32 -hour, part-time) classification, and approve the corresponding job classifications specifications (Attachment A and Attachment B).
The City's Alignment Project is a key City project approved and adopted by the City Council as was intended to align employee performance with business and operational results. The intent of the Alignment Project is to connect employee performance with operational results in the employees' respective departments by enhancing skills, developing talent to meet current and future organizational needs, and promoting the right candidates with the right skills into positions.
Due to staffing and organizational changes since the Alignment Project was approved by the City Council, the current Chief Human Resources/Organizational Development Officer plans to set forth timelines for the project implementation
The Confidential Technician III classification provides a wide range of para-professional duties involving complex human resources, payroll, and timekeeping records. The classification differs from the general administrative clerical series in that incumbents are privileged to highly confidential and sensitive information regarding the decision -making processes affecting labor relations, human resources, payroll, and employment transactions.
In December 2021, the City Council approved the Business Program Leader job classification series affording greater flexibility in both work assignments and the ability to promote through professional growth and outstanding performance while working within the City's Alignment Project and competency -based hiring and performance management model to attract and retain talents. Municipal Code 2-20.16 delineates part-time and limited -service employment. The creation of a part-time 32 -hour Business Program Leader I permits organizational flexibility.
Increase allocation of 1.0 FTE to a classification comparable to the Organizational Leader classification in the current 2021-22 fiscal year for Finance Department.
Human Resources will return to the City Council on June 21, 2022, with a recommendation to approve an Organizational Leader classification, a bracketed broadband pay band structure to encompass higher skills and expertise to function as Assistant Department Director or be responsible for major enterprise programs. Due to the critical business needs in the Finance Department, an allocation of 1.0 FTE classification comparable of Organizational Leader classification in the current 2021-22 fiscal year for the Finance Department is recommended.
This allocation is critical to provide administration, oversight, planning, and coordination of the City's financial management activities; ensure the financial integrity of the City; serve as a principal advisor to the City Manager and Finance Director on financial matters; and perform related duties as required. There will be no or very minimal cost impact in fiscal year 2021-22.
Authorize a re -allocation of a Consultant III (limited -service) classification to a 32 -hour part-time classification Business Program Leader I in Human Resources/Risk Management Division.
It is recommended that the City Council authorize the re -allocation of a limited -service classification from Consultant III to a 32 -hour part-time classification of Business Program Leader I in the Human Resources/Risk Management Division. The re -allocation will result in additional salary and benefit costs of $6,500 in FY 2021-22. Due to salary savings, there are sufficient appropriations for this additional cost increase in FY 2021-22. 2 Authorize the re -allocation of a 32 -hour part-time classification from Clerk II in City Attorney's Office to a full-time classification of Code Enforcement Technician.
It is recommended that the City Council authorize a re -allocation 32 -hour part-time classification of Clerk 11 in the City Attorney's office to that of a full-time classification of Code Enforcement Technician resulting from a reclassification study as the current incumbent of the Clerk 11 position is working out of class and performing the duties of a Code Enforcement Technician. The re- allocation will result in additional salary and benefit costs of $5,400 in FY 2021-22. Due to salary savings, there are sufficient appropriations for this additional cost increase in FY 2021-22.
Authorize the re -allocation of a full-time classification from Confidential Office Clerk in City Manager's Office to that of a full-time classification of Confidential Technician 1/11.
This re -allocation will bring the position title in line with other similar positions within the City Manager's Office and more accurately describe the level of work expected of the position. The re -allocation will result in additional annual salary and benefit costs of $25,000. There is no fiscal impact in FY 2021-22 since the position is currently vacant.
Decrease 1.0 FTE Secretary to the City Manager classification and add 1.0 FTE Confidential Secretary classification in the City Manager's Office Administration division. Decrease 1.0 FTE Confidential Secretary classification and add 1.0 FTE Secretary classification to the City Manager in the Finance Department.
The City Manager's Office temporarily reassigned the Secretary to the City Manager position to the Finance Department in August 2021, while Finance recruited for a Confidential Secretary.
Unfortunately, with the tight labor market, the recruitment did not result in a successful candidate.
The City Manager's Office and Finance staff discussed options and determined the best option to meet operational needs was to permanently assign the Secretary to the City Manager position to Finance and move the vacant Confidential Secretary to the City Manager's Office. This is cost neutral with no fiscal impact.
3 Authorizes the adjustment of the Limited Services Provisional Police Officer classification salary steps to be equal to the salary steps of a full-time Police Officer.
It is recommended that the City Council authorize the adjustment of the Limited Services Provisional Police Officer classification salary steps to be equal to the salary steps of a full-time Police Officer. This action is required to bring the Provisional Police Officer salary steps in compliance with CaIPERS rehired annuitant regulations that require that positions in which retired annuitants are hired into cannot have a pay rate that is less than the minimum or exceed the maximum paid to other employees performing comparable duties as listed in the employer's publicly available pay schedule. Due to the number of vacancies in the Police Department, this will enable the department to rehire retired police officers and meet the City Council's goals of a safe city. Due to salary savings, there are sufficient appropriations for this additional cost increase in FY 2021-22.
Authorize the establishment of a Comprehensive Schematic Pay Schedule for all full-time and part-time employees in accordance with CaIPERS guidelines.
CaIPERS requires whenever there are changes to one or more pay rates, whether through the Meet and Confer process, employment contracts, new classifications, reclassifications, etc., the City update the Comprehensive Schematic Pay Schedule and present it to the City Council for review and approval. Any updates will include an effective date and date of any revisions and are to be retained by the City and available for public inspection of not less than five years. The Schedule (Attachment C) incorporates new classifications and classification salary changes recommended and identified above. Upon adoption of the Resolution by the City Council, the Schedule will be posted on the City of Santa Maria's website.
PUBLIC UTILITIES/WASTEWATER FUND
Increase appropriations by $600,000 in the Wastewater Fund and authorize the purchase of a new vactor sewer truck.
With the concurrence of the Public Works Fleet Division, the Utilities Department requests authorization to purchase a 2023 vactor sewer truck for use at the Wastewater Treatment Plant.
An existing 2007 vactor sewer truck has reached the end of its useful life and in 2023, will no longer meet California emission regulations. The 2007 vactor sewer truck was scheduled and replacement dollars collected were used to purchase another vactor sewer truck in 2019. The 2007 vactor sewer truck was retained to meet operational needs at the Wastewater Treatment Plant. The estimated cost of the vactor sewer truck is $600,000. The vactor sewer truck provides resiliency in Wastewater operations and allows the division to operate in a more efficient and cost-effective manner.
Increase appropriations by $160,000 in the Mobile Equipment (Fleet) Fund and authorize the replacement of a John Deere 410L backhoe.
With the concurrence of the Public Works Fleet Division, the Utilities Department requests authorization to purchase a John Deere 410L Backhoe for use in Water operations. An existing 4 2008 John Deere Backhoe has reached the end of its useful life. The John Deere 410L Backhoe allows the Water Operations Division to perform repairs in an efficient and cost-effective manner.
Alternative
A decision to not approve the budget amendments is an alternative to this recommendation; however, doing so will limit the ability to maintain required operational services, and would prevent specific capital improvements projects from being completed.
Fiscal Considerations
If approved, the recommended budget amendments would result in the following changes in Fund Balances: 1) a decrease in the Wastewater Fund by $600,000 and 2) a decrease in the Mobile Equipment (Fleet) Fund by $160,000. Proposed personnel changes will be funded through budget savings and will not affect Fund Balance in fiscal year 2021-22.
Impact to the Community
The requested budget amendments will enable staff to maintain operations and meet new State regulatory requirements.
MARY HARVEY
Director of Finance
ATTACHMENTS: A — Confidential Technician III — Class Specification B — Business Program Leader I (part-time) — Job Description C — Full -Time, Part -Time, Limited -Service Bi-Weekly Salary Schematic 5 CONFIDENTIAL TECHNICIAN III
SALARY RANGE
$2,579.09 - $3,134.89 Biweekly
SUMMARY/IDENTIFYING CHARACTERISTICS:
Under general direction, incumbents perform a wide range of para-professional duties involving human resources, payroll, and timekeeping records. Incumbents may supervise or provide technical guidance/leadership to subordinate employees using the human resources, payroll, and timekeeping systems. Carries out technically complex human resources, payroll and timekeeping work and are responsible for collecting, organizing, and reporting data from multiple systems to professional staff; and correcting or editing data as described. This class differs from the general clerical series in that incumbents are privy to highly confidential and sensitive information regarding the decision -making processes affecting, labor relations, human resources, payroll, and employment transactions.
The Confidential Technician III position is a Front -Line Supervisor role that is responsible for providing day-to-day leadership, training, guidance, and supervision to assigned staff. The incumbent also performs the more advanced journey -level duties.
This classification typically resides in the Finance Department or City Manager's Office.
ESSENTIAL DUTIES/RESPONSIBILITIES:
These duties are a representative example; position assignments may vary depending on the business needs of the department and focus area.
Examples of Payroll Focused Confidential Technician III duties:
• Manage and review all work entered by subordinate during payroll process. Provide guidance and clarification on questions and situations related to payroll. Trains subordinate staff on payroll policies and procedures as needed. May supervise subordinate staff. • Establishes and maintains payroll records in computerized payroll and personnel systems using a working knowledge of tax code, labor law and agency MOUs; applies appropriate system codes for accurate processing of payroll and benefit issuance. • Reviews, verifies accuracy, and processes documentation and forms for onboarding new employees accurately in accordance with laws determining taxation based on bargaining group and employee type, changes in current employees' status, classification, position, or salary, and separation of employees from City employment; assists employees and directs departments with procedure and necessary paperwork
• Receives timecard records from City departments, reviews for completeness and accuracy, verifies compliance with payroll procedures, City MOUs and FLSA; consults with departments as needed. Process payroll transactions, verify proper authorizing signatures, coding proof and/or correct data entry and calculate necessary adjustments to assure employees are paid in an accurate and timely manner.
• Completes specialized and advanced payroll and benefits tasks such as wage garnishments, processing of health insurance premiums from employees on extended leave, integration of state disability insurance payments with employee benefit time, etc. Ensure regulatory
ATTACHMENT A
reporting requirement compliance with federal, state, and local payroll, wage, and hour laws and best practices.
Collects, maintains, and analyzes payroll and benefits information and data using spreadsheets and other software; ensures compliance with Public Employee Retirement Law reporting requirements.
• Provide COBRA benefits information to separating/retiring employees. Help employee understand qualifications and regulations of benefits. Serves as liaison between City Payroll, Human Resources, and other City departments.
Prepares a variety of specialized payroll reports and documentation on a scheduled or as needed basis. Perform a variety of technical and complex special payroll transactions such as corrections, retroactive pay, working -out -of -classification premiums, overtime, and stipends. Prepare required monthly, quarterly, and year-end reports, such as W -2's, 1095's, Labor Statistic reports, compensation, and retirement reporting.
Provides input into the development of payroll procedures; works with City information technology staff in testing and revision of software as needed.
Complete requests for employment and payroll verifications for mortgage/student loans, public assistance programs. Tracks unpaid medical leave in accordance with City MOUs, advises department on relevant dates and related actions.
Research employee data and responds to CaIPERS requests for service history, salary, and related information. Trains City department staff as needed to utilize City payroll system to make timecard entries and run reports used for benefit tracking, budget development, funding applications and other reporting needs.
Calculate and remit applicable withholding liabilities for employees that include federal, state and health tax, retirement deductions, garnishments, and benefits. Calculate and ensure that payments are sent to the appropriate agency and/or creditor for wage and tax garnishments/levies and child support and medical withholding notices The essential duties and responsibilities can be adapted if the focus of the position is performing duties the City Manager's Office rather than the Finance Department. These duties will be performed at an advanced journey level.
CORE COMPETENCIES:
Front-line Supervisor:
• Incumbents should have a solid foundation of Individual Contributor core competencies identified by the organization, as well as the following core competencies identified as essential for Front-line Supervisor (click the hyper link to see the full definition Front Line Supervisor Competencies):
• Assertiveness - Effective performers are self-confident, readily offer options and take action, and challenge others when appropriate. They trust their judgment. • Conflict Management - Effective performers recognize that conflict can be a valuable part of the decision -making process. They support and manage differences of opinion and use consensus and collaboration to resolve issues.
• High Standards - Effective performers model professional standards, pay attention to detail, continually seek to improve processes, hold staff accountable, and find best practices.
• Informal Communication - Effective performers clearly and articulately convey information to others. They accurately interpret and understand nonverbal cues. • Positive Impact - Effective performers make positive impressions on those around them. They are personable, self-confident, optimistic, enthusiastic, and generally likable. • Delegation - Effective performers willingly entrust work to others, provide clear guidelines, provide challenging assignments, and empower others.
• Active Listening - Effective performers offer their full attention when others speak, actively listen, and demonstrate verbal and nonverbal listening cues to ensure understanding. • Team Management - Effective performers select and build effective work groups, understand the human dynamics of team foundation, and create and maintain functional teams. They formulate team roles, provide guidance, and reward team behavior. • Influence - Effective performers are skilled at directing, persuading, and motivating others. They establish a personal power base built on mutual trust, fairness, and honesty, and flex their style to direct, collaborate, or empower others.
QUALIFICATIONS/EXPERIENCE:
Desired Knowledge of/Experience in:
• Applicable Federal and State laws, labor contracts, Municipal Code and City rules and regulations.
• Principles, practices, methods, terminology, and procedures involved in human resources matters, payroll preparation, monitoring, and control.
• Principles and practices of tax withholdings, voluntary deductions, garnishments, and fringe benefits.
• Principles and practices of training and providing work direction to others. • Accounting, bookkeeping, and financial recordkeeping principles and procedures related to city accounting and payroll processing.
• Graduation from high school, and/or equivalent combination of education and experience sufficient to successfully perform the essential duties of the job such as those listed above. • Current technical/professional knowledge of complex principles, methods, standards, and techniques associated with the scope of work of a recognized profession, such as:
• Effective supervision.
• Effective verbal and interpersonal communication skills. Microsoft Office Suite (or equivalent). • Effective use of computer and other office equipment. • Required licenses and/or certifications associated with the assignment:
CONDITIONS OF EMPLOYMENT:
Possession of a valid and appropriate Driver License. Must have and maintain a satisfactory driving record and meet City liability requirements to drive for City business.
The incumbent must meet the physical requirements of the job class and have mobility, balance, coordination, vision, hearing, and dexterity levels appropriate to the duties to be performed.
CITY OF SANTA MARIA
BUSINESS/PROGRAM LEADER I (Part -Time)
Salary: $40.17/h - $50.46/h
JOB TITLE: Business/Program Leader I (Part- DEPARTMENT: City Wide Time)
CLASSIFICATION: Exempt
UNIT: mpt
GRADE: bp
ESTABLISHED: May 2022
LEVEL: Middle Manager
SUMMARY / IDENTIFYING CHARACTERISTICS:
The Business/Program Leader classification is a middle -management leadership classification, with three levels of competency, skill and expertise encompassed within a single classification. Incumbents in this classification possess and exhibit Middle Management Core competencies.
Business/Program Leader I incumbents are managers or analysts who could be new to the management workforce or have journey level experience and are leaders responsible for assignments that consist of complex and analytical staff work. Incumbents at this level can also be journey level managers who work on projects, programs, initiatives, or services that are focused on internal department processes and procedures. Could manage administrative staff.
ESSENTIAL DUTIES/RESPONSIBILITIES:
The following describes the duties at the BPL I level of essential duties and responsibilities. The duties as shown below are not intended to show every job duty of the classification and instead are focused on the key concepts for the work.
• As the individual at this level is either new to their role or has journey level experience work performing high-level complex analytical staff.
• Performs a wide range of administrative, research and technical work supporting departmental functions.
• Supports one or more core administrative functions or programs:
• Human Resources function
• Financial/Budget function
• General Operational function
• Participates on committees or project teams.
• Through analytical work, provides advise and recommendations to departmental leadership. • Participates in the development and implementation of departmental policies. • Exercises sound judgement.
• May deploy resources as necessary to accomplish work. • Exercises independence in performing their work.
• Work is executed consistently and at an elevated level.
ATTACHMENT B
CITY OF SANTA MARIA
BUSINESS/PROGRAM LEADER I (Part -Time)
Salary: $40.17/h - $50.46/h
CORE COMPETENCIES:
Middle Manager:
Incumbents should have a solid foundation of Individual Contributor and Front-line Supervisor core competencies identified by the organization, as well as the following core competencies identified as essential for Middle Manager (click the hyper link to see the full definition Middle Manager Competencies):
• Talent Development - Effective performers keep a continual eye on the talent pool to monitor skills and needs of team members. They expand staff skills through training, coaching, and development. They evaluate and articulate present performance and future potential. • Organizing & Planning - Effective performers have strong organizing and planning skills that allow them to be highly productive and efficient, manage time wisely, and effectively prioritize multiple competing tasks.
• Organization Knowledge - Effective performers understand the workings of a municipal organization, formal and informal policies, and structures, and know "how the place works." • Relationship Building - Effective performers understand that a primary factor in success is establishing and maintaining productive relationships. They interact with people and are good at it. They devote appropriate time and energy to establishing and maintaining networks. • Results Orientation - Effective performers maintain appropriate focus on outcomes and accomplishments, are motivated by achievement, and persist until the goal is reached. • Industry Knowledge - Effective performers understand the general workings of local government within which the organization functions and maintain a current knowledge base. • Written Communication - Effective performers write clearly and concisely, composing informative and convincing documents. They use written language to convey substance and intent with simplicity, accuracy, and clarity.
• Financial Acumen - Effective performers understand the financial framework of the organization.
They are cost conscious and fiscally responsible and use financial data to make informed business decisions.
• Change Agility - Effective performers are adaptable, are effective in the face of ambiguity, and support an orientation for change.
• Technology Savvy - Effective performers use technology to be successful in their organizational role. They value technology and leverage existing and new technology to achieve efficiency.
QUALIFICATIONS/EXPERIENCE:
Depending on the level of the assignment incumbents may be required to possess some or all the following:
• Current technical/professional knowledge of the complex principles, methods, standards, and techniques associated with the scope of work of a recognized profession, • Possession of license(s) and/or certifications associated with the assignment,
CITY OF SANTA MARIA
BUSINESS/PROGRAM LEADER I (Part -Time)
Salary: $40.17/h - $50.46/h
• Educational degree in a specific area of study; and
• Mastery of some or all core competencies described, including those of Individual Contributor and Front-line Supervisor, depending on the assignment.
CONDITIONS OF EMPLOYMENT:
• Possession of a valid and appropriate Driver License. Must have and maintain a satisfactory driving record and meet City liability requirements to drive for City business. • Requires completion of a background investigation to the satisfaction of the City. • The incumbent must meet the physical requirements of the job class and have mobility, balance, coordination, vision, hearing and dexterity levels appropriate to the duties to be performed.
SUPPLEMENTAL INFORMATION:
• May require completion of a pre -employment physical to the satisfaction of the City. • Reasonable accommodation(s) for an individual with a qualified disability will be considered on a case -by -case basis.
City of Santa Maria
Schematic Full -Time Bi-Weekly Rates
Effective 05/17/2022
Grade Description
322 ACCOUNT CLERK - SCALE HOUSE g 1,665.82 1,749.11 1,836.57 1,928.40 2,024.82 324 ACCOUNT CLERK I g 1,625.15 1,706.41 1,791.73 1,881.32 1,975.39 323 ACCOUNT CLERK II g 1,797.32 1,887.19 1,981.55 2,080.63 2,184.66 136 ACCOUNTING MANAGER m 4,145.18 4,352.44 4,570.06 4,798.56 5,038.49 370 ACCOUNTING TECHNICIAN I g 1,973.67 2,072.35 2,175.97 2,284.77 2,399.01 371 ACCOUNTING TECHNICIAN II g 2,176.45 2,285.27 2,399.53 2,519.51 2,645.49 374 ACCOUNTING TECHNICIAN III g 2,285.26 2,399.52 2,519.50 2,645.48 2,777.75 367 ADMINISTRATIVE ASSISTANT g 2,166.34 2,274.66 2,388.39 2,507.81 2,633.20 447 ARFF SPECIALIST I f 2,583.10 2,712.26 2,847.87 2,990.26 3,139.77 448 ARFF SPECIALIST II f 2,841.36 2,983.43 3,132.60 3,289.23 3,453.69 126 ASSISTANT CITY ATTORNEY m 5,274.31 5,538.03 5,814.93 6,105.68 6,410.96 110 ASSISTANT CITY MANAGER m 6,777.29 7,116.15 7,471.96 7,845.56 8,237.84 203 ASSISTANT PLANNER g 2,217.32 2,328.19 2,444.60 2,566.83 2,695.17 008 ASSISTANT TO THE CITY MANAGER m 4,155.59 4,363.37 4,581.54 4,810.62 5,051.15 204 ASSOCIATE PLANNER g 2,797.57 2,937.45 3,084.32 3,238.54 3,400.47 132 ASST DIR OF RECREATION & PARKS m 4,523.10 4,749.26 4,986.72 5,236.06 5,497.86 140 BUILDING DIVISION MANAGER m 4,523.10 4,749.26 4,986.72 5,236.06 5,497.86 217 BUILDING INSPECTOR I g 2,338.91 2,455.86 2,578.65 2,707.58 2,842.96 220 BUILDING INSPECTOR II g 2,579.25 2,708.21 2,843.62 2,985.80 3,135.09 347 BUILDING PERMIT TECHNICIAN I g 2,003.58 2,103.76 2,208.95 2,319.40 2,435.37 348 BUILDING PERMIT TECHNICIAN II g 2,217.56 2,328.44 2,444.86 2,567.10 2,695.46 173 BUSINESS PROGRAM LEADER I (BPL m 3,213.60 4,036.81
I/II/III Flex Broadband Range)
174 BUSINESS PROGRAM LEADER II (BPL m 4,119.21 4,943.05 I/II/III Flex Broadband Range)
175 BUSINESS PROGRAM LEADER III (BPL m 5,025.41 5,849.25 I/II/III Flex Broadband Range)
164 BUSINESS SYSTEMS ANALYST m 3,570.81 3,749.35 3,936.82 4,133.66 4,340.34 230 CAD TECHNICIAN g 2,456.23 2,579.04 2,707.99 2,843.39 2,985.56 264 CHIEF BUILDING INSPECTOR g 2,842.70 2,984.84 3,134.08 3,290.78 3,455.32 130 CHIEF DEPUTY CITY CLERK m 4,023.32 4,224.49 4,435.71 4,657.50 4,890.38 159 CHIEF HUMAN RESOURCES OFFICER m 6,110.94 6,416.49 6,737.31 7,074.18 7,427.89 160 CHIEF INFORMATION OFFICER m 5,395.94 5,665.74 5,949.03 6,246.48 6,558.80 115 CHIEF OF POLICE psmp 7,856.60 8,249.43 8,661.90 9,095.00 9,549.75 226 CHIEF PUBLIC WORKS INSPECTOR g 2,490.19 2,614.70 2,745.44 2,882.71 3,026.85 111 CITY ATTORNEY m 7,548.33 7,925.75 8,322.04 8,738.14 9,175.05 005 CITY MANAGER m 8,643.02 9,075.17 9,528.93 10,005.38 10,505.65 166 CODE ENFORCEMENT OFFICER I g 2,162.82 2,270.96 2,384.51 2,503.74 2,628.93 167 CODE ENFORCEMENT OFFICER II g 2,361.83 2,479.92 2,603.92 2,734.12 2,870.83 165 CODE ENFORCEMENT SUPERVISOR g 2,842.83 2,984.97 3,134.22 3,290.93 3,455.48 168 CODE ENFORCEMENT TECHNICIAN g 1,739.38 1,826.35 1,917.67 2,013.55 2,114.23 211 COMMUNITY PROGRAMS MANAGER m 3,883.67 4,077.85 4,281.74 4,495.83 4,720.62 340 CONFIDENTIAL OFFICE CLERK I m 1,462.30 1,535.42 1,612.19 1,692.80 1,777.44 341 CONFIDENTIAL OFFICE CLERK II m 1,615.68 1,696.46 1,781.28 1,870.34 1,963.86 311 CONFIDENTIAL SECRETARY m 2,020.78 2,121.82 2,227.91 2,339.31 2,456.28 343 CONFIDENTIAL TECHNICIAN I m 2,020.78 2,121.82 2,227.91 2,339.31 2,456.28 344 CONFIDENTIAL TECHNICIAN II m 2,227.91 2,339.31 2,456.28 2,579.09 2,708.04 346 CONFIDENTIAL TECHNICIAN III
265 CREW LEADER-MAINT SPECIALIST g 2,118.90 2,224.85 2,336.09 2,452.89 2,575.53 298 CRIME ANALYST g 2,348.32 2,465.74 2,589.03 2,718.48 2,854.40 421 CRIME LAB AND EVIDENCE SUPV pn 3,919.14 4,115.10 4,320.86 4,536.90 4,763.75 417 CRIMINALISTICS TECHNICIAN I pn 2,445.53 2,567.81 2,696.20 2,831.01 2,972.56 418 CRIMINALISTICS TECHNICIAN II pn 3,170.63 3,329.16 3,495.62 3,670.40 3,853.92 331 CUSTOMER SERVICE CLERK g 1,399.36 1,469.33 1,542.80 1,619.94 1,700.94 373 DEPUTY CITY CLERK m 2,237.55 2,349.43 2,466.90 2,590.25 2,719.76 Assoc. Step A Step B
Bi-Weekly Rates
Step C Step D
Step E
m 2,579.09 2,708.04 2,843.45 2,985.62 3,134.90
05/17/2022
Reflective to incorporate salary changes for PSM and Local 2020 Employees
ATTACHMENT C
City of Santa Maria
Schematic Full -Time Bi-Weekly Rates
Effective 05/17/2022
Grade Description Assoc. Step A
009 DEPUTY CITY MANAGER m 5,530.27 5,806.78 6,097.12 6,401.98 6,722.08 142 DEPUTY FIRE CHIEF psmf 6,497.57 6,822.45 7,163.57 7,521.75 7,897.84 112 DIR OF COMMUNITY DEVELOPMENT m 6,778.44 7,117.36 7,473.23 7,846.89 8,239.23 114 DIR OF PUBLIC WORKS -CITY ENGR m 6,368.47 6,686.89 7,021.23 7,372.29 7,740.90 117 DIR OF RECREATION & PARKS m 6,164.83 6,473.07 6,796.72 7,136.56 7,493.39 118 DIRECTOR OF FINANCE m 6,526.75 6,853.09 7,195.74 7,555.53 7,933.31 144 DIRECTOR OF UTILITIES m 6,839.44 7,181.41 7,540.48 7,917.50 8,313.38 319 DISPATCHER I pn 2,382.98 2,502.13 2,627.24 2,758.60 2,896.53 320 DISPATCHER II pn 2,764.25 2,902.46 3,047.58 3,199.96 3,359.96 302 ENGINEER I 9 2,843.37 2,985.54 3,134.82 3,291.56 3,456.14 303 ENGINEER II 9 3,134.83 3,291.57 3,456.15 3,628.96 3,810.41 317 ENGINEER III g 3,456.17 3,628.98 3,810.43 4,000.95 4,201.00 231 ENGINEERING TECH II 9 2,213.53 2,324.21 2,440.42 2,562.44 2,690.56 232 ENGINEERING TECH III 9 2,456.23 2,579.04 2,707.99 2,843.39 2,985.56 228 EQUIPMENT MECHANIC I 9 2,044.32 2,146.54 2,253.87 2,366.56 2,484.89 225 EQUIPMENT MECHANIC II 9 2,203.10 2,313.26 2,428.92 2,550.37 2,677.89 191 EXECUTIVE ADMINISTRATOR m 3,578.93 3,757.88 3,945.77 4,143.06 4,350.21 190 EXECUTIVE ASSISTANT m 2,745.32 2,882.59 3,026.72 3,178.06 3,336.96 253 FACILITIES SUPERVISOR 9 2,980.96 3,130.01 3,286.51 3,450.84 3,623.38 281 FIELD MECHANIC 9 2,315.74 2,431.53 2,553.11 2,680.77 2,814.81 332 FINANCE CLERK I 9 1,665.84 1,749.13 1,836.59 1,928.42 2,024.84 333 FINANCE CLERK II 9 1,836.94 1,928.79 2,025.23 2,126.49 2,232.81 329 FINANCE LEAD CLERK 9 2,020.66 2,121.69 2,227.77 2,339.16 2,456.12 449 FIRE BATTALION CHIEF psmf 5,548.60 5,826.03 6,117.33 6,423.20 6,744.36 450 FIRE CAPTAIN f 3,574.15 3,752.86 3,940.50 4,137.53 4,344.41 116 FIRE CHIEF psmf 7,521.75 7,897.84 8,292.73 8,707.37 9,142.74 451 FIRE ENGINEER f 3,139.40 3,296.37 3,461.19 3,634.25 3,815.96 452 FIRE FIGHTER f 2,841.36 2,983.43 3,132.60 3,289.23 3,453.69 453 FIRE FIGHTER IN TRAINING f 2,127.62 2,234.00 2,345.70 2,462.99 2,586.14 443 FIRE INSPECTOR I f 2,478.76 2,602.70 2,732.84 2,869.48 3,012.95 444 FIRE INSPECTOR II f 2,732.84 2,869.48 3,012.95 3,163.60 3,321.78 446 FIRE MARSHAL m 5,445.81 5,718.10 6,004.01 6,304.21 6,619.42 295 FIRE PREVENTION OFFICER I f 2,583.10 2,712.26 2,847.87 2,990.26 3,139.77 296 FIRE PREVENTION OFFICER II f 2,841.36 2,983.43 3,132.60 3,289.23 3,453.69 254 FLEET SERVICES SUPERVISOR 9 3,130.03 3,286.53 3,450.86 3,623.40 3,804.57 299 GIS MANAGER m 3,466.04 3,639.34 3,821.31 4,012.38 4,213.00 192 GIS TECHNICIAN I 9 2,612.31 2,742.93 2,880.08 3,024.08 3,175.28 193 GIS TECHNICIAN II g 2,880.07 3,024.07 3,175.27 3,334.03 3,500.73 372 GRANTS SPECIALIST I g 2,280.90 2,394.95 2,514.70 2,640.44 2,772.46 378 GRANTS SPECIALIST II 9 2,514.71 2,640.45 2,772.47 2,911.09 3,056.64 209 GROUNDSKEEPER 9 1,546.10 1,623.41 1,704.58 1,789.81 1,879.30 129 HUMAN RESOURCES MANAGER m 4,155.59 4,363.37 4,581.54 4,810.62 5,051.15 423 INVESTIGATIVE SPECIALIST 9 2,383.02 2,502.17 2,627.28 2,758.64 2,896.57 286 LABORATORY COORDINATOR 9 2,752.85 2,890.49 3,035.01 3,186.76 3,346.10 275 LANDFILL HEAVY EQUIP LEAD OPR g 2,407.05 2,527.40 2,653.77 2,786.46 2,925.78 274 LANDFILL HEAVY EQUIP OPR 9 2,183.22 2,292.38 2,407.00 2,527.35 2,653.72 276 LANDFILL HEAVY EQUIP OPR II 9 2,292.38 2,407.00 2,527.35 2,653.72 2,786.41 282 LEAD MECHANIC 9 2,553.13 2,680.79 2,814.83 2,955.57 3,103.35 307 LEAD WASTEWATER OPERATOR 9 2,871.45 3,015.02 3,165.77. .3,324.06 3,490.26 308 LEAD WATER OPERATOR 9 2,871.45 3,015.02 3,165.77 3,324.06 3,490.26 350 LIBRARIAN I 9 2,127.56 2,233.94 - 2,345.64 2,462.92 2,586.07 248 LIBRARIAN II 9 2,350.69 2,468.22 2,591.63 2,721.21 2,857.27 147 LIBRARIAN III m 3,964.48 4,162.70 4,370.84 4,589.38 4,818.85 352 LIBRARY ASSISTANT I 9 1,795.70 1,885.49 1,979.76 . 2,078.75 2,182.69 354 LIBRARY ASSISTANT II 9 1,980.01 2,079.01 2,182.96. . 2,292.11 2,406.72 351 LIBRARY CLERK 9 1,399.36 1,469.33 1,542.80 1,619.94 1,700.94 161 LIBRARY DIRECTOR m 6,157.73 6,465.62 6,788.90 7,128:35. 7,484.77 Bi-Weekly Rates
Step B Step C
Step D Step E
05/17/2022
Reflective to incorporate salary changes for PSM and Local 2020 Employees
City of Santa Maria
Schematic Full -Time Bi-Weekly Rates
Effective 05/17/2022
BI -Weekly Rates
Grade Description Assoc. Step A Step B Step C Step D Step E 353 LIBRARY TECHNICIAN g 1,974.66 2,073.39 2,177.06 2,285.91 2,400.21 244 MAINTENANCE WORKER I 9 1,667.75 1,751.14 1,838.70 1,930.64 2,027.17 240 MAINTENANCE WORKER II g 1,797.32 1,887.19 1,981.55 2,080.63 2,184.66 172 MANAGEMENT ANALYST - PRINCIPAL m 3,945.79 4,143.08 4,350.23 4,567.74 4,796.13 171 MANAGEMENT ANALYST - SENIOR m 3,578.93 3,757.88 3,945.77 4,143.06 4,350.21 365 MANAGEMENT ANALYST I m 2,944.39 3,091.61 3,246.19 3,408.50 3,578.93 366 MANAGEMENT ANALYST II m 3,246.20 3,408.51 3,578.94 3,757.89 3,945.78 330 OFFICE ASSISTANT I g 1,399.36 1,469.33 1,542.80 1,619.94 1,700.94 328 OFFICE ASSISTANT II g 1,546.10 1,623.41 1,704.58 1,789.81 1,879.30 382 OUTREACH COORDINATOR g 2,003.58 2,103.76 2,208.95 2,319.40 2,435.37 238 PARK SERVICES OFFICER II g 2,076.46 2,180.28 2,289.29 2,403.75 2,523.94 283 PARK SERVICES OFFICER III 9 2,533.27 2,659.93 2,792.93 2,932.58 3,079.21 268 PARKS & FOREST SUPERVISOR g 2,956.03 3,103.83 3,259.02 3,421.97 3,593.07 278 PLAN CHECK ENGINEER m 4,390.19 4,609.70 4,840.19 5,082.20 5,336.31 124 PLANNING DIVISION MANAGER 111 5,564.22 5,842.43 6,134.55 6,441.28 6,763.34 216 PLANNING TECHNICIAN g 2,023.62 2,124.80 2,231.04 2,342.59 2,459.72 297 PLANS EXAMINER g 2,704.36 2,839.58 2,981.56 3,130.64 3,287.17 1,52 POLICE COMMANDER psmp 6,952.36 7,299.98 7,664.98 8,048.23 8,450.64 422 POLICE CORPORAL p 3,440.60 3,612.63 3,793.26 3,982.92 4,182.07 151 POLICE DIVISION COMMANDER psmp 6,749.15 7,086.61 7,440.94 7,812.99 8,203.64 416 POLICE LIEUTENANT pmm 5,397.25 5,667.11 5,950.47 6,247.99 6,560.39 413 POLICE OFFICER p 3,192.54 3,352.17 3,519.78 3,695.77 3,880.56 355 POLICE RECORDS SUPERVISOR g 2,495.66 2,620.44 2,751.46 2,889.03 3,033.48 327 POLICE RECORDS TECH -DETECTIVES 9 1,691.71 1,776.30 1,865.12 1,958.38 2,056.30 325 POLICE RECORDS TECHNICIAN I g 1,493.80 1,568.49 1,646.91 1,729.26 1,815.72 326 POLICE RECORDS TECHNICIAN II g 1,650.47 1,732.99 1,819.64 1,910.62 2,006.15 410 POLICE SERGEANT pmm 4,357.05 4,574.90 4,803.65 5,043.83 5,296.02 256 POLICE SERVICES TECHNICIAN pn 2,138.35 2,245.27 2,357.53 2,475.41 2,599.18 390 POLICE TRAINEE pn 2,678.91 2,812.86 2,953.50 3,101.18 3,256.24 293 PRINCIPAL CIVIL ENGINEER m 4,897.49 5,142.36 5,399.48 5,669.45 5,952.92 127 PRINCIPAL PLANNER m 4,368.25 4,586.66 4,815.99 5,056.79 5,309.63 362 PROPERTY -EVIDENCE CLERK g 2,213.86 2,324.55 2,440.78 2,562.82 2,690.96 386 PUBLIC INFORMATION MANAGER m 3,570.81 3,749.35 3,936.82 4,133.66 4,340.34 241 PUBLIC WORKS INSPECTOR g 2,258.68 2,371.61 2,490.19 2,614.70 2,745.44 135 PUBLIC WORKS OPERATIONS MGR m 4,523.10 4,749.26 4,986.72 5,236.06 5,497.86 169 PUBLIC WORKS TECHNICIAN I g 2,003.58 2,103.76 2,208.95 2,319.40 2,435.37 170 PUBLIC WORKS TECHNICIAN II 9 2,217.56 2,328.44 2,444.86 2,567.10 2,695.46 257 RECREATION COORDINATOR g 2,129.46 2,235.93 2,347.73 2,465.12 2,588.38 158 RECREATION SERVICES MGR m 3,593.51 3,773.19 3,961.85 4,159.94 4,367.94 285 RECREATION SUPERVISOR 9 2,464.51 2,587.74 2,717.13 2,852.99 2,995.64 259 RECREATION TECHNICIAN 9 2,003.58 2,103.76 2,208.95 2,319.40 2,435.37 252 REG COMPLIANCE SPECIALIST 9 2,249.15 2,361.61 2,479.69 2,603.67 2,733.85 314 REG COMPLIANCE SPECIALIST II g 2,455.12 2,577.88 2,706.77 2,842.11 2,984.22 316 REGULATORY COMPLIANCE MANAGER m 4,523.10 4,749.26 4,986.72 5,236.06 5,497.86 162 REVENUE MANAGER m 3,236.67 3,398.50 3,568.43 3,746.85 3,934.19 157 RISK MANAGER m 3,945.79 4,143.08 4,350.23 4,567.74 4,796.13 312 SECRETARY 9 1,905.10 2,000.36 2,100.38 2,205.40 2,315.67 313 SECRETARY TO THE CITY MANAGER m 2,498.24 2,623.15 2,754.31 2,892.03 3,036.63 125 SENIOR ASSISTANT CITY ATTORNEY m 5,538.03 5,814.93 6,105.68 6,410.96 6,731.51 349 SENIOR BUILDING PERMIT TECH 9 2,366.71 2,485.05 2,609.30 2,739.77 2,876.76 292 SENIOR CIVIL ENGINEER g 3,785.35 3,974.62 4,173.35 4,382.02 4,601.12 267 SENIOR CREW LEADER-MAINT SPEC g 2,224.83 2,336.07 2,452.87 2,575.51 2,704.29 321 SENIOR DISPATCHER pn 3,048.96 3,201.41 3,361.48 3,529.55 3,706.03 237 SENIOR PARK SERVICES OFFICER 9 3,112.53 3,268.16 3,431.57 3,603.15 3,783.31 205 SENIOR PLANNER 9 3,298.13 3,463.04 3,636.19 3,818.00 4,008.90 201 SENIOR PLANS EXAMINER 9 3,134.83 3,291.57 3,456.15 3,628.96 3,810.41 337 SENIOR POLICE RECORDS TECH g 1,823.65 1,914.83 2,010.57 2,111.10 2,216.66 05/17/2022
Reflective to incorporate salary changes for PSM and Local 2020 Employees
City of Santa Maria
Schematic Full -Time Bi-Weekly Rates
Effective 05/17/2022
Grade Description
163 SENIOR PROJECT MANAGER m 4,155.59 4,363.37 4,581.54 4,810.62 5,051.15 210 SENIOR SYSTEMS ANALYST m 4,471.31 4,694.88 4,929.62 5,176.10 5,434.91 304 SENIOR TRAFFIC SIGNAL TECH 9 2,653.67 2,786.35 2,925.67 3,071.95 3,225.55 195 SOLID WASTE COLLECTIONS SUPV 9 3,097.30 3,252.17 3,414.78 3,585.52 3,764.80 196 SOLID WASTE EQUIP CREW LDR 9 2,126.86 2,233.20 2,344.86 2,462.10 2,585.21 246 SOLID WASTE EQUIP LEAD OPR 9 2,352.15 2,469.76 2,593.25 2,722.91 2,859.06 222 SOLID WASTE EQUIPMENT OPR I 9 1,985.84 2,085.13 2,189.39 2,298.86 2,413.80 224 SOLID WASTE EQUIPMENT OPR II 9 2,025.55 2,126.83 2,233.17 2,344.83 2,462.07 197 SOLID WASTE LANDFILL SUPV g 3,097.30 3,252.17 3,414.78 3,585.52 3,764.80 154 SOLID WASTE MANAGER m 4,897.49 5,142.36 5,399.48 5,669.45 5,952.92 380 SPECIAL DISTRICTS COORDINATOR 9 2,956.03 3,103.83 3,259.02 3,421.97 3,593.07 358 SPECIAL DISTRICTS SUPERVISOR 9 3,297.55 3,462.43 3,635.55 3,817.33 4,008.20 381 SPECIAL DISTRICTS TECHNICIAN 9 2,280.44 2,394.46 2,514.18 2,639.89 2,771.88 271 STREET MAINT SUPERVISOR 9 2,980.96 3,130.01 3,286.51 3,450.84 3,623.38 214 SYSTEMS ANALYST I 9 3,101.43 3,256.50 3,419.33 3,590.30 3,769.82 215 SYSTEMS ANALYST II 9 3,420.17 3,591.18 3,770.74 3,959.28 4,157.24 290 TRAFFIC SIGNAL TECHNICIAN 9 2,468.54 2,591.97 2,721.57 2,857.65 3,000.53 202 TRANSIT ASSISTANT g 1,546.10 1,623.41 1,704.58 1,789.81 1,879.30 229 TRANSIT COORDINATOR 9 2,173.86 2,282.55 2,396.68 2,516.51 2,642.34 288 TRANSIT SERVICES MANAGER m 4,523.10 4,749.26 4,986.72 5,236.06 5,497.86 383 UTILITIES ACCOUNTING TECH I g 1,973.67 2,072.35 2,175.97 2,284.77 2,399.01 384 UTILITIES ACCOUNTING TECH II 9 2,176.45 2,285.27 2,399.53 2,519.51 2,645.49 385 UTILITIES ACCOUNTING TECH III 9 2,285.26 2,399.52 2,519.50 2,645.48 2,777.75 145 UTILITIES MANAGER/DEPUTY DIR m 5,530.27 5,806.78 6,097.12 6,401.98 6,722.08 387 UTILITIES OUTREACH SPECIALIST g 1,791.49 1,881.06 1,975.11 2,073.87 2,177.56 207 UTILITIES TECHNOLOGY ANALYST g 3,101.43 3,256.50 3,419.33 3,590.30 3,769.82 334 UTILITY BILLING LEAD CLERK 9 2,020.66 2,121.69 2,227.77 2,339.16 2,456.12 137 UTILITY BILLING MANAGER m 3,236.67 3,398.50 3,568.43 3,746.85 3,934.19 223 UTILITY BILLING SUPERVISOR 9 2,121.68 2,227.76 2,339.15 2,456.11 2,578.92 306 WASTEWATER OPERATOR 9 2,432.57 2,554.20 2,681.91 2,816.01 2,956.81 305 WASTEWATER OPERATOR TRAINEE 9 2,160.35 2,268.37 2,381.79 2,500.88 2,625.92 198 WASTEWATER SUPERVISOR 9 3,559.04 3,736.99 3,923.84 4,120.03 4,326.03 247 WATER CONSERVATION SPECIALIST 9 1,797.32 1,887.19 1,981.55 2,080.63 2,184.66 309 WATER OPERATOR 9 2,432.57 2,554.20 2,681.91 2,816.01 2,956.81 310 WATER OPERATOR TRAINEE 9 2,160.35 2,268.37 2,381.79 2,500.88 2,625.92 258 WATER RESOURCES LEAD OPERATOR g 2,917.78 3,063.67 3,216.85 3,377.69 3,546.57 134 WATER RESOURCES MANAGER m 4,897.49 5,142.36 5,399.48 5,669.45 5,952.92 263 WATER RESOURCES OPERATOR 9 2,646.48 2,778.80 2,917.74 3,063.63 3,216.81 199 WATER SUPERVISOR 9 3,559.04 3,736.99 3,923.84 4,120.03 4,326.03 243 WATER SYSTEM OPERATOR I 9 2,107.72 2,213.11 2,323.77 2,439.96 2,561.96 249 WATER SYSTEM OPERATOR II 9 2,373.16 2,491.82 2,616.41 2,747.23 2,884.59 Assoc. Step A Step B
Bi-Weekly Rates
Step C Step D
Step E
05/17/2022
City of Santa Maria
Schematic Hourly Rates
Effective 05/17/2022
Part Time Rates
Grade Description Assoc. Step A Step B Step C Step D Step E za ACCOUNT CLERK AIDE z 18.55 19.48 20.45 21.47 22.54
ac ADMINISTRATIVE AIDE I e 21.07 22.12 23.23 0.00 0.00
ab ADMINISTRATIVE AIDE II e 24.39 25.62 26.89 0.00 0.00 as ADMINISTRATIVE AIDE III e 28.33 29.75 31.24 0.00 0.00 al ASSIST LIBRARY TECHNICIAN e 16.75 17.59 18.47 0.00 0.00 as ASSISTANT CLERK - OFFICE e 15.91 16.71 17.54 0.00 0.00 ap ASST PUBLIC WORKS INSPECTOR e 29.06 30.51 32.04 0.00 0.00 by BUSINESS PROGRAM LEADER I (Broadband)
cd CERTIFIED DISPATCH AIDE e 31.44 33.01 34.66 0.00 0.00 zc CLERK II z 16.01 16.81 17.65 18.53 19.46
zx COMMUNITY OUTREACH COORDINATOR z 22.62 23.75 24.94 26.19 27.50 cl CONSULTANT I e 39.92 41.92 44.02 0.00 0.00
cm CONSULTANT II a 46.23 48.53 50.96 0.00 0.00
cn CONSULTANT III e 53.85 56.54 59.36 0.00 0.00
cp CUSTOMER SERVICE PHONE OPER e 15.00 15.75 16.54 0.00 0.00 ya EMERGENCY SERVICES SPECIALIST z 31.04 32.59 34.22 35.93 37.73 zp FACILITY SPECIALIST II z 19.06 20.01 21.01 22.06 23.16 zq FACILITY SPECIALIST III z 20.51 21.54 22.62 23.75 24.94 to GENERAL LABORER e 15.23 15.99 16.79 0.00 0.00
zl GRAPHICS TECHNICIAN z 17.62 18.50 19.43 20.40 21.42
dl INTERIM DIRECTOR I e 63.04 68.29 73.54 0.00 0.00
d2 INTERIM DIRECTOR II e 78.80 84.05 89.30 0.00 0.00
d3 INTERIM DIRECTOR III e 94.55 99.81 105.06 0.00 0.00
ci INTERN - GENERAL e 15.00 15.75 16.54 0.00 0.00
ei INTERN - PROFESSION e 15.42 16.19 17.00 0.00 0.00
i1 INVESTIGATIVE OFFICER I e 73.54 0.00 0.00 0.00 0.00
i2 INVESTIGATIVE OFFICER II e 105.06 0.00 0.00 0.00 0.00 zf LABORER III z 16.83 17.67 18.55 19.48 20.45
Ip LIBRARY PAGE a 15.00 15.75 16.54 0.00 0.00
zg LIBRARY TECHNICAL ASSISTANT z 19.03 19.98 20.98 22.03 23.13 Ig LIFEGUARD e 15.39 16.16 16.97 0.00 0.00
mt MAINTENANCE TECHNICIAN e 15.42 16.19 17.00 0.00 0.00 ma MULTIMEDIA ASSISTANT e 15.33 16.10 16.90 0.00 0.00
ps PARK SERVICES AIDE e 15.50 16.28 17.09 0.00 0.00
zy PARK SERVICES COORDINATOR z 39.47 41.44 43.51 45.69 47.97 zv PARK SERVICES OFFICER z 25.96 27.26 28.62 30.05 31.55 zpe PEG PRODUCTION MANAGER mpt 34.60 36.33 38.15 40.06 42.06 zi POLICE RECORDS CLERK z 17.64 18.52 19.45 20.42 21.44 po PROVISIONAL OFFICER e 39.91 41.90 44.00 46.20 48.51
re RECREATION LEADER II e 15.00 15.75 16.54 0.00 0.00
rc REGULATORY COMPLIANCE CLERK e 15.63 16.41 17.22 0.00 0.00 ao RESERVE POLICE OFFICER LEVEL 1 e 21.01 0.00 0.00 0.00 0.00 bo RESERVE POLICE OFFICER LEVEL 2 e 17.86 0.00 0.00 0.00 0.00 se SECURITY AIDE e 15.00 15.75 16.54 0.00 0.00
zz SENIOR LIFEGUARD z 18.78 19.72 20.71 21.75 22.84
sl SKILLED LABORER e 22.02 23.12 24.28 0.00 0.00
sa STAFF AIDE - FACILITIES e 15.91 16.71 17.54 0.00 0.00 zt STAFF ASSISTANT z 16.35 17.17 18.03 18.93 19.88
si SWIM INSTRUCTOR e 17.90 18.80 19.74 0.00 0.00
sc SWIM POOL CLERK e 15.00 15.75 16.54 0.00 0.00
t1 TECHNICAL AIDE I e 15.42 16.19 17.00 0.00 0.00
t2 TECHNICAL AIDE II e 15.63 16.40 17.22 0.00 0.00
t3 TECHNICAL AIDE III e 18.20 19.11 20.06 0.00 0.00
tp TEMPORARY PLANNER e 34.84 36.59 38.41 0.00 0.00
Zr TRANSIT TECHNICIAN z 19.03 19.98 20.98 22.03 23.13
mpt
40.17 50.46
05/17/2022
ATTACHMENT C
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MARIA, CALIFORNIA, APPROVING THIRD QUARTER AMENDMENTS TO THE 2021-22 BUDGET FOR
PERSONNEL AND OPERATIONAL CHANGES
WHEREAS, certain personnel and operational issues are brought forward for the City Council's consideration in conjunction with the quarterly financial report; and WHEREAS, it is recommended to amend the 2021-22 budget for subsequent appropriations, actions, and costs as determined to be in the public's best interest.
NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:
1. Establish the Confidential Technician III classification, Business Program Leader I (32 - hour part-time) classification and approve the corresponding job classifications specifications; and
2. Increase allocation of 1.0 FTE of a classification comparable to an Organizational Leader classification in the current fiscal year for Finance Department; and
3. Authorize the re -allocation of a limited -service classification, Consultant III, to a 32 - hour part-time Business Program Leader I classification in Human Resources/Risk Management Division; and
4. Authorize the re -allocation of a 32 -hour part-time classification of Clerk II in the City Attorney's Office to a full-time classification of Code Enforcement Technician; and
5. Authorize the re -allocation of a full-time Confidential Office Clerk classification in City Manager's Office to a full-time classification of Confidential Technician I/11; and
6. Decrease 1.0 FTE Secretary to the City Manager classification and add 1.0 FTE Confidential Secretary classification in the City Manager's Office Administration division. Decrease 1.0 FTE Confidential Secretary classification and add 1.0 FTE Secretary classification to the City Manager in the Finance Department; and
7. -Authorize the adjustment of the Limited Services Provisional Police Officer classification salary steps to be equal to the salary steps of a full-time Police Officer; and
8. Increase appropriations by $600,000 in the Wastewater Fund and authorize the purchase of a new vactor sewer truck; and
9. Increase appropriations by $160,000 in the Mobile Equipment (Fleet) Fund and authorize the replacement of a John Deere 410L backhoe; and 1 10. The Chief Deputy City Clerk is hereby authorized to make minor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the Chief Deputy City Clerk shall consult with the City Manager and City Attorney concerning any changes deemed necessary_, PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria held this 17th day of May 2022.
Mayor
ATTEST:
Chief Deputy City Clerk
APPROVED AS TO FORM:
AP VED AS TO CONTENT:
Department D'rector
iry Manger
2 RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA
MARIA, CALIFORNIA, APPROVING AND ADOPTING A
COMPREHENSIVE SALARY SCHEMATIC SCHEDULE FOR ALL
FULL-TIME AND PART-TIME EMPLOYEES
IN ACCORDANCE WITH CALPERS GUIDELINES
WHEREAS, the California Public Employees' Retirement System ("CaIPERS") limits "compensation earnable" for retirement purposes to amounts listed on a Comprehensive Schematic Salary Schedule meeting requirements set forth in section 570.5 of Title 2 of the California Code of Regulations, including that government agency employers provide and make available to the public the salary of all full-time and part- time employees in a single salary format specified by CaIPERS; and WHEREAS, the City has compiled the necessary salary data to create a single salary schedule in compliance with the requirement of CaIPERS, attached to the Council Agenda Report as Attachment C, dated May 17, 2022; and
NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:
1. The Comprehensive Salary Schematic Schedule for all full-time and part-time employees attached to the City Council Agenda Report as Attachment C, dated May 17, 2022, incorporated herein by reference, is hereby authorized and approved; and
2. The Chief Deputy City Clerk is hereby authorized to make minor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the Chief Deputy City Clerk shall consult with the City Manager and City Attorney concerning any changes deemed necessary.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria held this 17th day of May 2022.
ATTEST:
Mayor
Chief Deputy City Clerk
APPROVED TO FORM:
r
City Attorney
APPROVED AS TO CONTENT:
Department Head