HomeMy WebLinkAboutMay 4, 1999A N N O T A T E D
A G E N D A
Arcadia City Council
and
Redevelopment Agency
Meeting
0
May 4, 1999
5:00 P.M.
Council Chambers Conference Room
ACTION
ROLL CALL: Council Members Harbicht, Kovacic, Marshall, Roncelli and Chandler Councilmember
Roncelli Excused
1. TIME RESERVED FOR THOSE IN THE AUDIENCE WHO WISH TO 4 -0
ADDRESS THE CITY COUNCIL (NON- PUBLIC HEARING/ FIVE MINUTE
TIME LIMIT PER PERSON) RE: 5:00 P.M. SESSION. No one spoke
2. STUDY SESSION
a. Discussion and direction regarding communication alternatives for the Fire and tPolice
Departments. agendize documents
to contract fire
3 dispatch w /Verdugo
. CLOSED SESSION
Fire Dispatch Centel
a. Pursuant to Government Code Section 54957.6 to confer with City Labor
Negotiators Carol Przybycien and Dan Cassidy regarding AFFA, APOA and APWEA.
b. Pursuant to Government Code Section 54956.9(a) to confer with legal counsel
regarding existing litigation: Gilley v. City of Arcadia et.al. Council RECESSED at 6:02 p.m. for
refreshmemts ... then to Closed
Session. RECONVENED in
7:00 p.m. Council Chambers at
Council Chambers 7 :00 p.m.
INVOCATION Rev. Mary Mitchell, The Santa Anita Church
PLEDGE OF ALLEGIANCE Jerome Collins, Director of Parks and Recreation
ROLL CALL: Council Members Harbicht, Kovacic, Marshall, Roncelli and Chandler Councilmember
The City Attorney announced the subjects discussed at the earlier Closed Roncelli Excused
4. PRESENTATION of Proclamation declaring the Day of the Teacher. Session 4 -0
Presented to Joyce McGregor, Vice -Pres. Teachers Assoc.
5. PRESENTATION from the National Arbor Day Foundation declaring the
City of Arcadia a Tree City USA.
Jerome Collins, Director of Parks & Recreation,presented Recreation tee shirts to Council,
6. SUPPLEMENTAL INFORMATION FROM STAFF REGARDING City Clerk & staff
AGENDA ITEMS. None
f
7. QUESTIONS FROM CITY COUNCIL /REDEVELOPMENT AGENCY
REGARDING AGENDA ITEMS.
MOTION: Read all Ordinances and Resolutions by title only and waive
reading in full.
8. PUBLIC HEARING
ACTION
None
a. Report and recommendation to approve Text Amendment 99 -003, relating Pub. Hrg. Closed
to zoning and business license regulations for adult businesses. Appprv. TA 99 -003
4 -0
Introduction of Ordinance No. 2103, An Ordinance of the City Council of Intro. Ord. 2103
the City of Arcadia, California, amending the Arcadia Municipal Code 4 -0
pertaining to zoning of adult businesses, providing regulatory permits of
adult businesses, providing for licenses for performers at adult businesses
and amending sections inconsistent herewith (Text Amendment 99 -003).
b. Report and recommendation to approve TA 99 -002 amending the S -1 Pub. Hrg. Closed
(Special Use Race Track) zoning regulations by deleting the following Apprv. TA 99 -002
permitted uses: 4 -0
Section 9273. 1.1 —Any use permitted in zones R -O and R -1
Section 9273.1.7 — Gasoline service stations
Section 9273.1.17 — Outdoor entertainment events
C. Consideration of an appeal relating to the hours of operation of Planning Pub. Hrg_ closed
Commission Resolution No. 1588 granting Conditional Use Permit 99 -005 Appeal Denied
for a Jack -in- the -Box Restaurant at 164 E. Live Oak Avenue (Appeal 4 -0
filed by Anthony - Taylor Consultants).
9. TIME RESERVED FOR THOSE IN THE AUDIENCE WHO WISH TO No one spoke
ADDRESS THE CITY COUNCILIREDEVELOPMENT AGENCY
(NON- PUBLIC HEARING /FIVE MINUTE TIME LIMIT PER PERSON).
10. MATTERS FROM ELECTED OFFICIALS
City Council Reports/ Announcements /Statements /Future Agenda Items See Minutes
RECESS CITY COUNCIL
11. MEETING OF THE ARCADIA REDEVELOPMENT AGENCY
ROLL CALL: Agency Members Harbicht, Kovacic, Marshall, Roncelli and Chandler Member Roncelli
Excused -
a. Minutes of the April 6, 1999 Regular meeting. Approved 4 -0
III
Redevelopment Agency meeting continued
b. Recommendation to approve a request by Stonebridge Company for
revised exterior colors for the Marriott Spring Hill Suites Hotel,
99 N. Second Avenue.
ADJOURN Redevelopment Agency to May 18, 1999 at 5:00 p.m.
RECONVENE CITY COUNCIL
12. CITY CLERK
a. Report and recommendation to fill two unexpired terms on the Building
and Fire Code Appeals Board.
13. CONSENT
a. Minutes of the April 6 and April 20, 1999 Regular meetings and the
April 22, 1999 Special meeting.
b. Report and Recommendation to award a one year contract extension in
the amount of $198,800.00 to West Coast Arborists, Inc. for tree trimming
services for fiscal year 1999/00.
ACTION
Approved 4 -0
Sexton & Lind
appointed—T-_0
Approved 4/6 & 4/22
4 -0. Apppproved 4/20
3 -0 w/Marshall
abstaining
Approved 4 -0
C. Report and Recommendation to award a Professional Services Approved 4 -0
Agreement to Cititech Systems in the amount of $19,500.00 and to Lorick
Associates in the amount of $31,000.00 to develop and implement Phase I
of a Maintenance Management Information System for the Maintenance
Services Department.
d. Recommendation to appropriate $40,500.00 from the Water Facilities Approved 4 -0
Replacement Fund to be used as matching funds for the Design of the
Water System Seismic Reliability Program.
e. Recommendation to accept all work performed by A. E. Schmidt Approved 4 -0
Environmental as complete and authorize final payment subject to a
retention of $24,868.00 as set forth in the contract and authorize an
additional appropriation of $11,420.00 for Extended Soil Remediation Services.
f. Report and recommendation to authorize an appropriation of $41,000.00 Approved 4 -0
from the General Fund to execute an Office of Traffic Safety Reimbursing
Grant of $41,000.00 for establishing a computerized traffic collision
database /analysis program.
3
a. Report and recommendation to adopt Ordinance No. 2101, An Ordinance Adopted 4 -0
of the City Council of the City of Arcadia, California, amending Section 4251
of the Arcadia Municipal Code relating to daytime loitering by minors.
b. Report and recommendation to adopt Ordinance No. 2102, An Ordinance Adopted 4 -0
of the City Council of the City of Arcadia, California, amending the Central
Redevelopment Plan to reauthorize the power of Eminent Domain for the
period of January 1, 1999 through December 31, 2010, exempting
therefrom certain designated residential areas.
C. Report and recommendation to approve Resolution No. 6107, A Approved 4 -0
Resolution of the City Council of the City of Arcadia, California, of intention
to approve an amendment to contract for the Public Employees' Retirement
System Military Service Credit for miscellaneous members.
Report and recommendation to adopt Ordinance No. 2104, An Ordinance Adopted 4 -0
of the City Council of the City of Arcadia, California, authorizing an
amendment to the contract between the City Council of the City of Arcadia
and the Board of Administration of the California Public Employees'
Retirement System.
16. CLOSED SESSION
Pursuant to Government Code Section 54957 — City Attorney annual Postponed until
performance evaluation. return of ombr.
Roncelli
ADJOURN City Council to May 18, 1999 at 5:00 p.m. ADJOURNED at 9:28 p.m. in Memory of James R.
Parker
4
14. CITY MANAGER
ACTION
a. Report and recommendation to adopt a Classification Manual and a
Adopted 4 -0
Classification Specifications Manual.
b. Status report on the City of Arcadia's preparations for Y2K.
Receive & File
report & send to
C. Report and recommendation to enter into a Professional Services
citizens ex ress'g
concce�Tet�oK n
Agreement with WMM Associates in the amount of $21,000.00 and
CHCG Architects in the amount of $14,000.00 for Police and Fire Station
Approved 4 -0 &
Needs Assessments and to appropriate $35,400.00 from the Capital j)egin.
Fund to finance these studies.
on Nov.
2 county ballot.
15. CITY ATTORNEY
a. Report and recommendation to adopt Ordinance No. 2101, An Ordinance Adopted 4 -0
of the City Council of the City of Arcadia, California, amending Section 4251
of the Arcadia Municipal Code relating to daytime loitering by minors.
b. Report and recommendation to adopt Ordinance No. 2102, An Ordinance Adopted 4 -0
of the City Council of the City of Arcadia, California, amending the Central
Redevelopment Plan to reauthorize the power of Eminent Domain for the
period of January 1, 1999 through December 31, 2010, exempting
therefrom certain designated residential areas.
C. Report and recommendation to approve Resolution No. 6107, A Approved 4 -0
Resolution of the City Council of the City of Arcadia, California, of intention
to approve an amendment to contract for the Public Employees' Retirement
System Military Service Credit for miscellaneous members.
Report and recommendation to adopt Ordinance No. 2104, An Ordinance Adopted 4 -0
of the City Council of the City of Arcadia, California, authorizing an
amendment to the contract between the City Council of the City of Arcadia
and the Board of Administration of the California Public Employees'
Retirement System.
16. CLOSED SESSION
Pursuant to Government Code Section 54957 — City Attorney annual Postponed until
performance evaluation. return of ombr.
Roncelli
ADJOURN City Council to May 18, 1999 at 5:00 p.m. ADJOURNED at 9:28 p.m. in Memory of James R.
Parker
4
STAFF REPORT
ADMINISTRATIVE SERVICES DEPARTMENT
TO: MAYOR AND CITY COUNCIL
FROM: JAMES DALE, DIRECTOR ADMINISTRATIVE SERVICES
PREPARED BY: CAROL A. PRZYBYCIEN, HUMAN RESOURCES &10
MANAGER
SUBJECT: 'RECOMMENDATION TO ADOPT CLASSIFICATION MANUAL AND
CLASSIFICATION SPECIFICATIONS MANUAL
DATE: MAY 4, 1999
SUMMARY
Rule II, Section 3 of the Personnel Rules and Regulations of the City of Arcadia states that "A
proposed classification plan, after consultation with the City Manager, other appointing powers,
and employees in each class, shall be presented by the Personnel Director to the Personnel Board
for consideration and study prior to its presentation to the Council for adoption." This process
has been completed and the Classification Manual and the Classification Specifications Manual
are presented for adoption.
BACKGROUND
The City undertook a classification and compensation study in order to update and develop a
clearly defined and coordinated classification compensation plan. Personnel Concepts, Inc. was
contracted to conduct the study.
DISCUSSION
The Classification Manual provides a complete classification plan and presents the foundation
structure of the plan including definitions of classification levels, class concepts, and illustrations
of potential career ladders. The Manual also provides the Allocation List of recommended
classification titles.
The Classification Specifications Manual contains a total of 103 new and revised classification
descriptions. These include all full time positions in the City. All affected employees were
invited to provide input and subsequently were given draft copies of their class descriptions. The
process provided for employees to request interviews with the consultant and also to request
reviews of their proposed classification allocation and description. All review requests were
handled by the consultant.
Both documents have been available at the Office of the City Clerk for review. Copies of the
Classification Manual have been distributed to all department heads and Association
representatives. The Classification Manual and the Classification Specifications Manual will be
maintained as a matter of record at the office of the City Clerk and the Human Resources
Division.
/ >e) ro v LASER IMAGED
M
FISCAL IMPACT
M
There is no fiscal impact associated with the adoption of the Classification Manual and
Classification Specifications Manual.
RECOMMENDATION
It is recommended that the City Council adopt the Classification Manual and Classification
Specifications Manual as presented.
Approved: 'Ni�g —
William R. Kelly, City Manager
..It 1
0ZZj- -7 (�
CLASSIFICATION MANUAL
CITY OF ARCADIA
SUBNIITTED BY:
PERSONNEL CONCEPTS, INC.
March 1, 1999
TABLE OF CONTENTS
Page
CHAPTER 1--INTRODUCTION .. ............................... 1
CHAPTER II-- CLASSIFICATION CONCEPTS ....................... 3
Classification Levels ........... ............................... 4
Class Levels -- Administrative, Maintenance and Technical (AMT's) .............. 5
Class Levels -- Professional ....... ............................... 6
Supervisory and Management Class Levels ............................ 7
Exceptions to Titling Conventions ... ............................... 9
Flexible Staffing ............. ............................... 9
Class Specification Format ...... ............................... 10
Definitions of Levels of Supervision . ............................... 13
CHAPTER III -- CAREER LADDERS ............................. 15
CHAPTER IV--RECOMMENDED MASTER LIST OF CLASS TITLES ....... 37
CHAPTER V -- ALLOCATION OF POSITIONS TO CLASSIFICATIONS ...... 43
CHAPTER I
INTRODUCTION
Personnel Concepts was retained by the City of Arcadia to conduct a classification and
compensation study involving all of the City's positions. This manual contains the findings and
recommendations relevant to the classification portion of the study. To facilitate review, this
report is organized into four sections containing the following information:
■ Summary and description of the classification concepts used to develop the proposed
classification plan, including job family, class series, and class level definitions
■ Career ladders which illustrate typical advancement opportunities as well as class
relationships for selected job families
■ Comprehensive listing of class titles recommended to be included within the plan
■ Allocation of each position to an appropriate classification
These end - products are the result of the following work tasks:
• Review and finalization of the study work program with appropriate City staff
• Briefing sessions held with employees, supervisors and managers to discuss the study
process and explain the job analysis questionnaire
• Completion of job analysis questionnaires by employees
• Review of completed questionnaires by supervisors and managers
• Analysis of completed questionnaires by the consultants
• Conduct of employee interviews by project consultants to clarify duties /responsibilities
assumed and qualifications required for each position
Page 1
Introduction
Conduct of meetings with management and supervismy staff to review organizational
structure and to identify specific classf cation and compensation concerns.
Prior to this document being finalized, it was reviewed by City of Arcadia staff and changes were
incorporated as appropriate.
Page 2
CHAPTER II
CLASSIFICATION CONCEPTS
The classification plan is the foundation of the personnel management system. As such, it must
be designed to provide a defensible and understandable rationale for assigning individuals to
classifications and to provide a basis for compensating them according to the responsibilities they
assume. Specifically, a position classification plan results in the following:
■ A current and accurate class description of the various jobs that are performed
■ A basis for establishing a compensation program that is related to the nature of the
work performed
■ A means of ensuring internal equity among the overall workforce.
A position classification plan can also be helpful by:
■ Providing an improved basis for recruiting, testing and selecting employees
■ Establishing a framework for evaluating employee performance during probationary
and continuing periods of employment
■ Identifying areas that are basic to employee training programs.
In developing the proposed classification plan for the City of Arcadia, sound principles of job
analysis were used. The method of job analysis applied was the "whole job" analysis, which
identifies classes that reflect distinct differences in levels and types of work performed, as
determined through the application of relevant job analysis criteria.
The job classes emerging from this analysis represent a carefully designed classification structure.
For example, the titling of classes utilizes terms having consistent meaning across all departments
in the City, and the number of levels within a class series reflect clear differences in levels of
work performed or expected of positions.
Page 3
Classificatlon Concepts
This chapter elaborates upon the classification concepts used to construct the classification plan
proposed for the City of Arcadia. The concepts addressed include the following:
• Classification Levels
• Class Levels -- Administrative, Maintenance, and Technical
• Class Levels -- Professional
• Supervisory and Management Class Levels
• Exceptions to Titling Conventions
• Flexible Staffing
• Class Specification Format
• Definitions of Levels of Supervision.
The specific classes recommended to be included within the revised classification plan will be
presented in Chapter IV.
CLASSIFICATION LEVELS
" A job family or class series is a group of two or more classes similar with respect to the duties
performed but different in terms of the nature and level of responsibilities assumed. Within each
job family identified for the City, it is possible to categorize the classifications, and proposed
classifications, by the following general class levels:
Administrative, Maintenance and Technical
Entry Level
Entry /Journey Level
Journey Level
Advanced Journey Level
Professional
Entry Level
Entry /Journey Level
Journey Level
Advanced Journey Level
Supervisory /Management
Supervisor
Superintendent /Manager
Director
Page 4
Classification Concepts
Within a job family there may exist a classification at every level, or only at selected levels.
It is important to note that while two given job families or class series may both contain, for
example, a journey level classification, the two journey level classes will likely be substantially
different in the nature of the work performed and may be evaluated quite differently for
compensation purposes. Distinctions between class levels within all job families maybe expressed
in terms of the amount of responsibility assumed at each level. For supervisory and management
classes, the levels are reflective of City's organizational structure and thus provide a picture of
how the classes fit into the City's organization.
The following sections clarify the responsibility to be assumed by each class level within the
identified class series.
CLASS LEVELS -- ADMINISTRATIVE. MAINTENANCE, AND TECHNICAL CLASSES
(AW's.)
Distinctions between levels in an administrative, maintenance, or technical (AMT) class series
are expressed in terms of the scope of duties assumed and the nature of supervision received and
exercised. The following subsections indicate, for each of the defined class levels, the scope
of duties assumed and the nature of supervision received and exercised which typically reflect
each level.
■ Entry Level -- "I" Classes- -Entry level classes provide on-the-job training to employees
with limited related work experience. Assignments are generally limited in scope,
contain fairly routine tasks, and are performed within a procedural framework
established by higher level employees. As experience is acquired, the employee
performs with less immediate supervision. Although many entry level classes are
intended to provide training to incumbents for advancement to the journey level, some
entry level positions are assigned primarily routine work and are not considered to be
training positions. The "I" is commonly used in the title of classes at this level.
Entry/Journey Level Classes- -Entry /Journey level classes recognize positions that
require limited time on the job before an incumbent is capable of functioning at the
full journey level. Incumbents initially work under immediate supervision, progressing
to general supervision as the incumbent becomes able to independently perform the
full range of duties associated with this level. The incumbent is expected to be able
to perform at the full journey level within a relatively short period of time. Class titles
for this level do not include any designation such as "I" or "Il ". This omission denotes
the entry/journey level class.
■ ,tourney Level -- "II" Classes -- Journey level classes recognize positions that require the
incumbent to work under general supervision and within a framework of established
procedures. Incumbents are expected to perform a full range of duties with only
occasional instruction or assistance. Positions at this level frequently work outside the
Page 5
Classification Concepts
immediate proximity of a supervisor. Work normally is reviewed only on completion
and for overall results. The "II" designation is commonly used for this class level.
■ Advanced Journey Level -- "Senior" or "Crew Chief" Classes -- Advanced journey level
classes recognize positions that perform a full range of duties, possess technical or
functional expertise, and perform specialized duties in a highly independent manner.
Advanced journey level positions may exercise technical or functional supervision over
lower level positions. The terms "Senior" and "Crew Chief' are commonly used in
titling classes at this level.
CLASS LEVELS -- PROFESSIONAL
Professional classes perform duties of a complex analytical nature requiring a skill and ability
level typically achieved through a formal, higher education (Bachelor's degree or higher) or
training program. Professional class series may include classes at the entry through advanced
journey levels. Distinctions between class levels in a professional class series differ primarily
in terms of the level of training and education required, decision - making, and supervision received
and exercised.
The following subsection defines the scope of duties typically assumed and the nature of
supervision received and exercised for the professional class levels identified at the City of
Arcadia.
■ Entry Level— "I" Classes- -Entry level classes within the professional series are classes
typically designed to provide on-the-job training opportunities. Although many entry
level classes are intended to provide training to incumbents for advancement to the
journey level, some entry level positions are assigned primarily routine work and are
not considered to be training positions. Incumbents typically have the appropriate
formal, professional level training, but also have limited, directly related work
experience. Positions at this level perform a significant portion of the work assigned
to the journey level, but without the independence or full responsibility expected of
positions at the journey level. Assignments are generally limited in scope and are set
within procedural frameworks established by higher level positions. As experience
accrues, the incumbent performs with increasing independence. The "I" designation
is commonly used in titling classes at this level.
■ Entrv/Journev Level Classes -- Entry/Journey level classes recognize positions that
require limited time on the job before an incumbent is capable of functioning at the
full journey level. Incumbents initially work under general supervision, progressing
to direction as the incumbent becomes able to independently perform the full range of
complex analytical tasks and work. The incumbent is expected to be able to perform
at the full journey level within a relatively short period of time. Class titles for this
Page 6
Classification Concepts
level do not include any designation such as "I" or "II ". This omission denotes the
entry /journey level class.
■ Journey Level— VP Classes -- Journey level professional classes include positions that
perform a full range of complex analytical tasks and work under direction within a
framework of established procedures. At this level, incumbents work with only
occasional instruction or assistance. Employees in a professional journey level
classification may be expected to provide supervision to subordinate clerical or technical
staff, however, supervisory responsibilities are ancillary to the main intent and focus
of the position. Work is normally reviewed only upon completion and for overall
results. The "II" is commonly used as a designation for classes at this level.
Advanced Journey Level -- "Senior" Classes -- Advanced journey professional level
classes possess a significant level of specialized, technical or functional expertise beyond
that expected at the journey level. In most cases, the advanced journey level assumes
the existence of the journey level. Positions at this level require highly specialized
knowledge, abilities, skills and experience, and often exercise independent judgment
in the performance of their duties. Advanced journey level classes may provide
supervision to professional subordinate positions, or assume responsibility for
coordinating a defined program. The term "Senior" is commonly used in titling classes
at this level.
SUPERVISORY AND MANAGEMENT CLASS LEVELS
Distinctions between class levels and the scope of duties assumed at each level within the
supervisory and management group are clarified below and on the following pages. Distinctions
between class levels take into account program complexity and size, organizational impact, and
the nature and number of programs /functions managed. As noted below, class level designations
are expressed in terms of decision - making responsibility, level of supervision exercised, nature
of positions supervised, and nature and scope of duties assumed such as hands -on work versus
planning and policy development activities.
■ Supervisor -- The term Supervisor is used in the job titles of those classes where the
focus of the class is on the direct supervision of section, unit or small division program
activities. Positions at this class level may, at times, participate in the more complex
work of the unit. Classes at this level:
-- Work under the direction or general direction ofhigher level management staff,
carrying out necessary activities without direction except as new or unusual
circumstances arise. Judgment is required both in interpreting established
policies, goals, and objectives, and in applying concepts, plans, and strategies
which may deviate from traditional methods and practices.
Page 7
Classification Concepts
-- Oversee and participate in the operations, services and activities of the
assigned section, unit or small division.
-- Perform the most difficult and complex duties of the program or unit.
-- Supervise, assign, and review the work of a number ofsubordinates in assigned
unit, program, or small division.
-- Monitor and review work in progress, providing technical assistance and
guidance.
-- Ensure that appropriate policies and procedures are followed by subordinates.
-- Assume responsibility for a variety of personnel actions in such areas as perfor-
mance evaluation, training, selection and disciplinary measures.
-- Monitor, coordinate and assist in developing the assigned budget.
-- Recommend policies and procedures consistent with goals, objectives,
directives, policies and regulations.
■ Manager /Superintendent -- The terms Manager and Superintendent are used in the
job titles of those classes where the predominant focus of the class is on the
management of a division or large organizational unit within a Department.
Specifically, classes at this level:
-- Manage, plan, supervise and coordinate the operations and activities of a
division or major organizational unit within a department.
-- Work under administration direction, exercising discretion in applying general
goal and policy statements and in resolving organizational and service delivery
problems.
-- Organize and direct the work of subordinate staff.
-- Assume responsibility for the preparation and administration of assigned
budget(s).
-- Participate in the development and implementation ofgoals, objectives, policies
and priorities for the assigned division.
-- Ensure that division activities are completed in a timely and efficient manner
consistent with defined policies and regulations.
-- Assume significant responsibility for a variety of personnel activities including
performance evaluations, training, selection and disciplinary actions.
■ Director -- When the term Director appears in a management job title, the predominant
focus of the class level is on the management of a department within the City of
Arcadia. Specifically, classes at this level:
-- Plan, direct, manage, plan, supervise and coordinate the operations and
activities of a department within the organization consisting of multiple
divisions, programs, and /or service areas.
-- Work under general administrative direction, fulfilling assigned responsibilities
within broad guidelines
-- Organize and direct the work of subordinate staff.
-- Assume responsibility for the preparation and administration of a department
budget.
Page 8
Classification Concepts
-- Assume responsibility for program development and management including
responsibility for the development and implementation of goals, objectives,
policies and priorities for all department activities.
-- Ensure that activities of the department are completed in a timely and efficient
manner consistent with defined policies and regulations.
-- Assume significant responsibility for a variety of personnel activities including
perfonnance evaluations, training, selection and disciplinary actions.
EXCEPTIONS TO TITLING CONVENTIONS
Because of industry standards and practices, some exceptions to the titling conventions will be
made. Examples of such exceptions include the titles of City Clerk, Building Official, Police
Chief, etc... .
FLEXIBLE STAFFING
Associated with series classifications is the practice of flexible staffing. The City may choose
to flexibly staff positions within any class series containing an entry and a journey level position.
Flexible staffing gives the City the flexibility to hire employees at the entry level or the journey
level depending upon applicant qualifications and City staffing needs. Positions budgeted at the
journey or "H" level and encompassing full journey level work would normally be filled at the
entry or "I" level when they become vacant, unless the needs of the City require that the position
be filled at the journey level. The distinction between the entry and the journey level is based
upon the degree of responsibility that an incumbent is expected to assume rather than on the types
of duties assigned. After gaining the experience and knowledge to perform the full range of
journey level tasks and fulfilling any special requirements for the journey or "II" level, the
employee could reasonably expect to progress to that level based upon three years of successful
experience documented by performance evaluation reviews and recommendation of the immediate
supervisor and department head. Knowledge of the full range of journey level tasks will be
evaluated by the supervisor, department head, and Human Resources Department. typically, this
would require demonstrated proficiency in multiple assignments or "desks" within the class.
It is emphasized that flexible staffing does not preclude the City from identifying certain positions
in the class that contain primarily routine and repetitive tasks and assigning those positions to
the entry or "I" level permanently. In these cases, the employee at the entry level could not
reasonably expect to advance to the journey or "II" level while in the assigned position.
Advancement to the advanced journey level would be achieved through competitive selection rather
than the more routine promotion from the entry to the journey level under the flexible staffing
concept. However, should the City choose not to flexibly staff a given class series, appointment
to the journey or "II" level would also be done through the traditional competitive selection
method. The following classes are recommended for flexible staffing:
Page 9
Classification Concepts
• Accounting Technician IIII
• Police Records Technician I 111
• Dispatcher 1 111
• Engineering Assistant /Senior Engineering Assistant
• Assistant /Associate Planner
• Building Technician 1 111
• Library Technician I 111
• Water Production Technician IIII
• Fleet Technician IN
CLASS SPECIFICATION FORMAT
The class specifications, which are provided in the final section of this manual, are descriptive
and explanatory in defining classes and are in compliance with the Americans With Disabilities
Act. When reviewing the class specifications, they should be interpreted in their entirety and
in relation to one another; particular phrases or examples should not be isolated and treated as
the full definition of any class.
Class 77tle- -The class title is a brief and descriptive designation of the type of work
performed. The class title on payrolls, budgets, personnel reports and other official
forms and reports dealing with positions or personnel will provide a common reference
to the position. It should be understood that the class title is selected to serve this
purpose and is not to be construed as limiting the use of working titles.
■ De nition- -This section is a general description of the work and includes a brief,
concise definition of the primary responsibilities assigned to positions in the class. This
section also describe the level of supervision received by the positions in the class.
For a definition of the terms used to denote levels of supervision, see the next part of
this section.
• Distinguishing Characteristics- -This section, when used, describes the level of work
assumed in relation to higher or lower level classes in the same series.
• Supervision Exercised- -This section describes the type of supervision exercised by
positions in the class as well as the nature of the environment supervised.
• Examples of Important and Essential Duties- -This section is intended to enable the
reader to obtain a more complete concept of the actual work performed in positions
allocated to this class. It lists only important and essential duties assigned to positions
in the class as required by the 1991 Americans With Disabilities Act.
• Other Job Related Duties- -This section further shows the range of duties performed
by employees in the class. The list is descriptive, but not limiting. It is not intended
to describe all the work performed in all positions allocated to the class. This section
Page 10
Classification Concepts
merely serves to illustrate the more typical portions of the work performed. The
statement "Performs related duties and responsibilities as required" is included in all
class specifications to provide legitimate flexibility to management in assigning duties.
■ Job Related and Essential Quali ications- -This section lists the knowledge, skills, and
abilities that the duties of the class typically require and that applicants for positions
in the class should possess.
It should be stressed that this section does not in any way refer to the qualifications
of present employees. Personal characteristics commonly required of all employees,
such as honesty, industry, freedom from current excess and habitual use of intoxicating
beverages or substance abuse, have not been listed since they are to be implied as
required qualifications for all classes.
■ Licenses or Certificates - -In certain classifications, legal or special provisions require
possession of a specific license or certification issued by a Board of Licensure as a
condition of employment. These requirements appear in the class specification under
the section entitled License or Certificate.
■ Special Requirements - -This section lists the typical working conditions and /or degree
of physical skill required for the position and classification.
■ Effective Date- -This date documents when the class specification was created or revised
as well as adopted.
A sample format of the class specification is presented in Exhibit A on the following page.
Page 11
Classifteatio►t Concepts
EIrIIIBIT A- -CLASS SPECIFICATION FORMAT
CITY OF ARCADIA
CLASS TITLE
DEFINITION
DISTINGUISHING CHARACTERISTICS (for series classes)
SUPERVISION EXERCISED
EXAMPLES OF IMPORTANT AND ESSENTIAL DUTIES
OTHER JOB RELATED DUTIES
JOB RELATED AND ESSENTIAL QUALIFICATIONS
Knowledge of:
Skill to:
Ability to:
Minimum Qualifications:
Experience:
Training:
License or Certificate:
Special Requirements:
Essential duties require the following physical skills and work environment.:
Effective Date:
Page 12
Classiflcation Concepts
DEFINITIONS OF LEVELS OF SUPERVISION
In order to ensure consistency in revising and updating the City's class specifications, the
following terms have been used to denote the different levels of supervision received and exercised
by positions within the various classes of work.
Direct Supervision- -The basic characteristics of direct supervision are the assignment
of tasks; the observance, review and evaluation of performance; the administration of
line personnel functions (e.g., selection, discipline, grievances, privileges); and
responsibility for the worker, as well as the work. The levels of direct supervision
are described below in terms of supervision received by employees.
-- Immediate Supervision - -777e employee works in the presence of his /her
supervisor or in a situation of close control and easy reference. Work
assignments are given with explicit instructions or are so routine that few, if
any, deviations from established practice are made without checking with the
supervisor. This type of supervision is generally exercised over entry level
clerical, maintenance and technical employees.
-- General Supervision--Assigned duties require the exercise of judgment or
choice among, possible actions, sometimes without clear precedents and often
with concern for the consequences of the action. 777e employee may or may
not work in proximity to his /her supervisor. This .type of supervision typically
pertains to the journey and advanced journey level classes of a series.
-- Direction - -The employee receives general instructions regarding the scope of
and approach to projects or assignments, but procedures and techniques are
left to the discretion of the employee. This category is usually applied to
professional, supervisory orfirst level managerial positions in which employees
are expected to operate with a reasonable degree of independence.
-- General Direction - -777e employee is responsible for a program or functions)
and is expected to carry out necessary activities without direction except as
new or unusual circumstances require. 777is category is usually reserved for
middle managers.
-- Administrative Direction- -The employee has broad management responsibility
for a large program or set of related functions. Discretion is required in
applying general goal and policy statements and in resolving complex
organizational and service delivery problems. This category is usually reserved
for administrative managers responsible for broad and diverse programs.
-- General Administrative Direction - -7he employee has broad management
responsibility. Work is accomplished within a broad framework, with sole
authority and responsibility for a broad service area. 777is category is usually
reserved for executive managers or above.
--
Policy Direction -- Employees at this level work under broad policy direction
and guidelines provided by a governing body.
Page 13
Classification Concepts
Indirect Supervision -- Indirect supervision is characterized by some form of authority
over the work of employees not under direct supervision. In other words, the
"supervisor" is responsible for the work but not the worker. The descriptions above
relate to an employee under direct supervision; the following describe persons with
responsibility for exercising indirect supervision.
-- Technical Supervision - -The "supervisor" is responsible for prescribing proce-
dures, methods, materials and formats as a technical expert within a specialty.
He /she may produce or approve specifications, guides, lists, or directions.
He /she may give direction to employees (usually on "how" and "why "), but
does not assign tasks or observe and evaluate performance. "Technical
supervision" relates to an occupational specialty or function, rather than to
specific employees.
-- Functional Supervision - -The "supervisor" is responsible for a project or
recurrent activities which involve tasks performed by persons over whom he /she
has authority to give direction in regard to that project, even though they are
under the direct supervision of someone else. "Functional supervision " may
include "technical supervision, " but goes beyond it in that the "supervisor"
schedules and assigns tasks, monitors progress, reviews results, and is
responsible for the completed work project. Functional supervision relates to
a function or set of activities.
Page 14
CHAPTER III
CAREER LADDERS
One of the objectives of a classification study is to identify career ladders. Career ladders
improve the ability of the City to manage its human resources and permit the upward mobility
of employees. As a result of this study, a number of career ladders have been identified and are
depicted graphically in this chapter. When reviewing the career ladders, it should be kept in mind
that they are intended to illustrate potential career paths but are not intended to indicate salami
organizational, or supervisory relationships.
The career ladders on the following pages introduce some of the classes established in the
classification analysis. In showing career ladders, classes are grouped into "job families" and
are not listed on an individual department basis. In Chapter V, all classes presently associated
with each department are listed in the course of allocating existing positions to proposed classes.
Career ladders are portrayed for the following job families:
• Administrative Support
• City Clerk
• Finance Management
• Accounting
• Information Systems
• Human Resources
• Police /Sworn
• Police Records
• Fire
• Safety Communications
• Engineering
• Public Works Services
• Building Maintenance
• Development Services
• Building Safety and Code Enforcement
Page 15
Career Ladders
■ Recreation
■ Library
■ Water
■ Fleet Maintenance
■ Miscellaneous.
Page 16
ADMINISTRATIVE SUPPORT
Executive Assistant
Senior Administrative Assistant
Administrative Assistant
Office Assistant
Career Ladders
Page 17
Career Ladders
CITY CLERK
City Clerk
Deputy City Clerk
Office Assistant
Page 18
FINANCE MANAGEMENT
Administrative Services Director
Financial Services Manager /Treasurer
Career Ladders
Page 19
Career Ladders
ACCOUNTING
Accounting Supervisor
Accounting Specialist
Senior Accounting Technician
Accounting Technician II
Accounting Technician I
Page 20
INFORMATION SYSTEMS
Information Systems Manager
Network Support Specialist
Computer Support Specialist
Computer Operator
Curter Ladders
Poge 21
Career Ladders
HUMAN RESOURCES
Human Resources and Risk Manager
Assistant Human Resources Manager and Risk Manager
Human Resources Technician
Page 22
POLICE (SWORN)
Police Chief
Police Captain
Police Lieutenant
Police Sergeant
Police Officer
Career Ladders
Page 23
Career Ladders
POLICE RECORDS
Police Records Manager
Senior Police Records Technician
Police Records Technician II
Police Records Technician I
Page 24
FIRE
Fire Chief
Fire Battalion Chief/ Fire Battalion Chief
Fire Marshall
Fire Engineer
Fire Captain
Firefighter
Carder Ladders
Fire Paramedic
Page 25
Career Ladders
SAFETY COMMUNICATIONS
Dispatcher II
Dispatcher I
Page 26
ENGINEERING
Associate Civil Engineer
Assistant Engineer
Senior Engineering Assistant
Engineering Assistant
Engineering Technician
Career Ladders
Page 27
Career Ladders
PUBLIC WORKS SERVICES
Public Works Services Director
General Services Manager
General Services Superintendent
Maintenance Crew Chief
Equipment Operator
Maintenance Worker
Page 28
Field Services Manager
Streets Superintendent
BUILDING MAINTENANCE
Building Maintenance Crew Chief
Building Maintenance Technician
Career Ladders
Page 29
Career Ladders
DEVELOPNIENT SERVICES
Deputy City Manager /Development Services Director
Community Development Administrator
Redevelopment
Project Manager
Page 30
Economic Development Administrator
Planning Services Manager
Associate Planner
Assistant Planner
BUILDING SAFETY AND CODE ENFORCEMENT
Business License Officer
Building Official
Combination Inspector
Building Technician II
Building Technician I
Career Ladders
Code Services Officer
Page 31
Career Ladders
RECREATION
Recreation Director
Recreation Services Manager
Recreation Supervisor Senior Citizens Supervisor
Page 32
DBRARY
City Librarian
Assistant City Librarian
Principal Librarian
Librarian
Senior Library Technician
Library Technician II
Library Technician I
Carder Ladders
Page 33
Carder Ladders
WATER
Water Superintendent
Water Maintenance Crew Chief
Equipment Operator
Maintenance Worker
Page 34
Water Production
Crew Chief
Water Production Technician II
Water Production Technician I
FLEET MAINTENANCE
Fleet Maintenance Crew Chief
Fleet Technician II
Fleet Technician I
Career Ladders
Fleet Technician /Welder
Page 35
Career Ladders
MISCELLANEOUS
City Attorney
City Manager
Communications Specialist
Community Services Officer
Custodian
Customer Service Representative
Evidence Technician
Fire Administrative Specialist
Fire Inspector
Information and Referral Coordinator
Legal Coordinator
Logistical Services Officer
Maintenance Contracts Officer
Management Analyst
Management Services Officer
Printing Services Specialist
Purchasing Officer
Senior Citizens Program Specialist
Senior Citizens Project Specialist
Special Projects Manager
Storekeeper /Buyer
Transportation Services Officer
Video Technician /Office Assistant
Water Quality Backflow Inspector
Water Services Officer
Water Services Representative Crew Chief
Page 36
CHAPTER IV
RECOMMENDED MASTER
LIST OF CLASS TITLES
Based upon the classification concepts presented in Chapter II, a revised classification plan has
been prepared. The revised plan provides for easy, ongoing plan maintenance by including clearly
defined classification standards for the various classes and levels of work performed, as well as
allocation standards.
The changes which have been proposed to the City's current classification plan can best be
understood by a detailed review of individual position allocations, which are presented in Chapter
V. As an overview, however, the following pages present, by job family, those classes
recommended to be included in the City's revised classification plan.
Page 37
Recommended Master List of Class Titles
CITY OF ARCADIA
RECOMMENDED MASTER
LIST OF CLASS TITLES
ADMINISTRATION
City Manager
Video Technician /Office Assistant
Special Projects Manager
Executive Assistant
Management Analyst
Management Services Officer
CITY ATTORNEY
City Attorney
Legal Coordinator
ADMINISTRATIVE SUPPORT
Senior Administrative Assistant
Administrative Assistant
Office Assistant
CITY CLERK
City Clerk
Deputy City Clerk
Page 38
Recommended Muster List of Gass Titles
ADMINISTRATIVE SERVICES
Administrative Services Director
Financial Services Manager /Treasurer
Accounting Supervisor
Accounting Specialist
Senior Accounting Technician
Accounting Technician I /II
Purchasing Officer
Printing Services Specialist
INFORMATION SYSTEMS
Information Systems Manager
Network Support Specialist
Computer Support Specialist
Computer Operator
HUMAN RESOURCES
Human Resources and Risk Manager
Assistant Human Resources Manager and Risk Manager
Human Resources Technician
POLICE /SWORN
Police Chief
Police Captain
Police Lieutenant
Police Sergeant
Police Officer
POLICE RECORDS
Police Records Manager
Senior Police Records Technician
Police Records Technician I /II
Page 39
Recommended Master List of Class Titles
POLICE /NON -SWORN
Logistical Services Officer
Evidence Technician
Communications Specialist
Custodian
Community Services Officer
FIRE
Fire Chief
Fite Battalion Chief "
Fire Captain
Fire Engineer
Fire Paramedic
Firefighter
Fire Battalion Chief /Fire Marshall
Fire Inspector
Fire Administrative Specialist
Dispatcher I /II
DEVELOPMENT SERVICES
Deputy City Manager /Development Services Director
Community Development Administrator
Economic Development Administrator
Planning Services Manager
Assistant/Associate Planner
Redevelopment Project Manager
Transportation Services Officer
Page 40
Recommended Alaster List of Class Titles
ENGINEERING (DEVELOPMENT SERVICES AND PUBLIC WORKS SERVICES)
Associate Civil Engineer
Assistant Engineer
Engineering Assistant /Senior Engineering Assistant
Engineering Technician
BUILDING SAFETY AND CODE ENFORCEMENT
Building Official
Combination Inspector
Business License Officer
Building Technician I /II
Code Services Officer
PUBLIC WORKS SERVICES
Public Works Services Director
General Services Manager
General Services Superintendent
Building Maintenance Crew Chief
Building Maintenance Technician
Water Services Officer
Field Services Manager
Streets Superintendent
Maintenance Contracts Officer
Maintenance Crew Chief
Equipment Operator
Maintenance Worker
Water Superintendent
Water Maintenance Crew Chief
Water Production Crew Chief
Water Production Technician I /II
Water Quality Backflow Inspector
Water Services Representative Crew Chief
Customer Services Representative
Storekeeper /Buyer
Fleet Maintenance Crew Chief
Fleet Technician /Welder
Fleet Technician I /II
Page 41
Recoinmended Master List of Class Titles
RECREATION
Recreation Director
Recreation Services Manager
Recreation Supervisor
Senior Citizens Supervisor
Senior Citizens Program Specialist
Information and Referral Coordinator
Senior Citizens Project Specialist
LIBRARY
City Librarian
Assistant City Librarian
Principal Librarian
Librarian
Senior Library Technician
Library Technician I /II
Page 42
CHAPTER V
ALLOCATION OF
POSITIONS TO
CLASSIFICATIONS
Each position included within the scope of the study has been allocated to an appropriate class
within the classification plan proposed for the City. This chapter presents the recommended
allocation for each position involved in the study. The allocations are organized by division and
department and are sorted from high to low by class level. Shown for each position is the current
class title and the recommended allocation or class title.
Page 43
Allocation of Positions to Classi f cations
Page 44
CITY OF ARCADIA
ALLOCATION LIST
FEBRUARY 1999
Em Name: ' > >.::<: : >Cur..rent Clasafticatlon Title' Recommended Classiticatfon Title
De rtment ; Division Ployee;:.::::<.:; :;.; >;:;;:::.<::: >.;::::;;. >..> r io
Manager
City Manager
Kelly, William
City Manager
City Manager
Manager
City Manager
Rowe, Cynthia
Community Relations Officer
Management Services Officer
Manager
City Manager
Garcia, Linda
Administrative Coordinator
Special Projects Manager
Manager
City Manager
Corona, Jason
Video Technician/Office Assistant
Video Technician/Office Assistant
Manager
City Manager
Soto Mayor - Camacho, A.
Executive Assistant
Executive Assistant
Clerk
City Clerk
Alford, June
City Clerk
City Clerk
Clerk
City Clerk
Simonian, Marina
Typist Clerk II
Office Assistant
Clerk
City Clerk
Vacant
Secretary
Deputy City Clerk
Attorney
City Attorney
Miller, Michael
City Attorney
City Attorney
Attorney
City Attorney
Melendez, Elisa
Legal Coordinator
Legal Coordinator
ninistrative Services
Administrative Services
Dale, James
Administrative Services Director
Administrative Services Director
ninistrative Services
Administrative Services
Steese, Janis
Purchasing Officer
Purchasing Officer
ninistrative Services
Administrative Services
Brophy, James
Printing Services Officer
Printing Services Specialist
Services
Accounting
Parker, Gerald
Financial Services Manager/Treasurer
Financial Services Manager/Treasurer
Services
Accounting
Fuentes, Kaye
Accounting Supervisor
Accounting Supervisor
Services
Accounting
Vacant
Senior Account Clerk
Accounting Specialist
Services
Accounting
Williams, Kelley
Senior Account Clerk
Senior Accounting Technician
Services
Accounting
Koch, Gail
Account Clerk 11
Senior Accounting Technician
Services
Accounting
Snow, Janet
Account Clerk II
Senior Accounting Technician
Services
Accounting
Pablo, Maria- Lucila
Account Clerk II
Senior Accounting Technician
Services
Accounting
Rasmussen, Nancy
Account Clerk I
Accounting Technician I
Services
Accounting
Anderson, Joy
Account Clerk I
Accounting Technician I
Services
Accounting
Carbone, Susan
Account Clerk I
Accounting Technician I
Services
Accounting
Wilhelm, Cara
Cashier Account Clerk
Accounting Technician I
Services
Information Systems
Irlanda, Joseph
Data Processing Supervisor
Information Systems Manager
Services
Information Systems
Ramirez, Arthur
Computer Support Specialist
Computer Support Specialist
Services
information Systems
Vacant
Network Support Specialist
Network Support Specialist
Services
Information Systems
Dimapilis, Christopher
Typist Clerk II
Computer Operator
Services
Human Resources
Przybycien, Carol
Human Resources Manager
Human Resources and Risk Manager
Services
Human Resources
Bell, David
Management Analyst
Assistant HR Mgr and Risk Manager
Services
Human Resources
Barker, Kelly
Personnel Technician
Human Resources Technician
Services
Human Resources
Vacant
Typist Clerk II
Administrative Assistant
Garner, Ronnie
Police Chief /Assistant City Manager
Police Chief
Hinig, David
Police Captain
Police Captain
Page - 45
CITY OF ARCADIA
ALLOCATION LIST
FEBRUARY 1999
" s • •'• ` >: C> >`
ent classification Title Recommended Classification Title Department
Division - Em to ee N am e. is ij E i2,
Police
Police
Police
Police
Police
Sandona, Richard
Blum, Rudolph
Winter, Edward
Sanderson, Robert
Gioia, Eugene
Ostashay, Edward
Caputo, Dean
Guthrie, Robert
Gallavollita, Stephen
Anderson, Robert
Brandsma, Louise
Le Veque, Thomas
Buckholtz, Ronald
Kirby, Randy
Gilmore, Stephen
Goodman, Larry
Kuwahara, Ken
Klock, Donald
Smith, Bruce
Bartley, Robert
Tumor, Steven
Redondo, Capri
Adams, Randell
Van Der Hoorn, Paul
Walton, Bill
Schneider, Stephan
Hale, Michael
Jurman, John
Clark, Wesley
Cullen, Thomas
Blacklock, James
Williams, Robert
Flores, Stan
Harper, Kenneth
Cortina, Elaine
Pedersen, Kirk
Gallardo, Peter
Bale, Joseph
Ortiz, Brian
Lachenmyer, Jeremy
Delgadillo, Stephen
Wood, Mitchell
Police Captain
Police Lieutenant
Police Lieutenant
Police Lieutenant
Police lieutenant
Police Lieutenant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant AA
Police Sergeant AA
Police Sergeant AA
Police Sergeant BA
Police Sergeant BA
Police Sergeant BA
Police Sergeant BA
Police Sergeant BA
Police Sergeant BA
Police Agent
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Page - 46
Police Captain
Police Lieutenant
Police Lieutenant
Police Lieutenant
Police Lieutenant
Police Lieutenant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant
Police Sergeant
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
CITY OF ARCADIA
ALLOCATION LIST
FEBRUARY 1999
Police
Police
Police
Division .. Employee. Nami
Lewis, Richard
Dunn, Colleen
Castro, Richard
Foley, Paul
Swearengin, David
Blair, Michael
Chapman, Charles
Wilson, Sharleen
Winstead, James
Gima, Michael
Oliver, Shonna
Elenberger, Scott
Crowther, Daniel
Letoumeau, Robin
Crawford, Stephen
Pawlicki, Scott
Whalen, Vaughn
Bolduc, Robert
Cervantes, Michael
Castro, Michael
Weston, Lawrence
Hudson, Jonathan
Caylor, Toni Lynn
Moore, Patrick
Nakamura, Roy
Pruitt, John
Chik, Nancy
Daleo, Michael
Post, Gail
Romero, Jesus
Bodily, Jacqueline
Wenning, Linda
Zulueta, Ferdinand
Gallegos, Sandra
Cumming, Janice
Barragan, Martha
Luevano, Audree
Riuuot, Joanne
Weimer, Estella
Freire, Gloria
Reinholt, Judith
Russell, Marlene
Classification Title..,` : Recommended Classification Title
Police Officer
Police Officer
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA .
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer AA
Police Officer BA
Police Officer BA
Police Officer BA
Police Officer BA
Police Officer BA
Police Officer BA
Management Analyst
Management Analyst
Secretary
Custodian
Community Services Officer
Community Services Officer
Community Services Officer
Community Services Officer
Police Records Manager
Police Clerk
Police Clerk
Police Clerk
Police Clerk
Police Clerk
Police Clerk
Police Clerk
Page - 47
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Management Analyst
Management Analyst
Administrative Assistant
Custodian
Community Services Officer
Community Services Officer
Community Services Officer
Community Services Officer
Police Records Manager
Police Records Technician I
Police Records Technician II
Police Records Technician 11
Police Records Technician II
Police Records Technician II
Police Records Technician 11
Police Records Technician II
CITY OF ARCADIA
ALLOCATION LIST
FEBRUARY 1999
De a�rtment
Division Employee Name. ' :: <; ::;: Curre�t:Classlflcation Title Recommended ,Classification Title
II I
Police
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Post, Clayton
King, Chester
Coote, James
Hoy, Dennis
Reed, James
Shawver, Donald
Nichols, Edward
Brown, Richard
Conrad, Neil
Troncale, Andy
Hawthorne, Gary
Hutcheson, David
Trabbie, Tony
Marshall, Bruce
Lozar, Harvy
Haney, David
Braun, Rick
Odell, David
Voss, Gary
Marston, Kenneth
Clark, Michael
Beveridge, John
Twitchell, John
Sadler, Anthony
Loken, Richard
Madden, Robert
Wulf, Lanny
Metz, Lawrence
Wade, John
Leff, Patrick
Silcott, Thomas
Banks, James
Franta, David
Stratton, Mike
Martin, Gerald
Britt, William
MacGregor, Michael
Wren, Danny
Largent, Gregory
McConnell, David
Bakey, Stanley
Logistical Services Officer
Evidence Technician
Communications Technician
Communications Technician
Fire Chief
Battalion Chief
Battalion Chief
Battalion Chief
Fire Captain AA
Fire Captain AA
Fire Captain AA
Fire Captain AA
Fire Captain AA
Fire Captain AA
Fire Captain AA
Fire Captain AA
Fire Captain AA
Fire Captain AA
Fire Captain AA
Fire Captain BA
Fire Engineer
Fire Engineer
Fire Engineer AA
Fire Engineer AA
Fire Engineer AA
Fire Engineer AA
Fire Engineer AA
Fire Engineer AA
Fire Engineer AA
Fire Engineer AA
Fire Engineer AA
Fire Engineer AA
Fire Paramedic
Fire Paramedic
Fire Paramedic
Fire Paramedic AA
Fire Paramedic AA
Fire Paramedic AA
Fire Paramedic AA
Fire Paramedic AA
Fire Paramedic AA
Page - 48
Logistical Services Officer
Evidence Technician
Communications Specialist
Communications Specialist
Fire Chief
Fire Battalion Chief
Fire Battalion Chief
Fire Battalion Chief
Fire Captain
Fire Captain
Fire Captain
Fire Captain
Fire Captain
Fire Captain
Fire Captain
Fire Captain
Fire Captain
Fire Captain
Fire Captain
Fire Captain
Fire Engineer
Fire Engineer
Fire Engineer
Fire Engineer
Fire Engineer
Fire Engineer
Fire Engineer
Fire Engineer
Fire Engineer
Fire Engineer
Fire Engineer
Fire Engineer
Fire Paramedic
Fire Paramedic
Fire Paramedic
Fire Paramedic
Fire Paramedic
Fire Paramedic
Fire Paramedic
Fire Paramedic
Fire Paramedic
CITY OF ARCADIA
ALLOCATION LIST
FEBRUARY 1999
partment ': Division*
Fire
Fire
Fire
Fire
ire
ire
ire
ire
Fire
Fire
Fire
Development Services
Development Services
Development Services
Development Services
Development Services
Development Services
Services
Services
Morehead, Todd
Schneider, Robert
Knudsen, Alexander
Norwood, Jurt
Valentine, Kevin
Bench, Steven
Smith, Donald
Stogner, Craig
Bursey, Allen
Sloan, James
Sobbota, Eugene
Gattas, Robert
Rogers, James
Bittle, Daniel
Riggs, Scott
Crabb, Wayne
Yen, Ping -Li
Stogner, Beth
Spriggs, Barry
Casalou, Michael
Espejo, Rosemarie
Craig, Stephanie
Juiliano, Tracie
Fierro, Ann
Hunter, Carol
Schneider, Cynthia
Ramis, Deborah
Murray, Delores
Gisbon, Christine
Leslie, Nelson
McGinnis, Pamela
Massey, Yvonne
:urrent Classification. Title Recommended Classification Title
Fire Paramedic AA
Fire Paramedic BA
Fire Paramedic BA
Fire Paramedic BA
Fire Paramedic BA
Fire Paramedic BA
Firefighter
Firefighter
Firefighter AA
Firefighter AA
Firefighter AA
Firefighter AA
Firefighter AA
Firefighter AA
Firefighter BA
BC Fire Marshall
Fire Inspector
Fire Admin Specialist
Firefighter AA
Management Analyst
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher I
Typist Clerk II
Fire Paramedic
Fire Paramedic
Fire Paramedic
Fire Paramedic
Fire Paramedic
Fire Paramedic
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Fire Battalion Chief /Fire Marshall
Fire Inspector
Fire Administrative Specialist
Firefighter
Management Analyst
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher II
Dispatcher 11
Administrative Assistant
Community Development
Penman, Donald
Community Development Director /DCM Deputy City Manager /Dev. Svs. Dir.
Community Development
Butler, Donna
Community Development Administrator Community Development Administrator
Community Development
Nicholson, Corkran
Planning Services Manager Planning Services Manager
Community Development
Kasama, James
Associate Planner Associate Planner
Community Development
Burnett, Candyce
Assistant Planner Assistant Planner
Community Development
Halminski, John
Assistant Planner Assistant Planner
Community Development Gerlach, Greg Chief Building Official Building Official
Community Development Stockham, Don Building Inspector Combination Inspector
Page - 49
CITY OF ARCADIA
ALLOCATION LIST
Department Division `: < Err
Services
Services
Development Services
Development Services
Development Services
Development Services
Development Services
Services
Services
Services
Services
Development Services
Development Services
Development Services
Recreation
Recreation
Library
Library
Community Development
Community Development
Community Development
Community Development
Community Development
Community Development
Community Development
Community Development
Community Development
Community Development
Community Development
Community Development
Community Development
Community Development
Tarin, William
Busch, Michael
Pike, Rebecca
Moore, Cindy
Schacatano, Connie
Ferrier, Margaret
Vergel -de -Dios, Silvania
Shahbazi, Tahmoures
Gonzalez, Ramiro
Kelleher, Timothy
Omelas, Melissa
Connors, Dale
Lugar, Robin
Kinnaham, Peter
Collins, Jerome
White, Roberta
Petty, Kenneth
McKiernan, Toni
Ng, Winnie
Vacant
Lukas, Patricia
Reynoso, Esther
Davis, Rita
Soldwedel, Diane
Ross, Kent
Sporleder, Janet
Meacham, Kathleen
Faust - Moreno, Jacqueline
Klingman, Karen
Lindstrom, Margaret
Lee, Deborah
Hayes, Mary Beth
Chen, Xia
Mallen, Janet
Pilavjian, Hripsime
cation Title : Recommended Classification Title
Building Inspector
Transportation Services Officer
Business License Officer
Code Service Officer
Building Technician II
Building Technician I
Secretary
Associate Civil Engineer
Assistant Engineer
Senior Engineering Aide
Secretary
Combination Inspector
Transportation Services Officer
Business License Officer
Code Services Officer
Building Technician II
Building Technician I
Senior Administrative Assistant
Associate Civil Engineer
Assistant Engineer
Senior Engineering Assistant
Engineering Technician
Redevelopment Project Manager Redevelopment Project Manager
Secretary Senior Administrative Assistant
Economic Development Administrator Economic Development Administrator
Director of Recreation
Assistant Director of Recreation
Recreation Supervisor
Secretary
Senior Citizen Program Typist Clerk
Senior Citizens Supervisor
Senior Citizen Program Specialist
Information Referral Coordinator
Information Health Specialist
Typist Clerk I
City Librarian
Assistant City Librarian
Principal Librarian
Principal Librarian
Principal Librarian
Librarian
Librarian
Librarian
Librarian
Library Technician 11
Library Technician 11
Page - 50
Recreation Director
Recreation Services Manager
Recreation Supervisor
Senior Administrative Assistant
Administrative Assistant
Senior Citizens Supervisor
Senior Citizens Program Specialist
Information and Referral Coordinator
Senior Citizens Project Specialist
Office Assistant
City Librarian
Assistant City Librarian
Principal Librarian
Principal Librarian
Principal Librarian
Librarian
Librarian
Librarian
Librarian
Senior Library Technician
Senior Library Technician
CITY OF ARCADIA
ALLOCATION UST
FEBRUARY 1999
Division
Department. Employee Name;: >:° Current Classification Title. " Recommended Classification Title
Library
Library
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
General Services
General Services
General Services
General Services
General Services
General Services
General Services
General Services
Field Services
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Streets and Sewer
Water
Water
Water
Gabaldon, Beverly
Tam, Shu Wen
Bergquist- Devoe, Carl
Polifka, Donald
Davis, Lisa
Fekete, Anika
Diaz, Toni
Hallett, Joan
Malloy, Patrick
Lazo, Mardonio
Lewis, Gary
McVey, David
Thomas, David
O'Donnell, Daniel
McClain, Kip
Capra, Anthony
Perrette, Ernest
Vacant
Vacant
Hall, William
Vacant
Vacant
LaCroix, Terance
Drew, Joseph
Bufkin, Mark
Brown, Michael
Salazar, Raul
Hernandez, Arthur
Tobin, Kevin
Sornoso, Henry
Triay, Michael
Stucky, Denise
Delgado, Samuel
Diez, Ralph
Salinas, Michael
Parisi, Anthony
Holcomb, Howard
Tomaier, Lubomir
James, Guy
Library Technician I
Library Technician 1
Library Technician I
Library Technician I
Library Technician I
Library Technician I
Library Technician I
Secretary
Maintenance Services Director
Assistant Engineer
General Services Manager
General Services Superintendent
Maintenance Contract Officer
Building Maintenance Technician
Building Maintenance Technician
Building Maintenance Foreman
Building Maintenance Technician
Field Services Manager
Streets Superintendent
Public Works Foreman
Public Works Foreman
Public Works Foreman
Public Works Foreman
Equipment Operator
Equipment Operator
Sweeper Operator
Sweeper Operator
Equipment Operator
Public Works Foreman
Equipment Operator
Equipment Operator
Secretary
Maintenance Worker
Maintenance Worker
Maintenance Worker
Maintenance Worker
Utilities Superintendent
Assistant Engineer
Assistant Engineer
Page - 51
Library Technician II
Library Technician 11
Library Technician I
Library Technician II
Library Technician I
Library Technician II
Library Technician I
Administrative Assistant
Public Works Services Director
Assistant Engineer
General Services Manager
General Services Superintendent
Maintenance Contracts Officer
Building Maintenance Technician
Building Maintenance Technician
Building Maintenance Crew Chief
Building Maintenance Technician
Field Services Manager
Streets Superintendent
Maintenance Crew Chief
Maintenance Crew Chief
Maintenance Crew Chief
Maintenance Crew Chief
Equipment Operator
Equipment Operator
Equipment Operator
Equipment Operator
Equipment Operator
Maintenance Crew Chief
Equipment Operator
Equipment Operator
Senior Administrative Assistant
Maintenance Worker
Maintenance Worker
Maintenance Worker
Maintenance Worker
Water Superintendent
Associate Civil Engineer
Assistant Engineer
CITY OF ARCADIA
ALLOCATION LIST
ryya
Department Division Employee Name.:: ;;:; ;;:Current ClasslflcaUon_TIUe:... Recommended :ClassificaUonTitle
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Public Works Services
Works Services
Works Services
Works Services
Works Services
Water
Water
Water
Water
Water
Water
Water
Water
Water
Water
Water
Water
Water
Water
Water
Water
Water
Water
Water
Garage
Garage
Garage
Garage
Gong, Aryland
Delgado, Samuel
Clark, Craig
Kurth, Rita
Higham, Thomas
Pirih, Bernard
Carter, Randy
Norris, Kirk
Omelas, Mark
Santana, Robert
Borrow, Gregory
Bruce, Donald
Shoemaker, Jonathan
Ross, Douglas
Zamora, Tilford
Miller, Jo Anne
Buckle, Katherine
Boeskin, Bryan
Cunningham, Robert
Francheschi, Luis
Castano, Edward
Leyva, Robert
Juarez, Antonio
Senior Engineering Aide
Water Foreman
Water Foreman
Water Services Officer
Water Quality Backflow Inspector
Pump Mechanic
Pump Mechanic
Assistant Pump Mechanic
Equipment Operator
Equipment Operator
Equipment Operator
Equipment Operator
Water Services Representative
Maintenance Worker
Maintenance Worker
Typist Clerk II
Secretary
Management Analyst
Storekeeper
Equipment Maintenance Foreman
Equipment Mechanic II
Equipment Services Worker
Equipment Services Worker
Page - 52
Senior Engineering Assistant
Water Maintenance Crew Chief
Water Maintenance Crew Chief
Water Services Officer
Water Quality Backfkrw Inspector
Water Production Technician II
Water Production Crew Chief
Water Production Technician l
Equipment Operator
Equipment Operator
Equipment Operator
Equipment Operator
Water Services Rep Crew Chief
Customer Services Representative
Customer Services Representative
Office Assistant
Administrative Assistant
Management Analyst
Storekeeper /Buyer
Fleet Maintenance Crew Chief
Fleet Technician II
Fleet Technician 11
Fleet Technician/Welder
CLASSIFICATION AND
COMPENSATION STUDY
EXECUTIVE SUMMARY
CITY OF ARCADIA
SUBMITTED BY:
TONY GERCZAK
PERSONNEL CONCEPTS, INC.
MARCH 12, 1999
0 zzo - -7L
TABLE OF CONTENTS
PAGE
PROJECT OVERVIEW ........ ............................... 1
Study Objectives and Process ...... ............................... 1
CLASSIFICATION SUMMARY ... ............................... 3
LABOR MARKET ANALYSIS .... ............................... 5
Compensation Survey Objectives .... ............................... S
Background................. ............................... 6
Criteria Utilized in Selecting Labor Market Survey Agencies ................... 6
City of Arcadia Current Labor Market . ............................... 7
Application of Survey Agency Selection Factors .......................... 7
Expanded Labor Market for Management (FLSA Exempt) Classifications ........... 8
Salary Structure .............. ............................... 9
Labor Market Position .......... ............................... 9
Results of the Salary Survey for Benchmark Classes ....................... 10
Exhibit A - Represented Benchmark Classes Labor Market Salary Survey Summary .... 11
Exhibit B - Management Benchmark Classes Labor Market Salary Survey Summary ... 12
Summary of Leave Policies ....... ............................... 13
APPENDICES
Appendix A- -Range Placement Table ............................... A-1
PROJECT OVERVIEW
Personnel Concepts was retained by the City of Arcadia to conduct a classification and
compensation study involving all of the City's classifications. This Executive Summary presents
the findings and recommendations of the compensation assignment as well as a brief overview
of the classification recommendations.
STUDY OBJECTIVES AND PROCESS
Based on the identified needs of the City, this study was designed to achieve the following
overall objectives:
• To review the current classification system including to evaluate and provide recommen-
dations to improve, revise or create position allocations and class specifications
• To develop a compensation system that is objective, competitive and equitable across all
City classes
• To develop of a compensation plan that is easily maintained and understood by all levels
of personnel
• To compile and analyze total compensation data to ensure the competitiveness of City
salaries and benefits with the City's competitive labor market
• To develop specific salary recommendations for all classes included within the scope of
the study which take into account internal equity and external labor market data.
To achieve these objectives, project consultants completed a number of different work tasks
including the following:
■ Meetings with Ciry staff' to identify concerns and issues regarding the City's current
classification and compensation plans
Page I
Project Overview
■ Employee briefings to ensure that all of the Ciry's employees understood the project scope
and methodologies and to provide employees with direction on how to complete the Job
Analysis Questionnaire
■ Review and analysis of supporting documentation including current salaries, current
salary administration policies and practices, current job descriptions, recently completed
Job Analysis Questionnaires, and organization charts
■ Conduct of job analysis interviews with all available employees requesting an interview
to ensure a thorough understanding of duties, responsibilities, and classification concerns
■ Development of Classification Concepts, position allocations, and class specifications for
each class of work identified
■ Identification of an appropriate labor market from which to gather compensation data
■ Conduct of FLSA analysis and recommendations
■ Collection and analysis of total compensation data
■ Development of specific salary recommendations based upon internal equity and external
labor market data
■ Development of implementation options and alternatives, cost estimates, and maintenance
guidelines.
Page 2
CLASSIFICATION SUMMARY
A significant amount of project time was devoted to the classification phase of the study. This
phase of the study ensured that the City's classifications are accurately documented. The
recommended changes and additions to the City's classification plan, as presented in the
Classification Manual submitted to the City under separate cover, were developed based upon
the following information:
■ A review of organizational charts, current job descriptions, and other background
documentation
■ A thorough analysis of the Job Analysis Questionnaires completed by employees
■ Information provided by employees, supervisors, division managers, and department
directors during the classification interviews
■ Additional information provided by management staff`' and employees during the review
of draft recommendations.
Using the results of these analyses, all positions in the City were grouped into tentative classes
based upon similar job duties and responsibilities. After the class definitions were developed
for these classes, the overall classification concepts were prepared to ensure the consistent
application of class titles and levels. The classification concepts were then reviewed by the City
to allow additional input.
Once the revisions to the classification concepts were complete, class specifications were
prepared for each class of work identified. All recommendations were then released to
employees in order to provide each employee with the opportunity to review the recommenda-
tions for their position. All comments received from the employees were reviewed by the
consultants and the appropriate changes were made to the Classification Manual in order to
incorporate comments received. The Classification Manual was then finalized.
The result of this process is an updated classification plan which is fully documented in the
Classification Manual. Specifically, this document contains the following:
Page 3
Classification Summary
• Classification Concepts
• Career Ladders
• List of all proposed classification titles
• Allocation of each position to the appropriate classification
• Revised class specifications for all classes.
This document results in a classification plan which:
■ Provides an improved basis for recruiting, testing, and selecting employees
■ Improves the framework for evaluating employee performance during probationary and
continuing periods of employment
■ Serves as a foundation for establishing and ident ifying areas that are basic to employee
training programs
■ Improves implementation and maintenance capabilities by providing the City with a
defensible and conceptually defined classification plan.
The development of the classification plan, and the supporting documentation, provides a
foundation for the compensation recommendations which are presented in the following Sections.
The FLSA analysis and documentation is presented under separate cover.
Page 4
LABOR MARKET ANALYSIS
COMPENSATION SURVEY OBJECTIVES
The City's compensation plan is one of the most important elements of its personnel system and
should accomplish the following objectives:
■ Ensure that the City of Arcadia has the ability to attract and retain well - qualified
personnel for all job classes
■ Ensure that the City's compensation practices are competitive with those of comparable
public sector employers in surrounding areas.
The role or primary objective of the compensation survey and subsequent analysis is to
determine how the City's classes compare to similar employers in terms of salary. The results
of the labor market compensation analysis are used to anchor the City's compensation plan to
the market place to ensure the ability of the City to recruit and retain quality employees. It is
important to remember, however, that the results of the compensation analysis are but one piece
of information used in setting salaries and establishing the City's compensation plan.
BACKGROUND
During our discussions with the City, the following total compensation goals and objectives have
been discussed:
■ The City desires the ability to recruit and retain quality personnel
■ The City desires not only to be externally competitive with the labor market but also to
be internally equitable
■ The City has an interest in, and realizes the importance of, developing a competitive total
compensation plan.
Page S
Labor Market Analysis
Based upon the above compensation goals and objectives, the selection of a competitive labor
market sample which can assist in attracting and retaining quality personnel becomes ever more
critical.
In that it is difficult to find other agencies which share exactly the same characteristics as the
City of Arcadia, the City must make some informed policy decisions based upon the various
parameters identified below.
CRITERIA UTILIZED IN SELECTING LABOR MARKET SURVEY AGENCIES
The general objective in selecting survey agencies is to define as accurately as possible the City's
"labor market." A labor market is that set of agencies with which the City competes in terms
of recruiting and retaining personnel.
There are three important criteria typically utilized in identifying those employers which
comprise an agency's labor market. These factors include the following:
■
Employer Size - -As a general rule, the more similar employers are in size and complexity,
the greater the likelihood that comparable positions exist within both organizations.
Specifically, agencies of similar size and complexity to that of the City of Arcadia are
likely to have a departmental structure and organization of positions more similar to that
of the City than agencies that are significantly smaller or larger in size.
■ Geographic Proximity -- Geographic proximity of potential employers is another factor
utilized in identifying an agency's labor market. This factor is important because it
identifies those employers that an agency must directly compete with in terms of
recruiting and retaining personnel. Furthermore, by selecting employers within close
geographic proximity, it will ensure that the resulting labor market will be generally
indicative of the region's cost of living and Consumer Price Index.
■ Nature of Services Provided - -The final criteria typically utilized in identifying an
agency's labor market is the nature of services provided by an employer. This criteria
is important in that employers who provide similar services are most likely to:
— Compete with one another for employees
— Have comparable jobs
— Possess similar organizational and economic characteristics.
Each of these factors has been taken into consideration in identifying an appropriate labor market
for the City of Arcadia. Because it is not possible to identify agencies identical to the City of
Arcadia, it is recommended that the selection of labor market agencies for this survey be based
on balancing of these various factors.
Page 6
Labor Market Analysis
CITY OF ARCADIA CURRENT LABOR MARKET
In the past, the City of Arcadia has used the following agencies:
Cut X Population
Pasadena
140,400
El Monte
116,400
West Covina
104,800
Burbank
104,000
Alhambra
90,400
Monterey Park
65,500
Glendora
52,500
Covina
46,900
Monrovia
39,750
La Verne
33,500
South Pasadena
25,400
APPLICATION OF SURVEY AGENCY SELECTION FACTORS
The first step to identifying a specific labor market for any agency is to identify a realistic pool
of potential employers to draw from in developing specific recommendations. It was
recommended that the City of Arcadia survey other cities with a population of 50,000 to 100,000
within reasonable geographic area.
From the pool of agencies meeting the criteria above, and based upon the selection criteria
previously discussed, Personnel Concepts recommended the following:
■ Eliminate La Verne and South Pasadena since these cities do not have a minimum
population of 50,000.
■ Add the cities of Downey, Norwalk, and Whittier since their populations exceed 50,000.
■ Retain the city of Monrovia since it borders the City of Arcadia.
■ Include the city of Pasadena since it is located nearby.
■ Include Los Angeles County for survey classes (excluding FLSA exempt management) to
maintain overall competitiveness.
Page 7
Labor Market Analysis
The labor market for the City of Arcadia is presented below:
City Population
Pasadena
140,400
El Monte
116,400
West Covina
104,800
Burbank
104,000
Norwalk
102,000
Downey
99,700
Alhambra
90,400
Whittier
84,300
Monterey Park
65,500
Gardena
58,000
Glendora
52,500
Covina
46,900
Monrovia
39,750
Los Angeles County N/A
EXPANDED LABOR MARKET FOR MANAGEMENT (FLSA EXEMPT)
CLASSIFICATIONS
Personnel Concepts recommended the following additional five cities for FLSA exempt
management classifications:
City Population
Santa Monica
92,600
Buena Park
74,300
Redondo Beach
65,800
Chino
64,500
Fountain Valley
55,600
The expanded market provides the City with a more regional competitiveness and accounts for
exempt classes that do not receive overtime. This labor market competitiveness will provide the
City with the capability to recruit quality key supervisory and management personnel.
The above labor markets were reviewed and discussed with the City Council
Page 8
Labor Market Analysis
SALARY STRUCTURE
The City currently uses a step plan.
Minimum Maximum
A B C D E
21.5%
Employees proceed from A to B following probation and then B to E annually. The current
salary spread from minimum is approximately 21.5% with 5% between steps. Personnel
Concepts recommends that the City consider developing a Pay For Performance structure that
provides for accountability of performance and therefore a return to the City for future salary
increases. Fox example, the City should adopt a new salary structure with a 10 step plan with
2.5% differentials between steps. An employee would receive Pay For Performance adjustments
based upon established criteria such as:
Performance Criteria Salary djustments
Outstanding = 7.5%
Exceeds Expectations = 5.0%
Meets Expectations = 2.5%
Needs Improvement = 0
The new Pay For Performance salary structure provides the City with a competitive structure
that encourages, motivates, and provides incentive for continued high quality performance. Most
of all, it provides the City Council, City Manager, and Department Heads with a realistic 21st
century mechanism to motivate, recognize, and reward employees' performance. The City may
need to phase in the Pay For Performance structure beginning with Department Heads.
LABOR MARKET POSITION
In addition to the selection of labor market cities, another important compensation policy
decision is to determine the position in the labor market that the City of Arcadia desires to
maintain. In considering labor market position, the following should be taken into account:
■ The desire to motivate and provide employees incentive for continued quality performance
■ The ability to recruit not only qualified but also quali . personnel
Page 9
Labor Market Analysis
■ The City's willingness to pay, i.e., compensation policy and philosophy
■ The priority of compensation versus other expenditures.
The City Council provided direction to use the 60th percentile labor market position for this
study.
RESULTS OF THE SALARY SURVEY FOR BENCHMARK CLASSES
Of the 75 survey classes, 30 represented and 23 management classes were selected as benchmark
classes based upon the reliability of the market data. Benchmark classes are those classes used
in the actual salary setting process. The data for the remaining classes was not utilized because
insufficient data or unreliable data was identified for the survey classes.
A summary of the results of the labor market survey for the benchmark classes is shown in
Exhibits A and B on the following pages. Presented therein is:
• The class title of each survey class
• The City of Arcadia's current salary for each class
• The labor market 60th percentile
• The percentage relationship of the labor market 60th percentile to the City's classification.
As indicated in Exhibit A and as summarized below, the survey results for the 30 represented
benchmark classes indicate:
■ City of Arcadia salaries are non - competitive to the established labor market. Twenty -one
(21) of the survey classes are below the labor market 60th percentile. Of these 21
classes:
-- 7hirteen (13) are below by less than 5%
-- Seven (7) are between 5% and 10% below
-- One (1) is more than 10% below.
■ Six (6) survey classes are above the 60th percentile ranging from 0.96% to 7.72 %.
The relationship between the City's benchmark classifications and the labor market data could
not be established in the remaining three classifications.
Page 10
Labor Market Analysis
EXHIBIT A
REPRESENTED BENCHMARK CLASSES
LABOR MARKET SALARY SURVEY SUMMARY
SURVEY CLASS TITLE
BASE
SALARY
CURRENT
MONTHLY
TOP STEP
BASE
SALARY
LABOR
MARKET
60TH PERC
BASE
SALARY
PERCENT
BOVE /BELO
60TH PERC
Administrative Assistant
New Class
$2,814
Computer Operator
New Class
$3,141
Network Support Specialist
New Class
$4,457
Library Technician II
$2,322
$2,613
- 12.53%
Fire Captain
$5,270
$5,756
-9.22%
Office Assistant
$2,337
$2,549
-9.07%
Code Services Officer
$3,224
$3,470
- 7.63°x6
Police Sergeant
$5,302
$5,639
- 6.36%
Senior Administrative Assistant
$3,032
$3,223
-6.30%
Fire Engineer
$4,533
$4,808
-6.07%
Executive Assistant
$3,536
$3,742
-5.83%
Building Maintenance Worker
$2,972
$3,112
-4.71%
Fire Battalion Chief
$6,830
$7,091
-3.82%
Firefighter
$3,926
$4,056
-3.31%
Police Records Technician II
$2,677
$2,760
-3.10%
Police Officer
$4,271
$4,394
-2.88%
Librarian
$3,675
$3,755
-2.18%
Dispatcher II
$3,158
$3,222
-2.03%
Human Resources Technician
$3,336
$3,395
-1.77%
Community Services Officer
$3,030
$3,069
-1.29%
Engineering Assistant
$3,763
$3,786
-0.61%
Associate Planner
$4,474
$4,489
-0.34%
Equipment Operator
$3,331
$3,341
-0.30%
Fire Inspector
$4,266
$4,269
-0.07%
Combination Inspector
$4,046
$4,007
0.96%
Custodian
$2,509
$2,475
1.36%
Equipment Mechanic
$3,525
$3,420
2.98%
Maintenance Worker
$3,009
$2,844
5.48%
Accounting Technician II
$3,032
$2,805
7.49%
Storekeeper
$3,331
$3,074
7.72%
Page 11
Labor Market Analysis
EXHIBIT B
MANAGEMENT BENCHMARK CLASSES
LABOR MARKET SALARY SURVEY SUMMARY
SURVEY CLASS TITLE
BASE
SALARY
CURRENT
MONTHLY
TOP STEP
BASE
SALARY
LABOR
MARKET
60TH PERC
BASE
SALARY
PERCENT
BOVE /BELO
GOTH PERC
Streets Superintendent
$4,493
$5,860
- 30.43%
Water Superintendent
$4,493
$5,845
- 30.09%
Human Resources & Risk Manager
$6,097
$7,707
-26.41%
Police Records Manager
$4,138
$4,976
- 20.25%
Building Official
$5,008
$5,991
- 19.63°x6
Principal Librarian
$4,127
$4,780
- 15.82%
Recreation Services Manager
$4,697
$5,433
- 15.67%
Management Analyst
$4,139
$4,683
- 13.14%
Parks and Recreation Director
$6,692
$7,547
- 12.78%
Information Systems Manager
$5,153
$5,807
- 12.69%
Public Works Services Director
$7,600
$8,505
-11.91%
Administrative Services Director
$7,392
$8,255
- 11.67%
Community Development Administrator
$6,339
$7,048
- 11.18%
City Manager
$9,550
$10,544
- 10.41%
Accounting Supervisor
$4,907
$5,371
-9.46%
Police Captain
$7,258
$7,894
-8.76%
Planning Services Manager
$5,283
$5,729
-8.44%
City Librarian
$6,505
$6,875
-5.69%
Police Lieutenant
$6,417
$6,749
-5.17%
Development Sery Director
$8,012
$8,393
-4.76%
Police Chief
$9,095
$9,468
- 4.10°x6
Recreation Supervisor
$4,043
$4,177
-3.31%
Associate Civil Engineer
$5,415
$5,349
1.22%
Page 12
Labor Market Analysis
As indicated in Exhibit B and as summarized below, the survey results for the 23 management
benchmark classes indicate:
■ City of Arcadia salaries are non - competitive to the established labor market. Twenty -two
(22) of the survey classes are below the labor market 60th percentile. Of these 22
classes:
-- Three (3) are below by less than 5%
-- Five (5) are between S% and 10% below
-- Seven (7) are between 10% and 15% below
-- Four (4) are between 15% and 20% below
-- Three (3) are more than 25% below.
■ One (1) survey class is above the 60th percentile by 1.22 %.
SUMMARY OF LEAVE POLICIES
The results of the labor market survey leave policies indicate the following:
■ For executive management and middle management, no significant variation exists for
sick leave, holidays, and /or other administrative leave. For vacation leave, Arcadia is
below the average:
1 Year S Years 10 Years
Market 12 days 15 days 18 days
Arcadia 10 days 10 days 15 days
■ For represented employees (non- sworn), similar results to the management groups are
found.
■ For represented Police, the City provides more vacation leave than the average of the
market, but fewer holidays. The totals of vacation and holidays are approximately equal.
■ For represented Fire, the City provides more vacation leave than the average of the
market, but less lick leave and fewer holidays.
It is recommended that the City consider increasing vacation days for executive management,
middle management, and miscellaneous employees comparable to labor market trends.
Page 13
APPENDIX A
RANGE PLACEMENT TABLE
Page A - 1
ARCADIA
RANGE PLACEMENT TABLE
APPROXIMATELY 2.5% BETWEEN RANGES
TEN STEPS; APPROXIMATELY 2.5% BETWEEN STEPS
APPROXIMATELY 25% BETWEEN SALARY MINIMUM AND MAXIMUM
Number I Recommended Title
35
36 Library Technician 1
37
38
39 Office Assistant
Police Records Technician I
40IAccounting Technician I
Library Technician II
41
ray
Period Step A Step B Step C Step D Step E Step F . Step G Step H Step I Step J
Hourly
$10.6958
$10.9632
$11.2373
$11.5182
$11.8062
$121014
$12.4039
$12.7140
$13.0318
$13.3576
Bi- weekly
5855.66
$877.06
$898.98
$921.46
$944.50
$968.11
$992.31
$1,017.12
$1,042.54
$1,068.61
Monthly
$1,854
$1,900
$1,948
$1,996
$2,046
$2,098
$2,150
$2,204
$2,259
52,315
Annual
$22,247
$22,804
$23,374
$23,958
$24, 557
$25,171
$25,800
$26,445
$27,106
$27,784
Hourly
510.9632
$11.2373
$11.5182
$11.8062
$12.1014
$12.4039
$12.7140
$13.0318
$13.3576
$13.6916
Bi- weekly
$877.06
$898.98
'$921.46
$944.50
$968.11
$992.31
$1,017.12
$1,04254
$1,068.61
$1,095.33
Monthly
$1,900
$1,948
$1,996
$2,046
52,098
$2,150
$2,204
$2,259
$2,315
52,373
Annual
$22,804
$23,374
$23,958
$24,557
525,171
$25,800
$26,445
$27,106
$27,784
$28,478
Hourly
$11.2373
$11.5182
$11.8062
$12.1014
$12.4039
$12.7140
$13.0318
$13.3576
$13.6916
$14.0339
Bi- weekly
$898.98
$921.46
$944.50
$968.11
5992.31
$1,017.12
$1,042.54
51,068.61
$1,095.33
$1,12271
Monthly
$1,948
$1,996
$2,046
$2,098
$2.150
52,204
52,259
$2,315
$2,373
$2,433
Annual
$23,374
$23,958
$24,557
$25,171
525.800
$26,445
527,106
527,784
528,478
$29,190
Hourly
$11.5182
$11.8062
$12.1014
$12.4039
$12.7140
$13.0318
$13.3576
513.6916
$14.0339
$143847
Bi- weekly
$921.46
$944.50
$968.11
S992.31
$1,017.12
$1,042.54
$1,06861
51,095.33
$1,12271
$1,150.78
Monthly
$1,996
$2,046
$2,098
$2,150
$2,204
$2,259
52,315
52,373
52,433
$2,493
Annual
$23,958
$24,557
$25,171
$25,800
$26.445
$27,106
$27,784
528,478
529,190
529,920
Hourly
$11.8062
$12.1014
$124039
$12.7140
$13.0318
$13.3576
$13.6916
$14.0339
$14.3847
$14.7443
Bi- weekly
$944.50
5968.11
$992.31
$1,017.12
$1,042.54
$1,068.61
$1,095'33
$1,122.71
$1,150.78
$1,179.54
Monthly
$2,046
$2,098
$2,150
$2,204
$2.259
$2,315
$2,373
$2,433
$2,493
$2,556
Annual
$24,557
$25,171
$25,800
$26,445
$27,106
$27,784
$28,478
$29,190
$29,920
$30.668
Hourly
$12.1014
$12.4039
$12.7140
$13.0318
$13.3576
$13.6916
$14.0339
$14.3847
514.7443
$15.1129
Bi- weekly
5968.11
$992.31
$1,017.12
$1,042.54
$1,068.61
$1,095.33
$1,122.71
$1,150.78
$1,179.54
$1,209.03
Monthly
$2,098
$2,150
$2,204
$2,259
$2.315
$2,373
$2,433
52,493
$2,556
$2,620
Annual
$25,171
$25,800
$26,445
$27,106
$27,784
$28,478
$29,190
$29,920
530,668
$31,435
Hourly
$12.4039
$12.7140
$13.0318
$13.3576
113.6916
$140339
$14.3647
514.7443
$15.1129
$15.4908
Bi- weekly
$992.31
$1,017.12
$1,042.54
$1,068.61
$1,095.33
$1,122.71
$1,150.78
$1,179.54
$1,209.03
$1,23916
Monthly
$2,150
$2,204
$2,259
$2,315
$2,373
$2,433
$2,493
52,556
$2,620
$2,685
Annual
$25,800
$26,445
$27,106
$27,784
$28,478
$29,190
$29,920
$30,668
531,435
$32,221
Page A -1
ARCADIA
RANGE PLACEMENT TABLE
APPROXIMATELY 2.5% BETWEEN RANGES
TEN STEPS; APPROXIMATELY 2.5% BETWEEN STEPS
APPROXIMATELY 25% BETWEEN SALARY MINIMUM AND MAXIMUM
Number I Recommended Title
42
43 Administrative Assistant
Dispatcher
Information and Referral Coordinator
Police Records Technician II
Senior Citizens Project Specialist
Video Technician/Office Assistant
44 Accounting Technician II
45 Senior Citizens Program Specialist
46 Customer Services Representative
Maintenance Worker
Senior Library Technician
47 Building Technician I
Community Services Officer
Senior Police Records Technician
48 Computer Operator
Fleet Technician I
Period Step A Step B Step C Step D Step E Step F Step G Step H Step I Step J
Hourly
$12.7140
$13.0318
$13.3576
$13.6916
$14.0339
$14.3847
$14.7443
$15.1129
$15.4908
$15.8780
Bi- weekly
$1,017.12
$1,042.54
$1,068.61
$1,095.33
$1,122.71
$1,150.78
$1,179.54
$1,209.03
$1,23916
$1,270.24
Monthly
$2,204
$2,259
$2,315
$2,373
$2,433
$2,493
$2,556
$2,620
$2,685
$2,752
Annual
$26,445
$27,106
$27,784
$28,478
$29,190
$29.920
$30,668
$31,435
$32,221
$33,026
Hourly
$13.0318
$13.3576
$13.6916
$14.0339
$14.3847
$14.7443
$15.1129
$15.4908
$15.8780
$16.2750
Bi- weekly
$1,042.54
$1,068.61
$1,095.33
$1,122.71
$1,150.78
$1,179.54
$1,209.03
$1,239.26
$1,270.24
$1,302.00
Monthly
$2,259
$2,315
$2,373
$2,433
$2,493
$2,556
$2,620
52,685
$2,752
$2,821
Annual
$27,106
$27,784
$28,478
$29,190
$29,920
$30,668
$31,435
$32,221
533,026
533,852
Hourly
$13.3576
$13.6916
$14.0339
$14.3847
$14.7443
$15.1129
515.4906
515.8780
S16.2750
516.6818
Bi- weekly
$1,068.61
$1,095.33
51,122.71
$1,150.78
$1,179.54
S1,209.03
$1,239.26
57,27024
$1,302.00
S1,33454
Monthly
52,315
$2,373
$2,433
$2,493
$2,556
$2,620
52,685
52,752
52,821
52,892
Annual
$27,784
$28,478
529,190
529,920
530,668
$31,435
$32,221
533,026
533,852
534,698
Hourly
$13.6916
$14.0339
$14.3847
$14.7443
$15.1129
$15.4908
5158780
516.2750
S16.6818
517.0989
Bi- weekly
$1,095.33
$1,122.71
$1,150.78
$1,179.54
$1,209.03
$1,239.26
$1,270.24
51,302.00
$1,334.54
S1,367.91
Monthly
$2,373
$2,433
$2,493
$2,556
$2,620
$2,685
$2,752
52,821
$2,892
$2,964
Annual
$28,478
$29,190
$29,920
$30,668
$31,435
532,221
$33,026
$33,852
$34,698
535,566
Hourly
$14.0339
$14.3847
$14.7443
$15.1129
$15.4908
$15.8780
$16.2750
$16.6818
$17.0989
$17.5264
Bi- weekly
$1,122.71
$1,150.78
$1,179.54
$1,209.03
$1,239.26
$1,270.24
$1,302.00
$1,33454
$1,367.91
$1,402.11
Monthly
$2,433
$2,493
$2,556
$2,620
$2,685
$2,752
52,821
52,892
$2,964
53,038
Annual
$29,190
$29,920
$30,668
$31,435
$32,221
533,026
533,852
534,698
S35,566
$36,455
Hourly
$14.3847
$14.7443
$15.1129
$15.4908
$15.8780
$16.2750
$16.6818
517.0989
$17.5264
$17.9645
Bi- weekly
$1,150.78
$1,179.54
$1,209.03
$1,239.26
$1,270.24
$1,302.00
$1,334.54
$1,367.91
$1,402.11
$1,437.16
Monthly
$2,493
$2,556
$2,620
$2,685
$2,752
$2,821
52,892
$2,964
53,038
53,114
Annual
$29,920
$30,668
$31,435
$32,221
$33,026
$33,852
S34,698
$35,566
536,455
$37,366
Hourly
$14.7443
$15.1129
$15.4908
$15.8780
$16.2750
$16.6818
$17.0989
$17.5264
$17.9645
$18.4136
Bi- weekly
$1,179.54
$1,209.03
$1,239.26
$1,270.24
$1,30200
$1,334.54
51,367.91
51,402.11
$1,437.16
$1,47309
Monthly
$2,556
$2,620
$2,685
$2,752
$2,821
$2,892
$2,964
$3,038
$3,114
$3,192
Annual
$30,668
$31,435
$32,221
$33,026
$33,852
534,696
$35,566
$36,455
$37,366
$38,300,
Page A -2
ARCADIA
RANGE PLACEMENT TABLE
APPROXIMATELY 2.5% BETWEEN RANGES
TEN STEPS; APPROXIMATELY 2.5% BETWEEN STEPS
APPROXIMATELY 25% BETWEEN SALARY MINIMUM AND MAXIMUM
Range
Number
Recommended Title
ray
Period
Step A
Step B
Step C
Step D
Step E
Step IF
Step G
Step H
Step I
Step J
49
Dispatcher II
Hourly
$15.1129
$15.4908
$15.8780
$16.2750
$16.6818
$17.0989
$17.5264
$17.9645
$18.4136
$18.8740
$3,271
Senior Administrative Assistant
Bi- weekly
$1,209.03
$1,239.26
$1,270.24
$1,302.00
$1,334.54
$1,367.91
$1,402.11
$1,437.16
$1,473.09
$1,509.92'
$41, 245
Deputy City Clerk
Monthly
$2,620
$2,685
$2,752
$2,821
$2,892
$2,964
$3,038
$3,114
$3,192
$3,271
Annual
$31,435
$32,221
$33,026
$33, 852
$34, 698
$35, 566
$36,455
$37,366
$38,300
$39,258
50
Building Maintenance Technician
Hourly
$15.4908
$15.8780
$16.2750
$16.6818
$17.0989
$17.5264
$17.9645
$18.4136
$18.8740
$19.3458
Equipment Operator
Bi- weekly
$1,239.26
$1,270.24
$1,302.00
$1,334.54
$1,367.91
$1,402.11
$1,437.16
$1,473.09
$1.509.92
$1,547.66
Printing Services Specialist
Monthly
$2,685
$2,752
$2,821
$2,892
$2, 964
$3,038
$3,114
$3,192
$3,271
$3.353
Senior Accounting Technician
Annual
$32,221
$33,026
$33,852
$34,698
535. 566
536,455
$37,366
$38,300
539,256
540,239
Water Production Technician 1
51
Building Technician II
Hourly
$15.8780
$16.2750
$16.6818
$17.0989
$17.5264
$17.9645
$18.4136
518.8740
$19.3458
519.8295
Engineering Technician
Bi- weekly
$1,270.24
$1,302.00
$1,334.54
$1,367.91
$1,402.11
$1,437.16
$1,473.09
51,509.92
$1,547.66
$1,586.36
Fire Administrative Specialist
Monthly
$2,752
$2,821
$2,892
$2,964
$3,038
$3,114
$3,192
$3,271
$3,353
53,437
Human Resources Technician
Annual
$33,026
$33,852
$34,698
535,566
536,455
537,366
$38,300
$39,258
$40,239
$41,245
Logistical Services Officer
Storekeeper /Buyer
52
Business License Officer
Hourly
$16.2750
$16.6818
$17.0989
$17.5264
$17.9645
$18.4136
$18.8740
519.3458
$19.8295
520.3252
Code Services Officer
Bi- weekly
$1,302.00
$1,334.54
$1,367.91
$1,402.11
$1,437.16
51,473.09
$1,509.92
$1,547.66
$1,586.36
$1,626.02
Fleet Technician II
Monthly
$2,821
$2,892
' $2,964
53,038
$3,114
$3,192
$3,271
$3,353
53,437
$3,523
Annual
$33,852
$34,698
$35,566
$36,455
$37, 366
$38, 300
$39,258
$40,239
$41,245
$42.276
53
Hourly
$16.6818
$17.0989
$17.5264
$17.9645
$18.4136
$18.8740
$19.3456
$19.8295
$20.3252
$20.8333
Bi- weekly
$1,334.54
$1,367.91
$1,402.11
$1,437.16
51,47109
$1,509.92
$1,547.66
$1,586.36
$1,626.02
$1,666.66
Monthly
$2,892
$2,964
$3,038
$3,114
$3,192
$3,271
$3,353
$3,437
$3,523
53,611
Annual
$34,698
$35,566
$36,455
$37,366
538,300
$39,258
$40,239
541,245
$42,276
543,333
54
Accounting Specialist
Hourly
$17.0989
$17.5264
$17.9645
$18.4136
$18.8740
$19.3458
$19.8295
$20.3252
$20.8333
$21.3542
Computer Support Specialist
Bi- weekly
$1,367.91
$1,402.11
$1,437.16
$1,473.09
51,509.92
$1,547.66
$1,586.36
$1,626.02
$1,666.66
$1,708.34
Fleet Technician/Welder
Monthly
$2,964
$3,038
$3,114
$3,192
$3,271
$3,353
53,437
$3,523
53,611
53,701
Water Production Technician II
Annual
$35,566
$36,455
$37,366
$38,300
$39, 258
$40, 239
$41,245
$42,276
$43,333
$44,417
55 Engineering Assistant
Executive Assistant
Legal Coordinator
Librarian
Hourly
$17.5264
$17.9645
$18.4136
$18.8740
$19.3458
$19.8295
$20.3252
$20.8333
$21.3542
$21.8880
Bi- weekly
$1,402.11
$1,437.16
$1,473.09
$1,509.92
51,547.66
$1,586.36
$1,626.02
51,666.66
51,708.34
$1,751.04
Monthly
$3,038
$3,114
$3,192
$3,271
$3,353
$3,437
$3,523
$3,611
53,701
$3,794
Annual
$36,455
$37,366
$38,300
$39,258
540, 239
$41, 245
$42,276
$43,333
$44,417
$45,527
Page A -3
ARCADIA
RANGE PLACEMENT TABLE
APPROXIMATELY 2.5% BETWEEN RANGES
TEN STEPS; APPROXIMATELY 2.5% BETWEEN STEPS
APPROXIMATELY 25% BETWEEN SALARY MINIMUM AND MAXIMUM
►range
Number
Recommended Title
Nay .
"Period .
Step A
Step B
Step C
Step D
Step E
Step F
Step G
Step H
Step 1
Step J
56
Building Maintenance Crew Chief
Hourly
$17.9645
$16.4136
$18.8740
$19.3458
$19.8295
$20.3252
$20.8333
$21.3542
$21.8880
$22.4352
Evidence Technician
Bi -weekly
$1,437.16
$1,473.09
$1,509.92
$1,547.66
$1,586.36
$1,626.02
$1,666.66
$1,706.34
$1,751.04
$1,794.82
Maintenance Crew Chief
Monthly
$3,114
$3,192
$3,271
$3,353
$3,437
$3,523
$3,611
53,701
$3,794
$3,889
Water Services Representative Crew Chief
Annual
$37,366
$38, 300
$39, 258
$40, 239
$41, 245
$42, 276
$43,333
$44,417
$45,527
$46,665
57
Hourly
$18.4136
$18.8740
$19.3458
$19.8295
$20.3252
$20.8333
$21.3542
$21.8880
$22.4352
522.9961
Bi- weekly
$1,473.09
$1,509.92
$1,547.66
$1,586.36
$1,626.02
$1,666.66
$1,708.34
$1,751.04
$1,794.82
$1,839.69
Monthly
$3,192
$3, 271
$3, 353
$3, 437
$3,523
53,611
$3,701
$3,794
$3,889
53,986
Annual
$38,300
$39,258
$40,239
$41, 245
$42, 276
$43,333
$44,417
545,527
$46,665
$47,832
58
Assistant Planner
Hourly
$18.8740
$19.3458
$19.8295
$20.3252
$20.8333
$21.3542
$21.8880
$22.4352
$22.9961
$23.5710
Combination Inspector
Bi- weekly
$1.509.92
$1,547.66
$1,586.36
$1,626.02
$1,666.66
$1,708.34
$1,75104
$1,794.82
$1,839.69
$1,885.68
Firefighter
Monthly
$3,271
$3,353
$3,437
$3,523
53,611
53,701
53,794
$3,889
53,986
54,086
Annual
$39,258
$40,239
$41,245
$42,276
543, 333
$44,417
545,527
546,665
547,832
$49,028
59
Firefighter AA
Hourly
$19.3458
$19.8295
$20.3252
$20.8333
$21.3542
$21.8880
$22.4352
5229961
$23.5710
$24.1603
Recreation Supervisor
Bi- weekly
$1,547.66
$1,586.36
$1,626.02
$1,666.66
$1,708.34
$1,751.04
$1,794.82
51,839 -69
$1,865.68
51,93282
Senior Citizens Supervisor
Monthly
$3,353
53, 437
$3,523
$3,611
$3,701
53,794
$3,889
$3,986
$4,086
$4,188
Annual
540,239
$41,245
542,276
543, 333
$44, 417
$45,527
$46,665
$47,832
549,028
550,253
60
Fire Inspector
Hourly
$19.8295
$20.3252
$20.8333
$21.3542
$21.8880
$22.4352
$22.9961
5215710
$24.1603
5243643
Firefighter BA
Bi- weekly
$1,586.36
$1,626.02
$1,666.66
$1,708.34
$1,751.04
$1,794.82
51,839.69
$1,885.68
$1,932.82
$1,981.14
Fleet Maintenance Crew Chief
Monthly
53,437
$3,523
$3,611
$3,701
$3, 794
$3,889
$3,986
54,086
54,188
$4,292
Purchasing Officer
Annual
541, 245
$42, 276
$43, 333
$44, 417
$45, 527
$46,665
$47,832
$49,028
$50,253
$51,510
Water Mtc Crew Chief
Water Production Crew Chief
61
Police Officer
Hourly
$20.3252
$20.8333
$21.3542
$21.8880
$22.4352
$22.9961
$23.5710
$24.1603
S24.7643
525.3834
Senior Engineering Assistant
Bi- weekly
$1,626.02
$1,666.66
$1,708.34
$1,751.04
$1,794.82
$1,839.69
$1,885.68
$1,932.82
$1,981.14
$2.030.67
Monthly
$3,523
$3,611
$3,701
$3,794
$3, 889
$3,986
$4,086
54,188
$4,292
$4,400
Annual
542,276
$43,333
$44, 417
$45,527
$46,665
$47,832
$49,028
550,253
551,510
552,797
Page A-4
ARCADIA
RANGE PLACEMENT TABLE
APPROXIMATELY 2.6% BETWEEN RANGES
TEN STEPS; APPROXIMATELY 2.5% BETWEEN STEPS
APPROXIMATELY 25% BETWEEN SALARY MINIMUM AND MAXIMUM
Range Pay:::: :
Number Recommended Title Period ::: Step A Step B Step C Step D Step E Step F Step G Step H Step 1 Step J
62 Associate Planner
Communications Specialist
Network Support Specialist
Police Officer AA
Redevelopment Project Manager
63 Police Officer BA
64 Maintenance Contracts Officer
Management Analyst
Special Projects Manager
Water Quality Backflow Inspector
Water Services Officer
65IFire Engineer
Fire Paramedic
Principal Librarian
66 Police Records Manager
Assistant Engineer
Fire Engineer AA
Fire Paramedic AA
Transportation Services Officer
67 Fire Engineer BA
Fire Paramedic BA
Hourly
$20.8333
$21.3542
$21.8880
$22.4352
$22. 9961
$23.5710
$24.1603
$24.7643
$25.3834
$26.0180'
Bi- weekly
$1,666.66
$1,708.34
$1,751.04
$1,794.82
$1,839.69
$1,885.68
$1,932.82
$1,981.14
52,030.67
52,081.44
Monthly
$3, 611
$3,701
$3,794
$3, 889
$3, 986
$4,086
54,188
$4,292
54,400
54,510
Annual
$43,333
$44,417
545,527
S46, 665
$47, 832
$49,028
550,253
$51,510
$52,797
$54,117
Hourly
521.3542
$21.8880
$22.4352
$22.9961
$23.5710
524.1603
$24.7643
$25.3834
$26.0180
526 6684
Bi- weekly
$1,708.34
$1,751.04
$1,794.82
$1,839.69
$1,885.68
$1,932.82
$1, 981.14
$2,030.67
$2,081.44
52,13347
Monthly
$3,701
$3,794
$3,889
$3,986
$4, 086
$4,188
$4,292
$4,400
$4,510
54,623
Annual
$44,417
$45,527
$46,665
S47, 832
$49,028
$50,253
$51,510
$52,797
$54,117
555,470
Hourly
$21.8880
$22.4352
522.9961
$23.5710
$24.1603
$24.7643
525.3834
$26.0180
526.6684
S2Z3352
Bi- weekly
$1,751.04
$1,794.82
$1,839.69
51,88568
$1,932.82
$1,981.14
$2,030.67
S2,081.44
$2,133.47
52,186.82
Monthly
$3,794
$3, 889
$3,986
54,086
54,188
54,292
54,400
54,510
$4,623
54,738
Annual
$45, 527
$46,665
$47,832
$49,028
$50,253
$51,510
$52,797
554,117
555,470
556,857
Hourly
$22.4352
$22.9961
$23.5710
$24.1603
$24.7643
$25. 3834
$26.0180
$26.6684
$27.3352
528.0185
Bi- weekly
$1,794.82
$1,839.69
$1,885.68
$1,932.82
$1,981.14
$2. 030.67
$2, 081.44
52,133.47
$2,186.82
$2,241.48
Monthly
$3,889
$3,986
$4,086
54,188
$4, 292
$4,400
$4,510
$4,623
$4,738
$4,857
Annual
$46,665
$47,832
$49,028
$50,253
$51,510
$52,797
$54,117
$55,470
$56,857
558,279
Hourly
$22.9961
$23.5710
$24.1603
$24.7643
$25.3834
$26.0180
$26.6684
$272352
$28.0165
S287190
Bi- weekly
$1,839.69
$1,885.68
$1,932.82
$1,981.14
$2,030.67
$2,081.44
$2,133.47
$2,186.82
$2,241.48
$2,297.52
Monthly
$3, 986
$4,086
$4,188
$4,292
$4, 400
$4,510
$4,623
$4,738
54,857
54,978
Annual
$47,832
$49,028
$50,253
551,510
$52,797
$54,117
$55,470
556,857
$58,279
$59,736
Hourly
$23.5710
$24.1603
$24.7643
$25.3834
$26.0180
$26.6684
$27.3352
$28.0185
5283190
S29.4370
Bi- weekly
$1,885.68
$1,932.82
$1,981.14
$2,030.67
$2,081.44
$2,133.47
$2,186.82
$2,241.48
$2,297.52
$2,354.96
Monthly
$4, 086
$4, 188
$4, 292
$4, 400
$4, 510
$4,623
$4,738
$4,857
54,978
55,102
Annual
$49,028
$50,253
'$51,510
$52,797
554,117
$55,470
$56,857
558,279
$59,736
561,229
Page A -5
ARCADIA
RANGE PLACEMENT TABLE
APPROXIMATELY 2.5% BETWEEN RANGES
TEN STEPS; APPROXIMATELY 2.5% BETWEEN STEPS
APPROXIMATELY 25% BETWEEN SALARY MINIMUM AND MAXIMUM
llmange pay
Number Recommended. Title . Period Step A Step B Step C Step D. Step E Step F Step G Step H Step 1 Step J
68
69
70
71
72
Assistant Human Resources Mgr and Risk Manager
Management Services Officer
General Services Superintendent
Senior Planner
Associate Civil Engineer
Accounting Supervisor
Recreation Services Manager
Assistant City Librarian
Fire Captain
Police Sergeant
Planning Services Manager
Fire Captain AA
Police Sergeant AA
73 Fire Captain BA
Information Systems Manager
Police Sergeant BA
Streets Superintendent
Water Superintendent
74 Building Official
Hourly
$24.1603
$24.7643
$25.3834
$26.0180
$26.6684
$27.3352
$28.0185
$28.7190
529.4370
530.1729
Bi- weekly
$1,932.82
$1,981.14
$2,030.67
$2,081.44
$2,133.47
$2,186.82
$2,241.48
$2,297.52
$2,354.96
$2,413.83
Monthly
54,188
S4, 292
$4, 400
$4,510
$4,623
$4,738
$4,857
54,978
$5,102
55,230
Annual
550,253
$51,510
$52,797
$54,117
$55,470
$56, 857
$58,279
$59,736
$61,229
$62,760
Hourly
$24.7643
$25.3834
$26.0180
$26.6684
$27.3352
$28.0185
$28.7190
$29.4370
$30.1729
530.9272
Bi- weekly
$1,981.14
$2,030.67
$2,081.44
$2,133.47
$2,186.82
$2,241.48
$2,297.52
$2,354.96
S2,413.83
52,474.18
Monthly
54,292
S4, 400
$4,510
$4,623
$4,738
$4,857
$4,978
$5,102
55,230
$5,361
Annual
$51,510
$52,797
$54,117
$55,470
$56,857
$58,279
559,736
561,229
$62,760
$64,329
Hourly
525.3834
$26.0180
$26. 6684
$27.3352
$28.0185
$28.7190
$29.4370
$30.1729
$30.9272
$31.7004
Bi- weekly
$2,030.67
$2,081.44
$2,133.47
$2, 186.82
$2,241.48
$2,297.52
52,354.96
52,413.83
52,474.18
$2,536.03
Monthly
$4,400
$4,510
" $4,623
$4,738
S4, 857
$4,978
$5,102
$5,230
55,361
55,495
Annual
$52,797
$54,117
$55,470
$56,857
558,279
$59,736
$61,229
562,760
564,329
565,937
Hourly
$26.0180
$26.6684
$27.3352
$28. 0185
$28.7190
529.4370
$30.1729
530.9272
531.7004
$32.4929
Bi- weekly
$2,081.44
$2,133.47
$2,186.82
$2, 241.48
$2,297.52
$2,354.96
$2,413.83
52,474.18
52,536.03
52.599.43
Monthly
$4,510
54,623
S4, 738
54,857
$4,978
$5,102
$5,230
55,361
$5,495
55,632
Annual
$54,117
$55,470
$56,857
$58, 279
$59,736
$61,229
$62,760
$64,329
$65,937
$67,585
Hourly
$26.6684
$27.3352
$28.0185
$28.7190
$29. 4370
$30. 1729
$30.9272
531.7004
532.4929
533.3052
Bi- weekly
$2,133.47
$2,186.82
$2,241.48
S2, 297.52
$2,354.96
$2,413.83
$2,474.18
$2,536.03
52,599.43
$2,664.42
Monthly
$4,623
$4, 738
$4,857
$4,978
55,102
$5,230
$5,361
55,495
$5,632
55,773
Annual
$55,470
556,857
$58,279
$59,736
$61,229
$62,760
$64,329
$65,937
$67,585
$69,275
Hourly
$27.3352
$28.0185
$28.7190
$29.4370
$30.1729
530.9272
$31.7004
$32.4929
S333052
534.1379
Bi- weekly
$2,186.82
$2,241.48
$2,297.52
$2,354.96
$2,413.83
$2,474.18
$2,536.03
$2,599.43
$2,664.42
$2,731.03
Monthly
$4, 738
$4,857
54,978
$5,102
55,230
$5,361
$5,495
55,632
$5,773
$5,917
Annual
$56,857
$58,279
$59, 736
$61,229
562,760
$64,329
$65,937
567,585
569,275
$71,007
Hourly
$28.0185
$28.7190
$29.4370
$30.1729
$30.9272
$31.7004
$32.4929
$33.3052
534.1379
534.9913
Bi- weekly
$2,241.48
$2,297.52
$2,354.96
$2,413.83
$2,474.18
$2,536.03
$2,599.43
$2,664.42
$2,731.03
$2,799.30
Monthly
$4,857
$4,978
$5,102
$5,230
$5,361
55,495
$5,632
$5,773
55,917
56,065
Annual
$58,279
$59,736
$61, 229
$62,760
564,329
$65,937
$67,585
$69,275
571,007
$72,7821
Page A -6
ARCADIA
RANGE PLACEMENT TABLE
APPROXIMATELY 2.5% BETWEEN RANGES
TEN STEPS; APPROXIMATELY 2.5% BETWEEN STEPS
APPROXIMATELY 25% BETWEEN SALARY MINIMUM AND MAXIMUM
mange
Number
Recommended Title
:: ray .
Period
Step A .
Step B
Step C
Step D
Step E
Step F
Step G
Step H
Step 1
Step J
75
Hourly
$28.7190
$29.4370
$30.1729
$30.9272
$31.7004
$32.4929
533 .3052
$34.1379
$34.9913
$35.8661
Bi- weekly
$2,297.52
$2,354.96
$2,413.83
$2,474.18
$2,536.03
$2,599.43
$2,664.42
$2,731.03
$2,799.30
$2,869.29
Monthly
$4,978
$5,102
$5,230
$5,361
55, 495
$5,632
$5,773
$5,917
$6,065
$6,217.
Annual
$59,736
$61,229
$62,760
$64,329
$65,937
$67,585
$69,275
$71,007
$72,782
$74,601
76
Hourly
$29.4370
$30.1729
$30.9272
531.7004
532. 4929
$33. 3052
$34.1379
$34.9913
$35.8661
536.7627
Bi- weekly
$2,354.96
$2,41183
$2,474.18
$2,536.03
$2,599.43
$2,664.42
$Z, 731.03
$2,799.30
S2,869.29
$2,941.02
Monthly
55,102
$5,230
$5,361
$5,495
55,632
55 ,773
$5,917
$6,065
$6,217
$6,372
Annual
$61, 229
$62,760
$641,329
$65,937
$67,585
569,275
$71,007
$72,782
$74,601
$76,4661
77
Hourly
$30.1729
$30.9272
$31.7004
$32.4929
533.3052
$34.1379
534.9913
$35.8661
536.7627
537.6818
Bi- weekly
$2,413.83
$2,474.18
$2,536.03
$2,599.43
$2,664.42
$2,731.03
$2, 799.30
52,869.29
52,941.02
$3,014.54
Monthly
$5,230
$5,361
55,495
55,632
$5,773
55,917
56,065
56,217
56,372
56,532
Annual
$62,760
$64,329
$65,937
$67,585
569,275
$71,007
$72,782
$74,601
$76,466
578,378
78
Hourly
$30.9272
$31.7004
$32.4929
533.3052
$34. 1379
$34. 9913
$35.8661
$36.7627
537.6818
$38.6239
Bi- weekly
$2,474.18
$2,536.03
$2,599.43
$2,664.42
52,731.03
52,799.30
$2, 869.29
52,941.02
53,014.54
53,089.91
Monthly
$5,361
$5,495
$5,632
55,773
55,917
56,065
56,217
56,372
56,532
56,695
Annual
$64,329
$65,937
$67,585
$69,275
$71,007
$72,782
$74,601
$76,466
$78,378
580,338
79
Economic Development Administrator
Hourly
$31.7004
$32.4929
$33.3052
SU-1379
534.9913
$35.8661
$36.7627
537.6818
538.6239
$39.5894
Bi- weekly
$2,536.03
$2,599.43
$2,664.42
$2,731.03
52,799.30
$2, 869.29
$2,941.02
$3,014.54
53,089.91
$3,167.15
Monthly
55,495
$5,632
$5,773
$5,917
$6, 065
$6,217
$6,372
56,532
$6,695
$6,862
Annual
$65,937
$67,585
$69,275
$71,007
$72,782
$74,601
$76,466
$78,378
$80,338
582,346
80
Field Services Manager
Hourly
$32.4929
533.3052
$34.1379
$34.9913
$35.8661
$36.7627
$37.6818
538.6239
$39.5894
$40.5792
Financial Services ManagerlTreasurer
Bi- weekly
$2,599.43
$2,664.42
$2,731.03
$2,799.30
$2,869.29
$2, 941.02
$3,014.54
$3,089.91
53,167.15
53,246.34
General Services Manager
Monthly
$5,632
$5,773
$5,917
56,065
56.217
$6,372
$6,532
$6,695
56,862
$7,034
Annual
$67,585
$69,275
$71,007
$72,782
$74,601
$76,466
$78,378
580,338
$82,346
$84,405
81
City Librarian
Hourly
$33.3052
$34.1379
$34.9913
$35.8661
536.7627
$37.6818
$38.6239
539.5894
540.5792
$41.5937
Community Development Administrator
Bi- weekly
$2,664.42
$2,731.03
$2,799.30
$2,869.29
$2,941.02
$3,014.54
$3,089.91
$3,167.15
53,246.34
53,32750
Fire Battalion Chief /Fire Marshall
Monthly
$5,773
$5,917
$6,065
$6,217
$6,372
56,532
$6,695
$6,862
$7,034
$7,210
Fire Battalion Chief
Annual
$69,275
$71,007
$72,782
$74,601
$76,466
$78,378
$80,338
$82,346
584,405
586,515
Police Lieutenant
Recreation Director
Page A -7
ARCADIA
RANGE PLACEMENT TABLE
APPROXIMATELY 2.5% BETWEEN RANGES
TEN STEPS; APPROXIMATELY 2.5% BETWEEN STEPS
APPROXIMATELY 25% BETWEEN SALARY MINIMUM AND MAXIMUM
rcanHa ray
Number Recommended Title Period Step,A Step B Step C . Step D Step E Step F Step G Step H Step 1 Step J
82
83
84 Human Resources and Risk Manager
85
86
87 Police Captain
88 Public Works Services Director
Administrative Services Director
Hourly
$34.1379
$34.9913
$35. 8661
$36. 7627
$37. 6818
$38. 6239
$39.5894
$40.5792
541.5937
$42.6335
Bi- weekly
$2,731.03
$2,799.30
$2,869.29
$2,941.02
$3, 014.54
$3, 089.91
$3,167.15
$3,246.34
$3,327.50
$3,410.68
Monthly
$5,917
$6,065
$6,217
$6,372
$6,532
$6,695
$6,862
$7,034
$7,210
$7,390
Annual
$71,007
$72,782
$74,601
$76,466
$78, 378
$80,338
$82,346
584,405
$86,515
$88,678
Hourly
$34.9913
$35.8661
$36.7627
$37. 6818
$38. 6239
$39.5894
540.5792
$41.5937
$42.6335
543.6993
Bi- weekly
$2,799.30
$2,869.29
$2,941.02
$3,014.54
53,089.91
53, 167.15
$3, 246.34
$3,327.50
$3,410.68
$3,495.94
Monthly
$6,065
56,217
$6,372
$6,532
$6,695
$6,862
$7,034
$7,210
$7,390
$7,575
Annual
$72,782
$74,601
$76,466
$78, 378
580, 338
$82,346
$84,405
$86,515
588,678
590,895
Hourly
$35.8661
536.7627
$37.6818
$38.6239
$39.5894
$40. 5792
$41.5937
$42.6335
$43.6993
544.7918
Bi- weekly
$2,869.29
$2,941.02
$3,014.54
$3,089.91
$3,167.15
S3,246.34
$3, 327.50
53,410.68
$3,495.94
S3,5a334
Monthly
$6,217
56,372
$6,532
$6,695
56,862
57,034
$7,210
$7,390
$7,575
57,764
Annual
$74,601
$76,466
$78, 378
$80,338
582,346
584,405
$86,515
588,678
590,895
593,167
Hourly
$36.7627
$37.6818
$38.6239
$39.5894
$40.5792
541. 5937
542.6335
$43.6993
544.7918
545.9116
Bi- weekly
$2,941.02
$3,014.54
$3,089.91
$3,167.15
53,246.34
53, 327.50
$3,410.68
$3,495.94
53,583.34
S3,67293
Monthly
$6,372
$6,532
56,695
$6,862
$7,034
57,210
$7,390
$7,575
57,764
$7,958
Annual
$76,466
$78,378
$80,338
S82,346
$84,405
$86,515
588,678
$90,895
$93,167
595,496
Hourly
$37.6818
$38.6239
$39.5894
$40.5792
541.5937
542. 6335
$43.6993
$44.7918
$45.9116
$470594
Bi- weekly
$3,014.54
$3,089.91
$3,167.15
$3,246.34
$3,327.50
53,410.68
53, 495.94
$3,583.34
$3,672.93
$3,764.75
Monthly
$6,532
$6,695
$6,862
$7,034
$7,210
$7,390
$7,575
$7,764
$7,958
$8,157
Annual
$78, 378
$80,338
$82,346
$84,405
$86,515
588,678
$90,895
$93,167
$95,496
597,884
Hourly
$38.6239
$39.5894
$40.5792
541. 5937
$42. 6335
$43. 6993
$44.7918
$45.9116
547.0594
$48.2359
Bi- weekly
$3,089.91
$3,167.15
$3,246.34
$3,327.50
$3,410.68
$3,495.94
53, 583.34
53,67293
$3,764.75
53,858.87
Monthly
$6,695
$6,862
$7,034
$7,210
$7,390
$7,575
$7,764
$7,958
$8,157
58,361
Annual
$80, 338
$82, 346
$84,405
$86,515
$88,678
$90,895
$93,167
$95,496
$97,884
5100,331
Hourly
$39. 5894
$40. 5792
$41.5937
542.6335
$43.6993
544.7918
545 .9116
$47.0594
548.2359
$49.4418
Bi- weekly
$3,167.15
$3,246.34
$3,327.50
$3,410.68
$3,495.94
$3,583.34
53, 672.93
$3,764.75
$3,858.87
53,955.34
Monthly
$6,862
$7,034
$7,210
$7,390
$7,575
$7.764
$7,958
$8,157
$8,361
58,570
Annual
$82,346
$84,405
$86,515
$88,678
$90,895
$93,167
$95,496
$97,884
$100,331
$102,839
Page A -8
ARCADIA
RANGE PLACEMENT TABLE
APPROXIMATELY 2.5% BETWEEN RANGES
TEN STEPS; APPROXIMATELY 2.5% BETWEEN STEPS
APPROXIMATELY 25% BETWEEN SALARY MINIMUM AND MAXIMUM
Range
Number
Recommended Title -
Pay .
Period
Step A
Step B.
Step C
Step D
Step E
Step F
Step G
Step H
Step I
Step J
89
Hourly
$40. 5792
$41.5937
$42.6335
543.6993
$44. 7918
$45.9116
$47.0594
S48.2359
$49.4418
S50 6778
Bi- weekly
$3,246.34
53,327.50
$3,410.68
$3,495.94
$3,583.34
$3, 672.93
53, 764.75
53,858.87
$3,955.34
$4,05422
Monthly
$7,034
$7,210
$7,390
$7,575
$7,764
$7,958
58,157
58,361
$8,570
58,784
Annual
$84,405
$86,515
$88,678
$90,895
$93,167
$95,496
$97,884
$100,331
$102,839
$105,410
90
Hourly
$41. 5937
$42.6335
$43.6993
$44.7918
$45. 9116
$47. 0594
$48.2359
$49.4418
$50.6778
$51.9448
Bi- weekly
$3,327.50
$3, 410.68
$3,495.94
$3,583.34
53,672.93
$3, 764.75
$3, 858.87
$3,955.34
$4,054.22
54,155.58
Monthly
$7,210
$7,390
$7,575
$7,764
$7, 958
$8,157
58,361
$8,570
$8,784
59,0041
Annual
586,515
$88,678
$90,895
$93,167
$95,496
597,884
5100,331
5102,839
$105,410
$108.045
91
Fire Chief
Hourly
542.6335
543 .6993
$44.7918
$45.9116
$47. 0594
$48. 2359
$49.4418
550.6778
551.9448
S532434
Bi- weekly
$3,410.68
$3,495.94
$3, 583.34
$3,672.93
$3, 764.75
$3,858.87
$3, 955.34
$4,054.22
$4,155.58
$4,259.47
Monthly
$7,390
$7,575
$7,764
$7,958
58, 157
$8,361
$8,570
58,7114
$9,004
59,229
Annual
$88,678
$90,895
$93,167
$95,496
$97,884
5100,331
5102,839
$105,410
$108,045
$110,746
92
Hourly
$43.6993
544. 7918
$ 45.9116
$47.0594
$48.2359
$49.4418
550.6778
551.9448
$532434
$54.5745
Bi- weekly
$3,495.94
$3,583.34
$3,672.93
$3,764.75
$3,858.87
$3,955.34
54, 054.22
54,155.58
$4,259.47
54,365.96
Monthly
$7,575
$7,764
$7,958
58,157
$8,361
58,570
$8,784
59,004
S9,229
59,460
1
Annual
$90,895
$93,167
$95,496
$97,864
$100,331
$102,839
5105,410
$108,045
$110,746
$113,515
93
Deputy City Manager /Development Servs Director
Hourly
$44.7918
$45. 9116
$ 47.0594
$48.2359
$49.4418
$50.6778
$51.9448
$53.2434
$54.5745
555.9389
Police Chief
Bi- weekly
$3, 583.34
$3, 672.93
$3,764.75
$3,858.87
33,955.34
$4.05422
54,15558
54,259,47
$4,365.96
54,475.11
Monthly
$7,764
$7,958
58,157
$8, 361
$8, 570
$8,784
$9,004
$9,229
$9,460
$9,696
Annual
$93,167
$95,496
$97,884
$100,331
$102,839
$105,410
$108,045
$110,746
$113,515
$116.353
94
Hourly
$45.9116
$47.0594
$48.2359
$49.4418
$50.6778
$51.9448
$53.2434
554.5745
$55.9389
$573373
Bi- weekly
$3,672.93
53,764.75
$3,858.87
$3,95534
$4,054.22
54,155.58
54, 259.47
$4,365.96
$4,475.11
54,586.981
Monthly
$7,958
$8,157
$8,361
$8,570
$8,784
$9,004
$9,229
59,460
$9,696
59,938
Annual
$95,496
$97,884
$100,331
$102439
$105,410
$108,045
$110,746
5113,515
$116,353
$119,2621
95
Hourly
$47.0594
$48.2359
$49.4418
$50.6778
$51.9448
$53.2434
$54.5745
555.9389
$57.3373
558.7708
Bi- weekly
$3,764.75
$3, 858.87
$3,955.34
$4,054.22
$4,155.58
S4, 259.47
$4, 365.96
$4,475.11
$4,586.98
$4,701.66
Monthly
$8,157
$8,361
$8,570
$8,784
$9,004
$9,229
$9,460
$9,696
59,938
$10,187
Annual
$97,884
$100,331
$102,839
$105,410
$108,045
$110,746
$113,515
$116,353
$119.262
$122,243
Page A -9
*PonSTAFF REPORT
ADMINISTRATIVE SERVICES DEPARTMENT
May 4, 1999
TO: Mayor and City Council
FROM: James Dale, Director Administrative Services
BY: Carol Przybycien, Human Resources Manager 4-6--
INIT. BY: David T. Bell, Risk ManagerDe
SUBJECT: Adoption of Final Ordinance No. 2104, an ordinance of the City
Council of the City of Arcadia Authorizing an Amendment to the
Contract between the City Council of the City of Arcadia and the
Board of Administration of the California Public Employees'
Retirement System.
SUMMARY
On April 6, 1999 the City Council of the City of Arcadia introduced Ordinance No. 2104,
an ordinance of the City Council of the City of Arcadia authorizing an amendment to the
contract between the City Council of the City of Arcadia and the Board of Administration
of the California Public Employees' Retirement System.
DISCUSSION
On April 6, 1999 the City Council of the City of Arcadia passed Resolution No. 6107
which established a provision to contract with the Public Employees Retirement System
to permit employees to purchase service credit for military service. Under this
resolution, an employee may purchase up to four years of service credit for any
continuous active military or merchant marine service prior to employment.
FISCAL IMPACT
There is no fiscal impact associated with Ordinance No. 2104.
RECOMMENDATION
It is recommended that the City Council approve Ordinance No. 2104, an
ordinance of the City Council of the City of Arcadia Authorizing an Amendment to
the Contract between the City Council of the City of Arcadia and the Board of
Administration of the California Public Employees' Retirement System.
LASER RAGED
May 4, 1999
Page Two
APPROVED:
William R. Kelly, City Manager
cc. Michael Miller, City Attorney
rF
U
r�r
*AT STAFF REPORT
MAINTENANCE SERVICES DEPARTMENT
May 4, 1999
TO: Mayor and City Council
FROM: Pat Malloy, Maintenance Services Director
Prepared by: Gary F. Lewis, General Services Jager
Bryan E. Boeskin, Management Analyst
Reviewed by: James Dale, Administrative Services Director��
SUBJECT: REPORT AND RECOMMENDATION TO AWARD A PROFESSIONAL
SERVICES AGREEMENT TO CITITECH SYSTEMS IN THE AMOUNT
OF $19,500.00 AND TO LORICK ASSOCIATES IN THE AMOUNT OF
$31,000.00 TO DEVELOP AND IMPLEMENT PHASE I OF A
MAINTENANCE MANAGEMENT INFORMATION SYSTEM FOR THE
MAINTENANCE SERVICES DEPARTMENT
SUMMARY
The Maintenance Management Information System (MMIS) is a key element of the
Maintenance Services Department's 1998/99 Management Work Program. MMIS
provides for a comprehensive, systematic approach to planning, organizing, scheduling
and directing work related to the City's comprehensive public infrastructure. These
professional service agreements are for the development and installation of specialized
MMIS software application modules, related training, technical assistance and support
services. MMIS is intended to provide managers in the Maintenance Services
Department with information that will reduce department costs by maximizing
operational efficiency and increasing employee productivity.
Proposals for this project were submitted to the City by three (3) consulting firms.
These firms were interviewed as part of the Qualification Based Selection (QBS)
process. Through the selection process staff determined that one of the participating
firms provided superior MMIS software application products and a second firm provided
superior qualifications in system customization, technical assistance, training and
support services. In light of this fact, staff is recommending that both firms be retained
to jointly complete this project.
Staff recommends awarding a contract in the amount of $19,500 to Cititech Systems
and a contract in the amount of $31,000 to Lorick Associates, bringing the total cost to
$50,500 for the development and implementation of Phase I of the MMIS.
LASER WAGED
<7,-)1V. /3 -c
; R
�1rr
Mayor and City Council
May 4, 1999
Page 2
DISCUSSION
MMIS is a comprehensive, automated information tool designed to assist MSD
managers in making decisions that will improve the operational productivity and
efficiency of their respective work units. The system tracks operations and provides
managers with vital data necessary to effectively control costs, streamline operations,
increase responsiveness to community concerns and make sound policy decisions
based on actual work information. The system standardizes the means in which
operational information is collected and analyzed making relevant information directly
available to key managers. MMIS is a relatively advanced management information
tool that is not common for all public works /infrastructure maintenance operations at this
time. However, many public works agencies across the State and the country are
striving to become more competitive by developing and using MMIS technology. MMIS
has proved instrumental in reducing operating costs by identifying operational areas
that can be made more efficient and productive.
MMIS allows management to follow a systematic, "activity -based costing" approach to
infrastructure maintenance. The current practice is rooted in the "program -based
costing" approach which is reactive and based on historical trends rather than current
operational activities. The proposed system is a modular database that tracks
employees, equipment and inventory costs then allocates those costs to individual
activities. This will allow for the development of performance and cost standards for
specific operational activities, tasks and services. These standards are developed over
time through continuous analysis and monitoring of routine operational activities and
the required resources. Once -the performance and cost standards have been
developed and linked to a specific work activity, operational adjustments can be made
to improve work unit efficiency and productivity. The essence of activity -based costing
is determining a complete and accurate unit cost based on the performance of a
specific work activity. MMIS will provide MSD management staff with the primary
technological tool to cost - effectively establish activity -based costing.
MMIS can also assist managers to improve customer service functions. A variety of
customer service data can be collected and analyzed through MMIS. The system will
allow requests and inquiries to be tracked and monitored through the entire process
including; receiving the request, prioritizing, scheduling, and completing the work.
Managers can use this information to establish standards for service response times
and to determine levels of overall customer satisfaction with the quality of services
being provided.
fir/" Ifto
Mayor and City Council
May 4, 1999
Page 3
Project Description
This is Phase I of a two (2) phase project that will be completed by the end of the next
fiscal year. Phase I will include integration with the existing Pavement Management
System and the development and implementation of the following functional
applications (modules):
Service Requests Work Orders Time Keeping
Purchase Orders Job Costing Traffic Safety
Inventory Bar Coding Contract Management
Phase II is scheduled for implementation in Fiscal Year 1999/00. Some of the
additional modules that are scheduled to be added during Phase II include:
Capital Improvement Projects Water /Sewer Utility System Funds and Budgets
Existing management information tools such as the Computerized Fleet Analysis (CFA),
Equipment Performance Monitoring Devices, and Geographic Information Systems
(GIS) will also be integrated into the MMIS during the second phase of the project.
Though MMIS is an advanced information tool to assist in infrastructure maintenance
management, its applications are fundamental and operations oriented. MMIS is a
"user friendly" system that can be easily accessed and operated by various MSD staff
members. The system is designed to be an integral part of daily planning and
operations of the four (4) operating sections, as well as the department level.
The consulting firms that have been selected for this project will be responsible for
supplying, and installing specialized MMIS software applications, inputting the initial
modular parameters, inputting preliminary field data, and all other aspects of developing
a Maintenance Management Information System including staff training and technical
support.
Three (3) proposals were received, evaluated and ranked by staff. During the selection
process staff determined that one of the participating firms provided superior MMIS
software application products and a second firm provided superior qualifications in
system customization, technical assistance, training and support services. Following
discussions with both parties, the two firms have entered a formal agreement to work
cooperatively on this project.
It is staffs determination that jointly, Cititech Systems and Lorick Associates can
satisfactorily perform the work required.
n
Mayor and City Council
May 4, 1999
Page 4
FISCAL IMPACT
M
Adequate funds were budgeted in the 1997/98 and 1998/99 Capital Equipment Budget
for this project. $12,000 is from the Pavement Management System Project for system
integration. The cost for Cititech Systems portion of this project is $19,500. The cost
for Lorick Associates portion of the project is $31,000 bringing the project total to
$50,500.
Funds totaling $41,000 are being requested in the 1999/00 Capital Equipment Budget
to finance Phase II of this project to be completed next year.
RECOMMENDATION
It is recommended that the City Council:
1) Award a contract in the amount of $19,500 to Cititech Systems for the
purchase and installation of a Maintenance Management Information
System.
2) Award a contract in the amount of $31,000 to Lorick Associates for
technical support services related to the implementation of the
Maintenance Management Information System.
3) Authorize the City Manager and City Clerk to execute contract agreements
in a form approved by the. City Attorney.
PM:DAL:BEB:ds
Approved By:
WILLIAM R. KELLY, CITY MANAGER