HomeMy WebLinkAbout14-Human Resources
CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
From: EDWARD S. RAYA
Dept: HUMAN RESOURCES
Date: March 22. 2001
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Subject: Receive and File the
C1assificallon and
Compensation Report.
Synopsis of Previous Couneil Action:
On December 20, 1999 the Mayor and Council authorized the selection of the firm of
Johnson and Associates to conduct the City's Classification and Compensation Study.
On March 12, the Personnel Committee received and filed the Classification and
Compensation Study.
~ecommended Motion:
That the Classification and Compensation Study be received and filed.
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;upporting Data Attached:
'UNDING REQUIREMENTS:
Phone:
Ward:
::ontact Person:
Amount:
Source: (Accl No)
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Finance:
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::CUneil Notes:
CITY OF SAN BERNARDINO -REQUEST FOR COUNCIL ACTION
STAFF REPORT
SUBJECT
That the Classification and Compensation Study be received and filed.
BACKGROUND
In February 2000, the City contracted with Johnson and Associates to begin a classification and
compensation study for all full-time, non-safety personnel. The purpose of the study was to
evaluate the City's job classifications and/or job descriptions and to recommend changes where
appropriate. Additionally the study compared the City's salary structure to those of other
agencies of similar size and operation. The stUdy involved the following processes:
Job Classification Review
A review of each position was conducted using a variety of information including
organizational charts, current job specifications, job analysis questionnaires completed
by employees and extensive interviews with employees and department heads.
Job Specification Recommendations
Development of recommended changes to job descriptions and job titles. Employees
were allowed an opportunity to appeal the preliminary recommendations. The process
described above resulted in 78 recommended title changes. These changes are detailed
in the report and will be submitted to the Civil Service Board for approval upon
acceptance of the report by the Mayor and Common Council.
Compensation Surveys
The compensation portion of the study involved surveying 51 "benchmark" titles. These
titles were selected based on their common use in municipal agencies and their
relationship to other City positions. The agencies used for the survey purposes were:
Corona
Fontana
Inglewood
Moreno Valley
Pomona
Ontario
Rancho Cucamonga
Riverside
Riverside County
San Bernardino County
West Covina
The results of the survey, along with historical relationships between positions and
internal equity, were used to develop the salary recommendations.
Compensation Recommendations
The salary recommendations were developed using the statistical median of the survey
sample. The statistical median represents the middle of the survey data meaning that
half of the surveyed agencies are above and half below the recommended salary. As a
result, it was easy to see where the City of San Bemardino placed in relationship to the
surveyed cities.
These recommendations were presented in the final draft of the Classification and
Compensation Report. The report was initially reviewed by department heads who were
given the opportunity to review and comment on the recommended salaries. The report
was subsequently made available for employee review. Prior to the distribution to
employees, a hearing process was established that would allow employees to file a
compensation appeal based on the findings of the consultant. As a result, the Human
Resources Department received 61 written appeals from employees in 32 different
classifications. Of these 61 appeals, 36 were resolved without the need for an appeal
hearing. On March 12, 2001, appeals from 25 employees, in 10 classifications were
heard. The consultant in conjunction with the Human Resources Department is
evaluating these appeals and will prepare a final responded to each appellant.
Upon approval of the report by the Mayor and Common Council, the report will be used as the
basis for negotiations with the various employee groups. The contract with the General Unit
expires June 30, 2001 and negotiations are scheduled to begin in April; the Mid-Management
contract, which does not expire until June 30, 2002, contains a re-opener reqUiring the City to
negotiate the implementation of the study. This is scheduled to begin in May. The City
Administrator is currently meeting with the Management/Confidential representatives and
anticipates presenting specific recommendations to council in April.
FINANCIAL IMPACT
There is no cost associated with this recommended action, however the actual cost of
implementation will be significant. The cost for implementation will be determined and disclosed
as agreements are reached with the various employee associations.
RECOMMENDATION
That the Classification and Compensation Report as prepared by Johnson and Associates be
received and filed.
CLASSIFICATION &
COMPENSATION REPORT
CITY OF
SAN BERNARDINO
February 7, 2001
TABLE OF CONTENTS
INTRODUCTION .....................................................................................................................................................1
SECTION I CLASSIFICATION RECOMMENDATIONS................................................................................3
DEVELOPING AN EFFEcTIvE CLAssiFICATION PLAN ..............................................................................................3
SfuoyPROCESS........................................................................................................................................................3
SUMMARy...............................................................................................................................................................20
SECTION II GUIDELINES FOR CLASSIFICATION SPECIFICATIONS ..................................................23
OVERVIEW OF ADA ...............................................................................................................................................23
EsisENnALJOB FuNCTIONS....................................................................................................................................23
CLAss SPEOFICATION FORMAT .............................................................................................................................23
IMPLEMENTATION OF ADA...................................................................................................................................25
SECTION III COMPENSATION METHODOLOGIES ..................................................................................28
STuoYOBjECTIVES.................................................................................................................................................28
5ELEcnON OF LABOR MARKET AGENOES............................................................................................................29
SURVEY CLAss5ELECTION .....................................................................................................................................31
MARKET DATA COLLECTION PROCESS .................................................................................................................31
EsTABUSHING JOB COMPARABlUTlES ...................................................................................................................32
LABOR MARKET PosiTION .....................................................................................................................................32
PoINT OF COMPARISON .........................................................................................................................................33
SECTION IV FINDINGS.................................................................................................................................._35
OVERALL SALARY SURVEY REsULTS......................................................................................................................35
SUMMARY ...............................................................................................................................................................37
SECTION V RECOMMENDATIONS ................................................................................................................39
BENCHMARICClAssIFlCATIONS.............................................................................................................................39
INTERNAL SALARY RELATIONSHIPS ......................................................................................................................39
SALARY RECOMMENDATIONS....................................................................... .........................................................40
RANGE IMPLEMENTATION .....................................................................................................................................40
APPENDIX A MASTER LIST OF TITLES ................................._........................................................._ A-I
APPENDIX B EMPLOYEE ALLOCATION LIST........................................._.............................................B-l
APPENDIX C LABOR MARKET SALARY SURVEY RESULTS............_..................................._.......C_l
APPENDIX D SALARY RECOMMENDATIONS........................................................................................0-1
City of San Bernardino
INTRODUCTION
Johnson & Associates was retained by the Oty of San Bernardino to conduct a classification and
compensation study of all positions and job classifications in the Oty with the exception of sworn
police and fire classes. This draft report contains information related to the study methodologies
and the resulting findings and recommendations for these positions.
In conducting this study, an objective analysis of each position was conducted using a variety of
information including current organizational charts, current cIass specifications, employee
agreements, job analysis questionnaires completed by employees, and information obtained
through an extensive interview process. Further to conducting the job analysis, a
comprehensive saIary survey was conducted that included a number of public agencies defined
as the Oty of San Bernardino's labor market.
Prior to preparing the study recommendations, management staff reviewed all preliminary
information related to both components of the study. This step is important for purposes of
ensuring the consultants have all information needed to make appropriate recommendations
and to ensure the recommendations do not inadvertently cause organizational problems.
To facilitate review, the remainder of this report is organized into five sections containing the
following information:
. Section I - Classification Recommendations - An explanation of recommended
changes to class titles for all positions included in the study.
. Section II - Guidelines for Classification Specifications - An overview of the
Americans with Disability Act (ADA) requirements and format for the revised
classification specifications that supports implementation of the ADA.
. Section III - Compensation Methodololries - An explanation of the approach to
selecting the labor market and the recommended survey agencies.
. Section IV - Compensation Findina - Results of the market survey.
. Section V - Recommendations - Recommendations based on findings of the market
survey.
The information contained in this report provides the Oty of San Bernardino with an updated
classification plan and compensation system; this will assist the City in making future saIary
decisions and in assessing its position relative to the market on an ongoing basis. CIass
specifications have been provided under a separate cover.
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City of San Bernardino
SECTION I
CLASSIFICATION
RECOMMENDATIONS
The classification plan is the foundation of any personnel management system. As such, it must
be designed to provide a defensible and understandable rationale for assigning individuals to
classifications based on the responsibilities they assume. Ultimately, it will serve as the
foundation for establishing equitable salary levels.
Developing an Effective Classification Plan
A classification plan provides materials that can be used for recruitment, compensation, legal
documentation and a variety of other purposes. Specifically, an effective classification plan
provides the following:
. A current and accurate 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 work force.
A classification plan can also be helpful Jjy:
. 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.
It is important to note that the classification plan is a "snapshot" of the organization, in
classification terms, at the time of the analysis. It is not static and, as the organization grows or
changes, must be amended and updated.
Study Process
A classification plan provides the basis for all classification and compensation study end
products. The processes employed to review and analyze each of the positions included the
following tasks:
. Review and analysis of job analysis questionnaires completed by employees
. Conduct of management conference interviews to identify and clarify specific
classification and compensation concerns
. Conduct of employee interviews with a representative number of employees to cIarify
duties/responsibilities assumed and qualifications required by each position
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City of San Bernardino
. Conduct of employee review process to ensure consultants had complete information
prior to finalizing class recommendations and to maximize employee participation.
In reviewing the City of San Bernardino's class plan, sound principles of job analysis were used.
The method of job analysis applied was the "whole job" analysis method, 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 criteria applied included expertise,
decision-making, management control, contacts and working conditions.
To following provides an explanation of all significant changes to the City's class plan; a table
listing all current and recommended titles is included in Appendix A.
ORGANIZATION WIDE - ADMINSTRATIVE OPERATIONS SUPERVISOR
New Class - Senior Administrative Operations Supervisor
Recommendation - Create a new class of Senior Administrative Operations Supervisor.
Discussion - The Senior Administrative Operations Supervisor class was created to
distinguish those positions that are categorized as management! confidential.
Administrative Operations Supervisor II (5. Medina)
City Clerk's Office
Recommendation - Reclassify to new classification of Assistant to the City Oerk.
Discussion - This position is responsible for the administrative functions within the City
Oerk's office but the scope of responsibility extends beyond those typically assigned to an
Administrative Operations Supervisor. This position is responsible for attending meetings
in the City Oerk's absence, reviews minutes prepared by the Deputy City Oerks, has
responsibility for City-wide records retention, and has extensive contact with the Mayor,
Common Council, and City departments. Further, it is not uncommon to find an Assistant
to the City Oerk class in a City the size of San Bernardino, in particular if the City Oerk is
an elected position.
Administrative Operations Supervisor II (B. Wilder)
Human Resources - Personnel
Recommendation - Reclassify to new classification of Benefits Coordinator.
Discussion - This position is primarily responsible for coordinating benefits, responding to
questions, and resolving issues. Additionally, responsibilities include participating in
recruitment activities, processing personnel action forms, maintaining the position control
document, and completing written and telephone surveys. In a smaller organization, these
functions would be assigned to a general Personnel Analyst classification. The size of this
City reasonably requires more speriaJ;7ation and, while a broad class of Personnel Analyst
is still viable, a separate classification of Benefits Coordinator is recommended.
Administrative Operations Supervisor II
Parks. Recreation. and Community Services Department
Recommendation - Reclassify to a new classification of Administrative Services Manager to
recognize broader departmental responsibility as well as higher level of responsibility than
is typically assigned to the Administrative Operations Supervisor class.
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City of San Bernardino
Discussion - This position is assigned duties that are appropriately classified as an
Administrative Operations Supervisor. However, he has additional responsibilities related
to budget preparation, management and oversight of two grant funded programs,
supervision of the Westside Community Services Center, and provides staff support to the
Parks and Recreation Commission. Further, the Director views the position as an Assistant
to the Director, which is reasonable considering the size of this department and the scope of
responsibility.
Administrative Operations SUDervisor I (S. Irene Brvson)
Facilities ManaJ:ement
Recommendation - Reclassify to Telephone Systems Coordinator.
Discussion - This position does supervise two Typist Oerk positions; however, the duties are
related to providing service to all City employees by administering telephone, cell phone,
pager, and ACD systems in approximately 42 locations. Knowledge of telecommunications
is necessary as well as the ability to deal effectively with outside vendors and consultants.
The position was previously classified as a Telephone Systems Coordinator and the
incumbent has submitted the job description dated 2/8/94 that more accurately describes
the assigned duties.
ORGANIZATION WIDE - SECRETARIAL & CLERICAL CLASSES
Steno2l"aDher
Recommendation - Merge into Secretary class.
Discussion - There are currently two Stenographer positions in the City: one in Police and
one in Development Services. The duties of the position in Development Services are
comparable to the broad Secretary class, therefore it is recommended this position be
rec1assified and included in the broad Secretary class. See Police section for the
Stenographer assigned to Community Oriented Policing.
TVDist Clerk III. II. I
Recommendation - Retitle to Administrative Oerk ill, n, I.
Discussion - The series is well defined; the change in title reflects current titling practices.
ADMINISTRATION - CITY
Administrative Assistant to the City Administrator
Recommendation - Reclassify to Administrative Analyst n. Eliminate the Administrative
Assistant to the City Administrator class from the City's classification plan.
Discussion - This class was originally established to provide high level administrative and
secretarial support to the City Administrator. The City Administrator, however, utilizes the
Executive Secretary and other clerical staff for these functions and this position now has
primary responsibility for coordinating the agenda development process, preparing letters
for the Mayor's signature, and assisting in preparation and administration of the
department budget. In comparing this position's duties and the education/experience
requirements to other existing classes, they are considered comparable to the
Administrative Analyst n level.
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ADMINISTRATION - COMMON COUNCIL
No chan2es
ADMINISTRATION - MAYOR'S OFFICE
No chan2es
ANIMAL CONTROL
Animal Shelter Operations Mana2er
Recommendation - Retitle to Animal Control Operations Manager to reflect scope of
responsibility beyond the animal shelter,
Discussion - The current title implies the position has responsibility limited to the animal
shelter.
CABLE TV
No chan2es
CITY CLERK
Administrative Operations Supervisor II (So Medina)
City Oerk's Office
[See Organization Wide - Administrative Operations Supervisor.]
Account Oerk I (Rosemary Allen)
Recommendation - Reclassify to Account Oerk II.
Discussion - Ms. Allen has been in her current position for five years. She indicates that she
performs duties that were previously assigned to an Account Oerk II and also has
additional responsibilities related to the processing of U.S. passport applications. The
department concurs with the information she provided.
Deputy City Oerk I
Deputy City Oerk II
Recommendation - Define this class as a journey level Deputy City Oerk, eliminating the "I"
and "II" designations.
Discussion - Based on the duties of this class, two levels are not considered necessary.
CITY TREASURER
No chan2es
CIVIL SERVICE
No chan2es
CODE COMPLIANCE
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City of Sari' Bernardino
Code Compliance Field Supervisor
Recommendation - Reclassify to Code Compliance Field Operations Manager.
Discussion - This change reflects the level of responsibility assigned to this position.
DEVELOPMENT SERVICES
Steno2l'apher (Patricia Aston)
[See Organization Wide - Secretarial & Clerical Gasses.]
EnltineerinlZ Series
Recommendation - The following provides our recommendations for the series and an
explanation of each level. This series was developed in conjunction with the department's
reorganization plan. Although certain individuals may not meet the minimum
requirements, as discussed with the City Engineer, the department would like to be able to
provide employee's with the opportunity to meet the requirements over time and thereby
phase people in.
Traffic Engineer - No change.
Field Engineer - No change.
Senior Engineer - Advanced level requiring licensure as a Professional Engineer and
five years of related experience or an Engineering degree and ten years of progressively
responsible engineering design and modeling experience.
Engineering Associate - Experienced level with E.I.T. certification desirable or an
Engineering degree and five years of progressively responsible engineering design and
modelir.g experience. Functions independently requiring minimal direction in
completing work assignments.
Engineering Assistant III - Entry level professional/experienced paraprofessional
engineering class requiring an Engineering degree or eight years of progressively
responsible experience to demonstrate the ability to complete moderately difficult
design work. In comparison to the Engineering Assistant IT this level does an increased
level of modeling and design work but may not be as familiar with the impact of
problems or have the extensive contact with other agencies that would be expected at
the Engineering Associate level.
Engineering Assistant II - Journey level paraprofessional class requiring three to five
years of progressively responsible technical engineering experience. This level is
expected to complete basic modeling and design assignments and works with an
increased level of supervision and direction than at the Engineering Assistant IT level.
Engineering Assistant I - Entry level technical class that provides assistance to other
engineering staff and at the counter. Some related experience and/or college level
course work is desirable.
Construction Enltineer
Recommendation - No change to title; this class reports to the Field Engineer and supervises
Construction Inspectors. It is recommended that the education/experience requirements be
revised to include an E.I.T. certificate and one year of field engineering experience in
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City of San Bernardino
construction or inspection of public works projects or 2 years of related college level course
work and 3 years of field engineering experience in construction or inspection of public
works projects. No incumbents are currently assigned to this class.
Construction Inspector II. I
Recommendation - Consistent with the department's reorganization plan, create a I. II series.
Discussion - The II level would be defined as the advanced level responsible for managing
and overseeing large or complex projects including NPDES and CIP. No incumbents have
been allocated to this level.
Senior Plan Checker
Plan Checker
Recommendation - Retitle to Senior Plans Examiner and Plans Examiner consistent with
industry standards.
Discussion - This change is consistent with industry standards.
Develotlment & Inspection Services Manaeer
Recommendation - Retitle to Building Official.
Discussion - This change is consistent with industry standards.
Buildine Inspector Series
Recommendation - Retitle series consistent with industry practices to include an entry (1).
journey (IT) and specialty area (lIT).
Discussion - The current Building Inspector I is defined as a journey level class and the II
level is responsible for specialized inspections. i.e. mobile home and electrical. These latter
functions are typically assigned to a higher level or a specialized class. The recommended
titles reflect market practices.
Real PrOtlertv Official
Recommendation - Reinstate the Real Property Supervisor class and allocate the current
incumbent to this class.
Discussion - This recommendation is consistent with the department's reorganization plan.
Further. according to information provided by the department, the current Real Property
Official assumed the duties of the previous Real Property Supervisor when that position
was vacated.
Traffic Maintenance Series
Recommendation - No change to series.
Discussion - The street painter and striper operator functions are currently included in the
broad class of Maintenance Worker. The division has requested that a separate series be
created to recognize the unique functions. While creating a specialized series would not be
inappropriate. it may ultimately have a negative impact on the individuals. The benefits of a
broad class are that individuals can easily be assigned to other areas. depending on work
load or staffing issues. and the potential for pay inequities is minimized. The skills to enter
the Maintenance Worker series in either department are the same and the length of time it
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City of San Bernardino
takes to acquire the knowledge and skills unique to the area of assignment are also
approximately the same. Based on the preceding, a change is not recommended.
Traffic Sign Painter
Recommendation - Retitle to Traffic Sign Teclmician.
Discussion - The recommended title would provide a more accurate description of the duties
this position performs related to fabricating and installing signs.
FACILITY MANAGEMENT
Administrative Operations Supervisor I /5. Irene Brvson}
Facilities Manaltement
[See Organization Wide - Administrative Operations Supervisor.]
Electrical & HV AC Supervisor
Recommendation - Retitle to Facilities Maintenance Supervisor.
Discussion - This position has evolved to supervise the different building maintenance
trades. The recommended title change reflects this broader scope of responsibility.
Maintenance Plumber II
Recommendation - Retitle to Maintenance Plumber, eliminating the "IT" designation.
Discussion - Currently there are no individuals assigned to the Maintenance Plumber I class
and this level is not maintained in the saIary plan. The I level was defined as a semi-skilled
level; therefore, if the City has a future need for this level of work the duties could be
assigned to a Maintenance Worker IT.
Parkinlt Control Checker
Recommendation - Retitle to Parking Enforcement Officer.
Discussion - The current title is not considered inaccurate; however, the department
requested a title change and the recommendation of Parking Enforcement Officer reflects
market trends.
FINANCE
Budltet Officer
Recommendation - Retitle to Budget Manager.
Discussion - The recommended title of Budget Manager clearly reflects the level of
responsibility within the organization. This position has full responsibility for the Budget
process and for administering the budget. Further, it is formaIIy given authority to assume
responsibility in the absence of the Finance Director.
Payroll Technician
Recommendation - Retitle to Payroll Supervisor.
Discussion - This position has full responsibility for City-wide payroll activities. The title of
"Teclmician" is generally used to define a paraprofessional position that does not have the
level of responsibility assigned to this position.
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City of San Bernardino
Accountinlt Series
While no changes have been recommended to the Accountant, Accounting Technician, or
Account Clerk class series, individual allocation changes have been recommended. These
are discussed below:
Accountant I (D. Glaze)
Recommendation - Reclassify to Accountant m.
Discussion - The current incumbent has a high level of accounting knowledge and
expertise and may, in part, be functioning at a higher level because of this. The City
currently has three levels of Accountant within its class plan and she is performing
duties at a level consistent with the advanced journey level of Accountant m.
Accountinlt Technician II (G. Chamberlain)
Recommendation - Reclassify to Accounting Technician II (Confidential)
Discussion - This recommendations is intended to ensure this position is maintained in
a confidential category.
Accountinlt Technician I (M. Alvord)
Recommendation - Reclassify to Accounting Technician II.
Discussion - Ms. Alvord has been in her current position for over three years. She
reports to the Director and has full responsibility for maintaining all financial records
related to over 30 grant programs. The level of accounting knowledge is considered to
be comparable to the Accounting Technician II.
Account Clerk II (M. Parra)
Account Clerk II (t. South)
Recommendation - Reclassify to Account Clerk m.
Discussion - The above two individuals are assigned to the Accounts Payable section
and are responsible for paying all invoices received by the City. In evaluating the. duties
of these positions, they are considered more difficult and complex and require more
depth of accounting knowledge than duties typically assigned to other Account Clerk II
positions.
Twist Clerk II (5. Londean)
Recommendation - Reclassify to Account Clerk II.
Discussion - The duties included in her questionnaire appear to be more closely aligned
with the Account Clerk II class. Broadly, duties are related to providing customer
service to low-income applicants, calculating and verifying information relating to City
tax exemptions, calculating bid amounts on bid openings when needed, reconciling
invoices or packing slips, recording and receipting payments for NSF checks, receiving
and calculating Time and Expense Logs from the Police department, and processing
non-payments for paramedic services. These functions are reasonably defined as
responsible clerical accounting duties of average difficulty.
Duplicator Operator
Recommendation - Retitle to Print Shop Assistant
PlIgelO
City of San Bernardino
Discussion - This recommendation is intended to accommodate changing equipment
operation requirements that result from technology changes.
FIRE
Storekeeper CW. Keith)
Recommendation - Reclassify to Senior Storekeeper.
Discussion - Mr. Keith has requested that his position be reclassified to Logistics
Coordinator. In reviewing his duties, he needs to have an understanding of the
specifications for various apparatus and safety clothing/equipment. Mr. Keith clearly
requires specialized knowledge related to fire equipment and functions at a level higher
than described in the current Storekeeper job description. The Senior level would be defined
as having an advanced level of knowledge in a specialized area, having a high degree of
interaction with vendors, making recommendations for purchases, and may function as a
lead worker. Many of the duties are consistent with the current Storekeeper class and this
recommendation takes this into consideration while recognizing the higher level of
expertise and responsibility.
Fire Equipment Shop Supervisor
Recommendation - Retitle to Fire Equipment Maintenance Supervisor.
Discussion - This change established consistency with supervisory classifications in other
maintenance related areas.
Disaster Pre1>aredness Coordinator
Recommendation - Retitle to Disaster Management Coordinator.
Discussion - The current incumbent has requested a title change to Emergency Management
Coordinator; the department has suggested Disaster Management Coordinator. While the
current title is not considered inaccurate, a title change would not have an affect on the level
of the position. The employee's suggested title, however, may create confusion with fire
safety functions. With the preceding in mind, the recommended title reflects the
department's suggestion of Disaster Management Coordinator.
HUMAN RESOURCES
Administrative Operations Supervisor II (B. Wilder)
Human Resources - Personnel
[See Organization Wide - Administrative Operations Supervisor.]
LIBRARY
Librarian Series
Recommendation - The following provides an overview of the significant changes to the
librarian series, including an explanation of the proposed revised levels. Individual
allocations are identified in Appendix B.
Principal Librarian - Retitle the Supervising Librarian to Principal Librarian consistent
with titling conventions in libraries as well as other departments in the City. This level
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would require an advanced library degree and several years of experience and be
defined as a strong supervisory class.
Library Information Technology Manager - No change; this is a newly created and
approved classification that has responsibility for managing and overseeing the entire
library information system.
Technology Librarian - No change; this is a highly specia1ized class requiring a
background in information systems in addition to an advanced library degree.
Senior Librarian - Define this level as having responsibility for managing and
supervising a large branch or overseeing a major section of the Library. This level
would require an advanced library degree and five years of experience.
Librarian IT - Define this level as the experienced Librarian level requiring an
advanced library degree and three years of related experience. Advancement to this
level would be based on time and performance at the recommendation of the Library
Director.
Librarian I - Define this level as entry into the Librarian series requiring an advanced
library degree At this point in time, no one would be allocated to this level. As noted
above, advancement to the IT level would be at the discretion and recommendation of
the Library Director.
Senior Library Technician - This would replace the Junior Librarian classification to
clearly distinguish between positions that require an advanced library degree and those
that perform duties at a level requiring significant experience. Define this as the
advanced paraprofessional level responsible for performing paraprofessional library
duties that may include overseeing a small to medium size branch or supervising
clerical library staff. The department has recommended that a Library Customer Service
Associate class be created to oversee the circulation desk. However, in our experience
this responsibility is typically assigned to a paraprofessional level and would
appropriately be included in a broad class as opposed to creating additional specia1ized
classes.
Library Technician JfII - Create an entry/journey level series that is defined as a
paraprofessional.
MANAGEMENT INFORMATION SYSTEMS
Information Technolo~ Series
The Information Systems Department implemented organizational changes prior to the
beginning of the study. Based on the information provided in the Job Analysis
Questionnaires, the current class specifications, and the memorandum from the Director of
Information Systems outlining the organization change and issues with respect to each
classification, two classification series (technical and professional) have been designed to
reflect the different levels of duties, responsibilities and skills of the technical and
professional level positions within the Information Systems Department Use of these broad
classes will allow the Gty flexibility in assigning work within the group and will provide
employee career progression opportunities into other areas that require and recognize
advanced skill levels.
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Recommendation - The following provides an overview of the proposed series,. Individual
allocations are identified in Appendix R
. Technical Classes
- Information Systems Technician I - Entry level technical system support;
current functional area is computer operations, As employee skills progress
to providing desktop support, the employee would progress to the journey
level of the series,
- Information Systems Technician n - Journey level technical support; current
functional area is desktop hardware and software support,
- Senior Information Systems Technician - Advanced journey level technical
system support and/or lead responsibilities; current functional area is
network and desktop support. Use of this broad classification will provide
career progression into other areas that require and recognize advanced skill
levels,
. Professional Classes
- Information Systems Analyst I - Entry level applications programming, and
software development and maintenance responsibilities,
- Information Systems Analyst n - Journey level applications programming,
and software development and maintenance responsibilities,
- Senior Information Systems Analyst - Advanced journey level systems and
applications analysis, design, development and implementation
responsibilities. Positions at this level provide support to large or complex
systems and may also serve as a project leader for complex systems and/or
applications projects.
The proposed series provides for the Technician series to be used for the technical
positions in the business systems and network groups (the GIS technical position is
maintained as a separate classification due to the specialized nature of the duties) and
for the Analyst series to be used only in the business systems group (the network and
GIS positions were considered more specialized and separate classes have been
maintained).
The following provides an explanation of major changes within each division.
BUSINESS SYSTEMS
Proltl'ammer Analvst (Mark Yavornicky)
Recommendation - Re-classify to Business Systems Manager
Discussion - This position is responsible for managing the operations and activities of the
City-wide business systems (a total of 17 departments are served by business systems)
including the extensive finance and water utility systems, permit tracking systems, non-
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City of San Bernardino
public safety document imaging systems and fleet and fuel systems. Responsibilities also
include managing website development, serving as project manager for business systems
development projects and supervising three professional level systems support staff.
Senior Proerammer (Glenn Oinel
Recommendation - Reclassify to Senior Information Systems Analyst
Discussion - This position is primarily responsible for business system support including
system hardware and software analysis, development, troubleshooting, installation,
documentation and maintenance. The incumbent also provides technical project leadership
on these complex systems (mainframe, client/server and web-enabled systems). Secondary
functions include website development and security and support to other business
applications as assigned.
Proerammer/Analvst (Patrick Roe:ersl
Recommendation - Reclassify to Senior Information Systems Analyst.
Discussion - This position is primarily responsible for water finance and utility billing
systems support including system hardware and software analysis, development,
troubleshooting, installation, documentation and maintenance. Secondary functions include
responsibility for the permit tracking, code compliance, and fleet and fuel management
systems.
Proerammer (Shabib Sheikh)
Recommendation - Reclassify to Information Systems Analyst I
Discussion - This position is primarily responsible for providing programming support for
Windows software developr:1,ent and document imaging systems; codes, de-bugs and tests
new programs and program modifications; programs applications; prepares technical
documentation; designs forms and reports; analyzes user requirements to develop
programming specifications; troubleshoots minor systems problems.
PUBLIC SAFEIY SYSTEMS
Proerammer/ Analvst (Michael Ecklevl
Recommendation - Reclassify to Public Safety Systems Manager
Discussion - This position is responsible for managing the operations and activities of the
City's public safety (police and fire) systems include computer-aided dispatch, records
management, mobile data computers, City-wide radio systems/equipment, and document
imaging. Responsibilities also include serving as project manager for all system hardware,
software development, and maintenance programs and supervising three professional level
systems support staff.
Proerammer (Jason Suarezl
Recommendation - Reclassify to Senior Information Systems Analyst
Pro~ammer (Michael Karschner and Cynthia SeDUlvedal
Recommendation - Reclassify to Information Systems Analyst I/ll
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City of San Bernardino
Discussion - These positions are primarily responsible for public safety system support
including programming, troubleshooting, modifying and maintaining systems and
applications. They are responsible for maintaining software with external interfaces with
CLETS and other agencies and must be able to ultimately support both police and fire
systems. The individual incumbents have been placed at the appropriate level within the
series, i.e. I, II, or Senior, based on the skill level and expectations of each position.
OPERATIONS
Computer Operations Supervisor (Marcus Anderson)
Recommendation - Retitle classification to Information Systems Operations Supervisor
consistent with industry standards and proposed titling for other classes.
Computer Operator ffrov Martinez. Eric Childs. Karen Dunde. and Ronald Davis)
Recommendation - Reclassify positions to Information Systems Technician II
Discussion - While these positions are responsible for computer operations (mainframe
operation, systems backup and production runs), they also have responsibility for building
and repairing PC's and installing PC hardware, software, NT servers and work stations,
network lines and other related components. The title "Computer Operator" is typically
used when the only responsibilities are mainframe related and the additional
responsibilities assigned to these positions are more accurately reflected in the classification
of Information Systems Technician.
COMMUNICATION SYSTEMS
Communications Analvst (Larrv Martin)
Recommendation - Reclassify to Network Systems Administrator
Discussion - This position is responsible for managing the operations and activities of the
City-wide networked systems including network infrastructure, firewaI1s and security; also
performs network development and higher level WAN administration duties. The
incumbent supervises one technical level position whose primary duties are desktop
support, network maintenance and routine network administration.
Communications Technician (Karl de Silva)
Recommendation - Reclassify to Senior Information Systems Technician
Discussion - This position is responsible for troubleshooting and maintaining the network
system; maintaining user Internet accounts; troubleshooting and maintaining personal
computers, with emphasis on network hardware, software and protocols; and performing
routine network administration duties. These are considered the more complex duties
assigned to positions within the series, there it is classified at the advanced journey level
within the technical series.
GEOGRAPHIC INFORMATION SYSTEMS
GIS Coordinator (Ruth Parish)
Recommendation - Retitle classification to GIS Systems Administrator
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City of San Bernardino
Discussion - This position is responsible for managing the operations and activities of the
City-wide geographic information systems including GIS system database and
administration duties. The system currently serves police, public services, public works and
water. Secondary responsibilities include management of City-wide office automation
systems, server administration and virus protection. The incumbent supervises one
technical level position whose primary duties are GIS mapping, office automation support
and maintaining virus software.
GIS ProEl'ammer {Matt Torrancel
Recommendation - Retitle classification to Geographic Information Systems Analyst
Discussion - This position is responsible for providing technical support to the City's GIS
systems; primary functional areas are GIS mapping, office automation support and
maintaining virus software. Given the specialized nature of the GIS-related duties, it is
recommended that this position remain in a specialized class.
PARKS. RECREATION. COMMUNITY SERVICES
Administrative Operations Supervisor II
[See Organization Wide - Administrative Operations Supervisor.]
CID Mana2er {K. Toswiakl
Recommendation - Retitle CID to Center for Individual Development.
Discussion - This is simply a correction to the current title. According to Mr. Joswiak, the
current title is Center for Individuals with Disability Manager and the correct title is Center
for Individual Development (Manager).
Retired Senior Volunteer Prol!ram Coordinator {N. Oatfelterl
Senior Companion Prol!ram Coordinator (B. Deal)
Recommendation - Retitle these positions to Program Manager, i.e. Program Manager _
Retired & Senior Volunteer and Program Manager - Senior Companion.
Discussion - Both of these positions deal with volunteers as well as having program
management responsibilities. The title change would clearly distinguish this level of
responsibility from the Volunteer Coordinator. It is emphasized that this change is only
intended to provide a dear distinction in level of responsibility and is not intended to imply
the salary is not currently at an appropriate level since both are at a higher pay range than
the Coordinator of Volunteers. The current differential will be assessed in the compensation
component of the study.
Volunteer Coordinator
Recommendation - Retitle Coordinator of Volunteers
Discussion - Concern was expressed that the current title may imply that this is a volunteer
position; therefore this change is intended to mitigate this possible misunderstanding.
POLICE
Account Clerk II n. Macdonald)
Recommendation - Reclassify to Account Oerk m.
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City of San Bernardino
Discussion - This position is responsible for the Police payroll including reconciling the labor
distribution report, preparing various reports, preparing cost projects and conducting
various statistical analysis. Ms. Macdonald and the existing Account Oerk III in the
department are also in the process of cross-training in order to back each other up, which
will ultimately improve efficiencies in the department. The duties that Ms. Macdonald
currently performs are considered appropriately classified at the Account Oerk ill level.
Police Records Clerk I
Recommendation - Retitle classification to Police Records Technician
Discussion - This classification is the journey level of the series. It is our understanding that
the City had an entry level Junior Police Records Oerk at one time, but the class is not used
and the City's current practice is to hire at the journey level. As such, it is recommended that
the numbering designation be eliminated.
Police Records Clerk II (N. Oark. E. Otterbein. K. Miller)
Recommendation - Reclassify positions to Police Records Supervisor
Discussion -These positions serve as shift supervisors. with direct supervisory responsibility
for all police records clerical positions on their assigned shift. For that reason, we
recommend reclassification consistent with these higher-level responsibilities.
Police Records Oerk I O. Bonelli. B. Fox. M. Flores &. M. Colburn)
Tvpist Clerk II (L. Harris)
Stenoerapher (T. Ward)
Recommendation - Reclassify positions to Police Services Assistant
Discussion - The primarily duties and responsibilities of these positions are to provide
clerical and administrative support to police management and officers in the stations
outside the main police department. These positions are assigned to the Patrol Division and
perform a wide range of duties including answering and directing phone calls, payroll
preparation, patrol scheduling. taking low priority crime reports, some CLETS/CAD
operations, and other administrative tasks. While some of these employees requested that
they be re-classified as Community Services Representatives, we do not consider the duties
and responsibilities are comparable; however, since they also do not serve as Records Oerks
or Oerk-Typists, we recommend a new classification of Police Services Assistant for these
positions.
Community Services Representative I
Community Services Representative II
Recommendation - Retitle classification to Community Services Officer I and Community
Services Officer II
Discussion - Based on input received from the Job Analysis Questionnaires and interview
process, the Community Services Representative I is responsible for front desk duties that
involve receiving and directing incoming telephone calls, answering general questions,
responding to citizen complaints, taking information for crime reports, processing
department-related applications and forms, and serving as administrative support to sworn
staff. Some CSR I positions have field responsibilities such as responding to minor traffic
accidents or taking routine crime reports. The Community Services Representative II class
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City of San' Bernardino
performs the higher-level duties assigned to these positions including more complex traffic
investigations, administrative support to criminal and background investigation operations,
and support for crime prevention programs within the community (e.g. Neighborhood
Watch).
During the interview process with the CSR staff in general, titling was an issue since many
employees felt it was not descriptive of their duties and responsibilities, nor was it
consistent with industry titling. For that reason, we recommend the series be retitled
consistent with industry trends for these non-sworn positions.
Community Services Representative III (M. Diamond & D. Shuker)
Recommendation - Reclassify positions to Community Services Officer Supervisor
Discussion -These positions have direct supervisory responsibility over Community Service
Representatives or other non-sworn administrative and clerical staff. In addition, they have
programmatic responsibilities within their specific areas (e.g. background investigations,
volunteer services, training and rangemaster operations). For that reason, we recommend
re-classilication consistent with these higher-level responsibilities.
Community Services Representative II (D. Schwab)
Recommendation - Reclassify to new class of Asset Forfeiture Specialist
Discussion -This position is assigned duties and responsibilities that are significantly
different from those assigned to other CSR II positions and that require significantly
different knowledge skills and abilities to perform these duties, Ms. Schwab is responsible
for performing accounting, fiscal and investigative duties in the enforcement of state and
federal civil and criminal asset forfeiture laws. Based on feedback from the department,
other Community Services Representative staff have attempted to move into this position
and perform these duties without success, which would indicate it should not be included
in the current broad class of Community Services Representative.
Identification Technician series
Recommendation - Retitle to Forensic Specialist, maintaining the current 3 levels.
Discussion - This change provides a title that is more accurately descriptive of the assigned
duties and responsibilities.
Police Communication <>Derations Supervisor (D. Alsop)
Recommendation - Reclassify position to Police Communications Manager
Discussion - This position assumes responsibility for all dispatch shift staff, activities and
operations (each shift has a Dispatch Supervisor), has responsibility for employee personnel
actions, develops the program budget and reports to a Police Captain. This recommendation
provides consistency in recognizing the level of responsibility.
Telephone Operator (P. Kassai)
Recommendation - Reclassify position to Administrative Oerk II
Discussion - This position is responsible for receiving and directing all telephone calIs within
the Police Department, preparing and updating telephone lists, receiving, sorting and
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City of San' Bernardino
distributing mail and maintaining some department logs and records. Since the duties and
responsibilities assigned to this position are clerical and administrative in nature, we
recommend this position be placed within the broad Administrative Oerk II class.
Police Property & Supplv Technician (D. Zoulkol
Police Property & Supplv Assistant IT. Hernl
Recommendation - Retitle to Property and Evidence Technician I and II; aIIocate both
employees to the II level.
Discussion -This recommendation provides a series whereby the titling is consistent with
other job families in the department. Both individuals appear to be performing the same job
functions at the same level; therefore it is recommended that they both be assigned to the II
level.
PUBLIC SERVICES
Account Clerk III (5. Peelmanl
Twist Oerk II (B. Goldworthyl
Twist Clerk II (L. Jacksonl
Twist Oerk II IT. Minor)
Twist Clerk II IT. Torresl
Recommendation - Create a new series of Senior Customer Service Representative, defined as
a Lead worker, and Customer Service Representative; aIIocate S. Peelman to the Senior level.
Discussion - The information submitted, which is supported by the department, indicates
this series performs the duties that are the same as or similar to the Customer Service
Representative positions in the Water department. With this in mind, it is recommended
that a two level Customer Service series be established for the City. The Customer Service
Representative level would require 2-3 years of general clerical experience in a billing or
customer service environment, and the Senior level would be defined as the Lead.
Geor2e Newlin. Lead EQuipment Mechanic
Dou21as Schuessler, Lead EQuipment Mechanic
Rowland Willmarth. Lead EQuipment Mechanic
Recommendation - Reclassify/retitle to Supervising Equipment Mechanic.
Discussion - As a result of a decrease in staffing levels at the supervisory level, the above
individuals have been assigned a greater degree of supervisory responsibility. The Lead
Equipment Mechanics supervise the day-to-day activities of the Equipment Mechanics, as
opposed to the Equipment Maintenance Supervisor who had previously provided a greater
degree of direct supervision. This recIassification recognizes the increased level of
responsibility and would also provide the department with the ability to assign certain
direct supervisory responsibilities to these positions, which they are unable to at this point
because of the "Lead" status.
EQuipment Mechanic I (A. Mitchell)
Recommendation - Reclassify to Equipment Mechanic II.
Discussion - This individual was not interviewed; however, both the Lead Equipment
. Mechanic and the Fleet Manager have noted that he works "well out of class", at the II level.
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City of San Bernardino
Auto Parts Specialist
Recommendation - Retitle to Senior Fleet Parts Specialist.
Discussion - The functions of this position are considered comparable to the Storekeeper in
the Fire department (recommended Senior Storekeeper) in terms of the specialized nature of
the equipment purchases, the vendor interaction, and the level of decision making. This
recommendation provides consistency in delineating level of responsibility.
Environmental Proiects Coordinator
Recommendation - Reclassify and retitle to Environmental Projects Manager. Eliminate the
Environmental Projects Coordinator class from the City's classification plan.
Discussion - The current duties of this position are described in the Recycling &
Environmental Projects Manager description. This description has been written consistent
with the Environmental Projects Assistant description but at a higher level and reporting
directly to the Director. Further, the description for the Environmental Project Assistant
class indicates it reports to the Recycling & Environmental Projects Manager. The current
incumbent does report to the Director of Public Services and does directly supervise the
Environmental Project Assistant positions.
Heavy Eauipment Operator IG. Baeza)
Recommendation - Reclassify to Lead Maintenance Worker.
Discussion - Mr. Baeza has been serving as an Acting Lead Maintenance Worker pending a
review of his assigned duties. Based on the information provided, Mr. Baeza is functioning
as a Lead Maintenance Worker and should therefore be reclassified.
Autobodv Repair Person IS. Chavez)
Autobodv Repair Person (T. Waldie)
Recommendation - Equipment Repair Worker 1/11
Discussion - This series provides an entry level for individuals with minimaI experience (I)
and a journey level for individuals with experience who can work independently. Mr.
Sanchez is responsible for maintaining and repairing refuse bins and containers, as well as
repairing and painting assigned fleet equipment. The scope of this position encompasses
maintenance, welding, painting and related maintenance duties. Mr. Waldie is currently
assigned to the heavy equipment shop and assists the Fabricating Welder in performing
welding and fabrication duties on the City's refuse vehicles.
Welder
Recommendation - Retitle to Fabricating Welder
This position performs welding and fabrication duties in the City's heavy equipment shop.
This title change clearly describes the scope of responsibility.
. . .
Summary
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City of San Bernardino
This section has presented an explanation of any recommended changes or issues that were
identified. Individuals have been identified above only in those cases where there are multiple
positions within a given classification and the recommendation is impacting selected positions
within that class. Individual allocations for all employees included in the study are provided in
Appendix B.
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City of San Bernardino
SECTION II
GUIDELINES FOR
CLASSIFICATION SPECIFICATIONS
This section of the report presents information and guidelines relevant to the preparation of
classification specifications. An overview of the Americans with Disability Act (ADA) as it
relates to the classification plan is provided as well as a suggested format for the revised
classification specifications, consistent with the ADA.
Overview of ADA
The Americans with Disability Act became effective in January of 1992. This legislation is
designed to protect disabled individuals from discrimination in selection, hiring, promotion,
and all other rights and privileges of employment The Act encompasses a requirement for
reasonable accommodation on the part of the organization to employ a disabled individual. The
documentation of essential duties and responsibilities is useful in determining the degree of
accommodation that may be considered reasonable. Since City management staff is ultimately
responsible for assigning appropriate duties and tasks to positions in the City, it is important
that their suggestions and comments be incorporated into the determination of what duties are
to be considered essential and the related working conditions.
Essential Job Functions
For purposes of consistency, one or more of the following characteristics typically defines an
essential job function:
. The position exists to perform the function/ duty
. The number of employees who perform the function/ duty is limited
. A position exists specifically to perform a specialized function/ duty.
To further support the implementation of the ADA, the revised class specifications include
specific sections summarizing general environmental and physical working conditions required
by each class.
Class Specification Format
The class specifications, which were developed following the full review and confirmation of
the classification recommendations, are intended to be descriptive and explanatory in defining
classes. When reading 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.
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City of San Bernardino
Each class specification may contain all or part of the following information:
. Class Title - 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.
. Summary Descril'tion - 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.
The statement "Performs other job related duties and responsibilities as required" is
included in all class specifications to provide legitimate flexibility to management in
assigning duties.
. Rewesentative 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. The
section lists examples of typical essential duties that are common to positions of the class
and demonstrate the range of duties performed by employees in the class. The list is
descriptive but is not intended to descnbe all the work performed in all positions
allocated to the class. This section merely serves to illustrate the more typical portions of
the work performed. To ensure that employees understand that class specifications do
not list all duties performed, a statement appears at the top of each class specification
indicating the purpose and scope of the duties listed in the specification.
. OuaIifications - 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 habitual use of intoxicating beverages to excess or
drug addiction, have not been listed since they are to be implied as required
qualifications for all classes. Some jobs require the ability of employees to learn certain
job functions as part of their on the job training. These are identified by the phrase
"ability to learn" in the " Ability to:" section.
. Education and Ex1'erience Guidelines - This section of the classification description is
intended to describe the minimum qualifications that may be needed to adequately
perform the job. The purpose of stating minimum experience and training requirements
is to comply with Equal Employment Opportunity Commission selection and hiring
guidelines. The requirements serve as a guideline and are not intended to limit the City
from hiring the most qualified individual.
. License or Certifications - 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.
. Phvsical Demands and Workin2 Conditions - This section lists the typical
environmental and physical working conditions required for the class jobs.
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City of San Bernardino
The format used for the new c1ass specifications is presented in Exhibit A. The revised class
specifications have been provided under separate cover.
Implementation of ADA
The participation of management staff is critical in implementing ADA requirements. In
reviewing the class specifications, management staff was requested to review the essential
duties and related working conditions to ensure they have been identified accurately.
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City of San Bernardino
,
EXHIBIT A - aASS SPECIFICATION FORMAT
CITY OF SAN BERNARDINO
CLASS TITLE
Class specifications are intended to present a descriptive list of the Tange of duties peifol med by employees in the
class. Specifications are not intended to reflect all duties peifol riled within the job.
SUMMARY DESCRIPTION
ORGANIZATIONAL RELATIONSHIPS
REPRESENTATIVE DUTIES
The folluwing duties are typical for positions in this classification. Any single position may not pelfo. m all of these
duties an4lor may P'''!v' m similar related duties not listed here:
1.
2.
3.
OUALIFICATIONS
Knowledl!e of:
Abilitv to:
Education and Exnerience Guldeliues -
License or Certificate:
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an empluyee to successfully pe,fum, the
essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to
pel tv. In the essential job functions.
Environment:
Phvsical:
Yi!!!!!!:
APPROVED:
DATE:
Dircctor of Human Resources
CSB APPROVED DATE:
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City of San Bernardino
SECTION III
COMPENSATION METHODOLOGIES
The City's compensation pIan is one of the most important elements in its personnel system.
Combining a sound compensation system with an effective classification system contributes to
the overall effectiveness of an organization. In broad terms, the City's compensation pIan
should:
. Ensure that the City has the ability to attract and retain we1l-qualified employees
. Provide a defensible and technically sound basis for compensating employees
. Allow flexibility and adaptability for making compensation decisions based on changing
market conditions
. Establish fair and equitable salary levels for City jobs
. Recognize the City's responsibility as a public agency in establishing a pay plan which is
consistent with prudent public practices
. Ensure that the City's compensation practices are competitive and consistent with those
of comparable employers.
Before a so.md compensation pIan can be developed that will meet the specific needs of the
City, it is necessary to clearly identify the City's compensation philosophy. Throughout the
study, discussions regarding labor market survey agencies and labor market position were
conducted to ensure the consultant's recommendations are aligned with the organization's
philosophy. Based on these discussions, the appropriate labor market agencies were determined
prior to the collection of survey data.
Study Objectives
Based on the identified needs of the City, this study was designed to achieve the following
overall objectives:
. Conduct compensation policy meetings to identify and confirm appropriate City
compensation policies including the selection of labor market agencies and the desired
labor market position
· Develop a survey data collection form
. Collect and analyze the labor market data
. Document comparisons between the labor market salary survey results and the City's
compensation pIan.
The role or primary objective of the compensation survey and subsequent analysis is to provide
a upictureu of wage practices in the labor market for comparable jobs. Additionally, the
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City of San Bernardino
compensation survey documents how the City's classifications compare to similar employers in
terms of compensation. Ultimately, the results of the compensation survey provide a basis for
compensating employees in a consistent, equitable, defensible and competitive manner.
Selection of Labor Market Agencies
The general objective in selecting survey agencies is to define as accurately as possible the City's
"labor market". A labor market is generally that group of agencies with which the City
competes in terms of recruiting and retaining personnel.
There are typically three important criteria utilized in identifying those employers that
comprise an agency's labor market. They are:
. Geollf'atlhic Proximity - Geographic proximity of potential employers is a major factor
utilized in identifying an organization's labor market. This factor is particularly
important because it identifies those employers that directly compete with the City to
recruit and retain personnel. If a sufficient number of comparable agencies exist within
close proximity to the City, the defined geographic area may be confined to a one, two or
"surrounding" county region. If insufficient comparables exist locally (such as more
comparably sized employers), a more extensive statewide or surrounding state market
may be required.
. Em11101ler Size - As a rule, the more similar employers are in size, the greater the
likelihood that comparable positions exist within both organizations. The size of possible
survey agencies can best be measured using population served and number of
employees.
. Nature of Services ProtIided - Another criterion typically utilized in identifying an
organization's labor market is the nature of services provided. This criterion is important
for the following reasons:
Employers who provide similar services are most likely to compete with one
another for employees
These employers are most likely to have comparable jobs
These employers are most likely to have similar organizational and economic
characteristics.
Because of the uniqueness of the City of San Bernardino, the selection of the labor market
survey agencies for the City involves the analysis of a variety of special factors. In order to
select a list of comparable cities, the following guidelines have been established:
. Geo2J'aDhic Proximitv - Since the City of San Bernardino resides in San Bernardino
County, competing cities within this county and/or its closest adjacent counties are the
primary survey agencies to consider. Ideally, the geographic area should be limited to a
region that contains a sufficient number of comparably sized cities (these are arguably
the City's closest market competitors). Based on historic practices and agency selection
criteria described above, comparable cities within San Bernardino, Riverside and Los
Angeles counties are the best market comparables for a salary survey. The selection of a
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City of San' Bernardino
broad surrounding region ensures that a "balanced" list of comparable cities can be
identified (i.e. higher and lower cost living areas, similar sized cities, etc.)
. EmDlover Size - Using the geographic guidelines presented above, similar sized survey
cities were selected using' population statistics. To ensure consistency in the
comparisons, year 2000 population estimates from the State of California demographic
research unit have been used. While there will be some variance in the population
figures, the selected cities should include a balance of smaller, larger, and similar sized
cities.
. Cost of Livinsz - To ensure the consistency of labor market and other economic
conditions among survey agencies, a relative cost of living index published by the
Economic Research Institute (ERI) has been used as an indicator of similarity. This index
identifies the percentage difference in living costs between each survey city and the City
of San Bernardino. Using the ERI index, any city with a wage index greater than 100 has
a higher relative cost of living while indexes of less than 100 indicate a lower cost of
living. Generally, differences of less than five percent are not statistically significant
Using these selection guidelines, Exhibit C presents the labor market surveyed by Johnson &
Associates. While the City of Riverside as well as the county agencies are larger, they are
included due to their close proximity to the City of San Bernardino.
- -
~ "~~J ~. ~ 1 'j':' ;,~:' "t~,-,,:, ':(:~:' -<:....
Po ulatlon
186,400
ERllndex 1
100.0
Ci of San Bernardino
Los Angeles County Agerlcies
of West Covina
121,000
147,700
107,600
103.9
104.4
105.5
Riverside County Agencies
of Corona
of Moreno Valle
of Riverside
Riverside Coun
123,000
141,300
259,700
N/A
106.2
100.8
102.0
102.0
San Bernardino County Agencies
Ci of Fontana 117,400 98.7
Ci of Ontario 151,500 101.5
Ci of Rancho Cucarnon a 125,600 104.0
San Bernardino Coun N/A 100.0
1 Economic Research Institute Salary Geographic Assessor Index (composite cost of living)
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City of San' Bernardino
,
Survey Class Selection
Survey classifications represent a sample of all classifications contained in the City's
classification plan and provide a reference point for the extrapolation of salary
recommendations for non-survey classes. Three important criteria are utilized in selecting these
survey classifications. They are:
. Survey classes should have a clear and identifiable relationship to other classes in their
occupational group. 1bis assures that they will make good references in relating and
establishing salaries for other classes.
. They should be reasonably well known, and clearly and concisely described.
. They should be commonly used classes such that counterparts may be readily found in
other agencies in order to ensure that sufficient compensation data may be compiled.
These factors ensure that sufficient data can be collected in order to select benchmark classes
and to determine appropriate internal salary relationships.
Market Data Collection Process
After the recommended labor market agencies and survey classes were selected, the project
consultants collected and compiled base salary data. To ensure reliability and completeness of
data collected, survey data was collected according to a structured methodology. In conducting
the compensation survey, the following specific steps were taken:
. An initial telephone call was made to each labor market employer to explain the purpose
and scope of the study, confirm participation, and request general background
information including current salary schedules and organizational charts
. A compensation survey packet was prepared
. Salary schedules and other documentation were analyzed for each survey agency in
order to determine comparability issues
. Telephone interviews were conducted with each survey agency to verify, clarify and
identify comparable survey classes to ensure the accuracy of the survey data.
Throughout the data collection process, careful efforts were made to document the full range of
duties and requirements of all job classes as compared to the City's corresponding survey
classes.
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City of San Bernardino
Establishing Job Comparabilities
When conducting labor market surveys, one of the most critical objectives is to ensure that the
labor market data is sufficiently comparable to City jobs while also serving as a strong indicator
of market trends. Since the purpose of the labor market analysis is to identify general wage
trends with other agencies, broad comparability guidelines are used when collecting data. H the
comparability guidelines are too narrow, then insufficient data will be found in the market that
may not be a realistic "picture" of market wage trends.
Critical comparability criteria typically includes similar education/skill requirements, similar
level of duties, and comparable level of supervisory and management duties. It is not as critical
for all job duties to be the same or for the number of employees supervised to be the same.
Furthermore, it is not essential that a comparable market job use the same equipment, have the
same workload, or work in an identical facility. While Johnson & Associates has been careful not
to include "gross" comparisons, there will be some variability in the job matches. In some
instances, a comparable market job may exceed the responsibilities and duties of the City's job
and in other cases the market job may perform duties at a slightly lower level. Overall, the
market comparabilities are intended to provide an indication of market trends.
The data sheets presented in Appendix C contain job matches that are sufficiently comparable
based on the professional judgment of Johnson & Associates. Wherever possible, comparability
similarities and differences are supported by survey forms and other documentation received
from the survey participant However, it should be noted that job descriptions were not used as
a primary basis for establishing comparabilities due to their unreliability and the inconsistent
formats used in the survey agencies. Many agencies are unable to sufficiently maintain and
update their job descriptions while other agencies use job description formats that provide little
insight into the actual job duties of the class. In addition, requiring public agencies to copy and
send a large number of job descriptions is sufficiently burdensome and costly that many
agencies refuse to provide copies to an outside consulting firm.
The term "No Comparable Oass" has been used in the data sheets in Appendix C to indicate
instances where either the job does not exist within the survey agency, the level of
responsibilities/ duties are not sufficiently comparable, or the comparable job duties are spread
among several job classifications.
Labor Market Position
The saIary survey data has been analyzed using the statistical median of the survey sample.
This statistic is based on the ranking of the data and represents the "middle" of the data set; as
such, half of the data is above the median and half is below. This is the most stable statistical
measure of the market, even for highly variable data sets, and is not skewed by unusually high
or low payers. All statistical comparisons are based on market control point salaries/ maximum
(see below). The data sheets provided in the appendices also provide minimum salary levels for
reference purposes.
Considering that the recommended survey agencies represent both a comprehensive and
balanced set of employers, it is recommended that the City establish a labor market policy that
positions the City's pay plan at the market median. When establishing the City's desired labor
market position, some key elements for consideration will include:
Page 32
_, _0,,- .
City of San Bernardino
. The City's ability to pay
. Priority of compensation versus other expenditures
. Recruitment and retention of qualified staff.
A solid, defensible labor market position will rely on a balancing of these factors in order to
meet the City's compensation goals and objectives.
Point of Comparison
When comparing the City's salaries with those of the labor market agencies, it is important to
establish a consistent point of comparison. Since all the survey agencies used in the market
study utilize pay range structures, a critical analysis is needed to find the salary range" control
point". This is the point in the salary range that
. Is used to "anchor" the pay range to the labor market
. Employees will attain through step increases or other increases based on satisfactory
performance
. The majority of employee salaries cluster around as measured by calculating a compa-
ratio (employee salary divided by the range maximum).
The "control point" for each labor market survey agency was identified and is represented in
the "C.P./Max" column in the data sheets.
Page 33
...:.,~ _.. _-CO'
City of San Bernardino
Page 34
~ -,~ ,. ......'..
City of San Bernardino
SECTION IV
FINDINGS
This section of the report documents the key findings and observations resulting from the
consultant's compensation analyses. The focus of the compensation analysis is to identify
significant differences in the pay practices of the City as compared to the other labor market
agencies. Ideally, the City should be consistent with the "prevailing practice" in the market
Overall Salary Survey Results
Based on an evaluation of the survey data, general salary trends in the market place have been
identified. Detailed labor market data sheets for all survey classes are presented in Appendix C
of this report. A summary of the salary survey results including a comparison of the City's
salaries to the labor market salary survey results is provided in Exhibit D. This summary table
includes:
. The class title of each benchmark class
. The number of observations (matches), not including City data
. The City's current control point (range max)
. The labor market median, based on monthly control point! top step salaries in the labor
market
. The percentage relationship of the labor market median to the control point for the
City's classification.
tll
# of Obs. Control Median P~ent +/-
Point Median
9 $2213 $2 552
10 $3,591 $4,101
10 $4,088 $4,427
10 $2,003 $2,334
4 $2,558 $2,647
10 $4,297 $4,715
5 $5,245 $6,704
7 $5,167 $6,324
10 $3,416 $4,010
Page 35
. --';~::~{~~~~~i'~b-:i'-t"\D' '~'.. .
., .~-c-'_~":'''''''.'_,""~;;i,~,,.j::~~..k:.&A.u. _ ._~~'
>'~:':~~~:Liib6~M:rket'-riata' Summa
Class Title
imal Control Officer
sistant to the Ci Administrator
""'''~'.' ---~ .-...,..
City of San Bernardino
I.;-~;-':}<"~' . . -. .. , ... . - ."...;";.:. -..-.....
. - "~'." :EXhibit ])""""'''''.,~,"."..,.,... .. .
. .-.-. ....... --.....- -.. '. -. . ~ - c.. ..
. . _........h.. ._ _~..-;J~......_u._'.:'4-~_. _..'_"
.:~.:::.::~~~.~,; .~_.. .~__~ .,..~., ,.f,~E.':E;.~:~~E~~~;t7.:. '.
.. . Labor MiirkefDat8'SiiiD-- -.' ... ;.:;':"'. . ..
-. .'-..' :::z,,~:.,. n _ . ,.
Class Title # of Obs. Control Median Percent +/-
Point Median
Buildino Maintenance Mechanic 6 $2,635 $3,212 -21.88~
Buildina Official 11 $6,598 $7,197 -9.08~
Business Reaistration Insoector 9 $2,798 $3,301 -17.98~
btv Attomev 5 $11,028 $12,077 -9.51 ~
Code Camoliance Officer II 11 $3,416 $3,813 -11.62~
Community Center Manaoer II 7 $3,520 $3,617 -2. 76~
Community Service Officer II 9 $2,702 $2,965 -9.73OA
Construction Insoector II 9 $3,416 $3,987 -16.72OA
Custodian 6 $2,054 $2,266 -10.32OA
Director of Finance 9 $8,767 $9,786 -11.62oAl
Director af Human Resources 8 $8,258 $9,224 -11.69JI
Director of Parks, Recreation & Communilv Srvce. 9 $8,176 $8,857 -8.33'l1
Disoatcher II 9 $3138 $3,335 -6.28~
Electrician II 5 $3,046 $3,505 -15.07'l1
IEnaineerino Assislantll 10 $4 047 $3,882 4.09~
Enaineerina Associate 11 $4,941 $5,575 -12.83~
~nvironmental Proiect Assistant 3 $2,689 $3,208 -19.3O'lI
II:nvironmenlal Proiects Manaoer 5 $4,340 $4 586 -5.67oAl
Eouioment Mechanic II 11 $3,201 $3,555 -11.06'%
Executive SecretarY 9 $3 889 $4,047 -4.06'%
Forensic Soecialistll 7 $2,897 $3.806 -31.38
Heavv Eauioment Ooerator 7 $2,941 $3,181 -8.16'*
nformation SYStems Analvst 9 $3,718 $5,065 -36.23'*
nformation SYStems Technician II 8 $3,170 $3,273 -3.23OA
eaal SecretarY II 4 $3,315 $3,493 -5.37'!1
ibrarian II 8 $3,046 $3,871 -27.07'*
ibrerv Director 8 $8,015 $8,556 -6.75'*
l!Maintenance Plumber 3 $2,971 $3,340 -12.42'!1
Il-vtaintenance Worker II 11 $2,596 $2,777 -6.97oAl
J:>ark Maintenance Worker II 11 $2,470 $2,743 -11.05JI
J:>ersonnel AnalYSt 9 $4,607 $4,474 2.89JI
Page 36
~....,_..
City of San Bernardino
I''': .
.,;..
..:;. :':
.. ,...
.. .". '.:.C"
- . . EXhibit: D: .'. . :<~"':';;:-'~~~'''~, .
, .. . :.'..,'_...:.....~_.,,;.~<;- .'-.,.-:..~.::i:~i~w:~~-lr~-":,.:~
Labor MarketDataSumm..... :d{i.:~Cf,<"
Class Title # of Obs. Control Median Percent +/-
Point Median
Plans Examiner 8 $3850 $4,385 -13,90%
Police Ranoemaster 4 $2,702 $3,684 -36,34%
Police Records Technician 8 $2.213 $2.519 -13.80%
Recreation Suoervisor 7 $3.755 $4,428 -17.92.
Refuse Operator II 3 $2.596 $2.926 -12.71.
Ilstorekeeper 9 $2.269 $2,682 -18.20%
Street Suoerintendent 10 $6.092 $6.244 -2.50%11
Survey Party Technician III 4 $3.123 $3,489 -11.72%
Traffic Enoineer 6 $6.832 $6,816 0.24%
h'raffic Sional Electrician II 5 $3,450 $4.082 -18.32'11
h'ree Trimmer II 9 $3,282 $3,259 0.7~
In analyzing the question of "market relationship", the survey jobs were ranked from high-to-
low in terms of each survey classification's salary relationship to the labor market median (i.e.
percent above/below the median). This analysis indicates that of the 51 classes analyzed:
. Forty-seven classes are below the labor market median ranging from -2.50% to -36.34%.
Seventeen of these classes are between 0.1 and 10% below the median.
. Four classes are above the labor market median, ranging from 0.24 % to 4.09%.
The graph presented in Appendix C of this report demonstrates that 17% of the City's classes
are within 5% of the labor market median, 83% are more than 5% below the labor market
median and 0% are more than 5% above the labor market median. Generally, a pay plan is
considered to be "at market" if it is within five percent of the desired labor market position.
Summary
This section has presented the findings and observations of the market analysis. This
information has been used to develop the salary recommendations that are presented in the
following section of this report.
Page 37
.&;i; ..... ..-.- .&. ~- -'....
City of San Bernardino
Page 38
". .
City of San Bernardino
SECTION V
RECOMMENDATIONS
This final section of the report presents salary recommendations based on the findings
contained in the previous section. All of the recommendations presented in this section are
based on the compensation policies defined previously in this report.
Benchmark Classifications
Since it is impossible to compare all of the City's jobs to comparable market jobs, the objective of
a market-based compensation study is to identify wage differences for selected "benchmark"
classes. Benchmark classes are jobs that are easily compared with the pay practices of other
agencies and are directly comparable to many City jobs. For example, while the City may have
more than one level of Accountant, it is not necessary to obtain data for all levels since they are
highly interrelated. Instead, one class is set to market and the remaining classes can be set
relative to the benchmark class using percentage salary differentials. This process not only
maximizes the use of available market data but also preserves important salary relationships.
To establish market equity, benchmark classes are placed into a salary range based on the labor
market data. For this report, the majority of benchmark classes have been set using the (median)
of the labor market. In some cases however, where minimum wage typically drives the salary
and insufficient market data is available, the statement "benchmark, same as current salary" is
used to indicate that no internal ties exist and the current salary is being maintained.
Internal Salary Relationships
For non-benchmark classifications, salary levels are established using internal relationship
guidelines among related job classes.
While the consultants have
considered existing salary
relationships, an effort was made to
establish greater consistency
between the salary alignments of job
classes. Consequently, some
historical pay relationships may have
been altered. Exhibit E on the
following page presents a summary
of the internal relationship guidelines
" used in this study.
These internal relationship
guidelines build off benchmark job
Entry level to Journey level
Journey level to Advance Journey level
Lead over subordinate class
Specialized class over related class
Supervisor/Manager over subordinate class
Recognition of certification/registration
10%
10%
10%
5%-10%
15%
5%
.
.
.
Page 3!J
..
City of San Bernardino
classes or classes that are closely related to the job series being analyzed. Since the benchmark
classes serve as the basis for any internal relationship guidelines, the entire pay plan is anchored
to the labor market data.
Salary Recommendations
Using the methodologies described above, salary range recommendations have been prepared
for all study classes and are provided in Appendix D. The specific steps used to develop the
salary recommendations in Appendix D are as follows:
1. Benchmark classes were established using the market data.
2. Internal relationship guidelines were used to establish salary ranges for classes within a
related series using the guidelines provided in exhibit E.
3. Salary levels for non-benchmark job classes that are not within a structured series were
set relative to the closest related class. For example, a unique administrative professional
job's salary range can be established by comparing to other administrative professional
classes. Factors considered for these classes include expertise, independence, scope and
impact of responsibilities, and similarity of job functions.
The salary recommendations presented in Appendix D include the following information:
. Recommended class title
. Current class title (for reference purposes)
. Current top step monthly salary for each class
. Market median survey data for benchmark classes
. A recommended salary range
. A recommended top step
. The percentage change between current monthly top step and the recommended top
step salary
. Internal alignment! salary setting rationale for the salary recommendation (benchmark
or internal relationship)
The salary setting rationale identifies the reliance placed upon labor market data versus internal
relationships in developing each specific recommendation. Beyond market considerations,
internal relationship guidelines were established and applied within class series.
Range Implementation
Recognizing that the City of San Bernardino may be unable to fully implement the salary range
recommendations immediately, Johnson & Associates has prepared several implementation
scenarios for the City's consideration. Choosing the most effective cost implementation strategy
will require a careful consideration of several factors including:
. Historical implementation practices
. Positive/negative impact on employees
Page 40
..; ,-,.;' ,--.-
City of San Bernardino
. Cost relative to available implementation dollars.
As a starting point, Johnson & Associates has developed two implementation scenarios that
demonstrate the lowest and highest cost impacts:
. Step-ta-Step Placement" (Full Adjustmentl - lbis option is the most expensive
method of implementing a new saIary structure and results in an immediate
implementation of all saIary range adjustments for employees. lbis option maintains
existing step placements, which ensures that current relative employee salaries
remain the same. However, it provides for no growth opportunities for employees
who are at the top step.
lbis implementation option would cost the City of San Bernardino approximately a
three million dollar permanent increase in base salary expenditures, which represents
a 12.2 % increase in base salaries.
. Nearest Dollar Placement - lbis option places each employee into the new saIary
range at the nearest step relative to the employee's current saIary. H most employees
are currently at the top of their pay range and if only modest salary adjustments
occur, the primary cost factor in this option is the amount required to "round" an
employee's saIary into the nearest higher step of the new range. For more significant
range adjustments, the cost of this option is driven by the gap between the
employee's current saIary and the recommended range minimum. lbis option
implements range adjustments through future step increases in the new range and is
considered the least expensive method for implementing a new salary structure.
lbis implementation option would cost the City of San Bernardino approximately a
one million dollar permanent increase in base saIary expenditures, which represents a
4.2% increase in base salaries. The cost of employee step increases the year after
implementation using this option would be an additional $950,000 adjustment in base
salary costs, which represents a 3.7% increase in base salaries.
Nearest Dollar Minimum 3% Placement - lbis option is similar to the nearest dollar
placement scenario except that employees are placed at a step in the new salary range
that provides at least a three percent saIary adjustment For example, if placing the
employee in step one of the new range would provide a one percent adjustment to
pay, the employee would be placed into step two using this approach. In this case,
the actual saIary adjustment would be greater than three percent due to the step
structure of the salary ranges. Employees would not be placed in a step higher than
the range maximum so there will be some employees who receive less than a three
percent adjustment using this option.
lbis implementation option would cost the City of San Bernardino approximately a
1.6 million dollar permanent increase in base salary expenditures, which represents a
6.5 % increase in base salaries.
Nearest Dollar Minimum 5% Placement -lbis option is similar to the nearest dollar
placement scenario except that employees are placed at a step in the new salary range
that provides at least a five percent saIary adjustment For example, if placing the
employee in step one of the new range would provide a one percent adjustment to
pay, the employee would be placed into step two using this approach. In this case,
the actual salary adjustment would be greater than five percent due to the step
Page 41
City of San. Bernardino
structure of the salary ranges. Employees would not be placed in a step higher than
the range maximum so there will be some employees who receive less than a five
percent adjustment using this option.
This implementation option would cost the Gty of San Bernardino approximately a
1.9 million dollar permanent increase in base saIary expenditures, which represents a
7.8% increase in base saIaries.
H an employee's current saIary is above the saIary maximum in the new range, the employee is
typically "y-rated" or frozen at their current saIary level WltiI the new saIary range catches up
through future market, cost of living, or other structure adjustments.
Pllge 42
,ft...'
Appertdices
APPENDIX A
MASTER LIST OF TITLES
PlIgeA -1
Recommended Title
Organization Wide
Administrative - Supervisor/Analyst
dministrative Operations Supervisor
(U)
dministrative Operations Supervisor II
Confidential Administrative Operations
Supervisor (U)
Senior Administrative Operations
Supervisor
Administrative Operations Supervisor
Administrative Operations Supervisor I
Senior Administrative Analyst
dministrative Analyst II
dministrative Anal t I
N/C
N/C
N/C
Clerical/Secretarial Series
N/C
N/C
N/C
Secretary (U)
Secretary
Director of Animal Control
nimal Shelter 0 rations Mana er
imal Control Officer
imal Shelter Office S ialist
nimal Shelter Attendant
Senior Animal License Checker
Administrative Clerk III
Administrative Clerk II
Administrative Clerk I
Administration
C' Administrator N/C
sistant to the C' Administrator N/C
min. Asst. to the C' Administrator Administrative Ana t II
Executive Assistant to the Mayor N/C
sistant to the Mayor II N/C
sistant to the Ma r I N/C
Executive Assistant to the Council N/C
Animal Control
N/C
Animal Control 0 rations Mana er
N/C
N/C
N/C
N/C
Cable TV
N/C
N/C
N/C
NlC
C Attorne
NlC
N/C
N/C
N/C
N/C
Executive Secreta
Senior Secretary (U)
Senior Secreta
Secretary (U)
Secretary
Sten ra her
ypist Clerk III
ypist Clerk II
ist Clerk I
Cable Television Mana er
Ideo Production Coordinator
CATV Production En ineer
CATV Production Technician
Page 1
New Classification
Deputy City Clerk II
De C' Clerk I
Records Mana ement Coordinator
Business Registration Supervisor
Business Registration Coordinator
Business R istration Ins tor
Ci
De C' Treasurer
Cashier II
Casher I
Director of Code Com liance
e Compliance Field Supervisor
Surve Pa Chief
ConstnJction En ineer
ConstnJctionlnspedor
N/C
N/C
N/C
N/C
N/C
N/C
N/C
Ci Clerk
Assistant to the C'
Deputy City Clerk
Clerk
Page 2
Senior Plans Examiner
Plans Examiner
Building Inspector III
Building Inspector II
Buildin Ins ector I
Development Services
Real Pro
Real Pro e
N/C
N/C
N/C
Development Services
Street Li htin raffic Si nals
Su rvisor N/C
N/C (also see Facilities Management)
N/C also see Facilities Mana ement
N/C
N/C
N/C
Development Services
Traffic Si nin & Stri in
N/C (also see Public Services)
N/C (also see Public Services)
N/C (also see Public Services)
N/C also see Public Services
Traffic Si n Technician
Facilities Management
Buildin Custodial/Parkin ControVTele hone Su ort/Utilities
Director of Facilities Mana ement N/C
New Classification Tele hone Stems Coordinator
Electrical & HVAC Su rvisor Facilities Maintenance Su rvisor
Maintenance Plumber II Maintenance Plumber
Maintenance Ca nter N/C
Electrician II N/C (see Development Services for
Electrician I series
Buildin Maintenance Mechanic N/C
N/C
N/C
N/C
Development Services
Plannin
N/C
N/C
N/C
N/C
Development Services
Buildin Services
Development & Inspection Services Building Official
Mana er
Senior Plan Checker
Plan Checker
Building Inspector II
Building Inspector I
Current TiUe
Survey Party Technician III
Survey Party Technician II .
Surve Pa Technician I
Recommended Title
Principal Planner
Senior Planner
Associate Planner
sistant Planner
Official
Real Pro S ialist
Landscape Inspector II
Landsca elns rl
rvisor
Traffic Si nal & Li htin
Electrician II
Electrician I
Traffic Signal Electrician III
raffic Signal Electrician II
Traffic Si nal Electrician I
Maintenance Supervisor
Lead Maintenance Worker
Maintenance Worker II
Maintenance Worker I
raffic Si n Painter
Page 3
Recommended Title
N/C see PIS Fleet for series
N/C
N/C
N/C
N/C
Parkin Enforcement Officer
N/C
Finance
N/C
Bud et Mana er
N/C
Pa
N/C
N/C
N/C
Accounting Technician II (Cont)
Accounting Technician II
Accounting Technician I
Account Clerk III
Account Clerk II
Account Clerk I
N/C
N/C
N/C
N/C
Print Sho Assistant
Fire
Senior Storekee er
N/C
N/C
Fire Equipment Maintenance
Su rvisor
N/C (see PIS - Fleet for series)
N/C see PIS - Fleet for series
N/C (see Police for series)
N/C (see Police for series)
N/C see Police for series
redness Coordinator Disaster Mana ement Coordinator
Human Resources
PersonneVRisk Mana ement
Director of Human Resources N/C
Personnel Ana t N/C
New ClassifICation Benefits Coordinator
Personnel Clerk II N/C
Personnel Clerk I N/C
Risk Mana ement Coordinator NlC
Liabili Claims Ad"uster NlC
orkers Com nsation Su N/C
orkers Com nsation S N/C
Current Title
Storekee r
Custodial Supervisor
Senior Custodian
Lead Custodian
Custodian
Parkin Control Checker
Pro"ect Coordinator- Facilities
torekee r
Senior Fire Prevention Officer
Fire Prevention Officer
Fire Equipment Shop Supervisor
Equipment Mechanic II
E ui ment Mechanic I
Dispatch Supervisor
Dispatcher II
Dis !cher I
Disaster Pre
Page 4
Libra
N/C
N/C
Principal Librarian
N/C
N/C
N/C
Librarian II
Librarian I
Senior Library Technician
Library Technician II
Libra Technician I
N/C
N/C
Library Computer Technician II
Libra Com uter Technician I
Libra Services Technician
ement Information Stems
Director of Information Services
Business Systems Manager
Public Safe Stems Mana er
Network Stems Administrator
GIS Stems Administrator
Geographic Information Systems
Anal t
Senior Information Systems Analyst
Libra Director
ssociate Libra Director
Supervising Librarian
Library Information Technology Mgr
echnology Librarian
Senior Librarian
Librarian
Junior Librarian
New Series
Libra Clerk
Literac Pro ram Coordinator
Library Computer Technician
New Level
New Classification
Mana
Director of MIS
Programmer/Analyst
Communications Ana t
GIS Coordinator
GIS Programmer
Senior Programmer
Pro rammer/Ana t
Programmer
Computer Operations Supervisor
Communications Technician
N/C
Information Systems Analyst II
Information Stems Anal t I
Information Systems Operations
Su rvisor
Senior Information Systems Technician
Information Systems Technician II
rator Information S terns Technician I
Parks, Recreation, Commun Services
Director of Parks, Rec. & Community
Service
New Classification
Center for Individuals with Disability
CID Mana er
Mentor Coordinator
Cemete Su rintendent
Parks Su rintendent
Parks Maintenance Su rvisor
Park Pro' ects Coordinator
thletic Field Maintenance S ecialist
N/C
Administrative Services Mana er
Center for Individual Development
CID Mana er
N/C
N/C
N/C
N/C
N/C
N/C
Page 5
Current Title
Park Maintenance Lead Worker
Park Maintenance Worker ill
Park Maintenance Worker II
Park Maintenance Worker I
Recreation Su erintendent
Senior Recreation Su ervisor
Community Center Manager II
Communi Center Mana er I
P ram Coordinator - Recreation
Retired Senior Volunteer Program
Coordinator
Senior Companion Program
Coordinator
Community Services Center Specialist
Recommended Title
N/C
N/C
N/C
N/C
N/C
N/C
N/C
N/C
N/C
Program Manager - Retired & Senior
Volunteer
Program Manager - Senior Companion
N/C
olunteer Coordinator Coordinator of Volunteers
Food Service Supervisor II N/C
Food Service Su rvisor I N/C
Food Service Worker II N/C
Food Service Worker I N/C
Communi Service Center Mana er N/C
Police
Community Service Rep III Community Services Officer Supervisor
ommunity Service Rep II
Commun' Service Re I
New Classification
Police Records Mana er
Police Records Clerk II
Police Records Clerk I
New Classification
ele hone 0 rator
Police Comm 0 erations Su rvisor
Dispatch Supervisor
Dispatcher II
Dis tcher I
Identification Technician III
Identification Technician II
Identification Technician I
Police Property & Supply Technician
Police Pro e & Su I Assistant
rime Ana t
Police Fleet Maintenance Ex itor
Ran emaster
Project Coordinator - Rental Housing
Landlord Certification Pro ram
Community Services Officer II
Commun' Services Officer I
Asset Forfeiture S ialist
Police Records Mana er
Police Records Su rvisor
Police Records Technician
Police Services Assistant
Administrative Clerk II
Police Communications Mana er
N/C (also see Fire)
N/C (also see Fire)
N/C also see Fire
Forensic Specialist III
Forensic Specialist II
Forensic S 'alist I
Property & Evidence Technician II
Pro & Evidence Technician I
N/C
N/C
Police Ran emaster
NlC
Public Services
N/C
Sr Customer Service Re resenlative
Page 6
Director of Public Services
New series
Public Services
Fleet
N/C
N/C
Supervising Equipment Mechanic
N/C
N/C
Equipment Repair Worker II
E ui ment Re air Worker I
Fabricatin Welder
"alist Senior Fleet Parts S
N/C
N/C
Public Services
Re lin Center
Environmental Pro'eels Coordinator Environmental Pro"eels Mana er
Environmental Pro'eels Assistant N/C
Public Services
Refuse Collection
N/C
N/C
N/C
See E ui ment Re ir Worker I
N/C
N/C
N/C
N/C
N/C
Public Services
Streets
N/C
N/C
N/C
N/C
N/C
N/C
NlC
Current Title
Maintenance Supervisor
Lead Maintenance Worker
Maintenance Worker II
Maintenance Worker I
Recommended Title
Customer Service Re resentative
N/C (also see Development Services)
N/C (also see Development Services)
N/C (also see Development Services)
N/C (also see Development Services)
Page 7
.......-.... -
Appendices
APPENDIX B
EMPLOYEE ALLOCATION LIST
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Appendices
ApPENDIX C
LABOR MARKET SALARY
SURVEY RESULTS
PlIgeC-J
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Account Clerk II
-_ uol"ll_poI_
Agency Comparable Class Title Minimum C.P JMax
City of Corona No Comparable Position
City of Inalewood No Comoarable Position
Cltv of San Bernardino Account C/erlr /I 1821 2213
San Bernardino County Fiscal Clerk II 1907 2430
City of Ontario Account Clerk 2052 2495
City of West Covina Account Clerk 2085 2535
Riverside County Accounting Assistant II 2051 2539
City of Riverside Account Clerk II 2101 2552
City of Pomona Account Clerk 2114 2578
City of Fontana Account Clerk II 2165 2632
City of Moreno Valley Accounting Clerk II 2175 2776
City of Rancho Cucamonoa Account Clerk 2189 . 2800
% Above!
Numbe, of Obu"",tions g Market Balow
Variability Low Value Market
Labor Market Median 2552 -15.32%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Accountant II
_ __ uoI..._ ..._.....
Agency Comparable Class Title Minimum C.PJMax
CiIv of Pomona No ComDarable Position
Cltv of San Bernardino Accountant II 2954 3591
City of Corona Accountant 2971 3627
City of Ontario Accountant 3029 3681
Riverside County Accountant II 3094 3832
San Bernardino County Accountant I 3028 3864
City of Fontana Accountant 3313 4027
City of Moreno Valley Accountant II 3271 4175
City of West Covina Accountant 3140 4240
City of Rancho Cucamonga Accountant 3367 4321
City of Riverside Accountant II 3662 4450
CitY of Inalewood Accountant 3279 4645
% Above/
Num..... of Oburvadons 10 Market Below
VarlllbWlv Mod...te Value Market
Labor Market Median 4101 -14.20%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Administrative Analyst II
5atIdca computad using control poIntlmaxJmum
Agency Comparable Class Title Minimum C.P JMax
Citv of Corona Data Not Available
eltv of San Bernardino Administrative Analvst II 3363 4088
City of Pomona Management Analyst II 3582 4370
City of West Covina Admin. Analyst II 3242 43n
City of Ontario Administrative Analyst 3606 4383
City of Fontana Administrative Analyst II 3637 4420
City of Moreno Valley Management Analyst II 3467 4425
City of Riverside Administrative Analyst 3261 4428
San Bernardino County Staff Analyst II 3504 4474
City of Inglewood Administrative Analyst 3279 4645
Riverside County Administrative Analyst 3773 4800
Citv of Rancho Cucamonna Manaaement Analvst II 3891 4994
% Above!
Number of O....rvatio... 10 Merket Selow
Veriablllty Low Velue Merket
Labor Market Median 4427 -8.28%
.'
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Admin. Clerk II
-_....._....nthnuIm...
Agency Comparable Class TIUe Minimum C.P.JMax
Cilv of Inalewood No Comoarable Position
C/tv of San Bernardino Admin. Cleric " 1648 2003
Riverside County Typist Clerk II 1690 2096
San Bernardino County Clerk II 1643 2099
City of Pomona Typist Clerk 1876 2290
City of Riverside Typist Clerk II 1815 2318
City of Moreno Valley Office Assistant II 1827 2331
City of West Covina Clerk Typist 1922 2336
City of Fontana Administrative Clerk II 1961 2384
City of Ontario Intermediate Clerk Typist 2052 2495
City of Corona Office Assistant 2044 2495
Cilv of Rancho Cucamonaa Office Saeclallst II 2035 2611
% Abovel
Number of Observations 10 Market Below
Varl.lbllllY Mod...1It Valu. Mart<.t
Labor Market Median 2334 -16.50%
CITY OF SAN BERNARDINO
LABOR MARKET SAlARY SURVEY
Animal Control Officer
SbtIstk:a computed l01iing control poIntlmulmum
Agency Comparable Class Title Minimum C.P JMax
City of Pomona No Comparable Position
City of Fontana No Comparable Position
City of Riverside No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of Ontario No Comparable Position
City of Inglewood No Comparable Position
City of West Covina No Comparable Position
Riverside County Animal Control Officer 1993 2468
Cltv of San Bernardino Animal Control Officer 2104 2558
City of Moreno Valley Animal Control Officer 2047 2613
San Bernardino County Animal Control Officer 2099 2680
Citv of Corona Animal Control Officer II 2571 3139
%Above1
Number of Observations 4 Market Below
Varlabllltv Moderate Value Market
Labor Market Median 2647 -3.46%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Associate Planner
statIatica computed using control poIntlmaxlmum
Agency Comparable Class Title Minimum C.P JMax
City of West Covina No Comparable Position
Riverside County Planner III 3354 4155
San Bernardino County Planner II 3340 4261
City of San Semardino Associate Planner 3535 4297
City of Moreno Valley Associate Planner 3570 4556
City of Fontana Associate Planner 3774 4588
City of Riverside Associate Planner 3504 4696
City of Pomona Associate Planner 3879 4733
City of Ontario Associate Planner 3964 4818
City of Rancho Cucamonga Associate Planner 3891 4994
City of Corona Associate Planner 4109 5016
City of Inolewood Associate Planner 3845 5447
% Above!
Number of Observations 10 Market Below
Variability Moderate Value Marllet
Labor Market Median 4715 .9.72%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
___uol",_poInt1mu_
Assl to the City Administrator
Agency Comparable Class Title Minimum C.P JMax
Riverside County Data Not Available
San Bemardino County No Comparable Position
City of West Covina No Comparable Position
City of Ontario No Comparable Position
City of Fontana No Comparable Position
ciht of Riverside No Comoarable Position
citV of San Bernardino Aut to the c7iV Administrator 4315 5245
City of Moreno Valley Assistant to the City Manager 4840 6178
City of Rancho Cucamonga Assistant to the City Manager 4969 6376
City of Pomona Deputy City Assistant Manager 5494 6704
City of Corona Assistant to the City Manager 5943 7255
Ciht of Innlewood Exec. Assistant to the City -Manaoer 5234 7793
% Above!
Number of O....lViIlions 5 Market Below
Varlabllltv Moderata Value Market
Labor Market Median 6704 -27.82%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Budget Manager
Agency
City of Rancho Cucamonga
City of West Covina
City of Moreno Valley
Ci of Fontana
C of San Bernardino
City of Pomona
City of Corona
City of Ontario
City of Inglewood
Riverside County
City of Riverside
San Bemardino Coun
Number of Observatlona
artablll
Labor Market Median
Comparable Class nUe
No Comparable Position
No Comparable Position
No Comparable Position
No Com rable Position
Bu et Mana er
Budget Officer
Budget Manager
Revenue Services Manager
Budget Coordinator
Principal Management Analyst
Mgml and Budget Director
CAO Financial Anal t
7
Low
-__usllltl_ poIntlmulmum
Minimum
4251
4502
4772
4989
4464
5174
5058
Market
Value
6324
C.P JMax
5167
5492
5826
6064
6324
6763
6780
6798
% AboveI
Below
Marteet
-22.39%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Building Inspector II
-_.....__...._om
Agency Comparable Class Title Minimum C.PJMax
City of Inalewood No ComDarable Position
Cltv of San Bernardino Buildina Ins""""'r II 2810 3416
Riverside County Building Inspector " 3007 3727
City of West Covina Building Inspector 3098 3766
City of Corona Building Inspector II 3123 3813
City of Moreno Valley Building Inspector II 3028 3864
City of Fontana Building Inspector II 3210 3902
City of Pomona Comb. Bldg. InspectJAsst. Plan Chkr. 3373 4117
San Bernardino County Building Inspector II 3259 4158
City of Rancho Cucamonga Building Inspector 3284 4215
City of Ontario Building Inspector 3534 4296
City of Riverside Buildina Insoector " 3844 4673
% Above!
Number of ObseMllions 10 Ma.....t Below
Variability Modera. Value Market
Labor Market Median 4010 -17.37%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Building Maint. Mechanic
-_uaI"l1contn>lpolnl/moxlmum
Agency Comparable Class Title Minimum C.P JMax
City of Ontario Data Not Available
City of Inglewood No Comparable Position
City of Fontana No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of West Covina No Comparable Position
CItv of San Bernardino Bulldlna Malnt Mechanic 2168 2635
Riverside County Building Maintenance Mechanic 2494 2928
City of Corona Building Maintenance Tech. 2571 3139
San Bernardino County General Maintenance Mechanic 2491 3181
City of Moreno Valley Facility Maintenance Technician 2540 3242
City of Riverside Building Maintenance Spec. 2815 3423
City of Pomona Facilities Maintenance Tech. 2849 3476
% AboveI
Number of Ob.."",lIona 6 Market Selow
Variability Low "alue Market
Labor Market Median 3212 -21.88%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Business Registration Inspector
- __...... _ palntlmaxlmum
Agency Comparable Class TItle Minimum C.PJMax
San Bernardino County No Comparable Position
Riverside County No Comparable Position
Citv of Pomona Business License Soecialist 2222 2711
Cltv of San Bernardino Business ReaistratJon Ins 2302 2798
City of Fontana Business License Technician 2450 2978
City of West Covina Business License Inspector 2499 3037
City of Ontario Business License Technician 2530 3076
City of Rancho Cucamonga Business License Technician 2572 3301
City of Moreno Valley Business License Compliance Officer 2616 3339
City of Corona Revenue Collections Invest. II 2827 3451
City of Inglewood Revenue Inspector 2532 3586
CitY of Riverside Business Tax Insoector 2957 3593
% Above!
Number of Obse"",llons 9 Merket B.low
VerlebUItv Mod..... Velu. Merk.l
Labor Market Median 3301 -17.98%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
City Attorney
--"''''''-pointhNxImum
Agency Comparable Class TIUe Minimum C.P JMax
City of Ontario Data Not Available
City of Corona No Comparable Position
City of West Covina No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of Pomona No Comparable Position
City of Fontana No Comparable Position
City of Moreno Valley City Attorney 8302 10596
~of San Bernardino City Attomev 9073 11028
City of Inglewood City Attorney 9275 11431
San Bernardino County County Counsel 12077
City of Riverside City Attorney 12447
Riverside County County Counsel 9996 12719
% AboveI
Number of O....rvations 5 Martutt Below
Variability Low Value Marilet
Labor Market Median 12077 -9.51 %
CITY OF SAN BERNARDINO
LABOR MARKET SAlARY SURVEY
----pol-
Engineering Assistant II
Agency Comparable Class TIUe Minimum C.P JMax
City of West Covina No Comparable Position
San Bernardino County Engineering Tech. III 2679 3422
City of Pomona Engineering Technician 2965 3617
Riverside County Engineering Technician II 2943 3647
City of Moreno Valley Engineering Technician II 2968 3788
City of Corona Engineering Technician 3123 3813
City of Rancho Cucamonga Engineering Technician 3078 3950
Citv of Ontario Enoineerlna Assistant 3312 4026
CItv of San Bernardino Civil Enalneerlna Assistant /I 3330 4047
City of Fontana Engineering Technician II 3373 4100
City of Ingiewood Engineering Technician 3028 4290
City of Riverside Enaineerina Technician 3593 4815
% AhoveI
Number of Observations 10 M.rket Balow
V.rlsblllty Mod..... V.lu. M.rk.t
Labor Market Median 3882 4.09%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Code Compliance Officer"
--"''''---
Agency Comparable Class Title Minimum C.P JMax
City of West Covina Code Enforcement Officer 2781 3381
cnv of San Bernardino Code ComDllance Officer II 2810 3416
City of Pomona Code Compliance Inspector 2994 3653
Riverside County Code Enforcement Officer" 3007 3727
City of Moreno Valley Code Compliance Officer II 2939 3751
City of Ontario Code Enforcement Officer 3136 3812
City of Corona Code Enforcement Officer 3123 3813
City of Inglewood Code Enforcement Officer 2741 3883
City of Fontana Code Enforcement Inspector 3210 3902
City of Rancho Cucamonga Code Enforcement Officer 3048 3911
San Bernardino County Code Enforcement Officer II 3259 4158
City of Riverside Code ComDliance Officer II 3593 4366
% AhaveI
Number of O....rvatlons 11 Market Below
VariabilItY Mode... Value Market
Labor Market Median 3813 -11.62%
CITY OF SAN BERNARDINO
LABOR MARKET SAlARY SURVEY
Community Center Manager II
__ ..,."......,. polntlmulmum
Agency Comparable Class Title Minimum C.P JMax
San Bernardino County No Comparable Position
Riverside County No Comparable Position
City of Moreno Valley No Comparable Position
City of West Covina No Comparable Position
City of Fontana Community Center Coordinator 2733 3322
CitV of Ontario Communitv Center Coordinator II 2896 3520
C/tv of San Bernardino Community Center Manaaer /I 2896 3520
City of Riverside Recreation Services Coordinator 2869 3535
City of Pomona Recreation Coordinator 2965 3617
City of Corona Recreation progrem Supervisor 3627 4428
City of Rancho Cucamonga Recreation Supervisor 3647 4680
CitY of Inalewood Senior Recreation Suoervisor 3769 5339
% AboveI
Number of Observations 7 Merkel Below
VerlebilltY High Velue Merkel
Labor Market Median 3617 -2.76%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Community Service Officer II
StdstIca computed ....nl control poIntImaldmum
Agency Comparable Class Title Minimum C.P JMax
City of Moreno Valley No Comparable Position
City of Rancho Cucamonaa No Comoarable Position
CItv of San Beman/fno Communftv Service Rep. II 2223 2702
City of Fontana Community Services Officer II 2261 2748
San Bernardino County Sheriff's Service Specialist 2207 2815
City of Corona Community Service Officer II 2327 2841
City of West Covina Community Services Officer 2404 2923
City of Pomona Public Service Technician 2430 2965
City of Ontario Police Technician 2456 2985
City of Inglewood Sr. Special Enforcement Officer 2224 3151
Riverside County Community Services Officer II 2718 3366
City of Riverside Police Service ReDresentative 2318 3369
% Above!
Number of O....rvation. 9 Markst Below
Variability Low Value Market
Labor Market Median 2965 -9.73%
.
'.
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Construction Inspector II
___w1",,__
Agency Comparable Class Title Minimum C.P JMax
City of Inglewoocl No Comparable Position
City of West Covina No ComDarable Position
City of San Semardino Construction InsDflCtor 2810 3416
City of Corona Public Works Inspector 3123 3813
City of Fontana Public Works Inspector 3150 3829
City of Moreno Valley Construction Inspector 3018 3852
City of Pomona Public Works Inspector 3242 3956
City of Ontario Public Works Inspector 3280 3987
San Bernardino County Building Construction Inspector II 3259 4158
City of Rancho Cucamonga Public Works Inspector II 3268 4194
City of Riverside Construction Inspector II 3593 4366
Riverside County Construction Insoector II 3827 4742
% Above!
Numbe. of ObseMllions 9 M.rkel Below
V.....blllty Low V.lue M.rkel
Labor Market Median 3987 -16.72%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Custodian
-_..I.._-,Imurn
Agency Comparable Class Title Minimum C.P JMax
City of Moreno Valley No Comparable Position
City of Ontario No Comparable Position
City of Fontana No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of West Covina No Comparable Position
Riverside County Custodian 1558 1929
San Bernardino County Custodian I 1529 1952
Cltv of San Bernardino Custodian 1690 2054
City of Corona Custodian 1813 2214
City of Riverside Custodian 1906 2318
City of Pomona Custodian 1914 2335
City of Inolewood Custodial Service Worker 1717 2433
% Abovel
Number of Observations S Mart<et Below
Varlabllltv Modera. Value Mamt
Labor Market Median 2266 -10.32%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
__..lng_pol_urn
Building Official
Agency Comparable Class TItle Minimum C.PJMax
City of West Covina Building Official 4751 6414
San Bernardino County Building Official 5060 6472
City of Moreno Valley Building Official 5112 6525
CitY of Pomona Buildinn Official 5386 6572
Cltv of San Bernardino Dev. & In$Diiet Servo IIDr. 5428 6598
City of Fontana Building Official 5511 6699
City of Inglewood Superintendent of Building and Safety 5080 7197
City of Riverside Building Official 5967 7616
City of Ontario Building Official 6401 n81
City of Rancho Cucamonga Building and Safety Official 6066 8603
Riverside County Director of Building and Safety 6692 8745
City of Corona Buildinll Official 7255 8857
% Above/
Number of O....""'lIon. 11 M.r1<el Below
V.rlabllltv Modera.. Value Maml
Labor Market Median 7197 -9.08%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Director of Finance
IIIItIItk::8 ~. ....Lad using control point/maxlmum
Agency Comparable Class Title Minimum C.P JMax
San Bernardino County No Comparable Position
City of Fontana No Comparable Position
City of West Covina Finance Director 5869 7923
City of Rancho Cucamonga Finance Officer 5916 8391
City of Moreno Vallev Finance Director/City Treasurer 6773 8644
Citv of San Bernardino Director of Rnance 7213 8767
City of Corona Director of Finance 7626 9310
Riverside County County Finance Director 7488 9786
City of Ontario Admin. Services/Finance Director 7188 10049
City of Riverside Finance Director 8098 10123
City of Pomona Finance Director 8462 10453
City of inalewood Finance Director 7161 10662
% Abovel
Number of ObselVilllons . Merllet Below
Verl8bUlty Moderate Ve"" Mert<et
Labor Market Median 9786 -11.62%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
__uol.._"'_
Director of Human Resources
Agency Comparable Class Title Minimum C.PJMax
City of Corona No Comparable Position
Riverside County No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of West Covina Director of Personnel & Risk Mgmt. 5203 7023
City of Fontana Dir. of Human Resources & Risk Mgmt. 7083
City of Moreno Vallev Human Resources Manaaer 5574 7115
Citv of San Bernardino Director of Human Resources 6794 8258
San Bernardino County Director of Human Resources 8789
City of Riverside Human Resources Director 7727 9658
City of Pomona HR Director/Risk Management 7907 9767
City of Inglewood Personnel Director 6746 10044
CitV of Ontario Human Resources Director 11267
% AbowI
Number of O....rvatlon. 8 M.rkel Below
Variabllltv Hlah Valu. Markel
Labor Market Median 9224 -11.69%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Dlr. of Parks, Rec. & Comm. Servo
__ computed ..I".......... pal............
Ageney Comparable Class Title Minimum C.PJMax
San Bernardino County No Comparable Position
City of Fontana No Comparable Position
City of West Covina Community Services Director 5131 6926
Riverside County Parks Director 6273 7984
City of Moreno Valley Parks & Recreation Director 6333 8082
Cltv of San Bernardino Dir. of Parks Ree. & Comm. Servo 6727 8176
City of Ontario Community Ser JSpec. Proj. Dir. 7188 8755
City of Corona Dir. of Parks. Ree. & Comm. Servo 7255 8857
City of Rancho Cucamonga Community Services Director 6537 9266
City of Riverside Parks & Recreation Director 7413 9266
City of Pomona Parks. Rec. & Comm. Servo Director 7724 9542
City of Inolewood Rec. Parks & Commun. Servo DJr. 6419 9556
% Above!
Number of Obse.".llons 9 Martcet Below
VarblblUtv Moderete Value Martcet
Labor Market Median 8857 -8.33%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Dispatcher II
_ _ocI..hog contn>I poI_.....
Agency Comparable Class Title Minimum C.PJMax
City of Rancho Cucamonga No Comparable Position
City of Moreno Valley No Comparable Position
San Bemardino County Sheriff's Comm. Dispatcher I 2099 2680
City of West Covina Public Safety Dispatcher 2451 2979
City of Fontana Police Discatcher II 2558 3106
Citv of San Bernardino Dlsoatcher /I 2582 3138
City of Corona Public Safety Dispatcher II 2702 3299
City of Riverside Public Safety Dispatcher 2746 3335
Riverside County Public Safety Comm. Officer II 2576 3366
City of InglewoOO Public Safety Dispatcher 2409 3412
City of Ontario Public Safety Dispatcher II 2810 3415
City of Pomona Police Disnatcher 3085 3764
% Above!
Number of ObHrvalions 9 Market Below
Variability Mod..... Value Market
Labor Market Median 3335 -6.28%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Electrician II
---_......_..........mum
Agency Comparable Class Title Minimum C.PJMax
City of Corona No Comparable Position
City of Fontana No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of Pomona No Comparable Position
City of Moreno Valley No Comparable Position
City of Inalewood No Comparable Position
City of San Bernardino Electrician /I 2506 3046
Riverside County Maintenance Elecbician 2791 3278
City of Ontario Elecbician 2755 3349
San Bernardino County Elecbician 2746 3505
City of West Covina Elecbician II 2912 3540
City of Riverside Maintenance Elecbician 3259 3961
% Abovel
Number of O....rvation. 5 Market Below
Varlsblllly Low Value Market
Labor Market Median 3505 -15.07%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Engineering Associate
-__uol"ll_poInlImulmwn
Agency Comparable Class Title Minimum C.PJMax
Citv of San Bernardino Enliineerlnn Assoc/ale fC1v1n 4065 4941
City of Ontario Associate Civil Engineer 4126 5015
City of Fontana Associate Engineer 4175 5075
City of West Covina Civil Engineering Associate 3n5 5096
City of Moreno Valley Associate Engineer 4012 5120
City of Pomona Engineering Associate 4284 5228
City of Riverside Associate Engineer 4587 5575
San Bernardino County Public Works Engineer III 4364 5580
City of Rancho Cucamonga Associate Engineer 4364 5601
Riverside County Associate Civil Engineer 4526 5607
City of Corona Associate Engineer 4564 5682
CitY of Inolewood Associate Ennineer 4082 5782
% Above!
Number of ObselYllllons 11 Market Below
Varlabllltv Low Value Markel
Labor Market Median 5575 -12.83%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Environmental Project Assl
StaUItk:a cor- P Gel...... control polntIrnaxlmum
Agency Comparable Class Tille Minimum C.P JMax
City of Corona Data Not Available
City of Rancho Cucamonga No Comparable Position
Riverside County No Comparable Position
City of West Covina No Comparable Position
City of Riverside No Comparable Position
City of Pomona No Comparable Position
City of Fontana No Comparable Position
City of Moreno Vallev No Comparable Position
City of San Bernardino Environmental Proleet Asst. 2212 2689
San Bernardino County Environmental Tech II 2491 3181
City of Ontario Environmental Technician 2674 3208
City of Inglewood Hazardous Waste Soecialist 2608 3695
%AboveI
Number of O....rvallons 3 Market Below
~erlablllty Low VeJue Merkel
Labor Market Median 3208 -19.30%
-
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Environmental Projects Manager
sa.u.uc. computed ualng control poIntlmaxlmum
Agency Comparable Class Title Minimum C.P JMax
City of Corona Data Not Available
City of Inglewood No Comparable Position
City of Moreno Valley No Comparable Position
City of Fontana No Comparable Position
City of Riverside No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of Ontario Environmental Specialist 3465 4211
CItv of San Bernardino Environmental Prolects Coord. 3570 4340
City of West Covina Admin. Analyst II 3242 4377
San Bernardino County Environmental Health Specialist III 3591 4586
Riverside County Waste Mgmt. Program Admin. 3779 4682
City of Pomona Utility Resource Efficlencv Coord. 3878 4733
% AboveJ
Number of O....""'lIon. S Market Below
Variability Modarata Valua Martcat
Labor Market Median 4586 -5.67%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Equipment Mechanic II
__usl"ll_poIntImuImum
Agency Comparable Class TIDe Minimum C.P JMax
C/tv of San Bernanllno Eaul"ment Mechanic II 2634 3201
Riverside County Heavy Equipment Mechanic 2617 3243
City of West Covina Equipment Mechanic II 2719 3305
City of Corona Fleet Maintenance Tech. 2827 3451
City of Moreno Valley Mechanic II 2721 3473
City of Fontana Equipment Mechanic II 2890 3513
City of Ontario Equipment Mechanic II 2924 3555
City of Inglewood Equipment Service Specialist 2532 3586
City of Rancho Cucamonga Mechanic 2871 3684
City of Pomona Mechanic II 3025 3689
City of Riverside Heavy Equipment Mechanic 3104 3773
San Bernardino County Motor Reet Mechanic I 3103 3958
% AJ>oveI
Number of O....""'lIon. 11 Market Below
Varlabllltv Low Value Market
Labor Market Median 3555 -11.06%
-
CITY OF SAN BERNARDINO
LABOR MARKET SAlARY SURVEY
Executive Secretary
.StatIstIca c:ompuIed using control poIntlmaxlmum
Agency Comparable Class Title Minimum C.P JMax
City of Rancho Cucamonga No Comparable Position
City of Riverside No Comparable Position
San Bernardino County Executive Secretary III 2491 3181
Riverside County Executive Secretary, CAO 2179 3444
City of Pomona Admin. Assistant with short hand 3085 3764
CitY of West Covina Secretarv to City Manaaer 2871 3876
Cltv of San Bernardino Executive SecretalV 3199 3889
City of Ontario Secretary to the City Manager 3329 4047
City of Moreno Valley Executive Assistant 3206 4092
City of Fontana Exec. Secretary to the City Manager 3425 4163
City of Inglewood Executive Secretary 3058 4333
City of Corona Executive Secretarv 3627 4428
% Above!
Number of Observations 9 Market Below
Variability Moderate Value Market
Labor Market Median 4047 -4.06%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Heavy Equipment Operator
-....-...... _ ..................
Agency Comparable Class Title Minimum C.P JMax
City of Corona Data Not Available
City of Rancho Cucamonga Data Not Available
City of Pomona No Comparable Position
City of InQlewood No ComDarable Position
City of San Bernardino Huw EauiDment Ooerator 2420 2941
City of West Covina Equipment Operator 2531 3076
Riverside County Equipment Operator II 2494 3089
City of Moreno Valley Equipment Operator 2493 3181
San Bernardino County Equipment Operator II 2491 3181
City of Fontana Equipment Operator II 2682 3260
City of Ontario Public Service Tech II - Streets 2755 3349
City of Riverside HeavvEauiDmentOperator 2957 3593
% AboveI
Number of ObulYlllions 7 Marlcel Below
Variability Low Value Markel
Labor Market Median 3181 -8.16%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
-_......_poI-..lmum
Forensic Specialist II
Agency ComParable Class Tit/e Minimum C.P JMax
City of West Covina No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of Moreno Valley No Comparable Position
Ciht of Fontana No Com....rable Position
C/tv of San Bernardino Identification Technician" 2384 2897
City of Riverside Evidence Technician 2318 3369
San Bernardino County Forensic Specialist II 2746 3505
City of Ontario Forensic Specialist 3029 3681
Riverside County Forensic Technician II 3073 3806
City of Inglewood Forensic Specialist 2796 3961
City of Corona Identification Technician II 3283 4008
Ciht of Pomona Evidence Technician 3653 4458
% Above!
Number of ObseMlllons 7 Market Below
Varlabllltv Moderate Value Market
Labor Market Median 3806 -31.38%
CITY OF SAN BERNARDINO
LABOR MARKET SAlARY SURVEY
Information Systems Analyst
-.......-.....--
Agency Comparable Class Title Minimum C.P JMax
City of Ontario Data Not Available
Citv of Pomona No ComDarable Position
CItv of San Seman:llno Proarammer 3059 3718
San Bernardino County Automated Systems Analyst I 3259 4158
City of Moreno Valley Computer Applications SpeCialist 3410 4352
City of Riverside Programmer Analyst 3259 4366
City of Fontana Sr. Infonnation Services Spec. 4058 4932
Riverside County Programmer Analyst IV 4089 5065
City of Corona Systems Analyst 4213 5143
City of Rancho Cucamonga Infonnation Systems Analyst 4173 5355
City of West Covina Programmer Analyst II 4009 5412
Citv of InglewODd SYStems Analyst 4509 6387
% Above!
Number of O....""'lIon. 9 Martcet Below
Variability High Value Market
labor Market Median 5065 -36.23%
.
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Information Systems Tech. II
SId8tIce cornputecI using control poIntlmufmum
Agency Comparable Class Titie Minimum C.PJMax
City of Corona Data Not Available
City of Riverside Data Not Available
Citv of Pomona No Comoarable Position
Cltv of San Bernardino ComDuter Ooerator 2608 3170
San Bernardino County Automated Systems Tech. 2491 3181
City of Moreno Valley Information Services Technician 2523 3220
City of Fontana Information Systems Tech. 2677 3254
City of Ontario Computer Technician 2687 3266
City of Inglewood Data Terminal Technician 2315 3279
City of West Covina Computer Services Tech. 2755 3349
Riverside County User TechnicalSupporl 1976 3834
Citv of Rancho Cucamonga Information SYStems Soecialist 3268 4194
% Above!
Number of ObselVlllions 8 Market Below
Variability Moderate Value Marice!
Labor Market MedIan 3273 -3.23%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Legal Secretary II
-___poI_m....
Agency Comparable Class Title Minimum C.P JMax
City of Corona No Comparable Position
City of Fontana No Comparable Position
City of West Covina No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of Pomona No Comparable Position
City of Ontario No Comparable Position
City of Moreno Valley No Comparable Position
San Bernardino County Executive Secretary II 2260 2884
~of San Bernardino ,,-ega' Secl'8tarv /I 2727 3315
Riverside County County Counsel Admin. Assistant 2721 3463
City of Riverside Legal Secretary 2897 3523
C~of Inalewood L@ltal Secretary 2769 3922
% Above!
Number of Observations 4 Market Below
Variability Mode... Value Market
Labor Market Median 3493 -5.37%
I
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Librarian Ii
--...._ -Ill......... poIntImuJmum
Agency Comparable Class flUe Minimum C.P JMax
Riverside County No Comparable Position
City of West Covina No Comparable Position
CitY of Fontana No Comoarable Position
C/tv of San Bernardino Ubrarian 2506 3046
City of Pomona librarian I 2821 3441
City of Moreno Valley Librarian 2n2 3538
San Bernardino County librarian II 2815 3591
City of Ontario librarian Ii 3044 3700
City of Inglewood Librarian 2853 4041
City of Riverside Librarian 2957 4160
City of Corona Librarian Ii 3451 4213
CitY of Rancho Cucamonaa Librarian Ii 3351 4300
% Above!
Number of Observations S M.rket Below
Iv....blllly Low V.lus M.llesl
Labor Market Median 3871 -27.07%
CITY OF SAN BERNARDINO
LABOR MARKET SAlARY SURVEY
Library Director
-.......- uolng_ poInt/mulmum
Agency Comparable Class Title Minimum C.P JMax
City of West Covina No Comparable Position
Riverside County No Comparable Position
City of Fontana No Comparable Position
C~ of Moreno Vallev Librarv Director 5705 7281
City of San Bernardino Ubf1!!yplrector 6594 8015
City of Ontario Library Director 6448 8294
City of Rancho Cucamon9a Library Director 5887 8349
San Bernardino County County Librarian 8370
City of Riverside Library Director 6994 8742
City of Corona Library Director 7255 8857
City of Pomona Library Director 7399 9140
City of Inalewood Librarv Director 6419 9556
% AboveJ
Number of ObselVllllona 8 Market Below
Vartablllty Mode,.1II Value Market
Labor Market Median 8556 -6.75%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
_""""""lIOlog_ .................
Maintenance Plumber
Agency Comparable Class Title MInImum C.PJMax
City of Ontario Data Not Available
City of Corona No Comparable Position
City of West Covina No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of Pomona No Comparable Position
City of Fontana No Comparable Position
City of Moreno Valley No Comparable Position
CItY of Inolewood No Comoarable Position
Citv of San Bernardino Maintenance Plumber II 2444 2971
Riverside County Maintenance Plumber 2791 3278
San Bernardino County Plumber 2616 3340
Citv of Riverside Pi""'fitter 3257 3959
% Above}
Number of ObselVllllona 3 Market Balow
Varlabllltv Low Value Market
Labor Market Median 3340 -12.42%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Maintenance Worker /I
-- c:ompulod uoIng _ palntlmulmurn
~
Agency Comparable Class Title Minimum C.P JMax
Riverside Countv Maintenance & Construction Worker 1993 2468
Cltv of San Bernardino Maintenance Worker II 2136 2596
City of West Covina Maintenance Worker II 2208 2683
City of Corona Mainl & Construction Worker II 2214 2702
City of Fontana Maintenance Services Worker II 2256 2742
City of Ontario Street Maintenance Worker II 2257 2743
City of Moreno Valley Maintenance Worker II 2176 2777
City of Pomona Public Works Worker II 2406 2936
San Bernardino County Mainl & Construct. Worker II 2314 2955
City of Rancho Cucamonga Maintenance Worker II 2340 3002
City of Riverside Street Maintenance Worker 2552 3104
City of Inglewood Public Works Service Worker 2224 3151
% Above!
Number of ObaelVlltlons 11 Market Below
Varillblllly Mod...ts Value Market
Labor Market Median 2777 -6.97%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
__ ..I.._palntlmulmum
Park Maintenance Worker II
Agency Comparable Class Title Minimum C.PJMax
San Bernardino County Grounds Caretaker I 1726 2207
Riverside Counlv Parks Maintenance Worker 1993 2468
Cltv of San Bernardino Parle Maintenance Worleer" 2032 2470
City of Corona Park Maintenance Worker II 2044 2495
City of West Covina Maintenance Worker II 2208 2683
City of Fontana Maintenance Services Worker II 2256 2742
City of Ontario Park Maintenance Worker II 2256 2743
City of Moreno Valley Maintenance Worker II 2176 27n
City of Pomona Park Worker II 2290 2793
City of Rancho Cucamonga Maintenance Worker II 2340 3002
City of Riverside Park Maintenance Worker II 2552 3104
Cih, of Innlewood Park Maintenance Worker 2338 3312
% AbowI
Number of Observations 11 M.....t Below
V.rlablllty Modera. V.lue M.rtcet
Labor Market Median 2743 -11.05%
.'
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Personnel Analyst
_com_uoIng___
Agency Comparable Class Title Minimum C.P JMax
City of Corona No Comparable Position
City of Rancho Cucamonga No Comparable Position
City of West Covina Personnel Analyst II 3087 4167
City of Pomona HR Analyst 3582 4370
City of Moreno Valley Personnel Analyst II 3466 4424
City of Riverside Human Resources Analyst 3261 4428
San Bernardino County Human Resources Analyst I 3504 4474
Riverside County Human Resources Analvst II 3576 4550
C/tv of San Bernardino Personnel Analvst 3791 4607
City of Fontana Human Resources Analyst 3874 4709
City of Ontario Personnel Analyst 3964 4818
City of Inolewood Associate Personnel Analvst 3446 4882
% AboveI
Numbe. of Obse"",tions 9 Market Below
Variability Low Valus M......t
Labor Market Median 4474 2.89%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Plans Examiner
StMI8tIcs camputed using control poIntlmaxlmum
Agency Comparable Class Title Minimum C.P JMax
City of Fontana Data Not Available
City of InglewGOd Data Not Available
City of Pomona No Comoarable Position
Cltv of San Bernardino Plan Checker 3168 3850
City of West Covina Planning Assistant 3231 3928
San Bernardino County Building Inspector II 3259 4148
Riverside County Building Inspector III 3383 4191
City of Moreno Valley Plans Examiner 3402 4342
City of Corona Plans Examiner 3627 4428
City of Ontario Plan CheckerlBuilding 3906 4747
City of Rancho Cucamonga Plans Examiner 3702 4751
CitY of Riverside Plans Examiner 4037 4906
% AboveI
Number of Observations 8 Market Below
Ivarlsblllty Low Value Market
Labor Market Median 4385 -13.90%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
-....._..............._lmum
Police Records Tech.
-
Agency Comparable Class Title Minimum C.PJMax
Riverside County Data Not Available
City of Moreno Valley No Comparable Position
City of Rancho Cucamonga No Comparable Position
San Bernardino County Sheriff's Record Clerk 1685 2153
City of San Bernardino Police Records Cleric 1821 2213
City of Ontario Police Records Clerk 2052 2495
City of Fontana Police Records Clerk II 2055 2498
City of Pomona Police Clerk 2052 2504
City of Corona Police Records Technician 2075 2533
City of West Covina Police Record Clerk II 2181 2651
City of Riverside Police Records Specialist 2206 2682
City of Inalewood Police Records Technician 1974 2796
% Above!
Numbe. of O....rvatlon. 8 Marl<et Below
Variability Moderats Value Marl<et
.
Labor Market Median 2519 -13.80%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
_com_uoIng_poI_m
Police Rangemaster
Agency Comparable Class Title Minimum C.P JMax
City of Ontario Data Not Available
City of Corona No Comparable Position
City of West Covina No Comparable Position
City of Rancho Cucamonga No Comparable Position
San Bernardino County No Comparable Position
City of Fontana No Comparable Position
City of Moreno Vallev No Comoarable Position
Citv of San Semardino Ranaemaster 2223 2702
Riverside County Armorer/Rangemaster 2687 3331
City of Pomona Rangemaster 2793 3407
City of Riverside Fire Arms Training Coordinator 3259 3961
CitY of Inolewood Ranoemaster 3516 4509
%-
Number of O....""'lIon. 4 Merket B._
Verillbllllv Mod..... Velus Merket
Labor Market Median 3684 -36.34%
CITY OF SAN BERNARDINO
LABOR MARKET SAlARY SURVEY
Recreation Supervisor
- _ uolng _ pal_
Agency Comparable Class Title Minimum C.P JMax
San Bernardino County No Comparable Position
City of Inglewood No Comparable Position
City of Ontario No Comparable Position
Riverside County No Comoarable Position
City of San Bernardino Recreation SUD8fVlsor 3090 3755
City of Moreno Valley Recreation Supervisor 3178 4056
City of Fontana Recreation Supervisor 3351 4074
City of West Covina Recreation Services Supervisor 3144 4244
City of Corona Recreation Program Supervisor 3627 4428
City of Riverside Recreation Supervisor 3523 4498
City of Pomona Recreation Supervisor 3690 4503
City of Rancho Cucamonoa Recreation Supervisor 3647 4680
% AboveI
Number of Observations 7 Martet BsI_
Variability Low Value Martst
Labor Market Median 4428 -17.92%
.
CITY OF SAN BERNARDINO
LABOR MARKET SAlARY SURVEY
Refuse Operator II
sa.o.tIc:a computed using control poIntlmu:lmum
Agency Comparable Class Title Minimum C.P JMax
City of Corona No Comparable Position
City of Rancho Cucamonga No Comparable Position
Riverside County No Comparable Position
City of West Covina No Comparable Position
San Bernardino County No Comparable Position
City of Fontana No Comparable Position
City of Moreno Valley No Comparable Position
CitY of Inalewood No Comoarable Position
CItv of San BernarrJino Refuse Ooerator II 2136 2596
City of Riverside Solid Waste Collector II 2291 2650
City of Ontario Solid Waste Collector II 2407 2926
Citv of Pomona Solid Waste Driver 2711 3308
% IUJovel
Number of O....rvations 3 Market Below
Variability Low Value Market
Labor Market Median 2926 -12.71%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Storekeeper
StatIaIca computed using control pcNntImaxlmum
Agency Comparable Class flUe Minimum C.P JMax
City of Fontana No Comparable Position
City of Rancho Cucamonga No Comparable Position
San Bernardino County Storekeeper 1643 2099
City of San Bernardino Storekeeper 1867 2269
Riverside County Storekeeper 1960 2427
City of Ontario Storekeeper 2136 2597
City of Moreno Valley Storekeeper 2037 2600
City of Riverside Warehouse Worker .2206 2682
City of Corona Warehouse Operator 2214 2702
City of Pomona Storekeeper 2243 2738
City of West Covina Storekeeper 2394 2910
City of Inalewood Storekeeper 2269 3214
% Above!
Number of Observations 9 Market Selow
Variability High Value Market
Labor Market Median 2682 -18.20%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Street Superintendent
- __ _Iag_ poInt1rnulmum
Agency Comparable Class Title Minimum C.P JMax
San Bernardino County Data Not Available
City of West Covina Superintendent of Maintenance Ops. 4326 5839
City of Corona Public Works Operations Manager 4868 5942
City of Ontario Street Maintenance Superintendent 4939 6003
City of Moreno Valley Maintenance Ooerations Manaoer 4733 6041
Cltv of San Bernardino Street Suoerlntendent 5012 6092
City of Fontana Public Services Manager 5132 6238
City of Rancho Cucamonga Street/Storm Drain Mainl Supl. 4871 6250
City of Pomona Public Works Superintendent 5176 6316
City of Riverside Street Maintenance Superintendent 5489 6673
Riverside County Highway Ops. Superintendent 5257 6874
City of Inalewood Street and Sanitation Suoerintendent 5131 7269
% Above!
Number of ObservatlOM 10 Market . Ba_
Variabllllv Low Value Market
Labor Market Median 6244 -2.50%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Survey Party Tech. 11/
StMIatIc8 compuIed uti,. control point/maximum
Agency Comparable Class Title Minimum C.PJMax
City of Ontario Data Not Available
City of Corona No Comparable Position
City of West Covina No Comparable Position
City of Fontana No Comparable Position
City of Pomona No Comparable Position
City of Moreno Valley No Comparable Position
City of Inglewood No Comparable Position
Riverside County Survey Technician 2442 3023
San Bernardino County Engineering Technician II 2371 3028
~of San Bernardino Survev Partv Tech. ill 2569 3123
City of Rancho Cucarnonga Engineering Technician 3078 3950
City of Riverside Land Records Technician II 3773 4587
% Abovel
Number of Obsel'Vlltlons 4 Merket Below
Verillblllty High Velu. Merket
Labor Market Median 3489 -11.72%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Traffic Engineer
StItIdca computed .1.. control pointlmaxlmum
Agency Comparable Class Title Minimum C.PJMax
San Bernardino County Data Not Available
City of Ontario Data Not AvailabJe
City of West Covina No Comparable Position
City of Rancho Cucamonga No Comparable Position
Riverside County No Comparable Position
City of Fontana City Traffic Engineer 5290 6341
City of Corona Traffic Engineer 5220 6437
CitY of Moreno Vallev TransDOrtation Mar iCitv Traffic En". 5215 6655
Cltv of San Bernardino Traffic Engineer 5621 6832
City of Pomona City Traffic Engineer 5718 6976
City of Inglewcod City Transportation Engineer 5287 7489
CitY of Riverside Traffic Enalneer 6182 7511
% AbaveI
Number of O....rvations 6 Merket Below
Verleblllty Hlah Velue Merket
Labor Market Median 6816 0.24%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Traffic Signal Electrician II
_"""""uslng__
Agency Comparable Class Title Minimum C.P JMax
City of Ontario Data Not Available
City of Corona No Comparable Position
City of West Covina No Comparable Position
City of Rancho Cucamonga No Comparable Position
San Bernardino County No Comparable Position
City of Moreno Vallev No Comparable Position
CItv of San Bernardino Tramc Signal Electrician II 2838 3450
Riverside County Traffic Signal Technician 2865 3552
City of Pomona Signal Lighting Technician 3054 3727
City of Inglewood Senior TrafficlUghting Tech. 2881 4082
City of Fontana Traffic Signal Maintenance Tech. 3795 4613
City of Riverside Traffic Sianal Technician II 3945 4795
% Above!
Number of ObseMlllons 5 Marl<et Below
Varlabillty Mode...'" Value Merl<et
Labor Market Median 4082 -18.32%
CITY OF SAN BERNARDINO
LABOR MARKET SALARY SURVEY
Tree Trimmer II
StatIatIc:e computed ualng control poIntImaxirnum
Agency Comparable Class Title Minimum C.P JMax
City of Rancho Cucamonga No Comparable Position
City of West Covina No Comparable Position
City of Corona Tree Trimmer 2214 2702
Riverside County Tree Trimmer 2278 2820
City of Ontario Tree Trimmer 2493 3030
City of Pomona Park Worker III 2553 3116
City of Riverside Tree Trimmer 2815 3259
City of Fontana Tree Trimmer Soecialist 2682 3260
Citv of San Bernardino Tree Trimmer II 2700 3282
City of Moreno Valley Tree Trimmer 2592 3309
City of Inglewood Sr. Tree Trimmer 2457 3481
San Bernardino County Tree Trimmer 2746 3505
% Above!
Number of O....rvatlons S Mark.t B.1ow
Varleblllty Mod..... Valu. Mark.t
Labor Market Median 3259 0.70%
Appendices
ApPENDIX D
SALARY RECOMMENDATIONS
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Addendum to the Classification and Compensation Report
Name/Appellants Compensation Issue(s) Comments Current Status
55r. Code Position was not compared with other The Senior Code positions were placed Resolved
Compliance Officers agencies. The Sr. Building. Inspector at 10% above Code Compliance II
salary is $4990, 20% over Bldg. Insp. classification, which reflects the
II. standard relationship between Lead &
Subordinate. These positions are truly
first line supervisor and the difference
should be 15%.
8 Conmunity Center Overall consensus for both classes is Based on a review of the data Hearing set for March 12.
Manager 1111 that the study did not _ at the submitted by the employees, it appears
appropriate class for comparison. that their market comparisons involve
Recommended salaries are too ION. positions with multi-site responsibility
andlor division level responsibility. HR
does not support this request.
8 Co",mmity The recommended salary of the Police Will review the creation of the Police Based on recommendation from Human
Service Servioes Assistant (currently PoIloe Services Assistant position and impact Resources and the Police Dept., those
Representative I Records Oerks) is too much of an on related positions. employees being reelassified Into the
increase: currenUy, moving from a Police Services Asst. position wi. be
PoIIoe Reconls Ciert< to a Comm. moved into the Comm. Service
Services Rep. is considered a Representative I classification at the
promotion. recommended salary; the PoNce Services
Asst. position wiR be eliminated.
Conmunity Service Recommended salary of Asset There is limited market data, also one Resolved
Rep. II Forfeiture Specialist is too tow of the positions used for comparison is
oompared to that 0/ at least 1 other sworn. HR does recognize the Asset
local agency. Efl1lIoyee suggests Forfeiture Spec. position is more
putting the dass Into range 3360 involved than the CSR II which it is
($3250), which was the Acct. Tech II currently bench marked to. Recommend
salary prio< to the study. 5% above CSRII.
Convnunity Service Salary study data Is outdated. Employee is correct, data used is Memo sent to employee stating that the
Rap. II (Efl1lIoyee presents Infoonatioo from based on surveys done in Fall, many increases given to other cities will be
the surveyed agencies that have or will agencies had increases effective reviewed prior to and during the
have a higher salary-some of these 10/1/00 or 111101. HRdoes not negotiation process.
were in effect as late as Oct. 2000. support updating the survey data. We
anticipate that this issue will surface
again in negotiations.
3 Construdion Study recommends placing these 3 HR needs to review Specific Hearing set for March 12.
Inspectors eR1Jbyees as Const. Insp. level: the responsibilities. The difference
efl1lloyees state that their years 0/ between a I & II is based on nature of
experience should put them at a range responsibilities not time in position.
at or above reoommened range for the
Canst. Insp. II (1402).
5 Lead Maintenance The reoommended salary 0/15% HR supports this request. Resolved
Worker above the Malnt. Worker II is incorrect.
The salary should be 10% above the
highest paid subordinate (Heavy
Equipment Operator), approx. $3504.
Police Records Employee's requirements exceed those Will review the creation of the Police Because the classification of Police
CIeri< I of the recorrrnended dass of Police Services Assistant position and impact Services Assistant wi. be eliminated,
Services Asst. on related positions. employee win remain at the
recommended classification of Pollee
Records Technician at the recommended
salary.
Police Records Would like to be redassified to Police Will review the creation of the Police Hearing set for March 12.
Clerk I Services Asst. Services Assistant position and impact
on related positions.
Addendum to the Classification and Compensation Report
Name/Appellants Compensation Issue(s) Comments Current Status
3 Police Records Capt. Curtis recommends raising sala~ This is the lowest paid supervisor Approved at 20% above the Police
Supervisors to 25% above Ihe Police Records position in the Police Dept.; it was not Records Tech.
Technician ($3150); employees would surveyed but rather tied to Police
like salary to max out at $3380. Records Tech. survey (15% above).
Reasons given for the increase are: Market supports increasing salary to
complexity of duties/responsibilities. 20% above the Police Records Tech..
number of employees supervised, ate.
2 Community Per MOU. Supervisors mJst be 5% HR supports this request. Resolved
Services Off. above highest paid subordinate.
Supervisors
3 Supervision Equip. II was agreed to place these Ihree into These positions argue that they are ReSOlved
Mechanics the Supervising Equip. Mach. comparable to Parks Maintenance
Classification. however, the Supervisors (PMS), however, the PMS
recommended pay in the study would reports directly to a Division Head,
place them at the IaNest supervisory. whereas the Supervising Equip.
dassification (immediately above Mechanics report a Supervisor, who
Custodian Supervisor). reports to a Oivision Head. HR would
support an additional 5% raise placing
them approximately half way between
their supervision and their subordinate.
1 Automotive Parts Given the increase in the Fleet Division HR does not support this request as Hearing set for March 12.
Specialisl unit. salary should be al range 1359 the position is already receiving an
rather than proposed range of 1341. increase and the nature of the work is
not changing.
1 Autobody States that tha Equip. Repairworker II HR does not support this request, Hearing set for March 12.
Repairperson should be higher. nature of wol'k has not changed.
1 Parking Control Stales the study is invalid given the Survey data used by employee Hearing set for March 12.
Checker great disparity with the I'8COfM'l8lIded indudes agencies not part of the
pay vis4-vis those of other cities. survey. Additionally HR and
Employee used ~ such as Department do not support creating a
Newport Beach. Beverty Hills. LA. Senior class.
1 Telep/lone Increase in work duties since survey HR does not support this request, Hearing set for March 12.
Operator conducted has put a greater demand nature of the work has not increased
on front office personnel. although volume may be higher.
1 Landscape Insp. II Landscape Insp. II should exceed the Development Services Department Hearing set for March 12.
Construction Insp. II class because of does not support this request based on
specialized training the Landscap Insp. the nature of the duties and
n~s. responsibilities and technical expertise.
1 Dispatch Would like salary 10 be corrmensurate While police dispatching and fire Will respond to employee in writing since
Supervisor with comparable dass in the Police dispatching share some similarities, the she is away at training on the day of the
Dept. nature and size of lhe police hearings.
dispatching is much more involved.
HR does not support this request.
1 Tree Trirrmer II Salary should be 5%-10% below that oj Invalid comparison; technical Hearing set for March 12.
theArtlorist. knowledge is signifk::antly different. In
addition, this is a benchmarked
position. HR does not support this
request.
1 Field Supervisor Given new title of Code Comp. Field Position is slated for an 11 %increase Resolved to salary range 4466.
(Code Compliance) Oper. Mgr.. employee would be and a move into the Mle unit. Based
supervising the clerical staff; pay on increases given to Sr. Code
should be increased because of this Compliance Officers, an additional
added responsibility. 2.5% is being recommended.
1 Real property Pay should be higher than the HR recommends range 2441, which Resolved
Official recornrnended range. was the previous salary for the position
and represents a 14.5% pay increase.
Addendum to the Classification and Compensation Report
Name/Appellants CompenHtlon Issue(s) Comments Current Status
1 Sr. Civil Engineer Pay should be equal to that of Field Position is currently 2.5% below Field Resolved
Engineer since all CIP projects are Engineer, department contends that
processed by the Sr. Civil Eng. both positions are comparable in
responsibility and technical expertise.
HR recommends tying Senior Eng. To
Traffic Eng. Recommended range
4514.
1 Administrative Pay should be equal to that 01 the HR does not support this Hearing set for March 12.
Operations Tech. Ubrary Tech. II; does not perf",", any recommendations. Recommended
derical duties. solely Information increase exceeds 10% and is sufficient
Systems given nature of duties.
1 Dep. City T reas. Requesting IIIIe chango to Asst. CIIy Employee is requesting a 31% pay Hearing set for March 12.
Treas. given the responsibilities increase and indicates that she works
required in absence of City Treasurer. at the Accountant Tech II level. A SA
is desirable for the Accountant Tech"
position and it is much more technical
than job as described by employee.
Employee also indicates that she
oversees the office in City Treasurers
absence but the she reports to the
Admin. Oper. SupelVisor. We will
defer to the department.
1 Chief Examiner Would like compensation re-evaluated The employee raises some valid points Resolved to salary range 4525.
and not associated to the Exec. Assl but the position is limited in scope of
to the Mayor class. Mr. NewblYs HR responsibilities when compared to
position is more cIosefy in line with the the HR function. Recommend
Dir. 01 HR. approximately 20% below director of
HR or range 4520
1 Public Safety EmpIoyoo disagrees that the study This issue must be decided by Hearing set for March 12.
Prograrmlllr pIacod her In the IS AnaIysII series; department based on expertise of the
Director fools empIoyoo should remain employee. The department currently
at the IS Analyst sorIos but be moved does not support it.
up in pay within the range.
1 Pari< Main!. Super. Rocomrnondod salaly creates greater Employee is currently 35% above Park Resolved
disparity with lho intemal relationships. Maintenance lead Worker.
Conducted own study which puts Consultants recommendation is for
median al about $4457 (approx. 6% new range to be 15% above PMlW.
above rocom. salal}'). EmpIooyoo's We recommend a 20% differential.
data has not been verffled by HR staff.
1 Part< Projects Reconmended salary does not reflect Position is currently 10% above Hearing set for March 12.
Coo",. all the duties/responsibilities of the landscape Inspector consultant
position. recommends 5% differential.
Department is requesting 15%
differential based on specialized duties.
Consultant recorrmends 5%
difference. HR is recommending range
1404.
1 Athletic Field Not an of the minimum qualifications Recommend that employee be salary Resolved; employee's recommended
Maint. Specialist and job duties were submiUed for range be maintained al currenllevel salary win be put at range 1383.
review. Salery does not refIecI the 1375.
minimum qualifications,
dutJosIresponslbililios.
1 Maint. Carpenter Works Independently withoul Employee does receive supervision; Hearing set for March 12.
supervisor; performs all duties of Maint. level of wori< performed is comensurate
Carpenter Supervisor. with title of Carpenter I. HR does not
support salary adjustment.
Addendum to the Classification and Compensation Report
Namo/Appellants Compensation Issue(s) Comments C__
1 Acct. Cletk II Salary of Account Clerk II in Fleet The nature of the work done by Hearing set for March 12.
shoutd be commensurate with employee is closer to the Account
counterparts in Finance Dept. who are Clerk II and as such we can not
being recJassified to Account CIeri< III support this dassiflCation request. The
Account Clerk II is a benchmark
position.
1 Principal Planner The employee has suggested a HR supports this request. Resolved
change in tiUe to Pfanning Manager;
Development Services Dept. agrees
with this change
.