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HomeMy WebLinkAbout2014-06-03; City Council; Resolution 2014-113EXHIBIT 1 1 RESOLUTION NO. 2014-113 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CAUFORNIA, REVISING THE MANAGEMENT COMPENSATION AND BENEFITS PLAN, ESTABLISHING NEW MANAGEMENT JOB 4 CLASSIFICATIONS AND AMENDING THE CONFUCT OF INTEREST CODE 5 g WHEREAS, the City Council recognizes the need to sustain market competitiveness as an 7 employer; and 8 9 10 11 22 23 24 25 26 27 28 WHEREAS, City Council desires to amend the Management Compensation and Benefits Plan to add seven (7) agencies to the City of Carlsbad survey market for certain management job classifications as outlined in Attachment B; and one (1) classification specification to support department changes and accurately reflect the duties and responsibilities of classifications; and 12 WHEREAS, it is necessary to establish four (4) new classification specifications and revise 13 14 15 16 WHEREAS, it is necessary to amend the Conflict of Interest Code to reflect the above 17 changes. 18 19 20 21 1. That the above recitations are true and correct. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 2. That Attachment A, the Management Compensation and Benefits Plan, as approved, contains revisions to Section 2: Performance Management and Compensation, and supersedes Resolution No. 2013-217 adopted August 27, 2013. •5 1 2 3 4 5 6 7 8 9 // 10 // 11 // 12 13 // 14 // 15 // 16 // 17 // 18 19 // 20 // 21 // 22 // 23 // 24 // 25 26 // 27 28 That the City Council adopts the new management classifications of Utilities Director, Utilities Manager, Utilities Maintenance Planner and Meter Services Supervisor and related summary classification descriptions as outlined in Attachment C. That Resolution No. 2013-237 which approved the "Local Conflict of Interest Code" is amended to add the classifications of Utilities Director, Utilities Manager, Utilities Maintenance Planner and Meter Services Supervisor to the list of Designated Employees filing in the appropriate disclosure categories as outlined in Attachment D. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 PASSED, APPROVED AND ADOPTED at a Regular Meeting ofthe City Council ofthe City of Carlsbad on the 3"* day of June, 2014, by the following vote to wit: AYES: NOES: Council Members Hall, Packard, Wood, Schumacher and Blackburn. None. ABSENT: None. \n HALL, Mayor MATT ATTEST: BARBARA ENGLESON, Clerk Attachment A MANAGEMENT COMPENSATION AND BENEFITS PLAN TABLE OF CONTENTS Section 1 Introduction Page 1 Section 2 Performance Management and Compensation Page 1 Purpose Page 2 Background Page 3 Guidance Page 3 Procedures Page 11 Compensation Plan Page 13 Training Page 14 Glossary Page 15 Section 3 Schedule of Benefits Page 16 Life Insurance and Voluntary Benefits Page 16 Retirement Page 16 Employee Retirement Contribution Page 17 Management Leave Page 17 Health Insurance for Retirees Page 23 Sick Leave Conversion Page 24 Separation Compensation Page 24 Holidays Page 24 Health Benefits Page 25 Annual Physical Examination and/or Physical Page 27 Fitness Testing Long-Term Disability Insurance (LTD) Page 28 Deferred Compensation Page 28 Drug and Alcohol Policy Page 28 Reporting the Value of Uniforms to CalPERS Page 29 Post-Retirement Healthcare Trust Page 29 I; Management Compensation and Benefits Plan SECTION 1: INTRODUCTION This attachment constitutes the Management Compensation and Benefits Plan, which contains three parts: 1) an introduction, 2) a brief overview of how management performance will be evaluated and how compensation levels will be determined, and 3) a schedule of management benefits. A. Definitions 1. Management Employees - Management employees are defined as those employees whose classifications are listed on the Management Salary Structure. Except as to those management employees subject to an applicable law, all management employees are considered "at-will" and have no property rights to their position. At will employment with the City may be terminated at any time by either party, with or without cause, for any reason or no reason whatsoever, and with or without advance notice. At will employees do not have the right to appeal. 2. City Council Appointed Employees - The City Manager and City Attomey are hired by and responsible directly to the City Council. The salaries for these positions shall be set by the City Council. The City Manager and City Attomey will not be subject to the provisions of the Performance Management and Compensation program as outlined in Section 2 of this attachment. The schedule of management benefits (as outlined in Section 3 of this attachment) will apply to these positions, except as otherwise provided by the City Council. SECTION 2: PERFORMANCE MANAGEMENT AND COMPENSATION SYSTEM The City Council has delegated its authority to the City Manager (and City Attomey, for management employees in the City Attorney's Office)' to administer a Performance Management and Compensation System for management employees under the general guidelines set forth in this section. The City Manager will periodically provide the City Council with progress reports on the operation of the Performance Management and Compensation System. I. PURPOSE: Pay for Performance at the City of Carlsbad is based on the concept of a supervisor providing regular coaching/feedback to the employee. The purpose is to: > create an environment that rewards high performers; > link financial rewards to accomplishing City business objectives; > create a consistent City-wide approach for managers to link performance and rewards; and ' Hereal\er, all references to the City Manager include, with regard to management employees in the City Attorney's Office, the City Attomey. 2 Revised 6/3/14 Management Compensation and Benefits Plan > create a meaningful/fair reward system. II. BACKGROUND: Consistent with the direction of the City Council, city staff have developed a compensation program that establishes competitive pay through regular and consistent compensation surveys. The Human Resources Department will maintain the highest possible number of benchmarks within the survey market and make recommendations to City Council regarding maintaining competitive salary ranges. The components of the compensation plan include: > a performance management program based on the concepts of performance planning and regular coaching/feedback; > a market based salary structure; and > a Pay for Performance reward system that includes merit increases* (base pay increases and/or cash rewards for employees who are at the maximum of their salary range) based on the demonstration of competencies and achievements. * Eligibility for a merit pay increase is determined by an employee's performance and where his/her salary is relative to the midpoint of his/her salary range. Eligible employees who are at the salary range maximum receive a cash reward in lieu of a base pay increase. III. GUIDANCE: A. Annual Review Cycle The Performance Management Cycle is aligned with the calendar year. Below is a summary of the annual cycle. Revised 6/3/14 Management Compensation and Benefits Plan 7! Council determines funding for merit pool Merit increases delivered HR determines base pay matrix that complies with approved merit pool funding Supervisors conduct year end reviews Supervisors select competencies and define priorities Supervisors conduct mid-year reviews (after Dept. Director approves mid-year ratings) Supervisors submit proposed year end performance ratings to Department Director Department Directors calibrate and finalize performance ratings B. Performance Management The performance management process consists of four important, interrelated steps. Step 1 - Performance Planning Supervisors and employees will have an initial discussion to determine which functional competencies will be used to evaluate the employee in the upcoming year. The supervisor explains and sets performance level expectations. The supervisor and employee will also establish specific priorities, contributions or development plans that are aligned with the departmental and organizational strategic direction. Step 2 - Performance Coaching and Feedback Throughout the year, at least on a quarterly basis, the supervisor and employee review and discuss the employee's work performance, including significant accomplishments and/or shortfalls. Generally, these coaching and feedback sessions will be informal and may be initiated by either the supervisor or employee. It will be the supervisor's responsibility to ensure these discussions take place and are appropriately documented. Revised 6/3/14 ^1 Management Compensation and Benefits Plan Step 3- Mid-Year Performance Review Prior to the mid-year review meeting with the employee, the supervisor proposes mid-year ratings for the employee based on the employee's demonstrated competencies and accomplishments related to priorities. The Department Director reviews all proposed mid-year ratings in his/her department and validates that Pay for Performance (P4P) guidelines are followed consistently within his/her department. The goal ofthe mid-year performance review is to encourage open communication between supervisors and employees and ensure that there are "no surprises" during the annual performance evaluation session at the end of the year. The supervisor and employee will assess and discuss the employee's progress and the status of specific priorities. As organizational and department directions and priorities shift throughout the year, this session also provides the opportunity to re-evaluate and, if necessary, revise employee's priorities, achievement expectations or development plans. The performance evaluation form, including mid-year performance ratings, will be submitted to Human Resources and included in the employee's personnel file. The employee will be entitled to provide a written rebuttal to any rating and comments. However, only the final year end performance ratings will be used to determine eligibility for merit pay increases. The final year end performance ratings may differ from mid- year performance ratings. Step 4- Year End Performance Review Prior to the year-end review meeting with the employee, the supervisor proposes ratings for the employee based on the employee's demonstrated competencies and accomplishments related to priorities. The Department Director reviews all proposed ratings in his/her department and works with Human Resources staff to validate that Pay for Performance (P4P) guidelines are followed consistently within and across City departments. Next, the supervisor meets with the employee. The employee will come to the year-end review meeting with his/her own thoughts and notes as to how well he/she performed during the evaluation period. The two-way discussion focuses on accomplishments, areas for growth and improvement, job accountabilities and defined competencies. This meeting will also include the performance planning for the upcoming year as outlined in Step 1 above. C. Governance of the Plan Human Resources will be responsible for the administration and maintenance of the performance management system, including forms, guidelines and related policies subject to City Council approval. Human Resources will periodically review the effectiveness of the performance management system. D. Major Roles and Responsibilities Citv Council - The City Council is initially responsible for approving the pay for performance management system and for annually approving the merit pool/funding amount in order to tie rewards to performance. Revised 6/3/14 Management Compensation and Benefits Plan Human Resources - The role of Human Resources will be to monitor the activities of the process, ensure compliance with City processes and procedures, and ensure that the employee receives a fair, accurate, and timely evaluation. This will be done by ensuring that appropriate results-oriented goals and measures are established for the upcoming calendar year and by reviewing proposed performance and development plans and evaluation forms for accuracy and completeness. Human Resources will track performance ratings over time to encourage accountability and ensure that there is consistency among the distribution of performance ratings across departments. Human Resources will provide on-going guidance and training to supervisors regarding conducting performance reviews and understanding the purpose and design of the pay for performance system. Human Resources uses data from all employee performance ratings and Council's authorized funding amount to determine the percentages in the base pay matrix. Human Resources will process merit increases for eligible employees. Department Director - Department Directors will be responsible for reviewing performance ratings within their departments to ensure that accurate evaluation ratings are given and that supervisors are held responsible for effectively rating their staff. In the event of tumover of an employee's supervisor, the Department Director will be responsible for ensuring that an employee is equitably and adequately reviewed and rated. Supervisor - The supervisor will carry out the steps in the performance management process in a fair, accurate, consistent, and timely manner. This includes guiding the development of performance plans, monitoring and recording employee accomplishments, providing timely coaching and feedback, conducting accurate performance evaluations, and ensuring the employee has the opportunity to participate in the process. In the event that an employee has more than one supervisor during a rating period, each supervisor will submit an assessment and the supervisors will mutually agree on a rating for the review period. A newly assigned supervisor will not be responsible for reviewing a rating period of less than three months. Employee - The employee will actively contribute in the process of defining priorities and performance measures, initiating coaching and feedback sessions as needed. Requests for feedback by the employee shall be responded to within 14 calendar days of the request, although actual feedback can be written or oral and can be provided more than 14 calendar days after the request. Employees will complete a self-assessment prior to the year-end performance evaluation, and will be prepared to contribute in the mid-year and end of year performance evaluations. Revised 6/3/14 Management Compensation and Benefits Plan E. Performance Management Components Essential Functions Essential functions are the job duties/tasks that an employee was hired to perform. These functions are the permanent features of the employee's job. The essential functions are outlined in the employee's job description. Essential functions are job-based rather than employee-based. At the beginning of the performance year, the employee's job description will be reviewed by the supervisor and employee. Any significant changes in the qualifications or job tasks will be noted and submitted to Human Resources. Essential functions will determine which functional competencies may be appropriate for a specific position. At the end of the plan year, the employee will be rated on their performance related to the essential functions of the job as described in the job description. Employees serving in out of class assignments will be reviewed in accordance with their regular position unless the employee served out of class for more than one-half of the review period. In that case, the employee will be reviewed based on their out of class assignment. If, at the outset of the out of class assignment, it is anticipated that the employee will spend more than one-half of the review period in that out of class assignment, the employee and supervisor shall have a Performance Planning Meeting as described in Step 1 above. Core and Functional Competencies All employees will be reviewed and evaluated based on how well they can demonstrate specific competencies. Competencies are essential to the success of each employee in their job. There are two types of competencies: 1) Core - describes the required competencies for all employees and 2) Functional - describes competencies specific to the essential functions of the job performed by the employee. All employees will be evaluated on the five core management competencies and only two of the seven functional management competencies. Each year, during the Performance Planning step, the supervisor and the employee will talk about which functional competencies are the most appropriate to use in the upcoming year based on the employee's specific job, priorities and work plan. Each year, the supervisor and the employee will select the two functional competencies that will be used to evaluate the employee that year. Setting Priorities Individual priorities indicate specific results to be achieved by an employee for the coming review period. Priorities often change from year to year because they are intended to focus on a significant outcome identified by the department. The City will support the employee in their development and aim to create an environment of engagement, innovation and excellence. Supervisors will determine three priorities for an employee and will link each priority to a core or functional competency. Priorities must be related to a significant component of the employee's job and the needs of the City and individual department or division. Supervisors will Revised 6/3/14 Management Compensation and Benefits Plan communicate orally and in writing how each priority is linked to the mission of the City/department and to the development of the employee. Individual priority setting is to be done in light of organizational goals and departmental goals and priorities. That is, goals are to cascade down based on the City's strategic plan and initiatives from senior management, to mid-level managers, to supervisors and to line employees. A well-written performance priority has these basic components: > it is action oriented (e.g., includes phrases such as 'to make', 'to complete', 'to adjust'); > it includes a measurable indicator (e.g., quantity, rate, expense, quality, degree of accuracy, timeliness); > there are constraints, such as time limitations; and it follows the SMART criteria (see below). Using S.M.A.R.T. Criteria Specific Priorities must express the action and results required so that both the employee and supervisor can see clearly whether the priority has been achieved. What is the achievement or result that is expected? Measurable When setting priorities, there must be some way of measuring and verifying whether the priority has been achieved and to what level. How will the employee and supervisor know if the objective has been met? Achievable Although they should provide challenge and development to the individual, priorities also must be achieved. Is it reasonable that the priority be achieved? Relevant The priorities must be relevant to the level at which the individual is at in their career and to the workload of their particular area. Does the priority contribute to the department, division, or overall organization's success? Time-bound Priorities need to have clearly defined time periods. What is the completion date of each milestone? Rating Process and Criteria The supervisor is responsible for rating the employee on all five core competencies, the two selected functional competencies and the priorities, and for providing written narrative to explain these ratings. Revised 6/3/14 Management Compensation and Benefits Plan The rating system shown below will be used in evaluating employee performance. 1. Unsatisfactory 2. Improvement Needed 3. Competent 4. Commendable 5. Exemplary Performance does Performance does Performance Performance Performance not meet not consistently consistently meets exceeds significantly requirements. meet all requirements. requirements and exceeds Performance is requirements. Employee is fully demonstrates the requirements. consistently and Performance proficient and ability to handle Employee has made seriously deficiencies are adequately assignments of contributions and inadequate. This such that demonstrates the greater complexity achievements well employee must improvement is desired and responsibility. beyond those make immediate needed for the competency This employee required by their and sustained employee to behaviors for the shows initiative assigned improvements. satisfactorily meet level of the job. and seeks responsibilities. In requirements. opportunities to many cases. enhance their job performance related skills and demonstrates new competencies. areas of productivity and innovation far beyond position requirements. Employee Comments Employees shall be advised that they are encouraged but not required to provide comments that they would like documented for the evaluation period. Employee comments will be part of the performance evaluation documentation. Signatures The employee's signature acknowledges that the performance evaluation has been reviewed and discussed with them. This does not mean the employee agrees, or disagrees, with statements made or contained therein. When the evaluation session is completed, the employee and supervisor sign the form and appropriate levels of signatures are obtained: • Immediate Supervisor • Mid-level Manager (if applicable) • Department Director • Human Resources Employee Outlets Revised 6/3/14 4 Management Compensation and Benefits Plan Employees who disagree with their rating may request a meeting with their Department Director. If, after this meeting, this matter is not resolved, the employee may then request a meeting with the City Manager or his/her designee and this meeting shall occur within 30 days at the employee's request. If the employee's performance rating is changed as a result of this process, any resulting merit pay adjustment shall be paid retroactively. F. Linking Pay and Performance Eligibility for a merit increase is determined by an employee's overall performance rating and where his/her current salary is relative to the midpoint of their salary range. Eligibility Employees must receive an overall rating of "Competenf or better to be eligible for performance-based merit increases. Those employees receiving an overall "Improvement Needed" or an "Unsatisfactory" performance rating are not eligible for performance based merit increases. An employee whose salary is at their salary range maximum is not eligible for a base pay increase. In lieu of a base pay increase, eligible employees will receive a cash reward that is paid out in a lump sum equivalent to the amount of the base pay increase that they would have received if they were not at the salary range maximum. An eligible employee whose salary is close to their salary range maximum (such that the designated pay increase would cause their salary to exceed the salary range maximum) will receive a base pay increase up to the salary range maximum and will receive the remaining portion of the designated pay increase as a lump sum cash reward as described above. Base Pay Matrix A base pay matrix will be used to reward performance. The City Council determines the merit pool or budget for the annual pay increase. After all of the performance reviews have been completed, merit increase percentages will be determined by Human Resources based on the size of the Council approved base pay matrix funding, distribution of all employees' performance ratings and distribution of employees in their salary range (i.e. above or below the salary range midpoint). The goal is to assign merit increase percentages that will use substantially all ofthe funding approved by the City Council for merit increases for that performance cycle. An employee's overall performance rating (sum of individual competency ratings) and position in the range put them in one ofthe cells "A," "B," "C," "D," "E," or "F" as shown in the sample Base Pay Matrix below. Each employee's merit increase is determined using the base pay matrix. 10 Revised 6/3/14 Management Compensation and Benefits Plan SAMPLE BASE PAY MATRIX Overall Performance Rating 7-10 11-17 18-24 25-31 32-35 Salary Range Placement Unsatisfactory Improvement Needed Competent Commendable Exemplary At or above salary range midpoint 0.0% 0.0% A% C% E% Below salary range midpoint 0.0% 0.0% B% D% F% IV. PROCEDURES: 1. All employees will be reviewed at mid-year and at the end of the calendar year. After both of these review meetings are completed, the performance evaluation form, including performance ratings, will be submitted to Human Resources and be made a part of the employee's personnel file. 2. The immediate supervisor most familiar with the employee's performance during the rating period shall be the rater. If the employee has had more than one supervisor during the evaluation period, the other supervisor(s) will be consulted and only one evaluation form/overall rating will be submitted. 3. Electronic performance evaluations forms will be made available by the Human Resources Department. 4. Ratings shall be based upon the competent performance of the full range of skills indicated by the class specification covering the employee's position. In the event that the class specification is not representative of the employee's current responsibilities, Human Resources will be notified and asked to review and make recommendations. Deviations from the class specification should be noted on the performance evaluation form. 5. Every eligible employee's performance evaluation is due to Human Resources by January 31. Any overdue evaluations will be reported to the Department Director and the City Manager. Exceptions may be made for extenuating circumstances, such as employees out on leaves of absence (see section 7). The Human Resources Department will review all of the performance ratings and calculate the base pay salary increases and/or cash rewards to be awarded for each rating level based on the base pay matrix funding established by the City Council. 11 Revised 6/3/14 Management Compensation and Benefits Plan 6. Merit increases shall be distributed within 30 calendar days of receiving the last performance review or no later than the first full pay period in March. Merit increases will be effective retroactive to the last day of the performance review cycle. 7. Employees are eligible for a base pay salary increase or cash reward if the following requirements are met: • the employee receives a rating of "Competent" or higher on his/her year-end performance review; • the employee has been in a full time or VA time position for a minimum of 6 months*; and • the employee is active on payroll at the time that merit increases are processed in the payroll system. • Merit increases for employees hired into a full time or VA time position during the review cycle will be prorated as follows: Start Date Prorated Merit Increase Percent January 1- March 31 100% April 1 - June 30 75% July 1 - December 31 0% 8. Any employee may be advanced in the pay range during the performance review period regardless of the length of time served at the employee's present pay rate. This advancement requires the written recommendation of the employee's department head and approval ofthe City Manager. 9. Employees who were promoted during the performance cycle will receive a year end performance-related pay increase based on their salary as of the last day of the performance cycle. 10. Eligible employees who are in an out of class assignment will receive a merit increase calculated using salary information from their regular position. 11. If, as a result of a salary range adjustment, an employee's base salary falls below the minimum of the salary range, the employee's salary will be increased to the new range minimum as of the date City Council approves the salary range adjustment. 12. An employee who is on a leave of absence during the year-end review process will meet with his/her supervisor upon retum to work and complete a year-end review. If the employee was on a leave of absence (other than a statutorily protected leave of absence) for a portion ofthe review period he/she will be eligible for a prorated merit increase for that review period according to the following schedule: 12 Revised 6/3/14 (1 Management Compensation and Benefits Plan Length of leave* Percent of merit increase eligible < 91 calendar days 100% 91-180 calendar days 75% > 180 calendar days 0% *not inclusive of statutory leave time 13. Employees who terminate employment after the last day of the review cycle will not be eligible for merit increases. V. COMPENSATION PLAN: The key element ofthe employee pay for performance program is the base pay structure. Covering all management jobs, the base pay stmcture reflects competitive pay levels for jobs assigned to each pay grade and provides the basis for equitable pay decisions. The Management Salary Stmcture contains multiple salary ranges. Each salary range has a minimum, midpoint and maximum. Employees who are inexperienced or newly hired may be paid below the midpoint of the salary grade. In keeping with the City Council's philosophy of surveying the total compensation of local agencies, the agencies listed below will be considered in the survey market for management classifications. City ofChula Vista City of Coronado City of Del Mar City of El Cajon City of Encinitas City of Escondido City of Imperial Beach City of La Mesa City of National City City of Oceanside City of Poway City of San Marcos City of Solana Beach City of San Diego City of Santee City of Vista County of San Diego In addition to the agencies listed above, the following agencies will be considered in the survey market only for Utilities Director, Utilities Manager and Utilities Supervisor classifications. 13 Revised 6/3/14 Management Compensation and Benefits Plan • Encina Wastewater Authority • Helix Water District • Olivenhain Municipal Water District • Otay Water District • Padre Dam Municipal Water District • Vallecitos Water District • Vista Irrigation District The Human Resources Department will compare salary and benefits information on each City of Carlsbad benchmark classification with appropriate classifications in the comparator group. Those classifications that are considered benchmarks are those in which there was a substantial match between the competencies and duties required for jobs at the City of Carlsbad and those for the comparator group. A benchmark requires a minimum of three comparators. The job matching is conducted by the Human Resources Department. From time to time the City Council may also request that private sector salary and benefits data be reviewed and compared to benchmark positions at the City of Carlsbad. Each City of Carlsbad job classification is assigned to a specific salary range. The non- benchmark positions are assigned to the salary structure based on intemal relationships, responsibility and/or knowledge, skills and abilities of jobs. The benchmark salary data will be surveyed regularly and the benchmark comparisons will be modified when the classifications change within the organization. Periodically the Human Resources Department will bring forth salary range movement recommendations to City Council that are based on market and economic conditions, and may include one or more salary ranges. The City Council delegates to the City Manager the authority to assign job classifications to a specific salary grade, based on both benchmark salary information and intemal relationships within the organization. VI. TRAINING An extensive training program will be designed to enhance the evaluation and feedback skills of supervisors. Skills training will include: • Performance Plarming - Competencies • Conducting Performance Evaluations • Coaching, Counseling and Feedback • Compensation Administration • Performance Planning - Goal Setting The Human Resources Department will offer periodic review sessions to reinforce managerial and supervisory skills and to train employees. 14 Revised 6/3/14 Management Compensation and Benefits Plan VII. GLOSSARY 1. Base Pay increase - A prospective pay increase to an employee's base salary, as calculated to exclude any additional pays. 2. Base pay matrix - Matrix that determines the base pay increases and cash rewards to be given to eligible employees. 3. Cash reward -A one-time "lump sum" payment equivalent to the amount of the base pay increase that an employee would have received if he/she were not at the salary range maximum. 4. Merit increase - Either a base pay increase or cash reward as determined by the base pay matrix. 5. Survey market - List of Council approved agencies to be used when reviewing market competitiveness. 15 Revised 6/3/14 Management Compensation and Benefits Plan SECTION 3: SCHEDULE OF BENEFITS Life Insurance and Voluntary Benefits All management employees shall receive City paid life insurance in an amount equal to two times the basic yearly eamings. To determine benefits, the amount of insurance is rounded to the next higher $1,000 multiple, unless the amount equals a $1,000 multiple. The City provides various voluntary benefits available at the employee's cost. Employees may select among various levels of coverage. For information regarding these benefits, contact the Human Resources Department at 760-602-2440. Former CMWD management employees shall receive Group Term Life Insurance, Accidental Death and Dismemberment, and Dependent Life Insurance as contained in their Individual Agreement. Retirement All management employees shall participate in the Califomia Public Employees' Refirement System (CalPERS). The specific retirement formula applied will be determined based on whether the posifion is deemed safety or miscellaneous. All positions not deemed eligible for safety retirement will be deemed miscellaneous under the CalPERS system. Optional benefits unique to the City of Carlsbad's contract with CalPERS are outlined in the contract between the city and CalPERS. A copy of this contract is kept on file in the Human Resources Department. Management employees who are considered fire safety employees are eligible for the same retirement benefit formula and are subject to the same optional retirement benefits described in the City of Carlsbad CalPERS safety contract as those provided to employees represented by the Carlsbad Firefighters' Association, Inc. Unrepresented swom police management employees are eligible for the same retirement benefit formula and are subject to the same optional retirement benefits described in the City of Carlsbad CalPERS safety contract as those provided to employees represented by the Carlsbad Police Officers'Association. The City has contracted with CalPERS for the following retirement benefits: a) Miscellaneous Tier 1 (employees entering miscellaneous membership for the first time prior to November 28, 2011) - retirement formula shall be 3% @ 60; single highest year final compensation. b) Miscellaneous Tier 2 (employees entering miscellaneous membership for the first time on or after November 28, 2011) - retirement formula shall be 2% 60; three year average final compensation. c) Safety Tier 1 (employees entering safety membership for the first time prior to October 4, 2010) - retirement formula shall be 3% @ 50; single highest year final compensation. d) Safety Tier 2 (employees entering safety membership for the first time on or after October 4, 2010) - retirement formula shall be 2% @ 50; three year average final compensation. 16 Revised 6/3/14 Management Compensation and Benefits Plan Employees entering membership on or after January 1, 2013 and who are subject to the Califomia Public Employees' Pension Reform Act of 2013 (PEPRA) will have the following retirement benefits: a) Miscellaneous employees - retirement formula shall be 2% 62; three year average final compensation. b) Safety employees - retirement formula shall be 2.7% @ 57; three year average final compensation. Employee Retirement Contribution The employee retirement contribution will be made on a pre-tax basis by implementing provisions of section 414(h)(2) of the Internal Revenue Code (IRC). Effective with the first payroll period including December 1, 2012, the Employee Paid Member Contribution (EPMC) shall be reduced from 3.5% to 0% for all unrepresented management employees. Employees shall make the following employee retirement contributions through payroll deductions: • First tier miscellaneous employees shall pay 8%, • Second tier miscellaneous employees shall pay 7% and • First and Second tier safety employees shall pay 9%. Employee contributions for employees entering membership on or after January 1, 2013 and subject to the Califomia Public Employees' Pension Reform Act of 2013 (PEPRA) will be determined by CalPERS. Management Leave Management employees are exempt from overtime requirements under the Fair Labor Standards Act. Fire Battalion Chiefs are exempt from overtime requirements under FLSA, however. Fire Battalion Chiefs that are required to work a 24-hour shift/112 hours per bi-weekly pay period schedule are paid straight time for overtime when they are covering the duty for a Battalion Chief on leave. Management employees in the City are paid on a salary basis versus an hourly basis. Pursuant to FLSA regulation 29 CFR Section 541.5d, the City can make deductions from salary or leave accounts for partial day absences for personal reasons or sickness because the City has a policy and practice of requiring its employees to be accountable to the public that they have eamed their salaries. A partial day absence is an absence of less than the employee's regular work day. Pursuant to FLSA regulation 29 CFR Section 541.118 (a)(2) and (a)(3), the City may make salary or leave reductions based upon full day absences. Partial day or full day absences shall be first charged against the exempt employee's vacation, sick, or executive leave account. In the event the exempt employee does not have sufficient time in his/her leave account to cover the absence, deductions without pay will be made on full days only. 17 Revised 6/3/14 Management Compensation and Benefits Plan Vacation Every management employee shall accme vacation leave for each calendar year of actual continuous service dating from the commencement of said service, with such time to be accmed on a daily (calendar day) basis. Vacation leave can be used in 15 minute increments. All management employees (except Fire Battalion Chiefs that work 112 hours per bi-weekly pay period) shall cam vacation on the following basis: Beginning with the first (1 st) working day through the completion of five (5) full calendar years of continuous service - 13 minutes/day. Beginning the sixth (6th) year of employment through the completion of ten (10) full calendar years of continuous service - 20 minutes/day. Beginning the eleventh (11th) year of employment through the completion of eleven (11) full calendar years of continuous service - 21 minutes/day. Beginning the twelfth (12th) year of employment through the completion of twelve (12) full calendar years of continuous service - 22 minutes/day. Beginning the thirteenth (13th) year of employment through the completion of thirteen (13) full calendar years of continuous service - 24 minutes/day. Beginning the fourteenth (14th) year of employment through the completion of fifteen (15) full calendar years of continuous service - 25 minutes/day. Beginning the sixteenth (16th) year of continuous employment, vacation time shall be accrued, and remain at a rate of 26 minutes/day for every full calendar year of continuous employment thereafter. Management employees with comparable service in local govemment agencies may be granted credit for such service for the purpose of computing vacation at the discretion of the City Manager. All management employees shall be permitted to earn and accrue up to and including three hundred and twenty (320) hours of vacation, and no employee will be allowed to eam and accrue vacation hours in excess of the three hundred and twenty (320) hour maximum.* The City Manager shall be responsible for the granting of vacation to all management personnel, except in the case of the City Attorney's Office, where the City Attomey shall be responsible for granting vacation. * If there are unusual circumstances that would require an employee to exceed the vacation accrual maximum, he/she must submit a request in writing to the Department Head and the City 18 Revised 6/3/14 Management Compensation and Benefits Plan Manager or Designee. The Department Head and the City Manager or Designee may grant such a request if it is in the best interest of the City. Requests will be handled on a case-by-case basis and will be considered only in extreme circumstances. Former CMWD management employees shall earn and accme vacation up to and including the maximum as contained in their Individual Agreement. Fire Battalion Chiefs that work 112 hours per bi -weekly pay period shall eam and accme vacation up to and including the maximum commensurate with Carlsbad Firefighters' Association (CFA) represented employees that work 112 hours per bi-weekly pay period. Vacation Conversion Each Febmary, management employees will be allowed to voluntarily convert up to 80 hours of accmed vacation to cash, provided that they have used 80 hours of vacation during the prior calendar year. Fire Battalion Chiefs that work 112 hours per bi-weekly pay period will be allowed to voluntarily convert up to 112 hours of accrued vacation to cash, provided that they have used 112 hours of vacation during the prior calendar year. Executive Leave All management personnel, except former CMWD management employees, shall receive 56 hours per fiscal year for executive leave. The 56 hours will be credited at the beginning of each fiscal year to individual leave balances. This leave must be used within the same fiscal year. The City Manager is authorized to provide ten (10) additional hours of executive leave per year to any management employee who is required to work extended hours due to emergencies such as fires, storms, floods, or other emergencies. Sick Leave Sick leave can be used in 15 minute increments. Sixteen (16) minutes of sick leave are accrued per calendar day. Accumulation is unlimited (employees cannot receive payment for unused sick leave). Fire Battalion Chiefs that work 112 hours per bi-weekly pay period shall accrue sick leave commensurate with CFA represented employees that work at 112 hours per bi-weekly pay period. Bereavement Leave An employee may use up to an equivalent of three work days of paid leave if required to be absent from duty due to the death of a member of the employee's immediate family. Additional time off may be authorized by the Department 19 Revised 6/3/14 Management Compensation and Benefits Plan Head and charged to accrued vacation or sick leave or, when no accmed leave is available, treated as leave without pay. The "immediate family" shall be defined in the personnel mles and regulations. The employee may be required to submit proof of relative's death before final approval of bereavement leave is granted. Leave of Absence 1. Leave of Absence Without Pay A. General Policy Any employee may be granted a leave of absence without pay pursuant to the approval of his/her Department Head for less than two calendar weeks. If the duration of the leave of absence will be longer, the approval of the City Manager or his/her designee is required. An employee shall utilize all his/her vacation, e-time and/or sick leave (if applicable) prior to taking an authorized leave of absence without pay. A leave without pay may be granted for any of the following reasons: 1. Illness or disability. 2. To take a course of study which will increase the employee's usefulness on retum to his/her position in the City service. 3. For personal reasons acceptable to the City Manager and Department Head. B. Authorization Procedure Requests for leave of absence without pay shall be made in writing and shall state specifically the reason for the request, the date when the leave is desired to begin, the probable date of retum, and the agreement to reimburse the City for any benefit premiums paid by the City during the leave of absence. The request shall normally be initiated by the employee, but may be initiated by his/her Department Head, and, if applicable, shall be promptly transmitted to the City Manager or his/her designee for approval. A copy of 20 Revised 6/3/14 Management Compensation and Benefits Plan any approved request for leave of absence without pay with a duration equal to or greater than two calendar weeks shall be delivered promptly to the Directors of Finance and Human Resources. C. Length of Leave and Extension A leave of absence without pay may be made for a period not to exceed six months, unless otherwise approved by the City Manager. The procedure for granting extensions shall be the same as that in granting the original leave provided that the request for extension is made no later than fourteen (14) calendar days prior to the expiration of the original leave. D. Retum From Leave When an employee intends to retum from an authorized leave of absence without pay either before or upon the expiration of such leave, he/she shall contact his/her Department Head at least fourteen (14) calendar days prior to the day he/she plans to retum. The Department Head shall promptly notify the Human Resources Department of the employee's intention. The employee shall retum at a rate of pay not less than the rate at the time the leave of absence began. E. Effect of Leave Without Pay A prorata reduction of normal annual vacation and sick leave accmals shall be applicable to an approved absence without pay. Any absence without pay constitutes a break of continuous service with the City. The granting of any leave without pay exceeding two full scheduled pay periods shall cause the employee's salary anniversary date and calculation of full-time continuous service to be extended by the number of calendar days for which such leave has been granted less the first two full pay periods of such leave. An employee's accumulation of sick leave and vacation leave will cease after the completion of two (2) full scheduled pay periods in which the employee has not received compensation due to a leave of absence without pay. Accmal will be reinstituted beginning the first day after the employee has retumed to work. 21 Revised 6/3/14 Management Compensation and Benefits Plan F. Leave Without Pay - Insurance Payments and Privileges An employee on leave without pay may continue his/her City insurance benefits by reimbursing the City for the employee's costs of insurance on a monthly basis during the period of the leave. Failure to reimburse the City for such benefits during the term of a leave of absence will result in the employee's coverage terminating on the first day following the month in which the last payment was received. Upon the employee's retum to paid status, any sums due to the City shall be repaid through payroll deductions. This applies to sums due for insurance as well as other payment plans entered into between the City and the employee (e.g., computer loan). Upon eligibility for COBRA, the employee will be nofified of the opportunity to continue benefit coverage via the COBRA process. An employee on leave of absence without pay shall not have all of the privileges granted to regular employees (e.g., holiday pay), unless required by law. Pregnancy Disability Leave Pregnancy Disability Leave shall be authorized and/or administered in accordance with the provisions of State and Federal law. An employee disabled by pregnancy shall be allowed to utilize a combination of accmed sick leave and vacation time and leave without pay to take a leave for a reasonable period of time, not to exceed four months. An employee shall utilize all accmed leave prior to taking leave without pay. Reasonable period of time means that period during which the employee is disabled on account of pregnancy, childbirth, or related conditions. An employee who plans to take a leave pursuant to this article shall give the City reasonable notice of the date the leave shall commence and the estimated duration of the leave. Family and Medical Leave of Absence (FMLA) An employee may be granted a FMLA of up to 12 weeks ina 12 month period for one or more of the following reasons: for the birth/placement of a child for adoption or foster care, - to care for an immediate family member with a serious health condition, or 22 Revised 6/3/14 Management Compensation and Benefits Plan to take medical leave when the employee is unable to work because of a serious condition. FMLA may be paid or unpaid and may be granted concurrently and in conjunction with other leave and benefit provisions. Specific details regarding the provisions of this leave are available by contacting the Human Resources Department. • Military Leave Military leave shall be authorized in accordance with the provisions of State and Federal law. The employee must fumish satisfactory proof to his/her Department Head, as far in advance as possible, that he/she must report to military duty. • Jury Duty When called to jury duty, an employee shall be entitled to his/her regular compensation. Employees released early from jury duty shall report to their supervisor for assignment for the duration of the shift. Employees shall be entitled to keep mileage reimbursement paid while on jury duty. A Department Head may, at his/her sole discretion, contact the court and request an exemption and/or postponement of jury service on behalf of an employee. Employees released early from jury duty shall report to their supervisor for assignment for the duration of the work day. At the discretion of the supervisor, an employee may be released fi-om reporting back to work if an unreasonable amount ofthe work day remains in light of travel time to the job site after release. Health Insurance for Retirees Effecfive January 1, 2001, management employees will be covered by the Public Employees' Medical and Hospital Care Act and will be eligible to participate in the Califomia Public Employees' Retirement System (CalPERS) Health Program. Management employees who retire from the City, either service or disability, shall be eligible to confinue their enrollment in the CalPERS Health Program when they retire, provided that the individual is enrolled or eligible to enroll in a CalPERS medical plan at the time of separation from employment and their effective date of retirement is within 120 days of separation. The City will contribute the minimum amount per month required under Govemment Code Section 22892 of the PEMHCA toward the cost of each refiree's enrollment in the CalPERS Health Program. Employees who retire from the City, either service or disability, shall be eligible to continue to participate in the City's dental and/or vision insurance programs. The cost of such dental and/or vision insurance for the retiree and eligible dependents shall be home solely by the retiree. The City shall not charge the COBRA administrative cost to the retirees. A retiree who does not 23 Revised 6/3/14 0 Management Compensation and Benefits Plan choose continued coverage upon retirement, or drops coverage, is only eligible to retum to the City's dental and vision insurance program during open enrollment periods. The City will invoice the retiree for his/her monthly premiums for dental and/or vision insurance and the retiree must keep such payments current to ensure continued coverage. Sick Leave Conversion Any management employee who has accrued and maintains a minimum of one hundred (100) hours of sick leave shall be permitted to convert up to twelve (12) days of sick leave and uncompensated sick leave to vacation at a ratio of three (3) sick leave days per one (1) day of vacation. The sick leave conversion option will be provided during the first week of each fiscal year. Conversion can only be made in increments of full day vacation days. Employees will not be allowed to convert sick leave to vacation if such conversion would put them over the vacation accrual maximum. Former CMWD management employees per their Individual Agreement, have the option to sell back 100% of accumulated sick leave in excess of 250 hours at their current rate. The City, at its discretion, may purchase any accumulated sick leave from any of these referenced management employees at the current rate. Separation Compensation All management employees involuntarily separated from the City service due to budget cutbacks, layoffs, contracting out of service or for other reasons not due to misconduct which would justify involuntary separation shall receive one month's salary computed at the employee's actual salary at the time of separation. Holidays All management employees shall be paid holidays in accordance with the schedule of eleven (11) holidays as established by the City Council. Fire Battalion Chiefs are subject to the same holiday schedule that is outlined for management employees. However, they are compensated for holidays in the same manner as CFA represented employees that work 112 hours per bi- weekly pay period. The scheduled paid holidays that will be official City holidays shall be as follows: New Year's Day Columbus Day Martin Luther King's Birthday Veteran's Day Presidents' Day Thanksgiving Day Memorial Day Thanksgiving Friday Independence Day Christmas Day Labor Day 24 Revised 6/3/14 Management Compensation and Benefits Plan Only employees who are on paid status on their last scheduled work day before a holiday shall be entitled to the paid holiday except where otherwise required by law. Health Benefits Management employees will participate in a flexible benefits program which includes medical insurance, dental insurance, vision insurance and flexible spending accounts (FSAs). Each of these components is outlined below. Medical Insurance Management employees will be covered by the Public Employees' Medical and Hospital Care Act (PEMHCA) and will be eligible to participate in the Califomia Public Employees' Retirement System (CalPERS) Health Program. The City will pay on behalf of all management employees and their eligible dependents and those retirees mentioned in the section of this document titled, "Health Insurance for Retirees," the minimum amount per month required under Govemment Code Section 22892 of the PEMHCA for medical insurance through the Califomia Public Employees' Retirement System (CalPERS). If electing to enroll for medical benefits, the employee must select one medical plan from the variety of medical plans offered. Effective January 1, 2013, the City will contribute the following monthly amounts (called "Benefits Credits") on behalf of each active management employee and eligible dependents toward the payment of 1) medical premiums under the CalPERS Health Program, 2) contributions in the name of the employee to the City's flexible spending account(s), 3) contributions of some or all of the premium for dental coverage or vision coverage: (a) For employees with "employee only" coverage, the City shall contribute five hundred sixty-seven ($567) per month that shall include the mandatory payments to CalPERS. If the actual total premiums exceed the City's total contributions, the employee will pay the difference. (b) For employees with "employee plus one dependent" coverage, the City shall contribute one thousand eighty-two dollars ($1,082) per month that shall include the mandatory payments to CalPERS. If the actual total premiums exceed the City's total contributions, the employee will pay the difference. (c) For employees with "employee plus two or more dependents" coverage, the City shall contribute one thousand four hundred twenty-one dollars ($1,421) per month that shall include the mandatory payments to CalPERS. If the actual total premiums exceed the City's total contributions, the employee will pay the difference. Effective the first full pay period following City Council approval of this revised Management Compensation and Benefits Plan, prospectively only, any unused Benefits Credits will be paid to the employee in cash and reported as taxable income. 25 Revised 6/3/14 9,0 Management Compensation and Benefits Plan Effective January 1, 2014, the City will contribute the following monthly amounts (called "Benefits Credits") on behalf of each active management employee and eligible dependents toward the payment of 1) medical premiums under the CalPERS Health Program, 2) contributions in the name of the employee to the City's flexible spending account(s), 3) dental premiums 4) vision premiums and/or 5) accidental death and dismemberment (AD&D) premiums: (a) For employees with "employee only" coverage, the City shall contribute five hundred forty-four ($544) per month that shall include the mandatory payments to CalPERS. If the actual total premiums exceed the City's total contributions, the employee will pay the difference. (b) For employees with "employee plus one dependent" coverage, the City shall contribute one thousand thirty-eight dollars ($1,038) per month that shall include the mandatory payments to CalPERS. If the actual total premiums exceed the City's total contributions, the employee will pay the difference. (c) For employees with "employee plus two or more dependents" coverage, the City shall contribute one thousand three hundred sixty-three dollars ($1,363) per month that shall include the mandatory payments to CalPERS. If the actual total premiums exceed the City's total contributions, the employee will pay the difference. Dental Insurance Management employees will be eligible to enroll in a City-sponsored dental plan. Should an employee elect to enroll for medical benefits, he/she must also enroll in dental coverage at the same coverage level (employee only, employee plus one dependent, employee plus two or more dependents) as medical insurance. Effective January 1, 2014, the employee will have the option of selecting any dental coverage level regardless of the employee's selected medical coverage. Vision Insurance Management employees will be eligible to enroll in a City-sponsored vision insurance plan. Employees may elect to purchase vision insurance or to opt out of the vision insurance program. If the decision is made to pvirchase vision insurance, a management employee may purchase vision insurance at any level of coverage (employee only, employee plus one dependent, employee plus two or more dependents). Opt Out Provision Management employees who do not wish to participate in the CalPERS Health Program will have the choice of opting out of the City's medical insurance program, provided they can show that they are covered under another insurance program. 26 Revised 6/3/14 Management Compensation and Benefits Plan Effective January 1, 2013, employees who elect this option will be given a reduced City contribution amount (Benefits Credits) of three hundred eight dollars ($308) per month, that shall include the mandatory payments to CalPERS, to be used toward the purchase of dental insurance, vision insurance, or as a contribution to a flexible spending account. The City contribution amount of three hundred eight dollars ($308) per month will be granted to any employee who elects to opt out of the CalPERS Health Program, regardless of the employee's level of coverage (employee only, employee plus one dependent, employee plus two or more dependents). Effective January 1, 2014, employees who elect this option will be given a reduced City contribution amount (Benefits Credits) of two hundred ninety-five dollars ($295) per month, that shall include the mandatory payments to CalPERS, to be used toward the purchase of dental insurance, vision insurance, accidental death and dismemberment (AD&D) insurance or as a contribution to a flexible spending account. The City contribution amount of two hundred ninety-five dollars ($295) per month will be granted to any employee who elects to opt out of the CalPERS Health Program, regardless of the employee's level of coverage (employee only, employee plus one dependent, employee plus two or more dependents). All active management employees who work three quarter-time or less will receive prorated benefit credits. Effective the first full pay period following City Council approval of this revised Management Compensation and Benefits Plan, prospectively only, unused Benefits Credits as outlined above will be paid to the employee in cash and reported as taxable income. Former CMWD management employees shall receive Medical, Dental and Vision, and Retiree Medical as contained in their Individual Agreement. Annual Physical Examination and/or Physical Fitness Testing All management employees, excluding former CMWD management employees, shall be eligible for reimbursement of up to the amount of four hundred fifty dollars ($450) during each fiscal year to pay the cost of an employee's annual physical examination and/or physical fitness testing. The annual physical examination may be completed by a physician of the employee's choice. Each employee claiming reimbursement shall be required to submit original receipts to the Human Resources Department in lieu of submitting them to the insurance company for payment. The annual physical examination offered to management employees provides physical fitness testing and information regarding lifestyle changes that promote optimum health. Program components include, but are not limited to: Computerized Heart Risk Profile, Complete Blood Profile, Nutritional Assessment, Diet Program, Body Measurements, Lung Assessment, Consultations, etc. 27 Revised 6/3/14 Management Compensation and Benefits Plan Long-Term Disability Insurance (LTD) Long-term disability is available for all management personnel (except management personnel who are considered fire safety employees) after 30 days of disability. The LTD premium cost is paid by the City. Employees shall be entitled to combine accumulated vacation leave or e-time with LTD payments for the purpose of achieving the equivalent of their pre-disability salary to the extent allowed by law during any period of nonindustrial disability. Accumulated sick leave may not be combined with LTD payments. Under no circumstances shall the combination of accumulated leave and LTD payments exceed the employee's pre-disability salary. Former CMWD management employees shall receive LTD benefits as contained in their Individual Agreement. Deferred Compensation The City shall provide deferred compensation plan(s) which may be utilized by any management employee. The City reserves the right to accept or reject any particular plan and to impose specific conditions upon the use of any plan. The City agrees to work with the City's deferred compensation provider (currently ICMA Retirement Corporation) to maintain a personal loan provision for all management employees. It is acknowledged that the City will assist in the administration of this benefit but that the City has no liability if an employee should default on the repayment of such a loan. Former CMWD management employees may voluntarily participate in the Deferred Compensation Plan as contained in their Individual Agreement. The City matches former CMWD employee contributions up to a maximum of 7.5% of the employee's eamings. Drug and Alcohol Policy It is the policy of the City of Carlsbad to provide a work environment free from the effects of drugs and alcohol consistent with the directives of the Dmg Free Workplace Act. This policy is applicable to all employees covered by the Management Compensation and Benefits Plan. A copy of this policy is available in the Human Resources Department. As a provision of this policy, the City provides a voluntary Employee Assistance Program (EAP) to assist employees who seek help for substance abuse or other personal problems affecting work or family life. This program is available to employees and their family members and offers 24- hour access to confidential professional EAP assistance for emergency or urgent situations. For more specific information, contact the Human Resources Department or visit the City's intranet site. 28 Revised 6/3/14 Management Compensation and Benefits Plan Reporting the Value of Uniforms to CalPERS Effective May 31, 2010, all fire management employees who are required to wear City-provided uniforms will have the amount of $17.31 reported to CalPERS bi-weekly as special compensation related to the monetary value of the required uniforms, excluding boots. Under PEPRA, this benefit does not apply to new members. Post-Retirement Healthcare Trust Employees who were promoted into a management classification after May 28, 2013 from a position that was represented by CFA, Inc. will continue to contribute into the post-retirement healthcare tmst established by CFA, Inc. via payroll deductions until participation by CFA, Inc., in this type of trust is terminated. The contribution amount will be equal to the amount established for employees represented by CFA, Inc. The City has no administrative responsibilities or liabilities related to this benefit, other than processing of payroll deductions as described above. The City will not make any contributions to the post-retirement healthcare tmst. 29 Revised 6/3/14 Attachment B SECTION 2: PERFORMANCE MANAGEMENT AND COMPENSATION SYSTEM V. COMPENSATION PLAN: The key element ofthe employee pay for performance program is the base pay stmcture. Covering all management jobs, the base pay stmcture reflects competitive pay levels for jobs assigned to each pay grade and provides the basis for equitable pay decisions. The Management Salary Stmcture contains multiple salary ranges. Each salary range has a minimum, midpoint and maximum. Employees who are inexperienced or newly hired may be paid below the midpoint of the salary grade. In keeping with the City Council's philosophy of surveying the total compensation of local agencies, the agencies listed below will be considered in the survey market for management classifications. City of Chula Vista City of Coronado City of Del Mar City of El Cajon City of Encinitas City of Escondido City of Imperial Beach City of La Mesa City of National City City of Oceanside City of Poway City of San Marcos City of Solana Beach City of San Diego City of Santee City of Vista Coimty of San Diego In addition to the agencies listed above, the following agencies will be considered in the survey market only for Utilities Director. Utilities Manager and Utilities Supervisor classifications. • Encina Wastewater Authority • Helix Water District • Olivenhain Municipal Water District • Otay Water District • Padre Dam Municipal Water District • Vallecitos Water District • Vista Irrigation District Attachment B The Human Resources Department vsdll compare salary and benefits information on each City of Carlsbad benchmark classification with appropriate classifications in the comparator group. Those classifications that are considered benchmarks are those in which there was a substantial match between the competencies and duties required for jobs at the City ofCarlsbad and those for the comparator group. A benchmark requires a minimum of three comparators. The job matching is conducted by the Human Resources Department. From time to time the City Council may also request that private sector salary and benefits data be reviewed and compared to benchmark positions at the City of Carlsbad. Each City of Carlsbad job classification is assigned to a specific salary range. The non- benchmark positions are assigned to the salary stmcture based on intemal relationships, responsibility and/or knowledge, skills and abilities of jobs. The benchmark salary data will be surveyed regularly and the benchmark comparisons will be modified when the classifications change within the organization. Periodically the Human Resources Department will bring forth salary range movement recommendations to City Council that are based on market and economic conditions, and may include one or more salary ranges. The City Council delegates to the City Manager the authority to assign job classifications to a specific salary grade, based on both benchmark salary information and intemal relationships within the organization. CITY OF CARLSBAD CLASS SPECIFICATION JOB TITLE: UTILITIES MANAGER DEPARTMENT: PUBLIC WORKS BASIC FUNCTION: Under general direction, to plan, organize, review and direct field maintenance services and activities; ensure work quality and adherence to established policies and procedures in assigned divisions and/or programs as it relates to infrastructure and related storm water program activities; provides professional and technical assistance to outside agencies, senior management, other divisions, division supervisors, staff and consultants. KEY RESPONSIBILITIES: Plans, directs, and manages programs for the assigned divisions including: Water and Wastewater Systems Maintenance, Water Systems Operations, Recycled Water Distribution, Meter Reading/Maintenance/Replacement, Cross Connection Control, Wastewater Operations; recommends and administers policies and procedures. Participates in development and manages implementation of the Utilities division goals, objectives, policies, and procedures. Manages priorities, assignments and workload; establishes appropriate service and staffing levels; and allocates resources accordingly. Monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; assesses and monitors work load; identifies opportunities for improvement; directs the implementation of changes. Meets with various agency regulators and inspectors to perform various compliance inspections. Maintains full regulatory compliance in all areas. Ensures appropriate maintenance of records; regulatory reports and correspondence; provides technical and professional support to operations and City staff. Manages and coordinates related environmental resource management programs. Prepares agenda bills and other professional/technical communications, reports and documentation. 2n Utilities Superintendent, Page 2 of 6 Responds to requests from citizens, staff, other divisions, consultants, vendors, contractors, engineers, regulators, agencies, entities, commissions, organizations, etc. on a variety of projects, issues, complaints and inquiries. Attends various meetings to receive, update or provide information. Selects, manages and evaluates subordinates and provides direction, guidance and training to division staff. Ensures ongoing development of subordinates to support succession initiatives and department staffing and training. Ensures proper time reporting for proper allocation of time and approvals. Ensures proper operation/maintenance and inspection of assigned systems and that work is prepared to standard. Ensures materials, equipment and supplies are purchased in accordance with City and division standards. Directs, leads or provides input into preparation of plans and specifications for contracts, agreements, purchase of equipment and requests for proposals for various projects and studies. Participates in annual budget preparation, capital improvement projects and administration for the Water/Wastewater Section ofthe Utilities Division. Reviews both CIP as well as private development improvement plans; submits suggested changes. Collaborates with Utilities Engineering for development and execution of CIP contracts. Reviews and approves all operational expenditures and manages assigned operations budget. Reviews and oversee contracts, agreements, etc. for goods and services to ensure compliance; authorizes equipment purchases. Directs maintenance, repair and replacement of systems and equipment. Serves as the point of contact for appropriate regulatory agencies. Serves in the capacity of Utilities Director as needed. Assignments In Water Operations Directs, oversees and reviews division and programs in assigned functional areas engaged in the operation, maintenance and repair of potable and recycled water 5^ utilities Superintendent, Page 3 of 6 systems, SCADA, water quality assurance, meter services, conservation, cross connection control and administrative support services. Assignments in Waste Water Operations Directs, oversees and reviews divisions and programs in assigned functional areas engaged in the sanitation system operations, waste water collections, planning and scheduling, and administrative support services. QUALIFICATIONS: Knowledge of: • All applicable federal, state and local codes and regulations related to assigned division and safe work practices and methods • Materials, methods, practices, procedures, equipment, standards, safety and technical requirements pertaining to assigned division • Operations, principles, practices and methods pertaining to assigned division and administrative services Record keeping and reporting requirements and procedures Contractual agreements and application Budget development, management and control Principals and applications of public relations and customer service skills Computer applications relevant to duties Principles and practices of management including report writing techniques Principles and techniques of preventive maintenance Principles and techniques of performance measurement Principles of labor relations, supervision, training and performance evaluations Additional knowledge areas for assignments In Water Operations • Water wholesaler operations, interaction and relationship • Hydraulics and mathematics as related to water distribution and treatment in a utility system Ability to: • Plan, organize, direct and coordinate the work of management, supervisory, professional, and technical personnel • Manage a comprehensive program for the Water or Waste Water Divisions of the Utilities Division • Work with regulatory agencies and representatives on a wide variety of requirements and issues • Coordinate programs effectively with public and private agencies • Apply pertinent Federal, State and City codes, laws and regulations • Effectively communicate with people from a wide variety of socio-economic backgrounds, both orally and in writing 3^ Utilities Superintendent, Page 4 of 6 Forecast labor and other pertinent cost factors Determine training and development programs and classes of subordinates Plan, assign, supervise and evaluate work of subordinates and provide required training and guidance Determine cost-effective ways for efficient and effective operation of functional responsibilities Manage the performance of functional areas Read and interpret Utility maps, plans, diagrams, and blueprints and specifications Maintain records and prepare technical and complex reports Answer questions and concerns from staff, public, media, etc. Prepare and disseminate information and outreach materials Establish and maintain cooperative relationships with customers, the public and those contacted in the course of work including negotiating work with outside contractors • Use computer applications to assist in peri'orming duties EXPERIENCE AND EDUCATION: Any combination of equivalent experience and education that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be: Experience: Assignments in Water Operations Five years of increasingly responsible experience in core and functional areas including four years of supervisory experience as a water operations supervisor in a D5 and T2 system. Assignments in Waste Water Operations Five years of increasingly responsible experience in core and functional areas including four years of supervisory experience in comparable waste water operations. Education: Any combination of experience and education that would likely provide the required knowledge and abilities of qualifying. A typical way to obtain the knowledge and abilities would be: Equivalent to the completion of a Bachelor's Degree in engineering, construction, construction management or in a closely related field; and Five years of progressively responsible experience in a utilities functional area such as, water distribution and wastewater systems operation and maintenance, construction inspection or related field, including experience as a supervisor. Utilities Superintendent Page 5 of 6 SPECIAL REQUIREMENTS: Possession of a valid California Driver's License (Class C) or the ability to be transported throughout the City. Willingness and demonstrated ability to direct operations during emergency calls outside of regular schedule or as required. Assignments in Water Operations Must possess a California Division of Public Health Water Distribution Operator Certificate, Grade D3 and the ability to obtain a D5 Certificate within an agreed period. Must possess a California Division of Public Health Water Treatment Operator Certificate, Grade T2. Assignments in Wastewater Operations CWEA Collections System Grade 4 Certification and/or CWEA Mechanical Technologist Grade 4 within an agreed period. PHYSICAL REQUIREMENTS AND ENVIRONMENT: While performing the duties of this class an employee is regulariy required to sit; talk or hear, in person and by telephone; use hands and fingers to handle, feel or operate standard office equipment; and reach with hands and arms. Specific vision abilities required by this job include close vision and the ability to adjust focus to read and operate office equipment as necessary during the course of the work assignments. The employee is frequently required to walk and stand to inspect work sites. While performing the duties, employees of this class are regulariy required to use written and oral communication skills; read and interpret schematic data, narrative and statistical information and document; analyze and solve problems; use math and apply new information or skills; perform highly detailed work on multiple, concurrent tasks; work under deadlines; and interact with staff, vendors, contractors, regulators, agencies, committees, organizations, entities and the public encountered in the course ofthe work. The employee periodically works in the field, exposed to the outdoors and all weather conditions. Employee is occasionally exposed to fumes, dust, dirt, and construction site conditions. Employee is required to attend meetings and travel within and outside City limits during normal work hours and periodically on evenings and on weekends and at any time during emergency call outs. DATE APPROVED: June 3, 2014 4 Utilities Superintendent, Page 6 of 6 This is an at-will management classification. CITY OF CARLSBAD CLASS SPECIFICATION JOB TITLE: UTILITIES MAINTENANCE PLANNER DEPARTMENT: PUBLIC WORKS BASIC FUNCTION: Under general direction to utilize a computerized work management system to plan and schedule work activities for water and wastewater field staff. Functional assignments include planning, scheduling and coordinating the material, equipment and personnel requirements for projects and work orders. Completed work is reviewed from an overall standpoint for proficiency and conformance to requirements, policies, procedures and work standards. KEY RESPONSIBILITIES: Plans and schedules the work of maintenance employees within a computerized maintenance management system; plans and schedules planned/unplanned work orders on a daily, weekly or longer term basis to maximize efficiency and enhance productivity. Evaluates skills of employees in assigning the work; works with employees on process and interaction issues. Regulariy re-prioritizes work in response to emergencies, availability of parts and equipment and to make efficient use of maintenance staff. Plans construction, maintenance and repair projects, including estimating materials, equipment and scheduling equipment and evaluating labor requirements; plans for safety requirements. Identifies work to be performed by outside vendors; develops scope of work and work schedules. Participates in developing and updating predictive, preventative and condition- based maintenance programs and criteria for installed operational equipment; reviews criteria and participates in monitoring and evaluating effectiveness. Performs purchasing activities to acquire parts and equipment needed for work orders; shops availability of parts and materials, identifies sources and obtains vendor/contractor quotes; arranges for fabrication of parts for older technologies and supervises the Warehouse Technician. Utilities Maintenance Planner, Page 2 of 4 Maintains data in the maintenance management system by entering and updating entity information; analyzes and regroups entities; tracks work orders to completion and archiving; prepares maintenance related reports. Serves as technical resource for the associated trades, reviews plans to ensure they meet department standards and provide assistance regarding work methods and the resolution of difficult work problems. Performs all work duties and activities in accordance with City policies and procedures. Works in a safe manner and reports unsafe activity and conditions. Follows City-wide safety policy and practices and adheres to responsibilities concerning safety prevention, reporting and monitoring. Periderms related duties as assigned. QUALIFICATIONS: To perform a job in this classification, an individual must be able to perform the essential duties as generally described in the specification. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential duties in a specific job. The requirements listed below are representative ofthe knowledge, skill and/or ability required. Knowledge of: • Computer skills and knowledge of computerized maintenance management programs • Principles, practices, methods and equipment used in the construction, installation, maintenance and repair of water distribution facilities and equipment and wastewater collection/transmission facilities and equipment • Maintenance work order management and other applications related to the work; applicable codes, ordinances and regulations related to the work; Safe Drinking Water Act and relevant EPA regulations • Methods, practices and techniques of work order scheduling, with emphasis on computerized scheduling and tracking systems; methods, techniques and safety practices ofthe associated trades, which may include electrical operations and PLC control of pumps, motors, wells, reservoirs, chlorine systems and other equipment and machinery used in municipal operations and the material, equipment and tools used in their installation, servicing, maintenance and repair • Mechanical operations of pumps, motors, reservoirs, chlorine systems and other mechanical systems used in a water works system and the material, equipment and tools used in their construction, maintenance and repair Utilities Maintenance Planner, Page 3 of 4 Ability to: • Plan, schedule and evaluate the quality and quantity of work needed to accomplish work group goals within set limits of time and cost • Determine staffing, equipment and materials required to complete work orders; operate computers and work order management systems to plan, schedule and monitor the completion of work orders and to generate applicable analyses and reports; coordinate assignments with other divisions, departments or agencies • Understand and follow oral and written instructions; prepare clear and concise records, reports and other written materials; establish and maintain effective relationships with those encountered in the course of the work • Operate and maintain hand and power tools pertaining to the work; read and understand blueprints, drawings, specifications and sketches pertaining to the work; periderm journey-level duties as required; work independently and exercise sound judgment in peri'orming duties. EXPERIENCE AND EDUCATION Any combination equivalent to experience and education that could likely provide the required knowledge and abilities is qualifying. A typical background would include: Equivalent to the completion ofthe twelfth grade supplemented by course work or specialized training in assigned or related area, and supervision; and Four years of increasingly responsible experience in the assigned area, including two years in a lead or supervisory capacity and a minimum of one year of supervisory experience of utility workers. SPECIAL REQUIREMENTS: Possession of a valid California Driver's License. CWEA Collections Grade 1 Certificate California Department of Health Water Distribution Grade 1 CWEA Mechanical Technologist Grade 1 Certificate PHYSICAL REQUIREMENTS AND ENVIRONMENTAL SETTING: While performing the duties of this class, an employee is regularly required to sit; talk or hear, in person and by telephone; use hands and fingers to handle, feel or operate standard office equipment; and reach with hands and arms. Specific vision abilities required by this job include close vision and the ability to adjust Utilities Maintenance Planner, Page 4 of 4 focus to read and operate office equipment as necessary during the course of the work assignments. The employee is frequently required to walk and stand to inspect work sites. The employee may be requireci to withstand hours of sitting, standing, walking and climbing. While performing the duties, employees of this class are regularly required to use written and oral communication skills; read and interpret schematic data, narrative and statistical information and document; analyze and solve problems; use math and apply new information or skills; perform highly detailed work on multiple, concurrent tasks; work under deadlines; and interact with staff, vendors, contractors, regulators, agencies, committees, organizations, entities and the public encountered in the course of the work. The employee periodically works in the field, exposed to the outdoors and all weather conditions. Employee is occasionally exposed to fumes, dust, dirt, and construction site conditions. Employee is required to attend meetings and travel within and outside City limits during normal work hours and periodically on evenings and on weekends and at any time during emergency call outs. DATE APPROVED: June 3, 2014 This is an at-will management classification. CITY OF CARLSBAD CLASS SPECIFICATION JOB TITLE: UTILITIES DIRECTOR DEPARTMENT: PUBLIC WORKS BASIC FUNCTION: Under broad administrative direction, responsible for policy development, fiscal management, administration and operation of all water and wastewater programs and activities. Serve the customer base of Carisbad's utilities and diversified assets, build and operate infrastructure and manage energy commodities. Perform highly responsible and complex professional administrative work; and perform related responsibilities as required. DISTINGUISHING CHARACTERISTICS: This is a single incumbent position reporting directly to the Public Works Director. This incumbent provides general strategic and administrative direction to the City divisions that are assigned, which typically include water, recycled water, wastewater, storm drains, and energy management. This position functions as the General Manager for the CMWD. KEY RESPONSIBILITES: Analyze data, make recommendations, prepare reports and make presentations on the formulation of policy and procedure, and staffing and organizational requirements for Utilities Management, in alignment with guiding principles adopted by the City Council and CMWD Board of Directors. Develop infrastructure, operate utilities and provide related products and services to the City and the region as applicable. Work closely with contracting organizations and appropriate federal and state agencies regarding the viability of water supplies; advise the City council on issues and programs. Consult with and advise City and CMWD representatives on County Water Authority Board and Encina Wastewater Authority Board. Ensure that the CMWD is in compliance with all contractual and legal requirements regarding the quantity and quality of water provided. Ensure compliance with California Water Code and San Diego's Local Agency Formation Commission. Utilities Director, Page 2 of 5 Direct and review the preparation or examination of public and private engineering plans, specifications, design, cost estimates and legal descriptions for a variety of construction and maintenance projects. Plan and direct a comprehensive program relating to overall utility goals, objectives, operating policy and procedures. Comply with current regional and state requirements; participate and collaborate in meeting and adjudicative matters/processes/hearing. Explore alternative energy resources such as solar energy and wind. Plan and direct programs relating to production, storage, treatment, transmission and distribution of the water supply, seawater desalination and recycled water. Plan and direct programs relating to wastewater collection and treatment. Direct the preparation, development and evaluation of technical studies; analyze and determine necessary actions. Ensure efficient planning and management of contracts. Coordinate and integrate Carisbad utility programs and operations with that of other public jurisdictions. Incorporate environmentally-friendly practices into utility facilities and daily operations; bring awareness of energy efficiency to the community. Act in concert with the direction ofthe City Council and CMWD Board to mitigate financial impact of water and other utility interests for the City of Carisbad and CMWD. Represent the Carisbad utility in conferences and studies relating to water supply and administration at local, state and national levels. Make presentations to City Council and CMWD Board, advisory committees, business and educational groups on a variety of division issues. Establish inclusive citizen involvement that promotes understanding, input and feedback to further the division's mission. Direct the preparation and implementation of a comprehensive safety program to applicable water/utility issues. Coordinate and provide responsible staff assistance to the City Manager, City Council, CMWD Board and other City boards and commissions as assigned. Utilities Director, Page 3 of 5 Assist in the development of the City's overall goals, objectives, policies and priorities. Conduct difficult policy and fiscal-related analytical studies and reports involving the evaluation of divisional operations and service programs. For areas of responsibility, oversee the preparation, coordination and analysis of annual division budgets; direct the preparation of multiple divisional work programs and annual budgets. Attend conferences, schools and professional meetings to keep abreast of new developments in water, recycled water, wastewater, storm drains and solid waste programs and administration. Coordinate activities with other City divisions and other public or private agencies. Respond to and resolve difficult and sensitive inquiries and complaints. QUALIFICATIONS: To perform a job in this classification, an individual must be able to perform the essential duties as generally described in the specification. Reasonable accommodations may be made to enable individuals with disabilities to periderm the essential duties in a specific job. The requirements listed below are representative ofthe knowledge, skill and/or ability required. Knowledge of: • Water resources and treatment management principles and practices. Water project planning, water resource management, and watershed management • Principles of organization, administration, budget and human resources management • Federal, State, municipal laws, statutes, codes and ordinances related to water resources and utilities management. Regulatory analysis and compliance support for water, recycled water, wastewater and storm drain programs • Business process and performance benchmarking. Data analysis and quality assurance. Local government financial practices and procedures • Methods and techniques of research, statistical analysis and report presentation Ability to: • Plan, organize and direct the City's Utility Management and Water-related programs Utilities Director, Page 4 of 5 Provide administrative and professional leadership for the division Properly interpret and make decisions in accordance with laws, regulations and policies Analyze problems, identify alternative solutions, project consequences of proposed actions, and implement recommendations in support of goals Develop and administer annual and long-range programs and budgets Exercise good judgment, flexibility, creativity, and sensitivity in response to changing situations and needs Work cooperatively and effectively with management staff, employees and others Supervise, train and evaluate assigned staff Communicate clearly and concisely, orally and in writing Work well under pressure to meet deadlines EXPERIENCE AND EDUCATION: Any combination equivalent to experience and education that could likely provide the required knowledge and abilities would be qualifying. A typical way to obtain the knowledge and abilities would be: Equivalent to a bachelor's degree and preferably a graduate degree from an accredited college or university with major course work in civil engineering or related field, and, ten years of progressively responsible professional work experience in the field of civil engineering, public works or a closely related field at an administrative or management level. Substantial management experience in the production, treatment and distribution of a potable water supply. A master's degree in public or business administration is highly desirable. CA Department of Public Health Water Distribution Operator Grade 3 Certificate is highly desirable. PHYSICAL/MENTAL DEMANDS AND ENVIRONMENTAL SETTING: While performing the duties of this class, an employee is regulariy required to sit; talk or hear, in person and by telephone; use hands to finger, handle, feel or operate standard office equipment; and reach with hands and arms. An employee is frequently required to walk and stand. Specific vision abilities required by this job include close vision and the ability to adjust focus to read and operate office equipment as necessary during the course of the work assignments. While performing the duties, employees of this class are regularly required to use written and oral communication skills; read and interpret financial and statistical 50 Utilities Director, Page 5 of 5 data, information and documents; analyze and solve problems; use math and apply mathematical reasoning and abstract statistical concepts; observe and interpret complex situations; learn and apply new information or skills; perform highly detailed work on multiple, concurrent tasks; work under intensive deadlines; and interact with staff. Council members and others encountered in the course of work. Ability to work in a standard office environment with some exposure to the outdoors; ability to travel to difficult to reach sites and locations; attend evening meetings; work under pressure and potentially stressful situations. This is an at-will management classification. DATE APPROVED: June 3, 2014 CITY OF CARLSBAD CLASS SPECIFICATION JOB TITLE: UTILITIES SUPERVISOR DEPARTMENT: PUBLIC WORKS BASIC FUNCTION: Under general direction, to plan, organize, supervise, review programs and activities, and periderm related work in functional assigned area. Functional assignments may include any ofthe following: Operation and maintenance of potable and recycled water systems; operation and maintenance of drainage systems, sewer collection systems; operation and maintenance of lift station systems; construction, maintenance and repairs in the water distribution system. KEY RESPONSIBILITIES: Assignments may be responsible for any the following: Plan, organize and supervise subordinate personnel in assigned area. Develop and implement work plans; prepare reports and analyses on department operations. Oversee the accuracy and maintenance of time, material and equipment use records; prepare job estimates and establish priorities for work crews. Plan-check all private development and CIP projects that involve infrastructure; provide input and make changes where appropriate. Develop CIP contracts for rehabilitation and/or replacement of infrastructure. Supervise and/or assist in the preparation of a variety of bid specifications and administration of contracts as necessary. Oversee contracts for service providers, work closely with contractors and ensure the contracts are being fully executed. Requisition supplies and materials and monitor inventories. Plan, organize, schedule, implement and supervise proper maintenance of infrastructure for assigned area. utilities Supervisor, Page 2 of 5 Administer ongoing regulatory programs for assigned area. Recommend the purchase of equipment and assist in the development of specifications. Receive, investigate, and resolve complaints. Inspect work sites before, during and after completion to assure work is completed in a satisfactory and thorough manner. Ensure the maintenance of various records and prepare reports as required. Ensure the adherence of safe work practices by field maintenance personnel. Provide shutdowns; work closely with city and private inspectors on related projects to complete jobs correctly and in a timely manner. Coordinate field services maintenance activities with other City departments, divisions, and sections, and with outside agencies. Oversee all routine and emergency response. May serve as Utilities' Safety Coordinator for a one or more year term administering the safety program for the Utilities department and/or division. Use a computerized maintenance management system to create work orders and track work peri'ormed. Supervise and evaluate staff as well as provide, present, and/or deliver ongoing training. May supervise and oversee contractor/s and/or subordinate/s assigned to perform a variety of duties in the design, installation, programming, testing, maintenance, repair and calibration of SCADA and electrical systems in assigned area. Inspect and approve appropriate staff time reports. Participate in annual budget preparation and administration for assigned area. Attend seminars, meetings and courses related to the job classification such as security, regulations, emergency preparedness and industry trends. Perform related duties as assigned. QUALIFICATIONS: 53 utilities Supervisor, Page 3 of 5 To perform a job in this classification, an individual must be able to perform the essential duties as generally described in the specification. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential duties in a specific job. The requirements listed below are representative ofthe knowledge, skill and/or ability required. Knowledge of: Principles of supervision and training Materials, methods, practices and equipment used in assigned area Types and level of maintenance and repair activities generally performed in a utilities field division maintenance program Applicable federal, state, and local codes and regulations related to assigned functional areas Practices and principles of equipment in assigned area Basic to intermediate use of personal computers. Proficiency in Microsoft Word and Excel Mathematics as related to a utility system Budget development and control techniques Principles and applications of public relations and customer service skills City, state and federal laws, rules, regulations related to operating a public water or waste water system Safety regulations, requirements and practices regarding areas of responsibility Occupational hazards and standard safety precautions necessary in the work Geography ofthe City, including the location of utility infrastructure Practical elements of civil engineering as they relate to assigned area Principles of organization, administration, budget and personnel management Ability to: Supervise a comprehensive program for assigned areas. Determine cost-effective ways for efficient and effective operation of functional responsibilities. Supervise the maintenance of records and prepare reports. Effectively communicate with people from a wide variety of socioeconomic backgrounds, both orally and in writing Plan, assign, supervise and evaluate work of staff and provide required training and guidance Use computer hardware and software, including troubleshooting issues Read and interpret utility maps, plans, diagrams and blueprints Interpret Assessed Parcel Numbers (APN) maps. 64 utilities Supervisor, Page 4 of 5 • Learn service area, street and address system, alleys and hazards encountered in the work • Appropriate use of equipment in assigned area • Maintain accurate and up-to-date records and prepare reports • Apply pertinent federal, state and city codes, laws and regulations • Prepare and disseminate information and outreach materials • Effectively coordinate programs with public and private agencies • Establish and maintain effective working relationships EXPERIENCE AND EDUCATION Any combination equivalent to experience and education that could likely provide the required knowledge and abilities is qualifying. A typical background would include: Equivalent to the completion of the twelfth grade supplemented by course work or specialized training in the water technology or related area, and supervision; an associate's degree in a related field is highly desirable; and Four years of increasingly responsible experience in the assigned area, including two years in a lead or supervisory capacity. SPECIAL REQUIREMENTS: Possession of a valid California Driver's License. Assignments In Water Operations: CA Department of Public Health Water Distribution Operator Certificate, Grade D3 and the ability to obtain a D5 Certificate within an agreed period. CA Department of Public Health Water Treatment Operator Grade T2 Certificate AWWA or ABPA Backflow Tester and Cross Connection Control Technician Program Specialist Certificates, desirable Assignments In Wastewater Operations and Wastewater Collections: CWEA Collections Grade 4 Certificate CWEA Mechanical Technologist Grade 4 Certificate PHYSICAL REQUIREMENTS AND ENVIRONMENTAL SETTING: While performing the duties of this class, an employee is regularly required to sit; talk or hear, in person and by telephone; use hands and fingers to handle, feel or operate standard office equipment; and reach with hands and arms. Specific vision abilities required by this job include close vision and the ability to adjust focus to read and operate office equipment as necessary during the course of the 56 utilities Supervisor, Page 5 of 5 work assignments. The employee is frequently required to walk and stand to inspect work sites. The employee may be required to withstand hours of sitting, standing, walking and climbing. While performing the duties, employees of this class are regularly required to use written and oral communication skills; read and interpret schematic data, narrative and statistical information and document; analyze and solve problems; use math and apply new information or skills; perform highly detailed work on multiple, concurrent tasks; work under deadlines; and interact with staff, vendors, contractors, regulators, agencies, committees, organizations, entities and the public encountered in the course of the work. The employee periodically works in the field, exposed to the outdoors and all weather conditions. Employee is occasionally exposed to fumes, dust, dirt, and construction site conditions. Employee is required to attend meetings and travel within and outside City limits during normal work hours and periodically on evenings and on weekends and at any time during emergency call outs. DATE APPROVED: June 3, 2014 This is an at-will management classification. CITY OF CARLSBAD CLASS SPECIFICATION JOB TITLE: METER SERVICES SUPERVISOR DEPARTMENT: PUBLIC WORKS BASIC FUNCTION: Under general direction, to supervise, assign, review and participate in the work of staff responsible forthe installation, maintenance, repair, replacement and reading of water meters; to respond to customer inquiries and complaints; to ensure work quality and adherence to established policies and procedures and to perform the more technical and complex tasks relative to assigned areas of responsibility. KEY RESPONSIBILITIES: Plan, organize and supervise subordinate personnel responsible for the installation, maintenance, repair, and replacement and reading of water meters. Respond to customer inquiries and complaints. Establish schedules and methods for providing meter reading and maintenance services. Identify resources needs and review needs with appropriate management staff to allocate approved resources accordingly. Develop and implement work plans; prepare reports and analyses on department operations. Oversee the accuracy and maintenance of time, material and equipment use records; prepare job estimates and establish priorities for work crews. Supervise and/or assist in the preparation of a variety of bid specifications and administration of contracts as necessary. Oversee contracts for service providers, work closely with contractors and ensure the contracts are being fully executed. Requisition supplies and materials and monitor inventories. Plan, organize, schedule, implement and supervise proper maintenance of infrastructure for assigned area. ^1 Meter Services Supen/isor, Page 2 of 4 Administer ongoing regulatory programs for assigned area. Recommend the purchase of equipment and assist in the development of specifications. Ensure the maintenance of various records and prepare reports as required. Ensure the adherence of safe work practices by field maintenance personnel. Oversee all routine and emergency response. May serve as Utilities' Safety Coordinator for a one or more year term administering the safety program for the Utilities department and/or division. Use a computerized maintenance management system to create work orders and track work performed. Supervise and evaluate staff as well as provide, present, and/or deliver ongoing training. May supervise and oversee contractor/s and/or subordinate/s assigned to periderm a variety of duties in the design, installation, programming, testing, maintenance, repair and calibration of SCADA and electrical systems in assigned area. Inspect and approve appropriate staff time reports. Participate in annual budget preparation and administration for assigned area. Attend seminars, meetings and courses related to the job classification such as security, regulations, emergency preparedness and industry trends. Perform related duties as assigned. QUALIFICATIONS: To perform a job in this classification, an individual must be able to perform the essential duties as generally described in the specification. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential duties in a specific job. The requirements listed below are representative ofthe knowledge, skill and/or ability required. Knowledge of: • Principles of supervision and training Meter Services Supervisor, Page 3 of 4 Materials, methods, practices and equipment used in meter service Applicable federal, state, and local codes and regulations related to assigned functional areas Practices and principles of equipment in assigned area Basic to intermediate use of personal computers. Proficiency in Microsoft Word and Excel Mathematics as related to a utility system Budget development and control techniques Principles and applications of public relations and customer service skills City, state and federal laws, rules, regulations related to operating a public water or waste water system Safety regulations, requirements and practices regarding areas of responsibility Occupational hazards and standard safety precautions necessary in the work Principles of organization, administration, budget and personnel management. Ability to: Supervise a comprehensive program for assigned areas Determine cost-effective ways for efficient and effective operation of functional responsibilities Supervise the maintenance of records and prepare reports Effectively communicate with people from a wide variety of socioeconomic backgrounds, both orally and in writing Plan, assign, supervise and evaluate work of staff and provide required training and guidance Use computer hardware and software, including troubleshooting issues Learn service area, street and address system, alleys and hazards encountered in the work Appropriate use of equipment in assigned area Maintain accurate and up-to-date records and prepare reports Apply pertinent federal, state and city codes, laws and regulations Prepare and disseminate information and outreach materials Effectively coordinate programs with public and private agencies Establish and maintain effective working relationships EXPERIENCE AND EDUCATION Any combination equivalent to experience and education that could likely provide the required knowledge and abilities is qualifying. Atypical background would include: 6^ Meter Services Supervisor, Page 4 of 4 Equivalent to the completion of the twelfth grade supplemented by course work or specialized training in the water technology or related area, and supervision; and Four years of increasingly responsible experience in the assigned area, including two years in a lead or supervisory capacity. SPECIAL REQUIREMENTS: Possession of a valid California Driver's License. CA Department of Public Health Water Distribution Operator Grade 3 Certificate to be obtained within twelve months of hire PHYSICAL REQUIREMENTS AND ENVIRONMENTAL SETTING: While performing the duties of this class, an employee is regulariy required to sit; talk or hear, in person and by telephone; use hands and fingers to handle, feel or operate standard office equipment; and reach with hands and arms. Specific vision abilities required by this job include close vision and the ability to adjust focus to read and operate office equipment as necessary during the course of the work assignments. The employee is frequently required to walk and stand to inspect work sites. The employee may be required to withstand hours of sitting, standing, walking and climbing. While peri'orming the duties, employees of this class are regularly required to use written and oral communication skills; read and interpret schematic data, narrative and statistical information and document; analyze and solve problems; use math and apply new information or skills; perform highly detailed work on multiple, concurrent tasks; work under deadlines; and interact with staff, vendors, contractors, regulators, agencies, committees, organizations, entities and the public encountered in the course ofthe work. The employee periodically works in the field, exposed to the outdoors and all weather conditions. Employee is occasionally exposed to fumes, dust, dirt, and construction site conditions. Employee is required to attend meetings and travel within and outside City limits during normal work hours and periodically on evenings and on weekends and at any time during emergency call outs. DATE APPROVED: June 3, 2014 This is an at-will management classification. Attachment D APPENDIX TO THE LOCAL CONFLICT OF INTEREST CODE OF THE CITY OF CARLSBAD, CITY OF CARLSBAD AS SUCCESSOR AGENCY TO THE CARLSBAD REDEVELOPMENT AGENCY OVERSIGHT BOARD FOR THE SUCCESSOR AGENCY COMMUNITY DEVELOPMENT COMMISSION, CARLSBAD MUNICIPAL WATER DISTRICT AND THE PUBLIC FINANCING AUTHORITY The positions and categories within the City listed in this appendix are "designated positions." Any person whose position with the City is a designated position is a designated employee. Designated employees shall disclose in the manner provided in the Local Conflict of Interest Code of the City of Carisbad those financial interests, which are within the categories represented by the number(s) following the listed position. The categories correspond to the subsections of Title 2, California Code of Regulations Section 18730, subsection 7 and represent the following disclosures: "1" investment and real property disclosure; "2" personal income disclosure; "3" business entity income disclosure; "4" business position disclosure. DISCLOSURE DESIGNATED POSITIONS CATEGORIES Mayor and Members of the City Council * City Manager * City Attorney * City Clerk Chairman and Members of the Community Development Commission * Executive Director of the Community Development Commission ** General Counsel for the Community Development Commission ** Secretary of the Community Development Commission Chairman and Members of the Successor Agency * Executive Director of the Successor Agency ** Attorney for the Successor Agency ** Secretary of the Successor Agency * President, and Members of the Board of Directors of the Carisbad Municipal * Water District Executive Manager of the Carisbad Municipal Water District ** General Counsel for the Carisbad Municipal Water District ** Secretary of the CMWD Board Chairman and Members of the Public Financing Authority Executive Director of the Carisbad Public Financing Authority ** General Counsel for the Carisbad Public Financing Authority ** Secretary of the Public Financing Authority * Treasurer of the Public Financing Authority ** Carlsbad Local Conflict of Interest Code Council Approved 6/3/14 Attachment D OFFICIALS WHO MANAGE PUBLIC INVESTMENTS Assistant to the Treasurer City Treasurer Deputy City Treasurer Finance Director DISCLOSURE CATEGORIES CITY STAFF UNDER CITY MANAGER Accountant Accounting Supervisor Administrative Services Director Aquatics Supervisor Assistant City Manager Assistant to the City Manager Assistant Engineer Assistant Finance Director Assistant Planner Assistant Planning Director Associate Analyst Associate Contract Administrator Associate Engineer Associate Planner Benefits Administrator Building & Code Enforcement Manager Building Inspector I & II Business Intelligence Architect Business Systems Specialist Buyer /Contract Administrator City Communications Manager City Planner Code Compliance Officer I & II Communications Coordinator Community and Economic Development Director Community Arts Coordinator Community Outreach Supervisor Community Relations Manager Community Volunteer Coordinator Construction Manager Cultural Arts Manager Deputy Fire Marshall Deputy Library Director Development Services Manager Economic Development Manager Emergency Medical Services (EMS)Paramedic Nurse Coordinator Emergency Preparedness Coordinator Engineering Manager Environmental Programs Manager Environmental Specialist I & II & Senior 2,3,4 2,3,4 1,2,3,4 2,3 1,2,3,4 1,2,3 1,2 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2 1,2,3,4 2,3 1,2,3 1,2,3 2, 3,4 2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 2,3 1,2,3,4 2,3,4 2,3 2,3,4 2,3 1,2,3,4 1,2,3,4 1,2,3 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3 Carlsbad Local Conflict of Interest Code Council Approved 6/3/14 Attachment D DISCLOSURE CITY STAFF UNDER CITY MANAGER CONTINUED CATEGORIES Equipment Maintenance Supervisor 2,3 Facility Manager 1,2,3,4 Finance Manager 1,2,3,4 Finance Payroll & IT Manager 1 \2,ZA Fire Chief ^,2,^,4 Fire Division Chief 1,2,3,4 Fire Battalion Chief 1,2,3,4 Fire Marshal 1,2,3,4 Fire Prevention Specialist I & II 1 \2,Z Gallery Curator 2,3 Geographic Information Systems Manager 2^3 Housing & Neighborhood Services Director 1,2,3,4 Housing Program Manager 1,2,3 Human Resources Director 1,2,3,4 Human Resources Manager 2,3 Information Technology Director 1,2,3,4 Information Technology Manager 1,2,3,4 Information Technology Project Manager 1,2,3,4 Junior Planner 1,2,3,4 Library and Cultural Arts Director 1,2,3,4 Management Analyst 1,2,3,4 Management Assistant 2,3 Management Intern 1,2,3,4 Meter Services Supervisor 1,2,3,4 Municipal Projects Manager 1,2,3,4 Municipal Property Manager 1,2,3,4 Park Planning Manager 1,2,3,4 Park Planner 1,2,3,4 Parks and Recreation Director 1,2,3,4 Parks/Trees Supervisor 1,2,3 Parks Superintendent 1,2,3,4 Planning Technician I & II 1,2,3,4 Police Chief 1,2,3,4 Police Captain 2,3 Police Communications Manager 2,3 Police Lieutenant 2,3 Principal Librarian 2,3,4 Principal Planner 1,2,3,4 Project Portfolio Manager 1,2,3,4 Property & Environmental Management Director 1,2,3,4 Public Safety Information Technology Manager 1,2,3,4 Public Works Inspector I & II 1,2,3 Public Works Director 1,2,3,4 Public Works Manager 1,2,3 Public Works Superintendent 1,2,3,4 Public Works Supervisor 2,3 Records Supervisor (Police) 2,3 Carlsbad Local Conflict of interest Code Council Approved 6/3/14 Attachment D CITY STAFF UNDER CITY MANAGER CONTINUED Recreation Area Manager Recreation Services Manager Risk Manager Senior Accountant Senior Building Inspector Senior Business Systems Specialist Senior Circulation Supervisor Senior Engineer Senior Construction Inspector Senior Contract Administrator Senior Librarian Senior Management Analyst Senior Planner Special Projects Manager Traffic Engineer Transportation Director Utilities Director Utilities Maintenance Planner Utilities Manager Utilities Supervisor Video Production Manager Warehouse Technician DISCLOSURE CATEGORIES 2,3,4 2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 2,3,4 1,2,3 1,2,3,4 1,2,3,4 1,2,3,4 2,3,4 1,2,3,4 1,2,3,4 2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 2,3 1,2,3,4 CITY ATTORNEY'S OFFICE Senior Assistant City Attorney 1,2,3,4 Assistant City Attorney 1,2,3,4 Deputy City Attorney 1,2,3,4 CITY CLERK'S OFFICE Assistant City Clerk 2,3,4 Deputy City Clerk/Technician 2,3,4 Records Manager 2,3 Records Management Supervisor 2,3 CITY EMPLOYEES UNDER THE EXECUTIVE MANAGER OF THE CARLSBAD MUNICIPAL WATER DISTRICT Accountant 2,3,4 Accounting Supervisor 2,3 Cross Connection Control Technician 1,2 Engineering Manager 1,2,3,4 Management Analyst 2,3 Public Works Manager 2,3 Public Works Supervisor 2,3 Senior Engineer 1,2,3,4 Senior Cross Connection Control Technician 1,2,3,4 Carlsbad Local Conflict of interest Code Council Approved 6/3/14 [A Attachment D CONSULTANTS DISCLOSURE CATEGORIES BOARDS AND COMMISSIONS Members of the Agricultural Conversion Mitigation Fee Ad Hoc Citizens' 1,2,3,4 Advisory Committee Members of the Arts Commission 1,2,3,4 Members of the Board of Library Trustees 1,2,3,4 Members of the Carisbad Tourism Business Improvement District 1,2,3,4 Members of the Carisbad Golf Lodging Business Improvement District 1,2,3,4 Members of the Housing Commission 1,2,3,4 Members of the Oversight Board for the Successor Agency 1,2,3,4 Members of the Parks and Recreation Commission 1,2,3,4 Members of the Planning Commission * Members of the Senior Commission 1,2,3,4 Members of the Traffic Safety Commission 1,2,3,4 * This position is required to report by virtue of Government Code Section 87200. It is included for disqualification purposes only. See Government Code Section 87200 for disclosure requirements. icic When a designated employee is also required to fiie a conflict of interest form under Article 2 (Gov't Code §87200, Form 700) ofthe Act, he or she may expand their statement to cover reportable interests in both jurisdictions or both positions and fiie copies of this expanded statement with the City Clerk provided that each copy of such expanded statement filed in place of an original is signed and verified by the designated employee as if it were an original. ititii The duties of each consultant will be separately evaluated to determine whether or not disclosure will be required, and the categories which will apply. The evaluation of the consultant's duties will be conducted by the department head of the department which is responsible for the hiring of the consultants. The disclosure requirement shall be included in the consultant's contract approved by the City Council, Housing and Redevelopment Commission, City Manager or Executive Manager of the Carlsbad Municipal Water District. Carlsbad Local Conflict of interest Code Council Approved 6/3/14 Attachment E APPENDIX TO THE LOCAL CONFLICT OF INTEREST CODE OF THE CITY OF CARLSBAD, CITY OF CARLSBAD AS SUCCESSOR AGENCY TO THE CARLSBAD REDEVELOPMENT AGENCY OVERSIGHT BOARD FOR THE SUCCESSOR AGENCY COMMUNITY DEVELOPMENT COMMISSION, CARLSBAD MUNICIPAL WATER DISTRICT AND THE PUBLIC FINANCING AUTHORITY The positions and categories within the City listed in this appendix are "designated positions." Any person whose position with the City is a designated position is a designated employee. Designated employees shall disclose in the manner provided in the Local Conflict of Interest Code of the City of Carisbad those financial interests, which are within the categories represented by the number(s) following the listed position. The categories correspond to the subsections of Title 2, California Code of Regulations Section 18730, subsection 7 and represent the following disclosures: "1" investment and real property disclosure; "2" personal income disclosure; "3" business entity income disclosure; "4" business position disclosure. DISCLOSURE DESIGNATED POSITIONS CATEGORIES Mayor and Members of the City Council * City Manager * City Attorney * City Clerk Chairman and Members of the Community Development Commission * Executive Director of the Community Development Commission ** General Counsel for the Community Development Commission ** Secretary of the Community Development Commission * Chairman and Members of the Successor Agency * Executive Director of the Successor Agency ** Attorney for the Successor Agency ** Secretary of the Successor Agency * President, and Members of the Board of Directors of the Carisbad Municipal * Water District Executive Manager of the Carisbad Municipal Water District ** General Counsel for the Carlsbad Municipal Water District ** Secretary of the CMWD Board Chairman and Members of the Public Financing Authority * Executive Director of the Carisbad Public Financing Authority ** General Counsel for the Carisbad Public Financing Authority ** Secretary of the Public Financing Authority * Treasurer of the Public Financing Authority ** Carlsbad Local Conflict of interest Code I Council Approved 9/24/136/3/14 [fr Attachment E OFFICIALS WHO MANAGE PUBLIC INVESTMENTS Assistant to the Treasurer City Treasurer Deputy City Treasurer Finance Director DISCLOSURE CATEGORIES CITY STAFF UNDER CITY MANAGER Accountant Accounting Supervisor Administrative Services Director Aquatics Supervisor Assistant City Manager Assistant to the City Manager Assistant Engineer Assistant Finance Director Assistant Planner Assistant Planning Director Associate Analyst Associate Contract Administrator Associate Engineer Associate Planner Benefits Administrator Building & Code Enforcement Manager Building Inspector I & II Business Intelligence Architect Business Systems Specialist Buyer /Contract Administrator City Communications Manager City Planner Code Compliance Officer I & II Communications Coordinator Community and Economic Development Director Community Arts Coordinator Community Outreach Supervisor Community Relations Manager Community Volunteer Coordinator Construction Manager Cultural Arts Manager Deputy Fire Marshall Deputy Library Director Development Services Manager Economic Development Manager Emergency Medical Services (EMS)Paramedic Nurse Coordinator Emergency Preparedness Coordinator Engineering Manager 2,3,4 2,3,4 1,2,3,4 2,3 1,2,3,4 1,2,3 1,2 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2 1,2,3,4 2,3 1,2,3 1,2,3 2, 3,4 2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 2,3 1,2,3,4 2,3,4 2,3 2,3,4 2,3 1,2,3,4 1,2.3,4 1,2,3 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 Carlsbad Local Conflict of interest Code Council Approved 9/24/136/3/14 Attachment E DISCLOSURE CITY STAFF UNDER CITY MANAGER CONTINUED GATE Environmental Programs Manager 1,2,3,4 Environmental Specialist 1 & II & Senior 1,2,3 Equipment Maintenance Supervisor 2,3 Facility Manager 1,2,3,4 Finance Manager 1,2,3,4 Finance Payroll & IT Manager 1,2,3,4 Fire Chief 1,2,3,4 Fire Division Chief 1,2,3,4 Fire Battalion Chief 1,2,3,4 Fire Marshal 1,2,3,4 Fire Prevention Specialist 1 & II 1,2,3 Gallery Curator 2,3 Geographic Information Systems Manager 2,3 Housing & Neighborhood Services Director 1,2,3,4 Housing Program Manager 1,2,3 Human Resources Director 1,2,3,4 Human Resources Manager 2,3 Information Technology Director 1,2,3,4 Information Technology Manager 1,2,3,4 Information Technology Project Manager 1,2,3,4 Junior Planner 1,2,3,4 Library and Cultural Arts Director 1,2,3,4 Management Analyst 1,2,3,4 Management Assistant 2,3 Management Intern 1,2,3,4 Meter Services Supervisor 1,2,3,4 Municipal Projects Manager 1,2,3,4 Municipal Property Manager 1,2,3,4 Park Planning Manager 1,2,3,4 Park Planner 1,2,3,4 Parks and Recreation Director 1,2,3,4 Parks/Trees Supervisor 1,2,3 Parks Superintendent 1,2,3,4 Planning Technician 1 & II 1,2,3,4 Police Chief 1,2,3,4 Police Captain 2,3 Police Communications Manager 2,3 Police Lieutenant 2,3 Principal Librarian 2,3,4 Principal Planner 1,2,3,4 Project Portfolio Manager 1,2,3,4 Property & Environmental Management Director 1,2,3,4 Public Safety Information Technology Manager 1,2,3,4 Carlsbad Local Conflict of interest Code Council Approved 9/24/136/3/14 Attachment E DISCLOSURE CITY STAFF UNDER CITY MANAGER CONTINUED CATEGORIES Public Works Inspector I & II 1,2,3 Public Works Director 1,2,3,4 Public Works Manager 1,2,3 Public Works Superintendent 1,2,3,4 Public Works Supervisor 2,3 Records Supervisor (Police) 2,3 Recreation Area Manager 2,3,4 Recreation Services Manager 2,3,4 Risk Manager 1,2,3,4 Senior Accountant 1,2,3,4 Senior Building Inspector 1,2,3,4 Senior Business Systems Specialist 2,3,4 Senior Circulation Supervisor 1,2,3 Senior Engineer 1,2,3,4 Senior Construction Inspector 1,2,3,4 Senior Contract Administrator 1,2,3,4 Senior Librarian 2,3,4 Senior Management Analyst 1,2,3,4 Senior Planner 1,2,3,4 Special Projects Manager 2,3,4 Traffic Engineer 1,2,3,4 Transportation Director 1,2,3,4 Utilities Director 1.2.3.4 Utilities Maintenance Planner 1,2,3,4 Utilities Manager 1.2.3.4 Utilities Supervisor 1,2,3,4 Video Production Manager 2,3 Warehouse Technician 1,2,3,4 CITY ATTORNEY'S OFFICE Senior Assistant City Attorney 1,2,3,4 Assistant City Attorney 1,2,3,4 Deputy City Attorney 1,2,3,4 CITY CLERK'S OFFICE Assistant City Clerk 2,3,4 Deputy City Clerk/Technician 2,3,4 Records Manager 2,3 Records Management Supervisor 2,3 Carlsbad Local Conflict of interest Code Council Approved 9/24/136/3/14 Attachment E CITY EMPLOYEES UNDER THE EXECUTIVE MANAGER OF THE CARLSBAD MUNICIPAL WATER DISTRICT Accountant 2,3,4 Accounting Supervisor 2,3 Cross Connection Control Technician 1,2 Engineering Manager 1,2,3,4 Management Analyst 2,3 Public Works Manager 2,3 Public Works Supervisor 2,3 Senior Engineer 1,2,3,4 Senior Cross Connection Control Technician 1,2,3,4 CONSULTANTS BOARDS AND COMMISSIONS Members of the Agricultural Conversion Mitigation Fee Ad Hoc Citizens' Advisory Committee Members of the Arts Commission Members of the Board of Library Trustees Members of the Carisbad Tourism Business Improvement District Members ofthe Carisbad Golf Lodging Business Improvement District Members ofthe Housing Commission Members of the Oversight Board for the Successor Agency Members of the Parks and Recreation Commission Members ofthe Planning Commission Members of the Senior Commission Members ofthe Traffic Safety Commission DISCLOSURE CATEGORIES 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4 * 1,2,3,4 1,2,3,4 This position is required to report by virtue of Government Code Section 87200.lt is included for disqualification purposes only. See Government Code Section 87200 for disclosure requirements. When a designated employee is also required to fiie a conflict of interest form under Article 2 (Gov't Code §87200, Form 700) of the Act, he or she may expand their statement to cover reportable interests in both jurisdictions or both positions and file copies of this expanded statement with the City Cleric provided that each copy of such expanded statement filed in place of an original is signed and verified by the designated employee as if it were an original. The duties of each consultant will be separately evaluated to determine whether or not disclosure will be required, and the categories which will apply. The evaluation of the consultant's duties will be conducted by the department head of the department which is responsible for the hiring of the consultants. The disclosure requirement shall be included in the consultant's contract approved by the City Council, Housing and Redevelopment Commission, City Manager or Executive IVIanager of the Carlsbad Municipal Water District. Carlsbad Local Conflict of Interest Code Council Approved 9/24/136/3/14 IVIanagement Salary Structure (Base Pay) June 3, 2014 Attachment F JOB TITLE GRADE MINIMUM MIDPOINT MAXIMUM Adminsitrative Services Director 8 $ 130,500 $ 159,900 $ 189,300 Assistant City Manager 8 Fire Chief 8 Police Chief 8 Public Works Director 8 Assistant City Attorney 7 $ 113,500 S 137,900 $ 162,300 Community & Economic Dev. Director 7 Finance Director 7 Fire Division Chief 7 Housing & Neighborhood Svcs Director 7 Human Resources Director 7 Information Technology Director 7 Library and Cultural Arts Director 7 Parks and Recreation Director 7 Property & Environmental Mgmt. Dir. 7 Transportation Director 7 Utilities Director 7 Assistant Finance Director 6 $ 92,900 $ 113,800 $ 134,700 Building & Code Enforc. Manager 6 Business Intelligence Architect 6 City Communications Manager 6 City Traffic Engineer 6 City Planner 6 employees hired prior to 11/29/2011; y-rated due to reclassification $141,531.52 Deputy City Attorney 6 Economic Development Manager 6 Engineering Manager 6 Fire Battalion Chief 6 Fire Marshal 6 Information Technology Manager 6 Municipal Property Manager 6 Parks Superintendent 6 Project Portfolio Manager 6 Public Works Manager 6 Recreation Services Manager 6 Utilities Manager 6 Assistant to the City Manager 5 $ 84,700 $ 100,650 $ 116,600 Development Services Manager 5 Emergency Medical Services (EMS) Paramedic Nurse Coordinator 5 Environmental Programs Manager 5 Page 1 Attachment F Management Salary Structure (Base Pay) June 3, 2014 JOB TITLE GRADE MINIMUM MIDPOINT MAXIMUM Facilities Manager 5 Finance Manager 5 Finance Payroll Information Technology Mgr 5 Geographic Info. Systems Manager 5 Human Resources Manager 5 $ 84,700 $ 100,650 $ 116,600 Information Technology Project Manager 5 Municipal Projects Manager 5 Police Communications Manager 5 Principal Planner 5 Public Safety Info. Technogy Manager 5 Public Works Superintendent 5 Risk Manager 5 Senior Engineer 5 Cultural Arts Manager 4 $ 70,000 $ 83,100 $ 96,200 Construction Manager 4 Deputy Library Director 4 Emergency Preparedness Coordinator 4 Housing Program Manager 4 Park Planning Manager 4 Public Information Officer 4 Records Manager 4 Senior Accountant 4 Senior Management Analyst 4 Special Projects Manager 4 Utilities Supervisor 4 Video Production Manager 4 Community Relations Manager 3 $ 62,300 $ 73,850 $ 85,400 Management Analyst 3 Meter Services Supervisor 3 Parks/Trees Supervisor 3 Principal Librarian 3 Public Works Supervisor 3 Utilities Maintenance Planner 3 Aquatic Supervisor 2 $ 55,400 $ 65,800 $ 76,200 Assistant City Clerk 2 Associate Analyst 2 Benefits Administrator 2 Gallery Curator 2 Media Services Specialist 2 Recreation Area Manager 2 Secretary to City Attorney 2 Secretary to City Council 2 Page 2 Attachment F Management Salary Structure (Base Pay) June 3, 2014 JOB TITLE GRADE MINIMUM MIDPOINT MAXIMUM Secretary to City Manager 2 Communications Coordinator 1 $ 50,400 $ 59,800 $ 69,200 Community Arts Coordinator 1 Community Volunteer Coordinator 1 Management Assistant 1 Page 3