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Home My WebLink AboutAGENDA REPORT 1998 0204 CC REG ITEM 10ETO: FROM: DATE: AGENDA REPORT CITY OF MOORPARK The Honorable City Council Steven Kueny, City Manager r 7os.io ITEM 100 • CITY OF MOORPARK, CAL,TFORNIA City Council Meeti;:;; of Fehr, tar 1992 ACTION: _Puop4 dri R eyo(u �°nS BY. . January 26, 1998 (CC Meeting of February 4, 1998) SUBJECT: Consider Upgrade of Personnel Technician and Secretary Positions and Status of Reorganization of Certain Responsibilities EXECUTIVE SUMMARY: This report explains the duties and responsibilities transferred between certain City departments and positions. It also addresses how the duties and responsibilities of the vacant Assistant to the City Manager (ATOM) position have been assigned to other City positions, requests City Council approval of an upgrade of the Secretary position to an "Administrative Secretary" position in the Administrative Services Department, and creation of a new classification titled "Human Resource Analyst." BACKGROUND: Over the years, the City's workforce has increased to meet the demands of providing new and expanded services. The City currently has 46 authorized full -time positions and employs over 30 part -time employees. In addition to an increasing workload, for most employees, many positions have assumed responsibility for new activities and supervision of additional employees and /or contracts without a concomitant lessening of their other duties and responsibilities. Some of the more recent new responsibilities included set up, maintenance and continuing expansion of information on the City's Home Page, quarterly employees' newsletter, citizens' recognition event, housing rehabilitation and business loan programs, paratransit service, CFD 97 -1, oversight and participation in library services, and Vector Control contract. The City has historically looked to contract for services wherever possible. This philosophy continues as evidenced by contracts for law enforcement, animal U00'0�13 Agenda Report for CC Meeting of 2/4/98 Re: Upgrade of Positions and Reorganization Page 2 January 26, 1998 control, park and landscape maintenance, planning services, street sweeping, traffic signals, major street repairs, building and safety, City engineering, and City Attorney services. Even with this, the City's full -time work force is probably about five to seven (5 -7) positions below what it should be. It's not likely any of these can be funded without significant new revenue. In an effort to save General Fund monies, the Council recently utilized $17,000 in General Fund monies previously budgeted for an organization and management study to fund the expenses related to the potential dissolution of the Moorpark Mosquito Abatement District. Prior to July 1997, the City's major responsibilities were organized consistent with Exhibit A. In July 1997, Mary Lindley, Assistant to the City Manager (ATOM), was appointed as Director of Community Services after having served in this latter position on an interim basis since January 1997. With this appointment, the City Manager reassigned the solid waste and transit responsibilities from the ATCM position to the Director of Community Services. Other former responsibilities of the ATCM position were transferred to other positions, and certain responsibilities of the Director of Community Services were transferred to others, to accommodate its newly assigned solid waste and transit responsibilities. A recap of the reassignments is as follows: Dutv Emergency Management Solid Waste Transit Library Services Employee Recognition and Customer Service Intergovernmental Relations Key Control Video Max Contract From To ATCM ASM ATOM DCS ATCM DCS ATCM DCS ATCM ACM/ Personnel ATCM ACM DCS City Clerk DCS ACM /ASM oouos4 Agenda Report for CC Meeting of 2/4/98 Re: Upgrade of Positions and Reorganization Page 3 January 26, 1998 In addition, legislative relations was assigned on an interim basis to the Management Analyst who had reported to the ATCM and was reassigned to the Community Services Department as part of solid waste programming. Exhibit B shows the assignments as they now exist. The ATCM position was purposely left vacant to provide flexibility due to the potential impact on the city of Proposition 218, which was passed by the voters statewide in November 1996. The City subsequently placed an initiative before the voters to approve a special tax (Measure P) to replace the park assessment after the 1997/98 FY. This failed, so the City is currently reviewing its budget to develop options for expenditure reductions of $600,000. This will be reviewed by the Council in February and again as part of the 1998/99 budget. Partial funding for the ATCM position was included in the 1997/98 budget. Jill Myers who had announced her resignation from the Management Analyst position agreed to serve as interim ATCM for an approximate six -month period to work on special projects and assist with the aforementioned transfer of responsibilities and orientation of the person hired to replace her. Ms. Myers is expected to leave the City in March 1998. The ATCM position is recommended to be left vacant as part of the Budget and Finance Committee and staff recommendations for expenditure savings to offset the loss of the Parks Maintenance Assessment District. As the number of City employees increased, the Deputy City Manager (now Assistant City Manager) position spent an increasing amount of time on personnel related matters. This was also a result of new mandates on disability accommodation and retirement for part -time employees, as well as the City's desire to provide improved and expanded benefits including employee- funded deferred compensation program and employee assistance program and to place more emphasis on employee recognition, training and development. The City generally needed to devote more time to its overall human resource function as a result of it becoming more complex, diverse, and demanding. V VWOLIi.T� Agenda Report for CC Meeting of 2/4/98 Re: Upgrade of Positions and Reorganization Page 4 January 26, 1998 Due to the broad responsibilities of the Deputy City Manager, over time the City came to rely on the Administrative Secretary position to provide more support on human resources' activities. This need continued to increase such that by early 1996, the City's consultant for updating the classification plan recommended (and the City Council subsequently approved) creation of a Personnel Technician position. This position was to be part secretarial (1/4 to 1/3) and part personnel specialist. The then Administrative Secretary was placed in this position, and the Administrative Secretary position was left vacant. The consultant's recommendation reflected the City's budget reality as much as the need for a dedicated personnel staff position. While such a position was needed then, the City could not afford to create an additional position so the combined position was recommended to provide a transition to a full -time dedicated position in the future. In practice, this meant that the Deputy City Manager continued to perform certain personnel related matters that could be performed by a lower level position. As you know, the Deputy City Manager position had a very broad range of responsibilities and was usually involved at some level in most of the critical and new projects and responsibilities addressed by the City. When he had to focus on a particularly important item, other responsibilities couldn't receive the full attention they needed which resulted in a delay or necessitated greater involvement by the City Manager. This is just reality in a City with a relatively small staff. Recent examples include the Hidden Creek Ranch fiscal evaluation, the Moorpark Mosquito Abatement District (MMAD), CFD 97 -1, and Mission Bell Plaza refinancing. A primary purpose of these reassignments is to allow the Deputy (now Assistant) City Manager to focus on his major responsibilities of budget /finance, redevelopment and economic development, property management, risk management, and to be available to take on specific critical assignments such as City Hall Space Needs Study and MMAD dissolution. Agenda Report for CC Meeting of 2/4/98 Re: Upgrade of Positions and Reorganization Page 5 January 26, 1998 DISCUSSION: The City Manager has the authority to make the transfer of assignments and to generally organize the departments of the City. However, regardless of the reassignments of responsibilities that have occurred and will be taking place, it is necessary to make two changes that require City Council action. These items are the upgrade of the Secretary position in the Administrative Services Department to an Administrative Secretary position and the reclassification of the Personnel Technician position to Human Resource Analyst (A proposed classification description for Human Resources Analyst showing the changes from the current Personnel Technician classification is attached as part of Exhibit D.) With the loss of the ATCM position, the Assistant City Manager will now be responsible for intergovernmental relations including VCOG, as well as legislative relations and special projects. I expect greater emphasis countywide on enhancing the role of VCOG over the next 12 -18 months. The ability for someone on staff to have the time to focus on critical issues in a timely manner is very important. In the past, special projects such as library funding and reorganization (and currently animal control services) have shown that it's important to have Moorpark represented throughout the process to ensure our interests are addressed. In the future, this responsibility will primarily fall on the Senior Management Analyst position in the Administrative Services Department. This Senior Management Analyst position was originally designed to work on special in -house projects for all departments under the direction of the former Deputy City Manager position. While a few such projects were accomplished, the assignments for this position transitioned to working on projects that benefitted the organization, such as revised chart of accounts, local area network (LAN), and budget. This position also recently assumed responsibility for resolving computer problems and contract administration and oversight of CFD 97 -1. 00007 Agenda Report for CC Meeting of 2/4/98 Re: Upgrade of Positions and Reorganization Page 6 January 26, 1998 I am also transferring two items from the Administrative Services Manager (parking citations and animal control contract) to Public Works and Community Services, respectively. The Administrative Services Manager will continue to represent the City on the City Manager's task force to review animal control services and costs through its conclusion. The transfer of these items will allow the Administrative Services Manager to spend more time on emergency management and other critical items. It's the combination of needing a full -time position in human resources with more emphasis on employee recognition and development and customer service along with the need to allow the Assistant City Manager to focus on several critical responsibilities that resulted in the shift of the human resources function to the City Clerk's office. The City Clerk will assume the title of Personnel Officer. The City Manager will retain the title of Personnel Director for a period of 6 -12 months and assist the City Clerk in the transition of this new assignment. In addition to Human Resources, the City Clerk will be responsible for a consolidated public information effort. In the past, we had hoped to combine various components of this and assign it to one person, but we were not able to do it because of other priorities and existing assignments. The ATCM position was usually targeted to assume overall responsibility but the City Manager, Deputy City Manager, Director of Community Services (cable TV and marquee signs), and City Clerk all shared this function. Over the past two (2) years, the City Clerk assumed more of the public information activities with the addition of the quarterly 4 -page newsletter as part of the Recreation Brochure, the insert in the assessment district notice, E -mail capability, and internet home page. With the addition of a few specific tasks related to consolidation of the Public Information function and responsibility for personnel and related matters, including the addition of 1.5 positions, the Deputy City Clerk and Records Clerk may perform certain tasks previously performed by the City Clerk. 0000�8 Agenda Report for CC Meeting of 2/4/98 Re: Upgrade of Positions and Reorganization Page 7 January 26, 1998 Due to the current City Clerk's prior position as Principal Planner, she is continuing to work on Specific Plan No. 8 (SP -8) as needed. This was planned as part of the transition to her new position. The hours spent on SP -8 and other planning matters are charged to the Community Development Fund, and additional hours of clerical time have been authorized to offset this need. The following is a summary of the shift of assignments that will officially take effect this month. Duty Public Information Cable TV Govt. Channel Programming Human Resources Customer Service Employee Newsletter Employee Recognition Legislative Relations Special Projects Mosquito Abatement District Staffing Parking Citations Animal Control Contract Fire & Emergency Medical Services Liaison From Various To City Clerk ACM /ASM City Clerk ACM City Clerk ATOM City Clerk/ Human Resources ATCM City Clerk/ Human Resources ATCM City Clerk/ Human Resources ATOM ACM ATCM Adm. Services N/A ACM /Public Works ASM Public Works ASM Community Svcs. rWKSOV-1 ACM The Mayor has suggested that the Law Enforcement contract be administered by the City Manager, not Assistant City Manager since police services are generally considered a department and the assigned Captain functions as a department head. This would once again have this important function directly reporting to the City Manager. About five years ago, this contract was assigned to the former Deputy City Manager position and the City Engineer contract to the Public Works Director to allow more direct ()OU-0�19 Agenda Report for CC Meeting of 2/4/98 Re: Upgrade of Positions and Reorganization Page 8 January 26, 1998 involvement of these two these important contract meets with both the City Director) and Captain (w monthly basis. The City these assignments. city positions in the administration of services. The City Manager currently Engineer (with the Public Works ith the Assistant City Manager) on a Manager does not propose a change on Since the period of late September 1997, the City Manager has fulfilled the role of Personnel Director. During this time, the Personnel Technician, with the exception of coordinating the monthly report to the City Council from the Administrative Services Department and cable TV character generator requests, has worked exclusively on personnel matters. It's my determination that there's a current need for a position to work exclusively on human resources' matters. Regardless of who supervises this position, it needs to be upgraded to reflect the duties and responsibilities currently performed and the expectations of it as the City continues to increase its emphasis on human resource activities. As well as meeting the ever increasing demands of human resource management, the Human Resources Analyst will be involved with customer service activities and be responsible for planning and implementing employee recognition activities and publishing a monthly employee newsletter (word processing of it will still be performed by the Executive Secretary). In addition, this position will be able to save the Personnel Officer /Director time by serving as the initial contact for employees on benefit programs, policies and procedures matters, coordinating and monitoring employee evaluations to ensure they are completed on time and in the prescribed manner, place more emphasis on training including effectiveness of the vendor and the program, making information about available programs more accessible to the employees, and assessing the information learned at the training and how it is being used. With the changing demands, the increasing amount of new and modified regulations of various State and Federal mandates, and critical court rulings, it's important to have a professional level position for this function. Overall, this will allow the City to spend more time 000030 Agenda Report for CC Meeting of 2/4/98 Re: Upgrade of Positions and Reorganization Page 9 January 26, 1998 on this critical function and our most important resource (our employees) and provide more centralized and consistent services. The secretarial duties now performed by the Personnel Technician would be assumed by the newly filled Administrative Secretary position. The Secretary position would be left vacant since the incumbent would be promoted. With this increase in responsibility and as the only remaining secretarial position in the Department, it warrants upgrading to an Administrative Secretary position. Presently, the Administrative Services Department can work with only one secretary position because the personnel function is being transferred, and the Redevelopment Manager is out on unpaid leave. FISCAL IMPACT: The increase for the two proposed upgrades would cost about $8,000 per year, less than half of which will be from the General Fund. The General Fund cost for 1997/98 would be about $2,000 and would come from salary savings in the Assistant City Manager and ATOM positions. No appropriation of funds is necessary for 1997/98. The Human Resource Analyst position would be placed at Salary Range 56. The Personnel Technician is at Range 51. This is a 12 %% difference. This reflects the increased responsibility and is based on a comparison with other cities with similar positions as well as within the organization for positions with comparable responsibilities. The Administrative Secretary classification is at Salary Range 43, and the Secretary classification is at Salary Range 39. This is a 10% difference. On an annual basis, the General Fund portion of the two proposed upgrades is about 7% ($4,000) of the ATOM position cost. 00CA C3: 1 Agenda Report for CC Meeting of 2/4/98 Re: Upgrade of Positions and Reorganization Page 10 January 26, 1998 SUMMARY: The City Manager has implemented certain reassignments of duties and responsibilities to reflect the loss of the ATCM position and for other reasons. Some of the reassignments had already occurred when the former ATCM was appointed as Director of Community Services and solid waste and transit responsibilities were transferred to the Community Services Department. This will also allow the Assistant City Manager to concentrate on certain primary responsibilities, especially finance /budget and economic development /redevelopment and to consolidate the public information function. The proposed upgrade of the Personnel Technician position to Human Resources Analyst reflects the need to spend more time on human resources matters. The upgrade of the Administrative Services Department Secretary to Administrative Secretary partially offsets the loss of secretarial support portion of the Personnel Technician. The fiscal impact is relatively minor considering the salary savings from the planned vacancy in the ATCM position. STAFF RECOMMENDATION: Adopt City Resolution 98- amending Classification Plan (the Resolution o Human Resources Analyst description. descriptions remain unchanged and are office) and adopt Resolution 98- Salary /Compensation Plan as presented SK:db Attachments c: \ccagenda \perstech.198 the City's Job zly includes the proposed All existing classification on file in the City Clerk's amending the City's in this report. 00610132 EXHIBIT A CITY DEPARTMENTS AND THEIR AREAS OF RESPONSIBILITY (alphabetical order) As it Existed Before 7/1/97 CITY CLERK: Records Management Elections lrttit�et L1l�ia Stt A+nliistratior Political Reform Act Filings City Council Agenda Coordination Receipt of Damage Claims Legislative History Maintains Records of all Agreements Monitors Developer Sureties Coordinates Public Bid Procedures Volunteer Program L vrc rem Z:Cnrnk CITY MANAGER'S OFFICE: Emergency Preparedness Public Information Legislation /City Link Intergovernmental Relations Ventura County COG (VCOG) City Attorney Agreement Special Projects Customer Service Goal Setting Public Transit Metrolink Solid Waste Refuse Franchises Household Hazardous Waste Recycling Library Services Agency DEPUTY CITY MANAGER/ADMINISTRATIVE SERVICES: Community Development Block Grant (CDBG) Business Registration Sheriffs Contract Franchise Administration (except refuse) Budget City Treasurer Accounting & Payroll Data Processing Personnel and Risk Management Purchasing Property Management Economic Development Redevelopment Chamber of Commerce Liaison 006033 Special Events Coordination Animal Control Contract Office Manager & Receptionist Telephone System Parking Citations Film Permits DIRECTOR OF COMMUNITY DEVELOPMENT Code Enforcement Current Planning Advance Planning Building and Safety Contract Affordable Housing Requirements for New Developments Housing Rehabilitation Mobile Home Rent Control DIRECTOR OF COMMUNITY SERVICES Recreation Facilities Parks - Planning, Maintenance & Improvement Senior Citizens Center Landscape, Parkways and Median Maintenance Art in Public Places Tree and Landscape Fee Processing of Tree Removal Requests not part of Development Projects Building Security System Teen Council At Risk Youth Program Assessment District (AD 84 -2 & AD 85 -1) Budgeting Administration of City Keys Cable T.V. Government Channel Programming DIRECTOR OF PUBLIC WORKS: City Engineer Agreement Graffiti Abatement Fleet Maintenance Street Maintenance Capital Projects Administration Street Lighting Crossing Guards Storm Drain Maintenance Assessment District (AD 85 -1 & AD 84 -2) Administration and Assessment Engineering Capital Improvement Program Areas of Contribution c:ldeblcitydpts.a o0olua il. EXHIBIT B CITY DEPARTMENTS AND THEIR AREAS OF RESPONSIBILITY (alphabetical order): Prior to 2/5/98 CITY CLERK: Records Management Elections Internet Web Site Administration Political Reform Act Filings City Council Agenda Coordination Receipt of Damage Claims Legislative History Maintains Records of all Agreements Monitors Developer Sureties Coordinates Public Bid Procedures Volunteer Program Ad !!01! Jbftobb CttyN�wslett�t CITY MANAGER'S OFFICE: Public Information Legislation /City Link Ventura County COG (VCOG) City Attorney Agreement Special Projects Customer Service Goal Setting Intergovernmental Reletwoms Pttb'ie Transit Metro'*nk Solid Waste Refuse Framehises Household 1 lazardeus Waste g Library 6eMee&Ageney - A`611ti`AW CITY MANAGER/ADMINISTRATIVE SERVICES: Community Development Block Grant (CDBG) Business Registration Sheriffs Contract Franchise Administration (except refuse) Budget City Treasurer Accounting & Payroll Data Processing Personnel and Risk Management Purchasing Property Management Economic Development Redevelopment Chamber of Commerce Liaison Special Events Coordination Animal Control Contract Office Manager & Receptionist Telephone System Parking Citations 00C101Y. Film Permits DIRECTOR OF COMMUNITY DEVELOPMENT Code Enforcement Current Planning Advance Planning Building and Safety Contract Affordable Housing Requirements for New Developments DIRECTOR OF COMMUNITY SERVICES Recreation Facilities Parks - Planning, Maintenance & Improvement Senior Citizens Center Landscape, Parkways and Median Maintenance Art in Public Places Tree and Landscape Fee Processing of Tree Removal Requests not part of Development Projects Building Security System Teen Council At Risk Youth Program Assessment District (AD 84 -2 & AD 85 -1) Budgeting Gable�� Adrnmm4strafimen of Gity Keys DIRECTOR OF PUBLIC WORKS: City Engineer Agreement Graffiti Abatement Fleet Maintenance Street Maintenance Capital Projects Administration Street Lighting Crossing Guards Storm Drain Maintenance Assessment District (AD 85 -1 & AD 84 -2) Administration and Assessment Engineering Capital Improvement Program Areas of Contribution c:\deb \citydpts.b ()M- 030 ` EXHIBIT C CITY DEPARTMENTS AND THEIR AREAS OF RESPONSIBILITY (alphabetical order) As of 2/5/98 CITY CLERK: Records Management Elections Internet Web Site Administration Political Reform Act Filings City Council Agenda Coordination Receipt of Damage Claims Legislative History Maintains Records of all Agreements Monitors Developer Sureties Coordinates Public Bid Procedures Volunteer Program Administration of City Keys City Newsletter OM Rsyres abon ele T1tuerrrtenrtranne I?ragrrnrn(ig Cuarner:ertce .......................... Erg I plQyee <;Re! og'; i' o n. CITY MANAGER'S OFFICE: Legisfatiomr Gfty -I=imk U 06 'A la Qns City Attorney Agreement Speeial Projeets Goal Setting ASSISTANT CITY MANAGER/ADMINISTRATIVE SERVICES: Community Development Block Grant (CDBG) Business Registration Sheriffs Contract Franchise Administration (except refuse) Budget City Treasurer Accounting & Payroll Data Processing Personnel Risk Management Purchasing Property Management Economic Development Redevelopment Chamber of Commerce Liaison Special Events Coordination Office Manager & Receptionist Telephone System Parking Gitatiens Film Permits Housing Rehabilitation 0OUO3 7 Affordable Housing Programs Mobile Home Rent Control Gable TN Emergency Preparedness Intergovernmental Relations .:........... , .....,,::............. 'Vi ... r� atJr;ty COG .. . .tits kba #er�nl` t l trtet Stafftrig �alijref��latrn$ Spew r<��Q19 ................. F €re ancf Errterge ruices :ieisori DIRECTOR OF COMMUNITY DEVELOPMENT Code Enforcement Current Planning Advance Planning Building and Safety Contract Affordable Housing Requirements for New Developments DIRECTOR OF COMMUNITY SERVICES Recreation Facilities Parks - Planning, Maintenance & Improvement Senior Citizens Center Landscape, Parkways and Median Maintenance Art in Public Places Tree and Landscape Fee Processing of Tree Removal Requests not part of Development Projects Building Security System Teen Council At Risk Youth Program Assessment District (AD 84 -2 & AD 85 -1) Budgeting Public Transit Metrolink Solid Waste Refuse Franchises Household Hazardous Waste Recycling Library Services Agency Artrnal eJ6'*.�t{ol t##rG DIRECTOR OF PUBLIC WORKS: City Engineer Agreement Graffiti Abatement Fleet Maintenance Street Maintenance Capital Projects Administration Street Lighting Crossing Guards Storm Drain Maintenance Assessment District (AD 85 -1 & AD 84 -2) Administration and Assessment Engineering Capital Improvement Program Areas of Contribution Pa a g Ci alttsr l .minis ire .. c:ldeblcitydpts.0 EXHIBIT D RESOLUTION NO. 98- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOORPARK, CALIFORNIA, ESTABLISHING A CLASSIFICATION PLAN AND JOB DESCRIPTIONS FOR NON- COMPETITIVE AND COMPETITIVE SERVICE EMPLOYEES; AND ADDING THE HUMAN RESOURCES ANALYST POSITION, AND RESCINDING RESOLUTION 97 -1397. WHEREAS, the City Council adopted Resolution 97 -1397 establishing job descriptions and classifications for Competitive Service, Non - Competitive Service and Hourly Employees; and, WHEREAS, the City Council, on February 4, 1998, approved in concept a job description for Human Resource Analyst; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MOORPARK, CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS: Section 1. The job descriptions prepared are accepted and included in the City's Classification Plan for all included employees in both the non - Competitive and Competitive Service (as attached in Exhibit "A» Section 2. The City Manager shall have the authority to make temporary additions or deletions to the Classification Plan in the interests of efficient and effective administration of the Plan. Such alterations shall not become an approved part of the Plan until adoption by the City Council by resolution. Section 3. Resolution 97 -1397 is hereby repealed. Passed, Approved, and Adopted this Fourth day of February, 1998. Patrick Hunter, Mayor ATTEST: Deborah Traffenstedt, City Clerk D:WWordPerfect\PERSONNEICOMP2. CLA.wpd 00(A) G CITY OF MOORPARK ASO <A!'5:;SBAl1�1E1; :FVC! Mir ................. ................................. ....... ..... .... .................... OR Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job. DEFINITION To perform a wide variety of personnel administration duties involving recruitment, benefit administration, and workers' compensation administration; to coordinate employee events, training and employee development programs; to provide information and assistance to City employees regarding City personnel policies and procedures; and to provide admuustrative s i rt seereta Haan-- el�eal sup ;,t to the Deputy City 4anageF he �� vr ;e .0 icer,. SUPERVISION RECEIVED AND EXERCISED R ves direction from theirrI €'; >;;«<;;< : ;;;,;; »<: :::' ';: >:;::<, ece i re±Ctarr*rspI. >0tr. ESSENTIAL AND MARGINAL FUNCTION STATEMENTS -- Essential and other important responsibilities and duties may include, but are not limited to, the following: Essential Functions: Plan and coordinate recruitment a d` . J. activities; including the preparation of job announce- ....... ments and help waawd advertisements, dispatch to proper locations, answer phone inquiries; arrange testing and interviewing ` ''`':#t'!• notify applicants of acceptance or re' i ....... ............................... , fY pP P ejection. 2. Provide responsible staff assistance and support tcY Prsnel Octir Cdr 3. Conduct employee orientation; prepare and process personnel documents related to hiring; answer employee questions regarding policies and procedures. 4. Process employee separations including resignations and dismissals; preeess oar '< employee evaluation proms � msu> e y aid it c rough < x�pOr ;and personnel action forms; maintain personnel records and files. 0060 -IfU 1. :X::XX:� Assist with employee n dental vision, life, long term disability,::4I Y VI poy= ... . ... . ..... A14. X ... benefit plans administration; assist employees with claims benefit ...... .......... .. ... . ........ related questions and concerns: ar,d rctsnafa amt ,ley~ 9. Maintain a ealendaf of aefivities, meetings and var-ietts events fOF assigned difeaer; eeerdinate aetivities with ether City depafLmefAs, the publie and etAside ageneies; make neeessary travel affangemefAs-. 8. Pfe-Ade seefetafW and elefiea4 suppeFt duties ineluding "e, format, edit, Rvise and pr-oefm ... ............... ............... P 4 wide variety of reports, forms, letters, memoranda and statistical charts; -teems & We. ....... ... ... .......... draft er- vefbal instruetien—,independently p`%,'k. eempes-e correspondence related to assigned responsibilities. .......... ..... ..... 9. Serve as seefetary Safety.($'.-'=`� and EM On .1 r,�:Committees and eenunissi . .. ...... i ........ 1. - as take and tfmseribe minutes-and ne—nmr-d i-R-44mation . ......... ...... 10. R....e..q...u...i.s...i.t..i.e...n ... .n%.ter id; ...... . fil w Plan nr► . u ..... ... V.1 :Xwl ............. Tro -A R 5% . M.1_1 im .%: ................ a J.6 ... ............ x.: ... ............. .. ........... ::., . ..... . . ... ... . ....... ve x PAW M ....... .......... li:: ................................ ................... ............ ..... ......... n. ................... .......... i .............. Uf ffi. c:u::::: . . . . ... Marginal Functions: Assist in a variety of department operations; perform special projects and assignments as requested. 2. Serve as emergency response worker as necessary. 0 ()61 () -1: L Perform related duties and responsibilities as required. QUALIFICATIONS Knowledge of: Legal aspects of human resources management including unfair labor practices, discrimination and illegal' hr aassmn .......;::<:::::; e t <of r . Principles and practices of employee recruitment, selection, and management. General personnel policies and procedures applicable to the City. Operations, services and activities of assigned department. Modern office procedures, methods and equipment. Business letter writing and basic report preparation techniques. Principles and procedures of record keeping. English usage, spelling, grammar and punctuation. Basic mathematical and statistical principles. Pertinent Federal State and local laws, codes e Qu lation s PER FM la�tsrrsi Ability to: Coordinate, organize and review the work of staff in the area of work assigned. Interpret and explain lampolicies and procedures. Perform responsible sell work involving the use of independent judgment and personal initiative. Understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities. Independently prepare correspondence and memoranda. Prioritize work and perform multiple functions at once. ?CC Bella ° »eol?sk ... ........ � irtult�� a��gx�tent� and 1�. Type and/or enter data into a computer at a speed necessary for successful job performance. Work independently in the absence of supervision. Work cooperatively with other departments, City officials and outside agencies. Communicate clearly and concisely, both orally and in writing. Establish and maintain effective working relationships with those contacted in the course of work. Maintain physical condition appropriate to performance of assigned duties and responsibilities. Maintain mental capacity which allows for effective interaction and communication with others. Maintain effective audio /visual discrimination and perception to the degree necessary for the successful performance of assigned duties. Exnerience and Training Guidelines Any combination ofexperience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be: Experience: Tree '�' t?v Years. of increasingly responsible administFative seeFetarial human resources experience .. o f <t Training• Equivalent to the completion of the twelfth grade gip? I.I . e?;supplemented by specialized seeFetariel training artd Q�t upx d#ysiar� college level course work in personnel or human resources aad pr�l�€ci€i�'t�ttw� �, cd€d��e�t aid mss::. WORKING CONDITIONS Environmental Conditions: Office environment; occasional field environment; exposure to computer screens. Physical Conditions: Essential functions may require maintaining physical condition necessary for sitting for prolonged periods of time; light lifting, carrying, pushing and pulling; reaching; handling; use of fingers; talking; hearing; near acuity. Asp EXHIBIT E. RESOLUTION 98- A RESOLUTION OF THE CITY OF MOORPARK, CALIFORNIA AMENDING THE SALARY PLAN FOR COMPETITIVE SERVICE, NON - COMPETITIVE SERVICE AND HOURLY EMPLOYEES, AND RESCINDING RESOLUTION 97 -1398 WHEREAS, on November 5, 1997, City Council adopted Resolution 97 -1398, establishing the Salary Plan for Competitive Service, Non - Competitive Service and Hourly Employees, respectively for Fiscal Year 1997/98; and WHEREAS, the City Council has approved the addition of one new classification into the City's Job Classification Plan and requiring it to be added to the Salary Plan; NOW THEREFORE THE CITY COUNCIL OF THE CITY OF MOORPARK, CALIFORNIA DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS: Section 1. The salary plan of bi- weekly rates is hereby adopted for all of the positions listed: Non - Competitive Service Positions Salary Range City Manager 91 G City Manager 83 Community Development Director 79 Community Services Director 79 Public Works Director 79 City Clerk 71 Economic Development/Redevelopment Manager 69 Assistant to the City Manager 69 Administrative Services Manager 69 Finance /Accounting Manager 69 Planning Manager 69 Recreation Superintendent 65 [Principal Planner 65 6.0�'Lo x,.4, . 4 Senior Management Analyst 65 Management Analyst 60 Competitive Service Positions Range Senior Planner 64 Associate Planner 60 Public Works Supervisor/Inspector 60 Recreation Supervisor 59 Maintenance Supervisor 59 Vector Control Specialist 59 Assistant Planner 56 Human Resources Analyst 56 Executive Secretary 52 Code Enforcement Officer II 51 Account Technician II 51 Personnel Technician 51 Senior Center Coordinator 51 Account Technician I 46 Deputy City Clerk 46 Senior Maintenance Worker 45 Administrative Secretary 43 Maintenance Worker II 41 Vector Control Technician 41 Code Enforcement Officer I 40 Crossing Guard Supervisor 39 Secretary 39 Receptionist 39 Account Clerk II 38 Records Clerk 38 SL L4 `7 Maintenance Worker I 37 Account Clerk I 34 Hourly Positions Range Program Director 34 Recreation Coordinator 32 Intern 30 Laborer /Custodian II1 28 Recreation Leader III 22 Clerk 22 Administrative Aide 22 Clerk Typist 20 Laborer /Custodian 11 18 Crossing Guard 18 Recreation Leader II 14 Laborer /Custodian 1 10 Recreation Leader I 6 Clerical Aide 6 Section 2. The corresponding salaries for the ranges established in Section 1 are attached as Bi- Weekly Salary Table 1. Section 3. The Salary Plan is based on a two and one -half percent by two and one -half percent structure with nine steps. The salary is based on a bi- weekly (80 hours) rate. The annual rate is calculated by multiplying by 26 pay periods. The monthly rate is calculated by dividing the annual rate by 12 months. The hourly rate is determined by dividing the bi- weekly rate by 80 hours. Section 4. Implementation of salary adjustments for positions noted in Section 1 shall be limited by the performance review system. Section 5. The implementation of the Salary Plan shall be applicable to the payroll period beginning Monday, February 16, 1998. Section 6. Resolution 97 -1398 is hereby repealed. That Resolution 98 -_ is hereby passed, approved, and adopted this 4th day of February, 1998. Patrick Hunter, Mayor ATTEST: Deborah Traffenstedt, City Clerk 970709.082 0OVtY47 Biweekly Salary Table Fiscal Year 1997/1998 Biwkly 801 Step A B Step C Step D Ste E Ste F Ste G Ste H Ste I _Step Range 1 412 80 423.12 433.70 -- -- 42 Range 2- 423.12 _ 433.70', 444.54 444.54 455.65 467.04 478.72; 490.691 , 502.96; 455.65 467.04 478.72. 490.69 502.96' 515.53 Range 3 _433.70 444.54 455.65 467.04 478.72 490.69: 502.96: 515.531 528.42 Ran e 4 444 54 45 65 5 - - �- 467.04 478.72 490.69 502.96 515.53 528.42 541.63 Range 5 455.65 467.04 478.72 490.69 502.96 515.53 528.421 541.63 555.17 Range - 6' 467.04 478.72 490.69 502.96 515.53 -52-8.42; 541.63 555.17 569.05 Range 7'__ _47872 490.69 502.96 515.53 528.42 541.631 555.17 569.05 583.28 'Range 8 490.69 502.96 515.53 528.42 541.63 555.17 569.05 583.28 597.86 Ran e - 91 502.96 515.53 528.42 541.63 555.17 569.05 583.28 597.86 612.81 Ran a 10 515.53 528.42 541.63 555.17 569.05 583.28 597.86 612.81 628.13 Range 11 528.42 541.63 555.17 569.05 583.28 597.86 612.81 628.13 643.83 Range 12 541.63 555.17 569.05 583.28 597.86 612.81 628.13 643.83 659.93 Range 13 555.17 569.05 583.28 597.86 612.81 628.13 643.83 659.93 676.43 Range 14 569.05 583.28 597.86 612.81 628.13 643.83 659.93 676.43 693.34 Range 15 583.28 597.86 612.81 628.13 643.83 659.93 676.43 693.34 710.67 Range 16 597.86 612.81 628.13 643.83 659.93 676.43 693.34 710.67 728044 Range 17 612.81 628.13 643.83 659.93 676.43 693.34 710.67 728.441 746.65 Range 18 628.13 643.83 659.93 676.43 693.34 710.67 728.44 746.65 765.32 Range 19 643.83 659.93 676.43 693.34 710.67 728.44 746.65 765.32 784.45 Range 20 659.93 676.43 693.34 710.67 728.44 746.65 765.32 784.45 804.06 Range 21 676.43 693.34 710.67 728.44 746.65 765.32 784.45 804.06 824.16 Range 22 693.34 710.67 728.44 746.65 765.32 784.45 804.06 824.16 844.76 Range 23 710.67 728.441 746.65 765.32 784.45 804.06 824.16 844.76 865.88 Range 24 728.44 746.651 765.32 784.45 804.06 824.16 844.76 865.88 887.53 Range 25 746.65 765.321 784.45 804.06 824.16 844.76 865.88 887.53 909.72 Range 26 765.32 784.45 804.06 824.16 844.76 865.88 887.53 909.72 932.46 Range 27 784.45 804.06 824.16 844.76 865.88 887.53 909.72 932.46 955.77 Range 28 804.06 824.16 844.76 865.88 887.53 909.72 932.46 955.77 979:66 Range 29 824.16 844.76 865.88 887.53 909.72 932.46 955.77 979.66 1,004.15 Range 30 844.76 865.88 887.53 909.72 932.46 955.77 979.66 1,004.15 1,029.25 Range 31 865.88 887.53 909.72 932.46 955.77 979.66 1,004.15 1,029.25 1,054.98 Range 32 887.53 909.721 932.46 955.77 979.66 1,004.15 1,029.25 1,054.98 1,081.35 Range 33 909.72 932.46 955.77 979.66 1,004.15 1,029.25 1,054.98 1,081.35 1,108.38 Range 34 932.46 955.77 979.66 1,004.15 1029.25 1,054.98 1,081.35 1,108.38 1,136.09 Range 35 955.77 979.66 1,004.15 1,029.25 1,054.98 1,081.35 1,108.38 1,136.09 1,164.49 Range 36 979.66 1,004.15 1,029.25 1,054.98 1,081.35 1,108.38 1,136.09 1,164.49 1,193.60 Range 37 1,004.15 1,029.25 1,054.98 1,081.35 1,108.38 1,136.09 1,164.49 1,193.60 1,223.44 Range 38 1,029.25 1,054.98 1,081.35 1,108.38 1,136.09 1,164.49 1,193.60 1,223.44 1,254.03 Range 39 1,054.98 1,081.35 1,108.38 1,136.09 1,164.49 1,193.60 1,223.44 1,254.03 1,285.38 Range 40 1,081.35 1,108.38 1,136.09 1,164.49 1,193.60 1,223.44 1,254.03 1,285.38 1,317.51 Range 41 1,108.38 1,136.09 1,164.49 1,193.60 1,223.44 1,254.03 1,285.38 1,317.51 1,350.45 Range 42 1,136.09 1,164.49 1,193.60 1,223.44 1,254.03 1,285.38 1,317.51 1,350.45 1,384.21 Ran a 43 1,164.49 1,193.601 1,223.44 1,254.03 1,285.38 1,317.51 1,350.45 1,384.21 11418.82 Range 44 1,193.60 1,223.44 1,254.03 1,285.38 1,317.51 1,350.45 1,384.21 1,418.82 1,454.29 Range 45 1,223.44 1,254.03 1,285.38 1,317.51 1,350.45 1,384.21 1,418.82 1,454.29 1,490.65 Range 46 1,254.03 1,285.38 1,317.51 1,350.45 1,384.21 1,418.82 11454.29 1,490.65 1,527.92 Range 1 47 1,285.38 1,317.51 1,350.45 1,384.21 1,418.82 1,454.29 1,490.65 1,527.92 1,566.12 Ran a 48 1,317.51 1,350.45 1,384.21 1,418.82 1,454.29 1,490.65 1,527.92 1,566.12 1,605527 Ran a 49 1,350.45 1,384.21 1,418.82 1,454.29 1,490.65 1,527.92 1,566.12 1,605.27 1,644 07/99/q7 u,u td t Biweekly Salary Table Fiscal Year 1997/1998 Biwkly 8d _Step A Step B ,Range- 50; 1,384.21' 1,418.82 -, - -- Ranp -i 511 1,418.821 1,454.291,490.65 52 1,454.29 1,490.65 Range 53, 1,490.65 1,527.92 Range -i 54 1,527.921 1,566.12 Step C 1,454.29 i 1,527.92 1,566.12 1,605.27 Ste D 1,490.65 1,527.92 1,566.12 1,605.27 1,645.40 Step E 1,527.92 1,566.12 1,605.27 1,645.40 1,686.54 Ste F Step G 1,566.12! 1,605.27 1,605.27 1,645.40 1,645.40 1,686.54 1,686.54; 1,728.70 1,728.701 1,771.92 Step H Step I 1,645.40 1,686.54 1,686.54' 1,728.70 1,728.70 1,771.92 1,771.92; 1,816.221 1,816.22 1,861.631 Ran a R 55 1,566.12 1,605.27 1,645.40 1,686.54 1,728.70 1,771.92 1,80 16.22 186163 , . 190817 1,955.87 2,004.77 2,054.89 2,106.26 2,158.92 2,212.89 2,268.21 2,324.92 2,383.04 2,442.62 2,503.69 2,666.28 2,630.44 2,696.20 , . 8. 2,903.52 2,976.11 3,050.51 3,126.77 3,204.94 ,285.06 3,367.19 3,451.37 3,537.65 3,626.09 3,716.74 3,809.66 3,904.90 4,002.52 4,102.58 4,205.14 4,310.27 1,816.22 1,861.63 1,908.17 ' jan Ra a a an a Range Range Range Range Range Range Range Range Range Range Range a Ran a Ran a a Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Ran a Ran a - 57 60 61 62 63 64 65 66 67 68 69 70 71 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 , 1,64540 . , . , . 1,771.92 1,816.22 1,861.63 1,908.17 1,955.87 2,004.77 2,054.89 2,106.26 2,158.92 2,212.89 2,268.21 2,324.92 2,383.04 2,442.62 2,503.69 2,566.28 2,630.44 2,696.20 2,763.61 2,832.70 2,903.52 2,976.11 3,050.51 3,126.77 3,204.94 3,285.06 3,367.19 3,451.37 3,537.65 3,626.09 3,716.74 3,809.66 , . 1,686.54 , . , . 1,816.22 1,861.63 1,908.17 1, 955.87 2,004.77 2,054.89 2,106.26 2,158.92 2, 212.89 2,268.21 2,324.92 2,383.04 2,442.62 2,503.69 2,566.28 2,630.44 2,696.20 2,763.61 2,832.70 2,903.52 2,976.11 3,050.51 3,126.77 3,204.94 3,285.06 3,367.19 3,451.37 3,537.65 3,626.09 3,716.74 3,809.66 3,904.90 , . 1,7 28.70 , . , .22 1,861.63 1,908.17 1,955.87 2, 004.77 2,054.89 2,106.26 2,158.92 2,212.89 2,268.21 2,324.92 2,383.04 2,442.62 2,503.69 2,566.28 2,630.44 2,696.20 2,763.61 2,832.70 2,903.52 2,976.11 050.51 3,126.77 3,204.94 3,285.06 3,367.19 3,451.37 3,537.65 3,626.09 3,716.74 3,809-66 3,904.90 4,002.52 1,728.70 1 ,771.92 1,816.22 1,861.63 1,908.17 1,955.87 2,004.77 2, 054.89 2106.26 2,158.92 2,212.89 2,268.21 2,324.92 2,383.04 2442.62 2,503.69 2,566.28 2,630.44 2,696.20 2,763.61 2,832.70 2,903.52 2,976.11 3,050.51 3,12.77 3,204.94 3,285.06 3,367.19 3,451.37 3,537.65 3,626.09 3,716.74 3,809.66 3,904.90 4,002.52 4,102.58 1,771.92 1,816.2 1,861.63 1,908.17 1,955.87 21004.77 2,054.89 2,106.26 2,158.92 2,212.89 2,268.21 2,324.92 2,383.04 2,442.62 2,503.69 2,566.28 2,630.44 , . 2,763.61 2,832.70 2,903.52 2,976.11 3,050.51 3,126.77 3,204.94 3,285.06 3,367.19 3 451.37 3,537.65 3,626.09 3,716.74 3,809.66 3,904.90 4,002.52 4,102.58 4,205.14 195587 2,004.77 2,054.89 1,908.17 1,955.87 2,004.77 2,054.89 2,106.26 1,955.87 2,004.77 2,054.89 2,106.26 2,158.92 2,106.26 2,158.92 2,212.89 2,158.92 2,212.89 2,268.21 2,212.89 2, 268.21 2,324.92 2,268.21 .2,324.92 2,383.04 2,324.92 2,383.04 2,442.62 2,383.04 2,442.62 2,503.69 2,442.62 2,503.69 2,566.28 2,503.69 2,566.28 2,566.28 2,630.44 2,630.44 2,696.20 2,630.44 2,696.20 2,763.61 2,696.20 2,763.61 2,832.70 2,763.61 2,832.70 9572 2,03.2 , . 90 2,3.52 911 2,76.Ran , . ,76. 911 3, .5 0501 2,976.11 3,050.51 3,126.77 3,050.51 3,126.77 3,204.94 3,126.77 3,204.94 3,285.06 3,204.94 3,285.06 3,367.19 3,285.06 3,367.19 3,451.37 3,367.19 3,537.65 3,451.37 3,537.65 3,626.09 3,537.65 3,626.09 3,716.74 3 626.09 3 716.74 3 809.66 3,716.74 3,809.66 3,904.90 3,809.66 3,904.90 4,002.52 3,904.90 4,002.52 4,102.58 4,002.52 4,102.58 4,205.14 4,102.58 4,205.14 4,310.27 4,205.14 4,310.27 4,418.03 4,310.27 4,418.03 4,528.48 4,418.03 4,528.48 4,641.69 (WIC, �* 07/22/97 Monthly Salary Table Fiscal Year 1997/1998 Monthly___ 1731 Step A Step 8 Step C Ste D Step E Step F Ste G Step i Ste I Range 1 894.40; 916.76 939.681 963.17 987.25; 1,011.93 1,037.23 1,063.161 1,089.741 5ange_ _ 2! 916.76' 939.68 963.171 987.25 1,011.931 1,037.23 1,063.16 1,089.741 1,116.981 Range 3' 939.68 963.17 987.25 1,011.93 1,037.23 1,063.16 1,089.74 1,116.98' 1,144.90 -Range Range_, 4 963.17 5 987.25 987.25 1,011.93 1,011.93 1,037.23 1,037.23 1,063.161 1,089.74 1,063.16 1,089.741 1,116.98 1,116.98 1,144.90 1,144.90 1,173.52 1,173.52 1,202.86 Range 6' 1,011.93 1,037.23 1,063.16 1,089.74 1,116.981 1,144.90 1,173.52 1,202.86 1,232.93 �Rane _ 7 1,037.23 1,063.16 11089.741 1,116.98, 1,144.90 1,173.52 1,202.86 1,232.93 1,263.75 Range 8 1,063.16 1,089.74 1,116.981 1,144.901 1,173.52 1,202.86 1,232.93 1,263.75 1,295.34 Range 9 1,089.74 1,116.98 1,144.90 1,173.52 1,202.86 1,232.93 1,263.75 1,295.34 1,327.72 Range 10 1,116.98 1,144.90 1,173.52 1,202.86 1,232.93 1,263.75 1,295.34 1,327.72 1,360.91 Range 11 1,144.90 1,173.52 1,202.86 1,232.93 1,263.75 1,295.34 1,327.72 1,360.91 1,394.93 Range 12 1,173.52 1202.86 1,232.93 1,263.75 1,295.34 1,327.72 1,360.91 1,394.93 1,429.80 Range 13 1,202.86 1,232.93 1,263.75 1,295.34 1,327.72 1,360.91 1,394.93 1,429.80 1,465.55 Range 14 1,232.93 1,263.75 1,295.34 1,327.72 1,360.91 1,394.93 1,429.80 1,465.55 1,502.19 Range 15 1,263.75 1,295.34 1,327.72 1,360.91 1,394.931 1,429.80 1,465.55 1,502.19 1,539.74 Range 16 1,295.34 1,327.72 1,360.91 1,394.93 1,429.80 1,465.55 1,502.19 1,539.74 1,578.23 Range 17 1,327.721 1,360.91 1,394.93 1,429.80 1,465.55 1,502.19 1,539.74 1,578.23'1,617.69 Range 18 1,360.91 1,394.931 1,429.80 1,465.55 1,502.19 1,539.74 1,578.23 1,617.69 1,658.13 Range 19 1,394.93 1,429.80 1,465.55 1,502.19 1,539.74 1,578.23 1,617.69 1,658.13 1,699.58 Range 20 1,429.80 1,465.55 1,502.19 1,539.74 1,578.23 1,617.69 1,658.13 1,699.58 1,742.07 Ran a 21 1,465.55 1,502.19 1,539.74 1,578.23 1,617.69 1,658.13 1,699.58 1,742.07 1,785.62 Ran a 22 1,502.19 1,539.74 1,578.23 1,617.69 1,658.13 1,699.58 1,742.07 1,785.62 1,830.26 Ran a 23 1,539.74 1,578.23 1,617.69 1,658.13 1,699.58 1,742.07 1,785.62 1,830.26 1,876.02 Ran a 24 1,578.23 1,617.69 1,658.13 1,699.58 1,742.07 1,785.62 1,830.26 1,876.02 -1,922.92 Range 25 1,617.69 1,658.13 1,699.58 1,742.07 1,785.62 1,830.26 1,876.02 1,922.92 1,970.99 Range 26 1,658.13 1,699.58 1,742.07 1,785.62 1,830.26 1,876.02 11922.92 1,970.99 2,020.26 Range 27 1,699.58 1,742.07 1,785.62 1,830.26 1,876.02 1,922.92 1,970.99 2,020.26 2,070.77 Range 28 1,742.07 1,785.62 1,830.26 1,876.02 1,922.92 1,970.99 2,020.26 2,070.77 2,122.54 Range 29 1,785.62 1,830.26 1,876.02 1,922.92 1,970.99 2,020.26 2,070.77 2,122.54 2,175.60 Range 30 1,830.26 1,876.02 1,922.92 1,970.99 2,020.26 - 2,070.77 2,122.54 2,175.60 2,229.99 Range 31 1,876.02 1,922.92 1,970.99 2,020.26 2,070.77 2,122.54 2,175.60 2,229.991 2,285.74 Range 32 1,922.92 1,970.99 2,020.26 2,070.77 2,122.54 2,175.60 2,229.99 2,285.74 2,342.88 Range 33 1,970.99 2,020.26 2,070.77 2,122.54 2,175.60 2,229.99 2,285.74 2,342.88 2,401.45 Range 34 2,020.26 2,070.77 2,122.54 2,175.60 2,229.99 2,285.74 2,342.88 2,401.45 2,461.49 Range 35 2,070.77 2,122.54 2,175.60 2,229.99 2,285.74 2,342.88 2,401.45 2,461.49 2,523.03 Range 36 2,122.54 2,175.60 2,229.99 2,285.74 2,342.88 2,401.45 2,461.49 2,523.03 2,586.11 Range 37 2,175.60 2,229.99 2,285.74 2,342.88 2,401.45 2,461.49 2,523.03 2,586.11 2,650.76 Range 38 2,229.99 2,285.74 2,342.88 2,401.45 2,461.49 2,523.03 2,586.11 2,650.76 2,717.03 Range 39 2,285.74 2,342.88 2,401.45 2,461.49 2,523.03 2,586.11 2,650.76 2,717.03 2,784.96 Range 40 2,342.881 2,401.45 2,461.49 2,523.03 2,586.11 2,650.76 2,717.03 2,784.96 2,854.58 Range 41 2,401.45 2,461.49 2,523.03 2,586.11 2,650.76 2,717.03 2,784.96 2,854.58 2,925.94 Range 42 2,461.49 2,523.03 2,586.11 2,650.76 2,717.03 2,784.96 2,854.58 2,925.94 2,999.09 Range 43 2,523.03 2,586.11 2,650.76 2,717.03 2,784.96 r 2,854.58 2,925.94 2,999.09 3,074.07 Range 44 2,586.11 2,650.76 2,717.03 2,784.96 2,854.58 2,925.94 2,999.09 3,074.07 3,150.92 Range 45 2,650.76 2,717.03 2,784.96 2,854.58 2,925.94 2,999.09 3,074.07 3,150.92 3,229.69 Range 46 2,717.03 2,784.96 2,854.58 2,925.94 2,999.09 3,074.07 3,150.92 3,229.69 3,310.43 Range 47 2,784.96 2,854.58 2,925.94 2,999.09 3,074.07 3,150.92 3,229.69 3,310.43 3,393.19 Range 48 2,854.58 2,925.94 2,999.09 3,074.07 3,150.92 3,229.69 3,310.43 3,393.19 3,478.02 Range 49 2,925.94 2,999.09 3,074.07 3,150.92 3,229.69 3,310.43 3,393.19 3,478.02 3,564.97 000 ()�t� n7/11/07 Monthly Salary. Table Fiscal Year 1997/1998 Monthly 'l 173L Step A l Step B Step C Ste D Step E Ste F Ste G Step H Step I Range 50 2,999.09 3,074.07, 3,150.92' 3,229.69, 3,310.43 3,393.19 3,478.02; 3,564.97 3,654.09 Range51 j 3,074.07' 3,150.92 3,229.69 3,310.43 3,393.19; 3,478 02 3,564.971 3,654.09 3,745.44~ Range 52 3,150.92 3, 229.69 , 3, 310.43 3, 393.19 3,478.021 3,564.971 _ 3,654.09 3,745.44 3,839.081, Ran a 53 3,229.69' 3,310.431 3,393.19 3,478.02 3,564.97 3,654.09 3745.44 3,83Ran a 3,564.97 3,654.09 3, 9.08 3,935.06 . . ,35.06 4,033.44 1 , . , . , .2 IRanae 55 3'19q 19 3 d7.q n-.) i Z rrA 07 9 CGA nn — Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Range Ran a Range 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 3,478.02 3,564.97 3,654.09 3,745.44 3,839.08 3,935.06 4,033.44 4,134.28 4,237.64 4,343.58 4,452.17 4,563.47 4,677.56 4,794.50 4,914.36 5,037.22 5,163.15 5,292.23 5,424.54 5,560.15 5,699.15 5,841.63 5,987.67 6,137.36 6,290.79 6,448.06 6,609.26 6,774.49 6,943.85 7,117.45 7,295.39 7,477.77 7,664.71 7,856.33 8,052.74 8,254.06 3,564.97 3,654.09 3,745.44 3,839.08 3,935.06 4,033.44 4,134.28 4,237.64 4,343.58 4,452.17 4,563.47 4,677.56 4,794.50 4,914.36 5,037.22 5,163.15 --- 5,292.2,24.54 5,424.54 5,560.15 5,699.15 5,841.63 5,987.67 6,137.36 6,290.79 6,448.06 6,609.26 6,774.49 6,943.85 7,117.45 7,295.39 7,477.77 7,664.71 7,856.33 8,052.74 8,254.06 8,460.41 3,654.09 3,745.44 3,839.08 3,935.06 4,033.44 4,134.28 4,237.64 4,343.58 4,452.17 4,563.47 4,677.56 4,794.50 4,914.36 5,037.22 5,163.15 —5,2— 92.23 5,560.15 5,699.15 5,841.63 5,987.67 6,137.36 6,290.79 6,448.06 6,609.26 6,774.49 6,943.85 7117.45 7,295.39 7,477.77 7,664.71 7, 856.33 8,052.74 8,254.06 8,460.41 8,671.92 3,745.44 3,839.08 3,935.06 4,033.44 4,134.28 4,237.64 4,343.58 4,452.17 4,563.47 4,677.56 4,794.50 4,914.36 5,037.22 5,163.15 5,292.23 5,424.54 5,560.15 5,699.15 5,841.63 5,987.67 6,137.36 6,290.79 6,448.06 6,609.26 6,774.49 6,943.85 7,117.45 7,295.39 7,477.77 7,664.71 7,856.33 8,052.74 8,254.06 8,460.41 8,671.92 8,888.72 3,839.08 3,935.06 4,033.44 4,134.28 4,237.64 4,343.58 4,452.17 4,563.47 4,677.56 4,794.50 4,914.36 5,037.22 5,163.15 5,292.23 5,424.54 5,560.15 5,699.15 5,841.63 5,987.67 6,137.36 6,290.79 6,448.06 6,609.26 6,774.49 6,943.85 7,117.45 7,295.39 7,477.77 7,664.71 7,856.33 8,052.74 8,254.06 8,460.41 8,671.92 8,888.72 9,110.94 3,0j . Ua 3,935.06 4,033.44 4,134.28 4,237.64 4,343.58 4,452.17 4,563.47 4,677.56 4,794.50 4,914.36 5,03722 5,163.15 5,292.23 5,424.54 5,560.15 5,699.15 5,841.63 5,987.67 6,137.36 6,290.79 6,448.06 6,609.26 6,774.49 6,943.85 7,117.45 7,295.39 7,477.77 7,664,71 7,856.33 8,052.74 8,254.06 8,460.41 8,671.92 8,888.72 9,110.94 9,338.71 J. ae5. b 4,033.44 4,134.28 4,237.64 4,343.58 4,452.17 4,033.44 4,134.28 4,237.64 4,343.58 4,452.17 ' 4,134.28' 4,237.64 4,343.58 4,452.17 4,563.47 4,563.47 4,677.56 4,563.47 4,677.56 4,794.50 4,914.36 5,037.22 5,163.15 5,292.23 4,677.56 4,794.50 4,794.50 4,914.36 4,914.36 5,037.22 5,037.22 5,163.15 5,163.15 5,292.23 5,292.23 5,424.54 5,424.54 5,560.15 5,424.54 5,560.15 5,560.15 5,699.15 5,699.15 5,841.63 5,699.15 5, 841.63 5,987.67 6,137.36 5,841.63 5,987.67 5, 987.67 6,137.36 6,137.36 6,290.79 - 6,290.79 - 6,448.06 6,290.79 6,448.06 6,609.26 6,448.06 6,609.26 6,774.49 6,609.26 6,774.49 6,943.85 7,117.45 7,295.39 6,774.49 6,943.85 6,943.85 7,117.45 7,117.45 7,295.39 7,477.77 7,295.39 7,477.77 7,664.71 7,477.77 7,664.71 7,856.33 8,052.74 8,254.06 7,664.71 7,856.33 7,856.33 8,052.74 8,052.74 8,254.06 8,254.06 8,460.41 8,460.41 8,671.92 8,460.41 8,671.92 8,888.72 8,671.92 8,888.72 9,110.94 8,888.72 9,110.94 9,338.71 9,572.18 9,110.94 9,338.71 9,338.71 9,572.18 9,572.18 9,811.48 9,811.481 10,056.77 07/22/97 Annual Salary Table Fiscal Year 1997/1998 Annual 2080 Step A Step B Step C Step D Ste E Ste F Ste G Ste H Ste I Range 7 ge 2 10,732.80 11,001.121 11,001.12 11,276.15 11,276.15 11,558.05 11,558.051 11,847.001 11,847.00 12,143.18 12,143.18 12,446.76 12,446.76 12,757.93 12,757.93: 13,076.88 13,076.88: 13,403.80 ,Range 3 11,276.15 11,558.05 11,847.001 12,143.18 12,446.76 12,757.93 13,076.88 13,403.80; 13,738.90 j ,Range 'Range 4 11,558.05 11,847.00 12,143.18 12,446.76 12,757.93 13,076.88 13,403.80 13,738.901 14,082.37 5 11,847.00 12,143.18 12,446.76 12,757.93 13,076.88 13,403.80 13,738.90 14,082.37' 14,434.43'' Ran e 6 12,143.18 12,446.76 12,757.93 13,076.88 13,403.80 13,738.90 14,082.37 14,434.43 14,795.291 Range 7 12,446.76 12,757.93 13,076.88 13,403.80 13,738.90 14,082.37 14,434.43 14,795.29 15,165.171 Range 8 12,757.93 13,076.88 13,403.80 13,738.90 14,082.37 14,434.43 14,795.29 15,165.17 15,544.30 Range 9 13,076.88 13,403.80 13,738.90 14,082.37 14,434.43 14,795.29 15,165.17 15,544.30 15,932.91 Range 10 13,403.80 13,738.90 14,082.37 14,434.43 14,795.29 15,165.17 15,544.30 15,932.91 16,331.23 Range 11 13,738.90 14,082.37 14,434.431 14,795.29 15,165.17 15,544.30 15,932.91 16,331.23 16,739.51 Range 12 14,082.37 14,434.43 14,795.29 15,165.17 15,544.30 15,932.91 16,331.23 16,739.51 17,158.00 Range 13 14,434.43 14,795.29 15,165.17 15,544.30 15,932.91 16,331.23 16-173-9-.5-1 17,158.00 17,586.95 Range 14 14,795.29 15,165.17 15,544.30 15,932.91 16,331.23 16,739.51 17,158.00 17,586.95 18,026.62 Range 15 15165.17 15-15-44.3-0- 15,932.91 16 331.23 16,739.51 17158.00 17 586.95 18 026.62 18-1477.2-9- Range 16 15,544.30 15,932.91 16,331.23 16,739.51 17,158.00 17,586.95 18,026.62 18,477.29 18,939.22 Range 17 15,932.91 16,331.231 16,739.51 17,158.00 17,586.95 18,026.62 181477.29 18,939.22 19,412.70 Range 18 16,331.23 16,739.51 17,158.00 17,586.95 18,026.62 18,477.29 18,939.22 19,412.70 •19,898.02 Range 19 16,739.51 17,158.00 17,586.95 18,026.62 18,477.29 18,939.22 19,412.70 19,898.02 20,395.47 Range 20 17,158.00 17,586.95 18,026.62 18,477.29 18,939.22 19,412.70 19,898.02 20,395.47 20,905.36 Range 21 17,586.95 18,026.62 18,477.29 18,939.22 19,412.70 19,898.02 20,395.47 20,905.36 21,427.99 Range 22 18 026.62 18 477.29 18 939.22 19,412.70 19,898.02 20 395.47 20 905.36 21,427.99 2196369 Range 23 18,477.29 18,939.22 19,412.70 19,898.02 20,395.47 20,905.36 21,427.99 21,963.69 22,512.76 Range 24 18,939.22 19,412.70 19,898.02 20,395.47 20,905.36 21,427.99 21,963.69 22,512.78 23,075.60 Range 25 19,412.70 19,898.02 20,395.47 20,905.36 21,427.99 21,963.69 22,512.78 23,075.60 23,65 -2.49 Range 26 19,898.02 20,395.47 20,905.36 21,427.99 21,963.69 22,512.78 23,075.60 23,652.49 24,243.80 Range 27 20,395.47 20,905.36 21,427.99 21,963.69 22,512.78 23,075.60 23,652.49 24,243.80 24,849.90 Range 28 20,905.36 21,427.99 21,963.69 22,512.78 23,075.60 23,652.49 24,243.80 24,849.90 25,471.15 Range 29 21,427.99 21,963.691 22,512.78 23,075.60 23,652.49 24,243.80 24,849.90 25,471.15 26,107.93 Range 30 21,963.69 22,512.78 23,075.60 23,652.49 24,243.80 24,849.90 25,471.15 26,107.93 26,760.63 Range 31 22,512.78 23,075.60 23,652.49 24,243.80 24,849.90 25,471.15 26,107.93 26,760.63 27,429.65 Range 32 23,075.60 23,652.49 24,243.80 24,849.90 25,471.15 26,107.93 26,760.63 27,429.65 28,115.39 Range 33 23,652.49 24,243.80 24,849.90 25,471.151 26,107.93 26,760.63 27,429.65 28,115.39 28,818.27 Range 34 24 243.80 24,849.90 25 471.15 26,107.93 26 760.63 27 429.65 28115.39 28f818.27 29 538.73 Range 35 24,849.90 25,471.15 26,107.93 26,760.63 27,429.65 28,115.39 28,818.27 29,538.73 30,277.20 Range 36 25,471.15 26,107.93 26,760.63 27,429.65 28,115.39 28,818.27 29,538.73 30,277.20 31,034.13 Range 37 26,107.93 26,760.63 27,429.65 28,115.39 28,818.27 29,538.73 30,277.20 31,034.13 31,809.98 Range 38 26,760.63 27,429.65 28,115.39 28,818.27 29,538.73 30,277.20 31,034.13 31,809.98 32,605.23 Range 39 27,429.65 28,115.39 28,818.27 29,538.73 30,277.20 31,034.13 31,809.98 32,605.23 33,420.36 Range 40 28,115.391 28,818.27 29,538.73 30,277.20 31,034.13 31,809.98 32,605.23 33,420.36 34,255.87 Ran a 41 28,818.27 29,538.73 30 277.20 31,034.13 31,809.98 32 605.23 33 420.36 34,255.87 3-51112-2-7 an a 42 29,538.73 30,277.20 31,034.13 31,809.98 32,605.23 33,420.36 34,255.87 35,112.27 35,990.08 Range 43 30,277.20 31,034.13 31,809.98 32,605.23 33,420.36 34,255.87 35,112.27 35,990.08 36,889.83 Range 44 31,034.13 31,809.98 32,605.23 33,420.36 34,255.87 35,112.27 35,990.08 36,889.83 37,812.08 Range 45 31,809.98 32,605.23 33,420.36 34,255.87 35,112.27 35,990.08 36,889.83 37,812.08 38,757.38 Range 46 32,605.23 33,420.36 34,255.87 35,112.27 35,990.08 36,889.83 37,812.08 38,757.38 39,726.31 Range 47 33,420.36 34,255.87 35,112.27 35,990.08 36,889.83 37,812.08 38,757.38 39,726.31 40,719.47 Range. 48 34,255.87 35,112.27 35, 990.08 36, 889.83 37, 812.08 38, 757.38 39, 726.31 40, 719.47 41, 737.46 ,Range 49 35,112.27 35,990.08 36,889.83 37,812.08 38,757.38 39,726.31 40,719.47 41,737.46 42,780.90 Range 501 35,990.081 36,889.83 37,812.08 38.757.381 39,726.311 40,719.47 41,737.46 42,780.901 43,850.42 000052 A7 NY11^7 Annual Salary Table Fiscal Year 1997/1998 Annual 2080 Step A Step B Step C Step D Ste E Ste F Ste G ! Ste H I Ran a 51 36, 889.83 37,812.081 38, 757.38 39, 726.31 40, 719.47 41,737.461 _Step 42, 780.90 ! 43,850.42' 44, 946.68 Ran e Range 52 53 37, 812.08 38,757.38 38, 757.38 39,726.31 39, 726.31 40,719.47 40, 719.47 41, 737.46 41,737.46 42,780.90 42, 780.90 43,850.42 43, 850.42 44,946.68' 44, 946.68 46,070.35 46,070.35 47,222.11 Ran a 54 39, 726.31 40, 719.47 41, 737.46 42, 780.90 43, 850.42 44, 946.68 46,070.3 47, 222.11 48,402.66 j Ran a 55 40,719.47 41,737.46 42,780.90 43,850.42: 44,946.68 46,070.35 47,222.11 48,402.66 49,612.73' Ran a 56 41,737.46 42,780.90 43,850.42 4494668, 46,070.35 47,222.11 48,402.66 49,612.73 50,853.05 Range 57 42,780.90 43,850.42 44,946.68 46,070.35 47,222.11 ---49,612-73 48,402.66 49,612.7-3-50,853.05 52,124.38 Ran a , . , . , . , . , . 50,853.05 52,124.38 53,427.49 Ran a 44,946.68 46,070.35 47,222.11 48,402.66 49,612.73 50,853.05 52,124.38 53,427,49 54,763.18 Range 160 46,070.35 47,222.11 48,402.66 49,612.73 50,853.05 52,124.38 53,427.49 54,763.18 56,132.26 Ran a 47,222.11 48,402.66 49,612.73 50,853.05 52,124.38 53,427.49 54,763.18 56,132.26 57,535.57 Range 48,402.66 49,612.73 50,853.05 52,124.38 53,427.49 54,763.18 56,132.26 57,535.57 58,973.96 Range 63 49,612.73 50,853.05 52,124.38 53,427.49 54,763.18 56,132.26 57,535.57 58,973.96 60,448.31 Range 64 50,853.05 52,124.38 53,427.49 54,763.18 56,132.26 57,535.57 58,973.96 60,448.31 61,959.52 Range 65 52124.38 53,427.491 54 763.18 56,132.26 57,535.57 58 973.96 60 448.31 61 959.52 63,508.51 Range 66 53,427.49 54,763.181 56,132.26 57,535.57 58,973.96 60,448.31 61,959.52 63,508.51 65,096.22 Range 67 54,763.18 56,132.26 57,535.57 58,973.96 60,448.31 61,959.52 63,508.51 65,096.22.66,723.63 Range 68 56,132.26 57,535.57 58,973.96 60,448.31 61,959.52 63,508.51 65,096.22 66,723.63 Q8,391.72 Range 69 57,535.57 58,973.96 60,448.31 61,959.52 63,508.51 65,096.22 66,723.63 68,391.72 70,101.51 Range 70 58,973.96 60,448.31 61,959.52 63,508.51 65,096.22 66,723.63 68,391.72 70,101.51 71,854.05 Range 71 60,448.31 61,959.52 63,508.51 65,096.22 66,723.63 68,391.72 70,101.51 71,854.05 73,650.40 Range 72 61 959.52 63,508.51 65 096.22 66,723.63 68 391.72 70 101.51 71 854.05 73,650.40 75,491.66 Range 73 63,508.51 65,096.22 66,723.63 68,391.72 70,101.51 71,854.05 73,650.40 75,491.66 77,378.95 Range 74 65,096.22 66,723.63 68,391.72 70,101.51 71,854.05 73,650.40 75,491.66 77,378.95 79,313.42 Range 75 66,723.63 68,391.72 70,101.51 71,854.05 73,650.40 75,491.66 77,378.95 79,313.42 81,296.26 Range 76 68,391.72 70,101.51 71,854.05 73,650.40 75,491.66 77,378.95 79,313.42 81,296.26 83,328.67 Range 77 70,101.51 71,854.05 73,650.40 75,491.66 77,378.95 79,313.42 81,296.26 83,328.67 85,411.89 Range 78 71,854.05 73,650.40 75,491.66 77,378.95 79,313.42 81,296.26 83,328.67 85,411.89 87,547.19 Range 79 73,650.40 75,491.66 77,378.95 79,313.42 81,296.26 83,328.67 85,411.89 87,547.19 89,735.87 Range 80 75,491.66 77,378.95 79,313.42 81,296.26 83,328.67 85,411.89 87,547.19 89,735.87 91,979.27 Range 81 77,378.95 79,313.421 81,296.26 83,328.67 85,411.89 87,547.19 89,735.87 91,979.27 94,278.75 Ran a 82 79,313.42 81,296.261 83,328.67 85,411.89 87,547.19 89,735.87 91,979.27 94,278.75 96,635.72 Range 83 81,296.26 83,328.67 85,411.89 87,547.19 89,735.87 91,979.27 94,278.75 96,635.72 99,051.61 Range 84 83, 328.67 85 411.89 87, 547.19 89, 735.87 91, 979.27 94 278.75 96, 635.72 99, 051.61 101, 527.90 Range 85 85,411.89 87,547.19 89,735.87 91,979.27 94,278.75 96,635.72 99,051.61 101,527.90 104,066.10 Range 86 87,547.19 89,735.87 91,979.27 94,278.75 96,635.72 99,051.61 101,527.90 104,066.10 106,667.75 Range 87 89,735.87 91,979.27 94,278.75 96,635.72 99,051.61 101,527.90 104,066.10 106,667.75 109,334.44 Range 88 91,979.27 94,278.75 96,635.72 99,051.61 101,527.90 104,066.10 106,667.75 109,334.44 112,067.80 Range 89 94,278.75 96,635.72 99,051.61 101,527.90 104,066.10 106,667.75 109,334.44 112,067.80 1141869.50 Range 90 96,635.72 99,051.61 101,527.90 104,066.10 106,667.75 109,334.44 112,067.80 114,869.50 117,741.24 Range 91 99,051.61 101,527.90 104,066.10 106,667.75 109,334.44 112,067.80 114,869.50 117,741.24 120,684.77 07/22/97 Hourly Salary Table Fiscal Year 1997/1998 ;Hourly 1 Step A - - 1 - Range 1 5.161 - - - -- Range 2' 5.29 age - 3 t __5. 42 Ste B 5.29 5.42 5.56 Step C 5.42 5.56 5.70 Step D Step E 5.56' _5.70 5.70' 5.84 5.841 5.99 Step F 5.84 5.99 6.14 Step G 5.99 6.14. 6.29 Step H i Step I' 6.14- -6.29 -�----- 6.29 6.45{ 6.45 6,611 Range ,F- g _� 4' - 5.56 5.70 5.84 5.99 ' _ 6.14 -- 6.29 6.45 6.61 6.781 ,Range -I 5 5.70 5.84 5.99 6.14 6.29 6.45 6.611 6.78 5 Range 6 5.84 5.99 6.14 6.29 6.45 6.61 6.78 6.95 7.12 Range 7 5.99 6.14 6.29 6.45 6.61 6.78 6.95 7.12 7.30 Range j 8 6.14 6.29 6.45 6.61 6.78 6.95 7.12 7.30 7.48 Range 9 6.29 6.45 6.61 6.78 6.95 7.12 7.30 7.48 7.67 Range 1 10 6.45 6.61 6.78 6.95 7.12 7.30 7.48 7.67 7.86 Range 11 6.61 6.78 6.95 7.12 7.30 7.48 7.67 7.86 8.06 Range 12 6.78 6.951 7.12 7.30 7.48 7.67 7.86 8.06 8.26 Range 13 6.95 7.121 7.30 7.48 7.67 7.86 8.06 8.26 8.47 Range 14 7.12 7.301 7.48 7.67 7.86 8.06 8.26 8.47 8.68 Range 15 7.30 7.481 7.67 7.86 8.06 8.26 8.47 8.68 8.90 Range 16 7.48 7.67 7.86 8.06 8.26 8.47 8.68 8.90 9.12 Range 17 7.67 7.86 8.06 8.26 8.47 8.68 8.90 9.12 9.35 Range 18 7.86 8.06 8.26 8.47 8.68 8.90 9.12 9.35 9.58 Range 19 8.06 8.26 8.47 8.68 8.90 9.12 9.35 9.58 9.82 Range 20 8.26 8.47 8.68 8.90 9.12 9.35 9.58 9.82 10.07 Range 1 21 8.47 8.681 8.90 9.12 9.35 9.58 9.82 10.07 10.32 Range 22 8.68 8.90 9.12 9.35 9.58 9.82 10.07 10.32 10.58 Range 23 8.90 9.12 9.35 9.58 9.82 10.07 10.32 10.58 10.84 Range 24 9.12 9.35 9.58 9.82 10.07 10.32 10.58 10.84 11.11 Range 25 9.35 9.58 9.82 10.07 10.32 10.58 10.84 11.11 11.39 Range 26 9.58 9.82 10.07 10.32 10.58 10.84 11.11 11.39 11.67 Range 27 9.82 10.071 10.32 10.58 10.84 11.11 11.39 11.67 11.96 Range 28 10.07 10.32 10.58 10.84 11.11 11.39 11.67 11.96 12.26 Range 29 10.32 10.58 10.84 11.11 11.39 11.67 11.96 12.26 12.57 an a 30 10.58 10.84 11.11 11.39 11.67 11.96 12.26 12.57 12.88 Range 31 10.84 11.11 11.39 11.67 11.96 12.26 12.57 12.88 13.20 Range 32 11.11 11.39 11.67 11.96 12.26 12.57 12.88 13.20 13.53 Range 33 11.39 11.67 11.96 12.26 12.57 12.88 13.20 13.53 13.87 Range 34 11.67 11.96 12.26 12.57 12.88 13.20 13.53 13.87 14.22 Range 35 11.96 12.26 12.57 12.88 13.20 13.53 13.87 14.22 14.58 Range 36 12.26 12.57 12.88 13.20 13.53 13.87 14.22 14.58 14.94 Range 37 12.57 12.881 13.20 13.53 13.87 14.22 14.58 14.94 15.31 Range 38 12.88 13.20 13.53 13.87 14.22 14.58 14.94 15.31 15.69 Range 39 13.20 13.53 13.87 14.22 14.58 14.94 15.31 15.69 16.08 Range 40 13.53 13.87 14.22 14.58 14.94 15.31 15.69 16.08 16.48 Range 41 13.87 14.22 14.58 14.94 15.31 15.69 16.08 16.48 16.89 14.22 14.58 14.94 15.31 15.69 16.08 16.48 16.89 17.31 43 14.58 14.94 15.31 15.69 16.08 16.48 16.89 17.31 17.74 Tne42 44 14.94 15.31 15.69 16.08 16.48 16.89 17.31 17.74 18.18 45 15.31 15.69 16.08 16.48 16.89 17.31 17.74 18.18 18.63 a 46 15.69 16.08 16.48 16.89 17.31 17.74 18.18 18.63 19.10 Range 47 16.08 16.48 16.89 17.31 17.74 18.18 18.63 19.10 19.58 Range 48 16.481 16.891 17.31 17.74 18.18 18.63 19.10 19.58 20.07 Range 49 16.891 17.31 17.741 18.18 18.63 19.10 19.58 20.07 20.57 mr»ia7 Hourly Salary Table Fiscal Year 1997/1998 Hourl i 1 Step A Range 511 -- 17.74 - - �- Ran e 521 18.18 Range 53 18.63_ - -- Step B Step C Ste�D Step E _ _Step F Ste G I 18.18 -- 18.63 ' 19.610_ 19.58 _ - 20.07 ' -- 20.07 20.57 18.631 19.10 19.58 20.07 20.57' 21.08 0 19.10 19 58 20_07 20.57- 21.08 ! 21.61 Step H 1 Step I 20.57 21.08 21.08 21.61 21.61 22.15 22.15 22.70 Range Range Range _ 54 19.101 55 19.581 _56 20.07 19.58 20.07 L 20.57 20.07' 20.57 21.08 20.57 21.08 21.08 21.61 21.61 22.15 21.61 22.15 22.70 1 22.15 22.70 23.27 22.70 23.27 23.85 23.27 23.85 24.45 Range 57 20.57 21.08 21.61 22.15 22.70 23.27 23.85 24.45 25.06 Range 58 21.08 21.61 22.15 22.70 23.27 23.85 24.45 25.06 25.69 Range 59 21.61 22.15 22.70 23.27 23.85 24.45 25.06 25.69 26.33 Range 60 22.15 22.70 23.27 23.85 24.45 25.06 25.69 26.33 26.99 Range 61 22.70 23.27 23.85 24.45 25.06 25.69 26.33 26.99 27.66 Range 62 23.27 23.851 24.45 25.06 25.69 26.33 26.99 27.66 28.35 Range 63 23.85 24.45 25.06 25.69 26.33 26.99 27.66 28.35 29.06 Range 64 24.45 25.06 25.69 26.33 26.99 27.66 28.35 29.06 29.79 Range 65 25.06 25.69 26.33 26.99 27.66 28.35 29.06 29.79, 30.53 Range 66 25.69 26.33 26.99 27.66 28.35 29.06 29.79 30.53 31.29 Range 67 26.33 26.99 27.66 28.35 29.06 29.79 30.53 31.29 32.07 Range 68 26.99 27.66 28.35 29.06 29.79 30.53 31.29 32.07 32.87 Range 69 27.66 28.35 29.06 29.79 30.53 31.29 32.07 32.87 33.69 Range 70 28.35 29.06 29.79 30.53 31.29 32.07 32.87 33.69 34.53 Ran a 71 29.06 29.79 30.53 31.29 32.07 32.87 33.69 34.53 35.39 Range 72 29.79 30.53 31.29 32.07 32.87 33.69 34.53 35.39 36.27 Range 73 30.53 31.29 32.07 32.87 33.69 34.53 35.39 36.27 37.18 Range 74 31.29 32.07 32.87 33.69 34.53 35.39 36.27 37.18 38.11 an a 75 32.07 32.87 33.69 34.53 35.39 36.27 37.18 38.11 39.06 Range 76 32.87 33.69 34.53 35.39 36.27 37.18 38.11 39.06 40.04 Range 77 33.69 34.53 35.39 36.27 37.18 38.11 39.06 40.04 41:04 Range 78 34.53 35.39 36.27 37.18 38.11 39.06 40.04 41.04 42.07 Range 79 35.39 36.27 37.18 38.11 39.06 40.04 41.04 42.07 43.12 Range 80 36.27 37.18 38.11 39.06 40.04 41.04 42.07 43.12 44.20 Range 81 37.18 38.11 39.06 40.04 41.04 42.07 43.12 44.20 45.31 Range 82 38.11 39.06 40.04 41.04 42.07 43.12 44.20 45.31 46.44 Range 83 39.06 40.04 41.04 42.07 43.12 44.20 45.31 46.44 47.60 Range 84 40.04 41.04 42.07 43.12 44.20 45.31 46.44 47.60 48.79 Range 85 41.04 42.07 43.12 44.201 45.31 46.44 47.60 48.79 50.01 Range 86 42.07 43.12 44.20 45.31 46.44 47.60 48.79 50.01 51.26 Range 87 43.12 44.20 45.31 46.44 47.60 48.79 50.01 51.26 52.54 Range 88 44.20 45.31 46.44 47.60 48.79 50.01 51.26 52.54 53.85 Range 89 45.31 46.44 47.60 48.79 50.01 51.26 52.54 53.85 55.20 Range 90 46.44 47.60 48.79 50.01 51.26 52.54 53.85 55.20 56.58 Range 91 47.60 48.79 50.01 51.26 52.54 53.85 55.20 56.58 57.99 n7n 1998 PICK UP AND DELIVERY SCHEDULE FOR THE CITY OF MOORPARK CITY COUNCIL AGENDA PACKETS Date of City Council Meeting Packet Pick -Up Date (4:00 p.m.) Packet Delivery Date (3:00 p.m.) January 21, 1998 January 15, 1998 January 16, 1998 February 4, 1998 January 29, 1998 January 30, 1998 February 18, 1998 February 12, 1998 February 13, 1998 March 4, 1998 February 26, 1998 February 27, 1998 March 18, 1998 March 12, 1998 March 13, 1998 April 1, 1998 March 26, 1998 March 27, 1998 April 15, 1998 April 9, 1998 April 10, 1998 May 6, 1998 April 30, 1998 May 1, 1998 May 20, 1998 May 14, 1998 May 15, 1998 June 3, 1998 May 28, 1998 May 29, 1998 June 17, 1998 June 11, 1998 June 12, 1998 July 1, 1998 June 25, 1998 June 26, 1998 July 15, 1998 July 9, 1998 July 10, 1998 August 5, 1998 July 30, 1998 July 31, 1998 August 19, 1998 August 13, 1998 August 14, 1998 September 2, 1998 August 27, 1998 August 28, 1998 September 16, 1998 September 10, 1998 September 11, 1998 October 7, 1998 October 1, 1998 October 2, 1998 October 21, 1998 October 15, 1998 October 16, 1998 November 4, 1998 October 29, 1998 October 30, 1998 November 18, 1998 November 12, 1998 November 13, 1998 December 2, 1998 * schedule tentative due to Thanksgiving December 16, 1998 December 10, 1998 December 11, 1998 * To be determined in November