Title
Human Resources Department and Airports, a division of the Chief Administrative Office, recommending the Board:
1) Approve and adopt the new classification specification for Airport Operations Officer;
2) Adopt and authorize the Chair to sign Resolution 154-2025 to:
a) Approve the Job Class Number, bargaining unit designation, and the five-step salary range for Airport Operations Officer; and
b) Approve the addition of 1.0 Full-Time Equivalent Airport Operations Officer allocation in Airports; and
3) Direct Human Resources to implement the above actions, including updates to the Salary Schedule and Position Control.
FUNDING: Airport Fees (60%), General Fund (35%), and Federal Aviation Administration Grants (5%).
Body
DISCUSSION / BACKGROUND
Airports, a division of the Chief Administrative Office, requested development of a classification that combines higher-level program and administrative responsibilities with technical oversight and first-line supervision appropriate to the County’s two general aviation airports. The request emphasized tracking expenditures, administering hangar and tie-down agreements, coordinating grant-funded projects, and providing operational coordination and customer service to tenants and pilots.
The proposed Airport Operations Officer is an advanced journey-level supervisory class that links daily airport operations with program administration. The specification assigns responsibility for supervising airport staff; preparing and monitoring operating budgets; administering leases and related records; assisting with Airport Improvement Program grants; verifying conformance with applicable federal and state requirements; and serving as liaison to tenants, pilots, agencies, and community partners. The class provides the Airports program with a single point of supervisory accountability and administrative coordination suited to a small division.
This structure fills an organizational gap between the line staff and management classifications and the division’s program-level administrative needs by assigning supervisory authority and defined program responsibilities, consistent with Airports’ request for a role that can perform higher-level administrative work and provide technical oversight in one class.
ALTERNATIVES
1) Take no action and continue with the current Airport organizational structure. This does not address the need for consolidated responsibility for budgets, leases, and grants in the Airports Division.
2) Not approve actions as recommended and direct Human Resources and Airports to conduct further analysis.
PRIOR BOARD ACTION
N/A
OTHER DEPARTMENT / AGENCY INVOLVEMENT
Local 1, AFSCME Council 57
CAO RECOMMENDATION
Approve as recommended.
FINANCIAL IMPACT
The approximate annual cost of this position is $167,303. Funding for the position has been included in the FY 2025-26 budget and will be budgeted in future fiscal years.
CLERK OF THE BOARD FOLLOW UP ACTIONS
Upon Board adoption and approval, please provide a copy of the executed Resolution to Heather Andersen in Human Resources.
STRATEGIC PLAN COMPONENT
Workforce Excellence
Priority: Enhance Employee Retention
Action Item: Attract and retain the best employees by providing competitive compensation, training, and advancement opportunities, and creating a positive and thriving culture
CONTACT
Joseph Carruesco, Director of Human Resources