CC SR 20210907 M - Class and Comp
CITY COUNCIL MEETING DATE: 09/07/2021
AGENDA REPORT AGENDA HEADING: Consent Calendar
AGENDA TITLE:
Consideration and possible action to enter into a contract services agreement with Public
Sector Personnel Consultants to conduct a comprehensive classification and
compensation study and organizational review for all full-time and part-time personnel.
RECOMMENDED COUNCIL ACTION:
(1) Award a contract services agreement to Public Sector Personnel Consultants in
an amount not to exceed $45,000 to conduct a comprehensive classification and
compensation study and organizational review for all full-time and part-time
personnel;
(2) Authorize the Mayor and City Clerk to execute the contract services agreement
subject to approval as to form by the City Attorney; and
(3) Approve decreasing the FY 2020-21 year-end budget in the General Fund by
$45,000 and increase the FY 2021-22 General Fund budget by $45,000.
FISCAL IMPACT: The action will result in a City expenditure of $45,000 by reducing the
FY 2020-21 budget resulting from salary savings and increasing the FY 2021 -22 budget
by $45,000.
Amount Budgeted: None
Additional Appropriation: $45,000
Account Number(s): 101-400-1450-5101
ORIGINATED BY: Julie DeZiel, Human Resources Manager
REVIEWED BY: Karina Bañales, Deputy City Manager
APPROVED BY: Ara Mihranian, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A. Contract Services Agreement with Public Sector Personnel Consultants (page A-
1)
B. Public Sector Personnel Consultants Proposal (page B-1)
C. May 18, 2021, Staff Report (page C-1)
D. Request for Proposals for a Classification and Compensation Study (page D-1)
E. June 15, 2021 RPVEA Memorandum of Understanding (pag e E-1)
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BACKGROUND AND DISCUSSION:
On March 3, 2015, the City Council authorized Koff & Associates to conduct the
classification and compensation study, which concluded that the City’s compensation
levels were aligned with the City’s compensation structure, with only a few classification s
requiring adjustments.
In response to a shifting community and organizational needs, on May 18, 2021, the City
Council directed Staff to issue a request for proposals (RFP) to conduct a classification
and compensation study and an organizational review for all full -time and part-time
personnel and apportioned funding for the study (Attachment C). Such a review has not
occurred since 2015.
Staff released the RFP on May 21, 2021 (Attachment D), with responses due to the City
by June 21, 2021. Three proposals were received from Creative Solutions; Public Sector
Personnel Consultants, and Koff & Associates. The selection process was based on a
review of all proposals submitted, and all three were invited to make a virtual presentation
to the evaluation panel.
On August 5, 2021, the City’s evaluation panel (comprised of the Director of Finance,
Human Resources Manager, Human Resources Analyst, and Rancho Palos Verdes
Employee Association Board Member - Treasurer) attended the virtual presentations of
Creative Management Solutions, Public Sector Personnel Consultants, and Koff &
Associates. At the conclusion of each presentation, each presenter was asked the same
series of questions to ascertain which consultant best fulfills the City’s requirements.
On August 10, 2021, the evaluation panel completed the ratings and evaluation based on
the following criteria:
• Approach to Scope of Services (25%)
• Proposal Schedule (20%)
• Staff Qualifications and Experience (30%)
• Organization and Staffing (15%)
• Quality Control (10%)
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Upon completing the evaluation and selection process, the evaluation panel unanimously
selected Public Sector Personnel Consultants’ proposal. Public Sector Personnel
Consultants stood out from the other consultants due, in part, to its custom database,
which includes a collection of total compensation and benefits data for comparison to
current practices. The custom database will be provided to the City at the conclusion of
the study, enabling City Staff to run multiple reports for comparative analysis. As part of
their service, Public Sector Personnel Consultants will analyze, evaluate, and provide a
salary range recommendation for any new or changed job class, at no cost to the City for
one year from the date of implementation of the study. This will ensure an effective
implementation of the new plan. The approximate value of this implementation warranty
is $5,000 - $10,000. Public Sector Personnel Consultants was the only consultant to offer
this service.
Although Koff & Associates conducted the last classification and compensation study, it
received the lowest rating from the evaluation panel. This was primarily because of the
total cost ($111,200), the proposed timeline exceeded the City’s estimated timeline by
several months, and it required a triple amount of staff time compared to the other two
proposals.
Approach to Scope of Services 25%8 2 9 2.25 5 1.3
Proposal Schedule 20%7.3 1.5 8.3 1.667 4.7 0.9
Staff Qualifications & Experience 30%8 2.4 9.3 2.8 6.3 1.9
Organization & Staffing 15%7.7 1.2 9.7 1.45 5.3 0.8
Quality Control 10%7.3 0.7 9.3 0.933 5 0.5
Totals 100%7.75 9.10 5.38
Final
Score
Raw
Score
(0-10)
Final
Score
Raw
Score
(0-10)
Final
Score
Classification and Compensation/Organizational
Review
Creative
Solutions
Personnel
Consultants
Koff &
Associates
Criteria Value
Raw
Score
(0-10)
3
The evaluation rating for Creative Management Solutions was close to the overall rating
of Public Sector Personnel Consultants, due to their timeline and total cost ($30,000);
however, Public Sector Personnel Consultants rated higher overall as they were the most
competitive by providing a custom database of the City’s compensation and benefits, and
a one-year of implementation warranty at no additional cost to the City.
Based on the above, attached is the contract services agreement (CSA) which has been
reviewed and approved by the City Attorney to include the City’s standard CSA provisions
(Attachment A). Consistent with Public Sector Personnel Consultants’ proposal submitted
on June 18, 2021, the fixed cost of the contract is not to exceed $45,000.
Public Sector Personnel Consultants will conduct a comprehensive classification and
compensation study addressing the following:
• Comparable cities agreed upon by the City Council;
• Level and scope of work performed by employees;
• Compensation that is fair and competitive, allowing the City to recruit and retain
high-quality employees;
• Review of class descriptions to reflect current programs, responsibilities, and
technology to ensure that internal relationships of salaries are base d upon
objective, non-quantitative evaluation factors, resulting in equity across all City
departments;
• Analysis and comparison of performance pay merit systems;
• Identifying job classifications eligible for telework;
• Review of the current classification structure to determine efficacy and;
• A comprehensive compensation review that includes fully burdened costs of salary
and bonuses; benefit costs including health insurance, life insurance, retirement,
leave banks, and other miscellaneous employer paid benefits.
The periodic review also enables an organization to account for changes in job
responsibilities and qualifications due to technology, modifications in work processes, and
other factors that can affect the “core content” of positions. Changes in job requirements,
such as new programs or assumption of duties for a vacated position, may result in a new
pay grade assignment.
A classification and compensation study also provides an objective framework for
determining how employees will be paid. To prope rly maintain internal equity among
positions, this ongoing process is needed to review job responsibilities and qualifications
and the subsequent assignment to pay grades to ensure jobs are equitably compensated.
In addition to the comprehensive classification and compensation study, the consultant
will review the organizational structure based on efficiency and effectiveness. This will be
achieved by reviewing the City’s current vertical and horizontal organizational structure.
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The consultant estimates the project can be completed in 120 days (classification
specifications may require an additional 90 – 120 days to complete). The proposed
timeline is acceptable, as the City anticipated the study would take five to six months to
complete. On June 15, 2021, the City Council approved a six month extension to the
RPV Employee Association Memorandum of Understanding (MOU) expiring on
December 31, 2021 (Attachment E). In light of the consultants timeline, it is likely that the
City Council will be asked to extend the term of the MOU to allow the completion of the
classification and compensation study.
CONCLUSION:
Staff therefore recommends the City Council authorize the Mayor and City Clerk to
execute the CSA with Public Sector Personnel Consultants to conduct a comprehensive
classification and compensation study and organizational review for all full-time and part-
time personnel.
ALTERNATIVES:
In addition to the Staff recommendation, the following alternative actions are available for
the City Council’s consideration:
1. Do not enter into the CSA with Public Sector Personnel Consultants.
2. Direct Staff to revisit the proposals submitted by the other firms.
3. Take other action, as deemed appropriate.
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01203.0004/736917.1 1
CONTRACT SERVICES AGREEMENT
By and Between
CITY OF RANCHO PALOS VERDES
and
PUBLIC SECTOR PERSONNEL CONSULTANTS, INC.
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AGREEMENT FOR CONTRACT SERVICES
BETWEEN THE CITY OF RANCHO PALOS VERDES AND
PUBLIC SECTOR PERSONNEL CONSULTANTS, INC.
THIS AGREEMENT FOR CONTRACT SERVICES (herein “Agreement”) is made and
entered into on September 7, 2021, by and between the CITY OF RANCHO PALOS
VERDES, a California municipal corporation (“City”) and PUBLIC SECTOR PERSONNEL
CONSULTANTS, INC., an Arizona corporation (“Consultant”). City and Consultant may be
referred to, individually or collectively, as “Party” or “Parties.”
RECITALS
A. City has sought, by issuance of a Request for Proposals, the performance of the
services defined and described particularly in Article 1 of this Agreement.
B. Consultant, following submission of a proposal for the performance of the
services defined and described particularly in Article 1 of this Agreement, was selected by the
City to perform those services.
C. Pursuant to the City of Rancho Palos Verdes Municipal Code, City has authority
to enter into and execute this Agreement.
D. The Parties desire to formalize the selection of Consultant for performance of
those services defined and described particularly in Article 1 of this Agreement and desire that
the terms of that performance be as particularly defined and described herein.
OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by
the Parties and contained herein and other consideration, the value and adequacy of which are
hereby acknowledged, the parties agree as follows:
ARTICLE 1. SERVICES OF CONSULTANT
1.1 Scope of Services.
In compliance with all terms and conditions of this Agreement, the Consultant shall
provide those services specified in the “Scope of Services”, as stated in the Proposal, attached
hereto as Exhibit “A” and incorporated herein by this reference, which may be referred to herein
as the “services” or “work” hereunder. As a material inducement to the City entering into this
Agreement, Consultant represents and warrants that it has the qualifications, experience, and
facilities necessary to properly perform the services required under this Agreement in a thorough,
competent, and professional manner, and is experienced in performing the work and services
contemplated herein. Consultant shall at all times faithfully, competently and to the best of its
ability, experience and talent, perform all services described herein. Consultant covenants that it
shall follow the highest professional standards in performing the work and services required
hereunder and that all materials will be both of good quality as well as fit for the purpose
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intended. For purposes of this Agreement, the phrase “highest professional standards” shall mean
those standards of practice recognized by one or more first-class firms performing similar work
under similar circumstances.
1.2 Consultant’s Proposal.
The Scope of Service shall include the Consultant’s Proposal which shall be incorporated
herein by this reference as though fully set forth herein. In the event of any inconsistency
between the terms of such Proposal and this Agreement, the terms of this Agreement shall
govern.
1.3 Compliance with Law.
Consultant shall keep itself informed concerning, and shall render all services hereunder
in accordance with, all ordinances, resolutions, statutes, rules, and regulations of the City and
any Federal, State or local governmental entity having jurisdiction in effect at the time service is
rendered.
1.4 California Labor Law.
If the Scope of Services includes any “public work” or “maintenance work,” as those
terms are defined in California Labor Code section 1720 et seq. and California Code of
Regulations, Title 8, Section 16000 et seq., and if the total compensation is $1,000 or more,
Consultant shall pay prevailing wages for such work and comply with the requirements in
California Labor Code section 1770 et seq. and 1810 et seq., and all other applicable laws,
including the following requirements:
(a) Public Work. The Parties acknowledge that some or all of the work to be
performed under this Agreement is a “public work” as defined in Labor Code Section 1720 and
that this Agreement is therefore subject to the requirements of Division 2, Part 7, Chapter 1
(commencing with Section 1720) of the California Labor Code relating to public works contracts
and the rules and regulations established by the Department of Industrial Relations (“DIR”)
implementing such statutes. The work performed under this Agreement is subject to compliance
monitoring and enforcement by the DIR. Consultant shall post job site notices, as prescribed by
regulation.
(b) Prevailing Wages. Consultant shall pay prevailing wages to the extent
required by Labor Code Section 1771. Pursuant to Labor Code Section 1773.2, copies of the
prevailing rate of per diem wages are on file at City Hall and will be made available to any
interested party on request. By initiating any work under this Agreement, Consultant
acknowledges receipt of a copy of the Department of Industrial Relations (DIR) det ermination of
the prevailing rate of per diem wages, and Consultant shall post a copy of the same at each job
site where work is performed under this Agreement.
(c) Penalty for Failure to Pay Prevailing Wages. Consultant shall comply with
and be bound by the provisions of Labor Code Sections 1774 and 1775 concerning the payment
of prevailing rates of wages to workers and the penalties for failure to pay prevailing wages. The
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Consultant shall, as a penalty to the City, forfeit $200 (two hundred dollars) for each calendar
day, or portion thereof, for each worker paid less than the prevailing rates as determined by the
DIR for the work or craft in which the worker is employed for any public work done pursuant to
this Agreement by Consultant or by any subcontractor.
(d) Payroll Records. Consultant shall comply with and be bound by the
provisions of Labor Code Section 1776, which requires Consultant and each subconsultant to:
keep accurate payroll records and verify such records in writing under penalty of perjury, as
specified in Section 1776; certify and make such payroll records available for inspection as
provided by Section 1776; and inform the City of the location of the records.
(e) Apprentices. Consultant shall comply with and be bound by the provisions
of Labor Code Sections 1777.5, 1777.6, and 1777.7 and California Code of Regulations Title 8,
Section 200 et seq. concerning the employment of apprentices on public works projects.
Consultant shall be responsible for compliance with these aforementioned Sections for all
apprenticeable occupations. Prior to commencing work under this Agreement, Consultant shall
provide City with a copy of the information submitted to any applicable apprenticeship program.
Within 60 (sixty) days after concluding work pursuant to this Agreement, Consultant and each of
its subconsultants shall submit to the City a verified statement of the journeyman and apprentice
hours performed under this Agreement.
(f) Eight-Hour Work Day. Consultant acknowledges that 8 (eight) hours labor
constitutes a legal day's work. Consultant shall comply with and be bound by Labor Code
Section 1810.
(g) Penalties for Excess Hours. Consultant shall comply with and be bound by
the provisions of Labor Code Section 1813 concerning penalties for workers who work excess
hours. The Consultant shall, as a penalty to the City, forfeit $25 (twenty five dollars) for each
worker employed in the performance of this Agreement by the Consultant or by any
subcontractor for each calendar day during which such worker is required or permitted to work
more than 8 (eight) hours in any one calendar day and 40 (forty) hours in any one calendar week
in violation of the provisions of Division 2, Part 7, Chapter 1, Article 3 of the Labor Code.
Pursuant to Labor Code section 1815, work performed by employees of Consultant in excess of 8
(eight) hours per day, and 40 (forty) hours during any one week shall be permitted upon public
work upon compensation for all hours worked in excess of 8 hours per day at not less than 1½
(one and one half) times the basic rate of pay.
(h) Workers’ Compensation. California Labor Code Sections 1860 and 3700
provide that every employer will be required to secure the payment of compensation to its
employees if it has employees. In accordance with the provisions of California Labor Code
Section 1861, Consultant certifies as follows:
“I am aware of the provisions of Section 3700 of the Labor Code which require
every employer to be insured against liability for workers' compensation or to
undertake self-insurance in accordance with the provisions of that code, and I will
comply with such provisions before commencing the performance of the work of
this contract.”
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1.8 Further Responsibilities of Parties.
Both parties agree to use reasonable care and diligence to perform their respective
obligations under this Agreement. Both parties agree to act in good faith to execute all
instruments, prepare all documents and take all actions as may be reasonably necessary to carry
out the purposes of this Agreement. Unless hereafter specified, neither party shall be responsible
for the service of the other.
1.9 Additional Services.
City shall have the right at any time during the performance of the services, without
invalidating this Agreement, to order extra work beyond that specified in the Scope of Services
or make changes by altering, adding to or deducting from said work. No such extra work may be
undertaken unless a written Change Order is first given by the Contract Officer to the Consultant,
incorporating therein any adjustment in (i) the Contract Sum for the actual costs of the extra
work, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the
written approval of the Consultant. Any increase in compensation of up to 15% of the Contract
Sum; or, in the time to perform of up to 90 (ninety) days, may be approved by the Contract
Officer through a written Change Order. Any greater increases, taken either separately or
cumulatively, must be approved by the City Council. It is expressly understood by Consultant
that the provisions of this Section shall not apply to services specifically set forth in the Scope of
Services. Consultant hereby acknowledges that it accepts the risk that the services to be provided
pursuant to the Scope of Services may be more costly or time consuming than Consultant
anticipates and that Consultant shall not be entitled to additional compensation therefor. City
may in its sole and absolute discretion have similar work done by other Consultants. No claims
for an increase in the Contract Sum or time for performance shall be valid unless the procedures
established in this Section are followed.
If in the performance of the contract scope, the Consultant becomes aware of material defects in
the scope, duration or span of the contract or the Consultant becomes aware of extenuating
circumstance that will or could prevent the completion of the contract, on time or on budget, the
Consultant shall inform the Contracting Officer of an anticipated Change Order. This proposed
change order will stipulate, the facts surrounding the issue, proposed solutions, proposed costs
and proposed schedule impacts.
1.10 Special Requirements.
Additional terms and conditions of this Agreement, if any, which are made a part hereof
are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated
herein by this reference. In the event of a conflict between the provisions of Exhibit “B” and any
other provisions of this Agreement, the provisions of Exhibit “B” shall govern.
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ARTICLE 2. COMPENSATION AND METHOD OF PAYMENT.
2.1 Contract Sum.
Subject to any limitations set forth in this Agreement, City agrees to pay Consultant the
amounts specified in the “Schedule of Compensation” attached hereto as Exhibit “C” and
incorporated herein by this reference. The total compensation, including reimbursement for
actual expenses, shall not exceed $45,000 (Forty-Five Thousand Dollars) (the “Contract
Sum”), unless additional compensation is approved pursuant to Section 1.9.
2.2 Method of Compensation.
The method of compensation may include: (i) a lump sum payment upon completion; (ii)
payment in accordance with specified tasks or the percentage of completion of the services; (iii)
payment for time and materials based upon the Consultant’s rates as specified in the Schedule of
Compensation, provided that (a) time estimates are provided for the performance of sub tasks,
and (b) the Contract Sum is not exceeded; or (iv) such other methods as may be specified in the
Schedule of Compensation.
2.3 Reimbursable Expenses.
Compensation may include reimbursement for actual and necessary expenditures for
reproduction costs, telephone expenses, and travel expenses approved by the Contract Officer in
advance, or actual subcontractor expenses of an approved subcontractor pursuant to Section 4.5,
and only if specified in the Schedule of Compensation. The Contract Sum shall include the
attendance of Consultant at all project meetings reasonably deemed necessary by the City.
Coordination of the performance of the work with City is a critical component of the services. If
Consultant is required to attend additional meetings to facilitate such coordination, Consultant
shall not be entitled to any additional compensation for attending said meetings.
2.4 Invoices.
Each month Consultant shall furnish to City an original invoice, using the City template,
or in a format acceptable to the City, for all work performed and expenses incurred during the
preceding month in a form approved by City’s Director of Finance. By submitting an invoice for
payment under this Agreement, Consultant is certifying compliance with all provisions of the
Agreement. The invoice shall detail charges for all necessary and actual expenses by the
following categories: labor (by sub-category), travel, materials, equipment, supplies, and sub-
contractor contracts. Sub-contractor charges shall also be detailed by such categories. Consultant
shall not invoice City for any duplicate services performed by more than one person.
City shall independently review each invoice submitted by the Consultant to determine
whether the work performed and expenses incurred are in compliance with the provisions of this
Agreement. Except as to any charges for work performed or expenses incurred by Consultant
which are disputed by City, or as provided in Section 7.3, City will use its best efforts to cause
Consultant to be paid within 45 (forty-five) days of receipt of Consultant’s correct and
undisputed invoice; however, Consultant acknowledges and agrees that due to City warrant run
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procedures, the City cannot guarantee that payment will occur within this time period. In the
event any charges or expenses are disputed by City, the original invoice shall be returned by City
to Consultant for correction and resubmission. Review and payment by City for any invoice
provided by the Consultant shall not constitute a waiver of any rights or remedies provided
herein or any applicable law.
2.5 Waiver.
Payment to Consultant for work performed pursuant to this Agreement shall not be
deemed to waive any defects in work performed by Consultant.
ARTICLE 3. PERFORMANCE SCHEDULE
3.1 Time of Essence.
Time is of the essence in the performance of this Agreement.
3.2 Schedule of Performance.
Consultant shall commence the services pursuant to this Agreement upon receipt of a
written notice to proceed and shall perform all services within the time period(s) established in
the “Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this
reference. When requested by the Consultant, extensions to the time period(s) specified in the
Schedule of Performance may be approved in writing by the Contract Officer through a Change
Order, but not exceeding 90 (ninety) days cumulatively.
3.3 Force Majeure.
The time period(s) specified in the Schedule of Performance for performance of the
services rendered pursuant to this Agreement shall be extended because of any delays due to
unforeseeable causes beyond the control and without the fault or negligence of the Consultant,
including, but not restricted to, acts of God or of the public enemy, unusually severe weather,
fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes,
wars, litigation, and/or acts of any governmental agency, including the City, if the Consultant
shall within 10 (ten) days of the commencement of such delay notify the Contract Officer in
writing of the causes of the delay. The Contract Officer shall ascertain the facts and the extent of
delay, and extend the time for performing the services for the period of the enforced delay when
and if in the judgment of the Contract Officer such delay is justified. The Contract Officer’s
determination shall be final and conclusive upon the parties to this Agreement. In no event shall
Consultant be entitled to recover damages against the City for any delay in the performance of
this Agreement, however caused, Consultant’s sole remedy being extension of the Agreement
pursuant to this Section.
3.4 Term.
Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement
shall continue in full force and effect until completion of the services but not exceeding one (1)
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year from the date hereof, except as otherwise provided in the Schedule of Performance (Exhibit
“D”). The City may, in its discretion, extend the Term by one additional one-year term.
ARTICLE 4. COORDINATION OF WORK
4.1 Representatives and Personnel of Consultant.
The following principals of Consultant (“Principals”) are hereby designated as being the
principals and representatives of Consultant authorized to act in its behalf with respect to the
work specified herein and make all decisions in connection therewith:
Matthew Weatherly President
(Name) (Title)
Kathryn Tilzer Vice President
(Name) (Title)
Bob Longmire Senior Analyst
(Name) (Title)
It is expressly understood that the experience, knowledge, capability and reputation of the
foregoing principals were a substantial inducement for City to enter into this Agreement.
Therefore, the foregoing principals shall be responsible during the term of this Agreement for
directing all activities of Consultant and devoting sufficient time to personally supervise the
services hereunder. All personnel of Consultant, and any authorized agents, shall at all times be
under the exclusive direction and control of the Principals. For purposes of this Agreement, the
foregoing Principals may not be replaced nor may their responsibilities be substantially reduced
by Consultant without the express written approval of City. Additionally, Consultant shall utilize
only the personnel included in the Proposal to perform services pursuant to this Agreement.
Consultant shall make every reasonable effort to maintain the stability and continuity of
Consultant’s staff and subcontractors, if any, assigned to perform the services required under this
Agreement. Consultant shall notify City of any changes in Consultant’s staff and subcontractors,
if any, assigned to perform the services required under this Agreement, prior to and during any
such performance. City shall have the right to approve or reject any proposed replacement
personnel, which approval shall not be unreasonably withheld.
4.2 Status of Consultant.
Consultant shall have no authority to bind City in any manner, or to incur any obligation,
debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless
such authority is expressly conferred under this Agreement or is otherwise expressly conferred in
writing by City. Consultant shall not at any time or in any manner represent that Consultant or
any of Consultant’s officers, employees, or agents are in any manner officials, officers,
employees or agents of City. Neither Consultant, nor any of Consultant’s officers, employees or
agents, shall obtain any rights to retirement, health care or any other benefits which may
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otherwise accrue to City’s employees. Consultant expressly waives any claim Consultant may
have to any such rights.
4.3 Contract Officer.
The Contract Officer shall be Julie DeZiel or such person as may be designated by the
Deputy City Manager, Karina Bañales. It shall be the Consultant’s responsibility to assure that
the Contract Officer is kept informed of the progress of the performance of the services and the
Consultant shall refer any decisions which must be made by City to the Contract Officer. Unless
otherwise specified herein, any approval of City required hereunder shall mean the approval of
the Contract Officer. The Contract Officer shall have authority, if specified in writing by the City
Manager, to sign all documents on behalf of the City required hereunder to carry out the terms of
this Agreement.
4.4 Independent Consultant.
Neither the City nor any of its employees shall have any control over the manner, mode
or means by which Consultant, its agents or employees, perform the services required herein,
except as otherwise set forth herein. City shall have no voice in the selection, discharge,
supervision or control of Consultant’s employees, servants, representatives or agents, or in fixing
their number, compensation or hours of service. Consultant shall perform all services required
herein as an independent contractor of City and shall remain at all times as to City a wholly
independent contractor with only such obligations as are consistent with that role. Consultant
shall not at any time or in any manner represent that it or any of its agents or employees are
agents or employees of City. City shall not in any way or for any purpose become or be deemed
to be a partner of Consultant in its business or otherwise or a joint venturer or a member of any
joint enterprise with Consultant.
4.5 Prohibition Against Subcontracting or Assignment.
The experience, knowledge, capability and reputation of Consultant, its principals and
employees were a substantial inducement for the City to enter into this Agreement. Therefore,
Consultant shall not contract with any other entity to perform in whole or in part the services
required hereunder without the express written approval of the City; all subcontractors included
in the Proposal are deemed approved. In addition, neither this Agreement nor any interest herein
may be transferred, assigned, conveyed, hypothecated or encumbered voluntarily or by operation
of law, whether for the benefit of creditors or otherwise, without the prior written approval of
City. Transfers restricted hereunder shall include the transfer to any person or group of persons
acting in concert of more than 25% (twenty five percent) of the present ownership and/or control
of Consultant, taking all transfers into account on a cumulative basis. In the event of any such
unapproved transfer, including any bankruptcy proceeding, this Agreement shall be void. No
approved transfer shall release the Consultant or any surety of Consultant of any liability
hereunder without the express consent of City.
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ARTICLE 5. INSURANCE AND INDEMNIFICATION
5.1 Insurance Coverages.
Without limiting Consultant’s indemnification of City, and prior to commencement of
any services under this Agreement, Consultant shall obtain, provide and maintain at its own
expense during the term of this Agreement, policies of insurance of the type and amounts
described below and in a form satisfactory to City.
(a) General liability insurance. Consultant shall maintain commercial general
liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01,
in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily
injury, personal injury, and property damage. The policy must include contractual liability that
has not been amended. Any endorsement restricting standard ISO “insured contract” language
will not be accepted.
(b) Automobile liability insurance. Consultant shall maintain automobile
insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury
and property damage for all activities of the Consultant arising out of or in connection with
Services to be performed under this Agreement, including coverage for any owned, hired, non-
owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each
accident.
(c) Professional liability (errors & omissions) insurance. Consultant shall
maintain professional liability insurance that covers the Services to be performed in connection
with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any
policy inception date, continuity date, or retroactive date must be before the effective date of this
Agreement and Consultant agrees to maintain continuous coverage through a period no less than
three (3) years after completion of the services required by this Agreement.
(d) Workers’ compensation insurance. Consultant shall maintain Workers’
Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at
least $1,000,000).
(e) Subcontractors. Consultant shall include all subcontractors as insureds
under its policies or shall furnish separate certificates and certified endorsements for each
subcontractor. All coverages for subcontractors shall include all of the requirements stated
herein.
(f) Additional Insurance. Policies of such other insurance, as may be required
in the Special Requirements in Exhibit “B”.
5.2 General Insurance Requirements.
(a) Proof of insurance. Consultant shall provide certificates of insurance to
City as evidence of the insurance coverage required herein, along with a waiver of subrogation
endorsement for workers’ compensation. Insurance certificates and endorsements must be
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approved by City’s Risk Manager prior to commencement of performance. Current certification
of insurance shall be kept on file with City at all times during the term of this Agreement. City
reserves the right to require complete, certified copies of all required insurance policies, at any
time.
(b) Duration of coverage. Consultant shall procure and maintain for the
duration of this Agreement insurance against claims for injuries to persons or damages to
property, which may arise from or in connection with the performance of the Services hereunder
by Consultant, its agents, representatives, employees or subconsultants.
(c) Primary/noncontributing. Coverage provided by Consultant shall be
primary and any insurance or self-insurance procured or maintained by City shall not be required
to contribute with it. The limits of insurance required herein may be satisfied by a combination
of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or
be endorsed to contain a provision that such coverage shall also apply on a primary and non -
contributory basis for the benefit of City before the City’s own insurance or self-insurance shall
be called upon to protect it as a named insured.
(d) City’s rights of enforcement. In the event any policy of insurance required
under this Agreement does not comply with these specifications or is canceled and not replaced,
City has the right but not the duty to obtain and continuously maintain the insurance it deems
necessary and any premium paid by City will be promptly reimbursed by Consultant or City will
withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City
may cancel this Agreement.
(e) Acceptable insurers. All insurance policies shall be issued by an insurance
company currently authorized by the Insurance Commissioner to transact business of insurance
or that is on the List of Approved Surplus Line Insurers in the State of California, with an
assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VI (or larger)
in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by
the City’s Risk Manager.
(f) Waiver of subrogation. All insurance coverage maintained or procured
pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or
appointed officers, agents, officials, employees and volunteers or shall specifically allow
Consultant or others providing insurance evidence in compliance with these specifications to
waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery
against City, and shall require similar written express waivers and insurance clauses from each of
its subconsultants.
(g) Enforcement of contract provisions (non-estoppel). Consultant
acknowledges and agrees that any actual or alleged failure on the part of the City to inform
Consultant of non-compliance with any requirement imposes no additional obligations on the
City nor does it waive any rights hereunder.
(h) Requirements not limiting. Requirements of specific coverage features or
limits contained in this section are not intended as a limitation on coverage, limits or other
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requirements, or a waiver of any coverage normally provided by any insurance. Specific
reference to a given coverage feature is for purposes of clarification only as it pertains to a given
issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other
coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums
shown above, the City requires and shall be entitled to coverage for the higher limits maintained
by the Consultant. Any available insurance proceeds in excess of the specified minimum limits
of insurance and coverage shall be available to the City.
(i) Notice of cancellation. Consultant agrees to oblige its insurance agent or
broker and insurers to provide to City with a 30 (thirty) day notice of cancellation (except for
nonpayment for which a 10 (ten) day notice is required) or nonrenewal of coverage for each
required coverage.
(j) Additional insured status. General liability policies shall provide or be
endorsed to provide that City and its officers, officials, employees, and agents, and volunteers
shall be additional insureds under such policies. This provision shall also apply to any
excess/umbrella liability policies.
(k) Prohibition of undisclosed coverage limitations. None of the coverages
required herein will be in compliance with these requirements if they include any limiting
endorsement of any kind that has not been first submitted to City and approved of in writing.
(l) Separation of insureds. A severability of interests provision must apply for
all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured
against whom claim is made or suit is brought, except with respect to the insurer’s limits of
liability. The policy(ies) shall not contain any cross-liability exclusions.
(m) Pass through clause. Consultant agrees to ensure that its subconsultants,
subcontractors, and any other party involved with the project who is brought onto or involved in
the project by Consultant, provide the same minimum insurance coverage and endorsements
required of Consultant. Consultant agrees to monitor and review all such coverage and assumes
all responsibility for ensuring that such coverage is provided in conformity with the requirements
of this section. Consultant agrees that upon request, all agreements with consultants,
subcontractors, and others engaged in the project will be submitted to City for review.
(n) Agency’s right to revise specifications. The City reserves the right at any
time during the term of the contract to change the amounts and types of insurance required by
giving the Consultant 90 (ninety) days advance written notice of such change. If such change
results in substantial additional cost to the Consultant, the City and Consultant may renegotiate
Consultant’s compensation.
(o) Self-insured retentions. Any self-insured retentions must be declared to
and approved by City. City reserves the right to require that self-insured retentions be eliminated,
lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these
specifications unless approved by City.
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(p) Timely notice of claims. Consultant shall give City prompt and timely
notice of claims made or suits instituted that arise out of or result from Consultant’s performance
under this Agreement, and that involve or may involve coverage under any of the required
liability policies.
(q) Additional insurance. Consultant shall also procure and maintain, at its
own cost and expense, any additional kinds of insurance, which in its own judgment may be
necessary for its proper protection and prosecution of the work.
5.3 Indemnification.
To the full extent permitted by law, Consultant agrees to indemnify, defend and hold
harmless the City, its officers, employees and agents (“Indemnified Parties”) against, and will
hold and save them and each of them harmless from, any and all actions, either judicial,
administrative, arbitration or regulatory claims, damages to persons or property, losses, costs,
penalties, obligations, errors, omissions or liabilities whether actual or threatened (herein “claims
or liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in
connection with the negligent performance of the work, operations or activities provided herein
of Consultant, its officers, employees, agents, subcontractors, or invitees, or any individual or
entity for which Consultant is legally liable (“indemnitors”), or arising from Consultant’s or
indemnitors’ reckless or willful misconduct, or arising from Consultant’s or indemnitors’
negligent performance of or failure to perform any term, provision, covenant or condition of this
Agreement, and in connection therewith:
(a) Consultant will defend any action or actions filed in connection with any
of said claims or liabilities and will pay all costs and expenses, including legal costs and
attorneys’ fees incurred in connection therewith;
(b) Consultant will promptly pay any judgment rendered against the City, its
officers, agents or employees for any such claims or liabilities arising out of or in connection
with the negligent performance of or failure to perform such work, operations or activities of
Consultant hereunder; and Consultant agrees to save and hold the City, its officers, agents, and
employees harmless therefrom;
(c) In the event the City, its officers, agents or employees is made a party to
any action or proceeding filed or prosecuted against Consultant for such damages or other claims
arising out of or in connection with the negligent performance of or failure to perform the work,
operation or activities of Consultant hereunder, Consultant agrees to pay to the City, its officers,
agents or employees, any and all costs and expenses incurred by the City, its officers, agents or
employees in such action or proceeding, including but not limited to, legal costs and attorneys’
fees.
Consultant shall incorporate similar indemnity agreements with its subcontractors and if
it fails to do so Consultant shall be fully responsible to indemnify City hereunder therefore, and
failure of City to monitor compliance with these provisions shall not be a waiver hereof. This
indemnification includes claims or liabilities arising from any negligent or wrongful act, error or
omission, or reckless or willful misconduct of Consultant in the performance of professional
services hereunder. The provisions of this Section do not apply to claims or liabilities occurring
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as a result of City’s sole negligence or willful acts or omissions, but, to the fullest extent
permitted by law, shall apply to claims and liabilities resulting in part from City’s negligence,
except that design professionals’ indemnity hereunder shall be limited to claims and liabilities
arising out of the negligence, recklessness or willful misconduct of the design professional. The
indemnity obligation shall be binding on successors and assigns of Consultant and shall survive
termination of this Agreement.
ARTICLE 6. RECORDS, REPORTS, AND RELEASE OF INFORMATION
6.1 Records.
Consultant shall keep, and require subcontractors to keep, such ledgers, books of
accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating to the
disbursements charged to City and services performed hereunder (the “books and records”), as
shall be necessary to perform the services required by this Agreement and enable the Contract
Officer to evaluate the performance of such services. Any and all such documents shall be
maintained in accordance with generally accepted accounting principles and shall be complete
and detailed. The Contract Officer shall have full and free access to such books and records at all
times during normal business hours of City, including the right to inspect, copy, audit and make
records and transcripts from such records. Such records shall be maintained for a period of three
(3) years following completion of the services hereunder, and the City shall have access to such
records in the event any audit is required. In the event of dissolution of Consultant’s business,
custody of the books and records may be given to City, and access shall be provided by
Consultant’s successor in interest. Notwithstanding the above, the Consultant shall fully
cooperate with the City in providing access to the books and records if a public records request is
made and disclosure is required by law including but not limited to the California Public Records
Act.
6.2 Reports.
Consultant shall periodically prepare and submit to the Contract Officer such reports
concerning the performance of the services required by this Agreement as the Contract Officer
shall require. Consultant hereby acknowledges that the City is greatly concerned about the cost
of work and services to be performed pursuant to this Agreement. For this reason, Consultant
agrees that if Consultant becomes aware of any facts, circumstances, techniques, or events that
may or will materially increase or decrease the cost of the work or services contemplated herein
or, if Consultant is providing design services, the cost of the project being designed, Consultant
shall promptly notify the Contract Officer of said fact, circumstance, technique or event and the
estimated increased or decreased cost related thereto and, if Consultant is providing design
services, the estimated increased or decreased cost estimate for the project being designed.
6.3 Ownership of Documents.
All drawings, specifications, maps, designs, photographs, studies, surveys, data, notes,
computer files, reports, records, documents and other materials (the “documents and materials”)
prepared by Consultant, its employees, subcontractors and agents in the performance of this
Agreement shall be the property of City and shall be delivered to City upon request of the
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Contract Officer or upon the termination of this Agreement, and Consultant shall have no claim
for further employment or additional compensation as a result of the exercise by City of its full
rights of ownership use, reuse, or assignment of the documents and materials hereunder. Any
use, reuse or assignment of such completed documents for other projects and/or use of
uncompleted documents without specific written authorization by the Consultant will be at the
City’s sole risk and without liability to Consultant, and Consultant’s guarantee and warranties
shall not extend to such use, reuse or assignment. Consultant may retain copies of such
documents for its own use. Consultant shall have the right to use the concepts embodied therein.
All subcontractors shall provide for assignment to City of any documents or materials prepared
by them, and in the event Consultant fails to secure such assignment, Consultant shall indemnify
City for all damages resulting therefrom. Moreover, Consultant with respect to any documents
and materials that may qualify as “works made for hire” as defined in 17 U.S.C. § 101, such
documents and materials are hereby deemed “works made for hire” for the City.
6.4 Confidentiality and Release of Information.
(a) All information gained or work product produced by Consultant in
performance of this Agreement shall be considered confidential, unless such information is in the
public domain or already known to Consultant. Consultant shall not release or disclose any such
information or work product to persons or entities other than City without prior written
authorization from the Contract Officer.
(b) Consultant, its officers, employees, agents or subcontractors, shall not,
without prior written authorization from the Contract Officer or unless requested by the City
Attorney, voluntarily provide documents, declarations, letters of support, testimony at
depositions, response to interrogatories or other information concerning the work performed
under this Agreement. Response to a subpoena or court order shall not be considered “voluntary”
provided Consultant gives City notice of such court order or subpoena.
(c) If Consultant, or any officer, employee, agent or subcontractor of
Consultant, provides any information or work product in violation of this Agreement, then City
shall have the right to reimbursement and indemnity from Consultant for any damages, costs and
fees, including attorney’s fees, caused by or incurred as a result of Consultant’s conduct.
(d) Consultant shall promptly notify City should Consultant, its officers,
employees, agents or subcontractors be served with any summons, complaint, subpoena, notice
of deposition, request for documents, interrogatories, request for admissions or other discovery
request, court order or subpoena from any party regarding this Agreement and the work
performed there under. City retains the right, but has no obligation, to represent Consultant or be
present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully
with City and to provide City with the opportunity to review any response to discovery requests
provided by Consultant. However, this right to review any such response does not imply or mean
the right by City to control, direct, or rewrite said response.
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ARTICLE 7. ENFORCEMENT OF AGREEMENT AND TERMINATION
7.1 California Law.
This Agreement shall be interpreted, construed and governed both as to validity and to
performance of the parties in accordance with the laws of the State of California. Legal actions
concerning any dispute, claim or matter arising out of or in relation to this Agreement shall be
instituted in the Superior Court of the County of Los Angeles, State of California, or any other
appropriate court in such county, and Consultant covenants and agrees to submit to the personal
jurisdiction of such court in the event of such action. In the event of litigation in a U.S. District
Court, venue shall lie exclusively in the Central District of California, in the County of Los
Angeles, State of California.
7.2 Disputes; Default.
In the event that Consultant is in default under the terms of this Agreement, the City shall
not have any obligation or duty to continue compensating Consultant for any work performed
after the date of default. Instead, the City may give notice to Consultant of the default and the
reasons for the default. The notice shall include the timeframe in which Consultant may cure the
default. This timeframe is 15 (fifteen) days, but may be extended, though not reduced, if
circumstances warrant. During the period of time that Consultant is in default, the City shall hold
all invoices and shall, when the default is cured, proceed with payment on the invoices. In the
alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding
invoices during the period of default. If Consultant does not cure the default, the City may take
necessary steps to terminate this Agreement under this Article. Any failure on the part of the City
to give notice of the Consultant’s default shall not be deemed to result in a waiver of the City’s
legal rights or any rights arising out of any provision of this Agreement.
7.3 Retention of Funds.
Consultant hereby authorizes City to deduct from any amount payable to Consultant
(whether or not arising out of this Agreement) (i) any amounts the payment of which may be in
dispute hereunder or which are necessary to compensate City for any losses, costs, liabilities, or
damages suffered by City, and (ii) all amounts for which City may be liable to third parties, by
reason of Consultant’s acts or omissions in performing or failing to perform Consultant’s
obligation under this Agreement. In the event that any claim is made by a third party, the amount
or validity of which is disputed by Consultant, or any indebtedness shall exist which shall appear
to be the basis for a claim of lien, City may withhold from any payment due, without liability for
interest because of such withholding, an amount sufficient to cover such claim. The failure of
City to exercise such right to deduct or to withhold shall not, however, affect the obligations of
the Consultant to insure, indemnify, and protect City as elsewhere provided herein.
7.4 Waiver.
Waiver by any party to this Agreement of any term, condition, or covenant of this
Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any
party of any breach of the provisions of this Agreement shall not constitute a waiver of any other
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provision or a waiver of any subsequent breach or violation of any provision of this Agreement .
Acceptance by City of any work or services by Consultant shall not constitute a waiver of any of
the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by
a non-defaulting party on any default shall impair such right or remedy or be construed as a
waiver. Any waiver by either party of any default must be in writing and shall not be a waiver of
any other default concerning the same or any other provision of this Agreement.
7.5 Rights and Remedies are Cumulative.
Except with respect to rights and remedies expressly declared to be exclusive in this
Agreement, the rights and remedies of the parties are cumulative and the exercise by either party
of one or more of such rights or remedies shall not preclude the exercise by it, at the same or
different times, of any other rights or remedies for the same default or any other default by the
other party.
7.6 Legal Action.
In addition to any other rights or remedies, either party may take legal action, in law or in
equity, to cure, correct or remedy any default, to recover damages for any default, to compel
specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain
any other remedy consistent with the purposes of this Agreement. Notwithstanding any contrary
provision herein, Consultant shall file a statutory claim pursuant to Government Code Sections
905 et seq. and 910 et seq., in order to pursue a legal action under this Agreement.
7.7 Termination Prior to Expiration of Term.
This Section shall govern any termination of this Contract except as specifically provided
in the following Section for termination for cause. The City reserves the right to terminate this
Contract at any time, with or without cause, upon 30 (thirty) days’ written notice to Consultant,
except that where termination is due to the fault of the Consultant, the period of notice may be
such shorter time as may be determined by the Contract Officer. Upon receipt of any notice of
termination, Consultant shall immediately cease all services hereunder except such as may be
specifically approved by the Contract Officer. Consultant shall be entitled to compensation for
all services rendered prior to the effective date of the notice of termination and for any services
authorized by the Contract Officer thereafter in accordance with the Schedule of Compensation
or such as may be approved by the Contract Officer, except as provided in Section 7.3. In the
event of termination without cause pursuant to this Section, the City need not provide the
Consultant with the opportunity to cure pursuant to Section 7.2.
7.8 Termination for Default of Party.
If termination is due to the failure of the other Party to fulfill its obligations under this
Agreement:
(a) City may, after compliance with the provisions of Section 7.2, take over the work
and prosecute the same to completion by contract or otherwise, and the Consultant shall be liable
to the extent that the total cost for completion of the services required hereunder exceeds the
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compensation herein stipulated (provided that the City shall use reasonable efforts to mitigate
such damages), and City may withhold any payments to the Consultant for the purpose of set-off
or partial payment of the amounts owed the City as previously stated.
(b) Consultant may, after compliance with the provisions of Section 7.2, terminate the
Agreement upon written notice to the City‘s Contract Officer. Consultant shall be entitled to
payment for all work performed up to the date of termination.
7.9 Attorneys’ Fees.
If either party to this Agreement is required to initiate or defend or made a party to any
action or proceeding in any way connected with this Agreement, the prevailing party in such
action or proceeding, in addition to any other relief which may be granted, whether legal or
equitable, shall be entitled to reasonable attorney’s fees. Attorney’s fees shall include attorney’s
fees on any appeal, and in addition a party entitled to attorney’s fees shall be entitled to all other
reasonable costs for investigating such action, taking depositions and discovery and all other
necessary costs the court allows which are incurred in such litigation. All such fees shall be
deemed to have accrued on commencement of such action and shall be enforceable whether or
not such action is prosecuted to judgment.
ARTICLE 8. CITY OFFICERS AND EMPLOYEES: NON-DISCRIMINATION
8.1 Non-liability of City Officers and Employees.
No officer or employee of the City shall be personally liable to the Consultant, or any
successor in interest, in the event of any default or breach by the City or for any amount which
may become due to the Consultant or to its successor, or for breach of any obligation of the
terms of this Agreement.
8.2 Conflict of Interest.
Consultant covenants that neither it, nor any officer or principal of its firm, has or shall
acquire any interest, directly or indirectly, which would conflict in any manner with the interests
of City or which would in any way hinder Consultant’s performance of services under this
Agreement. Consultant further covenants that in the performance of this Agreement, no person
having any such interest shall be employed by it as an officer, employee, agent or subcontractor
without the express written consent of the Contract Officer. Consultant agrees to at all times
avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City
in the performance of this Agreement.
No officer or employee of the City shall have any financial interest, direct or indirect, in
this Agreement nor shall any such officer or employee participate in any decision relating to the
Agreement which affects her/his financial interest or the financial interest of any corporation,
partnership or association in which (s)he is, directly or indirectly, interested, in violation of any
State statute or regulation. The Consultant warrants that it has not paid or given and will not pay
or give any third party any money or other consideration for obtaining this Agreement.
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8.3 Covenant Against Discrimination.
Consultant covenants that, by and for itself, its heirs, executors, assigns, and all persons
claiming under or through them, that there shall be no discrimination against or segregation of,
any person or group of persons on account of race, color, creed, religion, sex, gender, sexual
orientation, marital status, national origin, ancestry or other protected class in the performance of
this Agreement. Consultant shall take affirmative action to insure that applicants are employed
and that employees are treated during employment without regard to thei r race, color, creed,
religion, sex, gender, sexual orientation, marital status, national origin, ancestry or other
protected class.
8.4 Unauthorized Aliens.
Consultant hereby promises and agrees to comply with all of the provisions of the Federal
Immigration and Nationality Act, 8 U.S.C. § 1101 et seq., as amended, and in connection
therewith, shall not employ unauthorized aliens as defined therein. Should Consultant so employ
such unauthorized aliens for the performance of work and/or services covered by this
Agreement, and should any liability or sanctions be imposed against City for such use of
unauthorized aliens, Consultant hereby agrees to and shall reimburse City for the cost of all such
liabilities or sanctions imposed, together with any and all costs, including attorneys’ fees,
incurred by City.
ARTICLE 9. MISCELLANEOUS PROVISIONS
9.1 Notices.
Any notice, demand, request, document, consent, approval, or communication either
party desires or is required to give to the other party or any other person shall be in writing and
either served personally or sent by prepaid, first-class mail, in the case of the City, to the City
Manager and to the attention of the Contract Officer (with her/his name and City title), City of
Rancho Palos Verdes, 30940 Hawthorne Blvd., Rancho Palos Verdes, California 90275 and in
the case of the Consultant, to the person(s) at the address designated on the execution page of
this Agreement. Either party may change its address by notifying the other party of the change of
address in writing. Notice shall be deemed communicated at the time personally delivered or in
seventy-two (72) hours from the time of mailing if mailed as provided in this Section.
9.2 Interpretation.
The terms of this Agreement shall be construed in accordance with the meaning of the
language used and shall not be construed for or against either party by reason of the authorship
of this Agreement or any other rule of construction which might otherwise apply.
9.3 Counterparts.
This Agreement may be executed in counterparts, each of which shall be deemed to be an
original, and such counterparts shall constitute one and the same instrument.
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9.7 Corporate Authority.
The persons executing this Agreement on behalf of the parties hereto warrant that (i) such
party is duly organized and existing, (ii) they are duly authorized to execute and deliver this
Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally
bound to the provisions of this Agreement, and (iv) that entering into this Agreement does not
violate any provision of any other Agreement to which said party is bound. This Agreement shall
be binding upon the heirs, executors, administrators, successors and assigns of the parties.
[SIGNATURES ON FOLLOWING PAGE]
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EXHIBIT “A”
SCOPE OF SERVICES
I. Consultant shall provide the following consulting services and implementation
support to conduct a comprehensive classification and compensation study for all
full-time and part-time personnel. The compensation portion of the study shall
provide the fully burdened cost including all forms of salary and bonuses; benefit
costs including health insurance, life insurance, retirement, leave banks, and other
miscellaneous employer paid benefits(the “Services”). The Services shall be
provided as follows:
A. Project Planning and Communication
1. Project planning and scheduling meeting with the City’s Human Resources Staff, project
designee(s)*
2. Policy input and project direction meeting and briefing with Council, Human Resources and
designee(s)*
3. Project briefing presentation for all employees, Council, City officials, City’s project leaders*
4. Management and employee communication, progress reports throughout all project phases
5. Assistance with development and communication with a committee of employee
representatives
B. Classification Project Tasks
6. Occupational familiarization by review of City’s current class specifications and compensation
plans
7. Organizational familiarization by review of City organization charts, budgets, and annual
reports
8. Job Analysis Questionnaire (JAQ) customized for gathering City employee occupation data
9. Meetings to distribute and explain the JAQ and the project for all City officials and employees
10. Job interviews, desk audits / field observations with representatives of each class*
11. Recommended title modifications and reclassifications for consideration by department heads
12. Review of reporting relationships and span of control, review of organization charts
13. Review of position classification recommendations with City’s project staff and respective
departments
14. Facilitation of employee participation and feedback process on any proposed classification
changes
15. Preparation of updated classification specifications for each included job classification
C. Compensation Survey(s) and Organizational Review
17. Identification of City occupations to utilize as survey benchmark job classifications
18. Solicitation of comparator employers and agencies for participation in external compensation
surveys
19. Extraction of data from public employer compensation plans, questionnaires, reliable
published surveys
20. Collection of total compensation and benefits data for comparison to current practi ces
21. Consolidation of data from all sources and calculation of prevailing rates for b enchmark jobs
22. Computation of extent City’s compensation offerings vary from external prevailing rates and
practices
23. Review of competitiveness analysis with Human Resources, City Officials and City’s project
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- Internally equitable
- Externally competitive
- Readily understood
- Easily updated & maintained
- Legally compliant & defensible
designees
24. Collection of staffing per function or staffing per capita data from survey comparators, for
review
D. Compensation Plan Development
25. Construction of optional salary range structures for review and selection by City’s project
leaders
26. Assignment of job classes to salary ranges by internal equity and external competitiveness
27. Assistance with City Council identification of desired, affordable salary competitiveness policy
28. Fiscal impact estimates at various levels of external prevailing rates competitiveness policies
29. Review and critique of draft salary and implementation plans with Human Resources, project
leaders
E. Communication of Results and Implementation Strategies
30. Preparation and presentation of final project reports for the City Council, staff, and City
Officials
31. Development of a plan for the implementation of City’s updated classification and
compensation plan
32. Uploading of EZ COMP™ program files on a Human Resources Department computer, staff
training
33. Development and provision of process for ongoing plan maintenance and subsequent plan
updates
34. Assistance with communicating the City’s updated plans for all City officials and
employees
* virtual and in person options pending COVID-19 restrictions
II. Consultant shall complete the Services through the following overall work plan and
approach:
A. OBJECTIVES OF THE PROJECT
The recommended plans, programs, systems and administrative procedure s will meet these ten
most important criteria.
- Financially responsible
- Efficiently administered
- Inclusive of employee input
- Reflective of City's values
- Reflective of prevailing “best practices”
B. SCOPE OF THE PROJECT
The project includes: a management and employee communication plan; partnership with the
City’s Human Resources staff, City Manager, Council, and project designee(s); occupational,
organizational, and operational familiarization; Job Analysis Questionnaire (JAQ) and job
analysis for all classifications; worksite job information interviews; position classification and job
title recommendations for all employees and classifications; FLSA designations; updated
classification specifications; EZ COMP™; internal equity and external competitiveness
evaluation; total compensation survey and competitiveness analysis; salary range
recommendations; fiscal impact estimates and multiple implementation scenarios; updated
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01203.0004/736917.1 A-3
classification and compensation plan and classification and compensation plan implementatio n
support for all included employees in all job classifications.
C. PROJECT METHODOLOGY
1. Quality Assurance
To ensure a high-quality project, Consultant has built in several layers of procedural and
statistical controls, in addition to those already in EZ COMP™. Internally, Consultant follows
a prescribed series of steps in each project phase, which are reviewe d by its Project
Director. Consultant requests that the Human Resources and City’s Project Manager(s)
review its work to minimize the chance of errors and to ensure that it reflects the City's
organizational values.
2. Project Planning Meetings and Communication Plan Development
Consultant will consult with the Human Resources Team and City Officials or representatives
on a communication strategy, plan, and materials, beginning prior to the project and
extending to the post project information meetings. Consultant plans to conduct group pre-
project meetings for all City officials and employees where it will discuss the project’s scope,
answer questions, and distribute and explain the Job Analysis Questionnaire.
D. POSITION CLASSIFICATION ANALYSIS
1. Review of Essential Tasks - Job Analysis Questionnaire
Consultant will review and analyze the current essential tasks, duties and responsibilities,
and minimum qualifications of each included position through the Position Analysis
Questionnaire (JAQ) to be completed by e ach employee (or group of employees with
identical jobs) in print or electronic format. If the information on the JAQ does not clearly
delineate the position’s scope of responsibilities, Consultant may return the JAQ to the
position’s incumbent for additional information, or focus on the data gap during a worksite job
information interview.
2. Employee Worksite Job Information Interviews
Consultant will conduct a worksite job information interview with a representative incumbent
of every requested job classification or for those it proposes to change. The purpose of these
interviews is to verify the data on the JAQ, obtain additional insight into the scope and
complexity of the job duties, observe technical processes and working conditions, and to
provide employees with an additional method of participation in the project. This process
also ensures that Consultant makes all internal and external comparisons on the basis of
actual job content and not merely job title.
3. FLSA Status Determination
Consultant will review the essential tasks and minimum qualifications of each of the City's job
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01203.0004/736917.1 A-4
Job Title - Definition
Distinguishing Characteristics
Essential Functions Desired
Knowledge and Skills
Physical Requirements
Non-Essential Functions
Mental Requirements
Working Conditions
classifications and subject them to the Fair Labor Standards Act tests to determine their
exempt or non-exempt status.
4. Position Classification
Each of the City’s positions will be analyzed and evaluated to determine their primary
characteristics, including:
Is there a current City occupational job group comprised of job classes with essential
functions similar to the subject position; if so:
To which of the group’s job classes, and at what level, are the subject position’s
essential functions similar to the subject position, and if so:
Are they sufficiently comparable (+/- 20% guideline) to be allocated to that job class,
utilize the same job title, require the same minimum qualific ations, and be assigned to
the same salary range.
If the City does not currently have a sufficiently comparable job class, what should be the
subject position’s occupational job class and title, and:
What should the recommended occupational classification action be, No Change (N), Title
Change (T), Merge With Other Job Class (M), New Job Class (J).
Consultant may find that a job class is overly broad and encompasses several job
activities which are regarded with significant salary difference in the marketpl ace. In such
an instance, Consultant will recommend "splitting" the job class into the current job class
and a new job class which encompasses the different job activities.
5. Updated Classification Specifications
Consultant can prepare an updated class specification in the City’s standard or other
selected format for each occupational job class. Focus will be on the Essential Functions and
Minimum Qualifications. The specifications or descriptions may include (not limited to) the
following the following components:
Education, Training and
Experience Licenses and
Certifications FLSA Exempt/Non-
Exempt Status Supervision
Exercise/Received
6. Draft Classification Plan Review with Human Resources and Department Heads
Consultant will conduct a review of its initial position classification recommendations and
draft job descriptions with the City’s Project Team and respective departm ent heads to
identify possible errors, obtain feedback, and solicit suggestions for clarification.
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01203.0004/736917.1 A-5
- Comparator Employer Selection
- Benchmark Job Class Selection
- Compensation Competitiveness Policy
- Salary Structure Selection
- Job Evaluation Method-Salary Plan Linkage
- Draft Compensation Plan Review / Critique
- Total Compensation Points for Analysis
- Project Implementation Plan
E. COMPENSATION SURVEY AND ANALYSIS
1. City Involvement in Compensation Plan Development
Consultant will obtain policy direction from the City Council, Human Resources s taff, and/or
City Officials on the following key components of the salary plan development process:
2. Comprehensive Compensation Survey (including review of market comparators)
Consultant does not subscribe to or recommend the use of databases or data warehouses used or
hosted by other firms! Consultant will collect the complete pay plans from each of the City’s
comparators and build a custom survey database to ensure accuracy and completeness, unique to
the City’s job classifications.
a. Data Collection Protocol will be developed in consultation with the City’s project leaders to
determine which salary data elements to include, such as:
Base Salary Information
- Salary grade/step or open range salary plan structure
- Salary range structure Minimum, Midpoint, and Maximum
- Method of salary administration - longevity, performance, or skill
Additional Compensation Information (to be finalized with Staff)
- City-supported benefits such as health insurance, pension contributions
- Supplemental pay items for special qualifications/certifications
- Individual or group incentive plans, bonus, awards, stipends
- Any additional add-pay or benefits items at City’s discretion
b. Benchmark Job Selection will be made by identifying City job classes common to its
employment-competitive public and private employers in the immediate area and throughout the
region or State, clearly identifiable, and representative of standard occupational job groups.
c. Comparator Employers Identification will focus on full service cities in Orange County over
100,000 resident population and/or similarly situated beach cities.
d. Compensation Data Collection will be made by one or more of the following methods.
- Pre-survey contact with the selected comparator employers to solicit participation in the
City’s compensation survey(s).
- Extraction from the pay plans of designated public employers.
- Customized salary and total compensation and benefits survey requests for local
governments and other public employers, distributed by mail, fax, and e-mail.
- As desired, additional data extraction from es tablished salary surveys and commercial
survey sources such as Watson Wyatt, ERI, etc.
e. Data Quality Control includes editing data for accuracy and proper matching to the City’s
survey benchmark jobs, and phone/fax/E-mail follow-ups for data clarification and to obtain
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01203.0004/736917.1 A-6
comparators’ benchmark job descriptions.
3. Prevailing Rates Calculation
Consultant will consolidate the compensation data from all sources, enter the information into the EZ
COMP™ program, and compute the prevailing rates, inclusive of cost of living differentials, as the
statistical mean of the survey data for each benchmark job class. Data will be projected forward
from the date of collection to a common date relating to the City’s salary plan year by the annual
Prevailing Rate Increase Factor (PRI) applicable at that time.
4. Compensation Competitiveness Comparison
Consultant will provide the City with charts comparing its current salary structures to those of the
selected public and private comparator employers. Consultant will calculate the extent that the
City’s offerings vary from the prevailing rates and practices of other relevant employers.
F. COMPENSATION PLAN DEVELOPMENT
1. Compensation Competitiveness Policy
Consultant will assist the City to select a compensation competitiveness policy which best fits its
compensation strategy and financial resources, by providing fiscal impact estimates at various
percentage relationships to the prevailing rates.
2. Salary Plan Structure Development
Consultant will review the City’s current wage plans and 1) utilize the City’s current wage plan
structures to identify internally equitable and externally competitive salary ranges for each City job
class or 2) prepare alternative salary range structures and schedules for the City to select the best
fit for its competitiveness strategy, with these optional criteria:
- Method of administration, i.e.: measured job performance, longevity, or skill
- Width of the salary ranges, grades or broad bands, from Minimum to Maximum
- Varying salary range widths for FLSA non-exempt positions
- Open salary ranges for pay-for-performance or variable compensation plan
- If steps within the salary ranges, number of steps, percentage separation
- Number of salary ranges, grades, or broad bands in the salary schedule
- Percentage of separation between salary ranges, grades or broad bands
- Recognition for longevity, unique assignments, and special skill requirements
- Remuneration for required special licenses, certifications and registrations
- Linkage of performance evaluations to performance increase opportunities
3. Salary Range Assignment Development
Consultant will assign each job classification to a salary range in the City’s current or selected new
salary structure on the basis of a combination of factors, including:
- the prevailing rates for the benchmark job classes
- its current relationship to similar or occupationally related job classes
- the 15% guideline for salary range separation between sequential job classes
- the 25% guideline for salary separation of a department head job class
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01203.0004/736917.1 A-7
4. Implementation Plan Development
Consultant will consult with the Human Resources and Project Team on a plan for transition to the
recommended plan, including a timetable for the principal activities, employee communication,
impact on budget processes, and estimates of required financial resources.
Consultant will provide the City with charts comparing its current salary structures to those of the
selected public and private comparator employers. Consultant will calculate the extent that the
City’s offerings vary from the prevailing rates and practices of other relevant employers.
G. ENSURING THE CITY’S SELF-SUFFICIENCY
The City will be self-sufficient in all aspects of maintenance of the updated position classification and
compensation plan through these services.
1. Procedure Manuals
- PSPC Position Classification Procedure Guide
- PSPC Salary Administration Procedure Guide
- City of Rancho Palos Verdes EZ COMP™ Procedure Guide
2. Training Workshop – for City staff in position classification, job evaluation, compensation
surveys, and compensation plan design and administration.
3. Electronic Class Specification Library – Consultant can provide the City with all updated
classification specifications in hard copy and electronic library format for internal maintenance.
4. EZ COMP™ – program and project files on one of the City’s computers, a customer user’s
manual, and system training for key City and Human Resources staff.
5. Initial Year’s Implementation Warranty Support – Consultant will analyze, evaluate, classify,
and provide a salary range recommendation for any new or changed position or entire job
classification, at no cost to the City for one year. .
H. EXTENSIVE EMPLOYEE INCLUSION AND COMMUNICATION
Very important factors for successful implementation of new or updated classification and
compensation plans are 1) extensive employee inclusion, and 2) extensive employee
communication. City officials and employees will participate in one or more of the following activities:
- Attending pre-project briefings and question and answer sessions
- Completing a Position Analysis Questionnaire (JAQ) describing their position
- Elaborating on their jobs in individual or group information interviews
- Requesting a second review of their positions’ occupational job classification
- Receiving information pamphlet/booklet describing the updated salary plan
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01203.0004/736917.1 A-8
I. MINIMAL CITY SUPPORT REQUIRED
Consultant is completely self-sufficient in projects of this nature and do not require any substantive
staff support from the City other than payroll data, and arrangements for group and individual
meetings and interviews. Consultant appreciates, but does not require, any office space, telephone,
clerical assistance, computers, or office equipment. Consultant will provide all data entry, data
processing, duplicating, and related report preparation functions.
J. REPORTS AND PRESENTATIONS
1. Draft and Final Report Preparation
Consultant will provide the City’s project leader(s) with a draft of Consultant’s report for review and
critique, including the classification plan, compensation market data, salary comparison tables, fiscal
estimates, salary range listings, and implementation procedures. Consultant will incorporate City’s
critique into the development of a final report summarizing the project’s findings, recommendations,
and detailed description of the City’s updated position classification and compensation plans. .
2. Final Report Presentations
Consultant will conduct a workshop or formal presentation of its final report and recommendations to
the Human Resources staff, City Officials, and employees.
3. EZ COMP™ Program Installation
Consultant will install its EZ COMP™ Program and project files on one of the Human Resources
Department’s computers and provide training to key staff in the maintenance and update of the
classification and compensation plan.
4. Implementation Warranty
To ensure effective implementation of the new plan, Consultant will analyze, evaluate, and provide a
salary range recommendation for any new or changed job class, at no cost to the City for one year.
III. All work product is subject to review and acceptance by the City, and must be
revised by the Consultant without additional charge to the City until found
satisfactory and accepted by City.
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01203.0004/736917.1 B-1
EXHIBIT “B”
SPECIAL REQUIREMENTS
(Superseding Contract Boilerplate)
Added text indicated in bold italics, deleted text indicated in strikethrough.
[INTENTIONALLY LEFT BLANK]
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01203.0004/736917.1 C-1
EXHIBIT “C”
SCHEDULE OF COMPENSATION
I. Consultant shall perform the following tasks at the following rates:
II. The City will compensate Consultant for the Services performed upon submission of
a valid invoice. Each invoice is to include:
A. Line items for all personnel describing the work performed, the number of hours
worked, and the hourly rate.
B. Line items for all materials and equipment properly charged to the Services.
C. Line items for all other approved reimbursable expenses claimed, with supporting
documentation.
D. Line items for all approved subcontractor labor, supplies, equipment, materials,
and travel properly charged to the Services.
III. The total compensation for the Services shall not exceed the Contract Sum as
provided in Section 2.1 of this Agreement.
Tasks
Description Cost
1. Planning Meetings, Kick Off, Communication and JAQ Intro $2,000
2. Job Information Interviews / Desk Audits (50) $6,000
3. Position Classification, Job Titling Review $1,000
4. Updated Class Specifications (50) $4,000
5. Total Compensation Survey $25,000
6. Pay Plan Modeling, Implementation Options and Costing $2,000
7. Organizational and Staffing Review $3,000
8. Reporting and Presentations $2,000
TOTAL $45,000
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01203.0004/736917.1 D-1
EXHIBIT “D”
SCHEDULE OF PERFORMANCE
I. Consultant shall perform all Services timely in accordance with the following
schedule, starting from the date of the Notice to Proceed.
II. The Contract Officer may approve extensions for performance of the services in
accordance with Section 3.2.
A-36
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE
CITY OF RANCHO PALOS VERDES
JUNE 2021
PREPARED BY
Matthew Weatherly, President
(888) 522-7772 / matt@pspc.us
B-1
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF RANCHO PALOS VERDES
TABLE OF CONTENTS
Section Page
1 COVER LETTER 1
2 WORK PLAN AND METHODOLOGY
SUMMARY OF SERVICES FOR THE CITY 2
PROJECT SCOPE AND METHODOLOGY 3
A. OBJECTIVES OF THE PROJECT 3
B. SCOPE OF THE PROJECT 3
C. PROJECT METHODOLOGY 3
1. Quality Assurance 3
2. Project Planning Meetings and Communication Plan Development 3
D. POSITION CLASSIFICATION ANALYSIS 4
1. Review of Essential Tasks – Job Analysis Questionnaire 4
2. Employee Job Information Interviews 4
3. FLSA Status Determination 4
4. Position Classification 4
5. Updated Class Specifications 5
6. Draft Classification Plan Reviews 5
E. TOTAL COMPENSATION SURVEY AND ANALYSIS 5
1. City Involvement in Compensation Plan Development 5
2. Comprehensive Compensation Survey(s) 5
3. Prevailing Rates Calculation 6
4. Compensation Competitiveness Comparison 6
F. COMPENSATION PLAN DEVELOPMENT 7
1. Compensation Competitiveness Policy 7
2. Salary Plan Structure Development 7
3. Salary Range Assignment Development 7
4. Implementation Plan Development 7
G. ENSURING THE CITY’S SELF-SUFFICIENCY 8
H. EXTENSIVE EMPLOYEE INCLUSION AND COMMUNICATION 8
I. MINIMAL CITY SUPPORT REQUIRED 8
J. FINAL REPORTS AND PRESENTATIONS 9
3 TIME SCHEDULE
PROJECT TIMELINE ILLUSTRATION – GANTT CHART 10
4 COST PROPOSAL 11
5 EXPERIENCE OF FIRM
HISTORY AND FACTS ABOUT OUR FIRM 12
CLIENT REFERENCES 13
RECENT CALIFORNIA EMPLOYERS SERVED 14
RECENT MUNICIPAL EMPLOYERS SERVED 14
6 PROJECT TEAM EXPERIENCE
PROJECT TEAM ORGANIZATION CHART 15
RESUMES OF PROJECT TEAM MEMBERS 15
7 PSPC BROCHURES – COMMUNICATING THE PROJECT; EZ COMPTM APPLICATION
Please visit www.pspc.us for work samples and additional resources
PUBLIC SECTOR PERSONNEL CONSULTANTS
B-2
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF RANCHO PALOS VERDES
COVER LETTER
1,000+ PUBLIC EMPLOYERS SERVED
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
B-3
June 17, 2021
Ms. Julie DeZiel
Human Resources Manager
City of Rancho Palos Verdes
30940 Hawthorne Boulevard
Rancho Palos Verdes, CA 90275
Dear Ms. DeZiel and Selection Team,
Pursuant to your request, we are pleased to provide you with a proposal and qualifications to assist the City with
a classification and compensation study. We specialize in these services and have implemented classification
and compensation plans for more than 1,100 public employers nationwide, including more than 400 municipal
employers and over 100 public employers in California.
Current and recently completed studies include those for the Cities of Huntington Beach, San Clemente, San
Juan Capistrano, Montebello, Thousand Oaks, Bell Gardens, La Verne, Westlake Village, Agoura Hills, Azusa,
Salinas, Riverside, Colton and San Bernardino.
We believe our firm is uniquely qualified for this study. We will utilize only full-time, certified Human Resources
professionals for the study, with combined greater than 1 00 years of experience in the fields of human
resources, compensation, and labor relations .
Our proposed approach will be customized to meet the City’s needs. We are confident that our extensive public
employers classification and compensation experience, knowledge of public employers in California, large
specialized and highly qualified full time staff, proven methods, unique EZ COMPTM application to ensure your
self-sufficiency, and one year of implementation support and assistance at no cost, will achie ve all of the City’s
objectives for an important project of this nature.
No known conflicts exist and we take no exceptions to the scope or requirements.
In light of COVID-19 restrictions, we have several flexible, online and virtual options to ensure high quality
results, employee participation, and overall communication without sacrific ing quality or consistency.
Thank you for your interest in our firm’s services. If we can provide any additional information, such as samples
of recent similar studies, or if you would like to visit further or in person about the City’s project needs, please
contact me at any time.
Sincerely,
Matthew Weatherly, President
(888) 522-7772
matt@pspc.us
Page 1
Regionally: 149 S. Barrington Avenue #726 Los Angeles, CA 90049
888.522.7772 • www.pspc.us
B-4
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF RANCHO PALOS VERDES
WORK PLAN AND METHODOLOGY
SUMMARY OF SERVICES FOR THE CITY
PROJECT SCOPE AND APPROACH
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
B-5
SUMMARY OF SERVICES FOR THE CITY OF RANCHO PALOS VERDES
PUBLIC SECTOR PERSONNEL CONSULTANTS (PSPC) proposes the following program of consulting services
and implementation support to conduct a classification and compensation study .
Project Planning and Communication
1. Project planning and scheduling meeting with the City’s Human Resources Staff, project designee(s)*
2. Policy input and project direction meeting and briefing with Council, Human Resources and designee(s)*
3. Project briefing presentation for all employees, Council, City officials, City’s project leaders*
4. Management and employee communication, progress reports throughout all project phases
5. Assistance with development and communication with a committee of employee representatives
Classification Project Tasks
6. Occupational familiarization by review of City’s current class specifications and compensation plans
7. Organizational familiarization by review of City organization charts, budgets, and annual reports
8. Job Analysis Questionnaire (JAQ) customized for gathering City employee occupation data
9. Meetings to distribute and explain the JAQ and the project for all City officials and employees
10. Job interviews, desk audits / field observations with representatives of each class*
11. Recommended title modifications and reclassifications for consideration by department heads
12. Review of reporting relationships and span of control, review of organization charts
13. Review of position classification recom mendations with City’s project staff and respective departments
14. Facilitation of employee participation and feedback process on any proposed classification changes
15. Preparation of updated classification specifications for each included job classification
Compensation Survey(s) and Organizational Review
16. Confirmation of survey cities to include in external total compensation comparisons
17. Identification of City occupations to utilize as survey benchmark job classifications
18. Solicitation of comparator employers and agencies for participation in external compensation surveys
19. Extraction of data from public employer compensation plans, questionnaires, reliable published surveys
20. Collection of total compensation and benefits data for comparison to current practices
21. Consolidation of data from all sources and calculation of prevailing rates for benchmark jobs
22. Computation of extent City’s compensation offerings vary from external prevailing rates and practices
23. Review of competitiveness analysis with Human Resources, City Officials and City’s project designees
24. Collection of staffing per function or staffing per capita data from survey comparators, for review
Compensation Plan Development
25. Construction of optional salary range structures for review and selection by City’s project leaders
26. Assignment of job classes to salary ranges by internal equity and external competitiveness
27. Assistance with City Council identification of desired, affordable salary competitiveness policy
28. Fiscal impact estimates at various levels of external prevailing rates competitiveness policies
29. Review and critique of draft salary and implementation plans with Human Resources, project leaders
Communication of Results and Implementation Strategies
30. Preparation and presentation of final project reports for the City Council, staff, and City Officials
31. Development of a plan for the implementation of City’s updated classification and compensation plan
32. Uploading of EZ COMPTM program files on a Human Resources Department computer, staff training
33. Development and provision of process for ongoing plan maintenance and subsequent plan updates
34. Assistance with communicating the City’s updated plans for all City officials and employees
TS 6/21
* virtual and in person options pending COVID-19 restrictions
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
2
B-6
PROJECT APPROACH AND METHODOLOGY
Following is our overall work plan and approach to achieving the City’s objectives for the conduct of a
classification and compensation study.
A. OBJECTIVES OF THE PROJECT
The recommended plans, programs, systems and administrative procedures will meet thes e ten most
important criteria.
- Internally equitable - Financially responsible
- Externally competitive - Efficiently administered
- Readily understood - Inclusive of employee input
- Easily updated & maintained - Reflective of City's values
- Legally compliant & defensible - Reflective of prevailing “best practices”
B. SCOPE OF THE PROJECT
The project includes: a management and employee communication plan; partnership with the City’s Human
Resources staff, City Manager, Council, and project designee(s); occupational, organizational, and
operational familiarization; Job Analysis Questionnaire (JAQ) and job analysis for all classifications; worksite
job information interviews; position classification and job title recommendations for all employees and
classifications; FLSA designations; updated classification specifications; EZ COMP™; internal equity and
external competitiveness evaluation; total compensation survey and competitiveness analysis; salary range
recommendations; fiscal impact estimates and multiple implementation scenarios; updated classification
and compensation plan and classification and compensation plan implementation support for all included
employees in all job classifications.
C. PROJECT METHODOLOGY
1. Quality Assurance
To ensure a high-quality project, we have built in several layers of procedural and statistical controls, in
addition to those already in EZ COMP™. Internally, we follow a prescribed series of steps in each
project phase, which are reviewed by our P roject Director. We request that the Human Resources and
City’s Project Manager(s) review our work to minimize the chance of errors and to ensure that it reflects
the City's organizational values.
2. Project Planning Meetings and Communication Plan Development
We will consult with the Human Resources Team and City Officials or representatives on a
communication strategy, plan, and materials, beginning prior to the project and extending to the post-
project information meetings. We plan to conduct group pre-project meetings for all City officials and
employees where we will discuss the project’s scope, answer questions, and distribute and expla in the
Job Analysis Questionnaire.
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
3
B-7
D. POSITION CLASSIFICATION ANALYSIS
1. Review of Essential Tasks – Job Analysis Questionnaire
We will review and analyze the current essent ial tasks, duties and responsibilities, and minimum
qualifications of each included position through the Position Analysis Questionnaire (JAQ) to be
completed by each employee (or group of employees with identical jobs) in print or electronic format. If
the information on the JAQ does not clearly delineate the position’s scope of responsibilities, we may
return the JAQ to the position’s incumbent for additional information, or focus on the data gap during a
worksite job information interview.
2. Employee Worksite Job Information Interviews
We can conduct a worksite job information interview with a representative incumbent of every requested
job classification or for those we propose to change. The purpose of these interviews is to verify the
data on the JAQ, obtain additional insight into the scope and complexity of the job duties, observe
technical processes and working conditions, and to provide employees with an additional method of
participation in the project. This process also ensures that we make all internal and external
comparisons on the basis of actual job content and not merely job title.
3. FLSA Status Determination
We will review the essential tasks and minimum qualifications of each of the City's job classifications
and subject them to the Fair Labor Standards Act tests to determine their exempt or non-exempt status.
4. Position Classification
Each of the City’s positions will be analyzed and evaluated to determine their primary characteristics,
including:
- Is there a current City occupational job group comprised of job classes with essential functions
similar to the subject position; if so:
- To which of the group’s job classes, and at what level, are the subject position’s essential functions
similar to the subject position, and if so:
- Are they sufficiently comparable (+/- 20% guideline) to be allocated to that job class, utilize the
same job title, require the same minimum qualifications, and be assigned to the same salary range.
- If the City does not currently have a sufficiently comparable job class, what should be the subject
position’s occupational job class and title, and:
- What should the recommended occupational classification action be, No Change (N), Title Change
(T), Merge With Other Job Class (M), New Job Class (J).
- We may find that a job class is overly broad and encompasses several job activities which are
regarded with significant salary difference in the marketplace. In such an instance, we will
recommend "splitting" the job class into the current job class and a new job class which
encompasses the different job activities.
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
4
B-8
5. Updated Classification Specifications
We can prepare an updated class specification in the City’s standard or other selected format for each
occupational job class. Focus will be on the Essentia l Functions and Minimum Qualifications. The
specifications or descriptions may include (not limited to) the following components:
Job Title – Definition Education, Training and Experience Physical Requirements
Distinguishing Characteristics Licenses and Certifications Non-Essential Functions
Essential Functions FLSA Exempt/Non-Exempt Status Mental Requirements
Desired Knowledge and Skills Supervision Exercise/Received Working Conditions
6. Draft Classification Plan Review with Human Resources and Department Heads
We will conduct a review of our initial position classification recommendations and draft job descriptions
with the City’s Project Team and respective department heads to identify possible errors, obtain
feedback, and solicit suggestions for clarification.
E. COMPENSATION SURVEY AND ANALYSIS
1. City Involvement in Compensation Plan Development
We will obtain policy direction from the City Council, Human Resources staff, and/or City Officials on the
following key components of the salary plan development process:
- Comparator Employer Selection - Job Evaluation Method-Salary Plan Linkage
- Benchmark Job Class Selection - Draft Compensation Plan Review / Critique
- Compensation Competitiveness Policy - Total Compensation Points for Analysis
- Salary Structure Selection - Project Implementation Plan
2. Comprehensive Compensation Survey (including review of market comparators)
We do not subscribe to or recommend the use of databases or data warehouses used or hosted by other
firms! We will collect the complete pay plans fr om each of the City’s comparators and build a custom survey
database to ensure accuracy and completeness, unique to the City’s job classifications .
a. Data Collection Protocol will be developed in consultation with the City’s project leaders to
determine which salary data elements to include, such as:
Base Salary Information
- Salary grade/step or open range salary plan structure
- Salary range structure Minimum, Midpoint, and Maximum
- Method of salary administration – longevity, performance, or skill
Additional Compensation Information (to be finalized with Staff)
- City-supported benefits such as health insurance, pension contributions
- Supplemental pay items for special qualifications/certifications
- Individual or group incentive plans, bonus, awards, stipends
- Any additional add-pay or benefits items at City’s direction
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
5
B-9
b. Benchmark Job Selection will be made by identifying City job classes common to its employment-
competitive public and private employers in the immediate area and throughout the region or State,
clearly identifiable, and representative of standard occupational job groups.
c. Comparator Employers Identification will focus on full service cities in Orange County over
100,000 resident population and/or similarly situated beach cities.
d. Compensation Data Collection will be made by one or more of the following methods.
- Pre-survey contact with the selected comparator employers to solicit participation in the City’s
compensation survey(s)
- Extraction from the pay plans of designated public employers.
- Customized salary and total compensation and benefits survey requests for local governments
and other public employers, distributed by mail, fax, and e-mail.
- As desired, additional data extraction from established salary surveys and commercial survey
sources such as Watson Wyatt, ERI, etc.
e. Data Quality Control includes editing data for accuracy and proper matching to the City’s survey
benchmark jobs, and phone/fax/E-mail follow-ups for data clarification and to obtain comparators’
benchmark job descriptions.
3. Prevailing Rates Calculation
We will consolidate the compensation data from all sources, enter the information into the EZ COMP™
program, and compute the prevailing rates, inclusive of cost of living differentials, as the statistical mean
of the survey data for each benchmark job class. Data will be projected forward from the date of
collection to a common date relating to the City’s salary plan year by the annual Prevailing Rate
Increase Factor (PRI) applicable at that time.
4. Compensation Competitiveness Comparison
We will provide the City with charts comparing its current salary structures to those of the selected
public and private comparator employers. We will calculate the extent that the City’s offerings vary from
the prevailing rates and practices of other relevant employers.
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
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B-10
F. COMPENSATION PLAN DEVELOPMENT
1. Compensation Competitiveness Policy
We will assist the City to select a compensation competitiveness policy which best fits its compensation
strategy and financial resources, by providing fiscal impact estimates at various percentage
relationships to the prevailing rates.
2. Salary Plan Structure Development
We will review the City’s current wage plans and 1) utilize the City’s current wage plan structures to
identify internally equitable and externally competitive salary ranges for each City job class or 2) prepare
alternative salary range structures and schedules for the City to select the best fit for its competitiveness
strategy, with these optional criteria:
- Method of administration, i.e.: measured job performance, longevity, or skill
- Width of the salary ranges, grades, or broad bands, from Minimum to Maximum
- Varying salary range widths for FLSA non-exempt or exempt positions
- Open salary ranges for pay-for-performance or variable compensation plan
- If steps within the salary ranges, number of steps, percentage separation
- Number of salary ranges, grades, or broad bands in the salary schedule
- Percentage of separation between salary ranges, grades or broad bands
- Recognition for longevity, unique assignments, and special skill requirements
- Remuneration for required special licenses, certifications and registrations
- Linkage of performance evaluations to performance increase opportunities
3. Salary Range Assignment Development
We will assign each job classification to a salary range in the City’s current or selected new salary
structure on the basis of a combination of factors, including:
- the prevailing rates for the benchmark job classes
- its current relationship to similar or occupationally related job classes
- the 15% guideline for salary range separation between sequential job classes
- the 25% guideline for salary separation of a department head job class
4. Implementation Plan Development
We will consult with the Human Resources and Project Team on a plan for transition to the
recommended plan, including a timetable for the principal activities , employee communication, impact
on budget processes, and estimates of required financial resources.
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
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B-11
G. ENSURING THE CITY’S SELF-SUFFICIENCY
The City will be self-sufficient in all aspects of maintenance of the updated position classification and
compensation plan through these services.
1. Procedure Manuals
- PSPC Position Classification Procedure Guide
- PSPC Salary Administration Procedure Guide
- City of Rancho Palos Verdes EZ COMP™ Procedure Guide
2. Training Workshop – for City staff in position classification, job evaluation, compensation surveys, and
compensation plan design and administration.
3. Electronic Class Specification Library – we can provide the City with all updated classification
specifications in hard copy and electronic library format for internal maintenance.
4. EZ COMP™ – program and project files on one of the City’s computers, a custom user’s manual, and
system training for key City and Human Resources staff.
5. Initial Year’s Implementation Warranty Support – we will analyze, evaluate, classify, and provide a
salary range recommendation for any new or changed position or entire job classification, at no cost to
the City for one year.
H. EXTENSIVE EMPLOYEE INCLUSION AND COMMUNICATION
Very important factors for successful implementation of new or upda ted classification and compensation
plans are 1) extensive employee inclusion, and 2) extensive employee communication. City officials and
employees will participate in one or more of the following activities:
- Attending pre-project briefings and question and answer sessions
- Completing a Position Analysis Questionnaire (JAQ) describing their position
- Elaborating on their jobs in individual or group job information interviews
- Requesting a second review of their position’s occupational job classification
- Receiving information pamphlet/booklet describing the updated salary plan
I. MINIMAL CITY SUPPORT REQUIRED
We are completely self-sufficient in projects of this nature and do not require any substantive staf f support
from the City other than payroll data, and arrangements for group and individual meetings and interviews.
We appreciate, but do not require, any office space, telephone, clerical assis tance, computers, or office
equipment. We will provide all data entry, data processing, duplicating, and related report preparation
functions.
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
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B-12
J. REPORTS AND PRESENTATIONS
1. Draft and Final Report Preparation
We will provide the City’s project leader(s) with a draft of our report for review and critique, including
the classification plan, compensation market data, salar y comparison tables, fiscal estimates, salary
range listings, and implementation procedures. We will incorporate their critique into the development
of a final report summarizing the project’s findings, recommendations, and detailed description of the
City’s updated position classification and compensation plans.
2. Final Report Presentations
We will conduct a workshop or formal presentation of our final report and recommendations to the
Human Resources staff, City Officials, and employees.
3. EZ COMP™ Program Installation
We will install our EZ COMP™ program and project files on one of the Human Resources
Department's computers and provide training to key staff in the maintenance and update of the
classification and compensation plan.
4. Implementation Warranty
To ensure effective implementation of the new plan, we will analyze, evaluate, and provide a salary
range recommendation for any new or changed job class, at no cost to the City for one year.
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
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B-13
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF RANCHO PALOS VERDES
TIME SCHEDULE
COUNTY GOVERNMENTS SERVED BY OUR STAFF
1,000+ PUBLIC EMPLOYERS SERVED
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
B-14
TASK NAME ELAPSED WEEKS:
1. PROJECT COMMUNICATION,
QUALITY ASSURANCE,
PROJECT STATUS REPORTS
2. REVIEW OF JAQ’S; INTERVIEWS; TITLING;
ORGANIZATIONAL DATA COLLECTION
CLASSIFICATION RECOMMENDATIONS
3. POSITION CLASSIFICATION/EVALUATION;
HR STAFF QUALITY ASSURANCE REVIEW;
DRAFT REVIEW WITH HR, DEPTS
4. PREPARATION OF UPDATED CLASS
SPECIFICATIONS AND REVIEWS WITH
DEPARTMENTS, FINALIZATION
COMPENSATION SURVEY, BENCHMARK
5. SELECTION, DATA COLLECTION,
COMPARABILITY ASSURANCE REVIEW
6. PREVAILING RATES COMPUTATION,
MARKET COMPETITIVENESS ANALYSIS,
DRAFT COMPENSATION METHODOLOGY
7. SALARY RANGE ASSIGNMENTS ON BASIS
OF INTERNAL EQUITY AND EXTERNAL
COMPETITIVENESS
8. SALARY RANGE TABLES, FISCAL IMPACT
ESTIMATES, REVIEW OF DRAFT PLANS
WITH CITY OFFICIALS, DESIGNEE(S)
PREPARATION AND PRESENTATION OF
9. FINAL REPORT TO HR, COMMITTEES,
EXECUTIVE TEAM, EMPLOYEES
10. EZ COMP INSTALLATION, STAFF
TRAINING ONE YEAR OF CLASS/COMP
PLAN IMPLEMENTATION ASSISTANCE
1 4 8 12 16 20+
* Progress reviews with the City
*
*
*
ESTIMATED PROJECT ELAPSED TIME CHART
*
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B-15
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF RANCHO PALOS VERDES
COST
1,000+ PUBLIC EMPLOYERS SERVED
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
B-16
PROJECT RATES BY MAJOR TASK
A. PROJECT COST ESTIMATE
We estimate that the project's total cost, including all fees for professional services and reimbursement for
out-of-pocket expenses, will not exceed the indicated amounts.
Major Project Component s
- Planning Meetings, Kick Off, Communication and JAQ Intro $ 2,000
- Job Information Interviews / Desk Audits (50) $ 6,000
- Position Classification, Job Titling Review $ 1,000
- Updated Class Specifications (50) $ 4,000
- Total Compensation Survey $ 25,000
- Pay Plan Modeling, Implementation Options and Costing $ 2,000
- Organizational and Staffing Review $ 3,000
- Reporting and Presentations $ 2,000
Total Not To Exceed: $ 45,000
B. FLEXIBLE WORK PLAN, NEGOTIABLE TOTAL COST, TERMS
Our work plan is flexible and total project cost negotiable, and we will discuss, modify, add or delete, any
work task to increase the project's responsiveness to the City’s needs and financial resources. We will
provide the City with monthly invoices for the professional services provided and out-of-pocket expenses
incurred during the month. We request that the City pay the invoices within thirty (30) days of their receipt.
C. ESTIMATED TIMELINES
We estimate that the project can be completed in 120 days; classification specifications often require an
additional 90-120 days to complete.
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
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B-17
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF RANCHO PALOS VERDES
EXPERIENCE OF OUR FIRM
HISTORY AND FACTS ABOUT OUR FIRM
CLIENT REFERENCES
RECENT MUNICIPAL EMPLOYERS SERVED
RECENT CALIFORNIA EMPLOYERS SERVED
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
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HISTORY AND FACTS ABOUT OUR FIRM
• HISTORY OF OUR FIRM
Public Sector Personnel Consultants (PSPC) originated in 1972 with the Public Sector Group of the
international human resources consulting firm of Hay Associates. PSPC was established as an
independent firm in 1982. We are a single-owner, debt-free subchapter-S corporation.
• REGIONAL STAFF
We have regional offices or affiliates in Los Angeles, CA, Sacramento, CA, Austin, TX, Dallas, TX,
Chicago, IL, St. Paul, MN, and Phoenix (Mesa), AZ.
• SPECIALIZED IN COMPENSATION SERVICES
We are “super-specialists" in compensation, providing services in job analysis, position classification, job
content evaluation, compensation, and directly related services. Over 98% of our classification and
compensation studies have been successfully implemented by our clients.
• SPECIALIZED IN PUBLIC SECTOR CLIENTS
We provide services exclusively to public sector employers including municipalities, counties, utility
districts, library districts, special districts, s tate governments, housing and redevelopment agencies, airport
authorities, school districts, higher education, and tribal governments.
• SPECIALIZED COMPENSATION STAFF
Our staff is comprised of eight (8) full time and an additional five (5) part time senio r human resources
professionals with very extensive experience as compensation managers and consultants for public
employers. Our staff has more than 100 years of combined experience working for and consulting to public
sector employers.
• OVER 1,100 PUBLIC EMPLOYERS SERVED
Our staff members have provided compensation, human resources, training and related consulting services
to more than 1,100 public and 200 private employers throughout the U.S.
• AMERICAN COMPENSATION ASSOCIATION PARTICIPATION (ACA) (NOW W ORLDATWORK)
Our consultants are active members of ACA, including serving as instructors for the ACA certification
courses.
• SPECIALIZED COMPENSATION AND RELATED RESOURCES
We utilize our EZ COMPTM salary survey and plan program, modified FES point-factor job evaluation
system, AEPTM performance evaluation plan, and SNAPTM staffing needs analysis program.
• FIRST YEAR IMPLEMENTATION WARRANTY
We provide our clients with extensive implementation support during the first year, and we will analyze,
evaluate, classify, and provide a sa lary range recommendation for any new or changed position or entire
job class, at no additional cost.
PUBLIC SECTOR PERSONNEL CONSULTANTS
12
B-19
REPRESENTATIVE PROJECT REFERENCES
Following is a listing of agencies which are representative of more than 1,1 00 employers, for whom members of
our firm have services similar to those requested by the City.
SAN JUAN CAPISTRANO, CITY OF, CA
Mr. Sam Penrod, HR / Risk Manager
32400 Paseo Adelanto
San Juan Capistrano, CA 92675
(949) 234-4565
SPenrod@sanjuancapistrano.org
Classification and FY 2017 Compensation Study
SALINAS, CITY OF, CA
Mr. Jim Pia, Assistant City Manager
200 Lincoln Avenue
Salinas, CA 93901
(831) 758-7201
jimp@ci.salinas.ca.us
FY 2018 Classification Study
FY 2016 Total Compensation Study
SCOTTSDALE, CITY OF, AZ
Ms. Donna Brown, HR Director
9191 E. San Salvador Drive
Scottsdale, AZ 85258
(480) 312-2615
DBrown@scottsdaleaz.gov
FY 2022 Compensation Study Update
FY 2018 Class and Compensation Study
MONTEBELLO, CITY OF, CA
Mr. Nicholas Razo, Director of HR
1600 W. Beverly Blvd
Montebello, CA 90640
(323) 887-1377
NRazo@cityofmontebello.com
FY 2021/22 Classification and Comp Study
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
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B-20
RECENT CALIFORNIA EMPLOYERS SERVED BY MEMBERS OF OUR STAFF
Apple Valley, Town of Sacramento Housing Authority
Bell Gardens, City of Salinas, City of
Banning, City of San Bernardino Assoc’n of Governments
Capitol Area Development Authority San Clemente, City of
Colton, City of, CA San Juan Capistrano, City of
Commerce, City of Santa Ana, City of (SEIU)
Culver City, City of Santa Cruz Port District
Indian Wells, City of South Gate, City of
Inglewood, City of Upland, City of
Monterey/Salinas Transit Vernon, City of
Monterey, City of Victorville, City of
Riverside, City of Westlake Village, City of
California Active 2021: Thousand Oaks, Montebello, Huntington Beach
ADDITIONAL RECENT MUNICIPAL EMPLOYERS SERVED BY OUR STAFF
Addison, Town of, TX Grand Forks, City of, ND Rio Rancho, City of, NM
Aliso Viejo, City of, CA Grapevine, City of, TX Rockwall, City of, TX
Allen, City of, TX Haltom City, City of, TX Roswell, City of, NM
Benbrook, City of, TX Highland Park, Town of, TX Rowlett, City of, TX
Bothell, City of, WA Indian Wells, City of, CA Salinas, City of, CA
Bozeman, City of, MT Kerrville, City of, TX San Clemente, City of, CA
Carrollton, City of, TX Killeen, City of, TX San Juan Capistrano, City of, CA
Casa Grande, City of, AZ Lamar, City of, CO Santa Ana, City of, CA
Centralia, City of, WA Las Cruces, City of, NM Scottsdale, City of, AZ
Culver City, City of, CA Lisle, Village of, IL Southgate, City of, CA
Dallas, City of, TX Maricopa, City of, AZ Tomball, City of, TX
Denton, City of, TX Minot, City of, ND Upland, City of, CA
Edmonds, City of, WA Mountain Village, Town of, CO Vernon, City of, CA
El Paso, City of, TX Oak Brook, Village of, IL Victorville, City of, CA
Fairview, Town of, TX Odessa, City of, TX Westlake Village, CA
Fort Worth, City of, TX Pearland, City of, TX Winslow, City of, AZ
Frisco, City of, TX Plano, City of, TX Woodlands Township, TX
Georgetown, City of, TX Prosper, Town of, TX University Park, City of, TX
PUBLIC SECTOR PERSONNEL CONSULTANTS
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B-21
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF RANCHO PALOS VERDES
PROJECT TEAM EXPERIENCE
PROJECT TEAM ORGANIZATION CHART
RESUMES OF PROJECT TEAM MEMBERS
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
B-22
Human Resources Department
City Management Team
PSPC
PROJECT DIRECTOR
Matthew Weatherly
DEPARTMENT DIRECTORS
Quality Control
Client Communication
Project Management
Implementation Support
CITY EMPLOYEES
PROJECT TEAM ORGANIZATION CHART
COUNCIL
PROJECT STAFF
COMPENSATION PLAN
IMPLEMENTATION PLAN
L. Talamonti, CCP
M. Weatherly
B. Longmire, PMP
K. Tilzer, SPHR
M. Weatherly
B. Longmire, PMP
L. Talamonti, CCP
K. Tilzer, SPHR
S. Heinz, PHR, MPA
COMPENSATION SURVEY
SURVEY ANALYSIS
POSITION CLASSIFICATION
REVIEW AND DESIGN
Review Job Analysis Questionnaires
Desk Audits / Interviews
Updated Class Specifications
Job Analysis and Position Classification
Implementation Support
Competitiveness Strategy
Salary Range Assignments
Fiscal Impact Analysis Scenarios
EZ COMP Installation
Staff Training
Implementation Support
Market Definition
Benchmark Definitions
Data Collection & Validation
Statistical Reports
Market Comparison
Implementation Support
CITY OF RANCHO PALOS VERDES
CLASSIFICATION AND COMPENSATION STUDY
MATTHEW E. WEATHERLY, PRESIDENT, PROJECT LEADER
Mr. Weatherly has over 20 years of experience as a human resources management professional and
consultant, specializing in position classification, compensation, recruitment and selection. He has served as a
Human Resources Manager with Employee Solutions, Inc. and Staffing Consultant with Initial Staffing Services.
He has completed projects in staff development, rec ruitment, selection, job descriptions, salary survey, and
salary plan development. Among his current and recently completed consulting projects are those for:
Banning, City of, CA Monterey, City of, CA Salinas, City of, CA
Big Bear Lake, City of, CA North County Fire, CA San Clemente, City of, CA
Commerce, City of, CA Redwood City, City of CA Scottsdale, City of, AZ
Inglewood, City of, CA Rialto, City of, CA Westlake Village, City of, CA
Mr. Weatherly holds a BS degree in Human Resources Management from Arizona State University’s WP Carey
School of Business. He has been a featured speaker at regional City Manager and HR meetings throughout the
US.
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
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B-23
ELIZABETH J. LOCURTO, CCP, VICE PRESIDENT
Ms. LoCurto has over 30 years of experience as a compensation manager and consultant for public and private
employers, specializing in job analysis, salary surveys, and salary plan development. She has se rved as
Compensation Research Associate for Hayes/Hill, Inc ., Senior Compensation Analyst for AON Corporation,
Compensation Manager for Loyola Univers ity, and Project Manager for the American Compensation
Association.
She has conducted projects in job audits, job descriptions, salary surveys, compensation databas e
management, compensation plan development, compensation training course development, and compensation
trend research. Among her consulting projects are:
Apple Valley, Town of, CA Highland, City of, CA Sacramento, City of, CA
California Family Health Council Midland, City of, TX Seaside, City of, CA
El Paso, City of, TX Oakland, City of, CA State Bar of Texas
Fresno, City of, CA Pomona, City of, CA Stockton, City of, CA
Ms. LoCurto holds a BS degree in Business Administration from Arizona State Univ ersity. She holds the
Certified Compensation Professional (CCP) designation from the American Compensation Association.
KATHERINE TILZER, SPHR, VICE PRESIDENT
Ms. Tilzer has more than 25 years of experience as a human resources manager and consultant, specializing in
employee relations, compensation, and recruitment. She has served as Personn el Manager for Laboratory
Corporation of America, Director of Human Resources for Plaza Healthcare, Inc., and Director of Human
Resources for American Baptist Homes.
Agoura Hills, City of, CA Indian Wells, City of, CA Sacramento City Schools, CA
Azusa, City of, CA Lake Havasu City, AZ San Bernardino Assn of Govt’s, CA
Castro Valley Sanitary Dist., CA Monterey Transit Dist., CA Victorville, City of, CA
Culver City, City of, CA Pacific Grove, City of Water Facilities Authority, CA
She holds a BS degree in Management from the University of Phoenix, and certification as Senior Professional
in Human Resources from the Society for Human Resources Management.
BOB LONGMIRE, PMP, PROJECT LEADER
Mr. Longmire has more than 15 years of project management experience and consult ing for public employers,
specializing in employee development, classification, and compensation. He has served as National Sales
Director for Connexion Technologies and Brand Marketing Manager for Plink.
He has completed projects in job analysis, position classification, compensation surveys and plan development.
Among his consulting projects are those for:
Bell Gardens, City of, CA Plano, City of, TX Pitkin County, CO
Colton, City of, CA Salinas, City of CA San Bernardino, City of, CA
LaVerne, City of, CA Greater Orlando Airport, FL Santa Ana, City of, CA
Monterey, City of, CA King County Library Systems, WA Sarasota-Bradenton Airport, FL
Mr. Longmire holds a BS degree in Administration from Colorado Christian University and designation as Project
Management Professional from the Project Management Institute.
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
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B-24
SAMUEL HEINZ, MPA, PHR
Mr. Heinz has conducted projects in job analysis, position classification, job evaluation, compensation surveys,
and compensation plan development. Among his recent client projects are thos e for:
Addison, Town of, TX DeSoto, City of, TX Prosper, Town of, TX
Apache Junction, City of, AZ Galveston, City of, TX Teton County, WY
Bismarck, City of, ND Midland, City of, TX The Colony, City of, TX
Carrollton, City of, TX Odessa, City of, TX Williston, City of, ND
Mr. Heinz holds a MA degree in Public Administration from Texas Tech.
PUBLIC SECTOR PERSONNEL CONSULTANTS proposes to utilize only full time members of our firm to
complete all of the project tasks and objectives. In or der to maintain complete control of the project tasks
and deadlines, we will not utilize subcontractors for the completion of the project.
RPVCA PUBLIC SECTOR PERSONNEL CONSULTANTS 6/21
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B-25
PROPOSAL TO CONDUCT A
CLASSIFICATION AND COMPENSATION STUDY
FOR THE CITY OF RANCHO PALOS VERDES
OTHER INFORMATION
PSPC BROCHURE – COMMUNICATING THE PROJECT
PSPC BROCHURE – EZ COMPTM APPLICATION
1,000+ PUBLIC EMPLOYERS SERVED
________________________________________________
PUBLIC SECTOR PERSONNEL CONSULTANTS
B-26
B-27
B-28
B-29
B-30
B-31
B-32
B-33
B-34
B-35
B-36
B-37
B-38
B-39
B-40
B-41
CITY COUNCIL MEETING DATE: 05/18/2021
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consideration and possible action to initiate the process to conduct a comprehensive
classification and compensation study and an organizational review for all full-time and
part-time personnel.
RECOMMENDED COUNCIL ACTION:
(1) Authorize Staff to issue a request for proposals (RFP) to seek consultants to
conduct a comprehensive classification and compensation study for all full-time
and part-time personnel and an organizational review.
FISCAL IMPACT:
Amount Budgeted: None
Additional Appropriation: None
Account Number(s): Various
ORIGINATED BY: Vonetta Augustine, Human Resources Analyst VA
REVIEWED BY: Julie DeZiel, Human Resources Manager
Karina Bañales, Deputy City Manager
APPROVED BY: Ara Mihranian, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A. Draft Request for Proposal for a Classification and Compensation Study
(page A-1)
B. March 3, 2015, Final Classification & Compensation Study Staff Report
C. Resolution No. 2020-63 (page C-1)
D. Resolution No. 2002-56 (page D-1)
BACKGROUND:
On March 3, 2015, the City Council authorized Koff and Associates to conduct a
classification and compensation study (Attachment B). Discussions of conducting a
classification and compensation study began in early 2014, as it had been over 20
years since the City reviewed its workforce roles, responsibilities, and compensation.
The study was presented in two parts. The first part of the study discussed full-time and
part-time positions and classifications. Positions are defined as work performed by one
person, such as Deputy City Clerk, Human Resources Manager, or Information
C-1
Technology Manager. Classifications include work performed by one or more positions
and are assigned in a class throughout the organization, which means the work they
perform is similar in scope of work, level of work, duties, and responsibilities irrespective
of the department in the organization. A good example of classification includes
Administrative Analyst, Senior Administrative Analyst, or Administrative Assistant.
These positions can be found in various departments within the organization.
The second part of the study addressed compensation. The compensation study
identified appropriate compensation for the level and scope of work performed by staff,
internal equity, and ensuring that the City’s workforce maintains a competitive edge by
recruiting and retaining qualified employees. In 2015, Koff and Associates studied
organizations that were similar in organizational structure and size. These agencies ,
which were determined by the then-City Council, included Agoura Hills, Calabasas,
Cypress, Dana Point, Hermosa Beach, Lawndale, Malibu, Redondo Beach, Rolling Hills
Estates, and San Juan Capistrano.
Just before the study was finalized, the City Council was presented a draft report. The
City Council discovered that Koff and Associates’ methodology for comparing the City’s
retirement benefit included the City’s Tier 2 retirement benefit level of 2% at 60. The
City Council believed it might have under-reported the City’s benefits. As a result, the
City Council requested that Koff and Associates provide an additional analysis utilizing
the City’s Tier 1 retirement benefit level of 2.5% at 55. This portion was added to the
second part of the study.
The 2015 Koff & Associates classification and compensation analysis concluded that
the City's compensation levels were aligned with the City’s compensation structure, with
only a few classifications requiring adjustments.
Six years later, community and organizational needs have shifted. The demand for
public service has increased, requiring the organization to do more with less and
causing shifts to the organization’s current structure. The organizational structure has
expanded vertically and horizontally. Most notably, the organization has lost vital
institutional knowledge due to retirements or employees leaving for other organizations.
The organization has also encountered difficulty in attracting individuals with specific
expertise and skillsets. Moreover, with the implementation of Senate Bill No. 3, the rise
in the state’s minimum wage from $10 per hour to $15 per hour occurring incrementally
over a six-year period beginning January 1, 2017 has created internal compression and
equity issues. It is imperative the compression issue be addressed quickly, as the
Recreation Leader I pay range will be negatively impacted as it is below the $15 per
hour increment effective January 1, 2022. Lastly, the Human Resources Division has
notified management staff that not all the recommended changes from the 2015 study
have been implemented.
This item was previously on the April 6, 2021 City Council agenda but was continued
without discussion to a date uncertain. Staff is presenting essentially the same staff
report with some modifications reflecting updated information.
C-2
DISCUSSION:
It is a recommended practice, as an industry standard, to periodically review and update
personnel classifications and adjust compensation levels, as necessary. As a general
rule, most organizations conduct comprehensive classification and compensation
studies every five to seven years, ensuring their ability to hire and retain qualified
employees and maintain equitable internal relationships.
To ensure the City complies with state and federal laws, Staff recommends the City
Council initiate the process to conduct a comprehensive classification and
compensation study and include a review of the City’s current organizational structure
for efficiency and effectiveness, as discussed in further detail below.
Request for Proposals
Staff seeks to hire a consultant to conduct the City’s comprehensive classification and
compensation study. To hire a consultant, Staff intends to issue an RFP seeking
qualifications in the following areas and as described in greater detail in the attached
draft RFP (Attachment A):
• The consultant has advanced knowledge of the laws and practices relating to
employee classification and compensation within a municipal government setting.
• The consultant has a demonstrated track record of success in handling all
aspects of employee classification and compensation and at least five years of
experience providing these services to public entities in the State of California.
• The consultant can provide five references, preferably from governmental
agencies, for relevant work performed in the past five years. When possible,
include references from cities of a similar size and characteristics to the City of
Rancho Palos Verdes.
• The consultant can demonstrate an understanding of the assignment and
knowledge of the skills necessary to serve in the role of the classification and
compensation consultant and review the organizational structure.
As part of the RFP process, consultants will be asked to provide a list of their suggested
comparable cities that would be considered by the City Council at a future public
meeting.
Based on the results of the RFP, Staff will come back to the City Council with a
professional services agreement with the desired consulting firm for its consideration. At
that time, which is anticipated to occur in June 2021, the City Council would establish
the breadth and scope of the study.
Classification and Compensation Study
If the City Council enters into a professional services agreement with a consultant, the
preparation of the classification and compensation study will include updating the
classification plan to ensure all duties and responsibilities are aligned with industry
C-3
standards for all classifications identified in Resolution No. 2020-63 (adopted by the City
Council on November 17, 2020), the Salary and Hourly Schedule for Competitive,
Confidential, Management, and Part-Time positions (Attachment C).
The consultant would conduct a comprehensive classification and compensation study
addressing the following based on the comparable cities agreed upon by the City
Council:
• Level and scope of work performed;
• Compensation that is fair and competitive, allowing the City to recruit and retain
high-quality employees;
• Review of class descriptions to reflect current programs, responsibilities, and
technology to ensure that internal relationships of salaries are based upon
objective, non-quantitative evaluation factors, resulting in equity across all City
departments;
• Analysis and comparison of performance pay merit systems;
• Identifying job classifications eligible for telework; and
• Review of the current classification structure to determine efficacy.
The periodic review also enables an organization to account for changes in job
responsibilities and qualifications due to technology, modifications in work processes,
and other factors that can affect the “core content” of positions. Changes in job
requirements, such as new programs or assumption of duties for a vacated position,
may result in a new pay grade assignment.
A classification and compensation study also provides an objective framework for
determining how employees will be paid. To properly maintain internal equity among
positions, this ongoing process is needed to review job responsibilities and
qualifications and the subsequent assignment to pay grades to ensure jobs are
equitably compensated.
Lastly, the classification and compensation study will align with Resolution No. 2002-56
establishing salary ranges for all competitive and management employee positions at
the 75th percentile of reported data for the cities surveyed (Attachment D). This
resolution also identifies the City adjusting its salary ranges based on the March
Consumer Price Index (CPI) to maintain its desired market position. Keeping this in
mind, the City needs to ensure that the consultant considers this component when
reviewing salary ranges.
Organizational Review
In addition to the comprehensive classification and compensation study, the consultant
will also be asked to review the organizational structure based on efficiency and
effectiveness. This will be achieved by reviewing the City’s current vertical and
horizontal organizational structure to ensure appropriate reporting hierarchy
relationships exist, span of control, and staffing levels. In addition, it provides
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information on operational requirements, infrastructure, services, and ratios of staffing to
population served and other productivity measures.
ADDITIONAL INFORMATION:
Timeline
If initiated this evening, Staff intends to publish the RFP by Friday, May 21. Proposals
will be due no later than Monday, June 21. Staff will review proposals and conduct
interviews between June 21 and July 9, with the intent to present a professional
services agreement for the City Council’s consideration at the July 20 meeting. It is
anticipated that the study will take five to six months to complete. Based on this
timeline, the information provided in the study may be considered as part of the FY
2022-23 budget discussions.
RPV Employee Association (RPVEA)
The RPVEA has been informed that Staff is recommending the City Council consider
initiating the process to conduct a classification and compensation study and
organizational review. Upon completion of the study, Staff will meet and confer with the
City’s Employee Association to review and revise any classification and/or
compensation changes.
CONCLUSION:
The classification and compensation study keeps the organization current with present -
day trends; ensures competitiveness; makes the City competitive for recruitment and
retention purposes; and provides organizational direction prior to seeking Council
adoption. Staff therefore recommends the City Council authorize Staff to issue an RFP
for a comprehensive classification and compensation study, including an organizational
structure review.
ALTERNATIVES:
In addition to the Staff recommendation, the following alternative actions are available
for the City Council’s consideration:
1. Direct Staff to explore other options.
2. Direct Staff not to proceed with a comprehensive classification and
compensation study or organizational review, or any combination thereof.
3. Take other action, as deemed appropriate.
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City of Rancho Palos Verdes
Request for Proposals
Classification and Compensation Study and
Organizational Review
Human Resources Department
Attention: Julie DeZiel, Human Resources Manager
30940 Hawthorne Blvd, Rancho Palos Verdes, CA 90275
Phone: (310) 544-5331| Email: jdeziel@rpvca.gov
RFP Release Date: May 21, 2021
Request for Clarification Deadline: June 11, 2021
RFP Submittal Deadline: June 21, 2021
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Classification and Compensation Study and Organizational Review
The City of Rancho Palos Verdes is requesting proposals from qualified
consulting firms to conduct a classification and compensation study
and organizational review.
All correspondence and questions regarding this RFP should be submitted via
email to:
Julie DeZiel, Human Resources Manager
Email: jdeziel@rpvca.gov
To be considered for this project, submit an electronic copy of the proposal to the
above email address by 4:30 p.m. on Monday, June 21, 2021.
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TABLE OF CONTENTS
I. Introduction Page 4
II. Project Objective Page 4
III. Project Description and Background Page 5
IV. Scope of Services Page 6
V. Preliminary Project Schedule Page 8
VI. Necessary Qualifications and Submittal
Requirements Page 9
VII. Submission of Proposal Page 11
VIII. Evaluation and Selection Process Page 11
IX. Attachments (forthcoming)
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I. INTRODUCTION
The City of Rancho Palos Verdes (City) is a scenic, upscale, residential coastal
community, with a population of approximately 42,000, located on the Palos Verdes
Peninsula of southwestern Los Angeles County.
The City is a contract city, meaning that some services are provided by contract with
agencies (both public and private) and some services are delivered by the City’s own
employees.
The City of Rancho Palos Verdes is a General Law City and has operated under the
Council-Manager form of government since its incorporation in 1973. Policy-making and
legislative authority are vested in the governing City Council, which consists of five
Council Members, including the Mayor and Mayor Pro Tem. The City is fiscally sound
and functions on an annual budget cycle.
The City of Rancho Palos Verdes has 150 full-time and part-time employees. For FY
2020-21, a total of 68 positions were funded out of the 74 full-time positions. Their
departments include the Administration Department, Finance Department, Community
Development Department, Public Works Department and a Recreation and Parks
Department. Presently there is one bargaining unit that incorporates all employees
minus the management and part-time staff.
The purpose of this document is to provide proposers with the information needed to
submit a proposal for review by the City and, if selected, enter into a Professional
Services Agreement with the City.
II. PROJECT OBJECTIVE
To hire a consultant to conduct a comprehensive classification and compensation study
to ensure its ability to hire and retain qualified employees, maintain equitable internal
relationships among employees, complies with state and federal laws, and review the
City’s current organizational structure for efficiency and effectiveness.
III. PROJECT DESCRIPTION AND BACKGROUND
The City had a comprehensive classification and compensation conducted and
approved by City Council in 2015 and the City's classification plan requires periodic
updates. The consultant will review current class specifications and ensure they are in
line with current changes and requirements in the law, identify class specifications that
need to be updated to reflect current job duties and requirements of the position and
include physical requirements and essential job functions to comply the American with
Disabilities Act (ADA).
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Over the past few years, the City has realigned several positions, resulting in a slight
reorganization of several departments. The consultant will review the current City’s
organizational structure and provide recommendations to ensure it is efficient and
effective.
IV. SCOPE OF SERVICES & SCOPE OF WORK
The City is accepting proposals to review the organizations classification and
compensation plans, as described below:
Classification Study - shall consist of the following:
1. Update the classification plan for approximately 50 classifications
representing approximately 68 full-time and 63 part-time employees as of
June 2020.
2. Develop a classification structure that reflects the City's overall classification
and compensation strategy and includes the clear definition of terms and the
development of career ladders for full-time and part-time employees.
3. Review the background materials including existing classifications,
organizational charts, budgets, salary resolutions and schedules, personnel
rules and related information.
4. Conduct orientation and briefing session(s) with employees.
5. Conduct orientation and briefing session(s) with all department heads,
managers, and supervisors.
6. Develop a comprehensive questionnaire to be completed by all employees.
7. Conduct interviews with all employees in single position classification s, a
representative sample of employees in multiple position classifications, and
appropriate management personnel to validate the information.
8. Allocate all employees included within the scope of the study to an
appropriate job title, job classification and exempt and non-exempt
designation pursuant to the Fair Labor Standards Act (FLSA).
9. Develop new classification specifications to reflect current duties,
requirements of the position, including physical requirements and essential
job functions.
10. Develop classification specifications to include the following items:
a. A definition of the job classification.
b. A complete description of the essential job functions;
c. Requirements of education, experience, knowledge, skills and abilities;
d. Supervision exercised and received with definition of lead or supervisory
roles;
e. Working environment and/or conditions;
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f. Licenses, certifications, driving requirements and physical requirements
in compliance with the American with Disabilities Act (ADA); and
11. Coordinate the varying presentation styles of the project team to ensure a
unified philosophy and standardization across all the classifications.
12. Present the final classification and listing showing the recommended allocation
of each position.
13. Include an introductory section that describes class concepts and provides
information about distinctions of various levels within a class series and other
pertinent information.
14. Provide appropriate implementation and maintenance manuals.
15. Conduct training sessions for designated staff.
Compensation Study - shall consist of the following:
1. Identify a suggested list of comparable cities to consider in the
compensation study.
2. Identify survey labor market and classifications that represent most
closely to the City of Rancho Palos Verdes. This will include an
explanation of the specific methodology (i.e., articulable factors) used to
identify the survey agencies.
3. Conduct a comprehensive total compensation survey based on comparable
survey agencies, using not only job titles, but duties and responsibilities
based upon the classification specifications from the City of Rancho Palos
Verdes.
4. Complete an internal base salary relationship analysis, including the
development of appropriate internal relationship guidelines.
5. Develop external competitive and internal equitable salary
recommendations for each classification included within the study.
6. Assign a salary range to each classification which reflects the results of the
market survey and the analysis of the internal relationships.
7. Present draft results of the survey to management and bargaining unit in a
group meeting.
8. Assist in the development of a strategy for implementing the compensation
recommendations and plan.
9. Present the final Classification and Compensation Report to the City
Council.
Organizational Review - shall consist of the following:
1. Review the City’s current organizational structure, reporting relationships,
span of control, and staffing levels;
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2. Review operational requirements, infrastructure, services, and ratios of
staffing to population served and other productivity measures; and,
3. Determine and recommend best management practices and standard s.
Consultant shall complete other tasks deemed necessary for the accomplishment of a
complete and comprehensive outcome as described in the project objective. Consultant
shall expand on the above-noted tasks, where appropriate, and provide suggestions
which might lead to efficiencies and enhance the results or usefulness of the work.
Deliverables
As part of the Services, Consultant will prepare and deliver the following tangible work
products to the City.
1. Submit an electronic copy of proposal in sufficient detail to allow for a thorough
evaluation and comparative analysis.
2. Present an introduction of the proposal and your understanding of the
assignment and significant steps, methods, and procedures to be employed by
the proposer to ensure quality deliverables that can be delivered within the
required time frames and your identified budget.
3. Briefly summarize the scope of work as the proposer pe rceives or envisions it
for each area proposed.
4. Present concepts for conducting the work plan and interrelationship of all
products. Define the scope of each task including the depth and scope of
analysis or research proposed.
City staff may request that check-sets or working versions of documents be submitted
for ongoing routine review. City staff will review all deliverables, including preparatory or
record materials for service deliverables, and provide comments. Consultant is required
to revise draft deliverables to address City staffs’ comments.
V. PRELIMINARY PROJECT SCHEDULE
A. RFP Schedule
The following is the anticipated schedule for the RFP process:
Request for Proposal available May 21, 2021
Request for Clarification due June 11, 2021
Proposals due June 21, 2021
Firm Interviews (if necessary) July 2021
Anticipated Notice of Award July 2021
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B. Anticipated Project Schedule
Review Scope of Work with HR Staff August 2021
Finalize orientation, briefing and meetings with Staff September 2021
Present Draft report to HR Staff December 2021
Present Final report to City Council December 2021
Please note that this schedule is preliminary. It is included to provide the Consultant
with a sense of the expected timeline for the Scope of Service and emphasize the
urgent nature of the work and the City’s expectation that the Scope of Services will be
completed as quickly as possible. The ideal Consultant candidate will have available
resources and personnel, either in-house or under subcontract, to ensure the
completion of the Scope of Services at the earliest possible time.
VI. NECESSARY QUALIFICATIONS AND SUBMITTAL REQUIREMENTS
1. Only one proposal per firm will be considered.
2. The submittal should be as brief as possible while adequately describing the
qualifications of the firm. The final submittal shall be sent as a PDF via email to
Julie DeZiel, Human Resources Manager at jdeziel@rpvca.gov
3. The proposing firm shall submit the following information with the package,
including the same information for subcontractors, in the following format:
a) Cover Letter: Provide the name, address, and phone number of the firm; the
present staff (size, classification, credentials); the primary contact’s name,
phone number, and email address; any qualifying statements or comments
regarding the proposal; and identification of any sub-consultants and their
responsibilities. Identify the firm’s type of organization (individual, partnership,
corporation), including names and contact information for all officers, and
proof that the organization is currently in good standing. The signed letter
should also include a paragraph stating that the firm is unaware of any conflict
of interest in performing the proposed work. (No more than two pages)
b) Approach to Scope of Services: Briefly summarize the scope of work as the
proposer perceives or envisions it for each area proposed. Although an
important aspect of consideration, the financial cost estimate will not be the
sole justification for consideration. Negotiations may or may not be
conducted with the proposer; therefore, the proposal submitted should
contain the proposer's most favorable terms and conditions, since selection
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and award may be made without discussion with any firm. All prices should
reflect "not to exceed" amounts per item. (No more than two pages)
c) Organization and Staffing: Identify the person who will be the Project
Manager and primary contact person responsible for the overall delivery of
the project. Provide an organizational chart of the project team that clearly
delineates communication and reporting relationships among the project staff
and among the sub-consultants involved in the project. Identify key personnel
to perform work in the various tasks and include major areas of subcontracted
work. Indicate the expected contributions of each staff member in time as a
percentage of the total effort. Specifically show the availability of staff to
provide the necessary resource levels to meet the City’s needs. Indicate that
the Project Manager and key staff will remain assigned to this project through
completion of the Scope of Services. (No more than two pages)
d) Staff Qualifications and Experience: Describe qualifications of the assigned
staff and sub-contractors including relevant technical experience. Staff
assigned to complete the Scope of Services must have p revious experience
in providing the necessary services as described under the Scope of
Services. A registered Professional Engineer must be the Project Manager.
Description of Consultant’s experience should include:
• Prior Experience: Demonstrate that the firm has significant experience
providing services similar to those described under the Scope of Services.
(No more than two page)
• Staff Qualifications: Provide resumes for the Project Manager and any
other key staff members to be assigned to contribute to the Scope of
Services, with an emphasis on similar services which they provided to
other agencies. (No more than ten pages)
• Reference Projects: Include at least three projects with similar scope of
services performed by the project team within the past three years and
indicate the specific responsibilities of each team member on the
reference project. Provide contact information for each client. (No more
than ten pages)
e) Project Schedule: Provide a detailed critical-path-method schedule for
completion of the tasks and sub-tasks required to accomplish the scope of
work. Note all deliverables and interim milestones on the schedule. (No more
than one 11” x 17” page)
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f) Quality Control Plan: Describe the quality control procedures and associated
staff responsibilities which will ensure that the deliverables will meet the City’s
needs. (No more than one page)
g) Acceptance of Conditions: State the offering firm’s acceptance of all
conditions listed in the Request for Proposal (RFP) document and Sample
Professional Services Agreement (Attachment D). Any exceptions or
suggested changes to the RFP or Professional Services Agreement (PSA),
including the suggested change, the reasons therefore and the impact it may
have on cost or other considerations on the firm’s behalf must be stated in the
proposal. Unless specifically noted by the firm, the City will rely on the
proposal being in compliance with all aspects of the RFP and in agreement
with all provisions of the PSA. (No more than one page)
VII. Submission of Proposal
A. Requests for Clarification
Requests for clarification of the information contained herein shall be submitted
in writing prior to 4:30 p.m. on Monday, June 21, 2021. Responses to any
clarification question will be provided to each firm from which proposals have
been requested. It is highly recommended that the prospective consultant firms
visit the City to view the project location prior to submitting a request for
clarification.
B. Confirmation Email
Upon submission of proposal to the City, the proposing firm shall request an email
confirmation that the proposal was received and retain the email as a record. If an
email confirmation is not received, the proposing firm shall correspond with the
City until a confirmation is received.
VIII. EVALUATIONS AND SELECTION PROCESS
1. Proposals Will be Evaluated Based on the Following Criteria:
a) Approach to Scope of Services (25%)
• Understanding of the Scope of Services as demonstrated by the
thoroughness of the proposal, introduction of cost-saving or value-adding
strategies or innovations (including those applying to overall project
schedule), and an overall approach most likely to result in the desired
outcome for the City.
b) Proposal Schedule (20%)
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• Ability to complete the work in the shortest schedule possible (excluding
time for review and community meetings).
c) Staff Qualifications and Experience (30%)
• Relevance of experience of the proposing firm (to provide support
resources to the project team)
• Relevance of experience and strength of qualifications of the Project
Manager
• Relevance of experience and strength of qualifications of the key
personnel performing the work
• Relevance of referenced projects and client review of performance d uring
those projects
d) Organization and Staffing (15%)
• Availability of key staff to perform the services throughout the duration of
the project
• Assignment of appropriate staff in the right numbers to perform the Scope
of Services
• Appropriate communication and reporting relationships to meet the City’s
needs
e) Quality Control (10%)
• Adequate immediate supervision and review of staff performing the work
as well as appropriate independent peer review of the work by qualified
technical staff not otherwise involved in the project.
2. Selection Process
An evaluation panel will review all prop osals submitted and select the top
proposals. These top firms may then be invited to make a (virtual) presentation to
the evaluation panel, at no costs to the City. The panel will select the proposal, if
any, which best fulfills the City’s requirements. The City reserves the right to
negotiate special requirements and proposed service levels using the selected
proposal as a basis. If the City is unable to negotiate an agreeable fee for services
with top firm, the City will negotiate with the next firm chosen among the top firms.
3. Award Notification
The City will notify all proposers in writing of the outcome of the selection process
and intent to award. This RFP does not commit the City to award an agreement,
nor pay any costs incurred in the preparation and submission of the proposal in
anticipation of an agreement. The City reserves the right to reject any or all
proposals, or any part thereof, to waive any formalities or informalities, and to
award the agreement to the proposer deemed to be in the best interest of the City
and the Department.
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4. Award of Agreement
The selected firm shall be required to enter into a written agreement with the City,
in a form approved by the City Attorney, to perform the Scope of Services. This
RFP and the proposal, or any part thereof, may be incorporated into and made a
part of the final agreement; however, the City reserves the right to further negotiate
the terms and conditions of the agreement with the selected consultant. The
agreement will, in any event, include a maximum "fixed cost" to the City.
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RESOLUTION NO. 2020-63
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO PALOS VERDES, CALIFORNIA, AMENDING,
RESTATING, AND SUPERSEDING RESOLUTION NO. 2020-31
SETTING THE SALARY AND HOURLY COMPENSATION
SCHEDULE FOR ALL EMPLOYEES IN CITY SERVICE, BASED
UPON A MIN I MUM WAGE INCREASE EFFECTIVE
JANUARY 1, 2021
WHEREAS, the City Council adopted Resolution 2020-31 on June 2, 2020, that set
the Salary and Hourly Compensation Schedule for Competitive, Confidential, Management,
and Part-Time classifications; and
WHEREAS, the City Council now desires to amend the City's Salary Schedule to reflect
new salary ranges for part-time classifications based on a minimum wage increase effective
January 1, 2021; and
WHEREAS, Section 36506 .of the California Government Code requires that the City
Council fix compensation of all appointive officers and employees by resolution or ordinance;
and,
WHEREAS, Rule V of the Personnel Rules of the City provides that in order to
amend the City's Salary Schedule that changes must be made via Resolution; and,
NOW, THEREFORE THE CITY COUNCIL OF THE CITY OF RANCHO PALOS
VERDES DOES HEREBY FIND, DETERMINE AND RESOLVE AS FOLLOWS:
Section 1: The salary and hourly ranges for City job classifications as set forth in
Exhibit "A" which are attached hereto and incorporated herein by this reference, are
adopted and are effective as of January 1, 2021.
Section 2: Resolution No. 2020-31 is hereby amended, restated, and superseded and
replaced by this resolution.
PASSED, APPROVED and ADOPTED this 171h day of November 2020.
Attest.
~,txp~y EJlili ~Clerk
State of California )
County of Los Angeles ) ss
C1ty of Rancho Palos Verdes )
I, Emily Colborn, City Clerk of the City of Rancho Palos Verdes, hereby certify that the
above Resolution No. 2020-63 was duly and regularly passed and adopted by the said City
Council at a regular meeting thereof held on November 17, 2020.
~lio~c~~rY
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Resolution No. 2020-63 Exhibit A
Salary and Hourly Schedule for the
Competitive, Confidential, Management and Part-time Positions
(Effective January 1, 2021)
COMPETITIVE POSITIONS
Account Clerk
Accountant
Accounting Manager
Accounting T echmaan
Adm1n1strat1ve Analyst I
Adm1mstrat1ve Analyst II
Admm1strat1ve Analyst II (Records Management)
Admm1strat1ve Staff Assistant
Ass1stant Engmeer
Assistant Planner
Assoc1ate Eng1neer
Assoc1ate Planner
Bu1ldmg Inspector I
Bu1ldmg Inspector II
Cable TV Stat1on Manager
Code Enforcement Officer
Deputy C1ty Clerk
Engmeenng T echn1aan
Geographic Information Systems Coord1nator
Lead Worker
Mamtenance Supenntendent
Maintenance superviSOr
Maintenance Worker 1111
Open Space & Tra1ls Manager
Park Ranger
Perm1t Clerk
Perm1t Techmaan
Plannmg Techmaan
Pnnapal Planner
Project Manager
Recreation Program Superv1sor I
Recreation Program Supei'VIsor II
Recreation Serv1ces Manager
Seli1or Account Techmaan
Semor Accountant
Semor Admm1strat1ve Analyst
Sen1or Code Enforcement Off1cer
Semor Eng1neer
Sen1or Information Techmaan
Sen1or Park Ranger
Semor Planner
Staff AsSIStant I
Staff ASSIStant II
Traffic Engmeenng Techmc1an
CONFIDENTIAL POSITIONS
Accounting Superv1sor
Execut1ve Ass1sta'nt
Human Resources Analyst
MANAGEMENT POSITIONS
Assistant to the C1ty Manager
Bu1ldmg Offiaal
C1ty Clerk
C1ty Manager •
Deputy C1ty Manager
Deputy D1rector of Commumty Development
Deputy D1rector of Fmance
Deputy Director of Public Works
Deputy D1rector of Recreation & Parks
D1rector of Commumty Development
D1rector of Fmance
Director of Parks & Recreat1on
Director of Public Works
Human Resources Manager
lnformat1on Technology Manager
OFFICIAL
Annual Salary
BOTTOM TO TOP
51,827 --
75,789 --
98,330 -
58,665 --
67,074 --
67,077 -
67,077 -
57,922 -
84,186 -
70,571 -
93,550 --
80,192 -
68,058 --
76,211 --
80,192 --
67,607 --
68,423 -
64,173 -
84,170 --
59,438 --
98,014 --
75,241 --
51,654 --
89,813 -
44,369 -
50,844 -
58,029 --
60,400 --
100,599 --
93,550 --
57,922 --
73,406 --
86,010 --
65,705 --
82,711 --
86,893 --
75,714 --
104,775 --
89,874 --
50,436 --
92,264 --
44,369 -
50,436 --
64,173 -
95,870 --
68,347 -
67,070 --
67,289
98,435
127,708
76,213
87,105
100,766
100,766
75,214
109,327
91,659
121,476
104,154
88,361
98,980
104,154
87,801
88,893
83,338
109,333
77,202
127,291
95,331
67,150
116,650
57,631
66,032
75,335
78,411
130,642
121.476
75,214
95,331
111,664
85,358
108,285
112,873
98,330
136,059
116,694
65,503
119,833
57,641
65,503
83,338
124,531
88,784
100,770
97,325 --126,382
97,008 --
97,008 -
210,000 --
118,024 -
103,609 -
103,609 -
103,609 --
103,609 -
118,024 --
118,024 --
118,024 -
118,024 -
103,609 --
97,008 --
164,257
164,257
210,000
200,523
175,430
175,430
175,430
175,430
200,523
200,523
200,523
200,523
175,430
164,257
For illustration purposes
Monthly Salary Hourly Salary
BOTTOM TO TOP BOTTOM TO TOP
4,319 --
6,316 -
8,194 --
4,889 --
5,590 --
5,590 --
5,590 --
4,827 --
7,016 -
5,881
7,796 --
6,683 -
5,672 -
6,351 --
6,683 --
5,634 --
5,702 --
5,348 -
7,014 -
4,953 --
8,168 --
6,270 --
4,305 --
7,484 -
3,697 -
4,237 --
4,836 -
5,033 --
8,383 --
7,796 --
4,827 -
6,117 -
7,168 --
5,475 --
6,893 --
7,241
6,310 --
8,731
7,490 --
4,203 --
7,689 --
3,697 --
4,203 --
5,348 --
7,989 --
5,696 --
5,589 -
5,607
8,203
10,642
6,351
7,259
8,397
8,397
6,268
9,111
7,638
10,123
8,680
7,363
8,248
8,680
7,317
7,408
6,945
9,111
6,434
10,608
7,944
5,596
9,721
4,803
5,503
6,278
6,534
10,887
10,123
6,268
7,944
9,305
7,113
9,024
9,406
8,194
11,338
9,725
5,459
9,986
4,803
5,459
6,945
10,378
7,399
8,398
8,110 --10,532
8,084 --
8,084 --
17,500 --
9,835 --
8,634 --
8,634 --
8,634 --
8,634 --
9,835 --
9,835 --
9,835 --
9,835 --
8,634 --
8,084 --
13,688
13,688
17,500
16,710
14,619
14,619
14,619
14,619
16,710
16,710
16,710
16,710
14,619
13,688
24 92 --32 35
36 44 --47 32
47 27 -61 40
28 20 --36 64
3225 -4188
32 25 --48 45
32 25 --48 45
2785 -3616
40 47' --52 56
33 93 -44 07
44 98 --58 40
38 55 -50 07
32 72 --42 48
36 64 -47 59
38 55 --50 07
32 50 -42 21
3290 --4274
30 85 --40 07
40 47 --52 56
28 58 --37 12
47 12 --61 20
36 17 --45 83
24 83, --32 28
43 18 --56 08
21 33 -27 71
24 44 -31 75
27 90 --36 22
29 04 --37 70
48 36 --62 81
44 98 --58 40
27 85 --36 16
35 29 --45 83
4135 --5368
31 59 --41 04
39 76 -52 06
4178 -5427
36 40 -47 27
50 37 -65 41
4321 5610
24 25 --31 49
4436 --5761
21 33 --27 71
24 25 -31 49
30 85 --40 07
46 09 -59 87
32 86 --42 68
32 25 -48 45
Resolution No 2020-63
Exhibit A
Page 1 of 3 C-19
PnnCJpal C1v11 Engmeer
Resolution No. 2020-63 Exhibit A
Salary and Hourly Schedule for the
Competitive, Confidential, Management and Part-time Positions
(Effective January 1, 2021}
97,008 --164,257 8,084 --13,688
ResolutiOn No 2020-63
Exh1b1t A
Page 2 of 3
I
I
I
C-20
I
I
I
PART-TIME POSITIONS
Resolution No. 2020-63 Exhibit A
Salary and Hourly Schedule for the
Competitive, Confidential, Management and Part-time Positions,
(Effective January 1, 2021)
OFFICIAL
Hourly Rates
BOTTOM TO TOP
Administrative/Public Worl<s/Cable Intern 14 00 --32 08
Code Enforcement Officer 32 49 -
Park Ranger 18 41 -
Perm1t Clerk 23 36 --
Recreat1on Leader 14 00 --
Recreation Leader II 14 90 --
Recreation Speaaltst 18 41 -
Staff Ass1stant I 21 84 -
Staff ASSIStant II 24 85 -
Telev1s1on Producer 17 75 --
Telev1s1on Producer (On-Camera) 20 07 -
Monthly
AUTO ALLOWANCE Amount
C1ty Manager 700
Deputy C1ty Manager 150
Director of Commumty Development 150
D1rector of Ftnance 150
D1rector of Public Works 150
D1rector of Recreat1on & Parks 150
• C1ty Manager salary set by contract agreement adopted by the C1ty Council
(contract amended February 19, 2020)
43 24
23 92
30 34
14 94
18 33
23 92
28 38
32 27
35 51
40 76
Resolutton No 2020-63
Exhtbtt A
Page 3 of 3 C-21
RESOLUTION NO. 2002-56
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO PALOS VERDES ADOPTING SALARY AND
HOURLY RANGES FOR ALL COMPETITIVE AND
MANAGEMENT EMPLOYEE JOB CLASSIFICATIONS,
RESCINDING RESOLUTION NO. 2001-44.
WHEREAS, as part of the 1995-96 fiscal year budget, the City Council directed
staff to conduct certain compensation studies measuring compensation data from both
the public and private sectors; and,
WHEREAS, the compensation studies indicated that most of the City's job
classifications were below the market median; and,
WHEREAS, on March 1, 1996, the City Council adopted Resolution No. 96-21
amending certain salary ranges for all full-time employees and establishing the merit
pool compensation system; and,
WHEREAS, the success of any plan in the public or private sector is dependent
upon occasionally adjusting the salary ranges to be competitive with the marketplace;
and,
WHEREAS, on July 15, 1997, following the adopting of the FY 1997-98 City
budget, the City Council adopted Resolution No. 97-69 which adjusted the salary and
hourly ranges by two (2) percent; and,
WHEREAS, on June 3, 1998, following the adopting of the FY 1998-99 City
budget, the City Council adopted Resolution No. 98-48 which adjusted the salary and
hourly ranges by one and a half (1.5) percent; and,
WHEREAS, in late 1998, staff conducted a salary survey modeled after the 1995
study using the same survey pool of public agencies and, when possible, the same
comparable positions. Based on the results of the updated survey, staff determined that
the salary ranges for 16 positions required adjustment in order to be within 5% of the
market median so that all City's salary ranges continue to be competitive with the
marketplace; and,
WHEREAS, with the adoption of the FY 99-00 City budget, the City Council
directed that the salary ranges for 16 job classifications be modified based on the 1998
salary survey. Further, the City Council directed that all City's salary and hourly salary
ranges be adjusted two (2) percent based on the Consumer Price Index, so that all
City's salary ranges continue to be competitive with the marketplace; and
WHEREAS, on June 1, 1999, following the adoption of the FY 1999-00 City
budget, the City Council adopted Resolution No. 99-42, which modified the salary
ranges for 16 job classifications based on the 1998 salary survey, adjusted the salary
and hourly ranges by two (2) percent based on the Consumer Price Index and provided
a monthly care allowance for certain job classifications; and,
WHEREAS, on June 6, 2000, following the adoption of the FY 2000-01 City
C-22
Budget, the City Council adopted Resolution No. 2000-34 which adjusted the salary and
hourly ranges by three and four tenths (3.4) percent based on the Consumer Price
Index; and,
WHEREAS, with the adoption of the FY 01-02 City budget, the City Council
directed that all City's salary and hourly salary ranges be adjusted three and six tenths
(3.6) percent based on the Consumer Price Index for the preceding twelve month
period, so that all City's salary ranges continue to be competitive with the marketplace;
WHEREAS, on July 2, 2002, the City Council adopted Resolution No. 2002-,
which established the salary and hourly ranges for selected classifications at the 75th
percentile and by the Consumer Price Index of 2.8% for FY 02-03; and
WHEREAS, the adoption of the new salary ranges will not automatically result in
the adjustment of any employee salaries.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO PALOS
VERDES DOES HEREBY FIND, DETERMINE AND RESOLVE AS FOLLOWS:
Section 1: The salary and hourly ranges for City job classifications are adopted
as outlined in the attached Exhibit "A."
Section 2: Resolution No. 2001-44 is hereby rescinded.
Section 3: A monthly car allowance for certain job classifications is adopted as
outlined in the attached Exhibit "B."
PASSED, APPROVED and ADOPTED this 2nd day of July 2002.
ATTEST:
jLt{!Jio~
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss
CITY OF RANCHO PALOS VERDES )
I, JO PURCELL, City Clerk of the City of Rancho Palos Verdes, hereby certify
that the above Resolution No. 2002-56 was duly and regularly passed and adopted by
the said City Council at a regular meeting thereof held on Jul , 2002.
Resolution No. 2002-56
Page 2 of 2 C-23
EXHIBIT "A" (75TH PERCENTILE)
Monthly Salary Annual Salary
POSITION BOTTOM TO TOP BOTTOM TO TOP
Account Clerk 2,697 --3,502 32,362 --42,029
Account Technician 3,034 --3,940 36,409 --47,284
Accountant 3,919 --5,090 47,028 --61,076
Accounting Manager 5,085 --6,604 61,020 --79,246
Administrative Analyst 3,577 --4,646 42,924 -55,752
Administrative Analyst II 4,137 --5,373 49,650 --64,480
Administrative Staff Assistant (Secretary) 3,013 --3,913 36,152 --46,951
Assistant City Manager 6,203 --8,055 74,432 --96,665
Assistant Planner 3,692 --4,795 44,302 --57,535
Assistant to the City Manager 5,190 --6,740 62,278 --80,881
Associate Engineer 4,865 --6,318 58,379 --75,817
Associate Planner 4,195 --5,448 50,343 --65,381
City Clerk 5,286 --6,865 63,432 --82,380
Code Enforcement Officer 3,577 --4,646 42,925 --55,746
Deputy City Clerk 3,605 --4,682 43,257 --56,178
Deputy Director of PBCE 5,212 --6,769 62,549 --81,233
Deputy Director of Public Works 5,212 --6,769 62,549 --81,233
Director of Administrative Services 5,619 --7,298 67,431 --87,573
Director of Finance 6,203 --8,055 74,432 --96,665
Director of Planning, Bldg, & Code Enforcement 6,684 --8,680 80,207 --104,165
Director of Public Works 6,684 --8,680 80,207 --104,165
Director of Recreation and Parks 5,619 --7,298 67,431 --87,573
Engineering Technician 3,433 --4,458 41,196 --53,501
Executive Staff Assistant (Executive Secretary) 3,605 --4,682 43,257 --56,178
Maintenance Superintendent 4,892 --6,353 58,702 --76,236
Maintenance Worker 2,256 --2,930 27,074 --35,162
Maintenance Worker II 2,564 --3,330 30,766 --39,956
Permit Clerk 2,640 --3,428 31,678 --41,141
Principal Planner 5,263 --6,834 63,151 --82,014
Recreation Program Supervisor II 3,770 --4,896 45,242 --58,756
Recreation Services Manager 4,426 --5,749 53,117 --68,983
Senior Code Enforcement Officer 4,006 --5,203 48,073 --62,432
Senior Engineer 5,449 --7,077 65,389 --84,921
Senior Planner 4,699 --6,102 56,384 --73,226
Senior Administrative Analyst 4,634 -6,018 55,606 --72,215
Staff Assistant I (Clerk Typist I) 2,323 --3,017 27,877 --36,204
Staff Assistant II (Clerk Typist II) 2,640 --3,428 31,678 --41,141
HOURLY RATES
POSITION BOTIOMTOTOP
Administrative/Cable/TV/Public Works Intern 12.01 --15.59
Crossing Guard 8.71 --11.31
Permit Clerk 15.23 --19.78
Recreation Leader 7.69 --9.99
Recreation Leader II 8.74 --11.35
Recreation Specialist 12.01 --15.59
Staff Assistant I 13.40 --17.40
Staff Assistant II 15.23 19.78
FY 2002-2003 Resolution 2002-56
C-24
EXHIBIT "B"
POSITION
Assistant City Manager
Director of Administrative Services
Director of Finance
Director of Planning, Bldg, & Code Enforcement
Director of Public Works
Director of Recreation and Parks
FY 2002-2003
MONTHLY CAR ALLOWANCE
150.00
150.00
150.00
150.00
150.00
150.00
Resolution 2002-56
C-25
Page 1 of 12
City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
City of Rancho Palos Verdes
Request for Proposals
Classification and Compensation Study and
Organizational Review
Human Resources Department
Attention: Julie DeZiel, Human Resources Manager
30940 Hawthorne Blvd, Rancho Palos Verdes, CA 90275
Phone: (310) 544-5331| Email: jdeziel@rpvca.gov
RFP Release Date: May 21, 2021
Request for Clarification Deadline: June 11, 2021
RFP Submittal Deadline: June 21, 2021
D-1
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City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
Classification and Compensation Study and Organizational Review
The City of Rancho Palos Verdes is requesting proposals from qualified
consulting firms to conduct a classification and compensation study
and organizational review.
All correspondence and questions regarding this RFP should be submitted via
email to:
Julie DeZiel, Human Resources Manager
Email: jdeziel@rpvca.gov
To be considered for this project, submit an electronic copy of the proposal to the
above email address by 4:30 p.m. on Monday, June 21, 2021.
D-2
Page 3 of 12
City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
TABLE OF CONTENTS
I. Introduction Page 4
II. Project Objective Page 4
III. Project Description and Background Page 5
IV. Scope of Services Page 6
V. Preliminary Project Schedule Page 8
VI. Necessary Qualifications and Submittal
Requirements Page 9
VII. Submission of Proposal Page 11
VIII. Evaluation and Selection Process Page 11
IX. Attachments (forthcoming)
D-3
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City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
I. INTRODUCTION
The City of Rancho Palos Verdes (City) is a scenic, upscale, residential coastal
community, with a population of approximately 42,000, located on the Palos Verdes
Peninsula of southwestern Los Angeles County.
The City is a contract city, meaning that some services are provided by contract with
agencies (both public and private) and some services are delivered by the City’s own
employees.
The City of Rancho Palos Verdes is a General Law City and has operated under the
Council-Manager form of government since its incorporation in 1973. Policy-making and
legislative authority are vested in the governing City Council, which consists of five
Council Members, including the Mayor and Mayor Pro Tem. The City is fiscally sound
and functions on an annual budget cycle.
The City of Rancho Palos Verdes has 150 full-time and part-time employees. For FY
2020-21, a total of 68 positions were funded out of the 74 full-time positions. Their
departments include the Administration Department, Finance Department, Community
Development Department, Public Works Department and a Recreation and Parks
Department. Presently there is one bargaining unit that incorporates all employees
minus the management and part-time staff.
The purpose of this document is to provide proposers with the information needed to
submit a proposal for review by the City and, if selected, enter into a Professional
Services Agreement with the City.
II. PROJECT OBJECTIVE
To hire a consultant to conduct a comprehensive classification and compensation study
to ensure its ability to hire and retain qualified employees, maintain equitable internal
relationships among employees, complies with state and federal laws, and review the
City’s current organizational structure for efficiency and effectiveness.
III. PROJECT DESCRIPTION AND BACKGROUND
The City had a comprehensive classification and compensation conducted and
approved by City Council in 2015 and the City's classification plan requires periodic
updates. The consultant will review current class specifications and ensure they are in
line with current changes and requirements in the law, identify class specifications that
need to be updated to reflect current job duties and requirements of the position and
include physical requirements and essential job functions to comply the American with
Disabilities Act (ADA).
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City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
Over the past few years, the City has realigned several positions, resulting in a slight
reorganization of several departments. The consultant will review the current City’s
organizational structure and provide recommendations to ensure it is efficient and
effective.
IV. SCOPE OF SERVICES & SCOPE OF WORK
The City is accepting proposals to review the organizations classification and
compensation plans, as described below:
Classification Study - shall consist of the following:
1. Update the classification plan for approximately 50 classifications
representing approximately 68 full-time and 63 part-time employees as of
June 2020.
2. Develop a classification structure that reflects the City's overall classification
and compensation strategy and includes the clear definition of terms and the
development of career ladders for full-time and part-time employees.
3. Review the background materials including existing classifications,
organizational charts, budgets, salary resolutions and schedules, personnel
rules and related information.
4. Conduct orientation and briefing session(s) with employees.
5. Conduct orientation and briefing session(s) with all department heads,
managers, and supervisors.
6. Develop a comprehensive questionnaire to be completed by all employees.
7. Conduct interviews with all employees in single position classification s, a
representative sample of employees in multiple position classifications, and
appropriate management personnel to validate the information.
8. Allocate all employees included within the scope of the study to an
appropriate job title, job classification and exempt and non-exempt
designation pursuant to the Fair Labor Standards Act (FLSA).
9. Develop new classification specifications to reflect current duties,
requirements of the position, including physical requirements and essential
job functions.
10. Develop classification specifications to include the following items:
a. A definition of the job classification.
b. A complete description of the essential job functions;
c. Requirements of education, experience, knowledge, skills and abilities;
d. Supervision exercised and received with definition of lead or supervisory
roles;
e. Working environment and/or conditions;
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City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
f. Licenses, certifications, driving requirements and physical requirements
in compliance with the American with Disabilities Act (ADA); and
11. Coordinate the varying presentation styles of the project team to ensure a
unified philosophy and standardization across all the classifications.
12. Present the final classification and listing showing the recommended allocation
of each position.
13. Include an introductory section that describes class concepts and provides
information about distinctions of various levels within a class series and other
pertinent information.
14. Provide appropriate implementation and maintenance manuals.
15. Conduct training sessions for designated staff.
Compensation Study - shall consist of the following:
1. Identify a suggested list of comparable cities to consider in the
compensation study.
2. Identify survey labor market and classifications that represent most
closely to the City of Rancho Palos Verdes. This will include an
explanation of the specific methodology (i.e., articulable factors) used to
identify the survey agencies.
3. Conduct a comprehensive total compensation survey based on comparable
survey agencies, using not only job titles, but duties and responsibilities
based upon the classification specifications from the City of Rancho Palos
Verdes.
4. Complete an internal base salary relationship analysis, including the
development of appropriate internal relationship guidelines.
5. Develop external competitive and internal equitable salary
recommendations for each classification included within the study.
6. Assign a salary range to each classification which reflects the results of the
market survey and the analysis of the internal relationships.
7. Present draft results of the survey to management and bargaining unit in a
group meeting.
8. Assist in the development of a strategy for implementing the compensation
recommendations and plan.
9. Present the final Classification and Compensation Report to the City
Council.
Organizational Review - shall consist of the following:
1. Review the City’s current organizational structure, reporting relationships,
span of control, and staffing levels;
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Page 7 of 12
City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
2. Review operational requirements, infrastructure, services, and ratios of
staffing to population served and other productivity measures; and,
3. Determine and recommend best management practices and standard s.
Consultant shall complete other tasks deemed necessary for the accomplishment of a
complete and comprehensive outcome as described in the project objective. Consultant
shall expand on the above-noted tasks, where appropriate, and provide suggestions
which might lead to efficiencies and enhance the results or usefulness of the work.
Deliverables
As part of the Services, Consultant will prepare and deliver the following tangible work
products to the City.
1. Submit an electronic copy of proposal in sufficient detail to allow for a thorough
evaluation and comparative analysis.
2. Present an introduction of the proposal and your understanding of the
assignment and significant steps, methods, and procedures to be employed by
the proposer to ensure quality deliverables that can be delivered within the
required time frames and your identified budget.
3. Briefly summarize the scope of work as the proposer pe rceives or envisions it
for each area proposed.
4. Present concepts for conducting the work plan and interrelationship of all
products. Define the scope of each task including the depth and scope of
analysis or research proposed.
City staff may request that check-sets or working versions of documents be submitted
for ongoing routine review. City staff will review all deliverables, including preparatory or
record materials for service deliverables, and provide comments. Consultant is required
to revise draft deliverables to address City staffs’ comments.
V. PRELIMINARY PROJECT SCHEDULE
A. RFP Schedule
The following is the anticipated schedule for the RFP process:
Request for Proposal available May 21, 2021
Request for Clarification due June 11, 2021
Proposals due June 21, 2021
Firm Interviews (if necessary) July 2021
Anticipated Notice of Award July 2021
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City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
B. Anticipated Project Schedule
Review Scope of Work with HR Staff August 2021
Finalize orientation, briefing and meetings with Staff September 2021
Present Draft report to HR Staff December 2021
Present Final report to City Council December 2021
Please note that this schedule is preliminary. It is included to provide the Consultant
with a sense of the expected timeline for the Scope of Service and emphasize the
urgent nature of the work and the City’s expectation that the Scope of Services will be
completed as quickly as possible. The ideal Consultant candidate will have available
resources and personnel, either in-house or under subcontract, to ensure the
completion of the Scope of Services at the earliest possible time.
VI. NECESSARY QUALIFICATIONS AND SUBMITTAL REQUIREMENTS
1. Only one proposal per firm will be considered.
2. The submittal should be as brief as possible while adequately describing the
qualifications of the firm. The final submittal shall be sent as a PDF via email to
Julie DeZiel, Human Resources Manager at jdeziel@rpvca.gov
3. The proposing firm shall submit the following information with the package,
including the same information for subcontractors, in the following format:
a) Cover Letter: Provide the name, address, and phone number of the firm; the
present staff (size, classification, credentials); the primary contact’s name,
phone number, and email address; any qualifying statements or comments
regarding the proposal; and identification of any sub-consultants and their
responsibilities. Identify the firm’s type of organization (individual, partnership,
corporation), including names and contact information for all officers, and
proof that the organization is currently in good standing. The signed letter
should also include a paragraph stating that the firm is unaware of any conflict
of interest in performing the proposed work. (No more than two pages)
b) Approach to Scope of Services: Briefly summarize the scope of work as the
proposer perceives or envisions it for each area proposed. Although an
important aspect of consideration, the financial cost estimate will not be the
sole justification for consideration. Negotiations may or may not be
conducted with the proposer; therefore, the proposal submitted should
contain the proposer's most favorable terms and conditions, since selection
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City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
and award may be made without discussion with any firm. All prices should
reflect "not to exceed" amounts per item. (No more than two pages)
c) Organization and Staffing: Identify the person who will be the Project
Manager and primary contact person responsible for the overall delivery of
the project. Provide an organizational chart of the project team that clearly
delineates communication and reporting relationships among the project staff
and among the sub-consultants involved in the project. Identify key personnel
to perform work in the various tasks and include major areas of subcontracted
work. Indicate the expected contributions of each staff member in time as a
percentage of the total effort. Specifically show the availability of staff to
provide the necessary resource levels to meet the City’s needs. Indicate that
the Project Manager and key staff will remain assigned to this project through
completion of the Scope of Services. (No more than two pages)
d) Staff Qualifications and Experience: Describe qualifications of the assigned
staff and sub-contractors including relevant technical experience. Staff
assigned to complete the Scope of Services must have p revious experience
in providing the necessary services as described under the Scope of
Services. A registered Professional Engineer must be the Project Manager.
Description of Consultant’s experience should include:
• Prior Experience: Demonstrate that the firm has significant experience
providing services similar to those described under the Scope of Services.
(No more than two page)
• Staff Qualifications: Provide resumes for the Project Manager and any
other key staff members to be assigned to contribute to the Scope of
Services, with an emphasis on similar services which they provided to
other agencies. (No more than ten pages)
• Reference Projects: Include at least three projects with similar scope of
services performed by the project team within the past three years and
indicate the specific responsibilities of each team member on the
reference project. Provide contact information for each client. (No more
than ten pages)
e) Project Schedule: Provide a detailed critical-path-method schedule for
completion of the tasks and sub-tasks required to accomplish the scope of
work. Note all deliverables and interim milestones on the schedule. (No more
than one 11” x 17” page)
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Page 10 of 12
City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
f) Quality Control Plan: Describe the quality control procedures and associated
staff responsibilities which will ensure that the deliverables will meet the City’s
needs. (No more than one page)
g) Acceptance of Conditions: State the offering firm’s acceptance of all
conditions listed in the Request for Proposal (RFP) document and Sample
Professional Services Agreement (Attachment D). Any exceptions or
suggested changes to the RFP or Professional Services Agreement (PSA),
including the suggested change, the reasons therefore and the impact it may
have on cost or other considerations on the firm’s behalf must be stated in the
proposal. Unless specifically noted by the firm, the City will rely on the
proposal being in compliance with all aspects of the RFP and in agreement
with all provisions of the PSA. (No more than one page)
VII. Submission of Proposal
A. Requests for Clarification
Requests for clarification of the information contained herein shall be submitted
in writing prior to 4:30 p.m. on Monday, June 21, 2021. Responses to any
clarification question will be provided to each firm from which proposals have
been requested. It is highly recommended that the prospective consultant firms
visit the City to view the project location prior to submitting a request for
clarification.
B. Confirmation Email
Upon submission of proposal to the City, the proposing firm shall request an email
confirmation that the proposal was received and retain the email as a record. If an
email confirmation is not received, the proposing firm shall correspond with the
City until a confirmation is received.
VIII. EVALUATIONS AND SELECTION PROCESS
1. Proposals Will be Evaluated Based on the Following Criteria:
a) Approach to Scope of Services (25%)
• Understanding of the Scope of Services as demonstrated by the
thoroughness of the proposal, introduction of cost-saving or value-adding
strategies or innovations (including those applying to overall project
schedule), and an overall approach most likely to result in the desired
outcome for the City.
b) Proposal Schedule (20%)
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City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
• Ability to complete the work in the shortest schedule possible (excluding
time for review and community meetings).
c) Staff Qualifications and Experience (30%)
• Relevance of experience of the proposing firm (to provide support
resources to the project team)
• Relevance of experience and strength of qualifications of the Project
Manager
• Relevance of experience and strength of qualifications of the key
personnel performing the work
• Relevance of referenced projects and client review of performance d uring
those projects
d) Organization and Staffing (15%)
• Availability of key staff to perform the services throughout the duration of
the project
• Assignment of appropriate staff in the right numbers to perform the Scope
of Services
• Appropriate communication and reporting relationships to meet the City’s
needs
e) Quality Control (10%)
• Adequate immediate supervision and review of staff performing the work
as well as appropriate independent peer review of the work by qualified
technical staff not otherwise involved in the project.
2. Selection Process
An evaluation panel will review all prop osals submitted and select the top
proposals. These top firms may then be invited to make a (virtual) presentation to
the evaluation panel, at no costs to the City. The panel will select the proposal, if
any, which best fulfills the City’s requirements. The City reserves the right to
negotiate special requirements and proposed service levels using the selected
proposal as a basis. If the City is unable to negotiate an agreeable fee for services
with top firm, the City will negotiate with the next firm chosen among the top firms.
3. Award Notification
The City will notify all proposers in writing of the outcome of the selection process
and intent to award. This RFP does not commit the City to award an agreement,
nor pay any costs incurred in the preparation and submission of the proposal in
anticipation of an agreement. The City reserves the right to reject any or all
proposals, or any part thereof, to waive any formalities or informalities, and to
award the agreement to the proposer deemed to be in the best interest of the City
and the Department.
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City of Rancho Palos Verdes
RFP- Classification and Compensation Study and Organizational Review
May 21, 2021
4. Award of Agreement
The selected firm shall be required to enter into a written agreement with the City,
in a form approved by the City Attorney, to perform the Scope of Services. This
RFP and the proposal, or any part thereof, may be incorporated into and made a
part of the final agreement; however, the City reserves the right to further negotiate
the terms and conditions of the agreement with the selected consultant. The
agreement will, in any event, include a maximum "fixed cost" to the City.
D-12
CITY COUNCIL MEETING DATE: 06/15/2021
AGENDA REPORT AGENDA HEADING: Consent Calendar
AGENDA TITLE:
Consideration and possible action to approve the Second Amendment to the
Memorandum of Understanding between the City and the Rancho Palos Verdes
Employee Association.
RECOMMENDED COUNCIL ACTION:
1) Adopt Resolution No. 2021-___, A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF RANCHO PALOS VERDES, COUNTY OF LOS ANGELES, STATE
OF CALIFORNIA, ACCEPTING, APPROVING AND ADOPTING THE S ECOND
AMENDMENT TO THE 2020-21 MEMORANDUM OF UNDERSTANDING
BETWEEN THE CITY OF RANCHO PALOS VERDES AND THE RANCHO
PALOS VERDES EMPLOYEE ASSOCIATION THEREBY EXTENDING THE
MEMORANDUM OF UNDERSTANDING TO DECEMBER 31, 2021; and
2) Approve the terms to the Second Amendment to Memorandum of Understanding
between the City of Rancho Palos Verdes and the Rancho Palos Verdes
Employees Association.
FISCAL IMPACT: $235,000 was included in the FY 2021-22 budget for merit and Cost
of Living Adjustment (COLA) for members in the Rancho Palos
Verdes Employee Association only.
Amount Budgeted: N/A
Additional Appropriation: N/A
Account Number(s): N/A
ORIGINATED BY: Julie DeZiel, Human Resources Manager
REVIEWED BY: Karina Bañales, Deputy City Manager
APPROVED BY: Ara Mihranian, AICP, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A. Resolution No. 2021-__ (page A-1)
B. Second Amendment to the Memorandum of Understanding between the
City and the Rancho Palos Verdes Employee Association (page B-1)
BACKGROUND AND DISCUSSION:
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The City and labor representatives of the Rancho Palos Verdes Employee Association
(RPVEA) met and conferred on a successor Memorandum of Understanding (MOU) and
agreed to a six-month term extension of the current RPVEA MOU through December 31,
2021. This extension will allow time for the City to conduct a classification and
compensation study to determine appropriate classifications, compensation, benefits,
and organizational structure, if any.
In considering extending the existing MOU, labor representatives for both the City and
RPVEA discussed a cost-of-living adjustment for represented employees, as well as a
contract change permitting probationary employees to accrue vacation hours and use
accrued vacation leave during their first 12 months of employment. The following
summarizes the changes being presented for City Council consideration , which will be
carried through upon the ratification of the RPVEA MOU. All other items will be deferred
until the negotiations for the successor MOU, which is expected to occur closer to
December 31, 2021.
Cost of Living Salary Adjustment
The 2020-21 RPVEA MOU provides an across-the-board salary cost-of-living allowance
(COLA) increase for represented employees based upon the percentage increase in the
Consumer Price Index (CPI) in the Los Angeles-Long Beach-Anaheim geographic area
for the 12-month period ending in March, with a minimum floor increase of 1% and ceiling
cap on the increase of 2.5%.
Based on the March 2021 Consumer Price Index, the COLA was 2.2%, and effective July
1, 2021, employees’ salaries shall increase correspondingly within their salary ranges to
reflect the COLA. Additionally, salary ranges shall also increase by the COLA amount.
The COLA is built into the city budget in department salaries and benefits for FY 2021-
22.
Use of Vacation Leave for Probationary Employees
The 2020-21 RPVEA MOU credits vacation leaves to newly hired employees after
completing the initial-hire probationary period. The initial-hire probationary period is 12
months. The current MOU language stipulates those new hires may only take vacation
time when they have worked for the City for 12 months. Moreover, the current RPVEA
MOU stipulates those new hires are credited vacation time off and are eligible to use
those hours after working 12 months with the City.
The RPVEA MOU does, however, allow new hires to use accrued vacation leave before
the completion of the probationary period with the written approval of the City Manager.
To this point, it is recommended that the RPVEA MOU be ratified to allow new employees
to accrue and use vacation hours upon hire.
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CONCLUSION:
Staff recommends the City Council adopt the attached resolution (Attachment A) and the
Second Amendment to 2020-21 MOU between the City and the RPVEA (Attachment B)
memorializing the agreed-upon terms which include extending the existing MOU until
December 31, 2021, providing a 2.2% COLA effective July 1, 2021, for represented
employees, and permitting probationary employees to earn and use accrued vacation
leave during their initial-hire probationary period. If approved tonight, these provisions will
take effect on July 1, 2021.
ALTERNATIVES:
In addition to the Staff recommendation, the following alternative action is available for
the City Council’s consideration:
1. Take other action, as deemed appropriate.
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RESOLUTION NO. 2021-__
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF RANCHO PALOS VERDES, COUNTY OF
LOS ANGELES, STATE OF CALIFORNIA,
ACCEPTING, APPROVING AND ADOPTING THE
SECOND AMENDMENT TO THE 2020 -21
MEMORANDUM OF UNDERSTANDING BETWEEN
THE CITY OF RANCHO PALOS VERDES AND THE
RANCHO PALOS VERDES EMPLOYEE
ASSOCIATION THEREBY EXTENDING THE
MEMORANDUM OF UNDERSTANDING TO
DECEMBER 31, 2021.
WHEREAS, the City of Rancho Palos Verdes (City) continues to recognize the
Rancho Palos Verdes Employee Association (RPVEA) as the exclusive employee
organization for those City employees in the bargaining unit defined as non-management,
full-time employees in the classifications listed in Exhibit “A” to the Memorandum of
Understanding (MOU) between the City and the RPVEA covering the period July 1, 2020
through June 30, 2021 adopted on May 19, 2020 by City Council Resolution No. 2020-
25 (2020-21 RPVEA MOU), a copy of which is attached hereto as Exhibit “1”; and,
WHEREAS, the City’s and RPVEA’s labor relations representatives have met and
conferred on a successor MOU and instead agreed to a six (6) month extension of the
current 2020-21 RPVEA MOU through December 31, 2021, which is subject to City Council
determination and approval, to allow time for the City to conduct a classification and
compensation study to determine appropriate updated classifications and pay ranges, if any,
for City employees; and
WHEREAS, the City’s and RPVEA’s labor relations representatives have also agreed
to a cost of living adjustment (COLA) of 2.2% effective July 1, 2021 for represented
employees, as well as permitting probationary employees to earn and use accrued vacation
leave during their probation, all of which is also subject to City Council determination and
approval; and
WHEREAS, the City’s and RPVEA’s labor relations representatives have prepared
the attached Second Amendment to the 2020-21 RPVEA MOU setting forth the new
contract terms, which is made a part hereof by this reference and is subject to City
Council’s determination; and
WHEREAS, the City Council now desires to amend the current 2020-21 RPVEA
MOU by accepting, adopting and implementing the attached Second Amendment to the
2020-21 RPVEA MOU to reflect the aforementioned changes.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO PALOS
VERDES DOES HEREBY FIND, DETERMINE AND RESOLVE AS FOLLOWS:
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Section 1: The City Council accepts, approves and adopts the Second
Amendment to the 2020-21 RPVEA MOU 2020-21, a copy of which is attached hereto as
Exhibit "2" and is described below:
a.Extending the existing MOU until December 31, 2021;
b.Providing a 2.2% COLA effective July 1, 2021 for represented employees:
and,
c.Permitting probationary employees to earn and use accrued vacation leave
during their initial-hire probationary period.
Section 2: The provisions of the Second Amendment to the 2020 -21 RPVEA
MOU will take effect on July 1, 2021.
PASSED, APPROVED and ADOPTED this 15th day of June 2021.
_______________________
Mayor
Attest:
_______________________________
City Clerk
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES )
CITY OF RANCHO PALOS VERDES )
I, Teresa Takaoka, City Clerk of the City of Rancho Palos Verdes, hereby certify that the
above Resolution No. 2021- __ was duly and regularly passed and adopted by the
said City Council at a regular meeting thereof held on June 15, 2021.
__________________________________
City Clerk
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I
FIRST AMENDMENT TO
MEMORANDUM OF UNDERSTANDING
City of Rancho Palos Verdes
and
Rancho Palos Verdes Employees Association
I
Expires on June 30, 2021
EXHIBIT 1
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FIRST AMENDMENT TO MEMORANDUM OF UNDERSTANDING
between the City of Rancho Palos Verdes and the
Rancho Palos Verdes Employees Association
Pursuant to the requirements of the Meyers-Milias-Brown Act ("MMBA," commencing at
California Government Code § 3500 et seq ), the City of Rancho Palos Verdes ("CITY") has
recognized the Rancho Palos Verdes Employees Association ("RPVEA") as the majority or
exclusive representative, as those terms are interchangeably used under the MMBA, for those
CITY employees in the bargaining unit defined as non-management, full-time employees in the
classifications listed on Exhibit "A" to the Memorandum of Understanding between the CITY
and RPVEA for the period through June 30, 2021 ("RPVEA MOU 2020-21"), adopted by
Resolution No 2020-25 on May 19, 2020 This First Amendment to the RPVEA MOU 2020-21
is entered into this
15th day of December 2020, by and between the CITY and RPVEA This
First Amendment shall only become effective upon City Council adoption and makes only those
changes reflected herein below, all other terms and conditions of the RPVEA MOU 2020-21
remaining the same
Article VI Restricted Fringe Benefits, Section A Health Insurance currently provides as follows
On the first day of the month following the first day of employment, all employees are
eligible to participate in the CITY's group medical, dental, vision and employee
assistance program (EAP) insurance plans The CITY will pay the monthly insurance
premium costs for all full-time employees and 50% of the cost for all eligible dependents
Employees selecting the preferred provider organization (PPO) plan option with health
savings account (HSA) will receive CITY contributions to the HSA toward the PPO
deductible in an amount established by resolution of the City Council paid at intervals as
established by the CITY The current annual HSA payment is $3,000 for employee only
and $6,000 for employee plus one dependent or family, with contributions to the HSA
made on approximately January and April 1 Effective July 1, 2020, the vision plan shall
include an option for a second pair of glasses per year, to the extent such plan is
available
Full-time employees providing proof of medical coverage comparable to CITY health
insurance coverage may decline CITY coverage (it must be a group health insurance, not
an individual plan) and receive an in-lieu payment of fifty-percent (50%) of the lowest
plan available to employees
Article VI Restricted Fringe Benefits, Section A Health Insurance shall be superseded and
replaced in full with the following language upon City Council approval of this First Amendment
to the RPVEA MOU 2020-21
On the first day of the month following the first day of employment, all employees are
eligible to participate in the CITY's group medical, dental, vision and employee
assistance program (EAP) insurance plans The CITY will pay the monthly insurance
premium costs for all full-time employees and fifty percent (50%) of the cost for all
eligible dependents Employees selecting the preferred provider organization (PPO) plan
option with health savings account (HSA) will receive CITY contributions to the HSA
i E-7
toward the PPO deductible in an amount established by resolution of the City Council
paid at intervals as established by the CITY Through December 31, 2020, the annual
HSA payment shall be three thousand dollars ($3,000) for employee only and six
thousand dollars ($6,000) for employee plus one dependent or family, with contributions
to the HSA made on approximately January and April 1 Effective the first full pay
period of January 2021, the annual HSA payment will be increased to three thousand six
hundred dollars ($3,600) for employee only and seven thousand two hundred dollars
7,200) for employee plus one dependent or family Effective July 1, 2020, the vision
plan shall include an option for a second pair of glasses per year, to the extent such plan
is available
Full-time employees providing proof of medical coverage comparable to CITY health
insurance coverage may decline CITY coverage (it must be a group health insurance, not
an individual plan) and receive an in-lieu payment of fifty percent (50%) of the lowest
plan available to employees
IT IS SO AGREED:
City of Rancho Palos Verdes Rancho Palos Verdes Employee
AssociationdirSI)
1111P
Ara • •ihr<j;City Manager
rtiMatt
Waters - President
1
Vis.
Karma Banal RP Deputy City Manager Robert Nemeth–Vice President
ulie DeZiel –Human Resources Manager
Resolution No 2020-70
Exhibit A
Page 2 of 2
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MEMORANDUM OF UNDERSTANDING
City of Rancho Palos Verdes
and
Rancho Palos Verdes Employees Association
Expires on June 30, 2021
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I. TERM…………………………………................................................................... 1
II. DEFINITION OF TERMS……………................................................................... 1
III. MANAGEMENT RIGHTS..................................................................................... 4
IV. REGULAR COMPENSATION, PERFORMANCE EVALUATIONS...………… 4
A. COLA 4
B. Initial Employment 5
C. Performance Evaluation 5
D. Merit Advance 6
E. Promotional Advancement 7
F. Acting Pay 7
G. Top of the Range 7
H. Standby Pay 8
I. Callout Pay 9
V. OVERTIME COMPENSATION.............................................................................. 10
A. Work Schedule 10
B. Overtime 10
C. Compensatory Time 11
VI. RESTRICTED FRINGE BENEFITS........................................................................ 12
A. Health Insurance 12
B. Retirement Health Savings Account 12
C. Employee Assistance Program 13
D. Section 125 Plan 13
E. Life Insurance 13
F. Accidental Death and Dismemberment 13
G. Short Term Disability Insurance 13
H. Long Term Disability Insurance 13
I. CalPERS 14
J. Deferred Compensation 15
K. Tuition Reimbursement 15
L. Workers’ Compensation and Unemployment Insurance 15
M. Uniforms 15
N. Boot Reimbursement 16
VII. INCENTIVE PROGRAM........................................................................................ 16
VIII. EMPLOYEE EXPENSES…………………………………………………………. 16
A. Mileage and Parking Expenses 16
IX. PROBATIONARY PERIOD AND PROCEDURES.............................................. 16
A. Objective 16
B. Duration 17
C. Termination of Initial Hire 17
D. Procedures: Regular Appointment 17
E. Rejection Following Transfer or Promotion 17
X. LEAVES.................................................................................................................. 18
A. Vacation Leave 18
B. Sick Leave 20
C. Wellness Leave 21
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D. Bereavement Leave 21
E. Jury Duty 21
F. Leave of Absence without Pay 22
G. Military Leave 23
H. Paid Holiday Leave 23
I. Family and Medical Leave 25
J. Catastrophic Leave 25
K. Other Leaves 25
XI. LAYOFF.................................................................................................................. 25
A. Order of the Layoff of Employees 24
B. Employees or Probationary Employees 24
C. Reduction of to Lower Job Classification 24
D. Re-Employment List 25
XII. SCHEDULES, HOURS, ATTENDANCE AND BREAKS................................... 25
A. Work Schedules 26
B. Attendance 28
XIII. GRIEVANCE PROCEDURES............................................................................... 28
A. Purpose 28
B. Informal Discussion of Grievance 29
C. Formal Grievance Procedure 30
D. General Procedures 30
XIV. DISCIPLINE PROCEDURES....................................................................... …...… 30
A. Cause for Discipline 30
B. Types of Disciplinary Actions 33
C. Disciplinary Procedures 34
D. Appeal of Disciplinary Action 34
E. Time of Hearing 34
F. Hearing Procedure 34
G. Finality of City Manager’s Decision 35
H. Judicial Review 36
XV. MISCELLANEOUS PROCEDURES...................................................................... 36
A. Transfers 36
B. Reclassification 36
C. Reinstatement 36
D. Dress 36
XVI. ADMINISTRATIVE INSTRUCTIONS AND DEPARTMENT
POLICIES AND PROCEDURES…………………………………………………. 36
A. Administrative Instructions 36
B. Departmental Policies and Procedures 37
XVII. WRITTEN NOTICE……………………………………………………….. ……... 37
XVIII. OUTSIDE EMPLOYMENT………………………………………………………. 37
XIX. DUES DEDUCTION…………………………………………… 37
XX. SEVERABILITY………………………………………………………………….. 38
XXI. JOB DESCRIPTION………………………………………………………………. 38
XXII. INTERNET USE AND ELECTRONIC MAIL…………………………………… 38
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XXIII ASSOCIATION ACCESS TO NEW HIRES AND EMPLOYEE INFORMATION..38
XXIV. RE-OPENERS………………………………...…………………………………… 39
EXHIBITS
LIST OF CLASSIFICATIONS IN BARGAINING UNIT................................................... i
CITY SALARY SCHEDULE............................................................................................... ii
AGENCY SHOP AGREEMENT.......................................................................................... iii
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MEMORANDUM OF UNDERSTANDING
between the
City of Rancho Palos Verdes
and the
Rancho Palos Verdes Employees Association
Pursuant to the requirements of the Meyers-Milias-Brown Act (“MMBA,” commencing at
California Government Code § 3500 et seq.) the City of Rancho Palos Verdes (“CITY”) has
recognized the Rancho Palos Verdes Employees Association (“RPVEA”) as the majority or
exclusive representative, as those terms are interchangeably used under the MMBA, for those
CITY employees in the bargaining unit defined as non-management, full-time employees in the
classifications listed on Exhibit “A” to this Memorandum of Understanding (“MOU”).
I. Term
This MOU will be effective from the date of City Council approval and shall cover the
period commencing from July 1, 2020 through and including June 30, 2021, unless
otherwise expressly provided otherwise in this MOU.
II. Definition of Terms
A. Whenever used in this MOU, the following terms shall have the meanings set forth
below:
1. CITY: The City of Rancho Palos Verdes.
2. CITY MANAGER: The duly appointed City Manager of the City of Rancho
Palos Verdes or his/her designee.
3. CLASSIFICATION: A position or positions assigned to the same job title.
4. COMPETITIVE SERVICE: The competitive service established by Section
2.46.040 of the Rancho Palos Verdes Municipal Code.
5. CONTINUOUS EMPLOYMENT/SENIORITY: Total full-time spent in
the employ of the CITY, including all days of attendance at work, and approved
leaves of absence whether paid or non-paid (however, non-paid leaves of absence
in excess of thirty (30) days do not result in the accrual of seniority after thirty (30)
days, but shall not include unauthorized absences, time spent between employment
with the CITY, suspensions or layoffs of more than thirty (30) days.
6. DAY: Unless otherwise indicated, day means calendar day.
7. DEMOTION (Disciplinary): A change in employment status from one
classification to another having a lower rate of pay and/or change in duties which
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are allocated to a class having a lower maximum rate of pay for disciplinary
reasons. A disciplinary demotion may be temporary or permanent.
8. DISMISSAL: The discharge of the employee from CITY service for
disciplinary reasons. Discharge and dismissal are used interchangeably in this
MOU.
9. EMPLOYEE: A competitive service employee as defined in Municipal
Code Section 2.46.040 and compensated through the CITY payroll who is regularly
scheduled to work forty (40) or more hours per week. Employee also does not
include elective officials, members of appointed boards, commissions, and
committees, CITY Council-appointed CITY officers, independent contractors,
part-time employees, temporary employees, emergency employees, management
employees or volunteers.
10. EVALUATION DATE: The date in which an employee is scheduled to
receive his/her performance review.
a) The date on which a newly hired probationary employee has
completed not less than twelve (12) months of service within a job
classification and passed probation,
b) The annual anniversary date reflecting when a regular employee
completed their initial probation.
c) The evaluation date shall be adjusted as required for any break in
service, or adjusted in accordance with the merit increase schedule outlined
in Rule IV.
11. EXEMPT EMPLOYEE: An employee whose duties and salary exempt
him/her from the overtime pay provisions of the federal Fair Labor Standards Act
FLSA).
12. MANAGEMENT EMPLOYEE or MANAGER: The Deputy City Manager
and Department Heads as defined in the Management Employee Personnel Rules
or so designated either in a class specification or by the City Manager.
13. NONEXEMPT EMPLOYEE: An employee who is subject to the overtime
pay provisions of the federal Fair Labor Standards Act.
14. PERSONNEL OFFICER: The City Manager shall serve as the Personnel
Officer as outlined in Municipal Code Section 2.46.030.
15. PROBATIONARY EMPLOYEE: An employee who is employed with the
CITY during his/her initial-hire, transfer or promotional probationary period, or
extension thereof.
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a) An initial-hire probationary employee is an employee who (1) is
serving a probationary period, and (2) has not previously been employed by
the CITY, or (3) has previously been employed by the CITY but who is re-
employed after a break in service.
b) A transfer probationary employee is a CITY employee who has been
transferred to an equivalent job classification in a different department and
who is serving a probationary period.
c) A promotional probationary employee is a CITY employee who has
been promoted to a higher job classification requiring different skills and
who is serving a probationary period.
16. PROBATIONARY PERIOD: A period of time not less than twelve (12)
months of service for newly hired employees and 6 months of service for transfers
and promotions, as defined in Municipal Code Section 2.46.070, which is an
integral part of the examination, recruiting, testing and selection process of
employment. During the probationary period, an employee is required to
demonstrate his/her fitness for the position to which he/she is tentatively appointed,
including promotional or transfer appointments, by actual performance of the duties
of the position.
17. REDUCTION IN PAY (Discipline): A change in the salary of an employee
to a lower rate within the same salary range for disciplinary reasons.
18. RULES: The Competitive Service Employee Personnel Rules.
19. SUSPENSION (Disciplinary): The temporary separation of the employee
from CITY service without pay for disciplinary purposes for a period not to exceed
thirty (30) days per occurrence.
20. TERMINATION: The cessation of employment with the CITY for non-
disciplinary reasons such as, but not limited to, layoff, resignation, or failure to
successfully complete the initial-hire probationary period.
21. VERBAL REPRIMAND: An oral warning that may be given to the
employee in the event that a deficiency in performance or conduct is not of
sufficient magnitude to warrant a more formal disciplinary action.
22. WRITTEN REPRIMAND: A written statement relating to an action or
omission which meets the grounds for disciplinary action, indicating that there is
cause for dissatisfaction with the employee’s services and that further disciplinary
measures may be taken if the cause is not corrected.
23. WORK DAY: Any day, Monday through Friday, except holidays, when
CITY Hall administrative offices are open for business.
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24. WORK WEEK: A regular schedule of forty (40) hours in a seven day
period, the scheduling of which may vary from time to time based on the workforce
needs of the CITY as determined by the City Manager. For overtime calculation
purposes, the “workweek” is defined as the seven (7) day 168 hour regularly
recurring period for each employee. For employees who work the 9/80 work
schedule, their workweek shall begin exactly four hours after their start time on the
day of the week which is their alternating regular day off (typically Friday). For
employees who work a work schedule other than a 9/80, their workweek shall begin
at 12:00 a.m. on Sunday through 11:59 p.m. on the following Saturday.
III. Management Rights
The CITY, through the City Council, possesses the sole right to operate the CITY and all
management prerogatives remain vested with the CITY through the City Council and City
Manager. In this context, except as specifically limited by express provision of this MOU,
all management prerogatives, powers, authority and functions, whether heretofore
exercised, and regardless of the frequency or infrequency of their exercise, shall remain
vested exclusively with the CITY. It is expressly recognized that these rights, include, but
are not limited to, the right to hire, direct, assign or transfer an employee or probationary
employee; the right to lay off employees or probationary employees; the right to determine
and change staffing levels and work performance standards; the right to determine the
content of the workday, including without limitation, workload factors; the right to
determine the quality and quantity of services to be offered to the public, and the means
and methods of offering those services, the right to contract or subcontract CITY functions,
including any work performed by employees or probationary employees; the right to
discipline employees, including the right to reprimand, suspend, reduce in pay, demote
and/or terminate employees; the right to relieve employees or probationary employees of
duty, demote, dismiss or terminate employees or probationary employees for non-
disciplinary purposes; the right to consolidate CITY functions; the right to determine CITY
functions; the right to implement, modify and delete rules, regulations, resolutions and
ordinances; the right to establish, change, combine wages or eliminate jobs, job functions
and job classifications; the right to establish or change wages and compensation; the right
to introduce new or improved procedures, methods, processes or to make technological
changes; and the right to establish and change shifts, schedules of work, and starting and
quitting times.
IV. Regular Compensation, Performance Evaluations
Employee compensation for the entire City is set forth in a city-wide compensation
resolution, as updated and amended from time to time. Each range spread for represented
employees is approximately thirty percent (30%) from the bottom of the range to the top
of the range.
A. COLA
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Effective July 1, 2020, the City shall provide an across-the-board salary COLA increase
for represented employees based upon the percentage increase in the Consumer Price Index
CPI-U) in the Los Angeles-Long Beach-Anaheim geographic area for the twelve (12)
month period ending March 2020 with a minimum floor increase of one percent (1%) and
ceiling cap on the increase of two and a half percent (2.5%). Employees' salaries shall
increase correspondingly within their individual salary ranges to reflect the COLA. The
salary ranges shall increase by the COLA amount.
Effective July 1, 2020, the City shall increase the minimum salary for Maintenance Worker
I/II from $44,640 to $50,691 while maintaining the $65,898 top salary in the salary range
to achieve an approximate 30% salary range for the classification.
B. Initial Employment
The rate of compensation for initial employment in any classification shall be determined
by the City Manager at his/her sole discretion based upon the experience, education, skills
and ability of the employee.
C. Performance Evaluation
A probationary employee shall receive a probationary performance evaluation at the
conclusion of the probationary period, or any extension thereof. Each regular employee
shall receive a performance evaluation after completing one (1) year of service within a
job classification and annually thereafter. The evaluation date shall be adjusted as required
by any break in service, transfer or promotion.
Starting July 1, 2017, represented employees shall be eligible for salary merit adjustments
within an individual salary range based upon each employee’s annual performance
evaluation rating as follows:
o Meets Expectations (Satisfactory): 1.0%
o Exceeds Expectations (Good): 2.0%-2.5%
o Exceptional (Excellent): 3.0%-3.5%
The City Manager shall retain the sole discretion to approve merit adjustments within a
salary range on an annual basis. The percentage salary increase within a range will be the
same for all employees who receive the same performance review rating. When a merit
adjustment moves an employee to the top of their range, the remaining money from the
salary increase, if any, shall be paid out as a merit bonus as described in Section G below.
Employees’ annual performance evaluations will be due within two weeks after their
anniversary dates and, based on their annual performance review, eligible employees will
receive a merit pay adjustment and/or bonus as set forth in this MOU. Regardless of the
date that an employee actually receives their performance review, the advancement of an
employee within a classification’s salary range, or merit bonus payment, shall have an
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effective date of the first day of the pay period in which the employee’s anniversary date
in the classification falls, subject to the City Manager’s approval.
Employees will be permitted to grieve performance evaluations that are less than a “good”
rating. This grievance right shall be for a trial period through June 30, 2017 and the parties
will meet and confer regarding discontinuing it for any successor MOU.
The CITY will provide the Association with the total performance review ratings for each
employee annually on or before September 30 of every year. The total performance review
ratings report will be anonymous and will not contain information that would link a rating
to an individual employee.
The CITY will meet and confer with the Association during this MOU term to revise the
performance review document.
D. Merit Advance within a Range
The only reason for advancement within a range shall be meritorious performance in an
employee’s assigned duties:
1. Except as allowed in this section, probationary employees will not be
eligible for merit advancement at the conclusion of the probationary period.
2. Meritorious performance shall be determined by the overall rating on the
employee’s performance evaluation.
3. Merit increases shall be based on meritorious service. Granted increases
shall be effective on the same day in which the employee’s evaluation date falls,
whether or not the performance evaluation is conducted on the evaluation date.
4. All proposed advancements shall be recommended by the Department Head
and approved by the City Manager before becoming effective. The City Manager
shall make a final determination on all proposed merit increases based upon the
overall rating on the employee’s evaluation and the Department Head’s
recommendation. Advancements under this section shall not change the employee’s
regular evaluation date.
E. Promotional Advancement
When an employee is promoted from employment in one classification to employment in
a classification assigned a higher salary range, advancement shall be to a level within the
higher classification as will accord such employee an increase of at least five percent (5%)
over his/her current rate of compensation, provided that the salary does not exceed the
maximum amount of compensation within the new salary range.
F. Acting Pay
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An employee who, by written assignment by his/her Department Head or the City Manager,
performs the duties of a position with a higher salary classification than that in which he/she
is regularly employed, shall receive compensation specified for the position to which
he/she is assigned if he/she performs the duties for a period of one (1) calendar month or
more. The employee shall be compensated at a level within the higher classification as will
accord such employee an increase of at least five percent (5%) over his/her current rate of
compensation, provided that the salary does not exceed the maximum amount of
compensation within the new salary range. Such compensation shall be retroactive to the
first day of the assignment through the duration of the assignment.
G. Top of the Range
In no case shall an employee’s regular salary exceed the maximum of the range established
by Resolution of the City Council.
Starting July 1, 2016, represented employees at the top of their salary range who are not
eligible for salary merit adjustments shall receive an annual lump sum merit bonus that
equals a percentage of the employee’s base salary on the same conditions as set forth for
salary merit adjustments, as determined by each employee’s annual performance
evaluation rating as follows:
o Meets Expectations (Satisfactory): 1.0%
o Exceeds Expectations (Good): 2.0%-2.5%
o Exceptional (Excellent): 3.0%-3.5%
The City Manager shall retain the sole discretion to approve salary merit bonuses for
employees at the top of their salary range on an annual basis. The percentage salary bonus
within a range will be the same for all employees who receive the same performance review
rating. Employees will be permitted to grieve performance evaluations that are less than a
good” rating. This grievance right shall be for a trial period through June 30, 2017 and the
parties will meet and confer regarding discontinuing it for any successor MOU.
H. Standby Pay
Standby duty must be authorized by the City Manager, or designee, to provide
operational coverage during normal non-working hours when there is a likelihood
that a situation may develop that could jeopardize the City, the public or City
employees if corrective action were not taken prior to the start of regular working
hours.
1. Eligibility: Only bargaining unit members in classifications that are non-
exempt from federal Fair Labor Standards Act (“FLSA”) overtime pay rules shall
be eligible for standby shifts.
2. Participation: Standby duty shall, whenever possible, be assigned on a
voluntary basis. When voluntary participation is insufficient to meet the needs of
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the Department, then such duty will be assigned on a rotational basis whenever
possible within the affected work units.
3. Availability: While assigned to a standby shift, employees must respond
within fifteen (15) minutes to all calls 24 hours a day during a specified seven-day
period (seven continuous calendar days). If it is determined during the call that the
employee’s physical presence is required, employee must respond on scene within
one hour of the call. Employees accepting standby assignments, who are not able
to meet the above criteria due to distance, must make prior arrangements with
management before accepting standby assignments.
4. Standby Shift Status: Employees are not required to wear City or work
uniforms and may engage in their own personal activities while they are on standby
shifts. However, during their standby shift, employees must refrain from the use of
intoxicants, be fit for duty, and reachable by phone. Employees not obligated to
remain on standby have no obligation to meet these requirements.
5. Compensation:
a) Employees assigned to standby shifts shall receive $100 for each week
seven continuous calendar days) an employee is assigned and available
to respond. If an employee cannot be reached or does not respond to an
emergency call, the employee shall forfeit $14.29 of standby pay for
each day that they fail to respond to a standby call.
b) When a City paid holiday falls during the scheduled workweek in which
an employee is on a standby shift, said employee shall receive an
additional two (2) hours of regular pay for being on the standby shift for
that holiday. Standby holiday pay shall not be considered hours worked
for over-time calculations.
c) During the Winter Break, December 24, 25 and January 1 shall be
eligible for holiday standby pay, but the rest of the days of the Winter
Break shall be exempt from holiday pay.
6. Reporting: Employees that are assigned to Standby shifts must document
their Standby week and actual time worked on the Standby/Call-Out Form.
Employees must submit the form to their supervisor for review and approval at the
same time that they submit their timesheet.
I. Callout Pay
All FLSA non-exempt bargaining unit members contacted by the City outside their
normal working hours and asked to perform work on behalf of the City outside of
normal working hours shall be eligible for Call-out Pay. Call-out duty occurs when
off-duty personnel are required to return to duty because of unanticipated work
requirements, either because they are ordered to return/report to work or are already
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on a standby assignment. Except as otherwise indicated in the provisions below, an
employee must report for work in order to be eligible for compensation.
1. Response Time: Employees that receive a call-out to return to work after
concluding a regular work day or report for duty on a day for which they were not
regularly scheduled for work must report to work within one hour of the call if their
physical presence is required.
2. Compensation:
a) City to pay the greater of 2 hours at time and one-half (1½) or actual
time worked at time and one-half (1½), whichever is greater, for
reporting to work on a call-out.
i. Multiple calls received within any two-hour period already being
paid shall not result in any additional compensation.
ii. Callouts that result in the two-hour minimum period overlapping
into the regular work schedule will revert to regular pay at the
beginning of the regular work day.
b) City to pay the greater of 15 minutes at time and one-half (1½) or actual
time at time and one-half (1½) for resolving issues remotely (via
telephone, computer, etc.). This provision will only apply for work done
that is specifically related to the call-out request, and not for general
work duties that can be done during normal working hours.
3. Travel Time: When reporting to a regular City reporting location,
employees shall be paid for up to thirty (30) minutes of travel time at straight time
or actual time traveled at straight time, whichever is less; if an employee is required
to report on a non-regularly scheduled work day, the employee shall be paid for up
to thirty (30) minutes of travel time at time and one half (1½) or actual time traveled
at time and one half (1½), whichever is less. When reporting to a work location that
is not a regular City reporting location, employees shall be paid for portal to portal
travel time at straight time on a regularly scheduled work day and at time and one
half (1½) on a non-regularly scheduled work day.
4. Reporting: Employees that receive a call-out must document the date of the
call-out, travel time, and actual time worked on said call-out on the Standby/Call-
Out Form. Employees must submit the form to their supervisor for review and
approval at the same time that they submit their timesheet.
V. Overtime Compensation
A. Work Schedule
When necessary to perform work, nonexempt employees and nonexempt probationary
employees may be required to work at a time other than during, or in excess of, forty (40)
hours in the work week.
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1. Overtime shall be defined as any combination of actual hours worked and
paid leave, which exceeds forty (40) hours in any work week.
2. Work in excess of forty (40) hours in the workweek requires written
approval of the nonexempt employee’s Department Head or the City Manager.
Whenever possible, the employee shall obtain the Department Head’s or the City
Manager’s written approval in advance.
3. An employee, with his/her supervisor’s approval may flex his/her time (i.e.,
work on different hours of the day or move hours from one day to the next for
flexibility). Flexing time is generally not permitted on the alternating regular day
off (Fridays) for employees who work the 9/80 work schedule. Flexing is permitted
for the convenience of the employee and/or CITY operations and shall not result in
additional overtime costs. CITY will permit flexing on Fridays with approval of the
employee’s supervisor and the Deputy City Manager provided that no overtime is
incurred.
B. Overtime Compensation
1. Nonexempt employees and nonexempt probationary employees shall
receive overtime compensation or compensatory time off in accordance with the
federal Fair Labor Standards Act. Accordingly, nonexempt employees and
nonexempt probationary employees shall be paid one and one-half (1 ½) times their
regular rate of pay or receive compensatory time off at one and one half (1 ½) hours
for all hours worked in excess of forty (40) in the work week.
2. The following positions have been designated exempt for all purposes under
the FLSA, including overtime compensation:
o Accounting Manager
o Associate Engineer
o Maintenance Superintendent
o Project Manager
o Recreation Program Supervisor II
o Recreation Services Manager
o Senior Accountant
o Senior Administrative Analyst
o Senior Engineer
o Senior Planner
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In designating these classifications as exempt under the FLSA, these exempt
employees in these classifications will receive a maximum accrual of up to 62 hours
of Administrative Leave each fiscal year. Any non-used Administrative Leave
hours from the prior fiscal year shall reduce the next year’s accrual proportionately
such that each year the employee shall not accrue nor have banked more than 62
total hours. These changes shall be for a trial period through June 30, 2017 and the
parties will meet and confer regarding discontinuing them for any successor MOU.
Employees who have accrued compensatory time on the books as of the date that
they are designated to be exempt shall retain those hours for use provided that they
follow the procedure for compensatory time usage set forth in Article V, Section C
1.
C. Compensatory Time
Nonexempt employees and nonexempt probationary employees may elect to be credited
with compensatory time off in lieu of paid overtime at the time such overtime is recorded.
Such compensatory time shall be at the rate of one and one half (1 ½) hours for each hour
of overtime worked. Compensatory time may not be accumulated to exceed forty (40)
hours.
1. The taking of all compensatory time off shall first be approved by the
nonexempt employee’s or nonexempt probationary employee’s Department Head
or the City Manager and shall be granted in accordance with the work force needs
of the CITY and the federal Fair Labor Standards Act. An employee may use
compensatory time upon 4 work days’ notice to his or her supervisor. An employee
may be allowed to use compensatory time upon less than 4 work days’ notice at the
discretion of his or her supervisor.
2. Upon termination or dismissal from employment, employees shall be paid
for accumulated compensatory time.
VI. Restricted Fringe Benefits
During the term of this MOU, no changes shall be made to the Restricted Fringe Benefits
currently offered by the CITY. Costs associated with these plans are subject to change at
any time without notice to the employer.
A. Health Insurance
On the first day of the month following the first day of employment, all employees are
eligible to participate in the CITY’s group medical, dental, vision and employee assistance
program (EAP) insurance plans. The CITY will pay the monthly insurance premium costs
for all full-time employees and 50% of the cost for all eligible dependents. Employees
selecting the preferred provider organization (PPO) plan option with health savings account
HSA) will receive CITY contributions to the HSA toward the PPO deductible in an
amount established by resolution of the City Council paid at intervals as established by the
CITY. The current annual HSA payment is $3,000 for employee only and $6,000 for
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employee plus one dependent or family, with contributions to the HSA made on
approximately January and April 1. Effective July 1, 2020, the vision plan shall include
an option for a second pair of glasses per year, to the extent such plan is available.
Full-time employees providing proof of medical coverage comparable to CITY health
insurance coverage may decline CITY coverage (it must be a group health insurance, not
an individual plan) and receive an in-lieu payment of fifty-percent (50%) of the lowest plan
available to employees.
B. Retirement Health Savings Account
Employees shall be enrolled in the retirement health savings account upon completion of
probation. The Account is funded via a one percent (1%) employee deduction and a CITY
contribution. The CITY contribution effective the first full pay period in July 2017 for FY
2017-18 shall be increased to sixty ($60) per pay period (previously the City paid $56.59
per pay period). For 2018-19 and 2019-20, City shall continue the practice of increasing
City annual contribution effective the first full pay period in July by the percentage increase
in the Consumer Price Index (CPI-U) in the Los Angeles-Riverside-Orange County area
for the twelve (12) month period ending March 2018 and March 2019, respectively.
C. Employee Assistance Program
The CITY’s Employee Assistance Program can refer employees to qualified professional
counselors who can help the employee and their eligible family member resolve personal
problems that can affect their health, family life, abilities and desire to excel at work.
D. Section 125 Flexible Benefits Plan
On the first day of the month following six full months of employment, employees can
elect to enroll in the CITY’s flexible Benefits Plan. The Section 125 plan allows employees
to withhold a portion of their paycheck on a pre-tax basis. The money is then used to pay
for health expenses not covered by their respective insurance providers or for
reimbursement of the employee’s dependent care expenses, such as day care, throughout
the year. Employees should calculate their deductions and track their expenses carefully,
as some portion of the unused amount may be forfeited per IRS regulations.
E. Life Insurance
Employees are eligible for life insurance on the first of the month following their first day
of employment with the CITY. The CITY pays the entire premium on a life insurance
policy with a benefit of twice the employee’s annual salary, up to a maximum benefit of
350,000.
F. Accidental Death and Dismemberment
Employees are eligible for AD&D insurance on the first day of the month following their
first day of employment with the CITY. The CITY pays the entire premium on an AD&D
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insurance policy. The benefit amount is based on the actual loss, up to a maximum benefit
of $350,000.
G. Short Term Disability Insurance
All employees are required to participate in the California State Disability Insurance (SDI)
program, which provides partial salary replacement benefits when an employee is disabled
due to a non-work related illness or injury. The program is funded by employee payroll
deductions from the employee’s bi-weekly paycheck until a cap established by the State is
reached. The benefits and terms are established by the State.
H. Long Term Disability Insurance
On the first day of the month following six full months of employment, eligible employees
are covered by the CITY’s long term disability insurance program, which provides partial
salary benefits when an employee is disabled due to a non-work related illness of injury.
The CITY pays the employee’s entire premium. Long term disability insurance does not
become effective until an eligible employee has been unable to work for more than 90 days.
Benefits are provided at a rate of 66.6667% of an employee’s monthly earnings, up to a
maximum benefit of $10,000 per month.
I. California Public Employees’ Retirement System (CalPERS)
Eligible employees are automatically enrolled as members of the CITY’s retirement
system. The retirement plan is provided under contract with CalPERS. The CITY pays the
employer portion of the CalPERS contribution, and the employees pay the CalPERS
member contribution (eight percent (8%) for employees subject to the 2.5%@55 formula
below and seven percent (7%) for employees subject to the 2%@60 formula below) as
determined by CalPERS. The employee pays the employee portion, as determined by
statute and CalPERS contract. In the event of any conflict between this summary and either
the CITY’s contract with CalPERS or law, the contract or law, as applicable, will prevail.
1. Current employees who entered CalPERS membership under the CITY’s
plan prior to October 6, 2012 are subject to the CITY’s formula of 2.5%@55 with
final compensation determined by the average of the 12 highest paid consecutive
months (single highest year).
2. New Employees first entering membership under the CITY’s plan on or
after October 6, 2012 who are not new members under (3) below are subject to the
second tier benefit formula of 2%@60 based on the average monthly pay rate for
the 36 highest paid consecutive months (3 year final compensation).
3. Pursuant to the Public Employees’ Pension Reform Act of 2012 (PEPRA),
on and after January 1, 2013 “new members,” as defined under PEPRA, will be
subject to the reform tier benefit formula of 2%@62 based the average monthly pay
rate for the 36 highest paid consecutive months (3 year final compensation) and
other PEPRA required terms. In addition, new members will be required to pay one
half (1/2) of the total normal cost rate for their pension benefit. That rate is
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determined by CalPERS and will be communicated to the Association (and as it is
adjusted in the future) once it is known by the CITY. As defined by PEPRA, a “new
member” is:
a) An individual who becomes a member of any public retirement system for
the first time on or after January 1, 2013, and who was not a member of any
other public retirement system prior to that date.
b) An individual who becomes a member of a public retirement system for the
first time on or after January 1, 2013, and who was a member of another
public retirement system prior to that date, but who was not subject to
reciprocity, as provided under PEPRA.
c) An individual who was an active member in a retirement system and who,
after a break in service of more than six months, returned to active
membership in that system with a new employer.
J. Deferred Compensation
In addition to the CITY’s CalPERS retirement program, the CITY’s deferred compensation
program (457 plan) allows employees to save and invest a portion (up to the maximum
permitted by law) of their salary today on a tax-deferred basis, in order to supplement their
future retirement benefits. All employees are eligible to participate in the program.
For CalPERS designated Tier 2 and Tier 3 represented employees, the City shall match
employee contributions up to sixty dollars ($60) per month per employee towards the
City’s deferred compensation program (457 plan).
K. Tuition Reimbursement
The CITY provides a tuition reimbursement program to encourage employees to pursue
professional growth and development through accredited academic coursework. All
employees who have completed probation are eligible to participate in the program. The
course must be related to work within CITY government and class time must not interfere
with the employee’s normal duties, unless specifically authorized by the City Manager. A
passing grade, or a certificate of completion for courses that do not bear credit, is required
to receive payment. The maximum amount of reimbursement in a fiscal year shall not
exceed $500 per employee participating in the program and is subject to final authorization
by the City Manager. The total amount of funds available for the tuition reimbursement
program is established each year by the City Council as part of the CITY’s operating
budget.
L. Workers’ Compensation and Unemployment Insurance
1. Coverage: The CITY provides workers’ compensation and unemployment
insurance to all employees, in accordance with California law.
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2. On-the-Job Injuries: All injuries suffered during working hours must be
reported, in writing, immediately to the Department Head or City Manager. Unless
there is an emergency, a CITY referral form must be obtained from the Personnel
office before visiting a doctor. Upon returning to work from all on-the-job injuries,
employees and probationary employees must have an approved return to work
certificate signed by the attending doctor.
M. Uniforms. Effective July 1, 2020, Open Space Management (OSM), Park Rangers,
and Maintenance shall be provided City uniforms at no expense as follows:
1. New Employees: 7 sets of uniforms and 1 jacket.
2. Existing employees: 3 new sets of uniforms and 1 jacket per calendar year.
3. Replacement uniforms may be provided as needed upon request by
employee and justification as determined by Department Head and/or designee.
N. Boot Reimbursement. Effective July 1, 2020, OSM, Park Rangers, Maintenance,
Code Enforcement and Building Inspectors shall be provided on a reimbursement basis,
with required receipts for same, one (1) set of work boots per year, up to a maximum of
150 per pair, as determined and approved by the City at no employee expense. Additional
boots may be authorized as needed upon request by employee and with justification as
determined by Department Head and/or designee. An additional set of work boots are paid
up to $150 maximum reimbursement per pair, per year, due to extreme wear.
VII. Incentive Program
A. From time to time, the City Manager may grant an incentive pay award to any
employee or probationary employee in recognition for extraordinary work.
1. The City Manager shall determine the amount of incentive pa y per
employee award. However, in no case shall the incentive pay exceed five percent
5%) of an employee’s base salary.
2. Employees or probationary employees shall be limited to no more than two
2) incentive pay awards in a twelve (12) month period.
VIII. Employee Expenses
A. Mileage and Parking Expenses
An employee or probationary employee who is required to use his/her private automobile
for CITY assignments shall be reimbursed for mileage at the current standard mileage rate
set by the Internal Revenue Service and actual parking expenses.
1. All claims for mileage and parking reimbursement shall first be approved
in writing by the employee’s or probationary employee’s supervisor, department
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head or the City Manager, and shall be filed on forms and in accordance with the
procedures established by the City Manager.
2. Employees and probationary employees using their private automobile for
CITY business shall supply the Personnel Officer with a Certificate of Insurance
stating that their private automobile is covered by public liability and property
damage insurance of not less than the amount required in the procedures established
by the City Manager, established in coordination with the CITY’s liability coverage
pool.
IX. Probationary Period and Procedures
A. Objective of the Probationary Period
The probationary period shall be regarded as part of the selection and evaluation process.
The CITY shall closely observe the probationary employee’s work performance during the
probationary period.
B. Duration of the Probation Period
All initial-hire appointments shall be tentative and subject to a probationary period of not
less than twelve (12) months actual service. All transfer and promotional appointments
shall be tentative and subject to a probationary period of six months of actual service. The
City Manager may extend a new-hire probationary period up to twelve (12) additional
months of actual service and a promotional probationary period up to an additional six
months of actual service. Wherever possible, the City Manager shall give the probationary
employee written notice of the extension of the probationary period ten (10) days before
its expiration. The written notice shall state the reason for the extension. Failure to give the
probationary employee notice of the extension prior to the expiration of the initial
probationary period shall automatically extend the period. The length of the automatic
extension without a written notice shall not exceed a period of over thirty (30) days.
C. Termination of Initial Hire Probationary Employee
During or at the conclusion of the initial-hire probationary period, or any extension thereof,
the City Manager, after consultation with the probationary employee’s department head,
where practical, may terminate an initial hire probationary employee without cause, and
without a hearing or right of appeal.
D. Procedures: Regular Appointment Following Probationary Period
The City Manager shall be notified in writing two (2) weeks prior to the expiration of any
probationary period. After consultation with the probationary employee’s department head
and immediate supervisor, the City Manager shall determine whether:
1. The initial-hire probationary employee shall become a regular employee;
2. The initial-hire probationary employee shall be terminated or discharged;
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3. The transfer probationary employee’s transfer shall be confirmed;
4. The transfer probationary employee’s transfer shall be rejected;
5. The promotional probationary employee’s promotion shall be confirmed;
6. The promotional probationary employee’s promotion shall be rejected, or
7. The employee’s initial, transfer or promotional probationary period shall be
extended.
E. Rejection Following Transfer or Promotion
Any probationary employee rejected during or at the conclusion of a probationary period
following a transfer or promotional appointment shall be reinstated to the classification
from which the employee was transferred or promoted unless (a) charges are filed and the
employee is dismissed from employment in the manner provided in this MOU, (b) there is
no vacancy in such position, or (c) the employee is terminated from employment due to a
layoff or other basis. If there is no vacancy, the employee may request to be placed on a
reemployment list.
X. Leaves
1. Time spent by an employee on an approved paid leave shall not be construed
as a break in service or employment, and rights accrued at the time the leave is
granted shall be retained by the employee. Additionally, a leave of absence, with
pay or without pay, granted to any employee shall not create a vacancy in the
position. For the duration of any such leave of absence, the duties of the position
may be performed by another employee from the competitive service on an acting
assignment, an independent consultant or a temporary employee, provided that any
person so assigned shall possess the minimum qualifications for such position.
2. Except as otherwise permitted by law, all requests for leave shall be in
writing, and shall be sent to the employee’s supervisor or department head or
his/her designee. The request shall include the expected start and end dates of the
leave, and any medical certifications required by the provisions of this MOU or
CITY Policy. An employee shall provide as much advance notice of the need for
leave as practicable. Generally, when the need for the leave is foreseeable, the
employee shall try to provide at least ten (10) days’ notice prior to the
commencement of the leave. Failure to provide advance notice of the need for leave
may be grounds for delaying the start of the leave.
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A. Vacation Leave
1. Employees are entitled to accrue paid vacation leave under the following
schedule:
Length of Employment Vacation Accrual Rates Maximum Accumulation
Beginning of 1st month
through 2 years
6.67 hours per month 160 hours
Beginning of 3rd year
through 5 years
8 hours per month 192 hours
Beginning of 6th year
through 15 years
10 hours per month 240 hours
Beginning of 16th year and
more
8 additional hours per
year for each year of
service up to a maximum
of 160 hours per year
Twice the annual accrual
not to exceed 320 hours
i.e. 256, 272, 288, 304 or
320 hours, as applicable)
2. After completion of the initial-hire probationary period, the employee will
be credited with vacation leave earned during the probationary period. The
employee shall be entitled to take such leave upon the completion of the initial-hire
probationary period or extension thereof. However, an initial-hire probationary
employee may utilize accrued vacation leave prior to the completion of the
probationary period with the written approval of the City Manager.
3. Vacation leave may be accumulated to a maximum of two years’ worth of
accrued vacation leave. For specific amounts, see table above. Once an employee
reaches the maximum vacation leave which may be accumulated, the employee
shall cease to accrue any further vacation leave until the amount accumulated falls
below the maximum.
4. The scheduling of vacation leave must be approved in advance by the
employee’s Department Head or the City Manager. Employees shall submit a
written request to schedule vacation leave to the employee’s Department Head or
the City Manager within a reasonable amount of time prior to the desired date and
may be granted in accordance with the work force needs of the CITY.
5. Employees will have the option to be paid for vacation leave that exceeds
the maximum allowed by this MOU if a requested vacation leave is received and
denied by the employee’s Department Head and the City Manager due to the work
force needs of the CITY, not less than thirty (30) days prior to exceeding the
maximum accrual.
6. Employees shall not be granted, and accordingly are not entitled to take,
vacation leave in advance of its accrual.
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7. Upon termination or dismissal from employment, employees and
probationary employees shall be paid for accumulated vacation leave up to a
maximum amount which may be accumulated pursuant to this MOU.
8. Vacation leave may be used for medical appointments, pregnancy disability
leave and leave pursuant to the federal and California family and medical leave
statutes.
9. Employees shall be entitled to cash out up to eighty (80) hours of accrued
vacation leave per fiscal year provided that the employee maintains fifty percent
50%) of their annual vacation accrual after any cash out and provided that they
cash out 1 hour for every 2 hours actually used during the 12 months preceding the
cash out.
10. Employees may submit a request for vacation cash out every quarter.
Vacation cash out requests received during the first week of the month that ends
the quarter (March/June/September/November) shall be paid out on the last payday
of the month that ends the quarter (March/June/September/November) and in which
the request was received. Each request that is submitted within the specified time
frame shall be evaluated individually to ensure the employee meets the payout
eligibility criteria set forth herein. Eligible employees shall be paid for any
accumulated and unused vacation leave they have requested and to which they are
entitled on the last pay day of the month that ends the quarter. Said cash payment
shall be at the employee’s then current rate of pay.
11. Due to unique leave issues resulting from COVID-19 and the local, state
and federal declarations of emergency related to same, employees within twenty
20) hours of reaching the maximum vacation accrual cap have been allowed to
have their maximum vacation accrual cap increased by twenty (20) hours. Affected
employees must use the twenty (20) hours during this MOU term and must be
within the original maximum vacation accrual cap on or before June 30, 2021. This
provision shall expire at the end of this MOU’s one year term.
B. Sick Leave
1. Employees and probationary employees earn paid sick leave at the rate of
eight (8) hours for each full calendar month of continuous employment with the
CITY including time served in probationary status.
2. Probationary employees are eligible to use paid sick leave during their
probationary period.
3. Unused sick leave may be accumulated to a maximum of seven hundred
twenty (720) hours.
4. In order to receive paid sick leave, an employee or probationary employee
must speak with his/her supervisor at the earliest possible time, generally before
8:30 a.m. on the day that the leave will be used. Alternatively, an employee or
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probationary employee must leave a voicemail with his/her supervisor and then call
his/her Department Head Such notice shall provide the fact and the reason for the
leave and duration of the leave. Failure to provide reasonable notice will be cause
for denial of sick leave with pay for the period of the absence. Written verification
of the cause of absence may be required by the Department Head or City Manager.
5. Employees and probationary employees shall not be granted, and
accordingly are not entitled to take, paid sick leave in advance of its accrual.
6. Employees and probationary employees who use more than twenty-seven
27) consecutive sick hours shall be required to furnish a physician’s certificate
stating that the employee is able to safely return to work. A physician's certification
may be requested if a supervisor has reason to believe that sick leave is being
abused. Regardless of the length of the sick leave used, the supervisor has the
authority to determine if the employee is abusing the sick leave benefit.
7. Sick leave must be used in a minimum of fifteen (15) minute increments
just like the reporting of regular hours worked.
8. Sick leave may be used for medical appointments, pregnancy disability
leave, leaves provided pursuant to the federal and California family and medical
leave statutes and to care for an employee’s spouse, child(ren), parent(s) or spouse’s
child(ren) or parent(s) due to illness.
9. Upon termination or dismissal from employment, employees and
probationary employees shall not be granted, and accordingly are not entitled to be
paid for accumulated sick leave.
C. Wellness Leave
Employees and probationary employees are eligible to earn four and one half (4 ½) hours
of paid wellness leave for ten (10) consecutive weeks of perfect attendance without using
any sick leave time.
1. Prospectively, the ten (10) week period shall be calculated from June 2,
1991.
2. A maximum of nine (9) hours of wellness leave may be accumulated.
3. Upon termination or dismissal from employment, employees and
probationary employees shall not be granted, and accordingly are not entitled to be
paid for wellness leave.
4. Wellness leave may be used for pregnancy disability leave and leaves
provided under the federal and California family and medical leave statutes.
D. Bereavement Leave
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Paid bereavement leave shall not be considered accrued leave which an employee or
probationary employee may use at his/her discretion, but is granted by reason of the death
of a member of the employee’s or probationary employee’s immediate family, consisti ng
of an employee’s or probationary employee’s spouse or registered domestic partner and
employee’s or probationary employee’s or their spouse’s child, parent, sibling, stepparent,
stepchild and grandparent. An employee or probationary employee may take a maximum
of three (3) working days of bereavement leave each time a death occurs within an
employee’s or probationary employee’s immediate family. In order to receive paid
bereavement leave, the employee or probationary employee must notify his/her
Department Head or the City Manager at the earliest possible time, generally before 8:30
a.m. on the day that the leave is first requested. In the event the employee or probationary
employee must travel out of state in connection with the bereavement, the employee or
probationary employee shall be allowed two (2) additional working days of bereavement
leave for each incident.
E. Jury Duty
1. Employees and probationary employees called for jury duty shall give the
Department Head or City Manager reasonable advance written notice of the his/her
obligation to serve.
2. Employees and probationary employees will be paid their regular wages,
less jury duty pay (other than mileage or subsistence allowances) or may elect to
forfeit the jury duty warrant to the CITY and receive full CITY wages.
3. Written evidence of jury duty attendance shall be presented to the Personnel
Officer.
4. Employees and probationary employees shall continue to report to work on
those days when excused from jury duty, and on which the employee or
probationary employee can work at least four (4) hours during his/her regular
workday.
F. Leave of Absence without Pay
The City Manager, after consultation with the employee’s or probationary employee’s
Department Head, may grant an employee or probationary employee leave of absence
without pay for a period not to exceed four (4) months in accordance with the work force
needs of the CITY. Additionally, the City Manager may apply such conditions as he/she
deems warranted in the best interest of the CITY. No such leave shall be granted except
upon written request of the employee or probationary employee. Leave under this section
shall only be granted to an employee or probationary employee under circumstances where
the employee or probationary employee is not otherwise eligible for pregnancy disability
leave or family and medical leave as provided under applicable law and Sections 8
Pregnancy Disability Leave) and 11 (Family and Medical Leave) of the Personnel Rules.
Approval shall be in writing and a copy filed with the Personnel Officer.
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1. A leave of absence without pay shall not be construed as a break in service
or employment, however, paid leave benefits, increases in salary, and other similar
benefits shall not accrue to a person granted such leave during the period of
absence. An employee shall stop accruing seniority after thirty (30) days on a leave
of absence without pay.
2. Use of a leave of absence without pay for a purpose other than that requested
may be cause for forfeiture of reinstatement rights. Failure on the part of an
employee or probationary employee on leave to report to work promptly at its
expiration may be cause for discharge.
3. An employee or probationary employee reinstated after a leave of absence
without pay shall receive that same pay rate in the salary range that he/she received
when the leave of absence began. Time spent on such leave without pay shall not
count towards service for increases within the salary range, and the employee’s or
probationary employee’s evaluation date shall be set forward one (1) month for
each thirty (30) consecutive days taken.
4. The CITY shall maintain group health insurance coverage for an employee
or probationary employee (including dependent coverage) while the employee or
probationary employee is taking a medical leave of absence under this section at
the level and under the conditions coverage would have been provided by the CITY
if the employee or probationary employee had not taken such leave. In the event an
employee or probationary employee does not return to work following the leave,
the CITY reserves the right to recover the premiums or other sums the CITY paid
for group health insurance coverage during the period of the leave.
5. The employee or probationary employee is responsible to pay the entire cost
of all applicable health and life insurance premiums and other insurance premiums
such as long term disability and accidental death and dismemberment) during a
non-medical leave of absence without pay that exceeds thirty (30) days. In addition,
in advance of taking the leave, the employee or probationary employee must make
written arrangements with the Finance Department to pay for the costs of such
coverage. Premiums shall be paid within the time specified by the CITY or as
otherwise required by the applicable insurance or benefit program.
6. If the leave of absence without pay was for medical reasons, prior to
resuming regular duties, an employee or probationary employee shall furnish the
Personnel Officer a physician’s certificate stating that the employee is able to return
to work.
G. Military Leave
Military leave and military spouse leave shall be granted in accordance with applicable
federal and California law.
H. Paid Holiday Leave
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1. Subject to the restrictions described below, nonexempt employees and
nonexempt probationary (new-hire, transfer and promotional) employees shall
receive paid leave at his/her straight hourly rate for the following designated CITY
holidays:
a) The last Monday in May;
b) July 4th;
c) The first Monday in September
d) The fourth Thursday in November
e) The day after the fourth Thursday in November
f) The period between and including December 24 and January 1
Saturdays and Sundays or other non-work days excepted); and
g) One day as a floating holiday, which shall be designated yearly by
the City Manager.
2. Exempt employees and exempt probationary employees shall receive paid
leave for the designated CITY holidays outlined above. At his/her discretion, the
City Manager may grant extra compensation or in lieu time off to exempt
employees and exempt probationary employees who are required to work on a
holiday.
3. If July 4th falls upon a Saturday, the Friday before is the observed holiday,
and if the date falls upon a Sunday, the Monday following is the observed holiday.
4. In order to be eligible for holiday pay, an employee or probationary
employee must work the last scheduled workday before and the first scheduled
workday after the holiday unless the employee or probationary employee is taking
approved paid leave.
5. If a holiday falls during an employee’s or probationary employee’s
approved vacation leave period, the employee or probationary employee shall be
paid for the holiday and shall not be charged with a vacation day for the day the
holiday is observed.
6. If a holiday falls during an employee’s or probationary employee’s
approved sick leave period, the employee or probationary employee will be paid
for the holiday and will not be charged with a sick day for the day the holiday is
observed.
7. Employees and probationary employees on non-paid leave of absence for
any reason are ineligible for holiday benefits for holidays that are observed during
the period they are on a non-paid leave of absence.
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8. Regardless of the number of hours worked during the work week,
nonexempt employees and nonexempt probationary employees who work on a
designated CITY holiday shall be paid their regular hourly rate and one and one
half (1½) times their regular hourly rate of pay for all hours worked on the holiday
or receive credit for the equivalent number of hours worked of compensatory time
off at one and one half (1 ½) hours of compensatory time off for all hours worked
on the holiday.
9. Upon termination or dismissal from employment, employees and
probationary employees shall not be granted, and accordingly are not entitled to be
paid for a floating holiday.
I. Family and Medical Leave
Family and medical leave will be granted in accordance with the CITY’s Family and
Medical Leave Policy and applicable law.
J. Catastrophic Leave
Employees in the unit shall be permitted to donate accrued vacation or compensatory time
off to other members of the bargaining unit who have exhausted all paid leaves, who have
been granted an unpaid leave and who need to continue to be absent from work because of
a catastrophic injury or illness. The value of the leave will be determined based on the
donating employee’s compensation. It will then be converted to vacation hours for the
donee’s use based on the donee’s rate of pay. For example, if an employee who earns $40
per hour donated 10 hours of vacation to an employee who earns $30 per hour, the donee
would receive $400 divided by $30 or 13.333 hours of vacation.
K. Other Leaves
The City Manager shall grant such other leaves as are required by law. Except as otherwise
provided by law or by circumstances beyond the employee’s control, employees shall
request such leave and obtain approval in advance. All such leaves shall be unpaid, unless
otherwise required by law or this MOU, but employees may use otherwise applicable paid-
leave benefits to remain in paid status.
XI. Layoff
Whenever in the judgment of the City Council it becomes necessary in the interest of
economy, because the necessity for a position no longer exists or other legitimate purpose,
the City Council may abolish any position in the competitive service; and the employee or
probationary employee holding such position or employment may be laid off without
taking disciplinary action and without the right of appeal. Except as otherwise determined
by the City Council, the City Manager, when it becomes necessary in the interest of
economy, because the necessity for a position no longer exists or for other legitimate
purpose, may abolish any position or employment in the Competitive Service and may lay
off an employee holding such position or employment without taking disciplinary action
and without right of appeal.
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A. The order of the layoff of employees and/or probationary employees shall be
established by seniority in the employee’s classification.
B. Employees or probationary employees to be laid off shall be given at least ten (10)
working days prior notice, equivalent pay if laid off immediately, or a combination of
notice and pay totaling ten (10) working days if laid off with less than ten (10) working
days notice.
C. An employee, promotional probationary employee, or transfer probationary
employee who is subject to layoff may request a reduction to a lower job classification
within the same occupational series in the layoff unit provided the employee, promotional
probationary employee or transfer probationary employee possesses seniority, an
acceptable performance and attendance record, and has the ability to perform the remaining
work available without further training. The reduction shall be made only in cases where
there is a vacant position in the layoff unit.
1. The names of employees and probationary employees laid off or demoted
in lieu of layoff shall be placed on re-employment lists for those job classifications
requiring basically the same qualifications, duties and responsibilities of the class
from which the layoff or demotion in lieu of layoff was made.
D. Re-Employment List
Names of persons laid off or demoted in lieu of layoff in accordance with these procedures
may be carried on a re-employment list(s), prepared and maintained by the Personnel
Officer, for a period of six (6) months, unless extended by the City Manager at his/her sole
discretion.
1. Persons who refuse re-employment shall be removed from the list.
2. Persons who are appointed to permanent positions of the same level,
whether in the CITY or another agency, as that which was demoted or laid off shall
be removed from the list.
3. Persons who fail to respond to a notice of re-employment mailed to the last
known address within ten (10) working days from the date in which the notice was
mailed shall be removed from the list.
XII.Schedules, Hours, Attendance and Breaks
A. Work Schedules
The work schedule at CITY Hall is a 9/80 schedule. Employees work a 9-hour day, 7:30
AM to 5:30 PM, Monday through Thursday. Staff is divided into two teams, the “A” Team
and the “B” Team, which alternate working every other Friday. For employees who work
the 9/80 work schedule, their workweek shall begin exactly four hours after their start time
on the day of the week which is their alternating regular day off (typically Friday). During
their Fridays “on,” employees work an 8-hour day, from 7:30 AM to 4:30 PM. CITY Hall
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offices remain open with at least one person in each department on duty to answer questions
and to receive visitors. It is up to each Department Head to decide how best to divide his
or her staff so that sufficient staff coverage is available on Fridays.
When a team’s Friday “off” falls on a CITY Holiday, that team takes the prior work day
off instead. For example, if Christmas Eve falls on a Friday, the team that would have had
that Friday off takes the Thursday off instead. At the beginning of each calendar year, the
A” and “B” Teams alternate which one takes the first Friday of the year off following the
return to work from the CITY’s Winter Holiday Break. Employees are generally not
allowed to switch Fridays, however, the Department Head may grant permission to do so,
but only if to do so would not cause the employee to earn overtime as a result of the switch,
if circumstances warrant and the staffing needs of the Department can still be met. An
employee’s supervisor and/or Department Head shall set the hourly work schedule and
work day for that employee. In the absence of other arrangements, working hours are 7:30
AM to 5:30 PM, Monday through Thursday and 7:30 AM to 4:30 PM every other Friday,
with one hour for lunch.
1. Lunch. Lunch periods for office employees should be scheduled between
11:00 AM and 2:00 PM and are generally expected to be limited to one hour, except
when CITY business is conducted during that time period. Department Heads have
the responsibility for scheduling lunch periods for their employees.
2. Breaks. The CITY allows every employee to take two 15 minutes break
periods per day. Breaks for office employees are not to be taken outside the Civic
Center area without permission of the Department Head. In addition, eating food in
the public areas is generally not accepted. Employees in the field may suit the time
of work break to the situation at hand, recognizing that they are CITY
representatives in all daily activities. Scheduling of breaks will be at the discretion
of the Department Head.
The work schedule for the classifications of Park Ranger and Senior Park Ranger is a 4/10
work week schedule. Employees work a 10-hour day, 4 days per work week. The schedule
is flexible since open space need to be patrolled 365 days a year. It is up to the department
to best decide how to divide staff so that sufficient coverage is available. Employees are
generally not allowed to switch days off; however, the Department Head, and/or designee,
may grant permission to do so, but only if to do so would not cause the employee to earn
overtime as a result of the switch, and the staffing needs of the department can still be met.
An employee’s supervisor and/or Department Head shall set the hourly work schedule and
workday for Park Rangers and Senior Park Ranger. Standard daily hours are 7:30 a.m. to
6:30 p.m.; however, daily hours may vary depending on season and/or time of year (i.e.
daylight savings time). If hour variation is necessary, then hours would be 6:30 a.m. to 5:30
p.m. or 6:00 a.m. to 5:00 p.m. The parties agree that this work schedule is a pilot program
which will expire June 30, 2021, unless both parties agree to extend the program.
1. LUNCH. Lunch periods will be a one (1) hour unpaid meal period
scheduled between 11:00 a.m. and 2:00 p.m. Lunch periods are generally expected
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to be limited to one (1) hour, except when CITY business is conducted during that
time period.
2. BREAK. The CITY allows every employee to take two 15-minute paid
break periods per day. Those classifications that have been designated to a 4/10
schedule work in the field and may suit the time of work break period to the
situation at hand, recognizing that they are CITY representatives in all daily
activities. Scheduling of breaks periods will be at the discretion of the Department
head or his/her designee.
3. OVERTIME. Overtime will be all hours worked in excess of ten (10) hours
a day and forty (40) hours per week.
4. VACATION. Vacation is based on years of employment, as outlined in
MOU Article X.A.1.
5. SICK LEAVE. Sick leave will be at the rate of eight (8) hours for each full
calendar month of continuous employment with the CITY including time served in
probationary status, as outlined in Section X.B.1.
6. HOLIDAY LEAVE BANKS. Employees working in the Park Ranger or
Senior Park Ranger classifications who actually work on an official CITY holiday
shall receive 10 holiday leave bank hours for each holiday worked to be credited
the same pay roll period as the holiday worked. This holiday leave credit is in
addition to the overtime pay to be received at 1 ½ times the regular rate for working
the holiday.
a) Earned Holiday Leave may be taken in quarter-hour (1/4)
increments.
b) Upon request of the employee, earned, unused Holiday Leave may
be “cashed-out” at any time during the fiscal year in which such leave time
is earned. The payment will appear in the employee’s paycheck at the
current value of their regular rate of pay.
7. Employees working in the Park Ranger or Senior Park Ranger classification
shall also receive one 10-hour floating holiday as already provided for in the MOU.
B. Attendance
Failure of an employee, who is absent without leave, to return to work within 24 hours of
notice to return, or failure to request leave of absence within the same period, shall be cause
of disciplinary action, which may lead to discharge. Employees who leave during work
hours without first notifying and receiving prior approval from their supervisor or
Department Head of their whereabouts are subject to appropriate disciplinary action.
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XIII.Grievance Procedures
A. Purpose of Grievance Procedure
The grievance procedure shall be used to resolve employee or probationary
employee complaints concerning the express terms and condition of employment
with the CITY. Except for oral warnings and written reprimands, the grievance
procedure shall not be used for resolving any complaint concerning disciplinary
action.
Except as otherwise provided in this MOU, the grievance procedure may be utilized
to resolve alleged:
1) Improper application of rules, regulations and procedures;
2) Unfair treatment, including coercion, restraint and reprisal;
3) Improper procedures utilized in employee layoff;
4) Discrimination because of race, color, religion, creed, sex, sexual
orientation, pregnancy, national origin, ancestry, age (40 and over),
marital status, disability, alienage, citizenship status or medical
condition (cancer-related); or because of any other statutorily or
constitutionally impermissible basis.
5) Any manner affecting an employee’s or probationary employee’s:
a. Work schedule;
b. Fringe benefits;
c. Holidays;
d. Vacation;
e. Sick Leave;
f. Retirement;
6) Any alleged violation of this MOU.
7) Any other matter regarding the terms and conditions of employment.
B. Informal Discussion of Grievance
1. When an employee or probationary employee has a grievance, the employee
or probationary employee shall first informally discuss the matter with the
employee’s or probationary employee’s immediate supervisor within five (5)
working days from the date of the incident or decision generating the grievance. If,
after a discussion with the immediate supervisor, the grievance has not been
satisfactorily resolved, the employee or probationary employee shall have the right
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to informally discuss the grievance with the supervisor’s immediate superior. The
informal discussion with the supervisor’s immediate superior shall occur within ten
10) working days from the date of the incident or decision generating the
grievance. If, after such a discussion, the grievance has not been satisfactorily
resolved, the employee or probationary employee shall have the right to file a
formal grievance.
2. If an employee’s or probationary employee’s grievance is with his/her
immediate supervisor or the supervisor’s immediate superior, and such employee
or probationary employee reasonably believes that such grievance will not be
resolved at that level, he/she may proceed to the next step of the grievance
procedure.
C. Formal Grievance Procedure
The formal grievance procedure shall be used to resolve an employee’s or probationary
employee’s grievance not satisfactorily resolved by informal discussion or otherwise
allowed by this Rule.
1. An employee or probationary employee shall have the right to present a
formal grievance in writing to the City Manager within fifteen (15) working days
from the date of the incident or decision generating the grievance. All formal
grievances shall state the reasons for the complaint and the employee’s suggested
solution.
2. A formal grievance shall be timely presented to the City Manager. When
the employee or probationary employee presents a formal grievance to the City
Manager, the City Manager shall discuss the grievance with the employee or
probationary employee. Within fifteen (15) working days after receipt of the formal
grievance, the City Manager shall render a written decision. The decision of the
City Manager shall resolve the grievance and no further review of the subject matter
of the grievance shall be permitted.
D. General Procedures
1. The employee or probationary employee and the CITY have the right to
representation at any step in the grievance process.
2. Any grievance not filed or taken to the next step by the employee or
probationary employee within the specified time limits shall be deemed settled on
the basis of the last decision, and not subject to further reconsideration. By mutual
agreement and for good cause, reasonable extensions of time may be given in
writing to the employee or probationary employee by the City Manager at any step
in the grievance procedure.
3. An employee or probationary employee who has filed a grievance shall
suffer no discrimination for filing the grievance.
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XIV.Discipline Procedures
A. Cause for Discipline
Each of the following constitutes cause for discipline of any employee. It is the intent of
these procedures to include as a cause for discipline any action or non -action by an
employee which impedes or disrupts the performance of the CITY and its organizational
component units, is detrimental to employees or public safety, violates properly established
rules and procedures or adversely affects the reputation of the CITY, its officers or
employees. Examples of causes for discipline include, but are not limited to:
1. Any violation of any written rule or regulation promulgated by CITY related
to conduct or performance.
2. Fraud in securing appointment.
3. Incompetence.
4. Inefficiency.
5. Neglect of duty.
6. Dishonesty.
7. Violation of any law relating to conflicts of interest, whether contractual or
financial.
8. Use, possession, purchase, sale, manufacture, distribution, transportation or
dispensation of controlled substances or alcohol while on duty or on CITY
premises, except for the use of prescribed controlled substances (1) as directed by
the licensed health care provider prescribing controlled substances and in
accordance with the manufacturer’s directions, and (2) in a manner not otherwise
in violation of these procedures.
9. The use of any substance, controlled or purchased over-the-counter, which
impairs the employee’s performance of his/her duties.
10. Unexcused absences.
11. Conviction of a felony or conviction of a misdemeanor involving moral
turpitude, including but expressly not limited to, any conviction for any offense set
forth in the City of Rancho Palos Verdes Policy for conducting Criminal
Background Checks and Securing Received Criminal History Information. A plea
or verdict of guilty or nolo contendere to a charge of a felony or any offense
involving moral turpitude is deemed to be a conviction within the meaning of this
section.
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12. Defrauding the CITY by making a false claim for compensation, benefits or
reimbursements.
13. Making a false Workers’ Compensation Claim against the CITY.
14. Improper political activity which prevents the employee or other employees
from the efficient performance of employment with the CITY, or which has a
disruptive effect on the efficiency or integrity of the CITY service of the department
in which such employee is employed.
15. Failure or refusal to cooperate with supervisory personnel or other
employees.
16. Misuse or misappropriation of CITY property or funds.
17. Gambling for money or articles of value on CITY property or during
working hours.
18. Tardiness.
19. Abuse of sick leave privileges.
20. Excessive absenteeism, which impairs the CITY’s ability to provide
services or function effectively or efficiently.
21. Refusal to take and subscribe any oath or affirmation which is required by
law in connection with his/her employment.
22. Refusing to report on official call of emergency.
23. Violation of departmental rules and regulations.
24. Intentionally misrepresenting information or facts in any statement,
declaration or affidavit duly required of an employee.
25. Failure or refusal to carry out a lawful order or directive of a supervisor.
26. Asking, receiving or agreeing to receive any bribe, gratuity or reward of any
kind upon any understanding that any employee’s action shall be influenced
thereby, or shall be given in any particular manner, or upon any particular question
or matter upon which any employee may be required to act in the employee’s
capacity; or attempting by menace, deceit, suppression of truth, or any corrupt
means to influence any employee to commit any act, conduct or omission which is
clearly inconsistent, incompatible, in conflict with, or inimical to the best interests
of the CITY.
27. Failure to observe or comply with safe working standards, to endanger, to
injure, or to damage public property or the private property of any employee or
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member of the public through negligent, improper or careless conduct or use of
equipment; or to permit such actions on the part of any employee under his/her
supervision or control.
28. Conduct disrespectful to the public, elected and appointed CITY officials,
supervisors, superiors, Department Heads, City Manager, Deputy City Manager or
members of CITY boards and commissions.
29. Failure to report any criminal conviction and/or arrest pending final
adjudication as required by the City of Rancho Palos Verdes Policy for Conducting
Criminal Background Checks and Securing Received Criminal History
Information.
In the event that the CITY imposes disciplinary action for cause, including but not limited
to any of the above acts or omissions, the employee shall have the right to contest or seek
review of the disciplinary action or the basis thereof, in accordance with procedures set
forth in this MOU.
B. Types of Disciplinary Action
Disciplinary actions include reprimands, suspensions, demotions, reductions in pay and
dismissal, as defined below:
1. Verbal Reprimand. An oral warning that may be given to the employee in
the event that a deficiency in performance or conduct is not of sufficient magnitude
to warrant a more formal disciplinary action. A written record may be made of such
conferences and placed in the employee’s personnel file with a copy provided to
the employee. Verbal reprimands are not subject to appeal. However, the employee
has the right to place in his/her personnel file a written response or rebuttal to any
written record of verbal reprimand, provided that such response or rebuttal is
submitted for inclusion in the file within thirty (30) days of the employee’s receipt
of the written record.
2. Written Reprimand. A written statement relating to an action or omission
which meets any of the grounds for disciplinary action listed in these procedures,
indicating that there is cause for dissatisfaction with the employee’s services and
that further disciplinary measures may be taken if the cause is not corrected. The
written statement shall be placed in the employee’s personnel file, with a copy
provided to the employee. Written reprimands are not subject to appeal. However,
the employee has the right to place in his/her personnel file a written response or
rebuttal to any written statement, provided that such response or rebuttal is
submitted for inclusion in the personnel file within thirty (30) days of the
employee’s receipt of the written statement.
3. Suspension. The temporary separation of the employee from CITY service
without pay for disciplinary purposes for a period not to exceed thirty (30) days per
occurrence.
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4. Demotion. A change in employment status from one position to another
having a lower rate of pay and/or change in duties which are allocated to a class
having a lower maximum rate of pay for disciplinary reasons. The disciplinary
demotion may be temporary or permanent.
5. Reduction in Pay. A change in the salary of an employee to a lower rate
within the same salary range for disciplinary reasons.
6. Dismissal. The discharge of the employee from CITY service for
disciplinary reasons. Discharge and dismissal are used interchangeably in these
procedures.
C. Disciplinary Procedures
1. When an employee is to be suspended, demoted, reduced in pay or
dismissed, a preliminary written notification shall be provided to the employee. The
written notice shall include:
a) The charges against the employee and reasons for the proposed
disciplinary action to be taken;
b) The proposed disciplinary action to be taken;
c) Copies of the charges and materials on which the proposed action is
based; and,
d) A statement advising the employee that, before any proposed
disciplinary action takes effect, the employee or his/her representative has
the right to respond orally or in writing within five (5) working days from
the employee’s receipt of the written notice. If the employee chooses to
respond orally, a meeting (i.e., a Skelly meeting) will be scheduled to allow
the employee to present his/her response to the proposed discipline.
2. Within ten (10) working days after the employee has had the opportunity to
respond, the employee shall be notified in writing of any disciplinary action to be
taken and the effective date of such disciplinary action.
D. Appeal of Disciplinary Action
1. An employee who has been suspended, demoted, reduced in pay or
dismissed for disciplinary reasons may appeal the disciplinary action.
2. In order to appeal the disciplinary action, the employee must file a written
notice of appeal with the City Manager for a hearing within ten (10) working days
after having been furnished with a copy of the notice of disciplinary action.
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E. Time of Hearing
The hearing on the employee’s appeal shall be conducted within ninety (90) days after the
employee’s filing of the written notice of appeal with the City Manager. The time limit
may be extended by the City Manager for good cause and by agreement of the employee
and the City Manager.
F. Hearing Procedure
The following procedure shall govern hearings on appeals of disciplinary action:
1. The City Manager may conduct the hearing or the City Manager may
designate any third party to conduct the hearing. If the City Manager files the
written statement to discipline an employee who works directly for the City
Manager, the Deputy City Manager may conduct the hearing or the Deputy City
Manager may designate any third party to conduct the hearing.
2. Hearings shall be conducted in the manner most conducive to determination
of the truth, and the City Manager shall not be bound by technical rules of evidence.
Decisions made shall not be invalidated by informality in the proceedings.
3. The City Manager shall make arrangements to have the hearing transcribed
or recorded to preserve the proceedings and testimony. The employee may obtain
a copy of the transcript or recording upon written request.
4. The City Manager shall determine the relevancy, weight and credibility of
all testimony and evidence.
5. The City Manager shall base his/her findings and decision on the
preponderance of the evidence presented.
6. The Department Head shall have the burden of proof. Each side will be
permitted an opening statement and closing argument. The Department Head shall
first present its witnesses and evidence to support the charges and disciplinary
action. The employee shall then present his/her witnesses in defense. The
Department Head may thereafter present witnesses and evidence in rebuttal.
7. Each side will be allowed to examine and cross-examine witnesses. All
witnesses shall testify under oath. The City Manager may question any witness.
8. Both the Department Head and the employee may be represented by a
designee or by legal counsel. The City Manager may obtain the legal advice of the
City Attorney in performing the function of the hearing officer.
9. The City Manager shall, if requested by either side, subpoena witnesses
and/or require the production of documents or other material evidence.
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10. The City Manager may, during a hearing, grant a continuance for any reason
believed to be important to the reaching of a fair and proper decision.
11. Within thirty (30) days after the conclusion of the hearing, the City Manager
shall prepare and serve on both sides a written decision setting forth the charges
found to be sustained, and the reasons therefore, and the propriety of the
disciplinary action imposed. The City Manager may sustain, reject or modify the
disciplinary action imposed. If the City Manager rejects or modifies the disciplinary
action imposed, all or part of any loss of the employee’s full compensation may be
ordered restored.
G. Finality of City Manager’s Decision
The decision of the City Manager shall be final and conclusive.
H. Judicial Review
Any legal action to challenge any decision of the City Manager must be filed in a court of
competent jurisdiction no later than ninety (90) days following the date the City Manager’s
written decision becomes final as provided in California Code of Civil Procedure Section
1094.6.
XV.Miscellaneous Procedures
A. Transfers
Transfers are permitted, subject to written consent of the Department Heads involved and
the City Manager. Such changes are authorized only from one (1) position to another in the
same class or to a position in another class having the same maximum salary limit and
involving the performance of similar duties and requiring substantially the same
qualifications.
B. Reclassification
The duties of positions that have changed materially may be allocated to a more appropriate
class by the City Manager. An incumbent meeting the new qualifications of the reclassified
position shall move with the position.
C. Reinstatement
With the written approval of the City Manager, a former employee or probationary
employee may be reinstated (1) to his/her former position, if vacant; or, (2) to a vacant
position in the same comparable class; provided that the employee or probationary
employee left the CITY’s employ less than one (1) year prior to seeking reinstatement. The
City Manager may require that a reinstated employee or probationary employee serve an
initial-hire probationary period.
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D. Dress
Dress should be appropriate for the position held and tasks to be completed. If a uniform
is required, it should be well maintained and work correctly. “Friday” dress may be casual
as long as clean and neat-appearing and responsive to the employee’s daily schedule of
business contacts.
XVI. Administrative Instructions and Departmental Policies and Procedures:
A. Administrative Instructions: Without limiting the application of other
Administrative Instructions, unless otherwise inconsistent with this MOU or the law, all
employees are subject to the Employee Handbook dated February 2004 and Administrative
Instructions 2-02 (Office Procedure), 2-03 (Workers’ Compensation Claims Procedures),
2-05 (Attendance), 2-09 (Gifts), 2-11 (Tuition Reimbursement Program), 2-12 (Outside
Employment), 2-13 (Pets), 2-14 (Bulletin Boards), 7-01 (Safety Program), 8-01 (Use of
City Vehicles), 8-02 (Use of Employee Vehicle for City Business), 8-05 (Computer
Network Use), 8-07 (Electronic Mail and Internet Use) to the extent such instructions are
not inconsistent with this MOU. Copies of the current Employee Handbook dated February
2004 and the current Administrative Instructions are available in the Administrative
Instruction Manual and from the Human Resources Office.
B. Departmental Policies and Procedures: Where a department or work group has
adopted employment and workplace policies, procedures or other instructions, employees
within that group are subject to those policies, procedures and instructions. This includes,
but is not limited to Department of Planning, Building and Code Enforcement Department
Procedures Manual.
XVII. Written Notice
Any written notice required to be given by the provisions of this MOU, unless herein
otherwise specifically provided, may be given either by personal service or by mail. In the
case of service by mail, the notice must be deposited in the United States mail, in a sealed
envelope, with postage prepaid; addressed to the person on whom it is to be served; at the
address in any notice given by him/her of his/her last known address, and, if there be no
last known address, then addressed to him/her at the CITY (if still associated with the CITY
in some capacity). Service by mail shall be deemed complete at the time of the deposit in
the mail.
XVIII. Outside Employment
Employees and probationary employees shall be allowed to engage in employment other
than their job with the CITY, with the understanding that CITY employment is the highest
priority and such employment does not interfere with the performance of assigned duties
and does not constitute a conflict of interest. The employee or probationary employee must
notify the City Manager in writing regarding their outside employment.
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XIX. Dues Deduction
At RPVEA’s request, the CITY shall deduct membership dues, initiation fees, and general
assessments, as well as payment of any other membership benefit program sponsored by
RPVEA, from the wages and salaries of members of RPVEA. RPVEA hereby certifies
that it has and shall maintain all such deduction authorizations signed by the individual
from whose salary or wages the deduction is to be made and shall not be required to provide
a copy of an individual authorization to the CITY unless a dispute arises about the existence
or terms of the authorization. RPVEA membership dues shall be deducted each pay period
in accordance with CITY procedures and provisions of applicable law from the salary of
each employee whose name is provided by RPVEA.
The CITY shall provide for payroll deductions on each payroll period (twenty-four times
per calendar year). The CITY shall remit the total amount of deductions to RPVEA within
thirty (30) days of the date of the deduction. Any changes in RPVEA dues must be given
to the City a minimum of thirty (30) days prior to change to accommodate changes to
payroll.
RPVEA shall indemnify the CITY from any claims relating to the CITY’s compliance with
this Dues Deduction provision, except for any claims arising from CITY’s own negligence.
XX. Severability
If any provisions of this MOU are declared to be illegal or unenforceable by a court of
competent jurisdiction, the remaining provisions of the MOU will continue in full force
and effect.
XXI. Job Description
Class Specifications: The classification plan shall consist of job specifications, which shall
set forth a descriptive title, typical duties and responsibilities, essential functions of the
position, and the training, experience, and other qualifications necessary or desirable for
the effective performance of each position within a classification.
XXII. Internet Use and Electronic Mail
Employees are allowed to use CITY computers for legal Internet and electronic mail
access. However, personal use is to be kept to a minimum. No employee is allowed to
download information from an unknown source. The CITY reserves the right to review
any and all information contained on all CITY computers and no personal privacy is
granted or guaranteed. Employees have no expectation of privacy in information contained
in CITY computers. Any illegal use of the Internet on any CITY computer may result in
disciplinary action, which may include termination.
XXIII. Association Access to New Hires and Employee Information
The CITY will notify RPVEA’s President in writing or via email regarding all new hires
at least ten (10) days prior to the employee’s orientation unless there is an urgent need that
E-49
was not reasonably foreseeable. Within the earlier of thirty (30) days after the date of hire
or by the first pay period of the month following the hire of each newly hired employee,
the CITY will provide the RPVEA President with the new employee’s name, job title,
department, work location, work email, and work phone numbers. No other information
from the CITY is being requested by RPVEA even though RPVEA may be entitled to such
additional information under law.
The new hire will receive a copy of the MOU with his/her new employee orientation
packet. RPVEA shall be permitted one (1) hour for each orientation session to privately
talk to new bargaining unit members to explain the rights and benefits under the MOU.
The CITY will provide the RPVEA President a quarterly list of all employees in the
represented bargaining unit, including the employee’s name, job title, department, work
location, work email, and work phone number.
The parties will mutually agree on a form to use to track said employee information.
XXIV. Reopeners
The parties shall reopen any provision of this MOU for the purpose of complying with any
final order of a federal or state agency or court of competent jurisdiction requiring a
modification or change in any provision or provisions of this MOU in order to comply with
state or federal laws. The parties also agree to reopen the contract for the purpose of the
following:
1. Drafting, ratifying, adopting and implementing an Employer-Employee
Relations Resolution for the City;
2. Updating the City’s Personnel Rules and adding to the Definition of Terms
for clarity;
3. Merging Competitive Personnel Rules with Management Personnel Rules
in a single document;
4. Addressing the Maintenance Superintendent outstanding work schedule,
call back and emergency call-in issues.
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SIGNATURE PAGE
RPVEA MOU 2020-2021
2020
City of Rancho Palos Verdes Rancho Palos Verdes Employee
Association
Ara Mihranian—City Manager Matt Waters- President
ti
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it I/ell)`
Colin J. Tanner—Chief Negotiator Robert Nemeth—Vice President
Me* Ni e-ryAf \
Trang Nguyen— Director of Finance Becky Martin—Treasurer
9.117 /175 -----\.„ ------
Julie DeZiel—Human Resources Manager Rudy Monroy—Member
IAfn)2---\
01203.0021/646787 1
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RPVEA / CITY
MEMORANDUM OF UNDERSTANDING
INDEX
Topic Page #
Accidental Death Insurance 13
Acting Pay 7
Administrative Instructions 34
Agency Shop 31
Attendance 26
Bereavement Leave 20
Callout Pay 9
COLA 4
Compensation – Regular 4
Compensatory Time 11
Deferred Compensation 14
Definition of Terms 1
Disciplinary Action 31
Disciplinary Appeal Process 32
Disciplinary Procedure 31
Discipline – Types of 31
Dress 34
Employee Assistance Program 12
Employee Expenses - Mileage/Parking 15
Family Medical Leave 23
Fringe Benefits 11
Grievance Procedure 26
Health Insurance 10
Holiday Leave - Paid 20
Incentive Pay Program 15
Internet Use & Electronic Mail 36
Job Descriptions 35
Jury Duty 20
Leaves – General Provisions 17
Layoff Process 24
Leave of Absence without Pay 21
Life Insurance 12
Long-Term Disability 13
Management Rights 4
Meals & Rest Breaks 25
Merit Advancement 6
Military Leave 22
Other Leaves 24
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Topic Page #
Outside Employment 35
Overtime Compensation 10
Performance Evaluations 5
Probationary Period 16
Probationary Period – Duration 16
Probationary Period – Rejection 17
Probationary Period – Termination 16
Promotional Advancement 6
Reclassification 34
Re-Employment List 25
Regular Appointment Following Probation 16
Reinstatement 34
Retirement Health Savings Account 12
Retirement Plans - CalPERS 13
Section 125 Flexible Benefit Plan 12
Severability Clause 35
Short Term Disability Plan 13
Sick Leave 19
Standby Pay 7
Term of Agreement 1
Top of Range 7
Transfer 34
Tuition Reimbursement 14
Unemployment Insurance 15
Vacation Leave 17
Wellness Leave 20
Workers’ Compensation 15
Work Schedule - Overtime Compensation 10
Work Schedule 25
Written Notice 35
E-53
RESOLUTION NO.2020-63
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO PALOS VERDES, CALIFORNIA, AMENDING,
RESTATING, AND SUPERSEDING RESOLUTION NO. 2020-31
SETTING THE SALARY AND HOURLY COMPENSATION
SCHEDULE FOR ALL EMPLOYEES IN CITY SERVICE, BASED
UPON A MINIMUM WAGE INCREASE EFFECTIVE
JANUARY 1, 2021
WHEREAS, the City Council adopted Resolution 2020-31 on June 2, 2020, that set
the Salary and Hourly Compensation Schedule for Competitive, Confidential, Management,
and Part-Time classifications; and
WHEREAS,the City Council now desires to amend the City's Salary Schedule to reflect
new salary ranges for part-time classifications based on a minimum wage increase effective
January 1, 2021; and
WHEREAS, Section 36506 of the California Government Code requires that the City
Council fix compensation of all appointive officers and employees by resolution or ordinance;
J
and,
WHEREAS, Rule V of the Personnel Rules of the City provides that in order to
amend the City's Salary Schedule that changes must be made via Resolution; and,
NOW, THEREFORE THE CITY COUNCIL OF THE CITY OF RANCHO PALOS
VERDES DOES HEREBY FIND, DETERMINE AND RESOLVE AS FOLLOWS:
Section 1: The salary and hourly ranges for City job classifications as set forth in
Exhibit "A" which are attached hereto and incorporated herein by this reference, are
adopted and are effective as of January 1, 2021.
Section 2: Resolution No. 2020-31 is hereby amended, restated, and superseded and
replaced by this resolution.
PASSED,APPROVED and ADOPTED this 17th day of November 2020.
111/1/111
John ikshank, Mayor
Attest.
i_dig_O i-tyEmilyorn, City Clerk
State of California
County of Los Angeles ss
City of Rancho Palos Verdes
I, Emily Colborn, City Clerk of the City of Rancho Palos Verdes, hereby certify that the
above Resolution No. 2020-63 was duly and regularly passed and adopted by the said City
Council at a regular meeting thereof held on November 17, 2020.
roily Co orn, City Clerk
EXHIBIT A
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Resolution No.2020-63 Exhibit A
Salary and Hourly Schedule for the
Competitive,Confidential,Management and Part-time Positions
111
Effective January 1,2021)
OFFICIAL
Annual Salary
MonthlyForSalaryillustration
purposes
Hourly Salary
COMPETITIVE POSITIONS BOTTOM TO TOP BOTTOM TO TOP BOTTOM TO TOP
Account Clerk 51,827 -- 67,289 4,319 -- 5,607 24 92 -- 32 35
Accountant 75,789 -- 98,435 6,316 -- 8,203 36 44 -- 47 32
Accounting Manager 98,330 -- 127,708 8,194 -- 10,642 47 27 -- 61 40
Accounting Technician 58,665 -- 76,213 4,889 -- 6,351 28 20 -- 36 64
Administrative Analyst I 67,074 -- 87,105 5,590 -- 7,259 32 25 -- 41 88
Administrative Analyst II 67,077 -- 100,766 5,590 -- 8,397 32 25 -- 48 45
Administrative Analyst II(Records Management) 67,077 -- 100,766 5,590 -- 8,397 32 25 -- 48 45
Administrative Staff Assistant 57,922 -- 75,214 4,827 -- 6,268 27 85 -- 36 16
Assistant Engineer 84,186 -- 109,327 7,016 -- 9,111 40 47' -- ,52 56
Assistant Planner 70,571 -- 91,659 5,881 -- 7,638 33 93 -- 44 07
Associate Engineer 93,550 -- 121,476 7,796 -- 10,123 44 98 -- 58 40
Associate Planner 80,192 - 104,154 6,683 -- 8,680 38 55 -- 50 07
Building Inspector I 68,058 -- 88,361 5,672 -- 7,363 32 72 -- 42 48
Building Inspector II 76,211 -- 98,980 6,351 -- 8,248 36 64 -- 47 59
Cable TV Station Manager 80,192 -- 104,154 6,683 -- 8,680 38 55 -- 50 07
Code Enforcement Officer 67,607 -- 87,801 5,634 -- 7,317 32 50 -- 42 21
Deputy City Clerk 68,423 -- 88,893 5,702 -- 7,408 32 90 -- 42 74
Engineenng Technician 64,173 -- 83,338 5,348 -- 6,945 30 85 -- 40 07
Geographic Information Systems Coordinator 84,170 -- 109,333 7,014 -- 9, 111 40 47 -- 52 56
Lead Worker 59,438 -- 77,202 4,953 -- 6,434 28 58 -- 37 12
Maintenance Supenntendent 98,014 -- 127,291 8,168 -- 10,608 47 12 -- 61 20
Maintenance Supervisor 75,241 -- 95,331 6,270 -- 7,944 36 17 -- 45 83
Maintenance Worker Ill I 51,654 -- 67,150 4,305 -- 5,596 24 83, -- 32 28
Open Space&Trails Manager 89,813 -- 116,650 7,484 - 9,721 43 18 -- 56 08
Park Ranger 44,369 -- 57,631 3,697 -- 4,803 21 33 -- 27 71
Permit Clerk 50,844 -- 66,032 4,237 -- 5,503 24 44 - 31 75
Permit Technician 58,029 -- 75,335 4,836 -- 6,278 27 90 -- 36 22
Planning Technician 60,400 -- 78,411 5,033 -- 6,534 29 04 -- 37 70
Pnnopal Planner 100,599 -- 130,642 8,383 -- 10,887 48 36 -- 62 81
Project Manager 93,550 -- 121,476 7,796 -- 10,123 44 98 -- 58 40
Recreation Program Supervisor I 57,922 -- 75,214 4,827 -- 6,268 27 85 -- 36 16
Recreation Program Supervisor II 73,406 -- 95,331 6,117 -- 7,944 35 29 -- 45 83
Recreation Services Manager 86,010 -- 111,664 7,168 -- 9,305 41 35 -- 53 68
Senior Account Technician 65,705 -- 85,358 5,475 -- 7,113 31 59 -- 41 04
Senior Accountant 82,711 -- 108,285 6,893 -- 9,024 39 76 -- 52 06
Senior Administrative Analyst 86,893 -- 112,873 7,241 -- 9,406 41 78 -- 54 27
Senior Code Enforcement Officer 75,714 -- 98,330 6,310 -- '8,194 36 40 -- 47 27
Senior Engineer 104,775 -- 136,059 8,731 -- 11,338 50 37 -- 65 41
Senior Information Technician 89,874 -- 116,694 7,490 -- 9,725 43 21 -- 56 10
Senior Park Ranger 50,436 -- 65,503 4,203 -- 5,459 24 25 -- 31 49
Senior Planner 92,264 -- 119,833 7,689 -- 9,986 44 36 -- 57 61
Staff Assistant I 44,369 -- 57,641 3,697 -- 4,803 21 33 -- 27 71
Staff Assistant II 50,436 -- 65,503 4,203 -- 5,459 24 25 -- 31 49
Traffic Engineering Technician 64,173 -- 83,338 5,348 -- 6,945 30 85 -- 40 07
CONFIDENTIAL POSITIONS
Accounting Supervisor 95,870 -- 124,531 7,989 -- 10,378 46 09 -- 59 87
Executive Assistant 68,347 -- 88,784 5,696 -- 7,399 32 86 -- 42 68
Human Resources Analyst 67,070 -- 100,770 5,589 - 8,398 32 25 -- 48 45
MANAGEMENT POSITIONS
Assistant to the City Manager 97,325 -- 126,382 8,110 -- 10,532
Building Official 97,008' -- 164,257 8,084 -- 13,688
City Clerk 97,008 -- 164,257 8,084 -- 13,688
City Manager* 210,000 -- 210,000 17,500 -- 17,500
Deputy City Manager 118,024 -- 200,523 9,835 -- 16,710
Deputy Director of Community Development 103,609 -- 175,430 8,634 -- 14,619
Deputy Director of Finance 103,609 -- 175,430 8,634 -- 14,619
Deputy Director of Public Works 103,609 -- 175,430 8,634 -- 14,619
Deputy Director of Recreation&Parks 103,609 - 175,430 8,634 -- 14,619
Director of Community Development 118,024 -- 200,523 9,835 -- 16,710
Director of Finance 118,024 -- 200,523 9,835 -- 16,710
Director of Parks&Recreation 118,024 - 200,523 9,835 -- 16,710
Director of Public Works 118,024 -- 200,523 9,835 -- 16,710
Human Resources Manager 103,609 -- 175,430 8,634 -- 14,619
Information Technology Manager 97,008 -- 164,257 8,084 -- 13,688
Resolution No 2020-63
Exhibit A
Page 1 of 3E-55
Resolution No.2020-63 Exhibit A
Salary and Hourly Schedule for the
Competitive,Confidential,Management and Part-time Positions
Effective January 1,2021)
Principal Civil Engineer 97,008 -- 164,257 8,084 -- 13,688
I
I
Resolution No 2020-63
Exhibit A
Page 2 of 3E-56
Resolution No.2020-63 Exhibit A
Salary and Hourly Schedule for the
Competitive,Confidential,Management and Part-time Positions,
Effective January 1,2021)
OFFICIAL
Hourly Rates
PART-TIME POSITIONS BOTTOM TO TOP
Administrative/Public Works/Cable Intern 14 00 -- 32 08
Code Enforcement Officer 32 49 -- 43 24
Park Ranger 18 41 -- 23 92
Permit Clerk 23 36 -- 30 34
Recreation Leader 14 00 -- 14 94
Recreation Leader II 14 90 -- 18 33
Recreation Specialist 18 41 -- 23 92
Staff Assistant I 21 84 -- 28 38
Staff Assistant II 24 85 -- 32 27
Television Producer 17 75 -- 35 51
Television Producer(On-Camera) 20 07 -- 40 76
Monthly
AUTO ALLOWANCE Amount
City Manager 700
Deputy City Manager 150
Director of Community Development 150
Director of Finance 150
Director of Public Works 150
Director of Recreation&Parks 150
City Manager salary set by contract agreement adopted by the City Council
contract amended February 19,2020)
I
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Resolution No 2020-63
Exhibit A
Page 3 of 3E-57
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