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CC - Item 4G - 1st Quarter Budget Report Resolution Amending FY 21-22 Operating & Capital Improvement Budgets adn FY 21-22 Staffing List and Approving Changes to the MIddle-Mng, Proffessiona, and Confidendial Group Salary & Benefits ResolutionsROSEMEAD CITY COUNCIL STAFF REPORT TO: THE HONORABLE MAYOR AND CITY COUNCIL FROM: GLORIA MOLLEDA, CITY MANAGER, DATE: NOVEMBER 9, 2021 SUBJECT: RECEIVE AND FILE THE 1sT QUARTER BUDGET REPORT; ADOPTION OF RESOLUTIONS AMENDING THE FY 2021-22 OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGETS AND THE FY 2021-22 AUTHORIZED STAFFING LIST; AND APPROVING CHANGES TO THE MIDDLE MANAGEMENT, PROFESSIONAL, AND CONFIDENTIAL GROUP SALARY AND BENEFITS RESOLUTION SUMMARY This report summarizes the City's financial position for FY 2020-21 (unaudited) and FY 2021-22 through September 30, 2021 (1St Quarter) for the General Fund. Also included are carryover appropriations for the capital improvement program, a proposed change in staffing, and the 2022- 23 Budget Preparation Calendar. The actions recommended within this report include the adoption of resolutions to amend the 2021-22 operating and capital improvement program budgets and the Middle Management, Professional, and Confidential Unit Salary and Benefits. To summarize the data below, FY 2021 General Fund revenue actuals were $1.2 million over the budgeted estimate, expenditures were $2.7 million below budgeted appropriations, providing nearly $1.4 million to fund balance; there is $36.1 million in prior year appropriations within 10 funds being carried forward to FY 2021-22 for 18 CIP projects; FY 2021-22 1 st quarter receipts are 7% of total revenue at 25% of the year while expenditures are 17% for the same period; there is one recommended staffing change in the Public Works Department; there are two modifications to the Middle Management, Professional, and Confidential unit resolution; and the 2022-23 budget cycle kicks off in mid-January. DISCUSSION A) — 2020-21 YEAR END DATA The FY 2020-21 ended on June 30, 2021 with final revenue accruals and expenses paid by the end of the 1St quarter of the new fiscal year. While the following information has not been audited, staff is confident that the audit will result in few, if any adjustments to the information. The independent audit firm began its audit of Rosemead on October 25 with anticipation of a completed AGENDA ITEM 4.G City Council Meeting — 1st Quarter Budget Report and Related Actions November 9, 2021 Page 2 of 9 report to City staff for review in mid-December and thereafter submitted to the City Council in January. The FY 2020-21 budget was adopted on June 9, 2020, with an expected deficit for the year of nearly $2.9 million. With the mid -year budget report adopted by City Council on April 13, 2021, the budgeted deficit was reduced to $2.6 million, however, staff did state within the report that based on a comparison of revenue and expenditures of the two previous fiscal years, to the current year, it was anticipated the deficit for FY 2020-21 would be greatly reduced or eliminated. Based on year-end (unaudited) figures shown in Table 1, the anticipated deficit was eliminated and in fact, nearly $1.4 million has been added to fund balance. Table 1 Total Revenue $ 21,866,200 $ 22,040,400 $ 23,288,942 $ 1,248,542 106% Total Expense 24,743,150 24,618,550 21,909,811 (2,708,739) 89% Net $ (2,876,950) $ (2,578,150) $ 1,379,131 $ 3,957,281 2020-21 General Fund Revenue Revenue actuals (unaudited) for the FY are $23.29 million which is $1.25 million greater than the budgeted estimate. The primary contributors of the increased revenue amount were in the tax category where the City realized increases over the budget estimate in property and property in - lieu taxes ($523,000), sales tax ($931,000), and franchise fees ($135,000). The only shortfall within this category was in transient occupancy tax which, due to COVID-19 travel restrictions, fell $394,600 below budget and $925,000 below pre -pandemic levels. The permit, licenses, and fees category completed the year $555,400 over budget estimates. Although budgeted at a reduced rate, building permit revenue increased $655,000 over budget and $506,000 over 2019-20 actuals, while public works permits fell $145,200 below budget. The charges for service and use of property (facility rentals) categories experienced the greatest decline due to the pandemic. The charges for service category, which accounts for all park and recreation activities, certain reimbursements, and some development related activities, fell below budget by $448,000. This is a combination of $190,000 increase over budgeted estimates for reimbursements and development related activities and a shortfall of $639,000 (85%) in park and recreation activities. The use of property rentals, a portion of the use of property category, experienced a decline of $135,000 (89%) over budget. Table 2 provides summary data by category with comparisons to actuals from two prior fiscal years. City Council Meeting - I" Quarter Budget Report and Related Actions November 9, 2021 Page 3 of 9 Table 2 Taxes $18,946,836 $18,503,951 $17,740,700 $18,932,167 $ 1,191,467 107% Intergovernmental 319,543 227,074 353,700 443,579 89,879 125% Permits, Licenses, Fees 2,636,025 2,115,419 1,937,500 2,492,894 555,394 129% Fines & Forfeitures 604,689 587,829 623,000 598,032 (24,968) 96% Use of Property 1,135,695 760,969 421,000 267,992 (153,008)', 64% Charges for Services 1,063,922 729,682 943,200 ��, 494,845 (448,355) 52% Miscellaneous 26,839 30,831 21,300 59,433 ! 38,133 279% Total $24,733,549 $22,955,755 $22,040,400 $23,288,942 $ 1,248,542 106% 2020-21 General Fund Expenditures The final approved 2020-21 General Fund expenditure budget was $24.6 million. Final actual expenditures (unaudited) for the General Fund were $21.9 million, $2.7 million below the budgeted amount. As shown in Table 3, all departments completed the fiscal year below budget. The most significant savings were in the Parks and Recreation Department (nearly $1.7 million) due to the cancellation of all programming as a result of the pandemic. The nearly $400,000 savings within General Services was due to the budgeting of a contingency reserve which was not used. As shown in Table 4, departments underspent budgeted appropriations by 11 %, with salary and benefit costs 19% below budget and operating costs 7% below budget. Table 3 Legislative 655,109 679,000 679,007 7 City Clerk 775,611 952,900 913,950 (38,950) Administration 1,151,208 1,334,400 1,262,361 (72,039) Finance 481,673 570,700 421,625 (149,075) General Services 468,614 1,164,000 764,139 (399,861) Public Safety 9,532,457 10,541,000 10,265,554 (275,446) Public Works 4,237,787 4,077,800 3,975,885 (101,915) 'Parks & Recreation 2,640,440 3,387,350 1,699,033 (1,688,317) Community Development 2,054,123 1,911,400 1,768,205 (143,195) Capital Proj 8,268 - 160,053 160,053 General Fund Exn by Dent 22,005,290 24,6.18,550 21,909,812 (2,708,738) Table 4 0% -4% -5% -26% -34% -3% -2% -50% -7% n/a -11% Salaries and Benefits 7,131,059 7,728,300 6,271,551 (1,456,749) -19% Operations & Maint 14,911,169 16,890,250 15,638,261 (1,251,989) -7% General Fund Exp by Category 22,042,228 24,618,550 21,909,812 (2,708,738) -11% City Council Meeting — 1St Quarter Budget Report and Related Actions November 9, 2021 Page 4 of 9 Fund Balance Based on unaudited figures, the Fund Balance of the General Fund will increase from $24.2 million reported in the City's FY 2020 audit report to $25.6 million. Of this amount, $7.2 million is committed per City Council Fund Balance Policy, $765,760 is committed for prior approved CIP projects, $130,000 is assigned for certain activities, and $118,000 is nonspendable (prepaid items and long-term loans). B) — CIP CARRYOVER NUMBERS In accordance with the Comprehensive Financial Policies approved along with the adoption of the annual budget, budgeted amounts for Capital Improvement Program (CIP) budgets carry forward into the next fiscal year unless the project is complete or otherwise removed from the CIP. These carryovers represent previously approved, but unspent, appropriations and may carry forward multiple years until the project is either complete or the appropriation is released. The Policy further stipulates that the carry forward budgeted amounts were to be reported to the City Council as part of the 1St Quarter Budget Report. With the annual audit nearly complete, the amounts remaining for current projects have been identified and presented herein. The appropriations to be carried forward are for 18 CIP projects, accounted for within 10 funds, for a total continuing obligation of $36.1 million. The following charts show both the continuing obligation by project name and funding source of the continuing projects. Table S — CIP Projects 21028 Street Walnut Grove Ave Resurfacing & Colored Concrete Crosswalk $ 1,624,100 21029 Street SR2S Sidewalk Gap Closure - Delta Ave 1,138,451 21030 Street Walnut Grove Ave Resurfacing (Phase II) 688,500 21031 Street Valley Blvd Resurfacing Project (Phase I & 11) 2,917,300 21032 Street Various Residential Street Resurfacing 600,000 24010 Street Sidewalk ADA Master Plan 55,000 24011 Street Storm Water Catch Basin Upgrade 200,000 24012 Street Bollard Installation at Encintas and Pitkin Intersection 41,700 28008 Street ADA Curb Ramps 60,000 49013 Street Rosemead Blvd / I-10 Freeway Ramp Improvements 6,000,000 49014 Street Walnut Grove Ave / 1-10 Freeway Ramp Improvements 6,000,000 49015 Street Rosemead Adaptive Traffic Project 9,000,000 49016 Street Rosemead Traffic Signal Improvements 6,000,000 31020 Parks/Facil Public Safety Center Upgrades (Design only) 20,410 31023 Parks/Facil Garvey Park Main Office Renovation 200,000 41015 Parks/Facil Duff Park Improvement Project 805,033 41022 Parks/Facil Dog Park 551,225 26007 Other City Entry Monuments 175,000 Totals - Carryover Appropriations $ 36,076,719 City Council Meeting - I" Quarter Budget Report and Related Actions November 9, 2021 Page 5 of 9 Table 6 - Funding Obligations by Funding Source 101 General Fund $ 824,875 $ 765,760 201 Gas Tax 1,147,000 1,147,000 202 RMRA - SB 1 2,473,400 2,473,400 205 TDA Art lII 41,700 41,700 220 Prop C 675,000 675,000 225 Measure R 490,000 453,451 226 Measure M 1,274,000 1,274,000 229 Measure R - Highway Capital 27,000,000 27,000,000 231 Measure W 200,000 200,000 232 Grants 2,046,408 2,046,408 Charges for Services Total Fund Obligations $ 36,172,383 $ 36,076,719 Q- FY2021-22 FIRST QUARTER REVIEW As adopted on June 14, 2021, as shown in Table 7, General Fund budgeted revenue was estimated at $25.6 million funding, appropriations of $25.6 million, producing a balanced budget for FY 2021-22. As of September 30, 2021, only 6.5% of anticipated revenue has been received while 16.7% of appropriation have been expended. Table 7 Total Revenue $ 25,587,500 $ 1,659,614 6.5% Total Expense 25,574,200 4,258,407 16.7% Net $ 13,300 $ (2,598,793) First Quarter Revenue With only 25% of the year completed, 6.5% of estimated revenues have been collected which is slightly higher than a year ago and in line with 1St quarter of FY 2020. Based on final FY 2021 numbers, staff anticipates General Fund revenue will meet or exceed budgeted estimates. Table 8 presents revenue by category with comparisons of receipts as of September 30 of years 2021, 2020, and 2019. As shown, receipts are ahead of FY 2021 and in line with FY 2020. Table 8 Taxes 2.6% 17,740,700 506,492 2.9% 19,527,100 647,928 3.3% Intergovernmental 0.0% 353,700 11,368 3.2% 155,000 5,452 3.5% Permits, Licenses, Fees 20.7% 1,937,500 491,691 25.4% 2,451,200 687,485 28.0% Fines & Forfeitures 24.1% 623,300 185,338 29.7% 600,300 108,826 18.1% Use of Property 21.9% 421,000 2,893 0.7% 385,700 35,490 9.2% Charges for Services 25.5% 943,200 46,384 4.9% 937,200 156,818 16.7% Miscellaneous 48.1% 21,000 15,483 73.7% 31,000 17,615 56.8% Transfer In 0.0% - 0.0% 1,500,000 - 0.0% Total 6.3% 22,040,400 1,259,649 5.7% 25,587,500 1,659,614 6.5% City Council Meeting — I" Quarter Budget Report and Related Actions November 9, 2021 Page 6 of 9 The City receives 83% of total General Fund revenue from just six funding sources as shown in Table 9. The City largest source is property tax and property tax in lieu of VLF. Property Tax and Property Tax in Lieu of VLF provide 42% of General Fund but very little revenue in the first quarter. Property Tax — Under Proposition 13, the assessed valuation of properties held by the same owner from year-to-year is adjusted each year by the lesser of 2.0% or the percent change in the California Consumer Price Index. When a property is sold, the property is reassessed to market value which, in turn, increases property tax revenue to the City. As reflected in Table 9, Property tax revenue does not flow in 12 equal installments; instead about 40% is received in mid-December and another large portion is received in May with smaller portions provided in months January through June. As shown in the table, property taxes are slightly ahead of last year during the same period which is mostly attributable to an increase in property transfer tax revenue. This revenue is assessed when property is sold and is a good indicator of probable growth in secured property tax revenue. Property Tax in Lieu of VLF — Prior to 2004, cities received a portion of vehicle license fees paid by vehicle owners to the State of California. In 2004, the Legislature reduced the VLF rate and `swapped' the City portion, dollar for dollar with property tax. Unlike the VLF, this In -Lieu revenue grows based on assessed property value rather than vehicle value. This source now provides nearly double the amount the City receives for secured and unsecured property tax. However, payments of the In -Lieu revenue are made in two equal payments in January and June. Sales Tax — Sales tax is another significant source of revenue for the City and provides over 22% of total General Fund revenue. As of September 30, the City has received one payment credited to the fiscal year. Payments received in July and August are accrued to the prior fiscal year each year. As shown in the table, receipts for the first quarter exceed first quarter FY 2021. This, combined with final FY 2021 numbers in excess of $5.5 million, indicates the City should meet or exceed its budgeted estimate by year-end. Transient Occupancy Tax — TOT revenue was budgeted approximately $200,000 higher than actual receipts for FY 2021 in anticipation of an improving economy. The first quarter TOT revenues are not collected until October; therefore, the zero revenue reflected below is expected. Franchise Fees — Franchise Fees are another top revenue estimated at $1.35 million for the year. The majority of the revenue within this category is paid annually during the third quarter of the fiscal year. Based on final FY 2021 numbers, the budgeted estimate is achievable. Building / Plan Check Fees — In response to the pandemic, building and plan check fees were budgeted at reduced amounts; however, activity in this area continue to grow with current receipts at 30% of the budgeted estimate at 25% of the year. City Council Meeting — I` Quarter Budget Report and Related Actions November 9, 2021 Page 7 of 9 Table 9 Property Tax 2.4% 3,060,000 77,831 2.5% 3,473,000 107,793 3.1% Property Tax in Lieu of VLF 0.0% 7,097,000 - 0.0% 7,344,300 - 0.0% Sales Tax 7.1% 4,603,200 428,660 9.3% 5,759,800 540,136 9.4% TOT 0.5% 1,800,000 - 0.0% 1,600,000 - 0.0% Franchise Fees 0.0% 1,180,500 - 0.0% 1,350,000 - 0.0% Bldg/Plan Check 20.5% 1,260,000 420,218 33.4% 1,700,000 509,778 30.0% All Other 16.5% 3,039,700 332,941 11.0% 4,360,400 501,907 11.5% Total 6.3% 22,040,400 1,259,650 5.7% 1 25,587,500 1,659,614 6.5% First Quarter Expenditures At 17% expended at 25% of the fiscal year, General Fund expenditures are well within budget parameters. As shown in Table 10, all departments are below the 25% mark with the exception of the City Clerk's Office which is 76% expended at this time. This anomaly is caused by the payment of large insurance premiums to CJPIA due in July but allocated from the City Clerk's Office to operating departments monthly. On the category basis, personnel related costs are 20% expended on September 30, and operational costs are 16% expended. Table 10 Legislative 22% 679,000 99,272 15% 731,900 169,382 23% City Clerk 55% 952,900 310,596 33% 1,212,300 916,612 76% Administration 30% 1,334,400 360,640 27% 1,464,600 285,196 19% Finance 37% 570,700 182,926 32% 738,400 150,475 20% General Services 27% 1,164,000 163,201 14% 989,800 199,400 20% Public Safety 10% 10,541,000 1,809,511 17% 11,097,100 1,111,698 10% Public Works 26% 4,077,800 1,040,367 26% 4,034,050 727,265 18% Parks & Recreation 32% 3,387,350 486,816 14% 3,517,550 425,970 12% Community Development 25% 1,911,400 387,142 20% 1,728,500 272,408 16% Ca ital Pro' n/a - 965 n/a 60,000 - 0% General Fund Exp by Dept 21% 124,618,550 4,841,436 20% 25,574,200 4,258,406 17% D) — RECOMMENDED STAFFING CHANGE The Authorized Staffing List approved with the City's annual budget serves as an important internal control tool for City Council to establish authorized full-time positions while enabling staff to manage within the authorized and funded positions. The City's current authorized full time staffing level is 56 positions within the seven departments. As a result of a recent position review, staff recommends amending the City's Authorized Job Classifications (within the Middle Management, Professional, and Confidential Resolution) and the Authorized Staffing List to reflect the following proposed position reclassification. This is a reclassification of a current position and does not alter the number of authorized positions. The Public Works Department has a wide variety of complex operations and projects involving City Council Meeting —1st Quarter Budget Report and Related Actions November 9, 2021 Page 8 of 9 multiple funding sources. Strong project management skills including expertise in procurement and contracting procedures, knowledge of budget estimation and controls, contractor management techniques, and organizational and prioritization are necessary to effectively manage these projects. This function is currently performed by the Department's Management Analyst, however, the complexity of the City's capital improvement program projects and related funding sources, the required interaction with outside agencies, financial reporting requirements, as well oversight of key fiscal and administrative processes for the department, including budget preparation involving multiple funds, accounts payable, contracts, staff report preparation, and other operational duties as assigned justifies a position reclassification. Staff recommends the City Council reclassify the current Management Analyst in Public Works to a Public Works Fiscal and Project Manager classification. This action includes adding the classification to the Mid-Management/Professional/Confidential unit, amending the authorized staffing levels in the Fiscal Year 2021-22 Operating Budget by adding this classification and removing the Public Works Management Analyst position, and updating the Citywide Salary Schedule (by separate action). The City currently has two authorized Management Analyst positions ($5,209 - $6,797) and one Senior Management Analyst ($5,665 - $7,391). The proposed monthly salary for this new classification is $6,231 - $8,130 which is set 10% above the Senior Management Analyst position and includes the recently approved 2% salary increase granted all employees effective November 1, 2021. Funding for the reclassification will be provided by salary savings within the department. The position would remain with the Mid -Management, Professional and Confidential Unit and placed into Group A. E) — MIDDLE MANAGEMENT, PROFESSIONAL, AND CONFIDENTIAL UNIT RESOL UTION The attached Resolution (No. 2021-58) reflects modifications to City Council Resolution No. 2021-49 adopted on October 26, 2021. The two modified areas are as follows: § 1 has been updated to include the reclassified position above; and §32 has been corrected to state employees in this group may sell back up to 60 hours of vacation time each December. The prior report had conflicting hours in two areas of the Section, one stating 80 hours and the other stating 60 hours. The 2020 Resolution stated this group was allowed to sell back 40 hours; however, both the General Service and Executive Groups are allowed to sell back 60 hours. Adoption of this revised Resolution will equalize the benefit for all groups and correct the conflicting language. F) — 2022-23 BUDGET PREPARATION While more than half of the current fiscal year remains, preparation for the 2022-23 budget will begin soon. In anticipation of that process, staff has prepared the preliminary budget calendar for the new year. The process begins with a `Budget Kickoff with staff scheduled for early January. The following table highlights Council presentation dates throughout the process but as always, the dates established may be adjusted as necessary. City Council Meeting — 1St Quarter Budget Report and Related Actions November 9, 2021 Page 9 of 9 Table 11 :2020-21 Preliminary (unaudited) numbers, 2021-22 General Fund 1 st Quarter Budget Review, 2022-23 Budget Calendar November 9, 2021 Acceptance of the 2020-21 Annual Comprehensive Report (ACFR) January 11, 2022. Budget Kickoff Meeting (Staff) January 11, 2022; 2021-22 Mid Year Review March 8, 2022' Delivery of 2022-23 Proposed Budget May 12,2022: Budget Study Session May 24, 2022' Review and Adoption of 2022-23 Budget June 14, 2022' STAFF RECOMMENDATION Staff recommends that the City Council take the following actions: 1. Receive and file the 1St Quarter Budget Report; 2. Adopt Resolution No. 2021-57, amending the FY 2022-23 Operating and Capital Improvement Program budgets and authorized staffing list reclassifying a current Management Analyst position to a Public Works Fiscal and Project Manager position; and 3. Adopt Resolution No. 2021-58, approving the Middle -Management, Professional, and Confidential Salary and Benefit Resolution. FISCAL IMPACT There will be a minimal fiscal impact for these actions, as the budgets for existing Capital Improvement Program (CIP) being carried forward to FY 2022-23 have been authorized in prior years and carry an obligation of fund balance within the Annual Comprehensive Financial Report and cost of the reclassification will be covered by existing salary savings. Changing the buyback allowance from 40 hours to 60 will depend on how many employees within the group utilize the benefit but it is expected to be minimal and funded from salary savings. PUBLIC NOTICE PROCESS This item has been noticed through the regular agenda notification process. Prepared by: Paula Chamberlain, Interim Finance Director Attachment A: Resolution No. 2021-57 Amending the FY 2021-22 Operating and CIP Budgets Attachment B: Resolution No. 2021-58 Approving the Mid-Mgmt, Professional and Confidential Unit Salary and Benefits Attachment A Resolution No. 2021 -57 -Amending FY 2021-22 Operating and CIP Budgets RESOLUTION NO. 2021-57 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROSEMEAD, CALIFORNIA, AMENDING THE FY 2021-22 OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM BUDGETS WHEREAS, a fiscal review is a prudent method to ensure that the City maintains a healthy financial structure; and WHEREAS, the City routinely adjusts fiscal year revenue estimates and appropriations throughout the fiscal year; and WHEREAS, the City Council adopted the FY 2021-22 Operating Budget and CIP budgets on June 14, 2021; and WHEREAS, the City Council has reviewed the 1St Quarter Budget Report including unaudited data for FY 2020-21. NOW THEREFORE, BE IT RESOLVED, by the City Council of the City of Rosemead, California, as follows: SECTION 1. That the City Council authorizes the carry forward of appropriations for projects approved in prior fiscal years but have remaining project funds as follows: 21028 Street Walnut Grove Ave Resurfacing & Colored Concrete Crosswalk $ 1,624,100 21029 Street SR2S Sidewalk Gap Closure - Delta Ave 1,138,451 21030 Street Walnut Grove Ave Resurfacing (Phase 11) 688,500 21031 Street Valley Blvd Resurfacing Project (Phase I & 11) 2,917,300 21032 Street Various Residential Street Resurfacing 600,000 24010 Street Sidewalk ADA Master Plan 55,000 24011 Street Storm Water Catch Basin Upgrade 200,000 24012 Street Bollard Installation at Encintas and Pitkin Intersection 41,700 28008 Street ADA Curb Ramps 60,000 49013 Street Rosemead Blvd / 1-10 Freeway Ramp Improvements 6,000,000 49014 Street Walnut Grove Ave / I-10 Freeway Ramp Improvements 6,000,000 49015 Street Rosemead Adaptive Traffic Project 9,000,000 49016 Street Rosemead Traffic Signal Improvements 6,000,000 31020 parks/Facil Public Safety Center Upgrades (Design only) 20,410 31023 Parks/Facil Garvey Park Main Office Renovation 200,000 41015 Parks/Facil Duff Park Improvement Project 805,033 41022 Parks/Facil Dog Park 551,225 26007 Other City Entry Monuments 175,000 Totals - Carryover Appropriations $ 36,076,719 SECTION 2. That the City Council amends the 2021-22 Authorized Staffing List effective November 9, 2021 by reclassifying the Management Analyst position in the Public Works Department to the new Public Works Fiscal and Project Manager classification. Said position will be compensated by steps ranging from $6,231 — $8,130 through June 26, 2022 and from $6,356 - $8,293 thereafter SECTION 3. The City Clerk shall certify to the passage and adoption of this resolution, and it shall thereupon be in full force and effect. PASSED, APPROVED, AND ADOPTED this 9th day of November, 2021. Polly Low, Mayor APPROVED AS TO FORM: ATTEST: Rachel Richman, City Attorney COUNTY OF LOS ANGELES) § CITY OF ROSEMEAD ) Ericka Hernandez, City Clerk I, Ericka Hernandez, City Clerk of the City Council of the City of Rosemead, California, do hereby certify that the foregoing City Council Resolution, No. 2021-57, was duly adopted by the City Council of the City of Rosemead, California, at a regular meeting thereof held on the 9th day of November, 2021, by the following vote, to wit: AYES: NOES: ABSENT: ABSTAIN: Ericka Hernandez, City Clerk Attachment B Resolution No. 2021-58 — Approving the Mid -Management, Professional and Confidential Unit Salary and Benefits City of Rosemead Middle Management, Professional, and Confidential Salary Resolution Resolution No. 2021-58 TABLE OF CONTENTS SECTION 1 APPLICABILITY.......................................................................................................................... SECTION 2 SEVERABILITY............................................................................................................................ SECTION 3 NON-DISCRIMINATION............................................................................................................... COMPENSATION SECTION4 SALARY.................................................................................................................................... SECTION 5 PROBATIONARY PERIOD.............................................................................................................. SECTION 6 PERFORMANCE EVALUATION....................................................................................................... SECTION7 PROMOTION............................................................................................................................. SECTION8 RECLASSIFICATION...................................................................................................................... SECTION9 ACTING PAY.............................................................................................................................. SECTION10 BILINGUAL PAY.......................................................................................................................... SECTION11 CAR ALLOWANCE....................................................................................................................... SECTION 12 TECHNOLOGY ALLOWANCE.......................................................................................................... SECTION 13 UNIFORM CLEANING ALLOWANCE................................................................................................. SECTION 14 BOOT REIMBURSEMENT.............................................................................................................. BENEFITS SECTION 15 HEALTH INSURANCE PROVIDER.................................................................................................... SECTION 16 CAFETERIA -STYLE HEALTH, WELFARE, AND & SAVINGS BENEFIT........................................................ SECTION 17 CHANGES TO HEALTHCARE LAWS................................................................................................. SECTION 18 RETIREMENT HEALTH PLAN......................................................................................................... SECTION 19 RETIREMENT PROGRAM (CALPERS)............................................................................................. SECTION 20 ENHANCED RETIREMENT PROGRAM: PUBLIC AGENCY RETIREMENT SERVICES (PARS) ........................... SECTION 21 SOCIAL SECURITY....................................................................................................................... SECTION 21 DEFERRED COMPENSATION PROGRAM (401A).............................................................................. SECTION 23 DEFERRED COMPENSATION PROGRAM (457)................................................................................. SECTION 24 FLEXIBLE SPENDING ACCOUNT (SECTION 125)............................................................................... SECTION 25 SHORT-TERM DISABIUTY/LONG TERM DISABILITY........................................................................... SECTION26 LIFE INSURANCE......................................................................................................................... SECTION 27 TUITION REIMBURSEMENT.......................................................................................................... SECTION 28 WELLNESS PROGRAM................................................................................................................. SECTION 29 COMPUTER PURCHASE PROGRAM................................................................................................ SECTION 30 EMPLOYEE ASSISTANCE PROGRAM (EAP)...................................................................................... SCHEDULES/LEAVES SECTION 31 VACATION ACCRUAL AND ACCRUAL CAP........................................................................................ SECTION 32 VACATION BUYBACK................................................................................................................... SECTION 33 ADMINISTRATIVE LEAVE.............................................................................................................. MGMT Resolution Attachment — No 2021-49 Page 1 1 SECTION34 SICK LEAVE............................................................................................................................... SECTION 35 CITY -RECOGNIZED HOLIDAYS....................................................................................................... SECTION 36 FLOATING HOLIDAYS.................................................................................................................. SECTION 37 TEMPORARY MODIFIED WORK SCHEDULE...................................................................................... SECTION 38 FLEXIBLE SCHEDULING DUE TO SPECIAL EVENTS.............................................................................. SECTION 39 BEREAVEMENT LEAVE................................................................................................................. SECTION40 JURY DUTY LEAVE....................................................................................................................... OTHER SECTION 41 DIRECT DEPOSIT........................................................................................................................ SECTION 42 EMERGENCY WAIVER PROVISION................................................................................................. MGMT Resolution Attachment — No 2021-49 Page 12 SECTION 1: APPLICABILITY The employee classifications described in this Resolution are not represented by an employee organization. Therefore, this Resolution does not constitute a memorandum of understanding and is not the result of the meet and confer process; rather, this Resolution is designed to provide the Middle Management -Professional -Confidential Group employees with a reference tool regarding term and conditions of their employment as the same are periodically determined by the City Council. Full-time employees in the following classifications are covered by this Resolution: Group A — Middle Management Finance Manager Public Works Fiscal and Project Manager Human Resources Manager Public Works Manager Planning & Economic Development Mgr Recreation Manager Public Safety Manager Senior Code Enforcement Officer Group B - Professional & Confidential Administrative Analyst Management Analyst Administrative Specialist Public Safety Supervisor Associate Planner Recreation Supervisor Deputy City Clerk Senior Code Enforcement Officer Executive Assistant to the City Manager Senior Management Analyst Human Resources Analyst SECTION 2: SEVERABILITY It is understood that this Resolution is subject to all applicable present and future Federal, State, and Local laws and regulations, and the provisions hereof shall be effective and implemented only to the extent permitted by such laws and regulations. If any part of this Resolution is in conflict with such applicable provisions of Federal, State, or Local laws or regulations or otherwise held to be invalid or unenforceable by any tribunal of competent jurisdiction, such part of provision shall be suspended and superseded by such applicable laws and regulations and the remainder of this Resolution shall not be affected thereby and shall remain in full force and effect. SECTION 3: NON-DISCRIMINATION The City will not discriminate against any employee based upon race, religious creed, color, national origin, age (40 and over), ancestry, sexual orientation, sex, gender identity, gender expression, military and veteran status, disability (physical or mental), sexual orientation, marital status, pregnancy, childbirth or related medical condition, genetic information/characteristics, or any other legally protected characteristics. COMPENSATION SECTION 4: COMPENSATION Year One • Effective October 31, 2021, the top step of all salary ranges will be increased by 3%. MGMT Resolution Attachment — No 2021-49 Page 13 • Effective November 1, 2021, all employees shall receive an across-the-board increase of two percent (2%). Year Two • Effective June 27, 2022, all employees shall receive an across-the-board increase of two percent (2%). A. Salary Ranges/Steps: Effective with the first pay period following City Council approval of this agreement, salary steps within ranges shall be implemented as reflected in Appendix A. Each salary range consists often (10) salary steps. Steps are set as a monthly rate, at approximately three percent (3%) intervals, rounded to the nearest whole dollar. Hourly rates shall be determined by multiplying the monthly rate by 12 (months) and dividing by 2080 (hours). Each employee will be placed within the ten (10) step salary range of their respective position's classification. With the conversion of salary ranges to steps to occur upon City Council approval of this MOU, employees shall be placed on the step nearest, but not less than, their current monthly salary. B. Step Implementation: Effective October 31, 2021, all employees will be placed into the step closest to, but not lower than, the employee's current salary. After placement into the step system, the 2% across-the-board will then be applied effective November 1, 2021. C. Salary Advancement: Each employee will be placed within the ten (10) step salary range of their respective position's classification. Pay increases shall not be automatic but shall depend upon the merit and performance of the employee, as determined by the Department Director, with the concurrence of the City Manager. The first opportunity for a merit increase would be at the end of the probationary period. Subsequent merit step increase opportunities will occur annually, on the anniversary date of the employee's hire date or transfer to their current position. In rare instances, and for exceptional performance, at the sole discretion of the City Manager and based on the recommendation of the Department Director, may also authorize a three percent (3%) additional step salary advancement; however, under no circumstances may an employee's base salary exceed the top step of the salary range. Total merit -based increases may not exceed 6% within a 12 -month period. Employees whose anniversary dates occur on July 1, 2021 or later shall have their annual increase paid retroactively to their respective anniversary date for the 2021 annual step increase. D. Salary Placement for New Appointments: The first salary step level will be the minimum rate and normally the hiring rate. In special cases when, in the sole discretion of the Department Director, it is merited by experience, education, training, or other qualification, the City may approve the hiring of a candidate for employment at a higher step. However, no newly appointed person shall be hired above Step 4 without prior MGMT Resolution Attachment — No 2021-49 Page 14 approval of the City Manager. E. Performance Evaluation Requirements: Recommendations for a step increase or delayed eligibility for a step increase must be accompanied by a performance evaluation to substantiate performance. Performance evaluations for consideration of a step increase shall be due annually based upon the employee's anniversary date of appointment to their current classification. An employee on a leave of absence (paid or unpaid) for more than thirty (30) consecutive workdays in a rating period shall have their annual review date adjusted accordingly. F. Effective Date of Step Increase: Any recommended step increase will be effective the first day of the pay period immediately following the employee's anniversary or annual review date. G. Step Advancement: Advancement from Step 1 through Step 10 will be contingent upon receiving an overall performance rating of "meets expectations" or higher on the performance evaluation. Salary Adjustments Within Salary Range Based on Job Performance The following provision shall apply from July 1, 2021 until the 2021 Step System is implemented and shall then have no further effect for the remainder of this Agreement. The City's pay -for -performance system allows an Employee to obtain a percentage merit salary increase consistent with his/her annual performance evaluation. All Employee salary increases, within the salary range, are based on merit through the annual performance evaluations. Based on the Employee's performance rating on his/her performance evaluation, an Employee is eligible for a merit increase. Employees eligible for a merit increase will be eligible to receive up to a 5% merit. Employee salaries may not exceed the maximum salary range within the respective job classification. All full-time Employees are part of the Merit Based Compensation System. All Employee salary increases, within the salary range, are based on merit through the annual performance evaluations. Based on the Employee's performance overall rating on the performance evaluation, an Employee is eligible for a merit increase. The following is the performance rating categories and percentage increases that an Employee may be eligible for until the Step System has been implemented. Rating Overall Performance Rating Percentage Unsatisfactory 0.0-2.4 0% Needs Development 2.5-2.9 0% Meets Expectations 3.0-3.9 3% Exceed Expectations 4.0-4.5 4% Substantially Exceeds Expectations 4.6-5.0 5% MGMT Resolution Attachment — No 2021-49 Page 15 The City recognizes that a situation may arise in which, as a result of personnel changes at the supervisory or managerial level, the City Manager determines that there is no currently employed supervisor, manager, or director who has sufficient basis to evaluate an employee's performance in the prior review period. In that limited circumstance, the employee will be provided with an increase in the amount of 2.5% of base compensation through October 26, 2021. SECTION 5: PROBATIONARY PERIOD The probationary period, of one year (2080 supervised hours), shall be an integral part of the employment examination process and shall be utilized as an opportunity to closely observe the employee's work, to provide special training, to assist the employee in adjusting to the new position, and to reject any employee whose work performance, adaption, or personal conduct fails to meet required standards. A probationary employee shall have no right of tenure and may be dismissed without cause, at anytime, during the probationary period without right of appeal, grievance, or hearing. Probationary employees do not have property or vested rights in their positions with the City. All employees shall receive an interim performance report after completion of six (6) months of the probationary period. Satisfactory completion of probation is based on total performance during the entire probationary period. The City Manager may, in his/her sole discretion, extend the probationary period an additional 1040 hours (six (6) months). If an employee is out on an extended leave of absence, the probationary period will be extended out by the equal amount of time/duration the employee is out on the leave of absence. The probationary period for an employee promoted to a higher classification is defined in Section 7 (Promotions). SECTION 6: PERFORMANCE EVALUATION All employees will receive an annual performance evaluation. The City recognizes the importance of conducting timely evaluations. Supervisors, managers, and department directors must submit and conduct performance evaluations in a timely manner on the date the evaluations are due. Every effort must be made by the supervisors, managers, and department directors to submit timely evaluations. However, the City recognizes that when an emergency or an unforeseen circumstance arises, the expectation is to submit the evaluations as soon as practicable. Aside from an emergency or an unforeseen circumstance, in the event that a supervisor will not be able to complete an employee performance evaluation report in a timely manner, the supervisor shall notify the department director and request a time extension for completion of the performance evaluation report. An extension of two (2) weeks will be permitted for the supervisor to complete the evaluation. In addition, the supervisor must inform and notify the respective employee if the evaluation will not be completed on time. If an employee is out on an extended leave of absence, the performance evaluation will be extended by the equal amount of time/duration the employee is out on the leave of absence. An MGMT Resolution Attachment — No 2021-49 Page 16 extended leave of absence is defined as thirty (30) days or longer. A probationary employee will receive an interim performance evaluation at six months from the date of hire. Interim performance evaluations are not linked to any merit adjustments or increases. SECTION 7: PROMOTIONS The City may promote any employee to a different job classification within the City service having more responsible duties, and/or higher job qualifications, and/or a higher salary scale level. Upon promotion any employee shall receive a minimum salary increase equivalent to one (1) salary step in the employee's current (pre -promotional) job classification, provided however that such increase shall be at least equivalent to the minimum of the salary scale established for the new job classification. A promotion shall establish a new Evaluation Date for purposes of performance evaluation. Employees promoted to a higher position shall also serve a six (6) month (1040 hours) promotional probationary period beginning on the effective date of the promotion. Any regular employee rejected during the probationary period following a promotional appointment, by reason of failure to satisfactorily complete the probationary period shall be reinstated to the position from which the employee was promoted unless there is a basis for dismissing the employee for just cause. Promotional probationary employees shall have no tenured rights to appeal such actions. Dismissal from City employment during the promotional probationary period may be made for just cause in accordance with City policy 30-21 (Corrective Action). If an employee had not attained regular status in the class to which the employee reinstates, the employee shall then be required to complete the normal probationary period, less any service previously accrued in such lower class. SECTION 8: RECLASSIFICATIONS The City may reclassify any position within City service as provided below and in accordance with the criteria in the City's Employer -Employee Relations Resolution and the Fair Labor Standards Act. A. Reclassification Defined. A reclassification is a change in job description and/or job title of a position within the City service to accommodate materially changed job duties not anticipated in the original classification and assigned or directed to be performed by the City. Such changed duties do not include duties voluntarily assumed by, and not assigned to, an employee or temporary duties assigned for purposes of training for the employee. B. Impact of Reclassification. Position reclassification is neither a promotion nor demotion. A reclassification may result in the salary range being increased, decreased, or staying the same. Typically, an employee will be placed on the step that includes the salary rate closest to his/her current salary rate, not to exceed the top of the salary range. The salary rate may be increased at the time of the reclassification at the discretion of the City. If the salary range is decreased as a result of the reclassification, the employee may be Y- MGMT Resolution Attachment — No 2021-49 Page 17 rated at the discretion of the City. A reclassification shall not alter an employee's Evaluation Date. C. Employee Request for Classification Study. An employee may request a classification study by submitting a written statement to the Department Director through the employee's immediate supervisor and chain of command detailing the reasons for said request. The Department Director shall review, comment, and forward the request to Human Resources within 30 days of receiving the request. If the Department Director does not forward the request to Human Resources within 30 days, the employee may then submit the request directly to Human Resources. Human Resources shall make the determination asto classification study need and so inform the Department and employee of said determination. The employee may appeal the determination to the City Manager within ten (10) working days from receipt of notification. The City Manager's decision shall be the final determination. In the event a classification study is undertaken, final reclassification determination shall be made by the Human Resources Manager. SECTION 9: ACTING PAY The City may, at its discretion, appoint an employee in an acting capacity to fill a position vacant due to separation, extended illness, or extended leave in a job classification higher than the one held by the employee. The selection of an employee for an acting assignment shall be at the sole discretion of the Department Director or designee, taking into consideration the requirements of the position to be filled and the qualifications, job performance, and seniority of those employees eligible for the acting assignment. The selected employee must, however, possess the minimum qualifications established for higher classification. An employee serving an acting assignment for a minimum of twelve (12) consecutive workdays shall receive acting pay in the amount of a salary increase that is the higher of five percent (5%) of the employee's base salary or the first step of the salary range applicable to the position being filled, paid retroactive to the first day of the acting assignment. An employee who is serving an acting assignment for less than 12 consecutive workdays shall not receive acting pay. No employee may serve an acting assignment for more than 960 hours per fiscal year. SECTION 10: BILINGUAL PAY The City offers a bilingual pay program for eligible employees who consistently utilize other languages to translate during the normal course of work. To qualify, employees must pass the test developed or utilized by the City for the following recognized languages: Spanish, Vietnamese, Cantonese, Mandarin, American Sign Language, or any other language determined by the City Manager. A maximum of three (3) positions per language per site may be certified to receive bilingual pay by the City. It will be applicable at all primary sites (City Hall, Rosemead Community Recreation Center (RCRC), Garvey Community Center, Public Safety and Public Works). In the event that more than three (3) employees wish to apply for it, management will determine the top three (3) based upon positional need. Once certified, employees will receive a bilingual stipend of $75 per month. MGMT Resolution Attachment — No 2021-49 Page 18 Any employee who is not certified by the City is not required to use a language other than English. However, when a member of the public, requests assistance in a language other than English, our employees must make a reasonable effort to accommodate and assist in a polite and professional manner. The City reserves the right to suspend bilingual pay if the employee is out on an extended leave of absence of more than 80 consecutive hours and/or is otherwise not physically present at work to provide bilingual services. SECTION 11: AUTO ALLOWANCE Group A employees may receive up to $250 per month for the use of their personal vehicles for City business and further based on the driving demands of the positions as recommended by the Department Director and approved by the City Manager. Employees who receive a car allowance may not receive mileage reimbursement. SECTION 12: TECHNOLOGY ALLOWANCE Based on City needs, department director recommendation, and City Manager approval, employees may be provided a city issued cell phone/smart phone or, in -lieu of the City device, a $100 monthly allowance for technology costs such as cellular service for personal devices. SECTION 13: UNIFORM CLEANING ALLOWANCE Employees required to wear uniforms, that are provided but not cleaned by the City, shall receive $6.25 per pay period (24 pay periods), $150 per year for cleaning/maintenance of said uniform. SECTION 14: BOOT REIMBURSEMENT Employees in the positions of Senior Code Enforcement Officer and Public Works Manager shall be reimbursed up to $250 per fiscal year for the purchase of safety shoes/boots. The footwear must meet ASTM or other industry -approved standards appropriate for the employee's work assignment and classification, as determined by the Department Director and Human Resources Manager. Any employee reimbursed for or issued protective footwear shall wear such shoes at all times during work hours. The City may authorize direct bill payment for shoes purchased at a vendor of the City's choice or the employee may request reimbursement up to the allowed amount. If the employee purchases shoes for an amount (including tax) greater than the annual limit provided herein, the employee shall pay the difference to the vendor at the time of purchase. BENEFITS SECTION 15: HEALTH INSURANCE PROVIDER The City contracts with California Public Employees' Retirement System (CaIPERS) pursuant to the Public Employees' Medical and Hospital Care Act (PEMHCA) to serve as the health insurance provider for the City. MGMT Resolution Attachment — No 2021-49 Page 19 SECTION 16: CAFETERIA -STYLE HEALTH, WELFARE, & SAVINGS BENEFIT 1. The City will provide each full-time employee with $1,700 per month for use towards enrolling in any of the City offered health plans, dental plans, and vision plans. Effective November 1, 2021, the City will provide an additional $100 per month for excess 'out-of- pocket' health care premium costs. The additional $100 per month has no cash out value. 2. Unused Contribution. For employees hired on or before November 30, 2021, any unused remainder of the $1,700 monthly cafeteria -style benefit may be put into a deferred compensation plan, taken as a taxable cash disbursement, or used for the purchase of any City sponsored insurance, long-term care, or long-term savings program. Employees hired after November 30, 2021 will not be eligible for cash back of any unused portion of the cafeteria -style benefit. 3. Excess Premiums. Employees shall be required to pay any cost of the health, dental, and vision premiums for their selected plans that exceeds the amount of the City's monthly contribution. 4. Opt -Out. Employees hired on or before November 30, 2021, may choose to waive coverage and take the entire $1,700 monthly benefit as deferred compensation or taxable cash, but must first show proof of group health insurance coverage through an individual, a spouse or family member's coverage through their employer and complete the Voluntary Decline of Health Care Offered Under City of Rosemead Group Plan form. Employees hired after November 30, 2021 choosing to opt -out of medical coverage offered by the City, under the same conditions, will receive $500 per month. SECTION 17: CHANGES TO HEALTHCARE LAWS The parties recognize that certain changes to State or Federal laws, programs, taxes, or regulation including, but not limited to, the Affordable Care Act (ACA), may impact future medical plan offerings. SECTION 18: RETIREMENT HEALTH PLAN A. All full-time employees hired on or before July 1, 2007, who have 20 years or more of service with the City, and who retire from the City, receive an allocation of up to $1,000/month to pay for health care benefits for the duration of their retirement. If the health insurance program selected by the retiree costs more than $1,000/month, the City will only cover the first $1,000/month of the cost of the selected program. B. All full-time employees hired on or before July 1, 2007, who have 12-19 years of service with the City, and who retire from the City, receive an allocation of up to $500/month to pay for health care benefits for the duration of their retirement. If the health insurance program selected by the retiree costs more than $500/month, the City will only cover the first $500/month of the cost of the selected program. C. The above retirement health contributions will only be in effect for full-time employees employed with the City as of July 1, 2007. When a retired employee reaches 65 years of MGMT Resolution Attachment — No 2021-49 Page 1 10 age, or becomes eligible for Medicare, said retiree will transition to Medicare coverage and the City will continue to contribute towards the cost of health care coverage during the duration of the former employees retirement in the amounts defined in subsections A and B of this Section. D. The City's contribution for retirement health may be used towards health coverage of the retiree, their spouse, and/or any eligible dependent(s). E. Employees hired after July 1, 2007 will receive retiree health benefits in accordance with public employees' retirement laws and CalPERS. SECTION 19: RETIREMENT PROGRAM (CALPERS) Employees will be enrolled in the City's retirement program through CalPERS. On July 1, 2007, the City began providing the 2.7%@55 benefit formula with one-year final compensation option with no cap. On July 1, 2010, the City implemented a 2 -tier system with changes for new hires only. All full- time new hires, hired on or after July 1, 2010, will be subject to the 2%@55 formula with one- year final compensation option. All existing full-time employees hired prior to July 1, 2010 will remain at the 2.7@55 formula. Under the Public Employees' Pension Reform Act of 2013 (PEPRA), effective January 1, 2013, all "new members" will be subject to the 2.0% @ 62 benefit formula which also requires a three- year final compensation (the highest average annual pensionable compensation earned by a member during a period of at least 36 months) with an early retirement age of 52. A "New Member" is defined as: 1. A new hire that is brought into CalPERS membership for the first time on or after January 1, 2013, and who has no prior membership in any other California public retirement system. 2. A new hire who is brought into CalPERS membership for the first time on or after January 1, 2013, and who is not eligible for reciprocity with another California public retirement system. 3. A member who established CalPERS membership prior to January 1, 2013, and who is hired by a different CalPERS employer after January 1, 2013, after a break in service of greater than six months. Effective January 1, 2013, PEPRA prohibited employers from paying any portion of a "new member's" member contribution rate. All new members must pay 50% of total normal cost as employee contribution rate. CAPERS refers to all members that do not fit within the definition of a new member as "classic members". All existing CalPERS members as of December 31, 2012, will retain the existing benefit levels for future service with the same employer. All "classic members" are required to contribute their full share, up to 8%, of the employee contribution of the CalPERS rate. MGMT Resolution Attachment — No 2021-49 Page 1 11 SECTION 20: ENHANCED RETIREMENT PROGRAM: PUBLIC AGENCY RETIREMENT SERVICES The City offered an enhanced retirement package through Public Agency Retirement Services (PARS) for all employees hired prior to July 1, 2010. Covered full-time employees who retire from Rosemead after working 20 years for the City will have their pension formula enhanced to 3%@55, with the provision that the maximum pension allowance that an employee can accrue through PARS is 90% of final pay. The PARS retirement pension is limited to 90% of final pay. Employees must be at least 55 years of age qualify for PARS. SECTION 21: SOCIAL SECURITY The City deducts from each full-time employees' paycheck, an amount as determined by law for the Federal Insurance Contributions Act (Social Security). In addition, the City contributes an additional amount at least equal to the employee's contribution. SECTION 22: EMPLOYER FUNDED DEFERRED COMPENSATION PROGRAM (401A) For all full-time employees hired prior to July 1, 2010, the City contributes into a deferred compensation account a percentage of the employee's salary based on years of service. That funding formula is as follows: Years of Service of Salary Contributed into 401A Deferred Compensation Program 0-4 1 5-9 2% 10-14 3 15-19 4% 20+ 5 SECTION 23: DEFERRED COMPENSATION 457 All employees may voluntarily participate in the available 457 deferred compensation plan. Any voluntary contributions made to such plan must be made via automatic payroll deductions. The amounts contributed to the plan are subject to the statutory limits outlined in the codes of the IRS. SECTION 24: FLEXIBLE SPENDING ACCOUNT (SECTION 125) The City offers employees a flexible benefit plan which will allow individuals to pay for certain expenses (childcare, unreimbursed medical expenses, insurance premiums) with pre-tax dollars. SECTION 2S: SHORT TERM DISABILITY/LONG TERM DISABILITY State Disability Insurance (SDI) is a partial wage replacement insurance in which the City does not participate. However, for non -work-related employee disabilities, the City offers Short -Term Disability (STD)/Long-Term Disability (LTD) to full-time employees. Workers' compensation injuries are excluded from disability leave/insurance offered by the City. The City provides employees with a short-term disability plan to protect against cases where a non -work-related illness or injury is sustained which results in an inability to work for a short MGMT Resolution Attachment — No 2021-49 Page 1 12 period of time. Employees will receive 66.67% or 2/3 of their pre -disability base salary (1 year average of W-2) with a waiting period of 15 calendar days before receiving their benefits and can last up to 11 weeks. Employees will receive continued payment until the employee is medically able to return to work, or has to begin utilizing long term disability, or until the employee reaches the age of 65, whichever comes first. The maximum short-term disability benefit amount will be $1,848 per week. Where applicable, Family and Medical Leave Act (FMLA) and/or California Family Rights Act (CFRA) leave runs concurrently with disability. The City provides employees with a long-term disability plan to protect against cases where a non -work-related illness or injury is sustained which results in an inability to work for a long period of time. In these cases, LTD is received only after STD has expired and the employee continues to be medically disabled. Employees will receive 66.67% or 2/3 of their pre -disability base salary with a 90 -day waiting period. The employee will receive continued payment until the employee is medically able to return to work, or until the employee reaches the age of 65, whichever comes first. The maximum long-term disability benefit amount will be $8,000 per month. Where applicable, Family and Medical Leave Act (FMLA) and/or California Family Rights Act (CFRA) leave runs concurrently with disability. Employees have the option of receiving a full paycheck by utilizing his/her own leave time to subsidize the 1/3 while on disability. Disability will cover 2/3 or 66.67% of the pre -disability base salary based off the W-2 (1 year average). However, when on disability, employees may not utilize sick leave. Employees may use vacation, floating holiday, holiday, and/or compensatory time (if applicable). Leave Accrual rate will be based upon the hours utilized. All disability claim forms must be submitted to Human Resources on a timely basis. As a guideline, all claim forms should be submitted within 15 calendar days. All medical certifications or modifications to the medical certification must be submitted to Human Resources on a timely basis. Employees are required to submit a Fitness for Duty— Return from Leave Certification at least 2 working days prior to the date of return to the department director. Employees may not return to work without this certification. CTION 26: LIFE INSURANCE Employees receive an accidental death and dismemberment and life insurance policy of $100,000. SECTION 27: TUITION REIMBURSEMENT The City will reinstate the tuition reimbursement program based upon availability of funding. Subject to City Manager approval, employees may attend and be reimbursed for part or all of the costs of educational and other training courses (up to $5,000 per fiscal year) which provide a benefit to the City provided there are budgeted funds for such approval by the City Council. The educational/training courses must be job-related leading towards a college or university degree or certificate and employees must remain with the City for three (3) years after the successful completion of class/course or must refund the amount received to the City on a pro -rated basis. If an employee leaves employment (voluntarily or involuntarily) with the City, prior to the three (3) years after the completion of class/course, the employee must repay the amount received MGMT Resolution Attachment — No 2021-49 Page 1 13 based upon the following pro -rated basis: Pro -Rated Schedule of Refund Years of Service After Completion Repayment Amount Due to the City Less than one (1) year Full Amount Received Less than two (2) years 2/3 of Amount Received Less than three (3) years 1/3 of Amount Received Employees with prior approval by the City Manager, may be reimbursed for registration, cost of books, tuition, lab fees and parking for classes or instruction, provided such classes or instruction are related to the employee's assigned duties with the City. Reimbursement will be made only after an employee has satisfactorily completed the class or workshop with the grade of "C" or better or a "B" or better for graduate level courses and that proof of completion has been submitted and approved by the City Manager. In general, mandatory, or required training time during working hours shall be considered part of the job. If the City directs an employee to attend a specific, job-related training course during non -working hours, employees may utilize flex time. All study time shall be considered completely voluntary. No overtime pay, additional pay or compensatory time shall be given unless advanced written approval is granted by the City Manager. There is no mileage reimbursement for travel to and from educational classes. Required forms must be completed and necessary documentation (receipts and grades) must be provided in order to receive reimbursement. Final and conclusive determinations of the reimbursement amount shall be made by the City Manager/Assistant City Manager after review of the request and recommendations by the Department Director. SECTION 28: WELLNESS PROGRAM The City shall reimburse employees up to three -hundred dollars ($300) per fiscal year for qualifying expenses of the City's Wellness Program. The form and information required to claim reimbursement for this benefit, and the final determination of whether an expense qualifies for this benefit, are left to the discretion of the City Manager. SECTION 29: COMPUTER PURCHASE PROGRAM The City provides a computer purchase program for all full-time employees as outlined in the Administrative Policy No. 30-09 approved by the City Manager. Full-time employees are eligible for this program after the completion of the probationary period. Loans are due and payable in full upon termination or separation of employment. SECTION 30: EMPLOYEE ASSISTANCE PROGRAM (EAP The City provides employees with access to the Employee Assistance Program (EAP). MGMT Resolution Attachment — No 2021-49 Page 1 14 LEAVES SECTION 31: VACATION ACCRUAL Full-time employees will receive vacation accruals as follows: Vacation Accumulation Years of Service Hours/Pay Period Hours/Year Days/Year Maximum Accumulated Hours Up to year 1 3.85 100 10 Example 3: Year 1—Year 13 5.38 140 14 280 13+ 6.15 160 16 360 All full-time employees accrue 100 hours of vacation leave during their first year of service. One hundred forty (140) hours are accrued for employees with one year of service, up to (but not over) 13 years. For employees with over 13 years of service (13+) the accrual rate is 160 hours. Employees cease to accrue vacation hours when, in any pay period, their balance exceeds two times their annual accrual as determined by their anniversary date. All vacation requests are to be pre -approved by the Department Director. Negative vacation banks or borrowing from future accruals will not be allowed except under provisions of Section 34C. All full-time employees are entitled to a paid vacation following one year of employment. Employees may begin taking accrued vacation after six months of employment. Vacation accruals will be determined by the percentage formula of actual hours in a paid status by the City. Example 1: An employee (with 1-13 years of service) who works 80 hours on paid status per pay period will accrue 5.38 hours/pay period. An employee (with 1-13 years of service) who works 40 hours on Example 2: paid status per pay period will accrue 2.69 hours/pay period (50% of 5.38 hours/pay period). An employee (with 1-13 years of service) who has a zero -leave Example 3: balance and takes an extended leave of absence will not accrue any hours. On July 1, 2011, the City established two (2) vacation banks as follows: Bank A: Vacation earned/accrued prior to June 30, 2011. Bank B: Vacation earned/accrued after July 1, 2011 (Subject to a 2 -year cap). SECTION 32: VACATION BUYBACK In order to encourage employees to take regular vacations on an annual basis and to partially limit the growth of the City's long-term liability of employee accrued vacation hours upon separation of employment, the City has established the following criteria for vacation buyback. MGMT Resolution Attachment — No 2021-49 Page 1 15 A. Once per calendar year, full-time employees are eligible to have the City buyback up to 60 hours of accumulated unused vacation time. Effective December 10, 2021, and continuing thereafter, employees must submit an irrevocable election form, by no later than December 10th of the preceding calendar year, to buy back up to 60 hours of accumulated unused vacation time. The payment shall be made via payroll with the last paycheck in the following December after receipt of the irrevocable election form. In the event an employee has less hours in their vacation bank at the time the cash -out is to be paid than they had previously elected to cash -out, the employee shall only be paid for up to the amount remaining in their vacation bank at the time of the actual cash -out. Employees who do not submit an irrevocable election form by December 10th will be deemed as foregoing participation in the optional annual leave buy-back program for that following calendar year. The buyback may not reduce the vacation leave balance below the equivalent of one year's accrual. B. For the purposes of vacation buyback, all employees must utilize Bank A prior to utilizing Bank B. However, if there are no hours accrued in Bank A, employees may utilize Bank B. C. An employee who experiences an unforeseeable emergency may be permitted to make a new irrevocable election and/or to increase the amount of the previous election, subject to the same value that was permitted at the time the annual irrevocable election forms were due. For these purposes, an "unforeseeable emergency" means a financial hardship to the employee resulting from any of the following: ■ Accident, illness, injury or death of the employee or an immediate family member. For this purpose, an "immediate family member" is restricted to a spouse, registered domestic partner, child/legal dependent, or parent; or ■ Loss or extensive damage to the employee's property due to casualty; or ■ Other similar extraordinary and unforeseeable circumstances arising from events beyond the control of the participant. Whether an occurrence is an unforeseeable emergency shall be solely determined by the City Manager or designee, but requests made under this provision shall not be unreasonably denied. The payment shall be made with the last paycheck in December of that same calendar year. D. If it is subsequently determined by the City, the IRS, a court of competent jurisdiction or another governing authority that the annual buyback provisions in place prior to December 10, 2021, or substantially similar, will not trigger constructive receipt of income from accrued leave, the City will remove the irrevocable election process. For 2021 only, for those employees with balances in Bank A, the City will allow for the buyback of up to 40 hours of accumulated unused vacation time in Bank B and up to 20 hours of accumulated unused vacation time in Bank A in lieu of the 60 hours provided in section A of this Section. The sell back may not reduce the vacation leave balance in Bank MGMT Resolution Attachment — No 2021-49 Page 1 16 B below the equivalent of one year's accrual. The buyback request must be made in writing by November 18, 2021, with payment to occur in December 2021. F. All buybacks shall be paid at the employee's base hourly rate of pay at the time of the payment. SECTION 33: ADMINISTRATIVE LEAVE Each January 1, employees will be allocated 60 hours of administrative leave for the calendar year. Any administrative leave hours that are not utilized by December 31 will be forfeited. Furthermore, any administrative leave on the books for a separating employee will be paid at the employee's hourly rate at a prorated unit of administrative leave available by pay period. SECTION 34: SICK LEAVE A full-time employee who is incapacitated from the performance of such employee's duties by reason of a non -service -related illness or injury, pregnancy, legal requirements of public health officials or for reasons specified in the Family and Medical Leave (FMLA), California Family Rights Act (CFRA), or other state or federal laws are eligible for sick leave. A. Amount Earned: All full-time, regular, or probationary employees will accrue ten (10) hours of sick leave per month. Sick leave will be earned, commencing on the first day of employment as a probationary employee, and accrued on a bi-weekly basis. Employees may accumulate up to a maximum of 120 hours of sick leave with pay per year. Sick leave accruals will be determined by the percentage formula of actual hours in a paid status by the City. Example 1: An employee who works 80 hours on paid status per pay period will accrue 4.62 hours/pay period. An employee who works 40 hours on paid status per pay Example 2: period will accrue 2.31 hour/pay period (50% of 4.62 hours/pay period). Example 3: An employee who has a zero -leave balance and takes an extended leave of absence will not accrue any hours. Except for retirement, all unused sick leave hours will be forfeited when an employee separates from employment, voluntarily or involuntary. Upon retirement, an employee's unused sick leave hours will be converted to service credit as contracted with CAPERS. B. Sick Leave Cap: Accrued sick leave is capped at 500 hours for employees hired after November 30, 2021. C. Advanced Sick Leave: Sick leave time shall not be taken until such time has been accrued. D. Utilization of Sick Leave Benefits: The right to utilize benefits under the sick leave provisions herein continues only during the period that the employee is employed by the City. All benefits hereunder terminate upon the employee leaving City service. An employee on military leave is not granted sick leave during the military leave period. MGMT Resolution Attachment — No 2021-49 Page 1 17 Employees are not eligible to utilize sick leave benefits within the first thirty (30) days of employment. Sick leave is not a leave which an employee may use at his/her discretion, but is allowed only in cases of actual sickness or disability which make it impossible or inadvisable for the employee to perform normal work assignments/functions. Sick leave may be utilized for dental or medical appointments, medical assessments and/or due to a serious illness in the immediate family. The City Manager/department director may deny or revoke sick leave if the incapacitation for which it is taken is caused or substantially aggravated by compensated outside employment. If an employee is absent from work for more than three (3) working days without notifying his/her direct supervisor or department director, the employee may be dismissed from City service for being absent without official leave. Any abuse of sick leave usage is grounds for disciplinary action up to and including dismissal. E. Illness During Vacation Leave: Employees who become ill while on approved vacation leave may request to use available sick leave in lieu of the approved vacation time for the period of illness. Verification of illness may be required by the employee's supervisor or department director prior to approval. F. Notification to Supervisor: Any employee needing to be absent because of sickness or other physical disability must notify the appropriate department director or immediate supervisor at least one (1) day prior to such absence if circumstances permit, or within one (1) hour before the start of the regular shift when prior notice cannot be given. G. Sick Leave Authorized Due to Illness in Family: An employee is allowed sick leave due to a serious illness in the immediate family. The definition of "family" defined under the Family and Medical Leave Act (FMLA) policy will be utilized. In the event of a serious illness in the immediate family, a certificate of such illness and the need for the employee's absence by the acceptable medical authority may be required by the department director. In such case, the employee must be able to produce a verifying certification upon request by the immediate supervisor or management. H. Return to Work Following Illness: The department director may require an employee to submit to a medical and/or psychiatric examination by a physician designated by the City before permitting the employee to return to work after the employee has been on sick leave. If the results of any such examination indicate that the employee is unable to perform assigned duties, or if performance of those duties will expose others to infection, the employee will be placed on sick leave, or leave without pay after all sick leave has been used, until adequate medical evidence is submitted that the employee is competent to perform assigned duties or will not subject others to the infection. Medical Certificate Requirement: In order to be paid for sick leave, the employee must make every good faith effort to notify his immediate supervisor prior to the start of the employee's workday. The department director may request, for cause, a certificate issued by a licensed physician or other satisfactory proof of illness before sick leave is granted. The department director may also choose a licensed physician to conduct a physical examination at City expense. Any employee who makes application for sick leave MGMT Resolution Attachment — No 2021-49 Page 1 18 may be required by either the department director or City Manager to file a certificate signed by a duly and regularly licensed physician authorized to practice medicine or may be required to submit a personal statement which states the employee was incapacitated from performing the duties of the position for each day that sick leave is requested. Authority will also be given to the physician signing the certificate, to disclose to the City Manager or the department director, information relating to sick leave. Sick leave will be granted when the application for sick leave is approved by the department director or the City Manager. J. Transfer of Sick Leave: New employees may be credited up to two hundred (200) hours of sick leave from their previous public agency employer provided the previous employer did not otherwise compensate the employee for said hours. The new employee must provide a letter or documentation from the previous employer verifying accrued but uncompensated hours. K. Unused Accumulated Sick Leave Upon Separation: An employee will not receive any payment for unused accumulated sick leave upon dismissal of employment or retirement (either disability or regular). An employee may not use sick leave to extend a retirement (either disability or regular) or dismissal date. This prohibition does not affect an employee's right to obtain sick leave credit with CalPERS. Any other balances or if an employee resigns or is dismissed will be forfeited. L. Catastrophic Leave Policy: During the term of this Resolution, the City will adopt a sick leave donation policy. The policy is intended to be adopted in accordance with IRS Revenue Ruling 90-29 and other applicable legal standards under which employees can donate sick leave to another employee whose own medical condition, or family member's medical condition, will require the prolonged absence of that other employee from duty and will result in a substantial loss of income to the employee because the employee will have exhausted all paid leave available, apart from the donated leave under the plan. SECTION 35: CITY -RECOGNIZED HOLIDAYS A. The following days are recognized and observed as paid holidays: 1. New Year's Day (January 11t) 2. Martin Luther King's Birthday (the third Monday in January) 3. Presidents' Birthday (the third Monday in February) 4. Cesar Chavez (March 31St) 5. Memorial Day (the last Monday in May) 6. Juneteenth (June 19th) 7. Independence Day (July 4th) 8. Labor Day (the first Monday in September) 9. Veteran's Day (November 11th) 10. Thanksgiving Day (the fourth Thursday of November) 11. Christmas Eve (December 24th) — Effective December 2022 12. Christmas Day (December 25th) MGMT Resolution Attachment — No 2021-49 Page 1 19 B. If one of the above listed City recognized holidays falls on a Friday or Saturday, the holiday will be observed on the preceding Thursday. If the holiday falls on a Sunday, the holiday will be observed on the following Monday. C. Non-essential City services and facilities are closed from Christmas Day (Christmas Eve beginning December 2022) through New Year's Day. Employees may use vacation time, banked hours, administrative leave, and/or time without pay for workdays within the holiday closure. SECTION 36: FLOATING HOLIDAYS In exchange for the additional City recognized holidays (Cesar Chavez and Juneteenth) as established in Section 35, floating holidays are eliminated beginning calendar year 2022. Employees who received floating holiday time in calendar year 2021 must use those hours before the end of the calendar year or the hours will be forfeited. If an employee terminates employment with the City, any unused floating holiday time will be forfeited. SECTION 37: TEMPORARY MODIFIED WORK SCHEDULE Depending on an employee's area of assignment, an alternate work schedule may be arranged with Department Director approval. This could include the possibility of utilizing a flextime or telecommuting from an offsite location. Any prolonged telecommuting arrangement must be approved by the City Manager. Any alternate workweek must be approved, in writing, by the City Manager. SECTION 38: FLEXIBLE SCHEDULING DUE TO SPECIAL EVENTS All full-time employees are required to work the 4th of July Parade/Carnival/Fireworks special event. In addition, some employees are required to work special events in the course of their regular duties. The City reserves the right to adjust the day's work hours to meet the staffing needs of the 4th of July Parade/Carnival/Fireworks special event. For every work week in which there is a designated special event, the City Manager may authorize the 'flexing' of all hours within the same workday or same workweek of the special event while ensuring that appropriate staff coverage is maintained for operational needs and continued City services. For purposes of this Section, a "special event" is a scheduled, pre -planned program, activity, or other event that is offered by the City for attendance by one or more members of the public. If an employee is required to work on a city recognized holiday, holiday hours equivalent to the number of hours worked, up to ten (10), will be banked. Banked hours not used by December 31St will be forfeited. SECTION 39: BEREAVEMENT LEAVE In the event of the death of an employee's immediate family (defined as spouse, parent, stepparent, grandparent, sibling, children, grandchildren, mother-in-law, father-in-law, sister-in- law, brother-in-law, registered domestic partner or child of a registered domestic partner), Employees are entitled to forty (40) hours for bereavement leave per incident. MGMT Resolution Attachment — No 2021-49 Page 1 20 SECTION 40: JURY LEAVE An employee of the City who is required to participate as a juror or required to participate in the jury selection process, shall be paid up to and including 80 hours of salary and benefits during each fiscal year while engaged in such activities. Any employee called to serve as a juror shall receive his/her regular compensation while on such leave, provided that the employee remits to the City any payments or fees received as a juror, excluding mileage reimbursement. Employee shall provide from the courts, certification of the amount of time served on jury duty each day for which jury duty leave with pay is requested. Employees shall return to their regular job assignment after being released from jury duty each day provided at least one-half (1/2) of their shift remains. Compensation shall extend beyond 80 hours only upon provision to the City of a certified court document showing that trial counsel and/or the Court estimated the length of trial for which an employee has been selected as juror, to be more than 80 hours. The employee shall advise their Department Director and the Human Resources Manager upon receiving a court order to appear beyond the 80 hours as a juror. The granting of such leave with pay shall be subject to the approval of the City Manager or designee, consistent with the requirements set forth herein. OTHER SECTION 41: DIRECT DEPOSIT Employees are offered an option to authorize the automatic deposit of each paycheck into an individual's checking, savings, or credit union account. Payroll checks will not be issued in advance. SECTION 42: EMERGENCY WAIVER PROVISION In the event of circumstances beyond the control of the City, such as acts of God, fire, flood, insurrection, civil disorder or national emergency, or similar circumstances, the provisions of this Resolution or City's Human Resources Rules and Regulations, which restrict the City's ability to respond to these emergencies, shall be suspended for the duration of such emergency. The City agrees that this provision will not be used to unilaterally eliminate any of its financial obligations or to reduce any of the economic benefits provided to employees covered by this Resolution. MGMT Resolution Attachment — No 2021-49 Page 1 21 Appendix A City of Rosemead Middle Management, Professional, and Confidential Group July 1, 2021 through June 30, 2023 Effective July 1, 2021- October 30, 2021 Administrative Analyst 4,793 5,911 AdministrativeSDecialist 4.177 Sain Associate Planner 5,676 6,969 Deputy City Clerk 5,544 6,758 Executive Asst To The City Mgr 4,904 6,024 Finance Manager 8,033 9,737 Human Resources Analyst 5,307 6,414 Human Resources Manager 7,346 9,089 Management Analyst 5,082 6,470 Planning& Econ Development Mgr 7.973 9.714 Public SafetvManager 1 6.5901 8.917 Public Safety Supervisor 5,991 8,106 Public Works Manager 7,729 9,500 Recreation Manager 7,046 8,642 Recreational Supervisor 5.370 6.755 Sr Code Enforcement Officer 5,468 6,858 Senior ManagementAnalvst 5.769 7na5 Effective October 31, 2021 .Position Title Administrative Analyst -. 1 4,666 Step 2 4,806 Step 3 4,950 Step 4 5,099 Step 5 5,252 Step 5,410 Step 7 5,572 Step 8 5,739 Step 9 5,911 Step 10 6,088 Administrative Specialist 4,270 4,398 4,530 4,666 4,806 4,950 5,099 5,252 5,410 5,572 Associate Planner 5,502 5,667 5,837 6,012 6,192 6,378 6,569 6,766 6,969 7,178 Deputy City Clerk 5,334 5,494 5,659 5,829 6,004 6,184 6,370 6,561 6,758 6,961 Executive Asst To The City Mgr 4,756 4,899 5,046 5,197 5,353 5,514 5,679 5,849 6,024 6,205 Finance Manager 7,686 7,917 8,154 8,399 8,651 8,911 9,178 9,453 9,737 10,029 Human Resources Analyst 5,064 5,216 5,372 5,533 5,699 5,870 6,046 6,227 6,414 6,606 Human Resources Manager 7,175 7,390 7,612 7,840 8,075 8,317 8,567 8,824 9,089 9,362 Management Analyst 5,108 5,261 5,419 5,582 5,749 5,921 6,099 6,282 6,470 6,664 Planning & Econ Development Mgr 7,668 7,898 8,135 8,379 8,630 8,889 9,156 9,431 9,714 10,005 Public Safety Manager 7,039 7,250 7,467 7,691 7,922 8,160 8,405 8,657 8,917 9,185 Pub] icSafety Supervisor 6,398 6,590 6,788 6,992 7,202 7,418 7,641 7,870 8,106 8,349 Public Works Manager 7,498 7,723 7,955 8,194 8,440 8,693 8,954 9,223 9,500 9,785 Recreation Manager 6,822 7,027 7,238 7,455 7,679 7,909 8,146 8,390 8,642 8,901 Recreational Supervisor 5,332 5,492 5,657 5,827 6,002 6,182 6,367 6,558 6,755 6,958 Sr Code Enforcement Officer 5,415 5,577 5,744 5,916 6,093 6,276 6,464 6,658 6,858 7,064 Senior Management Analyst 5,552 5,719 5,891 6,068 6,250 6,438 6,631 6,830 7,035 7,246 MGMT Resolution Attachment - No 2021-49 Page 1 22 City of Rosemead Middle Management, Professional, and Confidential Group July 1, 2021 through June 30, 2023 Effective November 1, 2021 Position Title Administrative Analyst Step 1 4,759 Step 2 4,902 Step 3 5,049 Step 4 5,200 Step 5 5,356 Step 6 5,517 Step 7 5,683 Step 8 5,853 Step 9 6,029 ' r 6,210 Administrative Specialist 4,354 4,485 4,620 4,759 4,902 5,049 5,200 5,356 5,517 5,683 Associate Planner 5,613 5,781 5,954 6,133 6,317 6,506 6,701 6,902 7,109 7,322 Deputy City Clerk 5,442 5,605 5,773 5,946 6,124 6,308 6,497 6,692 6,893 7,100 Executive Asst To The City Mgr 4,850 4,996 5,146 5,300 5,459 5,623 5,792 5,966 6,145 6,329 Finance Manager 7,840 8,075 8,317 8,567 8,824 9,089 9,362 9,643 9,932 10,230 Human Resources Analyst 5,164 5,319 5,479 5,643 5,812 5,986 6,166 6,351 6,542 6,738 Human Resources Manager 7,318 7,538 7,764 7,997 8,237 8,484 8,739 9,001 9,271 9,549 Management Analyst 5,209 5,365 5,526 5,692 5,863 6,039 6,220 6,407 6,599 6,797 Planning & Econ Development Mgr 7,821 8,056 8,298 8,547 8,803 9,067 9;339 9,619 9,908 10,205 Public Safety Manager 7,181 7,396 7,618 7,847 8,082 8,324 8,574 8,831 9,096 9,369 Public Safety Supervisor 6,526 6,722 6,924 7,132 7,346 7,566 7,793 8,027 8,268 8,516 Public Works Fiscal and Project Mgr 6,231 6,418 6,611 6,809 7,013 7,223 7,440 7,663 7,893 8,130 Public Works Manager 7,650 7,880 8,116 8,359 8,610 8,868 9,134 9,408 9,690 9,981 Recreation Manager 6,959 7,168 7,383 7,604 7,832 8,067 8,309 8,558 8,815 9,079 Recreational Supervisor 5,439 5,602 5,770 5,943 6,121 6,305 6,494 6,689 6,890 7,097 Sr Code Enforcement Officer 5,521 5,687 5,858 6,034 6,215 6,401 6,593 6,791 6,995 7,205 Senior Management Analyst 5,665 5,835 6,010 6,190 6,376 6,567 6,764 6,967 7,176 7,391 Effective June 27, 2022 Position Title Administrative Analyst Step I 4,854 Step 2 5,000 Step 3 5,150 Step 4 5,305 Step 5 5,464 Step 6 5,628 Step 7 5,797 Step 8 5,971 Step 9 6,150 , 10 6,334 Administrative Specialist 4,443 4,576 4,713 4,854 5,000 5,150 5,305 5,464 5,628 5,797 Associate Planner 5,723 5,895 6,072 6,254 6,442 6,635 6,834 7,039 7,250 7,468 Deputy City Clerk 5,550 5,717 5,888 6,065 6,247 6,434 6,627 6,826 7,031 7,242 Executive Asst To The City Mgr 4,949 5,097 5,250 5,407 5,569 5,736 5,908. 6,085 6,268 6,456 Finance Manager 7,998 8,238 8,485 8,740 9,002 9,272 9,550 9,836 10,131 10,435 Human Resources Analyst 5,267 5,425 5,588 5,756 5,929 6,107 6,290 6,479 6,673 6,873 Human Resources Manager 7,464 7,688 7,919 8,157 8,402 8,654 8,914 9,181 9,456 9,740 Management Analyst 5,315 5,474 5,638 5,807 5,981 6,160 6,345 6,535 6,731 6,933 Planning & Econ Development Mgr 7,978 8,217 8,464 8,718 8,980 9,249 9,526 9,812 10,106 10,409 Public Safety Manager 7,325 7,545 7,771 8,004 8,244 8,491 8,746 9,008 9,278 9,556 Public Safety Supervisor 6,656 6,856 7,062 7,274 7,492 7,717 7,949 8,187 8,433 8,686 Public Works Fiscal and Project Mgr 6,356 6,547 6,743 6,945 7,153 7,368 7,589 7,817 8,051 8,293 Public Works Manager 7,804 8,038 8,279 8,527 8,783 9,046 9,317 9,596 9,884 10,181 Recreation Manager 7,097 7,310 7,529 7,755 7,988 8,228 8,475 8,729 8,991 9,261 Recreational Supervisor 5,548 5,714 5,885 6,062 6,244 6,431 6,624 6,823 7,028 7,239 Sr Code Enforcement Officer 5,632 5,801 5,975 6,154 6,339 6,529 6,725 6,927 7,135 7,349 Senior Management Analyst 5,778 5,951 6,130 6,314 6,503 6,698 6,899 7,106 7,319 7,539 MGMT Resolution Attachment - No 2021-49 Page 1 23