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CC - Item 6A - Citywide Compensation Study and Related ActionsROSEMEAD CITY COUNCIL STAFF REPORT TO: THE HONORABLE MAYOR AND�UNCIL FROM: BEN KIM, CITY MANAGER ++�� DATE: APRIL 8, 2025 SUBJECT: CITYWIDE COMPENSATION STUDY AND RELATED ACTIONS SUMMARY In 2024, the City engaged Public Sector Personnel Consultants to review and make recommendations to the compensation structure for all City positions and propose strategies for improvement. This report summarizes the study's findings and its connection to the recommended compensation adjustments. Additionally, staff recommends aligning below-market salaries with current market rates. DISCUSSION/ANALYSIS The City's most recent Citywide compensation study was completed more than 15 years ago. A compensation study is a vital tool for the City to ensure that Rosemead can attract, retain, and fairly compensate employees, contributing to the effective delivery of public services. By benchmarking the salary structure against industry standards and local government trends, the City can offer competitive wages, helping the city attract skilled workers while staying within budgetary constraints. This is crucial for recruitment, ensuring that the City remains an employer of choice, particularly for highly specialized roles where talent may be in high demand. Moreover, compensation studies play a key role in reducing turnover and enhancing employee morale. Employees who feel they are being fairly compensated are more likely to stay, thus reducing the costs and challenges associated with frequent turnover and recruitment efforts. This stability allows the City to maintain continuity in services, improve workforce morale, and avoid disruptions in critical operations. A compensation study also promotes fairness within the organization by identifying and addressing any internal pay disparities. This helps avoid potential morale issues and ensures that employees are compensated equitably for similar roles and responsibilities, fostering a positive and inclusive workplace culture. AGENDA ITEM 6.A City Council Meeting — Citywide Compensation Study and Related Actions April 8, 2025 Page 2 of 8 The following cities were chosen for inclusion in this salary survey. Their complete salary plans were reviewed, and data was extracted for job classes that align with the City's salary survey benchmarks. Alhambra Montebello Arcadia Monterey Park Azusa Pasadena Baldwin Park San Gabriel Downey San Marino El Monte South Gate La Puente Temple City Monrovia West Covina The study encompassed more than 55 position classifications within all City departments. A summary of the employee groups and Full Time Employee (FTE) totals are shown in the table below. Table 1 'Giculated by diodi ng the number of budgeted hours by 2080 A standard "structure -to -structure" approach was used to compare the City's salary structure maximum to the prevailing rates, which represent the average salary range maximums for each benchmark job class. Key Aspects of Structure -to -Structure Comparison: 1) Salary Range Maximums — The comparison focuses on the highest salary within a given pay range, rather than looking at starting salaries or actual employee pay. 2) Benchmarking Against Market Rates — The City selects benchmark job classes (i.e., representative positions that exist in both the City and the broader labor market) and compares their maximum salary levels to those in comparable organizations. 3) Consistent Framework — Instead of looking at individual employee pay or averages, this method ensures an apples -to -apples comparison by evaluating predefined salary structures. Focus on Competitive Positioning — The goal is to determine whether the City's salary ranges are aligned, above, or below market standards, ensuring competitiveness in attracting and retaining talent. To calculate the total compensation for each benchmark, data on employer contributions to City Council Meeting — Citywide Compensation Study and Related Actions April 8, 2025 Page 3 of 8 key benefits was gathered. The cash value of these contributions was added to base pay and averaged to determine the Total Comp Prevailing Rate for each benchmark. The benefits included in this calculation are: • Group health (assuming family -level enrollment) • Net employer contributions to pension (Ca1PERS) • Auto allowance • Bilingual pay • Certification, assignment, and incentive pay • Deferred compensation • Education pay • Longevity pay • Stipends for technology devices and/or cell phones SUMMARY OF REPORT FINDINGS Public Sector Personnel Consultants findings for the City of Rosemead are as follows: 1. Base Compensation: • 67% of job classes are within 5% or above the prevailing market rates, meaning they are competitive. • 33% of job classes fall more than 5% below the prevailing rates, meaning they are not competitive. 2. Total Compensation: • 74% of job classes are within 5% or above the prevailing rates, meaning they are competitive. • 26% of job classes fall more than 5% below the prevailing rates, meaning they are not competitive. 3. Comparison of Base vs. Total Compensation: • The City is slightly more competitive in total compensation, with seven more job classes meeting the competitive criteria compared to base compensation. 4. Leave Benefits: • The City offers competitive vacation hours for employees with 1 to 15 years of service, along with paid sick leave, paid holidays, and administrative/management leave. 5. For employees with more than 20 years of service, vacation hours are not competitive, and the City does not offer a competitive personal leave plan. City Council Meeting — Citywide Compensation Study and Related Actions April 8, 2025 Page 4 of 8 FURTHER ANALYSIS OF CONSULTANT DATA Please see below for the breakdown of base compensation in relation to prevailing rates for each employee group, without accounting for a 5% variance above or below those rates. Table 2 Below Market Above Market 'Includes City Manager and City Across all employee groups, a total of 33 position classifications (benchmarks) are currently below market rates, while 22 exceed market levels. The extent of variance for below-market benchmarks ranges from a minimal -0.1% to as much as -19.1%, indicating significant discrepancies in certain positions. Conversely, the benchmarks that surpass market rates show a variance between 0.1% and 9.4%, reflecting varying degrees of competitiveness above market standards. City Council Meeting - Citywide Compensation Study and Related Actions April 8, 2025 Page 5 of 8 The following table illustrates the current Rosemead monthly pay rates for full-time positions in comparison to the market. Table 3 APPOINTED City Manager 1 21,416 22,970 (1,554) -7.3% Below Market City Clerk 1 13,717 12,446 1,271 9.3% Above Market EXECUTIVE 1 8,015 7,672 343 4.3% Above Market Assistant City Manager 1 20,448 20,535 (87) -0.40/ Below Market Director of Community Development 1 17,948 18,134 (186) -1.01Y Below Market Directorof Finance 0 18,533 18,692 (159) -0.9% Below Market Directorof Parks&Recreation 1 17,067 17,045 22 0.1% Above Market Directorof Public Works 1 18,601 18,616 (15) -0.1% Below Market MID-MGT/PROFESSIONAL/CONFIDENTIAL Accountant 1 8,015 7,672 343 4.3% Above Market Administrative Analyst 2 6,785 6,543 242 3.691 Above Market Administrative Specialist 2 6,210 6,008 202 3.3% Above Market Associate Engineer 1 10,045 9,636 409 4.1% Above Market Associate Planner 1 8,000 8,541 (541) -6.81% Below Market Building Official 1 11,990 13,092 (1,102) -9.2% Below Market City Engineer 1 13,319 15,101 (1,783) -13.451 Below Market Deputy City Clerk 1 7,758_ 7,302 456 5.9% Above Market Deputy Director of Community Development 0 13,308_ 14,796 (1,488) -11.2% Below Market Executive Assistant To The City Manager 16,915_ 7,092 (177) -2.6% Below Market Finance Manager 1 _ 11,178 __ 12,480 (1,302) -11.7% Below Market Human Resources Analysts 2 7,362 8,255 (893) -12.1% Below Market Human Resources Manager 1 10,434 12,429 (1,995) -19.1% Below Market Management Analyst 2 7,426 8,011 (585) -7.9% Below Market Plan Checker 1 8,488 8,673 (195) -2.2% Below Market Planning & Econ Development Manager 1 11,150 12,679 _(1,529) -13.791 Below Market Public Safety Manager 1 10,236 11,221 (985) -9.69/6 Below Market Public Safety Supervisor 1 9,304 8,648 656 7.1% Above Market Public Works Fiscal and Project Manager * 1 8,884 10,263 (1,379) -15.5% Below Market Public Works Manager 1 10,906 11,821 (915) -8.4% Below Market Recreation Supervisor 3 7,755 7,975 (220) -2.8% Below Market Senior Code Officer 2 7,872 8,006 (134) -1.791 Below Market Senior Management Analyst 0 8,076 9,330 (1,254) -15.S% Below Market Senior Planner 1 9,696 10,182 (486) -5.0%%Below Market GENERAL Accounting Specialist 1 5,741 5,204 537 9.4% Above Market Administrative Assistant 5 5,645 5,450 195 3.5% Above Market Assistant Planner 1 7,046 7,507 (461) -6.5% Below Market Building Inspector 1 7,683 7,475 208 2.7% Above Market Code Enforcement Officer 3 6,254 6,775 (521) -8.3% Below Market Facility Technician 1 5,504 5,330 174 3.2% Above Market Maintenance Lead Worker 5 6,126 6,378 (252) -4.1% Below Market Maintenance Worker 10 5,336 5,160 176 3.3% Above Market Permit Technician 3 6,156 5,671 485 7.99/ Above Market Public Works Inspector 1 7,579 7,878 (299) -3.9% Below Market Recreation Coordinator 3 5,891 _ 6,119 (228) -3.9% Below Market Senior Accounting Specialist 2 6,174 6,218 (44) _-0.7% Below Market , City Council Meeting - Citywide Compensation Study and Related Actions April 8, 2025 Page 6 of 8 One position, the Public Works Fiscal and Project Manager, as seen on Table 3 of the previous page, was difficult to benchmark as there was no comparable positions available. This position's duties and responsibilities, however closely align with those of a Principal Management Analyst in other organizations, which typically earns 10% more than the Senior Management Analyst series and is recommended to be in line as such. Please also note that the positions of Director of Public Safety and Administrative Services Manager were not included in this study, as they were recently approved by the Council at the market rate average. The following table illustrates the current Rosemead hourly pay rates for part-time positions in comparison to the market. Administrative Intern Aquatic Attendant Assistant Pool Manager Community Service Officer Lifeguard Lifeguard Swim -Instructor Office Specialist (Part-time) Park Ranger Parking Control Officer Playschool Teacher Recreation Leader Recreation Leader, Senior Youth Worker 20.18 20.53 (0.35) -1.7%Below Market 19.53 18.54 0.99 5.0% Above Market 22.85 24.19 (1-34) -5.9% Below Market 25.94 25.92 0.03 0.1% Above Market 20.72 20.10 0.62 3.0% Above Market 21.76 21.97 (0.22) -1-0% Below Market 24.70 21.25 3.45 14.0% Above Market 25.94 25.53 0.42 1.6% Above Market 25.94 26.21 (0.27) -L0%Below Market 23.53 22.42 1.12 4.71% Above Market 20.12 18.64 1.48 7.3% Above Market 23.53 20.79 2.74 11.6% Above Market 16.60 18.39 (L79) -10.8% Below Market RECOMMENDED COMPENSATION CHANGES Staff recommends adjusting salaries that are currently below market levels to enhance the City's ability to attract and retain qualified employees. Competitive wages are essential in maintaining a skilled workforce, reducing turnover, and ensuring the City remains an employer of choice. Based on salary survey data, these adjustments will bring compensation in line with market rates, supporting fair and equitable pay practices. This proposed increase would affect 33 position classifications, encompassing 39 budgeted full-time positions and approximately 8.5 full-time equivalent budgeted part-time positions. The recommended adjustments do not include the City Manager and the City Clerk, whose contract is separately approved by the City Council. By aligning salaries with market standards, the City can improve employee morale, productivity, and job satisfaction while reducing costs associated with frequent recruitment and training due to high turnover. In a competitive labor market, offering competitive wages is crucial for retaining institutional knowledge and ensuring continuity in public services. It is important to clarify that the increase applies to the salary ranges for position classifications, not directly to employees' pay. While the salary range for certain positions will City Council Meeting — Citywide Compensation Study and Related Actions April 8, 2025 Page 7 of 8 be adjusted, this does not guarantee an immediate or automatic pay increase equal to the market adjustment for employees currently in those roles. However, employees in positions brought up to market rates may see a slight pay increase due to changes in the "Step" structure. Any individual salary adjustments will continue to be determined through the standard annual performance evaluation process, ensuring that pay increases are based on performance, tenure, and other relevant factors. Position classifications that are currently above market are not recommended for reduction adjustment in order to maintain employee morale and foster a sense of fairness within the organization. When salaries are above market, employees in those positions may feel valued and secure in their compensation, which contributes to job satisfaction, motivation, and a strong sense of loyalty to the organization. Adjusting these positions downward could negatively impact morale, as employees might perceive the change as unfair or demotivating, especially if they feel their compensation is being reduced or undermined. Additionally, maintaining above -market salaries for certain positions ensures that the City remains competitive in attracting and retaining top talent in key roles. By not altering these positions, the organization can continue to recognize the value of these employees and maintain a strong foundation of expertise and leadership within the workforce. AMENDING THE ADOPTED SALARY SCHEDULE California Code of Regulations (CCR) Section 570.5 and amendments to 571(b) require a consolidated Salary Schedule which shows all City classifications and salary ranges for purposes of determining eligible salary compensation for retirement be publicly available. The attachment to Resolution 2025-20 represents the Citywide Salary Schedule including the new positions and salaries for concurrent approval. Staff is recommending that the Council authorize the salary range adjustments for Executive, Mid - Management, Confidential, Professional, and Part -Time positions as outlined in the attached Resolution No. 2025-20, with salary changes effective as of the first day in the following pay period which is Monday, April 14u', 2025. However, because the Rosemead Employee Association (REA) is a represented group, the City is required to engage in the meet -and -confer process, and the REAs agreement is necessary before moving forward. Therefore, we cannot implement these adjustments at this time for REA and will need to revisit the matter in the future, pending REA's consent. FISCAL IMPACT If all positions were at their current maximum rate of pay and if all budgeted positions are filled, the estimated total annual fiscal impact, including benefits, to align below-market salaries with market rates could be up to $419,000. There are no estimated costs for the remainder of the fiscal year to adjust below- market classifications in the Executive Group. However, the estimated fiscal impact for the remainder of the fiscal year for the Mid -Management, Professional & Confidential Group is $15,000. The estimated fiscal impact for the remainder of the fiscal year for the Part -Time Group amounts to $2,000. City Council Meeting — Citywide Compensation Study and Related Actions April 8, 2025 Page 8 of 8 STAFF RECOMMENDATION It is recommended that the City Council take the following actions: 1) Receive and file the Citywide Total Compensation study report provided by Public Sector Personnel Consultants. 2) Approve Resolution No. 2025-20 to amend the salary listing for full-time and part-time positions, adjusting salary ranges to align below-market classifications with market rates for the unrepresented Executive Group, the unrepresented Mid -Management, Professional & Confidential Group, and the unrepresented Part -Time Group. 3) Approval to bring back a salary adjustment resolution for Rosemead Employee Association after a meet and confer with Rosemead Employee Association AFSCME Local 321 representatives. PUBLIC NOTICE PROCESS This item has been noticed through the regular agenda notification process in accordance with the Brown Act. Submitted by: Bryan Chua, Assistant City Manager/Finance Director Attachments: Attachment A: 2025 Total Compensation Survey for the City of Rosemead Attachment B: Resolution No. 2025-20 — Amending the City of Rosemead Salary Schedule for Fiscal Year 2024-25 to Meet the California Code of Regulations Title 2, Section 570.5 and 571 to Reflect Approved Rates Attachment A 2025 Total Compensation Survey 2025 TOTAL COMPENSATION SURVEY FOR THE CITY OF ROSEMEAD APRIL 2025 Prepared by: Public Sector Personnel Consultants National Office: 2824 North Power Road Mesa, Arizona 85215 www.compensationconsulting.com 888-0522-7772 2025 TOTAL COMPENSATION SURVEY FOR THE CITY OF ROSEMEAD TABLE OF CONTENTS Section Facie 1. EXECUTIVE SUMMARY........................................................................................................................3 — Page 1 A. SUMMARY OF FINDINGS...............................................................................................................3 Page 2 2. EXTERNAL COMPETITIVENESS COMPARISONS.............................................................................4 Page 7 A. SOURCES OF EXTERNAL DATA................................................................................................... 4 B. BASE COMPENSATION CALCULATION.......................................................................................4 — Page 17 C. TOTAL COMPENSATION CALCULATION.....................................................................................4 — Page 21 D. BENCHMARK OCCUPATIONS....................................................................................................... 5 E. EXTERNAL PREVAILING RATE COMPARISON...........................................................................5 — Page 23 1. BASE COMPENSATION RESULTS.........................................................................................5 — Page 28 2. TOTAL COMPENSATION RESULTS.......................................................................................5 3. PAID TIME OFF BENEFITS...................................................................................................................6 A. VACATION LEAVE ACCRUALS..................................................................................................... 7 B. OTHER LEAVE ACCRUALS........................................................................................................... 7 Appendix External Prevailing Rates Comparison.............................................................................Appendix — Page 1 Total Compensation Details — Group Health....................................................................Appendix— Page 2 Incentives paid as a flat amount..........................................................................Appendix— Page 7 Incentives paid as a percentage of salary ..........................................................Appendix — Page 12 PERS Formulas and Contribution Rates........................................................................Appendix — Page 17 Education Pay Details.....................................................................................................Appendix — Page 21 Certification, Specialty, and Assignment Pay Details .....................................................Appendix — Page 22 PTO -Paid Leave — Vacation Leave at Various Years of Service....................................Appendix — Page 23 Other Leave — Sick, Holidays, Floating Holidays ...............................................Appendix — Page 28 PSPC COR APR 2025 2 1. EXECUTIVE SUMMARY Public Sector Personnel Consultants is pleased to provide this report describing the 2025 Salary Survey findings for the City of Rosemead. A. SUMMARY OF FINDINGS 1. Base Compensation: The City's base compensation plan is competitive (within 5% or more of the prevailing rates) for sixty-seven percent (67%) of its salary survey benchmarked job classes in comparison to the designated competitor employers. The City is not competitive (more than 5% below the prevailing rates) for the remaining thirty-three percent (33%) of the surveyed jobs are more than five percent (page 5 and External Prevailing Rates Comparison, Appendix— Page 1). 2. Total Compensation: The City's total compensation plan is competitive (within 5% or more of the prevailing rates) for seventy-four percent (74%) of its salary survey benchmarked job classes in comparison to the designated competitor employers. The City is not competitive (more than 5% below the prevailing rates) for the remaining twenty-six percent (26%) of the surveyed jobs (page 5 and, External Prevailing Rates Comparison, Appendix— Page 1). 3. The City is slightly more competitive for Total Comp (seven more jobs are competitive) than for base compensation (page 5). 4. The City offers a competitive number of vacation hours for employees with one year of service through fifteen years of service, paid sick leave, paid holidays, and administrative/management leave (page 7). 5. The City does not offer a competitive number of vacation hours for employees with more than twenty years of service and for personal leave (page 7). PSPC COR APR 2025 3 2. EXTERNAL COMPETITIVENESS COMPARISONS The following paragraphs and tables compare the salary range maximums from the City's current salary structure to those for similar occupations at public employers with whom the City competes to obtain and retain high quality staff. A. SOURCES OF EXTERNAL DATA The following cities were selected by the City for inclusion in this salary survey. We obtained the complete salary plans of each and extracted data on theirjob classes matching the City's salary survey benchmarks. Alhambra Montebello Arcadia Monterey Park Azusa Pasadena Baldwin Park San Gabriel Downey San Marino EI Monte South Gate La Puente Temple City Monrovia West Covina B. BASE COMPENSATION CALCULATION We utilized a standard "structure -to -structure" method to compare the City's salary structure Maximum to the Prevailing Rates. The Prevailing Rates are the average of all salary range maximums for each benchmark job class. C. TOTAL COMPENSATION CALCULATION To calculate the total compensation (Total Comp) for each benchmark, we collected data on the amounts employers pay for certain major benefits. The cash value of the contribution was added to the base pay amounts and averaged to arrive at the Total Comp Prevailing Rate for each benchmark. Benefits included in the Total Comp calculation include the cash contributions for the following: • Group health — assumes family level enrollment • Net employer contributions to pension (CAPERS) • Auto allowance • Bilingual pay • Certification, assignment, incentive pay • Deferred compensation • Education pay • Longevity pay • Stipends for technology devices and/or cell phones Details and additional information about benefits offered by comparator employers are included in the Appendix of this report. PSPC COR APR 2025 4 D. BENCHMARK OCCUPATIONS This survey includes all current City job classes. Benchmark job classes were identified using the City's job content as the basis of comparison and identifying similar jobs at the comparator employers using their job descriptions, organizational charts, and budgets. Benchmark job classes are listed on the External Prevailing Rates Comparison table on Appendix - Page 1. E. EXTERNAL PREVAILING RATE COMPARISON The tables below summarize the relationship of the City's compensation to the prevailing rates for both base compensation and total compensation. Details by benchmark job class are included in Table 1 Appendix -Page 1. NOTE: Relationship of +/- 5% to the prevailing rates is considered comparable to the prevailing rates. 1. BASE COMPENSATION RESULTS The City's base compensation plan is competitive (within 5% or more of the prevailing rates) for sixty-seven percent (67%) of the benchmark job classes and is not competitive (more than 5% below the prevailing rates) for thirty-three percent (33%) of the benchmark job classes. Relationship to Prevailing Rates No. of Benchmarks % of Sample More than 5% BELOW 18 ° Comparable—within 5% 28 51% More than 5% AHEAD 9 16% The 18-28-9 distribution pattern is suggestive of a salary plan that has been adjusted by across- the-board increases in past years, instead of per -occupation adjustments for their individual variances from the prevailing rates. 2. TOTAL COMPENSATION RESULTS The City's total compensation plan is competitive (within 5% or more of the prevailing rates) for seventy-four percent (74%) of the benchmark job classes and is not competitive (more than 5% below the prevailing rates) for twenty-six percent (26%) of the benchmarked job classes. Relationship to Prevailing Rates No. of Benchmarks % of Sample More than 5% BELOW 11 ° Comparable—within 5% 23 55% More than 5% AHEAD 8 19% Note: The City is slightly more competitive for Total Comp (seven more jobs are competitive) than for base compensation. PSPC COR APR 2025 5 3. PAID TIME OFF BENEFITS We surveyed various paid time off benefits offered by the sixteen comparator cities shown on page four above. While vacation, paid sick, and paid holidays are common benefits offered by all sixteen of the comparator cities, the accrual amounts for each benefits often vary based on whether a job class is exempt or non- exempt under the Fair Labor Standards Act (FLSA), belongs to a bargaining unit, or is considered an executive level, management level, or a general level job class. Highlights of the findings are summarized in the tables below with full details included in the Appendix of this report. Market Average represents the average benefit accrual amount offered across all categories of employment and includes executive, management, bargaining unit, and general benefit levels. The table below summarizes the types of paid leave offered by the comparator cities. Comparator Vacation Sick. Fixed Floating Personal AdminNgmt Educ Employer Leave Leave : Holidays Holidays Days (Exempt only) Leave Alhambra X X X X X X No Arcadia X X X X X X No Azusa X X X X No X No Baldwin Park X X X No No X No Doveney x X X No No X X EI Monte X X X X X X No La Puente' X X X X X Not indicated No Monrovia X X X X X X No Montebello X X X No No X No Monterey Park X X X X X X No Pasadena X X X X No X No San Gabriel X X X X X X No San Marino X X x X No X No South Gate X X X X No X No Temple City X X X X No X No West Covina X X X X X X No No. Offering Benefit 16 16 16 13 8 15 1 Rosemead X X X No No X No • All offer paid time off for vacation, sick, and holidays. • Most provide exempt employees with administrative or management leave. • Half the employers offer personal paid time off. • One employer offers leave for educational purposes. Note 1) La Puente provided general benefits information only and did not indicate if executive and management employees receive any benefits beyond those offered to the general employees. PSPC COR APR 2025 6 A. VACATION LEAVE ACCRUALS Vacation benefits are offered by all sixteen comparator employers included in this survey. Vacation accrual amounts vary by several factors for all the cities surveyed. Factors affecting an employee's accrual amount include length of service, management or non -management status of the position, and bargaining unit affiliation. For ease in comparing rates, the tables below breakdown vacation accrual rates for lengths of service in five-year intervals. Length of Service and @1 Year @5 Years @10 Years @15 Years @20 Years 20+ Years Hours per Year Market Average 100 120 145 168 175 176 City of Rosemead 140 140 147 _., 160 160 160 Variance (hours) +40 +20 +2 -8 -15 -16 Variance % +28% +14% +1% -5% -10% -10% AHEAD AHEAD COMPETITIVE COMPETITIVE BELOW BELOW • The City offers a competitive number of vacation hours per year for employees with one year of service through fifteen years of service. • The City does not offer a competitive number of paid vacation hours for employees with more than twenty years of service. B. OTHER LEAVE ACCRUALS The table below compares the other paid leave categories offered by the City and the comparator employers. Sick Holidays Personal AdminlMgmt(Exempt levels (Hrs/yr) (Dayslyr) (Hrs/yr) only) Market Average 101 10 24 72 City of Rosemead 120 12 0 70 Variance (hours) +19 +2 -24 -2 Variance % +16% +20% -3% AHEAD AHEAD BELOW COMPETITIVE " Unable to calculate • The City offers a competitive number of hours of paid sick leave, paid holidays, and Administrative/Management leave. • The City is not competitive for personal leave PSPC COR APR 2025 7 City of Rosemead 2025 Total Compensation Survey External Prevailing Rates Comparison MAX BASE COMPENSATION Rosemead Tide from Salary Sbucture Rosemead Market vanance Dam Shaded boxes represent lob classes BEHIND the Market dam by more tan 5% Bold only variances ere AHEAD of the Market data by more Nan 5%. Director of Community Development $17,918 $18,134 4186 -1.04% 16 Director of Finance 518,533 I $18,692 4159 -0.86% 16 Assistant City Manager 520,448 $20,535 487 -0.43% 12 Director of Public Works $18,601 I $18,616 415 -0.08% 15 Director of Parks 8 Recreation 517,067 $17,045 $22 0.13% 16 City Manager $21,416 I $22,970 41,554 -72ft 16 City Clerk $13,717 $12,446 $1,271 9.27% - Human Resources Manager $10,434 $12,429 41,995 -181 12 Planning S Econ Development Mgr $11,15 I $12,679 41,529 .13.71% 19 City Engineer $13,318 i $15,101 41,783 -13.39% 5 Finance Manager $11,178 I $12,480 41,302 -11.66% 13 Deputy Director of ComoOnity Development $13,308 i $14,796 41,488 .11.18% 8 Public Safety Manager $10,235 I $11,221 -Si -8.62% 6 Building Oficial $11,990 $13,092 41,102 4.19% 1 Public Warks Manager 510,906 I $11,821 4915 4.39% - Senior Management Analyst Human Resources Analyst Management Analyst Associate Planner Planner, Senior Exemtive Asst To The City Mgr Cade Enforcement Officer, Senior Recreational Supervisor Adminis nave Specialist Administrative Analyst Associate Engineer Accountant Public Safety Supervisor Deputy City Clerk Cade Enforcement Officer Assistant Planner Maintenance Lead Worker Public Works lnpsector Recreation Coordinator Plan Checker Accounting Specialist, Senior Building Inspector Maintenance Worker Administrative Assistanl Facilities Technician Permit Technician Accounting Speualist PART -TWE JOB CLASSES: Youth Worker Assistant Pool Manager Administrative Intend Parking Control Officer Lifeguard Svriminstructor Comn unity Serves, Officer Park Ranger Lifeguard Playschool Teacher Aquatic Attendant Recreation Leader Recreation Leader, Senior Office Specialist (Part-time) For Information and Salary Planning Only: Chief Deputy City Clerk(to elected Clerk) Elected City Clerk $8,076 1 $91 $7,362 $8,255 $7,426 I SS011 $8,000 $8,541 $9,696 I $10,182 $6,915 $7,092 $7,872 $8,006 $7,755 $7,975 $6,210 I $6,008 $6,785 $6.543 $10045 I $9,636 $8,015 $7,672 59,304 I Si $7758 i $7.302 $6,254 56,775 $7,046 I $7,57 $6,126 56.378 $7,579 I $7,878 $5.691 56,119 $8,488 I $8,673 $6,174 $6,218 $7,683 I $7,475 $5, 336 $5.15 $5,645 I $5,450 $5,504 i S5, 330 $6115 $5,671 $5.741 $5204 $16.5 $18.39 $22.85 $24.19 $20.18 I Si 525.94 $26.21 521.76 I $21.97 $25.94 $25.92 $25.94 I $25.53 $20.72 $20.10 $23.53 I $22.42 $19.53 $18.54 $20.12 I $18.64 $23.53 $20.79 $24.70 1 $21.25 FYI $11492 FYI $1.915 41,254 4893 4585 -$541 4486 4177 4134 4220 $202 $242 $409 $343 5656 S45 4521 4461 4252 -Si 4228 4185 444 $208 $176 $195 $174 $485 $537 41.79 41.34 40.35 40.27 -$a n $0.03 5.42 5.62 $1.12 $0.99 $1.48 $2.74 $345 .16.51% -1213% -7.88% 4.76% 4.01% -2.56% -1.70% -2.64% 3.26% 3.57% 4.07% 4.28% 7.05%, 5.86% 4.33% 4.b4% -4.11% 4195% -3.87% -2.18% -0.72% 2.71% 3.29% 3.46% 3.16% 7.87% 9.36% -10.78% 4.81 -1.72% 03% Doti 0.11% 1.61% 2.99% 4.75% 6.05% 7.31% 11.64% 13.96% 61 13 12 16 16 10 15 3 9 13 0 5 5 9 3 4 15 11 12 Page 1 of 28 I MAX TOTAL COMPENSATION II I Rosemead I Market ) --I_..__ II $24,313 $23,411 $25,027 I 524,029 S27,W5 $26,012 $25,110 I $23,903 $23,237 $22,166 $28,547 I $28,896 $19,147 $17,308 $14,363 I $16,205 $15,194 $16,569 $17,711 $19,587 $15,227 $16,442 $17,699 i $18,931 $14,133 I $15,250 $16,169 $17,86 $14,911 I $15,632 $11,625 $12,673 $10,797 $11,]29 $10,871 I $11,430 $11,537 $12,032 $13,506 I $13,813 $10,278 $10,376 $11,389 $11,590 $11,253 $11,351 $9,459 I $9,147 $10,127 $9,742 $13,911 I $13,239 $11,555 $10,981 $13,051 I $12,124 $11,256 i $10,660 $9,290 $10,039 $10180 I $10,795 $9,112 $9,577 $10,798 I $11,127 $8,639 $9,270 $11,854 $12,132 $9,167 $9,207 $10,919 I $10,847 $8,195 $8,154 $8,55 I Si $8,390 i 58,204 $9,147 $8,735 $8,55 $8,182 FV I $15,381 FYI $5,397 $902 $998 $1,353 $1,207 $1,071 4349 $1,839 41,842 41,375 -$1,876 41,215 41,232 41,117 4926 -$ 2l 41,048 4932 4559 4495 4307 498 4201 498 $312 $385 $672 $574 $927 5696 4779 4615 4,165 -$KB 4431 4278 439 $72 $40 $69 $185 5411 $483 3.85% 4.15% 6.20% 5.05% 4.83% -111% 10.0% 41.37% -0.30°,6 4.58% -7.39% 4.51% -7.32% 4.4x6 4,61% 4.27% .7.95% -4.89% 4.11% -2.22% -0.94% -1.74% 3.42% 3.95% 6.08% 6.23% 7.84% 6.59% -7.78% ale% 4.85% -2.95% 4.65% .2.29% -0.43% 0.67% 0.5% 0.81% 2.26% 4.71% 5.91% PSPC COR APR 2025 Appendix- Page 1 d N oa d N C E a o N C V N df CL c E d o CL Lu o 49 U U 03 O 0 N O N Y g HIE p Ykd� agd: d: e e e e € Eli sY? �§ .as edc Ey IW 6S g OIL � � � =€�a Hi 1111i d�,� 12,11, --1 :S YdE Ig SH. 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( �{ , ! ,,•..•• ;;;|;;!l:==• !,! !!! � \ » ! i . |! !� �| e. 1 11 Attachment B Resolution No. 2025-20 RESOLUTION NO. 2025-20 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROSEMEAD, CALIFORNIA, AMENDING THE COMPREHENSIVE SALARY SCHEDULE TO MEET THE CALIFORNIA CODE OF REGULATIONS TITLE 2, SECTION 570.5 AND 571 TO REFLECT APPROVED RATES FOR ALL EMPLOYEES OF THE CITY OF ROSEMEAD WHEREAS, the City Council has the authority to create, classify and design salary scales/ranges for all City of Rosemead employee positions; and WHEREAS, California Code of Regulation (CCR) Title 2, Section 570.5 and amendment to CCR Section 571 requires a consolidated Salary Schedule that is publicly available showing all City classifications and salary ranges; and WHEREAS, the City Council wishes to meet the requirements of these regulations by adopting a Salary Schedule, which sets forth the salary scales/ranges for all City of Rosemead employee classifications; and WHEREAS, the City Council wishes to amend the Citywide Salary Schedule for Fiscal Year 2024-25, previously amended by City Council Resolution No. 2025-13 on March 11, 2025 which set forth the salary scales/ranges for all City of Rosemead employee classifications; and WHEREAS, the Citywide Salary Schedule, which has been amended to reflect the new rates for Executive Group positions, Mid -Management, Professional and Confidential positions, and Part -Time positions, is included in Exhibit A. NOW THEREFORE, BE IT RESOLVED that hereby adopt the Salary Schedule for all City of Rosemead employee classifications as set forth in the attached Exhibit A to reflect the new salary rates for Fiscal Year 2024-25 effective April 10, 2025. PASSED, APPROVED, AND ADOPTED this 8`h day of April, 2025. Margaret Clark, Mayor APPROVED AS TO FORM: ATTEST: Rachel Richman, City Attorney Ericka Hernandez, City Clerk STATE OF CALIFORNIA ) COUNTY OF LOS ANGELES) § CITY OF ROSEMEAD ) 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. 2025-20 was duly adopted by the City Council of the City of Rosemead, California, at a regular meeting thereof held on the 8' day of April 2025, by the following vote, to wit: AYES: NOES: ABSENT: ABSTAIN: Ericka Hernandez, City Clerk Exhibit A b n Q m p n N o m N N. Q N o N N C d O app e x m N m Q Q n N M tPO O m a m 1� N Nm ^ ti N T m O e0'I n 0 Q b N O N O N n O N O m T O M p m Q ,O O ,D N ul r O N m ti n e'I e'I M O W m' F u1 m' O m vl O N N N e1 O e1 m' ,O ,O O m' ri ri m' m' 01 ri m 01 O N N n n b N ,4 N IO m' n N 1p Nn.0 m'+ommmanvmionnmon c nnom univm vo m.m+mn nn O N O N IV O P "I b tO p� m- n 1p � ri g r F P P O N N ,O r ,O N N N N m n N N b n m 8 m n„ N n .+ N m N m N P n n m N b .n M m Q o M m n N n N n ry .m. m r N ^Q m$ m nn o 8 c ri d m .: o ai .. is a vi m ee ri e n is eo n r m a? 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