Carson City Council
October 6, 2026

PASSED, APPROVED, and ADOPTED this _____ day of __________ 2026.

APPROVED AS TO FORM: CITY OF CARSON:
__________________________ _______________________________ Sunny K. Soltani, Lula Davis-Holmes,
Housing Authority Attorney Housing Authority Board Chair ATTEST:
_______________________________
Dr. Khaleah K. Bradshaw,
Housing Authority Secretary

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss.

CITY OF CARSON )
I, Dr. Khaleah K. Bradshaw, City Clerk of the City of Carson, California, hereby attest to and certify that the foregoing resolution, being Resolution No. 26-03-CHA adopted by the City of Carson Housing Authority Board at its meeting held on _________ ____, 2026, by the following vote:

AYES: AUTHORITY BOARD MEMBERS:

NOES: AUTHORITY BOARD MEMBERS:

ABSTAIN: AUTHORITY BOARD MEMBERS:

ABSENT: AUTHORITY BOARD MEMBERS:
________________________________
Dr. Khaleah K. Bradshaw,
Housing Authority Secretary
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RESOLUTION NO. 26-03-CHA

EXHIBIT “A”
Model Conflict of Interest Code (2 California Code of Regulations Section 18730) (Attached)
RESOLUTION NO. 26-03-CHA

EXHIBIT “B”
Designated Positions and Disclosure Categories
(Attached)
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CARSON HOUSING AUTHORITY

CONFLICT OF INTEREST CODE
The Political Reform Act (Government Code Section 81000, et seq.) requires state and local government agencies to adopt and promulgate conflict of interest codes. The Fair Political Practices Commission has adopted a regulation (2 California Code of Regulations Section 18730) that contains the terms of a standard conflict of interest code, which can be incorporated by reference in an agency’s code. After public notice and hearing, the standard code may be amended by the Fair Political Practices Commission to conform to amendments in the Political Reform Act. Therefore, the terms of 2 California Code of Regulations Section 18730 and any amendments to it duly adopted by the Fair Political Practices Commission are hereby incorporated by reference. This regulation and the attached Appendices, designating positions and establishing disclosure categories, shall constitute the conflict of interest code of the Carson Housing Authority (“Authority”).

Individuals holding designated positions shall file their statements of economic interests with the Authority, which will make the statements available for public inspection and reproduction (Gov. Code Sec. 81008). All statements will be retained by the Authority.

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Exhibit A
Model Conflict of Interest Code (2 California Code of Regulations Section 18730) (Regulations of the Fair Political Practices Commission, Title 2, Division 6, California Code of Regulations)
§ 18730. Provisions of Conflict of Interest Codes.
(a) Incorporation by reference of the terms of this regulation along with the designation of employees and the formulation of disclosure categories in the Appendix referred to below constitute the adoption and promulgation of a conflict of interest code within the meaning of Section 87300 or the amendment of a conflict of interest code within the meaning of Section 87306 if the terms of this regulation are substituted for terms of a conflict of interest code already in effect. A code so amended or adopted and promulgated requires the reporting of reportable items in a manner substantially equivalent to the requirements of article 2 of chapter 7 of the Political Reform Act, Sections 81000, et seq. The requirements of a conflict of interest code are in addition to other requirements of the Political Reform Act, such as the general prohibition against conflicts of interest contained in Section 87100, and to other state or local laws pertaining to conflicts of interest.
(b) The terms of a conflict of interest code amended or adopted and promulgated pursuant to this regulation are as follows:
(1) Section 1. Definitions.

The definitions contained in the Political Reform Act of 1974, regulations of the Fair Political Practices Commission (Regulations 18110, et seq.), and any amendments to the Act or regulations, are incorporated by reference into this conflict of interest code. (2) Section 2. Designated Employees.

The persons holding positions listed in the Appendix are designated employees. It has been determined that these persons make or participate in the making of decisions which may foreseeably have a material effect on economic interests. (3) Section 3. Disclosure Categories.

This code does not establish any disclosure obligation for those designated employees who are also specified in Section 87200 if they are designated in this code in that same capacity or if the geographical jurisdiction of this agency is the same as or is wholly included within the jurisdiction in which those persons must report their economic interests pursuant to article 2 of chapter 7 of the Political Reform Act, Sections 87200, et seq.

In addition, this code does not establish any disclosure obligation for any designated employees who are designated in a conflict of interest code for another agency, if all of the following apply:
(A) The geographical jurisdiction of this agency is the same as or is wholly included within the jurisdiction of the other agency;
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(B) The disclosure assigned in the code of the other agency is the same as that required under article 2 of chapter 7 of the Political Reform Act, Section 87200; and (C) The filing officer is the same for both agencies. [FN1] Such persons are covered by this code for disqualification purposes only. With respect to all other designated employees, the disclosure categories set forth in the Appendix specify which kinds of economic interests are reportable. Such a designated employee shall disclose in the employee's statement of economic interests those economic interests the employee has which are of the kind described in the disclosure categories to which the employee is assigned in the Appendix. It has been determined that the economic interests set forth in a designated employee's disclosure categories are the kinds of economic interests which the employee foreseeably can affect materially through the conduct of the employee's office. (4) Section 4. Statements of Economic Interests: Place of Filing.

The code reviewing body shall instruct all designated employees within its code to file statements of economic interests with the agency or with the code reviewing body, as provided by the code reviewing body in the agency's conflict of interest code or with the Fair Political Practices Commission using the Commission's electronic filing system as required under Section 87500. [FN2]
(5) Section 5. Statements of Economic Interests: Time of Filing. (A) Initial Statements. All designated employees employed by the agency on the effective date of this code, as originally adopted, promulgated and approved by the code reviewing body, shall file statements within 30 days after the effective date of this code. Thereafter, each person already in a position when it is designated by an amendment to this code shall file an initial statement within 30 days after the effective date of the amendment. (B) Assuming Office Statements. All persons assuming designated positions after the effective date of this code shall file statements within 30 days after assuming the designated positions, or if subject to State Senate confirmation, 30 days after being nominated or appointed. (C) Annual Statements. All designated employees shall file statements no later than April 1. If a person reports for military service as defined in the Servicemember's Civil Relief Act, the deadline for the annual statement of economic interests is 30 days following the person's return to office, provided the person, or someone authorized to represent the person's interests, notifies the filing officer in writing prior to the applicable filing deadline that the person is subject to that federal statute and is unable to meet the applicable deadline, and provides the filing officer verification of the person's military status.
(D) Leaving Office Statements. All persons who leave designated positions shall file statements within 30 days after leaving office.
(5.5) Section 5.5. Statements for Persons Who Resign Prior to Assuming Office.

Any person who resigns within 12 months of initial appointment, or within 30 days of the date RESOLUTION NO. 26-03-CHA

of notice provided by the filing officer to file an assuming office statement, is not deemed to have assumed office or left office, provided the person did not make or participate in the making of, or use the person's position to influence any decision and did not receive or become entitled to receive any form of payment as a result of the person's appointment. Such persons shall not file either an assuming or leaving office statement. (A) Any person who resigns a position within 30 days of the date of a notice from the filing officer shall do both of the following:
(1) File a written resignation with the appointing power; and (2) File a written statement with the filing officer declaring under penalty of perjury that during the period between appointment and resignation the person did not make, participate in the making, or use the position to influence any decision of the agency or receive, or become entitled to receive, any form of payment by virtue of being appointed to the position. (6) Section

6. Contents of and Period Covered by Statements of Economic Interests. (A) Contents of Initial Statements. Initial statements shall disclose any reportable investments, interests in real property and business positions held on the effective date of the code and income received during the 12 months prior to the effective date of the code. (B) Contents of Assuming Office Statements.

Assuming office statements shall disclose any reportable investments, interests in real property and business positions held on the date of assuming office or, if subject to State Senate confirmation or appointment, on the date of nomination, and income received during the 12 months prior to the date of assuming office or the date of being appointed or nominated, respectively.
(C) Contents of Annual Statements. Annual statements shall disclose any reportable investments, interests in real property, income and business positions held or received during the previous calendar year provided, however, that the period covered by an employee's first annual statement shall begin on the effective date of the code or the date of assuming office whichever is later, or for a board or commission member subject to Section 87302.6, the day after the closing date of the most recent statement filed by the member pursuant to Regulation 18754.
(D) Contents of Leaving Office Statements.

Leaving office statements shall disclose reportable investments, interests in real property, income and business positions held or received during the period between the closing date of the last statement filed and the date of leaving office. (7) Section 7. Manner of Reporting.

Statements of economic interests shall be made on forms prescribed by the Fair Political Practices Commission and supplied by the agency, and shall contain the following information:
(A) Investment and Real Property Disclosure.
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When an investment or an interest in real property [FN3] is required to be reported, [FN4] the statement shall contain the following:

1. A statement of the nature of the investment or interest;

2. The name of the business entity in which each investment is held, and a general description of the business activity in which the business entity is engaged;

3. The address or other precise location of the real property;

4. A statement whether the fair market value of the investment or interest in real property equals or exceeds $2,000, exceeds $10,000, exceeds $100,000, or exceeds $1,000,000. (B) Personal Income Disclosure. When personal income is required to be reported, [FN5] the statement shall contain:

1. The name and address of each source of income aggregating $500 or more in value, or $50 or more in value if the income was a gift, and a general description of the business activity, if any, of each source;

2. A statement whether the aggregate value of income from each source, or in the case of a loan, the highest amount owed to each source, was $1,000 or less, greater than $1,000, greater than $10,000, or greater than $100,000;

3. A description of the consideration, if any, for which the income was received;

4. In the case of a gift, the name, address and business activity of the donor and any intermediary through which the gift was made; a description of the gift; the amount or value of the gift; and the date on which the gift was received;

5. In the case of a loan, the annual interest rate and the security, if any, given for the loan and the term of the loan.
(C) Business Entity Income Disclosure. When income of a business entity, including income of a sole proprietorship, is required to be reported, [FN6] the statement shall contain:

1. The name, address, and a general description of the business activity of the business entity;

2. The name of every person from whom the business entity received payments if the filer's pro rata share of gross receipts from such person was equal to or greater than $10,000. (D) Business Position Disclosure. When business positions are required to be reported, a designated employee shall list the name and address of each business entity in which the employee is a director, officer, partner, trustee, employee, or in which the employee holds any position of management, a description of the business activity in which the business entity is engaged, and the designated employee's position with the business entity.

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(E) Acquisition or Disposal During Reporting Period. In the case of an annual or leaving office statement, if an investment or an interest in real property was partially or wholly acquired or disposed of during the period covered by the statement, the statement shall contain the date of acquisition or disposal.
(8) Section 8. Prohibition on Receipt of Honoraria.
(A) No member of a state board or commission, and no designated employee of a state or local government agency, shall accept any honorarium from any source, if the member or employee would be required to report the receipt of income or gifts from that source on the member's or employee's statement of economic interests.
(B) This section shall not apply to any parttime member of the governing board of any public institution of higher education, unless the member is also an elected official. (C) Subdivisions (a), (b), and (c) of Section 89501 shall apply to the prohibitions in this section. (D) This section shall not limit or prohibit payments, advances, or reimbursements for travel and related lodging and subsistence authorized by Section 89506. (8.1) Section 8.1. Prohibition on Receipt of Gifts in Excess of $630. (A) No member of a state board or commission, and no designated employee of a state or local government agency, shall accept gifts with a total value of more than $630 in a calendar year from any single source, if the member or employee would be required to report the receipt of income or gifts from that source on the member's or employee's statement of economic interests.
(B) This section shall not apply to any parttime member of the governing board of any public institution of higher education, unless the member is also an elected official. (C) Subdivisions (e), (f), and (g) of Section 89503 shall apply to the prohibitions in this section. (8.2) Section 8.2. Loans to Public Officials.
(A) No elected officer of a state or local government agency shall, from the date of the election to office through the date that the officer vacates office, receive a personal loan from any officer, employee, member, or consultant of the state or local government agency in which the elected officer holds office or over which the elected officer's agency has direction and control. (B) No public official who is exempt from the state civil service system pursuant to subdivisions (c), (d), (e), (f), and (g) of Section 4 of Article VII of the Constitution shall, while he or she holds office, receive a personal loan from any officer, employee, member, or consultant of the state or local government agency in which the public official holds office or over which the public official's agency has direction and control. This subdivision shall not apply to loans made to a public official whose duties are solely secretarial, clerical, or manual. (C) No elected officer of a state or local government agency shall, from the date of the election to office through the date that the officer vacates office, receive a personal loan from any 01007.0001 2102150.2
RESOLUTION NO. 26-03-CHA

person who has a contract with the state or local government agency to which that elected officer has been elected or over which that elected officer's agency has direction and control.

This subdivision shall not apply to loans made by banks or other financial institutions or to any indebtedness created as part of a retail installment or credit card transaction, if the loan is made or the indebtedness created in the lender's regular course of business on terms available to members of the public without regard to the elected officer's official status. (D) No public official who is exempt from the state civil service system pursuant to subdivisions (c), (d), (e), (f), and (g) of Section 4 of Article VII of the Constitution shall, while the official holds office, receive a personal loan from any person who has a contract with the state or local government agency to which that elected officer has been elected or over which that elected officer's agency has direction and control. This subdivision shall not apply to loans made by banks or other financial institutions or to any indebtedness created as part of a retail installment or credit card transaction, if the loan is made or the indebtedness created in the lender's regular course of business on terms available to members of the public without regard to the elected officer's official status. This subdivision shall not apply to loans made to a public official whose duties are solely secretarial, clerical, or manual.
(E) This section shall not apply to the following:

1. Loans made to the campaign committee of an elected officer or candidate for elective office.

2. Loans made by a public official's spouse, child, parent, grandparent, grandchild, brother, sister, parent-in-law, brother-in-law, sister-in-law, nephew, niece, aunt, uncle, or first cousin, or the spouse of any such persons, provided that the person making the loan is not acting as an agent or intermediary for any person not otherwise exempted under this section.

3. Loans from a person which, in the aggregate, do not exceed $500 at any given time.

4. Loans made, or offered in writing, before January 1, 1998. (8.3) Section 8.3. Loan Terms.
(A) Except as set forth in subdivision (B), no elected officer of a state or local government agency shall, from the date of the officer's election to office through the date the officer vacates office, receive a personal loan of $500 or more, except when the loan is in writing and clearly states the terms of the loan, including the parties to the loan agreement, date of the loan, amount of the loan, term of the loan, date or dates when payments shall be due on the loan and the amount of the payments, and the rate of interest paid on the loan. (B) This section shall not apply to the following types of loans:

1. Loans made to the campaign committee of the elected officer.

2. Loans made to the elected officer by his or her spouse, child, parent, grandparent, grandchild, brother, sister, parent-in-law, brother-in-law, sister-in-law, nephew, niece, aunt, uncle, or first cousin, or the spouse of any such person, provided that the person making the loan is not acting RESOLUTION NO. 26-03-CHA

as an agent or intermediary for any person not otherwise exempted under this section.

3. Loans made, or offered in writing, before January 1, 1998. (C) Nothing in this section shall exempt any person from any other provision of Title 9 of the Government Code.
(8.4) Section 8.4. Personal Loans.
(A) Except as set forth in subdivision (B), a personal loan received by any designated employee shall become a gift to the designated employee for the purposes of this section in the following circumstances:

1. If the loan has a defined date or dates for repayment, when the statute of limitations for filing an action for default has expired.

2. If the loan has no defined date or dates for repayment, when one year has elapsed from the later of the following:
a. The date the loan was made.
b. The date the last payment of $100 or more was made on the loan. c. The date upon which the debtor has made payments on the loan aggregating to less than $250 during the previous 12 months.
(B) This section shall not apply to the following types of loans:

1. A loan made to the campaign committee of an elected officer or a candidate for elective office.

2. A loan that would otherwise not be a gift as defined in this title.

3. A loan that would otherwise be a gift as set forth under subdivision (A), but on which the creditor has taken reasonable action to collect the balance due.

4. A loan that would otherwise be a gift as set forth under subdivision (A), but on which the creditor, based on reasonable business considerations, has not undertaken collection action.

Except in a criminal action, a creditor who claims that a loan is not a gift on the basis of this paragraph has the burden of proving that the decision for not taking collection action was based on reasonable business considerations.

5. A loan made to a debtor who has filed for bankruptcy and the loan is ultimately discharged in bankruptcy.
(C) Nothing in this section shall exempt any person from any other provisions of Title 9 of the Government Code.
(9) Section 9. Disqualification.
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No designated employee shall make, participate in making, or in any way attempt to use the employee's official position to influence the making of any governmental decision which the employee knows or has reason to know will have a reasonably foreseeable material financial effect, distinguishable from its effect on the public generally, on the official or a member of the official's immediate family or on:
(A) Any business entity in which the designated employee has a direct or indirect investment worth $2,000 or more;
(B) Any real property in which the designated employee has a direct or indirect interest worth $2,000 or more;
(C) Any source of income, other than gifts and other than loans by a commercial lending institution in the regular course of business on terms available to the public without regard to official status, aggregating $500 or more in value provided to, received by or promised to the designated employee within 12 months prior to the time when the decision is made; (D) Any business entity in which the designated employee is a director, officer, partner, trustee, employee, or holds any position of management; or
(E) Any donor of, or any intermediary or agent for a donor of, a gift or gifts aggregating $630 or more provided to, received by, or promised to the designated employee within 12 months prior to the time when the decision is made.
(9.3) Section 9.3. Legally Required Participation.

No designated employee shall be prevented from making or participating in the making of any decision to the extent the employee's participation is legally required for the decision to be made. The fact that the vote of a designated employee who is on a voting body is needed to break a tie does not make the employees' participation legally required for purposes of this section.
(9.5) Section 9.5. Disqualification of State Officers and Employees.

In addition to the general disqualification provisions of section 9, no state administrative official shall make, participate in making, or use the official's position to influence any governmental decision directly relating to any contract where the state administrative official knows or has reason to know that any party to the contract is a person with whom the state administrative official, or any member of the official's immediate family has, within 12 months prior to the time when the official action is to be taken:
(A) Engaged in a business transaction or transactions on terms not available to members of the public, regarding any investment or interest in real property; or (B) Engaged in a business transaction or transactions on terms not available to members of the public regarding the rendering of goods or services totaling in value $1,000 or more.

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(10) Section 10. Disclosure of Disqualifying Interest.

When a designated employee determines that the employee should not make a governmental decision because the employee has a disqualifying interest in it, the determination not to act may be accompanied by disclosure of the disqualifying interest. (11) Section 11. Assistance of the Commission and Counsel.

Any designated employee who is unsure of the duties under this code may request assistance from the Fair Political Practices Commission pursuant to Section 83114 and Regulations 18329 and 18329.5 or from the attorney for the employee's agency, provided that nothing in this section requires the attorney for the agency to issue any formal or informal opinion. (12) Section 12. Violations.

This code has the force and effect of law. Designated employees violating any provision of this code are subject to the administrative, criminal and civil sanctions provided in the Political Reform Act, Sections 81000-91014. In addition, a decision in relation to which a violation of the disqualification provisions of this code or of Section 87100 or 87450 has occurred may be set aside as void pursuant to Section 91003. [FN1]
Designated employees who are required to file statements of economic interests under any other agency's conflict of interest code, or under article 2 for a different jurisdiction, may expand their statement of economic interests to cover reportable interests in both jurisdictions, and file copies of this expanded statement with both entities in lieu of filing separate and distinct statements, provided that each copy of such expanded statement filed in place of an original is signed and verified by the designated employee as if it were an original. See Section 81004.
[FN2]
See Section 81010 and Regulation 18115 for the duties of filing officers and persons in agencies who make and retain copies of statements and forward the originals to the filing officer. [FN3]
For the purpose of disclosure only (not disqualification), an interest in real property does not include the principal residence of the filer.
[FN4]
Investments and interests in real property which have a fair market value of less than $2,000 are not investments and interests in real property within the meaning of the Political Reform Act.

However, investments or interests in real property of an individual include those held by the individual's spouse and dependent children as well as a pro rata share of any investment or interest in real property of any business entity or trust in which the individual, spouse and 01007.0001 2102150.2
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dependent children own, in the aggregate, a direct, indirect or beneficial interest of 10 percent or greater.
[FN5]
A designated employee's income includes the employee's community property interest in the income of the employee's spouse but does not include salary or reimbursement for expenses received from a state, local or federal government agency. [FN6]
Income of a business entity is reportable if the direct, indirect or beneficial interest of the filer and the filer's spouse in the business entity aggregates a 10 percent or greater interest. In addition, the disclosure of persons who are clients or customers of a business entity is required only if the clients or customers are within one of the disclosure categories of the filer.

Note: Authority cited: Section 83112, Government Code. Reference: Sections 87103(e), 87300 87302, 89501, 89502 and 89503, Government Code.

History

1. New section filed 4280 as an emergency; effective upon filing (Register 80, No. 14).

Certificate of Compliance included. 2. Editorial correction (Register 80, No. 29). 3. Amendment of subsection (b) filed 1981; effective thirtieth day thereafter (Register 81, No. 2).

4. Amendment of subsection (b)(7)(B)1. filed 12683; effective thirtieth day thereafter (Register 83, No. 5).

5. Amendment of subsection (b)(7)(A) filed 111083; effective thirtieth day thereafter (Register 83, No. 46).

6. Amendment filed 41387; operative 51387 (Register 87, No. 16).

7. Amendment of subsection (b) filed 102188; operative 112088 (Register 88, No. 46).

8. Amendment of subsections (b)(8)(A) and (b)(8)(B) and numerous editorial changes filed 828 90; operative 92790 (Reg. 90, No. 42).

9. Amendment of subsections (b)(3), (b)(8) and renumbering of following subsections and amendment of Note filed 8792; operative 9792 (Register 92, No. 32).

10. Amendment of subsection (b)(5.5) and new subsections (b)(5.5)(A)(A)(2) filed 2493; operative 2493 (Register 93, No. 6).

11. Change without regulatory effect adopting Conflict of Interest Code for California Mental Health Planning Council filed 112293 pursuant to title 1, section 100, California Code of RESOLUTION NO. 26-03-CHA

Regulations (Register 93, No. 48). Approved by Fair Political Practices Commission 92193.

12. Change without regulatory effect redesignating Conflict of Interest Code for California Mental Health Planning Council as chapter 62, section 55100 filed 1494 pursuant to title 1, section 100, California Code of Regulations (Register 94, No. 1).

13. Editorial correction adding History 11 and 12 and deleting duplicate section number (Register 94, No. 17).

14. Amendment of subsection (b)(8), designation of subsection (b)(8)(A), new subsection (b)(8)(B), and amendment of subsections (b)(8.1)(b)(8.1)(B), (b)(9)(E) and Note filed 31495; operative 31495 pursuant to Government Code section 11343.4(d) (Register 95, No. 11).

15. Editorial correction inserting inadvertently omitted language in footnote 4 (Register 96, No. 13).

16. Amendment of subsections (b)(8)(A)(B) and (b)(8.1)(A), repealer of subsection (b)(8.1)(B), and amendment of subsection (b)(12) filed 102396; operative 102396 pursuant to Government Code section 11343.4(d) (Register 96, No. 43).

17. Amendment of subsections (b)(8.1) and (9)(E) filed 4997; operative 4997 pursuant to Government Code section 11343.4(d) (Register 97, No. 15).

18. Amendment of subsections (b)(7)(B)5., new subsections (b)(8.2)(b)(8.4)(C) and amendment of Note filed 82498; operative 82498 pursuant to Government Code section 11343.4(d) (Register 98, No. 35).

19. Editorial correction of subsection (a) (Register 98, No. 47).

20. Amendment of subsections (b)(8.1), (b)(8.1)(A) and (b)(9)(E) filed 51199; operative 511 99 pursuant to Government Code section 11343.4(d) (Register 99, No. 20).

21. Amendment of subsections (b)(8.1)(b)(8.1)(A) and (b)(9)(E) filed 1262000; operative 11 2001 pursuant to the 1974 version of Government Code section 11380.2 and Title 2, California Code of Regulations, section 18312(d) and (e) (Register 2000, No. 49).

22. Amendment of subsections (b)(3) and (b)(10) filed 1102001; operative 212001. Submitted to OAL for filing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements) (Register 2001, No. 2).

23. Amendment of subsections (b)(7)(A)4., (b)(7)(B)1.2., (b)(8.2)(E)3., (b)(9)(A)(C) and footnote

4. filed 2132001. Submitted to OAL for filing pursuant to Fair Political Practices Commission v.

Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements) (Register 2001, No. 7).

24. Amendment of subsections (b)(8.1)(b)(8.1)(A) filed 1162003; operative 112003. Submitted 01007.0001 2102150.2
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to OAL for filing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements) (Register 2003, No. 3).

25. Editorial correction of History 24 (Register 2003, No. 12).

26. Editorial correction removing extraneous phrase in subsection (b)(9.5)(B) (Register 2004, No. 33).

27. Amendment of subsections (b)(2)(3), (b)(3)(C), (b)(6)(C), (b)(8.1)(b)(8.1)(A), (b)(9)(E) and (b)(11)(12) filed 142005; operative 112005 pursuant to Government Code section 11343.4 (Register 2005, No. 1).

28. Amendment of subsection (b)(7)(A)4. filed 10112005; operative 11102005 (Register 2005, No. 41).

29. Amendment of subsections (a), (b)(1), (b)(3), (b)(8.1), (b)(8.1)(A) and (b)(9)(E) filed 1218 2006; operative 112007. Submitted to OAL pursuant to Fair Political Practices Commission v.

Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements) (Register 2006, No. 51).

30. Amendment of subsections (b)(8.1)(b)(8.1)(A) and (b)(9)(E) filed 10312008; operative 11 30- 2008. Submitted to OAL for filing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements and not subject to procedural or substantive review by OAL) (Register 2008, No. 44).

31. Amendment of section heading and section filed 11152010; operative 12152010. Submitted to OAL for filing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements and not subject to procedural or substantive review by OAL) (Register 2010, No. 47).

32. Amendment of section heading and subsections (a)(b)(1), (b)(3)(4), (b)(5)(C), (b)(8.1) (b)(8.1)(A) and (b)(9)(E) and amendment of footnote 1 filed 182013; operative 272013.

Submitted to OAL for filing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements and not subject to procedural or substantive review by OAL) (Register 2013, No. 2).

33. Amendment of subsections (b)(8.1)(b)(8.1)(A), (b)(8.2)(E)3. and (b)(9)(E) filed 12152014; operative 112015 pursuant to section 18312(e)(1)(A), title 2, California Code of Regulations.

RESOLUTION NO. 26-03-CHA

Submitted to OAL for filing and printing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements) (Register 2014, No. 51).

34. Redesignation of portions of subsection (b)(8)(A) as new subsections (b)(8)(B)(D), amendment of subsections (b)(8.1)(b)(8.1)(A), redesignation of portions of subsection (b)(8.1)(A) as new subsections (b)(8.1)(B)(C) and amendment of subsection (b)(9)(E) filed 12 12016; operative 12312016 pursuant to Cal. Code Regs. tit. 2, section 18312(e). Submitted to OAL for filing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements and not subject to procedural or substantive review by OAL) (Register 2016, No. 49).

35. Amendment of subsections (b)(8.1)(b)(8.1)(A) and (b)(9)(E) filed 12122018; operative 1 11- 2019 pursuant to Cal. Code Regs., tit. 2, section 18312(e). Submitted to OAL for filing and printing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements and not subject to procedural or substantive review by OAL) (Register 2018, No. 50).

36. Amendment of subsections (b)(8.1)(8.1)(A) filed 12232020; operative 112021 pursuant to Cal. Code Regs., tit. 2, section 18312(e). Submitted to OAL for filing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements and not subject to procedural or substantive review by OAL) (Register 2020, No. 52).

37. Amendment of subsections (b)(3)(C), (b)(5)(C), (b)(5.5), (b)(5.5)(A)(2), (b)(7)(D), (b)(8)(A), (b)(8.1)(A), (b)(8.2)(A), (b)(8.2)(C)(D), (b)(8.3)(A), (b)(9), (b)(9.3), (b)(9.5), (b)(10) and (b)(11) and footnote 5 filed 5122021; operative 6112021 pursuant to Cal. Code Regs., tit. 2, section 18312(e). Submitted to OAL for filing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements and not subject to procedural or substantive review by OAL) (Register 2021, No. 20).

38. Amendment of subsections (b)(8.1)(b)(8.1)(A) and (b)(9)(E) filed 12202022; operative 1 19- 2023 pursuant to Cal. Code Regs., tit. 2, section 18312(e). Submitted to OAL for filing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements and not subject to procedural or substantive review by OAL) (Register 2022, No. 51).

39. Amendment of subsections (b)(8.1)(b)(8.1)(A) and (b)(9)(E) filed 2182025; operative 3 20- 2025 pursuant to Cal. Code Regs., tit. 2, section 18312(e). Submitted to OAL for filing pursuant 01007.0001 2102150.2
RESOLUTION NO. 26-03-CHA

to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements and not subject to procedural or substantive review by OAL) (Register 2025, No. 8).

40. Amendment of subsection (b)(4) filed 582025; operative 672025 pursuant to Cal. Code Regs., tit. 2, section 18312(e). Submitted to OAL for filing pursuant to Fair Political Practices Commission v. Office of Administrative Law, 3 Civil C010924, California Court of Appeal, Third Appellate District, nonpublished decision, April 27, 1992 (FPPC regulations only subject to 1974 Administrative Procedure Act rulemaking requirements and not subject to procedural or substantive review by OAL) (Register 2025, No. 19).

RESOLUTION NO. 26-03-CHA

Exhibit B
Designated Positions
Designated Positions Disclosure Categories
Authority Secretary 1, 2, 3, 4
Chief Deputy Authority Secretary 1, 2, 3, 4
Chief Deputy Authority Treasurer 1, 2, 3, 4
Director of Community and Economic Development 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12 Special Projects Manager 1, 2, 4, 5, 6, 7, 8, 9, 10, 11, 12 Planning Manager 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12
Housing Analyst 1, 2, 3, 4, 5, 6, 7, 8, 9
Assistant Authority Attorney 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12 NOTE: The Authority Board, Executive Director, Authority Attorney, and Authority Treasurer shall make the same disclosures and submit the same disclosure statements as those required for the Carson City Council, Carson City Manager, Carson City Attorney, and Carson City Treasurer, respectively, pursuant to California Government Code sections 87200 et seq.

Consultants shall be included in the list of Designated Positions and shall disclose pursuant to the broadest disclosure category in this Code subject to the following limitation:

The Executive Director may determine in writing that a particular consultant, although a “designated position,” is hired to perform a range of duties that are limited in scope and thus is not required to fully comply with the disclosure requirements described in this section. Such written determination shall include a description of the consultant’s duties and, based on that description, a statement of the extent of disclosure requirements. The Executive Director’s determination is a public record and shall be retained for public inspection in the same manner and location as this Conflict of Interest Code. A copy of this determination shall be filed with the Authority Secretary and a copy forwarded to the Housing Authority Board. 01007.0001 2102150.2
RESOLUTION NO. 26-03-CHA

Disclosure Categories

1. Reportable interests in real property in the jurisdiction (FPPC Form 700, Schedule B).

2. Reportable income and business positions (FPPC Form 700, Schedule C Income other than gifts and travel payments, and business positions).

3. Reportable investments - (FPPC Form 700 Schedules A-1 and A-2).

4. Reportable gifts and travel gifts (FPPC Form 700, Schedules D and E).

5. Reportable income from persons and business entities and business positions in business entities providing or receiving. that plan to provide or have applied to receive, or that have provided or received within two years from the time a Statement is required pursuant to this Conflict of Interest Code, services or supplies for the rehabilitation or construction or residential property under programs administered by the Carson Housing Authority or the City of Carson (FPPC Form 700, Schedule C).

6. Reportable investments in business entities providing or receiving, that plan to provide or have applied to receive, or that have provided or received within two years from the time a Statement is required pursuant to this Conflict of Interest Code, services or supplies for the rehabilitation or construction of residential property under programs administered by the Carson Housing Authority or the City of Carson (FPPC Form 700, Schedules A-1 and A-2).

7. Reportable gifts from persons and business entities providing or receiving, that plan to provide or have applied to receive, or that have provided or received within two years from the time a Statement is required pursuant to this Conflict of Interest Code, services or supplies for the rehabilitation or construction of residential property under programs administered by the Carson Housing Authority or the City of Carson (FPPC Form 700, Schedules D and E).

8. Reportable income from persons and business entities and business positions in business entities providing, that plan to provide, or that have provided within two years from the time a Statement is required under this Conflict of Interest Code, services, supplies or materials to the Carson Housing Authority or the City of Carson (FPPC Form 700 Schedule C).

9. Reportable investments in business entities providing, that plan to provide. or that have provided within two years from the time a Statement is required under this Conflict of Interest Code, services, supplies or materials to the Carson Housing Authority or the City of Carson (Form 700, Schedules A-1 and A-2).

10. Reportable income from persons and business entities and business positions in business entities having an interest in real property in the jurisdiction or that provide, plan to provide, or have provided within two years prior to the time a Statement is required under this Conflict of Interest Code, services within the jurisdiction subject RESOLUTION NO. 26-03-CHA

to the inspection, review or approval of the Carson Housing Authority or the City of Carson (FPPC Form 700 Schedule C).

11. Reportable investments in any business entities having an interest in real property in the jurisdiction or that provide, plan to provide, or have provided within two years prior to the time a Statement is required under this Conflict of Interest Code, services within the jurisdiction subject to the inspection, approval or review of the Carson Housing Authority or the City of Carson (FPPC Form 700, Schedules A-1 and A-2).

12. Reportable gifts from persons and business ent1t1es having an interest in real property in the jurisdiction or that provide, plan to provide, or have provided within two years prior to the time a Statement is required under this Conflict of Interest Code, services within the jurisdiction subject to the inspection, review or approval of the Carson Housing Authority or the City of Carson (FPPC Form 700, Schedules D and E).

CITY OF CARSON 701 East Carson Street
Report to Honorable Mayor and City Council
Tuesday, October 6, 2026, 5:00 PM
CONSENT 20.

To: Honorable Mayor and City Council
From: LaKeina Johnson, Administrative Analyst HR Administration Subject: CONSIDER APPROVAL OF A SUBCONTRACT AGREEMENT WITH THE SOUTH BAY

WORKFORCE INVESTMENT BOARD FOR CONTINUED PARTICIPATION IN THE TRANSITIONAL SUBSIDIZED

EMPLOYMENT PROGRAM TO SUPPORT WORKFORCE SERVICES AT THE CITY OF CARSON (CITY

COUNCIL)
I. SUMMARY
For several years, the City has maintained a cooperative relationship with the South Bay Workforce Investment Board (SBWIB), which includes the City's participation in the Transitional Subsidized Employment (TSE) Program.

The TSE Program is administered by the County of Los Angeles and provides individuals receiving assistance through the Department of Public Social Services (DPSS) with opportunities for temporary employment.

Through this program, the SBWIB assists in identifying and placing qualified candidates in temporary positions with the City. Individuals placed with the City through the TSE Program are provided at no cost to the City, as their employment is fully funded by the County of Los Angeles.

The City’s most recent two-year agreement with the SBWIB has expired. Staff is therefore requesting approval of the proposed agreement, attached as Exhibit 1, to continue the services provided by the SBWIB and the City’s participation in the TSE Program
II. RECOMMENDATION
TAKE the following actions:

1. Approve the Subcontract Agreement between the City of Carson and the South Bay Workforce Investment Board, Inc. to provide Transitional Subsidized Employment Programs in the City of Carson; and,

2. Authorize the City Manager or his designee to execute the Agreement, following approval as to form by the City Attorney
III. ALTERNATIVES
Take any other action the City Council deems appropriate.

IV. BACKGROUND
For more than 16 years, the City has maintained a cooperative arrangement with the South Bay Workforce Investment Board (SBWIB) that includes participation in the Transitional Subsidized Employment (TSE) Program.

Through the TSE Program, the SBWIB places participants with City departments that can benefit from additional staff assistance without impacting the City’s budget, while providing participants with valuable work experience and opportunities to develop skills that can assist them in obtaining unsubsidized employment. TSE participants have been placed in the following City departments:

City Manager’s Office
Human Resources
Public Information Office
Public Works
City Clerk
Revenue
Economic Development
Community Services
Parks and Recreation
All TSE participants are referred through the County of Los Angeles Department of Public Social Services (DPSS).

Participants must be at least 18 years of age and have one or more children under the age of 17. Participants may work up to 40 hours per week, with a maximum of eight hours per day. Accordingly, participants placed with the City are limited to 32 hours per week given that City Hall is closed Fridays.

There is no cost to the City for TSE participants, as the SBWIB serves as the employer of record. The SBWIB is responsible for participant wages and workers’ compensation insurance. DPSS provides a one-time stipend for work clothing, a monthly transportation stipend, and childcare assistance through contracted agencies, including Crystal Stairs, Connections for Children, and DREW. DPSS also monitors the TSE Coordinator and participants to ensure appropriate progress, compliance with attendance requirements, and continued eligibility for the program and transportation stipend.

The City’s responsibilities include interviewing prospective participants, conducting background investigations and screening, and once a participant is cleared, providing appropriate work assignments and training. Participants are expected to develop both soft and hard skills through their work experience to assist them in transitioning to unsubsidized employment. The City is also responsible for tracking each participant’s attendance, performance, and progress; submitting biweekly timesheets; and maintaining an on-site file for each participant containing the TSE Employee Handbook, placement documentation, and timesheets.

The TSE Program has provided the City with qualified candidates who have supported departments experiencing staffing shortages or increased workloads while recruitment and hiring of full-time employees are underway. In addition, several former TSE participants have subsequently been hired as full-time City employees, providing a pathway to continued employment with the City.

Staff recommends approval of the proposed agreement to continue the services provided by the SBWIB and the City’s participation in the TSE Program.

V. FISCAL IMPACT
There is no fiscal impact to the City as the program is fully subsidized by SBWIB.

VI. EXHIBITS

1. Proposed Contract Agreement between the City of Carson and the South Bay Workforce Investment Board.

Attachments
2026 TSE PWE - New Agreement.pdf

Contract No. 26 – WXXX
California Work Opportunity and Responsibility to Kids (CalWORKs) Greater Avenues for Independence (GAIN)
Skills and Training to Achieve Readiness for Tomorrow (START) LA County Department of Children and Family Services (DCFS) Work Experience/Work Study/Community Service Combined Agreement

South Bay Workforce Investment
Board, Inc. (SBWIB, INC.)
CONTACT PERSON:

JAN VOGEL
TELEPHONE NO:
310.970.7700
ADDRESS:
11539 HAWTHORNE BLVD., STE. 500
HAWTHORNE, CA 90250
EMAIL:

[email protected]
FAX NO:
310.970.7711
SUBCONTRACTOR:

CITY OF CARSON
CONTACT PERSON:

LAKEINA JOHNSON

BRENDA CUBILLO
TELEPHONE NO:
310-952-1736
SUBCONTRACTOR ADDRESS:
(PRINCIPAL PLACE OF BUSINESS)
701 E. CARSON ST
CARSON, CA 90745
EMAIL:

[email protected]
[email protected]
FAX NO:

This Subcontract Agreement is entered into this 1
st day of 2026, between South Bay
Workforce Investment Board, Inc. (SBWIB, INC.), a California non-profit public benefit corporation who serves as the Intermediary Contractor on behalf of the City of Inglewood, hereinafter referred to as SBWIB, INC., and City of Carson, a municipal corporation, hereinfater referred to as SUBCONTRACTOR.

Recitals:

This contract is a subcontract under the terms of a Prime Contract with the County of Los Angeles, hereinafter referred to as COUNTY. All representations and warranties expressed herein shall inure to the benefit of the COUNTY. The contract is non-financial.

Non-financial agreements connote that there shall be no cost to SBWIB, INC., or the COUNTY for services provided by the SUBCONTRACTOR. All representations and warranties expressed herein shall inure to the benefit of the COUNTY.

In providing activities for the CalWORKs/GAIN/START/DCFS/PROBATION Programs hereunder, referred to by individual program names or collectively as Transitional Subsidized Employment Programs, SUBCONTRACTOR shall conform to the provisions set forth in this

subcontract agreement, including any and all Exhibits hereto and all current and future CalWORKs/GAIN/START/DCFS/PROBATION directives. SBWIB, INC., will notify SUBCONTRACTOR of any CalWORKs/GAIN/START/DCFS/PROBATION directives in writing upon receiving said directives from the COUNTY. This shall be done in order to maintain the various programs integrity and avoid any conflict of interest in its administration.

For this agreement, if applicable, Work Experience (WEX) shall be defined as a paid or nonpaid work assignment with a public, private for-profit or private non-profit organization that supplies a given participant with work behavior skills and a reference for future unsubsidized employment or on-the-job enhancement of existing or recently acquired work skills. The employment is temporary and the worksite is not expected to retain the participant beyond the work-experience assignment.

For this agreement, if applicable, Work Study (WS) shall be defined as an academic program that enables college students to gain work experience while continuing their studies.

The employment is temporary and the worksite is not expected to retain the participant beyond the work-experience assignment.

For this agreement, if applicable, Community Service (CS) is a paid or nonpaid activity performed by eligible participants in the public or private non-profit sector under the close supervision of a community service provider. Community Service activities are intended to provide participants with necessary job skills that can lead to full-time unsubsidized employment and self-sufficiency.

I. GENERAL PROVISIONS
A. STATEMENT OF WORK
SUBCONTRACTOR agrees to perform the duties and activities contained in the Work Experience/Work Study Statement of Work, which is attached hereto, respectively labeled EXHIBIT 1, and is incorporated herein by reference, as if set forth in full.

B. TERM OF AGREEMENT
The term of this agreement shall be effective from the date of its execution through June 30, 2027. SBWIB, Inc. shall have the sole option to extend this Contract for a one-year period.

Both parties shall perform and complete services for those activities covered by this subcontract until this subcontract expires or is terminated in writing by either party.

C. CHANGES AND AMENDMENTS OF TERMS
This Agreement may be amended upon mutual written consent of both parties.

D. NOTICE
Any notice or notices required pursuant to this subcontract may be personally served on the other party, or may be served by certified mail, postage prepaid or return receipt request.

All notices required to be given to SBWIB, INC., shall be delivered or mailed to the parties as follows:

Mr. Jan Vogel, Chief Executive Officer
South Bay Workforce Investment Board, Inc.
11539 Hawthorne Boulevard, 5th Floor
Hawthorne, CA 90250
310.970.7700
All notices required to be given to the SUBCONTRACTOR shall be delivered or mailed to the address below:

Human Resources Department
Agency: City of Carson
Street Address: 701 E. Carson St
City / State / Zip: Carson, CA 90745
Phone No. (310) 952-1736
Either party may designate a new address by giving written notice to the other party.

E. SUBCONTRACTOR CONFIDENTIALITY AGREEMENT
Employees of SUBCONTRACTOR who have access to participant files and/or information must complete, sign, and adhere to the “SUBCONTRACTOR EMPLOYEE ACKNOWLEDGMENT AND CONFIDENTIALITY AGREEMENT,” attached hereto as EXHIBIT 2, which is incorporated herein by reference, as if set forth in full. Subcontractor will identify specific staff who will have access to participant files. A copy of this form must be on file prior to a worksite employee commencing any work under to this agreement.

F. SUBCONTRACTING
No part of the SUBCONTRACTOR'S service obligations may be further subcontracted to any person or entity without the express written consent of SBWIB, INC., and the COUNTY.

G. INSURANCE
SUBCONTRACTOR agrees to maintain in force at all times Comprehensive General Liability Insurance that willfully protects the SUBCONTRACTOR, SBWIB, INC., AND COUNTY from claims arising out of any act or liability laws. All insurance policies required under this agreement shall stipulate that SBWIB, INC., its officials, officers, partners, agents, affiliates, employees, duly authorized volunteers or representatives and COUNTY, its Special Districts, officials, officers, partners, agents, affiliates, employees, duly authorized volunteers or representatives be named as additional insured and that SBWIB, INC., be given 30 days’ written notice of any modification or cancellations of insurance by the carrier.

SUBCONTRACTOR, prior to the commencement of a subcontract with SBWIB, INC., shall deliver to SBWIB, INC., a current certificate evidencing the required insurance coverages, secured through carriers reasonably satisfactory to SBWIB, INC. SUBCONTRACTOR shall maintain coverages and limits as follows:

1. General Liability
SUBCONTRACTOR is required to maintain a general liability insurance policy (written on ISO policy form CG 00 01 or its equivalent) with limits of not less than the following:

General Aggregate: $2 million
Products /Completed Operations Aggregate: $1 million
Personal and Advertising Injury $1 million
Each Occurrence: $1 million

2. Automobile Liability
If a SUBCONTRACTOR, in conducting activities under this Agreement, uses motor vehicles, the SUBCONTRACTOR is required to maintain an automobile insurance policy (written on ISO policy form CA 00 01 or its equivalent) with a limit of liability of not less than $1 million for each accident. Such insurance shall include coverage for all “owned”, “nonowned”, “leased” or “hired” vehicles, or coverage for “any auto.” Should SUBCONTRACTOR and its employees not use any motor vehicles to provide the services required under this agreement, SUBCONTRACTOR shall furnish to SBWIB, INC., on SUBCONTRACTOR’s letterhead, a letter stating “Company owned or operated vehicles will

not be used to perform any of the services contemplated by the agreement between SUBCONTRACTOR and the South Bay Workforce Investment Board, Inc.”

3. Workers Compensation and Employers’ Liability
SUBCONTRACTOR is required to maintain and provide evidence of insurance providing workers compensation benefits for subcontractor's employees, as required by the Labor Code of the State of California or by any other state, and for which sub-contractor is responsible. Such insurance also shall include Employers' Liability coverage with limits of not less than the following:

Each Accident: $1 million
Disease - policy limit: $1 million
Disease - each employee: $1 million
SUBCONTRACTOR shall not be responsible to provide workers compensation benefits for participants under this subcontract agreement. SUBCONTRACTOR shall implement and engage in interactive processes as required under the American Disability Act and make an effort to provide reasonable accommodations to participants who may be injured while completing their assignment, as applicable.

The parties hereto further agree and recognize that though SUBCONTRACTOR maintains sole discretion and authority over participants’ daily assignments and activities, the participants are enrolled in a work-experience training program for which their participation is not equal to that of a standard employee of the SUBCONTACTOR while enrolled in the program and; therefore, are not entitled to benefits as SUBCONTRACTOR’s direct employees, including, but not limited to, unemployment insurance, state disability, or health insurance.

H. PUBLIC ENTITY EVIDENCE OF INSURANCE
Subject to review and approval by SBWIB, INC'S counsel, SBWIB, INC., will accept from public entity subcontractors evidence of an on-going self-insurance program as an equivalent for such coverage as described above in Section G, parts 1, 2, and 3 (General Liability and Automobile Coverage Limits).

I. RELIGIOUS ACTIVITIES PROHIBITED

SUBCONTRACTOR agrees that no participant shall be asked or required to participate in the promotion of religious activities. Furthermore, SUBCONTRACTOR agrees that it will not perform, nor permit to be performed, any religious activities in connection with the performance of this subcontract agreement.

J. POLITICAL ACTIVITIES PROHIBITED
No participant shall be asked or required to participate in any political activity of any kind.

Participants shall not be asked or required to participate in any manner in any partisan political activity, or activity for or against the election of candidates for office.

K. REPORTING WELFARE FRAUD, ELDER ABUSE AND CHILD ABUSE SUBCONTRACTOR shall report all suspected or actual welfare fraud and child abuse discovered by SUBCONTRACTOR. Welfare fraud is specified in the State Operations Manual, Section 20000, and child abuse is specified in Penal Code 11166 and 11167.

Reports shall be made telephonically as required by the referenced regulations and followed up in writing to the GAIN Services Worker (GSW) or DCFS Counterpart within three (3) workdays after discovery.

L. EARNED INCOME TAX CREDIT (EITC)
SUBCONTRACTOR shall notify its employees that they may be eligible for the Federal Earned Income Credit under the federal income tax laws. Such notice shall be provided in accordance with the requirements set forth in Internal Revenue Service Notice 1015.

M. COMPLIANCE WITH THE COUNTY POLICY OF EQUITY
SUBCONTRACTOR acknowledges that the County of Los Angeles takes its commitment to preserving the dignity and professionalism of the workplace very seriously, as set forth in the County Policy of Equity (CPOE) (https://ceop.lacounty.gov/). SUBCONTRACTOR further acknowledges that the County strives to provide a workplace free from discrimination, harassment, retaliation and inappropriate conduct based on a protected characteristic, and which may violate the CPOE. SUBCONTRACTOR and its employees acknowledge and certify receipt and understanding of the CPOE. Failure of the contractor, its employees or its subcontractors to uphold the County's expectations of a workplace free from harassment and discrimination, including inappropriate conduct based on a protected characteristic, may subject the contractor to termination of contractual agreements as well as civil liability.

N. CONSIDERATION OF GAIN OR SKILLS and TRAINING to ACHIEVE READINESS for

TOMORROW (START) PARTICIPANTS FOR EMPLOYMENT
Should SUBCONTRACTOR require additional or replacement personnel after the effective date of this Agreement, SUBCONTRACTOR shall give consideration for any such employment openings to participants in Los Angeles County’s Department of Public Social Services’ Greater Avenues for Independence (GAIN) Program or Skills and Training to Achieve Readiness for Tomorrow (START) Program who meet SUBCONTRACTOR minimum qualifications for the open position. For this purpose, consideration shall mean SUBCONTRACTOR will interview qualified candidates.

O. SAFLEY SURRENDER BABY LAW
SUBCONTRACTOR acknowledges that the County of Los Angeles places a high priority on the implementation of the Safely Surrendered Baby law. SUBCONTRACTOR understands that it is the County’s policy to encourage all Contractors and Subcontractors to voluntarily post the County’s “Safely Surrendered Baby Law” poster in a prominent position at SUBCONTRACTOR’s place of business. SBWIB, INC., will supply CONTRACTOR with the poster to be used.

II. COMPLIANCE
A. CIVIL RIGHTS
SUBCONTRACTOR shall ensure that services and benefits are provided without regard to race, color, religion, sex, sexual orientation or identity, age, national origin, political affiliation, marital or pregnancy status or disability in accordance with Title VI of the Civil Rights Act of 1964, and California Government Code, Section 11135. SUBCONTRACTOR shall comply with Section 504 of the Rehabilitation Act of 1973, as amended, pertaining to the prohibition of discrimination against qualified disabled persons under any program or activity which receives or benefits from Federal or State financial assistance.

SUBCONTRACTOR shall comply with provisions of Titles VI and VII of the Federal Civil Rights Act of 1964 as amended; Executive Order 11246, as amended; the Age Discrimination in Employment Act of 1973, as amended; Title IX of the Education Amendments Act of 1972; the Food Stamp Act of 1977, as amended; the Welfare and Institutions Code Section 1000; DPSS Operations Handbook Section 21; the Americans with Disabilities Act (ADA) of 1990; and other applicable nondiscrimination laws.

SBWIB, INC., is required to conduct an investigation of civil rights complaints received from GAIN/START/DCFS/PROBATION participants against SUBCONTRACTOR.

SUBCONTRACTOR agrees that its staff shall be available at times agreeable to both parties to consult with SBWIB, INC’s staff as needed.

B. DISPLACEMENT GRIEVANCE
SUBCONTRACTOR shall ensure that labor unions and non-union employees are notified that GAIN/START/DCFS/PROBATION participants are working or otherwise participating at specified work locations and that employees have the right to grieve displacement by such participants. Regulations establish a three-fold grievance process for regular employees who believe they have been displaced by GAIN/START/DCFS/PROBATION participants.

Employees must be notified of the following:

1. GAIN/START/DCFS/PROBATION participants have been included in the workforce at their location.

2. State law prohibits employers from using GAIN/START/DCFS/PROBATION participants in a way that will cause employees to lose their job, or have their hours reduced.

3. Employers may not place GAIN/START/DCFS/PROBATION participants in jobs that would be promotional opportunities for employees.

4. Employers may not violate any personnel rules when including a GAIN/START/DCFS/PROBATION participant in the workforce.

Grievance procedures for both the Work Experience and Work Study programs are available through the South Bay Workforce Investment Board, Inc., 11539 Hawthorne Blvd., 5 th Floor, Hawthorne, CA 90250. All complaints against an employer must be in writing and contain the following information:

1. The full name, address and telephone number of the employee.

2. The full name and address of the employer.

3. A clear and brief statement of the facts, including dates, which have led to the complaint.

4. A statement that this complaint has been filed under penalty of perjury.

5. The complaint must be sent to South Bay Workforce Investment Board, Inc. (at above listed address).

SUBCONTRACTOR agrees that its staff shall be available at times agreeable to both parties to consult with SBWIB, INC’s staff as needed on matters related to this section and all grievances.

C. DRUG FREE WORKPLACE COMPLIANCE
SUBCONTRACTOR shall comply with Government Code Section 8355, in matters related to providing a drug-free workplace as follows:

1. Publish a statement notifying employees/participants that unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance is prohibited and specifying actions to be taken against employees/participants for violations, as required by Government Code Section 8355(a).

2. Establish a Drug-Free Awareness Program as required by Government Code Section 8355 (b), to inform employees/participants about all of the following:
a. The dangers of drug abuse in the workplace,
b. SUBCONTRACTOR'S policy of maintaining a drug-free workplace, c. Any available counseling, rehabilitation and employee/participant programs. d. Penalties that may be imposed upon employees/participants for drug abuse violations.

D. NON-DISCRIMINATION
SUBCONTRACTOR shall ensure that no portion of its programs shall in any way discriminate against, deny benefits to, deny employment to, or exclude from participation any person on the grounds of race, color, national origin, religion, sex, condition of disability, political affiliation or belief. Subcontractor further agrees not to employ legally-prohibited discriminatory practices of any kind and to take positive measures to assure that equal employment opportunities, including employment, training, and promotion in all job classifications are made available without regard to race, color, religion, sex, age, national origin, physical or condition of disability, marital status, political affiliation or belief as required by Federal and State Laws and regulations.

COMPLIANCE WITH VARIOUS LAWS
SUBCONTRACTOR shall comply with all applicable laws, rules, regulations, requirements, ordinances, and orders existing during the term of this Contract, including obtaining and maintaining all necessary permits, licenses and insurance.

SUBCONTRACTOR acknowledges and warrants that it is or will make itself, through its Directors and Managers, knowledgeable of pertinent employment and labor laws and all other regulations or requirements having the force of law that impacts the operations of the Subcontractor’s facilities, including laws governing building codes and regulations, hazardous materials, historic preservations, environmental impacts and all provisions required thereby to be included herein, and are hereby incorporated by this reference. These shall further include, as applicable, but not to limited to the following:

1. Fair Labor Standards Act (1938)

2. Title VII of the Civil Rights Act (1964)

3. Equal Employment Opportunity (EEO) [Executive Order 11246 Amended by Executive Order 11375 and supplemented in Department of Labor Regulations, 41 CFR, Part 60]

4. Americans with Disabilities Act (ADA)

5. Family and Medical Leave Act (1993)

6. Occupational Safety and Health Act (1970), as amended

7. State Department of Social Services Manual of Policies and Procedures

8. Social Security Act

9. Applicable Child Labor Laws

10. Workforce Innovation and Opportunity Act

11. Family Economic and Security Act

12. California Education Code

13. CalWORKs and GAIN Policy
SUBCONTRACTOR acknowledges that Los Angeles County has established a goal of ensuring that all individuals and businesses that benefit financially from the County through contracts are current in paying their property tax obligations (secured and unsecured roll) in order to mitigate the economic burden otherwise imposed upon the County and its taxpayers.

SUBCONTRACTOR warrants and certifies that it is currently in compliance with Los Angeles County Code Chapter 2.206 and will maintain compliance throughout the term of this contract unless Contractor qualifies for an exemption or exclusion.

E. HOLD HARMLESS
SUBCONTRACTOR shall indemnify, defend, and hold harmless the SBWIB, INC., the COUNTY, its officials, officers, partners, agents, affiliates, employees, duly authorized volunteers or representatives from and against any and all loss, damage, expense, or indebtedness resulting there from, relating to, or arising out of, by reason of, or in any way connected with wrongful or negligent acts, or any act, error or omission directly or indirectly connected or attributable to the services, performance and disbursement and use of County funds relating to this agreement by the SUBCONTRACTOR, its officials, officers, partners, agents, affiliates, employees, duly authorized volunteers or representatives in performing or failing to perform any services required herein to be performed.

SBWIB, INC., shall indemnify, defend, and hold harmless the SUBCONTRACTOR, its officials, officers, partners, agents, affiliates, employees, duly authorized volunteers or

representatives from and against any and all loss, damage, expense, or indebtedness resulting there from, relating to, or arising out of, by reason of, or in any way connected with wrongful or negligent acts, or any act, error or omission, directly or indirectly, connected or attributable to the services, performance or disbursement and use of County funds relating to this agreement, by SBWIB, INC., its officials, officers, partners, agents, affiliates, employees, duly authorized volunteers or representatives.

F. STANDARD OF CARE
In carrying out the provisions of this Agreement, the SUBCONTRACTOR shall act with reasonable care and diligence and in good faith, without negligence, fraud, misconduct, or any act presented in bad faith or willful omission. The SUBCONTRACTOR must further demonstrate the level of skill, care and professionalism that would be expected from a reasonably skilled and experienced provider of similar services and according to stipulations enforced by SBWIB, INC., while performing services under this Agreement, including stipulations enforced via pertinent attached or unattached exhibits, instructional documents, policies and/or procedures, which are incorporated herein by reference as if set forth in full.

It is further agreed that the quality of such services shall be judged solely by SBWIB, INC., as to whether or not SUBCONTRACTOR performed its services consistent with stipulations enforced herein and by SBWIB, INC., and with the professional skill and care ordinarily provided by firms practicing in the same or similar locality under the same or similar circumstances (hereinafter the “Standard of Care”).

G. WAIVER
In recognition of the risks relative to the standing liaison and services performed under this agreement as described herein, Subcontractor agrees, to the fullest extent permitted by law, to hereby release, discharge, and waive against SBWIB, INC., the COUNTY, and their officials, officers, partners, agents, affiliates, employees, duly authorized volunteers or representatives from and against losses, costs, damages, and lost profits of any kind, whatsoever, resulting in losses or damages, punitive or consequential, including, without limitation, for attorney’s and expert witness’ fees and costs, regardless of whether such losses, damages or costs were foreseeable or whether either party or any entity had been advised of the possibility of such damages, except to the extent of any breach of contract or violation of law by SBWIB, INC., or its officials, officers, partners, agents, affiliates, employees, duly authorized volunteers or representatives, and except to the extent of any

negligence of SBWIB, INC., the COUNTY, or their officials, officers, partners, agents, affiliates, employees, duly authorized volunteers or representatives.

It is intended that this waiver apply to any and all liability or cause of action, however alleged or arising, unless otherwise prohibited by law, including but not limited to reasons presented herein or any other claim whether in tort, contract or equity.

It is further understood that in no event shall SBWIB, Inc., be responsible for, and herein expressly disclaims, any and all liability for any indirect, incidental, exemplary, punitive, special or consequential damages, or damages for loss of profits/reputational harm, revenue, data, or use, incurred by the Subcontractor or any third party, whether in an action in contract or tort for which such loss or damage arises, directly or indirectly, while performing services under this Agreement, whether either party or any entity had been advised of the possibility of such damages.

III. RECORDS
A. CONFIDENTIALITY OF RECORDS
SUBCONTRACTOR agrees to comply and require employees to comply with the provisions of Section 10850 of the California Welfare and Institutions Code and Chapter 19- 000 of the SDSS Manual of Policies and Procedures, Federal, State, and local laws, regulations, ordinances, and directives relating to confidentiality. SUBCONTRACTOR shall comply with the following provisions in matters relating to confidentiality:

1. All applications and records concerning an individual made or kept by any public officer or agency in connection with the administration of any provision of the Welfare and Institutions Code relating to any form of public social services for which grants-in-aid are received by this State from the Federal Government will be confidential and will not be open to examination for any purpose not directly connected with administration of such public social services.

2. No person will publish, disclose, use, permit, or cause to be published, disclosed or used, any confidential information pertaining to an applicant or recipient.

SUBCONTRACTOR agrees to inform its employees, agents, subcontractors and partners that any person who knowingly and intentionally violates the provisions of State law is guilty of a misdemeanor.
.

3. SUBCONTRACTOR agrees that all information and records obtained in the course of providing services to program participants shall be subject to confidentiality and disclosure provisions of applicable Federal and State statutes and regulations adopted pursuant thereto and no such information may be relayed to anyone except those employees of the Los Angeles County Department of Public Social Services (DPSS) and Department of Children and Family Services (DCFS) so designated, GAIN/DCFS contractors, as approved by the County, and organizations approved and designated by DPSS/DCFS.

B. RECORDS RETENTION AND EXAMINATION
SUBCONTRACTOR agrees to retain, protect, and maintain in an accessible location all records and correspondence, internal memoranda, participant files, including attendance records or notes in paper, computer or electronic form, which relates to this Contract and its participants, or any document that may be considered physical evidence for five years following the term of the subcontract agreement or until all pending Federal, State, COUNTY or SBWIB, INC., audits are completed, whichever is later.

Upon request, the SUBCONTRACTOR shall make all such records and documents available for inspection, copying, or other reproduction, and auditing by authorized personnel of SBWIB, INC., or representatives, including Federal, State, (including the Auditor General), and COUNTY personnel. Such records shall be kept in the County of Los Angeles, State of California and be accessible to authorized Federal, State, COUNTY representatives, and representatives of SBWIB, INC., for the retention period specified herein. Any transfers of the records, reports, beyond the boundaries of the County of Los Angeles shall require prior written approval by SBWIB, INC.

In the event that any audit, litigation or claim remains unresolved, SUBCONTRACTOR agrees to retain all such records, reports, participant files, other documentation and physical evidence beyond the five-year period, until all such litigation, audits, and claims have been resolved. If the SUBCONTRACTOR ceases operations prior to five (5) years from the beginning date of the term of this Agreement or before all litigation, audits and claims have been resolved, the SUBCONTRACTOR shall provide the name, address, and telephone number of the SUBCONTRACTOR’s representative plus an inventory of all such records, reports, participants files, and other documentation and physical evidence. .

Failure to make requested records available for inspection, copying, or other reproduction, or auditing by the date requested may result in termination of the Contract.

IV. TERMINATION OF AGREEMENT
A. TERMINATION WITHOUT CAUSE
Either party may, at any time during the term of this agreement hereof, terminate it without cause by giving thirty (30) days written notice to the other party.

1. Should SBWIB, INC., give notice of termination, upon receipt, SUBCONTRACTOR shall immediately cease all work under this Subcontract, unless the notice expressly states otherwise. In the event this Subcontract is terminated by SUBCONTRACTOR, it shall be deemed released from any liability for any work assigned but not completed as of the effective date of such termination.

2. Should SUBCONTRACTOR terminate this agreement, SUBCONTRACTOR shall defend, indemnify and hold SBWIB, INC., its officials, officers, partners, agents, affiliates, employees, duly authorized volunteers or representatives harmless from any and all claims of liability or damage against SBWIB, INC., resulting from such termination.

B. TERMINATION WITH CAUSE
SBWIB, INC., may immediately terminate this Agreement upon written notification to SUBCONTRACTOR without complying with Subsection A above for any of the following reasons:

1. If SBWIB, INC., determines that there is an immediate danger of injury to participant(s) or increased potential liability to SBWIB, INC.,

2. Violation by SUBCONTRACTOR of any term of this Subcontract.

3. Failure by SUBCONTRACTOR to accept and/or implement any additional conditions that may be required by law.

4. If funding is not available to SBWIB, INC., through the County of Los Angeles.

V. FORCE MAJEURE
Neither party shall be liable to the other for any delay in or failure of performance, nor shall any such delay in or failure of performance constitute default, if such delay or failure is caused by Force Majeure. Force Majeure, for purposes of this agreement, is defined as any unforeseeable circumstance that prevents, restricts, interferes with either party from fulfilling the terms of this contract, whether it be by reason of fire or other casualty or accident; strikes .

or labor disputes; inability to procure raw materials, equipment, power or supplies; war; terrorism or other violence; any law, order, proclamation, regulation, ordinance, demand, or requirement of any government agency or intergovernmental body other than a party hereto; extreme weather, natural disaster or any other superior force, act or condition that cannot be reasonably anticipated or controlled by either party hereto.

The party so affected, upon giving notice to the other party, shall be excused from such performance to the extent of such material prevention, restriction, or interference; provided that the party so affected shall use its bests efforts under the circumstances to avoid or remove such causes of non-performance and shall continue performance hereunder with the utmost dispatch whenever such causes are removed.

VI. REQUIRED FORMS
Prior to execution of the agreement, SUBCONTRACTOR shall complete the TSE – Work Experience Worksite Information Sheet, attached hereto as EXHIBIT 3. The Worksite Information sheet is used to instruct referring agencies as to the worksite location, number of positions requested and type of participant SUBCONTRACTOR is requesting.

SUBCONTRACTOR shall complete a Worksite Information Sheet for each location or department within the organization that wishes to host participants.

When necessary, SUBCONTRACTOR shall complete the forms listed on EXHIBIT 4.

Such forms shall be completed according to the conditions described in the Scope of Work, or as directed by SBWIB, INC., or the COUNTY. These forms shall be provided by either SBWIB, INC., or a COUNTY Gain Service Worker/DCFS Case Worker when needed to ensure program integrity.

VII. CONTRACT OBLIGATION
The signatories hereto assure that in providing activities for the CalWORKs/Greater Avenues for Independence (GAIN) /Department of Children and Family Service (DCFS), Los Angeles County Probation, Work Experience, Work-study and/or Community Service programs, they will comply with the terms set forth in this subcontract agreement including all Exhibits thereto, which collectively constitute the entire agreement. .

VIII. CERTIFICATION RE: HOME BASED AGENCY IN RESIDENTIAL AREAS Under the terms and conditions of SBWIB, Inc.’s Prime Agreement with the County of Los Angeles, Home-Based Businesses / Organizations are strictly prohibited. By signing this agreement, under the penalty of perjury , SUBCONTRACTOR certifies that they are not a Home-Based Business / Organization or located in a residential area.

IV. ENTIRE AGREEMENT
This agreement, including all Exhibits referenced, constitutes the entire agreement of the parties and supersedes any previous oral negotiations or written expressions of intent between the parties.
.

IN WITNESS WHEREOF, the parties herein have executed this Agreement as of the date first above written.

SUBCONTRACTOR

Dr. Khaleah K. Brandshaw, City Clerk
APPROVED AS TO FORM:

Aleshire & Wunder, LLP
Sunny K. Soltani, City Attorney
SOUTH BAY WORKFORCE INVESTMENT BOARD, INC.

Jan Vogel, Chief Executive Officer

APPROVED AS TO FORM:

Jack Ballas, Attorney at Law
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EXHIBIT 1
WORK EXPERIENCE//WORK STUDY/Community Service

STATEMENT OF WORK
General Description of Work Experience
Work Experience (WEX) is a GAIN/START/DCFS/PROBATION work activity in which participants receive paid or nonpaid work assignments with public, private for-profit or private non-profit organizations. The goal of WEX is to promote the gain of new skills, aid in the development of good working habits, provide exposure to professional networks, and present participants with the opportunity to gain knowledge and competencies that will increase their potential for achieving successful unsubsidized employment.

A WEX assignment should aim to improve work behavior skills, encourage the acquisition of new skills, enhance existing or recently acquired skills and assist with the development of employment references for the participant to use when seeking employment. The successful completion of a WEX work assignment may lead the participant to securing full-time unsubsidized employment and, ultimately, self-sufficiency.

Participation in WEX is limited to a period of eight (8) to twelve (12) months, depending upon program goals and funding considerations.

General Description of Work Study
Work Study is a GAIN work assignment that provides part-time paid internships to CalWorks participants enrolled in Community Colleges to help offset college expenses at Public Agencies, assisting them in meeting their work requirements under Temporary Assistance for Needy Families Reauthorization (TANF) legislation. CalWorks participants earn no less than minimum wage at subcontracted agencies on or off campus for a period of time to be determined by the college/County. Community Colleges will fund a portion of the hourly wage with the County to fund the remaining percentage and employer taxes. Internship payments for participants will be issued by SBWIB, INC., as Administrative Employer of Record. Worksites may be with public, private for-profit or private non-profit organizations.

General Description of Community Service
Community Service is a non-paid work activity performed by eligible CalWORKs participants in the public or private non-profit sector. While fulfilling an unmet community need, community service, if successfully completed, is intended to provide participants with the job-skills and training that may lead the participant to securing full-time unsubsidized employment and, ultimately, self-sufficiency.

General Provisions
A. Subcontractor shall ensure that a WEX/WS/CS position will not be created as the result of, or may not result in:

1. The displacement of current employees, including overtime currently worked by these employees.

2. The filling of established unfilled positions, unless the positions are unfunded in a public agency budget.

3. The filling of positions which would otherwise be promotional opportunities for current employees. .
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4. The filling of positions, prior to compliance with applicable personnel procedures or provisions of collective bargaining agreements.

5. The filling of a position created by termination, layoff, or reduction in workforce.

6. The filling of a work assignment customarily performed by a worker in a job classification within a recognized collective bargaining unit in that specific work site, or the filling of a work assignment in any bargaining unit in which funded positions are vacant or in which regular employees are on layoffs.

B. Subcontractors shall assist and encourage qualified WEX/WS/CS participants to compete for job openings within the Subcontractor’s organization, while reiterating or explaining the program’s purpose, including providing the participant with a clear understanding that unsubsidized employment is not guaranteed and consideration of such option is contingent upon the participant’s successful completion of the program, amongst other factors (e.g., job availability, funds, etc.).

C. Public agency Subcontractors shall ensure to the extent permitted under federal or state law, local ordinances, applicable bargaining agreements or personnel procedures, that time worked in the WEX/WS/CS position will apply toward the participant's seniority, if applicable in merit system employment positions.

D. Public agency Subcontractors, to the extent possible, shall allow WEX/WS/CS participants to participate in:

1. Classified service examinations equivalent to the WEX/WS/CS position.

2. All open and promotional examinations for which experience in the position or other relevant experience would qualify the person to the extent permitted under federal or state law, local ordinances, applicable collective bargaining agreements, or personnel procedures.

E. Upon request, Subcontractor shall provide WEX/WS/CS assignments within the GAIN Priority Occupations, or the Los Angeles County growth occupations, or such other documentation from the Bureau of Labor Statistics.

F. Subcontractor shall comply with a minimum three-month review requirement, or as necessary, consisting of a discussion with the County GAIN Services Manager or designee, participant's supervisor and participant regarding the assignment, the participant's progress in the assignment and job search activities.

G. SBWIB, INC., contracts with the State Compensation Insurance Fund (SCIF) to administer the workers' compensation benefits to GAIN participants assigned to paid WEX/WS/CS activities. However, Subcontractor R must implement and engage in interactive processes and make an effort to provide reasonable accommodations to participants who may be injured while completing their assignment, as applicable.

H. Subcontractor shall continuously provide and maintain facilities which are adequate to fulfill the requirements of this Agreement throughout the term of the contract.

I. Subcontractor must comply with applicable labor laws, occupational health and safety provisions, child labor laws and shall provide a safe and healthy work environment with the same job safety and working conditions as provided to regular employees. Participants shall not be placed at worksites that are unsanitary, hazardous, or dangerous to their health and safety. Participants must be provided the proper equipment and training to safely perform their respective programs.

J. Subcontractor shall supervise all participants at the Worksite at all times and require participant conformance with Subcontractor’s standard of conduct for agency personnel. .
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K. Subcontractor shall designate a qualified candidate to supervise participants, ensuring that supervisor is knowledgeable of basic employment laws and processes, including, but not limited to, discriminatory and harassment practices and policies. Subcontractor must provide worksite supervisors with appropriate written materials describing the tasks necessary to successfully perform his/her duties, including a copy of this document and any other regulations, policy or procedures provided by the County or SBWIB, Inc. with the intention to provide instruction or guidance while performing services under this agreement.

L. Subcontractor shall provide an orientation to each participant prior to them beginning the work-experience duties, which includes a review of worksite attendance policies, description of duties, work-experience expectations, worksite conduct, rules, and other applicable policies and procedures.

M. During the training period, Subcontractor shall expose participants to all customary and normal requirements of the job and provide participants with enhanced or updated training, whenever necessary, to enable participants to master the job.

N. Subcontractor shall inform participants of grievance reporting requirements and their right to file a grievance in accordance with County and SBWIB, INC., regulations or requirements as detailed in the Supervisor’s Handbook or any other policy or procedures provided by the County or SBWIB, INC., with the intention to provide grievance-related instruction or guidance.

O. Subcontractor shall assist the worksite supervisor in resolving problems concerning the participant’s on-thejob performance and reach out to the referring agency and SBWIB, INC., before adverse actions are imposed, with the exception that immediate action may be taken, as necessary, if the Subcontractor reasonably believes it’s employees are in imminent danger. Subcontractor must ensure that ample documentation and notes are kept in relation to said matters and must be able to make such documentation and notes available for reviewing, etc., by authorized personnel of SBWIB, INC., its representatives, including Federal, State, (including the Auditor General), and COUNTY personnel.

P. Subcontractor shall prepare and submit a bi-weekly evaluation that depicts an accurate reflection of the participant’s progress. Subcontractor agrees to discuss the evaluation with participant(s) when any decline is noticed in performance and reach out to the referring agency and SBWIB, INC., for assistance or guidance on how to proceed when necessary.

Q. Subcontractor shall allow “release time” for counseling, educational training, unsubsidized job interviews and other related activities only with written authorization from SBWIB, INC., or County Representative.

Subcontractor agrees to maintain accurate notes and other pertinent documentation related to such releases for later referencing and reviewing as needed.

R. Subcontractor and its supervisors assigned to participants shall adhere to all enforced stipulations while performing services under this Agreement, including those enforced within the Supervisor’s Handbook and other pertinent attached or unattached exhibits, instructional documents, policies and/or procedures. The Supervisor’s Handbook and other processes will be provided to Subcontractor upon execution of this agreement and as needed throughout the term of this Agreement.

S. Subcontractor shall immediately notify its referring agency, AJCC and SBWIB, INC., if concerns begin to develop in relation to the participant’s ability to fulfill duties as assigned, especially if such concerns can negatively impact the participant’s probability of completing the program.

T. Subcontractor shall immediately notify SBWIB, INC., of any changes in designation of personnel who will be supervising participants. This includes temporary designations of more than a two-day duration. Additionally, Subcontractor shall designate a qualified alternate supervisor who has received the same screening, training and Work Experience Program Supervisor Orientation as the initial supervisor and received said requirements within a maximum of 24 hours after being assigned to supervise participant(s). .
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U. Subcontractor shall fully cooperate with authorized representatives of SBWIB, INC., County, State and Federal governments including independent auditors. In particular, cooperation is required with respect to those representatives seeking to interview any program participant or staff member of the Subcontractor, as well as those representatives who evaluate, inspect and/or monitor facilities and operations of the Subcontractor that are directly involved in the implementation of programs funded through this Agreement.

Cooperation is further required in response to any investigation or complaint that may arise during the term in which this agreement is in effect, including producing program records as requested. SBWIB, INC., reserves the right to enter SUBCONTRACTOR’s facilities unannounced during business hours to observe Subcontractor’s operations as necessary.

V. Subcontractor understands and acknowledges that SBWIB, INC., will serve as the administrative employer of record under the terms of this contract only for which it has no control, influence or affiliation in decisions made relating to the participant’s daily assignments, or the supervision and daily standard of care provided by Subcontractor. Should Subcontractor employ a participant as staff, then said participant shall cease to be a participant in the WEX/WS/CS programs, SBWIB, INC., shall cease to be the employer of record for that participant, and Subcontractor shall assume employer of record duties.

W. In the event of injury or death of a GAIN participant in a WEX/WS/CS assignment, the SUBCONTRACTOR shall immediately contact: South Bay Workforce Investment Board, Inc. – GAIN Unit, at (310) 970-7796 within 24 hours of occurrence or knowledge of occurrence.

SUBCONTRACTOR shall also:
• Provide the injured participant with State Compensation Insurance Form (SCIF) 3301. • Complete SCIF Form 3367.
• Obtain completed SCIF Form 3301 from participant and submit Forms 3301 and 3367 to, SBWIB, INC., Attention - GAIN department, SBWIB, INC., 11539 Hawthorne Blvd., 5th Floor, Hawthorne, CA. 90250.

In the event of extreme injury or death of a GAIN participant immediately contact:

Tracey Atkins, Director of GAIN Programs
South Bay Workforce Investment Board
11539 Hawthorne Blvd., Ste. 500
Hawthorne, CA 90250
(310) 970-7796
and
Lorraine Sinelkoff, CalWORKs/GAIN/ Program Division
Los Angeles County Department of Public Social Services 12860 Crossroads Parkway South
City of Industry, CA 91746
(562) 908-5863
In the event of extreme injury or death of a DCFS participant immediately contact:

Tracey Atkins, Director of GAIN Programs
South Bay Workforce Investment Board
11539 Hawthorne Blvd., Ste. 500
Hawthorne, CA 90250
(310) 970-7796
.
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and
Wendy Luke, Division Chief
Los Angeles Department of Children and Family Services
3530 Wilshire Blvd., Ste. 400
Los Angeles, CA 90010
(213) 351-0102
X. During the assigned work period, the SUBCONTRACTOR shall provide each participant with:

1. Orientation, training of duties and other instructions as applicable, in addition to reasonable and proper supervision from a qualified candidate who will monitor the participant’s daily work activities and duties.

2. Safety instructions and equipment necessary for protection against potential injury and damage, in accordance with OSHA guidelines.

3. The same working conditions as employees employed in similar positions, e.g., breaks, etc.

Special Provisions
A. COUNTY has contracted with SBWIB, INC., to serve as administrative employer of record for the Transitional Subsidized Employment program. SBWIB, INC., has contracted with SUBCONTRACTOR to serve as a worksite for which they agree to provide services specifically related to the Transitional Subsidized Employment program, including but not limited to the following:

1. Maintain participant time sheets and forward them to SBWIB, INC., or other agent on a bi-weekly basis.

2. If necessary, distribute paychecks delivered by SBWIB, INC., to CalWORKs/GAIN/START/DCFS /Probation participants participating in the Transitional Subsidized Employment Program.

3. Maintain a signature log recording the distribution of paychecks to participants.

4. Immediately inform referral agency, SBWIB, INC., and the participant’s GAIN Service Worker/DCFC Case Worker should the participant’s attendance decline or cease, or if the participant requires corrective measure, withdraws from, or is terminated from his/her assignment.

Tracking and Reporting
SBWIB, INC., the COUNTY or authorized referral agent shall supply all necessary CalWORKs/GAIN/START/DCFS/Probation forms.

SUBCONTRACTOR shall comply with WEX/WS/CS tracking and reporting requirements and instructions for completing forms referenced in EXHIBIT4 hereto.

A. SUBCONTRACTOR shall schedule a WEX/WS/CS enrollment appointment for GAIN/START/DCFS participants by telephone when contacted by an authorized referral agent/GSW. GAIN Participants (only) will be referred by the GSW on Service Provider Referral Form GN 6006. The referral form will contain the name and telephone number of the GSW.
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B. SUBCONTRACTOR shall complete as appropriate (entering the planned completion date) the GN 6006 referral form and mail the original completed, signed and dated to the GSW within eight (8) workdays after the receipt of same.

C. If requested, SUBCONTRACTOR shall mail a copy of the GN 6006 to SBWIB, INC., South Bay Workforce Investment Board - GAIN, 11539 Hawthorne Blvd., 5th Fl., Hawthorne, CA 90250.

D. Upon enrollment in a WEX/WS/CS assignment, SUBCONTRACTOR shall complete a Job Specification Sheet. A copy of this Job Specification Sheet shall be mailed to the GSW attached to the GN 6006, a copy shall be given to the participant, and a copy shall be retained in the file.

E. SUBCONTRACTOR shall reschedule the enrollment date when requested to do so by the GAIN participant, GSW or authorized referral agent. If an enrollment date is rescheduled, confirmation of the new enrollment will be made by a telephone call to the authorized referral agent/GSW within one (1) workday.

SUBCONTRACTOR shall refer back to the authorized referral agent/GSW any participant who contacts the SUBCONTRACTOR after SUBCONTRACTOR has reported the participant's failure to keep the appointment.

F. SUBCONTRACTOR shall immediately notify the authorized referral agent/GSW and within five (5) workdays of any change in circumstances that will affect program participation on the Notification of Change from Service Provider (GN 6007B for GAIN Participants only), including, but not limited to the following:

1. Prior to the scheduled start date and time, the participant called and re-scheduled the appointment.

2. The participant did not keep the scheduled appointment to enroll in or to start the WEX/WS/CS assignment;

3. The WEX/WS/CS assignment is completed.

4. The participant obtains employment; during or immediately after the WEX/WS/CS assignment.

5. The participant refuses employment.

6. The participant fails to attend or to satisfactorily progress in his/her WEX/WS/CS assignment.

7. The participant needs a change in supportive services.

8. Any other change relevant to CalWORKs, GAIN and/or DCFS case.

G. If SUBCONTRACTOR determines that the given WEX/WS/CS work/training assignment is inappropriate for a participant, SUBCONTRACTOR’s recommendation for change in assignment must be made within thirty (30) workdays from the program start date. Recommendations for change must be made via the GN 6007B form (GAIN Participant only.)
H. SUBCONTRACTOR shall cancel or stop WEX/WS/CS as requested by County on Service Provider Cancellation/Stop Notice (GN 6011).

I. Each and every quarterly period, or at the midpoint, if the training program is less than three months, SUBCONTRACTOR is required to complete a Progress/Attendance Report (GN6070) provided by the GAIN participant. The completed GN6070 shall be returned to the GSW by either the participant or SUBCONTRACTOR.
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EXHIBIT 2

SUBCONTRACTOR EMPLOYEE

ACKNOWLEDGEMENT AND CONFIDENTIALITY AGREEMENT

GENERAL INFORMATION
The City of Inglewood, on behalf of the South Bay Workforce Investment Board, Inc., hereinafter referred to as SBWIB, Inc., has entered into a contract with the County of Los Angeles hereafter known as County to provide various services for participants in the Greater Avenue for Independence (GAIN) Program. As a result, your signature is required on this Subcontractor Employee Acknowledgement and Confidentiality Agreement.

As part of your employment, you may be involved with work pertaining to COUNTY services and have access to confidential data pertaining to persons and/or other entities who receive services from the COUNTY, whom has a legal obligation to protect all such data, including welfare recipient records. If you are to be involved in such work, the COUNTY must ensure that you will protect the confidentiality of all data and requires that you consider and sign this confidentiality agreement as a condition of your work.

EMPLOYEE ACKNOWLEDGEMENT
I understand and agree that my employer is my sole employer for purposes of employment. I rely exclusively upon it for payment of salary and any and all other benefits payable to me or on my behalf during the period of this employment. I am not an employee of SBWIB, Inc./COUNTY for any purpose. I do not have and will not acquire any rights or benefits of any kind from SBWIB, Inc./COUNTY during the period of this employment, and do not have, and will not acquire, any rights or benefits pursuant to any agreement between SBWIB, Inc./COUNTY.

CONFIDENTIALITY REPORT
I hereby agree that I will not divulge to any unauthorized person, data obtained while performing work pursuant to the contract between SBWIB, Inc./COUNTY. I will forward all requests for the release of information received by me to my immediate supervisor, ensure that said supervisor reports such violation to SBWIB, Inc./COUNTY, and return all confidential materials to my immediate supervisor upon termination of my employment or completion of the presently assigned work tasks, whichever occurs first.

I understand that a violation of this agreement and acknowledgement may subject me to civil and/or criminal action and that SBWIB, Inc./COUNTY may seek all possible legal redress.

Name: Name:
(signature) (print)
Date: Position:
(print)
.

EXHIBIT 3

TSE - WORK EXPERIENCE

WORKSITE INFORMATION SHEET
Name of Agency:

Primary Worksite Address:

Phone No: Fax:

Primary Contact/Title: Email:

Secondary Contact/Title: Email:

Worksite Supervisor/Title:

Phone No: Fax:

Number of Positions Available:

Which category do available positions fall under? Clerical Maintenance Other:

Title of positions:

Position Duties:

Please list any automatic bars from hiring?
Do any of the proposed worksites reside in a residential neighborhood? .

EXHIBIT 4

GAIN REQUIRED FORMS FOR WEX/WS/CS SUBCONTRACTORS
Sample forms included in this section are to be completed or processed by SUBCONTRACTOR according to the terms and conditions hereinabove set forth or as directed by SBWIB, INC., or the COUNTY. The forms will be provided by either SBWIB, INC., authorized referral agent, or the COUNTY GAIN service worker as needed.

Forms to be completed or processed by SUBCONTRACTOR include but are not limited to:

1. GN 6006-Service Provider Referral

2. GN 6007B-Notification of Change from Service Provider

3. GN 6070-Progress/Attendance Report

4. WEX/CS Job Specification Sheet

5. GN 6011, Service Provider Cancellation/Stop Notice

6. State of California Insurance Forms-SCIF 3367 and SCIF 3301

7. Worksite Information Sheet

8. Youth Report to Work Form
CITY OF CARSON 701 East Carson Street
Report to Honorable Mayor and City Council
Tuesday, October 6, 2026, 5:00 PM
CONSENT 21.

To: Honorable Mayor and City Council
From: Arminé Chaparyan, Deputy City Manager HR Administration Subject: CONSIDER ADOPTION OF (1) RESOLUTION NO. 26-123 APPROVING A TENTATIVE

AGREEMENT FOR AN AMENDMENT TO THE MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF CARSON AND THE SERVICE EMPLOYEES INTERNATIONAL UNION (SEIU) LOCAL 721 – CARSON PROFESSIONAL SUPERVISOR ASSOCIATION, AND (2) RESOLUTION NO. 26-115 APPROVING THE AMENDED SUCCESSOR MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY AND SEIU LOCAL 721 FOR THE PERIOD OF JULY 1, 2024 – JUNE 30, 2027 AND RESCINDING AND REPLACING RESOLUTION NO. 25-075 (CITY COUNCIL)
I. SUMMARY
The City’s negotiating team has met and conferred in good faith, as required by State law, with representatives of Service Employees International Union (SEIU) Local 721 – Carson Professional Supervisor Association.

As a result of these meetings, a tentative agreement has been reached with the bargaining unit to amend the current Memorandum of Understanding (MOU) pursuant to Article XIV, Section 7 Reopeners commitment. In accordance with Government Code Section 3505.1, the attached Resolution 26-123 comprises the ratified Tentative Agreement (Tentative Agreement) for an amendment to the Memorandum of Understanding (MOU) between the City and the Service Employees International Union (SEIU) Local 721 – Carson Professional Supervisor Association for the period of July 1, 2024 – June 30, 2027.

At the direction of the City Council, the City’s negotiating team has met and conferred in good faith, as required by State law, with representatives from the bargaining unit to discuss further modification requests in the representative MOU. We are now concurrently presenting to Council an executed updated MOU between the City and the Service Employees International Union (SEIU) Local 721 – Carson Professional Supervisor Association for the period of July 1, 2024 – June 30, 2027, in accordance with the Tentative Agreement, in its entirety for Council’s concurrent approval, alongside Resolution 26-115. The attached Resolution 26-115 is being presented for final approval.

II. RECOMMENDATION
TAKE the following actions:

1. WAIVE further reading and ADOPT Resolution No. 26-123, “A RESOLUTION OF THE CITY COUNCIL OF

THE CITY OF CARSON, CALIFORNIA, APPROVING THE TENTATIVE AGREEMENT FOR AN

AMENDMENT TO MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF CARSON AND THE SERVICE EMPLOYEES INTERNATIONAL UNION (SEIU) LOCAL 721 – CARSON PROFESSIONAL SUPERVISOR ASSOCIATION, FOR THE PERIOD OF JULY 1, 2024 TO JUNE 30, 2027"; and,

2. WAIVE further reading and ADOPT Resolution 26-115, “A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF CARSON, CALIFORNIA, APPROVING THE AMENDED SUCCESSOR MEMORANDUM OF

UNDERSTANDING BETWEEN THE CITY OF CARSON AND THE SERVICE EMPLOYEES INTERNATIONAL UNION ("SEIU") LOCAL 721 – CARSON PROFESSIONAL SUPERVISOR ASSOCIATION

REPRESENTING THE PROFESSIONAL AND SUPERVISORY EMPLOYEES BARGAINING UNIT OF THE CITY OF CARSON, FOR THE PERIOD OF JULY 1, 2024 - JUNE 30, 2027 (REPLACING AND SUPERSEDING RESOLUTION NO. 25-075).”
III. ALTERNATIVES
Take any action City Council deems appropriate.

IV. BACKGROUND
On July 1, 2025, City Council adopted Resolution No. 25-075 approving the updated Successor Memorandum of Understanding between the City of Carson and the Service Employees International Union (SEIU) Local 721 – Carson Professional Supervisor Association (CPSA-SEIU Local 721), for the period of July 1, 2024 through June 30, 2027. Through the meet and confer process, management staff were able to negotiate various reopener terms with CPSA-SEIU Local 721 as required by Article XIV, Section 7 of the MOU.

Notable updates to the MOU include increases to administrative leave hours for unit members to one hundred and eighty (180) hours per fiscal year, increases to the City’s annual deferred compensation contribution for unit members by two hundred dollars ($200.00) per year, increases to the City’s professional development allowance by one hundred dollars ($100.00) per year for unit members, increases to Annual Leave accrual rates by two (2) hours per month for unit members, modifications and additions to language within the MOU to allow for two (2) CPSA-SEIU Local 721 representatives to be present at unit members’ pre-disciplinary hearings and other disciplinary meetings, and increases to grievance response time frames to twelve (12) days for initial grievances while keeping a ten (10) day response time frame for all parties for the remainder of the grievance process. Staff has returned with a final amended MOU for City Council approval and adoption.

We are now concurrently presenting to Council the Tentative Agreement and the full and final version of the Successor Memorandum of Understanding between the City of Carson and the Service Employees International Union (SEIU) Local 721 – Carson Professional Supervisor Association for the period of July 1, 2024 – June 30, 2027 for final approval. Prior to execution of Resolution No. 26-115, the applicable date for the highlighted blank in the recitals will be added, and Section 2 of the resolution will be corrected to refer to the Amended MOU as being Attachment 1 rather than Attachment 2 to the resolution.

V. FISCAL IMPACT
The cost associated with adopting this updated successor Memorandum of Understanding for fiscal year 2026/2027 is approximately $44,400, with an ongoing annual cost of approximately $22,200. Funds for these costs were budgeted in the fiscal year 2026/2027 budget. Retroactive payments will be charged to each unit member’s Departmental salary GL account number.

VI. EXHIBITS

1. Resolution No. 26-123 Tentative Agreement CPSA-SEIU Local 721

2. Tentative Agreement - CPSA-SEIU Local 721 (Exhibit A to Reso. No. 26-123)

3. Resolution No. 26-115 CPSA-SEIU Local 721 Successor MOU

4. Amended MOU - CPSA-SEIU Local 721 (Attachment to Reso. No. 26-115)

5. Resolution No. 25-075 CPSA-SEIU Local 721 Current 2024-2027 MOU Attachments
Resolution No. 26-123 Tentative Agreement CPSA-SEIU Local 721 .pdf Tentative Agreement - CPSA-SEIU Local 721 (Exhibit A to Reso. 26-123).pdf Resolution No. 26-115 CPSA-SEIU Local 721 Successor MOU CPSA-SEIU Redlines 2024-2027 MOU for Reopener Amendment (Attachment to Reso. No. 26-115).pdf RESO NO 25-075 & MOU CPSA-SEIU 721 SIGNED
RESOLUTION NO. 26-123

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARSON,

CALIFORNIA, APPROVING THE TENTATIVE AGREEMENT FOR AN

AMENDMENT TO MEMORANDUM OF UNDERSTANDING BETWEEN

THE CITY OF CARSON AND THE SERVICE EMPLOYEES
INTERNATIONAL UNION (SEIU) LOCAL 721 – CARSON

PROFESSIONAL SUPERVISOR ASSOCIATION, FOR THE PERIOD OF
JULY 1, 2024 TO JUNE 30, 2027.

WHEREAS, the City of Carson (City) recognizes the Carson Professional Supervisor Association – Service Employees International Union (SEIU), Local 721 (“CPSA-SEIU, Local 721”) as the recognized employee organization representing employees in the CPSA bargaining unit; and
WHEREAS, the City and CPSA-SEIU, Local 721 are parties to a Memorandum of Understanding (“MOU”) governing wages, hours, and other terms and conditions of employment for employees represented by CPSA-SEIU, Local 721 for the period of July 1, 2024 through June 30, 2027; and
WHEREAS, the current Memorandum of Understanding (MOU) between the City and CPSA-SEIU, Local 721 was adopted by the City Council pursuant to Resolution No. 25-075 and remains in effect through June 30, 2027; and
WHEREAS, representatives of the City and CPSA-SEIU, Local 721 have met and conferred in good faith regarding an amendment to the MOU pursuant to the Meyers-Milias-Brown Act (“MMBA”), Government Code Sections 3500 through 3511, and the City’s EmployerEmployee Relations Resolution No. 85-107; and WHEREAS, the authorized representatives of the City and CPSA-SEIU, Local 721 have reached and executed a Tentative Agreement (“Tentative Agreement”) setting forth the agreedupon amendments to the MOU for the period of July 1, 2024 through June 30, 2027, subject to approval and adoption by the City Council; and
WHEREAS, MMBA Section 3505.1 provides that: “If a tentative agreement is reached by the authorized representatives of the public agency and a recognized employee organization, the governing body shall vote to accept or reject the tentative agreement within 30 days of the date it is first considered at a duly noticed public meeting. If the governing body adopts the tentative agreement, the parties shall jointly prepare a written memorandum of understanding.”; and WHEREAS, the Tentative Agreement provides for amendments to the existing MOU between the City and CPSA-SEIU, Local 721, and does not otherwise alter the remaining provisions of the MOU except as expressly provided in the Tentative Agreement; and WHEREAS, the City labor relations representatives and CPSA-SEIU, Local 721 representatives have reviewed the Tentative Agreement and desires to approve and adopt the Tentative Agreement as an amendment to the MOU between the City and CPSA-SEIU, Local 721.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CARSON,

CALIFORNIA, DOES HEREBY RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. The foregoing recitals are true and correct and are incorporated herein by reference.

SECTION 2. The City Council hereby approves and adopts the Tentative Agreement between the City of Carson and the Service Employees International Union (SEIU) Local 721 - Carson Professional Supervisor Association (CPSA), amending the Memorandum of Understanding for the period of July 1, 2024 through June 30, 2027, attached hereto as Exhibit A and incorporated herein by reference.

SECTION 3. The estimated cost associated with the amendments to the MOU set forth in the Tentative Agreement is approximately $44,400 for Fiscal Year 2026/2027, with an estimated ongoing annual cost of approximately $22,200 thereafter. Funds for these costs have been included in the Fiscal Year 2026/2027 budget. Any applicable retroactive payments shall be charged to the appropriate departmental salary General Ledger account for the affected CPSA-SEIU, Local 721 employees.

SECTION 4. The amendments to the MOU shall become effective in accordance with the terms and effective dates set forth in the Tentative Agreement.

SECTION 5. The City Clerk shall certify to the adoption of this resolution.

PASSED, APPROVED AND ADOPTED this 6
th day of October 2026.

Lula Davis-Holmes, Mayor
APPROVED AS TO FORM:

Sunny K. Soltani, City Attorney
ATTEST:

Dr. Khaleah K. Bradshaw, City Clerk

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS:

CITY OF CARSON )
I, Khaleah Bradshaw, City Clerk of the City of Carson, do hereby certify that the foregoing Resolution, being Resolution No. 26-123, was passed and approved by the City Council of the City of Carson at its meeting held on October 6, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Dr. Khaleah K. Bradshaw, City Clerk
CPSA-SEIU MOU 2024 – 2027 Reopeners Tentative Agreement [DATE]

TENTATIVE AGREEMENT

AN AMENDMENT TO THE MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF CARSON AND THE SERVICE EMPLOYEES
INTERNATIONAL UNION (“SEIU”) LOCAL 721 – CARSON

PROFESSIONAL AND SUPERVISOR ASSOCIATION
Representing the Professional and Supervisory Employees Bargaining Unit Per California Government Code Section 3505.1
The Memorandum of Understanding (“MOU”) between the City of Carson (‘City”) and the Service Employees International Union (“SEIU”) Local 721 – Carson Professional Supervisor Association (“CPSA-SEIU Local 721”) representing the Professional and Supervisory Employees Bargaining Unit, dated July 1, 2024 – June 30, 2027 (“CPSA-SEIU Local 721 MOU 2024-2027”) is set to expire on June 30, 2027. (See Attachment 1.) CPSA-SEIU Local 721 MOU 2024-2027 was formally executed and adopted by Resolution No. 25-075 on July 1, 2025.

CPSA-SEIU Local 721 MOU 2024-2027 included in Article XIV, Section 7, which provided for both parties to consider reopener terms through a meet and confer process during the term of the MOU. The City and CPSA-SEIU Local 721 concluded the meet and confer process regarding the reopener terms and have reached a tentative agreement on the reopener provisions, deal points of which are set forth below and affirmed by the execution of this formal written Tentative Agreement by the parties’ labor representatives.

This Tentative Agreement was ratified by the Union on the ____ day of _____ 2026. This Tentative Agreement shall not become effective until accepted, approved, and adopted by the City of Carson City Council per California Government Code Section 3505.1 which provides:
“If a tentative agreement is reached by the authorized representatives of the public agency and a recognized employee organization or recognized employee organizations, the governing body shall vote to accept or reject the tentative agreement within 30 days of the date it is first considered at a duly noticed public meeting. A decision by the governing body to reject the tentative agreement shall not bar the filing of a charge of unfair practice for failure to meet and confer in good faith. If the governing body adopts the tentative agreement, the parties shall jointly prepare a written memorandum of
understanding.”
CPSA-SEIU MOU 2024 – 2027 Reopeners Tentative Agreement [DATE]
All terms and conditions of the current CPSA-SEIU Local 721 MOU 2024-2027 shall remain in full force and effect unless expressly modified or changed herein by this Tentative Agreement and until a successor MOU is accepted, approved, and adopted by City Council, which shall then supersede and replace this Tentative Agreement and the CPSA-SEIU Local 721 MOU 2024-2027.

The following provisions of the CPSA-SEIU Local 721 MOU 2024-2027 are amended as follows ( deletions in strikethrough and additions in under underlined italics) and shall become effective upon City Council adoption of this Tentative Agreement.

ARTICLE III

COMPENSATION
SECTION 14. – ANNUAL PROFESSIONAL DEVELOPMENT
ALLOWANCE:

The City agrees to provide Unit members with professional development pay, payable in the first quarter of the fiscal year, as an allowance towards expenditures for professional development in the following amounts:

Professional and Supervisory Unit Members - six seven hundred dollars ($7600.00) (Education Reimbursement is provided in lieu of increasing the Professional development pay). Compensation is retroactive to July 1, 2025.

Professional development expenditures may include: costs incurred for job-related classes or seminars not paid for by the City; computer equipment and job-related software, books, reference publications or other educational materials; professional membership or association fees; or any other expenses which promote the professional development of the Unit member and promote the best interests of the City.

ARTICLE IV
LEAVES
SECTION 1. – ANNUAL LEAVE:

1.3 Unit members shall be credited with annual leave at the following accrual rates:

1. Thirteen eleven and thirty-three hundredths (131.33) hours for each month of service or major portion thereof from date of appointment to fifth (5th) anniversary date (0-5 yrs.);

2. Fifteen Thirteen and thirty-three hundredths (153.33) hours for each month of service or major portion thereof upon fifth (5th) anniversary date to tenth ( 10th) anniversary date (6-10 yrs.);

3. Eighteen Sixteen and sixty-six hundredths (186.66) hours for each month of service or major portion thereof upon tenth (10th) anniversary date (11 yrs.+); CPSA-SEIU MOU 2024 – 2027 Reopeners Tentative Agreement [DATE]

4. Ten (10) hours upon twentieth (20th) anniversary date in addition to monthly accrual under Section 1.3.a.3;

5. Twenty (20) hours upon twenty-first (21st) anniversary date in addition to monthly accrual under Section 1.3.a.3;

6. Thirty (30) hours upon twenty-second (22nd) anniversary date in addition to monthly accrual under Section 1.3.a.3;

7. Forty (40) hours upon twenty-third (23rd) anniversary date in addition to monthly accrual under Section 1.3.a.3.

Compensation is retroactive to July 1, 2025.

SECTION 4. – ADMINISTRATIVE LEAVE:

4.1 Unit members who are designated exempt shall be credited with fifteen ten (15 10) hours of administrative leave per month. Exempt Unit members may accrue a maximum of one hundred eighty sixty (180 160) hours of administrative leave.

ARTICLE VI

INSURANCE AND RETIREMENT BENEFITS
SECTION 6. – DEFERRED COMPENSATION PROGRAM:

The City will continue to match a Unit member's annual contributions to their deferred compensation account, dollar for dollar, as follows:
a. Professional Association Unit members: One thousand two hundred dollars ($1,200.00) per calendar year.
b. Supervisors Association Unit members: One thousand seven five hundred dollars ($1,7500.00) per calendar year.

Funds shall be electronically transferred each payday. Compensation is retroactive to July 1, 2025.

ARTICLE IX

UNION RIGHTS AND SECURITY
SECTION 3. RELEASE TIME:

3.2 The immediate supervisor may approve release time requests for up to one (1) hour for both the Unit member and two one (2 1) designated Union representatives for each formal grievance. The immediate supervisor may approve release time requests for up to two (2) hours for both the Unit member and two one (2 1) designated Union representatives for CPSA-SEIU MOU 2024 – 2027 Reopeners Tentative Agreement [DATE]
each pre-disciplinary conference or disciplinary hearing. Additional request for release time to prepare for a formal grievance or to appeal a disciplinary action must be approved in advance by the appointing authority.

3.3 A Unit member's designated representative(s) may use release time to be present at the presentation of a formal grievance, a pre-disciplinary conference or disciplinary hearing.

ARTICLE X

GRIEVANCE PROCEDURE
SECTION 3. GRIEVANCE STEPS:

Step 1. A Unit member shall have the right to present a grievance, in writing, within five (5) working days of the action or incident causing the grievance. Such grievance shall be provided to the immediate supervisor of the Unit member. All grievances shall state the violation of this MOU, how it affects the Unit member's wages, hours, working conditions or job security, and the Unit member's requested remedy. Within twelve ten (12 10) working days of receipt of the grievance, the immediate supervisor shall render a written decision responding to grievance and return the completed grievance form to the Unit member. Failure of immediate supervisor to render a written response on the grievance within twelve ten (12 10) working days of receipt of the grievance shall constitute a constructive denial of the grievance. denied, and the Unit member wishes to move the grievance to the next Step in the grievance process, then the Unit member shall move the grievance to the next immediate supervisor within the chain of command, in accordance with Section 3, Step 2 of this Article. grievance shall be considered resolved and no further review of the subject matter of the grievance shall be permitted under this Article when the Unit member does not seek further review of the grievance within five (5) working days after response to or constructive denial of the grievance by the immediate supervisor.

ARTICLE XII

OTHER MATTERS WITHIN THE SCOPE OF REPRESENTATION
SECTION 6. REPRESENTATION DURING DISCIPLINE AND DISCHARGE:

Unit members may be represented by two (2) designated Union representatives or legal counsel at pre-disciplinary conferences and/or post-disciplinary appeal hearings. [SIGNATURES ON THE NEXT PAGE]
IT IS SO AGREED:

CPSA-SEIU Local 721 CITY OF CARSON
CPSA-SEIU MOU 2024 – 2027 Reopeners Tentative Agreement [DATE]
________________________________ ______________________________ [NAME], President David C. Roberts, Jr., City Manager

________________________________ ______________________________ [NAME], Vice President Dr. Robert Lennox, Assistant City Manager

________________________________ ______________________________ [NAME], Treasurer Arminé Chaparyan, Deputy City
Manager

________________________________ ______________________________ [NAME], Secretary Sunny Soltani, City Attorney

Attachments: CPSA-SEIU MOU 2024 – 2027
RESOLUTION NO. 26-115

A RESOLUTION OFTHE CITYCOUNCIL OF THE CITY OF CARSON,

CALIFORNIA, APPROVING THE AMENDED SUCCESSOR

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF

CARSON AND THE SERVICE EMPLOYEES INTERNATIONAL
UNION (“SEIU”) LOCAL 721 – CARSON PROFESSIONAL

SUPERVISOR ASSOCIATION REPRESENTING THE

PROFESSIONAL AND SUPERVISORY EMPLOYEES BARGAINING
UNIT OF THE CITY OF CARSON, FOR THE PERIOD OF JULY 1, 2024 – JUNE 30, 2027 (REPLACING AND SUPERSEDING RESOLUTION
NO. 25-075)
WHEREAS, the City of Carson ("City") has and continues to recognize the Service Employees International Union (“SEIU”) Local 721 – Carson Professional Supervisor Association (“CPSA-SEIU Local 721”) as the sole exclusive bargaining agent for those City employees designated as being in the association of management employee unit for all matters concerning wages, hours and working conditions; and
WHEREAS, the most current Memorandum of Understanding (“MOU”) between the City and CPSA-SEIU Local 721 was adopted by Resolution No. 25-075 and executed on July 1, 2025, expiring on June 30, 2027; and
WHEREAS, the City's labor relations representatives and CPSA-SEIU Local 721 representatives successfully met and conferred to negotiate a successor memorandum of understanding between the parties pursuant to both the Meyers-Milias-Brown Act (“MMBA”), Government Code Sections 3500 et seq., and the City's Employer-Employee Relations Resolution No. 85-107 ("EERR"), and jointly prepared and executed a tentative agreement dated July 5, 2023 for a successor memorandum of understanding, which was approved by City Council's adoption of Resolution No. 23-118 on July 5, 2023; and
WHEREAS, on February 20, 2024, the City Council adopted Resolution No. 24-021, approving the successor memorandum of understanding between the City and CPSA-SEIU Local 721 for the period July 1, 2024 through June 30, 2027; and WHEREAS, on July 1, 2025, the City Council adopted Resolution No. 25-075, approving an updated successor memorandum of understanding between the City and CPSA-SEIU Local 721 for the period July 1, 2024 through June 30, 2027 in which the City updated sections of the memorandum of understanding and the salary tables for the CPSA-SEIU Local 721 such that the updated salary tables would be effective retroactively from the effective date of the CPSA-SEIU Local 721 MOU on July 1, 2024; and
WHEREAS, the City’s labor relations representatives and CPSA-SEIU Local 721 representatives have successfully met and conferred to negotiate an amendment to the MOU between parties pursuant to both the MMBA, Government Code Sections 3500 et. seq., and the City’s EERR, and have jointly prepared a Tentative Agreement for an Amended MOU (deal points) pursuant to MOU reopener terms for the period of July 1, 2024, through and including June 30, 2027 (“Tentative Agreement”), which increases administrative leave hours for unit members to one hundred and eighty (180) hours per fiscal year, increases the City’s annual deferred compensation contribution for unit members by two hundred dollars ($200.00) per year, increases the City’s professional development allowance by one hundred dollars ($100.00) per year for unit members, increases Annual Leave accrual rates by two (2) hours per month for unit members, modifies and adds language within the MOU to allow for two (2) CPSA-SEIU Local 721 representatives to be present at unit members’ pre-disciplinary hearings and other disciplinary meetings, and increases grievance response time frames to twelve (12) days for initial grievances while keeping a ten (10) day response time frame for all parties for the remainder of the grievance process.

WHEREAS, the City’s labor relations representatives and CPSA-SEIU Local 721 representatives have jointly executed the Tentative Agreement, for the period July 1, 2024 through and including June 30, 2027, which was approved by City Council’s adoption of Resolution No. 26-115 on October 6, 2026; and
WHEREAS, MMBA Section 3505.1 provides that: “If a tentative agreement is reached by the authorized representatives of the public agency and a recognized employee organization or recognized employee organizations, the governing body shall vote to accept or reject the tentative agreement within 30 days of the date it is first considered at a duly noticed public meeting. A decision by the governing body to reject the tentative agreement shall not bar the filing of a charge of unfair practice for failure to meet and confer in good faith. If the governing body adopts the tentative agreement, the parties shall jointly prepare a written memorandum of understanding.”; and
WHEREAS, the City’s labor relations representatives and CPSA-SEIU Local 721 representatives have agreed to prepare and execute a final Amended MOU between the City and CPSA-SEIU Local 721 for the period of July 1, 2024 through and including June 30, 2027 (“Amended MOU”).

WHEREAS, the City’s labor relations representatives and CPSA-SEIU Local 721 representatives jointly prepared the attached Amended MOU, subject to City Council approval and adoption (“Amended MOU”); and
WHEREAS, CPSA-SEIU Local 721 ratified the Amended MOU on [DATE] by a vote of its membership and CPSA-SEIU Local 721 representatives have executed the Amended MOU, such that the Amended MOU can be considered by the City Council; and WHEREAS, once approved and adopted by the governing body of a local agency, the Amended MOU becomes a binding agreement between the employee organization and the local agency; and
WHEREAS, the City Council now desires to approve and adopt the Amended MOU.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CARSON, CALIFORNIA, DOES HEREBY RESOLVE:

SECTION 1. The foregoing recitals are true and correct.

SECTION 2. The City Council approves the Amended MOU between the City and CPSASEIU Local 721 for the period of July 1, 2024 through and including June 30, 2027, a copy of which is attached as Attachment 2, and authorizes the City Manager to execute the same.

SECTION 4. The City Clerk shall certify to the passage and adoption of this Resolution and enter into the book of original resolutions
SECTION 5. This resolution shall be effective immediately upon its passage and adoption.

PASSED AND ADOPTED this 6
th day of October, 2026.

APPROVED AS TO FORM:
_______________________________
Sunny K. Soltani, City Attorney
City of Carson:

Lula Davis-Holmes, Mayor
ATTEST:

Dr. Khaleah K. Bradshaw, City Clerk

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss.

CITY OF CARSON )
I, Dr. Khaleah K. Bradshaw, City Clerk of the City of Carson, California, hereby attest to and certify that the foregoing resolution, being Resolution No. ______, adopted by the Carson City Council at its meeting held on ____ day of ____, 2026, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
____________________________________
Dr. Khaleah K. Bradshaw

MEMORANDUM OF UNDERSTANDING

BETWEEN

THE CITY OF CARSON
AND

THE SERVICE EMPLOYEES INTERNATIONAL UNION (SEIU) LOCAL
721 – CARSON PROFESSIONAL SUPERVISOR ASSOCIATION

REPRESENTING THE PROFESSIONAL AND SUPERVISORY

EMPLOYEES BARGAINING UNIT OF THE CITY OF CARSON
July 1, 2024 – June 30, 2027
ADOPTED BY RESOLUTION NO. - __=___
(RESCINDS AND REPLACES RESOLUTION NO. 25-075)
APPROVED ____. 2026
Table of Contents
ARTICLE I RECOGNITION ......................................................................................................... 1 ARTICLE II DEFINITION OF TERMS ........................................................................................ 1 SECTION 1. ACTING DUTY:...................................................................................... 1 SECTION 2. CLASSIFICATION: ................................................................................ 1 SECTION 3. DAY: ........................................................................................................ 1 SECTION 4. DEPARTMENT:...................................................................................... 1 SECTION 5. DEPARTMENT DIRECTOR:................................................................. 1 SECTION 6. DOMESTIC PARTNERSHIP: ................................................................ 1 SECTION 7. EMPLOYEE: ........................................................................................... 2 SECTION 8. FULL TIME: ............................................................................................ 2 SECTION 9. IMMEDIATE FAMILY:.......................................................................... 2 SECTION 10. LEAVE:.................................................................................................... 2 SECTION 11. MANAGEMENT..................................................................................... 2 SECTION 12. MANAGER.............................................................................................. 2 SECTION 13. PAY PERIOD: ......................................................................................... 2 SECTION 14. POSITION:............................................................................................... 2 SECTION 15. BASE PAY RATE: .................................................................................. 2 SECTION 16. PROFESSIONAL EMPLOYEE: ............................................................. 3 SECTION 17. SENIORITY:............................................................................................ 3 SECTION 18. SUPERVISOR: ........................................................................................ 3 SECTION 19. TENURE:................................................................................................. 3 SECTION 20. UNIT MEMBER:..................................................................................... 3 SECTION 21. WESTERN CONTINENTAL UNITED STATES: ................................. 3 SECTION 22. WORKDAY:............................................................................................ 3 SECTION 23. WORKWEEK: ......................................................................................... 3 SECTION 24. WORK SCHEDULE:............................................................................... 3 ARTICLE III COMPENSATION................................................................................................... 4 SECTION 1. SALARY:................................................................................................. 4 SECTION 2. LONGEVITY PAY:................................................................................. 4 SECTION 3. SHIFT DIFFERENTIAL: ........................................................................ 4 SECTION 4. ACTING DUTY PAY:............................................................................. 5 SECTION 5. SALARY ADVANCEMENT:................................................................. 7 SECTION 6. ALLOWANCE FOR MILEAGE:............................................................ 8 SECTION 7. ALLOWANCE FOR UNIFORMS: ......................................................... 8 SECTION 8. ALLOWANCE FOR SAFETY SHOES:................................................. 8 SECTION 9. COMPENSATION FOR OFF WORK COMMUNICATIONS
CALLS: ............................................................................................................ 8 SECTION 10. OVERTIME COMPENSATION:............................................................ 9 SECTION 11. COURT SUMMONS/SUBPOENA/JURY DUTY:............................... 10 SECTION 12. HOLIDAY COMPENSATION: ............................................................ 11 SECTION 13. BILINGUAL USAGE PAY:.................................................................. 11 SECTION 14. ANNUAL PROFESSIONAL DEVELOPMENT ALLOWANCE:....... 11 SECTION 15. PAYCHECK DISTRIBUTION: ............................................................ 12 SECTION 16. OVERPAYMENT REMEDY:............................................................... 12 SECTION 17. ATTAINMENT OF PROFESSIONAL ENGINEER
REGISTRATION:................................................................................................. 12 SECTION 18. REDEMPTION OF ACCUMULATED LEAVE: ................................. 12 SECTION 19. SICK LEAVE INCENTIVE PLAN:...................................................... 13 SECTION 20. CLASS A/B LICENSE PAY (APPLIES TO SUPERVISORS ONLY): 13
SECTION 21. SPECIAL COMPENSATION FOR CERTIFICATES/LICENSES ..... 14 SECTION 22. EDUCATION/TUITION REIMBURSEMENT.................................... 14 SECTION 23. STAND-BY PAY................................................................................... 15 ARTICLE IV LEAVES ................................................................................................................ 15 SECTION 1. ANNUAL LEAVE:................................................................................ 15 SECTION 2. SICK LEAVE:........................................................................................ 16 SECTION 3. COMPENSATORY LEAVE:................................................................ 17 SECTION 4. ADMINISTRATIVE LEAVE: .............................................................. 18 SECTION 5. LEAVE OF ABSENCE WITHOUT PAY:............................................ 18 SECTION 6. WORKERS’ COMPENSATION LEAVE: ........................................... 19 SECTION 7. MILITARY LEAVE: ............................................................................. 19 SECTION 8. TIME OFF FOR VOTING:.................................................................... 19 SECTION 9. LUNCH PERIOD:.................................................................................. 20 SECTION 10. REST PERIOD:...................................................................................... 20 SECTION 11. HOLIDAY LEAVE: .............................................................................. 20 SECTION 12. BEREAVEMENT LEAVE:................................................................... 21 ARTICLE V INSURANCE AND RETIREMENT BENEFITS................................................... 21 SECTION 1. HEALTH INSURANCE PREMIUM: ................................................... 21 SECTION 2. DENTAL INSURANCE PREMIUM: ................................................... 23 SECTION 3. LIFE INSURANCE COVERAGE:........................................................ 23 SECTION 4. SHORT TERM AND LONG-TERM DISABILITY INSURANCE PROGRAM:.......................................................................................................... 23 SECTION 5. CALIFORNIA PUBLIC EMPLOYEES RETIREMENT SYSTEM (CALPERS):.......................................................................................................... 25 SECTION 6. DEFERRED COMPENSATION PROGRAM: ..................................... 26 SECTION 7. VISION CARE PROGRAM:................................................................. 26 SECTION 8. SECTION 125 PLAN: ........................................................................... 26 ARTICLE VI SAFETY................................................................................................................. 26 SECTION 1. SAFETY RESPONSIBILITIES:............................................................ 26 SECTION 2. SAFETY DEVICES AND SAFEGUARDS:......................................... 27 SECTION 3. SAFETY COMMITTEE:....................................................................... 27 SECTION 4. USE OF VETERANS PARK SPORTS COMPLEX:............................ 27 ARTICLE VII CITY RIGHTS...................................................................................................... 27 SECTION 1. EXCLUSIVE CITY RIGHTS AND AUTHORITY:............................. 27 SECTION 2. CONCERTED REFUSAL TO WORK: ................................................ 28 SECTION 3. FURLOUGHS:....................................................................................... 29 ARTICLE VIII UNION RIGHTS AND SECURITY................................................................... 29 SECTION 1. AGENCY SHOP:................................................................................... 29 SECTION 2. LEGAL COUNSEL: .............................................................................. 31 SECTION 3. RELEASE TIME: .................................................................................. 31 SECTION 4. CONFERENCE ATTENDANCE:......................................................... 33 SECTION 5. FAIR LABOR STANDARDS ACT: ..................................................... 33 SECTION 6. REORGANIZATION OR RECLASSIFICATION: .............................. 33 SECTION 7. FLEXIBLE WORK SCHEDULES:....................................................... 33 SECTION 8. UNION ACCESS TO NEW EMPLOYEE ORIENTATIONS &
INFORMATION:.................................................................................................. 34 SECTION 9. BULLETIN BOARDS ........................................................................... 34 SECTION 10. WORK ACCESS.................................................................................... 34 ARTICLE IX GRIEVANCE PROCEDURE................................................................................ 34 SECTION 1. PURPOSE: ............................................................................................. 34 SECTION 2. DEFINITION: ............................................................................................ 34 SECTION 3. GRIEVANCE STEPS: ............................................................................... 34 SECTION 4. NON-DEPARTMENTAL GRIEVANCES: .............................................. 36 SECTION 5. EXTENSIONS OF TIME: ......................................................................... 36 SECTION 6. REPRISALS:.............................................................................................. 37 SECTION 7. MATTERS EXCLUDED FROM THE GRIEVANCE PROCEDURE:.... 37 ARTICLE X APPEAL PROCEDURES....................................................................................... 37 SECTION 1. REQUEST FOR DISCIPLINARY HEARING: .................................... 37 SECTION 2. SCHEDULING OF DISCIPLINARY HEARING: ............................... 37 SECTION 3. HEARING OFFICER: ........................................................................... 37 SECTION 4. REPRESENTATION AT DISCIPLINARY HEARING:...................... 38 SECTION 5. BURDEN OF PROOF AND EVIDENCE:............................................ 38 SECTION 6. CONDUCT OF THE DISCIPLINARY HEARING:............................. 38 SECTION 7. HEARING OFFICER'S DECISION:..................................................... 38 ARTICLE XI LAYOFF ................................................................................................................ 39 SECTION 1. PREREQUISITE FOR LAYOFF: ......................................................... 39 SECTION 2. ORDER OF LAYOFF:........................................................................... 39 SECTION 3. VOLUNTARY DEMOTION:................................................................ 40 SECTION 4. RECALL: ............................................................................................... 40 SECTION 5. SEVERANCE PACKAGE: ................................................................... 40 ARTICLE XII OTHER MATTERS WITHIN THE SCOPE OF REPRESENTATION.............. 40 SECTION 1. SECTION 1. STATUS OF GRANT FUNDED EMPLOYEES: ........... 40 SECTION 2. PROMOTIONAL OPPORTUNITIES:.................................................. 41 SECTION 3. CITY COUNCIL PERSONNEL COMMITTEE:.................................. 41 SECTION 4. JOB SERIES STUDY:........................................................................... 41 SECTION 5. JOB SHARING:..................................................................................... 41 SECTION 6. REPRESENTATION DURING DISCIPLINE AND DISCHARGE 43:

ARTICLE XIII DRAFTING PROVISIONS AND DURATION................................................. 43 SECTION 1. FULL UNDERSTANDING:.................................................................. 43 SECTION 2. SEVERABILITY: .................................................................................. 43 SECTION 3. EMERGENCY WAIVER:..................................................................... 43 SECTION 4. JOINT DRAFTING: .............................................................................. 43 SECTION 5. MODIFICATION: ................................................................................. 43 SECTION 6. DURATION:.......................................................................................... 44 SECTION 7. REOPENERS/ME TOO CLAUSE:....................................................... 44 ARTICLE XIV CITY COUNCIL APPROVAL........................................................................... 45 Appendix A – CPSA Monthly Salary Schedule effective July 1, 2024 Appendix B – CPSA Monthly Salary Schedule effective July 1, 2025 Appendix C – CPSA Monthly Salary Schedule effective July 1, 2026 Appendix D – CPSA / SEIU Side Letter Agreement – Job Series Program for Administrative Specialist and Senior Administrative Specialist
CPSA/SEIU 721 MOU 2024-2027
1 ARTICLE I

RECOGNITION
The City of Carson (hereinafter the “City”) recognizes the Carson Professionals and Supervisors Association (hereinafter the “Union” or “CPSA”) as the sole exclusive bargaining agent for those City employees designated as being in the Professional and Supervisory Employee bargaining unit Association (CPSA) bargaining unit (hereinafter "Unit") for all matters concerning wages, hours and working conditions. The classifications contained in this Unit are set forth in Appendix A, B, and C.

It is agreed that this Memorandum of Understanding (hereinafter the "MOU") was negotiated pursuant to Chapter 10 (Section 3500 et. seq.) of Division 4, Title 1 of the Government Code, and pursuant to City Resolution No. 85-107, the Employer-Employee Relations Resolution of the City of Carson (hereinafter the "EERR"). The Union recognizes the City Manager, his/her designee and/or the City's Employee Relations Officer as the exclusive representatives of the City for purposes of negotiating this MOU. The City and the Union agree to make a good faith effort to ensure that all rules, policies, and procedures are uniformly and consistently applied throughout the City service.

ARTICLE II

DEFINITION OF TERMS
The following terms, whenever used in this MOU, shall have the meanings set forth in this Article.

SECTION 1. ACTING DUTY:

On a temporary basis, the performance by Unit members of the duties of a higher classification with a higher pay range than the pay range of their assigned classification.

SECTION 2. CLASSIFICATION:

A position or group of positions sufficiently similar in respect to authority, duties, and responsibilities that the same descriptive classification title is assigned.

SECTION 3. DAY:

A calendar day, unless otherwise designated.

SECTION 4. DEPARTMENT:

Any one of the five organizational departments of the City’s organizational structure managed by a Director or the City Manager.

SECTION 5. DEPARTMENT DIRECTOR:

An individual assigned to any of the following classifications: Director of Finance, Director of Public Works, Director of Community Development, Director of Community Services/Recreation/Park Maintenance, Director of Human Resources, Director of Information Technology and Security, Director of Public Safety, and any other Director position created during the terms of this MOU.

SECTION 6. DOMESTIC PARTNERSHIP:

CPSA/SEIU 721 MOU 2024-2027
2 The City of Carson defines domestic partnerships as two adults in a committed, intimate relationship of mutual care. To qualify, they must meet the conditions in the California Family Code Section 297 and other relevant statutes, including Family Code Sections 298-298.5 (governing registration and termination), Government Code Section 12955 (housing discrimination protections), and Insurance Code Section 10127.7 (requiring group health coverage for domestic partners). This ensures compliance with all applicable state laws regarding rights and benefits of domestic partners.

SECTION 7. EMPLOYEE:

An individual compensated through the City payroll and appointed to a City classification.

SECTION 8. FULL TIME:

A period of forty (40) hours of work time per workweek in increments of eight (8), nine (9) or ten (10) hours per shift.

SECTION 9. IMMEDIATE FAMILY:

An employee's spouse, domestic partner, children, grandchildren, sons-in-law, daughters-in-law, parents, grandparents, parents-in-law, brothers, sisters, brothers-in-law, and sisters-in-law. "Children" shall also include a biological, foster, or adopted child, a stepchild, a legal ward, a child of a domestic partner, or a child of a person standing in loco parentis (which means to assume the duties and responsibilities of a parent; in the place of a parent). "Parent" shall include a biological, foster, or adoptive parent, a stepparent, or a legal guardian.

SECTION 10. LEAVE:

An absence from work.

SECTION 11. MANAGEMENT
An employee in any classification designated by the City Manager as managerial.

SECTION 12. MANAGER
A manager is an individual responsible for planning, organizing, directing, and controlling resources, including personnel, to achieve specific organizational goals and objectives. They oversee teams, make strategic decisions, and ensure efficient operations within their area of responsibility.

SECTION 13. PAY PERIOD:

A pay period consists of two (2) consecutive workweeks established to provide twenty-six (26) pay periods each calendar year.

SECTION 14. POSITION:

Authority, duties, and responsibilities assigned by the City which constitute the services to be performed by a Unit member.

SECTION 15. BASE PAY RATE:

CPSA/SEIU 721 MOU 2024-2027
3 The base pay rate within a pay range paid to a City employee for the performance of the duties and responsibilities of a classification.

SECTION 16. PROFESSIONAL EMPLOYEE:

For the purposes of this MOU, professional employee means employees in those positions found in Appendix A of this document.

SECTION 17. SENIORITY:

A status acquired by an employee based upon the employee’s period of total actual service in a specific job classification.

SECTION 18. SUPERVISOR:

For the purposes of this MOU, a supervisor shall include those classifications listed in Appendix B of this document.

SECTION 19. TENURE:

A status acquired by an employee based upon the employee’s period of total actual service with the City.

SECTION 20. UNIT MEMBER:

An individual compensated through the City payroll, appointed to a City classification and designated to be within this Unit for labor bargaining purposes.

SECTION 21. WESTERN CONTINENTAL UNITED STATES:

The Western Continental United States shall be defined as west of the Continental Divide.

SECTION 22. WORKDAY:

A workday is an individual 24-hour period within a seven consecutive day (168-hour) workweek.

SECTION 23. WORKWEEK:

A workweek is a fixed and regularly recurring period of 168 hours—seven consecutive 24-hour periods (workdays) - which begins at 12:00 a.m. (00:00 military time) on Saturday and concludes at 11:59 p.m. (23:59 military time) on the following Friday.

SECTION 24. WORK SCHEDULE:

A full-time work schedule is a 40 hour per workweek schedule consisting of:
• Eight (8) hours in a workday for five (5) consecutive workdays within a workweek; or • Ten (10) hours in a workday for four (4) consecutive workdays within a workweek.

CPSA/SEIU 721 MOU 2024-2027
4 • Other work schedules necessary to better meet the needs or requirements of the position or the Unit members shall be permitted at the discretion of the Director of the Unit member’s Department. For example, nine (9) hours in a workday for four (4) consecutive workdays followed by a four (4) hour workday on the fifth consecutive workday shall be considered an acceptable workweek.

ARTICLE III

COMPENSATION
SECTION 1. SALARY:

1.1 FY 2024/2025 6.0% Cost-of-living-adjustment (COLA)(Retroactively effective July 1, 2024)

1.2 FY 2025/2026 4.0% COLA Effective July 1, 2025

1.3 FY 2026/2027 4.0% COLA Effective July 1, 2026

1.4 All Classifications within this Unit, who have supervisory duties in the job specifications, shall be assigned a salary range that is at least fifteen percent (15%) higher at Step F than Step F of the salary range of their highest paid subordinate classification. The City and Union agree to meet and confer within 120 days upon City Council’s approval of this MOU regarding this section.

1.5 The Senior Engineering Technician shall be assigned a salary range that is at least ten percent (10%) higher at Step F than Step F of the salary range of the Engineering Technician retroactive to June 20, 2015. The City and Union agree to meet and confer within 120 days upon City Council’s approval of this MOU regarding this section.

SECTION 2. LONGEVITY PAY:

2.1 The City agrees to continue to pay Unit members two and one-half percent (2.5%) of their prevailing pay rate as longevity pay, commencing on the anniversary of attaining fifteen (15) years service credit.

2.2 In addition to the longevity pay in Section 2.1 above, the City agrees to continue to pay Unit members an additional two and one-half percent (2.5%) of their prevailing pay rate as longevity pay, commencing on the anniversary of attaining twenty (20) years’ service credit.

2.3 In addition to the longevity pay in Sections 2.1 and 2.2 above, the City agrees to pay Unit members an additional two and one-half percent (2.5%) of their prevailing pay rate as longevity pay, commencing on the anniversary of attaining twenty-five (25) years’ service credit.

2.4 In addition to the longevity pay in Sections 2.1, 2.2 and 2.3, the City agrees to pay Unit members an additional two and one-half percent (2.5%) of their prevailing pay rate as longevity pay, commencing on the anniversary of attaining thirty (30) years’ service credit.

SECTION 3. SHIFT DIFFERENTIAL:

CPSA/SEIU 721 MOU 2024-2027
5 3.1 Non-exempt Unit members scheduled to work during the first shift from 6:30 a.m. to 6:30 p.m. shall not be paid shift differential pay for any hours worked.

3.2 Non-exempt Unit members scheduled to work during the second shift shall receive shift differential pay calculated as a five percent (5%) increase in the Unit member's prevailing pay rate for any hours worked from 2:00 p.m. to 11:00 p.m.

3.3 Non-exempt Unit members scheduled to work during the third shift shall receive shift differential pay calculated as a ten percent (10%) increase in the Unit member's prevailing pay rate for any hours worked from 11:00 p.m. to 7:00 a.m.

3.4 The City shall be able to establish schedules for the first, second, and third shifts in accordance with the City's operational requirements. Assignment to 9/80 or 4/40 shifts shall not require payment of shift differentials unless the majority of the hours worked fall within the hours shown in 3.2 or 3.3 above.

SECTION 4. ACTING DUTY PAY:

4.1 The City Manager, or his/her designee, may appoint a Unit member to acting duty status to perform the duties of a higher classification that is vacant or temporarily absent, subject to all of the provisions of Section 4 herein.

4.2 A Unit member may serve in acting duty status only until such time as the City Manager, or his/her designee, makes a regular appointment to the classification or until such time that the incumbent employee returns to work. To be eligible for an acting duty status, Unit members must meet the minimum qualifications of the job for the acting assignment. Only Unit members in good standing, e.g., not currently rated unsatisfactory, not currently on a work improvement plan/performance improvement plan, or not currently having disciplinary action pending or in effect, may be appointed to acting duty.

4.3 An acting duty appointment may be effective for a period of up to ninety (90) days, except for special circumstances as defined by the City Manager, or his/her designee. In the event an acting duty appointment is extended past ninety (90) days the City Manager, or his/her designee, shall perform a status review and begin filling the position through normal means, including adding an additional position of said filled position in the City’s budget. Positions shall not be filled with Acting Duty appointments longer than one calendar year. Special circumstances include, but are not limited to, needing required licenses, certificates, or degrees, or needing certain training or abilities. The provisions of this Section 4.3 shall not be applicable for any absence due to an employee who is on an approved protected leave.

4.4 A Unit Member appointed to acting duty status shall be paid a rate not less than the minimum pay range for the acting classification. Acting duty pay shall be at least 10% more than the Unit member’s prevailing pay rate.

4.5 A Unit Member appointed to acting duty status shall not be paid more than the maximum pay rate in the pay range for the acting duty classification.

4.6 While serving in acting duty status a Unit member shall continue to receive any pay adjustments, advancements and fringe benefit increases granted to the Unit Member’s regular CPSA/SEIU 721 MOU 2024-2027
6 classification. These adjustments or advancements may cause a Unit member’s acting duty pay rate to increase correspondingly, if still under the maximum acting pay rate noted in this section 4.5 of Article III.

4.7 A Unit Member appointed to acting duty status shall receive acting duty pay immediately upon assuming the acting duty position, provided the assignment is for at least one scheduled work week (40 consecutive work hours).

4.8 A Unit member has the right to refuse or discontinue any acting duty assignment with 72- hours written notice to the Unit member’s Director with a “cc” copy to the Human Resources Director.

4.9 A Unit member may be removed from any acting duty assignment for any reason, as determined by the City Manager, or his/her designee.

4.10 A Unit member may be appointed to an acting duty assignment while serving in their initial probationary period in the City service, at the discretion of the City Manager, or his/her designee.

4.11 Unit members that are appointed to acting duty in positions that are FLSA exempt from overtime, will not be subject to those provisions provided by the FLSA and will receive overtime compensation.

4.12 A Unit member shall not receive acting duty pay during any approved leave for any period of time greater than two (2) weeks in a calendar year. (Example: Jane Employee is in an acting duty assignment and has three days of approved vacation and shall qualify for the provisions of acting pay under this Section.) Unit members are eligible for Acting Duty pay during any approved leave, including vacation, sick, or for any holiday.

4.13 The City shall not employ temporary or contract employees in any vacant or newly created budgeted position or for a temporary assignment where an acting appointment could be offered to a full time Unit member. However, the City Manager or his/her designee may employ a temporary or contract employee in an interim appointment position.

4.14 The City shall continue a citywide policy of rotating acting duty appointments, based on the following order: 1) from the current employment eligibility list, 2) from a list of qualified Unit members, within the respective division, in the immediately subordinate classification(s) of the vacant position, ranked by seniority, 3) from a list of qualified Unit members, within the respective work group, in the immediately subordinate classification(s) of the vacant position, ranked by seniority, 4) from a list of qualified Unit members, from outside the respective work group, in the immediately subordinate classification(s) of the vacant position, ranked by seniority. An acting appointment from outside the work group can only be made upon the approval of the Directors of the two affected work groups. The rotation of acting appointments should be used for all periods exceeding ninety (90) calendar days, unless extended by the City Manager or his/her designee. Upon completion of the acting assignment, the qualified Unit member will be placed at the bottom of the acting rotation list. For a Unit member that was previously not eligible for acting duty but subsequently becomes eligible, their name will be added to the rotation list in seniority order. Copies of acting duty rotation lists should be provided to both Human Resources and Payroll. Unit members may submit a statement of CPSA/SEIU 721 MOU 2024-2027
7 exception to the City Manager, or his/her designee, if the rotation of acting duty appointments as stated within this subsection is not followed.

4.15 A Unit member on an acting duty rotation list may only be by-passed by receipt of written memorandum from the Unit member’s Director to the Unit member stating the reasons for omission from this round of acting duty. Such notice shall be provided within one week. The memo shall state whether the Unit member is being placed on the bottom of the list i.e., to gain more experience, etc. or whether they are being left at the top of the rotating list for the next available acting assignment i.e., a shorter-term acting assignment. A Unit member may not be removed from an acting duty eligibility list without their written permission.

4.16 When a Unit member is appointed to an acting position, his regular position will not be automatically filled by a subordinate employee in an acting capacity (cascading acting) unless the anticipated workload in that unit will be sufficient to warrant this action. This decision will be made in consultation with the division’s supervisors, manager, and the work group’s Director.

4.17 The “Notification of Acting Appointment” form (Form 1201/1099), must be completed and authorized by both the City Manager, or his/her designee, and the Human Resources Director prior to the first day of the acting assignment, unless unforeseen circumstances occur which prevent such completion.

SECTION 5. SALARY ADVANCEMENT:

5.1 Advancement shall mean a pay rate increase given to a Unit member contingent upon merit and performance, within the pay range established for the Unit member’s classification. A Unit member's pay rate increase shall be effective the first day of the payroll period in which the appropriate length of service is achieved.

5.2 In addition to those conditions provided for in the City’s Standard Management Procedures (“SMPs”), Unit members shall be eligible for advancement when their length of satisfactory service in their classification satisfies at a minimum the following requirements:

Monthly
Salary
Step 1
Monthly
Salary
Step 2
Monthly
Salary
Step 3
Monthly
Salary
Step 4
Monthly
Salary
Step 5
Monthly
Salary
Step 6
Date of
appointment
6 mos. after
appt.
12 mos.
after appt.

After at least
12 months
in Step 3
After at least
12 months
in Step D
After at least
12 months
in Step E

5.3 If a Unit member’s performance evaluation has not been completed, discussed with the Unit member, and received by Human Resources by the merit date, the merit increase will be processed as scheduled.

5.4 The City Manager, at his/her sole discretion, or upon the recommendation of a Director, may grant an accelerated merit pay increase for exceptional job performance. Such merit pay increase shall not be governed by the required service time differential required by subsection CPSA/SEIU 721 MOU 2024-2027
8 5.2 above. Exceptional job performance merit pay increases shall not exceed ten percent (10%) in any twelve (12) month period. As used herein, the phrase “outstanding job performance” shall mean receiving an “outstanding” rating on his/her most recent performance evaluation, such performance evaluation which is current.

5.5 The City shall retain its flexibility to hire employees with exceptional skills or qualifications at a pay rate above Step A.

SECTION 6. ALLOWANCE FOR MILEAGE:

6.1 The City shall reimburse Unit members for use of their personal automobile for official City business at the current IRS rate as adjusted from time to time, plus any parking fees or tolls associated with City business.

6.2 Reimbursement for mileage and related fees shall be made through submission of a petty cash reimbursement form and mileage reimbursement form to the City Treasurer's office. Such reimbursements may not exceed seventy-five dollars ($75.00). Reimbursements exceeding seventy-five dollars ($75.00) must be reimbursed through the City's demand register process.

6.3 Reimbursement requests must be filed within the time frame required by SMP No. 3.18 or any SMP which may be subsequently adopted.

SECTION 7. ALLOWANCE FOR UNIFORMS:

The City shall, in its sole discretion, determine eligibility standards for uniforms.

SECTION 8. ALLOWANCE FOR SAFETY SHOES:

Unit members including, but not limited to, the Building Maintenance Supervisor, Code Compliance Supervisor, Construction Inspection Supervisor, Custodial Supervisor, Events Supervisor, Parks Maintenance Supervisor, Public Works Maintenance Supervisor, Public Works Maintenance-Tree Maintenance Supervisor, Warehouse Supervisor, Public Works Program Administrator, Emergency Preparedness Analyst, Senior Planner, Associate Planner, and Assistant shall receive a safety shoe allowance of one hundred seventy-five dollars ($175) each fiscal year and will be solely responsible to ensure safety shoes are purchased on a timely basis and worn daily during the course of work. In addition, employees who, in the course of their work, enter environments that are safety sensitive (i.e. construction sites, crawl spaces, etc.) will be provided a safety shoe reimbursement up to one hundred and seventy-five dollars ($175). These positions include but are not limited to: Senior Planner, Associate Planner, Assistant Planner, Associate Civil Engineer, Civil Engineering Assistant, Senior Civil Engineer, Senior Engineering Technician, Storm Water Engineer and Public Safety Supervisor.

SECTION 9. COMPENSATION FOR OFF WORK COMMUNICATIONS CALLS:

9.1 Non-exempt Unit members receiving or initiating work-related communications during off work time as part of their regular duties shall be compensated for such calls at the rate of onehalf (.5) hour pay. If an individual call or group of calls exceed one-half (.5) hours’ time, the compensation will be rounded up to the next one-half (.5) hour increment.

CPSA/SEIU 721 MOU 2024-2027
9 9.2 Unit members shall submit the request for this compensation through the City’s timekeeping process/system with the department director’s confirmation and approval. The Unit member’s approved timesheet or overtime requisition serve as an affidavit of the communication.

SECTION 10. OVERTIME COMPENSATION:

Except for exempt Unit members, the City shall provide Unit members with overtime compensation subject to the Fair Labor Standards Act and the following conditions:

10.1 Unit members shall receive either pay, calculated at one and one-half (1.5) times their prevailing pay rate, or compensatory leave credited at one and one-half (1.5) hours, for each hour of overtime worked. Directors shall have the exclusive authority to schedule and authorize overtime work and the City shall not compensate Unit members for unauthorized overtime work. The choice between overtime pay or compensatory time will generally be allowed to be made at the discretion of the Unit member unless, with reasonable notice, the City determines that the Unit member must receive compensatory time, or unless not otherwise allowed by the Fair Labor Standards Act, as determined by the City.

10.2 Except as otherwise provided, overtime work shall be:
a. Work performed in excess of forty (40) hours in a workweek. b. Work performed on the first, second or third scheduled days of rest.

10.3 For purposes of determining a Unit member’s eligibility for overtime compensation only, authorized paid leave shall be considered as hours of work.

10.4 The first quarter hour of the first overtime hour shall not be considered overtime work unless the Unit member works more than a quarter hour of overtime.

10.5 When the City Manager or a Director decides that an emergency exists and requires that Unit members work more than four (4) hours between midnight and 8:00 a.m., such Unit member shall receive, at the discretion of the City Manager or Director, either overtime pay calculated at two and one-half (2.5) times their prevailing pay rate, or compensatory leave, credited at two and one-half (2.5) hours, for each hour of emergency work. When the City Manager or Director requires that a Unit member work more than eight (8) hours during an emergency, such Unit members shall not return to work for at least eight (8) hours following the completion of their emergency work. This section does not apply to hours worked between midnight and 8:00 a.m. if the hours worked are due to a schedule change during a declared state of emergency lasting more than twenty-four (24) hours.

10.6 Non-exempt Unit members called in to work at a time other than their scheduled shift or who are called in to work from standby status shall receive overtime compensation for a minimum of three (3) hours regardless of the number of hours actually worked, except that if a Unit member does not report for work within sixty (60) minutes after being called in, such Unit member shall not be entitled to the three (3) hour minimum compensation, but shall be compensated only for the time actually worked.

CPSA/SEIU 721 MOU 2024-2027
10 10.7 When in a declared state of emergency it becomes necessary to schedule Unit members on twelve (12) hour shifts, they shall receive either pay, calculated at one and one-half (1.5) times their prevailing pay rate, or compensatory leave, credited at one and one-half (1.5) hours for each hour of work performed.

10.8 Unit members shall not be required to shift working hours to avoid receiving overtime or compensatory leave, except as it relates to voluntary attendance at conferences, conventions, or other training classes or workshops.

10.9 Overtime for hours in excess of eight (8) or ten (10) hours in a day shall be paid to all Unit members, including exempt Unit members, who incur overtime hours related to the absentee voter process during the conduct of municipal elections, provided that the City may submit claims to the State Controller’s Office for reimbursement of costs incurred for state-mandated cost programs.

SECTION 11. COURT SUMMONS/SUBPOENA/JURY DUTY:

11.1 Summons and Subpoenas.
a. Any Unit member summoned to provide testimony on behalf of the City, or as a result of the performance of the course and scope of the Unit member’s duties, or at the direction of the City Manager, City Attorney or any Director, in any municipal, superior or federal court proceeding, in any administrative proceeding before any local, federal or state agency, board or commission, or in any arbitration or mediation, shall be paid their prevailing pay rate during such court service. To the extent that the Unit member is called by someone other than the City, the Unit member shall make the necessary arrangements to be on call for testimony. b. Unit members that are to be called as witnesses at the proceedings listed above shall make arrangements to be placed “on call” with at least two-hour notice of the need for their attendance.
c. Any Unit member appearing to provide testimony on behalf of himself/herself, in any municipal, superior or federal court proceeding, in any administrative proceeding before any local, federal or state agency, board or commission, or in any arbitration or mediation, shall be required to use approved accrued leave time, or shall take time off as approved leave without pay.
d. Unless the absence due to a court appearance severally interferes with department operations, the Director will not unreasonably deny requests for approved leave for the purposes described in “b” above.
e. Unit members shall be compensated if reporting for duty on a Friday under this section.

11.2 Jury Duty.

Pay for jury duty shall be limited to ten (10) working days in any one calendar year. Payment for jury duty shall be limited to those workdays, or portions of workdays, which fall during the Unit member’s CPSA/SEIU 721 MOU 2024-2027
11 regular work schedule, and shall not exceed forty (40) hours in any work week. Unit members shall be compensated if reporting for duty on a Friday under this section.

SECTION 12. HOLIDAY COMPENSATION:

Full time non-exempt Unit members shall be allowed time off with pay at the Unit member’s straight time hourly rate for any holiday provided in this MOU unless required by the Department Director to work in order to maintain City services. Unit Members required to work shall also be paid according to Article III, Section 10 [Overtime Compensation] and/or Article IV. Section 11 [Holiday Leave], as applicable.

Non-exempt Unit members required to work on a holiday shall receive, at the discretion of the Department Director, either pay, calculated at two and one-half (2.5) times their regular rate of pay, or compensatory leave, credited at two and one-half (2.5) hours for each hour worked on the holiday.

SECTION 13. BILINGUAL USAGE PAY:

13.1 The Human Resources Director may authorize compensation to a Unit member for using bilingual skills during the course of work upon receipt of a written justification from the Unit member's Director.

13.2 Unit members required to use bilingual skills during the course of work may petition for bilingual usage pay by submitting written justification, approved by the Unit member's Director, to the Human Resources Director.

13.3 Bilingual usage pay shall be one hundred dollars ($100.00) per month.

13.4 The City may, at its discretion, test Unit members for proficiency in a second language in order for such Unit members to receive bilingual usage pay.

13.5 No Unit member may qualify for more than one "second" language or more than one bilingual usage pay at any given time.

SECTION 14. ANNUAL PROFESSIONAL DEVELOPMENT ALLOWANCE:

The City agrees to provide Unit members with professional development pay, payable in the first quarter of the fiscal year, as an allowance towards expenditures for professional development in the following amounts:

Professional and Supervisory Unit Members – seven hundred dollars ($700.00) (Education Reimbursement is provided in lieu of increasing the Professional development pay).

Compensation is retroactive to July 1, 2025.

Professional development expenditures may include: costs incurred for job-related classes or seminars not paid for by the City; computer equipment and job-related software, books, reference publications or other educational materials; professional membership or association fees; or any other expenses which promote the professional development of the Unit member and promote the best interests of the City.

CPSA/SEIU 721 MOU 2024-2027
12 SECTION 15. PAYCHECK DISTRIBUTION:

15.1 Payday shall be bi-weekly on Thursday. In the event the City determines to change the method of paycheck distribution, the Unit will be advised thirty (30) working days in advance.

15.2 Payment distribution shall be through mandatory direct bank deposits except for Unit members who cannot obtain a checking or savings account. Proof and/or verification of inability to open a savings or checking account must be presented to the Human Resources Director and the Finance Director to be granted exception.

15.3 The City does not permit payroll check advances.

SECTION 16. OVERPAYMENT REMEDY:

Unit members covered herein shall reimburse the City for any overpayment of wages or benefits.

Unit members shall notify the City within three (3) working days of any such overpayment. Said reimbursement shall not be required until the City notifies the affected Unit member in writing.

Reimbursement may be accomplished by lump-sum deduction made on the next subsequent Unit member payroll check following overpayment notification, or by other reasonable repayment method acceptable to the Unit member and the City, except that the lump-sum deduction shall be required if the next subsequent Unit member payroll check is the final or termination check issued to the affected Unit member. Human Resources shall not unreasonably withhold approval of payroll deductions to recover the overpayment. Failure by the City to timely notify any Unit member of an overpayment, does not waive the City’s right to repayment. To align with Government Code Section 19838 that governs state agencies and are used by local agencies as best practices, the City will agree that the statute of limitations to recover overpayments is three (3) years from the date of overpayment. If an overpayment is discovered, the employee will be notified in writing of the overpayment amount and provided details of how the amount was calculated. After notification, the employee will be given the option to arrange a reasonable repayment plan, based on factors such as size of overpayment and the employees’ financial situation.

SECTION 17. ATTAINMENT OF PROFESSIONAL ENGINEER REGISTRATION:

Unit members in the Civil Engineering Assistant classification who attain registration as a California Professional Engineer shall be promoted to Associate Civil Engineer. A Unit member appointed to Associate Civil Engineer shall be paid at a rate that provides at least a five percent (5%) increase.

Such appointment shall require completion of a six (6) month probationary period and verification of registration as a Professional Engineer.

SECTION 18. REDEMPTION OF ACCUMULATED LEAVE:

Unit members covered by this MOU may redeem up to one hundred and eighty (180) hours of any accumulated leave in each fiscal year. The redemption shall be subject to the following conditions:

18.1 Sick leave will be paid at a rate of one (1) hour of pay for each two (2) hours of sick leave redeemed.

18.2 All other types of leave will be paid at the rate of one (1) hour of pay for each hour of leave redeemed.

CPSA/SEIU 721 MOU 2024-2027
13 18.3 In no event shall a Unit member receive pay for more than one hundred and eighty (180) (120) hours in a fiscal year, under the terms of this Section.

SECTION 19. SICK LEAVE INCENTIVE PLAN:

19.1 Each eligible Unit member who has used fifty (50) hours or less of sick leave during the preceding calendar year may elect to receive pay for 50% of the sick leave earned (at one hour pay for one hour converted) during the preceding calendar year, less the amount of sick leave used during the same period. At the Unit member’s election, the payment for unused sick leave may be converted to equivalent annual leave.

19.2 The Unit member shall indicate election by written request to the Finance Director on the City leave request form on or before January 15 of the succeeding calendar year. Payment for unused sick leave or the posting of annual leave shall be done on or before February 15 of each succeeding year as indicated above.

19.3 When a Unit member elects to receive payment in cash or annual leave, such Unit member’s sick leave balance shall be reduced by the amount paid off in cash or converted to annual leave credit. Sick leave not converted as provided herein to cash or annual leave will accumulate as sick leave credit.

19.4 To be eligible for this provision, a Unit member must have been a full-time regular City employee for two full years prior to the calendar year during which the sick leave to be so converted is earned. The Unit member must have minimum of two hundred forty (240) hours of sick leave credits on December 31 of each year in order to qualify for the conversion benefit.

SECTION 20. CLASS A/B LICENSE PAY (APPLIES TO SUPERVISORS ONLY):

20.1 The City agrees to pay Unit members who are required to possess and use a Class A or B California Driver’s License during the course of employment, five percent (5%) of their prevailing pay rate per month. To qualify for such compensation, the Class A or B driver’s license must be required to perform the duties of a Unit member’s assigned classification.

20.2 Unit members required to operate vehicles that require the possession of a Class A or B driver’s license shall be enrolled in the City’s Federally mandated random drug testing program.

20.3 License fee for Class A and B driver’s licenses shall be paid by the City.

20.4 The City shall pay the cost of the medical exam of those Unit members that possess a Class A and B Driver’s License, if the Class A and B Driver’s License is not a requirement of the job, but the Unit member is using it to perform work-related duties.

CPSA/SEIU 721 MOU 2024-2027
14 SECTION 21. SPECIAL COMPENSATION FOR CERTIFICATES/LICENSES

21.1 The Human Resources Director may authorize five percent (5%) additional compensation to Unit members who possess specialized licenses or certifications that are not required of their classification but are recognized and used by the City to provide needed services.

21.2 In order for the Unit member to qualify for the Special Compensation, the department will provide Human Resources with a written justification for the use of a Unit member’s licenses or certifications in providing City services.

21.3 Unit members receiving special compensation shall submit copies of current valid licenses or certifications to Human Resources for verification and inclusion in their personnel files.

21.4 Unit members who are classified as supervisors and professionals shall get the benefit of this section.

SECTION 22. EDUCATION/TUITION REIMBURSEMENT
City will reimburse a Unit member up to the California State University in-state rate (per semester, quarter, or academic year: https://www.calstate.edu/attend/paying-for-college/tuition-by-year) for continuing education through an accredited program that either offers growth in an area related to the Unit member’s current position or that may lead to promotional opportunities, as determined by the Human Resources Director. This education may include college courses, continuing education units, adult education classes, certification examination fees, and job-related workshops/seminars/conferences not already paid for by the City on behalf of the employee.

The Unit member must take the course on the member’s own time. City time may not be used to attend educational opportunities covered by this program. If a course is only offered during regularly scheduled work hours, the Unit member’s supervisor and Department Director may make reasonable efforts to adjust work schedules to accommodate the scheduling conflict.

A Unit member must secure a passing grade of "C" or its equivalent or obtain a certification to receive any reimbursement. Expenses must be validated by receipts and a copy of the final grade or certification received. Full-time, regular Unit members who have completed six-months of employment are eligible. The deadline for submitting Education Reimbursement Forms for any expenses of the prior Fiscal Year is the end of the second full pay period of July.

California State University Dominguez Hills Incentive
Unit members who are students enrolled in course work at California State University Dominguez Hills shall be eligible for additional reimbursement of parking permits (excluding violation fees and citations) and required reading materials/textbooks, to be confirmed by instructor/school issued course syllabi or other official university documentation.

The Education Tuition Reimbursement program may be revoked or suspended by the City Council at any time and at the City Council’s discretion, without requirement for meet and confer. Should the City Council decide to revoke or suspend the program, Unit members currently enrolled in course work will be permitted to complete and submit reimbursement requests for the current active term (quarter or semester).

CPSA/SEIU 721 MOU 2024-2027
15 SECTION 23. STAND-BY PAY
If a non-exempt employee is asked by management to be on a stand-by status, the employee may decline to be on stand-by without any adverse employment action, discipline, or retaliation taken against them.

ARTICLE IV
LEAVES
SECTION 1. ANNUAL LEAVE:

The City shall provide Unit members with annual leave subject to the following conditions:

1.1 Annual leave is a period of approved absence with pay from regularly scheduled work which is not properly chargeable to some other category of leave.

1.2 The City Manager or the Unit member’s Director has the exclusive authority to approve the use of annual leave. Unless the Unit member's use of annual leave interferes with work group operations, the City Manager or Director shall permit annual leave to be used at the Unit member's discretion.

1.3 Unit members shall be credited with annual leave at the following accrual rates:

1. Thirteen and thirty-three hundredths (13.33) hours for each month of service or major portion thereof from date of appointment to fifth (5th) anniversary date (0-5 yrs.);

2. Fifteen and thirty-three hundredths (15.33) hours for each month of service or major portion thereof upon fifth (5th) anniversary date to tenth (10th) anniversary date (6-10 yrs.);

3. Eighteen and sixty-six hundredths (18.66) hours for each month of service or major portion thereof upon tenth (10th) anniversary date (11 yrs. +);

4. Ten (10) hours upon twentieth (20th) anniversary date in addition to monthly accrual under Section 1.3.a.3;

5. Twenty (20) hours upon twenty-first (21st) anniversary date in addition to monthly accrual under Section 1.3.a.3;

6. Thirty (30) hours upon twenty-second (22nd) anniversary date in addition to monthly accrual under Section 1.3.a.3;

7. Forty (40) hours upon twenty-third (23rd) anniversary date in addition to monthly accrual under Section 1.3.a.3.

Compensation is retroactive to July 1, 2025.

1.4 Unit members shall not be credited with annual leave for leaves of absence without pay exceeding eighty (80) working hours in any calendar month.

CPSA/SEIU 721 MOU 2024-2027
16 1.5 Unit members may use annual leave only after completing their initial six (6) months of service. Unit members shall not use less than one (1) hour of annual leave at any time.

1.6 Unit members shall not accrue more than seven hundred (700) hours of annual leave. Unit members whose accrual is at or above the cap limit may cash out their annual leave quarterly to maintain the cap limit. Accordingly, the annual cash out maximum is 180 hours

1.7 When a Unit member separates from the City service they shall be compensated for any accrued annual leave, calculated using the Unit member's prevailing pay rate, plus longevity pay on the date of separation from City service. Annual leave hours cashed at separation are not eligible for the City’s match under the City’s deferred compensation program.

SECTION 2. SICK LEAVE:

The City shall provide Unit members with sick leave subject to the following conditions:

2.1 Unit members shall be credited with sick leave at the rate of ten (10) hours of sick leave for each month of service or major portion thereof. Unit members shall not be credited with sick leave during leaves of absence without pay exceeding eighty (80) working hours in any calendar month.

2.2 Unit members failing to satisfactorily complete their probationary period or who resign during their probation period must reimburse the City for utilized sick leave. Sick leave may not be used in increments of less than one-half hour. Unit members may use accrued sick leave only after completing their initial one (1) month of service.

2.3 Unit members may accrue a maximum of one thousand two hundred (1,200) hours of sick leave. The maximum amount of sick leave shall remain seven hundred sixty (760) hours for cash upon separation from the City.

2.4 Unit members may not use sick leave at their discretion, but only in cases of actual sickness, illness, injury or quarantine of the Unit member or actual sickness, illness, injury, or quarantine of the Unit member’s immediate family, or for bereavement. Sick leave shall be used for personal or family medical, dental, and optical appointments, and for any other appointments for the purpose of obtaining professional diagnosis and/or examinations for a medical or mental health condition of the Unit member or his/her immediate family. Unit members shall also use any accrued sick leave for leave necessitated as the result of pregnancy disability under California Government Code Section 12945, family medical leave under California Government Code Sections 12945.2 and 12945.3 (the Moore-Brown-Roberti Family Rights Act), 42 U.S.C. Section 2601, et seq. (the federal Family Medical Leave Act),.

2.5 When a Unit member wishes to use accrued sick leave, the Unit member shall notify their Director, or his/her designee, of the intended absence due to sickness, either before, or within one (1) hour after, the time set for beginning the work period, unless the Unit member is incapacitated and physically unable to provide the required notification. Unit members on sick leave shall regularly inform the General Manger, or his/her designee, of their physical condition.

CPSA/SEIU 721 MOU 2024-2027
17 2.6 When a Unit member uses sick leave, the Unit member shall complete and submit a signed leave request form. When a Unit member uses sick leave in excess of three (3) consecutive working days, and there is a pattern of absenteeism, the City may require the Unit member to present upon return to work, a medical certification signed by a physician or licensed medical practitioner verifying the need for such sick leave.

2.7 Unit members shall be paid one-half (½) the value of accrued sick leave up to seven hundred sixty (760) hours, using the Unit member’s prevailing pay rate, plus longevity pay upon termination from the City during the duration of this MOU. Sick leave hours cashed at separation are not eligible for the City’s match under the City’s deferred compensation program.

2.8 The Unit member’s Director may only approve the use of other leaves in lieu of sick leave when a Unit member has no sick leave available and the need for such leave is due to a catastrophic illness or injury to the Unit member or his/her immediate family.

2.9 The City will allow a Unit member to donate up to 25% of any combination of their accrued sick and/or annual leave hours, provided the donation leaves the Unit member with at least a combined balance of one hundred (100) hours of sick leave, annual leave and/or compensatory time. These donated hours, as approved by the City, shall accrue directory to the sick leave balance of any designated active Full-Time Unit member of the City. The City shall allow for unused donated sick leave hours to be returned to donors.

SECTION 3. COMPENSATORY LEAVE:

The City shall provide Unit members not exempt from the provisions of the Fair Labor Standards Act with compensatory leave subject to the following conditions:

3.1 Unit members shall not use less than one half (.5) hour of compensatory leave at any time.

3.2 Unit members may accrue a maximum of eighty (80) hours of compensatory leave.

3.3 A Unit member shall request use of compensatory leave in advance by a written notice submitted to their supervisor. Use of compensatory time shall require the prior written approval of Supervisor shall permit compensatory leave to be used at the discretion of the Unit member, unless the Supervisor determines, in his/her sole discretion, that the Unit member’s use of compensatory leave on the date and/or times requested interferes with work group operations. A Unit member may combine the use of compensatory leave with other authorized paid leave if approved by the Supervisor as applicable.

3.4 When a Unit member separates from the City service for any reason, the City shall compensate the Unit member for all accrued compensatory leave. The value of accrued compensatory leave shall be calculated using the Unit member's prevailing pay rate, plus longevity pay on the date of separation from City service. Comp time hours cashed at separation are not eligible for the City’s match under the City’s deferred compensation program.

CPSA/SEIU 721 MOU 2024-2027
18 SECTION 4. ADMINISTRATIVE LEAVE:

The City shall provide exempt Unit members with administrative leave as time off from work, instead of pay or compensatory leave credit for overtime work, subject to the following conditions:

4.1 Unit members who are designated exempt shall be credited with fifteen (15) hours of administrative leave per month. Exempt Unit members may accrue a maximum of one hundred eighty (180) hours of administrative leave.

4.2 Use of administrative leave shall require the prior written approval of the Supervisor The Supervisor shall permit administrative leave to be used at the discretion of the Unit member, unless Supervisor determines that the Unit member’s use of administrative leave on the date and/or times requested interferes with work group operations.

4.3 When a Unit member who is exempt separates from the City service for any reason, the City shall compensate the Unit member for all accrued administrative leave. The value of accrued administrative leave shall be calculated using the Unit member's prevailing pay rate, plus longevity pay on the date of his/her separation from City service. Administrative leave hours cashed at separation are not eligible for the City’s match under the City’s deferred compensation program.

4.4 Unit members shall not be credited with administrative leave hours for leaves of absence without pay exceeding eighty (80) working hours in a calendar month.

SECTION 5. LEAVE OF ABSENCE WITHOUT PAY:

5.1 The City Manager has the exclusive authority to approve a Unit member’s request for leave of absence from work without pay. Such leave of absence shall not be approved unless the Unit member provides the City Manager with a written reason for the request. If the City Manager approves such leave of absence for a period of eight (8) working days or less, the Unit member shall not lose any seniority or tenure for such leave of absence. After the expiration of an approved leave of absence without pay, Unit members shall be reassigned to their former classification. A leave of absence without pay will not be granted in excess of one (1) year. Unit member shall be responsible for paying for the cost of his/her benefits from the COBRA effective date.

5.2 The City Manager has the authority to grant or deny a Unit member’s request for leave of absence from work without pay, except that the City Manager shall not unreasonably deny a request for unpaid leave due to the medical disability of the Unit member or a member of his/her immediate family. In accordance with federal and/or state laws, the City has the right to grant a Unit member’s request for up to twelve (12) weeks of unpaid, job protected leave to eligible Unit members for certain family and medical reasons under the Family and Medical Leave Act of 1993 (FMLA)

5.3 The continuation of City paid benefits period for Unit members on leave without pay for medical reasons shall be 90 days or longer in accordance with FMLA, CFRA, and Pregnancy Disability Leave (PDL). Those Unit members not covered by FMLA, CFRA and/or PDL shall not be eligible for the 90-day continuation of benefits.

CPSA/SEIU 721 MOU 2024-2027
19 SECTION 6. WORKERS’ COMPENSATION LEAVE:

The City will provide Unit members with workers compensation coverage and leave in accordance with California workers compensation law.

6.1 Except as otherwise provided, Unit members disabled by bodily injury or sickness in the course and scope of employment shall be paid their regular pay rate for up to seventeen (17) weeks from the date of disability, or until the City’s workers compensation administrator terminates workers compensation leave due to payment of a “compromise and release” settlement, a disability and/or service retirement, the Unit member returning to work, or a refusal by the Unit member to return to work following a determination by a physician that the Unit member is no longer temporarily disabled, whichever comes first. In the event of a dispute between the treating physician and another physician as to the Unit member’s temporary disability status, such dispute shall be resolved in accordance with applicable California Workers’ Compensation laws. During the time the disabled Unit member is receiving the 17 weeks of paid Workers’ Comp leave, the Unit member shall continue to accrue annual leave, sick leave, seniority and tenure for purposes of pay adjustments or advancements.

6.2 Unit members who are still disabled after seventeen (17) weeks may apply for long term disability leave and long-term disability benefits in accordance with Article V, Section 4.

6.3 The City shall make all reasonable efforts to provide Unit members with light duty assignments when the Unit member is still disabled after seventeen (17) weeks from the date of disability.

6.4 As used in this Section 6, the term “disabled”, or “disability” shall have that meaning set forth in California workers’ compensation law.

6.5 If in the opinion of the City, the City’s claims administrator, or the Workers Compensation Appeals Board, a Unit member has been found by a physician to be permanently, physically incapable of performing the essential duties of the currently held position, the City may place the Unit member into another vacant position of an equal or lower level. The Unit member must be able to perform the essential duties of that position. Nothing herein shall be construed to prevent such Unit member from applying for and competing for a position of a higher class.

SECTION 7. MILITARY LEAVE:

The City shall grant military leave to Unit members as required in the California Military and Veterans Code Sections 389 through 395.4.

SECTION 8. TIME OFF FOR VOTING:

The City shall provide Unit members with time off for voting subject to the following conditions:

8.1 When a Unit member claims not to have sufficient time outside of working hours to vote at a statewide election, the Unit member may, without loss of pay, and with the approval of the Director, take off up to two (2) working hours, which when added to the voting hours available outside of working hours will enable the Unit member to vote. The Director may not authorize CPSA/SEIU 721 MOU 2024-2027
20 a Unit member to take off more than two (2) hours from work for voting with pay. The time off authorized for voting shall be only at the beginning or end of a work period, whichever allows the Unit member the most time for voting and the least time off from work.

8.2 If the Unit member knows or has reason to believe that time off for voting shall be necessary on Election Day, the Unit member shall notify the Director, in writing, of that fact at least two (2) workdays in advance.

SECTION 9. LUNCH PERIOD:

An uninterrupted, uncompensated lunch period of no less than thirty (30) minutes or longer than one (1) hour will be afforded to Unit members. The lunch period may not be combined with the rest periods or used to compensate for a late arrival or early departure from work unless approved by the Supervisor.

SECTION 10. REST PERIOD:

The Supervisor shall provide Unit members with a compensated rest period of fifteen (15) minutes for each half work period as determined by standard management procedures. Unit members may not use the rest period to compensate for a late arrival or early departure from work. Rest periods shall have no monetary value and shall be forfeited if not used during the workday.

SECTION 11. HOLIDAY LEAVE:

The City shall provide Unit members with the following fourteen (14) holidays with pay subject to the following conditions:

11.1 January 1st (New Year’s Day)
The third Monday in January (Dr. Martin Luther King Jr. Day) January 30th (Fred T. Korematsu Day)
The third Monday in February (President’s Day)
March 8th (International Women’s/Rosa Parks Day)
March 31st (Cesar Chavez Day)
The last Monday in May (Memorial Day)
June 19th (Juneteenth)
July 4th (Independence Day)
The first Monday in September (Labor Day)
October 25th (Larry Itliong Day)
November 11th (Veteran’s Day)
The fourth Thursday in November (Thanksgiving Day)
December 25th (Christmas)
Every day proclaimed by the President, Governor, or Mayor of this City as a public holiday.

11.2 When any day designated as a holiday fall on a Friday or Saturday, the ten (10) hours of holiday leave will be converted to annual leave and added to the Unit members annual leave balance. When any day designated as a holiday fall on a Sunday, the following Monday shall be observed as the holiday. In order to be paid for a holiday or get the leave conversion, the Unit member must work his or her full regularly scheduled workday immediately before and after the holiday unless the Unit member is absent from any portion or all of his or her CPSA/SEIU 721 MOU 2024-2027
21 regularly scheduled workday immediately before or after the holiday on authorized paid leave.

A Unit member shall not receive pay for a holiday, or receive the leave conversion, if any leave without pay was used by the Unit member on his or her regularly scheduled workday immediately before or after the holiday.

11.3 When any day designated as a holiday fall on the Unit member’s regular day off, the Unit member shall have the option to take the workday prior or the workday after the holiday, in observance of the holiday, or have the then (10) hours of holiday leave converted to annual leave and added to the Unit member’s annual leave balance.

11.4 In the event that the Mayor or the City Council declares a portion of the day before Christmas (December 24th) or a portion of the day before New Year's Day (December 31st) to be a holiday, the Unit member must use such additional holiday leave when granted, and such leave cannot be accrued. Unit members absent on other paid leave when such additional holiday leave is granted shall not receive compensatory leave or additional pay because of their absence. A Unit member shall not receive holiday pay for this half-day holiday if any leave without pay was used by the Unit member during his or her regularly scheduled workday immediately before or after the half-day holiday.

11.5 All designated holidays shall be compensated for in ten (10) hour increments, for a total of one hundred forty (140) hours annually regardless of a Unit member’s work schedule.

11.6 When a Unit member is assigned to a 5/40 or 9/80 work schedule, the one (1) or two (2) hours of excess holiday will be converted to annual leave.

11.7 Should the City abandon the closure of City Hall on Fridays, the day after Thanksgiving will be reinstated as a holiday and holiday hours will be renegotiated to ensure that all Unit members accrue the same number of holiday hours.

SECTION 12. BEREAVEMENT LEAVE:

A Unit member will be allowed forty (40) hours of paid bereavement leave per occurrence without carryover into the next calendar year in the event of the death of the Unit member’s spouse, domestic partner, children, stepchildren, foster children, parent, stepparent, brother, sister, grandparents, grandchildren, parents-in-law, brothers-in-law, sisters-in-law, sons-in-law, or daughters-in-law.

ARTICLE V

INSURANCE AND RETIREMENT BENEFITS
SECTION 1. HEALTH INSURANCE PREMIUM:

1.1 The City will pay the full family HMO premium from Kaiser Permanente of the Los Angeles Region (including Riverside and San Bernardino counties) for each Unit member and eligible dependents.

1.2 The cafeteria cap for the use of excess monies shall be two hundred dollars ($200.00) per month for all Unit members regardless of the number of dependents.

CPSA/SEIU 721 MOU 2024-2027
22 1.3 Unit members shall have the right to use monies remaining from the sums provided for health insurance to purchase additional term life insurance, vision care and/or long-term care insurance offered by the City.

1.4 Unit members may elect to discontinue or not elect health insurance coverage provided that they submit written proof of equivalent health insurance coverage. Unit members electing to discontinue or not electing health insurance coverage shall receive seventy-five percent (75%) of the lowest 2-party premium, to be put into a City-sponsored deferred compensation plan credited to the Unit member. Unit members currently receiving a higher amount than seventyfive percent (75%) of the lowest 2-party premium shall continue to receive the same amount to be placed into a City sponsored deferred compensation plan credited to the Unit member.

Unit members may elect to resume health coverage during any open enrollment period, as a result of any change in status, or any other period of time authorized by the policies and requirements of the City-sponsored health coverage plans.

1.5 Unit members covered by this section shall have their choice of plans provided by the California Public Employees Retirement System (CalPERS), which are available in this service area.

1.6 Spouse and dependent coverage shall continue to be available as provided through CalPERS.

A Unit member's spouse and dependent children under age twenty-six (26), as well as children over age twenty-six (26) who are incapable of supporting themselves due to physical or mental disabilities existing prior to obtaining age twenty-six (26) are currently eligible to be enrolled in the CalPERS health plans. This section will be in effect for the duration of this MOU, subject to any contract changes by CalPERS.

1.7 For employees: Eligible retired Unit members shall be covered by the health insurance provided by the City according to the rules established by CalPERS. For Unit members hired prior to January 1, 2014, the effective date of Assembly Bill No. 1144 providing for a postretirement health insurance vesting schedule, the City shall pay the monthly health insurance premium for eligible retired Unit members' health insurance in the same monthly amount as provided for active full-time Unit members for the term of this MOU. For Unit members hired on or after January 1, 2014, the City shall pay a monthly health insurance premium for eligible retired Unit members’ health insurance in accordance with the following schedule:
% of difference between the
required minimum contribution
Full-Time service with Carson and the amount the City pays at time of retirement for active Unit members
0 – 4.99 years 0%
5 years 50%
6 years 60%
7 years 70%
8 years 80%
9 years 90%
10 years 100%
CPSA/SEIU 721 MOU 2024-2027
23 SECTION 2. DENTAL INSURANCE PREMIUM:

2.1 The City shall pay up to, but not exceed, the amount of eighty-seven dollars ($87.00) per month for dental insurance provided by the City for each Unit member and his/her eligible dependents.

2.2 Unit members may elect to discontinue or not enroll in the dental insurance program provided that they submit written proof of equivalent coverage. Unit members electing to discontinue or not enroll in the dental insurance program shall receive sixty-five (65%) or fifty-six dollars and fifty-five cents ($56.55) to be placed into a City-sponsored deferred compensation plan credited to the Unit member. Unit members may elect to resume dental coverage during any open enrollment period, as a result of any change in status, or any other period of time authorized by the policies and requirements of the City-sponsored dental coverage plans.

SECTION 3. LIFE INSURANCE COVERAGE:

The City agrees to provide each full-time Unit member with term life insurance coverage of not less than one hundred thousand ($100,000.00), subject to the requirements of the insurance carrier. A Unit member shall have the right to purchase supplemental term life insurance, up to the appropriate limit, using monies remaining from the monthly sum originally provided by the City for the Unit member’s health insurance. The City shall continue to offer additional life insurance programs already offered for Unit member purchase.

SECTION 4. SHORT TERM AND LONG-TERM DISABILITY INSURANCE PROGRAM:

4.1 The City shall provide long term disability insurance (or “LTD”) benefits for each full-time Unit member (“covered Unit member”) under the terms, requirements and conditions set forth in the policy underwritten by a licensed insurance company contracted by the City. The City reserves the right to change the LTD carrier and/or LTD benefits provided, on such terms as the City determines are in its best interest, after meeting and consulting with the bargaining units.

4.2 The City shall provide short term disability insurance (or “STD”) benefits for each covered Unit member solely to provide the benefit during the 90-day LTD benefit waiting period, the City shall provide a STD insurance plan for each covered Unit member under the terms, requirements and conditions compatible with the City’s LTD benefit plan. Nothing herein shall bind the City to provide STD insurance coverage if the City chooses to implement a self-insured STD program.

4.3 After a maximum of a 90-day waiting period:
a. A covered Unit member who has been employed with the City for five (5) or more years, and who is disabled from his or her own occupation, shall be entitled to sixtysix and two-thirds percent (66⅔%) of his or her prevailing pay rate to a maximum pay rate of seven thousand five hundred dollars ($7,500.00) per month at the commencement of disability leave up to age sixty-five (65); and b. A covered Unit member who has been employed with the City for fewer than five (5) years and who is disabled from his or her own occupation shall be entitled to sixty-six and two-thirds percent (66⅔%) of his or her prevailing pay rate to a maximum pay CPSA/SEIU 721 MOU 2024-2027
24 rate of seven thousand five hundred dollars ($7,500.00) per month at the commencement of disability leave for twenty-four (24) months. A covered Unit member who has been employed with the City for fewer than five (5) years and who is disabled from all occupations shall be entitled to sixty-six and two-thirds percent (66⅔%) of his/her prevailing pay rate to a maximum pay rate of seven thousand five hundred dollars ($7,500.00) per month at the commencement of disability leave up to age sixty-five (65).
c. There shall be no reduction of LTD or STD benefits for a workers’ compensation permanent disability award. In no case shall a Unit member on workers’ compensation receive short-term or long-term disability benefits and worker’s compensation salary continuation or temporary disability benefits simultaneously. d. There shall be no exclusion for “soft tissue injuries”, including but not limited to musculoskeletal and connective tissue disorders, strains, and sprains of the cervical, thoracic and lumbosacral spine.
e. The only allowable offsets are those listed in the LTD and STD policies.

4.4 The provision of the LTD Plan and the STD Plan is conditioned upon the following:
a. The continued availability of insurance coverage for LTD and/or STD at a comparable cost as set forth in the LTD and STD policies, subject only to increases in premium not to exceed applicable increases in the consumer price index for each year for the LTD and STD Plans underwritten by the existing carrier or other insurance carrier. b. Eligibility for and administration of benefits under the STD Plan and the LTD Plan and including the determination whether a covered Unit member is disabled from his or her own occupation, shall be determined by the insurance carrier, not by the City.

4.5 For injuries and other disabilities covered under California workers compensation laws, Unit members shall be paid their regular pay rate for up to seventeen (17) weeks from the date of such disability (“workers compensation leave”) or until the City’s workers compensation administrator terminates workers compensation leave either due to payment of a “compromise and release” settlement, a disability and/or service retirement, the Unit member returns to work, or a refusal by the Unit member to return to work following a determination by a physician that the Unit member is no longer temporarily disabled, whichever comes first. In the event of a dispute between the treating physician and another physician as to the Unit member’s temporary disability status, such dispute shall be resolved in accordance with applicable California Workers’ Compensation laws. If a Unit member is approved for workers’ compensation leave, the Unit member shall not be eligible for STD or LTD benefits during the period of such workers’ compensation leave. LTD eligibility for Unit members who are still disabled after seventeen (17) weeks shall be determined by the terms of the LTD insurance plan described in section 4.1, above.

4.6 While on short term or long-term disability, Unit members may use sick leave, comp time, administrative leave or annual leave, in the order specified herein, to equal 100% of the Unit member’s regular salary in conjunction with the disability benefit payment.

CPSA/SEIU 721 MOU 2024-2027
25 SECTION 5. CALIFORNIA PUBLIC EMPLOYEES RETIREMENT SYSTEM (CALPERS):

5.1 For those Unit members hired before the effective date of the CalPERS contract amendment providing for a tiered retirement benefit, the City shall include Unit members in the CalPERS “3% at 60” Plan with the following optional public agency contract provisions:
a. The optional contract provision relating to one (1) year final compensation (12 highest paid consecutive months);
b. The optional contract provision relating to military service credit as public service; c. The optional contract provision relating to the 1959 Survivors Program at the level four benefits;
d. The optional contract provision relating to two years additional service credit; e. The optional contract provision relating to the Pre-Retirement Option 2W Death Benefit;
f. The optional contract provision relating to the ability to purchase part-time service credit, but solely at Unit member’s own cost.

5.2 Unit members shall pay the full percentage of the member contributions.

5.3 For those Unit members hired on or after the effective date of the CalPERS contract amendment providing (May 6, 2011) for a tiered retirement benefit, and defined by Assembly Bill 340 – Pension Reform as “Classic Members”, the City shall include such Unit members in the CalPERS “2% at 55” Plan with the following optional public agency contract provisions:
a. The optional contract provision relating to one (1) year final compensation (12 highest paid consecutive months);
b. The optional contract provision relating to military service credit as public service; c. The optional contract provision relating to the 1959 Survivors Program at the level four benefits;
d. The optional contract provision relating to two years additional service credit; e. The optional contract provision relating to the Pre-Retirement Option 2W Death Benefit;
f. The optional contract provision relating to the ability to purchase part-time service credit, but solely at Unit member’s own cost.

5.4 Unit members shall pay the full percentage of the member contribution.

CPSA/SEIU 721 MOU 2024-2027
26 5.5 For those Unit members hired on or after January 1, 2013, defined by Assembly Bill 340 – Pension Reform, as “New Members”, the City shall include such Unit members in the CalPERS “2% at 62” Plan with a three-year final compensation period, and with the following optional contract provisions:
a. The optional contract provision relating to military service credit as public service; b. The optional contract provision relating to the 1959 Survivors Program at the level four benefits;
c. The optional contract provision relating to two years additional service credit; d. The optional contract provision relating to the Pre-Retirement Option 2W Death Benefit;
e. The optional contract provision relating to the ability to purchase part-time service credit, but solely at the Unit member’s own cost.

5.6 “New Members” shall pay the full percentage of the member contributions.

SECTION 6. DEFERRED COMPENSATION PROGRAM:

The City will continue to match a Unit member’s annual contributions to their deferred compensation account, dollar for dollar, as follows:
a. Professional Association Unit members: One thousand two hundred dollars ($1,200.00) per calendar year.
b. Supervisors Association Unit members: One thousand seven hundred dollars ($1,700.00) per calendar year.

Funds shall be electronically transferred each payday. Compensation is retroactive to July 1, 2025.

SECTION 7. VISION CARE PROGRAM:

The City will sponsor a vision care program. Unit members may purchase vision care through a payroll deduction from wages and/or with money remaining from the monthly sum provided for health insurance.

SECTION 8. SECTION 125 PLAN:

The City shall provide a Section 125 Tax Code plan in order to allow Unit member to deduct excess insurance premiums, unreimbursed medical expenses, and child care payments before taxes.

ARTICLE VI
SAFETY
SECTION 1. SAFETY RESPONSIBILITIES:

CPSA/SEIU 721 MOU 2024-2027
27 1.1 The City shall make a good faith effort to provide and maintain a safe and healthful place of employment.

1.2 Unit members shall perform their assigned duties safely using the practices, means, methods, operations, and processes prescribed by any law, occupational safety or health standards, safety orders, or safety rules and regulations. Unit members shall report any unsafe practices, equipment or hazardous conditions promptly to their immediate supervisor.

1.3 The City shall not require nor permit any Unit member to go to or be in any employment or place of employment not reasonably safe and healthful.

1.4 The City shall not discipline any Unit member for refusing to perform tasks in the performance of which any law, occupational safety or health standard, or safety order would be violated; if such violation would create a real and substantial risk of harm to the Unit member.

SECTION 2. SAFETY DEVICES AND SAFEGUARDS:

The City shall furnish, and the Unit member shall use, safety devices and safeguards. The City shall adopt and use practices, means, methods, operations and processes which are reasonably adequate to render City employment safe and healthful.

SECTION 3. SAFETY COMMITTEE:

The City and the Unit shall jointly participate in an advisory safety committee. The safety committee membership shall include at least one (1) Unit representative. The safety committee shall make good faith efforts in an advisory capacity to provide and maintain a safe and healthful place of employment.

The safety committee shall meet on a monthly basis or other agreed schedule.

SECTION 4. USE OF VETERANS PARK SPORTS COMPLEX:

All Unit members and their families shall be entitled to use all facilities and programs at Veterans Sports Complex at the rates below:

Unit member – one hundred dollars ($100.00) per year
Unit member and family – one hundred fifty ($150.00) per year Unit members who renew memberships shall receive the same percentage discount on the above prices as the general public receives at time of renewal. For purposes of this section, family shall mean those family members eligible for coverage under the CalPERS Health Insurance program provided by the City.

ARTICLE VII

CITY RIGHTS
SECTION 1. EXCLUSIVE CITY RIGHTS AND AUTHORITY:

The City retains the exclusive right to manage and direct the performance of City services and the work force performing such services. The following matters shall not be subject to the meet and confer process but shall be within the exclusive authority of the City.

CPSA/SEIU 721 MOU 2024-2027
28 The consideration of the merits, necessity, or organization of any service or activity conducted by the City shall include but not be limited to the City's right to:
a. Determine issues of public policy;
b. Determine and change the facilities, methods, means, and personnel by which City operations are to be conducted;
c. Expand or diminish services;
d. Determine and change the number of locations, relocations, and types of operations and the processes and materials to be employed in carrying out all City functions, including but not limited to the right to contract out any work or operation; e. Determine the size and composition of the work force, to assign work to employees in accordance with requirements as determined by the City, and to establish and change work assignments;
f. Determine job classifications;
g. Appoint, transfer, promote, demote, and lay off Unit members for lack of work or other appropriate reasons;
h. Initiate disciplinary action for just cause;
i. Determine policies, procedures and standards for selection, training and promotion of employees;
j. Establish Unit member performance standards, including but not limited to quality and quantity standards;
k. Maintain the efficiency of governmental operations;
l. Exercise complete control and discretion over its organization and the technology of performing its work and services;
m. Establish reasonable work and safety rules and regulations in order to maintain the efficiency and economy desirable in the performance of City services; and, n. Determine any and all necessary actions to carry out its mission in emergencies.

The exclusive decision-making authority of the City and management on matters involving the City rights and authority shall not be in any way, directly or indirectly, be subject to the grievance procedure. Unit members may grieve the impact of the exercise of exclusive City rights and authority that directly relate to matters within the scope of representation.

SECTION 2. CONCERTED REFUSAL TO WORK:

2.1 If a Unit member engages in or induces other Unit members to engage in any unlawful strike, work stoppage, slowdown, sick-in, or other concerted refusal to work in violation of the law CPSA/SEIU 721 MOU 2024-2027
29 or any valid court order, such Unit member may be subject to disciplinary action, up to and including discharge, subject to applicable laws and procedures.

2.2 In the event the Unit engages in, encourages, or condones in any manner any unlawful strike, work stoppage, slowdown, sick-in, or other concerted refusal to work in violation of the law, or any valid court order, the City, in addition to any other lawful remedies available to it, may seek appropriate legal relief. However, the City shall not suspend recognition of the Unit or withdraw its rights under this agreement without due process and negotiation in compliance with the MMBA.

2.3 The City shall not lock out Unit members.

SECTION 3. FURLOUGHS:

City maintains the right to furlough employees during the term of this MOU if the City Council formally declares as “fiscal emergency”. Notice to, and meet and confer with, the Unit is still required before taking any action.

ARTICLE VIII

UNION RIGHTS AND SECURITY
SECTION 1. AGENCY SHOP:

1.1 Association Dues/Service Fees:
a. The City shall provide any newly hired Professional and Supervisors Unit members , with an authorization notice advising them that agency shop for the Association has been implemented pursuant to vote of the bargaining unit’s members in accordance with state law, that said agency shop is covered by an agreement between the City and the Association, and that all Unit members subject to that agreement must either join the Association, pay a service fee to the Association, or execute a written declaration claiming a religious exemption from this requirement. Such notice shall include a form for the Unit member’s signature authorizing a payroll deduction of Association dues, a service fee or a charitable contribution equal to the service fee. Such service fee shall be established by the Association, and shall not exceed the standard initiation fee, periodic dues and general assessments of the Association. Said Unit members shall have fourteen (14) calendar days from the date they receive the form to fully execute it and return it to the City’s human resources division. b. If the form is not completed properly or returned within fourteen (14) calendar days, the City shall commence and continue a payroll deduction of service fees from the regular biweekly paychecks of such Unit member. The effective date of Association dues, service fee, or charitable contribution shall begin no later than the beginning of the first pay period commencing fourteen (14) calendar days after receipt of the authorization form by the Unit member.
c. The Unit member’s earnings must be sufficient after the other legal and required deductions are made to cover the amount of the dues or fees authorized. When a Unit member is in a non-pay status for an entire pay period, no withholding will be made CPSA/SEIU 721 MOU 2024-2027
30 to cover the pay period from future earnings. In the case of a Unit member in a nonpay status only during part of the pay period, whose salary is not sufficient to cover the full withholding, no deduction shall be made. In the case of a Unit member who is receiving catastrophic leave benefits during a pay period, no deduction shall be made. In addition to the above, all other legal and required deductions (including health care and insurance deductions) have priority over Association dues and service fees.

1.2 Religious Exemption:
a. Any Unit member who is a member of a bona fide religion, body or sect that has historically held conscientious objections to joining or financially supporting public employee organizations, upon presentation to the City of active membership in such religion, body, or sect, shall not be required to join or financially support any public employee organization as a condition of employment pursuant to Government Code section 3502.5(c). The Unit member may be required, in lieu of periodic dues, initiation fees or agency shop fees, to pay sums equal to the dues, initiation fees or agency shop fees to a nonreligious, nonlabor charitable fund exempt from taxation under Section 501(c)(3) of the Internal Revenue Code, chosen by the Unit member from a list of at least three of these funds, designated in a memorandum of understanding between the City and the Association, or if the memorandum of understanding fails to designate the funds, then to any such fund chosen by the Unit member. In instances where a Unit member makes direct payment to a nonreligious, nonlabor charitable fund, the Unit member shall provide proof of the payment on a monthly basis to the City as a condition of continued exemption from the requirement of financial support to the Association.
b. Declarations of or applications for religious exemption and any other supporting documentation shall be forwarded to the Association within fourteen (14) calendar days of receipt by the City. The Association shall then have fourteen (14) calendar days after receipt of a request for religious exemption to challenge any exemption granted by the City. If challenged, the deduction to the charity of the Unit member’s choice shall commence but shall be held in escrow pending resolution of the challenge through means of a meeting between the Association representatives and City Manager, with the City Manager making the final determination.

Charitable contributions shall be made by regular payroll deductions unless otherwise provided for in subsection (1) above.
c. The Association has selected the following three nonreligious, nonlabor charitable funds exempt from taxation under Section 501(c)(3) of the Internal Revenue Code from which the Unit member establishing religious exemption may choose: The Boys & Girls Club of Carson, Charlotte’s House and the Child Guidance Center. This list may change from time to time, but only upon written notice and agreement by both parties.

1.3 Rescission:

CPSA/SEIU 721 MOU 2024-2027
31 a. The agency shop provision in this Agreement may be rescinded by a simple majority of votes cast by eligible bargaining unit members provided that:
(1) A request for such a “rescission vote” is supported by a petition containing the signatures at least thirty (30) percent of the Unit members in the bargaining unit; (2) The vote is by secret ballot; and
(3) The vote may be taken only once per City fiscal year. (If a “rescission vote” is requested, conducted and results in rescission of agency shop, then the Association agrees not to request, petition for, negotiate for or otherwise seek agency shop for one calendar year from the date of the payroll check covering the pay period in which the agency shop deductions actually cease following a rescission vote.)

1.4 Records:

The Association shall keep an adequate itemized record of its financial transactions and shall make available annually, to the City, and to the employees who are members of the Association, within sixty (60) days after the end of the Association’s fiscal year, a detailed written financial report thereof in the form of a balance sheet and an operating statement, certified as to accuracy by its president and treasurer or corresponding principal officer, or by a certified public accountant.

1.5 Indemnification:

The Association shall indemnify, defend, and hold the City harmless against any liability arising from any claims, demands, or other action relating to the City’s compliance with the agency fee obligation, including but not limited to claims relating to any election or vote, improper deductions, and the Association’s use of monies collected under these provisions. The City reserves the right to select and direct legal counsel in the case of any challenge to the City’s compliance with the agency fee obligation, and the Association agrees to pay any attorney, arbitrator or court fees, costs and expenses related thereto or associated therewith.

SECTION 2. LEGAL COUNSEL:

The City agrees to provide Unit members with legal counsel in accordance with the obligations imposed on public entities by Government Code Sections 825 and 995. The City agrees that Unit members have the right to their own legal representation in all disciplinary actions, but at their own expense.

SECTION 3. RELEASE TIME:

The City shall provide Unit members with release time leave subject to the following conditions:

3.1 Upon advance written notice and unless the Unit member's or designated representative's use of release time interferes with work group operations, the immediate supervisor shall permit CPSA/SEIU 721 MOU 2024-2027
32 a Unit member and one designated representative to use release time as time off from work with pay in order to prepare a formal grievance or to appeal a disciplinary action.

3.2 The immediate supervisor may approve release time requests for up to one (1) hour for both the Unit member and two (2) designated Union representatives for each formal grievance.

The immediate supervisor may approve release time requests for up to two (2) hours for both the Unit member and two (2) designated Union representatives for each pre-disciplinary conference or disciplinary hearing. Additional request for release time to prepare for a formal grievance or to appeal a disciplinary action must be approved in advance by the appointing authority.

3.3 A Unit member's designated representative(s) may use release time to be present at the presentation of a formal grievance, a pre-disciplinary conference or disciplinary hearing.

3.4 Up to 4 representatives and/or officers of the Unit will be permitted to use release time to attend meet and confer sessions. Up to 2 representatives and/or officers of the Unit will be permitted to use release time to attend Personnel Committee meetings or Labor/Management meetings scheduled by the City during work hours. The City shall not be liable for overtime payments for sessions or meetings beyond regular work schedules.

3.5 Release time is not available for external grievance or legal procedures, such as PERB, court hearings, etc.

3.6 Unit representatives shall be permitted monthly paid release time for executive board meetings; such meetings shall not exceed two work hours.

3.7 Unit representatives may request release time from the employer-employee relations officer or a special meeting of Unit representatives or the general membership not otherwise covered in this provision. Such requests shall be in writing stating the reasons for such request.

3.8 Unit members who use release time pursuant to the provisions of this section shall record all such hours on their payroll job ticket each payroll period.

3.9 Release time is to be used to cover labor relations activities that occur during a Unit member’s normal work hours. It does not add to a Unit member’s normal work schedule nor create any overtime obligation. Any hours expended outside normal work hours shall not count as release time, shall be uncompensated by the City, and are the personal responsibility of the Unit member. However, the City Manager, Assistant City Manager, or the Human Resources Director may pre-authorize overtime for labor relations related purposes.

3.10 Release time is not available for labor relations related administrative or legal proceedings, except that the bargaining unit may have one representative at administrative proceedings who shall be entitled to the use of release time and all represented members that may be called as witnesses at any administrative proceeding shall be entitled to use release time to cover any required attendance at such proceeding that occurs during the Unit member’s normally scheduled work hours. Unit members that are to be called as witnesses at such proceedings shall be placed “on call” with at least one-hour notice of the need for their attendance and allowed to use release time for any time spent that occurs during the Unit member’s normally CPSA/SEIU 721 MOU 2024-2027
33 scheduled work hours. Examples of administrative proceedings include, but are not limited to, PERB, EEOC, DFEH, Labor Commissioner, etc.

3.11 Unit members shall be permitted one (1) hour of paid release time per month to attend membership meetings. The bargaining unit will keep sign-in sheets and provide same to Human Resources to prove attendance at the membership meetings.

SECTION 4. CONFERENCE ATTENDANCE:

The City agrees to permit Professional and Supervisory Unit members to attend one work-related professional conference of their choosing during each fiscal year, with the approval of the Unit member’s Director, at City expense provided funds are available. The location of the conference must be held within the Western Continental United States and shall be consistent with any Standard Management Procedures (SMP) authorized by the City Manager on attendance at conferences. The conference would be in addition to any conference the Unit member’s Director may require the Unit member to attend. The Unit member will receive no additional compensation or consideration if the Unit member chooses not to make use of this opportunity in a given fiscal year.

SECTION 5. FAIR LABOR STANDARDS ACT:

5.1 The Union affirms the City’s right and obligation to determine the jobs in the City of Carson that are exempt according to the provisions of the Fair Labor Standards Act.

5.2 The Union agrees that supervisors’ classifications and positions represented by the Unit are non-exempt as defined in the Fair Labor Standards Act.

5.3 The Union agrees that the positions marked as exempt in Appendix A are currently defined by the City as exempt in accordance with the Fair Labor Standards Act.

5.4 The Union agrees that these positions determined to be exempt as defined in the Fair Labor Standards Act are exempt from the minimum wage and overtime provisions of the Fair Labor Standards Act and the overtime provisions of the City of Carson Personnel Rules.

SECTION 6. REORGANIZATION OR RECLASSIFICATION:

The City agrees to meet and confer with the Union in the event of any reorganization and/or reclassification impacting on the members of the Union.

SECTION 7. FLEXIBLE WORK SCHEDULES:

The City will work with Unit members to achieve flexibility in work schedules to accommodate special needs in areas such as: childcare, eldercare or education. These accommodations can be made whenever they can be done without causing hardship on the work unit. The allowable work schedule flexibility shall be restricted to those that can be made within the workday, such as: modifying starting or ending time by thirty (30) minutes, and/or reducing the meal period to thirty (30) minutes.

Flexibility may also include other modifications which would require the use of leave hours or reductions in pay.

CPSA/SEIU 721 MOU 2024-2027
34 SECTION 8. UNION ACCESS TO NEW EMPLOYEE ORIENTATIONS & INFORMATION:

Pursuant to AB 119, the City agrees to provide, when practical, no less than 10-days’ notice in advance of any new employee orientations and provide the Union access to the orientation(s).

Orientation refers to any onboarding process, whether in person, online or through other means.

Access shall be determined by the Union, which could mean representational attendance or correspondence. The Union shall advise the City reasonably in advance as to the type of access requested. The City agrees to provide such reasonable notice of current employees that have changed position status.” (i.e. part-time to full-time, promotional, etc.) The City agrees, pursuant to AB 119, to provide the Union with the name, job title, department, work location, and work telephone number of newly hired employees within thirty (30) days of the date of hire. The City also agrees to provide the Union with the name, job title, department, work location, work, home and personal cellular telephone numbers, personal email addresses and home address of all bargaining unit employees once a year or upon request as long as the prior request for such information or the provision of such information was at least more than 120 days earlier.

SECTION 9. BULLETIN BOARDS
The City shall furnish adequate, visible and accessible bulletin boards for the Association and Union to post Union-relevant information for bargaining unit members.

SECTION 10. WORK ACCESS
Authorized Association and Union representatives shall be given access to work locations during working hours for the following purposes including but not limited to: processing potential or actual grievances, observing working conditions and posting information on Union bulletins boards.

ARTICLE IX

GRIEVANCE PROCEDURE
SECTION 1. PURPOSE:

The purpose of the Grievance Procedure is to establish channels of communication between Unit members, supervisors, and management. The City encourages any Unit member having a grievance related to his or her working conditions to discuss the matter informally with his or her immediate supervisor without undue delay in order to resolve the issue. The purpose of these preliminary discussions is to settle disagreements fairly, as quickly as possible, and to eliminate problems before they evolve to grievances.

SECTION 2. DEFINITION:

A grievance is a timely written complaint by one or more Unit members concerning the application or interpretation of the provisions of this MOU affecting Unit members' wages, hours, and working conditions.

SECTION 3. GRIEVANCE STEPS:

CPSA/SEIU 721 MOU 2024-2027
35 The grievance procedure shall be used to resolve a Unit member's complaints as defined in Section 2 above. The grievance procedure shall consist of the following "Steps." Step 1. A Unit member shall have the right to present a grievance, in writing, within five (5) working days of the action or incident causing the grievance. Such grievance shall be provided to the immediate supervisor of the Unit member. All grievances shall state the violation of this MOU, how it affects the Unit member’s wages, hours, working conditions or job security, and the Unit member’s requested remedy. Within twelve (12) working days of receipt of the grievance, the immediate supervisor shall render a written decision responding to the grievance and return the completed grievance form to the Unit member. Failure of the immediate supervisor to render a written response on the grievance within twelve (12) working days of receipt of the grievance shall constitute a constructive denial of the grievance.

If denied, and the Unit member wishes to move the grievance to the next Step in the grievance process, then the Unit member shall move the grievance to the next immediate supervisor within the chain of command, in accordance with Section 3, Step 2 of this Article. The grievance shall be considered resolved and no further review of the subject matter of the grievance shall be permitted under this Article when the Unit member does not seek further review of the grievance within five (5) working days after response to or constructive denial of the grievance by the immediate supervisor.

Step 2. If the immediate supervisor’s response does not satisfactorily resolve the complaint, and/or the grievance is denied, then the Unit member and/or the Unit member’s designated representative may submit the grievance to the next immediate supervisor within the chain of command, within five (5) working days of the immediate supervisor’s actual or constructive decision on the grievance. The next immediate supervisor shall contact and discuss the grievance with the Unit member and/or the Unit member’s designated representative and shall discuss the grievance with the Unit member’s immediate supervisor. Within ten (10) working days after receipt of the grievance, the next immediate supervisor shall render a written response to the grievance and the completed grievance form shall be returned to the Unit member. Failure of the next immediate supervisor to render a written response on the grievance within ten (10) working days of receipt of the grievance shall constitute a constructive denial of the grievance. If the next immediate supervisor’s response does not satisfactorily resolve the complaint, the Unit member and/or Unit member’s designated representative may present the grievance to the next succeeding supervisor within the chain of command, within five (5) working days of the next immediate supervisor’s response to or constructive denial of the grievance. The grievance shall be considered resolved and no further review of the subject matter of the grievance shall be permitted under this Article when the Unit member does not seek further review of the grievance within five (5) working days after response to or constructive denial of the grievance by the next immediate supervisor.

Prior to submitting any grievance to the Director in accordance with Step 3, all Unit members are required to submit their grievance to each next immediate supervisor within the chain of command, and in order of the chain of command, in accordance with the timing requirements and procedures of this Step 2.

Step 3. If the grievance is not satisfactorily resolved through presentation of the complaint to the Unit member’s supervisors pursuant to Step 2, and/or the grievance is denied, the Unit member and/or the Unit member’s designated representative may thereafter submit the grievance to the Director of his/her work group, within five (5) working days of the last supervisor’s CPSA/SEIU 721 MOU 2024-2027
36 response or constructive denial of the grievance. The Director shall contact and discuss the grievance with the Unit member and/or the Unit member’s designated representative and shall discuss the grievance with the Unit member’s immediate supervisor and others within the Unit member’s chain of command. Within ten (10) working days after receipt of the grievance, the Director shall render a written decision on the grievance and the completed grievance form shall be returned to the Unit member. Failure of the Director to render a written decision on the grievance within ten (10) working days constitutes a constructive denial of the grievance.

The grievance shall be considered resolved and no further review of the subject matter of the grievance shall be permitted under this Article when the Unit member does not seek further review of the grievance within five (5) working days after the receipt of the response to or constructive denial of the grievance by the Director.

Step 3a. Before moving a grievance to the City Manager’s step, a Unit member may request an advisory mediation session. The cost of mediation will be shared by the City and the Unit on a 50/50 basis, with both parties bearing their own legal costs, including but not limited to attorneys’ fees.

Step 4. If the grievance is not satisfactorily resolved through presentation of the complaint to the Unit member’s Director pursuant to Step 3, or through advisory mediation pursuant to step 3a, and/or the grievance is denied, the Unit member and/or the Unit member’s designated representative may thereafter submit the grievance to a non-involved Director or the Human Resources Department Head in lieu of the City Manager. The hearing officer shall be mutually agreed upon by both parties. When the Unit member presents a grievance to a noninvolved Director or the Human Resources Department Head in lieu of the City Manager, the selected person shall discuss the grievance with the Unit member and/or the Unit member’s designated representative. The selected person shall also discuss the grievance with the Unit member’s immediate supervisor and others within the chain of command, up to and including the Director. Within ten (10) working days after receipt of the grievance, the selected person shall render a written decision on the grievance. Failure of the selected person to render a written response on the grievance within ten (10) working days of receipt of the grievance shall constitute a constructive denial of the grievance. The decision or constructive denial of the selected person shall resolve the grievance and no further review of the subject matter of the grievance shall be permitted within the City’s administrative process. Thereafter, the Unit member may consider the administrative procedures completed and sue for redress of the grievance.

SECTION 4. NON-DEPARTMENTAL GRIEVANCES:

Grievances resulting from decisions or actions outside the work group chain-of-command shall be initiated by the Unit member and/or Unit member’s representative with the Director of the work group from which the decisions or actions occurred, and will follow the procedures as detailed in Section 3 of this Article.

SECTION 5. EXTENSIONS OF TIME:

Extensions of any of the time limits on the presentation of, or responses to, a grievance as set forth in the grievance procedure may be mutually agreed to by the parties involved with the grievance but must be evidenced in writing by both sides.

CPSA/SEIU 721 MOU 2024-2027
37 SECTION 6. REPRISALS:

The City shall not institute any reprisals against any Unit member or designated representative resulting from the use of the grievance procedure.

SECTION 7. MATTERS EXCLUDED FROM THE GRIEVANCE PROCEDURE:

7.1 Those matters not specifically provided for under the definition in Section 2 above.

7.2 Disputes involving the content of performance reviews arising from the application of the provisions of SMP No. 6.4.

ARTICLE X

APPEAL PROCEDURES
SECTION 1. REQUEST FOR DISCIPLINARY HEARING:

Unit members who have passed probation shall have the right to appeal the imposition of disciplinary action. As used herein, the term “disciplinary action” shall mean discharge, involuntary demotion or suspension of a Unit member, in accordance with the City of Carson Personnel Rules, as such Personnel Rules may be amended from time to time. When a Unit member requests a disciplinary hearing, the request shall be in writing, signed by the Unit member, and presented to the Human Resources Director within ten (10) calendar days after the notification date of the imposition of the disciplinary action. Any such request shall be addressed to the Human Resources Director and shall identify the subject matter of the appeal, the grounds for the appeal, and the relief desired by the Unit member. All disciplinary hearings shall be considered in private unless the Unit member requests, in writing, a public hearing. If the Unit member fails to request a disciplinary hearing within the prescribed time, the Unit member shall have waived the right to a hearing and all rights to further appeal of the disciplinary action.

SECTION 2. SCHEDULING OF DISCIPLINARY HEARING:

The Human Resources Director shall be responsible for scheduling any disciplinary hearing within a reasonable time after the filing of the Unit member's request, considering the availability of a hearing officer and the convenience of the Unit member and witnesses. If the disciplinary action taken by the Unit member's Director is discharge, the parties shall commence proceedings to select a hearing officer under Section 3 within fifteen (15) calendar days after the filing of the Unit member’s request, unless a time extension is agreed to in writing by both the City and the affected Unit member and/or his/her representative.

SECTION 3. HEARING OFFICER:

3.1 The appointing authority shall be the hearing officer for disciplinary hearings except for those involving discharge. The appointing authority may designate a Director, as mutually agreed upon by the City and the Unit Union, as the hearing officer for any disciplinary hearing that does not involve discharge.

3.2 In any disciplinary hearing involving discharge, a neutral hearing officer shall be selected from an outside source pursuant to a method mutually agreed upon by the City and the Union, CPSA/SEIU 721 MOU 2024-2027
38 unless the Unit member and/or his/her representative and the appointing authority mutually agree in writing that the hearing officer may be the City Manager.

3.3 Where a neutral hearing officer is selected from an outside source, the cost for the hearing officer shall be shared equally by the City and the Union.

3.4 The City Manager or his/her designee shall be the final hearing officer on all matters of discharge brought forward by a Unit member without the support or involvement of the Unit member’s Unit.

SECTION 4. REPRESENTATION AT DISCIPLINARY HEARING:

4.1 At the disciplinary hearing, the Unit member may appear personally and shall have the right to be represented by counsel and any other person(s) allowed by the hearing officer, but during the disciplinary hearing only one person shall have the right to present the appeal on behalf of the Unit member.

4.2 The Unit member and the City shall each have the right to produce and confront witnesses and to present any relevant oral or documentary evidence.

4.3 Subsections 4.1 and 4.2 are not intended to, and shall not preclude the hearing officer from questioning any witness, or asking any representative or other person present at the hearing, any questions that the hearing officer may deem appropriate and relevant to the subject matter of the appeal.

SECTION 5. BURDEN OF PROOF AND EVIDENCE:

The City shall have the burden of proof and shall be required to prove the charges against the Unit member by a preponderance of the evidence. The disciplinary hearing shall not be conducted according to the technical rules of evidence.

SECTION 6. CONDUCT OF THE DISCIPLINARY HEARING:

The conduct of the disciplinary hearing shall be under the control of the hearing officer with due regard for the rights and privileges of the parties. During the examination of a witness, the hearing officer may exclude from the hearing any and all other witnesses. The hearing officer shall have the power to issue subpoenas to compel the attendance of witnesses or the production of documents.

SECTION 7. HEARING OFFICER'S DECISION:

Within thirty (30) calendar days after the conclusion of the evidentiary and argument portions of the disciplinary hearing, the hearing officer shall issue a written decision containing findings of fact and conclusions of law. The hearing officer shall have the authority to affirm, revoke, or reduce the disciplinary action imposed against the Unit member. The hearing officer's decision constitutes a final resolution of any disciplinary action and no further appeal shall be permitted within the City's administrative process.

CPSA/SEIU 721 MOU 2024-2027
39 ARTICLE XI
LAYOFF
SECTION 1. PREREQUISITE FOR LAYOFF:

If the City Manager determines that a reduction in personnel is necessary for economic reasons, then the order of layoff shall observe the "seniority rule" in putting the reduction into effect. (Government Code § 45100.) It is agreed by the City and the Union that the seniority rule shall mean that when any classification having two or more Unit members is subject to less than a complete lay off, then the Unit members shall be laid off in order of reverse seniority based first upon actual service time in the classification, and in instances where that is equal, then on tenure, defined as cumulative actual City service time.

Reductions in the City's work force for reasons other than solely economic reasons shall continue to observe the layoff order as set forth below in subsections 1.1 through 1.4, and Section 2:

1.1 All temporary, seasonal, and/or recurrent and probationary Unit members have been released from the classification.

1.2 Unit members in the classification have been given an opportunity to seek lateral transfer or voluntarily demote to existing vacant positions, for which they meet minimum qualifications.

1.3 Management will meet and consult with the representative of the Union over alternative courses of action to avoid such layoff.

1.4 Notice of actual layoffs shall be given no less than twenty-eight (28) calendar days before the date of implementation. Such notice shall include:
a. Classification where layoff is to occur;
b. Seniority list by total actual City service in the affected classification; and c. List of current permanent vacancies in all classifications represented by the Union.

SECTION 2. ORDER OF LAYOFF:

2.1 Layoffs shall occur on the basis of seniority, with the least senior Unit member based on total actual employment in a classification represented by the Union shall be laid off first and any subsequent layoff shall proceed to the next least senior.

2.2 Ties in Seniority – Where the seniority of two (2) Unit members is of the same length, the Unit member with the shorter tenure shall be laid off first.

2.3 Ties in Tenure - Where the actual seniority and tenure of two (2) Unit members are of the same length, tenure shall be decided by the date and time of the employee’s submission of job application to the City.

2.4 Title changes and/or amended class specifications for classes with multiple positions will not change or alter the seniority rights of the incumbents in the original classification when subject to layoff, provided such prior classification is the same salary range.

CPSA/SEIU 721 MOU 2024-2027
40 SECTION 3. VOLUNTARY DEMOTION:

A Unit member so laid off may choose voluntary demotion so as to avoid layoff.

3.1 Such voluntary demotion can be to a lower or equal class of previous standing or to a lower or equal class that is vacant provided they meet the minimum qualifications for those positions.

3.2 If the voluntary demotion causes a layoff in the lower or equal class, such layoff shall follow the provisions of this Article.

SECTION 4. RECALL:

Unit members who laterally transfer, take a voluntary demotion or are laid off pursuant to the provisions of this Article, shall have their names entered onto a recall list for the classification of original standing.

4.1 Such a list shall be in inverse order of layoff, lateral transfer or voluntary demotion.

4.2 The recall list shall be kept by Human Resources and shall be used in order when any vacancy for that classification is to be filled.

4.3 The list shall be maintained until all names have been offered an opportunity for recall or at the end of three (3) years, whichever comes first.

4.4 The appointing authority shall offer appointment to the first name on said list. If the individual accepts and he or she shall be appointed after sixty (60) days from the date of layoff, the Unit member may be required to take a medical examination so as to ensure the Unit member is medically and mentally capable of performing duties of the classification. The individual shall still be required to meet the minimum qualifications of the classification.

SECTION 5. SEVERANCE PACKAGE:

The City shall provide laid off Unit members a severance package in exchange for release of all claims as follows:

5.1 Severance pay calculated at thirty (30) hours for each year of service with a minimum benefit of 173.33 hours pay and a maximum benefit of 520 hours pay.

5.2 Medical and dental benefits will be provided through the regular insurance and/or COBRA reimbursement for the time period equivalent to the number of days as the severance pay.

ARTICLE XII

OTHER MATTERS WITHIN THE SCOPE OF REPRESENTATION
SECTION 1. STATUS OF GRANT FUNDED EMPLOYEES:

Full-time, non-general fund Unit members shall be considered City employees and will receive all benefits and rights conferred by this MOU. This includes, but is not limited to, Unit members funded CPSA/SEIU 721 MOU 2024-2027
41 through the Carson Successor Agency, Carson Housing Authority, Community Development Block Grant, AQMD funds and Proposition A or C funds.

SECTION 2. PROMOTIONAL OPPORTUNITIES:

2.1 The City shall make a good faith effort to promote and transfer from within the City service.

2.2 The City shall recruit for and establish eligibility lists for all vacant budgeted positions, unless they are temporarily frozen by the City Manager. At his/her sole discretion, the City Manager may fill a position by reinstatement or voluntary demotion.

2.3 A Unit member who is rejected during the probationary period shall be reinstated to the position from which he or she had been promoted. A rejected promotional probationary Unit member does not waive their right to appeal within the City's administrative appeal process.

A promotional probationary period shall be used for the evaluation of a Unit member in the promotional capacity and can in no way be used to revoke rights or benefits gained by the prior passage of the Unit member's initial probationary period within the City.

SECTION 3. CITY COUNCIL PERSONNEL COMMITTEE:

The City agrees to inform the Unit of any issues going before the City Council Personnel Committee and City Council concerning the Unit. The Unit will be given this information and the right to attend said meetings on release time, limited to one or two members, as appropriate.

SECTION 4. JOB SERIES STUDY:

4.1 The City acknowledges the Job Series and will create advancement criteria for:
a. Assistant Planner/Associate Planner
b. Emergency Management Specialist/Emergency Management Senior Specialist c. Accountant I/Accountant II
d. Administrative Analyst/Sr. Administrative Analyst
e. Administrative Specialist . Sr. Administrative Specialist SECTION 5. JOB SHARING:

5.1 Job Sharing Definition:

Bifurcation of the job duties (essential functions) of a full-time classification into two equal ½-time jobs that total full-time work, generally 40 hours per week, 52 weeks per year.

5.2 Benefits:

A Job-Sharing Unit member shall receive, as applicable, benefits on the basis of one-half the rate accorded to comparable full-time employees. No other method of pro-ration shall apply. For benefits that have a time or service requirement to qualify to receive them, a year shall be defined as successful CPSA/SEIU 721 MOU 2024-2027
42 completion of 2,080 hours of service. Under Job Sharing, this will generally be 104 weeks at 20 hours per week.

5.3 Job Sharing Unit member:

One of a pair of Unit members, each of whom job shares by performing one-half of the essential functions of a full-time classification and who works ½ of the hours of the full-time class, generally 20 hours per week, 52 weeks per year.

5.4 Vacancy of Job Share Position:

If one person occupying half of a job share position leaves the city or takes an extended leave, the City may compel the person occupying the other half to convert to full time. If the person chooses not to convert to full time, the City has the option to eliminate both the job share positions and commence recruitment for a full-time position.

5.5 Resumption of Full-Time Status.

If a Job Sharing Unit member wishes to resume full-time work with the City, he or she shall seek reassignment or transfer to a full-time position in the Unit member’s department, for which he or she meets the minimum qualifications. Should the Unit member’s department be unable to effect such reassignment, the Unit member shall seek a transfer as prescribed under the Personnel Rules.

5.6 Involuntary Conversion to or from Job Sharing Status.

Neither management nor Unit members shall convert full-time positions to job-sharing positions, or the converse, without first consulting with the other party. If both parties are in agreement, as well as the affected Unit members, the decision shall be memorialized via Personnel Action Request forms.

5.7 Salary Anniversary Date.

If a Unit member’s appointment to a Job Sharing position is either as a new hire or by promotion, the salary anniversary date shall be defined as that date which occurs upon successful completion of 2,080 hours of service, generally 104 weeks at 20 hours per week. Such Unit members may be considered for a merit increase after successful completion of 1,040 hours of service, generally 52 weeks at 20 hours per week. Subsequent salary anniversary dates shall be defined as those dates which occur upon completion of 2,080 hours of service, generally 104 weeks at 20 hours per week. If a Unit member’s appointment to a Job Sharing position is not a new hire or promotion, the salary anniversary date shall be based on his or her prior service, in accordance with the Personnel Rules.

SECTION 6. REPRESENTATION DURING DISCIPLINE AND DISCHARGE:

Unit members may be represented by two (2) designated Union representatives or legal counsel at pre-disciplinary conferences and/or post-disciplinary appeal hearings.

CPSA/SEIU 721 MOU 2024-2027
43 ARTICLE XIII

DRAFTING PROVISIONS AND DURATION
SECTION 1. FULL UNDERSTANDING:

This MOU sets forth the full and entire understanding of the parties regarding the matters contained herein, and any other prior or existing understandings or agreements by the parties, whether formal or informal, regarding any such matters are hereby superseded and/or terminated in their entirety. All provisions of existing City rules and regulations, resolutions, ordinances and policies not specifically contained in, or referred to by this MOU, shall remain in full force and effect, and are specifically not superseded or otherwise affected by this MOU. This MOU contains all the terms, covenants and stipulations of employment for Professional and Supervisor Unit members and supersedes all prior resolutions adopting MOUs for this Unit and practices except for those contained in the City's written rules and regulations, resolutions, ordinances and policies that are not in conflict or inconsistent with the MOU. It remains the parties understanding that the City's Personnel Rules, however, do not apply to unclassified persons covered by this MOU.

SECTION 2. SEVERABILITY:

Notwithstanding any other provisions of this MOU, in the event that any article, section, or subsection of this MOU shall be declared invalid by any court or by any state or federal law or regulation, or should a decision by any court or any state or federal law or regulation diminish the benefits provided by this MOU, or impose additional obligations on the City, the City and the Unit shall meet and confer on the affected article, section, or subsection. In such event, all other articles, sections or subsections of this MOU not affected shall continue in full force and effect.

SECTION 3. EMERGENCY WAIVER:

In the event of circumstances beyond the control of the City, such as acts of God, fire, flood, earthquake, insurrection, civil disorder, national emergency, or similar circumstances, provisions of this MOU or the Personnel Rules and Regulations of the City, which restrict the City's ability to respond to these emergencies, shall be suspended for the duration of such emergency. After the emergency is declared over, this MOU will be reinstated immediately. The Unit shall have the right to meet and confer with the City regarding the impact on Unit members of the suspension of provisions in the MOU during the course of the emergency. Any rights and benefits suspended by virtue of the emergency shall be restored as soon as practicable at the conclusion of the emergency.

SECTION 4. JOINT DRAFTING:

Each party has cooperated in the drafting and preparation of this MOU. Hence, in any construction to be made of this MOU, the same shall not be construed against any party.

SECTION 5. MODIFICATION:

This MOU may only be modified or amended by written agreement between the parties which then must be approved by Council resolution.

CPSA/SEIU 721 MOU 2024-2027
44 SECTION 6. DURATION:

This Memorandum of Understanding shall be binding on the City and the Unit when adopted by the City Council.

Except as otherwise provided herein, this MOU shall be in full force and effect from July 1, 2024 and shall remain in full force and effect up to and including June 30, 2027.

SECTION 7. REOPENERS/ME TOO CLAUSE:

The parties do specifically agree to reopen the meet and confer process during the term of this MOU only as regards the following issues. These reopeners are not contingent upon the execution of any successor MOU and no successor MOU is contingent upon agreement on these reopeners:
a. Changes and/or revisions to the City's Personnel Rules and Regulations, including related SMPs;
b. Changes and/or revisions to the City's Employer Employee Relations Resolution (EERR); c. Changes to Unit member job specifications;
d. Changes to any other wage, hour, term or condition of employment requiring meet and confer pursuant to applicable law.
e. Acting Duty Pay Modification.
f. Overtime for exempt Unit members pay related to elections and declared emergencies; g. Court Summons/Subpoena/Jury Duty – pay to exempt Unit members for attending court on a non-work days;
h. Workers Compensation Leave – The parties agree to a reopener to discuss the City’s proposal to not offset workers’ compensation/temporary disability payments against long term disability. Employee shall not be allowed to transition from workers’ compensation/temporary disability to long term disability while still suffering from an occupational injury.
i. Short and Long Term Disability Insurance – The parties agree to a reopener to discuss the City’s proposal to change the short and long term disability benefit on base salary only, not including special compensation.
j. Biometric Timekeeping – The parties agree to a reopener to discuss the City’s proposal to implement biometric timekeeping during MOU term.
k. Home Telephone Calls – The parties agree to a reopener to discuss the City’s proposal to negotiate clarifying language to Article III, Section 9 compensation provision for home telephone calls, including any related issues.

CPSA/SEIU 721 MOU 2024-2027
45 l. Call Back – The parties agree to a reopener to discuss Unit’s proposal to negotiate clarifying language to Article III, Section 10 regarding call back and overtime. m. Stand By Pay – The parties agree to a reopener to discuss Unit’s proposal that bargaining unit employees on monthly standby duty shall be compensated $280 per week and shall be compensated for all hours worked when called to actual duty, as defined and required by the Fair Labor Standards Act and the Portal-to-Portal Act.
n. Safety Shoes – The parties agree to a reopener to discuss Unit’s proposal to add to Article VI Section 1 the provision of safety shoes for certain classifications. o. Job Series – The parties agree to a reopener to discuss Unit’s proposal on adding a Job Series for Planning and Analyst classifications to the MOU. p. Court Summons/Subpoena/Jury Duty – pay to exempt Unit members for attending court on a non-workdays; and
q. Lateral Transfers.
r. Administrative Leave increase from 120-180 hours
s. Deferred Compensation increase by $200, and all Unit members receive same amount t. Professional Development amount increase by $100
u. Increase in annual leaves of two vacation hours per month v. Stand-by pay and take home vehicles
w. Job Sharing / special compensation pay (seeking definition on special compensation pay) x. Improved Grievance procedure
During the term of this MOU, if any other bargaining unit in the City of Carson receives additional increases to the proposed cost of living increases or other compensation, including retroactive payments, as described in Article III, Section 1 [Salary], or additional improvements to the health insurance benefits, including but not limited to, additional City contributions to the health insurance premiums or cafeteria caps; or any other financial improvements, the City agrees to provide the same such increases and improvements to the Union and to meet and confer with the Union over such increases and improvements.

ARTICLE XIV

CITY COUNCIL APPROVAL
The City Manager and Employee Relations Officer of the City and the Unit have met and conferred in good faith on wages, hours and other terms and conditions of employment for the Unit members represented by the Unit and have reached agreements which are set forth in this MOU. This MOU constitutes a joint recommendation by the City's negotiators and the Unit, after ratification of its membership, to be submitted to the City Council for its determination and approval by one or more CPSA/SEIU 721 MOU 2024-2027
46 resolutions, as the City Council may deem fit and proper. This MOU is of no force or effect unless or until ratified and approved by a resolution of the City Council. [SIGNATURES ON FOLLOWING PAGE]
CPSA/SEIU 721 MOU 2024-2027
47 IT IS SO AGREED:

CPSA CITY OF CARSON
[NAME], President David C. Roberts Jr., City Manager
[NAME], Vice President Dr. Robert Lennox, Assistant City Manager [NAME], Treasurer Arminé Chaparyan, Deputy City Manager [NAME], Secretary Sunny Soltani, City Attorney
Attachments:

Appendix A – CPSA Monthly Salary Schedule effective July 1, 2024 Appendix B – CPSA Monthly Salary Schedule effective July 1, 2025 Appendix C – CPSA Monthly Salary Schedule effective July 1, 2026 Appendix D – CPSA / SEIU Side Letter Agreement – Job Series Program for Administrative Specialist and Senior Administrative Specialist
CPSA/SEIU 721 MOU 2024-2027
48 City of Carson
Monthly Salary Schedule
Carson Professional & Supervisors Association
Effective July 1, 2024
6% COLA- Appendix A

TITLE RANGE STEP
1 STEP
2 STEP
3 STEP
4 STEP
5 STEP6
Accountant I 901 38.30 40.21 42.22 44.33 46.55 48.88
Accountant II 902 42.27 44.38

46.60 48.93

51.38 53.95
Administrative Analyst 903 45.31 47.57 49.95 52.45 55.07 57.82 Administrative Specialist 904 39.08 41.04 43.09 45.25 47.51 49.88 Assistant Planner 905 41.03 43.08 45.24 47.50 49.87 52.37 Associate Civil Engineer 906 52.56 55.19 57.95 60.85 63.89 67.08 Associate Planner 907 47.61 49.99 52.49 55.12 57.87 60.77 Business Development Analyst 908 50.02 52.52 55.14 57.90 60.80 63.84 Civil Engineering Assistant 907 47.61 49.99 52.49 55.12 57.87 60.77 Emergency Management Specialist 904 39.08 41.04 43.09 45.25 47.51 49.88 Emergency Preparedness Analyst 914 48.79 51.22 53.79 56.48 59.30 62.26 GIS Analyst 907 47.61 49.99 52.49 55.12 57.87 60.77
GIS Technician 904 39.08 41.04 43.09 45.25 47.51 49.88
Housing Analyst 903 45.31 47.57 49.95 52.45 55.07 57.82 Housing Program Manager 909 59.45 62.43 65.55 68.83

72.27 75.88
Housing Specialist 910 51.26 53.83 56.52

59.34 62.31

65.43 Network Administrator 910 51.26 53.83 56.52 59.34 62.31 65.43 Principal Administrative Analyst 908 50.02 52.52 55.14

57.90 60.80 63.84
Project Manager 909 59.45 62.43 65.55 68.83 72.27 75.88 Public Information Analyst 903 45.31 47.57 49.95 52.45 55.07 57.82 Public Safety Specialist 904 39.08 41.04 43.09 45.25 47.51 49.88 Public Works Programs Administrator 909 59.45 62.43 65.55 68.83 72.27 75.88 Senior Administrative Analyst 907 47.61 49.99 52.49 55.12 57.87 60.77 Senior Administrative Specialist 905 41.03 43.08 45.24 47.50 49.87 52.37 Senior Civil Engineer 912 60.93 63.98 67.17 70.53 74.06 77.76 Senior Engineering Technician 913 40.46 42.49

44.61 46.84

49.19 51.64
Sr. Budget Analyst 917 53.69 56.38 59.20

62.16 65.27

68.53 Special Projects Manager 919 76.09 79.89 83.89 88.08 92.47 97.10 Storm Water Engineer 910 51.26 53.83 56.52 59.34 62.31 65.43 Systems Administrator 918 60.73 63.76 66.95 70.30

73.82 77.51
Systems Business Analyst 918 60.73 63.76 66.95

70.30 73.82

77.51 Systems Specialist 903 45.31 47.57 49.95 52.45 55.07 57.82 CPSA/SEIU 721 MOU 2024-2027
49 Water Quality Administrator 906 52.56 55.19 57.95 60.85 63.89 67.08 Web Developer 910 51.26 53.83 56.52 59.34

62.31 65.43
Community Center Program Manager 602 53.96 56.66 59.49 62.47 65.59 68.87 Human Services Program Manager 602 53.96 56.66 59.49 62.47 65.59 68.87 Recreation Program Manager 602 53.96 56.66 59.49 62.47 65.59 68.87 Senior Accountant 603 48.79 51.22 53.79 56.48 59.30 62.26 Senior Buyer 611 43.13 45.29 47.55 49.93 52.43 55.05
Senior Planner
610 55.21 57.97 60.87 63.91 67.10 70.46
Supv., Code Enforcement 605 45.45 47.72 50.11 52.62 55.25 58.01 Supv., Construction Inspection 604 48.92 51.36 53.93 56.63 59.46 62.43 Supv., Custodial 606 40.04 42.05 44.15 46.36 48.67 51.11 Supv., Employment Development 611 43.13 45.29 47.55 49.93 52.43 55.05 Supv., Event Services 601 46.46 48.78 51.22 53.78 56.47 59.29 Supv., Facilities Maintenance 604 48.92 51.36 53.93 56.63 59.46 62.43 Supv., Parks Maintenance 607 44.20 46.42 48.74 51.17 53.73 56.42 Supv., Public Works Maint. 601 46.46 48.78 51.22 53.78 56.47 59.29 Supv., PW Maint.-Tree Maint. 601 46.46 48.78 51.22 53.78 56.47 59.29 Supv., Warehouse 606 40.04 42.05 44.15 46.36 48.67 51.11 Transportation Program Manager 602 53.96 56.66 59.49 62.47 65.59 68.87 Supv., Fleet Maintenance 604 48.92 51.36 53.93 56.63 59.46 62.43 Supv., Public Safety 608 52.56 55.19 57.95 60.85 63.89 67.08 CPSA/SEIU 721 MOU 2024-2027
50 City of Carson
Monthly Salary Schedule
Carson Professional & Supervisors Association
Effective July 1, 2025
4% COLA - Appendix B
TITLE RANGE STEP 1 STEP 2STEP 3 STEP 4STEP 5STEP 6
Accountant I 901 39.83 41.82 43.91 46.11 48.41 50.83
Accountant II 902 43.96 46.16 48.47 50.89 53.43 56.11
Administrative Analyst 903 47.12 49.47 51.95 54.55 57.27 60.14 Administrative Specialist 904 40.65 42.68 44.81 47.06 49.41 51.88 Assistant Planner 905 42.67 44.81 47.05 49.40 51.87 54.46 Associate Civil Engineer 906 54.66 57.40 60.27 63.28 66.44 69.77 Associate Planner 907 49.52 51.99 54.59 57.32 60.19 63.20 Business Development Analyst 908 52.02 54.62 57.35 60.22 63.23 66.39 Civil Engineering Assistant 907 49.52 51.99 54.59 57.32 60.19 63.20 Emergency Management Specialist 904 40.65 42.68 44.81 47.06 49.41 51.88 Emergency Preparedness Analyst 914 50.74 53.27 55.94 58.73 61.67 64.75 GIS Analyst 907 49.52 51.99 54.59 57.32 60.19 63.20
GIS Technician 904 40.65 42.68 44.81 47.06 49.41 51.88
Housing Analyst 903 47.12 49.47 51.95 54.55 57.27 60.14 Housing Program Manager 909 61.83 64.92 68.17 71.58 75.16 78.92 Housing Specialist 910 53.31 55.98 58.78 61.72 64.80 68.04 Network Administrator 910 53.31 55.98 58.78 61.72 64.80 68.04 Principal Administrative Analyst 908 52.02 54.62 57.35 60.22 63.23 66.39 Project Manager 909 61.83 64.92 68.17 71.58 75.16 78.92 Public Information Analyst 903 47.12 49.47 51.95 54.55 57.27 60.14 Public Safety Specialist 904 40.65 42.68 44.81 47.06 49.41 51.88 Public Works Programs Administrator 909 61.83 64.92 68.17 71.58 75.16 78.92 Senior Administrative Analyst 907 49.52 51.99 54.59 57.32 60.19 63.20 Senior Administrative Specialist 905 42.67 44.81 47.05 49.40 51.87 54.46 Senior Civil Engineer 912 63.37 66.53 69.86 73.35 77.02 80.87 Senior Engineering Technician 913 42.08 44.19 46.40 48.72 51.15 53.71 Sr. Budget Analyst 917 55.84 58.63 61.57 64.64 67.88 71.27 Special Projects Manager 919 79.13 83.09 87.24 91.60 96.17 100.98 Storm Water Engineer 910 53.31 55.98 58.78 61.72 64.80 68.04 Systems Administrator 918 63.16 66.31 69.63 73.11 76.77 80.61 Systems Business Analyst 918 63.16 66.31 69.63 73.11 76.77 80.61 Systems Specialist 903 47.12 49.47 51.95 54.55 57.27 60.14 Water Quality Administrator 906 54.66 57.40 60.27 63.28 66.44 69.77 Web Developer 910 53.31 55.98 58.78 61.72 64.80 68.04
CPSA/SEIU 721 MOU 2024-2027
51 Community Center Program Manager
602 56.12 58.92 61.87 64.96 68.21 71.62
Human Services Program Manager 602 56.12 58.92 61.87 64.96 68.21 71.62 Recreation Program Manager 602 56.12 58.92 61.87 64.96 68.21 71.62 Senior Accountant 603 50.74 53.27 55.94 58.73 61.67 64.75 Senior Buyer 611 44.86 47.10 49.46 51.93 54.52 57.25
Senior Planner 610 57.42 60.29 63.30 66.47 69.79 73.28
Supv., Code Enforcement 605 47.27 49.63 52.11 54.72 57.46 60.33 Supv., Construction Inspection 604 50.87 53.42 56.09 58.89 61.84 64.93 Supv., Custodial 606 41.65 43.73 45.92 48.21 50.62 53.15 Supv., Employment Development 611 44.86 47.10 49.46 51.93 54.52 57.25 Supv., Event Services 601 48.32 50.73 53.27 55.93 58.73 61.67 Supv., Facilities Maintenance 604 50.87 53.42 56.09 58.89 61.84 64.93 Supv., Parks Maintenance 607 45.97 48.27 50.69 53.22 55.88 58.67 Supv., Public Works Ma int. 601 48.32 50.73 53.27 55.93 58.73 61.67 Supv., PW Maint.-Tree Maint. 601 48.32 50.73 53.27 55.93 58.73 61.67 Supv., Warehouse 606 41.65 43.73 45.92 48.21 50.62 53.15 Transportation Program Manager 602 56.12 58.92 61.87 64.96 68.21 71.62 Supv., Fleet Maintenance 604 50.87 53.42 56.09 58.89 61.84 64.93 Supv., Public Safety 608 54.66 57.40 60.27 63.28 66.44 69.77 CPSA/SEIU 721 MOU 2024-2027
52 City of Carson
Monthly Salary Schedule
Carson Professional & Supervisors Association
Effective July 1, 2026
4% COLA - Appendix C

TITLE RANGE STEP
1 STEP
2 STEP
3 STEP
4 STEP
5 STEP
6 Accountant I 901 41.42 43.49 45.67 47.95 50.35 52.87
Accountant II 902 45.72 48.00 50.41 52.93 55.57 58.35
Administrative Analyst 903 49.00 51.45 54.03 56.73 59.56 62.54 Administrative Specialist 904 42.27 44.39 46.61 48.94 51.38 53.95 Assistant Planner 905 44.38 46.60 48.93 51.37 53.94 56.64 Associate Civil Engineer 906 56.85 59.69 62.68 65.81 69.10 72.56 Associate Planner 907 51.50 54.07 56.77 59.61 62.59 65.72 Business Development Analyst 908 54.10 56.80 59.64 62.63 65.76 69.05 Civil Engineering Assistant 907 51.50 54.07 56.77 59.61 62.59 65.72 Emergency Management Specialist 904 42.27 44.39 46.61 48.94 51.38 53.95 Emergency Preparedness Analyst 914 52.77 55.40 58.17 61.08 64.14 67.34 GIS Analyst 907 51.50 54.07 56.77 59.61 62.59 65.72
GIS Technician 904 42.27 44.39 46.61 48.94 51.38 53.95
Housing Analyst 903 49.00 51.45 54.03 56.73 59.56 62.54 Housing Program Manager 909 64.31 67.52 70.90 74.44 78.16 82.07 Housing Specialist 910 55.45 58.22 61.13 64.19 67.40 70.77 Network Administrator 910 55.45 58.22 61.13 64.19 67.40 70.77 Principal Administrative Analyst 908 54.10 56.80 59.64 62.63 65.76 69.05 Project Manager 909 64.31 67.52 70.90 74.44 78.16 82.07 Public Information Analyst 903 49.00 51.45 54.03 56.73 59.56 62.54 Public Safety Specialist 904 42.27 44.39 46.61 48.94 51.38 53.95 Public Works Programs
Administrator
909 64.31 67.52 70.90 74.44 78.16 82.07
Senior Administrative Analyst 907 51.50 54.07 56.77 59.61 62.59 65.72 Senior Administrative Specialist 905 44.38 46.60 48.93 51.37 53.94 56.64 Senior Civil Engineer 912 65.90 69.20 72.66 76.29 80.10 84.11 Senior Engineering Technician 913 43.77 45.96 48.25 50.67 53.20 55.86 Sr. Budget Analyst 917 58.08 60.98 64.03 67.23 70.59 74.12 Special Projects Manager 919 82.30 86.41 90.73 95.26 100.02 105.02 Storm Water Engineer 910 55.45 58.22 61.13 64.19 67.40 70.77 Systems Administrator 918 65.68 68.97 72.42 76.04 79.84 83.83 Systems Business Analyst 918 65.68 68.97 72.42 76.04 79.84 83.83 Systems Specialist 903 49.00 51.45 54.03 56.73 59.56 62.54 Water Quality Administrator
906 56.85 59.69 62.68 65.81 69.10 72.56
CPSA/SEIU 721 MOU 2024-2027
53 Web Developer 910 55.45 58.22 61.13 64.19 67.40 70.77 Community Center Program
Manager
602 58.36 61.28 64.35 67.56 70.94 74.49
Human Services Program Manager 602 58.36 61.28 64.35 67.56 70.94 74.49 Recreation Program Manager 602 58.36 61.28 64.35 67.56 70.94 74.49 Senior Accountant 603 52.77 55.40 58.17 61.08 64.14 67.34 Senior Buyer 611 46.65 48.98 51.43 54.01 56.71 59.54
Senior Planner 610 59.71 62.70 65.83 69.12 72.58 76.21
Supv., Code Enforcement 605 49.16 51.62 54.20 56.91 59.75 62.74 Supv., Construction Inspection 604 52.91 55.55 58.33 61.25 64.31 67.52 Supv., Custodial 606 43.31 45.48 47.75 50.14 52.65 55.28 Supv., Employment Development 611 46.65 48.98 51.43 54.01 56.71 59.54 Supv., Event Services 601 50.25 52.76 55.40 58.17 61.08 64.13 Supv., Facilities Maintenance 604 52.91 55.55 58.33 61.25 64.31 67.52 Supv., Parks Maintenance 607 47.81 50.20 52.71 55.35 58.12 61.02 Supv., Public Works Maint. 601 50.25 52.76 55.40 58.17 61.08 64.13 Supv., PW Maint.-Tree Maint. 601 50.25 52.76 55.40 58.17 61.08 64.13 Supv., Warehouse 606 43.31 45.48 47.75 50.14 52.65 55.28 Transportation Program Manager 602 58.36 61.28 64.35 67.56 70.94 74.49 Supv., Fleet Maintenance 604 52.91 55.55 58.33 61.25 64.31 67.52 Supv., Public Safety 608 56.85 59.69 62.68 65.81 69.10 72.56 RESOLUTION NO. 25-075

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARSON, CALIFORNIA,

APPROVING THE UPDATED SUCCESSOR MEMORANDUM OF

UNDERSTANDING (WITH UPDATED SALARY TABLE) BETWEEN THE CITY OF

CARSON AND THE CARSON PROFESSIONAL AND SUPERVISORS
ASSOCIATION EMPLOYEES (CPSA/SEIU 721) FOR THE PERIOD OF JULY 1, 2024 THROUGH JUNE 30, 2027
WHEREAS, the City of Carson ("City") has and continues to recognize the Carson Professional and Supervisors Association ("CPSA/SEIU 721") as the sole exclusive bargaining agent for those City employees designated as being in the association of management employee unit for all matters concerning wages, hours and working conditions; and
WHEREAS, the most current Memorandum of Understanding ("MOU") between the City and CPSA/SEIU 721 expired on June 30, 2024; and
WHEREAS, the City's labor relations representatives and CPSA/SEIU 721 representatives successfully met and conferred to negotiate a successor MOU between the parties pursuant to both the Meyers-Milias-Brown Act, Government Code Sections 3500 ef seg., and the City's Employer-Employee Relations Resolution No. 85-107 ("EERR"), and jointly prepared and executed a Tentative Agreement dated July 5, 2023 for a successor memorandum of understanding (Tentative Agreement), which was approved by City Council's adoption of Resolution No. 23-118 on July 5, 2023; and WHEREAS, on February 20, 2024 the City Council adopted Resolution No. 24-021, approving the successor memorandum of understanding between the City and CPSA/SEIU 721 for the period July 1, 2024 through June 30, 2027 ("CPSA/SEIU 721 MOU"); and
WHEREAS, the City has recently updated the salary table for the CPSA/SEIU 721 MOU and has also updated a few sections of the CPSA/SEIU 721 MOU (collectively, "Updated CPSA/SEIU 721 MOU"), such that the salary tables will be effective retroactively from the effective date of the CPSA/SEIU 721 MOU from July 1, 2024; and
WHEREAS, CPSA/SEIU 721 ratified the Updated CPSA/SEIU 721 MOU by a vote of its membership, and the CPSA/SEIU 721 representatives have executed the same, such that the Updated CPSA/SEIU 721 MOU can be considered by the City Council; and
WHEREAS, the City Council now desires to approve the Updated CPSA/SEIU 721 MOU.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CARSON, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

RESOLUTION NO. 25-075

Section 1. The foregoing recitals are true and correct and are incorporated by reference herein.

Section 2. The City Council approves the Updated CPSA/SEIU 721 MOU, a copy of which is attached hereto as Attachment 1 and authorizes the City Manager to execute the same.

Section 3. The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original resolutions.

Section 4. This Resolution shall be effective immediately upon its passage and adoption.

PASSED, APPROVED, and ADOPTED this 1'1 day of July, 2025.

APPROVED AS TO FORM: CITY OF CARSON:

Sunny K. Soltani, City Attorney
ATTEST:

Dr. Khaleah K. Bradshaw, City Clerk

STATE OF CALIFORNIA
COUNTY OF LOS ANGELES ) ss.

CITY OF CARSON )
I, Dr. Khaleah K. Bradshaw, City Clerk of the City of Carson, California, hereby attest to and certify that the foregoing resolution, being Resolution No. 25-075 adopted by the City of Carson City Council at its meeting held on July 1, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
01007.0004/899540. l
Davis-Holmes, Hicks, Hilton, Dear, Rojas
None None None
Dr. Khaleah K. Bradshaw, City Clerk
RESOLUTION NO. 25-075

MEMORANDUM OF UNDERSTANDING

BETWEEN

THE CITY OF CARSON
AND

THE SERVICE EMPLOYEES INTERNATIONAL UNION (SEIU) LOCAL
721 - CARSON PROFESSIONAL SUPERVISOR ASSOCIATION

REPRESENTING THE PROFESSIONAL AND SUPERVISORY

EMPLOYEES BARGAINING UNIT OF THE CITY OF CARSON
July 1, 2024 -June 30, 2027
ADOPTED BY RESOLUTION NO. 25-075
(RESCINDS AND REPLACES RESOLUTION NO. 24-021)
APPROVED JULY 1, 2025
01007.00042011669.1
Table of Contents
ARTICLE I RECOGNITION ......................................................................................................... 1 ARTICLE II DEFINITION OF TERMS ........................................................................................ 1 SECTION 1. ACTING DUTY: ...................................................................................... 1 SECTION 2. CLASSIFICATION: ................................................................................ 1 SECTION 3. DAY: ........................................................................................................ 1 SECTION 4. DEPARTMENT: ...................................................................................... 1 SECTION 5. DEPARTMENT DIRECTOR: ................................................................. 1 SECTION 6. DOMESTIC PARTNERSHIP: ................................................................ 2 SECTION 7. EMPLOYEE: ........................................................................................... 2 SECTION 8. FULL TIME: ............................................................................................ 2 SECTION 9. IMMEDIATE FAMILY: .......................................................................... 2 SECTION 10. LEAVE: .................................................................................................... 2 SECTION 11. MANAGEMENT ..................................................................................... 2 SECTION 12. MANAGER .............................................................................................. 2 SECTION 13. PAY PERIOD: ......................................................................................... 2 SECTION 14. POSITION: ............................................................................................... 2 SECTION 15. BASE PAY RATE: .................................................................................. 3 SECTION 16. PROFESSIONAL EMPLOYEE: ............................................................. 3 SECTION 17. SENIORITY: ............................................................................................ 3 SECTION 18. SUPERVISOR: ........................................................................................ 3 SECTION 19. TENURE: ................................................................................................. 3 SECTION 20. UNIT MEMBER: ..................................................................................... 3 SECTION 21. WESTERN CONTINENTAL UNITED STATES: ................................. 3 SECTION 22. WORKDAY: ............................................................................................ 3 SECTION 23. WORKWEEK: ......................................................................................... 3 SECTION 24. WORK SCHEDULE: ............................................................................... 3 ARTICLE III COMPENSATION ................................................................................................... 4 SECTION 1. SALARY: ................................................................................................. 4 SECTION 2. LONGEVITY PAY: ................................................................................. 4 SECTION 3. SHIFT DIFFERENTIAL: ........................................................................ 5 SECTION 4. ACTING DUTY PAY: ............................................................................. 5 SECTION 5. SALARY ADVANCEMENT: ................................................................. 7 SECTION 6. ALLOWANCE FOR MILEAGE: ............................................................ 8 SECTION 7. ALLOWANCE FOR UNIFORMS: ......................................................... 8 SECTION 8. ALLOWANCE FOR SAFETY SHOES: ................................................. 8 SECTION 9. COMPENSATION FOR OFF WORK COMMUNICATIONS
CALLS: 8
SECTION 10. OVERTIME COMPENSATION: ............................................................ 9 SECTION 11. COURT SUMMONS/SUBPOENA/JURY DUTY: ............................... 10 SECTION 12. HOLIDAY COMPENSATION: ............................................................ 11 SECTION 13. BILINGUAL USAGE PAY: .................................................................. 11 SECTION 14. ANNUAL PROFESSIONAL DEVELOPMENT ALLOWANCE: ....... 11 SECTION 15. PAYCHECK DISTRIBUTION: ............................................................ 12 SECTION 16. OVERPAYMENT REMEDY: ............................................................... 12 SECTION 19. SICK LEAVE INCENTIVE PLAN: ...................................................... 13 SECTION 20. CLASS A/B LICENSE PAY (APPLIES TO SUPERVISORS ONLY): 13
SECTION 22. EDUCATION/TUITION REIMBURSEMENT .................................... 14 SECTION 23. STAND-BY PAY ................................................................................... 14 ARTICLE IV LEAVES ................................................................................................................ 15 SECTION 1. ANNUAL LEAVE: ................................................................................ 15 SECTION 2. SICK LEAVE: ........................................................................................ 16 SECTION 3. COMPENSATORY LEAVE: ................................................................ 17 SECTION 4. ADMINISTRATIVE LEAVE: ............................................. 17SECTION

5. LEAVE OF ABSENCE WITHOUT PAY: ............................................ 18 SECTION 6. WORKERS’ COMPENSATION LEAVE: ........................................... 19 SECTION 7. MILITARY LEAVE: ............................................................................. 20 SECTION 8. TIME OFF FOR VOTING:.................................................................... 20 SECTION 9. LUNCH PERIOD: .................................................................................. 19 SECTION 10. REST PERIOD: ...................................................................................... 20 SECTION 11. HOLIDAY LEAVE: .............................................................................. 20 SECTION 12. BEREAVEMENT LEAVE:................................................................... 22 ARTICLE V INSURANCE AND RETIREMENT BENEFITS................................................... 22 SECTION 1. HEALTH INSURANCE PREMIUM: ................................................... 23 SECTION 2. DENTAL INSURANCE PREMIUM: ................................................... 23 SECTION 3. LIFE INSURANCE COVERAGE: ........................................................ 23 SECTION 4. SHORT TERM AND LONG-TERM DISABILITY INSURANCE PROGRAM: 24
SECTION 5. CALIFORNIA PUBLIC EMPLOYEES RETIREMENT SYSTEM (CALPERS):.......................................................................................................... 25 SECTION 6. DEFERRED COMPENSATION PROGRAM: ..................................... 26 SECTION 7. VISION CARE PROGRAM:................................................................. 27 SECTION 8. SECTION 125 PLAN: ........................................................................... 27 ARTICLE VI SAFETY................................................................................................................. 27 SECTION 1. SAFETY RESPONSIBILITIES:............................................................ 27 SECTION 2. SAFETY DEVICES AND SAFEGUARDS: ......................................... 27 SECTION 3. SAFETY COMMITTEE: ....................................................................... 27 SECTION 4. USE OF VETERANS PARK SPORTS COMPLEX:............................ 28 ARTICLE VII CITY RIGHTS...................................................................................................... 28 SECTION 1. EXCLUSIVE CITY RIGHTS AND AUTHORITY: ............................. 27 SECTION 2. CONCERTED REFUSAL TO WORK: ................................................ 28 SECTION 3. FURLOUGHS:....................................................................................... 30 ARTICLE VIII UNION RIGHTS AND SECURITY................................................................... 30 SECTION 1. AGENCY SHOP:................................................................................... 30 SECTION 2. LEGAL COUNSEL: .............................................................................. 32 SECTION 3. RELEASE TIME: .................................................................................. 32 SECTION 4. CONFERENCE ATTENDANCE:......................................................... 34 SECTION 5. FAIR LABOR STANDARDS ACT: ..................................................... 34 SECTION 6. REORGANIZATION OR RECLASSIFICATION: .............................. 34 SECTION 7. FLEXIBLE WORK SCHEDULES:....................................................... 34 SECTION 8. UNION ACCESS TO NEW EMPLOYEE ORIENTATIONS &
INFORMATION:.................................................................................................. 35 SECTION 9. BULLETIN BOARDS ........................................................................... 35 SECTION 10. WORK ACCESS.................................................................................... 35 ARTICLE IX GRIEVANCE PROCEDURE................................................................................ 35 SECTION 1. PURPOSE: ............................................................................................. 35 SECTION 2. DEFINITION: ............................................................................................ 35 SECTION 3. GRIEVANCE STEPS: ............................................................................... 34 SECTION 4. NON-DEPARTMENTAL
GRIEVANCES……………………………………37
SECTION 5. EXTENSIONS OF TIME: ......................................................................... 36 SECTION 6. REPRISALS: .............................................................................................. 36 SECTION 7. MATTERS EXCLUDED FROM THE GRIEVANCE PROCEDURE: .... 37 ARTICLE X APPEAL PROCEDURES ....................................................................................... 37 SECTION 1. REQUEST FOR DISCIPLINARY HEARING: .................................... 37 SECTION 2. SCHEDULING OF DISCIPLINARY HEARING: ............................... 37 SECTION 3. HEARING OFFICER: ........................................................................... 37 SECTION 4. REPRESENTATION AT DISCIPLINARY HEARING: ...................... 38 SECTION 5. BURDEN OF PROOF AND EVIDENCE: ............................................ 38 SECTION 6. CONDUCT OF THE DISCIPLINARY HEARING: ............................. 38 SECTION 7. HEARING OFFICER'S DECISION: ..................................................... 38 ARTICLE XI LAYOFF ................................................................................................................ 40 SECTION 1. PREREQUISITE FOR LAYOFF: ......................................................... 40 SECTION 2. ORDER OF LAYOFF:........................................................................... 40 SECTION 3. VOLUNTARY DEMOTION:................................................................ 41 SECTION 4. RECALL: ............................................................................................... 41 SECTION 5. SEVERANCE PACKAGE: ................................................................... 41 ARTICLE XII OTHER MATTERS WITHIN THE SCOPE OF REPRESENTATION.............. 42 SECTION 1. SECTION 1. STATUS OF GRANT FUNDED EMPLOYEES: ........... 42 SECTION 2. PROMOTIONAL OPPORTUNITIES:.................................................. 42 SECTION 3. CITY COUNCIL PERSONNEL COMMITTEE:.................................. 42 SECTION 4. JOB SERIES STUDY:........................................................................... 42 SECTION 5. JOB SHARING:..................................................................................... 43 ARTICLE XIII DRAFTING PROVISIONS AND DURATION................................................. 44 SECTION 1. FULL UNDERSTANDING:.................................................................. 44 SECTION 2. SEVERABILITY: .................................................................................. 44 SECTION 3. EMERGENCY WAIVER:..................................................................... 44 SECTION 4. JOINT DRAFTING: .............................................................................. 44 SECTION 5. MODIFICATION: ................................................................................. 45 SECTION 6. DURATION: .......................................................................................... 45 SECTION 7. REOPENERS/ME TOO CLAUSE:....................................................... 45 ARTICLE XIV CITY COUNCIL APPROVAL........................................................................... 47 Appendix A – CPSA Monthly Salary Schedule effective July 1, 2024 Appendix B – CPSA Monthly Salary Schedule effective July 1, 2025 Appendix C – CPSA Monthly Salary Schedule effective July 1, 2026 Appendix D – CPSA / SEIU Side Letter Agreement – Job Series Program for Administrative Specialist and Senior Administrative Specialist
-

ARTICLE I

RECOGNITION
CPSA/SEIU 721 MOU 2024-2027
The City of Carson (hereinafter the "City") recognizes the Carson Professionals and Supervisors Association (hereinafter the "Union" or "CPSA") as the sole exclusive bargaining agent for those City employees designated as being in the Professional and Supervisory Employee bargaining unit Association (CPSA) bargaining unit (hereinafter "Unit") for all matters concerning wages, hours and working conditions. The classifications contained in this Unit are set forth in Appendix A, B, and C.

It is agreed that this Memorandum of Understanding (hereinafter the "MOU") was negotiated pursuant to Chapter 10 (Section 3500 et. seq.) of Division 4, Title 1 of the Government Code, and pursuant to City Resolution No. 85-107, the Employer-Employee Relations Resolution of the City of Carson (hereinafter the "EERR"). The Union recognizes the City Manager, his/her designee and/or the City's Employee Relations Officer as the exclusive representatives of the City for purposes of r negotiating this MOU. The City and the Union agree to make a good faith effort to ensure that all rules, policies, and procedures are uniformly and consistently applied throughout the City service.

ARTICLE II

DEFINITION OF TERMS
The following terms, whenever used in this MOU, shall have the meanings set forth in this Article.

SECTION 1. ACTING DUTY:

On a temporary basis, the performance by Unit members of the duties of a higher classification with a higher pay range than the pay range of their assigned classification.

SECTION 2. CLASSIFICATION:

A position or group of positions sufficiently similar in respect to authority, duties, and responsibilities that the same descriptive classification title is assigned.

SECTION 3. DAY:

A calendar day, unless otherwise designated.

SECTION 4. DEPARTMENT:

Any one of the five organizational departments of the City's organizational structure managed by a Director or the City Manager.

SECTIONS. DEPARTMENT DIRECTOR:

An individual assigned to any of the following classifications: Director of Finance, Director of Public Works, Director of Community Development, Director of Community Services/Recreation/Park Maintenance, Director of Human Resources, Director of Information Technology and Security, Director of Public Safety, and any other Director position created during the terms of this MOU. 1 CPSA/SEI.U 721 MOU 2024-2027
SECTION 6. DOMESTIC PARTNERSHIP:

The City of Carson defines domestic partnerships as two adults in a committed, intimate relationship of mutual care. To qualify, they must meet the conditions in the California Family Code Section 297 and other relevant statutes, including Family Code Sections 298-298.5 (governing registration and termination), Government Code Section 12955 (housing discrimination protections), and Insurance Code Section 10127.7 (requiring group health coverage for domestic partners). This ensures compliance with all applicable state laws regarding rights and benefits of domestic partners.

SECTION 7. EMPLOYEE:

An individual compensated through the City payroll and appointed to a City classification.

SECTION 8. FULL TIME:

A period of forty ( 40) hours of work time per workweek in increments of eight (8), nine (9) or ten (10) hours per shift.

SECTION 9. IMMEDIATE FAMILY:

An employee's spouse, domestic partner, children, grandchildren, sons-in-law, daughters-in-law, parents, grandparents, parents-in-law, brothers, sisters, brothers-in-law, and sisters-in-law. "Children" shall also include a biological, foster, or adopted child, a stepchild, a legal ward, a child of a domestic partner, or a child of a person standing in loco parentis (which means to assume the duties and responsibilities of a parent; in the place of a parent). "Parent" shall include a biological, foster, or adoptive parent, a stepparent, or a legal guardian.

SECTION 10. LEAVE:

An absence from work.

SECTION 11. MANAGEMENT
An employee in any classification designated by the City Manager as managerial.

SECTION 12. MANAGER
A manager is an individual responsible for planning, organizing, directing, and controlling resources, including personnel, to achieve specific organizational goals and objectives. They oversee teams, make strategic decisions, and ensure efficient operations within their area ofresponsibility.

SECTION 13. PAY PERIOD:

A pay period consists of two (2) consecutive workweeks established to provide twenty-six (26) pay periods each calendar year.

SECTION 14. POSITION:

Authority, duties, and responsibilities assigned by the City which constitute the services to be performed by a Unit member.
2 CPSA/SEIU 721 MOU 2024-2027
SECTION 15. BASE PAY RATE:

The base pay rate within a pay range paid to a City employee for the performance of the duties and responsibilities of a classification.

SECTION 16. PROFESSIONAL EMPLOYEE:

For the purposes of this MOU, professional employee means employees in those positions found in Appendix A of this document.

SECTION 17. SENIORITY:

A status acquired by an employee based upon the employee's period of total actual service in a specific job classification.

SECTION 18. SUPERVISOR:

For the purposes of this MOU, a supervisor shall include those classifications listed in Appendix B of this document.

SECTION 19. TENURE:

A status acquired by an employee based upon the employee's period of total actual service with the City.

SECTION 20. UNIT MEMBER:

An individual compensated through the City payroll, appointed to a City classification and designated to be within this Unit for labor bargaining purposes.

SECTION 21. WESTERN CONTINENTAL UNITED STATES:

The Western Continental United States shall be defined as west of the Continental Divide.

SECTION 22. WORKDAY:

A workday is an individual 24-hour period within a seven consecutive day (168-hour) workweek.

SECTION 23. WORKWEEK:

A workweek is a fixed and regularly recurring period of 168 hours-seven consecutive 24-hour periods (workdays) - which begins at 12:00 a.m. (00:00 military time) on Saturday and concludes at 11 :59 p.m. (23:59 military time) on the following Friday.

SECTION 24. WORK SCHEDULE:

A full-time work schedule is a 40 hour per workweek schedule consisting of:
• Eight (8) hours in a workday for five (5) consecutive workdays within a workweek; or 3 CPSA/SETTJ 721 MOU 2024-2027
• Ten (10) hours in a workday for four ( 4) consecutive workdays within a workweek. • Other work schedules necessary to better meet the needs or requirements of the position or the Unit members shall be permitted at the discretion of the Director of the Unit member's Department. For example, nine (9) hours in a workday for four (4) consecutive workdays followed by a four (4) hour workday on the fifth consecutive workday shall be considered an acceptable workweek.

ARTICLE III

COMPENSATION
SECTION 1. SALARY:

1.1 1.2

1.3 FY 2024/2025
1, 2024)
FY 2025/2026
FY 2026/2027

6.0% Cost-of-living-adjustment (COLA)(Retroactively effective July

4.0% COLA Effective July 1, 2025

4.0% COLA Effective July 1, 2026

1.4 All Classifications within this Unit, who have_supervisory duties in the job specifications, shall be assigned a salary range that is at least fifteen percent (15%) higher at Step F than Step F of the salary range of their highest paid subordinate classification. The City and Union agree to meet and confer within 120 days upon City Council's approval of this MOU regarding this section.

1.5 The Senior Engineering Technician shall be assigned a salary range that is at least ten percent (10%) higher at Step F than Step F of the salary range of the Engineering Technician retroactive to June 20, 2015. The City and Union agree to meet and confer within 120 days upon City Council's approval of this MOU regarding this section.

SECTION 2. LONGEVITY PAY:

2.1 The City agrees to continue to pay Unit members two and one-half percent (2.5%) of their prevailing pay rate as longevity pay, commencing on the anniversary of attaining fifteen (15) years service credit.

2.2 In addition to the longevity pay in Section 2.1 above, the City agrees to continue to pay Unit members an additional two and one-half percent (2.5%) of their prevailing pay rate as longevity pay, commencing on the anniversary of attaining twenty (20) years' service credit.

2.3 In addition to the longevity pay in Sections 2.1 and 2.2 above, , the City agrees to pay Unit members an additional two and one-half percent (2.5%) of their prevailing pay rate as longevity pay, commencing on the anniversary of attaining twenty-five (25) years' service credit.

2.4 In addition to the longevity pay in Sections 2.1, 2.2 and 2.3, the City agrees to pay Unit members an additional two and one-half percent (2.5%) of their prevailing pay rate as longevity pay, commencing on the anniversary of attaining thirty (30) years' service credit. 4 - - ------------- --- ---
I
J
CPSA/SEIU 721 MOU 2024-2027
SECTION 3. SHIFT DIFFERENTIAL:

3.1 Non-exempt Unit members scheduled to work during the first shift from 6:30 a.m. to 6:30 p.m. shall not be paid shift differential pay for any hours worked.

3.2 Non-exempt Unit members scheduled to work during the second shift shall receive shift differential pay calculated as a five percent (5%) increase in the Unit member's prevailing pay rate for any hours worked from 2:00 p.m. to 11 :00 p.m.

3.3 Non-exempt Unit members scheduled to work during the third shift shall receive shift differential pay calculated as a ten percent (10%) increase in the Unit member's prevailing pay rate for any hours worked from 11:00 p.m. to 7:00 a.m.
3 .4 The City shall be able to establish schedules for the first, second, and third shifts in accordance with the City's operational requirements. Assignment to 9/80 or 4/40 shifts shall not require payment of shift differentials unless the majority of the hours worked fall within the hours shown in 3.2 or 3.3 above.

SECTION 4. ACTING DUTY PAY:

4.1 The City Manager, or his/her designee, may appoint a Unit member to acting duty status to perform the duties of a higher classification that is vacant or temporarily absent, subject to all of the provisions of Section 4 herein.

4.2 A Unit member may serve in acting duty status only until such time as the City Manager, or his/her designee, makes a regular appointment to the classification or until such time that the incumbent employee returns to work. To be eligible for an acting duty status, Unit members must meet the minimum qualifications of the job for the acting assignment. Only Unit members in good standing, e.g., not currently rated unsatisfactory, not currently on a work improvement plan/performance improvement plan, or not currently having disciplinary action pending or in effect, may be appointed to acting duty.

4.3 An acting duty appointment may be effective for a period of up to ninety (90) days, except for special circumstances as defined by the City Manager, or his/her designee. In the event an acting duty appointment is extended past ninety (90) days the City Manager, or his/her designee, shall perform a status review and begin filling the position through normal means, including adding an additional position of said filled position in the City's budget. Positions shall not be filled with Acting Duty appointments longer than one calendar year. Special circumstances include, but are not limited to, needing required licenses, certificates, or degrees, or needing certain training or abilities. The provisions of this Section 4.3 shall not be applicable for any absence due to an employee who is on an approved protected leave.

4.4 A Unit Member appointed to acting duty status shall be paid a rate not less than the minimum pay range for the acting classification. Acting duty pay shall be at least 10% more than the Unit member's prevailing pay rate.

4.5 A Unit Member appointed to acting duty status shall not be paid more than the maximum pay rate in the pay range for the acting duty classification. 5 CPSA/SEIU 721 MOU 2024-2027

4.6 While serving in acting duty status a Unit member shall continue to receive any pay adjustments, advancements and fringe benefit increases granted to the Unit Member's regular classification. These adjustments or advancements may cause a Unit member's acting duty pay rate to increase correspondingly, if still under the maximum acting pay rate noted in this section 4.5 of Article III.

4.7 A Unit Member appointed to acting duty status shall receive acting duty pay immediately upon assuming the acting duty position, provided the assignment is for at least one scheduled work week (40 consecutive work hours).

4.8 A Unit member has the right to refuse or discontinue any acting duty assignment with 72- hours written notice to the Unit member's Director with a "cc" copy to the Human Resources Director.

4.9 A Unit member may be removed from any acting duty assignment for any reason, as determined by the City Manager, or his/her designee.

4.10 A Unit member may be appointed to an acting duty assignment while serving in their initial probationary period in the City service, at the discretion of the City Manager, or his/her designee.

4.11 Unit members that are appointed to acting duty in positions that are FLSA exempt from overtime, will not be subject to those provisions provided by the FLSA and will receive overtime compensation.

4.12 A Unit member shall not receive acting duty pay during any approved leai,re for any period of time greater than tv10 (2) weeks in a calendar year. (Example: Jane Employee is in an acting duty assignment and has three days of approved vacation and shall qualify for the provisions of acting pay under this Section.) Unit members are eligible for Acting Duty pay during any approved leave, including vacation, sick, or for any holiday.

4.13 The City shall not employ temporary or contract employees in any vacant or newly created budgeted position or for a temporary assignment where an acting appointment could be offered to a full time Unit member. However, the City Manager or his/her designee may employ a temporary or contract employee in an interim appointment position.

4.14 The City shall continue a citywide policy of rotating acting duty appointments, based on the following order: 1) from the current employment eligibility list, 2) from a list of qualified Unit members, within the respective division, in the immediately subordinate classification(s) of the vacant position, ranked by seniority, 3) from a list of qualified Unit members, within the respective work group, in the immediately subordinate classification(s) of the vacant position, ranked by seniority, 4) from a list of qualified Unit members, from outside the respective work group, in the immediately subordinate classification(s) of the vacant position, ranked by seniority. An acting appointment from outside the work group can only be made upon the approval of the Directors of the two affected work groups. The rotation of acting appointments should be used for all periods exceeding ninety (90) calendar days, unless extended by the City Manager or his/her designee. Upon completion of the acting assignment, the qualified Unit member will be placed at the bottom of the acting rotation list. For a Unit member that 6 CPSA/SEIU 721 MOU 2024-2027
was previously not eligible for acting duty but subsequently becomes eligible, their name will be added to the rotation list in seniority order. Copies of acting duty rotation lists should be provided to both Human Resources and Payroll. Unit members may submit a statement of exception to the City Manager, or his/her designee, if the rotation of acting duty appointments as stated within this subsection is not followed.

4.15 A Unit member on an acting duty rotation list may only be by-passed by receipt of written memorandum from the Unit member's Director to the Unit member stating the reasons for omission from this round of acting duty. Such notice shall be provided within one week. The memo shall state whether the Unit member is being placed on the bottom of the list i.e., to gain more experience, etc. or whether they are being left at the top of the rotating list for the next available acting assignment i.e., a shorter-term acting assignment. A Unit member may not be removed from an acting duty eligibility list without their written permission.

4.16 When a Unit member is appointed to an acting position, his regular position will not be automatically filled by a subordinate employee in an acting capacity ( cascading acting) unless the anticipated workload in that unit will be sufficient to warrant this action. This decision will be made in consultation with the division's supervisors, manager, and the work group's Director.

4.17 The "Notification of Acting Appointment" form (Form 1201/1099), must be completed and authorized by both the City Manager, or his/her designee, and the Human Resources Director prior to the first day of the acting assignment, unless unforeseen circumstances occur which prevent such completion.

SECTION 5. SALARY ADVANCEMENT:
5 .1 Advancement shall mean a pay rate increase given to a Unit member contingent upon merit and performance, within the pay range established for the Unit member's classification. A Unit member's pay rate increase shall be effective the first day of the payroll period in which the appropriate length of service is achieved.

5.2 In addition to those conditions provided for in the City's Standard Management Procedures ("SMPs"), Unit members shall be eligible for advancement when their length of satisfactory service in their classification satisfies at a minimum the following requirements:

Monthly Monthly Monthly Monthly Monthly Monthly
Salary Salary Salary Salary Salary Salary
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Date of 6 mos. after 12 mos. After at least After at least After at least appointment appt. after appt. 12 months 12 months 12 months in Step 3 in Step D in Step E

5.3 If a Unit member's performance evaluation has not been completed, discussed with the Unit member, and received by Human Resources by the merit date, the merit increase will be processed as scheduled.
7 CPSA/SEIU 721 MOU 2024-2027

5.4 The City Manager, at his/her sole discretion, or upon the recommendation of a Director, may grant an accelerated merit pay increase for exceptional job performance. Such merit pay increase shall not be governed by the required service time differential required by subsection

5.2 above. Exceptional job performance merit pay increases shall not exceed ten percent (10%) in any twelve (12) month period. As used herein, the phrase "outstanding job performance" shall mean receiving an "outstanding" rating on his/her most recent performance evaluation, such performance evaluation which is current.

5.5 The City shall retain its flexibility to hire employees with exceptional skills or qualifications at a pay rate above Step A.

SECTION 6. ALLOWANCE FOR MILEAGE:

6.1 The City shall reimburse Unit members for use of their personal automobile for official City business at the current IRS rate as adjusted from time to time, plus any parking fees or tolls associated with City business.

6.2 Reimbursement for mileage and related fees shall be made through submission of a petty cash reimbursement form and mileage reimbursement form to the City Treasurer's office. Such reimbursements may not exceed seventy-five dollars ($75.00). Reimbursements exceeding seventy-five dollars ($75.00) must be reimbursed through the City's demand register process.

6.3 Reimbursement requests must be filed within the time frame required by SMP No. 3 .18 or any SMP which may be subsequently adopted.

SECTION 7. ALLOWANCE FOR UNIFORMS:

The City shall, in its sole discretion, determine eligibility standards for uniforms.

SECTIONS. ALLOWANCE FOR SAFETY SHOES:

Unit members including, but not limited to, the Building Maintenance Supervisor, Code Compliance Supervisor, Construction Inspection Supervisor, Custodial Supervisor, Events Supervisor, Parks Maintenance Supervisor, Public Works Maintenance Supervisor, Public Works Maintenance-Tree Maintenance Supervisor, Warehouse Supervisor, Public Works Program Administrator, Emergency Preparedness Analyst, Senior Planner, Associate Planner, and Assistant shall receive a safety shoe allowance of one hundred seventy-five dollars ($175) each fiscal year and will be solely responsible to ensure safety shoes are purchased on a timely basis and worn daily during the course of work. In addition, employees who, in the course of their work, enter environments that are safety sensitive (i.e. construction sites, crawl spaces, etc.) will be provided a safety shoe reimbursement up to one hundred and seventy-five dollars ($175). These positions include but are not limited to: Senior Planner, Associate Planner, Assistant Planner, Associate Civil Engineer, Civil Engineering Assistant, Senior Civil Engineer, Senior Engineering Technician, Storm Water Engineer and Public Safety Supervisor.

SECTION 9. COMPENSATION FOR OFF WORK COMMUNICATIONS CALLS:

9.1 Non-exempt Unit members receiving or initiating work-related communications during off work time as part of their regular duties shall be compensated for such calls at the rate of one8 CPSA/SEIU 721 MOU 2024-2027
half (.5) hour pay. If an individual call or group of calls exceed one-half (.5) hours' time, the compensation will be rounded up to the next one-half (.5) hour increment.

9.2 Unit members shall submit the request for this compensation through the City's timekeeping process/system with the department director's confirmation and approval. The Unit member's approved timesheet or overtime requisition serve as an affidavit of the communication.

SECTION 10. OVERTIME COMPENSATION:

Except for exempt Unit members, the City shall provide Unit members with overtime compensation subject to the Fair Labor Standards Act and the following conditions:

10.1 Unit members shall receive either pay, calculated at one and one-half (1.5) times their prevailing pay rate, or compensatory leave credited at one and one-half (1.5) hours, for each hour of overtime worked. Directors shall have the exclusive authority to schedule and authorize overtime work and the City shall not compensate Unit members for unauthorized overtime work. The choice between overtime pay or compensatory time will generally be allowed to be made at the discretion of the Unit member unless, with reasonable notice, the City determines that the Unit member must receive compensatory time, or unless not otherwise allowed by the Fair Labor Standards Act, as determined by the City.

10.2 Except as otherwise provided, overtime work shall be:
a. Work performed in excess of forty ( 40) hours in a workweek. b. Work performed on the first, second or third scheduled days of rest.

10.3 For purposes of determining a Unit member's eligibility for overtime compensation only, authorized paid leave shall be considered as hours of work.

10.4 The first quarter hour of the first overtime hour shall not be considered overtime work unless the Unit member works more than a quarter hour of overtime.

10.5 When the City Manager or a Director decides that an emergency exists and requires that Unit members work more than four (4) hours between midnight and 8:00 a.m., such Unit member shall receive, at the discretion of the City Manager or Director, either overtime pay calculated at two and one-half (2.5) times their prevailing pay rate, or compensatory leave, credited at two and one-half (2.5) hours, for each hour of emergency work. When the City Manager or Director requires that a Unit member work more than eight (8) hours during an emergency, such Unit members shall not return to work for at least eight (8) hours following the completion of their emergency work. This section does not apply to hours worked between midnight and 8:00 a.m. if the hours worked are due to a schedule change during a declared state of emergency lasting more than twenty-four (24) hours.

10.6 Non-exempt Unit members called in to work at a time other than their scheduled shift or who are called in to work from standby status shall receive overtime compensation for a minimum of three (3) hours regardless of the number of hours actually worked, except that if a Unit member does not report for work within sixty (60) minutes after being called in, such Unit 9 CPSA/SEIU 721 MOU 2024-2027
member shall not be entitled to the three (3) hour minimum compensation, but shall be compensated only for the time actually worked.

10. 7 When in a declared state of emergency it becomes necessary to schedule Unit members on twelve (12) hour shifts, they shall receive either pay, calculated at one and one-half ( 1.5) times their prevailing pay rate, or compensatory leave, credited at one and one-half (1.5) hours for each hour of work performed.

10.8 Unit members shall not be required to shift working hours to avoid receiving overtime or compensatory leave, except as it relates to voluntary attendance at conferences, conventions, or other training classes or workshops.

10.9 Overtime for hours in excess of eight (8) or ten (10) hours in a day shall be paid to all Unit members, including exempt Unit members, who incur overtime hours related to the absentee voter process during the conduct of municipal elections, provided that the City may submit claims to the State Controller's Office for reimbursement of costs incurred for state-mandated cost programs.

SECTION 11. COURT SUMMONS/SUBPOENA/JURY DUTY:

11.1 Summons and Subpoenas.
a. Any Unit member summoned to provide testimony on behalf of the City, or as a result of the performance of the course and scope of the Unit member's duties, or at the direction of the City Manager, City Attorney or any Director, in any municipal, superior or federal court proceeding, in any administrative proceeding before any local, federal or state agency, board or commission, or in any arbitration or mediation, shall be paid their prevailing pay rate during such court service. To the extent that the Unit member is called by someone other than the City, the Unit member shall make the necessary arrangements to be on call for testimony. b. Unit members that are to be called as witnesses at the proceedings listed above shall make arrangements to be placed "on call" with at least two-hour notice of the need for their attendance.
c. Any Unit member appearing to provide testimony on behalf of himself/herself, in any municipal, superior or federal court proceeding, in any administrative proceeding before any local, federal or state agency, board or commission, or in any arbitration or mediation, shall be required to use approved accrued leave time, or shall take time off as approved leave without pay.
d. Unless the absence due to a court appearance severally interferes with department operations, the Director will not unreasonably deny requests for approved leave for the purposes described in "b" above.
e. Unit members shall be compensated if reporting for duty on a Friday under this section.

11.2 Jury Duty.
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CPSA/SEIU 721 MOU 2024-2027
Pay for jury duty shall be limited to ten (10) working days in any one calendar year. Payment for jury duty shall be limited to those workdays, or portions of workdays, which fall during the Unit member's regular work schedule, and shall not exceed forty (40) hours in any work week. Unit members shall be compensated if reporting for duty on a Friday under this section.

SECTION 12. HOLIDAY COMPENSATION:

Full time non-exempt Unit members shall be allowed time off with pay at the Unit member's straight time hourly rate for any holiday provided in this MOU unless required by the Department Director to work in order to maintain City services. Unit Members required to work shall also be paid according to Article III, Section 10 [Overtime Compensation) and/or Article IV. Section 11 [Holiday Leave], as applicable.

Non-exempt Unit members required to work on a holiday shall receive, at the discretion of the Department Director, either pay, calculated at two and one-half (2.5) times their regular rate of pay, or compensatory leave, credited at two and one-half (2.5) hours for each hour worked on the holiday.

SECTION 13. BILINGUAL USAGE PAY:

13.1 The Human Resources Director may authorize compensation to a Unit member for using bilingual skills during the course of work upon receipt of a written justification from the Unit member's Director.

13.2 Unit members required to use bilingual skills during the course of work may petition for bilingual usage pay by submitting written justification, approved by the Unit member's Director, to the Human Resources Director.

13.3 Bilingual usage pay shall be one hundred dollars($ 100.00) per month.

13.4 The City may, at its discretion, test Unit members for proficiency in a second language in order for such Unit members to receive bilingual usage pay.

13.5 No Unit member may qualify for more than one "second" language or more than one bilingual usage pay at any given time.

SECTION 14. ANNUAL PROFESSIONAL DEVELOPMENT ALLOWANCE:

The City agrees to provide Unit members with professional development pay, payable in the first quarter of the fiscal year, as an allowance towards expenditures for professional development in the following amounts:

Professional and Supervisory Unit Members - six hundred dollars ($600.00) (Education Reimbursement is provided in lieu of increasing the Professional development pay) Professional development expenditures may include: costs incurred for job-related classes or seminars not paid for by the City; computer equipment and job-related software, books, reference publications or other educational materials; professional membership or association fees; or any other expenses which promote the professional development of the Unit member and promote the best interests of the City.
11 CPSA/SEIU 721 MOU 2024-2027
SECTION 15. PAYCHECK DISTRIBUTION:

15.1 Payday shall be bi-weekly on Thursday. In the event the City determines to change the method of paycheck distribution, the Unit will be advised thirty (30) working days in advance.

15.2 Payment distribution shall be through mandatory direct bank deposits except for Unit members who cannot obtain a checking or savings account. Proof and/or verification of inability to open a savings or checking account must be presented to the Human Resources Director and the Finance Director to be granted exception.

15.3 The City does not permit payroll check advances.

SECTION 16. OVERPAYMENT REMEDY:

Unit members covered herein shall reimburse the City for any overpayment of wages or benefits.

Unit members shall notify the City within three (3) working days of any such overpayment. Said reimbursement shall not be required until the City notifies the affected Unit member in writing.

Reimbursement may be accomplished by lump-sum deduction made on the next subsequent Unit member payroll check following overpayment notification, or by other reasonable repayment method acceptable to the Unit member and the City, except that the lump-sum deduction shall be required if the next subsequent Unit member payroll check is the final or termination check issued to the affected Unit member. Human Resources shall not unreasonably withhold approval of payroll deductions to recover the overpayment. Failure by the City to timely notify any Unit member of an overpayment, does not waive the City's right to repayment. To align with Government Code Section 19838 that governs state agencies and are used by local agencies as best practices, the City will agree that the statute of limitations to recover overpayments is three (3) years from the date of overpayment. If an overpayment is discovered, the employee will be notified in writing of the overpayment amount and provided details of how the amount was calculated. After notification, the employee will be given the option to arrange a reasonable repayment plan, based on factors such as size of overpayment and the employees' financial situation.

SECTION 17. ATTAINMENT OF PROFESSIONAL ENGINEER REGISTRATION:

Unit members in the Civil Engineering Assistant classification who attain registration as a California Professional Engineer shall be promoted to Associate Civil Engineer. A Unit member appointed to Associate Civil Engineer shall be paid at a rate that provides at least a five percent (5%) increase.

Such appointment shall require completion of a six (6) month probationary period and verification of registration as a Professional Engineer.

SECTION 18. REDEMPTION OF ACCUMULATED LEA VE:

Unit members covered by this MOU may redeem up to one hundred and eighty (180) hours of any accumulated leave in each fiscal year. The redemption shall be subject to the following conditions:

18.1 Sick leave will be paid at a rate of one (1) hour of pay for each two (2) hours of sick leave redeemed.

18.2 All other types of leave will be paid at the rate of one (1) hour of pay for each hour of leave redeemed.
12 CPSA/SEIU 721 MOU 2024-2027

18.3 In no event shall a Unit member receive pay for more than one hundred and eighty (180) hours in a fiscal year, under the terms of this Section.

SECTION 19. SICK LEAVE INCENTIVE PLAN:

19.1 Each eligible Unit member who has used fifty (50) hours or less of sick leave during the preceding calendar year may elect to receive pay for 50% of the sick leave earned (at one hour pay for one hour converted) during the preceding calendar year, less the amount of sick leave used during the same period. At the Unit member's election, the payment for unused sick leave may be converted to equivalent annual leave.
19 .2 The Unit member shall indicate election by written request to the Finance Director on the City leave request form on or before January 15 of the succeeding calendar year. Payment for unused sick leave or the posting of annual leave shall be done on or before February 15 of each succeeding year as indicated above.
19 .3 When a Unit member elects to receive payment in cash or annual leave, such Unit member's sick leave balance shall be reduced by the amount paid off in cash or converted to annual leave credit. Sick leave not converted as provided herein to cash or annual leave will accumulate as sick leave credit.

19.4 To be eligible for this provision, a Unit member must have been a full-time regular City employee for two full years prior to the calendar year during which the sick leave to be so converted is earned. The Unit member must have minimum of two hundred forty (240) hours of sick leave credits on December 31 of each year in order to qualify for the conversion benefit.

SECTION 20. CLASS A/B LICENSE PAY (APPLIES TO SUPERVISORS ONLY):

20.1 The City agrees to pay Unit members who are required to possess and use a Class A or B California Driver's License during the course of employment, five percent (5%) of their prevailing pay rate per month. To qualify for such compensation, the Class A or B driver's license must be required to perform the duties of a Unit member's assigned classification.

20.2 Unit members required to operate vehicles that require the possession of a Class A or B driver's license shall be enrolled in the City's Federally mandated random drug testing program.

20.3 License fee for Class A and B driver's licenses shall be paid by the City.

20.4 The City shall pay the cost of the medical exam of those Unit members that possess a Class A and B Driver's License, if the Class A and B Driver's License is not a requirement of the job, but the Unit member is using it to perform work-related duties.

SECTION 21. SPECIAL COMPENSATION FOR CERTIFICATES/LICENSES

21.1 The Human Resources Director may authorize five percent (5%) additional compensation to Unit members who possess specialized licenses or certifications that are not required of their classification but are recognized and used by the City to provide needed services. 13 -
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CPSA/SEIU 721 MOU 2024-2027

21.2 In order for the Unit member to qualify for the Special Compensation, the department will provide Human Resources with a written justification for the use of a Unit member's licenses or certifications in providing City services.

21.3 Unit members receiving special compensation shall submit copies of current valid licenses or certifications to Human Resources for verification and inclusion in their personnel files.

21.4 Unit members who are classified as supervisors and professionals shall get the benefit of this section.

SECTION 22. EDUCATION/TUITION REIMBURSEMENT
City will reimburse a Unit member up to the California State University in-state rate (per semester, quarter, or academic year: https://www.calstate.edu/attend/paying-for-college/tuition-by-year) for continuing education through an accredited program that either offers growth in an area related to the Unit member's current position or that may lead to promotional opportunities, as determined by the Human Resources Director. This education may include college courses, continuing education units, adult education classes, certification examination fees, and job-related workshops/seminars/conferences not already paid for by the City on behalf of the employee.

The Unit member must take the course on the member's own time. City time may not be used to attend educational opportunities covered by this program. If a course is only offered during regularly scheduled work hours, the Unit member's supervisor and Department Director may make reasonable efforts to adjust work schedules to accommodate the scheduling conflict.

A Unit member must secure a passing grade of "C" or its equivalent or obtain a certification to receive any reimbursement. Expenses must be validated by receipts and a copy of the final grade or certification received. Full-time, regular Unit members who have completed six-months of employment are eligible. The deadline for submitting Education Reimbursement Forms for any expenses of the prior Fiscal Year is the end of the second full pay period of July.

California State University Dominguez Hills Incentive
Unit members who are students enrolled in course work at California State University Dominguez Hills shall be eligible for additional reimbursement of parking permits (excluding violation fees and citations) and required reading materials/textbooks, to be confirmed by instructor/school issued course syllabi or other official university documentation.

The Education Tuition Reimbursement program may be revoked or suspended by the City Council at any time and at the City Council's discretion, without requirement for meet and confer. Should the City Council decide to revoke or suspend the program, Unit members currently enrolled in course work will be permitted to complete and submit reimbursement requests for the current active term (quarter or semester).

SECTION 23. STAND-BY PAY
If a non-exempt employee is asked by management to be on a stand-by status, the employee may decline to be on stand-by without any adverse employment action, discipline, or retaliation taken against them.
14 ARTICLE IV
LEAVES
CPSA/SEIU 721 Muu L.VL.<+----<- u :u
SECTION 1. ANNUAL LEA VE:

The City shall provide Unit members with annual leave subject to the following conditions:
l. l Annual leave is a period of approved absence with pay f rom regularly scheduled work Vovhich is not properly chargeable to some other category of leave.

1.2 The City Manager or the Unit _member'5,Director has the exclus~ve authority to appro e the use of annual leave. Unless the Umt members use of annual leave interferes with work o-r . h II • l 1 oup operations, the City Manager or Director s a permit annua eave to be used at the Unit member's discretion.

1.3 Unit members shall be credited with annual leave at the following accrual rates:

1.4 1.5

1.6 l.

2. 3.

4. 5.

6. 7.

Eleven and thirty-three hundredths (11.33) hours for each month of serv- 1• . . . ce or
maJor portion thereof from date of appointment to fifth (5th) anniversary date (0-5 yrs.);
Thirteen and thirty-three hundredths (13.33) hours for each month of se • or major portion thereof upon fifth (5th) anniversary date to tenth ( anniversary date (6-10 yrs.);
Sixteen and sixty-six hundredths (16.66) hours for each month of serv1• . . . ce or
maJor portion thereof upon tenth (10th) anniversary date (11 yrs.+); Ten (10) hours up~n twentieth (20th) anniversary date in addition to rnonthly accrual under Section 1.3.a.3;
Twenty (20) hours upon twenty-first (21st) anniversary date in additi t monthly accrual under Section 1.3.a.3; on °
Thirty (30) hours upon twenty-second (22nd) anniversary date in adct1·t· t . 10n o
monthly accrual under Section 1.3.a.3;
Forty (40) hours upon twenty-third (23rd) anniversary date in additi t monthly accrual under Section 1.3.a.3. on °
Unit members shall not be credited with annual leave for leaves of absence without exceeding eighty (80) working hours in any calendar month. pay Unit members may use annual leave only after completing their initial six (6) months of service. Unit members shall not use less than one (1) hour of annual leave at any time.

Unit members shall not accrue more than seven hundred (700) hours of annual leave U •t members whose accrual is at or above the cap limit may cash out their annual leave qu~rt ~ 1 to maintain the cap limit. Accordingly, the annual cash out maximum is 180 hours er y 15 CPSA/SEIU 721 MOU 2024-2027

1.7 When a Unit member separates from the City service they shall be compensated for any accrued annual leave, calculated using the Unit member's prevailing pay rate, plus longevity pay on the date of separation from City service. Annual leave hours cashed at separation are not eligible for the City's match under the City's deferred compensation program.

SECTION 2. SICK LEAVE:

The City shall provide Unit members with sick leave subject to the following conditions:

2.1 Unit members shall be credited with sick leave at the rate of ten ( l 0) hours of sick leave for each month of service or major portion thereof. Unit members shall not be credited with sick leave during leaves of absence without pay exceeding eighty (80) working hours in any calendar month.

2.2 Unit members failing to satisfactorily complete their probationary period or who resign during their probation period must reimburse the City for utilized sick leave. Sick leave may not be used in increments of less than one-half hour. Unit members may use accrued sick leave only after completing their initial one (1) month of service.

2.3 Unit members may accrue a maximum of one thousand two hundred (1,200) hours of sick leave. The maximum amount of sick leave shall remain seven hundred sixty (760) hours for cash upon separation from the City.

2.4 Unit members may not use sick leave at their discretion, but only in cases of actual sickness, illness, injury or quarantine of the Unit member or actual sickness, illness, injury, or quarantine of the Unit member's immediate family, or for bereavement. Sick leave shall be used for personal or family medical, dental, and optical appointments, and for any other appointments for the purpose of obtaining professional diagnosis and/or examinations for a medical or mental health condition of the Unit member or his/her immediate family. Unit members shall also use any accrued sick leave for leave necessitated as the result of pregnancy disability under California Government Code Section 12945, family medical leave under California Government Code Sections 12945.2 and 12945.3 (the Moore-Brown-Roberti Family Rights Act), 42 U.S.C. Section 2601, et seq. (the federal Family Medical Leave Act),.

2.5 When a Unit member wishes to use accrued sick leave, the Unit member shall notify their Director, or his/her designee, of the intended absence due to sickness, either before, or within one (1) hour after, the time set for beginning the work period, unless the Unit member is incapacitated and physically unable to provide the required notification. Unit members on sick leave shall regularly inform the General Manger, or his/her designee, of their physical condition.

2.6 When a Unit member uses sick leave, the Unit member shall complete and submit a signed leave request form. When a Unit member uses sick leave in excess of three (3) consecutive working days, and there is a pattern of absenteeism, the City may require the Unit member to present upon return to work, a medical certification signed by a physician or licensed medical practitioner verifying the need for such sick leave.
16 CPSA/SEIU 721 MOU 2024-2027

2. 7 Unit members shall be paid one-half(½) the value of accrued sick leave up to seven hundred sixty (760) hours, using the Unit member's prevailing pay rate, plus longevity pay upon termination from the City during the duration of this MOU. Sick leave hours cashed at separation are not eligible for the City's match under the City's deferred compensation program.

2.8 The Unit member's Director may only approve the use of other leaves in lieu of sick leave when a Unit member has no sick leave available and the need for such leave is due to a catastrophic illness or injury to the Unit member or his/her immediate family.

2.9 The City will allow a Unit member to donate up to 25% of any combination of their accrued sick and/or annual leave hours, provided the donation leaves the Unit member with at least a combined balance of one hundred (100) hours of sick leave, annual leave and/or compensatory time. These donated hours, .as approved by the City, shall accrue directory to the sick leave balance of any designated active Full-Time Unit member of the City. The City shall allow for unused donated sick leave hours to be returned to donors.

SECTION 3. COMPENSATORY LEA VE:

The City shall provide Unit members not exempt from the provisions of the Fair Labor Standards Act with compensatory leave subject to the following conditions:

3.1 Unit members shall not use less than one half (.5) hour of compensatory leave at any time.

3.2 Unit members may accrue a maximum of eighty (80) hours of compensatory leave.

3.3 A Unit member shall request use of compensatory leave in advance by a written notice submitted to their supervisor. Use of compensatory time shall require the prior written approval of Supervisor shall permit compensatory leave to be used at the discretion of the Unit member, unless the Supervisor determines, in his/her sole discretion, that the Unit member's use of compensatory leave on the date and/or times requested interferes with work group operations. A Unit member may combine the use of compensatory leave with other authorized paid leave if approved by the Supervisor as applicable.

3.4 When a Unit member separates from the City service for any reason, the City shall compensate the Unit member for all accrued compensatory leave. The value of accrued compensatory leave shall be calculated using the Unit member's prevailing pay rate, plus longevity pay on the date of separation from City service. Comp time hours cashed at separation are not eligible for the City's match under the City's deferred compensation program.

SECTION 4. ADMINISTRATIVE LEA VE:

The City shall provide exempt Unit members with administrative leave as time off from work, instead of pay or compensatory leave credit for overtime work, subject to the following conditions:

4.1 Unit members who are designated exempt shall be credited with ten (10) hours of administrative leave per month. Exempt Unit members may accrue a maximum of one hundred sixty (160) hours of administrative leave.
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CPSA/SEIU 721 MOU 2024-2027

4.2 Use of administrative leave shall require the prior written approval of the Supervisor The Supervisor shall permit administrative leave to be used at the discretion of the Unit member, unless Supervisor determines that the Unit member's use of administrative leave on the date and/or times requested interferes with work group operations.

4.3 When a Unit member who is exempt separates from the City service for any reason, the City shall compensate the Unit member for all accrued administrative leave. The value of accrued administrative leave shall be calculated using the Unit member's prevailing pay rate, plus longevity pay on the date of his/her separation from City service. Administrative leave hours cashed at separation are not eligible for the City's match under the City's deferred compensation program.

4.4 Unit members shall not be credited with administrative leave hours for leaves of absence without pay exceeding eighty (80) working hours in a calendar month.

SECTION 5. LEAVE OF ABSENCE WITHOUT PAY:

5.1 The City Manager has the exclusive authority to approve a Unit member's request for leave of absence from work without pay. Such leave of absence shall not be approved unless the Unit member provides the City Manager with a written reason for the request. If the City Manager approves such leave of absence for a period of eight (8) working days or less, the Unit member shall not lose any seniority or tenure for such leave of absence. After the expiration of an approved leave of absence without pay, Unit members shall be reassigned to their former classification. A leave of absence without pay will not be granted in excess of one (1) year. Unit member shall be responsible for paying for the cost of his/her benefits from the COBRA effective date.

5.2 The City Manager has the authority to grant or deny a Unit member's request for leave of absence from work without pay, except that the City Manager shall not unreasonably deny a request for unpaid leave due to the medical disability of the Unit member or a member of his/her immediate family. In accordance with federal and/or state laws, the City has the right to grant a Unit member's request for up to twelve (12) weeks of unpaid, job protected leave to eligible Unit members for certain family and medical reasons under the Family and Medical Leave Act of 1993 (FMLA)

5.3 The continuation of City paid benefits period for Unit members on leave without pay for medical reasons shall be 90 days or longer in accordance with FMLA, CFRA, and Pregnancy Disability Leave (PDL). Those Unit members not covered by FMLA, CFRA and/or PDL shall not be eligible for the 90-day continuation of benefits.

SECTION 6. WORKERS' COMPENSATION LEA VE:

The City will provide Unit members with workers compensation coverage and leave in accordance with California workers compensation law.

6.1 Except as otherwise provided, Unit members disabled by bodily injury or sickness in the course and scope of employment shall be paid their regular pay rate for up to seventeen (17) weeks from the date of disability, or until the City's workers compensation administrator terminates workers compensation leave due to payment of a "compromise and release" 18 CPSA/SEIU 721 MOU 2024-2027
settlement, a disability and/or service retirement, the Unit member returning to work, or a refusal by the Unit member to return to work following a determination by a physician that the Unit member is no longer temporarily disabled, whichever comes first. In the event of a dispute between the treating physician and another physician as to the Unit member's temporary disability status, such dispute shall be resolved in accordance with applicable California Workers' Compensation laws. During the time the disabled Unit member is receiving the 17 weeks of paid Workers' Comp leave, the Unit member shall continue to accrue annual leave, sick leave, seniority and tenure for purposes of pay adjustments or advancements.

6.2 Unit members who are still disabled after seventeen (17) weeks may apply for long term disability leave and long-term disability benefits in accordance with Article V, Section 4.

6.3 The City shall make all reasonable efforts to provide Unit members with light duty assignments when the Unit member is still disabled after seventeen (17) weeks from the date of disability.

6.4 As used in this Section 6, the term "disabled", or "disability" shall have that meaning set forth in California workers' compensation law.

6.5 If in the opinion of the City, the City's claims administrator, or the Workers Compensation Appeals Board, a Unit member has been found by a physician to be permanently, physically incapable of performing the essential duties of the currently held position, the City may place the Unit member into another vacant position of an equal or lower level. The Unit member must be able to perform the essential duties of that position. Nothing herein shall be construed to prevent such Unit member from applying for and competing for a position of a higher class.

SECTION 7. MILITARY LEA VE:

The City shall grant military leave to Unit members as required in the California Military and Veterans Code Sections 389 through 395.4.

SECTION 8. TIME OFF FOR VOTING:

The City shall provide Unit members with time off for voting subject to the following conditions:

8.1 When a Unit member claims not to have sufficient time outside of working hours to vote at a statewide election, the Unit member may, without loss of pay, and with the approval of the Director, take off up to two (2) working hours, which when added to the voting hours available outside of working hours will enable the Unit member to vote. The Director may not authorize a Unit member to take off more than two (2) hours from work for voting with pay. The time off authorized for voting shall be only at the beginning or end of a work period, whichever allows the Unit member the most time for voting and the least time off from work.

8.2 If the Unit member knows or has reason to believe that time off for voting shall be necessary on Election Day, the Unit member shall notify the Director, in writing, of that fact at least two (2) workdays in advance.

SECTION 9. LUNCH PERIOD:
19 CPSA/SEIU 721 MOU 2024-2027
An uninterrupted, uncompensated lunch period of no less than thirty (30) minutes or longer than one (1) hour will be afforded to Unit members. The lunch period may not be combined with the rest periods or used to compensate for a late arrival or early departure from work unless approved by the Supervisor.

SECTION 10. REST PERIOD:

The Supervisor shall provide Unit members with a compensated rest period of fifteen (15) minutes for each half work period as determined by standard management procedures. Unit members may not use the rest period to compensate for a late arrival or early departure from work. Rest periods shall have no monetary value and shall be forfeited if not used during the workday.

SECTION 11. HOLIDAY LEA VE:

The City shall provide Unit members with the following fourteen (14) holidays with pay subject to the following conditions:

11.1 January 1st (New Year's Day)
The third Monday in January (Dr. Martin Luther King Jr. Day) January 30th (Fred T. Korematsu Day)
The third Monday in February (President's Day)
March 8th (International Women's/Rosa Parks Day)
March 31st (Cesar Chavez Day)
The last Monday in May (Memorial Day)
June 19th (Juneteenth)
July 4th (Independence Day)
The first Monday in September (Labor Day)
October 25th (Larry Itliong Day)
November 11th (Veteran's Day)
The fourth Thursday in November (Thanksgiving Day)
December 25th (Christmas)
Every day proclaimed by the President, Governor, or Mayor of this City as a public holiday.

11.2 When any day designated as a holiday fall on a Friday or Saturday, the ten (10) hours of holiday leave will be converted to annual leave and added to the Unit members annual leave balance. When any day designated as a holiday fall on a Sunday, the following Monday shall be observed as the holiday. In order to be paid for a holiday or get the leave conversion, the Unit member must work his or her full regularly scheduled workday immediately before and after the holiday unless the Unit member is absent from any portion or all of his or her regularly scheduled workday immediately before or after the holiday on authorized paid leave.

A Unit member shall not receive pay for a holiday, or receive the leave conversion, if any leave without pay was used by the Unit member on his or her regularly scheduled workday immediately before or after the holiday.

11.3 When any day designated as a holiday fall on the Unit member's regular day off, the Unit member shall have the option to take the workday prior or the workday after the holiday, in observance of the holiday, or have the then (10) hours of holiday leave converted to annual leave and added to the Unit member's annual leave balance. 20 CPSA/SEIU 721 MOU 2024-2027

11.4 In the event that the Mayor or the City Council declares a portion of the day before Christmas (December 24th) or a portion of the day before New Year's Day (December 31st) to be a holiday, the Unit member must use such additional holiday leave when granted, and such leave cannot be accrued. Unit members absent on other paid leave when such additional holiday leave is granted shall not receive compensatory leave or additional pay because of their absence. A Unit member shall not receive holiday pay for this half-day holiday if any leave without pay was used by the Unit member during his or her regularly scheduled workday immediately before or after the half-day holiday.

11.5 All designated holidays shall be compensated for in ten (10) hour increments, for a total of one hundred forty (140) hours annually regardless of a Unit member's work schedule. 11 .6 When a Unit member is assigned to a 5/40 or 9/80 work schedule, the one (1) or two (2) hours of excess holiday will be converted to annual leave.

11. 7 Should the City abandon the closure of City Hall on Fridays, the day after Thanksgiving will be reinstated as a holiday and holiday hours will be renegotiated to ensure that all Unit members accrue the same number of holiday hours.

SECTION 12. BEREAVEMENT LEA VE:

A Unit member will be allowed forty ( 40) hours of paid bereavement leave per occurrence without carryover into the next calendar year in the event of the death of the Unit member's spouse, domestic partner, children, stepchildren, foster children, parent, stepparent, brother, sister, grandparents, grandchildren, parents-in-law, brothers-in-law, sisters-in-law, sons-in-law, or daughters-in-law.

SECTION 1.

ARTICLE V

ARTICLE V

ARTICLE VIINSURANCE AND RETIREMENT BENEFITS
HEALTH INSURANCE PREMIUM:

1.1 The City will pay the full family HMO premium from Kaiser Permanente of the Los Angeles Region (including Riverside and San Bernardino counties) for each Unit member and eligible dependents.

1.2 The cafeteria cap for the use of excess monies shall be two hundred dollars ($200.00) per month for all Unit members regardless of the number of dependents.

1.3 Unit members shall have the right to use monies remaining from the sums provided for health insurance to purchase additional term life insurance, vision care and/or long-term care insurance offered by the City.

1.4 Unit members may elect to discontinue or not elect health insurance coverage provided that they submit written proof of equivalent health insurance coverage. Unit members electing to discontinue or not electing health insurance coverage shall receive seventy-five percent (75%) of the lowest 2-party premium, to be put into a City-sponsored deferred compensation plan credited to the Unit member. Unit members currently receiving a higher amount than seventy21 CPSA/SEIU 721 MOU 2024-2027
five percent (75%) of the lowest 2-party premium shall continue to receive the same amount to be placed into a City sponsored deferred compensation plan credited to the Unit member.

Unit members may elect to resume health coverage during any open enrollment period, as a result of any change in status, or any other period of time authorized by the policies and requirements of the City-sponsored health coverage plans.

1.5 Unit members covered by this section shall have their choice of plans provided by the California Public Employees Retirement System (CalPERS), which are available in this service area.

1.6 Spouse and dependent coverage shall continue to be available as provided through CalPERS.

A Unit member's spouse and dependent children under age twenty-six (26), as well as children over age twenty-six (26) who are incapable of supporting themselves due to physical or mental disabilities existing prior to obtaining age twenty-six (26) are currently eligible to be enrolled in the CalPERS health plans. This section will be in effect for the duration of this MOU, subject to any contract changes by CalPERS.

1.7 For employees: Eligible retired Unit members shall be covered by the health insurance provided by the City according to the rules established by CalPERS. For Unit members hired prior to January l, 2014, the effective date of Assembly Bill No. 1144 providing for a postretirement health insurance vesting schedule, the City shall pay the monthly health insurance premium for eligible retired Unit members' health insurance in the same monthly amount as provided for active full-time Unit members for the term of this MOU. For Unit members hired on or after January 1, 2014, the City shall pay a monthly health insurance premium for eligible retired Unit members' health insurance in accordance with the following schedule:

SECTION 2.

Full-Time service with Carson
at time of retirement
0 - 4.99 years
5 years 6 years
7 years
8 years
9 years
10 ears
DENTAL INSURANCE PREMIUM:
% of difference between the
required minimum contribution
and the amount the City pays
for active Unit members
0%
50%
60%
70%
80%
90%
100%

2.1 The City shall pay up to, but not exceed, the amount of eighty-seven dollars ($87.00) per month for dental insurance provided by the City for each Unit member and his/her eligible dependents.

2.2 Unit members may elect to discontinue or not enroll in the dental insurance program provided that they submit written proof of equivalent coverage. Unit members electing to discontinue 22 CPSA/SEIU 721 MOU 2024-2027
or not enroll in the dental insurance program shall receive sixty-five (65%) or fifty-six dollars and fifty-five cents ($56.55) to be placed into a City-sponsored deferred compensation plan credited to the Unit member. Unit members may elect to resume dental coverage during any open enrollment period, as a result of any change in status, or any other period of time authorized by the policies and requirements of the City-sponsored dental coverage plans.

SECTION 3. LIFE INSURANCE COVERAGE:

The City agrees to provide each full-time Unit member with term life insurance coverage of not less than one hundred thousand ($100,000.00), subject to the requirements of the insurance carrier. A Unit member shall have the right to purchase supplemental term life insurance, up to the appropriate limit, using monies remaining from the monthly sum originally provided by the City for the Unit member's health insurance. The City shall continue to offer additional life insurance programs already offered for Unit member purchase.

SECTION 4.

PROGRAM:

SHORT TERM AND LONG-TERM DISABILITY INSURANCE

4.1 The City shall provide long term disability insurance (or "LTD") benefits for each full-time Unit member ("covered Unit member") under the terms, requirements and conditions set forth in the policy underwritten by a licensed insurance company contracted by the City. The City reserves the right to change the LTD carrier and/or LTD benefits provided, on such terms as the City determines are in its best interest, after meeting and consulting with the bargaining units.

4.2 The City shall provide short term disability insurance ( or "STD") benefits for each covered Unit member solely to provide the benefit during the 90-day LTD benefit waiting period, the City shall provide a STD insurance plan for each covered Unit member under the terms, requirements and conditions compatible with the City's LTD benefit plan. Nothing herein shall bind the City to provide STD insurance coverage if the City chooses to implement a self-insured STD program.

4.3 After a maximum of a 90-day waiting period:
a. A covered Unit member who has been employed with the City for five (5) or more years, and who is disabled from his or her own occupation, shall be entitled to sixtysix and two-thirds percent (66½%) of his or her prevailing pay rate to a maximum pay rate of seven thousand five hundred dollars ($7,500.00) per month at the commencement of disability leave up to age sixty-five (65); and b. A covered Unit member who has been employed with the City for fewer than five (5) years and who is disabled from his or her own occupation shall be entitled to sixty-six and two-thirds percent (66½%) of his or her prevailing pay rate to a maximum pay rate of seven thousand five hundred dollars ($7,500.00) per month at the commencement of disability leave for twenty-four (24) months. A covered Unit member who has been employed with the City for fewer than five (5) years and who is disabled from all occupations shall be entitled to sixty-six and two-thirds percent (66½%) of his/her prevailing pay rate to a maximum pay rate of seven thousand five hundred dollars ($7,500.00) per month at the commencement of disability leave up to age sixty-five (65).
23 CPSA/SEIU 721 MOU 2024-2027
c. There shall be no reduction of LTD or STD benefits for a workers' compensation permanent disability award. In no case shall a Unit member on workers' compensation receive short-term or long-term disability benefits and worker's compensation salary continuation or temporary disability benefits simultaneously. d. There shall be no exclusion for "soft tissue injuries", including but not limited to musculoskeletal and connective tissue disorders, strains, and sprains of the cervical, thoracic and lumbosacral spine.
e. The only allowable offsets are those listed in the LTD and STD policies.

4.4 The provision of the LTD Plan and the STD Plan is conditioned upon the following:
a. The continued availability of insurance coverage for LTD and/or STD at a comparable cost as set forth in the LTD and STD policies, subject only to increases in premium not to exceed applicable increases in the consumer price index for each year for the LTD and STD Plans underwritten by the existing carrier or other insurance carrier. b. Eligibility for and administration of benefits under the STD Plan and the LTD Plan and including the determination whether a covered Unit member is disabled from his or her own occupation, shall be determined by the insurance carrier, not by the City.

4.5 For injuries and other disabilities covered under California workers compensation laws, Unit members shall be paid their regular pay rate for up to seventeen (17) weeks from the date of such disability ("workers compensation leave") or until the City's workers compensation administrator terminates workers compensation leave either due to payment of a "compromise and release" settlement, a disability and/or service retirement, the Unit member returns to work, or a refusal by the Unit member to return to work following a determination by a physician that the Unit member is no longer temporarily disabled, whichever comes first. In the event of a dispute between the treating physician and another physician as to the Unit member's temporary disability status, such dispute shall be resolved in accordance with applicable California Workers' Compensation laws. If a Unit member is approved for workers' compensation leave, the Unit member shall not be eligible for STD or LTD benefits during the period of such workers' compensation leave. LTD eligibility for Unit members who are still disabled after seventeen (17) weeks shall be determined by the terms of the LTD insurance plan described in section 4.1 , above.

4.6 While on short term or long-term disability, Unit members may use sick leave, comp time, administrative leave or annual leave, in the order specified herein, to equal 100% of the Unit member's regular salary in conjunction with the disability benefit payment.

SECTION 5.
(CALPERS):

CALIFORNIA PUBLIC EMPLOYEES RETIREMENT SYSTEM

5.1 For those Unit members hired before the effective date of the CalPERS contract amendment providing for a tiered retirement benefit, the City shall include Unit members in the CalPERS "3% at 60" Plan with the following optional public agency contract provisions:
24 CPSA/SEIU 721 MOU 2024-2027
a. The optional contract provision relating to one (1) year final compensation (12 highest paid consecutive months);
b. The optional contract provision relating to military service credit as public service; c. The optional contract provision relating to the 1959 Survivors Program at the level four benefits;
d. The optional contract provision relating to two years additional service credit; e. The optional contract provision relating to the Pre-Retirement Option 2W Death Benefit;
f. The optional contract provision relating to the ability to purchase part-time service credit, but solely at Unit member's own cost.

5.2 Unit members shall pay the full percentage of the member contributions.

5.3 For those Unit members hired on or after the effective date of the CalPERS contract amendment providing (May 6, 2011) for a tiered retirement benefit, and defined by Assembly Bill 340 - Pension Reform as "Classic Members", the City shall include such Unit members in the CalPERS "2% at 55" Plan with the following optional public agency contract provisions:
a. The optional contract provision relating to one (l) year final compensation (12 highest paid consecutive months);
b. The optional contract provision relating to military service credit as public service; c. The optional contract provision relating to the 1959 Survivors Program at the level four benefits;
d. The optional contract provision relating to two years additional service credit; e. The optional contract provision relating to the Pre-Retirement Option 2W Death Benefit;
f. The optional contract provision relating to the ability to purchase part-time service credit, but solely at Unit member's own cost.

5.4 Unit members shall pay the full percentage of the member contribution.

5.5 For those Unit members hired on or after January 1, 2013, defined by Assembly Bill 340 - Pension Reform, as "New Members", the City shall include such Unit members in the CalPERS "2% at 62" Plan with a three-year final compensation period, and with the following optional contract provisions:
a. The optional contract provision relating to military service credit as public service; 25 CPSA/SEIU 721 MOU 2024-2027
b. The optional contract provision relating to the 1959 Survivors Program at the level four benefits;
c. The optional contract provision relating to two years additional service credit; d. The optional contract provision relating to the Pre-Retirement Option 2W Death Benefit;
e. The optional contract provision relating to the ability to purchase part-time service credit, but solely at the Unit member's own cost.

5.6 "New Members" shall pay the full percentage of the member contributions.

SECTION 6. DEFERRED COMPENSATION PROGRAM:

The City will continue to match a Unit member's annual contributions to their deferred compensation account, dollar for dollar, as follows:
a. Professional Association Unit members: One thousand dollars ($1,000.00) per calendar year. b. Supervisors Association Unit members: One thousand five hundred dollars ($1,500.00) per calendar year.

Funds shall be electronically transferred each payday.

SECTION 7. VISION CARE PROGRAM:

The City will sponsor a vision care program. Unit members may purchase vision care through a payroll deduction from wages and/or with money remaining from the monthly sum provided for health insurance.

SECTIONS. SECTION 125 PLAN:

The City shall provide a Section 125 Tax Code plan in order to allow Unit member to deduct excess insurance premiums, unreimbursed medical expenses, and child care payments before taxes.

SECTION 1.

ARTICLE VII
SAFETY
SAFETY RESPONSIBILITIES:

1.1 The City shall make a good faith effort to provide and maintain a safe and healthful place of employment.

1.2 Unit members shall perform their assigned duties safely using the practices, means, methods, operations, and processes prescribed by any law, occupational safety or health standards, safety orders, or safety rules and regulations. Unit members shall report any unsafe practices, equipment or hazardous conditions promptly to their immediate supervisor. 26 CPSA/SEill 721 MOU 2024-2027

1.3 The City shall not require nor permit any Unit member to go to or be in any employment or place of employment not reasonably safe and healthful.

1.4 The City shall not discipline any Unit member for refusing to perform tasks in the performance of which any law, occupational safety or health standard, or safety order would be violated; if such violation would create a real and substantial risk of harm to the Unit member.

SECTION 2. SAFETY DEVICES AND SAFEGUARDS:

The City shall furnish, and the Unit member shall use, safety devices and safeguards. The City shall adopt and use practices, means, methods, operations and processes which are reasonably adequate to render City employment safe and healthful.

SECTION 3. SAFETY COMMITTEE:

The City and the Unit shall jointly participate in an advisory safety committee. The safety committee membership shall include at least one (1) Unit representative. The safety committee shall make good faith efforts in an advisory capacity to provide and maintain a safe and healthful place of employment.

The safety committee shall meet on a monthly basis or other agreed schedule.

SECTION 4. USE OF VETERANS PARK SPORTS COMPLEX:

All Unit members and their families shall be entitled to use all facilities and programs at Veterans Sports Complex at the rates below:

Unit member - one hundred dollars ($100.00) per year Unit member and family- one hundr.ed fifty ($150.00) per year Unit members who renew memberships shall receive the same percentage discount on the above prices as the general public receives at time of renewal. For purposes of this section, family shall mean those family members eligible for coverage under the Ca!PERS Health Insurance program provided by the City.

SECTION 1.

ARTICLE VIII

CITY RIGHTS
EXCLUSIVE CITY RIGHTS AND AUTHORITY:

The City retains the exclusive right to manage and direct the performance of City services and the work force performing such services. The following matters shall not be subject to the meet and confer process but shall be within the exclusive authority of the City.

The consideration of the merits, necessity, or organization of any service or activity conducted by the City shall include but not be limited to the City's right to:
a. Determine issues of public policy;
27 CPSA/SEIU 721 MOU 2024-2027
b. Determine and change the facilities, methods, means, and personnel by which City operations are to be conducted;
c. Expand or diminish services;
d. Determine and change the number of locations, relocations, and types of operations and the processes and materials to be employed in carrying out all City functions, including but not limited to the right to contract out any work or operation; e. Determine the size and composition of the work force, to assign work to employees in accordance with requirements as determined by the City, and to establish and change work assignments;
f. Determine job classifications;
g. Appoint, transfer, promote, demote, and lay off Unit members for lack of work or other appropriate reasons;
h. Initiate disciplinary action for just cause;

1. Determine policies, procedures and standards for selection, training and promotion of employees;
J. Establish Unit member performance standards, including but not limited to quality and quantity standards;
k. Maintain the efficiency of governmental operations;
I. Exercise complete control and discretion over its organization and the technology of performing its work and services;
m. Establish reasonable work and safety rules and regulations in order to maintain the efficiency and economy desirable in the performance of City services; and, n. Determine any and all necessary actions to carry out its mission in emergencies.

The exclusive decision-making authority of the City and management on matters involving the City rights and authority shall not be in any way, directly or indirectly, be subject to the grievance procedure. Unit members may grieve the impact of the exercise of exclusive City rights and authority that directly relate to matters within the scope of representation.

SECTION 2. CONCERTED REFUSAL TO WORK:

2.1 If a Unit member engages in or induces other Unit members to engage in any unlawful strike, work stoppage, slowdown, sick-in, or other concerted refusal to work in violation of the law or any valid court order, such Unit member may be subject to disciplinary action, up to and including discharge, subject to applicable laws and procedures. 28 CPSA/SEIU 721 MOU 2024-2027

2.2 In the event the Unit engages in, encourages, or condones in any manner any unlawful strike, work stoppage, slowdown, sick-in, or other concerted refusal to work in violation of the law, or any valid court order, the City, in addition to any other lawful remedies available to it, may seek appropriate legal relief. However, the City shall not suspend recognition of the Unit or withdraw its rights under this agreement without due process and negotiation in compliance with the MMBA.

2.3 The City shall not lock out Unit members.

SECTION 3. FURLOUGHS:

City maintains the right to furlough employees during the term of this MOU if the City Council formally declares as "fiscal emergency". Notice to, and meet and confer with, the Unit is still required before taking any action.

ARTICLE IX

UNION RIGHTS AND SECURITY
SECTION 1. AGENCY SHOP:

1.1 Association Dues/Service Fees:
a. The City shall provide any newly hired Professional and Supervisors Unit members , with an authorization notice advising them that agency shop for the Association has been implemented pursuant to vote of the bargaining unit's members in accordance with state law, that said agency shop is covered by an agreement between the City and the Association, and that all Unit members subject to that agreement must either join the Association, pay a service fee to the Association, or execute a written declaration claiming a religious exemption from this requirement. Such notice shall include a form for the Unit member's signature authorizing a payroll deduction of Association dues, a service fee or a charitable contribution equal to the service fee . Such service fee shall be established by the Association, and shall not exceed the standard initiation fee, periodic dues and general assessments of the Association. Said Unit members shall have fourteen (14) calendar days from the date they receive the form to fully execute it and return it to the City's human resources division. b. If the form is not completed properly or returned within fourteen (14) calendar days, the City shall commence and continue a payroll deduction of service fees from the regular biweekly paychecks of such Unit member. The effective date of Association dues, service fee, or charitable contribution shall begin no later than the beginning of the first pay period commencing fourteen ( 14) calendar days after receipt of the authorization form by the Unit member.
c. The Unit member's earnings must be sufficient after the other legal and required deductions are made to cover the amount of the dues or fees authorized. When a Unit member is in a non-pay status for an entire pay period, no withholding will be made to cover the pay period from future earnings. In the case of a Unit member in a nonpay status only during part of the pay period, whose salary is not sufficient to cover the full withholding, no deduction shall be made. In the case of a Unit member who 29 CPSA/SEIU 721 MOU 2024-2027
is receiving catastrophic leave benefits during a pay period, no deduction shall be made. In addition to the above, all other legal and required deductions (including health care and insurance deductions) have priority over Association dues and service fees.

1.2 Religious Exemption:
a. Any Unit member who is a member of a bona fide religion, body or sect that has historically held conscientious objections to joining or financially supporting public employee organizations, upon presentation to the City of active membership in such religion, body, or sect, shall not be required to join or financially support any public employee organization as a condition of employment pursuant to Government Code section 3502.S(c). The Unit member may be required, in lieu of periodic dues, initiation fees or agency shop fees, to pay sums equal to the dues, initiation fees or agency shop fees to a nonreligious, nonlabor charitable fund exempt from taxation under Section 501(c)(3) of the Internal Revenue Code, chosen by the Unit member from a list of at least three of these funds, designated in a memorandum of understanding between the City and the Association, or if the memorandum of understanding fails to designate the funds, then to any such fund chosen by the Unit member. In instances where a Unit member makes direct payment to a nonreligious, nonlabor charitable fund, the Unit member shall provide proof of the payment on a monthly basis to the City as a condition of continued exemption from the requirement of financial support to the Association.
b. Declarations of or applications for religious exemption and any other supporting documentation shall be forwarded to the Association within fourteen (14) calendar days of receipt by the City. The Association shall then have fourteen ( 14) calendar days after receipt of a request for religious exemption to challenge any exemption granted by the City. If challenged, the deduction to the charity of the Unit member's choice shall commence but shall be held in escrow pending resolution of the challenge through means of a meeting between the Association representatives and City Manager, with the City Manager making the final determination.

Charitable contributions shall be made by regular payroll deductions unless otherwise provided for in subsection ( 1) above.
c. The Association has selected the following three nonreligious, nonlabor charitable funds exempt from taxation under Section 50l(c)(3) of the Internal Revenue Code from which the Unit member establishing religious exemption may choose: The Boys & Girls Club of Carson, Charlotte's House and the Child Guidance Center. This list may change from time to time, but only upon written notice and agreement by both parties.

1.3 Rescission:
a. The agency shop provision in this Agreement may be rescinded by a simple majority of votes cast by eligible bargaining unit members provided that:
30 CPSA/SEIU 721 MOU 2024-2027
(1) A request for such a "rescission vote" is supported by a petition containing the signatures at least thirty (30) percent of the Unit members in the bargaining unit; (2) The vote is by secret ballot; and
(3) The vote may be taken only once per City fiscal year. (If a "rescission vote" is requested, conducted and results in rescission of agency shop, then the Association agrees not to request, petition for, negotiate for or otherwise seek agency shop for one calendar year from the date of the payroll check covering the pay period in which the agency shop deductions actually cease following a rescission vote.)

1.4 Records:

The Association shall keep an adequate itemized record of its financial transactions and shall make available annually, to the City, and to the employees who are members of the Association, within sixty ( 60) days after the end of the Association's fiscal year, a detailed written financial report thereof in the form of a balance sheet and an operating statement, certified as to accuracy by its president and treasurer or corresponding principal officer, or by a certified public accountant.

1.5 Indemnification:

SECTION 2.

The Association shall indemnify, defend, and hold the City harmless against any liability arising from any claims, demands, or other action relating to the City's compliance with the agency fee obligation, including but not limited to claims relating to any election or vote, improper deductions, and the Association's use of monies collected under these provisions. The City reserves the right to select and direct legal counsel in the case of any challenge to the City's compliance with the agency fee obligation, and the Association agrees to pay any attorney, arbitrator or court fees, costs and expenses related thereto or associated therewith.

LEGAL COUNSEL:

The City agrees to provide Unit members with legal counsel in accordance with the obligations imposed on public entities by Government Code Sections 825 and 995. The City agrees that Unit members have the right to their own legal representation in all disciplinary actions, but at their own expense.

SECTION 3. RELEASE TIME:

The City shall provide Unit members with release time leave subject to the following conditions:

3.1 Upon advance written notice and unless the Unit member's or designated representative's use of release time interferes with work group operations, the immediate supervisor shall permit a Unit member and one designated representative to use release time as time off from work with pay in order to prepare a formal grievance or to appeal a disciplinary action. 31 - - - -------------- ----
CPSA/SEIU 721 MOU 2024-2027
3 .2 The immediate supervisor may approve release time requests for up to one (1) hour for both the Unit member and one (1) designated representative for each formal grievance. The immediate supervisor may approve release time requests for up to two (2) hours for both the Unit member and one (1) designated representative for each pre-disciplinary conference or disciplinary hearing. Additional request for release time to prepare for a formal grievance or to appeal a disciplinary action must be approved in advance by the appointing authority.

3.3 A Unit member's designated representative may use release time to be present at the presentation of a formal grievance, a pre-disciplinary conference or disciplinary hearing.

3.4 Up to 4 representatives and/or officers of the Unit will be permitted to use release time to attend meet and confer sessions. Up to 2 representatives and/or officers of the Unit will be permitted to use release time to attend Personnel Committee meetings or Labor/Management meetings scheduled by the City during work hours. The City shall not be liable for overtime payments for sessions or meetings beyond regular work schedules.

3.5 Release time is not available for external grievance or legal procedures, such as PERB, court hearings, etc.

3.6 Unit representatives shall be permitted monthly paid release time for executive board meetings; such meetings shall not exceed two work hours.

3.7 Unit representatives may request release time from the employer-employee relations officer or a special meeting of Unit representatives or the general membership not otherwise covered in this provision. Such requests shall be in writing stating the reasons for such request. .8 Unit members who use release time pursuant to the provisions of this section shall record all such hours on their payroll job ticket each payroll period . . 9 Release time is to be used to cover labor relations activities that occur during a Unit member's normal work hours. It does not add to a Unit member's normal work schedule nor create any overtime obligation. Any hours expended outside normal work hours shall not count as release time, shall be uncompensated by the City, and are the personal responsibility of the Unit member. However, the City Manager, Assistant City Manager, or the Human Resources Director may pre-authorize overtime for labor relations related purposes . . 10 Release time is not available for labor relations related administrative or legal proceedings, except that the bargaining unit may have one representative at administrative proceedings who shall be entitled to the use of release time and all represented members that may be called as witnesses at any administrative proceeding shall be entitled to use release time to cover any required attendance at such proceeding that occurs during the Unit member's normally scheduled work hours. Unit members that are to be called as witnesses at such proceedings shall be placed "on call" with at least one-hour notice of the need for their attendance and allowed to use release time for any time spent that occurs during the Unit member's normally scheduled work hours. Examples of administrative proceedings include, but are not limited to, PERB, EEOC, DFEH, Labor Commissioner, etc.
32 CPSA/SEIU 721 MOU 2024-2027

3.11 Unit members shall be permitted one (1) hour of paid release time per month to attend membership meetings. The bargaining unit will keep sign-in sheets and provide same to Human Resources to prove attendance at the membership meetings.

SECTION 4. CONFERENCE ATTENDANCE:

The City agrees to permit Professional and Supervisory Unit members to attend one work-related professional conference of their choosing during each fiscal year, with the approval of the Unit member's Director, at City expense provided funds are available. The location of the conference must be held within the Western Continental United States and shall be consistent with any Standard Management Procedures (SMP) authorized by the City Manager on attendance at conferences. The conference would be in addition to any conference the Unit member's Director may require the Unit member to attend. The Unit member will receive no additional compensation or consideration if the Unit member chooses not to make use of this opportunity in a given fiscal year.

SECTIONS. FAIR LABOR STANDARDS ACT:

5.1 The Union affirms the City's right and obligation to determine the jobs in the City of Carson that are exempt according to the provisions of the Fair Labor Standards Act.

5.2 The Union agrees that supervisors classifications and positions represented by the Unit are non-exempt as defined in the Fair Labor Standards Act.

5.3 The Union agrees that the positions marked as exempt in Appendix A are currently defined by the City as exempt in accordance with the Fair Labor Standards Act.

5.4 The Union agrees that these positions determined to be exempt as defined in the Fair Labor Standards Act are exempt from the minimum wage and overtime provisions of the Fair Labor Standards Act and the overtime provisions of the City of Carson Personnel Rules.

SECTION 6. REORGANIZATION OR RECLASSIFICATION:

The City agrees to meet and confer with the Union in the event of any reorganization and/or reclassification impacting on the members of the Union.

SECTION 7. FLEXIBLE WORK SCHEDULES:

The City will work with Unit members to achieve flexibility in work schedules to accommodate special needs in areas such as: childcare, eldercare or education. These accommodations can be made whenever they can be done without causing hardship on the work unit. The allowable work schedule flexibility shall be restricted to those that can be made within the workday, such as: modifying starting or ending time by thirty (30) minutes, and/or reducing the meal period to thirty (30) minutes.

Flexibility may also include other modifications which would require the use of leave hours or reductions in pay.

SECTION 8. UNION ACCESS TO NEW EMPLOYEE ORIENTATIONS &
INFORMATION:
33 CPSA/SEIU 721 MOU 2024-2027
Pursuant to AB 119, the City agrees to provide, when practical, no less than 10-days' notice in advance of any new employee orientations and provide the Union access to the orientation(s).

Orientation refers to any onboarding process, whether in person, online or through other means.

Access shall be determined by the Union, which could mean representational attendance or correspondence. The Union shall advise the City reasonably in advance as to the type of access requested. The City agrees to provide such reasonable notice of current employees that have changed position status." (i.e. part-time to full time, promotional, etc.) The City agrees, pursuant to AB 119, to provide the Union with the name,job title, department, work location, and work telephone number of newly hired employees within thirty (30) days of the date of hire. The City also agrees to provide the Union with the name, job title, department, work location, work, home and personal cellular telephone numbers, personal email addresses and home address of all bargaining unit employees once a year or upon request as long as the prior request for such information or the provision of such information was at least more than 120 days earlier.

SECTION 9. BULLETIN BOARDS
The City shall furnish adequate, visible and accessible bulletin boards for the Association and Union to post Union-relevant information for bargaining unit members.

SECTION 10. WORK ACCESS
Authorized Association and Union representatives shall be given access to work locations during working hours for the following purposes including but not limited to: processing potential or actual grievances, observing working conditions and posting information on Union bulletins boards.

SECTION 1. PURPOSE:

ARTICLEX

GRIEVANCE PROCEDURE
The purpose of the Grievance Procedure is to establish channels of communication between Unit members, supervisors, and management. The City encourages any Unit member having a grievance related to his or her working conditions to discuss the matter informally with his or her immediate supervisor without undue delay in order to resolve the issue. The purpose of these preliminary discussions is to settle disagreements fairly, as quickly as possible, and to eliminate problems before they evolve to grievances.

SECTION 2. DEFINITION:

A grievance is a timely written complaint by one or more Unit members concerning the application or interpretation of the provisions of this MOU affecting Unit members' wages, hours, and working conditions.

SECTION 3. GRIEVANCE STEPS:

The grievance procedure shall be used to resolve a Unit member's complaints as defined in Section 2 above. The grievance procedure shall consist of the following "Steps." 34 CPSA/SEIU 721 MOU 2024-2027
Step l. A Unit member shall have the right to present a grievance, in writing, within five (5) working days of the action or incident causing the grievance. Such grievance shall be provided to the immediate supervisor of the Unit member. All grievances shall state the violation of this MOU, how it affects the Unit member's wages, hours, working conditions or job security, and the Unit member's requested remedy. Within ten (10) working days of receipt of the grievance, the immediate supervisor shall render a written decision responding to the grievance and return the completed grievance form to the Unit member. Failure of the immediate supervisor to render a written response on the grievance within ten (10) working days of receipt of the grievance shall constitute a constructive denial of the grievance. If denied, and the Unit member wishes to move the grievance to the next Step in the grievance process, then the Unit member shall move the grievance to the next immediate supervisor within the chain of command, in accordance with Section 3, Step 2 of this Article. The grievance shall be considered resolved and no further review of the subject matter of the grievance shall be permitted under this Article when the Unit member does not seek further review of the grievance within five (5) working days after response to or constructive denial of the grievance by the immediate supervisor.

Step 2. If the immediate supervisor's response does not satisfactorily resolve the complaint, and/or the grievance is denied, then the Unit member and/or the Unit member's designated representative may submit the grievance to the next immediate supervisor within the chain of command, within five (5) working days of the immediate supervisor's actual or constructive decision on the grievance. The next immediate supervisor shall contact and discuss the grievance with the Unit member and/or the Unit member's designated representative and shall discuss the grievance with the Unit member's immediate supervisor. Within ten (10) working days after receipt of the grievance, the next immediate supervisor shall render a written response to the grievance and the completed grievance form shall be returned to the Unit member. Failure of the next immediate supervisor to render a written response on the grievance within ten (10) working days of receipt of the grievance shall constitute a constructive denial of the grievance. If the next immediate supervisor's response does not satisfactorily resolve the complaint, the Unit member and/or Unit member's designated representative may present the grievance to the next succeeding supervisor within the chain of command, within five (5) working days of the next immediate supervisor's response to or constructive denial of the grievance. The grievance shall be considered resolved and no further review of the subject matter of the grievance shall be permitted under this Article when the Unit member does not seek further review of the grievance within five (5) working days after response to or constructive denial of the grievance by the next immediate supervisor.

Prior to submitting any grievance to the Director in accordance with Step 3, all Unit members are required to submit their grievance to each next immediate supervisor within the chain of command, and in order of the chain of command, in accordance with the timing requirements and procedures of this Step 2.

Step 3. If the grievance is not satisfactorily resolved through presentation of the complaint to the Unit member's supervisors pursuant to Step 2, and/or the grievance is denied, the Unit member and/or the Unit member's designated representative may thereafter submit the grievance to the Director of his/her work group, within five (5) working days of the last supervisor's response or constructive denial of the grievance. The Director shall contact and discuss the grievance with the Unit member and/or the Unit member's designated representative and shall discuss the grievance with the Unit member's immediate supervisor and others within the Unit 35 CPSA/SEIU 721 MOU 2024-2027
member's chain of command. Within ten (10) working days after receipt of the grievance, the Director shall render a written decision on the grievance and the completed grievance form shall be returned to the Unit member. Failure of the Director to render a written decision on the grievance within ten (10) working days constitutes a constructive denial of the grievance.

The grievance shall be considered resolved and no further review of the subject matter of the grievance shall be permitted under this Article when the Unit member does not seek further review of the grievance within five (5) working days after the receipt of the response to or constructive denial of the grievance by the Director.

Step 3a. Before moving a grievance to the City Manager's step, a Unit member may request an advisory mediation session. The cost of mediation will be shared by the City and the Unit on a 50/50 basis, with both parties bearing their own legal costs, including but not limited to attorneys' fees.

Step 4. If the grievance is not satisfactorily resolved through presentation of the complaint to the Unit member's Director pursuant to Step 3, or through advisory mediation pursuant to step 3a, and/or the grievance is denied, the Unit member and/or the Unit member's designated representative may thereafter submit the grievance to a non-involved Director or the Human Resources Department Head in lieu of the City Manager. The hearing officer shall be mutually agreed upon by both parties. When the Unit member presents a grievance to a noninvolved Director or the Human Resources Department Head in lieu of the City Manager, the selected person shall discuss the grievance with the Unit member and/or the Unit member's designated representative. The selected person shall also discuss the grievance with the Unit member's immediate supervisor and others within the chain of command, up to and including the Director. Within ten (10) working days after receipt of the grievance, the selected person shall render a written decision on the grievance. Failure of the selected person to render a written response on the grievance within ten (10) working days of receipt of the grievance shall constitute a constructive denial of the grievance. The decision or constructive denial of the selected person shall resolve the grievance and no further review of the subject matter of the grievance shall be permitted within the City's administrative process. Thereafter, the Unit member may consider the administrative procedures completed and sue for redress of the gnevance.

SECTION 4. NON-DEPARTMENTAL GRIEVANCES:

Grievances resulting from decisions or actions outside the work group chain-of-command shall be initiated by the Unit member and/or Unit member's representative with the Director of the work group from which the decisions or actions occurred, and will follow the procedures as detailed in Section 3 of this Article.

SECTION 5. EXTENSIONS OF TIME:

Extensions of any of the time limits on the presentation of, or responses to, a grievance as set forth in the grievance procedure may be mutually agreed to by the parties involved with the grievance but must be evidenced in writing by both sides.

SECTION 6. REPRISALS:
36 CPSA/SEIU 721 MOU 2024-2027
The City shall not institute any reprisals against any Unit member or designated representative resulting from the use of the grievance procedure.

SECTION 7. MATTERS EXCLUDED FROM THE GRIEVANCE PROCEDURE:
7 .1 Those matters not specifically provided for under the definition in Section 2 above.

7.2 Disputes involving the content of performance reviews arising from the application of the provisions of SMP No. 6.4.

SECTION 1.

ARTICLE XI

APPEAL PROCEDURES
REQUEST FOR DISCIPLINARY HEARING:

Unit members who have passed probation shall have the right to appeal the imposition of disciplinary action. As used herein, the term "disciplinary action" shall mean discharge, involuntary demotion or suspension of a Unit member, in accordance with the City of Carson Personnel Rules, as such Personnel Rules may be amended from time to time. When a Unit member requests a disciplinary hearing, the request shall be in writing, signed by the Unit member, and presented to the Human Resources Director within ten (10) calendar days after the notification date of the imposition of the disciplinary action. Any such request shall be addressed to the Human Resources Director and shall identify the subject matter of the appeal, the grounds for the appeal, and the relief desired by the Unit member. All disciplinary hearings shall be considered in private unless the Unit member requests, in writing, a public hearing. If the Unit member fails to request a disciplinary hearing within the prescribed time, the Unit member shall have waived the right to a hearing and all rights to further appeal of the disciplinary action.

SECTION 2. SCHEDULING OF DISCIPLINARY HEARING:

The Human Resources Director shall be responsible for scheduling any disciplinary hearing within a reasonable time after the filing of the Unit member's request, considering the availability of a hearing officer and the convenience of the Unit member and witnesses. If the disciplinary action taken by the Unit member's Director is discharge, the parties shall commence proceedings to select a hearing officer under Section 3 within fifteen (15) calendar days after the filing of the Unit member's request, unless a time extension is agreed to in writing by both the City and the affected Unit member and/or his/her representative.

SECTION 3. HEARING OFFICER:
3 .1 The appointing authority shall be the hearing officer for disciplinary hearings except for those involving discharge. The appointing authority may designate a Director, as mutually agreed upon by the City and the Unit Union, as the hearing officer for any disciplinary hearing that does not involve discharge.

3.2 In any disciplinary hearing involving discharge, a neutral hearing officer shall be selected from an outside source pursuant to a method mutually agreed upon by the City and the Union, unless the Unit member and/or his/her representative and the appointing authority mutually agree in writing that the hearing officer may be the City Manager. 37 CPSA/SEIU 721 MOU 2024-2027
3 .3 Where a neutral hearing officer is selected from an outside source, the cost for the hearing officer shall be shared equally by the City and the Union.

3.4 The City Manager or his/her designee shall be the final hearing officer on all matters of discharge brought forward by a Unit member without the support or involvement of the Unit member's Unit.

SECTION 4. REPRESENTATION AT DISCIPLINARY HEARING:

4.1 At the disciplinary hearing, the Unit member may appear personally and shall have the right to be represented by counsel and any other person(s) allowed by the hearing officer, but during the disciplinary hearing only one person shall have the right to present the appeal on behalf of the Unit member.

4.2 The Unit member and the City shall each have the right to produce and confront witnesses and to present any relevant oral or documentary evidence.

4.3 Subsections 4.1 and 4.2 are not intended to, and shall not preclude the hearing officer from questioning any witness, or asking any representative or other person present at the hearing, any questions that the hearing officer may deem appropriate and relevant to the subject matter of the appeal.

SECTIONS. BURDEN OF PROOF AND EVIDENCE:

The City shall have the burden of proof and shall be required to prove the charges against the Unit member by a preponderance of the evidence. The disciplinary hearing shall not be conducted according to the technical rules of evidence.

SECTION 6. CONDUCT OF THE DISCIPLINARY HEARING:

The conduct of the disciplinary hearing shall be under the control of the hearing officer with due regard for the rights and privileges of the parties. During the examination of a witness, the hearing officer may exclude from the hearing any and all other witnesses. The hearing officer shall have the power to issue subpoenas to compel the attendance of witnesses or the production of documents.

SECTION 7. HEARING OFFICER'S DECISION:

Within thirty (30) calendar days after the conclusion of the evidentiary and argument portions of the disciplinary hearing, the hearing officer shall issue a written decision containing findings of fact and conclusions of law. The hearing officer shall have the authority to affirm, revoke, or reduce the disciplinary action imposed against the Unit member. The hearing officer's decision constitutes a final resolution of any disciplinary action and no further appeal shall be permitted within the City's administrative process.

SECTION 1.

ARTICLE XII
LAYOFF
PREREQUISITE FOR LAYOFF:
38 CPSA/SEIU 721 MOU 2024-2027
If the City Manager determines that a reduction in personnel is necessary for economic reasons, then the order of layoff shall observe the "seniority rule" in putting the reduction into effect. (Government Code § 45100.) It is agreed by the City and the Union that the seniority rule shall mean that when any classification having two or more Unit members is subject to less than a complete lay off, then the Unit members shall be laid off in order ofreverse seniority based first upon actual service time in the classification, and in instances where that is equal, then on tenure, defined as cumulative actual City service time.

Reductions in the City's work force for reasons other than solely economic reasons shall continue to observe the layoff order as set forth below in subsections 1.1 through 1.4, and Section 2:

1.1 All temporary, seasonal, and/or recurrent and probationary Unit members have been released from the classification.

1.2 Unit members in the classification have been given an opportunity to seek lateral transfer or voluntarily demote to existing vacant positions, for which they meet minimum qualifications.

1.3 Management will meet and consult with the representative of the Union over alternative courses of action to avoid such layoff.

1.4 Notice of actual layoffs shall be given no less than twenty-eight (28) calendar days before the date of implementation. Such notice shall include:
a. Classification where layoff is to occur;
b. Seniority list by total actual City service in the affected classification; and c. List of current permanent vacancies in all classifications represented by the Union.

SECTION 2. ORDER OF LAYOFF:

2.1 Layoffs shall occur on the basis of seniority, with the least senior Unit member based on total actual employment in a classification represented by the Union shall be laid off first and any subsequent layoff shall proceed to the next least senior.

2.2 Ties in Seniority - Where the seniority of two (2) Unit members is of the same length, the Unit member with the shorter tenure shall be laid off first.

2.3 Ties in Tenure - Where the actual seniority and tenure of two (2) Unit members are of the same length, tenure shall be decided by the date and time of the employee's submission of job application to the City.

2.4 Title changes and/or amended class specifications for classes with multiple positions will not change or alter the seniority rights of the incumbents in the original classification when subject to layoff, provided such prior classification is the same salary range.

SECTION 3. VOLUNTARY DEMOTION:

A Unit member so laid off may choose voluntary demotion so as to avoid layoff. 39 CPSA/SEIU 721 MOU 2024-2027

3.1 Such voluntary demotion can be to a lower or equal class of previous standing or to a lower or equal class that is vacant provided they meet the minimum qualifications for those positions.

3.2 If the voluntary demotion causes a layoff in the lower or equal class, such layoff shall follow the provisions of this Article.

SECTION 4. RECALL:

Unit members who laterally transfer, take a voluntary demotion or are laid off pursuant to the provisions of this Article, shall have their names entered onto a recall list for the classification of original standing.

4.1 Such a list shall be in inverse order of layoff, lateral transfer or voluntary demotion.

4.2 The recall list shall be kept by Human Resources and shall be used in order when any vacancy for that classification is to be filled.

4.3 The list shall be maintained until all names have been offered an opportunity for recall or at the end of three (3) years, whichever comes first.

4.4 The appointing authority shall offer appointment to the first name on said list. If the individual accepts and he or she shall be appointed after sixty (60) days from the date of layoff, the Unit member may be required to take a medical examination so as to ensure the Unit member is medically and mentally capable of performing duties of the classification. The individual shall still be required to meet the minimum qualifications of the classification.

SECTION 5. SEVERANCE PACKAGE:

The City shall provide laid off Unit members a severance package in exchange for release of all claims as follows:

5.1 Severance pay calculated at thirty (30) hours for each year of service with a minimum benefit of 173.33 hours pay and a maximum benefit of 520 hours pay.

5.2 Medical and dental benefits will be provided through the regular insurance and/or COBRA reimbursement for the time period equivalent to the number of days as the severance pay.

ARTICLE XIII

OTHER MATTERS WITHIN THE SCOPE OF REPRESENTATION
SECTION 1. STATUS OF GRANT FUNDED EMPLOYEES:

Full-time, non-general fund Unit members shall be considered City employees and will receive all benefits and rights conferred by this MOU. This includes, but is not limited to, Unit members funded through the Carson Successor Agency, Carson Housing Authority, Community Development Block Grant, AQMD funds and Proposition A or C funds.

SECTION 2. PROMOTIONAL OPPORTUNITIES:
40 CPSA/SEIU 721 MOU 2024-2027

2.1 The City shall make a good faith effort to promote and transfer from within the City service.

2.2 The City shall recruit for and establish eligibility lists for all vacant budgeted positions, unless they are temporarily frozen by the City Manager. At his/her sole discretion, the City Manager may fill a position by reinstatement or voluntary demotion.

2.3 A Unit member who is rejected during the probationary period shall be reinstated to the position from which he or she had been promoted. A rejected promotional probationary Unit member does not waive their right to appeal within the City's administrative appeal process.

A promotional probationary period shall be used for the evaluation of a Unit member in the promotional capacity and can in no way be used to revoke rights or benefits gained by the prior passage of the Unit member's initial probationary period within the City.

SECTION 3. CITY COUNCIL PERSONNEL COMMITTEE:

The City agrees to inform the Unit of any issues going before the City Council Personnel Committee and City Council concerning the Unit. The Unit will be given this information and the right to attend said meetings on release time, limited to one or two members, as appropriate.

SECTION 4. JOB SERIES STUDY:

4.1 The City acknowledges the Job Series and will create advancement criteria for:
a. Assistant Planner/ Associate Planner
b. Emergency Management Specialist/Emergency Management Senior Specialist c. Accountant I/ Accountant II
d. Administrative Analyst/Sr. Administrative Analyst
e. Administrative Specialist . Sr. Administrative Specialist SECTION 5. JOB SHARING:

5.1 Job Sharing Definition:

Bifurcation of the job duties ( essential functions) of a full-time classification into two equal ½-time jobs that total full-time work, generally 40 hours per week, 52 weeks per year.

5.2 Benefits:

A Job-Sharing Unit member shall receive, as applicable, benefits on the basis of one-half the rate accorded to comparable full-time employees. No other method of pro-ration shall apply. For benefits that have a time or service requirement to qualify to receive them, a year shall be defined as successful completion of 2,080 hours of service. Under Job Sharing, this will generally be 104 weeks at 20 hours per week.

5.3 Job Sharing Unit member:
41 CPSA/SEIU 721 MOU 2024-2027
One of a pair of Unit members, each of whom job shares by performing one-half of the essential functions of a full-time classification and who works ½ of the hours of the full-time class, generally 20 hours per week, 52 weeks per year.

5.4 Vacancy of Job Share Position:

If one person occupying half of a job share position leaves the city or takes an extended leave, the City may compel the person occupying the other half to convert to full time. If the person chooses not to convert to full time, the City has the option to eliminate both the job share positions and commence recruitment for a full-time position.

5.5 Resumption of Full-Time Status.

If a Job Sharing Unit member wishes to resume full-time work with the City, he or she shall seek reassignment or transfer to a full-time position in the Unit member's department, for which he or she meets the minimum qualifications. Should the Unit member's department be unable to effect such reassignment, the Unit member shall seek a transfer as prescribed under the Personnel Rules.

5.6 Involuntary Conversion to or from Job Sharing Status.

Neither management nor Unit members shall convert full-time positions to job-sharing positions, or the converse, without first consulting with the other party. If both parties are in agreement, as well as the affected Unit members, the decision shall be memorialized via Personnel Action Request forms.

5. 7 Salary Anniversary Date.

If a Unit member's appointment to a Job Sharing position is either as a new hire or by promotion, the salary anniversary date shall be defined as that date which occurs upon successful completion of2,080 hours of service, generally 104 weeks at 20 hours per week. Such Unit members may be considered for a merit increase after successful completion of 1,040 hours of service, generally 52 weeks at 20 hours per week. Subsequent salary anniversary dates shall be defined as those dates which occur upon completion of 2,080 hours of service, generally 104 weeks at 20 hours per week. If a Unit member's appointment to a Job Sharing position is not a new hire or promotion, the salary anniversary date shall be based on his or her prior service, in accordance with the Personnel Rules.

ARTICLE XIV

DRAFTING PROVISIONS AND DURATION
SECTION 1. FULL UNDERSTANDING:

This MOU sets forth the full and entire understanding of the parties regarding the matters contained herein, and any other prior or existing understandings or agreements by the parties, whether formal or informal, regarding any such matters are hereby superseded and/or terminated in their entirety. All provisions of existing City rules and regulations, resolutions, ordinances and policies not specifically contained in, or referred to by this MOU, shall remain in full force and effect, and are specifically not superseded or otherwise affected by this MOU. This MOU contains all the terms, covenants and stipulations of employment for Professional and Supervisor Unit members and supersedes all prior resolutions adopting MO Us for this Unit and practices except for those contained in the City's written rules and regulations, resolutions, ordinances and policies that are not in conflict or inconsistent with 42 CPSA/SEIU 721 MOU 2024-2027
the MOU. It remains the parties understanding that the City's Personnel Rules, however, do not apply to unclassified persons covered by this MOU.

SECTION 2. SEVERABILITY:

Notwithstanding any other provisions of this MOU, in the event that any article, section, or subsection of this MOU shall be declared invalid by any court or by any state or federal law or regulation, or should a decision by any court or any state or federal law or regulation diminish the benefits provided by this MOU, or impose additional obligations on the City, the City and the Unit shall meet and confer on the affected article, section, or subsection. In such event, all other articles, sections or subsections of this MOU not affected shall continue in full force and effect.

SECTION 3. EMERGENCY WAIVER:

In the event of circumstances beyond the control of the City, such as acts of God, fire, flood, earthquake, insurrection, civil disorder, national emergency, or similar circumstances, provisions of this MOU or the Personnel Rules and Regulations of the City, which restrict the City's ability to respond to these emergencies, shall be suspended for the duration of such emergency. After the emergency is declared over, this MOU will be reinstated immediately. The Unit shall have the right to meet and confer with the City regarding the impact on Unit members of the suspension of provisions in the MOU during the course of the emergency. Any rights and benefits suspended by virtue of the emergency shall be restored as soon as practicable at the conclusion of the emergency.

SECTION 4. JOINT DRAFTING:

Each party has cooperated in the drafting and preparation of this MOU. Hence, in any construction to be made of this MOU, the same shall not be construed against any party.

SECTION 5. MODIFICATION:

This MOU may only be modified or amended by written agreement between the parties which then must be approved by Council resolution.

SECTION 6. DURATION:

This Memorandum of Understanding shall be binding on the City and the Unit when adopted by the City Council.

Except as otherwise provided herein, this MOU shall be in full force and effect from July 1, 2024 and shall remain in full force and effect up to and including June 30, 2027.

SECTION 7. REOPENERS/ME TOO CLAUSE:

The parties do specifically agree to reopen the meet and confer process during the term of this MOU only as regards the following issues. These reopeners are not contingent upon the execution of any successor MOU and no successor MOU is contingent upon agreement on these reopeners:
a. Changes and/or revisions to the City's Personnel Rules and Regulations, including related SMPs;
43 CPSA/SEIU 721 MOU 2024-2027
b. Changes and/or revisions to the City's Employer Employee Relations Resolution (EERR); c. Changes to Unit member job specifications;
d. Changes to any other wage, hour, term or condition of employment requiring meet and confer pursuant to applicable law.
e. Acting Duty Pay Modification.
f. Overtime for exempt Unit members pay related to elections and declared emergencies; g. Court Summons/Subpoena/Jury Duty - pay to exempt Unit members for attending court on a non-work days;
h. Workers Compensation Leave -The parties agree to a reopener to discuss the City's proposal to not offset workers' compensation/temporary disability payments against long term disability. Employee shall not be allowed to transition from workers' compensation/temporary disability to long term disability while still suffering from an occupational injury.

1. Short and Long Term Disability Insurance - The parties agree to a reopener to discuss the City's proposal to change the short and long tent disability benefit on base salary only, not including special compensation.

J. Biometric Timekeeping - The parties agree to a reopener to discuss the City's proposal to implement biometric timekeeping during MOU term.
k. Home Telephone Calls - The parties agree to a reopener to discuss the City's proposal to negotiate clarifying language to Article I'll, Section 9 compensation provision for home telephone calls, including any related issues.

I. Call Back- The parties agree to a reopener to discuss Unit's proposal to negotiate clarifying language to Article III, Section 10 regarding call back and overtime. m. Stand By Pay -The parties agree to a reopener to discuss Unit's proposal that bargaining unit employees on monthly standby duty shall be compensated $280 per week and shall be compensated for all hours worked when called to actual duty, as defined and required by the Fair Labor Standards Act and the Portal-to-Portal Act.
n. Safety Shoes -The parties agree to a reopener to discuss Unit's proposal to add to Article VI Section 1 the provision of safety shoes for certain classifications. o. Job Series -The parties agree to a reopener to discuss Unit's proposal on adding a Job Series for Planning and Analyst classifications to the MOU. p. Court Summons/Subpoena/Jury Duty - pay to exempt Unit members for attending court on a non-workdays; and
44 j
CPSA/SEIU 721 MOU 2024-2027
q. Lateral Transfers.
r. Administrative Leave increase from 120-180 hours
s. Deferred Compensation increase by $200, and all Unit members receive same amount t. Professional Development amount increase by $100
u. Increase in annual leaves of two vacation hours per month v. Stand-by pay and take home vehicles w. Job Sharing / special compensation pay (seeking definition on special compensation pay) x. Improved Grievance procedure
During the term of this MOU, if any other bargaining unit in the City of Carson receives additional increases to the proposed cost of living increases or other compensation, including retroactive payments, as described in Article III, Section 1 [Salary], or additional improvements to the health insurance benefits, including but not limited to, additional City contributions to the health insurance premiums or cafeteria caps; or any other financial improvements, the City agrees to provide the same such increases and improvements to the Union and to meet and confer with the Union over such increases and improvements.

ARTICLE XV

CITY COUNCIL APPROVAL
The City Manager and Employee Relations Officer of the City and the Unit have met and conferred in good faith on wages, hours and other terms and conditions of employment for the Unit members represented by the Unit and have reached agreements which are set forth in this MOU. This MOU constitutes a joint recommendation by the City's negotiators and the Unit, after ratification of its membership, to be submitted to the City Council for its determination and approval by one or more resolutions, as the City Council may deem fit and proper. This MOU is of no force or effect unless or until ratified and approved by a resolution of the City Council. [SIGNATURES ON FOLLOWING PAGE]
45 ----------- - - - --- - - - ----------- --------- -------' CPSA/SEIU 72 I MOU 2024-2027
IT IS SO AGREED:

CPSA CITY OF CARSON
obinWilson, President
Pam Lee, Deputy City Attorney
Luchi~~-;cretary
Attachments:

Appendix A - CPSA Monthly Salary Schedule effective July l, 2024 Appendix B - CPSA Monthly Salary Schedule effective July l, 2025 Appendix C - CPSA Monthly Salary Schedule effective July 1, 2026 Appendix D - CPSA / SEIU Side Letter Agreement - Job Series Program for Administrative Specialist and Senior Administrative Specialist
46 CPSA/SEIU 721 MOU 2024-2027
City of Carson
Monthly Salary Schedule
Carson Professional & Supervisors Association
Effective July 1, 2024
6% COLA - Appendix A

TITLE RANGE STEP STEP STEP
1 2 3
Accountant I 901 38.30 40.21 42.22
Accountant II 902 42.27 44.38 46.60
Administrative Analyst 903 45.31 47.57 49.95
Administrative Specialist 904 39.08 41.04 43.09
Assistant Planner 905 41.03 43.08 45.24
Associate Civil Engineer 906 52.56 55.19 57.95
Associate Planner 907 47.61 49.99 52.49
Business Development Analyst 908 50.02 52.52 55.14
Civil Engineering Assistant 907 47.61 49.99 52.49
Emergency Management Specialist 904 39.08 41.04 43.09
Emergency Preparedness Analyst 914 48.79 51.22 53.79
GIS Analyst 907 47.61 49.99 52.49
GIS Technician 904 39.08 41.04 43.09
Housing Analyst 903 45.31 47.57 49.95
Housing Program Manager 909 59.45 62.43 65.55
Housing Specialist 910 51.26 53.83 56.52
Network Administrator 910 51.26 53.83 56.52
Principal Administrative Analyst 908 50.02 52.52 55.14
Project Manager 909 59.45 62.43 65.55
Public Information Analyst 903 45.31 47.57 49.95
Public Safety Specialist 904 39.08 41.04 43.09
Public Works Programs Administrator 909 59.45 62.43 65.55 Senior Administrative Analyst 907 47.61 49.99 52.49
Senior Administrative Specialist 905 41.03 43.08 45.24
Senior Civil Engineer 912 60.93 63.98 67.17
Senior Engineering Technician 913 40.46 42.49 44.61
Sr. Budget Analyst 917 53.69 56.38 59.20
Special Projects Manager 919 76.09 79.89 83.89
Storm Water Engineer 910 51.26 53.83 56.52
Systems Administrator 918 60.73 63.76 66.95
Systems Business Analyst 918 60.73 63.76 66.95
Systems Specialist 903 45.31 47.57 49.95
Water Quality Administrator 906 52.56 55.19 57.95
Web Developer 910 51.26 53.83 56.52
Community Center Program Manager 602 53.96 56.66 59.49
Human Services Program Manager 602 53.96 56.66 59.49
Recreation Program Manager 602 53.96 56.66 59.49
Senior Accountant 603 48.79 51.22 53.79
Senior Buyer 611 43.13 45.29 47.55
STEP STEP STEP 6
4 5

44.33 46.55 48.88

48.93 51.38 53.95

52.45 55.07 57.82

45.25 47.51 49.88 47.50 49.87 52.37

60.85 63.89 67.08

55.12 57.87 60.77 57.90 60.80 63.84 55.12 57.87 60.77

45.25 47.51 49.88

56.48 59.30 62.26

55.12 57.87 60.77

45.25 47.51 49.88

52.45 55.07 57.82

68.83 72.27 75.88

59.34 62.31 65.43

59.34 62.31 65.43

57.90 60.80 63.84

68.83 72.27 75.88

52.45 55.07 57.82

45.25 47.51 49.88

68.83 72.27 75.88

55.12 57.87 60.77

47.50 49.87 52.37

70.53 74.06 77.76

46.84 49.19 51.64

62.16 65.27 68.53

88.08 92.47 97.10

59.34 62.31 65.43

70.30 73.82 77.51

70.30 73.82 77.51

52.45 55.07 57.82

60.85 63.89 67.08

59.34 62.31 65.43

62.47 65.59 68.87 62.47 65.59 68.87 62.47 65.59 68.87

56.48 59.30 62.26

49.93 52.43 55.05
47 CPSA/SEIU 721 MOU 2024-2027
Senior Planner 610 55.21 57.97 60.87 63.91 67.10 70.46
Supv., Code Enforcement 605 45.45 47.72 50.11 52.62 55.25 58.01 Supv., Construction Inspection 604 48.92 51.36 53.93 56.63 59.46 62.43 Supv., Custodial 606 40.04 42.05 44.15 46.36 48.67 51.11 Supv., Employment Development 611 43.13 45.29 47.55 49.93 52.43 55.05 Supv., Event Services 601 46.46 48.78 51.22 53.78 56.47 59.29 Supv., Facilities Maintenance 604 48.92 51.36 53.93 56.63 59.46 62.43 Supv., Parks Maintenance 607 44.20 46.42 48.74 51.17 53.73 56.42 Supv., Public Works Ma int. 601 46.46 48.78 51.22 53.78 56.47 59.29 Supv., PW Maint.-Tree Maint. 601 46.46 48.78 51.22 53.78 56.47 59.29 Supv., Warehouse 606 40.04 42.05 44.15 46.36 48.67 51.11 Transportation Program Manager 602 53.96 56.66 59.49 62.47 65.59 68.87 Supv., Fleet Maintenance 604 48.92 51.36 53.93 56.63 59.46 62.43 Supv., Public Safety 608 52.56 55.19 57.95 60.85 63.89 67.08 48 CPSA/SEIU 721 MOU 2024-2027
City of Carson
Monthly Salary Schedule
Carson Professional & Supervisors Association
Effective July 1, 2025
4% COLA - Appendix B
TITLE RANGE STEP 1 STEP 2 STEP 3
Accountant I 901 39.83 41.82 43.91
Accountant II 902 43.96 46.16 48.47
Administrative Analyst 903 47.12 49.47 51.95
Administrative Specialist 904 40.65 42.68 44.81
Assistant Planner 905 42.67 44.81 47.05
Associate Civil Engineer 906 54.66 57.40 60.27
Associate Planner 907 49.52 51.99 54.59
Business Development Analyst 908 52.02 54.62 57.35
Civil Engineering Assistant 907 49.52 51.99 54.59
Emergency Management Specialist 904 40.65 42.68 44.81
Emergency Preparedness Analyst 914 50.74 53.27 55.94
GIS Analyst 907 49.52 51.99 54.59
GIS Technician 904 40.65 42.68 44.81
Housing Analyst 903 47.12 49.47 51.95
Housing Program Manager 909 61.83 64.92 68.17
Housing Specialist 910 53.31 55.98 58.78
Network Administrator 910 53.31 55.98 58.78
Principal Administrative Analyst 908 52.02 54.62 57.35
Project Manager 909 61.83 64.92 68.17
Public Information Analyst 903 47.12 49.47 51.95
Public Safety Specialist 904 40.65 42.68 44.81
Public Works Programs Administrator 909 61.83 64.92 68.17 Senior Administrative Analyst 907 49.52 51.99 54.59
Senior Administrative Specialist 905 42.67 44.81 47.05
Senior Civil Engineer 912 63.37 66.53 69.86
Senior Engineering Technician 913 42.08 44.19 46.40
Sr. Budget Analyst 917 55.84 58.63 61.57
Special Projects Manager 919 79.13 83.09 87.24
Storm Water Engineer 910 53.31 55.98 58.78
Systems Administrator 918 63.16 66.31 69.63
Systems Business Analyst 918 63.16 66.31 69.63
Systems Specialist 903 47.12 49.47 51.95
Water Quality Administrator 906 54.66 57.40 60.27
Web Developer 910 53.31 55.98 58.78
STEP4 STEP 5

46.11 48.41

50.89 53.43 54.55 57.27

47.06 49.41

49.40 51.87

63.28 66.44

57.32 60.19

60.22 63.23

57.32 60.19

47.06 49.41

58.73 61.67 57.32 60.19

47.06 49.41

54.55 57.27

71.58 75.16

61.72 64.80 61.72 64.80 60.22 63.23

71.58 75.16

54.55 57.27

47.06 49.41

71.58 75.16

57.32 60.19

49.40 51.87

73.35 77.02

48.72 51.15

64.64 67.88

91.60 96.17

61.72 64.80

73.11 76.77

73.11 76.77

54.55 57.27

63.28 66.44

61.72 64.80
49 STEP 6

50.83 56.11

60.14 51.88

54.46 69.77 63.20 66.39 63.20

51.88 64.75

63.20 51.88

60.14 78.92

68.04 68.04 66.39

78.92 60.14

51.88 78.92

63.20 54.46

80.87 53.71

71.27 100.98

68.04 80.61

80.61 60.14 69.77

68.04 CPSA/SEIU 721 MOU 2024-2027
Community Center Program Manager 602 56.12 58.92 61.87 64.96 68.21 71.62 Human Services Program Manager 602 56.12 58.92 61.87 64.96 68.21 71.62 Recreation Program Manager 602 56.12 58.92 61.87 64.96 68.21 71.62 Senior Accountant 603 50.74 53.27 55.94 58.73 61.67 64.75 Senior Buyer 611 44.86 47.10 49.46 51.93 54.52 57.25
Senior Planner 610 57.42 60.29 63.30 66.47 69.79 73.28
Supv., Code Enforcement 605 47.27 49.63 52.11 54.72 57.46 60.33 Supv., Construction Inspection 604 50.87 53.42 56.09 58.89 61.84 64.93 Supv., Custodial 606 41.65 43.73 45.92 48.21 50.62 53.15 Supv., Employment Development 611 44.86 47.10 49.46 51.93 54.52 57.25 Supv., Event Services 601 48.32 50.73 53.27 55.93 58.73 61.67 Supv., Facilities Maintenance 604 50.87 53.42 56.09 58.89 61.84 64.93 Supv., Parks Maintenance 607 45.97 48.27 50.69 53.22 55.88 58.67 Supv., Public Works Ma int. 601 48.32 50.73 53.27 55.93 58.73 61.67 Supv., PW Maint.-Tree Maint. 601 48.32 50.73 53.27 55.93 58.73 61.67 Supv., Warehouse 606 41.65 43 .73 45.92 48.21 50.62 53.15 Transportation Program Manager 602 56.12 58.92 61.87 64.96 68.21 71.62 Supv., Fleet Maintenance 604 50.87 53.42 56.09 58.89 61.84 64.93 Supv., Public Safety 608 54.66 57.40 60.27 63.28 66.44 69.77 50 CPSA/SEIU 721 MOU 2024-2027
City of Carson
Monthly Salary Schedule
Carson Professional & Supervisors Association
Effective July 1, 2026
4% COLA - Appendix C

TITLE RANGE STEP STEP STEP
1 2 3
Accountant I 901 41.42 43.49 45.67
Accountant II 902 45.72 48.00 50.41
Administrative Analyst 903 49.00 51.45 54.03
Administrative Specialist 904 42.27 44.39 46.61
Assistant Planner 905 44.38 46.60 48.93
Associate Civil Engineer 906 56.85 59.69 62.68
Associate Planner 907 51.50 54.07 56.77
Business Development Analyst 908 54.10 56.80 59.64
Civil Engineering Assistant 907 51.50 54.07 56.77
Emergency Management Specialist 904 42.27 44.39 46.61
Emergency Preparedness Analyst 914 52.77 55.40 58.17
GIS Analyst 907 51.50 54.07 56.77
GIS Technician 904 42.27 44.39 46.61
Housing Analyst 903 49.00 51.45 54.03
Housing Program Manager 909 64.31 67.52 70.90
Housing Specialist 910 55.45 58.22 61.13
Network Administrator 910 55.45 58.22 61.13
Principal Administrative Analyst 908 54.10 56.80 59.64
Project Manager 909 64.31 67.52 70.90
Public Information Analyst 903 49.00 51.45 54.03
Public Safety Specialist 904 42.27 44.39 46.61
Public Works Programs Administrator 909 64.31 67.52 70.90 Senior Administrative Analyst 907 51.50 54.07 56.77
Senior Administrative Specialist 905 44.38 46.60 48.93
Senior Civil Engineer 912 65.90 69.20 72.66
Senior Engineering Technician 913 43.77 45.96 48.25
Sr. Budget Analyst 917 58.08 60.98 64.03
Special Projects Manager 919 82.30 86.41 90.73
Storm Water Engineer 910 55.45 58.22 61.13
Systems Administrator 918 65.68 68.97 72.42
Systems Business Analyst 918 65.68 68.97 72.42
Systems Specialist 903 49.00 51.45 54.03
STEP STEP 5 STEP6
4 47.95 50.35 52.87

52.93 55.57 58.35 56.73 59.56 62.54

48.94 51.38 53.95

51.37 53.94 56.64

65.81 69.10 72.56

59.61 62.59 65.72

62.63 65.76 69.05

59.61 62.59 65.72

48.94 51.38 53.95

61.08 64.14 67.34

59.61 62.59 65.72

48.94 51.38 53.95

56.73 59.56 62.54

74.44 78.16 82.07

64.19 67.40 70.77

64.19 67.40 70.77

62.63 65.76 69.05

74.44 78.16 82.07

56.73 59.56 62.54

48.94 51.38 53.95

74.44 78.16 82.07

59.61 62.59 65.72

51.37 53.94 56.64

76.29 80.10 84.11

50.67 53.20 55.86

67.23 70.59 74.12 95.26 100.02 105.02

64.19 67.40 70.77

76.04 79.84 83.83

76.04 79.84 83.83

56.73 59.56 62.54
51 --
---------- ----------- ------ - --------------~
CPSA/SEIU 721 MOU 2024-2027
Water Quality Administrator 906 56.85 59.69 62.68 65.81 69.10 72.56 Web Developer 910 55.45 58.22 61.13 64.19 67.40 70.77
Community Center Program Manager 602 58.36 61.28 64.35 67.56 70.94 74.49 Human Services Program Manager 602 58.36 61.28 64.35 67.56 70.94 74.49 Recreation Program Manager 602 58.36 61.28 64.35 67.56 70.94 74.49 Senior Accountant 603 52.77 55.40 58.17 61.08 64.14 67.34 Senior Buyer 611 46.65 48.98 51.43 54.01 56.71 59.54
Senior Planner 610 59.71 62.70 65.83 69.12 72.58 76.21
Supv., Code Enforcement 605 49.16 51.62 54.20 56.91 59.75 62.74 Supv., Construction Inspection 604 52.91 55.55 58.33 61.25 64.31 67.52 Supv., Custodial 606 43.31 45.48 47.75 50.14 52.65 55.28 Supv., Employment Development 611 46.65 48.98 51.43 54.01 56.71 59.54 Supv., Event Services 601 50.25 52.76 55.40 58.17 61.08 64.13 Supv., Facilities Maintenance 604 52.91 55.55 58.33 61.25 64.31 67.52 Supv., Parks Maintenance 607 47.81 50.20 52.71 55.35 58.12 61.02 Supv., Public Works Ma int. 601 50.25 52.76 55.40 58.17 61.08 64.13 Supv., PW Maint.-Tree Maint. 601 50.25 52.76 55.40 58.17 61.08 64.13 Supv., Warehouse 606 43.31 45.48 47.75 50.14 52.65 55.28 Transportation Program Manager 602 58.36 61.28 64.35 67.56 70.94 74.49 Supv., Fleet Maintenance 604 52.91 55.55 58.33 61.25 64.31 67.52 Supv., Public Safety 608 56.85 59.69 62.68 65.81 69.10 72.56 52 CITY OF CARSON 701 East Carson Street
Report to Honorable Mayor and City Council
Tuesday, October 6, 2026, 5:00 PM
CONSENT 22.

To: Honorable Mayor and City Council
From: Adriana Cabrera, Human Resources Specialist HR Administration Subject: CONSIDERATION OF RESOLUTION NO. 26-116 AMENDING THE CLASSIFICATION PLAN, RESOLUTION NO. 77-111, BY ADOPTING A NEW CLASSIFICATION SPECIFICATION OF MULTIMEDIA

ASSISTANT (CITY COUNCIL)
I. SUMMARY
The Multimedia Division currently has an authorized part-time Administrative Intern II position. As the Division’s responsibilities have expanded to include original programming, social media content, event coverage, and digital communications, the duties needed have become increasingly technical and production-focused. Staff recommends creating a part-time Multimedia Assistant classification to better meet the Division’s operational needs. The Multimedia Assistant would provide production and technical support for Carson City TV, social media, video production, and other digital communication efforts. The proposed action would strengthen the Division’s ability to manage its growing workload and support the City’s communication and public engagement efforts.

II. RECOMMENDATION
WAIVE further reading and ADOPT Resolution No. 26-116, "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARSON, CALIFORNIA, AMENDING THE JOB CLASSIFICATION PLAN, RESOLUTION NO. 77-111, BY ADOPTING A NEW CLASSIFICATION SPECIFICATION OF PART-TIME MULTIMEDIA ASSISTANT" III. ALTERNATIVES

TAKE ANY OTHER ACTION THE CITY COUNCIL DEEMS APPROPRIATE IV. BACKGROUND
As part of the City's continued efforts to strengthen its communications, digital media, cable television programming, and community outreach capabilities, the City Council previously approved the establishment of the Multimedia Division and the Multimedia Manager and Multimedia Producer classifications. As the Multimedia Division has continued to develop its operations and expand the City's original programming, social media content, event coverage, and digital communications, staff has evaluated the Division's existing staffing structure and operational needs.

The Multimedia Division currently has an authorized part-time Administrative Intern II position assigned to it.

However, the duties required by the Division are increasingly technical and production-oriented and are not adequately covered by the Administrative Intern II classification.

Accordingly, staff recommends establishing a new classification of Multimedia Assistant (Part-Time). The new classification would be at-will, FLSA non-exempt, and unrepresented.

The proposed Multimedia Assistant classification is specifically designed to provide production and technical support under the general supervision of the Multimedia Manager and technical direction of the Digital Media Producer.

The Multimedia Assistant would play a key role in supporting the Division’s ongoing work. This includes assisting in the development and implementation of multimedia and digital communication strategies aligned with City goals and Council priorities. In addition, the Multimedia Assistant would provide operational and administrative support for staff. The Multimedia Assistant would assist with the production, editing, organization, and distribution of multimedia content across Carson City TV, the City’s social media platforms, and other digital communication channels.

Responsibilities would include assisting with filming and production setup for multimedia content.

Establishing this classification would allow the Multimedia Division to efficiently manage increasing workload, respond to emerging trends and technologies, and support the City's commitment to transparent communication and high-quality public engagement. The proposed classification specification (Exhibit 2) establishes appropriate minimum qualifications for the specialized nature of the position.

If the proposed action is approved, staff anticipates re-purposing part time funding from the existing Administrative Intern assigned to the Division to the newly established Multimedia Assistant classification.

V. FISCAL IMPACT
The proposed salary range for the new classification would be consistent with Salary Range 863 ($21.11 - $26.94).

There is no additional fiscal impact to the City’s approved budget associated with the proposed action and anticipated reclassification. The existing Administrative Intern position remained vacant for approximately four months, resulting in salary savings of $8,770.48. The estimated cost of the salary adjustment for the proposed Multimedia Assistant position is $3,928.63. This cost will be fully absorbed by the existing salary savings, resulting in a net savings of $4,841.85 to the City. No additional appropriation is required. Account # 101-50-504-101-5004.

VI. EXHIBITS

1. Resolution No. 26-116

2. Proposed Part-Time Multimedia Assistant classification specification (Exhibit A to Resolution No. 26-116) Attachments
Resolution No. 26-116 Multimedia Assistant.pdf
Proposed Classification Specification - Multimedia Assistant (Exhibit A to Resolution No. 26-116).pdf 01007.0004 2199640.3
RESOLUTION NO. 26-116

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARSON,

CALIFORNIA, AMENDING THE JOB CLASSIFICATION PLAN,
RESOLUTION NO. 77-111, BY ADOPTING A NEW CLASSIFICATION

SPECIFICATION OF PART-TIME MULTIMEDIA ASSISTANT
WHEREAS, Section 503 of the City’s Charter provides that the City Council shall determine, by ordinance or resolution, the amount and type of compensation to be paid to all City officers, department heads and employees; and
WHEREAS, the Director of Human Resources and Risk Management is authorized and directed under provisions of Sections 2797.3 of the Carson Municipal Code and Rule III, Section 1 of the City Personnel Rules to prepare and recommend position classification and compensation plans, after consultation with the department directors, which becomes effective upon approval by the City Council; and
WHEREAS, Rule III of the City of Carson Personnel Rules provides that modification to the classification plan, embodied in Resolution No. 77-111, shall be made only after the authorized Human Resources staff members consults with the affected Directors and affected recognized employee organizations; and
WHEREAS, the Human Resources and Risk Management Department, in coordination with the Multimedia Division, reviewed the existing classifications assigned to the Multimedia Division and determined that revisions are necessary to address the operational needs of the Multimedia Division; and
WHEREAS, the proposed Multimedia Assistant classification will create a distinct classification with assigned duties and responsibilities related to multimedia production, digital content creation, audiovisual services, and related technical support; and WHEREAS, the proposed Multimedia Assistant classification will be a part-time, at-will, FLSA non-exempt, and unrepresented classification.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CARSON,

CALIFORNIA, DOES HEREBY RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. The foregoing recitals are true and correct and are incorporated herein by reference.

SECTION 2. The City Council hereby approves the new classification of MULTIMEDIA ASSISTANT, which shall be a part-time, non-represented, at-will, and FLSA non-exempt classification, and approves the Classification Specification attached hereto as Exhibit "A." The salary range for the new classification shall be consistent with Salary Range 863 ($21.11 - $26.94).

SECTION 3. In the event of any conflict between this Resolution and any prior City resolution relating to the subject matter hereof, this Resolution shall supersede and prevail over the prior resolution to the extent of the conflict.
01007.0004 2199640.3
SECTION 4. The City Clerk shall certify to the adoption of this resolution and effective as of October 6, 2026, the same shall be in force and effect.

PASSED, APPROVED AND ADOPTED this 6
th day of October 2026.

Lula Davis-Holmes, Mayor
APPROVED AS TO FORM:

Sunny K. Soltani, City Attorney
ATTEST:

Dr. Khaleah K. Bradshaw, City Clerk

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS:

CITY OF CARSON )
01007.0004 2199640.3
I, Khaleah Bradshaw, City Clerk of the City of Carson, do hereby certify that the foregoing Resolution, being Resolution No. 26-116, was passed and approved by the City Council of the City of Carson at its meeting held on October 6, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Dr. Khaleah K. Bradshaw, City Clerk
01007.0004 2199640.3
EXHIBIT “A”
CLASS SPECIFICATION – MULTIMEDIA ASSISTANT
[to be attached]
City of Carson
Class Specification
Council Reso No.: 26-XXX
Non-Represented At-will
FLSA: Non ExemptNon-Exempt

MULTIMEDIA ASSISTANT (PART-TIME)
Job Summary
Under the general supervision of the Multimedia Manager and the technical direction of the Digital Media Producer, provides production support for the City's multimedia, digital media, and broadcast television operations. The incumbent assists with the production, editing, and distribution of multimedia content across Carson City TV (public access channels) and the City's social media platforms, and other digital communication channels. Responsibilities include assisting with video production, photography, graphic design, live and recorded event coverage, social media content creation, post-production editing, and the operation of multimedia production equipment. This position performs a variety of creative and technical tasks in support of the City's communications, marketing, and public information initiatives while developing progressively responsible experience in multimedia production.

Distinguishing Characteristics
This classification is distinguished from the Digital Media Producer in that the Multimedia Assistant provides production support and technical assistance under supervision and does not have primary responsibility for producing broadcasts or managing multimedia projects. This classification is unrepresented, FLSA non- exempt and “at-will,” part time, with no property rights to continued employment. Incumbents perform responsible administrative functions which may require receiving information and/or inquiries from staff and elected officials necessary to support the City’s goals and objectives while performing the duties and responsibilities of this position.

Incumbents are expected to have related outside experience performing the essential job functions of this position.

ESSENTIAL DUTIES
These functions are representative and may not be present in all positions in the class. Management reserves the right to add, modify, change, or rescind related duties and work assignments. (These functions are representative and may not be present in all positions in the class. Management reserves the right to add, modify, change or rescind related duties and work assignments.)

1. Assists with filming and operation set up for Multimedia content across all platforms.

2. Assists with researching creative concepts, production techniques, and digital media trends.

3. Assists with editing videos, graphics and audio content for Multimedia content across all platforms.

4. Assists with organizing and maintaining digital media assets, video libraries, production files, and project archives.

5. Assists with uploading and publishing content to social media platforms, YouTube, and City TV.

City of Carson
Class Specification
Council Reso No.: 26-XXX
Non-Represented At-will
FLSA: Non ExemptNon-Exempt

6. Assists with maintaining production equipment and reports equipment maintenance or repair needs.

7. Supports live productions and television.

8. Performs related duties as assigned.

QUALIFICATIONS
Education and/or Experience
• Associate's degree or higher in Multimedia, Film, Television, Communications, Digital Media, or a related field or,
• One (1) or more years of Digital media and/or Television production work experience (commercial, corporate, educational or cable television) or a closely related field.

Knowledge of
• Basic principles of video production, photography, and digital storytelling, video editing techniques and multimedia workflows.
• Knowledge of professional cameras, audio equipment, lighting, and production accessories.
• Adobe Creative Cloud applications, including Premiere Pro, Photoshop, Illustrator and After Effects.
• File management and digital asset organization.

Customer service and effective communication practices.

Skill and/or Ability to
• Operate professional video and photography equipment. • Basic skills for editing video and audio using professional editing software. • Design graphics for broadcast, and digital platforms. • Follow creative direction while producing high-quality multimedia content. • Communicate effectively both orally and in writing.
• Maintain organized production files and equipment inventories. • Provide excellent customer service while representing the Multimedia Division.

License/Certificate:

Possession of valid California Class C Driver License is required by date of appointment.

Employees in this classification will be enrolled in the Department of Motor Vehicles (DMV) Government Employer Pull Notice Program which confirms possession of a valid driver’s license and reflects driving record.

City of Carson
Class Specification
Council Reso No.: 26-XXX
Non-Represented At-will
FLSA: Non ExemptNon-Exempt
Physical Requirements and Working Conditions
Employee accommodations for physical disabilities will be considered on a case-by-case basis.

Positions in this class normally:
• Work in office, television studio, and field production environments. • Require frequent use of computers, cameras, editing systems, and broadcast equipment. • May work evenings, weekends, and holidays to support city meetings and community events.
• Frequently transport, set up, and operate production equipment weighing up to 40 pounds. • May work outdoors in varying weather conditions during special events and field productions.
• Require standing, walking, bending, reaching, and carrying equipment for extended periods.

CITY OF CARSON 701 East Carson Street
Report to Honorable Mayor and City Council
Tuesday, October 6, 2026, 5:00 PM
CONSENT 23.

To: Honorable Mayor and City Council
From: Nathan Freeman, Director of Community and Economic Development CD Planning Subject: CONSIDER ADOPTION OF RESOLUTION NO. 26-113, A RESOLUTION OF THE CITY COUNCIL ADOPTING THE SOUTH BAY CITIES COUNCIL OF GOVERNMENTS’ REGIONAL EARLY ACTION PLANNING

2.0 COMMERCIAL REDEVELOPMENT TO HOUSING STUDY (REAP 2.0 STUDY) AND DIRECTING STAFF TO

PURSUE APPLICABLE STUDY RECOMMENDATIONS (CITY COUNCIL)
I. SUMMARY
The Commercial Redevelopment to Housing Study is funded through a Southern California Association of Governments (SCAG) Regional Early Action Planning (REAP) 2.0 grant, which supports housing implementation.

Building off the South Bay Cities Council of Government’s (SBCCOG) earlier REAP 1.0 work, the consultant team provided a framework via the REAP 2.0 study for advancing infill housing on underutilized commercial properties, including identifying strategies to remove barriers to housing production.

South Bay communities' unique postwar suburban development patterns have an abundance of small multiple tenant commercial centers (e.g., strip malls), regional malls, industrial parks, office centers, gas stations, car dealerships, and other uses that are currently experiencing a decline in demand. The REAP 2.0 Study explores how underutilized commercial sites can be opportunities to redevelop into housing development.

The three participating cities in this study, Carson, Hawthorne, and Torrance, each selected two sites within their respective jurisdictions for detailed redevelopment feasibility analysis. The Reap 2.0 Study also incorporated input from housing developers to better understand development feasibility and challenges associated with different housing typologies within the South Bay. Overall, the study provided the cities with practical concepts and technical guidance to support thoughtful site conversion to housing and inform future planning efforts in response to Regional Housing Needs Allocation (RHNA), including preparing for the 7th Cycle Housing Element.

II. RECOMMENDATION
WAIVE further reading and ADOPT Resolution No. 26-113, "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARSON, CALIFORNIA, ADOPTING THE SOUTH BAY CITIES COUNCIL OF GOVERNMENTS’ REGIONAL EARLY ACTION PLANNING 2.0 COMMERCIAL REDEVELOPMENT TO HOUSING STUDY AND DIRECTING STAFF TO PURSUE APPLICABLE STUDY RECOMMENDATIONS" III. ALTERNATIVES
TAKE another action the City Council deems appropriate, consistent with the requirements of the law.

IV. BACKGROUND
As part of the REAP 2.0 study, City Planning staff worked with the SBCCOG and its consultant team to identify and evaluate commercially zoned properties for their potential to accommodate housing redevelopment. The study evaluated the potential for redevelopment of the subject sites from commercial uses to residential uses recognizing that the feasibility of housing development on commercial properties is influenced by market conditions, site characteristics, development costs, and appropriate housing typology.

The following two sites were selected for further evaluation:

Site 1: 24209 AVALON BLVD., a corridor small commercial lot Site 2: 20700 AVALON BLVD., 4.2 acre regional mall outparcel Both sites have potential of accommodating housing redevelopment, subject to market conditions and the selection of an appropriate development typology and facilitation strategies. For Site 1, senior housing and townhomes were identified as feasible housing typologies options given the site's size and characteristics; and for Site 2, the analysis identified regional malls having the highest potential for housing conversion due to availability of excess parking areas and the potential to generate sufficient residual land value (RLV) across multiple housing types while retaining its existing commercial anchor. This configuration option allows the introduction of residential development while maintaining the site's primary commercial function.

The following are key study takeaways:

1. Housing redevelopment follows market strength
a. New housing is most likely to occur in areas with strong underlying market conditions, such as locations with higher rental rates and land values. Zoning changes alone do not ensure redevelopment if market demand is lacking.

2. Some commercial site types are more attractive for conversion a. A significant share of RHNA capacity can be accommodated on underutilized commercial sites.

However, certain site types are more consistently viable than others. For example, surface parking areas with few existing improvements and flexible physical layouts offer the greatest flexibility for conversion. Mall parking lots emerged as key opportunity sites with high redevelopment viability while small corridor parcels are more challenging to convert due to the need for site aggregation.

3. Feasibility depends not only on density, but on the relationship between housing and parking. a. “Gentle density” products, such as townhomes, are less expensive to build and are more economically feasible and therefore more likely to be built.

4. Place, quality and design can expand suitability and feasibility a. Developers optimize projects by carefully considering placemaking, design quality, and overall attractiveness, which can directly influence feasibility. Proximity to high demand services and retailers expands feasibility opportunities and attracts developers.

5. Affordable housing requires public intervention
a. Affordable housing on commercial sites will likely require land strategies, subsidy, and public-private partnerships. Any significant number of deed restricted affordable units generally require subsidy to be financially viable. Land cost is also a critical factor as lower land values significantly improve a project’s ability to support affordable housing. For example, the Gable House development was able to acquire the land at a relatively low cost, which helped support a higher ratio of affordable units as part of the project.

6. Regulatory certainty and process shape outcomes
a. Regulatory certainty, process speed, and local capacity are critical to unlocking commercial site redevelopment. Long entitlement timelines are one of the most significant barriers to housing. Cities can play a role by prioritizing sites through an RFP or similar process to help expedite regulatory approvals.

No entitlement or approval of specific development is under consideration. Overall, the REAP 2.0 Study indicates that appropriately situated commercial properties may provide additional opportunities for housing production.

Following the review of the study findings and coordination with South Bay Cities Council of Governments, City staff recommends that the City Council adopt the REAP 2.0 Study as a planning and policy resource for the City and approve of directing staff to pursue the study recommendations, including:

1. Identifying Opportunity Sites
a. Use the REAP 2.0 site inventory containing the aforementioned identified two potential sites to prioritize outreach to owners of large, low-intensity corridor parcels. The study's site typology framework identifies mall out parcels and surface-parking-dominated sites as highest conversion potential. Proactive city engagement before a developer makes first contact can accelerate timelines.

2. Process Streamlining
a. Evaluate opportunities to expand workforce, veteran, and senior housing, helping bridge the gap between affordable and market-rate housing while supporting local economic growth.

V. FISCAL IMPACT
None.

VI. EXHIBITS

1. Presentation SBCCOG REAP 2.0 Study (South Bay Cities Restock: Sustainable Pathways to Housing, Carson)

2. Final Report (South Bay Cities Restock: Sustainable Pathways to Housing)

3. Draft Resolution No. 26-113 for REAP 2.0 Study
Attachments
Presentation SBCCOG REAP 2.0 Commercial to Housing_Carson.pdf Final Report REAP 2.0 Study (South Bay Cities Restock: Sustainable Pathways to Housing).pdf Draft Resolution 26-113 for REAP 2.0 Study_(2198692.1).pdf SBCCOG Commercial Redevelopment to Housing Study September 2026 April 2025 Partner Cities:

This Project is funded and managed by the Southern California Association of Governments (SCAG) with Regional Early Action Program 2021 grant funding from the State of California Department of Housing and Community Development.

South Bay Cities:

Restock
Sustainable Pathways
to Housing
Carson City Council Presentation
September 2026
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 PRIME

CONSULTANT

SUBCONSULTANTS

CLIENT PARTNER CITIES

OTHER SOUTH BAY JURISDICTIONS
This Project is funded and managed by the Southern California Association of Governments (SCAG) with Regional Early Action Program 2021 grant funding from the State of California Department of Housing and Community Development.

FUNDER

PROJECT TEAM
September 2026

PROJECT OVERVIEW
South Bay Cities Restock: Sustainable Pathways to Housing Regional sustainability, housing production, and
affordability goals
A strategic roadmap for redevelopment of
underutilized commercial sites to housing + an
inventory of potential sites in the South Bay

ADVANCE

PROVIDE
Insights from previous SBCCOG and SCAG
studies for commercial to residential
conversion in the South Bay

BUILD ON
September 2026

STUDY COMPONENTS

SUB-REGIONAL

SITES INVENTORY
South Bay Cities Restock: Sustainable Pathways to Housing

SITE TESTFITS
& PRO FORMA

ANALYSIS

DEVELOPER

INPUT & CASE

STUDIES
1 2 3
South Bay Cities Restock: Sustainable Pathways to Housing September 2026

KEY STUDY TAKEAWAYS
Housing Redevelopment
Follows Market Strength
New housing is most likely to occur in
areas with strong underlying market
conditions
Feasibility Depends on Housing
Typology and Parking, Not Just Density
Successful housing models depend on the
type of housing, site conditions, and parking
strategy — not just increasing density
Some Commercial Site Types are
More Attractive for Conversion
A significant share of state housing
requirements can be accommodated on
underutilized commercial sites — but
certain site types are more consistently
viable than others
Quality of Neighborhood and Design
can Expand Suitability & Feasibility
Housing feasibility is strongly tied to
market conditions — but development and
design of the neighborhood can expand
where it works
Affordable Housing Requires Public
Intervention
Affordable housing on commercial sites
will likely require land strategies, subsidy,
and public-private partnerships
Regulatory Certainty and
Process Shape Outcomes
Regulatory certainty, process speed,
and local capacity are critical to
unlocking commercial site
redevelopment
September 2026
Corridor Small Lot Redevelopment
Mall Outparcel Redevelopment
Carson
Strip Center Neighborhood Infill
Long, Shallow Corridor Site
Hawthorne
Strip Center Redevelopment
Torrance
Extra Large Surface Lot
South Bay Cities Restock: Sustainable Pathways to Housing

SITE TESTFITS - SITES SELECTED BY PARTNER CITIES
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 1: 24209 AVALON BLVD.

Existing Businesses
1 Domenick’s Pizza
1 2
2 Public Parking
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 1: TAKEAWAYS
24209 Avalon Blvd.
● Commercial site type is feasible
for redevelopment
● Small site size and location could
be a challenge for mixed-use
development with retail
● Rental housing, especially if
inclusionary units are desired, may
require a combination of density
bonus and relaxation of parking
requirements to be feasible.
● Subsidy on land as a city-owned
site might provide some flexibility.

Townhomes (15 units, 1,150 – 1,750 sqft,
26 dwelling units/acre)
Flats 3 - 5 stories (35 units , 500 – 950 sqft,
60 dwelling units/acre)
Flats 5 stories (38 units , 600 – 1170 sqft,
65 dwelling units/acre)
Senior Housing (57 units, 550 sqft,
97 dwelling units/acre)
For Sale: Likely Viable For Lease: Likely Viable
For Lease: Likely Viable For Lease: Likely Viable
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 2: 20700 AVALON BLVD.

Existing Businesses
1 Bank of America
2 Public Parking
1 2
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 2: TAKEAWAYS
20700 Avalon Blvd.
● Commercial site type is desirable
for redevelopment
● Retaining some existing retail
could preserve economic activity
while allowing new uses alongside
existing businesses.
● Parking garages and stacked
parking are viable options given
location and housing desirability
● Village-scale redevelopment
might be potentially viable.

Enhanced mobility amenities with
connection to the Local Travel
Network, and walkable proximity
to businesses could provide
opportunities for reduced parking.

For Lease: Potentially Viable For Lease: Potentially Viable Wrap and Existing Retail (262 units, 600 –
1170 sqft, 63 dwelling units/acre)
Wrap and Micro Units (380 units, 600 –1170 sqft,
91 dwelling units/acre)
Village-scale Apartments (182 units,
600 –1170 sqft, 44 dwelling units/acre)
Village-scale Apartments Option 2 (195 units,
600 –1170 sqft, 47 dwelling units/acre)
For Lease: Likely Viable For Lease: Likely Viable
September 2026
Recommendations
South Bay Cities Restock: Sustainable Pathways to Housing South Bay Cities Restock: Sustainable Pathways to Housing September 2026

RECOMMENDATIONS FOR CARSON
Identifying Opportunity Sites
● Use the REAP 2.0 site inventory to prioritize outreach to owners of large, low-intensity corridor parcels. The
study's site typology framework identifies mall outparcels and surface-parking-dominated sites as highest conversion
potential. Proactive city engagement before a developer makes first contact can accelerate timelines
Process Streamlining
● Evaluate opportunities to expand workforce, veteran, and senior housing, helping bridge the gap between affordable and market-rate housing while supporting local economic growth.

REAP 2.0 Site Inventory Tool
SBCCOG Commercial Redevelopment to Housing Study September 2026 April 2025 Partner Cities:

This Project is funded and managed by the Southern California Association of Governments (SCAG) with Regional Early Action Program 2021 grant funding from the State of California Department of Housing and Community Development.

Thank You
Any Questions?
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 1: TOWNHOMES
Fifteen 2/3-Story Townhome Units
with Ground Level Garages
Open Space
1 2
1 2
Not Considered Viable
Lease - Not Considered Viable
Sale - Likely Viable
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 1: FLATS WITH HEIGHT STEPBACKS
35 Residential Flats
12 Surface Parking Stalls
22 Parking Stalls Retained
1 2
3 3
2 1
Lease - Likely Viable
Sale - Not Considered Viable
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 1: FLATS AT 5 STORIES
38 Residential Flats
12 Surface Parking Stalls
22 Parking Stalls Retained
1 2
3 3
2 1
Lease - Likely Viable
Sale - Not Considered Viable
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 1: SENIOR HOUSING
57 Senior Units
Open Space
22 Surface Parking Stalls
1 2
3 3
2 1
Lease - Likely Viable
Sale - Not Considered Viable
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 2: WRAP WITH EXISTING RETAIL
262 Residential Flats
262 Structured Garage Spaces
Existing Bank of America Retained
Open Space
35 Parking Spaces Retained
1 2
3 2 4
1 4
3 4
5 5
Lease - Likely Viable
Sale - Not Considered Viable
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 2: WRAP AND MICRO UNITS
2 3
1 3
4 5
262 Residential Flats
262 Structured Garage Spaces
Open Space
118 Residential Micro Units
120 Parking Spaces (Stacked)
1 2
3 4
5 Lease - Likely Viable
Sale - Not Considered Viable
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 2: VILLAGE SCALE APARTMENTS
2 1
3 182 Residential Flats
Open Space
48 Surface Parking Stalls
1 2
3 Lease - Potentially Viable
Sale - Not Considered Viable
South Bay Cities Restock: Sustainable Pathways to Housing September 2026 CARSON SITE 2: VILLAGE SCALE APARTMENTS OPTION 2
195 Residential Flats
40 Surface Parking Stalls
1 2
2 1
2 Lease - Potentially Viable
Sale - Not Considered Viable
SOU

SOUTH BAY CITIES

RESTOCK
Sustainable Pathways to Housing
2 South Bay Cities Restock
Acknowledgments
Partner Cities
South Bay Cities Council of
Governments
Jacki Bacharach, Executive Director
Wally Siembab, Research Director
Jake Romoff, Project Coordinator
Shannon Heffernan, AICP, Principal
Planner
Anne Tsai, Project Coordinator
Funding for this study was provided by the
Southern California Association of Governments
(SCAG) through their Regional Early Action
Planning (REAP) program.

Studio One Eleven
Alan Pullman, AIA, Principal-in-Charge
Shruti Shankar, AICP, Urban Design
Director
Jasmine Williams, AICP, Project
Manager
David Nicholson, Design Director
Raj Kachalia, Senior Designer
Janet Le, Senior Designer
Tatiana Romero, Senior Designer
Jacob Castro, Intern
Jorge Zapata, Intern
Kosmont Companies
Ken K. Hira, President
Wil Soholt, Senior Vice President
theworksLA
Omar Ureta, Designer/Owner
City of Carson
Nathan Freeman, Community and
Economic Development Director
McKina Alexander, Planning Manager
Jarrod Coleman, Senior Planner
Richard Garcia, Assistant Planner
City of Hawthorne
Gregg McClain, Planning Director
Paige Hansen, Development Analyst
City of Torrance
Michelle Ramirez, Community
Development Director
Oscar Martinez, Planning Manager
Gregg Lodan, Neighborhood Services
Manager
Sustainable Pathways to Housing 3
Table of Contents

GLOSSARY OF TERMS

1. EXECUTIVE SUMMARY 08

2. UNDERSTANDING OPPORTUNITY:

ANALYTICAL FRAMEWORK AND METHODOLOGY 16

3. KEY FINDINGS AND RECOMMENDATIONS 21

APPENDIX

4. SITES INVENTORY METHODOLOGY 37

5. DEVELOPMENT TEST FITS & PROFORMA ANALYSIS 51
4 South Bay Cities Restock
Glossary of Terms
Housing Policy & Compliance
AB 2011 / SB 330 / CEQA: State laws referenced here.

AB 2011 allows streamlined housing on commercial land;
SB 330 limits cities’ ability to slow or downzone housing; CEQA is the state environmental-review law (with infill exemptions that can speed approvals).

Accessory Dwelling Unit (ADU): A smaller secondary
home on the same lot as a house (e.g., “granny flat,”
garage conversion).

Area Median Income (AMI): The midpoint household
income for the region, used to set affordable-housing
income limits (e.g., “60% AMI”).

Density Bonus: A State of California program letting
developers build more units than zoning allows in
exchange for including affordable units.

Entitlement / Entitlement Risk: Entitlements are
the approvals a project needs before construction;
entitlement risk is the uncertainty over whether and how quickly they’ll be granted.

Housing Element: The state-required chapter of a city’s General Plan showing how it will meet its RHNA, including a list of sites where housing can realistically be built.

Inclusionary housing & in-lieu fees: A requirement that a share of new units be affordable; developers may
sometimes pay an in-lieu fee instead, funding affordable housing elsewhere.

Market-Rate / income-Restricted / Mixed-Income:

Market-rate units rent or sell at whatever the market
supports; income-restricted (affordable) units are legally capped for lower-income households; mixed-income
projects combine both.

Ministerial (“by-right”) vs. Discretionary Review:

Ministerial approval is granted automatically when
a project meets clear objective standards (fast,
predictable); discretionary review is case-by-case, with hearings, more risk, and more delay.

Regional Housing Needs Assessment (RHNA): The
number of new housing units the state requires each city to plan for over an ~8-year cycle, broken out by income level.

RHNA Cycle (6th / 7th Cycle): The recurring planning
periods for which RHNA is assigned. Unmet need from
one cycle carries forward into the next.

Surplus Land Act (SLA): State law governing how public
agencies sell or lease unused land, generally requiring affordable-housing set-asides.

Sites, Market, & Feasibility
Activity Center: Concentrations of shops, services, and jobs clustered together.

Floor Area Ratio (FAR): Building floor area divided by lot size; a low FAR signals an under-built site.

Improvement-to-Land Value Ratio: The value of
buildings (“improvements”) relative to the land; a low
ratio suggests the structures add little value and the site is ripe for redevelopment.

Outparcel / Pad Aite: A small, separately developable
parcel at the edge of a larger shopping center, often a parking area or freestanding building.

Power Center: A large shopping center anchored by
several big-box retailers with extensive surface parking.

Sustainable Pathways to Housing 5
Pro Forma Analysis: A financial model estimating a
project’s costs, revenues, and returns to test whether it is financially feasible i.e. if it “pencils out.”
Residual Land Value (RLV): What a developer could
afford to pay for the land after covering construction
costs and required profit. A negative RLV means the
project isn’t financially viable.

Submarket: A smaller slice of the regional real estate
market with its own rent and price levels.

Test Fit: A conceptual site plan showing how much
housing of a given type could physically fit on a specific parcel.

Underutilized Commercial Site: A commercially (and in
some cases industrially) zoned property used well below its potential — for example, a low building-to-land ratio, dominated by surface parking, aging structures, or low
building value relative to land. These are this study’s primary redevelopment candidates (criteria detailed in
Section 5).

Building Types &
Construction
Construction Type III / Type V: Building-code
categories. Type V is wood-frame (lower cost/height);
Type III allows somewhat taller wood-frame, often over a podium. Cost rises with height and structure.

Housing Typology: The form a building takes —
townhomes, walk-up apartments, wrap, podium, etc.

Missing Middle Housing: Smaller-scale multi-unit
housing (duplexes, fourplexes, small apartment buildings) that sits between single houses and large complexes.

Surface / Tuck-under / Structured Parking: Surface
= open lots (cheapest); tuck-under = parking tucked
beneath the building; structured = garages/podiums
(most expensive)).

Wrap & Podium Construction: Higher-density
apartment forms built around or on top of a parking
structure; generally more expensive because of the
structured parking.

Mobility and Sustainability
Business Density: The concentration of small
businesses within walking distance which SBCCOG
research links to more local trips staying in the
neighborhood (trip capture).

Complete Neighborhood / Neighborhood Center: An
area where daily needs are reachable on a short walk;
a neighborhood center anchors it, sometimes with a
shared public facility (high-speed internet, technology, training).

Local Travel Network (LTN): SBCCOG’s planned network
of low-stress local streets designed for short trips by walking, biking, e-bikes, scooters, and NEVs.

Mobility Hub: A point where travel modes connect,
linking local micromobility to regional transit and cars for longer trips.

Neighborhood Electric Vehicle (NEV): A small, lowspeed electric vehicle suited to short local trips.

Origins and Destinations: “Origins” are where trips start; “destinations” are where people are going (often shops, jobs, services). Bringing the two closer shortens trips.

Sustainable South Bay Strategy (2009): SBCCOG’s
foundational plan establishing the subregion’s proximitybased approach to sustainable growth.

Sustainable Suburban Model: SBCCOG’s approach
of shortening daily trips by clustering housing near
destinations, rather than relying on big-city, transitoriented density.

Transportation Demand Management (TDM):

Strategies that reduce demand for car trips. Examples
include shared parking between uses, unbundling the
6 South Bay Cities Restock
cost of parking from housing, providing free transit
passes, etc.

VMT & GHG Emissions: Vehicle Miles Traveled and
Greenhouse Gas emissions. They both decrease when
trips get shorter or shift to zero-emission modes.

Zero-Emission (ZE) Micromobility: Small, low-speed,
non-polluting travel modes such as walking, bikes/ebikes, scooters, and NEVs.

Designations
HQTA / TPA / NMA: SCAG designations — High Quality
Transit Areas and Transit Priority Areas (near frequent transit), and Neighborhood Mobility Areas (walkable,
connected street grids).

SB 535 Disadvantaged Communities (DAC): Statedesignated communities burdened by pollution and socioeconomic factors, prioritized for investment.

TCAC/HCD High Resource Areas: State-mapped
areas with strong access to opportunity (schools, jobs, environment).

Funding & Agencies
Commercial Acquisition Fund (CAF): An LA County fund
letting nonprofits buy commercial properties and lease
them affordably.

Community Development Corporation (CDC): A
nonprofit that develops affordable housing and
community projects.

DTSC: California’s Department of Toxic Substances
Control, which oversees cleanup and monitoring on
contaminated sites.

LACAHSA & Measure A: The LA County Affordable
Housing Solutions Agency and the 2024 half-cent
sales tax (Measure A) funding affordable housing and
homelessness services; SBCCOG is an eligible recipient.

LIHTC: Low-Income Housing Tax Credit — the primary
federal financing source for affordable housing.

Multifamily Housing Program (MHP): A California
Department of Housing and Community Development
(HCD) affordable-housing funding source.

PATH / HIPP: SCAG’s Partnership for Advancing
Technology in Housing and its Housing Infill on Public
and Private Lands program — competitive infill-housing
funding.

REAP (1.0 / 2.0): SCAG’s Regional Early Action Planning grants funding local housing-planning work; this study is funded by REAP 2.0 and builds on a REAP 1.0 study.

South Bay Regional Housing Trust: a joint powers
authority created and launched in April 2026, to fund the planning, development, and preservation of affordable
and supportive housing across 11 South Bay cities.

Sustainable Pathways to Housing 7
8 South Bay Cities Restock
Executive Summary
1 The South Bay is a diverse collection of 16 cities and unincorporated communities in the southwestern
corner of Los Angeles County, ranging from coastal
communities to inland urban centers, and home to
approximately 1.1 million residents. The South Bay
Cities Council of Governments (SBCCOG) serves as the
regional planning and policy coordination body for these jurisdictions, working collaboratively on issues of shared importance including housing, transportation, and
sustainability.

Sustainable South Bay Model
For more than two decades, SBCCOG has advanced
a distinct vision for how a largely suburban, built-out region can grow sustainably. Rather than relying on the large-scale, transit-oriented density typical of more
urban settings, SBCCOG’s “sustainable suburban” model
focuses on shortening the distance between where
people live and the places they need to reach each day. It rests on two connected principles:
• Land Use - bringing origins and destinations closer
together. Sustainable growth begins by locating
new housing (origins) around dense clusters of the
destinations people travel to most often: shops,
services, jobs, schools, and gathering places.

These clusters can be reinforced by a shared public
facility offering high-speed internet access, shared
technology, and training — creating 21st-century
neighborhood centers that anchor complete
neighborhoods, where most daily needs sit within a
short, walkable distance (roughly a quarter to threeeighths of a mile) rather than along a car-oriented corridor.
• Transportation - connecting neighborhood
centers with clean, right-sized mobility. Complete
neighborhoods are linked to one another by zeroemission (ZE) micromobility — walking, bikes and e-bikes, scooters, and neighborhood electric vehicles
— supported by the Local Travel Network (LTN), a
low-stress network of local streets built to carry the
many short trips that connect neighborhoods to each
other. Mobility hubs then provide access to regional
transit and full-speed automobiles for the longer
trips to destinations outside the South Bay.

Issues and Opportunities Today
Cities across the South Bay now face a fundamental
challenge: accommodating substantial new housing
growth within largely built-out communities while
meeting State-mandated targets of the Regional Housing
Needs Assessment (RHNA), with little vacant land
remaining on which to place it.. At the same time, many existing commercial corridors and sites – particularly
those for retail, office, and service commercial uses – are increasingly underutilized . Shifts in the commercial real estate market — driven by the growth of e-commerce
and post-pandemic changes in work patterns — have led
to rising retail vacancies, underperforming commercial
centers, and reduced demand for some office and retail
space. As a result, many of these sites are no longer
operating at their highest and best use, creating both a challenge for cities and a meaningful opportunity for new housing.

Beyond simply meeting housing unit targets, SBCCOG’s
goals emphasize the importance of delivering
sustainable housing consistent with SBCCOG’s model
—housing that is located in walkable and amenity-rich
areas that support micromobility, reduce dependence
on private internal combustion vehicles, and support
complete, mixed-use neighborhoods. In the South Bay
context, this requires aligning housing production with existing corridors, destinations, and mobility networks to create more livable and connected communities over
time, so that meeting housing targets and building a

1.1 Overview
Sustainable Pathways to Housing 9
UV91
¨¦§710
¨¦§105
¨¦§ ¨¦§110 405

GARDENA

HAWTHORNE

HERMOSA
LOMITA

MANHATTAN
BEACH

PALOS VERDES

ESTATES
RANCHO
PALOS
VERDES

REDONDO BEACH

ROLLING HILLS

ROLLING
HILLS

ESTATES

TORRANCE

EL CAMINO

VILLAGE

WESTFIELD
DEL
AIRE
LENNOX

ALONDRA
PARK

WESTMONT / WEST ATHENS
CARSON

WEST CARSON

LOS ANGELES
(DISTRICT 15)

INGLEWOOD

EL SEGUNDO
0 1 2 0.5 Miles
BEACH
Unincorporated
L.A. County Areas

LAWNDALE

LA RAMBLA
South Bay Cities
& Unincorporated L.A. County Areas
The South Bay Cities Council of Governments (SBCCOG) is a joint powers authority of 16 cities and the County of Los Angeles that share the goal of maximizing the quality of life and productivity of the South Bay region. Our members are Carson El Segundo, Gardena, Hawthorne, Hermosa Beach, Inglewood, Lawndale, Lomita, Manhattan Beach, Palos Verdes Estates Rancho Palos Verdes, Redondo Beach, Rolling Hills, Rolling Hills Estates, Torrance, and the Harbor City/San Pedro/Wilmington communities of the City of Los Angeles, along with the unincorporated areas of the County of Los Angeles District 2 and 4 more sustainable region advance together rather than as competing goals.

Under California Housing Element law, cities must
identify housing opportunity sites that are not only
sufficient in capacity, but also available, suitable, and feasible for residential development within the planning period. In built-out environments like the South Bay, this increasingly requires cities to look beyond vacant land and intensification of existing residential properties
and evaluate the realistic potential for redevelopment of underutilized commercial sites.

The South Bay ReStock Study
This study builds upon the 2023 SBCCOG study Housing
Roadmap: Redevelopment of Commercial to Sustainable
Housing (funded by SCAG Regional Early Action Planning
/ REAP 1.0). The REAP 1.0 funded study highlighted
the potential for commercial sites redevelopment as a
meaningful pathway to add more housing in a built-out
region like the South Bay. The current study reinforces several of those findings, but goes beyond to combine
site inventory and analysis, development test fits for
sites identified by partner cities as well as sites from the inventory, pro forma analyses for the development
test fits, as well as input from housing developers to
understand:

1. Where redevelopment of sites to housing is likely
feasible in practice;

2. What types of housing are more viable given current
market values and development costs, and;

3. What actions cities can take to enable more
conversion of underutilized commercial sites
to housing that supports SBCCOG’s sustainable
suburban model for the South Bay.

The findings demonstrate that while commercial sites
represent a meaningful source of potential housing
capacity, their ability to meet RHNA requirements and
support new housing development and affordable
housing depends on a combination of market conditions,
site characteristics, urban context, and local policy
choices. The study also finds that often, the strongest opportunities for commercial-to-residential conversion
with multifamily housing are concentrated along
walkable corridors and near key destinations such
as local business clusters and major employers. This
indicates that meeting housing targets and building
more sustainable, connected communities can be
complementary goals, and cities should plan for mobility, economic development, and multifamily housing
together.

Jurisdictions within the South Bay Cities Council of
Governments (SBCCOG)
10 South Bay Cities Restock
Housing redevelopment follows market strength
New housing is most likely to occur in areas where rents and home prices are already high enough to support development costs. In lower-value markets, new housing developments may meet zoning requirements but the numbers may not work for a developer to actually build housing today, which limits how much those sites can realistically contribute toward a City’s current RHNA targets.

Some commercial site types are more attractive for conversion in the South Bay
A significant share of a city’s RHNA capacity can be accommodated on underutilized commercial sites — but certain site types are far more consistently viable than others. Commercial sites with large parcels, excess parking, and lower economic activity, such the freestanding “pad” sites around the edges of large shopping centers and malls, are more likely to be available and suitable for redevelopment. Smaller parcels, sites with several different owners, or businesses that are still doing reasonably well, present greater barriers and are less likely to be redeveloped within the Housing Element planning period.

Feasibility depends on housing type and parking, not just density Allowing higher density alone does not guarantee that housing actually gets built. In many South Bay markets, lower- to mid-density housing types—such as townhomes and walk-up apartments, often called missing middle housing or gently density housing —are more financially feasible than higherdensity buildings that wrap around or sit on top of structured parking (the “wrap” and “podium” types).

This is mainly because they cost less to build — especially when it comes to parking. Matching zoning to the building types that actually pencil out is essential if sites are going to be developed. Setting density minimums too high — or maximums too low — can unintentionally make housing infeasible when those rules don’t match what the local market will support.

1.2 Key Findings
This study examined dozens of commercial sites across the South Bay, combining mapping, financial analysis, and direct input from developers to identify where housing conversion is realistic, what forms it is most likely to take, and what conditions enable or constrain it. The findings show that commercial-to-residential redevelopment presents a genuine opportunity in the right markets and for the right site types, but it will not happen on its own, and the opportunity is not spread evenly across the region.

Six key findings emerge from the analysis, that are explored in more detail in Section 3.

Sustainable Pathways to Housing 11
Quality of place and design can expand site suitability and feasibility Being close to clusters of shops, services, and other destinations — within an easy, safe walk, and supported by better local mobility options like the Local Travel Network (LTN) — along with good site design, can raise both the market demand for new housing and community support for it. Strong design and investment in the surrounding area can turn otherwise marginal sites into places where housing can succeed.

Regulatory certainty and process shape outcomes
Even in strong markets, uncertainty about whether and when a project will be approved (often called entitlement risk), unclear standards, and long processing timelines can prevent otherwise viable projects from moving forward. Clear, predictable City processes — and faster “by-right” (ministerial) approvals that don’t require case-by-case discretionary review — can make the difference in whether projects actually break ground.

Affordable housing requires public intervention
Market-rate development alone will not deliver significant levels of affordable housing on commercial sites. Simply adding more housing supply does not, by itself, immediately make housing affordable to lower-income households; that typically takes public dollars or tools like density bonuses that require subsidized housing units. While higher-value areas may support some mixed-income development, most affordable housing production will require public land, subsidy, and public-private partnerships to close the gap between what it costs to build and what lower-income renters can pay and ensure RHNA obligations are met across income levels.

1.3 Sites Inventory
Through a subregional inventory of underutilized commercial sites, the study identifies a substantial pool of potential redevelopment sites across the South Bay that can inform Housing Element updates. This inventory has been refined to prioritize sites that are more likely to be suitable for housing, i.e. physically and contextually appropriate, and attractive for conversion due to economic underutilization. The analysis also acknowledges that many sites still face constraints related to ownership, existing uses, infrastructure, or market conditions.

Collectively, these sites represent a meaningful opportunity to contribute toward RHNA obligations—but only if cities move beyond theoretical zoning capacity and instead focus on creating a realistic pipeline of housing development through targeted policies, streamlined approvals, and strategic partnerships. 12 South Bay Cities Restock
Analysis and scoring of commercial sites for the Sites Inventory Sustainable Pathways to Housing 13

1. Focus on high-opportunity sites within
destination areas
Prioritize underutilized commercial sites located along corridors and within established activity centers —
places where people already shop, work, and gather —
where housing can reinforce existing destinations and
support more walkable, mixed-use environments. Since
feasibility follows market strength, the right approach differs by market: lead with redevelopment where the
market is strong, and lean on incremental and publiclysupported housing where it is not.

Tools and Strategies
• Start with the largest, lowest-intensity sites — big
surface parking lots, aging strip centers, and mall
“pad” sites with one or few owners — which are the
most likely to actually redevelop.
• Use the project’s Sites Inventory Tool to identify and rank these parcels in the city.
• Give priority to sites within a short walk (about ¼–⅜ mile) of a dense cluster of destinations and along
planned LTN routes.
• Where a site is close to feasible, use targeted public tools — fee waivers, pre-zoning, and infrastructure
funding — to tip the economics; reserve direct
affordable subsidy for the weakest markets.
• In weaker markets where commercial
redevelopment won’t pencil, support incremental
housing instead (ADUs and small-scale infill) to add
lower-cost units and spread growth more broadly.

2. Enable a range of housing types
Allow a range of housing forms, not just the highestdensity option, so projects can pencil out across different sites and markets.

Tools and Strategies
• Explicitly permit townhomes, walk-up apartments,
small “missing middle” buildings, and senior housing
in commercial zones.
• Adopt a set of pre-approved building plans, such as
a “pattern book” of ready-made designs for missing
middle types like duplexes, fourplexes, townhomes,
and cottage courts, so small builders can get a
permit quickly using designs the city has already
reviewed and approved, instead of paying to design
and vet each project from scratch.
• Set density minimums and maximums with flexibility
to match what the local market will actually support,
so zoning doesn’t accidentally block feasible
projects.

3. Improve certainty and reduce risk,
while maintaining quality
Reducing entitlement risk (uncertainty over whether
and when a project will be approved) and streamlining
approvals is essential but should be paired with clear, predictable design and development standards.

Providing certainty around both process and outcomes
allows cities to achieve higher-quality development
without introducing additional risk for developers.

Tools and Strategies
• Adopt Objective Design Standards (ODS) so qualifying
projects can be approved “by-right” (ministerially),
without case-by-case discretionary review.
• Use State streamlining tools such as AB 2011, SB 330, and CEQA infill exemptions to create clear by-right
pathways on commercial land.
• Publish target review timelines and assign a single
point of contact for housing applications (such
as San Diego’s Affordable Housing Permit Now
program).
• Offer technical assistance to smaller, noninstitutional developers pursuing smaller sites.

1.4 Takeaways for South Bay Cities
Based on the findings from the study, there are several targeted, strategic approaches that the South Bay Cities can adopt to prioritize and facilitate the conversion of underutilized commercial sites to new sustainable housing. Each takeaway below pairs the direction with a short list of specific tools cities can act on now; all are detailed further in the recommendations in Section 3.
14 South Bay Cities Restock

4. Rethink development and mobility
together
Reducing required parking can make projects feasible,
but only works when residents have real ways to get
around without a car.

Tools and Strategies
• Tie parking reductions to LTN proximity (e.g., a set
reduction for projects near an implemented LTN
route).
• Require new housing to include secure parking
and charging (110V outlets at minimum) for e-bikes,
scooters, and NEVs, and consider shared-use
micromobility devices as a building amenity
• Allow shared and unbundled parking and other
Transportation Demand Management (TDM)
measures
• Coordinate LTN buildout with housing-opportunity
sites so mobility and housing reinforce each other.

5. Focus on economic development,
quality of a place and urban design
Housing feasibility is influenced not only by market
conditions, but also by the quality of the surrounding
environment. Cities can expand where housing is viable
by improving the places around it.

Tools and Strategies
• Locate housing within a short walk (¼–⅜ mile) of a
dense cluster of shops and services, and invest in
the specific public spaces that draw people there —
sidewalks, street trees, lighting, crosswalks, small
parks and plazas, and community/digital hubs.
• Keep neighborhood-serving businesses healthy
using County tools (for e.g. the RENOVATE façadeimprovement program, the Commercial Acquisition Fund, the Small Business Mobility Fund) and local
Business Improvement Districts (BIDs).
• Require designs that connect to the street and
to neighboring buildings: active ground floors
(storefronts, lobbies, or windows rather than blank
walls), human-scaled facades, and pedestrian links
to adjacent streets and LTN routes.

6. Use public tools to unlock affordable
housing production
Leverage public land, funding, and partnerships to
address feasibility gaps, particularly for lower-income housing. Market-rate development alone will not produce much affordable housing — closing the gap takes public
intervention.

Tools and Strategies
• Use the South Bay Regional Housing Trust (SBRHT)
and County resources (Measure A / LACAHSA funds)
to subsidize affordable units.
• Layer state and federal sources, for example, HCD’s
Multifamily Housing Program with Low-Income
Housing Tax Credits.
• Make city- or agency-owned sites available through
RFPs and use inclusionary or in-lieu fee programs to
build a local funding stream.
• Recruit and support mission-driven nonprofit (CDC)
affordable-housing developers.

7. Be aware of changing market dynamics
Real estate markets are cyclical, and development
fundamentals change over time. Whether a project
is feasible depends on land values, construction and
financing costs, and lender appetite all lining up at
once. Current market conditions are generally more
favorable for townhome development (usually for-sale,
wood-frame, and built without structured parking)
and generally less favorable for multifamily rental
apartments and for-sale condominiums, which carry
higher construction and financing costs. Favored
development type and financial feasibility will fluctuate over time. Absent public investment, cities cannot force development to occur when it is not financially feasible, regardless of mandate.

Tools and Strategies
• Keep the Sites Inventory Tool updated as market
conditions shift.
• Right-size parking reductions and incentives to
match real changes in travel behavior and demand.
• Time public subsidy and city-led site assembly to the lowest points in the cycle, when private feasibility is weakest.

Sustainable Pathways to Housing 15
Apollo South Bay market-rate apartments in Gardena, CA, Completed January 2026.

Thrive on 7th project in Downtown San Pedro, completed in 2023 includes 32 market-rate housing with 3 deed-restricted inclusionary units
16 South Bay Cities Restock
Understanding Opportunity:

Analytical Framework and Methodology
2 2.1 Study Framework: From
Theoretical Capacity to
Realistic Opportunity
As described in Section 1, the South Bay’s housing
opportunity lies less in vacant land than in the
redevelopment of underutilized commercial sites. This
study addresses where housing can realistically be
built, and where new housing can best support more
sustainable, walkable communities. To answer these
questions, the study applies a multi-layered approach
with four main components:

1. Partner City-identified sites - Commercially zoned
housing opportunity sites nominated for study by
participating South Bay cities, drawing on local
knowledge of market interest, ownership, and policy
priorities. Direct city participation is a defining
feature of this REAP 2.0 effort and a key advance
over the REAP 1.0 study.

2. Subregional sites inventory – a data-driven scan
that identifies and ranks candidate underutilized
commercial sites across all member cities

3. Site-specific test fits and pro forma analyses –
conceptual development scenarios and financial
modeling that test what could actually be built on
representative sites, and whether it pencils

4. Developer input – interviews with active affordable
and market-rate developers with experience working
in the South Bay to ground findings in real-world
market conditions and decision-making
Together, these layers show not just not just where
housing could occur in theory, but where it is most
likely to be delivered in practice, and how cities can
proactively guide growth toward the right locations and development patterns.

2.2 Partner City-identified
Sites
A defining feature of this study, and a significant advance over the REAP 1.0 Housing Roadmap is the hands-on
participation of South Bay cities in selecting and shaping the sites studied. Where REAP 1.0 established the
regional case for commercial-to-residential conversion, this REAP 2.0 study brings individual cities into the
analysis as active partners, ensuring the work reflects real local priorities and produces findings that cities can act on directly.

Three partner cities — Carson, Hawthorne, and Torrance
— worked closely with the study team through a series
of working sessions. Staff from each city hand-selected two sites of particular interest for more detailed study and shared the local knowledge they held on each,
including ownership, prior development interest, and
current planning priorities. In every case, cities chose sites that aligned with their own ongoing housingproduction strategies, so the analysis would directly support decisions already on their agenda.

The selected sites reflect a range of local strategies. For instance, Carson chose a small corridor site the City had recently acquired specifically to pursue conversion to
housing. Hawthorne focused on its commercial corridors
— encouraging more mixed-use development along
Hawthorne Boulevard while consolidating commercial
activity there, and reconsidering underperforming
commercial sites along Avalon Boulevard as housing
opportunities. Torrance selected one of its largest
redevelopment opportunities: a surface parking
lot of more than 14 acres that had drawn private
redevelopment interest in the past.

Sustainable Pathways to Housing 17
For each site, the study team conducted detailed
research into the planning, zoning, and physical context to determine the most appropriate development
scenarios, then prepared physical test-fit layouts and
pro forma analyses to assess what could realistically be built and whether it would be financially feasible. The results were shared back with each city to directly inform their housing strategies, policies, and next steps.

2.3 Subregional Sites
Inventory: Identifying
Candidate Sites
Complementing the partner-city selections described in
Section 2.2, this layer developed a GIS-based inventory of underutilized commercial sites across all SBCCOG
member cities , taking a broader, data-driven view of
opportunity across the subregion. Commercial (and
certain industrial, such as warehouse) parcels screened for underutilization, defined by physical and economic
indicators:
• Physical indicators, , such as low development
intensity (e.g., low floor area ratios), surface parkingdominated sites, and aging building stock • Economic indicators, including low improvementto-land value ratios and signs of declining commercial performance
Sites were further evaluated using suitability criteria aligned with SBCCOG’s and the subregion’s sustainable
housing goals, as well as factors that influence affordable housing funding priorities. These included:
• Proximity to transit, the Local Travel Network (LTN), and walkable street systems
• Access to amenities, employment, and existing
destination areas using Data Axle business data to
identify clusters of existing business activity
• Avoidance of environmental hazards
• Consideration of equity factors, including
disadvantaged communities and high-opportunity
areas
• Access to digital infrastructure, such as proximity to the SBCCOG broadband network
Rather than applying simple pass/fail criteria, these
attributes were combined into a weighted scoring
framework so that sites could be evaluated holistically.

Each attribute was scored, grouped into composite
scores, and weighted by significance to produce an
overall development-potential ranking for every parcel
(the full criteria, weights, and data sources are detailed in the Appendix).

Applying this framework, the inventory tool analyzed
and ranked over 10,000 underutilized commercial
parcels across all SBCCOG member cities, with overall
scores ranging from 2 to 21. Over 4,000 sites were
Sites selected by Partner Cities with test fit examples Carson Torrance Hawthorne
18 South Bay Cities Restock
Note:

Sites selected from the Sites Inventory Tool prioritized a diversity of sites including a variety of site sizes for the test fit studies. The final inventory was optimized to only include sites above a minimum size of 0.5 acres.

Site # Commercial Site Type Location Address Size (acres) Source 1 Corridor Small Lot Carson 24209 Avalon Blvd. 0.59 Partner City 2 Mall Outparcel Carson 20700 Avalon Blvd. 4.16 Partner City 3 Neighborhood Strip Center Hawthorne 645 N Hawthorne Blvd. 1.6 Partner City 4 Shallow Corridor Site Hawthorne 11706 Prairie Ave. 0.69 Partner City 5 Large Strip Center Torrance 20912 Hawthorne Blvd. 5.09 Partner City 6 Extra Large Surface Lot Torrance 2500 Redondo Beach Blvd. 14.33 Partner City 7 Surface Lot El Segundo Sepulveda/ Mariposa 1.8 Sites Inventory 8 Industrial Edge Site Gardena 1215 W 132nd St 2.0 Sites Inventory 9 Big Box Redevelopment Inglewood 11387 Crenshaw Blvd. 5.8 Sites Inventory 10 Surface Lot LA County 25841 Normandie Ave. 9.5 Sites Inventory 11 Motel Conversion Lawndale 14809 Hawthorne Blvd. 0.4 Sites Inventory 12 Corridor Site Lomita 2347 Pacific Coast Hwy. 1.7 Sites Inventory 13 Large Post-industrial Site Wilmington 1022 Eubank Ave. 3.0 Sites Inventory shortlisted based on their scores being in the top half, then narrowed by selecting the highest-scoring sites in each South Bay jurisdiction. These were further groundtruthed through desktop surveys (review of satellite and street-view imagery to verify current conditions) and
compared against cities’ existing and selected Housing
Element opportunity sites to prioritize new opportunities not already in local inventories. This process narrowed the pool to roughly 80 representative candidate
sites, distributed across all South Bay jurisdictions
and spanning a range of locations, parcel sizes, and
development conditions, which were carried into the
final inventory. The complete, queryable inventory is
available through SBCCOG’s Sites Inventory Tool.

2.4 Site-Specific Test fits
and Pro Forma Analysis
The study conducted detailed test fits and financial
feasibility analyses on 13 sites. For each one, the team prepared a “test fit” — a conceptual site plan showing
how much housing of a given type could physically
fit on the parcel — paired with a financial feasibility (“pro forma”) analysis. Six of these were the partnercity selections described in Section 2.2 (two each in Hawthorne, Torrance, and Carson); the remaining seven
were drawn from the subregional inventory to capture
a diversity of site types, locations, and redevelopment conditions across the South Bay.

Sustainable Pathways to Housing 19
Analysis Included for Each Site
• Conceptual test fit scenarios, laying out different
housing types (for example, townhomes, walk-up
apartments, or wrap and podium buildings) and site
arrangements to see what physically fits.
• Development yield, i.e. how many units each
scenario produces and how efficiently it uses the
site.
• Pro forma (financial) modeling — testing whether
each scenario is financially feasible under current
construction costs, parking requirements, and
market conditions. A central measure is residual
land value (RLV): what a developer could afford to
pay for the land after covering construction costs
and a required profit. A higher RLV signals a more
feasible project, while a negative RLV means it does
not pencil. Comparing each site’s RLV against the
likely market value of the land also showed whether
a project could support some income-restricted
(affordable) units or only market-rate housing
This step was critical in identifying not only how much housing fit on a site, but which types of housing may
be most viable on different types of underutilized
commercial sites under current market conditions.

Detailed test-fit layouts and pro forma results for
individual sites are provided in the Appendix.

2.5 Market Validation:

Developer Input &
Methodology
To complement the quantitative analysis, the study
incorporated direct input through interviews of both
market-rate and affordable housing developers active in the South Bay.

Developer Conversations
The team held five developer meetings over the course
of the study, conducted as virtual meetings. Participants reflected the range of firms building in the subregion
— for example, market-rate homebuilders, developers
focused on mixed-use and infill redevelopment in the
South Bay, and mission-driven nonprofit affordable
housing developers. Each had direct experience
delivering projects in the South Bay, and the discussions were designed to test the study’s assumptions against
how developers actually evaluate sites, structure deals, and decide whether to move a project forward.

Example Test fit study and pro forma analysis for Site# 4 in Hawthorne - Shallow Corridor Site along Prairie Avenue.

See Section 5 in the Appendix for detailed test fit and pro forma analysis for all studied sites.

Site #4 (Hawthorne - Prairie Avenue ) Townhomes
Lease - Not Viable; Sale - Likely Viable
20 South Bay Cities Restock
Themes from Developer Conversations
• Parking is one of the biggest levers on feasibility.

Developers repeatedly named parking as the factor
that often makes or breaks a project. Structured
(garage) parking can cost upwards of $30,000 per
space, which pushes higher-density apartments
out of reach in all but the strongest-rent markets.

Developers, including affordable housing developers,
still need some parking to lease and operate their
properties (one affordable housing developer noted
that roughly a third of their tenants own cars).

Developers shared consensus on asking for cities to
right-size parking ratios, allow shared parking, and
pair these with real walkable neighborhoods.
• Density alone doesn’t make a project pencil. Forsale homes generally run from about 12 units/acre (detached) up to about 30 units/acre (small-lot and
townhomes), while apartments typically need 60
units/acre or more. The podium and wrap buildings
that reach those densities carry the high structuredparking costs above. In today’s market, townhomes are the most consistently feasible product partly due
to lower parking costs; rental apartments and condos
are harder to deliver.
• Capital market conditions are a major headwind.

Expensive debt, low leverage, and higher investor
return expectations (that have grown from roughly
5–5.5% four years ago to 6.5–7% today) mean that
many rental projects have not penciled for the past
few years except in the highest-rent areas.
• Adding density without affordability requirements
can backfire. Allowing more density tends to raise
land values, which in turn can make affordability
harder, not easier. Developers advised pairing
any upzoning with inclusionary (affordable)
requirements, and having cities clearly state whether
they are prioritizing total unit count, affordability, or for-sale housing.
• Process friction and uncertainty add real cost.

Developers cited long, unpredictable approvals, with
some cities requiring seven to eight rounds of plan
check versus a typical three or four, often through
outsourced reviewers with little accountability,
which all add up to nine months and significant
carrying cost. Clear, “by-right” approval paths and
state streamlining laws (such as AB 2011) help,
though the prevailing-wage requirements attached
to some of those tools can cancel out the savings.

Similarly, other regulatory constraints such as
potential new requirements from the Department of
Toxic Substances (DTSC) for annual reporting over
a 30-year period on post-industrial sites requiring
remediation, create significant barriers for the
conversion or redevelopment of these site types.
• Off-site and infrastructure costs can sink infill
projects. Requirements to underground overhead
power lines, upgrade storm drains, or fund other
public improvements can add millions of dollars and
months of utility-driven delay, which are sometimes
enough to make an otherwise viable project
infeasible. City help in sharing these off-site costs
was highly valued.
• Condominiums are largely avoided because of
litigation risk. The risk of construction-defect
lawsuits (and a long liability tail) discourages condo
development despite real demand. Townhome-style
condos and potential legal reform were seen as the
more likely path forward.
• Affordable housing follows the funding. Nonprofit
developers select sites based on what scores well for
funding programs — for instance, tax-credit criteria
that favor transit- and amenity-rich, high-resource
areas — generally prefer sites of roughly 60 or more
units, and avoid parcels next to single-family homes
in favor of commercial-adjacent ones. They flagged
community opposition and long timelines as the
biggest hurdles, and pointed to city prioritization,
RFP and by-right sites, local funding, and an SBCCOG
advocacy and coordination role as the things that
move projects faster. Per-unit costs are rising —
recent South Bay projects came in under roughly
$500,000–$600,000 per unit, versus about $700,000
in the City of Los Angeles and $1 million in the Bay
Area.

Together, these conversations grounded the study’s
assumptions in real-world market behavior and directly
shaped the findings and recommendations in Section
3 — especially those on parking and housing type (3.3), regulatory certainty and process (3.5), and the distinct tools that affordable housing requires (3.6).

Sustainable Pathways to Housing 21
Key Findings and
Recommendations
3 This section synthesizes key findings and
recommendations to guide SBCCOG member cities in
advancing housing production and sustainable housing
development. Findings draw on the subregional site
inventory, the feasibility testing,developer interviews, and the direct input of partner cities as described in
Section 2. They address both RHNA requirements and
SBCCOG’s goals for sustainable, walkable neighborhoods, as introduced in Section 1.

3.1 Housing Redevelopment
Follows Market Strength
Finding
Housing development on commercial sites is driven
primarily by market strength. New housing is most
feasible in areas where rents and home values are
already high enough to cover development costs,
typically in activity centers with access to jobs, services, and existing amenities.

Zoning alone is insufficient to induce more housing units to be built, and commercial sites in lower-value markets may see little or no redevelopment even when zoning
allows substantial housing on paper. .

The current gap between market rents and development
costs in lower-value South Bay areas reflects persistent factors, including proximity to industrial uses, lower
household incomes, and limited access to amenities.

These challenges do not resolve on their own with simply by allowing more density (upzoning); they continue to
shape how desirable these areas are for new housing.

Another important consideration is that the sites where housing is most financially feasible may not always be
the sites that best advance SBCCOG’s sustainability
goals. Housing sustainability follows proximity; i.e.
whether a site is close enough to walk to a dense cluster of everyday destinations. Some strong-market sites
where housing would be feasible are highly walkable,
but others are not. Cities therefore should consider both, market strength and proximity to business clusters in
making decisions on where to promote or support future
housing production.

Tier A: Strong Parts of Torrance, El Segundo
Markets
Tier Locations
Tier B: Marginal
Market (Viable with
right typology and
facilitation)
Tier C: Weaker
Markets (Conversion
may not be viable
without subsidy)
Carson (Avalon corridor), parts of Gardena, parts of Hawthorne (along Hawthorne Boulevard), Lawndale and Lomita
Wilmington, Unincorporated LA County, (Harbor City / Normandie area) 22 South Bay Cities Restock
Examples from Pro Forma Studies
The pro forma results across the study’s 13 sites
helps to illustrate this pattern. In Torrance, which has the strongest multifamily rents of the primary cities
evaluated, Site #5 (Torrance - Hawthorne Blvd.) produced the highest residual land value in the study and appeared sufficient to support acquisition of an active commercial site with multiple owners and existing economic utility.

By contrast, both lower-value test sites from the study showed negative or near-negative Residual Land Values
(RLV) across all but the most minimal development
scenarios. At Site #13 (Wilmington- Eubank Ave), no
apartments were financially viable, and even the lowestdensity townhome option did not support enough land value to acquire the property, a result still characterized as not considered viable, although a higher number of
townhomes may change that result. Site #10 (LA County
- Normandie Ave) was financially infeasible across every scenario, made worse by the requirement to replace an
adjacent hotel’s existing parking. These sites carry builtin cost burdens that market-rate development may not be able to overcome in the today’s market.

Cities that consistently fall short of RHNA targets face compounding obligations in successive cycles — their
7th Cycle allocations will reflect unmet need carried
over from the 6th Cycle. For cities where market-rate
development is feasible but has not translated into
actual housing, the gap between zoned capacity and
actual housing often comes down to regulatory friction, uncertain approvals, the absence of clear development
pathways, or a lack of interest from existing landowners.

Removing those barriers is often the clearest and most
achievable near-term action cities can take to spur more housing production.

Evidence from Case Studies
This overall finding on market strength also aligns with real-world evidence: the Gable House Apartments at
22501 Hawthorne Boulevard, a 218-unit mixed-use
project delivered on a former commercial site, was
financed and constructed despite increasing interest
rates and rising construction costs, reflecting developer confidence in achievable rents in that corridor.

Site #5 (Torrance - Hawthorne Boulevard) - Test fit for high density multifamily housing built as a ‘wrap’ around parking garage was identified as ‘Likely Viable’ despite high cost of structure parking, due to high rental market. See Appendix Section 5 for details.

Sites located in lower value markets such as Site #13
(Wilmington - Eubank Ave) at the top and Site #10 (LA County - Normandie Ave) at the bottom, were not feasible for most housing types. See Appendix Section 5 for details.

Site #5 (Torrance - Hawthorne Blvd ) Wrap Building
Site #13 (Wilmington - Eubank Ave) Townhomes
Site #10 (LA County - Normandie Ave) Flats
Lease - Likely Viable
Sale - Not Viable
Lease - Not Viable
Sustainable Pathways to Housing 23
Recommendations
Cities should adopt a dual strategy: leverage strong
markets, while addressing feasibility gaps.
• Focus growth in high-opportunity areas. Prioritize
underutilized commercial sites in corridors and
activity centers where strong market conditions and
SBCCOG’s sustainability goals already align.
• Require active ground floors and walkability
improvements as conditions of approval. In strongmarket corridors, make project approval contingent on active ground floors with street-facing shops
and services, lobbies, windows and entries rather
than blank walls, along with reduced car parking
requirements, dedicated parking and charging for
smaller electric vehicles such as Neighborhood
Electric Vehicles (NEVs), and improved pedestrian
connections. This ensures that market-viable
projects also strength the quality of the place.
• Deploy public tools in marginal markets. In weaker
rental markets, targeted public investment such
as fee waiver policies, pre-zoning, infrastructure
funding, and affordable housing funding resources
provided through the South Bay Housing Trust, can
tip the feasibility for projects that would otherwise
not proceed. It may be prudent to reserve direct
subsidy programs for the lowest-value markets
where market-rate development cannot work on its
own.
• Support incremental housing in lower-value
neighborhoods. Support ADUs and smaller-scale
development as a complementary strategy where
large commercial redevelopment is infeasible.

This distributes housing growth more broadly,
adds naturally lower-cost units, and reinforces
neighborhood stability without requiring high rents
that commercial conversion depends on.
• Maintain a living subregional site inventory.

SBCCOG should institutionalize the site inventory
from this study as an ongoing, monitored resource
— updated as market conditions evolve and linked
to both Housing Element cycles and LTN investment
planning — so cities and the Council of Governments
share a durable, evidence-based tool for tracking
realistic housing pipeline opportunities.

Case Study - Gable House Apartments under construction on former commercial site in Torrance, with 218 units including 17 inclusionary housing units.
24 South Bay Cities Restock

3.2 Some Commercial Site
Types Are More Consistently
Viable for Conversion
Finding
Not all underutilized commercial sites are equally
suitable for housing. The most convertible sites tend to share a few features : large parcels, plenty of surface parking, low economic output per acre, consolidated
ownership, and enough room to redevelop in stages
without clearing the whole site at once.

RHNA strategies that assume broad-based commercial
conversion may overestimate how much housing will
actually be built. Many sites will not redevelop within the planning period because they still generate solid income, have multiple owners, or carry built-in cost burdens. The table below groups sites into three tiers of conversion potential, drawing on the study’s pro forma testing:

Site Types:
• Regional malls and large shopping centers
• Power centers and large-format retailers with excess surface parking • Low-rise office campuses
• Large institutional or hospital campuses with underutilized parking Characteristics: Large land areas with low building coverage; significant excess surface parking; low economic productivity per acre; consolidated ownership; ability to redevelop in stages without full site clearance.

Examples from Pro Forma Studies (See Appendix): Site #2 (Carson- 20700 Avalon Blvd, 4.2 acres) which is a mall outparcel with a lot of surface parking, produced sufficient Residual Land Value (RLV) across multiple housing types, supporting scenarios that were likely viable, with the highest return achieved by retaining an existing commercial anchor while adding 262 flats.

Implications: Strongest opportunities for scalable, replicable redevelopment. Can be prioritized in Housing Element inventories.

Site Types:
• Strip malls and aging neighborhood shopping centers
• Clusters of small commercial parcels along commercial corridors • Older low-rise office buildings
• Motels and auto-oriented uses with conversion potential Characteristics: Smaller or subdivided parcels; moderate existing commercial activity; redevelopment requires parcel consolidation, creative phasing, or partial retention of existing uses.

Examples from Pro Forma Studies (See Appendix): Site #11 (Lawndale-Hawthorne Boulevard,

0.4 acres) was viable only when combining motel conversion with new senior housing (32 units + 12 converted). Site #12 (Lomita- Pacific Coast Highway Site, 1.7 acres) was viable only with retained retail and low-density housing.

Implications: Can contribute to housing supply but require public facilitation, flexible standards, or careful program design; Cities should identify a clear delivery pathway.

Tier 1:

Desirable
(Highest
Conversion
Potential)
Tier Site Types, Characteristics, and Implications
Tier 2:

Moderate
Potential
(Requires
Facilitation)
Sustainable Pathways to Housing 25
Site Types:
• Single-tenant big-box retail
• Small corridor retail parcels
• Well-performing commercial centers
• Fully built-out light industrial or sites needing extensive remediation • Sites with major institutional uses requiring parking replacement Characteristics: High building-to-land ratios; limited excess land; strong existing revenue streams; full demolition required; sometimes burdened by replacement parking obligations for adjacent uses.

Examples from Pro Forma Studies (See Appendix): Site #9 (Inglewood- 11387 Crenshaw, 5.8 acres) showed multifamily housing inviable as either infill or redevelopment, due to existing economic utility of big box retail and associated parking. Site #10 (LA County - 25841 Normandie, 9.5 acres) also showed negative RLV across all scenarios, with feasibility further suppressed by the requirement to provide structured replacement parking for an adjacent hospital — demonstrating how existing institutional economic utility can entirely preclude market-rate housing.

Implications: Should not be heavily relied upon in RHNA capacity assumptions without public subsidy or site-specific intervention.

Tier 3: Hardest
to Convert
(Near-Term
Redevelopment
Challenging)
Tier Site Types, Characteristics, and Implications
Site #2 (Carson - Avalon Blvd ) Wrap Building Site #2 (Carson - Avalon Blvd ) Apartments Village Lease - Likely Viable Lease - Potentially Viable
Example of a Tier 1 site type (Regional Mall Outparcel) that has the strongest opportunity for scalable, phased redevelopment. 26 South Bay Cities Restock
Evidence from Case Studies
Recent redevelopment activity in the South Bay and
broader region reinforces the tier findings, while also illustrating the limits of conversion potential for certain site types. The experience of Rite Aid’s closure of over 800 stores nationally is instructive for understanding
Tier 3 constraints: major retail landlords reported that recaptured Rite Aid spaces were backfilled by new
tenants, including grocers and dollar stores, often at
significantly higher rents than the previous leases,
demonstrating that single-tenant pharmacy and bigbox sites frequently retain strong economic utility even after an anchor vacates. This pattern confirms that
Tier 3 sites with functioning commercial infrastructure and established trade areas are more likely to attract
replacement retail tenants than to redevelop as housing even when a major occupant departs.

By contrast, the ongoing South Bay Galleria
redevelopment in Redondo Beach provides direct
real-world support for the Tier 1 findings. The nearly
30-acre mall site is being entitled for phased housing
redevelopment. Phase 2, approved by the Redondo
Beach Planning Commission in August 2025, calls for
a three-to-eight-story building with 350 apartments
and townhomes wrapped around a structured parking
garage, while the existing retail core remains operational.

Recommendations
Cities should adopt a dual strategy: leverage strong
markets, while addressing feasibility gaps.
• Use site type in Housing Element site selection.

Sort candidate sites into Tier 1 (most likely to
convert), Tier 2 (possible, but needs city help), and
Tier 3 (unlikely in the near term) sites when choosing
RHNA opportunity sites. Over-reliance on Tier 2 and
Tier 3 sites risks falling short of RHNA if they don’t
produce housing within the planning period.
• Prioritize large, low-intensity commercial parcels
with consolidated ownership. Focus rezoning and
incentives on parcels of one acre or more with low
floor-area ratios, high surface parking coverage, low
improvement-to-land value ratios, and manageable
ownership structures.
• Plan for phased and incremental redevelopment.

Many of the most viable sites — especially large retail and office can be redeveloped in stages, adding
housing on part of the site (such as a parking field)
while the rest keeps operating. Ensure zoning
and development standards support this through
tools like phasing plans, master site plans, vesting
tentative maps, and allowing interim uses..

Example of a Tier 3 site type (Big Box Retail site) that may have existing economic utility and therefore hard to make financially feasible as a housing redevelopment.

Site #9 (Inglewood - Crenshaw Blvd) Partial Infill Site #9 (Inglewood - Crenshaw Blvd) Full Redevelopment Lease - Not Considered Viable Lease and Sale -Not Considered Viable Sustainable Pathways to Housing 27
• Preserve and integrate community-valued
commercial uses, where possible. Where existing
businesses anchor walkable activity, entitlement
conditions with city support can require their
retention or replacement in kind. As the Carson
mall Site #2 (Carson-20700 Avalon Blvd) pro forma
evidence shows, preserving viable commercial
activity alongside housing can also help make a
project financially viable.
• Align public investment with priority site tiers.

Focus corridor planning, streetscape investment,
rezoning, and LTN improvements around Tier 1 and
stronger Tier 2 sites, where the return on public
investment is greatest and housing delivery is most
likely within the planning period.

Before and After -
Big Box Retail stores often have
sufficient economic utility to be
repurposed for other retailers
rather than be converted to
housing. This example from
Culver City on Sepulveda
Boulevard shows a Big Lots
store converted to Super King
Markets in April 2026.
28 South Bay Cities Restock

3.3 Feasibility Depends on
Housing Type and Parking,
Not Just Density
Finding
Allowing higher density alone does not guarantee that
housing is feasible or gets built. Across the 13 test sites, feasibility depended on four factors: type of housing; site configuration (parcel size, access, phasing capacity); the parking approach (surface, tuck-under, or structured/
garage); and the relationship between construction costs of a given housing type and the rents achievable at that location.

The primary cost driver is structured parking —
underground or above-grade concrete parking
structures can readily add $30,000–$50,000 or more
per stall, costs that require high rents to underwrite. In moderate-rent markets, this renders higher-density
podium development infeasible even on otherwise
suitable sites. Lower-intensity building types that rely on surface or tuck-under parking are significantly more viable in those contexts. Zoning that is only focused on maximum density, without attention to the building types that can realistically achieve that density at prevailing rents may produce sites that satisfy Housing Element
counting requirements but do not produce actual
housing.

It is also important to recognize that parking flexibility has limits. Developers, lenders, and many residents in the South Bay still expect parking at levels that walkability or transit proximity alone cannot fully justify. Building the LTN does not by itself create demand for car-free living parking reductions should therefore be implemented
alongside real mobility investments and phased As actual travel behavior shifts.

Examples from Pro Forma Studies
The pro forma results consistently demonstrate this
pattern (full details for each numbered site are provided in the Appendix Chapter 5):
• At Site #3 (Hawthorne- Hawthorne Blvd), the
62-flats with tuck-under parking scenario produced
sufficient RLV suggesting the development type
was likely viable; the 99-flat scenario with three-tier stacked parking yielded a lower RLV and was not
considered viable: more units but worse returns,
because the parking cost exceeded what rents could
support.(See Appendix Section 5 for more details).
• At Site #8 (Gardena - 132nd St), townhomes and
low-rise flats with surface parking produced a viable
RLV, while the highest-density podium scenario with
structured parking yielded only a third of the RLV and
was not considered viable.
• Site #7, (El Segundo Sepulveda/Mariposa) is the
important exception: rents in that employment-rich
submarket are high enough that the highest-density
scenario with six-tier structured parking produced
substantial RLV and was considered likely viable.

This was the only site where increasing density and
providing structured parking improved returns.
• Test fits that assumed senior housing consistently
outperformed market-rate apartments at similar
densities because senior housing was modeled with
a lower parking ratio reflecting lower car ownership
among senior residents (0.5 spaces/unit).

Site #3 (Hawthorne - Hawthorne Blvd ) Flats
Lease - Likley Viable
Site #3 (Hawthorne - Hawthorne Blvd ) Wrap Building
Lease - Not Viable
Sustainable Pathways to Housing 29
Recommendations
• Allow a range of housing types, not just the
maximum density format. Build flexibility into both
density and development standards, especially
where minimum
• Adopt pre-approved (“pattern book”) plans for
missing middle and small-scale housing types. A
direct way to make the lower-density housing types
identified above easier to build is to remove the cost
and uncertainty of permitting each small project
from scratch. Under a pre-approved plans program
a city reviews a small catalog of designs (duplexes,
triplexes and fourplexes, townhomes, cottage courts,
and small courtyard apartments) for code and zoning
compliance up front; a builder who selects one then
needs only a site-specific review to pull a permit.

This expedites permitting, reduces development
cost and time for small-scale projects, and
encourages designs that fit the context of existing
neighborhoods. The model is well established and
the South Bay can borrow from it rather than start
from scratch: cities such as South Bend, Indiana
and Spokane, Washington have adopted citywide
missing-middle plan catalogs (in Spokane’s case
with the city underwriting the construction drawings
and code review to lower builder costs), and Norfolk,
Virginia pairs a free pre-approved pattern book with
an expedited entitlement process.
• Tie parking reductions to the LTN. Establish
reduced or flexible parking standards in mixeduse zones, particularly along LTN corridors and in walkable amenity clusters, and allow demandmanagement strategies such as shared parking, unbundled parking, and Transportation Demand
Management (TDM) programs. SBCCOG research,
funded by AQMD, found that 70% of vehicle trips
in the South Bay are three miles or less — the
exact range served by NEVs, e-bikes, and other
micromobility devices on the LTN. This gives the
South Bay Cities an empirical basis for parking
reductions: reduced parking can be justified less
by proximity to high-frequency transit (which
the South Bay largely does not have) but more by
access to the LTN and micromobility devices, which
can enable residents to shift local trips to schools,
groceries, and services with zero-emission, lowspeed vehicles. Since new infrastructure does not immediately change travel habits, these reductions
work best where micromobility is already established
or is phased in as adoption grows. Cities can adopt
a tiered parking standard that links minimum
parking ratios to LTN route proximity — for example,
a baseline reduction of 0.25–0.5 stalls per unit for
projects within a defined distance of an implemented
LTN route, with further reductions available through
TDM agreements, unbundled parking, or shared
parking arrangements.
• Require micromobility charging infrastructure
in new housing developments. New housing
on commercial sites can be required to provide
dedicated NEV and e-bike charging outlets (110V at
a minimum, with conduit for future 240V) in parking
areas or garages as a standard condition of approval.

These requirements have negligible cost impact
relative to overall development cost but directly
enable the mode shift that justifies reduced parking
and supports SBCCOG’s VMT and GHG reduction
goals.
• Coordinate LTN implementation with Housing
Element opportunity site planning. The LTN is
currently implemented in El Segundo, with Redondo
Beach, Carson, and Lomita in progress and inland
cities in later phases. SBCCOG can explicitly map
LTN route implementation against the Housing
Element opportunity site inventory — prioritizing LTN
buildout in corridors where housing development
is anticipated, so that mobility infrastructure and
housing production reinforce each other. For cities
where LTN routes are not yet implemented, SBCCOG
can work with member cities to include LTN route
extensions as a condition or commitment within
Housing Element programs, creating a formal link
between housing approval and mobility investment.

Site #1 (Carson - Avalon Blvd ) Senior Housing
Lease - Likely Viable
30 South Bay Cities Restock

3.4 Quality of a Place and
Design Can Expand Where
Housing Feasibility Works
Finding
Development feasibility is highest in strong markets,
but planning and design decisions can improve a
site’s attractiveness and economic performance over
time. Proximity to clusters of amenities, walkable
neighborhoods, high-quality public spaces, and
improved mobility infrastructure increases both market
demand for housing and community acceptance of
new development. This connects directly to SBCCOG’s
foundational research. The 2009 Sustainable South Bay
Strategy found that business density (the concentration of small commercial establishments within walking
distance) was the single strongest predictor of walking trips and local trip capture in South Bay neighborhoods.

But quality of a place depends not only on location; it is also about how the development itself is designed.

Large-scale commercial-to-residential conversion
projects carry a particular design risk that the
replacement of low-intensity strip commercial with
dense multifamily housing could produce buildings with
long, undifferentiated masses that turn their backs on the street, replace small-business activity with blank podium facades, and create a pedestrian environment that is
less inviting. This is one of the most common critiques of infill housing in built-out suburban communities and a significant driver of community resistance to new
development.

The design principles that avoid this outcome are wellestablished in urban design practice and directly relevant to the South Bay commercial conversion context:
buildings that are broken into smaller modules or bays at the street edge, ground floors that are porous and active — with storefronts, lobbies, common entries, retail, or at minimum windows and landscaped setbacks, rather
than parking garage entries and blank walls; and site
plans that create multiple points of pedestrian access
and connection to adjacent streets and LTN routes rather than a single vehicle-dominated entry. These design
characteristics are the qualities that make housing
feel like part of a neighborhood rather than an object
dropped into an existing context without connection,
and they directly influence the attractiveness of the
housing for tenants, and the community acceptance that
often determines whether a project gets built at all. The phased South Bay Galleria redevelopment in Redondo
Beach, discussed in Section 3.2, illustrates several of these principles in a real project.

South Bay Social District - Activated ground floor uses in proposed new housing.

Community resistance to housing development in
the South Bay frequently also centers on concerns
about neighborhood character, traffic, and the loss
of commercial activity. Well-designed housing with
appropriate density that preserves or strengthens
commercial clusters, connects to the LTN, and improves
the pedestrian environment can address the substantive
concerns underlying that resistance rather than simply
overriding them. Place-based design is a strategy for
building community acceptance that makes housing
delivery possible in politically challenging contexts.

For SBCCOG’s sustainable housing goals, place quality
and design are therefore not secondary concerns to
Sustainable Pathways to Housing 31
be addressed through design review; they are core
factors in whether housing conversion achieves the
transportation and sustainability outcomes that move
the needle on creating better quality housing for South Bay communities.

Evidence from Developer Engagement
While developer interviews conducted with both
affordable housing and market-rate housing developers
mentioned that in most South Bay contexts parking is still a desirable component of housing, they also confirmed
that walkability and amenity access make sites and
locations more attractive for housing development, with the potential for increased rents.

Recommendations
• Invest in neighborhood-serving businesses as a
housing support strategy. The health of commercial
clusters adjacent to and within housing sites is an
economic development problem that cities are better
positioned to address through proactive investment
rather than through development conditions. When
cities invest in keeping neighborhood-serving
businesses viable, they maintain the walkable
destination density that supports both housing
demand and the trip capture and VMT reduction
goals prioritized by SBCCOG. Several existing tools at
the County and city level make this actionable.

The LA County Department of Economic Opportunity
administers several programs directly relevant to
South Bay commercial corridors:
• The RENOVATE Façade Improvement Program,
delivered through the Los Angeles County
Development Authority (LACDA), provides grants
and technical assistance to improve building
exteriors along designated commercial corridors
— the Sherman Way corridor in Reseda has seen
more than $1.3 million invested in 2025 alone
under this model.
• The Commercial Acquisition Fund, currently
in its second cycle at $2.6 million, enables
qualified nonprofits to acquire commercial
properties and lease them to small businesses
and nonprofits at below-market rents for 55-year
terms — a powerful anti-displacement tool for
neighborhood-serving tenants in corridors where
housing-driven land appreciation is accelerating.
• The Small Business Mobility Fund provides
launch grants of up to $10,000 for new brickand-mortar retail businesses, directly supporting the kind of small-format storefront activity that
makes corridors walkable.

Cities and SBCCOG can work proactively with the
Los Angeles County Department of Economic
Opportunity (DEO) to direct these existing programs
toward South Bay commercial corridors that are
identified as high-opportunity housing zones so
that commercial cluster investment and housing
opportunity planning are coordinated.

Beyond County programs, cities themselves can use
Business Improvement Districts (BIDs), commercial
vacancy monitoring, and economic development
outreach to retain and recruit neighborhoodserving businesses in priority corridors. Torrance’s Downtown BID efforts and Downtown Torrance
Revitalization Plan provide a local precedent for
corridor-level investment that strengthens the
commercial environment alongside housing. Cities
should consider establishing or expanding similar
districts along the commercial/mixed-use corridors
identified in this study as housing opportunity zones.

SBCCOG can help member cities identify, access,
and direct County, State, and federal commercial
corridor investment resources, translating housing
opportunities into a coordinated economic
development agenda aligned with new housing.
• Invest in walkability and the public realm to invite
more housing development. Improvements to
sidewalks, street trees, lighting, crosswalks, and
public gathering spaces along commercial corridors
directly increase the attractiveness of adjacent
sites. These investments should be prioritized along
corridors identified as high-opportunity housing
zones and coordinated with LTN implementation.
• Use high-quality design to build community
acceptance, not just comply with standards.

Design standards for commercial corridor housing
should focus on elements that contribute to place
quality over time — active ground floors, humanscaled facades, street-level transparency, pedestrian connections etc. Projects that enhance the public
realm build the community track record that makes
future nearby housing more politically viable.
32 South Bay Cities Restock

3.5 Regulatory Certainty and
Process Speed are Critical to
Unlocking Redevelopment
Finding
Even in strong markets, uncertainty about project
approvals, unclear development standards, and long
review timelines can prevent viable projects from moving forward. Developer interviews repeatedly flagged this
regulatory uncertainty as a significant barrier, not just cost but also willingness for a developer to commit to a redevelopment project. When entitlement outcomes are
unpredictable, marginally feasible projects can become
inviable, because the time and cost of securing approvals erodes the financial cushion that makes a project work.

This is especially true for commercial infill sites that already carry complexity from existing uses, tenants, or site conditions.

Conversely, cities that provide clear, objective standards, streamlined review processes, and ministerial approval
pathways can see faster project starts and stronger
pipeline development. Regulatory clarity is a form of risk reduction that can make borderline projects feasible
without any direct financial subsidy. In the context of RHNA compliance, sites that are zoned for residential
but face high entitlement risk are less reliable pipeline contributors than sites with clear, by-right approval
pathways.

Evidence from Developer Engagement
Developer interviews conducted as part of this study
identified entitlement unpredictability as one of the top barriers to project initiation in the South Bay, alongside construction costs and parking requirements. Several
developers noted that cities with Objective Design
Standards and simple ministerial approval processes
for density bonus projects were meaningfully more
attractive as development locations. The additional
months or years required to navigate discretionary
review in cities without clear standards were cited as
deal-breakers for projects on thin margins.

Some developers also noted that they were more
interested in sites that had been selected and/or
acquired by cities to accelerate for housing development through RFPs for housing or other partnership
opportunities. They found that cities willing to take
a proactive role in site assembly, early outreach, or
predevelopment engagement could materially accelerate
project timelines to make complex infill sites more
feasible to redevelop. At the same time, developers also cited the challenges of regulatory requirements for
specific infill sites such as monitoring requirements from the Department of Toxic Substances Control (DTSC) for
contaminated sites which are becoming increasingly
onerous for developers to satisfy.

Recommendations
• Adopt objective design and development
standards for commercial corridor housing.

Establish clear, measurable standards covering
building massing, setbacks, ground-floor uses,
parking, and landscaping that allow staff-level or
ministerial approval rather than discretionary review.

Calibrate these standards to the typologies identified
in Finding 3.3 as financially feasible in each market
context and revisit as market fundamentals shift.
• Establish clear by-right pathways using
available state streamlining tools. Utilize available
streamlining provisions, including AB 2011 (affordable
and mixed-income housing on commercial land), SB
330 (Housing Crisis Act protections), and applicable
CEQA infill exemptions, to minimize the entitlement
burden for housing on previously developed
commercial land. Most commercial redevelopment
sites have limited environmental sensitivity and
should not face the same review burden as greenfield
development.
• Adopt and publish target processing timelines
for housing applications and staff accordingly.

Unpredictable timelines are themselves a feasibility
risk — developers build financing, carry costs and
schedule uncertainty into their underwriting, and
indeterminate review timelines can tip marginal
projects into infeasibility. State law already
establishes mandatory minimum timelines that cities
must meet, and South Bay cities should understand
both their obligations and the opportunity to
exceed them. For instance, the City of San Diego’s
“Affordable Housing Permit Now” program,
established by Executive Order in 2023, assigns a
dedicated Development Project Manager to each
Sustainable Pathways to Housing 33
qualifying affordable housing application — a single
point of contact who monitors status, coordinates
across reviewing departments, and resolves conflicts
before they become delays.
• Take a more active role in site assembly and
project initiation on Tier 2 sites. On complex
infill sites, particularly those with multiple tenants, fragmented ownership, or challenging conditions,
cities can accelerate delivery by engaging proactively
with property owners, facilitating land disposition,
or partnering in predevelopment activities. Several
of the study’s most promising sites face ownership
or tenancy conditions that could unlock private
investment with engagement support from the city.

Several mechanisms have demonstrated
effectiveness in the California context. The most
direct is the RFP model used by cities that control or
acquire strategic commercial sites and issue formal
solicitations to development teams. South Bay cities
with publicly owned commercial or surface parking
parcels in priority corridors can conduct an inventory
of city-owned land suitable for housing, declaring
eligible parcels as surplus, and issuing competitive
RFPs to development teams aligned with the city’s
housing and sustainability goals. However, Surplus
Land Act (SLA) requirements for the inclusion of set
percentages of low income units on land previously
owned by public entities can actually be a barrier to
residential production in many markets.

For privately owned Tier 2 sites, the more relevant
model is proactive owner engagement, with city
Economic Development or Planning staff reaching
out directly to property owners of priority sites to
understand their timeline, disposition interest, and
constraints before a developer makes contact. This is
standard practice in economic development contexts
(cities routinely recruit businesses to commercial
districts through direct outreach). The Los Angeles
County Commercial Acquisition Fund (CAF), which
provides capital to enable nonprofit acquisition of
commercial properties and lease them at belowmarket rates, offers a mechanism for sites where ownership is willing to transact but conventional
development economics cannot support marketrate acquisition costs. Cities can facilitate access to this program by introducing property owners to
eligible nonprofit acquirers, positioning the CAF as an alternative disposition pathway rather than requiring
a full market-rate sale.

SCAG’s Housing Infill on Public and Private Lands
(HIPP) program, funded through its Partnership for
Advancing Technology in Housing (PATH) initiative
with $8 million awarded in 2023, provides direct
precedent for what subregional coordination of this
work looks like: the City of Los Angeles received $2.9
million for a program specifically focused on scaling
up housing development on city-owned land, while
other SCAG jurisdictions received funds for corridorwide infill housing initiatives. SBCCOG should explore whether a similar coordinated application,
positioning the South Bay’s underutilized commercial
corridor inventory as a subregional housing
opportunity pipeline, could unlock PATH, REAP, or
similar competitive funding for predevelopment
and site facilitation work across multiple member
cities simultaneously, reducing per-city costs and
demonstrating the subregional coordination value
that SBCCOG is uniquely positioned to provide.

Increase in permits issued for affordable units
in San Diego in 2023, after adoption of the
Affordable Housing Now permit program.

Source: https://www.axios.com/local/san-diego/2024/05/08/ affordable-housing-construction-development-boom-futuredrop-off 2019 2020 2021 2022 2023
Permits issued for income-restricted units in San Diego 34 South Bay Cities Restock

3.6 Affordable Housing
Requires Land Strategies,
Subsidy, and Public-Private
Partnerships
Finding
Market-rate development alone will not produce
significant levels of affordable housing on commercial
sites. While higher-value markets may support some
income-restricted units within market-rate projects,
particularly where State density bonuses provide
meaningful additional yield, most affordable housing
production will require subsidies through land and
financing partnerships to close feasibility gaps. This is especially true for housing affordable to lower-income
households at or below 60% Area Median Income
(AMI), where the gap between achievable rents and
development costs is too large to be bridged by market
mechanisms.

This finding clarifies that affordable housing and marketrate housing require different development strategies, different site selection criteria, and different public tools. Cities that conflate the two risk both underfunding affordable housing production and over-counting
affordable potential from market-rate sites in their
Housing Elements.

Examples from Pro Forma Studies
Pro forma analysis confirmed that Residual Land Values
(RLV) — even in the study’s strongest South Bay areas
— are insufficient to support deep below-market rents
at without subsidy. Kosmont’s summary of the initial
results noted that capacity to support significant ratios of income-restricted units continues to be limited
without the use of external funding sources. The Gable
House Apartments at 22501 Hawthorne Blvd, one of the
South Bay’s strongest market-rate projects, includes
just 17 affordable units out of 218, fulfilling the minimum inclusionary requirement but illustrating the ceiling on what the market can deliver on its own. Senior housing
was a partial exception, consistently outperforming
market-rate multifamily apartments at similar densities due to favorable financing and lower parking needs.

Affordable Housing Tools and
Opportunities
• Measure A and the South Bay Regional Housing
Trust. Los Angeles County voters approved Measure
A in November 2024, a half-cent sales tax generating
over $1 billion annually for homelessness services
and affordable housing. SBCCOG is explicitly
identified as an eligible jurisdiction in the LACAHSA
expenditure framework, meaning South Bay cities
have a direct pathway to Measure A funds for
affordable housing production. The newly formed
(April 2026) South Bay Regional Housing Trust gives
the subregion a dedicated vehicle to pool, attract,
and deploy these and other funds.
• West Carson Villas as a proof of concept. PATH
Ventures’ recently opened West Carson Villas —
111 units of affordable housing near the Torrance
/ unincorporated LA County border — was
made possible by a $20 million award from the
California Department of Housing and Community
Development ( HCD) Multifamily Housing Program
(MHP), layered with Low Income Housing Tax Credit
(LIHTC) financing and other sources. This project
demonstrates both the model (public subsidy +
mission-driven developer + publicly supported site)
and the specific funding stacks that are available for
the South Bay context.
• Carson’s inclusionary in-lieu fee program. Carson
has an existing inclusionary housing and in-lieu
fee program that allows developers to pay fees
instead of building affordable units on-site, with
those funds used for affordable housing production
elsewhere in the city. Cities that do not yet have such programs should consider adopting them, as in-lieu
fees can provide a consistent local funding stream
that can be leveraged against state and federal
sources. However if in-lieu fees are not priced in
consideration of fluctuating market capacity, they
can also serve as a barrier to residential production.
• Distinguish affordable and market-rate sites
in Housing Element planning. When identifying
RHNA opportunity sites, clearly separate sites
where market-rate development is realistic from
sites where affordable housing will require public
intervention. Over-counting affordable potential
from market-rate sites risks non-compliance at
Sustainable Pathways to Housing 35
lower income levels — particularly for very low- and
extremely low-income categories.
• Support and recruit mission-driven affordable
developers to the South Bay. Affordable housing
development requires specialized expertise
in tax credit finance, regulatory compliance,
and community engagement. Cities and
SBCCOG should actively support Community
Development Corporations (CDC) and nonprofit
developers operating in the subregion — through
predevelopment support, site introductions, and
entitlement processes tailored to nonprofit timelines
and funding cycles. West Carson Villas demonstrates
that this model can work in the South Bay context.

West Carson Villas 100% affordable housing project, Torrance, CA. Completed 2024.

The Cordary Avenue Affordable Housing project is a planned 100% affordable and supportive housing project in Hawthorne that recently received a $6 million loan from the South Bay Regional Housing Trust. 36 South Bay Cities Restock
Appendix
Sustainable Pathways to Housing 37
Sites Inventory Tool Methodology
4 4.1 Sites Inventory Tool
Objective
• Identify underutilized commercial sites across
SBCCOG member cities that hold strong potential for
infill housing development, in alignment with local
zoning and market feasibility.
• Prioritize sites that advance SBCCOG’s sustainability goals, including sustainable mobility, neighborhood
vitality around key destinations, and equitable
development outcomes for the South Bay region.
• Develop a user-friendly, GIS-based site inventory
as a resource for South Bay cities, to support local
planning, housing element updates, and proactive
housing production strategies.

4.2 Methodology
The identification of sites follows a multi-step process where each commercially zoned site has a variety of
attributes that are assigned a specific score. These
attributes are then grouped into composite scores and
weighted according to their significance. By aggregating these weighted composite scores, we establish an overall ranking for development potential. As a final measure,
sites with high overall scores undergo ground-truthing
to verify current conditions, with a focus on ensuring
representation across all SBCCOG partner cities.

Step 1: Identify Underutilized Commercial
Sites
The first step focuses on identifying properties
designated for commercial use that are currently
developed at densities or intensities below their
potential, or that present redevelopment opportunities
due to economic or physical conditions.

For this study, “underutilized commercial properties” are defined as parcels that:
• Are designated for commercial use, using SCAG’s
land use categories and/or the LA County Assessor’s
classifications; and
• Are designated for industrial use (Ex: Warehouses),
using SCAG’s land use categories and/or the LA
County Assessor’s classifications; and
• Exhibit one or more characteristics of
underutilization based on physical development
potential or economic viability indicators.

A. Physical Underutilization
These are properties where the current physical buildout is significantly below what is allowed by zoning or what is feasible for urbanized settings.

B. Economic Underutilization
These are properties where market signals indicate weak economic performance relative to land value, suggesting potential for more productive use.

Notes from REAP 1.0 Housing Roadmap

1. No minimum site size filter will be applied, in order to capture a range of infill opportunities including
small-lot and missing middle housing typologies
and for-sale opportunities that may be more market
feasible.

2. Prioritization criteria could further emphasize
aspects like sites with large vacant areas or surface
parking that may be easier to infill based on results
from previous studies.

Note -
The Sites Inventory Tool was created through a GIS
analysis implemented as a parcel-based screening
and scoring process that combines assessor data,
parcel geometry, business-location patterns,
regional planning overlays, infrastructure and access
overlays, environmental and equity overlays, and
redevelopment indicators.
38 South Bay Cities Restock
Note -
The GIS Implementation Methodology involved 5 key
stages -

1. Build a parcel-level assessor geodatabase.

2. Commercial Parcel Selection: Clip and classify
parcels for the SBCCOG study area, then isolate
commercial parcels.

3. SBCCOG Business Mix: Use DataAxle business
points to identify land-use mix centers at
quarter-mile and half-mile scales.

4. Analysis: Merge adjacent commercial parcels,
calculate redevelopment indicators, apply
spatial overlays, and produce final scores.

5. Inventory Site Selection: Qualitative evaluation
of sites to create the site inventory.

Step 2: Identify Sites Most Suitable for
Housing
The second step refines the list of underutilized sites by applying suitability filters based on sustainable housing potential, neighborhood vitality, and equity outcomes.

A. Sustainable Housing Potential
Focus on sites aligned with broader sustainable
development patterns, smart growth strategies, and
supportive mobility infrastructure.

B. Complete Neighborhood/ Corridor Revitalization
Potential
Focus on proximity to thriving mixed-use environments,
strong commercial ecosystems, and digital connectivity.

C. Equitable Housing
This layer ensures housing production supports equity
and inclusivity goals for disadvantaged communities.

Attribute Filter Criteria Scoring
Improvement to Land Value Ratio
(IM)
At the date of record after 2010, low value of
improvements relative to value of land (0.35 will
be used as the cut off)
Year >= 2010 & IM < 0.35 = 1
Year < 2010 & IM <0.35 = 0.5
Year >= 2010 & IM >0.35 = 0
Year < 2010 & IM >0.35 = 0
Commercial Vacancy Presence of high-level commercial vacancy indicators (Businesses closing data, volume
of sales data etc.), used primarily as a
prioritization metric rather than a pass/fail
Note: Dataset does not place
businesses within properties
and is not recommended for
use. Vacancy verified through
groundtruthing of shortlisted
sites.

Table 1B - Economic Underutilization
Attribute Filter Criteria Scoring
Low Development Intensity Low Floor Area Ratio (FAR at or below 0.25 and 0.5).

Includes vacant or minimally developed parcels, surface parking dominant sites, and single-story buildings on
large sites
<0.5 = 1
>0.5 = 0
Aging Structures Building Age, especially buildings 60 years or older that may need significant upgrades
>60 = 1
>30 & <60 = .5
<30 = 0
Table 1A - Physical Underutilization
Sustainable Pathways to Housing 39
Criteria Data Source / Filter Scoring
Land Use Mix Identification of diverse land use clusters, through analysis of NAICS codes and parcel land use within 0.25–0.5 miles.

Within = 1
Outside = 0
Proximity to Major Employment
Nodes or Destinations
Parcels within 0.5 miles of key employment nodes or regional commercial hubs, as well as community amenities such as:
parks, schools, grocery stores, recreation, (from SBCCOG LTN or SCAG datasets).

Within = 1
Outside = 0
Broadband Network Access Parcels adjacent to or intersecting with SBCCOG Broadband Network corridors, ensuring digital infrastructure readiness.

Within = 1
Outside = 0
Criteria Data Source / Filter Scoring
SCAG Priority Growth Areas Parcels within or adjacent to High Quality Transit Areas (HQTAs), Transit Priority Areas (TPAs), or Neighborhood Mobility Areas (NMAs) as designated by SCAG
Within = 1
Outside = 0
Neighborhood Mobility Areas
(walkability)
Parcels located within high street intersection density zones indicating walkable, connected networks (SCAG Helpr Tool).

Within = 1
Outside = 0
SBCCOG Local Travel Network
(LTN)
Parcels within 0.25 miles of LTN corridors supporting zeroemission, local mobility options.Within = 1 Outside = 0
Outside Hazard Areas Exclusion or deprioritization of parcels within fire severity zones, liquefaction areas, or landslide- prone zones (SCAG Helpr Tool, CalFire datasets).

Within = 0
Outside = 1
Criteria Data Source / Filter Scoring
SCAG Priority Growth Areas Parcels within or adjacent to High Quality Transit Areas (HQTAs), Transit Priority Areas (TPAs), or Neighborhood Mobility Areas (NMAs) as designated by SCAG
Within = 1
Outside = 0
Neighborhood Mobility Areas
(walkability)
Parcels located within high street intersection density zones indicating walkable, connected networks (SCAG Helpr Tool).

Within = 1
Outside = 0
SBCCOG Local Travel Network
(LTN)
Parcels within 0.25 miles of LTN corridors supporting zeroemission, local mobility options.Within = 1 Outside = 0
Outside Hazard Areas Exclusion or deprioritization of parcels within fire severity zones, liquefaction areas, or landslide- prone zones (SCAG Helpr Tool, CalFire datasets).

Within = 0
Outside = 1
Table 2B - Complete Neighborhood Potential
Table 2C - Equitable Housing
Table 2A - Sustainable Housing Potential
40 South Bay Cities Restock
Overlay Analysis Map: 2A - Liquefaction Zones
Sustainable Pathways to Housing 41
Overlay Analysis Map: 2A - SBCCOG Local Travel Network (LTN) 42 South Bay Cities Restock
Overlay Analysis Map: 2B - South Bay Broadband Network
Sustainable Pathways to Housing 43
Overlay Analysis Map: 2B - Land Use Mix
44 South Bay Cities Restock
Overlay Analysis Map: 2B - Major Employment Nodes
Sustainable Pathways to Housing 45
Overlay Analysis Map: 2C - Environmental Justice Areas
46 South Bay Cities Restock
Overlay Analysis Map: 2C - SB 535 Areas
Sustainable Pathways to Housing 47
Overlay Analysis Map: 2C - TCAC High Resource Areas
48 South Bay Cities Restock
Step 3: Composite and Overall Scores
The attributes in the previous steps are weighted and
added to a series of composite scores and an overall
score.

Step 4: Selecting Sites for the Inventory
The final step refines the sites from the spatial analysis by highlighting those within the higher range of the
overall development potential score. This selection
process involves a qualitative evaluation of the scores through satellite and street view imagery to groundtruth current conditions. 80 candidate sites distributed across all SBCCOG partner cities are included in the final inventory.

Primary Attribute Composite Score Scoring Weight
Low development intensity 3
Aging Structures 3
Improvement-to-land value ratio 3
Priority Attributes Score Scoring Weight
SCAG Priority Growth Areas 1
Neighborhood Mobility Areas
(walkability)
1 Outside Hazard Areas 1.5
Land Use Mix 2
Proximity to Major Employment
Nodes or Destinations
2 Other Attributes Score Scoring Weight
Environmental Justice Areas 1
SB 535 Disadvantaged Communities 1
TCAC/HCD High Resource Areas 1
SBCCOG Local Travel Network (LTN) 1
Broadband Network Access 1.5
Overall Score Scoring Weight
Primary Attribute Composite Score 1
Priority Attribute Score 1
Other Attribute Score 1 Filtering Map: Groundtruthing of selected sites from analysis
Sustainable Pathways to Housing 49
Inventory Map: Final 80 sites inventory
50 South Bay Cities Restock

4.3 Data Sources and Literature References
Data Sources
• SCAG Land Use Classification
• SCAG Annual Land Use Data Dictionary
• SCAG 2020 Annual Land Use Dataset (updated April 2024) • LACOUNTY Land Use Classification (Includes classification on number of stories) • LACOUNTY GIS Countywide Building Outlines (2020)
• Improvement and Land Value Ratios: LA County Assessor Valuation Data • Building Age: LA County Assessor Property Records
• Commercial Vacancy: Yelp, CoStar
• SBCCOG Local Travel Network: SBCCOG Dataset
• Walkability / Street Network Density: SCAG Helpr Tool • Destinations (Parks, Schools, Employment): SBCCOG LTN • SCAG Priority Growth Areas (HQTAs, NMAs, TPAs)
• Business Activity & Employment Nodes: Business license data, NAICS codes • Broadband Network: SBCCOG Broadband Dataset
• Environmental Justice / Disadvantaged Areas: SCAG Helpr Tool (EJ/ DAC) • High Resource / Opportunity Areas: TCAC/HCD Opportunity Area Mapping • Hazard Zones (Fire, Liquefaction, Landslide): SCAG Helpr Tool, CalFire datasets Literature References
• Repurposing Commercial Real Estate to Support Housing, https://file.lacounty.gov/SDSInter/bos/supdocs/154071. pdf
• https://ternercenter.berkeley.edu/wp-content/uploads/2020/12/Residential- Redevelopment-of-CommerciallyZoned-Land-in-California-December-2020.pdf • https://lusk.usc.edu/news/costar-apartments-store-developers-eye-underutilized-retail- centers-multifamilyconversions • https://www.rand.org/pubs/research_reports/RRA1333-1.html • REAP 2.0 Infill Guidance and Definition
• ICSC Shopping Center Classification
Development Test Fits &
Pro Forma Analysis
5 Site 1 & 2
Site 3 & 4
Site 5 & 6
Site 7
Site 8
Site 9
Site 10
Site 11
Site 12
Site 13
Partner City Sites
Sites Inventory

CITY OF CARSON

CITY OF HAWTHORNE

CITY OF TORRANCE

CITY OF EL SEGUNDO

CITY OF GARDENA

CITY OF INGLEWOOD

LA COUNTY

CITY OF LAWNDALE

CITY OF LOMITA

WILMINGTON, CITY OF LA
52 South Bay Cities Restock
Site #1: 24209 Avalon Blvd.

City of Carson
Site #1 (Carson- 24209 Avalon Boulevard) is a 1.60 acre lot located along Avalon Boulevard and surrounded by
single-family neighborhoods to the north and west,
with a railway corridor to the south.

The site presents an opportunity to introduce a
new housing at a scale that is compatible with
the surrounding neighborhood. The development
approach explores multiple design concepts, including
for-sale town homes and five-story apartment options
that use building scale and site design to create
a smooth transition to nearby homes and provide
outdoor spaces for residents.

Site
Sustainable Pathways to Housing 53
Hypothetical Redevelopment Scenario
15 2/3-Story Townhome Units with
Ground Level Parking
Community Backyard
Lease - Not Considered Viable
Sale - Likely Viable
KEY
1 1
2 2
• Infill project on commercial corridor
• Appropriate neighborhood scale
• Backyard open space for residents
54 South Bay Cities Restock
Other Hypothetical Redevelopment Scenarios
The five-story apartment concept transitions
to a three-story scale adjacent to single-family
homes. In this option, the average unit size
is reduced to 730 SF (from 850 SF in other
scenarios), increasing unit yield and improving
land efficiency. The scenario was determined
to be likely viable, generating sufficient residual
land value (RLV).

The five-story apartment concept concentrates
development along Avalon Blvd. while using
surface parking along the site edge to create
separation from adjacent residential uses. By
retaining existing surface parking, the scenario
avoids the added cost burden of structured
parking and improves overall feasibility. The
scenario was determined to be likely viable,
generating sufficient residual land value (RLV).

The five-story senior housing concept
concentrates development along Avalon Blvd.

It applies a reduced parking ratio of 0.25
spaces/unit through surface parking. The
lower parking demand associated with senior
housing increases land efficiency and avoids the
additional cost burden of structured parking.

The scenario was determined to be likely viable,
generating sufficient residual land value (RLV).

Flats 5 Stories (38 units, 65 du/ac)
Senior Housing (57 units, 97 du/ac)
Flats 3-5 Stories (35 units, 60 du/ac)
Lease - Likely Viable
Sale - Not Considered Viable
Lease - Likely Viable
Sale - Not Considered Viable
Lease - Likely Viable
Sale - Not Considered Viable
35 Residential Flats
12 Surface Parking Stalls
22 Parking Stalls Retained
38 Residential Flats
12 Surface Parking Stalls
22 Parking Stalls Retained
57 Senior Units
22 Surface Parking Stalls
Open Space
1 1
1 1
2 2
2 2
3 3
3 3
1 1
2 2
3 3
Sustainable Pathways to Housing 55
56 South Bay Cities Restock
Site #2: 20700 Avalon Blvd
City of Carson
Site #2 (Carson- 20700 Avalon Boulevard) is a 4.16-
acre site located along Del Amo Blvd, near Carson
Mall. The site benefits from proximity to a major retail destination, as well as existing on-site commercial
uses.

The development scenarios leverage these
adjacencies to explore high-density housing
strategies. One option considers retaining the
existing Bank of America building. Another tests a
more village-like housing configuration supported by
reduced or eliminated parking, enabled by the site’s
walkable access to Carson Mall. Additional typologies,
including micro-units, are also evaluated to increase
unit yield and diversify the housing mix.

All scenarios are designed to remain adaptable to the
potential future redevelopment of surrounding surface
parking areas.

Site
Sustainable Pathways to Housing 57
Hypothetical Redevelopment Scenario
262 Residential Flats
Lease - Likely Viable
Sale - Not Considered Viable
KEY
1 1
2 2
3 4
5 4
3 4
5 262 Structured Garage Spaces
Existing Bank of America Retained
Open Space
35 Parking Spaces Retained
• Walking distance from large scale retail
destination
• Adaptive retail reuse of existing bank building
• Density and site layout considering future
redevelopment of adjacent parking lots
58 South Bay Cities Restock
3 3
4 5
Other Hypothetical Redevelopment Scenarios
Village Scale Apartments (182 units, 44 du/ac)
Alternative Village Scale (195 units, 47 du/ac)
Wrap and Micro Units (380 units, 91 du/ac)
Lease - Likely Viable
Sale - Not Considered Viable
Lease - Potentially Viable
Sale - Not Considered Viable
Lease - Potentially Viable
Sale - Not Considered Viable
262 Residential Flats
262 Structured Garage Spaces
Open Space
118 Residential Micro Units
120 Parking Spaces (Stacked)
182 Residential Flats
Open Space
48 Surface Parking Stalls
195 Residential Flats
40 Surface Parking Stalls
1 1
1 2
2 2
3 3
4 5
2 2
2 2
1 1
1 The wrap-style apartment concept with microunits increases unit yield and improves land efficiency through smaller unit sizes. The
scenario was determined to be likely viable,
generating sufficient residual land value (RLV).