Agenda — Cudahy City Council, April 18, 2023 (part 3 of 3)

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occurrence and Two Million Dollars ($2,000,000.00) in the general aggregate for bodily injury, personal injury, property damage, operations, products and completed operations, and contractual liability.

B. Automobile Liability Insurance: CONSULTANT will procure and maintain Automobile Liability Insurance as broad as Insurance Services Office Form Number CA 0001 covering Automobile Liability, Code 1 (any auto). Such Automobile Liability Insurance will have minimum limits of no less than Two Million Dollars ($2,000,000.00) per accident for bodily injury and property damage.

C. Workers’ Compensation Insurance/ Employer’s Liability Insurance: A policy of workers’ compensation insurance in such amount as will fully comply with the laws of the State of California and which will indemnify, insure and provide legal defense for both CONSULTANT and CITY against any loss, claim or damage arising from any injuries or occupational diseases occurring to any worker employed by or any persons retained by CONSULTANT in the course of carrying out the Work contemplated in this Agreement.

3.2 ADDITIONAL INSURED REQUIREMENTS: The CGL Coverage and the Automobile Liability Insurance will contain an endorsement naming the CITY and CITY’s elected and appointed officials, officers, employees, agents and volunteers as additional insureds.

3.3 REQUIRED CARRIER RATING: All varieties of insurance required under this Agreement will be procured from insurers admitted in the State of California and authorized to issue policies directly to California insureds. Except as otherwise provided elsewhere under this Article, all required insurance will be procured from insurers who, according to the latest edition of the Best’s Insurance Guide, have an A.M. Best’s rating of no less than A:VII. CITY may also accept policies procured by insurance carriers with a Standard & Poor’s rating of no less than BBB according to the latest published edition the Standard & Poor’s rating guide. As to Workers’ Compensation Insurance/ Employer’s Liability Insurance, the CITY Representative is authorized to authorize lower ratings than those set forth in this Section.

3.4 PRIMACY OF CONSULTANT’S INSURANCE: All policies of insurance provided by CONSULTANT will be primary to any coverage available to CITY or CITY’s elected or appointed officials, officers, employees, agents or volunteers. Any insurance or self-insurance maintained by CITY or CITY’s elected or appointed officials, officers, employees, agents or volunteers will be in excess of CONSULTANT’s insurance and will not contribute with it.

3.5 WAIVER OF SUBROGATION: All insurance coverage provided pursuant to this Agreement will not prohibit CONSULTANT or CONSULTANT’s officers, employees, agents, subcontractors or subconsultants from waiving the right of subrogation prior to a loss. CONSULTANT hereby waives all rights of subrogation

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against CITY, its officials, officers, employees, agents and volunteers.

3.6 VERIFICATION OF COVERAGE: CONSULTANT acknowledges, understands and agrees, that CITY’s ability to verify the procurement and maintenance of the insurance required under this Article is critical to safeguarding CITY’s financial well-being and, indirectly, the collective well-being of the residents of the CITY.

Accordingly, CONSULTANT warrants, represents and agrees that it will furnish CITY with original certificates of insurance and endorsements evidencing the coverage required under this Article on forms satisfactory to CITY in its sole and absolute discretion. The certificates of insurance and endorsements for each insurance policy will be signed by a person authorized by that insurer to bind coverage on its behalf, and will be on forms provided by the CITY if requested. All certificates of insurance and endorsements will be received and approved by CITY as a condition precedent to CONSULTANT’s commencement of any Work or any of the Work. Upon CITY’s written request, CONSULTANT will also provide CITY with certified copies of all required insurance policies and endorsements.

3.7 CONSULTANT shall obtain and furnish to CITY a professional liability insurance policy covering the work to be performed hereunder. The policy shall provide coverage for CONSULTANT’s professional liability in an amount not less than One Million Dollars ($1,000,000) per occurrence and in the aggregate. The abovementioned insurance shall not contain a self-insured retention, deductible, or any other similar form of limitation on the required coverage except with the express written consent of CITY. A claims-made policy shall be acceptable if the policy further provides that; (i) the policy restrictive date coincides with or precedes the initiation of the Scope of Work (including subsequent policies purchased as renewals or replacements); and (ii) CONSULTANT shall notify the CITY of circumstances or incidents that might give rise to future claims. If insurance is terminated for any reason, CONSULTANT agrees to purchase an extended reporting provision of at least two (2) years to report claims arising from Work performed in connection with this Agreement.

3.8 FAILURE TO MAINTAIN COVERAGE: In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced immediately so as to avoid a lapse in the required coverage, CITY has the right but not the duty to obtain the insurance it deems necessary, and any premium paid by CITY will be promptly reimbursed by CONTRACTOR or CITY will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, CITY may cancel this Agreement effective upon notice.

3.9 SPECIAL RISKS OR CIRCUMSTANCES. City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

IV.

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INDEMNIFICATION

4.1 The Parties agree that CITY and CITY’s elected and appointed officials, officers, employees, agents and volunteers (hereinafter, the “CITY Indemnitees”) should, to the fullest extent permitted by law, be protected from any and all loss, injury, damage, claim, lawsuit, cost, expense, attorneys’ fees, litigation costs, or any other cost arising out of or in any way related to the performance of this Agreement. Accordingly, the provisions of this indemnity provision are intended by the Parties to be interpreted and construed to provide the CITY Indemnitees with the fullest protection possible under the law. CONSULTANT acknowledges that CITY would not enter into this Agreement in the absence of CONSULTANT’s commitment to indemnify, defend and protect CITY as set forth herein Notwithstanding the foregoing, to the extent CONSULTANT’s services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to Claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the CONSULTANT.

CONSULTANT’s obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the CITY, its officials, officers, employees, agents or volunteers.

4.2 To the fullest extent permitted by law, CONSULTANT shall indemnify, hold harmless and defend the CITY Indemnitees from and against all liability, loss, damage, expense, cost (including without limitation reasonable attorneys’ fees, expert fees and all other costs, and fees of litigation) of every nature arising out of or in connection with CONSULTANT’s performance of work hereunder or its failure to comply with any of its obligations contained in this Agreement, except such loss or damage which is caused by the sole negligence or willful misconduct of the CITY.

4.3 CITY shall have the right to offset against the amount of any compensation due to CONSULTANT under this Agreement, any amount due to CITY from CONSULTANT as a result of CONSULTANT’s failure to either pay CITY promptly for any costs associated with CONSULTANT’s obligations to indemnify the CITY Indemnitees under this Article, or related to CONSULTANT’s failure to either (i) pay taxes on amounts received pursuant to this Agreement or (ii) comply with applicable workers’ compensation laws.

4.4 The obligations of CONSULTANT under this Article will not be limited by the provisions of any workers’ compensation act or similar act. CONSULTANT expressly waives its statutory immunity under such statutes or laws as to CITY and CITY’s elected and appointed officials, officers, employees, agents, and volunteers.

4.5 CONSULTANT agrees to obtain executed indemnity agreements with provisions identical to those set forth herein this Article from each and every subcontractor or any other person or entity involved by, for, with or on behalf of CONSULTANT in the performance of this Agreement. In the event CONSULTANT fails to obtain such indemnity obligations from others as required herein, CONSULTANT agrees

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to be fully responsible and indemnify, hold harmless and defend CITY and CITY’s elected and appointed officials, officers, employees, agents, and volunteers from and against any and all claims and losses, costs or expenses for any damage due to death or injury to any person and injury to any property resulting from any alleged intentional, reckless, negligent, or otherwise wrongful acts, errors or omissions of CONSULTANT’s subcontractors or any other person or entity involved by, for, with or on behalf of CONSULTANT in the performance of this Agreement. Such costs and expenses shall include reasonable attorneys’ fees incurred by counsel of CITY’s choice.

4.6 CITY does not, and shall not waive any rights that it may possess against CONSULTANT because of the acceptance by CITY, or the deposit with CITY, of any insurance policy or certificate required pursuant to this Agreement. This hold harmless and indemnification provision shall apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost, or expense.

4.7 This Article and all provisions contained herein (including but not limited to the duty to indemnify, defend, and hold free and harmless) shall survive the termination or normal expiration of this Agreement and is in addition to any other rights or remedies which the CITY may have at law or in equity.

TERMINATION

5.1 TERMINATION WITHOUT CAUSE: CITY may immediately terminate this Agreement at any time for convenience and without cause by giving prior written notice of CITY’s intent to terminate this Agreement which notice shall specify the effective date of such termination. Upon such termination for convenience, CONSULTANT will be compensated only for those services and tasks which have been performed by CONSULTANT up to the effective date of the termination.

CONSULTANT may not terminate this Agreement except for cause as provided under Section 5.2, below. If this Agreement is terminated as provided herein, CITY may require CONSULTANT to provide all finished or unfinished Documents and Data, as defined in section 6.1 below, and other information of any kind prepared by CONSULTANT in connection with the performance of the Work.

CONSULTANT will be required to provide such Documents and Data within fifteen (15) calendar days of CITY’s written request. No actual or asserted breach of this Agreement on the part of CITY pursuant to Section 5.2, below, will operate to prohibit or otherwise restrict CITY’s ability to terminate this Agreement for convenience as provided under this Section.

5.2 EVENTS OF DEFAULT; BREACH OF AGREEMENT:

A. In the event either Party fails to perform any duty, obligation, service or task set forth under this Agreement (or fails to timely perform or properly perform any such duty, obligation, service or task set forth under this Agreement), an event of default (hereinafter, “Event of Default”) will occur. For all Events

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of Default, the Party alleging an Event of Default will give written notice to the defaulting Party (hereinafter referred to as a “Default Notice”) which will specify: (i) the nature of the Event of Default; (ii) the action required to cure the Event of Default; (iii) a date by which the Event of Default will be cured, which will not be less than the applicable cure period set forth under Sections 5.2B and 5.2C below or if a cure is not reasonably possible within the applicable cure period, to begin such cure and diligently prosecute such cure to completion. The Event of Default will constitute a breach of this Agreement if the defaulting Party fails to cure the Event of Default within the applicable cure period or any extended cure period allowed under this Agreement.

B. CONSULTANT will cure the following Events of Defaults within the following time periods:
i. Within ten (10) business days of CITY’s issuance of a Default Notice for any failure of CONSULTANT to timely provide CITY or CITY’s employees or agents with any information and/or written reports, documentation or work product which CONSULTANT is obligated to provide to CITY or CITY’s employees or agents under this Agreement.

Prior to the expiration of the 10-day cure period, CONSULTANT may submit a written request for additional time to cure the Event of Default upon a showing that CONSULTANT has commenced efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 10-day cure period. The foregoing notwithstanding, CITY will be under no obligation to grant additional time for the cure of an Event of Default under this Section 5.2B.i. that exceeds seven (7) calendar days from the end of the initial 10-day cure period; or ii. Within fourteen (14) calendar days of CITY’s issuance of a Default Notice for any other Event of Default under this Agreement. Prior to the expiration of the 14-day cure period, CONSULTANT may submit a written request for additional time to cure the Event of Default upon a showing that CONSULTANT has commenced efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 14-day cure period. The foregoing notwithstanding, CITY will be under no obligation to grant additional time for the cure of an Event of Default under this Section 5.2B.ii that exceeds thirty (30) calendar days from the end of the initial 14-day cure period.

In addition to any other failure on the part of CONSULTANT to perform any duty, obligation, service or task set forth under this Agreement (or the failure to timely perform or properly perform any such duty, obligation, service or task), an Event of Default on the part of CONSULTANT will include, but will not be limited to the following: (i) CONSULTANT’s refusal or failure to perform any of the services or tasks called for under the Scope of Work; (ii) CONSULTANT’s failure to fulfill or perform its obligations under this Agreement within the specified time or if no time is specified, within a reasonable time; (iii) CONSULTANT’s and/or its employees’

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disregard or violation of any federal, state, local law, rule, procedure or regulation; (iv) the initiation of proceedings under any bankruptcy, insolvency, receivership, reorganization, or similar legislation as relates to CONSULTANT, whether voluntary of involuntary; (v) CONSULTANT’s refusal or failure to perform or observe any covenant, condition, obligation or provision of this Agreement; and/or (vii) CITY’s discovery that a statement representation or warranty by CONSULTANT relating to this Agreement is false, misleading or erroneous in any material respect.

C. CITY will cure any Event of Default asserted by CONSULTANT within fortyfive (45) calendar days of CONSULTANT’s issuance of a Default Notice, unless the Event of Default cannot reasonably be cured within the 45-day cure period. Prior to the expiration of the 45-day cure period, CITY may submit a written request for additional time to cure the Event of Default upon a showing that CITY has commenced its efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 45-day cure period. The foregoing notwithstanding, an Event of Default dealing with CITY’s failure to timely pay any undisputed sums to CONSULTANT as provided under Section 1.5, above, will be cured by CITY within five (5) calendar days from the date of CONSULTANT’s Default Notice to CITY.

D. CITY, in its sole and absolute discretion, may also immediately suspend CONSULTANT’s performance under this Agreement pending
CONSULTANT’s cure of any Event of Default by giving CONSULTANT written notice of CITY’s intent to suspend CONSULTANT’s performance (hereinafter, a “Suspension Notice”). CITY may issue the Suspension Notice at any time upon the occurrence of an Event of Default. Upon such suspension, CONSULTANT will be compensated only for those services and tasks which have been rendered by CONSULTANT to the reasonable satisfaction of CITY up to the effective date of the suspension. No actual or asserted breach of this Agreement on the part of CITY will operate to prohibit or otherwise restrict CITY’s ability to suspend this Agreement as provided herein.

E. No waiver of any Event of Default or breach under this Agreement will constitute a waiver of any other or subsequent Event of Default or breach.

No waiver, benefit, privilege, or service voluntarily given or performed by a Party will give the other Party any contractual rights by custom, estoppel, or otherwise.

F. The duties and obligations imposed under this Agreement and the rights and remedies available hereunder will be in addition to and not a limitation of any duties, obligations, rights and remedies otherwise imposed or available by law. In addition to any other remedies available to CITY at law or under this Agreement in the event of any breach of this Agreement, CITY, in its sole and absolute discretion, may also pursue any one or more of the following remedies:

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i. Upon written notice to CONSULTANT, the CITY may immediately terminate this Agreement in whole or in part;
ii. Upon written notice to CONSULTANT, the CITY may extend the time of performance;
iii. The CITY may proceed by appropriate court action to enforce the terms of the Agreement to recover damages for CONSULTANT’s breach of the Agreement or to terminate the Agreement; or
iv. The CITY may exercise any other available and lawful right or remedy.

CONSULTANT will be liable for all legal fees plus other costs and expenses that CITY incurs upon a breach of this Agreement or in the CITY’s exercise of its remedies under this Agreement.

G. In the event CITY is in breach of this Agreement, CONSULTANT’s sole remedy will be the suspension or termination of this Agreement and/or the recovery of any unpaid sums lawfully owed to CONSULTANT under this Agreement for completed services and tasks.

5.3 SCOPE OF WAIVER: No waiver of any default or breach under this Agreement will constitute a waiver of any other default or breach, whether of the same or other covenant, warranty, agreement, term, condition, duty or requirement contained in this Agreement. No waiver, benefit, privilege, or service voluntarily given or performed by a Party will give the other Party any contractual rights by custom, estoppel, or otherwise.

5.4 SURVIVING ARTICLES, SECTIONS AND PROVISIONS: The termination of this Agreement pursuant to any provision of this Article or by normal expiration of its term or any extension thereto will not operate to terminate any Article, Section or provision contained herein which provides that it will survive the termination or normal expiration of this Agreement.

VI.

MISCELLANEOUS PROVISIONS

6.1 DOCUMENTS & DATA; LICENSING OF INTELLECTUAL PROPERTY: All Documents and Data will be and remain the property of CITY without restriction or limitation upon their use or dissemination by CITY. For purposes of this Agreement, the term “Documents and Data” means and includes all reports, analyses, correspondence, plans, designs, notes, summaries, strategies, charts, schedules, spreadsheets, calculations, lists, data compilations, documents or other materials developed and/or assembled by or on behalf of CONSULTANT in the performance of this Agreement and fixed in any tangible medium of expression, including but not limited to Documents and Data stored digitally, magnetically and/or electronically. This Agreement creates, at no cost to CITY, a perpetual license for CITY to copy, use, reuse, disseminate and/or retain any and all

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copyrights, designs, and other intellectual property embodied in all Documents and Data. CONSULTANT will require all subcontractors and subconsultants working on behalf of CONSULTANT in the performance of this Agreement to agree in writing that CITY will be granted the same right to copy, use, reuse, disseminate and retain Documents and Data prepared or assembled by any subcontractor or subconsultant as applies to Documents and Data prepared by CONSULTANT in the performance of this Agreement.

6.2 CONFIDENTIALITY: All data, documents, discussion, or other information developed or received by CONSULTANT or provided for performance of this Agreement are deemed confidential and will not be disclosed by CONSULTANT without prior written consent by CITY. CITY will grant such consent of disclosure as legally required. Upon request, all CITY data will be returned to CITY upon the termination or expiration of this Agreement. CONSULTANT will not use CITY’s name or insignia, photographs, or any publicity pertaining to the Work in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of CITY.

6.3 FALSE CLAIMS ACT: CONSULTANT warrants and represents that neither CONSULTANT nor any person who is an officer of, in a managing position with, or has an ownership interest in CONSULTANT has been determined by a court or tribunal of competent jurisdiction to have violated the False Claims Act, 31 U.S.C., Section 3789 et seq. and the California False Claims Act, Government Code Section 12650 et seq.

6.4 NOTICES: All notices permitted or required under this Agreement will be given to the respective Parties at the following addresses, or at such other address as the respective Parties may provide in writing for this purpose:

CONSULTANT: CITY:

City Security & Patrol, Inc.

Attn: Shawn Adli
9400 Topanga Canyon Blvd
2nd Floor, Suite #215
Chatsworth, CA 91311
Phone: (805) 208-4867
City of Cudahy
Public Works Department
Attn: Aaron Hernandez-Torres
5220 Santa Ana Street
Cudahy, CA 90201
Phone: (323) 773-5143 ext. 228
Such notices will be deemed effective when personally delivered or successfully transmitted by facsimile as evidenced by a fax confirmation slip or when mailed, forty-eight (48) hours after deposit with the United States Postal Service, first class postage prepaid and addressed to the Party at its applicable address.

6.5 COOPERATION; FURTHER ACTS: The Parties will fully cooperate with one another, and will take any additional acts or sign any additional documents as are reasonably necessary, appropriate or convenient to achieve the purposes of this Agreement.

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6.6 SUBCONTRACTING: CONSULTANT will not subcontract any portion of the Work required by this Agreement, except as expressly stated herein, without the prior written approval of CITY. Subcontracts (including without limitation subcontracts with subconsultants), if any, will contain a provision making them subject to all provisions stipulated in this Agreement, including provisions relating to insurance requirements and indemnification.

6.7 CITY’S RIGHT TO EMPLOY OTHER CONSULTANTS: CITY reserves the right to employ other contractors in connection with the various projects worked upon by CONSULTANT.

6.8 PROHIBITED INTERESTS: CONSULTANT warrants, represents and maintains that it has not employed nor retained any company or person, other than a bona fide employee working solely for CONSULTANT, to solicit or secure this Agreement. Further, CONSULTANT warrants and represents that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for CONSULTANT, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, CITY will have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of CITY, during the term of his or her service with CITY, will have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

6.9 TIME IS OF THE ESSENCE: Time is of the essence for each and every provision of this Agreement.

6.10 GOVERNING LAW AND VENUE: This Agreement will be interpreted and governed according to the laws of the State of California. In the event of litigation between the Parties, venue, without exception, will be in the Los Angeles County Superior Court of the State of California. If, and only if, applicable law requires that all or part of any such litigation be tried exclusively in federal court, venue, without exception, will be in the Central District of California located in the City of Los Angeles, California.

6.11 ATTORNEYS’ FEES: If either Party commences an action against the other Party, legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing Party in such litigation will be entitled to have and recover from the losing Party reasonable attorneys’ fees and all other costs of such action.

6.12 SUCCESSORS AND ASSIGNS: This Agreement will be binding on the successors and assigns of the Parties.

6.13 NO THIRD-PARTY BENEFIT: There are no intended third-party beneficiaries of any right or obligation assumed by the Parties. All rights and benefits under this Agreement inure exclusively to the Parties.

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6.14 CONSTRUCTION OF AGREEMENT: This Agreement will not be construed in favor of, or against, either Party but will be construed as if the Parties prepared this Agreement together through a process of negotiation and with the advice of their respective attorneys.

6.15 SEVERABILITY: If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions will continue in full force and effect.

6.16 AMENDMENT; MODIFICATION: No amendment, modification or supplement of this Agreement will be valid or binding unless executed in writing and signed by both Parties, subject to CITY approval. The requirement for written amendments, modifications or supplements cannot be waived and any attempted waiver will be void and invalid.

6.17 CAPTIONS: The captions of the various articles, sections and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.

6.18 INCONSISTENCIES OR CONFLICTS: In the event of any conflict or inconsistency between the provisions of this Agreement and any of the exhibits attached hereto, the provisions of this Agreement will control.

6.19 ENTIRE AGREEMENT: This Agreement, including all attached exhibits, constitutes the entire, complete, final and exclusive expression of the Parties with respect to the matters addressed herein and supersedes all other agreements or understandings, whether oral or written, which may have been entered into between CITY and CONSULTANT prior to the execution of this Agreement. Any statements, representations, or other agreements, whether oral or written, made by either Party that is not embodied herein will not be valid or binding on the Parties. No amendment, modification or supplement to this Agreement will be valid and binding unless in writing and duly executed by the Parties pursuant to Section

6.16, above.

6.20 COUNTERPARTS: This Agreement will be executed in three (3) original counterparts each of which will be of equal force and effect. No handwritten or typewritten amendment, modification or supplement to any one counterpart will be valid or binding unless made to all three counterparts in conformity with Section

6.16, above. One fully executed original counterpart will be delivered to CONSULTANT and one fully executed original will be retained by CITY. (SIGNATURES ON NEXT PAGE)

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IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be executed the day and year first appearing in this Agreement, above.

CITY OF CUDAHY:

By:

Alfonso Noyola, ICMA-CM
City Manager

Date:____________________________
City Security & Patrol, Inc.:

By:

Shawn Adli
President

Date:____________________________
APPROVED AS TO FORM:

By:

City Attorney
Date:____________________________

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EXHIBIT “A”

SCOPE OF WORK

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Scope of Work
City Security & Patrol, Inc. shall provide security guard and patrol services City of Cudahy parks and facilities to actively patrol city parks and facilities under a prearranged schedule. The patrolling of the area will be supplemented with a motorized vehicle. The uniformed security officer will be present at all times in areas pertaining to the pre-arranged schedule. Security personnel will immediately report suspicious activity and contact the appropriate emergency personnel in situations where safety is compromised, or criminal activity is evident. Security officer will be highly visible and identified as a professional security guard and highly vigilant in actively patrolling while on duty. The security officer will maintain a constant and visible presence around and throughout the perimeter of Cudahy Park, Cudahy River Park, Clara Park, and Lugo Park when patrolling
When patrolling, security guards will perform the following duties:
• Patrol the locations
• Detect unwanted persons
• Identify hazardous or dangerous situations
• Patrol lobby areas of all buildings
• Write incident reports
• Maintain activity logs
• Assist City personnel as needed with field security activities The supervisor shall perform the following duties:
• Ensure all security guards meet the scope of work outlined above • Act as a relief guard for breaks
• Assume all security guard duties at a location where the assigned guard calls off • work.
• Immediately address all complaints related to security staff • Meet with the chief investigator or his/her designee once a week to • report on issues, problems, or incidents at all staffed locations.

Security guards patrolling shall have the following licenses and certifications:
• Security Guards will be licensed by the State Department of Consumer Affairs Bureau of Collective and Investigative Services.
• All Security Guards will have a current State of California Driver’s License. • Security Guards will be physically capable of performing all duties as assigned, have no arrest or criminal record (other than minor traffic violations), and present a physical appearance acceptable to the City.
• All Security Guards shall, at minimum, be trained in the use of, and carry, pepper spray. Guards registered as armed Security Guards and carrying firearms must be available upon request.
• Security Guards must have successfully completed First Aid Training and be CPR and AED certified.

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EXHIBIT “B”

COMPENSATION RATE

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Compensation Rates
Type Cost per hour
Unarmed Security Guard $24.50
Armed Security Guard $29.00
Supervisor with Patrol Vehicle $35.50
* if needed
• We are able to provide as many guards as possible or hours you need.

We do not have a maximum.
• Over time cost will be 1.5 times of the proposed cost. • Cost will be increased by $0.50 per hr. per each next year.

Prices includes:
• Fully Licensed Guards
• Fully Insured and Bonded
• Security Vehicle + Gas
• Uniforms, boots and armed equipment
• Radios and Badges
• Belts and all other Security Accessories
• Apps and security cameras to track security guards
• Monitoring services and dispatch
• Security Cameras — If needed
• 24/7 dispatch accessibility
• 24/7 Primary Contact accessibility

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“Serving The People” "Sirviendo A La Comunidad"
Staff Report
04/18/2023 Page 1 of 2

STAFF REPORT
Date: April 18, 2023
To: Honorable Mayor/Chair and City Council/Agency Members From: Alfonso Noyola, City Manager/Executive Director
By: Noel Barajas, Human Resources Manager
Subject: A presentation on the Classification and Compensation Study from MGT of America Consulting, LCC

RECOMMENDATION
The City Council is to receive and file the Classification and Total Compensation Study from MGT of America Consulting, LLC.

BACKGROUND

1. On September 6, 2022, the City issued an RFP for a Classification and Total Compensation Study.

2. On October 6, 2022, the proposal due date closed, and three firms submitted a proposal.

3. On October 13, 2022, MGT of America Consulting, LLC was notified that it was the top ranked proposal and would be recommended to Council for contract approval.

4. On November 1, 2022, the City awarded a Professional Services Agreement(PSA) to MGT of America Consulting, LLC to conduct a Classification and Total Compensation Study in the amount of $54,880 .

5. On December 2022, MGT surveyed employees and supervisors regarding to get more details regarding their individual duties and responsibilities.

Item Number
14D

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“Serving The People” "Sirviendo A La Comunidad"
Staff Report
04/18/2023 Page 2 of 2

ANALYSIS
MGT identified eight (8) comparable cities in the surrounding area with similar demographics and used them to compare with our classifications. Based on the market assessment of the City’s current pay plan and positions, MGT has provided a final report with the findings and recommendations for updating the City’s pay plan.

This information will be used in development of the FY2024 budget and updating the authorized position and related specifications.

CONCLUSION
The city recommends receiving and filing the document for city records.

STRATEGIC PLAN CORRELATION
Not applicable.

FINANCIAL IMPACT
No new financial impact, it was approved and funded via a contract approved in November 2022.

ATTACHMENTS
A. MGT: Classification and Compensation Study – Final Report

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City of Cudahy
Classification and Compensation Study

FINAL REPORT
March 30, 2023
Khary Knowles, Vice President
Kathleen Sanchez, Consultant
Sandra McCoy, Consultant
Attachment A Page 347 of 527
City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 2 Eric Hall & Associates
5245 Avenida Encinas, Suite A, Carlsbad, CA 92008
Office 760.602.9352, Cell 760.519.8531
[email protected] [email protected] [email protected]

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 3 This page left blank intentionally.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 4 CITY OF CUDAHY – CLASSIFICATION AND COMPENSATION STUDY

TABLE OF CONTENTS
CHAPTER 1. INTRODUCTION………………...............………………….…………………….……..……5

1.1 BACKGROUND…………...…………………………………....…………….…...………..5

1.2 OVERVIEW OF REMAINING CHAPTERS……...……………..………………..….…….5 CHAPTER 2. APPROACH AND METHODOLOGY……..............................................................................6

2.1 PROJECT ACTIVITIES……..…................……….………………………………..……….6

2.2 PROJECT INITIATION…………..…………………………….………………….............………….….….……..6

2.3 MARKET DATA SOURCE …...........………….……..…………...………………….……….…….….…......7

2.4 DATA COLLECTION .............…………………………………….……….…….…..….... 8 CHAPTER 3. RESULTS AND REPORTS……………...……………………………………………......…...9

3.1 SALARY STUDY REPORTS.…………….……………………...............….…..………. ,,..9 CHAPTER 4. ADMINISTRATION AND MAINTENANCE ………………………………………......…...116

4.1 STANDARD SALARY MAINTENANCE PRACTICES ……………………………….....116 APPENDICES:

APPENDIX A: CUSTOM MARKET SURVEY RESULTS
APPENDIX B: MANAGEMENT ISSUES PAPER (MIP)
APPENDIX C: JOB CONTENT QUESTIONNAIRE (JCQ)
APPENDIX D: PRE-STUDY PAY SCHEDULE & GRADE ASSIGNMENTS
APPENDIX E: OUTLIERS REPORT
APPENDIX F: PROPOSED PAY PLAN FOR ASSOCIATION POSITIONS APPENDIX G: ALL POSITIONS PROPOSED PAY PLAN
APPENDIX H: POSITIONS AT MARKET MEDIAN
APPENDIX I: POSITIONS BELOW MARKET MEDIAN
APPENDIX AA: JOB DESCRIPTIONS

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 5 1 INTRODUCTION

1.1 BACKGROUND
The City of Cudahy contracted with MGT Consulting Group (MGT) in November 2022 to conduct a Classification and Compensation Study for the City’s Human Resources Department. The recommendations provided in this report will assist Cudahy with establishing a competitive compensation system in the labor markets in which Cudahy competes. Cudahy desires to compensate its employees fairly and at rates consistent with job content, scope, responsibility, and other appropriate compensable factors to ensure they can recruit and retain the best possible talent.

To accomplish Cudahy’s project goals, MGT’s study included:
 A review of Cudahy’s current salary schedules, organizational charts, and job descriptions.  A review of the data gathered through MGT’s Management Issues Paper (MIP) survey completed by supervisors to identify concerns regarding position levels and descriptions.  A review of the data gathered through MGT’s Job Content Questionnaire (JCQ) for selected positions to collect information on a classification’s current educational requirements, FLSA/ADA compliance, internal and external relationships, and job responsibilities and duties.  An evaluation of jobs based on the nature of work and the job task assignments for each position.  A review and comparison of salary data from comparable entities (as approved by City of Cudahy).  Developing an updated compensation system based on relevant market comparisons and assigning positions to appropriate placement within the system.
 Revision/development of job descriptions for positions.  A summary of costs and strategies to implement the competitive compensation structure.

We appreciate the cooperation of City of Cudahy’s Human Resources Manager, all employees, and supervisors who assisted in the development of job information for this study.

1.2 OVERVIEW OF REMAINING CHAPTERS
This report contains four chapters, including this introduction. The remaining chapters include:
 Chapter 2.0 – Approach and Methodology. This chapter presents a summary of MGT’s methodology for collecting data from employees and for conducting a market analysis for all included classifications. A description of each component is provided.  Chapter 3.0 – Results and Reports. This chapter provides information on the proposed compensation.
 Chapter 4.0 – Administration and Maintenance. This chapter presents information about the construction of the compensation system and guidelines for administering and maintaining the system. A list of best practices is included to guide future pay plan management decisions.

Additional information related to this study may be found in the appendices of this report.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 6 2 APPROACH AND METHODOLOGY

2.1 PROJECT ACTIVITIES
MGT crafted a methodological approach to address the specific issues, concerns, and objectives of the City of Cudahy. Although generally accepted procedures, methodologies, and formats were used to conduct the study and prepare deliverables, the content of all final products was specifically tailored to the unique circumstances and requirements of Cudahy. The approach used for this engagement consisted of the following project activities:

2.2 PROJECT INITIATION
Upon agreement to proceed, MGT’s Project Team held a virtual kick-off meeting with the City Human Resources Manager and key staff on September 26, 2022, to discuss the study’s objectives, timeline, as well as the strengths and weaknesses of the current system. Discussions also focused on Cudahy’s needs regarding the systems to be developed. The discussions resulted in a view of the City’s priorities for classification review, salary administration, and long-range planning.

At the start of the study, MGT requested that Cudahy provide a database of employee names, positions, class dates, current salaries, and other pertinent information for analysis. This information was used to analyze positions. Cudahy Human Resources Manager also provided MGT with copies of current salary schedules, organizational charts, and other related policies and data. MGT maintained contact with Cudahy’s Human Resources Manager and key personnel throughout the study to ensure that components of the classification and compensation plan met the City’s needs and desires.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 7

2.3 MARKET DATA SOURCE
One of the key components of a compensation study is reviewing the market. Comparable cities were identified in collaboration with Cudahy’s Human Resources Manager and key staff and used for the City’s study. The market data sources analyzed in this study are shown in Exhibit 1.

EXHIBIT 1: MARKET DATA SOURCES
Name
Population
in 2019
Median
Household
Income
2019
Employed
Population
Similar
Demographics
Similar level of
Education
Commerce 12,661 $50,837 5,720 yes No data found
City of Cudahy 23,569 $49,900 9,695 yes yes
Maywood 27,937 $47,331 7,690 yes yes
Bell Gardens 38,552 $50,311 17,800 yes yes
Paramount 52,506 $60,456 25,400 yes yes
Huntington Park 53,644 $51,065 26,200 yes yes
Montebello 61,204 $66,584 30,600 yes yes
Lynwood 65,505 $61,612 28,800 yes yes
Bellflower 77,408 $70,236 36,800 yes yes
The findings and recommendations included in this report are the result of this market review and evaluation of the data collected. MGT reviewed the market data and classifications for relevance and appropriateness. It should be noted that, in any market comparison, there are no mirror images for an organization, and position matches involve judgement in making comparisons. Through a detailed compilation and comprehensive review of the determined competitive markets, one can establish a general guide to assess market conditions. In reviewing the City’s salary structures, a considerable amount of data was generated to select appropriate competitive markets to conduct comparisons.

Market Outlook
According to Tatyana Kharaskina, Senior Consultant for Programmatic, states, “Despite looming talks of recessions, Indeed and Glassdoor economists believe that hiring will remain challenging for years to come, driven by demographics and evolving preferences. Workers will continue to have the leverage to press for higher pay, stronger benefits, scheduling flexibility, and a variety of other perquisites.”

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 8

WHAT ARE THE OTHER EMPLOYMENT TRENDS THAT WILL DEFINE IN 2023?

1. REMOTE WORK: One of the most popular policies that workers will use their leverage for will be the option to work remotely, according to the report, which found that workers are consistently interested in remote work. “Glassdoor data shows that remote roles consistently generate more interest from job seekers, and organizations that offer fully remote options naturally have access to a much deeper talent pool,” adds Terrazas.

2. BOOSTED BENEFITS: Both job sites found that employers are increasing their benefits, and advertising them, to attract talent. “In the U.S., these benefits provide employers ways to differentiate their organizations and sweeten job offers, especially in occupations at the lower end of the wage scale that typically require in-person attendance, like childcare or food preparation and service,” reads the report.

3. HAPPINESS AS A MEASURE OF SUCCESS: The report suggests that workers prioritize their happiness and well-being more than they did before the pandemic. Nearly half of workers surveyed said that their expectation of happiness at work has increased in the last year, and 86% of those surveyed say that how they feel at work impacts how they feel at home.

Source: U.S. Job Market Predictions for 2023 according to Glassdoor and Indeed (linkedin.com)

2.4 DATA COLLECTION
MANAGEMENT ISSUES PAPER (MIP): To collect information about specific concerns related to Cudahy’s current classification and compensation system, Cudahy’s department heads were invited to participate in an online survey, the Management Issues Paper (MIP) (see Appendix C). Survey respondents identified concerns or issues with specific classifications or job positions, including issues of recruitment, retention, salary grade/range, career ladder and promotional opportunities, and classification title. The MIP survey was distributed on December 7, 2022, and the survey data collection ended December 16, 2022. 3 MIP submissions were received by MGT. The results from the MIP survey were given to the Cudahy Human Resources Manager in a supplemental report.

JOB CONTENT QUESTIONNAIRE (JCQ): MGT used a survey instrument called a Job Content Questionnaire (JCQ) (see Appendix D) to collect data on all job classifications for deeper analysis. The data from the JCQ were used to determine the primary duties of each classification, the required education, experience, skills, and training for each position, and to compare jobs to the identified wage market. The JCQ collected job data on various factors, including:
- Essential job duties
- Knowledge, skills, and abilities
- Function within the organization
- Education required
- Experience required
- Work performed
- Responsibility and leadership

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 9 - Decision-making
- Financial authority
- Physical and dexterity requirements
- Environmental hazards and working conditions
- Sensory requirements
The JCQ was distributed to employees via e-mail on December 6, 2022.

CUSTOM MARKET SURVEY: Cudahy’s identified comparison organizations were researched to gather salary data for benchmarking and analyses. Data was collected for comparisons relative to compensation (see Chapter 3).

The data collected from comparison organizations included their organization’s minimum, midpoint, and maximum salaries and average salaries associated with all positions. Data was gathered through online research. Salary data were collected from the following peer organizations:

1. Commerce

2. Maywood

3. Bell Gardens

4. Paramount

5. Huntington Park

6. Montebello

7. Lynwood

8. Bellflower
A copy of the survey results of the data collected is included in Appendix A.

The primary comparison data points used in this review are the Minimum and Maximum of each peer’s pay range (without “longevity”), and a calculated value at the Mid-Range (i.e., the calculated value between the minimum and maximum using the formula: ([Min + Max] divided by 2).

The data are presented in two formats for each of the 52 job titles. The first is a table that shows available peer information. The tables include the matched job titles, the minimum rate and the maximum rate at each organization. The second is a graph that plots the average and median at the MidRange Rate of the eight peer organizations.

Findings and recommendations are summarized below the tables and graph for each selected job. The summary table of the survey results (Appendix A) shows an overall comparison picture with most by highlighting market median values, and the threshold value that Cudahy should aim to be within to remain market competitive.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 10 3 RESULTS AND REPORTS

3.1 SALARY STUDY REPORT
Wage Data Graph 1: City Manager (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title Step 1 Rate/Hr
Montebello City Manager $25,172.48
Bellflower City Manager $21,178.08
Paramount City Manager $20,232.33
Bell Gardens City Manager $19,685.50
Commerce City Manager $19,166.66
City of Cudahy City Manager $18,476.00
Huntington Park City Manager $16,093.58
Maywood City Manager $15,421.70
Lynwood City Manager $15,271.41
Average Calculation DOES NOT include COC $18,966.42
Median Calculation DOES NOT include COC $19,166.66
*City Manager is a monthly rate based on employment contract.

Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 6th against this market.

Recommendations:
 Approve the revised job class description that reflects grammatical edits of the job class's duties and responsibilities. A draft job class description for consideration is included as Appendix AA in the report.
 Consider an adjustment to the salary range when the wage is below the Mid-Range of the market Median.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 11 Wage Data Graph.2: Management Analyst (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
MidRange
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Commerce Management Analyst $6,684.61 $7,413.94 $8,143.26 5 Paramount Management Analyst II $6,448.38 $7,143.21 $7,838.04 5 City of Cudahy Management Analyst $6,346.00 $7,135.50 $7,925.00 10 Lynwood Administrative Analyst II $5,781.25 $6,404.20 $7,027.15 5 Bellflower Management Analyst II $5,591.00 $6,194.00 $6,797.00 5 Maywood Administrative Analyst $5,356.00 $6,095.88 $6,835.76 6 Bell Gardens Management Analyst $5,215.00 $5,777.50 $6,340.00 5 Montebello Management Analyst $4,988.00 $5,528.00 $6,068.00 10 Huntington Park Management Analyst $4,624.00 $5,150.50 $5,677.00 5 Average Calculation DOES NOT include COC $5,586.03 $6,213.40 $6,840.78 Median Calculation DOES NOT include COC $5,473.50 $6,144.94 $6,816.38 WAGE GRAPH 2 – Management Analyst

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 12 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 3rd against this market.

This position is above Market Median.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 13 Wage Data Graph 3: Executive Assistant (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bellflower
Executive Assistant to the City
Manager $6,115.00 $6,774.00 $7,433.00 5
Montebello Assistant to the City Manager $6,018.00 $6,668.50 $7,319.00 10 Paramount Executive Assistant $5,554.30 $6,152.80 $6,751.29 5 Lynwood Executive Assistant $5,401.45 $5,985.37 $6,569.29 5 Bell Gardens
Executive Assistant to the City
Manager $5,347.00 $5,923.50 $6,500.00 5
City of Cudahy
Executive Assistant
(Confidential) $5,038.00 $5,664.50 $6,291.00 10
Commerce Administrative Assistant $4,969.89 $5,511.96 $6,054.02 5 Huntington Park
Executive Assistant to the City
Manager $4,717.00 $5,254.00 $5,791.00 5
Maywood Executive Assistant $4,463.33 $5,079.90 $5,696.47 6 Average
Calculation DOES NOT include
COC $5,323.25 $5,918.75 $6,514.26
Median
Calculation DOES NOT include
COC $5,374.23 $5,954.44 $6,534.65
WAGE GRAPH 3 – Executive Assistant

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 14 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 6th against this market.

Recommendations:
 Consider approving the revised job class description that reflects grammatical edits of the job class's duties and responsibilities. A draft job class description for consideration is included as Appendix AA in the report.
 Consider an adjustment to the salary range when the wage is below the Mid-Range of the market Median.
 Consider title change to Executive Assistant to the City Manager

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 15 Wage Data Graph 4: Administrative Analyst (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Commerce Office Specialist $4,284.70 $4,752.29 $5,219.88 5 Paramount Office Assistant II $4,288.19 $4,750.26 $5,212.32 5 Huntington Park Secretary $4,063.00 $4,525.50 $4,988.00 5 Maywood Administrative Assistant $3,927.73 $4,485.31 $5,042.89 6 City of Cudahy Administrative Analyst $3,963.00 $4,456.50 $4,950.00 10 Bellflower Administrative Assistant $3,986.00 $4,415.50 $4,845.00 5 Bell Gardens Secretary $3,899.00 $4,319.50 $4,740.00 5
Montebello
Senior Administrative
Assistant $3,729.83 $4,193.92 $4,658.00 10
Lynwood Office Assistant II $3,097.89 $3,432.72 $3,767.55 5 Average
Calculation DOES NOT
include COC $3,909.54 $4,359.37 $4,809.21
Median
Calculation DOES NOT
include COC $3,956.87 $4,450.41 $4,916.50
WAGE GRAPH 4 – Administrative Analyst

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 16 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 5th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 17 Wage Data Graph 5: Human Resource Manager (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bellflower
Human Resources and Risk
Manager $11,005.00 $12,191.00 $13,377.00 5
Montebello Human Resources Manager $8,551.66 $9,803.08 $11,054.50 10 Commerce Human Resources Manager $8,239.11 $9,138.67 $10,038.22 5 Paramount Human Resources Manager $8,187.73 $9,069.98 $9,952.23 5 Huntington Park Director of Human Resources $7,681.00 $8,556.00 $9,431.00 5 City of Cudahy Human Resources Manager $7,498.00 $8,431.00 $9,364.00 10 Bell Gardens Human Resources Manager $7,596.00 $8,415.00 $9,234.00 5 Maywood Human Resources Manager $6,666.66 $7,587.62 $8,508.58 6 Average
Calculation DOES NOT include
COC $8,275.31 $9,251.62 $10,227.93
Median
Calculation DOES NOT include
COC $8,187.73 $9,069.98 $9,952.23
*City of Lynwood does not have a comparable position.

WAGE GRAPH 5 – Human Resource Manger

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 18 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Seven comparable jobs were identified in the market.
 The class ranks 6
th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 19 Wage Data Graph 6: Human Resources Specialist (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Commerce Human Resources Analyst I $6,684.81 $7,414.04 $8,143.26 5 Lynwood
Human Resources and Risk
Analyst $6,108.90 $6,767.34 $7,425.77 5
City of Cudahy
Human Resources
Specialist $5,350.00 $6,015.50 $6,681.00 10
Bell Gardens Personnel Analyst $5,215.00 $5,777.50 $6,340.00 5 Montebello Human Resources Technician $5,036.00 $5,731.50 $6,427.00 10 Huntington Park Human Resources Assistant $4,228.00 $4,709.50 $5,191.00 5 Average
Calculation DOES NOT
include COC $5,454.54 $6,079.97 $6,705.41
Median
Calculation DOES NOT
include COC $5,215.00 $5,777.50 $6,427.00
*The cities of Maywood, Paramount, and Bellflower do not have comparable positions.

WAGE GRAPH 6 – Human Resources Specialist

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 20 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Five comparable jobs were identified in the market.
 The class ranks 3rd against this market of six.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 21 Wage Data Graph 7: Administrative Services Director (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step #
Commerce
Director of Administrative Services
& City Clerk $12,631.19 $14,010.47 $15,389.75 5
Paramount
Assistant Community Services
Director $9,066.54 $10,043.49 $11,020.44 5
City of Cudahy
Administrative Services
Director $8,906.00 $10,014.50 $11,123.00 10
Bellflower Assistant to the City Manager $8,838.00 $9,790.50 $10,743.00 5 Bell Gardens Administrative Services Manager $7,596.00 $8,415.00 $9,234.00 5 Average
Calculation DOES NOT include
COC $9,532.93 $10,564.87 $11,596.80
Median
Calculation DOES NOT include
COC $8,952.27 $9,917.00 $10,881.72
* Please note: There is no comparable position at the Cities of Huntington Park, Montebello, Lynwood, and Maywood. Data has been omitted for accuracy.

WAGE GRAPH 7 – Administrative Services Director

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 22 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Four comparable jobs were identified in the market.
 The class ranks 3rd against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 23 Wage Data Graph 8: Finance Director (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step #
Montebello Director of Finance $13,564.00 $15,439.00 $17,314.00 10 Bellflower Director of Finance $13,296.00 $14,729.00 $16,162.00 5 Commerce
Director of Finance and City
Treasurer $12,631.19 $14,010.47 $15,389.75 5
Lynwood Director of Finance $12,239.62 $13,558.49 $14,877.35 5 Bell Gardens
Director of Finance and
Administrative Services $11,820.00 $13,094.00 $14,368.00 5 Paramount Finance Director $11,408.38 $12,637.67 $13,866.95 5 City of Cudahy Finance Director $10,295.00 $11,576.00 $12,857.00 10 Maywood Finance Director $10,000.00 $11,381.41 $12,762.81 6 Average
Calculation DOES NOT include
COC $12,137.03 $13,550.00 $14,962.98
Median
Calculation DOES NOT include
COC $12,239.62 $13,558.49 $14,877.35
* City of Huntington Park the Director of Finance position notes an executive contract with the annual salary of $179,954.

WAGE GRAPH 8 – Finance Director

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 24 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Seven comparable jobs were identified in the market.
 The class ranks 7th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 25 Wage Data Graph 9 Community Development Director (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step #
Montebello
Director of Planning and Community
Development $13,140.00 $14,956.50 $16,773.00 10
Bellflower Director of Community Development $13,296.00 $14,729.00 $16,162.00 5 Lynwood Director of Community Development $13,089.30 $14,499.72 $15,910.13 5 Commerce
Director of Economic Development
and Planning $12,631.19 $14,010.47 $15,389.75 5
Bell Gardens Director of Community Development $11,977.00 $12,921.00 $13,865.00 5 Paramount Community Services Director $11,408.38 $12,637.67 $13,866.95 5 City of Cudahy Community Development Director $10,295.00 $11,576.00 $12,857.00 10 Maywood Director of Building and Planning $10,000.00 $11,381.41 $12,762.82 6 Huntington Park Director of Community Development $9,657.00 $10,756.50 $11,856.00 5 Average
Calculation DOES NOT include
COC $11,899.86 $13,236.53 $14,573.21
Median
Calculation DOES NOT include
COC $12,304.10 $13,465.74 $14,628.35
WAGE GRAPH 9 – Community Development Director

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 26 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 7th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 27 Wage Data Graph 10: City Clerk (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step
#
Commerce Director of Administrative Services and City Clerk $12,631.19 $14,010.47 $15,389.75 5 Paramount City Clerk $9,699.60 $10,744.76 $11,789.92 5
City of Cudahy City Clerk $8,906.00 $10,014.50 $11,123.00 10 Bell Gardens City Clerk $8,800.00 $9,748.00 $10,696.00 5 Huntington Park City Clerk $6,551.00 $7,297.00 $8,043.00 5 Average Calculation DOES NOT include COC $9,420.45 $10,450.06 $11,479.67 Median Calculation DOES NOT include COC $9,249.80 $10,246.38 $11,242.96 * Please note: The cities of Maywood, Montebello, and Lynwood are elected officials. Data has been omitted for accuracy. ** Please note: The City Clerk for the City of Bellflower receives an annual salary of $126,270. Data has been omitted for accuracy.

WAGE GRAPH 10 – City Clerk

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 28 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Four comparable jobs were identified in the market.
 The class ranks 3rd against this market of five.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 29 Wage Data Graph 11: Public Works Director/City Engineer (ranked descending on Mid-Range Rate/Hourly)
Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step #
Montebello Director of Public Works/City Engineer $13,776.00 $15,680.50 $17,585.00 10 Bellflower Assist CM/Director of Public Works $13,836.00 $15,327.00 $16,818.00 5 Lynwood Director of Public Works $13,089.30 $14,499.72 $15,910.13 5 Commerce
Director of Public Works and
Development Services $12,631.19 $14,010.47 $15,389.75 5 Paramount Public Works Director $11,408.38 $12,637.67 $13,866.95 5 Maywood Director of Building and Planning $12,000.00 $12,381.41 $12,762.81 6 Bell Gardens Director of Public Works and Facilities $10,700.00 $11,853.00 $13,006.00 5 City of Cudahy Public Works Director/Engineer $10,295.00 $11,576.00 $12,857.00 10 Huntington Park Director of Public Works $9,657.00 $10,756.50 $11,856.00 5 Average Calculation DOES NOT include COC $12,137.23 $13,393.28 $14,649.33 Median Calculation DOES NOT include COC $12,315.60 $13,324.07 $14,628.35 WAGE GRAPH 11 – Public Works Director/City Engineer
Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 30  The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 8th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 31 Wage Data Graph 12: Administrative Intern (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bell Gardens Office Assistant $18.92 $20.96 $23.00 5
Montebello Administrative Analyst $15.00 $19.73 $24.45 10 Huntington Park Administrative Specialist $17.57 $19.57 $21.57 5 Paramount Administrative Intern $17.39 $19.26 $21.13 5
City of Cudahy Administrative Intern $18.23 $19.17 $20.10 3 Commerce Office Assistant $17.70 $18.90 $20.10 5
Bellflower Office Assistant $16.89 $18.72 $20.54 5
Lynwood Administrative Intern $15.45 $17.29 $19.12 5
Average
Calculation DOES NOT
include COC $16.99 $19.20 $21.42
Median
Calculation DOES NOT
include COC $17.39 $19.26 $21.13
* Please note: There is no comparable position in the City of Maywood. Data has been omitted for accuracy.

WAGE GRAPH 12 – Administrative Intern

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 32 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Seven comparable jobs were identified in the market.
 The class ranks 5th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 33 Wage Data Graph 13: Parks and Recreation Manager
(ranked descending on Mid-Range Rate/Hourly)
Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bellflower Recreation Supervisor II $6,960.00 $7,710.00 $8,460.00 5 Montebello Recreation Manager $6,321.00 $7,003.50 $7,686.00 10 Huntington
Park Recreation Manager $6,171.00 $6,873.50 $7,576.00 5 Paramount Community Services Supervisor $5,954.97 $6,596.64 $7,238.30 5 Commerce Recreation Program Supervisor $5,910.24 $6,553.99 $7,197.73 5 Lynwood
Recreation Facility and Program
Supervisor $5,781.25 $6,404.20 $7,027.15 5
City of
Cudahy
Parks and Recreation Program
Manager $5,289.00 $5,947.00 $6,605.00 10
Bell Gardens Recreation Supervisor $5,347.00 $5,923.50 $6,500.00 5 Average
Calculation DOES NOT include
COC $6,063.64 $6,723.62 $7,383.60
Median
Calculation DOES NOT include
COC $5,954.97 $6,596.64 $7,238.30
*The City of Maywood does not have a comparable position.

WAGE GRAPH 13 – Parks and Recreation Manager

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 34 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Seventh comparable jobs were identified in the market.  The class ranks 7th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 35 Wage Data Graph 14: Planning Associate (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Lynwood Planning Associate $6,737.18 $7,471.08 $8,204.98 5 Bellflower Associate Planner $6,622.00 $7,335.50 $8,049.00 5 Montebello Associate Planner $6,018.00 $6,668.50 $7,319.00 10 Paramount Associate Planner $5,954.97 $6,596.64 $7,238.30 5 City of Cudahy Planning Associate $5,038.00 $5,664.50 $6,291.00 10 Average
Calculation DOES NOT
include COC $6,333.04 $7,017.93 $7,702.82
Median
Calculation DOES NOT
include COC $6,320.00 $7,002.00 $7,684.00
*Cities of Bell Gardens, Commerce, Huntington Park, and Maywood did not have a comparable position.

WAGE GRAPH 14 – Planning Associate

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 36 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Four comparable jobs were identified in the market.
 The class ranks 5th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 37 Wage Data Graph 15: Municipal Enforcement Officer (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Paramount Parking Control Officer $26.00 $28.80 $31.60 5 Bell Gardens Community Service Officer $23.89 $26.46 $29.03 5 Maywood Parking Enforcement Officer $20.60 $23.45 $26.29 6 Huntington Park Parking Enforcement Officer $20.41 $22.74 $25.06 5 City of Cudahy
Municipal Enforcement
Officer $19.71 $20.72 $21.73 10
Montebello Parking Control Officer $16.73 $19.04 $21.34 10 Average
Calculation DOES NOT
include COC $21.53 $24.10 $26.66
Median
Calculation DOES NOT
include COC $20.60 $23.45 $26.29
*City of Commerce contracts with an independent agency. *Cities of Maywood, Paramount, Huntington Park, and Montebello: This is a full-time permanent position. *City of Bell Gardens: This is a full-time permanent position reassigned to parking enforcement. *City of Lynwood: Parking enforcement duties are performed by a Public Safety Officer. Not a comparable position.
*City of Bellflower: Information not available.

WAGE GRAPH 15 – Municipal Enforcement Officer

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 38 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Five comparable jobs were identified in the market.
 The class ranks 5th against this market of five.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 39 Wage Data Graph 16: Maintenance Superintendent (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Paramount Public Works Supervisor $6,982.67 $7,735.07 $8,487.47 5 Lynwood
Public Works Operations
Supervisor $6,737.18 $7,471.08 $8,204.98 5
Huntington
Park Public Works Superintendent $6,551.00 $7,297.00 $8,043.00 5 Commerce Facility Maintenance Supervisor $6,359.70 $7,055.90 $7,752.10 5 Montebello Public Works Manager $6,018.00 $6,668.50 $7,319.00 10 Bell Gardens Public Works Supervisor $5,703.00 $6,317.00 $6,931.00 5 City of
Cudahy Maintenance Superintendent $5,289.00 $5,947.00 $6,605.00 10 Average
Calculation DOES NOT include
COC $6,234.36 $6,927.36 $7,620.36
Median
Calculation DOES NOT include
COC $6,359.70 $7,055.90 $7,752.10
*The cities of Maywood and Bellflower do not have a comparable position.

WAGE GRAPH 16– Maintenance Superintendent

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 40 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Six comparable jobs were identified in the market.
 The class ranks 7th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 41 Wage Data Graph 17: Purchasing and Grants Coordinator (ranked descending on Mid-Range Rate/Hourly)
Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Commerce Management Analyst $6,684.81 $7,414.04 $8,143.26 5 Montebello Grants and Project Administrator $6,018.00 $6,668.50 $7,319.00 10 Paramount Management Analyst $5,954.17 $6,596.24 $7,238.30 5 Lynwood Administrative Analyst II $5,781.25 $6,404.20 $7,027.15 5 Huntington
Park Senior Management Analyst $5,699.00 $6,348.00 $6,997.00 5 Bellflower Finance Analyst $5,703.00 $6,317.00 $6,931.00 5 Maywood Administrative Analyst $5,356.00 $6,095.88 $6,835.76 6 City of
Cudahy
Purchasing and Grants
Coordinator $5,358.00 $6,024.50 $6,691.00 10
Bell Gardens Management Analyst $5,210.00 $5,775.00 $6,340.00 5 Average
Calculation DOES NOT include
COC $5,634.93 $6,278.66 $6,922.40
Median
Calculation DOES NOT include
COC $5,701.00 $6,332.50 $6,964.00
Under general supervision, performs responsible administrative, financial, statistical and other management analyses in support of City and departmental activities, functions and programs; recommends action and assists in formulating policy and procedure and in budget development and administration; and performs related duties as assigned.

WAGE GRAPH 17 – Purchasing and Grants Coordinator

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 42 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 8thagainst this market.

Recommendations:
 iv. Describes what the data in the list represents in your program. The list contains the grade for each class with the numbers they input. A draft job class description for consideration is included as Appendix AA in the report.
 Consider an adjustment to the salary range when the wage is below the Mid-Range of the market Median.
 Consider title change to both Purchasing Coordinator and Grants Coordinator.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 43 Wage Data Graph 18: Supportive Services Coordinator (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Commerce Social Services Coordinator $6,054.02 $6,713.95 $7,373.88 5 Paramount Community Services Supervisor $5,954.97 $6,596.64 $7,238.30 5 Montebello
Community Risk Reduction
Coordinator $5,668.00 $6,453.50 $7,239.00 10
City of Cudahy
Supportive Services
Coordinator $5,549.00 $6,239.00 $6,929.00 10
Huntington Park
Neighborhood Improvement
Coordinator $5,210.00 $5,803.50 $6,397.00 5
Bell Gardens Housing Rehabilitation Specialist $5,215.00 $5,777.50 $6,340.00 5 Bellflower
Senior Community Services
Officer $4,764.00 $5,279.00 $5,794.00 5
Maywood Community Services Liaison $4,284.75 $4,876.68 $5,468.61 6 Average
Calculation DOES NOT include
COC $5,307.25 $5,928.68 $6,550.11
Median
Calculation DOES NOT include
COC $5,215.00 $5,803.50 $6,397.00
*The City of Lynwood does not have a comparable position.

WAGE GRAPH 18 – Supportive Services Coordinator

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 44 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Seven comparable jobs were identified in the market.
 The class ranks 4th against this market.

Recommendations:
 Approve the revised job class description that reflects grammatical edits of the job class's duties and responsibilities. A draft job class description for consideration is included as Appendix AA in the report.
 This position is above the Market Median.
 Consider title change to Community Services Coordinator or Liaison

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 45 Wage Data Graph 19: Building Inspector (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Paramount Building and Safety Inspector $6,710.21 $7,239.06 $7,767.90 5 Lynwood Building Inspector $6,108.90 $6,767.34 $7,425.77 5 City of
Cudahy Building Inspector $5,824.00 $6,548.50 $7,273.00 10 Huntington
Park Building Inspector $5,642.00 $6,284.50 $6,927.00 5 Montebello Building Inspector $5,141.58 $5,781.37 $6,421.16 10 Average
Calculation DOES NOT include
COC $5,900.67 $6,518.07 $7,135.46
Median
Calculation DOES NOT include
COC $5,875.45 $6,525.92 $7,176.39
* Please note: There is no comparable position at the Cities of Commerce, Maywood, Bell Gardens, and Bellflower. Data has been omitted for accuracy.

WAGE GRAPH 19 – Building Inspector

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 46 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Four comparable jobs were identified in the market.
 The class ranks 3rd against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 47 Wage Data Graph 20: Assistant City Clerk (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
City of Cudahy Assistant City Clerk $6,346.00 $7,135.50 $7,925.00 10 Bellflower Management Assistant $5,061.00 $5,606.50 $6,152.00 5 Montebello Assistant to the Deputy Clerk $4,385.00 $5,130.50 $5,876.00 5 Lynwood Assistant to the City Clerk $4,334.76 $4,801.84 $5,268.92 5 Huntington
Park Junior Deputy City Clerk $3,606.00 $4,016.50 $4,427.00 5 Average
Calculation DOES NOT include
COC $4,346.69 $4,888.84 $5,430.98
Median
Calculation DOES NOT include
COC $4,359.88 $4,966.17 $5,572.46
* Please note: The cities of Commerce, Maywood, Bell Gardens, and Paramount do not have this position. Data has been omitted for accuracy.

WAGE GRAPH 20 – Assistant City Clerk

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 48 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Four comparable jobs were identified in the market.
 The class ranks 1st against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 49 Wage Data Graph 21: Office Clerk (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
City of Cudahy Office Clerk $4,358.00 $4,900.00 $5,442.00 10 Commerce Office Specialist $4,284.70 $4,752.29 $5,219.88 5 Paramount Office Assistant II $4,288.19 $4,750.26 $5,212.32 5 Maywood Administrative Assistant $3,927.70 $4,470.30 $5,012.89 6 Bellflower Administrative Assistant $3,986.00 $4,415.50 $4,845.00 5 Montebello Administrative Secretary $3,284.00 $3,737.50 $4,191.00 10 Huntington Park Office Assistant II $3,347.00 $3,728.00 $4,109.00 5 Bell Gardens Office Assistant $3,280.00 $3,633.50 $3,987.00 5 Lynwood Office Assistant II $3,097.89 $3,432.72 $3,767.55 5 Average
Calculation DOES NOT
include COC $3,686.94 $4,115.01 $4,543.08
Median
Calculation DOES NOT
include COC $3,637.35 $4,076.50 $4,518.00
WAGE GRAPH 21 – Office Clerk

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 50 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 1
st against this market.

Recommendations:
 Consider approving the revised job class description that reflects grammatical edits of the duties and responsibilities of the job class. A draft job class description for consideration is included as Appendix AA in the report.
 This position is above the Market Median.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 51 Wage Data Graph 22: Administrative Clerk (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title Step 1 Rate/Hr Mid-Range Rate/Hr Max Step Rate/Hr Top Step # Commerce Senior Office Specialist $25.01 $27.60 $30.49 5 Bell Gardens Secretary $22.49 $24.80 $27.35 5
City of Cudahy Administrative Clerk $23.27 $24.43 $25.66 3 Huntington Park Office Assistant II $19.31 $21.39 $23.71 5 Montebello Administrative Clerk $18.55 $20.98 $23.41 10 Average Calculation DOES NOT include COC $21.73 $23.84 $26.12 Median Calculation DOES NOT include COC $22.49 $24.43 $25.66 * Please note: There is no comparable position at the City of Maywood, City of Paramount, City of Lynwood, or the City of Bellflower. Data has been omitted for accuracy.

WAGE GRAPH 22 – Administrative Clerk

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 52 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Four comparable jobs were identified in the market.
 The class ranks 3rd against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 53 Wage Data Graph 23: Assistant Recreation Program Coordinator (ranked descending on Mid-Range Rate/Hourly)
Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step #
Bell Gardens Recreation Coordinator $4,390.00 $4,863.50 $5,337.00 5 City of Cudahy
Assistant Recreation Program
Coordinator $4,150.00 $4,666.50 $5,183.00 10
Average Calculation DOES NOT include COC $4,270.00 $4,765.00 $5,260.00 Median Calculation DOES NOT include COC $4,270.00 $4,765.00 $5,260.00 *The cities of Commerce, Maywood, Paramount, Huntington Park, Montebello, Lynwood, and Bellflower do not have a comparable position.

WAGE GRAPH 23 – Assistant Recreation Program Coordinator

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 54 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Insignificant number of comparable positions.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 55 Wage Data Graph 24: Senior Recreation Leader (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
MidRange
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bell Gardens Recreation Leader IV $20.91 $23.16 $25.41 5 Paramount Recreation Assistant $20.67 $22.90 $25.12 5
Commerce Senior Recreation Leader $18.58 $20.62 $22.66 5 Bellflower Recreation Specialist $18.47 $20.46 $22.45 5 City of Cudahy Senior Recreation Leader $17.88 $18.80 $19.71 10 Montebello Recreation Leader IV $16.71 $18.64 $20.56 10 Lynwood Recreation Specialist $16.28 $18.04 $19.80 5
Average Calculation DOES NOT include COC $18.60 $20.64 $22.67 Median Calculation DOES NOT include COC $18.53 $20.54 $22.56 *The City of Maywood does not have a comparable position. *City of Huntington Park has the position of Recreation Leader as part-time/at will/hourly minimum wage.

WAGE GRAPH 24 – Senior Recreation Leader
Findings:

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 56  The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Six comparable jobs were identified in the market.
 The class ranks 5th against this market.

Recommendations:
 Approve the revised job class description that reflects grammatical edits of the duties and responsibilities of the job class. A draft job class description for consideration is included as Appendix AA in the report.
 Consider an adjustment to the salary range when the wage is below the Mid-Range of the market Median.
 Consider title change to Recreation Specialist or Recreation Leader II

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 57 Wage Data Graph 25: Recreation Leader (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bell Gardens Recreation Leader $20.91 $23.16 $25.41 5
Paramount Recreation Assistant $20.67 $22.90 $25.12 5
Commerce Senior Recreational Leader $18.58 $20.62 $22.66 5 Bellflower Recreation Specialist $18.47 $20.46 $22.45 5 Montebello Recreation Leader IV $16.71 $18.64 $20.56 10 Lynwood Recreation Specialist $16.28 $18.04 $19.80 5
City of Cudahy Recreation Leader $17.04 $17.91 $18.78 10 Average
Calculation DOES NOT include
COC $18.60 $20.64 $22.67
Median
Calculation DOES NOT include
COC $18.53 $20.54 $22.56
*City of Maywood does not have the position of Recreation Leader. *City of Huntington Park has the position of Recreation Leader as part-time/at will/hourly minimum wage.

WAGE GRAPH 25 – Recreation Leader

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 58 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Six comparable jobs were identified in the market.
 The class ranks 7th against this market's seven.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 59 Wage Data Graph 26: Recreation Aide (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bell Gardens Recreation Leader $16.38 $18.15 $19.91 5
Paramount Recreation Leader $15.75 $17.45 $19.14 5
Commerce Recreation Leader $15.69 $17.38 $19.07 5
City of Cudahy Recreation Aide $15.50 $16.30 $17.09 10
Montebello Recreation Leader I $15.50 $15.86 $16.22 10
Average Calculation DOES NOT include COC $15.83 $17.21 $18.59 Median Calculation DOES NOT include COC $15.72 $17.41 $19.11 *City of Maywood does not have the position of Recreation Aide. City of Bellflower pays the hourly rate of $15.50.
*City of Huntington Park has the position of Recreation Aide as part-time/at will/hourly minimum wage. *City of Lynwood does not have current salary posted.

WAGE GRAPH 26 – Recreation Aide

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 60 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Four comparable jobs were identified in the market.
 The class ranks 4th against this market.

Recommendations:
 Approve the revised job class description that reflects grammatical edits of the job class's duties and responsibilities. A draft job class description for consideration is included as Appendix AA in the report.
 This position is below Market Range.
 Consider title change to Recreation Leader

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 61 Wage Data Graph 27: Senior Accountant (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Lynwood Senior Accountant $7,331.89 $8,121.93 $8,911.96 5 Montebello Accounting Manager $7,318.00 $8,107.00 $8,896.00 10 Bellflower Senior Accountant $7,243.00 $8,023.00 $8,803.00 5 Paramount Senior Accountant $7,123.02 $7,890.55 $8,658.07 5 City of
Cudahy Senior Accountant $6,726.00 $7,563.00 $8,400.00 10 Bell Gardens Senior Accountant $6,710.00 $7,433.00 $8,156.00 5 Commerce Accounting Supervisor $6,684.81 $7,414.04 $8,143.26 5 Huntington
Park Senior Accountant $5,642.00 $6,284.50 $6,927.00 5
Maywood Senior Accountant $5,356.00 $6,095.88 $6,835.76 6 Average
Calculation DOES NOT include
COC $6,676.09 $7,421.24 $8,166.38
Median
Calculation DOES NOT include
COC $6,916.51 $7,661.77 $8,407.04
WAGE GRAPH 27 – Senior Accountant

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 62 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 5th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 63 Wage Data Graph 28: Accounting Technician (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Maywood Senior Accountant $5,356.00 $6,095.88 $6,835.76 6 Paramount Accounting Specialist $5,317.87 $5,890.74 $6,463.60 5 City of Cudahy Accounting Technician $5,202.00 $5,849.50 $6,497.00 10 Huntington Park Accountant $5,210.00 $5,803.50 $6,397.00 5 Commerce Accountant I $5,219.88 $5,789.79 $6,359.70 5
Montebello Accountant $5,141.58 $5,781.38 $6,421.17 10
Bellflower Accounting Technician II $4,581.00 $5,075.00 $5,569.00 5 Lynwood Accounting Technician $4,334.76 $4,801.84 $5,268.92 5 Bell Gardens Accounting Technician $3,899.00 $4,319.50 $4,740.00 5 Average
Calculation DOES NOT
include COC $4,882.51 $5,444.70 $6,006.89
Median
Calculation DOES NOT
include COC $5,175.79 $5,785.58 $6,378.35
WAGE GRAPH 28 – Accounting Technician

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 64 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 3rd against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 65 Wage Data Graph 29: Account Clerk (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Maywood Accounting Specialist I $24.72 $28.14 $31.55 6
Bellflower Accounting Technician I $25.49 $26.38 $29.09 5 Commerce Account Clerk $22.39 $24.84 $27.28 5
City of
Cudahy Account Clerk $23.27 $24.47 $25.66 10
Lynwood Account Clerk $21.21 $23.49 $25.77 5
Paramount Finance Assistant $21.18 $23.47 $25.75 5
Huntington
Park Account Clerk I $20.19 $22.49 $24.79 5
Montebello Account Clerk $18.56 $20.86 $23.17 10
Bell Gardens Account Clerk I $18.72 $20.74 $22.75 5
Average
Calculation DOES NOT include
COC $21.56 $23.80 $26.27
Median
Calculation DOES NOT include
COC $21.20 $23.48 $25.76
WAGE GRAPH 29 – Account Clerk

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 66 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 4th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 67 Wage Data Graph 30: Planning Assistant (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Commerce Assistant Planner $5,910.24 $6,553.99 $7,197.73 5 Huntington
Park Assistant Planner $5,210.00 $5,803.50 $6,397.00 5
Maywood Assistant Planner $5,056.00 $5,754.44 $6,452.87 6 City of Cudahy Planning Assistant $4,800.00 $5,397.00 $5,994.00 10 Average
Calculation DOES NOT
include COC $5,392.08 $6,037.31 $6,682.53
Median
Calculation DOES NOT
include COC $5,210.00 $5,803.50 $6,452.87
*Cities of Bell Gardens and Bellflower do not have comparable positions.

Cities of Paramount, Montebello, and Lynwood do not have comparable positions.

WAGE GRAPH 30 – Planning Assistant

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 68 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Three comparable jobs were identified in the market.
 The class ranks 4
th
against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 69 Wage Data Graph 31: Senior Community Preservation Officer (ranked descending on Mid-Range Rate/Hourly)
Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Commerce Code Enforcement Supervisor $6,359.70 $7,055.90 $7,752.10 5 Lynwood Building Inspector $6,108.00 $6,766.89 $7,425.77 5 Montebello Code Enforcement Manager $5,734.00 $6,353.00 $6,972.00 10 Bellflower Code Enforcement Inspector II $5,481.00 $6,071.50 $6,662.00 5 Paramount Code Enforcement Officer $5,232.41 $5,796.22 $6,360.02 5 Bell Gardens Code Enforcement Officer $5,062.00 $5,607.50 $6,153.00 5 City of Cudahy
Senior Community
Preservation Officer $4,800.00 $5,397.00 $5,994.00 10
Huntington
Park Code Enforcement Officer $4,812.00 $5,360.00 $5,908.00 5 Average
Calculation DOES NOT include
COC $5,541.30 $6,144.43 $6,747.56
Median
Calculation DOES NOT include
COC $5,481.00 $6,071.50 $6,662.00
*The City of Maywood did not have a comparable position.

WAGE GRAPH 31 – Senior Community Preservation Officer

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 70 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Seven comparable jobs were identified in the market.
 The class ranks 7th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 71 Wage Data Graph 32: Parking Enforcement Officer (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
City of
Cudahy Parking Enforcement Officer $4,397.00 $4,944.00 $5,491.00 10 Maywood Parking Enforcement Officer II $3,570.66 $4,063.92 $4,557.17 6 Bell Gardens Parking Enforcement Officer $3,538.00 $3,941.00 $4,344.00 5 Montebello Parking Control Officer $2,899.00 $3,299.50 $3,700.00 10 Average
Calculation DOES NOT include
COC $3,335.89 $3,768.14 $4,200.39
Median
Calculation DOES NOT include
COC $3,538.00 $3,941.00 $4,344.00
*Cities of Commerce, Paramount, Huntington Park, Lynwood, and Bellflower do not have comparable positions.

WAGE GRAPH 32 – Parking Enforcement Officer

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 72 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Three comparable jobs were identified in the market.
 The class ranks 1st against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 73 Wage Data Graph 33: Senior Building Inspector (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step #
Maywood
Building Inspection/Code Enforcement
Supervisor $7,570.50 $8,763.80 $9,662.08 6
City of Cudahy Senior Building Inspector $6,100.00 $6,744.00 $7,631.00 10 Lynwood Building Inspector $6,108.90 $6,737.18 $7,425.77 5 Huntington
Park Building Inspector $5,642.00 $6,252.00 $6,927.00 5 Bell Gardens
Code Enforcement Officer/Building
Inspector $5,316.00 $5,861.00 $6,462.00 5
Montebello Building Inspector $5,141.58 $5,781.27 $6,421.16 10 Average Calculation DOES NOT include COC $5,979.83 $6,689.88 $7,421.50 Median Calculation DOES NOT include COC $5,871.00 $6,494.59 $7,176.39 *The cities of Commerce, Paramount and Bellflower do not have a comparable position.

WAGE GRAPH 33 – Senior Building Inspector

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 74 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 2nd against this market.

Recommendations:
 Approve the revised job class description that reflects grammatical edits of the job class's duties and responsibilities. A draft job class description for consideration is included as Appendix AA in the report.
 This position is above the Market Median.
 Consider title change to Building Inspector

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 75 Wage Data Graph 34: Recreation Program Coordinator (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bellflower Recreation Coordinator $5,163.00 $5,719.50 $6,276.00 5 Paramount Community Services Specialist $4,929.16 $5,460.30 $5,991.43 5 City of
Cudahy
Recreation Program
Coordinator $4,800.00 $5,397.00 $5,994.00 10
Commerce Recreation Coordinator $4,849.21 $5,379.73 $5,910.24 5 Montebello Community Services Supervisor $4,716.00 $5,225.00 $5,734.00 10 Lynwood Recreation Coordinator $4,467.57 $4,949.40 $5,431.23 5 Bell Gardens Recreation Coordinator $4,390.00 $4,863.50 $5,337.00 5 Huntington
Park Recreation Coordinator $3,465.00 $3,859.50 $4,254.00 5 Average
Calculation DOES NOT include
COC $4,568.56 $5,065.27 $5,561.99
Median
Calculation DOES NOT include
COC $4,716.00 $5,225.00 $5,734.00
*The City of Maywood does not have a comparable position.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 76 WAGE GRAPH 34 – Recreation Program Coordinator
Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Seven comparable jobs were identified in the market.
 The class ranks 3rd against this market.

Recommendations:
 Approve the revised job class description that reflects grammatical edits of the job class's duties and responsibilities. A draft job class description for consideration is included as Appendix AA in the report.
 This position is above Market Median.
 Consider title change to Recreation Supervisor or Recreation Manager

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 77 Wage Data Graph 35: Public Safety & Services Manager (ranked descending on Mid-Range Rate/Hourly)
Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step #
Paramount Assistant Public Safety Director $9,066.54 $10,043.49 $11,020.44 5 Montebello
Deputy Director of Planning and
Community Development $8,589.00 $9,514.50 $10,440.00 10 Lynwood Public Safety Manager $8,335.29 $9,125.32 $9,915.35 5 Huntington
Park
Assistant Director of Community
Development $8,073.00 $8,992.50 $9,912.00 5
Bell Gardens Administrative Services Manager $7,596.00 $8,415.00 $9,234.00 5 City of
Cudahy Public Safety and Services Manager $7,315.00 $8,225.50 $9,136.00 10 Average Calculation DOES NOT include COC $8,331.97 $9,218.16 $10,104.36 Median Calculation DOES NOT include COC $8,335.29 $9,125.32 $9,915.35 *Cities of Commerce, Maywood, and Bellflower do not have a comparable position.

WAGE GRAPH 35 – Public Safety & Services Manager

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 78 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Five comparable jobs were identified in the market.
 The class ranks 6th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 79 Wage Data Graph 36: Planning Technician (ranked descending on Mid-Range Rate/Hourly) *There were no comparable positions in the comparison cities.

WAGE GRAPH 36 – Planning Technician
*There were no comparable positions in the comparison cities.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 80 Wage Data Graph 37: Senior Parking Enforcement Officer (ranked descending on Mid-Range Rate/Hourly)
Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
City of Cudahy
Senior Parking Enforcement
Officer $6,410.00 $7,207.50 $8,005.00 10
Maywood
Senior Parking Enforcement
Officer $3,749.20 $4,267.12 $4,785.03 6
Bell Gardens Parking Enforcement Officer $3,618.00 $4,030.00 $4,442.00 5 Average
Calculation DOES NOT include
COC $3,683.60 $4,148.56 $4,613.52
Median
Calculation DOES NOT include
COC $3,683.60 $4,148.56 $4,613.52
*Cities of Commerce, Paramount, Huntington Park, Montebello, Lynwood, and Bellflower do not have comparable positions.
*Positions for the cities of Maywood and Bell Gardens are listed due to title.

WAGE GRAPH 37 – Senior Parking Enforcement Officer

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 81 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Insignificant number of comparable positions.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 82 Wage Data Graph 38: City Council Member (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title Step 1 Rate/Hr
Bellflower City Council Member $1,469.50
Commerce City Council Member $1,434.16
Huntington Park City Council Member $1,288.65
Paramount City Council Member $1,082.10
Montebello City Council Member $1,032.00
Bell Gardens City Council Member $768.08
Lynwood City Council Member $687.41
Maywood City Council Member $555.83
City of Cudahy City Council Member $484.00
Average Calculation DOES NOT include COC $977.97
Median Calculation DOES NOT include COC $1,032.00
*Flat monthly rate.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 83 Wage Data Graph 39: City Treasurer (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
City of Cudahy City Treasurer (Appointed) $5,339.00 10
Bell Gardens Accounting Manager $7,598.00 $8,375.00 $9,234.00 5 Paramount Finance Supervisor $5,954.97 $6,565.35 $7,238.30 5 Average Calculation DOES NOT include COC $6,297.32 $7,470.18 $8,236.15 Median Calculation DOES NOT include COC $5,954.97 $7,470.18 $8,236.15 *The City of Cudahy is a single salary step position and is omitted from the data. *In the City of Commerce, the Director of Finance is also the City Treasurer with a monthly salary range of $12,631.19 to $15,389.75. Data was omitted so as not to skew data. *In the City of Maywood, the City Treasurer is an elected official with the annual salary of $5,100.00 *In the City of Huntington Park, the Finance Director serves as the City Treasurer. Due to a current vacancy, the City Manager is serving as City Treasurer. Data was omitted so as not to skew data. * In the City of Montebello, the City Treasurer is an elected official with a monthly salary of $695.00. * In the City of Lynwood, the City Treasurer is an elected official with a monthly salary of $1,000.00. *In the City of Bellflower, the Director of Finance/City Treasurer has a salary range of $13,836 to $16,162 per month. Data omitted to not skew data.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 84 Wage Data Graph 40: Maintenance Worker Janitorial (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bellflower Maintenance Worker II $4,491.00 $4,975.50 $5,460.00 5 Commerce Facility Maintenance Worker $4,284.70 $4,752.29 $5,219.88 5 Paramount Maintenance Worker $4,288.19 $4,750.26 $5,212.32 5 Huntington Park Maintenance Worker $3,944.00 $4,393.00 $4,842.00 5 City of Cudahy Maintenance Worker Janitorial $3,773.00 $4,242.50 $4,712.00 10 Bell Gardens Maintenance Worker $3,818.00 $4,229.00 $4,640.00 5 Lynwood Custodian $3,501.95 $3,878.52 $4,255.08 5
Montebello Custodian $3,216.25 $3,616.42 $4,016.58 10
Average
Calculation DOES NOT include
COC $3,934.87 $4,370.71 $4,806.55
Median
Calculation DOES NOT include
COC $3,944.00 $4,393.00 $4,842.00
*The City of Maywood does not have a comparable position. The Public Works Maintenance Worker part-time position is not a match.

WAGE GRAPH 40 – Maintenance Worker Janitorial

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 85 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Seven comparable jobs were identified in the market.
 The class ranks 5thagainst this market.

Recommendations:
 Approve the revised job class description that reflects grammatical edits of the job class's duties and responsibilities. A draft job class description for consideration is included as Appendix AA in the report.
 This position is at Market Median.
 Consider title change to Maintenance Worker.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 86 Wage Data Graph 41: Senior Planner (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bellflower Senior Planner $7,688.00 $8,516.50 $9,345.00 5 Montebello Senior Planner $7,446.58 $8,373.17 $9,299.75 10 City of Cudahy Senior Planner $6,726.00 $7,563.00 $8,400.00 10 Huntington Park Senior Planner $6,233.00 $6,942.50 $7,652.00 5 Average
Calculation DOES NOT
include COC $7,122.53 $7,944.06 $8,765.58
Median
Calculation DOES NOT
include COC $7,446.58 $8,373.17 $9,299.75
The cities of Commerce, Maywood, Bell Gardens, and Lynwood do not have comparable positions.

WAGE GRAPH 41– Senior Planner

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 87 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Three comparable jobs were identified in the market.
 The class ranks 3rd against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 88 Wage Data Graph 42: Permit Technician (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step #
City of Cudahy Permit Technician N/A N/A N/A 10
Lynwood Permit Technician $5,401.45 $5,985.37 $6,569.29 5 Commerce Permit Technician $4,728.97 $5,246.43 $5,763.88 5 Bell Gardens
Business License Building and
Permit Technician $4,288.00 $4,749.50 $5,211.00 5
Montebello Permit Technician $4,117.00 $4,629.29 $5,141.58 10 Huntington Park Permit Technician $4,145.00 $4,617.00 $5,089.00 5 Average
Calculation DOES NOT include
COC $4,536.08 $5,045.52 $5,554.95
Median
Calculation DOES NOT include
COC $4,288.00 $4,749.50 $5,211.00
* Please note that the cities of Maywood, Paramount and Bellflower do not have comparable positions. Data has been omitted for accuracy.

WAGE GRAPH 42 – Permit Technician

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 89 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Five comparable jobs were identified in the market.
 No current ranking.

Recommendations:
 N/A.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 90 Wage Data Graph 43: Assistant City Engineer (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bellflower Assistant City Engineer $7,921.00 $8,775.00 $9,629.00 5 Huntington Park Assistant City Engineer $7,681.00 $8,556.00 $9,431.00 5 Commerce Associate Civil Engineer $7,373.88 $8,181.18 $8,988.47 5 Montebello Associate Engineer $7,264.91 $8,168.91 $9,072.91 10 City of Cudahy Assistant City Engineer $7,771.00 $7,968.00 $8,165.00 10 Average
Calculation DOES NOT
include COC $7,560.20 $8,420.27 $9,280.35
Median
Calculation DOES NOT
include COC $7,527.44 $8,368.59 $9,251.96
* Please note: There is no comparable position at the City of Maywood, City of Bell Gardens, or City of Paramount. In the City of Lynwood salary is dependent upon qualifications. Data has been omitted for accuracy.

WAGE GRAPH 43 – Assistant City Engineer

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 91 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Four comparable jobs were identified in the market.
 The class ranks 5thagainst this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 92 Wage Data Graph 44: Maintenance Worker (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bellflower Maintenance Worker II $4,491.00 $4,975.50 $5,460.00 5 Commerce Facility Maintenance Worker $4,284.70 $4,752.29 $5,219.88 5 Paramount Maintenance Worker $4,288.19 $4,750.26 $5,212.32 5 Huntington Park Maintenance Worker $3,944.00 $4,393.00 $4,842.00 5 Lynwood Lead Custodian $3,955.09 $4,381.27 $4,807.45 5
City of Cudahy Maintenance Worker $3,773.00 $4,242.50 $4,712.00 10 Bell Gardens Maintenance Worker $3,818.00 $4,229.00 $4,640.00 5 Montebello Maintenance Worker $2,760.00 $3,140.00 $3,520.00 10 Average
Calculation DOES NOT
include COC $3,934.43 $4,374.47 $4,814.52
Median
Calculation DOES NOT
include COC $3,955.09 $4,393.00 $4,842.00
WAGE GRAPH 44 – Maintenance Worker

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 93 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Seven comparable jobs were identified in the market.
 The class ranks 6
th
against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 94 Wage Data Graph 45: Maintenance Supervisor (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bell Gardens Maintenance Supervisor $6,135.41 $6,796.52 $7,457.63 5 Bellflower Maintenance Crew Leader $5,703.00 $6,317.00 $6,931.00 5 Commerce
Senior Park Maintenance Crew
Leader $5,219.88 $5,789.79 $6,359.70 5
City of
Cudahy Maintenance Supervisor $4,800.00 $5,397.00 $5,994.00 10 Average
Calculation DOES NOT include
COC $5,686.10 $6,301.10 $6,916.11
Median
Calculation DOES NOT include
COC $5,703.00 $6,317.00 $6,931.00
*The cities of Maywood, Paramount, Huntington Park, Montebello, and Lynwood do not have comparable positions.

The positions listed for each city were at a much lower classification or classified as management. To include would have skewed data.

WAGE GRAPH 45 – Maintenance Supervisor

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 95 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Three comparable jobs were identified in the market.
 The class ranks 4
th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 96 Wage Data Graph 46: Maintenance Leader (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Bellflower Maintenance Crew Leader $5,703.00 $6,317.00 $6,931.00 5 Commerce
Senior Facility Maintenance Lead
Worker $5,219.88 $5,789.79 $6,359.70 5
Lynwood
Building Maintenance Lead
Worker $4,926.64 $5,460.68 $5,994.72 5
Maywood
Public Works Lead Maintenance
Worker $4,752.00 $5,338.16 $5,924.32 6
Paramount Senior Maintenance Worker $4,784.20 $5,299.71 $5,815.22 5 Montebello Maintenance Service Supervisor $4,489.00 $4,975.00 $5,461.00 10 City of Cudahy Maintenance Leader $4,358.00 $4,900.00 $5,442.00 10 Bell Gardens Senior Maintenance Worker $4,013.00 $4,445.50 $4,878.00 5 Average
Calculation DOES NOT include
COC $4,841.10 $5,375.12 $5,909.14
Median
Calculation DOES NOT include
COC $4,784.20 $5,338.16 $5,924.32
WAGE GRAPH 46 – Maintenance Leader

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 97 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Seven comparable jobs were identified in the market.
 The class ranks 7
th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 98 Wage Data Graph 47: Maintenance Aide (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
MidRange
Rate/Hr
Max
Step
Rate/Hr
Max
Step #
Huntington Park Maintenance Worker $24.14 $26.89 $29.64 5 Bell Gardens Maintenance Worker $22.03 $24.40 $26.77 5
Commerce Street Maintenance Helper - Part Time $17.10 $18.98 $20.86 5 Maywood Public Works Part Time $15.00 $17.50 $20.00 6
Paramount Maintenance Aide- Part Time $15.75 $17.45 $19.14 5 Lynwood Maintenance Worker- Part Time $15.45 $17.18 $18.91 5 City of Cudahy Maintenance Aide- Part Time $16.22 $17.06 $17.89 3 Bellflower Maintenance Assistant $14.00 $14.00 $14.00 1 Average Calculation does not include City Cudahy $17.64 $19.49 $21.33 Median Calculation does not include City Cudahy $15.75 $17.50 $20.00 WAGE GRAPH 47– Maintenance Aide
$16.22
$17.06
$17.89
$17.64
…
$21.33
$15.75
$17.50
$20.00
$15.00
$16.00
$17.00
$18.00
$19.00
$20.00
$21.00
$22.00
$23.00
$24.00
$25.00
S T E P 1 M I D- R A N G E M A X S T E P

HOURLY WAGE
CITY OF CUDAHY: MAINTENANCE AIDE
City of Cudahy Average Median

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 99 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 7th against this market.

Recommendations:
 Approve the revised job class description that reflects grammatical edits of the job class's duties and responsibilities. A draft job class description for consideration is included as Appendix AA in the report.
 This position is at Market Median.
 Consider title change to Maintenance Worker – Part Time to Maintenance Worker I

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 100 Wage Data Graph 48: Junior Deputy City Clerk (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Lynwood Assistant to the City Clerk $4,334.76 $4,801.84 $5,268.92 5 City of Cudahy Junior Deputy City Clerk $4,083.00 $4,591.00 $5,099.00 10 Huntington Park Junior Deputy City Clerk $3,606.00 $4,016.50 $4,427.00 5 Average
Calculation DOES NOT
include COC $3,970.38 $4,409.17 $4,847.96
Median
Calculation DOES NOT
include COC $3,970.38 $4,409.17 $4,847.96
*The cities of Commerce, Maywood, Bell Gardens, Paramount, Montebello, and Bellflower do not have a comparable position.

WAGE GRAPH 48 – Junior Deputy City Clerk

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 101 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Insignificant number of comparable positions.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 102 Wage Data Graph 49: Community Preservation Officer (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Commerce
Code Enforcement Officer
II $5,284.93 $5,857.80 $6,430.66 5
Paramount Code Enforcement Officer $5,232.41 $5,796.22 $6,360.02 5 Lynwood Public Safety Officer $5,224.97 $5,791.16 $6,357.35 5 Bell Gardens Code Enforcement Officer $5,062.00 $5,607.50 $6,153.00 5 Huntington Park Code Enforcement Officer $4,812.00 $5,360.00 $5,908.00 5 Bellflower
Code Enforcement
Inspector I $4,720.00 $5,228.50 $5,737.00 5
City of Cudahy
Community Preservation
Officer $4,573.00 $5,142.00 $5,711.00 10
Montebello Code Enforcement Officer $3,910.00 $4,450.50 $4,991.00 10 Maywood Code Compliance Officer I $3,392.13 $3,860.72 $4,329.31 6 Average
Calculation DOES NOT
include COC $4,704.81 $5,244.05 $5,783.29
Median
Calculation DOES NOT
include COC $4,937.00 $5,483.75 $6,030.50
*City of Commerce is a part-time position. The hourly rate was converted to full time rate to compare data. *City of Lynwood Public Safety Officers issue citations relating to code enforcement and parking enforcement WAGE GRAPH 49 – Community Preservation Officer

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 103 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 7th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 104 Wage Data Graph 50: Associate Engineer (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Paramount Assistant City Engineer $7,681.00 $8,556.00 $9,431.00 5 Commerce Associate Civil Engineer $7,373.88 $8,180.18 $8,986.47 5 Montebello Associate Engineer $7,264.00 $8,168.00 $9,072.00 10 Lynwood Civil Engineer $7,331.89 $8,121.93 $8,911.96 5
City of
Cudahy Associate Engineer $6,410.00 $7,207.50 $8,005.00 10 Average
Calculation DOES NOT include
COC $7,412.69 $8,256.53 $9,100.36
Median
Calculation DOES NOT include
COC $7,352.89 $8,174.09 $9,029.24
* Please note: The cities of Maywood, Bell Gardens, Huntington Park and Bellflower do not have this position.

Data has been omitted for accuracy.

WAGE GRAPH 50 – Associate Engineer

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 105 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Four comparable jobs were identified in the market.
 The class ranks 5th against this market of five.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 106 Wage Data Graph 51: Assistant Engineer (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Montebello Assistant Engineer $6,111.75 $6,872.25 $7,632.75 10 City of
Cudahy Assistant Engineer $5,824.00 $6,548.50 $7,273.00 10 Average
Calculation DOES NOT include
COC $6,111.75 $6,872.25 $7,632.75
Median
Calculation DOES NOT include
COC $6,111.75 $6,872.25 $7,632.75
*Cities of Commerce, Maywood, Bell Gardens, Paramount, Huntington Park, Lynwood, and Bellflower do not have a similar position.

WAGE GRAPH 51 – Assistant Engineer

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 107 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Insignificant number of comparable positions.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 108 Wage Data Graph 52: Administrative Assistant (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Commerce Administrative Assistant $4,969.89 $5,511.96 $6,054.02 5 Paramount Administrative Assistant $4,784.20 $5,299.71 $5,815.22 5 Lynwood Administrative Assistant $4,691.42 $5,197.94 $5,704.45 5 Maywood Executive Assistant $4,463.33 $5,079.90 $5,696.47 6 Bell Gardens Senior Secretary $4,495.00 $4,979.50 $5,464.00 5 City of
Cudahy Administrative Assistant $4,400.00 $4,972.50 $5,545.00 10 Bellflower Executive Assistant $4,403.00 $4,877.50 $5,352.00 5 Huntington
Park Administrative Secretary $4,270.00 $4,756.50 $5,243.00 5 Montebello Senior Administrative Assistant $3,729.83 $4,193.92 $4,658.00 10 Average
Calculation DOES NOT include
COC $4,475.83 $4,987.11 $5,498.40
Median
Calculation DOES NOT include
COC $4,479.17 $5,029.70 $5,580.24
WAGE GRAPH 52 – Administrative Assistant

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 109 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Eight comparable jobs were identified in the market.
 The class ranks 6th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 110 Wage Data Graph 53: Community Preservation Technician (ranked descending on Mid-Range Rate/Hourly)
Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top Step
#
Commerce Code Enforcement Officer I $24.39 $27.06 $29.72 5 Montebello Code Enforcement Officer $22.55 $25.67 $28.79 10 City of
Cudahy
Community Preservation
Technician $21.74 $22.86 $23.97 10
Maywood Code Compliance Officer I $19.56 $22.27 $24.97 6 Average
Calculation DOES NOT include
COC $22.17 $25.00 $27.83
Median
Calculation DOES NOT include
COC $22.55 $25.67 $28.79
*City of Commerce is a part-time position.
*City of Lynwood Public Safety Officers issue citations relating to code enforcement and parking enforcement. *Cities of Bell Gardens, Paramount, Huntington Park, and Bell Gardens are not entry level positions. *In order to compare data, monthly rates were converted to hourly rates.

WAGE GRAPH 53 – Community Preservation Technician

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 111 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Three comparable jobs were identified in the market.
 The class ranks 3rd against this market's four.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 112 Wage Data Graph 54: Deputy City Clerk (ranked descending on Mid-Range Rate/Hourly) Agency Identified Title Step 1 Rate/Hr Mid-Range Rate/Hr Max Step Rate/Hr Top Step # Montebello Deputy City Clerk $4,893.83 $5,502.79 $6,111.75 10 Lynwood Deputy City Clerk $6,108.90 $6,767.34 $7,425.77 5 Huntington Park Deputy City Clerk $4,488.00 $4,999.00 $5,510.00 5 Commerce Deputy City Clerk $5,622.70 $6,237.30 $6,851.89 5 City of Cudahy Deputy City Clerk $4,716.00 $5,303.00 $5,890.00 10 Bellflower Deputy City Clerk $5,935.00 $6,575.00 $7,215.00 5 Bell Gardens Deputy City Clerk $4,495.00 $4,979.50 $5,464.00 5 Average Calculation DOES NOT include COC $5,257.24 $5,843.49 $6,429.74 Median Calculation DOES NOT include COC $5,258.27 $5,870.04 $6,481.82 *The cities of Maywood and Paramount do not have the position of Deputy City Clerk. Data omitted for accuracy.

WAGE GRAPH 54 – Deputy City Clerk

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 113 Findings:
 The position is properly classified and continues to be assigned work typical of that characterized in the job description.
 The job class description reasonably reflects the duties and responsibilities of the work performed by the incumbents with some edits needed.
 Six comparable jobs were identified in the market.
 The class ranks 5th against this market.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 114 Wage Data Graph 55: Accounting Technician – Payroll and Accounts Payable (ranked descending on Mid-Range Rate/Hourly)
Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step
#
Lynwood Payroll Specialist (Confidential) $5,401.45 $5,985.37 $6,569.29 5 City of Cudahy
Accounting Technician - Payroll and
Accounts Payable $5,202.00 $5,849.50 $6,497.00 10
Bell Gardens Payroll Analyst $5,215.00 $5,777.50 $6,340.00 5 Bellflower Payroll Specialist $5,061.00 $5,606.50 $6,152.00 5 Maywood Accounting Specialist II $4,757.91 $5,415.18 $6,072.44 6 Paramount Payroll Technician $4,784.20 $5,299.71 $5,815.22 5 Montebello Accountant $4,429.00 $5,041.50 $5,654.00 10
Average Calculation DOES NOT include COC $4,941.43 $5,520.96 $6,100.49 Median Calculation DOES NOT include COC $4,922.60 $5,510.84 $6,112.22 * Please note that there are no comparable positions at the City of Huntington Park and the City of Commerce.

Therefore, data has been removed for accuracy.

WAGE GRAPH 55 – Accounting Technician – Payroll and Accounts Payable

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 115 Findings:
 The job class description is being recommended with job duties that reasonably reflect the duties and responsibilities incumbents would perform if/when this job class description is approved.  Six comparable jobs were identified in the market.
 The class ranks 2nd against this market.

Recommendations:
 May consider approving the recommended job class description. A draft job class description for consideration is included as Appendix AA in the report.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 116 Wage Data Graph 56: Accounting Technician – Business License Registration (ranked descending on Mid-Range Rate/Hourly)
Agency Identified Title
Step 1
Rate/Hr
Mid-Range
Rate/Hr
Max Step
Rate/Hr
Top
Step #
City of
Cudahy
Accounting Technician - Business
License Registration $5,202.00 $5,849.50 $6,497.00 10
Commerce Accounting Technician II $4,983.44 $5,526.98 $6,070.52 5 Paramount Accounting Specialist $4,908.80 $5,437.60 $5,966.40 5 Maywood Accounting Specialist II $4,757.91 $5,415.18 $6,072.44 6 Montebello Accountant $4,429.00 $5,041.50 $5,654.00 10
Lynwood Business License Technician $4,334.76 $4,801.84 $5,268.92 5 Bell Gardens
Business License Clerk/Building Permit
Technician $4,288.00 $4,749.50 $5,211.00 5
Average Calculation DOES NOT include COC $4,616.99 $5,162.10 $5,707.21 Median Calculation DOES NOT include COC $4,593.46 $5,228.34 $5,810.20 * Please note that there are no comparable positions at Huntington Park or Bellflower, therefore data has been removed for accuracy
WAGE GRAPH 56 – Accounting Technician – Business License Registration

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 117

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 118 Findings:
 The job class description is being recommended with job duties that reasonably reflect the duties and responsibilities incumbents would perform if/when this job class description is approved.  Six comparable jobs were identified in the market.
 The class ranks 1st against this market.

Recommendations:
 May consider approving the recommended job class description. A draft job class description for consideration is included as Appendix AA in the report.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 119

PLAN DEVELOPMENT AND ASSIGNMENTS
Appendix E provides a summary of Cudahy’s pre-study pay schedule, grade assignments, and grade order of classifications. After collecting Cudahy’s job data and relevant market data, MGT conducted an extensive review of all classifications relative to the recruitment markets based upon data availability, experience, and validity. The MIP and JCQ survey data and data collected during the market review were combined and evaluated to determine updates needed for updating Cudahy’s compensation system, revising classification titles and job descriptions as needed, and adjusting class grade assignments where applicable.

3.I PROPOSED PLAN AND IMPLEMENTATION
The proposed pay plan provided in Appendix F is a result of this study’s market analysis. The midpoint of the market (step 3) for each grade represents the average market salary for the positions assigned to the grade. EH&A/MGT recommends the proposed pay plan be implemented based on the most current competitive market data available. EH&A/MGT recommends that the following phase-in priorities be established:

1. All employees below the minimum salary of their recommended assigned pay grade should be adjusted to the minimum salary as soon as possible (within 1-year as best practice).

2. The remaining adjustment costs should also be applied during the first year of implementation to avoid compression (20-25 percent as best practice).

3. All remaining adjustments should be completed based upon a set implementation schedule (and as the budget allows) to avoid compression, maintain internal equity, and ensure classifications stay competitive with the market.

If the City of Cudahy would like EH&A/MGT to estimate the fiscal impact of the proposed adjustments to the City’s pay plan, EH&A/MGT will need additional information to make the total estimated fiscal cost of the proposed recommendations.

It is recommended that employee salaries be either maintained at their current level or adjusted upward according to the proposed pay plan and policy recommendations provided in this report and that no employees’ salaries be reduced. The estimates provided in this report are based on the latest employee information provided to EH&A/MGT by the City of Cudahy. Any employee data changes occurring after this date should be accounted for in the implementation plan prior to taking effect.

EH&A/MGT has provided the following five reports in the Appendices listed below that will assist Cudahy with implementing the proposed pay plan recommendations:

Outliers Report - Appendix E contains a list of positions that did not have sufficient comparable positions to make a recommendation. Cudahy may consider adjusting these positions based on the market survey in this report.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 120 Proposed Pay Plan for Association Positions - Appendix F contains a list of positions that are part of the association. This list shows where each position will fall based on starting the Market Median at Step 3 of the proposed pay plan. Adjustments to the Grade should be considered for alignment and internal equity.

Proposed Pay Plan for All Positions - Appendix G contains a list of all positions showing where each position will fall based on starting the Market Median to Step 3 of the proposed pay plan.

Adjustments to the Grade should be considered for alignment and internal equity.

Positions at/above Market Median - Appendix H contains a list of all positions showing where each position will fall based on starting the Market Median to Step 3 of the proposed pay plan.

Cudahy can consider implementing a pay plan like the one outlined in Appendix H. Any adjustments made here should take into consideration alignment and internal equity. Cudahy may consider keeping these positions status quo for alignment and internal equity.

Positions Below Market Median - Appendix I contains a list of positions below Market Median and shows each position with the Market Median at Step 3 of the proposed pay plan. Cudahy may consider implementing a pay plan similar to the pay plan outlined in Appendix I to recruit and retain employees.

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 121 4 ADMINISTRATION AND MAINTENANCE
Compensation systems should be evaluated annually to address market competitiveness of current salaries and salary ranges and to adjust individual employee salaries and pay ranges appropriately. Pay schedule and related salary adjustments should be guided by market changes and be applied consistently throughout the compensation system, adjusting all salary ranges.

MGT recommends that salary and compensation strategies of all organizations include provisions for both internal equity and external competitiveness. Internal equity, or the comparison of positions within an organization to ensure fair pay, is essential for both the maintenance of a sense of fairness and the morale of current employees. External competitiveness, or when the pay that workers in one organization receive is like that of other workers doing a similar job in other organizations, through annual salary and compensation improvements is essential for the organization to be able to retain current staff and recruit the most qualified new hires available. Both current employees and potential new hire recruits should be made aware of the salary, insurance benefits, paid leave provisions, and other benefits offered that constitute each employee’s total compensation package. In addition, a systematic process for initial placement and advancement according to established salary and compensation policies and procedures should be implemented and consistently maintained.

External competitiveness through annual salary and compensation improvements is essential for an organization to be able to recruit the most qualified new hires. Salary ranges should be adjusted annually to market based on need, whether such need is dictated by the marketplace, the desire of the organization to remain competitive, or both. In addition, a systematic process for initial placement and advancement according to established salary policies and procedures must be implemented and consistently maintained.

This chapter identifies standard practices in salary administration and maintenance.

4.1 STANDARD SALARY MAINTENANCE PRACTICES
Plan Implementation
The financial disposition, current salary levels, and other variables unique to an organization must be considered when implementing adjustments to salary structures. These factors, among others, should be reviewed in conjunction with the recommendations proposed in this report before any final implementation plan is considered and set into motion.

Pay schedules must provide for employee advancement. Regardless of an organization's philosophy concerning advancement opportunities afforded to employees, it is essential that movements in the economy — and, more specifically, the labor market in which the organization competes — are addressed and career ladders (i.e., the progression from entry-level positions to higher levels of pay, skill, responsibility, and/or authority) are developed. Salary administration procedures should be based upon organization funding levels and philosophies of pay. Although MGT cannot dictate a philosophy,

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 122 it is recommended that a balance be achieved between compensation of individual employees and potential compensation ranges to encourage recruitment, retention, and professional advancement.

Initial Assignment
When current employees are first assigned to their new salary placement, they should be assigned a salary dollar amount on the new schedule equal to or greater than their current salary. If an employee’s present salary level exceeds the maximum of the new assigned pay grade, the current salary should be capped or frozen at the current level. The employee would be ineligible for any merit or cost of living increases until the range is adjusted to allow for movement. If an employee’s current salary is within the proposed pay grade, the employee should be assigned a salary amount in the appropriate pay grade that is closest to, but not less than, an employee’s current salary.  For employees whose current salary is below the minimum of their assigned pay grade, the recommended salary level would be the minimum of the pay grade, adjusting for level of service once brought to the minimum.
 If an employee’s present salary level exceeds the maximum of the new assigned pay grade, the current salary should be capped or frozen at the current level. The employee would be ineligible for any base salary increases until the pay grade range is adjusted or expanded to allow for movement.
 All other employees should be assigned a salary amount in their pay range as appropriate relative to the organization’s longevity policy. Employees assigned to a pay plan that did not receive a recommendation for a market adjustment will maintain their present salary amounts. Employees assigned to a pay plan that received a recommendation for a market adjustment should be adjusted to the increased salary amount as appropriate.

Minimum Wage Adjustments
Presently, California’s minimum wage is $15.50 effective January 1, 2023. Presently, the federal minimum wage is $12.50/hour, for covered non-exempt employees under the Fair Labor Standards Act (FLSA). The Raise the Wage Act, first introduced in Congress in 2017, and again in 2019 and 2021, are the latest efforts on the federal level for increasing the federal minimum wage. The latest 2021 bill, introduced in January 2021, proposed to gradually increase the federal minimum wage from $7.25/hour to $15/hour, effective January 1st, 2025, as shown in Exhibit 4-2.1.

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Classification and Compensation Study  Draft Report P a g e | 123 EXHIBIT 4.2.1: RAISE THE WAGE ACT,

ANNUAL MINIMUM WAGE INCREASES
Source: H.R.582 - Raise the Wage Act, U.S. Congress website.

The multi-year gradual adjustments as part of the Act provide organizations with guidelines and the time needed to adapt to the increased minimum wage instead of implementing the entire increase all at once.

In addition to the federal minimum wage, organizations should also ensure compliance with state minimum wage laws for all states in which the organization operates. The Society for Human Resource Management (SHRM) and WorldAtWork (WaW) Total Rewards Association provide human resources professionals with industry-standard guidelines by which organizations may utilize in organizing an approach for implementing minimum wage adjustments. When considering minimum wage adjustments, whether at the federal and/or state level, organizations are strongly encouraged to vet multiple options for applying these adjustments both consistently and fairly to existing salary structures while making allowances for budgetary and workforce impacts and constraints. Organizations must keep pace with these mandated annual adjustments and ensure the funds to do so are available. In addition to fiscal forecasting, organizations are seeking ways in which they can increase or free funds and reduce costs without reducing workforce, increasing prices, or negatively affecting or limiting services.

Organizations can review processes to identify areas in which they can operate more efficiently and free funds, such as through automation or providing employees with training focused on increasing productivity.

Modeling the structural and financial impacts of various approaches for wage shifts to an existing salary structure, as well as for those organizations without a formal pay structure, is critical to the success of any wage increase and to understand the ripple effects of making the adjustment, which will vary by organization. When adjusting pay plans for minimum wage increases, organizations should first identify which positions (and employees) would need adjustments, which includes those falling under the minimum wage and at the minimum wage rate. Any adjustments to minimum wage within pay structures should also account for and correct any potential areas of compression between pay grades as well as within job families. If increasing to the minimum wage causes a position to be too close to, align

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Classification and Compensation Study  Draft Report P a g e | 124 with, or surpass a position higher in its job family hierarchy or its supervisor, the job family must be adjusted. Minimum wage adjustments may impact a pay structure in part or in its entirety depending on the space and flexibility of the pay grades and spread within the pay ranges to accommodate implementing these changes. For example, organizations with wide pay range spreads between minimum and maximum salaries may choose to adjust the minimum salaries upward, revise placement of the midpoint salaries, and maintain current maximums salaries in lieu of adjusting the entire pay range. However, it is important to ensure that adequate room within pay ranges is maintained for supporting advancement and movement along the pay line.

As with any changes to pay structures, organizations should clearly communicate the nature of pay adjustments to their employees and distinguish the difference between minimum wage adjustments, market adjustments, and pay increases related to performance. Organizations should issue notifications to individual employees explaining the adopted wage adjustments, implementation plan and timeline, and the impact on the employee’s own salary and pay range.

New Hires and Hiring at or Above Minimum Rate
Best practices recommend that employers hire new employees at the minimum of the respective grade.

The pay grade and salary allocated to a classification should consider the necessary experience and qualifications to perform the position’s duties. Exceptions to the minimum rule may be made if the individual’s years of experience or qualifications/certifications exceed the minimum required, and/or if there is difficulty in recruiting qualified candidates. It is not unusual for organizations to hire candidates at or just below the market rate to fill highly competitive positions; many organizations set a hiring range for this purpose. Extraordinary hiring criteria or circumstances may include the following:
 If the applicant, when hired, will contribute to the work of the organization significantly beyond what other applicants for the position would contribute, such as offering advanced skill or knowledge from certifications or trainings, or from network connections that may bolster the organization.
 If the applicant exhibits extraordinary qualifications that provide expertise in a particular area desired by the organization. This expertise significantly exceeds the normal requirements of similar classes in the pay grade.
 If there is documented recruitment difficulty in filling the position over a longer than normal recruitment period.

In addition to the candidate’s qualifications and competitiveness of the recruitment market, other factors that should be considered relative to determining an appropriate starting salary include comparable internal salaries and/or positions (internal equity), the turnover history of the classification, and the salary expectations of the potential employee. Salary assignments should be determined according to established rules for both initial placement of new hires and for the annual review and/or advancement through promotions of current employees. For example, if a new hire has 5 years of experience and the organization’s compensation philosophy dictates that an employee would reach the market point (commonly the midpoint) after 5 years of service in the position, signifying full competence within that classification, the new hire would be assigned the salary at the market point, or at the pay rate increment

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Classification and Compensation Study  Draft Report P a g e | 125 or step that signifies achievement of 5 years of experience. Alternatively, organizations may set a 5% or 10% increase to the hiring rate to acknowledge a new hire’s degree level or additional years of experience over the minimum qualifications. The supervisor or department head must submit written justification to Human Resources for making the recommendation to hire at a higher salary amount than the pay grade’s minimum rate.

All new hires should meet the minimum qualifications listed for their classification. If there is difficulty with recruiting or identifying suitable qualified candidates for a position, an “acting, temporary, or interim” assignment for the best qualified current employee available may be utilized. The department head must submit written justification to Human Resources for making this recommendation, and the salary assignment should be adjusted accordingly.

Salary Advancement
Salary advancement within a pay grade is commonly based upon merit, which is determined by annual performance evaluations. If an employee achieves a “satisfactory” or higher rating, the employee should be considered for a salary increase or bonus based upon approved standards. Salary advancement should be considered at least annually in alignment with an employee’s performance evaluation and follow established Human Resources policies and procedures.

For new hires, it is best practice to set a year-of-service policy for quickly moving employees from their respective hiring rate to the midpoint or market point of the position’s grade. The years-of-service policy represents the time in which it takes an employee to be considered fully competent in their given position, and therefore should be paid at the market rate, or full value, of the position. New hires that demonstrated greater competency than the minimum requirements of a position during their candidacy and were hired at a rate higher than the minimum should reach the midpoint or market point of their pay grade sooner than new hires that were hired at the minimum rate. A year-of-service policy dictates that an employee be given incremental salary increases annually until the employee reaches the midpoint or market point for their position. A 5-year service policy is considered a market standard, in which an employee would be expected to reach the midpoint or market point of their position’s grade after 5 years of service in the position.

Salary advancement also occurs per an organization’s longevity or seniority policy, regardless of an employee’s performance evaluation rating. Merit pay rewards an employee’s performance while longevity pay rewards an employee’s length of service. Longevity pay is a useful tool for encouraging retention at an organization.

Promotion
A promotion is defined as an assignment to a higher-level position with increased responsibilities and job duties for which the candidate is qualified. All job vacancies should be posted according to approved policies and procedures, and the most qualified candidates should be selected. Promotions may be either inter- or intra-departmental, within a job family, or to a position outside the employee’s current career ladder. Commonly, if an employee’s salary does not increase by at least 5 percent with the new responsibilities, the employee’s move to the new position would be considered a reassignment or

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Classification and Compensation Study  Draft Report P a g e | 126 transfer instead of a promotion (also see Reassignments / Transfers). Promotions must be approved by the affected department head(s) and Human Resources, and in every case should involve an increase in duties and responsibilities and should not be made merely to affect an increase in compensation.

A promoted employee should receive a salary increase to at least the minimum rate of the salary grade of the promoted position. If the employee’s salary is above the minimum established for the pay grade to which the employee was promoted, the salary may be increased to the salary level for that pay grade according to the employee’s longevity and performance per current organizational policies and should not be equal to or lower than the employee’s current salary. Salary determinations should also consider market conditions for the given classification and budget constraints.

Demotion
A demotion is the assignment of an employee to a position in a lower classification, with a lower maximum salary, than the classification from which the employee was previously assigned. Demotion is normally due to the removal of higher-level duties and responsibilities, organizational restructuring, or the inability of the employee to assume or perform duties of the position. A supervisor may recommend the demotion of an employee. Approval to demote an employee should be dictated by personnel rules, and the recommendation for a demotion should be made in writing, citing the reasons.

The following guidelines may be referenced for determining salary for demoted employees:
 If an employee’s salary is above the maximum established for the pay grade being entered, the salary may be decreased to, at most, the maximum of the new position.  Since a demotion involves a decrease in duties and responsibilities, if the existing salary is below the maximum of the lower classification, a decreased salary of at least five percent, per best practice, below the current salary is appropriate and necessary to fulfill the cause for the demotion.
 Employees receiving demotions at their own request or due to inability to perform the work because of health or other reasons should be adjusted to a lower job classification, if possible.

When a demotion of this nature occurs, the employees’ pay should be reduced.  In no case should a demoted employee’s salary exceed the maximum rate of the lower pay grade.

Movement Between the Market Point or Midpoint and Maximum Rates The following are common options organizations use to address the movement of employee pay between the midpoint (middle of a pay grade) or the market point (the salary in a pay grade that represents the average market rate) to the maximum rate:
 Offer Incremental Increases
A common approach for addressing employee service is to offer incremental pay increases based upon their years of service (or merit). The increments can be calculated as equal or varied pay

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Classification and Compensation Study  Draft Report P a g e | 127 adjustments between the midpoint or market point of the pay grade up to the maximum salary, per organizational policy. Pay increments can be created by either selecting a set percentage increase (e.g., 1.5%), a varied percentage over time/steps (1%, 1%, 1.5%, 1.5%, 2%, and so on), or by dividing the earning potential between the midpoint or market point and the maximum salary by a set number of years ([maximum salary – midpoint or market point salary]/years = increment amount).
 Offer a Lump Sum Increase
One recommended approach is to offer the employee a one-time lump sum increases each year that is equivalent to the percentage of annual base pay increase that the employee would typically receive, typically based on years of service or merit. This has several benefits: a.) the employee is rewarded for their efforts throughout the performance year, b.) the organization can maintain staff base pay within its core pay plan structure and, c.) the organization does not incur any permanent increase in salary expenses. Furthermore, a common option for rewarding employee service for those employees who reach the maximum of their pay grades is to offer a similar lump sum increase, additional paid time off, or support for training to advance their careers.
 Longevity Awards
For staff who reach important longevity milestones (e.g., a 5-, 10-, or 15-year anniversary), another recommended approach to consider is offering a one-time lump sum bonus as a form of recognition. The amount of the “Anniversary Award” should increase in accordance with the milestones to be recognized. The amount of Anniversary-based increase will vary based on the organization’s budget. Since the spirit of an Anniversary Award is to recognize tenure (as opposed to position level or performance), it is recommended that the amounts for Anniversary awards be applicable to all staff, regardless of individual employees’ pay grades.

Supplemental Pay
Supplemental pay is usually given to employees who hold certifications not required for their position, for undesirable work hours or shifts, as hazard pay, or when employees are assigned duties that demand a considerable number of hours outside their normal duties. Supplemental pay may be given in cases of temporary work assignments or for additional duties that do not fall under another classification and that significantly increases the employee’s workload by 50% on average, per industry standards.

Supplemental pay is often given to employees who are assigned to special projects or in which the responsibilities and duties of a position expand but do not alter the minimum qualifications or nature of the position’s work, in which case would merit a review for possible reclassification, such as in instances in which the additional duties are not short-term or temporary. Supplemental pay rates vary across organizations and are typically tailored to an organization’s specific needs and financial flexibility. The supplemental pay chosen by an organization should consider the number of employees eligible for supplemental pay and available funding for the supplemental pay program.

Typically, supplemental pay schedule(s) adopt one of the following methods:
 Flat rate for the specific assigned task(s) or certification(s) (determined by the organization)  Percentage of employee’s base or actual salary (industry standard is between 5%-15%)

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Classification and Compensation Study  Draft Report P a g e | 128 A flat rate method for determining supplemental pay often is preferable to using the percentage of an employee’s base or actual salary as it allows for more labor cost control and easier budget planning and projecting. In addition to budget considerations, organizations also design their supplemental pay policy based on the market competitiveness of the classification(s) in question and/or the necessity or value of the certification(s) to the organization.

Supplemental pay is generally issued for the duration of the additional assignment or for the life of the certificate held by certified employees. Some organizations design their flat-rate supplemental pay systems into grades to provide supplemental pay based on an employee’s years of service. Any supplemental pay policy and/or schedule should be reviewed and approved annually.

Reassignments / Transfers
A reassignment or transfer is the non-competitive movement of an employee from their current position to another position within an organization for non-disciplinary reasons without demotion or promotion.

Reassignments can be voluntary or involuntary (initiated by the employee versus by the organization or department).
 Voluntary reassignment, or transfer, involves moving an employee laterally from their current position to a position at the same classification level in either the same or another department.

An employee may request a transfer to another position for a variety of reasons, such as to enter a different career ladder, join a different department or area of focus, or to pursue a new worklife balance (e.g., transferring to a position requiring less travel).  Employees voluntarily reassigned to a position in the same pay grade should have their salaries maintained at the current level with no increase or decrease.  Employees voluntarily reassigned to a position in a different pay grade should either maintain their current salary or be adjusted to the salary rate in the new position’s grade that follows organizational policy for moving employees along their position’s respective pay grade per longevity and merit policies.

An employee may submit a written request for consideration for a voluntary reassignment to another department or position in the organization for which they are qualified if a position is vacant or there is a need. Final approval should be obtained from the department head and Human Resources, according to established policies and procedures.  Involuntary reassignment refers to a reassignment initiated by an agency against an employee's will and without the employee's consent for reasons other than for causes of misconduct, delinquency, or inefficiency. There are a variety of reasons for involuntary reassignments that include, but are not limited to, the good of the employee, the best interests of the organization, and/or other defensible actions based on the judgment of its leaders.  An involuntary reassignment for the good of the employee might involve an individual who is no longer physically capable of performing their duties and requires reasonable accommodation, such as reassigning the employee to a less strenuous position.

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Classification and Compensation Study  Draft Report P a g e | 129  An involuntary reassignment serving the best interest of the employer are normally initiated by the employer rather than the individual, such as filling urgent vacancies or assigning an employee with desired skills to another position or department where the employee is needed. Reassignments that serve the best interest of the employer can be permanent, but they can also be temporary to address a short-term challenge, in which an “interim” or “acting” status may be applied to the position held by the employee.

Involuntary reassignments in which the employee is reassigned to a position in the same pay grade should have their salaries maintained at the current level with no increase or decrease. If the employee is reassigned to a position in a different pay grade, the employee’s salary should be adjusted according to the position’s pay grade range and be adjusted per the organization’s longevity and merit policies.

Reassignments Under Reduction-in-Force
Employers often allow reassignments after initiating a reduction-in-force, in which employees are offered reassignment to a different vacant position instead of being laid off or furloughed.

Reassignments in which the employee is reassigned to a position in the same pay grade should have their salaries maintained at the current level with no increase or decrease. If the employee is reassigned to a position in which the position is in a different pay grade, the employee’s salary should be adjusted according to the given position’s pay grade and organizational policy.

Classification Creation and Reclassification
Organizations treat the development of new classifications and reclassifications in several ways.

Classification creation or reclassification can take place when the work performed changes substantially over time, when new technology is introduced, or the mission of an organizational unit is modified in response to changing legislation or changing service demands. The need for a new or revised classification can also occur when organizational demands or job duties change through design or evolution.

Classification creation and reclassifications are generally initiated through the Office of Human Resources but may also be initiated at the request of an individual or their supervisor. If an individual or supervisor initiates a request for creation or reclassification, it is usually accompanied by written supporting documentation. Reclassification should also consider other positions within the overall classification system and should not be determined independently of these positions and without consideration for the department and organizational hierarchy.

When a reclassification or new classification request is received or initiated by the Office of Human Resources, a Job Content Questionnaire (JCQ), or other authorized survey document to understand an employees’ job duties and requirements, should be completed by the supervisor and/or all incumbents holding the same job title, as applicable. Key questions about the job should be answered to help determine the proper level within the overall pay and classification system. For reclassifications, the position audit results should be compared to the current position description for the various classification levels to determine the correct classification assignment.

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Classification and Compensation Study  Draft Report P a g e | 130 If it is determined that a creation or reclassification is justified, the Office of Human Resources should approve and authorize the change. Current employees in reclassified positions should either maintain their current salary or be adjusted to a salary in the assigned pay grade for the reclassified position per organizational policy. Reclassification is not considered the same as a demotion, and therefore, an employee’s salary should either be maintained at its present level or increased according to the reclassified position’s pay grade and organizational policy for moving employees along the pay line of their pay grade. If the reclassified position’s pay grade indicates a lower salary, the current employee’s salary should be maintained and adjusted over time per organizational policy and not be reduced due to reclassification. This may mean that the employee’s salary is temporarily frozen at its present level until movement in the assigned pay grade is allowed per an organization’s longevity and merit policies.

Administration of the Plan
Salary systems should be adjusted annually based on the Consumer Price Index (CPI) to maintain market competitiveness. The guidelines outlined in this chapter may be utilized for salary maintenance and administration of the proposed salary schedule. These guidelines should be applied according to base pay salary schedule dollars, not including additional salaries paid for supplements or additional assignments. In all cases in which a computed salary is greater than the top pay within the new pay grade, the salary may be “frozen” at the top amount until subsequent adjustments are made to the salary schedule that would allow increases. Positions determined to be a high priority may be assigned salaries on a case-by-case basis up to the top of the appropriate salary grade with justification documentation provided in the event of equal pay challenges.

Conclusion
This report serves as an opportunity for the City of Cudahy to discuss and analyze its next best steps regarding its job descriptions and compensation plan. EH&A thanks the employees and administrators for their time and attention to this study and looks forward to working with them in the future.

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Classification and Compensation Study  Draft Report P a g e | 131 Appendix B: Management Issue Paper (MIP)

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Classification and Compensation Study  Draft Report P a g e | 132 1 - Please fill in the form below:

Your Name Your Job Title Department Name
Brenda Rodriguez Administrative Services Director Administrative Services Department Juan Arauz Community Development Director Community Development Joshua Calhoun Finance Director Finance
2 - Indicate the job title your issue relates to and the employee(s) in that job title.

Please list only one job title and the names of the employee(s) that are included regarding your concerns. If you have more than one position title you would like to report, you may complete another MIP form, but you must complete this MIP form before beginning a new survey.

Job Title Related to Issue Employee Names in Job Title
Purchasing/RFPS
All in Community Development Jessica, Lorena, Raul, Marcus, Sean Finance Director Joshua Calhoun

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Classification and Compensation Study  Draft Report P a g e | 133 3 - Select all of the relevant issues pertaining to the class you indicated in the previous survey question. (Check all that apply.)
# Answer % Count
1 Recruitment of qualified employees 16.67% 1
2 Retention of qualified employees 16.67% 1
4 Classification title should be revised/updated 33.33% 2 5 Career path/advancement for this classification 16.67% 1 6 Other 16.67% 1
Total 100% 6
Other - Text
Competitive salary

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Classification and Compensation Study  Draft Report P a g e | 134 4 - Describe the nature of each issue listed below.

Recruitment of
qualified
employees
Retention of
qualified
employees
Classification title should be
revised/updated
Career
path/advancement
for this classification
Other
Many job classifications have dashes,
hyphens or parenthesis as to
emphasize the combination of two
positions or the specification of a
position. For example:
purchasing/RFP, Admin Analyst
(communications), instead of creating
new classifications for that job.

Salaries are too
low and
discourage
qualified
applicants.

Salaries are too
low and
discourage
employees from
staying with the
organization.

Limited or no
advancement for
some positions.

Salaries
too
low.

Given the requirements of the
position as not only requiring finance
related duties, but also IT, risk
management, etc.
5 - Describe a recommended resolution to each issue listed below. Note: This survey question will populate based on your response(s) to the previous survey question. If this question is blank, please click "Back" to return to the previous screen to complete the prior survey question. (You may recommend a new pay grade or salary range, a new title, and/or new series or advancement level, as applicable.) Recruitment of
qualified
employees
Retention of
qualified
employees
Classification title should be
revised/updated
Career
path/advancement
for this classification
Othe
r
Competitive
salaries.

Competitive
salaries.

Add new positions for
employees to move
up.

Administrative Services Director to align
with other titles with other cities
performing similar functions. (Note:

Current title of Administrative Services
Director could be updated to Community
Services Director)

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Classification and Compensation Study  Draft Report P a g e | 135 6 - Are there other comparable positions to this job in terms of required skill, effort, responsibility or working conditions at your organization? # Answer % Count
1 Yes 33.33% 1
2 No 66.67% 2
Total 100% 3

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Classification and Compensation Study  Draft Report P a g e | 136 Appendix C: Job Content Questionnaire (JCQ)

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Classification and Compensation Study  Draft Report P a g e | 137 D-1

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Classification and Compensation Study  Draft Report P a g e | 138 D-2

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Classification and Compensation Study  Draft Report P a g e | 139 D-3

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Classification and Compensation Study  Draft Report P a g e | 140 D-4

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Classification and Compensation Study  Draft Report P a g e | 141 D-5

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Classification and Compensation Study  Draft Report P a g e | 142 D-6

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Classification and Compensation Study  Draft Report P a g e | 143 D-7

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Classification and Compensation Study  Draft Report P a g e | 144

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Classification and Compensation Study  Draft Report P a g e | 145 D-8

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Classification and Compensation Study  Draft Report P a g e | 146 D-9

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Classification and Compensation Study  Draft Report P a g e | 147 D-10

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Classification and Compensation Study  Draft Report P a g e | 148 D-11

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Classification and Compensation Study  Draft Report P a g e | 149 D-12

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Classification and Compensation Study  Draft Report P a g e | 150 D-13

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Classification and Compensation Study  Draft Report P a g e | 151 D-14

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Classification and Compensation Study  Draft Report P a g e | 152 D-15

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Classification and Compensation Study  Draft Report P a g e | 153 D-16

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Classification and Compensation Study  Draft Report P a g e | 154 D-17

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Classification and Compensation Study  Draft Report P a g e | 155

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Classification and Compensation Study  Draft Report P a g e | 156 Appendix D: Pre Study Pay Schedule and Grade

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Classification and Compensation Study  Draft Report P a g e | 157

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Classification and Compensation Study  Draft Report P a g e | 158

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Classification and Compensation Study  Draft Report P a g e | 159

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Classification and Compensation Study  Draft Report P a g e | 160

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Classification and Compensation Study  Draft Report P a g e | 161 Appendix E: Outliers Report

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Classification and Compensation Study  Draft Report P a g e | 162 Annual
Position Title Recommended Title Change
Current Mid
Range
Assistant Engineer $78,582.00
Assistant Recreation Program
Coordinator Recreation Program Coordinator $55,998.00
City Council Member $1,032.00
City Manager $18,476.00
City Treasurer $64,068.00
Community Preservation Technician $43,776.00
Planning Technician
Senior Parking Enforcement Officer $86,490.00

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Classification and Compensation Study  Draft Report P a g e | 163 Appendix F: Association Proposed Pay Plan Based on
Market Median

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Classification and Compensation Study  Draft Report P a g e | 164 Grade Position Title Recommended
Title Change
Current Mid
Range
Step 1 Step 2
Step 3
(Market
Median)
Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10
A3
Maintenance Worker
Maintenance Worker Janitorial
Maintenance
Worker I $50,910.00 $51,630.06 $52,173.03 $52,716.00 $53,258.97 $53,801.94 $54,344.91 $54,887.88 $55,430.85 $55,973.82 $56,516.79 A6 Office Clerk $58,800.00 $47,910.28 $48,414.14 $48,918.00 $49,421.86 $49,925.72 $50,429.58 $50,933.44 $51,437.30 $51,941.16 $52,445.02 A8 Administrative Assistant $59,670.00 $59,113.06 $59,734.73 $60,356.40 $60,978.07 $61,599.74 $62,221.41 $62,843.08 $63,464.75 $64,086.42 $64,708.09 A9 Recreation Program Coordinator $64,764.00 $61,408.38 $62,054.19 $62,700.00 $63,345.81 $63,991.62 $64,637.43 $65,283.24 $65,929.05 $66,574.86 $67,220.67 A10 Executive Assistant Confidential
Executive Assistant
to the City Manager
or Executive
Assistant $67,968.00 $69,981.34 $70,717.31 $71,453.28 $72,189.25 $72,925.22 $73,661.19 $74,397.16 $75,133.13 $75,869.10 $76,605.07 A12* Purchasing and Grants Coordinator Grants Coordinator $72,294.00 $56,874.98 $57,473.11 $58,071.24 $58,669.37 $59,267.50 $59,865.63 $60,463.76 $61,061.89 $61,660.02 $62,258.15 A12* Purchasing and Grants Coordinator
Purchasing
Coordinator $72,294.00 $56,881.13 $57,473.11 $58,071.24 $58,669.37 $59,267.50 $59,865.63 $60,463.76 $61,061.89 $61,660.02 $62,258.15 A13 Supportive Services Coordinator $69,642.00 $68,207.38 $68,924.69 $69,642.00 $70,359.31 $71,076.62 $71,793.93 $72,511.24 $73,228.55 $73,945.86 $74,663.17 A13** Planning Assistant Assistant Planner $64,764.00 $68,207.38 $68,924.69 $69,642.00 $70,359.31 $71,076.62 $71,793.93 $72,511.24 $73,228.55 $73,945.86 $74,663.17 A14 Building Inspector $78,582.00 $76,697.84 $77,504.44 $78,311.04 $79,117.64 $79,924.24 $80,730.84 $81,537.44 $82,344.04 $83,150.64 $83,957.24 A14 ***Assistant Engineer $78,582.00
A15* Senior Building Inspector Building Inspector $80,928.00 $76,329.62 $77,132.35 $77,935.08 $78,737.81 $79,540.54 $80,343.27 $81,146.00 $81,948.73 $82,751.46 $83,554.19 A16
***Senior Parking Enforcement
Officer $86,490.00
A17 Senior Accountant $90,756.00 $90,047.26 $90,994.25 $91,941.24 $92,888.23 $93,835.22 $94,782.21 $95,729.20 $96,676.19 $97,623.18 $98,570.17 A18** Maintenance Leader
Maintenance
Worker II $58,800.00 $62,738.32 $63,398.12 $64,057.92 $64,717.72 $65,377.52 $66,037.32 $66,697.12 $67,356.92 $68,016.72 $68,676.52 A19** Community Preservation Officer
Code Enforcement
Officer $61,704.00 $64,449.42 $65,127.21 $65,805.00 $66,482.79 $67,160.58 $67,838.37 $68,516.16 $69,193.95 $69,871.74 $70,549.53 A20 Assistant City Engineer $95,616.00 $98,354.36 $99,388.72 $100,423.08 $101,457.44 $102,491.80 $103,526.16 $104,560.52 $105,594.88 $106,629.24 $107,663.60 A21** Maintenance Supervisor $64,764.00 $74,242.44 $75,023.22 $75,804.00 $76,584.78 $77,365.56 $78,146.34 $78,927.12 $79,707.90 $80,488.68 $81,269.46 A23**
Senior Community Preservation
Officer
Code Enforcement
Officer $64,764.00 $71,357.12 $72,107.56 $72,858.00 $73,608.44 $74,358.88 $75,109.32 $75,859.76 $76,610.20 $77,360.64 $78,111.08 A24 Planning Associate Associate Planner $84,024.00 $82,293.10 $83,158.55 $84,024.00 $84,889.45 $85,754.90 $86,620.35 $87,485.80 $88,351.25 $89,216.70 $90,082.15 A24** Maintenance Superintendent $71,364.00 $78,373.54 $79,197.77 $80,022.00 $80,846.23 $81,670.46 $82,494.69 $83,318.92 $84,143.15 $84,967.38 $85,791.61 A25** Parks and Recreation Manager $71,364.00 $77,529.00 $78,344.34 $79,159.68 $79,975.02 $80,790.36 $81,605.70 $82,421.04 $83,236.38 $84,051.72 $84,867.06 A26** Accounting Technician $70,194.00 $67,996.76 $68,711.86 $69,426.96 $70,142.06 $70,857.16 $71,572.26 $72,287.36 $73,002.46 $73,717.56 $74,432.66 A27**
***Assistant Recreation Program
Coordinator
Recreation Program
Coordinator $55,998.00
*May consider keeping the salary status quo for internal equity. **May consider Grade change for internal equity.
***Cells left blank are due to insignificant comparable data.

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Classification and Compensation Study  Draft Report P a g e | 165 Appendix G: All Positions Proposed Pay Plan Based on
Market Median

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Classification and Compensation Study  Draft Report P a g e | 166 Position Title Recommended Title Change Current Mid
Range
Step 1 Step 2
Step 3 (Market Median) Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Account Clerk $46,982.40 $44,152.92 $44,617.26 $45,081.60 $45,545.94 $46,010.28 $46,474.62 $46,938.96 $47,403.30 $47,867.64 $48,331.98 Accounting Technician $70,194.00 $67,996.76 $68,711.86 $69,426.96 $70,142.06 $70,857.16 $71,572.26 $72,287.36 $73,002.46 $73,717.56 $74,432.66 Administrative Analyst $53,478.00 $57,782.64 $58,390.32 $58,998.00 $59,605.68 $60,213.36 $60,821.04 $61,428.72 $62,036.40 $62,644.08 $63,251.76 Administrative Assistant $59,670.00 $59,113.06 $59,734.73 $60,356.40 $60,978.07 $61,599.74 $62,221.41 $62,843.08 $63,464.75 $64,086.42 $64,708.09 Administrative Clerk $46,905.60 $45,939.34 $46,422.47 $46,905.60 $47,388.73 $47,871.86 $48,354.99 $48,838.12 $49,321.25 $49,804.38 $50,287.51 Administrative Intern Office Assistant $36,979.20 $36,217.42 $36,598.31 $36,979.20 $37,360.09 $37,740.98 $38,121.87 $38,502.76 $38,883.65 $39,264.54 $39,645.43 Administrative Services Director $120,174.00 $116,552.52 $117,778.26 $119,004.00 $120,229.74 $121,455.48 $122,681.22 $123,906.96 $125,132.70 $126,358.44 $127,584.18 Assistant City Clerk Assistant to the Deputy Clerk or City Clerk $59,594.04 $58,366.40 $58,980.22 $59,594.04 $60,207.86 $60,821.68 $61,435.50 $62,049.32 $62,663.14 $63,276.96 $63,890.78 Assistant City Engineer $95,616.00 $98,354.36 $99,388.72 $100,423.08 $101,457.44 $102,491.80 $103,526.16 $104,560.52 $105,594.88 $106,629.24 $107,663.60 Assistant Engineer $78,582.00
Assistant Recreation Program Coordinator Recreation Program Coordinator $55,998.00 Associate Engineer $86,490.00 $96,068.44 $97,078.76 $98,089.08 $99,099.40 $100,109.72 $101,120.04 $102,130.36 $103,140.68 $104,151.00 $105,161.32 Building Inspector $78,582.00 $76,697.84 $77,504.44 $78,311.04 $79,117.64 $79,924.24 $80,730.84 $81,537.44 $82,344.04 $83,150.64 $83,957.24 City Clerk $120,174.00 $120,423.66 $121,690.11 $122,956.56 $124,223.01 $125,489.46 $126,755.91 $128,022.36 $129,288.81 $130,555.26 $131,821.71 City Council Member $1,032.00
City Treasurer $64,068.00
Community Development Director $138,912.00 $158,260.14 $159,924.51 $161,588.88 $163,253.25 $164,917.62 $166,581.99 $168,246.36 $169,910.73 $171,575.10 $173,239.47 Community Preservation Officer Code Enforcement Officer $61,704.00 $64,449.42 $65,127.21 $65,805.00 $66,482.79 $67,160.58 $67,838.37 $68,516.16 $69,193.95 $69,871.74 $70,549.53 Community Preservation Technician $43,776.00
Deputy City Clerk $63,636.00 $68,989.40 $69,714.94 $70,440.48 $71,166.02 $71,891.56 $72,617.10 $73,342.64 $74,068.18 $74,793.72 $75,519.26 Executive Assistant Confidential Executive Assistant to the City Manager $67,974.00 $69,981.34 $70,717.31 $71,453.28 $72,189.25 $72,925.22 $73,661.19 $74,397.16 $75,133.13 $75,869.10 $76,605.07 Executive Assistant Confidential
Executive Assistant to the City Manager
or Executive Assistant $67,968.00 $69,981.34 $70,717.31 $71,453.28 $72,189.25 $72,925.22 $73,661.19 $74,397.16 $75,133.13 $75,869.10 $76,605.07 Finance Director Director of Finance $138,912.00 $159,350.22 $161,026.05 $162,701.88 $164,377.71 $166,053.54 $167,729.37 $169,405.20 $171,081.03 $172,756.86 $174,432.69 Human Resources Manager $101,172.00 $106,597.66 $107,718.71 $108,839.76 $109,960.81 $111,081.86 $112,202.91 $113,323.96 $114,445.01 $115,566.06 $116,687.11 Human Resources Specialist $72,186.00 $67,901.80 $68,615.90 $69,330.00 $70,044.10 $70,758.20 $71,472.30 $72,186.40 $72,900.50 $73,614.60 $74,328.70 Junior Deputy City Clerk $55,092.00 $51,820.10 $52,365.07 $52,910.04 $53,455.01 $53,999.98 $54,544.95 $55,089.92 $55,634.89 $56,179.86 $56,724.83 Maintenance Aide Maintenance Worker I $16,377.60 $16,453.92 $16,626.96 $16,800.00 $16,973.04 $17,146.08 $17,319.12 $17,492.16 $17,665.20 $17,838.24 $18,011.28 Maintenance Leader $58,800.00 $62,738.32 $63,398.12 $64,057.92 $64,717.72 $65,377.52 $66,037.32 $66,697.12 $67,356.92 $68,016.72 $68,676.52 Maintenance Superintendent $71,364.00 $78,373.54 $79,197.77 $80,022.00 $80,846.23 $81,670.46 $82,494.69 $83,318.92 $84,143.15 $84,967.38 $85,791.61 Maintenance Supervisor $64,764.00 $74,242.44 $75,023.22 $75,804.00 $76,584.78 $77,365.56 $78,146.34 $78,927.12 $79,707.90 $80,488.68 $81,269.46 Maintenance Worker $50,910.00 $51,630.06 $52,173.03 $52,716.00 $53,258.97 $53,801.94 $54,344.91 $54,887.88 $55,430.85 $55,973.82 $56,516.79 Maintenance Worker Janitorial Maintenance Worker II $50,910.00 $51,630.06 $52,173.03 $52,716.00 $53,258.97 $53,801.94 $54,344.91 $54,887.88 $55,430.85 $55,973.82 $56,516.79 Management Analyst $85,626.00 $72,220.28 $72,979.78 $73,739.28 $74,498.78 $75,258.28 $76,017.78 $76,777.28 $77,536.78 $78,296.28 $79,055.78 Municipal Enforcement Officer
Parking Control Officer or Parking
Enforcement Officer $19,891.20 $22,048.26 $22,280.13 $22,512.00 $22,743.87 $22,975.74 $23,207.61 $23,439.48 $23,671.35 $23,903.22 $24,135.09 Office Clerk $58,800.00 $47,910.28 $48,414.14 $48,918.00 $49,421.86 $49,925.72 $50,429.58 $50,933.44 $51,437.30 $51,941.16 $52,445.02 Parks and Recreation Manager $71,364.00 $77,529.00 $78,344.34 $79,159.68 $79,975.02 $80,790.36 $81,605.70 $82,421.04 $83,236.38 $84,051.72 $84,867.06 Permit Technician $159,367.48 $161,026.05 $162,701.88 $162,701.88 $162,701.88 $162,701.88 $162,701.88 $162,701.88 $162,701.88 $162,701.88 Planning Assistant Assistant Planner $64,764.00 $68,207.38 $68,924.69 $69,642.00 $70,359.31 $71,076.62 $71,793.93 $72,511.24 $73,228.55 $73,945.86 $74,663.17 Planning Associate Associate Planner $84,024.00 $82,293.10 $83,158.55 $84,024.00 $84,889.45 $85,754.90 $86,620.35 $87,485.80 $88,351.25 $89,216.70 $90,082.15 Planning Associate Associate Planner $67,974.00 $82,293.10 $83,158.55 $84,024.00 $84,889.45 $85,754.90 $86,620.35 $87,485.80 $88,351.25 $89,216.70 $90,082.15 Planning Technician
Public Saftey & Services Manager Public Services Manager $98,706.00 $107,248.06 $108,375.95 $109,503.84 $110,631.73 $111,759.62 $112,887.51 $114,015.40 $115,143.29 $116,271.18 $117,399.07 Public Saftey & Services Manager Public Saftey Manager $98,706.00 $107,248.06 $108,375.95 $109,503.84 $110,631.73 $111,759.62 $112,887.51 $114,015.40 $115,143.29 $116,271.18 $117,399.07 Public Works Director/City Engineer City Engineer Director $138,912.00 $156,595.12 $158,241.98 $159,888.84 $161,535.70 $163,182.56 $164,829.42 $166,476.28 $168,123.14 $169,770.00 $171,416.86 Public Works Director/City Engineer Public Works Director $138,912.00 $156,595.12 $158,241.98 $159,888.84 $161,535.70 $163,182.56 $164,829.42 $166,476.28 $168,123.14 $169,770.00 $171,416.86 Purchasing and Grants Coordinator Purchasing Coordinator $72,294.00 $56,881.13 $57,473.11 $58,071.24 $58,669.37 $59,267.50 $59,865.63 $60,463.76 $61,061.89 $61,660.02 $62,258.15 Purchasing and Grants Coordinator Grants Coordinator $72,294.00 $56,874.98 $57,473.11 $58,071.24 $58,669.37 $59,267.50 $59,865.63 $60,463.76 $61,061.89 $61,660.02 $62,258.15 Recreation Aide $15,590.40 $15,319.72 $15,486.83 $15,648.00 $15,815.11 $15,982.22 $16,149.33 $16,316.44 $16,483.55 $16,650.66 $16,817.77 Recreation Leader Recreation Leader I $34,387.20 $33,678.82 $34,033.01 $34,387.20 $34,741.39 $35,095.58 $35,449.77 $35,803.96 $36,158.15 $36,512.34 $36,866.53 Recreation Program Coordinator $64,764.00 $61,408.38 $62,054.19 $62,700.00 $63,345.81 $63,991.62 $64,637.43 $65,283.24 $65,929.05 $66,574.86 $67,220.67 Senior Accountant $90,756.00 $90,047.26 $90,994.25 $91,941.24 $92,888.23 $93,835.22 $94,782.21 $95,729.20 $96,676.19 $97,623.18 $98,570.17 Senior Building Inspector Building Inspector $80,928.00 $76,329.62 $77,132.35 $77,935.08 $78,737.81 $79,540.54 $80,343.27 $81,146.00 $81,948.73 $82,751.46 $83,554.19 Senior Community Preservation Officer Code Enforcement Officer $64,764.00 $71,357.12 $72,107.56 $72,858.00 $73,608.44 $74,358.88 $75,109.32 $75,859.76 $76,610.20 $77,360.64 $78,111.08 Senior Parking Enforcement Officer $86,490.00
Senior Planner $90,756.00 $98,408.20 $99,443.12 $100,478.04 $101,512.96 $102,547.88 $103,582.80 $104,617.72 $105,652.64 $106,687.56 $107,722.48 Senior Recreation Leader Recreation Leader II or Recreation Specialist $36,096.00 $38,624.40 $39,030.60 $39,436.80 $39,843.00 $40,249.20 $40,655.40 $41,061.60 $41,467.80 $41,874.00 $42,280.20 Supportive Services Coordinator $69,642.00 $68,207.38 $68,924.69 $69,642.00 $70,359.31 $71,076.62 $71,793.93 $72,511.24 $73,228.55 $73,945.86 $74,663.17

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Classification and Compensation Study  Draft Report P a g e | 167 Appendix H: Positions at Market Median

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 168 Position Title Recommended Title Change Current Mid
Range
Step 1 Step 2
Step 3 (Market Median) Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Account Clerk $46,982.40 $44,152.92 $44,617.26 $45,081.60 $45,545.94 $46,010.28 $46,474.62 $46,938.96 $47,403.30 $47,867.64 $48,331.98 Accounting Technician $70,194.00 $67,996.76 $68,711.86 $69,426.96 $70,142.06 $70,857.16 $71,572.26 $72,287.36 $73,002.46 $73,717.56 $74,432.66 Administrative Analyst $53,478.00 $57,782.64 $58,390.32 $58,998.00 $59,605.68 $60,213.36 $60,821.04 $61,428.72 $62,036.40 $62,644.08 $63,251.76 Administrative Clerk $46,905.60 $45,939.34 $46,422.47 $46,905.60 $47,388.73 $47,871.86 $48,354.99 $48,838.12 $49,321.25 $49,804.38 $50,287.51 Administrative Services Director $120,174.00 $116,552.52 $117,778.26 $119,004.00 $120,229.74 $121,455.48 $122,681.22 $123,906.96 $125,132.70 $126,358.44 $127,584.18 Assistant City Clerk Assistant to the Deputy Clerk or City Clerk $59,594.04 $58,366.40 $58,980.22 $59,594.04 $60,207.86 $60,821.68 $61,435.50 $62,049.32 $62,663.14 $63,276.96 $63,890.78 Assistant City Engineer $95,616.00 $98,354.36 $99,388.72 $100,423.08 $101,457.44 $102,491.80 $103,526.16 $104,560.52 $105,594.88 $106,629.24 $107,663.60 Assistant Recreation Program Coordinator Recreation Program Coordinator $55,998.00 Building Inspector $78,582.00 $76,697.84 $77,504.44 $78,311.04 $79,117.64 $79,924.24 $80,730.84 $81,537.44 $82,344.04 $83,150.64 $83,957.24 City Clerk $120,174.00 $120,423.66 $121,690.11 $122,956.56 $124,223.01 $125,489.46 $126,755.91 $128,022.36 $129,288.81 $130,555.26 $131,821.71 Human Resources Specialist $72,186.00 $67,901.80 $68,615.90 $69,330.00 $70,044.10 $70,758.20 $71,472.30 $72,186.40 $72,900.50 $73,614.60 $74,328.70 Junior Deputy City Clerk $55,092.00 $51,820.10 $52,365.07 $52,910.04 $53,455.01 $53,999.98 $54,544.95 $55,089.92 $55,634.89 $56,179.86 $56,724.83 Maintenance Aide Maintenance Worker I $16,377.60 $16,453.92 $16,626.96 $16,800.00 $16,973.04 $17,146.08 $17,319.12 $17,492.16 $17,665.20 $17,838.24 $18,011.28 Management Analyst $85,626.00 $72,220.28 $72,979.78 $73,739.28 $74,498.78 $75,258.28 $76,017.78 $76,777.28 $77,536.78 $78,296.28 $79,055.78 Office Clerk $58,800.00 $47,910.28 $48,414.14 $48,918.00 $49,421.86 $49,925.72 $50,429.58 $50,933.44 $51,437.30 $51,941.16 $52,445.02 Parks and Recreation Manager $71,364.00 $77,529.00 $78,344.34 $79,159.68 $79,975.02 $80,790.36 $81,605.70 $82,421.04 $83,236.38 $84,051.72 $84,867.06 Planning Assistant Assistant Planner $64,764.00 $68,207.38 $68,924.69 $69,642.00 $70,359.31 $71,076.62 $71,793.93 $72,511.24 $73,228.55 $73,945.86 $74,663.17 Purchasing and Grants Coordinator Purchasing Coordinator $72,294.00 $56,881.13 $57,473.11 $58,071.24 $58,669.37 $59,267.50 $59,865.63 $60,463.76 $61,061.89 $61,660.02 $62,258.15 Purchasing and Grants Coordinator Grants Coordinator $72,294.00 $56,874.98 $57,473.11 $58,071.24 $58,669.37 $59,267.50 $59,865.63 $60,463.76 $61,061.89 $61,660.02 $62,258.15 Recreation Program Coordinator $64,764.00 $61,408.38 $62,054.19 $62,700.00 $63,345.81 $63,991.62 $64,637.43 $65,283.24 $65,929.05 $66,574.86 $67,220.67 Senior Accountant $90,756.00 $90,047.26 $90,994.25 $91,941.24 $92,888.23 $93,835.22 $94,782.21 $95,729.20 $96,676.19 $97,623.18 $98,570.17 Senior Building Inspector Building Inspector $80,928.00 $76,329.62 $77,132.35 $77,935.08 $78,737.81 $79,540.54 $80,343.27 $81,146.00 $81,948.73 $82,751.46 $83,554.19 Senior Parking Enforcement Officer $86,490.00
Supportive Services Coordinator $69,642.00 $68,207.38 $68,924.69 $69,642.00 $70,359.31 $71,076.62 $71,793.93 $72,511.24 $73,228.55 $73,945.86 $74,663.17

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Classification and Compensation Study  Draft Report P a g e | 169 Appendix I: Positions Below Market Median

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Classification and Compensation Study  Draft Report P a g e | 170 Position Title Recommended Title Change Current Mid
Range
Step 1 Step 2
Step 3 (Market Median) Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Administrative Assistant $59,670.00 $59,113.06 $59,734.73 $60,356.40 $60,978.07 $61,599.74 $62,221.41 $62,843.08 $63,464.75 $64,086.42 $64,708.09 Administrative Intern Office Assistant $36,979.20 $36,217.42 $36,598.31 $36,979.20 $37,360.09 $37,740.98 $38,121.87 $38,502.76 $38,883.65 $39,264.54 $39,645.43 Assistant City Engineer $95,616.00 $98,354.36 $99,388.72 $100,423.08 $101,457.44 $102,491.80 $103,526.16 $104,560.52 $105,594.88 $106,629.24 $107,663.60 Associate Engineer $86,490.00 $96,068.44 $97,078.76 $98,089.08 $99,099.40 $100,109.72 $101,120.04 $102,130.36 $103,140.68 $104,151.00 $105,161.32 City Council Member $1,032.00
City Manager
Community Development Director $138,912.00 $158,260.14 $159,924.51 $161,588.88 $163,253.25 $164,917.62 $166,581.99 $168,246.36 $169,910.73 $171,575.10 $173,239.47 Community Preservation Officer Code Enforcement Officer $61,704.00 $64,449.42 $65,127.21 $65,805.00 $66,482.79 $67,160.58 $67,838.37 $68,516.16 $69,193.95 $69,871.74 $70,549.53 Community Preservation Technician $43,776.00
Deputy City Clerk $63,636.00 $68,989.40 $69,714.94 $70,440.48 $71,166.02 $71,891.56 $72,617.10 $73,342.64 $74,068.18 $74,793.72 $75,519.26 Executive Assistant Confidential Executive Assistant to the City Manager $67,974.00 $69,981.34 $70,717.31 $71,453.28 $72,189.25 $72,925.22 $73,661.19 $74,397.16 $75,133.13 $75,869.10 $76,605.07 Executive Assistant Confidential
Executive Assistant to the City Manager
or Executive Assistant $67,968.00 $69,981.34 $70,717.31 $71,453.28 $72,189.25 $72,925.22 $73,661.19 $74,397.16 $75,133.13 $75,869.10 $76,605.07 Finance Director Director of Finance $138,912.00 $159,350.22 $161,026.05 $162,701.88 $164,377.71 $166,053.54 $167,729.37 $169,405.20 $171,081.03 $172,756.86 $174,432.69 Human Resources Manager $101,172.00 $106,597.66 $107,718.71 $108,839.76 $109,960.81 $111,081.86 $112,202.91 $113,323.96 $114,445.01 $115,566.06 $116,687.11 Maintenance Leader $58,800.00 $62,738.32 $63,398.12 $64,057.92 $64,717.72 $65,377.52 $66,037.32 $66,697.12 $67,356.92 $68,016.72 $68,676.52 Maintenance Superintendent $71,364.00 $78,373.54 $79,197.77 $80,022.00 $80,846.23 $81,670.46 $82,494.69 $83,318.92 $84,143.15 $84,967.38 $85,791.61 Maintenance Supervisor $64,764.00 $74,242.44 $75,023.22 $75,804.00 $76,584.78 $77,365.56 $78,146.34 $78,927.12 $79,707.90 $80,488.68 $81,269.46 Maintenance Worker $50,910.00 $51,630.06 $52,173.03 $52,716.00 $53,258.97 $53,801.94 $54,344.91 $54,887.88 $55,430.85 $55,973.82 $56,516.79 Maintenance Worker Janitorial Maintenance Worker II $50,910.00 $51,630.06 $52,173.03 $52,716.00 $53,258.97 $53,801.94 $54,344.91 $54,887.88 $55,430.85 $55,973.82 $56,516.79 Municipal Enforcement Officer
Parking Control Officer or Parking
Enforcement Officer $19,891.20 $22,048.26 $22,280.13 $22,512.00 $22,743.87 $22,975.74 $23,207.61 $23,439.48 $23,671.35 $23,903.22 $24,135.09 Planning Assistant Assistant Planner $64,764.00 $68,207.38 $68,924.69 $69,642.00 $70,359.31 $71,076.62 $71,793.93 $72,511.24 $73,228.55 $73,945.86 $74,663.17 Planning Associate Associate Planner $84,024.00 $82,293.10 $83,158.55 $84,024.00 $84,889.45 $85,754.90 $86,620.35 $87,485.80 $88,351.25 $89,216.70 $90,082.15 Planning Associate Associate Planner $67,974.00 $82,293.10 $83,158.55 $84,024.00 $84,889.45 $85,754.90 $86,620.35 $87,485.80 $88,351.25 $89,216.70 $90,082.15 Public Saftey & Services Manager Public Saftey Manager $98,706.00 $107,248.06 $108,375.95 $109,503.84 $110,631.73 $111,759.62 $112,887.51 $114,015.40 $115,143.29 $116,271.18 $117,399.07 Public Saftey & Services Manager Public Services Manager $98,706.00 $107,248.06 $108,375.95 $109,503.84 $110,631.73 $111,759.62 $112,887.51 $114,015.40 $115,143.29 $116,271.18 $117,399.07 Public Works Director/City Engineer Public Works Director $138,912.00 $156,595.12 $158,241.98 $159,888.84 $161,535.70 $163,182.56 $164,829.42 $166,476.28 $168,123.14 $169,770.00 $171,416.86 Public Works Director/City Engineer City Engineer Director $138,912.00 $156,595.12 $158,241.98 $159,888.84 $161,535.70 $163,182.56 $164,829.42 $166,476.28 $168,123.14 $169,770.00 $171,416.86 Recreation Aide $15,590.40 $15,319.72 $15,486.83 $15,648.00 $15,815.11 $15,982.22 $16,149.33 $16,316.44 $16,483.55 $16,650.66 $16,817.77 Recreation Leader Recreation Leader I $34,387.20 $33,678.82 $34,033.01 $34,387.20 $34,741.39 $35,095.58 $35,449.77 $35,803.96 $36,158.15 $36,512.34 $36,866.53 Senior Community Preservation Officer Code Enforcement Officer $64,764.00 $71,357.12 $72,107.56 $72,858.00 $73,608.44 $74,358.88 $75,109.32 $75,859.76 $76,610.20 $77,360.64 $78,111.08 Senior Planner $90,756.00 $98,408.20 $99,443.12 $100,478.04 $101,512.96 $102,547.88 $103,582.80 $104,617.72 $105,652.64 $106,687.56 $107,722.48 Senior Recreation Leader Recreation Leader II or Recreation Specialist $36,096.00 $38,624.40 $39,030.60 $39,436.80 $39,843.00 $40,249.20 $40,655.40 $41,061.60 $41,467.80 $41,874.00 $42,280.20

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City of Cudahy, CA
Classification and Compensation Study  Draft Report P a g e | 171 Appendix AA: REVISED JOB SPECIFICATIONS

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“Serving The People” "Sirviendo A La Comunidad"
Staff Report
4/18/2023 Page 1 of 3

STAFF REPORT
Date: April 18, 2023
To: Honorable Mayor/Chair and City Council/Agency Members From: Alfonso Noyola, City Manager/Executive Director
By: Brenda Rodriguez, Administrative Services Director
Subject: Presentation of the Education Ad Hoc Committee proposing recommended changes to the Education Compact between the City and the Los Angeles Unified School District

RECOMMENDATION
The Ad Hoc Recommends the City Council discuss and consider adopting the proposed Education Compact between the City and the Los Angeles Unified School District.

BACKGROUND
As part of the 2022-2026 Strategic Plan for the Los Angeles Unified School District, new education compacts are to be established between the District and local governmental entities.

Education Compacts with the municipal governments in the Southeast Los Angeles County region are intended to align resources and implement innovative programs to equip our students with the tools they need to be ready for the World.

ANALYSIS
Currently, city staff is coordinating collaborative meetings with all schools within Cudahy’s jurisdiction to assist in drafting an education compact. Currently, collaborations between schools and the City include coordinating in disseminating communications and events, city staff attending and participating in Safe Passages meetings, and collaborating in a high school community service program.

Topics that have been discussed in the proposed Education Compact are the following:
• Communications and Ongoing Engagement
• Student Health and Medical Student Services
Item Number
14E

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“Serving The People” "Sirviendo A La Comunidad"
Staff Report
4/18/2023 Page 2 of 3

• Parent and Family Engagement
• Academics and Expanded Learning Programs
• Connectivity
• Enrollment and Positive Attendance
• Crossing Guards and Other Traffic Safety Improvements • Safety and Positive School Climate
• Facilities
• Transportation
To ensure the City’s compact synergizes and maximizes resources with our neighboring cities, City staff is in close coordination with other cities to align and complement each respective compact.

If the Education Compact is approved, it would become a roadmap for Los Angeles Unified School District and city of Cudahy.

Moreover, the Los Angeles Unified School District Strategic Plan is in alignment with the time frame for the City of Cudahy’s Strategic plan, 2022-2026.

CONCLUSION
Staff recommends the City Council authorize the City Manager to sign and agree to the Education compact.

FINANCIAL IMPACT
Accepting the education compact would have no financial impact.

Programs or projects created to align with the compact may come at a cost. The financial impact of those programs and projects will be assessed as they are implemented.

STRATEGIC PLAN CORRELATION
The education compact includes goal A, B, and F of the city of Cudahy’s Strategic plan.

Goal A: states the city would like to provide community services, programs and activities for all ages.

Goal B: Social Services Partner with appropriate agencies to ensure Cudahy residents receive social services. Pursue partnerships and develop memoranda of understanding (MOUs) to specify services to be provided and ensure accountability.

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“Serving The People” "Sirviendo A La Comunidad"
Staff Report
4/18/2023 Page 3 of 3

Goal F: Communication and Outreach – creating an establishing a sense of community, identifying methods to connect and solicit input from the community. Foster relationship building among residents

ATTACHMENTS
A. Education Compact

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DRAFT EDUCATION COMPACT BETWEEN

THE LOS ANGELES UNIFIED SCHOOL DISTRICT

AND THE CITY OF CUDAHY
As part of the 2022-2026 Strategic Plan for the Los Angeles Unified School District, new education compacts are to be established between the District and local governmental entities. Education Compacts with the municipal governments in the Southeast Los Angeles County region are intended to align resources and implement innovative programs to equip our students with the tools they need to be Ready for the World.

As a member of the Southeast Los Angeles County region, the City of Cudahy (“City”), is served by the Los Angeles Unified School District (“District” or “Los Angeles Unified”) and accounts for a 2,752-student enrollment (LAUSD SY 21-22 Enrollment). The City of Cudahy has 22,294 residents (2020 US Census) and expands a total area of 1.18 square miles. The City of Cudahy has five (5) District schools within its geographical boundaries, these include Teresa Hughes Elementary Magnet School, Ellen Ochoa Learning Center, Park Avenue Elementary, Elizabeth Learning Center, and Jaime Escalante Elementary (“Cudahy Schools”). The District and the City may each be referred to, individually, herein as a “Party” or, collectively, as “the Parties.” Through this Education Compact (“Compact”), the City and the District will collaborate to meet the educational needs of youth and families in the City through the end of the District’s Strategic Plan (June 2026). The City and the District may choose to revisit the Compact after June 2026 to renew their shared commitments to students and families of the Southeast Los Angeles County region.

The commitments outlined are not legally binding nor do they mandate budgetary expenditures on behalf of the Parties. They represent a shared philosophical goal of improving the educational opportunities and enriching the lives of children and families attending Cudahy Schools and/or living within the City. The Parties recognize there may be financial expenditures associated with one or all the following aspects, however, any financial expenditure shall not be made unless the responsible Party’s governing board has authorized the expenditure through its budgetary process and shall be voluntary in nature.

The Compact between the District and the City will undertake efforts that would be enriched, expedited, or enhanced through collaborative efforts in the following areas:

1. Communications and Ongoing Engagement;

2. Enrollment and Positive Attendance;

3. Safety and Positive School Climate;

4. Student Health and Medical Student Services;

5. Parent and Family Engagement;

6. Academics and Expanded Learning;

7. Connectivity;

8. Facilities;

9. Transportation.

Attachment A Page 522 of 527
Communications and Ongoing Engagement
● The City and the District will work jointly on communications through the City’s website to include an educational tab/section with information on Cudahy School, Southeast Los Angeles Region schools and districtwide initiatives. The District will also work with the City to share City events, news and City-led programs to students, families and staff in the Cudahy Schools. There will be concerted efforts to jointly share information via social media and other communication channels.
● The City and District will explore leveraging current City events and activities to promote District services to families.
● The City and District will explore leveraging District events, specifically with regard to Cudahy School, and activities to promote City services to families. ● The City and District will explore leveraging current City events and activities to promote District employment opportunities.
● The City and District will promote educational initiatives to local businesses to encourage volunteering, mentorship and other opportunities to support local students and education. ● The City, in partnership with the District, will convene education roundtables with local partners on efforts to strengthen student success.

Enrollment and Positive Attendance
● The City will support the District in student recruitment campaigns for Cudahy Schools.

Safety and Positive School Climate
● The City and District commit to continuing to meet at least twice per semester on Safe Passages and share information on topics including, but not limited to upcoming events; supports and resources the City provides to students and families, information about traffic safety around schools, and discuss issues schools may be experiencing. ● The District/Los Angeles School Police Department and City will identify a Law Enforcement Liaison officer from each of the respective law enforcement departments to ensure coordinated approach on issues related to youth, crime prevention and other relevant safety and area school consistent with Section 32281 (f)(1) of the California Education Code.
● The City will engage the Los Angeles County Sheriff’s Department about the possibility of entering into data-sharing agreements with the District and/or Los Angeles School Police Department to assess the status of school crimes with a goal of helping to prevent crimes and improve coordination consistent with Section 32282 (a)(1) of the California Education Code.

Student Health and Medical Student Services
● The District and the City will work jointly to expand prevention and public education efforts to combat the public health issue of fentanyl-related overdoses and strengthen support services for students.
● The District will continue to work with the California Department of Healthcare Services (DHCS) Naloxone Distribution Program (NDP) to obtain doses of Narcan for early education centers, adult education schools and afterschool programs. ● The City will assist with the introduction to their contact with the County of Los Angeles (“County”) so the District and County can explore the feasibility of bringing additional

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student health and mental health services and entities to provide whole child and school community services.
● The District will support the community wellness center that will include dental services; the wellness center is currently located on the Elizabeth Learning Center campus; the City will advertise such services.

Parent and Family Engagement
● The District will develop a Region specific course catalog to help families understand how to access City services and to engage families in learning specialized classes/workshops that address the needs of families in the Southeast Los Angeles community through the Family Academy. The City will promote these classes and workshops to the families and community members at large.
● The District will develop a training for City personnel on the District’s Parent Portal/LAUSD App and School Volunteer Program procedures. ● The District and City will explore the feasibility of incorporating resources or informational materials on both District-led initiatives into a City-owned community center or other facilities and City-led initiatives in Cudahy Schools.

Academics and Expanded Learning Programs
● The District will work jointly with the City to promote both the District’s various academic and enrichment programs to students and families in the Southeast Los Angeles community, including the tutoring program, summer programming, and Beyond the Bell Expanded Learning Programs.
● The City will work jointly with the District to promote City sponsored programs in Cudahy Schools.
● The District will offer the Cultural Arts passport to families in the Southeast Los Angeles community.

Connectivity
● The District’s Information Technology Services (ITS) commits to continuing to provide connectivity to students and families with an identified unmet need through All Families Connected or other affordable and free options to ensure all families have access to reliable high-speed internet.
● The District will explore expanding Digital Divide partnerships into the City and the County of Los Angeles to explore ways to support connectivity infrastructure, expand affordable broadband and implement data sharing agreements, when available, to address the digital deserts.

Facilities
● The District and City will continue to work collaboratively in an effort to provide access to and use of District and City facilities for meetings, community events, athletic activities, and cultural and historic programs, among other facility use needs that benefit students and families.
● The District will work with the City to provide access to and use of District pools upon terms and conditions available to those provided to other governmental agencies.

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● The District’s over twenty-year construction program will continue to rely heavily on its commitment to meaningful engagement by bringing timely and accurate information to all stakeholders (students, parents, teachers/administrators, key stakeholders, local municipalities and municipal professional staff) and collecting feedback that guides the District’s decision-making.
● The City and District will work collaboratively to increase the amount of green space on District sites and expand access to available green space for families and students, and, where appropriate, explore the establishment of Community School Parks.

Transportation
● The City will support the District in promoting the District’s free Metro passes from the K-12 Fareless System Initiative program for students, by promoting it at community events, newsletters and on the City’s website, if the pilot program is continued.

APPENDIX

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All Families Connected
All Families Connected is a program to help ensure every student has reliable access to high-speed internet at home as well as at school. Made possible in large part by one-time federal funding, the program is helping provide students with the access they need at home to complete assignments, interact with peers, track their progress, and more. Thousands of families are eligible for this service at no cost to them. There are no income requirements. All that is necessary is for a family to inform the District that there are unmet needs in the home and to request support.

This is how it works: Parents/guardians can log on to device.lausd.net and answer a few questions about computing device and internet connectivity needs. For those whose needs are not being met, our teams check in with contracted service providers to determine services available. The provider then reaches out to eligible families to assist with establishing service, and the District covers all costs.

Families may go to: device.lausd.net/connect for more information or to sign up for service.

Cultural Arts Passport
The District’s Cultural Arts Passport is a program to provide students access to the Arts. In partnership with Southern California’s finest cultural organizations and venues, the Cultural Arts Passport program ensures equal access to arts, culture and environmental experiences for every child. The Cultural Arts Passport is partially supported through generous monetary and in-kind donations from the community. Founding partners who generously support the initiative include The Broad Foundation, Creative Arts Agency, the Fender Play Foundation and other cultural institutions.

Digital Divide Partnerships
The District has existing partnerships around infrastructure to create a City-wide or community infrastructure for wireless connectivity. One example of this has been a partnership with the Los Angeles City Lighting Bureau, which focused on extending the network from District schools to city light poles. Furthermore, the District has also developed partnerships with LTE/5G and fixed broadband such as Verizon, AT&T and Spectrum to allow piggyback on our contracts with very affordable pricing for other governmental entities. Lastly, the District has partnerships with multiple entities on data sharing to help and identify hotspots and digital deserts around Los Angeles County, given that the District is the only entity with access to valuable datasets relating to family usage and service providers’ capacity.

Everyone Mentors LA
Everyone Mentors LA is a new mentoring initiative that will invest in the lives of historically underserved students to ensure every student graduates Ready for the World. The new initiative will match students contending with declining grades, chronic absenteeism, social emotional support and other challenges that have inhibited their academic success with a mentor from the Los Angeles community. More information on this program can be found at https://achieve.lausd.net/everyonementors.

Family Academy

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The Family Academy is designed to leverage families’ assets to be empowered as they support their child from the early primary years to college and career success. This effort complements family knowledge by connecting them to actionable learning focused on their child’s development, as well as opportunities to accelerate their own careers and quality of livelihood. Families may expand and share prior knowledge with other parent leaders by attending learning segments offered by the Family Academy course catalog, which offers webinar and regional segments hosted inperson. The course catalog is available at achieve.lausd.net/familyacademy.

A second path to learning with the Family Academy is through four family courses which are geared for the following family audiences: youngest learners, multilingual learners, twice exceptional, and Black and African-American students. The curriculum is organized as a 7-class course experience where families engage in a culturally relevant curriculum, in a cohort learning environment, define family engagement, and develop their action plan to stay engaged in their child’s education. Course registration information is available at achieve.lausd.net/familyacademy. Families may also contact the Los Angeles Unified Family Hotline for more information: 213-443-1300.

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Cudahy City CouncilApril 18, 2023

Cudahy City Council
April 18, 2023