Agenda packet, first session — Malibu City Council, April 8, 2024 (part 2 of 3)

excess over commercial general liability, automobile liability, and employer’s liability policies.

Such policy or policies shall include wording that the excess liability policy follows the terms and conditions of the underlying policies.

Athletic Participant Medical Expense Insurance. Zuma Foundation shall obtain and maintain athletic participant medical expense insurance with a $100,000 $25,000 limit per participant. This coverage should extend to volunteers, event officials if applicable, and other attendees involved in the event who may not be participants.

Sexual Abuse/Molestation Insurance. Zuma Foundation shall procure and maintain sexual abuse and molestation liability coverage in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate. This coverage may be part of commercial general liability coverage, professional liability coverage, or a separate policy.

Participant Race Waiver. Zuma Foundation shall include waiving claims against the City of Malibu on all participant race waivers, forms, and documents.

OTHER PROVISIONS OR REQUIREMENTS
Proof of Insurance. Zuma Foundation Inc. shall provide certificates of insurance and required endorsements to City as evidence of the insurance coverage required herein. Insurance certificates and endorsements must be approved by City’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with City for the contract period and any additional length of time required thereafter. City reserves the right to require complete, certified copies of all required insurance policies, at any time.

Duration of Coverage. Zuma Foundation Inc. shall procure and maintain for the contract period, and any additional length of time required thereafter, insurance against claims for injuries to persons or damages to property, or financial loss which may arise from or in connection with the performance of the Work hereunder by Zuma Foundation Inc., their agents, representatives, employees, or sub Zuma Foundation Inc.

Primary/Noncontributing. Coverage provided by Zuma Foundation Inc. shall be primary and any insurance or self-insurance procured or maintained by City shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City before the City’s own insurance or self- insurance shall be called upon to protect it as a named insured.

City’s Rights of Enforcement. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary, and any premium paid by City will be promptly reimbursed by Zuma Foundation Inc. or City will withhold amounts sufficient to pay 27 EXHIBIT C
Zuma Foundation Inc.

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premium from Zuma Foundation Inc. payments. In the alternative, City may cancel this Agreement.

Acceptable Insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s Risk Manager.

Waiver of Subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or appointed officers, agents, officials, employees, and volunteers or shall specifically allow Zuma Foundation Inc. or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Zuma Foundation Inc. hereby waives its own right of recovery against City and shall require similar written express waivers and insurance clauses from each of its sub Zuma Foundation Inc.

Enforcement of Contract Provisions (Non Estoppel). Zuma Foundation Inc. acknowledges and agrees that any actual or alleged failure on the part of the City to inform Zuma Foundation Inc. of non-compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder.

Requirements Not Limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Zuma Foundation Inc. maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the Zuma Foundation Inc. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

Notice of Cancellation. Zuma Foundation Inc. agrees to oblige its insurance agent or broker and insurers to provide the City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.

If any of the Zuma Foundation Inc.’s insurers are unwilling to provide such notice, then Zuma Foundation Inc. shall have the responsibility of notifying the City immediately in the event of Zuma Foundation Inc.’s failure to renew any of the required insurance coverages, or insurer’s cancellation or non-renewal.

Additional Insured Status. General liability, automobile liability, and umbrella/excess liability insurance policies shall provide or be endorsed to provide that City and its officers, officials, employees, agents, and volunteers shall be additional insureds under such policies. 28 EXHIBIT C
Zuma Foundation Inc.

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Prohibition Of Undisclosed Coverage Limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.

Separation of Insureds. A severability of interests’ provision must apply for all additional insureds ensuring that Zuma Foundation Inc.’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.

Pass Through Clause. Zuma Foundation Inc. agrees to ensure that its sub Zuma Foundation Inc., subcontractors, and any other party who is brought onto or involved in the project/service by Zuma Foundation Inc. (hereinafter collectively “Subcontractor”), provide the same minimum insurance coverage and endorsements required of Zuma Foundation Inc. under this Agreement. Zuma Foundation Inc. agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section.

However, in the event Zuma Foundation Inc.’s Subcontractor cannot comply with this requirement, which proof must be submitted to the City, Zuma Foundation Inc. may still be able to utilize the Subcontractor provided Zuma Foundation Inc. shall be required to ensure that its Subcontractor provide and maintain insurance coverage and endorsements sufficient to the specific risk of exposure involved with Subcontractor’s scope of work and services, with limits less than required of the Zuma Foundation Inc., but in all other terms consistent with the Zuma Foundation Inc.’s requirements under this Agreement. This provision does not relieve the Zuma Foundation Inc. of its contractual obligations under the Agreement and/or limit its liability to the amount of insurance coverage provided by its subcontractors. This provision is intended solely to provide Zuma Foundation Inc. with the ability to utilize a Subcontractor who may be otherwise qualified to perform the work or services but may not carry the same insurance limits as required of the Zuma Foundation Inc. under this Agreement given the limited scope of work or services provided by the subcontractor. Zuma Foundation Inc. agrees that upon request, all agreements with Subcontractors, and others engaged in the project and/or services, will be submitted to City for review.

City’s Right to Revise Specifications. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Zuma Foundation Inc. ninety (90) days’ advance written notice of such change. If such a change results in substantial additional costs to the Zuma Foundation Inc., the City and Zuma Foundation Inc. may renegotiate the Zuma Foundation Inc.’s compensation.

Self-Insured Retentions. Any self-insured retentions must be declared to and approved by the City. City reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible, or require proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention through confirmation from the underwriter.

Timely Notice Of Claims. Zuma Foundation Inc. shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Zuma Foundation Inc.’s performance 29 EXHIBIT C
Zuma Foundation Inc.

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under this Agreement, and that involve or may involve coverage under any of the required liability policies.

Additional Insurance. The Zuma Foundation Inc. shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work.
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Agenda Item # 3.B.7.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Patricia Salazar, Development and Operations Manager Joyce Parker-Bozylinski, Contract Planner
Reviewed by: Richard Mollica, Planning Director
Approved by: Steve McClary, City Manager
Date prepared: March 20, 2024 Meeting date: April 8, 2024 Subject: Amendment to Professional Services Agreement with Rincon Consultants, Inc.

RECOMMENDED ACTION: Authorize the Mayor to execute Amendment No. 1 to Agreement with Rincon Consultants, Inc. (“Consultant”) to increase the compensation by $125,902 to complete the processing of the 2021-2029 Housing Element Update.

FISCAL IMPACT: Funding for this project is included in the Adopted Budget for FY 2023- 24 in Account No. 100-0000-2530-07 (Designated Housing Element) and Account No. 101-2001-5100-00 (Planning Professional Services).

WORK PLAN: This item supports the Housing Element 6th Cycle RHNA and 2021 Housing Element Update priority identified in the Adopted FY 2023-24 Strategic Priority Project.

DISCUSSION: Efforts to complete a comprehensive update of the Housing Element are underway. To date, staff has submitted a second draft of the Housing Element to the California Department of Housing and Community Development (HCD) and received comments from HCD on March 22, 2024. Staff is currently addressing those comments and will respond back to HCD.

In September 2023, the City Council entered into an Agreement with the Consultant to assist the City in preparing the Housing Element. However, since the approval of the agreement, the original scope of work has expanded to include participation in HCD technical assistance meetings, coordination with HCD, additional submittal rounds to HCD, implementation of an expedited adoption schedule, and attendance at public City Council Meeting
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Agenda Item # 3.B.7.
meetings. Exhibit B of the Amendment provides a detailed explanation of the expanded scope of work. As such, the Consultant is requesting to increase the compensation by $125,902, totaling $311,257.

Staff recommends that the Council authorize the amendment to the agreement for the update of the 6th Cycle Housing Element Update.

ATTACHMENT: Amendment No. 1 to Agreement with Rincon Consultants, Inc. 2 AMENDMENT NO. 1 TO AGREEMENT
THIS AMENDMENT NO. 1 TO AGREEMENT is made and entered in the City of Malibu on April 8, 2024, by and between the CITY OF MALIBU, hereinafter referred to as City, and Rincon Consultants, Inc. hereinafter referred to as Consultant.

The City and the Consultant agree as follows:

R E C I T A L S
A. On September 25, 2023, the City entered into an Agreement with Consultant for planning services to support the 2021-2029 Housing Element Update (6th cycle planning period) (the “Agreement”).

B. The City desires to amend the Agreement to amend the scope of work and increase the compensation, and Consultant has submitted a proposal for this purpose that is acceptable to the City.

NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:

1. All references to Exhibit A shall be amended to refer to Exhibit B.

2. Section 1.0 – Scope of the Consultant’s Services, of the Agreement, is hereby amended as set forth in Exhibit B attached hereto.

3. Section 4.0 – Compensation for Services, of the Agreement, is hereby amended to read as follows:

4.0 COMPENSATION FOR SERVICES. The City shall pay the Consultant for its professional services rendered and costs incurred pursuant to this Agreement in accordance with the Scope of Work attached as Exhibit B. The cost of services shall not exceed $311,257. No additional compensation shall be paid for any other expenses incurred, unless first approved by the City Manager, or his designee.

4. The Parties agree that this Amendment will be considered signed when the signature of a party is delivered physically or by facsimile transmission or scanned and delivered via electronic mail. Such facsimile or electronic mail copies will be treated in all respects as having the same effect as an original signature.

5. All terms and conditions of the Agreement not amended by this Amendment No. 1 remain in full force and effect.

This Agreement is executed on ______________________, at Malibu, California, and effective as of April 8, 2024.

CITY OF MALIBU:
____________________________________
STEVE UHRING, Mayor
ATTEST:
____________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
3 Amendment No. 1 to Agreement
Rincon Consultants, Inc.

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_____________________
255-2
APPROVED AS TO FORM: CONSULTANT:
_____________________________________ ____________________________________ TREVOR RUSIN, Interim City Attorney By: DEANNA HANSEN
Title: Vice President/Principal
4 Rincon Consultants, Inc.
180 North Ashwood Avenue
Ventura, California 93003
805-644-4455
w w w . r i n c o n c o n s u l t a n t s . c o m
March 19, 2024
Rincon Project No. 23-14425
Richard Mollica, AICP, Planning Director
City of Malibu
Planning Department
23825 Stuart Ranch Road
Malibu California 90265
Via email: [email protected]
Subject: Proposal for City of Malibu 6th Cycle Housing Element Update Dear Mr. Mollica:

Rincon Consultants appreciates the opportunity to submit this revised scope of work, cost estimate, and timeline to continue to support the 6th cycle Housing Element update. The requested revisions to the Agreement for Professional Services dated September 25, 2023, are primarily due to additional tasks identified by the Department of Housing and Community Development (HCD) as described below. We are requesting a scope and budget amendment to execute additional tasks and to further augment the approved budget for ongoing tasks.

Scope of Work
Rincon proposes the following revisions to our scope of work. Specifically, revisions are proposed for Task 1, Project Management; Task 2, Housing Element Update; Task 3, Adoption Hearings; Task 4, Post-Readoption HCD Review; Task 5, Veronica Tam and Associates (VTA); and a new Task 6, Study Session.

Task 1 Project Management
At our current expenditure rate, we anticipate exceeding the project management budget due to unanticipated additional coordination and meeting attendance with City staff, City attorneys, and HCD.

Additional coordination with HCD includes an assumed one-hour call with HCD following each of the two rounds of agency reviews of the revised Housing Element to review comments, a one-hour call to review working drafts of the City’s response to HCD’s comments, and technical assistance telephone calls (2.5 hours per month). We request additional funds for coordination based on project forecasts.

Task 2 Housing Element Update
Based on discussions with HCD, we anticipate additional revisions and submittals to HCD, which would also require additional public review and potential public comments that would be integrated into the Housing Element. This included revisions to address comments provided in the HCD Preliminary Review matrix provided on March 8, 2024.

Task 3 Adoption Hearings
Rincon’s authorized scope of work includes one City Council meeting. We understand that a Planning Commission adoption hearing will also be required. The revised scope reflects the addition of one Planning Commission hearing as Task 3.1.

Exhibit B
5 City of Malibu
Proposal for City of Malibu 6th Cycle Housing Element Update 2 Task 3.1 Planning Commission Meeting (new subtask)
Rincon and Veronica Tam and Associates will attend one Planning Commission meeting and respond to questions as directed by City staff. The Rincon team’s participation will be conducted virtually. This task includes 12 hours to assist City staff with the preparation of a PowerPoint presentation. We do not anticipate a second Planning Commission meeting due to the strict project timeline, outlined in Table 2 below.

Task 4 Post-Readoption HCD Review
Rincon’s authorized scope of work includes 16 hours of professional staff time to revise the Housing Element pursuant to City Council direction prior to resubmittal to HCD. Additional hours of staff time for revisions are anticipated based on discussions with HCD.

Task 5 Veronica Tam and Associates (VTA)
We request additional funds for VTA’s ongoing role as technical advisor to support the additional and augmented tasks described herein.

Task 6 Study Session (New task)
The City held a City Council study session on January 17, 2024. The Rincon team assisted City staff with the preparation of a PowerPoint presentation and review of the draft staff report. Rincon’s project manager, project assistant, and Veronica Tam attended the study session virtually. The City provided the Rincon team with the notice to proceed for this task via email on January 5, 2023 as authorization to perform this task was necessary in advance of this proposal. Rincon also prepared for and attended a City Council closed session on March 11, 2024.

Cost
As shown in Table 1 below, Rincon will complete the tasks described herein for a cost not to exceed $311,257, with a proposed increase of $125,902. The proposed cost estimate includes an additional contingency of $20,000 to minimize the need for further cost amendments.

Table 1 Cost Amendment Summary
Rincon’s proposed cost estimate is in accordance with the standard fee schedule shown in Attachment 2, using hourly rates for 2024, pursuant to the timeline below.

Task Authorized Budget Proposed Increase Total
Task 1 Project Management $27,706 $25,394 $53,100
Task 2 Housing Element Update $95,212 $49,488 $144,700
Task 3 Adoption Hearings (new Subtask 3.1) $4,999 $5,557 $10,556 Task 4 Post-Readoption HCD Review $13,504 $10,604 $24,108 Task 5 VTA $23,000 $8,120 $31,120
Task 6 City Council Study Session (new
task) N/A $6,739 $6,739
Contingency $20,934 $20,000 $40,934
Total $185,355 $125,902 $311,257
6 City of Malibu
Proposal for City of Malibu 6th Cycle Housing Element Update 3 Timeline
We will strive to execute tasks pursuant to timeline for the Housing Element has been proposed based on communication between the City and HCD; however, the volume and extent of revisions resulting from public comments and City and HCD direction may result in project delays beyond our control. Any changes to the Site Inventory or Housing Plan will likely require substantial revisions to the housing element that would necessitate revisions to our scope of work, timeline, and project budget. We will notify City staff immediately upon identification of issues that may result in project delays.

Rincon proposes to adhere to a schedule depicted in Table 2.

Table 2 Project Timeline
Date Task and Responsible Party
January 17, 2024 Task 6 City Council Study Session (completed) January 31, 2024 Task 2.9 Rincon submits draft to City following Public Review I February 6, 2024 Task 2.9 City provides comments to Rincon February 8, 2024 Task 2.9 Rincon submits draft to HCD
March 22, 2024 Task 2.10 HCD provides formal written findings to City and Rincon March 29, 2024 Task 1 Rincon, VTA, and City participate in video conference with HCD April 17, 2024 Task 2.10 Rincon submits revised draft to City for review April 24, 2024 Task 2.10 City provides comments to Rincon April 29, 2024 Task 2.10 Rincon submits revised draft for Public Review II to City and sends courtesy copy to HCD
May 20, 2024 Task 2.10 Rincon submits revised Housing Element to HCD July 5, 2024 Task 2.10 HCD provides formal written findings to City and Rincon July 12, 2024 Task 1 Rincon, VTA, and City participate in video conference with HCD July 19, 2024 Task 1 Rincon, VTA, and City participate in video conference with HCD July 25, 2024 Task 2.10 Rincon submits revised draft to City for review August 1, 2024 Task 2.10 City provides comments to Rincon August 6, 2024 Task 2.10 Rincon submits revised draft to City for Planning Commission consideration August 19, 2024 Task 3.1 Rincon and VTA attend Planning Commission public hearing September 11, 2024 Task 2.10 Rincon submits revised draft to City for City Council adoption September 23, 2024 Task 3 Rincon and VTA attend City Council public hearing October 4, 2024 Task 4 Rincon submits readopted Housing Element and copies of adopted ordinance amendments to HCD
7 City of Malibu
Proposal for City of Malibu 6th Cycle Housing Element Update 4 Rincon reserves the right to review and negotiate the terms of any future contractual agreement between the City and HCD prior to execution and to revise our scope of work accordingly.

We appreciate the opportunity to assist with this project. Please let us know if you have any questions about this proposal or need additional information.

Sincerely,
Rincon Consultants, Inc.

Lilly Rudolph, MPA, AICP | Director
[email protected]
Contact for Clarification
Brenna Weatherby | Principal
[email protected]
Authorized to contractually obligate and
negotiate on behalf of Rincon Consultants, Inc.

Attachments
Attachment 1 Cost Estimate
Attachment 2 Fee Schedule
8 Attachment 1
Cost Estimate
9 City of Malibu
Proposal for City of Malibu 6th Cycle Housing Element Update 1-1
Professional Fees Rate Hours Labor Budget Direct Expenses Total Budget Amendment 1 384.00 97,782.00 8,120.00 105,902.00
Task 1: Project Management 92.00 25,394.00 0.00 25,394.00 Senior Principal 319.00 4.00 1,276.00
Principal 307.00 46.00 14,122.00
Senior Planner I 238.00 42.00 9,996.00
Task 2: Housing Element
Update
204.00 49,488.00 0.00 49,488.00
Senior Principal 319.00 4.00 1,276.00
Principal 307.00 48.00 14,736.00
Senior Planner I 238.00 52.00 12,376.00
Planner IV 211.00 100.00 21,100.00
Task 3: Adoption Hearings 22.00 5,557.00 0.00 5,557.00
Task 3.1: Planning
Commission Meeting

22.00 5,557.00 0.00 5,557.00
Director 307.00 7.00 2,149.00
Senior Planner I 238.00 9.00 2,142.00
Planner IV 211.00 6.00 1,266.00
Task 4: Post-Readoption
HCD Review

41.00 10,604.00 0.00 10,604.00
Senior Principal 319.00 1.00 319.00
Director 307.00 15.00 4,605.00
Senior Planner I 238.00 15.00 3,570.00
Planner IV 211.00 10.00 2,110.00
Task 5: VTA 0.00 0.00 8,120.00 8,120.00
Consultant (General) 8,120.00
Task 6: City Council Study
Session

25.00 6,739.00 0.00 6,739.00

6.1: Presentation 10.00 2,794.00 0.00 2,794.00
Principal 307.00 6.00 1,842.00
Senior Planner I 238.00 4.00 952.00
Planner IV 211.00 0.00 0.00
Production Specialist I 120.00 0.00 0.00

6.2: Staff Report 6.00 1,389.00 0.00 1,389.00
10 City of Malibu
Proposal for City of Malibu 6th Cycle Housing Element Update 2 Principal 307.00 1.00 307.00
Senior Supervisor Planner II 292.00 0.00 0.00
Senior Planner I 238.00 1.00 238.00
Planner IV 211.00 4.00 844.00

6.3: Attendance 9.00 2,556.00 0.00 2,556.00
Principal 307.00 6.00 1,842.00
Senior Planner I 238.00 3.00 714.00
Professional Fees total 384.00 97,782.00 8,120.00 105,902.00 Summary Amount
Professional Fees $105,902.00
Consultant $8,120.00
Contingency $40,934.00
Amendment Total $125,902.00
11 Attachment 2
Fee Schedule
12 Rincon Consultants, Inc.

Effective January 1, 2024
Standard Fee Schedule for Environmental Sciences and Planning Services Professional, Technical and Support Personnel* January 1, 2024 – December 31, 2024 Senior Principal $319
Principal $307
Director $307
Senior Supervisor II $292
Supervisor I $272
Senior Professional II $255
Senior Professional I $238
Professional IV $211
Professional III $196
Professional II $174
Professional I $155
Associate III $130
Associate II $117
Associate I $109
Field Technician $94
Data Solutions Architect $196
Senior GIS Specialist $187
GIS/CADD Specialist II $167
GIS/CADD Specialist I $150
Technical Editor $147
Project Accountant $125
Billing Specialist $107
Publishing Specialist $120
Clerical $107
* Professional classifications include environmental scientists, urban planners, biologists, geologists, marine scientists, GHG verifiers, sustainability experts, cultural resources experts, and other professionals. Expert witness services consisting of depositions or in-court testimony are charged at the hourly rate of $400.

Reimbursable Expenses
Direct Cost Rates
Photocopies – B/W $0.25 (single-sided), $0.45 (double-sided) Photocopies – Color $1.55 (single-sided), $3.10 (double-sided) Photocopies – 11” by 17” $0.55 (B/W), $3.40 (color)
Oversized Maps $8.50/square foot
Digital Production $15/CD, $20/flash drive
Light-Duty and Passenger Vehicles* $90/day
4WD and Off-Road Vehicles* $150/day
* Current IRS mileage rate for mileage over 50 and for all miles incurred in employee-owned vehicles.

Direct Costs. Other direct costs associated with the execution of a project, that are not included in the hourly rates above, are billed at cost plus 16%. These may include, but are not limited to, laboratory and drilling services, subcontractor services, authorized travel expenses, permit charges and filing fees, mailings and postage, performance bonds, sample handling and shipment, rental equipment, and vehicles other than covered by the above charges.

Annual Escalation. Standard rates subject to 3.5% annual escalation, on January 1.

Payment Terms. All fees will be billed to Client monthly and shall be due and payable upon receipt or as indicated in the contract provisions for the assignment. Invoices are delinquent if not paid within 10 days from receipt or per the contractually required payment terms.
13 Rincon Consultants, Inc.

Effective January 1, 2024
Equipment Rate
Environmental Site Assessment
Soil Vapor Extraction Monitoring Equipment $160
Four Gas Monitor $137
Flame Ionization Detector $110
Photo Ionization Detector $82
Hand Auger Sampler $62
Water Level Indicator, DC Purge Pump $46
CAPDash $7,500
Natural Resources Field Equipment
UAS Drone $300
Spotting or Fiberoptic Scope $170
Pettersson Bat Ultrasound Detector/Recording Equipment $170 Sound Level Metering Field Package (Anemometer, Tripod and Digital Camera) $113 GPS (Submeter Accuracy) $67
Infrared Sensor Digital Camera or Computer Field Equipment $57 Scent Station $23
Laser Rangefinder/Altitude $11
Pitfall Traps, Spotlights, Anemometer, GPS Units, Sterilized Sample Jar $9 Mammal Trap, Large/Small $1.55/$0.55
Water and Marine Resources Equipment
Boat (20-foot Boston Whaler or Similar) $800
Multiparameter Sonde (Temperature, Conductivity, Turbidity, DO, pH) with GPS $170 Water Quality Equipment (DO, pH, Turbidity, Refractometer, Temperature) $62 Refractometer (Salinity) or Turbidity Meter $38
Large Block Nets $114
Minnow Trap $98
Net, Hand/Large Seine $57
Field Equipment Packages
Standard Field Package (Digital Camera, GPS, Thermometer, Binoculars, Tablet, Safety Equipment, and Botanic Collecting Equipment)
$114
Remote Field Package (Digital Camera, GPS, Thermometer, Binoculars, Tablet and Mifi, Delorme Satellite Beacon, 24‐Hour Safety Phone)
$144
Amphibian/Vernal Pool Field Package (Digital Camera, GPS, Thermometer, Decon Chlorine, Waders, Float Tube, Hand Net, Field Microscope)
$170
Fisheries Equipment Package (Waders, Wetsuits, Dip Nets, Seine Nets, Bubblers, Buckets) $57 Underwater and Marine Sampling Gear (Photo/Video Camera, Scuba Equipment [Tanks, BCD, Regulators, Wetsuits, etc.])
$57/diver
Marine Field Package (Personal Flotation Devices, 100-foot Reel Tapes with Stainless Carabiners, Pelican Floats, Underwater Slates, Thermometer, Refractometer, Anemometer, Various Field Guides)
$100
Insurance, Hazard, and Fees
Historic Research Fees $55
L&H Dive Insurance $57/diver
Level C Health and Safety $70/person
14

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Agenda Item # 3.B.8.

Council Agenda Report
To: Mayor Uhring and Honorable Members of the City Council Prepared by: Joyce Parker-Bozylinski, Contract Planner
Reviewed by: Richard Mollica, Planning Director
Approved by: Steve McClary, City Manager
Date prepared: March 20, 2024 Meeting Date: April 8, 2024 Subject: Annual Progress Report Regarding the Implementation of the City’s Housing Element
RECOMMENDED ACTION: Approve the 2023 Annual Housing Element Progress Report (Attachment 1).

FISCAL IMPACT: There is no fiscal impact associated with the recommended action.

STRATEGIC PRIORITY: This item is part of the day-to-day operations identified in the Adopted FY 2023-24 Strategic Priority Project List.

DISCUSSION: California Government Code Section 65400(b) mandates that each city and county planning agency prepare an annual report to the California Department of Housing and Community Development (HCD) and Office of Planning and Research (OPR) regarding the implementation of the Housing Element and how the City is meeting their regional housing needs for the city. The deadline for the submittal of the report is April 1 of each year for the prior calendar year. The reports must also be reviewed by the local governing body, which can be done before or after submitting them to the State. Staff submitted the annual report to HCD and OPR on March 27, 2024. An updated version of the report can be re-submitted to the State at any time if any revisions are directed by the City Council. If the annual report is approved by the City Council, staff will provide notification to HCD and OPR of the Council’s approval of the report.

The Housing Element APR describes the City’s progress toward implementation of the Housing Element programs within the reporting period of 2023. Progress toward achieving the mandated Regional Housing Needs Assessment (RHNA) allocation is a key City Council Meeting
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Agenda Item # 3.B.8.
component of the annual Housing Element APR. The RHNA establishes exactly how many new homes–and at what affordability levels–a jurisdiction is required to plan for within an eight-year planning cycle to address regional and State housing needs. Through the RHNA allocation, each jurisdiction is assigned its “fair share” of housing production at specified affordability levels. Malibu has been allocated 79 units total1, and is able to accommodate that allocation without zone changes or code amendments.

The attached annual report documents how much net new housing development, and at which affordability levels, has occurred during the reporting year. The housing units are tracked by calculating the number of development applications submitted, project entitlements approved, building permits issued, and building permits that received final Certificate of Occupancy approval. The annual report also includes status updates on the City’s progress in meeting the objectives for each of the numerous programs noted in the Housing Element.

Reporting Requirements
Staff has drafted the 2023 Annual Housing Element Report, which is provided as Attachment 1. A Microsoft Office Excel version of the report is available at MalibuCity.org/housingelement as well. The report includes summaries of the following2:
• All applications for housing units deemed complete in 2023 (Table A), • The numbers of new housing units with planning approvals, with building permits, and with Certificates of Occupancy issued in 2023 (Table A2), • Progress toward the City’s assigned RHNA for the Sixth Cycle (Table B), • Progress in implementing the programs contained in Section 7.5 of the Housing Element (Table D).

ATTACHMENTS: 2023 Annual Housing Element Progress Report 1 Of the 79 units assigned to Malibu by SCAG, 28 must qualify as Very-Low Income, 19 as Low Income, 17 as Moderate Income, and 15 as Above-Moderate Income. 2
Tables C, E, F, F2, G, H, I, J and LEAP reporting were not applicable to the City for 2023. 2 Jurisidiction Name
Reporting Calendar Year
First Name
Last Name
Title Click here to download APR Instructions
Email
Phone
Street Address
City
Zipcode
v_2_15_24
Please Start Here
General Information
2023
Malibu
Contact Information
Optional: Click here to import last year's data. This is best used when the workbook is new and empty. You will be prompted to pick an old workbook to import from. Project and program data will be copied exactly how it was entered in last year's form and must be updated. If a project is no longer has any reportable activity, you may delete the project by selecting a cell in the row and typing ctrl + d.

Click here to add rows to a table. If you add too many rows, you may select a cell in the row you wish to remove and type ctrl + d.
23825 Stuart Ranch Road
Malibu
90265
Patrica
Salazar
Development and Operations Manager
[email protected]
3104562489
Mailing Address
Annual Progress Report
3 January 2020
Jurisdiction Malibu
Reporting Year 2023
Housing Element Planning Period 6th Cycle
Current Year
Deed Restricted 0
Non-Deed
Restricted 0
Deed Restricted 0
Non-Deed
Restricted 0
Deed Restricted 0
Non-Deed
Restricted 0
40 40
Units by Structure Type Entitled Permitted Completed
Single-family Attached 0 0 0
Single-family Detached 31 34 44
2 to 4 units per structure 0 1 1
5+ units per structure 0 0 0
Accessory Dwelling Unit 2 3 3
Mobile/Manufactured Home 0 0 0
Total 33 38 48
Infill Housing Developments and Infill Units Permitted # of Projects Units 0 0
40 38
48 42
7 0
0 0
Total Housing Applications Submitted:

Number of Proposed Units in All Applications Received:

Total Housing Units Approved:

Total Housing Units Disapproved:

Total Units
Housing Applications Summary
Use of SB 35 Streamlining Provisions - Applications
Note: Units serving extremely low-income households are included in the very low-income permitted units totals Number of SB 35 Streamlining Applications
Above Moderate
Indicated as Infill
Not Indicated as Infill
Building Permits Issued by Affordability Summary
Income Level
(Jan. 1 - Dec. 31)
10/15/2021 - 10/15/2029
Number of SB 35 Streamlining Applications Approved
Very Low
Low
Moderate
4 Income Rental Ownership Total
Very Low 0 0 0
Low 0 0 0
Moderate 0 0 0
Above Moderate 0 0 0
Total 0 0 0
Streamlining Provisions Used - Permitted Units # of Projects Units SB 9 (2021) - Duplex in SF Zone 0 0
SB 9 (2021) - Residential Lot Split 0 0
AB 2011 (2022) 0 0
SB 6 (2022) 0 0
SB 35 (2017) 0 0
Ministerial and Discretionary Applications Applications Units Ministerial 0
Discretionary 26
Density Bonus Applications and Units Permitted
Number of Applications Submitted Requesting a Density Bonus 0 Number of Units in Applications Submitted Requesting a Density Bonus 0 Number of Projects Permitted with a Density Bonus 0
Number of Units in Projects Permitted with a Density Bonus 0 Housing Element Programs Implemented and Sites Rezoned Count 12 0
Programs Implemented
Sites Rezoned to Accommodate the RHNA
Units Constructed - SB 35 Streamlining Permits
0 26
5 Jurisdiction Malibu ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 10/15/2021 - 10/15/2029
Date
Application
Submitted
Total
Approved
Units by
Project
Total
Disapproved
Units by
Project
Streamlining
2 3 4 6 7 8 9
Prior APN+ Current APN Street Address Project Name+ Local Jurisdiction Tracking ID
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Date
Application
Submitted
(see
instructions)
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low-Income
Deed
Restricted
Low-Income
Non Deed
Restricted
ModerateIncome
Deed
Restricted
ModerateIncome
Non Deed
Restricted
Above
ModerateIncome
Total PROPOSED
Units by Project
Total

APPROVED
Units by project
Total

DISAPPROVED
Units by Project
Please select
streamlining
provision/s the
application was
submitted pursuant
to.

Did the housing
development
application seek
incentives or
concessions
pursuant to
Government Code
section 65915?
Summary Row: Start Data Entry Below 0 0 0 0 0 0 48 42 7 0 4451015039 3851 RAMBLA ORIENTA ST ACDP 19-031 SFD O 4/27/2023 1 1 NONE No 4468005027 29271 GREENWATER RD ACDPWF 22-005 ADU O 4/20/2023 1 1 NONE No 4468005027 29271 GREENWATER RD ACDPWF 22-005 SFD O 4/20/2023 1 1 NONE No 4468007003 6771 WANDERMERE RD APRWF 20-028 SFD O 6/15/2023 1 1 NONE No 4469013007 29924 HARVESTER RD APRWF 20-043 SFD O 6/15/2023 1 1 1 NONE No 4470011033 31205 BAILARD RD APRWF 21-030 SFD O 5/3/2023 1 1 NONE No 4466019028 28843 SELFRIDGE DR APRWF 22-009 SFD O 9/12/2023 1 1 1 NONE No 4459012008 25157 MALIBU RD CDP 13-036 ADU R 3/20/2023 1 NONE No 4459012008 25157 MALIBU RD CDP 13-036 SFD O 3/20/2023 1 1 1 NONE No 4466011013 28944 GRAYFOX ST CDP 19-067 ADU O 7/6/2023 1 NONE No 4466011013 28944 GRAYFOX ST CDP 19-067 SFD O 7/6/2023 1 1 1 NONE No 4468009020 29198 LARKSPUR LN CDP 21-014 SFD O 8/3/2023 1 1 1 NONE No 4466002009 6626 ZUMIREZ DR CDP 21-033 SFD O 1/11/2023 1 1 1 NONE No 4466011011 28922 GRAYFOX ST CDP 21-053 SFD O 12/15/2023 1 1 NONE No 4470009059 31535 1/2 PACIFIC COAST HWY CDP 22-032 SFD O 11/3/2023 1 NONE No 4470009059 31535 1/2 PACIFIC COAST HWY CDP 22-032 ADU R 11/3/2023 1 1 NONE No 4459011009 3915 PUERCO CANYON RD CDP 22-041 SFD O 7/20/2023 1 NONE No 4459011009 3915 PUERCO CANYON RD CDP 22-041 ADU R 7/20/2023 1 1 1 NONE No 4466010019 7058 FERNHILL DR CDP 22-057 ADU R 11/15/2023 1 1 NONE 4469009010 30053 HARVESTER RD CDP 23-019 SFD O 11/20/2023 1 NONE No 4469009010 30053 HARVESTER RD CDP 23-019 ADU R 11/20/2023 1 1 NONE No 4466002008 6642 ZUMIREZ DR CDPWF 21-005 SFD O 2/14/2023 1 1 NONE No 4468004033 29280 GREENWATER RD CDPWF 21-006 ADU R 9/13/2023 1 1 NONE No 4467029021 6244 BUSCH DR CDPWF 22-004 SFD O 8/2/2023 1 1 NONE No 4469006007 5402 HORIZON DR PVWF 19-063 SFD O 7/11/2023 1 1 NONE No 4467021021 6305 GAYTON PL PVWF 19-080 SFD O 3/21/2023 1 1 NONE No 4469038038 6146 TAPIA DR PVWF 19-204 SFD O 2/1/2023 1 1 NONE No 4469020022 6114 MERRITT DR PVWF 19-246 SFD O 7/10/2023 1 1 NONE No 4467025016 5600 CALPINE DR PVWF 19-247 SFD O 1/14/2023 1 1 NONE No 4469012008 5911 BUSCH DR PVWF 19-252 SFD O 4/27/2023 1 1 NONE No 4469042017 6210 OCEAN BREEZE DR PVWF 20-025 SFD O 8/23/2023 1 NONE No 4469042017 6210 OCEAN BREEZE DR PVWF 20-025 ADU R 8/23/2023 1 1 NONE No 4467009018 5967 RAMIREZ CANYON RD PVWF 20-031 SFD O 1/19/2023 1 1 NONE No 4468006010 7000 BIRDVIEW AVE PVWF 20-047 SFD O 2/10/2023 1 1 NONE No 4467033013 28315 VIA ACERO ST PVWF 20-092 SFD O 6/28/2023 1 1 NONE No 4467022013 6132 BONSALL DR PVWF 20-107 SFD O 4/27/2023 1 1 NONE No 4467003033 5825 MURPHY WAY PVWF 20-114 SFD O 8/14/2023 1 1 NONE No 4470024024 31708 BROAD BEACH RD PVWF 21-024 SFD O 2/21/2023 1 1 NONE No 4467034007 28904 WIGHT RD PVWF 21-039 SFD O 11/28/2023 1 1 NONE No 4469007009 5520 HORIZON DR PVWF 21-044 SFD O 7/18/2023 1 1 NONE No 4469008009 29675 CUTHBERT RD PVWF 21-056 SFD O 8/29/2023 1 1 NONE No Table A
Cells in grey contain auto-calculation formulas
1 5
Project Identifier Unit Types Proposed Units - Affordability by Household Incomes Density Bonus Law Applications
10 Housing Development Applications Submitted
6 Jurisdiction Malibu ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 6th Cycle 10/15/2021 - 10/15/2029
Table A2
Streamlining Infill
Housing without Financial
Assistance or Deed
Restrictions
Term of Affordability
or Deed Restriction Notes
2 3 5 6 8 9 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Prior APN+ Current APN Street Address Project Name+ Local Jurisdiction Tracking ID
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Entitlement
Date Approved # of Units issued
Entitlements
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Building Permits
Date Issued
# of Units Issued
Building Permits
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Certificates of
Occupancy or other
forms of readiness
(see instructions)
Date Issued
# of Units
issued
Certificates of
Occupancy or
other forms of
readiness
How many of
the units were
Extremely Low
Income?
Please select the
streamlining
provision the
project was

APPROVED
pursuant to. (may
select multiple)
Infill Units?
Y/N+
Assistance Programs
for Each Development
(may select multiple -
see instructions)
Deed Restriction
Type
(may select multiple -
see instructions)
For units affordable without
financial assistance or deed
restrictions, explain how the
locality determined the units
were affordable
(see instructions)
Term of Affordability or
Deed Restriction (years)
(if affordable in perpetuity
enter 1000)+
Number of
Demolished/Destroyed
Units
Demolished or
Destroyed Units
Demolished/De
stroyed Units
Owner or
Renter
Total Density Bonus Applied
to the Project (Percentage
Increase in Total Allowable
Units or Total Maximum
Allowable Residential Gross
Floor Area)
Number of Other
Incentives,
Concessions, Waivers,
or Other Modifications
Given to the Project
(Excluding Parking
Waivers or Parking
Reductions)
List the incentives,
concessions,
waivers, and
modifications
(Excluding Parking
Waivers or Parking
Modifications)
Did the project receive a
reduction or waiver of
parking standards? (Y/N)
Notes+
Summary Row: Start Data Entry Below 0 0 0 0 0 0 37 33 0 0 0 0 0 0 40 38 0 0 0 0 0 0 48 48 0 102 4468003005 29215 CLIFFSIDE DR CDP 16-062 SFD O 1 11/09/23 1 0 0 0 NONE N Demolished O 4468003005 29215 CLIFFSIDE DR CDP 16-062 ADU R 1 11/09/23 NONE N 4458011010 24266 MALIBU RD CDP 16-066 SFD O 1 10/04/23 1 0 0 NONE N 4469005019 5180 HORIZON DR CDP 17-040 SFD O 1 08/02/23 1 0 0 NONE N 1 Demolished O 4466017002 29043 GRAYFOX ST CDP 17-043 SFD O 1 02/08/23 1 0 0 NONE N 4468008001 29200 LARKSPUR LN CDP 18-004 SFD O 1 08/18/23 1 0 0 NONE N 4469047001 6361 SEA STAR DR CDP 18-013 ADU R 1 03/20/23 NONE N 1 Demolished O 4469047001 6361 SEA STAR DR CDP 18-013 SFD O 1 03/20/23 1 0 0 NONE N 1 Destroyed O 4466011013 28944 GRAYFOX ST CDP 19-067 ADU R 1 10/10/23 1 0 0 NONE N 1 Destroyed O 4466011013 28944 GRAYFOX ST CDP 19-067 SFD O 1 10/10/23 1 0 0 NONE N 1 Destroyed O 4469007018 30087 CUTHBERT RD PVWF 19-256 SFD O 1 09/18/23 1 0 0 NONE N 1 Destroyed O 4468008004 6636 WANDERMERE RD PVWF 19-278 SFD O 1 10/23/23 1 0 0 NONE N 1 Destroyed O 4468016002 7037 BIRDVIEW AVE PVWF 20-036 SFD O 1 04/27/23 1 0 0 NONE N 1 Destroyed O 4469008008 29685 CUTHBERT RD PVWF 20-041 SFD O 1 04/03/23 NONE N 1 Destroyed O 4473008031 4346 AVENIDA DE LA ENCINAL APRWF 20-018 SFD O 1 06/20/23 1 0 0 NONE N 1 Destroyed O 4467025006 5684 CALPINE DR PVWF 20-051 SFD O 1 01/17/23 1 0 0 NONE N 1 Destroyed O 4469004009 30060 ANDROMEDA LN APRWF 20-025 SFD O 1 04/19/23 1 0 0 NONE N 1 Destroyed O 4466019032 28863 SELFRIDGE DR PVWF 20-067 SFD O 1 05/12/23 1 0 0 NONE N 1 Destroyed O 4469041006 29866 CUTHBERT RD PVWF 20-075 SFD O 1 01/11/23 1 0 0 NONE N 1 Destroyed O 4467030010 5789 CALPINE DR PVWF 20-079 SFD O 1 08/15/23 1 0 0 NONE N 1 Destroyed O 4473002020 33905 PACIFIC COAST HWY PVWF 20-084 SFD O 1 02/13/23 1 0 0 NONE N 1 Destroyed O 4467010015 6101 RAMIREZ CANYON RD PVWF 20-091 SFD O 1 01/17/23 1 0 0 NONE N 1 Destroyed O 4470003026 5941 TRANCAS CANYON RD PVWF 20-113 SFD O 1 12/12/23 NONE N 1 Destroyed O 4470003026 5941 TRANCAS CANYON RD PVWF 20-113 ADU R 1 12/12/23 1 0 0 NONE N 1 Destroyed O 4467003033 5825 MURPHY WAY PVWF 20-114 SFD O 1 06/07/23 1 0 0 NONE N 1 Destroyed O 4467018033 28918 VERDE MESA LN PVWF 20-116 SFD O 1 08/22/23 1 0 0 NONE N 1 Destroyed O 4466021013 6611 PORTSHEAD RD PVWF 21-005 SFD O 1 11/06/23 1 0 0 NONE N 1 Destroyed O 4467034008 28900 WIGHT RD PVWF 21-007 SFD O 1 06/06/23 1 0 0 NONE N 1 Destroyed O 4469020044 6022 MERRITT DR PVWF 21-008 SFD O 1 06/05/23 1 0 0 NONE N 1 Destroyed O 4470006027 31508 ANACAPA VIEW DR PVWF 21-015 SFD O 1 08/09/23 1 0 0 NONE N 1 Destroyed O 4466020023 6666 DUME DR APRWF 21-015 SFD O 1 05/24/23 1 0 0 NONE N 1 Destroyed O 4468008006 6660 WANDERMERE RD PVWF 21-022 SFD O 1 11/08/23 1 0 0 NONE N 1 Destroyed O 4469004010 30044 ANDROMEDA LN APRWF 21-031 SFD O 1 05/18/23 1 0 0 NONE N 1 Destroyed O 4467034007 28904 WIGHT RD PVWF 21-039 SFD O 1 08/07/23 1 0 0 NONE N 1 Destroyed O 4469003004 30601 MORNING VIEW DR PVWF 21-052 SFD O 1 08/28/23 1 0 0 NONE N 1 Destroyed O 4469005009 5260 HORIZON DR PVWF 22-001 SFD O 1 07/27/23 1 0 0 NONE N 1 Destroyed O 4466019028 28843 SELFRIDGE DR APRWF 22-009 SFD O 1 12/01/23 1 0 0 NONE N 1 Destroyed O 4470006027 31508 ANACAPA VIEW DR PVWF 21-015 SFD O 0 1 10/30/2023 1 0 NONE N 1 Destroyed O 4469004009 30060 ANDROMEDA LN APRWF 20-025 SFD O 0 1 11/9/2023 1 0 NONE N 1 Destroyed O 4473008031 4346 AVENIDA DE LA ENCINAL APRWF 20-018 SFD O 0 1 9/28/2023 1 0 NONE N 1 Destroyed O 4468016002 7037 BIRDVIEW PVWF 20-036 SFD O 0 1 5/2/2023 1 0 NONE N 1 Destroyed O 4460001018 27420 CALICUT RD ACDP 14-039 SFD O 0 1 5/24/2023 1 0 NONE N 4467030010 5789 CALPINE DR PVWF 20-079 SFD O 0 1 9/6/2023 1 0 NONE N 1 Destroyed O 4467026015 5685 CALPINE DR APRWF 21-025 SFD O 0 1 8/3/2023 1 0 NONE N 1 Destroyed O 4468001005 29140 CLIFFSIDE DR CDP 15-069 SFD O 0 1 11/17/2023 1 0 NONE N 4458023003 3469 CROSS CREEK RD CDP 13-054 SFD O 0 1 2/1/2023 1 0 NONE N 1 4469007018 30087 CUTHBERT RD PVWF 19-256 SFD O 0 1 9/21/2023 1 0 NONE N 1 Destroyed O 4469008019 29805 CUTHBERT RD APRWF 20-067 SFD O 0 1 5/4/2023 1 0 NONE N 1 Destroyed O 4469041006 29866 CUTHBERT RD PVWF 20-075 SFD O 0 1 2/6/2023 1 0 NONE N 1 Destroyed O 4467004039 6050 MURPHY WAY CDP 11-046 SFD O 1 5/25/2023 NONE N 4467003033 5825 MURPHY WAY PVWF 20-114 SFD O 0 1 6/13/2023 1 0 NONE N 1 Destroyed O 4469014018 5806 DEERHEAD RD APRWF 21-013 SFD O 0 1 2/17/2023 1 0 NONE N 1 Destroyed O 4466020023 6666 DUME DR APRWF 21-015 SFD O 0 1 12/13/2023 1 0 NONE N 1 Destroyed O 4469044010 30099 HARVESTER RD APRWF 21-049 SFD O 0 1 5/30/2023 1 0 NONE N 1 Destroyed O 4469005001 5269 HORIZON DR PVWF 21-019 SFD O 1 2/23/2023 NONE N 1 Destroyed O 4469005009 5260 HORIZON DR PVWF 22-001 SFD O 0 1 8/1/2023 1 0 NONE N 1 Destroyed O 4467033026 5716 KANAN DUME RD CDP 15-009 SFD O 0 1 8/1/2023 1 0 NONE N 4469039048 30612 LA SONORA DR APRWF 21-059 SFD O 0 1 2/23/2023 1 0 NONE N 1 Destroyed O 4469020044 6022 MERRITT DR PVWF 21-008 SFD O 0 1 6/8/2023 1 0 NONE N 1 Destroyed O 4469020035 6070 MERRITT DR APRWF 22-002 SFD O 0 1 9/1/2023 1 0 NONE N 1 Destroyed O 4469003004 30601 MORNING VIEW DR PVWF 21-052 SFD O 0 1 10/2/2023 1 0 NONE N 1 Destroyed O 4470009029 31479 PACIFIC COAST HWY CDPA 18-004 SFD O 0 1 10/12/2023 1 0 NONE N 4473016015 32826 PACIFIC COAST HWY PVWF 20-103 SFD O 0 1 10/26/2023 1 0 NONE N 1 Destroyed O 4473002020 33905 PACIFIC COAST HWY PVWF 20-084 SFD O 0 1 3/7/2023 1 0 NONE N 1 Destroyed O 4466021013 6611 PORTSHEAD RD APRWF 21-061 SFD O 0 1 11/6/2023 1 0 NONE N 1 Destroyed O 4467010015 6101 RAMIREZ CANYON RD PVWF 20-091 SFD O 0 1 5/24/2023 1 0 NONE N 1 Destroyed O 4470022051 31571 SEA LEVEL DR CDP 13-041 SFD O 0 1 3/31/2023 1 0 NONE N 4466019028 28843 SELFRIDGE DR APRWF 22-009 SFD O 0 1 12/13/2023 1 0 NONE N 1 Destroyed O 4466019032 28863 SELFRIDGE DR PVWF 20-067 SFD O 0 1 5/15/2023 1 0 NONE N 1 Destroyed O 4468008004 6636 WANDERMERE RD PVWF 19-278 SFD O 0 1 11/7/2023 1 0 NONE N 1 Destroyed O 4467034007 28904 WIGHT RD PVWF 21-039 SFD O 0 1 8/17/2023 1 0 NONE N 1 Destroyed O 4467034008 28900 WIGHT RD PVWF 21-007 SFD O 0 1 9/6/2023 1 0 NONE N 1 Destroyed O 4467005004 27933 WINDING WAY APRWF 19-058 SFD O 0 1 5/17/2023 1 0 NONE N 1 Destroyed O 4468003005 29215 CLIFFSIDE DR CDP 16-062 ADU R 0 1 11/9/2023 1 0 NONE N 4467033026 5716 KANAN DUME RD CDP 15-009 ADU R 0 1 8/1/2023 1 0 NONE N 4470003026 5941 TRANCAS CANYON RD PVWF 20-113 ADU R 0 1 12/14/2023 1 0 NONE N 1 Destroyed O 4468015004 7003 BIRDVIEW AVE PVWF 20-117 2 to 4 R 0 1 7/21/2023 1 0 NONE N 1 Destroyed O 4459012008 25157 MALIBU RD CDP 13-036 SFD O 0 0 1 4/18/2023 1 NONE N 4469012017 29600 HARVESTER RD CDP 05-186 SFD O 0 0 1 3/27/2023 1 NONE N 4473010029 32928 CALLE DE LA BURRITA PVWF 19-057 SFD O 0 0 1 8/15/2023 1 NONE N 1 Destroyed O 4468012003 6749 WANDERMERE RD PVWF 19-157 SFD O 0 0 1 1/4/2023 1 NONE N 1 Destroyed O 4469016027 6100 VIA CABRILLO ST PVWF 19-095 SFD O 0 0 1 11/30/2023 1 NONE N 1 Destroyed O 4467017007 6242 CAVALLERI RD PVWF 19-111 SFD O 0 0 1 3/21/2023 1 NONE N 1 Destroyed O 4468007010 6969 DUME DR PVWF 19-110 SFD O 0 0 1 1/26/2023 1 NONE N 1 Destroyed O 4469012019 5900 CLOVER HEIGHTS AVE PVWF 19-162 SFD O 0 0 1 1/17/2023 1 NONE N 1 Destroyed O 4469005011 5250 HORIZON DR PVWF 19-258 SFD O 0 0 1 9/12/2023 1 NONE N 1 Destroyed O 4469010003 29943 HARVESTER RD APRWF 19-047 SFD O 0 0 1 6/9/2023 1 NONE N 1 Destroyed O 4467033031 5601 KANAN DUME RD APRWF 19-032 SFD O 0 0 1 1/6/2023 1 NONE N 1 Destroyed O 4469014014 5849 FILAREE HT PVWF 19-077 SFD O 0 0 1 8/9/2023 1 NONE N 1 Destroyed O 4469001044 5820 TRANCAS CANYON RD APRWF 19-006 SFD O 0 0 1 8/14/2023 1 NONE N 1 Destroyed O 4466004002 6634 WILDLIFE RD PVWF 19-122 SFD O 0 0 1 5/5/2023 1 NONE N 1 Destroyed O 4469007011 5466 HORIZON DR APRWF 19-052 SFD O 0 0 1 11/14/2023 1 NONE N 1 Destroyed O 4469012008 5911 BUSCH DR PVWF 19-252 SFD O 0 0 1 5/3/2023 1 NONE N 1 Destroyed O 4469007016 29901 CUTHBERT RD APRWF 19-075 SFD O 0 0 1 3/13/2023 1 NONE N 1 Destroyed O 4468009012 6603 DUME DR APRWF 20-003 SFD O 0 0 1 2/28/2023 1 NONE N 1 Destroyed O 4467027008 5770 BUSCH DR PVWF 19-245 SFD O 0 0 1 1/5/2023 1 NONE N 1 Destroyed O 4469044003 30130 CUTHBERT RD CDPWF 19-004 SFD O 0 0 1 9/19/2023 1 NONE N 1 Destroyed O 4467028025 5932 BUSCH DR PVWF 19-230 SFD O 0 0 1 12/19/2023 1 NONE N 1 Destroyed O 4459002021 4756 LATIGO CANYON RD PVWF 20-009 SFD O 0 0 1 11/6/2023 1 NONE N 1 Destroyed O 4467014044 28818 TEAL TER PVWF 19-072 SFD O 0 0 1 10/26/2023 1 NONE N 1 Destroyed O 4466019027 28851 SELFRIDGE DR PVWF 20-044 SFD O 0 0 1 6/20/2023 1 NONE N 1 Destroyed O 4468012009 6659 WANDERMERE RD APRWF 20-013 SFD O 0 0 1 3/15/2023 1 NONE N 1 Destroyed O 4473027004 34035 PACIFIC COAST HWY APRWF 20-008 2 to 4 R 0 0 1 8/2/2023 1 NONE N 1 Destroyed O 4473003025 33161 PACIFIC COAST HWY PVWF 19-257 SFD O 0 0 1 7/10/2023 1 NONE N 1 Destroyed O 4460003011 27318 WINDING WAY CDP 08-046 SFD O 0 0 1 11/8/2023 1 NONE N 4467026009 5660 BUSCH DR PVWF 19-140 SFD O 0 0 1 10/30/2023 1 NONE N 1 Destroyed O 4467023025 5916 BONSALL DR PVWF 19-279 SFD O 0 0 1 4/20/2023 1 NONE N 1 Destroyed O 4467003048 5811 MURPHY WAY PVWF 20-026 SFD O 0 0 1 2/3/2023 1 NONE N 1 Destroyed O 4469012007 5927 BUSCH DR PVWF 19-284 SFD O 0 0 1 9/21/2023 1 NONE N 1 Destroyed O 4473021004 33728 PACIFIC COAST HWY CDP 14-004 SFD O 0 0 1 4/21/2023 1 NONE N 4469007002 30181 CUTHBERT RD CDPWF 20-023 SFD O 0 0 1 4/19/2023 1 NONE N 1 Destroyed O 4468008015 6755 DUME DR ACDPWF 20-022 SFD O 0 0 1 8/15/2023 1 NONE N 1 Destroyed O 4468012002 6757 WANDERMERE RD PVWF 20-014 SFD O 0 0 1 6/6/2023 1 NONE N 1 Destroyed O 4451022065 3843 RAMBLA PACIFICO ST CDP 05-141 SFD O 0 0 1 1/26/2023 1 NONE N 4467025001 5580 BUSCH DR PVWF 20-028 SFD O 0 0 1 9/15/2023 1 NONE N 1 Destroyed O 4469008010 29623 CUTHBERT RD CDPWF 19-005 SFD O 0 0 1 11/20/2023 1 NONE N 1 Destroyed O 4469009009 30069 HARVESTER RD PVWF 21-014 SFD O 0 0 1 10/11/2023 1 NONE N 1 Destroyed O 4459012008 25157 MALIBU RD CDP 13-036 ADU R 0 0 1 4/18/2023 1 NONE N 1 Destroyed O 4466004002 6634 WILDLIFE RD PVWF 19-122 ADU R 0 0 1 5/5/2023 1 NONE N 1 Destroyed O 4467023025 5916 BONSALL DR PVWF 19-279 ADU R 0 0 1 4/20/2023 1 NONE N 1 Destroyed O 4451005023 22000 PACIFIC COAST HWY CDP 17-044 SFD O 0 0 1 8/11/2023 1 NONE N 4468009014 6551 DUME DR ACDP 05-004 SFD O 0 0 1 11/13/2023 1 NONE N 4468007018 6889 DUME DR CDP 13-032 SFD O 0 0 1 12/18/2023 1 NONE N 4458018030 23923 MALIBU RD CDP 07-028 SFD O 0 0 1 11/29/2023 1 NONE N 4458018029 23921 MALIBU RD CDP 07-027 SFD O 0 0 1 12/19/2023 1 NONE N Note: "+" indicates an optional field
Housing with Financial Assistance
and/or Deed Restrictions Project Identifier Demolished/Destroyed Units Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units Density Bonus
1 Unit Types Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits Affordability by Household Incomes - Certificates of Occupancy 4 7 10
7 Jurisdiction Malibu ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 10/15/2021 - 10/15/2029
1 Projection Period 3 4
RHNA Allocation by
Income Level
Projection Period -
06/30/2021-
10/14/2021
2021 2022 2023 2024 2025 2026 2027 2028 2029 Total Units to Date (all years)
Total Remaining
RHNA by Income
Level
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - -
Above Moderate 15 9 4 15 40 - - - - - - 68 -
79 9 4 15 40 - - - - - - 68 64
5 6 7
Extremely low-Income
Need 2021 2022 2023 2024 2025 2026 2027 2028 2029 Total Units to Date Total Units
Remaining
- - - - - - - - - - #VALUE!
VLI Deed Restricted
VLI Non Deed Restricted
19 Please note: For the last year of the 5th cycle, Table B will only include units that were permitted during the portion of the year that was in the 5th cycle. For the first year of the 6th cycle, Table B will only include units that were permitted since the start of the planning period. Projection Period units are in a separate column.

Total RHNA
Total Units
Income Level
Very Low
Low
Extremely Low-Income Units*
Note: units serving extremely low-income households are included in the very low-income RHNA progress and must be reported as very low-income units in section 7 of Table A2. They must also be reported in the extremely low-income category (section 13) in Table A2 to be counted as progress toward meeting the extremely low-income housing need determined pursuant to Government Code 65583(a)(1). *Extremely low-income houisng need determined pursuant to Government Code 65583(a)(1). Value in Section 5 is default value, assumed to be half of the very low-income RHNA. May be overwritten.

Progress toward extremely low-income housing need, as determined pursuant to Government Code 65583(a)(1).

Please Note: Table B does not currently contain data from Table F or Table F2 for prior years. You may login to the APR system to see Table B that contains this data.

Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at [email protected].
17 -
This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs.
- Moderate
28 19
17 Please contact HCD if your data is different than the material supplied here -
2 Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
28 8
Jurisdiction Malibu
Reporting Year 2023 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation Program 1.1 – Code
Enforcement
Ensure compliance with
the City’s codes and
regulations. Particularly, in
the case of code violations
in units that are occupied
by lower-income persons
or persons with special
needs, direct property
owners and renters to
programs that are
available to provide
assistance. Offer amnesty
and legalization for
existing housing units
where:
1) The unit is “livable” and
meets basic health and
safety requirements
2) The unit existed at the
time of the City’s
incorporation; and
3) The unit is restricted for
owner-occupancy or rental
by low- or moderateincome persons at an
affordable rate.

Reduce code violations and health &
safety issues in existing housing
Throughout the planning
period
Ongoing
Program 1.2 – Rebuilding
Assistance
Expedite permit
processing and provide
special assistance to
homeowners seeking to
repair or rebuild homes
that have been lost or
damaged in a fire, flood or
other disaster, especially
units that accommodate
low- and moderate-Income
households, elderly,
disabled, large families,
single heads of
households, farm workers,
individuals in need of
emergency shelter, and
other individuals or
household types with
special needs, unless
those units are located in
areas that are physically
unsuitable for
development.

Facilitate rebuilding of lost or damaged
homes
Throughout the planning
period
In progress - MMC and LCP amendments have been adopted to expedite permit processing for those seeking to repair or rebuild homes that have been affected by the Woolsey Fire and/or related flooding and debris flow.

Program 1.3 – Housing
Rehabilitation Assistance
Provide incentives to
rehabilitate existing
housing units, such as
permit fee waivers for
units that are deedrestricted for low- and
moderate-income families.
4 units Throughout the planning
period
Opportunities for this are reviewed on a case by case basis. No requests were made during the 2023 reporting period.

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.

Table D
Program Implementation Status pursuant to GC Section 65583 9 Jurisdiction Malibu
Reporting Year 2023 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation

Table D
Program Implementation Status pursuant to GC Section 65583 Program 1.4 – Preserve
Existing Mobile Home
Parks
Maintain the Mobile Home
Park Rent Control
Regulations Ordinance
that regulates maximum
allowable rents and limits
rent increases. Pursuant to
the provisions of
Government Code
§65863.7, require the
submittal of a report
detailing the impacts of
any proposed mobile
home park conversion to a
nonresidential use
concurrent with the filing
of any discretionary permit
on such property and
impose reasonable
mitigation measures upon
the park owners.

No net loss of mobile home units Throughout the planning period
Ongoing – no mobile home parks were proposed for conversion in 2023.

Program 1.5 – Conserve
Affordable Housing in the
Coastal Zone
In accordance with
Government Code §65590,
continue to require the
replacement of low- or
moderate-income units
that have been removed
from the coastal zone
(either by demolition or
conversion), whenever
feasible.

LCP and MMC amendment Throughout the planning
period
Ongoing – no low- or moderate-income units were demolished or converted. LCP and MMC amendments for the Affordable Housing Overlay District were certified in 2019 Short-Term Rental Ordinances were passed by the City to encourage homes to be used for permanent residential use. The California Coastal Commission denied the Local Coastal Program Amendement. Work on a revised ordinance is in process.

Encourage fair and realistic RHNA
allocations
Throughout the planning
period
City staff continues to monitor SCAG programs related to housing needs.

Program 2.2 – Ensure
Adequate Capacity to
Accommodate Regional
Housing Needs
The City’s residential land
inventory provides
adequate capacity to
accommodate the City’s
housing needs as
identified in the 2013-2021
RHNA (see Appendix B).

The City will pursue a twopart strategy to provide
sites for lower-income
housing: 1) Opportunities
and incentives for second
units; and 2) Zoning
regulations to facilitate
affordable multi-family or
mixed-use development in
suitable locations.

A. Expand the Supply of
Second Units. In order to
maximize the availability
of additional second units,
the City will implement the
following actions:

1. Promote the
Development of Second
Units

2. Amnesty Program for
Second Units

3. Financial Assistance
21 second units during 2013-2021 Throughout the planning period
City staff informally encouraged the development of second residential units over guest houses or studios.

No requests were made to legalize previously developed second units during this year. The City Council held a public hearing on the ADU ordinance and approve the ordinance in December 2023. Second reading of ordinance scheduled for January 8, 2024.

Building permits for three ADUs and one 2 unit duplex were issued in 2023. 10 Jurisdiction Malibu
Reporting Year 2023 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation

Table D
Program Implementation Status pursuant to GC Section 65583 B. Facilitate New
Affordable Housing
Development
In order to accommodate
lower-income housing, the
MMC and LCP regulations
were amended in the
previous planning period
to establish an Affordable
Housing Overlay allowing
multi-family or mixed-use
development by-right at a
density of 20 units/acre for
projects that include
affordable housing. In
order to qualify for the
increased density
incentive, all “bonus”
units (i.e., additional units
allowed above the base
density of 6 units per acre)
must be deed-restricted
for low- and moderateincome households for a
minimum of 30 years at a
ratio of 50% low- and 50%
moderate-income. As an
alternative, very-lowincome units may offset
the requirement for
moderate-income units on
a one-for-one basis. Any
developer utilizing these
Provide suitable sites with appropriate
zoning that could accommodate lowerincome housing
The Local Coastal
Program Amendment to
allow for multi-family
development in
compliance with the
adopted 2013-2021
Housing Element was
certified by the California
Coastal Commission on
December 11, 2019.

Accomplished - The applicable LCP amendments have been certified.

Program 2.3 – Streamline
Development Review and
Assist Affordable Housing
Developments
Streamline the
development review and
permit process for all
residential development by
providing a series of
informational handouts
describing how to apply
for housing development
and summarizing the basic
development criteria for
different zoning districts.

When developers propose
to include affordable units
in a project, provide
assistance through
expedited processing,
density bonus and other
modified development
standards, and
administrative assistance
with grant applications.

Minimize residential permit processing
time and assist affordable housing
developments
Throughout the planning
period
Ongoing – Staff has created various pamphlets as well as forms to help guide applicants through the permitting process. No applications have been submitted for affordable housing projects. However, staff has worked with parties interested in affordable housing to determine the appropriate project standards and submittal processes.
11 Jurisdiction Malibu
Reporting Year 2023 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation

Table D
Program Implementation Status pursuant to GC Section 65583 Program 3.1 – Fair
Housing
Support fair housing
efforts by contracting with
the Los Angeles County
Housing Authority,
Westside Fair Housing
Council, or other
appropriate organizations,
to create a program that
provides fair housing
services, including
investigation of
discrimination complaints,
research on housing
discrimination-related
issues, public information
about the rights and
responsibilities of
landowners and tenants,
and landlord/tenant
dispute resolution.

Promote the program each
year through the use of
pamphlets, public bulletin
boards on community
television; educational
flyers distributed to
property owners,
apartment managers and
tenants; public service
announcements on local
radio stations and in local
Provide and publicize fair housing
services through contracting with a
public or non-profit service provider
Annual appropriation and
semi-annual publications
and announcements
Ongoing. Since 2016 the City has contracted with The People Concern to help transition individuals experiencing homelessness to permanent housing.

Program 3.2 – Provide
Financial Support and
Referral Information to
Persons in Need of
Assistance
Malibu is a small
jurisdiction without a
redevelopment agency or
housing department;
furthermore, the City is not
an entitlement jurisdiction
for federal grants.

Therefore, the City does
not have any resources for
direct financial housing
assistance, other than a
small Affordable Housing
Trust Fund and
Community Development
Block Grant (CDBG) funds.

The City will provide
referral information to
extremely-low-, very-low-,
low-, and moderateincome persons and
families, the elderly, and
persons with disabilities
regarding affordable and
special needs housing,
such as Section 8 Rental
Assistance and the
Mortgage Credit Certificate
program. In addition, it
Disseminate housing assistance
information; provide direct funding in
support of affordable housing when
feasible
The City’s Housing
Coordinator has the
responsibility for
monitoring all activities
related to the
implementation of the
Housing Element,
including preparation of
annual progress reports,
annual monitoring of
sources of financial
assistance such as
Section 8 funds,
state/federal grants, and
mortgage credit
certificates. The Housing
Coordinator shall also be
responsible for
disseminating information
to the community
regarding these activities
and resources.

Depending on program
availability and City
eligibility, apply for
state/federal funds on a biannual basis to assist with affordable housing
development.

The City was awarded approximately $15,803,348 of federal CDBG-DR funds available through the HCD DR-MHP in response to the 2018 Woolsey Fire. The funding is intended to serve as gap funding for eligible affordable multi-family housing projects in accordance with the HUD limits per affordable housing unit.

To date, no developers have applied to utilize the funds.

In addition, the City utilized $15,000 in CDBG funds for the Malibu Community Labor Exchange (MCLE) and authorized the use of $98,000 in CDBG funds for a permanent trailer for MCLE. The Labor Exchange provides day labor job connections, including for homeless people.
12 Jurisdiction Malibu
Reporting Year 2023 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation

Table D
Program Implementation Status pursuant to GC Section 65583 Program 4.1 – Monitor and
Report Annually on
Housing Program
Accomplishments
The City will monitor
accomplishments toward
Housing Element
objectives and report the
results annually to the City
Council and California
Department of Housing
and Community
Development. If
implementation measures
are ineffective in achieving
the desired results,
adjustments will be made
to improve the efficacy of
programs.

Monitor progress and make mid-course
corrections if necessary to achieve
desired results
Annual progress reports The City continues to monitor Housing Element programs and report progress annually.
13

Page 1 of 2 ends

Agenda Item # 3.B.9.

Council Agenda Report
To: Mayor Uhring and the Honorable Members of the City Council Prepared by: Mary Ortiz Bradley, Interim Human Resources Manager Reviewed by: Joseph D. Toney, Assistant City Manager
Approved by: Steve McClary, City Manager
Date prepared: March 27, 2024 Meeting date: April 8, 2024 Subject: First Amendment to Professional Services Agreement with Konica Minolta for certain digitizing the City’s Human Resource’s records RECOMMENDED ACTION: Authorize the City Manager to execute the First Amendment to the Professional Services Agreement with Konica Minolta.

FISCAL IMPACT: No additional appropriation is required. Funding for this project is included in the Adopted Budget for FY 2023-24 in Account No. 100-7058-5100-00.

STRATEGIC PRIORITY: This item is part of the day-to-day operations identified in the Adopted FY 2023-24 Strategic Priority Project List .

DISCUSSION: The City entered into a Professional Services Agreement with Konica Minolta on October 24, 2023, for the digitization of personnel files/records for an amount not to exceed $24,735. The project involved expanding the use of an existing software solution (OnBase) to the Human Resources (HR) division through system configuration and staff training in the HR solution.

The system configuration and staff training needed to create a centralized document repository, secure and compliant storage, improve document retrieval, and assure seamless integration and scalability with various Human Resources systems was completed March 6, 2024. However, prior to the project being closed out, Konica Minolta shared that the system configuration that was requested by the City was not in full alignment with best practices for ease of future records storage/maintenance and offered several options to better align it with best practices. The City chose the option that would require the least amount of system configuration to ensure the digitization of employee City Council Meeting
04-08-24
Item

3.B.9.
1

Page 2 of 2 ends

Agenda Item # 3.B.9.
files was completed in a timely manner. This also happened to be the least expensive option. The additional minor system configuration, which was outside the scope of work, has already been completed. The change order that was issued for this work was for $1,936, which resulted in the total cost of the project exceeding the City Manager’s agreement authority ($25,000) by $1,671.

Staff is very happy with the work and service that has been provided by Konica Minolta for the configuration and deployment of the OnBase Solution, as well as the training provided to document storage and retrieval. Thanks to the additional configuration that was made to the system, HR has been able to proceed to the next stage of the digitization of employee files - the scanning of employee files. This is also a project for which Konica Minolta has been retained.

Conducting a Request for Proposal is not recommended as this service, in conjunction with the other work done by Konica Minolta, could only be obtained from a single source.

Further the use of competitive bidding is impractical, would not likely result in a lower price, and would cause unnecessary expense of delay as bringing in another party for this minor addition to the otherwise quality service Konica Minolta provided would be much more expensive, take longer and introduce unnecessary delay and confusion. Further the work has already been done in a very satisfactory manner and it is essential to maintain continuity of operations, and retaining Konica Minolta as the service provider is the most prudent course of action.

ATTACHMENTS:

1. First Amendment to Professional Services Agreement with Konica Minolta for certain digitizing of City’s Human Resource’s records

2. Exhibit 1 - Change Order for additional system configuration

3. Professional Services Agreement with Konica Minolta for certain digitizing of City’s Human Resource’s records
2 AMENDMENT NO. 1 TO AGREEMENT FOR PROFESSIONAL SERVICES THIS AMENDMENT NO. 1 TO AGREEMENT FOR PROFESSIONAL SERVICES is made and entered into on April 8, 2024, by and between the CITY OF MALIBU (the “City”) and Konica Minolta Business Solutions U.S.A., Inc. (the “Consultant”).

R E C I T A L S
A. On October 12, 2023 the City entered into an Agreement for Professional Services with Consultant for certain projects relating to digitizing the City’s Human Resources records, requiring configuring the City’s Human Resource Department document types and a Human resources user group in OnBase to house the digitized records (the “Agreement”).

B. The City desires to amend the Agreement to add additional services and corresponding compensation for said services.

C. The parties hereto desire to further amend the Agreement on the terms and conditions contained herein.

NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:

1. Scope of Services. Section 1.0 of the Agreement is hereby amended to add to the Scope of Services to be completed by the Consultant, the services and tasks set forth in the Scope of Work, attached to and made part of this Amendment No. 1 as Exhibit B. To the extent that any provision in Exhibit B conflicts with the Agreement or this Amendment No. 1, the provisions of the Agreement shall govern.

2. Compensation for Services. Section 4.0 is hereby amended to increase the total compensation to be paid to Consultant by an additional $1,936. Thus, the total compensation to be paid to the Consultant (for the Scope of Services in the Agreement plus this Amendment No. 1) shall be a total amount not to exceed $26,671. No additional compensation shall be paid for any other expense incurred, unless approved by the City.

3. Remainder of Agreement Unaffected. The parties hereto acknowledge and agree that except as expressly modified hereby, the Agreement remains unmodified and in full force and effect. In the event of any conflict or inconsistency between the terms of this Amendment No. 1 and the Agreement, the terms of this Amendment No. 1 shall control.

SIGNATURES APPEAR ON NEXT PAGE
3 ATTACHMENT 1
{
This Agreement is executed on ________________, 2024 at Malibu, California.

CITY OF MALIBU: ____________________________________ STEVE McCLARY, City Manager ATTEST: ____________________________________ KELSEY PETTIJOHN, City Clerk (seal)
CONSULTANT: _______________________________________ By: Ron Thompson, Jr. Title: Vice President & GM, IIM APPROVED AS TO FORM: ____________________________________ TREVOR RUSIN, Interim City Attorney 4 {
EXHIBIT “B”

SCOPE OF SERVICES
5 Change Order
City of Malibu
6 © 2024 KMBS, USA – All Rights Reserved | 3/28/2024 2

PROPRIETARY AND CONFIDENTIAL INFORMATION
The enclosed materials are proprietary to KONICA MINOLTA BUSINESS SOLUTIONS U.S.A., INC., hereafter referred to as KMBS, and City of Malibu (Malibu). KMBS reserves the right, title and interest to such materials. The terms, conditions, and information set forth herein are confidential to KMBS and Malibu and may not be disclosed in any manner to any person other than the addressee, together with its officers, employees, and agents who are directly responsible for evaluating the contents of these materials for the limited purpose intended. These materials may not be used in any manner other than for such limited purpose. Any unauthorized disclosure, use, reproduction, or transmission is expressly prohibited without the prior written consent of KMBS. 7 © 2024 KMBS, USA – All Rights Reserved | 3/28/2024 3
Contents
Overview ............................................................................................................................................................ 4 Requested Change/Project Scope ...................................................................................................................... 4 Risks – Assumptions - Dependencies ................................................................................................................ 4 Risks .............................................................................................................................................................. 5 Assumptions .................................................................................................................................................. 5 Dependencies ................................................................................................................................................. 5 Costs ................................................................................................................................................................. 5 Professional Services ...................................................................................................................................... 5 Approvals .......................................................................................................................................................... 6 8 © 2024 KMBS, USA – All Rights Reserved | 3/28/2024 4
Change Order
Client: City of Malibu
Project Name: HR Employee File Management
Change Order ID: COM1002
Change Order Name: Document Type Adjustment
Date: 03/08/2024
Solutions Consultant: Catherine Bedrossian
Author: Marc S. Brown
Overview
KMBS will condense OnBase document types from the current number (~90) to 12. Project Completion will be moved to 03/22 to accommodate these changes.

Requested Change/Project Scope
The scope of this Change Order will be limited to the following solution elements and activities:

HR - Personnel Action
HR - Performance Review
HR - Personal Information
HR - Insurance
HR - Miscellaneous
HR - Background Files
HR - Medical Files
HR - DMV Files
HR - Investigations
HR - I-9 Active
HR - I-9 Inactive
HR - Inactive Employee File
Risks – Assumptions - Dependencies
The Risks, Assumptions, and Dependencies identified below apply only to the scope of activities identified within this Customer Change Order and not the project as a whole. All Risks, Assumptions, and Dependencies provided in the original Solution Description Document remain in effect. 9 © 2024 KMBS, USA – All Rights Reserved | 3/28/2024 5
Risks
Risks are uncertain events which may have a potential impact on these changes to the project.

No risks at this time
Assumptions
Assumptions are expectations about the future which, if not fulfilled, will have a possible impact on the additions to the project.

Any additional changes or additions to scope identified after will be addressed through a subsequent change order
Dependencies
Dependencies are conditions changes rely on for successful implementation and completion.

No dependencies at this time
Costs
The additional costs that would be incurred by Malibu by incorporating this change into the project are as follows.

Professional Services
Services will be invoiced at the same rate agreed upon in the original SOW. Any additional efforts not described above that are in addition to this change order will be subject to the change control process.

Milestone payment Schedule
Milestone # Description Amount
5 Condense of Document Types to above-listed types $2,000 Discount Applied $(64)
Total $1,936
10 © 2024 KMBS, USA – All Rights Reserved | 3/28/2024 6 Approvals
By signing below, the authorized project representative(s) from Malibu acknowledges that they have read, agree to, and accept the project scope defined within this Change Order Acceptance of this document permits KMBS ECM Professional Services to incorporate the project scope modifications in to the development of the solution.

City of Malibu Signature Date
IIM Professional Services Signature Date
11 Change Order
City of Malibu
DocuSign Envelope ID: F481EBB3-B8CC-40EB-8939-11B83462DF6D In Process
ATTACHMENT 2
12 © 2024 KMBS, USA – All Rights Reserved | 3/8/2024 2

DocuSign Envelope ID: F481EBB3-B8CC-40EB-8939-11B83462DF6D In Process
13 © 2024 KMBS, USA – All Rights Reserved | 3/8/2024 3
Contents
Overview............................................................................................................................................................ 4 Requested Change/Project Scope ...................................................................................................................... 4 Risks – Assumptions - Dependencies ................................................................................................................ 4 Risks ..............................................................................................................................................................5 Assumptions ..................................................................................................................................................5 Dependencies.................................................................................................................................................5 Costs ................................................................................................................................................................. 5 Professional Services ......................................................................................................................................5 Approvals .......................................................................................................................................................... 6 DocuSign Envelope ID: F481EBB3-B8CC-40EB-8939-11B83462DF6D In Process
14 © 2024 KMBS, USA – All Rights Reserved | 3/8/2024 4
Change Order
Client: City of Malibu
Project Name: HR Employee File Management
Change Order ID: COM1002
Change Order Name: Document Type Adjustment
Date: 03/08/2024
Solutions Consultant: Catherine Bedrossian
Author: Marc S. Brown
Overview
KMBS will condense OnBase document types from the current number (~90) to 12. Project Completion will be moved to 03/22 to accommodate these changes.

Requested Change/Project Scope
The scope of this Change Order will be limited to the following solution elements and activities:

The list below comprises what will exist in the Malibu HR solution. Additionally, a sub-type keyword will be placed on the documents with a more expansive list of document types equal to the current list of document types (~90 values). This will allow the Malibu staff to have fewer document types but still retain the granularity of the needed sub-categories for retention.
 HR - Personnel Action
 HR - Performance Review
 HR - Personal Information
 HR - Insurance
 HR - Miscellaneous
 HR - Background Files
 HR - Medical Files
 HR - DMV Files
 HR - Investigations
 HR - I-9 Active
 HR - I-9 Inactive
 HR - Inactive Employee File
Risks – Assumptions - Dependencies
The Risks, Assumptions, and Dependencies identified below apply only to the scope of activities identified within this Customer Change Order and not the project as a whole. All Risks, Assumptions, and Dependencies provided in the original Solution Description Document remain in effect.

DocuSign Envelope ID: F481EBB3-B8CC-40EB-8939-11B83462DF6D In Process
15 © 2024 KMBS, USA – All Rights Reserved | 3/8/2024 5
Risks
Risks are uncertain events which may have a potential impact on these changes to the project.  No risks at this time
Assumptions
Assumptions are expectations about the future which, if not fulfilled, will have a possible impact on the additions to the project.
 Any additional changes or additions to scope identified after will be addressed through a subsequent change order
Dependencies
Dependencies are conditions changes rely on for successful implementation and completion.  No dependencies at this time
Costs
The additional costs that would be incurred by Malibu by incorporating this change into the project are as follows.

Milestone payment Schedule
Milestone # Description Amount
5  Condense of Document Types to above-listed types $2,000  Discount Applied $(64)
Total $1,936
DocuSign Envelope ID: F481EBB3-B8CC-40EB-8939-11B83462DF6D In Process
16 © 2024 KMBS, USA – All Rights Reserved | 3/8/2024 6
Approvals
By signing below, the authorized project representative(s) from Malibu acknowledges that they have read, agree to, and accept the project scope defined within this Change Order Acceptance of this document permits KMBS ECM Professional Services to incorporate the project scope modifications in to the development of the solution.

City of Malibu Signature Date
IIM Professional Services Signature Date
DocuSign Envelope ID: F481EBB3-B8CC-40EB-8939-11B83462DF6D Keith Erban 3/11/2024
Joseph Toney
In Process
17 AGREEMENT FOR PROFESSIONAL SERVICES
This Agreement is made and entered into as of October 12, 2023, by and between the City of Malibu (hereinafter referred to as the "City"), and Konica Minolta Business Solutions U.S.A., Inc. (hereinafter referred to as "Consultant").

The City and the Consultant agree as follows:

R E C I T A L S
A. The City does not have the personnel able and/or available to perform the services required under this Agreement.

B. The City desires to contract out for consulting services for certain projects relating to digitizing the Citys Human Resource records, requiring configuring the Citys Human Resource Department document types and a Human Resource user group in OnBase to house the digitized records.

C. The Consultant warrants to the City that it has the qualifications, experience and facilities to perform properly and timely the services under this Agreement.

D. The City desires to contract with the Consultant to perform the services as described in Exhibit A of this Agreement.

NOW, THEREFORE, the City and the Consultant agree as follows:

1.0 SCOPE OF THE CONSULTANTS SERVICES. The Consultant agrees to provide the services and perform the tasks set forth in the Scope of Work, attached to and made part of this Agreement, except that, to the extent that any provision in Exhibit A conflicts with this Agreement, the provisions of this Agreement govern. The Scope of Work may be amended from time to time by way of a written directive from the City.

2.0 TERM OF AGREEMENT. This Agreement will become effective on October 12, 2023, and will remain in effect for a period of one (1) year from said date unless otherwise expressly extended and agreed to by both parties or terminated by either party as provided herein.

3.0 CITY AGENT. The City Manager, or his or her designee, for the purposes of this Agreement, is the agent for the City; whenever approval or authorization is required, Consultant understands that the City Manager, or his or her designee, has the authority to provide that approval or authorization.

4.0 COMPENSATION FOR SERVICES. The City shall pay the Consultant for its professional services rendered and costs incurred pursuant to this Agreement in accordance with the Scope of Works fee and cost schedule. The cost of services shall be a total amount not to exceed $24,735. No additional compensation shall be paid for any other expenses incurred, unless first approved by the City Manager, or his or her designee. 18 ATTACHMENT 3
Agreement for Professional Services
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4.1 The Consultant shall submit to the City, by no later than the 10th day of each month, its bill for services itemizing the fees and costs incurred during the previous month.

The City shall pay the Consultant all uncontested amounts set forth in the Consultant's bill within 30 days after it is received.

5.0 CONFLICT OF INTEREST. The Consultant represents that it presently has no interest and shall not acquire any interest, direct or indirect, in any real property located in the City which may be affected by the services to be performed by the Consultant under this Agreement. The Consultant further represents that in performance of this Agreement, no person having any such interest shall be employed by it.

5.1 The Consultant represents that no City employee or official has a material financial interest in the Consultants business. During the term of this Agreement and/or as a result of being awarded this contract, the Consultant shall not offer, encourage or accept any financial interest in the Consultants business by any City employee or official.

5.2 If a portion of the Consultants services called for under this Agreement shall ultimately be paid for by reimbursement from and through an agreement with a developer of any land within the City or with a City franchisee, the Consultant warrants that it has not performed any work for such developer/franchisee within the last 12 months, and shall not negotiate, offer or accept any contract or request to perform services for that identified developer/franchisee during the term of this Agreement.

6.0 GENERAL TERMS AND CONDITIONS.

6.1 Termination. Either the City Manager or the Consultant may terminate this Agreement, without cause, by giving the other party thirty (30) days written notice of such termination and the effective date thereof.

6.1.1 In the event of such termination, all finished or unfinished documents, reports, photographs, films, charts, data, studies, surveys, drawings, models, maps, or other documentation prepared by or in the possession of the Consultant under this Agreement shall be returned to the City. If the City terminates this Agreement without cause, the Consultant shall prepare and shall be entitled to receive compensation pursuant to a close-out bill for services rendered and fees incurred pursuant to this Agreement through the notice of termination.

If the Consultant terminates this Agreement without cause, the Consultant shall be paid only for those services completed in a manner satisfactory to the City.

6.1.2 If the Consultant or the City fail to fulfill in a timely and proper manner its obligations under this Agreement, or if the Consultant or the City violate any of the covenants, agreements, or stipulations of this Agreement, the Consultant or the City shall have the right to terminate this Agreement by giving written notice to the other party of such termination and specifying the effective date of such termination. The Consultant shall be entitled to receive compensation in accordance with the terms of this Agreement for any work satisfactorily completed hereunder. Notwithstanding the foregoing, the Consultant shall not be relieved of liability for damage sustained by virtue of any breach of this Agreement and any payments due under this Agreement may be withheld to off-set anticipated damages. 19 Agreement for Professional Services
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6.2 Non-Assignability. The Consultant shall not assign or transfer any interest in this Agreement without the express prior written consent of the City.

6.3 Non-Discrimination. The Consultant shall not discriminate as to race, creed, gender, color, national origin or sexual orientation in the performance of its services and duties pursuant to this Agreement, and will comply with all applicable laws, ordinances and codes of the Federal, State, County and City governments.

6.4 Insurance. The Consultant shall submit to the City certificates indicating compliance with the following minimum insurance requirements no less than one (1) day prior to beginning of performance under this Agreement:
(a) Workers Compensation Insurance as required by law. The Consultant shall require all subcontractors similarly to provide such compensation insurance for their respective employees.
(b) Comprehensive general and automobile liability insurance protecting the Consultant in amounts not less than $1,000,000 for personal injury to any one person, $1,000,000 for injuries arising out of one occurrence, and $500,000 for property damages or a combined single limit of $1,000,000. Each such policy of insurance shall:
1) Be issued by a financially responsible insurance company or companies admitted and authorized to do business in the State of California or which is approved in writing by City.
2) Include and list as additional insured the City, its officers and employees.
3) Specify its acts as primary insurance.
4) Contain a clause substantially in the following words: "It is hereby understood and agreed that this policy shall not be canceled nor materially changed except upon thirty (30) days prior written notice to the City of such cancellation or material change."
5) Cover the operations of the Consultant pursuant to the terms of this Agreement.

6.5 Indemnification. Consultant shall indemnify, defend with counsel approved by City, and hold harmless City, its officers, officials, employees and volunteers 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 Consultants performance of work hereunder or its failure to comply with any of its obligations contained in this Agreement, regardless of Citys passive negligence, but excepting such loss or damage which is caused by the sole active negligence or willful misconduct of the City. Should City in its sole discretion find Consultants legal counsel unacceptable, then Consultant shall reimburse the City its costs of defense, including without 20 Agreement for Professional Services
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limitation reasonable attorneys fees, expert fees and all other costs and fees of litigation. The Consultant shall promptly pay any final judgment rendered against the City (and its officers, officials, employees and volunteers) covered by this indemnity obligation. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement.

6.6 Compliance with Applicable Law. The Consultant and the City shall comply with all applicable laws, ordinances and codes of the federal, state, county and city governments, including, without limitation, Malibu Municipal Code Chapter 5.36 Minimum Wage.

6.7 Independent Contractor. This Agreement is by and between the City and the Consultant and is not intended, and shall not be construed, to create the relationship of agency, servant, employee, partnership, joint venture or association, as between the City and the Consultant.

6.7.1. The Consultant shall be an independent contractor, and shall have no power to incur any debt or obligation for or on behalf of the City. Neither the City nor any of its officers or employees shall have any control over the conduct of the Consultant, or any of the Consultants employees, except as herein set forth, and the Consultant expressly warrants not to, at any time or in any manner, represent that it, or any of its agents, servants or employees are in any manner employees of the City, it being distinctly understood that the Consultant is and shall at all times remain to the City a wholly independent contractor and the Consultant's obligations to the City are solely such as are prescribed by this Agreement.

6.8 Copyright. No reports, maps or other documents produced in whole or in part under this Agreement shall be the subject of an application for copyright by or on behalf of the Consultant.

6.9 Legal Construction.

(a) This Agreement is made and entered into in the State of California and shall in all respects be interpreted, enforced and governed under the laws of the State of California.
(b) This Agreement shall be construed without regard to the identity of the persons who drafted its various provisions. Each and every provision of this Agreement shall be construed as though each of the parties participated equally in the drafting of same, and any rule of construction that a document is to be construed against the drafting party shall not be applicable to this Agreement.
(c) The article and section, captions and headings herein have been inserted for convenience only and shall not be considered or referred to in resolving questions of interpretation or construction.
(d) Whenever in this Agreement the context may so require, the masculine gender shall be deemed to refer to and include the feminine and neuter, and the 21 Agreement for Professional Services
Konica Minolta Business Solutions U.S.A., Inc.

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singular shall refer to and include the plural.

6.10 Counterparts. This Agreement may be executed in counterparts and as so executed shall constitute an agreement which shall be binding upon all parties hereto.

6.11 Final Payment Acceptance Constitutes Release. The acceptance by the Consultant of the final payment made under this Agreement shall operate as and be a release of the City from all claims and liabilities for compensation to the Consultant for anything done, furnished or relating to the Consultants work or services. Acceptance of payment shall be any negotiation of the Citys check or the failure to make a written extra compensation claim within ten (10) calendar days of the receipt of that check. However, approval or payment by the City shall not constitute, nor be deemed, a release of the responsibility and liability of the Consultant, its employees, sub-consultants and agents for the accuracy and competency of the information provided and/or work performed; nor shall such approval or payment be deemed to be an assumption of such responsibility or liability by the City for any defect or error in the work prepared by the Consultant, its employees, sub-consultants and agents.

6.12 Corrections. In addition to the above indemnification obligations, the Consultant shall correct, at its expense, all errors in the work which may be disclosed during the Citys review of the Consultants report or plans. Should the Consultant fail to make such correction in a reasonably timely manner, such correction shall be made by the City, and the cost thereof shall be charged to the Consultant.

6.13 Files. All files of the Consultant pertaining to the City shall be and remain the property of the City. The Consultant will control the physical location of such files during the term of this Agreement and shall be entitled to retain copies of such files upon termination of this Agreement.

6.14 Waiver; Remedies Cumulative. Failure by a party to insist upon the performance of any of the provisions of this Agreement by the other party, irrespective of the length of time for which such failure continues, shall not constitute a waiver of such party's right to demand compliance by such other party in the future. No waiver by a party of a default or breach of the other party shall be effective or binding upon such party unless made in writing by such party, and no such waiver shall be implied from any omissions by a party to take any action with respect to such default or breach. No express written waiver of a specified default or breach shall affect any other default or breach, or cover any other period of time, other than any default or breach and/or period of time specified. All of the remedies permitted or available to a party under this Agreement, or at law or in equity, shall be cumulative and alternative, and invocation of any such right or remedy shall not constitute a waiver or election of remedies with respect to any other permitted or available right of remedy.

6.15 Mitigation of Damages. In all such situations arising out of this Agreement, the parties shall attempt to avoid and minimize the damages resulting from the conduct of the other party.

6.16 Partial Invalidity. If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions will 22 Agreement for Professional Services
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nevertheless continue in full force without being impaired or invalidated in any way.

6.17 Attorneys' Fees. The parties hereto acknowledge and agree that each will bear his/her or its own costs, expenses and attorneys' fees arising out of and/or connected with the negotiation, drafting and execution of the Agreement, and all matters arising out of or connected therewith except that, in the event any action is brought by any party hereto to enforce this Agreement, the prevailing party in such action shall be entitled to reasonable attorneys' fees and costs in addition to all other relief to which that party or those parties may be entitled.

6.18 Entire Agreement. This Agreement constitutes the whole agreement between the City and the Consultant, and neither party has made any representations to the other except as expressly contained herein. Neither party, in executing or performing this Agreement, is relying upon any statement or information not contained in this Agreement. Any changes or modifications to this Agreement must be made in writing appropriately executed by both the City and the Consultant.

6.19 Notices. Any notice required to be given hereunder shall be deemed to have been given by depositing said notice in the United States mail, postage prepaid, and addressed as follows:

CITY: Steve McClary CONSULTANT: Attn: Contract Administration City Manager Konica Minolta Business
City of Malibu Solutions U.S.A., Inc.
23825 Stuart Ranch Road 101 Williams Drive
Malibu, CA 90265-4861 Ramsey, NJ 07446
TEL (310) 456-2489 x 226
FAX (310) 456-2760

6.20 Warranty of Authorized Signatories and Acceptance of Facsimile or Electronic Signatures. Each of the signatories hereto warrants and represents that he or she is competent and authorized to enter into this Agreement on behalf of the party for whom he or she purports to sign. The parties agree that this Agreement, agreements ancillary to this Agreement, and related documents to be entered into in connection with this Agreement will be considered signed when the signature of a party is delivered physically or by facsimile transmission or scanned and delivered via electronic mail. Such facsimile or electronic mail copies will be treated in all respects as having the same effect as an original signature.

7.0 GENERAL TERMS AND CONDITIONS. (City and Consultant initials required at EITHER 7.1 or 7.2)

7.1 Disclosure Required. By their respective initials next to this paragraph, City and Consultant hereby acknowledge that Consultant is a consultant for the purposes of the California Political Reform Act because Consultants duties would require him or her to make one or more of the governmental decisions set forth in Fair Political Practices Commission Regulation 18700.3(a) or otherwise serves in a staff capacity for which disclosure would otherwise be required were Consultant employed by the City. Consultant hereby acknowledges his or her assuming-office, annual, and leaving-office financial reporting obligations under the 23 Agreement for Professional Services
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California Political Reform Act and the Citys Conflict of Interest Code and agrees to comply with those obligations at his or her expense. Prior to consultant commencing services hereunder, the Citys Manager shall prepare and deliver to consultant a memorandum detailing the extent of Consultants disclosure obligations in accordance with the Citys Conflict of Interest Code.

City Initials ______
Consultant Initials ______

7.2 Disclosure not Required. By their initials next to this paragraph, City and Consultant hereby acknowledge that Consultant is not a consultant for the purpose of the California Political Reform Act because Consultants duties and responsibilities are not within the scope of the definition of consultant in Fair Political Practice Commission Regulation 18700.3(a) and is otherwise not serving in staff capacity in accordance with the Citys Conflict of Interest Code.

City Initials ______
Consultant Initials ______

7.3 Limit of Liability. THE PARTIES WAIVE THEIR RESPECTIVE

RIGHTS TO SPECIAL, CONSEQUENTIAL, EXEMPLARY, INCIDENTAL OR PUNITIVE

DAMAGES (INCLUDING, WITHOUT LIMITATION, DAMAGES FOR INTERRUPTION

OF SERVICES, LOSS OF BUSINESS, LOSS OF PROFITS, LOSS OF REVENUE, LOSS OF

DATA, OR LOSS OR INCREASED EXPENSE OF USE), WHETHER IN CONTRACT,

WARRANTY, TORT (INCLUDING, WITHOUT LIMITATION, NEGLIGENCE), OR

STRICT LIABILITY, EVEN IF THE PARTIES HAVE BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. EXCEPT FOR ANY ACTION OR LIABILITY

RESULTING FROM THE GROSS NEGLIGENCE OR WILLFUL ACT OR OMISSION OF CONSULTANT, OR CITYS PAYMENT OBLIGATIONS, THE AGGREGATE LIABILITY

OF EACH PARTY UNDER THIS AGREEMENT OR STATEMENT OF WORK OR ORDER

SHALL NOT EXCEED THE TOTAL PAYMENTS MADE BY THE CITY TO CONSULTANT IN THE TWELVE (12) MONTHS IMMEDIATELY PRECEDING THE OCCURRENCE OF THE EVENT GIVING RISE TO SUCH LIABILITY.
[Signature Page Follows]
24 Agreement for Professional Services
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This Agreement is executed on , at Malibu, California,
and effective as of October 12, 2023.

CITY OF MALIBU: ___________________________________ STEVE MCCLARY, City Manager ATTEST: ___________________________________ KELSEY PETTIJOHN, City Clerk (seal)

KONICA MINOLTA BUSINESS
SOLUTIONS U.S.A., INC.:
_______________________________ By: Ron Thompson, Jr., Vice President &

GM, IIM
APPROVED AS TO FORM: ___________________________________ TREVOR RUSIN, Interim City Attorney 25 City of Malibu
HR Employee File Management
Submitted by:

Catherine Bedrossian
Submitted Date:
7/7/2023
This Statement of Work (SOW) dated 7/7/2023 is made by and between Konica Minolta Business Solutions U.S.A., Inc., a New York corporation (Konica Minolta or Consultant), and The City of Malibu (Client and together with Konica Minolta, the Parties and individually a Party). This SOW is issued in accordance with and subject to the Parties Master Services Agreement (MSA) and outlines the advisory services (Services) that Konica Minolta will provide to Client. In the event of any conflict between the MSA and this SOW, the conflicting provision of this SOW shall control but only with respect to this particular SOW.

Exhibit A-Configuration
26 Document Properties
Prepared For: City of Malibu
Solution: HR Employe File Management
Document Type: Statement Of Work
Current Version: 1.0
Prepared By: Catherine Bedrossian and Michael Rutkowski Expiration: 8/6/2023
Distribution List
Name Organization Position Email
Joseph Toney City of Malibu Assist City Manager [email protected] Mario Reyna City of Malibu IS Manager [email protected] Mahan Amirkian City of Malibu IS Analyst [email protected] Ian Relecker City of Malibu IS Technician [email protected] Catherine Bedrossian Konica Minolta Sr. Account Manager [email protected] Michael Rutkowski Konica Minolta Sr. Sales Engineer [email protected] Michael Thomas Konica Minolta Sales Director [email protected] Keith Erban Konica Minolta Professional Services
Manager
[email protected]
Definitions
UAT: User Acceptance Testing
DIP: Document Import Processor (Hyland Module)
IDP: Intelligent Document Processing
HRIS: Human Resources Information System
ATS: Applicant Tracking System
2 Rev. 04/06/2023
Exhibit A-Configuration
27 1. Executive Summary

1.1 Introduction and Background
The purpose of this executive summary is to provide an overview of the results of our discussions with the City of Malibu about the expansion of OnBase to the Human Resources department, and their need to digitize existing Employee Files. Our research focused on analyzing the current process, identifying areas for improvement, and recommending changes to increase efficiency, reduce the amount of physical paper, and improve compliance. The study included interviews with HR staff, managers and the IT department. The key findings and recommendations from our study are outlined in this executive summary.

1.2 Key Findings
The following are the key findings that resulted from our initial evaluation of the Client's current process:

Limited Accessibility: Storing employee records in physical files makes it difficult to access information quickly and efficiently.

Space Constraints: Maintaining paper files requires physical storage space, which can become increasingly limited as the organization grows and accumulates more employee records. This can result in the need for additional filing cabinets or off-site storage, incurring extra costs and logistical challenges.

Data Security and Confidentiality: Paper files are vulnerable to unauthorized access and physical damage, such as theft, loss, or accidental destruction due to fire, water, or natural disasters. This poses a significant risk to the confidentiality and privacy of sensitive employee information, such as social security numbers, medical records, and disciplinary actions.

Inefficiency in Document Management: Paper-based HR processes lack automation, making it time-consuming and error-prone to update, track, and manage employee records..

Compliance and Legal Concerns: Organizations are legally obligated to maintain accurate and up-to-date employee records for various purposes. A manual paper-based system increases the risk of non-compliance, as it may be challenging to track and manage records effectively.

Collaboration and Communication Challenges: Sharing employee information within the HR department or with other departments becomes challenging with a paper-based system. Physical files need to be physically transported, copied, or scanned, leading to delays and potential miscommunication. This can hinder effective collaboration and decision-making processes.

Lack of Analytics and Reporting: Extracting meaningful insights from employee data becomes cumbersome and time-consuming when dealing with physical files.
3 Rev. 04/06/2023
Exhibit A-Configuration
28 1.3 Objective(s)
The goal of this engagement is to deploy a solution that will effectively achieve the desired outcomes. Specifically, the objectives are to:

A Centralized Document Repository improves document organization, reduces redundancy, and streamlines information retrieval
Secure and Compliant Storage provides robust security features, including access controls, encryption, and audit trails, ensuring that HR documents are protected from unauthorized access or data breaches.

Improve and Efficient Document Retrieval: eliminates the manual document sorting and searching, while reducing administrative burden and improving overall productivity within the HR department.

Seamless Integration and Scalability with various HR systems, such as human resource information systems (HRIS), payroll software, and applicant tracking as systems (ATS) and can easily be scaled to handle increased document volumes or user demand.

Additionally, the City of Malibu may look to utilize the OnBase platform to address future business needs within the the following:

Workflow Automation Capabilities enables organizations to create customized workflows for common HR tasks, such as employee onboarding, performance evaluations, and leave requests as future needs are identified.

Records Management by providing tools for data retention policies, document versioning, and records management.

Reporting Capabilities provide HR professionals with valuable insights and statistics regarding their document management processes, helping them make data-driven decisions and improve overall efficiency.
4 Rev. 04/06/2023
Exhibit A-Configuration
29 2. Proposed Solution Summary

2.1 In Scope
An Assessment was conducted in pre-sales and serves as the framework for this engagement and the basis for the project scope. The deployed functions and complexity based on the use case(s) are outlined below (see Appendix A for complexity descriptions based on functionality). The following use cases are outlined in scope:
# Use Case Proposed Solution Complexity
1 As an HR user, I want to be
able to store digital files within
OnBase
Document Type Groups and
Document Type will be configured
that allow the user to select the
appropriate classification when
manually importing into OnBase.

Low complexity
1 Document Type
Group
30 Document Type
configuration
2 As a user, I want to be able to
bulk import new hire documents
from an external system into the
document management system.

A DIP process will be configured to
import an index file containing the
employee id and document type, so
that the file can be imported and
indexed into OnBase from Civic HR.

Additionally , a DIP process will be
configured to facilitate the backfile
import of Employee files utilizing the
Employee ID as the primary key to
fill data from the Springbrook autofill
file.
1 Medium-Low Import
1 Medium-Low Import
3 As a user, I want the ability to
ad-hoc scan/print, index and
classify paper files into the
document management system
as part of the Employee file
An OnBase Scan Queue will be
configured with HR document types
assigned for user selection, and the
ability to input indexing data that is
applied to the document.

OnBase Virtual Print Driver will be
installed and allow users to print
any to OnBase and allow for
classification and indexing into the
system.

The Integration for Microsoft
Outlook will be installed, which will
allow users to Import and Index
content directly from Outlook, into
OnBase and part of the Employee
File.

On-Premise
Client Installs
Low Import
4 As a user, I want the ability to
enter the Employee ID and
An Autofill Keyword Set will be
configured with Employee Data
from Springbrook that will be sent to
1 Low Integration
Auto-Fill
5 Rev. 04/06/2023
Exhibit A-Configuration
30 # Use Case Proposed Solution Complexity
have additional information
applied to the documents
OnBase and imported. This data
will consist of
Employee ID
Emp First
Emp Last
Emp MI
Hire Date
Terminated Date
Manager
Department
SSN/Last 4
Emp Type
Emp Status
Low complexity 11
Keyword configuration
5 As a user, I want the ability to
search for an Employee Folder
with specified document types
grouped together
OnBase foldering will be configured
to display the Employee File Folder
and categorize documents in sub
folders (up to 6) that may include:

Insurance Benefits
Miscellaneous
Personal Information
Personnel Action Form and
Performance Appraisal
Medium-Low Foldering
Configuration
6 As a user, I want the ability to
see missing documents within
an Employee File Folder
A folder template will be configured
and placed on the Employe File
Folder/child folders to display what
document types are missing.

Low Configuration
Folder Template
7 As a user, I want the ability to
search for specific document
types outside of the Employee
File Folder
Custom Query searches will be
configured to search for OnBase
document types that are part of the
the employee file
Medium-Low
Configuration Search -
HTML Custom Query
6 Rev. 04/06/2023
Exhibit A-Configuration
31 2.2 Out of Scope
This project shall not include the following, any inclusion or addition of these items will require a change order:

Departments, applications, or steps that were not documented as part of the expected scope of this statement of work (SOW);
Additional processes that have not been thoroughly understood or documented; Translations required through middleware, applications or other systems (e.g., web services);
Activities that go beyond education and minor troubleshooting during the Hypercare period;
Integration with third-party solutions - it is assumed that integration efforts, including those related to data transfer, entry, or exchange, unless specifically defined in Section 2.1 are not included in the scope of this project.

Custom code development - it is assumed that there will be no requirements for custom development unless explicitly stated in this statement of work (SOW).

Custom interfaces - for the purposes of this project, standard, pre-built vendor interfaces will be utilized. Development of customized web front-ends, applications or web services are not included in the scope of this project.

Handling of additional data or documents that are not specifically mentioned in this statement of work (SOW).

The processing of additional document types that were not provided by Client; or Additional effort associated with processing a higher volume of documents than was originally anticipated.

3. Approach
Client will provide a knowledgeable team of subject matter experts (SMEs) who will achieve project goals using the approach below for each item listed in scope in Section

2.1 of this agreement.

Consultant and Client will proceed with the installation of the Software components necessary for the building of the solution using our proprietary methods, which are as follows:

We start by completing the final stages of an in-depth analysis for the proposed solution.

Consultant developers use a hybrid agile format whereby they will showcase components of the solution as completed to ensure accuracy, shorter UAT time and customer delight each step of the way.

During development, Client will work with Consultant business analyst to document test cases in preparation for user acceptance testing (UAT).

Prior to launch, our team will teach Client how to manage and administer the solution.

Upon deployment, Consultant shall provide one (1) week of hyper care support. 7 Rev. 04/06/2023
Exhibit A-Configuration
32 3.1 Professional Services Tasks and Deliverables
(a) Tasks
Phase Activity Description Representative Deliverables
1 Project Management Project workbook
Weekly status meetings and reports
2 Project Initiation Discuss and update project timeline as necessary.

Kickoff for named project resources.
3 Analysis and Design Validate opportunity assessment
4 OnBase solution
configuration
Iterative show me sessions with Client.

Configure solution that meets requirements
described in the use cases defined in this document
in the test environment. The solution will be tested
and made ready for user acceptance testing..
5 Training & Education Conduct one 2-hour training sessions for end users for the configured OnBase functionality.

Creation of End-User Guide that documents how to
scan and index documents, search for them in
OnBase and utilize the foldering system.

One two-hour solution administrator training session
for the OnBase administrator at the City of Malibu
and a solution administrator guide document.
6 User Acceptance Testing KMBS to create a Test Plan document.

KMBS to provide UAT support.

KMBS to provide an Issue log to be used during UAT.

UAT Results Meeting (Go/No Go).
7 Transition Move to Production (MTP) document.
8 Hypercare 1 week of support after the last import is completed On call support by the project team.

Two check-in calls per week.
8 Rev. 04/06/2023
Exhibit A-Configuration
33 (b) Deliverable Definition(s)
Milestone Milestone Definition
Project Kick-off Meeting Consultant will conduct a project kickoff meeting including appropriate Client and Konica Minolta personnel
Acceptance Criteria: Conclusion of the project kickoff meeting Start of User Acceptance
Testing
Client users begin user acceptance testing of the test OnBase environment.

Acceptance Criteria: Start of User Acceptance Testing
Completion of User
Acceptance Testing
Consultant will assist with the completion of User Acceptance testing by the client.

Acceptance Criteria: Completion of User Acceptance Testing Solution Go-Live Acceptance The Consultant project team will support the solution for 3 days after the solution is deployed in production.

Acceptance Criteria: Signed Project Acceptance Document to be executed 3 days following solution production deployment based on the agreed-upon specification
9 Rev. 04/06/2023
Exhibit A-Configuration
34 3.2 Roles & Responsibilities
(a) Consultant
Role Responsibilities
Project Manager Ensure project scope is clear and that it is delivered on time and on budget. Should issues arise that are beyond his/her control, is responsible for proactively flagging,
communicating and creating mitigation plans.

Lead day to day execution of the project(s).

Drive agile development processes where indicated and
serve as Scrum Master on smaller projects.

Ensure collaboration between business, process and
technical teams.

Business Analyst Analyze and document as is and to be processes.

Provide continuous improvement feedback during
iterations.

Capture business requirements and deliver in-scope
documentation.

Assist in test scenario selection and plans.

Support Client-driven UAT.

On standby during hypercare.

Solution Engineer Drive solution platform architecture and produce related artifacts (for in-scope platform installations only).

Perform server-side activities required to deploy the
automation.

Build the solution.

Troubleshoot platform issues.

Support Client platform support team, preparing them to take over support after hypercare.

Present iterative builds to Client.

Provide as built design documents to ensure Client
manageability.

Solution Developer Creating and implementing source code for custom scripts and applications.

Testing and debugging source code.

Evaluate code to ensure it meets industry standards and compatibility requirements.

Document source code.

Solution Architect Translate requirements captured by functional business analysts, producing related documentation/artifacts.

Review and provide insight to complex solutions.

Provide technical guidance to Solution Engineers where
necessary.
10 Rev. 04/06/2023
Exhibit A-Configuration
35 (b) Client
Role Responsibility
Management Team Provide project direction, drive stakeholder support and engagement required for project success, sign off on
deliverables.

Project Manager Facilitate project logistics such as scheduling meetings, building access, documentation reviews, status meetings, etc. on Client side.

Ensure access to existing documentation and stakeholders as needed.

End Users Provide technical data and background on the current capabilities, roles, responsibilities, data/system
integrations, applications, tools, etc.

IT Team Provide ongoing technical automation resources and support through the lifecycle of the engagement.

3.3 Implementation Plan
(a) Schedule
The following is a high-level timeline upon which this fixed fee engagement is based. A detailed project plan will be created and agreed to during project initiation.

Task Timeframe
Project Initiation Week 1
Analysis and Design Weeks 2-3
Solution Configuration Weeks 3-4
Testing Weeks 5-6
Training and Transition Week 7
First Import Weeks 8-9
Final Import Weeks 10-11
Hypercare Week 12
11 Rev. 04/06/2023
Exhibit A-Configuration
36 (b) Key Dates
The key dates listed below are identified as target dates for the completion of the project and mutually agreed upon by Client and Consultant. These dates are preliminary and non-binding, however, if a proceeding commitment is not met the Go Live date will be at risk.

Task Date
Contract Execution 07/15/2023
Purchase Order Delivered 07/15/2023
Project Kickoff 08/17/2023
Target Go-Live 10/27/2023
Project End Date 11/04/2023
Customer Acknowledgement: \iimci1\ (Initial)

4. Pricing and Terms
Once this SOW has been executed and a Purchase Order (if necessary) has been received, the implementation process identified above will be initiated with the development of a formal project plan and schedule. This should be completed in the first week, at which point a formal plan will be cooperatively developed as a part of the project initiation phase. It is very important for both organizations to understand that starts and stops in the implementation process are very costly. Working together to develop a workable plan that will ensure a smooth process is critical to the overall success of the project.

4.1 Pricing Summary
Description Amount
KMBS Professional Services - Implementation Services $25,550.00 Discount (3%) ($765.00)
Project Total $24,735.00
(a) Services Payment Schedule
Each milestone is tied to the completion of the deliverables defined in the Deliverable Definition(s) table (Section 3.1b) and payments are made based on the successful completion of these milestones.
12 Rev. 04/06/2023
Exhibit A-Configuration
37 Item Percent Amount
Project Initiation (Upon Kickoff) 25% $6,185.00
Upon Start of UAT 35% $8,657.00
Upon Completion of UAT 30% $7,420.00
Solution Go-Live Acceptance 10% $2,473.00
Total $24,735.00

4.2 Travel and Expense
Konica Minolta expects to deliver the services outlined in this SOW remotely, however, if Client requests Konica Minolta personnel to travel in connection with the performance of this SOW, Client will reimburse Konica Minolta for all reasonable expenses incurred in connection with the performance of the services for travel expenses (such as airfare, car rental, lodging, mileage reimbursement, tolls, parking and meals). All travel time will be subject to a travel charge. Travel charges will be applied based on the standard hourly rate. The client will be invoiced for one-half of the total travel time to and from the client location for each on-site visit.

4.3 Statement of Confidentiality
This document contains information that is privileged, confidential, and subject to copyright it is tendered for the exclusive use of Client and its employees only. No portion of this document, including any and all the supporting materials submitted within the document, or in an addendum to it, may be transmitted to third parties or reproduced without prior written approval by Consultant.

4.4 Validity
This document shall remain valid until 8/4/2023.

4.5 Payment Terms
Milestones
Payments for specific tasks and deliverables shall be made upon acceptance of the milestones set forth in this SOW and are due net 30 days from the date of invoice. 13 Rev. 04/06/2023
Exhibit A-Configuration
38 5. Assumptions and Critical Dependencies

5.1 Project
KMBS will install and configure Outlook Integration on 2 workstations.

KMBS will install Virtual Print Driver (VPD) on up to 2 workstations.

City of Malibu IT will be responsible for the installation and setup of Outlook Integration and VPD on any additional workstations.

City of Malibu IT will be responsible for installing the Unity Client on HR users workstations.

City of Malibu IT will provide a TXT or CSV file from Springbrook on a regular basis, likely daily, to be imported into the OnBase Autofill Keyword Set.

City of Malibu IT will export documents from Civic HR with an associated index file, in a text/csv format containing the Employee ID and document file name in a format that can be natively processed by the OnBase DIP process.

Estimated # of Images to be imported 149,750
Estimated # of Documents to be imported 3,125

5.2 General
All Consultant services will be provided remotely.

Client will assign and provide a dedicated Project Manager to oversee the project on their side.

Client will furnish a list of stakeholders and communicate the expected time commitment for each individual. Client will also be responsible for ensuring that these time commitments are upheld.

All key stakeholders and project members will attend the project kick-off meeting to understand project objectives, timeline, deliverables and expectations.

Client will ensure its resources are trained and certified to perform any in-house roles in the chosen platform in advance of this engagement, or, at the latest, before UAT.

The training provided as part of this statement of work (SOW) will be tailored to the solution delivered and will not encompass all functionality of the platform.

Client will procure all required software licenses necessary for this engagement and for all necessary environments (Development, UAT, Production).

Client acknowledges that the hypercare period is intended to offer quick assistance and support as personnel learn to manage the recently deployed solution. Therefore, project resources will be available on a "call-in" basis rather than working full-time throughout the 1-week period. Should additional full-time resources be required at this stage due to unforeseen circumstances, the Client understands that a Change Order for the extra time needed will be required.

5.3 Schedule
Upon reaching an agreement on the specific project schedule, Client will be responsible for ensuring the participation of relevant stakeholders and coordinating any necessary logistical arrangements.

Client will make all relevant and requested documents available within 1 week of engagement commencement.
14 Rev. 04/06/2023
Exhibit A-Configuration
39 Client shall respond to requests for interviews and provide requested documentation within a period of 3 business days from the time of the request being made.

Consultant will collaborate with subject matter experts (SMEs) identified by Client and make arrangements for workshops or meetings related to the project. The Client will ensure that engagement activities are given priority, as necessary, to adhere to the agreed-upon schedule.

The duration of the user acceptance testing phase is expected to be 5 consecutive business days.

The duration of the project is expected to be 12 consecutive weeks. 5.4 Scope and Deliverables The Consultant Project Manager will be responsible for obtaining approval on all deliverables before they are considered final.

Key stakeholders will review the deliverables and provide feedback within 3 business days. If all feedback items are satisfactorily addressed, the deliverable will be considered final. If no feedback is received, the deliverable will be deemed complete and accepted.

5.5 User acceptance testing
Client will be responsible for creating a solution test plan and is responsible for executing against that plan for user acceptance testing.

Changes occurring as a result of UAT, which require an unforeseen scope change, may increase the overall project timeline and require a Change Order. It is recommended that Client set aside extra budget to mitigate the impact of this scenario.

Client will grant access to the necessary systems (test and production) for conducting UAT and executing UAT. Excessive delays may result in additional cost or loss of the engagements scheduled resources.

5.6 On-premise clients
Client will provide the hardware required to run all required components of the solution, these specifications can be supplied upon request.

Consultant will have unrestricted 24/7 access, including full control of mouse and keyboard, to all servers and configuration interfaces required for the development of the solution. Any access that necessitates the presence or oversight of the Client will prolong the project schedule and may incur additional costs for scheduling and coordination, which may result in a Change Order.

5.7 Intelligent Document Processing
The professional services required to extract data from documents are based on samples provided during the presales assessment. If other documents, exceptions or scenarios are presented, a Change Order and/or additional hours may be necessary.

Document automation may require machine learning in order to learn the fields in the contracts.

Client understands that, when anticipating the cost of software licensing per page costs, additional licensing components are often required for the engagement. As such, Client must understand its volume and anticipate volume 15 Rev. 04/06/2023
Exhibit A-Configuration
40 increases that may be triggered by new business dynamics. Client is solely responsible for anticipating these costs and it is highly advisable that Client vet its assumptions and expectations with the chosen automation vendor directly.

5.8 Change management process:

Either party may request modifications to the scope of professional services outlined in this statement of work (SOW). If a change is requested, the Consultant will inform the Client in writing of any potential impact on fees, costs, implementation schedule, or any other material effect that the change could reasonably have on the professional services. 16 Rev. 04/06/2023
Exhibit A-Configuration
41 Approval and Acceptance
CLIENT: City of Malibu
PROPOSED SOLUTION: HR Employee File Management
This SOW is entered into as of the date indicated by the last signing party below by and between Konica Minolta and Client. This SOW is a supplement to the parties Master Services and Sales Agreement (MSA) and is governed by the terms of the MSA. In the event of any conflict between the MSA and this SOW, this SOW shall control but only with respect to this particular SOW.

By signing below, the authorized representative(s) from Client acknowledges that they have read, agreed to, and accepted this SOW and agree that it is provided for the purpose of providing an estimate for professional services related to discovery and gap analysis and is subject to change.

City of Malibu Approval
\iimcn1\ \iimcs1\ \iimcd1\
Approver Signature Date Signed
Konica Minolta Business Solutions U.S.A., Inc. Approval \iimsdn1\ \iimads1\ \iimsdd1\
IIM Sales Director Signature Date Signed
\iimpsn1\ \iimpss1\ \iimpsd1\
Professional Services Manager Signature Date Signed
17 Rev. 04/06/2023
Exhibit A-Configuration
42 Appendix A: OnBase Complexity Definitions
The tables provided serve as a reference for the level of effort required, taking into consideration the various factors that contribute to the complexity of the project. Your Konica Minolta presales consultant has made determinations regarding the scope of the project, as outlined in Section

2.1, based on the information gathered during the presales process.

Installation
Depending on the requirements of the solution, different components may require installation with different levels of complexity.

Hosted
Web-Only
Base level access will not require additional installations. Links and access will be given to access the system via a web browser.

Hosted Client
Installs
A Hyland-hosted system that requires local install or install packages to be set up for distribution.

On-Premise
Web-Only
An on-premise installation requires all server components to be installed.

Web-only will require no local client installations.

On-Premise
Client Installs
An on-premise installation requires all server components to be installed.

This install also requires local client installation or installation packages to be created.

Modifications
Any adjustments or extensions to existing configurations.

Low Addition of simple workflow ad-hoc tasks, document types, keyword types or attributes.

Medium-Low Creation or modification to existing queries, folders, or filters for simple retrieval.

Medium Addition of workflow queues to an existing workflow with automation, load balancing, and does not require updates to existing documents.

Medium-High Modification that requires reprocessing documents or moving of existing documents in existing processes.

High Scripting or customizations to existing forms or interfaces.

Import
Import configurations are methods of bringing content into the system. 18 Rev. 04/06/2023
Exhibit A-Configuration
43 Low Basic scan queue setup for Manual import
Medium-Low Scheduled Directory Sweep or DIP processor
Medium Unity Form creation for data and document consumption Medium-High Out of box integration for document upload
High Customized interface for ingestion of documents
Workflow
Workflow is any configuration of the workflow modules available in the provided software.

Low Workflow with minimal to no automation and primarily manual processing and only requires 5 working queues. Automation supported is limited to functions such as minor modification of keyword values.

Medium-Low Workflow consisting of up to 5 queues that require more advanced automation such as calculations and basic rules-based routing and validation and notifications.

Medium Workflow consists of up to 7 queues and requires advanced calculations, routing, validation, and notifications.

Medium-High Workflow that may require multiple life cycles and has advanced automation that may include advanced calculations and out-of-box integrations such as Docusign E-Signature or Document Composition.

High Workflow requiring scripting, web service calls or other integration points.

Workview
Workview is the configuration of the OnBase case management module.

Low A basic application with no more than 3 classes each consisting of 5-10 attributes. No complex filters or views required.

Medium-Low An application with no more than 3 classes each consisting of 5-10 attributes. Views and/or filters are dynamic and may vary by users and/or stages in workflow processes.

Medium An application with no more than 6 classes each consisting of 5-15 attributes. Views and/or filters are simple and of minimal complexity. 19 Rev. 04/06/2023
Exhibit A-Configuration
44 Medium-High An application with no more than 6 classes each consisting of 5-15 attributes. Views and/or filters are dynamic and may vary by users and/or stages in workflow processes.

High An application with a large number of classes and potentially additional related applications. Views and/or filters are dynamic and may vary by users and/or stages in workflow processes.

Integrations
Includes any development of integrations with third-party systems.

Low Integrations using out of the box functionality such as autofill or application enabler.

Medium-Low A data integration using either a daily or weekly data feed or external autofill.

Medium A unidirectional integration with semi-frequent transfers using native API functionality.

Medium-High A bi-directional integration requiring real-time data and\or document transfers using native API functionality.

High A bi-directional integration requiring real-time data and\or document transfers and requires customized API or interfaces for input or outputs.

Reports
Reports are configurations of provided software report modules or custom if required.

Low Standard Report Dashboard in grid using native data connectors.

Medium-Low Standard Report Dashboard which includes graphical elements (charts/graphs).

Medium Standard Report Dashboard which includes calculated fields and graphical elements (charts/graphs).

Medium-High Custom data reporting using Report Dashboards which includes data outside of the OnBase system with calculated fields and graphical elements (charts/graphs).

High Integration of data into different BI tool/s for a client. 20 Rev. 04/06/2023
Exhibit A-Configuration
45 Retention
A retention configuration refers to the settings and policies that determine how long a document or record will be kept.

Low This level of complexity would involve a basic document retention configuration, such as retaining documents for a specified number of days or years after their creation or last modification date.

Medium-Low This level of complexity would involve the implementation of basic document retention policies with some additional parameters, such as specific document types or custom metadata fields.

Medium This level of complexity would involve the implementation of more complex document retention policies, such as those based on events, such as when a document is approved, rejected, or deleted, or based on specific conditions, such as the expiration of a contract or the end of a project.

Medium-High This level of complexity would involve the integration of Hyland OnBase document retention with other systems or processes, such as records management systems or enterprise resource planning systems.

High This level of complexity would involve the implementation of highly complex and customized document retention policies, such as those involving multiple conditions, nested rules, and extensive integration with other systems.
21 Rev. 04/06/2023
Exhibit A-Configuration
46

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Agenda Item # 6.A.

Council Agenda Report
To: Mayor Uhring and the Honorable Members of the City Council Prepared by: Mary Ortiz Bradley, Human Resources Manager Reviewed by: Joseph D. Toney, Assistant City Manager
Approved by: Steve McClary, City Manager
Date prepared: March 19, 2024 Meeting date: April 8, 2024 Subject: Classification and Total Compensation Study Results RECOMMENDED ACTION: 1) Receive and file Classification and Compensation Study Reports; 2) Authorize the Mayor to execute Amendment No. 1 to the Professional Services Agreement with Koff & Associates, a Gallagher company, to extend the term to May 31, 2024.

FISCAL IMPACT: There is no fiscal impact associated with the recommended action.

Appropriation for implementing the study results will be included in the FY 2024-25 Proposed Budget.

Classification and Compensation studies do not guarantee increases in all staffing compensation but ensure competitiveness within the identified market. Since the study was completed during FY 2023-24, the Accounting & Finance Subcommittee will incorporate the study findings and recommendations (classification and compensation), along with the cost-of-living adjustments (COLA), into the FY 2024-25 Proposed Budget.

STRATEGIC PRIORITY: This item supports the Top Workplace Culture – Recruitment and Retention priority identified in the Adopted FY 2023-24 Strategic Priority Project List.

DISCUSSION: As part of the FY 2022-23 Adopted Budget and Work Plan, the City Council established the priority of conducting a Classification and Compensation Study to identify ways in which the City can address the employee recruitment and retention needs and improve service delivery to the community.

City Council Meeting
04-08-24
Item

6.A.
1

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Agenda Item # 6.A.

Classification and compensation studies review internal equity (pay relationships between positions) and external competitiveness (pay relationships with labor market competitors). The goal is to ensure that job specifications are appropriate, and compensation is competitive with the market. The last study was completed in 2006, proving the need for this effort is long overdue.

Requests for Proposals were requested on October 17, 2022, with a deadline of November 15, 2022. The City received four proposals. City staff reviewed and interviewed potential vendors, selecting Koff & Associates, a division of Gallagher Benefit Services, Inc., as the best overall choice based on quality and experience. The professional services agreement went before the City Council for review and approval on February 27, 2023. The professional services agreement had an effective date of February 27, 2023, and a one-year duration. The total project was estimated to take up to 8 months to complete to ensure a thorough and complete final product. However, the project did not start as early as anticipated due to the delay in the City’s execution of the professional services agreement; it was fully executed on March 22, 2023.

A Project Team made up of a staff member representing each department was established following Council’s direction. The Classification Study was launched in April 2023, followed by the Total Compensation Study (salary and benefits) in September 2023. The scope of work was conducted in two phases, the Classification Study, and the Compensation Study. Draft reports with the findings and recommendations for the Classification and Compensation Study were provided by Gallagher (formerly Koff & Associates) in two separate reports (Classification Study and Total Compensation Study) in February 2024, with the final reports provided March 2024.

Classification and Compensation Study Results
Listed below is background information on each portion of the study, as well as a summary of the findings and recommendations that are included in each report.

Classification Study Report
The goals and objectives of the Classification Study are listed below:
• Obtain detailed information regarding each position through a variety of techniques, including written Position Description Questionnaires (PDQs) and interviews with employees and management;
• Prepare an updated classification plan, including recommended class descriptions and position allocations that recognizes the scope and level of the various classes and positions, and is perceived equitable by management and employees alike; • Provide class descriptions and other documentation that includes information required for compliance with the Americans with Disabilities Act (ADA) and 2

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appropriate qualifications, including knowledge, skills, and other requirements that are job-related and meet other legal guidelines; and
• Provide sufficient documentation to allow the City to maintain the classification system on a regular basis.

Findings and Recommendations:

The City’s Classification Plan currently includes 85 classifications. The study revealed that, overall, the City has a solid classification structure. As such, only a few changes were recommended. The recommendations included ten classifications title changes (see Table 1 below), 4 reclassifications (see Table 2 below), and 4 new classifications.

Table 1. Title Change Recommendations
Current Classification Title Proposed Classification Title Accounting Clerk Accounting Assistant
Administrative Analyst Management Analyst
Assistant Civil Engineer Assistant Civil Engineer
Environmental Programs Coordinator Environmental Compliance Coordinator Media Analyst Media & Technology Systems Specialist
Media Technician Media Production Technician
Principal Permit Services Technician Supervising Permit Services Technician Public Safety Liaison Public Safety Coordinator
Senior Maintenance Worker Senior Maintenance Technician Senior Park Maintenance Worker Senior Maintenance Technician Title changes are recommended to reflect the level and scope more clearly being performed, to consolidate work into broader categories that could be used City-wide, as well as establish consistency with the labor market and industry standards. Any compensation recommendations are not dependent upon a new title, but upon the market value as defined by job scope, level and responsibilities, and the qualifications required for successful job performance.

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from those positions over time. These recommendations are based on the individual positions interviewed and would only apply to the four incumbents in these positions.

Thus, the City can continue to allocate staff to the Office Assistant classification.

However, the City would no longer be able to allocate staff to the Administrative Analyst classification since this would be replaced by the Senior Management Analyst classification, an advanced journey-level class. The study also recommended the creation of a professional Management Analyst series that would include a journey-level class (Management Analyst) and an advanced journey-level class (Senior Management Analyst). This would give the City, in the future, the flexibility to allocate staff at the level that best serves the City’s needs.

The study also recommended four new job classifications to the City’s classification structure to reflect specialized duties or provide additional levels to accommodate future changes in organizational structure and staffing.
• Plan Check Engineer
• Senior Plan Check Engineer
• Management Specialist
• Public Information Officer
The proposed Plan Check Engineer and Senior Plan Check Engineer are recommended to be established to reflect the specific and specialized skills needed in plan check services. The proposed Management Specialist was developed to provide a paraprofessional and bridge classification to the professional Management Analyst series. And with the growing complexity and demands of the City’s communications and media services, Gallagher developed the Public Information Officer to meet future operational needs.

Appendix I of the Classification Study Report includes a complete list of the Recommended Position Allocations.

Conclusion
The revised classification descriptions serve as a general description of the work performed and provide a framework of the expectations of each position for the employee. Requests for the addition of new positions and classifications and/or reclassification of an existing position will follow established City policies and procedures. Any decisions related to the addition of new positions and classifications, reclassification of an existing position, and promotion of an existing position will depend on the needs and resources of the City and the availability of work, as well as the ability of existing positions to meet the qualifications of and perform the duties of the higherlevel class. 4

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Agenda Item # 6.A.

Total Compensation Study Report
A compensation study compares the base salaries of benchmark classifications at agencies within an organization’s labor market to identify comparable classifications and determine the organization’s competitiveness, based on salaries alone. The results of this type of study can be used to develop/refine the organization’s recruitment strategies.

A total compensation study is more comprehensive than a compensation study since it also reviews benefit data and includes it in the analysis to gauge the organization’s competitiveness in the labor market, using base salary data as well as total compensation data (salary plus benefits). The results of this type of study can be used to develop/refine an organization’s recruitment and retention strategies. In addition, this information can also be used to review and revise, if necessary, an organization’s compensation philosophy, and develop goals and objectives to achieve the desired standing in the labor market.

This compensation review process was precipitated by:
• The concern of the City Council and management that employees should be recognized for the level and scope of work performed and that they are paid on a fair and equitable basis;
• The desire to have a highly competitive compensation plan that allows the City to recruit and retain top talent that meets the City’s needs; and • The desire to ensure that internal salary relationships are based upon objective, qualitative evaluation factors, resulting in equity across the City.

This report summarizes the study methodology, analytical tools, and the total compensation (salary and benefits) survey findings.

Benchmark Classifications
The study included 85 classifications, and of those, 48 classifications were selected as “benchmarks” for which salary and benefits data would be collected within the defined labor market. Benchmark classifications are those classifications that are most common in the market and are used as a means of anchoring the City’s overall compensation plan to the market. Other classifications not surveyed were included in the compensation plan and aligned to the benchmark classifications using internal equity principles.

Comparator Agencies
Gallagher conducted an analysis of potential labor market agencies, examining key factors to assess the comparability of the agency as a potential labor market comparator.

In identifying the labor market, the following factors were examined: 1) Organizational type and structure; 2) Similarity of population, staff, and operational budgets; 3) Scope of 5

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Agenda Item # 6.A.
services provided; and 4) Labor market and geographic location. After an evaluation of these factors and subsequent discussions with City Management and the Project Team, a list of comparator agencies was determined and established as the labor market for the salary study (see table 3 below).

Table 3. Comparator Agencies
Agency

1. City of Agoura Hills

2. City of Beverly Hills

3. City of Calabasas

4. City of Camarillo

5. City of Culver City

6. City of Laguna Beach

7. City of Manhattan Beach

8. City of Redondo Beach

9. City of Thousand Oaks

10. City of West Hollywood
Salary and Benefit Data
Listed below is the salary and benefits data that was collected for each benchmark classification. The cost of these benefits to each agency was converted into dollar amounts (see in Appendix II [Benefit Detail] of the Total Compensation Report) and these amounts were added to base salaries for total compensation purposes.

1. Monthly Base Salary (top of the salary range and/or control point)

2. Employee Retirement information consisting of the following:
 PERS Formula (Classic plan).
 Enhanced Formula Cost (baseline PERS formula is 2%@62).  Single Highest Year Cost.
 Employer Paid Member Contribution (employee’s contribution to PERS that is paid by the employer).
 Social Security.
 Other (any other retirement contributions made by the employer).

3. Deferred Compensation (with or without employee contribution required).

4. Insurances (employer paid premiums for an employee with family coverage):
 Cafeteria/Flexible Benefit Plan
 Medical
 Dental
6

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 Vision
 Other

5. Leaves (Other than sick leave)
 Vacation
 Holidays (including floating hours)
 Administrative Leave (includes management or personal leave).

6. Auto Allowance (allowance or vehicle; mileage reimbursement excluded).

7. Other (any other benefit available to all in the class).

All the benefit elements are benefits provided to all employees in the classification. As such, they represent an ongoing cost for which an agency must budget. Other benefit costs, such as sick leave, tuition reimbursement, and reimbursable mileage are usagebased and cannot be quantified on an individual employee basis.

Data Collection and Reporting
Data was collected during the months of October through December 2023 through comparator agency websites, conversations with human resources, accounting, and/or finance personnel, and careful review of agency documentation such as classification descriptions, memoranda of understanding, organization charts, and other documents.

The data reported includes known increases through January 2024.

For each benchmark classification, the average (mean), median (midpoint), and the market 75th percentile (third quartile) of the comparator agencies were calculated and reported, using top monthly salary data and total compensation data. When using survey data to make salary range recommendations and adjustments, Gallagher recommends using the median, rather than the mean, because the median is not skewed by extremely high or low salary values. Gallagher considers a classification falling within 5% of the median to be competitive in the labor market.

To calculate the market, Gallagher requires that there be a minimum of four comparator agencies with matching classifications to the benchmark classification. The reason for requiring a minimum of four matches is so that no one classification match has undue influence on the calculations. Sufficient data was collected from the comparator agencies for 37 of the 48 benchmark classifications; 11 benchmark classifications were found to have insufficient market matches (see Market Compensation Results Summary table in the report). The 11 insufficient market matches and all other classifications are placed in the salary plan based on equitable internal relationships.

Labor Market Findings
7

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A classification that falls within 5% of the median can be competitive in the labor market for salary survey purposes, because of the differences in compensation policy, actual scope of work, and position requirements. However, the way the results of a salary survey are interpreted is based on the organization’s compensation philosophy. There are three main compensation philosophy: 1) Lead; 2) Match; and 3) Lag. Leading the market is when employees are paid more than the market rate, whereas lagging the market is when you pay below it. Matching the market is when employees are paid the going market rate. To attract and retain a highly qualified workforce, the City’s compensation philosophy is to lead the market.

The study revealed the City’s base salaries are, on average, 4.9% below the market median and the City’s total compensation is 0.2% below the market median. This means that even when the City’s benefits are factored into employee compensation, the City is still below the market. For organizations with a “lag the market” philosophy, these results would indicate they were “competitive” in the labor market. However, these results are not in alignment with the City’s compensation philosophy (leading the market). To ensure the City’s compensation aligns with this philosophy, the City has adopted a compensation strategy that aims to set salaries as 10% above the market median (target market). A table that shows how each benchmark classification’s base salary and total compensation compared to the market median and the target market (median + 10%) are included in Appendix I – Market Compensation Results Summary of the Total Compensation Report. The City’s base salaries overall, in comparison to the target market (median +10%), are on average 15.4% below target market.

In summary, the City’s goal is to be in the top tier of comparable agencies in order to have all job classifications be attractive in the market.

The base salary market results show that 30 classifications are paid below the City’s targeted market placement, and that three classifications are above the target market (see Table 4 below for more details). There were not enough comparator agencies with matching classifications for 11 of the 48 benchmarked classifications. Because four of the 48 classifications were new/proposed there was no compensation data available for a comparison.

Table 4. Classifications Compared to Target Market (Median + 10%) # of Classifications <5% 5-10% 10-15% 15-20% 20%+ Total Below the Target Market 4 6 4 6 10 30
Above the Target Market 2 1 0 0 0 3
Compensation Structure
8

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A well-designed compensation structure includes salary ranges that are tied to pay grades (not positions), with salary differentials between pay grades that minimize the likelihood of salary compaction among classifications, especially between staff and supervisory classifications. Each pay grade has a distinct salary range that includes a minimum and maximum salary. The salary range can be an open salary range or made up of steps. Two main factors that determine pay grade are level of responsibilities and position within a career path. Job classifications that are allocated the same pay grade are deemed to be similar/comparable from an internal equity standpoint and/or have similar pay in the labor market. A well-designed compensation structure is easy to administer and maintain because it is not impacted by changes made to job classifications or authorized/budgeted positions. For example, when a classification’s maximum base salary is below the labor market, the creation of a new salary range would not be required. Instead, consideration would be given to a different pay grade allocation, one that has a salary range with a maximum base salary that comes closest to the organization’s target market and/or compensation philosophy. Similarly, when COLAs are authorized, these are applied to all the salary ranges within the pay grades that exist in the organization’s compensation plan. This means that even though the salary ranges may change, the allocated pay grade remains constant. Consequently, the internal organizational relationships also remain unchanged. This also allows for organizations to add or delete classifications without impacting the compensation structure.

Currently, the City’s salary structure does not contain pay grades. It has salary ranges that are tied to authorized positions in the budget. Each salary range contains 10 steps with an approximate spread of 30% between the minimum and maximum base salary, with a 3% salary differential between steps. Because the salary ranges are directly tied to authorized positions, when a position is eliminated as an authorized position, this has the potential to eliminate the entire salary range from the compensation structure. This would happen when the eliminated position is the only position with that salary range.

Proposed Salary Structure
The report presents the City with a new compensation plan structure, one that retains the 10-step salary ranges (with 3% salary differential between steps), has a 5% salary differential between ranges (with range assigned a pay grade), and classifications assigned a pay grade. Appendix III – Proposed Salary Schedule of the report lists the salary range number assigned to each pay grade, as well as the base salary assigned to each step within the range (annually and monthly). It is important to note that the new structure is easy to maintain and administer. It connects all salary ranges, and their steps, by formula, thereby allowing for COLAs to be applied to only one-dollar figure in the table/matrix, which then automatically updates the entire table. 9

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Gallagher also provided standard human resources practices that are commonly applied when making salary recommendations based upon internal relationships, e.g., common differentials between a trainee and experienced (or journey) class in a series (10% to 15%), a journey-level class and the lead or advanced journey-level class (10% to 15%), and between a full supervisory class and the highest class supervised (10%-25%, depending upon the breadth and scope of supervision). This information will be useful in maintaining the integrity of the City’s classification and compensation plan when classifications are revised/added in the future, ensuring the internal organizational relationships are accounted for when setting/revising compensation.

Proposed Salary Range Placement
Appendix IV – Proposed Salary Plan of the report illustrates the proposed salary range placement for each classification based on the target market (median + 10%), as well as the established internal relationship (this plan applies to full-time classifications as well as to part-time classifications with full-time equivalents). For those classifications for which there was sufficient market data, classifications were placed within the salary range whose proposed maximum is closest to the target market salary (median +10%) for that classification. Given the “closest to” methodology, in some cases the proposed salary range might be higher than target market and in some cases the target market might be slightly lower. The remaining classifications were examined and internal equity principles were applied to develop salary placement recommendations for the remaining classifications, e.g., non-benchmark classifications and benchmark classifications for which there was insufficient market data. Note: The proposed salary plan does not include salary placement recommendations for classifications that were added to the City’s salary schedule after the classification study began.

Impact on Employee Compensation
As stated previously, classification and compensation studies do not guarantee increases in all staffing compensation but ensure competitiveness within the identified target market (median + 10%). Under the new compensation structure, all City classifications will be allocated a pay grade with a salary range that has a maximum base salary that comes closest to the target market; this means the new corresponding salary range will be near the current salary range or higher. Employees will be placed at the range step that comes closest to their current base salary, without resulting in a salary decrease. If an employee’s current salary is below the minimum base salary that corresponds to the pay grade proposed for their classification, the employee will be placed on step 1 of the new salary range. The new compensation structure, including COLA, will be included in the FY 2024-25 Proposed Budget, beginning July 1, 2024.

Amendment to Professional Services Agreement
The Classification and Compensation Study took almost 10 months to complete, instead of the anticipated 8 months. However, it did not exceed the approved budget allocation 10

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for the study (costs up to $99,925, with a 5% contingency, or $5,000, to cover any additional work the City may request in line with the services provided). The scope of work included the revision of 40 job specifications, but the City requested additional work in line with the services provided, e.g., the revision of an additional 20+ job specifications that have a direct relationship to the benchmark classifications used in the Classification and Total Compensation Study. The revision of these job classifications would require an extension to the original contract term. It is anticipated that these outstanding items would be completed before May 31, 2024. An amendment to the term of the professional services agreement with Koff & Associates is requested, one that extends the agreement for three months to May 31, 2024, to ensure any remaining implementation items are completed with the consultant. No additional appropriations are needed for the extension since the additional work requested by the City is within the original scope and budget for the project.

ATTACHMENTS:

1. Classification Study Report

2. Total Compensation Study Report

3. Professional Services Agreement Amendment
11 © 2024 Arthur J. Gallagher & Co.

March 2024

CLASSIFICATION STUDY

FINAL REPORT
City of Malibu
Formerly Koff & Associates
ATTACHMENT 1
12 © 2024 Arthur J. Gallagher & Co. 1
Contents
Background..................................................................................................................................... 3 Classification Study Goals .............................................................................................................. 3 Classification Study Process........................................................................................................... 3 Classification Concepts .................................................................................................................. 4 Positions vs. Classifications ...................................................................................................... 4 The Relationship Between Classification and Compensation.................................................... 4 The Purpose of Having a Classification Plan............................................................................. 4 Classification Descriptions......................................................................................................... 5 Fair Labor Standards Act........................................................................................................... 7 Classification Findings and Recommendations .............................................................................. 9 Classification Structure and Allocation Factors ......................................................................... 9 Classification Allocation Recommendations............................................................................14 Title Change............................................................................................................................14 Reclassification .......................................................................................................................15 New Classifications .................................................................................................................15 Conclusion....................................................................................................................................16 13 © 2024 Arthur J. Gallagher & Co. 2
List of tables
Table 1. Title Change Recommendations...................................................................................15 Table 2. Reclassification Recommendations ..............................................................................15 Appendices
Appendix I: Recommended Position Allocations
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Background
In March 2023, the City of Malibu (City) contracted with Gallagher to conduct a classification and total compensation study for all the City of Malibu’s job classifications. The Total Compensation Study report has been submitted under separate cover and the following report contains the findings from the Classification Study.

Classification Study Goals
The goals and objectives of the classification portion of the study were to:
• Obtain detailed information regarding each position through a variety of techniques, including written Position Description Questionnaires (PDQs) and interviews with employees and management; • Prepare an updated classification plan, including recommended class descriptions and position allocations that recognizes the scope and level of the various classes and positions, and is perceived equitable by management and employees alike;
• Provide class descriptions and other documentation that includes information required for compliance with the Americans with Disabilities Act (ADA) and appropriate qualifications, including knowledge, skills, and other requirements that are job-related and meet other legal guidelines; and • Provide sufficient documentation to allow the City to maintain the classification system on a regular basis.

Classification Study Process
The classification study procedures were as follows:
• An initial meeting was held with City of Malibu management to clarify study scope, objectives, processes, and deliverables.
• Orientation meetings were held to which all employees were invited, to meet consultant staff involved with the project, clarify study objectives and procedures, answer questions, and distribute the PDQs. • After the PDQs were completed by employees and reviewed by management and consultant staff, interviews were conducted with employees and management. • Following the analysis of the classification information gathered, draft class concepts, specifications, and position allocations were developed for management and employee review. • After resolution of issues, wherever possible, including additional contacts with employees and management to gain details and clarification, appropriate modifications were made to the draft specifications and allocations and this report was prepared. 15 © 2024 Arthur J. Gallagher & Co. 4
Classification Concepts
Positions vs. Classifications
“Position” and “Classification” are two terms that are often used interchangeably but have very different meanings. As used in this report:
• A position is an assigned group of duties and responsibilities performed by one person. A position can be full-time, part-time, regular or temporary, filled or vacant. Often the word “job” is used in place of the word “position.”
• A classification or class may contain only one position or may consist of a number of positions. When there is more than one position assigned to a classification, it means that the same title is appropriate for each position; that the scope, level, duties, and responsibilities of each position assigned to the class are sufficiently similar (but not identical), that the same core knowledge, skills, abilities, and other requirements are appropriate for all positions, and that the same salary range is equitable for all positions in the class.

The description of a position often appears as a working desk manual, going into detail regarding work process steps, while a class description emphasizes the general scope and level of responsibilities, plus the knowledge, skills, abilities, and other requirements for successful performance.

When positions are classified, the focus is on assigned job duties and the job-related requirements for successful performance, not on individual employee capabilities or amount of work performed. Positions are thus evaluated and classified on the basis of such factors as knowledge, skills, and abilities required to perform the work, the complexity of the work, the authority delegated to make decisions and take action, the responsibility for the work of others and/or for budget expenditures, contacts with others (both inside and outside of the organization), and the impact of the position on the organization and working conditions.

The Relationship Between Classification and Compensation Classification and the description of the work and the requirements to perform the work are separate and distinct from determining the worth of that work in the labor market and to the organization. While recommending the appropriate compensation for the work of a class depends upon an understanding of what that work is and what it requires (as noted above), compensation levels are often influenced by two factors:
• The external labor market; and
• Internal relationships within the organization.

Compensation findings and recommendations for the City have been provided in a separate report.

The Purpose of Having a Classification Plan
A position classification plan provides an appropriate basis for making a variety of human resources decisions such as:
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• Development of job-related recruitment and selection procedures; • Clear and objective appraisal of employee performance; • Development of training plans and succession planning; • Design of an equitable and competitive salary structure; • Organizational development and the management of change; and • Provision of an equitable basis for discipline and other employee actions.

In addition to providing this basis for various human resources management and process decisions, a position classification plan can also effectively support systems of administrative and fiscal control.

Grouping of positions into an orderly classification system supports planning, budget analysis and preparation, and various other administrative functions.

Within a position classification plan, job classifications can either be broad (containing a number of positions) or narrow (emphasizing individual job characteristics). Broad job classifications are indicated when:
• Employees can be hired with a broad spectrum of knowledge, skill, and/or academic preparation and can readily learn the details of the organization, the department, and the position on-the-job; or • There is a need for flexibility of the assignment within a department or an organization due to changing programs, technologies, or workload.

Individualized job classifications are indicated when:
• There is an immediate need to recruit for specialty knowledge and skills; • There is a minimum of time or capability for on-the-job training; or • There is an organizational need to provide for specific job recognition and to highlight the differences between jobs.

Most classification plans are a combination of these two sets of factors, and we have chosen the middle ground in this study as being most practicable in the City’s changing environment and service delivery expectations, as well as being in line with the City’s strategic plan. This approach resulted in recommendations to retitle classifications to more accurately reflect current responsibilities or use more contemporary titles (i.e., Accounting Clerk to Accounting Assistant), or to reclassify certain individuals into existing or entirely new classifications that more accurately reflect current responsibilities (i.e., Principal Permit Services Technician to Supervising Permit Services Technician). Detailed allocation recommendations are found in Appendix I of the report.

Classification Descriptions
In developing the new and revised classification descriptions for all positions, the basic concepts outlined in the previous pages were utilized. The revised class descriptions have been provided to the City electronically and separate from this report.
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As mentioned earlier, the class descriptions are based upon the information from the written PDQs completed by each employee, the individual job audit interviews (if required), and from information provided by employees and managers during the review processes. These descriptions provide:
• A written summary documenting the work performed and/or proposed by the incumbents of these classifications;
• Distinctions among the classes; and
• Documentation of requirements and qualifications to assist in the recruitment and selection process.

Just as there is a difference between a position and a class, there is also a difference between a position description and a class description. A position description, often known as a “desk manual,” generally lists each duty an employee performs and may also have information about how to perform that duty. A class description normally reflects several positions and is a summary document that does not list each duty performed by every employee. The class description, which is intended to be broader, more general and informational, is intended to indicate the general scope and level of responsibility and requirements of the class, not detail-specific position responsibilities.

The sections of each class description are as follows:

Title: This should be brief and descriptive of the class and consistent with other titles in the classification plan and the occupational area.
• The title of a classification is normally used for organization, classification, and compensation purposes within the City. Often working titles are used within a department to differentiate an individual. All positions have a similar level of scope and responsibility; however, the working titles may give assurance to a member of the public that they are dealing with an appropriate individual. Working titles should be authorized by Human Resources to ensure consistency within the City and across departmental lines.

Definition: This provides a capsule description of the job and should give an indication of the type of supervision received, the scope and level of the work, and any unusual or unique factors. The phrase “performs related work as required” is not meant to unfairly expand the scope of the work performed, but to acknowledge that jobs change and that not all duties are included in the class specification.

Supervision Received and Exercised: This section specifies which class or classes provide supervision to the class being described and the type and level of work direction or supervision provided to this class.

The section also specifies what type and level of work direction or supervision the class provides to other classes. This assists the reader in defining where the class “fits” in the organization and alludes to possible career advancement opportunities.

Class Characteristics: This can be considered the “editorial” section of the specification, slightly expanding the Definition, clarifying the most important aspects of the class, and distinguishing this class from the next higher-level in a class series or from a similar class in a different occupational series.

Examples of Typical Job Functions: This section provides a list of the major and typical duties, intended to define the scope and level of the class and to support the Qualifications, including Knowledge and Skills. 18 © 2024 Arthur J. Gallagher & Co. 7
This list is meant to be illustrative only. It should be emphasized that the description is a summary document, and that duties change depending upon program requirements, technology, and organizational needs.

Qualifications: This element of the description has several sections:
• A listing of the job-related knowledge required to successfully perform the work. They must be related to the duties and responsibilities of the work and capable of being validated under the Equal Employment Opportunity Commission’s Uniform Guidelines on Selection Procedures. Knowledge (intellectual comprehension) and Abilities (acquired proficiency) should be sufficiently detailed to provide the basis for selection of qualified employees.
• A listing of educational and experience requirements that outline minimum and alternative ways of gaining the knowledge and abilities required for entrance into the selection process. These elements are used as the basic screening technique for job applicants. • Licenses and/or certifications identify those specifically required in order to perform the work. These certifications are often required by an external agency (i.e., the State) and can therefore be appropriately included as requirements.

Physical Demands: This section identifies the basic physical abilities required for performance of the work.

These are not presented in great detail (although they are more specifically covered for documentation purposes in the PDQs) but are designed to indicate the type of pre-employment physical examination (lifting requirements and other unusual characteristics are included, such as “finger dexterity needed to access, enter, and retrieve data using a computer keyboard”) and to provide an initial basis for determining reasonable accommodation for ADA purposes.

Working Conditions: These can describe certain outside influences and circumstances under which a job is performed; they give employees or job applicants an idea of certain risks involved in the job and what type of protective gear may be necessary to perform the job. Examples are loud noise levels, cold and/or hot temperatures, vibration, confining workspace, chemicals, mechanical and/or electrical hazards, and other job conditions.

Fair Labor Standards Act
One of the major components of the job analysis and classification review is the determination of each classification’s appropriate Fair Labor Standards Act (FLSA) status, i.e., exempt vs. non-exempt from the FLSA overtime rules and regulations.

As we review position description questionnaires and notes from the interviews, we analyze each classification’s essential functions to determine FLSA status. There are three levels for the determination of the appropriate FLSA status that are utilized and on which we base our recommendations. Below are the steps used for the determination of Exempt FLSA status.

Salary Basis Test: The incumbents in a classification are paid at least $684 per week ($35,568 per year), not subject to reduction due to variations in quantity/quality of work performed.

Exemption Applicability: The incumbents in a classification perform any of the following types of jobs:
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• Executive: Employee whose primary duty is to manage the business or a recognized department/entity and who customarily directs the work of two or more employees. This also includes individuals who hire, fire, or make recommendations that carry particular weight regarding employment status. Examples:
executive, director, owner, manager, supervisor.
• Administrative: Employee whose primary activities are performing office work or non-manual work on matters of significance relating to the management or business operations of the firm or its customers and which require the exercise of discretion and independent judgment. Examples: administrator, analyst.
• Professional: Employee who primarily performs work requiring advanced knowledge/education and which includes consistent exercise of discretion and independent judgment. The advanced knowledge must be in a field of science or learning acquired in a prolonged course of specialized intellectual instruction. Examples: engineer, accountant.
• Computer professional: Employee who primarily performs work as a computer systems analyst, programmer, software engineer or similarly skilled work in the computer field performing a) application of systems analysis techniques and procedures, including consulting with users to determine hardware, software, or system functional specifications; b) design, development, documentation, analysis, creation, testing, or modification of computer systems or programs, including prototypes, based on and related to user or system design specification; or c) design, documentation, testing, creation or modification of computer programs based on and related to user or system design specifications; or a combination of the duties described above, the performance of which requires the same level of skills. Examples:
system analyst, database analyst, network architect, software engineer, programmer.

Job Analysis: A thorough job analysis of the job duties must be performed to determine exemption status.

An exempt position must pass both the salary basis and duties tests. The job analysis should include:
• Review of the minimum qualifications established for the job; • Review of prior class descriptions, questionnaires, and related documentation; • Confirmation of duty accuracy with management; and
• Review and analysis of workflow, organizational relationships, policies, and other available organizational data.

Non-exempt classifications work within detailed and well-defined sets of rules and regulations, policies, procedures, and practices that must be followed when making decisions. Although the knowledge base required to perform the work may be significant, the framework within which incumbents work is fairly restrictive and finite. (Please note that FLSA does not allow for the consideration of workload and scheduling when it comes to exemption status).

Finally, often a classification performs both non-exempt and exempt duties, so we analyze time spent on each type of duties. If a classification performs mostly non-exempt duties (i.e., more than 50% of his or her time), then the classification would be considered non-exempt. 20 © 2024 Arthur J. Gallagher & Co. 9
Classification Findings and Recommendations
Classification Structure and Allocation Factors
The proposed classification plan provides the City with a systematic classification structure based on the interrelationship between duties performed, the nature and level of responsibilities, and other work-related requirements of the jobs.

A classification plan is not a stable, unchanging entity. Classification plans may be updated and revised by conducting classification studies that are organizational wide (review of all classifications and positions) or position specific. The methodology used for both types of studies is the same, as outlined above.

For either type of study, when identifying appropriate placement of new and/or realigned positions within the classification structure, there are general allocation factors to consider. By analyzing these factors, the City will be able to change and grow the organization while maintaining the classification plan.

1. Type and Level of Knowledge and Skill Required
This factor defines the level of job knowledge and skill, including those attained by formal education, technical training, on-the job experience, and required certification or professional registration. The varying levels are as follows:

A. The entry-level into any occupational field
This entry-level knowledge may be attained by obtaining a high school diploma, completing specific technical course work, or obtaining a four-year or advanced college or university degree. Little to no experience is required.

B. The experienced or journey-level (fully competent-level) in any occupational field This knowledge and skill level recognizes a class that is expected to perform the day-to-day functions of the work independently, but with guidelines (written or oral) and supervisory assistance available. This level of knowledge is sufficient to provide on-the-job instruction to a fellow employee or an assistant when functioning in a lead capacity. Certifications may be required for demonstrating possession of the required knowledge and skills.

C. The advanced level in any occupational field
This knowledge and skill level is applied in situations where an employee is required to perform or deal with virtually any job situation that may be encountered. Guidelines may be limited and creative problem solving may be involved. Supervisory knowledge and skills are considered in a separate factor and should not influence any assessment of this factor.

2. Supervisory/Management Responsibility
This factor defines the staff and/or program management responsibility, including short and long-range planning, budget development and administration, resource allocation, policy and procedure development, and supervision and direction of staff.
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A. No ongoing direction of staff
The employee is responsible for the performance of his or her own work and may provide side-by-side instruction to a co-worker.

B. Lead direction of staff or program coordination
The employee plans, assigns, directs, and reviews the work of staff performing similar work to that performed by the employee on a day-to-day basis. Training in work procedures is normally involved. If staff direction is not involved, the employee must have responsibility for independently coordinating one or more programs or projects on a regular basis.

C. Full first-line supervisor
The employee performs the supervisory duties listed above, and, in addition, makes effective recommendation and/or carries out selection, performance evaluation, and disciplinary procedures. If staff supervision is not involved, the employee must have programmatic responsibility, including development and implementing goals, objectives, policies and procedures, and budget development and administration.

D. Manager
The employee is considered management, often supervising through subordinate levels of supervision.

In addition to the responsibilities outlined above, responsibilities include allocating staff and budget resources among competing demands and performing significant program and service delivery planning and evaluation. This level normally reports to the Department Head.

E. Executive Management
The employee has total administrative and operational responsibility for an assigned department (Department Head) or the City (City Manager). Employees with department responsibility report to the City Manager, while the City Manager reports to the City Council.

3. Supervision Received
A. Direct Supervision
Direct supervision is usually received by entry-level employees and trainees, i.e., employees who are new to the organization and/or position they are filling. Initially under close supervision, incumbents learn to apply concepts and work procedures and methods in assigned area of responsibility to resolve problems of moderate scope and complexity. Work is usually supervised while in progress and fits an established structure or pattern. Exceptions or changes in procedures are explained in detail as they arise. As experience is gained, assignments become more varied and are performed with greater independence.

B. General Supervision
General supervision is usually received by the experienced and journey-level employees, i.e., employees who have been in a position for a period of time and have had the opportunity to be trained 22 © 2024 Arthur J. Gallagher & Co. 11
and learn most, if not all, duties and responsibilities of the assigned classification. Incumbents are cross trained to perform the full range of technical work in all the areas of assignment.

At the experienced-level, positions exercise some independent discretion and judgment in selecting and applying work procedures and methods. Assignments and objectives are set for the employee and established work methods are followed. Incumbents have some flexibility in the selection of steps and timing of work processes.

Journey-level positions receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of assigned projects, programs, and team(s). Assignments are given with general guidelines and incumbents are responsible for establishing objectives, timelines, and methods to deliver work products. Work is typically reviewed upon completion for soundness, appropriateness, and conformity to policy and requirements, and the methodology used in arriving at the end results are not reviewed in detail.

C. General Direction
General direction is usually received by senior level or management positions. Work assignments are typically given as broad, conceptual ideas and directives and incumbents are accountable for overall results and responsible for developing guidelines, action plans, and methods to produce deliverables on time and within budget.

D. Administrative and Policy Direction
Administrative direction is usually received by executive management classifications. The incumbent is accountable for accomplishing City-wide planning and operational goals and objectives within legal and general policy and regulatory guidelines. The incumbent is responsible for the efficient and economical performance of the organization’s operations.

4. Problem Solving
This factor involves analyzing, evaluating, reasoning, and creative thinking requirements. In a work environment, not only the breadth and variety of problems are considered, but also guidelines, such as supervision, policies, procedures, laws, regulations, and standards available to the employee.

A. Structured problem solving
Employees learn to apply concepts and work procedures and methods in assigned area of responsibility and to resolve problems and issues that are specific, less complex, and/or repetitive. Exceptions or changes in procedures are explained in detail as they arise.

B. Independent, guided problem solving
Work situations require making independent decisions among a variety of alternatives; however, policies, procedures, standards, and regulations and/or management are available to guide the employee towards problem resolution.
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C. Application of discriminating choices
Work situations require independent judgment and decision-making authority when identifying, evaluating, adapting, and applying appropriate concepts, guidelines, references, laws, regulations, policies, and procedures to resolve diverse and complex problems and issues.

D. Creative, evaluative, or critical thinking
The work involves a high-level of problem-solving requiring analysis of unique issues or increasingly complex problems without precedent and/or structure and formulating, presenting, and implementing strategies and recommendations for resolution.

5. Authority for Making Decisions and Taking Action
This factor describes the degree to which employees have the freedom to take action within their job. The variety and frequency of action and decisions, the availability of policies, procedures, laws, and supervisory or managerial guidance, and the consequence or impact of such decisions are considered within this factor.

A. Direct, limited work responsibility
The employee is responsible for the successful performance of his or her own work with little latitude for discretion or decision-making. Work is usually supervised while in progress and fits an established structure or pattern. Direct supervision is readily available.

B. Decision-making within guidelines
The employee is responsible for the successful performance of their own work, but able to prioritize and determine methods of work performance within general guidelines. Supervision is available, although the employee is expected to perform independently on a day-to-day basis. Emergency or unusual situations may occur but are handled within procedures and rules. Impact of decisions is normally limited to the work unit, project, or program to which assigned.

C. Independent action with focus on work achieved
The employee receives assignments in terms of long-term objectives, rather than day-to-day or weekly timeframes. Broad policies and procedures are provided, but the employee has latitude for choosing techniques and deploying staff and material resources. Impact of decisions may have significant program or City-wide service delivery and/or budgetary impact.

D. Decisions made within general policy or elected official guidance The employee is subject only to the policy guidance of elected officials and/or broad regulatory or legal constraints. The ultimate authority for achieving the goals and objectives of the City are with this employee.

6. Interaction with Others
This factor includes the nature and purpose of contacts with others, from simple exchanges of factual information to the negotiation of difficult issues. It also considers with whom the contacts are made, from coworkers and the public to elected or appointed public officials. 24 © 2024 Arthur J. Gallagher & Co. 13
A. Exchange of factual information
The employee is expected to use ordinary business courtesy to exchange factual information with coworkers and the public. Strained situations may occasionally occur, but the responsibilities are normally not confrontational.

B. Interpretation and explanation of policies and procedures The employee is required to interpret policies and procedures, apply and explain them, and influence the public or others to abide by them. Problems may need to be defined and clarified and individuals contacted may be upset or unreasonable. Contacts may also be made with individuals at all levels throughout the City.

C. Influencing individuals or groups
The employee is required to interpret laws, policies, and procedures to individuals who may be confrontational or to deal with members of professional, business, community, or other groups or regulatory agencies as a representative of the City.

D. Negotiation with organizations from a position of authority The employee often deals with the City Council, elected officials, government agencies, and other outside agencies, and the public to advance and represent the priorities and interests of the City, provide policy direction, and/or negotiate solutions to difficult problems.

7. Working Conditions/Physical Demands
This factor includes specific physical, situational, and other factors that influence the employee’s working situation.

A. Normal office or similar setting
The work is performed in a normal office or similar setting during regular office hours (occasional overtime may be required but compensated for). Responsibilities include meeting standard deadlines, using office and related equipment, lifting materials weighing up to 20 pounds, and communicating with others in a generally non-stressful manner.

B. Varied working conditions with some physical or emotional demands The work is normally performed indoors, but may have some exposure to noise, heat, weather, or other uncomfortable conditions. Stand-by, call back, or regular overtime may be required. The employee may have to meet frequent deadlines, work extended hours, and maintain attention to detail at a computer or other machinery, deal with difficult people, or regularly perform moderate physical activity.

C. Difficult working conditions and/or physical demands The work has distinct and regular difficult demands. Shift work (24-7 or rotating) may be required; there may be exposure to hazardous materials or conditions; the employee may be subject to regular emergency callback and extended shifts; and/or the work may require extraordinary physical demands. 25 © 2024 Arthur J. Gallagher & Co. 14
Based on the above factors, in the maintenance of the classification plan when an employee is assigned an additional duty or responsibility and requests a change in classification, it is reasonable to ask:
• What additional knowledge and skills are required to perform the duty? • How does one gain this additional knowledge and skills – through extended training, through a shortterm seminar, through on-the-job experience? • Does this duty or responsibility require new or additional supervisory responsibilities? • Is there a greater variety of or are there more complex problems that need to be solved as a result of the new duty?
• Does the employee have to make a greater variety of or more difficult decisions as a result of this new duty?
• Are the impacts of decisions greater because of this new duty (effects on staff, budget, City-wide activities, and/or relations with other agencies)?
• Are guidelines, policies, and/or procedures provided to the employee for the performance of this new duty?
• Is the employee interacting with internal and external stakeholders others more frequently or for a different purpose as a result of this new assignment?
• Have the working or physical conditions of the job changed as a result of this new assignment? The analysis of the factors outlined above, as well as the answers to these questions, were used to determine recommended classifications for all City employees. The factors above will also help to guide the placement of specific positions to the existing classification structure and/or revision of entire classification structure in the future.

Classification Allocation Recommendations
When evaluating the allocation of positions, the focus is on assigned job duties and the job-related requirements for successful performance, not on individual employee capabilities or amount of work performed. Positions are evaluated and classified based on such factors as knowledge and skill required to perform the work, the complexity of the work, the authority delegated to make decisions and take action, the responsibility for the work of others and/or for budget expenditures, contacts with others (both inside and outside of the organization), the impact of the position on the organization, and working conditions.

Furthermore, it is necessary to: (i) identify the duties that the incumbents are currently being required to perform; (ii) determine if those duties are captured in the current classification description; and (iii) identify the percentage of duties being performed, if any, which are outside of the current classification.

Title Change
Classification title changes are recommended for the following ten (10) classifications:
26 © 2024 Arthur J. Gallagher & Co. 15
Table 1. Title Change Recommendations
Current Classification Title Proposed Classification Title Accounting Clerk Accounting Assistant
Administrative Analyst Management Analyst
Assistant Civil Engineer Assistant Engineer
Environmental Programs Coordinator Environmental Compliance Coordinator Media Analyst Media & Technology Systems Specialist
Media Technician Media Production Technician
Principal Permit Services Technician Supervising Permit Services Technician Public Safety Liaison Public Safety Coordinator
Senior Maintenance Worker Senior Maintenance Technician Senior Parks Maintenance Worker Senior Maintenance Technician Title changes are recommended to reflect the level and scope more clearly being performed, to consolidate work into broader categories that could be used City-wide, as well as establish consistency with the labor market and industry standards. Any compensation recommendations are not dependent upon a new title, but upon the market value as defined by job scope, level and responsibilities, and the qualifications required for successful job performance. All recommended position allocations in Appendix I.

Reclassification
Reclassification recommendations are made for positions that are working out of class due to level and scope of work and/or job functions that have been added or removed from to those positions over time.

The study resulted in four (4) incumbents, allocated to four (4) classifications, to be reclassified, as noted in the table below. These recommendations are based on the individual positions interviewed.

Table 2. Reclassification Recommendations
Current Classification Title Proposed Classification Title Administrative Analyst Senior Management Analyst
Finance Manager Financial Controller
Office Assistant Senior Office Assistant
Senior Civil Engineer Senior Plan Check Engineer
New Classifications
The study resulted in recommending four (4) new job classifications to the City’s classification structure to reflect specialized duties or provide additional levels to accommodate future changes in organizational structure and staffing. The proposed Plan Check Engineer and Senior Plan Check Engineer are 27 © 2024 Arthur J. Gallagher & Co. 16
recommended to be established to reflect the specific and specialized skills needed in plan check services.

The proposed Management Specialist has been developed to provide a paraprofessional and bridge classification to the professional Management Analyst series. And with the growing complexity and demands of the City’s communications and media services, Gallagher developed the Public Information Officer to meet future operational needs.

Conclusion
The revised classification descriptions serve as a general description of the work performed and provide a framework of the expectations of each position for the employee. Requests for the addition of new positions and classifications and/or reclassification of an existing position should follow established City policies and procedures. Any decisions related to the addition of new positions and classifications, reclassification of an existing position, and promotion of an existing position will depend on the needs and resources of the City and the availability of work, as well as the ability of existing positions to meet the qualifications of and perform the duties of the higher-level class.

Finally, as mentioned previously, a classification plan is not a static, unchanging entity. The classification plan should be reviewed on a regular, on-going basis and may be amended or revised as required.

It has been a pleasure working with the City and its staff on this critical project. Please do not hesitate to contact us if we can provide any additional information or clarification regarding this report.

Respectfully submitted by,
Gallagher, Formerly Koff & Associates
Maggie Williams-Dalgart
Project Manager
28 © 2024 Arthur J. Gallagher & Co.

Appendix I
Recommended Position Allocations
© 2023 Art
29 City of Malibu
Proposed Employee Job Class Allocations
February 2024
Appendix I
Department Current Title Recommended Title Action
Management and Administration Accounting Clerk Accounting Assistant Title Change Management and Administration Accounting Technician Accounting Technician No Change Public Works Administrative Analyst Senior Management Analyst Reclassification Community Services Administrative Assistant Administrative Assistant No Change Environmental Sustainability Administrative Assistant Administrative Assistant No Change Planning Administrative Assistant Administrative Assistant No Change Planning Administrative Assistant Administrative Assistant No Change Public Works Administrative Assistant Administrative Assistant No Change Management and Administration Assistant City Manager Assistant City Manager No Change Public Works Assistant Civil Engineer Assistant Engineer Title Change Public Works Assistant Civil Engineer Assistant Engineer Title Change Planning Assistant Planner Assistant Planner No change
Planning Assistant Planner Assistant Planner No change
Planning Assistant Planner Assistant Planner No change
Planning Assistant Planner Assistant Planner No Change
Planning Assistant Planning Director Assistant Planning Director No change Public Works Associate Engineer Associate Engineer No change Planning Associate Planner Associate Planner No Change
Environmental Sustainability Building Inspector Building Inspector No Change Environmental Sustainability Building Inspector Building Inspector No Change City Clerk City Clerk City Clerk No Change
Planning Code Enforcement Manager Code Enforcement Manager No Change Planning Code Enforcement Officer Code Enforcement Officer No Change Planning Code Enforcement Officer Code Enforcement Officer No Change Planning Code Enforcement Officer Code Enforcement Officer No Change Community Services Community Services Director Community Services Director No Change City Clerk Deputy City Clerk Deputy City Clerk No Change City Clerk Deputy City Clerk Deputy City Clerk No Change City Clerk Deputy City Clerk Deputy City Clerk No Change Planning Development and Operations
Manager Development and Operations Manager No Change
Public Safety Emergency Services Coordinator Emergency Services Coordinator No Change Environmental Sustainability Environmental Health Administrator Environmental Health Administrator No Change Environmental Sustainability Environmental Programs Coordinator Environmental Compliance Coordinator Title Change Environmental Sustainability Environmental Programs Manager Environmental Programs Manager No Change Environmental Sustainability Environmental Sustainability Analyst Environmental Sustainability Analyst No Change Environmental Sustainability Environmental Sustainability Analyst Environmental Sustainability Analyst No Change Environmental Sustainability ESD Director/Building Official ESD Director/Building Official No Change Page
30 1
City of Malibu
Proposed Employee Job Class Allocations
February 2024
Appendix I
Department Current Title Recommended Title Action
Management and Administration Executive Assistant Executive Assistant No Change Management and Administration Finance Manager Financial Controller Reclassification Management and Administration Financial Analyst Financial Analyst No Change Public Safety Fire Safety Liaison Fire Safety Liaison No Change Public Safety Fire Safety Liaison Fire Safety Liaison No Change Public Safety Fire Safety Liaison Fire Safety Liaison No Change Management and Administration Graphic Artist Graphic Artist No change Management and Administration Human Resources Analyst Human Resources Analyst No Change Management and Administration Human Resources Manager Human Resources Manager No Change Management and Administration Information Systems Analyst Information Systems Analyst No Change Management and Administration Information Systems Manager Information Systems Manager No Change Management and Administration Information Systems Technician Information Systems Technician No change Management and Administration Media Analyst Media & Technology Systems Specialist Title change Management and Administration Media Information Officer Media Information Officer No change Management and Administration Media Technician Media Production Technician Title change Environmental Sustainability Office Assistant Office Assistant No Change Management and Administration Office Assistant Office Assistant No Change Planning Office Assistant Office Assistant No Change
Planning Office Assistant Senior Office Assistant Reclassification Management and Administration Office Assistant/Receptionist Office Assistant No Change Community Services Parks Supervisor Parks Supervisor No Change Environmental Sustainability Permit Services Technician Permit Services Technician No Change Environmental Sustainability Permit Services Technician Permit Services Technician No Change Planning Planning Director Planning Director No Change
Planning Planning Intern Planning Intern No change
Planning Planning Intern Planning Intern No change
Planning Planning Technician Planning Technician No Change Planning Planning Technician Planning Technician No Change Environmental Sustainability Principal Permit Services Technician Supervising Permit Services Technician Title Change Public Safety Public Safety Director Public Safety Director No Change Public Safety Public Safety Liaison Public Safety Coordinator Title Change Public Works Public Works Director/City Engineer Public Works Director/City Engineer No Change Public Works Public Works Inspector Public Works Inspector No Change Public Works Public Works Superintendent Public Works Superintendent No Change Public Works Public Works Superintendent Public Works Superintendent No Change Community Services Recreation Coordinator Recreation Coordinator No Change Community Services Recreation Coordinator Recreation Coordinator No Change Page
31 2
City of Malibu
Proposed Employee Job Class Allocations
February 2024
Appendix I
Department Current Title Recommended Title Action
Community Services Recreation Coordinator Recreation Coordinator No Change Community Services Recreation Manager Recreation Manager No Change Community Services Recreation Supervisor Recreation Supervisor No change Environmental Sustainability Senior Administrative Assistant Senior Administrative Assistant No Change Environmental Sustainability Senior Building Inspector Senior Building Inspector No Change Environmental Sustainability Senior Civil Engineer Senior Plan Check Engineer Reclassification Public Works Senior Civil Engineer Senior Civil Engineer No Change Management and Administration Senior Maintenance Worker Senior Maintenance Technician Title change Environmental Sustainability Senior Office Assistant Senior Office Assistant No change Community Services Senior Parks Maintenance Worker Senior Maintenance Technician Title change Environmental Sustainability Senior Permit Services Technician Senior Permit Services Technician No Change Planning Senior Planner Senior Planner No Change
Planning Senior Planner Senior Planner No Change
Environmental Sustainability Supervising Building Inspector Supervising Building Inspector No Change Environmental Sustainability Wastewater Management Program Specialist
Wastewater Management Program
Specialist No Change
Page
32 3
Arthur J. Gallagher (UK) Limited is authorised and
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Registered Office: The Walbrook Building,
25 Walbrook, London EC4N 8AW.

Registered in England and Wales.

March 2024

TOTAL COMPENSATION STUDY
REPORT
City of Malibu
Formerly Koff & Associates
ATTACHMENT 2
34 © 2024 Arthur J. Gallagher & Co. 1
Contents
Executive Summary.................................................................................................................................................. 3 Background............................................................................................................................................................. 3 Summary of Findings.............................................................................................................................................. 3 Study Process........................................................................................................................................................... 3 Benchmark Classifications ..................................................................................................................................... 3 Comparator Agencies............................................................................................................................................. 5 Salary and Benefits Data........................................................................................................................................ 6 Data Collection ....................................................................................................................................................... 8 Matching Methodology............................................................................................................................................ 8 Data Spreadsheets................................................................................................................................................. 9 Market Compensation Findings.............................................................................................................................. 9 Base Salary ..........................................................................................................................................................11 Benefits................................................................................................................................................................. 11 Internal Salary Relationships ................................................................................................................................13 Recommendations ..................................................................................................................................................14 Pay Philosophy .....................................................................................................................................................14 Proposed Salary Structure ...................................................................................................................................14 Proposed Salary Range Placements....................................................................................................................14 Options for Implementation ..................................................................................................................................15 Using the Market Data as a Tool ...........................................................................................................................16 35 © 2024 Arthur J. Gallagher & Co. 2
List of Tables
Table 1. Benchmark Classifications.......................................................................................................... 4 Table 2. Comparator Agencies ................................................................................................................. 6 Table 3. Market Compensation Results Summary .................................................................................11 Table 4. Retirement Benefits ..................................................................................................................13 Table 5. Monthly Employer Health Insurance ........................................................................................10 Table 6. Two-Year Implementation Proposal..........................................................................................15 Appendices
Appendix I: Results Summary
Appendix II: Market Compensation Findings
Appendix III: Proposed Salary Range Schedule
Appendix IV: Salary Range Placement Recommendations
Appendix V: Additional Benefits
36 © 2024 Arthur J. Gallagher & Co. 3
Executive Summary
Background
In March 2023 Gallagher (formerly Koff & Associates) was selected to conduct a comprehensive Classification and Compensation Study for the City of Malibu (the “City”). The Classification Study was launched in April 2023 followed by the Compensation Study in September 2023. The Classification Study report has been submitted under separate cover and following are the results of the Total Compensation Study. All compensation findings and recommendations are presented in this report.

This compensation review process was precipitated by:
• The concern of the City Council and management that employees should be recognized for the level and scope of work performed and that they are paid on a fair and equitable basis; • The desire to have a highly competitive compensation plan that allows the City to recruit and retain top talent that meets the City’s needs; and
• The desire to ensure that internal salary relationships are based upon objective, qualitative evaluation factors, resulting in equity across the City.

Summary of Findings
This report summarizes the study methodology, analytical tools, and the total compensation (salary and benefits) survey findings. The results of the total compensation study indicate:
• The City’s base salaries overall, in comparison to the market median, are on average 4.9% below the market.
• The City’s base salaries overall, in comparison to the target market, which is median +10%, are on average 15.4% below target market.
• The City’s total compensation, in comparison to the market median is 0.2% below the market, indicating that the City’s benefits package reflects a market gain of approximately 4.7% when compared to market median.
• Gallagher considers a classification falling within 5% of the median to be competitive.

Study Process
Benchmark Classifications
The study included 85 classifications, and of those, 48 classifications were selected as “benchmarks” in order to collect salary and benefits data within the defined labor market. Benchmark classifications are those classifications that are most common in the market and are used as a means of anchoring the City’s overall compensation plan to the market. Other classifications not surveyed are included in the compensation plan and aligned to the benchmark classifications using internal equity principles. 37 © 2024 Arthur J. Gallagher & Co. 4
Table 1. Benchmark Classifications
Classification Title

1. Accounting Technician

2. Administrative Assistant

3. Assistant City Manager

4. Assistant Community Development Director

5. Assistant Planning Director

6. Associate Engineer

7. Associate Planner

8. Building Inspector

9. Building Official

10. City Clerk

11. Code Enforcement Manager

12. Code Enforcement Officer

13. Community Development Director

14. Community Services Director

15. Financial Controller

16. Deputy City Clerk

17. Emergency Services Coordinator

18. Environmental Compliance Coordinator

19. Environmental Health Administrator

20. Environmental Programs Manager

21. Environmental Sustainability Analyst

22. Environmental Sustainability Director/Building Official

23. Executive Assistant

24. Financial Analyst

25. Fire Safety Liaison

26. Graphic Artist

27. Human Resources Analyst

28. Human Resources Manager

29. Information Systems Analyst

30. Information Systems Manager

31. Information Systems Technician

32. Management Analyst

33. Public Information Officer

34. Parks Supervisor

35. Permit Services Technician

36. Planning Director

37. Planning Technician

38. Public Safety Coordinator

40. Public Works Director/City Engineer

41. Public Works Inspector

42. Public Works Superintendent

43. Recreation Manager

44. Recreation Supervisor

45. Senior Maintenance Technician

46. Senior Office Assistant

47. Supervising Permit Services Technician

48. Wastewater Management Program Specialist
Comparator Agencies
Another important step in conducting a market salary study is determining the appropriate agencies for making the salary comparison. In August 2023, Gallagher conducted an analysis of potential labor market agencies, examining key factors to assess the comparability of the agency as potential labor market comparator. In identifying the labor market, the following factors were examined::

1. Organizational type and structure. It is generally recommended that agencies of a similar size and providing similar services to that of the City be used as comparators.

When it comes to individual contributor level job classes, the size of an organization is not as critical, as these classes perform similar work. The difference in size of an organization becomes more important when comparing classes at the management level. The scope of work and responsibility for management expands as an organization grows. Factors such as management of a large staff, consequence of error, the political nature of the job, and its visibility all grow with larger organizations. When it is difficult to find agencies that are similarly sized, it is important to establish a balance of smaller and larger agencies.

2. Similarity of population, staff, and operational budgets. These elements provide guidelines in relation to resources required (staff and funding) available for the provision of services.

3. Scope of services provided. For the majority of classifications, it is important to select agencies providing similar services. Organizations providing the same services are ideal for comparators and most comparator agencies surveyed provide similar services to the City.

4. Labor market and geographic location. Today’s labor market reality is that many agencies are in competition for the same pool of qualified employees because large portions of the workforce don’t live in the communities they serve, are accustomed to lengthy commutes, and are more likely to consider changing jobs in a larger geographic area than in the past. This issue is particularly meaningful for the City, given its proximity and distance from other cities in the Los Angeles County and Ventura County regions. By selecting employers within a geographic proximity to the City, the resulting labor market data generally reflects the region’s cost of living, housing costs, growth rate, and other demographic characteristics to the same extent as competing employers to the City. Therefore, the geographic labor market area where the City may 39 © 2024 Arthur J. Gallagher & Co. 6
be recruiting from or losing employees to was taken into consideration when selecting comparator organizations.

Based on the results from examining the factors above, and in resulting discussions with City management, the following list of agencies was established as the labor market for the salary study.

Table 2. Comparator Agencies
Agency

1. City of Agoura Hills

2. City of Beverly Hills

3. City of Calabasas

4. City of Camarillo

5. City of Culver City

6. City of Laguna Beach

7. City of Manhattan Beach

8. City of Redondo Beach

9. City of Thousand Oaks

10. City of West Hollywood
Salary and Benefits Data
The last element requiring discussion prior to beginning a market survey is the specific benefit data that will be collected and analyzed. The following salary and benefits data was collected for each benchmark classification (the cost of these benefits to each agency was converted into dollar amounts and can be found in Appendix II [Benefit Detail] of this report; these amounts were added to base salaries for total compensation purposes).

1. Monthly Base Salary
The top of the salary range and/or control point. All figures are presented on a monthly basis.

2. Employee Retirement
The retirement reflects the benefits offered to the majority of the employees:
• PERS Formula: The service retirement formula for each agency’s Classic plan. • Enhanced Formula Cost: The baseline PERS formula is 2%@62 for Miscellaneous employees. There is typically a cost to the employer for offering a formula with a higher benefit than the baseline formula. For each enhanced formula, the cost to the employer is based on a state-wide actuarial percentage calculated by PERS.
• Single Highest Year: The period for determining the average monthly pension when calculating retirement benefits is a key factor used by PERS. The base period is 36 highest paid consecutive months. When final compensation is based on a shorter period of time, such as 12 months’ highest paid consecutive months, there is a cost to the employer. Similar to the enhanced formula, the cost to the employer is based on a state-wide actuarial percentage 40 © 2024 Arthur J. Gallagher & Co. 7
calculated by PERS, and where this benefit was provided the value of the Single Highest Year was reported.
• The cost to the employer for each enhanced formula and final compensation are presented below.

Formula Enhanced Formula
% Cost
Final Compensation
% Cost
2%@60 1.3% 0.5%
2%@55 3.0% 0.5%

2.5%@55 5.3% 0.6%

2.7%@55 7.1% 0.7%
• Employer Paid Member Contribution: The amount of the employee’s contribution to PERS that is paid by the employer (Employer Paid Member Contribution) is reported. • Social Security: If an employer participates in Social Security, then the employer contribution of 6.2% of the base salary up to the federally-determined maximum contribution of $866.45 per month is reported.
• Other: Any other retirement contributions made by the employer.

3. Deferred Compensation
Deferred compensation contributions provided to all employees of a classification with or without requiring the employee to make a contribution is reported.

4. Insurances
The employer paid premiums for an employee with family coverage was reported. The employer paid insurances included:
• Cafeteria/Flexible Benefit Plan
• Medical
• Dental
• Vision
• Other

5. Leaves
Other than sick leave, which is usage-based, the number of hours off for which the employer is obligated, is reported. All hours have been converted into direct salary costs. • Vacation: The number of paid time off (or vacation) hours available to all employees who have completed five years of employment.
• Holidays: The number of holiday hours (including floating hours) available to employees. • Administrative: Administrative (or management) leave is normally the number of paid leave hours available to Fair Labor Standards Act (“FLSA”) Exempt and/or management employees to reward for extraordinary effort (in lieu of overtime). This leave category may also include personal leave which may be available to augment vacation or other time off. 41 © 2024 Arthur J. Gallagher & Co. 8

6. Auto Allowance
This category includes either the provision of an auto allowance or the provision of an auto for personal use only. If a vehicle is provided to any classification for commuting and other personal use, the average monthly rate is estimated at $450. Mileage reimbursement is not included.

7. Other
This category includes any additional other benefits not captured above available to all in the class.

All of the benefit elements are benefits provided to all employees in the classification. As such, they represent an ongoing cost for which an agency must budget. Other benefit costs, such as sick leave, tuition reimbursement, and reimbursable mileage are usage-based and cannot be quantified on an individual employee basis.

Data Collection
Data was collected during the months of October through December 2023 through comparator agency websites, conversations with human resources, accounting, and/or finance personnel, and careful review of agency documentation such as classification descriptions, memoranda of understanding, organization charts, and other documents. The data reported includes known increases through January 2024.

Matching Methodology
Gallagher believes that data collection process is a crucial step in ensuring the overall credibility of any study and relied on the City’s classification descriptions as the foundation for comparison.

When Gallagher researches and collects data from the comparator agencies to identify possible matches for each of the benchmark classifications, there is an assumption that comparable matches may be made that are not 100% equivalent to the classifications at the City. Therefore, Gallagher does not match based upon job titles, which can often be misleading, but rather analyzes class descriptions before a comparable match is determined.

Gallagher’s methodology is to analyze each class description and the whole position by evaluating factors such as:
• Definition and typical job functions;
• Level within a class series (e.g., entry, experienced, journey, specialist, lead, etc.); • Education and experience requirements;
• Knowledge, abilities, and skills required to perform the work; • The scope and complexity of the work;
• Independence of action/responsibility;
• The authority delegated to make decisions and take action; • Contacts with others (both inside and outside of the organization); • Consequences of action and decisions; and
• Working conditions.
42 © 2024 Arthur J. Gallagher & Co. 9
In order for a match to be included, Gallagher requires that a classification’s “likeness” be at approximately 70% of the matched classification.

When an appropriate match is not identified for one classification, Gallagher often uses a hybrid approach to matching, which can be a functional hybrid or span of responsibility hybrid. A functional hybrid means that the job of one classification at the City is performed by two or more classifications at a comparator agency. A hybrid representing a span of responsibility means that the comparator agency has one class that is “bigger” in scope and responsibility and one class that is “smaller,” where the City’s class falls in the middle.

If an appropriate match could not be found, then no match was reported as a non-comparable (N/C).

Data Spreadsheets
For each benchmark classification, there are three information pages:
• Top Monthly Base Salary and Total Compensation Data (2 sheets per benchmark) − One sheet is sorted by top monthly.
− One sheet is sorted by total monthly.
• Benefit Detail (Monthly Equivalent Values)
The average (mean), median (midpoint), and the market 75th percentile (third quartile) of the comparator agencies are reported on the top monthly salary and total compensation data spreadsheets. The market median +10%, which has been identified by the City as the “target market” placement, was used as the basis for developing salary recommendations and is calculated on the Results Summary (Appendix I) but is not reflected on the data sheets.

In order to calculate the market, Gallagher requires that there be a minimum of four (4) comparator agencies with matching classifications to the benchmark classification. The reason for requiring a minimum of four matches is so that no one classification match has undue influence on the calculations.

Sufficient data was collected from the comparator agencies for 37 of the 48 benchmark classifications; 11 benchmark classifications were found to have insufficient market matches.

When using survey data to make salary range recommendations and adjustments, Gallagher recommends using the median, rather than the mean, because the median is not skewed by extremely high or low salary values.

Market Compensation Findings
The following table represents a summary of the market top monthly (base) salary findings. For each benchmark classification, the number of matches (agencies with a comparable position) and percent above or below the top monthly salary target market placement, which the City has identified is median + 10%, are listed. The table is sorted in descending order from the most positive percentile (above market) to the most negative (below market).
43 © 2024 Arthur J. Gallagher & Co. 10
Table 3. Market Compensation Results Summary
Classification Title # of
Matches
% Above or Below Target
Market
Executive Assistant 10 9.3%
Senior Maintenance Worker 9 1.5%
Planning Technician 6 -0.0%
Recreation Supervisor 8 -0.2%
Code Enforcement Manager 7 -2.2%
Associate Engineer 9 -2.3%
Senior Office Assistant 6 -2.7%
Accounting Technician 10 -5.6%
Assistant Planning Director 6 -7.4%
Deputy City Clerk 9 -7.5%
Administrative Assistant 10 -8.0%
Code Enforcement Officer 10 -8.5%
Public Works Superintendent 8 -8.9%
Community Services Director 7 -10.2%
Associate Planner 10 -11.9%
Permit Services Technician 9 -12.0%
Building Inspector 8 -14.7%
Environmental Compliance Coordinator 5 -15.5%
Public Works Inspector 7 -15.6%
Financial Analyst 9 -16.0%
Human Resources Analyst 8 -16.5%
Financial Controller 10 -19.2%
Public Works Director/City Engineer 9 -19.5%
Recreation Manager 7 -21.4%
Parks Supervisor 8 -23.4%
Assistant City Manager 7 -27.8%
Information Systems Manager 8 -28.3%
City Clerk 10 -29.0%
Information Systems Analyst 8 -32.3%
Information Systems Technician 8 -36.3%
Emergency Services Coordinator 6 -37.5%
Human Resources Manager 9 -38.8%
Public Information Officer 8 -38.9%
Environmental Health Administrator 1 insuff. data
Environmental Programs Manager 3 insuff. data
Environmental Sustainability Analyst 2 insuff. data
Environmental Sustainability
Director/Building Official 1 insuff. data
44 © 2024 Arthur J. Gallagher & Co. 11
Classification Title # of
Matches
% Above or Below Target
Market
Fire Safety Liaison 0 insuff. data
Graphic Artist 3 insuff. data
Planning Director 1 insuff. data
Public Safety Coordinator 1 insuff. data
Public Safety Director 1 insuff. data
Supervising Permit Services Technician 3 insuff. data
Wastewater Management Program
Specialist 1 insuff. data
Assistant Community Development
Director 7 proposed
Building Official 9 proposed
Community Development Director 10 proposed
Management Analyst 10 proposed
Base Salary
The base salary market results show that thirty (30) classifications are paid below the City’s targeted market placement, which is median plus 10%, and that three classifications are above the target market.

Eleven (11) of the 48 benchmarked classifications could not be calculated as there weren’t enough comparator agencies with matching classifications. Four (4) classifications of the 48 classifications were new/proposed and therefore there are no data available for these figures. # of Classifications <5% 5-10% 10-15% 15-20% 20%+ Total Below the Target Market 4 6 4 6 10 30
Above the Target Market 2 1 0 0 0 3
Generally, a classification falling within 5% of the median is considered to be competitive in the labor market for salary survey purposes, because of the differences in compensation policy, actual scope of work, and position requirements. However, the City has adopted a greater standard to attract and retain a highly qualified workforce and aims to set salaries as 10% above the market median.

Benefits
Retirement: All of the agencies surveyed participate in the CalPERS retirement system and offer varying levels of benefits at the Classic level, from 2.7%@55 for the City of West Hollywood to 2% @60 for the Cities of Culver City and Redondo Beach. The City of Malibu’s 2%@55 retirement formula falls in the middle of benefits offerings and is the same Classic benefit level as five (5) of the comparator agencies. All agencies offer a contribution to a deferred compensation plan, such as 457 or 401(a), with contributions varying from .5% (City of Redondo Beach) to 10% (City of Camarillo management employees). The table below provides a summary of the various retirement contributions and benefits offerings:
45 © 2024 Arthur J. Gallagher & Co. 12
Table 4. Retirement Benefits
Agency Classic
Formula EPMC EE Cost Sharing
Social
Security Defer Comp
City of Malibu 2% @55 7.0% None No $108-$250/Mo
City of Agoura Hills 2% @55 3.9% None No $216/mo (Gen EE);

2.5% (Mgmt)
City of Beverly Hills 2.5%@55 None None No $30 - $100/mo City of Calabasas 2% @55 7.0% None No 2%
City of Camarillo 2% @55 7.0% None No 7% - 10%
City of Culver City 2% @60 None -3.50% Yes $130 - $347/mo City of Laguna Beach 2.5% @55 None None No 2% (Mgmt only) City of Manhattan
Beach 2% @55 None None No 2.5 % - 4.5% (Mgmt)
City of Redondo Beach 2% @60 None None Yes .5% (Supv & Mgmt) City of Thousand Oaks 2% @55 None None No $150/Mo (TOCEA) and 2%-6% (All Other)
City of West Hollywood 2.7% @55 None None No $150/mo
Health Insurance. Market data indicates that the average monthly employer contribution toward health insurance premiums is $2,449. The City’s contribution of $2,767 per month is approximately 11% above the market average. The table below summarizes all agency health insurance contributions.

Table 5. Monthly Employer Health Insurance Contributions Agency Medical/Cafeteria Dental Vision Total
City of Malibu $2,581 $158 $28 $2,767
City of Agoura Hills $2,625 $167 $61 $2,853
City of Beverly Hills * ^ $2,450 $0 $0 $2,450
City of Calabasas $2,942 $120 $26 $3,088
City of Camarillo ^ $2,804 $0 $0 $2,804
City of Culver City ^ $1,885 $0 $0 $1,885
City of Laguna Beach * $2,339 $130 $0 $2,469
City of Manhattan Beach $2,145 $66 $0 $2,211
City of Redondo Beach ^ $2,000 $0 $0 $2,000
City of Thousand Oaks $1,590 $180 $19 $1,789
City of West Hollywood * $2,942 $0 $0 $2,942
* City contribution varies by unit and reported figure represents the average contribution ^ Agency provides a Cafeteria Plan
46 © 2024 Arthur J. Gallagher & Co. 13
Internal Salary Relationships
Building from the salary levels established for identified benchmark classes, internal salary relationships were developed and consistently applied in order to develop specific salary recommendations for all nonbenchmarked classifications.

In the future, the City may need to utilize internal alignment practices if the number of staff grows, and additional classifications are added or classifications change. While analyzing internal relationships, the same factors analyzed when comparing the City’s classifications to the labor market are used when making internal salary alignment recommendations.

In addition, the following are standard human resources practices that are commonly applied when making salary recommendations based upon internal relationships:
• Certain internal percentages are often applied. Those that are the most common are:
− The differential between a trainee and experienced (or journey) class in a series (I/II or Trainee/Experienced) is generally 10% to 15%;
− A lead or advanced journey-level (III or Senior-level) class is generally placed 10% to 15% above the journey-level.
− A full supervisory class is normally placed at least 10% to 25% above the highest level supervised, depending upon the breadth and scope of supervision.
• When a market or internal equity adjustment is granted to one class in a series, the other classes in the series are also adjusted accordingly to maintain internal equity.

Internal equity between certain levels of classifications is a fundamental factor to be considered when making salary decisions. When conducting a market compensation survey, results can often show that certain classifications that are aligned with each other are not the same in the outside labor market.

However, as an organization, careful consideration should be given to these alignments because they represent internal value of classifications within job families, as well as across the organization.

For the purposes of this study, Gallagher utilized market data to develop the salary recommendations for all but eleven (11) of the benchmarked classifications which had insufficient data and applied internal equity principles to make the remaining salary recommendations for the forty-one (41) classifications that were not benchmarked. For the non-benchmarked classifications and classifications with insufficient market data, internal alignments with other classifications are considered – either in the same class series or those classifications that have similar scope of work, level of responsibility, and “worth” to the City.

Where it is difficult to ascertain internal relationships due to unique qualifications and responsibilities, reliance can be placed on past internal relationships. It is also important for City management to carefully review these internal relationships and determine if they are still appropriate given the current market data. It is also important to analyze market data and internal relationships within class series as well as across the organization, and make adjustments to salary range placements, as necessary, based on the needs of the organization.
47 © 2024 Arthur J. Gallagher & Co. 14
The City may want to make additional internal equity adjustments or alignments as it implements the compensation strategy. This market survey is only a tool to be used by the City to determine market indexing and salary determination.

Recommendations
Pay Philosophy
The City has many options regarding the type of compensation plan it wishes to implement. This decision will be based on what the City’s pay philosophy is, at which level it desires to pay its employees compared to the market, whether it is going to consider additional alternative compensation programs, and how great the competition is with other agencies over recruitment of a highly qualified workforce. Following consideration of various market position options, including market median and the market 75th percentile, the City has established a more competitive pay philosophy by targeting to set base salaries at market median plus 10%.

Proposed Salary Structure
Currently, the City’s salary structure is based on an approximately 30% wide range width with 10 steps in each range that are 3% between each step. It is recommended that the City maintain a similar salary structure. Appendix III includes the proposed salary schedule, which retains 10 steps, 3% between each step, and 5% difference between ranges.

It is important to note that the salary range structure connects all salary ranges, and their steps, by formula, thereby allowing for COLAs to be applied to only one-dollar figure in the table/matrix, which then automatically updates the entire table. Due to the formula that connects each range to the next (with 5% differentials between each range), there is a compounding effect when drawing relationships that span several ranges. For example, with 5% differentials between ranges, four ranges should represent a 20% differential. However, because the compounding effect of 5%, on top of 5%, on top of 5%, and so on, the differential between Range 1 and Range 5 is not exactly 20%, but it is slightly greater.

Proposed Salary Range Placements
Appendix IV illustrates the proposed salary range placement for each classification based on the target market of median +10%, as well as the established internal relationship. The following steps were taken for each job classification to develop and assign a salary range:
• For those classifications for which there was sufficient market data, classifications were placed within the salary range whose proposed maximum is closest to the target market salary (median +10%) for that classification. Given the “closest to” methodology, in some cases the proposed salary range might be higher than target market and in some cases the target market might be slightly lower.
• Gallagher then examined the remaining classifications and applied internal equity principles to establish salary for the remaining classifications.
48 © 2024 Arthur J. Gallagher & Co. 15
• Proposed salary range placements were then reexamined and modified where warranted to address potential compaction issues.

For all classifications, this primary implementation procedure must be completed only at the initial time of implementation. In the future, if the City decides to implement annual across-the-board cost-of-living adjustments, only the salary schedule that was developed and included herein needs to be increased by the appropriate percentage, and each individual salary range will move up with this adjustment. This will ensure that the internal salary relationships are preserved, and the salary schedule remains structured and easily administered.

Options for Implementation
While the City may be interested in bringing all salaries to the market median plus 10%, in some cases this goal may not be reached with a single adjustment. When this occurs, one option is to move employees into the salary range that is recommended for each class based on this market study and to the step within the new range that is closest to their current compensation. If employees’ current salaries are significantly below market such that their current compensation falls below the bottom of the newly recommended range, then larger adjustments would be needed to move those employees at least to the bottom of the new salary range.

Another option is to use a phased implementation approach. Normally, if implementing salary increases must be carried over months or years, the classes that are farthest from the targeted market should receive the greatest equity increase (separate from any cost-of-living increase). If a class falls within 5% above or below the targeted market, for example, it would be logical to make no equity adjustment in the first round of changes. However, if a class is more than 5% (or in this case, more than 35%) below the targeted market, a higher percentage change may be initially warranted to reduce the disparity.

For example, if the City decided to implement the recommendations over a two-year period, then the following guidelines could be applied:

Table 4. Two-Year Implementation Proposal
Market Disparity % Increase Each Year
0 to 4.99% 0 to 2.49%

5.0% to 9.99% 2.5% to 4.99%

10.0% to 14.99% 5.0% to 7.49%

15.0% to 19.99% 7.5% to 9.99%

20.0% and above 10.0%+
The initial first year adjustment would provide a portion of the equity increase and place the class into the closest step (but not below) where they are now. Subsequent increases would be spaced on a similar schedule (at annual intervals) based upon the remaining disparity after each adjustment.

Please note that typically, for those classes that had a market disparity of 0 to 4.99% from the targeted market median plus 10%, we recommend a 0% increase in the first year and an adjustment in the second 49 © 2024 Arthur J. Gallagher & Co. 16
year. Depending upon the City’s financial situation, which will have to be reviewed before each further adjustment is made, all market disparity adjustments are intended to be completed by the third year. The City may also consider a similar implementation plan over a longer period of time, like a three-year implementation plan.

The City may spend additional time to go through a process of deliberation and decision-making as to what continuing compensation philosophy it should implement to attract, motivate, and retain a highquality workforce. However, the City may want to consider adjusting those classifications’ salaries that are currently below the market median as soon as possible, assuming that incumbents’ performance meets the City’s level of expectation.

When classifications are over market, Gallagher typically recommends Y-rating employees whose current pay exceeds the maximum of the recommended range, until the market numbers “catch up” with their current salary. To Y-rate an employee means to keep the employee’s salary frozen and to provide no salary increases (including no cost-of-living adjustments) until the employee’s current salary is within the recommended salary range. This will result in no immediate loss of income but will delay any future increases until the incumbent’s salary is within the salary range.

Other options to “freezing” a classification’s salary in place until the market catches up are:
• Exempting the change for current employees: Under this option, the salary range for the classification is adjusted down to the market. However, current incumbents would continue being paid at the current rate of pay (which would put them outside of the new and adjusted salary range for the class) until they separate from employment with City. In this scenario employees would be eligible for merit and cost of living adjustments. Any new-hires would be paid within the newly established salary range.
• Single-incumbent classes: If a class only has one incumbent, an option would be to wait until the person separates from employment with the City and then adjust the salary range for the class according to the market.
• Recent hires: Some employees who have recently been hired may still be at one of the lower steps within the current salary range, so that even if the top of their current salary range is above market, the incumbents are currently still paid below the market maximum because they are not at the top of the salary range. In this case, an immediate salary range adjustment could be made to bring the salary range within the market. This could bring the affected incumbents either to the top of the market range or very close to it, but they would not technically be Y-rated or lose any pay.

Another option, of course, is to actually reduce salaries down to the market. However, from an employee relations perspective this may not be a viable option.

Using the Market Data as a Tool
Gallagher would like to reiterate that this report and the findings are meant to be a tool for the City of Malibu to create and implement an equitable compensation plan. Compensation strategies are designed 50 © 2024 Arthur J. Gallagher & Co. 17
to attract and retain a highly qualified workforce; however, financial realities and the City’s expectations may also come into play when determining appropriate compensation philosophies and strategies. The collected data presented herein represents a market survey that will give the City an instrument to make future compensation decisions.

It has been a pleasure working with the City of Malibu on this critical project. Please do not hesitate to contact us if we can provide any additional information or clarification regarding this report.

Respectfully submitted by,
Maggie Williams-Dalgart
Maggie Williams-Dalgart, Project Manager
Gallagher (Formerly Koff & Associates)
[email protected]
51 © 2024 Arthur J. Gallagher & Co. 1
Appendix I
Results Summary
52 © 2024 Arthur J. Gallagher & Co
City of Malibu
Compensation Study Results Summary
March 2024
Appendix I
Malibu Top
Monthly Salary Market Median
% Malibu above
or below
Median
Market Median
+ 10%
% Malibu above
or below
Median + 10%
Malibu Total
Comp Market Median
% Malibu above
or below
Median
Accounting Technician $ 7,465 $ 7,164 4.0% $ 7,880 ‐5.6% $ 11,985 $ 11,069 7.6% 10 Administrative Assistant $ 6,892 $ 6,768 1.8% $ 7,445 ‐8.0% $ 11,286 $ 10,830 4.0% 10 Assistant City Manager $ 19,802 $ 23,011 ‐16.2% $ 25,312 ‐27.8% $ 27,696 $ 30,546 ‐10.3% 7 Assistant Community Development Director proposed $ 17,968 proposed $ 19,765 proposed proposed $ 25,095 proposed 7 Assistant Planning Director $ 15,150 $ 14,787 2.4% $ 16,266 ‐7.4% $ 21,560 $ 20,556 4.7% 6 Associate Engineer $ 11,869 $ 11,040 7.0% $ 12,143 ‐2.3% $ 17,359 $ 16,223 6.5% 9Associate Planner $ 9,743 $ 9,914 ‐1.8% $ 10,905 ‐11.9% $ 14,764 $ 14,521 1.6% 10 Building Inspector $ 8,230 $ 8,584 ‐4.3% $ 9,442 ‐14.7% $ 12,919 $ 12,364 4.3% 8 Building Official (Deputy Director Level) proposed $ 14,417 proposed $ 15,859 proposed proposed $ 20,784 proposed 9 City Clerk $ 13,741 $ 16,109 ‐17.2% $ 17,720 ‐29.0% $ 20,142 $ 22,744 ‐12.9% 10 Code Enforcement Manager $ 13,087 $ 12,163 7.1% $ 13,380 ‐2.2% $ 19,015 $ 16,915 11.0% 7Code Enforcement Officer $ 8,230 $ 8,120 1.3% $ 8,932 ‐8.5% $ 12,919 $ 12,066 6.6% 10 Community Development Director proposed $ 20,142 proposed $ 22,157 proposed proposed $ 27,896 proposed 10 Community Services Director $ 17,537 $ 17,566 ‐0.2% $ 19,323 ‐10.2% $ 24,504 $ 24,992 ‐2.0% 7 Financial Controller $ 14,780 $ 16,017 ‐8.4% $ 17,619 ‐19.2% $ 21,104 $ 22,592 ‐7.1% 10 Deputy City Clerk $ 8,230 $ 8,040 2.3% $ 8,844 ‐7.5% $ 12,919 $ 12,779 1.1% 9 Emergency Services Coordinator $ 9,345 $ 11,684 ‐25.0% $ 12,853 ‐37.5% $ 14,279 $ 16,501 ‐15.6% 6 Environmental Compliance Coordinator $ 9,765 $ 10,252 ‐5.0% $ 11,277 ‐15.5% $ 14,792 $ 14,891 ‐0.7% 5 Environmental Health Administrator $ 11,869 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 17,359 Insuff. Data Insuff. Data 1Environmental Programs Manager $ 13,355 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 19,346 Insuff. Data Insuff. Data 3 Environmental Sustainability Analyst $ 9,765 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 14,792 Insuff. Data Insuff. Data 2Environmental Sustainability Director/Building Official $ 18,863 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 26,527 Insuff. Data Insuff. Data 1 Executive Assistant $ 9,968 $ 8,216 17.6% $ 9,037 9.3% $ 15,039 $ 12,490 16.9% 10 Financial Analyst $ 9,765 $ 10,299 ‐5.5% $ 11,329 ‐16.0% $ 14,792 $ 14,949 ‐1.1% 9 Fire Safety Liaison $ 9,677 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 14,685 Insuff. Data Insuff. Data 0 Graphic Artist $ 6,770 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 11,137 Insuff. Data Insuff. Data 3 Human Resources Analyst $ 9,073 $ 9,610 ‐5.9% $ 10,571 ‐16.5% $ 13,947 $ 14,146 ‐1.4% 8Human Resources Manager $ 11,869 $ 14,979 ‐26.2% $ 16,477 ‐38.8% $ 17,514 $ 20,432 ‐16.7% 9Information Systems Analyst $ 9,073 $ 10,908 ‐20.2% $ 11,999 ‐32.3% $ 13,947 $ 15,160 ‐8.7% 8Information Systems Manager $ 13,087 $ 15,267 ‐16.7% $ 16,794 ‐28.3% $ 19,015 $ 21,539 ‐13.3% 8 Information Systems Technician $ 6,770 $ 8,391 ‐23.9% $ 9,230 ‐36.3% $ 11,137 $ 12,150 ‐9.1% 8 Management Analyst proposed $ 9,124 proposed $ 10,036 proposed proposed $ 13,928 proposed 10 Media Information Officer $ 9,678 $ 12,217 ‐26.2% $ 13,439 ‐38.9% $ 14,685 $ 17,443 ‐18.8% 8 Classification
Top Monthly Salary (Base)
# of Matches
Total Compensation (Base + Benefits)

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53 City of Malibu
Compensation Study Results Summary
March 2024
Appendix I
Malibu Top
Monthly Salary Market Median
% Malibu above
or below
Median
Market Median
+ 10%
% Malibu above
or below
Median + 10%
Malibu Total
Comp Market Median
% Malibu above
or below
Median
Classification
Top Monthly Salary (Base)
# of Matches
Total Compensation (Base + Benefits)
Parks Supervisor $ 9,544 $ 10,708 ‐12.2% $ 11,779 ‐23.4% $ 14,522 $ 15,594 ‐7.4% 8 Permit Services Technician $ 6,770 $ 6,893 ‐1.8% $ 7,582 ‐12.0% $ 11,137 $ 10,775 3.3% 9 Planning Director $ 17,537 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 24,873 Insuff. Data Insuff. Data 1 Planning Technician $ 7,839 $ 7,129 9.0% $ 7,842 ‐0.0% $ 12,441 $ 10,730 13.7% 6 Public Safety Coordinator $ 9,678 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 14,685 Insuff. Data Insuff. Data 1 Public Safety Director $ 17,537 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 24,873 Insuff. Data Insuff. Data 1 Public Works Director/City Engineer $ 18,863 $ 20,494 ‐8.6% $ 22,543 ‐19.5% $ 26,527 $ 27,790 ‐4.8% 9 Public Works Inspector $ 8,034 $ 8,440 ‐5.1% $ 9,284 ‐15.6% $ 12,679 $ 12,147 4.2% 7 Public Works Superintendent $ 13,354 $ 13,215 1.0% $ 14,537 ‐8.9% $ 19,345 $ 18,749 3.1% 8 Recreation Manager $ 11,130 $ 12,283 ‐10.4% $ 13,511 ‐21.4% $ 16,602 $ 17,783 ‐7.1% 7 Recreation Supervisor $ 9,678 $ 8,819 8.9% $ 9,701 ‐0.2% $ 14,685 $ 12,975 11.6% 8 Senior Maintenance Worker $ 7,968 $ 7,137 10.4% $ 7,851 1.5% $ 12,598 $ 10,727 14.9% 9 Senior Office Assistant $ 5,996 $ 5,596 6.7% $ 6,156 ‐2.7% $ 10,192 $ 8,772 13.9% 6Supervising Permit Services Technician $ 8,416 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 13,145 Insuff. Data Insuff. Data 3Wastewater Management Program Specialist $ 8,189 Insuff. Data Insuff. Data Insuff. Data Insuff. Data $ 12,869 Insuff. Data Insuff. Data 1 AVERAGE: ‐4.9% AVERAGE: ‐17.6% AVERAGE: ‐0.2%

Page 2 of 2 ends

54 © 2024 Arthur J. Gallagher & Co. 2
Appendix II
Market Compensation Findings
© 2024 Arthur J. Gallagher & Co
55 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of Camarillo Finance Assistant $ 9,075 7/1/2023 unknown unknown 2 City of West Hollywood Accounting Technician $ 8,040 7/1/2023 unknown unknown3 City of Laguna Beach Accounting Technician $ 8,011 7/1/2023 7/1/2024 4.00% 4 City of Agoura Hills Accounting Specialist II $ 7,971 7/1/2023 unknown unknown 5 City of Malibu Accounting Technician $ 7,465 7/1/2023 unknown unknown6 City of Manhattan Beach Revenue Services Specialist $ 7,298 1/1/2024 1/11/2025 1.50% 7 City of Thousand Oaks Accounting Specialist $ 7,030 7/8/2023 7/6/2024 4.00% 8 City of Calabasas Accounting Specialist $ 6,893 7/14/2023 unknown unknown 9 City of Beverly Hills Accounting Technician $ 6,452 10/7/2023 10/1/2024 4.50% 10 City of Culver City Senior Account Clerk $ 5,647 7/1/2023 7/1/2024 5.00%11 City of Redondo Beach Accounting Technician $ 5,339 11/4/2023 unknown unknown Top Monthly
$ 7,176

3.9%
$ 7,164

4.0%
$ 8,001
‐7.2%
10 Accounting TechnicianSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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56 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of Camarillo Administrative Specialist II $ 7,466 7/1/2023 unknown unknown 2 City of Laguna Beach Administrative Assistant $ 7,307 7/1/2023 7/1/2024 4.00% 3 City of Agoura Hills Administrative Assistant II $ 7,042 7/1/2023 unknown unknown4 City of West Hollywood Administrative Specialist II $ 6,932 7/1/2023 unknown unknown 5 City of Malibu Administrative Assistant $ 6,892 7/1/2023 unknown unknown6 City of Beverly Hills Administrative Assistant $ 6,849 10/7/2023 10/1/2024 4.50% 7 City of Thousand Oaks Administrative Secretary $ 6,688 7/8/2023 7/6/2024 4.00%8 City of Calabasas Executive Assistant I$ 6,558 7/14/2023 unknown unknown 9 City of Manhattan Beach Administrative Assistant $ 6,372 1/1/2024 1/11/2025 1.50% 10 City of Culver City Secretary $ 5,591 7/1/2023 7/1/2024 5.00%11 City of Redondo Beach Administrative Specialist $ 4,964 1/14/2023 unknown unknown Top Monthly
$ 6,577

4.6%
$ 6,768

1.8%
$ 7,015
‐1.8%
10 Administrative AssistantSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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57 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of West Hollywood Assistant City Manager $ 26,753 7/1/2023 unknown unknown 2 City of Thousand Oaks Assistant City Manager $ 26,150 7/8/2023 unknown unknown 3 City of Camarillo Assistant City Manager $ 24,079 7/1/2023 unknown unknown 4 City of Redondo Beach Assistant City Manager $ 23,011 1/13/2024 unknown unknown 5 City of Laguna Beach Assistant City Manager $ 22,543 7/1/2023 unknown unknown 6 City of Culver City Assistant City Manager $ 21,573 7/1/2023 7/1/2024 5.00% 7 City of Malibu Assistant City Manager $ 19,802 7/1/2023 unknown unknown8 City of Agoura Hills Assistant City Manager $ 19,389 7/1/2023 unknown unknown 9 City of Beverly Hills N/C
10 City of Calabasas N/C11 City of Manhattan Beach N/C
Top Monthly
$ 23,357
‐18.0%
$ 23,011
‐16.2%
$ 25,115
‐26.8%
7 Assistant City ManagerSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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58 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of Malibu Assistant Community Development Director proposed 2 City of West Hollywood Assistant Director of Community Development $ 21,285 7/1/2023 unknown unknown3 City of Beverly Hills Assistant Director of Community Development/Building Official $ 21,965 10/7/2023 10/1/2024 4.50% 4 City of Camarillo Assistant Director of Community Development $ 17,968 7/1/2023 unknown unknown5 City of Thousand Oaks Deputy Community Development Director $ 18,460 7/8/2023 7/6/2024 5.00% 6 City of Laguna Beach Assistant Director of Community Development $ 16,114 7/1/2023 unknown unknown7 City of Agoura Hills Planning Director $ 15,147 7/1/2023 unknown unknown 8 City of Calabasas City Planner $ 13,695 7/14/2023 unknown unknown 9 City of Culver City N/C
10 City of Manhattan Beach N/C11 City of Redondo Beach N/C Top Monthly
$ 17,805$ 17,968$ 19,873
N/A
7 Assistant Community Development DirectorSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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59 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of Thousand Oaks Planning Division Manager $ 15,279 7/8/2023 7/6/2024 5.00%2 City of Malibu Assistant Planning Director $ 15,150 7/1/2023 unknown unknown3 City of Culver City2 [Current Planning Manager/ Advance Planning Manager] $ 15,146 7/1/2023 7/1/2024 5.00% 4 City of Laguna Beach Planning Manager $ 14,792 7/1/2023 unknown unknown5 City of Camarillo Planning Manager $ 14,783 7/1/2023 unknown unknown6 City of Beverly Hills1 [Urban Designer/ Principal Planner] $ 12,689 10/7/2023 10/1/2024 4.50% 7 City of Redondo Beach Planning Manager $ 10,141 1/14/2023 unknown unknown 8 City of Agoura Hills N/C9 City of Calabasas N/C
10 City of Manhattan Beach N/C11 City of West Hollywood N/C Top Monthly
$ 13,805

8.9%
$ 14,787

2.4%
$ 15,058

0.6%
6 Assistant Planning DirectorSummary ResultsAverage of Comparators% City of Malibu Above/BelowMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/BelowNumber of MatchesN/C - Non Comparator1 - City of Beverly Hills: Functional Match: This hybrid match represents that the duties of the class are performed by more than one class at the comparator agency. The salary displayed is the same for both matches. 2 - City of Culver City: Functional Match: This hybrid match represents that the duties of the class are performed by more than one class at the comparator agency. The salary displayed is the higher of the matches.

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60 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of Thousand Oaks Associate Engineer $ 13,217 7/8/2023 7/6/2024 5.00% 2 City of Laguna Beach Associate Civil Engineer $ 12,432 7/1/2023 7/1/2024 4.00%3 City of Camarillo Associate Engineer $ 12,162 7/1/2023 unknown unknown 4 City of West Hollywood Assistant Engineer $ 12,141 7/1/2023 unknown unknown 5 City of Malibu Associate Engineer $ 11,869 7/1/2023 unknown unknown6 City of Manhattan Beach Associate Engineer $ 11,040 1/1/2024 1/11/2025 1.50%7 City of Agoura Hills Associate Civil Engineer $ 10,988 7/1/2023 unknown unknown8 City of Calabasas Associate Civil Engineer $ 10,262 7/14/2023 unknown unknown 9 City of Culver City Associate Engineer $ 9,911 7/1/2023 7/1/2024 5.00% 10 City of Redondo Beach Associate Civil Engineer $ 9,434 1/14/2023 unknown unknown11 City of Beverly Hills N/C Top Monthly
$ 11,287

4.9%
$ 11,040

7.0%
$ 12,162
‐2.5%
9 Associate EngineerSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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61 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of West Hollywood Associate Planner $ 12,141 7/1/2023 unknown unknown 2 City of Thousand Oaks Associate Planner $ 11,494 7/8/2023 7/6/2024 5.00%3 City of Camarillo Associate Planner $ 10,506 7/1/2023 unknown unknown 4 City of Agoura Hills Associate Planner $ 9,954 7/1/2023 unknown unknown 5 City of Laguna Beach Associate Planner $ 9,936 7/1/2023 7/1/2024 4.00%6 City of Manhattan Beach Associate Planner $ 9,892 1/1/2024 1/11/2025 1.50%7 City of Calabasas Associate Planner $ 9,764 7/14/2023 unknown unknown 8 City of Malibu Associate Planner $ 9,743 7/1/2023 unknown unknown9 City of Beverly Hills Associate Planner $ 9,508 10/7/2023 10/1/2024 4.50% 10 City of Culver City Associate Planner $ 8,887 7/1/2023 7/1/2024 5.00%11 City of Redondo Beach Associate Planner $ 8,567 1/14/2023 unknown unknown Top Monthly
$ 10,065
‐3.3%
$ 9,914
‐1.8%
$ 10,368
‐6.4%
10 Associate PlannerSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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62 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of West Hollywood Senior Combination Building Inspector $ 11,157 7/1/2023 unknown unknown 2 City of Beverly Hills Building Inspector II $ 9,323 10/7/2023 10/1/2024 4.50%3 City of Laguna Beach Building Inspector $ 9,039 7/1/2023 7/1/2024 4.00% 4 City of Thousand Oaks Combination Building Inspector II $ 8,889 7/8/2023 7/6/2024 4.00% 5 City of Manhattan Beach Building Inspector $ 8,278 1/1/2024 1/11/2025 1.50% 6 City of Malibu Building Inspector $ 8,230 7/1/2023 unknown unknown7 City of Calabasas Building Inspector $ 7,614 7/14/2023 unknown unknown 8 City of Culver City Building Safety Inspector $ 7,502 7/1/2023 7/1/2024 5.00% 9 City of Redondo Beach Building Inspector $ 6,943 1/14/2023 unknown unknown 10 City of Agoura Hills N/C11 City of Camarillo N/C
Top Monthly
$ 8,593
‐4.4%
$ 8,584
‐4.3%
$ 9,110
‐10.7%
8 Building InspectorSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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63 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of Malibu Building Official (Deputy Director Level) proposed 2 City of West Hollywood Building and Safety Manager/Building Official $ 19,005 7/1/2023 unknown unknown 3 City of Beverly Hills Deputy Building Official $ 15,952 10/7/2023 10/1/2024 4.50% 4 City of Culver City Building Official $ 15,606 7/1/2023 7/1/2024 5.00% 5 City of Manhattan Beach Building Official $ 15,013 1/1/2024 1/11/2025 1.50% 6 City of Agoura Hills Building Official $ 14,417 7/1/2023 unknown unknown 7 City of Thousand Oaks Building Official/Building Division Manager $ 14,111 7/8/2023 7/6/2024 5.00% 8 City of Redondo Beach Chief Building Official $ 13,709 1/13/2024 unknown unknown 9 City of Laguna Beach Building Official $ 13,017 7/1/2023 unknown unknown 10 City of Calabasas Building Official $ 12,522 7/14/2023 unknown unknown 11 City of Camarillo N/C
Top Monthly
$ 14,817$ 14,417$ 15,606
N/A
9 Building Official (Deputy Director Level)Summary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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64 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of West Hollywood City Clerk $ 19,005 7/1/2023 unknown unknown 2 City of Manhattan Beach City Clerk $ 18,778 1/14/2023 unknown unknown 3 City of Beverly Hills City Clerk $ 18,333 4/1/2023 7/1/2024 3.00% 4 City of Thousand Oaks City Clerk $ 17,047 7/8/2023 unknown unknown5 City of Camarillo City Clerk $ 16,298 7/1/2023 unknown unknown 6 City of Culver City1 City Clerk $ 15,920 7/1/2023 7/1/2024 5.00% 7 City of Laguna Beach City Clerk $ 14,792 7/1/2023 unknown unknown 8 City of Malibu City Clerk $ 13,741 7/1/2023 unknown unknown9 City of Calabasas City Clerk $ 13,695 7/14/2023 unknown unknown 10 City of Agoura Hills City Clerk $ 12,432 7/1/2023 unknown unknown 11 City of Redondo Beach City Clerk $ 10,875 1/14/2023 4/1/2024 2.00% Top Monthly
$ 15,718
‐14.4%
$ 16,109
‐17.2%
$ 18,012
‐31.1%
10 City ClerkSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non Comparator1 - City of Culver City: This is an elected position.Median of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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65 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of West Hollywood1 [Neighborhood and Business Safety Manager/Code Enforcement Supervisor]
$ 15,573 7/1/2023 unknown unknown
2 City of Malibu Code Enforcement Manager $ 13,087 7/1/2023 unknown unknown3 City of Thousand Oaks Code Compliance Manager $ 12,775 7/8/2023 7/6/2024 5.00% 4 City of Camarillo Code Compliance Manager $ 12,770 7/1/2023 unknown unknown5 City of Culver City Enforcement Services Manager $ 12,163 7/1/2023 7/1/2024 5.00%6 City of Beverly Hills Code Enforcement Manager $ 10,714 10/7/2023 10/1/2024 4.50% 7 City of Manhattan Beach Code Enforcement Supervisor $ 10,299 1/1/2024 1/11/2025 1.50% 8 City of Laguna Beach Code Enforcement Supervisor $ 9,936 7/1/2023 7/1/2024 4.00% 9 City of Agoura Hills N/C
10 City of Calabasas N/C11 City of Redondo Beach N/C
Top Monthly
$ 12,033

8.1%
$ 12,163

7.1%
$ 12,772

2.4%
7 Code Enforcement ManagerSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non Comparator1 - City of West Hollywood: Span of Responsibility Match: This hybrid match represents that the duties are bridged by a higher and lower-level classification at the comparator agency. The salary displayed is an average of the matches.Median of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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66 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of West Hollywood Code Enforcement Officer $ 9,803 7/1/2023 unknown unknown 2 City of Camarillo Code Compliance Officer $ 8,643 7/1/2023 unknown unknown 3 City of Thousand Oaks Code Compliance Officer II $ 8,455 7/8/2023 7/6/2024 4.00%4 City of Beverly Hills Code Enforcement Officer $ 8,274 10/7/2023 10/1/2024 4.50% 5 City of Malibu Code Enforcement Officer $ 8,230 7/1/2023 unknown unknown6 City of Manhattan Beach Code Enforcement Officer II $ 8,230 1/1/2024 1/11/2025 1.50%7 City of Laguna Beach Code Enforcement Officer $ 8,011 7/1/2023 7/1/2024 4.00% 8 City of Agoura Hills Code Compliance Officer $ 7,971 7/1/2023 unknown unknown 9 City of Calabasas Code Enforcement Officer $ 7,538 7/14/2023 unknown unknown 10 City of Culver City Code Enforcement Officer $ 6,995 7/1/2023 7/1/2024 5.00%11 City of Redondo Beach Code Enforcement Officer $ 6,520 1/14/2023 unknown unknown Top Monthly
$ 8,044

2.3%
$ 8,120

1.3%
$ 8,410
‐2.2%
10 Code Enforcement OfficerSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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67 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of Malibu Community Development Director proposed 2 City of Beverly Hills Director of Community Development $ 26,699 10/7/2023 10/1/2024 4.50% 3 City of West Hollywood Director of Community Development $ 23,802 7/1/2023 unknown unknown4 City of Thousand Oaks Community Development Director $ 21,646 7/8/2023 unknown unknown 5 City of Camarillo Director of Community Development $ 20,801 7/1/2023 unknown unknown6 City of Laguna Beach Director of Community Development $ 20,494 7/1/2023 unknown unknown 7 City of Calabasas Community Development Director $ 19,791 7/14/2023 unknown unknown 8 City of Redondo Beach Community Development Director $ 19,021 1/13/2024 unknown unknown9 City of Manhattan Beach Community Development Director $ 18,778 1/14/2023 unknown unknown 10 City of Culver City Planning & Development Director $ 18,101 7/1/2023 7/1/2024 5.00% 11 City of Agoura Hills Community Development Director $ 17,566 7/1/2023 unknown unknown Top Monthly
$ 20,670$ 20,142$ 21,435
N/A
10 Community Development DirectorSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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68 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of West Hollywood Director of Community Services $ 22,623 7/1/2023 unknown unknown 2 City of Beverly Hills Assistant Director of Community Services $ 21,965 10/7/2023 10/1/2024 4.50%3 City of Manhattan Beach Parks and Recreation Director $ 18,778 1/14/2023 unknown unknown 4 City of Agoura Hills Director Community Services $ 17,566 7/1/2023 unknown unknown 5 City of Malibu Community Services Director $ 17,537 7/1/2023 unknown unknown6 City of Culver City Parks, Recreation & Community Services Director $ 17,408 7/1/2023 7/1/2024 5.00%7 City of Redondo Beach Community Services Director $ 17,291 1/13/2024 unknown unknown8 City of Calabasas Community Services Director $ 16,878 7/14/2023 unknown unknown 9 City of Camarillo N/C
10 City of Laguna Beach N/C
11 City of Thousand Oaks N/C
Top Monthly
$ 18,930
‐7.9%
$ 17,566
‐0.2%
$ 20,372
‐16.2%
7 Community Services DirectorSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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69 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of Beverly Hills Assistant Director of Finance $ 21,965 10/7/2023 10/1/2024 4.50% 2 City of West Hollywood4 [Accounting Manager/ Revenue Manager] $ 19,005 7/1/2023 unknown unknown 3 City of Thousand Oaks Deputy Finance Director $ 18,460 7/8/2023 7/6/2024 5.00% 4 City of Camarillo Assistant Director of Finance $ 17,968 7/1/2023 unknown unknown 5 City of Laguna Beach Finance Manager $ 16,114 7/1/2023 unknown unknown6 City of Culver City Assistant Chief Financial Officer $ 15,920 7/1/2023 7/1/2024 5.00%7 City of Calabasas2 [Accounting Supervisor/ Chief Financial Officer] $ 15,852 7/14/2023 unknown unknown 8 City of Redondo Beach3 [Finance Director/ Payroll & Finance Manager] $ 15,545 1/13/2024 unknown unknown 9 City of Malibu Financial Controller $ 14,780 7/1/2023 unknown unknown 10 City of Manhattan Beach Financial Controller $ 14,577 1/14/2023 unknown unknown 11 City of Agoura Hills1 [Finance Manager/ Director of Finance] $ 14,555 7/1/2023 unknown unknown Top Monthly
$ 16,996
‐15.0%
$ 16,017
‐8.4%
$ 18,337
‐24.1%
10 Financial Controller Summary ResultsAverage of Comparators% City of Malibu Above/BelowMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below3 - City of Redondo Beach: Span of Responsibility Match: This hybrid match represents that the duties are bridged by a higher and lower-level classification at the comparator agency. The salary displayed is an average of the matches. 4 - City of West Hollywood: Functional Match: This hybrid match represents that the duties of the class are performed by more than one class at the comparator agency. The salary displayed is the higher of the matches. Number of MatchesN/C - Non Comparator1 - City of Agoura Hills: Span of Responsibility: This hybrid match represents that the duties are bridged by a higher and lower-level classification at the comparator agency. The salary displayed is an average of the matches. 2 - City of Calabasas: Span of Responsibility Match: This hybrid match represents that the duties are bridged by a higher and lower-level classification at the comparator agency. The salary displayed is an average of the matches.

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70 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of Thousand Oaks Deputy City Clerk $ 11,565 7/8/2023 7/6/2024 5.00% 2 City of Camarillo Deputy City Clerk $ 10,005 7/1/2023 unknown unknown3 City of Beverly Hills City Clerk Specialist $ 9,064 10/7/2023 10/1/2024 4.50% 4 City of Redondo Beach Chief Deputy City Clerk $ 8,965 1/14/2023 unknown unknown 5 City of Malibu Deputy City Clerk $ 8,230 7/1/2023 unknown unknown6 City of West Hollywood Deputy Clerk $ 8,040 7/1/2023 unknown unknown7 City of Calabasas Assistant to the City Clerk $ 7,614 7/14/2023 unknown unknown8 City of Manhattan Beach Deputy City Clerk $ 7,469 1/14/2023 unknown unknown9 City of Laguna Beach Deputy City Clerk $ 7,307 7/1/2023 7/1/2024 4.00% 10 City of Culver City City Clerk Specialist $ 7,137 7/1/2023 7/1/2024 5.00%11 City of Agoura Hills N/C Top Monthly
$ 8,574
‐4.2%
$ 8,040

2.3%
$ 9,064
‐10.1%
9 Deputy City ClerkSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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71 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of West Hollywood Emergency Management Coordinator $ 12,141 7/1/2023 unknown unknown 2 City of Manhattan Beach Emergency Preparedness Administrator $ 11,925 1/14/2023 1/11/2025 1.50%3 City of Laguna Beach Emergency Operations Coordinator $ 11,767 7/1/2023 7/1/2024 4.00% 4 City of Beverly Hills Emergency Management Manager $ 11,602 10/7/2023 10/1/2024 4.50% 5 City of Culver City Emergency Preparedness Coordinator $ 10,369 7/1/2023 7/1/2024 5.00% 6 City of Malibu Emergency Services Coordinator $ 9,345 7/1/2023 unknown unknown7 City of Calabasas Public Safety Coordinator $ 8,839 7/14/2023 unknown unknown 8 City of Agoura Hills N/C9 City of Camarillo N/C
10 City of Redondo Beach N/C
11 City of Thousand Oaks N/C
Top Monthly
$ 11,107
‐18.9%
$ 11,684
‐25.0%
$ 11,886
‐27.2%
6 Emergency Services CoordinatorSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non ComparatorMedian of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

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72 City of Malibu
Market Compensation Data (Base Salary)
March 2024
Appendix II(a)
Rank Comparator Agency Classification Title Max Salary
Salary
Effective
Date
Next Salary
Increase
Next
Percentage
Increase
1 City of West Hollywood Environmental Programs Coordinator $ 12,141 7/1/2023 unknown unknown 2 City of Calabasas Environmental Services Supervisor $ 11,914 7/14/2023 unknown unknown 3 City of Manhattan Beach Water Compliance Supervisor $ 10,252 1/14/2023 1/11/2025 1.50% 4 City of Culver City1 [Environmental Compliance Inspector/ Environmental Coordinator] $ 10,166 7/1/2023 7/1/2024 5.00% 5 City of Malibu Environmental Compliance Coordinator $ 9,765 7/1/2023 unknown unknown6 City of Laguna Beach Environmental Specialist $ 8,011 7/1/2023 7/1/2024 4.00%7 City of Agoura Hills N/C8 City of Beverly Hills N/C 9 City of Camarillo N/C
10 City of Redondo Beach N/C11 City of Thousand Oaks N/C Top Monthly
$ 10,497
‐7.5%
$ 10,252
‐5.0%
$ 11,914
‐22.0%
5 Environmental Compliance CoordinatorSummary ResultsAverage of Comparators% City of Malibu Above/BelowNumber of MatchesN/C - Non Comparator1 - City of Culver City: Functional Match: This hybrid match represents that the duties of the class are performed by more than one class at the comparator agency. The salary displayed is the higher of the matches. Median of Comparators% City of Malibu Above/Below75th Percentile% City of Malibu Above/Below

Page 18 of 48 ends

Malibu City CouncilApril 8, 2024

Malibu City Council
April 8, 2024